“Managing the household of God” A study on the managerial principles and skills needed in the effective and efficient management of the church as an organization.

Abstract

Church leaders are considered “managers of the household of God” (1 Corinthians 4:1, 2) and responsible to give the transforming message of the gospel its rightful place in the organization of the church as well as in the broader society. Consequently, the church as an organization has the responsibility to formally educate and equip its leaders to manage the church as an organization effectively and efficiently within a growing consumer society and fast-changing contexts. However, the church as an organization has not been studied extensively by management science. Furthermore, the formal education of church leaders through faculties and institutions of theology are also not engaging properly with management science. The research question therefore is whether management science principles and skills do apply to the church as an organization. In addition, if these skills and principles do apply to the church, why has the church as an organization not engaged properly with the principles and skills of management science and why has it not incorporated and applied sufficiently such management science principles and skills that can contribute to managing the church more effectively and efficiently? Through research on the basic definitions and characteristics of organizations, the church was found to be a unique organization whilst sharing some commonalities with other organizations. Therefore, it can be managed and is in need of sound management. Qualitative research on a church denomination in South Africa emphasises the uniqueness of the church as an organization as well as the desperate need for sound management principles and skills within the organization. The basic functions of management remain fundamental to strategic management and therefore need to be applied to the church whilst considering the uniqueness of the organization. In order to present a strategic management framework for managing the church, different strategic management models are considered. The PIC (acronym for Plan-Implement-Check) strategic management framework is designed and applied specifically to the church as an organization, and it presents important principles and skills to assist leaders in the effective and efficient management of the church as an organization. To prove the value of the PIC strategic management framework in the effective and efficient management of the church as an organization, a case study is presented where elements of the PIC strategic management framework are applied to a chosen congregation. The study emphasises the importance of leadership to visualize the strategic direction of the organization. Strategic intent serves as a roadmap to realize the vision and goals set by die organization. However, the true value of the strategic intent as a tool to set direction lies in setting ambitious goals, even far greater than the limitations of resources. Because the church functions within fast-changing contexts and environments and is increasingly influenced by the consumer society, proper analysis of internal as well as external factors that may influence strategic intent need to be identified and addressed. The church needs to react faster to change and be pro-active rather than re-active to change. Tools for strategic analysis and choice are presented to assist church leaders in the effective and efficient management of change in the church as an organization. In order to implement strategy, drivers of and barriers to strategy implementation is identified. Resistance to change is considered as one of the major barriers to implementation that needs effective and efficient management. Strategic leadership is considered as an important driver for implementation, especially when dealing with the volunteer participation of members in the mission of the church as an organization. Pastors as the strategic leaders of the organization should understand that they have been entrusted with the responsibility to influence and transform the lives of people and society. Establishing organizational control, a focus on continuous improvement and recognition as a reward system will assist the church as an organization to evaluate continuously its efforts and ensure future enthusiasm and participation in its mission. Apart from the PIC strategic management framework that adds valuable management principles and skills, the habitat of expectation is also a unique contribution of the study and the platform from where the strategic management process is launched. Expectation challenges the available resources and sets goals even far beyond the initial reach of the organization. Expectation always challenges the status quo and existing resources, and therefore, without expectation, there is no need for strategic management! Within the habitat of expectation, valuable management principles and skills are applied through the PIC strategic management framework to the church as an organization in order to manage the household of God effectively and efficiently.