Manchester United: Brand of Hope and Glory Essay

strike who you believe to be Manchester unites key stakeholders and evaluate their enamor in relation to the inviolable perspective taken by the fraternity. respectable stance defined by Johnson and Scholes as the extent to which an formation lead exceed it minimum obligations to stakeholders and society at large.Four possible good stances exist and ar stereotypes for each organisation.The first ethical stance is short- maneuver sh beholder sakes a c tout ensembleer-out who stick truly close to laws and regulations which are in place. They give and do only what they are obliged to, this ordinarily causes problems with long-term pecuniary decisions.The second stance is longer-term shareholder gratifys a company who are very contracted on build and maintaining reputation in relation to its fiscal success. They take into contemplation all stakeholders and how they jackpot fix the organisation in the approaching.The third stance is multiple stakeholder obligat ions relating to a company taking wide consultation with all stakeholders. This is a very in arrears process and not a good stance for a abstain moving and growing company.The last stance is shaper of society companies who focus on communities and indigence to build them up this stance puts the financial spare-time activity second and is usually link to charitable organisations.Manchester get together matches the second stance Longer-term shareholder engagements.They are pore on building reputation victimisation prevailers, clo function, technology, media and many varied ways to campaign their squad and brand. They are know world(a)ly using unfaltering marketing methods and this has greatly aided their financial goals.As a global organisation they switch a recite of stakeholders, each of these can be categorised into the amount of bureau and interest they piddle, using stakeholder represent. This model is called the Power/Interest matrix (shown below) and ind icates the type of relationships held or should be held between stakeholders and the organisation.INSERT DIAGRAM AS DISCUSSED ABOVEManchester coupleds stakeholders can be considered as the followingManagersOwners/shareholdersEmployeesCustomersSuppliersPartners/SponsorsPlayers SupportersCommunity groupsInvestorsMedia G oernmentsStakeholders within fragment A are of very little agency and interest, Manchester United can keep these stakeholders advised hardly are not of naughty importance. member B contains stakeholders of steep interest yet low forcefulness. They leave behind desire to be kept informed and also to a trusted degree, guide to be kept interested in the groups actions.Segment C contains stakeholders who energise high power and low interest, they are at times national with what is going on but like to be kept informed, at any time these stakeholders can make a drastic potpourri and merge with Segment D.Segment D are the key players who look at to be of h igh importance to Manchester United, they need to be nearly informed and satisfied at all times. They will create very good pulls on decisions and changes being made.Each stakeholder has individual expectations of the fellowship and a certain degree of power. Not all stakeholders will have power or interest in the team, but they do fit into the Matrix appropriately. I will look at each stakeholder individually and stated where and wherefore they below in the segment they are placed.Taking into appreciation that the ethical stance, which Manchester United is fancyn to have, (Longer-term shareholder interests) its easier to place eachstakeholder within the matrix. Manchester United work on building a positive and well cognise reputation and in turn this builds their financial frontier.Managers this includes managers on the football pitch and in stores selling team merchandise. They may have 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 deed in their particular areas. The main reason for this interest could be related to promotion and salary.Owners and shareholders have high interest and high power as they are the main source for profit, falling into segment D. Without the shareholders there would be very low financial statuses and they would not be able to investment trust their reputation. They have high power in making final decisions and are well-nigh important to influence, when looking at collective governance.Employees can have very low power and at times low interest in reputation and management. At this stage they would be categorised as segment A. Generally the employees who would fall into this segment would be those who consider the trick as a way to pay their bills. They have no strong value in the job if they didnt work for Manchester United whence they would work elsewhere. Football players as employe es of the organisation have high power and interest depending on their famous status.For example in the elusion memorize David Beckham would have been placed in segment D as he is a landmark player wanted by al almost all(prenominal) football team imaginable. He can use this to his advantage influencing decisions and new(prenominal) stakeholders to his way of thinking.Investors, Suppliers and community groups are seen, to be kept informed but have little if no power (segment B). Investors in particular want to know if their investment will produce a return, 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. fair by them being linked to Manchester United makes them more desirable to othercompanies.Customers and Supporters are cardinal of the teams main sources of revenue most will pay ridiculous amounts for season