Cultural Analysis of the University of Michigan’s Men’s Soccer Program
Dwight Bibbs, Sarah Brenner, La Tara Chaney, Suzanne Lavelle
Steven McMahon, Isaac Rosner, Davis Trosin, Katherine Williams
SM 332 – 002
Thursday, December 6, 2012
Table of Contents
Background of the Michigan Soccer Program…………………………………………………3
Overview of Analysis…………………………………………………………………………….4
Data Collection Methods………………………………………………………………………...5
Complete Observers………………………….......………………………………………..5
Observer-Participant Method………………………….......…………………………...…5
Transition, Growth, and Discipline………………………….......…………………………...…6
Transition ………………………….......…………………………...………….………….6
Growth. ………………………….......…………………………...…………….………....7
Discipline………………………….......………………………………….......…………...7
Trust, Dedication, and Teamwork ………………………….......……………………………...8
Trust………………………….......………….……………………………...........………..8
Dedication……………………….......………….……………………………....................9
Teamwork……………………….......………….…………………………….......………10
Support and Sustenance……………………….......………….……………………………......13
Support……………………….......………….…………………………….......…………13
Sustenance……………………….......………….…………………………….......……...17
Conclusion……………………….......………….…………………………….......…….............19
Works Cited ……………………….......………….…………………………….......……..........22
Appendix 1……………………….......………….…………………………….......…….............23
Appendix 2……………………….......………….…………………………….......…….............24
Appendix 3……………………….......………….…………………………….......…….............25
Appendix 4……………………….......………….…………………………….......…….............26
Appendix 5……………………….......………….…………………………….......…….............27
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Background of the Michigan Soccer Program
The University of Michigan men's soccer team was first introduced on campus as a
varsity sport during the 2000-2001 season. Although it does not have a specific or stated mission
statement on its website, the program’s existence as a part of the University of Michigan athletic
department can speak to its mission to be an elite and winning program that creates a rich and
storied athletics tradition. Much like the other varsity sports at U of M, the program has proven
itself to be a winning program with an overall record of 133-99-23.
Two coaches have headed the men’s soccer program: Steve Burns and Chaka Daley.
Under Coach Burns’ tenure, 2000-2011, the Wolverines won one Big Ten Conference Title,
received four NCAA Tournament Invitations, and made it to the Final Four in 2010. With a new
head coach, Chaka Daley, implemented, the team held an overall record, for the season of 2012,
of 11-10-1, and made it to the second round of the NCAA Tournament.
In 2010, the soccer program welcomed a new part of the organization, a student
organized group called the Michigan Ultras. The Ultras is a group of avid soccer enthusiasts who
come to support the Wolverines both at home and at away games. Armed with drums, flags, and
loud voices The Ultras have become an indispensible and unique part of the soccer program,
considered of equal importance as the players and coaches. Also in 2010, the program took a
giant step to increase the soccer program’s professionalism and presence on campus by
constructing the new soccer stadium. The University of Michigan Soccer Stadium (U-M Soccer
Stadium) has increased seating from 1,000 to 2,200.
Under the Direction of Coach Daley, assistant coaches Ian Gordona and Tommy
McMenemy, volunteer assistant coach Jhojan Obando, and program assistant Tim Weaver, the
soccer program aims to build a successful and winning program. Other important support staff
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who work to make the program operate efficiently include Paul Neidermire, event manager, Paul
Dunlop, facility manager, Jake Stocker, marketing assistant, marketing interns, event and
volunteer staff.
Overview of Analysis
Culture exists throughout the world, and is constructed differently depending on the
people, places, things, and ideas that compose it. According to the authors of Organizational
Behavior: Improving Performance and Commitment in the Workplace, culture is defined as “the
shared values, beliefs, motives, identities, and interpretations that result from common
experiences of members of a society and are transmitted across generations” (Colquitt, Lepine, &
Wesson, 2013). Culture exists at the very core of all organizations, and it is important to
understand an organization’s culture in order to truly get a sense of the values and ideals that
permeate the organization. Specifically, organizational culture refers to “the shared social
knowledge within an organization regarding the rules, norms, and values that shape the attitudes
and behaviors of its employees” (Colquitt et al., 2013). A cultural analysis can be conducted on
an organization in order to investigate and unveil the various facets of culture that are either
superficially or deeply rooted in its members, and such an analysis allows leaders to examine the
culture to ensure its cohesion with the mission of their organization.
