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Church Administration

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Title: Church Administration


1
Church Administration
  • Adapted from a manuscript by
  • Larry G. Hess

2
Introduction
  • Successful church administration requires the
    involvement of the congregation in discovering
    and committing to the mission and purpose of the
    church.
  • Effective organization and administration enables
    the church to utilize all her resources and
    personnel in fulfillment of the mission of making
    God's love known to all people.

3
Introduction
  • The local church must be both God-centered and
    people-oriented.
  • We, first of all, acknowledge God as our source
    and strength in all we do.
  • Secondly, we recognize that ours is a ministry to
    people so that God's love and grace may be known
    and experienced.

4
Introduction
  • A person-oriented approach emphasizes the
    importance of interpersonal relationship as a
    means of communicating the Gospel and caring for
    the needs of people.
  • The purpose and the mission of the church is to
    provide an opportunity for individuals to come to
    a saving knowledge of Jesus Christ, to develop a
    personal relationship with the Holy Spirit, and
    to be involved in a supportive fellowship as a
    disciple of Jesus Christ.

5
I. Philosophy
  • The Biblical formula for ministry is contained in
    Colossians 19-12, which calls the church to
    prepare people for a productive purpose.

6
II. Mission
  • We are to present the essence of the faith and
    the fulfillment of the mission of the church by a
    personal experience with Jesus Christ, by the
    preaching of His Word, and by becoming living
    examples of His love and grace.

7
III. Administrative Concepts
  • People are more important than programs or
    structure.
  • Each person in the body of Christ has a function
    or ministry to perform.

8
III. Administrative Concepts
  • The ultimate aim of church leaders should be that
    of serving rather than that of being served.
  • Leaders must be willing to accept responsibility
    for directing the ministries of the local church.

9
III. Administrative Concepts
  • Lay leaders must be developed to share
    responsibility for ministry.
  • A clearly defined administrative structure is
    essential.
  • All positions in local church ministry are
    important.
  • Policies of administration need to be written and
    communicated openly.

10
III. Administrative Concepts
  • Delegating responsibilities to others is a vital
    part of administrative leadership.
  • Developing, motivating, and staffing lay leaders
    in positions of responsibilities is one of the
    most important functions of pastoral leadership.

11
IV. Administrative Process
  • Local church administration demands a clear
    understanding of the purposes and Biblical
    mandates for the church.
  • Leaders must make important decisions concerning
    the activities and programs undertaken by the
    church.

12
IV. Administrative Process
  • Each church should have specific goals moving her
    forward.
  • These goals and objectives must be constantly
    re-evaluated.

13
IV. Administrative Process
  • Leaders must be careful about the selection of
    the specific means used to reach their goals and
    bring about the desired results.
  • Church administration should coordinate the
    various resources within the local church to move
    forward in the direction of the common goal(s).

14
IV. Administrative Process
  • Administrative leadership attempts to bring unity
    and harmony to the myriad of activities taking
    place in a local church.

15
IV. Administrative Process
  • Alvin Lindgren suggests the following five steps
    as being basic to the administrative process
    within the church.
  • A. Recognizing the need
  • B. Planning
  • C. Organizing
  • D. Stimulating and Implementing

16
V. Church Administration and Automation
  • Administration involves many functions and
    responsibilities, all designed to fulfill the
    mission of the church and to promote growth.
  • Automation in church administration is essential
    today. A church must be structured to maintain
    many small groups and their ministries.

17
V. Church Administration and Automation
  • An example of the administration challenge is to
    keep up with people and to prevent people from
    dropping out because they feel disconnected.
  • Follow-up procedures for prospective members are
    vital.

18
V. Church Administration and Automation
  • 85 of visitors contacted within 36 hours return.
  • 60 of visitors contacted within 72 hours return.
  • Initial contacts made by volunteers are twice as
    effective as those made by paid staff members.
  • Usually takes 6-10 contacts before prospect joins
    church generally this also includes attending
    3-4 worship services.

19
V. Church Administration and Automation
  • 75 of the new members retain their active
    participation one year later if they were quickly
    assimilated into small groups choir, classes,
    etc.
  • 15 of the church income should finance outreach.
  • 8 of 10 people joining a church first came as a
    result of small group activities -- Bible study,
    sports, etc.

20
V. Church Administration and Automation
  • For every 100 members, there should be 100
    prospects.
  • Growing churches have a ratio of 225 prospects
    for every 100 members.
  • A church will not grow beyond its ability to care
    for its people and involve them in productive
    ministry.

