BIBLE INSTITUTE “OASIS OF LIVING WATER”

SUBJECT

Administration
Ecclesiastical

21ST CENTURY VISION

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 ASSIGNMENT PROGRAM

NAME OF THE SUBJECT: ECCLESIASTICAL ADMINISTRATION

Academic year: THIRD COURSE
Duration: FOUR CONSECUTIVE CLASSES
Schedules:

Description of the Subject

Administration has been established as part of God's divine plan for man (1 Corinthians
4:1-2), God ordered, organized everything at the moment of creating it, that is, he
delegated responsibilities, and mainly towards man (Genesis 1 :26), where God told him
about exercising dominion over everything He had created. The church of our Lord Jesus
Christ is immersed in it, each of the pastors has the responsibility of administering the
Church since our Lord Jesus Christ organized it from its earliest times. He delegated to
some to make apostles, to others prophets, to others evangelists and other pastors and
teachers. In the same way, he left us his Holy Spirit to distribute in an organized manner
the administrative (Romans 12:4-8) and supernatural (1 Corinthians 12) Gifts according to
his own will and for the exercise of good administration within of the church. This is how
ministers of the gospel cannot ignore OUR DUTY TO BE in the body of Christ, knowing
how to administer is one of the demands that we have, therefore administration becomes
the tool so that we can PLAN, ORGANIZE, DIRECT AND CONTROL. This is how in this
material, within one of the 4 didactic units, these stages of the administrative process will
be studied from the Biblical-Ecclesiastical and contemporary approach to the church.
These teaching units will have their respective topics which we will find below the
objectives.

General Objective of the Subject

Lead the student to the acquisition and good development of administrative-Ecclesiastical

knowledge, for daily exercise inside and outside the church.

Specific Objectives per Didactic Unit

1. Learn about administration and its dynamics within the Church.
2. Lead the student of our seminar to the correct application of the Administrative
Process in the church.
3. Seek the active participation of the Missionary and/or Pastor and leaders of the
Church, in the obligations and relationships that must be developed.
4. Expand the accounting criteria – Ecclesiastical of the Missionary and/or pastor.

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 Contents
UNIT I ADMINISTRATION AND THE CHURCH.

1. Generalities
2. Basic concepts
a. What is administration
b. Efficient and effective administration
c. Importance of administration in the Church
d. Fundamental principles of administration
3. Church
a. Characteristics of the Church
b. Classification of Churches
c. Vocation of the Church
d. Steps to establish a Church
e. Different types of ecclesiastical government
4. Leadership in the Church
a. Leadership Basics
b. Leader characteristics
c. Spiritual leadership
d. Organizational leadership
e. Situational leadership

UNIT 2 ADMINISTRATIVE PROCESS APPLIED TO THE CHURCH

1. SWOT diagnostic tool

a. Strengths and Weaknesses of the Church (Internal)
b. Opportunities and Threats of the Church (External)
c. Workshop on SWOT
2. The Vision, Mission, Principles and Values
a. Main concepts
b. Guidance of the principles
c. Practical workshops for Vision, Mission and Principles.
3. Internal Ecclesiastical Policies.
a. Definitions
b. Manual of Ecclesiastical Policies.
c. Policy Development
d. Practical workshop on the Ecclesiastical policies manual.
4. Stages of the Administrative Process
a. Planning.

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b. Organization.
c. Execution and/or Direction.
d. Control.

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UNIT 3 THE CHURCH, ITS OBLIGATIONS AND
RELATIONSHIPS
1. Discipline in the Church
2. Ordinances in the Church
3. Doctrine in the Church
4. The Church and its details
5. Its relationship with other Churches
6. Evangelistic Aggression
7. The Church and its Activities
8. Characteristics of an ideal Church.

UNIT 4 CHURCH FINANCES

1. The Financial Budget.

a. Importance
b. Characteristics
c. advantages and limitations.
d. Budget workshop.
2. Financial Statistical Controls
a. Statistical Membership Control.
b. Statistical control of Tithes and Offerings.
c. Statistical control of Per capita.
d. Inventory control
e. Workshop on statistical controls.
3. Income and Expenditure Statement.
a. Definition
b. Structure of the Income and Expenditure Statement
c. Workshop on Income and Expense Statements
4. Other Financial Control Forms.
a. Tithe and Offering Counting
b. Money delivery receipt.
c. Electronic book in Excel “Control of (tithe, offering, sowing and sales).
d. Pulpit Activities Report.
 TASKS AND
NOVEMBER

ACTIVITIES
DATE JUNE JULY AUGUST SEPTEMBER OCTOBER RE
CLASSES
1. Generalities
2. Basic concepts
to. What is administration
b. Efficient and effective administration
c. Importance of administration in the Church

d. Fundamental principles of administration 1st

LABORATORY
3. Church
AND READING OF
to. Characteristics of the Church BOOK
b. Classification of Churches
c. Vocation of the Church
d. Steps to establish a Church
and. Different types of ecclesiastical government
4. Leadership in the Church
FIRST PARTIAL EXAM
1. SWOT diagnostic tool
to. Strengths and Weaknesses of the Church
b. Opportunities and Threats of the Church
2. The Vision, Mission, Principles and Values 1
to. Main concepts
WORKSHOPS
b. Guidance of the principles
ABOUT
SWOT /
3. Internal Ecclesiastical Policies.
VISION,
to. Definitions
MISSION AND
b. Manual of Ecclesiastical Policies. BEGINNING
c. Policy Development /POLICIES MANUAL AND
READING OF THE
4. Stages of the Administrative Process BOOK
to. Planning.
b. Organization.
c. Execution and/or Direction.
d. Control.
SECOND PARTIAL EXAM
1. Discipline in the Church
2. Ordinances in the Church
3. Doctrine in the Church
4. The Church and its details LABORATORY
SHORT S
5. Its relationship with other Churches
ABOUT THE
CLASSES
6. Evangelistic Aggressiveness
7. The Church and its Activities
8. Characteristics of an ideal Church.
THIRD PARTIAL EXAM
1. The Financial Budget.
to. Importance
b. Characteristics
c. advantages and limitations.
2. Financial Statistical Controls

to. Statistical Membership Control. WORKSHOPS

b. Statistical control of Tithes and Offerings. ON FINANCIAL BUDGET /
c. Statistical control of Per capita. WORKSHOP ON
d. Inventory control THE
STATISTICAL CONTROLS /
3. Income and Expenditure Statement. WORKSHOP
to. Definition ABOUT
b. Structure of the Income and Expenditure Statement STATE
INCOME AND
4. Other Financial Control Forms.
EXPENSES AND OTHERS
WORKSHOPS
to. Tithe and Offering Counting
b. Money delivery receipt.

c. e-book in
daily income and expenses, sowing and sales).

d. Pulpit Activities Report.

FINAL PARTIAL EXAM

ECCLESIASTICAL ADMINISTRATION SCHEDULE CYCLE II 20

-
 TASKS AND ACTIVITIES OF ECCLESIASTICAL ADMINISTRATION
N TASK OR ACTIVITY SOURCE OF INFORMATION DATE SCORE

PART 4 OF UNIT ONE.

Laboratory on Reading of Unit I. Short Lab alone
Church".
1 Reading the book “The 30%
Christian” - en.1.Reason and concept1o p of Author: Wilfredo Calderón / Editorial
Administration. / 2. Administration in the Church. / Life.
3. Communications in the Church.
Unit ONE “THE AND THE CHURCH”
classes.
2 FIRST PARTIAL EXAM 60%

Workshop on SWOT. / Workshop on Vision, Mission The workshops at the end of each of
and principles. / Workshop on the Ecclesiastical the partitions of unit 2.
policies manual. Author: Wilfredo Calderón / Editorial
3 Reading the book “L Vida. 40%
Cristiana” in her 2nd administrative year

Unit TWO “P
4 SECOND PARTIAL EXAM ADMINISTRATIVE APPLIED TO THE 50%
CHURCH” and wrote down classes

5 Short laboratories, about what was seen in classes Subject brochure in the unit 20%
in unit 3. 3.
THIRD PARTIAL EXAM THREECHURCH UNITY AND ITS 70%
“OBLIGATIONS AND
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Workshop on the Financial budget. / Workshop on Workshops at the end of each section 30%
7 controls. / Workshop on the State of of unit 4.
Income and Expenses and other workshops.
8 FINAL EXAM UNIT FOUR “THE CHURCH 60%

NOTE:
Class attendance will be evaluated with a percentage of 10%.
It is important that you periodically review this sheet to be prepared for the activities and for the
exams, on the indicated date.
UNIT I ADMINISTRATION AND THE CHURCH.

5. Generalities
Administration is a specialty that deals with issues related to time and human
relationships that arise in organizations. Organizations affect the past, present and
future.
Administration has its origins with the human being himself and develops as he does,
however we can talk about its conceptualization based on important contributions from
people such as Frederick W. Taylor (1856-1915) who is credited with the fatherhood of
scientific administration, Henry L. Gantt (1861-1919), Frank and Lilian Gilbreth (1868
1924 and 1878-1972). Additionally, the contributions of the so-called Classical School
of Administration by Henri Fayol (1841-1925), Max Weber (1864) are recognized.
1920), Mary Parker Follett (1868-1933), among others.
Currently the scope of administration is so broad that it involves the organizational and
natural environments, social responsibility and ethics, globalization, organizational
reengineering, strategic planning, design of organizational structures, human resources
management, business innovation, motivation and leadership, operations
administration, etc., from which many treaties and texts emerge that allow us to delve
deeper with particularity into each aspect of administration. All of the above raises the
important development that administration has had as a subject of study and
permanent practice in the life of human beings. In such a way that it can be analyzed in
various facets, namely:
a. Management represents an attempt to create a desirable future, without
forgetting the past and present.
b. Administration is exercised in a specific historical era and is a reflection of it.
c. Administration is an exercise whose consequences and repercussions
emerge over time.

6. Basic concepts
to. What is administration
Administration has been defined in many ways, currently the most accepted concept
is the one that states that "it is the process of planning, organizing, directing
and controlling the work of the members of the organization and using the
available resources of the organization. to achieve the goals . In such a way
that it could be expressed that Administration is in short the planning that leads us to
prevention, and to the determination of the objectives in the courses of action that
are going to be followed, the organization to distribute the work among the members
of the group. and to establish and recognize the necessary relationships, the
execution by the members of the group so that they carry out the prescribed tasks
with will and enthusiasm and the control of the activities so that the plans are
formed.
Management is the primary activity that makes a difference in the degree to which
organizations serve the people they affect. How successful the organization or
church may be in achieving its objectives and also in meeting its social obligations
depends, to a large extent, on its managers or pastors. If managers do their jobs
properly, the church or organization is likely to achieve its goals.

The word administration ad” which means “direction” comes from the word “Minister” .

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Which “means subordination obedience. In that sense it means fulfillment of a function
under the command of another.

It is the process of PLANNING, ORGANIZING, DIRECTING AND CONTROLLING the

use of resources to achieve objectives.

Definition of administration and modern business management tools

Competitive.

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The word ADMINISTRATE comes from a Latin word composed of prepositions AD =
AMINISTRARE SERVE

So an administrator is the one who serves others and his quality as a servant becomes the key
person in an organization. We can deduce then that the MANAGER or ADMINISTRATOR is in
charge of devising and carrying out, through all available elements, human and non-human, all
the activities of the church.

The three words : BUREAU, BUTLER AND ADMINISTRATOR , are synonyms and
describe in different ways the servant in charge of the goods and activities of his
master's house, Gen 39:4-10.

"govern"). Of note:
a)C
b) Metaphorically, governorships, and it is said of those who act as leaders in a
local church (1st Cor 12.28).

It primarily denotes the person who ran a house or estate), the administrator or slaves or
freedmen (Lk 12.42; 16.1,3,8);
translated in these passages
as "butler"; «treasurer» (Rom 16:23); "administrator/s" (1st Cor 4.1,2; Gal 4.2; Ti 4.10;
"dispensers"; it is used metaphorically in the broadest sense, of an administrator in
general:

a) Of the preachers of the gospel and teachers of the Word of God (1st Cor 4.1);
b) Of elders or bishops in the churches (Ti 1.7);
c) Of believers in general (1st Pet 4.10).

Literally, one who rules a house (Gal 4:2), denotes a senior servant responsible for the
administration of the house, the direction of the other servants, and the care of minor
children.

It primarily means directing a house, or the affairs of a house,

stewardship, administration, and is translated "commission" in 1Cor 9:17.

b. Efficient and effective administration

With administration, the best EFFICIENCY AND EFFECTIVENESS of a
company, ministry or church is sought; where efficiency means doing things
correctly and effectiveness means doing the right things.
EFFICIENCY: is the ability to “do things well”. It is a concept that refers to the
results or products obtained, measured in relation to the

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 labor, materials and time, used to achieve them. It is the ability to obtain the greatest
results with the minimum investment.

EFFECTIVENESS: involves choosing the right goals. A manager or pastor who chooses the
wrong goal is an ineffective leader, even when his production is great and efficient (Ex. BIG AND
DISORDERED CHURCHES). Effectiveness is completing activities to achieve the organization's
goals with all available resources. It is defined as "doing the right things."

