Rule of Common Interest:

Superior organizations are at all times shaped as elite fraternities, with a clearly
stated common purpose. Mission statements must be precise declarations of the
common purpose, as well as promises of organizational behavior.

Rule of Selection and Formation:

Organizations are only as good as their people; superior organizations should not be
easy to join, and the primary motivator for selection and formation is the promise of
fraternity and stability. There must be no preferential treatment of members.

Rule of merit and Seniority:

This rule explains how to deal with job-assignment issues. Age should not be
considered a relevant measure of talent, and, while seniority must be honored
because it creates continuity and a reference point for experience, merit should
always be the determinant for rewards or positions of authority.

Rule of Focused and Independent Ventures:

Benedict believed organizations should remain lean, self-sufficient and focused on a
common objective. He warned against too many levels of management or
bureaucracy, and of the dangers of centralization and hierarchy. He believed that
subsidiary or offshoot groups should be economically autonomous, maintaining only
cultural and philosophical bonds.

Rule of Innovation:

Benedict recognized that paradigms would be challenged and periodically upset. He

believed innovation within the existing paradigm would come from the lower levels
of the membership, while innovation that challenged the paradigm would come
from senior members. Innovations that break the paradigm had to come from
outside the organization.

Rule of Ethics:
The rule states that ethics is a fundamental, structural part of the organization and
its management system; ethics cannot be forced, so the leader must create an
environment in which members naturally make the proper ethical decisions. The
ethical leader must ensure that there are no fraud, dishonesty and greed in
business practice. He or she must give emphasis to disciplinary acts and have
corporate cohesion.

Rule of Stability:

Vow of stability means building strong and sure foundations, avoiding unnecessary
and foolish risks, and investing for the long term. A leader must invest in their
training, make the workplace enjoyable, and ensure that they remain on board for
the long run. Maintaining stability in his relationships with subordinates means
building a strong is a good start to achieve success. For the Christian leader,
seeking stability means building a solid, disciplined spiritual life and knowing and
holding to one's spiritual values despite the pressures of competition and a
constantly shifting marketplace. This rule provides for continuity in leadership
succession, ideals, culture and job security.

Rule of Purposeful Ritual:

Cohesiveness is an all-important bonding process. It is the Positive power inherent

in the motion of "elite fraternity". it creates the sense of group "togetherness".
However, St. Benedict said that it comes from a management process. it can be
traced to purposeful ritual. Ritual provides a powerful sense of stability in a troubled
world. the rule also carefully lays out the nature and times of different prayers, and
how they change it according to the season. Customary is a document that describe
the special custom, celebration, ideal, and other standards of behavior fit the
community. It reflects the collective experiences and wisdom of the community.
Rituals, must be tied clearly and unambiguously to the shared common objective of
the group to be achived.

Rule of Group Reliance and Mutual Respect:

Building and nurturing a cohesive working team, St.Benetict would likely offer
mutual reliance. Members must learn to rely on other community members. In a
Truly cohesive organization, reliance is deep, intimate, and multidirectional. Mutual
respect must be given for any and all members of the team,regardless of social
status, job title, or station in life.

Rule of Discipline:
Benedict held that leaders should see discipline as a lesson plan, not as
punishment. Benedict believed that cohesive organizations gave second and third
chances. He stated that there should be no favoritism in matters of discipline and
that the ultimate penalty of discharge from the community, while sometimes
necessary for the health of the group, was as traumatic as an amputation and had
to be very carefully considered.

Rule of Counsel:
Benedict's idea was that executive appointments should be democratic. Any
member of the organization could become a leader, regardless of seniority, as
decisions had to be based on merit alone. For St. Benedict, efficiently accomplishing
a set of complex and diverse task, require a blend of single-leader management
structure and the cohesive dynamics of modern team management. The rule
outlines a strict process for selection of senior executive. It also establishes how
that senior executive must subsequently interact with the group.

Rule of Grumbling:

Benedict discouraged complaining, but recognized that grumbling was a major

indicator of the health of his organization. He declared that the source of grumbling
ought to be found and any problems fixed. Subordinate grumbling is a vital sign that
is believed to be the best indicator of health of an organization. Vital signs are not
just monitoring devices. Tracking grumbling should be an obsession for the senior
executive. Leaders's decisions may be the root cause for subordinate grumbling.
Grumbling is contagious and infectious. Some grumbling may, in fact, be justified; if
so, fix the problem.

Rule of Leader:
The Rule of Leader explains that actions speak louder than words. Leaders were to
teach by example, and were to keep track of, and study, their own failures and
successes.

Rule of Humility and Moderation:

Benedict thought the basic leadership virtue was humility. Leaders had to show
aptitude and objective, but their enthusiasm was to derive from a aspiration to look
up and contribute to the health of the organization, not from individual personality.
He believed that true humility was a skill one had to learn and practice.

Rule of Iron Resolve:

Effective managers need to be good administrators and leaders attributes are the
inner or personal qualities that constitute effective leadership. To a practicing
executive it seems obvious that an effective leader's behaviour is a critical factor
and will depend not only on his or her own innate personal attributes including
ethics and his or her own acquired skills but also on the situation, people and tasks
involved. Persistence, honesty, and humility. Persistence pays off. Honesty may not
always get you what you want, but I believe it should be a core value in all aspects
of life. And humility is self-explanatory.