21
VI. Priority/Time Management
  • In order to be effective pastors, we must be
    effective, organized leaders.
  • Priority management takes thought, practice, and
    constant attention to details of personal
    behavior and personal relations.

22
VI. Priority/Time Management
  • Personal Change and Growth
  • Successfully managing our lives often requires a
    paradigm shift.
  • We can't run away from change, because there's no
    place we can run that's beyond the range of
    change.

23
VI. Priority/Time Management
  • Executing the Priorities
  • Plan the work and work the plan
  • Plan do check act Quality
  • Do it right the first time.

24
VI. Priority/Time Management
  • It is essential that we prioritize our lists and
    learn to live with the end in mind.
  • Spiritual and emotional burnout comes from a lack
    of balance and management.

25
VI. Priority/Time Management
  • Ministers need to learn how to focus on high
    priorities and at the end of the day turn off the
    professional switch and go home and balance
    family responsibilities.

26
VI. Priority/Time Management
  • Every minister needs a good time management
    organizing system in order to keep up with
    appointments and all kinds of communication
    responsibilities.
  • Ministers need to learn how to block out time for
    planning, organizing, prioritizing, etc.

27
VI. Priority/Time Management
  • Managing People and Building Teams
  • So often ministers come across as autocratic
    leaders, as bosses in charge and in control.
  • Many people today are exposed to new methods of
    quality management and team building.

28
VI. Priority/Time Management
  • Laity must be allowed and trained to be more
    involved in the details of ministry.
  • We must take positive steps to break down the
    walls of mistrust and competitiveness.
  • As leaders, pastors must learn how to help people
    become jointly accountable for ministry.

29
VI. Priority/Time Management
  • We must get organized and maintain a productive
    environment. We should always ask ourselves
  • "Is this really important?
  • "What is the priority here?
  • "Am I listening to people and do I really
    understand?
  • "How am I coming across to people?"

30
VI. Priority/Time Management
  • New Skills for a New Era
  • Education and ministerial development are a must
    today.
  • The twenty-first century church requires
    ministers who can make sound judgments,
    communicate effectively, care compassionately,
    discover solutions quickly, think strategically,
    manage people, use time wisely, make disciples,
    and maintain credibility.

31
VI. Priority/Time Management
  • Beat Procrastination
  • Preparation and time management is vital.
  • Procrastination and indecision are among the top
    three time-wasters faced by ministers.
  • Planning is bringing the future into the present
    and doing something about it now.

32
VI. Priority/Time Management
  • Get Organized
  • Remember the four (4) D's concerning details
  • Do, without excuse, those little items.
  • Delegate without hesitation.
  • Date and file, without reluctance, items
    currently being worked on.
  • Discard, without sentiment, those items that have
    little or no value.

33
VI. Priority/Time Management
  • Start each new day with faith in God and with an
    open mind.

34
VI. Priority/Time Management
  • SUGGESTIONS
  • Start each day by reviewing your appointments,
    schedule of tasks, list of to-do, etc.
  • Prioritize your to-do's into a list of A's -
    highest priority and B's - lowest priority. Then
    prioritize your list of A's and then your B's.
    Be sure to bring forward today any items not
    completed yesterday.

35
VI. Priority/Time Management
  • Block out on your appointment calendar special
    sections of time to accomplish your A's and B's.
  • Always allocate priority time when completing an
    important task.
  • Eliminate mind clutter by writing down the task
    as soon as you decide to do it.

36
VI. Priority/Time Management
  • Time-activate everything possible so you will be
    reminded
  • what to do
  • when to do it
  • where the information is that you need.
  • G. Be realistic in setting deadlines. Allow for
    interruptions and for the unknown.

37
VI. Priority/Time Management
  • H. Break the urgency habit. Not every problem or
    task has to be resolved immediately.
  • I. Set aside the earliest part of the day for the
    most important functions, when possible.
  • J. Limit time spent in counseling, if possible.
    Limit meetings and phone calls in the mornings so
    that this time can be given to your most
    important priorities.

38
Conclusion
  • The keys to effective church administration and
    personal time management are in possessing the
    necessary desire and commitment to details to
    implement the many resources available today.
  • Good leadership and stewardship demand
    responsible handling of the administrative tasks
    of the church.

39
Conclusion
  • Effectiveness and efficiency has to do with how
    we spend our time and how well we organize and
    develop a team of people to administer the church
    for the glory of God.
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