CHURCH ADMINISTRATION
AND MANAGEMENT
Dr. Hilario B. Bilen, Ph.D.
Professor
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COURSE
SUBJECT
CODE
UNITS
DAY AND TIME
SCHOOL YEAR
PROFESSOR
Email
PHONE
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AB Theology / AB Christian Education
Church Administration
Th 414
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Friday 1-4 PM
1st Semester 2023 – 2024
COURSE DESCRIPTION
An examination of the functional areas of management planning,
controlling, organizing decision-making and change. The students compare visions
theories of administrative behavior, surveys recent research into
administration, and gains an overview of research methodology as related to
administration problems.
PURPOSE
To give the student a thorough understanding of the various aspects of church
administration, and to help the student to improve his/her abilities in this field.
OBJECTIVE
The student will become familiar with the leadership style of Nehemiah,
and other Biblical examples of leadership. The principles of delegation will be
understood in the context of the Biblical servant/leader style, and approach will be
developed by which these principles may be taught to others. To understand
basic principle which govern human behavior and human reaction. To
understand, assist us to accomplish what we choose to call personnel
management. The entire range of motivation, planning and implementing will be
discussed, with opportunities for direct application of the knowledge gained.
COURSE REQUIREMENTS
1. Read one book and summarize each chapter and submit.
2. Submission of CD Power Point presentation on Church Administration
GRADING SYSTEM
1.
2.
3.
4.
Attendance
Class Participation
Quizzes
Mid Term
15%
10%
10%
20%
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5. Final Exam
6. CD PowerPoint
20%
25%
ATTENDANCE POLICY
1. Students must attend all scheduled classes.
2. No make–up class will be given to students who miss a class during the course.
Note: 3 Absences means failure of the subject
3 Tardiness is equivalent to 1 absent.
STUDENT RESPONSIBILITIES
1.
2.
3.
4.
5.
6.
7.
8.
Come to class on time.
Attend all scheduled classes.
Listen to class lectures.
Take notes.
Meet seatwork and assignment deadlines.
Cellular phones must be silent mode during class hours.
Respect yourself, your fellow students and the professor.
Participate in all class activities.
METHODOLOGY
The course presents concepts and techniques delivered in a relaxed,
enjoyable and participative learning environment. Learning occurs through
experience, by far the best method to insure affectivity and retention. 70% of
the course is high-impact individual, group and team exercises with 30%
lectures and feedback.
TABLE OF CONTENTS
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INTRODUCTION ______________________________________________________ 8
Definition ______________________________________________________ 8
Who is fit to lead? ________________________________________________ 9
PART I – THE FALL OF CHURCH MANAGEMENT _______________________ 13
A. The Problems of Church Leadership ______________________________ 13
B. The Perils of Church Leadership _________________________________ 16
The Dramatic Organization __________________________________ 17
The Suspicious Organization_________________________________ 18
The Detached Organization __________________________________ 19
The Depressive Organization ________________________________ 20
The Compulsive Organization________________________________ 22
The Paradigms of Church Leadership ________________________________ 23
The Definition of Paradigm___________________________________ 24
Paradigm Lost; Paradigm Forged
25
Paradigm Helps Us To Understand Denominations ________________ 26
Organization Learning_______________________________________ 29
PART II – THE FOUNDATION OF CHURCH MANAGEMENT_______________ 32
A. Understanding Man ___________________________________________ 34
The Christian View of Man__________________________________ 35
The Theological Meaning of Human Creation ___________________ 36
The Implications of the Doctrine _____________________________ 40
The Fostering Spiritual Maturation ____________________________ 42
B. Understanding the Church______________________________________ 45
Uses of the Term Church in the New Testament
46
The Local Church _________________________________________ 46
House Churches __________________________________________ 46
Names and Description _____________________________________ 47
The symbolism of Christ as the Head of the Church ______________ 48
Church Government _______________________________________ 48
Your Leadership __________________________________________ 53
Types of Leadership _______________________________________ 54
The Officers of the Church __________________________________ 55
Qualifications of a Pastor ___________________________________ 56
The Beginning of Ministry __________________________________ 56
PART III – SELECTING AND DEVELOPING LEADERS
59
Four Essentials For Successful Leadership ______________________ 60
Divisions of Church Leadership ______________________________ 62
Biblical Principles of Leadership _____________________________ 67
Nehemiah’s Approach to the Problem _________________________ 68
The Pastor as Administrator __________________________________ 71
Using Delegation with Positive Results
75
Develop a Delegation Profile _________________________________ 76
Delegation – How to do it
79
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The Job Description_________________________________________ 81
How a Church can Develop its Own Leaders ____________________ 100
Organizational Chart _______________________________________ 105
Positive Personal Development From Criticism & Pressure ________ 107
Time Management_________________________________________ 115
PART IV – PRINCIPLES OF PLANNING _________________________________ 119
Planning as a Function of Management ________________________ 119
Steps of Effective Planning __________________________________ 119
Steps of Successful Staffing ________________________________ 121
The Activities of Management Planning Reviewed _______________ 122
Barriers to Planning________________________________________ 123
Principles of Planning ______________________________________ 124
Six Steps in PERT _________________________________________ 126
Planning and Goal Setting ___________________________________ 126
Four Stages in the Process of Goal-Setting ______________________ 127
Four Stages of Goal-Setting _________________________________ 128
Structure of a Plan
128
The Management Process in 3-D _____________________________ 134
The Problems of Church Discipline ___________________________ 134
Forms __________________________________________________ 137
REFERENCES
Argyris, Chris. Increasing Leadership Effectiveness, John Wiley and Sons, New York,
1976.
Argyris, Chris and Schon, Donald A. Theory In Practice., Jossey-Bass, San Francisco,
1974.
Organizational Learning. A Theory of Action
Perspective,
Addison Wesley Publishing Co., Mass., 1978.
Barma, George. What American Believe: An Annual Survey of Values and Religious
Views in the United States, Regal Books, Ventura, California, 1991.
Burkett, Larry. Business Management, Moody Press, Chicago, 1991.
Covey, Stephen R. The 7 Habits of Highly Effective People, Simon and Schuster, New
York, 1989.
Gratsch, Edward J. The Development of Ecclosiology, Alba House, New York, 1980.
Greenleaf, Robert K. Servant Leadership: A Journey Into the Nature of Legitimate Power
and Greatness, Paulist Press, New York, 1977.
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Greenlade, S.L. The Ministry in the Early Church, Canterbury, London, 1947.
Hebert, A.G. The Form of the Church, London, and Faber, 1994.
Henri J.M. Nouwen, In the Name of Jesus Reflection on Christian Leadership, Crossroad,
New York, 1989.
Hiscox, Edward T. The New Directory of Baptist Churches, Judson, Philadelphia, 1984.
Homes, Urban T. Spirituality For Ministry, Harper and Row, San Francisco, 1982.
Kilinshi, Kenneth K. and Wofford, Jerry C. Organization and Leadership in the Local
Church, Zondervan , Grand Rapids, 1973.
Kirk, Kenneth E. The Apostolic Ministry, Hodder and Stonghton, London, 1946.
Kuhn, Thomas S. The Structure of Scientific Revolutions, University of Chicago Press,
Chicago, 1970.
Manfred F.R. Kets de Vries and Danny Miller, The Neurotic Organization: Diagnosing
and Changing Counterproductive Styles of Management, Jossey-Bass Publishers,
San Francisco, 1984.
Mead, Loren B. The Once and Future Church, The Allan Institute, Washington D.C.
MacGregor Burns, James. Leadership, New York, 1978.
Moede, Gerald F. The Office of Bishop in Methodism: Its History and Development
Abingdon, Nashville, 1964.
Morris, Leon. Church Government, Baker’s Dictionary of Theology, ed. Everette F.
Harrison, Baker, Grand Rapids, 1960.
Morris, Leon. Church, Nature and Government, Encyclopedia of Christianity, ed. Gary
G. Cohen, Marshalltown Del; National Foundation for Christian Education, 1968.
McNutt, William Roy. Policy and Practice in Baptist Churches, Judson, Philadelphia,
1935.
Olan, Hendrix. Management For the Christian Leader, Mott Media, Milford, MI., 1981.
Ott, Ludwig. Fundamentals of Catholic Dogma, ed. James Canon Bastible, B. Hoader, St.
Louis, 1960.
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Parker, Joel. Discovering the Future: The Business of Paradigms, Transcript of Video.
Robert, Ed. Mastering Management in the Church, Sovereign World, 1996.
Rodgers, Thomas, Strategy – A Source of Tactics for a Dynamic Ministry, Impact Press,
Newburgh, Indiana, 1983.
Senge, Peter M. The Fifth Discipline: The Art and Practice of the Learning Organization,
Doubleday, New York, 1990.
Shawchuck, Norman and Heuser, Roger. Leading The Congregation, Abingdon Press,
Nashville, 1993.
Tidball, Derek. Skillful Shepherd: An Introduction To Pastoral Theology, Ministry
Resources Library, Grand Rapids, 1986.
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INTRODUCTION
Much have been said and written in the subject of Church Administration. This
paper is not a comprehensive study on the subject of Church administration. It is the
writer’s humble attempt to include the most important issues in management
Management – is the process of defining organizational goals and making decisions about
the efficient & effective use of organizational resources in order to ensure
high organization performance.
– is getting things done through other people.
– is basically the stewardship of the talents of the persons entrusted to our
care.
Leadership – is the capacity and will to rally men and women to a common purpose, and
the character which inspire confidence.
– a leader is a man who knows the road, who can keep ahead, and who can
pull others after him.
– a leader is a person who has the ability to get others to do what they don’t
want to do, and like it.
– is an art of combining ideas, people, things, time, leadership training and
faith to achieve predetermined objectives.
– is an art of getting things done through people.
NOTE: Leadership – is not enough for a leader to have a vision. A leader needs to
attract followers…those followers must become leaders, too,
finding their own sense of purpose in the shared challenge, and
spreading the call and vision of change.
Management/Administration and Leadership – is an art, and this means it can be learned
by the average person. Since it is an art, it can be improved and developed
to a high degree by willing people.
Management/Leadership – is getting things done – accomplishment, fulfillment, and this
is done through the people. It does not mean that a leader / manager uses
the people merely as tools to achieve his purpose, but improves and
enables them to perform, to progress and to accomplish.
Organization – is a group of people bound together to distinctive purposes, led by
appropriate officers, handling sufficient funds and budgetary commitments
to carry out their tasks, owning such properties as are deemed necessary
and transacting business with other organizations.
Organism – the church is the body of baptize believers, a body of disciples, a body of
worshippers, a body therefore is a living thing made up of living organism
which a parts mutually dependent on each other and essential to life.
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The church is primarily an organism.
It’s secondary an organization.
Who is fit to lead?
Before people take on a leadership responsibility, they should weigh the
matter carefully. James 3:1-2 – Not many of you should presume to be teachers,
because you know that we who teach will be judge more strictly. For in many
things we offend all.
Let’s look at some of God’s chosen leaders of the past and see how they
responded when the Lord approached them to take the lead in a task.
1. The Call of Moses.
He was in the backside of the desert keeping the flock of Jethro, his fatherin-law, when God’s call came. (Exo. 3:2)
i. The first thing the Lord did was reveal Himself to Moses. v. 5-6
ii. The next thing the Lord revealed to Moses the burden that He had for his
people. v. 7
iii. I have come down to rescue them for the hand of the Egyptians and to
bring them up out of that land into a good and spacious land, a land
flowing with milk and honey. v.8
iv. So now, go. I am sending you to Pharaoh to bring my people out of
Egypt. v.10
Who am I? v.11
I will be with thee. v.12
2. The Call of Gideon.
Remember the great battles that were waged and won by Gideon?
With a handful of men he “turned to flight the armies of the aliens.”
Was he always like that?
Bold, courageous, waxing valiant in a fight?
Judge 6:14 – Go…and save Israel.
15 – Lord, how can I save Israel?
16 – Surely I will be with thee…
3. The Call of Jeremiah.
Jer. 1:1-5 – The call.
6 – The reaction.
7-8,19 – The promise of God.
4. Other calls – Then and Now.
Matt. 28:19-20 – read.
The great secret of leadership in the Christian enterprise is:
God said, “Certainly I will be with you.”
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When God calls you to a task, let neither a sense of inadequacy or a “poor
background” hinder you from following His lead. “For it is God who works in
you to will and to act according to His good purpose” Phil. 2:13.
The Leader’s source of power:
A power failure can be disastrous. Hospitals and other vital facilities have
their back-up systems of generators in case the power fails. This equipment must
keep functioning because lives depend on it. Power and the means to use it are
critical to an individual society.
Leaders must be aware of this. They must realize that they must keep
their program, their people, and themselves moving. What is the leader’s source
of power for all this? God Himself.
Fellowship:
Phil. 4:13 – Paul said – I can do everything through Him who gives me
strength.
II Sam. 22:33 – David said – It is God who arms me with strength and
makes my way perfect.
God Himself is our source of power, but fellowship with God is that which
“throws the switch”, and makes that power operative and effective in our
lives.
Three (3) Basic elements characterize a life of fellowship with God:
1. The Word of God. (II Tim. 3:16-17)
2. Prayer (Luke 18:10-14; Acts 12:1-12; Col. 1:9-10)
3. Obedience (Luke 6:46-49; John 14:21)
Characteristics of The Inner Life of the Leader:
1. Purity of Life. (Dan. 1:8; II Col. 6:14-16; I Sam. 16:7; II Tim. 2:19-21)
2. Humility (Dan. 2:27-30; I Peter 5:5-6)
3. Faith (Heb. 11:6)
The Leader’s Attitude toward Others.
1. A servant heart. (Mk. 10:45; Lk. 22:27; Mt.20:25-28; Mt. 23:11-12)
2. A sensitive spirit. (Mk. 8:1-3; I Kings 3:9)
Why some Leaders Excel: Characteristics:
1. Excellence
They who strive for excellence will not be counted among the alsorans. But where do people start in an effort to develop this attribute?
They must start with God Himself. They must consider the excellence of
God and His attributes.
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2. Initiative (I Chro. 11:6; Isa. 6:8)
Leaders don’t wait for things to happen; they help make things happen.
3. Creativity (Mk. 2:2-5)
They are not afraid to try new and different things.
How to Make an Impact:
1. Wholeheartedness (II Chro. 31:21; Col. 3:23; Ecc. 9:10
2. Single-mindedness (II Chro. 29:3-5; Heb. 112:1-2)
3. A Fighting Spirit (II Chro.30:10-20; II Cor. 11:24-28; Neh. 4:7-8)
Setting the Stage for Success:
1. Plan a Good Beginning (I Sam. 10:21-27)
2. Do Your Homework (Neh. 2:2-8)
Become known as the person who has the answers. When you have a
project to propose or a suggestion to make, know the facts. Know what it will
cost. Know how long it will take. Be able to explain why it is a good idea.
3. Plan the Work
When you are given a responsibility, one of the first things you should do
is spend time discovering exactly what your new mission is.
For step plan:
i.
ii.
iii.
iv.
Plan
Organize
Lead
Evaluate
How to Get More Done:
Do it now.
Trust God for the Help You Need. Exo. 40:12-13; Num. 8:11,19
Focus on Objectives, Not Obstacle. Num. 11:4-6,16-17,21-23,31; Mk. 8:1-4
It has to do with the focus of our attention, or the way we look at
things. Somehow we seem to be wired to think negatively. It is so easy to
focus on all the problems involved in a task.
Resolving Difficulties:
1. The Example of Moses. Exo. 18:13-24
i.
Moses’ number one priority as a leader was to pray for the people
under his charge. (Col. 4:12)
ii.
Moses was to teach the Word of God. (John 17:17)
iii.
Moses was to be a visible example to his people.
iv.
Moses was to delegate his responsibilities. Exo. 18:22
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2. Leaders-in-training.
Three qualities must characterize the people you put in charge.
i.
ii.
iii.
Likemindedness. Phil. 2:20-21; Exo. 8:21-23
Maturity I Tim. 3:6
Faithfulness Pro. 20:6
3. Keeping Others Informed. Acts 7:25
Keep the lines of communication open.
4. Doing Unpleasant Tasks.
5. Personal Problems: Sorrow and Affliction. Rom. 5:3-5
Leaders are not exempt from the personal problems of life. Financial
difficulties may plague them. They may face severe testing with their
children. Sickness in the family may bring a burden though to cope with.
They may face personal attacks on their motives or character or integrity. The
storms of life may rage around them and appear at times to overwhelm them
in their fury. Heartache, concern and perplexity are not strangers to the
person in a position of leadership.
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PART I – THE FALL OF CHURCH MANAGEMENT
Many churches have been seriously damaged and the work of a number of
Christian institutions have been handicapped by well-meaning and spiritually minded
men who have never learned the principles of effective management. Most ministers and
Christian workers today recognize that to be effective in the proclamation of the gospel,
men need extensive training in communication skills. This we call homiletics in the
theological seminary. Similarly, to be able to handle adequately the responsibilities of
the pastorate or the direction of a mission agency of the administration of a Christian
educational institution, one must learn the skills of good management. Fortunately, many
theological seminaries today are recognizing the importance of including courses in
management in their regular curriculum.
A.
THE PROBLEMS OF CHURCH LEADERSHIP
We are faced with a subject which for some of us is going to be new.
There are various questions: Is the subject of management spiritual or is it carnal
deviation from trusting the Holy Spirit? Is it Biblical? Is there a Biblical basis
of management principles? How can this apply to Christian work? People often
say “Management is all very good, but how can you apply it when you don’t sign
the man’s paycheck every week, and don’t have the right to fire him? There are
definite answers to these and to other questions. Though the subject of
Christian management is relatively new and something of an innovation, clean
instruction and help is available for spiritual men. It appears that management in
Christian circle is basically the stewardship of the talents of the person entrusted to
our care. Regardless of where you are, you work with people. If you are in a
position of leadership at all, you may not have much to say about the who these
people are and certainly have very little to say about what their capacities or gifts
are. However, you bear a solemn responsibility to exercise the stewardship of the
talents of those people God has entrusted to your care. Basically, it is not for
capacities you choose – and we often would choose men with different capacities if
we had the option – but we do have the responsibility of exercising careful
stewardship of the talents of these people.
In missions and church activities we have seen and observed serious abuse.
We often disregard a man’s God-given capacity and gifts, sometimes to the
satisfaction of our own prejudices, and attempt to force these people into moulds or
activities for which God the Holy Spirit has not equipped them. Our job as leaders
is to exercise Spirit-directed stewardship over these talents. It is for the Christian
manager to increase to the utmost the performance of those that God has brought
into his ranks, taking into account his personal gifts and capacities.
Lawrence A. Appley says, “Management is getting things done through
other people.” How is this important for us in Christian work? If ever anything is
to be done in this broken world of ours, it is going to be done as we, who are called
and sent of God, develop the awareness of the necessity of getting things done
through other people. We must involve other people. Our ministry is not directed to
people but it also involves accomplishing our purpose through people.
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Basically, management is a set of skills that an ordinary person can acquire
and develop. But management may also be thought of as a kind of work which you
learn to perform. The important word as we study management is WORK – a kind
of work which we perform.
In virtually every segment of American society the people cry that
leadership has fallen on hard times. Since the 1960s, a pervasive mistrust of leaders
has crept into the very fiber of the American ethos. A feeling pervades that our
leaders are not to be trusted. Robert Greenleaf describes this condition as “a time
when holders of power are suspect and actions that stem from authority are
questioned. Legitimate power has become an ethical imperative.
The Social Context of Religious Leadership
This trend toward holding leaders in distrust has not developed in a vacuum. In
three short decades the American populous has learned that even the nation’s top leaders
will act surreptitiously in order to achieve their desires, in war and in peace. The
seemingly endless Vietnam war; the failure of Lyndon Johnson’s “Great Society”,
Watergate, culminating in the ignominious resignation of Richard Nixon; Ronald
Reagan’s campaign promise to balance the national budget in four years, only to lead
America into the largest federal deficit in history; the Iran-Contra affair; and the
disheartening televised portrayal of the U.S. Senate throughout the Anita Hill-Clarence
Thomas hearings. All of these and more have disappointed and disenfranchised the
American people.
The same is through on a worldwide scale. Globally we perceive a pervasive
inability of persons or government to lead. The conventional wisdom for leadership is no
longer working. The problems of the world are too complex, too interrelated, and the
speed of change sends entire societies hurtling deeper into chaos. The solution to one
problem only sets up the dynamics that created an even worse situation. The people
know-and cry “What shall we do to be saved?”.
Indeed, people desire leaders who can motivate them to volunteer their energies
toward a collective effort. However, such leadership requires vision and the courage to
lead the organization toward that realization of the vision-even when the way is
uncertain. Quite beyond the need for the leader to possess a compelling and expanding
vision and the courage to lead, leaders in a turbulent environment must also possess the
willingness to place themselves at great risk.
As church leaders, we are greatly influenced by our social context. Societal
values impose tremendous pressures upon the thoughts and behaviors of clergy. Even as
the clergy seek to change society, so also society to domesticate, or do away with, its
clergy. For leaders, the society is no longer a safe haven, and perhaps it never was- at
least not for its greatest leaders, such as Jesus, Paul, Peter, etc.
The Ecclesial Context of Religious Leadership
Church Leaders Have Not Escaped the Distrust of Followers. As leaders in
secular institutions has done, so leadership in religious organizations has fallen into
greater distrust and skepticism. And, regretfully, not without due cause, for here as in
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society the expectations and desires of the people have been too often disappointed. In
recent years, several highly visible religious television personalities have used their
position to deceive and sway their followers to serve own unethical ends. These travesties
cause people, inside and outside the church, to hold all religious leaders in greater
suspicion.
Henri J.M. Nouwen describes a certain a style of religious leadership as the main
reason for many people’s having left the church in recent decades in France, Germany,
Holland, Canada, and the United States.
