The role of coach in the production function of football clubs between leadership and innovation ‪Multiple are the theories that have attempted to explain the role and nature of top management in companies.‬ ‪According to the traditional approach, its main task lies in taking strategic decisions about the enterprise as a whole, these decisions, transmitted by hierarchical chains that descendants come to constrain the individual parts of the company, permeating the work of the organization.‬ ‪However, as is known, the moment of decision is merely the end of processing difficult moments, when you combine heterogeneous elements, whose synthesis and external manifestation is represented by the order, it follows that the function of the government not only to choose, but also to use the information available through a logical process and proper use of personal skills to to fill the inevitable gaps of knowledge.‬ ‪Moreover, it is not enough that top management should act prudently and issue the correct order because the company effectively and efficiently achieves its objectives; that senior management must create and accuracy in the order, which motivates the members within the company to obey willingly and not feel constricted, which reduces the gap between the goals of the company and individual goals.‬ ‪In this sense, the concept of decision does not fully explain the role of top management and the decision, in fact, "it is an essential step that stands in the circularity of thought-action but that does not exhaust the whole area of corporate governance.‬ ‪Among the numerous attempts to identify and systematize the functions of top management, can be useful to recall Fayol model, which identifies the essential managerial functions: planning, organization, control and leadership.‬ ‪If the doctrine is able to identify with sufficient clarity the characteristics of the role played by senior management, has certainly had more difficulties in deepening the theme of the contribution of managers to firm performance.‬ ‪It often occurs that the data regarding the factors used in the production process and the level of output are produced commercially sensitive and, therefore, inaccessible by the availability of researchers, with the result that not only is it difficult to establish responsibility of individual managers in running a business, but it is also difficult to make any comparison between the performance levels achieved by managers from different organizations.‬ ‪Not surprisingly, the research in terms of efficiency of managerial work have focused primarily on members of the board of directors of the central executive and the comparison between the financial performance of individual companies and those in the sector.‬ ‪With the objective of overcoming the above difficulties, in recent years, the field of professional sports has been frequently used in order to study the complex relationship between the production function and efficiency of the activity of a company management.‬ ‪At the outset, this has required a clear formulation of the assumptions relating to persons who perform the role of managers in the sports business and how to measure the resources used and output produced: in this respect, the analysis was concentered, on the one hand, the activities of coaches and, secondly, on how you measure the talented group of players at the disposal of and results achieved by each club.‬ ‪With reference to the possibility of comparing the role of coaches than managers of traditional productive sectors, it is to constitute a hypothesis that can be said to be proved only if the coach of a football team is congruent attribute the managerial functions of planning, organization, control and leadership.‬ ‪In this respect, it detects the existence of different practices depending on whether the companies are active in soccer leagues in the continental or Anglo-Saxon: the first, in fact, it is usual to the coincidence between managers and coaches, with the result that this is also the last compete executive functions which target the administrative apparatus of the club, subject to the rights of the owner-entrepreneur; in European football clubs operating in the continental championships, are often used in the separation of administrative and technical management, reserving the first and the second coach to the figures of the Director General and / or sports director.‬ ‪It follows that, if firms in the Anglo-Saxon football coach plays the directional functions typical of a manager who works in any other sector in continental football clubs, management functions are carried out by the coach-only with respect to the technical area.‬ ‪In light of the foregoing, it can be said that the programming function performed by the coach involves the formulation of the strategic objectives of the team determining the resources needed to achieve those objectives and the identification of instrumental goals and hierarchically subordinate to those of a strategic nature.‬ ‪Similarly, the organizational function attributed to the coach requires assigning tasks and responsibilities for each role, both with reference to the provision of the team on the pitch (so-called "tactical"), both with regard to the professionals who deal issues relating to the athletes available.‬ ‪It should be noted that generally does not deal with the coach-righteously of these activities, but has a staff, at which delegates tasks, keeping for himself the role of coordination.‬ ‪The control function is intended to check if the organization's members that belong to the technique were able to achieve its objectives in the planning stage and to evaluate the opportunity to implement the necessary corrective measures in the event that individuals have held the roles assigned to ineffective or inefficient.‬ ‪As a leader, the coach is responsible for directing and coordinating the people who offer their services wholesale the internal team.‬ ‪In everyday behavior, the ability to motivate is often considered one of the most fundamental of successful managers: it follows that leadership is a function of strategic importance because it appears able to develop or depress satisfaction and employee productivity, inspires Moreover, the type of planning, organizing and controlling who knows-Ranno adopted to govern the company.‬ ‪In regard to the methods of measurement of resource use and output produced, the first to suggest a production function in sport was Rottenberg, in his pioneering analysis of the American League baseball, always with reference to the latter tournament. Scully was the first to produce point estimates of the output produced by a sports organization, inaugurating a trend that has investigative tool used statistical regression to analyze, not so much the performance of coaches, as the efficiency of the team when they run are legally responsible.‬ ‪More recent studies have broadened the scope of research, using new statistical tools and expanding the analysis to other sports: in football, the attention of researchers has been attracted, so particular, the frequency with which companies use managerial turnover to boost team performance.‬ ‪Have ensued a series of contributions, the conclusions are not always unambiguously interpretable, aimed at to test empirically the hypothesis of the existence of a causal link between the change of coach and improve sporting a club.‬ ‪This chapter begins with an analysis of the production function of a professional sports club, through the examination of the economic doctrine developed by the major contributions in the field, then we will proceed to identify the contribution of each coach to the performance of a team to light of the findings emerging from the work in the field of coaching turnover, the last part of the labor-aims to open the 'black box' of the manager-coach, in the belief that in perspective, the results sports and football clubs are increasingly becoming a focus related to the ability of such individuals to acquire and consolidate the skills associated with leadership and innovation.‬

