COLLECTIVE BARGAINING AND ADMINISTRATION

HRIR 4480 – A01 Winter 2016 Term Monday and Wednesday 4:00 p.m. - 5:15 p.m.

Room 104 Drake Centre

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Instructor: Janet Eisbrenner Office Location: 360 Drake Centre Phone: 204-781-9884 Office Hours: Monday 1:45-2:30 (or by appointment) Fax: 204-474-7545 Class Room: 104 Drake Centre Email: Janet.Eisbrenner@umanitoba.ca Class Time: Mon & Wed 16:00-17:15 p.m.

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I. COURSE DESCRIPTION

This course presents a comprehensive examination of collective bargaining and administration from a

human resource and industrial relation stance. The purpose of the course is to expose students to the theory

and practice of collective bargaining in relation to the context, process and outcomes of collective

bargaining in Canada today. Topics include an overview of collective bargaining, legal frameworks that

govern collective agreements, typical collective agreement provisions, dispute resolution processes

including grievance and arbitration systems and other contemporary processes, administration of the

collective bargaining agreement and negotiation of the collective bargaining contract. The course will also

explore the dynamics of conflict, issues of concern and the administration of workplace conflict in a

collective bargaining environment. The focus is from a Canadian perspective with insight from other

national systems.

II. TEACHING METHODS

This course is largely interactive-based and involves a combination of lecture, group discussion, exercises,

simulation drills, role plays, group negotiation simulations and class dialogue. The course is supplemented

by audio-visual materials, power points and hand-outs. Preparatory work for class such as assigned reading

and case overview is expected of each student. Informed participation will be a significant course

evaluation factor. The course is designed to encourage interdisciplinary discussions of a variety of topics

that are integral to collective bargaining and administration.

III. COURSE OBJECTIVES

1) Foster an understanding of theoretical and practical aspects of collective bargaining.

2) Become familiar with a variety of collective bargaining and administration terms and concepts.

3) Enhance knowledge and skills in dealing with organizational conflict in unionized settings.

4) Compare and contrast industrial relation and human resource perspectives and explore harmonizing

the perspectives in relation to collective bargaining and administration.

5) Increase awareness of the legal framework imposed on collective bargaining.

6) Analyze collective bargaining processes from a traditional and non-traditional stance.

7) Prepare and participate in a variety of role-plays and exercises regarding negotiation, third-party

intervention, grievance process and collective bargaining contract negotiation.

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COURSE MATERIALS

Required:

Course Pack Text-

Asper Business School of Business, Faculty of Management. Prepared by: Eisbrenner J.,

(2016). HRIR 4480 A01. Collective Bargaining and Administration Course Pack, Fall 2016.

6th Ed. Winnipeg: University of Manitoba Digital Copy Centre.

Relevant Websites:

Government of Manitoba. Manitoba Labour Relations Act (2015).

https://web2.gov.mb.ca/laws/statutes/ccsm/l010e.php

Manitoba Labour Relations Board. (2014). Guide to Labour Relations Code Manitoba

http://www.gov.mb.ca/labour/labbrd/pdf/lra_guide.pdf

Optional Material: (Available at U of M Libraries)

Book Material-

Fisher, R. & Ury, W. (2011). Getting to yes: Negotiating agreement without giving in, New York:

Penguin Group.

Lewicki, R.J., Barry, B., Saunders, D.M., & Tasa, K. (2011), 5 Ed. Essentials of Negotiation. (Canadian

Edition). New York: McGraw-Hill Irwin.

Moore, C. (2003), 3rd Ed. The mediation process: Practical strategies for resolving conflict. San

Francisco: Jossey-Bass.

Journal Articles -

Cox, Douglas B. “Changing the Traditional Grievance and Arbitration Model: Alternative Dispute

Resolution Provisions in Air Force Collective Bargaining Agreements.” The Labor Lawyer. Vol. 15, No.

1 (Summer 1999), p. 69-91.

McAdam, John. (1995),"Joint action learning: A collective collaborative paradigm for the management

of change in unionized organizations", Journal of Managerial Psychology, Vol. 10 Issue 6 pp. 1995, p. 31

– 40.

