ﺔﻴﺠﻴﺗاﺮﺘﺳﻹا ةرادﻹا ًﺎﻘﻓو تﺎآﺮﺸﻠﻟ ﺔﻴﺴﻓﺎﻨﺘﻟا ةرﺪﻘﻟا ﻦﻴﺴﺤﺘﻟ

‫اﻟﻤﻤﻠﻜﺔ اﻟﻤﺘﺤﺪة‬ ‫اﻟﺠﺎﻣﻌﺔ اﻟﺪوﻟﻴﺔ اﻟﺒﺮﻳﻄﺎﻧﻴﺔ‬ ‫آﻠﻴﺔ إدارة اﻷﻋﻤﺎل‬ ‫اﻹدارة اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ ﻟﺘﺤﺴﻴﻦ اﻟﻘﺪرة اﻟﺘﻨﺎﻓﺴﻴﺔ ﻟﻠﺸﺮآﺎت وﻓﻘ ًﺎ‬ ‫ﻟﻤﻌﺎﻳﻴﺮ اﻷداء اﻹﺳﺘﺮاﺗﻴﺠﻲ وإدارة اﻟﺠﻮدة اﻟﺸﺎﻣﻠﺔ‬ ‫ﻻ ﻟﻤﺘﻄﻠﺒﺎت اﻟﺤﺼﻮل ﻋﻠﻰ ﻣﺎﺟﺴﺘﻴﺮ إدارة‬ ‫ﻗﺪﻣﺖ هﺬﻩ اﻟﺮﺳﺎﻟﺔ اﺳﺘﻜﻤﺎ ً‬ ‫اﻷﻋﻤﺎل ﺗﺨﺼﺺ إدارة اﻟﺸﺮآﺎت‬ ‫ﺇﻋﺪﺍﺩ‬ ‫ﺍﻟﻄﺎﻟﺐ ‪ /‬ﻓﻴﺼﻞ ﺑﻦ ﳏﻤﺪ ﺑﻦ ﻣﻄﻠﻖ ﺍﳋﻨﻔﺮﻱ ﺍﻟﻘﺤﻄﺎﱐ‬ ‫‪ ٢٠١٠‬ﻡ‬ ‫ﺇﻫـﺪﺍﺀ‬ ‫ﺇﱃ ﻣﻦ ﺳﺎﺭ ﻣﻌﻲ ﻣﻨﺬ ﺑﺪﺍﻳﺔ ﺍﻟﻄﺮﻳﻖ ﺣﱴ ﻫﺬﻩ ﺍﻟﻠﺤﻈﺔ ﻭﻛﺎﻥ ﺩﺍﻓﻌﹰﺎ ﱄ ﻟﻜﻞ ﳒﺎﺡ ﺇﱃ‬ ‫ﻣﻦ ﺑﺬﻝ ﻛﻞ ﻏﺎﱄ ﻭﻧﻔﻴﺲ ﻟﻴﺴﻌﺪﱐ ﰲ ﻫﺬﻩ ﺍﳊﻴﺎﺓ ﺇﱃ ﻣﺼﺪﺭ ﺍﻷﻣﺎﻥ ﻭﺭﺍﺣﺔ ﺍﻟﺒﺎﻝ ﺇﱃ‬ ‫ﻭﺍﻟﺪﻱ ﺍﳊﺒﻴﺐ‪.‬‬ ‫ﺇﱃ ﺭﻭﺡ ﺍﻟﻘﻠﺐ ﻭﻧﺒﺾ ﺍﳊﻨﺎﻥ ﺇﱃ ﺑﻠﺴﻢ ﺍﳉﺮﺍﺡ ﺇﱃ ﻣﻦ ﺻﱪﺕ ﻭﻛﺎﻓﺤﺖ ﻣﻌﻲ ﰲ ﻫﺬﻩ‬ ‫ﺍﳊﻴﺎﺓ ﺇﱃ ﺃﻋﻈﻢ ﺇﻧﺴﺎﻧﺔ ﰲ ﺣﻴﺎﰐ ﺇﱃ ﻭﺍﻟﺪﰐ ﺍﳊﺒﻴﺒﺔ‪.‬‬ ‫ﺇﱃ ﺷﺮﻳﻜﺔ ﺣﻴﺎﰐ ﺇﱃ ﻣﻦ ﺳﺎﻧﺪﱐ ﰲ ﺍﻟﺘﻘﺪﻡ ﺍﻟﻌﻠﻤﻲ ﺍﻟﺬﻱ ﻭﺻﻠﺖ ﻟﻪ ﺑﺘﻮﻓﻴﻖ ﺍﷲ ﰒ‬ ‫ﻣﺴﺎﻧﺪﺓ ﺯﻭﺟﱵ ﺍﻟﻐﺎﻟﻴﺔ‪.‬‬ ‫ﺇﱃ ﺍﻟﻐﺪ ﺍﳌﺸﺮﻕ ﺑﺈﺫﻥ ﺍﷲ ﺇﱃ ﻓﻠﺬﺓ ﻛﺒﺪﻱ ﺍﺑﲏ ﳏﻤﺪ‪.‬‬ ‫ﺇﱃ ﺃﺧﻮﰐ ﺍﻟﻐﺎﻟﻴﲔ ﻭﺃﺧﻮﺍﰐ ﺍﻟﻐﺎﻟﻴﺎﺕ‪...‬‬ ‫ﺃﻫﺪﻱ ﻫﺬﻩ ﺍﻟﺮﺳﺎﻟﺔ ﺍﻟﱵ ﺃﺳﺎﻝ ﻓﻴﻬﺎ ﺍﻟﺼﻮﺍﺏ ﻭﺃﻥ ﺗﻜﻮﻥ ﻧﺎﻓﻌﺔ ﱄ ﻭﻟﻐﲑﻱ ﻣﻦ ﻃﻼﺏ‬ ‫ﻭﻃﺎﻟﺒﺎﺕ ﺍﻟﻌﻠﻢ ﻭﻟﻜﻞ ﻣﻦ ﺃﻃﻠﻊ ﻋﻠﻴﻬﺎ‪.‬‬ ‫‪١‬‬ ‫ﺷﻜﺮ ﻭﺗﻘﺪﻳﺮ‬ ‫ﺍﳊﻤﺪ ﷲ ﺭﺏ ﺍﻟﻌﺎﳌﲔ ﻭﺻﻠﻰ ﺍﷲ ﻋﻠﻰ ﺳﻴﺪﻧﺎ ﳏﻤﺪ ﻭﻋﻠﻰ ﺁﻟﻪ ﻭﺻﺤﺒﻪ ﺃﲨﻌﲔ‪...‬ﻭﺑﻌﺪ‬ ‫ﻳﺸﻜﺮ ﺍﻟﺒﺎﺣﺚ ﺃﻭ ﹰﻻ ﻭﺃﺧﲑﹰﺍ ﺍﷲ ﺳﺒﺤﺎﻧﻪ ﻭﺗﻌﺎﱃ ﻋﻠﻰ ﻧﻌﻤﻪ ﺍﻟﻌﻈﻴﻤﺔ ﻭﳛﻤﺪﻩ ﻋﻠﻰ ﻓﻀﻠﻪ‬ ‫ﻋﻠﻴﻪ ﺑﺈﲤﺎﻡ ﻫﺬﻩ ﺍﻟﺪﺭﺍﺳﺔ ﻭﻳﺮﺟﻮ ﺍﷲ ﺃﻥ ﻳﻨﻔﻌﻪ ‪‬ﺎ ﻭﻛﻞ ﻣﻦ ﻳﻄﻠﻊ ﻋﻠﻴﻬﺎ‪.‬‬ ‫ﻭﻳﺴﺮﻩ ﺃﻥ ﻳﺘﻘﺪﻡ ﺑﺄﻭﻓﺮ ﻭﺃﺑﻠﻎ ﻣﻌﺎﱐ ﺍﻟﺸﻜﺮ ﻟﻜﻞ ﻣﻦ ﺳﺎﻋﺪﻩ ﰲ ﺍﻋﺪﺍﺩ ﻫﺬﺍ ﺍﻟﺪﺭﺍﺳﺔ‬ ‫ﻭﳜﺺ ﺑﺎﻟﺬﻛﺮ ﺃﺳﺘﺎﺫﻩ ﺍﻟﻜﺮﱘ ﺍﻟﺪﻛﺘﻮﺭ ﺍﳌﺸﺮﻑ ﻋﻠﻰ ﻫﺬﻩ ﺍﻟﺮﺳﺎﻟﺔ ﻭﺍﻟﺬﻱ ﺃﻋﻄﻰ ﻫﺬﻩ‬ ‫ﺍﻟﺪﺭﺍﺳﺔ ﺍﻟﻜﺜﲑ ﻣﻦ ﻭﻗﺘﻪ ﻭﺟﻬﺪﻩ ﻭﻛﺎﻥ ﺩﺍﻋﻤﹰﺎ ﻣﻌﻨﻮﻳﹰﺎ ﻭﻣﻮﺟﻬﹰﺎ ﻭﻣﺮﺷﺪﹰﺍ ﻣﻨﺬ ﺍﻟﺒﺪﺀ ﰲ‬ ‫ﺍﻟﺪﺭﺍﺳﺔ ﺣﱴ ﺇﲤﺎﻣﻬﺎ ﺑﺸﻜﻠﻬﺎ ﺍﻟﻨﻬﺎﺋﻲ‪.‬‬ ‫ﻭﻳﺸﻜﺮ ﺍﻟﺒﺎﺣﺚ ﺍﻷﺳﺎﺗﺬﺓ ﺍﻟﻔﻀﻼﺀ ﺍﳌﻨﺎﻗﺸﲔ ﻟﻠﺮﺳﺎﻟﺔ ﻋﻠﻰ ﺗﻜﺮﻣﻬﻢ ﻗﺒﻮﻝ ﻣﻨﺎﻗﺸﺔ ﻫﺬﻩ‬ ‫ﺍﻟﺮﺳﺎﻟﺔ‪.‬‬ ‫ﻛﻤﺎ ﻳﺘﻘﺪﻡ ﺍﻟﺒﺎﺣﺚ ﺑﺎﻟﺸﻜﺮ ﺍﳉﺰﻳﻞ ﻟﻸﺳﺎﺗﺬﺓ ﺍﶈﻜﻤﲔ ﻭﺍﳌﻘﻴﻤﲔ ﺍﳋﺎﺭﺟﻴﲔ ﻋﻠﻰ ﻣﺎ‬ ‫ﺃﻋﻄﻮﻩ ﻣﻦ ﻭﻗﺖ ﻭﺟﻬﺪ ﻟﺘﺤﻜﻴﻢ ﺃﺩﺍﺓ ﺍﻟﺪﺭﺍﺳﺔ‪.‬‬ ‫ﻭﺃﻳﻀﹰﺎ ﻳﺸﻜﺮ ﺍﻟﺒﺎﺣﺚ ﲨﻴﻊ ﺃﺳﺎﺗﺬﺓ ﻛﻠﻴﺔ ﺇﺩﺍﺭﺓ ﺍﻷﻋﻤﺎﻝ ﻋﺎﻣﺔ ﻭﺃﺳﺎﺗﺬﺓ ﺍﻟﻘﺴﻢ ﺧﺎﺻﺔ‬ ‫ﻭﻛﺎﻓﺔ ﺍﻟﺰﻣﻼﺀ ﻃﻼﺏ ﺍﳉﺎﻣﻌﺔ‪.‬‬ ‫ﻓﺠﺰﺍ ﺍﷲ ﺍﳉﻤﻴﻊ ﻛﻞ ﺧﲑ ‪،،،‬‬ ‫‪٢‬‬ ‫ﻓﻬﺮس اﻟﻤﻮﺿﻮﻋﺎت‬ ‫اﻟﺼﻔﺤﺔ‬ ‫اﻟﻤﻮﺿﻮع‬ ‫ﻣﻘﺪﻣﺔ اﻟﺒﺤﺚ‬ ‫‪٥‬‬ ‫اﻟﻔﺼﻞ اﻷول ‪:‬اﻹدارة اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ واﻟﺘﺨﻄﻴﻂ اﻹﺳﺘﺮاﺗﻴﺠﻲ ودورهﻤﺎ ﻓﻲ‬ ‫ﺗﻄﻮﻳﺮ اﻟﻘﻄﺎع اﻟﺨﺎص واﻟﻌﺎم‬ ‫‪٨‬‬ ‫اﻟﻔﺼﻞ اﻟﺜﺎﻧﻲ ‪ :‬دور ﻧﻈﻢ اﻟﻤﻌﻠﻮﻣﺎت ودﻋﻢ اﻟﻘﺮار واﻟﺘﻨﺎﻓﺴﻴﺔ وﻋﻼﻗﺘﻬﺎ‬ ‫ﺑﺎﻟﺘﺨﻄﻴﻂ اﻹﺳﺘﺮاﺗﻴﺠﻲ‬ ‫‪٢٥‬‬ ‫اﻟﻔﺼﻞ اﻟﺜﺎﻟﺚ ‪ :‬إدارة اﻟﺠﻮدة اﻟﺸﺎﻣﻠﺔ واﻹدارة اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬ ‫اﻟﻔﺼﻞ اﻟﺮاﺑﻊ ‪ :‬إﺳﺘﺮاﺗﻴﺠﻴﺎت اﻟﺘﻤﻴﺰ ﻓﻲ أداء ﻣﻨﺸﺂت اﻷﻋﻤﺎل واﻟﺒﻨﺎء‬ ‫‪٧٧‬‬ ‫‪١٢٧‬‬ ‫اﻟﻤﺆﺳﺴﻲ‬ ‫اﻟﻔﺼﻞ اﻟﺨﺎﻣﺲ ‪ :‬اﻟﻤﻬﺎرات اﻟﻘﻴﺎدﻳﺔ ودورهﺎ ﻓﻲ ﺗﺒﻨﻲ إﺳﺘﺮاﺗﻴﺠﻴﺔ اﻟﺘﻤﻴﺰ‬ ‫) دراﺳﺔ ﺗﺤﻠﻴﻠﻴﺔ ﻓﻲ اﻟﺒﻨﻮك اﻟﺴﻌﻮدﻳﺔ (‬ ‫‪١٣٨‬‬ ‫ﻣﻨﻬﺠﻴﺔ اﻟﺪراﺳﺔ وإﺟﺮاءاﺗﻬﺎ‬ ‫‪١٣٩‬‬ ‫اﻟﻨﺘﺎﺋﺞ واﻟﺘﻮﺻﻴﺎت‬ ‫‪١٥٥‬‬ ‫أوﻻ‪:‬اﻟﻤﺮاﺟﻊ اﻟﻌﺮﺑﻴﺔ‬ ‫‪١٦٢‬‬ ‫ﺛﺎﻧﻴﺎ‪:‬اﻟﻤﺮاﺟﻊ اﻷﺟﻨﺒﻴﺔ‬ ‫‪١٦٥‬‬ ‫‪٣‬‬ ‫ﻣﻘﺪﻣﺔ ﺍﻟﺒﺤﺚ‪:‬‬ ‫ﻟﻮﺣﻆ ﰲ ﺍﻵﻭﻧﺔ ﺍﻷﺧﲑﺓ ﺗﻮﺟﻪ ﺍﻟﻜﺜﲑ ﻣﻦ ﺍﻷﺟﻬﺰﺓ ﻭﺍﳌﺆﺳﺴﺎﺕ ﺍﳊﻜﻮﻣﻴﺔ ﰲ ﻣﻌﻈﻢ ﺍﻟﺪﻭﻝ ﺍﻟﻌﺮﺑﻴﺔ ﺇﱃ ﺗـﺒﲏ ﻣﻔـﺎﻫﻴﻢ‬ ‫ﺍﻹﺩﺍﺭﺓ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻭﺗﻄﺒﻴﻘﻬﺎ ﰲ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍ‪‬ﺎﻻﺕ ﺍﳋﺪﻣﻴﺔ ﻭﺍﻻﻗﺘﺼﺎﺩﻳﺔ ‪،‬ﻭﺑﻨﻈﺮﺓ ﻋﺎﻣﺔ ﻭﺷﺎﻣﻠﺔ ﻟﻸﻭﺿﺎﻉ ﺍﳊﺎﻟﻴﺔ ﰲ‬ ‫ﺍﻟﺪﻭﻝ ﺍﻟﻌﺮﺑﻴﺔ ‪ ،‬ﳝﻜﻦ ﺍﻟﻘﻮﻝ ﺑﺄﻥ ﺃﻫﻢ ﺩﻭﺍﻓﻊ ﺍﻷﺧﺬ ﺑﺎﻟﺘﻔﻜﲑ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﰲ ﺍﻟﻘﻄﺎﻉ ﺍﳊﻜـﻮﻣﻲ ﻭﺍﻟﻘﻄـﺎﻉ ﺍﳋـﺎﺹ‬ ‫ﺗﺘﻠﺨﺺ ﰲ ‪:‬‬ ‫‪ -١‬ﺗﺪﻫﻮﺭ ﺍﻷﺩﺍﺀ ﺍﻻﻗﺘﺼﺎﺩﻱ ﻣﻊ ﺍﻟﻨﺪﺭﺓ ﺍﻟﻨﺴﺒﻴﺔ ﰲ ﺍﳌﻮﺍﺭﺩ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ‪ ،‬ﻭﺿﺮﻭﺭﺓ ﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻨﻬﺎ ﺑﺸﻜﻞ ﺃﻓﻀﻞ‪.‬‬ ‫‪ -٢‬ﺍﺯﺩﻳﺎﺩ ﺍﻷﻋﺒﺎﺀ ﺍﻟﻮﺍﻗﻌﺔ ﻋﻠﻰ ﻣﻴﺰﺍﻧﻴﺔ ﺍﻟﺪﻭﻟﺔ ‪ ،‬ﻣﻊ ﺿﺮﻭﺭﺓ ﺍﻟﻮﻓﺎﺀ ﲟﺴﺌﻮﻟﻴﺎ‪‬ﺎ ﲡﺎﻩ ﺍﳌﻮﻇﻔﲔ‪.‬‬ ‫‪ -٣‬ﺍﻟﻌﺠﺰ ﻋﻦ ‪‬ﻴﺌﺔ ﻣﺎ ﻳﻜﻔﻲ ﻣﻦ ﻓﺮﺹ ﺍﻟﻌﻤﻞ ﻟﺘﻠﺒﻴﺔ ﺍﺣﺘﻴﺎﺟﺎﺕ ﺍﻷﻋﺪﺍﺩ ﺍﳌﺘﺰﺍﻳﺪﺓ ﻣﻦ ﺍﻟﻘﻮﻯ ﺍﻟﻌﺎﻣﻠﺔ ﻭﺍﻟﺘﻜﻴﻒ ﻣﻌﻬﺎ‪.‬‬ ‫‪ -٤‬ﺍﳊﺎﺟﺔ ﺇﱃ ﺗﻐﻴﲑ ﺃﳕﺎﻁ ﻭﺳﻠﻮﻛﻴﺎﺕ ﻭﻫﻴﺎﻛﻞ ﻭﺇﺟﺮﺍﺀﺍﺕ ﺍﻟﻌﻤﻞ ﺩﺍﺧﻞ ﺍﻷﺟﻬﺰﺓ ﻭﺍﳌﺆﺳﺴﺎﺕ ﺍﳊﻜﻮﻣﻴـﺔ ﺍﳋﺪﻣﻴـﺔ‬ ‫ﻭﺍﻻﻗﺘـــــﺼﺎﺩﻳﺔ ﲟـــــﺎﻳﺘﻔﻖ ﻣـــــﻊ ﻃﺒﻴﻌـــــﺔ ﻭﻣﺘﻄﻠﺒـــــﺎﺕ ﺍﻟﻌـــــﺼﺮ‪.‬‬ ‫‪ -٥‬ﺿﺮﻭﺭﺓ ﺍﻟﺘﺤﺴﲔ ﻭﺍﻟﺘﻄﻮﻳﺮ ﺍﳌﺴﺘﻤﺮ ﰲ ﲨﻴﻊ ﺍ‪‬ﺎﻻﺕ ﳌﻮﺍﺟﻬﺔ ﺍﻟﺘﻐﲑ ﰲ ﺍﻟﻈﺮﻭﻑ ﺍﶈﻠﻴﺔ ﻭﺍﻟﻌﺎﳌﻴﺔ ‪ ،‬ﻭﺍﻻﺳﺘﻔﺎﺩﺓ ﲟـﺎ‬ ‫ﺗﻮﻓﺮﻩ ﻣﻦ ﻓﺮﺹ‪ ،‬ﻭﺍﻻﺳﺘﻌﺪﺍﺩ ﳌﻮﺍﺟﻬﺔ ﻣﺎ ﺗﻔﺮﺿﻪ ﻣﻦ ﲢﺪﻳﺎﺕ‪.‬‬ ‫ﻟﻌﻞ ﺃﻭﻝ ﻣﻦ ﺍﻫﺘﻢ ﻣﻦ ﺍﻟﺒﺎﺣﺜﲔ ﻭﻋﻠﻤﺎﺀ ﺍﻹﺩﺍﺭﺓ ﺍﳌﻌﺎﺻﺮﻳﻦ ﺑﺎﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﰲ ﺃﲝﺎﺛﻪ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﺃﺳﺘﺎﺫ ﺍﻟﺘﺎﺭﻳﺦ ﺍﻹﺩﺍﺭﻱ ﰲ‬ ‫ﺟﺎﻣﻌﺔ ﻫﺎﺭﻓﺎﺭﺩ ﺍﻷﻣﺮﻳﻜﻴﺔ )ﺍﻟﻔﺮﻳﺪ ﺷﺎﻧﺪﻟﺮ( ﺣﻴﻨﻤﺎ ﺍﺳﺘﻌﺮﺽ ﰲ ﻛﺘﺎﺑﻪ ﺍﻟﺬﻱ ﺃﺻﺪﺭﻩ ﻋﺎﻡ ‪ ١٩٦٢‬ﺍﳍﻴﺎﻛـﻞ ﺍﻟﺘﻨﻈﻴﻤﻴـﺔ‬ ‫ﻟﻠﺸﺮﻛﺎﺕ ﺍﻟﻜﱪﻯ ﰲ ﺃﻣﺮﻳﻜﺎ ﻭﺧﺮﺝ ﺑﺄﺭﺑﻊ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺗﺘﻌﻠﻖ ﺑﺎﻟﻨﻤﻮ ﻭﺍﻟﺘﻄﻮﺭ ﻣﺆﻛﺪﹰﺍ ﺃﻥ ﺗﻨﻤﻴﺔ ﻭﺗﻄـﻮﺭ ﺍﳍﻴﺎﻛـﻞ‬ ‫ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﻳﻌﺘﻤﺪ ﺑﺸﻜﻞ ﺃﺳﺎﺳﻲ ﻋﻠﻰ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ‪.‬‬ ‫ﻭﰲ ﻋﺎﻡ ‪ ١٩٦٥‬ﺃﻋﺪﺕ ﺃﺳﺘﺎﺫﺓ ﺍﻻﺩﺍﺭﺓ ﰲ ﺟﺎﻣﻌﺔ ﺍﺷﺘﻮﻥ )ﺟﻮﺍﻥ ﻭﺩﻭﺭﺩ( ﲝﺜﹰﺎ ﺭﺑﻄﺖ ﻓﻴﻪ ﺍﻟﺘﻐﲑﺍﺕ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﻣﻊ ﺍﻟﺘﻘﻨﻴﺔ‬ ‫ﻭﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﳌﻌﺘﻤﺪﺓ‪.‬‬ ‫ﻭﰲ ﻋﺎﻡ ‪ ١٩٧٦‬ﻋﺮﺽ )ﻭﻫﻠﲔ ﻭﻫﻨﺠﺮ( ﻣﻔﻬﻮﻣﻬﻤﺎ ﻟﻺﺩﺍﺭﺓ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻣﻦ ﺧﻼﻝ ﲝﺚ ﺃﺟﺮﻳﺎﻩ ﺍﻧﺘﻬﻴﺎ ﻓﻴﻪ ﺍﱃ ﳕﻮﺫﺝ‬ ‫ﺷﺎﻣﻞ ﻟﻺﺩﺍﺭﺓ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ‪.‬‬ ‫ﰒ ﺟﺎﺀ ﺍﻟﻌﺎﳌﺎﻥ )ﻛﺒﻨﺮ ﻭﺗﺮﳚﻮ( ﻟﻴﺨﻮﺿﺎ ﰲ ﻣﻀﻤﺎﺭ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻣﻦ ﺧﻼﻝ ﺍﻟﻘﻮﻝ ﺑﺄﻥ )ﻗﻮﺓ ﺍﻟﺪﻓﻊ( ﺍﻟﱵ ﲤﺜـﻞ ﳎـﺎﻝ‬ ‫ﺍﳌﻨﺘﺠﺎﺕ ﺃﻭ ﺍﻷﺳﻮﺍﻕ ﺃﻭ ﺍﻟﻘﺪﺭﺍﺕ ﺍﻟﱵ ﺗﻌﺘﱪ ﻣﺼﺪﺭ ﺍﻟﻘﻮﺓ ﻟﻠﺸﺮﻛﺔ ﺗﺸﻜﻞ ﺍﻹﻃﺎﺭ ﺍﻟﻌﺎﻡ ﻟﻼﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺣﻴﺚ ﺃﻥ ﲢﺪﻳـﺪ‬ ‫‪٤‬‬ ‫)ﻗﻮﺓ ﺍﻟﺪﻓﻊ( ﻳﺴﺎﻫﻢ ﰲ ﺻﻴﺎﻏﺔ ﺍﻷﻫﺪﺍﻑ ﺍﻟﺸﺎﻣﻠﺔ ﻭﺃﻫﺪﺍﻑ ﺍﻟﻮﺣﺪﺍﺕ ﺍﳌﻜﻮﻧﺔ ﰲ ﻇﻞ ﺃﻥ ﺍﻷﻫﺪﺍﻑ ﺍﻟﺸﺎﻣﻠﺔ ﺗﻌﺘﱪ ﺍﳉﺴﺮ‬ ‫ﻣﺎﺑﲔ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺸﺎﻣﻠﺔ ﻭﺑﲔ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍﻟﻮﺣﺪﺍﺕ ﺍﳌﻜﻮﻧﺔ ﳍﺎ‪.‬‬ ‫ﻭﻟﻌﻞ ﺍﻟﻜﺘﺎﺏ ﺍﻟﺼﺎﺩﺭ ﰲ ﻋﺎﻡ ‪ ١٩٨٥‬ﻟﻠﻤﺴﺘﺸﺎﺭ ﰲ ﳎﻤﻮﻋﺔ ﻣﻜﱰﻱ ﺍﻷﺳﺘﺎﺫ ) ﺃﻭﻣﺎﻳﺎ( ﺑﻌﻨﻮﺍﻥ )ﺍﻟﻌﻘﻞ ﺍﻻﺳـﺘﺮﺍﺗﻴﺠﻲ(‬ ‫ﳝﺜﻞ ﺫﺭﻭﺓ ﺍﻷﲝﺎﺙ ﺍﳌﻘﺪﻣﺔ ﰲ ﻫﺬﺍ ﺍﳌﻴﺪﺍﻥ ﻭﻗﺪ ﻛﺎﻥ ﻟﻪ ﺃﻛﱪ ﺍﻷﺛﺮ ﰲ ﳕﻮ ﻭﺗﻄﻮﺭ ﺍﻟﻨـﻬﺞ ﺍﻻﺳـﺘﺮﺍﺗﻴﺠﻲ ﺍﳌﻌﺎﺻـﺮ ﰲ‬ ‫ﺍﻹﺩﺍﺭﺓ‪.‬‬ ‫ﻭﰲ ﻋﺎﻡ ‪ ١٩٩١‬ﺟﺎﺀﺕ ﻧﻈﺮﻳﺔ )ﺟﻮﻥ ﺛﻮﻣﺒﺴﻮﻥ( ﺣﻮﻝ ﺗﻄﻮﻳﺮ ﺍﻟﻮﻋﻲ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﺍﻧﻄﻼﻗﹰﺎ ﻣـﻦ ﺗـﺸﺨﻴﺺ ﺍﻟﺘﻐـﻴﲑ‬ ‫ﺍﻟﺸﺎﻣﻞ ﻟﻠﻤﻨﻈﻤﺔ ﺍﳌﺮﺗﺒﻂ ﺑﺎﻟﺼﻴﺎﻏﺔ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﱵ ﺗﺘﻤﺤﻮﺭ ﺣﻮﻝ ﲢﺪﻳﺪ ﺍﳌﺴﺎﺭ ﻭﻃﺮﻳﻘﺔ ﺍﻟﻮﺻﻮﻝ ﺍﱃ ﺍﳍﺪﻑ‪ .‬ﻭﻳﺆﻛﺪ‬ ‫ﰲ ﻫﺬﺍ ﺍ‪‬ﺎﻝ ﻋﻠﻰ ﺃﻥ ﺍﳌﻨﺎﻓﺴﺔ ﻭﲤﻴﺰ ﺍﻷﺩﺍﺀ ﺍﳌﻘﺮﻭﻥ ﺑﺎﻻﺑﺪﺍﻉ ﻭﺍﻻﺑﺘﻜﺎﺭ ﺗﺸﻜﻞ ﺍﻷﺑﻌﺎﺩ ﺍﻟﺜﻼﺛﻴﺔ ﺍﳌﺘﺮﺍﺑﻄﺔ‪.‬‬ ‫ﻭﰲ ﻋﺎﻡ ‪ ١٩٩١‬ﺃﻳﻀﺎﹰ‪ ،‬ﺃﺻﺪﺭ ﺍﳌﺴﺘﺸﺎﺭ ﺍﻻﺩﺍﺭﻱ ﻟﺪﻯ ﳎﻤﻮﻋﺔ )ﻣﻜﱰﻱ( ﺍﻟﺴﻴﺪ ﻟﻴﻨﺸﻲ ﺃﻭﻫﺎﻣﻲ ﻣﻊ ﳎﻤﻮﻋﺔ ﻣﻦ ﺃﺳﺎﺗﺬﺓ‬ ‫ﺍﻹﺩﺍﺭﺓ ﻛﺘﺎﺑﹰﺎ ﺑﻌﻨﻮﺍﻥ‪) :‬ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ( ﻳﻮﺿﺢ ﻓﻴﻪ ﺃﻥ ﲢﺪﻳﺪ ﺍﻷﻫﺪﺍﻑ ﻭﺻﻴﺎﻏﺔ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻳﻨﺒﻐﻲ ﺃﻥ ﻳﺘﻢ ﻣﻦ ﻣﻨﻄﻠـﻖ‬ ‫ﺍﻟﺰﺑﺎﺋﻦ ﻭﺍﻟﺴﻠﻌﺔ ﻭﺍﻟﻘﻴﻤﺔ ﺍﳌﻀﺎﻓﺔ ﻭﻟﻴﺲ ﻣﻦ ﻣﻨﻄﻠﻖ ﺍﻟﺘﻐﻠﺐ ﻋﻠﻰ ﺍﳌﻨﺎﻓﺲ ﻭﺍﻧﺘﻬﻰ ﺍﱃ ﺗﻘﺪﱘ ﻣﺎﲰﻲ ﺑﺎﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﳌﻌﺎﺻﺮﺓ‬ ‫ﺍﻟﱵ ﺗﺮﺗﻜﺰ ﻋﻠﻰ ﺻﻘﻞ ﻭﺗﻜﺮﻳﺲ ﻭﺍﺳﺘﻐﻼﻝ ﻣﻮﺍﻫﺐ ﺍﻟﺸﺮﻛﺔ ﺍﻟﻘﺎﺑﻀﺔ ﻭﺷﺮﻛﺎ‪‬ﺎ ﺍﻟﺘﺎﺑﻌـﺔ ﰲ ﺍﻟﺘﺄﻛﻴـﺪ ﻋﻠـﻰ ﺟـﻮﻫﺮ‬ ‫ﺍﻻﺧﺘﺼﺎﺹ ﻟﺘﺮﻛﻴﺰ ﺍﺳﺘﻤﺮﺍﺭﻳﺔ ﺍﻟﻨﻤﻮ ﺿﻤﻦ ﺍﻟﺒﻴﺌﺔ ﺍﻟﻌﺎﳌﻴﺔ ﺍﳉﺪﻳﺪﺓ‪.‬‬ ‫ﻭﰲ ﻋﺎﻡ ‪ ١٩٩٢‬ﺃﺻﺪﺭ ﺍﻷﺳﺘﺎﺫ ﰲ ﺟﺎﻣﻌﺔ ﻛﺎﻟﻴﻔﻮﺭﻧﻴﺎ )ﺟﻮﺭﺝ ﻳﺐ( ﻛﺘﺎﺑﹰﺎ ﺍﻧﺘﻘﺪ ﻓﻴﻪ ﺍﻟﺸﺮﻛﺎﺕ ﺍﳌﺘﻌﺪﻳﺔ ﺍﳉﻨﺴﻴﺔ ﻣـﻦ‬ ‫ﺧﻼﻝ ﺃ‪‬ﺎ ﱂ ﺗﺒﺪﻝ ﻣﻔﺎﻫﻴﻤﻬﺎ ﳓﻮ ﺍﻟﻌﺎﳌﻴﺔ ﻭﻻ ﲤﺘﻠﻚ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻋﺎﳌﻴﺔ ﺷﺎﻣﻠﺔ ﺣﻴﺚ ﺗﻮﺻﻞ ﺇﱃ ﺍﺳﺘﻨﺘﺎﺟﺎﺗﻪ ﻣﻦ ﺧـﻼﻝ‬ ‫ﺩﺭﺍﺳﺔ ﻃﻮﻳﻠﺔ ﴰﻠﺖ ﺃﻛﱪ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﻌﺎﳌﻴﺔ )ﻛﻮﻛﺎ ﻛﻮﻻ‪ ،‬ﻣﺎﻛﺪﻭﻧﺎﻟﺪ‪ ،‬ﻛﺎﻧﻮﻥ ‪ ،‬ﻓﻮﻟﻜﺲ ﻓﺎﺟﻦ( ﻭﺍﻧﺘﻬﻰ ﺍﱃ ﺿﺮﻭﺭﺓ‬ ‫ﻗﻴﺎﻡ ﻫﺬﻩ ﺍﻟﺸﺮﻛﺎﺕ ﺑﺘﻐﲑ ﻣﻔﺎﻫﻴﻤﻬﺎ ﻭ‪‬ﺠﻬﺎ ﻣﻦ ﺃﺟﻞ ﻣﻮﺍﻛﺒﺔ ﺍﻟﺘﻐﲑﺍﺕ ﰲ ﺍﻟﻌﺎﱂ ﻋﻦ ﻃﺮﻳﻖ ﺍﻟﺘﺮﺍﺑﻂ ﺍﳌﺘﺒﺎﺩﻝ ﺑﲔ ﲨﻴـﻊ‬ ‫ﻓﺮﻭﻉ ﺍﻟﺸﺮﻛﺔ ﰲ ﺍﻟﻌﺎﱂ ﻟﺘﻘﻠﻴﻞ ﺍﻟﺘﻜﺎﻟﻴﻒ ﻭﺍﻟﺘﻨﻤﻴﻂ ﻭﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻦ ﺍﻟﺘﻌﻠﻴﻢ ﺍﻟﺬﺍﰐ‪.‬‬ ‫ﻭﻟﻌﻞ ﺃﻫﻢ ﻣﺎﻧﺸﺮ ﺣﻮﻝ ﺍﻟﺘﺠﺮﺑﺔ ﺍﳌﻌﺎﺻﺮﺓ ﻟﻺﺩﺍﺭﺓ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻭﺍﻟﺘﻔﻜﲑ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ‪ ،‬ﺳﻠﺴﻠﺔ ﻣﻘﺎﻻﺕ ﺗﻨﺎﻗﻠﺘﻬﺎ ﺍﻟﻌﺪﻳﺪ‬ ‫ﻣﻦ ﺍ‪‬ﻼﺕ ﺍﳌﺘﺨﺼﺼﺔ ﺗﻨﺎﻭﻟﺖ ﲡﺮﺑﺔ )ﺷﺮﻛﺔ ﺟﻨﺮﺍﻝ ﺍﻟﻜﺘﺮﻳﻚ( ﺑﻌﺪ ﺗﻮﱄ ﺍﻟﺪﻛﺘﻮﺭ ﺟﺎﻙ ﻭﻳﻠﺶ ﻗﻴﺎﺩ‪‬ﺎ ﺣﻴﺚ ﺣﻘﻘـﺖ‬ ‫ﻧﺘﺎﺋﺞ ﻣﺬﻫﻠﺔ ﲤﺜﻠﺖ ﰲ‪:‬‬ ‫‪-١‬‬ ‫‪-٢‬‬ ‫‪-٣‬‬ ‫‪-٤‬‬ ‫‪-٥‬‬ ‫‪-٦‬‬ ‫ﺗﺒﺪﻳﻞ ﺻﻔﺔ ﺻﻨﺎﻋﺎ‪‬ﺎ ﻣﻦ ﺻﻨﺎﻋﺔ ﻛﻬﺮﺑﺎﺋﻴﺔ ﺍﱃ ﺻﻨﺎﻋﺎﺕ ﺗﻘﻨﻴﺔ ﻋﺎﻟﻴﺔ ﻣﻊ ﺗﻌﺪﺩ ﺍﻻﺳﺘﺜﻤﺎﺭﺍﺕ ﺍﻟﺼﻨﺎﻋﻴﺔ‪.‬‬ ‫ﺗﻄﻮﻳﺮ ﻣﺮﻛﺰ ﺍﻟﺘﺪﺭﻳﺐ ﺍﻹﺩﺍﺭﻱ ﻟﻠﺸﺮﻛﺔ‪.‬‬ ‫ﺗﻜﻮﻳﻦ ﺛﻘﺎﻓﺔ ﺟﺪﻳﺪﺓ ﰲ ﺍﻟﺸﺮﻛﺔ ﻣﺒﻨﻴﺔ ﻋﻠﻰ ﺍﻟﺼﺮﺍﺣﺔ ﻭﺍﻟﺼﺪﻕ ﻭﻋﺪﻡ ﺍﻟﺘﺤﻴﺰ‪.‬‬ ‫ﺧﻠﻖ ﺟﻮ ﻋﻤﻞ ﺟﺪﻳﺪ‪.‬‬ ‫ﺗﺸﺠﻴﻊ ﺍﳌﺒﺎﺩﺭﺓ ﺍﻟﻔﺮﺩﻳﺔ‪.‬‬ ‫ﺍﻟﻘﻀﺎﺀ ﻋﻠﻰ ﺍﻟﺒﲑﻭﻗﺮﺍﻃﻴﺔ ﻋﻦ ﻃﺮﻳﻖ ﺗﻔﻮﻳﺾ ﺍﻟﺼﻼﺣﻴﺎﺕ ﺍﱃ ﺍﻻﺩﺍﺭﺓ ﺍﳌﺘﻮﺳﻄﺔ ﺍﻹﺷﺮﺍﻓﻴﺔ‪.‬‬ ‫‪٥‬‬ ‫‪ -٧‬ﺍﺭﺗﻔﺎﻉ ﺍﻻﻧﺘﺎﺟﻴﺔ ﺛﻼﺛﺔ ﺃﺿﻌﺎﻑ ﻧﺘﻴﺠﺔ ﺗﻐﻴﲑ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ‪.‬‬ ‫ﻭﻳﺘﻤﺜﻞ ﺍﻟﻔﻜﺮ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﻟﻠﺪﻛﺘﻮﺭ ﻭﻳﻠﺶ ﻣﻦ ﺧﻼﻝ ﺍﻷﻓﻜﺎﺭ ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬ ‫‪-١‬‬ ‫‪-٢‬‬ ‫‪-٣‬‬ ‫‪-٤‬‬ ‫‪-٥‬‬ ‫‪-٦‬‬ ‫‪-٧‬‬ ‫ﺍﻟﺘﺨﻠﻲ ﻋﻦ ﺍﻟﺒﲑﻭﻗﺮﺍﻃﻴﺔ‪.‬‬ ‫ﺗﺸﺠﻴﻊ ﺍﳌﺒﺎﺩﺭﺓ ﺍﻟﻔﺮﺩﻳﺔ ﻭﻣﻨﺢ ﺍﻟﺜﻘﺔ ﺍﱃ ﺍﻟﻌﻤﺎﻝ ﻣﻊ ﺗﻔﻮﻳﺾ ﺍﻟﺼﻼﺣﻴﺎﺕ‪.‬‬ ‫ﺍﻟﺘﺨﻠﻲ ﻋﻦ ﺍﻟﺘﻘﻨﻴﺔ ﺍﳌﺘﺪﻧﻴﺔ ﻭﺍﳌﻜﻨﻨﺔ ﺍﳌﺘﺨﻠﻔﺔ ﻭﺍﳍﻴﻜﻠﻴﺔ ﺍﻟﻮﻇﻴﻔﻴﺔ ﺍﳌﻀﻨﻴﺔ‪.‬‬ ‫ﺍﻻﻟﺘﺰﺍﻡ ﺑﺎﳉﺎﻧﺐ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﻟﻠﺨﻴﺎﺭﺍﺕ ﺍﳌﻄﺮﻭﺣﺔ‪.‬‬ ‫ﻓﻬﻢ ﻣﻌﺎﺩﻻﺕ ﺍﻟﺴﻮﻕ ﺍﳊﺪﻳﺜﺔ ﻭﺍﳌﻌﻘﺪﺓ‪.‬‬ ‫ﺍﻟﺘﺄﻗﻠﻢ ﻣﻊ ﺍﳌﺴﺘﺠﺪﺍﺕ ﻭﻣﻊ ﻣﻌﻄﻴﺎﺕ ﺍﳊﻀﺎﺭﺓ ﻭﺍﻟﺘﻄﻮﺭ‪.‬‬ ‫ﺍﻋﺘﻤﺎﺩ ﻣﺒﺪﺃ ﺷﺮﻛﺔ ﺑﻼ ﺣﺪﻭﺩ ﺣﻴﺚ ﻓﺘﺢ ﺍ‪‬ﺎﻝ ﺃﻣﺎﻡ ﺍﳉﻤﻴﻊ ﻟﻠﻤﺴﺎﳘﺔ ﺑﺄﻓﻜﺎﺭﻫﻢ ﻛﺸﺮﻛﺎﺀ ﺣﻘﻴﻘﻴﲔ ﻭﻓـﺎﻋﻠﲔ‬ ‫ﰲ ﻣﺴﺎﺭ ﺍﻟﻌﻤﻠﻴﺔ ﺍﻻﻧﺘﺎﺟﻴﺔ‪.‬‬ ‫ﻭﻗﺪ ﺍﺳﺘﻄﺎﻉ ﻭﻳﻠﺶ ﺃﻥ ﻳﻨﻬﺾ ﺑﺎﻟﺸﺮﻛﺔ ﻟﺘﺘﺒﻮﺃ ﺍﻟﺼﺪﺍﺭﺓ ﺑﲔ ﺍﻟﺸﺮﻛﺎﺕ ﺍﳌﻤﺎﺛﻠﺔ‪ ..‬ﻭﺍﻥ ﻳﻠﺘﺰﻡ ﺍﻟﻔﻜﺮ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﻟﻴﻌﻴـﺪ‬ ‫ﺑﻨﺎﺀ ﺳﻴﺎﺳﺎﺕ ﺍﻟﺸﺮﻛﺔ ﻭﺫﻟﻚ ﺑﺎﻟﺘﻔﺎﻋﻞ ﻣﻊ ﻭﺗﲑﺓ ﺍﻟﺘﻐﲑ ﰲ ﺍﻟﺴﻴﺎﺳﺔ ﺍﻟﺪﻭﻟﻴﺔ ﻭﺍﻟﺘﻄﻮﺭ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻲ‪.‬‬ ‫ﻭﻗﺪ ﻛﺎﻧﺖ ﺃﻫﻢ ﻣﺮﺗﻜﺰﺍﺕ ﳒﺎﺡ )ﻭﻳﻠﺶ( ﺃﻧﻪ‪:‬‬ ‫ﺃﻟﻐﻰ ﺍﻟﺸﻜﻠﻴﺎﺕ ﺍﻟﺒﲑﻭﻗﺮﺍﻃﻴﺔ ﰲ ﺍﻻﺩﺍﺭﺓ ﻛﺎﻟﺘﻘﻴﺪ ﺑﻌﺪﺩ ﻣﻌﲔ ﻣﻦ ﺍﻟﺘﻮﺍﻗﻴﻊ ﻋﻠﻰ ﺍﻻﺟﺮﺍﺀﺍﺕ ﺍﳌﺎﻟﻴﺔ ﺍﻟﺒﺴﻴﻄﺔ ﻭﺍﺭﺗﺪﺍﺀ ﺍﻟﺰﻱ‬ ‫ﺍﻟﺮﲰﻲ ﻭﺍﳌﻈﺎﻫﺮ ﺍﻟﺘﻘﻠﻴﺪﻳﺔ‪ ..‬ﺍﱁ‪ ،‬ﻭﺃﺻﺒﺢ ﺍﻟﻘﺮﺍﺭ ﻳﺘﺨﺬ ﻣﻦ ﺍﳌﺪﻳﺮ ﺑﻌﺪ ﺍﻻﻃﻼﻉ ﻋﻠﻰ ﺃﻓﻜﺎﺭ ﺍﻟﻜﺜﲑﻳﻦ ﻗﺒﻠﻪ‪ ،‬ﻭﻫـﺬﺍ ﻣـﺎ‬ ‫ﺿﺎﻋﻒ ﺛﻘﺔ ﺍﻟﻌﺎﻣﻠﲔ ﺑﺄﻧﻔﺴﻬﻢ ﻭﺣﻘﻖ ﻧﺘﺎﺋﺞ ﺍﳚﺎﺑﻴﺔ ﺑﺎﻫﺮﺓ ﻭﻛﺬﻟﻚ ﺍﻋﺘﻤﺪ ﻣﺒﺪﺃ ﺇﻏﻨﺎﺀ ﺍﻟﻘـﺮﺍﺭ ﺍﻻﺩﺍﺭﻱ ﻓـﺄﻟﻐﻰ ﺛﻠﺜـﻲ‬ ‫ﺍﳌﻨﺎﺻﺐ ﺍﻻﺩﺍﺭﻳﺔ ﻭﻫﺬﺍ ﻻﻳﻌﲏ ﺍﻟﻐﺎﺀ ﺛﻠﺜﻲ ﻋﺪﺩ ﺍﳌﺪﻳﺮﻳﻦ ﺑﻞ ﺛﻠﺜﻲ ﺍﳌﻨﺎﺻﺐ ﺍﺫﺍ ﻓﻬﻤﺖ ﻋﻠﻰ ﺃﺳﺎﺱ ﻛﻮ‪‬ﺎ ﺃﺩﻭﺍﺭﹰﺍ ﺍﺩﺍﺭﻳـﺔ‬ ‫ﻭﻟﻴﺴﺖ ﻣﻮﺍﻗﻊ ﻟﻠﻤﺴﺎﳘﺔ ﰲ ﻣﺴﲑﺓ ﺍﻟﺸﺮﻛﺔ ﻭﳒﺎﺣﻬﺎ‪ ، .‬ﻭﺃﻳﻀﺎ ﺍﻋﺘﻤﺪ ﻣﺒﺪﺃ ﺗﻔﻮﻳﺾ ﺍﻟﺴﻠﻄﺔ ﺍﻟﺬﻱ ﺃﺩﻯ ﺍﱃ ﺗﻔـﻮﻳﺾ‬ ‫ﺟﺰﺀ ﻫﺎﻡ ﻣﻦ ﺻﻼﺣﻴﺎﺕ ﺍﻟﻘﺎﺩﺓ ﺍﱃ ﺍﻟﻌﺎﻣﻠﲔ ﻣﻌﻬﻢ‪.‬‬ ‫ﻭﻣﻦ ﻫﺬﺍ ﺍﳌﻨﻄﻠﻖ ﻭﻫﺬﻩ ﺍﻷﳘﻴﺔ ﺍﻟﱵ ﺑﺪﺃﺕ ﺗﺴﻠﻂ ﺍﻟﻀﻮﺀ ﻋﻠﻰ ﺍﻹﺩﺍﺭﺓ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻛﻤﻨﻬﺞ ﻟﻼﺩﺍﺭﺓ ﺍﳊﺪﻳﺜـﺔ ﺍﺧﺘـﺎﺭ‬ ‫ﺍﻟﺒﺎﺣﺚ ﻫﺬﺍ ﺍﳌﻮﺿﻮﻉ ﻟﺒﺤﺚ ﺩﻭﺭ ﺍﻹﺩﺍﺭﺓ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻭﺍﻟﺘﺨﻄﻴﻂ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻲ ﻭﺩﻭﺭﻩ ﰲ ﺗﻄﻮﻳﺮ ﺁﻟﻴﺎﺕ ﺍﻟﻌﻤـﻞ ﰲ‬ ‫ﺍﻟﻘﻄﺎﻉ ﺍﳋﺎﺹ ﻭﺍﻟﻘﻄﺎﻉ ﺍﳊﻜﻮﻣﻲ ﻭﺩﻭﺭ ﺍﳌﻬﺎﺭﺍﺕ ﺍﻟﻘﻴﺎﺩﻳﺔ ﻟﻠﻤﺪﺭﺍﺀ ﰲ ﺍﻹﺩﺍﺭﺍﺕ ﺍﻟﻌﻠﻴﺎ ﻟﺘﺒﲏ ﺇﺳـﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍﻟﺘﻤﻴـﺰ‬ ‫ﻭﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﰲ ﺇﺩﺍﺭﺓ ﺍﳌﺆﺳﺴﺎﺕ ﺍﻟﻌﺎﻣﺔ ﻭﻣﺆﺳﺴﺎﺕ ﺍﻟﻘﻄﺎﻉ ﺍﳋﺎﺹ ﻭﻓﻴﻤﺎ ﻳﻠﻲ ﻳﻘﺪﻡ ﺍﻟﺒﺎﺣﺚ ﺷﺮﺡ ﻓﺼﻮﻝ ﻫـﺬﺍ‬ ‫ﺍﻟﺒﺤﺚ ﺍﻟﻌﻠﻤﻲ‪.‬‬ ‫‪٦‬‬ ‫ﺍﻟﻔﺼﻞ ﺍﻷﻭﻝ ‪:‬ﺍﻹﺩﺍﺭﺓ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻭﺍﻟﺘﺨﻄﻴﻂ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻲ‬ ‫ﻭﺩﻭﺭﳘﺎ ﰲ ﺗﻄﻮﻳﺮ ﺍﻟﻘﻄﺎﻉ ﺍﳋﺎﺹ ﻭﺍﻟﻌﺎﻡ‬ ‫‪-١‬ﻣﻘﺪﻣﺔ ﺍﻟﻔﺼﻞ ‪:‬‬ ‫ﳚﻤﻊ ﺍﻟﺘﺨﺎﻃﺐ ﺍﻻﺟﺘﻤﺎﻋﻲ ﺍﻟﻌﺎﳌﻲ ﺍﳌﻌﺎﺻﺮ ﻋﻠﻰ ﺃﻥ ﺍﻟﺘﺨﻄﻴﻂ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﺍﻟﻔﻌﺎﻝ ﻭﺍﻹﺩﺍﺭﺓ ﺍﻹﺳـﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﻜﻔـﺆﺓ‬ ‫ﺳﻴﻜﻮﻧﺎﻥ ﺍﻟﻌﺼﺎ ﺍﻟﺴﺤﺮﻳﺔ ﰲ ﲢﺴﲔ ﺃﺩﺍﺀ ﺍﻟﻘﻄﺎﻉ ﺍﳋﺎﺹ ﻭﺍﻟﻌﺎﻡ‪ ،‬ﻭﺧﺼﻮﺻﺎ ﺍﻧﻪ ﰲ ﻋﺼﺮﻧﺎ ﺍﻟﺮﺍﻫﻦ ‪ ،‬ﺗﻮﺍﺟـﻪ ﻛﺎﻓـﺔ‬ ‫ﻣﻨﻈﻤﺎﺕ ﺍﻷﻋﻤﺎﻝ ﺳﻮﺍﺀ ﻛﺎﻧﺖ ﻋﺎﻣﺔ ﺃﻭ ﺧﺎﺻﺔ ‪ ،‬ﺇﻧﺘﺎﺟﻴﺔ ﺃﻡ ﺧﺪﻣﻴﺔ ‪ .‬ﲢﺪﻳﺎﺕ ﻛﺜﲑﺓ ﻧﺘﻴﺠﺔ ﻟﻠـﺘﻐﲑﺍﺕ ﻭﺍﻟﺘﻄـﻮﺭﺍﺕ‬ ‫ﺍﻟﻌﻠﻤﻴﺔ ﻭﺍﻟﺘﻘﻨﻴﺔ ﺍﻟﺴﺮﻳﻌﺔ ﻭﺍﳌﺴﺘﻤﺮﺓ ‪ ،‬ﻭﺃﻣﺎﻡ ﺗﻠﻚ ﺍﻟﺘﺤﺪﻳﺎﺕ ﺍﶈﻤﻮﻣﺔ ﺃﺿﺤﺖ ﺍﻹﺩﺍﺭﺓ ﺍﻟﺘﻘﻠﻴﺪﻳﺔ ﺑﻌﻤﻠﻴﺎ‪‬ـﺎ ﻭﻭﺳـﺎﺋﻠﻬﺎ‬ ‫ﻋﺎﺟﺰﺓ ﻋﻦ ﺟﻌﻞ ﺍﳌﻨﻈﻤﺔ ﻗﺎﺩﺭﺓ ﻋﻠﻰ ﺍﳌﻨﺎﻓﺴﺔ ‪ .‬ﺍﻷﻣﺮ ﺍﻟﺬﻱ ﳛﺘﻢ ﻋﻠﻰ ﻫﺬﻩ ﺍﳌﻨﻈﻤﺎﺕ ﺍﺳﺘﺨﺪﺍﻡ ﻛﻞ ﻣﺎ ﻳﺘﺎﺡ ﳍﺎ ﻣـﻦ‬ ‫ﺃﺳﺎﻟﻴﺐ ﺇﺩﺍﺭﻳﺔ ﻣﻌﺎﺻﺮﺓ ﲤﻜﻨﻬﺎ ﻣﻦ ﺫﻟﻚ ‪ .‬ﻭﻗﺪ ﻭﺟﺪ ﺍﻟﺒﺎﺣﺜﻮﻥ ﺿﺎﻟﺘﻬﻢ ﰲ ﺃﺳﻠﻮﺏ ﺍﻹﺩﺍﺭﺓ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻛﻮﻧﻪ ﳝﺜـﻞ‬ ‫ﻣﻨﻬﺠﹰﺎ ﻓﻜﺮﻳﺎ ﻳﺘﻤﻴﺰ ﺑﺎﳊﺪﺍﺛﺔ ﻭﺍﻟﺮﻳﺎﺩﻳﺔ ﻭﻳﺘﺴﻢ ﻣﻦ ﺧﻼﻝ ﻋﻤﻠﻴﺎﺗﻪ ﻭﻭﺳﺎﺋﻠﻪ ﺑﺎﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺯﻳﺎﺩﺓ ﺍﻟﻘـﺪﺭﺍﺕ ﺍﻟﺘﻨﺎﻓـﺴﻴﺔ‬ ‫ﻟﻠﻤﻨﻈﻤﺔ ﻭﺗﻄﻮﻳﺮ ﺃﺩﺍﺋﻬﺎ ‪. ١‬‬ ‫ﻫﺬﺍ ﺍﻷﺳﻠﻮﺏ ﺍﻟﺬﻱ ﺗﺒﻨﺘﻪ ﻣﻌﻈﻢ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻋﻤﺎﻝ ﰲ ﺍﻟﺒﻠﺪﺍﻥ ﺍﳌﺘﻘﺪﻣﺔ ﻭﺑﻌﺾ ﺍﻟﺒﻠﺪﺍﻥ ﺍﻟﺴﺎﺋﺮﺓ ﰲ ﻃﺮﻳﻖ ﺍﻟﻨﻤﻮ ﻭﻛﺎﻥ ﻟﻪ‬ ‫ﺍﻷﺛﺮ ﺍﻷﻛﱪ ﰲ ﺗﻔﻮﻗﻬﺎ ﻭﲤﻴﺰﻫﺎ‪.‬‬ ‫ﻭﺗﻨﺒﻊ ﺃﳘﻴﺔ ﺍﻹﺩﺍﺭﺓ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻣﻦ ﺣﻘﻴﻘﺔ ﻣﻔﺎﺩﻫﺎ ﺇﻥ ﻛﻞ ﺍﳌﻨﻈﻤﺎﺕ ﲢﺮﺹ ﻋﻠﻰ ﲢﺴﲔ ﻭﺗﻄﻮﺭ ﺃﺩﺍﺋﻬﺎ ﻟﻠﻮﺻـﻮﻝ ﺇﱃ‬ ‫ﺍﻷﺩﺍﺀ ﺍﳌﺘﻔﻮﻕ ﻭﺇﻥ ﻛﻞ ﺍﳌﻨﻈﻤﺎﺕ ﲢﺮﺹ ﻋﻠﻰ ﲢﺴﲔ ﻭﺗﻄﻮﻳﺮ ﺃﺩﺍﺋﻬﺎ ﻟﻠﻮﺻﻮﻝ ﺇﱃ ﺍﻷﺩﺍﺀ ﺍﳌﺘﻔﻮﻕ ﻭﺇﻥ ﻭﺍﻗﻊ ﺍﳌﻨﻈﻤـﺎﺕ‬ ‫ﻳﺸﲑ ﺇﱃ ﺃﻥ ﻣﺴﺘﻮﻯ ﳒﺎﺡ ﺍﳌﻨﻈﻤﺎﺕ ﰲ ﲢﻘﻴﻖ ﺫﻟﻚ ﻳﺘﻔﺎﻭﺕ ﺣﺴﺐ ﻛﻔﺎﺀ‪‬ﺎ ﰲ ﺇﺩﺍﺭﺓ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎ‪‬ﺎ ‪ ،‬ﻭﺍﻧﻄﻼﻗﺎ ﻣـﻦ‬ ‫ﻫﻨﺎ ﺑﺎﺕ ﳑﺎﺭﺳﺔ ﻣﻨﻈﻤﺎﺗﻨﺎ ﺍﻟﻌﺎﻣﺔ ﻭﺍﳋﺎﺻﺔ ﻷﺳﻠﻮﺏ ﺍﻹﺩﺍﺭﺓ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺑﺸﻜﻞ ﺟﺪﻱ ﺿﺮﻭﺭﺓ ﻣﻠﺤـﺔ ﻭﺣﺘﻤﻴـﺔ ﺇﻥ‬ ‫ﺃﺭﺍﺩﺕ ﺯﻳﺎﺩﺓ ﻗﺪﺭﺍ‪‬ﺎ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻭﺗﻄﻮﻳﺮ ﺃﺩﺍﺋﻬﺎ ﺑﻞ ﺃﺿﺤﻰ ﺍﻟﺴﺒﻴﻞ ﺍﻟﻮﺣﻴﺪ ﻟﺒﻘﺎﺋﻬﺎ ﻭﺍﺳﺘﻤﺮﺍﺭﻫﺎ ﰲ ﺍﻷﺳﻮﺍﻕ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‬ ‫ﻭﺧﺼﻮﺻﺎ ﺑﻌﺪ ﺗﺰﺍﻳﺪ ﺍﻻﲡﺎﻩ ﳓﻮ ﺍﳌﺰﻳﺪ ﻣﻦ ﺍﻻﻧﻔﺘﺎﺡ ﻭﺍﻟﻌﻮﳌﺔ ‪.‬‬ ‫‪ 1‬اﻟﺪوري ‪ – ٢٠٠٥‬اﻧﻈﺮ ﺻﻔﺤﺔ اﻟﻤﺮاﺟﻊ‬ ‫‪٧‬‬ ‫ﻭﻣﻦ ﻫﻨﺎ ﻳﺼﺒﺢ ﺗﻄﺒﻴﻖ ﻣﻨﻈﻤﺎﺕ ﺍﻟﻘﻄﺎﻉ ﺍﻟﻌﺎﻡ ﻭﺍﳋﺎﺹ ﰲ ﺍﳌﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟـﺴﻌﻮﺩﻳﺔ ﻟﻌﻤﻠﻴـﺔ ﺍﻹﺩﺍﺭﺓ ﺍﻹﺳـﺘﺮﺍﺗﻴﺠﻴﺔ‬ ‫ﲟﻔﻬﻮﻣﻬﺎ ﺍﻟﻌﻠﻤﻲ ﺿﺮﻭﺭﺓ ﻣﻠﺤﺔ ﺣﺘﻤﻴﺔ ﻭﺫﻟﻚ ﻷﳘﻴﺔ ﺍﻟﻘﻄﺎﻉ ﺍﻟﻌﺎﻡ ﻻﺳﻴﻤﺎ ﻭﺍﻧﻪ ﻳﺸﻜﻞ ﺍﻟﺮﻛﻴﺰﺓ ﺍﻷﺳﺎﺳـﻴﺔ ﻟﻠﺘﻨﻤﻴـﺔ‬ ‫ﺍﻟﺸﺎﻣﻠﺔ ‪ .‬ﻭﺑﻨﺎﺀ ﻋﻠﻴﻪ ﻓﺈﻥ ﺃﳘﻴﺔ ﻫﺬﻩ ﺍﻟﺮﺳﺎﻟﺔ ﺍﻟﺒﺤﺜﻴﺔ ﺗﻨﺒﻊ ﻣﻦ ﺧﻼﻝ ﺃ‪‬ﺎ ﺳﺘﺮﻛﺰ ﺑﺸﻜﻞ ﺃﺳﺎﺳﻲ ﻋﻠﻰ ﺗﺒﻴﺎﻥ ﺍﳋﻄـﻮﺍﺕ‬ ‫ﺍﻟﻌﻠﻤﻴﺔ ﻭﺍﻟﻌﻤﻠﻴﺔ ﺍﻟﻮﺍﺟﺐ ﺇﺗﺒﺎﻋﻬﺎ ﰲ ﺇﺩﺍﺭﺓ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻋﻤﺎﻝ ﻭﻣﻌﺮﻓﺔ ﺍﻟﻔﺮﻭﻕ ﺑﻴﻨﻬﺎ ﻭﺑﲔ ﺍﳋﻄﻮﺍﺕ ﺍﳌﺘﺒﻌﺔ‬ ‫ﰲ ﺃﺩﺍﺭﻩ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻋﻤﺎﻝ ﺍﻟﺼﻨﺎﻋﻴﺔ ﻭﺑﺎﻷﺧﺺ ﺧﻄﻮﺍﺕ ﺗﺼﻤﻴﻢ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﻟﻜﻮ‪‬ﺎ ﺗﺴﺒﻖ ﻛـﻞ‬ ‫ﺗﺼﺮﻑ ﺑﻞ ﲢﻜﻢ ﺃﻱ ﺗﺼﺮﻑ ﺃﻭ ﺳﻠﻮﻙ ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﻣﻌﺮﻓﺔ ﺍﻟﻨﺘﺎﺋﺞ ﺍﳌﺘﻤﺨﻀﺔ ﻋﻨﻬﺎ ﻭﻣﻌﺮﻓﺔ ﻣﺪﻯ ﺗﻮﻓﺮ ﺃﻫﻢ ﻣﺘﻄﻠﺒﺎﺕ‬ ‫ﺗﻄﺒﻴﻖ ﺍﻹﺩﺍﺭﺓ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﰲ ﺗﻠﻚ ﺍﳌﻨﻈﻤﺎﺕ ﻭﺇﻳﻀﺎﺡ ﺍﻟﻌﻼﻗﺔ ﺑﲔ ﺗﻄﺒﻴﻘﻬﺎ ﻷﺳﻠﻮﺏ ﺍﻹﺩﺍﺭﺓ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻭﺃﺩﺍﺋﻬﺎ ‪.‬‬ ‫‪ -٢‬ﻣﻔﻬﻮﻡ ﺍﻟﺘﺨﻄﻴﻂ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ‪:‬‬ ‫ﻛﻠﻤﺔ ﺇﺳﺘﺮﺍﺗﻴﺠﻲ ‪ Strategy‬ﺇﳒﻠﻴﺰﻳﺔ ﺍﻷﺻﻞ ﻭﺍﳌﻨﺸﺄ ﻭﺗﻌﲎ ﺑﺎﻟﻌﺮﺑﻴﺔ ﺍﻟﺼﺮﺍﻁ ﺃﻃﻠﻘﺖ ﺍﺑﺘﺪﺍﺀ ﻋﻠـﻰ ﺃﺳـﻠﻮﺏ‬ ‫ﺍﻟﺘﺤﺮﻙ ﺍﻟﻌﺴﻜﺮﻱ ﺍﳌﺨﻄﻂ ﺑﺈﺣﻜﺎﻡ ﰲ ﺃﺛﻨﺎﺀ ﺍﳊﺮﺏ ﻭﻗﺪ ﺍﺯﺩﺍﺩ ﺍﻻﻫﺘﻤﺎﻡ ﺧﻼﻝ ﺍﻟﻌﻘـﺪﻳﻦ ﺍﻷﺧﲑﻳـﻦ ﲟﻔﻬـﻮﻡ‬ ‫ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻭﻃﺮﻕ ﺇﺩﺍﺭ‪‬ﺎ ﲟﺎ ﰲ ﺫﻟﻚ ﺻﻴﺎﻏﺔ ﺍﳋﻄﻂ ﻭﺍﻟﻄﺮﻕ ﺍﳌﻨﺎﺳﺒﺔ ﻟﺘﻄﺒﻴـﻖ ﺍﻹﺳـﺘﺮﺍﺗﻴﺠﻴﺔ ﲟـﺎ ﻳﺘﻨﺎﺳـﺐ‬ ‫ﻭﺇﻣﻜﺎﻧﻴﺎﺕ ﻣﻨﻈﻤﺎﺕ ﺍﻹﻋﻤﺎﻝ ‪ ،‬ﺣﻴﺚ ﻏﺪﺕ ﺍﻹﺩﺍﺭﺓ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺭﻛﻨﺎ ﺭﺋﻴﺴﻴﺎ ﻣﻦ ﺃﺭﻛـﺎﻥ ﺇﺩﺍﺭﺓ ﺍﳌﻨﻈﻤـﺔ ‪،‬‬ ‫ﻭﺗﺴﺘﺤﻮﺫ ﺍﻹﺩﺍﺭﺓ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻋﻠﻰ ﺍﻫﺘﻤﺎﻡ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﰲ ﻣﻨﻈﻤﺎﺕ ﺍﻹﻋﻤﺎﻝ ﻣﻦ ﺣﻴﺚ ﺍﻷﺳـﺎﺱ ﺍﻟﺘﻨﻈﻴﻤـﻲ‬ ‫ﻟﻠﻤﻨﻈﻤﺔ ﻛﻜﻞ ‪ ،‬ﺑﻴﻨﻤﺎ ‪‬ﺘﻢ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻮﺳﻄﻰ ﺑﺪﻭﺭ ﺃﻗﻞ ﺃﳘﻴﺔ ﻭﺑﺪﺭﺟﺎﺕ ﻣﺘﻔﺎﻭﺗﺔ ‪ ،‬ﻭﳝﻜـﻦ ﺗﻄﺒﻴـﻖ ﺍﻹﺩﺍﺭﺓ‬ ‫ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﰲ ﺍﳌﻨﻈﻤﺎﺕ ﻛﺎﻓﺔ ﻣﻊ ﺗﻔﺎﻭﺕ ﰲ ﺷﺪﺓ ﺍﻟﺘﺮﻛﻴﺰ ﻭﺍﻻﻫﺘﻤﺎﻡ ﻭﻃﺒﻴﻌﺔ ﺍﻟﻌﻤﻞ ﰲ ﻫـﺬﻩ ﺍﳌﻨﻈﻤـﺎﺕ ‪،‬‬ ‫ﻭﺗﻐﻄﻲ ﺍﻹﺩﺍﺭﺓ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻛﻞ ﺍﻟﻔﻌﺎﻟﻴﺎﺕ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﲟﺎ ﰲ ﺫﻟﻚ ﺍﳌﺴﺆﻭﻟﻴﺎﺕ ﻭﺍﻟﻘﻮﺍﻧﲔ ﻭﺍﻟﻀﻮﺍﺑﻂ ﺍﳌﺮﻋﻴﺔ ‪.٢‬‬ ‫ﻭﺍﻟﺘﺨﻄﻴﻂ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﻳﺘﻀﻤﻦ ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺍﻟﺘﻨﺒﺆ ﻭﺍﻟﺘﻮﺍﻓﻖ ﺑﲔ ﺍﻟﻘﺪﺭﺍﺕ ﺍﻟﺬﺍﺗﻴﺔ ﻟﻠﻤﻨﻈﻤﺔ ﻭﺍﻟﻔـﺮﺹ ﺍﳌﺘﺎﺣـﺔ ﺃﻭ‬ ‫ﺍﻟﺘﻬﺪﻳﺪﺍﺕ ﺍﻟﻨﺎﺷﺌﺔ ﻋﻦ ﺍﻟﺒﻴﺌﺔ ﺍﳋﺎﺭﺟﻴﺔ ‪ ،‬ﻭﺑﺎﻟﺘﺎﱄ ﻳﻜﻮﻥ ﺍﻻﺳﺘﻨﺘﺎﺝ ﺇﻥ ﺍﳋﻄﻂ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻫﻲ ﻋﺒﺎﺭﺓ ﻋﻦ ﳎﻤﻮﻋﺔ ﻣﻦ‬ ‫ﺍﳌﻔﺎﻫﻴﻢ ﺍﳌﺮﺗﺒﻄﺔ ﺑﺎﳌﺮﻛﺰ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻟﺘﺤﻘﻴﻖ ﻧﺘﺎﺋﺞ ﺇﳚﺎﺑﻴﺔ ﲡﻌﻞ ﻣﻦ ﺇﺩﺍﺭﺓ ﺍﳌﻨﻈﻤﺔ ﺇﺩﺍﺭﺓ ﻓﻌﺎﻟﺔ ‪.‬‬ ‫‪ 2‬ﻣﻴﺎ وﺁﺧﺮون ‪٢٠٠٧‬‬ ‫‪٨‬‬ ‫ﻭﺗﻌﺮﻑ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺃ‪‬ﺎ ﺧﻄﺔ ﻣﻮﺣﺪﺓ ﻭﻣﺘﻜﺎﻣﻠﺔ ﻭﺷﺎﻣﻠﺔ ﺗﺮﺑﻂ ﺑﲔ ﺍﳌﺰﺍﻳﺎ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻟﻠﻤﻨﻈﻤﺔ ﻭﺍﻟﺘﺤﺪﻳﺎﺕ ﺍﻟﺒﻴﺌﻴـﺔ‬ ‫ﺍﻟﱵ ﻳﺘﻢ ﺗﺼﻤﻴﻤﻬﺎ ‪ ،‬ﻟﻠﺘﺄﻛﺪ ﻣﻦ ﲢﻘﻴﻖ ﺍﻷﻫﺪﺍﻑ ﺍﻷﺳﺎﺳﻴﺔ ﻟﻠﻤﻨﻈﻤﺔ ﻭﺍﻟﺘﺤﺪﻳﺎﺕ ﺍﻟﺒﻴﺌﻴﺔ ﺍﻟﱵ ﻳﺘﻢ ﺗـﺼﻤﻴﻤﻬﺎ‪،‬ﻣـﻦ‬ ‫ﺧﻼﻝ ﺗﻨﻔﻴﺬﻫﺎ ﺍﳉﺪﻱ ﺑﻮﺍﺳﻄﺔ ﺍﳌﻨﻈﻤﺔ ‪.‬‬ ‫ﻭﻫﻨﺎ ﻳﺮﻯ ﻳﺎﺳﲔ ﺇﻥ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ‪ :‬ﻫﻲ ﳎﻤﻮﻋﺔ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳍﺎﻣﺔ ﺍﻟﱵ ﻳﺘﺨﺬﻫﺎ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﻮﻥ ﻣﻦ ﺍﳌـﺪﻳﺮﻳﻦ‬ ‫ﻭﻣﺴﺘﺸﺎﺭﻳﻬﻢ ﰲ ﺍﻹﺩﺍﺭﺓ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻣﻦ ﺍﺟﻞ ﲢﻘﻴﻖ ﺃﻫﺪﺍﻑ ﺍﳌﻨﻈﻤﺔ ﻭﺗﺘﺨﺬ ﻋﻠﻰ ﺛﻼﺙ ﻣﺴﺘﻮﻳﺎﺕ ﻫﻲ ﻣﺴﺘﻮﻯ‬ ‫ﺍﳌﻨﻈﻤﺔ ﻭﻭﺣﺪﺓ ﺍﻹﻋﻤﺎﻝ ﻭﺍﻟﻮﻇﺎﺋﻒ ‪ ).٣‬ﻳﺎﺳﲔ ‪(١٩٩٨ ،‬‬ ‫‪ -٣‬ﻣﻔﻬﻮﻡ ﺍﻹﺩﺍﺭﺓ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ‪:‬‬ ‫ﺇﻥ ﺍﻟﻮﺻﻮﻝ ﺇﱃ ﺗﻌﺮﻳﻒ ﻭﺍﺣﺪ ﻣﺘﻔﻖ ﻋﻠﻴﻪ ﳌﻌﲎ ﺍﻹﺩﺍﺭﺓ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻳﻌﺘﱪ ﺃﻣﺮﹸﺍ ﺻﻌﺐ ﺍﳌﻨﺎﻝ ﻛﻤﺎ ﻫﻮ ﺍﳊﺎﻝ ﺗﻘﺮﻳﺒـﺎ ﰲ‬ ‫ﺳﺎﺋﺮ ﺍﻟﻌﻠﻮﻡ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﺑﺼﻔﺔ ﻋﺎﻣﺔ ﻭﺍﻹﺩﺍﺭﻳﺔ ﺑﺼﻔﻪ ﺧﺎﺻﺔ‪.‬‬ ‫ﻓﻌﻠﻰ ﺳﺒﻴﻞ ﺍﳌﺜﺎﻝ ﻳﻌﺮﻓﻬﺎ) ‪ ( David‬ﺑﺄ‪‬ﺎ ﺻﻴﺎﻏﺔ ﻭﺗﻄﺒﻴﻖ ﻭﺗﻘﻮﱘ ﺍﻟﻘﺮﺍﺭﺍﺕ ﻭﺍﻷﻋﻤﺎﻝ ﺍﻟﱵ ﻣﻦ ﺷﺎ‪‬ﺎ ﺃﻥ ﲤﻜﻦ ﺍﳌﻨﻈﻤﺔ‬ ‫ﻣﻦ ﻭﺿﻊ ﺃﻫﺪﺍﻓﻬﺎ ﻣﻮﺿﻊ ﺍﻟﺘﻨﻔﻴﺬ ‪. ٤‬‬ ‫ﻭﻳﺮﻯ ﺍﻟﺪﻭﺭﻱ ﺃﻥ ﺍﻹﺩﺍﺭﺓ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻫﻲ ﺍﻟﻌﻤﻠﻴﺔ ﺍﻟﱵ ﺗﺘﻀﻤﻦ ﺍﳋﻄﻮﺍﺕ ﺍﻟﺘﺎﻟﻴﺔ ‪:‬‬ ‫‪ -١‬ﺻﻴﺎﻏﺔ ﺭﺳﺎﻟﺔ ﻭﲢﺪﻳﺪ ﺃﻫﺪﺍﻓﻬﺎ ‪.‬‬ ‫‪ -٢‬ﺍﻟﺘﺤﻠﻴﻞ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ‬ ‫‪ -٣‬ﺻﻴﺎﻏﺔ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬ ‫‪ -٤‬ﺍﻻﺧﺘﻴﺎﺭ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ‬ ‫‪ -٥‬ﺗﻨﻔﻴﺬ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬ ‫‪ -٦‬ﺗﻘﻮﱘ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬ ‫‪ 3‬ﻳﺎﺳﻴﻦ ‪١٩٩٨‬‬ ‫‪ 4‬اﻟﻤﺎﺿﻲ ‪٢٠٠٣‬‬ ‫‪ 5‬اﻟﺪوري ‪ – ٢٠٠٥‬ﻣﺮﺟﻊ ﺳﺎﺑﻖ‬ ‫‪٩‬‬ ‫‪٥‬‬ ‫ﳑﺎ ﺳﺒﻖ ﻫﻨﺎﻙ ﺗﻌﺎﺭﻳﻒ ﻋﺪﻳﺪﺓ ﻹﺩﺍﺭﺓ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺇﻻ ﺃ‪‬ﺎ ﺗﺼﺐ ﲨﻴﻌﺎ ﰲ ﺍﻟﺘﻌﺮﻳﻒ ﺍﻟﺘﺎﱄ ‪:‬‬ ‫ﺍﻹﺩﺍﺭﺓ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ‪ :‬ﻫﻲ ﺍﻟﻌﻤﻠﻴﺔ ﺍﻟﱵ ﺗﺘﻀﻤﻦ ﺗﺼﻤﻴﻢ ﻭﺗﻨﻔﻴﺬ ﻭﺗﻘﻮﱘ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍﻟﱵ ﻣﻦ ﺷﺎ‪‬ﺎ ﲤﻜﲔ ﺍﳌﻨﻈﻤـﺔ‬ ‫ﻣﻦ ﲢﻘﻴﻖ ﺃﻫﺪﺍﻓﻬﺎ ‪.٦‬‬ ‫ﻭﻳﺮﻯ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﻜﺘﺎﺏ ﺃﻥ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻫﻲ ﲦﺮﺓ ﻋﻤﻠﻴﺔ ﲣﻄﻴﻂ ﺭﲰﻴﺔ ﺗﻠﻌﺐ ﻓﻴﻬﺎ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﺃﻫﻢ ﺍﻷﺩﻭﺍﺭ ‪.‬‬ ‫ﺇﻻ ﺇﻥ ) ‪ ( Mint berg‬ﻗﺎﻡ ﺑﺘﻘﺪﱘ ﻭﺟﻬﺔ ﻧﻈﺮ ﺗﺮﺗﺒﻂ ﺑﺎﳉﻮﻫﺮ ﺍﳊﻘﻴﻘﻲ ﻟﻺﺳﺘﺮﺍﺗﻴﺠﺔ ﺇﺫ ﻳﺮﻯ ﺍﻧﻪ ﻻ ﻳﺘﺤﺘﻢ ﺃﻥ ﻳﻜﻮﻥ‬ ‫ﻛﻞ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍﳌﻨﻈﻤﺔ ﻧﺘﻴﺠﺔ ﻟﻠﻤﻤﺎﺭﺳﺎﺕ ﲣﻄﻴﻂ ﺍﺳﺘﺮﺍﺗﻴﺠﻲ ﺭﲰﻲ ﺇﺫ ﻋﺎﺩﺓ ﻣﺎ ﺗﻨﺒﻌﺚ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﻣﻦ ﺃﻋﻤﺎﻕ‬ ‫ﺍﳌﻨﻈﻤﺔ ﺩﻭﻥ ﺳﺎﺑﻖ ﲣﻄﻴﻂ ‪.‬‬ ‫ﻭ‪‬ﺬﺍ ﻓﺈﻥ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍﶈﻘﻘﺔ ﻟﻠﺸﺮﻛﺔ ﻫﻲ ﻧﺘﺎﺝ ﺇﻣﺎ ﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﳐﻄﻄﺔ ) ﻣﻘﺼﻮﺩﺓ ( ﺃﻭ ﺍﺳـﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﻏـﲑ‬ ‫ﳐﻄﻄﺔ ) ﻃﺎﺭﺋﺔ (ﻭﺍﻟﱵ ﻫﻲ ﺍﺳﺘﺠﺎﺑﺔ ﻏﲑ ﳐﻄﻄﺔ ﻟﻠﻈﺮﻭﻑ ﻏﲑ ﺍﳌﺘﻮﻗﻌﺔ ﻭﰱ ﺍﳊﻴﺎﺓ ﺍﻟﻌﻤﻠﻴﺔ ﳒﺪ ﺃﻥ ‪:‬‬ ‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﰲ ﻣﻌﻈﻢ ﺍﳌﻨﻈﻤﺎﺕ ﻣﻦ ﺍﶈﺘﻤﻞ ﺇﻥ ﺗﻜﻮﻥ ﻣﺰﻳﺞ ﻣﻦ ﺍﻻﺳـﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍﳌﻘـﺼﻮﺩﺓ ﻭﺍﻻﺳـﺘﺮﺍﺗﻴﺠﻴﺎﺕ‬ ‫ﺍﻟﻄﺎﺭﺋﺔ‪.٧‬‬ ‫‪ -٤‬ﺃﳘﻴﺔ ﺍﻹﺩﺍﺭﺓ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﳌﻨﻈﻤﺎﺕ ﺍﻷﻋﻤﺎﻝ ‪:‬‬ ‫ﺗﻌﺪ ﺍﻹﺩﺍﺭﺓ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺿﺮﻭﺭﺓ ﻭﻟﻴﺲ ﺗﺮﻓﺎ ﺫﻟﻚ ﻷ‪‬ﺎ ﺗﺆﺩﻯ ﺇﱃ ﺭﻓﻊ ﺃﺩﺍﻩ ﺍﳌﻨﻈﻤﺎﺕ ﺣﺎﺿﺮﺍ ﻭﻣﺴﺘﻘﺒﻼ ﻭﺫﻟﻚ ﺇﺫ ﰎ‬ ‫ﺗﻄﺒﻴﻘﻬﺎ ﺑﺸﻜﻞ ﺟﻴﺪ ﻭﻫﺬﺍ ﻣﺎ ﲡﻤﻊ ﻋﻠﻴﻪ ﻛﻞ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﱵ ﺗﺴﺘﺨﺪﻡ ﺃﺳﻠﻮﺏ ﺍﻹﺩﺍﺭﺓ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ‪.٨‬‬ ‫ﺻﺤﻴﺢ ﺇﻥ ﺑﻌﺾ ﺍﳌﻨﻈﻤﺎﺕ ﻗﺪ ﺗﻨﺠﺢ ﻧﺘﻴﺠﺔ ﺍﻟﺼﺪﻓﺔ ﰲ ﺍﻷﺟﻞ ﺍﻟﻘﺼﲑ ﺩﻭﻥ ﳑﺎﺭﺳﺔ ﺟﺎﺩﺓ ﻟﻺﺩﺍﺭﺓ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻭﻟﻜﻦ‬ ‫ﰲ ﺍﻷﺟﻞ ﺍﻟﻄﻮﻳﻞ ﻻ ﳝﻜﻦ ﺇﻥ ﺗﺒﻘﻰ ﺇﻻ ﻣﻨﻈﻤﺎﺕ ﺍﻟﱵ ﲤﺎﺭﺳﻬﺎ ﳑﺎﺭﺳﺔ ﺟﺎﺩﺓ‪.‬‬ ‫ﻓﺘﺒﲎ ﺃﺳﻠﻮﺏ ﺍﻹﺩﺍﺭﺓ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻳﺴﺎﻋﺪ ﺍﳌﻨﻈﻤﺔ ﻋﻠﻰ ﲢﻘﻴﻖ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﻟﻔﻮﺍﺋﺪ ﻣﻦ ﺃﳘﻬﺎ ‪:‬‬ ‫‪ -١‬ﲢﺪﻳﺪ ﺧﺎﺭﻃﺔ ﻃﺮﻳﻖ ﻟﻠﻤﻨﻈﻤﺔ ﲢﺪﺩ ﻣﻮﻗﻌﻬﺎ ﺿﻤﻦ ﺟﻐﺮﺍﻓﻴﺎ ﺍﻹﻋﻤﺎﻝ ﰲ ﺍﳌﺴﺘﻘﺒﻞ ‪.‬‬ ‫‪ 6‬ﻣﻴﺎ وﺁﺧﺮون ‪ – ٢٠٠٧‬ﻣﺮﺟﻊ ﺳﺎﺑﻖ‬ ‫‪( 2001 HILL&JONESE) 7‬‬ ‫‪ 8‬اﻟﻌﺎرف ‪٢٠٠٥‬‬ ‫‪ 9‬ﻣﻴﺎ وﺁﺧﺮون ‪ – ٢٠٠٧‬ﻣﺮﺟﻊ ﺳﺎﺑﻖ‬ ‫‪١٠‬‬ ‫‪٩‬‬ ‫‪ -٢‬ﻳﺴﺎﻫﻢ ﰲ ﺯﻳﺎﺩﺓ ﻗﺪﺭﺓ ﺍﳌﻨﻈﻤﺔ ﻋﻠﻰ ﻣﻮﺍﺟﻬﺔ ﺍﳌﻨﺎﻓﺴﺔ ﺍﻟﺸﺪﻳﺪﺓ ﺍﶈﻠﻴﺔ ﻣﻨﻬﺎ ﻭﺍﻟﺪﻭﻟﻴﺔ‪.‬‬ ‫‪ -٣‬ﳝﻨﺢ ﺍﳌﻨﻈﻤﺔ ﺇﻣﻜﺎﻧﻴﺔ ﺍﻣﺘﻼﻙ ﻣﻴﺰﺓ ﺗﻨﺎﻓﺴﻴﺔ ﻣﺴﺘﻤﺮﺓ‪.‬‬ ‫‪ -٤‬ﳝﻜﻦ ﺍﳌﻨﻈﻤﺔ ﻣﻦ ﺍﺳﺘﺨﺪﺍﻡ ﺍﳌﻮﺍﺭﺩ ﺍﺳﺘﺨﺪﺍﻣﺎ ﻓﻌﺎ ﹰﻻ‪.‬‬ ‫‪ -٥‬ﻳﻮﻓﺮ ﻓﺮﺹ ﻣﺸﺎﺭﻛﺔ ﲨﻴﻊ ﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﰲ ﺍﻟﻌﻤﻠﻴﺔ ﺍﻷﻣﺮ ﺍﻟﺬﻱ ﻳﺆﺩﻯ ﺇﱃ ﺗﻘﻠﻴﻞ ﺍﳌﻘﺎﻭﻣﺔ ﺍﻟﱵ ﲢـﺪﺙ‬ ‫ﻋﻨﺪ ﺍﻟﻘﻴﺎﻡ ﺑﺎﻟﺘﻐﻴﲑ ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﺃﻥ ﺫﻟﻚ ﻳﻮﻓﺮ ﲡﺎﻧﺲ ﺍﻟﻔﻜﺮ ﻭﺍﳌﻤﺎﺭﺳﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻟﺪﻯ ﻣﺪﻳﺮﻱ ﺍﳌﻨﻈﻤﺔ‪.‬‬ ‫‪ -٦‬ﻳﻨﻤﻰ ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺍﻟﺘﻔﻜﲑ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻲ ﺍﳋﻼﻕ ﻟﺪﻯ ﺍﳌﺪﺭﺍﺀ ﻭﳚﻌﻠﻬﻢ ﻳﺒﺎﺩﺭﻭﻥ ﺇﱃ ﺻﻨﻊ ﺍﻷﺣﺪﺍﺙ ﻭﻟﻴـﺴﻮﺍ‬ ‫ﻣﺘﻠﻘﲔ ﳍﺎ ‪.١٠‬‬ ‫‪ -٥‬ﳕﺎﺫﺝ ﻋﻤﻠﻴﺔ ﻟﻺﺩﺍﺭﺓ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ‪:‬‬ ‫ﻻ ﻳﻮﺟﺪ ﳕﻮﺫﺝ ﻭﺍﺣﺪ ﻣﻘﺒﻮﻝ ﻟﻺﺩﺍﺭﺓ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻳﺘﻔﻖ ﻋﻠﻴﻪ ﲨﻴﻊ ﺍﻟﻜﺘﺎﺏ ﻭﺍﳌﻤﺎﺭﺳﲔ ﺇﻻ ﺃﻥ ﺟﻮﺍﻧﺐ ﺍﻻﺗﻔﺎﻕ ﺑـﲔ‬ ‫ﺍﻟﻨﻤﺎﺫﺝ ﺍﳌﻄﺮﻭﺣﺔ ﻋﻦ ﻋﻤﻠﻴﺔ ﺍﻹﺩﺍﺭﺓ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺃﻛﺜﺮ ﻣﻦ ﺟﻮﺍﻧﺐ ﺍﻻﺧﺘﻼﻑ ‪ .‬ﻭﰱ ﻫﺬﺍ ﺍ‪‬ﺎﻝ ﺗﺘﻀﻤﻦ ﺍﳌﻜﻮﻧـﺎﺕ‬ ‫ﺍﻷﺳﺎﺳﻴﺔ ﻟﻌﻤﻠﻴﺔ ﺍﻹﺩﺍﺭﺓ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻭﻫﻲ ﻛﺎﻟﺘﺎﱄ ‪:‬‬ ‫*ﻣﻜﻮﻧﺎﺕ ﻋﻤﻠﻴﺔ ﺍﻹﺩﺍﺭﺓ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ‪Component of Strategic Management:‬‬ ‫‪ -١‬ﲢﺪﻳﺪ ﺭﺳﺎﻟﺔ ﺍﳌﻨﻈﻤﺔ‪.‬‬ ‫‪ -٢‬ﲢﺪﻳﺪ ﺍﻷﻫﺪﺍﻑ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ‪.‬‬ ‫‪ -٣‬ﲢﻠﻴﻞ ﺍﻟﺒﻴﺌﺔ ﺍﳋﺎﺭﺟﻴﺔ ﻟﻠﻤﻨﻈﻤﺔ‪.‬‬ ‫‪ -٤‬ﲢﻠﻴﻞ ﺍﻟﺒﻴﺌﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻟﻠﻤﻨﻈﻤﺔ‪.‬‬ ‫‪ -٥‬ﺍﻻﺧﺘﻴﺎﺭ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ‪.‬‬ ‫‪ -٦‬ﺗﻘﻮﱘ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ‪.‬‬ ‫‪ 10‬اﻟﻌﻘﺎد ‪٢٠٠٤‬‬ ‫‪ 11‬اﻟﺴﻴﺪ ‪١٩٩٨‬‬ ‫‪١١‬‬ ‫‪١١‬‬ ‫ﺃﻥ ﻣﻜﻮﻧﺎﺕ ﺃﻭ ﻣﻬﺎﻡ ﺍﻹﺩﺍﺭﺓ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻣﺘﺪﺍﺧﻠﺔ ﺗﺆﺛﺮ ﰲ ﺑﻌﻀﻬﺎ ﺍﻟﺒﻌﺾ ﻭﻫﺬﻩ ﺍﳌﻜﻮﻧﺎﺕ ﺍﳌﺨﺘﻠﻔـﺔ ﻟﻌﻤﻠﻴـﺔ‬ ‫ﺍﻹﺩﺍﺭﺓ‬ ‫ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﳍﺎ ﺃﳘﻴﺔ ﻛﺒﲑﺓ ﺳﻮﺍﺀ ﻣﻦ ﻣﻨﻈﻮﺭ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍﳌﻘﺼﻮﺩﺓ ﺃﻡ ﻣﻦ ﻣﻨﻈﻮﺭ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍﻟﻄﺎﺭﺋﺔ ‪.١٢‬‬ ‫ﻓﻌﻠﻰ ﺍﻟﺮﻏﻢ ﻣﻦ ﺇﻥ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍﻟﻄﺎﺭﺋﺔ ﺗﻨﺸﺄ ﰲ ﺍﳌﻨﻈﻤﺔ ﺩﻭﻥ ﲣﻄﻴﻂ ﻣﺴﺒﻖ ﺇﻻ ﺃﻧﻪ ﻳﺘﻌﲔ ﻋﻠﻰ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﲔ‬ ‫ﰲ ﺍﳌﻨﻈﻤﺔ ﺗﻘﻴﻴﻢ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍﻟﻄﺎﺭﺋﺔ ﻭﻳﺴﺘﻠﺰﻡ ﻫﺬﺍ ﺍﻟﺘﻘﻴﻴﻢ ﻣﻘﺎﺭﻧﺔ ﻛﻞ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻃﺎﺭﺋﺔ ﺑﺮﺳـﺎﻟﺔ ﻭﺃﻫـﺪﺍﻑ‬ ‫ﺍﳌﻨﻈﻤﺔ ﻭﺍﻟﻔﺮﺹ ﻭﺍﻟﺘﻬﺪﻳﺪﺍﺕ ﰲ ﺍﻟﺒﻴﺌﺔ ﺍﳋﺎﺭﺟﻴﺔ ﻟﻠﻤﻨﻈﻤﺔ ﻭﻛﺬﻟﻚ ﺑﻨﻘﺎﻁ ﺍﻟﻘﻮﺓ ﻭﺍﻟﻀﻌﻒ ﰲ ﺍﳌﻨﻈﻤﺔ ﻭﻳﺘﺠـﺴﺪ‬ ‫ﺍﳍﺪﻑ ﻫﻨﺎ ﰲ ﺗﻘﻴﻴﻢ ﻣﺪﻯ ﻣﻼﺋﻤﺔ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﻄﺎﺭﺋﺔ ﻻﺣﺘﻴﺎﺟﺎﺕ ﺍﳌﻨﻈﻤﺔ ﻭﻗﺪﺭﺍ‪‬ﺎ ‪ ،‬ﻭﻳﺘﻌﲔ ﻋﻠﻰ ﺍﳌـﺪﺭﺍﺀ ﺃﻥ‬ ‫ﻳﻜﻮﻧﻮﺍ ﻋﻠﻰ ﻋﻠﻢ ﺑﺎﻟﻌﻤﻠﻴﺎﺕ ﺍﳌﺮﺗﺒﻄﺔ ﺑﺎﻷﻣﻮﺭ ﺍﻟﻄﺎﺭﺋﺔ ﻭﺃﻥ ﻳﻜﻮﻧﻮﺍ ﻗﺎﺩﺭﻳﻦ ﻋﻠﻰ ﺍﻟﺘﻔﻜﲑ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ‪. ١٣‬‬ ‫ﻭﺍﳉﺪﻳﺮ ﺑﺎﻟﺬﻛﺮ ﺇﻥ ﺍﻟﺘﻐﺬﻳﺔ ﺍﻟﻌﻜﺴﻴﺔ ﰲ ﻋﻤﻠﻴﺔ ﺍﻹﺩﺍﺭﺓ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻻ ﺗﺒﺪﺃ ﻣﻦ ﺣﻴﺚ ﻳﻨﺘﻬﻲ ﺃﺧﺮ ﻧﺸﺎﻁ ﺇﳕﺎ ﻫـﻲ‬ ‫ﻋﻤﻠﻴﺔ ﺗﺪﻓﻖ ﻣﺘﻮﺍﺻﻞ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﺧﻼﻝ ﺍﳌﺮﺍﺣﻞ ﺍﳌﺨﺘﻠﻔﺔ ﻟﻌﻤﻠﻴﺔ ﺍﻹﺩﺍﺭﺓ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻷﻥ ﺃﻱ ﺗﻐـﲑ ﰲ ﻣﻜـﻮﻥ‬ ‫ﺭﺋﻴﺴﻲ ﻣﻦ ﻣﻜﻮﻧﺎﺕ ﺍﻹﺩﺍﺭﺓ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺳﻴﺘﺘﺒﻊ ﺑﺎﻟﻀﺮﻭﺭﺓ ﺗﻐﻴﲑﹰﺍ ﰲ ﻛﻞ ﺃﻭ ﺑﻌﺾ ﺍﻟﻨﻤﻮﺫﺝ‪.