No degree of efficiency can compensate for a lack of effectiveness; in fact, it is stated that
effectiveness is the key to the success of an organization or ministry. Management is not
only concerned with determining the activities and meeting the goals of the organization
(effectiveness), but also with doing so in the most efficient way (successful organization).
BEFORE DEDICATING TO DOING SOMETHING EFFICIENTLY, WE HAVE TO BE
SURE THAT WE HAVE FOUND SOMETHING RIGHT TO DO.

c. Importance of administration in the Church

Throughout most of our existence we belong to one organization or another. Therefore, a
basic element of every organization or church is its GOAL or purpose. The goal may
change (entertain the public), but without a goal, no organization would have a reason to
exist.
Furthermore, all organizations and churches have a program or method to achieve goals;
that is, a plan. The plan may refer to exercising skills for a game, to rehearsing a certain
number of times before each performance, or to manufacturing and advertising a product.
That is, without a plan of what an organization or church should do, none will be effective.
Administration is about consciously and constantly shaping churches. They all have their
pastor or leader to achieve their goals and this study is about how churches are managed.
Specifically, how pastors can serve their churches to establish and achieve their goals. In
this process, pastors can set the tone, influencing the attitude that parishioners adopt
toward their church.

Fundamental principles of administration

From the Latin “Principium” which means f constitute the starting point, the guiding idea or
fundamental rule of
conduct. In the logical sense, the principle is a central concept, it is the foundation of a
system.
Administrative principles are fundamental guidelines necessary to develop and enable the
operation of the stages of the process.
Administrative. They constitute the operating platform, providing order and
uniformity.
Starting from this premise, it must be understood that before proposing the
course of action of the administrative process, it is imperative to be clear about
the principles that govern it; Otherwise it will not be possible to determine which
of all the stages has been made wrong.
The fundamental principles of administration are outlined below.

a. Division of labour. The more specialized people become, the greater

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 the efficiency in getting the job done.
b. Authority . Managers must issue orders to get things done. Although
their formal authority gives them the right to command, managers will not
always command obedience unless they also have personal authority.
c. Discipline . Members of an organization have to respect the rules and
agreements that govern the organization.
d. Command Unit . Each employee must receive instructions from only
one person.
e. Management Unit. The operations of the organization with the same objective
must be directed by a single manager and with a single plan.
f. Subordination of individual interest to the common good. In any
company, the interests of employees should not outweigh the interests of
the entire organization.
g. Remuneration. Remuneration for work performed must be fair for
employees and employers.
h. Centralization. By reducing the participation of subordinates in decision
making, it is centralized; By increasing its role in it, it is decentralized.
i. Hierarchy. The line of authority of an organization currently represented
by boxes and lines of the organization chart, follows an order of ranks
from senior management to the lowest level of the company.
j. Order. Materials and people must be in the right place at the right time.
People, above all, must do the jobs and occupy the positions that best
suit them.
k. Equity. Managers must be kind and fair to their subordinates.
l. Staff stability. High staff turnover rates undermine the proper
functioning of the organization.
m. Initiative. Subordinates must be free to conceive and carry out their
plans, even when some errors may occur.
n. Group Spirit. When there is team spirit the organization will have a
sense of togetherness.

7. Church
a. Characteristics of the Church

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The main characteristic is UNITY that shows us that the Church is a CRAZY AND
INVISIBLE CHURCH.
It is crazy because: It is a specific assembly in a certain sector, country or city.
It is invisible because: It is the body of Christ in its entirety, the Universal Church that
will be raptured.

1-UNITY: Because all members are united by a living faith through Christ; thus
constituting a single body.
2-HOLINESS: Sanctification through the Holy Spirit.
3-UNIVERSAL: Because despite the separation in time and space (denominations) we
are included in the same body.
4-ETERNAL: Because its existence will be forever.

WHAT IS THE DIFFERENCE BETWEEN LOCAL CHURCHES?

1-The interpretation of the doctrine

2-By the form of government
3-Cult systems
4-The administration
5-The pastor (preaching)

b. Classification of Churches

1-LOCAL CHURCH: It is one that is established in a certain location and after many
years becomes the church of the sector, town or city; that is only achieved with the
passage of time.

2-CORE CHURCH: It is one that is established in a central location to reach unconverted

people from any part of the city; Its main objective is AGGRESSIVE EVANGELISM .

3-NEIGHBORHOOD CHURCH: It is one that is established in a specific sector to reach a

specific group of people.

4-UNIVERSAL CHURCH: It includes everyone, and it is the Church made up of all

Christian beings, children of God (those who have already received Christ as their only
savior of their souls).

c. Vocation of the Church

Diversity in unity (Ephesians 4:1–6)

This derives from their common life in Christ, where the Holy Spirit himself mediates. It is
expressed in the coordination of the various GIFTS and services of the church whose
purpose is: 1-to perfect the saints for the work of the ministry" AND
2-the building of the BODY OF CHRIST ( Ephesians 4:12 ).
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Because it is based on Christ himself and on the sovereign will of God, this relationship
is a fact that no member of the body alone can establish or dissolve (cf. 1stCor 12.15,
16, 21 ).

Holiness (Ephesians 4:17ff; 5:25-27)

HOLY THINGS to Christians ( Eph 1.1; Phil 1.1, etc.),
because they have been redeemed by Christ and walk towards the fullness and image
of Christ ( Eph 4.13 ).

Authority (Matt 16:18, 19)

By being subject to Christ and the Holy Spirit, the church receives the authority to: 1-
proclaim the gospel ( Matt 28:18-20; Acts 2:14 ),
2-celebrate the sacraments or ordinances ( Acts 2.41s; 1st Cor 11.17–34 ),
3-expose the truth ( Acts 15.28 ),
4-denounce sin ( Acts 5.1–11 ), confront evil powers, AWARDS ,
DEMONS , PRINCIPALITIES , POWERS ,
5-oppression ( Acts 3:1-11; 16:16-18; Gal 4:8-11; Col 2:15-23 ),
6-raise the fallen ( Col 3.12; 1st Pet 3.8 ) and
7-discipline the erring ( Matt 18:15-18; 1 Col 6:16 ).

Faith
In response to the apostle Peter's confession of faith, Christ promised to establish his
Church ( Matt 16:18 ), which is, above all, the congregation of believers or faithful.
"Those who believed" or "the believers" are synonymous expressions that refer to the
community ( Acts 2:44; 4:32; 5:14; 1 Tim 4:12 ). This faith is expressed in baptism (
Acts 2:41; 8:12, 36; Rom 6:4; 1 Col 12:13 ).

Fellowship
If each believer is vitally united with Christ, it follows that believers are vitally related to
one another ( Rom 12:5; 1Cor 12:12
goods of Acts ( Acts 2.44; 4.32 ) was reduced to the fellowship of the ministry ( 2ªCor
8.4 ). The maximum expression of camaraderie) was the C EN MISTER . For
the
seen, it did not please either Christ, its founder, or the Holy Spirit, its PARACLETE , to
provide the church with some explicit or rigid form of government or universal
organization that would be applicable to every case.
In Acts a distinction is made between the ministry of the word and the ministry of tables ( 2:44;
4.32
GIFTS and the execution of various ministries (prophecy, evangelization, teaching,
service, administration) that appear in response to particular historical challenges ( ACTS
6:2, 4; ROM 12:6–8; 1 COR 12:28; EPH 4:11–13 ) . However, neither Paul nor the other apostles left
a clear or rigid guideline for the governmental structure of the church. Rather, it was
preferred to highlight its dynamic and supernatural character.
Throughout history the church has assumed a wide variety of forms and practices in MISSION
within diverse cultures and social contexts.
When the church adapts to its way of being and closes itself within a certain
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social pattern or cultural mold, movements of ecclesial renewal arise that question the and call
the people of God to join again in the mission of the Kingdom.
Mission
The church is in the world, so to speak, to take the place of Christ, extending NATION and its
ministry in this world until He comes to snatch it away in His Second
Coming. The simple presence of the church, in which the Holy Spirit dwells ( 2 Corinthians 6:16 ),
restrains evil in the world, while bearing witness to the justice and love of God. Its mission is to preach
the gospel of Christ in all its fullness and with all its personal and social implications ( Matt 28:18–20;
Acts 1:8 ), thus reflecting the life of Christ and the Kingdom of God.

Historical reality
More than a precise doctrine, the concept of church is a gallery of almost a hundred
figures of humanity, servants,
priests, family, children of God,
brothers, wife, house, temple, Jerusalem, exodus, vineyard, firstfruits, flock, Adam, etc.).
In different historical contexts, the church has emphasized one or more of these figures,
responding creatively to the challenges and threats of the danger of reducing its
essence to very limited forms.

d. Steps to establish a Church

THE PLANNING
A) The supposed participants must be brought together.
B) Founders must be selected.
C) The financial contributions to the work must be analyzed.
D) Income must be organized so that it is more than expenses.
E) All pros and cons must be expressed before a decision is made.
F) The ideas established for the new church must be respected.

When the planning arrives, you must have the location of the place with all the
expenses that the work may cause.

THE INAUGURATION
1. It should be done after 2 or 3 meetings with the founders.
2. It must have the approval and participation of the mother church.
3. Advertising should be carried out in the location sector.
4. Success should be projected through the percentage of souls won.

THE NORMALIZATION
1. You must start organizing.
a. Responsibilities must be delegated
b. Officers and work staff must be selected.
2. You must have the reality of what the church will be after 6 months.
3. You must have statistical control (very important)
to. This helps detect church phenomena and anomalies.
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 to. They are safe (they are not wrong).
5. Great care must be taken with the tests in the first months.

GROWTH
1. You must have a lot of observation of the work.
2. A good method of growth and execution must be carried out.

THE PASTOR AS A LEADER OF GROWTH

1. You must visualize growth through souls won.
2. It must motivate the congregation to evangelize.
3. He must teach the church to give.
4. He must teach the church to be constant.
5. He must teach the church sound doctrine.
6. You must maintain good relations with the mother church.
7. He must teach the church to love Jesus Christ.
8. You should try to be the example in everything.

Likewise the PASTOR must:

1. have security regarding God's calling.
2. Consider consistency in what you undertake.
3. Consider the bases or support point.
4. What we count on -Who we count on
5. Have willingness and a lot of faith.

Likewise, you must have a very clear VISION and this will lead you to:
1. Determine the specific sector (testimonial is very important).
2. To have a specific group.
3. There is a true focus on the Vision.
4. Be original (let's not expect to be another TBB)

Different types of ecclesiastical government

There are three different forms of churches that differ from each other by their principles in their
organization:
1-Episcopal 2-Presbyterian 3-Congregational

1-EPISCOPAL GOVERNMENT
The giant idea is the dominant one, concentrating ecclesiastical power in the priesthood, which
constitutes a hierarchy or priestly government. To this type of government belong the Roman
Catholic Church in which the Pope is the supreme bishop, the Church of England, the Protestant
Episcopal Church of the USA and the Methodical Episcopal Church. In these churches the main
power resides in the clergy who constitute a self-perpetuating body.
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 The authority exercised by bishops and overseers is founded on the practice of the early
church as recorded in the New Testament.

A) The churches were founded and overseen by the apostles, Acts 15:36-41

B) Paul exercised superintendence over the churches of Asia and especially in the
appointment of elders in each city, Titus 1:5 .

C) The system of offerings and the institution of both disciplinary and ceremonial
actions are by the apostle, 1Cor 16:1-2 .

The organizational structure of this model can be represented by a

2-PRESBYTERIAN GOVERNMENT
In the form of government in which the reception of members and the discipline are
entrusted to the consistory composed of the Pastor and elders elected by the
congregation; but all ecclesiastical facts are subject to review before the highest
ecclesiastical courts composed of pastors and elders of many organizations.

The ecclesiastical power of the Presbyterian organization consists of the following:

A) CONSISTORY: whose members are elected by the congregation.

B) PRESBYTERY: composed of delegates from the different consistories.

C) SYNODE: local body made up of delegates from various priests. 16

 D) GENERAL ASSEMBLY: composed of delegates from all the presbyteries and
which constitute the final court of appeal.

3-CONGREGATIONAL
It is that all ecclesiastical power is exercised by each local church assembled, and
decisions made by local church are not subject to any review by any other ecclesiastical
body.

To this class belong, with slight differences, the independents of England, the
Congregational churches of America and the Baptist churches of all over the world.

The New Testament basis for a local government is given in the following quotes:
Matthew 18:17; Acts 6:3-6; 20:7; 2nd Cor 3:2 .

WHAT DO WE BELIEVE?
We believe that the divine constitution of the churches offered a Congregational
government to which the following vital powers of organization are given:
1- Power to receive, discipline and exclude its members, Matthew 18:17
2- Being able to choose their own officers, Acts 1:15-26 .
3- Being able to decide on other matters not decided by the scriptures, 1Cor 14:40 .
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ORGAN/GRAIAFUNCIOIA.DELIIODELOCOMGREGATIONALIST

IUIITAGEIERALDEMEMBR0S

Leadership in the Church

f. Leadership Basics
According to the Dictionary of the Spanish Language (1986), leadership is defined
as the direction, leadership or leadership of a company, social-political party, of a
specific social group or of another community. The Dictionary of Behavioral
Sciences (1956) defines it as "qualities of personality and ability that favor the
guidance and control of other individuals."
Other definitions are: -"Leadership is an attempt at interpersonal influence, directed
through the communication process, to the achievement of one or more goals"

Chiavenato, Idalberto (1993), Highlights the following:

"Leadership is the interpersonal influence exerted in a situation, directed through
the process of human communication to the achievement of one or more specific
objectives."
It should be noted that although leadership is closely related to administrative activities
and the former is very important for the latter, the concept of leadership is not the same as
that of administration. Warren Bennis, writing about leadership, in order to exaggerate the
difference, has said that most organizations are overmanaged and underled. A person
may be an effective manager (good planner and administrator), fair and organized, but
lacks the leader's motivational skills. Other people may be effective leaders – skilled at
sparking enthusiasm and feedback, but lacking
of administrative skills to channel the energy they unleash in others. Given the
challenges of dynamic commitment in today's world of

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 organizations, many of them are more appreciative of managers who also have
leadership skills.
We conclude that Leadership is: it is the way of organizing the work of an entity
(institution, organization), around a vision and mission capable of engaging a
group of people in achieving goals.

g. Leader characteristics
Characteristics are qualities or particular circumstance of a person or thing that
distinguishes it from others, this is how we can say that characteristics is a
differentiating range; which denotes by its DOING the distinction of one person
from another.

