Total quality management principles and implementation

¶ … SELF-EVALUATION OF CHURCH ORGANISATIONS AND INDIVIDUALS WITH THE EUROPEAN EFQM MODEL FOR EXCELLENCE: A THEOLOGICAL AND BIBLICAL EVALUATION.

In this thesis, the researcher defines "excellence" as the outstanding practice in guiding and practicing Church life and achieving results. While truly excellent organizations consist of those individuals who strive to satisfy their stakeholders, excellent churches strive to satisfy the One Who said: "I will build My Church…" Those who strive to satisfy Christ will achieve results through what they achieve, how they achieve it, and what they will likely achieve, along with the confidence they have that the results will be sustained in the future.

Purpose of Study

Church administration and individuals (every Christian believer) can glean from quality criteria that are developed in industry throughout the last decades for TQM and are well defined for the process oriented quality model EFQM. The purpose of this paper is to prove the scriptural/biblical basis for this model and its usefulness for self-evaluation of a church and one's personal spiritual life. When leaders utilize the quality approach, the researcher asserts, this helps them better focus on vital processes and specific callings of the local congregation. In a non-profit organization, such as a church, the achievement of certain quality targets, such as increasing mission-related tasks, may be monitored and improved in a significant way. Nevertheless, the final target does not consist in maximizing business, but in improving Quality for Eternity.

IV. Leadership

Leadership is viewed in many ways however, the primary role of leadership is to lead however, leadership should not play the parenting role forever, but should, as do parents in raising their children lead the individuals in the church congregation to become autonomous to a great degree or in other words lead the church members in a way that enables them to become future church leaders. This is exampled in a report in which Bill Hybels the Pastor of Willow Creek Community Church admits having made a mistake as he states:

"What we should have done when people crossed the line of faith and become Christians, we should have started telling people and teaching people that they have to take responsibility to become 'self feeders.' We should have gotten people, taught people, how to read their bible between service, how to do the spiritual practices much more aggressively on their own." (Bill Hybels)

As basis for this statement the following scripture is cited:

"Now if anyone builds on the foundation with gold, silver, precious stones, wood, hay, straw -- each one's work will become manifest, for the Day will disclose it, because it will be revealed by fire, and the fire will test what sort of work each one has done. If the work that anyone has built on the foundation survives, he will receive a reward. If anyone's work is burned up, he will suffer loss, though he himself will be saved, but only as through fire." (1 Cor 3:12-15)

Indeed it is certain that the leadership in the church must do more than simply lead the attendees of the church into a profession of faith in Christ but must build upon that profession of faith through enabling the church members in become mature disciples of Christ who are able to feed upon the 'meat' of the word rather than remaining at a place where they are only able to feed upon the 'milk' of the word. Bill Hybels having admitted making a mistake highlights another important aspect of leadership is the reassessing of leadership strategies and the courage of those in the role of leadership to admit when they make a mistake and upon that admission seeking a new method or direction of leadership. Reassessment and acknowledgement of errors is that which enables the leader to achieve excellence.

Leadership and management are differentiated in the work of Bolden (2004) who states that the distinction of leadership from management as represented by John Kotter (1990) "clearly encourages a shift in emphasis from the relatively inflexible bureaucratic processes typified as management to the more dynamic and strategic processes classed as leadership, yet even he concludes that both are equally necessary for the effective running of an organization..." Kotter specifically is noted as having stated as follows:

"Leadership is different from management but not for the reason most people think. Leadership isn't' mystical and mysterious. It has nothing to do with having charisma or other exotic personality traits. It's not leadership necessarily better than management or a replacement for it: rather leadership and management are two distinctive and complementary activities. Both are necessary for success..." (Kotter, 1990, p.103 cited in Bolden, 2004)

V. Policy and Strategy

In most cases quality in ministry is defined as "meeting or exceeding the expectations of needs of the customer in such a way as to fully satisfy him or her." (Kallestad) But the purpose of this paper is not to make a business process out of ministry but to make the business of ministry a quality process. The quality performance of a church is typically measured primarily by its size, participation in programs and/or financial indicators. Recently, however, a new awareness of quality beyond material issues has begun to surface (see below, Hybels). This focus embraces those core values that count for eternity, which may suggest the need to introduce a new term: "Quality for Eternity." Quality for Eternity stands for those values that count for eternity (to be defined). It does not only refer to organizations, it may also be applied to one's spiritual growth in knowing God (2Petr 3:18; 2 Cor 3:18; 1 Tim 1,5). It's about loving Him and the church, while serving the world.