“One of the greatest ironies of the history of Christianity is that its leaders
constantly give in to the temptation of power…even though they continued to speak in
the name of Jesus, who did not cling to his divine power but emptied himself and became
as we are. The temptation to consider power an apt instrument for the proclamation of
the Gospel is the greatest of all…Every time we see a major crisis in the history of the
Church…we always see that a major cause of rupture is the power exercised by those
who claim to be followers of the poor and powerless.”
In the same vein, James MacGregorBurns states, “All leaders are actual or
potential power holders, but not all power holders are leaders.” The search for power in
position has been part of the Christian tradition since the time James and John sought
positions of power without position. While position is not incompatible with power,
position is just not necessary, for authority has power that comes from the person.
The metaphors for leadership most often used by Jesus – Servant and Shepherd –
seem not to fit well the current understandings and practice of church leadership. There
are compelling reasons that fuel the frustration: lost hope, and even cynicism, of large
and growing numbers of people toward organized or institutional religion. Recent studies
have demonstrate a trend away from organized religion in favor of a more personal,
individualized relationship with God. In one recent study, nine in ten people said they
believed in God, seven in ten prayed for guidance at least once a week and half regularly
pray before meals. Yet, only 51 percent belonged to a church or synagogue.
Pressures That Can Victimize The Leader. Even well-intentioned leaders can be
victimized by the nature of the ministerial profession. Derek Tidball points out:
“There are thousands of ministers today who continue to function more or less in
a traditional way and who gain much job satisfaction in doing so…Maybe some of the
contentment is due to the fact that they do not have very great ambitions…Some of the
satisfied try to bury themselves in the frantic life of the flock. And since they are adored
by their flocks they derive warmth from them and a degree of insulation which protects
them from harsh winds of the outside world. In this way however, they actually cease to
be shepherds. Instead of leading the flock to richer pastures, they became caretakers,
befriended and pastored, themselves by the flock.”
In many places, effective religious leadership has been replaced by management
of the status quo. Managing to get by does not seem to be a bad alternative to the heavy
demands placed on a pastor who chooses to lead in the spirit and pattern of Jesus. Pastors
can eventually wind up as caretakers, or settlers – insipid and lukewarm – a peculiar
clergy disease which the desert fathers called “acedia”. Acedia was a common malady
among monks, priests and laypersons who lived under the desert sun. They were persons
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who experienced spiritual boredom, a loss of passion, wandering about listlessly with no
goal in mind.
Acedia, as a clergy condition, still many religious leaders – those who have lost
their passion. No longer does the “fire burn in the belly.” But the plight of church
leaders who languish under acedia is nothing compared to the temptations and struggles
encountered by others who have decided to give ministry their very best effort everyday.
The forces of evil unleash resentless fury – or alluring temptations – upon these leaders,
day after day. The struggles described in the accounts of Jesus’ temptations in the
wilderness continue to this day – in the lives of men and women who daily go forth to
meet the fray.
B. THE PERILS OF CHURCH LEADERSHIP
Expressions of Neurotic Leadership.Leadership behaviors tends always
to become habitual. Therefore, the leader must continually reflect upon the
behaviors and the results of his or her leadership. Further, this assessment must
be unflinchingly honest. Apart from this, your leadership behavior will become a
matter of habit. And this habit may blind you to behavior and results you would
deplore in another person. The bad habits or temptations of the religious
profession, when left unexamined, open the door to powerful, entrenched
emotions, influencing the leader’s subconscious to the effect that wrong looks
right, or at least acceptable. Sooner or later, an unexamined religious leadership
will erode into neurotic dysfunctionality – which both the leader and the
congregation exhibit.
Manfred F. R. Kets de Vries and Danny Miller explore the effects of a
leader’s personality and motivations upon an entire organization.
More
specifically, they emphasize the dysfunctionality and neurosis of the leader rather
than “normal” behavior and relationships. Understanding leadership requires one
to go beyond the surface level and probe the leader’s inner world, which is called
the theater.
Thus, core themes in a leader’s inner theater cause him or her to choose
certain courses of action, and these themes hold the key to success or failure as a
leader. Similarly, the key to a leader’s relationship with his or her followers is the
psychological forces at play between them. Such forces exist at the intrapsychic,
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interpersonal, group, and organizational levels...leaders can become prisoners for
their internal psychic theater so that their actions become self-defeating.
These five dysfunctional neurotic styles of leadership are reflected in the
organizations led by such leaders. The five styles are the dramatic, suspicious
detached, depressive, and compulsive leadership dispositions.
The Dramatic Organization
Leadership Style. Dramatic leaders are unconventional risk takers who bored with
bureaucracy and structure – need action, excitement, and stimulation. Then dramatic
style combines two psychological orientations, the histrionic (theatrical, seductive, and
showy) and the narcissistic (egotistical and grandiose). With an exaggerated view of
themselves, dramatic leaders sometimes act as self-appointed messiahs who are
preoccupied with their own needs while taking others for granted. This leader is unable
to connect with the emotional needs of followers, and may even posses a derisive
disregard for others. This person takes other for granted with the organization and
believes in his or her own entitlement to things – what really matters is the self. “The
search for personal glory and power, coupled with vindictive action, is an ageless
phenomenon, and has often been regarded as the “disease” of kings, dictators and
prophets.”
Again, it is a matter of degree – healthy narcissism and self-concept are necessary
for a everyone, including leaders. The charismatic leader, with self-confidence and
willingness to resist group pressure, may be the constructive catalyst necessary to “do the
right things” to save an organization that may already be in or near great peril.
Organizational Structure
The dramatic leader’s neuroses, projected upon the organization, set in motion the
dynamics that cause the entire institution to exhibit the same neurotic dramatic behavior.
Dramatic organizations tend to grow at a rapid pace; therefore, the organizational
structure tends to lag behind the growth. After the initial rapid growth, the organization
will finally fall into patterns of deep decline. Dramatic leaders keep meddling in the
routine matters of the organization, with a preference toward intuitive, informal
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leadership. The chief executive may have too much power, while the managers with the
greatest expertise may have the lease authority.
Organizational Culture
Dramatic leaders attract followers with dependency needs, followers who idealize
their leader by exaggerating his or her strength and downplaying his or her weaknesses.
With the world revolving around the leaders as “hero”, the follower’s subordinate their
own individual needs to the leader, who often controls the subordinates through
manipulative behavior.
The Strategy
The strategy within a dramatic organization is lived our in the hunches and quick
impressions of the leader. The leader is impulsive and venturesome, leaving little or no
room for participatory decision-making. The real needs and interests of these whom the
organization is attempting to serve are often ignored in favor of the dramatic leader’s
intuition.
The Suspicious Organization
Leadership Style
Leaders who have a suspicious disposition are defensive, cold vindictive, and
hypersensitive. Lacking emotional sensitivity, suspicious leaders insist on the loyalty of
followers, and they control others by their incessant involvement in organizational
details. Highly secretive and suspicious of others, they cannot get enough information to
protect themselves, and they insist on knowing what all others are doing in the
organization. With the leader’s attention to minutia the “big picture” is often overlooked.
Blind to their own shortcomings, they are quarrelsome and often blame others. Clear
categories are often seen in separating the loyal friends from critical enemies – and there
is no in-between.
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Organizational Structure
Information is power, and the suspicious organization desires to hoard power at
the top. Thus vital information for making good decisions at other organizational levels
is not shared. Reactive strategies are more common than proactive, sincethere is never
enough good information available for making good decisions. The quest for details
becomes a compelling compassion for everyone, as a means of defending oneself against
the continual threat of others.
Organizational Culture
Suspicion is everywhere. Reality is categorized into “good” and “bad” and “us”
versus “them”. The organization is characterized by hostility and insecurity. Problems
are distorted and magnified. Since suspicious leaders are extreme controllers, those who
are hired and promoted will usually reflect and promote the leader’s own views. Within
such a climate of distrust, the atmosphere is often depressive. Persons are more
concerned about pleasing the boss than doing their job.
The Strategy
With such a preoccupation for details and distrust in monitoring the environment,
it takes a long time to make a decision. There is always more data to gather and to
analyze. When fear predominated, it is difficult to make decisions that are creative and
carry a certain amount of risk. With the emphasis on the leader’s external perceptions,
strategies are fragmented with little integrating mission or purpose.
The Detached Organization
Leadership Style
Detached leaders demonstrate emotional aloofness toward others. Desiring to be
alone and private, they find it difficult to establish close relationship. Detached leaders
around and repress their own feelings while feeling alienated from others. Given their
low self-esteem, it is hard for them to be themselves. In interpersonal relationship,
detached leaders sometime act like they are not in the present – they also seem indifferent
to praise criticism or the feelings of others. Effective leaders know how to take care of
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the emotional need of others, detached leaders don’t know how to do this. It is difficult
for subordinates to work for detached leadership because they don’t know what is
expected of them and do not receive specific feedback about their performance.
Organizational Structure
Because of the detached leadership, leadership vacuum is created at the next level,
where “second-tier” leaders see an opportunity to pursue their own interest, since the
leader is no available. Sometimes the organization may function well as long as the
second-tier leaders provide the necessary warmth and energy needed to provide vision
and emotional support for those in the organization. The organization structure is thus
fragmented.
Organizational Culture
There is an emotional vacuum in detached organizations with the political
infighting of the second tier managers who attempt to advance their own projects and
influence the chief executive officer. The detached organization’s climate is insecure and
full of conflict, easily becoming a political battlefield.
The Strategy
Decisions in the detached organization are made by only few trusted members of
an inner group. As the detached leader vacillates among the different proposals of his or
her subordinates, no clear sense of direction emerges. Ambiguity prevails. If there is a
strategy, it is the strongest of individual goals and political maneuvers at the second tier
level of management. Therefore, strategy is splintered as competing forces promote their
own causes with no coherent, holistic game plan.
The Depressive Organization
Leadership Style
The depressive leader and organization are worn out, lacking initiative and
confidence. Such leaders are extremely passive with a capacity for mediocrity and even
failure. With a sense of powerlessness and lack of self-confidence, depressive leaders
may also be passive-aggressive in their interpersonal relationship. Feeling that things are
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hopeless, they are apprehensive about the need for change. Often, depressed leaders will
wait for a “messiah” from the outside to make key decisions and rescue the organization.
Organizational Structure
Stable environments will permit depressive organizations to almost run
themselves, surviving longer than those in environments that are experiencing rapid
change. Depressive organizations are usually timeworn bureaucracies who have lost
sight of the changing environments. If they survive, it is only because their environment
is relatively stable. The mission of the organization has been lost to administrative
processes that are routinize, predictable, and hierarchical. Programs are inflexible and
outdated. The structure tends to be impersonal with poor internal communication.
Organization Culture
The culture of a depressive organization is another leadership vacuum and lack of
initiative and motivation. What pervades throughout the organization is passive, negative
pessimism toward the future and the world. People procrastinate and “pass the buck” for
organization failures.
The Strategy
The lack of initiative and mediocrity makes it difficult for any kind of strategy or
intentionality. Decisions are avoided, maybe never taking actions toward solving
problems or setting a direction. Procrastination is the norm. The focus is not outward on
environment opportunities or challenges; rather, the focus is inward. The success is in
the past, it is assumed that the markets of yesterday are the same today. Much energy or
on handling routine and details, the perfect climate for the “activity trap.”
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The Compulsive Organization
Leadership Style
Above everything, else, compulsive leaders desire to control everything and
everyone in their lives. The assumption of the compulsive leader is that the more control
he or she has over an organization, the more likely problems will be solved. A fear of
losing control drives them to desire a world in which everything is predictable and
ordered, Compulsive leaders cannot relax while being serious and formal in their
interpersonal relationship.
Organizational Structure
As in the suspicious organization, in the compulsive organization there is an
emphasis on formal controls, rules, and regulations. The crucial difference between
suspicious and compulsive organizations is that organizations emphasize scrutiny on
internal operations and procedures, while suspicious organizations monitor more closely
the external environment. Operations are manualized with attention paid to the smallest
details of formal policies, rules and procedures. The structures is also extremely
hierarchal with status given to the position.
Organizational Culture
The compulsive organization is a rigid bureaucracy characterized by ritualized
roles, standardized details, rules, and procedures. The emphasis on inward activity and
organizational rigidity works well with subordinates who are submissive and insecure.
The Strategy
Every move and step is carefully planned out. As with the depressed organization,
the environment of the compulsive organization must be relatively stable in order for it to
survive. Surprises are avoided with each carefully planned move. Each detail is planned
ahead to time; nothing is left to chance.
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The five neurotic expressions of leadership, described above, paint a montage of
the dark of leadership - a vivid reminder of the perils of leadership, when the leader lacks
self-discipline, and the leadership behaviors go unexamined.
Quite apart from the five dysfunctional leadership styles listed above, there are
other jeopardize into which the religious leader may fall. Kenneth Prior discuses several
of these in a unique study of the many leaders in Scriptures who did not finish well. It is
true that all leaders are potential victims of their perils. It is also true that no profession is
more prone to these realities than is the clergy profession.
According to Prior, religious leaders often battle power and prestigate, sexual
infidelity, impulsiveness, marital stress, criticism, depression, oversensitivity, and
inadequacy. All of these, plus the dysfunctional leadership expressions and more,
constitute the “dark side” of religious leadership – darksome forces with which many, if
not all, religious leaders must do business.
Certainly not all of these or appetites are inherently sinful, nor do all signal a life
apart from relationship with God. Some, however, are unambiguously sinful and will, if
entertained, cause us to build barriers behind which we hope to escape the searing
scrutiny of God’s love. How shall we relate to one of our colleagues who have fallen
prey to one of the clergy sins? For the most part we shoot our wounded. The negative
consequences of the above perils of leadership can be prevented.
C.
THE PARADIGMS FOR CHURCH LEADERSHIP
Perhaps all people living in different periods of history have the same
perception, but the events and technologies of our time do appear to be
accelerating at a more rapid, unpredictable pace than ever before. We have a
witnessed the collapse of governments, the realignment of world power, and
the obsolescence of laver institutions - many of which never recognized what was
taking place or refused to do anything about it. Most organizations live
primarily in the past are not keep up with the unpredented change.
With the decline of large institutions comes the decline of personal trust in
them. Individuals no longer look to large institutions to provide answers and
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solutions. This institutional malaise has not left the church and its leaders
untouched.
However, with the tension and turmoil comes potential opportunities,
Peter F. Drucker has identified three areas of concern when looking at the major
shifts taking place in the environment of religious organizations.
The first concern is the “eternal verities” of the church that never change.
These timeless values are the same in Botswana as they are in Boson, the same in
the first century, as they will be in next century.
Second, the “needs and opportunities” arising out of the culture change
constantly. For example, the needs and opportunities for the church are different
in Los Angeles than they are in Peoria. They are also different in Peoria in 1993
than they were in Dallas in 1953.
Third, the “currently available tools” also change constantly. However,
for the church some things are in rapid and radical change. It is these sweeping
changes that we will discuss. New ideas and new language are all the time
accepted, or resisted because of paradigms. Our paradigms exert tremendous
influence on the way we respond to new ideas, new opportunities, or
unanticipated changes – whether in our home, our church, or in the world around
us. This is true for individuals, for committees, and for the entire congregation.
The Definition of Paradigm
Thomas Kuhn, in studying how scientists develop and alter their paradigms,
describes a paradigm as an interpretative framework for observing reality patterns and
making sense of those patterns. “A paradigm is a set of deeply held rules and regulations
surrounding the way people see and do things, and how they find reason to continue
doing the things they do in the same way.” Paradigms act as boundaries that filter in the
information that is perceived to support a person’s ideas and filter out the information
that is perceived not to agree with a person’s position. As such, everyone has a
paradigm.
Whether it is the pastor fresh out of seminary with newly develop
prescriptions for “doing” congregational ministry or the lay leader who have been
actively involved in the church for many years – we all have our paradigms. And, of
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course, because they are our paradigms, we all think “our paradigm” is the “best
paradigm” if not the only paradigm.
Paradigms function to cause to see only what fits their own paradigms.
Information that fits one’s paradigm is easily recognized as valid. Information that does
not fit, however, is difficult for that person to comprehend or accept. It is easier to
disregard such information or to distort the information to make it “fit” the person’s
existing paradigm. In such cases, “The way we see the problem is the problem.”
Paradigm Lost; Paradigm Forged
Two major paradigms characterized Christianity in the Western world for its first
1,900 years, according to Loren Mead in “The Once and Future Church,” the church of
the late twentieth century is between paradigms – the old paradigm is breaking apart, but
it is too soon to predict with much credibility what the third paradigm of Christianity will
look like. The two paradigms that prevailed from the birth of the ancient church to the
present are: the “Apostolic Paradigm,” which prevailed from the founding of the
Christian Church to the beginning of the fourth century, and the “Christendom
Paradigm,” which displaced the earlier paradigm from the time of the conversion of
Emperor Constantine in A.D. 313 and prevailed until about the mid 1900s.
The difference between the operating assumptions of the two paradigms are stark.
In the first three centuries of Christianity, to be a Christian was dangerous, if not illegal.
The environment was hostile toward the Christian faith, there were no cathedrals or large
worship centers, no seminaries, and no religious bureaucracies. The central reality of the
apostolic church was a local community, a congregation “called out” of the world, and
yet called to witness to the world. To be a Christian was to engage in witness to a hostile
world, to be prepared to give one’s life for this witness. The Apostolic Christians
understood that the witness was costly, thus the Greek word for “witnessing” can be
translated “martyr.”
With the conversion of Emperor Constantine, however, the rules and regulations
were radically altered as Christianity became the official religion of all Western Empire –
as the kingdom embraced Christendom. The central reality of Christendom was that the
church was identified with the empire. To be a citizen of the empire made one a member
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of the church. Gone was the animosity between the government and Christianity. The
environment ceased its hostilities, there became no separation between secular rulers and
religious leaders, between secular government and religious government. The concept of
congregation became that of the parish, a piece of territory assigned to the parish priest,
and the mission of the parish was no longer to witness to one’s neighbor (because all of
the neighbors were already members of the church), but to Christianize those who were
“afar off” in other regions outside the empire.
Now, in the late 1900s, it is clear that the Christendom paradigm is giving way.
Even as these words are being written, new and large democratic are being formed that
will apparently welcome the Christian faith, but will not embrace that Christendom as the
prevailing paradigm for the American church is wearing out. A new paradigm is
emerging. “Neither the new age nor the new paradigm has arrived,” writes Mead, “so we
are pulled by the new and constrained by the old without the privilege even of knowing
fully what the new will be like. But as the new has begun to reveal itself, it has made
profoundly uncomfortable.”
The old hand-holds are weakening. The one sure and certain ways to lead a
congregation or a denomination are no longer sure and certain. Almost daily we’re
finding out more about what won’t work any longer – but what will work seems less
obvious. One thing is certain: In such times it is important that we understand the
paradigms that institutionalize Christianity is laying down, and that we carefully look for
the new paradigms that are coming. For this reason the study of leaders and their
qualities has emerged as a popular focus among persons who make decisions about
ministry.
Paradigms Help Us To Understand Denominations, Congregations, and People
People are the key to understanding why people think and behave as they do. The
question is not whether you and/or your congregation operate out of an accepted pattern,
an adopted set of rules and regulations about how things ought to be done. Rather, the
question is this: What are the paradigms you and/or your people use to interpret what you
see around you, and to guide your responses to it? Paradigms may be practical, common
sense interpretations acquired through experience or they may be more theoretical and
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theological. Define a congregation’s paradigms, and you will more fully understand the
reasons behind the attitudes and behaviors that characterize the response of the group to
new ideas, new challenges, and opportunities.
Chris Argyris and Donald Schon take the discussion of paradigms a step further
when they highlight the difference between one’s “espoused theory” (prescribed
paradigm) and one’s “theory-in-use” (actual behavior). A leader’s espoused leadership
theory is what that person believes he or she would do, or wants to do, in a particular
situation. However, the theory that actually governs the actions of the leader is his or her
theory-in-use. Not many pastors, for example, would exclude “servant leadership” from
their espoused theoretical paradigm for ministry. In reality however, their actual
leadership behaviors (their theology-in-use) may not remotely resemble servant
leadership.
A gap may occur between our publicly stated paradigms (espoused theory) and
our actual leadership behavior (theory-in-use). The leader who has not examined his or
her espoused theory and theory-in-use may well demonstrates such a gap – and not be
aware of it. The followers will be aware of it, because they are much more convinced by
his or her actions than by any amount of words spoken.
In addition to individuals in the church who have their personal paradigms, the
congregation also has corporate paradigm for interpreting its realities. Even
denominations have prevailing paradigms. In fact, a denomination may be defined as a
set of congregation and agencies held together a commonly accepted cluster of paradigm
that are theological and social in nature.
Paradigms are essential to the life of the church. The major problem with
paradigms held by religious organizations, however, is that once adopted by the group, no
matter how much theological and biblical exposition went into the discernment process at
the beginning, the paradigm is quickly baptized with a seal of divine correctness. “We do
it this way, because this is the way God wants us to do it – forever and ever, world
without end, Amen.” Therefore, religious paradigms tend eventually to be the least
examined, the most tenacious, and in a rapidly changing society, the most out-of-date.
Congregational paradigms can keep members stuck, unable to see new opportunities for
ministry. This is because we often “try to discover the future by looking for it through
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our old paradigms … paradigms have the power to keep us from seeing what was (and is)
really happening.
There is something of singular importance to all leaders of denominations,
agencies, and churches who have come to rely on their past successful performance as a
barometer of their future. Barker calls it the going back to zero rule. Highly successful
institutions have missed great opportunities, or collapsed, because their formerly
successful paradigms had blinded them to change. No matter how large or powerful an
organization is, no matter how good you are at the old paradigms, according to Barker,
“With the new one you go back to zero. Your past success guarantees nothing.”