1. INTEGRITY : With impeccable moral principles.

2. DECISION : Make appropriate decisions at precise times
3. LOYALTY : To Jesus Christ above all things, to his superiors and to
his convictions.
4. CONVICTION : Conviction that what we believe and what we do is
right.
5. FIRMNESS : In his character and decisions.
6. DOMAIN : Of the unexpected situations that arise.
7. GENEROUS : With those who work with us.
8. DISCERN : Know what to do and when to do it.
9. MOTIVATION : Make others work with pleasure.
10. TACT : Ability to deal with others, without offending them, ability to decide
the right thing at the right time.
11. APPRECIATE: It is considering the work of others.
12. EVALUATE : Evaluation is also recognizing our limitations,
weaknesses, errors and defects.

h. Spiritual leadership

Spiritual leadership is: moving people to the will of God.

Having a leadership position in a Christian organization does not make one a spiritual
leader. Spiritual leadership is not an occupation, but a calling. When God finds men and
women willing to conform or become His servants, the possibilities are endless. People
look for someone who will lead them to God's purposes, God's way. They need leaders
who truly believe in what God says He will do.

If there is something that can radically change Christian leaders, it is for them to
understand what God's plan is for their lives. Whether in politics, religion, education, law,
etc., the need for leaders who
19
arise to face the current challenges of organizations; People look for leaders they can trust.

The world needs leaders sensitive to the direction of the Holy Spirit and not the latest opinion,
leaders with God's agenda and not their own. The nations require husbands and wives, mothers
and fathers who know how to apply God's promises in their homes instead of merely using the
latest self-help books.

II Chronicles 16:9 “For the eyes of the Lord behold power on behalf of those who have a perfect
heart.”

During the next few days we will analyze spiritual leadership, this term should be known by every
leader who seeks to lead others to the path of God, whether in a Christian organization or in a
company, etc. Being a spiritual leader is as important in the marketplace as it is in the church.

Everyone has goals, but being a spiritual leader involves much more than achieving goals.
Anyone can achieve all their goals and still not be successful in the Kingdom of God; They are
leaders as long as they have true reasons to be so, but spiritual leaders are guided by the Holy
Spirit and not by their own plans.
Furthermore, spiritual leaders are not committed to satisfying people's goals or ambitions, but
rather to serving their God. God's will is the true key to spiritual leadership.
ORGANIZATIONAL LEADERSHIP.

Everything that is organized needs to be managed and everything that is managed needs a good
leader to direct it. This is how we will see certain approaches to understanding organizational
leadership.

The Manager: Plans, supervises, controls, measures, achieves goals, or meets objectives.

The Leader: He is like an administrator but he is also focused on people, FOCUSED on the
development of their human and business capital.

2
0
-Concerned about doing things well. -Concerned about others
-Has the vision of -Has the vision of

-Focuses on the -Focuses on

-Think about administrative, maintenance terms -Think in terms of development and the future.
and the present

-Establish the plan -Establish the vision

-Wait for the other tasks. -Wait for the others

-Wait the dem get the mission -He hopes that the others fulfill the mission.

-Inspires stability -Inspires innovation

Manager vs. Leader.

Leadership and Management are two complementary forces. There are two complementary
business management strategies:
Management is : Planning and budgeting, it is controlling and resolving, it is managing, hiring
and organizing. Management is the administration of what exists.
Leadership (managerial) is: Establishing direction based on a shared organizational vision, it
is motivating and inspiring, it is convening, aligning and proposing.
So what should be done? : Lead do or manage both.

“The company is properly managed and projective leader. It is inspired by a vision, practices
'empowerment', has flat management
or matrix, works as a team, relies on solid principles, takes intelligent risks, understands that its
greatest asset is its people, manages its resources well, maintains motivation, values diversity,
consolidates markets, sets realistic but ambitious goals and respond quickly and
effectively to

Organizational leadership

It is a quality that comes from a double sensitivity: Sensitivity to people, the leader is not a
boss? It requires more than a Boss, with a main quality of understanding individuals,
understanding their aspirations, their strengths and weaknesses and the way to channel them.
Sensitivity to the organization's objectives: The leader has a clear vision of the organization's
goals. Knows how to subordinate individual objectives to organizational objectives. He adapts to
situations, knows how to tolerate certain negative behavior from the organization's point of view.
 2
1.
1 DIFFERENCES BETWEEN BOSS AND LEADER
Formal authority natural authority

Generates fear Build trust

Look for culprits Correct and teach

Assign homework Set the example

He knows how things are done Develop others

Manage people Generates athesion.

2
2

2. THE LEADER AS A MOTOR OF ORGANIZATIONAL CULTURE

Leadership sustains the way a company's culture:

1. Generates group behaviors,

2. Determine norms,
3. Determines the dominant values of quality and/or service.
4. Promotes a philosophy that guides policies,
5. Conditions the rules of progress and acceptance,
6. It generates the environment or climate “culture and currency”.

j. Situational leadership

This is based on: the amount of direction: task behavior, the amount of social-emotional
support: relationship behavior = bilateral communication, and leader support. The
specific situation. The maturity level of the followers or groups.

The success of any organization will depend on the application of a leadership style in
the appropriate situation.

Changes occur in all work teams due to the different phases of development that the
group members go through. Therefore, the most effective leadership style is one that
adapts to the collaborators in each situation, that is, it exercises leadership appropriate
to the needs of the team.

Situational leadership is based on maintaining a balance between two types of behavior

that a leader exercises to adapt to the level of development of his or her work team.
Types of behavior of a leader.
23 • Directive behavior.
I. Defines the functions and tasks of subordinates.
II. It indicates what, how and when they should be done.
III. Control the results.

□ Supportive behavior.
I. Focused on group development.
II. Encourages participation in decision making.
III. It gives cohesion, supports and motivates the group.

The leader can use both types of behavior to a greater or lesser extent, resulting in four
leadership styles:

They can acquire skills necessary to carry out tasks.

□ Development level 2: the leader supervises . Increase team so that they develop the knowledge
and skills related to their

2
4
 functions, redefines goals, remains receptive to recognizing difficulties and
encourages establishing relationships of participation and cohesion. The
members of the group have low levels of competence and their motivation varies
as a result of the difficulties, which is why the leader's support is essential.
□ Development level 3 : the leader advises . It gives greater importance to the
efforts and performance of the group members, producing an increase in their
levels of competence. The leader gives up control over decisions and
encourages participation and responsibility among members. These have
achieved greater adaptation to situations and adequate integration.
□ Development level 4: the leader delegates. Stimulates and supports the
autonomous functioning of the group. Members have managed to increase their
performance levels as a result of mastering the skills and knowledge necessary
for their work. Experience and confidence raise their feelings of competence and
pride in belonging to the group.

to. FOUR LEADERSHIP STYLES

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 have about your church, useful for examining its Strengths, Opportunities,
Weaknesses and Threats.

This type of analysis represents an effort to examine the interaction between the
particular characteristics of your church and the environment in which it competes.
The SWOT analysis has multiple applications and can be used by all levels of the
Church and in different units or ministries that require an in-depth analysis. Many of
the conclusions obtained as a result of the SWOT analysis may be very useful in
establishing strategies for evangelism, Bible school, preaching programs, events
such as campaigns and social action in the community. These qualify to be
incorporated into the work plan of the Church.

The SWOT analysis is one of the essential tools that provides the necessary
inputs to the strategic planning process, providing the necessary information
for the implementation of corrective actions and measures and the generation
of new or better improvement projects.
THE DOLA ANALYSIS

In the process of analyzing Strengths, Weaknesses, Opportunities and Threats

SWOT Analysis, the economic, political, social and cultural factors that represent
the influences of the environment external to the institution are considered. The
anticipation of these opportunities and threats makes it possible to build scenarios
that allow reorienting the direction of the church or company.

The strengths and weaknesses correspond to the internal scope of the institution, and
within the strategic planning process, an analysis must be carried out of which

2
6
These are the strengths that it has and the weaknesses that hinder the fulfillment
of its strategic objectives.

Among some characteristics of this type of analysis are the following

advantages.

• They facilitate the analysis of what the organization does; since by

attribution it must comply with its legal framework and with the
commitments established mainly by the Quality policy.

• They facilitate the realization of a Diagnosis for the construction of

strategies that allow reorienting the direction of the organization, by
identifying the current position and the capacity to respond.

In this way, the strategic planning process is considered functional when

weaknesses are reduced, strengths are increased, the impact of threats is
considered and addressed promptly, and the use of opportunities is capitalized in
the achievement of objectives. the Mission and Vision of the organization.

1. Strengths: Resources that are controlled, capacities and abilities that they
possess, activities that they develop positively. They are endogenous or particular
positive factors, qualities or characteristics that favor or contribute to the
implementation of a development process. Different authors call fortresses
"strong points" of a territory.

2. Opportunities: Environmental factors that are positive, favorable, exploitable.

They are positive factors coming from the exogenous process or the environment
and that, properly used, can favor or contribute to the development of the
strategies that are proposed.

3. Weaknesses: Resources that are lacking, skills that are not possessed,
activities that are not developed positively. They are endogenous or particular
negative factors, qualities or characteristics that prevent or hinder its
development. It can be assimilated to the concept of problems.

4. Threats: These are negative factors that come from exogenous processes or
the environment and that, therefore, can prevent or hinder the development of the
proposed strategies.

The General Objective of this analysis is to define how these forces affect and
from there to enhance the possibilities by trying to:

-Take advantage of opportunities.

 2
7 -Boost Strengths
-Counter threats.
-Reduce weaknesses.

to. Strengths and Weaknesses of the Church (Internal)

Capabilities
Processes and
Activities

Resourc Skills
Real aspects
es of the present
(analysis of the
situation
Internal)

STRENGTHS AND WEAKNESSES

b. Opportunities and Threats of the Church
(External)

2
8
OPPORTUNITIES AND
THREATS

2
9
 c. Workshop on SWOT

SWOT MATRIX EXAMPLE

INTERNAL FACTORS EXTERNAL FACTORS

No STRENGTHS No WEAKNESSES No OPPORTUNITIES No THREATS

F1 D1 O1 A1

F2 D2 O2 A2

F3 D3 O3 A3

F4 D4 O4 A4
TO
F5 D5 O5
5
F6 D6 O6 A6

F7 D7 O7 A7

F8 D8 O8 A8

F9 D9 O9 A9
3
0
STRATEGIC PLAN WORKSHEET
CODES STRATEGIES TO DEVELOP
316. The Vision, Mission, Principles and Values

a. Main concepts

VISION: The Strategic Vision is an image of the desired future that we seek to create
with our efforts and actions. It is the compass that will guide us leaders and
collaborators. It will be what will allow us to make all the things we do have meaning
and coherence. It is seeing the organization in the FUTURE .
The Vision is a statement about what your organization wants to become. It must
resonate with all members of the organization and allow them to feel proud, excited,
and be part of something much bigger than themselves. A vision must enhance the
organization's capabilities and its image. The Vision gives shape and direction to the
future of the organization.

Answer: What do we really want?

1. It must be feasible to achieve, it must not be a fantasy.
2. The Vision motivates and inspires.
3. It must be shared.
4. It should be clear and simple, easy to communicate.

MISSION: The Mission is the reason for being of a person, team and company, which
allows it to exist, achieve sustainability or profitability. The Mission statement describes
the overall purpose of the organization. The Mission is what the organization is
TODAY , it is the central purpose for which an entity is created.
The Mission projects the uniqueness of your organization, regardless of size. Ideally the
Mission Statement should consist of 3 parts :
1. Description of what the company does,
2. For whom the effort is directed, the target population.
3. Presentation of the particularity, the uniqueness of the organization, the
factor
differential.
The Mission should not be confused with the "Motto" of the company. A motto can state
a principle, but it does not project what the mission is, as something permanent and
lasting. Could you have a "Mission" and a "Motto" simultaneously? Yes, both can be
maintained. Slogans have been used for dozens of years. It is very likely that the motto
is derived from the Mission and carries its essence, but they should not be confused.

There are those who develop the Mission in confusion with a Motto, manifesting
arrogance in its construction, which becomes a big mistake, usually provoking negative
reactions, which management is slow to identify. For example: "No one like us"

Another common mistake is being convinced that we already have our Mission, Vision
and Principles, but without realizing that with the passage of time they ceased to be valid
and lost the reflection of current events. The problem is not only that they are already
out of use, but if we did not realize it in a timely manner, it is because no one was aware
of them.
32
living, which leads us to think that they were declared and forgotten in time. There is no
point in having them declared and not living them.

b. Guidance of the principles

PRINCIPLES AND VALUES

Values are the degree of usefulness that a company gives to its conscious
principles considered valid because we show that we already have them or
because we show that we require them.

The principles are the pillars that give organizations and Churches their
strength, their power and strengthen the Vision.

When your organization decides to state or restate them, work with a

minimum of 5 and a maximum of 7 principles. A larger number is not
recommended, as they lose strength.

