Reference no: EM13735043
Part 1:
1. You are the new leader of the local union at your company. There are many new employees who have joined the union in the past year, and they have questions about the way union membership works. These new employees are not sure about how to be in the union and still interact with the boss. It seems to some of them that in their non-union jobs, they would just say and do what it took to get their questions answered, and they did not see much difference between themselves and the boss. Others want to run to the union steward every time the boss says something they don t like. The questions involve management rights and employee rights. Your job is to develop a summary sheet which lists the content for a union meeting. Your summary should include the basics of how unions operate and specifics on management rights and employee rights in the union environment.
2. There are a number of social, economic, and business factors that are either helping or slowing down the development of the union movement. Describe the changes in the political climate that have helped or hindered growth of unions. Identify key legislation that has changed the way in which unions or companies operate in a union setting.
3. Labor Management relations have been affected by political and legal forces since the mid 1900s. Describe laws that are relevant to negotiations. Which laws favor employers, and which favor unions? Close out with a discussion of the importance of these laws within the scope of the negotiating teams.
4. Describe the differences of operations between the local unions and national unions. How are each involved in helping union employees? Describe the interactions between employees and representatives at both levels.
5. The AFL-CIO and its leaders from the past help define the labor movement in the U.S. and help define where the union movement is today. How have the AFL-CIO (federation) national and local unions been involved politically? What impact has this had on unions and legislation passed?
6. When you examine a negotiated agreement, you will find a variety of issues that can be put into the category of wages or economic concerns. However, the contract is not limited to these issues. There are a variety of issues that go beyond economic concerns, such as the union obligations. It is not just that management is required to perform a certain way according to the requirements of the contract. It is often felt by management that they are giving up everything in order to live by the contract. From a management point of view, the union has taken control without obligation through the function of the contract. (a) Evaluate the obligations that the union might have under the contract in terms of what they mean to the functioning of the union and management. (b) Lay out a plan to help management implement its options if the union does not meet its obligations.
7. Two industries (Industry X and Industry Y) are run by labor unions. Even though the unions overseeing these industries are considered honest and conscientious, we have seen a large disparity in pay between the industries. In fact, the wages in Industry X are now three times the rate as those of Industry Y. What factors account for the differences in these two industries?
8. The centerpiece of almost every negotiation is the issue of wages. The topic has become complex and is typically the catalyst for a strike. Of course, the topic of wages is multidimensional. It's not just the salary that union member are making that impacts the profitability of the organization or the cost of products and services on the market. There are other costs that go into making up the total reward paid to any employee, including the union worker. It is this bigger picture of labor costs that concerns management during negotiations. While the union is focusing on what they can get in terms of total income to the union member, management is looking at the impact of these cost on the total business picture. (a) Compare the methods available for the adjustment of wages during the effective period of the labor agreement. Make this comparison in light of the organization in which you currently work or recently worked. (b) From a management perspective, defend what you would judge to be the most desirable arrangement for your organization. Be sure to include other factors around the wage issue that might impact your decision.
9. If the collective bargaining process is to be successful, it is important that both sides come prepared to bargain. This means that both management and labor must make plans and develop a strategy before they even look across the table at the other party. It is often this preparation that determines to what extent one side gets its way more than the other side. It is impossible to walk into negotiations without knowing the costs that are potentially involved in the new contract arrangement. Clearly the union is well-prepared with their wish list and with as many facts and figures as they can find to bolster their position. Management does much the same thing to trade off items on the table. (a) Select what you consider to be the key pre-negotiation preparation steps that can be taken by the union. (b) Select what you consider to be the key pre-negotiation preparation steps that can be taken by management. (c) Compare and contrast the historical elements that help us understand the current structure of the union.
Part 2:
1. You are the new leader of the local union at your company. There are many new employees who have joined the union in the past year, and they have questions about the way union membership works. These new employees are not sure about how to be in the union and still interact with the boss. It seems to some of them that in their non-union jobs, they would just say and do what it took to get their questions answered, and they did not see much difference between themselves and the boss. Others want to run to the union steward every time the boss says something they don t like. The questions involve management rights and employee rights. Your job is to develop a summary sheet which lists the content for a union meeting. Your summary should include the basics of how unions operate and specifics on management rights and employee rights in the union environment.
