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Manager (association football)
Manager (association football)
Manager (association football)
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Alex Ferguson is the winner of the most English Manager of the Year awards, all won during his tenure as manager of Manchester United. He is the UEFA coaching ambassador.[1][2]
George Ramsay has been described as the world's first football manager. He managed Aston Villa from 1886 to 1926, during which time he established Villa as the most successful club in England.

In association football, the manager is the person who has overall responsibility for the running of a football team. They have wide-ranging responsibilities, including selecting the team, choosing the tactics, recruiting and transferring players, negotiating player contracts, and speaking to the media. In professional football, a manager is usually appointed by and answerable to the club's board of directors, but at an amateur level the manager may have total responsibility for the running of a club.

Responsibilities

[edit]
See also: UEFA coaching licences and AFC Professional Coaching Diploma

The manager's responsibilities in a professional football club usually include (but are not limited to) the following:[citation needed]

  • Selecting the team of players for matches, and their formation.
  • Planning the strategy, and instructing the players on the pitch.
  • Motivating players before and during a match.
  • Delegating duties to the first team coach and the coaching and medical staff.
  • Scouting for young but talented players for eventual training in the youth academy or the reserves, and encouraging their development and improvement.
  • Buying and selling players in the transfer market, including loans.
  • Facing the media in pre-match and post-match interviews.

Some of the above responsibilities may be shared with a director of football or sporting director, and are at times delegated to an assistant manager or club coach.

Additionally, depending on the club, some minor[citation needed] responsibilities include:

  • Marketing the club, most especially for ticket admission, sponsorship and merchandising.
  • Growing turnover and keeping the club profitable.

These responsibilities are more common among managers of small clubs.

See also

[edit]

References

[edit]
Revisions and contributorsEdit on WikipediaRead on Wikipedia

Manager (association football)

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from Grokipedia
In , a manager is the primary figure responsible for the overall direction and performance of a , encompassing tactical , player selection, oversight, and often broader club operations such as and budgeting. This role demands a blend of technical expertise, , and strategic vision to prepare players for matches and align efforts with long-term club goals. The distinction between a manager and a head coach reflects regional and structural differences in football governance. In the and , the manager typically holds comprehensive authority, including on-pitch coaching and off-pitch decisions like player transfers and contract negotiations, as seen in the where figures like at Manchester City manage both aspects until at least 2027. In contrast, many continental European clubs, such as those in or , separate the roles: the focuses on tactical and technical development—such as fitness, opponent analysis, and match preparation—while a handles administrative duties. This model has gained traction in the too, with recent appointments like at emphasizing coaching within a structured post-Jurgen Klopp. Managers play a crucial role in fostering team harmony and adapting to evolving game dynamics, delegating to support staff like assistants and analysts while communicating a clear football philosophy. Success in the position often requires UEFA Pro Licence certification, mandatory for top-tier roles like those in the , ensuring managers possess advanced knowledge in performance analysis, , and . Iconic managers, from Arsène Wenger's emphasis on open-minded communication to modern trends toward collaborative structures, underscore the position's evolution amid growing commercialization and data-driven strategies.

Overview

Definition

In association football, a manager is the head official responsible for the overall strategy of a football team, including player selection, tactical direction, and representation of the club or national team to external stakeholders. This role encompasses broad oversight of the team's performance and development, setting the vision for success both on and off the pitch. According to regulations, the manager—often referred to interchangeably as the —is accountable for the selection, tactics, training of the squad, and management of players and staff. Similarly, (The FA) defines the manager as having overall responsibility for the first team, ensuring alignment with club objectives. The manager's scope extends across professional and amateur levels of the sport, though it is most formalized and prominent in elite professional environments. In leagues like the English Premier League, the manager serves as the primary leader driving competitive results and club identity, often interacting directly with media, fans, and governing bodies. FIFA and UEFA recognize the manager's role in international and club competitions, where they represent their teams in official capacities, such as squad submissions and match delegations. For instance, in UEFA competitions, the manager must be designated as the responsible official for team affairs during tournaments. At amateur levels, the role is similar but typically involves greater hands-on involvement without extensive administrative support. Key attributes of an effective manager include strong to foster cohesion, decisive under the intense pressure of matches and seasons, and a long-term vision for player and development. These qualities enable managers to navigate high-stakes environments, as highlighted in analyses of successful professionals who balance immediate tactical needs with sustained growth strategies. In FIFA's view of the role, is central to being the key decision-maker on the training ground and during matches, requiring composure and foresight.

