The process of role change, and the ongoing reinvention the management position causes issues of role conflict and professional identity in the United States. The current model of the LMRA does not adequately accommodate the emergent multiplicity of managerial role demands, which will unquestionably intensify in the future. .
LITERATURE.
The idea of including management in labor relations is not a new concept in the United States. The case titled "Should Department Managers, Security Receivers, and Bookkeepers be Included in the Bargaining Unit?" found in Cases in Collective Bargaining and Industrial Relations and authored by Sterling H. Schoen and Raymond L. Hilgert exemplifies the argument that the role of manager has become increasingly diluted. In this case, a representational campaign was organized to address the questions concerning who should be included in the bargaining agreement. The company in question's entire chain of stores was centrally operated and all personnel policies were developed and administered by the central office, however "there were five classifications of department managers at each store, that is, front-end manager, grocery manager, meat manager, delicatessen manager, and produce manager." This is a testament to the progressively growing and borderline unnecessary number of management positions that have emerged from the significant increase in professional workers in the United States. .
Further, all the department managers were required to report directly to an "overall store manager" designated by the central office to each store who "visited the stores in order to supervise merchandising, and in general to oversee the operations of the various departments. In this respect, the specialists worked in support of and in conjunction with the department managers and store managers." Essentially, the lower and middle level managers had an exceedingly insignificant level of control beyond the day-to-day operations.