Management in Marine Corps Leadership by Gretchen Harbourt

spoonfedsoprano · Management in Marine Corps Leadership by Gretchen Harbourt

There are many forms of management in the world through corporations, the education system, non-profit organizations, and the military. I chose to read the book Fundamentals of Marine Corps Leadership (MCI 0033) from the Marine Corps Institute issued by the director, T.M. Franus. I feel that The United States Marine Corps have mastered leadership, confidence, morale, and are exemplary to management in the corporate world.
The bottom line in The United States military systems is the infrastructure of the chain of command. Each branch of the military is always different so I am going to identify The Marine Corp’s chain of command system to make it easier to understand. The structure may often seem ridged to the average civilian but it is necessary and serves its purpose. There are elements of macro and micro management that are necessary in this system. On the previous page there is a chart of the intriquet chain of command in The United States Marine Corps. The chain of command must be followed in order to achieve rank and is done through leadership skills.
Much like the U.S. Military; in management there is a chain of command structure.
In the U.S. Military system there is a defined chain of command structure in corporate business. Sometimes in business the chain of command is called “The Scalar Principle”. According to the management text; Management Fundamentals by Robert N. Lussier the chain of command structure is defined as “requires that each employee report to only one boss. The principle of unity of direction requires that that all activities be directed toward the same objectives.” In business and the U.S. Military share the same formal chain of command structure.
To become higher in the rankings in The Marine Corps a Marine is either a commissioned officer or a non-commissioned officer. A commissioned officer is appointed by The United States government, must have a bachelor’s degree, and must go to a school called (OCS) officer candidate school, once this is all achieved they can become a commissioned officer. A non-commissioned officer on the other hand goes to boot camp and works their way up the infrastructure through hard work. In the book I have read Fundamentals of Marine Corps Leadership, it focuses on the (NCO) non-commissioned officer.
When a Marine is at the level of an E1 or E2 as a Private or Private First Class and become interested in increasing their rank there are standards the Marine can follow to work their way up. In the book Fundamentals of Marine Corps Leadership, there is a chart of areas each Marine needs to achieve to work up to the next rank. Some examples of this are scores in; rifle, PFT (physical fitness test), time in rank, time in complete service of The United States Marine Corps, conduct and good behavior, proficiency in skills in general, numbers of your
Personal recruitment, and lastly college courses and MCI books that are like mail order college courses are all things that help achieve rank. When all these scores are totaled a Marine can know how eligible they are for achieving rank.
NCOs are held accountable for four major areas of responsibility that they must follow as their general mission once becoming an NCO. The four major responsibilities are to their country, The Marine Corps, the organization, and their subordinates.
NCOs convey responsibility to their country by showing behavior that is dignifies The United States of America. By setting an example of our country’s reputation to other countries, convey The United States is a protector and stands for freedom, and give the feeling that The United States are allies with them.
NCOs show loyalty to The Marine Corps by respecting and carrying out procedures, proficiency, and responsibility to move forward and learn skills in leadership, technology, creating a favorable image of the organization, and creating the image of respect to the other services.
The responsibilities to the organization consists of team loyalty but not at the expense of other teams/units, respecting your officer, being loyal to policies, and not achieving tasks by just going through the motions.
The responsibilities to subordinates include helping your subordinate Marines achieve proficiency in their (MOS) Military Occupation Specialization, educate them, and gives opportunities for self improvement.
There are three reasons why there is military leadership to begin with which can be applied to business as well. The coordination of people and activities in order to get the right people to do the job, to hold the military unit together, and lastly through demonstration, motivation, hard work, where the leader can help the unit to complete and to achieve their mission. This process all depends on the mission, leadership style, and lastly the situation.
In management leadership is defined through management, groups, and teams. In groups or teams definitions of leadership often differ and the management decides the direction the organization must go in. In groups the size is relativity small, there is a defined leader who is a decision maker, jobs/tasks are clear, leader evaluates performance, rewarded on an individual basis, organizational based, and is management directed. In teams the size is a bit bigger, shared leadership, members share responsibility, members evaluate each other’s performance, rewards are both individual and group, and team sets rules, and lastly is self-directed. Depending on the management style the organization will decide if they should operate in groups or teams.