Il ruolo dell'allenatore nella funzione di produzione delle Società di calcio tra leadership e innovazione

TREQUATTRINI, Raffaele;RICCI, Federica;
2011

Abstract

The role of coach in the production function of football clubs between leadership and innovation ‪Multiple are the theories that have attempted to explain the role and nature of top management in companies.‬ ‪According to the traditional approach, its main task lies in taking strategic decisions about the enterprise as a whole, these decisions, transmitted by hierarchical chains that descendants come to constrain the individual parts of the company, permeating the work of the organization.‬ ‪However, as is known, the moment of decision is merely the end of processing difficult moments, when you combine heterogeneous elements, whose synthesis and external manifestation is represented by the order, it follows that the function of the government not only to choose, but also to use the information available through a logical process and proper use of personal skills to to fill the inevitable gaps of knowledge.‬ ‪Moreover, it is not enough that top management should act prudently and issue the correct order because the company effectively and efficiently achieves its objectives; that senior management must create and accuracy in the order, which motivates the members within the company to obey willingly and not feel constricted, which reduces the gap between the goals of the company and individual goals.‬ ‪In this sense, the concept of decision does not fully explain the role of top management and the decision, in fact, "it is an essential step that stands in the circularity of thought-action but that does not exhaust the whole area of corporate governance.‬ ‪Among the numerous attempts to identify and systematize the functions of top management, can be useful to recall Fayol model, which identifies the essential managerial functions: planning, organization, control and leadership.‬ ‪If the doctrine is able to identify with sufficient clarity the characteristics of the role played by senior management, has certainly had more difficulties in deepening the theme of the contribution of managers to firm performance.‬ ‪It often occurs that the data regarding the factors used in the production process and the level of output are produced commercially sensitive and, therefore, inaccessible by the availability of researchers, with the result that not only is it difficult to establish responsibility of individual managers in running a business, but it is also difficult to make any comparison between the performance levels achieved by managers from different organizations.‬ ‪Not surprisingly, the research in terms of efficiency of managerial work have focused primarily on members of the board of directors of the central executive and the comparison between the financial performance of individual companies and those in the sector.‬ ‪With the objective of overcoming the above difficulties, in recent years, the field of professional sports has been frequently used in order to study the complex relationship between the production function and efficiency of the activity of a company management.‬ ‪At the outset, this has required a clear formulation of the assumptions relating to persons who perform the role of managers in the sports business and how to measure the resources used and output produced: in this respect, the analysis was concentered, on the one hand, the activities of coaches and, secondly, on how you measure the talented group of players at the disposal of and results achieved by each club.‬ ‪With reference to the possibility of comparing the role of coaches than managers of traditional productive sectors, it is to constitute a hypothesis that can be said to be proved only if the coach of a football team is congruent attribute the managerial functions of planning, organization, control and leadership.‬ ‪In this respect, it detects the existence of different practices depending on whether the companies are active in soccer leagues in the continental or Anglo-Saxon: the first, in fact, it is usual to the coincidence between managers and coaches, with the result that this is also the last compete executive functions which target the administrative apparatus of the club, subject to the rights of the owner-entrepreneur; in European football clubs operating in the continental championships, are often used in the separation of administrative and technical management, reserving the first and the second coach to the figures of the Director General and / or sports director.