...Alex Ferguson’s leadership style Case study Introduction Alexander Chapman Ferguson, known as Alex Ferguson, was born in 1941, in Govan Glasgow Scotland. As a teenager he was working as a tool’s apprentice in his father shipyard then in his 19, he became a labor union activist and an active member of the “Labor Party”. As far as Ferguson’s “the football player” career is concerned, actually, he did not achieve a successful career. In fact, as a player Ferguson started with a small local football team the “Queens Park and St Johnston” club. Afterward, he got the chance to join the “Glasgow Ranger” club, yet this union did not last since he resigned after being responsible for the defeat of his team against its fierce rival the “Glasgow Celtic” club. So determined, Alex Ferguson joined the “East Stirling” football club but this time as a manager rather than as a player. His first management period lasted for three seasons and then was recruited by the Scottish football team “Aberdeen”. With limited resources, Ferguson achieved the unthinkable, he won with his club the “European Winners’ Cup” during the 1982-3 season. This achievement with “Aberdeen” was a milestone in his career and made him “THE” coach that many big names in the European football scene like Real Madrid, Barcelona, Arsenal, and Tottenham, wanted to engage him. Ultimately, Ferguson chose to join Manchester United (MU). During his reign, Manchester United advanced from an ordinary local team to a top-class national...
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...our report arose on a mix of our initial interest in the club and its interesting and very unique business perspective; this led us to the assumption that through the case given and the literature available we would be able to provide a thorough analysis followed by a critical and pointed discussion. The following sub questions were made in order to answer this comprehensively – As the organizational structure is a part of Ferguson’s era: - What are the strengths and weaknesses of Manchester United’s structure - How can a possible change of social structure effect Manchester United - How can a change of social structure and strategy effect Manchester United Sir Alex Ferguson has led the team to its enormous success since he was recruited from Aberdeen in 1986. (Grant, 2006, p.583), and is now seen and respected as being the worlds most successful manager of all times. His personality and management style has transformed Manchester United into the organization it is today, being one of the strongest brands and football clubs in the world. Sir Alex Ferguson is proclaimed to retire soon; this will undoubtedly lead to change and through this report we seek to examine the current Manchester United...
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...twice. Winning titles has gradually become a habit to the club and an expectation to the fans. Factors to succeed over the years United’s secret of success is well-known as Sir Alex Ferguson, who simply is the icon of the club. Over the past twenty-six years, as the manager of the club, Sir Alex has won thirty-eight trophies in all competition and made United the most successful football club in the history of English football. From time to time, his leadership and management philosophies have been studied worldwide and he gave the answer to success at a speech at the Harvard Business School in winter 2012. “The key to managing a club like Manchester United is to maintain the consistency and to pursue sustainability”, said Sir Alex Ferguson. During a season from August to May of the next calendar year, the premier league consists of thirteen-eight games and winning each of them is equally important. Arsenal, Manchester City and even United themselves, used to lead the table for the two-thirds of the season, however, they all gave away the title at the end due to some tragic performance towards end of the season. The league record has implied that the most stable team would win the title, in other word; consistency is the key to championship. Sir Alex has utilized consistency in his leadership style. In the twenty-six years as the manager, he never allowed any...
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...Leadership skills of Sir Alex Ferguson A legend in football once said “Only true champions come out and show their worth after defeat- and I expect us to do that” (Leadership-with-you.com 1941). These are the word of well-known football icon Sir Alex Ferguson or better known as Fergie. He is the retired manager of a famous club in England which is Manchester United. Alex Ferguson was a great leader when he was managing at the helm of Manchester United which is Old Trafford. He was not only look at as a manager but also a fatherly figure to many players. He displayed a variety of leadership skills at United, and many of his players are now great mangers themselves using his leadership and managerial skills at their respective clubs. Sir Alex Ferguson was born in Gaslow Scotland on 31 December 1941. As a youth he stated developing a passion for football. He stated playing as a striker at the age of 16 for Queen’s Park. Even with a good soccer it was hard for him to secure a space in the first team and hence he transferred to another club. He stated his professional footballing career when he was signed by Dumfermline of St. Johstone. He has a great career and was one of the top scorers of Scottish Football League. Alex Ferguson’s managerial career was a slow start with amateur clubs in Scottish Football first division. It was in his late 30 that Ferguson was offered the job to manage Aberdeen a club where he cemented his reputation as a top-flight manager. He broke the stronghold...
