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The   purchasing of goods and services for your organizations  is one of the most challenging of the tasks that   entrepreneurs must undertake as they attempt to develop their   enterprises.  For small and medium sized businesses, even more challenging could be buying from big businesses We at are pleased to    present you with important insights into how you may  implement a purchasing sector in your entity.   


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About this Page

This page is designed  to provide members of the jmcworld’s website with insights into  managing  non profit organizations.   It emphasizes   that non profit organizations, because of the social and economic benefits that such entities generate to the social and economic development of systems in systems, should be effectively organized and managed.    



The management of any organization is the most essential part of the development processes of such an entity.  It is impossible for an organization to become prosperous without the use of relevant and effective management strategies. The management of an entity is usually associated with those who manage that entity, even the whole entity, as in management versus labor.

With respect to non profit organizations, there is little distinction between the dynamics of the managing of such entities and those of  the managing of  for profit organizations. Typical of for profit organizations, the primary goal of those who manage non profit organizations is to ensure that the entity reaches its goals, which is the achievement of the task that the entity plans to implement and the acquisition of the revenues with which it is able to  carry out such a task.

   Management of   non profit organization  is primarily concerned with  the effective implementation in a manner that it could   reach goals. The primary roles of the management of any entity, including a non profit entity, therefore,  is to plan, organize, control and direct the resources of the entity towards reaching such goals.

 a.What is Planning 

This element can be seen as the careful designing of relevant strategies in the   management, marketing, finance, product development human resources and  other aspects of an organization   by which that entity could achieve its objectives.

 b. Organizing

The management of an entity must be a true believer in what the entity is about. This includes everything that the entity would do to achieve its objective. Organizing, mobilizing the pars of the entity in an orderly fashion, is really what the management of an entity is about.  Every aspect of the organization must be systematically reconciled with every  other aspects of which that entity is comprised as the basis by which it would reach its goal.

 c. Directing

 Directing the entity

 d. Controlling

 of the entity

Managerial Hierarchy of Organizations

 Every organization must be managed as a whole entity in a civilized manner as the basis by which it would be able to operate in an orderly manner.  If it is not to became a chaotic mass of parts, such a structure must be given a leadership hierarchy designed to ensure that people are accountable for the assets of the entity and for making decisions with respect to the manipulation of  its the activities that the entity will implement towards reaching its goals. It is this structuring that can be seen as the managerial structuring of an organization. In this page the goal is to define the manner in which a non profit may be structured as the basis by which it could reach the objectives which that entity defines for itself. The following can be used as the sequence by which a non profit organization is structured:

  • Membership

  • Board of trustees

  • Other Boards such as Board of Advisors, Board of Deacons, if a church, Board of Directors,

  • Executive Board

  • Staff operations.


The membership:

The typical organization chart of a non profit organization can be seen as a design of   the hierarchal structure of such an entity. Whereas for a for profit organizations,  the stockholder should be at the top of the hierarchy, in a non profit organizations, the members of that entity should occupy that position. Remember, those who are responsible for  managing an entity my not   necessarily be the owners of such an entity. They, in effect, are working for the entity. Where the entity is a non profit organization, such an entity is implemented on behalf of its members; where    it is a for profit entity,  it is implemented on behalf of its stock holders. 

 The  Board of Trustees of the entity,   which may or may not include the President, the Vice President, Secretary, Treasurer and other members of the organization should occupy the second level of the non profit organization. Typical Boards of Trustees could be between three and six people or more, depending on the custom of the system in which the organization is implemented. Members of the Church’s Board of Trustees are chosen from among its congregation to be the  custodians of its  property and to serve as its signatories.

Board of Directors may be elected in lieu of the Board of Trustees and be given the same powers that would have been given to the entity’s Trustee Board.

Board of Deacons

Boards of Deacons are   associated with the development of churches. Often called working boards, these elements form parts of the managerial teams that implement churches. Boards of Deacons often headed by the pastors of churches, assists pastors in the implementation  of the day to day operations of churches.

Other Boards

Non Profit organizations may elect Advisory Boards to serve as advisors of such entities. The most important aspect of Advisory Boards is that appointees of such elements be experienced in the dynamics of the organization and want to see such elements succeed.  Such Boards are not used to implement the day today operations of the entity. They are there to be called on when direction is needed or when they visualize factors that can enhance the development of the entity.


