DOCSLIB.ORG

Exploring the Role and Function of Professional Football League Managers in England and Norway

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Exploring the Role and Function of Professional Football League Managers in England and Norway EXPLORING THE MANAGERIAL CYCLE OF PROFESSIONAL FOOTBALL LEAGUE MANAGERS IN ENGLAND AND NORWAY Kjell Marius Herskedal A thesis submitted in fulfilment of the requirements of Liverpool John Moores University for the degree of Doctor of Philosophy November, 2016 Abstract To gain a critical understanding of the lived challenges within the managerial cycle (recruitment, employment, termination) in professional league football, the research initially followed a qualitative approach in the form of semi-structured interviews. A total of 16 professional league managers completed a face-to-face interview using open ended questions, allowing them to share their true perspectives (Dale, 1996). The interview schedule concerned the managers' perceptions of challenges faced within the role, strategies to deal with the challenges, specific skills and qualities possessed, and future challenges within the role. Data were analysed via deductive and inductive content analysis (Biddle, Markland, Gilbourne, Chatzisarantis, & Sparkes, 2001; Côté, Samela, & Russel, 1995), and emerging themes were subjected to member checking (Sparkes, 1998). The range of experiences revealed a number of proposals for how to deal with cultural, organisational and personal related challenges. The managers’ ability to delegate responsibilities and to adapt effectively to changing environments seemed critical to avoid loops of accumulating problems. Unprofessional attitudes to recruitment and sackings seemed embedded in the culture. The eagerness for short-term results was perceived as a threat to sustainability in managerial work currently and in the future. The managerial cycle model was developed on the basis of Study One findings. Study Two aimed to examine the managerial cycle model by bringing in the internal (senior management and support staff) and external (Norwegian Football Association, League Managers’ Associations) key stakeholder views on the training, development and support of managers within the various phases of the managerial cycle (recruitment, employment and termination). A total of 21 internal (n=18) and external (n=3) key stakeholders completed a semi-structured interview, which was analysed via both deductive and inductive content analysis. The findings gave insight in senior management experiences regarding managerial recruitment and dismissals. Support staff members reported that both frequent changes of managers detracted the ability to work professionally and longitudinally. They also suggested that the managers’ receptivity to support was reduced in periods of high pressure. Further, managers were expected by their leaders to take care of their own development. These findings suggest that managers need to be skilled in self-directed learning to avoid superficiality in work. Preparing managers for the ability to adapt effectively to contextual changes appears to not be sufficiently integrated into the current formal training of managers. Study Three employed a case study approach to critically examine how the managerial lived experience might change over time. Three managers engaged in one Norwegian PL-club (full season) and one manager from an English League One club (four months) were regularly interviewed during various phases of the managerial cycle (recruitment, employment, termination). Ethnographic principles were employed in the study that aimed to better understand how the managerial experience might change across situations and conditions. The managerial experiences changed along with sporting results (ups and downs), and differed in levels of trust and communication internally. The findings argue that shared understanding and trust across organisational levels are needed to facilitate internal stability and long-term efficiency, meaning that the skills to establish these conditions are crucial for sustained sporting and organisational success. All the managers experienced challenges at cultural, organisational and personal levels related to the different phases of the managerial cycle and technical (understanding across professions), human, and conceptual skills were needed to deal with role related challenges. Given the complexity of the role, and the continuous and rapid changes that managers are exposed to, the current study suggests that contextual insights are needed to understand and ultimately advise or prepare managers sufficiently for their future role(s). Managers need consistency in their approach to gain trust from internal stakeholders, and sporting success seems to facilitate the support. To establish managerial consistency, the manager requires a clear philosophy based on cultural, organisational and personal understandings, combined with humbleness toward knowledge. 1 Acknowledgements Martin Littlewood for drawing the guiding lines, and for extending the experience beyond the frames of academic support. Mark Nesti for clever comments, interesting discussions, and cultural injections, through mornings and dawns. Dave Richardson for methodological insights and contributions. Hallgeir Gammelsæter for introductory ideas, insightful comments and availability. Adele Muskat for support, discussions and meals along the process. Birnir Egilsson for being so helpful and supportive in the final stages of the writing process. All the managers and stakeholders for their willingness to take part despite their busy lives. Initially, not all believed that I would get access. Hopefully, the work can bring some useful knowledge in return. Grandparents for taking care of the boys whenever needed. Marius, Martin and Mads for enriching life and keeping my feet on the ground. Thanks for waiting. I am looking forward to be ‘back’. Kamilla, my brave and beautiful wife, for supporting the crazy idea to make a PhD abroad despite the financial and family burdens taken on (it is your call next). 