94. (p. 332) Postal workers and other employees of the federal government who provide important services are
allowed to form unions, but are denied the right to strike.
95. (p. 332) The “blue flu” refers to a situation in which union members who are not allowed to strike refuse to
work by calling in sick.
96. (p. 332) A cooling-off period is when workers in a critical industry return to their jobs while the union and
management continue negotiations.
97. (p. 332) In a primary boycott, a union encourages its members and the general public not to buy the goods and
services produced by a firm involved in a labor dispute.
98. (p. 332) In 1996, the U.S. Supreme Court ruled that primary boycotts are illegal.
99. (p. 333) Tactics used by management when collective bargaining breaks down include injunctions and
lockouts.
100. (p. 333) The most potent weapon currently available to management when collective bargaining breaks down
is the use of yellow-dog contracts.
101. (p. 333) The Supreme Court ruled in 1938 that employers had the right to hire strikebreakers.
102. (p. 333) A common tactic of management in labor disputes is the use of secondary boycotts.
103. (p. 333) The use of strikebreakers did not become a common management tactic during labor disputes until
the 1980s.
104. (p. 333) Workers who are hired to do the jobs of striking workers until the strike is over are called jayhawkers
by the union.
105. (p. 333) A court order directing someone to do something or to refrain from doing something is called a
judicial citation.
106. (p. 333) Hiring strikebreakers to replace striking workers was historically a common management tactic
during labor disputes, but it is seldom used today.
107. (p. 332) The Taft-Hartley Act gives the president the right to ask for a cooling-off period to temporarily
prevent a strike in a critical industry.
108. (p. 332) Social perceptions and attitudes have little effect on the willingness of unions to call a strike.
109. (p. 333) Courts will issue an injunction against union tactics only if management can show a “just cause” to
restrict the union tactic.
110. (p. 333) The lockout is the most common tactic used by management today to deal with labor management
disputes.
111. (p. 333) Unions have used givebacks as a tactic to increase membership of a culturally diverse workforce.
113. (p. 334) Membership in labor unions has grown slowly but steadily over the past 50 years.
114. (p. 335) A key to the future growth of unions will be their ability to adapt to a labor force that is becoming
more culturally diverse.
115. (p. 333-334) In recent years, many unions have granted concessions on working conditions and wages in order
to save jobs.
116. (p. 335) One way the Teamsters Union plans to increase membership is by reaching out to women in
traditionally low-paying occupations.
117. (p. 335) The unions of the 21st century are likely to be quite different from those in the past.
118. (p. 335-336) In the future, unions are likely to leave training and recruitment of workers to management, and
focus instead on encouraging those workers to join the union.
119. (p. 332) Unionized workers at the Schub Brewery are seeking a way to put more economic pressure on their
employer during a labor dispute. They have already organized supporters to refuse to buy Schub’s products.
Now union leaders have contacted a variety of stores that stock Schub’s Beer and told them that union members
and others who sympathize with their position will stop patronizing any store that continues to carry the
brewery’s beer until the dispute is resolved in the union’s favor. This tactic against stores that carry Schub’s Beer
is called a primary boycott.
120. (p. 333) A few striking union members have begun picketing near the entrance of the Yanmark Corporation
plant where they normally work. The workers are acting peacefully and have not threatened anyone entering or
leaving the company or damaged any property. Yanmark’s management is seeking an injunction to prevent the
workers from picketing. The courts are unlikely to issue an injunction under the current circumstances.
121. (p. 333) Workers at the West Fenton plant of Malzone Industries have gone out on strike. Management
believes it could continue operating the plant during the strike by hiring replacement workers. If the company
hires nonunion workers to continue its operations, it will be violating a recent Supreme Court ruling that
declared hiring replacement workers as a violation of the Wagner Act.
122. (p. 335) In the next few years, unions are likely to find that they must adopt a tough, confrontational approach
in order to get what they want from management.
123. (p. 335, Spotlight on Small Business box) According to “Spotlight on Small Business,” in Chapter 12 many
private-practice physicians have embraced unionizing as a means to collective bargaining with managed health
care organizations.
124. (p. 332) The Taft-Hartley Act gives the president the power to require striking workers in any industry to
return to their jobs for a cooling-off period while representatives of management and the union continue to
negotiate.
125. (p. 336) The high compensation earned by top executives at major corporations is inconsistent with the values
of our free enterprise system.
126. (p. 336) After adjusting for inflation, the average CEO compensation is actually a little lower now than it was
in 1960.
127. (p. 337) The total compensation of an average CEO for a major U.S. company is about 160 times the pay of
the typical American hourly worker.
128. (p. 337) CEOs only earn high salaries and bonuses when their companies earn substantial profits.
129. (p. 337) Management consultant Peter Drucker has long been critical of executive pay levels.
131. (p. 338) Pay consultant, Graef Crystal, has long suggested a link between CEO compensation and
executive-friendly boards of directors.
132. (p. 338) Despite their high pay, most CEOs work fewer hours per week than the average employee in their
companies.
133. (p. 339) Comparable worth is concerned with making sure that women get paid as much as men when they do
the same jobs.
134. (p. 338) The Equal Pay Act of 1963 required companies to provide equal pay to men and women who
perform the same job.
135. (p. 339) The concept of comparable worth holds that people who do jobs that require similar levels of
education, training and skills should receive equal pay.
136. (p. 338) Today, the earnings of women are approximately 80 percent of the earnings of men.
137. (p. 339) The law protects both women and men from sexual harassment.
138. (p. 340) The number of sexual harassment complaints filed with the Equal Employment Opportunity
Commission has leveled off since 2000.
139. (p. 339) In 1997, the Supreme Court ruled that same-sex harassment is covered by laws against sexual
harassment.
