Please enable JavaScript.

Coggle requires JavaScript to display documents.

Organization the Church (Committees, Councils, and Ministry Teams…

- - - - Formal
      - Informal
    - - A Centralized Organization
      - A Nonorganization
      - The Line or Participative Organization
- - - - Ascertain where the position will fit into the administrative functional organization
      - Determine who will supervise this position
      - Determine the qualifications of expertise, experience, education, and skill that will be required of the incumbent to satisfactorily fill the position.
      - In cooperation with the prospective supervisor and/or the ministry function head, detail the expectations of the job-the specific responsibilities the individual will be held accountable for accomplishing
      - Write the job description and evaluate it for completeness and clarity
    - - What is the title of the position?
      - What are the general expectations of the position?
      - What are the qualifications for the position
      - Who supervises the incumbent?
      - Who dose the incumbent supervise?
      - What are the specific detailed duties and responsibilities?
  - - - Begin with a reevaluation of the need for the position
      - Research the position. Do other churches/organizations have this position, and is it described or used elsewhere?
      - List tasks the incumbent will be expected to accomplish
      - Define the supervisor and level within the organizational structure
      - Determine education, skill, expertise, or experience levels required
      - Create a rough draft of the position description, and compare it to other examples or models
      - Evaluate the position description. Ask individuals within the organization if the position description is clearly stated, the qualifications adequately considered, and the responsibilities completely described
      - Have the supervisor or administration entity evaluate the position description to see if it meets their requirements and whether they would feel comfortable delegating the assigned duties to an incumbent with these qualifications
      - Write the final version, and publish the job description
    - - This process will require the developing office to exercise sensitivity in creating this document with the cooperation and participation of the incumbent. A high level of communication to establishing a strong trust level is essential
      - Have the incumbent conduct a time-analysis survey. This will involve creating a log of what the incumbent dose from hour to hour and how long he spends on tasks. This analysis should be of sufficient length to establish a daily/weekly routine.
      - Group the elements of the time analysis into common job responsibilities
      - Ask the incumbent to review the grouped job responsibilities and add those tasks that he is responsible for that do not occur on this analysis-for example, infrequent, monthly, or annual activities
      - Ask the incumbent to describe the expertise level required to do this job, the equipment he works with, skills required, and unique requirements for the job.
      - Create a rough draft of the job description, and ask the incumbent if it accurately describes the position.
      - Ask the supervisor or administration entity to evaluate the job description for accuracy, completeness, and effectiveness.
      - Write the final version, and publish the job description.
    - - This process will also require the development of rapport with the incumbent to establish trust, openness, and creativity. Sensitivity must be ensured because an incumbent will have elements of the job he has been performing that he deems more desirable than other duties. The supervisor or administrative manager must create the job descriptions based upon the organization's needs and not the individual's desires.
      - Determine the principle function of each of the two positions
      - Have the incumbent assess his present job structure and divide those tasks into the two partitions that have been established with the new organizational structure
      - Determine the supervisory lines and the qualifications for both positions
      - The supervisor or administrative manager will evaluate the two sets of data to ensure there is equity of work, the assignments of responsibility are appropriate for the function of the job, and the qualifications delineated are appropriate to ensure quality job performance
      - Write and evaluate the job description the incumbent will fill first
      - Publish new positions
- - - - Standing committees
      - Special committees
  - - - Name-a general description of the committee, counsel, or team
      - Constitution-a statement of the group's purpose.
      - Membership- The numbers and membership will vary between groups
      - Responsibilities-what exactly the group is to accomplish in the work that has been assigned to it
      - Reports-to whom and how often the group should report progress or action that they have taken
  - - - (1) announcement/informing
      - (2) problem solving or decision making
      - (3) soliciting support of decisions made
      - (4) fellowship or nurture