Quality for Eternity in the context of the EFQM model "does not try to make people with zero defects, nor does it try to make people the product of continuous improvement. It does seek continuous improvement and zero defects in the way ministry is accomplished." (Kallestad). God demands our best; anything less does not honor God, and conveys an inaccurate message to the watching world. Regular evaluation and review must be a part of all who belong to the family of faith. As believers we should be committed to being good stewards of the resources of time, money, and abilities God has given them (Ps 78:72; Col 3:17).

Policy and Strategy are to be based on the stakeholder's present and future expectations and needs. Policy and strategy are based upon information and knowledge gained from measuring performance as well as from research and learning and creativity-related activities. It is necessary that after having developed policies and strategies in the organizations that they are reviewed and updated on a regular basis. Development of policy and strategy are stated to be "deployed through a framework of key processes." (excellence.efqm.org) Furthermore, policy and strategy must be communicated and implemented throughout the organization.

VI. People

According to the EFQM Excellent Model people and people resources in the organization are "planned, managed and improved" and as well the knowledge and competencies of people are "identified, developed and sustained." People are furthermore, "involved and empowered and there is an ongoing dialogue between people and the organization and finally people are "rewarded, recognized and care for." ( )

The work of Dr. Robert Klenck entitled: "What's Wrong with the 21st Century Church" states that the new movement used today in many churches is one that can be defined as "The utilization of modern marketing techniques by the church in order to draw and hold large numbers of people. The church then 'converts' them and 'disciples' them through the use of modern organizational management techniques so that they can effect 'change' in the community and the world." (Klenck, nd) The result is that church members effectively become "agents of social change, or 'change agents'." (Klenck, nd) Klenck reports that many of these churches are "planted, after a survey is taken of the surrounding community. The 'felt needs' of the community are then compiled and the church is tailored around meeting those needs." (nd)

Reverend Bill Hybels, founder of Willowcreek Church in South Barrington, Illinois and Dr. rick Warren, founder of Saddleback Valley Community Church in Mission Viejo, California are both proponents of these types of churches and Klenck reports that each of these individuals "readily admit to being influenced by Dr. Robert H. Schuller, founder of the Crystal Cathedral in Orange, California" and specifically in the area of the use of community surveys. According to Rick Warren on his method of preparing a sermon Warren states he first considers:

"To whom will I be preaching? & #8230; Then, I consider what are their needs, hurts, and interests, and I ask a second question: 'What does the Bible say about their needs?'" & #8230; Once he examines what the Bible says about the subject, he asks himself: "What is the most practical way to say this? What is the most positive way to say this? What is the most encouraging way to say this? What is the simplest way to say this? What is the most personal way to say this? What is the most interesting way to say this?" (in Klenck, nd)

Upon the individual professing faith in Christ, they are made a member of the church and then are directed upon a path of 'discipleship' which has four stages stated to be 101, 201, 301,, and 401 which is a model generally consisting of "concentric circles" and which involves the signing of covenants at each level. According to Matthew 5:33-37 the signing of covenants is not a Biblical practice. The covenants are such that require that people refrain from swearing, gossiping and the like and to follow the church leadership unquestioningly.

