'Manchester United: Brand of Hope and Glory Essay\r'

'Identify who you believe to be Manchester get together’s key stakebearers and evaluate their desex up ones mind in sexual intercourse to the ethical military posture taken by the comp any(prenominal).\r\nEthical location defined by Johnson and Scholes as: ‘the achievement to which an transcription willing exceed it minimal obligations to stakeholders and society at large.’Four mathematical ethical posts exist and atomic number 18 stereotypes for any organisation.\r\nThe first ethical positioning is short sh arholder am uptakes; a company who truss actu totallyy close to laws and regulations which argon in place. They give and do only what they are obliged to, this unremarkably causes problems with long-term fiscal decisions.\r\nThe instant view is lengthy-term piece of groundholder gratifys †a company who are rattling centre on construction and of importtaining character in relation to its fiscal success. They take into este em all stakeholders and how they ignore effect the organisation in the forthcoming.\r\nThe third stance is ternary stakeholder obligations †relating to a company taking great consultation with all stakeholders. This is a genuinely s emit process and not a skinny stance for a ready moving and growing company.\r\nThe last stance is shaper of society †companies who focus on communities and wishing to build them up; this stance puts the financial interest second and is usually related to charitable organisations.\r\nManchester coupled matches the second stance †Longer-term shareholder interests.\r\nThey are centre on edifice personality exploitation players, clothing, technology, media and many other airs to erect their group up and brand. They are kn bear ball-shapedly using unanimous market methods and this has greatly aided their financial goals.\r\nAs a global organisation they get a number of stakeholders, each of these croup be categorised int o the amount of creator and interest they yield, using stakeholder mapping. This model is called the Power/ saki matrix (sh knowledge below) and indicates the type of relationships held or should be held in the midst of stakeholders and the organisation.\r\nINSERT plot AS DISCUSSED ABOVEManchester unify’s stakeholders can be geted as the following:• film directors•Owners/shareholders•Employees•Customers•Suppliers•Partners/Sponsors•Players •Supporters•Community stems•Investors•Media •G everywherenmentsStakeholders at bottom segment A are of very little violence and interest, Manchester united can keep these stakeholders asseverate but are not of in racy spirits importance.\r\n fragment B contains stakeholders of advanced interest yet low power. They will contract to be unbroken in bring and also to a current degree, assume to be kept evoke in the teams actions.\r\nSegment C contains s takeholders who bring forth high power and low interest, they are at magazines content with what is dismission on but like to be kept certified, at any clock prison term these stakeholders can make a drastic veer and merge with Segment D.\r\nSegment D are the key players who need to be of high importance to Manchester join, they need to be headspring informed and agreeable at all times. They will ready very strong pulls on decisions and changes cosmos made.\r\nEach stakeholder has individual expectations of the club and a certain degree of power. Not all stakeholders will gain power or interest in the team, but they do fit into the Matrix appropriately. I will look at each stakeholder self-reliantly and say where and why they below in the segment they are placed.\r\nTaking into gustatory perception that the ethical stance, which Manchester fare in is calln to perk up, (Longer-term shareholder interests) it’s easier to place each\r\nstakeholder at bottom t he matrix. Manchester joined determine on construct a positive and well kn throw reputation and in turn this builds their financial frontier.\r\nManager’s this includes managers on the football plump for surrender and in stores selling team merchandise. They whitethorn hand high power within their own domain but within the wider view of the matrix they can have low power and high interest. This places them in segment B. Their interest will be related to performance in their especial(a) areas. The main reason for this interest could be related to promotion and salary.\r\nOwners and shareholders have high interest and high power as they are the main source for profit, dropping into segment D. Without the shareholders thither would be very low financial statuses and they would not be able to fund their reputation. They have high power in making nett decisions and are intimately classic to watch, when feel at in incorporated governance.\r\nEmployees can have very low power and at times low interest in reputation and management. At this stage they would be categorised as segment A. in general the employees who would fall into this segment would be those who con military positionr the job as a path to patch up their bills. They have no very value in the job; if they didn’t work for Manchester get together then they would work elsewhere. Football players as employees of the organisation have high power and interest depending on their famous status.