MANAGING

³The Beautiful Game´

............ APPENDIX ± 1 B: INNOVATION MANAGEMENT ......... 3 CONCLUSION ....... APPENDIX ± 1 C: COLLABORATION ....... .............. ........ .............................. .................... .............. Error! Bookmark not defined........................................................................... ................... . APPENDIX 2: BIBLIOGRAPHY ................................................. APPENDIX 3: STATEMENT OF ACADEMIC HONESTY . APPENDIX 4: PEER ASSESSMENT .. Error! Bookmark not defined.......................................... .............. Error! Bookmark not defined.. ... 3 BOOT ROOM V/S BOARD ROOM .......TABLE OF CONTENTS INTRODUCTION ............................. APPENDIX ± 1 D: NOTES ON SLIDES ...................... ....................................... ................................................... Error! Bookmark not defined...... Error! Bookmark not defined...................................... Error! Bookmark not defined..... ................. 5 APPENDIX ± 1 A: RATIONALITY AND DECISION MAKING ................ ................................. ............. .... ................................................... . Error! Bookmark not defined..........................

Previous performances are studied and reflected upon. formations are tweaked and customized to counter the rival¶s strengths. we will pave the path to a brave new world. training sessions are organized to work on weaknesses.. However. As MBA students. We learnt to float when we were thrown into management. these illusions of grandeur are also responsible for bringing the global economy down to its knees in the first place. There is no established recipe to make a great football manager. By investigating how theories meet practice on a football field. He is answerable not just to his employers but also to millions of fanatic fans. we aim to establish a parallel between a stadium¶s boot room and a corporate boardroom. This is strikingly similar to Henri Fayol¶s five principles of management. We aim to play a significant role in the metamorphosis of this sluggish economy into a financial juggernaut. and we started looking for analogies in our day to day life where management theories reconcile with practical application. Our passion about football led us to explore an intriguing analogy as managing a football team and striving to bring the best out of a group of highly competitive and individualistic players for the greater good of the team is akin to the proposition faced by today¶s managers and CEO¶s. These stakeholders expect the football manager to deliver a set of objectives. Though some of us are studying these theories for the first time. sport and health science professionals etc. as managers. believe that the global economy is on the cusp of a great transition. These principles help us. The astronomical amount of capital pumped into football these days has made the job of a football manager a nightmare. to continually adapt and improve in an ever changing environment. Forecasting and planning for next week¶s match requires detailed Intel about the opponents. The results matter. all of us have applied them in the past in one way or the other. a game plan is devised and communicated to all and finally the manager co ordinates with behind the scene actors like the coaching staff. but the ingredients can be found in various management theories. the football manager will study the performance to identify potential strengths or weaknesses for the future. BOOT ROOM V/S BOARD ROOM Today¶s football manager walks a tight rope. The jazz metaphor expanded our understanding of complex adaptive systems. Irrespective of victory or defeat. This preparation results in a competitive performance. it is thus essential to learn how to wield this twin edged sword called ³Managing´. though victory cannot be guaranteed. as optimists. The fans are an integral part of the stakeholders in a football club. but so does the style of play. Armed with management theories. Reflection on the events that triggered this downfall tells us that the very management theories that helped fuel the economy brought about its collapse too. This realization sparked a debate about the usefulness of studying theories and their practicality as some of us believed that each manager has his or her own management style and a theory that is developed by personal experiences. Attention to detail is a key aspect of this job. . We used Fayol¶s principals even though we did not know of him.THE BEAUTIFUL GAME - INTRODUCTION We.

Mintzberg¶s behavioural description makes an interesting read and explains the importance of obtaining the right information and processing it in a way that aids decision making. Interviews with the four team members proved that their productivity suffered and the authoritarian set-up stifled creativity. A strong theoretical foundation can help managers spread their wings and fly. leader. Dalglish is known as a people¶s manager and his style of management is described as participative and innovative. These resources can be financial as well as personnel. His inspiration and bold strategic changes helped Liverpool to rise like a phoenix and eventually win the match. weather etc can lay waste all the strategies and plans made before the match. four of us belonged to organizations where theory X was rampant. unforeseen events like injuries. Theory X. the opposition manager can alter the game play by one move. but if we are inept at swiftly responding to unforeseen stimuli. The strategies employed in the ³boot-room´ can be directly used as a metaphor for theories used in the ³board -room´. Kenneth Dalglish to return to the helm. An analysis of his performance made us realize that his behaviour where he acted like a figurehead. we can make numerous projections and strategies. then all our preparation will come to no good. There was discontent among players and he finally lost the dressing room.The ever changing environment is the bane of all managers as it makes the task of forecasting and predicting almost herculean. Half time at the Ataturk Olympic Stadium-Istanbul. Like a football manager who chooses the right mix of players depending on the tactics of the opposition rather than just pick his eleven best players. It is said that a crisis brings the best out of natural leaders. A good way of allocating and utilizing limited resources is by being innovative and trying out new permutations and combinations. Although Dalglish has unshackled the players. Various management theories stress on leadership types and motivation skills. suspensions. The theory that caught our eye was Douglas McGregor¶s XY theory. Theories have to be viewed as a means to an end. Creativity is now encouraged and overall morale is on an all time high. he has made a stringent code of conduct and is running a tight ship. Managing these situations differentiate a good manager from an average one. A certain amount of risk is imperative as fortune favours the brave. Liverpool was losing 3-0 to AC Milan in the Champions League Final. Just like a game of chess. the environment is continuously changing. as he was deemed as extremely authoritative. During a football match. out of a group of six. We believe that management theories should be used as a foundation rather than a framework. It was during the half time break that Rafael Benitez earned his spurs. In the corporate world. In fact. manager of Liverpool Football Club. disseminator and resource allocator matched a lot with Mintzberg¶s behavioural roles of management. Also. This tells us that neither theory X nor theory Y should ideally be used in isolation and to become a successful manager. Some managers tend to get boxed in their thinking while following theories down to the tittle. which results in diseconomies of scale. we need to find a right balance of theories. The above observations made it clear to us that management theories definitely have a place in today¶s hybrid business environment. a corporate manager has to keep the organizational goals in mind while selecting a project team. This is McGregor¶s theory Y. is very common. was a definite crisis for Rafael Benitez. . May 25 2005. Theory X was the reason why Rafael Benitez was asked to quit as manager of Liverpool Football Club. One aspect of Mintzberg¶s roles that struck us as extremely important is the role of a manager in allocating resources. This paved the path for club legend. They view theories as frameworks within which they prefer to function.

we all agree that good theories don¶t make good managers. This ³scientific´ approach to business tries to identify patterns and motives and reduces the stress on human innovation and creativity. Various theories can just provide ingredients which a manager can use to conjure a success. He or she may not get it right for the first few times. Even though we appreciate the ³scientific´ approach. Running a Not for profit organization is quite different to running a profit seeking highly competitive firm. Another bone of contention is the application to theories to different management roles. we believe management to be an art -an art which can be honed and developed over time with trial and error. rather good managers make good theories. But continuous critical reflection and learning from errors will definitely help. Theories are not a recipe for success.CONCLUSION Even after coming to a consensus about the importance of theories. Some believe that theories turn management and business into a science. we were still not sure about their practical implementation. In the end. . So is there a universal theory that fits all? We realized that the answer to this question is an emphatic no.

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