In "The Courage to Collaborate," school turnaround expert Ken Futernick makes the case that collaboration between school management and teacher unions is a necessary condition for educational improvement. The author cites evidence showing that collaboration often leads to increased trust, stronger professional relationships, better…

This book is a study of the Australian Education Union (AEU), a federal organization of government schoolteachers in the states and territories of Australia. Founded in 1984 as the Australian Teachers Union, it became the AEU in 1993. By 1998, the AEU had grown to become the third largest trade union in Australian, with some 157,000 members. This…

A "pro-management" leadership stance means that board members and administrators run schools so that employees are comfortable bringing concerns to management directly rather than through a union. (Author/IRT)

Reviews present labor statutes and examines three alternatives to current practices; proposes that teaching, by its nature, is not well administered by industrial standards or well adjudicated through industrial unionism. Suggests "professional unionism" as a means of effecting educational reform. (DR)

The successful organization of the 1990s will fundamentally remake its employee relationship, especially through increased employee influence on the nature of work, organizational context, and quality of product/service. An employee advocacy peer review conflict resolution process has been useful in improving labor relations and enhancing the…

Criticizes the concept of superintendents functioning as chief negotiators in collective bargaining processes (it endangers the relationship with teachers, and puts an extra burden on the demanding job of a superintendent). Lists five recommendations for hiring outside negotiators. (MD)

Union and school board representatives studied basic negotiating techniques at a five-day workshop. Improved relations and cooperation were the result. (MLF)

Interest-bargaining involves focusing on the issues, segregating each issue, and assigning interests by each side to these issues until a mutually satisfactory option is reached. Cites effectiveness of interest-bargaining in 60 California school districts and an endorsement from the New York State School of industrial and Labor Relations at…

Guidelines for supervisors and managers in handling grievances are presented, with suggestions for avoiding the long and costly arbitration process whenever possible. The author stresses that management must understand the perspective of the arbitrator who is bound by the labor contract and precedent. (MF)

Examines "Chicago Teachers Union v. Hudson," a United States Supreme Court decision guaranteeing non-union government workers specific protections of procedural due process that certain educational and teacher unions had failed to recognize. Decries the "Hudson" decision for separating labor law from laws governing the rest of…

Recent trends that affect the U.S. system of industrial relations are examined. The most important of these is internationalization. The U.S. industrial relations system is compared with that of Europe and Japan, and suggestions for improving our competitiveness in international markets are made. (Author/RM)

A training program used successfully in more that 40 school systems consists of an intensive 5-day workshop involving lectures, role-playing exercises, simulated negotiations, and indepth discussions about bargaining issues. (MLF)

Negotiations proposals can be evaluated by assigning advantage points and plotting these values on a negotiations analysis graph. Provided to illustrate the procedure are a table containing all proposal items submitted by both bargaining teams showing advantage point evaluations; four figures, each with four graphs, are also included. (MLF)

The directory begins with a summary of unionization activities among college faculty for the 1989 calendar year. It is concluded that there were no significant events in academic collective bargaining during the year, with faculty unions concentrating resources on servicing their members and preserving affiliations. The faculty contracts and…

A long-term approach to collective bargaining is presented that involves school administrators and the union working together in a collaborative process of negotiation. In this way the bargaining process works as a series of opportunities for both parties to solve mutual problems. (MD)