140. (p. 340) Although workers and managers often know that their firm has a policy against sexual harassment,
they seldom have a clear understanding of what the policy actually says.
141. (p. 339) “Quid pro quo” sexual harassment occurs when a person’s conduct creates an offensive, hostile, or
intimidating work environment which adversely affects the job performance of some other employee.
142. (p. 340) Federal child care assistance rose significantly after the passage of the Welfare Reform Act in 1996.
143. (p. 340) Because of the need to cut costs, fewer large U.S. companies now provide some sort of child care for
their employees than ten years ago.
144. (p. 341) Small firms often offer innovative child care programs as a way of competing for qualified
employees.
145. (p. 341) On-site child care remains the only truly acceptable way for firms to meet the child care concerns of
their employees.
146. (p. 341) The number of households that face the burden of caring for one or more elderly parents has
increased significantly over the past decade.
147. (p. 342) In recent years federal programs such as Medicare and Medicaid have greatly reduced the financial
burden on families faced with caring for elderly adults.
148. (p. 342) Over the next decade costs associated with elder care are likely to have a much smaller impact on
businesses than child care costs.
149. (p. 342) Elder care costs are likely to remain a major issue for businesses for many years.
150. (p. 342) The spread of AIDS within the U.S. has declined in recent years.
151. (p. 342) Alcohol and drug abuse are serious workplace issues but they involve far fewer workers than AIDS
does.
152. (p. 342) Alcohol is the most widely used drug in the workplace.
153. (p. 342) The spread of AIDS has declined in the U.S.
154. (p. 342) Although concern about drug abuse is widespread, only a third of all major companies in the United
States regularly test workers and job applicants for drug use.
155. (p. 342) The high cost of illegal drug use in the workplace has resulted in a rapid rise in the number of firms
that test employees and job applicants for drugs.
157. (p. 342-343) Many employees have died on the job at the hands of fellow employees.
158. (p. 343) Many companies do not provide any formal training for dealing with prevention of violence in the
workplace.
159. (p. 343) Since violence in the workplace rarely results in severe injury, it is likely not to be much of a
problem in the future.
160. (p. 338) Although the general public often sees the compensation of CEOs of major U.S. corporations as
being much too high, the pay and benefits these top executives receive is actually quite similar to what is earned
by top executives in other countries with market economies.
161. (p. 338) Reece is upset with her employer, the Community Hospital of Springfield. She has just discovered
that a male is paid $1.50 per hour more than she is even though they have the same job title, have similar
qualifications, and have been employed the same length of time. Unfortunately for Reece, it is legal for the
hospital to pay different salaries to different workers who perform the same job.
162. (p. 336-337) DeMarco is the newly appointed CEO of the Litwich Corporation. The company’s board of
directors has made stock options a significant part of DeMarco’s compensation package. It is likely that one of
the board’s objectives is to stabilize the value of Litwich’s stock by preventing it from rising or falling more than
a small percentage.
163. (p. 341) Although child care concerns have become a pressing issue for many employees, most firms have
been unable to find acceptable solutions to these concerns.
164. (p. 341-342) Munymacher, Inc. is planning to implement a program to help its employees provide care for their
elderly parents. According to recent trends, Munymacher’s new program is likely to be very beneficial to many
of its employees and to the company itself.
165. (p. 339) Robert and Jenny are co-workers who enjoy flirting with each other while at work. They both view
their actions as harmless fun, as do the other employees in their office. Their flirtation does not offend the other
workers or make them feel threatened or uncomfortable. Nevertheless, under current criteria, both Jenny and
Robert could be found guilty of sexual harassment.
166. (p. 342) Rose is a human resources manager for a rapidly growing corporation. The firm recently hired one
hundred new workers, ten of whom were involved in workplace accidents soon after they were hired. It was
determined that alcohol usage was the cause of these accidents. Top management has asked Rose to do a better
job in screening potential workers for alcohol abuse to avoid this in the future. Rose should point out that in fact
the ten percent of the recent-hires with alcohol issues is actually much lower than the overall percentage of
employees with alcohol issues that are involved in industrial injuries and fatalities in the U.S.
167. (p. 343) Recently a disgruntled employee walked into a large grocery chain’s mid-west distribution center and
opened fire on his fellow workers. He killed or injured several people before being killed by the local police.
The grocery chain is very concerned about the threat of workplace violence in the future. One way to deal with
this threat is for management to hold focus groups to invite employee input.
168. (p. 322) A(n) ________ is an employee organization that represents workers in employee-management
bargaining over job-related issues.
D. cross-functional team
169. (p. 323) The presence of formal labor organizations in the United States dates back to the:
D. depression years of the 1930s.
170. (p. 322) Business observers suggest that which of the following is a reason for labor’s decline?
A. shifts from service to manufacturing industries
171. (p. 323) The union movement in the United States was an outgrowth of the economic transition caused by
the:
A. Revolutionary War.
172. (p. 322) Labor unions were largely responsible for:
A. establishing the Republican party.
173. (p. 323) __________ are workplaces with undesirable, and often unsafe and oppressive working conditions.
A. Treadmills
174. (p. 323) Labor unions formed before the Civil War were established:
D. to achieve notoriety for the members.
175. (p. 324) The first national labor organization in the United States was the:
D. United Farm Workers Union.
176. (p. 324) Membership in the Knights of Labor was:
A. limited to skilled craftsmen.
177. (p. 324) The main goal of the Knights of Labor was to:
D. promote a better public education system.
178. (p. 323) In a(n) ________, all of the members are skilled specialists in a particular trade.
D. trade federation
179. (p. 324) __________ provided dynamic leadership for the American Federation of Labor during its early
years.
A. Karl Marx
180. (p. 324) The AFL was concerned primarily with:
D. promoting a better public education system.