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MG 420 Labor Relations
Allen, Robert E.


Mission Statement: The mission of Park University, an entrepreneurial institution of learning, is to provide access to academic excellence, which will prepare learners to think critically, communicate effectively and engage in lifelong learning while serving a global community.

Vision Statement: Park University will be a renowned international leader in providing innovative educational opportunities for learners within the global society.

Course

MG 420 Labor Relations

Semester

F1AA 2007 LC

Faculty

Allen, Robert E.

Title

Professor of Management and Human Resources

Degrees/Certificates

B.S. in Business Administration, SUNY at Buffalo
MBA, SUNY at Buffalo
Ph.D. in Management, SUNY at Buffalo

Office Location

8002 Corinth Drive, Corpus Christi, TX 78413

Office Hours

Whenever needed

Daytime Phone

361-814-0539

E-Mail

rallen@park.edu

Semester Dates

August 20 to October 14, 2007

Class Days

--T-R--

Class Time

7:30 - 10:10 PM

Prerequisites

MG 352, MK 351, HR 353

Credit Hours

3


Textbook:
Budd, John W.,  Labor Relations:  Striking a Balance, 2nd edition, Boston:  McGraw-Hill/Irwin, 2008.

Textbooks can be purchased through the MBS bookstore

Additional Resources:

McAfee Memorial Library - Online information, links, electronic databases and the Online catalog. Contact the library for further assistance via email or at 800-270-4347.
Career Counseling - The Career Development Center (CDC) provides services for all stages of career development.  The mission of the CDC is to provide the career planning tools to ensure a lifetime of career success.
Park Helpdesk - If you have forgotten your OPEN ID or Password, or need assistance with your PirateMail account, please email helpdesk@park.edu or call 800-927-3024
Resources for Current Students - A great place to look for all kinds of information http://www.park.edu/Current/.


Course Description:
Consideration of the development, legal environment, and current problems of the industrial relations system. Emphasis is placed upon the historical evolution of both the union movement and the legislative system that shapes its activities. 3:0:3 Prerequisite: MG352, MK351 and HR 353

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 bargaining process.






 


Educational Philosophy:


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 experience.

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

  1. Explain various perspectives of collective bargaining theories.
  2. Discuss the historical and future trends toward labor and management conflict resolution.
  3. Evaluate how labor relations theories can be applied to workplace practices including the students own work environment.


Core Assessment:
 

 

Class Assessment:



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:

First exam                              100 points  (16.7% of final grade)

Second exam                          100 points  (16.7% of final grade)

Final exam                              200 points  (33.3% of final grade)

Union organizing case               75 points  (12.5% of final grade)

Arbitration exercise                   75 points  (12.5% of final grade)

Class participation                     50 points   (8.3% of final grade)

Total points                              600 points

 



Grading:


Class Assessment:

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.

Late Submission of Course Materials:


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.

Course Topic/Dates/Assignments:
The following schedule will be followed this term:

Date

Topic to be covered

Assignment

August 21

An introduction to labor relations

Budd, Ch. 1

August 23

The introduction continued

Budd, Ch. 2,3

August 28

Labor history

Budd, Ch. 4

August 30

Labor law

Budd, Ch. 5

September 4

First examination

 

September 6

Labor and management goals

Budd, Ch. 6, 7

September 11

Union organizing

Allen & Keaveny Ch. 6, 7 (available on the course website)

September 13

Union organizing continued

Union organizing case due

September 18

The collective bargaining process

Budd, Ch. 8

September 20

More on collective bargaining

Budd, Ch. 9

September 25

Second Examination

 

September 27

Contract content and administration

Budd, Ch. 10

October 2

Grievance procedures and arbitration

Allen & Keaveny Ch. 14, 15 (available on the course website)

October 4

More on arbitration

Arbitration exercise due

October 9

The future of labor/management relations

Budd, Ch. 11, 14

October 11

Final examination

 


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.

  1. The instructor may excuse absences for valid reasons, but missed work must be made up within the semester/term of enrollment.
  2. Work missed through unexcused absences must also be made up within the semester/term of enrollment.
  3. Work missed through unexcused absences must also be made up within the semester/term of enrollment, but unexcused absences may carry further penalties.
  4. In the event of two consecutive weeks of unexcused absences in a semester/term of enrollment, the student will be administratively withdrawn, resulting in a grade of "F".
  5. A "Contract for Incomplete" will not be issued to a student who has unexcused or excessive absences recorded for a course.
  6. Students receiving Military Tuition Assistance or Veterans Administration educational benefits must not exceed three unexcused absences in the semester/term of enrollment. Excessive absences will be reported to the appropriate agency and may result in a monetary penalty to the student.
  7. Report of a "F" grade (attendance or academic) resulting from excessive absence for those students who are receiving financial assistance from agencies not mentioned in item 5 above will be reported to the appropriate agency.

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 .

Copyright:

This material is protected by copyright and can not be reused without author permission.

Last Updated:7/18/2007 9:41:03 AM