Chapter 2:

The Rule of Selection

and Formation:
Only the Best need Apply
Gallaza, Karla
Gonzalez, Adrian
Gatbonton, Alexander
Cruz, Arthur

 Benedict believed organizations are

communities of people who interact with each
other on a regualr basis.
Spirit and mission may define the common
interest, business activity may provide profit and
cash flow, proper organization may provide
structure, and leadership may guide, but people
are the embodiment of any community.

The Principles of Selection

Benedict knew that an organization is only
as good as the individuals within it.
Entry into a Benedictine community is a
tedious process.
Only those who shows true desire, talent,
and commitment pass the selection
process.
Full acceptance into the organization
takes time.

Only the Purest need Apply

Five detailed managerial job descriptions:
1.Chief executive officer (the abbot)
2.Executive vice president (the prior)
3.Middle managers (the deans)
4.Front desk administrator (the porter)
5.The comptroller (the cellarer)

 Benedict used the position of the cellarer

to illustrate managerial quality.
Benedict is straightforward in his
recommendations on what sort of person
to hire a cellarer.

Training for performance

One month in "observership program"

several months in "postulancy period"
one year "novitiate"
three year "juniorate" phase.

 Benedictine communities tend to use the

term "formation" rather than "training"
Formation is the formal process designed
to teach values and vision.

Selection and Formation must work

together
Selection and formationb are explicitly
related.
Proper selection leads to more productive
formation.
The process of selection and formation
was jealously protected and rigorously
maintained.
To Benedictines, the formation process of
the "corporate university" is one of the
most valuable assets.

Don't Fast-Track Selection and

Formation
There is no fast track to full community
acceptance.
No allowance for affirmative action or
preferential selection.

Summary
Organizations are only as good as their
people
Superior organizations start with selection
and formation
Superior organizations are not easy to join
No preferential treatment is allowed
Training is technique, formation is strategic
The primary motivator for superior
selection and formation is the promise of
fraternity and stability