USMC 3RD MAR DIVISION1

Principles of management APPLIED RESEARCH(USMC 3RD MAR DIVISION)

William RoederPark University Internet Campus

A course paper presented to the School for Arts and Sciences and Distance Learning

In partial fulfillment of the requirements for the degree of

Bachelors Computer SciencePark UniversityDecember, 2014

This paper or presentation is my own work. Any assistance I received in its preparation is acknowledged within the paper or presentation, in accordance with Park University academic honesty policies. If I used data, ideas, words, diagrams, pictures, or other information from any source, I have cited the sources fully and completely in a citation within the paper and also listed on the reference page. This includes sources which I have quoted or that I have paraphrased. Furthermore, I certify that this paper or presentation was prepared by me specifically for this class and has not been submitted, in whole or in part, to any other class in this University or elsewhere, or used for any purpose other than satisfying the requirements of this class, except that I am allowed to submit the paper or presentation to a professional publication, peer reviewed journal, or professional conference. This is not a draft, and is submitted for grading to satisfy in part the requirements for this course and the program(s) in which I am enrolled. In typing my name following the word 'Signature', I intend that this certification will have the same authority and authenticity as a document executed with my hand-written signature.

Type Signature: Your Name Here (William H. Brooks III)

TABLE OF CONTENTS Page

INTRODUCTION1

BODY2

Diversity Management3

Ethical, Social, and Legal Responsibilities4

International Business5

General and Strategic Planning6Organizing Work and Synergism7

Organization Structure and Chart8 Work Team Utilization9

Staffing10 Employee Training and Development11

Motivating Employees12

Leadership and Management13 Managing Conflict and Stress14

Managing Change15 Controlling16

Appraising and Rewarding17

Operations Management and Plans18

Operations Control19

CONCLUSION20REFERENCES21INTRODUCTIONThe USMC 3rd Mar Division consists of infantry, communications and logistics based at Camp Courtney and Marine Corps Base Camp Smedley D. Butler on the island of Okinawa, Japan. Part of the III Marine Expeditionary Force (III MEF), the "Fighting Third" also operates and manages a Jungle Warfare Training Center at Camp Gonsalves which is located on Okinawa as well. The primary mission of the 3rd Marine Division is to manage and execute amphibious assault operations and to set up communications networks as directed. The Division is managed by USMC Command center / Administration , supported by Marine aviation, and force service support units that are readily prepared to be deployed, in conjunction with a Marine aircraft wing, as an integral part of a Marine Expeditionary Force in amphibious operations. TRANSITION PARAGRAPH Management is a very essential part of the USMC 3rd Marine Division and consists of a process composed of planning, organizing, staffing, motivating, and controlling. In todays USMC 90% of all officers and NCO's assigned to the 3RD MAR Div perform very well in all management areas. With management and leadership skills required of every Marine coming into the fleet, a foundation has been created that unifies and strengthens the entire corps. In the USMC every Marine regardless of rank is taught that a chain is only as strong as its weakest link, so all tasks are pushed to the extreme to achieve excellence, This is how management plays a vital role in heart of the worlds best military force. Diversity Management To successfully defend and protect such a diverse country as our own, the USMC has to be or definitely become diversified itself. A big step toward achieving this happened in 1941, when President Franklin Roosevelt signed Executive Order 8802 making it possible for defense jobs, government jobs and all military branches to open up to Blacks. This order prohibited discrimination, and allowed black men to be trained at Montford Point which was a segregated camp that black recruits built themselves on a part of Camp Lejeune, N.C., and this act paved the way for black men to finally become Marines. (Marine Corps leader praises service of black troops, DiversityInc.com). Today the Marine Corps still has much to achieve in regards to other diversity management issues such as increasing its number of minority officers and providing women with the right to fight alongside of men in combat. Despite these issues the USMC has still made many strides to increase the diversity within its ranks, examples are Maj. Gen. Gary Cooper, the first Black person to command an infantry unit in combat; Lt. Gen. Walt Gaskin, former commander of all Marine forces in Iraq and the first Black officer to command a Marine division and Frederick C. Branch, the first Black officer in the Marine Corps who also has a scholarship named for him. These are positive signs that the diversity management of USMC 3rd Mar Div is heading in the right direction.Ethical, Social, and Legal Responsibilities The USMC 3rd Mar Div ethical stance is reflected in its Code of Ethics which is composed of three words: honor, courage, and commitment. In the USMC all legal issues fall under the Military law, the military's Code of Conduct and traditions which date back to the Marine Corps origins. This Code of Ethics reflects these values and shapes the ethical standards for all Marines. The Marine Corps law states that every service member must guard their country and be prepared to give their lives in its defense, it also requires all Service members to never voluntarily surrender in a time of war, to resist if captured, to keep the faith with fellow prisoners of war, and to evade questioning if captured by the enemy. Marine Corps training on ethical leadership outline examples of desirable and undesirable actions. Desirable behaviors include performing duties well without complaint, working as a team and a setting a good example. Undesirable behaviors include cowardice, dishonor, negative attitudes and stealing from fellow Marines. The USMC 3rd Mar Div social and legal responsibilities are to place the U.S. Constitution, American law and ethical standards ahead of personal gain; behave in an impartial manner to all people; perform all duties with honest effort; act to protect and conserve federal property; disclose waste, fraud and corruption to the proper authorities; fulfill all obligations as American citizens, including payment of taxes; and comply with all civil rights and equal opportunity laws. (Principles & Values, Marines.com).International Business

