1. Can you explain why a successful military review and parade would be so effective in raising morale and a sense of esprit de corps?
2. Will having a military review and parade maintain morale if there are problems within the organization?

There is a tendency in management literature to compare a company with a military unit. The analogy works well when we are talking of mission, organization, discipline, and control. The military example is especially appropriate when we come to the human relations involved in persuading subordinates to accomplish a goal.

When comparing companies and military units, two terms that are frequently used are morale and esprit de corps. Morale generally refers to an employee’s attitude toward his or her job, employer, and colleagues. An employee with high morale would show signs of happiness, contentment, and pleasure in being at the workplace, and freedom from that level of tension that restricts productive output. A successful firm wants its employees to have high morale.

Whereas morale focuses on the individual’s attitude, esprit de corps refers to both a sense of cohesiveness within a group and a high level of satisfaction (within individuals) with the goals, status, and potential of the group. Traditionally, we have thought of organizations such as the United States Marine Corps, the French Foreign Legion, the British commandos, and General Patton’s Third Army as units with both high morale and a splendid sense of esprit de corps. A member of such a unit was expected to be extremely proud just to be a member of the group. Rituals developed over many years were calculated to keep morale high, and legends and anecdotes kept a special spirit of camaraderie alive along with a deep devotion to the institution and its missions.

Because such groups place high value on good morale and esprit de corps, the test of a leader within these groups was the degree to which the leader could foster these qualities. Officers and top non commissioned officers, therefore, became adept at noticing when these qualities were beginning to slip and took quick action to correct the lapse. Here is an example of corrective action taken in the United States Army.

Lieutenant Colonel Roger Brakeson commanded the 700-man 12th Tank Battalion on duty in West Germany. The colonel had noticed around the battalion area some signs of a lapse in morale and esprit de corps. It had come to his attention that some of the enlisted men were contemplating requesting a transfer to another outfit. What especially bothered Colonel Brakeson was the rumor that one of his second lieutenants wanted out. Brakeson’s plan to control the damage was announced to his four company commanders at a special meeting at battalion headquarters:

Gentlemen, on Friday we’re going to spruce up our team spirit around here. At 1630 hours, this battalion will stage a military review or parade, and I want every man except the guards and cooks to take part. To make the whole affair special, I’ve engaged a 70-piece military band from Heidelberg toplay as our fine troops pass in review. Prior to that, the band will lead a half-mile parade of our men through the village and onto our official parade ground.