The changing sociological scene places greater emphasis today on self-fulfilment psychology and individual expectations, often at the expense of responsibility in relationships. This, coupled with greater demands on staff (especially on managers of corporations) places, at times, unrealistic demands on normally stable relationships, particularly in a marriage. The result is increased family tension, often resulting in marriage breakdown with significant scarring of partners and children; those individuals, so affected, suffer reduced productivity in their work roles.As we approach the 21st century, there is emphasis, in the management of corporations, on innovation and cost efficiency, thus placing greater pressure on individual staff.This paper takes the position that corporations, in their own self-interest and in the interest of staff, need to assess the impact of their current policies on not only their staff but also on staff families. While maintaining that it remains the single responsibility of individuals to make decisions on managing, effectively, their corporate/private lives, the author supports the proposal of others (Evans and Bartolome, 1980) that corporations' policies should help, not hinder, the process.Corporations which continue to ignore these considerations will incur long term consequences with significant impact on productivity and efficient management, aside from possible disastrous impact on their staff and families.Corporations in Australia are taking steps to address this situation but much more needs to be done. This was highlighted in the March 1985 'Middle Management' course with its associated Spouses Programme presented jointly by Australian Mineral Foundation and The Australian Administrative Staff College.Effective communication is at the heart of the matter, but no amount of training on this subject will bear fruit unless there is an associated commitment by executives to improve the effectiveness of their communication process, both in their corporate and family roles.
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