2 Content page ABSTRACT .......................................................................................................................................... 1 ACKNOWLEDGEMENTS ....................................................................................................................... 2 CONTENT PAGE .................................................................................................................................. 3 LIST OF FIGURES ........................................................................................................................... 6 LIST OF TABLES ............................................................................................................................. 6 CHAPTER 1 - INTRODUCTION, AIMS AND LITERATURE REVIEW .................................. 8 1.1 INTRODUCTION ......................................................................................................................... 9 1.2 AIMS OF RESEARCH ................................................................................................................ 12 1.2.1 Study One: Exploring the role and function of professional football managers in England and Norway: Manager's perspective ............................................................................. 12 1.2.2 Study Two: Investigating internal and external stakeholders views on the efficacy of training, development and support in the managerial cycle in England and Norway ................. 13 1.2.3 Study Three: Two longitudinal case studies (England & Norway) of the managerial cycle (recruitment, employment, termination): Managers’ perspectives .................................... 13 1.3 LITERATURE REVIEW.............................................................................................................. 13 1.3.1 The Context ................................................................................................................... 14 1.3.1.1 European Football Structures and Culture ................................................................................. 14 1.3.1.2 National Football Cultures ......................................................................................................... 15 1.3.1.3 Club Cultures ............................................................................................................................. 18 1.3.2 The Role of the Manager ............................................................................................... 19 1.3.2.1 Functions and Responsibilities ................................................................................................... 19 1.3.2.2 Managerial Challenges ............................................................................................................... 20 1.3.2.3 Dealing with Managerial Challenges ......................................................................................... 22 1.3.2.4 Specific Skills and Qualities possessed by the manager ............................................................ 23 1.3.2.5 Future Challenges within the Role ............................................................................................. 26 1.3.3 Recruitment ................................................................................................................... 32 1.3.3.1 Procedures .................................................................................................................................. 32 1.3.3.2 Manager - club considerations ................................................................................................... 32 1.3.4 Employment ..................................................................................................................
Load more

Recommended publications
  • Job Description: Coach Mentor (Multi-Sports) (Basketball / Athletics / NFL / Handball / Fitness / Play Leaders) Key Responsibil
    Job Description: Coach Mentor (Multi-sports) (Basketball / Athletics / NFL / Handball / Fitness / Play Leaders) RSports is a dynamic forward-thinking company with key strategic relationships, and is rapidly becoming a leading force in sports education in the People’s Republic of China. Working from our head office in Beijing the coach mentor will contribute to a variety of national, regional, and local projects linked to the further development of PE and mass participation sports. This is an outstanding opportunity to help shape the future of sports education in China. Key responsibilities Deliver coach education / training programme to PE teachers, student teachers, and sport specific coaches in line with the RS development principles Deliver demonstration PE classes to a variety of audiences Deliver internal training programme to RS coaches in relevant sport Ongoing mentoring and evaluation of RS coaching team Contribute to the development of sports specific PE Curricula in relevant sport Contribute to the continuing development of internal and external coach education programmes in relevant sport Contribute to the development and management of festivals, carnivals, and special events in relevant sport Contribute to the compilation and development of a comprehensive advanced development curriculum in relevant sport Contribute to the development of RS vision for the future of Chinese sports education Assist in the recruitment of delivery staff for ongoing projects (both Foreign and Local Staff) Salary: Negotiable (dependent on experience) Person Spec: Experienced coach / PE teacher with a passion for developing grassroots sports, and a creative, adaptable personality. Previous experience of leading PE classes in schools is essential. Previous experience working for a professional sports club or affiliated development scheme will be preferred.