Distinction from Coach

In , the roles of manager and coach overlap significantly but differ in scope and authority, particularly in how they contribute to a club's overall operations. A manager typically holds broader responsibilities that extend beyond the pitch, encompassing administrative duties such as player transfers, contract negotiations, budgeting, and interactions with club ownership or media, which position them as a key executive figure within the . In contrast, a coach—often termed "" or "trainer"—concentrates primarily on on-field elements, including tactical planning, player development through drills and training sessions, match preparation, and implementing strategies during games, without direct involvement in off-field business decisions. This distinction allows coaches to specialize in technical expertise while managers ensure alignment between sporting goals and club strategy. Historical and regional variations further highlight these differences, rooted in the evolution of football structures. In England, the term "manager" emerged in the early 20th century and implies comprehensive control over team selection, recruitment, and even youth development, reflecting a tradition of autonomous leadership exemplified by figures like Sir Alex Ferguson at Manchester United, who oversaw nearly all club facets during his tenure. Conversely, in continental Europe—such as in Germany, France, or Spain—the equivalent role is often labeled "entraîneur" or "head coach," emphasizing tactical and training duties within a more hierarchical club model that includes sporting directors handling transfers and administration, as seen in clubs like Bayern Munich or Real Madrid. This European approach, influenced by post-World War II professionalization, promotes specialization to mitigate risks from over-centralized power, though globalization has led to hybrid models in leagues like the Premier League, where 6 of 20 top-flight teams used the "manager" title as of the 2025/26 season. This trend has continued, with recent appointments like Arne Slot as head coach at Liverpool in 2024 emphasizing coaching within a structured hierarchy. Illustrative examples underscore these functional divides. , during his time as manager from 2015 to 2024, not only devised high-pressing tactics and led training but also actively participated in scouting and finalizing transfers, such as the acquisitions of and , while serving as the club's primary media spokesperson to shape public narrative. A coach in a separated structure, like at Chelsea in 2021, focused predominantly on match-day decisions and player drills, delegating transfer input to the . It is common for one individual to fulfill both manager and coach roles, particularly in resource-limited clubs or traditional English setups, offering advantages like a unified vision that streamlines and fosters cohesive team philosophy, as demonstrated by José Mourinho's successful tenures where he integrated tactical with recruitment strategy. However, this combination can present drawbacks, including workload overload that may compromise focus on or lead to burnout, and heightened job insecurity if administrative failures compound on-field results, contrasting with separated roles that distribute pressure and enable specialized expertise in modern, director-led clubs.