It was a group consensus to conduct a cultural analysis focused on the University of
Michigan men's soccer program. In order to conduct the analysis, this group researched
information about the history of the program, observed game-day rituals and operations, and
interviewed key members of the program to allow the group to determine the values, norms, and
beliefs that permeate throughout the organization. Throughout this report, the reader will be
provided with an overview of the analysis by identifying important background information and
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describing the group’s methods of analysis. Three main themes, that have been deemed prevalent
to the program’s organization culture of behavior, will be explained followed by
recommendations on how to strengthen the culture of the program even further.
Data Collection Methods
Complete Observers
In order to conduct the analysis, the group took on a few different approaches. First, the
members of the group acted as complete observers, in which the group observed the culture of
the program without direct interaction with its members. On October 27th, the group attended a
home game vs. Valparaiso. The group arrived an hour prior to game time in order to observe the
pregame rituals. The group diffused amongst the student section with the Ultras and in the parent
and regular fan section in order to experience the game from multiple perspectives. The
reasoning for beginning with this method of observation was to increase the objectivity of the
data collection in order to reduce the likelihood of being prematurely influenced by organization
members who might cloud our judgment.
Observer-Participant Method
The “Observer-Participant Method” was demonstrated through group member Sarah
Brenner shadowing the event manager, Paul Neidermire, on October 30th. Sarah arrived two
hours prior to the Michigan vs. Detroit soccer game in order to see all of the pregame rituals
involved and stayed throughout the game to observe other details involved with running the
game. This observation method was used in order to increase the validity of our observations
through interaction with the members themselves. It also enabled the group to become aware of
some of the smaller tasks involved in game day preparation that would not have been able to be
observed without access into the organization.
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Once the group was able to identify some overall themes through observations, multiple
interviews were conducted with the intent to dig deeper into the values, rituals, and motivations
that exist throughout the program. Those interviewed consisted of Coach Daley, players
Malcolm Miller and Ezekiel Harris, Paul Neidermire, Nate Hoff, Jake Stocker, and various
members of the event and volunteer staff.
Transition, Growth, and Discipline
Transition
The soccer program experienced the process of substitution when Coach Daley was hired
as the new head coach in the winter of 2011. Substitution is a change in which one item of
meaning is exchanged for another (Colquitt et al., 2013). The Athletic Department identified a
need for a new direction for the Michigan Men’s Soccer Program. The program has only had
one coach since the transition from a club sport to a Division I sport, and an experienced coach
was necessary to successfully execute that transition. Coach Daley, the former professional
soccer star and successful 12 year head coach at Providence College, attempted to transfer the
program into his new policies and reform changes, the outcome was not as expected.
The initial results were the loss of seven players who, apparently, could not or would not
conform to Coach Daley’s renewed set of standards. The seven players that left the program
viewed Coach Daley’s presence as a disadvantage to the program. It can be assumed that the
players might have been emotionally and mentally attached to the old coaching staff and their
way of doing things. Leaving the organization may have been an overreaction, but also a
responsible decision for the benefit of team if they were unable to adapt to the new changes.
Coach Daley did not view this as a loss, but as a welcomed opportunity to further implement his
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strategy to rebuild the program and create standards of excellence that are synonymous with the
goals of the athletic department.
Growth
When Coach Daley first arrived on campus, he immediately instituted new and specific
standards for his player and coaching staff; winning attitude and mentality, strong work ethic,
healthy competition, professionalism, transparency, growth, accountability, ownership, humility,
unity, and conflict resolution. These values are also reflective of Coach Daley’s own selfstandards. Coaches, who have emerged as leaders and are effective leaders, have the open
mentality to experience and high extraversion – Coach Daley has adopted an open-door policy
with his players and his staff. Coach Daley is in constant contact with everyone via face-to-face,
emailing, and text. Coach Daley sends his players encouraging text messages throughout the
day. Open Door Policies encourage constant communication, discussion, feedback, etc. Coach
Daley will have ability to know important information in a timely fashion, resolve issues or
concerns raised by his staff or players, and welcome input from his staff and players.
Discipline
Effective and emerging leaders have high general cognitive behavior. Coach Daley
immediately recognized the programs’ weaknesses and began internally shaping the program.
Coach Daley has completed about 90% of his program goals in only his first year of coaching.
