In the mid-seventies I earned my MBA from California State Polytechnic University at Pomona, courtesy of the U. S. Marine Corps. The Marines were glad to send me to graduate school at full pay and allowances, but I, in turn, was expected to then serve as a senior management analyst at the Marine headquarters in Arlington, Virginia.
I was put in charge of the Administrative Programs Section, which was responsible for all forms, reports, records and micrographic systems used throughout the entire Marine Corps. I had a dozen or so career civilians to run these various programs, and all were classified as "343" management analysts.
But dealing with these civilians put me through culture shock. First, I discovered that not one was a college graduate. Most held a GS-12 rank, but one, an old guy named Dan was a GS-13. He was the "forms" specialist.
Next, I discovered that they had no intention in implementing any effectiveness/efficiency programs dreamed up by some bright-eyed college guy. They would "slow roll" me, which means they listen without disagreeing, but in the final analysis would refuse to put forth the effort required to ensure the success of new initiatives. Some retreated into a "WHO" (wait him out) mentality. They knew I would be transferred in three years, but that they would still be around.
Well, what DID these bureaucrats do all day? Frankly, not much. They were pretty good, however, at the "care and feeding of their PDs." That means they would continually revise, embellish and lengthen their position descriptions in hope of being reclassified to a higher pay grade.
Why didn't I learn these things in graduate school? We studied principles of leadership, but little was said about "followership" on the part of employees. If you are now working on a BSBA or MBA, challenge your professors to talk about the "real world" problems you will face after college.
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