| dc.contributor |
Hatch, William D., II |
|
| dc.contributor |
Powley, Edward H., IV |
|
| dc.contributor |
Business and Public Policy (GSBPP) |
|
| dc.creator |
Borrego, Antonio L. |
|
| dc.date |
2019-05-15T19:37:30Z |
|
| dc.date |
2019-05-15T19:37:30Z |
|
| dc.date |
2019-03 |
|
| dc.date.accessioned |
2022-05-19T07:43:12Z |
|
| dc.date.available |
2022-05-19T07:43:12Z |
|
| dc.identifier |
http://hdl.handle.net/10945/62231 |
|
| dc.identifier |
31881 |
|
| dc.identifier.uri |
http://localhost:8080/xmlui/handle/CUHPOERS/100156 |
|
| dc.description |
Culture is a human concept central to the existence of societies. Perceptions of an organization’s culture are based on individual thought coalescing into group consensus. Cultural disparities may have evolved between active units and the Marine Forces Reserve due to variances in law, practice, and involvement in the non-military world. This research sought to define the cultural perceptions that active component and reserve Marines have toward active forces and Marine Forces Reserve. Cultures were measured using Kim S. Cameron and Robert E. Quinn’s Organizational Culture Assessment Instrument. Analysis considered the potential impact of status as an officer or enlisted member, a reservist’s region of service, and assignment in a major subordinate command of service.
The analysis indicated active and reserve Marines have closely aligned perspectives of active forces. Status as an officer or enlisted member and reservists’ region of service positively impacted cultural alignment. Perceptions of Marine Forces Reserve differed between active and reserve members. Alignment was negatively impacted by Reservists’ region of service, assignment within a major subordinate command, and status as an officer or enlisted member. The study showed reservists should integrate smoothly into active culture, and active members may experience some difficulty integrating into Marine Forces Reserve’s culture. |
|
| dc.description |
Marine Forces Reserve |
|
| dc.description |
Marine Forces Reserve |
|
| dc.description |
http://archive.org/details/marineforcesrese1094562231 |
|
| dc.description |
Lieutenant Colonel, United States Marine Corps Reserve |
|
| dc.description |
Approved for public release; distribution is unlimited. |
|
| dc.format |
application/pdf |
|
| dc.publisher |
Monterey, CA; Naval Postgraduate School |
|
| dc.rights |
This publication is a work of the U.S. Government as defined in Title 17, United States Code, Section 101. Copyright protection is not available for this work in the United States. |
|
| dc.subject |
culture |
|
| dc.subject |
competing values framework |
|
| dc.subject |
organizational culture assessment instrument |
|
| dc.subject |
OCAI |
|
| dc.subject |
CVF |
|
| dc.subject |
I-I |
|
| dc.subject |
Inspector-Instructor |
|
| dc.subject |
Marine Forces Reserve |
|
| dc.title |
MARINE FORCES RESERVE ORGANIZATIONAL CULTURE ASSESSMENT |
|
| dc.type |
Thesis |
|