Arthur T. Matthews J.D
Adjunct Assistant Professor
atm1@nyu.edu
Labor –Management Cooperation
Adjunct Assistant Professor Arthur T. Matthews J.D
Labor and Human Resources Consultant, Negotiator, Mediator, Arbitrator
Partner/COO
www.diversityofficers.com
atm1@nyu.edu
P11.4120.001
Saturday 9:00-5:00pm January 5th and January 12th, 2009
Course Description
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). Moreover, 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 TaftHartley Act of 1947 which created the Federal Mediation and Conciliation Service, and
the New York State Taylor Law of 1967. The expanded use of alternative strategies for
resolving labor-management conflicts will provide a critical perspectives and insight
for the course. Concepts such as Mutual Gains Bargaining, Negotiations, Mediation
and Arbitration and the impact on labor and management will be articulated,
emphasized and dissected. Moreover “Perspectives from the Field” will introduce and
expose the student to leading practitioners who will be on hand to share their unique
experiences and vision for the future of labor-management cooperation. The intended
deliverables for each student is to increase the wherewithal for properly navigating “the
rules of engagement” of this rapidly paced field which is growing exponentially. Lastly
we will analyze and discuss the hottest cutting edge issue in modern labor management
relations which is the debate around the possible enactment of the Employee Free
Choice Act.
Labor-Management Cooperation Pre-Assignment and Readings
1. Listen to a Harvard scholar discuss labor-management in education
http://www.uknow.gse.harvard.edu/leadership/leadership004a.html
- What resonated with you after listening to the podcast of the interview?
2. Look at the historical labor-management video of the American Lead
Pencil Company in Hoboken, New Jersey (On Blackboard)
-
What aspect of the labor management relationship where you familiar with
and why is this film important in the construct of our current study of labor
management cooperation?
3. Analyze the material from the article “Aspiring to Excellence”
comparative case studies of Public Sector Labor-Management Cooperation
in New York State (On Blackboard)
-
What is the value proposition of the Mutual Gains Bargaining Model?
4. Review Kaiser Permanente and Coalition of Kaiser Permanente Labor
Management Process
-
Why is this partnership particularly relevant in the context of labor
management cooperation?
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 labor-management
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*
Pre-assignment
Exam
Team exercise/simulation
Total
20%
20%
20%
20%
20%
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?
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.
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
National Association of Manufacturers (NAM)
Labor Management Cooperation (Subject to Modification)
Saturday January 3rd, 2009
TOPIC
Labor Management
Cooperation: What is
it?

So Who are the
Players/Stakeholders?

Can Union Leaders
and Supervisors be
Leaders?
The primary
symptoms of Conflict

Labor Management
Due Diligence: What
You Need to Know!
Mutual Gains
Bargaining (MGB)
Negotiating
Competing Interests




Emotional Intelligence 
in Labor Management
Relations
OBJECTIVES
Broaden understanding of
the historical nexis
between management and
labor
Provide exposure to
organizations such as the
AFL-CIO and the
National Association of
Manufacturers
Present leadership styles
Identify the root causes of
conflict in the labor
management portfolio
BREAK
Increase mastery and
skills about laws and
workplace policies
Illustrate the Business
Case for Labor
Management Cooperation
LUNCH
Foster innovative
awareness around
strategies for agreement
Present topical strategies
METHOD
Lecture
Lecture
10:00-10:30
Short Inventory and
Debriefing
10:30-10:45
Lecture (Power
Point)
and Interactive
Exercise
10:45-11:00
Lecture
Lecture and
Interactive Exercise

SWOT Analysis

Present customized “Case
Studies” for critical
thinking and problem
solving
Engage in diagnostic by
looking at vital signs
11:00-11:15
11:15-11:45
11:45-12:30
12:30-1:30
Group Interactive
Negotiation Exercise
1:30-2:00
Lecture and Fishbowl
demonstration
2:00-2:30
2:30-2:45
BREAK
Small Group Work
TIME
9:00-10:00
Group Interactive
2:45-3:30
Group Barometer
3:30-5:00
Saturday January 10th, 2009
TOPIC
Examination

The Mediation and
Arbitration Impact

7 Top Strategies for
Benchmarked
Negotiators
Organizational
Spotlight: How the
Federal Mediation and
Conciliation Service
Impacts Labor
Management
Cooperation

Enhanced
Communication: It is
all about the details
The Inner Workings
of the Labor
Management
Conundrum



OBJECTIVES
Leverage the transfer of
knowledge
METHOD
Create a perspective on
ADR in the labor
management context
Present best practices
Lecture
10:30-10:45
Discussion
10:45-11:00
Lecture
11:00-11:15
Coin Exercise
11:15-11:30
11:30-11:45
Dissect the inner workings
of FMCS
BREAK
Increase Communication
Mastery and Skills
Expose students to
practitioners in the
industry
Individual
Panel Discussion
“Lessons from the
Field”

Foster awareness about
cutting edge strategies and
tactics

Historical Perspective
from the 1980’s
BREAK
Concept Application

Evaluations

Simulation of labor
management
committees/negotiations
Closure
11:45-1:00
1:00-2:00
LUNCH
Cultural Competence
and Microinequities
and the connection to
Labor Management
Cooperation
Labor Management in
the Public Sector
TIME
9:00-10:30
Lecture, Power Point
and fishbowl
demonstration
Video
2:00-2:30
2:30-3:00
3:00-3:15
Small Group
Interactive
(Fishbowl)
Individual
3:15-4:45
4:45-5:00