Christian Leadership Questions

by Jason Gastrich

Liberty Baptist Theological Seminary (LBTS - Liberty University campus

Chapter 6

1. Define and give characteristics of a small group.

Definition: people come together in a face-to-face relationship with a purpose in mind and a willingness to interact in attaining goals.

Characteristics: definable membership, shared purpose, harmony and consensus, communicate, make decisions, develop a historical way of acting, have standards, structure

2. Identify purposes which small groups can accomplish.

Fact finding, instruction, making decisions, resolving conflicts, coordination and evaluation, build community and consensus

3. List advantages and disadvantages of small groups.

Advantages: wider range of knowledge, greater variety of ideas, greater number of possible solutions, more resources, distinguish between good and bad better than individuals, their decisions are accepted better

Disadvantages: takes longer to arrive at a decision, work quality is subject to quantity, too large a group breeds problems like more time needed, absenteeism, less group cohesiveness, members may feel threatened or reluctant to participate

4. Give the responsibilities of small group members and leaders.

Members: preparation, pay attention to each person, contribute to discussion and decision making, not monopolize, maintain a proper attitude

Leaders: plan for meeting, develop friendly atmosphere, develop a purpose and goals, guide discussion toward decision, keep records and represent the group externally

7. List some suggestions made by Schaller to create effective small groups.

1) Limit size to 5 or 7 persons

2) The leader should carry out his responsibilities

3) Have one clear purpose for meeting

4) Include at least one task-oriented member and one person-centered or social member

5) Consider the setting and adjust it to the size of the group

6) Consider refreshments at a meeting

7) Overcome negativism

8) Include at least one skilled and active listener

9) Vary pace and style to hold interest and involve all members

10) Give time for second thoughts and reflection

8. List what limits member's participation in small groups.

Feelings of personal inadequacy, fear of evaluation and rejection, no sense of belonging or acceptance, a misunderstanding of purpose, if group is wasting time or not having authority

Chapter 7

1. Explain the principles of planning.

1) Principle of present choice: choices that are made now, as plans are made for the future, will limit the actions or alternatives available in the future.

2) Principle of positive action: the probability of a future event actually happening is increased in direct proportion to the effort applied toward its realization.

3) Principle of commensurate effort: the time, money, and energy spent in making the plans and carrying them out should be in proportion to, or commensurate with the results desired.

4) Principle of planning stability: a person can plan more accurately and specifically for next month, than for next year.

5) Principle of potential resistance: the greater the planned change is from the present situation, the greater the potential resistance will be.

6) Principle of future events: things that will happen in the future are caused by things happening now, or things that have happened in the past.

7) Principle of increasing responsibility for planning: persons in higher levels of management in larger organizations have to plan for longer periods and on a broader scope.

8) Principle of involvement: the more people are involved in the process of planning, the better the plans will be, and the more the plans will be accepted.

9) Principle of alternate plans: if there is a possibility that something will go wrong, it probably will.

2. List the steps to follow in planning based on MBO.

1) Determine objectives, use of objectives, church objectives, departmental objectives, writing objectives, Write goals, Establish priorities, Plan strategies or actions to be followed, Establish the organization, Schedule time and budget funds, Begin the process, Control the process

4. Identify the purposes to be served by planning.

Can identify potential problems and opportunities, improve the decision making process, can focus on objectives, help adapt to changes, help leader keep the organization alive and well, correlate programs within a church, force periodic evaluation.

5. State why determining the objectives of a church is so different from determining the objectives of other organizations.

The founder determines the objectives of an organization, but the Bible determines the objectives of the church.

6. Describe the help available from statistics to help with forecasting the future.

Statistical - forecasting from the past numbers

Judgmental - forecasting without numbers

Chapter 8

1. Explain the differences in policies and procedures.

Policies: a standing answer to a recurring question

Procedures: a step by step process that has been standardized to accomplish a particular task

2. Describe the process to follow for annual planning.

Review church's statement of objectives, review long range plans, write on calendar all previously committed dates and programs, evaluate present situation, write goals, actions or strategies, time for the actions, annual audit, work out scheduling conflicts, report the proposed calendar to the church

3. Explain why some Christian leaders prefer not having written policies.

They don't want to be committed to a particular standard. These leaders want freedom and flexibility.

4. Describe the organization to plan and carry out a special project.

Definite beginning and end, about 6-8 weeks in length, not too many at one time

5. Tell what is usually contained in a project planning booklet.

What is to be done, who is to do it, when it is to be done, calendar, job descriptions, organizational charts, sample publicity

7. Tell the difference in a PERT chart and a Gantt chart.

PERT: (Project Evaluation and Review Technique) detailed planning, complex planning, diagram of the sequence of events.

Gantt: indicates all activities to be done to carry out a particular project, when actions are to be begun and completed, contains a chart with a time schedule

Chapter 9

1. Identify the steps in long range planning.

1) Defining a ministry purpose and reason for being

2) Monitoring the environment in which it operates

3) Realistically assessing its strengths and weaknesses

4) Making assumptions about unpredictable future events

5) Prescribing written, measurable objectives

6) Developing strategies on how to use resources

7) Making long and short range plans to meet objectives

8) Constantly appraising performances to determine whether it is keeping pace

9) Reevaluating purpose, environment, strengths, weaknesses and assumptions

5. Explain an external environmental analysis.

Technological, social, economic, political import, people's lifestyles, family formations, population trends

6. Explain an internal environmental analysis.

Information collection, analysis and feedback.

