Managment Philosophy

Personal Management Philosophy – What I believe

My personal management philosophy is to be a leader who exemplifies Christ in every pursuit, public or private. I will build a reputation for leading teams to surpass goals established by my organization to become the best in the industry. I will set goals that are difficult to achieve which push everyone on my team to utilize their strengths to help the organization constantly improve process efficiency and innovation. I will live my life transparently so that those I interact with see the difference Christ's death, burial and resurrection have made in me.
I must ensure that my organization's strengths reflect customer needs. Concretely defined and prioritized, we must improve on those strengths until we distinguish ourselves from the competition. I must use financial reports and strategic planning objectives to set company wide goals. My job is to understand and clearly communicate this business direction and goals to those whom I supervise. I will strive to help them understand how their contributions directly effect company success or failure by implementing processes that reflect the importance of their work. I will follow a strategy of eliminating all types of waste in every aspect of the business. Other strategic decisions must be made while problem solving with imperfect information, using logic and contrary opinions. Those decisions should be held through completion or until further information proves it to be wrong and a better path chosen. Leading people requires serving them by finding their strengths, challenging them, expecting them to improve and removing obstacles to enable them to make the right decisions.
As a Christian in the role of manager, I will have many opportunities to ruin or promote my devotion to Christ and my testimony. In any leadership role we are placed in a spotlight, our superiors and those we supervise are watching intently; some cheering us on to success others hoping to witness failure. As Believers, that watchfulness is raised to the next level; it is not only business decisions that we are judged on, but personal and private ones as well. Peter tells me to “keep your behavior excellent among the [unbelieving], so that in the thing in which they slander you as evildoers, they may because of your good deeds, as they observe them, glorify God...” (I Peter 2:12). I will share my faith openly while remembering that words without action are meaningless and perform my work with diligence and integrity. Depending on our own strength to accomplish this task is doomed to suboptimal performance, but Christ will always provide the strength needed to accomplish His will (Philippians 4:13).
My desire is to love doing whatever it is that God has me involved with. Ecclesiastes 3:22 says that finding satisfaction in your work is a blessing but ultimately, everything related to work will be lost (Ecclesiastes 2:17). Being successful according to God's standards makes me love what I do (Colossians 3:23), even when there is little recognition or even trials. I aim to inspire passion for the job and a drive for success in the people I work with, so that they love their work too.