Eight trends are highlighted in Messer's work and the first is stated to be that "the church in the United States has been disestablished." (nd) Messer states that mainline protestants "seem to be apathetically powerless in contemporary and political processes." (nd) The third trend is stated to be the emergence of "a new ecumenism...at a local congregational level" which is a movement defined by "merging denominations and the work and witness of the National Churches...floundering..." (Messer, nd) Denominations are not disappearing although the denominations are loosely claimed and their principles very loosely applied. Stated fifth in these trends is that "national church hierarchies and bureaucracies are less than powerful and influential in relation to local churches." (Messer, nd) The sixth stated trend is that of local churches being on the increase of becoming "the object of mission rather than the agents of mission. National agencies, originally created to do ministry on the frontiers no one local congregation could touch, are now being asked with their limited resources to provide services to local churches." (Messer, nd) Messer states that the seventh trend is that "...denominations are nearly paralyzed by internal theological and political polarization. The division of so-called "evangelicals" and "liberals" appears so pronounced and profound as to prohibit progress in many areas of the church's life and work. National studies reveal that the "population divides itself almost evenly between these two categories, with various gradations of extremity and moderation in each. . . . Lutherans, Baptists, Methodists, and Roman Catholics all have about equal numbers of religious liberals and religious conservatives among their members." Increasingly, Christians within denominations no longer can communicate or tolerate one another." (Messer, nd)

The eighth and final trend stated by Messer is that the "future ain't what it used to be. Cataclysmic change has swept the globe in recent years, as the Cold War has subsided, new technologies of communication have been developed, and a global economy has emerged. A hundred years ago, 34% of the world's population was Christian. In the year 2000 it is anticipated that 34% of the population will still be Christian, but the center of gravity has shifted from the so-called "First World" to the "Two-Third's World."(Messer, nd)

VII. Partnership & Resources

Partnerships and external partnerships of the organization are managed as are organizational finances, building, equipments, materials, technology and information and knowledge of the organization. Churches today are typically very reliant on partnerships with other churches and non-profit agencies and the pooling or combining of resources in meeting the needs of the community. For example, the church in many cases will partner with organizations such as 'meals on wheels' and other outreach agencies in contacting community members and meeting the needs of the individuals in the community.

VIII. Processes

Processes within the EFQM model are also described as 'best practices' or that which best serves to reach the goal of excellence in the organization. The EFQUM Model is one that is based on common sense and that involves the following:

(1) proper training;

(2) development of continuous improvement processes;

(3) integration of the self-assessment process into its business planning and policy development cycles;

(4) To be driven by self-assessment rather than scores; and (5) Ensuring that appropriate data is collected and used in the management of everyday business processes. (Ley Hill Solutions,

2010)

The processes within the organization must be "systematically designed and managed." Furthermore the processes must be improved as the improvements are needed and improvement is through the use of innovation so that customers and other stakeholders are being satisfied. Products and services within the organization are designed and developed upon the basis of the customers' need and their expectations. Finally the relationships of the organization and customers are managed well and enhanced appropriately.

X. People Results

Measuring people results involves measures of perception and performance indicators. The primary method of this type of assessment is through organizational self-assessment involving the polling or surveying of the people within and without the organization. This may include surveying of employees and other actors including stakeholders and customers.

IX. Customer Results

Just as in people results the measurement of customer results involves measures of perception and performance indicators. The primary method of this type of assessment is through organizational assessment of the perception of the customers of the organization. This can be achieved through surveying or polling the organization's customers. This type of measurement in the church will ask questions concerning specific met or unmet needs of the customers or in this case the congregation in order to identify the goals achieved and goals that the organization needs to set for future achievement which is part of the process for continuing improvement and excellence in the organization.

XI. Key Performance Results

Key performance results are those just reviewed including customer and people results, the results gained from self- and organizational-assessment. Performance indicators ask what the organization can do that is not being done and what is the organization is doing that negatively affects the organization, its customers and stakeholders.

XII. A Case Study: Vardiman, Pope, Jinkerson and Coco (2003)

Vardiman, Pope, Jinkerson, and Coco (2003) entitled: "A Study of Performance Assessment Practices in Local Church Congregations" in which it is stated that Churches are one of the most difficult of all nonprofits insofar as assessment and program planning due to reasons which are stated as follows:

(1) natural shyness about criticism as being somewhat un-Christian;

(2) close social relationships among various participants doing the evaluations and being evaluated;

(3) moral cause/traditional reasons for approaches vs. more economic/pragmatic reasons;

(4) roles of members, staff, oversight boards, community, donors, volunteers, and recipients of services all tend to overlap significantly compared with other nonprofits or businesses;

(5) lack of public scrutiny relative to specific use of funding and results;

(6) resistance to modern management practices as being secular, materialistic or symbolic of change from core values;

(7) viewed as threatening by those in power;

(8) ambiguity in measuring church's objectives -- changing people's hearts, glorifying God, etc.) emphasis on 'being' versus 'doing' and 'roles' versus 'jobs';

(9) distinction between leadership, especially spiritual leadership vs. management;

(10) does man's management thinking conflict with the Spirit's role in working God's work in churches?