    [Show full text]
  • Johan Cruyff Game Changer
    JOHAN CRUYFF GAME CHANGER Cruyff for the Netherlands. Photo: Nationaal Archief Cruyff for Ajax (right) against Feyenoord, September 1967. Photo: Nationaal Archief Jon Hoggard Winner of the Ballon d’Or an incredible three times, Cruyff started his footballing career at Ajax, where he led the Dutch giants to 23 eight league titles and three consecutive It is difcult to overstate just European Cups in 1971, 1972 and 1973. how much of an infuence Dutch football legend Johan Cruyf has had on the sport. Winner of the Ballon d’Or an incredible In the early 1970s came the incredible three times, Cruyf started his run of three consecutive European From his time on the pitch, footballing career at Ajax, where he Cup wins between 1971 and 1973, starring for Ajax, Barcelona led the Dutch giants to eight league with Cruyf scoring twice in the fnal and the Dutch national side, titles and three consecutive European of the 1972 competition against to his time in management Cups. He joined the club aged 10, Internazionale. In 1971 Johan had been and was a talented baseball player named as European Footballer of the at the same institutions, alongside his football development Year. Cruyf has always been at until he decided to concentrate on Following the 1973 European Cup the cutting edge of football football at age 15. He frst established win, Johan moved to Barcelona in a development. himself in the Ajax frst team aged 18 in world record-breaking transfer. He 1965–66, a season in which he scored immediately made an impact and 25 goals in 23 games as Ajax won the helped the Catalans to their frst league championship.
    [Show full text]
  • 100 Coaches to Remember Final
    NORTH CAROLINA HIGH SCHOOL ATHLETIC ASSOCIATION CENTENNIAL CELEBRATION 100 TO REMEMBER – COACHES Gerald Allen Shelby Enjoyed a 38-year stint at Shelby, including 21 years as head football coach and 26 seasons leading the track program…his football teams won 11 conference championships and five Western North Carolina High School Activities Association titles…overall football record stands at 175-49-14…honored by coaching the North Carolina Shrine Bowl team in 1973 and coached at the East-West all-star game in 1970…member of the Cleveland County and NCHSAA Halls of Fame. Stuart Allen Myers Park Compiled an impressive 11 NCHSAA state track championships from 1956 to ’71 at Myers Park…additionally guided four Myers Park teams to cross country state crowns…also served as a head wrestling coach and football assistant during the same stint at Myers Park…coached several more years at John Handley High in Winchester, Virginia after leaving the Charlotte school…2008 inductee into the NCHSAA Hall of Fame. Rosalie Bardin Southern Nash Significant contributions to high school athletics as both a coach and administrator…majority of career spent with Southern Nash where she coached women’s basketball (12 years), volleyball (18 years), track and field (7 years) and softball (24 years)…also served as cheerleading coach and athletic trainer during lengthy stint at Southern Nash…shifted to administration in 1998, serving as principal at Southern Nash…two-time Nash-Rocky Mount Principal of the Year and an inductee into the NCHSAA Hall of Fame. Frank Barger Hickory Achieved an outstanding record during 32 years as the head football coach at Hickory High…also amassed numerous conference crowns with career coaching mark of 273- 120-5 in fotoball…compiled over 625 victories and 29 conference titles coaching four additional sports to football…retired in 1984 and is a member of the Catawba County Sports Hall of Fame…joined NCHSAA Hall of Fame in class of 1993.
