Marine Corporate Culture Assessing Corporate Term Paper

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I will trust in my God and in the United States of America.

Sturkey pp).

In April 2001, two busses carrying eighty passengers arrived at the Officers Candidates School (Covington pp). They were students from one of the nation's premier business schools, the University of Pennsylvania's Wharton Business School, who had come to participate in a special leadership course where the future business leaders would gain first-hand knowledge of Marine Corps leadership principles (Covington pp). Troy Turner, a former Marine artillery officer and first year master's of business administration student, said, "We spend a lot of time in the classroom talking about leadership in school, this was a unique opportunity to show students what Marine Corps leadership is all about...This gives them a different perspective on the Marine culture and military leadership" (Covington pp). According to Sgt. Gary Smith, the students have come to learn how to handle leadership challenges in a stressful environment, "That's why we're here, to create that chaotic environment and evaluate how they react and make decisions in that environment" (Covington pp). The business students were profoundly impressed with the OCS instructors, who were very professional, and hard but fair (Covington pp). The student were divided into two groups, half tackling the muddy obstacles of the OCS Combat Course, while the other half took on the mental and physical challenge of the OCS Leadership Reaction Course where they were forced to use their intellect to determine how the strengths of the group can work to their advantage in order to conquer the intricate structure of the course (Covington pp).

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In turn, Colonel James Lassell took a group of officers to visit traders on Wall Street to illustrate a lesson in how to make fast decisions based on information flowing through the monitors, which may be exactly how colonels operate in future conflicts (Corps pp).

The Marine's commitment to decentralized management and bottom-up thinking as evolved over a two centuries, and has come about for a simple reason: high risk, high speed, high focus assaults tend to be unforgiving on bureaucratic or autocratic management styles (Corps pp).

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