None of this will work if the Mission, Vision and Principles are not shared. The
principles have their direct influence on the ethical standards within an
organization, as well as management behavior. It is recommended that when
talking about an organization, one not only looks at large corporations, but
also that an organization can be seen or considered as being a handful of
people who interact in an organized manner to achieve a goal.

The Principles should not be developed solely by the Lead Pastor or the person in
charge of the Church or by the person assigned by it and then announced to others:
They should be the result of teamwork, although unfortunately, this ideal state in Real
life is not so common.

The principles should be oriented as follows:

Towards the congregation:
Respect for the congregation: Difference towards our congregations (client) in
the constant search for their satisfaction. (James 2:2-4) Towards Society:
Providing social support to the community: Encourage, with the service we
provide, the increase of social action towards those most in need, thus
generating more souls with the knowledge of Christ. (1st Timothy 2:1)
Productivity: Direct resources towards necessary and productive activities,
making the most of competitive advantages.
Environment: Promote the development and exploitation of activities that
contribute to the conservation and protection of the environment.

Towards Human Resources:

3
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 Commitment to the Organization: Identification with the Church, its mission,
objective and culture, based on authentic, and not feigned, trust, abiding by its
norms, policies and procedures, taking into consideration the role it plays in
the body of Christ in our nation. (1st Peter 4:1-11) Innovation: Search for new
ideas, technologies and procedures that streamline service and work, reduce
time and cost based on the achievement of organizational objectives.
Respect: Fair and equitable treatment in the execution of different internal
programs; respect in the relationship –communication- between the different
members and levels of the organization.
Teamwork: Action through a participatory integration of work as a philosophy
towards achieving the purposes of the Church, which are in favor of
productivity.

c. Practical workshops for Vision, Mission and Principles.

VISION
QUESTIONS ANSWERS

What do we want from our Church in the

future?
What more important contributions to
human and social development that leads
the country to be better and to the benefit of
humanity via the body of Christ, should our
church make?

What should be our positions on issues such

as: Religion in society, religiosity in your
Church, the family, Leadership, The different
approaches doctrinal, the
evangelical denominations, comprehensive
education, the main role of the church of
Jesus Christ.

What is the greatest development

opportunity for the church?

THE MISSION IN THE CHURCH

QUESTIONS ANSWERS

About us?

What do we do?
34
What are we looking for?

Why do we do it?

Who do we work for?

“An organization that seeks quality is like a ship in which everything works well, but

7. Internal Ecclesiastical Policies.

to. Definitions
Way to achieve objectives. “It is a general guide for channeling administrative
thinking in specific directions.”

b. Manual of Ecclesiastical Policies.

35
Definition of Policy Manual:
A document that includes general management intentions or actions that are
likely to occur under certain circumstances.
Policies are the attitude of senior management. Written policies establish
guidelines, a framework within which operational staff (in our case, they are
the day-to-day servants of our Church) can work to balance the activities and
objectives of senior management as appropriate to the conditions of the
organization. social organism.

Objective of the Policy Manual:

□ Present an overview of the organization for its proper organization.
□ Specify general expressions to carry out actions that must be carried out in
each administrative unit.
□ Provide expressions to speed up the decision-making process.
□ Be a useful instrument for guidance and information to staff.
□ Facilitate decentralization, by providing intermediate levels with clear guidelines to
be followed in decision making.
□ Serve as a basis for a constant and effective administrative review.

Importance of the Policy Manual:

Its importance lies in the fact that it represents a technical resource to help
guide staff and also helps to declare policies and procedures, or provide quick
solutions to misunderstandings and to show how the servant can contribute to
the achievement of the objectives of the Church.
It also helps administrators not to repeat information or instructions.
Advantages of Policy manuals:
□ Written policies require administrators to think through their courses of
action and predetermine what actions will be taken under various
circumstances.
□ A general overview of action is provided for many issues, with only unusual
issues requiring the attention of senior management.
□ A framework of action is provided within which the administrator can
operate freely.
□ Written policies help ensure equitable treatment for all employees and
servers.
□ Written policies generate internal communication security at all levels.

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6
□ The policy manual is a source of initial, quick and clear knowledge to place
new servers and employees in their positions.
Types of Policy Manuals:
□ General Policy Manuals:
They cover the entire social organism, including as a primary element all
those general provisions as a fixed type, which are unilaterally established
by each area for the purposes of its own responsibilities and functional
authority.

□ Specific Policy Manuals:

They deal with a particular operational function, a department or section.
Policy Manual Contents:
A manual should not contain more than the sections strictly necessary to
achieve the intended objectives of the manual and maintain the essential
controls.
1) Introduction
2) Objectives of the Manual
3) Scope
4) How to use the manual
5) Reviews and recommendations
6) Organization chart
7) Policy Statements

o Introduction
This section should include a brief introduction to the policy manual.
Its purpose is to explain to the user of the manual what the
document is, what it is intended to accomplish through it, its scope,
how to use this manual and when revisions and updates will be
made.
□ Scope
It should focus on a brief explanation of what the policy manual
covers.

□ How to use the Manual

It tells the user everything they need to know to use the manual.

□ Revisions and updates

37
 Indicates who should be contacted to report changes or corrections,
or make recommendations regarding the policy manual.
o Organization chart
In this section the organic structure will be graphically represented.
o Policy Statements.
In this section, the policies for each of the administrative units in
question must be presented in writing, in a narrative manner.

c. Policy Development
To carry out the policy declaration, the following method is suggested:
1. Formulate a list of policies, p
Bible School, Prayer and Word, Accommodation, evangelism, security, etc.),
applicable to the organization in question.
2. Discuss the list of policies with those responsible for each Ministry to:
* Determine a list of policies that really need to be defined.
* Specify the limits to which the policies will reach.
* Determine a priority of policies to be developed.
* Present a draft of the policies and discuss them with those responsible
for the corresponding department (Ministry) for their respective acceptance
or modification.
* Approval of policies by senior management.
* Integrate policies into the manual as they are approved.

NARRATIVE DESCRIPTION OF THE POLICIES

1. PURPOSE. Describe in a general and concise manner the purpose that is
intended to be achieved by establishing a policy.
2. DEFINITION. Specify the basic concepts that are invoked in the policy.
3. CONTENT. Describe in numerical order and according to their importance the
specific guidelines necessary for the application of the policy.
4. RESPONSIBLE FOR YOUR OBSERVATION. State the organic units that
must observe the policy practices.
38
MANUAL PREPARATION
The initial step to prepare a "Policy Manual". It is determining what you want to
achieve.
Once the objectives have been determined, they will have to be written down;
Each type of manual has its reasons for being. In addition, all administrative
manuals have a common purpose: "To obtain better results."
Subsequently, the preparation of the manual itself will begin, beginning the
processing of the information, that is; the integration of the production process
itself.
PREPARATION OF A DRAFT MANUAL.
The preparation of this draft should be put to the consideration of senior
management, department heads and eventually some key employees.
This draft must be carefully reviewed in order to introduce any possible
modifications. Of course, the suggestions that are used for the definitive
relationship can come from the most diverse hierarchical levels (Bosses and
employees).
PREPARATION OF THE MANUAL
For the preparation of the manual, it is very important to standardize criteria both
in terminology and in the presentation of information, with the purpose of
maintaining a sense of continuity and unity.
Some difficulties may arise during the preparation of policy manuals when
determining policies and standards in written form, since particular interests may
produce resistance or lack of interest in successfully determining said manuals.
Or that the specifications do not operate in the established manner.
Some of the policies dealing with intermediate or lower hierarchical levels are
commonly formulated by bosses in their respective areas.
FORMAT. To achieve an efficient policy manual that helps carry out
administrative work, it is advisable to carefully analyze the "format" with which
each manual should be presented, since the ease of reading, consultation and
study largely depends on it. In addition to allowing quick and accurate references
to be made and inspiring confidence due to its appearance and order.
PAGE NUMBERING. After selecting the format, you have to tell how to number
the pages. There are two methods to number the pages of the policy manual and
they are:
39 a) Consecutive page numbering. It is the simplest method.

But also the least flexible. In this method the pages are numbered in consecutive
order starting from number 1.
b) Numbering of pages by sections. It consists of the pages of each of the
sections being numbered consecutively and each page number is preceded by
the section number and a hyphen.
PAGE HEADER. It consists of establishing a specially demarcated area at the top
of each page that contains certain basic information, such as the title of the policy,
control number, organic unit, date of preparation and validity, etc.
MANUAL AUTHORIZATION

Once the policy manual has been prepared and in order to facilitate its
implementation, it is recommended that it be authorized:
* By the senior administration, to give it the necessary formality and
support.
* From the person responsible for the administrative unit or ministry that
intervened in the process in question, to ensure compliance with the
accuracy of its content.
* From the unit responsible for the preparation of administrative manuals,
if there is one, or from the group of technicians, if applicable.
MANUAL CONTROL DISTRIBUTION.

The "Distribution" of the policy manual is a delicate aspect, especially in large

organizations. It is worth clarifying that a manual should not be distributed in its
entirety to all members of the organization.
In particular, it is sufficient for junior staff to receive only instructions on the
policies they must observe. Only administrators or ministry leaders can receive
the complete editions.
APPROVAL SHEET
The indication that the policy manual has been approved by the competent bodies
is one of the elements that must always appear in the manual.
REVISIONS AND UPDATES.

Policies become outdated and to maintain their effectiveness. They must be reviewed
periodically in a systematic way to be rearranged

40
and restated, according to existing opportunities and conditions.
 41 d. Practical workshop on the Ecclesiastical policies manual.

WORKSHOP
IAFP POLICY MANUAL

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Page 1 of 11

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Code:

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SET MANUAL NAME AUGUST
Review 0
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GENERAL CONTENT

1) Introduction
2) Objectives of the Manual
3) Scope
4) How to use the manual
5) Reviews and recommendations
6) Church or Ministry Organization Chart
7) Policy Statements

Copy No. Addressee Seal

Elaborated: Approved:
42
8) Stages of the Administrative Process
to. Planning.

Process of Predetermining a course of action within a specific time. Think

ahead about what you want to do.

IMPORTANCE OF PLANNING
1. The Bible teaches it.
2. It allows the leader to see things as they could become.
3. It cements the entire administrative process.
4. It helps you avoid putting out fires.

The strategic planning process understood in this way has the following
components : strategists, direction (mission, vision), diagnosis (SWOT analysis),
different options previously analyzed, strategic budgets and past indicators.

In this sense, the strategic planning process has the following characteristics:

□ The logic of administrative organizational systems is adopted, which views the

whole with all its dimensions as a unit integrated by the set of elements or
subsystems.
□ Conceives and adopts the environment as highly changing; therefore, with high
uncertainty.
□ Conceives that the organization must adapt to the environment to succeed in it.
Therefore, the organization must be flexible.
□ Conceives the organization as an open administrative system.

For the functioning of the administrative system, a particular energy is required; it

is determined by three factors:

1. positive dissatisfaction,
2. Clarity in what you want to achieve and
3. Clarity on next steps.

It is necessary that in reality every organization is structured into three basic

levels:

THE STRATEGIC OR CORPORATE LEVEL.

It corresponds to the top of the organizational pyramid, which is responsible, although not
exclusively, but fundamentally, for establishing and managing the organization's strategies
and management philosophy.
43
 THE FUNCTIONAL-COORDINATIVE or TACTICAL LEVEL.
It is responsible in fundamental terms to disaggregate, by functional area, the particular
principles or maxims that are indicated in the strategy and, in turn, develop them in a
concrete way, indicating the actions and goals that must be achieved immediately in each
defined opportunity. by strategy in time and space.

THE OPERATIONAL LEVEL

It executes or performs activities and tasks routinely and reflexively, and by carrying them
out, it will allow the fulfillment of tactical actions that bring the strategic objectives closer to
achievement.

STAGES OF THE PLANNING PROCESS

A WORK PLAN SHOULD CONTAIN THE FOLLOWING INFORMATION:

1. Define specific objectives.
2. Establish the goals necessary to achieve each of the specific objectives.
3. Establish indicators that allow measuring the achievement of the goal.
4. Determine the activities that must be developed.
5. If it is necessary to coordinate the performance of any activity, the person responsible must be
indicated.
6. Establish the resources to be used, whether financial, human, infrastructure or other types.

WHEN PREPARING WORK PLANS IT IS IMPORTANT

TAKE INTO ACCOUNT:

1. Pray first, for God to direct the plan.

2. What is the main function of the department. (strengths and opportunities)
3. What are the problems you face. (weaknesses and threats)
4. What resources are available to carry out the plan.
5. What are the objectives set at a general level of the entire company.

The objectives of a department (process) cannot be isolated; on the contrary, they must be
in accordance with the vision, mission and proposed principles.
GOALS

An objective consists of a desire for what you want to achieve. This purpose must be
expressed clearly and concisely. Every objective must answer the question: why?
When defining objectives, routine aspects must be taken into account, which are closely
linked to the permanent functions of the entity or process; innovative aspects, which are
aimed at developing new situations and improving existing ones in pursuit of the growth
and excellence of the organization; and current aspects that have to do with current
situations. The objectives can be
44
“Order according to priorities, analyzing criteria of convenience, opportunity and corporate
capacity, among others.”
Three Objectives Features:

Accurate: In such a way that good planning and adequate evaluation of the objectives
can be carried out. It allows each individual in the organization to fully identify with their
work.
Adequate in time: That they can be completed in a reasonable period of work.