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Student progress will be assessed through the following:

Course Assessment Details:

1. Short Essay: Journal Article Review– Due February 8

The short essay covers a journal article from Module V course pack reading - Fowler, Tim "Does fighting

back still matter? The Canadian autoworkers, capitalist crisis and confrontation”; Mckersie & Cutcher‐Gershenfeld “Labor–Management Relations: Understanding and Practicing Effective Negotiations”; Post,

Frederick, “Collaborative collective bargaining: Toward an ethically defensible approach to labor

negotiations”. You are to choose one of the articles and write an essay that brings forth your qualified

opinion on the article. Your views and assessments should be well-reasoned and objective. In this regard,

be sure to substantiate and validate your insights. This can be done through a combination of integrating

course material and research into your essay. Use the following prompts as a guide to your essay:

ASSIGNMENTS / EXAMS VALUES DUE DATE

Short Essay – Journal Article Review 10% February 8

Mid-Term 20% February 24

Grievance Arbitration (or Mediation) Role-Play 5% March 7

Collective Bargaining Negotiation Group Exercise

(Worth 20% total)

I. Written Submissions:

1. Strategy Report

2. Memorandum of Settlement

II. Bargaining Meetings

III. Contract Negotiation Simulation

Presentation

5%

5%

Value =

Participation

10%

March 14

March 30

March 9, 16 and 21 (Meetings towards class end)

March 28, 30, April 4

Final Exam

35%

Date TBA

Participation: Class participation, Bargaining

Meetings, Peer Evaluation

10% -

Total 100% -

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1) Opening Remarks (be sure to include the article and author name)

2) What is the author’s purpose; is there a specific hypothesis?

3) Theory – is there an explicit theoretical framework or important theoretical assumptions that the

author brings forth?

4) Concepts - What are the central concepts, major conclusions? What underlying assumptions does

the author have? Should some sections of the article be expanded, condensed or omitted?

5) Objectivity – I.e. has the author been objective on his or her discussion of the topic? What

evidence is provided and how adequate is it?

6) Article Contribution - What is the contribution of the article and how does the work fit into the

wider picture (I.e. is the objective of the author’s observations important for the field of

administration and collective bargaining; what is its significance in relation to distributive versus

integrative bargaining?; does the work advance knowledge of the subject?)

7) Concluding Remarks (provide a concise conclusion of your assessment)

Your essay is to be 1150-1250 words (approximately 4 pages, double spaced). Include a separate

bibliography page, APA format. Review “Additional Assessment Notes” in the course syllabus. You may

use headings to organize your work. The essay is worth 10% of your final grade.

2. Mid-Term Exam – February 24

The mid-term exam will test your knowledge of the topics covered to the exam date. Additional information

and a mid-term overview will be provided. The mid-term is worth 20% of your final grade.

3. Grievance Arbitration (or Mediation) Role Play – Presented March 7

In groups of 5-6, you are to present a grievance arbitration or grievance mediation role-play regarding a

unionized work-place conflict scenario. Teams will decide roles for team members (I.e. Narrator, union

representative, employer representative- i.e. employee’s supervisor, witnesses, and arbitrator). Depending

on the case complexity, teams will choose highlight points (snippets) of the grievance arbitration

(mediation) to simulate. You can create a fictional conflict scenario based on realistic grievance issues or

use a real-life grievance scenario. Your instructor will provide ideas to find or create conflict scenarios.

Example of resource material to obtain cases from include: books and journal articles on labour and

grievance arbitration cases; Public Service Alliance of Canada website (http://psacunion.ca); library search

of grievance arbitration cases. There is no written component to this assignment. Through guidance and

scrutiny of your instructor, much of the planning will be conducted in-class (the degree of your time and

quality participation will count towards your participation grade); prepare for some additional work

outside of class time. Presentations are approximately 7-8 minutes. Your instructor will provide

additional information in class along with uploading a written document of the added information on the

course UM Learn “News.”

You are graded as a group for this assignment. If a group member (s) is not contributing in both quality

and quantity, please note that your instructor reserves the right to mark on an individual basis. Please refer

to the course syllabus – “Additional Assessment Notes – Group Work” for specific information how to

handle team member difficulties. The assignment is worth 10% of your final grade.

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4. Collective Bargaining Negotiation Group Exercise

Students will be assigned to either a Union or Management bargaining team (approximately 5 students per

team). Individual union and management teams will be responsible for discussing bargaining items, strategy

and goals in preparation for negotiating a renewal of the collective bargaining contract with the other side.

