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.
In light of the increased awareness of unions in industry (e.g., Starbucks, Amazon) other organizations in the field will be analyzed and discussed such as National Labor Relations Board (NLRB), the Labor and Employment Research Association (LERA), the American Arbitration Association (AAA), and the Federal Mediation and Conciliation Service (FMCS). The role of the latter three organizations will be discussed specifically in the context of how they work with both labor and management to achieve best in class results for this rapidly evolving industry. In addition, students will be empowered to understand the profound impact that federal, state and local laws and the court system have had in the field of labor-management relations (e.g., Weingarten vs. NLRB). These laws include, but are not limited to the Wagner Act of 1935 which created collective bargaining in the private sector, the Taft-Hartley Act of 1947 which created right to work states and FMCS. Appropriately agencies such as the National Labor Relations Board and a few Public Employees Relations Boards (New York State Public Employees Relations Board) will also be carefully examined, showcased, and dissected. Furthermore, the expanded use of alternative strategies for resolving labor-management conflicts will provide critical perspectives and insights for the course. Concepts such as negotiations, interest-based bargaining, mutual gains, mediation and arbitration, and the impact on labor and management will be articulated, emphasized and examined. An individual inventory will be administered to determine how engaging each leader could be in the context of labor-management relations in the public sector, nonprofit sector, or private industry. Lastly, a special feature of the course will be the convening of union and management leaders who will talk about the State of Affairs between unions and management.