Motivators: That they are a possible challenge for people to achieve. That those involved
feel identified with the development of activities that improve the work carried out.
Participatory: The best results are achieved when those responsible for meeting the
objectives can participate in their establishment.
Every objective, whether general or specific, must be written in the infinitive , because it
implies an action or commitment. For example: accelerate , update , adapt , attend ,
establish favor , open , comply , contribute , etc.
There are two kinds of objectives: 1. General or strategic and 2. Specific or
operational.
GENERAL OR STRATEGIC OBJECTIVES

These objectives develop and specify the content of the mission, determining the results
that the organization intends to achieve in the medium term. These objectives constitute
the starting point from which the specific or operational objectives are derived. Once these
objectives are established, the organization's lines of action must be defined to achieve
each of them.
SPECIFIC OR OPERATIONAL OBJECTIVES

The specific operations constitute the annual concretion of the strategic objectives, that is,
they reflect the specific level of results set to be achieved within the period of one
budgetary year. These must be feasible and expressed in a clear, concise and
measurable way, so that it is possible to determine precisely the degree to which they are
being achieved.
The specific objectives must be consistent with the resources approved in the budget;
Modifications to budget proposals must adjust the original plan.
GOALS

They reflect what is going to be achieved in a given time, responding to how much you want to
achieve. The main characteristic of a goal is that it must clearly explain: what do you want?
How much do you want? And when do you want it? .
45
Setting goals makes it possible to measure results and evaluate the degree of
compliance and efficiency achieved by the person responsible. In other words, the goal is
the quantification of the specific objective located in time and place.
Goals define the quantity and quality of what is desired to be achieved through specific
objectives; they can be specified in absolute or relative terms.
INDICATORS

They are measurement parameters through which the achievement of the goal and
therefore the fulfillment of the specific objectives is determined.
The indicators have to be measurable in quantity and time. The set of indicators allows you to
analyze, evaluate and justify the activities and results of the organization.
ACTIVITIES

Activities are all those tasks or events aimed at achieving the planned goals. They indicate
the logical steps or the path that must be followed to contribute to the achievement of
goals. Activities should answer the questions: what should be done? and how should it be
done?
RESPONSIBLE

It should be noted who specifically is responsible for carrying out the activity. Ideally, it
should be done by a person with the appropriate skills for this.
COORDINATION

Because the development of a work plan is a comprehensive process through which

several processes or ministries are related, in order to achieve the objectives, the need
arises to coordinate with other departments or processes. This is for the purpose of not
duplicating efforts and optimizing the use of resources.

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 WORKSHOP
(STRATEGIC PLAN WORKSHEET)
Goals) Goal Indicator Activities Responsible Resources Expected product Coordination

Specific(s)

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b. Organization.

Organizing is the process of placing men and women within a structure,

to achieve the objectives expressed in the plan.

Organizations must have their own organizational design, which

provides them with clarity about their delegated authorities, the main
communication channels established, whether they are oriented
vertically or horizontally. And in the same way, it can provide a better
analysis to the entire organization in the main sense of knowing who
the management will communicate with to request precise and
objective information. But it is also important within the organizational
design to guide the entire organization towards the goal we want to
have, which drastically supports the vision statement and allows us to
see the reality embodied in the mission. This is how the approach to
service in the church must be a priority for all pastors and leaders of the
different ministries.

REASONS TO ORGANIZE.
□ Because there is a need.
□ To ensure that essential activities are not overlooked.
□ To achieve more, using all resources.
□ To avoid duplication of efforts.
□ To avoid misunderstandings.
□ To facilitate communication.
□ To feel safe and confident

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FOCUS TOWARD CHURCH SERVICE

Service focus can be conceptualized as follows: it is the development of the organizational

system to produce a better service that satisfies the expectations of those who receive it.
All organizations regardless of their field today must be focused on those who acquire their
products or services provided. This approach must be proportional to the capabilities that are
currently available, it may change as the market changes, it may vary depending on the market
niche or geographic location, acquisition capabilities of the area or acceptance of my product or
service.

Christian churches must also have their own approach to service towards their members; This
is how we want the society around us to see us, perceive us, what concept we want to
formulate in the minds of people according to my Church. It also leads us to know the
expectations and needs that they have in relation to us.

In order to focus the church (servants, leaders and pastors), we must ask ourselves the
following questions
……. because “ people do not come to congregate
…….. What “ concept about the Church and the pastor do the people who are part of the
church have…”
…..“What a concept about the Church and the country comes from our church.”
49
….”What motivates people to come to Christ Jesus, who- we give them ……”What kind of
spiritual food am I in the pulpit….”

..."As they are developing their service,

It is very important to ask these and more questions and know the answers, because the
answer and the action on it will determine the number and spiritual growth of the church.

To focus on serving a church, the following is important:

□ The slogan, which supports the principles of the church.
□ The absolute support of the general pastor of the work.
□ Training on service in different areas or ministries within the church.
□ The involvement of all leaders.
□ Support via service policies for all active members within the church.
□ The different conferences or preachings on the focus on service that every church
should have.

The activity of focusing the church towards service is creating a bridge or link between the
congregation and the church that I am shepherding to the Lord. By having clarity about the
needs and expectations of the congregation and society itself, you can propose ways or
methods of how the congregation should be treated, within your work plans, you can focus your
training towards the service provided with love for all. , you will have more clarity about the
types of sermons you should prepare, you will know how to organize all types of events inside
and outside the church.

The approach is a tool that involves the entire organization at all levels without distinction, this
is so because it achieves thinking alike, being able to talk about the same topic, having a main
pattern to follow in the execution of the objectives and fulfillment of my mission.

INTERNAL COMMUNICATION

A large number of proven experiences in different companies show that having effective communication
channels (supervisors know the employment policies and employees know what their rights are) there
will be less chance of misunderstandings or feelings on the part of employees that They are not part of
the company team.

One of the most important points in the work environment is internal communication. It is the
key to motivation, it is what allows people to feel that they can express themselves and that
their ideas will be heard, valued, and they will surely feel comfortable in their workplace;
generating greater employee loyalty towards the company, greater commitment.

HOW COMMUNICATION WORKS

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 Communication begins with a sender who wants to send a message to a receiver. The sender
must encode the message and select a communication channel that is capable of transmitting
it to the receiver. When it comes to conveying facts, the message can be encoded in words,
when it comes to conveying feelings, the message can be encoded in body language or tone
of voice.

Because there is a great possibility of misunderstandings, when communicating something

important it is important that there is the possibility of feedback. In this way the true meaning of
the message is clarified. The type of communication that allows feedback is called two-way
communication, since the sender and receiver can interact with each other. There is another
type of communication in which there is no feedback called one-way communication.

Downward communication allows leaders to implement the decisions they have made and
influence employees further down the company hierarchy. Upward communication allows
employees at lower levels of the company to communicate their ideas and feelings to decision
makers at higher levels.

RESPONSIBILITY AND AUTHORITY

Henri Fayol
“Authority consists of the right to command

“Legal authority is distinguished in a leader and is formed by intelligence, knowledge, experience,

moral value, aptitude, services.
borrowed, etc. In a good boss, personal authority is the indispensable complement to legal authority."

That is to say, a distinction is made between a legal authority granted by the organization and another
type of authority, personal authority, the exercise of which is in the hands of the supervisor himself,
who to exercise it must possess certain personal conditions that Fayol identifies in the preceding
definition.
4, 930
4"W
2———E
Fayol makes a precise development of the concept of responsibility and its close relationship with the
exercise of authority.

“Authority is not conceived without the responsibilities – reward or penalty that accompany the
exercise of power. The responsibility is
a corollary of authority, its natural consequence, its indispensable counterweight. Wherever authority
is exercised, responsibility arises. The need for sanction, which has its source in the feeling of justice,
is applied for the benefit of the general interest, since it is necessary to encourage useful actions and

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prevent those that do not have that character.

The sanction of acts of authority is part of the essential conditions of good administration. In practice,
such a sanction is generally difficult to apply, especially in large companies; It is necessary to first
establish the degree of responsibility and then the amount of the sanction.

What is Authority?

Authority is defined as a power or faculty to do something. It is also the power that a person has over
another person who is subordinate to him. And finally it means one or more people vested with some
power or command. Authority within a company is measured from the point of view of the rank or title
they have within the organization. In this sense, it is important to distinguish that authority is related to
the title or position that the person has within the company and not to their personal characteristics or
attributes.
What is the Delegation?

Delegation is assigning authority to one or more people to carry out specific activities. If delegation
did not exist, one person would have to do everything. This way of managing staff is extremely useful.
Generally, when a Church is small, the lead pastor performs most of the activities and functions:
purchases, remittances to banks, payments, and others. As the organization grows, it also perceives
the need to bring in additional personnel to help develop some specific activities. This division of labor
implies the Delegation of Authority.
Every church must have established the conditions of delegation necessary to carry out the objectives
of the church. Unfortunately, there are still ecclesiastical leaders who resist delegating authority to
others, because they think that in this way they would be reducing their own.
Nothing further from reality; Delegating is an art that is learned over time and makes personnel
management easier. If you take into account the principle that says that managing is obtaining results
through others, both a lack of delegation and over-exaggerated delegation are symptoms of poor
management.

Delegation Process
Delegating implies not only the delivery of power so that someone can issue orders to third parties
under their command. On the contrary, it implies a series of commitments on the part of the person
who accepts the conferred authority.
Below is a typical delegation process as well as some of the concepts related to this authority that are

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commonly handled in the company:
ASSIGNMENT OF DUTIES
DELEGATION OF AUTHORITY
ASSIGNMENT OF RESPONSIBILITY
BUILDING TRUST

Duties Assignment
The person in charge of the company has to perfectly define and communicate the duties that will be
assigned to their middle and intermediate managers, who in turn will transfer them to their
subordinates to achieve the proposed objectives.
The duties for each person must be recorded, verifying from the first moment that they are
understood by those involved. In addition, the types of expected results and how, when, where and
how often their compliance will be evaluated should be included.
Delegation of authority
The very fact of communicating functions and activities to a subordinate indicates that they must be given the
necessary authority to perform them properly. Delegating without handing over authority is an absurdity as big
as an elephant. Without the corresponding authority, it is materially impossible for the assigned duties to be
carried out and therefore the specific purposes of the organization cannot be met.

Assignment of responsibility
Every delegation of authority has a responsibility assigned to the person who receives it.
Rights have to be accompanied by “obligations”
Delegating authority without assigning a share of responsibility is not conceivable. Authority without
responsibility is the beginning of the end of every organization and one of the most frequent causes of
abuse in companies. Responsibility is delivered automatically with each delegation of authority.
However, it cannot be transferred as a “final or sole” responsibility. The responsibility will be that of
the commander who is in charge of the subordinate to whom he delegated. This means that
The transfer of a share of responsibility does not exempt the person who transfers it from it. Before
higher commands, both are responsible. This point is essential
importance and should not be forgotten in any responsibility to anyone and to our sup

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Building trust
It is inconsistent to give one person authority and responsibility and not complete the process by
placing a sufficient degree of trust in the person to whom a task has been delegated. If a boss has
decided to delegate, it is necessary that he trust others. Delegated authority and responsibility
generate a commitment for the subordinate , who must perform his or her job in the most
relaxed way possible. If you are aware of having the trust of your superior, you will achieve the
proposed goals, regardless of the possible setbacks that may arise throughout the implementation
process.

c. Address.
Directing is the work of the manager who ensures that people take effective action to
achieve objectives. Once you have planned and structured people in an organizational
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scheme, you must lead your staff, your entire team, to act: You must lead

SCOPE OF DIRECTION
1. Motivation
STIMULATE AND DEVELOP RESPONSIBILITY: Every time we give a small or
insignificant responsibility to a person who is capable of doing much more, we are
turning him or her into an emotional cripple, a dependent being. Responsibilities
must be given in such a way that they are striving and that make people trust God
to carry them out.
RADIATE PERSONAL ENTHUSIASM (Exodus 14:13-16)
13
“And Moses said to the people: Do not be afraid; stand firm, and see the
salvation that the Lord will do for you today; because the Egyptians whom
you have seen today, you will never see again forever. 14 “The Lord will fight
for you, and you will be at ease.”
THE BEST MOTIVATION IS TO LEAD BY EXAMPLE. Our Lord Jesus
Christ did it when he washed the feet of the apostles. (John 13:15)

2. Human relations
Human Relations are those that allow the creation and maintenance
between individuals of cordial relationships, friendly ties, based on certain
rules accepted by all and, fundamentally, on the recognition and respect of
human personality.
Public Relations, for its part, seeks to insert the church or organization
within the community, making its members understand its objectives and
procedures in order to create beneficial links for both parties through the
agreement of their respective interests.

3. Efficient use of resources

The resources are classified as follows: Financial Resources , which are
given by tithes, offerings and a variety of donations, Material Resources ,
such as infrastructure, land, inventories, and Human Resources , which is
the team of servers of the ecclesiastical organization.
The use of resources will depend on the Pastor's way of leading; the available
resources that each church has must be managed and oriented to generate souls
for Christ. The pastor is called to generate work plans, quarterly, semiannual or
annual, where resources of this nature are involved. Within this plan, all available
resources must be considered. For this reason, it is necessary for the pastor to
manage the inventories of the church, precisely the assets.
Therefore, efficient use will depend on the ability of the pastor or leader to
be able to efficiently plan activities that involve the church's resources.

d. Control.
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Understood as the process to ensure that actual activities adhere to projected activities.
This process can be described in elements or steps that are mentioned:
i. Establishment of standards and methods to measure performance.
ii. Measure the results.
iii. Determine if the results correspond to the parameters.
iv. Take corrective measures.
Control is beneficial since it creates better quality, allows changes to be faced, produces
faster cycles, adds value and facilitates delegation and teamwork.
There are various controls necessary within organizations, among the most important:
financial controls, budgetary controls, audits, operational controls, etc.