Responsibilities

Tactical and Match Preparation

In association football, the manager or (depending on the club's ) holds primary responsibility for tactical preparation, ensuring the is equipped to execute strategies that maximize strengths and exploit opponent weaknesses. This involves developing a seasonal tactical plan aligned with the club's objectives and competition demands, including the selection of formations such as the attacking 4-3-3 or more defensive setups like 5-3-2, depending on the match context. Managers must also foster a winning mentality through game-oriented training sessions that simulate opponent pressure and intensity, preparing players technically and tactically for various scenarios. Player selection and lineup decisions form the core of match preparation, where the manager assesses factors like current form, fitness, and tactical fit to assemble the starting XI and substitutes. For instance, a manager might prioritize a "conductor" midfielder, such as at , to anchor possession-based play, while benching high-profile players who do not adapt to the required roles. Substitutions are planned in advance but adjusted dynamically, typically limited to five per match under current rules, to maintain squad depth without exceeding a core group of around 20 players. Pre-match analysis relies heavily on reports and video footage of opponents' recent games—often the last five to six matches—to identify patterns, such as pressing triggers or set-piece vulnerabilities, enabling tailored tactical blueprints. During matches, managers make real-time in-match adjustments, including talks that review key moments via short video clips to refocus the team on tactical shifts, such as transitioning from a back four to a back three for defensive solidity. exemplifies this approach; at Bayern , he used iPad-based analysis during games to dissect opponent movements, leading to innovations like repositioning full-back into central midfield for better control against in 2015. Post-match, managers conduct thorough reviews using video analysis to evaluate performance metrics, individual errors, and overall execution, informing future training and adjustments—Guardiola, for example, would obsessively revisit footage late at night after defeats, like the 4-0 loss to Real Madrid, to refine strategies.

Administrative and Team Management

In club structures where the manager holds comprehensive authority, such as in the and , the manager plays a pivotal in overseeing player contracts, transfers, and processes, often collaborating closely with scouts, directors of football, and agents to identify and secure talent that aligns with the club's strategic needs; in other models, such as many continental European clubs, these duties are typically handled by a . This involvement includes providing input on target profiles, negotiating key terms during transfer discussions, and approving final deals to ensure squad cohesion and long-term development. For instance, managers typically lead the "football talk" in transfer negotiations, focusing on how potential signings fit tactically, while working alongside club executives on financial aspects. In such structures, budget management forms another core administrative duty, where the manager allocates resources for team operations, including wages, travel, and training facilities, while adhering to club financial fair play regulations. This extends to hiring and supervising staff, such as assistant coaches, physiotherapists, and medical teams, to build a supportive that enhances player and welfare. Effective budgeting ensures sustainable operations, preventing overspending that could lead to penalties from governing bodies like . Managers also handle as the public face of the club, conducting pre- and post-match press conferences, issuing statements on team matters, and representing the in interviews to shape public perception and maintain . These duties, mandated in club licensing criteria, require the —often synonymous with the manager in certain contexts—to address media inquiries professionally, fostering positive relations that can influence fan support and sponsorship opportunities. Beyond external communications, managers are responsible for maintaining player discipline and motivation, implementing strategies to resolve internal conflicts and promote a unified environment. This involves setting clear behavioral expectations, addressing issues like tardiness or disputes through private discussions or team meetings, and using motivational techniques such as individualized feedback to boost and . A notable example is Sir Alex Ferguson at Manchester United, who revitalized the youth academy by expanding the scouting network to over 20 scouts, establishing Centres of Excellence, and debuting 89 academy graduates in the first , including the renowned Class of '92, thereby integrating youth development into the club's administrative framework.

