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Brighton School of Business and Management - Newsletter July 2014

Brighton School of Business and Management News

 Welcome to our new Tutors

qualifications

 We are delighted to announce the appointment of 4 new tutors.

Each one has substantial business and management experience, a range of relevant academic and professional qualifications, experience of online tutoring, and, most importantly, is enthusiastic about helping mature students make a success of their professional development activities.

 Our new tutors are:

Michael Lewis

Heidi Northover

Dr. Anastasis Petrou

John Pratt

Profiles will shortly be available on the website at: http://www.brightonsbm.com/about/ourtutors.php

WIN an IPAD – Guess the Football World Cup Scores!

 We are running competitions during the World Cup – Guess the Score – correct entries will be entered into a prize draw at the end of the World Cup to win an IPAD

You can enter the competition via our:

Blog Page: http://www.brightonsbm.com/news/

Facebook Page: https://www.facebook.com/brightonschoolbm

Good Luck!

  Topic of the Month

 Do Football Managers Need Management Training?

Football-Image

As fans look back on how their clubs have performed during the season, and as the football World Cup is in full swing at the moment, and star players from leagues around the world are turning out for their countries, it seems an appropriate time to ask the question “Do Football Managers Need Management Training?”

Football clubs and country football associations, as in some other sports, seem to take the view that “managers” do not need to be trained in, or even have basic knowledge of, what the business world calls “Management”.

For example in the UK, the League Managers Association LMA, has a single management-related training course titled “Developing Leadership Skills for Football Managers & Coaches”. This sounds promising, as it is very much in line with titles of “business” qualifications, but it’s interesting to learn that the outcomes are not what you’d expect. They are:

On completion of the course learners will have improved their knowledge and understanding with regard to the following aspects: What to evaluate in match performance; How to evaluate match performance; How to use data and information.

Rather than: knowledge and understanding of management and leadership styles, organisational issues, culture and structure issues, managing individuals and teams, decision making, strategic planning, and the other outcomes common to management and leadership qualifications in the business world.

Perhaps this explains why the average tenure for a UK Premier League club manager is 1.72 years, and that in the 2013-14 season a total of 11 managers – out of only 18 clubs – were sacked during the season.

Other European premier leagues have a similar turnover of managers: in La Liga there were 16 changes of manager from June 2013 to May 2014, and in Serie A 16 changes also – out of 20 clubs in both cases.

One of the likely reasons is that many “managers” – of clubs and of countries – are former players – players who had successful, even illustrious, playing careers, and then turned to “management” on retiring from playing, after gaining coaching qualifications – but not management and leadership qualifications.

Another reason may well be that the title “manager” is not an accurate one – that in many clubs the role is actually mainly a coaching one.

However, most premier league teams in most countries have a first-team squad of around 25 players – 25 individuals, often from a diverse range of countries, many speaking different first-languages and limited local language, and – tellingly – most of them earning around £100,000 per week – £5 million a year! – with star players in the top teams earning £200,000 or more, per week – £10,000,000 a year!

Such a diverse and complex group of individuals, that squad, surely needs what the business world would call “managing” – not just coaching in playing skills and tactics.

An interesting question is: If the “manager” doesn’t do it – who does?

  Professional Development Advice

 The Interview – A Critically Important Professional Development Event

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 There is substantial advice available on how to prepare for and behave in an interview, but almost all of it is focused on how to respond successfully to “being interviewed” – where you are being judged as to whether the organisation finds you to be the most suitable person to fill a vacancy.

This is, of course, very important to the organisation – they must do all they can to find the right person, as that person may well spend many years working for them, and would be expected to almost instantly contribute effectively and to continue to do so.

However, what is often forgotten is that for the successful candidate the outcome of the interview may well determine the direction of their career, the depth and breadth of work experience gained, the amount of new skills acquired, the professional/academic qualifications they may be able to study, as well as affecting the quality of their home and social lives.

With that in mind, it is clear that – from the candidate viewpoint – an interview is a major professional development event – and should be prepared for and managed as such.

The Event Approach

This means taking the following approach:

Before formally applying for any position – internally or externally – research the business sector, the organisation, and the particular work area, as thoroughly as possible.

Before looking at the Job Description – decide as to whether that sector, organisation, work area will be of value to your professional development plans and career objectives.

If no, or there is considerable uncertainty – for example about the future of the sector or type of organisation – then do not apply. A better opportunity should be found.

If yes, then look carefully at the Job Description and Person Specification, and decide as to whether working in that role will enhance your professional development and help achieve your career objectives.

If no, then do not apply. If you go ahead it is almost certain that you will regret it, and your professional development will be seriously damaged.

If yes, then make a formal application.

At the Interview

If your decision is to go ahead, then at the interview make use of the established wisdom as to how to conduct yourself, but – most importantly – continue to view the interview as a stage in a professional development event.

Amongst other necessary questions, be sure to ask questions which enable you to assess how the organisation can help you – personally – to develop further.

After the Interview

After the interview is over, and if offered the position, then consider all that you have learned, and make your decision based on whether the position, the organisation, the opportunity, is going to contribute positively to your professional development, and help you achieve your longer term career objectives.

If yes, go ahead and accept if offered the post.

If no – walk away.

Take Advice

At each stage the decision is a critical one, and it is strongly recommended that you take advice before making a final decision. That advice can come from a line manager, more senior colleagues, a mentor if you have one, academic contacts such as a tutor, and not forgetting your partner and family as they will be affected whichever way you decide.

 

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