In leadership group norms, cohesiveness, conflict, group development, decision making, and roles are terms in management that define leadership. Norms follows what the group defines as socially acceptable and unacceptable while working together.
Cohesiveness is where all members are present, provide additional times for the group to work together to get work done, and provides group support.
Conflict in a group/team is inevitable one being cognitive conflict where team members give constructive criticism and analyze problems to accomplish their mission. The other type of conflict is affective conflict which team member attacks each other personally which is unhealthy. There are many phases in group/team development that can make the teams develop.
These phases are as follows; forming where team members learn norms, rules, boundaries, and about each other, norming where there will be some conflict as the team learns about each other, performing where the team gets in the flow and starts to understand each other, and lastly adjourning where the team meets the peak of their development.
Decision making must be collaborative, can cause friction, but must then be resolved. Lastly there are three roles we see in teams. The task role where the individual wants to get the job done in order to support the bottom line, the process role where individuals “drink in” information at a reasonable pace when making a decision, and lastly the role that does not benefit the team as a individual role who is looking out for their self interest.
In The United States Marine Corps the leadership style choices are very simple unlike standard business. There are two choices of Authoritarian and Persuasive. Authoritarian is very autocratic where the leader needs to let the subordinates know they are in charge, tell subordinates what to do and how to do it, and makes decisions without any input. The persuasive leader does not overemphasize they are in charge, likes team development, makes a decision but also listens to the subordinates and is open for feedback. Most NCOs are a combination of these two styles.
These management styles are very similar when we are talking about corporate management. For example if we examine McGregor Theory X and Theory Y of Leadership Behavior it relates to these management styles. Theory X and Y state management styles of being autocratic, democratic, and laissez-faire. These three management styles are described as; autocratic where the manager makes decisions and telling subordinates what to do, democratic encourages employee participation, group work, and does not closely supervise, and lastly laissez-faire where employees are independent and know what to do on their own. Applied to management the U.S. Military it is most closely related to democratic and autocratic management styles.
Also in these management styles the sports models can be applied. The three sports models are; football (autocratic), baseball (democratic), and basketball (laissez-faire). Under this analysis of management styles football has defined roles and structure, baseball works in groups and teams with a degree of cross-training, and lastly basketball uses methods where each“player” needs to know all areas to perform the job in their department. Again under this structure according to the text The United States Marine Corps is a mixture of football and baseball.
Also from the text we can analyze the historical management of thought and which areas the NCOs are most closely related to. The four schools of management thought are; scientific, administrative, behavioral, and system. Scientific is described as focusing on the job, time and motion is important, also focusing on productivity. Administrative embodies management functions, structure, policies, that focus on outcomes. Behavioral focuses on motivation, communication, counseling, and improving productivity. Systems focus on the internal/external environments and works as a whole in order to accomplish their goal.
Under this system from the text The Marine Corps uses the scientific method for means of discipline, accomplishing functions in time, proficiency, and efficiency. Also The Marine Corps uses the structure of behavioral as well in order to achieve motivation to subordinates, communication to achieve the mission and strategic planning, and counseling to help marines overcome issues they may face.
Also under the historical management of thought there are also eight key roles of management. The roles are as follows; (scientific) producer, director, (administrative) coordinator, monitor, (behavioral) mentor, facilitator, (systems) innovator, and broker.
In this system according to the text the traits that The Marine Corps embodies are the coordinator that maintains the flow of the structure, one who is dependable, and reliable. As the monitor the NCO always knows what is going on within the unit, making sure each subordinate is following the rules, and evaluates if the unit is following the mission and meeting the objectives.