Qualifications and Requirements

Licensing and Certifications

In , formal licensing for managers is overseen by governing bodies such as in and aligned confederations worldwide, establishing a progressive qualification pathway to ensure competence in high-level . The includes UEFA-endorsed licences at C, B, A, and Pro levels, with each building on the previous to develop skills from grassroots coaching to elite professional . Candidates typically start with the UEFA C Licence for introductory coaching, advancing through the UEFA B Licence for intermediate tactics and player development, and the UEFA A Licence for advanced strategic and elements before reaching the pinnacle UEFA Pro Diploma. The UEFA Pro Diploma, the most advanced certification, is designed for head coaches and managers at professional levels, requiring candidates to hold a valid UEFA A Licence for a minimum of one year and demonstrate at least one year of relevant coaching experience afterward—such as leading elite youth teams, senior amateur sides, or serving as an assistant in professional environments. The program spans a minimum of 360 hours of structured education, including at least 140 hours of classroom-based theory and practice, supplemented by study visits to clubs and matches. Core modules cover tactical analysis and match preparation, leadership and team management, sports science and psychology, legal and regulatory frameworks, media relations, and ethical considerations in football governance. This comprehensive curriculum equips managers to handle the multifaceted demands of top-tier roles, emphasizing both on-pitch strategy and off-field administration. National federations adapt these UEFA standards into local equivalents, such as the Football Association's (FA) Level 5 in Coaching , which directly corresponds to the UEFA Pro Diploma and includes similar prerequisites and content. In top-tier leagues like the , possession of the UEFA Pro Licence is mandatory for first-team managers to ensure alignment with elite standards. Comparable requirements exist in other major federations, including the German Football Association's (DFB) Pro-Lizenz and the Spanish Royal Football Federation's (RFEF) equivalent advanced certification, all harmonized under guidelines for cross-border consistency. To maintain validity, Pro Licence holders must engage in continuing (CPD), completing a minimum of 15 hours every three years through approved courses, seminars, or practical assessments to stay current with evolving practices in football . This renewal process, aligned with conventions, applies across national implementations and underscores the commitment to in the profession.

Professional Experience and Skills

The professional experience of association football managers typically begins with roles that build tactical and interpersonal expertise, often stemming from a background as a former player. Many successful managers transition from playing careers into assistant coaching or youth team leadership positions, where they gain hands-on involvement in player development and match preparation. For instance, research on 205 former professional players holding UEFA B licenses or higher in Belgium found that prior experience as an assistant coach was associated with a 13% increase in success as a head coach, measured by points per match, while youth coaching experience showed a similar 13.2% positive correlation. These paths allow ex-players to leverage their on-field knowledge while acquiring managerial oversight, with about 18.5% of such coaches having served as assistants and 8.8% in youth roles before ascending. Essential skills for effective management include strong communication to convey tactics and expectations, psychological insight to motivate diverse personalities, and adaptability to varying club cultures and competitive demands. Elite coaches, as identified in a German Football Association study, prioritize leadership and staff management to foster team cohesion, alongside the ability to integrate modern elements like analytics and media pressures. Networking within football hierarchies is crucial, enabling managers to secure opportunities, scout talent, and align with club philosophies through trusted relationships built over years. Handling high-pressure environments, such as intense match schedules or stakeholder expectations, requires resilience and strategic composure to maintain performance without burnout. Non-players face distinct challenges in entering due to the emphasis on playing , often needing to demonstrate equivalent expertise through alternative routes like or analytical roles. , for example, built his reputation without a prominent playing career, starting as a reserve coach and scout at RC Strasbourg before becoming an assistant and at AS Monaco in 1987, where his global network contributed to the club's 1988 league title. such as —through and —and long-term planning for squad evolution are vital for sustaining success amid internal disputes or transfer cycles. These abilities complement formal licensing, ensuring managers can navigate the multifaceted demands of the role.

Appointment and Tenure

Selection Process

The selection of a manager in typically begins with the club's board, including owners and directors of football, who initiate the process following a vacancy, often due to poor performance or strategic shifts. These stakeholders form a shortlist of candidates based on key criteria such as proven track records of (e.g., trophies won or promotions achieved), compatibility of playing style with the club's , and practical considerations like the candidate's , which may involve negotiating compensation fees with their current or previous employer. Identifying potential candidates often involves sporting directors leveraging personal networks and performance analytics from . Candidates are evaluated on tactical acumen, with interviews featuring formal presentations where candidates outline their tactical vision, squad development plans, and long-term strategy for the club. Licensing qualifications, such as Pro Licence certification, are a prerequisite verified early in the process. A prominent example is José Mourinho's appointment as Chelsea manager in 2004, where owner and chief executive led the selection following Claudio Ranieri's dismissal. Mourinho, fresh from winning the with , impressed in interviews by demonstrating deep knowledge of Chelsea's squad weaknesses and referring to the club as "we" to signal commitment, while negotiations secured a £1.7 million compensation package from . Board discussions emphasized Mourinho's potential to deliver European dominance, aligning with Abramovich's ambitions.

