THE most eloquent endorsement of the proposed new managerial structure at Rangers comes from the man thrust right into the heart of the maelstrom. Graeme Murty’s plan to spend two years beavering away in the role of under-20s coach as a way of assessing whether he ought to continue in the field of youth development for the long-term - or make a play to become a manager in his own right - was abruptly interrupted last week by the departure of manager Mark Warburton and his team. Murty was asked at short notice to take charge of matters against Morton last Sunday in the Scottish Cup and will do so again in the league away to Dundee this afternoon.

How long he will stay in situ remains to be seen. Rangers’ managing director Stewart Robertson has laid out the club’s intention to appoint a director of football with a view to delivering the “continuity” that has been too often missing from the Ibrox club in recent years. It is an announcement that has led to widespread discussion on the pros and cons of such a structure, one that tends to be viewed in this country with the same level of suspicion as other continental traits such as eating dinner late at night and men greeting each other with kisses on the cheek.

Murty, though, worked under a director of football as a player at Reading and believes it is a system that can be hugely effective with the right people in place.

“I think it depends on the personnel and the clarity within the role,” said the former Scotland international. “Whatever structure the board decides upon, people and personnel are going to have to fit around that and not the other way round. I’ve seen it across the continent, seen it happen in England. I think it’s down to acceptance of role, accept the people in there and use their knowledge. Not be scared of it. Ultimately we are all going to be judged on whether the first team win or not.

“At Reading, we won a league and got into the Premier League which was far above [what was expected]. And as far as I’m aware the director of football was there purely to support the manager and help him in his role, to inform him about boardroom decisions, to give him ideas on recruitment. But ultimately it comes down to the manager picking the team and the team going and performing.

“Our director of football then was Nicky Hammond, while Steve Coppell was the manager. It was really quite strange because I played with Nicky. So I knew him from previously but we didn’t see him very often. The manager was in charge of football matters and we walked on to the pitch in no doubt as to what we were trying to achieve every week, through the manager’s message. The manager is the guy in charge because he’s the guy who selects the team.

“It depends on personal relationships within the model. But I think they need to be strong people, people who are strong in their own convictions because they need to, behind closed doors, express their views forthrightly. But when the door opens after the meeting there has to be a corporate way forward and we all need to be on board. You can express your views. You can disagree, quite forcefully. But professionally. And when we come out the room we are all on board with the same message.”

That is all for the future. For now, the Rangers first team is Murty’s baby and he is determined to make the most of the opportunity. He has already chosen to make subtle changes, including naming the team 48 hours before today’s game.

“I said to the players that I can’t be beholden to anyone else,” he said. “I have to make the decisions I deem right to go on and win the game. I had two very awkward conversations [on Friday] with players who aren’t going to be travelling to Dundee and that’s horrible. But I have to do what I think is right for the team. I said to those players that they have to add value. They also have to handle that emotion – which is horrible, I understand that – and come and be energisers for the team as we all succeed or we all fail. There are people in the squad who won’t play. There are people who will be on the bench who will be disappointed. I accept that. They have to use that as a stimulation to make the rest of the group better.

“I didn’t have a lot of time last week so I named the team in the changing room on Sunday. I thought that was wrong. I made a mistake. I didn’t have a lot of time in my defence but the people involved – or not involved – were in that dressing room at half 12 dealing with that. And then it’s very difficult to get rid of those emotions in time to be an energiser for your team.

“I said to them I didn’t like that. I didn’t like the way I had made them feel and will give them more time to deal with it in future so they can still come and add value to the squad. Honestly, I will do the same again next week as it’s not about the 11 players. It’s about everyone in the whole squad.”

Murty expects which direction his long-term future takes will be shaped by the experiences, both good and bad, he garners in the weeks ahead. “Oh god, yeah. It will crystallise some things in my head as to whether a) I’m cut out for it and b) I want to do it. I think a youth or academy coach is a much more stable position than a first-team manager.

“I have to decide whether it’s youth development and be happy with that. I’ve spoken to a lot of agents who have said that I’m good at that and I should stick at it as it’s a real good living. I do love that life but there’s always something niggling in the back of your mind about whether you want to [become a manager]. I wasn’t sure but I’m finding out.”