CCBoy
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In 1960, the National Football League approved a franchise for Dallas, and Murchison, along with Bedford Wynne, was the franchisee or license holder. A motivating factor in the NFL's decision to award a license for Dallas was the establishment of the American Football League (AFL) by Lamar Hunt, another Dallas area businessman. Hunt, in helping create the AFL, established a professional football presence in Dallas, and the NFL realized the urgency with which they needed to address a potential market gain by the upstart league and a loss for the established organization.
For the most part, Murchison was a hands-off owner, delegating a great deal of operational control of the Cowboys to general manager Tex Schramm, head coach Tom Landry and scouting/personnel director Gil Brandt. His general attitude was to hire experts and let them execute the aspect of the business that fell in their expertise. Hence, Schramm oversaw most of the Cowboys day-to-day business matters, and represented the Cowboys at league meetings–a prerogative normally reserved to the owner. Brandt had a free hand in drafting and scouting players, and Landry enjoyed absolute authority over the day-to-day running of the actual team.
Schramm interrupted his education to serve as an officer in the United States Army Air Forces during World War II.
When Schramm took command of the newly formed Dallas franchise in 1960, Brandt was one of the first people he hired. Schramm, Brandt and Coach Tom Landry formed the triumvirate which guided the Cowboys for their first 29 years.
https://en.wikipedia.org/wiki/Tex_Schramm
In the National Football League, the general manager (GM) is typically the head of football operations. Major responsibilities include the power to hire and dismiss a head coach, leading the scouting department, handling free agent transactions and trades, and contract negotiations. Under such a model, the GM reports directly to the owner or team president. However, some team owners serve as GM or employ one who act in supporting role to the head coach. Al Davis of the Oakland Raiders was an example of a owner who also served as GM, while Bill Belichick is an example of a head coach having de facto GM responsibilities during most of his tenure with the New England Patriots.
The general manager (GM) is typically the head of football operations, which includes being head of the scouting department, handling free agent transactions and trades, and responsible for negotiating contracts with players and coaches. The scouting department's role is to evaluate college football players entering the annual NFL draft.[1] During the NFL Combine, general managers will interview players.[2]
Many GMs begin their front office career as an assistant scout and are promoted into roles such as director of college scouting or vice president of player personnel before being GM. The GM is also responsible for negotiating contracts with players and coaches.[3] As with head coaches and some players, GMs are required by the NFL to attend press conferences with the media. During the season, general managers will work 100 hours or more a week.[3] Some Pro Football Hall of Fame general managers include Tex Schramm, Al Davis, Bill Polian, Ron Wolf, Bobby Beathard, Gil Brandt, and George Young.
https://en.wikipedia.org/wiki/General_manager_(American_football)#Responsibilities
A sports GM oversees all aspects of the team's management, including athlete contracts and development, as well as working closely with the coaching staff.
In a professional sports setting, they will also usually be responsible for some aspect of managing finances and acting as the team president or spokesperson.
While managing the team is an integral part of the position as a sports general manager, overseeing the marketing and accounting department is equally as important.
A sports general manager shares similar responsibilities as a CEO and answers solely to the team owner.
The job of general manager in the NFL is changing. It’s growing. It’s becoming more challenging. And thus, what a team is looking for in one has had to evolve, too.
Aspiring young GMs usually can’t point to one thing or another, the way an offensive coordinator can cite a quarterback’s development, or a defensive coordinator can send a team his unit’s key metrics, as a reason why they should be the next guy to land one of 32 coveted spots running a team.
Scouting roles, and roles in personnel in general, are normally too vague for any facts or figures to be blindly reliable—a person who holds a title in one place might have a vastly different job than a person holding the same title in another place—so sorting through a mountain of names to be considered usually requires a whole lot more digging. And it’s getting even harder as NFL organizations continue to add new departments and staff.
____________________________
1) An ability to hire staff.
2) An ability to work productively with the head coach.
3) An ability to manage people.
You might notice there’s nothing in there about finding a quarterback, maximizing a third-round pick or building out depth in your secondary. There also isn’t anything about managing the cap or implementing analytics. Why? Well, you can find people to do all of those things. And it’s great if the GM can check off a couple of those boxes themself. But ultimately, they’re going to need help, and that takes finding and deploying good people effectively.
https://www.si.com/nfl/2021/12/31/future-general-managers-week-17-preview
“You are the general manager—you can take that literally,” said one such NFC GM. “The job is broad, and so you have to be able to hire people that offset your own weaknesses. It’s not even necessarily a football job all the time. I deal with HR, I deal with contracts, I deal with things I’ve never had to deal with in my life. So no matter how well-trained you are, and obviously the more you’ve been exposed to, the better, you’re going be learning on the run.
You need good people at their specific jobs.
___________________________________
In one of the most dramatic eras of ownership in professional sports, Jerry Jones' stewardship of the Dallas Cowboys has brought unprecedented results and success to one of the world's most popular sports entities. His more than three-decade long journey reached a rare pinnacle with his induction into the Pro Football Hall of Fame as a member of the 2017 class of enshrinees, as Jones became just the 15th owner in history to earn a bust in Canton.
Now Jerry is GM in name only. Most team decisions are made by highly qualified individuals to carry most roles in function.
For the most part, Murchison was a hands-off owner, delegating a great deal of operational control of the Cowboys to general manager Tex Schramm, head coach Tom Landry and scouting/personnel director Gil Brandt. His general attitude was to hire experts and let them execute the aspect of the business that fell in their expertise. Hence, Schramm oversaw most of the Cowboys day-to-day business matters, and represented the Cowboys at league meetings–a prerogative normally reserved to the owner. Brandt had a free hand in drafting and scouting players, and Landry enjoyed absolute authority over the day-to-day running of the actual team.