Emerging and effective leaders have high self-confidence. Coach Daley demands to know about
every conflict that arises in his organization. Because he implemented a set of standards at the
beginning of the season, he is confident in allowing his players and staff to resolve the issues on
their own. Emerging and effective leaders have high energy levels. Coach Daley coached the
season with a serious leg injury. Coach Daley had a cast on his leg and walked with crutches,
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however, that did not stop him from physically becoming involved in coaching his team on the
field.
Trust, Dedication, and Teamwork
Trust
Although Coach Daley has only coached one full season at the University of Michigan,
he has worked quickly in order to establish his role in the way that he envisions it. Through
player interviews, this group has found that the previous regime didn’t maintain high standards
for winning. Contrarily, Coach Daley expects his team to win, while simultaneously limiting his
own authority as a head coach. Coach Daley states that he is a firm believer of team ownership;
in other words, he wants the players to feel that the team is theirs rather than Coach Daley’s.
Through promoting healthy internal competition, honesty, and humility to his players, Coach
Daley successfully encourages team ownership. He believes that if his team can learn to work
together, especially when faced with conflict, their propensity to grow on and off the field
increases. Coach Daley claims that the more experience players have dealing with conflict
themselves, the more they will learn to trust each other.
As this group conducted interviews, it became increasingly evident what an integral role
trust plays in the success of this organization. Through the manifestation of team ownership,
Coach Daley has effectively transformed the men’s soccer team into a network of trust. The
emphasis placed on the idea that no one player is bigger than the entire team has been integral in
building the players’ trust in Coach Daley. Coach Daley ensures that competition is healthy by
clearly defining team roles, and placing a special importance on each role. Whether he is a starter
or a reserve on the Orange Crush, each individual player is held accountable for performing the
tasks their role requires.
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The previous staff was unsuccessful in building this level of trust due to not holding high
and demanding a superior level of excellence from the players. The fact that each player shares
some responsibility on the team generates self-efficacy within each individual. Coach Daley
mentioned that he communicates regularly with his players about their performance,
psychologically empowering his team through constant confidence building. After a poor
performance, Coach Daley stated that he often sends players words of encouragement. After
good games, he praises individuals to acknowledge their exceptional play. These strategies have
helped Coach Daley develop his players’ trust in him; consequently, his ability to motivate his
team has increased.
Dedication
The dedication shown by Coach Daley is mirrored throughout the entire organization.
Because of the high expectations he places on his team and organization, Coach Daley is able to
demand maximum effort from each individual member. In order to meet these expectations,
teammates learn that they have to not only trust their coach, but trust each other and combine that
trust with a strong dedication to excellence. While the organization has increased their dedication
to winning, fan support has improved as well. The Ultras have grown into a great support system
for the men’s soccer program. They show up in large numbers to cheer on their team despite the
game situation or weather conditions. Their increased support shows that the Ultras have realized
the positive direction of the organization. In response, the players have shown appreciation for
their support. The team realizes that the Ultras are there to improve the game experience for
them. As a result, this shared dedication has resulted in positive relationships between the team
and the Ultras, transforming them into an integral part of the men’s soccer program.
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Because of the upperclassmen leadership within the organization, this level of dedication
is a continuous expectation. Compared to those of the last regime, the upperclassmen under
Coach Daley are much more aware that they have a responsibility to lead by example and help
the rest of the team adapt to fit the culture of the organization. If new players can dedicate
themselves to a winning mentality, the better chance the team has to succeed. The upperclassmen
are depended on to make this mentality transition easier for younger players in order to quickly
build team chemistry.
While the upperclassmen are depended on to instill the correct values in the younger
players, the dynamic of the team has shifted in the sense that there isn’t a distinct hierarchy
within the team. Junior Defender, Zeke Harris, attested that, “It's everyone's team and we all
have the same goal of winning, so everyone can speak up if what they're saying is going to
contribute to the team” (Harris and Malcom, Interview). This lack of hierarchy plays an essential
role in increasing the levels of teamwork as each member must buy into the Teams’ values and
take constructive criticism from others so long as it is used to make the Team as a whole better.
Teamwork
Based on observations of the team on game day and interviews with team members who
have had experience in the organization, this group was able to examine not only the functions of
the team, but also analyze the teams’ culture. A work team is considered to be permanent and
requires a full commitment from the members (Colquitt et al., 2013). The men’s soccer team can
be classified as a work team because it is permanent through the entire season as no new players
are added to the twenty five-man roster.
