Section Name CASE ON TEAM MANAGEMENT IN FUTSAL Andrey Berezin 1 Prof. Natalia Gorodnova 2 Prof. Vladimir Matyushok 1 Sergey Chernov 3 Dmitriy Skipin 4 1 Peoples' Friendship University of Russia, Russia 2 Ural Federal University, Russia 3 Novosibirsk State Technical University, Russia 4 University of Tyumen, Russia ABSTRACT Authors analyze current management practices at Futsal team. The article provides a rational for organizational change to long-term strategy planning that will include motivation of club s employees, development of informational system, which will provide relevant information for decision makers in appropriate time frame, and importance of overall stability to getting good results. Also, authors analyze effect of interdependence of collective members on achievements of the team. Authors argue that immediate results can lead to negative long-term trends, which can eradicate previous achievements. Therefore, authors argue importance of long-term development strategy for Futsal s teams to achieve wider audience and higher television ratings for this sport. Keywords: futsal, development strategy, motivation, information system, expectancy theory INTRODUCTION "Gazprom-Ugra" is a Russian Futsal club from Yugorsk. Commonly referred to as UGRA, the club was founded in 1993 and has a long history of competitive success. Currently, UGRA is in the Super League, the highest division in Russian futsal. The club's past achievements include a powerful victory in Super league 2014/2015, reaching silver 2007/08 and 2012/13, and attaining the Cup of Russia in 2012.
3 rd International Multidisciplinary Scientific Conference on Social Sciences & Arts SGEM 2016 1.Current practice The current practice of the club is aimed at getting trophies at any cost in a short-term period. To assure the victory, the club acquires star players or coaches that are available for transfer from other clubs. If a player or coach brings a victory, they get lavish benefits. If not, they will be removed from the club. This practice is detrimental in a long run because it requires a significant amount of money in constantly acquiring and retaining new talent that could have been spent on the equipment and facilities to improve a long-term standing of the club. 2.Rational for change One of the world s best football managers - Sir Alex Ferguson said, The first thought for 99% of newly appointed managers is to make sure they win to survive. They bring experienced players in, often from their previous clubs. But I think it is important to build a structure for a football club not just a football team. You need a foundation. And there is nothing better than seeing a young player make it to the first team. [1] 2.1.Team s Stability Most researchers in organizational behavior argue for stability in teams. According to Hackman, Teams with stable membership perform better than those that constantly have to deal with the arrival of new members and the departure of old ones. [2] Stable membership comes with shared experience that helps not only players on the field but also in training, getting health care services and other routine aspects. The current head coach, Kaka, came to the club in 2012. Season of 2014/15 was a great success for the club. Winning the super league has given the club an opportunity to compete in UEFA Futsal Cup along with best international teams, such as Barcelona and Kairat. However, the world of sports is tough. Season 2014/2015 is only a part of history now. To stay in the club, Kaka needs to repeat the miracle and bring new trophies. Kaka's contract expires at the end of season 2015\16. Question about a renewal of Kaka's contract brought up a debate about the validity of a shortsighted strategy. Nancy Katz argues that the more time teammates have together, the more able they are to anticipate one another's moves and the clearer they are about one another's roles, resulting in enhanced team performance. [3] There is no question that every season is a big challenge. Given the fact that some players have been with the team for eight years or longer while Kaka s has been leading the team for three years, the team chemistry has just began to take shape, and the results are highly valued by fans and the administration. However, the departure of Kaka can disrupt a long-term upward path. Applying a longer contract will allow Kaka to develop a long-term plan that would assure incremental improvement of the club in 3-5 years perspective and the creation of a players' development system that would allow children from small cities to become professional players when they grow up. Expectancy theory
Section Name Application of Vroom s Expectancy theory to the club reveals lack of motivation due to an absence of instrumentality criteria. The team doesn t have shared experience that supports trust among the team members. Compensation plans are designed in a way that ensures motivation of only the starting team. To ensure the long-term improvement of the club, all the members need to have high motivation because members with low motivation would resist to positive changes. First of All, lack of trust is caused by silence on the behalf of the administration regarding Kaka's renewal of the contract. On the one hand, the team has experienced a very successful season with the victory in Russian super league for the first time in the club's history. According to Victor Vroom, In most work situations, there exist standards regarding which these performance outcomes can be evaluated. [4] From the perspective of the team members, winning the super league is a great breakthrough that brought the club to the international level of UEFA. This achievement should be rewarded with higher trust and increased authority for Kaka because he was the mastermind of the game tactics and training sessions that yielded the result. However, Kaka didn't get a new offer from the administration. As a result, team members think that rewards for the high performance won't be delivered, and Performance - Outcome transition fails. As a result, overall motivation equals 0 if Vroom's binary equation of motivation is applied. Second, existing contractual policies don't allow a head-coach to reward individual players for good performance during training sessions, even though the ultimate goal of a training session is to practice of skills and techniques that will increase chances of winning on a game day. Currently, the rewards are bonuses for players who play (and win) on an actual game. The current rewards system doesn't offer extrinsic motivation to perform well during a training session for the players who will play on a game day because they know that their only reward comes during game day. Simultaneously, players who don't constitute the starting team also lack extrinsic motivation for performance during training sessions because their rewards aren't tied to their performance. The players that aren't on the starting team have a long-term intrinsic motivation to get better individually so that they could be part of the starting team. This structure, however, leads to a decline in body conditions, due to faulty ethic on training sessions, and an eventual end of the career for players who might have advanced to a starting team. Something needs to be done to offer short-term rewards, linked directly to training sessions, to supplement long-term intrinsic motivations. To ensure the preservation of players who have development potential, long-term planning practices should include provision for the addition of rewards assigned by a head coach for individual performance on training sessions. Victor Vroom describes this phenomenon in work settings: When a worker attempts to perform a job, a number of different outcomes are possible. [4] To insure favorable outcome, workers need feedback because Feedback increase[s] group effectiveness either by enabling group members to learn how to tackle problems effectively or by stimulating group motivation or interest in the task. [4] Therefore, feedback in the form of rewards helps to ensure better outcomes from training sessions, which would only reflect into better performance on game days.
