Surveys demonstrate that U.S. managers, like other workers, want greater voice at work. Many have joined organizations that repre sent 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-certi fication, and political activity. All these organizations have seri ous limitations. For the benefit of both managers and unions them selves, unions should increase their outreach to these organiza tions and employees. Public-sector unions often include some managers so they provide one model. However, methods of repre sentation beyond collective bargaining are important here. Ad equate representation of managers requires return to Sidney and Beatrice Webb's conception of unions as any continuous associa tion of employees seeking to improve their working lives.
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