When a new paradigm shift takes hold everyone is on a new playing filed, here
are new rules, new players, and more competition – everyone goes back to zero. The
organization, which assumes that what has been effective in the past will continue to be
effective in the future is headed for trouble. In the sixteenth century, Machiavelli
reflected upon the effects of a paradigm shift on the “successful” when he said to Prince
Lorenzo:
Therefore, those of our princes who had held their possessions for many
years must not accuse fortune for having lost them, but rather their own
remises; for they have never in quiet times considered that things might
change (as it is a common fault of men not to reckon on storms in fair
weather) when adverse times came, they (were not prepared to defend
themselves)…I conclude then that fortune varying and men remaining
fixed in their way, the are successful so long as these ways conform
to circumstances, but when (the circumstances change these who are
fixed in their ways will fail).”
One way to read Christ’s ministry and the history of the ancient church is to see it
as a story of clashing religious paradigms. It was no secret to the Jewish religious leaders
that Jesus was announcing a faith and practice that did not fit the old rules and
regulations. Christ fits the model of “Paradigm Pioneer”, (Joel Barker’s term), which
while the Pharisees model those who have Paradigm Paralysis” Resistance of the
established religion to the new paradigm is seen in the number of times it is recorded that
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the keepers of the old paradigms planned to silence Christ – because his message was
dangerous to “correct religion” and to the society they desired.
The Acts of the Apostles demonstrates just how tenacious old paradigms can be –
even among some who had left the old way for the new way. Paul, the apostle,
ministering in the Gentile world was fashioning a paradigm based on freedom and grace,
but some of the converted Pharisees wanted the old rules and regulations along with the
newly developing paradigm. Theirs was a paradigm with far more stringent rules and
regulations that Paul thought necessary for righteousness.
Even as Jesus was seen as an insurrectionist by the religious establishment, so
also Paul’s message freedom and grace was viewed by some as hearsay. For the
Pharisaic sect of believers, it was intolerable that the Gentiles might be part of God’s
vision for the church, unless, of course, they were “circumcised and ordered to keep the
law of Moses” (Acts 15:5b).
Organizational Learning
To be effective in the global context the church must be cognizant of its
paradigms regarding leadership and ministry. This is true for the ruling boards,
committees and workers. Church leaders, therefore, have a responsibility to define and
test their paradigms – and to lead the congregation to do likewise. Difficult as it is to get
people to review and revise their paradigms, the leader must get it done. Failure to
accomplish this will almost certainly conscript the congregation to frustration in its
ministry and ultimately to ruin.
In order to do this, religious organizations must be learning organizations.
Leaders must help organizations develop the capacity to critically assess their operating
assumptions and activities. They must learn how scan the environment for coming
trends, changes, and paradigmatic shifts that will influence their future success. The
organizations that excel in the future, according to Peter M. Senge, will be those “that
discover how to tap people’s commitment and capacity to learn at all levels in an
organization. Many organizations are too busy going about their business, and, therefore,
have not developed the capacity to learn. As a matter of fact, most American institutions
suffer from a “learning disability,” and live only half as long as a person. Even when
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there is clear evidence that the congregation is in trouble, and the pastor is aware of it,
such alarms often go unheeded, this is no accident, the learning disabilities of an
organization, according to Senge, operate despite the best efforts of bright, committed
people.”
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REVIEW QUESTIONS
1.
What is management?
2.
What is the difference between secular management and Christian management?
3.
How the religious leaders have been influenced by the social context?
4.
What is acedia?
5.
Explain the five dysfunctional neurotic styles of leadership.
6.
How the negative consequences of the perils of leadership can be prevented?
7.
What is paradigm?
8.
Explain how the church can be a learning organization.
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PART II - THE FOUNDATION OF CHURCH MANAGEMENT
In the first part of this paper, we have discussed the fall of church management.
Under the heading, we have seen the problems of church leadership; the perils of church
leadership, and the paradigms for church leadership.
The second part will focus on the foundation of church management. There are
several passages in the canonic Word of God that teaches us on the subject of
management. Management involves human beings – men and women. Therefore, in
order to have a proper understanding of Christian management, it is very imperative to all
of us to have correct theological understanding about man.
A.
UNDERSTANDING MAN
There are several reasons why the doctrine of man is especially important:
1. The doctrine of man is important because of its relationship to other major
Christian doctrines. Man is the highest of God’s earthly creatures. Thus, the
study of man brings to completion our understanding of God’s work and, in a
sense, of God himself, since we do learn something about the Creator by
seeing what he has created. And we learn more about God from man than
from any other creatures. For only man is said in the Bible to have been
made by God in his own image and likeness (Gen. 1:26-27). Thus, a direct
clue to the nature of God ought to emerge from a study of man. To the extent
that the copy resembles the original, we will understand God more
completely as a result of our study of the highest creature. The doctrine of
man has an unusual status. Our anthropology will determine how we
understand ourselves and, constantly consequently, how we do theology, or
even what theology is, to the degree that it is thought of as a human activity.
2.
The doctrine of man is important because it is a point where the biblical
revelation and human concerns converge. Theology is here treating an object
that everyone (or at least virtually everyone) admits exists. This means that
the subject of man is a starting point for dialogue. Modern mind often tends
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toward humanism, making humans and human standards the highest object
of value and concern. But modern man is concerned about himself, what is
happening to him, where he is going. He may not do a great amount of
thinking about understanding humanity. He may rather passively accept his
values from the general opinion of the time.
But he is interested in and
concerned about his welfare and place in life. Thus, while the conversation
will not end with man, it is an apt place for it to begin.
3. The doctrine of man is particularly in our day because of the large amount
of attention given to man by the various intellectual disciplines. The
number of disciplines that make human nature of or human behavior the
primary object of their attention continues to grow at a rapid pace. New
departments focusing on hitherto unexplored areas of behavioral science
come into being regularly at universities. New cross-disciplinary studies are
arising. Even business schools, which formerly concentrated upon economic
and organizational problems, are increasingly addressing the human factor
and finding more that it is often the most important. Medical schools are
becoming more conscious that doctors do not treat symptoms or illness or
bodies, but human beings, and accordingly they must be aware of the
personal dimension of the practitioner-patient relationship. And of course
the traditional behavioral sciences, such as psychological, sociology,
anthropology and political science, continue to investigate the human
creature.
4. The doctrine of man is important because of the present crisis in man’s
self-understanding. Not only is there a great interest in the question “What is
man?” There is also great confusion regarding the answer, for various recent
events and developments cast doubt on many of the answer, for various
recent events and developments cast doubt on many of the answers which
have been given to the question. One development is the struggle of young
people to discover who they are. The quest for identity is part of the normal
process of maturation, of moving away from being defined in terms of the
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conceptions and values and goals. This has always been part of growing
up?
5. Recently, however, it seems to have taken on larger dimensions. For one
thing, many parents do not really instill values in their children, or advocate
values which they themselves do not manifest in their lifestyle. The
traditional sources or values, the church, the university, the state, have come
to be suspect. The threat of extinction clouds the future of many young
people, as nuclear capabilities proliferate and spread to additional nations.
Who am I? What is life? Where is the world going? These are the questions
which mark the crises faced by many young people and some older ones as
well. A second development contributing to the crisis in self-understanding
is the loss of historical roots. In many cases, history has become a lost field
of knowledge, regarded as impractical or irrelevant. Because of this
disregard, people and even whole nation have lost touch with who they are.
Traditions have been cast aside as old, boring, and stifling. But traditions can
teach us a great deal about who we are. Many people have in fact made
discoveries about themselves as they search out their roots. The final
development leading to the crisis in man’s self-understanding relates to
traumatic occurrences in national life. We are sometimes brought to the
point of asking. What is our country or world doing? The contradiction in
man is deep and profound.
6. The doctrine of man is important because it affects how we minister. Our
conception of human beings and their destiny will greatly affect how we deal
with them and what we seek to do for them. If we think of humans as
primarily physical beings, then the most important consideration, and
perhaps as is virtually the only one, will be their physical comfort. The
satisfaction of physical drives in the most effective fashion will be our major
concern.
If we think of humans as primarily rational beings, then our ministry
will appeal chiefly to their intellects. We will present carefully prepared
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arguments and expositions, reasoned justifications of actions and ideas. Our
basic premise will be that the way to obtain desirable action from those with
whom we deal is to persuade them that it is the course to follow. If we see
humans as primarily emotional beings, our appeal to them will be basically in
terms of emotional considerations. If we see them as essentially sexual
beings, then making sure they have achieved satisfactory sexual adjustment
will take priority over everything else in our ministry to them. In terms of
both the ends which we pursue and the way in which we seek to attain them,
our conception of man is crucial to our work with and for him.
The Christian View of Man
The Christian view of man, is that man is a creature of God, made in the image of
God. This means, first, that man is to be understood as having originated not through a
chance process of evolution, but through a conscious, purposely act by God. Thus there
is a reason for man’s existence, a reason which lies in the intention of the supreme being.
Second, the image of God is intrinsic to man. Man would not be human without
it. The meaning of this concept will be explored.
1. The image of God is universal within the human race.
2. The image of God has not been lost as a result of sin.
3. There is no indication that the image is present in one person to a greater
degree that in another.
God’s creation was for definite purpose. Man was intended to know, love, and
obey God. He was to live in harmony with his fellow man, as the story for Cain and Abel
indicates. Man also has an eternal dimension. He had a finite point of beginning in time.
But he was created by an eternal God, and he has an eternal future.
Psalms 8:4-6 says, “What is man that thou art mindful of him, and the son
of man that thou dost care for him? Yet thou hast made him little less
than God, and dost crown him with glory and honor. Thou hast given
him dominion over the works of thy hands; thou has put all things under
his feet.”
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The Theological Meaning of Human Creation
Now that we have discussed the basis content of the doctrine of human creation,
we must determine its theological meaning.
Several points need special attention and interpretation.
1.
That man was created means that he has no independent existence,. He came into
being because God willed that he should exist, and acted to bring him into being.
Man has received his life from God and continues to experience and enjoy life
because of divine provision. There is nothing necessary about his existence. Man is
a contingent being not an indispensable part of reality. Nor does man ever come to
the point where he is truly independent of God. He may declare himself to be, and
may conduct himself as if he is, but that comes not alter the fact that his very life and
each breath that he continues to take are from God.
This should cause man to ask the reason for his existence. Why did God put
him here, and what is he to do in light of that purpose? Since we would not be alive
but for God, everything we have and are desires from him. If we come from God,
then all the adjectives which apply to us are also ultimately dependent upon him as
well. So stewardship does not mean giving God a part of what is ours, some of our
time or some of our money. All of our life is rightfully his, by virtue or our origin
and his continued ownership of us. It has been entrusted to us for our use, but it still
belongs to God and must be used to serve and glorify him.
This means that man is not the ultimate value. Man’s value is derived from,
and conferred upon him by, a higher value, God. thus the essential question in
evaluating anything is not whether it contributes to man’s pleasure and comfort, but
whether it contributes to God’s glory and the fulfillment of his plan. Man is not at
the center of the universe. He exists only because someone far greater brought him
into being.
This also helps to establish man’s identity. If who we are at least partly
a function of where we have come from, the key to man’s identity will be found
in the fact that God created him. He is not merely the offspring of human parents,
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or the result of chance factors at work in the world. He came into existence as a
result of an intelligent being’s conscious intention and plan. Man’s identity is at
least partially a matter of fulfilling that divine plan.
Man is a creation of God, not an outflow from him. Man is not part of
divinity. He has the limitations of finitude. He does not know all, and is not able
to do all. Although the aim of the Christian life is to be spiritually one with God,
man will always be metaphysically separate from God. Thus, he should not aim at
losing his individual human activity. It is good for man to be separate from God and
other than God, for that is the way God made him.
2.
Man is a part of the creation. As different as man is from God’s other created
beings, he is not so sharply distinguished from the rest of them as to have no
relationship with them. He is part of the sequence of creation, as are the other
beings. He was brought into existence on one of the days of creation, as were the
others. In fact, he was created on the same day (the sixth) as were the land animals.
That we are part of the creation also means that man has much in common with the
other creatures, he is not a God, and so he has the same types of needs as do the
animals. Because we do have in common with them, there is some validity in
behaviorism’s attempt to understand man by studying animals. For just like animals
man and his motivation are subject to the laws of creation.
3.
Man, however, has a unique place in the creation. As we have noted, man is a
creature and this shares much with the rest of the creatures. But there is an element
which makes him unique, which sets him apart from the rest of the creatures. They
are all said to be made “according to their kind.” He, on the other hand, is described
as made in the image and likeness of God. He is placed over the rest of the creation,
to have dominion over it. He cannot in every respect be likened to the whole of
creation. While subject to the laws governing created beings, he transcends those
other beings and their status, for there is more to humanity than just creaturehood.
The details of this extra dimension will be treated more fully. The point here is that
man cannot restrict his self-understanding to his creaturehood, or excuse his
improper behavior by blaming instincts and drives. There is a higher level to his
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being, a level which sets him apart from the rest of the creation. This means, too,
that man is not fulfilled when all of his animals needs have been satisfied. Human
life consists of much more than just the satisfaction of the needs for food, clothing,
and perhaps pleasure. The transcendent element designated by the unique way in
which man is described and thus distinguished from the various other creatures
must be kept in mind as well.
4.
There is a brotherhood among men. One of the great theological debates of the
late nineteenth and early twentieth centuries concerned the extent of the
fatherhood of God and hence the extent of the brotherhood of men. Liberals
insisted that there is a universal brotherhood among men, and conservatives equally
emphatically maintained that only those who are in Christ are spiritually
brothers. Actually, both were correct. The doctrine of creation and of the descent
of the entire human race from one original pair mean that we are all related to one
another. In a sense, each of us is a distant cousin to everyone on this earth. We are
not totally unrelated. The negative side of our common descent is that in the natural
state all persons are rebellious children of the heavenly Father, and thus are
estranged from him and from one another. We all like the prodigal son.
The truth of universal brotherhood, if fully understood and acted upon, should
produce a concern and empathy for our fellow men. We have tendency to feel more
strongly the needs and hurts of our close friends and relatives. The hardships of
strangers do not grip us fully. We are able to be fairly blasé about murders, fatal
auto accidents, and the like as long as no one knows is involved. If, however, we
discover that one of our loved ones died in the incident, we feel deep grief. But the
doctrine of the brotherhood of all men tells us that all human beings are our relatives.
We are not to see them primarily as our rivals but as fellow humans. We are with
them in the most basic sense – our origin. We therefore ought to rejoice with those
who rejoice and weep with those who weep, even if they are not fellow Christian.
5.
Man is not the highest object in the universe. Man’s value is great, for he is, with
the exception of the angels, the highest of the creatures. This status is conferred
upon him, however, by the highest being God. For all the respect which we have
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for humanity, and the special recognition which we accord to humans of distinction
or accomplishment, we must always remember that they, their lives, their
abilities, their strengths, have been given by God. We must never elevate our respect
for humans to the point of virtually worshipping them. Worship is to be given
to God alone; when offered to any other person or object, it is idolatry. We must be
careful to give the ultimate credit and glory to God. Similarly, we will not accept
a type of adulation with God alone deserves. Even love for fellow man must not
compete with love for God, for the first commandments pertain to our relationship
to God, and the command to love one’s self. Indeed, love for God is part of the
motivation for love for man, who is created in God’s image. And just like our
love for man, human accomplishments must be kept in proper perspective. As
wonderful as is much that man has achieved, such
achievements are
possible
only because of the life, intelligence, and talents that God has bestowed on his
creatures, man.
6.
There are definite limitations upon man. Man is a creature, not God, and has the
limitations that go with being finite. Only the Creator is infinite. Man does not
and cannot know everything. While we ought to seek to know all that we can,
and ought to admire and esteem great knowledge wherever it is possessed and
displayed, out finiteness means that our knowledge will always be incomplete and
subject to error. This should impart a certain sense of humility to all our
judgments, as we realize that it is always possible that we might be wrong, no
matter how impressive our fund of facts may seem.
Finiteness also pertains to our lives. Whether man as he was created would
have died had he not sinned is a subject of debate. We do know, however, that man
was susceptible to becoming subject to death. That is, if he was immortal, it was a
conditional immortality. Thus, man is inherently immortal and ass presently
constituted, he must face death. Even in man’s original state, any possibility of
living forever depended on God. Only God is inherently eternal, all also dies.
Finiteness means that there are practical limitations to all of our
accomplishments. While man has made great progress in such matters as physical
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feats, the progress is not unlimited. Man may now execute a high jump a thousand
feet without the aid of some sort of rocket equipment. Other areas of
accomplishment, whether intellectual, physical, or whatever, have similar practical
limitations upon them.
The Implications of the Doctrine
1.
We belong to God. While the fact we are in the image of God means that some of
his attributes belong also to us (at least to a limited degree), it is even more a
reminder that we belong to him.
2.
We should pattern ourselves after Jesus, who is the complete revelation of what the
image of God is. He is the full image God and he is the one person whose humanity
was never spoiled by sinning (Heb. 4:15). If we wish to know the outworking of the
image of God, we can see it in Jesus. The dedication of him who said, “May Father
is it possible, let this cup pass from me, nevertheless, now as I will, be as thou wilt”
(Mt. 26:39), is to characterize us.
3.
We experience full humanity only when we are properly related to God. No matter
how cultured and gentle, no one is fully unless a redeemed disciple of God. This is
man’s telos, that for which he was created. There is room, then, in our theology for
humanism, that is, a Christian and biblical humanism which is concerned to bring
others into proper relationship with God. The New Testament makes it clear that
God will restore the damaged image, and perhaps even build upon and go beyond it.
4.
There is goodness in learning and work. The exercise of dominion is a consequence
of the image of God. Man is to gain an understanding and control of the creation,
developing it to its ultimate potential for its own good and for God. This also means
exercising dominion over our own personalities and abilities. Note that the exercise
of dominion was part of God’s original intention for man; it preceded the fall.
Work, then, is not a curse. It is God’s good plan. The basis for the work
ethic is to be found in the very nature of what God created us to be.
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5.
The human is valuable. The sacredness of human life is an extremely important
principle in God’s scheme of things. Even after the fall, murder was prohibited;
the reason given was that man was made in the image of God. While the passage
in question does not explicitly say that man was still in the image of God, but only
that God had so created him, it is clear that man, even as a sinner, still possessed
it. For if he had not, God would not have cited the image as the grounds of his
prohibition of murder.
6.
The image is universal in mankind. It was to Adam, man, that the image was
given. Whether one regards him as the first human being or as representative or
symbolic being, “Adam” was the whole human race, and “Eve” was the mother of
all living.
The universality of the image means that there is a dignity to being human
Cairns suggests that Calvin urges the reverencing of persons. While this
terminology is too strong a characterization of what Calvin actually said, the
general concept is valid. We should not be disdainful of any human being. They
are all something beautiful, even though they are distortions of what God
originally intended mankind to be. The potential of likeness to the Creator is
there. There are good acts done by non-Christians. These acts are not meritorious
in terms of procuring divine favor for salvation by they are pleasing to God in that
they contribute to his overall purpose.
The universality of the image also means that all person have points of
sensitivity to spiritual things. Although at times these points may be deeply
buried and difficult to identify, everyone possesses the potential for fellowship
with God and will be incomplete unless it is realized. We should look for areas of
responsiveness or at least openness in everyone.
Because all are in the image of God, nothing should be done which would
encroach upon another’s legitimate exercise of dominion. Freedom must not be
taken from a human who has not forfeited this right by abusing it. This means,
most obviously, that slavery is improper. Beyond that, however, it means that
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depriving someone of freedom through illegal means, manipulation, or
intimidation is improper. Everyone has a right to exercise dominion. A right
which ends only at the point of encroaching upon another’s right to exercise
dominion.
Every human being is God’s creature made in God’s own image. God
endowed each of us with the powers of personality that make possible worship
and service of our Creator. When we are using those powers to those ends, we
are most fully what God intended to us be. It is then that we are most completely
human.
Management it involves human beings. Unless we understand the very
doctrine of man, we cannot manage man.
The Fostering Spiritual Maturation
The church must provide a proper climate for spiritual growth – an environment that
stimulates and nurtures the newborn babe as he develops towards maturity. Fellow
Christian must encourage, instruct, and share with one another so that each is aided in his
progress in the Christian life. The purpose of this section is to explore the methods by
which a church may provide fertile soil for the support of rapid growth. As a basis for
consideration of these methods, let us look at the evidence and principles that should
guide our analysis of these methods.
Evidences of Spiritual Maturity. We can always recognize the people of God. A
mature Christian is one whose speech and actions reveal his character. Because he has
conformed to the image of God with the and bears the imprint of the characteristics of the
God who controls his life, he possess qualities that characterizes him as a person of great
faith, learned in the Word, and yielded to the will of God moment by moment. As we
become acquainted with him, his Christian qualities shine through and emanate as an
invisible glow over his life.
Principles of Spiritual Growth. How does one reach Christian maturity? Theodore
Epp illustrates the path to spiritual maturity as a triangle with Christ as its center. It rests
on the Word of God and ascends by way of faith and obedience.
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Paul expressed his yearnings for deeper fellowship with Christ by saying…that I
may be found in Him, not having a righteousness of my own derived from the law, but
that which through faith in Christ, the righteousness which comes from God on the basis
of faith (Phil. 3:9). Christ must be the center of our life, infiltrating every aspect of our
being, because He lives in us.
The Word
The foundation of growth is the knowledge of His Word. We appropriate the
revelation of God for ourselves as we study the Word. “Like newborn babes, long for the
pure milk of the Word, that by it you may grow (I Peter 2:2). The Word is God’s
communication to man. In His image we were created as communicating beings. It is
not surprising that as a communicating being He would communicate to us or that His
communication would be perfect. To think otherwise would be an absurdity. Thus “All
scripture is inspired by God and profitable for teaching, for reproof, for correction, for
training in righteousness” (2 Tim. 3:16).
The Faith
Faith requires knowledge of the Word. “Faith comes from hearing and hearing by
the Word of Christ” (Rom. 10:17). Abraham provides an outstanding example of faith,
for “with respect to the promise of God, he did not waver in unbelief, but grew strong in
faith, giving glory to God, and being fully assured that what He had promised, He was
able also to perform. Therefore also it was reckoned to Him as righteousness (Rom.
