足球俱乐部整体运营方案及分析
摘要
中国足球俱乐部职业化运行十年来，历经坎坷，能够真正实现俱乐部理性投入，规范运行的甚少，绝大多数俱乐部缺乏自我造血能力，需要其大股东巨额补贴方能勉强维持俱乐部的惨淡运行。究其原因，作者认为原有对俱乐部的认识仅仅停留在“把足球踢好”的层面，俱乐部的管理人员从来都是只重视比赛成绩和积分排名，没能将俱乐部视同真正意义上的公司。
本文着重从公司化运行俱乐部的角度阐述了科学管理尤其是规范化的人力资源管理对于俱乐部经营业绩提高的重要性，同时提供了具体的操作方案，并就具体的实施效果进行了对照。
科学化、规范化的人力资源管理包含的内容甚广，本文以一家甲级足球俱乐部股份有限公司为例，从人力资源的选拔与配置、培训与开发、工资与福利、制度建设四个方面加以论述。
人力资源的选拔与配置对于整个公司的顺畅运行至关重要，所有的事只有交给适当的人才有可能最终转化为理想的工作结果，这是不争的事实，作为股份公司运作的足球俱乐部当然也不能例外。
要使招募来的员工在最短的时间内进入工作状态，必须有相应的培训与开发计划，以保障员工的能力与素质能够与公司运作的方向和速度保持高度一致，从本文所述案例中可以清楚地看出，只有对员工思想和业务技能双方面的培训予以重视且注意保持，才能做到人尽其才，物尽其用。
工资和福利体系的设置在以体育比赛为主要内容的足球俱乐部股份有限公司中，除了要考虑体系设置的科学性和连贯性外，更重要的是要求该体系简明扼要，容易理解，以便使包括占公司人员比例超过60％的运动员和教练员方便理解。公司的科学、规范运营的主要内容就是使工作的内容和流程等予以制度化。使公司的各项工作有据可依，有据必依，违据必纠，从而保证公司运行能够始终保持在预定轨道上。
通过本文的论述，可以充分说明一个问题，科学化的人力资源管理对于实现作为公司一种特殊形式——足球俱乐部的效益提升意义重大。
Almost ten years had passed since the Football Clubs in China were professionalized. The Football Clubs have met many difficulties. Few of them can really achieve the goal of both invest reasonably and run according to a scientific system. Most of these Clubs can not be self-sufficient and they need the big shareholders' huge sum of allowance to keep running. Even though, they still take great pains in their difficult enterprises. In the author' s point of view, the reason of this lies on the unilateral realization of the management stuffs of the Football Clubs. The management stuffs think that the Football Club only need to "play football well", they pay most of their attention to the scores of the football matches instead of treat the Football Club as a real entity.
The following article mainly elaborates the importance of scientific management especially the importance of standard human resources management in the improvement of management achieves of a Football Club. The author elaborates this question from the angle of treating the Football Club as a real corporation and he also provide concrete operation schemes and the actual effects of these schemes that will bring to the Football Clubs.
Scientific and standard human resources management covers many fields. This article quote an example of a Class A Football Club Corporation Ltd and expound the meaning of human resources management in four respects-the selection and allocation of human resources, the
training and development of human resources, the salary and welfare system and the establishment of the human resources system.
In order to run a corporation smoothly, human resources' selection and allocation should be emphasized. Every work can be done perfectly only if it is done 'by the person who is suitable for it. This is1 a fact for most of the works, also for a Football Club which is treated as a corporation.
Treatment and development plans play a very important role in making new employees acquaint themselves with their new jobs. New employees need treatment to give full play to their professional knowledges and to improve their abilities in order to keep up with the development of the whole company. From the examples listed in this article, readers can draw a conclusion that treatment of both ideas and business are all
very important if a company wants to give full play to every employee' s working ability.
As everyone knows, the main job of a Football Club is the football matches. The salary and welfare system of a Football Club Corporation Ltd. should not only be scientific and consistent, but also should be brief and to the point, which means it should be easily understood by all the employees, 60% of which are athletes and coaches.
One of the most important content of scientific and standard management is to build up systems for every work and every steps of a work. To do so, employees of every department know clearly the systems they should obey during their works, if they fail to obey the working systems, they will be brought into trouble. If every employee can work according to the systems of the company, then the whole company can be run in a scientific and efficient way.
From all these elaborations, a conclusion can be drawn that scientific human resources management plays a very important role in the improvement of beneficial results of a Football Club which is a special kind of corporation.