3 rd International Multidisciplinary Scientific Conference on Social Sciences & Arts SGEM 2016 Additionally, the motivational aspect of rising players is very important for long-term strategy because, even if a player doesn't make a starting team in Gazprom-Ugra, maintaining body conditions on a high level will allow player s transfer to another club. Transfer benefits both a player and Gazprom-Ugra because the player gets recognition for the hard work and commitment to sport, and "Gazprom-Ugra" receives financial benefits in the form of profits from transfer and savings from the monthly salary of a player. 2.2.Informational system Organizational information systems should provide teams with the data and projections that members need to competently plan and execute their work. [2] Statistics from previous years is an important aspect of long-term planning because it allows teams to make accurate projections based on historical factors. The overall body's condition is the most important factor that determines any player's ability to play Futsal on a high level as any other team sport. Heart rate is an integral indicator of the health conditions, and heart rate's changes are closely related to the complex physiological changes that occur in response to regular exercise. Measuring heart rate using heart rate monitors is the simplest and most convenient way to control the intensity of physical activity during sports and physical culture. As part of a long-term strategy, purchase of wireless heart rate monitors for professional teams will help to not only control performance during physical activity but also conduct analysis the training process and the results of the competition by objective information. Polar heart rate monitor will help to individualize training loads based on the current functional state of an athlete. [6] Also, functionality and modern software of heart rate monitors Polar will give an opportunity to monitor and analyze the functionality of an athlete during game time. Even Hackman stated that information is critical to the development and execution of good team-performance strategies.[2] Therefore, development of a modern informational system that would incorporate Polar's gear for professional sports teams will allow tailoring of individual training for players to the extent that has never been seen before. 2.3.Beyond Self-interest You come to understand that most people are neither for you nor against you; they are thinking about themselves. You learn that no matter how hard you try to please, some people in this world are not going to love you, a lesson that is at first troubling and then really quite relaxing. [5] Team members need to understand that everyone is doing a small part of work that leads to a victory in individual games. Each player's individual performance, collectively, is what determines success for the team. To win, a head-coach needs players to perform well while players need a head-coach to develop tactics and training sessions because players don't have all the necessary information to develop a game day plan. Interconnection is true about support personal, administration; doctors and other team members involved in everyday operation of the club because they perform tasks that
Section Name help the team reach planned goals and objectives. Therefore, team members need to understand that they are interdependent on one another, and satisfaction of individual interests comes from the satisfaction of team's interests. Commitment to incremental improvement of the club in long-term will lead to long-term satisfaction of individual needs. As a result, a clear understanding of interdependence on behalf of team members will assure commitment to team's goals and objectives in long-term perspective. 3.Plan for change To ensure the club's success in the long-term, the administration needs to adopt a practice of continual incremental improvement that would guarantee a team's stability, help motivate team members, provide an adequate informational system, and align the player's individual interests with the club's interest. The first step would be approval of 5 years contract for a head-coach that would allow him development of a long-term strategy for the club and give enough time to control execution. At the same time, this step would reassure team members that organization delivers rewards for high performance. The second step would be an addition of a provision for training rewards in contracts of players. A head-coach could assign a co-efficient for each player based on individual performance on training sessions. The third step would be an establishment of an informational system that would allow usage of modern Polar s gear for professional sports team. The forth step would be a series of seminars for team members to explain the importance of individual's commitment to the club's development strategy for a satisfaction of self-interest for each member. CONCLUSION The world of sports, and particularly Futsal, can be subject to a great volatility, which has wide impacts ranging from fans to players, coaches, and ownership. "Gazprom- Ugra" must be able to build goals on a long-term strategic vision in order to enjoy continued success. Taking these much-needed steps would help to change the shortsighted practice to the practice of long-term continues incremental improvement that would allow development of foundations that would bring new names in the world of futsal. Success of individual clubs will eventually lead to proliferation of this sport around the globe and recognition as Olympic sport. REFERENCES [1] Elberse A., Sir Alex Ferguson: Managing Manchester United, Harvard Business Review, USA, 2012; [2] Hackman J., Leading teams: Setting the stage for great performances, USA, 2002;
3 rd International Multidisciplinary Scientific Conference on Social Sciences & Arts SGEM 2016 [3] Katz N., Sports teams as a model for workplace teams: Lessons and Liabilities, Academy of Management Executive, USA, 2001; [4] Vroom V., Work and Motivation, USA, 1964; [5] Brooks D., The problem with meaning, The New York Times, USA, 2015, January 5; [6] Polar Team Pro Polar Global, Retrieved December 13, 2015, from http://www.polar.com/en/b2b_products/team_sports/team_pro;