‬‬ ‫ﻭﻓﻴﻤﺎ ﻳﻠﻲ ﺷﺮﺡ ﳐﺘﺼﺮ ﺟﺪﺍ ﳍﺬﻩ ﺍﳌﻜﻮﻧﺎﺕ‪:‬‬ ‫ﺃﻭﻻ – ﲢﺪﻳﺪ ﺭﺳﺎﻟﺔ ﺍﳌﻨﻈﻤﺔ‪Mission of the Organization :‬‬ ‫ﻭﻫﻰ ﻋﺒﺎﺭﺓ ﻋﻦ ﲨﻠﺔ ﺃﻭ ﻋﺪﺓ ﲨﻞ ﺗﺘﻀﻤﻦ ﺑﻴﺎﻧﺎﺕ ﺧﺎﺻﺔ ﺑﺎﳌﻨﻈﻤﺔ ﲤﻴﺰﻫﺎ ﻋﻦ ﻏﲑﻫﺎ ﻣﻦ ﺍﳌﻨﻈﻤﺎﺕ ‪ ،‬ﻭﲣﺘﻠﻒ ﻫﺬﻩ‬ ‫ﺍﻟﺒﻴﺎﻧﺎﺕ ﺑﺎﺧﺘﻼﻑ ﺍﳌﻨﻈﻤﺎﺕ ﻟﻜﻦ ﻳﺘﻤﺤﻮﺭ ﻣﻌﻈﻤﻬﺎ ﺣﻮﻝ ﺛﻼﺛﺔ ﻋﻨﺎﺻﺮ ﺭﺋﻴﺴﻴﺔ ﻫﻲ ‪:‬‬ ‫‪ -١‬ﺑﻴﺎﻥ ﺍﻟﺮﺅﻳﺎ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻟﻠﻤﻨﻈﻤﺔ‪.‬‬ ‫‪ -٢‬ﺑﻴﺎﻥ ﻳﺸﲑ ﺇﱃ ﺍﻟﻘﻴﻢ ﺍﻷﺳﺎﺳﻴﺔ ﻟﻠﻤﻨﻈﻤﺔ‪.‬‬ ‫‪ -٣‬ﺑﻴﺎﻥ ﻳﺸﲑ ﺇﱃ ﺍﻟﻘﻮﻯ ﺍﻟﺪﺍﻓﻌﺔ ﻟﻠﻤﻨﻈﻤﺔ‪.‬‬ ‫‪ 12‬ﻣﻴﺎ وﺁﺧﺮون ‪ – ٢٠٠٧‬ﻣﺮﺟﻊ ﺳﺎﺑﻖ‬ ‫‪& jonese 13‬‬ ‫‪٢٠٠١ Hill‬‬ ‫‪١٢‬‬ ‫ﺗﻌﺘﱪ ﺍﻟﺮﺅﻳﺎ ﻋﻦ ﺍﳊﺎﻟﺔ ﺍﳌﺮﻏﻮﺑﺔ ﺍﻟﱵ ﺗﻮﺩ ﺍﳌﻨﻈﻤﺔ ﺃﻥ ﺗﻜﻮﻥ ﻋﻠﻴﻬﺎ ﰲ ﺍﳌﺴﺘﻘﺒﻞ ) ﺑﻌﺪ ﲬﺲ ﺳﻨﻮﺍﺕ ﺃﻭ ﻋﺸﺮﺓ ﺳـﻨﻮﺍﺕ‬ ‫ﻛﻤﺜﺎﻝ‪ (..‬ﻭﻣﻌﲎ ﻫﺬﺍ ﺇﻥ ﻧﺘﺎﺋﺞ ﺃﻧﺸﻄﺔ ﺻﻴﺎﻏﺔ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﱵ ﺗﺒﺪﺃ ﻣﻦ ﺍﻵﻥ ﺑﺄﺑﻌﺎﺩ ﺯﻣﻨﻴﺔ ﳐﺘﻠﻔﺔ ) ﺍﳌﺪﻯ ﺍﻟﻘـﺼﲑ ‪،‬‬ ‫ﻭﺍﳌﺪﻯ ﺍﳌﺘﻮﺳﻂ ‪ ،‬ﻭﺍﳌﺪﻯ ﺍﻟﺒﻌﻴﺪ ( ﲝﻴﺚ ‪‬ﺪﻑ ﲟﺤﺼﻠﺘﻬﺎ ﺍﻟﻨﻬﺎﺋﻴﺔ ﺇﱃ ﲢﻘﻴﻖ ﺍﻟﺮﺅﻳﺔ ﺿﻤﻦ ﺍﳋﻂ ﺍﻟـﺰﻣﲏ ﺍﶈـﺪﺩ ﰲ‬ ‫ﺍﻟﺘﺨﻄﻴﻂ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ‪ ،‬ﰲ ﺍﳌﻘﺎﺑﻞ ﺗﻌﱪ ﺍﻟﺮﺳﺎﻟﺔ ﻋﻦ ﺍﻟﺴﺒﺐ ﺍﻟﺬﻱ ﻧﺸﺄﺕ ﻣﻦ ﺍﺟﻠﻪ ﻭﲢﺪﺩ ﻧﻄﺎﻕ ﻋﻤﻠـﻬﺎ ﻭﻧﻄـﺎﻕ‬ ‫ﻋﻤﻠﻴﺎ‪‬ﺎ ﻣﻦ ﺣﻴﺚ ﺍﻟﺪﻭﺭ ﺍﻟﺬﻱ ﺗﺆﺩﻳﻪ ﻭﺍﳋﺪﻣﺎﺕ ﺍﻟﱵ ﺗﻘﺪﻣﻬﺎ ﻭﺍﻟﻨﻄﺎﻕ ﺍﳉﻐﺮﺍﰲ ﻟﻌﻤﻠﻴﺎ‪‬ﺎ ‪.‬‬ ‫ﺃ‪ -‬ﺍﻷﺑﻌﺎﺩ ﺍﻟﱵ ﺗﺘﻀﻤﻨﻬﺎ ﺍﻟﺮﺳﺎﻟﺔ‪:‬‬ ‫ ﺍﳉﻬﺎﺕ ﺍﳌﺴﺘﻬﺪﻓﺔ‪.‬‬ ‫ ﺍﳋﺪﻣﺎﺕ ﺍﻟﱵ ﺗﻘﺪﻣﻬﺎ ﺍﳌﻨﻈﻤﺔ‪.‬‬ ‫ ﺍﻟﻨﻄﺎﻕ ﺍﳉﻐﺮﺍﰲ ﺍﻟﺬﻱ ﲣﺪﻣﻪ‪.‬‬ ‫ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﻭﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﳌﺴﺘﺨﺪﻣﺔ ﰲ ﺗﻘﺪﱘ ﺍﳋﺪﻣﺔ‪.‬‬ ‫ ﻧﻈﺮﺓ ﺍﳌﻨﻈﻤﺔ ﺇﱃ ﻧﻔﺴﻬﺎ‪.‬‬ ‫ ﺻﻮﺭﺓ ﺍﳌﻨﻈﻤﺔ ﰲ ﺃﺫﻫﺎﻥ ﺍﳉﻤﻬﻮﺭ‪.‬‬ ‫ﺑﻌﺪ ﺫﻟﻚ ﻳﺘﻢ ﺻﻴﺎﻏﺔ ﺭﺳﺎﻟﺔ ﺍﳌﺆﺳﺴﺔ ﲝﻴﺚ ﺗﻜﻮﻥ ﻣﻜﺘﻮﺑﺔ ﻭﳏﺪﺩﺓ ﻭﻋﺎﻣﺔ ﻭﻳﺘﻢ ﺇﻋﺪﺍﺩﻫﺎ ﻣﻦ ﻗﺒـﻞ ﺃﻋﻠـﻰ ﺳـﻠﻄﺔ ﰲ‬ ‫ﺍﳌﺆﺳﺴﺔ‪.‬‬ ‫ﺛﺎﻧﻴﺎ‪ :‬ﲢﺪﻳﺪ ﺍﻷﻫﺪﺍﻑ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ‪Strategic Objectives :‬‬ ‫ﺑﻌﺪ ﺍﻻﻧﺘﻬﺎﺀ ﻣﻦ ﲢﺪﻳﺪ ﺭﺳﺎﻟﺔ ﺍﳌﻨﻈﻤﺔ ﺗﺄﺗﻰ ﺍﳋﻄﻮﺓ ﺍﻟﺘﺎﻟﻴﺔ ﻭﻫﻰ ﻭﺿﻊ ﺍﻷﻫﺪﺍﻑ ﺍﻟﺮﺋﻴﺴﻴﺔ ﻟﻠﻤﻨﻈﻤﺔ ﻭﺍﻟﻐﺮﺽ ﻣﻦ ﻭﺿﻌﻬﺎ‬ ‫ﻫﻮ ﺍﻟﺘﺤﺪﻳﺪ ﺍﻟﺪﻗﻴﻖ ﳌﺎ ﳚﺐ ﻋﻤﻠﻪ ﺇﺫﺍ ﻣﺎ ﺭﻏﺒﺖ ﺍﳌﻨﻈﻤﺔ ﰲ ﲢﻘﻴﻖ ﺭﺳﺎﻟﺘﻬﺎ ‪.١٤‬‬ ‫ﺛﺎﻟﺜﺎ‪ :‬ﺍﻟﺘﺤﻠﻴﻞ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﻟﻠﺒﻴﺌﺔ ‪Strategic Analysis :‬‬ ‫ﻳﻘﺼﺪ ﺑﻌﻤﻠﻴﺔ ﺍﻟﺘﺤﻠﻴﻞ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﻟﻠﺒﻴﺌﺔ ﻣﺮﺍﺟﻌﻪ ﻛﻞ ﻣﻦ ﺍﻟﺒﻴﺌﺔ ﺍﳋﺎﺭﺟﻴﺔ ﺑﻐﺮﺽ ﺍﻟﺘﻌﺮﻑ ﻋﻠﻰ ﺃﻫﻢ ﺍﻟﺘﺤـﺪﻳﺎﺕ ﺍﻟـﱵ‬ ‫ﺗﻮﺍﺟﻪ ﺍﳌﻨﻈﻤﺔ ‪ ،‬ﻭﺍﻟﺒﻴﺌﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ﺑﻐﺮﺽ ﺍﻟﺘﻌﺮﻑ ﻋﻠﻰ ﺃﻫﻢ ﻧﻘﺎﻁ ﺍﻟﻀﻌﻒ ﻭﺍﻟﻘﻮﺓ ﰲ ﺍﳌﻨﻈﻤﺔ ‪ ،‬ﻭﳚﺐ ﺇﻥ ﺗﻜﻮﻥ ﻫـﺬﻩ‬ ‫‪ 14‬أﺑﻮ ﻧﺎﻋﻢ ‪١٩٩٣‬‬ ‫‪١٣‬‬ ‫ﺍﻟﻌﻤﻠﻴﺔ ﻣﺴﺘﻤﺮﺓ ﻟﻜﻲ ﲣﺪﻡ ﻋﻤﻠﻴﺔ ﺗﺼﻤﻴﻢ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ‪١٥‬ﻭﺗﺼﻨﻒ ﻋﻤﻠﻴﺔ ﺍﻟﺘﺤﻠﻴﻞ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﺇﱃ ﺛﻼﺛﺔ ﻣـﺴﺘﻮﻳﺎﺕ‬ ‫ﻫﻲ ‪:‬‬ ‫ﺍﳌﺴﺘﻮﻯ ﺍﻷﻭﻝ ‪ :‬ﻭﻳﺘﻀﻤﻦ ﻋﻮﺍﻣﻞ ﺍﻟﺒﻴﺌﺔ ﺍﳋﺎﺭﺟﻴﺔ ﺍﻟﻌﺎﻣﺔ ‪.‬‬ ‫ﺍﳌﺴﺘﻮﻯ ﺍﻟﺜﺎﻟﺚ‪:‬ﻭﻳﺘﻀﻤﻦ ﻋﻮﺍﻣﻞ ﺍﻟﺒﻴﺌﺔ ﺍﳋﺎﺭﺟﻴﺔ ﺍﳋﺎﺻﺔ ) ﺑﻴﺌﺔ ﺍﻟﻨﺸﺎﻁ (‪.‬‬ ‫ﺍﳌﺴﺘﻮﻯ ﺍﻟﺜﺎﻟﺚ ‪ :‬ﻭﻳﺘﻀﻤﻦ ﻋﻮﺍﻣﻞ ﺍﻟﺒﻴﺌﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ‪.‬‬ ‫ﻋﻤﻠﻴﺔ ﺍﻟﺘﺤﻠﻴﻞ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﻟﻠﺒﻴﺌﺔ ﺍﳋﺎﺭﺟﻴﺔ ﻭﺗﺘﻀﻤﻦ ﺍﳋﻄﻮﺍﺕ ﺍﻟﺮﺋﻴﺴﻴﺔ ﺍﻟﺘﺎﻟﻴﺔ ‪:‬‬ ‫‪ -١‬ﺍﺧﺘﻴﺎﺭ ﺍﳌﺘﻐﲑﺍﺕ ﺍﻟﺒﻴﺌﻴﺔ ﺍﻟﺮﺋﻴﺴﻴﺔ ‪.‬‬ ‫‪ -٢‬ﺍﺧﺘﻴﺎﺭ ﺍﳌﺼﺎﺩﺭ ﺍﻟﺮﺋﻴﺴﻴﺔ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻴﺌﻴﺔ ‪.‬‬ ‫‪ -٣‬ﺍﻟﺘﻨﺒﺆ ﺑﺎﳌﺘﻐﲑﺍﺕ ﺍﻟﺒﻴﺌﻴﺔ ﺍﻟﺮﺋﻴﺴﻴﺔ ‪.‬‬ ‫‪ -٤‬ﺗﻘﻴﻴﻢ ﺍﻟﻔﺮﺹ ﻭﺍﻟﺘﻬﺪﻳﺪﺍﺕ ﺍﳌﺘﺎﺣﺔ ﺃﻣﺎﻡ ﺍﳌﻨﻈﻤﺔ ‪. ١٦‬‬ ‫ﻋﻤﻠﻴﺔ ﺍﻟﺘﺤﻠﻴﻞ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﻟﻠﺒﻴﺌﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻳﺘﻄﻠﺐ ﲢﻘﻴﻖ ﻓﻌﺎﻟﻴﺔ ﺗﺼﻤﻴﻢ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺇﺟﺮﺍﺀ ﲢﻠﻴﻞ ﺍﺳﺘﺮﺍﺗﻴﺠﻲ ﻣﻌﻤـﻖ‬ ‫ﻟﻠﺒﻴﺌﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻟﻠﻤﻨﻈﻤﺔ ﻭﳝﺮ ﻫﺬﺍ ﺍﻟﺘﺤﻠﻴﻞ ﲞﻄﻮﺗﲔ ﺭﺋﻴﺴﻴﺘﲔ ﳘﺎ‪:‬‬ ‫ﺃﻭ ﹰﻻ ‪ –:‬ﲢﺪﻳﺪ ﺟﻮﺍﻧﺐ ﺍﻟﻘﻮﺓ ﻭﺍﻟﻀﻌﻒ ‪.‬‬ ‫ﺛﺎﻧﻴﹰﺎ ‪ -:‬ﺗﻘﻴﻴﻢ ﺟﻮﺍﻧﺐ ﺍﻟﻘﻮﺓ ﻭﺍﻟﻀﻌﻒ ﻟﻠﻤﻨﻈﻤﺔ ‪. ١٧‬‬ ‫*ﻣﺜﺎﻝ ﻋﻠﻰ ﲢﻠﻴﻞ ﺍﻟﺒﻴﺌﺔ ﺍﳋﺎﺭﺟﻴﺔ ‪:‬‬ ‫ﺍﳌﺨﺎﻃﺮ ﻭﺍﻟﻔﺮﺹ‬ ‫ﺍﳌﺨﺎﻃﺮ ‪:‬‬ ‫‪ -١‬ﺇﻟﻐﺎﺀ ﺍﻟﺪﻋﻢ ﺍﳊﻜﻮﻣﻲ‬ ‫‪ -٢‬ﺗﻐﲑ ﰲ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﻟﻌﻤﻞ‬ ‫ﺍﻷﺛﺮ‬ ‫‪٢٠‬‬ ‫‪٩٥‬‬ ‫‪ 15‬اﻟﻌﺎرف ‪ – ٢٠٠٠‬ﻣﺮﺟﻊ ﺳﺎﺑﻖ‬ ‫‪ 16‬اﻟﻤﺎﺿﻲ ‪٢٠٠٣‬‬ ‫‪ 17‬ﻣﺎهﺮ ‪١٩٩٦‬‬ ‫‪١٤‬‬ ‫ﺍﺣﺘﻤﺎﻝ ﺍﳊﺪﻭﺙ‬ ‫‪٤٠‬‬ ‫‪٩٥‬‬ ‫ﺍﳌﺨﺎﻃﺮ‬ ‫‪٨٠٠‬‬ ‫‪٩٠٢٥‬‬ ‫‪-٣‬‬ ‫‪-٤‬‬ ‫‪-٥‬‬ ‫‪-٦‬‬ ‫ﺍﺭﺗﻔﺎﻉ ﺃﺳﻌﺎﺭ ﺍﳌﻮﺍﺩ‬ ‫ﺍﺭﺗﻔﺎﻉ ﺃﺳﻌﺎﺭ ﺍﻟﻄﺎﻗﺔ‬ ‫ﺩﺧﻮﻝ ﻣﻨﺎﻓﺴﻮﻥ ﺟﺪﻳﺪ‬ ‫ﺗﺪﻫﻮﺭ ﰲ ﺗﻔﻀﻴﻞ ﺍﳌﺴﺘﻬﻠﻜﲔ ﳌﻨﺘﺠﺎﺕ ﺍﳌﻨﻈﻤﺔ‬ ‫ﺍ‪‬ﻤﻮﻉ‬ ‫‪٢٠‬‬ ‫‪٣٥‬‬ ‫‪٦٠‬‬ ‫‪٨٠‬‬ ‫‪٣١٠‬‬ ‫‪٦٠‬‬ ‫‪٣٠‬‬ ‫‪٢٠‬‬ ‫‪٦٥‬‬ ‫‪٣١٠‬‬ ‫‪١٢٠٠‬‬ ‫‪١٠٥٠‬‬ ‫‪١٢٠٠‬‬ ‫‪٥٢٠٠‬‬ ‫‪١٨٤٧٥‬‬ ‫ﺍﻟﻔﺮﺹ‪:‬‬ ‫‪ -٧‬ﺗﻮﻓﺮ ﻣﺼﺎﺩﺭ ﺍﻟﺘﻤﻮﻳﻞ‬ ‫‪ -٨‬ﻣﺮﻛﺰ ﻗﻴﺎﺩﻱ ﰲ ﺍﻟﺴﻮﻕ‬ ‫‪ -٩‬ﺧﺮﻭﺝ ﻣﻨﺎﻓﺴﻮﻥ ﻣﻦ ﺍﻟﺴﻮﻕ‬ ‫‪ ٨‬ﺯﻳﺎﺩﺓ ﻋﺪﺩ ﺍﻟﺴﻜﺎﻥ‬ ‫‪ -١١‬ﺍﺳﺘﻘﺮﺍﺭ ﺳﻮﻕ ﺍﻟﻨﻘﺪ ﺍﻷﺟﻨﱯ‬ ‫‪٨٠‬‬ ‫‪٣٠‬‬ ‫‪٩٠‬‬ ‫‪٨٥‬‬ ‫‪٢٠‬‬ ‫‪٧٥‬‬ ‫‪٦٨٠٠‬‬ ‫‪٦٠٠‬‬ ‫‪٦٧٥٠‬‬ ‫‪١٥‬‬ ‫‪٤٠‬‬ ‫‪٣٠‬‬ ‫‪٤٠‬‬ ‫‪١٢٠٠‬‬ ‫‪١٦٠٠‬‬ ‫ﺍ‪‬ﻤﻮﻉ‬ ‫‪٢٥٥‬‬ ‫‪٥٠٥‬‬ ‫‪١٦٩٥٠‬‬ ‫*ﻣﺜﺎﻝ ﻋﻠﻰ ﲢﻠﻴﻞ ﺍﻟﺒﻴﺌﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ‪:‬‬ ‫ﺍﻧﻈﺮ ﺍﳉﺪﻭﻝ ﰲ ﺍﻟﺼﻔﺤﺔ ﺍﻟﺘﺎﻟﻴﺔ‬ ‫ﺃﳘﻴﺔ ﺍﻟﻌﻨﺼﺮ‬ ‫ﻧﻘﺎﻁ ﺍﻟﻘﻮﺓ ﻭﺍﻟﻀﻌﻒ‬ ‫‪ -١‬ﻣﺮﻛﺰ ﻣﺎﱄ ﻗﻮﻯ‬ ‫‪ -٢‬ﻃﺎﻗﺔ ﺇﻧﺘﺎﺟﻴﺔ ﺟﻴﺪﻩ‬ ‫‪ -٣‬ﺗﻜﺎﻟﻴﻒ ﺇﻧﺘﺎﺝ ﻣﻨﺨﻔﻀﺔ‬ ‫‪ -٤‬ﺑﺮﺍﺀﺍﺕ ﺍﺧﺘﺮﺍﻉ ﺟﺪﻳﺪﺓ‬ ‫‪ -٥‬ﻧﻈﺎﻡ ﺭﻗﺎﰊ ﺟﻴﺪ‬ ‫ﺍﺣﺘﻤﺎﻝ ﺍﳊﺪﻭﺙ‬ ‫‪٦٠‬‬ ‫‪٧٠‬‬ ‫‪٣٠‬‬ ‫‪٩٠‬‬ ‫‪٢٠‬‬ ‫‪١٥‬‬ ‫ﺍﻷﺛﺮ‬ ‫‪٧٠‬‬ ‫‪٨٠‬‬ ‫‪٢٥‬‬ ‫‪٨٥‬‬ ‫‪٧٠‬‬ ‫ﻧﻘﺎﻁ ﺍﻟﻘﻮﺓ ﻭﺍﻟﻀﻌﻒ‬ ‫‪٤٢٠٠‬‬ ‫‪٥٦٠٠‬‬ ‫‪١٠٠٠‬‬ ‫‪٧٦٥٠‬‬ ‫‪١٤٠٠‬‬ ‫*ﻣﺼﻔﻮﻓﺔ ﺍﻟﻌﻨﺎﺻﺮ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ‪:‬‬ ‫ﺍﻟﻌﻨﺎﺻﺮ ﺍﻻﳚﺎﺑﻴﺔ‬ ‫ﺍﻟﻌﻨﺎﺻﺮ ﺍﻟﺴﻠﺒﻴﺔ‬ ‫ﺍﻟﺒﻴﺌﺔ ﺍﳋﺎﺭﺟﻴﺔ‬ ‫ﺍﻟﻔﺮﺹ ﺍﳌﺘﺎﺣﺔ‬ ‫ﺍﳌﺨﺎﻃﺮ ﺃﻭ ﺍﻟﺘﻬﺪﻳﺪﺍﺕ‬ ‫ﺍﻟﺒﻴﺌﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ‬ ‫ﻋﻮﺍﻣﻞ ﺍﻟﻘﻮﺓ‬ ‫ﻋﻮﺍﻣﻞ ﺍﻟﻀﻌﻒ‬ ‫*ﳎﻤﻮﻋﺔ ﺍﻟﻌﻨﺎﺻﺮ ﰲ ﺍﻟﺒﻴﺌﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ‪:‬‬ ‫• ﻋﻮﺍﻣﻞ ﺍﻟﻘﻮﺓ‪ :‬ﳎﻤﻮﻋﺔ ﺍﳌﻌﻄﻴﺎﺕ ﰲ ﺍﻟﺒﻴﺌﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ﺍﻟﱵ ﺗﺴﺎﻋﺪ ﺍﳌﻨﻈﻤﺔ ﻋﻠﻰ ﺍﻏﺘﻨﺎﻡ ﺍﻟﻔﺮﺹ ﺍﳌﺘﺎﺣـﺔ ﻭﺗﺮﻓـﻊ‬ ‫ﻣﺴﺘﻮﻯ ﻛﻔﺎﺀ‪‬ﺎ ﻭﻓﺎﻋﻠﻴﺘﻬﺎ ﰲ ﻣﻮﺍﺟﻬﺔ ﺍﳌﺨﺎﻃﺮ ﰲ ﺍﻟﺒﻴﺌﺔ ﺍﳋﺎﺭﺟﻴﺔ‬ ‫• ﻋﻮﺍﻣﻞ ﺍﻟﻀﻌﻒ‪ :‬ﳎﻤﻮﻋﺔ ﺍﳌﻌﻄﻴﺎﺕ ﰲ ﺍﻟﺒﻴﺌﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ﺍﻟﱵ ﺗﻘﻠﻞ ﻣﻦ ﻗﺪﺭﺓ ﺍﳌﻨﻈﻤﺔ ﻋﻠﻰ ﺍﻏﺘﻨﺎﻡ ﺍﻟﻔﺮﺹ ﺍﳌﺘﺎﺣﺔ‬ ‫ﺃﻭ ﻣﻮﺍﺟﻬﺔ ﺍﳌﺨﺎﻃﺮ ﰲ ﺍﻟﺒﻴﺌﺔ ﺍﳋﺎﺭﺟﻴﺔ‬ ‫*ﳎﻤﻮﻋﺔ ﺍﻟﻌﻨﺎﺻﺮ ﰲ ﺍﻟﺒﻴﺌﺔ ﺍﳋﺎﺭﺟﻴﺔ ‪:‬‬ ‫• ﺍﻟﻔﺮﺹ ﺍﳌﺘﺎﺣﺔ ‪ :‬ﳎﻤﻮﻋﺔ ﺍﳌﻌﻄﻴﺎﺕ ﺍﻻﳚﺎﺑﻴﺔ ﺍﳌﺘﺎﺣﺔ ﰲ ﺍﻟﺒﻴﺌﺔ ﺍﳋﺎﺭﺟﻴﺔ ﺍﻟﱵ ﻣﻦ ﻗﺪﺭﺓ ﺍﳌﻨﻈﻤﺔ ﺗﺴﺘﻐﻠﻬﺎ ﻭﻳﺆﺩﻯ‬ ‫ﺍﺳﺘﻐﻼﳍﺎ ﺇﱃ ﺭﻓﻊ ﻣﺴﺘﻮﻯ ﺍﻷﺩﺍﺀ‬ ‫• ﺍﻟﺘﻬﺪﻳﺪﺍﺕ‬ ‫‪ /‬ﺍﳌﺨﺎﻃﺮ‪ :‬ﳎﻤﻮﻋﺔ ﺍﳌﻌﻄﻴﺎﺕ ﺍﻟﺴﻠﺒﻴﺔ ﰲ ﺍﻟﺒﻴﺌﺔ ﺍﳋﺎﺭﺟﻴﺔ ﺍﻟﱵ ﲢﺪ ﻣﻦ ﻗﺪﺭﺓ ﺍﳌﻨﻈﻤﺔ ﻋﻠﻰ ﺍﻏﺘﻨﺎﻡ‬ ‫ﺍﻟﻔﺮﺹ ﺍﳌﺘﺎﺣﺔ ﺑﺎﳌﺴﺘﻮﻯ ﺍﳌﻄﻠﻮﺏ ﻣﻦ ﺍﻟﻜﻔﺎﺀﺓ ﻭﺍﻟﻔﺎﻋﻠﻴﺔ‪.‬‬ ‫ﺭﺍﺑﻌﹰﺎ – ﺻﻴﺎﻏﺔ ﺍﻷﻫﺪﺍﻑ ﺍﻟﻌﺎﻣﺔ ﻟﻠﻤﺆﺳﺴﺎﺕ ﻭﺍﻻﺧﺘﻴﺎﺭ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ‪Strategic Choice :‬‬ ‫ﺇﻥ ﲢﻘﻴﻖ ﺍﻷﻫﺪﺍﻑ ﻫﻮ ﺍﻟﺴﺒﻴﻞ ﻟﺘﺤﻘﻴﻖ ﺍﳌﺆﺳﺴﺔ ﻟﺮﺳﺎﻟﺘﻬﺎ ﻭﻋﻠﻰ ﺿﻮﺀ ﺭﺳﺎﻟﺔ ﺍﳌﺆﺳﺴﺔ ﺍﻟﱵ ﺗﺘـﻀﻤﻦ ﺍﻹﻃـﺎﺭ ﺍﻟﻌـﺎﻡ‬ ‫ﻷﻫﺪﺍﻑ ﺍﳌﺆﺳﺴﺔ ﻛﻜﻞ ﻭﺍﻧﻄﻼﻗﺎ ﻣﻦ ﺍﻟﺘﺤﻠﻴﻞ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﻟﻠﻤﺆﺳﺴﺔ ﳚﺐ ﺃﻥ ﺗﻘﻮﻡ ﺍﳌﺆﺳﺴﺔ ﺑﺘﺤﺪﻳﺪ ﺃﻫﺪﺍﻓﻬﺎ ﺍﻟﻌﺎﻣﺔ‬ ‫ﻭﺍﻟﺘﻔﺼﻴﻠﻴﺔ ‪.‬‬ ‫‪١٦‬‬ ‫ﻭﺃﻫﺪﺍﻑ ﺍﳌﺆﺳﺴﺔ ﻫﻲ ﺍﻟﻨﺘﺎﺋﺞ ﺍﻟﻨﻬﺎﺋﻴﺔ ﺍﻟﱵ ﺗﺮﻏﺐ ﺍﳌﺆﺳﺴﺔ ﰲ ﲢﻘﻴﻘﻬﺎ ﻣﻦ ﺧﻼﻝ ﺍﻟﻨﺸﺎﻃﺎﺕ ﺍﻟﱵ ﲤﺎﺭﺳﻬﺎ ﻭﺍﻟﻌﻤﻠﻴـﺎﺕ‬ ‫ﺍﻟﱵ ﺗﻘﻮﻡ ‪‬ﺎ ‪ ،‬ﺣﻴﺚ ﻳﺴﻌﻰ ﺍﳌﺨﻄﻂ ﻟﻨﻘﻞ ﺍﻟﺸﺮﻃﺔ ﻣﻦ ﺍﳌﻮﻗﻒ ﺍﳊﺎﱄ ﺇﱃ ﺍﳌﻮﻗﻒ ﺍﳌﺮﻏﻮﺏ‪ ،‬ﻭﲢﺪﺩ ﺍﻷﻫﺪﺍﻑ ﻣﺎﺫﺍ ﳚﺐ‬ ‫ﺃﻥ ﺗﻔﻌﻞ ؟ ﻭﻣﱴ ﻳﺘﻢ ﻫﺬﺍ ﺍﻟﻔﻌﻞ ؟‬ ‫ﻭﻳﺘﻜﻮﻥ ﺍﳍﺪﻑ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﻣﻦ ﺛﻼﺛﺔ ﺇﺑﻌﺎﺩ ‪:‬‬ ‫ﺃﻫﺪﺍﻑ ﻗﺼﲑﺓ ﺍﳌﺪﻯ ﻳﺘﻮﻗﻊ ﺍﳒﺎﺯﻫﺎ ﺧﻼﻝ ﻋﺎﻡ ﻭﺍﺣﺪ ‪ ،‬ﻭﺃﻫﺪﺍﻑ ﻣﺘﻮﺳﻄﺔ ﺍﳌﺪﻯ ﻳﺘﻮﻗﻊ ﺍﳒﺎﺯﻫﺎ ﺧﻼﻝ ﻓﺘﺮﻩ ﺯﻣﻨﻴﺔ ﻣﻦ‬ ‫ﻋﺎﻣﲔ ﺇﱃ ﲬﺴﻪ ﺃﻋﻮﺍﻡ ‪ ،‬ﻭﺃﻫﺪﺍﻑ ﺑﻌﻴﺪﺓ ﺍﳌﺪﻯ ﻳﺘﻮﻗﻊ ﺍﳒﺎﺯﻫﺎ ﺧﻼﻝ ﻓﺘﺮﺓ ﺯﻣﻨﻴﺔ ﺗﺰﻳﺪ ﻋﻠﻰ ﲬﺲ ﺳﻨﻮﺍﺕ ﻭﻗﺪ ﺗﺼﻞ ﺇﱃ‬ ‫ﻋﺸﺮﻳﻦ ﺳﻨﻪ ﺃﻭ ﺃﻛﺜﺮ ﺣﺴﺐ ﺍﻟﻔﺘﺮﺓ ﺍﻟﺰﻣﻨﻴﺔ ﺍﶈﺪﺩﺓ ﻻﳒﺎﺯ ﺍﳋﻄﺔ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ‪.‬‬ ‫ﻭﺍﻧﻄﻼﻗﺎ ﳑﺎ ﺗﻘﺪﻡ ﻓﺈﻥ ﺍ‪‬ﺎﻻﺕ ﺍﻟﱵ ﳚﺐ ﲢﺪﻳﺪ ﺍﻷﻫﺪﺍﻑ ﻓﻴﻬﺎ ﺗﺸﻤﻞ‪:‬‬ ‫‪-١‬ﺍﻟﺮﲝﻴﺔ ‪ :‬ﳚﺐ ﺇﻥ ﺗﺸﲑ ﺍﳌﻨﻈﻤﺔ ﺇﱃ ﻣﺴﺘﻮﻯ ﺍﻟﺮﲝﻴﺔ ﺍﻟﺬﻱ ﺗﺴﻌﻰ ﺍﳌﺆﺳﺴﺔ ﺇﱃ ﲢﻘﻴﻘﻪ‪.‬‬ ‫‪ -٢‬ﻭﺿﻌﻴﺔ ﺍﳌﻨﻈﻤﺔ ﰲ ﺍﻟﺴﻮﻕ ‪ :‬ﳚﺐ ﺇﻥ ﻳﺸﲑ ﺍﺣﺪ ﺃﻫﺪﺍﻓﻬﺎ ﺇﱃ ﺍﳌﺮﻛﺰ ﺍﻟﺬﻱ ﺗﺴﻌﻰ ﻻﺣﺘﻼﻟﻪ‬ ‫ﺑﺎﻟﻨﺴﺒﺔ ﺇﱃ ﻣﻨﺎﻓﺴﻴﻬﺎ‪.‬‬ ‫‪ – ٣‬ﺗﻘﺪﱘ ﺍﳉﺪﻳﺪ ﺇﱃ ﺍﳌﺴﺘﻬﻠﻜﲔ ‪ :‬ﳚﺐ ﺇﻥ ﻳﺸﲑ ﺍﺣﺪ ﺃﻫﺪﺍﻓﻬﺎ ﺇﱃ ﻣﺎ ﺗـﺴﻌﻰ ﺇﱃ ﲢﻘﻴﻘـﻪ ﰲ ﳎـﺎﻝ ﺍﳌﻨﺘﺠـﺎﺕ‬ ‫ﻭﺍﳋﺪﻣﺎﺕ ﺍﳉﺪﻳﺪﺓ‪.‬‬ ‫‪-٤‬ﺍﻹﻧﺘﺎﺟﻴﺔ ‪ :‬ﻭﻫﻰ ﻣﻘﺪﺍﺭ ﺍﳌﻨﺘﺠﺎﺕ ﺍﻟﱵ ﺗﺴﻌﻰ ﺇﱃ ﺇﻧﺘﺎﺟﻬﺎ ﺑﺎﳌﻘﺎﺭﻧﺔ ﻣﻊ ﺍﳌﻮﺍﺭﺩ ﺍﳌﺴﺘﺨﺪﻣﺔ ﰲ ﻋﻤﻠﻴﺔ ﺍﻹﻧﺘﺎﺝ‪.‬‬ ‫‪-٥‬ﺣﺠﻢ ﺍﳌﻮﺍﺭﺩ ﺍﳌﺴﺘﺨﺪﻣﺔ ﻣﻦ ﻗﺒﻞ ﺍﳌﻨﻈﻤﺔ ‪ :‬ﻭﻫﻰ ﺍﳌﺒﺎﻟﻎ ﺍﻟﻨﺴﺒﻴﺔ ﺍﳌﻄﻠﻮﺏ ﺇﻧﻔﺎﻗﻬﺎ ﻟﻠﺤﺼﻮﻝ ﻋﻠﻰ ﳐﺘﻠﻒ ﺍﳌـﻮﺍﺭﺩ‬ ‫ﺍﻟﱵ ﲢﺘﺎﺝ ﺇﻟﻴﻬﺎ ﺍﳌﺆﺳﺴﺔ ﻣﺜﻞ ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ﻭﺍﳌﺨﺰﻭﻥ ﻭﺍﻵﻻﺕ ﻭﺍﻷﺟﻬﺰﺓ ﻭﺍﻟﻨﻘﺪ ‪ ،‬ﺣﻴﺚ ﻳـﺸﲑ ﺃﺣـﺪ ﺃﻫـﺪﺍﻑ‬ ‫ﺍﳌﺆﺳﺴﺔ ﺇﱃ ﺍﻟﻘﻴﻤﺔ ﺍﻟﻨﺴﺒﻴﺔ ﻟﻜﻞ ﻣﻦ ﻫﺬﻩ ﺍﳌﻮﺟﻮﺩﺍﺕ ﺍﻟﱵ ﳚﺐ ﺃﻥ ﺗﻜﻮﻥ ﻣﺘﺎﺣﺔ ﻟﻠﻤﺆﺳﺴﺔ ‪.‬‬ ‫‪-٦‬ﺗﻄﻮﺭ ﺃﺩﺍﺀ ﺍﳌﺴﺌﻮﻟﲔ ﰲ ﺍﳌﻨﻈﻤﺔ ‪ :‬ﻭﻫﺬﺍ ﻳﻌﲎ ﻧﻮﻋﻴﺔ ﺗﻄﻮﺭ ﺍﻷﺩﺍﺀ ﺍﻹﺩﺍﺭﻱ ﻟﻜﻞ ﻣﻦ ﺍﳌﺴﺌﻮﻟﲔ ﰲ ﺍﳌﺆﺳﺴﺔ ﺣﻴـﺚ‬ ‫ﳚﺐ ﺃﻥ ﺗﻀﻊ ﺍﳌﻨﻈﻤﺔ ﻫﺪﻓﹰﺎ ﰲ ﻫﺬﺍ ﺍ‪‬ﺎﻝ ﺗﺴﻌﻰ ﺑﺸﻜﻞ ﺟﺎﺩ ﺇﱃ ﲢﻘﻴﻘﻪ‪.‬‬ ‫‪١٧‬‬ ‫‪-٧‬ﺗﻄﻮﺭ ﺃﺩﺍﺀ ﺍﻟﻌﺎﻣﻠﲔ ‪ :‬ﻭﻳﻌﲎ ﻧﻮﻋﻴﺔ ﺃﺩﺍﺀ ﺍﻟﻌﺎﻣﻠﲔ ﰲ ﺍﳌﺴﺆﻭﻟﻴﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺍﻟﺪﻧﻴﺎ ﻭﺷﻌﻮﺭﻫﻢ ﲡﺎﻩ ﻋﻤﻠﻬﻢ ‪ ،‬ﻟﺬﺍ ﳚﺐ‬ ‫ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﻭﺿﻊ ﺃﻫﺪﺍﻑ ﰲ ﻫﺬﺍ ﺍ‪‬ﺎﻝ ﻷﻧﻪ ﻳﺆﺩﻯ ﺇﱃ ﲢﻘﻴﻖ ﳒﺎﺡ ﻭﺗﻘﺪﻡ ﺍﳌﺆﺳﺴﺔ ‪.‬‬ ‫‪-٨‬ﺍﳌــﺴﺆﻭﻟﻴﺔ ﺍﻻﺟﺘﻤﺎﻋﻴــﺔ ‪ :‬ﻭﻳﻌــﲎ ﻣــﺴﺆﻭﻟﻴﺔ ﺍﳌﺆﺳــﺴﺔ ﻋﻠــﻰ ﺍﳌــﺴﺎﳘﺔ ﰲ ﺧﺪﻣــﺔ ﺍ‪‬ﺘﻤــﻊ‬ ‫ﺍﻟﺬﻱ ﺗﻌﻤﻞ ﻓﻴﻪ ﻻﺑﺪ ﻣﻦ ﻭﺿﻊ ﺃﻫﺪﺍﻑ ﰲ ﻫﺬﺍ ﺍ‪‬ﺎﻝ‪.‬‬ ‫‪-٩‬ﺗﻄﻮﻳﺮ ﺃﻧﻈﻤﺔ ﺍﳌﻨﻈﻤﺔ ‪ :‬ﻭﻳﻌﲎ ﺍﻟﺘﻨﻈﻴﻢ ﺍﻹﺩﺍﺭﻱ ﻭﺃﺩﻟﺔ ﻭﺳﻴﺎﺳﺎﺕ ﺍﻟﻌﻤﻞ ﻭﺇﺟﺮﺍﺀﺍﺗﻪ ﻭﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳـﺔ ‪،‬‬ ‫ﻭﻫﺬﺍ ﺍ‪‬ﺎﻝ ﺿﺮﻭﺭﻱ ﻟﻨﺠﺎﺡ ﺍﳌﺆﺳﺴﺔ ﻟﺬﺍ ﳚﺐ ﻭﺿﻊ ﺃﻫﺪﺍﻑ ﰲ ﻫﺬﺍ ﺍ‪‬ﺎﻝ ‪.‬‬ ‫ﻳﻘﺼﺪ ﺑﻌﻤﻠﻴﺔ ﺍﻻﺧﺘﻴﺎﺭ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ‪ :‬ﺍﻟﻌﻤﻠﻴﺔ ﺍﻟﱵ ﺗﺘﻀﻤﻦ ﺗﻜﻮﻳﻦ ﺍﻟﺒﺪﺍﺋﻞ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﰲ ﺿﻮﺀ ﺍﻟﺘﺤﻠﻴـﻞ ﺍﻟـﺪﺍﺧﻠﻲ‬ ‫ﻭﺍﳋﺎﺭﺟﻲ ﻟﻠﻤﻨﻈﻤﺔ ﻭﺗﻘﻴﻴﻢ ﺍﻟﺒﺪﺍﺋﻞ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻻﺧﺘﻴﺎﺭ ﻣﺎ ﻳﻨﺎﺳﺐ ﺃﻭﺿﺎﻉ ﺍﳌﻨﻈﻤـﺔ ﻭﳛﻘـﻖ ﺃﻫـﺪﺍﻓﻬﺎ ‪١٨‬ﻭﳝﻜـﻦ‬ ‫ﻟﻠﻤﻨﻈﻤﺎﺕ ﻋﻠﻰ ﺍﺧﺘﻼﻓﻬﺎ ﺃﻥ ﺗﺴﺘﺨﺪﻡ ﰲ ﺗﻮﻟﻴﺪ ﺍﻟﺒﺪﺍﺋﻞ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺃﺩﻭﺍﺕ ﻣﻬﻤﺔ ﻭﺿﺮﻭﺭﻳﺔ ﻣﻊ ﺍﻷﺧﺬ ﺑﻌﲔ ﺍﻻﻋﺘﺒﺎﺭ‬ ‫ﺃﻥ ﻧﺘﺎﺋﺠﻬﺎ ﳚﺐ ﺃﻥ ﺗﺆﺧﺬ ﲝﺬﺭ ‪ ١٩‬ﻭﺃﺷﻬﺮ ﻫﺬﻩ ﺍﻷﺩﻭﺍﺕ ﻭﺃﳘﻬﺎ ‪:‬‬ ‫ﺃ‪ -‬ﺃﺳﻠﻮﺏ ﲢﻠﻴﻞ ﺍﻷﻋﻤﺎﻝ ‪Business Portfolio Analysis.‬‬ ‫ﺏ‪-‬ﺃﺳﻠﻮﺏ ﳏﻔﻈﺔ ﺍﻟﻜﻔﺎﺀﺍﺕ ﺍﻷﺳﺎﺳﻴﺔ ﻭﻣﺼﻔﻮﻓﺔ ‪ : SWOT:‬ﻣﺼﻔﻮﻓﺔ ﺍﳌﻼﺋﻤﺔ ﺑـﲔ ﻋﻨﺎﺻـﺮ ﺍﻟﻘـﻮﺓ‬ ‫ﻭﺍﻟﻀﻌﻒ ﻭﺍﻟﻔﺮﺹ ﻭﺍﻟﺘﻬﺪﻳﺪﺍﺕ‪.‬‬ ‫ﻭﺗﺸﻤﻞ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﻣﺎ ﻳﻠﻲ ‪:‬‬ ‫‪ -١‬ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﳌﺆﺳﺴﻴﺔ ) ‪ : ( corporate strategy‬ﺍﻟﱵ ﺗﺼﻒ ﺗﻮﺟﻪ ﺍﳌﺆﺳﺴﺔ ﺍﻟﺮﺋﻴﺴﻲ ﲟـﺎ ﰲ‬ ‫ﺫﻟﻚ ﺍﲡﺎﻩ ﺍﻟﻨﻤﻮ ﻓﻴﻬﺎ ﻭﻭﺻﻒ ﳋﻄﻮﻁ ﺍﻹﻧﺘﺎﺝ ﺍﻟﱵ ‪‬ﺪﻑ ﺇﱃ ﲢﻘﻴﻖ ﺍﻻﺳﺘﻘﺮﺍﺭ ﻭﺍﻟﻨﻤﻮ ﻭﺍﻟﺘﻄﻮﺭ‪.‬‬ ‫ﻭﺗﻘﻮﻡ ﻫﺬﻩ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻋﻠﻰ ﺛﻼﺛﺔ ﺩﻋﺎﺋﻢ ﻫﻲ‪:‬‬ ‫ﺃ‪ -‬ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﻨﻤﻮ ‪Growth strategy‬‬ ‫ﺏ‪ -‬ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﺳﺘﻘﺮﺍﺭ ﺍﻟﻨﺸﺎﻁ ‪toy strategy :‬‬ ‫ﺝ – ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺗﻘﻠﻴﺺ ﺍﻟﻨﺸﺎﻁ ‪Retrenchment Strategy :‬‬ ‫‪ 18‬ﻣﻴﺎ وﺁﺧﺮون ‪ – ٢٠٠٧‬ﻣﺮﺟﻊ ﺳﺎﺑﻖ‬ ‫‪ 19‬اﻟﻤﺎﺿﻲ ‪ – ٢٠٠٣‬ﻣﺮﺟﻊ ﺳﺎﺑﻖ‬ ‫‪١٨‬‬ ‫‪ -٢‬ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻷﻋﻤﺎﻝ ) ‪( Business strategy‬‬ ‫ﻭﺗﺸﻤﻞ ﻭﺣﺪﺍﺕ ﺍﻷﻋﻤﺎﻝ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺃﻭ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﳌﻨﺘﺞ ‪ ،‬ﲝﻴﺚ ﺗﺆﻛﺪ ﲢﺴﲔ ﺍﳌﻮﻗﻊ ﺍﻟﺘﻨﺎﻓﺴﻲ ﳌﻨﺘﺠـﺎﺕ‬ ‫ﺍﳌﻨﺸﺄﺓ ﺃﻭ ﺧﺪﻣﺎ‪‬ﺎ‪.‬‬ ‫‪ -٣‬ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﻮﻇﻴﻔﻴﺔ ) ‪( Functional Strategy‬‬ ‫ﺍﻟﱵ ﺗﺸﻤﻞ ﲢﻘﻴﻖ ﺃﻫﺪﺍﻑ ﻭﺣﺪﺍﺕ ﺍﳌﺆﺳﺴﺔ ﺑﺄﻛﱪ ﺇﻧﺘﺎﺟﻴﺔ ﻟﻠﻤﻮﺍﺭﺩ ﻭﺗﺘﻜﻮﻥ ﳑﺎ ﻳﻠﻲ‪:‬‬ ‫ﺃ‪ -‬ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﻨﻤﻮ ‪: Growth Strategy‬ﻭﺗﺸﻤﻞ ﻣﺎ ﻳﻠﻲ ‪:‬‬ ‫‪ -١‬ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﻜﺎﻣﻞ ﺍﻟﻌﻤﻮﺩﻱ ‪:Vertical integration strategy‬‬ ‫‪‬ﺪﻑ ﺇﱃ ﲢﻘﻴﻖ ﺍﻟﻨﻤﻮ ﻋﻦ ﻃﺮﻳﻖ ﺍﻟﺘﻜﺎﻣﻞ ﰲ ﻗﻨﺎﺓ ﺗﻮﺯﻳﻊ ﻣﻌﻴﻨﺔ ﻭﺫﻟﻚ ‪‬ﺪﻑ ﺍﳊﺼﻮﻝ ﻋﻠﻰ ﺭﻗﺎﺑﺔ ﺃﻛﺜﺮ ﰲ ﻗﻄﺎﻉ‬ ‫ﻣﻌﲔ‪ ،‬ﻭﻛﺬﻟﻚ ﻟﺰﻳﺎﺩﺓ ﺍﻹﺭﺑﺎﺡ ﻣﻦ ﺧﻼﻝ ﻛﻔﺎﺀﺓ ﺍﻛﱪ‪ ،‬ﻭﺗﺸﻤﻞ ﻣﺎ ﻳﻠﻲ‪:‬‬ ‫ ﺍﻟﺘﻜﺎﻣﻞ ﺍﳋﻠﻔﻲ ‪Backward Integration‬‬‫ﻳﺘﻢ ﰲ ﺣﺎﻝ ﻗﺎﻣﺖ ﺍﳌﺆﺳﺴﺔ ﺑﺸﺮﺍﺀ ﻣﺆﺳﺴﺎﺕ ﻣﻮﺭﺩﺓ ﻟﻠﻤﻮﺍﺭﺩ ﻭﺍﳌﻨﺘﺠﺎﺕ ﺍﻟﱵ ﺗﺘﻌﺎﻣﻞ ﻣﻌﻬﺎ ‪.‬‬ ‫‪-‬‬ ‫ﺍﻟﺘﻜﺎﻣﻞ ﺍﻷﻣﺎﻣﻲ ‪Forward Integration‬‬ ‫ﻳﺘﻢ ﰲ ﺣﺎﻝ ﻗﺎﻣﺖ ﺍﳌﺆﺳﺴﺔ ﺑﺸﺮﺍﺀ ﻣﺆﺳﺴﺎﺕ ﺃﺧﺮﻯ ﺍﻗﺮﺏ ﺇﱃ ﺍﳌﺴﺘﻬﻠﻜﲔ ﺃﻭ ﺍﳌﺴﺘﺨﺪﻣﲔ ﻟﻠﻤﻨﺘﺠﺎﺕ ﺍﻟﱵ ﺗﺘﻌﺎﻣﻞ‬ ‫‪‬ﺎ ‪ ،‬ﻣﺜﻞ ﻣﺆﺳﺴﺎﺕ ﺍﻟﺒﻴﻊ ﺑﺎﳉﻤﻠﺔ ﻭﻣﺆﺳﺴﺎﺕ ﺍﻟﺒﻴﻊ ﺑﺎﻟﺘﺠﺰﺋﺔ ‪.‬‬ ‫‪ -٢‬ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﻜﺎﻣﻞ ﺍﻷﻓﻘﻲ ‪Horizontal integration strategy‬‬ ‫‪‬ﺪﻑ ﺇﱃ ﲢﻘﻴﻖ ﺍﻟﻨﻤﻮ ﻋﻦ ﻃﺮﻳﻖ ﺷﺮﺍﺀ ﻣﺆﺳﺴﺎﺕ ﻣﻨﺎﻓﺴﺔ ﰲ ﻧﻔﺲ ﺍﻟﻨﺸﺎﻁ ﺃﻭ ﺍﻟﺴﻮﻕ‪ ،‬ﻭﻳـﺘﻢ ﺍﻋﺘﻤـﺎﺩ ﻫـﺬﻩ‬ ‫ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﰲ ﺇﺣﺪﻯ ﺍﳊﺎﻟﺘﲔ‪:‬‬ ‫‪ -‬ﺇﺫﺍ ﺃﺭﺍﺩﺕ ﺍﳌﺆﺳﺴﺔ ﺯﻳﺎﺩﺓ ﺣﺠﻤﻬﺎ ﻭﻣﺒﻴﻌﺎ‪‬ﺎ ﻭﺇﺭﺑﺎﺣﻬﺎ ﻭﺣﺼﺘﻬﺎ ﻣﻦ ﺍﻟﺴﻮﻕ‪.‬‬ ‫‪١٩‬‬ ‫ ﺇﺫﺍ ﻛﺎﻧﺖ ﺍﳌﺆﺳﺴﺔ ﺻﻐﲑﺓ ﺍﳊﺠﻢ ﻭﺗﻌﻤﻞ ﰲ ﻗﻄﺎﻉ ‪‬ﻴﻤﻦ ﻋﻠﻴﺔ ﻣﺆﺳﺴﺔ ﺃﻭ ﺑﻀﺎﺋﻊ ﻣﺆﺳﺴﺎﺕ ﻣﻨﺎﻓﺴﺔ ﻛﺒﲑﺓ‬‫ﺍﳊﺠﻢ‪.‬‬ ‫‪ -٣‬ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﻨﻮﻳﻊ ﺍﳌﺘﺮﺍﺑﻂ ‪Related Diversification strategy‬‬ ‫‪‬ﺪﻑ ﺇﱃ ﲢﻘﻴﻖ ﺍﻟﻨﻤﻮ ﻋﻦ ﻃﺮﻳﻖ ﺷﺮﺍﺀ ﻣﺆﺳﺴﺎﺕ ﻣﻦ ﻗﻄﺎﻋﺎﺕ ﺃﻭ ﻧﺸﺎﻃﺎﺕ ﳐﺘﻠﻔﺔ ﻭﻣﺘﻨﻮﻋـﺔ ﻭﺗﻜـﻮﻥ ﻟـﺪﻳﻬﺎ‬ ‫ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺗﺼﻨﻴﻊ ﻭﻣﻨﺘﺠﺎﺕ ﻭﻗﻨﻮﺍﺕ ﺗﻮﺯﻳﻊ ﺃﻭ ﺃﺳﻮﺍﻕ ﻣﺸﺎ‪‬ﺔ ﻟﻴﻠﻚ ﺍﻟﱵ ﻟﺪﻯ ﺍﳌﺆﺳﺴﺔ‪.‬‬ ‫‪-٤‬ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﻨﻮﻳﻊ ﻏﲑ ﺍﳌﺘﺮﺍﺑﻂ ‪Unrelated Diversification strategy‬‬ ‫‪‬ﺪﻑ ﺇﱃ ﲢﻘﻴﻖ ﺍﻟﻨﻤﻮ ﻋﻦ ﻃﺮﻳﻖ ﺷﺮﺍﺀ ﻣﺆﺳﺴﺎﺕ ﳜﺘﻠﻒ ﻧﺸﺎﻃﻬﺎ ﺍﺧﺘﻼﻓﺎ ﻛﻠﻴﺎ ﻋﻦ ﻧﺸﺎﻁ ﺍﳌﺆﺳـﺴﺔ‪ ،‬ﻭﻳـﺘﻢ‬ ‫ﺍﻋﺘﻤﺎﺩ ﻫﺬﻩ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﰲ ﺇﺣﺪﻯ ﺍﳊﺎﻻﺕ ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬ ‫ ﺇﺫﺍ ﻛﺎﻧﺖ ﺍﳌﺆﺳﺴﺔ ﺗﻌﻤﻞ ﰲ ﻗﻄﺎﻋﺎﺕ ﺑﻄﻴﺌﺔ ﺍﻟﻨﻤﻮ ﺑﻴﻨﻤﺎ ﺍﳌﺆﺳﺴﺎﺕ ﺍﻟﱵ ﺍﺷﺘﺮ‪‬ﺎ ﺗﻌﻤﻞ ﰲ ﻗﻄﺎﻋﺎﺕ ﺳﺮﻳﻌﺔ‬‫ﺍﻟﻨﻤﻮ ﳑﺎ ﻳﺆﺩﻯ ﺇﱃ ﺯﻳﺎﺩﺓ ﳕﻮﻫﺎ ‪.‬‬ ‫ ﺇﺫﺍ ﻛﺎﻥ ﺃﺩﻯ ﻧﺸﺎﻁ ﺍﳌﺆﺳﺴﺔ ﻓﺎﺋﺾ ﻧﻘﺪﻱ ‪ ،‬ﻭﲡﺪ ﺃﻥ ﺍﻻﺳﺘﺜﻤﺎﺭ ﰲ ﻗﻄﺎﻋﺎﺕ ﺃﺧﺮﻯ ﺳـﺮﻳﻌﺔ ﺍﻟﻨﻤـﻮ ﻫـﻮ‬‫ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻣﺮﲝﺔ ‪.‬‬ ‫ ﺇﺫﺍ ﺃﺭﺍﺩﺕ ﺍﳌﺆﺳﺴﺔ ﺗﻨﻮﻳﻊ ﻧﺸﺎﻃﺎ‪‬ﺎ ‪‬ﺪﻑ ﺗﻮﺯﻳﻊ ﺍﳌﺨﺎﻃﺮ ‪.‬‬‫ ﺇﺫﺍ ﻛﺎﻥ ﻟﺪﻳﻬﺎ ﻛﻔﺎﺀﺍﺕ ﺇﺩﺍﺭﻳﺔ ﻭ ﻣﻮﺍﺭﺩ ﻣﺎﻟﻴﺔ ﺃﻭ ﺗﻘﻨﻴﺔ ﺃﻭ ﻣﻬﺎﺭﺍﺕ ﺗﺴﻮﻳﻘﻴﺔ ﳝﻜﻦ ﺗﻄﺒﻴﻘﻬﺎ ﻋﻠﻰ ﻣﺆﺳـﺴﺎﺕ‬‫ﺿﻌﻴﻔﺔ ﰲ ﻗﻄﺎﻉ ﺃﺧﺮ‪.‬‬ ‫ﺏ‪ -‬ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻻﺳﺘﻘﺮﺍﺭ‪Stability Strategy :‬‬ ‫ﻫﻲ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﱵ ﺗﻘﻮﻡ ﺍﳌﺆﺳﺴﺔ ﻣﻦ ﺧﻼﳍﺎ ﺑﺎﻟﺴﻌﻲ ﻟﻠﻤﺤﺎﻓﻈﺔ ﻋﻠﻰ ﳎﻤﻮﻉ ﻧﺸﺎﻃﺎ‪‬ﺎ ﺍﳊﺎﻟﻴﺔ ﻭﺗﻜﻮﻥ ﻣﻨﺎﺳﺒﺔ‬ ‫ﰲ ﺣﺎﻻﺕ ﻋﺪﻳﺪﺓ‪:‬‬ ‫ ﺇﺫﺍ ﻛﺎﻥ ﺍﻟﻨﻤﻮ ﻣﻜﻠﻔﺎ ﻛﺜﲑﺍ ﻭﻳﺆﺛﺮ ﻋﻠﻰ ﺭﲝﻴﺘﻬﺎ‪.‬‬‫‪ -‬ﺇﺫﺍ ﻛﺎﻧﺖ ﺗﻌﻤﻞ ﰲ ﻗﻄﺎﻉ ﻗﻠﻴﻞ ﺍﻟﻨﻤﻮ‪.‬‬ ‫‪٢٠‬‬ ‫ ﺇﺫﺍ ﻛﺎﻧﺖ ﻣﻦ ﺍﻟﻨﺸﺎﻃﺎﺕ ﻛﺒﲑﺓ ﺍﳊﺠﻢ ﻭﺫﺍﺕ ﻗﻮﺓ ﻋﻠﻰ ﺳﻮﻗﻬﺎ ‪ ،‬ﻭﻫﺬﺍ ﳚﻨﺒﻬﺎ ﻋﻤﻠﻴﺎﺕ ﺍﻟﺮﻗﺎﺑﺔ ﻭﺍﻟﻀﻐﻮﻃﺎﺕ‬‫ﺍﳊﻜﻮﻣﻴﺔ‪.‬‬ ‫ﺝ‪ -‬ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺗﻘﻠﻴﺺ ﺍﻟﻨﺸﺎﻃﺎﺕ ‪Retrenchment Strategy :‬‬ ‫ﻳﺘﻢ ﺍﻋﺘﻤﺎﺩ ﻫﺬﻩ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻋﻨﺪﻣﺎ ﻳﻜﻮﻥ ﺑﻘﺎﺀ ﺍﳌﺆﺳﺴﺔ ﻣﻬﺪﺩﺍ ﻭﺫﻟﻚ ﻟﻌﺪﻡ ﲤﻜﻨﻬﺎ ﻣﻦ ﺍﻟﺼﻤﻮﺩ ﰲ ﻭﺟﻪ ﺍﳌﻨﺎﻓﺴﺔ‬ ‫ﺍﻟﻘﻮﻳﺔ ﰲ ﺍﻟﺴﻮﻕ‪.‬‬ ‫ﺩ‪-‬ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻷﻋﻤﺎﻝ ‪Business strategy‬‬ ‫ﺗﺮﻛﺰ ﻫﺬﻩ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻋﻠﻰ ﻭﺣﺪﺓ ﺍﻟﻌﻤﻞ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﻭﺍﻟﱵ ﻳﻄﻠﻖ ﻋﻠﻴﻬﺎ ﺃﺣﻴﺎﻧﺎ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﻘﻄﺎﻉ ‪ ،‬ﺣﻴـﺚ‬ ‫ﺗﻌﻤﻞ ﻋﻠﻰ ﲢﺴﲔ ﺍﳌﺮﻛﺰ ﺍﻟﺘﻨﺎﻓﺴﻲ ﳌﻨﺘﺠﺎﺕ ﺃﻭ ﺧﺪﻣﺎﺕ ﺍﳌﺆﺳﺴﺔ ﻭﻳﺘﻢ ﻭﺿﻊ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻹﻋﻤﺎﻝ ﻣﻦ ﻗﺒﻞ ﺍﳌﺪﺭﺍﺀ‬ ‫ﺍﳌﺴﺌﻮﻟﲔ ﰲ ﳐﺘﻠﻒ ﻭﺣﺪﺍﺕ ﺍﻟﻨﺸﺎﻁ ‪.‬‬ ‫ﻫـ‪-‬ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﻘﻴﺎﺩﺓ ﺑﺎﻟﻜﻠﻔﺔ ﺍﳌﻨﺨﻔﻀﺔ ‪Cost leadership strategy‬‬ ‫ﻭﻳﺆﺩﻯ ﺍﻋﺘﻤﺎﺩ ﻫﺬﻩ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺇﱃ ﲢﻘﻴﻖ ﻋﺎﺋﺪﺍﺕ ﺗﻔﻮﻕ ﻣﺘﻮﺳﻂ ﺍﻟﻌﺎﺋﺪﺍﺕ ﺍﻟﺴﺎﺋﺪﺓ ﰲ ﺍﻟﻘﻄﺎﻉ ‪ ،‬ﻭﳝﻜـﻦ ﺍﻋﺘﻤـﺎﺩ‬ ‫ﻫﺬﻩ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺇﺫﺍ ﻛﺎﻥ ﻟﻠﻤﺆﺳﺴﺔ ﺣﺼﺔ ﺳﻮﻗﻴﺔ ﻣﺮﺗﻔﻌﺔ ﻭﻣﺰﺍﻳﺎ ﺃﺧﺮﻯ ‪ ،‬ﻛﺘﻮﻓﺮ ﺍﻟﻨﻘﺪ ﺍﻟﻜﺎﰲ ﺃﻭ ﺣﺼﻮﻝ ﺍﳌﺆﺳـﺴﺔ‬ ‫ﻋﻠﻰ ﺍﳌﻮﺍﺩ ﺍﻷﻭﻟﻴﺔ ﺑﺄﺳﻌﺎﺭ ﺗﻨﺎﻓﺴﻴﺔ ‪ ،‬ﺃﻭ ﺃﻥ ﻳﻜﻮﻥ ﻟﺪﻯ ﺍﳌﺴﺌﻮﻟﲔ ﻭﺍﻟﻌﺎﻣﻠﲔ ﺍﳊﻤﺎﺱ ﻭﺍﻻﻧﺪﻓﺎﻉ ﳋﻔـﺾ ﺍﻟﺘﻜـﺎﻟﻴﻒ ‪،‬‬ ‫ﻭﻳﺮﻯ ﻳﺎﺳﲔ ﺇﻥ ﻫﺬﻩ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺗﻌﲎ ﺍﻻﺳﺘﺜﻤﺎﺭ ﺍﻷﻣﺜﻞ ﻟﻠﻤﻮﺍﺭﺩ ﻭﺍﻹﻧﺘﺎﺝ ﲟﻌﺎﻳﲑ ﳕﻮﺫﺟﻴﺔ ﻭﺍﻟﺒﻴﻊ ﺑﺎﻷﺳﻌﺎﺭ ﺍﻟﺮﺍﺋﺪﺓ ﰲ‬ ‫ﺍﻟﺴﻮﻕ ﻭﻫﺬﺍ ﻳﻌﲎ ﺃﻥ ﺍﳌﺆﺳﺴﺔ ﺗﻨﺘﺞ ﺍﳌﻨﺘﺞ ﺑﺄﻗﻞ ﻛﻠﻔﺔ ﳑﻜﻨﺔ ﻭﺗﺒﻴﻌﻪ ﺑﺎﻟﺴﻮﻕ ﺑﺄﻗﻞ ﺳﻌﺮ ﻋﻠﻰ ﺍﻹﻃﻼﻕ ‪.‬‬ ‫ﻭ‪-‬ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﻔﺮﺩ ) ‪( Differentiation strategy‬‬ ‫ﻳﺆﺩﻯ ﺍﻋﺘﻤﺎﺩ ﻫﺬﻩ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺃﻳﻀﺎ ﺇﱃ ﲢﻘﻴﻖ ﺍﳌﻨﺸﺄﺓ ﻋﺎﺋﺪﺍﺕ ﺗﻔﻮﻕ ﻣﺘﻮﺳﻂ ﺍﻟﻌﺎﺋﺪﺍﺕ ﰲ ﺍﻟﻘﻄﺎﻉ ﺍﻟﺬﻱ ﺗﻌﻤﻞ ﺑﻪ ‪،‬‬ ‫ﻻﻥ ﻫﺬﻩ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺗﺪﻋﻢ ﺍﳌﻮﺍﻗﻊ ﺍﻟﺪﻓﺎﻋﻴﺔ ﻟﻠﻤﺆﺳﺴﺔ ﻭﺍﻋﺘﻤﺎﺩ ﻫﺬﻩ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻳﺘﻄﻠﺐ ﺗﻄﻮﻳﺮ ﻣﻨﺘﺠﺎﺕ ﺟﺪﻳـﺪﺓ‬ ‫ﻭﻓﺮﻳﺪﺓ ﻭﺗﺴﻮﻳﻘﻬﺎ ‪ ،‬ﻭﺗﻘﺪﱘ ﺧﺪﻣﺎﺕ ﳑﻴﺰﺓ ﻻ ﺗﻘﺪﻣﻬﺎ ﺍﳌﺆﺳﺴﺎﺕ ﺍﳌﻨﺎﻓﺴﺔ ‪ ،‬ﻭﺍﻻﻟﺘﺰﺍﻡ ﻣﻦ ﻗﺒﻞ ﺍﳌﺴﺌﻮﻟﲔ ﻭﺍﻟﻌﺎﻣﻠﲔ ﰲ‬ ‫ﺍﳌﻨﺸﺄﺓ ﺑﺎﶈﺎﻓﻈﺔ ﻋﻠﻰ ﲤﻴﺰ ﺍﳌﻨﺸﺄﺓ ‪ ،‬ﻭﻳﺮﻯ ﻳﺎﺳﲔ ﺃﻥ ﻫﺬﻩ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺗﻌﲎ ﺍﻟﺒﺤﺚ ﻋﻦ ﺍﻟﺘﻤﻴﺰ ﲝﻴﺚ ﺗﻜﻮﻥ ﺫﺍﺕ ﻗﻴﻤﺔ‬ ‫ﻛﺒﲑﺓ ﻟﻠﻤﺸﺘﺮﻯ ﻛﺎﻷﺳﻌﺎﺭ ﺍﻟﺘﺸﺠﻴﻌﻴﺔ ﻭﺧﺪﻣﺎﺕ ﻣﺎ ﺑﻌﺪ ﺍﻟﺒﻴﻊ ﻭﻫﺬﺍ ﻳﻌﲎ ﺃﻥ ﺗﻘﻮﻡ ﺍﳌﻨﺸﺄﺓ ﺑﺈﻧﺘﺎﺝ ﻣﻨﺘﺞ ﻋﻠﻰ ﺍﳉﻮﺩﺓ‪.‬‬ ‫‪٢١‬‬ ‫ﻱ‪-‬ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﺮﻛﻴﺰ ‪Focus Strategy‬‬ ‫ﻫﺬﻩ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺗﺘﻀﻤﻦ ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﻣﻨﺘﺞ ﻭﺍﺣﺪ ﺃﻭ ﺧﻂ ﺃﻧﺘﺎﺟﻲ ﻭﺍﺣﺪ ﺃﻭ ﺧﺪﻣﺔ ﺳـﻮﻕ ﻭﺍﺣـﺪ ﺃﻭ ﺍﺳـﺘﺨﺪﺍﻡ‬ ‫ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﻭﺍﺣﺪﺓ ‪ ،‬ﳑﺎ ﳝﻜﻦ ﺍﳌﻨﺸﺄﺓ ﻣﻦ ﺍﻹﺑﻘﺎﺀ ﻋﻠﻰ ﻋﻮﺍﻣﻞ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ‪ ،‬ﻭﻫﺬﺍ ﻳﻌـﲎ ﺃﻥ ﺗﺮﻛـﺰ ﻋﻠـﻰ ﻓﺌـﺔ‬ ‫ﺍﺳﺘﻬﻼﻛﻴﺔ ﻭﺗﺪﺭﺳﻬﺎ ﻭﺗﻨﺘﺞ ﻣﻨﺘﺠﹰﺎ ﻣﻌﻴﻨﹰﺎ ﺧﺎﺻﹰﺎ ﺑﺘﺎ ‪.‬‬ ‫ﺧﺎﻣﺴﹰﺎ – ﺍﻟﺘﻨﻔﻴﺬ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻲ ‪Strategic Implementation‬‬ ‫ﺗﻌﺮﻑ ﻣﺮﺣﻠﺔ ﺗﻨﻔﻴﺬ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺑﺄ‪‬ﺎ ﳎﻤﻮﻋﺔ ﺍﻷﻧﺸﻄﺔ ﻭﺍﻟﻔﻌﺎﻟﻴﺎﺕ ﺍﻟﱵ ﲤـﺎﺭﺱ ﻟﻮﺿـﻊ ﺍﻻﺳـﺘﺮﺍﺗﻴﺠﻴﺎﺕ‬ ‫ﻣﻮﺿﻊ ﺍﻟﺘﻄﺒﻴﻖ ﻣﻦ ﺧﻼﻝ ﺍﻟﱪﺍﻣﺞ ﺍﻟﺘﻨﻔﻴﺬﻳﺔ ﻭﺍﳌﻮﺍﺯﻧﺎﺕ ﺍﳌﺎﻟﻴﺔ ﻭﺍﻹﺟﺮﺍﺀﺍﺕ ‪ ،‬ﻭﻳﻌﺘﻤﺪ ﺍﻟﺘﻨﻔﻴﺬ ﺍﻟﻨﺎﺟﺢ ﻟﻼﺳـﺘﺮﺍﺗﻴﺠﻴﺎﺕ‬ ‫ﺍﻟﱵ ﺍﺧﺘﺎﺭ‪‬ﺎ ﺍﳌﻨﻈﻤﺔ ﻋﻠﻰ ﺗﻮﻓﺮ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﳌﺴﺘﻠﺰﻣﺎﺕ ﻭﻳﺘﻤﺜﻞ ﺃﳘﻬﺎ ﺑﺎﻷﰐ ‪: ٢٠‬‬ ‫‪-١‬ﻭﺟﻮﺩ ﺗﻮﺍﻓﻖ ﺑﲔ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻭﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ‪.‬‬ ‫‪-٢‬ﺃﻥ ﺗﻜﻮﻥ ﺍﻟﺜﻘﺎﻓﺔ ﺗﻨﻈﻴﻤﻴﺔ ﻣﻨﺎﺳﺒﺔ ﻟﻺﺳﺘﺮﺍﺗﻴﺠﻴﺔ‪.‬‬ ‫‪-٣‬ﺃﻥ ﺗﻜﻮﻥ ﺍﻟﺴﻴﺎﺳﺎﺕ ﺟﻴﺪﺓ ﻭﺩﺍﻋﻤﺔ ﻟﻺﺳﺘﺮﺍﺗﻴﺠﻴﺔ‪.‬‬ ‫‪-٤‬ﺗﻮﺍﻓﺮ ﺍﳌﻬﺎﺭﺍﺕ ﺍﻟﻼﺯﻣﺔ ﻟﺪﻯ ﺍﳌﺪﻳﺮﻳﻦ ﻣﻦ ﺍﺟﻞ ﺗﻨﻔﻴﺬ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺑﻔﺎﻋﻠﻴﺔ‪.‬‬ ‫‪-٥‬ﺗﻮﻓﺮ ﻧﻈﻢ ﺇﺩﺍﺭﻳﺔ ﻣﺴﺎﻧﺪﺓ ﻟﺘﻄﺒﻴﻖ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ‪.‬‬ ‫ﺳﺎﺩﺳﹰﺎ – ﺍﻟﺮﻗﺎﺑﺔ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ‪: Strategy control‬‬ ‫ﻫﻨﺎﻙ ﻭﺟﻬﺎﺕ ﻧﻈﺮ ﺳﺎﺑﻘﺔ ﺗﻨﺎﺩﻯ ﺑﺄﻥ ﺍﻟﺮﻗﺎﺑﺔ ﺗﻌﺘﻤﺪ ﻋﻠﻰ ﻣﻘﺎﺭﻧﻪ ﻧﺘﺎﺋﺞ ﺍﳌﻌﺎﻳﲑ ﺍﻟﺴﺎﺑﻖ ﲢﺪﻳﺪﻫﺎ ﺑﻌﺪ ﺍﻻﻧﺘﻬﺎﺀ ﻣﻦ ﺍﻟﺘﻨﻔﻴﺬ‬ ‫ﰒ ﺍﲣﺎﺫ ﺍﻹﺟﺮﺍﺀﺍﺕ ﺍﻟﺘﺼﺤﻴﺤﻴﺔ ﺇﻻ ﺇﻥ ﻫﺬﺍ ﺍﳌﺪﺧﻞ ﻻ ﻳﻔﻴﺪ ﰲ ﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻰ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺇﺫ ﻻ ﻳﻌﻘﻞ ﺍﻻﻧﺘﻈﺎﺭ ﺣﱴ ﻳﺘﻢ‬ ‫ﺗﻄﺒﻴﻖ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ) ﻭﻫﺬﺍ ﻗﺪ ﻳﺴﺘﻐﺮﻕ ﻣﻦ ﲬﺲ ﺳﻨﻮﺍﺕ ﺃﻭ ﺃﻛﺜﺮ ﻣﺜ ﹰ‬ ‫ﻼ (‪.‬ﻭﻗﺪ ﺗﺆﺩﻯ ﺇﱃ ‪‬ﺪﻳﺪ ﳒﺎﺡ ﺍﳌﻨﻈﻤﺔ ﻭﻋﻠـﻰ‬ ‫‪ 20‬ﻳﺎﺳﻴﻦ ‪١٩٩٨‬‬ ‫‪٢٢‬‬ ‫ﻫﺬﺍ ﻓﻼﺑﺪ ﻣﻦ ﺇﺣﻼﻝ ﺍﻟﺮﻗﺎﺑﺔ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﳏﻞ ﺍﻟﺮﻗﺎﺑﺔ ﺍﻟﺘﻘﻠﻴﺪﻳﺔ ﻭﻋﻠﻰ ﺫﻟﻚ ﻓﺈﻥ ﺍﳌﺪﻳﺮﻳﻦ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﲔ ﰲ ﺍﳌﻨﻈﻤـﺔ‬ ‫ﻣﺴﺌﻮﻟﲔ ﻋﻦ ﺍﻹﺟﺎﺑﺔ ﻋﻦ ﺍﻟﺘﺴﺎﺅﻻﺕ ﺍﻟﺘﺎﻟﻴﺔ ‪-:‬‬ ‫ﻫﻞ ﺍﻻﻓﺘﺮﺍﺿﺎﺕ ﺍﳋﺎﺻﺔ ﺑﺎﻻﲡﺎﻫﺎﺕ ﺍﻷﺳﺎﺳﻴﺔ ﻟﻠﻤﻨﻈﻤﺔ ﺻﺤﻴﺤﺔ ؟‬ ‫ﻭﻫﻞ ﺍﳌﻨﻈﻤﺔ ﺳﺎﺋﺮﺓ ﰲ ﺍﻻﲡﺎﻩ ﺍﻟﺴﻠﻴﻢ ؟ ﻭﻫﻞ ﻫﻨﺎﻙ ﺣﺎﺟﻪ ﺇﱃ ﺍﲣﺎﺫ ﺇﺟﺮﺍﺀﺍﺕ ﺗﺼﺤﻴﺤﻴﺔ؟‬ ‫ﻛﻴﻒ ﳝﻜﻦ ﻭﺻﻒ ﺍﻷﺩﺍﺀ ؟ ﻫﻞ ﰎ ﲢﻘﻴﻖ ﺍﻷﻫﺪﺍﻑ ﺃﳌﻮﺿﻮﻋﻪ ؟ ﻫﻞ ﻫﻨﺎﻙ ﺣﺎﺟﺔ ﻻﲣﺎﺫ ﺇﺟﺮﺍﺀﺍﺕ ؟‬ ‫‪٢١‬‬ ‫ﻭﰱ ﺿﻮﺀ ﻣﺎ ﺳﺒﻖ ﻳﻌﺮﻑ ﺍﻟﺒﺎﺣﺚ ﺍﻟﺮﻗﺎﺑﺔ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻋﻠﻰ ﺃ‪‬ﺎ‪:‬‬ ‫‪ -١‬ﻋﻤﻠﻴﺔ ﻣﺴﺘﻤﺮﺓ ﺗﺄﺧﺬ ﻣﻜﺎ‪‬ﺎ ﻋﻠﻰ ﻛﻞ ﻣﺴﺘﻮﻳﺎﺕ ﺍﳌﻨﻈﻤﺔ‪.‬‬ ‫‪ -٢‬ﻳﻘﻮﻡ ‪‬ﺎ ﺍﳌﺪﺭﺍﺀ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﻮﻥ ﰲ ﺍﳌﻨﻈﻤﺔ‪.‬‬ ‫‪ -٣‬ﺗﻘﻮﱘ ﻣﺎ ﰎ ﲣﻄﻴﻄﻪ ﻭﻣﻨﻊ ﻭﻗﻮﻉ ﺍﳋﻄﺄ ﻗﺒﻞ ﺣﺪﻭﺛﻪ ﻭﺗﻘﻮﱘ ﺍﻟﻌﻤﻠﻴﺔ ﺍﻟﺘﻨﻔﻴﺬﻳﺔ ) ﺍﳉﺎﺭﻳﺔ ﻭﺍﻟﻼﺣﻘﺔ( ﻭﺫﻟﻚ ﳉﻌﻞ‬ ‫ﺃﺩﺍﺀ ﺍﳌﻨﻈﻤﺔ ﰲ ﺃﻓﻀﻞ ﺍﳊﺎﻻﺕ‪.‬‬ ‫ﺧﻼﺻﺔ ﺍﻟﻔﺼﻞ ﺍﻷﻭﻝ ‪:‬‬ ‫ﺗﻌﺘﱪ ﺍﻹﺩﺍﺭﺓ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺃﺣﺪ ﺍﳌﻔﺎﻫﻴﻢ ﺍﻹﺩﺍﺭﻳﺔ ﺍﻟﱵ ﳝﻜﻦ ﺍﺳﺘﺨﺪﺍﻣﻬﺎ ﰲ ﳐﺘﻠﻒ ﺃﻧﻮﺍﻉ ﺍﳌﻨﻈﻤﺎﺕ ﺍﳋﺎﺻـﺔ ﻭﺍﻟﻌﺎﻣـﺔ‬ ‫ﺑﺎﻋﺘﺒﺎﺭﻫﺎ ﻣﺪﺧﻞ ﺇﺩﺍﺭﻱ ﺷﺎﻣﻞ ﻳﺴﺎﻋﺪ ﻣﻦ ﺧﻼﻝ ﺍﳌﺮﺍﺣﻞ ﺍﳌﺨﺘﻠﻔﺔ ﳍﺎ – ﺻﻴﺎﻏﺔ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻭﺗﻨﻔﻴﺬﻫﺎ ﻭﻣﺮﺍﺟﻌﺘﻬﺎ –‬ ‫ﰲ ﲢﻘﻴﻖ ﻃﻔﺮﺍﺕ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﰲ ﺃﺩﺍﺋﻬﺎ ﻭﺫﻟﻚ ﲝﺸﺪ ﻃﺎﻗﺎ‪‬ﺎ ﻟﺘﺤﻘﻴﻖ ﺍﳒﺎﺯﺍﺕ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻃﺒﻘﹰﺎ ﻟﻸﻭﻟﻮﻳﺎﺕ ﺍﻟﱵ ﺗﻀﻌﻬﺎ‬ ‫ﺍﻹﺩﺍﺭﺓ‪.‬‬ ‫ﻭﳝﻜﻦ ﺗﻄﺒﻴﻖ ﻣﻔﻬﻮﻡ ﺍﻹﺩﺍﺭﺓ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﰲ ﻣﺆﺳﺴﺎﺕ ﺍﻟﻘﻄﺎﻉ ﺍﻟﻌﺎﻡ ﻭﺍﳋﺎﺹ ﺍﻟﺴﻌﻮﺩﻱ ﻟﺮﻓﻊ ﺟﻮﺩﺓ ﺍﳋﺪﻣﺎﺕ ﻣـﻦ‬ ‫ﺧﻼﻝ ﻗﻴﺎﻡ ﺗﻠﻚ ﺍﳌﺆﺳﺴﺎﺕ ﺑﺘﺤﺪﻳﺪ ﺍﻟﺮﺅﻳﺔ ﺍﳌﺴﺘﻘﺒﻠﻴﺔ ﳍﺎ ﻭﲢﺪﻳﺪ ﻏﺎﻳﺎ‪‬ﺎ ﻋﻠﻰ ﺍﳌﺪﻯ ﺍﻟﻄﻮﻳﻞ ‪ ،‬ﻭﲢﺪﻳﺪ ﺇﺑﻌﺎﺩ ﺍﻟﻌﻼﻗـﺔ‬ ‫ﺑﻴﻨﻬﺎ ﻭﺑﲔ ﺑﻴﺌﺘﻬﺎ ﲟﺎ ﻳﺴﺎﻋﺪ ﰲ ﲢﺪﻳﺪ ﺍﻟﻔﺮﺹ ﻭﺍﳌﺨﺎﻃﺮ ﺍﶈﻴﻄﺔ ‪ ،‬ﻭﻧﻘﺎﻁ ﺍﻟﻀﻌﻒ ﻭﺍﻟﻘﻮﺓ ﺍﳌﻤﻴﺰﺓ ﳍﺎ ﻭﺫﻟﻚ ‪‬ﺪﻑ ﺍﲣﺎﺫ‬ ‫ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻋﻠﻰ ﺍﳌﺪﻯ ﺍﻟﺒﻌﻴﺪ ﻭﻣﺮﺍﺟﻌﺘﻬﺎ ﻭﺗﻘﻮﳝﻬﺎ ‪.‬‬ ‫ﻭﻳﺘﻄﻠﺐ ﺗﻄﺒﻴﻖ ﻣﻔﻬﻮﻡ ﺍﻹﺩﺍﺭﺓ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﰲ ﻣﺆﺳﺴﺎﺕ ﺍﻟﻘﻄﺎﻉ ﺍﻟﻌﺎﻡ ﺿﺮﻭﺭﺓ ﺗﻄﻮﻳﺮ ﻧﻈﺎﻡ ﺍﻟﺮﻗﺎﺑﺔ ﺍﳊﺎﱄ ﺍﳌﺴﺘﺨﺪﻡ‬ ‫ﻭﺍﻟﺬﻱ ﻳﺮﻛﺰ ﻋﻠﻰ ﺍﻟﺮﻗﺎﺑﺔ ﺍﳌﺎﻟﻴﺔ ﻭﺍﻟﻼﺋﺤﻴﺔ ﻋﻦ ﻃﺮﻳﻖ ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﺳﻼﻣﺔ ﺍﻟﺘﺼﺮﻓﺎﺕ ﺍﳌﺎﻟﻴﺔ ﻭﺍﺗﻔﺎﻗﻬﺎ ﻣـﻊ ﺍﻟﻘـﻮﺍﻧﲔ‬ ‫‪ 21‬أﺑﻮ ﻧﺎﻋﻢ ‪ – ١٩٩٣‬ﻣﺮﺟﻊ ﺳﺎﺑﻖ‬ ‫‪٢٣‬‬ ‫ﻭﺍﻟﻠﻮﺍﺋﺢ ﻭﺍﻟﺘﻌﻠﻴﻤﺎﺕ ﺍﳌﺎﻟﻴﺔ ﰲ ﺍﳌﻤﻠﻜﺔ ‪ ،‬ﻭﺫﻟﻚ ﻟﻠﻮﺻﻮﻝ ﺇﱃ ﺭﻗﺎﺑﺔ ﺗﺴﺎﻋﺪ ﰲ ﺭﻓﻊ ﺟﻮﺩﺓ ﺍﻟﻌﻤﻠﻴﺔ ﺍﻟﺘﻌﻠﻴﻤﻴﺔ ﻭﺗﺴﺎﻫﻢ‬ ‫ﰲ ﺗﺮﺷﻴﺪ ﺍﻹﻧﻔﺎﻕ ﺍﻟﻌﺎﻡ ﻣﻦ ﺧﻼﻝ ﻧﻈﺎﻡ ﻳﺴﺎﻋﺪ ﰲ ﺇﺑﺮﺍﺯ ﺟﻮﺍﻧﺐ ﺍﻹﺳﺮﺍﻑ ﻭﻋﺪﻡ ﺍﻟﻜﻔﺎﺀﺓ ﰲ ﻣﺆﺳﺴﺎﺕ ﺍﻟﻘﻄﺎﻉ ﺍﻟﻌﺎﻡ‬ ‫‪ .‬ﻭﺗﺘﻤﺜﻞ ﺃﳘﻴﺔ ﻫﺬﺍ ﺍﻟﻔﺼﻞ ﰲ ﺃﳘﻴﺔ ﺍﻹﺩﺍﺭﺓ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻭﺩﻭﺭﻫﺎ ﰲ ﺗﻄﻮﻳﺮ ﺍﻟﻘﻄﺎﻉ ﺍﳋﺎﺹ ﻭﺍﻟﻌﺎﻡ ﺍﻟﺴﻌﻮﺩﻱ ﻭﻛﺬﻟﻚ‬ ‫ﲢﻘﻴﻖ ﺍﻷﻫﺪﺍﻑ ﺍﻟﻔﺮﻋﻴﺔ ﺍﻟﺘﺎﻟﻴﺔ ‪:‬‬ ‫‪ -١‬ﺑﻴﺎﻥ ﻣﻔﺎﻫﻴﻢ ﻭﻣﻘﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﺓ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﰲ ﻣﺆﺳﺴﺎﺕ ﺍﻟﻘﻄﺎﻉ ﺍﳋﺎﺹ ﻭﺍﻟﻌﺎﻡ ﺍﻟﺴﻌﻮﺩﻳﺔ‪.‬‬ ‫‪ -٢‬ﺑﻴﺎﻥ ﻣﻘﻮﻣﺎﺕ ﻭ ﻣﻔﺎﻫﻴﻢ ﺍﻹﺩﺍﺭﺓ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﰲ ﻣﺆﺳﺴﺎﺕ ﺍﻟﻘﻄﺎﻉ ﺍﻟﻌﺎﻡ ﻭﺍﳋﺎﺹ ﺍﻟﺴﻌﻮﺩﻳﺔ‪.‬‬ ‫ﺍﻟﻔﺼﻞ ﺍﻟﺜﺎﱐ ‪ :‬ﺩﻭﺭ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺩﻋﻢ ﺍﻟﻘﺮﺍﺭ ﻭﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻭﻋﻼﻗﺘﻬﺎ ﺑﺎﻟﺘﺨﻄﻴﻂ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻲ‬ ‫‪ – ١‬ﻣﻘﺪﻣﺔ ﺍﻟﻔﺼﻞ‪:‬‬ ‫ﺣﱴ ﺃﻭﺍﺧﺮ ﺍﻟﻘﺮﻥ ﺍﳌﺎﺿﻲ ﻛﺎﻧﺖ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﳌﺆﺳﺴﺎﺕ ﺗﻨﻈﺮ ﺇﱃ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻋﻠﻰ ﺃ‪‬ﺎ ﻣﻨﺘﺞ ﻳﻘﻮﻡ ﺑﺈﳒﺎﺯ ﻭﻇﻴﻔـﺔ‬ ‫ﻣﻌﻴﻠﻬﺎ ﻟﻨﻈﺎﻡ ﺍﶈﺎﺳﺒﺔ‪ ،‬ﻭﺣﱴ ﺃﻥ ﺍﻷﺑﻌﺎﺩ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻟﻨﻈﻢ ﻭﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺗﺄﺛﺮﺕ ﺑﺸﺪﺓ ‪‬ﺬﻩ ﺍﻟﻨﻈﺮﺓ‪ .‬ﻭﺑﺎﻟﺘﺎﱄ‬ ‫ﱂ ﻳﻜﻦ ﻫﻨﺎﻙ ﺃﻱ ﺗﺄﺛﲑ ﻟﻨﻈﻢ ﻭﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻋﻠﻰ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﳌﻨﻈﻤﺔ ﺃﻭ ﺗﻌﺰﻳﺰ ﺍﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓـﺴﻴﺔ ﳍـﺎ‪ .‬ﺇﻻ ﺃﻥ‬ ‫ﺍﳊﺎﻻﺕ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﰲ ﻇﻞ ﺍﻟﺘﻐﲑﺍﺕ ﺍﳍﺎﺋﻠﺔ ﰲ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﻻﺗﺼﺎﻻﺕ ﻭﰲ ﻇـﻞ ﺍﻻﻗﺘـﺼﺎﺩ ﺍﳌﻌـﺮﰲ‬ ‫ﻭﺍﻟﺘﻐﲑﺍﺕ ﺍﻟﺴﺮﻳﻌﺔ ﰲ ﺑﻴﺌﺔ ﻋﻤﻞ ﺍﳌﻨﻈﻤﺎﺕ ﲝﻴﺚ ﺃﺧﺬ ﺍﺳﺘﺨﺪﺍﻡ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﻧﻈﻢ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭ ﺑﻌﺪ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎ ﻣﺆﺛﺮ‬ ‫ﻋﻠﻰ ﻗﺪﺭ‪‬ﺎ ﻋﻠﻰ ﲢﻘﻴﻖ ﻣﻴﺰﺓ ﺗﻨﺎﻓﺴﻴﺔ ‪.