Schramm interrupted his education to serve as an officer in the United States Army Air Forces during World War II.
When Schramm took command of the newly formed Dallas franchise in 1960, Brandt was one of the first people he hired. Schramm, Brandt and Coach Tom Landry formed the triumvirate which guided the Cowboys for their first 29 years.
https://en.wikipedia.org/wiki/Tex_Schramm
In the National Football League, the general manager (GM) is typically the head of football operations. Major responsibilities include the power to hire and dismiss a head coach, leading the scouting department, handling free agent transactions and trades, and contract negotiations. Under such a model, the GM reports directly to the owner or team president. However, some team owners serve as GM or employ one who act in supporting role to the head coach. Al Davis of the Oakland Raiders was an example of a owner who also served as GM, while Bill Belichick is an example of a head coach having de facto GM responsibilities during most of his tenure with the New England Patriots.
The general manager (GM) is typically the head of football operations, which includes being head of the scouting department, handling free agent transactions and trades, and responsible for negotiating contracts with players and coaches. The scouting department's role is to evaluate college football players entering the annual NFL draft.[1] During the NFL Combine, general managers will interview players.[2]
Many GMs begin their front office career as an assistant scout and are promoted into roles such as director of college scouting or vice president of player personnel before being GM. The GM is also responsible for negotiating contracts with players and coaches.[3] As with head coaches and some players, GMs are required by the NFL to attend press conferences with the media. During the season, general managers will work 100 hours or more a week.[3] Some Pro Football Hall of Fame general managers include Tex Schramm, Al Davis, Bill Polian, Ron Wolf, Bobby Beathard, Gil Brandt, and George Young.
https://en.wikipedia.org/wiki/General_manager_(American_football)#Responsibilities
RotoPat’s 2023 NFL GM Rankings
12. Jerry Jones/Stephen Jones, Cowboys
What can Jerry Jones say? He knows how to draft a first-rounder. They remain the lifeblood of this roster, including Zack Martin and CeeDee Lamb on offense and Micah Parsons on defense. But Jones celebrated one hit a little too long. His undying Ezekiel Elliott devotion created cap complications that dovetailed into poor decisions like trading Amari Cooper. The Zeke saga is emblematic of Jones’ bad habit of making tough decisions a year too late instead of a year too early. It means the Cowboys are seemingly always operating off their back foot as they try to round out an annually impressive core. Some seasons there is enough slack in the line to win 10-12 games. 2021 and 2022 were both such campaigns. Too often, however, the bottom falls out despite the stars at the top. Even with Dak Prescott‘s on-field foibles, that star power continues to shine brightly. This team is a contender. We’ll see if that’s enough to overcome the annual depth issues in 2023, which look acute at pass catcher and could become a problem along an aging offensive line.https://www.nbcsports.com/fantasy/f...goal-line-stand-rotopats-2023-nfl-gm-rankings
A sports GM oversees all aspects of the team's management, including athlete contracts and development, as well as working closely with the coaching staff.
In a professional sports setting, they will also usually be responsible for some aspect of managing finances and acting as the team president or spokesperson.
While managing the team is an integral part of the position as a sports general manager, overseeing the marketing and accounting department is equally as important.
A sports general manager shares similar responsibilities as a CEO and answers solely to the team owner.
The job of general manager in the NFL is changing. It’s growing. It’s becoming more challenging. And thus, what a team is looking for in one has had to evolve, too.
Aspiring young GMs usually can’t point to one thing or another, the way an offensive coordinator can cite a quarterback’s development, or a defensive coordinator can send a team his unit’s key metrics, as a reason why they should be the next guy to land one of 32 coveted spots running a team.
Scouting roles, and roles in personnel in general, are normally too vague for any facts or figures to be blindly reliable—a person who holds a title in one place might have a vastly different job than a person holding the same title in another place—so sorting through a mountain of names to be considered usually requires a whole lot more digging. And it’s getting even harder as NFL organizations continue to add new departments and staff.
____________________________
1) An ability to hire staff.
2) An ability to work productively with the head coach.
3) An ability to manage people.
You might notice there’s nothing in there about finding a quarterback, maximizing a third-round pick or building out depth in your secondary. There also isn’t anything about managing the cap or implementing analytics. Why? Well, you can find people to do all of those things. And it’s great if the GM can check off a couple of those boxes themself. But ultimately, they’re going to need help, and that takes finding and deploying good people effectively.
https://www.si.com/nfl/2021/12/31/future-general-managers-week-17-preview
“You are the general manager—you can take that literally,” said one such NFC GM. “The job is broad, and so you have to be able to hire people that offset your own weaknesses. It’s not even necessarily a football job all the time. I deal with HR, I deal with contracts, I deal with things I’ve never had to deal with in my life. So no matter how well-trained you are, and obviously the more you’ve been exposed to, the better, you’re going be learning on the run.
You need good people at their specific jobs.
___________________________________
In one of the most dramatic eras of ownership in professional sports, Jerry Jones' stewardship of the Dallas Cowboys has brought unprecedented results and success to one of the world's most popular sports entities. His more than three-decade long journey reached a rare pinnacle with his induction into the Pro Football Hall of Fame as a member of the 2017 class of enshrinees, as Jones became just the 15th owner in history to earn a bust in Canton.
Now Jerry is GM in name only. Most team decisions are made by highly qualified individuals to carry most roles in function.
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