Future Management Strategy – How to work it out

Customers- A business cannot exist without customers. In fact, even individual within a company has customers. A lawn maintenance person clearly understands that the yard owner is the customer, where as the assembly line worker's customer is the next person in the assembly process and ultimately the person who buys the product. I must understand how my work affects the customer as this is key to ensuring we are doing the best job possible for them. Knowing who our customer is, what is important to them, why they want our good or service and what value they place on it is critical to becoming great (Hartley, 2006). To fully understand this, I will place myself in the customers shoes, actually do the job or watch someone do it. If I fail to analyze these key aspects of our customer we will make decisions that negatively impact the product and ultimately the customer, giving them reason to go elsewhere.
Financial Impacts- Finances are the blood that makes a business operate, I must have money moving through an organization to make it work. Capital is needed for everything from paying salaries to investing in new technologies. Understanding the impact of cash-flows, profit and loss statements and other financial reports will enable me to make logical and well balanced business decisions. Return on Investment is an important tool I must use in decision making because if money is not returning to the company, it will go bankrupt. Other projects or endeavors may not prove profitable with this analysis but may be critical to making key strategies work. Strategic decisions are inherently more risky, but needed especially when markets change rapidly (McKenzie & Lee, 2006). I will avoid the trap of convincing myself that a choice was “strategic”, but in reality was only the path that sounded most interesting. I will take responsibility for decisions and use the best information available to move the company toward it's goals with risk minimized.
Integrity- Sometimes doing the “right” thing is hard, really hard; especially if it means losing significant amounts of money or admitting to mistakes that may ruin your reputation. There are numerous examples of companies and individuals taking the high road in the face of severe consequences (Lennick D. & Kiel F. PhD ,2007). Many of these ultimately befitted from their integrity by the customer placing more trust in them. I have experienced this personally with a recall situation where customers became more devoted to the company because of the way in which the issue was handled. I will look at any situation from the perspective of the customer; first understanding what the right action is and second how best to accomplish this from my company perspective.
Problem Solving- I love solving problems more than any other part of my job. Gathering information, asking the right questions and finding other, contradictory viewpoints are the most critical aspects of doing this well. Many problem solvers jump to the first apparent solution but typically do not fully resolve the issue. I will assess the situation, gather all available information and weigh solutions as quickly as possible. Looking at the problem first hand, in person is the most advantageous, then speaking with those immediately involved about probable solutions. I have learned to step back and find the reasoning behind the solutions that are counter intuitive; there may be some insight that was ignored by the first, seemingly adequate answer. Using this problem solving technique will yield better results than the typical “shoot from the hip” answers.
Prioritization- Time is the most precious resource any of us must utilize. Each one has a set number of days to live out life, so we must use each one to the fullest. Our priorities must be set by how we can most effectively contribute to the goals of the organization (Drucker, 1966). One of the most impacting ideas discussed by Drucker was that of removing old priorities that are no longer important. I will not continue defending the bad choices of the past, expending so much energy on that effort, that we make little or no progress toward those tasks that will most positively affect the organization. Not only is prioritization important, but I will work on one thing at a time making my time more effective in taking the organization closer to ideal state. Working on multiple projects simultaneously is not efficient. Not only will each project have lower quality, it will take longer to complete them, increasing the probability that they will become obsolete, thus a waste of time.
Servant Leadership- Is truly leading as Jesus led. It was obvious that Jesus was the leader of the band of disciples, but rarely do we see Jesus miss an opportunity to teach his men how to lead while removing doubt and any other obstacles that prevented their growth. This ideology forces management to the bottom of the organizational chart, depicting who their true customers are, those they supervise. This organizational structure almost forces each employee to see how their work effects the next one in line. As a manager, I must remove the barriers to my people becoming successful (Liker, 2004). Sometimes that means fighting battles for better tools, changing processes or moving people to another area where their strengths may be better utilized.
Processes- Every business, no matter how small, has a set of processes that dictate how certain tasks are to be done. For a one man company, those are probably only captured in thought, but as the company grows these get documented and trained on. Processes are the simplest tool to ensure smooth business management because they take the best methods learned and cause them to be utilized each time the task is done. When there is a process in place for a task it takes away much of the confusion and decision making. It enables the worker to accomplish the task that was once relegated to Managers (Drucker, 1966). It is widely believed that a majority of errors are to some extent process related or preventable if done properly. If this is true managers can focus their attention on any process that has problems, resolve them and implement the new “best method”.
Relentless Elimination of Waste- All business must be competitive to survive. There are many avenues to pursue staying competitive. One of them makes sense to do, no matter if you are number one or dead last in your industry; elimination of waste. Constantly reducing and eliminating waste from processes and business activities will reduce my cost to produce a product (Liker, 2004). The elimination of waste typically forces innovation which drives improvement in product, reputation and customer satisfaction. This activity will keep our organization improving even if we are number one. Sadly, many first in class organizations have lost to number two or three because they become complacent and depended on their old technology and strategy for too long while their competition passed them up.

Biography – Who am I

I am the Engineering Manager for a small design and manufacturing company with responsibility over R&D, manufacturing engineering and applications engineering. Utilizing best practices from the manufacturing floor, I have established stable processes for even the most abstract and creative aspects of design and development. These processes have increased efficiency in resource utilization and time to market.
I graduated from Oregon State University with a Bachelor of Science in Mechanical Engineering, specializing in machine design. I am currently pursuing a Masters of Business Administration from Corban College & Graduate School in Salem, Oregon. I intend to continue working as Engineering Manager in the engineering field to eventually be Vice President of Engineering for a large manufacturing company. I plan to utilize my administration skills working in a mission organization or my local church as an international mission organizer if God presents the opportunity.
My engineering bent drew me toward manufacturing where I have been for the last eight years. I started out in a high volume concrete block plant, learning about quality control and machine maintenance. For the last five years I have been designing windshield wiper systems for specialty vehicles like boats, trains, buses and agricultural equipment around the world. I have developed a keen ability to read customers and find solutions to their problems. Working in a small company has given me a broad experience base from marketing to accounting to production.
I worked in the service industry for the previous seven years. I started with taking over a yard care business for several years where I learned to anticipate customer needs. Next, I worked in a seed cleaning warehouse where I developed an appreciation for mechanical equipment. While attending engineering school, I worked in a deli and grocery store. This is where customer interaction was developed as well as an appreciation for inventory control.
I was born and raised in the Northwest to be a hard worker no matter the task. Growing up in a Christian home gave me a great foundation to be a leader in business and an active part of the Christian community. In my home Church, my wife and I with our two children, volunteer in children's ministries and I lead a small group Bible study.