‬‬ ‫‪-٢‬ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ‪:‬‬ ‫ﻫﻨﺎﻙ ﺇﺩﺭﺍﻛﺎ ﻣﺘﻨﺎﻣﻴﺎ ﺑﺄﳘﻴﺔ ﻭﺟﻮﺩ ﻧﻈﺎﻡ ﻣﻌﻠﻮﻣﺎﺕ ﻓﻌﺎﻝ ﻟﺘﻮﻓﲑ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﺪﻗﻴﻘﺔ ﻭﺍﳌﻨﺎﺳﺒﺔ ﺇﻟﻴﻬﺎ‪.‬ﳋﺪﻣـﺔ ﺍﺣﺘﻴﺎﺟـﺎﺕ‬ ‫ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ ‪ .‬ﻭﻣﻦ ﺍﳌﺸﺎﻛﻞ ﺍﻟﺮﺋﻴﺴﺔ ﺍﻟﱵ ﺗﻮﺍﺟﻪ ﺍﻹﺩﺍﺭﺓ ﻣﺸﻜﻠﺔ ﺣﺠﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳍﺎﺋﻞ ﺍﻟﺬﻱ ﳝﺮﺭ ﺇﻟﻴﻬﺎ‬ ‫‪ .‬ﻭﻫﻨﺎ ﺗﺼﺒﺢ ﻋﻤﻠﻴﺔ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﻄﻠﻮﺑﺔ ﻋﻤﻠﻴﺔ ﻏﲑ ﺳﻬﻠﺔ‪ ،‬ﳑﺎ ﻳﺴﺘﺪﻋﻲ ﺣﻞ ﻫﺬﻩ ﺍﳌﺸﻜﻠﺔ ﻋﻦ ﻃﺮﻳﻖ ﺍﻟﺘﺨﻄـﻴﻂ‬ ‫ﻭﺍﻟﺮﻗﺎﺑﺔ ﺍﳉﻴﺪﺓ ﻋﻠﻰ ﺍﻟﻌﻤﻠﻴﺎﺕ‪ ،‬ﻣﻦ ﺧﻼﻝ ﺍﲣﺎﺫ ﻗﺮﺍﺭﺍﺕ ﻓﻌﺎﻟﺔ ﻣﺒﻨﻴﺔ ﻋﻠﻰ ﺗﺪﻓﻖ ﻣﺴﺘﻤﺮ ﻣﻦ ﺍﳌﻌﻠﻮﻣـﺎﺕ ﺫﺍﺕ ﺍﻟﻨﻮﻋﻴـﺔ‬ ‫ﺍﳉﻴﺪﺓ ﻭﺍﶈﺪﺛﺔ ﺑﺎﺳﺘﻤﺮﺍﺭ‪ .‬ﻣﻦ ﻫﻨﺎ ﻳﺄﰐ ﺩﻭﺭ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳋﺎﺻﺔ ﺑﺪﻋﻢ ﺍﻟﻘﺮﺍﺭ ﰲ ﺗﻮﻓﲑ ﺗﻠﻚ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ .‬ﻫﺬﻩ ﺍﻟﻨﻈﻢ‬ ‫‪٢٤‬‬ ‫ﺍﶈﻮﺳﺒﺔ ﺳﺘﻮﻓﺮ ﺍﻹﻃﺎﺭ ﺍﳌﻄﻠﻮﺏ ﻟﻠﺤﻮﺍﺭ ﺑﲔ ﺍﳌﺪﻳﺮ ﻭﺑﲔ ﻧﻈﺎﻡ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭ ﻣﻦ ﺃﺟﻞ ﺍﳊﺼﻮﻝ ﻋﻠﻰ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﻨﺎﺳـﺒﺔ‬ ‫ﻟﻠﻘﺮﺍﺭﺍﺕ ﻭﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ‪ .‬ﻭﻣﻊ ﺫﻟﻚ ﻓﻴﻨﺒﻐﻲ ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﻋﺪﻡ ﺍﻟﺴﻤﺎﺡ ﻟﻨﻈﺎﻡ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭ ﺑﺄﻥ ﻳﺘﺪﺧﻞ ﰲ ﻃﺮﻳﻘﺔ ﺗﻔﻜـﲑ‬ ‫ﻣﺘﺨﺬ ﺍﻟﻘﺮﺍﺭ ‪ .‬ﻭﻫﺬﺍ ﺍﻟﻨﻈﺎﻡ ﻫﺪﻓﻪ ﺗﻌﺰﻳﺰ ﺍﻟﻘﺮﺍﺭﺍﺕ‪ .‬ﻟﻴﺼﺒﺢ ﺑﻌﺪ ﺫﻟﻚ ﺍﻣﺘﺪﺍﺩﺍ ﻟﺘﻔﻜﲑﻩ ‪ .‬ﻓﺈﺫﺍ ﰎ ﺫﻟﻚ ﻓﺈﻥ ﻧﻈـﻢ ﺩﻋـﻢ‬ ‫ﺍﻟﻘﺮﺍﺭ ﺗﺼﺒﺢ ﻭﺳﻴﻠﺔ ﻫﺎﻣﺔ ﻟﺘﻮﻓﲑ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﻀﺮﻭﺭﻳﺔ ﻟﻺﺩﺍﺭﺓ ﰲ ﻋﻤﻠﻴﺔ ﺍﻟﺘﺨﻄﻴﻂ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻲ ﻭﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ‪.‬‬ ‫ﺇﻥ ﺍﻟﺘﺨﻄﻴﻂ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻲ ﻫﻮ ﻣﻦ ﺃﻫﻢ ﺍﻟﻨﺸﺎﻃﺎﺕ ﺍﻟﱵ ﺗﻘﻮﻡ ‪‬ﺎ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ‪ .‬ﻟﺬﺍ ﻓﻬﻲ ﺗﺘﻮﻗﻊ ﺳـﻠﻴﻤﺔ‪ .‬ﲟﻌﻠﻮﻣـﺎﺕ‬ ‫ﺳﻠﻴﻤﺔ ﺗﺘﻤﻜﻦ ﻋﻨﺪ ﺍﺳﺘﺨﺪﺍﻣﻬﺎ ﻣﻦ ﻭﺿﻊ ﺧﻄﻂ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺫﺍﺕ ﺃﺳﺲ ﺳﻠﻴﻤﺔ ‪ .‬ﻭﳍﺬﺍ ﺍﻟﻐﺮﺽ ﻓﺈﻥ ﻣﺼﺎﺩﺭ ﺍﳌﻌﻠﻮﻣﺎﺕ‬ ‫ﺍﳋﺎﺭﺟﻴﺔ ﺍﻟﱵ ﺗﺪﻭﺭ ﺣﻮﻝ ﺍﳊﺎﻻﺕ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ﻭﺍﻟﺘﻄﻮﺭﺍﺕ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻭﺍﳊﻜﻮﻣﻴﺔ ﻭﺍﳌـﺆﺛﺮﺍﺕ ﺍﻻﺟﺘﻤﺎﻋﻴـﺔ‬ ‫ﺗﺼﺒﺢ ﺫﺍﺕ ﺃﳘﻴﺔ ﻗﺼﻮﻯ‪ .‬ﻛﻤﺎ ﲢﺘﺎﺝ ﺍﻹﺩﺍﺭﺓ ﺇﱃ ﻣﻌﻠﻮﻣﺎﺕ ﻋﻦ ﺍﻟﺒﻴﺌﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻓﻬﻲ ﲝﺎﺟﺔ ﳌﻌﺮﻓﺔ ﻧﻘﺎﻁ ﺍﻟﻘﻮﺓ ﻭﺍﻟﻀﻌﻒ‬ ‫ﰲ ﺍﳌﻨﻈﻤﺔ ﻭﻛﺬﻟﻚ ﺍﻷﻫﺪﺍﻑ ﻭﺍﻟﺘﻘﺴﻴﻢ ﺑﺄﻛﺜﺮ ﻣﻦ ﻭﻇﻴﻔﻴﺔ ﻭﺃﻳﻪ ﻣﺸﺎﻛﻞ ﻗﺪ ﲤﺮ ‪‬ﺎ ﺍﳌﻨﻈﻤﺔ‪.‬‬ ‫ﺗﻠﻚ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺗﻐﻄﻲ ﻓﺘﺮﺓ ﻣﻦ ﺍﻟﺰﻣﻦ ﺗﺘﺮﺍﻭﺡ ﻣﺎ ﺑﲔ ﺳﻨﺔ ﺇﱃ ﲬﺲ ﺳﻨﻮﺍﺕ ﺃﻭ ﺃﻛﺜﺮ‪.‬‬ ‫ﻭﻻ ﻳﻘﺘﺼﺮ ﺍﺳﺘﺨﺪﺍﻡ ﻫﺬﻩ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻋﻠﻰ ﺃﻏﺮﺍﺽ ﺍﻟﺘﺨﻄﻴﻂ ﻓﺤﺴﺐ‪ ،‬ﺑﻞ ﻳﺘﻌﺪﻯ ﺫﻟﻚ ﻟﻴﺸﻤﻞ ﺍﺳﺘﺨﺪﺍﻣﻬﺎ ﰲ ﲢﻠﻴـﻞ‬ ‫ﺍ‪‬ﺎﻻﺕ ﺍﻟﱵ ﲢﺪﺙ ﻓﻴﻬﺎ ﻣﺸﺎﻛﻞ ﻟﻠﺘﻌﺮﻑ ﻋﻠﻰ ﺍﻷﺳﺒﺎﺏ ﺍﻟﻜﺎﻣﻨﺔ ﻭﺭﺍﺀ ﻫﺬﻩ ﺍﳌﺸﺎﻛﻞ‪.‬‬ ‫ﻛﺜﲑﹰﺍ ﻣﺎ ﳒﺪ ﺃﻥ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳋﺎﺻﺔ ﺑﺎﻟﺘﺨﻄﻴﻂ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻲ ‪‬ﺘﻢ ﺑﺘﺤﺪﻳﺪ ﺍﻷﻫﺪﺍﻑ ﺑﺮﻣﺘﻬﺎ ‪ ،‬ﻭﺍﻷﻭﻟﻮﻳﺎﺕ ‪ ،‬ﻭﺗﻄـﻮﻳﺮ‬ ‫ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ‪ ،‬ﻭﻭﺿﻊ ﺍﻟﺴﻴﺎﺳﺎﺕ ﺍﻟﱵ ﺳﺘﺤﻜﻢ ﺍﻛﺘﺴﺎﺏ ﻭﺍﺳﺘﺨﺪﺍﻡ ﺍﳌﻮﺍﺭﺩ ﺍﻟﻼﺯﻣﺔ ﻟﺘﺤﻘﻴﻖ ﺍﻷﻫﺪﺍﻑ ‪.‬‬ ‫ﺇﻥ ﺍﳍﺪﻑ ﻣﻦ ﺗﻮﻓﲑ ﻣﻌﻠﻮﻣﺎﺕ ﻟﻠﺘﺨﻄﻴﻂ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻲ ﻫﻮ ﳌﺴﺎﻋﺪﺓ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﰲ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﱵ ﺗﺘﻤﻴﺰ‬ ‫ﺑﺪﺭﺟﺔ ﻛﺒﲑﺓ ﻣﻦ ﻋﺪﻡ ﺍﻟﺘﺄﻛﺪ )ﺣﻴﺚ ﺃ‪‬ﺎ ﻣﻮﺟﻬﺔ ﻟﻠﻤﺴﺘﻘﺒﻞ( ‪ .‬ﻭﻫﺬﻩ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺑﺪﻭﺭﻫﺎ ﺗﻌﻄﻲ ﺗﻮﺟﻴﻬﺎ ﻃﻮﻳﻞ ﺍﳌـﺪﻯ‬ ‫ﺫﻭ ﺗﺄﺛﲑ ﻋﻠﻰ ﺍﳌﻨﻈﻤﺔ ﺑﺮﻣﺘﻬﺎ ‪ .‬ﻓﺎﻷﻫﺪﺍﻑ ﺍﻹﲨﺎﻟﻴﺔ ﻟﻠﻤﻨﻈﻤﺔ ﺳﻴﺘﻢ ﲢﺪﻳﺪﻫﺎ‪ ،‬ﻛﻤـﺎ ﺳـﻴﺘﻢ ﻭﺿـﻊ ﳎﻤﻮﻋـﺔ ﻣـﻦ‬ ‫ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﻭﺍﻟﱪﺍﻣﺞ ﻭﺍﻟﺴﻴﺎﺳﻴﺎﺕ‪ .‬ﻭﻗﺪ ﻳﺸﻤﻞ ﻫﺬﺍ ﺿﻤﻦ ﺃﻣﻮﺭ ﺃﺧﺮﻯ‪ ،‬ﻋﻠﻰ ﺳﺒﻴﻞ ﺍﳌﺜﺎﻝ‪ :‬ﺍﻟﺘﻮﺳـﻊ ﰲ ﺍﳌـﺼﺎﻧﻊ‬ ‫ﻭﲢﺪﻳﺪ ﺧﻄﻮﻁ ﺍﻹﻧﺘﺎﺝ ﻭﺍﻻﻧﺪﻣﺎﺝ ﻭﺍﻟﺘﻨﻮﻉ ﰲ ﻧﺸﺎﻃﺎﺕ ﺍﳌﻨﻈﻤﺔ ﻭﺍﻹﻧﻔﺎﻕ ﺍﻟﺮﺃﲰﺎﱄ ﺃﻭ ﺣﱴ ﺑﻴﻊ ﺍﳌﻨﻈﻤﺔ‪.‬‬ ‫‪٢٥‬‬ ‫ﺇﺫﺍ ﺑﺎﺧﺘﺼﺎﺭ ‪ ،‬ﳒﺪ ﺃﻥ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻟﻠﺘﺨﻄﻴﻂ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﻫﻲ ﺍﳌﺎﺩﺓ ﺍﳋﺎﻡ ﺍﻟﱵ ﲢﺘﺎﺟﻬﺎ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﻟﻠﺸﺮﻭﻉ ﰲ ﺧﻄﻂ‬ ‫ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ‪‬ﻢ ﺍﳌﻨﻈﻤﺔ ‪.‬‬ ‫ﻓﻬﻲ ﺍﻟﻮﺳﻴﻠﺔ ﺍﻟﱵ ﻳﻌﺘﻤﺪ ﻋﻠﻴﻬﺎ ﻻﲣﺎﺫ ﻗﺮﺍﺭﺍﺕ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺗﻌﺰﺯ ﺃﻫﺪﺍﻑ ﺍﳌﻨﻈﻤﺔ ﻭﺗﻜﺴﺒﻬﺎ ﻣﻴﺰﺓ ﺗﻨﺎﻓﺴﻴﺔ ‪.‬‬ ‫ﺗﺘﻜﻮﻥ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻣﻦ ﺷﺮﺍﺋﺢ ﳐﺘﻠﻔﺔ‪ ،‬ﺣﻴﺚ ﲢﺘﻮﻱ ﺍﻟﺸﺮﳛﺔ ﺍﻷﻭﱃ ﻋﻠﻰ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳋﺎﺻﺔ ﺑﺎﻟﻌﻤﻠﻴﺎﺕ ﺩﺍﺧﻞ ﺍﻟﺸﺮﻛﺔ‪،‬‬ ‫ﻭﺗﺘﻤﻴﺰ ﻫﺬﻩ ﺍﻟﺸﺮﳛﺔ ﺑﺎﺣﺘﻮﺍﺋﻬﺎ ﻋﻠﻰ ﻣﻌﻠﻮﻣﺎﺕ ﻳﻮﻣﻴﺔ ﺗﺘﻤﻴﺰ ﺑﺄﺣﺠﺎﻣﻬﺎ ﺍﻟﻜﺒﲑﺓ ‪.‬‬ ‫ﺃﻣﺎ ﺍﻟﺸﺮﳛﺔ ﺍﻟﺜﺎﻧﻴﺔ ﻓﺈ‪‬ﺎ ﲢﺘﻮﻯ ﻣﻌﻠﻮﻣﺎﺕ ﰎ ﺍﺳﺘﺨﻼﺻﻬﺎ ﺑﻌﻨﺎﻳﺔ ﻣﻦ ﺍﳌﺴﺘﻮﻯ ﺍﻟﺘﻨﻔﻴﺬﻱ ﺍﻷﺩﱏ ﳌﺴﺎﻋﺪﺓ ﺍﻹﺩﺍﺭﺓ ﰲ ﺗﻨﻔﻴﺬ‬ ‫ﺍﻟﻨﺸﺎﻃﺎﺕ ﻭﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻴﻬﺎ ﻭﺣﻞ ﺍﳌﺸﺎﻛﻞ ﺍﻟﱵ ﺗﻮﺍﺟﻪ ﺍﻹﺩﺍﺭﺓ ﰲ ﻫﺬﺍ ﺍﳌﺴﺘﻮﻯ ‪.‬‬ ‫ﺃﻣﺎ ﺍﳌﺴﺘﻮﻯ ﺍﻟﺜﺎﻟﺚ ﺍﻟﺬﻱ ﻳﺪﻭﺭ ﺣﻮﻝ ﻣﻮﺿﻮﻋﻨﺎ ﻓﻴﺤﻮﻱ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺃﻱ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺳﺘﻨﺘﺎﺟﻴﺔ ﻭﺍﻟﺘﺤﻠﻴﻠﻴﺔ‬ ‫ﺍﻟﱵ ﰎ ﺍﺳﺘﺨﻼﺻﻬﺎ ﻣﻦ ﺍﳌﺴﺘﻮﻯ ﺍﻷﺩﱏ ﻭﺍﻷﻭﺳﻂ ﻭﺍﻟﱵ ﻳﺴﺘﻔﺎﺩ ﻣﻨﻬﺎ ﰲ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﺨﻄﻴﻂ ﺑﻌـﺪ‬ ‫ﺍﳌﺴﺘﻮﻯ ‪.‬‬ ‫‪-٣‬ﻧﻈﻢ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭ ‪:‬‬ ‫ﳝﻜﻦ ﺑﺒﺴﺎﻃﺔ ﺗﻌﺮﻳﻒ ﻧﻈﻢ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭ ﻋﻠﻰ ﺃ‪‬ﺎ ﻧﻈﻢ ﻣﻌﻠﻮﻣﺎﺕ ﻣﺒﻨﻴﺔ ﻋﻠﻰ ﺍﳊﺎﺳﻮﺏ ﺗﺴﺎﻋﺪ ﻣﺘﺨﺬ ﺍﻟﻘﺮﺍﺭ ﻋﻠﻰ ﺍﲣـﺎﺫ‬ ‫ﻗﺮﺍﺭﺍﺕ ﺃﻓﻀﻞ ﻣﻦ ﺧﻼﻝ ﺇﺗﺎﺣﺔ ﺑﺪﺍﺋﻞ ﻭﺗﻘﻴﻴﻤﻬﺎ ﻭﻋﺮﺿﻬﺎ ﻋﻠﻰ ﻣﺘﺨﺬ ﺍﻟﻘﺮﺍﺭ ﻻﺧﺘﻴﺎﺭ ﻣﺎ ﻳﺮﺍﻩ ﻣﻨﺎﺳﺒﺎ ﺑﻨﺎﺀ ﻋﻠﻰ ﺧﱪﺗـﻪ‬ ‫ﻭﺣﻜﻤﻪ ﺍﻟﺸﺨﺼﻲ ‪.‬‬ ‫‪١,٣‬ﺧﺼﺎﺋﺺ ﻧﻈﻢ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭ‪:‬‬ ‫ﺣﱴ ﳝﻜﻦ ﺗﺼﻨﻴﻒ ﻧﻈﺎﻡ ﻣﻌﻠﻮﻣﺎﺕ ﻣﺎ ﻋﻠﻰ ﺃﻧﻪ ﻧﻈﺎﻡ ﻟﺪﻋﻢ ﺍﻟﻘﺮﺍﺭ ﻓﻴﺠﺐ ﺃﻥ ﻳﺘﺼﻒ ﺑﺎﳋﺼﺎﺋﺺ ﺍﻟﺘﺎﻟﻴﺔ ‪:‬‬ ‫‪٢٢‬‬ ‫• ﻣﺴﺎﻋﺪﺓ ﺍﳌﺪﻳﺮ ﰲ ﺍﲣﺎﺫ ﻗﺮﺍﺭﺍﺗﻪ ﻭﲞﺎﺻﺔ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺷﺒﻪ ﺍﳌﻬﻴﻜﻠﺔ ﻭﻏﲑ ﺍﳌﻬﻴﻜﻠﺔ ﺍﻟﱵ ﻋﺎﺩﺓ ﻣﺎ ﺗﻮﺍﺟـﻪ ﺍﻹﺩﺍﺭﺓ‬ ‫ﺍﻟﻌﻠﻴﺎ ‪.‬‬ ‫• ﺩﻋﻢ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﻻ ﺍﺳﺘﺒﺪﺍﻝ ﺻﺎﺣﺐ ﺍﻟﻘﺮﺍﺭ ﻭﺣﻜﻤﻪ ‪.‬‬ ‫‪22‬‬ ‫‪Ganesh D. Batt, Varun Grover "Types of Information Technology‬‬ ‫"‪Capabilities and Their role in Competitive Advantage: An Empirical Study,‬‬ ‫‪Management Science 92005): 253‬‬ ‫‪٢٦‬‬ ‫• ﲢﺴﲔ ﻓﻌﺎﻟﻴﺔ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﻻ ﻛﻔﺎﺀ‪‬ﺎ ‪.‬‬ ‫• ﺍﻟﺪﻣﺞ ﻣﺎ ﺑﲔ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﻨﻤﺎﺫﺝ ﺃﻭ ﺍﻟﻮﺳﺎﺋﻞ ﺍﻟﺘﺤﻠﻴﻠﻴﺔ ﻣﻊ ﺍﻟﻄﺮﻕ ﺍﻟﺘﻘﻠﻴﺪﻳﺔ ﻟﻠﻮﺻﻮﻝ ﻟﻠﺒﻴﺎﻧﺎﺕ ﻭﺍﺳﺘﺮﺟﺎﻋﻬﺎ ‪.‬‬ ‫• ﺍﻟﺘﺮﻛﻴﺰ ﺑﺸﻜﻞ ﺧﺎﺹ ﻋﻠﻰ ﺍﻟﺼﻔﺎﺕ ﺍﻟﱵ ﲡﻌﻠﻬﺎ ﺳﻬﻠﺔ ﺍﻻﺳﺘﺨﺪﺍﻡ ﻭﺑﺸﻜﻞ ﺗﻔﺎﻋﻠﻲ ﻣﻦ ﻗﺒﻞ ﺃﺷﺨﺎﺹ ﻏـﲑ‬ ‫ﻣﺘﺨﺼﺼﲔ ﰲ ﺍﳊﺎﺳﻮﺏ ‪.‬‬ ‫• ﺍﻟﺘﺄﻛﻴﺪ ﻋﻠﻰ ﺍﳌﺮﻭﻧﺔ ﻭﺍﻟﺘﻜﻴﻒ ﻻﺣﺘﻮﺍﺀ ﺃﻱ ﺗﻐﲑﺍﺕ ﺗﻨﺸﺄ ﰲ ﺍﻟﺒﻴﺌﺔ ﻭﰲ ﻃﺮﻳﻘﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳋﺎﺻﺔ ﺑﺎﳌﺪﻳﺮ ‪.‬‬ ‫• ﺗﻜﻮﻥ ﲢﺖ ﺳﻴﻄﺮﺓ ﻣﺘﺨﺬ ﺍﻟﻘﺮﺍﺭ ‪.‬‬ ‫ﺇﻥ ﻗﻮﺓ ﺍﻟﺪﻓﻊ ﺍﻟﺮﺋﻴﺴﻴﺔ ﰲ ﻧﻈﻢ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭ ﺗﺴﺘﻬﺪﻑ ﰲ ﺍﻷﺳﺎﺱ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﱵ ﲢﻮﻱ ﺑﻌﺾ ﺍﳍﻴﻜﻠﺔ ﺍﻟﱵ ﺗـﺴﻤﺢ‬ ‫ﺑﺎﺳﺘﺨﺪﺍﻡ ﺍﳊﺎﺳﻮﺏ ﻭﺍﻟﻨﻤﺎﺫﺝ ﺍﻟﻜﻤﻴﺔ ‪ ،‬ﻭﻟﻜﻦ ﲢﺘﺎﺝ ﻟﻠﺘﺪﺧﻞ ﺍﻟﺒﺸﺮﻱ ﳑﺜﻼ ﲞﱪﺓ ﻭﺣﻜﻢ ﻭﺣﺪﺱ ﺍﳌﺪﻳﺮ ﻣﺘﺨـﺬ‬ ‫ﺍﻟﻘﺮﺍﺭ ‪ .‬ﺇﻥ ﻧﻈﻢ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭ ﺗﻮﺳﻊ ﻣﺪﻯ ﻭﻗﺪﺭﺓ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﻟﺘﺤﺴﲔ ﺍﻟﻔﺎﻋﻠﻴﺔ ‪ .‬ﻭﺫﻟﻚ ﻳﻮﻓﺮ ﻟﻠﻤـﺪﻳﺮ ﺃﺩﺍﺓ‬ ‫ﺩﺍﻋﻤﺔ ﲢﺖ ﺳﻴﻄﺮﺗﻪ ﺍﻟﺸﺨﺼﻴﺔ ﻻ ‪‬ﺪﻑ ﺇﱃ ﺇﻋﺎﺩﺓ ﺗﻌﺮﻳﻒ ﺍﻷﻫﺪﺍﻑ ﺃﻭ ﺃﲤﺎﻡ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﺃﻭ ﻓﺮﺽ ﺣﻠﻮﻝ‬ ‫ﺑﺸﻜﻞ ﻣﺒﺎﺷﺮ ‪.‬‬ ‫ﻟﻘﺪ ﻛﺎﻧﺖ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﺴﺎﺑﻘﺔ ﺗﺆﻛﺪ ﻋﻠﻰ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ ﰎ ﺟﻠﺒﻬﺎ ‪ ،‬ﻭﲢﻠﻴﻠﻬﺎ ‪ ،‬ﻭﺗﻔﺴﲑﻫﺎ ‪ ،‬ﻭﺗﻘﺪﳝﻬﺎ ﻋﻠـﻰ‬ ‫ﺃﺳﺲ ﳐﺘﺎﺭﺓ ‪‬ﺪﻑ ﺇﱃ ﺗﻌﺰﻳﺰ ﺍﲣﺎﺫ ﻗﺮﺍﺭ ﻣﻌﲔ ‪.‬‬ ‫ﻣﻦ ﻫﻨﺎ ﳒﺪ ﺃﻥ ﻧﻈﻢ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭ ﺗﺴﻤﺢ ﺑﻨﻬﺞ ﺃﻭﺳﻊ ﻟﻠﺘﻌﺎﻣﻞ ﻣﻊ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﳑﺎ ﻛﺎﻥ ﳑﻜﻨﺎ ﰲ ﺍﻟﺴﺎﺑﻖ ‪.‬‬ ‫‪ ٢,٣‬ﳎﺎﻻﺕ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭ ﰲ ﺍﳌﻨﻈﻤﺔ ‪:‬‬ ‫ﳝﻜﻦ ﺗﻠﺨﻴﺺ ﺍﻷﺳﺒﺎﺏ ﺍﻟﱵ ﺩﻋﺖ ﻻﺳﺘﺨﺪﺍﻡ ﻧﻈﺎﻡ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭ ﺑﺎﻵﰐ ‪:‬‬ ‫• ﻋﻨﺪﻣﺎ ﺗﻌﻤﻞ ﺍﻟﺸﺮﻛﺔ ﰲ ﻧﻈﺎﻡ ﺍﻗﺘﺼﺎﺩﻱ ﻏﲑ ﻣﺴﺘﻘﺮ ﻧﺴﺒﻴﹰﺎ ‪.‬‬ ‫•‬ ‫ﰲ ﺣﺎﻟﺔ ﺍﺯﺩﻳﺎﺩ ﺍﳌﻨﺎﻓﺴﺔ ﺍﻷﺟﻨﺒﻴﺔ ﻭﺍﶈﻠﻴﺔ ﺍﻟﱵ ﺗﺘﻌﺮﺽ ﳍﺎ ﺍﳌﻨﻈﻤﺔ ‪.‬‬ ‫• ﻋﻨﺪﻣﺎ ﺗﻜﻮﻥ ﺍﻟﺸﺮﻛﺔ ﻏﲑ ﻗﺎﺩﺭﺓ ﻋﻠﻰ ﳎﺎﺭﺍﺓ ﻭﺍﻟﻠﺤﺎﻕ ﲟﺎ ﳚﺮﻱ ﺣﻮﳍﺎ ﰲ ﺍﻟﺒﻴﺌﺔ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ﺍﶈﻴﻄﺔ ‪.‬‬ ‫‪٢٧‬‬ ‫• ﻋﻨﺪﻣﺎ ﻳﻜﻮﻥ ﺍﻟﻨﻈﺎﻡ ﺍﻷﺳﺎﺳﻲ ﺍﻟﻌﺎﻣﻞ ﰲ ﺍﻟﺸﺮﻛﺔ ﻻ ﻳﺴﺎﻋﺪ ﺍﻟﺸﺮﻛﺔ ﻋﻠﻰ ﺗﻄﻮﻳﺮ ﻧﻔـﺴﻬﺎ ﻭﺯﻳـﺎﺩﺓ ﻛﻔـﺎﺀﺓ‬ ‫ﺍﻟﻌﺎﻣﻠﲔ ﻓﻴﻬﺎ ﻭﺯﻳﺎﺩﺓ ﺍﻷﺭﺑﺎﺡ ﻭﻓﺘﺢ ﺃﺳﻮﺍﻕ ﺟﺪﻳﺪﺓ ‪.‬‬ ‫• ﻋﻨﺪﻣﺎ ﺗﻜﻮﻥ ﺍﻹﺩﺍﺭﺓ ﺍﳌﺴﺌﻮﻟﺔ ﻋﻠﻰ ﻣﻌﺎﳉﺔ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻏﲑ ﻗﺎﺩﺭﺓ ﻋﻠﻰ ﺗﻠﺒﻴﺔ ﺍﺣﺘﻴﺎﺟﺎﺕ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴـﺎ ﻭﻋـﺪﻡ‬ ‫ﻭﺟﻮﺩ ﲢﻠﻴﻞ ﻟﻠﺒﻴﺎﻧﺎﺕ‪.‬‬ ‫‪ ٣,٣‬ﺍﻟﻔﻮﺍﺋﺪ ﺍﻟﺮﺋﻴﺴﻴﺔ ﻟﻨﻈﺎﻡ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭ ‪:‬‬ ‫• ﺭﺩﻭﺩ ﺍﻟﻔﻌﻞ ﺍﻟﺴﺮﻳﻌﺔ ﻟﻠﻤﻮﺍﻗﻒ ﺍﻟﻐﲑ ﻣﺘﻮﻗﻌﺔ ﺍﻟﱵ ﺗﻨﺘﺞ ﻋﻦ ﺗﻐﲑ ﺑﺎﻟﻈﺮﻭﻑ ﺍﶈﻴﻄﺔ ﺑﺎﳌﻨﻈﻤﺔ ‪.‬‬ ‫• ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺍﺳﺘﺨﺪﺍﻡ ﺃﻛﺜﺮ ﻣﻦ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺑﺴﺮﻋﺔ ﻭﺇﳚﺎﺑﻴﺔ ‪.‬‬ ‫• ﺗﻌﻠﻴﻢ ﻭﻧﻈﺮﺓ ﺟﺪﻳﺪﺓ ‪ .‬ﻭﻫﺬﻩ ﺍﻟﻨﻈﺮﺓ ﺍﳉﺪﻳﺪﺓ ﺗﺴﺎﻋﺪ ﻋﻠﻰ ﺗﺪﺭﻳﺐ ﺍﳌﺪﺭﺍﺀ ﻏﲑ ﺍﳋﺒﲑﻳﻦ ‪.‬‬ ‫• ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺩﻋﻢ ﺣﻠﻮﻝ ﺍﳌﺸﺎﻛﻞ ﺍﳌﻌﻘﺪﺓ ‪.‬‬ ‫• ﲢﺴﲔ ﺍﻻﺗﺼﺎﻝ ﺑﲔ ﺻﻨﺎﻉ ﺍﻟﻘﺮﺍﺭ ﲝﻴﺚ ﺃﻥ ﻣﻌﺎﳉﺔ ﺍﻟﻘﺮﺍﺭ ﳝﻜﻦ ﺃﻥ ﲡﻌﻞ ﺍﳌﻮﻇﻔﲔ ﺃﻛﺜﺮ ﻣﺴﺎﻋﺪﺓ ﺃﻭ ﺩﻋـﻢ‬ ‫ﻟﺘﻨﻈﻴﻢ ﺍﻟﻘﺮﺍﺭﺍﺕ ‪.‬‬ ‫• ﲢﺴﻦ ﺃﺩﺍﺀ ﺍﻹﺩﺍﺭﺓ ‪.‬‬ ‫• ﺗﻮﻓﲑ ﰲ ﺍﻟﻜﻠﻔﺔ ‪.‬‬ ‫• ﻗﺮﺍﺭﺍﺕ ﺇﳚﺎﺑﻴﺔ ﺗﻨﺘﺞ ﻗﺮﺍﺭﺍﺕ ﺃﻛﺜﺮ ﺇﳚﺎﺑﻴﺔ ‪.‬‬ ‫• ﲢﺴﻦ ﻓﻌﺎﻟﻴﺔ ﺍﻹﺩﺍﺭﺓ ﺣﻴﺚ ﺗﺴﺎﻋﺪ ﺍﳌﺪﺭﺍﺀ ﰲ ﺍﻟﻮﺻﻮﻝ ﺇﱃ ﻗﺮﺍﺭ ﰲ ﻭﻗﺖ ﻗﺼﲑ ﻭﺟﻬﺪ ﺃﻗﻞ ‪.‬‬ ‫‪ ٤,٣‬ﺇﻣﻜﺎﻧﻴﺎﺕ ﻧﻈﻢ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭﺍﺕ ‪:‬‬ ‫• ﺇﻥ ﺍﺳﺘﺨﺪﺍﻡ ﻧﻈﻢ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭ ﻳﻀﻊ ﺍﳌﺪﻳﺮ ﰲ ﻭﺳﻂ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﳎﻬﺰﹰﺍ ﻭﺑﺸﻜﻞ ﻣﻨﺎﺳﺐ ﺑﺘﻜﻨﻮﻟﻮﺟﻴﹰﺎ‬ ‫ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭ ﳌﺴﺎﻋﺪﺗﻪ ﻋﻠﻰ ﺣﻞ ﻛﻞ ﻣﻦ ﺍﳌﺸﺎﻛﻞ ﺍﳌﺘﻜﺮﺭﺓ ﻭﺍﳌﺸﺎﻛﻞ ﺍﻟﱵ ﲢﺪﺙ ﰲ ﻣﻮﺍﻗﻒ ﻣﻌﻴﻨﺔ ‪.‬‬ ‫• ﺇﻥ ﺗﻮﺳﻴﻊ ﻗﺪﺭﺍﺕ ﺍﳌﺪﻳﺮ ‪ ،‬ﻭﺇﺯﺍﻟﺔ ﺍﻟﻌﻮﺍﺋﻖ ﺃﻣﺎﻡ ﻗﻴﺎﻣﺔ ﺑﻮﻇﺎﺋﻔﻪ ﺑﻔﻌﺎﻟﻴﺔ ‪ ،‬ﻣﻦ ﺧﻼﻝ ﺍﺳـﺘﺨﺪﺍﻡ ﻧﻈـﻢ ﺩﻋـﻢ‬ ‫ﺍﻟﻘﺮﺍﺭﺍﺕ ‪ ،‬ﳛﺴﻦ ﻣﻦ ﻓﺮﺻﺔ ﳒﺎﺡ ﺍﳌﻨﻈﻤﺔ ﰲ ﲢﻘﻴﻖ ﺃﻫﺪﺍﻓﻬﺎ ‪ .‬ﻭﻻ ﳛﺪﺙ ﺫﻟﻚ ﻣﻦ ﺧﻼﻝ ﺗﻮﻓﲑ ﺍﳌﻌﻠﻮﻣﺎﺕ‬ ‫‪٢٨‬‬ ‫ﻟﻺﺩﺍﺭﺓ ﰲ ﺍﻟﻮﻗﺖ ﺍﳌﻨﺎﺳﺐ ﻓﺤﺴﺐ ‪ ،‬ﻭﻟﻜﻦ ﺃﻳﻀﹰﺎ ﻣﻦ ﺧﻼﻝ ﺗﻮﻓﲑ ﻣﺮﻭﻧﺔ ﻛﺎﻣﻠﺔ ﰲ ﺍﻻﺧﺘﻴﺎﺭ ‪ ،‬ﻭﺍﻟﺘﺴﻠﺴﻞ ‪،‬‬ ‫ﻭﺍﻟﺘﺤﻠﻴﻞ ﻭﰲ ﺍﻟﻌﺮﺽ ﺍﻟﻨﻬﺎﺋﻲ ﻟﻠﻨﺘﺎﺋﺞ ‪.‬‬ ‫*ﻣﻦ ﻫﻨﺎ ﲡﺪ ﺃﻥ ﻧﻈﻢ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭ ﺗﻮﻓﺮ ﺇﻣﻜﺎﻧﻴﺎﺕ ﻫﺎﺋﻠﺔ ﻟﻺﺩﺍﺭﺓ ‪ ،‬ﻭﺫﻟﻚ ﻣﻦ ﺧﻼﻝ ‪:‬‬ ‫• ﺍﻟﺘﺄﻛﻴﺪ ﻋﻠﻰ ﺍﻛﺘﺸﺎﻑ ﻭﺣﻞ ﺍﳌﺸﺎﻛﻞ ‪.‬‬ ‫• ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺍﻹﺟﺎﺑﺔ ﻋﻠﻰ ﺃﺳﺌﻠﺔ "ﻣﺎﺫﺍ – ﻟﻮ" ‪.‬‬ ‫• ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﻨﻤﺎﺫﺝ ﳍﻴﻜﻠﺔ ﺍﳌﺸﺎﻛﻞ ﺍﳊﻘﻴﻘﻴﺔ ﰲ ﺍﳌﻨﻈﻤﺔ ‪.‬‬ ‫• ﺗﻮﻓﲑ ﺍﻟﻮﺳﺎﺋﻞ ﺍﻟﺘﺤﻠﻴﻠﻴﺔ ﺍﳌﺴﺎﻋﺪﺓ ﰲ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ‪.‬‬ ‫• ﺍﻟﺘﻌﺎﻣﻞ ﻣﻊ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳌﺘﻜﺮﺭﺓ ﻭﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳋﺎﺻﺔ ﲝﺎﻻﺕ ﻣﻌﻨﻴﺔ ‪.‬‬ ‫• ﺍﻟﺘﺄﻛﻴﺪ ﺑﺸﻜﻞ ﻛﺒﲑ ﻋﻠﻰ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﺮﺳﻮﻡ ﺍﻟﺒﻴﺎﻧﻴﺔ ‪.‬‬ ‫• ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺗﻮﻓﲑ ﺍﻟﺘﻘﺎﺭﻳﺮ ‪.‬‬ ‫• ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺍﻟﺒﺤﺚ ﻋﻦ ﺍﳍﺪﻑ ‪.‬‬ ‫‪ ٥,٣‬ﺗﻄﺒﻴﻘﺎﺕ ﻧﻈﻢ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭﺍﺕ ‪:‬‬ ‫ﺇﻥ ﻋﺪﺩ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﱵ ﺗﻄﺒﻖ ﻧﻈﻢ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭ ﰲ ﻧﺸﺎﻃﺎ‪‬ﺎ ﺃﺧﺬ ﰲ ﺍﻻﺯﺩﻳﺎﺩ ﺑﺸﻜﻞ ﻣﻠﺤﻮﻅ ﺣﻴﺚ ﻳﻮﺟﺪ ﻫﻨﺎﻙ ﺍﻟﻌﺪﻳﺪ‬ ‫ﻣﻦ ﺗﻄﺒﻴﻘﺎﺕ ﻧﻈﻢ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭﺍﺕ ‪ .‬ﻭﻫﺬﻩ ﺍﻟﺘﻄﺒﻴﻘﺎﺕ ﺗﺘﻔﺎﻭﺕ ﺑﺸﻜﻞ ﻛﺒﲑ ‪ .‬ﻓﻤﻨﻬﺎ ﻣﺎ ﻳﺪﻋﻢ ﻣﺘﺨﺬ ﻗﺮﺍﺭ ﻭﺍﺣﺪ ﻭﻣﻨـﻬﺎ‬ ‫ﻣﺎ ﻳﺪﻋﻢ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﻗﺮﺍﺭ ﲨﺎﻋﻴﺔ ‪ ،‬ﻭﺑﻌﻀﻬﺎ ﻳﺪﻋﻢ ﻗﺮﺍﺭﺍﺕ ﺫﺍﺕ ﺃﻏﺮﺍﺽ ﺧﺎﺻﺔ ﻏﲑ ﻣﺘﻜﺮﺭﺓ ‪ ،‬ﺑﻴﻨﻤﺎ ﺍﻟﺒﻌﺾ ﺍﻵﺧـﺮ‬ ‫ﻳﺪﻋﻢ ﻗﺮﺍﺭﺍﺕ ﺗﺘﺨﺬ ﺑﺸﻜﻞ ﻣﺘﻜﺮﺭ ‪.‬‬ ‫ﻭﻫﺬﻩ ﺍﻟﺘﻄﺒﻴﻘﺎﺕ ﺗﺸﻤﻞ ‪:‬‬ ‫• ﺍﻟﺘﺨﻄﻴﻂ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻲ ‪.‬‬ ‫• ﲢﻠﻴﻞ ﺍﻟﺴﻴﺎﺳﺎﺕ ﰲ ﺍﳌﺆﺳﺴﺎﺕ ﻭﺍﻟﺸﺮﻛﺎﺕ ‪.‬‬ ‫• ﺍﻟﺘﺨﻄﻴﻂ ﺍﳌﺎﱄ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻲ ‪.‬‬ ‫• ﺇﺩﺍﺭﺓ ﺣﻘﺎﺋﺐ ﺍﻻﺳﺘﺜﻤﺎﺭ ‪.‬‬ ‫• ﲣﺼﻴﺺ ﺍﳌﻮﺍﺭﺩ ﺍﳉﻐﺮﺍﻓﻴﺔ ﻭﲢﻠﻴﻠﻬﺎ ﻛﺘﻌﻴﲔ ﺣﺪﻭﺩ ﺍﳌﺪﺍﺭﺱ ﻭﺍﳌﻌﺎﻫﺪ ﻭﺍﳉﺎﻣﻌﺎﺕ‪.‬‬ ‫‪٢٩‬‬ ‫• ﺍﻟﻌﻼﻗﺎﺕ ﺍﻟﺼﻨﺎﻋﻴﺔ ﻟﺘﻮﻓﲑ ﺍﻟﻮﺻﻮﻝ ﺇﱃ ﺑﻴﺎﻧﺎﺕ ﻋﻦ ﺍﻟﻌﺎﻣﻠﲔ ﰲ ﺍﳌﻨﻈﻤﺔ ﻷﻏﺮﺍﺽ ﻣﻌﻴﻨﺔ ﻣﺜﻞ ﲢﻠﻴﻞ ﻹﻧﺘﺎﺟﻴـﺔ‬ ‫ﻭﲣﺼﻴﺺ ﺍﳌﻮﺍﺭﺩ ‪.‬‬ ‫• ﺍﻟﻨﻘﻞ ﻛﻮﺿﻊ ﺧﻄﻂ ﻟﺘﺤﺪﻳﺪ ﻣﺴﺎﺭﺍﺕ ﺍﻟﻘﻄﺎﺭﺍﺕ ﻋﻠﻰ ﺳﻜﻚ ﺍﳊﺪﻳﺪ ﻭﺍﳉﺪﺍﻭﻝ ﺍﻟﺰﻣﻨﻴﺔ ﻟﺘﺤﺮﻛﺎ‪‬ﺎ ﻭﺫﻟﻚ ﰲ‬ ‫ﺍﳋﻄﻮﻁ ﺍﳉﻮﻳﺔ ‪.‬‬ ‫• ﲢﻠﻴﻞ ﺍﳌﺨﺎﻃﺮ ‪.‬‬ ‫• ﺇﺩﺍﺭﺓ ﺍﻹﻧﺘﺎﺝ ‪.‬‬ ‫‪-٤‬ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ‪:‬‬ ‫ﺗﻌﺘﱪ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺇﺣﺪﻯ ﺇﻓﺮﺍﺯﺍﺕ ﺍﻟﻌﻮﳌﺔ ﻭﺍﻟﱵ ﺗﻌﲎ ﺍﻧﻔﺘﺎﺡ ﻋﻠﻰ ﺍﻟﻌﺎﱂ ﺛﻘﺎﻓﻴﺎ ﻭﺍﻗﺘﺼﺎﺩﻳﹰﺎ ﻭﺇﺩﺍﺭﻳﺎ ﻭﺳﻴﺎﺳـﻴﹰﺎ ﻭﺗﻜﻨﻮﻟﻮﺟﻴـﹰﺎ‬ ‫ﻭﺗﺘﻼﺷﻰ ﻓﻴﻬﺎ ﺗﺄﺛﲑ ﺍﳊﺪﻭﺩ ﺍﳉﻐﺮﺍﻓﻴﺔ ﻭﺍﻟﺴﻴﺎﺳﻴﺔ ﺣﻴﺚ ﳒﺪ ﺣﺮﻛﺔ ﺑﻼ ﻗﻴﻮﺩ ﻟﺮﺃﺱ ﺍﳌﺎﻝ ‪ ،‬ﻭﺛﻘﺎﻓﺎﺕ ﺗﺪﺍﺧﻠﺖ ‪ ،‬ﻭﺃﺳﻮﺍﻕ‬ ‫ﺗﻘﺎﺭﺑﺖ ﻭﺷﺮﻛﺎﺕ ﺍﻧﺪﳎﺖ ‪ ،‬ﻭﺗﺘﻄﻠﺐ ﺍﻟﻌﻮﳌﺔ ﻣﺴﺎﻳﺮﺓ ﻛﻞ ﺍﻟﺘﻐﲑﺍﺕ ﺍﻟﻌﺎﳌﻴﺔ ﻣﻦ ﺧﻼﻝ ﺗﻄﻮﻳﺮ ﺍﻷﺩﺍﺀ ﰲ ﻛﺎﰲ ﳎـﺎﻻﺕ‬ ‫ﺍﻟﻨﺸﺎﻁ ﺍﳌﺎﱄ ﻭﺍﻟﺘﺴﻮﻳﻘﻲ ﻭﺍﳌﻌﻠﻮﻣﺎﰐ ﻭﲢﻠﻴﻞ ﺍﳌﺘﻐﲑﺍﺕ ﺍﻟﻌﺎﳌﻴﺔ ﺍﳌﺮﺗﺒﻄﺔ ﺑﻜﻞ ﳎﺎﻝ ﻣﻦ ﺍ‪‬ﺎﻻﺕ ﺍﻟـﺴﺎﺑﻘﺔ ‪ ،‬ﺃﺻـﺒﺤﺖ‬ ‫ﺍﳌﻨﻈﻤﺎﺕ ﺗﻮﺍﺟﻪ ﻣﻨﺎﻓﺴﺔ ﻏﲑ ﻣﺴﺒﻮﻗﺔ ﻭﺗﺴﻌﻰ ﻛﻞ ﻭﺣﺪﺓ ﻣﻦ ﻫﺬﻩ ﺍﳌﻨﻈﻤﺎﺕ ﺇﱃ ﲢﻘﻴﻖ ﻣﻴﺰﺓ ﺗﻨﺎﻓـﺴﻴﺔ ﲤﻜﻨـﻬﺎ ﻣـﻦ‬ ‫ﺍﳊﺼﻮﻝ ﻋﻠﻰ ﺃﻛﱪ ﺣﺼﺔ ﺳﻮﻗﻴﺔ ﻟﺘﺴﺘﻄﻴﻊ ﺍﻟﺒﻘﺎﺀ ﰲ ﺩﻧﻴﺎ ﺍﻷﻋﻤﺎﻝ ﺍﻷﻣﺮ ﺍﻟﺬﻱ ﻳﺘﻄﻠﺐ ﺃﺗﺒﺎﻉ ﺃﺳﺎﻟﻴﺐ ﻣﺴﺘﺤﺪﺛﺔ ﺗﻨﺎﺳﺐ‬ ‫ﻫﺬﻩ ﺍﻟﺘﻄﻮﺭ ﻭﺍﻟﱵ ﻣﻨﻬﺎ ﻭﺍﺳﺘﺨﺪﺍﻡ ﺃﺳﻠﻮﺏ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ‪ ،‬ﻭﺍﻟﺮﻳﺎﺩﺓ ﰲ ﺍﻟﺘﻜﻠﻔﺔ ﻭﺍﻟﻌﻤﻞ ﻋﻠﻰ ﲢﺴﲔ ﺍﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ‬ ‫ﳍﺬﻩ ﺍﳌﺆﺳﺴﺎﺕ ﻋﻦ ﻃﺮﻳﺔ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍﳌﻨﺎﺳﺒﺔ ﳍﺎ ‪.‬‬ ‫ﻭﻳﺴﻌﻰ ﻫﺬ ﺍﻟﻘﺴﻢ ﺇﱃ ﲢﺴﲔ ﺍﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻟﻠﻤﺆﺳﺴﺎﺕ ﺍﻟﻌﺎﻣﺔ ﻭﺍﳋﺎﺻﺔ ﻭﻓﻘﺎ ﳌﻌﺎﻳﲑ ﺍﻷﺩﺍﺀ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﻭﺫﻟﻚ ﻣﻦ‬ ‫ﺧﻼﻝ ﺍﶈﺎﻭﺭ ﺍﻟﺘﺎﻟﻴﺔ ‪:‬‬ ‫ﺃﻭ ﹰﻻ ‪ :‬ﻃﺒﻴﻌﺔ ﻭﺃﳘﻴﺔ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ‪.‬‬ ‫ﺛﺎﻧﻴﹰﺎ ‪ :‬ﺃﺳﺎﻟﻴﺐ ﻗﻴﺎﺱ ﺍﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ‪.‬‬ ‫‪٣٠‬‬ ‫ﺛﺎﻟﺜﹰﺎ ‪ :‬ﻣﺆﺷﺮﺍﺕ ﺍﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ‪.‬‬ ‫ﺭﺍﺑﻌﹰﺎ ‪ :‬ﳏﺪﺩﺍﺕ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ‪.‬‬ ‫ﺧﺎﻣﺴﹰﺎ‪ :‬ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ‪.‬‬ ‫ﺳﺎﺩﺳﹰﺎ ‪ :‬ﺍﻹﺩﺍﺭﺓ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻛﻤﺪﺧﻞ ﻟﺘﺤﺴﲔ ﺍﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻟﻠﻤﺆﺳﺴﺎﺕ ‪.‬‬ ‫ﺳﺎﺑﻌﹰﺎ ‪ :‬ﺍﻟﻌﻮﺍﻣﻞ ﺍﻟﺮﺋﻴﺴﻴﺔ ﺍﳌﺆﺛﺮﺓ ﰲ ﺍﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ‪.‬‬ ‫ﺛﺎﻣﻨﹰﺎ ‪ :‬ﳕﺎﺫﺝ ﲢﺪﻳﺪ ﺍﻟﻘﺪﺭﺍﺕ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ‪.‬‬ ‫ﺃﻭ ﹰﻻ‪ :‬ﻃﺒﻴﻌﺔ ﻭﺃﳘﻴﺔ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ‪:‬‬ ‫ﳜﺘﻠﻒ ﻣﻔﻬﻮﻡ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺑﺎﺧﺘﻼﻑ ﳏﻞ ﺍﳊﺪﻳﺚ ﻓﻴﻤﺎ ﺇﺫﺍ ﻛﺎﻥ ﻋﻦ ﺷﺮﻛﺔ ‪ ،‬ﺃﻭ ﻗﻄﺎﻉ ‪ ،‬ﺃﻭ ﺩﻭﻟﺔ‪ .‬ﻓﺎﻟﺘﻨﺎﻓـﺴﻴﺔ‬ ‫ﻋﻠﻰ ﺻﻌﻴﺪ ﻣﻨﺸﺎﺓ ﺗﺴﻌﻰ ﺇﱃ ﻛﺴﺐ ﺣﺼﺔ ﰲ ﺍﻟﺴﻮﻕ ﺍﻟﺪﻭﱄ ‪ ،‬ﲣﺘﻠﻒ ﻋﻦ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻟﻘﻄﺎﻉ ﻣﺘﻤﺜﻞ ﲟﺠﻤﻮﻋﺔ‬ ‫ﻣﻦ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﻌﺎﻣﻠﺔ ﰲ ﺻﻨﺎﻋﺔ ﻣﻌﻴﻨﺔ‪ ،‬ﻭﻫﺎﺗﺎﻥ ﺑﺪﻭﺭﳘﺎ ﲣﺘﻠﻔﺎﻥ ﻋﻦ ﺗﻨﺎﻓﺴﻴﺔ ﺩﻭﻟﺔ ﺗﺴﻌﻰ ﻟﺘﺤﻘﻴـﻖ ﻣﻌـﺪﻝ‬ ‫ﻣﺮﺗﻔﻊ ﻭﻣﺴﺘﺪﺍﻡ ﻟﺪﺧﻞ ﺍﻟﻔﺮﺩ ﻓﻴﻬﺎ‪.‬‬ ‫ﺏ‪ -‬ﻣﻔﻬﻮﻡ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ‪:‬‬ ‫ﻳﺸﲑ ﻣﻔﻬﻮﻡ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﻵﻥ ﺇﱃ ﻗﺪﺭﺓ ﺍﻟﺪﻭﻟﺔ ﻋﻠﻰ ﺭﻓﻊ ﻣﺴﺘﻮﻯ ﻣﻌﻴﺸﺔ ﺃﻓﺮﺍﺩﻫﺎ ﻭﺃﻭﺭﺩ ﺗﻘﺮﻳﺮ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﻟﻌﺎﳌﻴﺔ‬ ‫ﺗﻌﺮﻳﻒ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺑﺄﻧﺔ ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﲢﻘﻴﻖ ﺍﻟﻨﻤﻮ ﺍﻟﺴﺮﻳﻊ ﰲ ﺇﲨﺎﱄ ﺍﻟﻨﺎﺗﺞ ﺍﶈﻠﻲ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﻔﺮﺩ ﻋﻠـﻰ ﻣـﺪﻯ‬ ‫ﻓﺘﺮﺍﺕ ﻃﻮﻳﻠﺔ ‪.‬‬ ‫ﻭﺗﻌﺮﻳﻒ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﻻﻗﺘﺼﺎﺩ ﺍﻟﻜﻠﻲ ﺑﺄ‪‬ﺎ ﺍﻟﻘﺪﺭﺓ ﺍﻻﻗﺘﺼﺎﺩ ﻋﻠﻰ ﺗﻮﻓﲑ ﻣﺴﺘﻮﻯ ﻣﻌﻴـﺸﺔ ﻣﺮﺗﻔـﻊ‬ ‫ﻟﻠﻤﻮﺍﻃﻨﲔ ﻣﻦ ﺧﻼﻝ ﺗﻌﻈﻴﻢ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻭﺩﻋﻢ ﻗﺪﺭﺍﺕ ﺍﻻﺑﺘﻜﺎﺭ ‪ ،‬ﻭﻳﺸﲑ ﻣﺼﻄﻠﺢ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺇﱃ ﺍﻟﻘﺪﺭﺓ ﻋﻠـﻰ‬ ‫ﺗﻮﻟﻴﺪ ﻣﺴﺘﻮﻳﺎﺕ ﻣﺮﺗﻔﻌﺔ ﻣﻦ ﺍﻷﺩﺍﺀ ﻭﺍﻹﻧﺘﺎﺟﻴﺔ‬ ‫‪٣١‬‬ ‫ﻭﺗﻌﺮﻑ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻋﻠﻰ ﺻﻌﻴﺪ ﺍﳌﻨﺸﺎﺓ ﺑﺄ‪‬ﺎ ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺗﺰﻭﻳﺪ ﺍﳌﺴﺘﻬﻠﻚ ﲟﻨﺘﺠﺎﺕ ﻭﺧﺪﻣﺎﺕ ﺑﺸﻜﻞ ﺃﻛﺜـﺮ‬ ‫ﻛﻔﺎﺀﺓ ﻭﻓﻌﺎﻟﻴﺔ ﻣﻦ ﺍﳌﻨﺎﻓﺴﲔ ﺍﻵﺧﺮﻳﻦ ﰲ ﺍﻟﺴﻮﻕ ﺍﻟﺪﻭﻟﻴﺔ ‪ ،‬ﳑﺎ ﻳﻌﲏ ﳒﺎﺣﹰﺎ ﻣﺴﺘﻤﺮﹰﺍ ﳍﺬﻩ ﺍﻟﺸﺮﻛﺔ ﻋﻠﻰ ﺍﻟﺼﻌﻴﺪ‬ ‫ﺍﻟﻌﺎﳌﻲ ﰲ ﻇﻞ ﻏﻴﺎﺏ ﺍﻟﺪﻋﻢ ﻭﺍﳊﻤﺎﻳﺔ ﻣﻦ ﻗﺒﻞ ﺍﳊﻜﻮﻣﺔ ‪ ،‬ﻭﻳﺘﻢ ﺫﻟﻚ ﻣﻦ ﺧﻼﻝ ﺭﻓﻊ ﺇﻧﺘﺎﺟﻴﺔ ﻋﻮﺍﻣﻞ ﺍﻹﻧﺘـﺎﺝ‬ ‫ﺍﳌﻮﻇﻔﺔ ﰲ ﺍﻟﻌﻤﻠﻴﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ) ﺍﻟﻌﻤﻞ ﻭﺭﺃﺱ ﺍﳌﺎﻝ ﻭﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ(‪.‬‬ ‫ﻭﻳﻌﺪ ﺗﻠﺒﻴﺔ ﺣﺎﺟﺎﺕ ﺍﻟﻄﻠﺐ ﺍﶈﻠﻲ ﺍﳌﺘﻄﻮﺭ ) ﻭﺍﳌﻌﺘﻤﺪ ﻋﻠﻰ ﺍﳉﻮﺩﺓ( ﺧﻄﻮﺓ ﺃﺳﺎﺳﻴﺔ ﰲ ﲢﻘﻴﻖ ﺍﻟﻘﺪﺭﺓ ﻋﻠـﻰ‬ ‫ﺗﻠﺒﻴﺔ ﺍﻟﻄﻠﺐ ﺍﻟﻌﺎﳌﻲ ﻭﺍﳌﻨﺎﻓﺴﺔ ﺩﻭﻟﻴﹰﺎ ‪ ،‬ﻭﳝﻜﻦ ﻗﻴﺎﺱ ﺗﻨﺎﻓﺴﻴﺔ ﺍﻟﺸﺮﻛﺔ ﻣﻦ ﺧﻼﻝ ﻋﺪﺓ ﻣﺆﺷﺮﺍﺕ ﺃﳘﻬﺎ ‪ ،‬ﺍﻟﺮﲝﻴﺔ‬ ‫ﻭﻣﻌﺪﻻﺕ ﳕﻮﻫﺎ ﻋﱪ ﻓﺘﺮﺓ ﻣﻦ ﺍﻟﺰﻣﻦ ‪ ،‬ﺇﺿﺎﻓﺔ ﺇﱃ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺸﺮﻛﺔ ﻭﺍﲡﺎﻫﻬﺎ ﻭﺑﺎﻟﺘﺎﱄ ﻗﺪﺭﺓ ﺍﻟﺸﺮﻛﺔ ﻋﻠـﻰ‬ ‫ﲢﻘﻴﻖ ﺣﺼﺔ ﺃﻛﱪ ﻣﻦ ﺍﻟﺴﻮﻕ ﺍﻹﻗﻠﻴﻤﻲ ﻭﺍﻟﻌﺎﳌﻲ‪.‬‬ ‫ﻭﺗﻌﺮﻑ ﺗﻨﺎﻓﺴﻴﺔ ﺍﻟﺪﻭﻟﺔ ﻛﻜﻞ ‪ ،‬ﺑﻘﺪﺭﺓ ﺍﻟﺒﻠﺪ ﻋﻠﻰ ﲢﻘﻴﻖ ﻣﻌﺪﻝ ﻣﺮﺗﻔﻊ ﻭﻣﺴﺘﻤﺮ ﳌﺴﺘﻮﻯ ﺩﺧﻞ ﺃﻓﺮﺍﺩﻫﺎ ‪ ،‬ﻓﻔﻲ‬ ‫ﺣﲔ ﺗﻘﺘﻀﻲ ﺍﳌﻴﺰﺓ ﺍﻟﻨﺴﺒﻴﺔ ﺍﳌﻨﺎﻓﺴﺔ ﻋﻠﻰ ﺃﺟﻮﺭ ﻣﻨﺨﻔﻀﺔ ‪،‬‬ ‫ﻓﺈﻥ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺗﻘﺘﻀﻲ ﲢﺴﲔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻟﻠﻤﻨﺎﻓﺴﺔ ﰲ ﻧﺸﺎﻃﺎﺕ ﺍﻗﺘﺼﺎﺩﻳﺔ ﺫﺍﺕ ﺃﺟﻮﺭ ﻣﺮﺗﻔﻌـﺔ ‪ ،‬ﺍﻟـﺬﻱ‬ ‫ﻳﻀﻤﻦ ﲢﻘﻴﻖ ﻣﻌﺪﻝ ﳕﻮ ﻣﺮﺗﻔﻊ ﻭﻣﺴﺘﻤﺮ ﻟﺪﺧﻞ ﺍﻟﻔﺮﺩ‪.‬‬ ‫ﻭﺗﻌﺮﻑ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﻟﻘﻄﺎﻉ ﺍﻟﺼﻨﺎﻋﻲ ﻋﻠﻰ ﺃ‪‬ﺎ ﻗﺪﺭﺓ ﺷﺮﻛﺎﺕ ﻗﻄﺎﻉ ﺻﻨﺎﻋﻲ ﻣﻌﲔ ﰲ ﺩﻭﻟﺔ ﻣـﺎ‬ ‫ﻋﻠﻰ ﲢﻘﻴﻖ ﳒﺎﺡ ﻣﺴﺘﻤﺮ ﰲ ﺍﻷﺳﻮﺍﻕ ﺍﻟﺪﻭﻟﻴﺔ ‪ ،‬ﺍﻻﻋﺘﻤﺎﺩ ﻋﻠﻰ ﺍﻟﺪﻋﻢ ﻭﺍﳊﻤﺎﻳﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻭﺑﺎﻟﺘﺎﱄ ﲤﻴﺰ ﺗﻠـﻚ‬ ‫ﺍﻟﺪﻭﻟﺔ ﰲ ﻫﺬﻩ ﺍﻟﺼﻨﺎﻋﺔ ‪ ،‬ﻭﺗﻘﺎﺱ ﺗﻨﺎﻓﺴﻴﺔ ﺻﻨﺎﻋﺔ ﻣﻌﻴﻨﺔ ﻣﻦ ﺧﻼﻝ ﺍﻟﺮﲝﻴﺔ ﺍﻟﻜﻠﻴﺔ ﻟﻠﻘﻄﺎﻉ ‪ ،‬ﻭﻣﻴﺰﺍﻧﻪ ﺍﻟﺘﺠﺎﺭﻱ‬ ‫‪ ،‬ﻭﳏﺼﻠﺔ ﺍﻻﺳﺘﺜﻤﺎﺭ ﺍﻷﺟﻨﱯ ﺍﳌﺒﺎﺷﺮ ﺍﻟﺪﺍﺧﻞ ﻭﺍﳋﺎﺭﺝ ‪ ،‬ﺇﺿﺎﻓﺔ ﺇﱃ ﻣﻘﺎﻳﻴﺲ ﻣﺘﻌﻠﻘـﺔ ﺑﺎﻟﻜﻠﻔـﺔ ﻭﺍﳉـﻮﺩﺓ‬ ‫ﻟﻠﻤﻨﺘﺠﺎﺕ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﻟﺼﻨﺎﻋﺔ ‪.‬‬ ‫ﺝ‪-‬ﺃﳘﻴﺔ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ‪:‬‬ ‫ﺗﱪﺯ ﺃﳘﻴﺔ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻣﻦ ﺧﻼﻝ ﺍﻟﻨﻘﺎﻁ ﺍﻟﺘﺎﻟﻴﺔ ‪:‬‬ ‫• ﺗﻌﻈﻴﻢ ﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻦ ﺍﳌﻤﻴﺰﺍﺕ ﺍﻟﱵ ﻳﻮﻓﺮﻫﺎ ﺍﻻﻗﺘﺼﺎﺩ ﺍﻟﻌﺎﳌﻲ ﻭﺍﻟﺘﻘﻠﻴﻞ ﻣﻦ ﺳﻠﺒﻴﺎﺕ ‪ ،‬ﻭﻳﺸﲑ ﺗﻘﺮﻳـﺮ‬ ‫ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﻟﻌﺎﳌﻲ ﺇﱃ ﺃﻥ ﺍﻟﺪﻭﻝ ﺍﻟﺼﻐﲑﺓ ﺃﻛﺜﺮ ﻗﺪﺭﺓ ﻋﻠﻰ ﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻦ ﻣﻔﻬﻮﻡ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻣﻦ ﺍﻟﺪﻭﻝ‬ ‫‪٣٢‬‬ ‫ﺍﻟﻜﺒﲑﺓ ‪ ،‬ﺣﻴﺚ ﺗﻌﻄﻲ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﻟﺸﺮﻛﺎﺕ ﰲ ﺍﻟﺪﻭﻝ ﺍﻟﺼﻐﲑﺓ ﻓﺮﺻﺔ ﻟﻠﺨﺮﻭﺝ ﻣﻦ ﳏﺪﻭﺩﻳﺔ ﺍﻟﺴﻮﻕ‬ ‫ﺍﻟﺼﻐﲑ ﺇﱃ ﺭﺣﺎﺑﺔ ﺍﻟﺴﻮﻕ ﺍﻟﻌﺎﳌﻲ ‪ ،‬ﻭﺳﻮﺍﺀ ﺍﺗﻔﻘﻨﺎ ﻣﻊ ﻫﺬﺍ ﺍﻟﻘﻮﻝ ﺃﻡ ﻻ ‪ ،‬ﻓﺈﻧﻪ ﻻ ﺑﺪ ﰲ ‪‬ﺎﻳﺔ ﺍﳌﻄﺎﻑ‬ ‫ﻣﻦ ﻣﻮﺍﺟﻬﺔ ﻫﺬﺍ ﺍﻟﻨﻈﺎﻡ ‪ ،‬ﺑﺼﻔﺘﻪ ﺇﺣﺪﻯ ﺣﺘﻤﻴﺎﺕ ﺍﻟﻘﺮﻥ ﺍﳊﺎﺩﻱ ﻭﺍﻟﻌﺸﺮﻳﻦ ‪.‬‬ ‫• ﻳﻮﻓﺮ ﺍﻟﻨﻈﺎﻡ ﺍﻻﻗﺘﺼﺎﺩﻱ ﺍﻟﻌﺎﳌﻲ ﺍﳉﺪﻳﺪ ‪ ،‬ﺍﳌﺘﻤﺜﻞ ﺑﺘﺤﺮﻳﺮ ﻗﻴﻮﺩ ﺍﻟﺘﺠﺎﺭﺓ ﺍﻟﻌﺎﳌﻴﺔ ‪ ،‬ﲢﺪﻳﹰﺎ ﻛﺒﲑﹰﺍ ﻭﺧﻄﺮﹰﺍ‬ ‫ﻼ ﻟﺪﻭﻝ ﺍﻟﻌﺎﱂ ‪ ،‬ﺃﻭ ﺑﺎﻷﺣﺮﻯ ﺷﺮﻛﺎﺗﻪ ‪ ،‬ﻭﲞﺎﺻﺔ ﺗﻠﻚ ﺍﳌﻮﺟﻮﺩﺓ ﰲ ﺍﻟﺪﻭﻝ ﺍﻟﻨﺎﻣﻴـﺔ ‪ ،‬ﺇﻻ ﺃﻥ‬ ‫ﳏﺘﻤ ﹰ‬ ‫ﻫﺬﺍ ﺍﻟﻨﻈﺎﻡ ﰲ ﺍﻟﻮﻗﺖ ﺫﺍﺗﻪ ﻳﺸﻜﻞ ﻓﺮﺻﺔ ‪ ،‬ﻟﻠﺒﻠﺪﺍﻥ ﺍﻟﻨﺎﻣﻴﺔ ﻛﺬﻟﻚ ‪ ،‬ﺇﻥ ﺃﻣﻜﻦ ﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻨﻪ ‪.‬‬ ‫• ﺃﳘﻴﺔ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺗﻜﻤﻦ ﰲ ﺗﻌﻈﻴﻢ ﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﺎ ﺃﻣﻜﻦ ﻣﻦ ﻭﻣﻦ ﺍﳌﻌﻠﻮﻡ ﺃﻧـﻪ ﻭﰲ ﺍﻟﻮﻗـﺖ ﺍﳊﺎﺿـﺮ‬ ‫ﺍﻟﺸﺮﻛﺎﺕ ﻫﻲ ﺍﻟﱵ ﺗﺘﻨﺎﻓﺲ ﻭﻟﻴﺲ ﺍﻟﺪﻭﻝ ‪ ،‬ﻭﻋﻠﻴﻪ ﻓﺈﻥ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﱵ ﲤﻠﻚ ﻗﺪﺭﺍﺕ ﺗﻨﺎﻓﺴﻴﺔ ﻋﺎﻟﻴﺔ‬ ‫‪ ،‬ﺗﻜﻮﻥ ﻗﺎﺩﺭﺓ ﻋﻠﻰ ﺍﳌﻬﻤﺔ ﰲ ﺭﻓﻊ ﻣﺴﺘﻮﻯ ﻣﻌﻴﺸﺔ ﺃﻓﺮﺍﺩ ﺩﻭﳍﺎ ﺑﺎﻟﻨﻈﺮ ﺇﱃ ﺃﻧﻪ ﻭﻛﻤﺎ ﺃﺷﺎﺭﺕ ﺗﻘﺎﺭﻳﺮ‬ ‫ﺩﻭﻟﻴﺔ ‪ ،‬ﺍﻥ ﻣﺴﺘﻮﻯ ﻣﻌﻴﺸﺔ ﺩﻭﻟﺔ ﻣﺎ ﻳﺮﺗﺒﻂ ﺑﺸﻜﻞ ﻛﺒﲑ ﺑﻨﺠﺎﺡ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﻌﺎﻣﻠﺔ ﻓﻴﻬﺎ ﻭﻗـﺪﺭ‪‬ﺎ‬ ‫ﻋﻠﻰ ﺍﻗﺘﺤﺎﻡ ﺍﻷﺳﻮﺍﻕ ﺍﻟﺪﻭﻟﻴﺔ ﻣﻦ ﺧﻼﻝ ﺍﻟﺘﺼﺪﻳﺮ ﺃﻭ ﺍﻻﺳﺘﺜﻤﺎﺭ ﺍﻷﺟﻨﱯ ﺍﳌﺒﺎﺷﺮ ﻓﻔﻲ ﺍﻟﻌﻘﻮﺩ ﺍﻷﺧﲑﺓ‬ ‫ﻛﺎﻧﺖ ﺍﻟﺘﺠﺎﺭﺓ ﺍﻟﻌﺎﳌﻴﺔ ﻭﺍﻻﺳﺘﺜﻤﺎﺭ ﺍﻷﺟﻨﱯ ﺍﳌﺒﺎﺷﺮ ﰲ ﺍﻟﻌﺎﱂ ﻳﻨﻤﻮﺍﻥ ﺑﺸﻜﻞ ﺃﺳﺮﻉ ﻣﻦ ﳕﻮ ﺍﻟﻨـﺎﺗﺞ‬ ‫ﺍﻟﻌﺎﳌﻲ ‪.‬‬ ‫ﺩ‪ -‬ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ‪Advantage Competitive‬‬ ‫ﻫﻲ ﺃﻥ ﻳﻜﻮﻥ ﻟﺪﻯ ﺍﳌﺆﺳﺴﺔ ﻣﺎ ﳝﻴﺰﻫﺎ ﻋﻦ ﻏﲑﻫﺎ ﻭﻳﺆﺩﻱ ﺇﱃ ﺯﻳﺎﺩﺓ ﺭﲝﻴﺘﻬﺎ ﻭﻣﻦ ﺍﳌﻼﺣﻆ ﺃﻥ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ‬ ‫ﻓﺪ ﺗﺴﺘﻤﺮ ﻟﻮﻗﺖ ﻓﺼﲑ ﺃﻭ ﺗﺴﺘﻤﺮ ﻟﺴﻨﻮﺍﺕ ﻋﺪﺓ ‪ ،‬ﻣﺎ ﺍﻟﺬﻱ ﻳﺆﺩﻱ ﺇﱃ ﻭﺟﻮﺩ ﻣﻴﺰﺓ ﺗﻨﺎﻓﺴﻴﺔ ؟ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ‬ ‫ﺗﻨﺸﺄ ﻧﺘﻴﺠﺔ ﻟﻌﻮﺍﻣﻞ ﺩﺍﺧﻠﻴﺔ ﺃﻭ ﻋﻮﺍﻣﻞ ﺧﺎﺭﺟﻴﺔ ‪.‬‬ ‫ﺃﻧﻈﺮ ﺍﻟﺸﻜﻞ ﺍﻟﺘﺎﱄ ‪:‬‬ ‫‪٣٣‬‬ ‫ﻇﻬﻮر اﻟﻤﻴﺰة‬ ‫اﻟﺘﻨﺎﻓﺴﻴﺔ‬ ‫ﻋﻮاﻣﻞ ﺧﺎرﺟﻴﺔ‬ ‫ﻋﻮاﻣﻞ داﺧﻠﻴﺔ‬ ‫وﺟﻮد ﻗﺪرات ﻣﻤﻴﺰة وﺧﺎﺻﺔ‬ ‫اﻹﺑﺪاع ﻓﻲ اﻟﻤﻨﺘﺠﺎت أو‬ ‫اﻻﺳﺘﺮاﺗﻴﺠﻴﺔ أو اﻟﺘﻜﻨﻮﻟﻮﺟﻴﺔ‬ ‫ﺳﺮﻋﺔ رد اﻟﻔﻌﻞ واﻟﻘﺪرة ﻋﻠﻰ‬ ‫اﺳﺘﻐﻼل اﻟﺘﻐﻴﺮات اﻟﺨﺎرﺟﻴﺔ‬ ‫*ﺍﻟﻌﻮﺍﻣﻞ ﺍﳋﺎﺭﺟﻴﺔ ‪:‬‬ ‫ﺗﻐﲑ ﺍﺣﺘﻴﺎﺟﺎﺕ ﺍﻟﻌﻤﻴﻞ ﺍﻟﺘﻐﲑﺍﺕ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺔ ﺃﻭ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ﺃﻭ ﺍﻟﻘﺎﻧﻮﻧﻴﺔ ﻗﺪ ﲣﻠﻖ ﻣﻴـﺰﺓ ﺗﻨﺎﻓـﺴﻴﺔ ﻟـﺒﻌﺾ‬ ‫ﺍﳌﺆﺳﺴﺎﺕ ﻧﺘﻴﺠﺔ ﻟﺴﺮﻋﺔ ﺭﺩ ﻓﻌﻠﻬﻢ ﻋﻠﻰ ﺍﻟﺘﻐﲑﺍﺕ ‪ .‬ﺍﻟﺘﺎﺟﺮ ﺍﻟﺬﻱ ﺍﺳﺘﻮﺭﺩ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳊﺪﻳﺜﺔ ﻭﺍﳌﻄﻠﻮﺑﺔ ﰲ‬ ‫ﺍﻟﺴﻮﻕ ﺃﺳﺮﻉ ﻣﻦ ﻏﲑﻩ ﺍﺳﺘﻄﺎﻉ ﺧﻠﻖ ﻣﻴﺰﺓ ﺗﻨﺎﻓﺴﻴﺔ ﻋﻦ ﻃﺮﻳﻖ ﺳﺮﻋﺔ ﺭﺩ ﻓﻌﻠﻪ ﻋﻠـﻰ ﺗﻐـﲑ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴـﺎ‬ ‫ﻭﺍﺣﺘﻴﺎﺟﺎﺕ ﺍﻟﺴﻮﻕ ‪ .‬ﻣﻦ ﻫﻨﺎ ﺗﻈﻬﺮ ﺃﳘﻴﺔ ﻗﺪﺭﺓ ﺍﳌﺆﺳﺴﺔ ﻋﻠﻰ ﺳﺮﻋﺔ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻤﺘﻐﲑﺍﺕ ﺍﳋﺎﺭﺟﻴﺔ ﻭﻫـﺬﺍ‬ ‫ﻳﻌﺘﻤﺪ ﻋﻠﻰ ﻣﺮﻭﻧﺔ ﺍﳌﺆﺳﺴﺔ ﻭﻗﺪﺭ‪‬ﺎ ﻋﻠﻰ ﻣﺘﺎﺑﻌﺔ ﺍﳌﺘﻐﲑﺍﺕ ﻋﻦ ﻃﺮﻳﻖ ﲢﻠﻴﻞ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺗﻮﻗﻊ ﺍﻟﺘﻐﲑﺍﺕ ‪.‬‬ ‫*ﺍﻟﻌﻮﺍﻣﻞ ﺍﻟﺪﺍﺧﻠﻴﺔ ‪:‬‬ ‫ﻫﻲ ﻗﺪﺭﺓ ﺍﳌﺆﺳﺴﺔ ﻋﻠﻰ ﺍﻣﺘﻼﻙ ﻣﻮﺍﺭﺩ ﻭﺑﻨﺎﺀ )ﺃﻭ ﺷﺮﺍﺀ( ﻗﺪﺭﺍﺕ ﻻ ﺗﻜﻮﻥ ﻣﺘﻮﻓﺮﺓ ﻟﺪﻯ ﺍﳌﻨﺎﻓﺴﲔ ﺍﻵﺧﺮﻳﻦ ‪ .‬ﻓـﺎﳌﻄﻌﻢ‬ ‫ﺍﻟﺬﻱ ﻳﻨﺘﺞ ﺁﻳﺲ ﻛﺮﱘ ﺑﻄﻌﻢ ﳑﻴﺰ ﻭﳏﺒﺐ ﻟﺪﻯ ﺍﻟﻌﻤﻴﻞ ﲤﻜﻦ ﻣﻦ ﺧﻠﻖ ﻣﻴﺰﺓ ﺗﻨﺎﻓﺴﻴﺔ ﻋﻦ ﻃﺮﻳﻖ ﺑﻨﺎﺀ ﺧﱪﺍﺕ ﰲ ﺇﻋـﺪﺍﺩ‬ ‫ﺍﻵﻳﺲ ﻛﺮﱘ ﺃﻭ ﻋﻦ ﻃﺮﻳﻖ ﺍﺳﺘﺌﺠﺎﺭ ﻣﻦ ﻟﺪﻳﻪ ﻃﺮﻳﻘﺔ ﳑﻴﺰﺓ ﻹﻋﺪﺍﺩ ﺍﻵﻳﺲ ﻛﺮﱘ ‪ .‬ﺍﻻﺑﺘﻜﺎﺭ ﻭﺍﻹﺑﺪﺍﻉ ﳍﻤﺎ ﺩﻭﺭ ﻛـﺒﲑ ﰲ‬ ‫‪٣٤‬‬ ‫ﺧﻠﻖ ﻣﻴﺰﺓ ﺗﻨﺎﻓﺴﻴﺔ ‪ .‬ﻻ ﻳﻨﺤﺼﺮ ﺍﻹﺑﺪﺍﻉ ﻫﻨﺎ ﰲ ﺗﻄﻮﻳﺮ ﺍﳌﻨﺘﺞ ﺃﻭ ﺍﳋﺪﻣﺔ ﻭﻟﻜﻨﻪ ﻳـﺸﻤﻞ ﺍﻹﺑـﺪﺍﻉ ﰲ ﺍﻹﺳـﺘﺮﺍﺗﻴﺠﻴﺔ‬ ‫ﻭﺍﻹﺑﺪﺍﻉ ﰲ ﺃﺳﻠﻮﺏ ﺍﻟﻌﻤﻞ ﺃﻭ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﹰﺎ ﺍﳌﺴﺘﺨﺪﻣﺔ ﻭﺍﻹﺑﺪﺍﻉ ﰲ ﺧﻠﻖ ﻓﺎﺋﺪﺓ ﺟﺪﻳﺪﺓ ﻟﻠﻌﻤﻴﻞ ‪.‬‬ ‫*ﺍﶈﺎﻓﻈﺔ ﻋﻠﻰ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ‪Advantage Sustaining Competitive‬‬ ‫ﻗﺪ ﻧﺘﻤﻜﻦ ﻣﻦ ﺧﻠﻖ ﻣﻴﺰﺓ ﺗﻨﺎﻓﺴﻴﺔ ﻭﻟﻜﻦ ﺳﺮﻋﺎﻥ ﻣﺎ ﻳﻘﻠﺪﻫﺎ ﺍﳌﻨﺎﻓﺴﻮﻥ ﻭﺑﺎﻟﺘﺎﱄ ﺗـﺰﻭﻝ ﺍﳌﻴـﺰﺓ ﺍﻟﺘﻨﺎﻓـﺴﻴﺔ ‪ ،‬ﺍﳌـﻮﺍﺭﺩ‬ ‫ﻭﺍﳌﻘﺪﺭﺍﺕ ﺍﻟﱵ ﺑﻨﻴﺖ ﻋﻠﻴﻬﺎ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺗﺆﺛﺮ ﰲ ﺳﻬﻮﻟﺔ ﺃﻭ ﺻﻌﻮﺑﺔ ﺗﻘﻠﻴﺪﻩ ﻓﻜﻠﻤﺎ ﻛﺎﻧﺖ ﻫﺬﻩ ﺍﳌﻮﺍﺭﺩ ﻳﺼﻌﺐ ﻧﻘﻠـﻬﺎ‬ ‫ﻭﻳﺼﻌﺐ ﺗﻘﻠﻴﺪﻫﺎ ﻛﻠﻤﺎ ﺍﺳﺘﻤﺮﺕ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﳌﺪﺓ ﺃﻃﻮﻝ ‪ ،‬ﻛﺬﻟﻚ ﻓﺈﻥ ﺍﻋﺘﻤﺎﺩ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻋﻠﻰ ﺍﻟﻌﺪﻳـﺪ ﻣـﻦ‬ ‫ﺍﳌﻮﺍﺭﺩ ﻭﺍﻟﻘﺪﺭﺍﺕ ﳚﻌﻞ ﻣﻦ ﺍﻟﺼﻌﺐ ﻣﻌﺮﻓﺔ ﺃﺳﺎﺏ ﻫﺬﻩ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻭﻛﻴﻔﻴﺔ ﺗﻘﻠﻴﺪﻫﺎ ‪ ،‬ﻓﻤﺜﻼ ﻗﺪ ﻳﻜﻮﻥ ﻟﺪﻯ ﻣﻄﻌﻢ‬ ‫ﻣﺎ ﻣﻮﻗﻊ ﺟﻴﺪ ﻭﺑﺎﻟﺘﺎﱄ ﺗﻜﻮﻥ ﻟﻪ ﻣﻴﺰﺓ ﺗﻨﺎﻓﺴﻴﺔ ﻭﻟﻜﻦ ﰲ ﺍﻷﻏﻠﺐ ﻳﻜﻮﻥ ﻣﻦ ﺍﻟﺴﻬﻞ ﻋﻠﻰ ﺍﳌﻨﺎﻓﺴﲔ ﺍﻣـﺘﻼﻙ ﻣﻮﺍﻗـﻊ ﰲ‬ ‫ﻧﻔﺲ ﺍﳌﻮﻗﻊ ﺃﻣﺎ ﺃﻥ ﻳﻜﻮﻥ ﻟﺪﻯ ﺍﳌﻄﻌﻢ ﻗﺪﺭﺓ ﻋﻠﻰ ﺗﻘﺪﱘ ﺍﻟﻄﻌﺎﻡ ﺑﺴﺮﻋﺔ ﺗﻔﻮﻕ ﺍﳌﻄﺎﻋﻢ ﺍﻷﺧﺮﻯ ﻓﻬﺬﺍ ﺃﻣﺮ ﻳﺼﻌﺐ ﺗﻘﻠﻴﺪﻩ‬ ‫ﻷﻧﻪ ﻳﻌﺘﻤﺪ ﻋﻠﻰ ﻣﻬﺎﺭﺍﺕ ﻭﺃﻧﻈﻤﺔ ﺇﺩﺍﺭﻳﺔ ﻻ ﺗﻜﻮﻥ ﻭﺍﺿﺤﺔ ﻟﻠﻤﻨﺎﻓﺴﲔ ‪.‬‬ ‫*ﺍﻷﻧﻮﺍﻉ ﺍﻟﺮﺋﻴﺴﻴﺔ ﻟﻠﻤﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ‪:‬‬ ‫ﻣﺎﻳﻜﻞ ﺑﻮﺭﺗﺮ )ﺃﺳﺘﺎﺫ ﲜﺎﻣﻌﺔ ﻫﺎﺭﻓﺎﺭﺩ( ﻳﺮﻯ ﺃﻥ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺗﻨﻘﺴﻢ ﺇﱃ ﻧﻮﻋﲔ ‪:‬‬ ‫‪٢٣‬‬ ‫ﺃ – ﺍﻟﺘﻤﻴﺰ ﰲ ﺍﻟﺘﻜﻠﻔﺔ ‪ :Advantage Cost‬ﺗﺘﻤﻴﺰ ﺑﻌﺾ ﺍﻟﺸﺮﻛﺎﺕ ﺑﻘﺪﺭ‪‬ﺎ ﻋﻠﻰ ﺇﻧﺘﺎﺝ ﺃﻭ ﺑﻴﻊ ﻧﻔﺲ ﺍﳌﻨﺘﺠﺎﺕ‬ ‫ﺑﺴﻌﺮ ﺃﻗﻞ ﻣﻦ ﺍﳌﻨﺎﻓﺴﲔ ‪ ،‬ﻫﺬﻩ ﺍﳌﻴﺰﺓ ﺗﻨﺸﺄ ﻣﻦ ﻗﺪﺭﺓ ﺍﻟﺸﺮﻛﺔ ﻋﻠﻰ ﺗﻘﻠﻴﻞ ﺍﻟﺘﻜﻠﻔﺔ ‪.