Should football managers be sacked when results (on the field) are Essay - 1

Should football managers be sacked when results (on the field) are poor What does your answer tell you about how we should - Essay Example The models influence two different leadership succession theories that will come in handy in the discussion of the subject matter. The two leadership succession theories are vicious cycle theory and common sense theory. The two theories give different relationship of leadership succession and performance of the organization thereby providing the basis for and sacking unsuccessful managers. The integration provides great context to explain the effect of leadership succession. The common sense theory holds that the performance of an organisation will improve when an organization sacks an unsuccessful leader. This indicates that the managers are hired to control the performance of a firm and hence are responsible for good performance. According to the resource dependence theory, the manager has control over the performance of the organisation since he has the ability to start or terminate actions at his discretion. The managers bring on board resources, information and legitimacy. This results if the organization sacks a manager with poor results and hires one with the right mix of resources, the performance will improve. This therefore roots for the sacking of the manager since he is to blame for the organization’s poor performance and hire a manager who has the right mix of resources to spur good performance in the subsequent time period. This thus provides the basis for sacking unsuccessful managers (Soebbing & Washington 2011). The other leadership succession theory is the vicious cycle theory, whose underlying support is organizational learning. The vicious cycle holds that succession in leadership naturally disrupts the organization leading to poor performance. Organization learning provides that for an organization to improve its performance there should be strategic renewal, which focuses on the whole organization not just the managers. The model disregards that managers are an important component, which determine how well the organization is run an d how well information diffused to the lower offices and employees. Organization learning holds that when a poorly performing leader is sacked the performance of the team becomes even poorer. This thus supports the vicious theory that poor performance in an organization leads to organizational change but lower performance is a result of change (Soebbing & Washington 2011). This paper will not use institutional theory in arguing the subject matter at hand since it supports the ritual scapegoat theory. The ritual scapegoat theory holds that there is no relationship between leadership succession in an organization and the performance of the organization. From this perspective the leader is only a symbol and does not influence the performance of the organization. This promotes that change is undertaken to promote social constructs, therefore going contrary to the main market consideration that change is undertaken in the search for performance gains. A non-performing manager should be s acked since a new manager spurs immediate short-term reprieve. Of nine studies scrutinizing six countries that included England and Spain, showed that replacing a poorly performing manager does improve the on-field performance of the club. This leads to increase in the club’s short-term performance when a new manager is appointed. The sacking is usually based