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Crucible

Crucible. Organizational Structure. Making it Work. The Importance of Structure An operative framework is always present, it may not always be clear or well articulated. To function appropriately organizations require an organizational structure that is: Appropriate for the size of the group

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Crucible

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  1. Crucible Organizational Structure

  2. Making it Work • The Importance of Structure • An operative framework is always present, it may not always be clear or well articulated. • To function appropriately organizations require an organizational structure that is: • Appropriate for the size of the group • Understood by the stake-holders • Responsive to change

  3. GCFA Stats for 2011 • 16,291 congregations with 1-49 in worship • 8,064 congregations with 50-99 in worship • 4,625 congregations with 100-199 in worship • 2,580 congregations with 200-499 in worship • 392 congregations with 500-749 in worship • 120 congregations with 750-1000 in worship

  4. Structured for Growth • Finding the right “Planter” • There is no one right way to organize and the Book of Discipline is surprisingly flexible! (¶ 243-244) • Two important steps: • Understanding the current system & its dynamics • Recognizing the changes necessary to take the next step

  5. A ministry setting of 1-149 people • Will function as an “Extended Small Group” • A high premium on: • Being known • Knowing everybody • Close, intimate & personal • Members want to participate in governance • Members as leaders / Clergy & Staff doing ministry

  6. A ministry setting of 1-149 people • Keys to Growth • A shift in the range is generally “Quantitative” in nature • Doing more of the same, but better! • Often Clergy/Staff driven and dependent • Role of the Clergy / Staff • Administrator – Enabler –Employee • These functions have been built into the system

  7. A ministry setting of 150-349 people • Often recognized as the “Awkward Sized Church” • A high premium on: • Being known / Excellent services • Knowing everybody / A wide selection of opportunities • Close, intimate & personal / Meaning, significance, involvement • Members want a family member to participate in governance / Members want their viewpoint represented on the Board • Members as leaders / Clergy & Staff doing (X3) ministry

  8. A ministry setting of 150-349 People • Keys to Growth • Generally “Qualitative” in nature • Not more of the same, but doing things differently • From employee to entrepreneur • Beginning the shift from Staff doing ministry, to Staff leading and facilitating ministry • The move from Generalists to Specialized Staff

  9. A ministry setting of 350-1,000+ people • The Large Church • A high premium on: • Excellent services • A wide selection of opportunities across the spectrum • Top quality programs, music, preaching • Significance and meaning— ”What can I get out of it?” • Members want their viewpoint represented on the staff • Clergy and Staff in Leadership / Members doing ministry

  10. A ministry setting of 350-1,000+ People • Keys to Growth • Generally “Structural” in nature • Dependent upon developing high quality “cells” allowing individuals to attach • Dependent upon Staff as ministry multipliers • Persona as opposed to Person

  11. A Quick Discussion Break… • Structure exerts a major influence on internal dynamics and growth. • How are the size and dynamics of your ministry setting reflected in this discussion? • How can you work to clarify the structure of the organization for all leaders and stakeholders? • What structural changes are necessary to enable potential for growth?

  12. The Organization Chart • Moving from “More of the Same” to defined duties and fields of responsibilities • An organization chart clarifies two things: • Span of responsibility • Chain of Communication • Close relationship to the Job Description

  13. The Organization Chart • Structural & Operational Problems • Circular relationships and unclear reporting structure • Triangulation • A failure to live into the structure • A failure to recognize when it is time to change the structure.

  14. The Lay Leadership Structure • A great deal of flexibility allowed within the system • The structure is often dictated by: • tradition • group size dynamics • Inertia (and a leadership vacuum)

  15. The Lay Leadership Structure • Streamlining the Structure • Leadership Council Models • Effective Representation • Vision Development • Mission Implementation

  16. Table Time • Examining your ministry’s organizational chart: • Does it accurately reflect the manner in which the ministry operates? • Is it clear concerning lines of communication and responsibility? • Is it appropriate for your stage of growth? • Is your current lay leadership structure a help or a hindrance to mission and ministry? • What changes might be appropriate to facilitate growth?

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