Serving as an effective school board member today requires time, a sincere interest in public education and a commitment to improving student learning for all. This guide, written for new and prospective school board members, addresses such topics as the governance role of school boards, the board-superintendent relationship, leadership…

This guide is intended as a brief primer for the employer or employee new to public sector labor relations. A simple step-by-step approach to labor relations includes techniques for analysis of state enabling legislation, union self-perpetuation, scope of bargaining, preparing for and winning bargaining, settling disputes, solving contract…

The purpose of this guide is to answer common questions about public sector labor relations with special emphasis on how this sector differs from the private sector. A beginning section offers general information defining and explaining public sector labor relations. A segment on labor relations law details legislation and the function of…

Intended as a practical guide for negotiators, this manual provides step-by-step directions for techniques useful in the collective bargaining process. The suggestions are based on extensive first-hand experience and field research and apply to labor negotiations in all areas of public service. The manual is divided into nine sections, including…

Describes the process for hearing complaints filed under Title IX of the Education Amendments of 1972. For related articles, see pages 21 and 22 in the same issue. (WD)

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)

The model presented here is designed to chart the kinds of building level interaction between labor and management that may affect educational policy and programs. Several means of application and the problems associated with the model's theoretical design are discussed. (Author/IRT)

This series of questions and answers on factfinding in public sector labor relations focuses on the practical aspect of impasse resolution. Rather than choosing a theoretical or historical approach, the practical approach was chosen because factfinding is not a formal process that must rigidly conform to textbook rules. Instead, factfinding can be…

This series of questions and answers on contract administration in public sector labor relations focuses on the practical aspects of both contract administration and grievance handling. Its purpose is to provide information and examples to help practitioners better understand the roles of labor and management while operating under a collective…

Informal negotiations over teacher contracts serve to create an atmosphere of trust and to focus settlements on items of major concern. This article gives guidelines established during such a "nonnegotiation" process in Coldwater (Michigan). (Author/WD)

This series of questions and answers is intended to educate public sector labor relations practitioners about the process of collective bargaining. It describes fundamental concepts of the bargaining process itself such as scope of bargaining and good faith bargaining. It gives detailed instuctions on how to best prepare for collective bargaining…

A superintendent's personal account of a teacher strike reveals the lessons learned from the conflict and offers suggestions for avoiding similar situations. (WD)

Presents guidelines for deciding whether an elementary or secondary school needs department heads or not. Lists the responsibilities of both department heads who are administrators, and therefore members of management, and of department heads who are supervisors, and therefore members of labor.

Outlines circumstances under which it would be advantageous for a school board to initiate an unfair labor practice suit against the teachers' union. (IRT)

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)