    [Show full text]
  • Managing in Modern Football
    Managing in Modern Football Considerations around leadership and strategies By Mark Miller Dissertation submitted in part of the requirements For the UEFA Pro License 2015/1017 Tutor; Stephen Grima Contents 1 Introduction .......................................................................................................... 5 2 Leaders and Strategists: Born or Made? ............................................................ 8 2.1 Ends and Means: Thinking Strategically ......................................................... 10 3 Taking the Lead-and Defending it. .................................................................... 12 3.1 The Research Subjects: The Three Misters ................................................... 16 3.2 Seduction in the Fortress: Marco Baroni......................................................... 18 3.3 Winning, Planning and Creating: Howard Wilkinson ....................................... 23 3.4 Timing, Talking and Travelling: Roberto Martinez ........................................... 26 4 Conclusions and Recommendations. ............................................................... 28 4.1 Hearts, Minds and Memories .......................................................................... 29 4.2 Learning Outcomes ........................................................................................ 31 5 Bibliography ....................................................................................................... 34 Managing in Modern Football | 2 Acknowledgements The people who I
    [Show full text]
  • Head Coaches Responsibilities ➢ Set up Outline for Daily Practices
    Table of Contents Letter to Coaches and Parents 3 1.00 Purpose 4 2.00 League Management 4 3.00 Communication 4 4.00 Weather Policy 5 5.00 Coaches & Assistants 5 6.00 Uniforms and Equipment 6 8.00 Code of Conduct & Penalties 6 9.00 Miscellaneous Recap 7 10.00 Lightning Policy 7 11.00 Tornado Policy 8 Heat-Related Illness Info 10 Concussion Info 11 Coach / Parent / Player responsibilities 12 Practices/Games Info 13 Important Phone Numbers WE Hunt Recreation Center ................................................... 557-9600 Weather Hotline ...................................................................... 557-2939 Chris Champion-Recreation Programs Manager...……………567-4031 Steve Johnson-Recreation Programs Specialist……………...557-9601 Austin Ohms-Recreation Programs Specialist ........................ 577-3124 Kristen Denton-Hunt Community Center Manager……………557-6293 Adam Huffman-Parks and Recreaion Assistant Director…….557-2925 LeeAnn Plumer-Parks and Recreation Director ...................... 577-3127 A Letter from Holly Springs Parks and Recreation Athletic Department Dear Coaches and Parents, We would like to take this opportunity to thank all the parents and coaches involved with our Intro to Football program. Everyone is working hard to make this season fun and successful. The goal of the Parks and Recreation Intro to Football program is to provide quality instruction which promotes sportsmanship, teamwork, development, participation and fun; individually, to develop technical skills which will enhance the ability, desire and confidence of each player. It is the coach’s responsibility to instill this concept into all participants and their parents. If anyone associated with your team loses sight of these objectives, please remind them that this is about children playing a game.
    [Show full text]
  • I Am a New Baseball Coach at My School…..”What Can I Do”?
    I Am a New Baseball Coach at my School…..”What Can I Do”? Ok, you’re a school baseball coach. You coached at a different school last year or maybe did not coach at all last year and you have been hired at a ‘new’ school taking over the baseball program. You want to do everything possible to establish your program and improve your chances to compete – ESPECIALLY since you are new. You want to follow the rules but you just need to know what those rules are…so what is it you CAN do between now and next season? Everything you WANTED to know and probably some you DIDN’T want to know is explained below. Comments First, understand that OHSAA regulations are created and approved each year by the schools – the very schools where you and other coaches are employed. And, they are by design. Kids need a break – COACHES need a break. IF you are concerned about ‘getting them college scholarships’, stop and realize that all statistics point to the success at the ‘next level’ correlates to athletes that play multiple sports. And, nearly every sports psychologist agrees it is nearly impossible to maintain a ‘hungry’ student-athlete when they are asked to be under the gun for 12 months a year. Just the Facts - All Coaches, whether are PAID or VOLUNTEER are under the same regulations. There is no distinction between a paid coach or a volunteer coach with one exception – the volunteer coach receives no financial compensation. - Out of Season Regulations are in place for Junior High/Middle School as well as High School teams - All references to a coach or player are where that coach or player coached or played the previous season.
    [Show full text]
  • Job Description National Head Coach Profile JOB SUMMARY
    Job Description National Head Coach Profile The Afghanistan Cricket Board was established in 2001. It is an independent and specialized organization in the field of Cricket. It works for the development of cricket, and players in the country, and organizes different formats of opportunities aiming to improve cricket and support players. ACB is an Equal Opportunity Employer. Therefore, applicants are considered for employment based on their skills, abilities, and experience. JOB SUMMARY The National Head Coach is competent and qualified cricket professional who is responsible to the Afghanistan Cricket Board for the delivery of high quality and international standard coaching with the aim of improving performance and results of the Afghanistan National Cricket Team with an over‐riding emphasis on quality at all levels. REPORTING The coach reports to the ACB Chief Executive Officer (CEO) through him to the ACB Chairman. He will maintain regular and open communication with them and will provide; Formal written monthly reports on activities, developments and important issues/problems. Formal written reports on player performance, fitness, and appraisals as required for the player’s contract. Formal written reports for major camps, matches, tournament and activities. COLLABORATION The National Head Coach will collaborate closely with; The board and its Chairman, the CEO, Cricket Operations and Selection Committee(s). The Coach of the National Cricket Academy Other Coaches in working to develop the skills of the national teams Senior Management in developing ACB proposals, work plans, and other master plans. SUPERVISING The National Head Coach supervises coaches, other training assistants, as well as having an advisory role in the planning of the development and training of domestic coaches.