4:20-22). Abraham was prepared to subordinate his will to that of God even to the
sacrifice of his only son at his own hand, but he could do this only because of his
complete confidence in God. Just as faith is based upon knowledge of the Word, so
obedience requires faith. We cannot allow ourselves to be controlled by one in whom we
lack faith.
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The Obedience
We sin because our self-will conflicts with the standards of God. Our only hope for
avoiding sin is the power of Christ in our lives leading to yield to His will. As we see
this truth, we begin to recognize that our attempts at self-fulfillment through our work,
our educational pursuits, our daily spending, and even our family are sin of they are not
yielded to Him. They are in the same way that stealing, drunkenness, murder, or hate are
sin, according to the full intent of God’s Law – the LAW given that we may recognize
our separation from the will of God and return to Him through Christ for our fulfillment.
We grow spiritually as we submit each area and each moment of our lives to God.
This submission begins with self-evaluation. “But let a man examine himself…(I
Cor. 11:28) We should examine ourselves to see which aspects of our lives are not
conformed to the image of God. This salvation is not intended as a basis for selfcondemnation or remorse, but as a basis or submission and growth. Submission is the
essence of confession. We know that if we confess our sins they are forgiven, and God
restores fellowship with us. “If we confess our sins, He is faithful and righteous to
forgive us our sins and to cleanse us from all unrighteousness” (I Jn. 1:9).
We must present ourselves to him. “I urge you therefore, brethren, by the mercies of
God, to present your bodies a living and holy sacrifice, acceptable to God which is your
spiritual service of worship.” Not only must we commit ourselves to Him in an act of
self-sacrifice, but we also must continue to allow His being to be our fulfillment. “But I
say, walk by the Spirit, and you will not carry out the desire of the flesh (Gal. 5:16).
As with physical growth, spiritual development occurs one step at a time. Some of
these are giant steps; others are infinitesimal, yet each step follows the pattern of
knowledge, faith, and obedience.
Five key elements are necessary for one to make strides of progress in spiritual
maturation.
1.
We must identify an area of our life which we are attempting to fulfill outside of
Christ. This may be a significant area of our lives or only a question of what we
shall do for the next moment.
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2.
We then apply the Word of God to the issue by searching the Scripture or by simply
reflecting on the relevant areas of the Bible with which we have familiarity.
3.
Next comes self-examination; we must look within ourselves to identify the needs,
fears, anxieties, resentments, worries, etc., that are preventing our yielding to the will
of God.
4.
If we are to grow, we must yield to God in an attitude of total surrender of self-will.
We need not spend time in more than a brief confession of our past failure to yield,
buy concentrate primarily on what His will is for the next moment.
5.
Finally, we receive His answers and act of faith. We must have faith that He
answers at the instant of our prayers, if this faith exists, then we will begin to act
accordingly.
B. UNDERSTANDING THE CHURCH
A. Kuriakon
The English word “church” from the word kuriakon which means
“belonging to the Lord,” a word which is never applied to the church in the New
Testament period; although it is found twice in the New Testament as an
adjective applying to the Lord’s supper and to the Lord’s Day (I Cor. 11:20;
Rev. 1:10).
B. Ekklesia
In the English New Testament the word “church” is used invariably to
translate the Greek word ekklesia (Mt. 16:18; 1817; Acts 2:47; 9:31; 13:1;
14:23; 15:22; 16:5; 20:17,28; Rom. 16:4-5;I Cor. 12:28; Eph. 5:28-29; Col.
1;18; Rev. 1;4,11). The word ekklesia means “an assembly of people.” The
meaning “out from,” and kaleo which means, “to call.” Originally, “the ones
called out“ had reference to the legislative body of citizens of the Greek
republic called from their communities to serve the country. When we refer to a
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session of the State “Assembly,” we are using the word, “assembly” is exactly
the same way the Greeks used the term ekklesia.
C. Uses of the term “church” in the New Testament.
A.
The Universal Body of Christ.
The Universal Church is composed of all genuine Christian believers of all
ages, both on earth and in paradise, the total Body of Christ. The total Universal
church will be assembled at the Marriage Supper. The Universal church will be
assembled at the Marriage Supper of the Lamb (Rev. 19:6-9) which will follow
the Rapture of the Church. The following passages apply to the Universal
Church. Mt. 16:18; Eph. 3:10,21; 5:23-32; Col. 1:18, 24; Heb. 12:22-23, “To the
general assembly and church of the firstborn, which are written in heaven, and
to God the Judge of all, and to the spirits of just men made perfect…(Heb. 12:23).
B.
The Local Church.
The Local Church is composed of Christian believers identified with a
constituted body worshipping in one locality (Rom. 16:1; Col. 4:16; Gal. 1:2,22;
Acts 14:23). The members of a local church constitute the Church even when they
are not assembled which can be seen in Acts 14:27. All genuine believers are
members of the Universal Body of Christ; however all faithful believers are to be
identified with a local church where they assemble for worship, fellowship, and
service with some regularity (Heb. 10:24-25). Christians cannot properly believers
in isolation, for they are not believers only, they are also disciples, brethren and
members of a body.
C.
House Churches
In New Testament times there were no church buildings; believers met for
worship wherever facilities were made available to them. Often they met in homes
of believers. (I Cor. 16:19b; 14:23; col. 4:15). One reason why the churches
usually had a plurality of elders was perhaps that there were several house
churches with within the total body in the given community. (Acts 20:17;
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20:28).Every local church was considered to be the physical manifestation of the
Universal church in that community (Rom. 16:5,23; I Cor,. 16:19).
D. Names and description of the church as found in the scriptures.
1. The Lord’s family
– Mt. 6:9; Lk. 11:2; Rom. 8:15; Heb. 2:10-11
2. Fellowship of believers
– I John 1:3; I Cor. 1:9; Acts 2:42
3. Team of athletes
– I Cor. 9:24-26; Gal. 2:2; 5:7
4. Lord’s army
– II Cor. 10:4-5; Eph. 6:10-17
5. Lord’s flock
– Acts 20:28; I Peter 5:2-4; John 21:15-17;
Mk. 6:34
6. Lord’s school
– Mt. 28:19-20; Acts 11:26; John 13:35;
I Thess. 1:6-7
7. Servant or steward
– Mt. 24:45; 25:14; John 12:26; Gal. 5:13
8. Building
– I Cor. 3:19-23; Eph. 2:20-22; Mt. 16:18; 21:42;
I Peter 2:4-7
9. Mystery
– Eph. 3:3-4
10. Lord’s field
– I Cor. 3:6-9; John 15:1-2; II Tim. 2:6
11. Royal priesthood
– I Peter 2:5,9; I Tim. 2:1-4; ph. 2:14-18
12. Bride of Christ
– John 3:29; I Cor. 11:2; Eph. 5:21-32
13. Lord’s embassy
– Eph. 6:20; II Cor. 5:20
14. Pillar and ground of truth – I Tim. 3:15
15. Lord’s sanctuary
– Acts 17:24; I Cor. 3:16; Isa. 66:1-2
16. Pilgrims
– Phil. 3:20; Rom. 12:2; I Peter 2:11-12
17. Way
– Jn. 14:6; Acts 9:2
18. Lord’s inheritance
– Eph. 1:18; I Peter 2:9-10; Dt. 14:2;32:9
19. Lord’s masterpiece
– Eph. 2:10; 3:10; Phil. 1:6; Col. 1:28-29
20. Light of the world
– Mt. 5:14-16; Eph. 5:14; Rev. 1:20
21. Salt of the earth
– Mt. 5:13; Mk. 9:49-50; Lk. 14:33
22. Lord’s fishery
– Mk.1:17;Lk. 5:10; Mt. 4:18-20
23. Crucible
– I Peter 1:6-7; 4:12-17; Js. 1:3
24. Wild olive branch
– Rom. 11:16-24; Jer. 11:16-17
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E.
The symbolism of Christ as the head of the church.
A Spirit-directed organization helps the church to carry out her missions.
The church is not by nature and organization, but rather, an organism. The church is
primarily an organism. It’s secondarily an organization. The church is the body of
baptize believers, a body of disciples, a body of worshippers, a body therefore is a
living thing made up of living organism which a parts mutually dependent on each
other and essential to life. The church a living being, whose divine life is provided
by the indwelling Spirit of Christ.
The Lord Jesus Christ, after His earthly mission, ascended to the right
hand of the Father, but in a real sense He is still in the world manifested through
His body, the church. Paul expresses this relationship as follows. (Eph. 1:22-23).
The Church is Christ’s body by which He fulfills His earthly mission (Mk. 16:1920).
Jesus Christ is with us, as a Head is with a body. He is still working on
earth more powerfully than before (Jn. 14:12); the members of His church are His
arms and legs and mouth. The church is the extension of the Lord Jesus Christ.
F.
Church government system
1. The Episcopalian System.
In the Episcopal system, the ruling body of clergy is organized into order
or ranks. Each which is subordinate to the one above it. Authority resides in
the Bishop. The number of bearing labels on Bishop varied from
denomination to denomination. The hierarchy in the Methodist system of
authority is probably the least absolute with only one Bishop. Then hierarchy
of authority is even more pronounce in the Episcopal church. The Roman
Catholic Church has the more most complete system of hierarchy. The logical
end of the structure leads to the supreme pontiff. The Bishop of Rome
otherwise known as the Pope. The Anglican Church of England combines
both Episcopal and national form of government. And there’s no question as
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to where the authority lies in the Episcopal system or it resides in a fix office,
reside in the Bishop.
There are different levels of Ministry or degrees of ordination within the
Episcopal system. The ordain Minister or Priest consist of the first level and
this is broken into steps or levels within some denomination such as elder and
deacon. At this level the clergy are authorize to perform all of the basic duties
associate with the ministries such as preaching, administering the sacraments.
Additionally there is also a second level of ordination that lifts one to be a
Bishop invested with special powers and that not granted at the first level.
In the hierarchical system the Bishop is central to the functioning of
church government. Some high church Anglicans and the Roman Catholics
might suggest that the Episcopal form of government is necessary to the very
being of the church. While Low Church Anglican may see the system of
Bishops as but one of a number of form of church government with scriptural
merit.
2. Presbyterian system
The Presbyterian government system or the federal government system.
In this form of government important place upon the office as well. But there
is less emphasis upon the individual office holder and more emphasis upon a
series of representative bodies, which exercise authority. In this system
individual members give some to other powers to leaders and in cases where
there is a denominational structure also means that individual churches give
up aspect of autonomy to a higher organizational structure.
The Presbyterian and reform are structure along this line. Also forming to
this structure are a number of independent Bible Churches. Their federation is
limited to the local church because by virtue of being independent they do not
have a denominational organizational structure that is power over individual
churches.
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So, Presbyterian type denominations involve Presbyteries, synod and
general assemblieswhere as Presbyterian type local churches without a
denominational structure do not.
The key officer in the Presbyterian form of government is the elder. A
position with illusions back to the Jewish synagogue. In the Old Testament
times there were elders’ who governed or ruled in leadership capacities. The
New Testament also speaks of elders.
In Acts 11:30 reveals for us the
presence of elders in the Jerusalem church. (Acts 14:23; 20:17)
3. The congregational system
Congregationalism stresses the role of the individual believer. And makes
the local congregation the seat of authority. There are two very important
concepts that were basic to congregationalism, autonomy and democracy.
Autonomy means that the local congregation is independent and selfgoverning with no external power about it other than Christ as its head of the
congregation have the voice in the affairs and operation of the congregation.
Authority is now a special privilege and right of a select few but authority is
located of the individual members of the congregation. And it doesn’t mean
that the entire congregation vote on every issue that would be somewhat micro
management. But it does mean that decisions are made on a representative
basis. The congregation may elect elder, deacons and alike to represents them
as officers of the church. But those officers are directly accountable to the
congregation. If the congregation not please with their performance they can
be voted out to removed. But if an issue arises for a congregational vote, the
elected official has one vote like everyone else. Some of the major
denomination that reflects this type of government includes Baptist,
Congregationalist, most Lutheran group, and great many independent
churches. According to the inherent of congregationalism this form of
government has its root in the New Testament practice of church government.
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4. The non-government system
The non-government or the minimal government system. Proponent of
this system does not advocate a particular form of government. Some groups
such as a Quaker desire to keep any formal organizational structure to a
minimum and downplay the concept of membership so that they can give
prominent to the headship of Christ and the inner working of the Holy Spirit.
Usually there are no exclusive rules for church membership. When meetings
are held no vote taken.Only the mutual agreement which is produce by the
Holy Spirit. Some churches have no office holder whatsoever leaving the
guidance of the Holy Spirit as their ruling and leading force.
5.
The National Government System
The national church is a group of churches organized under the head of
state or within the limits and guidance of the state. The state has an implicit right
to be involve with and exercise control within the churches and this how intensive
this right becomes and how much control the state exert varied with state to state.
The state may or may not allow free churches to co-exist with the national church.
The state may or may not convene council. The state may or may not collect
tithes and be involved in the support of individual churches. Despite the bearing
particulars a formal relationship does exist between the state and the church in
this form of government.
Contrast of congregationalism, Presbyterian and Episcopalian system:
The Congregationalism system
This polity rest authority in the autonomous local church and its membership.
Certainly there is leadership with consent in the New Testament (Acts 6:1-6; 13:1-3;
15:1-3,22).
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The Episcopalian system
This polity is essentially monarchial and illustrates straight – Line management in
its most direct form. Centralized Leadership and authority are always the most efficient.
It would be hard to argue that Paul and James and other Apostles did not exercise strong
and direct leadership.
The Presbyterian system
This polity is more contractual in nature and reflects the federalism of the
seventeenth century. Election of Elders for rule in the local church & the development of
a series of higher courts & adjudicatories beyond the local church have provided &
admirable filter for problems. Historically this polity has found it difficult to halt and
hinder the spread of heresy.
Two problems that hinder the construction of a Biblical system of church government.
1. There is no prescriptive exposition or didactic passages that precisely tell us what
government of the church be like.
We do not find the same sort of passage comparable to let’s say Paul’s
justification of faith doctrine. The only didactic passages dealing with church
government or Paul’s list of basic qualification for church officers in I Tim. 3:1-13;
Titus 1:5-9. It is always better to build the case upon didactic or prescriptive
passages rather than narrative or descriptive passages. When it comes to church
government there is really little choice revealed upon the latter. That’s one of the
problems that we face in determining a church government system for today.
2.
The second problem when we do examine narrative and description passages for
support. We find no uniform pattern.
We find a time highly democratic element has advocated by the
Congregationalist. We also find strong monarchial element such as the Apostles
appointing and ordaining officers and giving instruction to the churches. And those
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who favor the Episcopal system point this out. In another passages we see that the
elders play the strong rule for which the Presbyterian find support. So without
specific didactic passages and uniformity within the descriptive literature we must
deduce that evidence for one particular form of church government is inconclusive.
Practical reasons for a system of church government:
There are many practical reasons for a system of organization such as maintaining
order, providing discipline and care, providing concern to local church
life and many
more very real and practical areas. Without organization chaos creeps in.
G. Your Leadership
Definition:
1. Leadership is defined as the act of influencing and directing people in a way
that they will win their obedience, confidence and respect and loyal
cooperation in achieving common objectives.
2. Leadership in the church is the act of leading the Christians to be more
equipped on God’s Word, to be spiritually matured, faithful and responsible in
doing their best to help the church grow.
3. Leadership is normally associated with ranks and position in any company or
in the church such as pastor or Sunday school superintendent.
4. Further, leadership consist between leader and follower. If everybody wants
to be a leader then there will be no followers, and if everybody does not want
to be a leader then the same there is no leadership.
5. Successful leadership survives when there is a good relationship between the
leader and the follower. Cooperation and respect to each other is essential in
leadership.
Qualities of leadership will depend upon the characteristics of leader,
his ability to communicate, to command, or to guide is always been in
accordance with his personal testimonies and styles. The best way of
leadership is to do it first by yourself. To lead means to show the way how it
is.
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Types of Leadership:
In political government leadership are:
1. Democracy – which means government of the people for the people and by the
people.
2. Martial law – the law applied in occupied territory by the military authority and
the commander-in-chief is the president.
3. Parliamentary – the executive power vested in cabinet composed of the members
of the legislative body.
In the Church, there are also:
1. Democracy – they initiated the democratic form of a government – church of the
people, for the people and by the people.
2. Presbyterian – the church is run by the presbyters. This is similar to
parliamentary.
3. Theocracy – pastor’s authority – the pastor has the right to direct the congregation
through the guidance of the Holy Spirit and in accordance with the
Word of God.
Further, this term comes from the rule of God during the millennial kingdom
one thousand years where Jesus reigns on earth. This is based on the journey
of the Israelites from Egypt to the Promised Land as headed by Moses. The
message came through Moses.
Principle of Leadership
1. The aim of theocracy (authoritarian) – leadership will insist that all his orders be
followed for the fulfillment of his goal for God’s glory and as a leader he can
surely protect his congregation against any threat of the devil.
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Another, he imposes his order to accomplish his tasks. This principles,
there is no authority from the congregation except he grants it. In most cases, all
the tasks and responsibilities will be delegated by him. He can also appoint those
whom he knows that they are honest and faithful in the church.
2. The aim of democracy – this is considered as cooperation and unity as a means of
achieving the desired objectives and goals. Free discussions and free suggestions.
All decisions should be left to the congregation.
3. Presbyterian – allows the executive branch for suggestion and discussion. The
leader may be advised by his executives. The intention is to let members respect
their particular leaders.
H.
The Officers, Ministers & Leaders of the Church
1. Apostle
6. Elders, presbyters
2. Prophet
7. Bishop, overseer
3. Evangelist
8. Deacon
4. Pastor
9. Minister
5. Teacher
10. Leaders, rulers
Ephesians 4:11 – And he gave some, apostles; and some prophets, and some evangelists;
and some PASTORS…
The word “pastor” is used only once in the King James translation of the New
Testament. And that is here in Ephesians 4:11.
This seems strange when we realize that the Office of pastor is probably the most
widely recognized office in Christian ministry today. Yet I am certain there are many
references to this “pastoral” office.
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The Greek word translated “pastor” literally means “shepherd.” It is translated
referring to our Lord Jesus who is the Great Example of a true pastor. (Jn. 10:11; Heb.
13:20; I Peter 2:25; I Peter 5:4)
Jesus is the Great shepherd, the Chief shepherd, of all God’s sheep. Jesus has
under shepherds. A pastor is an under shepherd. A pastor is a shepherd of God’s sheep.
And God calls men and equips them to shepherd, or pastor, a flock.
Qualifications of a pastor: I Tim. 3:1-7; Titus 1:6-10
1. Above reproach.
8. Not given to wine.
2. Husband of but one wife.
9. Not violent but gentle.
3. Temperate
10. Not quarrelsome.
4. Self-controlled
11. Not a lover of money.
5. Respectable
12. Managing his family well.
6. Hospitable
13. Not a recent convert.
7. Able to teach
14. Have a good reputation with outsiders.
Other qualifications: Gifts of the Holy Spirit – I Cor. 12:8-10,28-31
Shepherds are necessary:
1. As believers began to gather together in recognized local churches, or groups,
or assemblies, in the New Testament days, they needed certain ones to
exercise a position of loving oversight and care. That’s the position of the
pastor, or the shepherd.
2. Jesus had compassion upon people “scattered abroad, as sheep having no
shepherd.”
a. Sheep without shepherds are scattered abroad – they go astray.
b. We see this in groups where there is no shepherd.
I. The beginning of Ministry
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Definition of Ministry:
1. In Webster dictionary states that ministry is a function of ministers and
period of service, but ministry in the church today refers to serving and
helping. The word to minister means to serve and help.
2. The ministry must be patterned after the ministry of Jesus Christ.
John 15:1-5; Phil. 2:5-8
When do you start your ministry?
1. Ministry must begin in the church because the first training starts there. Your
participation in any church activities, your commitment, your dedication, your
support, your submission and your adherence to the church rules, doctrines,
views and your willingness to serve and to help the work if the church.
Note: In our previous discussion, ministry could be done in different aspects
such as participation in witnessing, visitations, tracts distribution,
financial, music, all of these are form of serving and helping the growth of
the church – this is the first step to ministry.
2. Higher ministry starts when God calls you to preach.
In the church, there are church workers–in–charge for visitations,
Bible Studies, there are also teachers in Sunday School in different
departments: all of these are ministries in the church.
a. Preaching behind the pulpit is higher because you are feeding the
flock. Acts 20:20
b. Preaching behind the pulpit is higher because it is not just easy to
preach, you must live according to your message, otherwise, you
would be accountable.
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3. Pastorate is the highest position in the Church.
Not all preachers are pastors. We have the tradition of addressing
those who graduated from the Bible Colleges and Seminaries as pastors but
the truth is that pastor is someone who is holding a church, in other word
shepherd of flocks. Although the term pastor by this time in church history
had not yet become an official title but the term implied in nourishing of and
caring for God’s people.
The pulpit is the highest office of the church, and that is the territory of
the pastor where the message of God will be delivered.
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PART III – SELECTING AND DEVELOPING LEADERS IN THE CHURCH
What is the greatest single need in your church?
You would almost certainly reply:
Competent
Consecrated
Dependable leaders.
The problem which many pastors face, is that of discovering, recruiting,
and developing leaders are adequate to the basic needs of the church. Because of
a lack of leaders with sufficient ability and devotion, you, as a pastor, often find
yourself blocked all along the line in your desire to be a church builder.
Let’s look at four (4) basic things:
1. Christ’s call to leadership.
2. The qualities of leadership which are essential to success.
3. Places of leadership in the church.
4. Principles regarding how a church can grow its own leaders.
The example of Jesus:
The earthly ministry of Christ is the supreme example of
leadership. Mt. 5:1-2; 7:28-29; 8:1
Seven points describing the leadership of the Lord Jesus:
1. He demonstrated the perfect qualities of leadership.
2. He was fully prepared to enter upon His leadership.
3. He gathered about Himself an inner of men who believed in Him.
4. Beyond this inner circle was the crowd whom He desired to reach through the
men He called to serve.
