Historical analysis of football contracts Essay

Historical analysis of football contracts - Essay Example The relationship between players and clubs changed fundamentally through the years. Contemporary football is caught between two very powerful concepts: the freedom of movement of players on the one side and contractual stability on the other. The international governing body FIFA attempts to provide a universal guideline on how to deal with contractual stability and international mobility. A it was shown in this research project, freedom of movement is the consequence of many social, cultural and, not at last, political developments which have caused an increase in international mobility of players in the recent past. The focus of this article centered on playing contract conditions, analysis of power determinants in the football labor market. The football labor market, as this paper will demonstrate, is a site for power contestation between football authorities and players and the ‘transformation of circumstances’ with regard to playing contract conditions throughout the history of the game is central to this paper. The paper uses agency-structure as a framework and consequently adopts the view that football players perform their labor in an occupational workplace that is governed by football’s authorities (that is, the game’s rules, governing bodies, regulating authorities and clubs). In this sense, the players are considered to be the individual agents (agency)while the football authorities are the structure whilst the power battle between the players and authorities – as part of agency-structure – regarding playing contract conditions over time is the f ocal point of this paper.

Business - Organizational Structure Essay Example | Topics and Well Written Essays - 1250 words

Business - Organizational Structure - Essay Example 2). Based on their theory, there are factors that affect performance and how change occurs. There are two kinds of changes: transformational and transactional. Transformational change occurs by responding to the external environment. This affects mission and strategy, leadership, and culture in an organization. These factors affect transactional change, particularly organizational structure, systems, management practices, and climate. Together, transformational and transactional factors affect motivation, that which affects performance. (Burke, W.W., Litwin 1992, p. 1). These variables can be demonstrated in NutriSystem. NutriSystem’s mission is â€Å"to provide a weight loss program based on quality foods and a nutritionally balanced meal plan; individualized counseling is the core of our commitment that customers always have the privacy, support and knowledge needed to reach their goal weight† (Nutrisystem.com, 2011). ... The organization must excel in order to meet strategic goals. (Kates 2007, p. 3). There is a relationship between strategy and structure in an organizational design. As defined by Alfred Chandler (1962), strategy influences structure. Thus, structure follows strategy (Venohr 2007, p. 4). Otherwise, it will result in inefficiency. NutriSystem uses a marketing strategy that provides a balanced nutrition that is also low glycemic index (GI). (nutrisystemblog.com) GI is important to NutriSystem because meal plans with low GI improve hunger management, it produces better weight loss outcomes, and that it helps those who have diabetes. There are approximately 79 million adults in U.S. who are pre-diabetic and 24 million suffering from diabetes (nutrisystemblog.com). This is a good strategy for NutriSystem because millions of people are likely to respond to their diabetes control diet program. As a result of management decisions, Nutrisystem and the American Diabetes Association formed a st rategic alliance to promote the importance of weight loss for people with type 2 diabetes (Medicalnewstoday.com, 2009). Organizational Culture and Climate Culture is a fundamental part of organization although management cannot â€Å"directly† design culture. According to Kates (2007), it consists of values, mindsets, and norms of behavior that have emerged over time that most employees share. It is rather the outcome of the cumulative design decisions that have been made in the past and of the leadership and management behaviors that result from those decisions (p. 3). Thus, it can be inferred that management practices influence or shapes organizational culture. NutriSystem is devoted to educating