    [Show full text]
  • FOOTBALL | Page 4 NBA | Page 5 Gent Fall Warriors, for Spurs, Cavs Return to Advertise Here Lyon Move from Break Call: 444 11 300, 444 66 621 Into Last 16 with Wins
    FOOTBALL | Page 4 NBA | Page 5 Gent fall Warriors, for Spurs, Cavs return To Advertise here Lyon move from break Call: 444 11 300, 444 66 621 into last 16 with wins CRICKET Saturday, February 25, 2017 Jumada I 28, 1438 AH O’Keefe, GULF TIMES Smith put Aussies on top in 1st Test SPORT Page 7 HORSE RACING / HH THE EMIR’S SWORD FESTIVAL Leicester sack coach Ranieri, nine months Irish-bred Sovereign aft er stunning title triumph Debt collects feature ‘He stepped up two levels to Group 2. He hasn’t been as quick here as he has been in other years. He has had a little bit of break since he ran in France. But he has been a good traveller’ Reuters London remier League champions Leicester City sacked Italian manager Claudio Qatar Racing and Equestrian Club (QREC) general manager Nasser Sherida al-Kaabi with the winners of the Irish Sovereign Debt in the winners' enclosure after his win in the Irish Thoroughbred PRanieri late on Thursday, nine Thoroughbred Marketing Cup (Gr2) after Sovereign Debt won the 1600m race at the QREC yesterday. PICTURES: Juhaim Marketing Cup (Gr2). months after he clinched one of soccer’s most remarkable triumphs but with the team By Mikhil Bhat Jeryan Stud’s Second Life to victory, winner, but I hope to win more this now hovering above the relegation zone. Doha and in the process also picked up the meeting,” Ghazali said. And more he Ranieri’s side stunned the sporting world top prize of USD57,000. Over and did win.
    [Show full text]
  • POSITION DESCRIPTION Job Title: Head Varsity Baseball Coach Reports To: Athletic & Activities Director Position Summary
    POSITION DESCRIPTION Job Title: Head Varsity Baseball Coach Reports to: Athletic & Activities Director Position Summary: The Head Varsity Baseball Coach will have considerable knowledge of the sport, rules and coaching experience. The Coach will embrace the philosophy, faith-based beliefs and Code of Conduct for SMCS Athletics as established by the SMCS Board of Trustees and the Green Bay Diocese, exemplifying the highest standards of sportsmanship, our Catholic faith and conduct. Job Duties: Provide overall leadership for the SMCS Baseball program and perform all services thereof as scheduled and/or directed by the SMCS Athletic & Activities Director. Present for approval to the SMCS Athletic & Activities Director a schedule for practices, scrimmages, training sessions and any other activities necessary to field a competitive team for the SMCS Sport program. Responsible for the use, care, storage and inventory of all SMCS athletic equipment issued for use by the Sport program including, but not limited to uniforms, warm-up apparel, balls and all other equipment necessary for practice and games/matches conducted by the Sport program. Proactively ensure the proper use, care, cleaning and maintenance of all SMCS facilities utilized by the Sport program for practices and games/matches. Adhere to all rules, regulations and policies as mandated by the Wisconsin Interscholastic Athletic Association (WIAA). Promote the sport with students, alumni, and members of the community. Provide oversight of all hiring and supervision of JV Head Coach and assistant coaches with SMCS Athletic and Activities Director’s approval. Adhere to the policies, regulations and directives of SMCS Athletics as defined by the SMCS Athletic and Activities Director and/or the SMCS Athletic Committee.