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5. He spoke the truth with authority and persuasive power.
6. From this mountaintop sermon, he gave men a new vision.
7. As a result, great multitudes followed Him.
Four Essentials for Successful Leadership:
1. There are essentials for Christian experience and character.
The first question you must ask concerning any person you
consider for a place of Christian leadership is “Have you had a
transforming experience with Jesus Christ?” This conversion experience
will mean a change from something to something.
2. Does the person have knowledge of leadership essentials and skill to
implement them?
Christianity is a religion of intelligence. An individual cannot
become a Christian without a certain amount of knowledge. Our
conversion experience, our hope of eternal life, is conditioned on belief;
but belief leading to saving faith cannot be exercised apart from
knowledge. (John 17:3; Rom. 10:14-15)
An ignorant person, knowing nothing of the gospel, or the message
of salvation, cannot become a Christian. How much ignorance is
permissable in one who may be a leader? The lines cannot be sharply
drawn, but certainly ignorance is a serious handicap, while knowledge is a
great asset. The more a Christian knows about Christian truths, the better
qualified he is to be a leader. Knowledge and skills go together in any
competent leader and knowledge alone is just not enough. Good
leadership results when knowledge finds its correlative in specialized
ability. Leadership demands more than ordinary skills,. A leader must do
what he would have his followers to do and do it better.
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3. Consider the essentials of devotion and loyalty.
The idea of self-sacrifice has always been deeply embedded in all
religions. There can be no salvation without sacrifice. The sacrifice of
Christ for the redemption of sinners and the entrance of the Christian by
faith into that sacrifice, as he receives it personally, is a basic tenet for the
born-again experience. One of the conditions of being glorified with
Christ is that of suffering with Him. No person can come after Christ who
does not take up his cross and follow Him. Life must be lost in order to be
gained.
The impassable barrier is that of putting some other object of
devotion ahead of Him. All of these things can be summed up in the
principle that there can be no effective Christian leadership without
devotion. How devoted are you to Christ? How devoted are your lay
leaders to Christ? This is the searching question which you should ask
yourself and should ask every prospective leader.
4. Willingness and zeal must be inherent in leadership.
History had proven that the source of ultimate victory is in the will
to win. No man needs to know this truth, and to act upon it, more than
you as a pastor. Willingness is the very essence of Christian service. The
psalmist saw that in voluntary dedication was the secret of the victory of
the Lord. (Ps. 110:3; Isa. 1:19-20)
Before serious responsibility for leadership is placed upon the
shoulders of any individual, the question should be asked and answered,
“Is the person willing?” The word may be in the active or passive voice.
To be passively willing can indicate submissiveness, favorable disposition,
or lack of opposition. Actively, the word may indicate determination,
resolution, eager desire, and positive purpose.
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Leadership may begin in the early stages, as you train a person,
with passive willingness. But, for it to become effective, it must proceed
on and develop into, active zeal. We sometimes use the old cliché, “an
ounce of enthusiasm is worth a pound of cure”. However, the man with
zeal, without knowledge, may be a misguided fanatic. But, the man with
all knowledge and no zeal can never kindle a fire in others and must
therefore be classified as ineffective as a leader. As pastor, you should ask
yourself concerning any individual that you are contemplating putting into
a place of leadership, “Is he zealous?”
A. Divisions of Church Leadership
1. Promotional Leadership
I suppose that in promotion, the old cliché, “out of sight, out of mind”,
applies to a church as well as to a business or an individual. Your church must be
kept before the public eye if it is going to get the attention of the public. As a
church, you have nothing to sell. Yet, you do have something that will commend
itself to people; you have a message and a service of supreme value with eternal
dividends.
How can a church properly impress the people with its claims?
How can you, as a pastor, secure the attendance of people in your services?
How can you bring back into your service the absentees?
How can you, as a pastor, enlist a larger constituency in the various groups
and organizations and activities in your church?
How can you obtain adequate financial support, prayer support, and
attendance for the maintenance of your church?
How can you build that important intangible asset called goodwill?
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If these questions are to be answered satisfactorily, someone must take the
lead in the area of promotion. You, as pastor, cannot always accept the burden for
this position. Someone else must be given the position of promotional leadership.
Modesty, and the prestige of the pastoral position, forbids that you as pastor
become too conspicuous as a promoter. When you become too much of a
promoter, the unsaved in the community tend to equate you with some of the
various cultists and groups which have fallen into disrespect during the last
decade
As a pastor, you need to gather around yourself people who are especially
qualified for leadership in what can be classified as five promotional areas:
i.
Promotional publicity.
ii.
Promotion of attendance.
iii.
Promotion of special interest and activity.
iv.
Financial and service promotion.
v.
Promotion of good will.
When you surround yourself with an inner circle of individuals, gifted in
promotional abilities in these five distinct but separate areas, you will then begin
to present the community-at-large with the image which will be appealing and
therefore will attract visitors who believe they can benefit from your message,
you methods, and your ministry.
Promotion – as any communication whereby the institution informs, persuades, or
reminds potential church members about itself or its programs,
Media advertising, publicity, follow-up, programs, and image
combine to form promotion.
2. Administrative Leadership
As a pastor you must seek out men and women whose aptitudes and
special training fit them for positions of administration in carrying out plans
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which have been made and approved by you. You must find these people who
know how to organize and systematize, and delegate responsibility to them. You
can prevent failure through wise selection. These individuals you appoint can
check up on results and use their experience in contributing to the success of the
next step. Good administrators know how to minimize friction and magnify
cooperation.
Nine Areas of Administration
i.
You need administrative leadership to organize the various aspects of the
church work. The work will be organized according to tested standards
that have been developed historically in your church and in accordance
with standard practice.
ii.
You need administrative leaders to work out plans and schedules that will
conserve and prevent overlapping of jobs.
iii.
You need administration leadership which can fit the right person to the
right job and maintain teamwork.
iv.
You need administrative leadership to see that adequate and accurate
records are kept and utilized.
v.
You need leaders who can provide appropriate means necessary to the
achievement of approved ends.
vi.
You need leaders who can foresee difficulties and meet them in advance.
vii.
You need leaders to iron out difficulties when they arise. Personality
conflicts, over-lapping schedules, conflicting schedules. Difficulties with
local community governments. Need regular attention.
viii.
You need leaders to watch for new opportunities and seize them in time.
These are the creative thinkers that are so necessary to the success of
God’s program.
ix.
You need administrative leaders who can study people with a view of
putting them to work where they will be the happiest and most useful.
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3. Educational Leadership
Take note and remember, leaders do not miraculously appear out of the
woodwork, but they come out of a background of teaching, training, patience, and
leading. As a leader, you will not succeed without effort. These people that you
will have selected as leaders must be given continuous training and supervision.
Therefore, as pastor you must gather about yourself a group of men and women
who can specialize and utilize their God-given gifts in the educational leadership
of your church.
Seven (7) Types of Educational Leaders
i.
Superintendents or directors charged with general oversight and direction
of Sunday school programs, as a whole and by department.
ii.
Teachers in charge of classes.
iii.
Leaders and sponsors responsible for children’s groups.
iv.
Leaders and captains of the older groups.
v.
Assistants to the teachers and leaders.
vi.
Teachers of teacher’s meetings and study courses.
vii.
Supervisors and counselors of teachers and leaders.
4. Inspirational Leadership
These leaders do not perform as some kind of exclusive elite group, but
these leaders will emerge in all the other groups and from the congregation as a
whole. These leaders will furnish the very breath of life to the total church body.
As pastor, you will naturally assume your place at the head of the list of these
inspirational leaders. Your spirit, your Christian experience, your character, your
knowledge, your devotion, your locality, your skill, your willingness, and your
zeal will keep them inspired. In other words, you are not required to be the
manifestation of the other three divisions, but you must be the manifestation of
inspirational leadership.
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Positions of Inspirational Leadership
1. Deacons with contagious enthusiasm.
2. A specialist who can build inspirational programs within the Sunday School.
3. An inspiring leader for the young people; an inspiring leader for the adult
department; and individual who can be depended upon to put across your
ideas and plans and to get acceptance and support for these plans in these
departments.
4. One or more individuals who, with their contagious enthusiasm, are devoted
to the welfare of the prayer meeting.
5. Ardent supporters of your mission program, the Christian education program,
hospital visitation, Christian literature, and other specialized projects.
6. A group of enthusiastic people who are concerned with stewardship.
7. A selected few who are deeply concerned for family and community welfare.
8. Those who are have a special gift for friendliness, fellowship, and social
contacts.
9. A music leader who can inspire the choir and the congregation to a richer
level of worship through song.
Qualities required For Leadership
1. Attitude toward the job.
2. Thoroughness
3. Observation
4. Concentration
5. Creative imagination
6. Decision
7. Adaptability
8. Enthusiasm
9. Organizational ability
10. Ability in expression
11. Knowledge of the job.
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B.
Biblical Principles of Leadership
Both in the Old Testament and in the New Testament, we can find
illustrations of organization and administration, and basic principles in organization
and administration. This helps to show that patterns are not absolute but principles
are.
Two examples that you can look at in terms of problem, solution and result:
Moses in the wilderness – Exo. 18:13-27; Dt.1:9-18
– Acts 6:1-7
New Testament
.Many lessons on management have been taken from the Book of Nehemiah.
1. The Problem
Neh. 1:2 - 3 – Nehemiah is a cup-bearer
4-11 – He fasted and prayed
2:1-2 – He reveal his sadness to the King.
4 – He asks God for guidance in responding to the King.
7 – 8 – He asks the King for an official letter
17-20 – He revealed his plan
3:1-32 – Asked the people to help him rebuild the wall.
2. The solution
Neh. 4:1-13 – the enemies of Israel tried to stop the work, the people did
two things.
i.
They prayed
ii.
They set up a guard day and night.
Note: They practice the spiritual and practical.
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Neh. 4:14 – When the people grew fearful, Nehemiah told them three things.
i.
Don’t be afraid.
ii.
Remember the greatness of God.
iii.
Fight for the sake of your family.
3. The Results
Neh. 4:15 – Word got out to their enemies.
16-23 – Nehemiah devised a new plan
12:27-42 – Result of their success.
Nehemiah’s Approach to the Problem:
1. Nehemiah sought wisdom and help from God 1:4-11. After he realized the terrible
plight of his people, Nehemiah’s initial step was to pray and fast.
2. Nehemiah built bridges of personal relationships to the King, as recorded in 2:1-10. I
can’t doubt but that Nehemiah had already laid the ground work for this bridge
because he had been a good servant.
3. Nehemiah secretly surveyed the situation in Jerusalem and then developed his
strategy, in 2:11-16 and 3:1-32. On three successive nights, he quietly but carefully,
inspected and evaluated the damage to the walls.
4. Nehemiah revealed a plan to the people and motivated then with both human and
Divine factors. In 2:17-20, he appeals to their wretched conditions; the reproach that
they were bearing because of the broken walls and the desolate condition of
Jerusalem.
5. Nehemiah supervised the work closely. He faced and solved unseen problems as they
arose during the rebuilding. In 4:1-12 and 6:15 – Nehemiah laying the ground work
for this potential situation.
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Nehemiah’s organizational, administrative and leadership skills are obvious all
the way through this building program. This was a long range project, but yet at every
step along the way, he achieved certain significant goals.
i.
He won the favor of the King.
ii.
He motivated the people to begin to work.
iii.
He kept the people at the task in spite of the threats of their enemies.
iv.
And finally the job was completed.
A Checklist for Potential Leaders: How is your leadership?
1. A potential leader should be willing and able to break bad habits.
Does he try to make last minute preparations?
Does he arrive on time?
Does he keep poor records?
If he’s involved in visitation, does he also involve himself in follow-up?
Do you know anything about the habits of this person?
2. A potential leader should be able to maintain self-control when things go wrong.
3. The potential leader should be able to think independently and creatively.
4. The potential leader should be able to handle criticism.
5. The potential leader should be able to use disappointment creatively.
6. A potential leader should be able to secure the cooperation, respect, and confidence of
others.
7. The potential leader should be able to maintain good discipline.
8. The potential leader must be able to handle difficult situations and delicate
circumstances calmly.
9. The potential leader must be able to induce, not force, people to do things cheerfully.
10. Can this potential leader accept opposition without taking personal offense?
11. A true leader must be able to make and keep friends easily.
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12. The leader must not depend on the praise of others.
13. Potential leaders should be at ease in the presence of the pastor, or strangers.
14. The qualified, talented leader should be able to make others feel at ease in his
presence.
15. The leader must be interested in people.
16. The leader must use tact in dealing with people.
17. Potential leaders should not hold a grudge.
18. Keep a strong and steady will.
A potential leader should not keep changing plan and goals. A potential leader
should not procrastinate or continue to postpone scheduled events. Potential leaders
finish what they start. The book of James tells us a double-minded man is unstable in
all his ways. Make goals and stick with them.
19. Th potential leaders should be optimistic. (Phil. 1:21)
20. The potential leader should welcome responsibility.
Personal Steps to Effective Leadership:
1. Be devoted to the task at hand.
You must be convinced beyond the shadow of a doubt that God wants you
in your position, and that if you were to give up this position, it would break your
heart.
2. Be disciplined physically.
Since you must exemplify all of the criteria of leadership, you must look
in good shape and appear as if you are physically capable of the physical demands
of leadership.
3. Be disciplined mentally.
Read good books, read magazines, practice scripture memorization. Keep
up with current events.
4. Be disciplined socially.
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Maintain contact with your peers and other Christians. Keep a balance in
your life.
5. Be disciplined spiritually.
Maintain a time of prayer. Be sure that you have a time of Bible study,
not just for sermons, not just for Wednesday evenings, but for personal growth
and spiritual development.
6. Be dedicated to God’s will for your life.
7. Be determined in your heart and mind to do a good job.
The Lord’s work should be first class; there is no room for careless work.
8. Believe that you can do what you ought to do. (Phil. 4:13)
Take inventory of your current responsibilities. Remember, I said before
that you couldn’t let Satan deceive you into ways and means. The things that you
should be doing in the areas of leadership are the things that will cause others to
emulate and follow you so that Christ can receive the glory, that souls can be
saved and that your church will grow.
9. Don’t undo in doubt what you’ve done in faith.
Don’t chicken out, so to speak, when you begin the job. If you want to be
a successful leader, when you begin, announce your program and don’t back out!
What would have happened if Nehemiah had become afraid of the enemy? The
wall would never have been built. In the face of all opposition, he continued and
the wall was completed in record time.
10. You must realize that success does not necessarily depend upon talents. (I Cor. 1:25)
You must be dependent upon God for success.
God’s rules overrule man’s
theories for success.
11. Work as hard as you can, be diligent, believing that God will do the rest.
One of the best examples of working hard is in the book of Joshua 10:8-9.
12. After the job is done, give God the glory.
C.
The Pastor as Administrator
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Criteria for a Successful Ministry:
1. You need to make the right use of time.
2. You must be a life-long student.
3. You should possess a pleasing and forceful personality.
4. You must maintain financial integrity.
5. You must have a challenging spirit-filled pulpit message.
6. You must be a diplomat.
7. You must be effective in the practical work of the pastorate.
8. You must not neglect evangelism.
Eight Indicators of Pastoral success:
1. You must have a complete committal to Christ and His purpose.
2. You must have a vital, spiritual union with Christ.
3. Regardless of the college and seminary training, you must have a child-like faith in
obedience to our Lord Jesus Christ.
4. Regardless of the various types of criticisms you encounter, both written and verbal,
you must maintain an unswerving devotion to the truths of the Word of God.
5. You must give of yourself through unselfishness service to others.
6. Your character and integrity must be transparent and beyond reproach.
7. You must have a mental and physical vitality.
There should be from within you an energy that radiates to those around you. (I
Cor. 15:58)
8. You need an incurable optimism and a positive mental attitude.
Seven Administrative Principles:
1. Maintain the right attitude toward administrative responsibility.
The pastor who proposes to give himself only to the spiritual aspects of
the ministry and shirks his responsibility for the practical affairs of the church, is
in danger in finding himself preaching purposely sermons to an ever decreasing
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congregation. Although there is a danger in becoming overly absorbed in
practical maters, you need to develop skill as an administrator to make
administration a pleasure rather than a burden. In other words, administration is a
mean toward a spiritual end.
To be effective, you must learn to distinguish means from ends.
Effectively administration is a means towards the end of a more efficient soulreaching ministry.
2. Make a distinction between organism and organization.
The church is primarily an organism. It is secondarily an organization.
The church is the body of Christ, a body of baptized believers, a body of disciples,
a body of worshippers. A body is a living thing, made of living organs or parts
which are mutually dependent on each other and essential to life.
The organism is the end; the organization is the means. All organism
requires a certain amount of organization. The more highly developed the
organism the more complex the organization It does not take a great deal of
insight to realize that disaster would come to any organism that did not possess
the appropriate amount of organization.
3. Determine the needs that are to be met.
There are needs that are constant, such as teaching, preaching, worship,
prayer, fellowship, giving, service, sharing, winning, loving. Other needs in the
church vary; the need for building equipment, methods, material, organization,
agencies, plans, and programs. The wise pastor, as leader and administrator, will
seek diligently to discover the needs to be met in the church, in any association to
which his church belongs in the denomination as a whole in the lives of
individuals, in the community as a whole, and in the ever-broadening circles on
the world. Every activity in your church should be tested by the question, “What
need does it meet?”
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4. Evaluate your resources and liabilities.
You should set a time to make an occasional survey of the resources and
liabilities of the church.
Seven Resources of the Church:
i.
Spiritual resources – Christ, the gospel, the Bible, prayer.
ii.
Physical resources – the building, equipment, transportation, various
facilities.
iii.
The resources of attendance.
iv.
The resources of giving. How is the stewardship?
v.
Resources of service. Are you challenging the peel in the different areas
of need?
vi.
Resources of leadership. Is your church growing leaders?
vii.
Evangelistic and missionary resources.
Seven Liabilities of the Church:
1. Sin, unbelief and disloyalty with in the church.
2. Inadequate building and equipment.
3. Non-attending members.
4. Non-contributors.
5. The unenlisted and inactive.
6. The incompetent and unworthy leaders who currently have positions of
responsibility.
7. The unreached and the unsaved’; the evil-doers and the enemies of Christ; not
only from within your own doors, but from surrounding blocks, from the
surrounding neighborhood community, and even to the ends of the earth.
5. As a leader, as a manager, as an administrator, you need to decide the location of the
right person in the right place. As an administrator, in the administrative role, you
should primarily be concerned with persons, not methods and systems.
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6. As an administrator, you need to project worthy and challenging goals.
7. As an administrator you need to develop skill in the supervision of fellows workers.
D.
Using Delegation with Positive Results
Delegation – is giving others the right to make your decisions.
– is having other people do part of your work.
– is entrusting responsibility and authority and establishing lines of
accountability.
– is learning how to identify the work that we are doing and devising
methods of passing these pieces of work on to other people but
maintaining a management check on these activities.
Reasons why You Should Delegate:
1. You are not doing the big jobs that need to be done.
2. You are missing deadlines.
3. You spend time on trivial tasks that others could do,
4. You have people in your organization who, if trained, could handle the job
better than you do.
5. You have an imbalance in the work load of your people.
Some are over-worked and some are under-worked. You must
help the over-worked to learn to delegate for themselves. One of the
hardest things to teach a person is to always look at his work with the
view. “Who can I get to do this, so that I can give myself to a more
important task?”
6. You have individuals who need worlds to conquer.
The people around you, your other leaders that you have trained
and recruited, need new spheres and new horizons of responsibility.
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People need to grow. A frequent reason given for leaving an organization
is for feeling that there is nowhere left to go.
Reasons for Resisting Delegations:
1. There is a reluctance to admit limitation.
Pastors often have a tendency to exaggerate their abilities.
We
don’t like to admit that we can’t easily do something.
2. Tradition makes people reluctant to delegate.
They have a desire for prestige; a desire to retain control.
3. Very often, there is a reluctance to delegate because the top executive has a
lack of confidence in the people under him.
4. The pastor who refuses to delegate may doubt his ability to train someone else
to do it his way.
Many times the appraisal is made on how something is done not
whether or not it is done.
5. Ignorance.
Some pastors have never seen delegation done properly.
6. A desire for acclaim.
With many people, even in the Christian life and service for Christ,
there is a desire to always be applauded and recognized for things done.
Therefore, this individual will not delegate without being sure that he
reminds everyone that it is his job, his responsibility and his glory. I
simply use the words of Christ, “He has received his reward.”
Develop a Delegation Profile:
A. The Spiritual Profile.
1. Is he a new Christian?
2. Is he doctrinally sound?
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3. Is he a soul-winner?
4. Is he able to apply scriptural principles to life situations?
5. Is he regular in church attendance?
6. Does he pray in public?
7. Does he have a quiet time of Bible study each day?
8. Is he loyal to your local church?
B. The Mental Profile.
1. Is he patient?
2. Does he have self-confidence?
3. Is he sincere?
4. Is he flexible?
5. Does he have a good sense of humor?
6. Is he well organized?
7. Does he like to study?
8. Does he enjoy reading?
9. Is he self-motivated or will it be necessary for you or someone else to push him?
10. Is he optimistic?
11. Is he enthusiastic?
12. Is he materialistic?
13. Is he dependable?
C. The Physical Profile.
1. Is he in good health and physical shape? Is he overweight? Is he under-weight?
2. Is he neat in appearance with his pants pressed, shirt clean, suit clean?
3. Is he old enough to have experienced some various life situations, or is e so young
that he has not had a chance yet to be tested in a crisis?
4. Is he old enough to have a fairly stable home life?
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D. The Social Profile.