Research will also be an aspect of the preparation for collective bargaining. The team leaders – the leader

representing the employer side (i.e. labour (or employee relations director of the company) and the leader

representing the union side (i.e. president or area director of the union) – will be responsible to call separate

meetings to discuss and prepare for upcoming negotiations and anticipate each other’s proposals. The main

focus of discussions will be to decide upon major issues for negotiations (i.e. wages, management’s rights,

pension plans, and holidays). The goal of the project will be for the bargaining teams to meet for the

purpose of negotiating a new agreement to replace the expiring contract terms. Actual collective bargaining

negotiations will begin after the proposals are exchanged. Please refer to the topic outline for in-class

meeting times for proposals and bargaining. Plan for some meetings, preparation and research work to

occur outside of class time. A handout will be provided by your instructor outlining a case scenario. Each

team will be responsible for determining the specific roles assigned to individual team members. The group

project in total is worth 20% of your final grade. The project consists of three areas: I. Written submissions;

II. Negotiation meetings; III. Class negotiation presentation. The following provides an overview of each

of these areas but please note that your instructor will provide detailed information in a written format that

will be uploaded on the group project drop box on UM Learn:

I. Written Submissions:

(Electronically submitted to the corresponding Group Project Drop box on UM Learn)

1. Strategy Report - Due March 14; Group Mark - 5%

i. A written paragraph or two that outlines each team member tasks and roles (i.e. position in the

company or union). (You may use point-form).

ii. Strategy Report Bargaining Forms:

a) Pre-bargaining preparation form

b) Initial Bargaining Proposal

2. Memorandum of Settlement – Due March 30; Group Mark - 5%

This is the outcome of the collective bargaining negotiations. (Also provide a bibliography of

resource material, APA format)

II. Team Meetings (Pre-Bargaining Preparations, Negotiation Meetings) Value = Participation

Your instructor will observe the in-class meetings. There is no specific group mark assigned; my

assessment of your engagement, presence and activity in these meetings counts towards your

individual participation mark. Team meetings will take place towards class end on March 7, 9 and

16. I will make an in-class announcement along with a “News” announcement on UM Learn one

class prior regarding any added in-class meeting times. Plan for some team meeting times outside

of class.

III. Class Presentation: March 28, 30, April 4; Group Mark – 10%.

Each union-management team pairing is to present a collective bargaining simulation of two key

issues. Prior to the simulation, each union and management team will describe key facets of the

collective bargaining experience and an executive summary that outlines the team’s overall

strategy and goals and reasons for the choices. At the conclusion of the bargaining, the union and

management teams will explain the “Memorandum of Settlement” that resulted from the

negotiations. Presentation time allotted TBA.

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Each union and management teams will receive a ‘group mark’ for the written assignments and

presentation. In rare circumstances, should the need arise; these marks could be individually adjusted

(lowered) if a group member does not equally contribute to the success of the group. (Refer to the course

syllabus – “Course Expectations and Class Policy” – Group Work). Characteristics of excellent written

work include use of outside source information, appropriately cited using APA format, thorough, practical

and creative strategies and goals, reasonable and suitable identification of issues, appropriate language in

the collective agreement, absence of grammatical errors and typos. For additional written work guidelines,

refer to the course syllabus – “Additional Assessment Notes.” An evaluation rubric will be uploaded in the

assignment drop box on UM Learn for the written submissions.

Peer Evaluation – Each presentation day, your instructor will assign a set of students to evaluate

presentations. Your instructor makes the final assessment of your group mark.

Team Assessment - Students will have opportunity to fill out an assessment form to evaluate your own

and your team member’s performances and participation on the project. The form is handed in to me and

is confidential.

5. Final Exam – Date TBA

This is a cumulative exam that will cover learning throughout the semester. The exam will be more heavily

weighted on material covered following the mid-term. Additional information will be provided in class.

(No special tools are required or permitted).

Your final exam is worth 35% of your final grade.

6. Participation

Class participation is determined by attendance, evidence of course material reading, attention to content

on the course UM Learn site, and active presence and participation in ALL class processes. This includes

discussions, lecture, grievance-arbitration role play assignment preparation, presence and attentiveness and

contribution to team presentations, class activities, labour arbitration cases, and bargaining exercises. Peer

evaluation of presentations and bargaining meetings also count towards your participation grade. Students

using cell phones or internet during class will be deemed absent, unless the purpose pertains to course

learning during group discussion. Active class participation will be considered an extra that can help a

borderline grade.

