Suchergebnisse

Organizing has been at the heart of union strategy discussions for twenty years; it became labor's top priority with the election of John Sweeney as president of the American Federation of Labor‐Congress of Industrial Organizations (AFL‐CIO) in 1995. However, recent data on membership confirm that union fortunes continue to decline. In response to the deepening crisis, five major unions formed the New Unity Partnership (NUP) in 2003. These unions argue that there is a fundamental weakness in the movement's structure that must be addressed. They call for consolidation through mergers, and for open debate on the role for the AFL‐CIO. There is open resistance to the restructuring proposals, and there are practical barriers to implementation. The NUP unions themselves have not been able to achieve increased density on a national scale. In spite of skepticism and resistance, the dramatic nature of the NUP framework at least broaches the notion that organizational transformation is required.

By The Reverend Doctor Hurd, Now Lord Bishop Of Worcester ; Volltext // Exemplar mit der Signatur: München, Bayerische Staatsbibliothek -- P.o.angl. 171 z-1

By The Reverend Doctor Hurd, Now Lord Bishop Of Worcester ; Volltext // Exemplar mit der Signatur: München, Bayerische Staatsbibliothek -- P.o.angl. 171 z-2

By The Reverend Doctor Hurd, Now Lord Bishop Of Worcester ; Volltext // Exemplar mit der Signatur: München, Bayerische Staatsbibliothek -- P.o.angl. 171 z-3

Aus dem Englischen übersetzt von Ludwig Heinrich Hölty ; Volltext // Exemplar mit der Signatur: München, Bayerische Staatsbibliothek -- P.o.angl. 172-1/2

Aus dem Englischen übersetzt von Ludwig Heinrich Hölty ; Volltext // Exemplar mit der Signatur: München, Bayerische Staatsbibliothek -- P.o.angl. 172-1/2

Public‐sector unions face the combined threat of massive budget deficits, privatization, and the expanded power of the Republican right. Enthusiasm for labor‐management partnerships, evident in the 1990s, has diminished. Priorities have been reordered, and attention has shifted to organizing and the fight against privatization.

This article traces the declining membership and influence of US trade unions over the last two decades, faced with an onslaught of economic changes and political and employer hostility. Unions became widely perceived as anachronistic dinosaurs. It then considers the various steps taken under two AFL-CIO presidents to deal with the crisis. It argues that the move away from a 'service model' to an 'organizing model', while not a panacea, has been a promising development and looks at the implications for relationships between the AFL-CIO leadership and local unions and for the unions' strategy in the political sphere.