‬‬ ‫ﺏ – ﺍﻟﺘﻤﻴﺰ ﻋﻦ ﻃﺮﻳﻖ ﺍﻻﺧﺘﻼﻑ ﺃﻭ ﺍﻟﺘﻤﻴﻴﺰ ‪:Advantage Differentiation‬‬ ‫ﺷﺮﻛﺎﺕ ﺃﺧﺮﻯ ﺗﺘﻤﻴﺰ ﺑﻘﺪﺭ‪‬ﺎ ﻋﻠﻰ ﺇﻧﺘﺎﺝ ﻣﻨﺘﺠﺎﺕ ﺍﻭ ﺗﻘﺪﱘ ﺧﺪﻣﺎﺕ ﻓﻴﻬﺎ ﺷﻲ ﻣﺎ ﻟﻪ ﻗﻴﻤﺔ ﻟـﺪﻯ ﺍﻟﻌﻤـﻼﺀ‬ ‫ﲝﻴﺚ ﺗﺘﻔﺮﺩ ﺑﻪ ﻋﻦ ﺍﳌﻨﺎﻓﺴﲔ‬ ‫ﻣﻴﺰة اﻟﺘﻜﻠﻔﺔ اﻷﻗﻞ‬ ‫ﻧﻔﺲ اﻟﻤﻨﺘﺞ ﺑﺘﻜﻠﻔﺔ أﻗﻞ‬ ‫‪23‬‬ ‫‪Michael E. Porter, Competitive Advantage: Creating and Sustaining‬‬ ‫)‪Superior Performance, Free Press, 1998 (1985‬‬ ‫‪٣٥‬‬ ‫اﻟﻤﻴﺰة‬ ‫اﻟﺘﻨﺎﻓﺴﻴﺔ‬ ‫ﻣﻴﺰة اﻻﺧﺘﻼف‬ ‫)اﻟﺘﻤﻴﺰ(‬ ‫ﻣﻨﺘﺠﺎت ﻓﺮﻳﺪة وﺳﻌﺮ اﻋﻠﻰ‬ ‫ﺛﺎﻧﻴﹰﺎ ‪ :‬ﺃﺳﺎﻟﻴﺐ ﻗﻴﺎﺱ ﺍﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ‪:‬‬ ‫ﻳﻌﻄﻲ ﺍﻻﻫﺘﻤﺎﻡ ﺍﳌﺘﺰﺍﻳﺪ ﺣﺎﻟﻴﹰﺎ ﻟﻘﻴﺎﺱ ﻭﲢﻠﻴﻞ ﺍﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﻟﺪﻭﻟﻴﺔ ﺣﻴﺚ ﺃﻧﻪ ﰲ ﻇﻞ ﲢﺮﻳﺮ ﺍﻟﺘﺠﺎﺭﺓ ﺍﻟﻌﺎﳌﻴﺔ‬ ‫ﻓﺈﻥ ﺃﺛﺮ ﻫﺬﺍ ﺍﻟﺘﺤﺮﻳﺮ ﻳﺘﻮﻗﻒ ﻋﻠﻲ ﻗﻴﻤﺔ ﺍﻟﺼﺎﺩﺭﺍﺕ ﻋﻠﻲ ﺍﳌﻨﺎﻓﺴﺔ ﰲ ﺍﻷﺳﻮﺍﻕ ﺍﳋﺎﺭﺟﻴﺔ ‪.‬‬ ‫ﻭﺑﺎﻟﻨﺴﺒﺔ ﻟﻘﻴﺎﺱ ﺍﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻓﺈﻧﻪ ﻻ ﻳﻮﺟﺪ ﻃﺮﻳﻘﺔ ﻭﺍﺣﺪ ﻟﻘﻴﺎﺱ ﺍﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻓﻬﻨﺎﻙ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﳌﻘﺎﻳﻴﺲ ﻟﻜﻞ‬ ‫ﻣﻨﻬﺎ ﳑﻴﺰﺍﺗﻪ ﻭﻋﻴﻮﺑﻪ ‪.‬‬ ‫ﻭﳝﻜﻦ ﻧﻘﺴﻢ ﺍﳌﻘﺎﻳﻴﺲ ﻭﺍﳌﺆﺷﺮﺍﺕ ﺍﳌﺨﺘﻠﻔﺔ ﺍﻟﱵ ﺗﺴﺘﺨﺪﻡ ﰲ ﺍﺧﺘﻴﺎﺭ ﻭﺗﻘﻴﻴﻢ ﺍﻟﺘﻐﲑﺍﺕ ﰲ ﺍﻟﻘـﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺇﱄ ‪:‬‬ ‫‪-١‬ﻣﻘـــﺎﻳﻴﺲ ﺍﻟﻘـــﺪﺭﺓ ﺍﻟﺘﻨﺎﻓـــﺴﻴﺔ ﺍﻟـــﺴﻌﺮﻳﺔ‪ :‬ﻭﺗﺘﻤﺜـــﻞ ﻫـــﺬﻩ ﺍﳌﻘـــﺎﻳﻴﺲ ﰲ ‪:‬‬ ‫‪ ١/ ١‬ﺍﻷﺳﻌﺎﺭ ﺍﻟﻨﺴﺒﻴﺔ ﻟﻠﺼﺎﺩﺭﺍﺕ‪ :‬ﻭﻫﻮ ﺍﳌﺆﺷﺮﺍﺕ ﺍﻟﱵ ﺗﺴﺘﺨﺪﻡ ﻋﻠﻲ ﻧﻄﺎﻕ ﻭﺍﺳﻊ ﰲ ﲢﺪﻳـﺪ ﺍﳌﻮﺍﻗـﻒ‬ ‫ﺍﻟﺘﻨﺎﻓﺴﻲ ﻭﻳﻌﺮﻑ ﻋﻠﻲ ﺍﻧﻪ ﻧﺴﺒﺔ ﺃﺳﻌﺎﺭ ﺍﻟﺘﺼﺪﻳﺮ ﳌﻨﺘﺠﻲ ﺩﻭﻟﺔ ﻣﺎ ﺇﱄ ﺃﺳﻌﺎﺭ ﺍﻟﺘﺼﺪﻳﺮ ﻟﻠﻤﻨـﺘﺠﲔ ﰲ ﺍﻟـﺪﻭﻝ‬ ‫ﺍﻻﺧﺮﻯ ﻣﻌﱪﹰﺍ ﻋﻨﻬﺎ ﺑﺎﻟﻌﻤﻠﺔ ﺍﳌﺘﺪﺍﻭﻟﺔ ‪.‬‬ ‫ﻭﺍﳌﻴﺰﺓ ﺍﻟﺮﺋﻴﺴﻴﺔ ﳍﺬﺍ ﺍﳌﻘﻴﺎﺱ ﺃﻧﻪ ﻳﺘﻌﻠﻖ ﺑﺪﺭﺟﺔ ﻛﺒﲑﺓ ﺑﺎﻟﺴﻠﻊ ﺍﻟﱵ ﺗﺪﺧﻞ ﰲ ﺍﳌﻨﺎﻓﺴﺔ ﺍﻟﺪﻭﻟﻴﺔ ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﺃﻥ ﻫﺬﺍ ﺍﳌﻘﻴﺎﺱ‬ ‫ﻳﺒﺪﻭ ﻃﺮﻳﻘﺔ ﻃﺒﻴﻌﻴﺔ ﻟﻘﻴﺎﺱ ﺍﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﰲ ﺍﻷﺳﻮﺍﻕ ﺍﻟﺪﻭﻟﻴﺔ ‪.‬‬ ‫‪٣٦‬‬ ‫ﺇﻻ ﺃﻥ ﳍﺬﺍ ﺍﳌﻘﻴﺎﺱ ﺑﻌﺾ ﺍﻟﺴﻠﺒﻴﺎﺕ ﺣﻴﺚ ﺃﻧﻪ ﺑﺄﺧﺬ ﰲ ﺍﻻﻋﺘﺒﺎﺭ ﺍﻷﺳﻌﺎﺭ ﺍﻟﻨﺴﺒﻴﺔ ﻓﻘﻂ ﻭﺃﺛﺮﻫﺎ ﻋﻠﻲ ﺍﻟﺘﺼﺪﻳﺮ ﻭﻻ ﻳﺄﺧـﺬ‬ ‫ﰲ ﺍﻻﻋﺘﺒﺎﺭ ﺃﺛﺮ ﺍﻟﺘﻐﲑﺍﺕ ﰲ ﺍﻟﺮﲝﻴﺔ ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﺃﻧﻪ ﻳﺮﻛﺰ ﻋﻠﻲ ﺍﻟﺼﺎﺩﺭﺍﺕ ﻓﻘﻂ ﺩﻭﻥ ﺃﻥ ﻳﺄﺧﺬ ﰲ ﺍﳊﺴﺎﺏ ﺍﳌﻨﺎﻓﺴﺔ ﺑﲔ‬ ‫ﺍﳌﻨﺘﺠﺎﺕ ﺍﳌﺴﺘﻮﺭﺩﺓ ﻭﺍﻹﻧﺘﺎﺝ ﺍﻟﻌﻠﻰ ‪.‬‬ ‫‪ ٢/١‬ﺍﻟﺮﲝﻴﺔ ﺍﻟﻨﺴﺒﻴﺔ ﻟﻠﺼﺎﺩﺭﺍﺕ ‪:‬‬ ‫ﻳﻌﺪ ﻫﺬﺍ ﺍﳌﻘﻴﺎﺱ ﺟﺰﺀﹰﺍ ﻣﻦ ﺍﳌﻨﺎﻓﺴﺔ ﺍﻟﺴﻌﺮﻳﺔ ﻟﻠﺼﺎﺩﺭﺍﺕ ﻓﺈﻥ ﺍﻷﺩﺍﺀ ﺍﻟﺘﺠﺎﺭﻱ ﻣﻦ ﺍﶈﺘﻤﻞ ﺃﻥ ﻳﻌﺘﻤﺪ ﻋﻠـﻲ ﺍﻟـﺘﻐﲑﺍﺕ ﰲ‬ ‫ﺍﻷﺭﺑﺎﺡ ﻭﻫﺬﺍ ﺍﳌﻘﻴﺎﺱ ﻳﻌﻜﺲ ﻧﺴﺒﺔ ﺃﺳﻌﺎﺭ ﺍﳉﻤﻠﺔ ﻟﺪﻭﻟﺔ ﻣﺎ ﺇﱃ ﺃﺳﻌﺎﺭ ﺍﻟﺼﺎﺩﺭﺍﺕ ﻟﻠﻤﻨﺘﺠﲔ ﰲ ﻧﻔﺲ ﺍﻟﺪﻭﻟﺔ ‪.‬‬ ‫ﻭﻳﻜﻮﻥ ﻫﺬﺍ ﺍﳌﻘﻴﺎﺱ ﺟﺬﺍﺑﹰﺎ ﺣﻴﺚ ﺃﻥ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺗﻜﻮﻥ ﻣﺘﺎﺣﺔ ﻭﻻ ﳓﺘﺎﺝ ﺇﱄ ﺃﻳﺔ ﺑﻴﺎﻧﺎﺕ ﻋﻦ ﺍﻟﺪﻭﻝ ﺍﻷﺧﺮﻯ‪ ،‬ﻭﻟﻜﻦ ﻫﺬﺍ‬ ‫ﺍﳌﻘﻴﺎﺱ ﻳﻜﻮﻥ ﻟﻪ ﺑﻌﺾ ﺍﻟﺴﻠﺒﻴﺎﺕ ﳑﺎ ﻳﺆﺩﻱ ﺇﱃ ﺍﻋﺘﺒﺎﺭﻩ ﻛﻤﺮﺷﺪ ﺗﻜﻤﻴﻠﻲ ﻭﻟﻴﺲ ﻛﻤﻘﻴﺎﺱ ‪.‬‬ ‫‪ ٣/١‬ﺃﺳﻌﺎﺭ ﺍﳉﻤﻠﺔ ﺍﻟﻨﺴﺒﻴﺔ ‪:‬‬ ‫ﻫﺬﺍ ﺍﳌﻘﻴﺎﺱ ﻳﻌﺮﻑ ﻋﻠﻲ ﺃﻧﻪ "ﻧﺴﺒﺔ" ﺃﺳﻌﺎﺭ ﺍﳉﻤﻠﺔ ﻟﻠﻤﻨﺘﺠﲔ ﰲ ﺩﻭﻟﺔ ﻣﺎ ﺇﱃ ﺍﻷﻭﺯﺍﻥ ﺍﻟﻨﺴﺒﻴﺔ ﻷﺳﻌﺎﺭ ﺍﳉﻤﻠﺔ ﻟﻠﻤﻨـﺘﺠﲔ‬ ‫ﺍﳌﻨﺎﻓﺴﲔ ﰲ ﺍﻟﺪﻭﻝ ﺍﻷﺧﺮﻯ ﻭﻫﺬﺍ ﺍﳌﻘﻴﺎﺱ ﻳﻘﺎﺭﻥ ﺍﻷﺳﻌﺎﺭ ﰲ ﺍﻷﺳﻮﺍﻕ ﺍﶈﻠﻴﺔ ﺑﺎﻷﺳﻌﺎﺭ ﺍﻟﱵ ﺳﻮﻑ ﻣﻌﻬﺎ ﻣﺼﺪﺭﻱ ﻫﺬﻩ‬ ‫ﺍﻟﺪﻭﻟﺔ ﰲ ﺍﻟﺪﻭﻝ ﺍﻷﺧﺮﻯ ﻭﺑﺎﻟﻌﻜﺲ ﻓﻬﺬﺍ ﺍﳌﻘﻴﺎﺱ ﻳﻘﺎﺭﻥ ﺍﻷﺳﻌﺎﺭ ﰲ ﺍﻷﺳﻮﺍﻕ ﺍﶈﻠﻴﺔ ﻟﻠﺪﻭﻝ ﺍﻷﺧﺮﻯ ﺑﺎﻷﺳـﻌﺎﺭ ﺍﻟـﱵ‬ ‫ﺳﻮﻑ ﺗﺘﻨﺎﻓﺲ ﻣﻊ ﺻﺎﺩﺭﺍ‪‬ﻢ ﰲ ﺍﻷﺳﻮﺍﻕ ﺍﶈﻠﻴﺔ ﻹﺣﺪﻯ ﺍﻟﺪﻭﻝ ‪.‬‬ ‫‪ ٤/١‬ﺍﻷﺳﻌﺎﺭ ﺍﻟﻨﺴﺒﻴﺔ ﻟﻠﻤﺴﺘﻬﻠﻚ ‪:‬‬ ‫ﻫﺬﻩ ﺃﺣﺪﻯ ﺍﻟﻄﺮﻕ ﺍﻟﱵ ﺷﺮﻉ ﺍﺳﺘﺨﺪﺍﻣﻬﺎ ﻟﻘﻴﺎﺱ ﺍﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻭﺫﻟﻚ ﻣﻦ ﺧﻼﻝ ﻣﻘﺎﺭﻧـﺔ ﺍﻟـﺘﻐﲑﺍﺕ ﰲ ﻣـﺴﺘﻮﻯ‬ ‫ﺍﻷﺳﻌﺎﺭ ﻻﻗﺘﺼﺎﺩ ﻣﺎ ﻭﺫﻟﻚ ﺑﺎﻟﺘﻐﲑﺍﺕ ﰲ ﻣﺴﺘﻮﻯ ﺍﻷﺳﻌﺎﺭ ﰲ ﺍﻻﻗﺘﺼﺎﺩﻳﺎﺕ ﺍﻷﺧﺮﻯ ‪.‬‬ ‫ﻭﻃﺒﻘﹰﺎ ﳍﺬﺍ ﺍﳌﻘﻴﺎﺱ ﺇﺫﺍ ﺍﺭﺗﻔﻌﺖ ﻧﺴﺒﺔ ﺩﻟﻴﻞ ﺳﻌﺮ ﺍﳌﺴﺘﻬﻠﻚ ﻟﻠﺪﻭﻟﺔ )‪ (A‬ﰲ ﺍﳌﻘﺎﺭﻧﺔ ﺑﺎﻟﺪﻭﻟﺔ )‪ (B‬ﻣﻦ ﻫﻨﺎ ﻧـﺴﺘﻨﺘﺞ ﺃﻥ‬ ‫ﺍﻟﺪﻭﻟﺔ ﺗﻌﺎﱐ ﻣﻦ ﺍﳔﻔﺎﺽ ﻧﺴﱯ ﰲ ﺍﻟﻘﺪﺭﺓ ﻋﻠﻲ ﺍﳌﻨﺎﻓﺴﺔ ﺍﻟﺴﻌﺮﻳﺔ ‪.‬‬ ‫‪ ٥/١‬ﺍﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﻟﺴﻌﺮﻳﺔ ﻟﻠﻮﺍﺭﺩﺍﺕ ‪:‬‬ ‫‪٣٧‬‬ ‫ﺗﻌﺪ ﻃﺮﻳﻘﺔ ﺃﺧﺮﻯ ﻟﻘﻴﺎﺱ ﺍﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻟﺼﺎﺩﺭﺍﺕ ﺇﺣﺪﻯ ﺍﻟﺪﻭﻝ ﺑﺎﳌﻘﺎﺭﻧﺔ ﺑﺼﺎﺩﺭﺍﺕ ﺍﻟﺪﻭﻝ ﺍﻷﺧﺮﻯ ﻭﺫﻟـﻚ ﻋـﻦ‬ ‫ﻃﺮﻳﻖ ﻗﻴﺎﺱ ﺍﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻟﻠﻤﻨﺘﺠﺎﺕ ﺍﶈﻠﻴﺔ ﺃﻣﺎﻡ ﺍﻟﻮﺍﺭﺩﺍﺕ ﻭﺗﻌﺮﻑ ﺍﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﻟﺴﻌﺮﻳﺔ ﻟﻠﻮﺍﺭﺩﺍﺕ ﻋﻠـﻲ ﺃ‪‬ـﺎ‬ ‫"ﻧﺴﺒﺔ ﺃﺳﻌﺎﺭ ﺍﳉﻤﻠﺔ ﳌﻨﺘﺠﻲ ﺍﻟﺪﻭﻟﺔ ﺇﱄ ﺃﺳﻌﺎﺭ ﺍﻟﻮﺍﺭﺩﺍﺕ ﰲ ﻧﻔﺲ ﺍﻟﺪﻭﻟﺔ‪.‬‬ ‫‪-٢‬ﻣﻘﺎﻳﻴﺲ ﺍﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺑﺎﻟﺘﻜﻠﻔﺔ ‪:‬‬ ‫ﻭﺗﺘﻤﺜﻞ ﻫﺬﻩ ﺍﳌﻘﺎﻳﻴﺲ ﰲ ‪:‬‬ ‫‪ ١/٢‬ﺍﻟﺘﻜﺎﻟﻴﻒ ﺍﻟﻨﺴﺒﻴﺔ ﻟﻮﺣﺪﺓ ﺍﻟﻌﻤﻞ ‪:‬‬ ‫ﻳﻌﺪ ﻫﺬﺍ ﺍﳌﻘﻴﺎﺱ ﺇﺣﺪﻯ ﻣﻘﺎﻳﻴﺲ ﺍﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﻌﺘﻤﺪﺓ ﻋﻠﻲ ﺍﻟﺘﻜﻠﻔﺔ ﻭﻫﺬﺍ ﺍﳌﻘﻴﺎﺱ ﻳﻘﺎﺭﻥ ﺑﲔ ﻧﺴﺒﺔ ﺗﻜﻠﻔﺔ ﻭﺣـﺪﺓ‬ ‫ﺍﻟﻌﻤﻞ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻘﻄﺎﻉ ﺻﻨﺎﻋﻲ ﻣﻌﲔ ﰲ ﺩﻭﻟﺔ ﻣﺎ ﺇﱃ ﺗﻜﻠﻔﺔ ﻭﺣﺪﺓ ﺍﻟﻌﻤﻞ ﰲ ﻧﻔﺲ ﺍﻟﻘﻄﺎﻉ ﻟﺪﻯ ﺍﳌﻨﺎﻓﺴﲔ ﻣﻦ ﺍﻟـﺪﻭﻝ‬ ‫ﺍﻷﺧﺮﻯ ﻣﻌﱪﹰﺍ ﺑﺎﻟﻌﻤﻠﺔ ﺍﳌﺘﺪﺍﻭﻟﺔ ‪.‬‬ ‫‪ ٢/٢‬ﺍﻟﺘﻜﺎﻟﻴﻒ ﺍﻟﻨﺴﺒﻴﺔ ﻟﻮﺣﺪﺓ ﺍﻟﻌﻤﻞ ﺍﻟﻌﺎﺩﻳﺔ ‪:‬‬ ‫ﻭﺗﻌﺮﻑ ﺍﻟﺘﻜﺎﻟﻴﻒ ﺍﻟﻨﺴﺒﻴﺔ ﻟﻮﺣﺪﺓ ﺍﻟﻌﻤﻞ ﺍﻟﻌﺎﺩﻳﺔ ﺑﺄ‪‬ﺎ ﺍﻟﺘﻜﻠﻔﺔ ﺍﶈﻠﻴﺔ ﻟﻮﺣﺪﺓ ﺍﻟﻌﻤﻞ ﺍﻟﻌﺎﺩﻳﺔ ﻟﻜﻞ ﻭﺣﺪﺓ ﻣﻦ ﺍﻟـﺪﺭﺟﺎﺕ‬ ‫ﻣﻘﺴﻮﻣﺔ ﻋﻠﻲ ﺍﻷﻭﺯﺍﻥ ﺍﻟﻨﺴﺒﻴﺔ ﻟﺘﻜﺎﻟﻴﻒ ﺍﻟﻌﻤﻞ ﺍﻟﻌﺎﺩﻳﺔ ﻟﻜﻞ ﻭﺣﺪﺓ ﻣﻦ ﺍﻟﺪﺭﺟﺎﺕ ﻣﻘـﺴﻮﻣﺔ ﻋﻠـﻲ ﺍﻷﻭﺯﺍﻥ ﺍﻟﻨـﺴﺒﻴﺔ‬ ‫ﻟﺘﻜﺎﻟﻴﻒ ﺍﻟﻌﻤﻞ ﺍﻟﻌﺎﺩﻳﺔ ﻟﻠﻤﻨﺎﻓﺴﲔ ﻭﻛﻼﳘﺎ ﻳﻌﱪ ﻋﻨﻪ ﺑﺎﻟﻌﻤﻠﺔ ﺍﳌﺘﺪﺍﻭﻟﺔ ﻭﺗﻌﺪﻝ ﻃﺒﻘﹰﺎ ﻻﲡﺎﻩ ﺍﻟﺘﻐﲑﺍﺕ ﰲ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻋﻠـﻲ‬ ‫ﺍﳌﺪﻯ ﺍﻟﻄﻮﻳﻞ‪.‬‬ ‫‪ .٣‬ﻣﻘﺎﻳﻴﺲ ﺍﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻏﲑ ﺍﻟﺴﻌﺮﻳﺔ ‪:‬‬ ‫‪ ١/٣‬ﻣﻘﺎﺭﻧﺎﺕ ﻣﺘﻮﺳﻂ ﺍﻟﻘﻴﻢ ﻣﻌﱪﹸﺍ ﻋﻨﻬﺎ ﺑﺎﻟﻄﻦ ‪:‬ﻳﻌﺪ ﻫﺬﺍ ﺍﳌﻘﻴﺎﺱ ﺇﺣﺪﻯ ﺍﻟﻄﺮﻕ ﻟﻘﻴﺎﺱ ﺃﺛﺮ ﺍﻟﻌﻮﺍﻣﻞ ﻏﲑ ﺍﻟﺴﻌﺮﻳﺔ ﻋﻠﻲ‬ ‫ﺍﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﻟﻨﺴﺒﻴﺔ ﳌﺨﺘﻠﻒ ﺍﻟﺪﻭﻝ ﻭﺫﻟﻚ ﻋﻦ ﻃﺮﻳﻖ ﻣﻘﺎﺭﻧﺔ ﻣﺘﻮﺳﻂ ﻗﻴﻢ ﺍﻟﻮﺣﺪﺓ ﻣﺮﺟﺤﺔ ﺑﺼﺎﺩﺭﺍﺕ ﳐﺘﻠﻒ ﺍﻟﺪﻭﻝ‬ ‫‪.‬‬ ‫‪٣٨‬‬ ‫‪ .٤‬ﺑﻌﺾ ﻣﺆﺷﺮﺍﺕ ﺍﻻﻗﺘﺼﺎﺩ ﺍﻟﻜﻠﻲ ﺍﳌﻌﱪ ﻋﻦ ﺍﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ‪:‬‬ ‫‪ ١/٤‬ﺍﳊﺼﺔ ﺍﻟﺴﻮﻗﻴﺔ ﻟﻠﺼﺎﺩﺭﺍﺕ ‪:‬‬ ‫ﻳﻌﺪ ﻣﻘﻴﺎﺱ ﺍﳊﺼﺔ ﺍﻟﺴﻮﻗﻴﺔ ﻟﻠﺼﺎﺩﺭﺍﺕ ﻣﻦ ﺃﻗﻮﻯ ﺍﳌﺆﺷﺮﺍﺕ ﻭﺃﻛﺜﺮﻫﺎ ﺷﻴﻮﻋﹰﺎ ﻋﻠﻲ ﺍﻹﻃﻼﻕ ﰲ ﺍﻻﺳﺘﺨﺪﺍﻡ ﻟﻠﻮﻗﻮﻑ ﻋﻠﻲ‬ ‫ﺍﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻟﻠﺪﻭﻟﺔ ‪.‬‬ ‫ﻭﻫﺬﺍ ﺍﳌﻘﻴﺎﺱ ﻳﺴﺘﻄﻴﻊ ﲢﺪﻳﺪ ﻣﺴﺘﻮﻱ ﺍﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﰲ ﻏﻴﺎﺏ ﲢﻠﻴﻼﺕ ﺍﻟﺴﻌﺮ ﻭ ﺍﻟﻼﺳﻌﺮ ﺣﻴﺚ ﺃﻧﻪ ﻣﻦ ﺍﳌﻤﻜـﻦ ﺃﻥ‬ ‫ﻧﻘﻮﻡ ﺑﺘﺤﻠﻴﻞ ﺍﻟﺘﻐﻴﲑﺍﺕ ﰲ ﺍﳊﺼﺔ ﺍﻟﺴﻮﻗﻴﺔ ﻟﻠﺼﺎﺩﺭﺍﺕ ﳌﺮﺣﻠﺔ ﺯﻣﻨﻴﺔ ﺳﺎﺑﻘﺔ ﻭﺫﻟﻚ ﻟﻴﻌﻜﺲ ﺍﻟﺘﻐﲑﺍﺕ ﰲ ﺍﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ‬ ‫‪.‬‬ ‫‪ ٢/٤‬ﺍﳌﻴﺰﺍﻥ ﺍﻟﺘﺠﺎﺭﻱ ‪:‬‬ ‫ﺭﲟﺎ ﻳﻜﻮﻥ ﺍﳌﻴﺰﺍﻥ ﺍﻟﺘﺠﺎﺭﻱ ﺃﺣﺪ ﺍﳌﺆﺷﺮﺍﺕ ﺍﻷﻛﺜﺮ ﺩﻗﺔ ﻟﻘﻴﺎﺱ ﺍﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺣﻴﺚ ﺃﻧﻪ ﻳﻔﻬﻢ ﲤﺎﻣـﹰﺎ ﻭﺑﻮﺿـﻮﺡ ﺃﻥ‬ ‫ﺍﻟﺪﻭﻟﺔ ﻻﺑﺪ ﻭﺃﻧﻪ ﲢﻘﻖ ﻣﻜﺎﺳﺐ ﻛﺎﻓﻴﺔ ﻣﻦ ﺻﺎﺩﺭﺍ‪‬ﺎ ﺣﱴ ﺗﺴﺘﻄﻴﻊ ﺃﻥ ﺗﺪﻓﻊ ﻟﻮﺍﺭﺩﺍ‪‬ﺎ ﻫﺬﺍ ﻭﺇﻣﺎ ﺃﻥ ﺗﺰﻳﺪ ﰲ ﻣـﺪﻳﻮﻧﻴﺎ‪‬ﺎ‬ ‫ﻟﺒﺎﻗﻲ ﺩﻭﻝ ﺍﻟﻌﺎﱂ ‪.‬‬ ‫ﻭﺑﺎﺧﺘﺼﺎﺭ ﻓﺈﻧﻪ ﻣﻦ ﺍﳌﻤﻜﻦ ﺃﻥ ﻳﻘﺎﺱ ﺍﻷﺩﺍﺀ ﺍﻟﺪﻭﱄ ﻻﻗﺘﺼﺎﺩ ﻣﺎ ﻃﺒﻘﹰﺎ ﳌﻮﻗﻒ ﺍﳌﻴﺰﺍﻥ ﺍﻟﺘﺠﺎﺭﻱ ﻛﻤﺎ ﻳﻈﻬـﺮ ﰲ ﻣﻮﻗـﻒ‬ ‫ﺍﳊﺴﺎﺏ ﺍﳉﺎﺭﻱ ﺍﳊﺎﱄ ‪.‬‬ ‫‪ ٣/٤‬ﺻﺎﰲ ﺍﻟﺼﺎﺩﺭﺍﺕ ﻭﳕﻮ ﺍﻟﺼﺎﺩﺭﺍﺕ ﺍﻟﻮﺍﺭﺩﺍﺕ ‪:‬‬ ‫ﺗﻌﺪ ﻧﺘﺎﺋﺞ ﻫﺬﺍ ﺍﳌﻘﻴﺎﺱ ﻣﻦ ﺃﻛﺜﺮ ﺍﻟﻨﺘﺎﺋﺞ ﺍﻟﺼﺤﻴﺤﺔ ﳌﻘﺎﺭﻧﺔ ﺍﻷﺩﺍﺀ ﺍﻟﺘﺠﺎﺭﻱ ﻭﺃﻳﻀﹰﺎ ﻟﺘﺤﺪﻳﺪ ﺍﳌﺰﺍﻳﺎ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺣﻴـﺚ ﺃﻧـﻪ‬ ‫ﻳﺘﻤﻜﻦ ﻣﻦ ﺍﺧﺘﺒﺎﺭ ﺻﺎﰲ ﺍﻟﺼﺎﺩﺭﺍﺕ ﻋﻠﻲ ﺍﳌﺴﺘﻮﻱ ﺍﳉﺰﺋﻲ ﻫﺬﺍ ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﺃﻥ ﺍﻟﺘﻐﲑﺍﺕ ﰲ ﺻﺎﰲ ﺍﻟـﺼﺎﺩﺭﺍﺕ ﻣـﻦ‬ ‫ﺍﳌﻤﻜﻦ ﺗﻜﻮﻥ ﻣﺆﺷﺮ ﻗﻮﻱ ﻟﻠﺘﻐﲑﺍﺕ ﰲ ﺍﳌﺰﺍﻳﺎ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ‪.‬‬ ‫‪ ٤/٤‬ﺍﻟﺸﺮﻭﻁ ﺍﻟﺘﺠﺎﺭﻳﺔ ‪:‬‬ ‫‪٣٩‬‬ ‫ﻋﻠﻲ ﻣﺴﺘﻮﻱ ﺍﻻﻗﺘﺼﺎﺩ ﺍﻟﻜﻠﻲ ﻻﺑﺪ ﻭﺃﻥ ‪‬ﺘﻢ ﺑﺎﳌﺆﺷﺮ ﺍﻟﺮﺍﺑﻊ ﻭﺍﻟﺬﻱ ﻳﻌﺮﻑ ﺑﺎﻟﺸﺮﻭﻁ ﺍﻟﺘﺠﺎﺭﻳﺔ ﻭﺍﻟﺬﻱ ﻳﻘﻴﺲ ﺍﻟﻨﺴﺒﺔ ﺍﻟﱵ‬ ‫ﺗﺴﺘﻄﻴﻊ ﻋﻨﺪﻣﺎ ﺻﺎﺩﺭﺍﺕ ﺍﻟﺪﻭﻟﺔ ﺃﻥ ﺗﺘﺒﺎﺩﻝ ﻣﻊ ﻭﺍﺭﺩﺍ‪‬ﺎ ‪ ،‬ﲟﻌﲎ ﺃﻥ ﻫﺬﺍ ﺍﳌﺆﺷﺮ ﻳﻌﻜـﺲ ﺃﺳـﻌﺎﺭ ﺍﻟـﻮﺍﺭﺩﺍﺕ ﻣﻘﺎﺭﻧـﺔ‬ ‫ﺑﺼﺎﺩﺭﺍﺕ ﻧﻔﺲ ﺍﻟﺪﻭﻟﺔ ‪.‬‬ ‫ﻭﺑﻌﺪ ﺍﻟﺘﻌﺮﻑ ﻋﻠﻲ ﺍﳌﻘﺎﻳﻴﺲ ﺍﳌﺴﺘﺨﺪﻣﺔ ﻟﻘﻴﺎﺱ ﺍﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻭﺣﻴﺚ ﺃ‪‬ﺎ ﺗﻨﻘﺴﻢ ﺇﱄ ﲬﺴﺔ ﻣﻘﺎﻳﻴﺲ ﺗﺘﻌﻠﻖ ﺑﺎﻟﻘـﺪﺭﺓ‬ ‫ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﻟﺴﻌﺮﻳﺔ ﻭﻣﻘﻴﺎﺳﺎﻥ ﻟﻠﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺑﺎﻟﺘﻜﻠﻔﺔ ﻭﻣﻘﻴﺎﺳﺎ ﻟﻠﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻏﲑ ﺍﻟﺴﻌﺮﻳﺔ ﺑﺎﻹﺿـﺎﻓﺔ ﺇﱄ ﺃﺭﺑﻌـﺔ‬ ‫ﻣﻘﺎﻳﻴﺲ ﻟﻘﻴﺎﺱ ﺍﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻟﻠﺼﻨﺎﻋﺔ ﻭﺫﻟﻚ ﻟﻠﻮﺻﻮﻝ ﺇﱃ ﻧﺘﻴﺠﺔ ‪‬ﺎﺋﻴﺔ ﺷﺒﻪ ﻣﺆﻛﺪﺓ ﺍﻫﺘﻢ ﺃﻳﻀﺎ ﺑﺄﻥ ﲡﻤـﻊ ﻫـﺬﻩ‬ ‫ﺍﳌﻘﺎﻳﻴﺲ ﺑﲔ ﳐﺘﻠﻒ ﺍﻻﲡﺎﻫﺎﺕ ﺍﻟﱵ ﺗﺴﺘﺨﺪﻡ ﰲ ﻗﻴﺎﺱ ﺍﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻓﻘﺪ ﺍﺧﺘﺎﺭ ﻣﻘﻴﺎﺱ ﺍﻷﺳﻌﺎﺭ ﺍﻟﻨﺴﺒﻴﺔ ﻟﻠﺼﺎﺩﺭﺍﺕ‬ ‫ﻭﻫﻮ ﻣﻦ ﺍﳌﻘﺎﻳﻴﺲ ﺍﻟﺸﺎﺋﻌﺔ ﺍﻻﺳﺘﺨﺪﺍﻡ ﻳﺘﻌﻠﻖ ﺑﺎﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﻟﺴﻌﺮﻳﺔ ﻭﺃﻳﻀﺎ ﻣﻘﻴﺎﺱ ﺍﻟﺘﻜﺎﻟﻴﻒ ﺍﻟﻨﺴﺒﻴﺔ ﳊﺪﺓ ﺍﻟﻌﻤـﻞ‬ ‫ﻭﻫﻮ ﻳﻌﱪ ﻋﻦ ﺍﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺑﺎﻟﺘﻜﻠﻔﺔ ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﻣﻘﻴﺎﺳﺎﻥ ﺁﺧﺮﺍﻥ ﻣﻦ ﺃﻫﻢ ﻭﺃﺷﻬﺮ ﺍﳌﻘـﺎﻳﻴﺲ ﺍﳌـﺴﺘﺨﺪﻣﺔ ﻋﻠـﻲ‬ ‫ﺍﻹﻃﻼﻕ ﻭﺍﻟﱵ ﺗﻘﻴﺲ ﺍﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺑﺎﺳﺘﺨﺪﺍﻡ ﺍﳌﺆﺷﺮﺍﺕ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ﻭﳘﺎ ﺍﳊﺼﺔ ﺍﻟـﺴﻮﻗﻴﺔ ﻟﻠـﺼﺎﺩﺭﺍﺕ ﻭﺍﳌﻴـﺰﺍﻥ‬ ‫ﺍﻟﺘﺠﺎﺭﻱ ‪.‬‬ ‫ﺛﺎﻟﺜﺎ ‪ :‬ﻣﺆﺷﺮﺍﺕ ﺍﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ‪-:‬‬ ‫ﺃ – ﻣﺆﺷﺮﺍﺕ ﺍﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻃﺒﻘﹰﺎ ‪‬ﻠﺲ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﻷﻣﺮﻳﻜﻲ ‪:‬‬ ‫ﺣﺪﺩ ﳎﻠﺲ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﻷﻣﲑﻛﻲ ﺃﺭﺑﻌﺔ ﻣﺆﺷﺮﺍﺕ ﺗﺸﻜﻞ ﳎﺘﻤﻌﺔ ﻫﺮﻡ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻭﻫﺬﻩ ﺍﳌﺆﺷﺮﺍﺕ ﻫﻲ ‪:‬‬ ‫‪ – ١‬ﺍﻻﺳﺘﺜﻤﺎﺭ ‪ :‬ﻭﳝﺜﻞ ﻗﺎﻋﺪﺓ ﻫﺮﻡ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺑﺎﻋﺘﺒﺎﺭﻩ ﻭﺣﺪﺓ ﺍﻟﺒﻨﺎﺀ ﺍﻷﺳﺎﺳﻴﺔ ﻟﻸﻧﺸﻄﺔ ﺍﻻﻗﺘﺼـــــــﺎﺩﻳﺔ‬ ‫ﺍﳊﺎﻟﻴﺔ ﻭﺍﳌﺴﺘﻘﺒﻠﻴﺔ ﺣﻴﺚ ﺗﺮﺗﻜﺰ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻋﻠﻰ ﺍﻻﺳﺘﺜﻤﺎﺭ ﰲ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﻭﺍﳌﺼﺎﻧﻊ ﻭﺍﳌﻌﺪﺍﺕ ﻭﺍﻟﺒﻨﻴﺔ ﺍﻷﺳﺎﺳﻴﺔ ﻭﺍﻟﺒﺸﺮ‪.‬‬ ‫‪٤٠‬‬ ‫‪-٢‬ﺍﻹﻧﺘﺎﺟﻴﺔ ‪ :‬ﺑﺎﻋﺘﺒﺎﺭﻫﺎ ﺗﻌﻜﺲ ﺍﻟﻜﻔﺎﺀﺓ ﺇﻧﺘﺎﺝ ﺍﻟﺴﻠﻊ ﻭﺍﳋﺪﻣﺎﺕ ﻭﺍﻟﱵ ﺗﺘﺤﺪﺩ ﺑﺎﻻﺳﺘﺜﻤﺎﺭ ﰲ ﺍﻟﺒﻨﻴﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻭﺍﳉﻮﺩﺓ‬ ‫ﻭﺃﺩﺍﺀ ﺍﻟﻘﻮﻯ ﺍﻟﻌﺎﻣﻠﺔ ﻭﺍﻻﺑﺘﻜﺎﺭ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻲ ﻭﻓﺎﻋﻠﻴﺔ ﺍﺳﺘﺨﺪﺍﻡ ﻋﻮﺍﻣﻞ ﺍﻹﻧﺘﺎﺝ ‪.‬‬ ‫‪-٣‬ﺍﻟﺘﺠﺎﺭﺓ ‪ :‬ﻭﺗﺮﺑﻂ ﺍﻟﺘﺠﺎﺭﺓ ﻭﺍﻟﺼﺎﺩﺭﺍﺕ ﺍﻹﻧﺘﺎﺟﻴﺔ ﺍﻟﻮﻃﻨﻴﺔ ﺑﺎﻷﺳﻮﺍﻕ ‪.‬‬ ‫‪-٤‬ﺍﺭﺗﻔﺎﻉ ﻣﺴﺘﻮﻯ ﺍﳌﻌﻴﺸﺔ ‪ :‬ﻭﻳﻘﻊ ﻋﻠﻰ ﻗﻤﺔ ﺍﳍﺮﻡ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺑﺎﻋﺘﺒﺎﺭﻩ ﺍﳍﺪﻑ ﺍﻟﺬﻱ ﻳﺴﻌﻰ ﺇﻟﻴﻪ ﺍﻗﺘﺼﺎﺩ ﺍﻟﺴﻮﻕ ‪.‬‬ ‫ﻭﳝﻜﻦ ﺗﻮﺿﻴﺢ ﺫﻟﻚ ﻣﻦ ﺍﻟﺸﻜﻞ ﺍﻟﺮﻗﻢ )‪ (1‬ﰲ ﺍﻟﺼﻔﺤﺔ ﺍﻟﺘﺎﻟﻴﺔ ‪:‬‬ ‫اﻻﺳﺘﺜﻤﺎر‬ ‫اﻟﺘﺠﺎرة‬ ‫اﻹﻧﺘﺎﺟﻴﺔ‬ ‫ﻣﺴﺘﻮى‬ ‫ﻣﻌﻴﺸﺔ ﻣﺮﺗﻔﻊ‬ ‫اﻟﺘﺠﺎرة‬ ‫اﻹﻧﺘﺎﺟﻴﺔ‬ ‫ﺗﺘﺤﺪد ﺑﺎﻹﺳﺘﺜﻤﺎر ﻓﻲ اﻟﻤﺮاﻓﻖ‬ ‫اﻹﻧﺘﺎﺟﻴﺔ‬ ‫ﺍﻻﺳﺘﺜﻤﺎﺭ‬ ‫ﻭﻳﻌﺘﱪ ﺍﶈﺮﻙ ﺍﻟﺮﺋﻴﺴﻲ ﻟﻜﻞ ﺍﻗﺘﺼﺎﺩ ﳝﺘﺎﺯ ﺑﺎﻟﺘﻨﺎﻓﺴﻴﺔ‬ ‫‪٤١‬‬ ‫م‪ .‬اﻟﻤﻌﻴﺸﺔ اﻟﻤﺮﺗﻔﻊ‬ ‫ﻭﰲ ﺇﻃﺎﺭ ﺍﳌﻨﻬﺠﻴﺔ ﺍﳊﺪﻳﺜﺔ ﻟﺘﺼﻨﻴﻒ ﺗﻨﺎﻓﺴﻴﺔ ﺍﻟﺪﻭﻝ ﺳﻴﺘﻢ ﺍﻻﻋﺘﻤﺎﺩ ﻋﻠﻰ ﻣﺆﺷﺮ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﻟﻌﺎﳌﻲ ﰲ ﺗﻘﺮﻳـﺮ ﺍﻟﺘﻨﺎﻓـﺴﻴﺔ‬ ‫ﺍﻟﻌﺎﳌﻴﺔ ﻟﻌﺎﻣﻲ ‪ 2007 – 2006‬ﻟﻴﺤﻮﻱ ﰲ ﻣﻜﻮﻧﺎﺗﻪ ﺍﳌﺆﺷﺮﺍﺕ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺎﻻﻗﺘﺼﺎﺩ ﺍﻟﻜﻠﻰ ﻭﺍﳉﺰﺋﻲ ﻣﻌﹰﺎ ﻭﻛﺒﺪﻳﻞ ﳌﺆﺷﺮ‬ ‫ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﻟﻨﻤﻮ ﻭﻣﺆﺷﺮ ﺑﻴﺌﺔ ﺍﻷﻋﻤﺎﻝ ﻭﻳﻌﺘﻤﺪ ﰲ ﺗﺼﻨﻴﻒ ﺍﻟﺪﻭﻝ ﺍﻗﺘﺼﺎﺩﻳﹰﺎ ﻣﻦ ﺣﻴﺚ ﻗﺪﺭ‪‬ﺎ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻋﻠﻰ ﻣﺪﻯ ﺍﻟﺘﻘﺪﻡ‬ ‫ﺍﻻﻗﺘﺼﺎﺩﻱ ﺍﻟﺬﻱ ﺗﺸﻬﺪﻩ ﺍﻟﺪﻭﻝ ﻋﱪ ﺛﻼﺙ ﻣﺮﺍﺣﻞ ﺃﺳﺎﺳﻴﺔ ﻫﻲ ﺍﻟﺘﻨﻤﻴﺔ ‪ ،‬ﺍﻻﺳﺘﺜﻤﺎﺭ ‪ ،‬ﺍﻻﺑﺘﻜﺎﺭ ‪.‬‬ ‫ﺏ – ﻣﺆﺷﺮﺍﺕ ﺍﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻛﻤﺎ ﻭﺭﺩﺕ ﺑﺘﻘﺮﻳﺮ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ‪-:‬‬ ‫‪-١‬ﻣﺆﺷﺮ ﺗﻨﺎﻓﺴﻴﺔ ﺍﻟﻨﻤﻮ ‪GRCI:‬‬ ‫ﺍﳍﺪﻑ ﺍﻟﺮﺋﻴﺴﻲ ﳍﺬﺍ ﺍﳌﺆﺷﺮ ﻫﻮ ﲢﻠﻴﻞ ﺇﻣﻜﺎﻧﻴﺎﺕ ﺇﻗﺘﺼﺎﺩﺍﺕ ﺍﻟﻌﺎﱂ ﻭﻗﺪﺭﺍ‪‬ﺎ ﻋﻠﻲ ﲢﻘﻴﻖ ﳕﻮ ﺍﻗﺘﺼﺎﺩﻱ ﻣﺴﺘﺪﺍﻡ ﰲ ﺍﻷﻣﺪ‬ ‫ﺍﳌﺘﻮﺳﻂ ﻭﺍﻟﺒﻌﻴﺪ ﻭﻫﻮ ﻳﺸﲑ ﺇﱃ ﺍﶈﺪﺩﺍﺕ ﺍ‪‬ﻤﻌﺔ ﺃﻭ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ﺍﻟﻜﻠﻴﺔ ﺍﻹﻧﺘـــــﺎﺟﻴﺔ ‪ ،‬ﻣﺜﻞ ﳎﻤﻮﻋـﺔ‬ ‫ﺍﻟﺴﻴﺎﺳﺎﺕ ﻭﺍﳌﺆﺳﺴﺎﺕ ﻭﺍﳍﻴﺎﻛﻞ ﺍﻟﱵ ﺗﺆﺛﺮ ﻋﻠﻲ ﺇﻣﻜﺎﻧﻴﺎﺕ ﺍﻟﻨﻤﻮ ﰲ ﺍﻟﺪﻭﻝ ﺍﳌﺸﺎﺭﻛـﺔ ﻭﺇﻥ ﻫﺬﺍ ﺍﳌﺆﺷﺮ ﻫﻮ‬ ‫ﺍﻟﺬﻱ ﻳﻀﻊ ﻳﺪﻩ ﻋﻠﻲ ﳏﺪﺩﺍﺕ ﺍﻹﻧﺘﺎﺟﻴﺔ ﺍﻟﱵ ﺗﺮﺟﻊ ﺇﱃ ﺍﻟﻨﻤﻮ ﻟﻠﺨﻠﻒ ‪.‬‬ ‫ﻭﻳﻌﺘﻤﺪ ﻫﺬﺍ ﺍﳌﺆﺷﺮ ﻋﻠﻲ ﺛﻼﺛﺔ ﻣﻔﺎﻫﻴﻢ ‪:‬‬ ‫*ﺍﳌﻔﻬﻮﻡ ﺍﻷﻭﻝ ‪ :‬ﻫﻮ ﻋﻤﻠﻴﺔ ﺍﻟﻨﻤﻮ ﺍﻻﻗﺘﺼﺎﺩﻱ ﻭﺍﻟﱵ ﳝﻜﻦ ﺗﻘﺴﻴﻤﻬﺎ ﺇﱄ ﺛﻼﺙ ﳎﻤﻮﻋﺎﺕ ‪ ،‬ﺩﺍﺧﻞ ﺍ‪‬ﻤﻮﻋﺎﺕ ﺍﻟﺜﻼﺛـﺔ‬ ‫ﲣﺘﻠﻒ ﺃﳘﻴﺔ ﳏﺪﺩﺍﺕ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ﺑﺎﻟﻨﺴﺒﺔ ﻟﺪﻭﻝ ﺍﻹﺑﺪﺍﻉ ﺍﳉﻮﻫﺮﻳﺔ ﻭﻏﲑ ﺍﳉﻮﻫﺮﻳﺔ ‪ ،‬ﻭﺑﺎﻟﻨﺴﺒﺔ ﻟﻼﻭﱃ ﻓﺈ‪‬ـﺎ ﰲ‬ ‫ﺍﻟﻐﺎﻟﺐ ﲤﺘﻠﻚ ﺍﻷﺳﺲ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ﺍﻟﻜﻠﻴﺔ ﻭﻳﺘﻮﺟﻪ ﳕﻮﻫﺎ ﺑﺎﻹﺑﺪﺍﻉ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻲ ﻭﻋﻠﻰ ﺍﻟﻨﻘﻴﺾ ﻣﻦ ﺫﻟﻚ ﻓـﺈﻥ ﻣﺆﺷـﺮ‬ ‫ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﻟﻪ ﻭﺯﻥ ﺃﺛﻘﻞ ﰲ ﺍﻟﺪﻭﻝ ﺍﳌﻨﺘﺠﺔ ﻟﻺﺑﺪﺍﻉ ﺑﺎﳌﻘﺎﺭﻧﺔ ﻣﻊ ﻣﺆﺷﺮ ﺍﳌﺆﺳﺴﺎﺕ ﺍﻟﻌﺎﻣﺔ ﺃﻭ ﺍﳌﻨﺎﺥ ﺍﻻﻗﺘﺼﺎﺩﻱ ﺍﻟﻜﻠﻲ‬ ‫ﺃﻣﺎ ﰲ ﺍﻟﺪﻭﻝ ﻏﲑ ﺍﳌﻨﺘﺠﺔ ﻟﻺﺑﺪﺍﻉ ﻓﻠﻬﺎ ﺃﻭﺯﺍﻥ ﻣﺘﺴﺎﻭﻳﺔ ﻓﻴﻤﺎ ﺑﲔ ﺍ‪‬ﻤﻮﻋﺎﺕ ﺍﻟﺜﻼﺛﺔ ﻭﻳﻮﺟﺪ ﺃﺩﻧﺎﻩ ﺟﺪﻭﻝ ﺃﻛﺜﺮ ﺗﻔـﺼﻴﻼ‬ ‫ﺣﻮﻝ ﻭﺯﻥ ﺍﳌﻘﺎﻳﻴﺲ ﺍﻟﻔﺮﻋﻴﺔ ﺩﺍﺧﻞ ﺍ‪‬ﻤﻮﻋﺎﺕ ‪.‬‬ ‫*ﺍﳌﻔﻬﻮﻡ ﺍﻟﺜﺎﱐ ‪ :‬ﺍﻹﺑﺪﺍﻉ ﻣﻘﺎﺑﻞ ﺍﻟﺘﻘﻠﻴﺪ ‪ ،‬ﻭﻟﺮﲟﺎ ﳜﺘﻠﻒ ﻣﻨﺸﺄ ﺍﻟﺘﻘﺪﻡ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻲ ﻓﻴﻤﺎ ﺑﲔ ﺍﻟﺪﻭﻝ ﻭﺑﺎﻟﻨـﺴﺒﺔ ﻟـﺪﻭﻝ‬ ‫"ﺍﻹﺑﺪﺍﻉ ﺍﳉﻮﻫﺮﻳﺔ" ﺍﻟﱵ ﲤﺘﻠﻚ ﺍﻷﺳﺎﺳﺎﻥ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ﺍﻟﻜﻠﻴﺔ ﺍﻟﺴﻠﻴﻤﺔ ﻳﺘﺤﻘﻖ ﺍﻟﺘﻘﺪﻡ ﺍﻟﺘﻘﲏ ﰲ ﻣﻌﻈﻤﻪ ﻣﻦ ﺍﻹﺑﺪﺍﻉ ﺃﻣـﺎ‬ ‫ﺍﻟﺪﻭﻝ ﺍﻷﺧﺮﻯ )ﺍﻟﱵ ﺗﻘﻊ ﺧﺎﺭﺝ ﻧﻄﺎﻕ ﺩﻭﻝ "ﺍﻹﺑﺪﺍﻉ ﺍﳉﻮﻫﺮﻳﺔ"( ﻭﺍﻟﱵ ﲢﺘﺎﺝ ﺇﱃ ﲢﺴﲔ ﺍﻷﺳﺎﺱ ﺍﻻﻗﺘﺼﺎﺩﻱ ﺍﻟﻜﻠـﻲ‬ ‫‪٤٢‬‬ ‫ﻓﺈﻥ ﺍﻟﺘﺤﺴﲔ ﺍﻟﺘﻘﲏ ﻳﺘﺤﻘﻖ ﺟﺰﺋﻴﹰﺎ ﻣﻦ ﺧﻼﻝ ﺍﻹﺑﺪﺍﻉ ﻭﺟﺰﺋﻴﹰﺎ ﻣﻦ ﺧﻼﻝ ﺍﻟﻨﺴﺦ ﻭﺗﺒﲏ ﺍﳌﻌﺮﻓﺔ ﺍﻟـﱵ ﻃﻮﺭ‪‬ـﺎ ﺍﻟـﺪﻭﻝ‬ ‫ﺍﳌﺘﻘﺪﻣﺔ ﰲ ﺍ‪‬ﺎﻝ ﻭﺗﻌﺮﻑ ﺩﻭﻝ ﺍﻹﺑﺪﺍﻉ ﺍﳉﻮﻫﺮﻳﺔ ﺑﺄ‪‬ﺎ ﺍﻟﺪﻭﻝ ﺍﻟﱵ ﺗﻘﻊ ﻓﻮﻕ ﻋﺘﺒﺔ ‪ 15‬ﺑﺮﺍﺀﺓ ﺍﺧﺘﺮﺍﻉ ﻟﻜﻞ ﻣﻠﻴﻮﻥ ﻧﺴﻤﺔ‬ ‫ﻣﻦ ﺳﻜﺎ‪‬ﺎ ﻭﺗﻀﻊ ﺗﻠﻚ ﺍﻟﺪﻭﻝ ﻭﺯﻧﹰﺎ ﺑﺎﳌﻘﺎﺭﻧﺔ ﻣﻊ ﺍﻟﺪﻭﻝ ﺍﻷﺧﺮﻯ ﺩﻭﻥ ﺃﻥ ﻳﻜﻮﻥ ﻟﺘﺒﲏ ﺍﳌﻌﺮﻓﺔ ﺃﻱ ﻭﺯﻥ ‪ ،‬ﻭﰲ ﺍﳌﻘﺎﺑـﻞ‬ ‫ﻓﺈﻥ ﺗﺒﲏ ﺍﳌﻌﺮﻓﺔ ﻭﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﹰﺎ ﺍﻟﱵ ﻃﻮﺭ‪‬ﺎ ﺩﻭﻝ ﻣﺘﻘﺪﻣﺔ ﰲ ﳎﺎﻝ ﻟﻪ ﻭﺯﻥ ﻣﻮﺟﺐ ﰲ ﺍﻟﺪﻭﻝ ﺍﻟﱵ ﺗﻘﻊ ﺧﺎﺭﺝ ﻧﻄﺎﻕ ﺩﻭﻝ‬ ‫"ﺍﻹﺑﺪﺍﻉ ﺍﳉﻮﻫﺮﻳﺔ"‪ .‬ﻭﺍﻟﻔﻜﺮﺓ ﺍﻷﺳﺎﺳﻴﺔ ﻫﻲ ﺃﻥ ﺍﻹﺑﺪﺍﻉ ﺃﻛﺜﺮ ﻣﻦ ﺍﻟﺘﺒﲏ ﺑﺎﻟﻨﺴﺒﺔ ﻟﺪﻭﻝ " ﺍﻹﺑﺪﺍﻉ ﺍﳉﻮﻫﺮﻳﺔ" ﺃﻣﺎ ﺍﻟﺘـﺒﲏ‬ ‫ﺍﻟﺘﻘﲏ ﰲ ﺗﻐﻄﻴﺔ ﻧﻘﻞ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﹰﺎ ‪.‬‬ ‫*ﺍﳌﻔﻬﻮﻡ ﺍﻟﺜﺎﻟﺚ ‪ :‬ﺗﻨﺎﻓﺴﻴﺔ ﺍﻟﻨﻤﻮ ﻓﻬﻲ ﻛﻮﻥ ﳏﺪﺩﺍﺕ ﺍﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ﳐﺘﻠﻔﺔ ﺑﺎﻟﻨـﺴﺒﺔ ﻟـﺪﻭﻝ "ﺍﻹﺑـﺪﺍﻉ‬ ‫ﺍﳉﻮﻫﺮﻳﺔ" ‪ .‬ﻭﺍﻟﺪﻭﻝ ﺍﻟﱵ ﺗﻘﻊ ﺧﺎﺭﺝ ﻫﺬﺍ ﺍﻟﺘﻌﺮﻳﻒ )ﻧﻈﺮ ﺍﳉﺪﻭﻝ ﺍﻟﺘﺎﱄ ﳌﻌﺮﻓﺔ ﺍﻻﺧﺘﻼﻓـﺎﺕ ﰲ ﺍﻷﻭﺯﺍﻥ ﻓﻴﻤـﺎ ﺑـﲔ‬ ‫ﺍﻷﻋﻤﺪﺓ ﺍﻟﺜﻼﺛﺔ ﻟﺪﻭﻝ "ﺍﻹﺑﺪﺍﻉ ﺍﳉﻮﻫﺮﻳﺔ" ﻭﺍﻟﺪﻭﻝ ﺍﻷﺧﺮﻯ( ‪ .‬ﻭﺗﺘﺤﺴﻦ ﺍﻟﻘﻮﺓ ﺍﻟﺘﻔﺴﲑﻳﺔ ﻟﻠﻤﺆﺷﺮ ﺇﺫﺍ ﰎ ﺇﺩﺧﺎﻝ ﺃﻭﺯﺍﻥ‬ ‫ﳐﺘﻠﻔﺔ ﻟﻸﻋﻤﺪﺓ ﺍﻟﺜﻼﺛﺔ ﻭﻫﻮ ﻣﺎ ﻳﺘﻮﻗﻒ ﻋﻠﻰ ﻣﺮﺣﻠﺔ ﺍﻟﻨﻤﻮ ﺍﻻﻗﺘﺼﺎﺩﻱ ﰲ ﺑﻠﺪ ﻣﺎ ‪.‬‬ ‫ﻳﺘﻢ ﺍﳉﻤﻊ ﺑﲔ ﺍﻷﻋﻤﺪﺓ ﺍﻟﺜﻼﺛﺔ – ﺍﻟﺒﻴﺌﺔ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ‪ ،‬ﻧﻮﻋﻴﺔ ﺍﳌﺆﺳﺴﺎﺕ ﺍﻟﻌﺎﻣﺔ ‪ ،‬ﻭﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴـﺎ – ﳊـﺴﺎﺏ ﻣﺆﺷـﺮ‬ ‫ﺗﻨﺎﻓﺴﻴﺔ ﺍﻟﻨﻤﻮ ‪ ،‬ﻭﳚﺮﻯ ﺣﺴﺎﺏ ﺍﳌﻘﺎﻳﻴﺲ ﻭﺍﳌﻘﺎﻳﻴﺲ ﺍﻟﻔﺮﻋﻴﺔ ﻋﻠﻰ ﺃﺳﺎﺱ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﳌﻌﺘﻤﺪﺓ ‪ ،‬ﻭﻓﻴﻤـﺎ ﺑﻠـﻰ ﺍﳌﻌﺎﺩﻟـﺔ‬ ‫ﺍﳌﺴﺘﺨﺪﻣﺔ ﰲ ﲢﻮﻳﻞ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﻟﻜﻤﻴﺔ ﺇﱃ ﻫﺬﺍ ﺍﳌﺆﺷﺮ ‪.‬‬ ‫‪) * 6‬ﺍﻟﻘﻴﻤﺔ ﺍﳌﻌﻄﺎﺓ ﻟﻠﺪﻭﻟﺔ – ﺍﳊﺪ ﺍﻷﺩﱏ ﻟﻠﻌﻴﻨﺔ(‬ ‫)ﺍﳊﺪ ﺍﻷﻗﺼﻰ ﻟﻠﻌﻴﻨﺔ – ﺍﳊﺪ ﺍﻷﺩﱏ ﻟﻠﻌﻴﻨﺔ(‬ ‫‪٤٣‬‬ ‫‪1+‬‬ ‫ﺍﻷﻭﺯﺍﻥ‬ ‫ﺍﻟﺒﻼﺩ‬ ‫ﻣﻜﻮﻧﺎﺕ ﻣﺆﺷﺮ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ‬ ‫ﺩﻭﻝ ﺍﻹﺑﺪﺍﻉ‬ ‫ﺍﳉﻮﻫﺮﻳﺔ‬ ‫ﺩﻭﻝ ﺍﻹﺑﺪﺍﻉ ﻏﲑ‬ ‫ﺍﳉﻮﻫﺮﻳﺔ‬ ‫ﺍﻟﺒﻴﺌﺔ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ﺍﻟﻜﻠﻴﺔ‬ ‫‪4/1‬‬ ‫‪3/1‬‬ ‫ﻣﺆﺷﺮ ﻓﺮﻋﻰ ‪ :‬ﺍﺳﺘﻘﺮﺍﺭ ﺍﻻﻗﺘﺼﺎﺩ ﺍﻟﻜﻠﻰ )‪(1‬‬ ‫‪2/1‬‬ ‫ﺗﻘﺪﻳﺮ ﺍﳉﺪﺍﺭﺓ ﺍﻻﺋﺘﻤﺎﻧﻴﺔ ﻟﻠﺪﻭﻟﺔ‬ ‫‪4/1‬‬ ‫ﺍﻟﻔﺎﻗﺪ ﺍﳊﻜﻮﻣﻰ‬ ‫‪4/1‬‬ ‫ﻧﻄﺎﻕ ﺍﻟﺪﻋﻢ ﺍﳊﻜﻮﻣﻰ ﺍﻟﺘﺸﻮﻳﻬﻲ‬ ‫ﲢﻮﻳﻞ ﺍﻷﻣﻮﺍﻝ ﺍﻟﻌﺎﻣﺔ‬ ‫ﺛﻘﺔ ﺍﳉﻤﻬﻮﺭ ﰲ ﺍﻻﻣﺎﻧﺔ ﺍﳌﺎﻟﻴﺔ ﻟﻠﺴﻴﺎﺳﻴﲔ‬ ‫‪3/1‬‬ ‫ﻣﺆﺷﺮ ﺍﳌﺆﺳﺴﺎﺕ ﺍﻟﻌﺎﻣﺔ‬ ‫‪4/1‬‬ ‫ﻣﺆﺷﺮ ﻓﺮﻋﻰ ‪ :‬ﺍﻟﻌﻘﻮﺩ ﻭﺍﻟﻘﺎﻧﻮﻥ‬ ‫‪2/1‬‬ ‫ﻣﺆﺷﺮ ﻓﺮﻋﻰ ‪ :‬ﺍﻟﻔﺴﺎﺩ‬ ‫‪2/1‬‬ ‫ﻣﺆﺷﺮ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ )‪(2‬‬ ‫‪2/1‬‬ ‫‪3/1‬‬ ‫ﻣﺆﺷﺮ ﻓﺮﻋﻰ ‪ :‬ﺍﻹﺑﺪﺍﻉ )‪(3‬‬ ‫‪2/1‬‬ ‫‪8/1‬‬ ‫ﻣﺆﺷﺮ ﻓﺮﻋﻰ ‪ :‬ﻧﻘﻞ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ‬ ‫ﺻﻔﺮ‬ ‫‪8/3‬‬ ‫ﻣﺆﺷﺮ ﻓﺮﻋﻰ ‪ :‬ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﻻﺗﺼﺎﻻﺕ‬ ‫‪2/1‬‬ ‫‪2/1‬‬ ‫‪-٢‬ﻣﺆﺷﺮ ﺗﻨﺎﻓﺴﻴﺔ ﺍﻷﻋﻤﺎﻝ ‪:‬‬ ‫ﻳﺘﻜﻮﻥ ﻣﺆﺷﺮ ﺗﻨﺎﻓﺴﻴﺔ ﺍﻷﻋﻤﺎﻝ ﻣﻦ ﻣﺆﺷﺮﺍﺕ ﺗﻌﺘﻤﺪ ﻫﻲ ﺍﻷﺧﺮﻯ ﻋﻠﻰ ﻧﺘﺎﺋﺞ ﻣﺴﺢ ﺁﺭﺍﺀ ﺍﻟﺘﻨﻔﻴﺬﻳﲔ ‪ .‬ﻭﻳﻜﺸﻒ ﻫـﺬﺍ‬ ‫ﺍﳌﺆﺷﺮ ﻋﻦ ﳏﺪﺩﺍﺕ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﻻﻗﺘﺼﺎﺩ ﺍﻟﻜﻠﻰ ﲟﺎ ﰲ ﺫﻟﻚ ﺍﶈﺪﺩﺍﺕ ﺍﻟﺴﺎﻛﻨﺔ ﺃﻭ ﳏﺪﺩﺍﺕ ﺍﳌﺴﺘﻮﻯ ‪.‬‬ ‫ﻭﳛﺎﻭﻝ ﻫﺬﺍ ﺍﳌﺆﺷﺮ ﻗﻴﺎﺱ ﻣﺆﺷﺮﺍﺕ ﻣﻌﺪﻻﺕ ﺇﻧﺘﺎﺝ ﺑﺮﺍﺀﺍﺕ ﺍﻻﺧﺘﺮﺍﻉ ﻭﺷﺒﻜﺔ ﺍﻹﻧﺘﺮﻧﺖ ﻭﺍﳍﺎﺗﻒ ﺍﻟﻨﻘـﺎﻝ )ﺍﻟﺘﻠﻴﻔـﻮﻥ‬ ‫ﺍﶈﻤﻮﻝ( ‪ :‬ﻭﺇﻥ ﻛﺎﻧﺖ ﻫﺬﻩ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻏﲑ ﻣﺘﻮﻓﺮﺓ ﺑﺎﻟﻨﺴﺒﺔ ﻟﺪﻭﻝ ﻛﺜﲑﺓ ‪ ،‬ﺃﻣﺎ ﺍﳌﺴﺢ ﻓﻬﻮ ﻳﻜﺸﻒ – ﻛﺄﺣﺪ ﺍﻟﺒـﺪﺍﺋﻞ –‬ ‫ﻋﻦ ﺁﺭﺍﺀ ﺧﱪﺍﺀ ﺍﻷﻋﻤﺎﻝ ‪ ،‬ﻭﳌﺆﺷﺮ ﺗﻨﺎﻓﺴﻴﺔ ﺍﻟﻌﻤﺎﻝ ﻣﺆﺷﺮﺍﻥ ﻓﺮﻋﻴﺎﻥ ‪:‬‬ ‫• ﺗﻘﺪﻡ ﻋﻤﻠﻴﺎﺕ ﻭﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺸﺮﻛﺎﺕ ‪.‬‬ ‫• ﻧﻮﻋﻴﺔ ‪ /‬ﺟﻮﺩﺓ ﺍﳌﻨﺎﺥ ﺍﻟﻮﻃﲏ ﻟﻸﻋﻤﺎﻝ ‪.‬‬ ‫‪٤٤‬‬ ‫‪-٣‬ﻣﺆﺷﺮ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﻟﻌﺎﳌﻴﺔ ‪:‬‬ ‫ﻫﻮ ﻣﺆﺷﺮ ﺟﺪﻳﺪ ﻳﺪﻣﺞ ﻣﺆﺷﺮﻱ ﺗﻨﺎﻓﺴﻴﺔ ﺍﻟﻨﻤﻮ ﻭﺗﻨﺎﻓﺴﻴﺔ ﺍﻷﻋﻤﺎﻝ ‪ ،‬ﻭﻫﻮ ﻳﻌﺘﻤﺪ ﻋﻠﻰ ﺛﻼﺛﺔ ﻣﺒﺎﺩﺉ ﺃﺳﺎﺳﻴﺔ ﻫﻲ ‪:‬‬ ‫ﺍﳌﺒﺪﺃ ﺍﻷﻭﻝ ‪ :‬ﻧﻌﻘﺪ ﻣﻜﻮﻧﺎﺕ ﺍﻹﻧﺘﺎﺟﻴﺔ ﺇﺫ ﺗﺄﺳﺲ ﻋﻠﻰ ﺍﺛﲎ ﻋﺸﺮ ﺭﻛﻨﺄ ﻣﻦ ﺃﺭﻛﺎﻥ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ‪:‬‬ ‫‪ -١‬ﺍﳌﺆﺳﺴﺎﺕ ‪.‬‬ ‫‪ -٢‬ﺍﻟﺒﻴﺌﺔ ﺍﻷﺳﺎﺳﻴﺔ ﺍﳌﺎﺩﻳﺔ ‪.‬‬ ‫‪ -٣‬ﺍﻻﺳﺘﻘﺮﺍﺭ ﻋﻠﻰ ﺍﳌﺴﺘﻮﻯ ﺍﻟﻜﻠﻰ ‪.‬‬ ‫‪ -٤‬ﺍﻷﻣﻦ ‪.‬‬ ‫‪ -٥‬ﺭﺃﺱ ﺍﳌﺎﻝ ﺍﻟﺒﺸﺮﻯ ‪.‬‬ ‫‪ -٦‬ﻛﻔﺎﺀﺓ ﺍﻟﺴﻮﻕ ‪.‬‬ ‫‪ -٧‬ﻛﻔﺎﺀﺓ ﺳﻮﻕ ﺍﻟﻌﻤﻞ ‪.‬‬ ‫‪ -٨‬ﻛﻔﺎﺀﺓ ﺍﻟﺴﻮﻕ ﺍﳌﺎﱄ ‪.‬‬ ‫‪ -٩‬ﺍﻻﺳﺘﻌﺪﺍﺩ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻲ ‪.‬‬ ‫‪-١٠‬‬ ‫ﺍﻻﻧﻔﺘﺎﺡ ﻭﺣﺠﻢ ﺍﻟﺴﻮﻕ ‪.‬‬ ‫‪-١١‬‬ ‫ﺗﻘﺪﻡ ﺍﻷﻋﻤﺎﻝ ‪.‬‬ ‫‪-١٢‬‬ ‫ﺍﻹﺑﺪﺍﻉ ‪.‬‬ ‫ﺍﳌﺒﺪﺃ ﺍﻟﺜﺎﱐ ‪ :‬ﺍﻟﺘﻨﻤﻴﺔ ﲢﺪﺙ ﻋﻠﻰ ﺛﻼﺙ ﻣﺮﺍﺣﻞ ‪:‬‬ ‫‪ -١‬ﻣﺮﺣﻠﺔ ﺍﻟﺘﻨﻤﻴﺔ ﺍﳌﺪﻓﻮﻋﺔ ﺑﺎﻟﻌﻮﺍﻣﻞ ‪ :‬ﻓﺎﻟﺸﺮﻛﺎﺕ ﺗﺘﻨﺎﻓﺲ ﺳﻌﺮﻳﹰﺎ ﻭﺗﺴﺘﻔﻴﺪ ﻣﻦ ﺭﺧﺺ ﻋﻮﺍﻣﻞ ﺇﻧﺘﺎﺟﻴﺔ ﺑﻴﻨﻤـﺎ‬ ‫ﻫﻲ ﺗﻨﺘﺞ ﻣﻨﺘﺠﺎﺕ ﺑﺴﻴﻄﺔ ﻭﻣﺘﻄﻠﺒﺎﺕ ﺃﺳﺎﺳﻴﺔ ‪.‬‬ ‫‪٤٥‬‬ ‫‪ -٢‬ﻣﺮﺣﻠﺔ ﺍﻟﺘﻨﻤﻴﺔ ﺍﳌﺪﻓﻮﻋﺔ ﺑﺎﻟﻜﻔﺎﺀﺓ‪ :‬ﻭﰲ ﻫﺬﻩ ﺍﳌﺮﺣﻠﺔ ﺗﺘﺤﺪﺩ ﺇﻧﺘﺎﺟﻴﺔ ﺍﻟﺸﺮﻛﺎﺕ ﲜﻮﺩﺓ ﺍﳌﻨﺘﺠـﺎﺕ )ﻭﻟـﻴﺲ‬ ‫ﺑﺴﻌﺮﻫﺎ ﻓﻘﻂ( ‪ ،‬ﻭﲡﺪ ﺍﻟﺸﺮﻛﺎﺕ ﻧﻔﺴﻬﺎ ﻣﻀﻄﺮﺓ ﻟﻠﺤﺼﻮﻝ ﻋﻠﻰ ﺃﻓﻀﻞ ﺍﻟﺘﻘﻨﻴﺎﺕ ﺣﱴ ﻟـﻮ ﺍﺿـﻄﺮﺕ ﺇﱃ‬ ‫ﺍﺳﺘﲑﺍﺩﻫﺎ ﻣﻦ ﺍﳋﺎﺭﺝ ‪ ،‬ﻭﻫﺬﻩ ﺍﻟﺘﻘﻨﻴﺎﺕ ﺗﺸﻜﻞ ﳎﻤﻮﻋﺔ ﻣﻌﺰﺯﺍﺕ ﺍﻟﻜﻔﺎﺀﺓ ‪.‬‬ ‫‪ -٣‬ﻣﺮﺣﻠﺔ ﺍﻟﺘﻨﻤﻴﺔ ﺍﳌﺪﻓﻮﻋﺔ ﺑﺎﻹﺑﺪﺍﻉ ‪ :‬ﺗﺒﺪﺃ ﺍﻟﺒﻼﺩ ﰲ ﺇﻧﺘﺎﺝ ﻣﻨﺘﺠﺎﺕ ﻣﺘﻨﻮﻋﺔ ﻭﻣﺒﺘﻜﺮﺓ ﻭﺗﻄﺒﻖ ﰲ ﺫﻟﻚ ﺃﻛﺜـﺮ‬ ‫ﺃﺳﺎﻟﻴﺐ ﺍﻹﻧﺘﺎﺝ ﻭﺍﻟﺘﻨﻈﻴﻢ ﺗﻘﺪﻣﹰﺎ ‪ ،‬ﻫﺬﺍ ﻭﺗﻨﻈﻢ ﺍﻷﻋﻤﺎﻝ ﻧﻔﺴﻬﺎ ﰲ ﳎﻤﻮﻋﺎﺕ ﻟﺘﻜﻮﻥ ﻋﻤﻠﻴﺎ‪‬ﺎ ﻓﺎﺋﻘﺔ ﻣﺘﻘﺪﻣﺔ ‪،‬‬ ‫ﻭﻫﻲ ﺗﺸﻜﻞ ﻋﻮﺍﻣﻞ ﺍﻹﺑﺪﺍﻉ ﻭﺍﻟﺮﻗﻰ ‪.‬‬ ‫ﲢﺼﻞ ﺍﻟﺪﻭﻟﺔ ﺍﻟﻮﺍﻗﻌﺔ ﰲ ﺍﳌﺮﺣﻠﺔ ﺍﻷﻭﱃ ﻋﻠﻰ ﺗﻘﺪﻳﺮﺍﺕ ﻣﻨﺨﻔﻀﺔ ﰲ ﺍﻹﺑﺪﺍﻉ ﻭﺍﻟﺮﻗﻰ ﰲ ﺍﻷﻋﻤﺎﻝ‪ .‬ﺃﻣﺎ ﺍﻟﺪﻭﻝ ﺍﻟﻮﺍﻗﻌﺔ‬ ‫ﰲ ﺍﳌﺮﺣﻠﺔ ﺍﻟﺜﺎﻧﻴﺔ ﻓﻴﻨﺒﻐﻲ ﺃﻥ ﺗﻘﻠﻖ ﺑﺸﺄﻥ ﺟﻮﺩﺓ ﺃﺩﺍﺋﻬﺎ ﻣﻨﻊ ﺍﻗﺘﺮﺍ‪‬ﺎ ﻣﻦ ﺍﳌﺮﺣﻠﺔ ﺍﻟﺜﺎﻟﺜﺔ ‪.‬‬ ‫*ﻭﻳﺘﻢ ﺣﺴﺎﺏ ﻣﺆﺷﺮ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﻟﻌﺎﳌﻴﺔ ﻛﻤﺎ ﻳﻠﻲ‪:‬‬ ‫ﺃ – ‪ 1‬ﻣﺘﻄﻠﺒﺎﺕ ﺃﺳﺎﺳﻴﺔ ‪.‬‬ ‫ﺃ – ‪ 2‬ﻣﻌﺰﺯﺍﺕ ﺍﻟﻜﻔﺎﺀﺓ ‪.‬‬ ‫ﺃ ‪3 -‬ﻋﻮﺍﻣﻞ ﺍﻹﺑﺪﺍﻉ ﻭﺍﻻﺑﺘﻜﺎﺭ ‪.‬‬ ‫ﺣﻴﺚ ﺃ‪ ،1-‬ﺃ‪ ،2-‬ﺃ‪ 3-‬ﻫﻲ ﺍﻷﻭﺯﺍﻥ ﺍﳌﻌﻄﺎﺓ ﻟﻜﻞ ﻣﺆﺷﺮ ﻓﺮﻋﻰ ﰲ ﺍﳌﺆﺷﺮ ﻛﻜﻞ ﻭﻳﺘﻮﻗﻒ ﺍﻟﻮﺯﻥ ﺍﳌﻌﻄـﻰ ﻋﻠـﻰ‬ ‫ﻣﺮﺣﻠﺔ ﺍﻟﺘﻨﻤﻴﺔ ﰲ ﺍﻟﺒﻠﺪ ﺍﳋﺎﺿﻌﺔ ﻟﻠﺪﺭﺍﺳﺔ ‪ ،‬ﻭﻳﻮﺿﺢ ﺍﳉﺪﻭﻝ ﺍﻟﺘﺎﱄ ﻛﻴﻔﻴﺔ ﺇﻋﻄﺎﺀ ﺃﻭﺯﺍﻥ ﳌﺮﺍﺣﻞ ﺍﻟﺘﻨﻤﻴﺔ ﺍﻟﺜﻼﺛﺔ ‪.‬‬ ‫ﺍﳌﺘﻄﻠﺒﺎﺕ ﺍﻷﺳﺎﺳﻴﺔ‬ ‫ﻣﻌﺰﺯﺍﺕ‬ ‫ﺍﻟﻜﻔﺎﺀﺓ‬ ‫ﻋﻮﺍﻣﻞ ﺍﻹﺑﺪﺍﻉ‬ ‫ﻭﺍﻟﺮﻗﻰ‬ ‫ﻣﺮﺣﻠﺔ ﺍﻟﺘﻨﻤﻴﺔ ﺍﳌﺪﻓﻮﻋﺔ ﺑﺎﻟﻌﻮﺍﻣﻞ‬ ‫‪%50‬‬ ‫‪%40‬‬ ‫‪%10‬‬ ‫ﻣﺮﺣﻠﺔ ﺍﻟﺘﻨﻤﻴﺔ ﺍﳌﺪﻓﻮﻋﺔ ﺑﺎﻟﻜﻔﺎﺀﺓ‬ ‫‪%40‬‬ ‫‪%50‬‬ ‫‪%10‬‬ ‫ﻣﺮﺣﻠﺔ ﺍﻟﺘﻨﻤﻴﺔ ﺍﳌﺪﻓﻮﻋﺔ ﺑﺎﻹﺑﺪﺍﻉ‬ ‫‪%30‬‬ ‫‪%40‬‬ ‫‪%30‬‬ ‫ﺍﻟﻮﺯﻥ‬ ‫‪٤٦‬‬ ‫ﺍﳌﺒﺪﺃ ﺍﻟﺜﺎﻟﺚ ‪ :‬ﺿﺮﻭﺭﺓ ﻭﺟﻮﺩ ﻓﻜﺮﺓ ﺍﻧﺘﻘﺎﻟﻴﺔ‪:‬‬ ‫ﻣﻊ ﳕﻮ ﺍﻗﺘﺼﺎﺩﻳﺎﺕ ﺍﻟﺪﻭﻝ ﻓﻤﻨﻬﺎ ﺗﻨﺘﻘﻞ ﻣﻦ ﻣﺮﺣﻠﺔ ﻷﺧﺮﻯ ﺑﻄﺮﻳﻘﺔ ﻫﺎﺩﺋﺔ ﺩﻭﻥ ﻗﻔﺰﺍﺕ ﻓﺠﺎﺋﻴﺔ ‪ ،‬ﻭﺗﺘﻐﲑ ﺃﻭﺯﺍﻥ ﺍﳌﻘﺎﻳﻴﺲ‬ ‫ﺍﻟﻔﺮﻋﻴﺔ ﻣﻊ ﳕﻮ ﺍﻗﺘﺼﺎﺩ ﺑﻠﺪ ﻣﺎ ‪ ،‬ﻭﳍﺬﺍ ﻓﺈﻥ ﻫﻨﺎﻙ – ﰲ ﺍﳊﻘﻴﻘﺔ – ﲬﺲ ﳎﻤﻮﻋﺎﺕ ﻣﻦ ﺍﻟﺪﻭﻝ ﻭﻟﻴﺲ ﺛﻼﺙ ‪ :‬ﻓﺒﺎﻹﺿﺎﻓﺔ‬ ‫ﺇﱃ ﺍﻟﺪﻭﻝ ﺍﻟﻮﺍﻗﻌﺔ ﰲ ﺻﻠﺐ ﺍﳌﺮﺍﺣﻞ ﺍﻟﺜﻼﺛﺔ ﻫﻨﺎﻙ ﺍﻟﺪﻭﻝ ﺍﻟﱵ ﺗﻘﻊ ﺑﲔ ﺍﳌﺮﺣﻠﺘﲔ ﺍﻷﻭﱃ ﻭﺍﻟﺜﺎﻧﻴﺔ ﻭﺗﻠﻚ ﺍﻟﱵ ﺗﻘـﻊ ﺑـﲔ‬ ‫ﺍﳌﺮﺣﻠﺘﲔ ﺍﻟﺜﺎﻧﻴﺔ ﻭﺍﻟﺜﺎﻟﺜﺔ ‪.‬‬ ‫ﻭﺗﻜﻮﻥ ﺍﻟﺪﻭﻝ ﺍﻟﻮﺍﻗﻌﺔ ﰲ ﺍﻟﻔﺘﺮﺓ ﺍﻻﻧﺘﻘﺎﻟﻴﺔ ﺑﲔ ﺍﳌﺮﺣﻠﺘﲔ ﺍﻷﻭﱃ ﻭﺍﻟﺜﺎﻧﻴﺔ ﻗﺪ ﻓﻘﺪﺕ ﻗﺪﺭ‪‬ﺎ ﻋﻠﻰ ﺍﳌﻨﺎﻓﺴﺔ ﺍﻟﺴﻌﺮﻳﺔ ‪ ،‬ﻭﻣﻦ‬ ‫ﰒ ﻓﺈ‪‬ﺎ ﺗﻔﻘﺪ ﺑﺒﻂﺀ ﻗﺪﺭ‪‬ﺎ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ‪ ،‬ﻭﻻ ﺗﻜﻮﻥ ﺗﻠﻚ ﺍﻟﺪﻭﻝ ﻗﺪ ﺍﺳﺘﻌﺪﺕ ﻟﻠﺘﺤﺪﻳﺎﺕ ﺍﻟﱵ ﺳﺘﻮﺍﺟﻬﻬﺎ ﰲ ﺍﳌﺮﺣﻠﺔ ﺍﻟﺘﺎﻟﻴﺔ‬ ‫‪.‬‬ ‫‪ –٤‬ﺍﻟﻌﻮﺍﻣﻞ ﺍﳌﺆﺛﺮﺓ ﻋﻠﻰ ﻣﺆﺷﺮ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﻟﻌﺎﳌﻲ‪:‬‬ ‫‪ -1‬ﺃﺩﺍﺀ ﺍﳌﺆﺳﺴﺎﺕ ﺍﻟﻌﺎﻣﺔ ﻭﺍﳋﺎﺻﺔ ﺣﻴﺚ ﺃﻥ ﺍﻟﺒﻨﻴﺔ ﺍﳌﺆﺳﺴﻴﺔ ﺗﻌﺪ ﻗﺎﻟﺒﹲﺎ ﺃﺳﺎﺳﻴﹰﺎ ﺗﺘﻤﺤﻮﺭ ﻣﻦ ﺧﻼﳍﺎ ﺍﻟﻌﻤﻠﻴﺔ ﺍﻟﺘﻨﻤﻮﻳـﺔ‬ ‫ﲟﺮﺍﺣﻠﻬﺎ ﺍﳌﺘﻌﺪﺩﺓ ‪ ،‬ﻭﻗﺪ ﺃﺷﺎﺭ ﺍﻟﺘﻘﺮﻳﺮ ﺇﱃ ﺃﻥ ﻣﻔﻬﻮﻡ ﺍﳊﺎﻛﻤﻴﺔ ﺍﳉﺪﻳﺪﺓ ﻭﺍﻹﺩﺍﺭﺓ ﺍﻟﻨﺎﺟﺤﺔ ﻻ ﻳﻨﻄﺒﻖ ﻋﻠﻰ ﺍﻟﻘﻄﺎﻉ ﺍﻟﻌـﺎﻡ‬ ‫ﻓﺤﺴﺐ ‪ ،‬ﻭﺇﳕﺎ ﻣﻦ ﺍﻻﳘﻴﺔ ﲟﻜﺎﻥ ﺍﻹﺷﺎﺭﺓ ﺇﱃ ﺍﻟﺪﻭﺭ ﺍﻟﺒﺎﻟﻎ ﺍﻻﳘﻴﺔ ﺍﻟﺬﻱ ﺗﺆﺩﻳﻪ ﻛﻔﺎﺀﺓ ﻭﺷﻔﺎﻓﻴﺔ ﻣﺆﺳـﺴﺎﺕ ﺍﻟﻘﻄـﺎﻉ‬ ‫ﺍﳋﺎﺹ‪.‬‬ ‫ﺍﻟﺒﻨﻴﺔ ﺍﻟﺘﺤﺘﻴﺔ ﺍﳌﺘﻮﻓﺮﺓ ﻭﺍﻟﱵ ﻣﻦ ﺷﺎ‪‬ﺎ ﺧﻠﻖ ﺭﻭﺍﺑﻂ ﺗﻔﺎﻋﻠﻴﻪ ﻣﺎ ﺑﲔ ﳐﺘﻠﻒ ﺍﳌﻨﺎﻃﻖ ﺍﻟﺘﻨﻤﻮﻳﺔ ﺍﶈﻠﻴﺔ ﻣﻦ ﻧﺎﺣﻴﺔ ‪ ،‬ﻭﺍﻻﻧﻔﺘـﺎﺡ‬ ‫ﻭﺍﻻﻧﺪﻣﺎﺝ ﰲ ﺍﻻﻗﺘﺼﺎﺩ ﻣﻦ ﻧﺎﺣﻴﺔ ﺃﺧﺮﻯ ‪.‬‬ ‫ﻣﺴﺘﻮﻯ ﺍﻻﺳﺘﻘﺮﺍﺭ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﻻﻗﺘﺼﺎﺩ ﺍﻟﻜﻠﻰ ﻭﺩﻭﺭﻩ ﰲ ﺩﻓﻊ ﻋﺠﻠﺔ ﺍﻟﺘﻨﻤﻴﺔ ﻭﺧﻠﻖ ﳕﻮ ﻣﺴﺘﺪﺍﻡ ‪ ،‬ﻭﻳﺮﺻﺪ ﺍﳌﺆﺷﺮﺍﺕ‬ ‫ﻭﺍﻟﻌﻮﺍﻣﻞ ﺍﳌﻨﺪﺭﺟﺔ ﺿﻤﻦ ﻣﺆﺷﺮ ﺗﻨﺎﻓﺴﻴﺔ ﺍﻟﻨﻤﻮ ﻭﻳﺄﰐ ﰲ ﺇﻃﺎﺭ ﺃﺣﺪﺙ ﻣﻮﺍﻛﺒﺔ ﻟﻠﺘﻄﻮﺭﺍﺕ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ﻋﻠـﻰ ﺍﳌـﺴﺘﻮﻯ‬ ‫ﺍﻟﻌﺎﳌﻲ ‪.‬‬ ‫‪٤٧‬‬ ‫ﺍﻻﺳﺘﺜﻤﺎﺭ ﺍﻷﺳﺎﺳﻲ ﰲ ﺭﺃﺱ ﺍﳌﺎﻝ ﺍﻟﺒﺸﺮﻱ ﻣﻦ ﺍﺳﺘﺜﻤﺎﺭ ﰲ ﻣﺮﺍﺣﻞ ﺍﻟﺘﻌﻠﻴﻢ ﺍﻷﺳﺎﺳﻴﺔ ﻭﺍﳋﺪﻣﺎﺕ ﺍﻟـﺼﺤﻴﺔ ‪ ،‬ﻭﰲ ﻫـﺬﺍ‬ ‫ﺍﻟﺼﺪﺩ ﻳﺘﻢ ﺍﻷﺧﺬ ﺑﻌﲔ ﺍﻻﻋﺘﺒﺎﺭ ﻋﻮﺍﻣﻞ ﻋﺪﺓ ﻛﺘﻮﻗﻌﺎﺕ ﻣﻌﺪﻝ ﺍﳊﻴﺎﺓ ﻋﻨﺪ ﺍﻟﻮﻻﺩﺓ ﻭﻣﻌﺪﻝ ﻭﻓﻴﺎﺕ ﺍﻷﻃﻔﺎﻝ ﻋﻨﺪ ﺍﻟﻮﻻﺩﺓ‬ ‫ﺇﱃ ﺟﺎﻧﺐ ﻧﺴﺐ ﺍﻻﻟﺘﺤﺎﻕ ﰲ ﻣﺮﺣﻠﺔ ﺍﻟﺘﻌﻠﻴﻢ ﺍﻷﺳﺎﺳﻲ ﻭﻧﻮﻋﻴﺔ ﻫﺬﺍ ﺍﻟﺘﻌﻠﻴﻢ ‪.‬‬ ‫ﺍﻻﺳﺘﺜﻤﺎﺭ ﺍﳌﺘﻘﺪﻡ ﰲ ﺭﺃﺱ ﺍﳌﺎﻝ ﺍﻟﺒﺸﺮﻯ ‪ :‬ﺇﻥ ﻟﻜﻢ ﻭﻧﻮﻋﻴﺔ ﺍﻟﺘﻌﻠﻴﻢ ﺍﻟﻌﺎﱄ ﺍﻟﺪﻭﺭ ﺍﻷﻛﱪ ﰲ ﺭﻓﻊ ﺗﻨﺎﻓﺴﻴﺔ ﺍﻗﺘﺼﺎﺩ ﻣﺎ ﲝﻴﺚ‬ ‫ﻳﺼﺒﺢ ﺍ‪‬ﺘﻤﻊ ﻗﺎﺩﺭﹰﺍ ﻋﻠﻰ ﺍﳋﻮﺽ ﰲ ﳎﺎﻻﺕ ﺍﻹﻧﺘﺎﺝ ﺍﳌﺘﻘﺪﻡ ﻭﺍﻟﺒﺤﺚ ﻭﺍﻟﺘﻄﻮﻳﺮ ﺍﳌﺘﺨﺼﺺ ‪ ،‬ﻫﺬﺍ ﺇﱃ ﺟﺎﻧـﺐ ﺭﻓـﻊ‬ ‫ﻣﺴﺘﻮﻳﺎﺕ ﺍﻹﺩﺍﺭﺓ ﻭﺗﻨﺎﻣﻲ ﺍﻻﺳﺘﺜﻤﺎﺭ ﰲ ﳎﺎﻻﺕ ﺍﻟﺘﺪﺭﻳﺐ ﻭﺗﻄﻮﻳﺮ ﺍﳌﻬﺎﺭﺍﺕ ﻭﺍﻟﻘﺪﺭﺍﺕ ﺿﻤﻦ ﺍﻟﻘﻮﻯ ﺍﻟﻌﺎﻣﻠﺔ ‪.‬‬ ‫ﻛﻔﺎﺀﺓ ﺍﻟﺴﻮﻕ‪ :‬ﻳﺘﻤﻴﺰ ﺍﻟﺴﻮﻕ ﺑﺎﻟﻜﻔﺎﺀﺓ ﺇﺫﺍ ﻣﺎ ﺃﺣﺴﻦ ﲣﺼﻴﺺ ﻣﻮﺍﺭﺩﻩ ﻷﻓﻀﻞ ﺍﺳﺘﺨﺪﺍﻡ ﻣﺘﺎﺡ ﻭﻳﺘﺒﻊ ﺍﻟﺘﻘﺮﻳـﺮ ﳕﻮﺫﺟـﹰﺎ‬ ‫ﺧﺎﺻﹰﺎ ﰲ ﻫﺬﺍ ﺍﻹﻃﺎﺭ ﺇﺫ ﻳﻘﻮﻡ ﺑﺘﻘﺴﻴﻢ ﺍﻟﺴﻮﻕ ﺇﱃ ﺛﻼﺛﺔ ﺃﻧﻮﺍﻉ‪ :‬ﺳﻮﻕ ﺍﻟﺴﻠﻊ ﻭﺍﳋﺪﻣﺎﺕ ﲝﻴﺚ ﻳـﺘﻢ ﺇﻧﺘـﺎﺝ ﺍﻟـﺴﻠﻊ‬ ‫ﻭﺍﳋﺪﻣﺎﺕ ﲝﻴﺚ ﻳﺘﻢ ﺇﻧﺘﺎﺝ ﺍﻟﺴﻠﻊ ﻭﺍﳋﺪﻣﺎﺕ ﺑﺄﻛﻔﹰﺎ ﺍﻟﻄﺮﻕ ‪ ،‬ﻭﺳﻮﻕ ﺍﻟﻌﻤﺎﻟﺔ ﺣﻴﺚ ﻳﺘﻢ ﺗﻮﺯﻳﻊ ﺍﻟﻘﻮﻯ ﺍﻟﻌﺎﻣﻠﺔ ﺇﱃ ﺃﻓﻀﻞ‬ ‫ﺍﳌﻮﺍﻗﻊ ﳍﺎ ‪ ،‬ﻭﺍﻟﺴﻮﻕ ﺍﳌﺎﱄ ﺍﻟﺬﻱ ﻳﻌﻴﺪ ﺗﻮﺯﻳﻊ ﺍﳌﻮﺍﺭﺩ ﺍﳌﺎﻟﻴﺔ ﺇﱃ ﺃﻓﻀﻞ ﻧﻮﺍﺣﻲ ﺍﻻﺳﺘﺜﻤﺎﺭ ﺍﳌﺘﺎﺣﺔ ﺃﻣﺎﻣﻬﺎ ‪.‬‬ ‫ﺍﻻﺳﺘﻌﺪﺍﺩ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻲ ‪ :‬ﺇﻥ ﻣﺪﻯ ﻗﺪﺭﺓ ﺍﻟﺪﻭﻟﺔ ﻋﻠﻰ ﲢﻘﻴﻖ ﻣﺴﺘﻮﻳﺎﺕ ﻣﺮﺗﻔﻌﺔ ﻣﻦ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻭﺍﻟﻨﻤﻮ ﺍﻻﻗﺘﺼﺎﺩﻱ ﺃﺻـﺒﺢ‬ ‫ﻳﻌﺘﻤﺪ ﺃﻛﺜﺮ ﻋﻠﻰ ﺍﻻﺳﺘﻌﺪﺍﺩ ﺃﻭ ﺍﳉﺎﻫﺰﻳﺔ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺔ ‪ Technological Readiness‬ﺍﻟﱵ ﲤﻠﻜﻬـﺎ ﺍﻟﺪﻭﻟـﺔ ‪،‬‬ ‫ﻭﻣﺪﻯ ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻦ ﺍﻟﺘﻄﻮﺭﺍﺕ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺔ ﺍﳊﺪﻳﺜﺔ ﺳﻮﺍﺀ ﺗﻠﻚ ﺍﻟﱵ ﰎ ﺍﻟﻮﺻﻮﻝ ﺇﻟﻴﻬﺎ ﳏﻠﻴـﹰﺎ ﺃﻭ ﺍﻟـﱵ ﰎ‬ ‫ﺍﺳﺘﲑﺍﺩﻫﺎ ﻣﻦ ﺍﳋﺎﺭﺝ‪.‬‬ ‫ﻣﺪﻯ ﺗﻄﻮﺭ ﺑﻴﺌﺔ ﺍﻷﻋﻤﺎﻝ ﺃﻭ ﻣﺪﻯ ﺗﻄﻮﺭ ﺳﲑ ﺍﻷﻋﻤﺎﻝ ﻭﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﻟﺬﻱ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﱵ ﳍﺎ ﺩﻭﺭ ﻓﺎﻋﻞ ﰲ ﲢﻘﻴـﺰ‬ ‫ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺇﻧﺘﺎﺝ ﺳﻠﻊ ﻣﺘﻄﻮﺭﺓ ﻭﳑﻴﺰﺓ ﻭﻣﺘﻨﻮﻋﺔ ﻋﱪ ﺁﻟﻴﺎﺕ ﺇﻧﺘﺎﺝ ﻣﺘﻘﺪﻣﺔ ﻧﺴﺒﻴﹰﺎ ‪.‬‬ ‫ﺍﻻﺑﺘﻜﺎﺭ ‪ :‬ﺍﻟﻮﺻﻮﻝ ﺇﱃ ﺍﻻﻗﺘﺼﺎﺩ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻲ ﺍﳌﻌﺮﻑ ﺍﳌﺘﻤﻴﺰ ﻭﳋﻠﻖ ﺇﻧﺘﺎﺟﻴﺔ ﻣﺴﺘﺪﺍﻣﺔ ﻻﺑﺪ ﻟﻺﻗﺘﺼﺎﺩ ﺍﻟﻮﻃﲏ ﺃﻥ ﻳﻌﺘﻤﺪ‬ ‫ﻋﻠﻰ ﺍﻻﺑﺘﻜﺎﺭ ﲝﻴﺚ ﻳﺼﺒﺢ ﺃﺣﺪ ﺍﶈﺎﻭﺭ ﺍﻟﺮﺋﻴﺴﻴﺔ ﻓﻴﻪ ‪ ،‬ﻭﻳﱪﺯ ﺍﻻﺑﺘﻜﺎﺭ ﺿﻤﻦ ﻣﻨﻈﻮﻣﺔ ﺷﺎﻣﻠﺔ ﻭﻣﺘﺮﺍﺑﻄﺔ ﻭﻣﺘﻜﺎﻣﻠﺔ ﻣـﻦ‬ ‫ﺍﻟﺒﻴﺌﺔ ﺍﻟﺪﺍﻋﻤﺔ ﻟﻪ ﲝﻴﺚ ﺗﺸﻤﻞ ﺍﳌﺆﺳﺴﺎﺕ ﺍﻟﻮﻃﻨﻴﺔ ﺳﻮﺍﺀ ﺍﻟﻌﺎﻣﺔ ﻭﺍﳋﺎﺻﺔ ‪ ،‬ﻭﻣﺮﺍﻛﺰ ﺍﻟﺒﺤﺚ ﻭﺍﻟﺘﻄﻮﻳﺮ ‪ ،‬ﻭﺗﻮﺍﻓﺮ ﺍﻟﻌﻠﻤـﺎﺀ‬ ‫ﻭﺍﳌﻬﻨﺪﺳﲔ ﺍﳌﺘﻤﻴﺰﻳﻦ ‪ ،‬ﻭﺍﻟﺘﺸﺪﻳﺪ ﻋﻠﻰ ﺍﳊﻤﺎﻳﺔ ﺍﻟﻔﻌﺎﻟﺔ ﳊﻘﻮﻕ ﺍﳌﻠﻜﻴﺔ ﺍﻟﻔﻜﺮﻳﺔ ‪.‬‬ ‫‪٤٨‬‬ ‫ﺭﺍﺑﻌﹰﺎ ‪ :‬ﳏﺪﺩﺍﺕ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ‪:‬‬ ‫ﰲ ﺇﻃﺎﺭ ﺍﻟﺜﻮﺭﺓ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺔ ﻗﺪﻡ ﺑـﻮﺭﺗﺮ )‪ (Michael Porter‬ﻧﻈﺮﻳﺘـﻪ ﺍﳌﺎﺳـﻴﺔ )‪(Diamond Theory‬‬ ‫ﻟﺘﺤﺪﻳﺪ ﺍﻟﻌﻮﺍﻣﻞ ﺍﻟﻼﺯﻣﺔ ﳋﻠﻖ ﺑﻴﺌﺔ ﺃﻋﻤﺎﻝ ﺗﺘﺴﻢ ﺑﺎﻟﺘﻨﺎﻓﺴﻴﺔ ﻭﺗﻄﻮﻳﺮ ﺣﺰﻣﺔ ﻣﻦ ﺍﻟﺘﻮﺻﻴﺎﺕ ﻭﺇﺟﺮﺍﺀﺍﺕ ﺍﻟﺘﻨﺎﻓـﺴﻴﺔ ﺍﻟـﱵ‬ ‫ﻳﺘﻮﺟﺐ ﻋﻠﻰ ﺍﻟﺪﻭﻝ ﺇﺗﺒﺎﻋﻬﺎ ﰲ ﺇﻃﺎﺭ ﺩﻋﻤﻬﺎ ﻟﻠﺘﻨﺎﻓﺴﻴﺔ ‪ ،‬ﻭﺍﻟﻔﻜﺮﺓ ﺍﻷﺳﺎﺳﻴﺔ ﰲ ﻫﺬﻩ ﺍﳌﻨﻬﺠﻴﺔ ﻫﻲ ﺍﻟﺘﺤﻠﻴﻞ ﺍﻟـﺪﻳﻨﺎﻣﻴﻜﻲ‬ ‫ﻟﺪﺭﺍﺳﺔ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﻟﱵ ﲢﻘﻘﻬﺎ ﺍﻟﺸﺮﻛﺎﺕ ﰲ ﺍﻟﺼﻨﺎﻋﺎﺕ ﺍﻟﻌﺎﳌﻴﺔ ﻭﻛﻴﻔﻴﺔ ﺍﳊﻔﺎﻅ ﻋﻠﻴﻬﺎ ﻣﻦ ﻣﻨﻄﻠﻖ ﺃﻥ ﺍﳌﻨﺎﻓﺴﺔ ﺗﻘﻮﻡ‬ ‫ﺑﲔ ﺍﻟﺸﺮﻛﺎﺕ ﻭﻟﻴﺲ ﺑﲔ ﺍﻟﺪﻭﻝ ﰲ ﺍﻷﺳﻮﺍﻕ ﺍﻟﻌﺎﳌﻴﺔ ‪ ،‬ﻭﻳﻌﺘﻤﺪ ﺑﻨﺎﺀ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﰲ ﻧﻈﺮﻳﺔ ﺑﻮﺭﺗﺮ ﻋﻠﻰ ﳏﺪﺩﺍﺕ ﺃﺭﺑﻌﺔ‬ ‫ﺭﺋﻴﺴﻴﺔ ‪ ،‬ﻭﻫﻲ ‪:‬‬ ‫‪ -١‬ﺷﺮﻭﻁ ﻣﺘﻌﻠﻘﺔ ﲜﻮﺩﺓ ﻋﻮﺍﻣﻞ ﺃﻭ ﻣﺪﺧﻼﺕ ﺍﻹﻧﺘﺎﺝ ‪.‬‬ ‫‪ -٢‬ﺷﺮﻭﻁ ﻣﺘﻌﻠﻘﺔ ﲜﻮﺩﺓ ﻇﺮﻭﻑ ﺍﻟﻄﻠﺐ ‪.‬‬ ‫‪ -٣‬ﺍﻟﺼﻨﺎﻋﺎﺕ ﺍﻟﺪﺍﻋﻤﺔ ﻭﺍﳌﺘﺼﻠﺔ ﺍﳌﻐﺬﻳﺔ ﻭﻣﺪﻯ ﺗﺮﺍﺑﻄﻬﺎ ﻭﺍﻧﺘﺸﺎﺭﻫﺎ ‪.