Most international business thats occurs in USMC 3rd Mar Div is handled by the International Affairs Branch (PLU), this is a branch within the USMC that develops policies, manages programs, supports the Commandant, Deputy Commandant for plans, policies and operations. This branch also directs strategies and plans on matters relating to politico-military matters and international affairs, security cooperation, foreign disclosure and technology transfers. These actions are taken by the International Affairs Branch (PLU) to develop positive political-military relationships and build partner capacity with all foreign partners. Another branch that handles USMC International business is the Marine Corps Systems Command unit, this unit plans, coordinates, implements, and executes all Marine Corps related security cooperation acquisition and logistics matters, their responsibilities also include the sale of defense articles, services, international agreements, cooperation, and comparative testing programs. Finally this department handles the disclosure of classified information requests, technology transfer, procedures, instructions, and technical data packages to provide military assistance to friendly foreign governments.General and Strategic Planning In the USMC / 3rd Mar Div all general and strategic planning is developed and implemented to facilitate effective and efficient services, programs and infrastructure to Commanders, Marines, tenants and families. This task is achieved by the MCICOMs strategic objectives which create all supporting action plans, all measures of performance and all measures of effectiveness for the entire USMC. The MCICOM Installations Strategic Plan calls for 25 Supporting Action Plans to facilitateexecution of the Strategic Plan, In addition, MCICOM has directed strategic program initiatives that include action plans and initiatives for the USMC chain of command. All supporting action plans are developed by MCICOM to provide the implementation of all USMC strategies and enterprise perspective that will provide MCICOM Regions the basis for their respective Supporting Plans. All staff directorates assigned as the lead for the development of MCICOM will identify a lead plan Manager, a lead program initiative manager, and are responsible for the coordination of the development of the installation supporting action plans. This USMC management team objective is to formulate a Schedule of Initiation, plan of execution, desired outcomes, time phased into (l year, 2 year, and 3year) objectives and to conduct Measures of Performance that measures the effectiveness of the USMC / 3rd Mar Div.These management campaign plans are developed to achieve all USMC goals within a three year timeframe. Finally all annual goals will be established and reviewed yearly and periodic IPRs will also occur to track and manage progress. The yearly IPRS are as follows: Year one will focus on implementing Supporting Action Plans, year two will focus on standardization and alignment of functional areas, and year three will focus on strategic goal achievement, benchmarking and improvement.( United Stated Marine Corps, Installations Strategic Campaign Plan Book - Page 8)Organizing Work and Synergism The entire USMC chain of command is based upon synergism; in fact this is how all work, duties and orders are kept organized. The organized force of the USMC is composed of the following operating forces the Marine Expeditionary Forces (or MEFs), which represent the bulk of the Marine Corps. Each MEF consists of an infantry Division (DIV), a Marine Air Wing (MAW), and a Marine Logistics Group (MLG). Each Division is comprised of three infantry regiments, which in turn are comprised of three infantry battalions, which in turn are comprised of three infantry companies. The USMC is composed of 27 infantry companies per division; each MAW consists of three Air Groups, which are composed of three or more Squadrons, which are further broken down into Sections. Each MLG consists of three Combat Logistics Regiments, which in turn consist of three or more battalions, which then consist of three or more companies. This is how work is organized in the entire USMC.Organization Structure and ChartRetrieved: from de.academic.ru.com Dec3, 2014Work Team Utilization The USMC requires that all Marines learn and maintain the skills required to support team performance in various task analyses. Each Marine must pass competency performance evaluations and participate in all group observation undergirds which provides evidence of the achievement of reliability / validity through monitored data collection analysis. These tasks are assigned and evaluated by the research staff of the ONR-USMC Task Analysis Research Project. These Marines are in charge of Marine Team development skills, which consist of two basic areas of team performances: the skills of A Marine to support effective performance as a team member, and the Skills to support cooperation among TA teams.The staff of the ONR-USMC Task Analysis Research Project also utilize the training manuals II through V to provide every Marine with the information, procedures, methods, outlines, and references needed to improve their individual and inter-personal skills which are needed to support internal TA team capabilities and to build teamwork among the TA teams.Staffing Staffing in the USMC /3rd Mar Div is based upon the Marine human resource development process; the Marine DC M&RA is responsible for staffing units based upon the priorities established by the Commandant of the Marine Corps (CMC). The DC MR&A must give an order that specifies four distinct unit manning precedence level categories, and then these categories must designate the units that are assigned to them. The DC M&RA