Nishant Seth (20140232) PGDM (2014-2016) ASSIGNMENT (END-TERM) (Organiati!na" #eha$i!r) The first case I am writing is about Leadership of Arsene Wenger at Arsenal F.C., which is a London based football club and how magnificently he has managed the club ever since he has taen the charge. I have chosen to write a case on leadership of Arsene Wenger simply because I am a huge arsenal fan and a fan of Arsene Wenger. I thin it is simply remarable that how he managed the club with the limited resources he had and able to compete in the league with the top teams. As future mangers I thin we all should learn from him.
Arsene passing on instructions to his players
Highbury in October 1996 1996 after T!" W"#$"% &"A%'( )*"%*I"W+ Arsène Wenger arrived at Highbury notable success at Monaco and a stint in charge of Japanese side Grapus !ight" He #as the $lub%s first boss fro outside the &'"Arsenal finished third that season but the ne# anager #ould officially announce his arrival in his first full capaign at the hel" At one stage in 199()9* the Gunners trailed leaders Manchester &nited by 11 points" Ho#ever+ iperious iperious for throughout the second half of the capaign sa# Arsenal cro#ned ,reier -eague chapions #ith t#o gaes to spare" W ithin t#o #ee.s+ the Gunners had added the /A $up+ securing the 0ouble in Wenger%s first full season in charge"
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As #ell as transforing Arsenal on the pitch+ the ne# anager set about revolutionising his players% lives a#ay fro the pitch+ ipleenting cuttingedge training regies and dietary systes" 2he /renchan #as eticulous in his s3uad construction+ adding the li.es of ,atric. 4ieira+ !anuel ,etit and Marc Overars to a tea already boasting Arsenal institutions li.e 0avid 5eaan+ 2ony Adas and 0ennis erg.ap" Another Highbury stal#art #ho continued to flourish under Wenger #as 7an Wright" Already closing in on $liff astin%s alltie goalscoring record #hen the /renchan arrived+ Wright finally scored his agical 1(9th goal against olton Wanderers on 5epteber 18+ 199(" 7n the end+ perhaps Wenger%s finest signing to date 2hierry Henry #ould eclipse Wright%s tally a little over eight years later" Henry signed in August 1999+ after Arsène Wenger%s side had been denied bac.tobac. titles by one point by Manchester &nited in the previous May" At first+ the /renchan%s ability to adapt to the rough andtuble of the ,reier -eague #as 3uestioned+ but after failing to score in his first eight gaes+ the forer Juventus star plundered an ipressive :6 goals that ter" /inal defeats in the :;;; &efa $up and :;;1 /A $up eant that Henry #as still #ithout any Highbury silver#are" ut not for long" 7n :;;1);:+ Arsène Wenger%s side #ould surge to a spectacular 0ouble+ finishing seven points clear of -iverpool in the ,reier -eague" 2hey sealed the title #ith a #in over Manchester &nited at Old 2rafford+ s longstanding run of -eague gaes #ithout defeat" ,layed ?9+ Won 86+ 0ra#n 18+ -ost =one that Arsenal side #as truly >7nvincible>" Wenger had con3uered !ngland but !urope still evaded hi" A @uarter/inal defeat against $helsea in :;;? atched the closest Wenger%s Arsenal had coe to the biggest prie in !uropean football but that #ould all change in May :;;6 #hen they #ent all the #ay to the $hapions -eague /inal in ,aris" 7n bet#een they claied another /A $up triuph+ beating Manchester &nited in $ardiff in :;;B" Arsenal #ere 3uic.ly becoing one of the ost revered sides in !urope" And they underlined their abition #hen+ in /ebruary :;;?+ construction began on the Gunners> ne# stateoftheart hoe at Ashburton Grove+ a stone%s thro# fro Highbury" 2he ne# !irates 5tadiu officially opened its doors in the suer of :;;6 a bold step into the future for a $lub #ith a glittering past"
WHAT MAKES ARSENE WENGER DIFFERNET FROM OTHER MANAGERS: 2
1. Efficiency: The $ noted during the 1;th anniversary of Wenger%s anagerial career at Arsenal that
Jose Mourinho had spent ore oney+ in
being a visionary" ut besides this+ he .no#s ho# to bring his vision to life"7t is one thing to possess an ideaC it is another to .no# ho# to eDecute it" being a visionaryEis #hat a.es Wenger one of the best in the field+ certainly of the !nglish ,reier -eague if not the very best here" 3. Tea !"i#$in% F Wenger has aintained topfour position consistently #ith resources that are less than
#hat /erguson at Manchester &nited and anagers at $helsea and -iverpool have en