Chapter 10

1. Identify the levels of opinion change.

Compliance, identification, internalization (in order from least powerful to most powerful)

2. Explain why an organization should change.

New discoveries, economic reasons, more efficient ways, change can stimulate production, to change image or feeling

3. Describe the conditions that are necessary for effective change.

Begin well and move slowly, involve the people in planning, maintain communication, maintain positive image about the change, use a trial balloon, consider using an outsider or consultant to recommend the change

4. Identify the factors that will affect the amount of resistance to change.

The greater the proposed change, the greater the resistance will be. Rapid changes produce more resistance than gradual change. Good timing and pacing help change.

Chapter 11

1. Explain what takes place during each period of the life cycle of an organization.

Birth - people agree to accomplish a vision

Infancy - the organization desires creativity because there's no tradition

Maturity - stage of ministry, things that didn't work are discarded, working things are used again

Old age - makes maintaining traditions more important, period of institutional-ism. Morale is low, the church is declining or at a plateau

Death or Renewal - the organization will die unless it has some type of revival of creativity and a return to its purposes or the finding of new purposes

2. Show how the principles of maximum span and minimum level relate.

Maximum span: 5-8 workers is the maximum a supervisor can oversee

Minimum level: too little workers (Indians) for the number of chiefs

3. Describe the process for drawing an organizational chart.

Titles, accountability, responsibility, chain of command. Start from the top and work down.

4. Explain the difference in line and staff positions.

Solid lines for authority, broken lines for cooperative leadership. Positions with equal authority on the same level. Those with most authority are place near top.

5. Explain why the principles of increasing management responsibility and following the chain of command are problems in the church.

Pastors have a hard time because they are both at the top of the chain of command and should be available to everyone. Pastors have chosen ministry over management, when management is vital to the church.

Chapter 12

1. Delegation: subdividing work, authority and responsibility to others in the group

Coordination: the act of achieving unity, integration, efficiency and harmony of effort in the achievement of the goals of the group

Human relations: the human climate or conditions which exist where people are working together

3. Suggest ways to improve human relations in an organization.

1) Create a sense of security

2) Keep workers informed

3) Involve workers in the decision making process

4) Be fair, impartial and consistent

5) Make sure the worker understand the job

6) Give enough authority and freedom to get the job done

7) Stay optimistic and enthusiastic

4. Identify the process to use in delegation.

Decide on duties to be delegated, select qualified workers, communicate to the worker the tasks assigned to him, provide the necessary training for the task, motivate the worker, establish controls (limits of authority and reporting back to superior)

6. Explain why coordination is needed in the church.

It creates a harmonious environment, maintains unity, promotes efficiency, avoids confusion, avoids overlap, reduces tension and conflicts

7. Describe how a church council can aid with coordination.

A representative from each group within a church serves on the board.

8. Explain two approaches to the development of individual relationships.

The Ladder:

1) Initiate

2) Develop

3) Perfect

4) Achieve

5) Falling off the ladder

The Phases:

1) Contracting

2) Commitment

3) Productivity

4) Disruption

Chapter 13

1. Identify at least ten examples of conflict situations in the Bible.

1) Fiction Frays the Fellowship - Acts 6 - Widows feeding

2) Changing Culture or Timeless Truth? - Acts 15 - Circumcision

3) When Co-Workers Clash - Acts 15 - Paul and Barnabus

4) A Fight Over Spirituality - Romans 14 - Meat to Idols

5) Following the Real Leader - 1 Cor. 1 - Paul, Apollos or Peter

6) Banishing in Order to Bless - Matthew 18:17

7) Bigger than Big Personalities - Galatians 2:1-21 - Peter and Paul

8) We are Our Brother's Keeper - Matthew 5:23

9) Ladies Have A Heart! - Philippians 4:2-3 - Euodias and Synthche

10) Curing the Boss Complex - 3 John 9-10 - Diotrephes

2. Define conflict and give some benefits and negatives of it.

Conflict: an expressed struggle, between 2 parties, who perceive incompatible goals, scarce rewards and interference from the other party in achieving their goals

Benefits: 1) it's evidence of concern, vigor and hope, 2) it is an indication that one is going in the right direction, 3) it produces personal and church growth.

Negatives: causes pastors to leave churches, personal hurt, loss of relationships, builds hostility and destroys fellowship, loss of members, loss of money, loss os momentum and motivation.

3. List the five levels of conflict which people can go through.

1) The problem is the focus and the language is specific and clear

2) Persons become more self-protective and the problem takes a back seat

3) Persons become interested in winning and not just protecting

4) Persons become not just interested in winning, but they want someone else to lose

5) Persons become religious fanatics about their position

4. Describe the kind of church that is most likely to have conflict.

1) High exchanges

2) High expectations

3) High involvement

4) Low trust

5) Low understanding

6) Low respect

5. Describe the five different styles of conflict managers.

1) The problem solver uses collaboration and works for best solution

2) The facilitator uses compromise

3) The super helper uses accommodation, without concern for himself

4) The power broker uses confrontation and competition and is committed to win

5) The fearful loser uses avoidance and runs from conflict

6. Explain the steps in the conflict resolution process.

Step One: Spot potential conflict - Assumptions and context

Step Two: Avoid conflict with integrity if possible, or engage potential conflict before it develops - Gather more info, allow time to resolve, assess maturity of persons involved, test emotional level

Step Three: Engage conflict events productively - diffuse the problem by testing awareness of the facts, explaining the history of the conflict

Step Four: Conclude the conflict through decision making - define the problem, outline rules for solving it, observe emotions, engage emotions, reject games being played, give the individuals freedom to decide using a typical problem solving process

Step Five: Celebrate the conclusion - win-win, win-lose, or lose-lose