establishes the minimum manning level and the red-line levels of every USMC facility as well. Even the inventory plays a significant role things such as tanks and all military components at any particular Marine base play a huge factor in the amount of Marines needed to staff that particular base and to keep it running at 100%. All of these decisions are made by this sector of the USMC. Staffing needs in the Marine Corps are maintained to continue the required operational tempo and the only time man-power may be increased or decreased is to provide flexibility and rapid adaptation occurrences. This is done to respond more quickly to the Marine Corps needs and to maintain all of its operational forces.Employee Training and Development Marine Corps training include ethics education, which emphasizes the role of leaders in fostering ethical standards. Programs like Foreign Military Sales (FMS) and International Military Education and Training (IMET) are two key programs included within International Programs. While IMET is conducted solely on a grant basis, FMS can be conducted using cash, credits or grants. FMS Financing has superseded the previous FMS Credit and the Military Assistance Program (MAP). Communications and logistics training for 3rd Mar Div is received at MAGTFTC/MCAGCC school which also provides live-fire combined arms training, urban operations, and Joint/Coalition level integration training that promotes operational forces readiness as well as to provide the facilities. MAGTFTC/MCAGCC also services, and supports the needs of resident organizations, Marines, Sailors, and their families today and tomorrow.Motivating Employees In the USMC 3rd Mar Div motivation plays a huge role to success, it also plays an even bigger role out on the battlefield and could be the difference between life and death. One key to motivation is decisiveness which is a big deal in the Marine Corps. In any business leaders make decisions. and this is how things get done, on and off the battlefield Marines must know how to make decisions and stand by them. Standing by your decision demands respect, and respect motivates those who trust your decisions to follow and believe in you. In decision-making, you never change based on the situation, you remain whole and true to yourself whether its an easy decision or the stakes are high. Professionalism and integrity also motivates a Marine, when rank is carried appropriately lower ranking Marines respect that officer more. They are motivated to do a better job and represent the Corps better. Motivation also comes from the act of being appreciated or promoted with incentives like incentive and special pay which can be received in addition to your Basic pay in the USMC 3rd Mar Div. A Marine Corps member entitled to special duty assignment pay may receive such pay in addition to any other pay and allowance to which they are entitled. Education, training, and appropriate leave times are also ways to keep Marines motivated on and off the battlefield.Leadership and Management Leadership and management go hand and hand and this is what makes the USMC 3rd Mar Div continue to evolve under the most demanding conditions conceivable. One reason for this is because the USMC has refined a wide-ranging system of management that utilizes authority on demand. While the USMC retains a strong management pyramid; it still encourages people even at the lowest levels to make any and all decisions necessary to accomplish the mission when management guidance isn't at hand. On the complex, asymmetrical battlefields of the 21st Century, effective decentralized control and execution will be essential to mission success. The Corps has acknowledged this reality and has reinvigorated its efforts to prepare Marines with the leadership skills needed to deal with the high-stake challenges of the three block war...Mr. Freedman accurately captures the essence of Marine Corps leadership and thoroughly describes our unique approach to leadership training. Clearly, there is common ground between Marine leadership and business management. (On the Frontline: A Personal Guidebook for the Physical, Emotional, and Spiritual Challenges of Military Life, By: Tom Neven, Charles C Krulak, General Pg-87)Managing Conflict and Stress In the USMC 3rd Mar Div the first way to manage stress and conflict is to be able to identify and describe the components of conflict and why it is both constructive and destructive. Be able to practice strategies for coping with conflict. Be familiar with components of the problem solving process and describe the benefits of coping with conflict. While I was stationed in Okinawa Japan and a Marine in 3rd Mar Div I was taught three rules for conflict, Conflict is inevitable in any group that is together for any length of time, different people will have different viewpoints, ideas, and opinions, and conflict occurs whenever there is no internal harmony within a person, or whenever there is disagreement or a dispute between individuals. As a Marine I was trained to recognize the sources or conflict and how to avoid or engage them. Some Marines lose sight of these methods and get consumed by PSTD and other mental illnesses. Because the expectations and excepted levels of performance are so high in the USMC stress is always a big factor and a war going on in every Marines mind. . Trying to identify or determine the cause of conflict is sometimes difficult to analyze. Heightened emotions or bad feelings may cloud the real cause of any conflict and detract participants from examining the facts. Marines in all manager positions constantly monitor and evaluate all fellow Marines to see if stress has affected their performance levels and if so they are enlisted into available self - help programs.

