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The main objectives of management are to enhance sales, increase productivity, decrease costs and consequently increase the productivity of the firm. On the other hand, the roles of unions’ leaders are to save jobs of unions, increase its membership and improve revenue of the union (Fossum, 2014). Therefore, management and unions have conflicts in these objectives. For instance, the management may decide to sack unproductive employee or needs to reduce costs by terminating unions’ employees. In addition, these dealings lead to adversarial relationship between the management and union leaders (Fossum, 2014).
Marxist dissatisfaction and perspective in workplace are aspects that increase the chances of forum unions’ engagement. In this regard, it is considered as one of an adversarial relationship. Moreover, unions in the United States have established a Business Unionism perspective. In this respect, the Business Unionism mitigates labour related issues against an adversarial relationship (Fossum, 2014).
However, in the US, some adversarialism seems to be inevitable because there are various interests from firms and workers as well as in Vegelahn v Guntner states (Fossum, 2014). Nonetheless, in real sense, the level of adversarialism is associated to certain historical issues and not to any idea. For instance, there are certain conditions that show that union leadership will be involved in an adversarial relationship. Teamsters & Greyhound, it demonstrated the level of industry decline (Fossum, 2014).
In order to manage the challenges faced by firms and unions leaders, it is essential for both parties to approach each other as business partners and not as an adversary. Consequently, every party will benefit from this relationship. For instance, union leaders and management should share ideas and communicate openly. Moreover, these philosophies will establish strong working relationships between the union leaders and management (Fossum, 2014).
Fossum, J. (2014). Labor relations. New York: McGraw-Hill Education.