As the mentor the NCO is reasonable for nurturing and developing the marines in order to help them grow and progress. The NCO also must be the facilitator and have each marine work cohesively as a team and bring each team mate together. As an innovator the NCO needs to “mine out” unimportant information and to keep up to date with technology to lead the unit. The NCO also is the persuasive broker who is powerful in their position in order to get marines to follow orders, influential, and maintains reputation so the unit can feel there NCO is doing well. The NCO also is a producer by being highly motivated; task oriented, and has personal drive which also makes the subordinate marines feel good about their NCO. Lastly NCOs are good directors where they clarify directions in a simple way everyone can understand, they are decisive, and plan goals for everyone in the unit. As the director everything is thought out and very clear to understand.
NCOs also follow a code of leadership that helps NCOs decide their weak and strong points and evaluates them to get better. The leadership code is this;

“I become a leader by what I do. I know my strengths and my weakness and I strive constantly for self-improvement. I live by a moral code with which I set an example that others can emulate. I know my job and I carry out the spirit as well as the letter of orders I receive. I take the initiative and seek responsibilities, and I face situations with boldness and confidence. I estimate the situation and make my own decisions as to the best course of action. No matter what the requirements, I stay with the job until the job is done; no matter what the results, I assume full responsibilities. I train my men as a team and lead them with tact, with enthusiasm, and with justice. I command their confidence and their loyalty: they know that I would not assign to them any duty that I myself would not perform. I see that they understand their orders, and I follow through energetically to insure that their duties are fully discharged. I keep my men informed and I make their welfare one of my prime concerns. These things I do selflessly in fulfillment of the obligations of leadership and for the achievement of the group goal.”

When developing a leader as an NCO there is fourteen leadership traits that are important in gaining skills. These traits are as follows; Integrity that involves honesty, moral principles, and a sense of duty. Knowledge that is important to gain confidence, development of learning, learning the current changes that increase with technology, also reading and keeping up to date with current events helps the realm of knowledge and confidence. Courage is the physical and mental control over fears which is essential to leadership where leaders can recognize fears. Leaders remain calm in situations that create confidence within your subordinates. Decisiveness is the ability to weigh all factors and to make choices at a sound state and at a timely manner. Dependability is where the leader can be relied on to carry out any mission. Initiative is to see what is to be done and doing it without being told to do so. Tact is the ability to deal with people without causing favoritism and or friction with your subordinates. Justice is to leave out personal feelings, emotions, beliefs, or prejudices out of your time as an NCO in the Marine Corps. Enthusiasm to show sincerity to all your subordinates that can be contagious. Bearing is the appearance, cleanliness, and eloquent speech which aren’t lewd or sarcastic. Endurance is to function regularly even in fatigue and/or in pain. Lack of this can be mistaken for lack of courage or even laziness. Setting an example is imperative. Unselfishness is the action to give credit where credit is due and to not take credit for anyone’s work in order to take personal gain for their efforts. Loyalty is to your country, the Marine Corps, and to the subordinates as well as people of rank above you. The last leadership trait is judgment where NCOs must apply the ability to use logic, common sense, and to come up with possible solutions.
There are also eleven leadership principles that are important to becoming a great leader and NCO. All of these principles as well can be applied to any form of management. 1.) Be technically and tactfully proficient, 2.) Know yourself and seek improvement, 3.) Know your Marines and look out for your welfare, 4.) Keep your Marines informed, 5.) Set an example, 6.) Ensure the task is understood, supervised, and accomplished, 7.) Train your Marines as a team, 8.) Make sound and timely decisions, 9.) Develop a sense of responsibility among your subordinates, 10.) Employ your command in accordance with its capabilities, 11.) Seek responsibility and take responsibility for your actions.
There are many measurements and techniques that identify a leader. There are also four indicators of leadership that are exercised in each unit. These four indicators are Morale, Esprit de corps, discipline, and proficiency.
Morale can be applied to any kind of business ethics system and can be applied to any leadership role. Indicators in morale are; appearance, conduct, hygiene, cleanliness of quarters, and responsibility to taking orders.
Esprit de corps is loyalty, pride, and enthusiasm to your unit, your country, and the Marine Corps. Indicators of this are a strong competitive spirit, pride in traditions, and celebration of ceremonies, slogans, military music and high reenlistment rates in the unit.