本文着重从公司化运行俱乐部的角度阐述了科学管理尤其是规范化的人力资源管理对于俱乐部经营业绩提高的重要性，同时提供了具体的操作方案，并就具体的实施效果进行了对照。
科学化、规范化的人力资源管理包含的内容甚广，本文以一家甲级足球俱乐部股份有限公司为例，从人力资源的选拔与配置、培训与开发、工资与福利、制度建设四个方面加以论述。
人力资源的选拔与配置对于整个公司的顺畅运行至关重要，所有的事只有交给适当的人才有可能最终转化为理想的工作结果，这是不争的事实，作为股份公司运作的足球俱乐部当然也不能例外。
要使招募来的员工在最短的时间内进入工作状态，必须有相应的培训与开发计划，以保障员工的能力与素质能够与公司运作的方向和速度保持高度一致，从本文所述案例中可以清楚地看出，只有对员工思想和业务技能双方面的培训予以重视且注意保持，才能做到人尽其才，物尽其用。
工资和福利体系的设置在以体育比赛为主要内容的足球俱乐部股份有限公司中，除了要考虑体系设置的科学性和连贯性外，更重要的是要求该体系简明扼要，容易理解，以便使包括占公司人员比例超过60％的运动员和教练员方便理解。公司的科学、规范运营的主要内容就是使工作的内容和流程等予以制度化。使公司的各项工作有据可依，有据必依，违据必纠，从而保证公司运行能够始终保持在预定轨道上。
通过本文的论述，可以充分说明一个问题，科学化的人力资源管理对于实现作为公司一种特殊形式——足球俱乐部的效益提升意义重大。
Almost ten years had passed since the Football Clubs in China were professionalized. The Football Clubs have met many difficulties. Few of them can really achieve the goal of both invest reasonably and run according to a scientific system. Most of these Clubs can not be self-sufficient and they need the big shareholders' huge sum of allowance to keep running. Even though, they still take great pains in their difficult enterprises. In the author' s point of view, the reason of this lies on the unilateral realization of the management stuffs of the Football Clubs. The management stuffs think that the Football Club only need to "play football well", they pay most of their attention to the scores of the football matches instead of treat the Football Club as a real entity.
The following article mainly elaborates the importance of scientific management especially the importance of standard human resources management in the improvement of management achieves of a Football Club. The author elaborates this question from the angle of treating the Football Club as a real corporation and he also provide concrete operation schemes and the actual effects of these schemes that will bring to the Football Clubs.
Scientific and standard human resources management covers many fields. This article quote an example of a Class A Football Club Corporation Ltd and expound the meaning of human resources management in four respects-the selection and allocation of human resources, the
training and development of human resources, the salary and welfare system and the establishment of the human resources system.
In order to run a corporation smoothly, human resources' selection and allocation should be emphasized. Every work can be done perfectly only if it is done 'by the person who is suitable for it. This is1 a fact for most of the works, also for a Football Club which is treated as a corporation.
Treatment and development plans play a very important role in making new employees acquaint themselves with their new jobs. New employees need treatment to give full play to their professional knowledges and to improve their abilities in order to keep up with the development of the whole company. From the examples listed in this article, readers can draw a conclusion that treatment of both ideas and business are all
very important if a company wants to give full play to every employee' s working ability.
As everyone knows, the main job of a Football Club is the football matches. The salary and welfare system of a Football Club Corporation Ltd. should not only be scientific and consistent, but also should be brief and to the point, which means it should be easily understood by all the employees, 60% of which are athletes and coaches.
One of the most important content of scientific and standard management is to build up systems for every work and every steps of a work. To do so, employees of every department know clearly the systems they should obey during their works, if they fail to obey the working systems, they will be brought into trouble. If every employee can work according to the systems of the company, then the whole company can be run in a scientific and efficient way.
From all these elaborations, a conclusion can be drawn that scientific human resources management plays a very important role in the improvement of beneficial results of a Football Club which is a special kind of corporation.
