The document discusses governance, administration, management, and leadership in the context of the church. It defines these terms and distinguishes between them. Governance involves setting direction and strategy, oversight, and accountability. Administration focuses on organizing people and resources efficiently to achieve goals. Management involves planning, organizing, staffing, directing, coordinating, and controlling to implement the work. Leadership is about developing a shared vision and motivating others to achieve it through influence rather than authority. Both administration and management are needed for effective leadership.
2. What is the Church?
◼ COMMUNITY or INSTITUTION
◼ BOTH
– Community: People of God, Disciples,
Clergy
– Institution: Organization, policy, rules,
leadership and goals
3. Two-fold task of Mission
Kerygma (Greek: κήρυγμα,
kérugma) is the Greek word
used in the New Testament
for preaching (see Luke
4:18-19, Romans 10:14,
Matthew 3:1). It is related
to the Greek verb κηρύσσω
(kērússō), to cry or proclaim
as a herald, and means
proclamation,
announcement, or
preaching.
Diakonia - diakonía –
active service, done
with a willing
(voluntary) attitude,
Servant –who waits
at table,
to serve.
4.
5. Missio Dei
God’s reign – both future and present…
- NOW & NOT YET
Jesus spoke of the reality of God’s presence.
“the kingdom of heaven has come near”
(Matthew 4:17, Mark 1:15)
“the kingdom of God is among you”
(Luke 17:21)
“If it is by the Spirit of God that I cast out demons,
then the kingdom of God has come to you.”
(Matthew 12:28)
Jesus spoke of God’s reign yet to come.
“Thy kingdom come…”
David J. Bosch, Transforming Mission: Paradigm Shifts in Theology of Mission,
(Maryknoll, NY: Orbis Books, 2002) 32-33.
6. Diakonia
◼ Diakonia, or the "responsible service of the gospel by
deeds and by words performed by Christians in response to
the needs of people", is rooted in and modeled on Christ’s
service and teachings. The intimate link between the
service of God and the service of humankind is said to be
exemplified for the whole church by the ministry of
deacons (M31).
◼ The Old Testament law provided a variety of ways to
alleviate the sufferings of the poor, and the prophets often
spoke as advocates of the widows and orphans. The early
Jerusalem church practised a form of communism: those
with possessions sold them to benefit those who were in
need. Its own subsequent needs were met in part by
diakonia from gentile churches (Acts 11:27ff.; 2 Cor. 8).
7. ◼ When Constantine tolerated the Christian
Church in the 4th century, the newly legitimized
church set up burial societies, poorhouses, homes
for the aged, shelter for the homeless, hospitals,
and orphanages. These were often funded, at
least in part, from grants from the Emperor.
◼ By Middle Ages the Church had a system for
circulating consumables to the poor: associated
with each parish was a diaconium or office of
the deacon. Monasteries also often served as
comprehensive social service agencies, acting as
hospitals, homes for the aged, orphanages,
travelers' aid stations.
8. ◼ Care for prisoners, convicts and those exiled to
hard labour in mines and pits, etc.;
◼ Assistance in burial of the poor, homeless, lonely
and neglected;
◼ Care for servants in general and those exploited
and oppressed;
◼ Relief to victims of natural disasters and
epidemics;
◼ Assistance in seeking employment;
◼ Care for strangers and offering them hospitality.
9. ◼ A question for the buzz groups:
How are the churches in your country
addressing creatively the challenge of
impoverishment, illnesses (e.g. HIVa), lack
of education, etc..
◼ What are diaconal practices do see or
have observed in your Church or
institution?
10. Diaconic Institution
◼ Jesus had compassion on the poor, the
needy and the sick. He healed the deaf
and the blind and the paralyzed to
proclaim that in him the kingdom of God
had come.
◼ As disciples of Jesus, the Church believes
that they too are called to care for the
poor, the needy and the sick.