(11) many of the most visible Biblical leaders were met with rejection, opposition, hostility, exile, imprisonment, torture and death -- the recipients of no positive evaluations from anyone except God. (Vardiman, Pope, Jinkerson, and Coco, 2003)

Because the Church is a primarily voluntary environment many church members and leaders find evaluation and measurement of performance difficult as they do not want to "be judgments or appear to not care about the person being evaluated." (Vardiman, Pope, Jinkerson, and Coco, 2003) The study reported by Vardiman, Pope, Jinkerson, and Coco is one in which a survey was administered to various church leaders in various denominations on the assessment of Church workers. Religious affiliations of those in the survey are shown listed in the following table labeled Figure 1.

Figure 1

Respondents Religious Affiliation

Source: Vardiman, Pope, Jinkerson, and Coco (2003)

The current position of respondents in the various churches in the survey is shown listed in the following table labeled Figure 2.

Figure 2

Positions of Respondents in Churches

Source: Vardiman, Pope, Jinkerson, and Coco (2003)

Frequency of evaluation of positions in the churches involved in the survey conducted by Vardiman, Pope, Jinkerson and Coco 2003 are shown in the following table labeled figure 3.

Figure 3

Frequency of Position Evaluation

Source: Vardiman, Pope, Jinkerson, and Coco (2003)

The focus of performance evaluations were differentiated in the survey and are stated to be as follows:

Figure 4

Focus of Performance Evaluations

Source: Vardiman, Pope, Jinkerson, and Coco (2003)

Respondent churches were asked if the results of performance evaluation were shared with the church congregation. Responses stated as those listed in the following table labeled Figure 5.

Figure 5

Are Results of Performance Evaluation Shared with Church Congregation

Source: Vardiman, Pope, Jinkerson, and Coco (2003)

Six alternative approaches for performance assessment used reported in the study included those of:

(1) self-evaluation; - employee reflects on their job performance;

(2) Supervisor -- one who directly oversees the person/people being evaluated;

(3) peer appraisal -- individuals of equal rank who work together are asked to evaluated each other on their job performance;

(4) Group/Panel -- a selected group of church members of leaders who assess the overall job performance of individuals and programs;

(5) other approach -- structured methods not defined previously; and (6) None -- no evaluation is conducted. (Vardiman, Pope, Jinkerson, and Coco, 2003)

Figure 6

Preferred Performance Evaluation Approach

Source: Vardiman, Pope, Jinkerson, and Coco (2003)

Figure 7

Items Typically Included in Performance Assessment

Source: Vardiman, Pope, Jinkerson, and Coco (2003)

The survey revealed that approximately 52% of churches have formal procedures and a policy manual or handbook. The study reported by Vardiman, Pope, Jinkerson, and Coco concludes that there was a great deal of inconsistency in assessment practices in local churches "even within the same overall religious organizations." (Vardiman, Pope, Jinkerson, and Coco, 2003) Also found was a "general dissatisfaction with assessment as currently being practiced." (Vardiman, Pope, Jinkerson, and Coco, 2003)) Finally, Vardiman, Pope, Jinkerson, and Coco states findings that in some Christian circles "any use of business management practices, including assessments, are viewed with considerable suspicious as threatening the core values of the church." (Vardiman, Pope, Jinkerson, and Coco, 2003))

Conclusion

The EFQM Excellence Model is a practical tool and can be used in various ways including as a tool for self-assessment and for benchmarking. This model can be successfully used for indentifying areas for improvement within the organization and its employees and as a support for a common way of speaking and thinking as well as a structure for the management of the organization.