引文
[1]、加里·德斯勤．人力资源管理．北京：中国人民大学出版社，2003．1
[2]、王璞．人力资源管理咨询实务．北京：机械工业出版社，2003 1
[3]、郑晓明主编．现代企业人力资源管理实务丛书．北京：机械工业出版社，2002．5
[4]、郑晓明主编组织行为学精要．机械工业出版社，2002
[5]、光起编著．A模式管理—塑造经理北京：企业管理出版社，1997．9
[6]、彭剑峰等，现代管理制度程序方法范例全集(劳动人事管理实务卷)．北京：中国人民大学出版社，1993
[7]、张一驰编著．人力资源开发与管理．北京：北京大学出版社，1999．6
[8]、徐二明．人力资源开发与管理．中国人民大学出版社，1998
[9]、林泽炎编著．3p模式—中国企业人力资源管理操作方案．中信出版社，2001．1
[10]、刘昕译．人力资源管理——赢得竞争优势中国人民出版社，2001
[11]彼德·杜拉克／原著杜拉克成功管理全书．H奥特／编译．哈尔滨：黑龙江人民出版社，2002．4
[12]、[美]杰克·韦尔奇、约翰·拜恩著，杰克·韦尔奇自传．曹彦博、孙立明、丁浩译．中信出版社，2002．7
[13]、王佑．像咨询顾问一样思考．北京：机械工业出版社，2003．2
[14]、北京市科教学校．中国MBA经典案例．北京：中国物价出版社，2003．1
[15]、孙学敏开发架构下的中小企业管理认丛．郑州：郑州大学出版社，2003．2
[16]、庄强、王功民．以人为本．北京：企业管理出版社，1997．8
[17]、陈容．管人的艺术．北京：企业管理出版社，1998．11
[18]、胡泳张瑞敏如是说．杭州：浙江人民出版社，2003．2
[19]、加拿大统计局《调查技能》项目组编、中国国家统计局《调查技能》项目组译．调查技能教程中国统计出版社，2002．3
[20]、巫启功著目标管理．北京：中国商业出版社．，2002．10
[21]、堤义明／著．世界首富成功62目．聂作平编译．北京：民族出版社，2001．12
[22]、姜汝祥．差距北京：机械工业出版社，2003．9
[23]、[美]拉里·博西迪、拉姆·查兰著执行．刘祥亚译．北京：机械工业出版社，2003．6
[24]、Helen Handfield-Jones．公司该如何帮助经理人成长．HR世界．2004(4)．58—61
[25]、尹松．IT企业的员工培训．HR世界．2004(2)．59—61
[26]、王璞．企业文化咨询实务．北京：机械工业出版社，2003．6
[27]、迈克尔．比尔等著．管理人力资本．北京：华夏出版社，1995．5
[28]、彼得．圣吉著．第五项修炼——学习型组织的艺术与实务．上海：上海三联书店，1998．7
[29]、John Holland. Making Vocational Choices. NJ: Prentice-Hall, 1973
[30]、Edgar Schein Career Dinamics. MA:Addison-Wesley, 1978
[2]、王璞．人力资源管理咨询实务．北京：机械工业出版社，2003 1
[3]、郑晓明主编．现代企业人力资源管理实务丛书．北京：机械工业出版社，2002．5
[4]、郑晓明主编组织行为学精要．机械工业出版社，2002
[5]、光起编著．A模式管理—塑造经理北京：企业管理出版社，1997．9
[6]、彭剑峰等，现代管理制度程序方法范例全集(劳动人事管理实务卷)．北京：中国人民大学出版社，1993
[7]、张一驰编著．人力资源开发与管理．北京：北京大学出版社，1999．6
[8]、徐二明．人力资源开发与管理．中国人民大学出版社，1998
[9]、林泽炎编著．3p模式—中国企业人力资源管理操作方案．中信出版社，2001．1
[10]、刘昕译．人力资源管理——赢得竞争优势中国人民出版社，2001
[11]彼德·杜拉克／原著杜拉克成功管理全书．H奥特／编译．哈尔滨：黑龙江人民出版社，2002．4
[12]、[美]杰克·韦尔奇、约翰·拜恩著，杰克·韦尔奇自传．曹彦博、孙立明、丁浩译．中信出版社，2002．7
[13]、王佑．像咨询顾问一样思考．北京：机械工业出版社，2003．2
[14]、北京市科教学校．中国MBA经典案例．北京：中国物价出版社，2003．1
[15]、孙学敏开发架构下的中小企业管理认丛．郑州：郑州大学出版社，2003．2
[16]、庄强、王功民．以人为本．北京：企业管理出版社，1997．8
[17]、陈容．管人的艺术．北京：企业管理出版社，1998．11
[18]、胡泳张瑞敏如是说．杭州：浙江人民出版社，2003．2
[19]、加拿大统计局《调查技能》项目组编、中国国家统计局《调查技能》项目组译．调查技能教程中国统计出版社，2002．3
[20]、巫启功著目标管理．北京：中国商业出版社．，2002．10
[21]、堤义明／著．世界首富成功62目．聂作平编译．北京：民族出版社，2001．12
[22]、姜汝祥．差距北京：机械工业出版社，2003．9
[23]、[美]拉里·博西迪、拉姆·查兰著执行．刘祥亚译．北京：机械工业出版社，2003．6
[24]、Helen Handfield-Jones．公司该如何帮助经理人成长．HR世界．2004(4)．58—61
[25]、尹松．IT企业的员工培训．HR世界．2004(2)．59—61
[26]、王璞．企业文化咨询实务．北京：机械工业出版社，2003．6
[27]、迈克尔．比尔等著．管理人力资本．北京：华夏出版社，1995．5
[28]、彼得．圣吉著．第五项修炼——学习型组织的艺术与实务．上海：上海三联书店，1998．7
[29]、John Holland. Making Vocational Choices. NJ: Prentice-Hall, 1973
[30]、Edgar Schein Career Dinamics. MA:Addison-Wesley, 1978