Church Management

Miuniv > Church Management
Church Management

STUDENT’S GOAL

copyright © 2008
PBI Publication
All Right Reserved

Answer the following as you read

Mastering Church Management

by Don Cousins, Leith Anderson, and Arthur DeKruyter

Introduction

  1. Pastors must learn to .
  2. Pastors must gain .
  3. Pastors must develop expertise in and .
  4. Pastors must diplomatically ways for people to work .
  5. Pastors must learn to exegete culture to plan .
  6. A pastor who manage the ministry will find it filled with frustration and .
  7. The best management with no Spirit equals .
  8. If all truth is God’s truth, then the Spirit can the church’s ministry through sound practices.
  9. Leith Anderson said “We’re far more concerned that people fellowship, discipleship, and evangelism than that they can it.”
  10. One comes away from Willow Creek with a new understanding of the proverb: The man who it cannot be done should not the man doing it.
  11. You have to pay attention to things, or problems will result.

Go ye therefore, and teach all nations, baptizing them in the name of the Father, and of the Son, and of the Holy Ghost.

— Matthew 28:19

Save Answers

Many a church thinks it needs a new pastor when it needs the same pastor renewed.

—Vance Havner

—1 Cor. 12:27-28

Take heed therefore unto yourselves, and to all the flock, over the which the Holy Ghost hath made you overseers, to feed the church of God, which he hath purchased with his own blood.

— Acts 20:28

Part One

The Big Picture

Chapter One
Grooming the Organization

  1. Administration— the affairs of a church— often spells the between pastoral effectiveness and ineffectiveness.
  2. A leader needs the to assess accurately the current of the organization, to say, “This is where we are .”
  3. A leader needs the and understanding to add, “And this is where we need to .”
  4. A good leader knows how to bring together the people and resources needed to the organization from where it to where it needs to .
  5. Ministries need regular and sometimes even .
  6. A person insecure about laboring in will find management an unsatisfying, thankless task.
  7. Good management rarely occurs in an interpersonal .
  8. “Giving people an to discover, develop, and use their gifts in ministry is doing them a They gain the of being God’s instruments”, says Don Cousins.
  9. A manager is in a position to reaffirm , and direction for a ministry.
  10. Sometimes ministries need a whole direction.
  11. Good management enables a church to meet it couldn’t meet otherwise.
  12. Careful management leads to , to increased resources, to new and ultimately to more people’s being met.
  13. Good management the number of people a church can reach.
  14. Signs of a well-managed church include:
    A. A clearly purpose.
    B. A widely purpose.
    C. who understand their unique .
    D. A that works.
    E. integrity.
    F. A well- -for “Main Street.”
  15. The life of a church will be only as directed as its , only as orderly as its philosophy and
  16. In the well-managed church, the individual players not only know the overall , they also know exactly what they can do to to the goal.
  17. The effective manager keeps and experimenting with strategy until the ends of the church are met in a God- way.
  18. How money is handled also makes a statement to the community.
  19. Another sign of good management is a , clean, and facility, especially those areas people pass through on Sunday morning—Main Street.
  20. Pastors not gifted in church leadership have two options:
    A. someone else to manage the church
    B. to do it themselves.
  21. Why should a pastor be concerned with management?
    A. deserves our best.
    B. Pastoral management best God’s .

    22. Review

    Check the correct answer.

  22. He had the discernment to assess Jerusalem’s situation correctly.
    A. Nehemiah B. John
    C. Job
  23. Leadership is measured in great part by its ability to generate and direct what?
    A. discouragement B. movement
    C. leisure time
  24. Good managers delegate responsibilities to those who can do the tasks with:
    A. anger B. without help
    C. joy and excellence
  25. B priorities are the tasks that:
    A. can not be delegated B. support main priorities
    C. are at top of list
  26. The breadth and depth of an organization’s work depends on how it is:
    A. managed B. financially supported
    C. structured
Save Answers