2. The development of unions in the U.S. has a dynamic and complex history. Despite the growth and power that unions enjoyed in the past, today they are on the decline. Unions are working in various ways to improve their status and membership levels in the U.S. There are a number of social, economic, and business factors that are either helping or slowing down the development of the union movement. (a) Compile the various statistical, historical, economic, and social factors that have led to the decline of unions. (b) Devise a plan to help unions reverse these trends and potentially turn back to a growth pattern.
3. Contract negotiations will typically reflect the current status of the economy, political/legal concerns, social factors impacting society in general, and other concerns held by management and labor. The issues can become complex, with each side presenting their view of what has changed in the economy, as well as their own needs for changes to wages and benefits, etc. The proof that is brought to the bargaining table supports either management's perspective or that of the union. Play the role of a consultant to management. (a) Summarize for the management team the economic, political/legal, social, and other factors that you believe the union will integrate into their negotiations package. (b) Devise a counter proposal that management can bring to the table.
4. When management and labor interact during negotiations, during a grievance, or just on a daily work basis, their relationship is largely defined by a variety of federal and state laws. These laws can be seen as helping, or they can be considered a hindrance to labor or management as they try to reach their goals. Both sides have their point of view. In the past, the laws were created to help the unions organize and members to join a union. Later, the laws helped management deal with the union. The labor laws of this country have helped to bring some balance to the labor and management relationship. Consider the major labor legislation passed over the years. (a) Explain how key components of the labor laws impact the union/management relationship today. (b) In your explanation, describe how both management and labor benefit from these key provisions.
5. Describe the differences between the AFL-CIO and "Change to Win" federations. How are these organizations competing for the same employees?
6. The typical labor agreement includes disciplinary procedures that are advantageous to both managers and the union and union workers. Describe the disciplinary procedures and outline the sections that may be advantageous to employees versus those that are advantageous to management. Contrast your findings with a non-union environment. Describe the effectiveness of each approach.
7. Two industries (Industry X and Industry Y) are run by labor unions. Even though the unions overseeing these industries are considered honest and conscientious, we have seen a large disparity in pay between the industries. In fact, the wages in Industry X are now three times the rate as those of Industry Y. What factors account for the differences in these two industries?
8. Wage issues are often the catalyst for a strike. While the union is focusing on what they can get in terms of total income to the union member, management is looking at the impact of these costs on the total business picture. From a management perspective, defend what you would judge to be the most desirable arrangement for your organization. Consider the ability-to-pay approach and the comparative approach. Be sure to include other factors around the wage issue that might impact your decision.
9. Your boss is new to the union environment and your organization is three weeks into a grievance for discharging an employee without just cause. Your role is to prepare your boss for the grievance process. Outline a typical grievance/arbitration procedure and evaluate the impact of that procedure on your organization.
Part 3:
1. How do public-sector employees' rights and interests differ from those of private-sector employees?
2. People have tended to join unions for reasons that would appear to be, from their own viewpoints, extremely logical. Discuss the validity of this statement.
3. What impact did the Great Depression have on the U.S. labor movement?
4. The AFL-CIO and its leaders from the past help define the labor movement in the United States and help define where the union movement is today. How have the AFL-CIO (federation) national and local unions been involved politically? What impact has this had on unions and legislation passed?
5. Wage issues are often the catalyst for a strike. Although the union is focusing on what it can get in terms of total income to the union member, management is looking at the impact of these costs on the total business picture. From a management perspective, defend what you would judge to be the most desirable arrangement for your organization. Consider the ability-to-pay approach and the comparative approach. Be sure to include other factors around the wage issue that might impact your decision.
6. The increasing sophistication and enlightenment of modern top business executives in dealing with their subordinates has led to a state of affairs wherein managements today are more democratic than unions. Do you agree? Why or why not?
7. If there had been no labor unions in this country in the past 30 years or so, the growth of employee benefits would perhaps have been only a small fraction of what it has actually been. Discuss.
8. Ultimately, the role of an arbitrator in a grievance case is to decide the case. Describe how factors such as past practice, fairness, and ethics affect an arbitrator's decision in the case. Further, explain how arbitrators could be seen as scapegoats for the case.
9. What are the pros and cons of state right-to-work laws?