11. Healing, Education and Liberation
◼ Hospitals, Schools and Advocacy
◼ Faith-based non-profit organization
– An organization, program, or project
sponsored/hosted by a religious congregation (may
be incorporated or not incorporated);
– A non-profit organization founded by a religious
congregation or religiously-motivated incorporators
and board members that clearly states in its name,
incorporation, or mission statement that it is a
religiously motivated institution
12. Church as an Institution
◼ - It is an organization.
◼ - It has structures.
◼ - It has order and rules.
◼ - It has governance, administration,
management and leadership.
◼ - (e.g. Acts 2:42f; 4:32f; 6:1-7)
13. What is Governance?
◼ The act, process or power of governing
◼ Decision-making processes in the administration of
an organization
◼ A structure that, at least in theory, works for the
benefit of everyone
◼ A structure of relationships and processes to direct
and control the enterprise in order to achieve the
enterprise's goals
◼ Any organization, including the church, that wishes
to exist over time needs to find ways of ordering
its life.
15. Systems of church governance
◼ Episcopal polity is a form of church governance that is
hierarchical in structure with the chief authority over a
local Christian church resting in a bishop.
◼ Presbyterian (or presbyteral) polity is a method of
church governance typified by the rule of assemblies
of presbyters, or elders. It can be described as a
“representative” form of church government.
◼ Congregational polity, often known as
congregationalism, is a system of church governance
in which every local church congregation is
independent, ecclesiastically sovereign, or
"autonomous."
16. 16
◼ Governance – The systems and processes
concerning overall direction, effectiveness,
supervision and accountability of an organization.
◼ Thus, it includes what types of management and/
or administration of the organization.
◼ Governance is how we organize or set up the
institution.
17. ◼ Governance is the process of
providing strategic leadership to an
organization. It entails the functions
of setting direction, making policy and
strategy decisions, overseeing and
monitoring organizational
performance, and ensuring overall
accountability.
18. The six functions of governance are:
◼ • Determining the objectives of the
organisation.
◼ • Determining the ethics of the organisation.
◼ • Creating the culture of the organisation.
◼ • Ensuring compliance by the organisation.
◼ • Requiring accountability from management.
◼ • Designing and implementing the
organisation’s governance framework.
19. Administration
◼ Administration can be defined as the
universal process of organizing people and
resources efficiently so as to direct
activities toward common goals and
objectives.
◼ “Administration defines the goal ;
management strives toward it” –By Oliver
Sheldon.
20. ADMINISTRATION:-
• Is top level function
• Defines goal i.e. Management strives
towards it.
Administration
• It lays down broad goals and objectives for
which the industrial enterprises has been set
up.
• It lays down broad policies and principles for
guidance.
Administration
• It provides direction, guidance and
leadership to all the activities of
the enterprise.
Administration
21. To manage means to accomplish activities and
master routines, whereas to lead means to
influence others and create visions for change.
Bennis and Nanus made the distinction very clear
in their frequently quoted sentence, “Managers
are people who do things right and leaders are
people who do the right thing” (p. 221).
Management was created as a way to reduce
chaos in organizations, to make them run more
effectively and efficiently. The primary functions
of management were planning, organizing,
staffing, and controlling.
Management
22. ◼ Management is getting things done. A manager does not
do any operating work himself but gets it done through
others. He must motivate the subordinates for the
accomplishment of the task assigned to them.
◼ Management is an activity. Management is a process of
organised activity. It is concerned with the efficient use of
resources like men, money and materials in the organisation.
◼ Management is a group activity. Management cannot
exist inde-pendent of the group or organisation it manages. It
is a cardinal part of any group activity and inspires workers to
put forth their best efforts.
◼ BOSE, D. CHANDRA. PRINCIPLES OF MANAGEMENT AND
ADMINISTRATION (Kindle Locations 473-479). PHI Learning. Kindle
Edition.
23. Five functions of management
◼ M1 To forecast and plan,
◼ M2 To organise
◼ M3 To command or direct
◼ M4 To coordinate
◼ M5 To control (monitoring & evaluation)
24.
25. Source: BOSE, D. CHANDRA. PRINCIPLES OF MANAGEMENT AND ADMINISTRATION
(Kindle Locations 569-602). PHI Learning. Kindle Edition.
