Managing Football: An International Perspective

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The World Association for Sport Management (WASM) was founded to facilitate sport management research, teaching and learning excellence, and professional practice, across every continent. The WASM book series is designed to support those aims by presenting current research and scholarship, from well-established and emerging scholars and practitioners, on sport management theory, policy and practice. Books in the series will explore contemporary issues and key challenges in sport management, and identify important new directions for research and professional practice. Above all, the series aims to encourage and highlight the development of international perspectives, international partnerships, and international best practice in sport management, recognizing the globalised nature of the contemporary sport industry.

Internationally, association football is governed by FIFA. Under FIFA, there are six continental confederations: AFC, CAF, CONCACAF, CONMEBOL, OFC and UEFA. National associations (e.g. The FA or JFA) are responsible for managing the game in their own countries both professionally and at an amateur level, and coordinating competitions in accordance with the Laws of the Game. The most senior and prestigious international competitions are the FIFA World Cup and the FIFA Women's World Cup. The men's World Cup is the most-viewed sporting event in the world, surpassing the Olympic Games.[6] The two most prestigious competitions in European club football are the UEFA Champions League and the UEFA Women's Champions League, which attract an extensive television audience throughout the world. The final of the men's tournament has been, in recent years, the most-watched annual sporting event in the world.[7]

The final module marks the end of the Bachelor program by drawing on different elements of several core modules from an international business perspective. The students will complete a Bachelor's Dissertation on a subject of their choice linked to their studies.

[1] About one in three Canadians aged 15 and over participates regularly in sport and over half this number do so as a registered participant in a club or league. The Canadian amateur sport system involves about 400,000 trained and certified coaches and is managed almost entirely by volunteers - nearly two million of them (Sport Participation in Canada - 1998 Report).[2] The non-profit sport sector in Canada has had to grapple with enormous challenges through the 1990s: challenges made even more acute by the funding policies of the federal and provincial governments in the 1980s that created a virtual welfare state for amateur sport. In the early 1990s it was not unusual for an amateur sport organization to derive as much as 90 percent of its revenues from government sources. Today, the sport sector is learning how to pay its own way through membership development, event promotion, product sales, marketing and sponsorship. The skill set of the successful sport manager is evolving accordingly.[3] Some of these materials are adapted from two publications of the Centre for Sport and Law: Your Risk Management Program: A Handbook for Sport Organizations (1998) and Negligence and Liability: A Guide for Sport Organizations (1995).[4] It is our observation that the majority of amateur sport organizations are only just learning to exploit the potential of their intangible property assets. As a source of revenue these are becoming increasingly important. The sport manager interested in learning more about managing intellectual property may refer to Doing Business with the Private Sector: A Commercial Handbook, written by David Lech and published by the Centre for Sport and Law.[5] Over the years the Centre for Sport and Law has assisted numerous sport organizations in managing their disputes. In one wrongful dismissal case, the Executive Director of the organization kept track of the time spent on the dispute - before the issue was resolved, she had spent 240 hours, or the equivalent of over six weeks of professional time, on the case.[6] The general practice of other members of the sport community is typically a reliable indicator of appropriate behaviour since the standard of care is related to what a reasonable sport practitioner would do in the same or similar circumstances. However, sport managers should also be careful about following the crowd too closely: if following common practice entails risks that should have been recognized, mere conformity to normal practice may not be enough to meet the standard of care. The standard always relates to what should be done, not what was done or what usually is done.[7] The principle of vicarious liability is important in the sport setting because the responsibility for program delivery rests very often with volunteers. In this area of the law, employees and volunteers are treated the same, yet it is common for the relationship with a volunteer to not be as clearly described as the relationship with an employee. For example, many volunteers may perform their services without the benefit or direction of a job description. When a volunteer is negligent, the organization may be vicariously liable if the volunteer was acting within the scope of his or her duties - hence the importance of defining and clarifying what these duties are. In recent years there has been a trend in the courts to hold organizations increasingly accountable for the harm suffered by clients/participants at the hands of their staff and volunteers. Today, an organization may be held vicariously liable if the circumstances of its program or activity (effected through planning, coordinating, staffing, supervising, etc.) significantly enhance the risk of harm to participants.[8] This broader approach to risk management by governing bodies is recommended for several reasons. Firstly, these organizations give their \"sanction\" to certain competitive events organized by others, which means that the governing body's name is attached to the event and the organization would likely be implicated in any serious accident or legal matter. Secondly, many of these governing bodies have a common insurance program with their member clubs, which means that they have a vested interest (through low premiums, a good claims history and a safe record) in the activities of those clubs. Thirdly, risk management assistance and resources are an ideal member service that the governing body can provide to grass-roots associations.[9] It is strongly recommended that all sport governing bodies put into force and monitor risk management guidelines for all sanctioned events (surprisingly, relatively few sport governing bodies presently do this). These guidelines could address issues such as: insurance requirements including naming the sanctioning organization as an insured; advance preparation of an emergency response plan; orientation and training for all volunteers including security personnel; implementation of alcohol management guidelines for social events associated with the sporting event; provision of appropriate first aid and sport medicine services; and pre-event inspection of all facilities, grounds and equipment. It is also suggested that the sanctioning organization designate an official representative to work with the host organization in advance of the event, and to be on-site during the event to monitor compliance with risk management guidelines.[10] Under this statute, which exists in most provinces, an occupier is defined as a person who is in physical possession of a premises, or a person who has responsibility for and control over the condition of a premises, the activities conducted on a premises and the persons allowed to enter a premises. Control is not, however, necessarily related to exclusive possession of a premises - in some situations more than one occupier may exist. [11] Relatively few amateur sport organizations own and operate their own facilities. Rather, the common model is that these organization lease facilities of others (such as a municipality, school, college or university) for running their programs.[12] All too often sport organizations and clubs purchase insurance from a generalist, and end up with a standard policy designed for a typical small business or commercial venture. It came as a surprise to one provincial canoeing association that their policy precluded coverage for injuries sustained by operating watercraft! Insurance in sport must be approached using a sport-specific, risk management perspective. For more information, refer to the publication Insurance in Sport and Recreation: A Risk Management Approach, published by the Centre for Sport and Law.[13] Many sport organizations have used insurance programs quite effectively as a risk management incentive. For example, in some sports strict compliance with safety rules about eyeguards, mouthguards and other protective equipment is a pre-requisite for the participant to be covered by the organization's insurance programs. Other organizations use their insurance program as a lever to ensure that member clubs, leagues and associations maintain their status as \"members in good standing\".[14] The likelihood that a waiver will be upheld by a court will depend on many factors: how it is drafted, how it is executed, how the contents of the waiver are communicated to the person signing it, and the nature of the activity being covered by the waiver. Ethically, waivers may be appropriate for use in high-risk programs involving adults who are skilled in the sport. The appropriateness of their use in all other programs should be evaluated very carefully.

Despite calf muscle strain injuries (CMSI) being problematic in many sports, there is a dearth of research to guide clinicians dealing with these injuries. The aim of this study was to evaluate the current practices and perspectives of a select group of international experts regarding the assessment, management and prevention of CMSI u