在规划方面，重点是明确的沟通，设定目标，一步一步地坚持到最后（2002曾格和Folkman）。波斯特科格鲁做得很好的时候，他接管了在2009-2010赛季开始轰鸣，一个按部就班的清单，他想做什么。虽然球队的情况还不够积极从大众媒体和球迷波斯特科格鲁的观点没有怀疑他的长期计划会使差异。
在战略和组织文化方面，应该提到为团队长期建立基础的常规步骤。这些步骤是定义产品服务的目标、目标和范围，评估可用资源，评估外部环境，评估组织过程，评估竞争优势，制定计划/竞争战略，交流战略，实施战略和评估（罗伊·尼尔森和快速，2007）。在这种情况下，波斯特科格鲁的足球队，Frank Farina，前队的经理有完全不同的文化和组织建设。团队从一个个人焦点小组转变为一个团队，强调一致性和团队合作。经理和戏剧有着共同的目标，并就如何进行训练达成一致，每个人如何能更好地发挥整个团队的特殊作用。作为布里斯班狮吼的领导者，基于他的专业背景postecoglou做定他以他的方式建立一个统一的团队计划，迫使他做出关键性的决策时，战略实施。换句话说，波斯特科格鲁没有办法只好火超过一半的球员谁都不愿意把自己的全部时间以及浓度为训练。在这一点上，波斯特科格鲁不仅关注改革原有的团队环境，还不停地招聘类型的球员谁会“买”打到他想要的风格甚至这些新兵都比较低调。
一般来说，在这个案例中概述了团队领导、计划、战略和组织文化的共同要点。这是长远的观点。要控制一个团队的发展方向，采取正确的行动，长远的观点是必要的。无论是足球队还是企业集团，把单个成员作为整数的一部分，共同工作，比集中精力在个人身上要有效得多。
几乎每一个组织在发展过程中都会面临变化，因为这些组织希望永远保持绿色，因为社会在进步。在布里斯班咆哮的情况下，postecoglou迅速取得了一些显著的变化对团队的成员。他有着丰富的足球经验，无论是作为球员还是管理者，他都逐渐养成了他想创造的那种球队的详细想法。他决心改变咆哮的风格，并且知道招募合适的球员对实现他的梦想至关重要。他需要能同时发挥他想要的风格的球员，最重要的是，“买进”。
澳洲管理学assignment代写:团队领导
Leadership can be defined as the process of leading a group and influencing that group to achieve its goals. A successful leadership should also include motivating people and getting them excited about their contributions to group success (Guss, 2010). And there are two key aspects of team leadership in the case of Ange Postecoglou and the Brisbane Roar. One of the key aspects should be that leadership is a process, which means it assist a team, as a formal group, to build its organization structure and own culture suitable for motivating the whole team to get the gold. In this case, super coach Ange Postecoglou did not bring his team an immediate victory as soon as he took over the management position but gradually led his team to overcome the dark slump, insisted in what both he and his players believing in, kept on training and achieved the wonderful success at the end. The merging period had been last for around one year long and during the one-year period Postecoglou did a lot of communications with the players which definitely accelerate the speed for him to know everything about every single person he lead. Another key aspects is that leadership is kind of property. According to the definition of leadership, it’s known that under non-coercive influence, once the leadership has been made, it became the most effective method to gather the individuals in a team to fight for their joint goal. In this case, obviously, Postecoglou has strong professional background and recruits players himself. That is the reason why his leadership was built up so fast and have been so influential.
In terms of planning, the key aspect is clear the communication, setting goals step by step and holding on till the end (Zenger and Folkman, 2002). Postecoglou did it well when he took over at the Roar in the beginning of the 2009-2010 season with a clear step-by-step checklist of what he wanted to do. Although the situation of the team did not positive enough from the perspectives of mass media and fans Postecoglou did not doubt his long-term plan would make difference.
When it comes to strategy and organisational culture, the usual steps for setting foundation for the long run of a team should be mentioned. The steps are to define goals, objectives and scope of product services, to assess available resources, to evaluate external environment, to evaluate organisational processes, to assess competitive advantage, to develop plan/competitive strategy, communicate strategy, to implement strategy and to evaluate (Nelson and Quick, 2007). In this case, the football team of Postecoglou and that of Frank Farina, the former team manager has totally distinct culture and organizational construction. The team alters from a individual focus group into a team highlights coherence and teamwork. The manager and the plays enjoy joint goals and reach agreements on how their training should be and how could everyone be better specific role as a part of the whole team. As the leader of Brisbane Roar, based on his professional background Postecoglou do determinate with his plan to build a united team by his style, which force him to make critical decisions when the strategy was implemented. In other words, Postecoglou had no idea but to fire more than half of the original players who were not willing to devote their entire time as well as concentrations into the training. At this point, Postecoglou not only paid attention on reform the environment of the original team, but also kept on recruiting the types of players who would both ‘buy into’ and play to his desired style even these recruits are relatively low-profile.
General speaking, there is a common key point of team leadership, planning, strategy and organisational culture outlined in this case. That is long-term perspective. To control the direction of a team’s development and make right moves the long-term perspective is necessary. And to make single member as a part of an integer and working together is much more efficient than focusing in individuals no matter in a football team or a business group.
Key elements of Change Management
Almost every organizations face changes during their development if the organizations wish to be ever green because the society is progressing. In the case of Brisbane Roar, Postecoglou quickly made some significant changes to the team’s membership. He had wide soccer experience, both as a player and manager, and had gradually developed detailed ideas about the sort of team he wanted to create. He was determined to change the Roar’s style of play, and knew that recruiting the right type of player was crucial to achieving his vision. He needed players who could both play the style of game he wanted and, most importantly, to ‘buy into’ that.
