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Publication
Estágio em Gestão do Desporto na Youth Football Managemen
| Name: | Description: | Size: | Format: | |
|---|---|---|---|---|
| 1.72 MB | Adobe PDF |
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Abstract(s)
O presente relatório descreve as atividades e tarefas desenvolvidas no estágio realizado na Youth Football Management como Junior Project Manager para a obtenção do grau de mestre em Gestão do Desporto na Faculdade de Motricidade Humana. O estágio teve como objetivo principal proporcionar uma aplicação prática dos conhecimentos teóricos adquiridos durante os três semestres do mestrado. As tarefas tiveram como foco principal o benchmarking entre a Liga 3 e outras terceiras ligas europeias de futebol, analisando diversos indicadores comparativos, como o formato das competições, o perfil dos jogadores e o equilíbrio competitivo. A analise incluiu ligas como a Sky Bet League One (Inglaterra), a 3. Liga (Alemanha), a National 1 (França), entre outras. A construção de um quadro de indicadores facilitou uma análise contínua e objetiva da Liga 3 em comparação com as outras ligas em estudo. Numa segunda fase, foi efetuado um levantamento das funções existentes na estrutura organizacional dos clubes da Liga 3, identificando assim um Organograma-Tipo dos clubes. O objetivo dessa tarefa era o de construir uma estrutura organizacional ideal com as funções-chave que os clubes devem ter de forma a estarem mais próximos de uma gestão profissional. Nas principais conclusões é possível destacar que todas as ligas analisadas tiveram de alterar o seu formato de forma a promover o equilíbrio competitivo e aumentar audiências. Essas alterações passaram pela redução do número de equipas e de ajustes na fase de playoffs, isto, de forma a tornar a competição mais atraente e comercialmente viável. Foi possível também observar que em mais de 50% dos clubes da Liga 3, a função de Responsável de Marketing e de responsável de Comunicação são desempenhadas pela mesma pessoa. Igual situação com as funções de Responsável Administrativo e Responsável Financeiro. Apenas 59% dos clubes possuem a função de Responsável Comercial. Sendo que os clubes devem aumentar as suas receitas para uma maior independência financeira, este ponto apresenta-se como uma clara oportunidade de melhoria. É importante fazer uma análise mais a fundo de maneira a determinar quais as funções em que a acumulação é vantajosa, assim como aquelas onde a especialização será determinante .
The present report outlines the activities and tasks developed during the internship at Youth Football Management as a Junior Project Manager, as part of the requirements for completing the master’s degree in Sports Management at the Faculty of Human Kinetics. The internship's primary objective was to provide a practical application of the theoretical knowledge acquired over the three semesters of the master’s program. The core focus of the tasks was a benchmarking study comparing Liga 3 with other third-tier European football leagues, analyzing various comparative indicators, such as competition formats, player profiles, and competitive balance. The analysis included leagues such as Sky Bet League One (England), 3. Liga (Germany), and National 1 (France), among others. The development of an indicator framework facilitated a continuous and objective analysis of Liga 3 in comparison with the other leagues under study. In a subsequent phase, a survey was conducted on the existing roles within the organizational structure of Liga 3 clubs, resulting in the creation of a standardized organizational chart, identifying key roles essential for effective and professional club management. The goal was to design an ideal organizational framework that incorporates critical functions, thereby aligning clubs more closely with professional standards. The findings of this work revealed that all the analyzed leagues had to modify their competition formats to enhance competitive balance and increase audience engagement. Key adjustments included reducing the number of participating teams and restructuring playoff stages, making the competitions more appealing and commercially viable. The study also highlighted that, in over 50% of Liga 3 clubs, the roles of Marketing Manager and Communications Manager are combined and performed by the same individual. The same occurs between the roles of Administrative Manager and Financial Manager. Only 59% of clubs employ a dedicated Commercial Manager. Given the imperative for clubs to increase revenue and achieve greater financial independence, this represents a clear opportunity for improvement. It isimportant to conduct a deeper analysis to identify which roles can be effectively combined without compromising efficiency and which require specialization to ensure optimal performance and professionalization of club management
The present report outlines the activities and tasks developed during the internship at Youth Football Management as a Junior Project Manager, as part of the requirements for completing the master’s degree in Sports Management at the Faculty of Human Kinetics. The internship's primary objective was to provide a practical application of the theoretical knowledge acquired over the three semesters of the master’s program. The core focus of the tasks was a benchmarking study comparing Liga 3 with other third-tier European football leagues, analyzing various comparative indicators, such as competition formats, player profiles, and competitive balance. The analysis included leagues such as Sky Bet League One (England), 3. Liga (Germany), and National 1 (France), among others. The development of an indicator framework facilitated a continuous and objective analysis of Liga 3 in comparison with the other leagues under study. In a subsequent phase, a survey was conducted on the existing roles within the organizational structure of Liga 3 clubs, resulting in the creation of a standardized organizational chart, identifying key roles essential for effective and professional club management. The goal was to design an ideal organizational framework that incorporates critical functions, thereby aligning clubs more closely with professional standards. The findings of this work revealed that all the analyzed leagues had to modify their competition formats to enhance competitive balance and increase audience engagement. Key adjustments included reducing the number of participating teams and restructuring playoff stages, making the competitions more appealing and commercially viable. The study also highlighted that, in over 50% of Liga 3 clubs, the roles of Marketing Manager and Communications Manager are combined and performed by the same individual. The same occurs between the roles of Administrative Manager and Financial Manager. Only 59% of clubs employ a dedicated Commercial Manager. Given the imperative for clubs to increase revenue and achieve greater financial independence, this represents a clear opportunity for improvement. It isimportant to conduct a deeper analysis to identify which roles can be effectively combined without compromising efficiency and which require specialization to ensure optimal performance and professionalization of club management
Description
Keywords
Benchmarking Estrutura organizacional Futebol Gestão Gestão de recursos humanos Gestão do desporto Benchmarking Football Human resources management Liga 3 Management Organizational structure Sports management