The team is divided into two separate parts: the starters and the Orange Crush. The
Orange Crush is identified on the field with highlighter orange colored pinnies worn over their
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game jersey. These players do not start the game, but are just as important as the eleven men on
the field as they prepare the starters for each game in practice and in warm ups. Without the
Orange Crush’s constant effort in hopes to fill a starting role, the starters would be at a
disadvantage as the Orange Crush would not be motivated to prepare the starters for competition.
However, the Orange Crush is widely acknowledged across the entire organization and through
chants by the Ultras, their importance is made known at each and every game.
According to Malcolm Miller, junior forward on the team:
At the end of the day we want the best players on the field that give us a chance to
win. If that starter is not you, you must do what you have to do to become that
person or do what you have to do to make the starters better. Being a team player
you want to win and buy into the team aspect. (Harris and Malcolm, Internview)
Miller’s comments reflect the psychological empowerment that each team member feels. Each
has some belief that the work tasks that they complete in practice and in preparation for the game
contribute to the larger goal of winning games. This sentiment improves the team’s ability to
work as a group, in part because they have a high degree of goal interdependence.
Each team member has a shared vision to win each game. When reaching this goal, the
teammates adjust their individual goals in line with this winning vision no matter if they are a
starter or part of the Orange Crush. In fact, junior Defender, Zeke Harris, reflected on his time as
an Orange Crush member his freshman year as beneficial to him and the team as a whole. “We
took pride in playing against the starters and making them better by us having the best practice
we could have and really compete against them to prepare them for games,” Harris said (Harris
and Malcolm, Interview). The Orange Crush has taken on team task roles in order to prepare the
team to win. Their behavior characterizes them as energizers who motivate the starters to keep
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their focus and work hard toward the team’s goals. This desire to help the team at all costs shows
that each member has bought into the organizations values and thus maintains affective
commitment towards the organization. Each player stays on the team regardless of their starting
status because they feel an emotional bond towards the organization and are committed to
making the team and organization better.
The emotional bond felt throughout the team is improved through the team’s shared
experiences and time spent together as a single unit. What the team refers to as a game day ritual,
can be interpreted as an act that is strengthening the team’s bonds and enhancing the cohesion of
the team. Before taking the field for any home or away game, the team spontaneously plays the
song “Clique” by Kanye West in the locker room. “Every single time we put it on strategically so
we can mesh as a team and get fired up,” Harris said (Harris and Malcolm, Interview). While the
song features vulgar lyrics and hyper-masculine values, the way the team uses the song to come
together before taking the field for battle is important when analyzing their culture. The team
uses the ostentatious lyrics to come together and develop a collective air of confidence. This
ritual is a type of teamwork process called an interpersonal process. Playing “Clique” builds the
confidence each teammate has in the other. By exclaiming that no other team is as good as theirs
and rallying around this emotion, the team is motivating each member to work with enthusiasm
towards winning.
These types of teamwork processes have a strong positive effect on team commitment.
Because the soccer team engages in such rituals and is invested in the values of bettering the
organization at all costs, their affective commitment towards the team is very strong and
increasing all the time. The team building orientation of the soccer team is very important when
observing the culture of the entire organization. Since the entire organization is in a transition
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phase of rebranding the program and implementing a new coach, the commitment of the players
to the program is extremely important and fosters a dedication to the program on behalf of the
players, fans, and workers within the organization.
Support and Sustenance
Support
What truly has had an irreplaceable impact on the soccer program is the Ultras. The first
and most noticeable observation at soccer games is the student-organized fan group: The Ultras.
The Ultras started in 2010 and have been helping the growth of the Michigan soccer program
ever since. The best thing about the Ultras is that they are an extremely open and inviting
organization. Ultras student leader, Nate Hoff was quoted describing the Ultras as “selfidentifiable”. This illustrates one of the most useful characteristics of the student organization.
There are no requirements, and no qualifications to be part of the Ultras. The Ultras welcome
all, and encourage participation from fans that many not know soccer, or the Michigan team very
well. The Ultras are simply fans that want to make an impact and help their team win.
Some might assume a group of student fans has no actual impact on the performance or
attendance factor of a non-revenue producing sport, such as soccer. This assumption could not
be more incorrect. Harris said, “They [the Ultras] changed the culture of the game. It will be cold
and they will still be there singing. When you’re away and have things that remind you of home,
it helps so much” (Harris and Malcolm, Interview). The Ultras experience affective commitment
to the team, and completely alter the environment. Affective commitment is a strong, positive
emotional attachment to an organization. One of the many advantages to the Ultras is how
emotionally committed they are to the team, and how excited they can make the whole stadium
after a goal or other encouraging Michigan play.
