|
-59 -
will sooner or later thrust change on them" (P6) .
The writer concurs with this conclusion. 3.5 Which Management Techniques?
Since we have stated that the Church should at least consider adopting more rational techniques, it would perhaps be useful to describe briefly some which may have relevance. We can conveniently do so under certain generic headings. 3.5.1 Management information systems
Two systems were found during the course of this study, one prepared by Johnson at Vanderbilt University, Tennessee in 1976 (B17) and
one by King et al at Lancaster University in 1970 (P5) . Both are designed
to provide information at a diocesan level of management as to trends at a parochial level which would enable diocesan management both to anticipate problems and to exploit opportunities - i.e. to conduct what in other contexts might be called strategic management. Areas covered include membership and attendance; giving (financial contributions); enrolment in ancillary activities; need to build new or abandon old, churches; baptismal rate; missionary effort; population movements and finance. Of the two information systems the first is dynamic, designed to predict trends as far forward as the end of the century, and probably too complicated for use in the present English situation; the second is more passive (although capable of development into dynamic form), based on and therefore attuned to, a Church of England diocese, and is more easily adopted and comprehended. 3.5.2 Forms of organisational structure and relationships
Essentially the field covered by Dryden (T5) although he appears
to have come to it too early to assess fully the impact of the new synodical system. Much of his work is couched in the general rather |
| |
|
|