Your participation mark is worth 10% of your final grade.

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ADDITIONAL ASSESSMENT NOTES:

1) Written assignments are to be handed in electronically to the course UM Learn assignment drop box

by 10:00 p.m. on the assignment due date. Include a header at the top left corner of EACH page that

includes the following information: Smith, A; HRIR 4480 W 2016; March 7; 1100 words. Submit to

the drop box with a file name that includes: your group #, course name, assignment name (i.e.

Group1HRIR4480Essay). Assignments must be double spaced and typewritten using Times New

Roman or Arial 12 font. Always keep a copy of your work.

2) There will be a 1 point deduction per late day. Assignments are not accepted after three days from the

due date. An exception to this applies only under special circumstances (i.e. medical) and through

consultation with your instructor and possibly supporting documentation from a Medical Doctor.

3) All assignments should include theory and concepts from the text, class lecture and course material.

These should be briefly explained and noted how they apply to the particular situation you are

discussing. Inclusive language and formal writing is expected. Assignments require application of

basic rules of grammar, organization, spelling and good communication in response to particular

assignment questions and expectations.

4) All material referred to in any assignment MUST be appropriately referenced. Plagiarism is a serious

academic offence. Refer to the syllabus’ departmental academic integrity page.

5) All papers for this course should follow the APA (American Psychological Association) in-text

citation/documentation format (author’s last name, year of publication and page numbers). Copies of

the Publication Manual of the APA are available in the U of M Library and bookstore. You can also

refer to the electronic hand-out in the course UM Learn, Module I, as a starting reference point. Be

sure to include a bibliography with your assignment, APA format.

6) Students wanting evaluative feedback prior to the voluntary withdrawal deadline date, should e-mail

me to arrange a discussion time before class or to schedule an appointment.

7) I will re-grade work that is appealed. Grading appeals must include a detailed written description of

your concern and reasons why your mark should be changed (based on Collective Bargaining and

Administration concepts). Subsequent to re-grade, your grade might raise, stay the same, or drop.

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COURSE EXPECTATIONS AND CLASS POLICY:

1. It is anticipated that you will attend every class on time and stay for the entire session. If you have an

unavoidable conflict that prohibits this, please make an effort not to disturb your classmates or interrupt

the session. Please let me know prior to a session if you will be absent.

2. Treat all members of the classroom with dignity and respect.

3. Every class requires the participant’s active participation in a meaningful way that enhances group

learning. It is important that you complete assigned readings and case study questions including review

of the pre-posted slides prior to class so that you may dynamically participate.

4. Active engagement in small group and class discussion is expected. Quality discussion includes

offering a unique and relevant perspective, moving the analysis forward, providing evidence,

demonstrating recognition of course material and integrating these with reflective thinking; and linking

course concepts and themes to current events.

5. This course is registered on the university’s learning management system UM Learn site. It is

anticipated that you will regularly check this site for important instructor information regarding news

events, discussion forums, upcoming agendas, calendar events, up-coming in-class material,

discussions, and assignment supplemental information.

6. Group Work - It is expected that ALL group members contribute in an equitable fashion. “Social

loafing” is not accepted. Social loafing occurs when a group member relies on the remaining group

members to complete group tasks, and does not contribute to group work. If you feel that a group

member is not adequately contributing to your group project, please respond as follows: (1) address

your concerns with that group member as early, as directly, and as respectfully as possible. Indicate

your expectations of that group member, including specific instructions for how he/she can contribute

to the group. (2) If the individual is not responsive to your concerns, express them again via email, and

copy me on the email. (3) Agree upon a way in which that person can contribute to the group and notify

me of your solution by email. (4) If the problem persists, make an appointment for your group to meet

with me. We will attempt to resolve the problem together. (5) If this fails, leave the person’s name off

the group project. (6) I will inform the group member that s/he will receive a zero. Note: I will only

give a zero if steps 1-4 have been followed.

FINAL GRADES WILL BE SUBMITTED AS FOLLOWS:

Letter Grade Percentage GPA

A+ 90-100% 4.5 A 80-89% 4.0

B+ 75-79% 3.5

B 70-74% 3.0

C+ 65-69% 2.5 C 60-64% 2.0

D 50-59% 1.0

F Below 50 0.0

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HRIR 4480 COURSE SCHEDULE AND TOPICS

(NOTE - CP = COURSE PACK)

*The course schedule may vary as the course progresses and as student interests interact with course material.