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Expectancy can be defined as “the belief that exerting a high level of effort will result in
the successful performance of some task,” (Colquitt et al., 2013). The Ultras expect the players
to attain motivation from their support, and that is why they put forth so much effort to help the
team win. The players obviously are extremely intrinsically motivated because of the effort they
put in to play at the collegiate level, however the extrinsic motivation the players get from the
Ultras make that last fighting step to win the ball a tiny bit easier. It is known that playing at
home is an advantage in sport, which is why they call it home field advantage. The Ultras make
that home field advantage worth being grateful for.
The Ultras not only impact the players during the game, but also the rest of the fans.
Having students start cheers that get the other fans involved make the game environment much
more enjoyable for all. Parents and other fans feel more free to scream and cheer when others
around them are doing it. The Ultras generate a fun, energetic charisma to Michigan home
games, and their presence affects the entire outlook of the program. At the end of the Valparaiso
game, Michigan midfielder Fabio Pereira scored a last minute goal to take a 1-0 lead and solidify
the victory. At that moment, the Ultras erupted with cheers of excitement and praise. When the
final whistle blew to end the game, the entire soccer team ran over to the Ultras and began to
sing and dance together. Unforgettable incidents like these increase the overall attitude of the
program’s culture, as well as completely join two mutually supportive groups into one. The
Ultras is no longer just its own group because it also is now a necessary part to Michigan soccer.
Without the Ultras, the culture of Michigan soccer would not be the same.
The Ultras certainly improve the game day experience, but the event staff is what makes
it an easy, and pleasant experience. It was very clear that the event staff portrayed the exact
qualities the organization conveys. The food vendors exhibited teamwork, and were completely
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voluntary. Having members of the community put forth the commitment to make the game
experience better for the fans truly aids in sustaining the overall culture of the program. A
member of the security staff claimed the culture of the program was like a family. The Michigan
soccer family is one with much support and plenty of sustainability. The only direction the
program seems to be going from here is up.
Thus far, the scope of the program has been defined primarily by themes regarding
maturation of the team and identity of team members, themselves, as well as persons in direct
contact with the team. These factors are largely devoted to outlining the program’s existence and
how it has come to its current state. However, in order to come full circle in this cultural
analysis, the group must also view the program through a more indirect lens. Therefore, the final
component summating the organization surrounding the program is sustenance and support.
It is one thing to create a successful business, but the real test lies in the question of
maintenance – will the success of the company be preserved long term? Thus far, this paper has
discussed the strength of individuals within the program, as well as how those individuals
comprise a single unit programmed for achievement of a common goal. Yet, it is critical to note
that there are a number of secondary elements, which also play a huge role in providing support,
and ultimately, sanctioning sustenance of the organization over time. From ushers to the Ultras to
those working behind the scenes in the athletic department, this group has been able to observe a
variety of resources, all of which combine to uphold the mission of the program.
Jake Stocker has been with apart of the Michigan Athletic Department since 2009, and
has experienced many successful and unsuccessful techniques relative to the marketing,
promotion, and management of the men’s soccer program. An interview was conducted with the
intention of the group being able to gain a better understanding on how Stocker not only fits into
15
the organizational culture of the soccer program, but also with the intention to see how Stocker
feels about how others play a factor in the organizational culture. The interview, see appendix for
questions and answers, was informative with understanding Stocker’s level of knowledge,
methods of learning, methods of decision-making, and conclusively what problems he endures
with his decision-making.
Stocker’s knowledge about marketing, promoting, and assisting with the management of
the men’s soccer program is based upon tacit knowledge; “knowledge that can be learned
through experience” (Stocker, Interview). His tacit knowledge has been of great use in particular
this year due to the head coaching change from Coach Burns to Coach Daley. Stocker has done
a great job of using his tacit knowledge to introduce Coach Daley to the marketing process.
Daley’s previous head coaching position at Providence did not require any marketing but in his
new role his input is integral to marketing success.
When making decisions, Stocker rarely suffers from having limited information, and
generally makes programmed decisions and or follows a rational decision-making model. Where
he has the goal orientation to sell tickets and increase attendance at the U-M Soccer Stadium,
Stocker demonstrates both a performance prove and performance-avoid orientation so he can
demonstrate complementation of tasks he is superior at to prevent himself from failing. If
Stocker were to have a higher escalation of commitment, chances are he would quickly be
released from his responsibilities since crisis situation could easily arise.
