MG 420 Labor Relations
F1AA 2007 LC
Allen, Robert E.
Professor of Management and Human Resources
B.S. in Business Administration, SUNY at BuffaloMBA, SUNY at BuffaloPh.D. in Management, SUNY at Buffalo
8002 Corinth Drive, Corpus Christi, TX 78413
August 20 to October 14, 2007
7:30 - 10:10 PM
MG 352, MK 351, HR 353
Budd, John W., Labor Relations: Striking a Balance, 2nd edition, Boston: McGraw-Hill/Irwin, 2008.
Textbooks can be purchased through the MBS bookstore
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The study of labor relations involves an examination of employee rights and
the conflict that inevitably arises as workers try to protect and advance their
rights in the workplace by joining unions. By the end of the course, students will understand U.S. labor policy, the
reasons workers join unions and the procedures used to obtain union
representation, the nature of the collective bargaining process and its impact on workers,
their unions and management, and the dispute resolution procedures commonly
available to labor and management. Throughout the course, attention will be given to
contemporary issues such as the future of unions, the evolution of more
cooperative approaches to labor-management relations in the United States,
the effects of globalization on contemporary labor/management relations and changes in public policy concerned with unions and the collective
My intention is to offer you a rigorous course through which you will
acquire the subject matter knowledge needed to understand the role unions play
in the U.S.
economy and the impact of unions on the management process. Because everyone
does not learn the same way, I will employ several different approaches. In
addition to reading the textbook, we will have class discussions, view videos,
classroom exercises, and perform on-line research. Some time will be
devoted to lectures designed to clarify or elaborate upon the material being
covered. Because I believe that learning is best promoted by
"doing," I have designed a course that utilizes case studies. The
work we do will be handled individually and in small groups.
In addition to expanding your knowledge base, MG 420 is designed to help you
acquire the attitudes and skill sets needed to effectively perform the
wide range of tasks performed by managers in contemporary organizations.
Although having a strong knowledge base is essential to managerial success, it
is not enough. You also have to have good problem solving skills, verbal and written
communications skills, a dedication to high quality work, and the ability to
think critically. Therefore, it is part of my responsibility to provide you
opportunities to develop these critical skills. I have designed a class that
will demand your time and attention. It will push you to work hard and to
develop new understanding as well as new skills.
We have a shared interest. Both you and I want you to leave this class
better prepared for life, in general, and career success, in particular. I will
be thorough in my review of your work and objective in its evaluation. I will
be available to you in class, by telephone, or by e-mail. I will come to class
prepared so that I won't waste any of your time. I am committed to work
hard to ensure that the objectives of the class are met.
As you well know, it takes more than a good professor to have a good class.
The commitment of students to the course's success is also necessary. Just like
you have expectations of me, I have expectations of you. I expect you to attend
class, arrive on time, and to stay for the full amount of time for which it has
been scheduled. I expect you to complete reading assignments prior to the class
for which they have been assigned. I expect you to be rigorous in your work and
thorough when completing class assignments. I expect you to be
respectful when dealing with both your classmates and me. I expect
you to participate fully in classroom activities. Most of all, I expect you to
THINK. Think about the meaning of the readings. Think about assignments and the
learning that they have been designed to encourage. Think about what you need
to do in order to take full advantage of your college experience. Think about
what it means to be a successful manager. You can't take this class on autopilot.
To be successful, you need to be fully engaged in the learning process. It is
your responsibility to help make this class one of the best in your college
At all times, you must remember that this is an eight-week course. This
doesn't mean that we will only cover one-half of the material found in a
traditional sixteen-week course. It means that we have to do everything twice
as fast. Double time, all of the time.
If you live up to your responsibilities and I live up to mine, we should
have a great semester.