‬‬ ‫‪ -٤‬ﺍﳌﻨﺎﺥ ﺍﻟﻼﺯﻡ ﻟﺘﻔﻌﻴﻞ ﻣﻨﺎﻓﺴﺔ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﳌﻨﺸﺄﺓ ﻭﻫﻴﻜﻠﻬﺎ ﻭﻣﻨﺎﻓﺴﻴﻬﺎ ‪.‬‬ ‫ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﺍﺛﻨﺎﻥ ﻣﻦ ﺍﶈﺪﺩﺍﺕ ﺍﳌﺴﺎﻋﺪﺓ ﻭﺍﳌﻜﻤﻠﺔ ‪ ،‬ﳘﺎ‪:‬‬ ‫‪ -١‬ﺩﻭﺭ ﺍﻟﺼﺪﻓﺔ ﺃﻭ ﺍﻟﻔﺮﺻﺔ ‪ The Role of Chance‬ﻣﺜﻞ ﻇﻬﻮﺭ ﺍﺧﺘـﺮﺍﻉ ﺃﻭ ﺍﺑﺘﻜـﺎﺭ ﺟﺪﻳـﺪ ﺃﻭ‬ ‫ﺍﻟﺘﻘﻠﺒﺎﺕ ﺍﻟﻌﺎﳌﻴﺔ ﺍﻟﻔﺠﺎﺋﻴﺔ ﰲ ﺍﻟﻄﻠﺐ ﻭﺃﺳﻮﺍﻕ ﺍﳌﺎﻝ ﻭﺍﻟﺼﺮﻑ ﻭﺍﳊﺮﻭﺏ ﻭﺍﻷﻭﺑﺌﺔ ﺣﻴﺚ ﲣﻠﻖ ﻓﺠﻮﺍﺕ ﺗـﺴﻤﺢ‬ ‫ﲝﺪﻭﺙ ﺗﻐﻴﲑﺍﺕ ﰲ ﺍﳌﺰﺍﻳﺎ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻟﻠﺪﻭﻝ ﺍﻟﱵ ﳍﺎ ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﲢﻮﻳﻞ ﻫﺬﻩ ﺍﻟﺼﺪﻓﺔ ﺇﱃ ﻣﻴﺰﺓ ﺗﻨﺎﻓﺴﻴﺔ ‪.‬‬ ‫‪ -٢‬ﺩﻭﺭ ﺍﳊﻜﻮﻣﻴﺔ ‪ The Role of Government‬ﺣﻴﺚ ﺗﻘﻮﻡ ﺍﳊﻜﻮﻣﺔ ﺑﺪﻭﺭ ﻓﻌـﺎﻝ ﻭﳏـﻮﺭﻱ‬ ‫ﻛﻤﻨﻈﻢ ﻟﻠﻨﺸﺎﻁ ﺍﻻﻗﺘﺼﺎﺩﻱ ﻭﺧﻠﻖ ﺍﻟﺒﻴﺌﺔ ﺍﳌﺆﺳﺴﻴﺔ ﻭﺍﻟﺘﺸﺮﻳﻌﻴﺔ ‪ ،‬ﻭﺳﻴﺎﺳﺘﻬﺎ ﺍﳌﻮﺍﺗﻴﺔ ﳉﺬﺏ ﺍﻻﺳﺘﺜﻤﺎﺭ ﻭﺗﻘـﺪﱘ‬ ‫ﺍﳋﺪﻣﺎﺕ ﺍﻟﻌﺎﻣﺔ ﻣﻦ ﺻﺤﺔ ﻭﺗﻌﻠﻴﻢ ﻭﺑﻴﺌﺔ ﺃﺳﺎﺳﻴﺔ ‪.‬‬ ‫‪٤٩‬‬ ‫ﻭﺗﻨﻌﻜﺲ ﺍﶈﺪﺩﺍﺕ ﺍﻟﺮﺋﻴﺴﻴﺔ ﻟﻠﻤﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﻟﻘﻮﻣﻴﺔ ﰲ ﺷﻞ ﺍﻟﺘﻄﻮﻳﺮ ﻭﺍﳊﻔﺎﻅ ﻋﻠﻰ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﻟﻮﻃﻨﻴﺔ ﰲ ﺃﻧﻈﻤـﺔ‬ ‫ﺃﻭ ﺻﻨﺎﻋﺎﺕ ﻣﻌﻴﻨﺔ ﺃﻭ ﺃﺟﺰﺍﺀ ﻣﻨﻬﺎ ‪ ،‬ﻭﺟﺪﻳﺮ ﺑﺎﻟﺬﻛﺮ ﺃﻥ ﳏﺪﺩﺍﺕ ﺍﳌﻴﺰﺓ ﺍﻟﻨﺴﺒﻴﺔ ﺍﻟﻘﻮﻣﻴﺔ ﰲ ﺍﻟﺴﻠﻊ ﺍﳌﺼﻨﻮﻋﺔ ﺣﱴ ﻧﻔـﺴﻬﺎ‬ ‫ﺍﻟﱵ ﲢﻜﻢ ﺻﻨﺎﻋﺎﺕ ﺍﳋﺪﻣﺎﺕ ‪.‬‬ ‫‪ -١‬ﺷﺮﻭﻁ ﻣﺘﻌﻠﻘﺔ ﲜﻮﺩﺓ ﻋﻮﺍﻣﻞ ﺃﻭ ﻣﺪﺧﻼﺕ ﺍﻹﻧﺘﺎﺝ‪:‬‬ ‫ﻭﲤﺜﻞ ﻇﺮﻭﻑ ﻋﻮﺍﻣﻞ ﺍﻹﻧﺘﺎﺝ ‪ Factor Condition‬ﺃﻭﱃ ﻫﺬﻩ ﺍﶈﺪﺩﺍﺕ ﺣﻴﺚ ﺇﻥ ﻋﻮﺍﻣﻞ ﺍﻹﻧﺘﺎﺝ ﻫﻲ ﺍﳌﺪﺧﻼﺕ‬ ‫ﺍﻟﻀﺮﻭﺭﻳﺔ ﺍﻟﻼﺯﻣﺔ ﻟﺪﻋﻢ ﻗﺪﺭﺓ ﺻﻨﺎﻋﺔ ﻣﺎ ﻋﻠﻰ ﺍﳌﻨﺎﻓﺴﺔ ‪.‬‬ ‫‪ -٢‬ﺷﺮﻭﻁ ﻣﺘﻌﻠﻘﺔ ﲜﻮﺩﺓ ﻇﺮﻭﻑ ﺍﻟﻄﻠﺐ‪:‬‬ ‫ﺗﺮﺗﺒﻂ ﺃﺣﻮﺍﻝ ﺍﻟﻄﻠﺐ ﺍﶈﻠﻲ ‪ Home Demand Conditions‬ﻣﻦ ﺣﻴﺚ ﺗﻜﻮﻳﻦ ﺍﻟﻄﻠـﺐ ﺍﶈﻠـﻰ )ﻃﺒﻴﻌـﺔ‬ ‫ﺍﺣﺘﻴﺎﺟﺎﺕ ﺍﳌﺴﺘﻬﻠﻜﲔ( ﻭﺣﺠﻢ ﺍﻟﻄﻠﺐ ﺍﶈﻠﻲ ﻭﳕﻮﻩ ﰲ ﺍﳌﺮﺗﺒﺔ ﺍﻟﺜﺎﻧﻴﺔ ﻣﻦ ﺣﻴﺚ ﺍﻷﳘﻴﺔ ‪ ،‬ﺫﻟﻚ ﺃﻥ ﻭﺟﻮﺩ ﻃﻠﺐ ﳏﻠـﻲ‬ ‫ﻛﺒﲑ ﻧﺴﺒﻴﹰﺎ ﻳﺴﻤﺢ ﻟﻠﺸﺮﻛﺎﺕ ﺍﻟﻌﺎﻣﻠﺔ ﺑﺘﺤﻘﻴﻖ ﺍﻗﺘﺼﺎﺩﻳﺎﺕ ﺍﳊﺠﻢ ﰲ ﺍﻟﺴﻮﻕ ﺍﶈﻠﻲ ‪ ،‬ﻭﺍﺭﺗﻔﺎﻉ ﺍﻟﻄﻠﺐ ﺍﶈﻠﻲ ﺗﺪﺭﳚﻴﹰﺎ ﻗﺪ‬ ‫ﳚﻌﻞ ﺍﻟﺸﺮﻛﺎﺕ ﲢﺘﻔﻆ ﺑﺎﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺍﻟﺴﻮﻕ ﺍﶈﻠﻰ ﺑﻴﻨﻤﺎ ﺍﻟﺘﺸﺒﻊ ﺍﻟﺴﺮﻳﻊ ﰲ ﺍﻟﻄﻠﺐ ﺍﶈﻠﻰ ﻏﺎﻟﺒﹰﺎ ﻣﺎ ﻳﺪﻓﻊ ﺍﻟﺸﺮﻛﺎﺕ ﺇﱃ‬ ‫ﺍﻟﺒﺤﺚ ﻋﻦ ﺃﺳﻮﺍﻕ ﺗﺼﺪﻳﺮﻳﺔ ﺧﺎﺭﺟﻴﺔ ‪ ،‬ﻭﳝﻜﻦ ﺗﺪﻭﻳﻞ ﺍﻟﻄﻠﺐ ﺍﶈﻠﻰ ﻟﻠﺪﻭﻟﺔ ﻭﻳﺘﻢ ﺫﻟﻚ ﻣﻦ ﺧﻼﻝ ﻧﻘـﻞ ﺗﻔـﻀﻴﻼﺕ‬ ‫ﺍﳌﺴﺘﻬﻠﻚ ﺍﶈﻠﻰ ﻭﺗﺼﺪﻳﺮ ﺍﻟﻌﺎﺩﺍﺕ ﻭﺍﻷﳕﺎﻁ ﺍﻻﺳﺘﻬﻼﻛﻴﺔ ﰲ ﺍﻟﺴﻮﻕ ﺍﶈﻠﻲ ﺇﱃ ﺍﻷﺳﻮﺍﻕ ﺍﻟﻌﺎﳌﻴﺔ ﺍﻟﺘﺼﺪﻳﺮﻳﺔ ﺍﳌﺮﺗﻘﺒﺔ ‪.‬‬ ‫‪ -٣‬ﺍﻟﺼﻨﺎﻋﺎﺕ ﺍﻟﺪﺍﻋﻤﺔ ﻭﺍﳌﺘﺼﻠﺔ ﻭﺍﳌﻐﺬﻳﺔ ﻭﻣﺪﻯ ﺗﺮﺍﺑﻄﻬﺎ ﻭﺍﻧﺘﺸﺎﺭﻫﺎ ‪:‬‬ ‫ﺗﻌﺘﱪ ﺍﻟﺼﻨﺎﻋﺎﺕ ﺍﳌﺮﺗﺒﻄﺔ ﻭﺍﳌﺪﻋﻤﺔ ‪ Relating and Supporting Industries‬ﺫﺍﺕ ﺍﳌـﺴﺘﻮﻯ ﺍﻟﻌـﺎﳌﻲ‬ ‫ﺷﺮﻛﺎﺕ ﺍﻟﺪﻭﻟﺔ ﲟﺼﺎﺩﺭ ﺍﻟﺘﻘﻨﻴﺔ ﺍﳊﺪﻳﺜﺔ ﻭﺍﻷﻓﻜﺎﺭ ﻭﺭﺃﺱ ﺍﳌﺎﻝ ﺍﻟﺒﺸﺮﻯ ﺍﻷﻣﺮ ﺍﻟﺬﻱ ﻳﺪﻋﻢ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﻟﺪﻭﻟﻴﺔ ﻭﳝﺜﻞ ﺍﶈـﺪﺩ‬ ‫ﺍﻟﺜﺎﻟﺚ ﻣﻦ ﳏﺪﺩﺍﺕ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﻟﻘﻮﻣﻴﺔ ‪ ،‬ﺃﻣﺎ ﺍﻟﺼﻨﺎﻋﺎﺕ ﺍﶈﻠﻴﺔ ﺍﳌﺪﻋﻤﺔ ﺫﺍﺕ ﺍﳌﺴﺘﻮﻯ ﺍﻟﻌﺎﳌﻲ ‪ ،‬ﻓﻐﺎﻟﺒﹰﺎ ﻣﺎ ﺗﻘﺪﻡ ﺃﻛﺜﺮ‬ ‫ﻣﺪﺧﻼﺕ ﺍﻹﻧﺘﺎﺝ ﻛﻔﺎﺀﺓ ﻣﻦ ﺣﻴﺚ ﺍﻟﻨﻔﻘﺔ ﻭﺍﳉﻮﺩﺓ ‪ ،‬ﻭﺃﺣﻴﺎﻧﹰﺎ ﻳﻜﻮﻥ ﺫﻟﻚ ﺑﻄﺮﻳﻘﺔ ﺗﻔـﻀﻴﻠﻴﺔ ‪in a preferential‬‬ ‫‪ ،way‬ﻭﻳﺘﺮﺗﺐ ﻋﻠﻰ ﺫﻟﻚ ﻭﺟﻮﺩ ﻋﻼﻗﺎﺕ ﻋﻤﻞ ﻭﺛﻴﻘﺔ ﰲ ﺷﻜﻞ ﺧﻄﻮﻁ ﺍﺗﺼﺎﻝ ﻗﺼﲑﺓ ﻭﺗـﺪﻓﻖ ﺳـﺮﻳﻊ ﻭﻣـﺴﺘﻤﺮ‬ ‫‪٥٠‬‬ ‫ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﻭﺗﺒﺎﺩﻝ ﻣﺴﺘﻤﺮ ﻟﻸﻓﻜﺎﺭ ﻭﺍﻻﺑﺘﻜﺎﺭ ﻓﻴﻤﺎ ﺑﻴﻨﻬﺎ ‪ ،‬ﻭﻋﺎﺩﺓ ﺗﻜﻮﻥ ﺍﻟﺪﻭﻟﺔ ﺫﺍﺕ ﻗـﺪﺭﺓ ﺗﻨﺎﻓـﺴﻴﺔ ﰲ ﲡﻤﻌـﺎﺕ‬ ‫ﺍﻟﺼﻨﺎﻋﺎﺕ ﺍﳌﺮﺗﺒﻄﺔ ﻓﺎﻟﺸﺒﻜﺔ ﺍﳌﻌﻘﺪﺓ ﻣﻦ ﺍﻟﺘﻔﺎﻋﻼﺕ ﺩﺍﺧﻞ ﻫﺬﻩ ﺍﻟﺘﺠﻤﻌﺎﺕ ﺗﺴﺘﻄﻴﻊ ﺃﻥ ﺗﻜﻮﻥ ﻣﺼﺪﺭﹰﺍ ﺭﺋﻴـﺴﻴﹰﺎ ﻣـﻦ‬ ‫ﻣﺼﺎﺩﺭ ﺍﳌﻴﺰﺓ ﻋﱪ ﺍﻟﻨﻈﺎﻡ ﺍﻻﻗﺘﺼﺎﺩﻱ ﻛﻜﻞ ‪ ،‬ﻭﰲ ﺍﻟﻐﺎﻟﺐ ﺗﻜﻮﻥ ﻫﺬﻩ ﺍﻟﺘﺠﻤﻌﺎﺕ ﻣﺘﺮﻛﺰﺓ ﺟﻐﺮﺍﻓﻴﹰﺎ ‪ ،‬ﺍﻷﻣﺮ ﺍﻟﺬﻱ ﳚﻌـﻞ‬ ‫ﺍﻟﺘﻔﺎﻋﻞ ﺃﻭﺛﻖ ﻭﺃﻛﺜﺮ ﺩﻳﻨﺎﻣﻴﻜﻴﺔ‪.‬‬ ‫‪ -٤‬ﺍﳌﻨﺎﺥ ﺍﻟﻼﺯﻡ ﻟﺘﻔﻌﻴﻞ ﻣﻨﺎﻓﺴﺔ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﳌﻨﺸﺄﺓ ﻭﻫﻴﻜﻠﻬﺎ ﻭﻣﻨﺎﻓﺴﻴﻬﺎ ‪:‬‬ ‫ﻭﲤﺜﻞ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﳌﺸﺮﻭﻉ ﻭﻫﻴﻜﻞ ﺍﻟﺼﻨﺎﻋﺔ ﻭﻃﺒﻴﻌﺔ ﺍﳌﻨﺎﻓﺴﺔ ﺍﶈﻠﻴﺔ ‪Strategy, Structure and Rivalry‬‬ ‫‪ Firm‬ﺍﶈﺪﺩ ﺍﻟﺮﺍﺑﻊ ﻟﻠﻤﺰﺍﻳﺎ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﻟﻘﻮﻣﻴﺔ ‪،‬‬ ‫ﻛﻤﺎ ﺃﻥ ﻃﺒﻴﻌﺔ ﺍﳌﻨﺎﻓﺴﺔ ﻭﺍﻟﺼﺮﺍﻉ ﺗﺆﺷﺮ ﺑﺸﻜﻞ ﺭﺋﻴﺴﻲ ﻋﻠﻰ ﺩﺭﺟﺔ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﻟﺪﻭﻟﻴﺔ ﻟﺸﺮﻛﺎﺕ ﺍﻟﺪﻭﻟﺔ ﻭﻣﺆﺳـﺴﺎ‪‬ﺎ ‪،‬‬ ‫ﻭﻳﺴﺘﻨﺪ ﺫﻟﻚ ﺇﱃ ﺃﻥ ﻭﺟﻮﺩ ﺍﳌﻨﺎﻓﺴﺔ ﺍﶈﻠﻴﺔ ﲟﺜﻞ ﳏﻔﺰﹰﺍ ﻗﻮﻳﹰﺎ ﳋﻠﻖ ﻭﺍﺳﺘﻤﺮﺍﺭ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﰲ ﺃﻧﺸﻄﺔ ﺃﻭ ﺻﻨﺎﻋﺎﺕ ﻣﻌﻴﻨﺔ‬ ‫ﻼ ﻛﻔﺌـﹰﺎ‬ ‫‪ ،‬ﻋﻦ ﺍﳌﻨﺎﻓﺴﺔ ﻣﻊ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻷﺟﻨﺒﻴﺔ ﲤﺜﻞ ﺑﺎﻋﺜﹰﺎ ﻋﻠﻰ ﺍﻟﺘﻄﻮﻳﺮ ﻭﺍﻻﺑﺘﻜﺎﺭ ‪ ،‬ﻭﻟﻜﻦ ﻣﻦ ﺍﻟﻨﺎﺩﺭ ﺃﻥ ﺗﻜﻮﻥ ﺑـﺪﻳ ﹰ‬ ‫ﻟﻠﻤﻨﺎﻓﺴﺔ ﺍﶈﻠﻴﺔ‪.‬‬ ‫ﺧﺎﻣﺴﺎ ‪ :‬ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ‪:‬‬ ‫ﺗﺴﻌﻰ ﺍﳌﻨﻈﻤﺎﺕ ﺇﱃ ﲢﺴﲔ ﻭﺿﻌﻬﺎ ﺍﻟﺘﻨﺎﻓﺴﻲ ﻭﻣﺮﻛﺰﻫﺎ ﰲ ﺍﻷﺳﻮﺍﻕ ﻓﺘﺤﺘﺎﺝ ﺇﱃ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﳌﻼﺋﻤﺔ ﻣﻊ ﻇﺮﻭﻑ‬ ‫ﺍﳌﺆﺳﺴﺔ ﻭﺍﻟﺒﻴﺌﺔ ﺍﶈﻴﻄﺔ ‪‬ﺎ ﻭﻣﻦ ﻫﺬﻩ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﻣﺎ ﻳﻠﻲ ‪:‬‬ ‫• ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﺮﻛﻴﺰ ) ﺍﻟﺮﻳﺎﺩﺓ ﻣﻦ ﺧﻼﻝ ﺍﻟﺘﺨﺼﺺ (‬ ‫• ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﻤﺎﻳﺰ ) ﺍﻟﺮﻳﺎﺩﺓ ﻣﻦ ﺧﻼﻝ ﺍﻟﺘﻔﺮﺩ (‬ ‫• ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﺮﺷﻴﺪ ) ﺍﻟﺮﻳﺎﺩﺓ ﻣﻦ ﺧﻼﻝ ﺍﻟﺘﻜﻠﻔﺔ ﻭﺍﳌﻨﺎﻓﺴﺔ ﺍﻟﺴﻌﺮﻳﺔ (‬ ‫• ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﺤﺎﻟﻒ‬ ‫• ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﺤﺪﻳﺪ ﻭﺍﻻﺑﺘﻜﺎﺭ ﻭﺍﻟﺘﻄﻮﺭ‬ ‫• ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺗﻨﻤﻴﺔ ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ‬ ‫• ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ‬ ‫ﻭﻳﺘﻢ ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺍﻷﻧﻮﺍﻉ ﺍﻟﺜﻼﺛﺔ ﺍﻷﻭﱃ ﺑﺸﻲ ﻣﻦ ﺍﻟﺘﻔﺼﻴﻞ ﺣﻴﺚ ﺃ‪‬ﺎ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍﻷﻛﺜﺮ ﺷﻴﻮﻋﺎ‪.‬‬ ‫ﺍﻧﻈﺮ ﺍﻟﺸﻜﻞ ﰲ ﺍﻟﺼﻔﺤﺔ ﺍﻟﺘﺎﻟﻴﺔ ‪:‬‬ ‫)‪ (١‬اﺳﺘﺮاﺗﻴﺠﻴﺔ اﻟﺘﺮآﻴﺰ‬ ‫)‪ (١‬اﻟﺮﻳﺎدة ﻣﻦ ﺧﻼل اﻟﺘﺨﺼﻴﺺ أو اﻟﺘﺨﺼﺺ(‬ ‫‪٥١‬‬ ‫* ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﻗﻄﺎﻉ ﺃﻭ ﻓﺌﺔ ﻣﻦ ﺍﻟﻌﻤﻼﺀ‬ ‫* ﺍﻟﺘﺨﺼﺺ ﰲ ﻣﻨﺘﺞ ﻣﻌﲔ‬ ‫* ﺧﺪﻣﺔ ﻗﻄﺎﻉ ﺳﻮﻗﻲ ﳏﺪﺩ‬ ‫)‪ (٢‬اﺳﺘﺮاﺗﻴﺠﻴﺔ اﻟﺘﻤﺎﻳﺰ‬ ‫)اﻟﺮﻳﺎدة ﻣﻦ ﺧﻼل اﻟﺘﻔﺮد(‬ ‫اﻟﺒﺪاﺋﻞ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬ ‫ﻟﺘﺤﻘﻴﻖ اﻟﺘﻔﺮد واﻟﺮﻳﺎدة‬ ‫ﺑﻴﻦ اﻟﻤﻨﺎﻓﺴﻴﻦ‬ ‫* ﺗﻔﺮﺩ ﺍﳌﻨﺘﺞ ﲞﺼﺎﺋﺺ ﻳﺼﻌﺐ ﳏﺎﻛﺎ‪‬ﺎ ﻣﻦ ﺍﳌﻘﻠﺪﻳﻦ‬ ‫* ﺇﻣﻜﺎﻧﻴﺔ ﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻨﻬﺎ ﻟﺮﻓﻊ ﺍﻷﺳﻌﺎﺭ‬ ‫* ﻭﻻﺀ ﻣﻦ ﺍﻟﻌﻤﻴﻞ ﻟﻠﻤﻨﺘﺞ ﻭﺍﺭﺗﺒﺎﻃﻪ ﺑﺎﳌﻨﻈﻤﺔ‬ ‫* ﳏﻔﺰ ﻟﻠﺘﻄﻮﻳﺮ ﻭﺍﻟﺘﺤﺪﻳﺚ ﻭﺧﺪﻣﺔ ﺍﻟﻌﻤﻼﺀ ﺑﺼﻮﺭﺓ‬ ‫ﻣﺴﺘﻤﺮ‬ ‫)‪ (٣‬اﺳﺘﺮاﺗﻴﺠﻴﺔ اﻟﺘﺮﺷﻴﺪ‬ ‫)اﻟﺮﻳﺎدة ﻣﻦ ﺧﻼل اﻟﺘﻜﻠﻔﺔ اﻷﻗﻞ واﻟﻤﻨﺎﻓﺴﺔ اﻟﺴﻌﺮﻳﺔ(‬ ‫* ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺗﺮﺷﻴﺪ ﻭﺿﺒﻂ ﺍﻷﻧﻔﺎﻕ‬ ‫* ﺍﻣﺘﻼﻙ ﺃﺩﻭﺍﺕ ﳋﻔﺾ ﺍﻟﺘﻜﻠﻔﺔ‬ ‫* ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺍﶈﺎﻓﻈﺔ ﻋﻠﻰ ﺍﳉﻮﺩﺓ‬ ‫* ﺁﻟﻴﺔ ﻓﻌﺎﻟﺔ ﻟﻠﺘﺴﻌﲑ‬ ‫‪-١‬ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﺮﻛﻴﺰ )ﺍﻟﺮﻳﺎﺩﺓ ﻣﻦ ﺧﻼﻝ ﺍﻟﺘﻔﺮﺩ ﻟﻠﺘﺨﺼﺺ ﰲ ﺧﺪﻣﺔ ﻗﻄﺎﻉ ﺳﻮﻗﻲ ﺃﻭ ﺟﻐﺮﺍﰲ ﻣﻌﲔ(‬ ‫‪ ١/١‬ﻣﻀﻤﻮﻥ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ‪:‬‬ ‫ﺗﺘﺠﻪ ﺍﳌﻨﻈﻤﺔ ﺇﱃ ﺇﺷﺒﺎﻉ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﺮﻛﻴﺰ ﻭﺍﳌﻨﺎﻓﺴﺔ ﻣﻦ ﺧﻼﻝ ﺗﻮﺟﻴﻪ ﺟﻬﻮﺩﻫﺎ ﻟﺘﻜﻮﻥ ﺃﻛﺜﺮ ﻛﻔـﺎﺀﺓ ﻭﻗـﺪﺭﺓ ﻣـﻦ‬ ‫ﺍﳌﻨﺎﻓﺴﲔ ﻟﻜﺴﺐ ﺛﻘﺔ ﻭﻭﻻﺀ ﻗﻄﺎﻉ ﻣﻌﲔ ﻣﻦ ﺍﻟﻌﻤﻼﺀ ﺃﻭ ﺍﻷﺳﻮﺍﻕ ‪.‬‬ ‫‪ ٢\١‬ﻣﺘﻄﻠﺒﺎﺕ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ‪:‬‬ ‫ﻳﺘﻄﻠﺐ ﺇﺗﺒﺎﻉ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﺮﻛﻴﺰ ﻭﺍﻟﺘﺨﺼﺺ ﳋﺪﻣﺔ ﻓﺌﺔ ﺃﻭ ﻗﻄﺎﻉ ﻣﻌﲔ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﳌﻘﻮﻣﺎﺕ ﺍﻷﺳﺎﺳﻴﺔ ﻣﻨﻬﺎ ﻣﺎ ﻳﻠﻲ ‪:‬‬ ‫‪٥٢‬‬ ‫‪ -١‬ﻭﺟﻮﺩ ﺃﺳﺲ ﻭﻣﻌﺎﻳﲑ ﺗﺴﺘﺨﺪﻡ ﻟﻠﻤﻔﺎﺿﻠﺔ ﺑﲔ ﺍﻻﻋﺘﺒﺎﺭﺍﺕ ﺯﻳﺎﺩﺓ ﺍﻟﺮﲝﻴﺔ ﻣﻦ ﺟﺎﻧﺐ ﻭﺍﻋﺘﺒﺎﺭﺍﺕ ﺗﻮﺳﻴﻊ ﺍﳊﺼﺔ‬ ‫ﺍﻟﺴﻮﻗﻴﺔ ﻣﻦ ﺟﺎﻧﺐ ﺁﺧﺮ‬ ‫‪ -٢‬ﻭﺟﻮﺩ ﺁﻟﻴﺔ ﻟﺘﺤﺪﻳﺪ ﳎﺎﻝ ﺍﻟﺘﺮﻛﻴﺰ ‪ ،‬ﻫﻞ ﻳﺘﻢ ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﻓﺌﺔ ﻣﻦ ﺍﻟﻌﻤﻼﺀ ﺃﻡ ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺳﻮﻕ ﻣﻌـﲔ ﺃﻡ‬ ‫ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﻣﻨﻄﻘﺔ ﻣﻌﻴﻨﺔ‬ ‫‪ -٣‬ﻭﺟﻮﺩ ﺃﺳﺲ ﻭﻗﻮﺍﻋﺪ ﻟﻠﻤﻔﺎﺿﻠﺔ ﺑﲔ ﺧﺪﻣﺔ ﺍﻟﻌﻤﻼﺀ ﺃﻭ ﺍﻷﺳﻮﺍﻕ ﺃﻭ ﺍﳌﻨﺎﻃﻖ ﻣﻦ ﺧﻼﻝ ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﲣﻔـﻴﺾ‬ ‫ﺍﻟﺘﻜﺎﻟﻴﻒ ﻭﻣﻦ ﰒ ﺍﻟﺘﻤﻴﺰ ﰲ ﻣﺴﺘﻮﻯ ﺍﻷﺳﻌﺎﺭ ﺃﻭ ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺍﳉﻮﺩﺓ ﻭﻣﻦ ﰒ ﺍﻟﺘﻤﻴﺰ ﰲ ﻣﺴﺘﻮﻯ ﺍﳋﺪﻣﺔ ﺍﻟﱵ‬ ‫ﺗﻘﺪﻣﻬﺎ ﺍﳌﻨﻈﻤﺔ ‪.‬‬ ‫‪ -٤‬ﺗﺘﻄﻠﺐ ﺍﻟﺒﺤﺚ ﻋﻦ ﻓﺌﺔ ﻣﻦ ﺍﻟﻌﻤﻼﺀ ﺃﻭ ﻗﻄﺎﻉ ﺳﻮﻗﻲ ﺃﻭ ﻣﻨﻄﻘﺔ ﺟﻐﺮﺍﻓﻴﺔ ﻟﺪﻳﻬﺎ ﺭﻏﺒـﺎﺕ ﻏـﲑ ﻣـﺸﺒﻌﺔ ﺃﻭ‬ ‫ﺣﺎﺟﺎﺕ ﺇﺿﺎﻓﻴﺔ ﻻ ﺗﺴﺘﻄﻴﻊ ﺍﳌﻨﻈﻤﺎﺕ ﺍﳊﺎﻟﻴﺔ ﺗﻠﺒﻴﺘﻬﺎ ‪.‬‬ ‫‪ -٥‬ﺗﺘﻄﻠﺐ ﺍﻟﺒﺤﺚ ﻋﻦ ﻣﻨﺘﺠﺎﺕ ﻏﲑ ﳕﻄﻴﺔ ﻟﺘﻘﺪﻣﻬﺎ ﺑﺄﺳﻌﺎﺭ ﻣﺘﻤﻴﺰﺓ ﺃﻭ ﲜﻮﺩﺓ ﻋﺎﻟﻴﺔ ﻭﺗﺘﺮﻙ ﺍﳌﻨﺘﺠﺎﺕ ﺍﻟﺘﻘﻠﻴﺪﻳـﺔ‬ ‫ﻟﻠﻤﻨﻈﻤﺎﺕ ﺍﻟﻜﺒﲑﺓ ﺍﻟﻌﻤﻼﻗﺔ ‪.‬‬ ‫‪ -٦‬ﺍﳊﺎﺟﺔ ﺇﱃ ﻭﺿﻊ ﻣﻮﺍﺯﻧﺔ ﻣﻼﺋﻤﺔ ﻹﻧﻔﺎﻗﻪ ﻋﻠﻰ ﺍﻟﺒﺤﻮﺙ ﻭﺍﻟﺘﻄﻮﻳﺮ ﻟﺘﺤﺴﲔ ﺍﳉﻮﺩﺓ ﻭﺗﺮﺷﻴﺪ ﺍﻟﺘﻜﻠﻔﺔ ‪.‬‬ ‫‪ ٣\١‬ﺃﻫﻢ ﺧﺼﺎﺋﺺ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﺮﻛﻴﺰ ) ﺍﻟﺘﺨﺼﺺ ( ‪ :‬ﺍﳌﺰﺍﻳﺎ ﻭﺍﳌﺄﺧﺬ ﺍﳌﺮﺗﺒﻄﺔ ‪:‬‬ ‫‪ -١‬ﲢﻔﺰ ﺍﳌﻨﻈﻤﺔ ﻋﻠﻰ ﺗﺮﺷﻴﺪ ﻭﺿﺒﻂ ﺍﻟﺘﻜﻠﻔﺔ ﻟﻠﺴﻴﻄﺮﺓ ﻋﻠﻰ ﺍﻷﺳﻌﺎﺭ ‪.‬‬ ‫‪ -٢‬ﲢﻔﺰ ﺍﳌﻨﻈﻤﺔ ﻋﻠﻰ ﺍﻟﺒﺤﺚ ﻭﺍﻟﺘﻄﻮﻳﺮ ﻟﺘﺤﺴﲔ ﻣﺴﺘﻮﻯ ﺍﳉﻮﺩﺓ ﻭﺍﳋﺪﻣﺔ ﺍﻟﱵ ﺗﻘﺪﻣﻬﺎ ﻟﻠﻌﻤﻼﺀ‬ ‫‪ -٣‬ﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻦ ﺭﺻﻴﺪ ﺍﳋﱪﺓ ﺍﳌﺮﺗﺒﻂ ﺑﺎﻟﺘﺨﺼﺺ ﻭﻣﻨﺤﲎ ﺍﳌﻌﺮﻓﺔ ﰱ ﻣﻨﺘﺞ ﻣﻌﲔ ﺃﻭ ﺳﻮﻕ ﻣﻌﲔ ﻭﳋﺪﻣﺔ ﻓﺌـﻪ‬ ‫ﻣﻌﻴﻨﺔ‪.‬‬ ‫‪ -٤‬ﺗﻮﻓﺮ ﻗﺪﺭ ﻣﻦ ﺍﳊﻤﺎﻳﺔ ﺍﳌﻨﻈﻤﺔ ‪ ،‬ﺣﻴﺚ ﻻ ﺗﻔﻜﺮ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻷﺧﺮﻯ ﰱ ﻣﻨﺎﻓﺴﺘﻬﺎ ﻟﺘﺨﺼﺼﻬﺎ ﻭﺍﺗﺴﺎﻉ ﺧﱪ‪‬ـﺎ‬ ‫ﰱ ﳎﺎﻝ ﺍﻟﺘﺮﻛﻴﺰ ‪.‬‬ ‫‪٥٣‬‬ ‫‪-٢‬ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﻤﺎﻳﺰ ) ﺍﻟﺮﻳﺎﺩﺓ ﻣﻦ ﺧﻼﻝ ﺍﻟﺘﻔﺮﺩ ﲞﺼﺎﺋﺺ ﻣﻌﻴﻨﺔ (‬ ‫‪ ١\٢‬ﻣﻀﻤﻮﻥ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬ ‫ﺗﺘﺠﻪ ﺍﳌﻨﻈﻤﺔ ﺇﱃ ﺇﺗﺒﺎﻉ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﻤﺎﻳﺰ ﻭﺍﳌﻨﺎﻓﺴﺔ ﻣﻦ ﺧﻼﻝ ﺗﻘﺪﻡ ﻣﻨﺘﺞ ﺃﻭ ﺧﺪﻣﺔ ﲟﻮﺍﺻﻔﺎﺕ ﻣﺘﻤﺎﻳﺰﺓ ﻣـﻦ ﺧـﻼﻝ‬ ‫ﻳﺪﺭﻙ ﺍﻟﻌﻤﻼﺀ ﻭﻛﺬﻟﻚ ﺍﳌﻨﺎﻓﺴﲔ ﺃﻥ ﺍﳌﻨﻈﻤﺔ ﺗﻘﺪﻡ ﺷﻴﺌﹰﺎ ﻣﺘﻔﺮﺩﹰﺍ ﻳﺼﻌﺐ ﺗﻘﻠﻴﺪﻩ ﺃﻭ ﳏﺎﻛﺎﺗـﻪ ‪ ،‬ﺳـﻮﺍﺀ ﻣـﻦ ﺧـﻼﻝ‬ ‫ﺍﳌﻮﺍﺻﻔﺎﺕ ﺍﻟﻔﻨﻴﺔ ﺃﻭ ﺍﻟﺘﺼﻤﻴﻢ ﺍﻟﻔﲏ ﻭﻣﺎ ﻳﺮﺗﺒﻂ ﺑﻪ ﻣﻦ ﺍﺳﻢ ﲡﺎﺭﻯ ﺃﻭ ﻋﻼﻣﺔ ﲡﺎﺭﻳﺔ ﻭﻏﲑﻫﺎ ﻣﻦ ﺍﻟﻌﻨﺎﺻﺮ ﺍﻟﱵ ﺗـﺴﺘﺤﻮﺫ‬ ‫ﻋﻠﻰ ﺗﺼﻮﺭ ﻭﺇﺩﺭﺍﻙ ﻭﺳﻠﻮﻙ ﺍﻟﻌﻤﻴﻞ ‪.‬‬ ‫‪ ٢\٢‬ﻣﺘﻄﻠﺒﺎﺕ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬ ‫ﻳﺘﻄﻠﺐ ﺇﺗﺒﺎﻉ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﳌﻨﺎﻓﺴﺔ ﻣﻦ ﺧﻼﻝ ﺍﻟﺘﻤﺎﻳﺰ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﳌﻘﻮﻣﺎﺕ ﺍﻷﺳﺎﺳﻴﺔ ﻣﻨﻬﺎ ﻣﺎ ﻳﻠﻲ ‪:‬‬ ‫‪ -١‬ﺇﻋﻄﺎﺀ ﺍﳌﻨﻈﻤﺔ ﺃﳘﻴﺔ ﻟﺘﺤﻘﻴﻖ ﻋﺎﺋﺪ ﻣﺮﺗﻔﻊ ﻳﻔﻮﻕ ﻣﺎ ﲢﻘﻘﻪ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻷﺧﺮﻯ ﺍﻟﻌﺎﻣﻠـﺔ ﰲ ﻧﻔـﺲ ﺍ‪‬ـﺎﻝ ﺃﻭ‬ ‫ﺍﻟﻨﺸﺎﻁ‪.‬‬ ‫‪ -٢‬ﻳﺘﻤﻴﺰ ﻋﻤﻼﺀ ﺍﳌﻨﻈﻤﺔ ﺑﺴﻤﺎﺕ ﺷﺨﺼﻴﺔ ﻭﺧﺼﺎﺋﺺ ﺳﻠﻮﻛﻴﺔ ﻭﻗﺪﺭﺍﺕ ﻣﺎﻟﻴﺔ ﻭﺭﺅﻳﺔ ﻓﻨﻴﺔ ﺗﻨﻤﻲ ﻭﻻﺀﻫﻢ ﻟﻠﻤﻨﺘﺞ‬ ‫ﺃﻭ ﺍﻟﻌﻼﻣﺔ ﺍﻟﺘﺠﺎﺭﻳﺔ ﻭﺗﻘﻠﻞ ﺣﺴﺎﺳﻴﺘﻬﻢ ﲡﺎﻩ ﻣﺴﺘﻮﻯ ﺍﻷﺳﻌﺎﺭ ﻭﺍﻻﺭﺗﻔﺎﻋﺎﺕ ﺍﳌﺘﻮﺍﺻﻠﺔ ﻓﻴﻬﺎ ‪.‬‬ ‫‪ -٣‬ﻟﻴﺲ ﺑﺎﻟﻀﺮﻭﺭﺓ ﺃﻥ ﻳﺮﺗﺒﻂ ﺍﻟﺘﻤﺎﻳﺰ ﺃﻭ ﺍﻟﺘﻔﺮﺩ ﺑﺎﺭﺗﻔﺎﻉ ﺟﻮﺩﺓ ﺍﳌﻨﺘﺞ ﻋﻦ ﻏﲑﻩ ﻭﻻ ﺑﺎﳔﻔﺎﺽ ﺗﻜﻠﻔﺔ ﺃﻧﺘﺎﺟﻪ ﻋـﻦ‬ ‫ﻏﲑﻩ ) ﻣﻘﺎﺭﻧﺔ ﺃﻧﻮﺍﻉ ﺑﻌﺾ ﺍﻟﺴﻴﺎﺭﺍﺕ ﺑﺒﻌﻀﻬﺎ ‪ ،‬ﻣﻘﺎﺭﻧﺔ ﺃﻧﻮﺍﻉ ﺍﻟﺴﺎﻋﺎﺕ ﺑﺒﻌﻀﻬﺎ ( ﻭﺇﳕﺎ ﻳﺮﺗﺒﻂ ﻫﺬﺍ ﺍﻟﺘﻤـﺎﻳﺰ‬ ‫ﺑﺪﺭﺟﻪ ﺃﺳﺎﺳﻴﺔ ﺑﺘﺼﻮﺭﺍﺕ ﻭﺇﺩﺭﺍﻛﺎﺕ ﺍﻟﻌﻤﻼﺀ ﻟﺘﻤﺎﻳﺰ ﻣﻨﺘﺞ ﻋﻦ ﻏﲑﻩ ﻭﺇﻥ ﻛﺎﻥ ﻫﺬﺍ ﻻ ﻳﻌﲎ ﺇﳘﺎﻝ ﺍﳉﻮﺩﺓ ﺃﻭ‬ ‫ﺍﳌﻨﻈﻤﺔ ﳝﻜﻦ ﺃﻥ ﲢﻘﻖ ﳌﻨﺘﺠﺎ‪‬ﺎ ﺍﻟﺘﻤﺎﻳﺰ ﺭﻏﻢ ﺍﳔﻔﺎﺽ ﺍﳉﻮﺩﺓ ‪.‬‬ ‫‪ -٤‬ﺗﺘﻄﻠﺐ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﻤﺎﻳﺰ ﺗﻮﻓﺮ ﻗﺪﺭﺍﺕ ﻓﻨﻴﺔ ﻭﻣﺎﻟﻴﺔ ﻭﺇﺩﺍﺭﻳﺔ ﻟﺪﻯ ﺍﳌﻨﻈﻤﺔ ﳌﺘﺎﺑﻌﺔ ﺍﺣﺘﻴﺎﺟﺎﺕ ﺍﻟﻌﻤﻴﻞ ﻭﻗﻴـﺎﺱ‬ ‫ﻣﺴﺘﻮﻯ ﺭﺿﺎﻩ ﻋﻦ ﺍﳌﻨﺘﺞ ﻭﺍﻟﻘﻴﺎﻡ ﺑﻌﻤﻠﻴﺔ ﺍﻟﺘﺤﺪﻳﺚ ﻭﺍﻟﺘﻄﻮﻳﺮ ﺍﳌﺴﺘﻤﺮ ﺍﺳﺘﺠﺎﺑﺔ ﻟﺘﻮﻗﻌﺎﺕ ﺍﻟﻌﻤﻴﻞ ‪.‬‬ ‫‪٥٤‬‬ ‫‪ -٥‬ﺗﻨﺎﺳﺐ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﻤﺎﻳﺰ ﺃﻭ ﺍﻟﺘﻔﺮﺩ ﻋﺎﺩﺓ ﻣﻨﺘﺠﺎﺕ ﺍﻟﱵ ﺗﻌﺘﻤﺪ ﻋﻠﻰ ﺗﻘﻨﻴﺎﺕ ﻣﻌﻘﺪﺓ ﻣﺘﻄﻮﺭﺓ ﺍﻟﱵ ﻳﻌﺘﺬﺭ ﻋﻠﻰ‬ ‫ﺍﻵﺧﺮﻳﻦ ﺗﻘﻠﻴﺪﻫﺎ ﺃﻭ ﳏﺎﻛﺎ‪‬ﺎ ﳑﺎ ﻳﻌﻤﻖ ﺍﺳﺘﻌﺪﺍﺩ ﺍﻟﻌﻤﻞ ﻟﺪﻓﻊ ﻣﺒﺎﻟﻎ ﻣﺮﺗﻔﻌﻪ ﻧﺴﺒﻴﺎ ﻣﻘﺎﺑﻞ ﺍﻻﻃﻤﺌﻨﺎﻥ ﺇﱃ ﺟﻮﺩﺓ‬ ‫ﺍﳌﺪﺧﻼﺕ ﺍﻭ ﺍﳌﻜﻮﻧﺎﺕ ﺍﻟﺘﻘﻨﻴﺔ ﻟﻠﻤﻨﺘﺞ ) ﺳﻴﺎﺭﺍﺕ ‪ ،‬ﻛﻮﻣﺒﻴﻮﺗﺮ ‪ ،‬ﺍﺟﻬﺰﺓ ﻣﱰﻟﻴﺔ ﻛﻬﺮﺑﺎﺋﻴﺔ ﻭﻏﲑ ﺫﻟﻚ (‬ ‫‪ -٦‬ﺗﻮﺟﺪ ﺑﺪﺍﺋﻞ ﺃﻭ ﻣﺼﺎﺩﺭ ﻣﺘﻌﺪﺩﺓ ﻟﺘﺤﻘﻴﻖ ﺍﻟﺘﻤﺎﻳﺰ ﺍﻭ ﺍﻟﺘﻔﺮﺩ ‪ ،‬ﻻ ﺗﺮﺗﺒﻂ ﲨﻴﻌﻬﺎ ﺑﺎﳉﻮﺩﺓ ﺍﻟﻔﻨﻴﺔ ﻟﻠﻤﻨﺘﺞ ‪ ،‬ﺣﻴـﺚ‬ ‫ﳝﻜﻦ ﺃﻥ ﺗﻜﻮﻥ ﺍﻟﻄﺒﻘﺔ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﺃﻭ ﺍﳌﺴﺘﻮﻯ ﺍﻟﺜﻘﺎﰱ ﻟﻔﺌﺔ ﺍﻟﻌﻤﻼﺀ ﻣﺼﺪﺭﹰﺍ ﻟﺘﺤﻘﻴﻖ ﺍﻟﺘﻤـﺎﻳﺰ ﺍﻭ ﺍﻟﺘﻔـﺮﺩ ‪،‬‬ ‫ﻭﻳﻜﻮﻥ ﺍﻟﺸﻜﻞ ﺃﻭ ﺍﳌﻈﻬﺮ ﺍﳋﺎﺭﺟﻰ ﻣﺼﺪﺭﺍ ﻟﻠﺘﻤﺎﻳﺰ ﺃﻭ ﺍﻟﺘﻔﺮﺩ ‪ ،‬ﻭﻗﺪ ﺗﻜﻮﻥ ﺍﳊﺎﻟﺔ ﺍﻟﻨﻔﺴﻴﺔ ﻟﻠﻌﻤﻴﻞ ﻭ ﺇﺣﺴﺎﺳﻪ‬ ‫ﺑﺎﻵﻣﻦ ﻭﺍﻵﻣﺎﻥ ﻭﺍﻻﺧﺘﻼﻑ ﻋﻦ ﺍﻻﺧﺮﻳﻦ ﻫﻮ ﻣﺼﺪﺭ ﲤﺎﻳﺰ ﺃﻭ ﺗﻔﺮﺩ ﺍﳌﻨﺘﺞ ‪ ،‬ﻭﻗﺪ ﻳﻜـﻮﻥ ﺇﻋـﻼﻡ ﺍﻻﺧـﺮﻳﻦ‬ ‫ﺍﶈﻴﻄﲔ ﺑﺎﻟﻌﻤﻴﻞ ﻭﻣﻌﺮﻓﺘﻬﻢ ﺑﺎﺭﺗﻔﺎﻉ ﺳﻌﺮ ﺍﳌﻨﺘﺞ ﺑﺼﻮﺭﺓ ﻻ ﻳﺴﺘﻄﻴﻊ ﺍﻯ ﻓﺮﺩ ﺍﳊﺼﻮﻝ ﻋﻠﻴﻪ ﻣـﻦ ﻣـﺼﺎﺩﺭ‬ ‫ﺍﻟﺘﻤﺎﻳﺰ ﺃﻭ ﺍﻟﺘﻔﺮﺩ ‪ ،‬ﻭﻗﺪ ﻳﻜﻮﻥ ﺷﻴﻮﻉ ﺍﻥ ﻫﺬﺍ ﺍﳌﻨﺘﺞ ﺍﳋﺎﺹ ﺑﺎﻟﺸﺒﺎﺏ ﻭﺍﻟﻔﺌﺔ ﺍﳌﺜﻘﻔﺔ ﺍﺣﺪ ﻣﺼﺎﺩﺭ ﲤﺎﻳﺰ ﺍﻭ ﺗﻔﺮﺩ‬ ‫ﺍﳌﻨﺘﺞ ‪ ،‬ﻭﻗﺪ ﻳﻜﻮﻥ ﳎﺮﺩ ﺍﻻﻋﻼﻥ ﺍﻧﻪ ﻳﺘﻢ ﺍﻟﺸﺮﺍﺀ ﻣﻦ ﻣﻨﻈﻤﺔ ﺃﻭ ﺷﺮﻛﺔ ﻣﻌﻴﻨﺔ ﳍﺎ ﺍﺳﻢ ﻣﺸﻬﻮﺭ ﻫﻮ ﻣـﺼﺪﺭ‬ ‫ﺍﻟﺘﻤﺎﻳﺰ ‪.‬‬ ‫‪ -٧‬ﺗﺮﺗﺒﻂ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﻤﺎﻳﺰ ﺃﻭ ﺍﻟﺘﻔﺮﺩ ﺑﻘﺪﺭﺓ ﺍﳌﻨﻈﻤﺔ ﻋﻠﻰ ﺗﻘﺪﱘ ﻣﺴﺘﻮﻯ ﻣﺮﺗﻔﻊ ﻣﻦ ﺧﺪﻣﺎﺕ ﻣﺎ ﺑﻌﺪ ﺍﻟﺒﻴﻊ ﻣـﻦ‬ ‫ﺻﻴﺎﻧﺔ ﻭﺍﺻﻼﺡ ﻭﺍﺳﺘﺒﺪﺍﻝ ﻭﺗﺪﺭﻳﺐ ﻭﻏﲑﻫﺎ ‪.‬‬ ‫‪ -٨‬ﺗﺘﻄﻠﺐ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﻤﺎﻳﺰ ﺃﻭ ﺍﻟﺘﻔﺮﺩ ﺍﻥ ﻳﻜﻮﻥ ﻟﺪﻯ ﺍﳌﻨﻈﻤﺔ ﻗﺪﺭﺓ ﻓﻨﻴﺔ ﻭﺍﺩﺭﺍﻳﺔ ﻭﻣﺎﻟﻴﺔ ﻟﻠﺘﻌﺎﻣﻞ ﻣﻊ ﻗﻄﺎﻋـﺎﺕ‬ ‫ﺳﻮﻗﻴﺔ ﻣﺘﻨﻮﻋﺔ ﻭﺇﻥ ﻛﺎﻥ ﻟﻴﺲ ﺑﺎﻟﻀﺮﻭﺭﺓ ﺍﻥ ﲣﺘﻠﻒ ﻣﺼﺎﺩﺭ ﺍﻟﺘﻤﺎﻳﺰ ﺑﺎﺧﺘﻼﻑ ﻫﺬﻩ ﺍﻻﺳﻮﺍﻕ ‪.‬‬ ‫‪ -٩‬ﺗﺘﻄﻠﺐ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﻤﺎﻳﺰ ﺍﻥ ﲤﺘﻠﻚ ﺍﳌﻨﻈﻤﺔ ﻗﺪﺭﻩ ﻋﺎﻟﻴﺔ ﻋﻠﻰ ﺍﻟﺘﻄﻮﻳﺮ ﻭﺍﻟﺘﺤﺪﻳﺚ ﻭﺍﻥ ﻳﻜﻮﻥ ﻟﺪﻳﻬﺎ ﺍﻧﻈﻤـﺔ‬ ‫ﻓﻨﻴﺔ ﻭﺇﺩﺍﺭﻳﺔ ﻗﺎﺩﺭﺓ ﻋﻠﻰ ﺍﻻﺳﺘﺠﺎﺑﺔ ﺍﳌﻬﻨﻴﺔ ﺍﻟﺴﺮﻳﻌﺔ ﻻﺣﺘﻴﺎﺟﺎﺕ ﺍﻟﻌﻤﻼﺀ ﲜﺎﻧﺐ ﻗﺪﺭ‪‬ﺎ ﻋﻠﻰ ﺍﳌﺒﺎﺩﺭﺓ ﺑﺘﻘـﺪﱘ‬ ‫ﻣﺎﻫﻮ ﺟﺪﻳﺪ ﻣﺘﻤﺎﻳﺰ ﺑﺼﻮﺭﺓ ﻗﺪ ﺗﻔﻮﻕ ﺗﻮﻗﻌﺎﺕ ﺍﻟﻌﻤﻴﻞ ‪.‬‬ ‫‪-١٠‬ﺇﺗﺒﺎﻉ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﻤﺎﻳﺰ ﺃﻭ ﺍﻟﺘﻔﺮﺩ ﻭﺍﺳﺘﻌﺪﺍﺩ ﺍﻟﻌﻤﻴﻞ ﻟﻠﺤﺼﻮﻝ ﻋﻠﻰ ﻫـﺬﺍ ﺍﳌﻨـﺘﺞ ﺍﳌﺘﻤـﺎﻳﺰ ﻻ ﻳﻌـﲎ‬ ‫ﺍﻻﺳﺘﻌﺪﺍﺩ ﺍﳌﻄﻠﻖ ﻟﺪﻯ ﺍﻟﻌﻤﻴﻞ ﻟﺪﻓﻊ ﺃﻯ ﺳﻌﺮ ﻳﻄﻠﺐ ﰱ ﻫﺬﺍ ﺍﳌﻨﺘﺞ ‪ ،‬ﳑﺎ ﻳﺆﺩﻯ ﻳﺆﻛﺪ ﺃﻥ ﻗﺪﺭﺓ ﺍﳌﻨﻈﻤﺔ ﻋﻠـﻰ‬ ‫ﺿﺒﻂ ﺍﻟﺘﻜﻠﻔﺔ ﻋﻨﺪ ﺣﺪﻭﺩ ﻣﻌﻴﻨﺔ ﺗﻮﻓﺮ ﻣﻘﻮﻣﺎﺕ ﺍﳊﻤﺎﻳﺔ ﻭﺍﻟﻨﺠﺎﺡ ﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﻤﺎﻳﺰ ﺃﻭ ﺍﻟﺘﻔﺮﺩ ‪.‬‬ ‫‪٥٥‬‬ ‫‪ ٣\٢‬ﺃﻫﻢ ﺧﺼﺎﺋﺺ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﻤﺎﻳﺰ ‪:‬‬ ‫‪ -١‬ﺧﻠﻖ ﻭﺗﻌﻤﻴﻖ ﻭﻻﺀ ﺍﻟﻌﻤﻴﻞ ﻟﻠﻤﻨﺘﺞ ﻭﺍﻧﺘﻤﺎﺋﻪ ﻟﻠﻤﻨﻈﻤﺔ‬ ‫‪ -٢‬ﺇﳚﺎﺩ ﻗﻴﻮﺩ ﻭ‪‬ﺪﻳﺪﺍﺕ ﻗﻮﻳﺔ ﺃﻣﺎﻡ ﺍﳌﻨﺎﻓﺴﲔ ﻟﻠﺘﻔﻜﲑ ﰱ ﺍﻟﺪﺧﻮﻝ ﺇﱃ ﳎﺎﻝ ﺍﻟﻨﺸﺎﻁ ﻭﻣﻨﺎﻓﺴﺔ ﺍﳌﻨﺘﺞ ﺃﻭ ﺍﳌﻨﻈﻤﺔ ‪.‬‬ ‫‪ -٣‬ﺗﻮﻓﲑ ﺇﻃﺎﺭ ﻣﻦ ﺍﳊﻤﺎﻳﺔ ﺍﻟﻨﻔﺴﻴﺔ ﻭﺍﻟﺴﻠﻮﻛﻴﺔ ﻟﻠﻤﻨﻈﻤﺔ ﻣﻦ ﺧﻼﻝ ﺍﻟﺼﻮﺭﺓ ﺍﻟﺬﻫﻨﻴﺔ ﻭﺍﻻﲡﺎﻫﺎﺕ ﺍﻟﻨﻔﺴﻴﺔ ﻟـﺪﻯ‬ ‫ﺍﻟﻌﻤﻼﺀ ‪.‬‬ ‫‪ -٤‬ﺗﻮﻓﺮ ﻓﺮﺹ ﺭﻓﻊ ﺍﻷﺳﻌﺎﺭ ﻋﻨﺪ ﺍﻟﻀﺮﻭﺭﺓ ﺍﻋﺘﻤﺎﺩﺍ ﻋﻠﻰ ﲤﺎﻳﺰ ﺍﳌﻨﺘﺞ ﻭﻭﻻﺀ ﺍﻟﻌﻤﻴﻞ ﻭﺍﻧﺘﻤﺎﺋﻪ ﻟﻠﻤﻨﻈﻤﺔ ‪.‬‬ ‫‪ -٣‬ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﺮﺷﻴﺪ ﰲ ﺍﻟﺘﻜﻠﻔﺔ ﻭﺍﳌﻨﺎﻓﺴﺔ ﺍﻟﺴﻌﺮﻳﺔ ‪.‬‬ ‫‪ ١\٣‬ﻣﻀﻤﻮﻥ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ‪:‬‬ ‫ﺗﺘﺠﻪ ﺍﳌﻨﻄﻤﺔ ﺇﱃ ﺍﺗﺒﺎﻉ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﳌﻨﺎﻓﺴﺔ ﺍﻟﺴﻌﺮﻳﺔ ﻟﺘﺤﻘﻴﻖ ﺍﻟﺮﻳﺎﺩﺓ ﺃﻭ ﺍﻟﺘﻤﺘﻊ ﲟﺮﻛﺰ ﺍﻟﻘﻴﺎﺩﺓ ﺑﲔ ﺍﳌﻨﺎﻓﺴﲔ ﻭﺫﻟﻚ ﻣـﻦ‬ ‫ﺧﻼﻝ ﻗﺪﺭ‪‬ﺎ ﻋﻠﻰ ﺿﺒﻂ ﺍﻹﻧﻔﺎﻕ ﻭﺗﺮﺷﻴﺪ ﺍﻟﺘﻜﻠﻔﺔ ﻭﻣﻦ ﰒ ﺗﺴﺘﻄﻴﻊ ﺃﻥ ﺗﻘﺪﻡ ﻣﻨﺘﺠﺎ‪‬ﺎ ﻭﺧﺪﻣﺎ‪‬ﺎ ﺑﺎﺳـﻌﺎﺭ ﺃﻗـﻞ ﻣـﻦ‬ ‫ﺍﳌﻨﺎﻓﺴﲔ ﻣﻊ ﻗﺪﺭ‪‬ﺎ ﻟﻠﻤﺤﺎﻓﻈﺔ ﻋﻠﻰ ﺍﳌﻮﺍﺻﻔﺎﺕ ﺃﻭ ﺍﳉﻮﺩﺓ ﺍﳌﺘﻮﻗﻌﺔ ﻣﻦ ﻋﻤﻼﺋﻬﺎ ‪.‬‬ ‫‪ ٢\٣‬ﻣﺘﻄﻠﺒﺎﺕ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ‪:‬‬ ‫ﻳﺘﻄﻠﺐ ﺇﺗﺒﺎﻉ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﳌﻨﺎﻓﺴﺔ ﺍﻟﺴﻌﺮﻳﺔ ﺍﻟﻘﺎﺋﻤﺔ ﻋﻠﻰ ﺗﺮﺷﻴﺪ ﺍﻻﻧﻔﺎﻕ ﻭﺿﺒﻂ ﺍﻟﺘﻜﻠﻔﺔ ﻣﻘﻮﻣﺎﺕ ﺃﺳﺎﺳﻴﺔ ﻣﻨﻬﺎ ﻣﺎ ﻳﻠﻲ‪:‬‬ ‫‪ -١‬ﺿﺮﻭﺭﺓ ﺃﻥ ﺗﺘﺨﺪ ﺍﳌﻨﻈﻤﺔ ﺍﻟﺘﺮﺗﻴﺒﺎﺕ ﺍﳌﻨﺎﺳﺒﺔ ﻭﺗﻀﻊ ﺍﻻﻧﻈﻤﺔ ﺍﻟﻔﻌﺎﻟﺔ ﻭﺗﺘﺨﺬ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﺴﻠﻴﻤﺔ ﻟﺘﺤﻔﻴﺰ ﺍﻻﻓﺮﺍﺩ‬ ‫ﻟﺘﺤﺴﲔ ﺍﻻﺩﺍﺀ ﻭﺭﻓﻊ ﻣﻌﺪﻝ ﺍﻻﻧﺘﺎﺟﻴﺔ ﻭﺗﻘﻠﻴﻞ ﺍﳍﺪﺭ ﻭﺍﻟﺘﺎﻟﻒ ﻭﺍﻟﻔﺎﻗﺪ ﰱ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻻﻣﻜﺎﻧﻴﺎﺕ ﲟﺎ ﻳﺴﺎﻫﻢ ﰱ‬ ‫ﺿﺒﻂ ﺍﻹﻧﻔﺎﻕ ‪ ،‬ﻭﺗﺮﺷﻴﺪ ﺍﻟﺘﻜﻠﻔﺔ ‪ ،‬ﻭﻫﻨﺎ ﻳﻘﻊ ﺍﻟﻌﺐﺀ ﻋﻠﻰ ﻛﺎﻓﺔ ﺍﻟﻮﺣﺪﺍﺕ ﻭﺍﻟﻮﻇﺎﺋﻒ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﳌﻨﻈﻤﺔ‪.‬‬ ‫‪ -٢‬ﻟﻴﺲ ﺑﺎﻟﻀﺮﻭﺭﺓ ﺃﻥ ﺗﺒﺤﺚ ﺍﳌﻨﻈﻤﺔ ﻋﻠﻰ ﺍﻟﻌﻤﻴﻞ ﺍﳌﺘﻤﻴﺰ ﻭﳑﻦ ﻟﺪﻳﻬﻢ ﻃﻤﻮﺣﺎﺕ ﻋﺎﻟﻴﺔ ﻭﺭﻏﺒﺎﺕ ﻣﺘﻤﻴﺰﺓ ﻭﻗﺪﺭﺓ‬ ‫ﻣﺎﻟﻴﺔ ﻣﺮﺗﻔﻌﻪ ﻭﺍﺳﺘﻌﺪﺍﺩ ﻗﻮﻯ ﻟﺪﻓﻊ ﺳﻌﺮ ﻣﺮﺗﻔﻊ ﻣﻘﺎﺑﻞ ﺃﻥ ﻳﺘﻮﻓﺮ ﺍﻣﺎﻣﻬﻢ ﻣﻨﺘﺠﺎﺕ ﺃﻭ ﺧﺪﻣﺎﺕ ﻣﻮﺍﺻﻔﺎﺕ ﻏﲑ‬ ‫ﻋﺎﺩﻳﺔ ‪.‬‬ ‫‪٥٦‬‬ ‫ﻭﻳﻌﲎ ﻫﺬﺍ ﺃﻥ ﺗﺘﺠﻪ ﺍﳌﻨﻈﻤﺔ ﺍﱃ ﺍﳌﻨﺘﺞ ﺍﻟﻨﻤﻄﻲ ﺍﻟﺬﻯ ﳝﻜﻦ ﺇﻧﺘﺎﺟﻪ ﺑﻜﻤﻴﺎﺕ ﻛﺒﲑﺓ ﻭﺍﻻﺳﺘﻔﺎﺩﺓ ﻣـﻦ ﺍﻗﺘـﺼﺎﺩﻳﺎﺕ‬ ‫ﺍﳊﺠﻢ ﺍﻟﻜﺒﲑ ‪ ،‬ﻭﰱ ﻧﻔﺲ ﺍﻟﻮﻗﺖ ﺗﺘﺠﻨﺐ ﺍﳌﻨﻈﻤﺔ ﺃﻥ ﺗﻘﺪﻡ ﻣﻨﺘﺠﺎﺕ ﺫﺍﺕ ﻣﻮﺍﺻﻔﺎﺕ ﺧﺎﺻﺔ ﺗﺘﻄﻠﺐ ﻣﺰﻳـﺪ ﻣـﻦ‬ ‫ﺍﻻﻧﻔﺎﻕ ﰱ ﺍﻋﻤﺎﻝ ﺍﻟﺒﺤﻮﺙ ﻭﺍﻟﺘﻄﻮﻳﺮ ﻭﺍﻟﺘﺼﻤﻴﻢ ﻭﻏﲑ ﺫﻟﻚ ﻣﻦ ﳎﺎﻻﺕ ﺍﺿﺎﻓﻴﺔ ﻟﻼﻧﻔﺎﻕ ﻳﻨﺘﺞ ﻋﻨﻬﺎ ﺍﻻﺿﻄﺮﺍﺭ ﻟﻠﺒﻴﻊ‬ ‫ﺑﺎﺳﻌﺎﺭ ﻣﺮﺗﻔﻌﻪ ﻏﲑ ﺗﻨﺎﻓﺴﻴﺔ ﻣﻊ ﺍﻻﺧﺮﻳﻦ ‪.‬‬ ‫ﻭﻣﻊ ﺗﻮﺟﻪ ﺍﳌﻨﻈﻤﺔ ﻟﺘﻘﺪﱘ ﻣﻨﺘﺞ ﻋﺎﺩﻯ ﻟﻌﻤﻴﻞ ﻋﺎﺩﻯ ﻓﺎ‪‬ﺎ ﺗﺘﺠﻪ ﺍﱃ ﺧﺪﻣﺔ ﻋﺪﺩ ﳏﺪﻭﺩ ) ﻏﲑ ﻛﺒﲑ ( ﻣﻦ ﻓﺌﺎﺕ ﺃﻭ‬ ‫ﺷﺮﺍﺋﺢ ﻣﻌﻴﻨﺔ ﻣﻦ ﺍﻟﻌﻤﻼﺀ ﻭﺧﺎﺻﺔ ﺗﻠﻚ ﺍﻟﻔﺌﺎﺕ ﺍﻟﱵ ﺗﻌﻄﻰ ﺍﳘﻴﺔ ﻧﺴﺒﺔ ﺃﻛﱪ ﻟﻌﻨﺼﺮ ﺍﻟﺴﻌﺮ ﰱ ﺍﲣﺎﺫ ﻗـﺮﺍﺭ ﺍﻟـﺸﺮﺍﺀ‬ ‫ﻭﺍﳊﺼﻮﻝ ﻋﻠﻰ ﺍﳋﺪﻣﺔ ‪.‬‬ ‫‪ -٣‬ﺿﺮﻭﺭﺓ ﺃﻥ ﺗﺘﺠﻪ ﺍﳌﻨﻈﻤﺔ ﺇﱃ ﻭﺿﻊ ﺑﺮﻧﺎﻣﺞ ﻟﺘﻨﻤﻴﺔ ﻣﻬﺎﺭﺍﺕ ﺍﻻﺑﺪﺍﻉ ﻭﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺍﻟﺘﻄﻮﻳﺮ ﻭﺍﻟﺘﺤﺪﻳﺚ ﻭﺗﻨﻤﻴﺔ‬ ‫ﺍﻟﺮﻏﺒﺔ ﻭﺍﻟﺪﻭﺍﻓﻊ ﻟﺪﻯ ﺍﻻﻓﺮﺍﺩ ﻟﺘﻘﺪﱘ ﺃﻓﻜﺎﺭ ﻏﲑ ﺗﻘﻠﻴﺪﻳﺔ ﺗﺴﺎﻫﻢ ﰱ ﺿﺒﻂ ﺍﻹﻧﻔﺎﻕ ﻭﺗﺮﺷﻴﺪ ﺍﻟﺘﻜﻠﻔـﺔ ‪ ،‬ﻭﻣـﻦ‬ ‫ﺍﻣﺜﻠﺔ ﺫﻟﻚ‪-:‬‬ ‫ ﻳﻘﺪﻡ ﻣﺴﺌﻮﻟﻮ ﻭﻇﻴﻔﺔ ﺍﳋﺪﻣﺎﺕ ﺍﻟﻠﻮﺟﺴﺘﻴﺔ ﺍﻓﻜﺎﺭﹰﺍ ﻟﻀﺒﻂ ﺍﻻﻧﻔﺎﻕ ﻭﺗﺮﺷـﻴﺪ ﺍﻟﺘﻜﻠﻔـﺔ ﰱ ﺍﻋﻤـﺎﻝ ﺍﻟـﺸﺮﺍﺀ‬‫ﻭﺧﺪﻣﺎﺕ ﺍﻟﻨﻘﻞ ﻭﺍﻟﺼﻴﺎﻧﺔ ﻭﺍﻋﻤﺎﻝ ﺍﻟﺘﺨﺰﻳﻦ ﻭﻏﲑﻫﺎ ﻣﻦ ﺍﻧﺸﻄﺔ ﺍﻹﻣﺪﺍﺩ‪.‬‬ ‫ ﻳﻘﺪﻡ ﻣﺴﺆﻟﻮ ﻭﻇﻴﻔﺔ ﺍﻟﺘﺮﻭﻳﺞ ﺃﻓﻜﺎﺭﹰﺍ ﻟﻀﺒﻂ ﺍﻹﻧﻔﺎﻕ ﻭﺗﺮﺷﻴﺪ ﺗﻜﻠﻔﺔ ﺃﻋﻤﺎﻝ ﺍﻟﺘﺮﻭﻳﺞ ﻣﻦ ﺍﻋﻼﻧﺎﺕ ﻭﻣﻌـﺎﺭﺽ‬‫ﻭﺩﻋﺎﻳﺔ ﻭﺧﺪﻣﺎﺕ ﺍﻟﻌﻤﻼﺀ ﻭﻏﲑﻫﺎ ﻣﻦ ﺍﺳﺎﻟﻴﺐ ﻭﺍﺩﻭﺍﺕ ﺍﻟﺘﺮﻭﻳﺞ‪.‬‬ ‫ ﻳﺘﻤﻜﻦ ﺍﻓﺮﺍﺩ ﺟﻬﺎﺯﻯ ﺍﻟﺒﻴﻊ ﻣﻦ ﺇﺑﺮﺍﻡ ﺻﻔﻘﺎﺕ ﺑﻴﻌﻴﺔ ﻛﺒﲑﺓ ﺍﳊﺠﻢ ﻭﺍﻟﻘﻴﻤﺔ ﺗﺰﻳﺪ ﺍﻻﺳﺮﺍﻉ ﰱ ﻋﻤﻠﻴﺔ ﺍﻟﺘﻨﻔﻴﺬ ﺃﻭ‬‫ﲢﻘﻖ ﻣﻘﻮﻣﺎﺕ ﺍﻹﻧﺘﺎﺝ ﺍﻟﻜﺒﲑ ﻭﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻦ ﺍﻗﺘﺼﺎﺩﻳﺎﺕ ﺍﳊﺠﻢ ﺍﻟﻜﺒﲑ ﻭﻣﻦ ﰒ ﺗﻮﻓﲑ ﰱ ﺍﻟﺘﻜﻠﻔﺔ ‪.‬‬ ‫ﻭﻳﻘﺪﻡ ﻣﺴﺌﻮﻟﻮ ﺃﻋﻤﺎﻝ ﺍﻟﺘﻨﻔﻴﺬ ﺃﻭ ﺍﻻﻧﺘﺎﺝ ﺃﻭ ﺍﻟﺘﺼﻨﻴﻊ ﺃﻓﻜﺎﺭﹰﺍ ﺑﺎﺳﺎﻟﻴﺐ ﺟﺪﻳﺪﺓ ﻟﻠﺘﻨﻔﻴﺬ ﺃﻭ ﺑﺪﺍﺋﻞ ﺃﻓﻀﻞ ﻣـﻦ ﺍﳋﺎﻣـﺎﺕ‬ ‫ﻭﺍﳌﺴﺘﻠﺰﻣﺎﺕ ﺍﻭ ﻃﺮﻗﺎ ﻓﻨﻴﺔ ﻻﻋﻤﺎﻝ ﺍﻟﺘﺸﻐﻴﻞ ﻭﺍﻟﺼﻴﺎﻧﺔ ﺍﻭ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺟﺪﻳﺪﺓ ﻟﻠﺘﻌﺎﻣـﻞ ﻣـﻊ ﺍﳌﻘـﺎﻭﻟﲔ ﻭﺍﳌـﻮﺭﺩﻳﻦ‬ ‫ﻭﺍﻻﺳﺘﺸﺎﺭﻳﻦ ﻳﻨﺘﺞ ﻋﻨﻬﺎ ﺗﻮﻓﲑﺍ ﰱ ﺍﻟﺘﻜﻠﻔﺔ‪.‬‬ ‫‪ -٤‬ﻟﻴﺲ ﺑﺎﻟﻀﺮﻭﺭﺓ ﺍﻥ ﻳﻜﻮﻥ ﺍﳌﻨﺘﺞ ﻣﺘﻤﻴﺰﺍ ﺍﻭ ﻣﺘﻔﺮﺩﺍ ﺍﻭ ﺫﻭ ﻣﺮﺗﺒﺔ ﻋﺎﻟﻴﻪ ﺑﺎﳌﻘﺎﺭﻧﻪ ﺑﺎﳌﻨﺎﻓﺴﲔ ‪ .‬ﻭﻳﺮﺟﻊ ﺫﻟﻚ ﺇﱃ‬ ‫ﻭﺟﻮﺩ ﻋﻼﻗﺔ ﻋﻜﺴﻴﺔ ﺗﺒﺎﺩﻟﻴﺔ ﺑﲔ ﺍﻻﲡﺎﻩ ﺍﱃ ﺍﻟﺘﻔﺮﺩ ﻭﺍﻟﺘﻤﺎﻳﺰ ﰱ ﺍﳌﻮﺍﺻﻔﺎﺕ ﻭﺍﻻﲡﺎﻩ ﺇﱃ ﺗﺮﺷـﻴﺪ ﺍﻟﺘﻜﻠﻔـﺔ‬ ‫ﻭﺿﺒﻂ ﺍﻻﻧﻔﺎﻕ ﻭﻳﻌﲎ ﻫﺬﺍ ﺍﻥ ﺍﻻﲡﺎﻩ ﺇﱃ ﺍﻟﺘﻔﺮﺩ ﻭﺍﻟﺘﻤﺎﻳﺰ ﰱ ﺍﳌﻮﺍﺻﻔﺎﺕ ﻭﺍﻻﲡﺎﻩ ﺍﱃ ﺗﺮﺷﻴﺪ ﺍﻟﺘﻜﻠﻔﺔ ﻭﺿـﺒﻂ‬ ‫‪٥٧‬‬ ‫ﺍﻻﻧﻔﺎﻕ ﻭﻳﻌﲎ ﻫﺬﺍ ﺍﻥ ﺍﻻﲡﺎﻩ ﺍﱃ ﺍﻟﺘﻔﺮﺩ ﻭﺍﻟﺘﻤﺎﻳﺰ ﰱ ﺍﳌﻮﺍﺻﻔﺎﺕ ﻟﻪ ﺗﻜﻠﻔﺘﻪ ﻭﻗﺪ ﺗﻜﻮﻥ ﺗﻜﻠﻔـﺔ ﻣﺮﺗﻔﻌـﻪ‬ ‫ﻳﻨﺘﺞ ﻋﻨﻬﺎ ﺻﻌﻮﺑﺔ ﺍﻟﺒﻴﻊ ﺑﺴﻌﺮ ﺗﻨﺎﻓﺴﻰ ‪.‬‬ ‫‪ ٣\٣\٢‬ﺃﻫﻢ ﺧﺼﺎﺋﺺ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﳌﻨﺎﻓﺴﺔ ﺍﻟﺴﻌﺮﻳﺔ ‪:‬‬ ‫‪ -١‬ﺗﻮﻓﲑ ﺭﺻﻴﺪ ﻣﻦ ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﻣﻨﺎﻓﺴﺔ ﺍﻻﺧﺮﻳﻦ ﻣﻦ ﺧﻼﻝ ﲣﻔﻴﺾ ﺍﻻﺳﻌﺎﺭ ﺃﻭ ﺗﻘﺪﱘ ﺗﺴﻬﻴﻼﺕ ﺃﻭ ﻣﺰﺍﻳـﺎ ﺃﻭ‬ ‫ﺧﺪﻣﺎﺕ ﺍﺿﺎﻓﻴﺔ ‪.‬‬ ‫‪ -٢‬ﺃﻋﻠﻰ ﻗﺪﺭﺓ ﳌﻮﺍﺟﻬﺔ ﺍﻟﺘﻐﲑﺍﺕ ﺍﳌﻔﺎﺟﺌﺔ ﰱ ﺍﺳﻌﺎﺭ ﺍﳌﺪﺧﻼﺕ ﻭﺗﻜﻠﻔﺔ ﺍﻹﻧﺘﺎﺝ‪.‬‬ ‫‪ -٣‬ﻗﻮﺓ ﺍﻟﻘﺪﺭﺓ ﺍﳌﺎﻟﻴﺔ ﻭﺗﺪﻋﻴﻢ ﺍﳌﺮﻛﺰ ﺍﻟﺘﻔﺎﻭﺿﻰ ﻣﻊ ﺍﻻﺧﺮﻳﻦ ‪.‬‬ ‫‪ -٤‬ﺗﺘﻮﻓﺮ ﻟﺪﻳﻬﺎ ﻗﺪﺭﺍﺕ ﻣﺎﻧﻌﺔ ﻟﺪﺧﻮﻝ ﺃﺧﺮﻳﻦ ﻛﻤﻨﺎﻓﺴﲔ ﳍﺎ ﰱ ﳎﺎﳍﺎ ‪.‬‬ ‫ﺳﺎﺩﺳﹰﺎ ‪ :‬ﺍﻹﺩﺍﺭﺓ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻛﻤﺪﺧﻞ ﻟﺘﺤﺴﲔ ﺍﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻟﻠﻤﺆﺳﺴﺔ ‪:‬‬ ‫ﺗﺘﻤﺜﻞ ﻋﻨﺎﺻﺮ ﺍﻻﺩﺍﺭﻩ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻓﻴﻤﺎ ﻳﻠﻰ ‪:‬‬ ‫‪ -١‬ﺍﻟﺒﻴﺌﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ‪:‬‬ ‫ﺗﺸﺘﻤﻞ ﻋﻠﻰ ﻛﺎﻓﺔ ﺍﻟﻌﻨﺎﺻﺮ ﺍﻟﱵ ﺗﺪﺧﻞ ﺿﻤﻦ ﺍﳊﺪﻭﺩ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻟﻠﻤﻨﻈﻤﺔ ﻭﺗﺘﺤﺪ ﺑﻨﺎﺀﹰﺍ ﻋﻠﻰ ﻗﺮﺍﺭﺍﺕ ﺗـﺘﻢ ﺩﺍﺧـﻞ‬ ‫ﺍﳌﻨﻈﻤﺔ ‪ ،‬ﻭﺗﻨﻔﺮﺩ ﺇﺩﺍﺭﺓ ﺍﳌﻨﻈﻤﺔ ﺑﺘﺤﺪﻳﻬﺎ ﻣﺜﻞ ﺍﻟﺘﻨﻈﻴﻢ ﺍﻹﺩﺍﺭﻯ ﻭﻧﻈﻢ ﺳﻴﺎﺳﺎﺕ ﻭﻗﻮﺍﻋﺪ ﺍﻟﻌﻤﻞ ﻭﺍﻹﻣﻜﺎﻧﻴﺎﺕ ﺍﻟﻔﻨﻴﺔ‬ ‫ﻭﺍﳌﺎﻟﻴﺔ ﻭﺍﻟﺒﺸﺮﻳﺔ ﺍﻟﱵ ﺗﺪﺧﻞ ﲢﺖ ﻣﻠﻜﻴﺔ ﺍﳌﻨﻈﻤﺔ ‪.‬‬ ‫• ﻧﻘﺎﻁ ﺍﻟﻘﻮﺓ ‪ :‬ﺗﺘﻤﺜﻞ ﰱ ﺍﻟﻨﻮﺍﺣﻰ ﺍﻻﳚﺎﺑﻴﺔ ﺍﻟﺪﺍﻋﻤﺔ ﻟﻠﻤﻨﻈﻤﺔ ﻭﲤﻴﺰﻫﺎ ﻋﻦ ﻏﲑﻫﺎ ﻭﳝﻜﻦ ﻟﻠﻤﻨﻈﻤﺔ ﻋﻨﺪ‬ ‫ﺣﺴﻦ ﺍﺳﺘﻐﻼﳍﺎ ﺃﻥ ﲢﻘﻖ ﻣﻜﺎﺳﺐ ﻣﻌﻴﻨﺔ ) ﻣﺜﺎﻝ ﻛﻔﺎﺀﺓ ﺍﻟﺒﺤﻮﺙ ﻭﺍﻟﺪﺭﺍﺳﺎﺕ ﻭﺑﺮﺍﺀﺍﺕ ﺍﻻﺧﺘﺮﺍﻉ‬ ‫ﻭﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ﺍﳌﺘﻤﻴﺰﺓ ﻭﺣﺪﺍﺛﺔ ﺍﳌﻌﺪﺍﺕ ‪ ،‬ﻭﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺿﺒﻂ ﺍﻟﺘﻜﻠﻔﺔ ﺇﱃ ﻏﲑ ﺫﻟﻚ (‬ ‫‪٥٨‬‬ ‫• ﻧﻘﺎﻁ ﺍﻟﻀﻌﻒ ‪ :‬ﺗﺘﻤﺜﻞ ﰱ ﺍﻟﻨﻮﺍﺣﻰ ﺍﻟﺴﻠﺒﻴﺔ ﺍﻟﱵ ﺗﻘﻠﻞ ﻗﺪﺭﺓ ﺍﳌﻨﻈﻤﺔ ﻻﺳـﺘﺠﺎﺑﺔ ﺇﱃ ﺍﺣﺘﻴﺎﺟـﺎﺕ‬ ‫ﺍﻟﻌﻤﻼﺀ ﻣﻦ ﺟﻮﺩﺓ ﻭﺳﻌﺮ ﻭﺧﺪﻣﺔ ﻭﻏﲑﻫﺎ ﻣﻦ ﺍﳉﻮﺍﻧﺐ ﺍﻟﱵ ﻳﺘﻄﻠﺐ ﺍﻷﻣﺮ ﻣﻌﺎﳉﺘﻬﺎ ﻟﺪﻋﻢ ﺍﻟﻘـﺪﺭﺓ‬ ‫ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻟﻠﻤﻨﻈﻤﺔ ) ﻣﺜﺎﻝ ‪ :‬ﺗﻘﺎﺩﻡ ﺍﳌﻌﺪﺍﺕ ﻭﺍﳔﻔﺎﺽ ﻛﻔﺎﺀﺓ ﺍﻻﻓﺮﺍﺩ ‪ ،‬ﻭﻋﺪﻡ ﺗﻮﻓﺮ ﺍﻟﺴﻴﻮﻟﺔ ﻭﺗﻘﺎﺩﻡ‬ ‫ﺍﻻﻧﻈﻤﺔ ﺍﻻﺩﺍﺭﻳﺔ ‪ ،‬ﺳﻮﺍﺀ ﻣﻨﺎﺥ ﺍﻟﻌﻤﻞ ‪ ....‬ﺇﱃ ﺫﻟﻚ (‬ ‫‪ -٢‬ﺍﻟﺒﻴﺌﺔ ﺍﳋﺎﺭﺟﻴﺔ ‪:‬‬ ‫ﺗﺸﺘﻤﻞ ﻋﻠﻰ ﻛﺎﻓﺔ ﺍﻟﻌﻨﺎﺻﺮ ﺃﻭ ﺍﻻﻃﺮﺍﻑ ﺧﺎﺭﺝ ﺣﺪﻭﺩ ﺍﳌﻨﻈﻤﺔ ﻭﺗﺆﺛﺮ ﻋﻠﻰ ﻗﺪﺭﺓ ﺍﳌﻨﻈﻤﺔ ﰱ ﺍﺩﺍﺀ ﻣﻬﺎﻣﻬﺎ ﻭﲢﻘﻴﻖ ﺍﻫﺪﺍﻓﻬﺎ‬ ‫ﺇﻥ ﻛﺎﻥ ﻟﻠﻤﻨﻈﻤﺔ ﻓﺮﺻﺔ ﺃﻥ ﺗﺆﺛﺮ ﻓﻴﻬﺎ ﻭﺗﺸﺎﺭﻙ ﰱ ﲢﺪﻳﺪ ﺧﺼﺎﺋﺼﻬﺎ ﻭﻋﺎﺩﺓ ﻣﺎ ﻳﺘﻢ ﺗـﺼﻨﻴﻒ ﺍﻟﺒﻴﺌـﺔ ﺍﳋﺎﺭﺟﻴـﺔ ﺍﱃ‬ ‫ﻣﺴﺘﻮﻳﺎﺕ ﺛﻼﺙ ) ﺗﺸﻐﻴﻠﻴﺔ ﺧﺎﺻﺔ ﺑﺎﻟﻨﺸﺎﻁ ﻭﻛﻠﻴﺔ ﻣﻊ ﺍﻟﻨﺸﺎﻃﺎﺕ ﺫﺍﺕ ﺍﻟﻌﻼﻗﺔ ‪ ،‬ﻭﻋﺎﻣﺔ ﻣﻊ ﻛﺎﻓﺔ ﺍﻟﻨﺸﺎﻃﺎﺕ ﺍﻹﺧﺮﻯ‬ ‫(‬ ‫• ﺍﻟﻔﺮﺹ ‪ :‬ﺗﺸﺘﻤﻞ ﻋﻠﻰ ﻛﻞ ﺍﳌﻮﺍﻗﻒ ﺃﻭ ﺍﳊﺎﻻﺕ ﺃﻭ ﺍﻻﺣﺪﺍﺙ ﺍﻟﱵ ﳝﻜﻦ ﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻨﻬﺎ ﻟﺪﻋﻢ ﺭﺳﺎﻟﺔ ﺍﳌﻨﻈﻤﺔ‬ ‫ﻭﺍﻫﺪﺍﻓﻬﺎ ﻭﺧﻄﻄﻬﺎ ﻭﺑﺮﺍﳎﻬﺎ ﻭﺫﻟﻚ ﻋﻨﺪ ﺍﻟﻘﺪﺭﺓ ﺍﳌﻨﻈﻤﺔ ﻋﻠﻰ ﺍﺳﺘﺜﻤﺎﺭﻫﺎ ﻟﺼﺎﳊﻬﺎ ) ﻣﺜﺎﻝ ‪ :‬ﺧﺮﻭﺝ ﻣﻨـﺎﻓﺲ‬ ‫ﻗﻮﻯ ﻣﻦ ﺍﻟﺴﻮﻕ – ﻓﺮﺹ ﺟﺪﻳﺪﺓ ﻟﻠﺘﺼﺪﻳﺮ – ﺳﻴﺎﺳﺎﺕ ﺍﻹﻋﻔﺎﺀ ﺍﳉﻤﺮﻛﻰ – ﻣﺰﺍﻳﺎ ﺍﻟﻌﻤﻞ ﺑﺎﳌﺪﻥ ﺍﳉﺪﻳـﺪﺓ‬ ‫‪ ...‬ﺇﱃ ﻏﲑ ﺫﻟﻚ (‬ ‫• ﺍﻟﻘﻴﻮﺩ ﻭﺍﻟﺘﻬﺪﻳﺪﺍﺕ ‪ :‬ﺗﺸﺘﻤﻞ ﻋﻠﻰ ﻛﻞ ﻣﻮﺍﻗﻒ ﺃﻭ ﺍﳊﺎﻻﺕ ﺍﻭ ﺍﻻﺣﺪﺍﺙ ﺍﻟﱵ ﳝﻜﻦ ﺃﻥ ﺗﺆﺛﺮ ﺳﻠﺒﹰﺎ ﻋﻠﻰ ﻗﺪﺭﺓ‬ ‫ﺍﳌﻨﻈﻤﺔ ﰱ ﲢﻘﻴﻖ ﺍﻫﺪﺍﻓﻬﺎ ‪ ،‬ﺃﻭ ﺗﻌﻮﻕ ﲢﺮﻙ ﺍﳌﻨﻈﻤﺔ ﻭﺗﻘﻠﻞ ﻣﻦ ﻗﺪﺭ‪‬ﺎ ﻋﻠﻰ ﺗﻮﻇﻴﻒ ﻣﺎ ﻟﺪﻳﻬﺎ ﻣﻦ ﺇﻣﻜﺎﻧﻴﺎﺕ‬ ‫) ﻣﺜﺎﻝ ‪ :‬ﺩﺧﻮﻝ ﻣﻨﺎﻓﺲ ﺟﺪﻳﺪ ﻗﻮﻯ ‪ ،‬ﺗﺸﺮﻳﻊ ﻗﺎﻧﻮﱏ ﻳﻘﻴﺪ ﺍﻻﺳﺘﲑﺍﺩ ﳌﺴﺘﻠﺰﻣﺎﺕ ﺍﻹﻧﺘﺎﺝ ‪ ،‬ﻓﺮﺽ ﺿـﺮﺍﺋﺐ‬ ‫ﺟﺪﻳﺪﺓ ﻋﻠﻰ ﺍﻟﻨﺸﺎﻁ ‪ ....‬ﺇﱃ ﻏﲑ ﺫﻟﻚ(‬ ‫‪٥٩‬‬ ‫‪ -١‬ﺍﻟﺮﺳﺎﻟﺔ ‪ :‬ﻫﻰ ﺍﻟﺴﺒﺐ ﺍﻻﺳﺎﺳﻰ ﻟﻮﺟﻮﺩ ﺍﳌﻨﻈﻤﺔ ﻭﺍﻟﱴ ﺗﻮﻓﺮ ﻣﱪﺭ ﺑﻘﺎﺋﻬﺎ ﻭﳕﻮﻫﺎ ﻭﻗﺒﻮﳍﺎ ﻣﻦ ﺍﻻﻃـﺮﺍﻑ ﺫﻭﻯ‬ ‫ﺍﻟﻌﻼﻗﺔ ﻭﺍﻟﱴ ﻋﻠﻰ ﺿﻮﺋﻬﺎ ﺗﺘﺤﺪﺩ ﺍﻻﻫﺪﺍﻑ ﻭﺗﻮﺿﻊ ﺍﳋﻄﻂ ﻭﺍﻟﱪﺍﻣﺞ ﻭﺗﻮﺿﻊ ﺍﻟﺴﻴﺎﺳﺎﺕ ﻭﺍﻟﻘﻮﺍﻋﺪ ﻭﺍﻷﻧﻈﻤﺔ‬ ‫‪.‬‬ ‫‪ -٢‬ﺍﻟﻐﺎﻳﺎﺕ ‪ :‬ﺗﺸﲑ ﺇﱃ ﺍﳌﻨﺎﻓﻊ ﻭﺍﳌﻜﺎﺳﺐ ﺍﻟﱵ ﺗﻘﺼﺪ ﺍﳌﻨﻈﻤﺔ ﺇﱃ ﲢﻘﻴﻘﻬﺎ ﻟﺼﺎﱀ ﺍﻻﻃﺮﺍﻑ ﺫﻭﻯ ﺍﻟﻌﻼﻗـﺔ ﻣـﻦ‬ ‫ﻣﻼﻙ ﻭﻣﺪﻳﺮﻳﻦ ﻭﺃﻓﺮﺍﺩ ‪.‬‬ ‫‪ -٣‬ﺍﻷﻫﺪﺍﻑ ‪ :‬ﲤﺜﻞ ﳏﻄﺎﺕ ﻭﺻﻮﻝ ﻣﺴﺘﻬﺪﻓﺔ ﻟﺘﺤﻘﻴﻖ ﻧﺘﺎﺋﺞ ﳐﻄﻄﺔ ﻗﺎﺑﻠﺔ ﻟﻠﻘﻴﺎﺱ ﺍﻟﻜﻤﻰ ﺃ‪ ،‬ﺍﻟﺮﻗﻤﻰ ﻣﻦ ﺧـﻼﻝ‬ ‫ﲢﻘﻴﻘﻬﺎ ﺗﺘﺤﻘﻖ ﻏﺎﻳﺎﺕ ﺍﳌﻨﻈﻤﺔ ﻭﺭﺳﺎﻟﺘﻬﺎ ‪.‬‬ ‫‪ -٤‬ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ‪ :‬ﲤﺜﻞ ﺍﻟﺒﺪﺍﺋﻞ ﺍﻟﱵ ﻳﺘﻢ ﺍﺧﺘﻴﺎﺭﻫﺎ ﻟﺘﺤﺪﻳﺪ ﺍﻟﺘﻮﺟﻬﺎﺕ ﺍﻭ ﺍﳌﺴﺎﺭﺍﺕ ﺍﻟﱵ ﺗﺘﺤﺮﻙ ﻋﻠﻴﻬﺎ ﺍﳌﻨﻈﻤﺔ‬ ‫ﻟﺘﺤﻘﻴﻖ ﺃﻫﺪﺍﻓﻬﺎ ‪.‬‬ ‫‪ -٥‬ﺍﻟﺴﻴﺎﺳﺎﺕ ‪ :‬ﺗﺘﻜﻮﻥ ﻣﻦ ﺍﻟﻀﻮﺍﺑﻂ ﺍﻟﻌﺎﻣﺔ ﻭﺍﻟﻘﻮﺍﻋﺪ ﻭﺍﻷﺳﺲ ﺍﻟﱵ ﻳﺘﻢ ﺻﻴﺎﻏﺘﻬﺎ ﻭﺍﻻﻟﺘﺰﺍﻡ ‪‬ﺎ ﻟﺘﻮﻓﲑ ﻣﻘﻮﻣﺎﺕ‬ ‫ﳒﺎﺡ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ‪ ،‬ﺃﻯ ﺃﻥ ﺍﻟﺴﻴﺎﺳﺎﺕ ﺗﻮﻓﺮ ﻗﺪﺭ ﻣﻦ ﺍﳊﻤﺎﻳﺔ ﻟﺘﻨﻔﻴﺬ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﻭﺍﻻﻟﺘﺰﺍﻡ ‪‬ﺎ ﻭﺍﳊﺮﺹ‬ ‫ﻋﻠﻰ ﺳﻼﻣﺔ ﺗﻄﺒﻴﻘﻬﺎ ‪.‬‬ ‫‪ -٦‬ﺍﳋﻄﻂ ‪ :‬ﺗﺘﻤﺜﻞ ﰱ ﻣﺮﺍﺣﻞ ﺃﻭ ﻣﻜﻮﻧﺎﺕ ﺍﻟﺘﺤﺮﻙ ﲡﺎﻩ ﺍﻷﻫﺪﺍﻑ ﻭﻣﺎ ﻳﺮﺗﺒﻂ ‪‬ﺎ ﻣﻦ ﻋﻼﻗﺎﺕ ﻭﺃﺯﻣﻨﺔ ﻭﲣﺼﻴﺺ‬ ‫ﺍﻻﻣﻜﺎﻧﻴﺎﺕ ﻭﺍﳌﻮﺍﺭﺩ ﻋﻠﻰ ﺍﻻﻧﺸﻄﺔ ﺍﳌﺨﺘﻠﻔﺔ ﻟﺘﺤﻘﻴﻖ ﺍﻫﺪﺍﻑ ﺍﳌﻨﻈﻤﺔ ﻭﺭﺳﺎﻟﺘﻬﺎ ‪.‬‬ ‫‪ -٧‬ﺍﻟﱪﺍﻣﺞ ‪ :‬ﻳﺘﻢ ﻭﺿﻌﻬﺎ ﻣﻦ ﺧﻼﻝ ﲡﺰﺋﺔ ﺍﳋﻄﻂ ﺍﱃ ﻓﺘﺮﺍﺕ ﺃﻗﻞ ﻣﻦ ﻓﺘﺮﻩ ﺍﳋﻄﺔ ﻣﻊ ﺗﺮﲨﺔ ﺭﻗﻤﻴﺔ ﻟﻼﻫـﺪﺍﻑ‬ ‫ﻭﺍﻻﻣﻜﺎﻧﻴﺎﺕ ﺗﺮﺗﺒﻂ ﺑﺄﺯﻣﻨﺔ ﻭﻋﻼﻗﺎﺕ ﻣﻌﻴﻨﺔ ‪.‬‬ ‫‪ -٨‬ﺍﳌﻮﺍﺯﻧﺎﺕ ‪ :‬ﻳﺘﻢ ﺇﻋﺪﺍﺩﻫﺎ ﻣﻦ ﺧﻼﻝ ﺍﻟﺘﺮﲨﺔ ﺍﳌﺎﻟﻴﺔ ﻟﻠﱪﺍﻣﺞ ﻭﻣﺎ ﻳﺮﺗﺒﻂ ‪‬ﺎ ﻣﻦ ﺍﻭﺟﻪ ﺍﻻﻧﻔـﺎﻕ ﻭﺍﳌـﺼﺮﻭﻓﺎﺕ‬ ‫ﻭﻣﺼﺎﺩﺭ ﺍﻻﻳﺮﺍﺩﺍﺕ ﻭﻧﺘﺎﺋﺞ ﺍﻻﻋﻤﺎﻝ ‪.‬‬ ‫*ﺍ‪‬ﺎﻻﺕ ﺍﳌﺨﺘﻠﻔﺔ ﳌﺼﺎﺩﺭ ﺍﳋﻄﺮ ﺍﻟﱵ ﳝﻜﻦ ﺃﻥ ﺗﺄﺗﻰ ﻣﻨﻬﺎ ﺍﻟﺘﻬﺪﻳﺪﺍﺕ ﻟﻌﻨﺎﺻﺮ ﻋﻤﻠﻴـﺔ ﺍﻹﺩﺍﺭﺓ ﺍﻹﺳـﺘﺮﺍﺗﻴﺠﻴﺔ‬ ‫ﻭﻧﻈﺎﻡ ﺍﻟﺘﺨﻄﻴﻂ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻲ ‪-:‬‬ ‫‪٦٠‬‬ ‫ﺍﻧﻈﺮ ﺍﻟﺸﻜﻞ ﰲ ﺍﻟﺼﻔﺤﺔ ﺍﻟﺘﺎﻟﻴﺔ ‪:‬‬ ‫ﻣﺠﺎﻻت اﻹدارة اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬ ‫ﺻﻴﺎﻏﺔ وﺗﻨﻔﻴﺬ اﻹﺳﺘﺮاﺗﻴﺠﻴﺎت‬ ‫اﻟﺘﺤﻠﻴﻞ اﻟﺒﻴﺌﻲ‬ ‫ﻟﻠﺘﻌﺮف ﻋﻠﻰ ﻣﺤﺪدات وﻣﻘﻮﻣﺎت وﻣﺪﺧﻼت‬ ‫ﺻﻴﺎﻏﺔ اﻹﺳﺘﺮاﺗﻴﺠﻴﺎت‬ ‫ﺗﺤﻠﻴﻞ اﻟﺒﻴﺌﺔ‬ ‫اﻟﺪاﺧﻠﻴﺔ‬ ‫ﺗﺤﺪﻳﺪ اﻻهﺪاف وﻣﺘﻄﻠﺒﺎت ﺗﺤﻘﻴﻘﻬﺎ‬ ‫ﺗﺤﻠﻴﻞ اﻟﺒﻴﺌﺔ‬ ‫اﻟﺨﺎرﺟﻴﺔ‬ ‫ﻏﺎﻳﺎت‬ ‫رﺳﺎﻟﺔ‬ ‫اﻷهﺪاف‬ ‫ﻧﻘﺎط‬ ‫ﻗﻮة‬ ‫ﻧﻘﺎط‬ ‫ﺿﻌﻒ‬ ‫ﻓﺮص‬ ‫وﻣﺘﺤﻔﺰات‬ ‫ﻗﻴﻮد‬ ‫وﺗﻬﺪﻳﺪات‬ ‫اﻹﺳﺘﺮاﺗﻴﺠﻴﺎت‬ ‫ﺧﺼﺎﺋﺺ اﻟﺘﺮﺑﻴﺔ اﻟﺘﻲ ﻳﺘﻢ ﻋﻠﻴﻬﺎ ﺑﻨﺎء‬ ‫اﻹﺳﺘﺮاﺗﻴﺠﻴﺎت‬ ‫‪٦١‬‬ ‫ﺧﻄﻂ‬ ‫ﺑﺮاﻣﺞ‬ ‫ﺳﻴﺎﺳﺎت‬ ‫ﺳﺎﺑﻌﹰﺎ ‪ :‬ﺍﻟﻌﻮﺍﻣﻞ ﺍﻟﺮﺋﻴﺴﻴﺔ ﺍﳌﺆﺛﺮﺓ ﰲ ﺍﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ‪:‬‬ ‫ﺗﻨﻘﺴﻢ ﺍﻟﻌﻮﺍﻣﻞ ﺍﳌﺆﺛﺮﺓ ﰱ ﺍﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺇﱃ ﳎﻤﻮﻋﺘﲔ ﳐﺘﻠﻔﺘﲔ ﻭﺗﺘﻤﺜﻞ ﰲ ‪:‬‬ ‫•‬ ‫ﺍ‪‬ﻤﻮﻋﺔ ﺍﻷﻭﱃ ‪ :‬ﺍﻟﻌﻮﺍﻣﻞ ﺍﳌﺆﺛﺮﺓ ﰱ ﺍﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻋﻠﻰ ﺍﳌﺴﺘﻮﻯ ﺍﻟﻜﻠﻰ ‪ Micro type‬ﻭﻫـﻰ‬ ‫ﺗﻠﻚ ﺍﻟﻌﻮﺍﻣﻞ ﺍﻟﱵ ‪‬ﺘﻢ ﺑﺎﻟﻨﺘﺎﺋﺞ ﺍﳌﺮﺗﺒﻄﺔ ﺑﺪﻭﺭ ﺍﻟﺴﻴﺎﺳﺎﺕ ﺍﳊﻜﻮﻣﻴﺔ ‪ ،‬ﻭﺍﺳﻌﺎﺭ ﺍﻟﺼﺮﻑ ‪ ،‬ﻭﺩﻭﺭ ﺍﻟﺒﻨﻴـﺔ‬ ‫ﺍﻷﺳﺎﺳﻴﺔ ؟‬ ‫• ﺍ‪‬ﻤﻮﻋﺔ ﺍﻟﺜﺎﻧﻴﺔ ‪ :‬ﺍﻟﻌﻮﺍﻣﻞ ﺍﳌﺆﺛﺮﺓ ﰱ ﺍﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻋﻠﻰ ﺍﳌﺴﺘﻮﻯ ﺍﳉﺰﺋﻰ ‪ Micro Type‬ﻭﻫﻰ‬ ‫ﺗﻨﻘﺴﻢ ﺇﱃ ﺍﻟﻌﻮﺍﻣﻞ ﺍﻟﺘﺎﻟﻴﺔ ‪ :‬ﺍﻻﺑﺘﻜﺎﺭ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻰ ‪،‬ﺍﻗﺘﺼﺎﺩﻳﺎﺕ ﺍﳊﺠﻢ ﺍﻟﻜﺒﲑ ‪ ،‬ﺍﻟﻌﻮﺍﻣﻞ ﺍﻟﺘـﺴﻮﻳﻘﻴﺔ ‪،‬‬ ‫ﺍﳌﻬﺎﺭﺍﺕ ﻭﺍﻟﻔﻠﺴﻔﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻭﻫﻜﺬﺍ ﺍﻟﻌﻮﺍﻣﻞ ﺍﻟﱵ ﺗﺮﺗﺒﻂ ﺑﺎﺩﺍﺭﻩ ﺻﻨﺎﻋﺔ ﺃﻭ ﻣﻨﺸﺄﺓ ﻣﻌﻴﻨﺔ ‪.‬‬ ‫‪ -١‬ﺍﻟﻌﻮﺍﻣﻞ ﺍﳌﺆﺛﺮﺓ ﰲ ﺍﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﻟﺪﻭﻟﻴﺔ ﻋﻠﻰ ﺍﳌﺴﺘﻮﻯ ﺍﻟﻜﻠﻰ ‪:‬‬ ‫‪The Micro Factors Affecting International Competitiveness‬‬ ‫‪ ١\١‬ﺩﻭﺭ ﺍﳊﻜﻮﻣﺔ ‪:‬‬ ‫ﻭﻳﺄﺧﺬ ﺍﻟﺘﺪﺧﻞ ﺍﳊﻜﻮﻣﻲ ﺛﻼﺙ ﺃﺷﻜﺎﻝ ‪:‬‬ ‫‪ -١‬ﺍﳊﻮﻛﻤﺔ ﻛﻤﻨﻈﻢ‪.‬‬ ‫‪ -٢‬ﺍﳊﻮﻛﻤﺔ ﻛﻤﺮﻭﺝ‪.‬‬ ‫‪٦٢‬‬ ‫إﺟﺮاءات‬ ‫‪ -٣‬ﺍﳊﻮﻛﻤﺔ ﻛﻤﺒﺎﺷﺮ ﻟﻼﻋﻤﺎﻝ‪.‬‬ ‫‪ ٢\١‬ﺩﻭﺭ ﺃﺳﻌﺎﺭ ﺍﻟﺼﺮﻑ ‪:‬‬ ‫ﺗﻌﺘﱪ ﺃﺳﻌﺎﺭ ﺍﻟﺼﺮﻑ ﻫﻰ ﺍﻟﺮﺑﺎﻁ ﺍﻟﺬﻯ ﻳﺮﺑﻂ ﺑﲔ ﺍﻟﻌﻤﻼﺕ ﺍﻟﺪﻭﻟﻴﺔ ﺍﳌﺨﺘﻠﻔﺔ ﻭﺍﻟﱴ ﲤﻜﻦ ﻣـﻦ ﻣﻘﺎﺭﻧـﺔ ﺍﻷﺳـﻌﺎﺭ‬ ‫ﻭﺍﻟﺘﻜﺎﻟﻴﻒ ﺍﻟﻌﺎﳌﻴﺔ ‪.