Koronavirüs Hakkında Önemli Bilgiler

Şüphelendiğiniz durumlarda 184'ü arayın!

İdmanda Tudor Fırtınası!



Galatasaray antrenmanlarında teknik direktör Igor Tudor fırtınası esiyor.

Hırvat teknik adam, sürekli olarak futbolcularına, “Yanlış pas yapabilirsiniz. Arkadaşlarınıza yardım edin. Doğru adım atmanız önemli. Kontrol paslarda beklemeyin. Pas hatası olabilir, hiç problem değil. Topsuz oyunda hemen baskı istiyorum. Top bizdeyken hemen oyunu açın” uyarılarında bulunuyor.

Sarı-kırmızılıların teknik patronu ayrıca, “Topun olduğu yere uzak kalmayalım. Doğru yere doğru açıya geçin, boşa çıkın. Hareketli olun, durarak topu beklemeyin” diyerek oyuncularını yönlendiriyor.

Bu arada Galatasaray, dün sabahki antrenmanda 1.5 saatlik çalışmanın ardından çift kale maç yaptı. Sarı-kırmızılılar, akşam antrenmanına ise tempolu koşularla başladı, daha sonra dar alanda çift kale maç oynadı. Gomis ve Belhanda takımdan ayrı çalıştı. Sol ayağına darbe alan genç oyuncu Recep Gül, antrenmanı yarıda bıraktı.

Milliyet
 
bu td konusunda iyi ile kötü arasında ki fark ne ki,fikirlerden ziyade somut araştırmalar var mı acaba?

The Secret Footballer: Whatever makes good managers, it is not luck | Football | The Guardian


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“What you have to understand,” explained Sir Alex Ferguson, the 69-year-old Glaswegian who has managed Manchester United Football Club for the past 24 years, “is that the most important man at Manchester United is the manager.” He was reflecting, in a television interview last month, on the bizarre week in mid-October that began with his star striker Wayne Rooney saying he wanted to leave the club and ended with Rooney signing a new five-year contract. In case there was any doubt who he was referring to, Ferguson added calmly: “I am the most important man at Manchester United – it has to be that way.”


A few days after this interview Carlo Ancelotti, the manager of Chelsea, who this weekend play Ferguson’s United in the season’s biggest game to date, was asked by journalists about uncertainty surrounding his own position. Just six months after he led the club to its first league and FA Cup double, there was talk of his being replaced. If others were confused, Ancelotti was not. “You compare me with Ferguson,” he told journalists at a press conference. “It’s a different position. Ferguson has total control of his team. I have just technical direction. Full stop.”


Ancelotti and Ferguson are among the world’s leading and most respected football managers – each has twice won its pre-eminent club competition, the UEFA Champions League. If the gap between their respective definitions of power is confusing, that’s partly because football as a business is pretty hard to grasp, often bearing little relation to most other businesses or indeed most people’s day-to-day lives. Contracts appear to count for nothing, most clubs make a loss and a player such as Rooney decides to go for a whacking pay rise – reportedly up to £160,000 a week – at a time when the British government is announcing huge public spending cuts. What, then, does it take to be a manager in this industry, when scrutiny from media and fans is more intense than ever? And, when factors such as the size of a club’s wage bill have been shown to determine success, do we even need managers any more?


A number of recent books offer clues. Ancelotti’s autobiography, The Beautiful Games of an Ordinary Genius, and Patrick Barclay’s Football – Bloody Hell!: The Biography of Alex Ferguson focus on these two charismatic coaches respectively. In The Manager: The Absurd Ascent of the Most Important Man in Football, Barney Ronay, a sports columnist for The Guardian, examines not individuals but the rise of the football manager – from his humble beginnings as an essentially secretarial role – to now, when the very best are seen as something akin to an oracle in a quilted overcoat. As Musa Okwonga argues in Will You Manage? The Necessary Skills to Be a Great Gaffer, excelling as a manager today requires a bewildering set of skills.


On the evidence of Ancelotti’s remarkably sanguine memoir, he is unlikely to be fazed by the tricky situation he faces at Chelsea. Although managers of British teams have long sought to create what Okwonga describes as “one-party states” – wielding power over not only the team affairs but of choosing and buying players and more – Ancelotti is firmly in the European tradition of a manager-coach, whose brief is to stick to footballing matters only.


As a manager of several of Italy’s biggest clubs over the past decade, Ancelotti knows his job is simply to help the team to win, whatever situation he inherits. If he doesn’t win, then sooner or later he’ll be out. He remembers how at the close of his second full season at the famous Turin club Juventus, he was summoned to the office of owner and Fiat car boss Umberto Agnelli, who greeted him simply: “My dear Ancelotti, the new Juventus coach is Marcello Lippi.”