Much like the Marine Corps, Espirit de corps is much like corporate cultures that express heroes, stories, slogans, symbols, and ceremonies. These corporate attributes that can be expressed through The Marine Corps, in heroes such as individuals that are expressed through stories. There are three people who have been celebrated through The Marine Corps I will mention.
The first is Lieutenant General, Lewis B. “Chesty” Puller who served in The Marine Corps in the Guerrilla warfare in Haiti, Nicaragua, World War II, and in Korea. He has won every decoration that the U.S. Military has to offer accept for The Congressional Medal of Honor but including five Navy Crosses.
Another fabled hero that The Marine Corps celebrates is Gunnery Sergeant, John Basilone. This figure served in World War II and won The Congressional Medal Honor in Guadalcanal which was one of the most difficult battles in the Pacific. On his way home him participated in a bond tour and decided to serve in battle once again at Iwo Jima where he died.
Lastly, there is Sergeant Major, Dan Daly who won two Congressional Medals of Honor and a Navy Cross. His awards were noted by holding his position in a dire circumstance, by inspiring his men to accomplish their mission and attack the enemy, and lastly accomplished another great feat by leading his men through a night tactical that then became an important victory. In addition to all of these accomplishments he also won three additional French awards.
The Marine Corps have many slogans that they use primarily for recruitment and many meanings that Marine’s live by. Some examples of these slogans are “The few, the proud, the Marines”, “Once a Marine, always a Marine.”, and “Semper Fidelis” which is Latin for “always faithful”.
The Marine Corps also have many symbols that it identifies itself with. Some of these examples are The Marine Corps “Eagle, Globe, and Anchor” that the organization most identifies itself with, The Marine Corps Flag, and the symbolism of the most know of all their uniforms the dress blues.
Lastly, ceremonies are another thing that the Marine Corps are lucky to have that not all companies in a corporate situation will have. The most popular ceremony is The Marine Corps Birthday (November 10, 1775.) This date is significant because it is the only military branch’s birthday that the president of The United States celebrates. There are other dates that The Marines are involved in and celebrated throughout the year as well. Some other examples may be in Memorial Day Parades, on The 4th of July, change of command ceremonies, and funerals.
Since The Marine Corps shares all these facts that create cultures it is safe to say that this organization has one of the strongest cultures in our country. They are a great example for many corporations to follow when trying to create or revamp a weak culture.
The next method that is important to discuss is discipline, proficiency, professionalism, motivation, and communication to be a successful unit and to achieve the mission.
Discipline encompasses a group attitude, prompt, and willingness to serve and to follow orders. The indicators of this are attention to detail, devotion to duty, respect to your senior officers, and willingness to perform without supervision.
Proficiency is being technically, tact, and physically able to perform tasks and successes in them. The indicators of proficiency are to emphasize team work, provide cross-training, high standards of performance, and lastly check proficiency through inspection and tests.
Professionalism is important as an NCO in order to lead, defend a nation, and to nurture subordinates when they are in the face of danger. Attributes for professionalism is technical competence, values, and ethical conduct in order to do well.
Motivation is the use of satisfying goals and needs. In the climate in motivation there are several things that must happen; make new Marines feel welcome, assign useful tasks, provide guidance, recognition for a job well done, avoidance to reprimand your subordinates in public, and lastly not assigning tasks that are too easy or difficult for them to carry out.
Communication is vital as an NCO because it can mean life or death. Hand gestures, talking, and in writing are the most common. To avoid misunderstanding communication is always expressed in simple terms to avoid double meanings and for all to understand without question to avoid fatal misunderstandings.
In management communications are also important. In management we deal with some sorts of conflicts that either creates a “win-win”, “louse-win”, or a “louse-louse” situation. In corporate management and the Marine Corps we must identify these abrasive behaviors to make communications more fluid. In these situation there are three types of attitudes; passive, aggressive, and assertive. These types of conflict are important in communication to resolve problems when a situation can be fatal or dangerous.
