The relationships between the employees and upper management have deteriorated over the past century. In the early 20th century an individual would own a business and run it with a close relationship to those he hired and his community. He felt it necessary to be concerned for his employees and their welfare. He knew the business would not run were it not for his employees. Also, the employees relied on their management to make sound decisions for the business to prosper and in return they, and their community, would prosper. These people had roots and pride in their family and in the community they lived.

There are very little relationships in today’

The work place is changing at a highly accelerated rate. Management needs to re-evaluate the way they communicate and operate with the new workforce. Good communication and understanding are detrimental if businesses are to succeed in these times. Randall Peterson states in an article he wrote for The Financial Times that, "Whether a management team is competitive or co-operative hinges on the chief executive's personality. But the workplace is changing and the tyrannical leader could soon be a distant memory" (Nov 27, 2002 p8).

This is just an example of good business gone badly. With the changes in the workplace, there are certain key factors that need to be addressed when placing people in the positions of Senior Management Staff, and CEO.

Some topics in this essay:
CMA Management, EXECUTIVE SUMMARY, ANALYSIS Captain, Eric Wahlgren, CONCLUSION RECOMMENDATIONS, Financial Times, Lucent Technologies, Gun Travel’, Staff CEO, Recently CEO’s, soft competencies, top executives, senior management staff, sound decisions, 20th century, ceo company, stock holders, captain responsible, business run, gill 2001, gill 2001 ceo, competencies factors consideration, family community,