26. Buzz group
◼ What type of governance do you see in
your institution?
– E.g. male/female, clergy/laity
– Congregational /clerical/ representative
◼ In your institution/church, is management
distinct from administration? Please
describe.
28. What is leadership?
Leadership is a process whereby an individual
influences a group of individuals to achieve a
common goal. (Northouse 2009)
Leadership is a process,
leadership involves influence,
leadership occurs in groups, and
leadership involves common goals.
As process, leadership can be observed in leader
behaviors and can be learned.
29. Components Central to the
Phenomenon of Leadership
◼ Is a process
◼ Involves influence
◼ Occurs within a group context
◼ Involves goal attainment
Leadership
Leaders
➢ Are not above followers
➢ Are not better than followers
➢ Rather, an interactive relationship with followers
30. Leadership & Management
Kotter (1990)
Management
Activities
Leadership
Activities
“Produces order
and consistency”
• Planning & Budgeting
• Organizing & Staffing
• Controlling & Problem Solving
“Produces change
and movement”
• Establishing direction
• Aligning people
• Motivating / Inspiring
Major activities of management & leadership
are played out differently; BUT, both are essential
for an organization to prosper.
31.
32. Administration, Management, and Leadership
(Church Leadership: Vision, Team, Culture, and Integrity by Lovett H. Weems 1993)
◼ Administration is doing things right. If there is a deadline, one
meets it. If there is a prescribed structure, one has it. If there are
stated policies, one keeps them. Administration is policy making.
◼ Management is doing the right things. Management includes such
things as long-range planning, goal setting, selecting priorities, time
management, and budgeting. Policy execution. Management is
Operation.
◼ Leadership is the development and articulation of a shared vision,
motivation of those key people without whom that vision cannot
become a reality and gaining the cooperation of most of the people
involved.
◼ Both administration and management are required for effective
leadership. However, administration and management alone do not
equal leadership. One can administer and manage without vision
and values. It is impossible to lead without vision and values.
Leadership is always a moral act. Genuine leadership is always
values-driven leadership.
33. ◼ Both administration and management are
required for effective leadership. However,
administration and management alone do
not equal leadership. One can administer
and manage without vision and values. It
is impossible to lead without vision and
values. Leadership is always a moral act.
Genuine leadership is always values-driven
leadership.
34. Three viewpoints:
1. Administration is a higher level functioninvolves the overall setting
of major objectives, identifying. This view is expressed by the
American authors, namely Oliver Sheldon, William Newman, William
R. Spriegal and Ordway Tead. They consider administration as a
determinative function and management as an executive function
2. Management is a generic term. This view is expressed by the British
author— Brech. He regards ‘management’ as the generic term for
the total process of executive control in industry. He describes
‘administration’ as that part of management which is concerned with
installation and carrying out of the procedures.
3. Management and administration are synonymous. This view is
expressed by Henri Fayol who is regarded as the real originator of
management. He makes no distinction between the terms
‘management’ and ‘administration’. Both of them are synonymous
and used inter-changeably.
BOSE, D. CHANDRA. PRINCIPLES OF MANAGEMENT AND ADMINISTRATION (Kindle Locations 542-556). PHI Learning. Kindle Edition.
35. ◼ Hunter (2000:26) applies the distinction between
leadership, management and administration to the
context of the church as follows:
◼ “A leader communicates the church’s vision, purpose,
and direction and mobilizes people’s energy in support
of it. A manager deploys people (and resources),
through specific roles, jobs, and tasks, to achieve the
mission’s purpose and sees to it that the organization
permits and helps the people to succeed. An
administrator facilitates the workflow of the
organization and attends to its efficiency. The
obsession of the first role is direction, the second is
effectiveness, and the third is efficiency.”
36. ◼ Although there is a clear distinction
between leadership, management and
administration, successful organizations
need all three functions (Kozak 1998).
Dreams and visions (leadership) need to
be implemented in structures
(management), and resources need to be
utilized effectively and efficiently
(administration) in turning dreams into
realities.