Chapter Two
Stewardship of Power

  1. In a church, the stewardship of is important than the stewardship of money.
  2. Power is fiduciary— to ministers by God and to them by the people they lead.
  3. Power is a to be used on behalf of the church.
  4. Accountability means pastors must be with the board. They must never be covert or keep .
  5. To as a team, staff members and ministers have to the power for which each of them has jurisdiction.
  6. List several steps that are helpful in practicing the proper stewardship of power:
    A. Discover the church’s of power.
    B. Discuss the
    C. Ask for in managing power.
  7. Wisely and patiently discovering the of power will help closed doors.
  8. If a pastor can help individuals with power see the importance of the of power, the whole church is .
  9. There are times when a minister’s is to be used directly and , to uphold church doctrine or to be faithful to church policy.
  10. Power is a Good of power requires that it is used with tact and .

    11. Review

    11 Answer the following either T (True) or F (False).

    A church is an organism, not an organization
    Ministers have the obligation to manage the authority and power handed them.
    When people have given special gifts, it’s easy to afford those people special treatment.
    The rules of the organization must be observed with exceptions.
    Even the best managers will fail if their church will not share power.
    Power usually resides in groups.
    Not all pastors are equally gifted in managing power.
    Learning to manage takes time and may require ministers to seek guidance.

A good leader inspires other people with confidence in him; a great leader inspires them with confidence in themselves (and God).

The Christian church is not a congregation of righteous people. It is a society of those who know they are not good.

—Dwight E. Stevenson

Save Answers

The real unity of the church must not be organized, but exercised.

—Johannes Lilje

The church is the only cooperative society in the world that exists for the benefit of its non-members.

—William Temple

Chapter Three
Staying People Centered and Purpose Driven

  1. Administration consumes the largest amount of time— percent.
  2. Every task, no matter how routine, is based in people.
  3. Management becomes a thing when it is people centered and purpose driven.
  4. A clear church purpose also gives direction and to pastors.
  5. People need to understand the from which the church is .
  6. The role of the pastor is to identify the immediate and place the most people there.
  7. One of the manager’s tasks is to to people and try to use those constructively.
  8. What the church needs is for people to be involved in .
  9. A force keeps structures lean because it disbands when its has been accomplished.
  10. Committees become more effective and when they are involved in the decisions they make.
  11. A pin is someone who serves to connect two groups.
  12. The pastor ought to master the and become expert in the that govern the life of the church.
  13. Many pastors have not had positive administrative .
  14. The manager of any organization needs to understand that it takes to win that allows for significant change.
  15. Administration does not have to be perceived as a on ministry.
  16. Once the church’s primary mission is established, is essential to the church to fulfill that purpose.

Review

3.17 Answer the following either T (True) or F (False).

Managing is ministering to people.
Committee meetings are people getting together around a task.
The place for a congregation’s best people is on the governing board of the church.
Complaints have proven a good source of ideas.
There is no value in organization for organization’s sake.
Nobody’s ministry should be exclusively in governance.
Groups larger than ten distribute the decision.
A constitution is not a static document.
Change, even positive change, creates stress.
Save Answers

Part Two

The Tasks

Chapter Four
The Many Sides of Administration

  1. To master church management, one must master
  2. When creating or implementing a program, people need to be to support it with their time, , and treasures.
  3. Effective motivators talk in language rather than in abstract detail.
  4. Those who direct the ministries of the church find themselves charged with people’s And comes from picturing what God wants to do.
  5. The wise administrator will take the initiative to set but never form those goals in .
  6. With some honest and skillful -relations work, we can our goals better, unnecessary conflict, and vital support.
  7. Highly motivated people are attracted by great .
  8. A administrator establishes the goals for a congregation and then works to develop a path to reach those goals.
  9. Pastor-administrators motivate people, set , organize, and .
  10. Pastors can do anything and everything that helps the flourish and reach out to its neighbors in the name of .