WHAT IS CONTROL?
□ The control process is simply a verification system.
□ It is to verify if everything occurs in accordance with the adopted plan.
□ Its purpose is to point out deviations, weaknesses or errors to rectify them and make
the corrections enter again in the process that moves towards the objectives.

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ELEMENTS NECESSARY FOR EFFECTIVE CONTROL.

1. The full cooperation of the leader.

2. The preparation of and attention to normal executions.
3. Areas to evaluate:
4. Periodic reports from the human team.
5. Records, statistics.
6. Charts, comparisons.
7. Descriptive summaries.
8. Staff observations.
9. Proceedings.
10. Questionnaires.

UNIT 3 THE CHURCH, ITS OBLIGATIONS AND RELATIONSHIPS

9. Discipline in the Church

Discipline is equal to CORRECTION, WARNING, PUNISHMENT . Discipline is a symbol
of authority and serves three purposes:
1-To correct,
2-To instill fear (respect) and
3-To achieve the regeneration of the individual.

The apostles had received from God the power to establish discipline among the saints,
1Cor 10:8; 2nd Cor 13:10; Eph 4:11-15 .

AREAS IN WHICH DISCIPLINE IS EXERCISED:

1-In the conservation of sound doctrine.
a) Turn away from those who cause stumbling against sound doctrine, Rom 16:17 .
b) Rebuke those who teach different doctrine, Titus 1:13 and 14
c) Exercise supervision over the daughter churches so as not to fall into errors,
1Tim 1:3 .

2-In the distribution and administration of the offerings.

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 a) Freedom in its use, without reaching the embezzlement of funds, Acts 6:1-3 .
b) Create systems and uses of offerings, 1Cor 16:1-2 .
c) Collect love offerings, 2Cor 9:1-5 .
3-Rebuke of sinners.
a) Private rebuke, Mat 18:25 .
b) Rebuke in the presence of two or three witnesses, Mat 18:16 .
c) Public rebuke without mentioning names (optional), Matt 18:17; 1Tim 5:20 .
4-Exclude people who are obstinate in sinning or scandalizing.
a) Deliver them to Satan, 1Cor 5:1-5 .
b) Do not share with them, 1Cor 5:11 .
c) Depart from disorderly brothers, 2Thes 3:6 .
d) exclude backsliders, Titus 3:10 .

PURPOSE OF THE DISCIPLINE:

1-In the building of the church, 1Cor 14:26-28 .
2-In order and decency of worship, 1Cor 14:33-40 .

BIBLICAL COUNSEL REGARDING DISCIPLINE:

1-Admonish with meekness and mercy.
2-Exercise authority by setting an example.
3-Do not impose on your congregation positions that they cannot carry.
4-Do not become a legalist or judge.
5-Try to prevent discipline problems.
6-Resolve immorality problems with great caution.

10. The ordinances in

BAPTISM Church:
The action of baptism is expressed in the New Testament with the Greek verb
bápto ), and its derivatives, which means to introduce into
water, immerse or wash with water. Its meaning is IMMORSE, ANOINT, HOLD,
COLOR. The idea it leaves us with is to put another person under water. At baptism the
Christian believer makes a public profession of personal faith in Christ and assumes the
obligations of the Christian disciple. As an ordinance, baptism is found in Matthew
28:19-20; Mark 16:14-18; Acts 2:38 .

BAPTISM IN OLD TESTAMENT:

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It did not exist, the identification with the Lord was through circumcision, so we can say
that baptism came to replace circumcision, Col 2:11 12 . Baptism in the Old Testament
was to enter the Kingdom of God through repentance which leads us to three
implications:

Old Testament:
1-Give up and change your attitude;
2-Be submissive and have a desire to learn and 3-Have continuous improvement.

BAPTISM IN THE NEW TESTAMENT:

It was a manifestation of repentance and served for forgiveness of sins, Mark 1:4 . But
technically speaking, baptism is an identification with Christ in his DEATH AND
RESURRECTION , Rom 6:4; Col 2:11-12 .

INFANT BAPTISM : it is considered that believers must be fully aware of what baptism
means, having free will (own will) in their decision to obey this commandment to the
Lord; Furthermore, baptism comes as a product of having repented and having
recognized the Lord as the Savior of our souls.

BAPTISMAL FORMULA:

1-Brother _____________________ because you have made a profession

public faith in Christ Jesus, I baptize him in the name of the Father and of the Son and of
the Holy Spirit. BURIED WITH CHRIST AND RISEN TO A NEW LIFE .
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20-In obedience to the great commission and according to the profession of your faith in
the Lord Jesus Christ, Brother (a) _________, I baptize him in the name of
Father and the Son and the Holy Spirit. BURIED WITH CHRIST AND RISEN TO A NEW
LIFE .

WHO SHOULD BAPTIZE :

1-Only ministers ordained to the gospel of Christ, that is, hands have been imposed on them to
exercise the pastorate and therefore this ordinance.

2-In exceptional cases, whether due to long distances or emergencies and our case with
our missionaries who are final year students, they are granted permission certified by the
General Pastor of the mother church, to exercise certain privileges (except that of
marry).

ORIGIN OF BAPTISM:
Holy BATHS AND WASHINGS WERE common in the religions surrounding Israel BC, but New
Testament baptism has its immediate antecedents in the Old Testament and
intertestamental Judaism. The Law prescribed various washings with water ( Exod 29:4;
30:20; 40:12; Lev 15; 16:26, 28; 17:15; 22:4, 6; Num 19:8 ; etc.), and The prophets
also spoke of present washings ( Isa 1:16; cf. Ps 51:2, 7 ) and future ones ( Isa 52:15;
Ezk 36:25, 26; Joel 2:23, 28; Zech 13:1; etc.; cf. 1Cor 10:2 ). Baptism was prescribed
for proselytes (perhaps BC) to incorporate Gentiles into the
AND SENIOS

MEANING OF BAPTISM:
Baptism in the New Testament is the gateway to the New COVENANT COMMUNITY , allowing
those who pass through it to experience the benefits of that covenant.
John the Baptist insisted that Jews be baptized. Christ submitted to baptism with which
he began his public identification with sinners,

identification that culminated in the cross ( Matt 3; Mark 1:9–11; Luke 3:1–22; Jn 1:19–
34; cf. Mar 10:38, 39 ).
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1 s an initial sign for the added member of the PEOPLE of the new COVENANT , the
RC C UNCISION ( Col 2:11, 12 ) and came to imply both the requirements

and benefits of the covenant.

John the Baptist insisted on REPENTANCE ( which included a second basic
benefit:
gift of the HOLY SPIRIT and its regenerating power ( Mark 1:8; Acts 1:5; 2:38; 10:47; cf. Jn 3.5;
Titus 3:5 ). Like circumcision ( Rom 4:11 ), baptism was preceded (at least in the case of adults)
by faith ( Acts 8:12, 13; 16:31–34; 18 ; etc.). Christ instituted it as obligatory for all his disciples (
Matt 28.19 ).

Paul used the requirements and benefits of baptism to combat several problems of the
new churches. In Galatians he combated legalism by affirming that the understanding of
baptism was A SIGN OF JUSTIFICATION BY faith ( 3:24–27 ). In Romans, in condemning
LIBERTY , he insisted that a right understanding of baptism excluded the abuse of God's
abundant grace and required the hardest struggle against sinful desires ( Matthew 6:1–
14; cf. Mark 1:12, 13 ). Romans 6 also highlights that through baptism the believer
identifies with Christ, both in his death and also in his resurrection.

To the carnal divisions of the Corinthians the apostle opposes baptism as a sign of Christian
unity ( 1Cor 1:13-17; 12:13; cf. Eph 4:5 and Gal 3:27, 28 ). When the Colossians were
attracted to a type of GNOSTICISM that promised salvation through secret knowledge, Paul
reminded them of the baptism that united them to Christ, the source of the fullness of God's
wisdom. He also referred to baptism in his marriage counsel ( Eph 5:26 ) and to promote zeal in
doing good works ( Titus 3:5 ). Peter mentions baptism regarding

problem of uneasy consciences due to persecution ( 1 Petr 3:21 ) and the author of
Hebrews to encourage prayer ( 10:22 ).

BAPTISM PROBLEMS:
Most scholars agree that the common baptism in the early church was by immersion,
although they also recognize that the word used in the commandment sometimes has a
broader and more general meaning (p. e.g., Luke 11:38 ).

The most acute practical problem related to this issue is that of the baptism of infant
 6
c2hildren of believers. Some teach that we should wait until the children make their own
confession of faith, because it does not appear in the New Testament that children were
baptized. Others believe that the unity of the covenant and the analogy of circumcision
justify the baptism of children of believers, as an expression of the parents' faith, subject,
of course, to the subsequent confirmation of the children themselves.

Related to the above is the problem of the precise meaning of baptism. For example, is
baptism a human act of confession, purely symbolic? Is it a divine, sacramental act by
which God communicates his grace and personal presence through faith as in the case
of a sermon? Can it be an instrument by which God creates faith and saves the
individual? The biblical texts cited in this discussion have been interpreted in various
ways ( Mark 1:8; Jn 3:5; Acts 2:38; 10:47; 1Cor 1:17; Eph 5:26; Titus 3:5, 6; 1st Pdr
3:21 ).

Although the natural interest of the modern reader almost inevitably turns to problems of
interpretation in the various sectors of Christianity, it is important to note that the New
Testament, as has been noted, emphasizes other aspects of baptism.
THE HOLY SUPPER: 1st Cor 11:23-26
Regarding the doctrine of the Lord's Supper, four theories are known throughout the
world:
1-THE TRANSUBSTANCE:

This is how the substances are transformed into the body and blood of Christ, both
bread and wine respectively. This liturgy is when the priest pronounces the words of
consecration immediately the bread and wine become the true body and blood of Christ
just as it happened on the Cross, Jn 6:53 .

2-CONSUBSTANCE :

This is a Lutheran doctrine that considers that in the bread and wine the corporal and
real presence of Jesus is found in an inexplicable way.

3-THE MYSTIC PRESENCE :

John Calvin proposed a middle ground between the above definitions, denying the bodily
presence of Christ in the Supper, but insisting that he is dynamically present.

4-SYMBOLIC DINNER OF THE LORD :

Bread and wine are symbols divinely ordained to represent the body and blood of the
Lord Jesus.

SYMBOLS OF THE HOLY CINNER :

1-The death of Christ.
2-A pleasant commemoration.
3-An ecclesiastical communion.
4-A prophetic symbol, Mat 26:29 .

WHAT THE HOLY CINNER CONSISTS OF :

In remembering the death of Christ and announcing his second coming.

HISTORY OF THE HOLY SUPPER :

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Also known as the LORD'S SUPPER, a simple ritual feast ordained in the Church by
Christ (" do this in remembrance of me", Luke 22:19 ), and today sometimes called
the Eucharist (in Greek, thanksgiving Communion . It commemorates the atoning death
of Jesus Christ and at the same time symbolizes the unity of Christians and their
reiterated faith in the soon coming of their Lord.

P ASSOVER on the eve of his crucifixion, serves as the basis for the current Lord's Supper. It
was evidently a moment of extraordinary importance for Him ( Luke 22:15 ). He gave
precise instructions regarding preparations ( Matt 26:17-19 ), and took precautions so
that Judas, and therefore the Jewish leaders, did not know in advance where they would
eat (A UPPER ROOM ).

The WASHING of the feet that Jesus did to his disciples ( Jn 13:4-17 ) began the celebration of the
Passover meal, which was very loaded with religious symbolism. Then Jesus took the bread,
broke it, and distributed it among his disciples, saying, “This is my body, which is broken for you;
do this in remembrance of me” ( 1Cor 11:24 ). Then he invited them to drink from the glass of
wine,
COVENANT in my blood; Do this as often as you drink it, in
remembrance of me" ( v. 25). This Pauline version of the words of institution, similar to that of
Luke ( 22:15–20 ), is to be compared with that of Mark ( 14:22ff .), which Matthew has followed
closely ( 26:26–30 ). .

Faced with the difficulty of fixing the precise date of the institution of the Lord's Supper (JESUS
CHRIST), some scholars have tried to completely separate this Christian festival from the Easter

tradition. They claim that Jesus died precisely at the time when the Passover LAMB was usually
sacrificed ( Jn 19:14, 31 ) and therefore could not have celebrated the Passover meal the night
before. Data recently discovered at QUMRAN, however, seem

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 indicate that there were discrepancies in the Jewish calendars of that time that perhaps
allowed the synoptic accounts to be harmonized with the Johannine one.

Whether the date IS THE 14TH OR 15TH OF NISAN , UNDOUBTEDLY the thoughts of Jesus Christ, as
he sat at the table, revolved around the Passover. Through his words, and through
prophetic symbolism, the Lord communicates to his people that the original meaning of
Easter acquires a new dimension and fulfills THE TYPOLOGY OF the Old Testament. He
makes the bread and wine new parables of his imminent sacrifice and emblems of his
death that would be verified by the ATONEMENT of human sin and THE PROPITIATION OF God's
justice. By analogy, Christ thus makes his people identify with a new liberation of "Egypt"
from sin in each celebration of the Lord's Supper.

Some Christians, and particularly Roman Catholics, have interpreted literally the words
of the institution: "this bread is my body. This cup is my blood. Others assert that the
verb "to be" here has the exegetical value of "means", as in Genesis 41:26; Dan 7:17;
Luke 8:11; Gal 4.24; and Rev 1:20 , in addition to the fact that in the Aramaic spoken
by Jesus the "is" would be completely missing. From there it is believed that the Lord
spoke metaphorically.

