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impact of its operations to society and the environment. This is important for “the earth is the LORD’s,
and everything in it” (1 Corinthians 10:26), for “all t he animals of t he forest are m ine, and I own the
cattle on a thousand hills” (Psalm 50:10), that “and all the animals of the field are mine” (Psalm 50:11),
and “for all the world is mine and everything in it” (Psalm 50:12). Leaders are accountable to God for
their actions that destroy the earth. “The nations were filled with wrath, but now the time of your wrath
has come. It i s time to ju dge the dea d and reward your servants the prophets, as well as your holy
people, and all who fear your name, from the least to the greatest, It is t ime to destroy all who have
caused destruction on the earth” (Revelation 11:18).
Strategic Planning
“Where there is no vision, the people perish” (Proverbs 29:18). Strategic planning focuses on the
development of strategic objectives and action plans and their dep loyment. It begins with a firm
commitment from leaders and the workforce that everyone will be included in the transformation
and that a trusting and open environment will be maintained. If the organization commits its plans
to the Lord, its plans will succeed (Proverbs 16:3). It is advised to seek the Lord for wisdom when
it develops its plans. “If you need wisdom, ask our generous God, and He will give it to you. He
will not rebuke you f or asking” (James 1:5). God will show us what to do and cause our plans to
succeed. He knows things that we can never know and knows how to make these things work for
us. “For I know the plans I have for you, sa ys the Lord. T hey a re plans for good and not for
disaster, to gi ve you a f uture and a hope” (Jeremiah 29:11) . The Bible clearly states that “good
planning and hard work lead to prosper ity” (Proverbs 21:5) and t hat He will work out His plans
for our lives (Psalm 138:8). “We can make our own plans, but the Lord gives the right answer”
(Proverbs 16:1). “We can make our plans, but the Lord determ ines our steps” (Proverbs 16:9).
“Listen to me, all you people of Judah and Jerusalem! Believe in the Lord your God, and you will
be able to stand firm . Believe in his prophets, and you will succeed” (2 Chr onicles 20:20). Good
planning and hard work lead to prosperity (Proverbs 21:5).
God wrote for hum ankind the first qualit y manual which em bodies His key pri nciples (Ten
Commandments) for a healthy relation ship betw een God and man and between man and his
fellow beings. These are s ummarized in the followi ng: “And you must love t he Lord your God
with all your heart, all your soul, all your mind, and all your strength” (Mark 12:30) and “Love
your neighbor as yourself” Mark 12:31). These commandments provi de the basis for the
operationalization of these relationships.
Customer and Market Focus
The ultimate goal of managing for quality and pe rformance excellence is customer satisfacti on.
This is the real measure of whether or not the mission and goals of the organization are being met.
The Bible does advise us (can also be applied to t he organizatio n as a who le) to do to ot hers
whatever we would like the m to do to us (Matthew 7:12). This is the essence of all that is taught
in the law and the prop hets. We should love our neighbor as ourselves (Mark 12:31). T he law of
love calls for the devotion of bod y, mind, and soul to the service of God and our fellow men
(White, 1960 ).We should be thinkin g o f others as b etter than ourselves (Philippians 2:3). This
principle “inspires us to at tempt to grant to others the regard in which we hold ourselves – a
beginning po int for the customer-conscious” (C orts, 1992, p . 2) . According to Feigenbaum ,
quality is what the customer says it is, not what an engineer or marketer, or general manager says
it is. If we want to find o ut about our quality, we should go out and ask our cu stomer because he
is the one most affected by the quality of our products and services on a daily basis.
Strategies should begin with extensive research to find out who the customer is, what is of value
to him and h ow he bu ys. The providing organization must respect and unders tand its custo mers
enough to listen to their values and understand their satisfactions (Drucker, 1990). “Owe nothing
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