USMC 3RD MAR DIVISION

PRINCIPLES OF MANAGEMENT APPLIED RESEARCH

(USMC 3RD MAR DIVISION)

William Roeder
Park 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 Science
Park University
December, 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
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University or elsewhere, or used for any purpose other than satisfying the requirements of this class, except that I am allowed to
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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)

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TABLE OF CONTENTS
Page
INTRODUCTION............................................................................................................1
BODY...............................................................................................................................2
Diversity Management..........................................................................................3
Ethical, Social, and Legal Responsibilities...........................................................4
International Business...........................................................................................5
General and Strategic Planning.............................................................................6
Organizing Work and Synergism..........................................................................7
Organization Structure and Chart..........................................................................8
Work Team Utilization..........................................................................................9
Staffing..................................................................................................................10
Employee Training and Development...................................................................11
Motivating Employees..........................................................................................12
Leadership and Management................................................................................13
Managing Conflict and Stress...............................................................................14
Managing Change.................................................................................................15
Controlling............................................................................................................16
Appraising and Rewarding....................................................................................17
Operations Management and Plans.......................................................................18
Operations Control................................................................................................19
CONCLUSION.................................................................................................................20
REFERENCES..................................................................................................................21

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INTRODUCTION
The 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,

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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

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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,

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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 facilitate
execution 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

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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 Chart

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Retrieved: from de.academic.ru.com Dec3, 2014

Work 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

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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).

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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

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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.

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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 Command

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team 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.

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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

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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

Archive for category Marine Corps, Applying ToT to the USMC August 15, 2010
By: J. Durden in Marine Corps, Philosophy (Author)
United Stated Marine Corps, Installations Strategic Campaign Plan Book
By: Major General J. A. Kessler Commander
Principles & Values, Retrieved: Dec 03, 2014 from
http://www.marines.com/history-heritage/principles-values
International Affairs Branch (PLU), Headquarters Marine Corps, Retrieved, Dec 03, 2014 from
http://www.hqmc.marines.mil/ppo/Units/StrategyandPlansDivision(PL)/InternationalAffairsBran
ch(PLU).aspx

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3rd Marine Division, The Fighting' Third, 3rd Marine Division News, Zeroing in 3rd Marine
Regiment tests new sight, By: Lance Cpl. Suzanna Lapi (Author), Retrieved: August 15, 2010
http://www.3rdmardiv.marines.mil/News/tabid/3824/Article/534327/zeroing-in-3rd-marineregiment-tests-new-sight.aspx
Marine Corps Leader Praises Service of Black Troops, Retrieved: Dec 03, 2014 from
diversityinc.com,
http://www.diversityinc.com/diversity-and-inclusion/marine-corps-leader-praises-service-ofblack-troops/
(On the Frontline: A Personal Guidebook for the Physical, Emotional, and Spiritual Challenges
of Military Life, By: Tom Neven, Charles C Krulak, General (Foreword by), 31st Commandant
of the U.S. Marine Corp, Pg-87)
Performance and Compensation Management, Retrieved: Dec 03, 2014 from
http://www.quantico.usmc.mil/activities/?Section=CMBPCM
LeadershipNow / M2 Communications, Copyright 1998-2009, Retrieved: Dec 03, 2014 from
http://www.leadershipnow.com/leadershop/1978-5.html
Principles of Training, By: Arthur H. Kuriloff, California State University, Los Angeles
December, 1975(Pages 67-75)
3rd US-Marine infantry division, Retrieved on: Dec 3, 2014
de.academic.ru.com