1. Does he communicate well?
2. Is he truthful?
3. Is he morally blameless?
4. Is he married?
5. Has he been divorced?
6. Is he overly familiar with any individual or group in the church?
7. Does he use alcoholic beverages?
8. Does he use tobacco?
9. Is he well-mannered?
10. Is he tactful?
11. Does he enjoy entertaining in his home?
12. Does he teach well?
13. Is he teachable?
14. Does he take criticism well?
15. Does he exhibit a temper?
16. Does he attempt to learn from others?
17. Is he generous with his money?
18. Is he generous with his time?
19. Does he treat his wife with courtesy and respect?
20. Are his children obedient and respectful to their parents and other adults?
21. Does he work well with others?
22. Does he have a knowledge of world affairs and contemporary events?
23. Are he and his family cliquish – in other words, do they belong to just a clique
and really don’t want to reach outside of that little group?
24. Do other adult member of the church and other leaders respect him and have
confidence in him as a responsible adult?
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Delegation – How to Do It:
A. Assign Responsibility.
1. Select leaders carefully.
2. Give a clear explanation.
One of the biggest tragedies today is that pastors assume that the
people that they select for a specific job understand and know how things
are done. It just doesn’t work that way. The people you select, nine times
out of ten, will be completely ignorant of the job, what the job entails, and
the details of the job, as will as the jargon and the ultimate goal of the job
itself.
3. Tell what, tell why, tell or show how, and check up.
Never assume anything. The people that you are dealing with do
not know what you want to do. Not only do they not know what you want
to do, they have no idea why you want to do it, and moreover, they have
no idea how it should be done. But again, once you explain these things,
to give them closure, we go back to the old principle of accountability.
You, as the leader, as the one with the ultimate responsibility, must
demonstrate that you are concerned about the outcome and the final result
you can only show this concern by checking up.
4. Never expect people to do what you are not willing to do.
There is a time and place for shirt-sleeved administration, when
you dive in and join everyone else; but you do not necessarily have to do
that. There simply must be and awareness that you are willing to did it.
We noticed this trait in Nehemiah. He worked along beside the people.
When it comes time to repaint the sanctuary, get in there, grab a paint
brush, repaint the sanctuary. But because one of the men is changing tie
rod on a church bus, you do not necessarily have to come in there on
Saturday and put on your coveralls and get greasy changing the tie rod.
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The people simply must be aware that you are willing to help, that there is
a willingness to do what you want them to do. This increases the spirit of
teamwork.
5. Don’t walk over people.
You can only use people so many times to achieve your personal
ends and you become branded and identified as a manipulator, as a people
user, one who uses people and then discards them. Don’t be guilty of this
old classical management technique. You have to use tact, psychology,
and leadership principles. Be a diplomat. Remember, this is the age of
diplomacy. You can browbeat people. The one thing pastors today must
realize is that the mix of the congregation is dramatically changing. There
was a time in the rural congregation that the people could be browbeaten
into submission. But now, most successful pastors have in their audience
a mix of people: Professional people, educators, factory workers, farmers;
you must deal with these people with diplomacy. Income levels are the
highest they’ve ever been. People feel successful in their own right. No
more can people be browbeaten into obedience and service. They must be
led.
B. Grant Authority.
1. Authority should be equal to responsibility.
Wouldn’t it be foolish to give someone the responsibility of cutting the
lawn without also giving them the authority to unlock the maintenance building
and have access to the church grounds on Saturday.
People have the
responsibility to clean the pastor’s office, but do not have the authority to enter
the pastor’s office unless the pastor is there. This sounds simple but it is often
neglected.
2. You should give authority in reasonable doses.
Authority is something that is allowed to build gradually in the life if the
potential leader of the individual doing the service which requires responsibility.
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As this person grows in your sight and as he grows into his responsibility, he can
eventually be given more and more authority.
3. Set clear limits of authority.
4. Authority is different from power, as far as management is concerned.
You can grant authority, but power in a particular office must be earned by
a successful track record.
C. Create Obligation
1. No better method is available to create control than to hold a person accountable
for the results.
2. Establish a method of evaluation.
3. When you delegate you must be willing to be a coach and not player.
Even though you are the one ultimately responsible, when you delegate,
you must be willing to stand back, be objective, and help this person grow and
mature in the job which they been given.
4. Check up.
I can’t say it too many times. This is the only way you will insure the
timely success of any program.
NOTE: The heart beat of delegation is to get people to do what you want them to do
while making them believe it is what they want to do. This is the science of
delegation.
E.
The Job Description
As the pastor, one of the most useful tools you will find, is a job description
sheet. You should have a job description sheet for every area of responsibility in our
administration. In addition to the job responsibility sheet, you should have an
organizational chart, which you can hand out to every leader in your organization,
and to every new leader and every new person placed in a position of responsibility.
This person can then see how the entire church structure is laid out. He will be able
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to see how he fits into the organization. He will be able to see to whom he is to
report, he reports to you, but depending on where he is placed in the organization, he
may have an initial responsibility to a leader who has been placed above him.
Writing the Job Description
Job descriptions relate dynamically and vitally to this entire plan of
leadership and administration. Before you actually begin the five part description,
you need a job title at the beginning which should be as descriptive as possible of the
work that is being accomplish and the manner in which it is to be performed by the
individual being placed in the position.
The next item is the date. You are going to put the date because this job
description will expire after twelve months. I said before to beware of antiquated
systems and institutions; they are very hard to get rid of. We don’t want the same thing
to result here. So your job description will expire after twelve months. In addition to the
job title, in every complex situations, you may want to indicate the department or division
where the job title is being used.
Five (5) parts of the job description:
1.
The Job Summary
This is probably the most difficult to write. It should be measurable,
definitive and specific. The job summary puts in words the end results expected
and the reason the job exists. When you ask someone for whom you are
responsible to begin working on their description, you are going to find that
sometimes they do not know why they are there. They need help with purpose,
with objectives, with goals, with targets. You are also going to discover that you
have positions for which there is no valid reason for continued existence. If you
take this matter very seriously, you are going to find that there are people on the
payroll who have no definitive purpose for their operation.
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2.
Job Duties
These are the activities necessary for the accomplishment of the end result
for the job summary. This is the easiest to write because if you just write down
what the person is presently doing, you have the job duties. If that is all you do,
you have not written a job description. You have only given the person a piece of
paper to justify the continuance of his activities, and that may be bad. Do not
come to duties until you have settled the end result in the job summary. Once
you have settled the end result, you will list the activities that are necessary for the
accomplishment of the end result. Now you will begin to draw some very distinct
lines between the various positions which exist in your organization and you will
begin to eliminate overlap.
3.
Organizational Relationships
Here we go back to the organizational chart that I mentioned before.
Organizational relationships extend in four directions; up, down, and sideways in
both directions. The chart should show an individual exactly what his relationship
is to his superior, exactly what his relationship is to his subordinate, and exactly
what his relationship is to the people on either side of him. The two key words in
this are “to” and “for”. Responsible to identifies the superior. Responsible for
identifies the subordinates. As the pastor, you are ultimately responsible for
everyone and responsible to the Lord Jesus Christ, so carry that out throughout the
organizational chart.
4.
Qualification
This is what the person should ideally be and know in order to most
effectively accomplish the job summary.
5.
Training and Development
This indicates that the person does not ever measure up fully to the
qualifications.
He needs self-development to better qualify.
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This includes
instruction about skills and abilities, about learning in order to better do the job he
has been called by God to do. This is self-development. If the key to training and
development is that it must be specific, then training and development must project
itself for no more than twelve months because the job description expires after
twelve months.
JOB DESCRIPTION
President/Senior Pastor
Function:
The President shall be the Chief Officer of the Corporation and shall perform
all the necessary duties and have all the necessary and usual powers of a President of
a religious organization including those powers within the theocratic principles of
administration.
Duties:
1. The President shall preside over all meetings of the Board of Directors.
2. He shall have general supervision of the affairs and property of the religious
organization and over its officers and employees or committees.
3. The president have the power to appoint, to remove or dismiss, to promote or
demote any leader, employee or officer working in the different ministries or
offices of the corporation. Including subsidiary organizations, committees or
branch churches, according to his sound judgement designed to ensure the
welfare, interest, stability and integrity of the religious organization.
4. He shall sign the following documents in connection with the furtherance of
the corporation’s objectives and purposes:
a.
All certificates of licenses and ordination of ministers granted under
provisions of the Articles of Incorporation.
b.
All credential cards indicating the licenses for minister whom are in good
standing.
c.
To exercise such other power and perform such other duties as may be
prescribed by the Board of Directors.
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5. He shall preside at all consecrations and be responsible for leading the
“National Week” services, and any other services sponsored by the
organization.
6. He shall deliver the Annual State of the Church Message.
7. He shall approve and order any and all special meeting and conventions, as he
deems advisable.
Organizational Relationships:
1. Work with the Secretary General in preparation of agenda before business
meetings and in preparation of minutes after meetings.
2. Consult with organization/church staff member, committee chairpersons,
church program organization directors and other responsible persons in
preparation of the business meeting agenda and in evaluation of each business
session and its activities.
3. Follow up after each business meeting with responsible committees, officers,
individuals and others to ensure that decisions are executed.
4. Be in touch with, as many Pastors and officers to know the spirit and mood of
the organization.
5. Serve as an active member of the Board of Directors.
Board of Directors:
Function:
The Board of Directors serves as legal representatives in all transactions
related to the organization. They hold legal title to the organizations property and
they sign all documents related to the purchase, sale, mortgaging, or rental of
church property after approval by the church in regular business session.
Duties:
1. To administer the affairs, properties and estate of the religious organizations.
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2. To make and change regulations not in consistent with these by-laws. For the
management of the corporation’s business affairs.
3. To pay for any property or equity shares of stocks purchased by the
corporation, either wholly or partly in money, bonds, debentures or other
securities of the corporation.
4. To borrow money and to make and issue notes, bonds and other negotiable
and transferable instruments, mortgages, deeds of trust, trust agreements and
to every act and thing necessary to effectuate the same.
5. To designate from time to time, the time and meeting place of its meetings
with authorization from the president to appoint committee/s on any subject
and to define the powers and duties of such committees.
6. To conduct and execute plan of investments in educational institutions or in
any legitimate business entities now against the scriptures and will directly or
indirectly helps in the advancement of the properties of the Corporations.
7. To have an emergency power to remove any member of the Board of
Directors whose conduct is prejudicial to the interest and welfare of the
corporation and to elect a new member thereof through a majority vote.
8. Hold legal title to all organization property and act only as directed by the
organization in business session.
9. To sign al legal documents involving the organizations property, upon
direction by the organization in regular business session.
Relationship:
1. Relate to appropriate civil officials in all legal matters involving the
organization.
2. Keep abreast of latest insurance and legal changes (innovations, programs,
etc.), report such changes to the appropriate church leaders, and advise the
church staff and any committee concerning legal matters.
3. Counsel with appropriate church officers and committees in matters related to
church properties, for example, budget committee, treasurer, property,
deacons, etc.
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4. Maintain all church legal documents in conjunction with the church clerk.
5. If qualified, serve as resource personnel to the church staff and church
families in legal matters.
6. Stay in touch with the church council and deacons to report on current plans
and ideas as necessary.
7. Report to the church as necessary.
8. Serve as an ex-officio member of the church council.
Secretary General:
Function:
Responsible for recording, processing and maintaining accurate records of
all organization/church business meetings and transactions. He/she is responsible
for all official membership records and communications.
Duties:
1. Assist in the preparation of the agenda for organization/church meeting(s).
2. Keep an accurate record of all business transactions made and approved in the
organization/church meetings.
3. Present the minutes of the prior meeting at each business meeting for official
organization/church approval.
4. Provide clerical assistance on notices, memorandum, invitations and
certificates.
5. Maintain accurate member records.
6. Prepare and mail all official organization/church correspondence.
7. Preserve records for present and future use.
Relationship:
1. Work with the President in preparation of agenda before meetings and in
preparation of minutes after meetings.
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2. Provide statistical information on the church membership as requested.
3. Work with appropriate organization/church staff members in official
correspondence with other churches.
4. Work with various Pastors and other department heads.
5. Work with the Board of Directors in preparation of legal documents.
6. Serve as an active member of the Board of Directors.
Treasurer General:
Function:
Responsible for the proper receipt, accounting and disbursement of
organization/church
fund
with
in
the
policies
established
by
the
organization/church for adequate financial control. His/her work focuses
primarily on financial records and payment procedures rather than handling cash.
Duties:
1. Keep accurate records in appropriate financial journals of all monies received
and disbursed.
2. Reconcile monthly bank statements and correct ledgers and needed.
3. Sign checks in accordance with organization/church policies and procedure,
always verifying supporting data for each check request.
4. Make annual reports to the organization/church.
5. Provide for records of Pastors/individual contributions to be maintained.
6. Suggest possible investment opportunities.
7. Keep organization/church Pastors/staff informed of any trends or changes of
fiscal matters.
8. Instill and preserve high financial morale throughout the organization/church.
9. Submit
accurate
financial
records
organization/church policy.
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for
annual
audit
according
to
Relationships:
1. Serve as ex officio member of the Budget Department.
2. Receive copy of deposit slip and summary receipt record from the counting
committee.
3. Confer with the Pastoral staff/church staff and deacons to maintain
communication in financial matters of the organization/church.
4. Work with Pastoral staff, departments or organization in administering
financial details of church projects.
5. Serve as an active member of the Board of Directors.
Director for Budget Department:
Function:
Serves as an economic adviser of the church, and work hand and hand
with the Treasurer General for the proper allocation and distributions of church
fund.
Duties:
1. Serve as active member of the Board of Directors/church council.
2. Provide financial analysis or feasibility studies to each business activity of the
organization/church.
3. Suggest and plans possible investment opportunities.
4. Provide statistical financial data as requested by the Treasurer General.
Budget Department Function:
To plan and promote stewardship education in all areas of church life and
to lead the church in budget planning, promotion, subscription and administration.
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Relationship and responsibilities:
1. Develop and recommend to the Board of Directors/church council an overall
stewardship education/information plan.
2. Review with department/committee chairman’s periodically the expenditures
of committees to ensure correspondence with budget allocations and budget
adjustments.
3. Consult with each director annually to determine financial resources needed
by each organization for its work during the following year.
4. Recommend financial policies and procedures to be practiced by the
organization/church.
5. Make recommendations concerning proposed expenditures not included in the
current budget.
6. Recommend an annual organizational/church budget.
Director for Music Department:
Function:
Responsible for the music activities of the church. It aims to lead
the congregation in praise and worship, through singing, playing
instruments, dance and tambourine.
Worship Team – aims to enhance the level of worship in the congregation by
singing harmonies and leading in worship during each service.
Band - is to lead the people in worship through musical accompaniment like the
piano, keyboard, guitars, drum and other instruments.
Dance/Tambourine – to worship the Lord through dance and tambourine.
Choir – is to render and minister through music to the service.
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Director for Young People Department:
Function and duties:
1. Responsible for the functions related to youth, which are typically
children, teens and college level.
2. Plans and direct activities, programs, special occasions and youth
worship services.
3. Counsels youth and train helper as needed.
Youth Department:
Is a department for the members of the church with ages 1 – 22 years for
the purpose of cultivating their faith and providing them with the opportunity for
ministry.Three sections; College, Teens and children.
Director for Christian Education Department:
Function and duties:
Responsible for planning and implementing the Christian
education program, usually focusing on birth through grade school age children to
college level. Establishes curriculum, train teachers for Sunday school purchase supplies,
and meets with parents for counseling.
Christian Education Department
Serves as an education arm of the church to provide a high standard of
education in the area of church ministry, lay leadership and pastoral training.
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Director for Mission Department:
Function and duties:
1. Direct, administer and coordinate missions and outreach programs to
integrate into each member and regular attainder a mind-set for
ministry and outreach beyond church family.
2. Provide leadership by effectively managing the ministries of missions,
community outreach and evangelism.
3. To develop and maintain world Christian perspective among members.
4. Develop special programs of outreach.
5. Assist the minister of music in developing and maintaining the
medium of music as an evangelistic outreach to the community.
6. An active member of the church council.
Director for Adult Department:
Function and duties:
1. Minister to the distinctive needs of families, of senior adults and of
single adults.
2. Plans and direct activities program, special occasions and adult
fellowship.
3. Plans and conduct couples fellowships and seminars.
4. Coordinate with the mission department in evangelizing unbeliever
families.
5. An active member of the church council.
Pastor:
Functions and duties:
1. Responsible for all activities of the local church.
2. Responsibilities, regularly includes conducting services, making
visitations, performing special ceremonies (such as wedding and
funeral).
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3. Counseling, leading business meetings and overseeing the work of the
church and other church staff members.
4. Serve as the chairman of the church council.
5. To sign all membership cards to the local church issued.
6. To assist the Secretary and the Treasurer in communications and
financial report.
7. To act as honorary chairman of all departments of the church.
Assistant Pastor:
Function and duties:
1. To assume the full duties and responsibilities of the Pastor during his
absence.
2. To assist the Pastor in the supervision of the work and some other
works as maybe directed by the Pastor.
Church Council:
The major functions of the church council relate to planning, coordinating
and evaluating the total work of a church. This body usually is assigned the
following duties on a continuing basis. Actions are performed as required by
the planning and administrative needs of each church.
1. Formulate and recommend to the church suggested church objectives and
goals.
2. Develop and recommend to the church action plans for reaching church goals.
3. Prepare the annual church calendar of activities.
4. Review and coordinate suggested program plans and actions by the church
staff, church officers, organizations and communities and provide for
adequate communication among staff, officers’ organizations and committees.
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5. Review and report as appropriate to the church the use of resources in terms of
the needs of church programs as they worked toward the achievement of the
objectives and goals of the church.
6. Evaluate program achievements in terms of church objectives and goals, and
report evaluations to the church.
Church Council Members:
1. Pastor as the Moderator.
2. Associate Pastor
3. Chairman of all departments/committees.
4. Church Secretary
5. Church Treasurer
Deacon council:
Its major functions are planning, coordinating and evaluating the work of
the church related to pastoral functions.
Duties:
1. Visit the families assigned to him.
2. Peacemakers between individuals.
3. Follow up the members who have stopped attending the church.
4. Protect the members from harm.
Church Secretary and Treasurer – their function is similar to the Secretary/Treasurer
General.
Moderator:
Principal Function:
The chief responsibility of the moderator is to make preparation
and to preside at church business meetings, that is, to coordinate and
facilitate productive business meetings in an orderly, efficient manner.
(Many churches require that the pastor serve as the Moderator).
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Duties:
1. Develop church business agenda in cooperation with appropriate
persons. Copies should be shared with church staff members,
chairperson of deacons, and others included on the agenda prior to
each session, if possible.
Sample Church Business Meeting Agenda:
i.
Call to order by Moderator.
ii.
Prayer/Devotional
iii.
Approval of minutes from previous meeting (s).
iv.
Approval clerk’s report.
-
Request for letters.
-
Letters received (for new members)
-
Deletions
-
Membership statistics
v.
Church Treasurer’s report.
vi.
Old business
vii.
Reports from committees
-
Standing committees
-
Special committees
viii.
Reports from Church Program Organization directors.
ix.
Report from Church Council
x.
Report from Deacon Ministry Council.
xi.
Reports from Church Staff.
xii.
New business (from floor).
xiii.
Adjourn with prayer.
2. Help members stay informed and involved in church business by
promoting attendance and participation in business meetings.
3. Preside over all church business meetings.
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4. Classify matters voted for later action and follow up on these.
5. Evaluate each business session and its activities.
Relationships:
1. Work with the church clerk in preparation of agenda before business
meetings and in preparation of minutes after meetings.
2. Consult with church staff members, committee follow up after each
business meeting with responsible committees, officers, individuals,
and others to ensure that decisions are executed. Chairpersons, church
program organization directors and other responsible persons in
preparation of the business meeting agenda and in evaluation of each
business and its activities.
3. Follow up after each business meeting with responsible committees,
officers, individuals, and others to ensure that decisions are executed.
4. Be in touch with as many members as possible to know the spirit and
mood of the congregation.
5. Serve as an active member of the Church Council.
Church Clerk:
Principal functions:
The church clerk is responsible for recording, processing, and
maintaining accurate records of all church business meeting transactions.
The clerk also is responsible for al official church membership records and
communications.
Duties:
1. Assist in preparations of the agenda for church business meeting(s).
2. Keep accurate records (in the form of minutes) of all business
transactions made and approved in church business meetings.
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3. Present the minutes of the prior meeting(s) at each business meeting
for official church approval.
4. Provide clerical assistance during the invitation period of the worship
services for new members, rededication, and other decisions.
5. Maintain accurate member records. Is includes: a) Adding new names
and pertinent information to the chronological membership roll and
dropping other names as necessary though transfer, inactivity, or
death; b) Correcting records for the change of address or phone
number; and c) Sending a memo as needed to all church personnel
keeping separate records to avoid incorrect information.
6. Request letters by transfer from other churches for new members,
forward letters to other churches requested by members, and notify
persons when their names are removed from the church roll for any
reason other than transfer of membership by letter.
7. Prepare and mail all official church correspondence.
8. Prepare records for present and future use.
9. Prepare the annual church letter to the association, submit for church
approval, and send to associational office.
Relationships:
1. Work with the moderator in preparation of agenda before meetings and
in preparation of minute after meetings.
2. Work with the church secretary in getting the minute prepared for
distribution to the members in the next business meeting.
3. Serve as resource person to the church historian and /or History
Committee as requested.
4. Provides statistical information on the church membership as
requested.
5. Work
with
appropriate
church
correspondence with other churches.
97
staff
members
in
official
6. Work with the trustees in preparation of legal documents.
7. Work with various staff members, church program leaders, and
committee chairpersons in preparing the annual church letter to the
association.
8. Give necessary information about new members to the person in
charge of new member orientation as well as other church program
leaders and deacons so the new members can be enrolled in these
programs.
9. Serve as an active member of the Church Council.
Trustees:
Principal function:
The trustees serve as legal representatives in all transactions
related to the church. The hold legal title to the church property and they
sign all documents related to the purchase , sale, mortgaging, or rental of
church property after approval by the church in regular business session.