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...admin staff. The key strategy can be developed by assessing the environment that Man U operate in. There is no other sporting brand as big, particularly in Asia. So why not invest heavily in this area. It’s generally cheap to develop in China and Korea so it might be worthwhile setting up satellite training facilities to develop future talent. The main point is to continue developing the strength of the brand.. That is to win football matches and do so in a high profile and well-resourced manner. 2. In terms of team capabilities, why has Manchester United been so successful on the pitch during the 14 years up to 2009? What role has Ferguson’s leadership played in this success? It’s the science of marginal gains. Man U, have been lead by a very smart operator that has focused on fine-tuning every detail of the operation. On the pitch, Alex has demanded every player operate at there capacity of skill and commitment. The small details only become important when the base elements are built with a solid foundation. Man U has built a very solid foundation that seams easy to put the cream on the top. It really is quite the opposite. The hardest part to get right is the last 5% as everyone is focusing on making the same marginal gains. When referencing their...
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...Manchester United lost the Premier League title on the last day of the season, but they still lay claim to another title, though: The world’s most valuable sports team. Forbes estimates Manchester United (Man Utd) is now worth $2.23 billion, 19% more than No. 2 Real Madrid, which is worth $1.88 billion. *What are the main sources of equity for the Man Utd? Brand equity is the most important asset of organization. Why a number of world-wide fans are fanatical about Man Uted? It is hard to choose the one thing, but I’d like to tell that Man Utd’s main source of brand equity is ‘Good Perceived Quality.’ Perceived quality drives financial performance, often a major strategic thrust of products, and linked to and often drives other aspects of how a brand is perceived. Man Utd had a lot of hardships and was in adversity in their history. Overcoming many troubles, they played interestingly and have a lot of talented players, so this gives the people catharsis when they watch aggressive and dynamic matches of Man Utd. Thereby getting across this perceived quality to people, they love Man Uted as a brand. **What does Man Utd’s CBBE pyramid look like? 1. Brand Identity: Salience- England premier league football team 2. Brand Meaning Performance- with talented players, excellent performing foot ball team, landed many kinds of championships during long time. Imagery for the public- self-esteem when customer using, wearing their items historical, experienced Imagery...
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...have these skills, this automatically means they are FAKE shams of an effective sports leader. Having only some of these skill qualities result in ineffective Sport Leaders, who are too lazy to acknowledge these advance skills to succeed. Sports leaders who don’t have these skills should not have honour to have LEADER in their profession. The First quality that is vital in being effective in sports leadership is the Knowledge of Sports Skills, so in this case meaning the Sports Leader must have a good knowledge of the participant’s skill development, technical ability and technical demands in order to carry out the session correctly and successful. This will thus help the sports leader make a decision on what specific, simple skill is require to help the participant succeed in the activity and enjoy it at the same time. This will then make the sessions fun and not too difficult. Moreover, these factors are very important to know. For example, one of my close friends was a former sports leader, and I came along to one of his session to watch him performs in his sports leadership sessions; he did a football session with the kids. I watched the session and he turned a difficult football session into a fun one for the children, as one of the first issue was that group of amateur footballers didn’t have the right technique to fully volley a football on target towards the goal, this is considering that the goal was a few metres away from them, so that the kids didn’t find it to challenging...
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...MANCHESTER UNITED FOOTBALL CLUB LINXIU ZOU/12422048 17/03/2014 TUTOR: DINUSHA BOTEJU STRM047 STRATEGIC MANAGEMENT 2598 words 1. Introduction Manchester United Football Club (MUFC) is one of the world’s biggest football clubs with more than £363 million in revenues. Facing an intensive competition, the survival and growth of MUFC relies on its core competences in order to obtain competitive advantages in such fierce markets. Being a leader in upscale industry, it stands in a unique position, but still faces competitions from its rivalries. The objective of this study performed a value chain, VIRO framework, Five force, and PEST analysis, identifying the internal and external environment of MUFC, the core competences of MUFC, the strategic directions and the implantation of the key strategies, the objective is to improve the efficiency of MUFC and achieve the football club industry sustainability in future. 2. Identifying and assessing MUFC’s competences Through examining MUFC’s competencies and performance in discrete activities, we can inferentially assess its overall competency. Parthasarthy (2007) stated that successful companies must possess both entrepreneurial and operational competencies. Thus, value chain is adopted to recognize and evaluate operational competencies (Porter, 2012). 2.1 Value chain Figure 1. Value chain of MUFC Value chain analysis facilitates MUFC to identify its competitive strengths and cost position. Figure 1 shows that MUFC’s...
