Abstract

The purposes of this research were 1) to study the Buddhist Administrative Method and theories for the development of the monastery meditation centers 2) to study in general of the administration of the monastery meditation centers 3) to compare the differences between Buddhist Administrative Method of the Sanghas and the householders administration 4) to manage the model of the Buddhist Administrative Method and the development of the monastery meditation centers. The methodology of this research was the qualitative research. The samplings were the 24 population of the six meditation centers. The data analysis performed by using document research, in-depth interview and Focus Group Discussion with the key informants and collaborating the context by the content analysis technique.

The research findings were as follows:

1) The Buddhist Administrative Method, concept and theories for the development of monastery meditation centers, the core concept of research which combined Eastern Buddhist theories with Western management concepts, the integrated approach which focused on the quality of life and the Satipạtthấna 4 curriculum as practiced by Buddhist Clerical retreat centers, as well as other forms of activities organized by non-clerical centers.  

2) In general, a review of the organizational structures found that short and long term planning in large and medium non-clerical meditation centers was guided by each Foundation’s Board of Directors while the Venerable Abbot of each monastic center was the sole authority in charge of organizing smaller meditation/retreat centers.  All meditation centers managed by the Venerable Clergy (Sanghas) followed the Buddhist Administrative Method in managing their organizations and appointed leaders to undertake various tasks, functions, and responsibilities on a comprehensive basis. The Buddhist  Administrative Method governed all four areas of organizational management, namely, personnel, place, media and curriculum development whereas centers managed by Buddhist laity focused on six areas of management, namely, organizational structure, personnel, media, body and mind, training curriculum, and site.  Meditation courses taught by the Sanghas were based on the principle of Satipạtthấna 4 while non-clerical enterprises served as comprehensive learning centers for spiritual and personal development.

3) A comparative analysis of similarities and differences between Buddhist Administrative Method of the Sanghas and non-clerical administration can be summarized as follows : The similarities of the venerable and householders management were: Leaders’ planning, functional organization, meeting approached, Dhamma of the Buddha, and personnel problems. In the development aspects were the models of prototype, the hexagon development, the management process, the participative management and determination courses. The differences of the venerables and householders management were: foundation organizations, manual instructions, unlimited different courses, committee board, monks’ limitation, and Western style of the householders’ development and management.

4) The Buddha model proposed that the Sangha  Administrative Method was consistent with the Buddha’s doctrine while non-clerical enterprises generally combined  Dhamma with the Western management concepts. All aspects of development related to the organizational structure, Human Resources, media and technology development, spiritual and monastic formation. Major training courses focused on the principle and practice of Satipạtthấna 4 while spiritual development activities are included in meditation courses organized by Buddhist laity. The principles of Dhamma focused on Metta and Yonisomanasikấra (analytical thinking). All meditation centers were supposed to follow and transfer the practical approach to future generations, and to move forward to the application of Buddha Model.

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