Managing Change Managing change in the USMC is handle by providing those fellow Marines with workshops and support basics, some workshops highlight key areas of personal and family preparation for single Marines, married Marines and their respective families; either active duty or reservists. Suggestions for personal and family preparation including important documents, emergency communication, money management, and operational security, sources of assistance, and information and referral resources are provided. Mos changes and command changes are also managed by providing command team training thats designed to orient and guide command team members in their roles, responsibilities, and operating components of their family readiness program. This training provides the required information to implement and execute a successful family readiness program and a Commandteam handbook with necessary supplemental information for program operation, guidance, and referral.Controlling Control is utilized in the USMC through a hierarchy of rank going from the top to the bottom which consists of the lowest rank. Control is maintained through the pyramid process where the few at the top of the pyramid control the many at the bottom of it. This control is also fueled by the desire of those Marines at the bottom to be promoted in this Hierarchy to a higher position of authority, duty and respect. This self -motivated desire fuels the forever turning wheel of power and authority that sustains and gives the USMC its might. Top brass passes orders to their NCO whom then enforces these orders by assigning them to Marines who are further down the chain of command. This is the mechanism of control; a method of control which is managed and monitored at all times by each Marine on his or her post. Laws and codes of conduct provide legal authority to reward or punish any Marine for following are the disobeying these orders. Appraising and Rewarding Successful employee performance in the USMC 3rd Mar Div is key to accomplishing mission requirements and objectives and is a major part of the work that supervisors perform throughout the year. A successful performance management system ensures that work performed by Marines /employees accomplishes the goals and mission of the organization and that employees have a clear understanding of what is expected of them. Benefits of a successfully adopted performance management system include an organization that is directly aligned behind its goals and objectives and a motivated workforce where every employee understands his or her importance and role in the organization. After a division achieves its goals it goes through the monitoring and developing phase which involves providing ongoing feedback both formally and informally on progress in reaching employee goals. During this phase, development needs are addressed by providing training and ways to develop skills, by giving new assignments or higher levels of responsibility, or by improving work methods. Next comes the rating phase which involves summarizing employee performance. This process helps compare performance over time and provides a means for rewarding good performance. Finally comes the rewarding phase which is the process for recognizing and rewarding employees for their contributions to the organizations mission.Operations Management and Plans The USMC Administration handles all operations and management plans for every Marine, they perform all administrative and clerical functions in the areas of general and personnel administration for the entire USMC 3rd Mar Div. There is also a very wide variety of billet assignments available for Marines in this career field. Specific specialties in the career field include personnel clerk, administrative clerk and postal clerk.Operations Control Operations control starts at the pentagon then is passed on to the commandant and from this point it is sent to the top brass who meets with Logistics who then plans and carries out the mission and gathers the forces required to be successful. Logistics also distributes material, maintains facilities and moves personnel then the Marine Air Ground Task Force Plans manages the planning and execution of the deployment of forces. This field plans, executes, validates, employs, mobilizes, sustains and redeploys forces. Conclusion From the shores of Montezuma and back to Tripoli the USMCs 3rd Marine Division has utilized its world renowned management skills to set it apart from all other military forces. In the USMC the motto is To adapt and overcome and this is achieved by first not fearing leadership and secondly by taking the time to examine all obstacles that may lie in your path. At the moment when this is achieved those classes on how to develop steps and manage any situations always pull me through. Successful management and leadership is seen all throughout the USMC 3rd Marine Division, from the Commandant to the unknown PFC fresh out of boot camp, this is seen on the battlefields in Afghanistan to the insides of classrooms of schools with ROTC programs. What is seen here, is management being used to assert power and productivity, management being utilized to maintain and keep the USMC organized, and finally what we see is Marines of all ranks and diversities managing their business needs and personal lives, what is seen here in the USMCs 3rd Marine Division is management being used successfully to protect our way of life and freedom.

Works Cited

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