God’s method by which the church of Jesus Christ has moved forward down through the centuries is that He selected a person to be the leader (the pastor) and then gave the leader others (deacons) to serve as support to the leader and as fellow servants to the congregation.

It is understood that God has always chosen to give the leadership the vision for the work of the Lord. For a pastor and board to work together for the enlargement of the kingdom of God is a beautiful experience.

With respect to a church, the following Terminologies may be used.  

The deacons are chosen from among the congregation to "serve the church" in the practical, spiritual, and temporal matters of that body of believers.

Board of Advisors
The Board of Advisors shall be chosen to assist the pastor in those churches which have an insufficient number of adults to qualify as deacons.

Official Board
The Executive Board of the local church may  consist of the pastor and the deacons of such a church. In the event that a church does not have a Board of Deacons, the official board shall be that board which is elected to serve with the pastor.



A person’s life and character must pass certain criteria before qualifying one to serve. The Scriptures dictate the qualifications.

  1. The deacon must be chosen from "among you" (Acts 6:3), a lay member of the local congregation for at least 1 year.

  2. The deacon must be of good reputation, "of honest report" (Acts 6:3, KJV). The confidence and trust of the congregation, the teachings of the church  and of community which it serves are essential.

  3. The deacon is in a spiritual ministry, "full of the Spirit" (Acts 6:3), according to Acts 2:4, and continuing to be "filled" (Ephesians 5:18).

  4. The deacon is required to make decisions in practical and temporal matters as well as giving support to the pastor in spiritual matters, so sound direction and wise counsel need "wisdom" (Acts 6:3).

  5. The deacon must be willing to be involved in the work of God through the church; the deacon is to "serve" (Acts 6:2, KJV).

  6. The deacon is to be "sincere" (1 Timothy 3:8), i.e., steadfast and serious.

  7. The deacon is "not double-tongued" (1 Timothy 3:8, KJV), i.e., must be as good as one’s word, dependable.

  8. The deacon is "not indulging in much wine" (1 Timothy 3:8), but is temperate, not depending on physical stimulants.

  9. The deacon is "not pursuing dishonest gain" (1 Timothy 3:8), but faithful with the tithe, generous, and not motivated by money.

  10. The deacon is proper in doctrine, keeping "hold of the deep truths of the faith with a clear conscience" (1 Timothy 3:9), fully subscribing to the tenets of faith of Redemption Community World Ministries Inc.  

  11. The deacon is a mature believer, "and let these also first be proved" (1 Timothy 3:10, KJV).

  12. Deacons lead their homes in Christ, "managing their home kingdoms and the fathers of   such elements and their children well" (1 Timothy 3:12).

  13. Spouses of deacons (or deaconesses) must be an example of the Christian life, "not malicious talkers but supportive  and trustworthy in everything" (1 Timothy 3:11).

  14. At the discretion of the local congregation, a female meeting other stated qualifications may be selected to serve as a deaconess.


Trustee boards in churches are frequently granted capacities similar to that of a Board of Deacons. If the Board of Trustees is granted such capacities, it is recommended that the qualifications shall be the same as a Board of Deacons.

Board of Advisors

Members of the Board of Advisors shall subscribe to the tenets of faith of the Assemblies of God, support the local church in attendance and finances, and shall have been approved by the district officiary.

Official Board

If the official board is other than a Board of Deacons or Board of Trustees, the qualifications shall be determined by the constitution and bylaws of the local congregation as long as the scriptural standards of leadership are maintained.

Relationships of All Boards

To the Pastor

The board member is the pastor’s advisor, helper, and prayer partner, a loyal supporter of the pastor, assisting in fulfilling the vision and goals God has given the pastor for the church.

The pastor is the chairperson and a voting member of the church boards.

To Each Other

Board members are a team, working together within the scope of their assignment with the view to achieving the successful advancement of the church.

Board members should seek to develop a close relationship through mutual prayer, worship, and cooperative co-laboring with the pastor and staff.

To the Congregation

Board members should promote goodwill in the congregation and should strengthen the people’s confidence in the pastor’s leadership. The spiritual interest and welfare of the congregation are their concern and responsibility.

To the Community

Board members should be the church’s public relations people in the community. Their lives should be a testimony of true Christianity, conducting themselves in a manner that will honor Christ.

Responsibilities of Boards

It is generally understood that the pastor, by virtue of office, is president of the corporation and chair of the board.