anagers li.e Mancini+ #ho ac3uire and discard players #ith ipunity"
). *'o%'essi+e: At a tie #here a nuber of teas favored the ultra defensive 8B:+ Wenger changed
the foration of the tea I.no#n then as boring Arsenal to an attac.ing ??:+ #hich in reality #as a ?: 81 of a .ind+ #here the second digit represented the t#o central idfielders+ the third+ the t#o in#ard tending #ingers Ioutside idfielders and the supporting stri.er cu creative idfielder+ and the final digit+ the ost advanced stri.er"
,. S"ccess F Arsenal still are the third ost successful club in the history of !nglish football+ behind
-iverpool and Manchester &nited+ and a great deal of this success has happened in the last decade and half under Wenger"7f+ as it is hoped+ ore resources becoe available to Wenger for transfers+ it re3uires little iagination to suppose that the perch can yet be reclaied"
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-. *'inci#e: Wenger%s principle of developent and financial prudence is infored by the philosophy
that building a particular #ay of playing football fro the acadey up#ard is bound eventually to yield fruit" Wenger%s deterination to see through his conviction and philosophy in the face of severe criticis is one of the factors that a.e hi one of the #orld%s best" 2he shortsighted fans #ho bay for his blood as a atter of routine ay not see itC 7t+ ho#ever+ doesn%t atter"
/EADERSHI* /ESSONS FROM ARSENE WENGER: 1. Ma0e yo"' nae synonyo"s i( yo"' 'an$: KWhoL% 2hat #as the headline in the Evening Standard #hen Arsène Wenger arrived in -ondon in 1996 follo#ing
t#o years in the anagerial #ilderness at Japanese side =agoya Grapus *" =o# it is Wenger #ho defines Arsenal" He iediately replaced the card schools and li3uid lunches #ith dieticians and acupuncturists+ bringing a continental outloo. to the club and developing a freeflo#ing+ attac.ing style of play" /ans under t#entyyearsold haven>t .no#n the club #ithout hi+ and his association #ith the Arsenal brand is so strong that even a distinct lac. of recent success hasn>t threatened to sever it"
2. A ea"(if"# %ae is #ess io'(an( (an a ea"(if"# a#ance see( F /or the last seven seasons+
Arsenal have coe about as close to #inning trophies as the governent has to ipleenting successful econoic policy but the board reains absolutely delighted #ith Wenger>s #or." When Aerican real estate billionaire and sports ogul K5ilent% 5tan 'roen.e too. a controlling sta.e in the club four years ago+ soe suggested he ight #ant to bring in his o#n an" /ro a financial point of vie#+ he%d have been ad to do so" As long as Wenger continues to get the tea into the $hapions -eague+ he>ll be richly re#arded" With an estiated annual salary of 9+ K-e oss% currently ta.es hoe a higher salary than 5ir AleD /erguson I*"B" 2he latter+ it>s #orth pointing out+ has #on four league titles+ three league cups and a $hapions -eague since Arsenal>s /A $up victory on penalties against Manchester &nited in :;;B" 7t goes to sho# that shareholders are generally less #orried about copetitors> successes if their o#n ban. balance is firly in the blac."
3. In+es( in yo"(4 "( $on5( e6ec( #oya#(y: =icolas Anel.a+ ,atric. 4ieira+ 'olo 2oure+ $esc /abregas+
Nobin van ,ersieC all signed by Arsenal at a young age as virtual un.no#ns I/abregas had never even played firsttea football but all sold for any ties their initial fees" Along #ith players li.e 2hierry Henry+ they o#e a large part of their careers to Wenger>s confidence and nurturing+ #hile he in turn has benefited fro the policy of targeting younger players identifying a talent early is uch ore cost effective than trying to copete for the biggest naes+ especially #hen your rivals can outspend you"
&. I(5s %'ea( (o a+e a i#osoy4 "( $on5( s(ic0 (o i( (oo 'i%i$#y: 2here%s no denying that Wenger>s
Arsenal has produced soe fine football over the years" et Wenger%s preferred forula of favouring technical superiority over tactical pragatis sees to fail increasingly fre3uently" ,artly this is because 4
Arsenal doesn>t possess the sae level of collective technical ability as they once did+ but it>s also because other teas have learnt ho# to stifle and frustrate the" et Wenger continues to send his tea out in the sae foration+ playing the sae tactics+ in virtually every gae" 7t>s li.e going out every day in a crisp pair of suede shoes regardless of the #eather forecast sure you>ll loo. fantastic ost of the tie+ but #hen it starts raining you>ll loo. li.e a ber."