Review

4.11 The many sides of pastoral administration include:

A. An administrator to higher .
B. An administrator talks in .
C. An administrator pursues —prudently.
D. An administrator sets goals.
E. The administrator works .
F. An administrator thinks about vital .
G. An administrator .

church administration is ministry, not methods. It’s people, not paperwork.It’s human processes, not inhumance policies. It’s management, not manipulation.

—Robert D. Dale

Save Answers

A man with the vision of God is not devoted simply to a cause or a particular issue but to God Himself.

—Oswald Chambers
(1874-1917)

A vision without a task is a dream; a task without a vision is drudgery; a vision and a task is the hope of the world.

The Christians who have turned the world upside down have been men and women with a vision in their hearts and the Bible in their hands.

—T.B. Maston

Chapter Five
Looking to the Future

  1. As soon as people walk into a church, they can tell if it is oriented toward the or the .
  2. It takes a great deal of and courage for a pastor to the direction people look.
  3. Vision is in God. God transcends time: He is the God of the , but repeatedly in Scripture He is the God of the .
  4. Churches don’t longingly remember and conflicts; they grow nostalgic over past and expansions.
  5. A church the burden of past success when it focuses instead on present .
  6. Most people are not persons of .
  7. To move forward a church needs only a people of vision—ideally, a and one or two people.
  8. A church’s few persons with vision may not be on the cutting edge, but if they are to , evaluate ideas, and some of them, they can the church forward.
  9. Every organization needs someone who looks out the , outside the , to the world and to the future. A pastor helps the congregation by looking the window.
  10. A congregation won’t follow a pastor in looking forward unless it that pastor, and building takes time.
  11. As a pastor hard inside the given structures, the congregation the trust that later allows the pastor to lead people forward.
  12. Planning doesn’t receive much , at least not nearly as much as direct ministry does.
  13. Which areas must every pastor give direct hands-on attention to?
  14. Vision must translate into specific strategies:
    A. Have people think year, not this year.
    B. Spend time as a anthropologist.
    C. Plan for rather than problems.
    D. Emphasize rather than structure.
  15. Living week to week consumes for ministry. Planning ahead ministry, and that moves a congregation forward.
  16. Pastors benefit from keeping their ear to the ground of .
  17. In an increasingly pluralistic society, it’s wise to offer .
  18. Being oriented is not the end; it is only one means to the end of missions.
  19. Christians are provisional in the sense that they haven’t arrived, but they are to live as a race of believers.

    20. Review

  20. Who said “It is enormously important which direction people are looking. But how can we move from looking backward to looking forward?”
  21. Who read Plato’s Republic when he was in his nineties?
  22. Who developed a vaccine for polio?
Save Answers

Chapter Six
Starting Ministries Successfully

  1. In ministry it’s difficult to how well we’re doing, so we tend to work hard, pray hard, and then just that the “ line” will turn out to God’s liking.
  2. Always start with . Any endeavor that works seems to require a strong .
  3. Every undertaking starts with a leader.
  4. The first task to start a ministry is to determine the primary of the ministry.
  5. Having a focus also benefits workers by helping them their effectiveness.
  6. The think tank’s second task is: to establish a of ministry.
  7. Before we can form a workable strategy for accomplishing our single task, we need to ask two questions:
    A.

    B.


  8. If we can change their of God, chances are we can change their to God.
  9. It takes time to formulate a philosophy of ministry, and it will never happen unless leaders sit down and talk through the right questions:
    A. What’s about the we want to reach?
    B. What them?
    C. What turns them ?
    D. What ?
    E. What work?
    F. Are we ministry to be most effective?
  10. 6.10 Determining the philosophy of ministry often results in a long list of and The next step is to synthesize them into a plan and then set .
  11. A type ad that looks and addresses their needs grabs the nonchurched’s attention.
  12. Identifying a leader, determining a , and formulating a and strategy are the parts of ministry. The part is actually making the ministry happen.

    13. Review

  13. List the five steps outlined in the chapter used to launch ministries that work.
    A. Build on , not need.
    B. Settle on purpose.
    C. Determine a of ministry.
    D. Establish a
    E. Direct the

Vision encompasses vast vistas outside the realm of the predictable, the safe, the expected.