Duties:
1. Hold legal title to all church property and act only as directed by the
church in regular business session.
2. Sign all legal documents involving church property, upon direction by
the church in regular business session.
3. Maintain an up-to-date inventory of all church property, mortgage
loans, and insurance on church property.
Relationships:
1. Relate to appropriate civil officials in all legal matters involving the
church.
2. Keep abreast of latest insurance and legal changes, report such
changes to the appropriate church leaders, and advise the church and
any committee concerning legal matters.
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3. Counsel with appropriate church officers and committees in matters
related to church properties, for example, finance committee.
Treasurer, property and space committee, Deacons, insurance
committee, and long-range planning committee.
4. Maintain all church legal documents in conjunction with the church
clerk.
5. If qualified, serve as resource personnel to the church staff and church
families in legal matters.
6. Stay in touch with the Church Council and deacons to report on
current plans and ideas as necessary.
7. Report to the church as necessary.
8. Serve as an ex officio member of the Church Council.
Duties of a Committee Member:
1. Know the purpose, duties, and members of the committee.
2. Be present and on time for meetings.
3. Participate in discussions.
4. Contribute to the planning and achievement of activities/projects.
5. Complete assignments as agreed upon.
6. Keep the committee chairperson informed about progress on assignments
reports at committee meetings.
Duties of a Committee Chairperson:
1. Know the purpose, duties, and members of the committee.
2. Request and administer committee budgeting.
3. Serve as an ex-officio member of the Church Council.
4. Plan the agenda for each meeting of the committee.
5. Conduct meetings.
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i.
Each meeting should have a purpose.
ii.
Each meeting should have and agenda.
iii.
Each meeting needs resources.
iv.
Each meeting should plan for follow-up.
v.
Each meeting should be reported.
6. Supervise the work of the committee secretary.
7. Assign responsibility to committee members for follow-through actions.
8. Lead the committee to:
i.
Identify and schedule some activities/projects.
ii.
Develop a sequence of actions.
iii.
Prepare a timetable.
iv.
Determine the resources needed.
v.
Complete activities/projects.
9. Report committee action (s), as appropriate to the Church Council and /or the
church business meeting.
10. Collaborate, as necessary or desirable, with church staff members, church
officers, church council, Deacon, church program directors, and other
committees.
How a church can develop its own leaders:
Content and skills of the training program:
. Knowledge commitment
. Attitude development.
. Skill emphasis.
Time and type of the training programs:
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5 Crucial characteristics of an effective in-service training program.
a. It is related to the age-level taught.
b. It is practical.
c. It is related to the curriculum taught.
d. It is experiential.
e. It is regular and systematic.
When should we schedule training?
1. After the Sunday service.
2. Summer camps (summer time).
3. Evening classes.
Common training patterns:
1. Modeling – the trainee learns by watching the behavior and ministry of
existing leaders.
2. Instructional classes – the trainee learns in formal settings structured at the
most appropriate times.
3. Media – the trainee learns through the use of video, film, filmstrips, or slide
programs designed to produce the maximum exposure.
4. Guest trainers – the trainee learns by exposure to experts who are brought into
the church for periods of time to conduct professional sessions.
5. Conventions – the trainee learns through attendance at seminars and
workshops.
6. Internship – the trainee learns though carrying out the ministry under the
supervision of qualified leaders.
Develop and detail a program which you can use to recruit, train, and utilize leaders in
the church.
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Recruiting effective leaders: Determine High Standards.
1. Spiritual maturity
Life qualities – I Timothy 3
2. Leadership skills
Service qualities:
a. The ability to win the respect of others.
b. The ability to gain peoples trust.
c. The ability to take the initiative with organized and directed goals.
Criteria sheet to select competent leaders:
1. Is the candidate reputable as a person and as a public working worker and
recognized as such by intelligent leaders of community?
2. Does she/he has personal courage, exercised with appropriate tact, in facing
opposition?
3. Is the candidate likely to avoid fanfare and self-publicity in this post?
4. Does the candidate have the ability to deal democratically and effectively
with employees?
5. Is the candidate one who has propensity for keeping his feet on the ground,
willing to recognize legitimate precedent, yet also willing to consider
appropriate change?
3. Leaning potential
Intellectual qualities.
4. Cooperative attitude.
. The worker must fit in with the team.
. Know how to relate well to others.
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Develop effective servants.
1. Match persons and positions.
2. Follow proven procedures.
Practical guidelines:
a. Start early – enlistment should take place at least 3 months before actually
begins serving in order to allow time for orientation and training.
b. Make all contacts face-to-face if possible.
c. Have your information in hand.
d. Anticipate excuses.
e. Assure him of your help and prayer.
Specify persons, tasks and time.
Ask specific person for a specific ministry for a specific length of time.
a. Specific people.
No general announcements or universal invitations. We are
approaching people who have been prayerfully selected by the
appropriate committee or recruitment team.
b. Specific ministry.
c. Specific time.
Detail the responsibilities and duties.
a. Job description.
b. Job summary.
c. Job duties.
d. Organizational relationships.
e. Qualifications
f. Training and development.
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Job Description Outline Sample
Organization Name
Date
Name
Job Title
Department
Position Summary
Function
:
:
:
:
:
:
Duties
:
1.
2.
3.
4.
Organizational Relationships:
1.
2.
3.
4.
Qualifications:
Education:
1. Elementary
2. High School
3. College
4. Graduate School
:
:
:
:
Experiences:
1.
2.
3.
4.
Knowledge, skills and abilities:
1.
2.
3.
Training and development:
1.
2.
3.
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ORGANIZATIONAL CHART
ELDERS GOVERNED CHURCH
ELDER
PASTOR
MUSIC
DIRECTOR
SECRETARY
MISSION
DIRECTOR
YOUTH
DIRECTOR
SUPERINTENDENT
S. S.
TEACHERS
CONGREGATIONALLY GOVERNED
CONGREGATION
ELDER
MINISTER
OF MUSIC
PASTOR
MINISTER OF
EDUCATION
DEACONS
MINISTER OF
EVANGELISM
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MINISTER
OF YOUTH
MVUC Governance
Congregation Annual,
Nominating Committee
Mission & Vision
Special Committees
= Guidance
= Professional Staff
Special
Meetings
= Support Staff
= As Required
= Coordination
Bylaws
Min. Search Comm.
Board
of
Trustees
Legend
Minister
Letters
of
Agreement
Program
Council
Intern Minister
Charters
Music
Director
Policies
Administrator
Employee
Handbook
Treasurer
Office Mgr.
Pianist
Administration
and
Property
LSG
Director
Membership
Council
Custodian
LSG Asst.
Property Mgr.
Rentals Coord.
Volunteer
Receptionists
Youth
Advisor
Nursery
Caregiver
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Social Justice
Council
Lifespan Spiritual
Growth
Council
Communications
Council
Sunday
Services
Our Home
Community
BIBLE SCHOOL
BOARD OF
TRUSTEES
PRESIDENT
ACADEMIC
DEAN
BUSINESS
MANAGER
DIRECTOR OF
PUBLIC
RELATIONS
DIRECTOR Of
DIRECTOR OF
DEVELOPMENT
STUDENT SERVICES
LOCAL CHURCH
PASTOR
CHURCH
TREASURER
YOUTH
DEPT.
MUSIC
DEPT.
CHURCH
COUNCIL
CHURCH
SECRETARY
DEACON
COUNCIL
C. E.
DEPT.
107
ADULT
DEPT.
MISSION
DEPT.
A Sample Church Organization Chart (Incomplete)
108
F.
Positive Personal Development from Criticism and Pressure.
One of the first things you will encounter as soon as you begin to take an
aggressive, progressive leadership role is criticism. Be reminded of the fact that
your congregation, your peers, your deacons, your trustees, will be ready to criticize
you when you begin to make changes in what has been worshipped as the “tried and
true method”. There is also a good sound management method for handling
criticism, and both of these works together very well.
To over-react and to react improperly to criticism when first heard and to
react will be to fan the fire. The criticisms will then spread and you will find
enemies springing up within and without the church. One of the most difficult
things for anyone in leadership to do is to acknowledge criticism.
Steps to Handling Criticism:
1. Become a good listener.
Many times in the course of conversation, subtle criticism will creep in. If
you are not training yourself constantly to be a good listener, the subtle
criticisms, which later will blow up into full size criticism, will go over your
head and escape your hearing. A good leader is a good listener.
2. Indicate interest.
If there is anything you can outwardly do to indicate interest, do it.
Yawning, sitting back with your arms folded, sitting back with your legs
crossed, closing your eyes, are things which indicate total disinterest. The
person
sharing
his
criticism with
you
expects your
attention.
These outward indicators demonstrate disinterest.
Learn to use non-verbal indicators in a positive way. Sit up in your chair,
lean forward on your desk, look into the person’s eyes, respond verbally when
he speaks with you and respond positively when he says something to you.
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Repeat it to him so he can hear what he has to say. In doing this, what he
has to say comes back to him for his own hearing from someone else. It will
not sound nearly as impressive as it did in his mind before he said it to you.
3. Show genuine respect and sympathy.
By showing interest, by showing concern, by repeating his problem back
to him, you have demonstrated respect. By nodding, saying yes, by indicating
sympathy with him in his situation, you are really heaping coals of fire on his
head. This does not mean that you agree, nor does it mean that you will
change unless the criticism is well-founded. It simply means that you are
indicating respect for his belief and that you are sympathizing with him if
what you have done has caused him some type of discomfort.
4. Show a willingness to investigate.
As this individual shares his criticism with you in your leadership role,
you can begin by agreeing with him. Then you throw in the word “but”. I can
see how you would feel this way, Mr. So and So, but, on the other hand, the
Word of God says; but, on the other hand, the history of this church indicates;
but, on the other hand, experience has shown. Never disagree at first. Always
begin by agreeing; then go into your anti-thesis. If it is just criticism, do
something about it. If it is unjust criticism, throw it out.
Avoid Arguments:
When you get into a heated argument regarding a criticism, in your office,
in a deacon’s meeting, you will never win. Everyone involved in the argument
loses. The old proverb, as trite as it may be, is applicable here: Win the argument,
lose the sale.
Accumulate Knowledge:
Get the facts. When people begin to say to you, “I discovered this,” or “I
believe you are doing this wrong,” immediately accumulate as much knowledge
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about the situation as you can. What have you done in the past? Have your
actions been consistent? What do you peers do? Are there any books written
about it? Accumulate facts. Second-hand knowledge and hear say are no good.
You must get first-hand information about this situation.
Analyze
Sit back objectively and analyze everything that has taken place. Analyze
the criticism. Analyze the personalities involved. Analyze your personal reaction
to it. Analyze all the data which have been gathered related to this criticism and
analyze yourself objectively. Can it be that you do not see this situation as others
do? Do people with more experience than you see problems that you do not see?
Answer Promptly
You have analyzed the information and now you are going to answer it.
When you answer it, you must begin at the beginning and summarize everything
which has transpired. Confirm again the fact that you acknowledge the criticism
at once. Call to remembrance any discussions or meetings which have taken
place since the criticism was first presented.
List objectively the facts
surrounding the case. List any historical material which may bear upon the case.
Present similar situations from which you can draw parallel decisions.
Summarize how you analyze the situation and present your answer and stand by
it.
Disappointments
If there is any area in the ministry where pastors fail, and pastors become
discouraged, it is when they are unable to face or live with disappointment.
Causes of disappointments
1. Lack of fulfillment.
If you have embarked on some project and circumstances have
prevailed; if God has brought some things into your life which have not
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allowed you to complete or fulfill this project, then you have experienced
a lack of fulfillment and disappointment has set in. But, when you allow
disappointment to rule in your life because of lack of fulfillment, then you
are falling prey to one of the subtle attacks of Satan.
2.
No goals.
You may be disappointed because you have never set realistic primary
goals and secondary goals. So, weeks and months go by, years go by, and you feel
as though you are a ship tossed on a sea of no direction, no place to go. Your
ministry is like an arrow shot without a target in mind, wandering aimlessly. This
results in disappointment. Set goals that you can meet daily, weekly, monthly;
when goals are set and are met, disappointments are eliminated.
3.
No confidence.
Many times pastors don’t experience this as much as lay people. But
certainly, having no confidence in yourself, your ministry, your talents, or the job
that God has called you to the greatest work to which He can call an individual – if
God has promised you the power of the Holy Spirit in your life – then it is a sin to
have a lack of confidence.
4.
Negative attitude.
If you have a negative attitude, you will constantly be disappointed
because you will always see the negative side of the balance sheet. You will always
doubt if things can be done. You will always have a negative comment when
someone else has a positive statement. Your negative comments, your negative
attitude, may be due to past failure. And because you have failed, you believe
everything else and everyone else will fail as well, and you will live a life of
disappointment. God never fails.
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5.
No motivation.
In the Christian life we need self-starters. We need motivated people.
What greater motivation do we have than our Lord Jesus Christ, who promises that
He will always be with us and that we are to run a race and that while we work here
we will have eternal rewards! How can we be disappointed with this kind of
promise? How can we be disappointed if we maintain this as a source of
motivations?
Cures for disappointments:
1.
Build confidence by trying.
I would rather have someone who had tried 100 times to do something and
failed 99, but succeeded once, than someone who never tried. Nothing will build
your confidence better than to step out by faith, try something, and then participate
in the success and completion of a project.
2.
Set goals for yourself.
You will learn how to set practical realistic goals.
3.
Gain experience through perseverance.
Be a person who never gives up. Never admit defeat when you are in a
project that you know God has given you to do. Regardless of the disappointments,
regardless of the negative attitudes around you, regardless of how you might feel
when you get up in the morning, persist, persevere; you will gain experience that
will strengthen you in the future. You will build a mentality of persistence.
4.
Build confidence through prayer.
As you take these disappointments to Christ, who has suffered in all ways
even as we have, you will build your confidence as you maintain that relationship
with the Lord Jesus Christ. Read the Word and you will be reassured and
constantly encouraged.
5.
Acknowledge your weakness.
When you acknowledge your weaknesses, you will open up that area
through which God can work in your life.
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6.
Learn from your disappointments.
History is always the best teacher. If you can see in the past these areas
that have been disappointing, you can make corrections for the future.
Warnings:
1. Don’t let disappointments rule.
Greater is He that is in you, and that goes for disappointments as
well. God does not intend that you see these events in your life in a
fashion which will cause you to be disappointed in His program. These
things that come into your life are meant to strengthen you, not disappoint
you, and when you let disappointments begin to rule, then you will fall
into all those areas indicated under causes. You will begin to be sapped
of motivation, and will begin to have less and less confidence in yourself,
and will experience lack of fulfillment.
2. Don’t shift the blame to others.
Transference is a dangerous practice. Take the blame yourself.
When disappointments come in, don’t blame others for being
disappointed. Disappointment is wrong and discouragement is wrong. A
positive outlook sees this as part of God’s training program for you.
When you shift the blame, you are abandoning your leadership
responsibility and attempting to excuse yourself for our failure.
3. Don’t procrastinate.
If disappointment has gripped you, then sit down and write some
goals for yourself. Seek out scripture verses that will build your
confidence. Look at yourself in the mirror and tell yourself that you are
God’s man in the place where God wants you, that the Holy Spirit is in
you to give you the power to do anything that God directs you to do.
Personal and Pastoral Pressure:
A proper understanding of pressure and application of remedial principles
will result in personal development, which will make you a more effective leader.
114
Problems of Pressure:
1. Physical and mental stress.
Your body and your mind can only withstand a given amount of
pressure at any given point of time. As programs begin to come to
completion and as goals and deadlines draw nearer, pressure mounts to
meet the goals or to meet the deadline or to perform in some given area
until at last it seems that things have stretch to the point that something has
to give.
To avoid burnout or to avoid a total breakdown, you must set aside
times to get away and relax. If you do not, then physical and mental stress
will result in pressure that you will be unable to bear. The end result will
be a physiological problem – a heart attack, an ulcer – as a result of
allowing these things to continue to work at you, and gnaw at you, and not
finding a time of escape.
2. Opposition
If God has placed you in a position of leadership, you will always
experience opposition. Opposition in the ministry, as the old salesman
says, goes with the territory. You simple must learn to live with it. Many
times the opposition you will experience is Satanic in origin.
3. Things go wrong.
We learn from scripture that in this life we will have tribulation.
We live in a world cursed by sin; we live in a world and society that is
running down and going into disarray. In a world like this, things
sometimes just go wrong.
4. Despair
One of the things that will happen when too much pressure is put
on you is that despair may set in. But remember, we are to have the mind
of Christ. We cannot give in to despair. The disciples were martyred.
However, they did not die in a state of despair but in anticipation of their
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meeting with the Lord Jesus Christ. A positive mental attitude, motivation
self-confidence, not in the flesh but in the power of Christ in you, will
make despair flee from your life
5. Conflict
Pressure brings despair about conflict and unresolved conflict will
bring about pressure. Conflict should be like a burr under your saddle
that will inspire and motivate you when there is conflict, you can stay
motivated because conflicts puts a goal in front of you which must be
overcome. Learn to enjoy conflict.
Proper Perspective of Pressure:
1. Be dedicated to God’s will for your life. (Gal. 2:20)
2. Welcome responsibility.
The acceptance of responsibility is a growing process: it comes
with time. As you begin to reach out horizontally and sweep in more
responsibility out yourself, to your ministry, and you will grow because of
this increase responsibility.
3. Know what to expect of yourself.
It is a great gift to be able to look at yourself objectively and know
what your limitations are. But as a visionary, you should not be afraid to
venture beyond what you believe your current capacities are.
4. Know what you can and cannot do.
Be aware but not afraid to venture out and discover what you
cannot do.
5. Master yourself.
When you master yourself, you will master time. Self-discipline,
mastery of oneself, will allow the Lord Jesus Christ to use you in every
area which will bring success and glory to the cause of Christ and to your
ministry.
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Personal Development Through Pressure:
Personal development is essential for top performance. One thing I will
say about pressure is it keeps you at your peak, if you learn to handle it properly.
Many people put themselves under pressure through procrastination, but although
you may experience exhilaration in rushing through things at the last minute and
meeting deadlines, you may cause a feeling of discomfort among the people for
whom you are responsible. Keep pressure on because it keeps you at your peak,
but perform constantly; don’t be one who performs everything at the last minute
at the expense of others.
Principles of Adjustment to Pressure:
1. Develop the proper attitude toward ownership. Remember, God owns you and
owns everything you have.
2. Develop a proper attitude toward authority.
3. Develop a proper attitude toward hardship.
4. Develop a proper attitude toward pleasure. Learn to enjoy what you do.
5. Develop a proper attitude toward your family. Get you self squared away in
your relationship to your family.
6. Develop a proper perspective of your job.
7. Know and adjust to your colleagues and your peers in the ministry.
8. Accept your limitations and maximize the gifts and talents which you have.
G. Time Management
What you must always be on guard against are those minutes of indecision and
confusion with which many people begin their approach to any task, or when they are
faced with a number of little jobs that must be done. Studies have proven that most
executives and knowledge workers (pastors are knowledge workers) spend more time
in shuffling papers from the out box to the in box and from the in box to the out box
while attempting to determine what should be done first, rather than concentrating on
the actual completion of the job.
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If you have experienced this during your work day, the thing to do
is to select one task without delay. If one thing is more important than the
others, you will know it. If you hesitate at all, just pick up the first task,
push everything else to one side and forget them until you have
completely finished the job you have started. Try to work briskly and
don’t waste time between tasks. Once you have started a job, stay alert,
stay alive, and concentrate until you have finished it.
There are several steps that can be followed in developing priorities and also in
better utilizing the time that you have each day.
A Personal Plan
1. Write down realistically how many hours you spend each day a various
activities. List the following items: sleep, meals, work, church, ministry,
chores, hobby, family, physical fitness,, recreation and leisure time. Write
down the total numbers of hours spent on each activity. Remember, don’t list
these times as you think they should be; list what they actually are.
2. Add the total hours and subtract this total from 168 (the amount of hours you
have in each week). The difference represents the hours you cannot account
for.
3. Now what you have done the whole day.
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MY DAILY ACTIVIES
TIME
ACTIVITIES
DAY
06:00 A.M.
07:00 A.M.
08:00 A.M.
09:00 A.M.
10:00 A.M.
11:00 A.M.
12:00 A.M.
1:00 P.M.
2:00 P.M.
3:00 P.M.
4:00 P.M.
5:00 P.M.
6:00 P.M.
7:00 P.M.
8:00 P.M.
9:00 P.M.
10:00 P.M.
11:00 P.M.
12:00 P.M.
01:00 P.M.
02:00 P.M.
03:00 P.M.
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DATE
TIME PLANNER
A
Sunday
Monday
A
A
B
B
B
Tuesday
A
B
Wednesday Thursday
A
06:00 A.M.
07:00 A.M.
08:00 A.M.
09:00 A.M.
10:00 A.M.
11:00 A.M.
12:00 NN
1:00 P.M.
2:00 P.M.
3:00 P.M.
4:00 P.M.
5:00 P.M.
6:00 P.M.
7:00 P.M.
8:00 P.M.
9:00 P.M.
10:00 P.M.
11:00 P.M.
12:00 P.M.
01:00 A.M.
02:00 A.M.
120
B
A
B
Friday
A
B
Saturday
PART IV – PRINCIPLES OF PLANNING
The Necessity of Planning:
The best way to maximize our efforts as you reach toward your goal is to
be able to plan logically and efficiently.
Planning as a Function of management:
Management involves:
1. Ideas
2. Things
3. People
In terms of ideas the pastor is responsible for conceptual thinking. As a
conceptual thinker, he must formulate the various notions and ideas relative to the
ministry. As a result, this involves planning. Planning is the step by step process
by which you predetermine a course of action.