This book, written with journalist Alessandro Alciato and translated from Italian into rather joyous, emotional English, is revealing and highly entertaining – even for non-Chelsea supporters. Ancelotti delights in retelling choice anecdotes from his eventful career. On one supposedly secret trip to meet potential employers in Istanbul, he recounts how he is greeted by thousands of fans at the airport as well as men bearing carpets. When, under contract with Milan, he turns up at a hotel in Paris for a clandestine first meeting with Chelsea’s billionaire Russian owner Roman Abramovich, he bumps into a fellow manager who is also under the impression that he alone has been invited.


Ancelotti knows the business of football has become one great big drama, unfolding across rolling news channels, and he is just one more player. He refers to the press as “fellow adventurers” and describes telling them “a bushel of lies” as a survival technique. If the drama turns to farce and he gets caught with his trousers down, so be it. He is far from a clown, though. In a foreword to the book, the great Italian defender Paolo Maldini writes: “He holds in all his worries and pressures and so the team preserves its tranquillity. And goes on to win.”


Not all autobiographies are so revealing – particularly in the largely ghostwritten world of football memoirs. And especially now – when managers’ main form of communication with us and other managers seems to consist of press conferences in which they try to psych each other out while talking to a room of journalists – a thoughtful, diligent biography that aims to get behind the soundbites and mindgames is extremely welcome. In his biography of Alex Ferguson, Patrick Barclay, chief football commentator at The Times, offers this by digging subtly into the methods of the restless, complicated man who arrived at Manchester United in 1986 with the aim of “knocking Liverpool off their f**king perch” and who is still there today.


Barclay shows that Ferguson has one overarching strategy: control. “If I lose control of these multimillionaires in the Manchester United dressing room, I’m dead,” he has said, a theme he returned to in the aftermath of the recent Rooney incident. Asked why he never employed a sports psychologist alongside the various other experts at the club, he replied: “I do that myself.” Indeed, it’s entertaining to read how he relaxed this vice-like control when dealing with the talented French troublemaker Eric Cantona. In 1995, Cantona was banned for eight months following a kung fu kick at a supporter; Ferguson not only refused to criticise Cantona but contacted him every few days to see how he was dealing with exile. He may have worried that such indulgence sent a mixed message to his other players but his methods were vindicated: when Cantona returned to the team, he repaid Ferguson by leading United to their third title in four seasons.


Students of power, as well as football fans, will find Barclay’s study compelling. In the late 1990s, Ferguson, a staunch Labour party supporter, and Alastair Campbell, the New Labour communications supremo, became close, with Ferguson even being asked to provide advice on how Tony Blair’s team should prepare for a gruelling election campaign. Barclay jokes: “It was unlikely that, when they spoke, the words ‘press’ and ‘control’ were ever very far apart,” but elsewhere he points out how, as Ferguson has grown in power and influence, some of his more self-serving attacks on the game’s officials and authorities have damaged its “dignity”.


Ferguson’s special treatment of Cantona shouldn’t come as a surprise. Football management involves much man-management, essentially the art of treating individuals differently. This is a theme Musa Okwonga explores in his intriguing new study Will You Manage? Interviewing managers past and present from all levels of the game, he finds that an ability to empathise is key to managing footballers. Empathy, Okwonga writes, is not only about knowing when to be nice to players but also knowing when not to be nice. He recounts how Bob Paisley, the revered Liverpool boss of the late 1970s and early 1980s, likened professional footballers to thoroughbred racehorses, on account of their hyper-sensitivity. One day he arranged for his iron man defender Tommy Smith to have the wrong pre-match meal delivered to his table in order to put him in a bad mood – and provoke a particularly uncompromising performance.


Okwonga begins with the tendency among certain modern fans to think that experience of computer games, such as Football Manager, or of fantasy football leagues means they know how to do the manager’s job better than he does himself. A recent development at stadiums has been the chant, rained down on the manager’s head, “You don’t know what you’re doing”, implying clearly that the fans themselves know better.


Okwonga quickly rubbishes this. He believes that what separates football managers from chief executives in other industries is the level of public scrutiny and accountability they face on a daily basis. This is made harder still by the fact that, in the end, they cannot control the outcome of the game themselves. No wonder they look so bewildered when asked to explain inexplicable defending or refereeing decisions. So why do they put themselves through it? The short answer seems to be that, like the supporter glued to his management simulation computer game, managers are simply addicted to football.


It’s not only fans who think they can manage better. The theme of the interfering owner is picked up by Barney Ronay in The Manager. Though his tendency to squeeze jokes to death occasionally grates, Ronay’s subject is well chosen. As he demonstrates, top managers have never enjoyed a higher profile than they do today. Unlike most players, managers are considered wise and articulate. Even on the occasions when they aren’t these things, they are still entertaining – see Blackpool’s Ian Holloway.


