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1. (p. 322) Throughout most of American history, the relationship between managers and employees has been
fairly smooth.
2. (p. 322) It is important that managers are popular with the non-management workers that they manage.
3. (p. 322) One of the things that labor is interested in is fair and competent management.
4. (p. 322) A union is an employee organization that has the main goal of representing its members in
employee-management negotiation concerning job-related issues.
5. (p. 322) The main goal of most labor unions has always been to provide members with increased socialistic
power.
6. (p. 322) Labor unions played a major role in establishing minimum wage laws, child-labor laws, and
improvements in job safety.
7. (p. 322) The 1990s and early 2000s were a period when union membership increased at a significant rate.
8. (p. 322) Most historians view the increase in union membership in the United States as an outgrowth of the
transition from an industrial economy to a service economy during the middle part of the 20th century.
9. (p. 322) Some business observers contend that global competition is a reason for labor’s decline.
10. (p. 323) The presence of formal labor organizations in the United States dates back to the late 1700s.
11. (p. 323) The main reason membership in labor unions has declined in recent years has been the passage of
anti-labor legislation in the late 1980s that guaranteed all employees of a firm the same wages and benefits
whether they joined a union or not.
12. (p. 324) The Knights of Labor was the first truly national labor organization in the United States.
13. (p. 323) A craft union is an organization of skilled specialists in a particular craft or trade.
14. (p. 323) A union that consists of members who are all skilled specialists in a particular trade is called an
industrial guild.
15. (p. 324) The Knights of Labor offered membership to all working people, including employers.
16. (p. 324) The Knights of Labor sought to gain enough political power to restructure the entire U.S. economy.
17. (p. 324) Samuel Gompers was the most important leader of the American Federation of Labor during its early
years.
18. (p. 324) The AFL was initially intended to be a single union.
19. (p. 324) During its early years, the AFL tried to expand as rapidly as possible by recruiting both skilled and
unskilled workers.
20. (p. 324) At first, the AFL limited its membership to skilled workers.
21. (p. 324) Membership in industrial unions is limited to skilled craftspeople.
22. (p. 324) John L. Lewis broke with the American Federation of Labor (AFL) in 1935 and formed a rival group
known as the Congress of Industrial Organizations (CIO).
23. (p. 324) The initial objective of the American Federation of Labor (AFL) was to provide union membership to
workers in all industries.
24. (p. 324) Today, more than 50 national and international labor unions are affiliated with the AFL-CIO.
25. (p. 324) For 20 years, the CIO was a major rival of the AFL in the contest for leadership of the labor
movement.
26. (p. 324) Under the leadership of George Meany, the AFL and CIO merged to create the AFL-CIO in 1955.
27. (p. 322) Union membership is likely to rise in the coming decade, because the same economic and political
conditions that gave rise to unions in the late 19th and early 20th centuries are now reappearing.
28. (p. 323) A major difference between early labor organizations in the United States and today’s labor unions is
that the early labor groups often were temporary organizations that disbanded after achieving a short-range goal,
while today’s unions are permanent organizations.
29. (p. 324) The Knights of Labor and the American Federation of Labor were actually very similar in their aims,
tactics, and membership. The only major difference was in the effectiveness of their leaders.
30. (p. 323–324) The Industrial Revolution slowed the growth of unions by creating a rapidly rising standard of
living for most workers.
31. (p. 324) Delman Smith was an unskilled worker who toiled 10 hours a day on an assembly line during the early
and mid1930s. His hours were long, his wages were low and his working conditions were unsafe and
unpleasant. Delman would probably be more sympathetic to the views of John L. Lewis than to those of Samuel
Gompers.
32. (p. 324) The Zendor Corporation operates a manufacturing plant in Bellridge. The work is arranged in an
assembly line and is performed by semiskilled and unskilled workers. These workers are looking into obtaining
union representation. The type of union they would belong to would be classified an industrial union.
33. (p. 324) The growth and strength of organized labor has always depended on one thing: the state of the
economy.
34. (p. 325) The Norris-LaGuardia Act made it more difficult for unions to legally recruit new members.
35. (p. 325) A yellow-dog contract required workers to agree not to join a union as a condition of their
employment.