Stocker also has learned more about better ways to manage and promote the soccer
program due to learning through observation. By observing and measuring the sales of tickets
over certain seasons or specific games, Stocker has recognized a correlation between promotions
or giveaways and games where discounted tickets were offered. He stated, “We may have
16
discounted tickets too much looking at how many games we discounted tickets in relation to the
number of games we had giveaway nights, but in the long run, it’s about getting a fan in the seat
to support the team and add to the environment of the soccer complex” (Stocker, Interview).
Stocker also noted that recapping back on this preseason ticket sale and fan attendance, he
observed sales and overall attendance fell drastically due to the fact that fans had such loyalty to
Coach Burns. “ Coach Burns had his own email list of season ticket holders who he kept in touch
with on his own time personal time with you can assume enhance fan loyalty.” (Stocker,
Interview). Stocker does believe though that it won’t be long before Coach Daley has a strong
and loyal fan base.
Referring back to the Stocker’s interview, he states that he and Neidermire assign game
ushers particular roles and responsibilities by observing how the ushers interact with each other,
fans, and how they inherently take on responsibility. Stocker noted that the ushers who arrive
before the game and stay until the very end of the game are the ones with the most commitment
and loyalty to the program, and therefore receive the most responsibilities associated with being
an usher and often times have to make non-programed decisions. The other ushers who lag
coming into work, avoid taking on too much responsibility, and leave at halftime are the ones
who are assigned basic jobs with very little risk of problems arising and make common
programmed decisions, for instance those who work in the ticket windows.
Sustenance
The soccer program’s webpage, found off of MGOBLUE.com, is a major source of
support within the program, requiring much upkeep in itself. Compared to the larger picture, the
webpage can seem miniscule and insignificant; however, the page is a means of delivering vital
information to fans. Consistent, avid fans are able to gather desired information, but perhaps
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more importantly, newcomers are drawn in by the website and furnished with a desire to attend.
Those potential fans then become regular attendees, imparting frequent investment in the
organization. The greater the number of fans the organization can reach through this website, the
more social support will be provided to the players- in the form of fans, and the more financial
support acquired to continue its conservation.
Details encompassed by the site include inviting, attention-grabbing colors and imagery,
easy-to-navigate links and tabs, as well as efficiently presented, relevant information. In general,
this group feels it is important to note how organized and user-friendly the website is, as we had
no difficulty piloting the site or finding desired data. One component, which the group found to
be especially engaging, is the video link section. Right on the homepage of the site, the first thing
one sees is a large picture or video, surrounded by several others, all which provide the viewer
with some sort of summary or news flash relating to the men’s soccer team. There is an
'MGoBlueTV' tab allowing audience members to watch game recaps and news, rather than read
an article. The videos also enable viewers to be immersed in game-day festivities and
occurrences, allowing those who missed games or religiously track the team’s undertakings to
acquire previously deficient information. The varied use of media suggests that the organization
is consistently working to improve and stay current. Overall, the webpage is highly uniform and
comprised of a frenzy of maize and blue. Pictures embody institution-wide themes of hard work,
inspiration, motivation, community, and cohesion in the face of diversity.
Another significant component of the website is the multitude of opportunities provided
to the public, and especially targeted to children. Under the tab labeled 'Game Day' there are
opportunities including hosting kids' birthday parties and sporting team days at the field during
home games, as well as opportunities to have youth soccer teams sign up to be ball chasers.
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Coinciding with the topic of reaching out and including the community, there is a 'Connect' tab,
which allows fans to follow the team and converse via social media. The outreach element of the
website is vital in considering corporate social responsibility and the impact increased CSR can
have on an organization’s success. Not only does giving back to the community benefit citizens
within that community, but it also enriches the portrayal of the company to the public.
Specifically within the program, the outreach providing opportunities to public youth
create an affect, which possesses boundless potential for reciprocated support from community
to organization. As noted by Colquitt, Lepine, and Wesson, CSR also speaks heavily “to the
benevolence and integrity of the organization,” demonstrating achievement of a targeted “level
of moral development” (Colquitt et al., 2013). It is important that companies are seen as moral
and generous, in the eyes of the public because the impression an association places upon society
also lends a hand in maintenance of the organization.