Managers/NCOs can chose these paths in conflict; ignore the situation is there rather than resolving it, giving in to the opposing side, force through aggression, a give and take compromise, and lastly collaborate through problem solving. Most of these choices will not work in management or in the military. The two choices that give the best results for the NCO/Manager or subordinate are through problem solving or the give and take compromise. These types of conflicts must be recognized in order for the NCO to be well rounded, fair, and to achieve communication with subordinates.
Another form of communication we’ll look at is the group structure of the four frames. In these four frames we analyze how the group, team, or unit’s beliefs through completing group objectives and communications. The four frames are as follows; 1.) Structural (Factory) to attain goals, designed to fit circumstances, specialization improves performance, and coordination and controlled by planning. 2.) Human Resources (Family) meets human needs, organizes itself around people, and tries to benefit all people as much as possible. 3.) Political (Jungle) which believes conflict is inevitable; develop ways to allocate scarce resources, seek a balance of power, and to negotiate. 4.) Symbolic (Temple) meanings of events are important, contains myths, stories, rituals, and metaphors to strengthen organization. From what I can see; the Marine Corps follows the Structural and the Symbolic communication styles in the four frames based on their structured chain of command and the symbolic methods for their patriotic beliefs, slogans, and ceremonies to strengthen the organization’s communication.
There are many issues facing the NCO of today’s world. Many of these issues involve genders, racial issues, drug abuse, and different kinds of culture shock. One of the newest issues in the United States Marine Corps is women in the Marine Corps. But this issue has been identified as inappropriate. In the United States Marines it is emphasized that a women is not to be identified as a “female Marine” because it causes a distance between genders but as fellow Marines because male and female are both still Marines. This however is a new issue the U.S. Military faces in the 21st Century and must be identified. Through the NCO leadership function the role of the woman has changed drastically over the course of this century, the NCO needs to find ways to treat Marines of any gender in the same way i.e. the NCO cannot show favoritism in any gender, and identify the NCO is in control no matter what gender they are working with.
The same situation goes without saying when the issue of race comes up although several races have been in the Marine Corps since its infancy. This is still an issue that needs to be identified as well. During the American Revolution African-Americans was a part of the United States Marine Corps but not after that war until the Korean War. So there may be racial tension in place because there was not much diversity in the organization until almost half way through the last century.
Diversity is an issue that is becoming increasingly important in business. According to the text book Management Fundamentals the statistics on the minorities have changed. For example the text states these facts; “it has been estimated that by year 2030, less than 50 percent of U.S. Population will be Caucasian” and “53 percent of college-aged students are members of minority groups”. This would be reason to believe in business and in the military minority groups need to be accepted.
Some example NCOs must watch for racial issues are; insensitive leadership, not understanding the need of racial identity, unfair rewards and punishments, racial militancy and reaction to it, limited recognition and awareness given to minority groups, failure to investigate problems that minorities have complaints about, and accusation towards minority groups. NCOs need to watch that they do not partake in these kinds of activities or leadership flaws. A way that the Marine Corps suggests to solve these problems that an NCO can see against subordinates is to communicate misunderstandings and replace them with facts when necessary. The NCO also can punish any subordinate that involves themselves in racial activity. Something that NCOs can do is to involve the Marines who belong to an ethnic group as a way of “breaking the ice”.
Another area that the United States Marine Corps are identifying is drugs and alcohol. This issue may have been a problem since the infancy of the organization but NCOs as leaders are forced to become aware of these social problems. A NCO must identify why the subordinate is taking the drugs, identify methods to find who is a drug user, make official orders for the substance abuser, identify the problems if they are an alcohol abuser, find the appropriate treatment facility for them, and lastly find ways to prevent this from happening again. These issues can be very difficult for an NCO to deal with because it is a very social issue to identify and it may be difficult to find the abusers. Once the NCO can identify who is the drug user they must take the correct action and must be taken very seriously.
From what we learn from business in the human resource management that dealing with Drug abuse and counseling is important for the business and employee. Through business and the Marine Corps these human resource issues are important to make the employee/subordinate feel important to the organization and to provide help for them.
