The article will discuss the mini-cases on "The White-Collar Union Organizer" and "The Frustrated Labor Historians" by Arthur A. Sloane and Fred Witney (2010) , to understand the problems that unions face in the market. There is no predetermined reported statistical number of union members in this country. However, “the United Bureau of Labor Statistics (BLS) excludes nearly 2 million U.S. wage and salary employees, more than half of whom are employed in the public sector, who are represented in the workplace by a union but are not union members . Not being required to join a union as a condition for continued employment, these employees chose not to do so for a variety of reasons. Nor do the BLS estimates include currently unemployed union members” (Sloane & Witney, 2010, p.5). Given this important information, examining these mini-cases will provide answers to the problems unions face in organizational contexts. The Case of the White Collar Union Organizer: The affiliates of the white collar union organizers in the case consist of: an employee and office worker Nancy Rogers, organizer for the International Union (Sloane & Witney, 2010). According to Sloane & Witney (2010), “white-collar workers have long felt superior to their blue-collar colleagues and tend to believe that joining a union diminishes their professional prestige” (p.13). It is synonymous with the employee's explanation to Rogers about corporate culture in that management's influence on non-union workers to reconsider joining unions led to paying them higher wages, imposing the idea that unions are just for manual workers and inappropriate for white collar workers. to join (Sloane & Witney, 2010). This case provided a reference to the paper movement, many restrictions imposed on both parties were necessary to encourage constructive bargaining within the system. To conclude this analysis on the basis of the long history of work, Sloane and Witney (2010) propose: “it is entirely possible that the remarkable staying power of work is due to the simple fact that for many workers, from the nineteenth century to the present, There is really no acceptable substitute for collective bargaining as a means of maintaining and improving working conditions” (p.80). Ultimately, it is important to anticipate that unions and employers currently work together to find solutions that will improve collective bargaining strategies and practices to serve the interests of both parties. AA, Witney, F. (2010). WORK RELATIONSHIPS (13th edition). Prentice Hall. Upper Saddle River, New Jersey