• Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

Management Theory or Style Adopted By Manchester United Football Club

Extracts from this document...


Management Theory or Style Adopted By Manchester United Football Club In almost every organisation there will be some kind of management. In the words of Crainer (1998, p. xi) "Management is active, not theoretical. It is about changing behaviour and making things happen. It is about developing people, working with them, reaching objectives and achieving results..." This piece of work will look at management theories and styles which have been applied by the Manchester United Football Club and to see the effectiveness of their choice of style to their organisation. Mullins (2007 p.453) suggests that "an essential ingredient of any successful manager is the ability to handle people successfully". This characteristic can be seen through the managers' attitude towards employees, which in this case will be the football players. The following is an extract describing a management style used by Manchester United manager. "His has always been a management style based on carefully controlled disruption, creating a constant momentum designed to keep players on their toes with the unspoken but permanent threat of potential replacement." (Michael Grant, bnet.co.uk 2003) This style can be related to McGregor's (1960 cited in Tony Morden 2004) Theory X, which Mullins (2007 p.444) believes is a "control" and "authority" form of direction. ...read more.


(Gwyther & Saunders 2005) From this we can see how the Manager motivates his players even though the team lost whereby they didn't get the result that the organisation desired. This touches upon characteristics which form McGregor's (1960 cited in Mullins 2007 p.444) Theory Y which states 'Motivation occurs at the affiliation, esteem and self-actualisation levels'. We can see that the manager is engaging their self-actualisation levels by telling them how good they are, making them feel as a unit by using words such as "we" which will make feel affiliated with the club and we can also see that he is motivating them to be "positive" and having "dignity" this can help the employees with their esteem levels. This can be analysed further if we refer back to Blake and Mouton's (1985 cited in Mullins 2007 p.448) managerial grid, it would seem that there is a high concern for people and a low concern for results which could be interpreted as a 'country club' style of management. However this can be seen to support the earlier statement that actual management style adopted is influenced by the demands of the given situation, which can be clearly observed by studying the statements by the Manchester United manager. ...read more.


Manchester United management achieves this through their "people management" skills applied through motivation, loyalty, teamwork and leading edge training methods. Mullins (2007 p.462) suggests that effectiveness can be measured through indicators. Elements that can be measured could include the motivation and morale of the employees', success of their training and development, and the creation of an environment in which the staff works effectively. Indicators of these measures could involve productivity (direct indicator of productivity would be league tables), adherence to quality standards and accuracy of work (Mullins 2007 p.462). The following quote by Steve McLaren (former England football manager) reveals the methods that the manager at Manchester United uses to be effective. "...he treats people with the utmost respect ... He has tremendous influence over the way the players play, behave and train ... Anybody who comes in immediately knows what the standards are." (Townsend 1999.) Using Reddins' (1970 cited in Mullins 2007 p.467) 3D model we can associate the management at Manchester United with the 'executive management' style which has high concern for task and relationship and sets high standards and favours 'team management'(Blake and Mouton op. cit.). Reddins' executive management style is the most effective in his 3D model (Figure 2) (Reddins 1970 Cited in cited in Mullins 2007 p.466) therefore we can conclude that Manchester United is an effective organisation. ...read more.

The above preview is unformatted text

This student written piece of work is one of many that can be found in our University Degree Management Studies section.

Found what you're looking for?

  • Start learning 29% faster today
  • 150,000+ documents available
  • Just £6.99 a month

Not the one? Search for your essay title...
  • Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

See related essaysSee related essays

Related University Degree Management Studies essays

  1. Leadership Theories - this review seeks to determine which theoretical perspectives, theories and schools ...

    might be possible to bolster - not only in theory, but most importantly in practice - the strategic role of leadership development. CONSOLIDATIVE PERSPECTIVE "wisdom is associated with an ability to perceive the broader picture and 'the connectedness of things'"- Brown & Starkey, 2000:13 The consolidative perspective is composed of

  2. Project Management

    Since then, BMW has seen increasing competition from rivals as diverse as Porsche and Land Rover. As popular as SUVs have become, growing concerns about climate change have made them occasional targets of environmental vigilantes around the world. Unlike traditional petrol-guzzling SUVs, BMW has performed a major redesign on its

  1. General Management - organisation, leadership and theories.

    produced from large dams or nuclear power generators, millions of automobiles manufactured, or hundreds of films, videos, and records made available for our entertainment? Organizations pervade our society. Most college students will work in an organization-perhaps Hospital Corporation of America, Federated Department Stores, Boise Cascade, or Standard Oil.

  2. Change Management

    Planned changes are usually applied to the national (domestic) settings of the organization but are now used outside as well (Smiley, 2001). * Kurt Lewin's Freeze Phases [Source: Higgs & Rowland, 2005] Before reviewing the implications of the Freeze Phase, it is important to know what the Freeze Phase or the Three-Step Model is.

  1. Business and management - Effective teams.

    Although we did so, we found that the agenda was not being followed by the Glasgow site as they leapt directly into the third stage. Facilitation on our part was required during the whole meeting to avert deviation from the set agenda.

  2. counselling theory

    response to some stimulus. Th? theory highlights th? fact that behavior ?s ? resultant or ? consequence ?f some stimulus or motivation. This resultant may also arrive out ?f particular situations. Human beings have many needs mainly categorized under belonging and love, power, freedom enjoyment, appreciation, fun safety and survival.

  1. Inter-Cultural Management: Part II: Asia and The Middle-East

    and Morrison, Conaway & Borden (1994) give the following important recommendations to anyone willing to do business or to work in Japan. They are also valuable tips for marketing to the Japanese: A. Enhancing Relationships with Japanese: Relationships are important in Japan.

  2. International management.

    www.bothell.washington.edu/faculty/mgoldberg/terms.htm Another aspect of culture is the phenomenon called 'ethnocentricity'. Lewis (1996) defines this as: beliefs and habits are regarded as strange, because they are different" It is important for international managers to understand that cultures can vary drastically; there is no universal culture.

  • Over 160,000 pieces
    of student written work
  • Annotated by
    experienced teachers
  • Ideas and feedback to
    improve your own work