In the early church, a common meal was customary before the Lord's Supper that
commemorated the joyful occasions when Jesus Christ broke bread with his disciples
(e.g., Luke 24:30; John 21:9ff.; cf. Jn 6:11 and the “breaking of bread” of Acts 2:42,
46; 20:7 ; etc.). It seems that in Corinth these FESTIVALS OR ÁGAPES BECAME selfish occasions
for drunkenness and gluttony that deserved a severe rebuke from Paul ( 1Cor 11:20 ff.).
The apostle warned of the judgment that awaits those who partake of the elements
“unworthily. Without discerning the body” ( vv: 27–34 ).

11. Doctrine in the Church

6
6 1Tim 1:3-11 Warning against false doctrines
3
Just as I begged you to stay in Ephesus when I went to Macedonia, so that you would
4
command some not to teach different doctrine, nor to pay attention to fables and
endless genealogies, which lead to disputes rather than the edification of God which is
by faith, That's how I order you now. 5 For the purpose of this commandment is love born
6
of a pure heart, and of a good conscience, and of unfeigned faith, from which things,
7
some deviating, they turned away to vain talk, wanting to be teachers of the law,
without understanding neither what they speak nor what they affirm.

8
8
But we know that the law is good, if a man uses it lawfully; 9 Knowing this, that the law
was not given for the righteous, but for the lawless and disobedient, for the wicked and
sinners, for the irreverent and profane, for father-killers and mother-killers, for murderers,
10 .... . . .
for fornicators, for sodomites, for kidnappers, for liars and perjurers, and for everything
11
that opposes sound doctrine, according to the glorious gospel of the blessed God,
which has been entrusted to me.

IMPORTANCE OF WHY STUDY THE DOCTRINE:

1-Due to the presence of sects.
2-For greater spiritual and not intellectual growth. 3- To become a modern apologist,
(defender of the faith).
4-For a correct interpretation of Scripture.
5-It is an essential part of pastoral preparation.
6-For a deep knowledge of biblical truths.
7-To preach the word of God without heresies.

The most important thing about doctrine is to maintain its purity when taught. Of which
we give we can remember exactly the course of Biblical Doctrines I and II. The
interpretation of the Bible is a key factor in doctrine.
6
7
12. The Church and its details
1st Peter 4:10-11
10^ . ,,, ■ .............
Each one, according to the gift he has received, minister it to others, as good stewards of the
manifold grace of God. 11 If anyone speaks, let him speak according to the words of
God; If anyone ministers, let him minister according to the power that God gives, so that
in everything God may be glorified through Jesus Christ, to whom belong glory and
dominion forever and ever. Amen.
Feeling called by the Lord to the pastorate turns out to be a privilege; and the desire to
pastor a church is the desire of many servants today.

This thought is not bad as long as there is true awareness that will involve the
responsibility of carrying forward the flock of the Lord.
Many Pastors have left the ministry when they find themselves in a pulpit and none of
their plans have turned out as planned.

SOME DETAILS OF THE CHURCH .

1-Some details to survive:
a) The entire church needs X amount of money to survive.
b) Where will we take that money from?
c) How will we ensure that it never fails?

2-A work plan (Planning):

a) What we have,
b) What do we do,
c) What we intend.

3-Organize departments:
a) The church needs Sunday School,
b) A crib department,
c) Bookstore (departments in the church are organized according to need).
68
4-Personnel selection (delegate responsibility):
a) Associate Pastor,
b) Superintendents,
c) Section leaders.
5-Evangelism Plan:
a) Organize a variety of events,
b) Transportation contract if warranted,
c) Treaties and permits.
6-Local vision:
a) Who we want to reach,
b) Change of location,
c) Local improvements.
7-Need for employees:
a) Full time pastor,
b) temple toilet,
c) Custodian, administrator and maintenance manager.
8-Preparation of activities:
a) Advance quarter program,
b) Organization of seminars and training.
c) Anniversary bells, revival, etc. 9-Motivation for perseverance:
a) Achieve loyalty from the congregation, from attendance, in offering and service.
b) Incentivize servers for greater willingness.
10-Opening of new churches:
a) Preparation of other ministries,
b) Initial help (starting a church),
c) Constant supervision.
11-Organization of theological centers:
a) Doctrinal theological teaching,
b) Preparation for the pastorate,
6
9 c) Necessary implements.
12-Property administration:
a) General church maintenance
b) Constant repairs of what was damaged,

c) Equipment material for the proper functioning of the administrator. 13-

Responsibility with members:
a) Funerals (essential),
b) Sick,

c) Problems with the family. 14-

Ministering of ordinances:
a) Preparations for baptisms,
b) Preparations for Holy Communion,

c) Religious wedding service.

15-Pastoral Problems:
a) marriages,
b) intimate,
c) Private.

All these details have to be resolved without neglecting:

1-The preparation of our sermons,
2-The Bible study,
3-Our communion with the Lord,
4-Our personal study of the Bible,
5-Time for our family and our church.
13.THE CHURCH AND ITS RELATIONSHIP WITH OTHER CHURCHES.

The churches are mutually independent; For this reason each church has
relationships and duties towards others. Independence is not isolation; There
is also a mutual independence between the churches, which are equally
recognized in the Scriptures.
70
Paul's letters and messages to the seven churches of Revelation and their
observation are equally obligatory. A church is not allowed to be in solitary
confinement; It is a unity, but a unity among a multitude that forms a whole. It
is one in the great community of churches, united to each other with the most
powerful bonds.

They all have the same relationship with Christ as their only head and with the
kingdom of Christ, since each one is his representative. It has the same life
and experience, being regenerated, illuminated and inhabited by the same
Spirit. They have the same constitution derived from the same and only word
of God; the same responsibility, since they are entrusted with the one and the
same Gospel; and the same mission because they are all equally responsible
for giving this gospel to the world. Thus each church is a unit in the great
community of churches, and the character and actions of each church have an
effect on the good name and well-being of all the others.

DUTIES WITH RESPECT TO OTHER CHURCHES.

1-Each church is obliged to promote, as far as it can, the well-being of other
churches, in the following way:
a) Giving training courses,
b) Implement missionary thinking (pastoral help to the work), Send
ministers or pastors to help a certain work, Acts 11:22, clarification. They
must pray mutually for each one of them, 1Tim 1:1-2 .
2-Each church is obliged to respect the character and ecclesiastical facts of
the other churches, and to avoid weakening their just authority and influence:
a) The validity of his ministry and ordinances must be recognized (guest
preacher).
b) Give and receive letters of recommendation and farewell (change of
membership).
c) One church is not permitted to enter the natural territory of another, so
as to unjustly diminish its field and weaken its power.

7
1
 d) Do not impair its effectiveness or harm your well-being.

3-Each church is also obligated, in combination with other churches to help

according to its ability, to send the gospel to the world.

DUTIES REGARDING CHURCHES – SISTERS.

1-If any church has departed from the faith and practices the gospel, the sister
churches have the manifest duty to make efforts, with all tenderness and
fidelity, to depart from error, and if it were impossible it is their duty to separate
from such church .

2-When a church organizes and takes the common name of an association,

demanding recognition as one of them, the duty of this church is to ask the
advice of the others.

3-Other duties:
a) Adequate supervision,
b) Assistance in campaigns,
c) An evangelical advice,
d) Advice to solve problems,
e) Advice to carry out projects.

14. Evangelistic Aggressiveness

THE CHURCH AND ITS EVANGELISTIC AGGRESSIVENESS.

What is aggressive evangelism?

It is the most effective plan that a church can put into practice to win more
people for its congregation and through this, grow a church.
72
PURPOSE OF AGGRESSIVE EVANGELISM.
1-Propagate the gospel of Christ,
2-Make churches grow.

IN CHARGE OF EVANGELISM.
1-The Pastor of the church,
2-The leaders of evangelism groups or clubs,
3-The congregation (we must teach them that they are the essential part).

WHAT IS EVANGELIZING?
It is the ability of every person who has received Christ as their personal
Savior to speak to other people about the plan of salvation.
WHO SHOULD BE EVANGELIZED?
1-To the lost or destitute,
2-To the professionals,
3-To people of other denominations (not everything is light blue)
4-To those who have fallen into false sects,
5-To all social classes: High, Middle or Low.

WHERE SHOULD YOU EVANGELIZE?

1-In homes, 3-In schools, 5-On the streets, and
2-In parks, 4-In hospitals, 6-In the workplace.

WHICH PLACE SHOULD NOT BE EVANGELIZED?

1-In the canteens, 3-At parties,
2-In cinemas, 4-In social gatherings.

TYPES OF EVANGELISM .
1- Personal evangelism :
73
It consists of each member of the congregation evangelizing person by
person, until the listener is persuaded and won to Christ. This is illustrated in
John 4:1-26 .

2- Institutional evangelism :

It consists of having a group of people trained to evangelize in a specific

institution and it can be this, a school, a barracks, a company, etc.

3- Evangelism by campaigns :
a) revival campaigns, c) Family campaigns, and
b) building campaigns, d) National campaigns
(crusades).

4- Evangelism through propaganda :

1-Advertisements in the newspaper,
2-Advertising billboards, and
3-Posters everywhere.

5- Ecclesiastical evangelism :

It consists of making the invitation to receive Christ in all services, not missing
a single opportunity to make the call, (no matter how small or large the
congregation may be, we all have the right to be saved).

6- Creation Evangelism :

It consists of using our creative capacity to invent new systems of bringing

Christ to people's hearts.
Examples THE Cffin, THE DOG, TREATMENT IN RESTAURANTS,
BALLOONS WITH MESSAGES, WALL PAINTING CAMPAIGNS, etc.
74
15. The Church and its Activities
Every activity carried out in a church must have as its objective:

1-Reach souls for Christ.

2-Achieve an increase in attendance, and above all, make it a vital part of
the spiritual growth of the congregation.
Care must be taken not to schedule activities that are outside the spiritual
scope, offering extreme freedoms to achieve the goals imposed on a certain
church.

ACTIVITIES TO BE CARRIED OUT .

1-The rational preaching cults,
2-The performance of baptisms in water,
3-The services of Santa Cena,
4-Christmas cults,
5-Mother's and Father's Days,
6-Funeral services,
7-Birthdays,
8-Holy week,
9-The entebes (evangelization in the streets),
10-Youth meetings,
11-Religious weddings,
12-The gatherings, training, etc.

WHO SHOULD ORGANIZE THESE ACTIVITIES.

The Pastor and the leaders of the different departments of the church.

HOW TO ORGANIZE AN ACTIVITY.

1-Plan it in advance,
2-Confirm the activity,
75
 3-Seek the support of the pastor and the
members, 4-Advertise it,
5-In case of emergency, replace or cancel it (only by SOS).

RESPONSIBILITIES OF THE CHURCH IN ALL ACTIVITIES.

1-Seek edification for all members.
2-Invite other churches to participate in your events.
3-Do not participate in activities with political purposes that expose the church
to danger.
4-Delegate responsibilities to leaders for their proper development.
5-Motivate the congregation to participate in all activities.
6-Make some activities a tradition,
7-Participate in the events of other congregations,
8-Have a detailed plan of the needs for each activity,
9-Give youth the opportunity to participate in different activities,
10-Ensure that all activities are carried out in perfect order.

THE CHURCH IN ACTION.

Every activity requires the effort, money and time of the members, a church without
activities is a church without dynamism, without movement, without fruitful results.
The church in action is one that keeps its members working for the magnification of
the work and glorification of Jesus.

16. Characteristics of an ideal Church.

We want to mention that one of the characteristics of churches is that it is a
place where sinners gather to worship God.
Therefore we cannot expect to find a perfect church, since imperfection and
weaknesses make us seek the Face of Christ. However, we will present
below some characteristics that every church should try to achieve, since the
will of God is our Sanctification:
76

1-A pastor with integral qualities and filled with the Spirit of God, Jer 3:15 . 2- May members driven
by love for Christ feel the desire to serve, Jos 24:15 .

3-An ordered church, Col 2:5 .

4-Unity, Eph 4:3 .
5-Lover of Jesus Christ above all things, Mat 10:37 .
6-A loving church, 1st John 4:7-8 .
7-Be churches of Peace, Acts 9:31 .
8-Be built up in Christ, Acts 9:31 . 9-
Walk in the fear of the Lord, Acts 9:31 .
10-Be strengthened by the Holy Spirit, Acts 9:31.

Genesis 39:21-23.

As a prisoner and slave, Joseph may have lost hope. However, he put his all into whatever
task was assigned to him. The head of the prison soon noticed his diligence and positive
attitude, and promoted him to prison administrator. Are you in the middle of a difficult
situation and have already lost hope? At work, at home, or at school, follow José's
example and put your all into whatever task comes your way. Remember that God
changed Joseph's situation. He sees your efforts and can transform even the most
overwhelming adversity.

7
7
UNIT 4 CHURCH FINANCES

5. The Financial Budget.

to. Importance
Generalities of the Budgets.-
Budgets are administrative tools considered one of the most important in planning the
activities of a company or church: since it is through them that we can foresee the future
needs that could arise in the development of an activity, for a defined period.
Budget Concepts.

The meaning of the term "budget" in advance of the cost, expenses and sales of any
ecclesiastical activity.

We will briefly give some definitions of what different authors express about Budgets:
According to George R. Terry, in his book "Principles of Administration", defines Budgets
like this: "It is a prior assumption of future needs, ordinarily arranged and covering some or
all of the activities of a company, for a defined period."