Conclusion
In closing, the group would like to first reiterate the division of themes within our
research of the organization. Based on the multiple observations and interviews we have
conducted, our team feels that the University of Michigan men’s soccer program can best be
described in terms of three subgroups: 1) Transition, Growth, and Discipline; 2) Trust,
Dedication, Teamwork,; and 3) Sustenance and Support. These three sectors are general enough
to encompass the totality of the cultural analysis, yet concise enough to provide specificity and
application of the group’s acquired understanding of the organization. Due to the retirement of
the head coach from the 2011 season, there was an affect pertaining to rebirth and change within
the program. Relating to that new state of being was an obvious increased requirement for
discipline, which the group believes to be pertinent in summarizing the organization.
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The second theme was devised to stem from the first sector, but also to push further into
analysis and evolve coverage toward a major aspect of the program – the team. This group also
believes it is important to note that while the main focus of this second theme appears to target
solely the athletes, comprehension of the theme on a larger scale was acquired through research,
as we began to realize the implications of dedication, teamwork, and trust throughout the entirety
of the organization. Within the group’s exploration, the notion of teamwork was reinforced not
just on the field, but by interviewed event/volunteer staff, the Ultras and other fans, as well as the
multitude of higher titled persons with whom were conversed with.
Finally, this group feels that discussing the men’s soccer program without asserting
particular attention to the subject of sustenance and support would be both inaccurate and
detrimental in presenting a complete understanding. As in any business, maintenance is critical; a
company cannot persist without proper and continual upkeep. For this reason, this group
dedicated the third theme of the analysis to support; in other words, group members investigated
“the unsung heroes” of the organization and paid special attention to understanding the minute
details, which combine to keep the business alive.
As previously explained, the men’s soccer program is one which, although in a phase of
transition, has an exceptional grasp on implementing a culture that discourages and alleviates
adverse movement, while promoting the institution-wide mindset of leadership and victory. With
this said, it is difficult to pinpoint specifics which require amendment or improvement because
the program is currently making bounds toward further progress. However, the one item our
group did decide necessitates attention is the means of travel for the Ultras and students who
wish to get involved. Currently, the university provides a bus used to shuttle students to certain
home games and a few nearby away games. This is an excellent contribution to enhancing the
20
fan-base and game attendance, yet the bus is not provided for all games, and it is certainly not
promoted efficiently. A major concern is that perhaps many students are reluctant to get involved
because they lack the means to travel; and more importantly, students may not even be aware of
the opportunities that await them regarding the enjoyment and relationships that can be harvested
within the boisterous student section at men’s soccer games. Therefore, our group simply
suggests that provisions be made to shuttle students to any and all reasonably-distanced games
and that increased awareness, for instance, via social media and on-campus billboards, permit
students to take advantage of the opportunities of attending games. This suggestion targets all
three of our themes, as making this change will promote growth within the program, harvest the
idea of teamwork and dedication, both on and off the field, and finally, authorize support for the
program, so that it may continue to flourish in the years to come.
21
Bibliography
Colquitt, Jason, and Jeffery A LePine. Organizational Behavior: Improving Performance And
Commitment In the Workplace. 3rd ed. New York: McGraw-Hill/Irwin, 2013.
Daley, C. (2012, Nov. 14). Interview.
Driskill, Gerald W, and Angela Laird Brenton. Organizational Culture In Action: a Cultural
Analysis Workbook. Thousand Oaks, Calif.: SAGE, 2011.
Harris, E., Miller, M. (2012, Nov. 1). Interview with S. Lavelle & D. Trosin.
Hoff, N. (2012, Nov 30.) Interview with L. Chaney, S. Lavelle, & S. McMahon.
Stocker, J. (2012, Nov. 6). Interview.
22
Appendix 1 : Handout from Paul Neidermire
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APPENDIX 2
Interviewees: Ezekiel Harris and Malcom Miller, juniors on the soccer team
Interviewers: Suzanne Lavelle and Davis Trosin
Date: Thursday, November 1, 2012
1. When did Coach Burns leave as your head coach?
2. Has there been any significant change from that? You two were freshman and have seen
the transformation of the program.
3. To those in the stands acting as spectators, your warm ups looked like chaos, but it
looked like controlled chaos; can you tell us more on how the warm up is set up?
4. When you guys are in the locker room before taking the field do you have any rituals that
you do as a team or individual before coming out?
5. At the game, Tim said that this is the men’s soccer team so not to play any girly tunes in
the pregame. Have you noticed a difference?
6. We, as a group, know the Ultras are a big part of the soccer experience so what kind of
atmosphere do they bring to the games for you guys?