The deacons shall act in an advisory capacity with the pastor in all matters pertaining to the assembly in its spiritual life and in the administration of the ordinances. They shall act in the examination of applicants for membership and also in the administration of church discipline.

At the discretion of the pastor, individual board members may be assigned portfolios of responsibility in the functioning of the local church.

It is expected that the official board shall serve as the nominating committee for selection of a pastor.


The trustees serve as the official, legal servants in matters of business. Normally the president (pastor) and the secretary of the Board of Trustees sign legal documents in behalf of the church, particularly as property and financial contracts are involved.

The trustees, serving as custodians of the church property, shall include its proper maintenance and insurance, etc., and shall act on behalf of the church in selling and acquiring property.

Board of Advisors

Inasmuch as the district officiary serves as the official board of the local assembly when a Board of Advisors serves, this board shall act in an advisory capacity to the pastor in the routine functioning of the local church.

Official Board

The official board shall serve as it has been defined in the above guidelines.


Elder or Eldership

After research, we conclude, because of the use of the word in the original Greek (Acts 20:17,28; 1 Timothy 5:17; James 5:14, etc.), that the words "elder" or "eldership" refer to the office of pastor, bishop, or overseer. It is beyond the scope of our assignment to speak to this office.

Process by Which Eligibility Is Determined

  1. When a nominating committee is provided for in the local constitution and bylaws, the following procedure is recommended:

    1. Spiritual qualifications shall be considered as stated under "Qualifications."

    2. The nominee shall be one who faithfully supports the local church in attendance and finances.

    3. The nominee should understand the Assemblies of God church government.

    4. Before a nominee is presented, the pastor should discuss philosophy and vision and determine the nominee’s willingness to serve.

  2. The selection of board members shall be by a vote of the local congregational membership after nominees have been approved.


The pastor is God’s gift to the church; board members are the church’s support base of  t the pastor.

  Third: The Executive team that implements the entity, starting with the president different support sectors of the church, e.g. Committees, branching from there to  working branches of the entity. A sample chart is in order here:                   

1. The Treasurer’s role is to oversee the maintenance of the church’s financial records and prepare periodic payroll and other reports and financial statement of the entity due annually or otherwise.

2. Oversee and monitor all finances and accounting for same, Prepare  receivable. Prepare reports and  sign all company checks.

3. Make monthly reports of receipts, expenditures, assets and liabilities to the Board of Trustees.

4. In general, oversee the entire financial operations of the entity  

Note:  with respect to non profit organizations, all of the church’s financial arrangements of such entities must meet the standards of the conditions of the Internal Revenue codes 501 C 3 status. 

The primary roles that are inherent in the management of business organizations are:

Administrative Team

This is the element that manages  all of the sectors of the entity, in a manner by which they would all operate efficiently, towards the goals of the entity. Such sectors could be seen as:

Church Finance:

 The manager’s role here is to ensure that funds are properly maintained, pledges are received and expenditures are prudently managed.

Management of human Resources:

The most valuable aspect of any organization is its personnel who work for that entity. Management’s role is to ensure that this important resource is well satisfied  and happy.


 The expectation of the trustees of a Church is that the institution would grow. This places the burden on those who manage Churches, to constantly effect systems  by which that entity’s membership would grow.

The growth of membership would trigger the creation of church units at the base as well as beyond the base.

The  implementing of an effective method of promotion could make this happen.  How is this effected?

The following methods may be used:

1. That such a method must consider two sectors, one being those who work for the church institution, the other being the members of the institution.

2. That the management method must echo the nature of the organization. Considered here, must be the following:

The country in which the Church is being place and hope the legal, political and human relations of that country would affect the transformation of the church.

 1.The membership and  who they are, in relation to:

    a. Their culture.

    b. Their race and class.

    c. Religious background and affiliation of new members.

    d. Educational background.

    e. Ethnic group.

    f. Their spiritual and physical needs.

    g. The other Churches and other non profit entities that exist in the new location.

2. The size of the church 

3. The geographical location of the church:

 This enables the management to visualize such things as logistics, pastoral perks and other costs involved in operating an  effective branch church.

4. Political attitude of new place towards churches:

 It is the duty of management to scout the terrain in which the church would be placed for political hostility and friendliness and design methods to deal with these.

Armed with this knowledge, management could designed systems of church development which would take these important factors into consideration.

5. Experience of supervisors or pastors e.g. tracing received to deal with




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