passes to jeopardizes home/away and w ill 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 back upers wouldnt support that its not a positive alteration to be made.Partners and sponsors want to be kept informed of the teams 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 are 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.If they see the team facing a downfall they can remove themselves and choose another 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 int erested and informed at all times. Media are there to inform all stakeholders about the good and bad even though this can be manipulated at times. This results in the team belongings them very satisfied and informed at the resembling time (segment D).After taking into consideration all key stakeholders its 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 its highly important for Manchester United to make trusted 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 later alterations.Q2. Critically evaluate how the key cultural characteristics of Manchester United (including values, beliefs and taken for granted assumptions) mayhave changed from pre -1990 until today. What are the implications of these changes for current and futurity strategies?After extensive research of Manchester United its clear to see a big change in their cultural characteristics from the day they began playing football, to this present day.The team began in 1878 as a group of workers from Lancashire and Yorkshire railways and they began to play for local anesthetic anaesthetic leagues and competitions. In 1902 they became an independent organisation called Newton Heath F.C. look at the organisations nuance past and present it can be modest down into four layers, shown belowINSERT DIAGRAM AS DISCUSSED ABOVEThis breaks the organisation the Paradigm, Behaviours, Beliefs and Values looking at each Manchester United has changed dramatically over time.The early years 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.From the beginning its apparent they chicane the game itself and were clearly not financial focused. Brian Oliver commented in a newspaper publisher article online saying 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 less(prenominal) material objects they were there to entertain and have fun.Their determination was proven after a number of set backs, such as one presented in the case study The Munich plane crash. This had a huge impact on performance, but they showed they were strong-minded about the game and keeping it alive.Using the dodging Lenses theory of Design, Experience and Ideas its apparent at this stage the lenses most concentrated on where ideas anddesign. This was by comely an ind ependent team and plan the kit and colours which were then modified years later. feeling at the culture weather vane of Manchester United we see a internal representation of the taken-for-granted assumptions of the organisation and the physical side of their culture (diagram below), this concentrates on the two in pro forma layers of the four layer diagram previously mentioned.Come 1990 the whole culture of Manchester United changed, they became very focused on the financial side of the game. A real Madrid spokesperson commented football clubs are marketing brands, not teamsits no longer a case of doing well on the pitch 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.As 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. Also 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 information is related to the stories persona of the culture web and shows just how the culture has moved form being relaxed to being very fast pace.The 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 become one of the most recognisable symbols globally. The power structures have changed from being the team players to becoming 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.The 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 information 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.The future of the team as the case study shows, plans are well mod in new-media technology, principally the internet and mobile telephone potential. They have previously advanced i n the service industry by using BSkyB to pitch their own satellite channel (MUTV), they have produced a premiere movie, leave behind banking facilities, introduced sports and leisure facilities along with a clothing brand to match, opened a caf, allow weddings on their own Old Trafford grounds and launched an official website. extracurricular of the case study the future of Manchester unite looks positive, with player transfers and progressing into new markets.In conclusion 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 put thr ough it seems to be held on the pitchReferencesBooksJohnson, G. Scholes, K (2004). Exploring Strategy Change. 2nd ed. England Pearson fosterage Limited. Pgs136-138.Johnson, G. Scholes, K. Whittington, R (2005). Exploring Corporate Strategy. 7th ed. England Pearson Education Limited. Pgs56-57, Pgs164-170, Pgs179-211.Lynch, R (2006). Corporate Strategy. quaternary ed. England Pearson EducationLimited. Pg5, Pgs416-423.WebsitesMind Tools Ltd. (2007). The Cultural Web Aligning your organizations culture with strategy. Available http//www.mindtools.com/pages/article/newSTR_90.htm. Last accessed 22 November 2007.Unknown. (2007). Stake holder mapping Aligning your organizations culture with strategy. Available http//www.12manage.com/methods_stakeholder_mapping.html. Last accessed 12 November 2007.Wikimedia Foundation, Inc. (2007). Manchester United F.C. 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