When we spoke about workplaces in 1972 we mainly were referring to old-line manufacturing firms, on the one hand, and Main St. shops and restaurants, on the other. Both of those categories are now insignificant in terms of employment. Today, the economy is dominated by the rapidly growing Low-Cost Operators - national discount and mall chain stores, fast food franchises and supermarkets - which offer employees low salaries, few benefits and little training.

As Starbucks' CEO Howard Shultz explains, the high-quality customer service that makes it possible for his company to charge a premium for its coffee results from the investments it makes in employee welfare and training.

In a nutshell, the ability of American companies to compete in world markets depends on creating conditions in which workers can add sufficient value to justify their higher wages and benefits, much the Japanese auto manufacturers have done in this country. Until unions and mangers understand the necessity of effectively employing the nation's most important resource, the American worker, we are destined to have more Detroits.

Value-based leaders believe in democratic workplaces in which employees participate in decisions.

Manufacturing productivity is greatly determined by the design of jobs and how workers are rewarded.

Aristotle turns out to be an extremely practical guide for those asking such personally profound questions, like: What should I do next to find meaning and fulfillment in the next stage of my life?. He offers timeless advice to business people who want to be successful both at work and in their private lives. For example, he shows how business leaders can create successful organizations and, at the same time, behave ethically. Come to think of it, the CEO of Wal-Mart should study Aristotle!

In the 80s, Ford's successful introduction of the Taurus was, in large part, due to productivity gains resulting from the setting aside of outmoded work rules. Yet, inexplicably, union leaders ignored such efforts to foster employee involvement, much as unions largely stayed on the sidelines with regard to the equally promising practices of employee stock ownership and gain-sharing.