‬‬ ‫ﻭﺗﺘﻤﺜﻞ ﺍﻟﻨﻘﻄﺔ ﺍﻻﺳﺎﺳﻴﺔ ﺍﳋﺎﺻﺔ ﺑﺪﻭﺭ ﺍﺳﻌﺎﺭ ﺍﻟﺼﺮﻑ ﻭﺗﺄﺛﲑﻫﺎ ﻋﻠﻰ ﺍﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﰱ ﺃﻧﻪ ﺃﺫﺍ ﻗﺎﻣﺖ ﺍﻟﺪﻭﻟـﺔ‬ ‫ﺑﺘﺨﻔﻴﺾ ﻗﻴﻤﺔ ﻋﻤﻠﺘﻬﺎ ﻭﱂ ﻳﺘﺒﻌﻬﺎ ﺍﻟﺪﻭﻝ ﺍﻷﺧﺮﻯ ﻓﺈﻥ ﺃﺳﻌﺎﺭ ﺻﺎﺩﺭﺍﺕ ﺍﻟﺪﻭﻟﺔ ﺳـﻮﻑ ﺗـﻨﺨﻔﺾ ﻭﺃﺳـﻌﺎﺭ‬ ‫ﺍﻟﻮﺭﺩﺍﺕ ﺳﻮﻑ ﺗﺰﺩﺍﺩ ﳑﺎ ﻳﺆﺛﺮ ﻋﻠﻰ ﺣﺠﻢ ﺍﳌﺒﻴﻌﺎﺕ ﻟﻠﻤﻨﺘﺠﺎﺕ ﻭﻋﻠﻰ ﺍﳌﻮﻗﻒ ﺍﻟﺘﻨﺎﻓﺴﻲ ﻋﺎﻣﺔ ‪.‬‬ ‫‪ ٣\١‬ﺩﻭﺭ ﺍﻟﺒﻨﻴﺔ ﺍﻷﺳﺎﺳﻴﺔ ‪:‬‬ ‫ﺍﳌﻌﲎ ﺍﻟﻮﺍﺳﻊ ﻟﻠﺒﻨﻴﺔ ﺍﻷﺳﺎﺳﻴﺔ ﻳﺘﻀﻤﻦ ﺍ‪‬ﺎﻝ ﺍﻟﺘﻘﻠﻴﺪﻱ ﻟﻼﺗﺼﺎﻻﺕ ﻭﺍﻻﻧﺘﻘﺎﻻﺕ ﺇﱃ ﺟﺎﻧﺐ ﺑﻌﺾ ﺍ‪‬ﺎﻻﺕ ﺍﳍﺎﻣـﺔ‬ ‫ﻣﺜﻞ ﺍﻟﺒﻨﻴﺔ ﺍﻻﺳﺎﺳﻴﺔ ﺍﻟﻌﻠﻤﻴﺔ ﻭﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺔ ‪Scientific and Technological Infrastructure‬‬ ‫ﺍﻟﺜﻘﺎﻓﺔ ﺍﻟﻘﻮﻣﻴﺔ ‪ ،‬ﻭﺍﳍﻴﺌﺎﺕ ﰱ ﺍﳌﻮﺍﺭﺩ ﺍﻟﻄﺒﻴﻌﻴﺔ ‪ ،‬ﻭﺍﳌﺴﺎﻋﺪﺍﺕ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﺤﺼﻮﻝ ﻋﻠﻰ ﺍﳌﻮﺍﺩ ﺍﳋﺎﻡ ﻣﻦ ﻭﺭﺍﺀ ﺍﻟﺒﺤﺎﺭ‬ ‫ﻭﻻ ﺟﺪﺍﻝ ﰱ ﺃﻥ ﺟﻮﺩﺓ ﺍﻟﺒﻨﻴﺔ ﺍﻻﺳﺎﺳﻴﺔ ﻳﻜﻮﻥ ﳍﺎ ﺗﺄﺛﲑ ﻫﺎﻡ ﻭﻣﺒﺎﺷﺮ ﻋﻠﻰ ﺍﻟﻘﺪﺭﺓ ‪.‬‬ ‫‪ -٢‬ﺍﻟﻌﻮﺍﻣﻞ ﺍﳌﺆﺛﺮﺓ ﰲ ﺍﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﻟﺪﻭﻟﻴﺔ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﳉﺰﺋـﻲ ﺃﻭ ﻋﻠـﻰ ﻣـﺴﺘﻮﻯ ﺍﻟـﺼﻨﺎﻋﺔ ‪:‬‬ ‫‪Factors Affecting Competitiveness at the Micro or Industry Level‬‬ ‫‪ ١\٢‬ﺍﻻﺑﺘﻜﺎﺭ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻲ ﻭﺍﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻟﻠﺪﻭﻟﺔ ﰲ ﺍﻟﺘﺠﺎﺭﺓ ﺍﻟﻌﺎﳌﻴﺔ ‪:‬‬ ‫ﰱ ﻛﺜﲑ ﻣﻦ ﺍﳊﺎﻻﺕ ﳒﺪ ﺃﻥ ﺍﻟﻜﻔﺎﺀﺓ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺔ ﺍﻟﻨﺴﺒﻴﺔ ﺃﻭ ﺍﳌﻬﺎﺭﺍﺕ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺔ ﺍﻟﻔﺮﻳﺪﺓ ﲟﺜﺎﺑﺔ ﺣﺠﺮ ﺍﻷﺳﺎﺱ ﻟﻨﻤﻮ‬ ‫ﻭﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺍﳌﻨﺎﻓﺴﺔ‪.‬‬ ‫ﻭﻳﺸﲑ ﺧﱪﺍﺀ ﺍﻟﺘﺴﻮﻳﻖ ﺇﱃ ﺃﻥ ﳒﺎﺡ ﺍﻟﺼﻨﺎﻋﺎﺕ ﺍﻟﻴﺎﺑﺎﻧﻴﺔ ﻳﻌﺘﻤﺪ ﺑﺼﻔﺔ ﺃﺳﺎﺳﻴﺔ ﻋﻠﻰ ﺗﻄﻮﻳﺮ ﺍﻟﺸﺮﻛﺎﺕ ﺑﺘﺬﻟﻴﻞ ﺍﻟﺼﻌﻮﺑﺎﺕ‬ ‫ﺍﻟﱵ ﲢﺪ ﻣﻦ ﺍﻻﺑﺘﻜﺎﺭ ﻭﺍﻟﺘﺠﺪﻳﺪ‪.‬‬ ‫‪٦٣‬‬ ‫‪ ٢\٢‬ﺍﻗﺘﺼﺎﺩﻳﺎﺕ ﺍﳊﺠﻢ ﺍﻟﻜﺒﲑ ﻭﺍﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ‪:‬‬ ‫ﻣﻦ ﺍﳌﻤﻜﻦ ﺍﻟﻮﺻﻮﻝ ﺇﱃ ﺍﻗﺘﺼﺎﺩﻳﺎﺕ ﺍﳊﺠﻢ ﺍﻟﻜﺒﲑ ﻋﻨﺪ ﺇﻧﺘﺎﺝ ﻛﻢ ﻫﺎﺋﻞ ﻣﻦ ﺍﳌﺨﺮﺟﺎﺕ ﳑﺎ ﻳـﺆﺩﻯ ﺇﱃ ﺍﻟﻮﺻـﻮﻝ ﺇﱃ‬ ‫ﲣﻔﻴﺾ ﺍﻟﺘﻜﻠﻔﺔ ﺍﻟﺜﺎﺑﺘﺔ ﻟﻠﻮﺣﺪﺓ ﻣﻦ ﺍﳌﺨﺮﺟﺎﺕ ﻭﻻ ﺷﻚ ﺃﻥ ﻫﺬﺍ ﻳﺆﺩﻯ ﺇﱃ ﺯﻳﺎﺩﺓ ﺍﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻟﻠﻤﻨﺘﺞ ﰲ ﺍﻷﺳﻮﺍﻕ‬ ‫ﺍﶈﻠﻴﺔ ﻭﺍﻟﻌﺎﳌﻴﺔ‪.‬‬ ‫‪ ٣\٢‬ﺍﻟﻌﻮﺍﻣﻞ ﺍﻟﺘﺴﻮﻳﻘﻴﺔ ﻭﺍﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ) ﳕﻮﺫﺝ ﺍﳊﺼﺔ ﺍﻟﺴﻮﻗﻴﺔ (‪:‬‬ ‫ﻳﻠﻌﺐ ﺍﻟﺘﺴﻮﻳﻖ ﺩﻭﺭﹰﺍ ﻫﺎﻣﹰﺎ ﰱ ﳒﺎﺡ ﻣﺆﺳﺴﺎﺕ ﺍﻷﻋﻤﺎﻝ ‪ ،‬ﻓﺎﻟﻨﺸﺎﻁ ﺍﻟﺘﺴﻮﻳﻘﻲ ﻫﻮ ﺍﳌﺮﻛﺰ ﺍﻟﺮﺋﻴﺴﻲ ﺍﻟﺬﻱ ﺗﺪﻭﺭ ﺣﻮﻟـﻪ‬ ‫ﲨﻴﻊ ﺍﻷﻧﺸﻄﺔ ﺍﻷﺧﺮﻯ ﺑﺎﳌﻨﺸﺄﺓ ﻓﻬﻮ ﺍﳌﺴﺌﻮﻝ ﻋﻦ ﺇﳚﺎﺩ ﺍﻟﻌﻤﻼﺀ ﻭﺍﻻﺣﺘﻔﺎﻅ ‪‬ﻢ ﻭﺯﻳﺎﺩﺓ ﻋﺪﺩﻫﻢ ﻭﻫﻮ ﺍﻟـﺬﻱ ﳛﻔـﻆ‬ ‫ﻟﻠﻤﻨﻈﻤﺎﺕ ﳕﻮﻫﺎ ﻭﳛﺪﺩ ﻣﺴﺘﻘﺒﻠﻬﺎ ‪ ،‬ﻛﻤﺎ ﺃﻥ ﺍﻟﺘﺴﻮﻳﻖ ﺃﺻﺒﺢ ﻋﻨﺼﺮﹰﺍ ﺣﺎﻛﻤﹰﺎ ﻭﺃﺳﺎﺳﻴﹰﺎ ﰲ ﳕﻮ ﻭﳒﺎﺡ ﻣﺆﺳﺴﺎﺕ ﺍﻻﻋﻤﺎﻝ‬ ‫ﺧﻼﻝ ﺍﻟﺴﻨﻮﺍﺕ ﺍﻷﺧﲑﺓ ﻭﺳﻴﻈﻞ ﻛﺬﻟﻚ ﺣﻴﺚ ﺍﳌﻨﺎﻓﺴﺔ ﺍﻟﺸﺪﻳﺪﺓ ‪ ،‬ﰱ ﻇﻞ ﲢﺮﻳﺮ ﺍﻟﺘﺠﺎﺭﺓ ﺍﻟﻌﺎﳌﻴﺔ ‪ ،‬ﻓﺎﻟﺸﺮﻛﺎﺕ ﺍﻟـﱵ‬ ‫ﲤﺘﻠﻚ ﺃﻧﻈﻤﺔ ﺗﺴﻮﻳﻘﻴﺔ ﻣﺘﻄﻮﺭﺓ ﺗﺴﺘﻄﻴﻊ ﺍﻥ ﺗﻨﺎﻓﺲ ﺑﻜﻔﺎﺀﺓ ﻭﻓﺎﻋﻠﻴﺔ ‪.‬‬ ‫‪ ٤\٢‬ﺩﻭﺭ ﲝﻮﺙ ﺍﻟﺘﺴﻮﻳﻖ ‪:‬‬ ‫ﺗﻌﺘﱪ ﺍﻟﻔﺎﻋﻠﻴﺔ ﺃﻭ ﺍﻻﺟﺘﻬﺎﺩ ﰲ ﲝﻮﺙ ﺍﻟﺘﺴﻮﻳﻖ ﰲ ﺍﻟﺒﻴﺌﺔ ﺷﺪﻳﺪﺓ ﺍﳌﻨﺎﻓﺴﺔ ﲟﺜﺎﺑﺔ ﺍﻟﻘﺎﻋﺪﺓ ﻟﺒﻘﺎﺀ ﺍﻟﺸﺮﻛﺔ ﻓﻌﻨﺪﻣﺎ ﻳﻜﻮﻥ ﻫﻨﺎﻙ‬ ‫ﺿﺮﻭﺭﺓ ﻟﻮﺟﻮﺩ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﺘﺴﻮﻳﻘﻲ ﰲ ﺍﻷﺳﻮﺍﻕ ﺍﶈﻠﻴﺔ ‪ ،‬ﻓﺈﻧﻪ ﺳﻮﻑ ﻳﻜﻮﻥ ﺃﻛﺜﺮ ﺿﺮﻭﺭﺓ ﰲ ﺍﻻﺳﻮﺍﻕ ﺍﻻﺟﻨﺒﻴﺔ‬ ‫ﺍﻟﱵ ﺗﻜﻮﻥ ﻓﻴﻬﺎ ﺍﳌﺨﺎﻃﺮ ﻛﺒﲑﺓ ‪.‬‬ ‫ﻓﻔﻰ ﻇﻞ ﺍﻟﺘﻐﲑﺍﺕ ﺍﻟﺴﺮﻳﻌﺔ ﰱ ﺍﻻﺳﻮﺍﻕ ﺍﻟﻌﺎﳌﻴﺔ ﻭﺗﺰﺍﻳﺪ ﺣﺪﺓ ﺍﳌﻨﺎﻓﺴﺔ ﻭﺍﻟﺘﻨﺎﻗﺾ ﰲ ﺍﳋﺼﺎﺋﺺ ﺍﻟﺒﻴﺌﻴﺔ ﳍﺬﻩ ﺍﻻﺳﻮﺍﻕ ﻛﻞ‬ ‫ﻫﺬﺍ ﳚﻌﻞ ﻫﻨﺎﻙ ﺿﺮﻭﺭﺓ ﻟﺒﺤﻮﺙ ﺍﻟﺘﺴﻮﻳﻖ ﺣﻴﺚ ﺃ‪‬ﺎ ﺗﺆﺩﻯ ﺇﱃ ﺍﻟﻮﺻﻮﻝ ﺇﱃ ﻣﻔﺘﺎﺡ ﺟﻮﻫﺮﻯ ) ﺍﺳﺎﺳﻰ ( ﻟﻼﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬ ‫ﺍﻟﺘﺴﻮﻳﻘﻴﺔ ﺍﳌﻨﺎﺳﺒﺔ ﻭﺫﻟﻚ ﻟﻠﻮﺻﻮﻝ ﺇﱃ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ‪.‬‬ ‫ﺏ – ﺩﻭﺭ ﺍﳌﻨﺘﺞ ‪:‬‬ ‫ﻟﻘﺪ ﺃﻋﻄﻰ ﻗﺪﺭ ﻛﺒﲑ ﻣﻦ ﺍﻻﻫﺘﻤﺎﻡ ﻟﺪﻭﺭ ﺍﻟﻌﻮﺍﻣﻞ ﺍﳋﺎﺻﺔ ﺑﺎﳌﻨﺘﺞ ﻭﺧﺎﺻﺔ ﺟﻮﺩﺓ ﺍﳌﻨﺘﺞ ﻛﻄﺮﻕ ﺃﺳﺎﺳﻴﺔ ﻟﻠﻮﺻﻮﻝ ﺇﱃ‬ ‫ﺍﻟﻘﺪﺭﻩ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻓﺎﻟﻌﺪﻳﺪ ﻣﻦ ﺍﳌﻨﺸﺄﺕ ﺗﻘﻮﻡ ﺑﺈﻋﺎﺩﺓ ﺑﻨﺎﺋﻬﺎ ﻣﺪﺧﻠﻬﺎ ﺍﻟﺘﻨﺎﻓﺴﻰ ﻟﺘﺠﻌﻞ ﺍﳉﻮﺩﺓ ﻫﻰ ﺍﻟﻌﺎﻣﻞ ﺍﻻﺳﺎﺳﻰ‬ ‫‪٦٤‬‬ ‫ﰱ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎ‪‬ﺎ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺑﻌﺪ ﻧﺘﻴﺠﺔ ﻟﻠﺪﻟﻴﻞ ﺍﳊﺪﻳﺚ ‪ The new Evidence‬ﺍﻟﺬﻯ ﻳﻘﻮﻝ ﻳﻘـﻮﻝ ﺃﻥ‬ ‫ﺍﳉﻮﺩﺓ ﳍﺎ ﺗﺄﺛﲑ ﻣﺒﺎﺷﺮ ﻋﻠﻰ ﻫﺎﻣﺶ ﺍﻟﺮﲝﻴﺔ ‪.‬‬ ‫ﻭﺍﻻﺭﺗﻘﺎﺀ ﺑﺎﳉﻮﺩﺓ ﻫﻰ ﺍﻟﻄﺮﻳﻖ ﺍﻟﻔﻌﺎﻝ ﻟﺘﻌﻈﻴﻢ ﺍﳊﺼﺔ ﺍﻟﺘﺴﻮﻳﻘﻴﺔ ﻓﺎﻟﺸﺮﻛﺎﺕ ﺍﻟﱵ ﺗﻘﺪﻡ ﻣﻨﺘﺠﺎﺕ ﻋﺎﻟﻴـﺔ ﺍﳉـﻮﺩﺓ‬ ‫ﻳﻜﻮﻥ ﳍﺎ ﺍﻟﻨﺼﻴﺐ ﺍﻷﻛﱪ ﻣﻦ ﺍﳊﺼﺔ ﺍﻟﺴﻮﻗﻴﺔ ﻭﲢﻘﻖ ﺭﲝﻴﺔ ‪ ٥‬ﺍﺿﻌﺎﻑ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻷﺧﺮﻯ ‪.‬‬ ‫ﻭﰱ ﺍﻟﺘﺴﻮﻳﻖ ﺍﻟﺪﻭﱃ ﻧﺮﻯ ﺃﻥ ﺳﻴﺎﺳﺔ ﺍﳌﻨﺘﺠﺎﺕ ﻫﻰ ﺍﳊﺠﺮ ﺍﻻﺳﺎﺳﻰ ﺍﻟﺬﻯ ﺗﺪﻭﺭ ﺣﻮﻟﻪ ﲨﻴﻊ ﺍﻻﻧﺸﻄﺔ ﺍﻟﺘـﺴﻮﻳﻘﻴﺔ‬ ‫ﺍﻷﺧﺮﻯ ﰱ ﳎﺎﻝ ﺍﳌﻨﺎﻓﺴﺔ ﺍﻟﺪﻭﻟﻴﺔ ‪ .‬ﻓﺎﻟﺴﺒﺐ ﺍﻟﺮﺋﻴﺴﻰ ﻟﻨﺠﺎﺡ ﺍﻟﺸﺮﻛﺔ ﻳﺘﻮﻗﻒ ﻋﻠﻰ ﻗﺒﻮﻝ ﺍﳌﻨﺘﺞ ﺍﻭ ﺍﳋﺪﻣﺔ ﺍﻟـﱵ‬ ‫ﺗﻘﺪﻣﻬﺎ ‪.‬‬ ‫ﺝ – ﺩﻭﺭ ﻗﻨﻮﺍﺕ ﺍﻟﺘﻮﺯﻳﻊ ‪:‬‬ ‫ﻳﻌﺘﱪ ﺍﺧﺘﻴﺎﺭﺍﺕ ﻗﻨﻮﺍﺕ ﺍﻟﺒﻴﻊ ﻣﻦ ﺍﻟﻌﻮﺍﻣﻞ ﺍﳌﺘﺰﺍﻳﺪﺓ ﺍﻻﳘﻴﺔ ﻟﻠﻮﺻﻮﻝ ﺇﱃ ﺍﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻭﻳﻌﺘﻤﺪ ﲢﻘﻴـﻖ ﺍﳌﺰﺍﻳـﺎ‬ ‫ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﰱ ﺍﻷﺳﻮﺍﻕ ﺟﺰﺋﻴﹰﺎ ﻋﻠﻰ ﺇﻋﺎﺩﺓ ﺍﻟﻌﺮﺽ ﺍﻟﻨﺎﺟﺢ ﻟﻠﻤﻨﺘﺞ ﰱ ﺍﻟﺴﻮﻕ ‪.‬‬ ‫ﻭﺗﻈﻬﺮ ﺃﳘﻴﺔ ﺍﻟﺘﻮﺯﻳﻊ ﻋﻨﺪ ﺇﺛﺒﺎﺕ ﺍﻧﻪ ﻋﻨﺪ ﺍﻟﺘﺴﺎﻭﻯ ﰱ ﺍﻟﺒﻴﺌﺔ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺔ ﻓﺈﻥ ﺍﻟﺘﻐﻄﻴﺔ ﺍﻟﻔﻌﺎﻟﺔ ﻟﻠـﺴﻮﻕ ﺗﻜـﻮﻥ ﰱ‬ ‫ﺫﻟﻚ‬ ‫ﺍﻟﻮﻗﺖ ﺃﻛﺜﺮ ﺃﳘﻴﺔ ﻟﻠﻮﺻﻮﻝ ﺇﱃ ﺍﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻭﺍﺧﺘﻴﺎﺭ ﺃﻓﻀﻞ ﻗﻨﻮﺍﺕ ﺍﻟﺘﻮﺯﻳﻊ ﳋﺪﻣﺔ ﻗﻄﺎﻉ ﺳﻮﻗﻲ ﻣﻌـﲔ‬ ‫ﻳﻜﻮﻥ ﻗﺮﺍﺭ ﻋﺎﻡ ﻭﻣﻌﻘﺪ‪.‬‬ ‫ﺍﻷﳘﻴﺔ ﺍﻟﻨﺴﺒﻴﺔ ﻟﺪﻭﺭ ﺍﻟﺘﻮﺯﻳﻊ ﻛﺄﺣﺪ ﻋﻮﺍﻣﻞ ﺍﳌﻨﺎﻓﺴﺔ ﻏﲑ ﺍﻟﺴﻌﺮﻳﺔ ﻭﺫﻟﻚ ﻣﻦ ﺧﻼﻝ ﺩﺭﺍﺳﺘﻪ ﻟﻌﻮﺍﻣﻞ ﺍﻟﻨﺠـﺎﺡ ﰲ‬ ‫ﺍﻟﺼﻨﺎﻋﺔ ﺍﻟﻴﺎﺑﺎﻧﻴﺔ ﺣﻴﺚ ﺃﻧﻪ ﺃﻛﺪ ﻋﻠﻰ ﺃﻥ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﻴﺎﺑﺎﻧﻴﺔ ﻛﺎﻧﺖ ﻗﺎﺩﺭﺓ ﻋﻠﻰ ﺍﺧﺘﺮﻕ ﲨﻴﻊ ﺍﻷﺳﻮﺍﻕ ﺍﻟﻌﺎﳌﻴـﺔ ﻣـﻦ‬ ‫ﺧﻼﻝ ﺍﺧﺘﻴﺎﺭﻫﺎ ﺍﳉﻴﺪ ﳌﻨﺎﻓﺬ ﺍﻟﺘﻮﺯﻳﻊ‪.‬‬ ‫ﺩ‪ -‬ﺩﻭﺭ ﺧﺪﻣﺎﺕ ﻣﺎ ﺑﻌﺪ ﺍﻟﺒﻴﻊ ﻭﻣﻮﺍﻋﻴﺪ ﺍﻟﺘﺴﻠﻴﻢ ‪:‬‬ ‫ﻟﻴﺲ ﻓﻘﻂ ﺍﳌﻨﺘﺞ ﻭﻗﻨﻮﺍﺕ ﺍﻟﺘﻮﺯﻳﻊ ﻭﺍﻟﻌﻮﺍﻣﻞ ﺍﻟﺘﺮﻭﳚﻴﺔ ﻫﻲ ﳎﻤﻮﻋﺔ ﺍﻟﻌﻨﺎﺻﺮ ﺍﻟﺘﺴﻮﻳﻘﻴﺔ ﺍﻟﱵ ﻣﻦ ﺍﳌﻤﻜﻦ ﺃﻥ ﺗﻠﻌـﺐ ﺩﻭﺭ‬ ‫ﺍﻟﻨﺠﺎﺡ ﰱ ﺍﻻﺳﻮﺍﻕ ﺍﻷﺟﻨﺒﻴﺔ ﻭﻟﻜﻦ ﻓﺎﻋﻠﻴﺔ ﺧﺪﻣﺎﺕ ﻣﺎ ﺑﻌﺪ ﺍﻟﺒﻴﻊ ﻭﻣﺼﺪﺍﻗﻴﺔ ﻣﻮﺍﻋﻴﺪ ﺍﻟﺘﺴﻠﻴﻢ ﺗﻌﺘﱪ ﻣـﺆﺛﺮﹰﺍ ﻫﺎﻣـﺎ ﰱ‬ ‫ﺍﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ‪.‬‬ ‫‪٦٥‬‬ ‫ﻭﳒﺪ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﺪﺭﺍﺳﺎﺕ ﺍﻟﱵ ﺃﺛﺒﺘﺖ ﺃﳘﻴﺔ ﻫﺬﻩ ﺍﻟﻌﻮﺍﻣﻞ ‪ ،‬ﻓﻤﻦ ﲝﻮﺙ ﺍﻟﺘﺴﻮﻳﻖ ﰱ ﺍﻟﻘﻄﺎﻉ ﺍﻟﺼﻨﺎﻋﻰ ﺑﲔ ﺍﳌﻨـﺸﺄﺕ‬ ‫ﺍﳌﺼﺪﺭﺓ ﻟﻠﻤﻨﺘﺠﺎﺕ ﺍﻟﺼﻨﺎﻋﻴﺔ ﰱ ﺍﳌﻤﻠﻜﺔ ﺍﳌﺘﺤﺪﺓ ﻓﻘﺪ ﻭﺟﺪ ﺃﻥ ﺩﻗﻪ ﻣﻮﺍﻋﻴﺪ ﺍﻟﺘﺴﻠﻴﻢ ﻭﺗﻘﺪﱘ ﺧﺪﻣﺎﺕ ﻣﺎ ﺑﻌـﺪ ﺍﻟﺒﻴـﻊ‬ ‫ﺑﻜﻔﺎﺀﺓ ﻫﻰ ﻣﻦ ﺍﻟﻌﻮﺍﻣﻞ ﺍﳌﺆﺛﺮﺓ ﰱ ﺍﻟﻮﺻﻮﻝ ﺇﱃ ﻣﺮﻛﺰ ﻣﺘﻘﺪﻡ ﰱ ﺍﻷﺳﻮﺍﻕ ﺍﻟﻌﺎﳌﻴﺔ ‪.‬‬ ‫ﻛﺬﻟﻚ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻼﻻﺕ ﺍﻟﺼﻨﺎﻋﻴﺔ ﻋﻨﺪﻣﺎ ﺗﻜﻮﻥ ﺍﳌﻨﺘﺠﺎﺕ ﻣﺘﻘﺪﻣﺔ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﻓﺈﻥ ﺍﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺗﻌﺘﻤﺪ ﺑﺼﻔﻪ ﺍﺳﺎﺳﻴﺔ‬ ‫ﻋﻠﻰ ﺩﻗﺔ ﻣﻮﺍﻋﻴﺪ ﺍﻟﺘﺴﻠﻴﻢ ‪.‬‬ ‫‪ ٥\٢‬ﺩﻭﺭ ﺍﻻﻧﺘﺎﺟﻴﺔ ﰱ ﲢﺪﻳﺪ ﺍﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﻟﺪﻭﻟﻴﺔ ‪:‬‬ ‫‪The Role of Productivity In Determining International Competitiveness‬‬ ‫ﺗﻌﺪ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻣﻘﻴﺎﺳﺎ ﳉﻮﺩﺓ ﺍﳌﺨﺮﺟﺎﺕ ﻣﻦ ﺍﻟﺴﻠﻊ ﻭﺍﳋﺪﻣﺎﺕ ﺍﻟﻨﺎﲡﺔ ﻋﻦ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﳌﺪﺧﻼﺕ ﻣﻦ ﻋﻮﺍﻣﻞ ﺍﻹﻧﺘﺎﺝ‪.‬‬ ‫ﻋﻨﺪﻣﺎ ﻳﻌﺘﱪ ﺭﻓﻊ ﻣﺴﺘﻮﻯ ﺍﳌﻌﻴﺸﺔ ﻟﻠﻤﺠﺘﻤﻊ ﻫﻮ ﺍﻟﺴﻴﺎﺳﺔ ﺍﳌﻮﺿﻮﻋﻴﺔ ﺍﻟﺮﺋﻴﺴﻴﺔ ﻃﻮﻳﻠﺔ ﺍﻷﺟﻞ ﻓﻴﻌـﺪ ﺍﻟﻄﺮﻳـﻖ ﺍﻟﺮﺋﻴـﺴﻲ‬ ‫ﻟﺘﺤﻘﻴﻖ ﺫﻟﻚ ﻫﻮ ﺯﻳﺎﺩﺓ ﺍﻹﻧﺘﺎﺟﻴﺔ ‪ ،‬ﻳﺴﺎﻫﻢ ﲢﺴﲔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻟﻴﺲ ﻓﻘﻂ ﰱ ﲣﻔﻴﺾ ﺍﻻﺳﻌﺎﺭ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﻤﺴﺘﻬﻠﻚ ﻭﺭﻓـﻊ‬ ‫ﺍﻻﺟﻮﺭ ﺍﳊﻘﻴﻘﺔ‬ ‫ﻭﻟﻜﻦ ‪ ،‬ﺃﻫﻢ ﻣﻦ ﺫﻟﻚ ﺃ‪‬ﺎ ﲢﻘﻖ ﻟﻠﻌﺎﻣﻠﲔ ﻭﻇﻴﻔﺔ ﺃﻛﺜﺮ ﺍﻣﻨﹰﺎ ‪ ،‬ﻭﺑﺎﻻﺿﺎﻓﺔ ﻟﺬﻟﻚ ﻓﺈﻥ ﺯﻳﺎﺩﺓ ﺍﻻﻧﺘﺎﺟﻴﺔ ﺗـﺴﺎﻋﺪ ﻋﻠـﻰ‬ ‫ﺍﻟﺘﻘﻠﻴﻞ ﻣﻦ ﺍﻟﻔﺠﻮﺍﺕ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ‪.‬‬ ‫ﻭﺃﺧﲑﹰﺍ ﺗﻌﺘﱪ ﺍﻻﻧﺘﺎﺟﻴﺔ ﳏﺪﺩ ﺍﺳﺎﺳﻰ ﻟﻠﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﻟﺪﻭﻟﻴﺔ ﻟﺼﻨﺎﻋﺔ ﻣﺎ ﻓﺒﺪﻭﻥ ﲢﺪﻳﺪ ﻫﻴﻜﻞ ﺃﺟﻮﺭ ﻣﻌﲔ ‪ ،‬ﻓﺈﻥ ﺯﻳﺎﺩﺓ‬ ‫ﺍﻻﻧﺘﺎﺟﻴﺔ ﺳﻮﻑ ﺗﺆﺩﻯ ﺇﱃ ﲣﻔﻴﺾ ﺍﺳﻌﺎﺭ ﺍﳌﺨﺮﺟﺎﺕ ﻟﻠﺼﻨﺎﻋﺔ ‪ ،‬ﻭﻃﺒﻘﹰﺎ ﻟﺬﻟﻚ ﻓﺄﻥ ﺍﻟﺼﻨﺎﻋﺎﺕ ﺍﻟﱴ ﺗﺘﻤﻴـﺰ ﺑـﺴﺮﻋﺔ‬ ‫ﺍﻟﻨﻤﻮ ﰱ ﺍﻻﻧﺘﺎﺟﻴﺔ ﺳﻮﻑ ﲢﻘﻖ ﺍﳔﻔﺎﺽ ﰱ ﺍﻟﺴﻌﺮ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﺼﻨﺎﻋﺎﺕ ﺍﶈﻠﻴﺔ ﺍﻻﺧﺮﻯ ‪ .‬ﻭﺍﺑﻌﺪ ﻣﻦ ﺫﻟﻚ ﻋﻨﺪﻣﺎ ﺗﺘﻤﻴﺰ‬ ‫‪٦٦‬‬ ‫ﺍﻟﺼﻨﺎﻋﺎﺕ ﺍﶈﻠﻴﺔ ﺑﺎﺭﺗﻔﺎﻉ ﻣﺴﺘﻮﻯ ﺍﻻﻧﺘﺎﺟﻴﺔ ﻣﻘﺘﺮﻧﺔ ﺑﺎﻟﺼﻨﺎﻋﺎﺕ ﺍﻻﺟﻨﺒﻴﺔ ﻓﺄﻥ ﺫﻟﻚ ﺳﻮﻑ ﻳﺆﺩﻯ ﺇﱃ ﺯﻳﺎﺩﺓ ﺍﻟﻘﺪﺭﺓ‬ ‫ﻋﻠﻰ ﺍﳌﻨﺎﻓﺴﺔ ﺍﻟﺴﻌﺮﻳﺔ ﻟﻠﺼﻨﺎﻋﺎﺕ ﺍﶈﻠﻴﺔ ﻣﻘﺎﺭﻧﺔ ﲟﺜﻴﻼ‪‬ﺎ ﰱ ﺍﳋﺎﺭﺝ‬ ‫ﻭﻟﺬﻟﻚ ﻓﺈﻥ ﺍﳌﺸﻜﻠﺔ ﺍﳊﻘﻴﻘﺔ ﻟﻠﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻫﻲ ﻣﺸﻜﻠﻪ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻭﺇﻥ ﺭﻓﻊ ﻣﺴﺘﻮﻯ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻳﻜﻮﻥ ﻫﻮ ﺍﻻﺳـﺎﺱ‬ ‫ﻟﺘﻌﻈﻴﻢ ﺍﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻭﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺍﻟﺜﺒﺎﺕ ﰱ ﺍﻟﺴﻮﻕ ‪.‬‬ ‫ﺛﺎﻣﻨﺎ ‪ :‬ﳕﺎﺫﺝ ﲢﺪﻳﺪ ﺍﻟﻘﺪﺭﺍﺕ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ‪:‬‬ ‫ﻫﻨﺎﻙ ﻋﺪﺓ ﳕﺎﺫﺝ ﻟﺘﺤﺪﻳﺪ ﺍﻟﻘﺪﺭﺍﺕ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻭﻟﻘﺪ ﺗﺪﺭﺟﺖ ﻫﺬﻩ ﺍﻟﻨﻤﺎﺫﺝ ﺣﺴﺐ ﺍﳌﺘﻐﲑﺍﺕ ﺍﻟﺒﻴﺌﻴﺔ ﺍﶈﻴﻄـﺔ ﲟﻌـﺎﻳﲑ‬ ‫ﺍﻟﻨﻤﺎﺫﺝ ‪ ،‬ﻭﻧﺒﺪﺃ ﺑﻌﺮﺽ ﺍﻟﻨﻤﺎﺫﺝ ﺍﻟﱴ ﻇﻬﺮﺕ ﺑﻌﺪ ﺍﻧﺘﻬﺎﺀ ﺍﳌﻨﺎﻓﺴﺔ ﺑﲔ ﺍﻟﺸﻴﻮﻋﻴﺔ ﻭﺍﻟﺮﺃﲰﺎﻟﻴﺔ ﺣﻴﺚ ﺍﻧﺘﻬﺖ ﻟﺼﺎﱀ ﺍﻷﺧﲑﺓ‬ ‫ﰒ ﻇﻬﺮﺕ ﺃﺧﺮﻯ ﺿﺎﺭﻳﺔ ﻗﺪ ﺑﺪﺃﺕ ﺑﺎﻟﻔﻌﻞ ﺑﲔ ﳕﻄﲔ ﳐﺘﻠﻔﲔ ﻟﻠﺮﺃﲰﺎﻟﻴﺔ ﳘﺎ ‪:‬‬ ‫• ﳕﻮﺫﺝ ﺍﻭ ﳕﻂ ﺍﻟﺮﺃﲰﺎﻟﻴﺔ ﺍﻻﻣﺮﻳﻜﻴﺔ ﻭﺍﻻﳒﻠﻮﺳﻜﺴﻮﻧﻴﺔ‬ ‫• ﳕﻮﺫﺝ ﺍﻭ ﳕﻂ ﺍﻟﺮﺍﲰﺎﻟﻴﺔ ﺍﻟﻴﺎﺑﺎﻳﻨﻴﺔ ﻭﺍﻻﳌﺎﻧﻴﺔ ‪.‬‬ ‫ﻓﻔﻰ ﺍﻟﻨﻤﻮﺫﺝ ﺍﻷﻭﻝ ﻳﻄﺒﻖ ﺍﻻﻗﺘﺼﺎﺩ ﺍﻟﺴــــــﻮﻗﻲ ﺍﻟــــــــﺬﻯ ﻳﻌﻈﻢ ﻭﻳﻌﻤـﻞ ﻣـﻦ ﺍﻟﻘـﻴﻢ‬ ‫ﺍﻟﻔﺮﺩﻳــــــــــــــﺔ ‪ ، Individualistic‬ﺑﻴﻨﻤﺎ ﻳﻮﺳﻊ ﺍﻟﻨﻤﻮﺫﺝ ﺍﻟﺜﺎﱏ ﻫﺬﺍ ﺍﳌﻔﻬﻮﻡ ﻟﻴﻄﺒـﻖ‬ ‫ﺍﻻﻗﺘﺼﺎﺩ ﺍﻟﺴﻮﻗﻰ ﺍﻻﺟﺘﻤﺎﻋﻰ ‪ Social Market‬ﻭﻳﺮﻛﺰ ﻋﻠﻰ ﺍﻟﻘﻴﻢ ﺍ‪‬ﺘﻤﻌﻴﺔ ﺃﻭ ﻗـﻴﻢ ﺍﳌـﺸﺎﺭﻛﺔ ﺍﳉﻤﺎﻋﻴـﺔ‬ ‫‪ Communitarian‬ﻛﻄﺮﻳﻖ ﻟﻠﻨﺠﺎﺡ ﺍﻻﻗﺘﺼﺎﺩﻯ ﻭﺣﻴﺚ ﻳﻠﺰﻡ ﺗﻮﺳﻴﻊ ﺻﻔﻮﻑ ﺍﺻﺤﺎﺏ ﺍﳌﺼﻠﺤﺔ ﲟـﺎ ﻳﺘﺠـﺎﻭﺯ‬ ‫ﺍﳌﻼﻙ ﺍﻟﺘﻘﻠﻴﺪﻳﻦ ﲝﻴﺚ ﺗﺸﻤﻞ ﺍﻟﻌﻤﺎﻝ ﻭﺍﻟﻌﻤﻼﺀ ‪.‬‬ ‫*ﻣﻌﺎﻳﲑ ﺍﳊﻜﻢ ﻋﻠﻰ ﻣﺪﻯ ﻛﻔﺎﺀﺓ ﻭﻓﺎﻋﻠﻴﺔ ﺃﻱ ﻧﻈﺎﻡ ‪:‬‬ ‫‪٦٧‬‬ ‫ﻫﻨﺎ ﻣﻌﻴﺎﺭﻳﻦ ﻟﻠﺤﻜﻢ ﳘﺎ ‪:‬‬ ‫ﻣﻌﻴﺎر اﻟﻜﻔﺎءة‬ ‫‪Efficiency‬‬ ‫ﻣﻌﻴﺎر اﻟﻔﺎﻋﻠﻴﺔ‬ ‫‪Effectiveness‬‬ ‫‪ -١‬ﻣﻌﻴﺎﺭ ﺍﻟﻜﻔﺎﺀﺓ ‪ :‬ﻭﺗﺘﺤﺪﺩ ﺍﻟﻜﻔﺎﺀﺓ ﰲ ﺍﻟﻌﻼﻗﺔ ﺑﲔ ﻣﺪﺧﻼﺕ ﺍﻟﻨﻈﺎﻡ ﻭﳐﺮﺟﺎﺗﻪ ﻭﻣﺪﻯ ﺍﺭﺗﺒﺎﻃﻬﻤـﺎ ﻳﺒﻌـﻀﻬﻤﺎ‬ ‫ﺍﻟﺒﻌﺾ ﻭﻛﻴﻔﻴﺔ ﺍﻟﺘﺤﻜﻢ ﻓﻴﻬﻤﺎ ‪.‬‬ ‫‪ -٢‬ﻣﻌﻴﺎﺭ ﺍﻟﻔﺎﻋﻠﻴﺔ ‪ :‬ﻭﺗﺘﺤﻘﻖ ﺍﻟﻔﺎﻋﻠﻴﺔ ﻓﻴﻤﺎ ﻟﻮ ﺣﻘﻖ ﺍﻟﻨﻈﺎﻡ ﺃﻫﺪﺍﻓﻪ ﺍﻟﻌﺎﻣﺔ ﺍﻟﱵ ﻭﺿﻊ ﻣﻦ ﺃﺟﻠﻬﺎ ‪.‬‬ ‫ﻭﻫﻨﺎ ﻳﺜﺎﺭ ﺗﺴﺎﺅﻝ ﻫﻞ ﻛﻞ ﻧﻈﺎﻡ ﻛﻒﺀ ﻻﺑﺪ ﺑﺎﻟﻀﺮﻭﺭﺓ ﺃﻥ ﻳﻜﻮﻥ ﻧﻈﺎﻡ ﻓﻌﺎﻝ؟‬ ‫ﻛﻞ ﻧﻈﺎﻡ ﻛﻒﺀ ﻻ ﻳﻜﻮﻥ ﺑﺎﻟﻀﺮﻭﺭﺓ ﻧﻈﺎﻡ ﻓﻌﺎﻝ ﻭﺫﻟﻚ ﻷﻥ ﺍﻟﻨﻈﺎﻡ ﻗﺪ ﻳﻘﻮﻡ ﺑﺘﺤﻮﻳﻞ ﻋﻨﺎﺻﺮ ﺍﳌﺪﺧﻼﺕ )ﺑﻴﺎﻧﺎﺕ ‪ /‬ﻣﻮﺍﺩ‬ ‫ﺧﺎﻡ ‪ (...‬ﺇﱃ ﳐﺮﺟﺎﺕ )ﻣﻌﻠﻮﻣﺎﺕ ‪ /‬ﻣﻨﺘﺠﺎﺕ ‪ (..‬ﺑﻜﻔﺎﺀﺓ ﺗﺎﻣﺔ ﺩﻭﻥ ﺃﻥ ﳛﻘﻖ ﺃﻫﺪﺍﻓﻪ ‪ ...‬ﻭﺑﺎﻟﺘﺎﱄ ﻻ ﺗﺘﺤﻘﻖ ﺍﻟﻔﺎﻋﻠﻴـﺔ‬ ‫ﺍﳌﻄﻠﻮﺑﺔ ﻣﻦ ﺍﻟﻨﻈﺎﻡ ‪.‬‬ ‫ﲢﻘﻴﻖ ﺍﻟﺘﻮﺍﺯﻥ ﺑﲔ ﺍﻟﻔﺎﻋﻠﻴﺔ ﻭﺍﻟﻜﻔﺎﺀﺓ ﺃﻣﺮ ﺿﺮﻭﺭﻱ ﺣﱴ ﳝﻜﻦ ﺍﳊﻜﻢ ﻋﻠﻰ ﺍﻟﻨﻈﺎﻡ ﺃﻧﻪ ﻧﺎﺟﺢ ﺃﻣﺎ ﻻ ‪.‬‬ ‫*ﻭﻫﻨﺎﻙ ﻣﻌﻴﺎﺭﻳﻦ ﺁﺧﺮﻳﻦ ‪ ،‬ﺗﻜﻮﻥ ﺍﻹﺩﺍﺭﺓ ﻣﻠﺘﺰﻣﺔ ‪‬ﻤﺎ ﺃﻣﺎﻡ ﺍ‪‬ﺘﻤﻊ ﻭﳘﺎ‪:‬‬ ‫‪ -١‬ﺍﻟﺒﻌﺪ ﺍﻹﻧﺴﺎﱐ ‪ :‬ﻭﺍﻻﻟﺘﺰﺍﻡ ﺑﺎﻷﺧﻼﻗﻴﺎﺕ ﻭﲢﻘﻴﻖ ﺫﺍﺗﻴﺔ ﺍﻹﻧﺴﺎﻥ ﻭﺗﻄﻮﻳﺮﻩ ‪.Ethics‬‬ ‫‪ -٢‬ﺍﻟﺒﻌﺪ ﺍﻟﺰﻣﲏ ‪ :‬ﺃﻱ ﲢﻘﻴﻖ ﺍﻟﺘﻮﺍﺯﻥ ﺑﲔ ﻣﺘﻄﻠﺒﺎﺕ ﺍﳊﺎﺿﺮ ﻭﺍﳌﺴﺘﻘﺒﻞ ‪.Time Frame‬‬ ‫ﻓﺎﻟﺒﻌﺪ ﺍﻹﻧﺴﺎﱐ ﻫﺎﻡ ﻟﻺﺩﺍﺭﺓ ﺣﻴﺚ ﻳﻠﺰﻡ ﻋﺪﻡ ﺍﻟﻨﻈﺮ ﺇﱃ ﺍﻟﻌﻨﺼﺮ ﺍﻟﺒﺸﺮﻯ ﻋﻠﻰ ﺃﻧﻪ ﺳﻠﻌﺔ ﺗﺒﺎﻉ ﻭﺗﺸﺘﺮﻯ ﺃﻭ ﻋﻠﻰ ﺃﻧﻪ ﺗﺮﺱ‬ ‫ﺻﻐﲑ ﰲ ﺁﻟﻪ ﻛﺒﲑﺓ ﻳﺪﻭﺭ ﺇﺫﺍ ﺩﺍﺭﺕ ﻭﻳﺘﻮﻗﻒ ﺇﺫﺍ ﺗﻮﻗﻔﺖ ‪ ،‬ﺃﻣﺎ ﺍﻟﺒﻌﺪ ﺍﻟﺰﻣﲏ ﻳﻨﺒﺜﻖ ﻣﻦ ﺃﻥ ﻣﻨﻄﻖ ﺍﻟﻜﻔﺎﺀﺓ ‪Efficiency‬‬ ‫ﻣﻨﻄﻖ ﺍﻗﺘﺼﺎﺩﻱ ﻳﻬﺘﻢ ﺑﺎﻟﻌﻨﺎﺻﺮ ﺍﳌﺎﺩﻳﺔ ﺳﻮﺍﺀ ﻛﺎﻧﺖ ﻣﺪﺧﻼﺕ ﺃﻭ ﳐﺮﺟﺎﺕ ﻭﺫﻟﻚ ﺭﲟﺎ ﳜﺘﻠﻒ ﺃﻭ ﻗـﺪ ﻳﺘﻌـﺮﺽ ﻣـﻊ‬ ‫ﺍﳌﺘﻄﻠﺒﺎﺕ ﻭﺍﳊﺎﺟﺎﺕ ﺍﻹﻧﺴﺎﻧﻴﺔ ﻟﺬﺍ ﻓﺈﻥ ﻣﻬﻤﺔ ﺍﻹﺩﺍﺭﺓ ﻫﻨﺎ ﻫﻮ ﺣﻞ ﻫﺬﺍ ﺍﻟﺘﻌﺎﺭﺽ ﻭﺇﻗﺎﻣﺔ ﺗﻮﺍﺯﻥ ﻧـﺴﱯ ﺣـﺴﺎﺱ ﺑـﲔ‬ ‫ﻣﺘﻄﻠﺒﺎﺕ ﺍﻹﻧﺴﺎﻥ ﻛﺈﻧﺴﺎﻥ ﻭﻣﺘﻄﻠﺒﺎﺕ ﺍﻟﻌﻤﻞ ‪ ،‬ﻭﳝﻜﻦ ﺇﻳﻀﺎﺡ ﺗﻠﻚ ﺍﻟﻌﻼﻗﺔ ﺑﲔ ﺍﳌﻌﺎﻳﲑ ﺍﳌﺨﺘﻠﻔﺔ ﻟﻠﺤﻜﻢ ﻋﻠﻰ ﺍﻷﻧﻈﻤـﺔ‬ ‫ﺍﻟﻘﺎﺋﻤﺔ ‪.‬‬ ‫ﻭﳝﻜﻦ ﺗﻮﺿﻴﺢ ﺫﻟﻚ ﻣﻦ ﺍﻟﺸﻜﻞ ﺍﻟﺘﻮﺿﻴﺤﻲ ﺍﻟﺘﺎﱄ ﺭﻗﻢ )‪(3‬‬ ‫اﻟﻔﻌﺎﻟﻴﺔ‬ ‫‪Effectiveness‬‬ ‫ﺗﺤﻘﻴﻖ ﻧﺘﺎﺋﺞ‬ ‫‪٦٨‬‬ ‫اﻟﻜﻔﺎءة‬ ‫‪Efficiency‬‬ ‫اﺳﺘﺨﺪام ﺟﻴﺪ‬ ‫ﻟﻠﻤﺪﺧﻼت‬ ‫إدارة اﻟﻤﺆﺳﺴﺔ‬ ‫اﻟﺒﻌﺪ اﻷﺧﻼﻗﻲ‬ ‫‪Ethics‬‬ ‫اﻟﺒﻌﺪ اﻹﻧﺴﺎﻧﻲ‬ ‫‪Human‬‬ ‫ﺃﻭﻻ ‪ :‬ﻣﻔﻬﻮﻡ ﺣﻠﻘﺎﺕ ﺍﳉﻮﺩﺓ ‪:‬‬ ‫ﻫﻲ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﻟﻌﺎﻣﻠﲔ ﺗﺘﻄﻮﻉ ﻟﺪﺭﺍﺳﺔ ﻭﺣﻞ ﻣﺸﻜﻼﺕ ﺍﻟﻌﻤﻞ ‪.‬‬ ‫ﻭﻛﺬﻟﻚ ﰲ ﺗﻌﺮﻳﻒ ﺁﺧﺮ" ﻫﻲ ﳎﻤﻮﻋﺔ ﺻﻐﲑﺓ ﻣﻦ ﺍﻟﻌﺎﻣﻠﲔ ﻳﺆﺩﻭﻥ ﻋﻤﻼ ﻣﺘﺸﺎ‪‬ﺎ ﺃﻭ ﻣﺘﺮﺍﺑﻄﺎ ‪ ،‬ﻭﻳﺘﻘﺎﺑﻠﻮﻥ ﺑﺸﻜﻞ ﺩﻭﺭﻱ‬ ‫‪‬ﺪﻑ ﲢﺪﻳﺪ ﻭﲢﻠﻴﻞ ﻣﺸﻜﻼﺕ ﺍﳉﻮﺩﺓ ﻭﺍﻹﻧﺘﺎﺝ ﻭﲢﺴﲔ ﺍﻷﺩﺍﺀ "‬ ‫ﻭﻳﺮﺟﻊ ﺍﳌﻴﻼﺩ ﺍﳊﻘﻴﻘﻲ ﳊﻠﻘﺎﺕ ﺍﳉﻮﺩﺓ ﰲ ﻋﺎﻡ ‪ ، 1961‬ﻗﺪ ﻇﻬﺮﺕ ﻛـﺎﻗﺘﺮﺍﺡ ﺍﻟـﺪﻛﺘﻮﺭ ‪Kaoru Ishikawa‬‬ ‫ﻭﻧﺸﺮﺕ ﰲ ﳎﻠﺔ ﻣﺮﺍﻗﺒﺔ ﺍﳉﻮﺩﺓ ﰲ ﺟﺎﻣﻌﺔ ﻃﻮﻛﻴﻮ ‪ ،‬ﻭﰎ ﺍﻻﺭﺗﻘﺎﺀ ﺑﺎﳉﻮﺩﺓ ﻋﻦ ﻃﺮﻳﻖ ﺗﻄﺒﻴﻖ ﺑﺮﻧﺎﻣﺞ ﺭﲰﻲ ﻟﻠﺮﻗﺎﺑﺔ ﻋﻠـﻰ‬ ‫ﺍﳉﻮﺩﺓ ‪ ، Formal Quality Control‬ﻭﻳﺮﺟﻊ ﺍﻟﻔﻀﻞ ﰲ ﳒﺎﺡ ﻫﺬﺍ ﺍﻻﲡﺎﻩ ﺇﱃ ﻛﻞ ﻣﻦ ﺍﳋـﺒﲑ ﺍﻷﻣﺮﻳﻜـﻲ‬ ‫ﺍﻟﺪﻛﺘﻮﺭ ‪ ، Walter Shewhart‬ﻭﺍﻟﺪﻛﺘﻮﺭ ‪ W.E. Deming‬ﻣﻦ ﺷﺮﻛﺔ ﺑﻞ ﻟﻠﺘﻠﻴﻔﻮﻧﺎﺕ ‪ ،‬ﺣﻴـﺚ ﻋﻤـﻞ‬ ‫ﺍﳋﱪﺍﺀ ﺟﻨﺒﺎ ﺇﱃ ﺟﻨﺐ ﻣﻊ ﲨﻌﻴﺔ ﺍﻟﻌﻠﻤﺎﺀ ﻭﺍﳌﻬﻨﺪﺳﲔ ‪.‬‬ ‫ﻭﻗﺪ ﻋﺮﻓﻬﺎ ﻫﺎﺭﻯ ﻛﻴﺰﺍﻥ ﳎﻤﻮﻋﺎﺕ ﺍﳉﻮﺩﺓ ﻫﻲ " ﳎﻤﻮﻋﺔ ﺻﻐﲑﺓ ﻣﻦ ﺍﻟﻌﻤﺎﻝ ﲡﺘﻤﻊ ﺑﺸﻜﻞ ﻣﻨـﺘﻈﻢ ﻭﻋﻠـﻰ ﺃﺳـﺎﺱ‬ ‫ﺗﻄﻮﻋﻲ ﻟﺘﺤﻠﻴﻞ ﺍﳌﺸﺎﻛﻞ ﻭﺗﻘﺪﱘ ﻭﻋﺮﺽ ﺍﳊﻠﻮﻝ ﻋﻠﻰ ﺍﻹﺩﺍﺭﺓ"‪.‬‬ ‫ﻭﻗﺪ ﻋﺮﻓﻬﺎ ﺭﻭﺑﺴﻮﻥ ﳎﻤﻮﻋﺎﺕ ﺍﳉﻮﺩﺓ ﻫﻲ "ﳎﻤﻮﻋﺔ ﻣﻦ ﺃﺭﺑﻌﺔ ﺇﱃ ﻋﺸﺮﺓ ﻣﺘﻄﻮﻋﲔ ﻣﻦ ﺍﻟﻌﻤﺎﻝ ﻳﻌﻤﻠﻮﻥ ﻣﻊ ﻣـﺸﺮﻑ‬ ‫ﻭﺭﺋﻴﺲ ﻋﻤﻞ ﻣﺮﺓ ﺃﺳﺒﻮﻋﻴﺎ ﳌﺪﺓ ﺳﺎﻋﺔ ﺑﻘﻴﺎﺩﺓ ﺍﳌﺸﺮﻑ ﻟﺘﺤﺪﻳﺪ ﺍﳌﺸﺎﻛﻞ ﺍﳌﺘﺼﻠﺔ ﺑﻌﻤﻠﻬﻢ ﻭﲢﻠﻴﻠﻬﺎ ﻭﺣﻠﻬﺎ"‪.‬‬ ‫‪٦٩‬‬ ‫ﻭﳝﻜﻦ ﺗﻌﺮﻳﻒ ﺣﻠﻘﺎﺕ ﺍﳉﻮﺩﺓ "ﺃ‪‬ﺎ ﻭﺣﺪﺍﺕ ﻋﻦ ﺫﺍﺗﻴﺔ ﺗﺘﻜﻮﻥ ﻣﻦ ﳎﻤﻮﻋﺔ ﺻﻐﲑﺓ ﻣﻦ ﺍﻟﻌﺎﻣﻠﲔ ﻣﻦ ‪4‬ﺇﱃ ‪ 10‬ﺃﻋﻀﺎﺀ‬ ‫ﻳﺆﺩﻭﻥ ﻧﻔﺲ ﺍﻟﻌﻤﻞ ﻭﳚﺘﻤﻌﻮﻥ ﺗﻄﻮﻋﻴﺎ ﻭﻓﻘﺎ ﳉﺪﻭﻝ ﻣﻨﺘﻈﻢ ﺃﺳﺒﻮﻋﻴﺎ ﻭﳌﺪﺓ ﺳﺎﻋﺔ ﳌﺮﺓ ﻭﺍﺣﺪﺓ ﻭﻣﺮﺗﲔ ﺃﺳﺒﻮﻋﻴﺎ ﰲ ﻭﻗﺖ‬ ‫ﺍﻟﻌﻤﻞ ﺍﻟﺮﲰﻲ ﻭﺧﺎﺭﺝ ﻭﻗﺖ ﺍﻟﺪﻭﺍﻡ ﺍﻟﺮﲰﻲ ﻟﺘﺤﺪﻳﺪ ﻭﻣﻨﺎﻗﺸﺔ ﺍﳌﺸﺎﻛﻞ ﺍﻟﱵ ﻳﻄﺮﺣﻮ‪‬ﺎ ﻟﻠﻨﻘﺎﺵ ﻭﺍﳌﺮﺗﺒﻄﺔ ﺑﺈﻋﻤﺎﳍﻢ"‪.‬‬ ‫ﺛﺎﻧﻴﺎ ‪ :‬ﺍﳌﺒﺎﺩﺉ ﺍﻷﺳﺎﺳﻴﺔ ﻟﺘﻄﺒﻴﻖ ﺣﻠﻘﺎﺕ ﺍﳉﻮﺩﺓ ‪:‬‬ ‫• ﺍﳌﺸﺎﺭﻛﺔ ﺍﻟﺘﻄﻮﻋﻴﺔ ‪.Voluntaries‬‬ ‫• ﻣﻠﻜﻴﺔ ﺣﺎﻗﺔ ﺍﳉﻮﺩﺓ ‪.Ownership‬‬ ‫• ﺗﺒﻌﻴﺔ ﺍﳌﺸﺎﻛﻞ ‪.Whose problems‬‬ ‫• ﻃﺒﻴﻌﺔ ﺍﻟﺘﻌﺎﻣﻞ ﻣﻊ ﺃﻋﻀﺎﺀ ﺣﻠﻘﺎﺕ ﺍﳉﻮﺩﺓ ‪.The adult-adult contract‬‬ ‫• ﻗﺎﻋﺪﺓ ﺑﻴﺎﻧﺎﺕ ﳊﻞ ﺍﳌﺸﺎﻛﻞ ‪.Data – Based problem – Solving‬‬ ‫• ﺍﻟﺘﻮﻗﻴﺖ ﺍﳊﻘﻴﻘﻲ ﻟﻠﻨﺘﺎﺋﺞ ﺍﳌﺘﻮﻗﻌﺔ‬ ‫‪.Realistic Time Perspective‬‬ ‫• ﺍﳌﻜﺴﺐ ﻟﻜﻞ ﺍﻹﻃﺮﺍﻑ ‪.Win/Win‬‬ ‫ﺛﺎﻟﺜﺎ ‪:‬ﻣﺘﻄﻠﺒﺎﺕ ﺣﻠﻘﺎﺕ ﺍﳉﻮﺩﺓ ‪:‬‬ ‫• ﺍﻻﻟﺘﺰﺍﻡ ﻣﻦ ﺟﺎﻧﺐ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ‪.‬‬ ‫• ﻫﻴﻜﻞ ﺣﻞ ﺍﳌﺸﻜﻼﺕ ‪.‬‬ ‫• ﺍﻟﺒﺪﺍﻳﺔ ﺍﻟﺼﻐﲑﺓ ‪.‬‬ ‫• ﺍﻟﺘﻬﻴﺌﺔ ﺍﻟﺬﻫﻨﻴﺔ ﺍﻟﺼﺤﻴﺤﺔ ‪.‬‬ ‫• ﲣﺼﻴﺺ ﺍﳌﻮﺍﺭﺩ ‪.‬‬ ‫ﺭﺍﺑﻌﺎ ‪ :‬ﻧﻄﺎﻕ ﺍﻫﺘﻤﺎﻣﺎﺕ ﺣﻠﻘﺎﺕ ﺍﳉﻮﺩﺓ ‪:‬‬ ‫• ﺧﻔﺾ ﺍﻟﺘﻜﺎﻟﻴﻒ ‪.‬‬ ‫• ﺭﻗﺎﺑﺔ ﺟﻮﺩﺓ ﺍﳌﻨﺘﺞ ‪.‬‬ ‫‪٧٠‬‬ ‫• ﲢﺴﲔ ﺍﳋﺪﻣﺎﺕ ﺩﺍﺧﻞ ﻭﺭﺵ ﺍﻟﻌﻤﻞ ‪.‬‬ ‫• ﺍﻟﺴﻼﻣﺔ ﺍﳌﻬﻨﻴﺔ ‪.‬‬ ‫• ﺭﻓﻊ ﺍﻟﺮﻭﺡ ﺍﳌﻌﻨﻮﻳﺔ ﻟﻠﻌﺎﻣﻠﲔ ‪.‬‬ ‫• ﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻰ ﺍﻟﺘﻠﻮﺙ ‪.‬‬ ‫• ﺍﻟﺘﺜﻘﻴﻒ ﺍﳌﺴﺘﻤﺮ ﻟﻠﻌﺎﻣﻠﲔ ‪.‬‬ ‫ﺧﺎﻣﺴﺎ ‪ :‬ﻋﻼﻗﺔ ﺣﻠﻘﺎﺕ ﺍﳉﻮﺩﺓ ﲟﻔﻬﻮﻡ ﺇﺩﺍﺭﺓ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ‪:‬‬ ‫ﺇﺩﺍﺭﺓ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ‪"Total Quality Management‬ﻭﻫﻰ ﻧﻈﺎﻡ ﻓﻌﺎﻝ )ﻣﻔﻬﻮﻡ ﻭﺍﺳﻊ( ﻳـﻀﻢ ﺍﳌﺆﺳـﺴﺔ‬ ‫ﺑﻜﺎﻣﻠﻬﺎ ﻭﻫﻮ ﻳﻘﻮﻡ ﻋﻠﻰ ﺍﻟﺘﻜﺎﻣﻞ ﻭﺍﻟﺘﻨﺴﻴﻖ ﻭﺍﻟﻔﺎﻋﻞ ﺑﲔ ﻛﺎﻓﺔ ﺍﻟﻮﺣﺪﺍﺕ ﻭﺍﻹﺩﺍﺭﺍﺕ ﺍﳌﺨﺘﻠﻔﺔ ﰲ ﺍﳌﺆﺳﺴﺔ ‪‬ﺪﻑ ﺗﻄﻮﻳﺮ‬ ‫ﺍﳉﻮﺩﺓ ﻭﺍﳊﻔﺎﻅ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﳉﻮﺩﺓ ﺑﺄﻧﺴﺐ ﺗﻜﻠﻔﺔ ‪ ،‬ﻭﲢﺴﲔ ﻣﺴﺘﻮﻯ ﺃﺩﺍﺀ ﲨﻴﻊ ﺍﻹﻓﺮﺍﺩ ﺍﻟﻌﺎﻣﻠﲔ ﻭﺗﻮﺟﻴﻪ ﺟﻬـﻮﺩﻫﻢ‬ ‫ﲟﺎ ﻳﺆﺩﻯ ﺇﱃ ﺍﻟﺮﺿﺎ ﺍﻟﻜﺎﻣﻞ ﻟﻠﻤﺴﺘﻬﻠﻚ ﻭﺑﺄﻗﻞ ﺍﻟﺘﻜﺎﻟﻴﻒ ﺍﳌﻤﻜﻨﺔ ‪ ،‬ﻓﻬﻲ ﺍﳌﻈﻠﺔ ﺍﻟﱵ ﺗﻀﻢ ﻛﺎﻣـﻞ ﺍﳌﺆﺳـﺴﺔ ﲜﻤﻴـﻊ‬ ‫ﻣﻜﻮﻧﺎ‪‬ﺎ ﻋﻨﺪﻣﺎ ﺗﺴﻌﻰ ﺇﱃ ﲢﻘﻴﻖ ﻫﺬﺍ ﺍﳍﺪﻑ "‬ ‫ﻭﻗﺪ ﺛﺒﺖ ﻣﻦ ﺍﻟﺘﻄﺒﻴﻖ ﺍﻟﻌﻤﻠﻲ ﳍﺬﺍ ﺍﳌﺪﺧﻞ ﺃﻧﻪ ﳝﻜﻦ ﺃﻥ ﻳﺆﺩﻯ ﺇﱃ ﲢﻘﻴﻖ ﻭﻓﻮﺭﺍﺕ ﻛﺒﲑﺓ ﰲ ﺍﻟﻌﻤﻠﻴﺎﺕ ﻭﺍﻷﻧﺸﻄﺔ ﺗﻌﺎﺩﻝ‬ ‫ﺇﺿﻌﺎﻑ ﻣﺎ ﳝﻜﻦ ﲢﻘﻴﻘﻪ ﻣﻦ ﺯﻳﺎﺩﺓ ﺍﳌﺒﻴﻌﺎﺕ ﻭﺣﺪﻫﺎ ‪.‬‬ ‫ﺳﺎﺩﺳﺎ ‪ :‬ﺍﻹﻃﺎﺭ ﺍﻟﻌﺎﻡ ﺣﻠﻘﺎﺕ ﺍﳉﻮﺩﺓ ‪:‬‬ ‫اﻹﻓﺮاد اﻟﻌﻼﻗﺎت‬ ‫اﻟﺴﻠﻮآﻴﺎت ﻣﺠﻤﻮﻋﺎت‬ ‫اﻟﻌﻤﻞ اﻟﻬﻴﻜﻞ اﻟﺘﻨﻈﻴﻤﻲ‬ ‫ﻃﺮق اﻟﻌﻤﻞ اﻟﺘﻜﺎﻟﻴﻒ‬ ‫اﻟﻤﻮاﺻﻔﺎت اﻹﻧﺘﺎﺟﻴﺔ‬ ‫اﻟﺠﺪوﻟﺔ‬ ‫‪٧١‬‬ ‫اﻟﻤﻮاد واﻵﻻت‬ ‫واﻟﻤﻮارد اﻟﻤﺎدﻳﺔ‬ ‫اﻟﺤﺎﺳﺒﺎت اﻵﻟﻴﺔ‬ ‫ﺳﺎﺑﻌﺎ ‪ :‬ﺃﻫﻢ ﺃﺩﻭﺍﺕ ﺣﻠﻘﺎﺕ ﺍﳉﻮﺩﺓ ‪:‬‬ ‫‪ o‬ﺍﻟﻌﺼﻒ ﺍﻟﺬﻫﲏ ‪.‬‬ ‫‪ o‬ﻋﺪﻡ ﺗﻮﺟﻴﻪ ﺍﻟﻨﻘﺪ ‪ ،‬ﻭﺍﻟﺘﻘﻴﻴﻢ ‪ ،‬ﺃﻭ ﺍﳊﻜﻢ ﻋﻠﻰ ﺍﻷﻓﻜﺎﺭ ‪.‬‬ ‫‪ o‬ﺍﻟﺘﺄﻛﻴﺪ ﻋﻠﻰ ﺍﻻﺑﺘﻜﺎﺭ ‪.‬‬ ‫‪ o‬ﺍﻟﻌﱪﺓ ﺑﻜﻢ ﺍﻷﻓﻜﺎﺭ ﺍﳌﺘﻮﻟﺪﺓ ﻭﻟﻴﺲ ﺑﺎﻟﻜﻴﻒ ‪.‬‬ ‫‪ o‬ﺍﻟﺒﻨﺎﺀ ﻋﻠﻰ ﺃﻓﻜﺎﺭ ﺍﻵﺧﺮﻳﻦ ‪.‬‬ ‫‪ o‬ﺗﻮﺛﻴﻖ ﻛﺎﻓﺔ ﺍﻷﻓﻜﺎﺭ ﺍﳌﻄﺮﻭﺣﺔ ﺑﺎﻻﺟﺘﻤﺎﻋﺎﺕ ‪.‬‬ ‫‪ -٦‬ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﻧﻈﻢ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭ ﻭﻋﻼﻗﺘﻬﺎ ﺑﺎﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ‪:‬‬ ‫ﻫﻨﺎﻙ ﺃﺭﺑﻌﺔ ﺃﻧﻮﺍﻉ ﻣﻦ ﺍﳋﻮﺍﺹ ﺍﳌﻮﺟﻮﺩﺓ ﰲ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﺸﻜﻞ ﻋﺎﻡ ﻭﻧﻈﻢ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭ ﺑﺸﻜﻞ ﺧﺎﺹ ﻳﺘﻢ‬ ‫ﻣﻦ ﺧﻼﳍﺎ ﺗﻘﺪﱘ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻟﻠﻤﻨﻈﻤﺔ ﻭﺍﳊﺼﻮﻝ ﻋﻠﻰ ﺍﻟﺘﻤﻴﺰ ‪ ،‬ﻭﻫﻲ ﺍﳌﺘﻄﻠﺒـﺎﺕ ﺍﻟﺮﺃﲰﺎﻟﻴـﺔ ﻭﺍﻟﺘﻘﻨﻴـﺔ ﺍﳌﻤﻠﻮﻛـﺔ‬ ‫ﻭﺍﳌﻬﺎﺭﺍﺕ ﺍﻟﺘﻘﻨﻴﺔ ﻭﺍﻹﺩﺍﺭﻳﺔ ‪.‬‬ ‫ﺇﻥ ﻋﻤﻠﻴﺔ ﺍﻟﺮﺑﻂ ﻭﺍﳌﻮﺍﺀﻣﺔ )‪ (Alignment‬ﻣﺎ ﺑﲔ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﳌﻨﻈﻤﺔ ﻫﻲ ﻋﻤﻠﻴﺔ ﺗﻨﻈﻴﻤﻴﺔ ﺗﻨﻔـﺬ ﺿـﻤﻦ ﺳـﻴﺎﻕ‬ ‫ﺗﻨﻈﻴﻤﻲ ‪‬ﺪﻑ ﺗﻘﺪﱘ ﻣﻴﺰﺓ ﺗﻨﺎﻓﺴﻴﺔ ﻟﻠﻤﻨﻈﻤﺔ ‪.‬‬ ‫‪٧٢‬‬ ‫ﻟﻠﺤﺼﻮﻝ ﻋﻠﻰ ﺍﳌﻮﺍﺀﻣﺔ ﻣﺎﺑﲔ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺃﻧﻈﻤﺔ ﻭﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﳌﻨﻈﻤﺔ ﻳﺴﺘﻮﺟﺐ ﺃﻥ ﻳﻜﻮﻥ ﻫﻨﺎﻙ‬ ‫ﺛﻼﺛﺔ ﺃﺑﻌﺎﺩ ﺭﺋﻴﺴﺔ ﻫﻲ ﺍﻟﺒﻌﺪ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﻭﺍﻟﺴﻠﻮﻛﻲ ﻭﺍﻟﺒﻨﺎﺋﻲ ﺃﻭ ﻣﺎ ﻳﻌﺮﻑ ﺑﺎﻟﺘﻨﻈﻴﻤﻲ ‪ ،‬ﻭﻫﺬﻩ ﺍﻷﺑﻌﺎﺩ ﲢﺘـﻮﻱ ﻋﻠـﻰ‬ ‫ﺍﻟﻌﻨﺎﺻﺮ ﺍﳌﻨﻈﻤﺔ ﻟﻠﻌﻼﻗﺔ ﻣﺎﺑﲔ ﻧﻈﻢ ﻭﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﳌﻨﻈﻤﺔ ﺿﻤﻦ ﺇﻃﺎﺭ ﻋﺎﻡ ﻭﻫﻮ ﻣﻼﺋﻤﺔ ﺃﻫﺪﺍﻑ ﺇﺳـﺘﺮﺍﺗﻴﺠﻴﺔ‬ ‫ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﳌﻨﻈﻤﺔ ‪ ،‬ﺣﻴﺚ ﺃﻥ ﺍﻹﻃﺎﺭ ﺍﻟﻌﺎﻡ ﻟﻠﺤﺼﻮﻝ ﻋﻠﻰ ﺍﻟﺘﻮﻓﻴﻖ ﻣﺎ ﺑﲔ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻳﺘﻜﻮﻥ‬ ‫ﻣﻦ ﻋﻨﺎﺻﺮ ﺍﻻﻧﻀﺒﺎﻁ ﻭﺍﻟﺜﻘﺔ ﻭﺍﻟﺪﻋﻢ ﻭﻫﻲ ﻋﻨﺎﺻﺮ ﺳﻠﻮﻛﻴﺔ ﻭﻛﺬﻟﻚ ﻋﻮﺍﻣﻞ ﺑﻨﺎﺋﻴﺔ ﻣﺜﻞ ﺍﳍﻴﺎﻛﻞ ﻭﺍﻷﻧﻈﻤﺔ ﻭﺍﻟﺒﻨﻴﺔ ﺍﻟﺘﺤﺘﻴﺔ‬ ‫ﺩﺍﺧﻞ ﺍﳌﻨﻈﻤﺔ ‪.‬‬ ‫ﺇﻥ ﺍﳌﻘﺼﻮﺩ ﻣﻦ ﺍﳌﻮﺍﺀﻣﺔ ﻣﺎ ﺑﲔ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺃﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﺈﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﳌﻨﻈﻤﺔ ﻫﻲ ﺿﻤﺎﻥ‬ ‫ﺣﺼﻮﻝ ﻣﺴﺎﳘﻲ ﺍﳌﺆﺳﺴﺎﺕ ﻋﻠﻰ ﺃﻋﻠﻰ ﻋﺎﺋﺪ ﻻﺳﺘﺜﻤﺎﺭﺍ‪‬ﻢ ﻣﻦ ﻧﻈﻢ ﻭﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ‪ ،‬ﻭﻫﺬﺍ ﻳﺘﺄﺗﻰ ﻣﻦ ﺧـﻼﻝ‬ ‫ﺍﶈﺎﻓﻈﺔ ﻋﻠﻰ ﺍﻟﺒﻨﻴﺔ ﺍﻟﺘﺤﻴﺔ ﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﺈﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﳌﻨﻈﻤﺔ ﻟﻴﺴﺖ ﺑﺎﳌﻬﻤﺔ ﺍﻟﺴﻬﻠﺔ ﻭﻫﺬﺍ ﻳﻌﻮﺩ ﺇﱃ ﺃﻥ ﺍﻟﺘﻘﻨﻴـﺔ‬ ‫ﻣﻌﻘﺪﺓ ﻭﺻﻌﺒﺔ ﺍﻟﻔﻬﻢ ﻭﻣﻔﺮﺩﺍ‪‬ﺎ ﺍﻟﺘﺨﺼﺼﻴﺔ ﺍﻟﺘﻘﻨﻴﺔ ﺧﺎﺻﺔ ﺑﺎﶈﺘﺮﻓﲔ ‪.‬‬ ‫ﺑﻌﺪ ﺳﻨﻮﺍﺕ ﻣﻦ ﳏﺎﻭﻻﺕ ﺍﻟﺮﺑﻂ ﻭﻧﺘﻴﺠﺔ ﻟﻠﻌﺪﻳﺪ ﻣﻦ ﺍﻟﺒﺤﻮﺙ ﺍﳌﻴﺪﺍﻧﻴﺔ ﻋﻠﻰ ﺍﻟﺸﺮﻛﺎﺕ ﻭﺍﳌﺆﺳﺴﺎﺕ ﺍﻟﻨﺎﺟﺤﺔ ﻭﺍﳌﺘﻤﻴـﺰﺓ‬ ‫ﺗﺒﲔ ﺃﻥ ﲢﻘﻴﻖ ﻣﻮﺍﺀﻣﺔ ﻣﺎ ﺑﲔ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺗﻜﻨﻮﻟﻮﺟﻴﹰﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﳌﻨﻈﻤﺔ ﻳﻘـﺪﻡ ﻣﻴـﺰﺓ‬ ‫ﺗﻨﺎﻓﺴﻴﺔ ﻭﻳﺆﻫﻞ ﺍﳌﻨﻈﻤﺔ ﻟﻼﺳﺘﻔﺎﺩﺓ ﻣﻦ ﺍﳌﻮﺍﺭﺩ ﺍﳌﻮﺟﻮﺩﺓ ﻟﺪﻳﻬﺎ ﻭﺍﻟﱵ ﻻ ﳝﻜﻦ ﻟﻠﺸﺮﻛﺎﺕ ﺍﳌﻨﺎﻓﺴﺔ ﻧﺴﺨﻬﺎ ﺃﻭ ﺷـﺮﺍﺅﻫﺎ ‪،‬‬ ‫ﻭﻳﻘﺪﻡ ﺃﻳﻀﺎ ﺃﺩﺍﺓ ﻟﺘﺤﻘﻴﻖ ﻛﻔﺎﺀﺓ ﺍﻟﻌﻤﻠﻴﺎﺕ ﻭﻫﺬﺍ ﺇﻥ ﺩ ﹼﻝ ﻋﻠﻰ ﺷﻲﺀ ﻓﻬﻮ ﻳﺪﻝ ﻋﻠﻰ ﺿﺮﻭﺭﺓ ﺍﻟﺘﺤﺮﻙ ‪‬ﺬﺍ ﺍﻻﲡﺎﻩ ﻋﻠـﻰ‬ ‫ﺍﳌﺴﺘﻮﻯ ﺍﶈﻠﻲ ‪.‬‬ ‫‪ .٧‬ﻧﻈﻢ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭ ﻭﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ‪:‬‬ ‫ﺇﻥ ﺗﻄﺒﻴﻖ ﻧﻈﺎﻡ ﻟﺪﻋﻢ ﺍﻟﻘﺮﺍﺭ ﻻ ﻳﻌﲏ ﺑﺎﻟﻀﺮﻭﺭﺓ ﲢﻘﻴﻖ ﻣﻴﺰﺓ ﺗﻨﺎﻓﺴﻴﺔ ‪.‬‬ ‫ﻫﻨﺎﻙ ﻣﻌﺎﻳﲑ ﺛﻼﺛﺔ ﳚﺐ ﺗﻮﻓﺮﻫﺎ ﻣﻦ ﺍﺟﻞ ﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻦ ﻧﻈﻢ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭ ﻟﺘﺤﻘﻴﻖ ﻫﺬﻩ ﺍﳌﻴﺰﺓ ‪ .‬ﺷﺮﻛﺎﺕ ﻛﺜﲑﺓ ﻗﺎﻣـﺖ‬ ‫ﺑﻌﺰﻝ ﻗﺪﺭﺍﺕ ﻧﻈﻢ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭ ﺍﻟﱵ ﻳﺼﻌﺐ ﺍﺳﺘﺨﺪﺍﻣﻬﺎ ﺃﻭ ﺍﻟﻮﺻﻮﻝ ﺇﻟﻴﻬﺎ ‪ .‬ﻋﻠﻰ ﺳﺒﻴﻞ ﺍﳌﺜﺎﻝ ‪ ،‬ﻓﺎﻥ ﳐﺎﺯﻥ ﺑﻴﺎﻧﺎﺕ ﻗـﺪ‬ ‫‪٧٣‬‬ ‫ﻳﺘﻢ ﺑﻨﺎﺅﻫﺎ ﻟﻠﻮﺻﻮﻝ ﻋﻠﻰ ﺑﻴﺎﻧﺎﺕ ﺍﻟﻌﻤﻼﺀ ‪ ،‬ﻭﻗﺪ ﻳﺘﻢ ﺍﺳﺘﺨﺪﺍﻡ ﻧﻈﺎﻡ ﻹﺩﺍﺭﺓ ﺍﳌﺸﺎﺭﻳﻊ ﻟﺘﺘﺒﻊ ﻣﺸﺎﺭﻳﻊ ﻛـﺒﲑﺓ ‪ ،‬ﺃﻭ ﺭﲟـﺎ‬ ‫ﻳﺴﺘﺨﺪﻡ ﺑﺮﻧﺎﻣﺞ ﺍﻛﺴﻞ ﻟﻠﺘﺤﻠﻴﻼﺕ ﺑﺸﻜﻞ ﺭﻭﺗﻴﲏ ﰲ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﻗﺮﺍﺭ ﺃﻋﻤﺎﻝ ﳏﺪﺩ ‪.‬‬ ‫ﺑﺸﻜﻞ ﻋﺎﻡ ‪ ،‬ﻭﰲ ﻇﻞ ﺗﻨﺎﻣﻲ ﺣﺠﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺘﺎﺣﺔ ﻟﻠﻤﺪﺭﺍﺀ ﻓﺈ‪‬ﻢ ﻳﻮﺍﺟﻬﻮﻥ ﺻﻌﻮﺑﺔ ﰲ ﺍﺧﺘﻴﺎﺭ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﻨﺎﺳـﺒﺔ‬ ‫ﻋﻨﺪ ﺍﳊﺎﺟﺔ ﺇﻟﻴﻬﺎ ‪.‬‬ ‫ﺇﻥ ﺑﺈﻣﻜﺎﻥ ﻧﻈﻤﹰﺎ ﻣﺒﺘﻜﺮﺓ ﻟﺪﻋﻢ ﺍﻟﻘﺮﺍﺭ ﺃﻥ ﲢﻘﻖ ﻣﻴﺰﺓ ﺗﻨﺎﻓﺴﻴﺔ ﻟﻠﻤﻨﻈﻤﺔ ﺃﻭ ﻋﻠﻰ ﺍﻷﻗﻞ ﲤﻜﻨﻬﺎ ﻣﻦ ﺍﳊﻔﺎﻅ ﻋﻠﻰ ﻣﺮﻛﺰﻫـﺎ‬ ‫ﺍﻟﺘﻨﺎﻓﺴﻲ ‪.‬‬ ‫ﺗﺸﲑ ﺍﻟﺪﻻﺋﻞ ﺇﱃ ﺃﻥ ﺑﺈﻣﻜﺎﻥ ﺍﳌﺪﺭﺍﺀ ﺍﺳﺘﺨﺪﺍﻡ ﻧﻈﺎﻡ ﻟﺪﻋﻢ ﺍﻟﻘﺮﺍﺭ ﻟﻠﺤﺼﻮﻝ ﻋﻠﻰ ﻣﻌﻠﻮﻣﺎﺕ ﻛﺎﻧﺖ ﻣﺪﻓﻮﻧـﺔ ﻟـﺴﻨﻮﺍﺕ‬ ‫ﻋﺪﻳﺪﺓ ﰲ ﻧﻈﻢ ﲣﺰﻳﻦ ﳏﻮﺳﺒﺔ ‪.‬‬ ‫ﻛﻤﺎ ﺃﻥ ﺑﺈﻣﻜﺎ‪‬ﺎ ﺗﻘﻠﻴﺺ ﺍﳍﺪﺭ ﰲ ﻋﻤﻠﻴﺎﺕ ﺍﻹﻧﺘﺎﺝ ﻭﲢﺴﲔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺰﻭﻥ ‪.‬‬ ‫ﻛﻤﺎ ﺃ‪‬ﺎ ﳝﻜﻦ ﺃﻥ ﺗﺴﺎﻋﺪ ﺍﳌﺪﺭﺍﺀ ﰲ ﺗﻘﻴﻴﻢ ﺃﺩﺍﺀ ﺍﳌﻮﻇﻔﲔ ﻭﻣﺴﺎﻋﺪﺓ ﺍﻟﻔﻨﲔ ﰲ ﺗﺸﺨﻴﺺ ﺍﳌﺸﺎﻛﻞ ‪ ،‬ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﺩﻋـﻢ‬ ‫ﻣﻮﺭﺩﻱ ﻭﺯﺑﺎﺋﻦ ﺍﻟﺸﺮﻛﺔ ‪.‬‬ ‫ﻳﻌﻤﻞ ﻧﻈﺎﻡ ﺩﻋﻢ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﻋﻠﻰ ﺇﳚﺎﺩ ﻣﻴﺰﺓ ﺗﻨﺎﻓﺴﻴﺔ ﺇﺫﺍ ﺍﺳﺘﻮﰱ ﻣﻌﺎﻳﲑ ﺛﻼﺛﺔ ‪:‬‬ ‫ﺃﻭﻻ ‪ :‬ﺃﻧﻪ ﻭﲟﺠﺮﺩ ﺑﻨﺎﺀ ﺍﻟﻨﻈﺎﻡ ﻓﻴﺠﺐ ﺃﻥ ﻳﺘﻢ ﺍﺳﺘﺨﺪﺍﻣﻪ ﲝﻴﺚ ﻳﺼﺒﺢ ﻣﺼﺪﺭ ﻣﻬﻤﺎ ﻟﻘﻮﺓ ﺃﻭ ﻗﺪﺭﺓ ﺍﳌﻨﻈﻤﺔ ‪.‬‬ ‫ﺛﺎﻧﻴﺎ ‪ :‬ﳚﺐ ﺃﻥ ﻳﻜﻮﻥ ﻧﻈﺎﻡ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭ ﻓﺮﻳﺪﺍ ﻟﻠﻤﻨﻈﻤﺔ ﻭﻣﻠﻜﺎ ﳍﺎ ‪.‬‬ ‫ﺛﺎﻟﺜﺎ ‪ :‬ﺇﻥ ﺍﳌﻴﺰﺓ ﺍﻟﱵ ﺗﻮﻓﺮﻫﺎ ﻧﻈﻢ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭ ﳚﺐ ﺃﻥ ﺗﻜﻮﻥ ﻣﺴﺘﺪﺍﻣﺔ ﻟﻔﺘﺮﺓ ﻛﺎﻓﻴﺔ ﳊﲔ ﺗﻠﻘﻲ ﻋﺎﺋﺪ ﻣﻨﺎﺳﺐ ‪ ،‬ﻭﻋـﺎﺩﺓ‬ ‫ﳌﺪﺓ ﻻ ﺗﻘﻞ ﻋﻦ ﺛﻼﺙ ﺳﻨﻮﺍﺕ ‪ .‬ﺇﻥ ﻋﻠﻰ ﺍﳌﺪﺭﺍﺀ ﺍﻟﺬﻳﻦ ﻳﺒﺤﺜﻮﻥ ﻋﻦ ﺍﺳﺘﺜﻤﺎﺭﺍﺕ ﺇﺳـﺘﺮﺍﺗﻴﺠﻴﺔ ﰲ ﳎـﺎﻝ ﺗﻜﻨﻮﻟﻮﺟﻴـﺎ‬ ‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﺿﺮﻭﺭﺓ ﺃﺧﺬ ﻫﺬﻩ ﺍﳌﻌﺎﻳﲑ ﺍﻟﺜﻼﺛﺔ ﺑﻌﲔ ﺍﻻﻋﺘﺒﺎﺭ ‪.‬‬ ‫ﺍﻻﺳﺘﺨﺪﺍﻡ ﺍﻟﻮﺍﺳﻊ ﺍﻟﻨﻄﺎﻕ ﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳊﺎﺳﻮﺏ ﻗﺪ ﻏﲑﺕ ﺍﻟﻄﺮﻳﻘﺔ ﺍﻟﱵ ﺗﺘﻌﺎﻣﻞ ‪‬ﺎ ﺍﻟﺸﺮﻛﺎﺕ ﻣﻊ ﺃﻋﻤﺎﳍﺎ ‪.‬‬ ‫ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻗﺪ ﻏﲑﺕ ﺍﻟﻌﻼﻗﺎﺕ ﺑﲔ ﺍﻟﺸﺮﻛﺎﺕ ﻭﻣﻮﺭﺩﻳﻬﺎ ‪ ،‬ﻭﻋﻤﻼﺋﻬﺎ ﻭﻣﻨﺎﻓﺴﻴﻬﺎ ﻋﻠﻰ ﺣﺪ ﺳﻮﺍﺀ ‪.‬‬ ‫‪٧٤‬‬ ‫ﺑﻮﺗﺮ ﻭﻣﻴﻠﺮ ﻧﺎﻗﺸﺎ ﻃﺮﻳﻘﺘﲔ ﳏﺪﺩﺗﲔ ﳝﻜﻦ ﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻣﻦ ﺧﻼﳍﻤﺎ ﺍﻟﺘﺄﺛﲑ ﻋﻠﻰ ﺍﳌﻨﺎﻓﺴﺔ ‪ :‬ﻋﻦ ﻃﺮﻳﻖ ﺗﻐـﻴﲑ‬ ‫ﺍﳍﻴﺎﻛﻞ ﺍﻟﺼﻨﺎﻋﻴﺔ ﻭﻣﻦ ﺧﻼﻝ ﺩﻋﻢ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍﻟﺘﻜﻠﻔﺔ ﻭﺍﻟﺘﻤﺎﻳﺰ ‪ .‬ﺞ ﻣﺸﺘﺮﻙ ﻳﺴﺘﺨﺪﻡ ﻟﺘﺤﺪﻳﺪ ﺍﻟﻔﺮﺹ ﺍﳌﺘﺎﺣﺔ ﻟﺘﻐﻴﲑ‬ ‫ﻫﻴﻜﻞ ﻭﺭﲝﻴﺔ ﺍﻟﺼﻨﺎﻋﺔ ﻫﻮ ﺩﺭﺍﺳﺔ ﺍﻟﻘﻮﻯ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳋﻤﺲ ‪.‬‬ ‫ﻣﺎﻳﻜﻞ ﺑﻮﺭﺗﺮ ﻳﺪﻋﻲ ﺍﻟﻘﻮﻝ ﺑﺄﻥ ﺳﻠﻄﺔ ﺍﳌﺸﺘﺮﻳﻦ ‪ ،‬ﻭﺳﻠﻄﺔ ﺍﳌﻮﺭﺩﻳﻦ ‪ ،‬ﻭﺍﻟﺘﻬﺪﻳﺪ ﺍﻟﻨﺎﺗﺞ ﻋﻦ ﺍﳌﻨﻀﻤﲔ ﺍﳉـﺪﺩ ﻭ‪‬ﺪﻳـﺪ‬ ‫ﺍﳌﻨﺘﺠﺎﺕ ﺍﻟﺒﻠﺪﻳﺔ ﻭﺍﻟﺘﻨﺎﺣﺮ ﺑﲔ ﺍﳌﻨﺎﻓﺴﲔ ﺍﳊﺎﻟﻴﲔ ﺍﳌﻮﺟﻮﺩﻳﻦ ﳛﺪﺩ ﺭﲝﻴﺔ ﺍﻟﺼﻨﺎﻋﺔ ‪.‬‬ ‫ﻛﻴﻒ ﺗﺴﺘﺨﺪﻡ ﺷﺮﻛﺔ ﻣﺎ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﻌﻼﻗﺎﺕ ﺍﻟﺘﻔﺎﻭﺿﻴﺔ ﺑﲔ ﺍﻟﺸﺮﻛﺎﺕ ﻭﻣﻮﺭﺩﻳﻬﺎ ‪ ،‬ﻭﺍﳌﺸﺘﺮﻳﻦ ‪.‬‬ ‫ﻭﺍﻟﻴﻮﻡ ﺑﺎﺕ ﻣﻦ ﺍﻟﺴﻬﻞ ﻟﻨﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺃﻥ ﺗﻌﱪ ﺣﺪﻭﺩ ﻣﺎ ﺑﲔ ﺍﻟﺸﺮﻛﺎﺕ ‪.‬‬ ‫ﻫﺬﻩ ﺍﻟﻨﻈﻢ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﺍﻟﺒﻴﻨﻴﺔ ﺃﺻﺒﺤﺖ ﻣﺸﺘﺮﻛﺔ ‪ ،‬ﻭﰲ ﺑﻌﺾ ﺍﳊﺎﻻﺕ ‪ ،‬ﻓﻘﺪ ﺗﻐﲑﺕ ﺣﺪﻭﺩ ﺍﻟﺼﻨﺎﻋﺎﺕ ﺍﳌﺸﺎﺭﻛﺔ ‪.‬‬ ‫ﻧﻈﻢ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭ ﳝﻜﻦ ﺃﻥ ﺗﻘﻠﺺ ﻣﻦ ﻗﻮﺓ ﺍﳌﺸﺘﺮﻳﻦ ﻭﺍﳌﻮﺭﺩﻳﻦ ‪.‬‬ ‫ﻭﺑﺈﻣﻜﺎ‪‬ﺎ ﺇﻗﺎﻣﺔ ﺣﻮﺍﺟﺰ ﺟﺪﻳﺪﺓ ﻣﻦ ﺷﺄ‪‬ﺎ ﺗﻘﻠﻴﻞ ﺧﻄﺮ ﺍﻟﺪﺍﺧﻠﲔ ‪.‬‬ ‫ﻛﻤﺎ ﺃ‪‬ﺎ ﳝﻜﻦ ﺃﻥ ﺗﺴﺎﻋﺪ ﻋﻠﻰ ﲤﺎﻳﺰ ﺍﳌﻨﺘﺠﺎﺕ ﻭﺍﳋﺪﻣﺎﺕ ﻭﲣﻔﻴﻒ ﺍﻟﺘﻬﺪﻳﺪ ﺍﻟﻨﺎﺟﻢ ﻋﻦ ﻭﺟﻮﺩ ﺑﺪﺍﺋﻞ ‪.‬‬ ‫ﺑﺈﻣﻜﺎﻥ ﻧﻈﻢ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭ ﻣﺴﺎﻋﺪﺓ ﺍﳌﻨﻈﻤﺔ ﻋﻠﻰ ﺑﻨﺎﺀ ﻣﻴﺰﺓ ﺗﻜﻠﻔﺔ ‪.‬‬ ‫ﻓﺒﺈﻣﻜﺎ‪‬ﺎ ﺃﻥ ﺗﻮﻓﺮ ﺍﻟﻜﺜﲑ ﻣﻦ ﺍﳌﻨﺎﻓﻊ ﲟﺎ ﰲ ﺫﻟﻚ ﲢﺴﲔ ﺍﻟﻜﻔﺎﺀﺓ ﺍﻟﺸﺨﺼﻴﺔ ‪ ،‬ﻭﺍﻹﺳﺮﺍﻉ ﰲ ﺣﻞ ﺍﳌـﺸﻜﻼﺕ ﻭﺯﻳـﺎﺩﺓ‬ ‫ﺍﻟﺮﻗﺎﺑﺔ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ‪.‬‬ ‫ﺍﳌﺪﻳﺮﻭﻥ ﺍﻟﺬﻳﻦ ﻳﺮﻳﺪﻭﻥ ﺧﻠﻖ ﻣﻴﺰﺓ ﺍﻟﺘﻜﻠﻔﺔ ﻳﻨﺒﻐﻲ ﳍﻢ ﺍﻟﺒﺤﺚ ﻋﻦ ﺍﳊﺎﻻﺕ ﺍﻟﱵ ﺗﺒﺪﻭ ﻓﻴﻬﺎ ﻋﻤﻠﻴﺎﺕ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﺑﻄﻴﺌﺔ ﺃﻭ‬ ‫ﳑﻠﺔ ﺣﻴﺚ ﺗﺘﻜﺮﺭ ﻓﻴﻬﺎ ﺍﳌﺸﺎﻛﻞ ﺃﻭ ﺗﺘﺄﺧﺮ ﺍﳊﻠﻮﻝ ﺃﻭ ﺗﻜﻮﻥ ﻫﺬﻩ ﺍﳊﻠﻮﻝ ﻏﲑ ﻣﻘﻨﻌﺔ ‪.‬‬ ‫ﻭﰲ ﺑﻌﺾ ﺍﳊﺎﻻﺕ ‪ ،‬ﳝﻜﻦ ﺃﻥ ﺗﻘﻠﻞ ﻫﺬﻩ ﺍﻟﻨﻈﻢ ﻣﻦ ﺍﻟﺘﻜﺎﻟﻴﻒ ﻋﻨﺪﻣﺎ ﻳﻮﺍﺟﻪ ﺻﺎﻧﻌﻮ ﺍﻟﻘﺮﺍﺭ ﺍﺭﺗﻔﺎﻉ ﻣﻌـﺪﻝ ﺍﻟـﺪﻭﺭﺍﻥ‬ ‫ﻭﻳﻜﻮﻥ ﺍﻟﺘﺪﺭﻳﺐ ﺑﻄﻴﺌﹰﺎ ﻭﻣﺮﻫﻘﺎ ‪ ،‬ﻭﰲ ﺍﳊﺎﻻﺕ ﺍﻟﱵ ﺗﻜﻮﻥ ﻓﻴﻬﺎ ﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻰ ﺍﻷﻧﺸﻄﺔ ﻭﺍﻷﻗﺴﺎﻡ ﻭﺍﳌﺸﺎﺭﻳﻊ ﺳﻴﺌﺔ ‪.‬‬ ‫ﻛﻤﺎ ﳝﻜﻦ ﻟﻨﻈﻢ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭ ﺇﳚﺎﺩ ﻣﻴﺰﺓ ﻛﻠﻔﺔ ﻋﻦ ﻃﺮﻳﻖ ﺯﻳﺎﺩﺓ ﺍﻟﻜﻔﺎﺀﺓ ﺃﻭ ﺍﻟﺘﻘﻠﻴﺺ ﻣﻦ ﺃﻧﺸﻄﺔ ﺳﻠﺴﻠﺔ ﺍﻟﻘﻴﻤﺔ ‪.‬‬ ‫ﻓﻌﻠﻰ ﺳﺒﻞ ﺍﳌﺜﺎﻝ ‪ ،‬ﺑﺈﻣﻜﺎﻥ ﺃﻱ ﻣﺼﺮﻑ ﺃﻭ ﺷﺮﻛﺔ ﻗﺮﻭﺽ ﻋﻘﺎﺭﻳﺔ ﺧﻔﺾ ﺍﻟﺘﻜﺎﻟﻴﻒ ﻋﻦ ﻃﺮﻳﻖ ﺍﺳﺘﺨﺪﺍﻡ ﻧﻈﺎﻡ ﺩﻋﻢ ﻗﺮﺍﺭ‬ ‫ﺟﺪﻳﺪ ﻟﺘﺒﺴﻴﻂ ﺍﻹﺟﺮﺍﺀﺍﺕ ﻭﺍﻟﺘﻘﻠﻴﻞ ﻣﻦ ﻋﺪﺩ ﺳﺎﻋﺎﺕ ﻋﻤﻞ ﺍﳌﻮﻇﻔﲔ ﺍﻟﻼﺯﻣﺔ ﻹﻗﺮﺍﺭ ﺍﻟﻘﺮﻭﺽ ‪.‬‬ ‫‪٧٥‬‬ ‫ﺇﻥ ﺍﻟﺘﻄﻮﺭﺍﺕ ﰲ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﳝﻜﻦ ﺃﺣﻴﺎﻧﺎ ﺃﻥ ﺗﺴﺎﻫﻢ ﰲ ﺧﻔﺾ ﻛﻠﻔﺔ ﺍﻟﻌﻤﻠﻴﺎﺕ ‪.‬‬ ‫ﻧﻈﻢ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭ ﳝﻜﻦ ﺃﻥ ﲣﻠﻒ ﻣﻴﺰﺓ ﺗﻔﺎﺿﻠﻴﺔ ‪ ،‬ﻓﺘﻮﻓﲑ ﻧﻈﻢ ﺩﻋﻢ ﻗﺮﺍﺭ ﻟﻠﻌﻤﻼﺀ ﳝﻜﻦ ﺃﻥ ﻳﻔﺎﺿﻞ ﻣﻨﺘﺠﺎ ‪ ،‬ﻭﺭﲟﺎ ﻳـﻮﻓﺮ‬ ‫ﺧﺪﻣﺔ ﺟﺪﻳﺪﺓ ‪.‬‬ ‫ﺇﻥ ﺍﻟﺘﻔﺎﺿﻞ ﻳﺰﻳﺪ ﺍﻟﺮﲝﻴﺔ ﻋﻨﺪﻣﺎ ﻳﻜﻮﻥ ﺍﻟﺴﻌﺮ ﺍﶈﺪﺩ ﺃﻛﱪ ﻣﻦ ﺃﻱ ﺗﻜﺎﻟﻴﻒ ﺇﺿﺎﻓﻴﺔ ﻣﺮﺗﺒﻄﺔ ﲢﻘﻴﻖ ﺍﻟﺘﻔﺎﺿﻞ ‪.‬‬ ‫ﺇﻥ ﺍﳌﻔﺎﺿﻠﺔ ﺍﻟﻨﺎﺟﺤﺔ ﺗﻌﲏ ﺃﻥ ﺑﺈﻣﻜﺎﻥ ﺍﻟﺸﺮﻛﺔ ﻭﺿﻊ ﺳﻌﺮﺍ ﻣﻨﺎﺳﺒﺎ ﻭ‪ /‬ﺃﻭ ﺑﻴﻊ ﻭﺣﺪﺍﺕ ﺃﻛﺜـﺮ ‪ ،‬ﻭ‪ /‬ﺃﻭ ﺯﻳـﺎﺩﺓ ﻭﻻﺀ‬ ‫ﺍﳌﺸﺘﺮﻳﻦ ﻟﻠﺨﺪﻣﺔ ﺃﻭ ﺇﻋﺎﺩﺓ ﺍﻟﺸﺮﺍﺀ ‪.‬‬ ‫ﻭﺃﺧﲑﺍ ‪ ،‬ﻓﺎﻥ ﻧﻈﻢ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭ ﳝﻜﻦ ﺍﺳﺘﺨﺪﺍﻣﻬﺎ ﳌﺴﺎﻋﺪﺓ ﺍﻟﺸﺮﻛﺔ ﻋﻠﻰ ﺍﻟﺘﺮﻛﻴﺰ ﺑﺸﻜﻞ ﺃﻓﻀﻞ ﻋﻠﻰ ﺷﺮﳛﺔ ﳏﺪﺩﺓ ﻣـﻦ‬ ‫ﺍﻟﻌﻤﻼﺀ ﻭﺑﺎﻟﺘﺎﱄ ﻛﺴﺐ ﻣﻴﺰﺓ ﰲ ﺗﻠﺒﻴﺔ ﺍﺣﺘﻴﺎﺟﺎﺕ ﻫﺬﻩ ﺍﻟﺸﺮﳛﺔ ‪.