In several studies on aviation accidents, human error has been cited as the root cause of most of these accidents. The main problems of these human errors were failures in interpersonal communication, leadership and decision making in the cockpit (or flight deck). With this and the need to improve aviation safety in mind, Crew Resource Management was developed. We will define the CRM and then further continue to define the subsequent automations and questionnaires that have developed through the CRM. We will discuss the importance of CRM, automations, questionnaires and research results. Crew Resource Management Crew resource management (CRM) has come a long way. The roots of CRM can be traced to a seminar, Resource Management on the Flightdeck, sponsored by the National Aeronautics and Space Administration in 1979 (Helmreich, Merritt, & Wilheim, 1999). Since it was first labeled at NASA as Cockpit Resource Management, CRM has evolved over many different generations. The first generation of Cockpit Resource Management was started in 1981 by United Airlines. The CRM training program was developed with the help of consultants whose training programs for companies focused on improving managerial effectiveness. Therefore, training seminars conducted using this program focused on individuals diagnosing their own management style and approaches to management training. The training program emphasized changing individual styles and correcting deficiencies in individual behavior (i.e., lack of assertiveness and authoritarian behavior). First generation CRM was generally psychological in nature. (Helmreich, Merritt, & Wilheim, 1999) The second generation of crew resource management courses characterized by curriculum development... in the middle of the document... in collaboration with the company. Organizational climate is not synonymous with organizational culture; rather the climate is the pilot's assessment of the culture. If there is a conflict between the organizational climate and the pilot's values, morale suffers and pilots will evaluate the organizational climate negatively. (Merritt & Helmreich, 1999) Summary We discussed crew resource management, its importance in the aviation workplace, and how it integrates with cockpit automation. We also discussed the effect of cross-culture in the cockpit through the Cockpit Management Attitudes Questionnaire and the Flight Management Attitudes Questionnaire. We further discussed the importance of CRM, cockpit automation, CMAQ and FMAQ. We then concluded with references to research completed by various studies and their effect on CRM, cockpit automation, CMAQ and FMAQ.