Labor Management Cooperation. Course Description. Course Objective

Size: px
Start display at page:

Download "Labor Management Cooperation. Course Description. Course Objective"

Transcription

1 Arthur T. Matthews J.D Adjunct Assistant Professor Labor Management Cooperation Adjunct Assistant Professor Arthur T. Matthews J.D Labor and Human Resources Consultant, Negotiator, Mediator, Arbitrator P Saturday 9:00-5:00pm January 15th and January 16th, 2010 Waverly Room 366 Course Description Ever-growing financial constraints have made the need for high-performing, competitively priced workforces an increasing priority for the public, private, and nonprofit sectors. Cooperative relations between labor and management teams are a key element of workplace productivity. This course emphasizes the need to promote cooperative relations between labor and management as a problem-solving approach to organizational effectiveness. Both labor and management perspectives on the trend are included. The emphasis is on discussing practical applications to develop cooperative relationships in public service organizations. This course is appropriate for professionals at all levels who seek to improve the relationships among staff and the organization's productivity. Course Objective This course will provide an intensive analysis of the relationship between labor and management particularly as it pertains to topical illustrations of strategic and collaborative partnerships that have set a benchmark in the industry. Critical to any understanding of the unique dynamics in this field is a strong foundational basis of the often confrontational history of unions and management. In this regard the student will be exposed to traditional advocate organizations such as the American Federation of Labor-Congress of Industrial Organizations (AFL-CIO) and the National Association of Manufacturers ( NAM). Other organizations in the field will be analyzed such as the Labor and Employment Research Association and the American Arbitration Association. The student will be empowered to understand the profound impact that federal, state and local laws have had in the field of labor relations. These laws include, but are not limited to the Wagner Act of 1935, the Taft-Hartley Act of 1947 which created the Federal Mediation and Conciliation Service, and the New York State Taylor Law of In addition the expanded use of alternative strategies for resolving labor-management conflicts will provide a critical perspectives and insight for the

2 course. Concepts such as Interest Based Bargaining, Mediation and Arbitration and the impact on labor and management will be articulated, emphasized and dissected. Moreover Perspectives from the Field will feature Dr. David Lipsky, Professor and Dean Emeritus, Cornell University School of Industrial and Labor Relations. He will discuss his body of work and his extensive perspective of labor-management cooperation past, present and future. Labor-Management Cooperation Pre-Assignment 1. Review power point which articulates the thrust of the work that the Federal Mediation and Conciliation Service (FMCS) engaged in during What do you think is the most salient aspect of the work that FMCS does as it relates to labor-management cooperation? 2. Working Together: A Case History in Labor-Management Cooperation. You will view a short film (22:38) which was produced in In depicts the 1937 relationship with a newly formed union at a Hoboken, New Jersey plant and their negotiations with management to secure a first contract. The name of the company is the American Lead Pencil Company. ( - What aspect of the labor management relationship where you familiar with and why do you think this film is important in the construct of our current study of labor management cooperation? 3. Read the 7 Strategies of Master Negotiators by Dr. Brad McRae - Which of the 7 strategies advanced by Dr. McRae particularly resonated with you and why? 4. Go to the web site: (Program on Negotiation at Harvard Law School) Click free reports and download the article titled 5 Common Negotiating Mistakes and How You Can Avoid Them - How does this article create a value proposition for best practices in negotiations?

3 Learning Objectives and Course Methodology 1. Augment the understanding of each student to the dynamics, nuances and challenges of the relationship between labor and management and how labormanagement cooperation can be a competitive advantage. 2. Empower each student with the foundational knowledge, ability and skills needed to properly manage labor relations from a union or management perspective. 3. Develop strategies for decompressing, defusing, disarming and deflecting conflict between individuals and groups in a labor-management setting. Grading Deliverable Percent of Grade Participation Article Synopsis* (Due the 2 nd day of class) Pre-assignment Exam Team exercise/simulation Total 100% *Select a topical article or newsworthy event and provide a two paragraph written summary of why it is relevant to our study of Labor-Management Cooperation. In the summary students must be prepared to answer fundamental questions such as: Who are the stakeholders? What is the relationship between union and organization? (adversarial, cooperative et al) What strategic and tactical plan would you implement to increase the coexistence between the parties? What is the business case for collaboration vs. competitiveness? Expectations and Rules of Engagement 1. All beepers and cellular phones should be either off or on "vibrate" only 2. As a matter of respect and courtesy for others please refrain from conducting side bar conversations while the Professor is talking and/or while other students are participating in a class discussion. 3. Students are expected to conduct themselves above even the suspicion of impropriety on any exam or assignment. This includes but is not limited to copying work, plagiarism and unauthorized collaboration. 4. Respect all opinions, participate, ask questions, and challenge each other constructively. Embrace the concept of respectful contrary. 5. Share educational and professional experiences.

