HEARTY WELCOME

DEAR
ENEDICTINE LEADER
MONTE CASSINO, Italy
SUBIACO, Italy
SUBIACO Cave
 LEADER:
O God come to my assistance

COMMUNITY:
O Lord make haste to help me

Glory to the Father and to the

Son and to the Holy Spirit
As it was in the beginning
Is now and will be forever.
Amen.
FOR EVERY PETITION
WE PRAY:

LOVING GOD,
LISTEN TO OUR PRAYERS
 LOVING GOD,
LISTEN TO OUR PRAYERS
LEADER: Dear Jesus,
be with us
in this

Special Day.
PARTICIPANTS:
Open the ear
of our hearts
that we may
listen to You
through our
facilitators
and priests.
With the
Psalmists
we pray….
L
L
OPENING SONG:
I
 ST. BENEDICT RULE FOR
BUSINESS SUCCESFUL
1. The Rule of Benedict
2. Community as
Organization
3. Opus Dei: Work and the
Human Spirit
4. Leadership and the Rule
5. Benectine Keys to Effective
Organization
6. Benedictine Art of
Management
7. The Benedictine Learning
Organization
 1. THE RULE OF BENEDICT

The Rule Is Born

Leadership as being result
of order.
can result in great leaders.
Gives a priority to
administration.
and organization
Spirituality
Foremost an international
 Supplied a set of operating procedures
and
instructions.
 Efficiency of Benedictine organization
went
beyond spirituality
 Benedictine organizations became the
economic engines which controlled
both
Europe’s manufacturing and it’s
agriculture.
 Centers became information system
centers
 Emperor Charlemagne around
800 to help design a new political
order.

** The Rule itself is believed to have

written 540 near Desert Fathers, such
as
Pachomas, a fourth century former
Roman soldier who developed a
monastery and economic community
in the Egypt desert.
*Learned that prayer and work were a
natural combination.
 Guide Ten people
 Managers were known as “Deans”
 Pachomius deeply influenced Benedict’s
thoughts,
particularly, work and prayer
 Benedict’s Rule was not above those rules
inspired by
desert fathers. However, flourished
throughout Europe.
 The Rule initially spread due to Pope
Gregory the Great, a former Benedictine
monk whose being sent the first mission to
England.
 Later proliferation was a direct result of
Charlemagne’s support and his application of
I. AN ORGANIZATIONAL STANDARD

 Benedictine and biographer

of Benedict, was the first to
appreciate Benedict as an
organizational genius
 Gregory viewed more than a
means to manage a
monastery
 Felt that any organization
could find order through an
application of his Rule.
 Was an experienced
 Gregory Rule as universal organizational
standard
with applications going beyond the
monastery
 Reorganize the Roman political and
economic
countryside.
 Benedictine economic revolution in Europe
is on a par with the later Industrial
Revolution
 Revolution that featured advances in
organizational
techniques than technological
 Organized the church structure
 Benedictine organization remains the
II. THE RULE’S APPLICATION THEORY

 Pope Gregory and Later

Charlemagne. Which stresses
policy, procedure, and
documentation
*Policy, mission, procedures,
rules and culture
 Benedict’s Rule goes far
beyond today’s business
standards
 Both organizational
constitution and a philosophy.
II. THE RULE’S APPLICATION THEORY

 Pope Gregory and Later

Charlemagne. Which stresses
policy, procedure, and
documentation
*Policy, mission, procedures,
rules and culture
 Benedict’s Rule goes far
beyond today’s business
standards
 Both organizational
constitution and a philosophy.
SUBIACO, Italy
 2. COMMUNITY AS ORGANIZATION

The Concept of Community

Guiding Principles of Communal
Organizations Builds community
before structure.
Three principles
1. Camaraderie
2. Communal welfare
3. Stability
Everything and all of daily life
are community
 Total Quality Management guru Edward Deming

A. Largest project-the U.S Navy- his request for quality

required a major upgrade of personal living quarters. He
explained that quality is a total system approach and that
includes the daily needs of the personnel performing the work.
EX:
Community with that national award wining team, I had
them meet every Friday for lunch. Lunch was a key part of the
weekly meeting.
EFF:
Learned that this lunch was major motivator for getting the
crew out early on Friday.
 Benedict also brought employees together and gather for
a meal prior to working.
 Major emphasis on the community being together for
meals.
 A tradition that meals bind families and tribal
organizations. It is a fundamental physiological fact that eating
together helps people work together.
MONTE CASSINO, Italy
 B. Rule is communal welfare

Benedict’s was a law of capitalism where profits

were returned to the community and welfare system.

 Benedict’s Rule is a balance of corporate and

individual needs.
Requires Strong discipline such as:
1. Does not tolerate grumbling
2. Obedience and loyalty with smile
3. Communal functioning is not blind obedience or
Japanese consensus communal welfare.

The reason was that grumbling destroyed the

heart of community and threatened communal
wealfare.
B. The Rule and Productivity

Self-
Actualization
Self-Esteem

Social Needs

Safety

Physiological
C. Application of the Rule

I. Developing a Common
Destiny
II. Address Basic needs
III. Eliminate Negativity
IV. Build Community
 3.Opus Dei: Work and the
Human Spirit
I. Work and Community- A Social
Life
II. Humility and Work
III. A Benedictine Model for Work
IV. Application of the Rule
 Avoid Downsizing
 4. Leadership and Rule
I. Authority and Obedience
II. Skills of a Leader
III. Communal Leadership
IV. Stewardship
V. Building a Culture for
Leadership
VI. Develop Your Own “Rule”
VII. Take a Step toward
Benedictine Leadership
 5. Benedictine Keys to Effective
Organization
I. Harmony
II. Stability
III. Teamwork
IV. Application of the Rule
 Set Rules and Enforce Them
 Develop Stability Via
Employment
 Improve On Stability Via
Family
 Zero Tolerance of Negativity
 Use Employee Committees
 6. Benedictine Art of
Management

I. Supervision and Management

II. Participation-Involvement
Versus Empowerment
III. Training and Commitment-The
Heart of It All
IV. The Vow of Corporate Stability
V. Flexibility-Mobilis in Mobili
VI. Role of Middle Management
VII. Application of the Rule

 Create a Well-
Developed New
Employee Training
 Assign Senior Mentors
 Develop a Rite of
Initiation
 Consider Rotation for
 7. The Benedictine Learning
Organization
I. Lectio Divina
II. Information System
III. Visual Learning
IV. A Learning Organization
V. Knowledge Creation
VI. Application of the Rule
 Pay for Skills
 GainSharing
 Knowledge Sharing
 8. Benedictine Quality

I. Community as a Basis for

Quality
II. Honesty-The Touchmark of
Process Quality
III. Inspection and Process
Control
IV. Application of the Rule
 Diagnostic Inspection
 Community Inspection
 Drive Out Fear
 Discipline When
 9. The Larger Community

I. Building a Global Community

II. Strategic Philanthropy
III. Global Communal Welfare
IV. Cooperative Advantage
V. Application of the Rule
 Customer
Teams/Supplier
Partnership
 Involvement Employees
 10. Building and Implementing a
Benedictine Organization
I. Developing a Role
 Identify and Describe the Core
Principles of your Organization
 Define and Explain your Culture
 Build Procedures and
Organization to Support Mission
and Culture
 Train on the Rule
 Design Closure on Initial of your
Rule
II. Employee Selection