Resources-- Impacting literature

Drucker, P. (1966). The effective executive. New York: Harper & Row, Publishers.
Hartley, R. (2006). Marketing mistakes & successes, e10. John Wiley & Sons, Inc. ,Hoboken, NJ.
Heath, C. & Heath, D. (2007). Made to stick: Why some ideas survive and others die. New York: Random House.
Hunter, James C. (1998). The servant: a simple story about the true essence of leadership. New York: Crown Business.
Lennick D. & Kiel F. PhD (2007). Moral intelligence: Enhancing business performance & leadership success. Upper Saddle River, NJ: Wharton School Publishing.
Liker, J. (2004). Toyota Way. New York: McGraw Hill Professional.
McKenzie & Lee (2006). Microeconomics for MBA's: the economic way of thinking for managers. New York: Cambridge University Press.

Stratigic Managment- Annotated Bibliograph

Annotated Bibliography

BA 593 – Strategic Management
Corban College & Graduate School

D. Russell Libby II

April 9, 2009

Baker-Said, S. (May, 2008). Flight of the black swan. Bloomberg: Markets. Retrieved April 7, 2009 from : http://www.fooledbyrandomness.com/bloombergProfile.pdf
and
Baker-Said, S. (October, 2008). Taleb's `Black Swan' Investors Post Gains as Markets Take Dive . Bloomberg.com . Retrieved April 7, 2009 from : http://www.bloomberg.com/apps/news?pid=newsarchive&sid=aDVgqxiT9RSg
This interesting article looks at a insurance/investment strategy formulated by Nassim Taleb, a futures trader tuned philosopher. The articles were written by a financial journalist for Bloomberg a financial news agency. Taleb champions a theory that states the importance of evaluating seemingly low probability events and how they impact decision making. His ideas are being transferred across industry lines from finance to aerospace to treasure hunting. The premise that a rare event will not happen because it is rare, is faulty because history has shown that most catastrophes were not expected, but possible. I would like to learn more about the theory behind Talebs thinking and understand some of his assumptions. As a manager in any industry, we need to have the best information available to make decisions, and if the models we use to generate the information are wrong, our decisions and results will also be wrong.
Drucker, P. (1966). The effective executive. New York: Harper & Row, Publishers.
Drucker- Chapter 1: Effectiveness can be learned
The author demonstrates his thorough understanding of the effects of executives he has gained as a management consultant and general interest in top management for the 20 years prior writing this book. Drucker utilizes this first chapter to lay the foundation for the rest of the book. An interesting point that is highlighted is his definition of “executives”, includes “knowledge workers” who make decisions that significantly effect the organization. Although this book is more than forty years old the concepts presented are basic and transcend time. There are no revolutionary ideas, but merely a succinct portrayal of effective personal management habits that will yield professional effectiveness. Drucker clearly states the need for and the results of effective executives in public service, private business and the Military. I am encouraged that a skill like effectiveness can be learned, because it always appears to be natural to some and definitely not natural for me.
Drucker- Chapter 2: Know thy time
This chapter is devoted to uncovering the secret of time wasted. It is important to note that much of an executive's time is not his own; it belongs to those under their supervision and more time yet is devoted to their superiors. Drucker points out the criticality of knowing where your time is being spent, since it is the most scarce resource anyone has. Often executives are too busy being busy, but to be effective we must consolidate any available time into blocks that can be spent toward the important activities that will catalyze improvement in the organization. Critically looking at the use of time should also highlight meetings or tasks that can be easily or even more efficiently be performed by others, which will free up more time to devote the the truly valuable work done by executives. This is a tool I have used especially in the last nine months and has been both surprising and frightening at what I do that I shouldn't; mainly tasks that may be performed better by other people, I just like doing them.
Drucker- Chapter 3: What can I contribute?
Drucker delves into the heart of the issue we all deal with (or should) regarding the effectiveness of our work; how can I best serve the organization as a whole. What skill, knowledge, specialty, insight or information do I posses or can I create that would best serve the customer? It is critical to point out that the customer may be the manager of the department, the accountant at the end of the hall or even “Joe Schmo”, the paying customer. The executives attention should be on how best to use his position to promote the company goals and ultimately success. Self motivation to be continually developing skills is contagious and exponentially improves the effectiveness at each level of the organization. This MBA program has given me some of the skills I lacked before. Now I have a better understanding of where my skills lie and how I can most effectively use them.
Drucker- Chapter 4: Making strength productive