Culture shock is another issue that Marine Corps NCOs are identifying. Culture shock is a mental disorganization when people are transferred into a strange or new environment. The first time this will happen to a marine when they are in boot camp and then if they go overseas where the Marine can be at different geographic locations. In this element there will be strange surroundings, feeling lost, and not knowing where to seek help. This causes Marines to feel a sense of frustration and dependency on other things or other people. In order to reduce culture shock a NCO can educate subordinates on customs in geographic locations and have good relationships with members of their unit so they have someone to go to for their problems. This is the NCOs responsibility to reduce culture shock and to make everything comfortable for the subordinate Marine.
There are other areas NCOs need to look out for. NCOs need to nurture their subordinate Marines. Examples are counseling and benefits such as insurance and retirement funds. Marine NCO nurturing is an important factor to mentoring that is used in corporate business and in the military systems. From the text Management Fundamentals it states that in business most corporate CEOs or people of management often serve as mentors to their subordinates to provide support for personal problems and to help these subordinate employees work their way up the infrastructure. In the Marine Corps NCOs must mentor marines with the issues of diversity, drug abuse, alcohol abuse, culture shock, and battle fatigue issues. This is again another cross reference on how traditional management relates to the Marine Corps.
Counseling is another social factor that Marine Corp NCOs must perform as being a mentor for the subordinate Marine. The NCO can look at the subordinate Marine’s performance proficiency to see how they are doing to see if they are in need of help or counseling. Some examples on this list are; attention to duty, military bearing, tactful and technical proficiency, initiative, endurance, judgment, decisiveness, morale courage, and physical fitness. Conduct is the other list that an NCO may look at that consists of; cooperation with supervisors, cooperation with peers, fairness, concern for fellow Marines, Espirit de corps, dependability, loyalty to supervisors, loyalty to peers, tact, honesty, and lastly weight control. If a Marine is seriously lacking in one of these areas the NCO may evaluate them for counseling. At this point and time the NCO can make suggestions and point the Marine in the right area for counseling. There are also different types of counseling that are used. Some examples are personal, professional, and career counseling.
Another area that is disgust is some human resource functions such as insurance and military benefits packages. The United States Marine Corps offers tuition reimbursement for college and technical courses, a life insurance plan, career planning for job retention, benefits for reenlistment, and the TRICARE heath care program through the department of defense. The United States Marine Corps has great benefits packages and cafeteria plans to choose from.
Lastly there are special situations that Marine NCOs are responsible for today’s world such as panic, battle fatigue, as well as situational analysis in these new problem areas in a growing technical society.
Insurance and cafeteria plan benefits are another Human Resource Management issue that the U.S. Military and business must face. There is a great deal of mentoring, job retention, and benefits packages available in business and the military.
Panic and battle fatigue is an area that NCOs must identify and must nurture subordinates because it can be life or death. The NCO must identify the condition and what causes it, identify procedures to avoid panic, identify methods to stop the panic once started, identify causes and symptoms of battle fatigue, and lastly identify corrective action required for battle fatigue.
The reasons panic can occur is mostly likely related to hunger, thirst, tiredness, and exhaustion. As well as danger that creates anxiety and insecurities. Also heavy losses, poor communication, scarcity of arms, and introduction of new enemy weapons can create a great deal of panic. A NCO can eliminate this by stopping the fear of the unknown by informing subordinate Marines, through realistic OJT (on the job training), and lastly the NCO can instill fellow Marines with confidence in the leader so they feel more comfortable and less anxious. To eliminate fear an NCO can also get the Marine’s attention by forceful physical action, persuading them, and by setting an example.
Battle fatigue is caused by no physical or mental breaks which cause tiredness that wouldn’t usually happen. Some examples of these side effects are; new found worries, the breakdown of a stable person, guilt for killing the enemy (but that isn’t always the case), and seeing your fellow men die in front of them. Some ways to counteract these side effects are turning to religion, to remember the Marines are protecting our country, and taking specific care of the wounded so Marines will feel their men are being cared for.