Contracts, Compensation, and Dismissal

Football managers in typically sign fixed-term contracts lasting between two and three years, though longer agreements up to five years are occasionally negotiated, reflecting the high-pressure nature of the role where average tenures often fall short of the full duration. These contracts commonly include performance-based clauses, such as extension options triggered by achievements like promotion, qualification for European competitions, or reaching specific league positions, alongside clauses allowing for early termination due to underperformance or mutual consent. Compensation for managers is structured around a base salary supplemented by variable incentives to align with club objectives. Base salaries vary significantly by league and club stature; for instance, managers' base salaries range from about £3 million to over £20 million annually, averaging around £7 million as of 2025, while those in lower divisions like League One receive approximately £180,000 per year. Bonuses often include payments for wins, clean sheets, or milestones such as avoiding relegation—exemplified by a £2.5 million bonus in Carlo Ancelotti's 2019 Everton contract for maintaining status—along with clauses for Champions League qualification that can add £2 million or more. Severance packages, activated upon dismissal, typically require clubs to pay the remaining contract value, sometimes mitigated by "gardening leave" provisions that restrict the manager from joining rivals during the notice period while receiving full pay. Dismissals of managers are frequent, driven primarily by poor on-field results that fail to meet board expectations, but also by conflicts with ownership, loss of player support, or broader club financial pressures. In the , the average tenure of dismissed managers is about 1.42 years as of 2025, underscoring the precariousness of the position. Clubs often incorporate "underperformance clauses" in contracts to justify terminations without full severance, though these must comply with laws to avoid claims. Legal frameworks governing these contracts emphasize contractual stability, with FIFA's Regulations on the Status and Transfer of Players (RSTP) providing mechanisms for through the Players' Status Committee or Dispute Resolution Chamber. For instance, managers can pursue compensation claims for wrongful termination or unpaid bonuses via FIFA's Football Tribunal, with appeals possible to the (CAS). Gardening leave, enforceable under English employment law if explicitly contracted, allows clubs to sideline managers post-notice while paying them, preventing immediate moves to competitors; similar provisions exist in other jurisdictions with variations. High-profile severance payouts illustrate the financial stakes; when Ancelotti departed Everton in 2021 to rejoin Real Madrid, the club agreed to a compensation settlement estimated at several million pounds to release him from his £11 million annual contract, later resolved amicably in 2023 over a disputed £2 million bonus from the prior season. Such cases highlight how disputes can escalate to formal , often resulting in negotiated payouts to avoid prolonged litigation. Processes and legal aspects vary globally, with overseeing international transfers and disputes.

