Sir Alex Ferguson case Solution
How would you describe Ferguson’s approach to managing his team? What, in your view, are the key elements of “Ferguson’s Formula”?
Answer:Ferguson accepts challenges as opportunities. Ferguson approach to managing his team deals with the concept of using every available action to make the team better. The underlining works are given below what he had done to makehis teambetter.
In the beginning, he realized he had a huge challenge on his hands. He found a squad lackingfitness, star players with reputations not justified by their performances, and a pervasive drinking culture. Ferguson sold several players, including fan favorites Paul McGrath and Norman Whiteside, and invested in younger players.He made it plain that he had meant to put an end to United's reputation of being almost as much the social club as a football club, Ferguson said.He also made alterations to the way the senior squad was run, introducing intensive fitness sessions, detailed positional training, and a new corrective code. And he made efforts tocreate aclan structure of the atmosphere where everybody from the star player right over and done with to the kit washer was measured a valuable part of United's organization.
The new manager immediately set about revolutionizing United's youth program which he thought was a shadow of what a club of United's standing required. For instance, United had only four scouts working to identify young talent in the local area, compared with thirteen at Aberdeen. Ferguson established two new 'centers of excellence' and recruited new Scouts, urging them to bring him the best young talent.
One of the first young players identified and recruited was a willowy thirteen-year-old named Ryan Giggs, who became one of the greatest British footballers of all time, playing his entire club career under Ferguson's management.
He also made United's youth program visible in the organization: for example, he makes sure that academy players warmed uptogether with senior players every day to foster a 'one club' attitude.
It appeared Ferguson's methods were bringing the results the supporters so craved when, in only his second year in charge, United finished second in the league behind a dominant Liverpool FC. However, the United regressed again the following seasonand finished only mid-table. A subsequent run of six defeats in eight games saw fans and pundits alike calling for Ferguson's dismissal.
But Ferguson had the support of United's directors, including former star player Sir Bobby Charlton,and remunerated back their trust bymost important United to an English FA Cup victory within a few months and, a season later, to a European Cup Winners Cup win over Spanish champions Barcelona.
Ferguson took a gamble when he paid $2.1 million for the French striker Eric Cantonain 1993, a player with a reputation for lacking discipline and being a troublemaker. Ferguson thought the striker would thrive with a heavy dose of encouragement. When Cantonawas suspended for many months as punishment for attacking a fan, Ferguson visited him in Paris to reassure him that he remained a valuable part of the club's plans.
Ferguson's method had its intended effect: front day one, Cantona arrived on time for club activities and stayed late at training to perfect his technique. He became an example to others in the club, prompting Ferguson to name him team captain. In the 1992-1993 season, Cantona helped United capture the league title it had been seeking since 1967. And the following year, Ferguson's United stormed to another EPL championship and secured another FA Cup.
From the above managing work the key element evaluatedwhich is shown below:
- He has a strong believes in his decisions.
- He has beliefsin his players. And he had passed this belief to his player also.
- He can keep hiding the good and bad of the players.
- He had given the self-confidence to his all player to believe in themselves.
- He had motivated his team by all hooks and crooks
- He had hidden the players
- He had made efforts to create a clan structure of the atmosphere.
- He had made a selector community to find new talent.
- What hesurelywas done is ajob that he would pay them back the favors.
- He had made his team as a champion in his work.
What can those who lead teams in other industries learn from Ferguson’s approach? Which concepts transfer and, perhaps, which do not?
Answer: The other company and firms should learn how to manage the workerfrom Ferguson’s approach of the managing the team including the find out how to force the employee’sto work as the team. They should learn how to lead a team as Ferguson did with his team.................................................