300 Words MAX Instructions are attached.  300 words MA · https://www.nytimes.com/interactive/2020/02/19/magazine/labor-law-unions.html (Links to an externa

300 Words MAX Instructions are attached.  300 words MA · https://www.nytimes.com/interactive/2020/02/19/magazine/labor-law-unions.html (Links to an external site.)

· https://www.wsj.com/articles/uaw-staffer-sues-union-alleging-sexual-harassment-retaliation-11590689758 (Links to an external site.)

· NOTE: Please utilize the WU Library’s databases to access the stories above, if necessary.

Weekly assignments must be written in the following format ( Weekly Written Assignment Format_715.docx


) and students must address the following with NO REPEATS below:

· Identify one positive specific fact from each story above.

· Identify one negative specific fact from each story above.

· Identify one interesting specific fact from each story above.

· Link a theory/concept from Chapters 7 & 9 to specific facts in the stories above (2 Total—Cite page and chapter numbers–each chapter MUST be utilized…one per story!).

· Identify the theory/concept and define/explain it.

· Briefly describe its linkage to the specific fact(s) within each story.


Submit as an attached MS Word document–300 words max TOTAL!

Example (Do NOT copy)–

Positive Specific Fact

1 – The teacher’s strike in LA in 2019 was effective due to their strategic preparation and garnering community support.

2 – Patricia Morris-Gibson served as a union leader for 22 years.

Negative Specific Fact

1 – McDonald’s was able to drag out their NLRB trial and ended up paying a small settlement instead of acknowledging their role in organization suppression.

2 – When Morris-Gibson reported incidents of harassment, they were not dealt with appropriately.

Interesting Specific Fact

1 – The same person who worked with Reagan to end the air traffic controller strike is now on the NLRB.

2 – The UAW has had multiple investigations into their harassment, corruption, etc.

Theory/Concept Definition/Explanation

1 – Permanent strike replacements are workers who continue to work in their position after a strike ends. They are brought in because the original workers are out on strike. (Ch. 7, Pg. 282)

2 – The grievance procedure is a negotiated, agreed-upon set of steps to follow to resolve issues between an employee and their supervisor. (Ch. 9, pg. 320-1)

Theory/Concept Linkage

1 – As discussed in both the article and the textbook, Reagan fired and replaced the workers during the 1981 air traffic controller strike. By doing so, they were able to decertify the union because none of the original union supporting workers were there anymore.

2 – In the article, Morris-Gibson raised her concerns and the UAW failed to take appropriate corrective measures. Instead, they called her into a meeting with the person she was accusing, which made her uncomfortable and did not properly resolve the issues. This should have been appealed and brought to the next level of the grievance procedure. 


Chapter 7:

Once a union wins the right to represent a group of employees/workers, its next step is to negotiate a contract. In other words, it is time to begin the collective bargaining process. As mentioned in an earlier chapter, labor is often seen as being pitted against management. In a traditional sense, both sides would dig their heels in and fight for their own good (zero-sum bargaining). However, in light of the effects of globalization, outsourcing, recessions, etc., both labor and management MUST consider new approaches to the bargaining process in order to survive and/or grow. One of these is called integrative bargaining (win-win). Wherein, both sides look to one another as partners vs enemies.


“Most employers, however, who steal wages from workers do so intentionally, either by directly putting in place systems and approaches for stealing wages or by indirectly failing to install systems to prevent wage theft, especially in supply chains and contracting. Think of these as both sins of commission and sins of omission”                              

                                                              -Kim Bobo

Chapter 9:

Just because a union wins an election and successfully negotiates a contract that does not mean it can ignore what transpires during the life of that collective bargaining agreement (CBA). Actually, the real work now begins. As you can imagine, the written word can take on a number of meanings. Therefore, it is extremely important that the union business representative keep close contact with his/her shop steward and management counterpart(s). It is recommended that issues be dealt with as their arise vs making a list that is to be debated at the end of the current CBA. It is in the best interest of all stakeholders to build upon the trust established in the earlier stages of this process.


“The expansion of worker involvement in business and strategic decisions has led to labor and management to rely less on the grievance procedure to solve problems. An effective industrial labor relations system in union settings must be more than simply a grievance procedure. To keep in step with the times, the system must combine the strengths of a well-functioning grievance procedure with mechanisms to informally solve problems and enhance communications.”   

                                                             -Harry Katz & Thomas Kochan

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