Ferguson's Management Style and Insights

This assignment analyzes Alex Ferguson's approach to managing Manchester United, examining his key elements like setting high standards, motivating players, adapting to situations, and building a strong foundation. It also discusses the transferable concepts from Ferguson's style that can be applied to leadership in other industries, highlighting the value of strategic planning, team building, and effective communication.

Ferguson Case and 5 Minds of Manager
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1. How would you describe Ferguson’s approach to managing his team? What, in your
view, are the key elements of “Ferguson’s Formula”?
Ferguson’s successful career in managing his team was reflective of his managerial skills and
mindset. While managing his team he had depicted organisational or analytical mindset along
with the action mindset (Gosling, 2003). Fergusson had to analyse his team players and motivate
them into performing well such that they can deliver and win matches. Ferguson looked deeper
into structure of the club and also of its players to consider tasks related specialization, while
playing. But mostly he applied his understanding from action mind-set. The players representing
the team comprised of immense emotional energy that had to be directed to arrive at specific
goals. All players were millionaires and to be controlled was a rather difficult task attempted by
Fergusson. He was constantly planning and motivating the team to adapt to change such that they
could be effective while playing to win the match.
These managing skills let the team win matches and also gain ranking from their lost position.
There were various strategies used by Ferguson in managing his team and the club. His formula
comprised of different strategies while managing a game, managing a season, managing a club.
Some of its key elements were starting with foundation of the team, rebuilding the team from
scratch, setting high levels of standards, never to cede control of professional players of the
game, matching message to the moment, preparing to win, relying on power of observation and
never to stop adapting to the situation. While managing game, he would never disclose players of
the game till lasts moments to media or competitors that allowed little time for opponents to be
ready. While managing seasons, there needed to be consistency and high standards set for
performance. While managing the club, he build and rebuild teams such that he had players with
experience who were able to cater to success in games.
2. What can those who lead teams in other industries learn from Ferguson’s approach?
Which concepts transfer and, perhaps, which do not?
Alex Ferguson was manager of 26 seasons Manager United ranking the most valuable and
successful franchise in sports. Ferguson style of managing his team provides various insights into
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ways that can be applied in other industries. Concept of Ferguson related to starting with
foundation might not be an attractive in real world (Elberse, 2012) . Corporates might not be able
to have patience and recruit managers, build a team to develop into a center of excellence.
Organisations can learn from various leadership skills and team management skills from
Ferguson that could lead to their success as well. But the idea of bringing in managers with
experience can be highly results driven. Building a team with capable and experienced manager
can lead to long-term effectiveness. Building an effective team portfolio of managers requires
decade in the making. There needs to be continuous surge for strengthening core areas. An idea
of Fergusson that has found effectiveness within industry practices is the desire to achieve over
and above set levels or standards. In industry also there needs to a motivation to forcefully
respond. The idea of translating message at the right time has found effectiveness as
encouragement is what is required instead of criticism to strive ahead.
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Reference Lists
Elberse, A. &. (2012). Sir Alex Ferguson: Managing Manchester United.
Gosling, J. &. (2003). The five minds of a manager. Harvard business review, Harvard business
review.
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