). De#e%a(ion is no( a si%n of ea0ness: 7n :;;6+ Wenger hired forer Arsenal defender Martin 'eo#n
on a teporary basis to help out the coaching staff" 2hat year+ despite their defence being heavily depleted through ins sho#piece finale" 'eo#n #as #idely perceived as being pivotal in tightening a previously lea.y defence+ yet his services #ere not retained the follo#ing season" Arsenal have not been close to a $hapions -eague final since"
A'sene Wen%e': /ea$e'si 7ASSESSMENT8 2his report provides an insight into the legend that is Arsene Wenger" What he has achieved #ith Arsenal is eDactly #hat every coach dreas of achieving" His passion for the gae Q his philosophy Q coitent for developing players is incredible" 2his report see.s to delve into his leadership to provide a odel of eDcellence for aspiration" 2his report see.s to critically evaluate the leadership style to for a behavioral odel of eDcellence for Arsene Wenger" Applying urns I19(* odel of transactional and transforational leadership it is proposed that Wenger is a transforational leader and this assignent #ill eDplore the cognitive and behaviour characteristics of Wenger in relation to this theory" ehavioural odelling is a process used #ithin psychology to evaluate the cognitive and behavioural characteristics of an individual IWhitfield Q 0avidson+ :;;(" Within the conteDt of this assignent this refers to the #ays in #hich Arsene Wenger thin.s and behaves in various situations" 'uhnert Q -e#is I19*( state that behavioural odelling ay be the .ey to understanding the lin. bet#een a leader and their follo#ers and applying the ethod to a successful anager li.e Wenger provides a odel of eDcellence #hich can be used by aspiring leaders" 2he concept of leadership has changed and developed over tie and #hilst leadership and anageent often overlap+ they are very uch t#o different concepts" Whilst anageent can be defined as the process of directing a group to coplete a tas. #hen values and principles have already been established+ leadership concerns the developent of these values through establishing a vision and providing inspiration and otivation to those #ho follo# the" 2his assignent focuses on Arsene Wenger%s leadership characteristics to analyse his cognitive and behavioural characteristics in relation to urns% I19(* odel of transactional and transforational leadership"
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2he first attribute associated #ith transforational leadership is charisa and $harteislac. I:;;( suggests that a charisatic leader is soeone #hose follo#ers believe in the po#er and attributes they hold" 7t is a rare 3uality found in leaders #ho see. to establish a vision and ission to the group they are leading Iass+ 199;" When Wenger
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Whilst reaining a highly personal person #ho prefers to .eep his private and #or. lives separate he al#ays ensures he ta.es an interest in his players lives" 2his enables hi to understand his players and their otivations uch ore clearly" 7t also helped hi establish #hether or not they buy into the culture he has created" Much li.e he currently does at Arsenal+ #ith Monaco he #ould as. the foreign players about their lives bac. hoe and the happiness of their failies" Ho#ever+ he #ould do this #hilst reaining enigatic and slightly distant" 7f a player ade a ista.e #ithin a gae he #ould refuse to criticise the publically or in front of the other tea ebers" After the :;11 -eague $up /inal #ith iringha he refused to blae goal.eeper Wo
9ON9/SION:
7n conclusion+ Arsene Wenger can very uch be categorised as a ('ansfo'a(iona# #ea$e' as he can be seen as a for#ardthin.er #ho creates a vision and culture #ithin the tea he is leading" He is a highly intelligent individual #ho ierses hiself in football and strives to .no# everything he can about all aspects of the gae both on and off the pitch to develop his players" 7t can be seen ho#ever+ that #hilst he reains cal in ost situations there are occasions #here his eotions can lead hi to a.e irrational decisions such as his reaction to Mar. 2aylor%s tac.le on !duardo" Moreover he is an aspiration for the youth that anyone can learn fro his leadership i"e+ optiu utilsation of resources effectively and efficiently #hich is the bases for anager to sustain hiself in the
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long ter"
Te secon$ case I a 'i(in% is on O'a%anisa(iona# 9"#("'e in Goo%#e inc.4 ic is "#(ina(iona# co'o'a(ion secia#i;in% in in(e'ne( 'e#a(e$ %oo$s an$ se'+ices. Te 'eason y I a+e cosen Goo%#e is (a(4 as in (o$ay%oo%#in%? is (e (e' any "se (o 'efe' (o sea'cin% info'a(ion on (e We O"' %ene'a(ion canno( e+en ia%ine in(e'ne( i(o"( Goo%#e4 (e'efo'e I a coosin% Goo%#e (o 0no o'e ao"( in in $e(ai#.
