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本文使用欧洲职业足球作为例子，分析组织管理方面的知识。该项目的焦点在于金钱，推销，市场和管理，也是职业足球中真正的“四大要素”。不必说，一个成功的职业足球组织必须要能够提供合格的产品。这里的产品指的是能够达到可接受的输赢记录的球队，能有一些精彩的值得粉丝欢呼激动的表现。本项目的重点不是组建一支球场上成功的球队，而是建立起既能够盈利也能够驰骋赛场的商业组织。足球俱乐部的真正目标，不仅仅是成功的足球队，而是能娱乐观众，让观众有参与感的组织。也可以说，项目目标的一部分是球场上成功的球队，但这不是最主要的。

管理的主要功能是计划、组织、领导、协调和控制。这些功能相应的就需要决策，责任感，过程设计，解决问题，以及组织内部的理解沟通，或者说，如何实现有效的合作会面。

在管理俱乐部时需要注意的平行任务，包括球场上的球员和组织。一位伟大的教练必定也是智慧的领导，能够鼓舞人心。尽管很多教练曾经是球员，他们并不能真正走到赛场上踢球，而是要委托别人为代表。

Preface

The subject of this project is Organizational Management using European professional football as an example of a business that must be managed. The focus of the project is money, merchandising, marketing and management, the real “Big 4” in professional football. Needless to say, a successful professional football organization almost must produce an acceptable product. That product is a team that produces an acceptable win/loss record and some exciting play for fans to cheer. The focus of this project is not building a team that is successful on the pitch, but about building a business organization that operates a successful business which both makes profits and produces a successful team. The real mission of the football club is not to simply build a successful football team, but to build an organization that entertains people, and gives them a cause with which to be involved. Part of this process is producing a team that succeeds on the pitch, but that is not the primary goal.

The major functions of management are planning, organizing, leading, and coordinating and controlling. These functions require decision-making, the delegation of responsibility, process planning, problem solving and an understanding of the communications within an organization or, how to conduct an effective meeting. (McNamara, 2007)

The parallels between managing “the clubs” which consists of the players on the pitch and the organizations are striking. A great coach is a master leader, inspirer and “delegates.” While many coaches were once players, they cannot go out on the pitch and execute plays, but must delegate others to do so. They then must delegate their Leadership position to the team captain who then directs the actual execution of the desired strategies on the pitch. The coach is very much the executive that leads and directs but does little of the actual physical work himself. The president or managing director of the club must do the same not only for the team, but also for all the members of the organization. He delegates the creation of the “product,” the football team to the coach. The use of football example is deliberate.

The four pillars of organizational management