—Charles R. Swindoll

leaders are ordinary people with extraordinary determination.

“If a ministry’s philosophy is truly based on the Bible, the Spirit has what He needs to unify pliable hearts.”

—Author unknown

Save Answers

“Focus on how giving to the church will help people find true joy in their financial, spiritual, and worship life rather than telling them what they need to give in order to help keep the church going.”

—Bruce Anderson

“Model financial stewardship in church and home. Pastors who have money problems of their own are understandably reluctant to address financial issues. The best teachers are people who live what they teach.”

—Bruce Anderson

Chapter Seven
Overseeing Church Finances

  1. A church doesn’t need as much as it needs .
  2. When people the integrity of a ministry, they willingly to it.
  3. As people see the way ministers their own and the church’s , this will determine whether they trust the minister and whether they will gladly to the church.
  4. Ministers need to be aware of the church’s situation.
  5. 7.5 Any minister can church finances effectively. But first they need to recognize their and and oversee accordingly.
  6. Ministers who give not only create a climate of giving, but their also will build trust like nothing else can.
  7. The pastor’s role is at the beginning of the budget process.
  8. The pastor who can monitor the budget at the earliest stages will political wrangling and team play.
  9. Don’t expect people to someone who is not a giver, and don’t expect people to if the leaders of a giving program do give themselves.
  10. Integrate people and people.
  11. It can be extremely for a board to manage money in a Christian way unless the pastor the principles of Christian stewardship within them.
  12. The major cause of between a congregation and board is that a few are policy to the will of the majority.
  13. policies help prevent preferential treatment and help build trust.
  14. Commitment to the program must remain if a congregation is to continue to give to the church.
  15. of funds is the one thing that can a congregation the most and undercut years of trust.
  16. When addressing a suspected person beginning with directs their anger away from the minister. He is not confronting them; the are.
  17. Respond to misappropriation both as the person’s and the church’s .
  18. One of the best things a minister can do for the person is to call him some time later and him to do something for them.

    19. Review

  19. Answer the following either T (True) or F (False).
    By addressing the trust issue, a church has taken a major step toward financial health.
    Not every pastor has financial responsibilities.
    Crisis is the wrong time to begin training.
    The budget belongs to the church board.
    The board must establish and stick to its policies.
Save Answers

Chapter Eight
Overseeing the Building and Grounds

  1. things say a lot. The seemingly elements of a church’s building and grounds also say a lot, particularly to .
  2. Church facilities have the potential to , or to communicate an message.
  3. At their best church facilities can God and invite people into Christian fellowship.
  4. Several guidelines can help establish the level of pastoral involvement in building and grounds.
    A. Delegate but demonstrate interest.
    B. Concentrate energies on areas that relate to duties.
    C. Become in the areas of pressing concern.
  5. A pastor needs to communicate specific concerning aspects of the building that affect .
  6. Decisions on furnishings call for pastoral involvement.
  7. Pastors don’t need to be about every area of the building and grounds. But they need to become in the subjects currently under discussion.
  8. Emphasize that the building is responsibility.
  9. The worship center ought to like a worship center, classrooms like classrooms, offices like , and nursery like a .
  10. Color has ; it makes emotional impressions and has implications that need to be considered.
  11. The most important areas in making a church building attractive to visitors, are the restroom and the .
  12. It’s vital that the be attractive.
  13. Higher ceilings give a less-confining feel, and wider permit tables for coffee and refreshments.
  14. Consultants say that facial expressions can be seen from a distance no greater than feet.
  15. The key acoustical challenge for churches is to provide an environment that serves both and .
  16. To make people feel comfortable, it’s important to insure their .
  17. lead to a better facility and savings in not having to expensive projects.
  18. One type of “free consulting” is to other churches.
  19. Pastors need to deal with two key concerns that people have about buildings.
    A. front-end
    B. ministry maintenance
  20. What three ways help ease the friction between those responsible for the building and those responsible for the mission of the church?
    A. Explain to the maintenance staff that the building is not a ; it is for ministry.
    B. many of the custodian’s .
    C. Incorporate the in the larger ministry.

