The chain of command where I teach Civil Affairs and Marine Corps leadership at Marine Corps University is very straight forward. It is a top
each of the 2 below must be 150 words each with one source each.
#1
The chain of command where I teach Civil Affairs and Marine Corps leadership at Marine Corps University is very straight forward. It is a top down organization where rank and authority are paramount to the organization. Rank is established and the ways to gain rank are the same for every member. Analyzing structural contingency theory (SCT) shows me that the structure, environmental uncertainty, and technology can cause influences within my command structure (Sayilar, 2016). SCT framed for me how my organization is influenced by other military occupational specialties (MOS) and how rank are intertwined throughout my organization and that it affects how the organization is run and performs.
Different organizations structures are more open to change and others make it prohibitive (Morton & Hu, 2008). I agree with this research because I see how my organization does not deal with technology well and has a long history of doing more with less. It has become a part of Marine Corps ethos and culture. Reading Sayilar (2016) has given me a better understanding of the history of SCT and how/why it affects my organization. The strength of the organization is the rank structure and stability, the weakness is how technology can change it.
How organizational structure is defines has allowed me to better understand why structure has been established and how it can breakdown due to outside influences. It also allows me to understand that in war, our job is to break down the enemy’s structure so that it dissolves. Better understanding of how things can break down the structure, assists me in teaching this concept to Marines. The Marine Corps is very structured and is proud of how this structure is represented. It is set up so that each Marine can step into the leadership role of those above them so that the structure is harder to destabilize. SCT illustrates clearly why this is important.
References
Morton, N. & Hu, Q. (2008). Implications of the fit between organizational structure and ERP: A structural contingency theory perspective. International Journal of Information Management, 28(5), 391-402.
https://doi.org/10.1016/j.ijinfomgt.2008.01.008
Sayilar, Y. (2016). The past, present and future of structural contingency theory. Is, Güc: Endüstri Iliskileri Ve Insan Kaynaklari Dergisi, 18(4), 99-124.
http://dx.doi.org/10.4026/2148-9874.2016.0333.X
#2
The structural theory lens refers to how an organization is designed and the relationship it has with its surroundings (Sayilar, 2016). When looking into my organization, some observations I saw was: the chain of command is very easy to follow. parents, teachers, assistant principal, principal, central office directors, school board, and superintendent. When a problem arises in our organization or school, these are the steps that are followed to eventually come to the conclusion of the problem. When assessing assessing the chain of command, I feel that most of the time problems get lost in the chain and are never fully resolved. For example, when a teacher brings a problem to the assistant principal or principal, and both leaders have to get an answer from higher up, the answer never comes from higher up or the school leaders get the answer then never address the answer with the person that had the problem. Sometimes I feel like that central office leaders do not want to deal with any problems and those people expect the problem to be resolved before it makes it to central office desk.
Even though the chain of command is easy to understand, not everyone used the chain correctly. It would be helpful if employees of the school system used the chain correctly or if those people aren’t sure what the chain of command is, then those employees should be given or taught the problem steps. If the chain of command is followed properly then this system will work. If the chain isn’t followed properly then a lot of finger pointing and angry individuals are produced. Eventually, the superintendent of schools will have the final word along with school board on many of the situations. Hopefully those decisions are made in the best interest of solving the problem.
Sayilar, Y. (2016). The past, present, and future of structural contingency theory. Is, Güc: Endüstri Iliskileri Ve Insan Kaynaklari Dergisi, 18(4), 99-124. doi:http://dx.doi.org.ezproxy.liberty.edu/10.4026/2148- 9874.2016.0333.X
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