Research Proposal: Self-Evaluation of Church Organisations and Individuals

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¶ … SELF-EVALUATION OF CHURCH ORGANISATIONS AND INDIVIDUALS WITH THE EUROPEAN EFQM MODEL FOR EXCELLENCE: A THEOLOGICAL AND BIBLICAL EVALUATION.

In this thesis, the researcher defines "excellence" as the outstanding practice in guiding and practicing Church life and achieving results. While truly excellent organizations consist of those individuals who strive to satisfy their stakeholders, excellent churches strive to satisfy the One Who said: "I will build My Church…" Those who strive to satisfy Christ will achieve results through what they achieve, how they achieve it, and what they will likely achieve, along with the confidence they have that the results will be sustained in the future.

Purpose of Study

Church administration and individuals (every Christian believer) can glean from quality criteria that are developed in industry throughout the last decades for TQM and are well defined for the process oriented quality model EFQM. The purpose of this paper is to prove the scriptural/biblical basis for this model and its usefulness for self-evaluation of a church and one's personal spiritual life. When leaders utilize the quality approach, the researcher asserts, this helps them better focus on vital processes and specific callings of the local congregation. In a non-profit organization, such as a church, the achievement of certain quality targets, such as increasing mission-related tasks, may be monitored and improved in a significant way. Nevertheless, the final target does not consist in maximizing business, but in improving Quality for Eternity.

III. Introduction

The EFQM Excellence Model is a model that has nine criteria as its basis with five of these criteria being 'enablers' while four of these are the 'results'. The 'enabler' criteria refer to the actions of the church while the 'results' criteria refer to what the church achieves as a non-profit organization. Theological interpretation of these criteria and application of these criteria are addressed in this work in writing. The criteria of the EFQM Excellence Model include:

(1) Leadership;

(2) Policy and Strategy;

(3) People

(4) Partnerships and Resources

(5) Processes

(6) Customer Results

(7) People Results

(8) Society Results; and (9) Key Performance Results.

It is important to understand precisely who the 'customers' of the Church are and specifically within the context of the EFQM Excellence Model. The customer in the case of a nonprofit is stated in the work of Fiddick (2005) entitled: 'Six Sigma for Non-Profit Organizations" to be defined as "...a patron that might donate funds to the organization or the person using the services provided by the institution" or organization. In the case of the church the customers are the individuals who attend church services and activities or in other words the members and potential members of the church in the surrounding community. Congregations define the customer to be anyone who is in any way affected by its ministry (Kallestad et al.). The primary task of contemporary QM involves ensuring the satisfaction of internal and external customers through suitable activities in all operational areas. Company-related QM tasks are comprehensive, interdepartmental, strategic, evaluating and advisory. Total Quality Management increases in significance when all company components align in perfect equilibrium; when an inter-functional collaboration exists as real employees' participation, mutual confidence between workers and managers and the staff feels constitute a vital factor in/to the organization. QM aims to achieve a common objective; to exceed customers' expectations of the products and services the company offers.

The following diagram illustrates the conceptual view of EFQM Excellence Model:

Figure 1

The EFQM Excellence Model

Enablers

Results

People

People

results

Leadership

Policy

Processes

Beneficiary

Key

And strategy results

Performance

Results

Resources and Society Results

Partnerships

Learning

Source: Adapted from the work of: The Sphere Project: Humanitarian Charter and Minimum Standards in Disaster Response

The EFQM Excellence Model is one that considers the community surrounding the church and the specific needs of that community in its planning of various services and activities and in fact, is a model used by new churches in surveying the needs of the community prior to establishing the church so that the specific community needs are assured to be met through the model implemented in terms of services, programs, and outreach to the community.

With a focus on the provision of quality and excellence in church outreach and ministry the EFQM Excellence Model offers a positive model for modeling the activities and process of the church. The following is a description of the criteria of the EFQM Excellence Model:

(1) Leadership - Excellent Leaders develop and facilitate the achievement of the mission and vision. They develop organizational values and systems required for sustainable success and implement these via their actions and behaviors. During periods of change they retain a constancy of purpose. Where required, such leaders are able to change direction of the church and inspire others to follow.

(2) Policy And Strategy - Excellent churches implement their mission and vision by developing a focused strategy that takes account of the target group and sector in which it operates. Policies, plans, objectives and processes are developed and deployed to deliver strategy.

(3) People - Excellent churches manage, develop and release the full potential of their people at an individual, team-based and organizational level. They promote fairness and equality and involve and empower their people. They care for, communicate, reward and recognize, in a way that motivates staff and builds commitment to using their skills and knowledge for the benefit of the church.

(4) Partnerships And Resources - Excellent churches plan to manage external partnerships, suppliers and internal resources in order to support policy and strategy and the effective operation of processes. During planning and whilst managing partnerships and resources, they balance the current and future needs of the organization, the community, and the environment.

(5) Processes - Excellent churches design, manage and improve processes in order to fully satisfy, and generate increasing value for, customers and other stakeholders.

(6) Customer Results - Excellent churches comprehensively measure and achieve outstanding results with respect to their customers.

(7) People Results - Excellent churches comprehensively measure and achieve outstanding results with respect to their people.

(8) Society Results - Excellent churches comprehensively measure and achieve outstanding results with respect to society.

(9) Key Performance Results - Excellent churches comprehensively measure and achieve outstanding results with respect to the key element of their policy and strategy.

The EFQM Model assigns different weights to each of the nine criteria as follows:

Leadership

10%

People

9%

Policy and Strategy

8%

Partnerships and Resources

9%

Processes

14%

People Results

9%

Customer Results

20%

Society Results

6%

Key Performance Results

15% (Michalska, 2008)

IV. Leadership

Leadership is viewed in many ways however, the primary role of leadership is to lead however, leadership should not play the parenting role forever, but should, as do parents in raising their children lead the individuals in the church congregation to become autonomous to a great degree or in other words lead the church members in a way that enables them to become future church leaders. This is exampled in a report in which Bill Hybels the Pastor of Willow Creek Community Church admits having made a mistake as he states:

"What we should have done when people crossed the line of faith and become Christians, we should have started telling people and teaching people that they have to take responsibility to become 'self feeders.' We should have gotten people, taught people, how to read their bible between service, how to do the spiritual practices much more aggressively on their own." (Bill Hybels)

As basis for this statement the following scripture is cited:

"Now if anyone builds on the foundation with gold, silver, precious stones, wood, hay, straw -- each one's work will become manifest, for the Day will disclose it, because it will be revealed by fire, and the fire will test what sort of work each one has done. If the work that anyone has built on the foundation survives, he will receive a reward. If anyone's work is burned up, he will suffer loss, though he himself will be saved, but only as through fire." (1 Cor 3:12-15)

Indeed it is certain that the leadership in the church must do more than simply lead the attendees of the church into a profession of faith in Christ but must build upon that profession of faith through enabling the church members in become mature disciples of Christ who are able to feed upon the 'meat' of the word rather than remaining at a place where they are only able to feed upon the 'milk' of the word. Bill Hybels having admitted making a mistake highlights another important aspect of leadership is the reassessing of leadership strategies and the courage of those in the role of leadership to admit when they make a mistake and upon that admission seeking a new method or direction of leadership. Reassessment and acknowledgement of errors is that which enables the leader to achieve excellence.

Leadership and management are differentiated in the work of Bolden (2004) who states that the distinction of leadership from… [END OF PREVIEW]

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