COGICCOGICChurch AdministrationChurch Administration

Module 3Module 3

Strategic Planning inStrategic Planning in

AdministrationAdministration

Organization and Organization and PlanningPlanning

Organization and PlanningOrganization and PlanningGangel discusses organization against the backdrop of Gangel discusses organization against the backdrop of

Nehemiah and his efforts to rebuild (pp. 63):Nehemiah and his efforts to rebuild (pp. 63): Prayer – Prayer – foundational for determining God’s timingfoundational for determining God’s timing Priorities – Priorities – determining order of importance for determining order of importance for

implementing objectivesimplementing objectives Preparation – Preparation – Assessment of strengths, weaknesses, Assessment of strengths, weaknesses,

opportunities, and threats (SWOT) and team assemblyopportunities, and threats (SWOT) and team assembly Planning – Planning – Link mission to objectives and tasksLink mission to objectives and tasks Decentralization – Decentralization – essential for survival and for essential for survival and for

equipping saints for ministry (Eph 4:8-10)equipping saints for ministry (Eph 4:8-10) Delegation – Delegation – releasing work and authority to others releasing work and authority to others

(not natural for leaders!)(not natural for leaders!)

Cont…

Organization and PlanningOrganization and Planning

Central to the process of organization is Central to the process of organization is goal-setting (pp. 85-89):goal-setting (pp. 85-89):

Management TeamManagement Team links mission with a links mission with a set of objectives, priorities objectives, set of objectives, priorities objectives, determines broad goals to achieve determines broad goals to achieve objectives, and breaks down the goals objectives, and breaks down the goals into measurable and time-specific tasksinto measurable and time-specific tasks

Cont…

FOUR STAGES OF GOAL-SETTING

OBJECTIVES

GOALS

a

b

c

d

e

Implementation Steps

or

Realization Procedures

1

2

3

4

5

A

B

C

D

E

Mission

(Purpose)

Organization and PlanningOrganization and Planning

The nature of goal-setting (pp. 89):The nature of goal-setting (pp. 89): All organizations have goals – they must be All organizations have goals – they must be

written and understood to work them properlywritten and understood to work them properly All organizations have structures to implement All organizations have structures to implement

goals – they must be understood and designed goals – they must be understood and designed to implement with efficiencyto implement with efficiency

All organizations have administration and All organizations have administration and management – they must be defined and management – they must be defined and empowered with clear mission and authorityempowered with clear mission and authority

Cont…

Organization and PlanningOrganization and Planning

The aim is to become goal-oriented rather than The aim is to become goal-oriented rather than problem oriented! How can I tell where we are problem oriented! How can I tell where we are at? (pp. 89):at? (pp. 89):

How is change initiated: is it planned or How is change initiated: is it planned or because of the need to react to problems?because of the need to react to problems?

What causes change to take place – you or the What causes change to take place – you or the circumstances?circumstances?

How are free-thinkers viewed – a threat or an How are free-thinkers viewed – a threat or an asset?asset?

What takes up most of your time in business What takes up most of your time in business meetings – goals and communication or meetings – goals and communication or problem-solving?problem-solving?

Cont…

Effective PlanningEffective Planning

Gangel uses “Gray’s Visionary Planning Box” to Gangel uses “Gray’s Visionary Planning Box” to represent a holistic strategic planning flow. It represent a holistic strategic planning flow. It has three dimensions (pp. 105 - 108):has three dimensions (pp. 105 - 108):

Planning ElementsPlanning Elements: Vision (the big picture); : Vision (the big picture); Utilization (delegation); Flexibility (“Plan B” and Utilization (delegation); Flexibility (“Plan B” and contingency)contingency)

Planning TimePlanning Time: Tactical (less than 3 months); : Tactical (less than 3 months); Strategic (3 – 18 months); Conceptual (18+ Strategic (3 – 18 months); Conceptual (18+ months)months)

Planning ComponentsPlanning Components: Finances, Physical : Finances, Physical Plant, Personnel, Volunteers, Ministry Plant, Personnel, Volunteers, Ministry considerationsconsiderations

Cont…

GRAY’S VISIONARY PLANNING BOX

Effective PlanningEffective Planning

It is important that different leadership roles relate It is important that different leadership roles relate to the planning process in a time specific to the planning process in a time specific manner that is appropriate for their specific manner that is appropriate for their specific function and gifting (pp. 112 - 113):function and gifting (pp. 112 - 113):

Senior leadership should be highly focused on Senior leadership should be highly focused on long-range visionlong-range vision

Senior management should be focused on Senior management should be focused on shorter range objectives, appropriate for the shorter range objectives, appropriate for the level of the person’s role and responsibilitylevel of the person’s role and responsibility

Cont…

PLANNING REQUIRES AN APPORTIONING OF THINKING TIME

TODAYTODAY 1 WEEK1 WEEK 1 MONTH1 MONTH 3-6 3-6 MONTHSMONTHS 1 YEAR1 YEAR 2 YEARS2 YEARS 3-4 3-4

YEARSYEARS5-10 5-10

YEARSYEARS

1%1% 2%2% 5%5% 17%17% 15%15% 25%25% 30%30% 5%5%

2%2% 4%4% 10%10% 29%29% 20%20% 20%20% 13%13% 2%2%

4%4% 8%8% 15%15% 38%38% 20%20% 10%10% 5%5%

6%6% 10%10% 20%20% 43%43% 10%10% 9%9% 2%2%

10%10% 10%10% 25%25% 39%39% 10%10% 5%5% 1%1%

15%15% 20%20% 25%25% 37%37% 3%3%

38%38% 40%40% 15%15% 5%5% 2%2%

POSITION

President (Pastor)

Vice President (DCE)

Works Manager (S.S. Supt.)