‬‬ ‫ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻭﻧﻈﻢ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭ ﳝﻜﻦ ﺃﻥ ﲡﻌﻞ ﻣﻦ ﺍﻟﺴﻬﻞ ﻣﺘﺎﺑﻌﺔ ﺍﻟﻌﻤﻼﺀ ﻭﺗﻘﻮﻡ ﻧﻈﻢ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭ ﺑﺘـﺴﻬﻴﻞ‬ ‫ﺗﻠﺒﻴﺔ ﺍﺣﺘﻴﺎﺟﺎﺕ ﲣﺺ ﳎﻤﻮﻋﺔ ﻣﻌﻴﻨﺔ ﻣﻦ ﺍﻟﻌﻤﻼﺀ ‪.‬‬ ‫ﻭﻣﻦ ﺍﳌﻬﻢ ﺍﻻﻋﺘﺮﺍﻑ ﺑﺄﻥ ﺑﻌﺾ ﺍﻟﺸﺮﻛﺎﺕ ﻟﻴﺲ ﳍﺎ ﻣﻴﺰﺓ ﺗﻨﺎﻓﺴﻴﺔ ‪.‬‬ ‫ﳝﻜﻦ ﻟﻠﺸﺮﻛﺎﺕ ﺃﻥ ﲢﻘﻖ ﻣﻴﺰﺓ ﺗﻨﺎﻓﺴﻴﺔ ﻋﻦ ﻃﺮﻳﻖ ﺍﻟﻘﻴﺎﻡ ﺑﺘﻐﻴﲑﺍﺕ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ‪ ،‬ﻭﳝﻜﻦ ﻟﻠﺸﺮﻛﺎﺕ ﰲ ﻧﻔﺲ ﺍﻟﻮﻗﺖ ﺃﻥ‬ ‫ﺗﻔﻘﺪ ﻣﻴﺰﺓ ﺗﻨﺎﻓﺴﻴﺔ ﻋﻨﺪﻣﺎ ﻳﻘﻮﻡ ﺍﳌﻨﺎﻓﺴﻮﻥ ﺑﺈﺟﺮﺍﺀ ﺗﻐﻴﲑﺍﺕ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ‪.‬‬ ‫ﻧﻈﻢ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭ ﳝﻜﻦ ﺃﻥ ﺗﻜﻮﻥ ﻫﺎﻣﺔ ﻭﻣﻔﻴﺪﺓ ﻭﺿﺮﻭﺭﻳﺔ ‪ ،‬ﻭﻟﻜﻨﻬﺎ ﻗﺪ ﻻ ﺗﻮﻓﺮ ﻣﻴﺰﺓ ﺗﻨﺎﻓﺴﻴﺔ ‪.‬‬ ‫ﺍﻟﻜﺜﲑ ﻣﻦ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻻﺳﺘﺸﺎﺭﻳﺔ ﻭﺍﻟﺒﺎﻋﺔ ﻳﺮﻛﺰﻭﻥ ﻋﻠﻰ ﺍﻛﺘﺴﺎﺏ ﻣﻴﺰﺓ ﺗﻨﺎﻓﺴﻴﺔ ﻣﻦ ﳐﺎﺯﻥ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺃﻭ ﻣﻦ ﺧﻼﻝ ﻧﻈـﻢ‬ ‫ﻣﻌﻠﻮﻣﺎﺕ ﺍﻷﻋﻤﺎﻝ ﻭﻗﺪ ﻳﻜﻮﻧﻮﻥ ﻗﺎﺩﺭﻳﻦ ﻋﻠﻰ ﺫﻟﻚ ‪.‬‬ ‫ﻭﻣﻊ ﺫﻟﻚ ﳒﺪ ﺃﻥ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﻣﺸﺎﺭﻳﻊ ﻧﻈﻢ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭ ﻻ ﲢﻘﻖ ﻫﺬﻩ ﺍﻟﻨﺘﺎﺋﺞ ‪ ،‬ﻭﺭﲟﺎ ﱂ ﻳﻜﻦ ﺍﻟﻘﺼﺪ ﻣﻨﻬﺎ ﰲ ﺍﻷﺳـﺎﺱ‬ ‫ﺇﳚﺎﺩ ﻣﻴﺰﺓ ﺗﻨﺎﻓﺴﻴﺔ ‪.‬‬ ‫ﺇﺫﺍ ﺣﺎﻭﻟﺖ ﺷﺮﻛﺔ ﺗﻄﻮﻳﺮ ﻧﻈﺎﻡ ﻟﺪﻋﻢ ﺍﻟﻘﺮﺍﺭ ﻳﻮﻓﺮ ﻣﻴﺰﺓ ﺗﻨﺎﻓﺴﻴﺔ ‪ ،‬ﻓﺄﻥ ﻋﻠﻰ ﺍﳌﺪﺭﺍﺀ ﻭﺍﶈﻠﻠﲔ ﺃﻥ ﻳﺴﺄﻟﻮﺍ ﻛﻴﻒ ﺃﻥ ﺍﻟﻨﻈﺎﻡ‬ ‫ﺍﳌﻘﺘﺮﺡ ﺳﻴﺆﺛﺮ ﻋﻠﻰ ﻛﻠﻔﺔ ﺍﻟﺸﺮﻛﺔ ﻭﺍﻟﻌﻼﻗﺎﺕ ﻣﻊ ﺍﳌﻮﺭﺩﻳﻦ ﻭﺍﻟﻌﻤﻼﺀ ﻭﺍﻟﻔﻌﺎﻟﻴﺔ ﺍﻹﺩﺍﺭﻳﺔ ‪.‬‬ ‫ﻛﻤﺎ ﺃﻥ ﻋﻠﻰ ﺍﳌﺪﺭﺍﺀ ﺃﻳﻀﺎ ﳏﺎﻭﻟﺔ ﺗﻘﻴﻴﻢ ﻛﻴﻒ ﺃﻥ ﺍﻟﻨﻈﺎﻡ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﺍﳌﻘﺘﺮﺡ ﺳﻴﺆﺛﺮ ﻋﻠﻰ ﻫﻴﻜﻠﻴﺔ ﺍﻟـﺼﻨﺎﻋﺔ ﻭﺳـﻠﻮﻙ‬ ‫ﺍﳌﻨﺎﻓﺴﲔ ‪.‬‬ ‫‪٧٦‬‬ ‫ﻭﻟﺬﻟﻚ ‪ ،‬ﻓﺈﻥ ﻋﻠﻰ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻻﺳﺘﻤﺮﺍﺭ ﰲ ﲢﺴﲔ ﻭﺗﻄﻮﻳﺮ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺩﻋﻢ ﺍﲣـﺎﺫ ﺍﻟﻘـﺮﺍﺭ ﻻﻛﺘـﺴﺎﺏ‬ ‫ﻭﺍﶈﺎﻓﻈﺔ ﻋﻠﻰ ﺃﻱ ﻣﻴﺰﺓ ﺗﻨﺎﻓﺴﻴﺔ ‪.‬‬ ‫‪ . ٨‬ﺧﻼﺻﺔ ﺍﻟﻔﺼﻞ ﺍﻟﺜﺎﱐ ‪:‬‬ ‫ﳑﺎ ﻻ ﺷﻚ ﻓﻴﻪ ﺃﻥ ﺍﻟﺘﻄﻮﺭﺍﺕ ﺍﻟﺴﺮﻳﻌﺔ ﰲ ﳎﺎﻝ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﻻﺗﺼﺎﻻﺕ ﺃﺛﺮﺕ ﺑﺸﻜﻞ ﻛﺒﲑ ﻋﻠﻰ ﺍﻟﻄﺮﻳﻘﺔ ﺍﻟﱵ‬ ‫ﺗﻘﻮﻡ ﻓﻴﻬﺎ ﺍﳌﻨﻈﻤﺎﺕ ﺑﺄﻋﻤﺎﳍﺎ ﻭﺍﲣﺎﺫ ﻗﺮﺍﺭﺍ‪‬ﺎ ‪.‬‬ ‫ﺟﺎﺀﺕ ﻧﻈﻢ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭ ﻟﺘﺆﻛﺪ ﻋﻠﻰ ﺃﳘﻴﺔ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﲟﺎ ﻓﻴﻬﺎ ﺗﻠﻚ ﺍﻟﱵ ﺗﻌﺰﺯ ﻓﺮﺻﻬﺎ ﰲ ﲢﻘﻴﻖ ﻣﻴـﺰﺓ‬ ‫ﺗﻨﺎﻓﺴﻴﺔ ‪.‬‬ ‫ﻳﻮﺿﺢ ﺍﻟﺒﺎﺣﺚ ﰲ ﻫﺬﺍ ﺍﻟﻔﺼﻞ ﺃﻥ ﳒﺎﺡ ﺍﳌﻨﻈﻤﺔ ﰲ ﻣﺴﺎﻋﻴﻬﺎ ﻟﺘﺤﻘﻴﻖ ﻣﻴﺰﺓ ﺗﻨﺎﻓﺴﻴﺔ ﻣﻦ ﺧﻼﻝ ﺗﻄﺒﻴﻖ ﻧﻈﺎﻡ ﺩﻋﻢ ﺍﻟﻘـﺮﺍﺭ‬ ‫ﻳﻌﺘﻤﺪ ﻋﻠﻰ ﻣﺪﻯ ﺍﻟﺘﺰﺍﻣﻬﺎ ﺑﺘﻄﺒﻴﻖ ﻫﺬﻩ ﺍﻟﻨﻈﻢ ﺿﻤﻦ ﺇﻃﺎﺭ ﻋﻤﻞ ﳏﺪﺩ ‪.‬‬ ‫ﻓﺒﻤﺠﺮﺩ ﺑﻨﺎﺀ ﺍﻟﻨﻈﺎﻡ ﳚﺐ ﺃﻥ ﻳﺘﻢ ﺍﺳﺘﺨﺪﺍﻣﻪ ﲝﻴﺚ ﻳﺼﺒﺢ ﻣﺼﺪﺭﺍ ﻣﻬﻤﺎ ﻟﻘﻮﺓ ﺃﻭ ﻗﺪﺭﺓ ﺍﳌﻨﻈﻤﺔ ﻛﻤﺎ ﳚـﺐ ﺃﻥ ﻳﻜـﻮﻥ‬ ‫ﻧﻈﺎﻡ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭ ﻓﺮﻳﺪﺍ ﻟﻠﻤﻨﻈﻤﺔ ﻭﻣﻠﻜﺎ ﳍﺎ ﻭﺃﻳﻀﺎ ﻓﺈﻥ ﺍﳌﻴﺰﺓ ﺍﻟﱵ ﺗﻮﻓﺮﻫﺎ ﻧﻈﻢ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭ ﳚﺐ ﺃﻥ ﺗﻜـﻮﻥ ﻣـﺴﺘﺪﺍﻣﺔ‬ ‫ﻟﻔﺘﺮﺓ ﻛﺎﻓﻴﺔ ﳊﲔ ﺗﻠﻘﻰ ﻋﺎﺋﺪ ﻣﻨﺎﺳﺐ ‪.‬‬ ‫ﺍﻟﻔﺼﻞ ﺍﻟﺜﺎﻟﺚ ‪ :‬ﺇﺩﺍﺭﺓ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻭﺍﻹﺩﺍﺭﺓ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬ ‫‪ -١‬ﻣﻘﺪﻣﺔ ﺍﻟﻔﺼﻞ‪:‬‬ ‫‪٧٧‬‬ ‫ﺇﺩﺍﺭﺓ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ )‪ (T.Q.M‬ﻫﻲ ﻋﺒﺎﺭﺓ ﻋﻦ "ﺛﻮﺭﺓ ﺇﺩﺍﺭﻳﺔ ﺟﺪﻳﺪﺓ ﻭﺗﻄﻮﻳﺮ ﻓﻜﺮﻱ ﺷـﺎﻣﻞ ﻭﺛﻘﺎﻓـﺔ‬ ‫ﺗﻨﻈﻴﻤﻴﺔ ﺟﺪﻳﺪﺓ ‪ ،‬ﲨﻴﻊ ﻫﺬﻩ ﺍﳌﻔﺎﻫﻴﻢ ﺗﺴﻌﻲ ﺇﱄ ﺗﻄﻮﻳﺮ ﺍﳌﺴﺘﻤﺮ ﰲ ﺍﻟﻌﻤﻠﻴﺎﺕ "ﻭﳝﻜﻦ ﺃﻥ ﺗﻌﺮﻑ ﺇﺩﺍﺭﺓ ﺍﳉﻮﺩﺓ ﺍﻟـﺸﺎﻣﻠﺔ‬ ‫ﻋﻠﻰ ﺃ‪‬ﺎ "ﻣﺪﺧﻞ ﺷﺎﻣﻞ ﲟﻌﲏ ﺃﻧﻪ ﻳﺸﻤﻞ ﻛﻞ ﺍﻟﻘﻄﺎﻋﺎﺕ ﻭﻣﺴﺘﻮﻳﺎﺕ ﻭﻭﻇﺎﺋﻒ ﺍﳌﻨﻈﻤﺔ ‪‬ﺪﻑ ﺍﻟﺘﺤـﺴﲔ ﺍﳌـﺴﺘﻤﺮ ﰲ‬ ‫ﺍﻟﻘﺪﺭﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻟﻠﻜﻔﺎﺀﺓ ﻭﺍﳌﺮﻭﻧﺔ ﻟﻠﻤﻨﻈﻤﺔ ﻛﻠﻬﺎ ﻭﻳﻌﺘﻤﺪ ﻋﻠﻰ ﺍﻟﺘﺨﻄﻴﻂ ‪ ،‬ﺍﻟﺘﻨﻈﻴﻢ ﻭﲢﻠﻴﻞ ﻛﻞ ﻧﺸﺎﻁ ﰲ ﺍﳌﻨﻈﻤﺔ ﻭﻳﻘﻮﻡ‬ ‫ﻋﻠﻰ ﻓﺮﻕ ﺍﻟﻌﻤﻞ ﻟﺘﺤﺴﲔ ﺍﳉﻮﺩﺓ ﺑﺎﺳﺘﻤﺮﺍﺭ )‪ (Continuous Quality Improvement Teams‬ﻭﻟﻴﺲ‬ ‫ﺍﻟﻌﻤﻞ ﺍﳌﺘﻘﻄﻊ ‪ ،‬ﻛﺬﻟﻚ ﳝﻜﻦ ﺍﻟﻘﻮﻝ ﺑﺄﻥ ﺇﺩﺍﺭﺓ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻫﻲ ﻣﺪﺧﻞ ﻳﻌﺘﻤﺪ ﻋﻠﻰ ﺍﻟﺮﻗﺎﺑﺔ ﺍﻟﺬﺍﺗﻴﺔ ﺑﺪﻳﻼ ﻋﻦ ﺍﻟﺮﻗﺎﺑﺔ‬ ‫ﺍﳋﺎﺭﺟﻴﺔ ﺣﻴﺚ ﺃﻥ ﺍﳉﻮﺩﺓ ﻻ ﺗﻔﺮﺽ ﻋﻠﻰ ﺍﻹﻧﺴﺎﻥ ﻭﻟﻜﻨﻬﺎ ﺗﺘﺒﻊ ﻣﻨﻪ ‪. ٢٤‬‬ ‫‪ -٢‬ﻣﻔﻬﻮﻣﻲ ﺍﳉﻮﺩﺓ ﻭﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ‪:‬‬ ‫ﺍﳉﻮﺩﺓ‪ :‬ﻫﻲ ﳎﻤﻮﻋﺔ ﺍﻟﺼﻔﺎﺕ ﻭﺍﳋﺼﺎﺋﺺ ﻟﻠﺴﻠﻌﺔ ﺃﻭ ﺍﳋﺪﻣﺔ ﺍﻟﱵ ﺗﺆﺩﻯ ﺇﱃ ﻗﺪﺭ‪‬ﺎ ﻋﻠﻰ ﲢﻘﻴﻖ ﺍﻟﺮﻏﺒﺎﺕ ﻟﻘﺪ ﻋﺮﻓـﺖ‬ ‫ﻣﻔﺎﻫﻴﻢ ﺍﳉﻮﺩﺓ ﻋﺪﺓ ﺗﻄﻮﺭﺍﺕ ﻟﺘﺼﻞ ﰲ ﺍﻟﻨﻬﺎﻳﺔ ﺇﱃ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ‪.‬‬ ‫ﻓﻔﻲ ﺍﳌﺮﺣﻠﺔ ﺍﻷﻭﱃ ‪ :‬ﻛﺎﻧﺖ ﺍﳉﻮﺩﺓ ﺗﻌﲏ ﺟﻮﺩﺓ ﺍﳌﻨﺘﺞ ﻭﺫﻟﻚ ﻋﻦ ﻃﺮﻳﻖ ﺍﻹﻫﺘﻤﺎﻡ ﺑـ ‪ :‬ﲣﻔﻴﺾ ﻧـﺴﺒﺔ ﺍﻹﻧﺘـﺎﺝ ﺃﺩﺍﺀ‬ ‫ﺍﻟﻌﻤﻞ ﺻﺤﻴﺤﺎ ﻣﻦ ﺍﳌﺮﺣﻠﺔ ﺍﻻﻭﱃ ﻗﻴﺎﺱ ﺗﻜﻠﻔﺔ ﺍﻹﻧﺘﺎﺝ ﺍﳌﻌﻴﺐ ﻭ ﲢﻔﻴﺰ ﻋﻤﺎﻝ ﺍﻹﻧﺘﺎﺝ ﻟﻺﻟﺘﺰﺍﻡ ﺑﺸﺮﻭﻁ ﺍﳉﻮﺩﺓ‪.‬‬ ‫ﺃﻣﺎ ﰲ ﺍﳌﺮﺣﻠﺔ ﺍﻟﺜﺎﻧﻴﺔ ﻓﺎﺭﺗﺒﻄﺖ ﺍﳉﻮﺩﺓ ﺑﺈﺷﺒﺎﻉ ﺭﻏﺒﺎﺕ ﺍﻟﻌﻤﻴﻞ ﻭﺫﻟﻚ ﺑﺎﻻﻗﺘﺮﺍﺏ ﻣﻦ ﺍﻟﻌﻤﻴﻞ ﻭﺗﻔﻬﻢ ﺣﺎﺟﺎﺗﻪ ﻭﺗﻮﻗﻌﺎﺗـﻪ‬ ‫ﻭﺟﻌﻞ ﻛﻞ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺃﺳﺎﺳﻬﺎ ﺭﻏﺒﺎﺕ ﺍﻟﻌﻤﻴﻞ‪.‬‬ ‫ﰲ ﺣﲔ ﺃﻥ ﺍﳌﺮﺣﻠﺔ ﺍﻟﺜﺎﻟﺜﺔ ﺍﲣﺬﺕ ﺍﳉﻮﺩﺓ ﻛﻌﺎﻣﻞ ﰲ ﺍﳌﻨﺎﻓﺴﺔ ﻋﻦ ﻃﺮﻳﻖ ‪ :‬ﺟﻌﻞ ﺍﻟﺴﻮﻕ ﺃﺳﺎﺱ ﻛﻞ ﺍﻟﻘﺮﺍﺭﺍﺕ ﻭﺍﻻﻗﺘﺮﺍﺏ‬ ‫ﻣﻦ ﺍﻟﺴﻮﻕ ﻭﺍﻟﻌﻤﻼﺀ ﺃﻛﺜﺮ ﻣﻦ ﺍﳌﻨﺎﻓﺴﲔ ﻟﻠﺘﻌﺮﻑ ﻋﻠﻰ ﺍﳌﻨﺎﻓﺴﲔ ﻭﳏﺎﻭﻟﺔ ﺍﻟﺘﻤﻴﺰ ﻋﻠﻴﻬﻢ ﻭﺍﻟﺒﺤﺚ ﻋﻦ ﺃﺳﺒﺎﺏ ﺍﻧـﺼﺮﺍﻑ‬ ‫ﺍﻟﻌﻤﻼﺀ ﻟﻨﺼﻞ ﰲ ﺍﻟﻨﻬﺎﻳﺔ ﺇﱃ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ‪ :‬ﻓﺎﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻫﻲ ﻣﺪﺧﻞ ﺇﱃ ﺗﻄﻮﻳﺮ ﺷﺎﻣﻞ ﻣﺴﺘﻤﺮ ﻳـﺸﻤﻞ ﻛﺎﻓـﺔ‬ ‫ﻣﺮﺍﺣﻞ ﺍﻷﺩﺍﺀ ‪ ،‬ﻭﻳﺸﻜﻞ ﻣﺴﺆﻭﻟﻴﺔ ﻛﻞ ﻓﺮﺩ ﰲ ﺍﳌﻨﻈﻤﺔ ﻣﻦ ﺍﻹﺩﺍﺭﺍﺕ ﺍﻟﻌﻠﻴﺎ ﻭﺍﻹﺩﺍﺭﺓ ﻭﺍﻷﻗﺴﺎﻡ ﻭﻓـﺮﻕ ﺍﻟﻌﻤـﻞ ﺳـﻌﻴﺎ‬ ‫‪24‬‬ ‫‪Ang, C.L., Davies, M. and Finaly, P.N. (2000), Measures to Assess the‬‬ ‫‪Impact of Information Technology on Quality Management",‬‬ ‫‪International Journal of Quality & Reliability Management.‬‬ ‫‪٧٨‬‬ ‫ﻹﺷﺒﺎﻉ ﺣﺎﺟﺎﺕ ﻭﺗﻮﻗﻌﺎﺕ ﺍﻟﻌﻤﻴﻞ ‪ ،‬ﻭﻳﺸﻤﻞ ﻧﻄﺎﻗﻬﺎ ﻛﺎﻓﺔ ﻣﺮﺍﺣﻞ ﺍﻟﺘﺸﻐﻴﻞ ﻭﺣﱴ ﺍﻟﺘﻌﺎﻣﻞ ﻣﻊ ﺍﻟﻌﻤﻴﻞ ﺑﻴﻌﹰﺎ ﻭﺧﺪﻣﺔ )ﺃﻱ‬ ‫ﺧﺪﻣﺎﺕ ﻣﺎ ﺑﻌﺪ ﺍﻟﺒﻴﻊ( ‪.‬‬ ‫*ﺇﺫﺍ ﺗﻘﻮﻡ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻋﻠﻰ ‪:‬‬ ‫ﺇﻋﺪﺍﺩ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﲢﺴﲔ ﺍﳉﻮﺩﺓ ﺑﺈﺷﺮﺍﻙ ﻛﻞ ﺍﻷﻓﺮﺍﺩ ﺍﳌﻤﻜﻨﲔ ) ﺍﻟﻌﻤﺎﻝ ( ﻭﲢﻔﻴﺰﻫﻢ ﻟﻠﻤﺤﺎﻓﻈﺔ ﻋﻠﻰ ﺍﻟﻜﻔﺎﺀﺓ ﺍﳌﻬﻨﻴﺔ ‪.‬‬ ‫ﺇﺩﺍﺭﺓ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻫﻮ ‪‬ﺞ ﺗﺴﺘﺨﺪﻣﻪ ﺍﳌﻨﻈﻤﺎﺕ ﳋﺪﻣﺔ ﻣﺼﺎﳊﻬﺎ ﺍﳌﺘﻐﲑﺓ ﺩﺍﺋﻤﺎ ﻣﻦ ﺍﺣﺘﻴﺎﺟﺎﺕ ﺍﻟﻌﻤـﻼﺀ ‪ ،‬ﻭﺗﻮﻟﻴـﺪ‬ ‫ﺍﻷﺭﺑﺎﺡ ﻷﺻﺤﺎﺏ ﺍﳌﺼﻠﺤﺔ ﻓﻴﻬﺎ ‪.‬‬ ‫ﻋﺪﺩ ﻣﺘﺰﺍﻳﺪ ﻣﻦ ﺍﳌﻨﻈﻤﺎﺕ ﺗﺴﺘﺨﺪﻡ ﺇﺩﺍﺭﺓ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻟﺘﺤﻘﻴﻖ ﻣﻴﺰﺓ ﺗﻨﺎﻓﺴﻴﺔ ‪ ،‬ﻭﲢﺴﲔ ﺃﺩﺍﺀ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺘﺠﺎﺭﻳـﺔ ‪،‬‬ ‫ﻭﺯﻳﺎﺩﺓ ﳕﻮ ﺍﻷﻋﻤﺎﻝ ﺍﻟﺘﺠﺎﺭﻳﺔ ‪.‬‬ ‫ﺇﺩﺍﺭﺓ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻫﻲ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﳌﺒﺎﺩﺉ ﺍﻟﺘﻮﺟﻴﻬﻴﺔ ﻭﺍﳌﻤﺎﺭﺳﺎﺕ ‪ ،‬ﻓﻀﻼ ﻋﻦ ﺍﻟﻔﻠﺴﻔﺔ ‪ ،‬ﻭﺍﻟﱵ ﲢﺪﺩ ﻟـﻴﺲ ﻓﻘـﻂ‬ ‫ﺇﺩﺍﺭﺓ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻭﲢﺴﲔ ﺍﻷﺩﺍﺀ ‪ .‬ﻭﺑﺎﻟﺘﺎﱄ ﻓﺈﻥ ﺍﻟﺸﺮﻛﺎﺕ ﺍﳌﻨﻔﺬﺓ ﺗﻨﻔﻴﺬﺍ ﻓﻌﺎﻻ ﻹﺩﺍﺭﺓ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﺗﺘﻔﻮﻕ ﻋﻠـﻰ‬ ‫ﺍﻟﺸﺮﻛﺎﺕ ﻏﲑ ﺍﳌﻄﺒﻘﻴﺔ ﻹﺩﺍﺭﺓ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ‪.‬‬ ‫‪-٣‬ﻋﻼﻗﺔ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﺈﺩﺍﺭﺓ ﺍﳉﻮﺩﺓ ‪:‬‬ ‫ﻟﻘﺪ ﺃﺻﺒﺤﺖ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﻌﺎﻣﻞ ﺍﻷﺳﺎﺳﻲ ﰲ ﲢﺪﻳﺪ ﳒﺎﺡ ﺃﻱ ﻣﺆﺳﺴﺔ ‪ ،‬ﺣﻴﺚ ﺗﺸﻜﻞ ﺍﻟﻘﻮﺓ ﺍﻟﺪﺍﻓﻌﺔ ﺍﻟـﱵ‬ ‫ﲢﺮﻙ ﺍﻻﻗﺘﺼﺎﺩ ﻭﺍﻟﻮﻗﻮﺩ ﺍﻟﺬﻱ ﳛﻔﻆ ﻋﻠﻰ ﺗﺸﻐﻴﻠﻪ ‪.‬‬ ‫ﻭﺗﺪﻋﻮ ﻫﺬﻩ ﺍﳊﻘﻴﻘﺔ ﺍﱃ ﻣﺴﺘﻮﻯ ﺟﺪﻳﺪ ﻣﻦ ﺍﻟﻮﻋﻲ ﻟﺪﻯ ﲨﻴﻊ ﺍﻟﻌﺎﻣﻠﲔ ﰲ ﺍﻟﻘﻄﺎﻉ ﺍﻟﻌﺎﻡ ﻭﺍﳋﺎﺹ ‪ ،‬ﺣﻴـﺚ ﺃﻥ ﻣـﺪﻯ‬ ‫ﻭﺟﻮﺩﺓ ﺍﻟﻨﺘﺎﺋﺞ ﺍﻟﱵ ﺗﺘﺤﻘﻖ ﺍﻗﺘﺼﺎﺩﻳﺎ ﻭﺍﺟﺘﻤﺎﻋﻴﺎ ﻭﺛﻘﺎﻓﻴﺎ ﺳﻮﻑ ﻳﺘﻨﺎﺳﺐ ﻃﺮﺩﻳﺎ ﻣﻊ ﻣﺪﻯ ﻭﺟﻮﺩﺓ ﺗﻄﻮﻳﺮ ﺍﻟﻘﻄﺎﻉ ‪.‬‬ ‫‪٧٩‬‬ ‫ﻭﻗﺪ ﺩﻟﺖ ﺍﻟﺪﺭﺍﺳﺎﺕ ﺍﻟﱵ ﺍﺟﺮﻳﺖ ﺣﺪﻳﺜﺎ ﻋﻠﻰ ﺃﻧﻪ ﻭﺑﻐﺾ ﺍﻟﻨﻈﺮ ﻋﻦ ﺍﻟﻘﻄﺎﻉ ﺍﻭ ﻣﺴﺘﻮﻯ ﺍﻟﺘﻄﻮﺭ ﺍﳊﺎﺻـﻞ ﰲ‬ ‫ﺍﻟﻘﻄﺎﻉ ‪ ،‬ﻓﺎﻥ ﺟﻮﺩﺓ ﺍﻹﺩﺍﺭﺓ ﻫﻲ ﺍﻟﱵ ﲤﻴﺰ ﺍﳌﺆﺳﺴﺎﺕ ﺍﳉﻴﺪﺓ ﻋﻦ ﻏﲑﻫﺎ ﻣﻦ ﺍﳌﺆﺳﺴﺎﺕ ﺍﻷﺧﺮﻯ ‪.‬‬ ‫ﻭﺑﺎﻟﺮﻏﻢ ﻣﻦ ﺃﻥ ﻋﻮﺍﻣﻞ ﺭﺃﺱ ﺍﳌﺎﻝ ﻭﺍﻟﺘﻘﻨﻴﺔ ﻋﻮﺍﻣﻞ ﺿﺮﻭﺭﻳﺔ ‪ ،‬ﺇﻻ ﺃ‪‬ﺎ ﺃﺻﺒﺤﺖ ﺛﺎﻧﻮﻳﺔ ﺑﺎﻟﻨﺴﺒﺔ ﳉـﻮﺩﺓ ﺍﻹﺩﺍﺭﺓ‬ ‫ﻣﻦ ﺣﻴﺚ ﻧﺴﺒﺔ ﻣﺴﺎﳘﺘﻬﺎ ﰲ ﳒﺎﺡ ﺍﳌﺆﺳﺴﺔ ‪ .‬ﻭﻗﺪ ﺗﺒﲔ ﺃﻥ ﺃﻛﺜﺮ ﺍﳌﺆﺳﺴﺎﺕ ﳒﺎﺣﺎ ﰲ ﺍﻟﺒﻴﺌﺔ ﺍﳉﺪﻳﺪﺓ ﺍﻟﱵ ﺗﺘﻤﻴﺰ ﺑﺰﻳـﺎﺩﺓ‬ ‫ﺍﻟﻌﻮﳌﺔ ﻭﺑﺎﻟﺘﺎﱄ ﺍﺷﺘﺪﺍﺩ ﺍﳌﻨﺎﻓﺴﺔ ‪ ،‬ﻛﺎﻧﺖ ﺗﻠﻚ ﺍﻟﱵ ﺗﺪﺍﺭ ﺗﺒﻌﹰﺎ ﳌﺒﺎﺩﺉ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ‪.‬‬ ‫ﻭﺗﻨﻄﺒﻖ ﻫﺬﻩ ﺍﳌﻼﺣﻈﺔ ﺃﻳﻀﺎ ﻋﻠﻰ ﺍﳌﺆﺳﺴﺎﺕ ﺍﻟﱵ ﺗﺸﺘﻐﻞ ﰲ ﺑﻴﺌﺔ ﺍﺣﺘﻜﺎﺭﻳﺔ ‪.‬‬ ‫ﻭﺣﻴﺚ ﺃﻥ ﺍﳌﻨﺸﺄﺕ ﺍﳊﺪﻳﺜﺔ ﺗﻌﻤﻞ ﰲ ﺑﻴﺌﺔ ﻣﺘﻄﻮﺭﺓ ﺑﺸﻜﻞ ﻣﺴﺘﻤﺮ ﰲ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﻣﺎ ﻳﺘﺮﺗﺐ ﻋﻠﻰ ﺫﻟﻚ ﻣـﻦ‬ ‫ﺗﻄﻮﺭ ﰲ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﻹﻧﺘﺎﺝ ‪ ،‬ﻟﺬﻟﻚ ﺗﺄﺛﺮﺕ ﺃﻫﺪﺍﻑ ﻭﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺗﻠﻚ ﺍﳌﻨﺸﺄﺕ ﻭﺯﺍﺩ ﺍﻫﺘﻤﺎﻣﻬـﺎ ﺑﻌﺎﻣـﻞ ﺍﻟﻮﻗـﺖ‬ ‫ﻭﺍﳉﻮﺩﺓ ﻭﺇﺭﺿﺎﺀ ﺍﻟﻌﻤﻼﺀ ﻭﲢﻘﻴﻖ ﺍﻟﻨﻤﻮ ﻭﺍﻟﺘﻄﻮﺭ ‪ ،‬ﻭﻛﺎﻥ ﻧﺘﺎﺟﹰﺎ ﻟﺬﻟﻚ ﺿﺮﻭﺭﺓ ﺻﻴﺎﻏﺔ ﻣﻘﺎﻳﻴﺲ ﺃﺩﺍﺀ ﺟﺪﻳﺪﺓ ﻟﺘﻘﻮﱘ ﺍﻷﺩﺍﺀ‬ ‫ﻭﲢﻘﻴﻖ ﺍﻟﺘﻮﺍﺯﻥ ﺑﲔ ﺟﻮﺍﻧﺐ ﺍﻷﺩﺍﺀ ﺍﳌﺨﺘﻠﻔﺔ ﰲ ﺍﳌﻨﺸﺄﺓ ‪.‬‬ ‫ﻣﻊ ﺿﺮﻭﺭﺓ ﺃﻥ ﺗﺮﻛﺰ ﻧﻈﻢ ﺗﻘﻮﱘ ﺍﻻﺩﺍﺀ ﻋﻠﻰ ﺩﺭﺍﺳﺔ ﻭﲢﻠﻴﻞ ﺍﻷﺳﺒﺎﺏ ﺃﻭ ﺍﶈﺮﻛﺎﺕ ﺍﳌﺆﺛﺮﺓ ﰲ ﺍﻷﺩﺍﺀ ﺣﱴ ﳝﻜـﻦ ﺍﲣـﺎﺫ‬ ‫ﻗﺮﺍﺭﺍﺕ ﳏﺴﻨﺔ ﺑﺸﻜﻞ ﺻﺤﻴﺢ ‪.‬‬ ‫ﻭﻳﻌﺘﻤﺪ ﺍﻷﺩﺍﺀ ﺍﻹﺩﺍﺭﻱ ﺑﺼﻮﺭﺓ ﻛﺒﲑﺓ ﻋﻠﻰ ﺗﻮﺍﻓﺮ ﻧﻈﺎﻡ ﻗﻴﺎﺱ ﺟﻴﺪ ﻟﻸﺩﺍﺀ ﻣﻦ ﺣﻴﺚ ﺍﻟﺘﺼﻤﻴﻢ ﻟﻴﻌﻄﻲ ﺍﺭﺗﺒﺎﻃﺎ ﻭﺍﺿﺤﹰﺎ ﺑﲔ‬ ‫ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻭﺍﻟﺴﻠﻮﻙ ﺍﻹﻧﺴﺎﱐ ‪ ،‬ﺗﻌﺘﱪ ﺍﻟﻌﻤﻠﻴﺎﺕ ﻧﺘﺎﺟﹰﺎ ﻣﻦ ﺍﻷﻧﺸﻄﺔ ﺍﻟﻮﻇﻴﻔﻴﺔ ﺍﳌﺸﺘﺮﻛﺔ ﺍﻟﱵ ﻳﺆﺩﻳﻬﺎ ﺍﻟﻨﺎﺱ ﻭﺍﻵﻟﻴـﺎﺕ‬ ‫ﺍﻟﱵ ﺗﻀﻢ ﺍﳌﻮﺍﺭﺩ ﺍﻟﻘﻴﻤﺔ ﻟﺘﺤﻮﻳﻞ ﺍﳌﺪﺧﻼﺕ ﺇﱃ ﳐﺮﺟﺎﺕ ‪.‬‬ ‫‪٨٠‬‬ ‫ﺗﻠﻚ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺗﻌﻄﻲ ﺍﺭﺗﺒﺎﻃﹰﺎ ﻣﻬﻤﹰﺎ ﺑﲔ ﻣﺴﺘﻮﻯ ﺃﻫﺪﺍﻑ ﺍﳌﻨﻈﻤﺔ ﻭﺍﳌﺴﺘﻮﻯ ﺍﻟﺬﻱ ﻳﺘﻢ ﺗﺄﺩﻳﺘﻪ ﻣﻦ ﺧﻼﻝ ﺍﻷﻓﺮﺍﺩ ‪ ،‬ﻟﺬﻟﻚ‬ ‫ﳝﻜﻦ ﻗﻴﺎﺱ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺑﺼﻮﺭﺓ ﻓﻌﺎﻟﺔ ﲝﻴﺚ ﺗﻄﺒﻖ ﺍﳌﻘﺎﻳﻴﺲ ﰲ ﻣﻈﺎﻫﺮ ﻣﻌﺰﺯﺍﺕ ﻋﺪﻳﺪﺓ ﻟﻠﻌﻤﻠﻴﺎﺕ ﺧﺼﻮﺻﹰﺎ ﺍﳍﺎﻣﺔ ﻣﻨـﻬﺎ‬ ‫ﻣﺜﻞ ﻣﻘﻴﺎﺱ ﺍﻟﺰﻣﻦ) ﺍﻟﻮﻗﺖ ( ﻭﺍﳉﻮﺩﺓ ﻭﺍﻟﺘﻜﻠﻔﺔ ﺍﳌﺎﻟﻴﺔ ‪.‬‬ ‫ﻭﺗﻌﻤﻞ ﻫﺬﻩ ﺍﳌﻘﺎﻳﻴﺲ ﰲ ﺍﳌﻨﻈﻤﺎﺕ ﰲ ﺛﻼﺛﺔ ﻣﺴﺘﻮﻳﺎﺕ ﻣﻦ ﺍﻷﺩﺍﺀ ‪ ،‬ﰲ ﻣﺴﺘﻮﻯ ﻣﻠﻔﺎﺕ ﺍﳌﻨﻈﻤﺔ ‪ ،‬ﻭﻣﺴﺘﻮﻯ ﺍﻟﻌﻤـﻞ ‪،‬‬ ‫ﻭﺍﳌﺴﺘﻮﻯ ﺍﻟﻔﺮﺩﻱ ‪ ،‬ﻭﺗﺴﻤﻰ ﻫﺬﻩ ﺍ‪‬ﻤﻮﻋﺔ ﻣﻦ ﻣﻌﺰﺯﺍﺕ ﺍﳌﻘﺎﻳﻴﺲ ﺍﳌﺨﺘﻠﻔﺔ ﰲ ﻫﻴﻜﻞ ﺍﳌﻨﻈﻤﺔ ﺇﻃﺎﺭ ﻋﻤﻞ ﻣﻘﺎﻳﻴﺲ ﺍﻷﺩﺍﺀ‬ ‫ﺍﳌﺘﻜﺎﻣﻞ ‪.‬‬ ‫ﻭﲟﺎ ﺃﻥ ﺃﻫﺪﺍﻑ ﺇﺩﺍﺭﺓ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻫﻲ ﺛﻼﺛﺔ ﺃﻫﺪﺍﻑ ﺭﺋﻴﺴﻴﺔ ﻭﻫﻲ ‪:‬‬ ‫‪ -١‬ﺧﻔﺾ ﺍﻟﺘﻜﺎﻟﻴﻒ ‪:‬‬ ‫ﻓﺎﳉﻮﺩﺓ ﺗﺘﻄﻠﺐ ﻋﻤﻞ ﺍﻷﺷﻴﺎﺀ ﺍﻟﺼﺤﻴﺤﺔ ﺑﺎﻟﻄﺮﻳﻘﺔ ﺍﻟﺼﺤﻴﺤﺔ ﻣﻦ ﺃﻭﻝ ﻣﺮﺓ ﻭﻫﺬﺍ ﻳﻌﲏ ﺗﻘﻠﻴﻞ ﺍﻷﺷﻴﺎﺀ ﺍﻟﺘﺎﻟﻔﺔ ﺃﻭ ﺇﻋـﺎﺩﺓ‬ ‫ﺇﳒﺎﺯﻫﺎ ﻭﺑﺎﻟﺘﺎﱄ ﺗﻘﻠﻴﻞ ﺍﻟﺘﻜﺎﻟﻴﻒ ‪.‬‬ ‫‪ -٢‬ﺗﻘﻠﻴﻞ ﺍﻟﻮﻗﺖ ﺍﻟﻼﺯﻡ ﻹﳒﺎﺯ ﺍﳌﻬﻤﺎﺕ ﻟﻠﻌﻤﻴﻞ ‪:‬‬ ‫ﻓﻜﺜﲑ ﻣﻦ ﺍﻹﺟﺮﺍﺀﺍﺕ ﺍﻟﱵ ﺗﻮﺿﻊ ﻣﻦ ﻗﺒﻞ ﺍﳌﺆﺳﺴﺔ ﻹﳒﺎﺯ ﺍﳋﺪﻣﺔ ﻟﻠﻌﻤﻴﻞ ﺗﺮﻛﺰ ﻋﻠﻰ ﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻰ ﺍﻷﻫﺪﺍﻑ ﻭﺍﻟﺘﺄﻛﺪ ﻣﻦ‬ ‫ﲢﻘﻴﻘﻬﺎ ﻭﺑﺎﻟﺘﺎﱄ ﺗﻜﻮﻥ ﻫﺬﻩ ﺍﻹﺟﺮﺍﺀﺍﺕ ﻃﻮﻳﻠﺔ ﻭﺟﺎﻣﺪﺓ ﰲ ﻛﺜﲑ ﻣﻦ ﺍﻷﺣﻴﺎﻥ ﳑﺎ ﻳﺆﺛﺮ ﺳﻠﺒﻴﹰﺎ ﻋﻠﻰ ﺍﻟﻌﻤﻴـﻞ ‪،‬‬ ‫ﻭﻟﺬﻟﻚ ﻓﻤﻦ ﺃﻫﺪﺍﻑ ﺇﺩﺍﺭﺓ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﺍﻟﺮﺋﻴﺴﻴﺔ ﺗﻘﻠﻴﻞ ﺍﻟﻮﻗﺖ ﺍﻟﻼﺯﻡ ﻹﳒﺎﺯ ﺍﳌﻬﻤﺎﺕ ﻟﻠﻌﻤﻴﻞ ‪.‬‬ ‫‪ -٣‬ﲢﻘﻴﻖ ﺍﳉﻮﺩﺓ ‪:‬‬ ‫ﻭﺫﻟﻚ ﺑﺘﻄﻮﻳﺮ ﺍﳌﻨﺘﺠﺎﺕ ﻭﺍﳋﺪﻣﺎﺕ ﺣﺴﺐ ﺭﻏﺒﺔ ﺍﻟﻌﻤﻼﺀ ‪ ،‬ﺇﻥ ﻋﺪﻡ ﺍﻻﻫﺘﻤﺎﻡ ﺑﺎﳉﻮﺩﺓ ﻳﺆﺩﻱ ﻟﺰﻳﺎﺩﺓ ﺍﻟﻮﻗﺖ ﻷﺩﺍﺀ ﻭﺇﳒﺎﺯ‬ ‫ﺍﳌﻬﺎﻡ ﻭﺯﻳﺎﺩﺓ ﺃﻋﻤﺎﻝ ﺍﳌﺮﺍﻗﺒﺔ ﻭﺑﺎﻟﺘﺎﱄ ﺯﻳﺎﺩﺓ ﺷﻜﻮﻯ ﺍﳌﺴﺘﻔﻴﺪﻳﻦ ﻣﻦ ﻫﺬﻩ ﺍﳋﺪﻣﺎﺕ ‪.‬‬ ‫ﻳﺘﻔﻖ ﺍﳉﻤﻴﻊ ﺗﻘﺮﻳﺒﹰﺎ ﻋﻠﻰ ﺃﻥ ﺇﺩﺍﺭﺓ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﱂ ﺗﻜﻦ ﺩﺍﺋﻤﺎ ﺗﺮﻕ ﺇﱃ ﻣﺴﺘﻮﻯ ﻭﻋﺪﻫﺎ ‪ .‬ﺣﻴﺚ ﺃﻥ ﺍﻟﺘﺤـﺴﻴﻨﺎﺕ ﰲ‬ ‫ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻭﻛﺬﻟﻚ ﺗﺰﺍﻳﺪ ﺍﻟﻜﻔﺎﺀﺓ ﻭﺍﻟﻔﻌﺎﻟﻴﺔ ﺑﺒﺴﺎﻃﺔ ﱂ ﺗﺘﺤﻘﻖ ﰲ ﻛﺜﲑ ﻣﻦ ﺍﳊﺎﻻﺕ ‪.‬‬ ‫‪٨١‬‬ ‫ﻣﺎ ﻫﻮ ﺍﻵﻥ ﺃﺻﺒﺢ ﻭﺍﺿﺤﺎ ﻫﻮ ﺃﻥ ﺇﺩﺍﺭﺓ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻻ ﳝﻜﻦ ﺃﻥ ﺗﻘﻒ ﻭﺣﺪﻫﺎ ﻭﻟﺬﻟﻚ ﳚﺐ ﺃﻥ ﻳﺘﺮﺍﻓﻖ ﺗﻨﻔﻴﺬ ﺍﳉﻮﺩﺓ‬ ‫ﺍﻟﺸﺎﻣﻠﺔ ﺑﺪﻋﻢ ﻣﻦ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻷﻧﻈﻤﺔ ﺍﶈﻮﺳﺒﺔ ﺍﳌﺘﻄﻮﺭﺓ ‪.‬‬ ‫ﻫﺬﻩ ﺍﳌﻔﺎﻫﻴﻢ ﳝﻜﻦ ﺃﻥ ﺗﺴﺎﻋﺪ ﰲ ﺇﺩﺍﺭﺓ ﺃﻱ ﻣﻨﻈﻤﺔ ﻟﻠﺘﺼﺪﻱ ﻟﻀﻌﻒ ﻧﺘﺎﺋﺞ ﺗﻄﺒﻴﻖ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﺍﻷﻭﺳـﻊ ﻧﻄﺎﻗـﺎ ‪،‬‬ ‫ﻭﺑﺎﻟﺘﺎﱄ ﲢﻘﻴﻖ ﺍﳌﻜﺎﺳﺐ ﺍﶈﺘﻤﻠﺔ ‪ .‬ﰲ ﻫﺬﻩ ﺍﻷﻭﻗﺎﺕ ﻣﻦ ﺍﻟﻀﻐﻮﻁ ﺍﳌﺎﻟﻴﺔ ‪ ،‬ﺗﻘﻮﻡ ﺍﳌﻨﻈﻤﺎﺕ ﻣﻦ ﻛﻞ ﺍﻷﺣﺠـﺎﻡ ﺑﺈﻋـﺎﺩﺓ‬ ‫ﺗﻘﻴﻴﻢ ﺍﺳﺘﺜﻤﺎﺭﺍ‪‬ﺎ ﰲ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻟﺘﺘﻼﺀﻡ ﻣﻊ ﺧﻄﻂ ﲢﺴﲔ ﺍﻷﺩﺍﺀ ﻭﻣﻊ ﺍﻟﺘﻮﻗﻌﺎﺕ ﺍﳌﺮﺟﻮﺓ ﻣـﻦ ﺗﻄﺒﻴـﻖ ﺇﺩﺍﺭﺓ‬ ‫ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ‪.‬‬ ‫‪ -٤‬ﺍﻛﺘﺴﺎﺏ ﻣﻴﺰﺓ ﺗﻨﺎﻓﺴﻴﺔ ﻣﻦ ﺧﻼﻝ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻟﺘﻄﺒﻴﻖ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ‪:‬‬ ‫ﻣﻦ ﺍﻟﺼﻌﺐ ﻟﻠﻐﺎﻳﺔ ﺗﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﰲ ﻣﻌﻈﻢ ﺍﳌﻨﻈﻤﺎﺕ ﺇﻻ ﺧﻼﻝ ﺳﻨﺘﲔ ﺍﱃ ﲬﺲ ﺳﻨﻮﺍﺕ ﻭﻟﺬﻟﻚ ﻫﻨـﺎﻙ‬ ‫ﺣﺎﺟﺔ ﺍﱃ ﺗﻨﻔﻴﺬ ﺍﻟﺘﺤﻮﻝ ﻣﻦ ﺍﻟﻮﺿﻊ ﺍﻟﺘﻘﻠﻴﺪﻱ ﺍﱃ ﺇﺩﺍﺭﺓ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ‪.‬‬ ‫ﰲ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﱵ ﳒﺤﺖ ﺑﺈﻋﺘﻤﺎﺩ ﻭﺗﻄﺒﻴﻖ ﻓﻠﺴﻔﺔ ﺇﺩﺍﺭﺓ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ‪ ،‬ﻛﺎﻧﺖ ﺍﳌﻤﺎﺭﺳﺔ ﺍﳌﻄﻠﻮﺑﺔ ﻟﺘﻐﻴﲑ ﺛﻘﺎﻓﺔ ﺍﳌﺆﺳﺴﺔ‬ ‫ﰲ ﺍﻟﺘﺤﺴﲔ ﻟﺘﺼﺒﺢ ﺃﺳﻠﻮﺑﺎ ﻟﻠﺤﻴﺎﺓ ‪ ،‬ﻭﺇﺩﺍﺭﺓ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻻ ﳝﻜﻦ ﺍﻥ ﺗﻜﻮﻥ ﻧﺎﺟﺤﺔ ﺍﻻ ﺍﺫﺍ ﻛﺎﻥ ﺃﺳـﻠﻮﺑﺎ ﻟﻠﺤﻴـﺎﺓ‬ ‫ﳉﻤﻴﻊ ﺍﻟﻌﺎﻣﻠﲔ ﰲ ﺍﳌﻨﻈﻤﺔ ‪.‬‬ ‫ﻭﻟﺘﻮﻓﲑ ﺍﳌﻌﺎﻳﲑ ﺍﻟﱵ ﺗﺴﻌﻰ ﺍﱃ ﺗﺮﻗﻴﺔ ﺍﻟﻨﻮﻋﻴﺔ ﻭﺍﻟﱵ ﺗﺴﻌﻰ ﺇﱃ ﺍﺳﺘﺨﺪﺍﻡ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻋﻠﻰ ﺃﻓﻀﻞ ﻭﺟﻪ ‪ ،‬ﺑﺎﻟﺮﻏﻢ‬ ‫ﻣﻦ ﺍﻥ ﺍﺭﺗﺒﺎﻁ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﺘﻄﺒﻴﻖ ﺇﺩﺍﺭﺓ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻟﻴﺲ ﻋﻠﻰ ﻧﻄﺎﻕ ﻭﺍﺳﻊ ‪ ،‬ﻻﻥ ﺇﺩﺍﺭﺓ ﺍﳉﻮﺩﺓ ﺍﻟـﺸﺎﻣﻠﺔ‬ ‫ﻫﻲ ﻇﺎﻫﺮﺓ ﺣﺪﻳﺜﺔ ﻧﺴﺒﻴﺎ ‪ ،‬ﻟﺬﻟﻚ ﻳﻌﺪ ﺗﻨﻔﻴﺬ ﻭﺇﺩﺍﺭﺓ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺃﺩﺍﺓ ﻓﻌﺎﻟﺔ ﻟﺘﻄﺒﻴﻖ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ‪.‬‬ ‫‪٨٢‬‬ ‫ﻭﻳﻨﺒﻐﻲ ﺍﻥ ﻧﺪﺭﻙ ﺍﻥ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺗﻘﺪﻡ ﺍﻟﻜﺜﲑ ﻟﻠﻤﺆﺳﺴﺎﺕ ﻋﻨﺪ ﺗﻌﻬﺪﻫﺎ ﺑﺎﻹﻟﺘﺰﺍﻡ ﲟﺒﺎﺩﺭﺓ ﺇﺩﺍﺭﺓ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ‬ ‫‪ ،‬ﺣﻴﺚ ﺃﻥ ﻣﻌﻈﻢ ﺃﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﺮﺋﻴﺴﺔ ﺍﳌﺘﺤﺪﺓ ﺗﻘﻮﻡ ﺑﺘﻐﻄﻴﺔ ﻣﺘﻌﺪﺩﺓ ﻟﻠﻮﺻﻮﻝ ﻷﻫﺪﺍﻑ ﺍﻹﺩﺍﺭﺍﺕ ‪ ،‬ﻭﻫﺬﺍ ﳝﻜﻦ ﺍﻥ‬ ‫ﻳﻜﻮﻥ ﻣﻔﻴﺪﺍ ﻟﺘﻠﻚ ﺍﻟﻌﻨﺎﺻﺮ ﺍﻟﺮﺋﻴﺴﺔ ﻹﺩﺍﺭﺓ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ‪ ،‬ﺑﺎﻋﺘﺒﺎﺭﻫﺎ ﻋﻤﻠﻴﺔ ﺍﻟﺘﻮﺟﻴﻪ ﻟﻠﻔﺮﻳﻖ ﻭﺃﻫﺪﺍﻓﻪ ﺍﻟـﱵ ﳛﺮﻛﻬـﺎ‬ ‫ﺍﻟﺘﻐﻴﲑ ﺍﻟﺬﻱ ﺑﺪﺃﺕ ﺑﻪ ﺍﳌﻨﻈﻤﺔ ‪.‬‬ ‫ﻭﺍﻟﱵ ﺗﺘﻄﻠﺐ ﺗﻌﺪﺩ ﻭﻇﺎﺋﻒ ﺍﻷﻧﻈﻤﺔ ﺍﳌﺴﺘﺨﺪﻣﺔ ‪ ،‬ﻭﻣﻦ ﻓﻬﻢ ﺍﻵﺛﺎﺭ ﺍﻟﻌﻤﻠﻴﺔ ﺍﻟﺮﺋﻴﺴﺔ ﻟﻠﺘﻐﻴﲑ ﻭﻏﲑﻩ ﻣﻦ ﻣﺘﻄﻠﺒﺎﺕ ﺍﻟﺘﻨﻔﻴـﺬ‬ ‫ﻭﺗﻮﺛﻴﻖ ﺍﺣﺘﻴﺎﺟﺎﺕ ﺍﳌﺴﺘﺨﺪﻣﲔ ﻟﻸﻧﻈﻤﺔ ‪.‬‬ ‫ﻭﺗﻮﺟﺰ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺴﺘﺨﺪﻣﺔ ﰲ ﺍﻟﻌﺎﱂ ﺇﱃ ﺗﺪﺭﻳﺐ ﺍﳌﺨﺪﻭﻣﲔ ﰲ ﳎﺎﻝ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳉﺪﻳﺪﺓ ‪.‬‬ ‫ﻭﻫﻨﺎ ﻻ ﺑﺪ ﻣﻦ ﺍﻹﺷﺎﺭﺓ ﺇﱃ ﺿﺮﻭﺭﺓ ﺳﻬﻮﻟﺔ ﺗﻄﺒﻴﻖ ﺃﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺴﺘﺨﺪﻣﺔ ﳍﺬﻩ ﺍﳌﻜﻮﻧﺎﺕ ﺍﳌﺘﺼﻠﺔ ﺑﺈﺩﺍﺭﺓ ﺍﳉـﻮﺩﺓ‬ ‫ﺍﻟﺸﺎﻣﻠﺔ ﻛﻤﺎ ﻋﻤﻠﻴﺔ ﺍﻟﺘﻮﺟﻴﻪ ﺍﻟﻔﻌﺎﻟﺔ ‪ ،‬ﻭﺍﻟﱵ ﺑﺪﻭﺭﻫﺎ ﲢﺪﺩ ﻣﻘﺎﻳﻴﺲ ﺟﺪﻳﺪﺓ ﻟﻸﺩﺍﺀ ‪ ،‬ﻭﺗﻌﻠﻴﻢ ﺍﳌـﻮﻇﻔﲔ ﻛﻴﻔﻴـﺔ ﺗﻨﻘـﻴﺢ‬ ‫ﻋﻠﻤﻬﻢ ﻣﻦ ﺧﻼﻝ ﺍﻷﻧﻈﻤﺔ ﻻﺳﺘﻴﻌﺎﺏ ﻭﻣﻄﺎﺑﻘﺔ ﺍﻟﻮﺍﻗﻊ ﺍﻟﻌﻤﻠﻲ ﻟﻔﻠﺴﻔﺔ ﺇﺩﺍﺭﺓ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ‪.‬‬ ‫ﻋﻠﻰ ﺍﳌﺆﺳﺴﺔ ﺃﻥ ﺗﻌﺰﺯ ﻭﺗﻨﺸﺮ ﻭﺟﻮﺩ ﻗﺼﺺ ﺣﻘﻴﻘﻴﺔ ﻟﻠﻨﺠﺎﺡ ﻭﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﺫﻟـﻚ ‪ ،‬ﺑﺎﻹﺿـﺎﻓﺔ ﻓـﺄﻥ ﺗﻜﻨﻮﻟﻮﺟﻴـﺎ‬ ‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﺗﻄﻮﺭﺕ ﺍﱃ ﺍﺑﻌﺪ ﻣﻦ ﳎﺮﺩ ﻧﻈﻢ ﺍﶈﺎﺳﺒﺔ ﻭﺍﳌﺎﻟﻴﺔ ‪ ،‬ﺑﻞ ﺗﻌﺪﺕ ﺇﱃ ﲢﻘﻴﻖ ﺃﻫﺪﺍﻑ ﺇﺩﺍﺭﺓ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻭﺗﻨﻔﻴﺬ‬ ‫ﺍﻟﺘﺤﺴﻴﻨﺎﺕ ﻭﺍﻻﻫﺘﻤﺎﻡ ﺑﺎﻟﻌﻤﻼﺀ ‪.‬‬ ‫ﻭﻛﺬﻟﻚ ﻓﺄﻥ ﻧﻈﻢ ﻭﺗﻄﺒﻴﻘﺎﺕ ﺍﶈﺎﻛﺎﺓ ﺗﺴﻬﻢ ﺃﻳﻀﺎ ﺑﻔﺎﻋﻠﻴﺔ ﻣﻨﻬﺠﻴﺔ ﺇﺩﺍﺭﺓ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ‪ ،‬ﻭﻻ ﺑﺪ ﻫﻨﺎ ﻟﻺﺷﺎﺭﺓ ﺍﱃ ﺃﻧﻪ‬ ‫ﻋﻨﺪﻣﺎ ﺗﻨﺸﺄ ﺍﻟﻘﻴﻮﺩ ﺑﺘﻔﻌﻴﻞ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺩﻭﺭﻫﺎ ﺍﻷﺳﺎﺳﻲ ﺑﺎﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻳﺘﻌﻠﻖ ﺍﻷﻣﺮ ﺑﺎﲣﺎﺫ ﺩﻭﺭ ﻗﻴﺎﺩﻱ ﻓﻴﻤﺎ‬ ‫ﻳﺘﻌﻠﻖ ﺑﺎﳉﻮﺩﺓ ﺍﻟﻜﻠﻴﺔ ‪.‬‬ ‫‪٨٣‬‬ ‫ﻭﻗﺪ ﺭﺃﻯ ﻣﺴﺘﺨﺪﻣﻲ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺃﻥ ﻣﻌﻈﻢ ﺍﻟﻌﻮﺍﺋﻖ ﻫﻲ ﺟﺰﺀ ﻣﻦ ﺍﳌﺸﻜﻠﺔ ﻭﻟﻴﺴﺖ ﻛﻞ ﺍﳌﺸﻜﻠﺔ ‪ ،‬ﺗﺎﻟﻴـﺎ ﺑﻌـﺾ‬ ‫ﺍﻟﺴﻤﺎﺕ ﺍﻟﻀﺮﻭﺭﻱ ﺗﻮﻓﺮﻫﺎ ﰲ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺴﺘﺨﺪﻣﺔ ﻟﺘﻌﺰﻳﺰ ﺗﻄﺒﻴﻖ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ‪: ٢٥‬‬ ‫ﺃﻭ ﹰﻻ ‪ :‬ﺃﻥ ﺗﻜﻮﻥ ﺳﻬﻠﺔ ﻟﻠﺘﻌﺎﻣﻞ ﻣﻌﻬﺎ ‪ ،‬ﺣﱴ ﻟﻮ ﻛﺎﻧﺖ ﺍﻟﻘﻴﻮﺩ ﺍﳌﻔﺮﻭﺿﺔ ﻋﻠﻰ ﺗﻄﺒﻴﻘﻬﺎ ﲡﻌﻞ ﻣﻦ ﺍﻟﺼﻌﺐ ﺍﻟﻘﻴﺎﻡ ﺑﺘﻄﺒﻴـﻖ‬ ‫ﻛﻞ ﻣﺎ ﻳﺘﻮﺟﺐ ﺗﻄﺒﻴﻘﻪ ‪.‬‬ ‫ﺛﺎﻧﻴﺎ ‪ :‬ﺃﻥ ﻳﺒﺪﺀﻭﺍ ﺑﺎﻟﺘﻐﻴﲑﺍﺕ ﺍﻟﻀﺮﻭﺭﻳﺔ ﻹﺩﺧﺎﻝ ﺍﻷﻧﻈﻤﺔ ﺍﳊﺎﺳﻮﺑﻴﺔ ﻭﺍﻟﱵ ﻳﻈﻬﺮ ﺃﺛﺮﻫﺎ ﺑﺄﺳﺮﻉ ﻭﻗﺖ ﻋﻠﻰ ﺍﳌﺪﻯ ﺍﻟﻘﺼﲑ‬ ‫‪ ،‬ﻣﻦ ﺣﻴﺚ ﺍﻻﻟﺘﺰﺍﻡ ﻭﺍﳉﺪﻭﻝ ﺍﻟﺰﻣﲏ ﻭﺍﻟﻨﺘﺎﺋﺞ ﺍﳌﺘﻮﻗﻌﺔ ‪.‬‬ ‫ﺛﺎﻟﺜﺎ ‪ :‬ﺑﻨﺎﺀ ﺍﳌﺼﺪﺍﻗﻴﺔ ﻣﻊ ﺍﳌﺴﺘﺨﺪﻣﲔ ﻟﻠﻨﻈﺎﻡ ‪.‬‬ ‫ﺭﺍﺑﻌﹰﺎ ‪ :‬ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺍﳌﺸﺎﺭﻳﻊ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺫﺍﺕ ﺍﻟﻘﻴﻤﺔ‪.‬‬ ‫ﻭﺇﻥ ﺍﻻﻟﺘﺰﺍﻣﺎﺕ ﲟﺴﺎﺭ ﻓﻮﺍﺋﺪ ﺍﻟﺘﻨﻔﻴﺬ ﻷﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺗﺆﺩﻱ ﺇﱃ ﺇﺩﺍﺭﺓ ﺍﻷﺩﺍﺀ ﺍﳌﺘﺪﱐ ﺑﺸﻜﻞ ﺃﻛﺜﺮ ﻓﺎﻋﻠﻴﺔ ‪ ،‬ﻭﻫﺬﺍ ﻻ ﻳﺘﻢ‬ ‫ﺑﲔ ﻋﺸﻴﺔ ﻭﺿﺤﺎﻫﺎ ﻭﻟﻜﻦ ﺣﺎﳌﺎ ﻳﺘﻢ ﲢﻘﻴﻖ ﺧﺪﻣﺎﺕ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺳﻴﺘﻢ ﲤﻜﲔ ﺍﳌﺸﺮﻓﲔ ﺍﻟﺬﻳﻦ ﺃﺻﺒﺤﻮﺍ ﺟﺰﺀ ﻻ ﻳﺘﺠﺰﺃ ﻣﻦ‬ ‫ﻓﺮﻳﻖ ﺍﻹﺩﺍﺭﺓ‪.‬‬ ‫ﻭﻣﻦ ﺑﲔ ﺍﻷﺩﻭﺍﺭ ﺍﻟﱵ ﻳﻨﺒﻐﻲ ﺍﻥ ﻳﺘﻢ ﺍﻟﻘﻴﺎﻡ ‪‬ﺎ ﻣﻦ ﻗﺒﻞ ﻣﺪﺭﺍﺀ ﻭﻣﺴﺌﻮﻟﻮ ﺗﻜﻨﻮﻟﻮﺟﻴﹰﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﺘﺎﻟﻴﺔ ‪:‬‬ ‫• ﻣﺴﺎﻋﺪﺓ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﰲ ﻭﺿﻊ ﺍﻟﺮﺅﻯ ‪ ،‬ﺍﻟﺮﺅﻳﺔ ﺍﻟﱵ ﲢﺘﺎﺝ ﺇﱃ ﻣﻨﻈﻮﺭ ﺷﺎﻣﻞ ﻟﺪﻋﻢ ﺗﻜﻨﻮﻟﻮﺟﻴـﹰﺎ ﺍﳌﻌﻠﻮﻣـﺎﺕ ‪،‬‬ ‫ﲝﻴﺚ ﺗﻜﻮﻥ ﺃﻱ ﻣﺆﺳﺴﺔ ﲟﺄﻣﻦ ﻣﻦ ﺳﻠﺒﻴﺎﺕ ﺍﻟﺘﻐﻴﲑ ﺍﻟﺴﺮﻳﻊ ﺑﻮﺗﲑﺓ ﻣﺴﺘﻘﺮﺓ ‪ ،‬ﲝﻴﺚ ﺗﺘﻢ ﺍﻟـﺴﻴﻄﺮﺓ ﻭﺍﻟـﺘﺤﻜﻢ‬ ‫ﺑﺎﻟﺘﻘﻨﻴﺎﺕ ﺍﳊﺪﻳﺜﺔ ﻷﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ‪.‬‬ ‫• ﺍﳌﺴﺎﻋﺪﺓ ﻋﻠﻰ ﺗﻨﻔﻴﺬ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﳋﺎﺻﺔ ﺑﺘﻄﻮﻳﺮ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ ﺗﻘﺮﺭ ﺃﻥ ﺗﺪﻋﻢ ﺧﻄﻂ ﺍﻟﺘﺤـﺴﲔ ﺍﳌـﺴﺘﻤﺮ‬ ‫ﺿﻤﻦ ﺑﺮﻧﺎﻣﺞ ﺇﺩﺍﺭﺓ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ‪ ،‬ﻭﻳﻨﺒﻐﻲ ﺃﻥ ﺗﻜﻮﻥ ﺗﻠﻚ ﺍﻟﱵ ﻫﻲ ﺍﻷﻗﺮﺏ ﺇﱃ ﺍﺣﺘﻴﺎﺟﺎﺕ ﺍﻟﻌﻤﻼﺀ ﻭﻣﺘﻠﻘـﻲ‬ ‫ﺍﳋﺪﻣﺔ ‪ ،‬ﻭﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﻼﺯﻣﺔ ﻟﺬﻟﻚ ‪ ،‬ﻭﲤﺜﻴﻞ ﺍﳌﻴﺰﺍﺕ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﰲ ﺳﻮﻕ ﺍﻟﻌﻤﻞ ‪.‬‬ ‫‪25‬‬ ‫‪Adebanjo, D. and Kehoe, D. (1998), "An Evaluation of Quality‬‬ ‫‪Culture Problems in UK".‬‬ ‫‪٨٤‬‬ ‫• ﺍﳌﺸﺎﺭﻛﺔ ﰲ ﺗﺸﻜﻴﻞ ﻓﺮﻕ ﺍﻟﺘﺤﺴﲔ ﺍﳌﺴﺘﻤﺮ ﻭﺍﻟﱵ ﺗﻨﻄﻮﻱ ﺿﻤﻨﻬﺎ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺴﺎﻋﺪﺓ ﻟﺘﻨﻔﻴﺬ ﺍﻟﺘﺤﺴﻴﻨﺎﺕ ‪.‬‬ ‫• ﺇﻋﺎﺩﺓ ﺗﻘﻴﻴﻢ ﻣﻴﺰﺍﻧﻴﺔ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ‪ ،‬ﲝﻴﺚ ﻳﻜﻮﻥ ﻣﺪﺭﺍﺀ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻣﻠﺘﺰﻣﻮﻥ ﳜﻄﻂ ﺍﻟﺘﻨﻤﻴـﺔ‬ ‫ﻭﺟﻬﻮﺩ ﺍﻟﺼﻴﺎﻧﺔ ﺍﻟﻼﺯﻣﺔ ﻟﻀﻤﺎﻥ ﺟﻮﺩﺓ ﺍﻟﻨﻈﻢ ‪ ،‬ﲝﻴﺚ ﺗﻜﻮﻥ ﺍﳉﻬﻮﺩ ﺗﻨﺎﺳﺐ ﺍﻟﺮﺅﻳﺔ ﺍﻟﻌﺎﻣﺔ ﻟﻠﻤﻨﻈﻤﺔ ‪ ،‬ﻭﺍﻟﻮﺻﻮﻝ‬ ‫ﻟﻠﺘﻨﻤﻴﺔ ﺍﳌﺮﺟﻮﺓ ‪ ،‬ﻭﻳﻨﺒﻐﻲ ﺗﻨﺴﻴﻖ ﺍﻟﻌﻤﻞ ﻣﻊ ﻋﻤﻠﻴﺔ ﻓﺮﻳﻖ ﲢﺴﲔ ﺍﳉﻬﻮﺩ ﺍﻟﺮﺍﻣﻴﺔ ﺇﱃ ﺍﻟﻮﺻﻮﻝ ﻷﻫـﺪﺍﻑ ﺍﳉـﻮﺩﺓ‬ ‫ﺍﻟﺸﺎﻣﻠﺔ ‪.‬‬ ‫• ﺗﺜﻘﻴﻒ ﺍﻟﻔﺮﻕ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺘﻄﺒﻴﻖ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ‪ ،‬ﻭﺍﻟﱵ ﺗﺒﲔ ﻛﻴﻔﻴﺔ ﺇﺩﺧﺎﻝ ﺍﻟﺘﺤﺴﻴﻨﺎﺕ ﻋﻠﻰ ﺍﻟﻨﻈﻢ ﻭﺍﻟـﱵ‬ ‫ﺗﺘﻼﺀﻡ ﻣﻊ ﺃﻫﺪﺍﻑ ﺍﳉﻮﺩﺓ ﻣﻦ ﺧﻼﻝ ﺗﻌﺰﻳﺰ ﺍﻟﱪﳎﻴﺎﺕ ‪.‬‬ ‫*ﺧﻼﺻﺔ ﳑﺎ ﺳﺒﻖ ﳚﺐ ﻋﻠﻰ ﻣﺪﻳﺮ ﺍﻟﺸﺮﻛﺔ ﺍﳌﺘﺒﻊ ﻟﻠﺘﺨﻄﻴﻂ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻲ ﺇﺗﺒﺎﻉ ﻣﺎ ﻳﻠﻲ ‪:‬‬ ‫‪ -١‬ﲢﺴﲔ ﺃﺩﺍﺀ ﺍﳌﻨﻈﻤﺎﺕ ﻋﻦ ﻃﺮﻳﻖ ﺗﻔﻌﻴﻞ ﻧﻈﻢ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﺗﻄﺒﻴﻖ ﺇﺩﺍﺭﺓ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ‪.‬‬ ‫‪ -٢‬ﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ ﺑﺘﺤﺴﲔ ﺍﻷﺩﺍﺀ ﺩﺍﺧﻞ ﺍﳌﻨﻈﻤﺔ ‪ ،‬ﺿﺮﻭﺭﺓ ﺗﻄﺒﻴﻖ ﻧﻈﺎﻡ ﺣﺎﺳﻮﰊ ﻹﺩﺍﺭﺓ ﺍﻷﺩﺍﺀ‪ ،‬ﺑﻌﺪ ﺩﺭﺍﺳﺔ ﺍﻟﻌﻼﻗـﺔ‬ ‫ﺑﲔ ﻧﻈﻢ ﺇﺩﺍﺭﺓ ﺍﳉﻮﺩﺓ ﻭﺍﻷﺩﺍﺀ ﺍﻟﺘﻨﻈﻴﻤﻲ ‪.‬‬ ‫‪ -٣‬ﺃﳘﻴﺔ ﺗﻄﺒﻴﻖ ﻧﻈﺎﻡ ﺍﻷﺩﺍﺀ ﺍﳌﺘﻮﺍﺯﻥ ‪ Balanced Scorecard System‬ﳌﺎ ﻟﻪ ﻣﻦ ﺃﳘﻴﺔ ﰲ ﺍﻟﻮﺻﻮﻝ ﺇﱃ‬ ‫ﺃﻫﺪﺍﻑ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ‪.‬‬ ‫‪ -٤‬ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﳎﻤﻮﻋﺔ ﺍﻷﺑﻌﺎﺩ ﺍﻟﺴﺒﻌﺔ ﺍﻷﺳﺎﺳﻴﺔ ﻟﻨﻈﻢ ﺍﻹﺩﺍﺭﺓ ﺃﺛﻨﺎﺀ ﺗﺼﻤﻴﻢ ﻧﻈﻢ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺴﺎﻧﺪﺓ‬ ‫ﻟﺘﻄﺒﻴﻖ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻭﺍﻟﱵ ﺗﺸﻤﻞ ‪ :‬ﺍﻟﻘﻴﺎﺩﺓ ‪ ،‬ﻭﺍﻻﻫﺘﻤﺎﻡ ﺑﺎﻟﻌﻤﻼﺀ ‪ ،‬ﻭﻣﺸﺎﺭﻛﺔ ﺍﳌﻮﻇﻒ ‪ ،‬ﻭﺇﺩﺍﺭﺓ ﺍﳌﻌﻠﻮﻣﺎﺕ‬ ‫‪ ،‬ﻭﺇﺩﺍﺭﺓ ﺍﻟﻌﻤﻠﻴﺎﺕ ‪ ،‬ﻭﺍﻟﺘﺤﺴﲔ ﺍﳌﺴﺘﻤﺮ ‪ ،‬ﻭﺍﻟﻌﻼﻗﺔ ﻣﻊ ﺍﳌﻮﺭﺩ ‪.‬‬ ‫‪ -٥‬ﺍﲣﺎﺫ ﺍﻟﺘﺪﺍﺑﲑ ﻟﺘﻔﻌﻴﻞ ﻧﻈﻢ ﺇﺩﺍﺭﺓ ﺍﳉﻮﺩﺓ ﻣﻦ ﺧﻼﻝ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻣﻦ ﺧﻼﻝ ﻭﺿﻊ ﳕـﺎﺫﺝ ﲡﺮﻳﺒﻴـﺔ‬ ‫ﻟﻼﺧﺘﻴﺎﺭ ﲝﻴﺚ ﺗﻜﻮﻥ ﺍﻟﻨﻈﻢ ﻣﻮﺛﻮﻗﺔ ﻭﺻﺎﳊﺔ ﻟﻠﺘﻨﻔﻴﺬ ‪.‬‬ ‫‪٨٥‬‬ ‫‪ -٦‬ﺗﻘﻴﻴﻢ ﺟﻮﺩﺓ ﳑﺎﺭﺳﺎﺕ ﺍﳌﻨﻈﻤﺔ ﻟﺘﻄﺒﻴﻖ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﲝﻴﺚ ﻳﺴﺘﻨﺪ ﻟﻨﻈﻢ ﺇﺩﺍﺭﺓ ﺍﳉﻮﺩﺓ ﺍﻟﻨﻤﻮﺫﺟﻴـﺔ ‪،‬‬ ‫ﻭﺧﺎﺻﺔ ﺭﺑﻄﻬﺎ ﻣﻊ ﺃﺳﺲ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ‪ ،‬ﻣﻦ ﺧﻼﻝ ﺗﻘﻴﻴﻢ ﺍﻟﻘﻴﺎﺩﺓ ﻭﺍﻻﻫﺘﻤﺎﻡ ﺑﺎﻟﻌﻤﻼﺀ ﻭﺇﺷﺮﺍﻙ ﺍﳌـﻮﻇﻔﲔ‬ ‫ﻭﺇﺩﺍﺭﺓ ﺍﻟﻌﻤﻠﻴﺎﺕ ﻭﺍﻟﻌﻼﻗﺔ ﻣﻊ ﺍﳌﻮﺭﺩ ‪ ،‬ﲝﻴﺚ ﻳﺘﻢ ﺗﻘﻴﻴﻤﻬﺎ ﺑﺼﻮﺭﺓ ﻣﻌﺘﺪﻟﺔ ﻭﺩﻭﺭﻳﺔ ‪.‬‬ ‫‪ -٧‬ﺗﻘﻴﻴﻢ ﻭﻣﺘﺎﺑﻌﺔ ﺍﳌﻴﺰﺍﺕ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻟﻠﻤﻨﻈﻤﺔ ﺑﺸﻜﻞ ﺩﻭﺭﻱ ﳌﻌﺮﻓﺔ ﻧﻘﺎﻁ ﺍﻟﻘﻮﺓ ﻭﺗﻄﻮﻳﺮﻫﺎ ‪.‬‬ ‫‪ -٨‬ﺩﻋﻢ ﺗﻄﺒﻴﻖ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﺍﳌﻨﻈﻤﺎﺕ ﻟﻨﻈﻢ ﺇﺩﺍﺭﺓ ﺍﳉﻮﺩﺓ ﻣﻦ ﺧﻼﻝ ﺇﺩﺍﺭﺓ ﺍﳌﺆﺳﺴﺔ ﻣﻊ ﺗﻘﻴﻴﻤﻬـﺎ ‪،‬‬ ‫ﻣﻦ ﺍﺟﻞ ﺩﻋﻢ ﺍﻟﻘﻴﺎﺩﺓ ﺍﻟﻌﻠﻴﺎ ‪.‬‬ ‫‪ -٩‬ﻭﺿﻊ ﻣﺆﺷﺮﺍﺕ ﺃﺩﺍﺀ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻭﺍﻟﱵ ﺗﻌﱪ ﻋﻦ ﻭﺿﻊ ﺍﻟﺴﻮﻕ ﻭﺍﻟﺮﲝﻴﺔ ‪ ،‬ﻭﺇﺭﺿﺎﺀ ﺍﻟﻌﻤﻴﻞ ‪ ،‬ﻣﻦ ﺃﺟﻞ ﺍﻟﻮﻗﺖ ‪،‬‬ ‫ﺍﺭﺗﻴﺎﺡ ﺍﳌﻮﻇﻔﲔ ‪ ،‬ﻭﺍﻟﻜﻔﺎﺀﺓ ﺍﻟﻌﻤﻠﻴﺔ ‪ ،‬ﻭﺍﻟﻔﻌﺎﻟﻴﺔ ‪ .‬ﻋﻨﺪ ﺗﺼﻤﻴﻢ ﺍﻟﻨﻈﻢ ﺍﳋﺎﺻﺔ ﺑﺎﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ‪ ،‬ﲝﻴﺚ ﻳﺘﻢ ﻣﻌﺮﻓﺔ‬ ‫ﺍﻷﺛﺮ ﻋﻠﻰ ﺍﻷﺩﺍﺀ ﻟﻨﻈﻢ ﺇﺩﺍﺭﺓ ﺍﳉﻮﺩﺓ ﻭﻛﺬﻟﻚ ﺩﻋﻢ ﺗﻄﺒﻴﻖ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻋﻠﻰ ﻧﻈﻢ ﺇﺩﺍﺭﺓ ﺍﳉﻮﺩﺓ ﻣﻦ ﺧﻼﻝ‬ ‫ﻣﻌﺮﻓﺔ ﻣﺎ ﻳﻠﻲ ‪:‬‬ ‫ ﺍﻷﺩﺍﺀ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻭﺍﺭﺗﺒﺎﻃﻪ ﺑﻨﻈﻢ ﺇﺩﺍﺭﺓ ﺍﳉﻮﺩﺓ ‪.‬‬‫ ﺍﻷﺩﺍﺀ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻭﺍﺭﺗﺒﺎﻃﻪ ﺑﺪﻋﻢ ﺗﻄﺒﻴﻖ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻟﻨﻈﻢ ﺇﺩﺍﺭﺓ ﺍﳉﻮﺩﺓ ‪.‬‬‫‪ – ١٠‬ﻣﻦ ﺧﻼﻝ ﲢﻠﻴﻞ ﻣﺎ ﺳﺒﻖ ‪ ،‬ﻓﺈﻥ ﺩﻭﺭ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﺗﻄﺒﻴﻖ ﻧﻈﻢ ﺇﺩﺍﺭﺓ ﺍﳉﻮﺩﺓ ﻫﻲ ﺣﻘﺎ ﻃﺮﻳﻘﺔ ﻓﻌﺎﻟـﺔ‬ ‫ﻟﻠﻮﺻﻮﻝ ﻷﻫﺪﺍﻑ ﺍﳌﺆﺳﺴﺔ ﺑﺎﻟﺘﺤﺴﲔ ﻭﺗﻄﻮﻳﺮ ﺍﻷﺩﺍﺀ ‪.‬‬ ‫‪-٥‬ﻋﻼﻗﺔ ﺇﺩﺍﺭﺓ ﺍﳌﻮﺍﺭﺩ ﺍﳌﺎﻟﻴﺔ ﻭﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ‪:‬‬ ‫ﺗﻌﺪ ﺇﺩﺍﺭﺓ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﺇﺣﺪﻯ ﺍﻟﻮﺳﺎﺋﻞ ﺍﳌﻬﻤﺔ ﺍﳊﺪﻳﺜﺔ ﺍﻟﱵ ﺗﺘﻼﺀﻡ ﻣﻊ ﺍﻻﲡﺎﻫﺎﺕ ﺍﳊﺪﻳﺜﺔ ﰲ ﺇﺩﺍﺭﺓ ﺍﻷﻣﻮﺍﻝ ﻭﺍﻟﺘﻘﻴـﻴﻢ‬ ‫ﺍﻟﺸﺎﻣﻞ ﳍﺎ ‪ ،‬ﻛﻮ‪‬ﺎ ﺗﺮﺗﻜﺰ ﻋﻠﻰ ﺃﳘﻴﺔ ﺗﻄﻮﻳﺮ ﺃﺩﺍﺀ ﺍﻻﺳﺘﺜﻤﺎﺭ ﻭﺗﻮﻇﻴﻒ ﺍﻷﻣﻮﺍﻝ ﺍﳌﺘﺎﺣﺔ ﻣﻦ ﺧﻼﻝ ﺇﺷﻬﺎﺭ ﺛﻘﺎﻓﺔ ﺗﻨﻈﻴﻤﻴـﺔ‬ ‫ﲡﻌﻞ ﻣﻦ ﺍﻟﻌﺎﻣﻠﲔ ﺍﳌﺴﺌﻮﻟﲔ ﻋﻦ ﺗﻮﻇﻴﻒ ﺍﻷﻣﻮﺍﻝ ﻳﻔﻬﻤﻮﻥ ﺑﺎﻥ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻫﻲ ﺍﻻﺳﺘﺨﺪﺍﻡ ﺍﻷﻣﺜﻞ ﻟﻠﻤﻮﺍﺭﺩ ﺍﳌﺎﻟﻴـﺔ‬ ‫ﺍﳌﺘﺎﺣﺔ ﻟﺘﺤﻘﻴﻖ ﺍﻟﻌﻮﺍﺋﺪ ﺑﺘﻮﺍﺗﺮ ﻣﺴﺘﻤﺮ ﻣﻬﻤﺎ ﺍﺧﺘﻠﻔﺖ ﺍﻟﻈﺮﻭﻑ ‪.‬‬ ‫ﳝﻜﻦ ﲢﻘﻴﻖ ﺫﻟﻚ ﺧﻼﻝ ﺍﺳﺘﺨﺪﺍﻡ ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ﻭﺍﳌﺎﺩﻳﺔ ﻭﺍﻟﻌﻤﻞ ﺿﻤﻦ ﺇﻃﺎﺭ ﻣﺎ ﻳﺴﻤﻰ ﺑﺎﻟﻌﻴﻮﺏ ﺍﻟﺼﻔﺮﻳﺔ ‪ ،‬ﺃﻥ ﺇﺩﺍﺭﺓ‬ ‫ﺍﳌﻮﺍﺭﺩ ﺍﳌﺎﻟﻴﺔ ﺗﻌﻤﻞ ﺿﻤﻦ ﺇﻃﺎﺭ ﻫﺬﻩ ﺍﻟﺒﻴﺌﺔ ﺍﻟﱵ ﳚﺐ ﺃﻥ ﺗﻨﻄﻠﻖ ﻣﻦ ﲢﺴﲔ ﺍﻷﺩﺍﺀ ﰲ ﲨﻴﻊ ﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﻟﻮﻇﻴﻔﻴﺔ ﻃﺎﳌﺎ ﺃ‪‬ﺎ‬ ‫‪٨٦‬‬ ‫ﻻ ﺗﻌﻤﻞ ﲟﻌﺰﻝ ﻋﻦ ﺍﻟﺘﻐﲑﺍﺕ ﺍﶈﻠﻴﺔ ﻭﺍﻟﺪﻭﻟﻴﺔ ﰲ ﻫﺬﺍ ﺍﻟﺸﺄﻥ ‪‬ﺪﻑ ﲢﻘﻴﻖ ﺍﻟﻌﺎﺋﺪ ﺍﳌﻄﻠﻮﺏ ﺑﺄﻗﻞ ﳐﺎﻃﺮ ﻣﻊ ﺍﳊﻔﺎﻅ ﻋﻠـﻰ‬ ‫ﻗﻴﻤﺔ ﺭﺃﺱ ﺍﳌﺎﻝ ﺍﳌﺴﺘﺜﻤﺮ ﻭﺯﻳﺎﺩﺗﻪ ‪.‬‬ ‫ﺗﺘﻌﺮﺽ ﺍﻟﻮﺣﺪﺍﺕ ﲟﺨﺘﻠﻒ ﺃﻧﺸﻄﺘﻬﺎ ﻭﻗﻄﺎﻋﺎﺕ ﺇﱃ ﺿﻐﻮﻁ ﻣﺘﺰﺍﻳﺪﺓ ‪‬ﺪﻑ ﲢﺴﲔ ﻧﻮﻋﻴﺔ ﺍﻷﻧﺸﻄﺔ ﻭﺧﻔﺾ ﺍﻟﺘﻜـﺎﻟﻴﻒ‬ ‫ﻭﺍﳊﺼﻮﻝ ﻋﻠﻰ ﺃﻛﱪ ﻋﺎﺋﺪ ﳑﻜﻦ ﻭﺑﺪﺭﺟﺔ ﳐﺎﻃﺮ ﳏﺴﻮﺑﺔ ﳌﻮﺍﺟﻬﺔ ﲢﺪﻳﺎﺕ ﺍﻟﺒﻴﺌﺔ ﺍﳋﺎﺭﺟﻴﺔ ﻭﺍﳌﻨﺎﻓﺴﺔ ﻭﺗﻌﺪ ﺑﻨﺎﺀ ﺍﻟﻘﺪﺭﺍﺕ‬ ‫ﺍﻟﺬﺍﺗﻴﺔ ﻭﺗﻄﻮﻳﺮﻫﺎ ﺃﺣﺪﻯ ﺍﻟﻮﺳﺎﺋﻞ ﺍﳍﺎﻣﺔ ﻻﺳﺘﻘﺮﺍﺭ ﻋﻤﻞ ﺍﻟﻮﺣﺪﺍﺕ ﻭﺍﺭﺗﻔﺎﻉ ﻋﻮﺍﺋﺪﻫﺎ ﻭﻳﺪﺧﻞ ﺿـﻤﻦ ﺃﻫـﻢ ﺍﻟـﺴﺒﻞ‬ ‫ﻭﺍﻟﻮﺳﺎﺋﻞ ﻟﻠﻮﺻﻮﻝ ﺇﱃ ﻫﺬﺍ ﺍﳍﺪﻑ ﻫﻮ ﺇﺩﺍﺭﺓ ﺍﳌﻮﺍﺭﺩ ﺍﳌﺎﻟﻴﺔ ﻋﻠﻰ ﻭﻓﻖ ﺃﺳﺲ ﻭﺍﲡﺎﻫﺎﺕ ﺣﺪﻳﺜﺔ ﺗﻨﻄﻠﻖ ﻣﻦ ﻣﻔﺎﻫﻴﻢ ﺍﳉﻮﺩﺓ‬ ‫ﺍﻟﺸﺎﻣﻠﺔ ﰲ ﺍﳊﺼﻮﻝ ﻋﻠﻰ ﺍﻷﺩﻭﺍﺕ ﻭﺍﳋﺪﻣﺎﺕ ﺍﳌﺎﻟﻴﺔ ﺍﳌﺒﺘﻜﺮﺓ ﻣﺴﺘﻔﻴﺪﻳﻦ ﻣﻦ ﺍﻟﺘﻮﺳﻊ ﰲ ﺍﺳﺘﺨﺪﺍﻡ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ‬ ‫ﻭﺍﻟﺘﻘﻨﻴﺔ ﺍﳊﺪﻳﺜﺔ ‪ ،‬ﻭﻫﺬﺍ ﻳﺆﺩﻱ ﺇﱃ ﺗﻐﻴﲑ ﺍﻟﻄﺮﻕ ﻭﺍﻷﺳﺎﻟﻴﺐ ﰲ ﺇﺩﺍﺭﺓ ﺍﻷﺻﻮﻝ ﺍﻻﺳﺘﺜﻤﺎﺭﻳﺔ ﺑﺄﺩﻭﺍ‪‬ﺎ ﻭﳎﺎﻻ‪‬ﺎ ﺍﳌﺨﺘﻠﻔﺔ ﻣﻦ‬ ‫ﺧﻼﻝ ﺇﺩﺧﺎﻝ ﻣﻔﺎﻫﻴﻢ ﺣﺪﻳﺜﺔ ﺫﺍﺕ ﺃﻫﺪﺍﻑ ﴰﻮﻟﻴﺔ ‪.‬‬ ‫ﺃﻥ ﺇﺩﺍﺭﺓ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻫﻲ ﺇﺣﺪﻯ ﺍﻟﻮﺳﺎﺋﻞ ﺍﳌﻬﻤﺔ ﺍﳊﺪﻳﺜﺔ ﺍﻟﱵ ﺗﺘﻼﺋﻢ ﻣﻊ ﻣﻔﻬﻮﻡ ﺍﻻﲡﺎﻫﺎﺕ ﺍﳊﺪﻳﺜﺔ ﰲ ﺇﺩﺍﺭﺓ ﺍﻷﻣﻮﺍﻝ‬ ‫ﻭﺍﻟﺘﻘﻴﻴﻢ ﺍﻟﺸﺎﻣﻞ ﳍﺎ ‪ ،‬ﺑﺎﻋﺘﺒﺎﺭﻫﺎ ﺗﺮﺗﻜﺰ ﻋﻠﻰ ﺃﳘﻴﺔ ﺗﻄﻮﻳﺮ ﺃﺩﺍﺀ ﺍﻻﺳﺘﺜﻤﺎﺭ ﻭﺗﻮﻇﻴﻒ ﺍﻷﻣﻮﺍﻝ ﺍﳌﺘﺎﺣﺔ ﻣﻦ ﺧﻼﻝ ﺇﺷـﻬﺎﺭ‬ ‫ﺛﻘﺎﻓﺔ ﺗﻨﻈﻴﻤﻴﺔ ﲡﻌﻞ ﻣﻦ ﺍﻟﻌﺎﻣﻠﲔ ﺍﳌﺴﺌﻮﻟﲔ ﻋﻦ ﺗﻮﻇﻴﻒ ﺍﻷﻣﻮﺍﻝ ﻳﻔﻬﻤﻮﻥ ﺑﺎﻥ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻫﻲ ﺍﻻﺳﺘﺨﺪﺍﻡ ﺍﻷﻣﺜـﻞ‬ ‫ﻟﻠﻤﻮﺍﺭﺩ ﺍﳌﺘﺎﺣﺔ ﻟﺘﺤﻘﻴﻖ ﺍﻟﻌﻮﺍﺋﺪ ﺑﺘﻮﺍﺗﺮ ﻣﺴﺘﻤﺮ ﲟﺨﺘﻠﻒ ﺍﻟﻈﺮﻭﻑ ‪.‬‬ ‫ﻳﺘﻢ ﻫﺬﺍ ﻣﻦ ﺧﻼﻝ ﺍﺳﺘﺨﺪﺍﻡ ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ﻭﺍﳌﺎﺩﻳﺔ ﻭﺍﻟﻌﻤﻞ ﺿﻤﻦ ﺇﻃﺎﺭ ﻣﺎ ﻳﺴﻤﻰ ﺑﺎﻟﻌﻴﻮﺏ ﺍﻟﺼﻔﺮﻳﺔ )ﺿﻤﻦ ﺍﳌﺨـﺎﻃﺮ‬ ‫ﺍﶈﺘﻠﻤﺔ ﻭﺍﶈﺴﻮﺑﺔ( ‪ ،‬ﺃﻥ ﺇﺩﺍﺭﺓ ﺍﳌﻮﺍﺭﺩ ﺍﳌﺎﻟﻴﺔ ﺗﻌﻤﻞ ﺿﻤﻦ ﺇﻃﺎﺭ ﻫﺬﻩ ﺍﻟﺒﻴﺌﺔ ﺍﻟﱵ ﳛﺐ ﺃﻥ ﺗﻨﻄﻠﻖ ﻣﻦ ﺃﺭﺿﻴﺔ ﲢـﺴﲔ ﺍﻷﺩﺍﺀ‬ ‫ﰲ ﲨﻴﻊ ﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﻟﻮﻇﻴﻔﻴﺔ ﻃﺎﳌﺎ ﺃ‪‬ﺎ ﻻ ﺗﻌﻴﺶ ﲟﻌﺰﻝ ﻋﻦ ﺍﻟﺘﻐﲑﺍﺕ ﺍﶈﻠﻴﺔ ﻭﺍﻟﺪﻭﻟﻴﺔ ﰲ ﻫﺬﺍ ﺍﻟﺸﺄﻥ ‪‬ﺪﻑ ﲢﻘﻴﻖ ﺍﻟﻌﺎﺋﺪ‬ ‫ﺍﳌﻄﻠﻮﺏ ﺑﺄﻗﻞ ﳐﺎﻃﺮ ﻣﻊ ﺍﳊﻔﺎﻅ ﻋﻠﻰ ﻗﻴﻤﺔ ﺭﺃﺱ ﺍﳌﺎﻝ ﺍﳌﺴﺘﺜﻤﺮ ﻭﺯﻳﺎﺩﺗﻪ ‪.