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... Table of Contents JEZ Leadership is evolving. It must now be shared. CEOs, CMOs, and consumers all have the power to drive brand value. Brands are where business strategy meets reality. GINNI The New Rules of Brand Leadership 2 From Information to Intelligence 82 Sector Leadership Best Global Brands 2013 10 86 BISH Methodology Creative Leadership 70 120 Contributors China’s New Brand Leaders 74 126 Corporate Citizenship 2.0 78 MARK CHIEKO The New Rules of Brand Leadership By Jez Frampton In our globalized, hyperconnected age, one question persists in boardrooms, corner offices, business schools, and conferences all over the world: What is leadership and how has it changed in the 21st century? Driven by rapid technological advancement, the digitization of nearly everything, and the ever more intricate interdependencies of the global market, the business landscape has transformed over the past two decades. Operating in a bewildering new environment in which little is certain, the pace is quicker and the dynamics more complex. Those who lead today’s brands can no longer rely on once immutable truths or principles of leadership honored in times past. It is a new world. And as purchasing increasingly shifts from a physical experience to a virtual one and transaction-based interactions between brands and consumers shift to relationship-based interactions, new skills and sensibilities are needed. Leadership roles are converging, traditional...
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... Table of Contents JEZ Leadership is evolving. It must now be shared. CEOs, CMOs, and consumers all have the power to drive brand value. Brands are where business strategy meets reality. GINNI The New Rules of Brand Leadership 2 From Information to Intelligence 82 Best Global Brands 2013 Sector Leadership 86 BISH 10 Creative Leadership 70 Methodology 120 China’s New Brand Leaders 74 Contributors 126 Corporate Citizenship 2.0 78 MARK CHIEKO The New Rules of Brand Leadership By Jez Frampton In our globalized, hyperconnected age, one question persists in boardrooms, corner offices, business schools, and conferences all over the world: What is leadership and how has it changed in the 21st century? Driven by rapid technological advancement, the digitization of nearly everything, and the ever more intricate interdependencies of the global market, the business landscape has transformed over the past two decades. Operating in a bewildering new environment in which little is certain, the pace is quicker and the dynamics more complex. Those who lead today’s brands can no longer rely on once immutable truths or principles of leadership honored in times past. It is a new world. And as purchasing increasingly shifts from a physical experience to a virtual one and transaction-based interactions between brands and consumers shift to relationship-based interactions, new skills and sensibilities are needed. Leadership roles are converging,...
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...Bloodlines of Illuminati by: Fritz Springmeier, 1995 Introduction: I am pleased & honored to present this book to those in the world who love the truth. This is a book for lovers of the Truth. This is a book for those who are already familiar with my past writings. An Illuminati Grand Master once said that the world is a stage and we are all actors. Of course this was not an original thought, but it certainly is a way of describing the Illuminati view of how the world works. The people of the world are an audience to which the Illuminati entertain with propaganda. Just one of the thousands of recent examples of this type of acting done for the public was President Bill Clinton’s 1995 State of the Union address. The speech was designed to push all of the warm fuzzy buttons of his listening audience that he could. All the green lights for acceptance were systematically pushed by the President’s speech with the help of a controlled congressional audience. The truth on the other hand doesn’t always tickle the ear and warm the ego of its listeners. The light of truth in this book will be too bright for some people who will want to return to the safe comfort of their darkness. I am not a conspiracy theorist. I deal with real facts, not theory. Some of the people I write about, I have met. Some of the people I expose are alive and very dangerous. The darkness has never liked the light. Yet, many of the secrets of the Illuminati are locked up tightly simply because secrecy is a way...
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...Educational Psychology: Developing Learners This is a protected document. Please enter your ANGEL username and password. Username: Password: Login Need assistance logging in? Click here! If you experience any technical difficulty or have any technical questions, please contact technical support during the following hours: M-F, 6am-12am MST or Sat-Sun, 7am-12am MST by phone at (800) 800-9776 ext. 7200 or submit a ticket online by visiting http://help.gcu.edu. Doc ID: 1009-0001-191D-0000191E DEVELOPING LEARNERS JEANNE ELLIS ORMROD Professor Emerita, University of Northern Colorado EIGHTH EDITION ISBN 1-256-96292-9 Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City São Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Educational Psychology: Developing Learners, Eighth Edition, by Jeanne Ellis Ormrod. Published by Pearson. Copyright © 2014 by Pearson Education, Inc. Vice President and Editorial Director: Jeffery W. Johnston Vice President and Publisher: Kevin Davis Editorial Assistant: Lauren Carlson Development Editor: Christina Robb Vice President, Director of Marketing: Margaret Waples Marketing Manager: Joanna Sabella Senior Managing Editor: Pamela D. Bennett Project Manager: Kerry Rubadue Senior Operations Supervisor: Matthew Ottenweller Senior Art Director: Diane Lorenzo Text Designer: Candace Rowley Cover Designer:...
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