This thesis analyses the acquisition of donations by the German faith missions from their beginnings up to the outbreak of World War II. The focus is directed to the three oldest German faith missions: the Neukirchener Mission, the Allianz-China-Mission, and the Liebenzeller Mission. As a specific characteristic of faith missions, the contemporary literature mentions the so-called faith principle. This faith principle, propagated by such personalities as Hudson Taylor and Georg Müller, stands for the deliberate renunciation of public fundraising. It is the leading question of this thesis whether the German faith missions have adopted and realized this principle. Analysing the theory and the methodology, it becomes clear, that the three oldest German faith missions have not renounced the principle of obtaining donations. This thesis offers also a model of interpretation to determine the factors that are of relevance for the acquisition of donations by the mentioned missions. / Christian Spirituality, Church History and Missiology / (M.Th.(Missiology))

This thesis analyses the acquisition of donations by the German faith missions from their beginnings up to the outbreak of World War II. The focus is directed to the three oldest German faith missions: the Neukirchener Mission, the Allianz-China-Mission, and the Liebenzeller Mission. As a specific characteristic of faith missions, the contemporary literature mentions the so-called faith principle. This faith principle, propagated by such personalities as Hudson Taylor and Georg Müller, stands for the deliberate renunciation of public fundraising. It is the leading question of this thesis whether the German faith missions have adopted and realized this principle. Analysing the theory and the methodology, it becomes clear, that the three oldest German faith missions have not renounced the principle of obtaining donations. This thesis offers also a model of interpretation to determine the factors that are of relevance for the acquisition of donations by the mentioned missions. / Christian Spirituality, Church History and Missiology / (M.Th.(Missiology))

Thesis (D. Min.)--Trinity International University, 2001. / Abstract. Includes bibliographical references (leaves 180-183).

Thesis (D. Min.)--Western Seminary, Portland, Or., 1998. / Abstract. Includes bibliographical references (leaves 174-175).

Thesis (D. Min.)--Trinity International University, 2001. / Abstract. Includes bibliographical references (leaves 180-183).

Zugl.: Diss. / Includes bibliographical references (p. [135]-145) and index.

Thesis (D. Min.)--Trinity International University, 2001. / Abstract. Includes bibliographical references (leaves 180-183).

The history of the Apostolic Faith Mission of South Africa (AFM) confirms its own missional character. In the light of the church’s rich missional history, an attempt is made to determine to what extent non-christians are still reached through the gospel by the AFM. Various missional models and methods have been used over the years by the AFM. The following has been asked in this concern: Which of these missional models and methods being used are still successful today? Qualitative research has been used to search within the white sector of the AFM for presentday missional models and methods that are still effective. Congregations within the following provinces have been included in the qualitative research: Gauteng, North West, Limpopo, Mpumalanga, Free State and Kwazulu Natal. The following literary study has revealed certain missional changes that have taken place in the Western Church. While it confirmed some of the missional challenges of the AFM, it also provides some missional guidelines to the church. Certain missional models and methods seem to be less effective than in the past, while others have phased out completely. Some of the missional models and methods currently used in the church are less effective than some AFM members suggest. Although the AFM has not lost its missional aim, the missional passion of some of its members is a growing concern. It appears that in the early years of the AFM the church’s members had a greater missional passion than today. The ideal missional approach for today seems to be an effective personal relationship approach. The Alpha course has been identified as one of these approaches from which the AFM may gain various missional guidelines. / Prof. W.J. Hattingh

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M.Comm. / Vision and mission are often incorrectly seen as synonyms. In this study the vision and mission are defined separately. A vision is defined as a dream of an ultimate goal of the organisation in the future. This must be a clear and specific image or word picture that requires imagination. The vision must become ideology and summarise the core values of the organisation. A mission is defined as the type of business that the organisation is carrying out. It says why the organisation has a right to exist and the immediate goal of the organisation. A vision and a mission have definite advantages for the organisation. Some of the advantages are an ultimate and an immediate goal to strive for. A vision helps employees to decide if its actions are correct or incorrect. A mission gives employees responsibility and the employees' performance can be measured against it. There are certain requirements a vision and a mission have to meet. The joined requirements are it must inspire, motivate and energise the employees. Secondly, management with the input of the employees must formulate it. Thirdly, the vision and the mission must be shared with all the employees to ensure goal concurrency. Fourthly, the vision and mission must be positive. Lastly, it must encourage employees to think long term. Vision specific requirements are it must be a leap in the future, specific and understandable to all the employees, unique and original, timeless, something worth the organisation's while, make sense in the market and create a environment of risk taking and experimentation. Mission specific requirements are it must describe the type of business clearly, must be in line with the external environment, state the right to exist, help with the allocation of resources, lead by the vision of the organisation and persuade employees emotionally to achieve the mission. The mission should include a ten to thirty year goal against which employees performance can be measured...