Scott, Leonard C

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Leonard Scott Union-Prevention and Counter-
Union Campaign Consulting Files, 1966-2013 
Kheel Center for Labor-Management 
Documentation & Archives 
8-1-1985 
Manager's Memo: A New Look at Unionism, 1985 
Leonard C. Scott 
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General officers of Rotary International for 
1985-86 
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A new look at unionism 
BY LEONARD C. SCOTT 
A recent article in The Wall Street Journal contained some interesting 
findings regarding the attitudes of 
U.S. employers and workers toward 
unionism. Virtually all employers 
surveyed were anti-union. This was 
not surprising. However, a wide 
majority of workers polled also were 
against unions. Yet, these same 
workers indicated they think unions 
can bring about higher wages and 
better working conditions. 
How did this seemingly paradoxi­
cal situation arise and what does it 
mean? 
First, workers now identify higher 
wages and benefits with higher 
prices, as a result of the wage-price 
spiral which they experienced in the 
late 1960's and throughout the 
1970's. Second, workers just don't 
want the problems connected with 
employer-resisted representation 
elections, picketing, strikes, lock­
outs, grievances, arbitrations hear­
ings, and other contentious labor­
management activities. Workers 
clearly want to avoid the stress that 
adversarial labor-management rela­
tions bring to their workplaces. 
Third, they realize that higher wages 
and prices often lead to the loss of 
jobs to other countries. This knowl­
edge plus the uneasiness generated 
by continuing high unemployment 
4 
reinforces their attitude of shunning 
unions. 
The meaning of this ambivalent 
attitude toward unions is clear. 
Workers seem to be ready to team 
up with bosses to do what needs to 
be done to increase job security and 
improve wages and working condi­
tions. All they need is a little en­
couragement. 
Employers can either revert to the 
indifference and negativity toward 
workers that existed in pre-World 
War II days or they can view this sit­
uation as a golden opportunity to 
develop a synergistic relationship 
with their employees. If workers 
now look to employers more 
strongly than ever to improve their 
economic conditions, why not estab­
lish communication and education 
programs that build solid employee 
trust, cement labor-management co­
operation, and tap the creative ener­
gies of workers and managers for 
the achievement of organization­
wide objectives? The time appears to 
be ripe for employers to take all 
workers into the fold and fix in them 
a pride of employment, loyalty to 
the firm, respect for top quality, cost 
control, high productivity, and a 
competitive spirit vis-a-vis both for­
eign and domestic producers in their 
industry. 
What kind of communication and 
education programs are needed? 
The programs should explain the 
new market system that is entrench­
ing itself in the world. Workers need 
to be told about benefits and risks 
and how they can mm1m1ze these 
risks as they relate to their jobs. The 
programs should also explain the 
relationship between wages, prices, 
and profits. For example, workers 
must understand that if wages go up 
without a corresponding increase in 
productivity, prices must rise or 
profits and the ability to grow must 
decline. Workers need to be told 
what foreign competition is all about 
and how it affects their company, 
their jobs, and the prices they pay 
for products. The general economic 
concept of comparative advantage 
should be covered. Finally, pro­
grams should explain terms like 
market share, return on investment, 
strength of the dollar [and the na­
tional currency], foreign trade defi­
cit, prime rate, and national debt. 
In reality all it will take to capture 
this golden opportunity is a positive 
attitude toward human resources, a 
minimum expenditure of time and 
money, and a continuing belief that 
an organization that pulls together is 
more effective than one that doesn't. 
As more and more employers reach 
out to grasp this opportunity, the 
economy as a whole will clearly 
grow in strength. 
• Leonard C. Scott, a principal of The Evans Group in Dallas, Texas, is a consultant m worker education and human resources management to a number of top U.S. firms. 


Manager\u27s Memo: A New Look at Unionism, 1985

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Manager\u27s Memo: A New Look at Unionism, 1985

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