DATE TOPICS AND ASSESSMENTS ** REQUIRED READINGS

Intro Class: January 6

Introductory Class Introductions, Syllabus review, Module I

Class Agenda:

Introductions, course overview,

Introduce Module I

Module 1: January 11,

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Module I: Collective Bargaining Key Concept Review

A. Definitions

B. Path to Collective Bargaining – Timeline

Review

C. Collective Bargaining & Administration-

Industrial Relations (IR) and Human

Resource (HR) Perspectives

Read:

CP Module I Book Excerpts: Bolman & Deal; Gunderson et al.

CP Module I Journal Articles: Lewin - IR and HR perspectives on

workplace conflict

Adams - Statutory Right to Human

Right:

UM Learn:

Power point

Class Agenda - Lecture, Case Analysis, Group; Video

Clip & Discussion: Issues and Challenges for Administration of

Collective Agreements

Module 2: January 18

Module II: Legal Framework Imposed on

Collective Bargaining

Read: CP Module II Book Excerpts: Suffield

Class Agenda - Lecture, Group Discussion; Case

Analysis Project

Module 3: January 20,

25, 27

Module III: Bargaining Processes

A. Negotiation - 1) Distributive Negotiation

2) Integrative Negotiation

3) Principled Negotiation

B. Third-Party Intervention

1) Conciliation

2) Mediation

3) Arbitration

4) Other - Med-Arb; Arb-Med

Read: CP Module III Book Excerpts: Carrell & Heavrin;

Fisher, Roger & Ury-Getting to Yes;

Lewicki R, et al. (2014). Essentials of Negotiation (Cdn Edition);

Moore - The mediation process

Rioux & Redekop - Introduction to

conflict resolution studies;

Thompson - The mind and heart of

the negotiator.

Class Agenda - Lecture, Video (Principled

Bargaining); ; Negotiation Exercises,

Role Play

10

Module 4: February 1

Module IV: Collective Bargaining Agreement

A. Overview - Key Terms, Party objectives

B. Clauses to Deal with Conflict

o Traditional (Grievance Arbitration Process;

No Strike Clause)

o Contemporary (Labour-Management

Committees, Joint-Government

Agreements)

C. Alternative Dispute Resolution Provisions in

Collective Bargaining Agreements

Read: CP Module IV Book Excerpts: Gunderson, Morley and Taras,

Daphne.

Web References- Government of Manitoba. Manitoba

Labour Relations Act (2015).

https://web2.gov.mb.ca/laws/statutes

/ccsm/l010e.php

Manitoba Labour Relations Board.

(2014). Guide to Labour Relations

Code Manitoba http://www.gov.mb.ca/labour/labbrd

/pdf/lra_guide.pdf

UM Learn: Case Study electronic hand-out,

Module V power point

Class Agenda -

Lecture; Discussion – Changing the

Traditional Grievance and

Arbitration Model – Alternative

Dispute Resolution Provisions in Air

Force Collective Bargaining

Agreements

Module 5: February 3,

8, 10, 22

Module V: Negotiating Collective Bargaining

Agreements

1. Process

2. Structure

3. Goals

4. Power Dynamics

5. Stages of Collective Bargaining

6. Innovations in collective bargaining contract

negotiation

Mid-Term Break – February 15-19 (No Classes)

Short Essay Due – February 8

Note: On February 22, time will be allotted to form union and

management teams regarding the

Collective Bargaining Negotiation Group Exercise

Read: CP Module V Book Excerpts: Suffield

CP Module V Journal Articles - Fowler - "Does fighting back still

matter?

Mckersie &; Cutcher‐Gershenfeld

“Labor–Management Relations

Post - “Collaborative collective bargaining: Toward an ethically

defensible approach to labor

negotiations.”