Historical Development

Origins in Early Football

The role of the manager in emerged in Britain during the late , initially as club secretaries who handled administrative duties amid the transition from amateurism to . Prior to 1885, football was governed by strict amateur principles under (FA), with clubs managed by committees rather than dedicated individuals. However, the legalization of on July 20, 1885, allowed payments to players, prompting northern clubs to recruit talent and necessitating organized oversight for fixtures, finances, and player welfare. This shift marked the birth of the secretary-manager position, which focused primarily on administrative tasks such as scheduling matches, securing grounds, and handling player contracts, rather than on-field coaching. The formation of the Football League in 1888 further solidified the secretary-manager's organizational importance, as the league's structured competition demanded reliable administration to prevent fixture chaos common in earlier cup-based play. Pioneers like Major of Preston North End exemplified this role; appointed secretary in the early 1880s, Sudell recruited professional players from , leading Preston to the inaugural league title in 1888–89 as the "Invincibles" without a defeat. Similarly, Tom Mitchell served as secretary-manager of Blackburn Rovers from 1884, leveraging post-1885 recruitment to secure three victories (1885, 1890, 1891). George Ramsay became the first paid manager at Aston Villa in 1886, blending administrative prowess with early team selection influence. These figures prioritized logistical coordination over tactical innovation, reflecting the era's emphasis on establishing professional frameworks. Early clubs like illustrated the secretary-manager's foundational role in club formation and league integration. Founded in 1892, Liverpool appointed and William Barclay as joint secretaries-managers, guiding the team to the Lancashire League title in 1892–93 and promotion via the Second Division win in 1893–94. In 1896, Tom Watson, previously successful at , became Liverpool's secretary-manager, securing the Second Division title in 1904–05 and the club's first First Division championship in 1900–01 through astute player acquisitions and administrative stability. By the 1920s, the role began evolving toward tactical influence, as seen with Herbert Chapman's appointment at on June 11, 1925. A former player and manager at Huddersfield Town—where he won two league titles (1923–24, 1924–25)—Chapman introduced the WM formation, adapting to changes for a more fluid, counter-attacking style that emphasized wing play and defensive solidity. His innovations, including numbered shirts and floodlit training, shifted managers from pure administrators to strategic leaders, laying groundwork for modern responsibilities while building on early organizational precedents.

Evolution in the Professional Era

Following , the role of the football manager in transitioned from part-time administrative figures to dedicated full-time professionals, driven by the sport's growing commercialization and the need for specialized leadership to elevate club performance. This shift was particularly evident in , where managers began to focus intensively on player development, tactical innovation, and squad cohesion, moving beyond mere secretarial duties. By the 1950s and 1960s, clubs like exemplified this evolution under , who was appointed in 1959 and emphasized collective team spirit as a cornerstone of success, fostering unity among players, staff, and fans to transform the club from second-division obscurity to league champions in 1963-64 and 1965-66. The 1990s marked a pivotal era of for football management, as increased cross-border player transfers and the influx of television revenue elevated the stakes and internationalized the profession. Foreign managers like Italy's , who led to back-to-back European Cups in 1989 and 1990, introduced revolutionary zonal marking and high-pressing systems that influenced tactical standards worldwide, demonstrating how non-traditional coaches could dominate through innovative strategies rather than playing pedigrees. Concurrently, the commercialization spurred by TV deals—such as the English Premier League's landmark £304 million deal with and the in 1992—intensified pressure on managers to deliver entertaining, results-driven football, shifting their role toward media-savvy personalities who balanced on-pitch success with off-field commercial demands. In the , technological advancements have further transformed managerial responsibilities, with data analytics emerging as a core tool for informed . Managers now leverage metrics on player workload, tactical efficiency, and injury risks to optimize training and match strategies, as seen in clubs adopting wearable tech for real-time performance insights, reducing reliance on and enhancing competitive edges in high-stakes environments. This data-driven approach has coincided with the rise of multi-club ownership models, where investment groups like oversee portfolios of clubs, enabling managers to benefit from shared scouting networks and talent pipelines but also introducing centralized oversight that can constrain individual autonomy in transfers and squad building. UEFA's expansion of club competitions, particularly the Champions League since its rebranding in 1992, has standardized managerial roles across by enforcing rigorous licensing requirements and financial regulations that demand expertise in squad , budgeting, and compliance. These frameworks have compelled managers to adopt uniform professional standards, from UEFA Pro License certifications to adherence to Financial Fair Play rules, fostering a more homogenized approach to amid intensified continental rivalries. Recent trends reflect heightened instability in the , with increased board and owner interference exacerbating shorter tenures amid demands for immediate results. In Europe's top leagues, the average managerial stint has declined to approximately 1.3 years as of the 2022-23 season, driven by owners' growing involvement in tactical and decisions, often prioritizing short-term financial gains over long-term vision. This interference, amplified by multi-club structures and commercial pressures, has led to frequent dismissals, underscoring a tension between managerial authority and executive control in modern football.

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  61. https://www.catapult.com/blog/what-is-sports-analytics
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