36. (p. 325) The Norris-LaGuardia Act prohibits firms from requiring workers to agree not to join a union as a
condition of their employment.
37. (p. 325) Samuel Gompers believed that collective bargaining was likely to be an ineffective way for unions to
achieve their objectives.
38. (p. 325, figure 12.1) The National Labor Relations Act gave labor the legal justification to pursue collective
bargaining and other key labor issues.
39. (p. 325-326, figure 12.2) The process by which a union is recognized by the NLRB as the authorized bargaining
agent for a group of workers is called collective bargaining.
40. (p. 325-326, figure 12.2) Once a union is certified to represent a group of workers, there is no formal way for the
workers to decertify that union.
41. (p. 325) Collective bargaining is the process whereby union and management representatives negotiate a
labor-management agreement, or contract, for workers.
42. (p. 325, figure 12.1) The Wagner Act established the first minimum wage for workers.
43. (p. 325, figure 12.1) One goal of the Landrum-Griffin Act was to clean up union corruption.
44. (p. 325, figure 12.1) The Norris-LaGuardia Act prohibited courts from issuing injunctions against nonviolent union
activities.
45. (p. 325, figure 12.1) The National Labor Relations Act gave employees the right to form and join labor
organizations and the right to engage in activities such as strikes and boycotts.
46. (p. 325, figure 12.1) The Taft-Hartley Act strengthened unions by giving them the right to engage in
featherbedding and secondary boycotts.
47. (p. 325, figure 12.1) The Taft-Hartley Act allowed states to pass laws that prohibited compulsory union
membership.
48. (p. 325, figure 12.1) The Taft-Hartley Act gave more power to management.
49. (p. 325) Under the Wagner Act, the National Labor Relations Board can establish a labor union in an
organization if it finds evidence of substantial labor abuse within that organization.
50. (p. 325) Jenna is a member of a union team that is negotiating with management to obtain a labor contract for
the workers represented by the union. Jenna is involved in contract arbitration.
51. (p. 325, figure 12.1) He quit organizing workers because of what he considered to be unfair management tactics.
One of the problems he faced was that many of the workers in those years had signed contracts in which they
agreed not to join a union as a condition of their employment. If Hampton had just stuck with his organizing
efforts a few more years, he soon would not have to worry about this type of tactic.
52. (p. 325) Hilda has been offered a job at the Zytex Corporation. During an interview with a company
representative, she was told that Zytex faces intense competition and management believes that the only way
the company can survive is to have a nonunion workforce. Therefore, all workers Zytex hires must sign an
employment contract stating that they agree not to join a union while they work for Zytex. This requirement by
Zytex is illegal in the United States.
53. (p. 325) The workers at the Kerriton Company are unhappy with the way their union has been representing
them. The Wagner Act allows these workers to take away the union’s right to represent them through a process
known as decertification.
54. (p. 326) The main objectives of organized labor, better wages and shorter hours, have remained remarkably
stable over time.
55. (p. 326) During the 1970s, the primary objective of most labor unions was to gain additional pay and benefits
for their members.
56. (p. 326) During the 1980s unions became increasingly concerned with the issues of job security and union
recognition.
57. (p. 327) The AFL-CIO was a major supporter of the NAFTA agreement to expand trade and commerce among
the nations of the United States, Canada, and Mexico.
58. (p. 327) The AFL-CIO has supported offshore outsourcing as a method of increasing work for union members.
59. (p. 328, figure 12.3) Wage rates, hours of work, employee benefits, and job rights and seniority are issues covered
in a typical negotiated labor-management agreement.
60. (p. 327–328) A union security clause in a labor-management agreement stipulates that employees who benefit
from a union must either officially join or at least pay dues to the union.
61. (p. 327) The negotiated labor-management agreement clarifies the terms and conditions under which labor and
management agree to function over a specified period of time.
62. (p. 327, Dealing with Change box) Most Wal-Mart employees are union members.
63. (p. 328, figure 12.4) Under a closed shop agreement, workers must agree not to join a union in order to keep their
jobs.
64. (p. 328, figure 12.4) Under a closed shop arrangement, a company agrees to hire only workers who already belong
to a union.