Web Reference: (optional) CUPE Bargaining Committee

Handbook, http://archive.cupe.ca/updir/barg_cte

_handbook.pdf

UM Learn: Case Study electronic hand-out,

Module V power point

Class Agenda - Lecture, collective bargaining

contract exercise; Video &

Discussion: Gary Furlong –

Obstacles Organizations Face when

Negotiating Collective Agreements

February 24

Mid-Term -

11

Module 6: February

29, March

2, 7

Module VI: Administration of the Collective Bargaining Contract – Grievance Arbitration A. Grievance Arbitration

1. Issues

2. Grievance Arbitration Process

3. Function and Benefits

4. Grievances referred to arbitration

5. Samples – Written Grievances

B. Discipline and the Grievance Procedure 1. Management Rights and Discipline

2. Considerations by Unions Responding to Discipline

3. Factors Arbitrators Consider

C. Discrimination and the Grievance Procedure

D. Grievance Mediation

Grievance Arbitration (or Mediation) Role Play- March 7

Read:

CP Module VI Book Excerpts: Suffield

CP Module VI Journal Article: Goldberg, S. “Grievance

Mediation-A successful alternative to labour arbitration.”

UM Learn: Power Point; Electronic Hand-out –

Grievance Case

Class Agenda

Lecture, Video (Grievance

Arbitration - Waldenville Case),

Grievance Case Study and

Arbitration Role Play Activity

Module 7: March 9,

14, 16, 21

Module VII: Administration of the Collective Bargaining Contract – Contemporary

Processes A. Union-Management Relationship

B. Dispute Resolution 1. Alternative Dispute Resolution & Conflict

Management System Design

C. Collective Bargaining and Workplace Conflict 1. Definition of Conflict

2. Culture and Conflict

3. Conflict Dynamics (power, emotion,

perception)

4. Workplace Conflict Issues

Group Project Pre-Bargaining

Preparation Meeting - March 9 (towards class end)

Collective Bargaining Negotiation Group Exercise -

Strategy Written Report Due – March 14

Collective Bargaining Negotiation Meetings –

March 9, 16, 21(towards class end)

Read: CP Module VII Book Excerpts: Budd.

Cloke & Goldsmith - Resolving

Conflicts at Work

Lipsky, Seeber, Fincher - Emerging

Systems for Managing Workplace Conflict.

Moore, Christopher - The Mediation process

Rioux & Redekop - Introduction to

CRS studies

Suffield

CP Module VII Journal Article: Society of Professionals in Dispute

Resolution. Designing Integrated

Conflict Resolution Systems. SPIDR Report. (2001) pp 7-24.

UM Learn: Power Point; Electronic Hand-outs:

“Respectful Workplace Procedures

Manual” (Winnipeg Regional Health

Authority) ; “Let’s Talk” (Alberta Government)

Class Agenda Lecture, Video & Discussion

(Interest-based Relational Approach

to Resolve Conflict); Case

Incident(s) Analysis

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Module 8: March 23

Module VIII: Collective Bargaining and Administration

– Special Issues A. Collective Bargaining – Perspectives on what

should the future hold?

B. Comparing Collective Bargaining System in

Canada with other National Systems

Read: CP Module VIII Book Excerpts:

Budd, Gunderson

Web Reference:

Ross - “Varieties of Social Unionism: Towards a Framework

for Comparison.” Labour

http://www.justlabour.yorku.ca/volume11/pdfs/02_Ross_Press.pdf

Class Agenda Lecture, Video & Discussion –

Buzz Hargrove: What the

Future Should Hold;

Comparative Collective

Bargaining Activity

March 28,

30, April 4

Group Project Presentations

Collective Bargaining Negotiation Group Exercise

Written Memorandum of Settlement - Due March 30

-

April 6

Final Class

Lecture - Module VIII, Final Exam Overview

Final Remarks

Lecture, Video Clip &

Discussion, Final Exam

Overview

-

Final Exam – Date, Location, Time TBA

-

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AACSB Assurance of Learning Goals and Objectives.

The Asper School of Business is proudly accredited by AACSB. Accreditation requires

a process of continuous improvement of the School and our students. Part of “student

improvement” is ensuring that students graduate with the knowledge and skills they need

to succeed in their careers. To do so, the Asper School has set the learning goals and

objectives listed below for the Undergraduate Program. The checked goal(s) and

objective(s) will be addressed in this course and done so by means of the items listed

next to the checkmark.

Goals and Objective in the Undergraduate Program

Goals and

Objectives

Addressed

in this

Course

Course Item(s)

Relevant to

these Goals

and Objectives

1 Quantitative Reasoning

A. Determine which quantitative analysis technique is

appropriate for solving a specific problem.

B. Use the appropriate quantitative method in a

technically correct way to solve a business problem.

Some

quantitative

analysis in case

analysis

C. Analyze quantitative output and arrive at a

conclusion.