HISTOR@: Google began in January 1996 as a research pro
they #ere both ,h0 students at 5tanford &niversity in 5tanford+ $alifornia" While conventional search engines ran.ed results by counting ho# any ties the search ters appeared on the page+ the t#o theoried about a better syste that analyed the relationships bet#een #ebsites" 2hey called this ne# technology ,ageNan.C it deterined a #ebsite>s relevance by the nuber of pages+ and the iportance of those pages+ that lin.ed bac. to the original site" !ventually+ they changed the nae to Google+ originating fro a isspelling of the #ord SgoogolS+ the nuber one follo#ed by one hundred eros+ #hich #as pic.ed to signify that the search engine #as intended to provide large 3uantities of inforation" Originally+ Google ran under 5tanford &niversity>s #ebsite+ #ith the doains google.stanford.edu and z.stanford.edu"
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2he doain nae for Google #as registered on 5epteber 1B+ 199(+ and the copany #as incorporated on 5epteber ?+ 199*" 7n May :;11+ the nuber of onthly uni3ue visitors to Google surpassed one billion for the first tie+ an *"? percent increase fro May :;1; I981 illion" 7n January :;18+ Google announced it had earned &5TB; billion in annual revenue for the year of :;1:" 2his ar.ed the first tie the copany had reached this feat+ topping their :;11 total of T8* billion
EVO/TION AND /INE OF !SINESS: 2he #orld%s ost popular sartphone operating syste+ self
driving cars+ sart robots+ and balloons that can deliver an 7nternet connection to reote areas are soe of Google%s ost interesting current pro
ORGANISATION DATA: 7THIS IS THE ON/@ DATA I FOND8
9
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5epteber ?+ 199*C 16 years ago Menlo ,ar.+ $aliforniaV1V:
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-arry ,age+ 5ergey rin
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GooglepleD+ Mountain 4ie#+ $alifornia+ &"5"V8
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-arry ,age I$!O !ric 5chidt I$hairan 5ergey rin I0irector of Google X and 5pecial ,ro
*'o$"c(s
Re+en"e Oe'a(in%
See list of Google products
&5T B9"*:B billion I:;18VB
&5T 18"966 billion I:;18VB
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&5T 1:"9:; billion I:;18VB &5T 11;"9: billion I:;18 VB
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AdMob+ 0ouble$lic.+ On: 2echnologies+ ,icni.+ ou2ube+ Yagat+ Wae+ logger+ 5lic.-ogin+ oston 0ynaics+ up+ =est -abs+ 0eepMind 2echnologies+ W7MM One+ 4irus2otal
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WHAT MAKES GOOG/E DIFFERENT FROM ITS 9OM*ETATORS: Google &nderstands What Other
5earch !ngines 0on>t Goo%#e as 'eace$ a ne i#es(one in i(s fi%( fo' (o(a# $oinance o+e' (e sea'c in$"s('y4 i#e @aoo4 Mic'osof(4 an$ (e 'es( ('y $ese'a(e#y (o s(ay 'e#e+an(.