    21. Review

    Check the correct answer for each of the following questions.

  21. Where do pastors usually council people?
    A. worship center B. their office
    C. hallways
  22. Church facilities should be:
    A. consistent with the purpose of the church B. low priority
    C. only the minister’s responsibility
  23. The hardest time to get someone into the building is:
    A. on Sunday B. the last time
    C. the first time

“EXCEPT THE LORD BUILD THE HOUSE, THEY LABOUR IN VAIN THAT BUILD IT.”

—Psalm 127:1

“I don’t think we ought to be aiming for grand or ostentatious buildings, but it can reflect badly on the message if the building is cold, smells musty and looks generally uncared for.

“It might give the impression that you don’t care much for the people who sit in the pews week by week, or for the community in which the building situated.“

—Author unknown

“You don’t need a building at all... but given that we use buildings, I think it should generally come under the attitude which we should have in all things: give our best to God. If we value excellence, then when doing something we should do it well, and that would include the design, the building, the materials, and the upkeep.”

—Author unknown

Save Answers

Those that are good ministers themselves wish that there were more good ministers, for there is work for more. It is common for tradesmen not to care how few there are of their own trade; but Christ would have the labourers in his vineyard reckon it a matter of complaint when the labourers are so few.

—Matthew Henry

“Church members too often expect service and never think of giving it.”

—Vance Havner

When wealth is lost, nothing is lost; when health is lost, something is lost; when character is lost, all is lost.

—Billy Graham

The exercise of a spiritual gift is always a satisfying, enjoyable experience though sometimes the occasion on which it is exercised may be an unhappy one.

—Ray Stedman

Part Three

The People

Chapter Nine
Working through Leaders

  1. An organization without growth probably isn’t making much of a .
  2. People who arise from congregations as volunteers or paid staff, can help the active ministry creates.
  3. Some leaders believe their primary responsibility is to keep the ministry running , therefore, they never take the steps that would their ministry forward.
  4. Many church leaders bear incredible loads because they haven’t mastered the art of up fellow leaders and responsibility to them.
  5. A staff member won’t draw others into the kingdom or into leadership unless he exhibits , and springs from a refreshed life.
  6. The seeming drawback of too little time to train others is actually more of a block than a true .
  7. If we and God’s direction, we can trust Him to bring about a resolution in time.
  8. Those with an need to be in will hesitate to let others into the circle of responsibility.
  9. Accomplishing the work of the ministry through usually makes the leader look better than ever.
  10. What to look for in leaders:
    A.
    B. authenticity
    C. fit
    D. fit
  11. No matter how , trained, or spiritually mature a person is, the true usefulness of those attributes will be determined by .
  12. How does one assess character?
    A. How people their life.
    B. How people to others.
  13. Weak character will manifest itself in a lack of self-management self-discipline, with appointments, work, being controlled by outside circumstances, or even moral lapses.
  14. Interpersonal skills involve , courtesy, , self-control.
  15. If people don’t have a corresponding for a particular ministry, they’ll lose motivation and eventually
  16. An initiator takes , but unlike the purely aggressive person, he does it for sake rather than his own.
  17. Leaders are by their of co-workers.
  18. What are the keys to wise selection?
  19. How do we determine our unique contribution? By considering:
    A. our
    B. our
    C. our
    D. our
    E. our
    F. and our
  20. Start by giving people a task or responsibility, and as they prove faithful in that, give them
  21. Competent people want to into positions of greater .
  22. High-potential leaders would rather be roused by than indulged by comfort.
  23. Prayerfully choose people who display spiritual , and to be leaders.