    [Show full text]
  • Coaching MASTER in JOHAN CRUYFF INSTITUTE English Edition Amsterdam
    Educating the next generation of Leaders in Sport Management MASTER IN Coaching English edition JOHAN CRUYFF INSTITUTE Amsterdam 05 WELCOME 06 COACHING ACCORDING TO THE VISION OF JOHAN CRUYFF 08 PROFESSORS 08 PERSONAL COACHING 09 STUDENTS 10 TEACHING METHOD 11 LEARNING OUTCOMES 12 CLASSES 13 NETWORK AND SERVICES 15 ADDITIONAL INFORMATION 15 DIPLOMA 15 ADMISSION REQUIREMENTS AND ENROLLMENT The most important aspect of coaching is what you see in a person. You need to get to know their habits and character. What background do they have? As a coach you have the responsibility to educate players the right way. Johan Cruyff Founder, Johan Cruyff Institute Welcome to the Master in Coaching at the Johan Cruyff Institute in Amsterdam. The Master in Coaching aims to foster students’ self-knowledge and self-development with the aim to improve their abilities as a (sports) coach or manager. Throughout the academic year, we motivate and support students in every way we can, to facilitate their personal development. Professors and staff ensure all students, each with a different background and experiences, will be challenged in their learning. It will be a new step in students’ personal development towards improving their individual and team performance. On completion of the program, students will have developed their personal coaching style and they will be able to put this style into practice. They will know what is needed for individual and team success and how to manage this success. This brochure will give you detailed information about the Master in Coaching program. For further information, or to request a personal meeting, please contact my colleagues at the Johan Cruyff Institute who will be delighted to help you.
    [Show full text]
  • “Kid-Focused, Coach-Driven: What Training Is Needed?” Roundtable Summary
    “Kid-Focused, Coach-Driven: What Training is Needed?” Roundtable Summary There are more than 6.5 million youth sports coaches in the U.S., according to original data developed for the Aspen Institute’s Project Play by the Sports & Fitness Industry Association. Of these coaches of children ages 14 and under, fewer than 30 percent have received training in sport-specific skills and only 19 percent in effective motivational techniques. This is of particular concern given that a primary reason kids drop out of sports is because of a bad experience. Once kids leave sports, it’s difficult to get them back. They may well miss out on the benefits of sports and physical activity for the rest of their lives. On November 20, 2013, the Aspen Institute’s Sports & Society Program convened more than 30 national leaders in sport and coaching at the U.S. Olympic Training Center in Colorado Springs. The goal of the roundtable was to gather expert insights and collectively determine an appropriate path for stakeholders to develop a simple, scalable, affordable platform to help youth coaches deliver early positive experiences. Ultimately, such a platform would aim to drastically increase the number of trained youth coaches in the U.S. OUTCOMES The roundtable established a common understanding and point of view on: What good youth coaching looks like The minimum requirements for a “good” coach The optimal way to deliver training at scale How organizations can support, adapt and draw from a coaching platform STIMULUS MATERIALS: CASE STUDIES AND EXPERTISE The agenda was structured to allow lead discussants to present research and insights for others to react to.
    [Show full text]
  • USA Floorball Board Meeting February 17, 2019 1
    USA Floorball Board Meeting USA Floorball Board Meeting Minutes February 17, 2019, 9.00 AM PST Participants; David Nilsson, Calle Karlsson, Adam Troy, Anders Buvarp, Kim Aaltonen. Approve meeting agenda and select note taker. Agenda approved and David Nilsson selected to lead the meeting and take notes. Quorum requirements were met. U19 Women’s National Team (Anders Buvarp) Report from Anders Buvarp: Brian Radichel has invited a Women's team for Texas Open in three weeks. Since we are short of women being able to participate, I've invited the U19 girls to join. We have a girl coming from Orlando Vikings Floorball* Need players born 1/1/2001 to 5/5/2005 for 2020 WFC. We intend to participate in the SGA in August. Looking at hostels for 2020 WFC; Svartbäckens vandrarhem and Uppsala Vandrarhem. Camp will be at "Mallboden Hostel" in Motala, Sweden starting 5/2/2020 and ending 5/5/2020. WFC is 5/6/2020 to 5/10/2020. No news from IFF regarding the 2020 WFC qualifications. No news from IFF on the 2020 WFC roster/staff size. U19 Men’s National Team (Anders Buvarp) Report from Kenton Walker: 6 players at Detroit camp 15 field players committed for Halifax 1 new field player to be added from Detroit 1 goalie from Sweden who said this week that his passport will be issued this month (fingers crossed!) Focus on fundraising and Halifax logistics now Planning 100 stick sponsorship from Accufli and turning into $$ through selling raffle tickets 6 Halifax roster players and other developmental players will play in Texas Open Women’s National Team (Alyssa Zinsser Hall) Calle Karlsson said he had discussions with John Liljelund of the IFF about the fact that the WFCQ only qualifies the USA or Canada.
    [Show full text]