Ethical issues for the management and accountability of Christian charities in facing change

• Main Author: Molyneaux, David Christopher
• Published: University of Edinburgh 2001
• Subjects: 253
• Online Access: http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.657924

This thesis explores issues, ethical demands and appropriate responses relevant to those managing and accountable for change in charities founded with Christian inspiration. While Business Ethics and motivational factors within profit-orientated corporate entities have received increasing attention, ethics relating to the operations of the 'not-for-loss' voluntary sector and of ecclesiastical bodies remain relatively less investigated. The purpose of the research is to discern, then formulate, pragmatic guidance which is both theologically based and managerially useful to those responsible not only for charities but also for many other institutions. It focuses on aspects of religious endeavour where, although often perceived separately, sacred and secular are inextricably entwined. Charitable and income-generating activities of churches ought to be prime proving grounds, for wider potential application within other and diverse organisations, of ethical principles put into practice. The methodology, concentrates on observation of three case-studies, one literary/historical and two contemporary, with active participation in the latter two so that the sharpness of the dilemmas and attempts at solutions reflect in-depth experience. The literary/historical study describes the experience of St Basil and fellow bishops in Fourth century Cappadocia in defining functions and boundaries for senior clergy as churches developed into major religious and social institutions adopting many state responsibilities. Against this historical and, possibly, paradigmatic background, the second study monitors, over 3 years, the breadth and complexity of the factors relevant to progressing an initiative requiring expenditure of £9.5 m to develop a property-based, overseas activity of an established UK church. By contrast, the third study examines the strains with the governance and management functions of a charitable enterprise which, since foundation in 1977, has grown seemingly successfully, so that by 2000 it has 500 employees and spends £8m p.a.