Jim Mc Coy ([log in to unmask]) wrote:
: This is probably a much bigger problem in our economy than the H1B
: issue - the shortage of inteligent leadership in U.S. businesses.
:
Since we're told that the H-1B visa holders are the "best and  :-)
the brightest",  the U.S. needs to have CEO H-1B visa holders. :-)

The shortage is in corporate ethics, which is fast becoming an
industrial strength oxymoron.

CEOs like Aaron Feuerstein are almost unheard of in this world
of "greed id good"...

   http://sitesearch.washingtonpost.com/wp-dyn/articles/A3963-2001Dec19.html
   A CEO Who Lives by What's Right (washingtonpost.com)

  "In this anxious hour of pink-slip dread, it is restoring to think of
   Aaron Feuerstein, a Massachusetts manufacturer who prizes his
   employees and risks profits on their behalf.

   The CEO of Malden Mills, located in Lawrence, the 23rd poorest
   community in the country, stepped clear of the greedy stereotype of
   his kind in 1995 when, just before Christmas, his factory burned down.
   Rather than taking the insurance money and retiring or moving the
   plant to some Third World country, he promptly announced that he would
   rebuild. He gave bonuses to the help and paid them while they waited
   for the factory reopening.

   Last Monday, this paragon of corporate virtue held a rally at the
   plant he inherited from his father. The idea was to kick off a
   campaign for Malden Mills's special product, Polartec, a light, warm
   fabric that is keeping U.S. Marines cozy in the grinding cold of
   Afghanistan. Sen. John Kerry hailed Malden Mills as a mill with soul
   and a mill with heart. Rep. Marty Meehan, the local congressman,
   saluted Feuerstein for sticking it out with his workers, and sticking
   it out in Lawrence.

   Feuerstein has not had all the good fortune he may deserve. Sales
   dipped, and he recently filed for bankruptcy under Chapter 11 and
   negotiated a $25 million bank loan. Feuerstein would have liked the
   money without the chapter -- "I hate to put any stain on our beautiful
   name" -- but he told cheering workers that together they would win.

   Columnist Mark Shields was the first to make the striking contrast
   between Feuerstein and today's most celebrated bankruptcy case, that
   of Enron, the monstrous Texas energy outfit. Most of its 21,000 lost
   jobs. For 11,000, it was a lump of coal, the loss of life savings
   invested in Enron stock. Enron employees were urged to buy the stock
   with their retirement funds, their 401(k)s. When Enron started going
   south in October, however, the employees were forbidden to sell. Enron
   CEO Kenneth Lay and his fellow executives were exempt from the
   lockdown and sold, often at tremendous profits.

   On Tuesday, stricken ex-Enron workers told the Senate Commerce
   Committee of being seduced, betrayed and abandoned by their bosses.
   Enron lied about earnings, cooked its books and left its employees in
   the lurch, while its top brass made out like bandits.

   Janice Farmer, a Florida widow, had her daughter with her to help her
   through her testimony. A year ago, she retired with $700,000 in Enron
   stock. Today, it is worth $4,000. When she saw that Enron was ailing,
   she tried to sell. She was locked out.

   If Lay is sorry about all this, he hasn't said so. Acting committee
   chairman Byron Dorgan (D-N.D.) said Lay had been invited to testify
   but declined and promised to come later. Lay is a good friend to the
   president and is his biggest contributor. White House strategist Karl
   Rove owned a big bloc of Enron stock, and when Vice President Cheney
   was devising his strange energy plan, Lay was consulted. There are
   other Texas ties: Wendy Gramm, wife of Sen. Phil Gramm, is a member of
   the Enron board and chairman of the auditing committee.

   Where Feuerstein and Lay differed most sharply was on devotion to the
   bottom line. To Lay, we are almost forced to conclude, it was
   paramount; Feuerstein put the excellence of his product above the
   entries in his ledgers. To Lay, employees were as disposable as
   Kleenex; Feuerstein thinks they are partners.


   Where did Feuerstein get his extraordinary ideas about
   worker-management relations? "At my father's table. We all had to be
   there. No pizza in the kitchen. I was seven years old when I heard my
   father tell a story I never forgot."

   Aaron's father had watched his father, who founded the factory, go
   around at the end of the day and give money to every one of his
   workers. Aaron's father explained to his father, a Hungarian
   immigrant, that this was not the American way. Aaron's grandfather
   screamed at Aaron's father that it was against the Torah to do it any
   other way.

   Young Aaron consulted his rabbi, who happened to be his maternal
   grandfather. His other grandfather, he was told, was right. In
   Leviticus, it is written, "You are not permitted to oppress the
   working man because he is poor and needy." Aaron memorized the passage
   in Hebrew -- and lives by it.

   Such a rabbi Kenneth Lay should have had."

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