Management Issue at Arsenal: Weak Organizational Culture

MANAGEMENT ISSUE AT ARSENAL
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1.0 Introduction
In the following essay, the absence of a strong organizational culture will be analysed as the leading cause of leadership failure at Arsenal, leading to organizational instability. Through the analysis of the weak organizational culture, it will be possible to understand the negative effects of the absence of a strong organizational culture. Following the analysis of organizational culture and resulting criticism, the paper will propose theory-informed approaches that can be implemented to strengthen the organizational culture at Arsenal and minimize disruption caused by the leadership change. Media promotion that seeks to popularize and embed the “Arsenal Way” in internal and external stakeholders can strengthen the organizational culture at Arsenal football club and make it easy for the club to attain the organizational culture required to drive performance.
2.0 Background and Culture
Arsenal Football Club, also known as Arsenal, The Gunners, or simply Arsenal, is a professional football club based in Holloway, London, England. The club was founded in 1886 by a group of workers at the Woolwich Arsenal Armament Factory in southeast London, and the team played its first match in December of that year. It was incorporated on the 26th of April 1910 (Arsenal 2017). In the early years, Arsenal struggled on the field and off, experiencing financial difficulties and changes in ownership. But by the 1910s, the club had begun to establish itself as a competitive team in the English league, and in 1913 they moved to their current home ground, the Emirates Stadium.
Throughout the 20th century, Arsenal enjoyed periods of success and failure, but the most successful era was under the management of George Graham and later Arsène Wenger. Under the direction of Graham and Wenger, Arsenal won multiple English league titles, including several Premier League titles, as well as several domestic and European cup competitions (Church and Penny 2013). They also developed a reputation for playing a fast-paced, attacking style of football known as "the Arsenal way".
Arsenal football club's organizational culture can be described in terms of 3 main core values which are “always move forward,” “be together,” and “actions that matter.” The phrase "Always Forward" is a slogan that is often associated with the Arsenal Football Club that represents the club's ambition, drive, and commitment to progress and excellence. For Arsenal, the slogan "Always Forward" is a reminder to the team, the staff, and the supporters that despite the challenges and setbacks, the team always looks to move forward, to improve, to innovate, and to be the best they can be (Pat 2020). It's a representation of the mentality of not dwelling on past failures and instead to keep moving forward toward a better future. It could be a symbol of not being satisfied with the current state, and working to improve it, and it could also be a representation of the desire to never give up, always pushing and striving to be the best they can be and win titles.
The phrase "Be Together" is a reminder to the team, the staff, and the supporters that they are all part of one team, with one common goal, to succeed together. It represents the idea that when everyone works together, there is a greater chance of achieving success. This principle applies not only to the players and coaches, but also to the staff, management, and fans of the club (Pat 2020). The unity and support among the club's stakeholders are crucial for the club's success. For Arsenal Football Club, the phrase "Be Together" stands for the idea that the club is more than just a collection of individuals, it's about being a team and having each other's backs both on and off the pitch. It represents the club's camaraderie and mutual support, it creates a sense of belonging and inspires a shared sense of purpose and identity among the players, staff, and supporters.
The phrase "Action That Matter" is a reminder of the importance of taking meaningful and impactful actions, rather than just going through the motions. The phrase "Action That Matter" represents the idea that the club is focused on delivering results, not just participating in the process. It espouses the belief that it's not enough to just play, train, and compete, but to take the necessary steps to win. It's a call to action and a message of determination, focus, and discipline (Pat 2020). For Arsenal Football Club, the phrase "Action That Matters" is a reminder that every action they take, on and off the pitch, should be purposeful, focused, and directed towards achieving their goals. It represents the idea that the club and its stakeholders should always strive to make a meaningful impact and to be productive.
3.0 Schein and Organizational Culture
According to the widely used definition of organizational culture by Edgar Schein, culture is a set of basic presumptions that a group learns as it works through issues with outward adaptation and internal integration. The definition is accurate and is given to new members as the proper means of understanding, thinking about, and feeling about such issues (Weisblat 2018). It also takes into account the distinctive, collective sources of sense making, socially learnt, emotional, unconscious, historical, and dynamic aspects of culture (Hogan and Coote 2014). Additionally, Schein's concept acknowledges the complexity, multidimensionality, and presence of multilevel factors in corporate culture.
Artefacts, values, and fundamental presumptions are the three levels of culture that Schein (1992) notes exist within an organization. The term "artefact" is used to characterize the organization's outwardly visible structures and procedures, such as its physical design or communication channels. Values are the organization's stated objectives, plans, and philosophies, also known as proclaimed values. Last but not least, basic assumptions are the underlying attitudes, perceptions, ideas, and sentiments that people in the organization hold but which are frequently unconsciously held and taken for granted (Schultz 2012; Baumgartner 2009). The artefacts and values are the easiest to study and comprehend of these three levels of culture, whereas it is challenging to fully understand the fundamental presumptions through research alone. These three levels of culture can be studied through research, particularly through the use of qualitative methods.
The Schein model of organizational culture can be applied to the Arsenal football club to help understand the underlying values, beliefs, and assumptions that shape the club's behaviour and decision-making. The physical layout of the Emirates Stadium, the club's home ground, is an example of an artefact that represents the club's culture. Additionally, the style of play implemented by the head coach and the way the club interacts with the media are also examples of artefacts. The club's official mission statement, the philosophies of the head coach, and the goals that the club sets for itself are examples of values within the club. The club's long tradition of playing attractive, passing football is also an example of an espoused value. The underlying beliefs and assumptions held by the players, staff, and management shape the club's culture and influence the way they think and act (Ellul 2020). For instance, the club's beliefs in youth development and promotion from within can be seen as a basic assumption. Additionally, the club's loyalty to the traditions and values of the club, such as the style of play, could be a basic assumption.
