Abstract
Surveys demonstrate that U.S. managers, like other workers, want greater voice at work. Many have joined organizations that represent employee interests: caucuses based on social identity, pressure groups, and professional associations. In varying degrees, these organizations use old union tactics such as mutual aid, skill-certification, and political activity. All these organizations have serious limitations. For the benefit of both managers and unions themselves, unions should increase their outreach to these organizations and employees. Public-sector unions often include some managers so they provide one model. However, methods of representation beyond collective bargaining are important here. Adequate representation of managers requires return to Sidney and Beatrice Webb's conception of unions as any continuous association of employees seeking to improve their working lives.
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