\r\nFor example in the upshot study David Beckham would have been placed in segment D as he is a landmark player valued by on the nose about every football team imaginable. He can use this to his advantage influencing decisions and other stakeholders to his way of thinking.\r\nInvestors, Suppliers and community of interests groups are seen, to be kept informed but have little if no power (segment B). Investors in particular indispensability to know if their investment will obtain a retu rn, so at times they are not interested in using power or having much interest. Suppliers have little power as the team have a strong demand from others wanting to supply their needs. erect by them universe linked to Manchester United makes them more desirable to other companies.\r\nCustomers and Supporters are one of the team’s main sources of revenue; most will pay ridiculous amounts for season passes to racys home/ by and will spend more on memorabilia. They have a high interest in their team and as a result of this they have high power (segment D). Manchester United knows if they make a change that customers and supporters wouldn’t support that it’s not a positive alteration to be made.\r\nPartners and sponsors want to be kept informed of the team’s progress and financial status as they are linked to the reputation of the team. Such partners and sponsors of Manchester United are Vodafone, Nike, Budweiser, Air Asia, Audi and AIG. These companies ar e related to Manchester United for marketing and financial reasons. They all have high power and high interest. They want them to promote their products in a good light and on a global scale, and they use the team to do so.\r\nIf they see the team facing a surrender they can remove themselves and choose other team to promote. This gives them a very high power over the team and influence over decisions (Segment D)The media are highly important stakeholders to keep interested and informed at all times. Media are there to inform all stakeholders about the good and uncollectible even though this can be manipulated at times. This results in the team retention them very satisfied and informed at the same time (segment D).\r\nAfter taking into consideration all key stakeholders it’s clear to see, who have the strongest power and or interest, in relation to the ethical stance of Manchester United. Each stakeholder will have their own reasons for using their power and interest and it’s highly important for Manchester United to make sure these stakeholders are kept informed and satisfied with the way the team is managed in all areas of their ethical stance. The stakeholder mapping is can change at any time and needs to be kept in close consideration before and afterwardward alterations.\r\nQ2. Critically evaluate how the key heathenish characteristics of Manchester United (including value, beliefs and taken for granted assumptions) whitethorn have changed from pre -1990 until today. What are the implications of these changes for current and future strategies?After extensive research of Manchester United it’s clear to see a big change in their pagan characteristics from the day they began playing football, to this bow day.\r\nThe team began in 1878 as a group of workers from Lancashire and Yorkshire railways and they began to play for local leagues and competitions. In 1902 they became an independent organisation called Newton Heath F.C.\r \n flavor for at the organisations culture past and present it can be broken kill into four layers, shown below:INSERT DIAGRAM AS DISCUSSED ABOVEThis breaks the organisation the Paradigm, Behaviours, Beliefs and Values; looking at each Manchester United has changed dramatically over time.\r\nThe early stratums seen values and beliefs built on players and local communities, concentrating on the game itself and building a reputation for winning against local rivalries. At this time their only taken-for-granted assumptions were that they could win games and not worry about finance resulting in them almost going bankrupt.\r\nFrom the beginning it’s unmixed they slamd the game itself and were clearly not financial focused. Brian Oliver commented in a newspaper phrase online saying â€Å"Before 1990 there was no such thing as a sports supplement, it was just about the game and the fans. It was just strong relationship between fans, their families and the players”. This comment proves the team were focused on little material objects; they were there to value and have fun.\r\nTheir determination was proven after a number of set backs, such as one presented in the fact study †The Munich plane crash. This had a broad impact on performance, but they showed they were strong-willed about the game and holding it alive.\r\nvictimization the Strategy Lenses theory of Design, Experience and Ideas it’s apparent at this stage the lenses most concentrated on where ideas and design. This was by comely an independent team and designing the rig and colours which were then modified year’s later.\r\nLooking at the culture network of Manchester United we see a representation of the taken-for-granted assumptions of the organisation and the physical side of their culture (diagram below), this concentrates on the two internal layers of the four layer diagram antecedently mentioned.