‬ ‪It follows that, if firms in the Anglo-Saxon football coach plays the directional functions typical of a manager who works in any other sector in continental football clubs, management functions are carried out by the coach-only with respect to the technical area.‬ ‪In light of the foregoing, it can be said that the programming function performed by the coach involves the formulation of the strategic objectives of the team determining the resources needed to achieve those objectives and the identification of instrumental goals and hierarchically subordinate to those of a strategic nature.‬ ‪Similarly, the organizational function attributed to the coach requires assigning tasks and responsibilities for each role, both with reference to the provision of the team on the pitch (so-called "tactical"), both with regard to the professionals who deal issues relating to the athletes available.‬ ‪It should be noted that generally does not deal with the coach-righteously of these activities, but has a staff, at which delegates tasks, keeping for himself the role of coordination.‬ ‪The control function is intended to check if the organization's members that belong to the technique were able to achieve its objectives in the planning stage and to evaluate the opportunity to implement the necessary corrective measures in the event that individuals have held the roles assigned to ineffective or inefficient.‬ ‪As a leader, the coach is responsible for directing and coordinating the people who offer their services wholesale the internal team.‬ ‪In everyday behavior, the ability to motivate is often considered one of the most fundamental of successful managers: it follows that leadership is a function of strategic importance because it appears able to develop or depress satisfaction and employee productivity, inspires Moreover, the type of planning, organizing and controlling who knows-Ranno adopted to govern the company.‬ ‪In regard to the methods of measurement of resource use and output produced, the first to suggest a production function in sport was Rottenberg, in his pioneering analysis of the American League baseball, always with reference to the latter tournament. Scully was the first to produce point estimates of the output produced by a sports organization, inaugurating a trend that has investigative tool used statistical regression to analyze, not so much the performance of coaches, as the efficiency of the team when they run are legally responsible.‬ ‪More recent studies have broadened the scope of research, using new statistical tools and expanding the analysis to other sports: in football, the attention of researchers has been attracted, so particular, the frequency with which companies use managerial turnover to boost team performance.‬ ‪Have ensued a series of contributions, the conclusions are not always unambiguously interpretable, aimed at to test empirically the hypothesis of the existence of a causal link between the change of coach and improve sporting a club.‬ ‪This chapter begins with an analysis of the production function of a professional sports club, through the examination of the economic doctrine developed by the major contributions in the field, then we will proceed to identify the contribution of each coach to the performance of a team to light of the findings emerging from the work in the field of coaching turnover, the last part of the labor-aims to open the 'black box' of the manager-coach, in the belief that in perspective, the results sports and football clubs are increasingly becoming a focus related to the ability of such individuals to acquire and consolidate the skills associated with leadership and innovation.‬
File in questo prodotto:
Non ci sono file associati a questo prodotto.

I documenti in IRIS sono protetti da copyright e tutti i diritti sono riservati, salvo diversa indicazione.

Utilizza questo identificativo per citare o creare un link a questo documento: http://hdl.handle.net/11580/21936
 Attenzione

Attenzione! I dati visualizzati non sono stati sottoposti a validazione da parte dell'ateneo

Citazioni
  • ???jsp.display-item.citation.pmc??? ND
  • Scopus ND
social impact