Like all of the gifts given by the Lord to His church, this gift must be recognized and developed. Having visited numerous churches and ministries, I have observed that most have people in administrative positions that do not have the gift of Administration, while those who do are seldom recognized, or used. This usually happens because many leaders are more prone to gather those around them who have like doctrines, or who have similar or compliant personalities, rather than those who have the calling.
The Administration should be made up of both leader-types and manager-types. There are many differences between these orientations which can easily cause conflicts. Leader-types tend to think in concepts and are bored with detail. Manager-types usually want cold details and are bored with concepts. It is difficult for leaders and managers to work together, but it is a difficulty that must be overcome for the effective Administration of the church or any other venture. An Administration that does not have both types, properly recognized and given authority for their different perspectives, will be either like a ship with sails and no rudder, or one with a rudder and no sail. One may be able to catch the wind and move, but it will usually be precariously out of control. The other will have plenty of control but will be unable to move.
Administration is the brain and nervous system of every venture--through it all of the other essential elements are controlled. Regardless of the quality and strength of the rest of the organization, if your Administration is not functioning properly, your venture will be like a healthy body with a sick mind--somewhere between out of control and completely useless. However, if your Administration is healthy it may be able to compensate for even serious problems in the other essential areas.
Most governments are prime examples of Administrations which have gone awry. In 1980 some of the U.S. welfare departments had more than one employee for each recipient of benefits! To improve the welfare of the less fortunate, this preposterous ratio should never have been allowed! Obviously the promotion of the department became more important than the reason for which it was created.
Many churches, ministries, and charities are just as inefficient as governments tend to be--it is not uncommon for them to spend 85% or more of their budget on organization and administration while less than 15% actually make it to the need that the organization was created to meet. The American church prides itself in its devotion to missions, but only three cents out of every one hundred dollars spent by the U.S. church is actually devoted to missions. That is not three cents per dollar, but three cents per one hundred dollars! Unquestionably the church in America desires to do better and much of the reason why it does not is found in the problem with administration. Because Administration is the brain and nervous system of every venture, if cancer begins to grow here it will be most deadly.
How is this brain cancer to be avoided? The development and control of our Administration must be given at least as much attention and planning as the other essential elements of the venture. This can be provided only by effective, discerning leadership that is strong enough and willing enough to make tough, unpopular decisions.
An efficiently managed enterprise will be overloaded part of the time. From economies to revivals, there are cycles to almost all activities. If you are overloaded one third of the time you will likely be underloaded at least that much. The Administrator must navigate a tolerable median between the overload and the underload for maximum efficiency. Overloads can be creative pressures we need to help us to improve our systems and strengthen the muscles of our enterprise. If Administration is allowed to just throw more resources at the overloads it will then just increase the fat in the organization, which will ultimately weaken the entire venture.
The failure of the Carter Administration to implement this plan was due, at least to some degree, to the lack of the detail-oriented manager-types who could take the concept and make it a reality. The majority of great leadership ideas probably fail for this same reason. Those who can see the concepts are usually repelled by, or unable to work with, those who can make them work.
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Copyright: 1993 by Morningstar Publications and Ministries. All rights reserved.
This article is published courtesy of "The Morningstar Publications and Ministries". If you would like to peruse more of Rick Joyner's articles, visit Morningstar's website. Clicklogo.
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