The firm should have industrial relations and personnel specialists who advise managers and provide specialist services in respect of staffing and matters relating to union consultation and negotiation. Trade union organisation in large industrial sectors was dominant. Managers in many instances had their backs to the wall in trying to run the businesses. In the UK the problems of world competitiveness were beginning to be understood but problems of inflation and industrial restructuring awithin a world recession where yet to be fully experienced by the entire population. Even governments were not powerful enough to influence the direction of union power.
Pluralism reflects a stakeholder model of power sharing and distribution of influence.
We must however note the power possessed by any particular coalition of interests. Management in recognising the union, has agreed to listen. When a challenge to managetial action is raised the status quo of the business operation will, more than likely, be maintained until consultations have been concluded. Alternative points of view can be explored. The compromise may be a lowest common denominator, too safe and incremental, insufficiently radical.