65. (p. 328, figure 12.4) The Taft-Hartley Act made closed shops illegal.
66. (p. 328, figure 12.4) Under a union shop agreement, workers must belong to a union before they can be hired.
67. (p. 328, figure 12.4) The Taft-Hartley Act made union shops illegal in all states.
68. (p. 328–329) A union shop agreement is illegal in states that have passed right-to-work laws.
69. (p. 328, figure 12.4) In an agency shop, workers who do not belong to the union must pay a union fee or pay
regular union dues.
70. (p. 328, figure 12.4) Under an agency shop agreement, only union members are represented at the bargaining
table.
71. (p. 328-329, figure 12.4) Under an open shop agreement, workers have the option to join or not join a union, if one
is present in the workplace.
72. (p. 329) Unions in Europe historically have held more influence in the workplace than unions have in the
United States.
73. (p. 330, Reaching Beyond Our Borders box) According to the “Reaching Beyond Our Borders” box in Chapter 12,
co-determination means that 50 percent of the seats on corporate boards are held by labor representatives.
74. (p. 329) A grievance is a charge by managers that the union is not abiding by the terms of the negotiated
labor-management agreement.
75. (p. 329) The sources of many grievances include overtime rules, promotions, layoffs, and job assignments.
76. (p. 330) The majority of grievances are handled by shop stewards and supervisory managers.
77. (p. 330) A bargaining zone is the time period during which a third party is used to reach agreement on union
disputes.
78. (p. 330) A mediator has the power to impose a binding settlement on labor and management.
79. (p. 331) Arbitration is an agreement to bring in an impartial third party to render a binding decision in a labor
dispute.
80. (p. 331) Many of the negotiated labor-management agreements in the United States call for the use of an
arbitrator to end labor disputes.
81. (p. 328, figure 12.4) Winona was recently hired to work at a production plant for Additup Manufacturing. When
hired, she was told she must join the union at the plant within 90 days in order to keep her job. Winona is
employed in an agency shop.
82. (p. 328, figure 12.4) Marina works for a company in which a union is recognized as the bargaining agent for the
workers who perform her type of job. However, under the arrangements at her company, Marina is not required
to join the union, nor is she required to pay any fees or dues to the union. Marina works under an agency shop
agreement.
83. (p. 328–329) Mississippi has passed a right-to-work law, which means that union shops are illegal in the state.
84. (p. 328-329, figure 12.4) Miko began working for a company that operates under an open shop arrangement. Under
this type of arrangement, Miko must join the union at her company within 90 days or she will lose her job.
85. (p. 331) Labor and management at the Brookwood Company have reached an impasse in their efforts to
negotiate an acceptable labor-management agreement. The two sides have agreed to bring in an arbitrator. If the
arbitrator issues a ruling that the union does not like, it can veto the decision.
86. (p. 330) Jian is a well-known professor of labor relations at a major university. She recently was asked by
representatives of labor and management at a nearby corporation to help them resolve a disagreement that
threatened to cause a breakdown in negotiations. If Jian agrees to help, her role will be to encourage both parties
to continue negotiating and to offer constructive advice and suggestions, but she will not have the authority to
render a binding decision. Jian’s role is that of a mediator.
87. (p. 329) Management at Enomoto Enterprises has assigned Alberto to work at two different facilities, which
will require him to commute an extra 25 miles on the days he must work at both plants. Alberto believes that the
negotiated labor-management agreement requires the company to reimburse him for the extra mileage he has to
drive. Management disagrees. Alberto has decided to file a charge that management is not abiding by the terms
of the negotiated agreement. Alberto’s complaint is called a grievance.
88. (p. 333) The lockout is one of the tactics unions frequently use when collective bargaining breaks down.
89. (p. 331) The strike historically has been the most powerful weapon unions use to achieve their objectives in
labor disputes.
90. (p. 331) A boycott occurs when workers collectively refuse to go to work.
91. (p. 332) Strikes are effective at settling labor disputes without violence and bitterness.
92. (p. 332) Strikes have become a very frequently used labor tactic.
93. (p. 332) A successful strike against UPS in 1997 showed the strike was still a potent tactic to use in conflicts
with management.