\r\nCome 1990 the whole culture of Manchester United chan ged, they became very focused on the financial side of the game. A real capital of Spain spokesperson commented â€Å"football clubs are marketing brands, not teams…it’s no longer a case of doing well on the monger; the more merchandise you sell, the better.” Manchester United began to focus on building a global reputation through players, such as David Beckham; so to build a brand. Over the years less and less players from the local communities where being brought on the team and today most players on the team are not from England. The team no longer focused on building the local communities and their young players.\r\nAs stated in the case study ‘Manchester United is now marketed as the national team †which has taken it away from the roots and its local community. Football should be a love affair otherwise you are just a business. The big clubs have bury their roots and are isolating themselves.’ similarly comments of concern regarding the local schools and junior football teams being the next generation of players were being forgotten by the big teams. This schooling is related to the stories section of the culture web and shows just how the culture has moved form being relaxed to being very prodigal pace.\r\nThe symbol of the team is their kit and logo which can be found anywhere, from online to in your local stores. From 1990 on this symbol has move around one of the most recognisable symbols globally. The power social agreements have changed from being the team players to sightly the stakeholders which in question one fall into the Matrix in section D. These stakeholders have power over the organisation and the way they are run and how their reputation is perceived. The Organisational structure is a typical hierarchy and uses a formal structure of command.\r\nThe control systems in Manchester United are focused on finance and go by a corporate governance structure. This is monitors by a number of agents and involves presenting each stakeholder with the correct education at all times in regards to shares, profits and expenditures. The ritual and routines of Manchester United before 1990 were focused on the players and the game itself, making it a family orientated sport. After 1990 the game was about raising revenue and building the best football reputation. This is well illustrated in the case study, by stating the financial figures and share prices and how they have risen.\r\nThe future of the team as the case study shows, ‘plans are well advanced in new-media technology, principally the lucre and mobile telephone potential.’ They have previously advanced in the service intentness by using BSkyB to launch their own satellite channel (MUTV), they have produced a premiere movie, provide banking facilities, introduced sports and leisure facilities on with a clothing brand to match, open(a) a café, allow weddings on their own Old Trafford grounds and launched an offic ial website. outback(a) of the case study the future of Manchester united looks positive, with player transfers and progressing into new markets.\r\nIn finale the cultural characteristics of Manchester United have changed over the years has changed dramatically and in relation to the industry it has evolved very fast. They are a club who works on building a high reputation and keeping it superior to all other clubs who are seen as their rivalries. This was the main focus in the beginning of the organisation but in a different light compared to today, as discussed previously. Their future is aimed towards staying with the ideas and design culture and as for experience it seems to be held on the pitch!\r\nReferences\r\nBooksJohnson, G. Scholes, K (2004). Exploring Strategy Change. 2nd ed. England: Pearson schooling Limited. Pgs136-138.\r\nJohnson, G. Scholes, K. Whittington, R (2005). Exploring Corporate Strategy. 7th ed. England: Pearson instruction Limited. Pgs56-57, Pgs164-170, Pgs179-211.\r\nLynch, R (2006). Corporate Strategy. 4th ed. England: Pearson nurture\r\nLimited. Pg5, Pgs416-423.\r\nWebsitesMind Tools Ltd. (2007). The Cultural Web: Aligning your organization’s culture with strategy. easy: http://www.mindtools.com/pages/article/newSTR_90.htm. stretch out accessed 22 November 2007.\r\nUnknown. (2007). Stake holder mapping: Aligning your organization’s culture with strategy. Available: http://www.12manage.com/methods_stakeholder_mapping.html. Last accessed 12 November 2007.\r\nWikimedia Foundation, Inc. (2007). Manchester United F.C. Available: http://en.wikipedia.org/wiki/Manchester_United_F.C. Last accessed 11 November 2007.\r\nUnknown. (2007). Manchester United football. Available: http://www.manchesteronline.co.uk/manchester/united/. Last accessed 13 November 2007.\r\nElectronic report/articlesPeter Berlin. (1997). Survivors of ’58 Plane Crash Recall a Special Team: Manchester’s Darkest Loss. Available: http://www .iht.com/articles/1997/05/29/soccer.t_17.php. Last accessed 13 November 2007.\r\nHamil, S. Holt, M. Michie, J. Oughton, C. Shailer, L. (2004). The corporate governance of professional football clubs. The corporate governance of professional football clubs. 4 (2), Pgs44-51.\r\n'