    24. Review

  24. Answer the following either T (True) or F (False).
    The scope of a ministry remains limited when only one person works in it.
    A leader is a person who draws others into effective ministry.
    A prerequisite to leading others is the ability to lead one’s own life effectively.
    Passion is an unquenchable desire to do something for God.
    Every work team has a unique personality.
    What fuels ministry is initiative.
    It may be more damaging to expect too little of our workers than too much.
Save Answers

Chapter ten
Motivating and Recruiting Volunteers

  1. Most of the work of the local church is done by .
  2. Working with volunteers in the church involves three basic responsibilities:
    people
    them to the right ministry
    and supervising them as they minister
  3. Motivation begins with an of people and what they need.
  4. People motivated by develop a subconscious toward the leader and the institution.
  5. Look for ways to harness people’s for ministry.
  6. People volunteer so they can experience personal , find the of serving God, become of a significant organization, or camaraderie with other workers.
  7. Volunteer’s performance remains high when their remains high.
  8. People respond to an invitation when they discover it comes only after careful by the staff.
  9. Before a person is approached about a position, a job is developed that outlines the qualifications, relationships, and , including of service.
  10. The carefully commitment is much stronger than the one made hastily.
  11. Some volunteer roles are to the life of the church.
  12. In the church if we recognize the leaders and them, all the will line up behind them.
  13. Pastors can’t manage every person, but they can manage the corporate , which in turn will govern all people.
  14. How is the corporate ethos created in the church?

    15. Review

  15. List the guidelines for motivation within the church.
    A. Use rather than guilt.
    B. Tap people’s existing
    C. Give volunteers than they put in.

Your volunteers probably didn’t go to seminary. They don’t read Hebrew or Greek. They didn’t attend classes on church administration.But they still have a lot to contribute to your church

Volunteers want things to be simple. They have little time to volunteer during the week, so complications reduce their effectiveness.

—Agileministry.com

Save Answers

Focus on communicating with your staff, making their job easier, and driving toward the same vision. You will have a much greater chance of keeping in sync with your church staff and making a bigger impact for your church and community.

—Agileministry.com

In most team sports each member of the team relates to every other member of theteam. Instead of hierarchy, as one would have in a military structure, there should be a broad-based equality on a church staff. Even though at a given time one member of the team may be more important to the outcome of the contest, there is general recognition of equality. Relationships is a key word in the team effort of the church staff.

Every effective leadership mentor makes the development of leaders one of his highest priorities in life. He knows that the potential of the organization depends on the growth of its leadership. The more leaders there are, the greater its chance of success.

Chapter eleven
Overseeing Staff

  1. A unified of motivated, well-trained church workers can accomplish just about any objective.
  2. A servant-leader is more committed to the and fulfillment—the success—of his than to his own.
  3. Enhancing the fruitfulness and fulfillment of the people who work for us involves three specific steps:
    A. communicating expectations
    B. providing leadership
    C. offering accurate and evaluation
  4. Leaders need two tools to make sure expectations are clear.
    A. A description.
    B. A monthly of priorities.
  5. A good job description typically lists to major responsibilities.
  6. In order to make expectations absolutely , every staff members and the administrator/minister should determine together their priorities for the next days.
  7. Communication must take place in a safe, secure environment created through the leader’s and manner of .
  8. Workers whose time and reflect their priorities usually their ministry objective.
  9. Different workers need different of leadership.
  10. The leader’s job is to give a worker instructions and basically lead the ministry through him, (probably for at least a year) in the stage of leadership.
  11. Coaches are enough to know exactly what’s happening at each step. Coaches are generous with and ready to when necessary.
  12. The supervisor’s role in the support style of leadership is to provide emotional support, , affirmation, and whatever correction and is necessary.
  13. The final style is , which means the leader the ministry over to the individual, for the most part.
  14. Supervisors easily offend people by giving them the leadership.
  15. The number of people to whom a supervisor can provide personalized leadership depends on two factors:
    A. how people are among the four states of supervision
    B. the supervisor’s capacity
  16. Every leader has time and relational capacity to invest in personalized leadership.
  17. The more an employee is, the more with which he can operate, therefore, leaders need to offer and honest evaluations of those they lead.
  18. It’s good for pastors to view staff meetings as to motivate or their team for the battle.
  19. The various functions of staff gatherings are:
    A. the meeting, in which the of the organization is contemplated and communicated
    B. the meeting, where the staff is for greater effectiveness
    C. the meeting, which builds
  20. Only about percent of staff-meeting time should be spent on business issues. The bulk of staff time— percent, should be devoted to training.
  21. Try to use in the way skills are taught.
  22. Devoting time to staff members’ competence and interpersonal relationships says we them, not just their ministry output.
  23. A leader’s in leading people determines their in leading others, and eventually that impacts the entire congregation.