Ronay describes how the template of the manager being in complete charge developed in British football. It was laid down by Herbert Chapman at Arsenal in the 1930s and developed by the likes of Sir Matt Busby at Manchester United in the 1950s and 1960s, Bill Shankly and Bob Paisley at Liverpool in the 1970s and 1980s, and by Ferguson and Arsenal’s Arsène Wenger in the past two decades. These last two are, for Ronay, the “hyper-evolved” embodiment of everything managers have been working towards for the past century.


Ronay concludes that this may be about as good as it gets for Britain’s football managers. He foresees that, with the rise of the new breed of super-rich owner, British fans will become more used to a man buying their club, buying his favourite fantasy footballers and then hiring and firing those who manage them. Just this month the owners of Newcastle United and Blackburn Rovers both decided to sack coaches who, on the face of it, seemed to be performing well.


Can this really be the case? That, although he has never seemed so important, the manager doesn’t really matter at all? The answer may depend on the club. For those already established as a dominant force, such as Chelsea or Real Madrid, changing managers every few years doesn’t seem to stop them winning trophies. Success, not stability, is the point. For other clubs, however, those with new money such as Manchester City, stability is required if they are ever going to become more successful. And changing the manager every year or two makes stability harder to achieve.


It took six and a half years for Ferguson to win the first of his 11 league championships at Manchester United and he has admitted he was lucky his club believed in the vision he set out. Wenger continues his mission to shape Arsenal’s long-term success even if at the expense of trophies in the short term. Barclay memorably describes Ferguson and Wenger’s reigns as “dictatorships of conviction”, rather than ego, as in the case of the brilliant, brash Portuguese Jose Mourinho.


It seems strange to consider that, as Ronay suggests, the manager as we know him may be about to be sidelined. But if he is, then Ancelotti, coach par excellence, offers words of encouragement. “You have to stay sensible, or you’re done for,” he says. And, as Ancelotti may shortly discover, even if you do stay sensible you could still be done for.


Neil O’Sullivan is deputy editor of Life & Arts
 
bu td konusunda iyi ile kötü arasında ki fark ne ki,fikirlerden ziyade somut araştırmalar var mı acaba?
Öyle bir olay yok. Aslinda iyi yada kötü TD´de yok, basarili ve basarisiz var. Hic bir TD ile ilgili futbolu bilmedigi iddia edilemez, ama cogu basarili olamiyor. Yani iyi den ziyade, basari icin neyin yapilmasi gerektigini bilen TD gerekli.
 
Uzun Adam ile ilgili cikan bu haberler, beni gelecek sezon icin gittikce heyecanli hale getiriyor. Sampiyon olurmuyoruz bilmiyorum, ama bize karsi puan almak isteyen takim, sahada kan birakmak zorunda kalacak.
 
hanzo döneminin baslangicinda da böyle haberler yapilmisti

nevzat ali naci gibi adamlar sadece milliyetten hürriyetten para almiyor
 
İnanır mısınız az önce çöp tenekesine hareketli olmasını atılan çöpleri dışına taşırmamasını söyledim döndüm baktım ki yine çöpler yerde
 
Bunları altyapı daki hocalarda söylüyor önemli olan oyunculara yaptirabilmek.
Ha oyuncular tudoru takıyor mu?hiç sanmıyorum.

Oyuncunun saygısını kazanmayan hoca sevgisini de kazanamaz.
Tudor da ne bu saygıyı kazanacak kariyer var ne de o bilgi birikimi var.


Sürün yağlı surat!
 
Bunları altyapı daki hocalarda söylüyor önemli olan oyunculara yaptirabilmek.
Ha oyuncular tudoru takıyor mu?hiç sanmıyorum.

Oyuncunun saygısını kazanmayan hoca sevgisini de kazanamaz.
Tudor da ne bu saygıyı kazanacak kariyer var ne de o bilgi birikimi var.


Sürün yağlı surat!
Hocaya göre çalışan oyuncu defolsun gitsin. O makama saygı duymak zorunda
 
İyi teknik direktör oyuncunun gelişimine katkı sağlayacak oyun planına sahip olandır. X bir oyuncunun oyunu gelişiyorsa teknik direktör iyidir. Bu da takımın oyun planı ile alakalı bir durum. Bir takımda 3-4 oyuncu gelişim gösteriyorsa o takım zaten doğru yoldadır.
 
hanzo döneminin baslangicinda da böyle haberler yapilmisti

nevzat ali naci gibi adamlar sadece milliyetten hürriyetten para almiyor
Ben hiç hatırlamıyorum Hamza döneminde böyle idman yapıldığını. Dün 9 dakika idmanı izledim birebir dinledim adam aynen böyle uyarıyorum tek tek .oyuncuların dili dışardaydi.

Tudor'un mottosu no pain no gain.
 
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