The indicators of battle fatigue is; nervousness and shaking, fainting under stress, noise sensitivity, continued loss of sleep after combat, continued depression, disorganized thinking and loss of emotional control. When all of this happens the Marines experiencing battle fatigue will be sent to the medical quarters to rest and get recuperated.
Lastly we will discuss the situational or SWOT analysis through the military. In the United States Marine Corps the situational analysis has a few different structured plans being BAMCIS, METT-TSL, KOCOA, and SMEAC. BAMCIS stands for begin the plan, arrange for reconnaissance and coordination, make reconnaissance, complete the plan, issue the order, and lastly supervise. The other method is METT-TSL which stands for; mission, enemy, terrain and weather, troops and fire support available, time available, space available, and lastly logistics available. KOCOA stands for; key terrain, observation and fields of fire, cover and concealment, obstacles, and avenues of approach. SMEAC stands for; situation, mission, execution, administration and logistics, and command and signal. These four methods are all similar but have somewhat different factors.
This procedure of situational analysis; BAMCIS, METT-TSL, KOCOA, and SMEAC are forms of SWOT analysis. In these units the NCO assigns the unit a mission in clear, concise language that is simple. If the NCO uses language that is not direct the results could be fatal. The unit is aware of the overall mission, values, and vision expressed by the unit and the organization as a whole. The NCO conveys the objectives and the strategic planning that he delegates down the infrastructure by rank to achieve the SWOT analysis. As we see in business and the U.S. Military systems the SWOT analysis proceedings are similar even though they go by different titles. Situational/SWOT analysis both follow the same bottom line.
These examples of situational analysis are great examples of SWOT Analysis. As an NCO it depends on the situation on which one they may chose. The example given in a non-combat situation applies the BAMCIS and SMEAC to preparing a meal in a mess hall. In BAMCIS; the plan is begun and decided how many rations are needed, reconnaissance is arranged through looking for food products in the warehouse to make sure what is needed is there, make reconnaissance by making sure provisions are available, complete the plan by showing that provisions are there and the plan can be carried out, issue the order by instructing the cook to prepare the meal, and lastly supervise that the meal is prepared adequately and timely. In SMEAC the analysis of the plan goes like this; the situation consists of the sergeant telling the cooks the meal must be cooked, mission is to feed the Marines in nutritious portions, execution is to prepare specific foods and assign mess Marines specific tasks to carry out, administration and logistics by telling the cooks how to organize rations and to prepare the correct paperwork, and lastly command and signal by having the mess sergeant state who is in charge and when to begin.
In METT-TSL the mission is key to first part of the course of action, everything that follows must follow the mission, the enemy must be identified, the terrain and weather conditions must be evaluated, the leader must realistically identify the ammunition, the weapons, and the troops available and may need to analysis what the unit can physically do, the time allotted must be looked at to carry out their mission, the space available must be also looked at, and lastly all of these factors must be put in place through logistics.
In KOCOA the NCO identifies the terrain to see possible advantages and disadvantages, observes the field of possible weather conditions, control of the unit, and the element of surprise that can happen in the situation, cover and concealment by protecting the unit from the enemy, identify obstacles that can stop, delay, or restrict movements, and the avenues of approach are based on the terrain so all of these previous observations must be made in order to make a decisive choice.
Threw the book Fundamentals of Marine Corps Leadership as managers we have learned how to become a non-commissioned officer threw achievement of rank, developing leaders through skills, traits, and principles, technique of leadership. We also learned about current issues we face in today’s world such as problems with minority groups, drug abuse, counseling, as well as benefits given in the U.S. Military system, and lastly how to handle panic, battle fatigues, and situational analysis using various methods. I have chosen this text as a tool for learning management skills and leadership that we can apply to management through the best organization that achieves confidence, loyalty, and organization to carry that out.

Work Citied

Robert N. Lussier. Management Fundamentals, Springfield, Massachusetts, 2006.

T.M., Franus. Fundamentals of Marine Corps Leadership, Washington, D.C., 2007.

Lance Corporal Tucker, Richard O. Heroes of the United States Marine Corps, Bernardston, Massachusetts, 2007.

www.marines.com