7. When it comes to other teams do they have anything similar to the Ultras? Is there a
comparable experience?
8. When you hear Michigan Soccer what comes to mind?
9. The group noticed the banners behind the net, is that something new? That was one of the
first things I noticed seeing at the new stadium.
10. Do you think they are trying to build a tradition with all of these new changes? For
example the new stadium and banners to recognize the past and build a future?
11. When it comes to recruiting, now that you’ve been established on the team, how does it
feel when coaches bring up the aspect of recruiting? And how do you transition these
players into the team especially if they are international?
12. How is the transition and bonding experiences when you bring in new freshman players?
13. Is there some kind of message that you guys try to preach to new teammates coming in?
Citation: Harris, E., Miller, M. (2012, Nov. 1). Interview with S. Lavelle & D. Trosin.
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APPENDIX 3
Interviewee: Jake Stocker, Marketing Assist for the men’s soccer program
Interviewer: Suzanne Lavelle
Date: Tuesday, November 6, 2012
1. Can you give an explanation of your job title in relation to the men’s soccer program?
2. When it comes to marketing, how is soccer marketed differently then the other sports on
campus?
3. Do you think Coach Daley has the same support from the local area as Coach Burns?
4. What role do the Coaches play if any in terms of marketing and promotions of the sport?
5. When it comes to the players, how do you incorporate the players into any marketing or
promotions?
6. What are different marketing techniques that only work with soccer that you couldn’t use
with baseball or with any of the other low attended sports?
7. How do you see the Ushers playing a role with the program with them being involved
and committed to the organization or do you see them as “fillers”?
8. In your opinion, how do the Ultras play a role when it comes to marketing or the overall
environment of the game?
9. What’s the deal with the scarves?
10. Was HAIL aimed to try to increase attendance at not highly attended games?
11. If you could speak on behalf of the marketing interns, when they’re in the soccer
environment what do you think they would say about it?
12. With Paul being the event manager for all sports
13. Does each sport have an “event” set up or are they individualistic?
14. Do you have any feel for how the strength of the soccer team collectively is or have you
observed any type of on the field relationships amongst the players?
15. How do you think the coaches are with transferring into a new and larger “team work”
atmosphere being new to the University of Michigan?
Citation: Stocker, J. (2012, Nov. 6). Interview.
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APPENDIX 4
Interviewee: Chaka Daley, Head Coach of the men’s soccer program.
Interviewer: Sarah Brenner
Date: Wednesday, November 14, 2012
1. How would you describe the culture of the Michigan Soccer Program?
2. When you first got here, what were some of the things you noticed right away that were
different from Providence?
3. What are some of the values that you are trying to promote throughout the organization?
4. What kinds of reward/punishment systems do you have in place for your players?
5. If there is conflict that arises among players of between players and coaches how is that
usually handled?
6. What are some notable game day rituals you, your staff, and your team have?
7. How do people usually communicate throughout the program?
8. How has the Ultras Impacted the program from your point of view?
9. What do you think about the movement to brand the soccer stadium?
10. Based on what you have heard or what you know about how the program was fun
previously, what do you think are some things that have changed now that you’re here?
Citation: Daley, C. (2012, Nov. 14). Interview.
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APPENDIX 5:
Interviewee: Nate Hoff, head of the Michigan Ultras.
Interviewers: LaTara Chaney, Suzanne Lavelle, and Steven McMahon
Date: Friday, November 30, 2012.
1. Why were the Ultras established and by whom?
2. How does a person join the Ultras?
3. How long have you been a member of The Ultras?
4. When you joined with the Ultras, what did you first notice about the group?
5. How do leadership roles become established within the group?
6. How do you plan to draw in more students every year? How can you increase face on
campus?
7. Could you give a description of the goal/purpose of the Ultras?
8. What challenges do the Ultras face in reaching their goals?
9. How would you describe the “essence” of the Ultras to an outsider, what makes them
special?
10. Do you know why or have an idea as to why the ultras seem to have a stronger fan base
for the men’s game and not women’s?
11. How does the soccer team influence and motivate the Ultras?
12. How do the Ultras time the cheers? Who decides what cheer would be “perfect” at that
point in time?
13. What kind of feedback has the Ultra’s received from the soccer program?
14. How much support do you receive from the program itself? Has this support increased
over time?
Citation: Hoff, N. (2012, Nov. 30.) Interview with L. Chaney, S. Lavelle, & S. McMahon.
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