Finney and Miller, in their work Superior Accounting, define budgets as follows: "It is a
financial program for the operations of a future period, based on the results obtained in
previous periods and on data obtained through research and analysis." .

Agustín Reyes' Ponce in his book on Business Administration, defines

budgets as: “An essential modality and characteristic consists of the quantitative
determination of the
scheduled elements".

H. W. Alien Sweeny and Robert RachITn, in their work Budget Manual say: "A Budget can
be defined as the orderly presentation of the expected results of a Plan, a Project or a
Strategy.

Importance of Budget Formulation.

Why is Budgeting necessary?
Because there are a large number of businesses that have great financial difficulties,
particularly those affecting small businesses that appear to arise from failures in planning.

7
8
This is not to say that all business failures can be avoided by making use of budgets; but a
large number of them could be avoided.

There are relatively few planned failures, but countless unplanned ones. The most
important reason for planning is that it forces people at all levels of management to think
about the future.

Almost all business decisions involve an element of forecasting. Thus, if we decide to raise
the price of a product, we are making some assumption about the future reaction of the
market through the price increase.

The Budget is important to achieve three objectives:

a) Organization
b) Coordination
c) Control.
The budget helps organize and organization is one of the most important functions of high-
level management.
To make all departments and/or ministries collaborate towards the common objective, present a
well-developed plan at all executive levels.

7
9
Due to the complexity of modern commercial life, most companies are divided into
departments and it is up to the budget to play the role of coordinator.

As an integral part of control, budgets are used:

1. To compare the results obtained with the estimates prepared.
2. To analyze the differences between projections and results.
3. To make the relevant decisions.

b. Characteristics
The functions performed by budgets depend largely on the management of the company
or church. The needs and expectations of leaders and/or managers and the use they make
of budgets are strongly influenced by a series of factors related to the background and
competencies of the leaders and the administrative system to be implemented.

The characteristics that the Direction of a church ideally and that is typical of the budgetary
function, are the following:
a) Be an analytical, precise and timely tool.
b) Have the ability to predict performance.
c) Be a support for resource allocation.
d) Be able to monitor actual ongoing performance.
e) Serves as a warning of deviations from forecasts.
f) Give early indications of upcoming opportunities or risks.
g) Provide the ability to use past performance as a guide or learning instrument.

In lived reality, the ideal is rarely achieved. Sudden changes in the environment, new legal
provisions and unexpected commercial events such as strikes, accidents, etc., can throw
the process off balance. The governing body spends most of its time
80
"putting out fires", that is, resolving crises instead of leading the entity as it should.
Some reasons why Budgets are not more successful are, among others, the following:
a) The inability of management to understand its system. Managers worry about the
details or try to control the wrong factors.
b) The lack of support from management for the budget system.
c) The inability to understand the critical importance of the role of budgets in the
administrative process.
d) Inadequate evaluation and mismatches between products and markets. It is difficult to
understand how it is possible that an important and common activity such as budget
review can cause so much havoc for companies and churches. The reasons are immersed
in some of the following aspects that we mention below, and that form the harmonious
development of the formulation, execution and control of budgets as administrative tools,
as follows:
1. Creating uncertainty about future events.
2. Making different interpretations of the available information.
3. The main leaders having different personal goals.
4. There is difficulty in openly facing different opinions and the style to resolve them.

CLASSIFICATION OF BUDGETS.
According to author Robert W. Johnson, in his work Financial Administration, classifies
budgets according to their rigidity into two types:
a) Assigned budgets
b) Flexible budgets.

Assigned Budgets are characteristic of government agencies. A fixed amount is

established, in relation to the

8
1
dependency and increases in expenses over that amount may be made only under the
authorization of supplemental appropriations.

In private business, allocated budgets are sometimes applied to advertising, research,

development, and capital expenditures. These allocations are usually anticipated
expenses that exceed the budgets that have been planned, that is, they are characteristic
of expenditures: they must be made for periods longer than the normal budget.

Flexible budgets are characteristic of private companies, commercial and industrial

companies, which adapt to their needs as they include elements that adapt to variations in
estimates of projected income or expenses.

For churches, the most useful is the flexible budget, since it allows determining a small
percentage variation, and due to the types of activities carried out by churches where the
data and results are difficult to give exactly. The percentage variation should not be greater
or less than 10%, since if this happens, control over the budget would be lost. There are
leaders who, when they begin budgetary activity, propose variations of up to 15%, where
they seek to educate to their collaborators and over time they reduce that percentage until
reaching a minimum of 5%

c. advantages and limitations.

The correct use of budgets makes it easier for company management to put the principles
of planning, coordination and control into practice. This fact reflects the importance of
Budgeting in administration, as it is a tool that can and should be used to lead the
company or the church to a good destiny.
82 ADVANTAGES OF USING THE BUDGET.

The main advantages of using the Budget are the following:

1. It helps pin responsibility to each function of the company, precisely where it belongs.
2. Due to its coordinating nature, the budget makes all the departments of the company
collaborate to achieve the general objectives set by the budget.
3. It is a means to check the efficiency of the results.
TO. It avoids waste, in the sense that it limits expenses to specified maximums.
5. Regulates projected expenses, within the limits of income.
6. It indicates the most economical use of the company's capital, since the plans prepared
before the budget are aimed at maximum efficiency.
7. It requires the company manager to study the market, products and/or services,
service methods and specify the most suitable means to increase production.
8. It serves as a timely warning against any irrational optimism that could lead to an
exaggerated expansion of certain functions or divisions of the company.
9. It helps determine the effect of the company's sales, production and financial policy.
10. It makes it possible to analyze the differences between estimates and results.

LIMITATIONS OF THE BUDGET SYSTEM

1. It is based on estimated calculations, that is, the possibility of error in the estimate must
be considered as an additional factor.
2. It requires data that can increase administration costs, depending on the type of
organization used.
3. It is in no way a substitute for efficient administration and direction.
4. Preparing and implementing a budget requires a lot of time before the desired results
are achieved.
5. Budgets should not be programmed and implemented, much less perfected in a short
period.
6. The execution of the budget does not depend on the will of a single person, but
requires the coordinated participation of all units of a company.
7. The most important of the limitations derives from the fact that the budget is a tool for

8
3
the management of a company and its correct use depends on the capacity and
experience of those responsible for budget execution.
8. In times of inflation, the effectiveness of budgetary control is reduced, since in many
cases it cannot be distinguished whether the deviations are a product of inflation or
efficiency.

ADVANTAGES OF PREPARING THE EFFECTIVE BUDGET.

1. Establishes additional capital needs in certain periods.
2. It allows you to realize in advance the excessive available cash balance, which can be
used in other lucrative operations.
3. Provides for the cancellation dates of credits payable by the company and its impact on
the company's other operations.
4. Judges the profits derived from the operations program and the possibilities of
disposing of the cash.
5. It facilitates the preparation of budgeted financial statements periodically and therefore
to know the situation of the company or church and examine the planned goals.
6. Facilitates obtaining credits with credit institutions.
CONTENTS OF THE CASH BUDGET
The Cash Budget consists of three parts:

(a) Projected cash inflows (b) Projected cash outflows

(c) Balances and requirements.

A) INCOME:
This item contains income from offerings, tithes, donations and sowing, which are analyzed to
determine purely cash income; sales of fixed assets, interest earned, insurance claims, capital
increases, obtaining credit, etc.

B) EXPENSES:
Also indicated as payments, disbursements or disbursements. They are classified as follows: -
Purchases of raw materials - Payments for labor - Expenses for service, sales and administration
Taxes Interest as a charge from the church and/or company, Purchase of fixed assets. Payment of
loans, payment of dividends or others.

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 d. Budget workshop.

MISSION ASSEMBLY PHILADELPHIA PENTECOSTS

PROJECTED BUDGET CORRESPONDING TO THE PERIOD OF THE ____________TO THE __________OF 20____
CODE MEMBER NAME JANUARY FEBRUARY MARCH APRIL MAY JUNE JULY AUGUST SEPT OCT NOV DEC TOTAL

INCOME

Member Tithes 20.000,00

General Offering 5.500,00

Donations and planting 5.000,00

Other Construction Income 3.500,00

TOTAL INCOME 34.000,00

EXPENSES

Wages 4.500,00

ISSS (7.5%) 150,0

0
AFP (5.5%) 250,0
0
Telecommunications 125,0
0
Internet Service 99,4
4
Electric power 717,3
2
Drinking water 296,32
Real Estate Rentals 350,00

Donations for Missions 361,50

Municipal Taxes and Others 122,00

Cleaning and Hygiene 119,98

tithes of tithes 500,00

Stationery and Office Supplies 175,00

Donation by Guest Pastors 500,00

Miscellaneous Expenses Petty Cash 125,00

Pastor Montano Expense Reimbursement 338,80

Computer Fee Payment 120,00

Land Payment Acajutla 150,00

Local maintenance 125.00

Buy Desks for Sunday School 300,00

Musical Instrument Repair 150,00

TOTAL EXPENSES 15.105,36

NET SURPLUS FOR THE MONTH

87
6. Financial Statistical Controls
This contributes to the verification of the perception of members and the funds
they generate, being the basis for situational analysis and decision making.

When there is no record of their operations within churches and organizations,

necessary information to establish its direction may be ignored. Likewise,
churches must ensure that they record their activities for proper decision-
making.

Below are some examples of formats, for the registration of basic and
necessary information, it is necessary to clarify that these may vary according
to the characteristics of each church.

a. Statistical Membership Control.

This allows you to know how many members the church has, however it will
depend on the size of the church to use this format.

Maintaining control of Membership will allow the recognition of the members,

their location or home address in order to determine in some cases whether to
visit the member. Likewise, control will also allow administratively to evaluate
financial support and plan different social activities with an ecclesiastical
focus.

Who should be in this control?

Members who have converted to Christ, and have a reasonable time of 3, 5 or
more months to be constant in the church, to participate in the ecclesiastical
and main activities of the church.

Many choose to remove their Membership from the general list of servers, this
must have a lot of evaluative tact, since the team of servers is not exactly all
the members, there are members who maintain constant attendance at the
services and are not precisely servers.

b. Statistical control of Tithes and Offerings.

In this format the movement of the main income of the church (tithes and
offerings) can be observed. This control allows you to determine the

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projections or budgets for the near future, investments, the church's debts, the way it
acquires loans, and its ability to pay depend on maintaining this control. Most financial
entities ask that the main and fixed income of the churches be demonstrated for a
defined period of time. This control allows these entities to ensure payment of the loan
installments to be granted.

c. Statistical control of Per capita.

This is the relationship of income with the average attendance of the church, determining
its contribution or income per person or per head (as it is commonly known), that is, how
much on average each member of the congregation contributes.

This is another control requested by local commercial banks, when granting credit to an
ecclesiastical institution. This control, like the previous one, must be carried out from the
beginning of the mission and/or Church, in order to have historical data over time that
supports the granting or request of credit from a financial institution.

d. Inventory control
Inventories are an essential part of administration, without them it is difficult to generate the
planned maintenance, without them it is difficult to estimate new equipment purchases,
inventories must have their useful life calculated, in order to also estimate within the budget the
new purchase, and also calculate the depreciation of each one according to its useful life. For
this, the straight line method is recommended.

8. Workshop on statistical controls.

i. Statistical Membership Control.

BIBLICAL Tabernacle “OASIS OF LIVING WATER”

 89 LIST OF CHURCH MEMBERS

No. NAME PHONE HOME ADDRESS

ii. Control of Tithes and Offerings

CONTROL OF TITHES FOR THE MONTH OF _______________________________________

31/12/2011 31/01/2012 29/02/2012 31/03/2012
No. BROTHER IN CHRIST TITHE OFFERING TITHE OFFERING TITHE OFFERING TITHE OFFERING TOTAL OBSERVATIONS
juancito el panchito $ 45.00 $ 45.00 This brother Request rental letter

Tomacita la Gordita $ 100.00 $ 100.00

$-

$-

$-

$-

$-

$-

$-
$-

$-

$-

$-
$-

$-

$-
90 Statement of Income and Expenses. to. Definition
It is a financial statement that shows expenses (expenses) and income, changes in inventory and
capital, and results in the Net Income of the company which is defined as the return to
management and unpaid labor, and equity capital. before income tax for a period.

b. Structure of the Income and Expenditure Statement

FIXED INCOME: this represents income from tithes, the majority of tithers do it
constantly, which is why it is considered fixed income.
MISCELLANEOUS INCOME: This item is made up of offerings, sowings of love,
income from own activities, interest on bank accounts and donations.
OTHER INCOME: This item is made up of the aid that companies (NGOs, private,
public and other churches) often grant and request the timely registration of this, as well
as the donation invoice.
TOTAL INCOME: This item is the total sum of all income in a given period.
FIXED EXPENSES: expenses are all existing expenses, in this case fixed expenses
are those such as payment for water, electricity, telephones, municipal taxes,
surveillance, equipment maintenance.
VARIABLE EXPENSES: are all those expenses that are not constant within the
organization but are necessary for its correct management. These can be stationery,
rental of equipment for events, among others.
OTHER EXPENSES: are those such as unforeseen taxes, or tax increases, as well
as the eventual payment of some people for some physical work to be carried out.
TOTAL EXPENDITURE: This item brings together the sum of all expenses.
FINAL BALANCE: it is the difference between the total income and the total expenses, and
here is the analytical effect that must arise, since if the expenses are greater than the
income, the necessary corrective measures must arise to determine where the the
money of Our Lord Jesus Christ is going.
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