According to the latest figures fro Hit#ise+ Google no# o#ns (;"(( percent of the &5 search ar.et and is trailed by ahoo+ Microsoft+ and As."co+ #hich currently o#n 1*"6B percent+ B"86 percent and 8"B8 percent of the search ar.et+ respectively" Hit#ise clais Google%s search ar.et share has risen over 1; percent in the last year and over : percent since last onth" 5oe ay thin. that ahoo has better results than Google+ but the proble #ith it is that the ain page is littered #ith eDtra
inforation attainable for everybody" About the vision+ for Google is very iportant to be the ost faous search engine"
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O'%anisa(iona# 9"#("'e:Goo%#e 7Assessen(8 Google aintains its organiational culture on the siple ters of futuristic and selfless thought #hich is to be shared and follo#ed+ as rightly put across by one of its founders 5ergey rin say that he actually don%t thin. .eeping the culture is a goal" 7 thin. iproving the culture is" /urtherore+ as described by Google%s $hief culture officer 5tacy 5avides 5ullivan that he #ould characterie the culture as one that is teaoriented+ very collaborative and encouraging people to thin. nontraditionally+ different fro #here they ever #or.ed before#or.ing #ith integrity and for the good of the copany and for the good of the #orld+ #hich is tied to our overall ission of a.ing inforation accessible to the #orld I/ollo#ing the strategies of the global ar.et Google understands that the organiational culture should be odified #ith accordance to the national culture a.ing it one aong the best in the industry" Which increasing globaliation+ perforance and values of the eployees aligned #ith the copany%s strategy and anipulate culture to achieve the organiational ob
2he Google culture is probably one of the ost positive+ influential+ allencopassing+ productivity inducing environents the #orld has ever seen" 2his sort high praise is typical fro industry eDperts+ and there is no shortage of eulation recoendation in industry againes"
!tioni typology of organiation are filedF I1 $oercive OrganiationsC I: &tilitarian OrganiationsC and I8 =orative Organiation. 9oe'ci+e o'%ani;a(ion is an organiation #hose ebers are trapped in physical and econoic reasons that have to abide by any regulations iposed by the authorities" (i#i(ia'ian o'%ani;a(ion is an organiation in #hich the ebers ay be possible to #or. for a
fair result is also a tendency to adhere to soe rules are essential in addition to the #or.ers preparing the nors and rules that protect theselves" No'a(i+e O'%ani;a(ion is an organiation in #hich the individual contributed to the coitent because it considers the organiation is the sae as the goals theselves"
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ased on the typology proposed by !tioni organiation+ then Google including No'a(i+e o'%ani;a(ion because all ebers of the organiation have the sae vision #ith Google+ #hich is trying to proote innovation and passion to advance the organiation becoe a leader in the #orld of dotco" While the type of corporate culture by $aeron and @uinn+ Handy such asF
1"
$ultural ,o#er I,o#er $ulture" A source of strength that highlight core control" there are fe# rules or procedures and copetitive atosphere+ oriented on the po#er+ and politically"
:"
$ultural Nole INole $ulture" Wor. is controlled by the procedures and regulations" Nole or
8"
$ultural 5upport I5upport $ulture" 2he goal is to bring together the right people and let the do the
?"
$ultural ,eople I,eople $ulture" 2he individual is the ain point+ the copany is only there to serve individuals in the copany"
ased on these types+ then the prevailing corporate culture at Google is ,eople $ulture" 2his is stated in the stateent of -arry ,age as $!O of Google+ #hich recognies thatF
"The people behind the scene which makes Google the company it is today. We hire people who are smart and diligent and we prefer the ability over e!perience. lthough Google employees share the same goals and vision for the company we accept all people from different backgrounds and with a diversity of languages reflecting the global users we serve. #utside of work Google employees perform a variety of hobbies ranging from cycling to beekeeping from playing frisbee to dance the fo!trot. We try to maintain an open culture that is often associated with the company longer which is where everyone is an active contributor and feel comfortable to share ideas and opinions.
Google>s culture is very inforal" Googlers #or.ing in groups in a very dense+ #ith three or four staff to share space #ith couches and dogs" $orporate virtually invisible hierarchy and eployees #ho do not #ear unifors"
9ON9/SION:
Google created a uni3ue #or. environent that attracts+ otivates+ and retains the best players in the field" Google encourages eployee ris. ta.ing and innovation" Google%s culture is reflected in their decision a.ing as #ell" 0ecisions at Google are ade in teas" !ven the copany anageent is in the hands of a triadF -arry ,age and 5ergey rin hired !ric 5chidt to act as the $!O of the copany+ and they are reportedly leading the copany by consensus" 13
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