D-04 Labor & Management Relations

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Author:
boconnell
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219591
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D-04 Labor & Management Relations
Updated:
2013-05-14 13:49:21
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04 Labor Management Relations
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D-04 Labor and Management Relations
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  1. The definition of Job Action and one specific example:
    Definition - an effort to draw attention to an issue through manipulation of workplace, media, or political process

    Example: Work Stoppage, Work Slowdowns, Votes of Confidence
  2. Describe at least four of the responsibilities of the police chief and the chief's management team in maintaining a professional labor-management relationship.
    RBRB

    • R - Respect Union need to represent all members
    • B - Be Honest
    • R - Recognize that you will not agree on every issue
    • B - Be aware of you own personality traits
  3. Provide at least 5 examples of activities identified as management rights.
    SHEEP

    • S - Set Policy
    • H - Hire
    • E - Establish Discipline
    • E - Educate Employees
    • P - Promote Employees
  4. Identify at least 3 concerns regarding the language or terminology used in a contract.
    AAU

    • A - Avoid Legalse
    • A - Avoid polysyllabic terms/words
    • U - Use short declarative sentences
  5. Describe the Pros and Cons of binding arbitration.
    Pros: Independent review & Resolution of contracts, Keeps disputes out of court

    Cons: No guarantee the decision will be favorable, does not equal labor peace
  6. What are the Police Labor Relations Primary Concerns that were discussed in class that need to be considered when negotiating a labor contract or MOU?
    • -Balance the needs of public and police
    • -Develop policies to balance both needs
    • -Define the rights and duties of police
    • -Settle disputes in negotiations
  7. In an IACP (International Chiefs of Police) 1999 questionnaire, given to both police chiefs and police union/association presidents one of the questions was "what gets in the way of effective labor relations?"  We discussed in class five of the top ten responses as being more important to the material covered in the tab.  What are those five responses?
    FFLAT

    • F - Failure to Communicate
    • F - Focusing on positions
    • L - Lack of training
    • A - A closed mind
    • T - Tendency to personalize
  8. Describe the fundamental difference between positional bargaining and interest-based bargaining.
    Positional - Lock in a position, hard and soft strategies, small concessions

    Interest - Focus on people, options, concerns
  9. Negotiating a labor contract or an MOU is both a relationship and a process.  There are a systematic series of steps that should be taken.  What are those steps?
    • Identify demands
    • Prepare for bargaining
    • Negotiating the agreement
    • Specifying the terms of employment
    • Day-to-day administration of the agreement
  10. What is past practice?
    • Actions that are not clearly addressed in the contract that are:
    • -Unequivical
    • -Clear
    • -Acted upon for a reasonable period of time
    • -Accepted by both parties

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