4.0 Organizational Culture Issues at Arsenal
The importance of leaders in creating and sustaining an organization's culture is emphasized in Schein's (2010) organizational culture model. In keeping with this, Arsene Wenger was crucial in shaping Arsenal's corporate culture. Schein contends that founders have a substantial influence on the formation of culture through the establishment of principles that eventually turn into fundamental truths that are hard to challenge (Al Suwaidi et al. 2020; Cavanaugh 2017). Additionally, he argues that leaders frequently use a variety of techniques to preserve and alter current cultures. This approach, according to Martin (2002) and others, undervalues the agency of members, competing subcultures inside the organization, and the effects of the surrounding environment. They also emphasize that more empirical research is needed to properly comprehend how leadership influences corporate culture.
According to Deal and Kennedy's cultural model, culture is the way things are done within an organization. They identify two key factors that shape organizational culture, which is the level of risk that an organization is willing to take and the speed at which the organization receives feedback on its performance. Analysing an organization through this model can reveal areas where the culture may need improvement. Mikel Arteta is the current manager of the Arsenal football club and has made various changes to the culture of the club. The coach described the club as ‘unity.’ He emphasizes harmony and togetherness among all the members of the club. The club also believes that diversity of skills, background, and experiences is the main factor that can be attributed to its success.
While Arteta is doing everything he can to ensure that the club remains a success, there are several cultural issues that the club has been facing of late. Of note, some of the problems that the club has been experiencing can be attributed to the constant changes in leadership which brought different values to the club. One of the key issues that the club has to address is increasing cases of racism. Racism can manifest in a variety of ways, such as discriminatory language and behaviour, racial slurs, and hate speech. The problem of racism in football has been highlighted by several high-profile incidents involving Arsenal players and fans in recent years.
An example of racism that the club has experienced in the recent past includes the racist abuse on social media directed towards Nicolas Pepe following his penalty kick miss against Liverpool. In 2019, the club and the police investigated racist abuse on social media aimed at Arsenal's Gabonese striker Pierre-Emerick Aubameyang. In 2020, a group of Arsenal supporters was filmed making monkey noises and racist gestures toward Tottenham supporters. Also in 2020, there were several incidents of racist abuse directed towards Ivorian player Nicolas Pepe in stadiums. The incidents have caused significant controversy and condemnation from both within and outside the club. Notably, the racist incidents do not align with the values espoused by the Arsenal football club given that the value of “Be together” emphasizes that both fans and players should support each other on and off the pitch. The club has to strengthen the organizational culture at the club to minimize the likelihood of such events occurring.
5.0 Leadership Issues at Arsenal
The change of leadership at the helm has been characterized by a string of succession failures. After the departure of Arsene Wenger, the club replaced him with Unai Emery on May 23, 2018. Emery served as the coach until November 29, 2019. He was replaced by Frederick Ljungberg, who served as the caretaker manager until December 23, 2019. Mikel Arteta took over from Ljungberg on December 23, 2019, and has been actively serving as the manager of the club since then. The constant change of leadership meant that they brought different values to the club.
Arsene Wenger, who was the manager of Arsenal FC from 1996 to 2018, had a distinct approach to both football and management during his tenure at the club. Wenger's approach to football is often described as a "philosophy" or "style" that emphasizes a focus on ball control, quick passing, and dynamic attacking play (Horspool 2020). He was known for his emphasis on fitness and nutrition, and his teams were known for their stamina and ability to outlast opponents in the later stages of matches. Wenger also placed great emphasis on youth development and was known for giving young players opportunities to play at the professional level (Stevens 2019). He was also a proponent of investing in data analysis and sports science to improve performance.
In terms of management, Wenger was known for his calm and measured approach, as well as his ability to foster a positive and inclusive team culture. He was also known for giving his players a lot of autonomy and trusting them to make decisions on the field. He was known for his ability to maintain stability and continuity within the club and was able to hold onto a core group of players over several seasons (Wedge 2021). He was also known for his ability to attract top talent to the club. Wenger is still remembered as one of the most successful and respected managers in the history of the club, leading the team to numerous titles and trophies during his tenure.
Unai Emery was the manager of Arsenal Football Club from 2018 to 2019, and during his tenure, he had a distinct approach to both football and management. In terms of football, Emery's approach is often characterized as "pragmatic" and "defensive-minded" (Ellul et al. 2022). He was known for his attention to detail in his team's shape and organization, and his teams were known for being well-organized and difficult to break down (Hu et al. 2022). He was also known for his focus on ball retention and building play through midfield. In terms of management, Emery was known for his hands-on and demanding approach, often working long hours on training and match preparation. He also communicated well with his players and would adapt his approach to suit different players and situations (Mokebel 2019). Emery's approach at Arsenal was not as successful as Wenger's, he faced criticism for the team's performance, and after a series of poor results, the club decided to part ways with him. Despite this, he was still able to lead the team to win the Europa League Final, which was the first European final in a decade for Arsenal.
Freddie Ljungberg, who was the interim head coach of Arsenal FC from 2019 to 2019, had a distinct approach to football and management during his short tenure at the club. In terms of football, Ljungberg's approach was heavily influenced by his experience as a player at Arsenal and his time working as an assistant coach under Unai Emery. He was known for his emphasis on possession-based, attacking football. He tried to re-implement the “Arsenal way” that was associated with former coach Arsene Wenger, focusing on ball movement and passing, and encouraging his team to play with a high tempo. He also focused on rejuvenating and empowering the youth players, who he believed could bring fresh energy to the team. In terms of management, Ljungberg w...