4 Additional Suggested Resources Cornell University School of Industrial and Labor Relations (ILR) Bureau of National Affairs (BNA) Society for Human Resources Management (SHRM) Labor Research Association (LRA) Federal Mediation and Conciliation Service (FMCS) Labor-Management Reporting and Disclosure Act of 1959 (LMRDA) National Association of Manufacturers (NAM) Exam The exam is predicated on a comprehensive and detailed understanding of the concepts covered in the lecture and group discussions. The exam may include multiple choice and case studies or scenarios requiring application of strategy, knowledge, and problem-solving techniques. In the event that there is an exceptionally compelling, documented reason for missing the exam, a make-up may be given, but only at the instructor s discretion. However, any make-up need not be of the same type, length or format as the original exam. Course Policies You must have access to the class Blackboard site at All announcements and class related documents will be posted here. If you have not activated your NYU net account or have forgotten your password, you can activate or change your password at Your account must be activated to access Blackboard. Some class announcements will also be distributed via e mail. Thus, it is important that you actively use your NYU e mail account, or have appropriate forwarding set up on NYUHome Attendance and Participation Policy The quality of your class experience (and your grade) depends upon you being in class and actively contributing. Because this is a class with only two sessions any absence/tardiness will result in your grade being penalized. Late Assignment Policy Extensions will be granted only in case of emergency. Late submissions without extensions will be penalized ½ letter grade per day (B+ to B, e.g.). Students with Disabilities Any students requiring accommodations should contact me to make proper arrangements. Please be prepared to share your documentation from the NYU disabilities office regarding appropriate accommodations. Statement of Academic Integrity As members of the NYU Wagner community, we are all expected to adhere to high standards of intellectual and academic integrity. An example of how NYU describes academic integrity is available at This is a good resource for issues of academic honesty. All exams and writing assignments must be the sole work of the individual student.

5 Friday January 15th, 2010 TOPIC OBJECTIVES METHOD TIME Labor Management Broaden understanding of Cooperation: What is the historical nexis Lecture 9:00-10:00 it? between management and labor So Who are the Players/Stakeholders? Can Union Leaders and Supervisors be Leaders? The primary symptoms of Conflict Provide exposure to organizations such as the AFL-CIO and the National Association of Manufacturers Present leadership styles Short Inventory and Debriefing Identify the root causes of conflict in the labor management portfolio Lecture 10:00-10:30 Lecture, Power Point and Interactive Exercise 10:30-10:45 10:45-11:00 Labor Management Due Diligence: What You Need to Know! Mutual Gains Bargaining (MGB) BREAK 11:00-11:15 Increase mastery and Lecture 11:15-11:45 skills about laws and workplace policies Illustrate the Business Lecture and 11:45-12:30 Case for Labor Interactive Exercise Management Cooperation LUNCH 12:30-1:30 Negotiating Competing Interests Emotional Intelligence in Labor Management Relations A Inside Perspective of Labor-Management Cooperation Foster innovative awareness around strategies for agreement Group Interactive Negotiation Exercise Present topical strategies Lecture and Fishbowl demonstration 1:30-2:00 2:00-2:30 BREAK 2:30-2:45 Dr. David Lipsky Professor and Dean Emeritus, Cornell University School of Industrial and Labor Relations Group Discussion and Q & A 2:45-4:30 SWOT Analysis Engage in diagnostic Group Barometer 4:30-4:45

6 Saturday January 16 th, 2010 TOPIC OBJECTIVES METHOD TIME Examination Leverage the transfer of knowledge Individual 9:00-10:30 The Mediation and Arbitration Impact on Labor Relations 7 Top Strategies for Benchmarked Negotiators Organizational Spotlight: How the Federal Mediation and Conciliation Service Impacts Labor Management Cooperation Create a perspective on ADR in the labor management context Lecture 10:30-10:45 Present best practices Discussion 10:45-11:00 Dissect the inner workings of FMCS Lecture and Power Point 11:00-11:15 Enhanced Communication Cultural Competence and Microinequities and the connection to Labor Management Cooperation BREAK 11:15-11:30 Increase Communication Coin Exercise 11:30-11:45 and Negotiation Mastery and Skills Foster awareness about Lecture, Power Point 11:45-1:00 cutting edge strategies and and fishbowl tactics demonstration LUNCH 1:00-2:00 The Inner Workings of the Labor Management Conundrum Labor Management in the Public Sector Expose students to little known labor-management facts Concept Application Simulation of labor management committee process Large group interactive exercise 2:00-2:30 Historical Perspective Video 2:30-3:00 from the 1980 s BREAK 3:00-3:15 Team Exercise/Small Group Interactive (Fishbowl) 3:15-4:45 Leadership Plan Closure Individual 4:45-5:00