EDUCATION Programme UEFA Certificate in Football Management -- The Turkish Edition

Assessment Guidelines

Each participant is expected to submit his/her assignment for Module 1, 2 & 3 by the 07.05.2017 directly to IDHEAP project manager. Participants should provide concrete evidence (facts and references) to consolidate observations and assess the feasibility of the recommendations made. We emphasise the fact that these observations should be personal ones, drawn from their own assessment and not necessarily reflecting those of their institution. You are expected to write 250 words (or more) for each of the questions.

Criteria for Grading Assignments

Assignment grades will be communicated three weeks after they have been submitted which will give participants ample opportunity to take into consideration the constructive feedback they have been given and use this to improve their subsequent submission. The criteria for grading are listed in the table below.

Criteria for Grading Written Assignments

Clear presentation of the context related to your department/organisation (10%)

Critical analysis and evaluation of the managerial aspects of the department/institution (50%)

Appropriate use of theoretical concepts and concrete evidence to underpin observation (effective use of module content and referencing) (20%)

Relevant conclusions and recommendations specific to the needs of respective department/institution (20%)

Each assignment will be graded according to the Swiss grading system, with grades ranging from 6 (excellent) to 1 (very poor), 4 is the passing grade.

How to choose your unit of analysis? For representatives of other stakeholders:

• You should select your organisation as a whole.

UEFA CFM Module 1

Questions for participants working in another football organisation other than the National Association

1. Describe your organisation in detail. What are the main tasks and objectives? How is your organisation structured (please describe the organs governing your organisation and the structure of the administration)?

I am currently working at Besiktas JK Football Operations Department and I would like to describe this organisation in detail. First of all, Besiktas JK Football Operations Department's main objective is being successful in all competitions both domestic and international levels. Considering this issue, our organisation must be well-organised and structed at all levels.

Besiktas JK Football Operations Department divides four main units; technical, administrative, medical and media units. If you look at theoretical perspective, Director of Football governs whole organisation. However, in Turkey, Head Coach is strongest person with practical base.

Technical Unit includes head coach, five assistant coach, two goalkeeper coach, performance trainer and match analysist. Administrative Unit includes team manager, two assistant directors of football, two interpreter and director of football who is sitting top of the unit and whole department. Media unit includes press officer, photographer and two club tv reporter. Finally, Medical Unit includes doctor, three physios, three masseur and head of medical who governs medical unit.

Unpaid elected officials, such as president and his board, recruits above paid staff and expect them success. Success comes with good management and strong collaboration among all units.

Match operations, transfer operations, relations with UEFA and other executive matters are conducted by Administrative Unit. Administrative staff should be engaged world football trend and renew his knowledge day by day.

When we look at the Media Unit, which is the most dynamic one, club press officer's responsibility includes following all media reactions of players, technicals, staff etc. and lead them effectively in obedience to today's world.

On the other hand, Head of Medical Unit is sitting top of the medical unit and coordinate all medical staff during whole football season. In today's football, players' injuries may destroy teams' success and cause to losing money. Using up-to-date technology, medical staff should recover players' injuries as soon as possible.

Once and for all, technical unit make their job at pitchside contrary to other units. Head coach and his assistants set formations, make strategies, analyze opponent teams and increase players' performance up.

As is seen, all units have different responsibilities but same objective; to become successful. Teamwork is the best practise and essential part of the organisation. As Chappelet Jean-Loup (2014) stated, Football is a game before being a product, a sport before being a market, a show before being a business.

Reference List

Chappelet J.-L., Aquilina D. (eds.)(2014).Handbook of Football Association Management. 2nd ed., UEFA Education Programme, Nyon, 247.

2. Please describe your organisation current level of interaction with the national football association. Specifically, please outline the activities where you believe your organisation...

The organization that I am a part of is known as the JK Football Club and is one of the most successful of all the sporting organizations that are based in Turkey. The Federation Cup was created in 1956 and the Turkish football league, was first established in 1959, and Besiktas was been a major competitor both before and after its inception.
Besiktas JK Football Club has a rich heritage and a strong following on a local, national, and even international level. The team is currently ranked as the 43rd position in the European ranking system (coefficient 45.840) and the new stadium has garnered a lot of momentum for the team headed into a new season. The new stadium, the Vodafone Arena, has a capacity of over 43,000 spectators and meets all the requirements for the UEFA 4-category designation, which is the highest category in the ranking system. This stadium is an illustration of the love of Turkish football as well as their hopes for the future as they become even more competitive on the international level.

Besiktas has always been one of the pioneers in establishing football's sporting dominance domestically. It works closely with the national football association in many ways to coordinate activities and ensure that the game is played in a consistent manner, with effective operations, and with integrity. We have promoted the sport and have represented the values that the game embodies to the best of our abilities at all times and always put football first.

However, to ensure that football is put first, it requires a great deal of coordination to first organize the competitions and perform subsequent operations related to regulating, licensing, and promoting the team and the sport in general.

3. Describe your organisation current level of interaction with other national stakeholders in football. Specifically, please outline the activities where you believe your organisation is being particularly effective in working in partnership with other national stakeholders in football.

Stakeholder engagement is an important component to managing an organization. There is a plethora of different sets of national stakeholders that we interact with on a regular basis. This includes everyone from the national government through its representatives, to media organizations, to sponsors and strategic partnerships that the club holds. In a broad sense, you could consider the whole country as a set of national stakeholders to a greater or lesser extent since they are all connected in one form or another, even if these connections are only indirect in nature. I believe that our organization has been effective in managing stakeholder interactions, but I also believe that there is some room for improvement.

Communication and relationship skills with stakeholders have evolved in the last few decades and keeping constant communications effectively has in some ways become easier, but in other areas new threats have emerged from the new technologies and mediums that we use. Now many organizations have to deal with a number of external threats and different forms of communication and there is some level of security concerns with play a more visible role in the organization. Still expectations of the stakeholders have grown in the sense that we have more regular communications and through more mediums. This has created both additional responsibilities and opportunities for new stakeholder communication strategies

Some of the more modern approaches to the stakeholder analysis have been defined as "systematically gathering and analyzing quantitative and qualitative information to determine whose interests should be taken into account throughout the organizations operations

. The stakeholder communication networks have become so complex while simultaneously becoming increasingly important. Furthermore, the team and the organization generally wish to communicate with one voice, which also takes a great deal of coordination. Therefore, I think our organization could look for more analytical approaches to communicating with the different groups of stakeholders at the national level.

4. Drawing on the collaborative practice previously identified, please outline some practical proposals as to how your organisation might further improve the quality of its relation with the national football association.

One idea that could help foster more effective collaboration between our organization and the quality of its relations with the national football association would be to designate projects with a cross-functional group of members that is made up of with members of all of the relevant organizations. For example, in projects that are related to some specific operational goal for the schedule, the national association could build more effective tools and channels that allow all of the affected parties to offer comments, feedback, and suggestions so that much…