Steps to effective Planning:
1. Establish where the present course will lead.
Not only if things are not altered, what will the result be? But if things are
altered or changed in certain ways, what will the result be? Based on where this
course will lead, forecasts must then be made. How can you budget for additions,
or more uses, or more teachers without a forecast? Based on the forecast, the
pastor and his planning committee, if he uses one, must determine what the
desired end is.
2. Develop your strategy.
When you decide how and when to achieve these goals, you then develop
the necessary strategy to obtain them. Remember, tactics are visible, strategy is
not. If you consider other churches in the neighborhood to be competitors, your
tactics will be visible, but the strategy behind the tactics is what causes the
victory.
121
3. Establish priorities and sequences.
As a result of deciding how and when to achieve your goals, you begin to
establish priorities, sequences, and timing of steps. As a result of the sequences,
priorities, and timing of steps, the actual program itself is developed.
4. Allocate resources.
Based on the kind of program you have, you can now begin to allocate
your resources. How many lay workers do you have that will call on a certain
area? How many cars do you have in your car pool to move into these various
geographical areas? How many teams do you have that will call on a given night
of the week or on Saturday? How many bus workers do you have? How much
money do you and additional funding for promotional materials? You must have
facts before you can allocate.
5. Create a budget.
Based on how you want to allocate your resources, you are now able to
establish a budget. Priorities determine your budget because your budget is
determined and limited y the resources that you have.
6. Standardize methods.
After this is done, you now begin to standardize your methods, your
calling times, you geographical locations, who goes with whom, what materials
are used. Methods should be in writing for easy distribution.
7. Determine procedures.
Once your methods are standardize, you can begin to set your procedures.
Remember that in managing people and in program planning, you tell what, you
tell how, you tell why, and then you check up. Telling what is not enough; many
people do not understand. You also have to tell how because they don’t know.
Once they understand why they are doing it. Then they are still in the dark. So,
you tell them why they are doing this particular job. Now they know what, how,
and they know why. But don’t leave it there! Most pastors fail at that point
because they simply don’t want to look like they are checking up in their people;
but unless you check up, the project is doomed to failure.
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8. Prepare for recurring matters.
Now you need to make decisions on recurring maters. What happens
when a bus breaks down? What happens when a bus captain is sick? What
happens when a particular teacher of an adult class is sick? Make decisions to
things that always happen so no one gets caught by surprise – so that panic and
urgency don’t enter ion to get into the way of the important. Put this in writing.
9. Establish policies.
Based on the standing decisions that you have on these important
recurring matters you can now develop church policy so that you have control and
set precedence in policy so that no one can feel slighted; no one can feel that
special things are being done for someone else. Policies prevent suspected
discrimination. You need policies in your church; you need rules and guidelines
to go by that will determine your decisions on a particular matter that will occur
over and over again in your ministry.
Steps in Successful Staffing:
1. Orientation
The new people must be oriented with the job, the scope of the ministry,
and how they fit into the total picture so closure can be experienced. In
orientation, they will learn to be comfortable with the physical and human
surroundings in which they will work.
2. Training
In this phase, the person will learn the what, how, and why. Help them to
improve their knowledge and attitudes and skills as they develop into the kinds of
people that God wants to them to be in these positions.
3. Directing
Direction is used to bring about purposeful action toward the desired
objectives that God has laid on your heart. Directing is accomplished through
delegation.
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4. Motivation
Continue to encourage the individuals even though the early attempts may
be less than successful or fall short of your expectations. Your talents as the
inspirational leader will be best used in this aspect of working with people.
5. Check up
People do what we inspect, not what we expect.
6. Control
Control is used to assure orderly, timely progress toward the objectives
you have set according to the plan you have made. In order to control, a reporting
system must be established. It may be in the form of a monthly meeting, a weekly
meeting, or some kind of written form, but the pastor needs to determine what
critical data are need, how they are needed, and when they are needed, relative to
each project being undertaken.
7. Performance standards.
If you do establish performance standards, you will never know if your
organization is making steady progress toward the goals you have established. If
performance standards are created relative to the goals, then you can be sure that
of the standards are met, the goals will be accomplish.
8. Measure the results.
There is nothing more deflating to church workers than to arrive at the end
of a contest program and have the people in charge shrug their shoulders and not
be able to tell them how well they have done or by how far they have exceeded
the expectations of everyone. Have the facts and be ready with positive,
enthusiastic congratulations.
The Activities of Management Planning Reviewed:
1. Estimating the future.
Estimating the future is the work that you do now to anticipate what
tomorrow is going to be like. Isn’t it true that many of us say that we don’t know
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this because things change so rapidly? This is all the more reason why you need
to engage in the work of estimating.
2. Establishing objectives.
Establishing objectives is the work that you do to determine your goal or
your target. Any Christian organization that has been in existence for more than
twenty years usually has no objectives, just activities,. The hardest thing that you
will have to do, in being in the heart of an organization, is determining
meaningful objectives.
3. Developing policies.
Developing policies is the work you will do in formulating standing
answers to recurring questions. Objectives must not give confused with policies.
4. Programming.
Programming is the establishing of priority and sequence of activities
directed toward the accomplishment of the goals and objectives. Objectives
should always sit in judgment on activities.
5. Establishing procedures.
This defines the standardizing of methods of work.
6. Scheduling
Scheduling is the work of putting a time factor on your program and inserting into
the calendar the program with dates, hours, minutes, deadlines.
7. Budgeting
Budgeting concerns more than just money. Budgeting is budgeting time,
people, equipment, and money. As in any business endeavor, budgeting is the
allocation of all the assets which you, under God, have control over.
Barriers to Planning:
1. Many simply do not know how.
2. Many people do not plan because they prefer to do things rather than to think about
them.
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Principles of Planning:
1. Current selection.
The principle of current selection teaches that current selection limits your
future action. What do I mean by that? Let me give you an example. Suppose
that your organization is about to go into a certain geographic area or community
to plant a missionary church. As plans become more definite, you can say that
within five years you want various missionary churches started in different
population centers in your metropolitan area and, within ten years, a specific
number of churches in these particular locations. Now you have agreement and
there is a mutual commitment toward a definite goal. But what if, after you get
there, you find that these areas are filled with illiterates and they cannot read the
Bible? Are you going to involve yourself in any endeavor which will increase the
literacy rate?
2. Progression
Progression will teach you that the probability of a future event occurring
increases as effort is applied systematically toward its realization. You only have
a certain number of people, a certain number of hours, and a certain amount of
money. You have limited resources in any endeavor you are going into. You
must not have them used in vain. You must never tire in a continuing effort of
systematic allocation and adjustment as you progress toward your objective.
When you give instructions, give specific instructions. You don’t give
people a free reign to do anything they want to do. As a result, you must not only
have a goal commitment; you must have a goal understanding that forces you and
all of your people and all of your assets to be drawn together toward the
completion of your goal. Many Christian organizations are so diversified, so
segmented and fractured in their activities, that they are ineffective in everything.
Many people have an exaggerated concept of their abilities and resources to any
task. When someone says to me, “My goal is to evangelize the world,” this shows
an exaggerated concept of abilities and resources. It is a noble thought, but it is
physically impossible.
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3. Relative energy
The principle of relative energy means that effort applied should be
proportionate to the results desired. If you could just get hold of this one concept,
what a difference it would make in your ministry. But again, this concept
presupposes the identification of a goal and a commitment to that goal. This
principle very objectively and critically examines everything you do and says
“here is the goal to which you are committing yourself.” Unfortunately, most
people are so subjective that they have great difficulty in evaluating this sort of
thing objectively and critically. Remember that your effort applied should be
proportionate to the results desired. Priorities must be determined beforehand
because you will have a number of goals, and a number of priorities, but limited
energy. Dedicate yourself to those goals which have eternal rewards.
4. Planning entropy.
The concept of entropy means that everything is wearing down and has a
tendency toward randomness. This principle means that the stability of a plan
tends to vary inversely with its extension over time. This means that I can plan
very accurately for my one day with my five steps, which I have decided, must be
done. I can plan fairly accurately for a week. My accuracy becomes less when I
plan for a month. My accuracy becomes even less when I plan for a year, and as I
extend time even more, my accuracy becomes less and less and tends more and
more towards randomness. What does this mean in regard to planning? Does it
mean that because of this principle I should not plan? No! It makes planning all
the more important. It means that I will constantly update my plan to increase its
accuracy. Planning is a continuing work.
5. Personnel inertia.
This principle means that because people are involved, people resist
change, and the older people are, the more they resist change. Certainly the old
cliché that “you can’t teach an old dog new tricks” comes into play here. It’s not
necessarily true that the more insecure people are, the more they resist change.
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As a planner, you must anticipate resistance to change, and when your
people resist change, you cannot scold them. Many people resist everything.
Begin to anticipate and appreciate the fact that you also resist change. You don’t
want someone coming in and imposing something new on you, and if you realize
that about yourself, it will help you realize it about others.
6. Future activity.
Future activity results from current and past occurrences. Organizations
are what they have been becoming. Tomorrow is determined by the extent to
which you are able to identify today what you want to accomplish, and how you
apply efforts today to bring tomorrow to pass. Your present diligence will clearly
define goals and objectives; it will help bring about the desired future activity;
and it can only be done with logical planning and specific goals.
Six (6) steps in PERT:
(Program Evaluation and Review Technique)
1. List every single activity necessary to achieve object in any order concentrate your
attention on each step at a time.
2. Note the relationship between each of the step especially any necessary sequences.
3. Decide who is to be responsible for each step.
4. Determine your resources that you needed for each step.
5. Estimate the time required for each step.
6. Assign definite date for each part.
Planning and Goal Setting:
Two types of goals:
1. Primary goal – is long range in nature and extends at least a year or more.
2. Secondary goal – are short-range and provide intermediate steps that will lead to the
primary goal.
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Four Stages in the process of Goal-Setting:
I.
Purpose / Mission Statements
The traditional word “Purpose” is now being replaced by the term
“mission statement.” A mission statement should be tightly packaged in one or
two paragraphs, accurately describing the ministry over which it flies like a flag
on a castle.
Mission Statement Sample:
The purpose of the Born Again In Christ Fellowship is to glorify
God through: a) To spread, preach, disseminate the Gospel of the Lord Jesus
Christ through media, meetings, crusades, prayer rallies. b) Discipling the saved.
It is the church purpose to glorify God through obeying the great
commission as given in the Gospels. This commission involves leading the lost
people to a saving knowledge of Christ and leading saved people to spiritual
maturity through worship, prayer, instruction and fellowship.
NOTE: Mission statements are notably broad based.
II.
Objectives
While the mission statement has a somewhat singular focus, objectives
must be multiply focused. Specificity begins to build as we now spell out
precisely what it will take to achieve the purpose of the organization.
Objectives sample:
1. To establish fellowships and other bible study groups in homes,
schools, offices and other establishment public and private.
2. To train and equip more workers to prepare then for the ministry work.
III.
Goals
Just as a single mission statement has multiple objectives, each objective
has multiple goals. It seems futile just to say that goals differ from objectives by
being more specific, so let’s look at an example.
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Objective:
1. To recruit and train new leaders for boards and committees.
Goals:
1. Through elevating the privilege of serving the Lord in leadership.
2. Through service activities as assistants and committee members.
IV.
Implementation steps/Realization procedures
Now we moved to describing actual activities carried out to achieve the
goals. No longer should we use words like “to” and “through” but statements
which can be evaluated by simple yes or no responses.
Goal: Through planning and carrying out effective monthly meetings of the
governing board.
Here are the implementation steps for that goal:
1. We will meet monthly with an agenda prepared in advance.
2. We will concentrate on planning and progress rather than problems.
3. We will distribute, read, and act on minute within one week after the meeting.
Four Stages of Goal-Setting
A
1
a
O
B
J
PURPOSE
B
G
E
O
C
A
T
C
I
V
2
b
or
L
3
S
4
D
E
Implementation Steps
c
Realization Procedures
d
5
S
e
E
130
Structure of a Plan
I.
Mission Statement
II.
Vision
III.
Objectives
IV.
Goals
V.
Implementation steps
VI.
Programming
- How?
VII.
Scheduling
- When?
VIII.
Personnel management
- Whom?
IX.
Budgeting
- Cost
THE MANAGEMENT PROCESS IN 3-D
Three (3) basic elements/components of organization with which a manager deals:
1. Ideas
- create the need for conceptual thinking.
2. Things
- for administration.
3. People
- for leadership.
Three (3) functions of a manager.
1. Problem analysis.
2. Decision making.
3. And communication.
Other functions of a manager.
1. Planning
2. Organizing
3. Staffing
4. Directing
5. Controlling
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Three (3) types of managers:
1. Planner
2. Administrator
3. Leader
.We are not dealing here with leadership in general.
.We are dealing with leadership/administration as a function of management.
.Management
– achieving objectives through others.
.Administration – managing the details of executive affairs.
.Leadership
– influencing people to accomplish desired objectives.
A. Elements
- Ideas
- Conceptual Thinking – contemplate notions
Task
Continuous function- Analyze Problem
Sequential function -Plan – is an undertaking one ought first to ask what the
purpose or objective.
Activities:
1. Forecasting
- establish where present course will lead.
2. Set objectives
- determine desired end results.
3. Develop strategies- decide how and when to achieve goals.
4. Program
- establish priority, sequence and timing of steps.
5. Budget
- allocate resources.
6. Set procedures
- standardize methods.
7. Develop policies - make standing decisions on important recurring matters.
B. Elements
Task
- Things
-Administration – Manage details of Executive affairs.
Continuous function - Make decisions– arrive at conclusion.
Sequential functions- Organize – arrange & relate work for effective
accomplishment of objectives.
- determining the away in which the work is to
be broken down into manageable units.
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Activities:
1. Establish organization structure.
- draw up organization chart.
2. Delineate relationships.
- define liaison lines to facilitate coordination.
3. Create position descriptions.
- define scope, relationships, responsibilities and authority.
4. Establish position qualifications.
- define qualifications for persons in each position.
C. Elements
Task
- People
- Leadership - Influence people to accomplish desired
goals.
Continuous function - Communicate - ensure understanding
Sequential function
- Staff- choose competent for positions in organization.
- selecting qualified people to do the work.
Activities:
1. Select
- choose competent people for position in organization.
2. Orient
- familiarize new people with the situation.
3. Train
- make proficient by instruction & practice.
4. Develop
- help improve knowledge, attitudes and skills.
D. Elements
Task
- People
- Leadership
- Influence people to accomplish desired
goals.
Continuous Function- Communicate - ensure understanding.
Sequential function
- Direct- bring about purposeful action toward desired
objectives.
133
Activities:
1. Delegate
- assign responsibility & exact
accountability for results.
2. Motivate
- persuade & inspire people to take desire
Action.
3. Coordinate
- relate efforts in most effective
combination..
4. Manage difference
- encourage independent thought & resolve
conflict.
5. Manage change
- stimulate creativity & innovation in
achieving goals.
E. Elements
- People
Task
- Leadership - Influence people to accomplish desired
goals.
Continuous functions
- Communicate - Ensure understanding
Sequential Function
- Control - Ensure progress toward objectives according
to plan.
- is the measurement of results against the plan.
- The rewarding of the people according to their
performance and the replanning of the work to make
corrections.
Activities:
1. Establish reporting system.
- Determine what critical data are needed. How & when.
2. Develop performance standards.
- Set conditions that will exist when key duties are well done.
3. Measure results.
-
Ascertain extent of deviation form goals & standards.
134
4. Take corrective action.
- Adjust plans.
- Counsel to attain standards.
- Replan& repeat cycle.
5. Reward
- Praise
- Remunerate and discipline.
135
THE PROBLEMS OF CHURCH DISCIPLINE
Christ instruction in Matt. 18:15-20.
Talk to him privately. Let that individual knows that you love him but
disagree with him. Talk to him in private but if he doesn’t listen tell him that you
protect the church by disciplining him. This concept of church discipline is
difficult. In the church is exercise of this disciplinary function used, the pastor
need to keep the view of the New Testament concept of discipline.
The real word in its verb form means to teach, to train or bring up, to make
disciples, to convert, to doctrinate in principles.
The basic idea of instruction and training has come in the art of correction
and punishment…I believe there are four occasions of the exercise of corrective
principles on the New Testament.
1. That is for broken fellowship and unforgiveness.
Jesus dealt with this among the 12 in the question of priority that is
disruption of unity is in Mt. 18:15-17.
2. Unbelief and doctrinal error.
Paul strongly warns against this as well as New Testament writer.
It is to be death with disassociation of Christians from those who cost
division and create difficulties. Now whether or not this disassociation
want to extreme of excommunication is downfall but not certain.
Apparently it was two-fold purposes;
i.
To protect the Christian body for the contamination of this
false teaching.
ii.
And the reclaim of the only one who had erred if it is
possible.
136
3. Trouble making.
It can be result of living in the error of life to former strife to sin of
envy and jealousy. Paul urge that such a brother be avoided. II Thess.
3:6-15
4. Wickedness
Immorality such as that immorality that mark the sin of the church
at Corinth. And Paul sharply rebukes the Corinthian Christian because
hey permitted this kind of immorality to be practiced without any reproof.
Five (5) Guiding Principles for handing Church Problems:
1. Let your action rest on conviction not more conceit.
Several ways exist to secure congregational decision and action.
i.
You can decide what you want and imprint by sure outcry force.
ii.
You can decide what you want and you can seek to your congregation to sell
and shift from persuasion.
iii.
You can decide what you want and you can lend the aid and support of your
inner circle which we discuss before who have put them the cross to the
congregation.
iv.
You can train the people to be independent Christian thinkers and you can lay
the facts and alternative fell before them and entrust them to do what’s right to
say to be led the Holy Spirit.
2. You should defend more honest, intelligent prayer to despise human wisdom and
should practice.
3. You should base your decision and policies and courses of action on facts not
guesses.
4. You did it always keep outermost the eternal value of the individual.
Are your plans, your policies, your budgets, your building programs were your
personal success should failed insignificance when compared with the destiny and
137
worth of a single soul.
The transformation and conservation and nurture,
development and close personality of a single person is the supreme aim of the
Christian endeavor.
5
Cultivate in yourself and your church members the spirit and incurable optimism.
I don’t need to shut your eyes to ugly facts and suffering but keep faith in God
and keep up faith in men and looks beyond the discouraging present to a brighter
future. Yesterday is past, today is reality, and tomorrow is not yet come.
Keep a sublime optimism and even knows our humanity. Brother if you have a
good solid same optimism this will carry you and your people through the storm and
in to the coming of a better tomorrow.
138
FORMS
REQUEST FOR THE CELEBRATION OF MARRIAGE
IN A PLACE OTHER THAN THOSE AUTHORIOZED BY LAW
(Article 8, Family Code of the Philippines)
We,
and
,
Resident of
and
respectively,
respectfully request your
goodself to kindly solemnized our marriage at
on
.
Male Affiant
Subscribed
of
Female Affiant
and
,2011
sworn
to
before
me
this
at
day
.
Doc. No.
Notary Public
Page No.
Book No.
Series of
139
MARRIAGE COUNSELING CERTIFICATE
This is to certify that
and
have undergone Marriage Counseling on
, 2011.
This certification is issued as a pre-requisite for securing the Marriage
License of the couple as provided for in Article 16 of the Family Code of the
Philippines.
Minister
Contracting Parties:
Male
Female
140
Filing
A better practice is to file correspondence in the sequence in which it arrives.
Each piece of correspondence is given a file number. The assignment of the file number
is logged along with the name of the persons writing and receiving in the letter and a
brief of the subjects involved. The correspondence is filed by number. The same log
number is also recorded on a bond paper which carry on one the name and address of the
individual from whom it came, and on others the subjects it treats.
Anointed Publishing Enterprises
P.O. Box 3253, Manila, Phil.
File No.
03-001
Jan. 01, 2011
Hilario B. Bilen
P.O. Box 3252,
Manila, Philippines 1099
To
From
02-001
03-001
CORRESPONDENCE Log
File No. To
From
Date
Subject
03 – 001 Hilario B. BilenR enQuinez 1-01-’11 Speaking Engagement
141
NAME OF CHURCH
Job Description
Job Title:
Department:
Job Relationships:
Supervised by:
Supervises:
Position summary:
Duties & Responsibilities:
Qualifications:
Education & Experience:
Knowledge, skills and abilities:
Working conditions:
142
DELEGATION
RESPONSIBLE
x
Paul
x
Tony
Steve
James
Luke
x
Mark
Program
Auditorium
Ticket Sales
Promotion
Ushers
Actors
John
Larry
TASK
x
X
x
x
x
x
x
OFFERING
SUMMARY OF RECEIPTS
Date:
Offering:
Envelopes:
General Fund
Mission Fund
Building Fund
P
Total Envelopes
Loose
Grand Total Deposited
Counted By:
143
FINANCIAL SUPPORT OF THE PASTOR
This Proposed for
I.
Ministry-Related Expenses
1.
2.
3.
4.
5.
II.
Year
Automobile Allowance
Convention Allowance
Book Allowance
Continuing Education Allowance
Hospitality Allowance
Protection Benefits
1. Insurance
a. Life
b. SSS
c. Phil. Health Insurance
2. Retirement
Total Benefits
III.
Basic Compensation Personal Support
1. Cash Salary
2. Housing Allowance
Total Compensation
144
Next Year
About the author
Dr. Hilario B. Bilen is the Archbishop of the
Federation of Evangelical Bishop of the Philippines,
Bishop - The Life Giver and Miracle Worker Church,
He is the Graduate School Dean of Manila
Theological College, Professor – Asian College of
Theological Studies and Mission, Advanced School
Leadership, International Bible School, Southeast
Asia Christian College, Asia Harvesters College and
Seminary, Horeb Holiness Seminary
He holds several degrees, such as Bachelor of Arts in Biblical Studies,
Master of Arts in Biblical Studies, Master of Ministry, Master of Divinity,
Doctor of Ministry, Doctor of Letters, Doctor of Divinity and Doctor of
Philosophy. Presently, he is studying and taking up Bachelor of Science in
Social Works.
145