Sadly, too many corporate leaders still believe that the way to boost productivity and profits is to continually reduce salaries, benefits, and training expenditures, a strategy that can be taken only so far. At a certain point in a developed society, salaries and benefits can't be slashed further and, in the long term, comparative economic advantage then must be realized through the effective mobilization of an educated, engaged, and loyal workforce.

The other players of job market are Global Competitors, the glamour corporations in high technology, telecom, entertainment, consumer products and pharmaceuticals who are the headline makers as they move jobs, services and production around the globe. They pay the highest salaries, but offer little in terms of job security, training, or careers.

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.

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!

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.

American managers often say they would like to pay their employees more, they argue that they can't afford to do so and, at the same time, keep the prices of their products competitive. As one CEO recently explained, "I would treat my employees as well as Starbuck's treats theirs, if I could charge the equivalent for my product of three dollars for a cup of latte!"

The failure of unions to support efforts to increase employee involvement and ownership coincided with their unwillingness to speak out on the broader issues of business effectiveness and performance. When foreign competitors threatened the survival of American manufacturers, unions chose to voice traditional employee demands for higher wages, better benefits, and more security. What they failed to provide were effective responses to the challenge of globalization.