學門類別
政大
哈佛
- General Management
- Marketing
- Entrepreneurship
- International Business
- Accounting
- Finance
- Operations Management
- Strategy
- Human Resource Management
- Social Enterprise
- Business Ethics
- Organizational Behavior
- Information Technology
- Negotiation
- Business & Government Relations
- Service Management
- Sales
- Economics
- Teaching & the Case Method
最新個案
- Leadership Imperatives in an AI World
- Vodafone Idea Merger - Unpacking IS Integration Strategies
- Predicting the Future Impacts of AI: McLuhan’s Tetrad Framework
- Snapchat’s Dilemma: Growth or Financial Sustainability
- V21 Landmarks Pvt. Ltd: Scaling Newer Heights in Real Estate Entrepreneurship
- Did I Just Cross the Line and Harass a Colleague?
- Winsol: An Opportunity For Solar Expansion
- Porsche Drive (B): Vehicle Subscription Strategy
- Porsche Drive (A) and (B): Student Spreadsheet
- TNT Assignment: Financial Ratio Code Cracker
-
FIFA 2010: Choosing the Best Coach in the World
This case analyzes the situation faced by the judges who were choosing that year's World Coach of the Year in November 2010. The FIFA Award ceremony was to be held for the first time in January of the following year in Zurich (Switzerland). The voting period opened in the final week of October and lasted a month. As this was the first time the award ceremony would be held, the judges needed to make a decision that convinced the public and did not jeopardize FIFA's credibility. Hence, they needed to take into consideration aspects relating to the results obtained by the coaches, their personalities, their relationships with the players, and the type of players who had an influence on the three finalists' leadership characteristics. The key question was: who was the most complete leader and deserved the 'World Coach of the Year' award?