    24. Review

  24. If the worker thinks he’s supposed to do one thing and his boss thinks he’s to do another, and conflict are inevitable.
  25. If people mutually communicate expectations, they can many problems.
  26. Giving individuals the of they need is one of the most important aspects of pastoral management.
  27. Delegation doesn’t mean .
  28. Leaders avoid heartache by providing feedback regarding inferior work.
  29. When staff members feel by the leader, they will breathe life into the organization.
  30. Organizing meetings to meet their needs is one of the most important ways we can our workers.
Save Answers

Chapter Twelve
Hiring and Firing

  1. It doesn’t take long to learn that staff members if managed, can a church’s ministry. managed, they can a church’s ministry immeasurably.
  2. Before hiring some questions must be answered:
    A. When is it time to volunteers with employees?
    B. When should a church from lay to ordained staff?
    C. Should the church hire or the membership?
    D. should do the hiring?
    E. Whom do you hire ?
    F. What should full-time, nonordained staff be offered?
    G. What are the ramifications of hiring—and firing?
  3. When skills are , quality and excellence are which means that people will suffer spiritually in the long run.
  4. If the job requires expertise look for the “ ” in the church. If one is not available consider hiring from .
  5. Jobs with congregational are jobs that should be given to people outside the congregation.
  6. Don’t hire within the congregation if it’s going to effective ministry.
  7. The church cannot expect from its staff if it is not willing to care for them when they fall ill.
  8. It would be wise for even a small church to have access to an whom it could consult from time to time.
  9. When hiring look for three things:
    A. Christian
    B.
    C. a combination of competence- -vision
  10. Skilled people who are looking for work in the church are to financially in order to work in a place that seeks to serve and Christ.
  11. Look for players, people who can do their job with , trust to do theirs, and work with them cooperatively.
  12. Compatibility means than just being able to get along.
  13. Nobody wants to leave a place where play and excellence are encouraged.
  14. Evaluations can be notoriously Most who write evaluations hesitate to speak about the person they evaluate.
  15. What are the steps to take before firing is called for?
    A. quietly
    B. meet with
    C. encourage staff to be with the person
    D.
    E. bring in the
    F. get the person to you what you said>
  16. Members of the board are to confidentiality. Nothing of personnel matters should get out of the board, not even to their .
  17. When people are caught off balance they may hear things than what is actually said.
  18. What happens at the end of six months probation when things have not improved? What are the next steps?
    A. give time to find work
    B. give a gracious
    C. give references
  19. In of thoughtful procedure and compassionate management, things sometimes go

    20. Review

  20. Answer the following either T (True) or F (False).
    A greater level of accountability can be demanded of a hired staff person.
    Never hire someone you can’t fire.
    Christian commitment does not make people better workers.
    Doctrinal compatibility is especially important with ministerial staff.
    The candidate must fit the church’s culture, and that includes the way he or she dresses.
    The church office is not a hub of church life.
    Often honesty from peers will solve a problem

The square peg in the round hole, can be detrimental to the fellowship, future growth, ministry, and financial program of the church.

—Bruce Powers

“One important question to ask about a prospective minister is: Is there an evident love for people and their needs? The staff member who stays secluded day after day will have a difficult time in relating to the real-life needs of people.”

—Bruce Powers

“…For unto whomsoever much is given, of him shall be much required: and to whom men have committed much, of him they will ask the more.”

—Luke 12:48b

Save Answers
Please rate this course:
Excellent Good Fair Needs Improvement

Save Answers