This section lays out the human resources portion of making effective decisions and forming groups to be successful. The most effective way to make a group strong and productive is to give them a good leader. The author clearly demonstrates that having clear strengths is a much better representation of effectiveness than the lack of weakness. Next, jobs and responsibilities should be challenging and continually just beyond the grasp of the holder. This makes people grow and stretch their abilities to ultimately become better and more capable while giving the satisfaction of being challenged. Executives must also be ready and willing to train and teach throughout the growing process. Teaching has provided an excellent opportunity for me to find peoples strengths and grow them professionally but also find what they can do best for the organization.
Drucker- Chapter 5: First things first
Drucker succinctly depicts the most important of tools for any executive, prioritization. There were two aspects the author states that most people ignore or just cannot do; forget about the crisis of yesterday and remove items from your list if they become obsolete. The first is probably the most difficult because executives can easily become distracted with completing a project that they do not realize the more important activity is being put off. Displacing the new, more critical, activity may be a decision that changes the destiny of an organization for the worse. The second, removing items, is simpler to accomplish but requires continual review of the changing circumstances of the outside world and new information available. By setting priorities correctly and then focusing the available time on accomplishing them executives can accomplish huge tasks, one thing at a time. I have seen stagnant projects become invigorated by employing simple priorities, but still need some work on leaving the past behind.
Drucker- Chapter 6: The elements of decision-making
This section is setting the stage for how to make decisions by systematically presenting the anatomy of a decision. Drucker points out that nearly all problems are a symptom of a missing principal, a key value commonly held by the organization. Secondly, making decisions at the highest possible level will ensure that the right solution is found. Clearly defining the boundary of each decision will narrow the options and will enable verification that the decision was correct. Most importantly, decisions are not made if they are not acted upon, then checked on throughout the process of implementation. Once implemented the decision needs to be monitored and modified if new facts come to light or the environment changes. Decision making was an area where I had very good “gut” instincts, but recently my instincts have proven wrong. Making the right decision for the right reason at the right time is now my goal.
Drucker- Chapter 7: Effective decisions
Interestingly, Drucker describes the realization that decisions are made based on assumptions, and do not always need (or have the luxury of finding) all the facts, simply an assumption that fits all the facts known. The best fitting assumption must be tested and proven before making the decision, while simultaneously creating debate about the best solution. Looking at both sides of a decision critically will ensure that the problem is understood as clearly as possible. The author points out that disagreements are not based on stupidity, but a different perspective of the truth; understanding that perspective may open the door to the best solution. Sometimes the best decision is to do nothing if the results will be the same no matter the course of action. When the decision is done, it may be found later to be the wrong one which is a learning opportunity.
Drucker- Conclusion: Effectiveness must be learned
While this chapter condenses the rest of the book, it concisely describes the importance of effective executives. Forty years ago this was evident to Drucker, but how much more so have we seen the importance of each person being effective in any of their daily activities, weather home, office or church. The author places an emphasis on the ability and drive of the individual toward self development. Honing their skill to become more effective where it matters most to their organization is what will set apart the successful and effective executive from the burned out “pay check collectors” that fill so many of the jobs around us. From a personal standpoint this concept of learned effectiveness is very exciting as opposed to “being born with it”.
Heath, C. & Heath, D. (2007). Made to stick: Why some ideas survive and others die. New York: Random House.
Heath & Heath- Introduction
The Heath brothers had been studying the subject of idea propagation for ten years independently from two angles. Dan, as a writer with a passion for education, was focused on better education methods while Chip, as a professor at Stanford University, looked at patterns in urban legends and such. Gathering their research they decided to write a book to educate businesspeople, teachers, marketers and anyone who was trying to clearly communicate a message. The introduction was well written and capture the attention of the reader, because everyone has a message whether personal or work related. The authors describe that “Sticky” messages have six aspects in common; Simplicity, Unexpectedness, Concreteness, Credibility, Emotions and Stories. They insist that these templates can be taught and that teaching can be effective in a very short time. They claim that with some energy and forethought it is possible to make even the most mundane message into a memorable, and therefore, transforming parable. I will be interested to read this book in detail, because as a manager there are opportunities to change an organizations behavior, but backsliding is all too common. Drucker's conclusion above also states that becoming effective can be learned, so if we are ready to learn, many of the important management “skills” are waiting to be learned.
