This ground-breaking best-seller reveals for the first time how the mighty and mysterious Federal Reserve operates -- and how it manipulated and transformed both the American economy and the world's during the last eight crucial years. Based on extensive interviews with all the major players, Secrets of the Temple takes us inside the government institution that is in some ways more secretive than the CIA and more powerful than the President or Congress.

Who Will Tell the People is a passionate, eye-opening challenge to American democracy. Here is a tough-minded exploration of why we're in trouble, starting with the basic issues of who gets heard, who gets ignored, and why. Greider shows us the realities of power in Washington today, uncovering the hidden relationships that link politicians with corporations and the rich, and that subvert the needs of ordinary citizens.

How do we put meaning back into public life? Greider shares the stories of some citizens who have managed to crack Washington's "Grand Bazaar" of influence peddling as he reveals the structures designed to thwart them. Without naiveté or cynicism, Greider shows us how the system can still be made to work for the people, and delineates the lines of battle in the struggle to save democracy. By showing us the reality of how the political decisions that shape our lives are made, William Greider explains how we can begin to take control once more.

The author of the bestselling "Who Will Tell the People?" shows how to reinvent capitalism so it works not just for most of people, but for all people.

With President Clinton's current push for increased military spending, William Greider's message is all the more urgent: Americans must grasp the purpose and determine the future of our gargantuan military machine. With the collapse of Communism, do we really need this vast array of military power in fighting readiness? Why? Can we afford it? Called a "smart and provocative critique of a system that is badly in need of reform" (Washington Post Book World) Fortress America explores how and why America has avoided coming to terms with the end of the Cold War era -- and the troubling consequences for our fighting forces and our country.

March 25, 2011, marks the centennial of the Triangle Shirtwaist Factory fire, in which 146 garment workers lost their lives. A work of history relevant for all those who continue the fight for workers' rights and safety, this edition of Leon Stein's classic account of the fire features a substantial new foreword by the labor journalist Michael Hirsch, as well as a new appendix listing all of the victims' names, for the first time, along with addresses at the time of their death and locations of their final resting places.

Using data from an extensive study of employee-owned companies in Ohio, where employee ownership is a well-developed trend, this book offers a strong empirical portrait of firms with Employee Stock Ownership Plans (ESOPs). It describes how these plans work and places their emergence and change in a historical context. John Logue and Jacquelyn Yates examine firms that have succeeded in employee ownership and those with failed plans. Some companies, they find, are committed to the concept of employee ownership, and others merely use ESOPs as a financing tool.Detailed information resulting from multiple surveys allows the authors to draw well-grounded conclusions regarding the question of why some employee-owned firms outperform others. The bottom line, they find, is that employee-owned firms that "do it all," implementing features such as employee participation and communication about finances, training, and cultural change, systematically outperform their conventional competitors. They also have an advantage over firms that understand employee ownership incompletely, if it all, and yet claim to adopt its methods.

Using data from an extensive study of employee-owned companies in Ohio, where employee ownership is a well-developed trend, this book offers a strong empirical portrait of firms with Employee Stock Ownership Plans (ESOPs). It describes how these plans work and places their emergence and change in a historical context. John Logue and Jacquelyn Yates examine firms that have succeeded in employee ownership and those with failed plans. Some companies, they find, are committed to the concept of employee ownership, and others merely use ESOPs as a financing tool.Detailed information resulting from multiple surveys allows the authors to draw well-grounded conclusions regarding the question of why some employee-owned firms outperform others. The bottom line, they find, is that employee-owned firms that "do it all," implementing features such as employee participation and communication about finances, training, and cultural change, systematically outperform their conventional competitors. They also have an advantage over firms that understand employee ownership incompletely, if it all, and yet claim to adopt its methods.