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Relatório de estágio curricular realizado no Departamento de Futebol Sénior do Atlético Clube de Portugal
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Resumo(s)
O presente relatório diz respeito ao Atlético Clube de Portugal, instituição que na sua história recente pôde contar com problemas graves, não apenas ao nível institucional como a nível legal. Contudo e por causa disso mesmo, passa por um excelente processo de recuperação, fazendo jus á alcunha “Gigante de Alcântara” este é o principal clube da zona de Alcântara em Lisboa e como tal faz parte do seu processo de recuperação “reacender a chama” outrora apagada por Eric Mao. Os dirigentes do clube definiram objetivos competitivos e institucionais, dos quais fiz parte: em termos competitivos passam por disputar, através da equipa principal, os escalões profissionais ou seja, o Campeonato de Portugal, equivalente à terceira divisão, no que toca á formação o objetivo, ainda que muito distante, passa por captar e criar futuros talentos que ajudem a sua equipa principal ou que, dentro dos seus escalões, aumentem o nível competitivo (subida de divisão) das diferentes equipas da formação. A nível institucional o objetivo é garantir a sustentabilidade financeira do clube utilizando dois critérios distintos: controlo de custos e aumento das receitas do clube seja través dos seus ativos, seja através de captação de massa associativa (pagamento de quotas, merchandising, etc.), ao nível da formação criar talentos que tragam receitas para o clube. Durante toda a minha atividade dentro do clube fui acompanhado pelo processo de certificação da FPF, ao apoiar os dirigentes do clube apercebi-me da capacidade e futuro brilhante do qual o Atlético Clube de Portugal (ACP) pode usufruir, isto é, o ACP candidata-se à entidade formadora de quatro estrelas, demonstrando assim a capacidade e ambição da instituição a todos os níveis, seja a nível de infraestruturas, pessoal, competitividade, atletas e organizacionais. Este relatório tem início com o macro contexto ligado à Responsabilidade Social Corporativa (RSC) e à formação de atletas como possível fonte de rendimento e/ou apoio à equipa principal do clube. Segue-se a realização da prática profissional com a descrição de tarefas e afazeres ligados a estes mesmos pontos, incluindo também as tarefas desenvolvidas no âmbito do processo de certificação. Conclui-se o presente documento com uma síntese dos principais problemas a resolver, as dificuldades encontradas e algumas sugestões de melhoria para que o clube possa atingir os objetivos a que se comprometeu.
The present report concerns Atlético Clube de Portugal, an institution that in its recent history could count on serious problems, not only at the institutional level but also at the legal level. However, and because of that, it is going through an excellent process of recovery, living up to the nickname "Giant of Alcântara" this is the main club of the Alcântara area in Lisbon and as such it is part of its recovery process to "rekindle the flame" once extinguished by Eric Mao. The club's managers have defined competitive and institutional objectives, of which I was a part of: in competitive terms, they want to dispute, through the main team, the professional ranks, that is, the Portuguese Championship, equivalent to the third division. In what concerns the formation, the objective, although very distant, is to capture and create future talents that help their main team or that, within their ranks, increase the competitive level (rise in division) of the different formation teams. At the institutional level the goal is to ensure the financial sustainability of the club using two distinct criteria: controlling costs and increasing the club's revenues either through its assets, either through the capture of associative mass (payment of quotas, merchandising, etc.), at the level of training to create talents that bring revenue to the club. Throughout my activity within the club, I was accompanied by the certification process of the FPF, by supporting the leaders of the club I realized the capacity and bright future that Atlético Clube de Portugal (ACP) can enjoy, that is, the ACP applies for the four-star training entity, thus demonstrating the ability and ambition of the institution at all levels, whether at the level of infrastructure, personnel, competitiveness, athletes and organizational. This report begins with the macro context linked to Corporate Social Responsibility (CSR) and the training of athletes as a possible source of income and/or support for the club's main team. This is followed by the professional practice with the description of tasks and tasks connected to these same points, including also the tasks developed within the scope of the certification process. This document concludes with a summary of the main problems to be solved, the difficulties encountered and some suggestions for improvement so that the club can reach the goals it has committed to.
The present report concerns Atlético Clube de Portugal, an institution that in its recent history could count on serious problems, not only at the institutional level but also at the legal level. However, and because of that, it is going through an excellent process of recovery, living up to the nickname "Giant of Alcântara" this is the main club of the Alcântara area in Lisbon and as such it is part of its recovery process to "rekindle the flame" once extinguished by Eric Mao. The club's managers have defined competitive and institutional objectives, of which I was a part of: in competitive terms, they want to dispute, through the main team, the professional ranks, that is, the Portuguese Championship, equivalent to the third division. In what concerns the formation, the objective, although very distant, is to capture and create future talents that help their main team or that, within their ranks, increase the competitive level (rise in division) of the different formation teams. At the institutional level the goal is to ensure the financial sustainability of the club using two distinct criteria: controlling costs and increasing the club's revenues either through its assets, either through the capture of associative mass (payment of quotas, merchandising, etc.), at the level of training to create talents that bring revenue to the club. Throughout my activity within the club, I was accompanied by the certification process of the FPF, by supporting the leaders of the club I realized the capacity and bright future that Atlético Clube de Portugal (ACP) can enjoy, that is, the ACP applies for the four-star training entity, thus demonstrating the ability and ambition of the institution at all levels, whether at the level of infrastructure, personnel, competitiveness, athletes and organizational. This report begins with the macro context linked to Corporate Social Responsibility (CSR) and the training of athletes as a possible source of income and/or support for the club's main team. This is followed by the professional practice with the description of tasks and tasks connected to these same points, including also the tasks developed within the scope of the certification process. This document concludes with a summary of the main problems to be solved, the difficulties encountered and some suggestions for improvement so that the club can reach the goals it has committed to.
Descrição
Palavras-chave
Aumento de receitas Controlo de custos Formação Processo de certificação Responsabilidade social corporativa Sustentabilidade financeira Certification process Corporate social responsibility Cost control Financial Revenue increase Sustainability Training