Peterson, E. DHL (speaker). (1997). Tell it slant: Parables as spiritual direction. (Audio recordings: 2609A.mp3, 2609B.mp3, 609C.mp3,609D.mp3, 609E.mp3). Vancouver, BC: Regent College.
Peterson- Lecture 1 ( 2609A.mp3)
Honorary Dr. Peterson is the professor of Spiritual Theology at Regent College in Vancouver, BC. He has pastored several churches and been a professor at New York Theological Seminary. Dr. Peterson has written several books including the paraphrased version of the Old and New Testament, The Message. In the first of five lectures the the speaker gives many examples of “spiritual direction” and where it may come from. Often it is not from whom you may expect like pastors, teachers and the like, but from lay people. As the descriptions continued for more than an hour I was distracted to the point where Dr. Peterson was loosing credibility as a Biblically based speaker. After awhile, it became evident that this was purposeful, and was used to illustrate how God can use anything to break through our defenses and invoke change. One of these methods Jesus Himself used were the parables. By skirting the teaching and even misdirection Christ was able to teach principals, rather than black and white, “do this and don't do that”. The idea of parables teaching more broadly was also suggested in “Made to Stick” (Heath & Heath, 2007). This concept is interesting in that giving step-by-step instructions has never yielded the right results in the long run.
Peterson- Lecture 2 ( 2609B.mp3)
For the second lecture in the series, Dr. Peterson delves into the parables as found in Luke 10-12. There were a few new twists on the parable of the “Good Samaritan” and the “LORD's Prayer”, but what I would like to bring out is the last concept taken from the foolish man who was building “bigger barns”. When believers think about the sin which we can become entangled it is easy to consider ourselves righteous, because we are not out committing adultery, murder or even stealing; the “big sins”. However, Satan attacks us in areas we feel are promoting God's kingdom. By example the speaker pointed to the temptation of Jesus while on earth. The things Satan used to tempt, were not the “big sins” but actually had positive outcomes, if it were not for the principals behind Satan's plans. We can easily be caught up in the sin of pride even while serving in our Church. Our motivations can change from serving the Living God to “looking good” to others. As a leader in many church activities, I need to stay aware of my motivations and be humble.
Peterson- Lecture 3 ( 2609C.mp3)
This third lecture was laced with three distinct sections all focused on parables. The first section was based on Luke 14-15, where he pulled out the physical senses with which we should be watching for Christs return. The next section looked at the hospitality in which we need to make sure Christ and others are comfortable in our presence. The last portion was speaking of the Lost parables. Most interesting was Peterson's insistence on the building gravity of the parables. He pointed out that the lost object gained importance from one in 100 to 1 in 2, and Peterson impressed the last parable the lost son who stayed at home with his father. It reminded me of Abraham bargaining with God for his nephew Lot, the only difference is that Abraham was persuading God to save, where Jesus was pointing out that every single human is important enough to save.
Sherman, D. & Hendricks, W. (1987). Your work matters to God. Colorado Springs: NavPress.
Sherman & Hendricks- Chapter 1: Between two worlds, The need for a Biblical view of work
Doug Sherman is the founder of Career Impact Ministries, an organization that helps businesspeople integrate their Christian life, faith and beliefs into their career. The co-author William Hendricks held a executive position within Career Impact Ministries and previously worked as a consultant. Both men obviously have a love for Christ and His Church and desire to see it grow in understanding what the Bible says about how we should work. This book was written to working men an women who need to meld their understanding of how to act out their faith where most of their time is spent, at work. The authors point out the chasm that has opened between work and the Christian life, noting that many Christians behave in the same way as their unsaved counterparts with respect to even the broadest moral code. This indicates that people who claim to be Christians on the weekend and at home, dump their view when it comes to work. While the opposite is true as well when people view work only as a mission field or as a necessary evil to pay the bills. It is refreshing to get a more focused biblical view of work after many books I have read including Drucker (1966) above.
Sherman & Hendricks- Chapter 2: Going for it! The secular view of work