Learning Outcomes: Core Learning Outcomes
Students are responsible for all material presented in MG
420 including reading assignments, lectures with related power point slide
shows, video presentations, and handouts. Your grades in this class
will be determined by your performance on the following assignments:
exam 100 points (16.7% of final grade)
exam 100 points (16.7% of final grade)
exam 200 points (33.3% of final grade)
case 75 points (12.5% of final grade)
75 points (12.5% of final grade)
Class participation 50 points (8.3% of final grade)
points 600 points
Letter grades will be determined based on the total number
of points accumulated on the five assignments listed above. Grades will
be assigned as follows:
A: 540 - 600
B: 480 - 539
C: 420 - 479
D: 360 - 419
F: Fewer than 360 points
All final exams will be comprehensive and will be closed book and closed
notes. If calculators are allowed, they will not be multifunctional
electronic devices that include features such as: phones, cameras, instant
messaging, pagers, and so forth. Electronic Computers will not be allowed
on final exams unless an exception is made by the Associate Dean.
The final exam for all School of Business and Management courses must be passed with a grade of 60% or higher in order to pass the course regardless of the overall average. The grade for students who pass the proctored final will be based on the overall average of homework and tests taken during the course. The final exam must address only material which the student has been taught in class.
All final exams in all School of Business and Management courses will be comprehensive and will be closed book and closed notes. They will constitute 30% of the total course grade and will not be a take-home exam. They will be completed during the test week in the period designated by the registrar or by the Proctor in the case online courses. If calculators are allowed, they will not be multifunctional electronic devices that include features such as: phones, cameras, instant messaging, pagers, and so forth. Electronic Computers will not be allowed on final exams unless an exception is made by the Associate Dean.
Make up examinations are given at the discretion of the
instructor and are possible if prior arrangements are made and if proper
written justification is provided for the absence. Late papers will be
accepted but with a penalty of 20% of the points available on the assignment for each day late.
Classroom Rules of Conduct:
Class will start and end as scheduled. You are expected to arrive on
time, stay the entire scheduled length of the class, and participate fully in
classroom activities. Cell phones are to be turned off during class
time. A premium will be placed on respect for everyone in the class.
The following schedule will be followed this term:
Topic to be covered
An introduction to labor relations
Budd, Ch. 1
The introduction continued
Budd, Ch. 2,3
Budd, Ch. 4
Budd, Ch. 5
Labor and management goals
Budd, Ch. 6, 7
Allen & Keaveny Ch. 6, 7 (available on the course website)
Union organizing continued
Union organizing case due
The collective bargaining process
Budd, Ch. 8
More on collective bargaining
Budd, Ch. 9
Contract content and administration
Budd, Ch. 10
Grievance procedures and arbitration
Allen & Keaveny Ch. 14, 15 (available on the course website)
More on arbitration
Arbitration exercise due
The future of labor/management relations
Budd, Ch. 11, 14
Academic Honesty:Academic integrity is the foundation of the academic community. Because each student has the primary responsibility for being academically honest, students are advised to read and understand all sections of this policy relating to standards of conduct and academic life. Park University 2007-2008 Undergraduate Catalog Page 85-86
Plagiarism:Plagiarism involves the use of quotations without quotation marks, the use of quotations without indication of the source, the use of another's idea without acknowledging the source, the submission of a paper, laboratory report, project, or class assignment (any portion of such) prepared by another person, or incorrect paraphrasing. Park University 2007-2008 Undergraduate Catalog Page 85
Attendance Policy:Instructors are required to maintain attendance records and to report absences via the online attendance reporting system.
Park University 2007-2008 Undergraduate Catalog Page 87-88
Disability Guidelines:Park University is committed to meeting the needs of all students that meet the criteria for special assistance. These guidelines are designed to supply directions to students concerning the information necessary to accomplish this goal. It is Park University's policy to comply fully with federal and state law, including Section 504 of the Rehabilitation Act of 1973 and the Americans with Disabilities Act of 1990, regarding students with disabilities. In the case of any inconsistency between these guidelines and federal and/or state law, the provisions of the law will apply. Additional information concerning Park University's policies and procedures related to disability can be found on the Park University web page: http://www.park.edu/disability .
Last Updated:7/18/2007 9:41:03 AM