IS CHURCH A BUSINESS?

 Among other things, a church is a registered organization. Like businesses, churches have organizational structures, which may include leadership roles. The roles are a part of a hierarchical system for decision-making and accountability. Churches also need to manage finances effectively. Sources of income need to be accounted for and managed responsibly.

Both churches and businesses engage in planning, organizing events, managing facilities and providing services. Some churches run community events, similar to how businesses offer products and services. Like businesses, churches must comply with legal and regulatory requirements, such as tax and employment laws. As registered legal bodies, churches often need to maintain records, file reports and manage liabilities.

However, there are primary differences between church and business. For instance, the primary mission of a church is spiritual, focusing on worship, teaching, fellowship and evangelism. Its purpose is to fulfill religious and spiritual needs, promote faith and support spiritual growth. Unlike churches, businesses are typically profit-driven, aiming to generate revenue and provide goods and services to customers.

Businesses are driven by market demands, competition, and the goal of maximizing financial profits. Churches on the other hand are motivated by religious beliefs, values and the desire to serve God and the community. Unlike business enterprises, church members are often seen as part of a spiritual family, with a sense of belonging and shared faith.

Churches operate as non-profit organizations, reinvesting any surplus funds into their mission and community activities. Unlike businesses who report to boards and stakeholders, churches account to their members, especially regarding financial matters and leadership decisions. In offering a service, churches prioritize compassion, and community support, often providing charitable services without expecting anything in return.

As an institution, churches provide more opportunities for volunteerism than any other institution. In addition, churches facilitate more philanthropy than any other organization. Within our communities, there is no other organization that is as inter-generational as the church. In some church congregations, members can be identified as persons who were dedicated as infants and experienced conversion, baptism and marriage.

As a business, the church is managed more like a family business than a public corporation. As a family business, churches operate with “the family first philosophy”. This places emphasis on the needs of the family over what others view as the more productive approach of a corporation. In a recent newspaper article, my Jamaican friend, Dr Lawrence  Nicholson, contended that “the family-first philosophy places a premium on having and maintaining a healthy family network and keeping the family together”. In seeking to maintain a healthy family network, family enterprises often are deprived of maximizing the benefits that stem from a more business-like approach.

Is it possible that churches can suffer a similar fate? They are unable to achieve maximum results because they avoid a more business-like approach to ministry. Far too often, churches seek to appease congregants and suppress vision planning. Vision for growth is stymied because mission philosophies are too insular. Some ignore the changing dynamics necessary to reach contemporary generations for Christ. To their detriment, some churches even believe that they are committed to the unchanging message and method of the New Testament.

It took COVID to convince some churches that there is a difference between the message and methods of delivering that message. Since COVID, some churches have found more efficient ways to handle communion, receive offerings and utilize technology. Even more user-friendly ways have been found in conducting liturgy. Some churches now engage professional services to assist with promotion and counseling.

As a business, churches must take a serious look at ministry outcomes. As stewards of God’s resources, we cannot ignore improving our human resources. Our people need to be trained to ensure better outcomes in discipleship. Churches that are serious about outcome-based ministry are witnessing increase in conversions and baptisms. On the other hand, many churches use their resources to “guard the flock”. Such protective strategies result in declining church growth and poor use of resources.

Even a cursory reading of the book of Acts would indicate that church growth mattered. In recording the events about the Day of Pentecost, Luke stated, “… about 3,000 were added to their number…” (Acts 2:41). Like someone providing progress reports, Luke later indicated that “… many who heard the message believed, and the number of men grew to about 5,000” (Acts 4:4). And again, “… the number of disciples in Jerusalem increased rapidly, and a large number of priests became obedient to the faith” (Acts 6:7).

In spite of the challenging circumstances under which they operated, Christians in the Early Church found creative ways to ensure that they maximized their resources to increase measurable outcomes. The same should be said of strategies in churches and para-churches today.