Marine Corps Values: Marine and Planning, Organization in the Marines (Research Paper Sample)

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Marine Corps Values
Corps Values by David H. Freedman, it is stipulated that the U.S. Marines is committed in its quest to produce few proud people capable of scaling walls, striking hard as fast as possible and those who can decide on life and death situation amidst battle. Ideally, the Marine Corps is dubbed as a speedy-reacting and quite adaptable organization. The Marines are identified by core values of honor, courage and commitment in their daily operations, on and off the battlefield.
Marine and Planning
According to Freeman’s article, Corps actions are thoroughly planned before implementation. Before embarking on a mission, the Marines must be cognizant of the task ahead of them by working day and night in planning. For example, in Corps Values, the Marines invasion of parts of Camp Pendleton in San Diego had been prepared for. The unit does not take their missions lightly because of the technicalities involved (Krulak, 5). In the planning exercise, challenges likely to be experienced in the mission are studied in detailed perspective. Often, they are oblivious to what is in store for them in the real expedition. According to Spencer (2014), fortunately, at least six hours of planning carried out by the Corps who invaded Camp Pendleton makes them well equipped to face the mission than any other military units is capable after about six months.
Majorly, the Corps planning occurs in six stages. All the phases are meticulously covered to avoid erring (Spencer 34). It begins with problem framing, where the real issue is studied. In the course of action development, factors that led to the problem are studied and considered. The next stage is war gaming. It entails military strategies analysis that needs to be employed. In the course of action comparison and decision, the course of action is evaluated. The Corps are given orders which they have to develop. The last stage is a transition.
In the article, Robert Lee is sent to Vietnam with a mission of taking dozens of Marines, and then board a ship that has been packed with several refugees. He is supposed to secure from the aggressions of South Vietnamese soldiers. He is clueless about the mission and is compelled to strategically plan for it within the shortest time possible to avoid failing. He carries out the much-required reflection of the task ahead. The planning exercise gives Lee an insight of the mission. He learns that the said ship posses several decks and opts to treat it like a large building with several floors. He plans to secure it by starting at the top to assume gravity's favor in dropping his opponents faster. In his plan, deck by deck, the crew will secure the ship. The analogy portrays how the Corps plan and their perception on planning.
Organization in the Marines
The Marine Corps work in a two parallel command chains. Service chain of command starts from the President and runs through Secretary of Defense (Wilson 5). It continues to the Marine Corps Commandant. Operational chain of command begins from the US President, continues to the Defense Secretary and goes directly to all the combatant’s commanders for every mission. Wilson (2013), argues that it ends to the forces which are then assigned to their respective commands. Resultantly, the chain of command and the division of labor in the Marines assumes a decentralized or top-down hierarchical format.
The Marines portray an image of classic and rigid bureaucracies. On the other hand, its working structure s relatively malleable than most businesses (Wilson 8). They are sub-divided for administration in battalions and divisions. They affect how the Corps operate. The Marines think in a somewhat fluid and customizable sub-units. The Marine Air-Ground Task Force (MAGTF) is the heart of these groupings (Krulak, 45). It draws several marine units into an integrated force that can be in charge of operations. These tasks can be invasions, relief missions or evacuation. Marine Expeditionary Unit is the smallest part of MAGTF. It has approximately three ships that have weapons, jets, helicopters and supplies. MEU can be deployed in the scenes or called upon for help.
In Freedman’s article, Corps Values, Lee (a second lieutenant) receives a mission from a more superior office within the Marines. He is supposed to secure a ship from the aggressive South Vietnamese warriors. He organizes this task with his men (fighting force) that he heads. He delegates duties to all of them for the mission's success. He acknowledges that the Marines employ the decentralized form of management under the Rule of Three. The rule creates hierarchies in the organization. Resultantly, six managerial layers exist from the infantry private to the colonel who is entrusted to command his regiment (Krulak, 45). In the event of an action, these layers normally fall based on need. In all the levels, the Marines begin decision-making t respond to increasingly changing circumstances without necessarily adhering to the chains of command. Notably, privates are aware that they can carry out any initiative to ensure that the task succeeds.
Since the Marines can entrust mid and low ranked officers t make battle decisions, the Corps are compelled to put emphasis on the skills of those who take these responsibilities. Effective decision making is installed at lower levels as a requisite for down flow of authority in the organization (Wilson 23). However, it is significant to note that this task follows a chain of command. On the other hand, certain key decisions necessary for succeeding in the missions made by the forces do not have to necessarily follow the command chain.
Colonel Moore’s Influence on His Men
Colonel Moore is in charge of the Marine Expeditionary Unit. MEU is the smallest unit of the Corps. Moore has to control the soldiers and the entire ship which has weapons, jets, helicopters, and supplies. He has a great role ahead of him. Without charisma and somewhat sense of inspiration, he might fail in his duties.
His role as a Colonel in the Marine is considered to be closely analogous in the unit to a chief executive officer. Therefore, he works as a general who governs the entire MEU by delegating duties. He ensures that the daily managerial practice follows the chain of command.
He has absolute authority in the MEU and his men. It implies that he ‘owns' the unit and this is a significant belief for him to exercise control. However, he does not act like a supreme CEO like in many organizations. He might be mistaken to be unusually charismatic and forceful leader. He identifies with all his men and wears the same cloths that his mean put on. He reduces himself to a lower rank to earn their trust and respect. For example, he is not saluted yet the Marines tradition is that he should be saluted. Ideally, Colonel Moore narrows the gap between him and his men and entrusts them with greater roles to gain influence over them for his MEU's efficiency.
Moore’s Leadership Style
In the viewpoint of Du et al, (2013), the success of an organization is strongly embedded in the leadership style employed therein. Globally, companies or firms have failed due to wrong or inappropriate types of leadership. Critically, Colonel Moore is conscious of this fact. He is keen on how he wants to manage his MEU and his men (Du et al., 155). Ideally, his chosen type of leadership is a democratic one. Herein, he is the overall leader who makes the final decision but includes his men in the process.
Democratic leadership is enforced in a team work strategy. Moore issue orders to his men, who works on the mission while making critical decisions for success (Du et al., 157). He is not a dictator and does not carry himself like one. Instead, he elevates himself to the ranks of his men so that they do not have to salute him but view him as one of them. Consequently, he is free to them, interacts with them and is approachable by his men (Du et al., 158). Colonel Moore creates a free working environment for his men, which is ideal for Democratic leadership. Resultantly, Moore easily influences his unit because of this kind of management.
Democratic leadership employed by Colonel Moore is bound to change when his men get out of control. The major limitation of this leadership style is that it offers the junior members too much freedom. Excessive freedom is harmful. If his unit loose respect for him, then he will have to change to draconian antics to gain back full control of his MEU.
According to Du et al., (2013), globally, corporates are changing their forms of leadership to ones that incorporate even the junior most staff members in the decision-making process. Ideally, democracy is taking effects in firms because it has proven to be efficient. Most...