Superintendent (Div. Supt.)

Dept. Manager (Dept. Manager)

Section Super. (Teacher)

Group Super. (Teacher)

Motivating OthersMotivating Others

Motivating OthersMotivating Others

Leadership involves the use of influence to motivate others. Leadership involves the use of influence to motivate others. It is important to know how to effectively and morally It is important to know how to effectively and morally motivate others (pp. 166-174):motivate others (pp. 166-174):

People can be pressured into doing something, but this People can be pressured into doing something, but this is not biblical or most efficientis not biblical or most efficient

Voluntary action, motivated by mutually accepted, well Voluntary action, motivated by mutually accepted, well communicated goals is idealcommunicated goals is ideal

I do not seek to impose, but rather release people to I do not seek to impose, but rather release people to move in a directionmove in a direction

The most effective motivation is a need met that The most effective motivation is a need met that produces satisfaction for the person being motivated produces satisfaction for the person being motivated and a positive result that is a reward unto itself!and a positive result that is a reward unto itself!

Cont…

WHY DO PEOPLE DO THINGS?

DURESS

COMPULSION

COERCION

DUTY

OBLIGATION

EXPECTATION

DESIRE

FULFILLMENT

Too much motivation for ministry in the local church centers right in the middle.

◄ IN

VOLUNTARY V

OLUNTARY ►

Problem SolvingProblem Solving

Delegation and Problem SolvingDelegation and Problem Solving

Effective administration demands excellent delegation (pp. Effective administration demands excellent delegation (pp. 177-183):177-183):

Delegation does not come naturally to leaders, mainly Delegation does not come naturally to leaders, mainly for ego reasons that are emotional rather than rational!for ego reasons that are emotional rather than rational!

Delegation to qualified people is essential for survival Delegation to qualified people is essential for survival and efficient administrationand efficient administration

When delegating: delegate confidently, define exact When delegating: delegate confidently, define exact expectations, facilitate flow of resources, and define expectations, facilitate flow of resources, and define and control feedback systemsand control feedback systems

Delegating ensures your survival, administrative and Delegating ensures your survival, administrative and organizational efficiency, and a legacy for your organizational efficiency, and a legacy for your leadership: What can I give away today that someone leadership: What can I give away today that someone else can do?else can do?

Cont…

Delegation and Problem SolvingDelegation and Problem Solving

Effective management always seeks to Effective management always seeks to move from a problem solving orientation move from a problem solving orientation to a goal-oriented motivation within the to a goal-oriented motivation within the organization (pp. 188):organization (pp. 188):

Problems are a fact of life and are Problems are a fact of life and are actually opportunitiesactually opportunities

Think of problem-solving in terms of a Think of problem-solving in terms of a process with discrete steps:process with discrete steps:

Cont…

PROBLEM-SOLVING PARADIGM

STEP 1:Classifying and Defining the Problem

STEP 2:Developing Criteria for a Successful Solution

STEP 3:Generating Alternatives

STEP 4:Comparing Alternatives to Criteria

STEP 5:Choosing an Alternative

STEP 6:Implementing the Decision

STEP 7:Monitoring the Decision and Getting Feedback

Conducting Effective Conducting Effective MeetingsMeetings

Delegation and Problem SolvingDelegation and Problem Solving

Gangel has an excellent section on meetings (pp. Gangel has an excellent section on meetings (pp. 273-289):273-289):

Meetings can be a valuable time for team-Meetings can be a valuable time for team-building, communication, visioneering, goal building, communication, visioneering, goal setting, etc.setting, etc.

Meetings must have a specific purpose and be Meetings must have a specific purpose and be run well if they are to be an efficient use and run well if they are to be an efficient use and investment of timeinvestment of time

Knowing the kind of meeting you want to have Knowing the kind of meeting you want to have and what its purpose should be is essential to and what its purpose should be is essential to an effective meetingan effective meeting

Cont…

TYPES OF MEETINGS

IF THIS IS THE TYPE OF MEETING… …THIS STYLE IS BEST SUITED

1. INFORMATION GIVING

Such as: addressing a civic group, making year-end report to employees, explaining a directive to the staff.

2. INFORMATION COLLECTING

Such as: interviewing new employees, hearing union committee opinions, getting staff member reports.

3. DECISION MAKING

Such as: establishing new pricing policy, planning a cost-reducing program, setting up the work schedule.

AUTOCRATIC: Because it’s from you to them with little need for reaction from them or further explanation.

SHARED (a better word for “democratic”): Because lots of participation is important to get the facts out. Members stimulate each other.

SHARED: Because almost every member can perform useful functions and members need to become committee to follow-up action.

Continued…

TYPES OF MEETINGS (cont.)

IF THIS IS THE TYPE OF MEETING… …THIS STYLE IS BEST SUITED

4. DECISION SELLING

Such as: getting staff members to accept new organization set-up passed down by the board (not open to questions); getting subordinates to go along with your decision on capital-equipment policy.

5. PROBLEM SOLVING

Such as: figuring out how to handle a difficult customer, helping each other on best ways to hold talks with subordinates.

AUTOCRATIC: As far as any questioning of the decision (which has already been made but SHARED as far as carrying out the decision—because intelligent individual commitments to action are needed.

SHARED: Because it calls for flexibility and the use of all resources available.