In this chapter the authors present five different secular viewpoint on the way people look at their jobs and the influence it has on life and godliness. After describing what the five major themes were, many of the pitfalls were highlighted and condensed into three main problems. The first is that these secular views require more fulfillment than we ourselves or our jobs can give, which tends to lead to breakdown. Secondly, the secular view of work changes our career into an idol, which is powerless to help you in any way. Lastly, the secular viewpoint forces God out of the picture and causes a schizophrenia between beliefs and actions. It is truly amazing to see how many of the aspects of secular work thinking has dominated the mindset of Christians. It is important to keep God in His rightful place especially as we go about our work among unbelievers.
Sherman & Hendricks- Chapter 3: Ye cannot serve God and mammon, The two-story view of work
The third chapter presents a juxtaposition between “sacred” and secular as related to work. One common thought process, even under the surface the authors argue, is that most Christians believe that working in the Ministry is more valued to God. That working in the secular arena somehow put us in a different playing field than those in full-time ministry. It is noticeable when people do not believe that their work “matters” eternally, because they start to neglect parts of their jobs or tend to become lazy and irresponsible. It is important to note that we who work in the secular world are called to “work as unto the LORD” (Col. 3:23-24). This becomes part of our witness to those around us, and hopefully a tool for unbelievers to notice our excellent work ethic then subsequently ask why. That is the open door to share the Gospel of Christ, and hopefully develop a relationship where we can encourage and disciple them to maturity.
Sherman & Hendricks- Chapter 4: The strategic soapbox, The mainstream model of work
The authors observe the next belief about work held by most Christians, that work is primarily a place to share the Gospel. This is, of the three described, the closest to being biblically accurate. While Sherman and Hendricks were quick to point out that sharing the Gospel is a high priority, it should not be the highest. There are many mission fields, including our place of employment, where we must display our Christ likeness and ultimately that, more than presenting salvation, should be our aim. One important aspect brought to the forefront was that the “Great Commission” is more than salvation, but even more critically, growing the new believer as a disciple. This topic cause me to reflect on my own view of work, because some of the ideas used as a basis for this belief are similar to my own. I think the real trap comes when you are not balanced in your thinking and allow any one doctrine to monopolize your decision making while ignoring the others.
Sherman & Hendricks- Chapter 5: Your work matters to God, Work has intrinsic value
The fifth chapter is where the authors are able to establish and define what their point and perspective is. Thankfully, they supported most thoughts with scripture and not simply opinion. Using scriptures from the Old and New Testament, it was clearly shown that God is a worker and has created man in His image as a worker. It was demonstrated that people with the most menial jobs can and should still find significants in fulfilling the job God has placed them in. It was helpful for the authors to point out that we are not always able to see how our work is promoting God's cause. Sin has also effected the manner in which we are able to contribute by making some jobs questionable or even robotic and boring. This chapter has given me a better sense of the extent to which I am serving God at work. Not only am I to work diligently with integrity but I can enjoy doing hard work because God created me to be a worker, in His image.
Sherman & Hendricks- Chapter 6: God's work-your work, Work has instrumental value
As the sixth chapter was beginning I began to come to the understanding why we only needed to read the first four chapters. Although the previous chapter was littered with scripture, this one has only one or two. The ones used were also interpreted questionably, to say the least. The most striking point was made using Jesus' words from the “Great Commandment” of Matthew 22:37-40, “love the LORD your God....and love your neighbor as yourself”. The first two love commands are obvious, but then the authors added a third, “love yourself”. I think we naturally love ourselves and do not need work or extra motivation to do so, because many times, this turns into selfishness and egocentricity. The authors also painted a picture of how each job influences many people and provides for their needs which in turn serves God. All in all an interesting chapter, but a far cry from the previous chapters strong biblical basis.
Sherman & Hendricks- Chapter 7: It's a jungle out there, The effects of sin on work
This chapter highlighted the effect sin has on our jobs and our attitudes about work. The authors made several good points regarding the origins of work. Many people believe that work was a result of the fall. Using scriptures they clearly show that God gave Adam and Eve the job of cultivating the Garden of Eden before the first sin. Using some New Testament text it was shown that God encourages us to work hard, which also proves that work is good; for God would not ask us to sin or participate in evil. Sin however, has made work more burdensome, more futile and corrupted the environment in which we work. This is evidenced by all the moral sliding observed in every area of life, sadly including the Church. I appreciate the points made because I have often blamed work on Adam and sin in general. We are called however to work joyfully and diligently as for the LORD.