2 Written Communication

A. Use correct English grammar and mechanics in their

written work.

Written case

assignment

report

B. Communicate in a coherent and logical manner Written case

assignment

report

C. Present ideas in a clear and organized fashion. Written case

assignment

report

3 Ethical Thinking

A. Identify ethical issues in a problem or case situation Case analysis

discussions,

group case

report

B. Identify the stakeholders in the situation. Modules III, V,

VII

C. Analyze the consequences of alternatives from an

ethical standpoint.

Modules I, III,

VII

D. Discuss the ethical implications of the decision. Module III, VII

4 Core Business Knowledge Module II, VI,

VII

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ACADEMIC POLICY

1) Unclaimed Assignments:

Pursuant to the FIPPA Review Committee’s approved recommendations as of August 15, 2007, all unclaimed student assignments will become the property of the faculty and will be subject to destruction six months after the completion of any given academic term.

2) Religious Holidays:

The University of Manitoba acknowledges the right of all students to observe recognized holy days of their faith. Please inform me as soon as possible of your intended absence(s).

3) Accessibility Services:

Students are encouraged to speak to the instructor and/or contact Accessibility Services at: 474-6213 http://umanitoba.ca/student/resource/disability_services/ should special arrangements need to be made to meet course requirements. This is in relation to students with documented disabilities, temporary or chronic medical conditions requiring academic accommodations for exams (i.e. private space) or during lectures. 4) Voluntary Withdrawal:

The last day for voluntary withdrawal without academic penalty is March 18 (no refund) 2016. 5) University Email Policy

Effective September 1, 2013, the U of M will only use your university email account for official communications, including messages from your instructors, department or faculty, academic advisors, and other administrative offices. If you have not already been doing so, please send all emails from your U of M email account. Remember to include your full name, student number and faculty in all correspondence. For more information visit: http://umanitoba.ca/registrar/e-mail_policy 6) Deferred Exams

Effective September 2005, the Department of Business Administration has instituted a policy which provides ONE DATE ONLY for students who have deferred their final exams. The deferred final exam

date has been pre-set for May 6, 2016 at 1 pm in Drake room 104 . This does not apply to take home final exams. Please refer to University of Manitoba’s Policy 1305 – Exam Regulations (http://umanitoba.ca/admin/governance/governing_documents/academic/454.htm) or the Undergraduate Program Office for rules and regulations concerning deferred exams

15

Academic Integrity It is critical to the reputation of the Asper School of Business and of our degrees that everyone associated with our faculty behave with the highest academic integrity. As the faculty that helps create business and government leaders, we have a special obligation to ensure that our ethical standards are beyond reproach. Any dishonesty in our academic transactions violates this trust. Section 8 of the University Policies, found in The University of Manitoba Calendar, addresses the issue of academic dishonesty. Specifically, acts of academic dishonesty include, but are not limited to: - using the exact words of a published or unpublished author without quotation marks and

without referencing the source of these words

- duplicating a table, graph or diagram, in whole or in part, without referencing the source

- paraphrasing the conceptual framework, research design, interpretation, or any other ideas of another person, whether written or verbal (e.g., personal communications, ideas from a verbal presentation) without referencing the source

- copying the answers of another student in any test, examination, or take-home assignment

- providing answers to another student in any test, examination, or take-home assignment

- taking any unauthorized materials into an examination or term test (crib notes) - impersonating another student or allowing another person to impersonate oneself for the

purpose of submitting academic work or writing any test or examination

- stealing or mutilating library materials - accessing test prior to the time and date of the sitting

- changing name or answer(s) on a test after that test has been graded and returned

- submitting the same paper or portions thereof for more than one assignment, without discussions with the instructors involved

Group Projects and Group Work Many courses in the Asper School of Business require group projects. Students should be aware that group projects are subject to the same rules regarding academic dishonesty. Because of the unique nature of group projects, all group members should exercise special care to ensure that the group project does not violate the policy on Academic Integrity. Should a violation occur, group members are jointly accountable unless the violation can be attributed to a specific individual(s).

Some courses, while not requiring group projects, encourage students to work together in groups (or at least do not prohibit it) before submitting individual assignments. Students are encouraged to discuss this issue as it relates to academic integrity with their instructor to avoid violating this policy.

In the Asper School of Business, all suspected cases of academic dishonesty are passed to the Dean's office in order to ensure consistency of treatment.