‬‬ ‫‪٨٧‬‬ ‫ﺃ‪-‬ﻣﻔﺎﻫﻴﻢ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻭﺇﺩﺍﺭﺓ ﺍﳌﻮﺍﺭﺩ ﺍﳌﺎﻟﻴﺔ ‪:‬‬ ‫ﺃﺻﺒﺢ ﻣﻔﻬﻮﻡ ﺍﳉﻮﺩﺓ ﻳﺸﻤﻞ ﻛﺎﻓﺔ ﺍﻟﻮﻇﺎﺋﻒ ﻭﺍﻷﻧﺸﻄﺔ ﲟﺎ ﻓﻴﻬﺎ ﺟﻬﻮﺩ ﺍﻹﻓﺮﺍﺩ ﰲ ﻛﻞ ﻣﻮﻗﻊ ﻭﻣﻜﺎﻥ ﰲ ﲨﻴﻊ ﺍﻟﻮﺣﺪﺍﺕ‬ ‫ﻭﺍﻟﻘﻄﺎﻋﺎﺕ ﻭﻣﻦ ﺧﻼﻝ ﻫﺬﺍ ﺍﳌﻨﻈﻮﺭ ﺍﻟﺬﻱ ﻗﺪﻡ ﺗﺼﻮﺭ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎ ﻭﺗﺸﻐﻴﻠﻴﺎ ﻟﻠﺠﻮﺩﺓ ﺑﺎﻋﺘﺒﺎﺭ ﺃﻥ ﺍﳉـﻮﺩﺓ ﻫـﻲ ﺍﺣـﺪ‬ ‫ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ ﺑﺘﺤﺪﻳﺪ ﺍﳌﻌﺎﻳﲑ ﻭﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﺘﺸﻐﻴﻠﻴﺔ ﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ ﺑﺎﻟﺴﻴﻄﺮﺓ ﻭﺍﳌﺮﺍﻗﺒﺔ ﻭﺍﻟﻔﺤﺺ ﻟﻠﺘﺄﻛﺪ‬ ‫ﻣﻦ ﺇﻣﻜﺎﻧﻴﺔ ﺍﻟﻮﺻﻮﻝ ﺇﱃ ﺍﳌﻌﺎﻳﲑ ﺃﻭ ﺍﳌﻘﺎﻳﻴﺲ ﺍﶈﺪﺩﺓ ﻭﻣﺪﻯ ﺍﻻﺳﺘﺠﺎﺑﺔ ﺍﻟﺴﺮﻳﻌﺔ ﻟﻠﺘﻐﲑﺍﺕ ﰲ ﺍﻟﺴﻮﻕ ﻓﺈﻥ ﺍﳉﻮﺩﺓ ﺍﻟﻌﺎﻟﻴﺔ‬ ‫ﻟﻠﻤﻨﺘﺞ ﺗﻌﲏ ﻣﺪﻯ ﺇﺭﺿﺎﺀ ﻭﲢﻘﻴﻖ ﺣﺎﺟﺎﺕ ﺍﳌﺘﻌﺎﻣﻞ ﻭﺍﳌﺴﺘﺜﻤﺮ ﻭﺍﳌﺎﻟﻚ ﰒ ﺍﻟﻮﺣﺪﺓ ‪ ،‬ﻭﻟﻐﺮﺽ ﲢﻘﻴﻖ ﻫﺪﻑ ﺍﻟﻮﺻﻮﻝ ﺇﱃ‬ ‫ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻹﳒﺎﺯ ﺇﺩﺍﺭﺓ ﺍﻷﻣﻮﺍﻝ ﺍﻟﱵ ﻫﻲ ﺃﻳﻀﺎ ﺫﺍﺕ ﲰﺎﺕ ﴰﻮﻟﻴﻪ ﳚﺐ ﻣﻌﺮﻓﺔ ﻃﺒﻴﻌﺔ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣـﻦ ﺍﻟﻔـﺮﺹ‬ ‫ﺍﻻﺳﺘﺜﻤﺎﺭﻳﺔ ﻭﺃﺩﻭﺍ‪‬ﺎ ﻭﺗﺄﻣﻴﻨﻬﺎ ﰲ ﺍﻟﻮﻗﺖ ﻭﺍﻟﻜﻠﻔﺔ ﺍﳌﻨﺎﺳﺒﺘﲔ ﻣﻊ ﺧﻠﻖ ﺍﻟﻔﺮﺹ ﻭﺗﻄﻮﻳﺮﻫﺎ ﻭﺍﻹﺑﺪﺍﻉ ﻭﺍﻻﺑﺘﻜﺎﺭ ﺍﳌـﺴﺘﻤﺮ‬ ‫ﳌﻮﺍﻛﺒﺔ ﺍﳊﺎﺟﺎﺕ ﺍﳌﺴﺘﺠﺪﺓ ﰲ ﺿﻮﺀ ﺍﻟﺘﻄﻮﺭ ﺍﳌﻌﺮﰲ ﻭﺍﻟﺘﻜﻨﻮﻟﻮﺟﻲ ﻭﲜﻮﺩﺓ ﻋﺎﻟﻴﺔ ‪ ،‬ﺁﺧﺬﻳﻦ ﺑﻌﲔ ﺍﻻﻋﺘﺒﺎﺭ ﺗﻄﻮﺭ ﺍﻟـﻮﻋﻲ‬ ‫ﺍﻻﺳﺘﺜﻤﺎﺭﻱ ﻭﺣﺎﺟﺎﺗﻪ ﻭﺃﺩﻭﺍﺗﻪ ﻭﺳﻬﻮﻟﺔ ﻣﻘﺎﺭﻧﺔ ﻧﺘﺎﺋﺞ ﺍﻻﺳﺘﺜﻤﺎﺭ ﺃﻭ ﻧﺘﺎﺋﺞ ﺇﺩﺍﺭﺓ ﺍﻷﻣﻮﺍﻝ ﻣﻘﺎﺭﻧﺔ ﻣﻊ ﻧﺘـﺎﺋﺞ ﺍﻟـﺴﻮﻕ ﺃﻭ‬ ‫ﺍﻟﺸﺮﻛﺎﺕ ﻭﺍﻟﻮﺣﺪﺍﺕ ﺍﳌﻨﺎﻓﺴﺔ ﻭﺍﳌﻤﺎﺛﻠﺔ ‪ ،‬ﻭﺗﻄﻮﻳﺮ ﺍﻟﻌﻤﻠﻴﺎﺕ ﻭﺍﻟﻮﻇﺎﺋﻒ ﻭﻣﺮﺍﺣﻞ ﺍﻟﻌﻤﻞ ﺍﳌﺨﺘﻠﻔﺔ ﻋﻠﻰ ﻃـﻮﻝ ﺍﻟﻌﻤـﺮ‬ ‫ﺍﻻﺳﺘﺜﻤﺎﺭﻱ ﻟﻸﻣﻮﺍﻝ ﺍﳌﺘﺎﺣﺔ ﻭﻟﺘﺤﻘﻴﻖ ﺍﻟﻮﻻﺀ ﻭﺍﻟﺘﻨﺎﺳﺐ ﺍﻟﺮﺍﺳﺦ ﺑﲔ ﺇﺩﺍﺭﺓ ﺍﻷﻣﻮﺍﻝ ﻭﺑﲔ ﺍﳌﺴﺘﻔﻴﺪﻳﻦ ﻣﻦ ﳐﺮﺟﺎ‪‬ـﺎ ﰲ‬ ‫ﺍﻟﻮﻗﺖ ﺍﳊﺎﺿﺮ ﻭﰲ ﺍﳌﺴﺘﻘﺒﻞ ‪ ،‬ﻭﻋﻠﻰ ﺇﺩﺍﺭﺓ ﺍﻷﻣﻮﺍﻝ ﺃﻥ ﲤﺘﻠﻚ ﻧﻈﺮﺓ ﺛﺎﻗﺒﺔ ﺗﺘﻮﻗﻊ ﻣﻦ ﺧﻼﳍﺎ ﻣﻌﺮﻓﺔ ﺍﺣﺘﻴﺎﺟﺎﺕ ﺍﻟﻮﺣـﺪﺓ‬ ‫ﺍﳌﺴﺘﻘﺒﻠﻴﺔ ‪. ٢٦‬‬ ‫ﻭﻋﺮﻑ ﻣﻌﻬﺪ ﺍﳉﻮﺩﺓ ﺍﻟﻔﺪﺭﺍﱄ ﺍﻷﻣﺮﻳﻜﻲ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﺑﺄ‪‬ﺎ "ﺍﻟﻘﻴﺎﻡ ﺑﺎﻟﻌﻤﻞ ﺍﻟﺼﺤﻴﺢ ﻭﻣﻦ ﺃﻭﻝ ﻣـﺮﺓ ﻣـﻊ ﻣﺮﺍﻋـﺎﺓ‬ ‫ﺍﻻﻋﺘﻤﺎﺩ ﻋﻠﻰ ﺍﻟﺘﻘﻴﻴﻢ ﻟﺘﺤﺴﲔ ﺍﻷﺩﺍﺀ ‪ ،‬ﻭﻫﻲ ﻣﻨﻬﺞ ﺗﻨﻈﻴﻤﻲ ﺷﺎﻣﻞ ﻳﻬﺪﻑ ﺇﱃ ﲢﻘﻴﻖ ﺣﺎﺟﺎﺕ ﻭﺗﻮﻗﻌـﺎﺕ ﺍﻟﻌﻤﻴـﻞ ﺃﻭ‬ ‫ﺍﳌﺴﺘﺜﻤﺮ ‪ ،‬ﻭﺍﺳﺘﺨﺪﺍﻡ ﺍﻷﺳﺎﻟﻴﺐ ﺍﻟﻜﻤﻴﺔ ﻣﻦ ﺍﺟﻞ ﲢﺴﲔ ﺍﻟﻌﻤﻠﻴﺎﺕ ﻭﺍﳋﺪﻣﺎﺕ ﻟﻸﻧﺸﻄﺔ ‪ ،‬ﺃﻣـﺎ ﺍﳉﻤﻌﻴـﺔ ﺍﻷﻣﺮﻳﻜﻴـﺔ‬ ‫ﻟﻠﺠﻮﺩﺓ ﻓﻘﺪ ﻋﺮﻓﺘﻬﺎ ﺑﺄ‪‬ﺎ" ﺍﻟﺴﻤﺎﺕ ﻭﺍﳋﺼﺎﺋﺺ ﺍﻟﻜﻠﻴﺔ ﻟﻠﺴﻠﻌﺔ ﺃﻭ ﺍﳋﺪﻣﺔ ﺍﻟﱵ ﺗﻄﺎﺑﻖ ﻗﺪﺭ‪‬ﺎ ﻋﻠﻰ ﺍﻟﻮﻓﺎﺀ ﺑـﺎﳌﻄﻠﻮﺏ ﺃﻭ‬ ‫ﺍﳊﺎﺟﺎﺕ ﺍﻟﻀﻤﻨﻴﺔ" ﻭﻗﺪ ﻋﺮﻑ ‪ Ciamp Dan‬ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ" ﺑﺄ‪‬ﺎ ﺣﺎﻟﺔ ﺍﻟﻮﺣﺪﺓ ﻋﻨﺪﻣﺎ ﺗﺼﻞ ﻓﻴﻬﺎ ﲨﻴﻊ ﺍﻷﻧﺸﻄﺔ‬ ‫‪26‬‬ ‫‪S.S. Roach "Services Under Siege", the restructuring imperative,‬‬ ‫‪Harvard Business Review, Sep – Oct 1991.‬‬ ‫‪٨٨‬‬ ‫ﳉﻤﻴﻊ ﺍﻟﻮﻇﺎﺋﻒ ﻣﺼﻤﻤﺔ ﻭﻣﻨﻔﺬﺓ ﻣﻦ ﺍﺟﻞ ﲢﻘﻴﻖ ﻣﺘﻄﻠﺒﺎﺕ ﺍﳌﺘﻌﺎﻣﻞ ﺍﳋﺎﺭﺟﻲ ﻣﻊ ﲣﻔﻴﺾ ﺍﻟﻮﻗﺖ ﺍﻟﺪﺍﺧﻠﻲ ﻭﺍﻟﺘﻜـﺎﻟﻴﻒ‬ ‫ﻭﲢﺴﲔ ﻣﻨﺎﺥ ﺍﻟﻌﻤﻞ ‪.‬‬ ‫ﻭﳍﺬﺍ ﳚﺐ ﺍﻟﻌﻤﻞ ﻋﻠﻰ ﻭﺿﻊ ﻣﻮﺍﺻﻔﺎﺕ ﻗﻴﺎﺳﻴﺔ ﺃﻭ ﻣﻌﺎﻳﲑ ﲢﺪﺩ ﻛﻴﻔﻴﺔ ﺇﺩﺍﺭﺓ ﺍﻷﻣﻮﺍﻝ ﺗﺘﻼﺀﻡ ﻣﻊ ﺍﻟﻮﺍﻗـﻊ ﻭﻣﺘﻄﻠﺒـﺎﺕ‬ ‫ﺍﳉﻮﺩﺓ ‪.‬‬ ‫ﻭﻫﺬﺍ ﺍﻟﻨﻈﺎﻡ ﻗﺪ ﻳﻨﻄﻠﻖ ﻣﻦ ﺍﳌﺜﻠﺚ ﺍﻟﺸﺎﻣﻞ ﻹﺩﺍﺭﺓ ﺍﻷﻣﻮﺍﻝ ﺍﻟﺬﻱ ﻳﺮﻛﺰ ﻋﻠﻰ ﺗﻨﻤﻴﺔ ﺭﺃﺱ ﺍﳌﺎﻝ ﺗﻨﻤﻴﺔ ﺣﻘﻴﻘﻴﺔ ﻭﻟﻴﺲ ﺍﲰﻴـﺔ‬ ‫ﺗﻌﺘﻤﺪ ﻋﻠﻰ ﺣﺴﺎﺏ ﺍﻟﺪﺧﻞ ﺍﳊﻘﻴﻘﻲ ﻭﺭﺃﺱ ﺍﳌﺎﻝ ﺍﳊﻘﻴﻘﻲ ﻟﻠﻮﺣﺪﺓ ﰲ ‪‬ﺎﻳﺔ ﻓﺘﺮﺓ ﺍﻻﺳﺘﺜﻤﺎﺭ ﺃﺧﺬﻳﻦ ﺑﻨﻈﺮ ﺍﻻﻋﺘﺒﺎﺭ ﺍﻟﻘﻴﻤﺔ‬ ‫ﺍﻟﺰﻣﻨﻴﺔ ﻟﻠﻨﻘﻮﺩ ﻋﻨﺪ ﺣﺴﺎﺏ ﺭﺃﺱ ﺍﳌﺎﻝ ﺍﳌﺘﻮﻟﺪ ﺃﻭ ﺍﳌﺘﺤﻘﻖ ﺇﺿﺎﻓﺔ ﺇﱃ ﲢﻘﻴﻘﻲ ﺇﺩﺍﺭﺓ ﺍﻟﻌﻤﻠﻴﺎﺕ ﻭﺍﻷﻣﻮﺍﻝ ﻟﺘﺤﻘﻴﻖ ﺍﻟﻌﺎﺋﺪ ﰲ‬ ‫ﺿﻮﺀ ﺃﻫﺪﺍﻑ ﺍﻟﻮﺣﺪﺓ ﻣﻊ ﺍﻻﻋﺘﺒﺎﺭ ﻟﻠﻤﺨﺎﻃﺮ ﺍﻟﱵ ﳝﻜﻦ ﺃﻥ ﺗﺘﻌﺮﺽ ﳍﺎ ﻫﺬﻩ ﺍﻻﺳﺘﺜﻤﺎﺭﺍﺕ ﻭﺃﻧﻮﺍﻋﻬﺎ ‪.‬‬ ‫ﺷﻜﻞ ﺭﻗﻢ )‪ (١‬ﻳﺒﲔ ﻋﻨﺎﺻﺮ ﺇﺩﺍﺭﺓ ﺍﻷﻣﻮﺍﻝ‬ ‫ﺗﻨﻤﻴﺔ ﺭﺃﺱ ﺍﳌﺎﻝ‬ ‫ﺍﻟﻌﺎﺋﺪ )ﺍﻷﻣﻮﺍﻝ ﻭﺍﻟﻌﻤﻠﻴﺎﺕ(‬ ‫ﺍﳌﺨﺎﻃﺮ‬ ‫ﺏ‪-‬ﻣﺮﺍﺣﻞ ﺍﳉﻮﺩﺓ ‪:‬‬ ‫‪٨٩‬‬ ‫ﺍﺳﺘﻨﺎﺩﺍ" ﺇﱃ ﺫﻟﻚ ﻓﺎﻥ ﻣﺮﺍﺣﻞ ﺗﻄﻮﺭ ﻣﻔﻬﻮﻡ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ ﺑﺈﺩﺍﺭﺓ ﺍﻷﻣﻮﺍﻝ ﺗﻜﺎﺩ ﺗﻜﻮﻥ ﻣﺘﺪﺍﺧﻠﺔ ‪ ،‬ﺇﺫ ﺃ‪‬ـﺎ‬ ‫ﺗﺆﻛﺪ ﰲ ﺍﻟﺒﺪﺍﻳﺔ ﻋﻠﻰ ﺃﳘﻴﺔ ﲢﺪﻳﺪ ﻣﺼﺎﺩﺭ ﻭﺣﺠﻢ ﺍﻷﻣﻮﺍﻝ ﻭﻛﻔﻠﺔ ﻛﻞ ﻣﺼﺪﺭ ﻭﺍﻟﻜﻔﻠﺔ ﺍﳌﺮﺟﺤﺔ ﳍﺬﻩ ﳌﺼﺎﺩﺭ ﺍﻷﻣـﻮﺍﻝ‬ ‫ﰒ ﻭﺿﻊ ﺍﻷﻫﺪﺍﻑ ﻭﺍﻟﺒﺤﺚ ﻭﺍﻟﺘﻔﺘﻴﺶ ﻋﻦ ﺍﻷﺩﻭﺍﺕ ﻭﺍﻟﺒﺪﺍﺋﻞ ﺍﻻﺳﺘﺜﻤﺎﺭﻳﺔ ﺍﳌﻨﺎﺳﺒﺔ ﻭﺍﻟﱵ ﺗﺘﻼﺀﻡ ﻣﻊ ﺍﻷﻫﺪﺍﻑ ﻭﺍﻷﻣـﻮﺍﻝ‬ ‫ﺍﳌﺘﺎﺣﺔ ‪ ،‬ﻭﺍﻟﺘﺄﻛﺪ ﻣﻦ ﻣﺪﻯ ﺗﻄﺎﺑﻖ ﺍﳌﺨﺮﺟﺎﺕ ﻣﻊ ﺍﳌﻌﺎﻳﲑ ﺍﳌﻮﺿﻮﻋﺔ ﻭﺍﻟﻌﻼﻗﺔ ﺑﻴﻨﻬﺎ ﻭﺍﶈﺎﻓﻈﺔ ﻋﻠﻴﻬﺎ ﺑﺎﺳﺘﻤﺮﺍﺭ ﻭﻣﺮﺍﻗﺒﺘﻬﺎ‬ ‫ﻣﻦ ﺧﻼﻝ ﺑﻌﺾ ﺍﻷﻧﺸﻄﺔ ﻭﺍﻷﺳﺎﻟﻴﺐ ﺍﻟﱵ ﺗﺴﺘﺨﺪﻡ ﻹﲤﺎﻡ ﻣﺘﻄﻠﺒﺎﺕ ﺍﳉﻮﺩﺓ ﻭﻣﻨﻊ ﺃﻭ ﺗﻘﻠﻴﻞ ﺍﻻﺳﺘﺜﻤﺎﺭﺍﺕ ﺍﳌﺎﻟﻴـﺔ ﻏـﲑ‬ ‫ﺍﳌﻄﺎﺑﻘﺔ ﻟﻠﻤﻌﺎﻳﲑ ﺍﳋﺎﺻﺔ ﺑﺎﻻﺳﺘﺜﻤﺎﺭ ﺍﻷﻣﺜﻞ ﻟﻠﻤﻮﺍﺭﺩ ﻭﺿﺒﻂ ﺍﳉﻮﺩﺓ ﻣﻦ ﺧﻼﻝ ﺯﻳﺎﺩﺓ ﺍﳌﻌﺮﻓﺔ ﻭﺍﻟﺘﺪﺭﻳﺐ ﻭﲢﺴﲔ ﻭﺗﻄﻮﻳﺮ‬ ‫ﺍﻷﺩﻭﺍﺕ ﺍﻻﺳﺘﺜﻤﺎﺭﻳﺔ ﻭﺗﻨﻮﻳﻌﻬﺎ ‪.‬‬ ‫ﺝ‪-‬ﺍﻷﻫﺪﺍﻑ ‪:‬‬ ‫ﺇﻥ ﲢﻘﻴﻖ ﺍﻷﻫﺪﺍﻑ ﺍﳌﺬﻛﻮﺭﺓ ﻳﺘﻄﻠﺐ )ﺗﺸﻜﻴﻞ ﻓﺮﻕ ﻋﻤﻞ ﻟﻠﺴﻴﻄﺮﺓ ﻋﻠﻰ ﺍﻷﻧﺸﻄﺔ ﺍﳋﺎﺻﺔ ﺑﺈﺩﺍﺭﺓ ﺍﻷﻣـﻮﺍﻝ ﻭﲢـﺴﲔ‬ ‫ﳐﺮﺟﺎ‪‬ﺎ ﻭﲢﺪﻳﺪ ﺍﳌﻌﻮﻗﺎﺕ ﺍﳊﺎﻟﻴﺔ ﻭﺍﳌﺴﺘﻘﺒﻠﻴﺔ ﻭﻛﻴﻔﻴﺔ ﻋﻼﺟﻬﺎ( ‪‬ﺪﻑ ﺗﻄﺒﻴﻖ ﻧﻈﺎﻡ ﺇﺩﺍﺭﺓ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ‪‬ﺬﺍ ﺍﻟﻨﺸﺎﻁ ‪،‬‬ ‫ﻭﻋﻠﻰ ﺍﺛﺮ ﺫﻟﻚ ﻳﺘﻢ ﲢﺪﻳﺪ ﻣﻔﻬﻮﻡ ﺍﳉﻮﺩﺓ ﻭﺗﻮﻓﲑ ﻣﺴﺘﻠﺰﻣﺎﺕ ﺗﻨﻔﻴﺬﻫﺎ ﻭﺇﻋﺪﺍﺩ ﺍﻟﱪﺍﻣﺞ ﺍﻟﺘﺪﺭﻳﺒﻴـﺔ ﻟﺘـﻬﻴﺄﺕ ﺍﻟﻌـﺎﻣﻠﲔ‬ ‫ﺑﺎﺳﺘﺨﺪﺍﻡ ﺃﺩﻭﺍﺕ ﺍﳉﻮﺩﺓ )ﻋﺼﻒ ﺍﻟﻌﻘﻮﻝ ‪ ، Brainstorming‬ﻗﻮﺍﺋﻢ ﺍﳌﺮﺍﺟﻌـﺔ ‪ ، Cheek Sheets‬ﲢﻠﻴـﻞ‬ ‫ﺑﺎﺭﻳﺘﻮ ‪ (Pareto Analysis‬ﻭﺍﻟﺘﻮﺟﻪ ﳓﻮ ﺇﻗﺎﻣﺔ ﺃﻗﺴﺎﻡ ﻣﺘﺨﺼﺼﺔ ﺗﻌﲏ ﲜﻮﺩﺓ ﺇﺩﺍﺭﺓ ﺍﻷﻣﻮﺍﻝ ﻭﲢﺪﻳـﺪ ﻣـﺴﺘﻠﺰﻣﺎ‪‬ﺎ‬ ‫ﻭﻣﺴﺆﻭﻟﻴﺎ‪‬ﺎ ﻭﻛﻴﻔﻴﺔ ﺗﻨﻔﻴﺬ ﺑﺮﺍﳎﻬﺎ ﻭﻣﺘﺎﺑﻌﺔ ﺍﻟﻨﺘﺎﺋﺞ ‪.‬‬ ‫ﻭ‪‬ﺪﻑ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﺇﱃ ﺗﻜﺎﻣﻞ ﺍﻟﻨﻈﺎﻡ ﺍﻟﻔﲏ ﻭﺍﻟﻨﻈﺎﻡ ﺍﻻﺟﺘﻤﺎﻋﻲ ‪ System social‬ﰲ ﻫﺬﻩ ﺍﻟﻮﺣـﺪﺍﺕ ﺍﻟـﱵ‬ ‫ﺗﺘﻜﻮﻥ ﻣﻦ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﻷﻓﺮﺍﺩ ‪ ،‬ﻭﻫﺬﺍ ﺍﻟﻨﻈﺎﻡ ﺃﻱ ﺇﺩﺍﺭﺓ ﺍﻷﻣﻮﺍﻝ ﳚﺐ ﺃﻥ ﻳﺮﻛﺰ ﻋﻠﻰ ﺍﻟﻮﻓﺎﺀ ﺑﺎﺣﺘﻴﺎﺟـﺎﺕ ﻛـﻞ ﻣـﻦ‬ ‫ﺍﳌﺴﺘﺜﻤﺮﻳﻦ ‪ ،‬ﺍﻟﻌﺎﻣﻠﲔ ﻭﺃﺻﺤﺎﺏ ﺍﻟﺸﺮﻛﺎﺕ ﺃﻭ ﺍﻟﻮﺣﺪﺍﺕ ‪.‬‬ ‫ﻭﻗﺪ ﺍﺭﺗﻔﻌﺖ ﺃﳘﻴﺔ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﺑﻌﺪ ﺩﺧﻮﻝ ﻣﻈﺎﻫﺮ ﺍﻟﻌﻮﳌﺔ ﺣﻴﺰ ﺍﻟﺘﻄﺒﻴﻖ ﻣﻦ ﺧﻼﻝ ﺑﺮﺍﻣﺞ ﺍﻻﻧﻔﺘـﺎﺡ ﺍﻻﻗﺘـﺼﺎﺩﻱ‬ ‫ﻭﺗﻨﻔﻴﺬ ﻣﻨﻈﻤﺔ ﺍﻟﺘﺠﺎﺭﺓ ﺍﻟﻌﺎﳌﻴﺔ ﻭﺍﺭﺗﻔﺎﻉ ﺣﺪﺓ ﺍﳌﻨﺎﻓﺴﺔ ﺑﻌﺪ ﺇﻃﻼﻕ ﺣﺮﻳﺔ ﺍﻟﺘﺠﺎﺭﺓ ﺑﲔ ﺩﻭﻝ ﺍﳌﻨﻈﻤﺔ ﻭﺍﻻﺳﺘﺨﺪﺍﻡ ﺍﳌﻮﺳـﻊ‬ ‫ﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺗﻘﻨﻴﺎ‪‬ﺎ ﰲ ﻋﺎﱂ ﺍﳌﺎﻝ ﻭﺍﻷﻋﻤﺎﻝ‪.‬‬ ‫‪٩٠‬‬ ‫ﺩ‪-‬ﺇﺩﺍﺭﺓ ﺍﻷﻣﻮﺍﻝ ﰲ ﺿﻮﺀ ﻣﻔﻬﻮﻡ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ‪:‬‬ ‫ﻭﺑﻨﺎﺀ ﻋﻠﻰ ﻣﺎ ﻭﺭﺩ ﺃﻋﻼﻩ ﻧﺘﻮﺻﻞ ﺇﱃ ﺃﻥ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﰲ ﺇﺩﺍﺭﺓ ﺍﻷﻣﻮﺍﻝ ﻫﻲ ‪:‬‬ ‫ﺃﻭﻻ‪:‬‬ ‫ﺗﻮﻓﲑ ﺍﳌﻬﺎﺭﺍﺕ ﻭﺍﳌﻌﺎﺭﻑ ﺍﳌﻄﻠﻮﺑﺔ ﻭﺑﻄﺮﻳﻘﺔ ﺍﺣﺘﺮﺍﻓﻴﺔ ﻟﺪﻯ ﺍﻟﻌﺎﻣﻠﲔ ﰲ ﺍﻟﻮﺣﺪﺍﺕ ﺍﳌﺴﺌﻮﻟﻴﺔ ﻋﻦ ﺇﺩﺍﺭﺓ ﺍﻷﻣﻮﺍﻝ‬ ‫ﺑﺘﺤﺪﻳﺚ ﳝﻜﻦ ﻣﻨﺤﻬﻢ ﺍﻟﺼﻼﺣﻴﺎﺕ ﺍﳌﻨﺎﺳﺒﺔ ﰲ ﺍﲣﺎﺫ ﻗﺮﺍﺭ ﺍﻻﺳﺘﺜﻤﺎﺭ ﻭﻣﻌﺎﳉﺔ ﺍﳌـﺸﻜﻼﺕ ﻭﻣـﺴﺎﳘﺘﻬﻢ ﰲ‬ ‫ﺇﳚﺎﺩ ﺣﻠﻮﻝ ﳍﺎ ﺑﻄﺮﻳﻘﺔ ﺗﻠﻘﺎﺋﻴﺔ ﻣﻊ ﺗﻮﻓﺮ ﺍﻻﻋﺘﻤﺎﺩﻳﺔ ﻭﺍﻟﺜﻘﺔ ‪‬ﻢ ﻭﺑﺄﺩﺍﺋﻬﻢ ﻭﺍﻫﺘﻤﺎﻣﻬﻢ ﺍﻟﺸﺪﻳﺪ ﺑﻨﺠﺎﺡ ﻋﻤﻠﻬﻢ ‪.‬‬ ‫ﺛﺎﻧﻴﹰﺎ ‪:‬‬ ‫ﲢﺪﻳﺪ ﺍﻷﻫﺪﺍﻑ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻭﺍﻟﺘﺸﻐﻴﻠﻴﺔ ﻭﺍﺧﺘﻴﺎﺭ ﺍﳌﻌﺎﻳﲑ ﺍﳌﻨﺎﺳﺒﺔ ﻟﻜﻞ ﻫﺪﻑ ﺇﺫ ﳝﻜـﻦ ﺃﻥ ﺗﻜـﻮﻥ ﺗﻠـﻚ‬ ‫ﺍﻷﻫﺪﺍﻑ ﲢﻘﻴﻖ ﳕﻮ ﻣﺘﻮﺳﻂ ﺃﻭ ﻃﻮﻳﻞ ﺍﻷﻣﺪ ﻭﳕﻮ ﰲ ﻗﻴﻤﺔ ﺍﻷﺻﻮﻝ )ﺍﻟﺮﺑﺢ ﺍﻟﺮﺃﲰﺎﱄ( ﺃﻭ ﰲ ﺍﻹﻳﺮﺍﺩﺍﺕ ﺍﳉﺎﺭﻳﺔ‬ ‫)ﺍﻟﺮﺑﺢ ﺍﳉﺎﺭﻱ( ‪.‬‬ ‫ﺛﺎﻟﺜﹰﺎ ‪:‬‬ ‫ﺍﺧﺘﻴﺎﺭ ﺍﻷﺩﻭﺍﺕ ﺍﻻﺳﺘﺜﻤﺎﺭﻳﺔ ﰲ ﺿﻮﺀ ﺍﻷﻫﺪﺍﻑ ﺍﻟﱵ ﰎ ﲢﺪﻳﺪﻫﺎ ﻭﳝﻜﻦ ﰲ ﺿـﻮﺀ ﺫﻟـﻚ ﲢﺪﻳـﺪ ﺍﻷﺩﻭﺍﺕ‬ ‫ﺍﻻﺳﺘﺜﻤﺎﺭﻳﺔ ﺃﻭ ﻛﻴﻔﻴﺔ ﺗﻮﺯﻳﻊ ﺍﻷﺻﻮﻝ ‪ Asset Allocation‬ﺃﻱ ﲢﺪﻳﺪ ﺍﻟﻨﺴﺒﺔ ﺍﳌﺌﻮﻳﺔ ﻣﻦ ﺇﲨﺎﱄ ﺍﻷﺻﻮﻝ‬ ‫ﻟﻜﻞ ﺃﺩﺍﺓ ﺃﻭ ﻧﺴﺒﺘﻬﺎ ﻣﻦ ﺭﺃﺱ ﺍﳌﺎﻝ ﺍﳌﺴﺘﺜﻤﺮ ‪ ،‬ﻭﺍﺧﺘﻴﺎﺭ ﺍﻷﺩﻭﺍﺕ ﺍﻻﺳﺘﺜﻤﺎﺭﻳﺔ ﺍﻟﱵ ﳝﻜﻦ ﺗﺼﻨﻴﻔﻬﺎ ﺇﱃ ﻧـﻮﻋﲔ‬ ‫ﺃﺳﺎﺳﻴﲔ ﳘﺎ ﺍﻻﺳﺘﺜﻤﺎﺭﺍﺕ ﺍﳊﻘﻴﻘﻴﺔ ﻭﺍﻻﺳﺘﺜﻤﺎﺭﺍﺕ ﺍﳌﺎﻟﻴﺔ ‪:‬‬ ‫ﺍﻟﻨﻮﻉ ﺍﻷﻭﻝ ‪ :‬ﺍﻻﺳﺘﺜﻤﺎﺭﺍﺕ ﺍﳊﻘﻴﻘﻴﺔ ﺃﻭ ﺍﻹﻧﺘﺎﺟﻴﺔ ‪: Real Investment‬‬ ‫ﻭﻫﻲ ﺍﻻﺳﺘﺜﻤﺎﺭ ﰲ ﺍﻷﺻﻮﻝ ﺍﳊﻘﻴﻘﻴﺔ ﺍﳌﻠﻤﻮﺳﺔ ﻭﻳﺸﻤﻞ ﺫﻟﻚ ﻣﺎ ﻳﻠﻲ ‪:‬‬ ‫‪ -١‬ﺗﻜﻮﻳﻦ ﺭﺃﺱ ﺍﳌﺎﻝ ﺍﻟﺜﺎﺑﺖ ﻭﳝﻜﻦ ﺗﻘﺴﻴﻤﻪ ﺇﱃ ﺛﻼﺛﺔ ﺃﻧﻮﺍﻉ ‪:‬‬ ‫ ﺍﻻﺳﺘﺜﻤﺎﺭ ﰲ ﺭﺃﺱ ﺍﳌﺎﻝ ﺍﻟﺜﺎﺑﺖ ﺍﻟﺬﻱ ﻳﺴﺎﻫﻢ ﺑﺼﻮﺭﺓ ﻣﺒﺎﺷﺮﺓ ﰲ ﺯﻳﺎﺩﺓ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻟﻼﻗﺘـﺼﺎﺩ‬‫ﺍﻟﻘﻮﻣﻲ ‪ ،‬ﻣﺜﻞ ﺗﺄﺳﻴﺲ ﺍﳌﺸﺎﺭﻳﻊ ﺍﻟﺼﻨﺎﻋﻴﺔ ﻭﺍﻟﺰﺭﺍﻋﻴﺔ ﻭﺍﳋﺪﻣﺎﺕ ‪ .......‬ﺍﱁ ‪.‬‬ ‫ ﺍﻻﺳﺘﺜﻤﺎﺭ ﰲ ﺭﺃﺱ ﺍﳌﺎﻝ ﺍﻟﺜﺎﺑﺖ ﺍﻟﺬﻱ ﻳﺴﺎﻫﻢ ﺑﺼﻮﺭﺓ ﻏﲑ ﻣﺒﺎﺷﺮﺓ ﰲ ﺗﻌﺰﻳﺰ ﺍﻟﻘـﺪﺭﺓ ﺍﻹﻧﺘﺎﺟﻴـﺔ ‪،‬‬‫ﻭﻳﺴﺎﻋﺪ ﰲ ﺗﻮﺳﻴﻊ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﰲ ﺍﻟﻘﻄﺎﻋﺎﺕ ﺍﻹﻧﺘﺎﺟﻴﺔ ﺍﳌﺮﺗﺒﻄﺔ ‪‬ﺬﺍ ﺍﻟﻨﻮﻉ ﻣﻦ ﺍﻻﺳﺘﺜﻤﺎﺭﺍﺕ ‪،‬‬ ‫ﻣﺜﻞ ﺍﻟﻄﺮﻕ ﻭﺍﳉﺴﻮﺭ ﻭﺍﳍﻴﺎﻛﻞ ﺍﻻﺭﺗﻜﺎﺯﻳﺔ ﺍﻷﺧﺮﻯ ‪.‬‬ ‫‪٩١‬‬ ‫ ﺍﻻﺳﺘﺜﻤﺎﺭ ﰲ ﺭﺃﺱ ﺍﳌﺎﻝ ﺍﻟﺜﺎﺑﺖ ﺍﻟﺬﻱ ﻻ ﻳﺴﺎﻫﻢ ﺑﺸﻜﻞ ﻣﺒﺎﺷﺮﺓ ﺃﻭ ﻏﲑ ﻣﺒﺎﺷﺮﺓ ﰲ ﺯﻳﺎﺩﺓ ﺍﻟﻄﺎﻗـﺔ‬‫ﺍﻹﻧﺘﺎﺟﻴﺔ ‪ ،‬ﻣﺜﻞ ﺍﳌﺘﺎﺣﻒ ﻭﺍﻟﺘﻤﺎﺛﻴﻞ ﻭﺍﻟﻨﺼﺐ ﺍﻟﺘﺬﻛﺎﺭﻳﺔ ‪....‬‬ ‫‪ -٢‬ﺍﻻﺳﺘﺜﻤﺎﺭ ﰲ ﺗﻜﻮﻳﻦ ﺍﳌﺨﺰﻭﻥ ﺍﻟﺴﻠﻌﻲ ﻭﻫﺬﺍ ﺍﻟﻨﻮﻉ ﻣﻦ ﺍﻻﺳﺘﺜﻤﺎﺭ ﻻ ﻳﺆﺩﻱ ﺇﱃ ﺯﻳﺎﺩﺓ ﰲ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ‪،‬‬ ‫ﻭﺍﻟﻐﺮﺽ ﺍﻷﺳﺎﺳﻲ ﻣﻨﻪ ﺗﻜﻮﻳﻦ ﳐﺰﻭﻥ ﺳﻠﻌﻲ ﻟﺘﺴﻬﻴﻞ ﻋﻤﻠﻴﺔ ﺍﻹﻧﺘﺎﺝ ﻭﺍﻟﺒﻴﻊ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠـﺸﺮﻛﺎﺕ ﺍﻟـﺼﻨﺎﻋﻴﺔ‬ ‫ﻭﺍﳋﺪﻣﻴﺔ ‪ ،‬ﺃﻱ ﺗﺎﻣﲔ ﺍﺳﺘﻤﺮﺍﺭﻳﺔ ﻋﻤﻠﻴﺔ ﺍﻹﻧﺘﺎﺝ ﻭﺍﻟﺒﻴﻊ ﺑﺪﻭﻥ ﺗﻮﻗﻒ ‪.‬‬ ‫‪ -٣‬ﺍﻻﺳﺘﺜﻤﺎﺭ ﰲ ﻓﺎﺋﺾ ﺍﻟﺘﺼﺪﻳﺮ ﻭﻫﻮ ﻋﺒﺎﺭﺓ ﻋﻦ ﺻﺎﰲ ﻗﻴﻤﺔ ﺍﻟﺴﻠﻊ ﻭﺍﳋﺪﻣﺎﺕ ﺍﻟﻨﺎﲨﺔ ﻋﻦ ﺍﻟﺘﻌﺎﻣﻞ ﻣﻊ ﺍﻻﻗﺘﺼﺎﺩ‬ ‫ﺍﳋﺎﺭﺟﻲ ‪ ،‬ﻭﳛﺴﺐ ﻓﺎﺋﺾ ﺍﻟﺘﺼﺪﻳﺮ ﲟﻘﺪﺍﺭ ﺍﻟﺼﺎﺩﺭﺍﺕ ﻣﻦ ﺍﻟﺴﻠﻊ ﻭﺍﳋﺪﻣﺎﺕ ﺧﻼﻝ ﻓﺘﺮﺓ ﺯﻣﻨﻴﺔ ﳏﺪﺩﺓ ‪.‬‬ ‫‪ -٤‬ﺍﻻﺳﺘﺜﻤﺎﺭ ﰲ ﺍﻷﻭﺭﺍﻕ ﺍﳌﺎﻟﻴﺔ ﻟﻠﺸﺮﻛﺎﺕ ﺣﺪﻳﺜﺔ ﺍﻟﺘﺄﺳﻴﺲ ﻭﻫﻮ ﺍﻻﺳﺘﺜﻤﺎﺭ ﰲ ﺍﻷﺳﻬﻢ ﻭﺍﻟﺴﻨﺪﺍﺕ ﻭﻏﲑﻫﺎ ﻣﻦ‬ ‫ﺍﻷﻭﺭﺍﻕ ﺍﳌﺎﻟﻴﺔ ﺍﻟﺼﺎﺩﺭﺓ ﻋﻦ ﺍﻟﺸﺮﻛﺎﺕ ﺍﳉﺪﻳﺪﺓ ‪.‬‬ ‫ﺍﻟﻨﻮﻉ ﺍﻟﺜﺎﱐ ‪ :‬ﺍﻻﺳﺘﺜﻤﺎﺭﺍﺕ ﺍﳌﺎﻟﻴﺔ ‪: Financial Inv.‬‬ ‫ﻭﺗﻘﺴﻢ ﻫﺬﻩ ﺍﻻﺳﺘﺜﻤﺎﺭﺍﺕ ﺍﳌﺎﻟﻴﺔ ﺇﱃ ﺛﻼﺛﺔ ﳎﻤﻮﻋﺎﺕ ‪:‬‬ ‫‪ -١‬ﺍ‪‬ﻤﻮﻋــﺔ ﺍﻷﻭﱃ ﺍﻻﺳﺘﺜﻤــــﺎﺭﺍﺕ ﻏــﲑ ﺍﻟﻘﺎﺑﻠـــــــﺔ ﻟﻠـــــــــﺘﺪﺍﻭﻝ‬ ‫ﻛﺎﻟـــــــﻮﺩﺍﺋﻊ ﻷﺟـﻞ ‪ ، Time Deposits‬ﻭﺩﺍﺋـﻊ ﺍﻟﺘـﻮﻓﲑ ‪، Saving Deposits‬‬ ‫ﺷﻬﺎﺩﺍﺕ ﺍﻹﻳﺪﺍﻉ ﻏﲑ ﺍﻟﻘﺎﺑﻠﺔ ﻟﻠﺘﺪﺍﻭﻝ ‪ ، Certificates Deposits‬ﻗﺮﻭﺽ ﻓﺎﺋﺾ ﺍﻻﺣﺘﻴﺎﻃﻲ ﺍﻹﻟﺰﺍﻣﻲ‬ ‫‪ ، Surplus Reserve Requirement‬ﺍﺗﻔﺎﻗﻴــﺎﺕ ﺇﻋــﺎﺩﺓ ﺍﻟــﺸﺮﺍﺀ ‪Repurchase‬‬ ‫‪ Agreements‬ﻭﺍﻟﺴﻨﺪﺍﺕ ﺍﻻﺩﺧﺎﺭﻳﺔ ﺍﳊﻜﻮﻣﻴﺔ ‪. Saving Bonds‬‬ ‫‪ -٢‬ﺍ‪‬ﻤﻮﻋﺔ ﺍﻟﺜﺎﻧﻴﺔ ﺍﻷﺩﻭﺍﺕ ﺍﳌﺘﺪﺍﻭﻟﺔ ﰲ ﺳﻮﻕ ﺍﻟﻨﻘﺪ ‪ ،‬ﻭﺗﺘﻜﻮﻥ ﻣـﻦ ﺃﻭﺍﻣـﺮ ﺍﻟـﺴﺤﺐ ﺍﻟﻘﺎﺑﻠـﺔ ﻟﻠﺘـﺪﺍﻭﻝ‬ ‫‪ ، Negotiable Orders of Withdrawal‬ﺷﻬﺎﺩﺓ ﺍﻹﻳﺪﺍﻉ ﺍﻟﻘﺎﺑﻠﺔ ﻟﻠﺘـﺪﺍﻭﻝ ‪Negotiable‬‬ ‫‪ ، Certificates of Deposit‬ﺍﻟﻘﺒـﻮﻻﺕ ﺍﳌـﺼﺮﻓﻴﺔ ‪ ، Bankers Acceptances‬ﺍﻷﻭﺭﺍﻕ‬ ‫‪٩٢‬‬ ‫ﺍﻟﺘﺠﺎﺭﻳﺔ ‪ ، Commercial papers‬ﻗﺮﻭﺽ ﺍﻟﺪﻭﻻﺭ ﺍﻷﻭﺭﻭﰊ ‪ Eurodollar Loans‬ﻭﺃﺫﻭﻧـﺎﺕ‬ ‫ﺍﳋﺰﺍﻧﺔ ‪. Treasury Bills‬‬ ‫‪ -٣‬ﺍ‪‬ﻤﻮﻋﺔ ﺍﻟﺜﺎﻟﺜﺔ ﺃﺩﻭﺍﺕ ﺍﻻﺳﺘﺜﻤﺎﺭ ﺍﳌﺘﺪﺍﻭﻟﺔ ﰲ ﺳﻮﻕ ﺭﺃﺱ ﺍﳌﺎﻝ ﻛﺎﻷﺳﻬﻢ ﺍﻟﻌﺎﺩﻳﺔ ‪Common Stock‬‬ ‫‪ ،‬ﺍﻷﺳﻬﻢ ﺍﳌﻤﺘﺎﺯﺓ ‪ Preferred Stock‬ﺍﻟﺴﻨﺪﺍﺕ ‪ Bonds‬ﻭﳝﻜﻦ ﺇﺿﺎﻓﺔ ﺇﻟﻴﻬﺎ ﺍﳌﺸﺘﻘﺎﺕ ﺍﳌﺎﻟﻴﺔ ‪.‬‬ ‫ﺭﺍﺑﻌﹰﺎ ‪ :‬ﺗﻨﻔﻴﺬ ﺍﻟﱪﺍﻣﺞ ﺍﳌﻄﺎﺑﻘﺔ ﻟﻸﻫﺪﺍﻑ ﻭﺑﺪﺭﺟﺔ ﺿﻌﻴﻔﺔ ﻣﻦ ﺍﻟﻌﻴﻮﺏ ﺃﻭ ﺻﻔﺮﻳﺔ ﺍﻟﻌﻴﻮﺏ ﻭﺃﳘﻬﺎ ﲢﺪﻳﺪ ﺍﻟﻌﻮﺍﺋﺪ ﻭﺍﳌﺨﺎﻃﺮ‬ ‫ﻭﻃﺒﻴﻌﺘﻬﺎ ﻭﻃﺮﻕ ﲣﻔﻴﻀﻬﺎ ﻭﲢﺪﻳﺪ ﺍﻷﻭﺯﺍﻥ ﻟﻠﻤﺨﺎﻃﺮ ﺍﻟﱵ ﻣﻦ ﺍﶈﺘﻤﻞ ﺃﻥ ﺗﺘﻌﺮﺽ ﳍﺎ ﺍﻷﻣـﻮﺍﻝ ﺍﳌـﺴﺘﺜﻤﺮﺓ ﰲ ﺍﻷﺩﻭﺍﺕ‬ ‫ﺍﳌﺎﻟﻴﺔ ﻭﻫﺬﻩ ﺍﻷﻭﺯﺍﻥ ﺗﺒﺪﺃ ﻣﻦ ﺍﻟﺼﻔﺮ ﰒ ﺇﱃ ﺍﻷﻭﺯﺍﻥ ﺍﻷﺧﺮﻯ ﺣﺴﺐ ﻃﺒﻴﻌـﺔ ﻛـﻞ ﺃﺩﺍﺓ ‪، 50% ، 20% ،10%‬‬ ‫‪ 100% ، 75%‬ﻭﻛﻤﺎ ﻣﻌﺮﻭﺽ ﺑﺎﳉﺪﻭﻝ ﺃﺩﻧﺎﻩ ﺍﻟﺬﻱ ﻳﺒﲔ ﺍﻷﺩﻭﺍﺕ ﺍﳌﺨﺘﺎﺭﺓ ﻭﺍﺣﺘﻤﺎﻻﺕ ﺍﳌﺨﺎﻃﺮ ﺍﻟﱵ ﺗﺘﻌﺮﺽ ﳍـﺎ‬ ‫ﻛﻞ ﳎﻤﻮﻋﺔ ﺃﻭ ﺃﺩﺍﺓ ﻭﺗﺄﺛﲑ ﺫﻟﻚ ﻋﻠﻰ ﻗﻴﻤﺔ ﺭﺃﺱ ﺍﳌﺎﻝ ﰲ ﺿﻮﺀ ﺍﻟﻮﺯﻥ ﺍﻟﺘﺮﺟﻴﺤﻲ ﻟﺪﺭﺟﺔ ﺍﳌﺨﺎﻃﺮ‪.‬‬ ‫ﺍﻟﺮﺻﻴﺪ‬ ‫ﺍﻟﻮﺯﻥ ﺍﻟﺘﺮﺟﻴﺤﻲ‬ ‫ﻟﺪﺭﺟﺔ ﺍﳌﺨﺎﻃﺮ‬ ‫ﺍﻷﺻﻮﻝ ﺍﳋﻄﺮﺓ ﺍﳌﺮﺟﺤﺔ‬ ‫ﺍﻟﻨﻘﺪ‬ ‫‪100000‬‬ ‫ﺻﻔﺮ‬ ‫ﺻﻔﺮ‬ ‫ﺃﺩﻭﺍﺕ ﺳﻮﻕ ﺍﻟﻨﻘﺪ‬ ‫‪500000‬‬ ‫‪%20‬‬ ‫‪100000‬‬ ‫ﺃﺩﻭﺍﺕ ﺳﻮﻕ ﺭﺃﺱ ﺍﳌﺎﻝ‬ ‫‪1000000‬‬ ‫‪%50‬‬ ‫‪500000‬‬ ‫ﺍﳌﺸﺘﻘﺎﺕ ﺍﳌﺎﻟﻴﺔ‬ ‫‪200000‬‬ ‫‪%100‬‬ ‫‪200000‬‬ ‫ﻧﻮﻉ ﺍﻷﺻﻮﻝ‬ ‫ﺧﺎﻣﺴﹰﺎ ‪ :‬ﺇﺭﺿﺎﺀ ﻣﺎﻟﻜﻲ ﺍﻷﻣﻮﺍﻝ ﻭﺍﻟﻘﻴﺎﻡ ﺑﻌﻤﻠﻴﺎﺕ ﺇﺩﺍﺭﺓ ﺍﻷﻣﻮﺍﻝ ﺑﺎﻟﻮﻗﺖ ﺍﳌﻼﺋﻢ ﻭﺍﲣﺎﺫ ﺍﻟﻘــﺮﺍﺭﺍﺕ‬ ‫ﺍﻻﺳﺘﺜﻤﺎﺭﻳﺔ ﻣﻦ ﺑﻴﻊ ﺃﻭ ﺷﺮﺍﺀ ﺑﺘﻮﻗﻴﺖ ﺳﻠﻴﻢ ﻻﻥ ﻛﻞ ﻗﺮﺍﺭ ﺑﻴﻊ ﺃﻭ ﺷﺮﺍﺀ ﻳﻌﺪ ﻓﺮﺻﺔ ﺭﺑﺢ ﺃﻭ ﲢﻘﻖ ﺧﺴﺎﺭﺓ ﻭﲢﺴﲔ ﻛﻔﺎﺀﺓ‬ ‫ﺍﻷﺩﺍﺀ ﰲ ﺍﺧﺘﻴﺎﺭ ﺍﻷﺩﻭﺍﺕ ﺍﻻﺳﺘﺜﻤﺎﺭﻳﺔ ﻭﺍﻟﺒﺤﺚ ﻋﻦ ﻓﺮﺹ ﺍﻻﺳﺘﺜﻤﺎﺭ ﲟﺎ ﻳﺆﺩﻱ ﺇﱃ ﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻦ ﻋﻤﻠﻴﺔ ﺍﻟﺘﻨﻮﻳﻊ ﺍﳌﺜﻠـﻰ‬ ‫‪٩٣‬‬ ‫ﻟﻸﺩﻭﺍﺕ ﺳﻮﺍﺀ ﻣﻦ ﺧﻼﻝ ﺍﺧﺘﻴﺎﺭ ﺍﻷﺩﻭﺍﺕ ﺍﶈﻠﻴﺔ ﺃﻭ ﻣﻦ ﺍﻟﺴﻮﻕ ﺍﻟﺪﻭﱄ ﻭﺍﻟﺘﻌﺎﻣﻞ ﻣﻊ ﺍﳌﺴﺘﺜﻤﺮﻳﻦ ﺍﶈﻠﻴﲔ ﻭﺍﳋـﺎﺭﺟﻴﲔ‬ ‫ﻭﺗﻌﺰﻳﺰ ﺍﳌﺮﻛﺰ ﺍﻟﺘﻨﺎﻓﺴﻲ ﻟﻠﻮﺣﺪﺓ ‪.‬‬ ‫ﺳﺎﺩﺳﺎ ‪ :‬ﺍﻟﻌﻤﻞ ﺍﳉﻤﺎﻋﻲ ﻭﺍﻟﺘﻌﺎﻭﻥ ﰲ ﻛﺎﻓﺔ ﺍ‪‬ﺎﻻﺕ ﻭﺍﻋﺘﻤﺎﺩ ﺍﳌﺪﺧﻞ ﺍﻟﻌﻠﻤﻲ ﻻﲣﺎﺫ ﺍﻟﻘـــﺮﺍﺭﺍﺕ ﻭﺗﻨﻔﻴـﺬﻫﺎ ﻭﰲ‬ ‫ﺍﳊﺼﻮﻝ ﻋﻠﻰ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﻣﻌﺎﳉﺘﻬﺎ ﻭﲢﻮﻳﻠﻬﺎ ﺇﱃ ﻣﻌﻠﻮﻣﺎﺕ ﻣﻦ ﺧﻼﻝ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﻮﺳﺎﺋﻞ ﻭﺍﻟﻘﻴﺎﺱ ﺍﻟﻜﻤﻲ ﻣـﻦ ﺃﺩﻭﺍﺕ‬ ‫ﺭﻳﺎﺿﻴﺔ ﻭﺇﺣﺼﺎﺋﻴﺔ ﻛﺎﻟﻨﺴﺐ ﺍﳌﺎﻟﻴﺔ ﻭﲢﻠﻴﻞ ﺍﻟﺴﻠﺴﺔ ﺍﻟﺰﻣﻨﻴﺔ ﻭﲢﻠﻴﻞ ﺍﳊﺴﺎﺳﻴﺔ ﻭﻏﲑﻫﺎ ﻣﻦ ﺍﻷﺩﻭﺍﺕ ﺍﻟﱵ ﺗﺆﺩﻱ ﺇﱃ ﺩﻗـﺔ‬ ‫ﻭﺳﻼﻣﺔ ﻋﻤﻠﻴﺔ ﺍﻟﺘﺤﻠﻴﻞ ﻭﺍﻻﺳﺘﻘﺮﺍﺀ ﻭﺍﺳﺘﺨﺪﺍﻡ ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ﺍﳌﺘﺎﺣﺔ ﺃﻭ ﺍﻻﺳﺘﺸﺎﺭﻳﺔ ﺍﻻﺳﺘﺨﺪﺍﻡ ﺍﻷﻣﺜﻞ ‪.‬‬ ‫ﺳﺎﺑﻌﹰﺎ‪ :‬ﲢﺴﻦ ﺇﺩﺍﺭﺓ ﺍﻷﻣﻮﺍﻝ ﺑﺎﺳﺘﻤﺮﺍﺭ ﻭﺇﻓﺴﺎﺡ ﺍ‪‬ﺎﻝ ﻟﻠﻤﺸﺎﺭﻛﺔ ﺍﻟﻔﺎﻋﻠﺔ ﻟﻠﻌﺎﻣﻠﲔ ﰲ ﺍﻟﺘﺨﻄﻴﻂ ﻭﺗﻨﻔﻴﺬ ﻭﺗﻄﻮﻳﺮ ﻛﻔـﺎﺀﺓ‬ ‫ﺍﻷﺩﺍﺀ ﻭﺯﻳﺎﺩﺓ ﺍﳌﻌﺮﻓﺔ ﺑﺎﻟﺘﻌﻠﻴﻢ ﻭﺍﻟﺘﺪﺭﻳﺐ ﺍﳌﺴﺘﻤﺮﻳﻦ ‪.‬‬ ‫ﺛﺎﻣﻨﹰﺎ ‪ :‬ﲢﻘﻴﻖ ﻭﺣﺪﺓ ﺍﳍﺪﻑ ﻭﺯﻳﺎﺩﺓ ﺍﻷﺭﺑﺎﺡ ﻣﻦ ﺧﻼﻝ ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﻣﺎ ﻳﻠﻲ ‪:‬‬ ‫‪ -١‬ﺇﺩﺍﺭﺓ ﻛﻔﺆﺓ ﻟﻸﻣﻮﺍﻝ ‪.‬‬ ‫‪ -٢‬ﻫﻴﻜﻠﻴﺔ ﺍﻷﺻﻮﻝ ﺑﺸﻜﻞ ﻣﺘﻮﺍﺯﻥ ﻟﺘﺤﻘﻴﻖ ﺍﳌﻮﺍﺯﻧﺔ ﺑﲔ ﺍﻟﻌﺎﺋﺪ ﻭﺍﻟﺴﻴﻮﻟﺔ ﻭﺍﳌﺨﺎﻃﺮ ‪‬ﺪﻑ ﻋﺪﻡ ﺗﻌﻄﻴﻞ ﻧﻘﺪ ﺯﺍﺋﺪ‬ ‫ﻋﻦ ﺍﳊﺎﺟﺔ ‪.‬‬ ‫‪ -٣‬ﺍﺳﺘﺜﻤﺎﺭﺍﺕ ﻣﺎﻟﻴﺔ ﺳﻠﻴﻤﺔ ﻭﻣﺪﺭﻭﺳﺔ ﻋﻠﻰ ﺃﺳﺲ ﺍﺳﺘﺜﻤﺎﺭﻳﺔ ﺳﻠﻴﻤﺔ ‪.‬‬ ‫‪ -٤‬ﺍﻟﺘﻨﻮﻳﻊ ﰲ ﺍﺧﺘﻴﺎﺭ ﺍﻷﺩﻭﺍﺕ ﺍﻻﺳﺘﺜﻤﺎﺭﻳﺔ ﺑﺎﻻﻋﺘﻤﺎﺩ ﻋﻠﻰ ﻧﻈﺮﻳﺔ ﺍﻟﺘﻨﻮﻳﻊ ﺍﻻﳚـﺎﰊ ﺃﻱ ﺍﺧﺘﻴـﺎﺭ ﺍﻷﺩﻭﺍﺕ ﺫﺍﺕ‬ ‫ﻣﻌﺎﻣﻞ ﺍﻻﺭﺗﺒﺎﻁ ﺍﻟﺴﺎﻟﺐ ﻭﺑﺪﺭﺟﺔ ﺍﺭﺗﺒﺎﻁ ﳐﺘﻠﻔﺔ ‪.‬‬ ‫‪ -٥‬ﺗﻌﻈﻴﻢ ﻣﺼﺎﺩﺭ ﺍﻷﻣﻮﺍﻝ ﻣﻨﺨﻔﻀﺔ ﺍﻟﺘﻜﺎﻟﻴﻒ ﻭﺍﳌﺨﺎﻃﺮ ‪.‬‬ ‫‪ -٦‬ﺍﻋﺘﻤﺎﺩ ﺳﻴﺎﺳﺔ ﺍﺳﺘﺜﻤﺎﺭﻳﺔ ﺗﺆﺩﻱ ﺇﱃ ﺧﻠﻖ ﺗﺪﻓﻘﺎﺕ ﻧﻘﺪﻳﺔ ﺗﺘﻮﺍﺯﻥ ﻣﻊ ﺍﺣﺘﻴﺎﺟﺎﺕ ﺍﻟﻮﺣﺪﺓ ﰲ ﺗﺴﻴﲑ ﺃﻧـﺸﻄﺘﻬﺎ‬ ‫ﺍﻟﻌﺎﺩﻳﺔ ﻭﺗﺴﺪﻳﺪ ﺍﻟﺘﺰﺍﻣﺎ‪‬ﺎ ﰲ ﺃﻭﻗﺎ‪‬ﺎ ‪.‬‬ ‫ﺗﺎﺳﻌﹰﺎ ‪ :‬ﺍﻋﺘﻤﺎﺩ ﻧﻈﺎﻡ ﺭﻗﺎﺑﺔ ﻭﻣﺘﺎﺑﻌﺔ ﻭﺿﺒﻂ ﺩﺍﺧﻠﻲ ﻣﺘﻤﻴﺰ ﻳﺘﻼﺀﻡ ﻣﻊ ﻃﺒﻴﻌﺔ ﺗﻮﻇﻴﻒ ﺍﻷﻣـﻮﺍﻝ ﻣـﻦ ﺣﻴـﺚ ﺍﳌﺮﻭﻧـﺔ‬ ‫ﻭﺍﻟﺼﻼﺣﻴﺎﺕ ‪.‬‬ ‫ﻫـ‪-‬ﻧﻈﺮﻳﺔ ﻋﺎﺋﺪ ﺍﳉﻮﺩﺓ ‪:‬‬ ‫‪٩٤‬‬ ‫ﺃﻥ ﺍﳍﺪﻑ ﻣﻦ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻫﻮ ﲢﻘﻴﻖ ﺍﻷﺭﺑﺎﺡ ﺍﻟﻌﺎﻟﻴﺔ ﻭﺳﻴﺎﺩﺓ ﳕﻂ ﺍﻟﻌــﻴﻮﺏ ﺍﻟﺼﻔﺮﻳﺔ ‪ Zero Defects‬ﻭﻫﻲ‬ ‫ﻟﻴﺴﺖ ﺃﺳﻠﻮﺏ ﺍﺧﺘﻴﺎﺭ ﻭﻓﺤﺺ ‪‬ﺎﺋﻲ ﻓﺤﺴﺐ ‪ ،‬ﺑﻞ ﻫﻲ ﺟﺰﺀ ﻳﻜﻤﻞ ﻭﻳﺮﺑﻂ ﲨﻴﻊ ﺍﻷﻧﺸﻄﺔ ﻣﻊ ﺑﻌﻀﻬﺎ ﺍﻟﺒﻌﺾ ﻟﻠﻮﺻﻮﻝ‬ ‫ﺇﱃ ﲢﻘﻴﻖ ﺍﻷﻫﺪﺍﻑ ‪ ،‬ﻭﺍﻥ ﺗﻄﻮﻳﺮ ﻭﲢﺴﲔ ﺟﻮﺩﺓ ﺍﻻﺳﺘﺜﻤﺎﺭ ﻭﲢﻘﻴﻖ ﺍﻟﺮﺿﺎ ﺍﻟﺸﺎﻣﻞ ﻟﻠﻤﺘﻌﺎﻣﻠﲔ ﺃﻫﻢ ﻋﻨﺼﺮ ﻣﻦ ﻋﻨﺎﺻـﺮ‬ ‫ﺍﻻﺳﺘﺜﻤﺎﺭ ﺍﳌﺎﱄ ﰲ ﺗﻄﺒﻴﻖ ﻧﻈﺎﻡ ﺍﳉﻮﺩﺓ ﻭﻫﺬﺍ ﻻﺑﺪ ﻣﻦ ﺍﳌﻮﺍﺯﻧﺔ ﺍﻟﺪﻗﻴﻘﺔ ﺑﲔ ﻛﻠﻔﺔ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﺍﻟﱵ ﺗﺘـﻀﻤﻦ ﻛﻠﻔـﺔ‬ ‫ﺍﻟﺮﻗﺎﺑﺔ ﻭﺗﺘﻤﺜﻞ ﲟﺼﺎﺭﻳﻒ ﺑﻨﺎﺀ ﺍﻟﻨﻈﺎﻡ ﻭ‪‬ﻴﺄﺕ ﺍﻟﻌﺎﻣﻠﲔ ﻭﺗﺪﺭﻳﺒﻬﻢ ﻭﺗﻠﺒﻴﺔ ﺣﺎﺟﺎ‪‬ﻢ ﻭﺍﻟﺘﺨﻄﻴﻂ ﻭﺗﻮﻓﲑ ﺍﻷﺟﻬﺰﺓ ﺍﳊﺪﻳﺜـﺔ‬ ‫ﻟﺘﻠﺒﻴﺔ ﻣﺘﻄﻠﺒﺎﺕ ﺗﻨﻔﻴﺬ ﻧﻈﺎﻡ ﺍﳉﻮﺩﺓ ‪ ،‬ﻭﺇﲨﺎﱄ ﻛﻠﻔﺔ ﺍﻟﺘﻔﻮﻳﺾ ﻭﺍﻟﺘﻘﻴﻴﻢ ﻭﺍﻟﱵ ﺗﺸﻤﻞ ﻣﺼﺎﺭﻳﻒ ﺍﻟﺘﻔﺘﻴﺶ ﺍﳌﺴﺘﻤﺮ ﻭﺗﺪﺭﻳﺐ‬ ‫ﺍﳌﺮﺍﻗﺒﲔ ﻭﻣﺮﺍﺟﻌﺔ ﺍﳉﻮﺩﺓ ﻭﺍﻟﺘﺴﺠﻴﻞ ﺍﳌﺴﺘﻨﺪﻱ ﻭﻣﺮﺍﺟﻌﺔ ﺍﳋﺪﻣﺎﺕ ﺍﻟﺪﺍﻋﻤﺔ ’ ﻷ‪‬ﺎ ﺗﺘﻄﻠﺐ ﺍﻟﻮﻗﺖ ﻭﺍﳉﻬﺪ ﻭﺍﳌﻮﺍﺭﺩ ﺍﻟﱵ‬ ‫ﺗﺼﺮﻑ ﳌﻌﺎﳉﺔ ﺍﻷﺧﻄﺎﺀ ﻭﺍﳌﺨﺎﻃﺮ ﰲ ﺍﻟﺘﻄﺒﻴﻖ ﺃﻭﻻ ﺑﺄﻭﻝ ‪ ،‬ﻭﻟﺬﻟﻚ ﻓﺎﻥ ﻫﺪﻑ ﺍﻟﻔﺎﻋﻠﻴﺔ ﻭﺍﺳﺘﻐﻼﻝ ﺍﳌـﻮﺍﺭﺩ ﻭﺍﳊـﺼﻮﻝ‬ ‫ﻋﻠﻰ ﺍﻟﻌﺎﺋﺪ ﺍﻷﻓﻀﻞ ﻳﻌﺪ ﻋﺎﻣﻞ ﺃﺳﺎﺳﻲ ﻋﻨﺪ ﺗﻄﺒﻴﻖ ﻧﻈﺎﻡ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻭﳚﺐ ﺃﻥ ﻧﺄﺧﺬ ﺑﺎﻻﻋﺘﺒﺎﺭ ﺍﻟﺘﻜﺎﻟﻴﻒ ﺍﻷﺧـﺮﻯ‬ ‫ﺍﻟﱵ ﺗﻈﻬﺮ ﻋﻨﺪ ﺗﻄﺒﻴﻖ ﻫﺬﺍ ﺍﻟﻨﻈﺎﻡ ﻣﻨﻬﺎ ﻛﻠﻔﺔ ﺍﻟﻔﺸﻞ ﺍﻟﺪﺍﺧﻠﻲ ﺍﻟﱵ ﲢﺴﺐ ﻋﻠﻰ ﺃﺳﺎﺱ ﺍﻟﻮﻗﺖ ﺍﻟﻀﺎﺋﻊ ﻭﺍﻹﺿﺎﰲ ﻭﺇﻋﺎﺩﺓ‬ ‫ﺍﳌﺮﺍﺟﻌﺔ ﻭﺍﻟﺘﻔﺘﻴﺶ ﻭﺍﻟﻮﻗﺖ ﺍﻹﺿﺎﰲ ﻹﺩﺍﺭﺓ ﻫﺬﺍ ﺍﻟﻨﻈﺎﻡ ‪ ،‬ﻭﺍﻷﺧﻄﺎﺀ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻭﻫﻲ ﺍﻟﱵ ﺗﺮﺗﺐ ﻛﻠﻔـﺔ ﻋﻠـﻰ ﺍﻟﻮﺣـﺪﺓ‬ ‫ﻭﻳﺘﺤﻤﻞ ﻋﻠﻰ ﺍﺛﺮ ﻫﺬﻩ ﺍﻷﺧﻄﺎﺀ ﺧﺴﺎﺭﺓ ﺗﺆﺛﺮ ﻋﻠﻰ ﻫﺎﺵ ﺍﻟﺮﺑﺢ ‪ ،‬ﺃﻣﺎ ﺍﻷﺧﻄﺎﺀ ﻭﺍﻟﻔﺸﻞ ﺍﳋﺎﺭﺟﻲ ﻭﺍﳌﺸﺎﻛﻞ ﺍﳋﺎﺭﺟﻴـﺔ‬ ‫ﻭﲢﺴﺐ ﻋﻠﻰ ﺃﺳﺎﺱ ﺗﻜﻠﻔﺔ ﻓﻘﺪﺍﻥ ﺍﻟﻌﻮﺍﺋﺪ ﺳﻮﺍﺀ ﺃﻛﺎﻧﺖ ﺟﺎﺭﻳﺔ ﺃﻭ ﺭﺃﲰﺎﻟﻴﺔ ﺃﻭ ﺑﺴﺒﺐ ﻋﺪﻡ ﻣﺮﺍﻗﺒﺔ ﺍﻟﺘﻐﲑﺍﺕ ﰲ ﺍﻟﺴﻮﻕ‬ ‫ﻭﻗﻴﻤﺔ ﺍﻷﺩﻭﺍﺕ ﺍﳌﻀﺎﻓﺔ ﻟﻠﻤﺤﻔﻈﺔ ﺍﻻﺳﺘﺜﻤﺎﺭﻳﺔ ﻭﲰﻌﺔ ﺍﻟﻮﺣﺪﺓ ﰲ ﺍﻟﺴﻮﻕ ﺍﻟﱵ ﺗﺄﺛﺮﺕ ‪‬ﺬﺍ ﺍﻟﻔﻀﻞ ﻭﻋﺰﻭﻑ ﺍﻟﺒﻌﺾ ﻋﻦ‬ ‫ﺍﻟﺘﻌﺎﻣﻞ ﻣﻊ ﺍﻟﻮﺣﺪﺓ ‪ ،‬ﻭﰲ ﺣﺎﻟﺔ ﺍﺭﺗﻔﺎﻉ ﻧﺴﺒﺔ ﺍﻷﺧﻄﺎﺀ ﻓﺎﻥ ﻛﻠﻔﺔ ﺍﻟﺘﻌﺮﻑ ﻋﻠﻴﻬﺎ ﻭﺍﻛﺘـﺸﺎﻓﻬﺎ ﺗـﺸﻜﻞ ﻣـﺼﺎﺭﻳﻒ ﻻ‬ ‫ﻳﺴﺘﻬﺎﻥ ‪‬ﺎ ‪ ،‬ﻭﺧﺎﺻﺔ ﻋﻨﺪ ﺣﺪﻭﺙ ﺍﳌﺸﻜﻠﺔ ﻗﺒﻞ ﺍﻛﺘﺸﺎﻑ ﺍﻟﻮﺳﺎﺋﻞ ﺍﻟﻼﺯﻣﺔ ﳌﻌﺎﳉﺘﻬﺎ ‪ ،‬ﺇﺿﺎﻓﺔ ﺇﱃ ﺍﳌـﺼﺎﺭﻳﻒ ﺍﻟـﱵ‬ ‫ﺗﺘﻜﺒﺪﻫﺎ ﺍﻟﻮﺣﺪﺓ ﳌﺎ ﻳﻌﺮﻑ ﺑﻜﻠﻔﺔ ﺍﳌﻨﻊ ﻭﻫﻲ ﻣﻘﺪﺍﺭ ﺍﻟﻨﻔﻘﺎﺕ ﺍﻟﱵ ﺗﺘﺤﻤﻠﻬﺎ ﺍﻟﻮﺣﺪﺓ ﳌﻨﻊ ﺣﺼﻮﻝ ﺍﳌﺨﺎﻃﺮ ﻋﻠﻰ ﺍﻟﺘﺪﻓﻘﺎﺕ‬ ‫ﺍﳌﺎﻟﻴﺔ ﻭﺗﻀﻴﻴﻖ ﺍﻷﺧﻄﺎﺀ ﺫﺍﺕ ﺍﻷﺛﺮ ﻋﻠﻰ ﺟﻮﺩﺓ ﻭﺍﺧﺘﻴﺎﺭ ﺍﻷﺩﺍﺓ ﺍﻻﺳﺘﺜﻤﺎﺭﻳﺔ ﺍﳌﻼﺋﻤﺔ ‪.‬‬ ‫ﺇﻥ ﺍﳍﺪﻑ ﻣﻦ ﻧﻈﺎﻡ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻫﻮ ﺗﻄﻮﻳﺮ ﻭﲢﺴﲔ ﺇﺩﺍﺭﺓ ﺍﻷﻣﻮﺍﻝ ﲟﺎ ﻳﺘﺠﺎﻭﺯ ﺗﻮﻗﻌﺎﺕ ﺍﻟﻮﺣﺪﺓ ‪ ،‬ﻭﻳﺰﻳﺪ ﻣﻦ ﺩﺭﺟﺔ‬ ‫ﺭﺿﺎ ﻭﻭﻻﺀ ﻭﺍﻟﺜﻘﺔ ﺑﺈﺩﺍﺭﺓ ﺍﻷﻣﻮﺍﻝ ﻭﻛﻔﺎﺀﺓ ﺍﻟﻘﺎﺋﻤﲔ ﻋﻠﻴﻬﺎ ‪ ،‬ﻭ‪‬ﺪﻑ ﺍﳉﻮﺩﺓ ﺇﱃ ﺭﻓﻊ ﺍﻟﺮﻭﺡ ﺍﳌﻌﻨﻮﻳﺔ ﻟﻠﻤﺘﻌﺎﻣﻞ ﻣﻦ ﺧﻼﻝ‬ ‫ﺯﻳﺎﺩﺓ ﻣﺸﺎﺭﻛﺘﻪ ﰲ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﻭﺷﻌﻮﺭﻩ ﺑﺎﻟﺮﺿﺎ ‪ ،‬ﻭﻳﺆﺩﻱ ﺇﱃ ﲢﺴﲔ ﻓﺮﺹ ﺯﻳﺎﺩﺓ ﺍﻟﺮﲝﻴﺔ ﻣﻦ ﺧﻼﻝ ﲢﻘﻴـﻖ ﺍﻟﻌﺎﺋـﺪ‬ ‫‪٩٥‬‬ ‫ﺍﻷﻋﻠﻰ ‪ ،‬ﻛﻤﺎ ﺃﻥ ﺷﻌﺎﺭ ﺗﻨﻔﻴﺬ ﺍﻻﺳﺘﺜﻤﺎﺭﺍﺕ ﻭﺍﲣﺎﺫ ﻗﺮﺍﺭﺍﺕ ﺍﻟﺒﻴﻊ ﻭﺍﻟﺸﺮﺍﺀ ﺑﻄﺮﻳﻘﺔ ﺻﺤﻴﺤﺔ ﻭﻣﻦ ﺃﻭﻝ ﻣﺮﺓ ﻳـﺆﺩﻱ ﺇﱃ‬ ‫ﲣﻔﻴﺾ ﺍﻟﺘﻜﺎﻟﻴﻒ ‪.‬‬ ‫ﺃﻥ ﺗﻄﺒﻴﻖ ﻧﻈﺎﻡ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻟﻴﺲ ﻫﻮ ﺍﳍﺪﻑ ﻭﺇﳕﺎ ﻫﻮ ﻭﺳﻴﻠﺔ ﻟﻠﻮﺻﻮﻝ ﺇﱃ ﺍﳍﺪﻑ ﻛﻤﺎ ﻋﺮﺽ ﺍﻟﺒﺎﺣﺚ ﺳـﺎﺑﻘﺎ ﻭﻻ‬ ‫ﺑﺪ ﻣﻦ ﺗﻀﻤﲔ ﻫﺬﺍ ﺍﳍﺪﻑ ﻋﺎﺋﺪ ﺍﳉﻮﺩﺓ ﻓﺎﻹﻧﻔﺎﻕ ﺍﳌﻔﺮﻁ ﻋﻠﻰ ﺑﺮﺍﻣﺞ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻗﺪ ﻳﺆﺩﻱ ﺇﱃ ﲣﻔـﻴﺾ ﻫـﺎﻣﺶ‬ ‫ﺍﻟﺮﺑﺢ ﺃﻭ ﺍﻹﻓﻼﺱ ‪ ،‬ﻛﻤﺎ ﺃﻥ ﺍﻟﻀﻐﻂ ﻋﻠﻰ ﺍﻟﻮﺣﺪﺓ ﻣﻦ ﺍﺟﻞ ﺗﻄﺒﻴﻖ ﻧﻈﺎﻡ ﺍﳉﻮﺩﺓ ﻓﺤﺴﺐ ﻗﺪ ﻳﺆﺩﻱ ﺇﱃ ﻧﺘﺎﺋﺞ ﻋﻜﺴﻴﺔ ‪،‬‬ ‫ﻣﻊ ﺿﺮﻭﺭﺓ ﺍﺳﺘﺨﺪﺍﻡ ﺁﻟﻴﺔ ﺍﳉﺪﻭﻯ ﻣﻦ ﻋﻤﻠﻴﺔ ﺍﻷﻧﻔﺎﻕ ﻭﻫﺬﺍ ﻳﺘﻄﻠﺐ ﺗﻘﻨﲔ ﺍﻷﻧﻔﺎﻕ‬ ‫ﻣﻊ ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﻣﻘﺘﺮﺣﺎﺕ ﻭﻣﻼﺣﻈﺎﺕ ﻗﺴﻢ ﺍﻟﻔﺤﺺ ﻭﺍﳌﺮﺍﻗﺒﺔ ﻭﺍﳌﻮﺍﺯﻧﺔ ﺑﲔ ﻫﺪﻑ ﺍﻟﻮﺣﺪﺓ ﻣﻦ ﺗﻄﺒﻴﻖ ﺑﺮﻧـﺎﻣﺞ ﺇﺩﺍﺭﺓ‬ ‫ﺍﻷﻣﻮﺍﻝ ﻋﻠﻰ ﻭﻓﻖ ﻧﻈﺎﻡ ﺍﳉﻮﺩﺓ ﻭﺑﲔ ﻫﺪﻑ ﲢﻘﻴﻖ ﺍﻟﻌﺎﺋﺪ ﻭﲡﻨﺐ ﺍﳌﺨﺎﻃﺮ ﻭﺍﳊﻔﺎﻅ ﻋﻠﻰ ﻗﻴﻤﺔ ﺭﺃﺱ ﺍﳌﺎﻝ ﺍﳌﺴﺘﺜﻤﺮ ﺑـﻞ‬ ‫ﻭﲢﻘﻴﻖ ﺍﻟﻨﻤﻮ ﺍﳌﻀﻄﺮﺩ ﻟﻪ ‪ ،‬ﻓﻌﻠﻰ ﺳﺒﻴﻞ ﺍﳌﺜﺎﻝ ﺃﻥ ﻫﺪﻑ ﺧﻔﺾ ﻛﻠﻔﺔ ﻣﺼﺎﺩﺭ ﺍﻷﻣﻮﺍﻝ ﰲ ﺑﻌﺾ ﺍﻷﺣﻴﺎﻥ ﻗﺪ ﻻ ﻳﻨﺴﺠﻢ‬ ‫ﻣﻊ ﺗﻄﻠﻊ ﺍﻹﺩﺍﺭﺓ ﳓﻮ ﺭﻓﻊ ﻛﻔﺎﺀﺓ ﻭﺳﺮﻋﺔ ﺍﺧﺘﻴﺎﺭ ﺍﻷﺩﻭﺍﺕ ﺍﻻﺳﺘﺜﻤﺎﺭﻳﺔ ﻭﺍﲣﺎﺫ ﻗﺮﺍﺭﺍﺕ ﺍﻟـﺸﺮﺍﺀ ﺃﻭ ﺍﻟﺒﻴـﻊ ﰲ ﺍﻟﻮﻗـﺖ‬ ‫ﺍﳌﻨﺎﺳﺐ ‪ ،‬ﻭﻗﺪ ﺗﻔﻀﻞ ﺍﻹﺩﺍﺭﺓ ﻭﲤﻨﺢ ﺍﻷﻭﻟﻮﻳﺔ ﺇﱃ ﺍﻟﺴﺮﻋﺔ ﰲ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﻣﻘﺎﺭﻧﺔ ﲞﻔﺾ ﺍﻟﻜﻠﻔﺔ ‪ ،‬ﻭﻟﺬﻟﻚ ﳚﺐ ﺇﻥ‬ ‫ﻳﺘﺠﻪ ﺍﻹﻧﻔﺎﻕ ﻋﻠﻰ ﺍﳉﻮﺩﺓ ﳓﻮ ﺯﻳﺎﺩﺓ ﺍﻹﺭﺑﺎﺡ ﺩﻭﻥ ﺍﻹﺧﻼﻝ ﺑﺎﻷﻫﺪﺍﻑ ﺍﳌﺴﺘﻘﺒﻠﻴﺔ ﻟﻠﻮﺣﺪﺓ ‪ ،‬ﻭﻣﻦ ﻫﺬﺍ ﺗﺄﰐ ﺃﳘﻴﺔ ﺍﺧﺘﻴﺎﺭ‬ ‫ﺍﳌﻘﺎﻳﻴﺲ ﺑﻌﻨﺎﻳﺔ ﻓﺎﻟﻮﺣﺪﺓ ﻻ ﺗﻘﻴﺲ ﻛﻞ ﺍﻷﻧﺸﻄﺔ ﺍﻟﱵ ﲤﺎﺭﺳﻬﺎ ﻭﺇﳕﺎ ﺗﺮﻛﺰ ﻋﻠﻰ ﻗﻴﺎﺱ ﺍﻟﻨﺸﺎﻁ ﺍﻟﺬﻱ ﺗﺮﻳﺪ ﺇﻥ ﲢﻘﻖ ﻓﻴـﻪ‬ ‫ﺍﳉﻮﺩﺓ ‪ ،‬ﻭﺍﻥ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻷﺭﻗﺎﻡ ﻛﻤﻘﺎﻳﻴﺲ ﻭﻣﻌﺎﻳﲑ ﻋﺎﻣﻞ ﺃﺳﺎﺳﻲ ﻷﻱ ﺑﺮﻧﺎﻣﺞ ﺟﻮﺩﺓ ﺷـﺎﻣﻠﺔ ‪ ،‬ﻭﻟﺘﺤﻘﻴـﻖ ﺍﳉـﻮﺩﺓ‬ ‫ﺍﻟﺸﺎﻣﻠﺔ ﻳﺘﻄﻠﺐ ﻣﻌﺮﻓﺔ ﻛﻠﻔﺔ ﺍﻟﺘﻤﻴﺰ ﰲ ﺍﻹﳒﺎﺯ ﻭﻛﻠﻔﺔ ﺍﻟﻔﺸﻞ ﰲ ﺍﳉﻮﺩﺓ ‪ ،‬ﻭﻻﺑﺪ ﻣﻦ ﻣﻌﺮﻓﺔ ﺍﳌﺆﺷﺮﺍﺕ ﺃﻭ ﺍﳌﻘﺎﻳﻴﺲ ﳉﻮﺩﺓ‬ ‫ﺍﻷﺩﻭﺍﺕ ﻭﺍﻻﺳﺘﺜﻤﺎﺭﺍﺕ ﺍﳋﺎﺭﺟﻴﺔ ﻭﺍﻟﺪﺍﺧﻠﻴﺔ ‪ ،‬ﻭﺍﻧﻄﻼﻗﺎ ﻣﻦ ﻫﺬﺍ ﺍﳌﻔﻬﻮﻡ ﺍﲡﻬﺖ ﳉﻨﺔ ﺑﻮﻟﺪﺭﻳﺪﺝ ﺍﻟﱵ ﲤـﻨﺢ ﺟـﻮﺍﺋﺰ‬ ‫ﺍﳉﻮﺩﺓ ﺇﱃ ﻣﻨﺢ ﺍﻷﺩﺍﺀ ﺍﳌﺎﱄ ﻟﻠﺸﺮﻛﺔ ﻭﺯﻧﺎ ﺃﻛﱪ ﻋﻨﺪ ﺗﻘﻴﻴﻢ ﺟﻬﻮﺩ ﺍﳉﻮﺩﺓ ‪ ،‬ﻭﺇﺫﺍ ﻧﻈﺮﻧﺎ ﺇﱃ ﺍﳍﻴﻜﻞ ﺍﻟﻨﻤﻮﺫﺟﻲ ﻟﺘﻨﻈـﻴﻢ‬ ‫ﺣﻠﻘﺎﺕ ﺍﳉﻮﺩﺓ ﺳﻨﺠﺪ ﺃﻥ ﺍﳌﻮﺍﺯﻧﺔ ﺍﳌﺎﻟﻴﺔ ﺗﺄﰐ ﻛﻌﻨﺼﺮ ﻣﺮﺍﻓﻖ ﻟﻠﺴﻴﺎﺳﺎﺕ ﻭﺍﻷﻫﺪﺍﻑ ﻭﺍﻟﺘﻮﺟﻴﻬﺎﺕ ﺍﻟﱵ ﺗﻘﻮﻡ ‪‬ﺎ ﺣﻠﻘﺎﺕ‬ ‫ﺍﳉﻮﺩﺓ ‪ ،‬ﳑﺎ ﻳﻌﻄﻲ ﺍﻷﺩﺍﺀ ﺍﳌﺎﱄ ﻭﺇﺩﺍﺭﺓ ﺍﻷﻣﻮﺍﻝ ﻭﻣﻮﺍﺯﻧﺘﻪ ﺃﳘﻴﺔ ﻛﺒﲑﺓ ﰲ ﻧﻈﺎﻡ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ‪.‬‬ ‫‪٩٦‬‬ ‫ﺗﻨﺎﺩﻱ ﻧﻈﺮﻳﺔ ﻋﺎﺋﺪ ﺍﳉﻮﺩﺓ ﺑﺘﻐﲑﺍﺕ ﺿﺨﻤﺔ ﺫﺍﺕ ﺁﺛﺎﺭ ﺣﺎﲰﺔ ﻭﻟﻜﻦ ﰲ ﺍﲡﺎﻫﺎﺕ ﳏﺪﺩﺓ ﲤﺲ ﻧﺘﺎﺋﺞ ﺍﻻﺳﺘﺜﻤﺎﺭ ‪ ،‬ﻭﲤـﻨﺢ‬ ‫ﻧﻈﺮﻳﺔ ﻋﺎﺋﺪ ﺍﳉﻮﺩﺓ ﺃﺳﺎﻟﻴﺐ ﺍﻟﻘﻴﺎﺱ ﺍﻹﺣﺼﺎﺋﻴﺔ ﺩﻭﺭﺍ ﺍﻛﱪ ﰲ ﲢﺪﻳﺪ ﻣﻜﺎﺳﺐ ﺍﻟﻮﺣﺪﺓ ﻧﺘﻴﺠﺔ ﺗﻄﺒﻴﻖ ﻧﻈﺎﻡ ﺍﳉـﻮﺩﺓ ﻭﰲ‬ ‫ﺿﻮﺀ ﻫﺬﻩ ﺍﻟﻨﺘﺎﺋﺞ ﻳﺘﻢ ﺗﻌﺪﻳﻞ ﺍﲡﺎﻩ ﺍﻷﻧﻔﺎﻕ ﻋﻠﻰ ﺍﳉﻮﺩﺓ ﲟﺎ ﳛﻘﻖ ﺃﻋﻠﻰ ﻋﺎﺋﺪ ﳑﻜﻦ ‪ ،‬ﻭﺍﻟﺼﻌﻮﺑﺎﺕ ﺍﳊﻘﻴﻘﺔ ﺍﻟﱵ ﺗﻮﺍﺟـﻪ‬ ‫ﺍﺳﺘﺨﺪﺍﻡ ﺃﺩﻭﺍﺕ ﺍﻟﻘﻴﺎﺱ ﺍﻹﺣﺼﺎﺋﻴﺔ ﻭﺍﻷﺧﺮﻯ ﺗﻜﻤﻦ ﰲ ﻛﻴﻔﻴﺔ ﺍﻟﻘﻴﺎﺱ ﺍﻟﺪﻗﻴﻖ ﻟﺒﻌﺾ ﺍﻟﻨﺘﺎﺋﺞ ﺍﻟﱵ ﻳﻬﺪﻑ ﺇﻟﻴﻬﺎ ﻧﻈـﺎﻡ‬ ‫ﺍﳉﻮﺩﺓ ﻣﺜﻞ ﻣﻌﺎﻳﲑ ﺍﻟﺮﺑﺢ ﻭﻣﺴﺘﻮﻳﺎﺕ ﺍﳌﺨﺎﻃﺮ ﺍﳌﻘﺒﻮﻟﺔ ﻭﺍﻟﺘﻨﺒﺆ ﺑﺎﳌﺴﺘﻘﺒﻞ ‪ ،‬ﻭﻫﻲ ﺍﻷﺳﺎﺱ ﰲ ﲢﺪﻳﺪ ﻭﺟﻬﺔ ﺍﻹﻧﻔﺎﻕ ﻋﻠﻰ‬ ‫ﺍﳉﻮﺩﺓ ‪ ،‬ﻭﻣﻦ ﺃﻫﺪﺍﻑ ﻧﻈﺮﻳﺔ ﻋﺎﺋﺪ ﺍﳉﻮﺩﺓ ﺍﻟﺘﺮﻛﻴﺰ ﺑﺪﻝ ﺍﻟﺘﺸﺘﺖ ﻭﺍﱃ ﺯﻳﺎﺩﺓ ﺍﻷﺭﺑﺎﺡ ﺑﺪﻝ ﺍﻟﺪﺧﻮﻝ ﰲ ﺗﻮﻇﻴﻔﺎﺕ ﺑﺪﻭﻥ‬ ‫ﻫﺪﻑ ﻗﺎﺑﻞ ﻟﻠﻘﻴﺎﺱ ‪ ،‬ﻭﺍﳌﻄﻠﻮﺏ ﲢﻘﻴﻘﻪ ﻭﻓﻖ ﻧﻈﺮﻳﺔ ﻋﺎﺋﺪ ﺍﳉﻮﺩﺓ ﻫﻮ ﺟﻮﺩﺓ ﻣﻘﺒﻮﻟﺔ ﰲ ﺍﻻﺳﺘﺜﻤﺎﺭﺍﺕ ﲝﻴـﺚ ﻳـﺴﻬﻞ‬ ‫ﲤﻮﻳﻠﻬﺎ ﻭﲢﻘﻖ ﻣﺰﻳﺪﺍ ﻣﻦ ﺍﻷﺭﺑﺎﺡ ﻭﺍﻟﺴﻴﻮﻟﺔ ﻭﺗﻨﻤﻴﺔ ﺭﺃﺱ ﺍﳌﺎﻝ ‪.‬‬ ‫ﺃﻥ ﻧﻈﺮﻳﺔ ﻋﺎﺋﺪ ﺍﳉﻮﺩﺓ ﺗﺆﻛﺪ ﻋﻠﻰ ﲢﻘﻴﻖ ﺭﺿﺎ ﺍﳌﻮﻇﻔﲔ ﺗﻄﺒﻴﻘﺎ ﻷﺣﺪ ﺃﻫﻢ ﺃﻫﺪﺍﻑ ﻧﻈﺎﻡ ﺍﻟﺒﻄﺎﻗﺎﺕ ﺍﻟﱪﺍﻋﻴـﺔ ﺍﳌﺘﻮﺍﺯﻧـﺔ‬ ‫‪ The Balanced Scorecard‬ﺑﺎﻥ ﺭﺿﺎ ﺍﳌﺘﻌﺎﻣﻠﲔ ﺍﻟﺪﺍﺧﻠﲔ ﻳﺆﺩﻱ ﺇﱃ ﺟﻮﺩﺓ ﺍﻟﻌﻤﻠﻴﺎﺕ ﻭﲢﻘﻴﻖ ﻭﻻﺀ ﻭﺭﺿـﺎ‬ ‫ﺍﳌﺘﻌﺎﻣﻞ ﺍﳋﺎﺭﺟﻲ ﻭﻣﻦ ﰒ ﺭﻓﻊ ﲰﻌﺔ ﻭﻗﻴﻤﺔ ﺍﻟﻮﺣﺪﺓ ﻭﺭﲝﻴﺘﻬﺎ ‪.‬‬ ‫ﺃﻥ ﺍﻟﻌﻨﺼﺮ ﺍﻷﺳﺎﺳﻲ ﺍﻷﻭﻝ ﺍﻟﺬﻱ ﳚﺐ ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻴﻪ ﰲ ﺑﺪﺍﻳﺔ ﺗﻄﺒﻴﻖ ﻧﻈﺎﻡ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﰲ ﺇﻃﺎﺭ ﺇﺩﺍﺭﺓ ﺍﳌﻮﺍﺭﺩ ﺍﳌﺎﻟﻴـﺔ‬ ‫ﻫﻮ ﺍﻟﺪﻗﺔ ﻭﺍﻟﺘﻮﺳﻊ ﰲ ﻭﺻﻒ ﻋﻤﻠﻴﺎﺕ ﺇﺩﺍﺭﺓ ﺍﻷﻣﻮﺍﻝ ﻭﲢﺪﻳﺪ ﺧﺼﺎﺋﺼﻬﺎ ﻭﻭﺿﻊ ﻣﻘﺎﻳﻴﺲ ﻭﺃﻫﺪﺍﻑ ﻟﻜﻞ ﻭﺻﻒ ﻭﳏﺪﺩ‬ ‫ﺃﺳﺎﺳﻲ ﳍﺎ ‪ ،‬ﻭﺧﺎﺻﺔ ﻣﺎ ﻳﺘﻌﻠﻖ ﺑﺎﶈﻮﺭ ﺍﳌﺎﱄ ﺍﻷﺩﺍﺓ ﺍﻟﺬﻱ ﳚﺐ ﺃﻥ ﻳﺸﻤﻠﻪ ﺍﻟﺘﻘﻴﻴﻢ ﻭﻫﻮ ﻗﻴﺎﺱ ﻧﺘﻴﺠﺔ ﺗﻄﺒﻴﻖ ﻧﻈﺎﻡ ﺍﳉﻮﺩﺓ‬ ‫ﻣﻦ ﺍﻟﺘﻌﺎﻣﻞ ﻣﻊ ﺍﻟﺴﻮﻕ ﺍﳌﺎﱄ ‪ ،‬ﻭﳏﻮﺭ ﺍﻟﻌﻤﻠﻴﺎﺕ ﻭﺍﳌﺮﺍﺣﻞ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻭﳏﻮﺭ ﺍﻟﻨﻤﻮ ﻭﺍﻟﺘﻌﻠﻴﻢ ﻭﺍﻻﺑﺘﻜﺎﺭ ﻟﻐـﺮﺽ ﺯﻳـﺎﺩﺓ‬ ‫ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺗﻄﺒﻴﻖ ﻧﻈﺎﻡ ﻣﺮﺍﻗﺒﺔ ﻭﻣﺘﺎﺑﻌﺔ ﻭﻗﻴﺎﺱ ﺍﻷﺩﺍﺀ ﻟﻜﻮﺍﺩﺭ ﺍﻟﻌﺎﻣﻠﺔ ﺿﻤﻦ ﻭﺣﺪﺓ ﺇﺩﺍﺭﺓ ﺍﻷﻣﻮﺍﻝ ‪ ،‬ﺇﺫ ﺃﻥ ﺗﻘﻴﻴﻢ ﺍﻷﺩﺍﺀ‬ ‫ﻳﺘﻄﻠﺐ ﲢﺪﻳﺪ ﺃﻫﺪﺍﻑ ﺳﻴﺎﺳﺎﺕ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻭﻃﺒﻴﻌﺔ ﺗﻄﺒﻴﻘﻬﺎ ﰲ ﺍﻟﻮﺣﺪﺓ ﻭﺍﳌﺒﺎﺩﺉ ﻭﺍﻟﻘﻮﺍﻋﺪ ﺍﻷﺳﺎﺳﻴﺔ ﺍﳌﻌﺘﻤـﺪﺓ ﰲ‬ ‫ﺍﻟﺘﻮﺻﻴﻒ ﺍﻟﺪﻗﻴﻖ ﳉﻮﺩﺓ ﺇﺩﺍﺭﺓ ﺍﻷﻣﻮﺍﻝ ﻭﺍﻻﺳﺘﺜﻤﺎﺭ ﻭﺍﻟﱵ ﳚﺐ ﺃﻥ ﺗﻨﻔﺬ ﻭﺗﺘﺎﺑﻊ ﺑﺪﻗﺔ ‪ ،‬ـﺪﻑ ﺍﻟﻮﺻـﻮﻝ ﺇﱃ ﻣﺮﺣﻠـﺔ‬ ‫ﺍﻷﺧﻄﺎﺀ ﺍﻟﺼﻔﺮﻳﺔ ﰲ ﺍﻻﺧﺘﻴﺎﺭ ﺳﻮﺍﺀ ﻣﻦ ﺣﻴﺚ ﲢﻘﻴﻖ ﺍﻟﻌﺎﺋﺪ ﺃﻭ ﻗﺒﻮﻝ ﺍﳌﺨﺎﻃﺮ ﻻﻥ ﺍﻷﺧﻄﺎﺀ ﺗﺆﺩﻱ ﺇﱃ ﺃﺛـﺎﺭ ﺗـﻨﻌﻜﺲ‬ ‫ﺑﺼﻮﺭﺓ ﺳﻠﺒﻴﻪ ﻋﻠﻰ ﺍﻷﻣﻮﺍﻝ ﻭﺇﺩﺍﺭ‪‬ﺎ‪.‬‬ ‫‪٩٧‬‬ ‫ﻭﺍﻟﻌﻨﺼﺮ ﺍﻟﺜﺎﱐ ﰲ ﻋﻤﻠﻴﺔ ﺍﻟﺘﻘﻴﻴﻢ ﻫﻮ ﺩﺭﺟﺔ ﺍﻟﺘﺤﻤﺲ ﻟﺘﻮﻇﻴﻒ ﺍﻷﻣﻮﺍﻝ ﻭﲢﻘﻴﻖ ﺍﻟﻌﺎﺋﺪ ﺍﻟﺬﻱ ﻳﺘﻮﻗﻊ ﺩﺍﺋﻤﺎ ﻭﻣﺪﻯ ﺍﺳﺘﻌﺪﺍﺩ‬ ‫ﺍﻟﻜﻮﺍﺩﺭ ﺍﻟﻮﻇﻴﻔﻴﺔ ﻋﻠﻰ ﺗﻘﺪﱘ ﺍﻷﻓﻀﻞ ﻭﲜﻤﻴﻊ ﺍﻷﻭﻗﺎﺕ ‪ ،‬ﻭﺍﻥ ﻻ ﻳﻈﻬﺮ ﺃﻱ ﻣﻦ ﻣﻈﺎﻫﺮ ﻋﺪﻡ ﺍﻟﺮﻏﺒﺔ ﰲ ﺗﻘﺪﱘ ﺍﻷﻓﻀﻞ ‪،‬‬ ‫ﻭﺗﻨﺪﺭﺝ ﺿﻤﻦ ﻫﺬﺍ ﺍﻟﺴﻴﺎﻕ ﺃﻳﻀﺎ ﺃﳘﻴﺔ ﺃﺧﺬ ﺍﳌﺒﺎﺩﺭﺓ ﰲ ﻣﺘﺎﺑﻌﺔ ﺍﻻﺳﺘﺜﻤﺎﺭﺍﺕ ﺣﱴ ﰲ ﺍﻷﻭﻗﺎﺕ ﺧﺎﺭﺝ ﺍﻟﺪﻭﺍﻡ ﺍﻟﺮﲰﻲ ‪،‬‬ ‫ﻭﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻦ ﺍﻟﺘﻘﻨﻴﺔ ﺍﳊﺪﻳﺜﺔ ﺍﳌﺘﻤﺜﻠﺔ ﰲ ﺃﺟﻬﺰﺓ ﺍﳊﺎﺳﻮﺏ ﻭﺍﻟﺼﺮﺍﻑ ﺍﻵﱄ ﻟﻠﺘﻤﻜﻦ ﻣﻦ ﺍﳊﺼﻮﻝ ﻋﻠﻰ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ‬ ‫ﻳﺮﻏﺒﻮﻥ ‪‬ﺎ ﰲ ﺃﻱ ﻭﻗﺖ ﻭﻣﻦ ﺃﻱ ﻣﻜﺎﻥ ‪ ،‬ﻭﻳﻌﺪ ﻣﻌﻴﺎﺭ ﺍﻟﺴﺮﻋﺔ ﰲ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﻭﺍﻟﻮﻗﺖ ﰲ ﺍﻟﺘﻨﻔﻴﺬ ﻣﺆﺷﺮﺍ ﺃﺳﺎﺳﻴﺎ ﰲ‬ ‫ﺗﻘﻴﻴﻢ ﺃﺩﺍﺀ ﺍﻟﻮﺣﺪﺓ ‪ ،‬ﻓﻜﻠﻤﺎ ﻛﺎﻥ ﺇﳒﺎﺯ ﺍﻷﻋﻤﺎﻝ ﺃﻭ ﺇﺩﺍﺭﺓ ﺍﻷﻣﻮﺍﻝ ﺑﺄﺳﺮﻉ ﻭﻗﺖ ﻛﻠﻤﺎ ﺃﺩﻯ ﺇﱃ ﲢﻘﻴﻖ ﺍﻟﻌﻮﺍﺋﺪ ‪ ،‬ﻛﻤﺎ ﺃﻥ‬ ‫ﺛﺒﺎﺕ ﺳﻴﺎﻗﺎﺕ ﺍﻟﻌﻤﻞ ﻳﻌﺪ ﻋﺎﻣﻞ ﻣﻬﻤﺎ ﺃﻳﻀﺎ ﻣﻦ ﺣﻴﺚ ﺍﺧﺘﺼﺎﺭ ﺍﻹﺟﺮﺍﺀﺍﺕ ﻭﻋﺪﻡ ﺗﻐﻴﲑ ﺍﳌﻮﻇﻔﲔ ‪.‬‬ ‫ﺃﻥ ﺳﻬﻮﻟﺔ ﺍﻹﺟﺮﺍﺀﺍﺕ ﻭﲣﻔﻴﺾ ﺩﺭﺟﺔ ﺗﻌﻘﻴﺪﻫﺎ ﻳﺆﺩﻱ ﺇﱃ ﺗﻮﻓﲑ ﺍﻟﻮﻗﺖ ﺍﳌﻨﺎﺳﺐ ﻭﺍﳌﺮﻭﻧﺔ ﰲ ﺍﲣﺎﺫ ﻗﺮﺍﺭﺍﺕ ﺍﻻﺳـﺘﺜﻤﺎﺭ‬ ‫ﺍﻷﻣﺜﻞ ﻟﻠﻤﻮﺍﺭﺩ ﺍﳌﺎﻟﻴﺔ ﺍﳌﺘﺎﺣﺔ ‪ ،‬ﻭﺗﻘﺪﱘ ﺍﻻﺑﺘﻜﺎﺭﺍﺕ ﻭﺇﺩﺧﺎﻝ ﻛﻞ ﻣﺎ ﻫﻮ ﺟﺪﻳﺪ ﺇﱃ ﺍﻟﻌﻤﻞ ﺍﻟﺬﻱ ﻳﻌﺪ ﻋﺎﻣﻼ ﺃﺳﺎﺳـﻴﺎ ﰲ‬ ‫ﺇﻋﻄﺎﺀ ﺍﻻﻧﻄﺒﺎﻉ ﻟﺪﻯ ﻣﺘﺨﺬ ﺍﻟﻘﺮﺍﺭ ﲜﻮﺩﺓ ﺍﻷﻧﺸﻄﺔ ﻭﺍﻟﺘﻮﻇﻴﻒ ﺍﻟﺴﻠﻴﻢ ﻟﻸﻣﻮﺍﻝ ﰲ ﺁﻥ ﻭﺍﺣﺪ ‪ ،‬ﻭﻫﺬﺍ ﳛﻘـﻖ ﻫـﺪﻑ‬ ‫ﺍﻟﻮﺻﻮﻝ ﺇﱃ ﻧﻈﺎﻡ ﺇﺭﺿﺎﺀ ﺍﻟﻮﺣﺪﺓ ﻭﺩﺭﺍﺳﺔ ﻣﺪﻯ ﺭﺿﺎﻩ ﻣﻦ ﺧﻼﻝ ﻧﻈﺎﻡ ﺧﺪﻣﺔ ﺍﳌﺘﻌﺎﻣﻠﲔ ‪ ،‬ﻭﻣﺪﻯ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻄﻠﺒـﺎ‪‬ﻢ‬ ‫ﻭﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﲢﻘﻴﻘﻬﺎ ‪.‬‬ ‫ﻭﺍﻟﻌﻨﺼﺮ ﺍﻟﺜﺎﻟﺚ ﰲ ﻋﻤﻠﻴﺔ ﺍﻟﺘﻘﻴﻴﻢ ﻫﻮ ﺗﻘﻴﻴﻢ ﻗﻴﺎﺩﺍﺕ ﺍﳉﻮﺩﺓ ﺃﻱ ﺍﻹﺩﺍﺭﺓ ﺍﳌﻌﻨﻴﺔ ﺑﻮﺿﻊ ﻓﻠﺴﻔﺔ ﻭﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻻﺳـﺘﺜﻤﺎﺭ ‪،‬‬ ‫ﻭﻫﻲ ﺍﳌﺴﺌﻮﻟﺔ ﻋﻦ ﲢﺪﻳﺪ ﻭﺗﻮﺻﻴﻒ ﺍﳌﻬﺎﻡ ﻭﺍﳌﺴﺆﻭﻟﻴﺎﺕ ﻭﺍﻷﻫﺪﺍﻑ ﺍﻟﱵ ﺗﺮﻏﺐ ﺍﻟﻮﺣﺪﺓ ﺍﻟﻮﺻﻮﻝ ﺇﻟﻴﻬﺎ ‪.‬‬ ‫ﻭﻟﻐﺮﺽ ﺍﻟﻮﺻﻮﻝ ﺇﱃ ﻧﺘﺎﺋﺞ ﺣﺎﲰﺔ ﰲ ﻋﻤﻠﻴﺔ ﺗﻘﻴﻴﻢ ﺃﺩﺍﺀ ﻧﻈﺎﻡ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ ﺑﺈﺩﺍﺭﺓ ﺍﳌﻮﺍﺭﺩ ﺍﳌﺎﻟﻴﺔ ﻻﺑﺪ‬ ‫ﻣﻦ ﻗﻴﺎﺱ ﺍﻟﻌﻨﺎﺻﺮ ﺍﻵﺗﻴﺔ ‪:‬‬ ‫‪ -١‬ﺩﺭﺍﺳﺔ ﻣﺪﻯ ﺍﻻﺭﺗﻘﺎﺀ ﰲ ﺍﻷﺩﺍﺀ ﺍﳌﺎﱄ ﻭﺍﻟﺬﻱ ﻳﻌﲏ ﺭﻓﻊ ﻣﻌﺪﻝ ﺍﻟﺮﲝﻴﺔ ﻭﺧﻔﻴﺾ ﺩﺭﺟﺔ ﺍﳌﺨﺎﻃﺮ ‪ ،‬ﻣﻦ ﺧﻼﻝ ﲢﻠﻴـﻞ‬ ‫ﺃﲨﺎﱄ ﺍﻻﺳﺘﺜﻤﺎﺭﺍﺕ ﻭﻃﺒﻴﻌﺔ ﻋﻮﺍﺋﺪﻫﺎ ﺳﻮﺍﺀ ﺃﻛﺎﻧﺖ ﺇﻳﺮﺍﺩﺍﺕ ﺭﺃﲰﺎﻟﻴﺔ ﻭﲢﻘﻴﻖ ﺍﻟﻌﺎﺋﺪ ﻋﻠﻰ ﺍﻷﻣﻮﺍﻝ ‪.‬‬ ‫‪٩٨‬‬ ‫‪ -٢‬ﻗﻴﺎﺱ ﻣﺪﻯ ﺍﻟﺘﺤﺴﻦ ﰲ ﺍﻻﺳﺘﺜﻤﺎﺭﺍﺕ ﻣﻦ ﺧﻼﻝ ﺗﻘﻴﻴﻢ ﻋﺎﺋﺪ ﺍﳉﻮﺩﺓ ﺍﻟﱵ ﺗﻌﱪ ﻋﻨﻬﺎ ﺍﳔﻔﺎﺽ ﺍﻟﺘﻜـﺎﻟﻴﻒ ﻭﺍﲣـﺎﺫ‬ ‫ﺍﻟﻘﺮﺍﺭﺍﺕ ﺑﺎﻟﺘﻮﻗﻴﺘﺎﺕ ﺍﳌﻨﺎﺳﺒﺔ ﻭﺍﻟﻮﺻﻮﻝ ﺇﱃ ﻣﺮﺣﻠﺔ ﺻﻔﺮﻳﺔ ﺍﳌﺨﺎﻃﺮ ﺃﻭ ﺗﻘﻠﻴﻞ ﺣﺪﻭﺛﻬﺎ ‪ ،‬ﻭﺍﻻﺧﺘﺼﺎﺭ ﰲ ﺍﻟﻮﻗـﺖ‬ ‫ﺍﻟﻼﺯﻡ ﻻﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﻭﲣﻔﻴﺾ ﻛﻠﻔﺔ ﺍﻟﻌﻘﻮﺩ ﻭﺗﻨﻔﻴﺬﻫﺎ ‪.‬‬ ‫‪ -٣‬ﻣﺪﻯ ﺍﻟﺘﺤﺴﻦ ﰲ ﻣﺴﺆﻭﻟﻴﺎﺕ ﻭﺣﺪﺓ ﺇﺩﺍﺭﺓ ﺍﻷﻣﻮﺍﻝ ﲡﺎﻩ ﺍﻷﻗﺴﺎﻡ ﺍﻷﺧﺮﻯ ﻭﺍﳌﺎﻟﻜﲔ ﺑﻌﺪ ﺗﻄﺒﻴﻖ ﻧﻈـﺎﻡ ﺍﳉـﻮﺩﺓ‬ ‫ﺍﻟﺸﺎﻣﻠﺔ ‪.‬‬ ‫‪ -٤‬ﻗﻴﺎﺱ ﻣﺪﻯ ﺍﺭﺗﻔﺎﻉ ﺩﺭﺟﺔ ﺍﻟﺮﺿﺎ ﻟﺪﻯ ﺍﳌﺴﺘﻔﻴﺪﻳﻦ ﻣﻦ ﳐﺮﺟﺎﺕ ﺇﺩﺍﺭﺓ ﺍﻷﻣﻮﺍﻝ ﺧﻼﻝ ﻓﺘﺮﺓ ﻗﻴﺎﺱ ﺩﺭﺟﺔ ﺍﻟﺘﺤـﺴﻦ‬ ‫ﰲ ﺍﻷﺩﺍﺀ ﻭﺯﻳﺎﺩﺓ ﺍﻹﺩﺭﺍﻙ ﺍﻟﺸﺎﻣﻞ ﻋﻦ ﺇﺩﺍﺭﺓ ﻧﻈﺎﻡ ﺍﳉﻮﺩﺓ ‪.‬‬ ‫‪ -٥‬ﻋﻼﻗﺎﺕ ﺍﻟﻌﻤﻞ ﺩﺍﺧﻞ ﺍﻟﻮﺣﺪﺓ ﻭﻣﺪﻯ ﺍﺭﺗﻔﺎﻉ ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ‪ ،‬ﻭﳝﻜﻦ ﻗﻴﺎﺳﻪ ﺧﻼﻝ ﺍﺭﺗﻔـﺎﻉ ﻣﻌـﺪﻝ ﺍﳊـﻀﻮﺭ‬ ‫ﻭﺍﳔﻔﺎﺽ ﻣﻌﺪﻝ ﺍﳊﻀﻮﺭ ﻭﺍﳔﻔﺎﺽ ﻣﻌﺪﻝ ﺩﻭﺭﺍﻥ ﺍﻟﻌﻤﻞ ﻭﺍﻻﺑﺘﻜﺎﺭﺍﺕ ﻭﺍﺭﺗﻔﺎﻉ ﻣﻌـﺪﻝ ﺍﻟﻘـﺮﺍﺭﺍﺕ ﺍﻟـﺼﺤﻴﺤﺔ‬ ‫ﻭﺣﺠﻢ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺧﺎﺭﺝ ﺃﻭﻗﺎﺕ ﺍﻟﺪﻭﺍﻡ ﺍﻟﺮﲰﻲ ‪.‬‬ ‫‪ -٦‬ﻣﺪﻯ ﺗﻔﺎﻋﻞ ﺍﻟﻌﺎﻣﻠﲔ ﻣﻊ ﺍﻟﺪﻭﺭﺍﺕ ﺍﻟﺘﺪﺭﻳﺒﻴﺔ ﻭﺯﻳﺎﺩﺓ ﺍﻟﺮﻏﺒﺔ ﰲ ﺍﻟﺘﻌﻠﻢ ﻭﺯﻳﺎﺩﺓ ﺍﳌﻌﺮﻓﺔ ﻭﺭﻓﻊ ﻛﻔﺎﺀﺓ ﺍﻷﻓﺮﺍﺩ ﻭﻳﻘـﺎﺱ‬ ‫ﻣﻦ ﺧﻼﻝ ﺯﻳﺎﺩﺓ ﻋﺪﺩ ﺍﳌﻨﺨﺮﻃﲔ ﻃﻮﺍﻋﻴﺔ ﻋﻠﻰ ﺍﻟﺪﻭﺭﺍﺕ ﺍﻟﺘﺪﺭﻳﺒﻴﺔ ‪ ،‬ﻭﻋﺪﺩ ﺍﳌﻘﺘﺮﺣﺎﺕ ﺍﳌﻘﺪﻣـﺔ ﻣـﻦ ﺍﻟﻌـﺎﻣﻠﲔ‬ ‫ﻭﺍﻟﺒﺤﻮﺙ ﺍﳌﻘﺪﻣﺔ ﻭﳒﺎﺡ ﺍﻻﻗﺘﺮﺍﺣﺎﺕ ﻭﺍﻻﺑﺘﻜﺎﺭﺍﺕ ﺍﳋﺎﺻﺔ ﺑﺈﺿﺎﻓﺔ ﺃﺩﻭﺍﺕ ﺟﺪﻳﺪﺓ ﺇﱃ ﺍﶈﻔﻈﺔ ﺍﻻﺳﺘﺜﻤﺎﺭﻳﺔ ‪.‬‬ ‫ﻭ‪-‬ﺍﻹﻧﺘﺮﻧﺖ ﻭﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ‪:‬‬ ‫ﺇﺫﺍ ﻛﺎﻥ ﻟﻨﺎ ﺃﻥ ﻧﺼﻒ ﺍﻹﻧﺘﺮﻧﺖ ﻓﺄﻧﻪ ﺑﺎﻟـﺘﺄﻛﻴﺪ ﺍﻻﺑﺘﻜﺎﺭ ﺍﳉﺬﺭﻱ ﺍﳌﺮﻛﺐ ﺍﻟﺬﻱ ﺃﻭﺟﺪ ﻋﺎﳌﺎ ﻣﻮﺍﺯﻳﺎ ﻟﻌﺎﻣﻞ ﺍﻷﻋﻤـﺎﻝ‬ ‫ﺍﳌﺎﺩﻳﺔ ﺍﻟﺘﻘﻠﻴﺪﻳﺔ ‪ ،‬ﻫﺬﺍ ﺍﻟﻌﺎﻣﻞ ﻫﻮ ﺍﻟﻌﺎﱂ ﺍﻹﻟﻜﺘﺮﻭﱐ ﺃﻭ ﺍﻟﺮﻗﻤﻲ ﺃﻭ ﺍﻻﻓﺘﺮﺍﺿﻲ ‪.‬‬ ‫ﺃﻧﻪ ﻋﺎﱂ ﺍﻟﻨﻘﺮﺍﺕ ‪ Clicks‬ﰲ ﻣﻘﺎﺑﻞ ﻋﺎﱂ ﺍﻷﺣﺠﺎﺭ ‪ Bricks‬ﻭﻋﺎﱂ ﺍﻟﺒﺘﺎﺕ ‪ Bits‬ﰲ ﻣﻘﺎﺑﻞ ﻋﺎﱂ ﺍﻟﺬﺭﺍﺕ ﻭﺍﻟﻔـﻀﺎﺀ‬ ‫ﺍﻟﺴﻮﻗﻲ ‪ Market space‬ﰲ ﻣﻘﺎﺑﻞ ﺍﻟﺴﻮﻕ ﺍﳌﻜﺎﱐ ‪. Market place‬‬ ‫‪٩٩‬‬ ‫ﻭﺍﻟﻴﻮﻡ ﻓﺈﻥ ﲨﻴﻊ ﺍﻷﻋﻤﺎﻝ ﺗﺘﻨﺎﻓﺲ ﰲ ﻋﺎﳌﲔ‪ :‬ﺍﻟﻌﺎﱂ ﺍﳌﺎﺩﻱ ‪ Physical World‬ﺍﻟﺬﻱ ﻳﺮﺍﻩ ﻭﻳﻠﻤـﺴﻪ ﺍﳌـﺪﻳﺮﻭﻥ ‪،‬‬ ‫ﻭﺍﻟﻌﺎﱂ ﺍﻹﻟﻜﺘﺮﻭﱐ ‪ E-World‬ﺍﳌﺼﻨﻮﻉ ﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﻟﺬﻱ ﻳﻌﻤﻞ ﻋﻠﻰ ﺍﻹﻧﺘﺮﻧﺖ ﺃﻭ ﺷﺒﻜﺎﺕ ﺍﻷﻋﻤﺎﻝ ‪.‬‬ ‫ﻓﺈﺫﺍ ﻛﺎﻥ ﺍﻟﺴﻮﻕ ‪ Market place‬ﻫﻮ ﺍﳌﻜﺎﻥ ﺍﻟﺬﻱ ﻳﺘﻢ ﻓﻴﻪ ﺗﺒﺎﺩﻝ ﺍﻟﺴﻠﻊ ﻭﺍﳋﺪﻣﺎﺕ ﻳﻨﺸﺊ ﺍﻟﻘﻴﻤﺔ ﺍﳌﺎﺩﻳـﺔ ‪ ،‬ﻓـﺈﻥ‬ ‫ﺍﻟﻔﻀﺎﺀ ﺍﻟﺴﻮﻗﻲ ‪ Market space‬ﻫﻮ ﺍﻟﻔﻀﺎﺀ ﺍﻹﻟﻜﺘﺮﻭﱐ ﺍﻻﻓﺘﺮﺍﺿﻲ ﺍﻟﺬﻱ ﻋﻼﻗﺎﺗﻪ ﻭﻣﻨﺘﺠﺎﺗﻪ ﻭﺧﺪﻣﺎﺗﻪ ﻋﺒﺎﺭﺓ ﻋـﻦ‬ ‫ﻣﻌﻠﻮﻣﺎﺕ ﳏﻮﺳﺒﺔ ﻣﻘﺪﻣﺔ ﺷﺒﻜﻴﺎ ﻭﻳﻨﺸﺊ ﺍﻟﻘﻴﻤﺔ ﺑﻄﺮﻳﻘﺔ ﺭﻗﻤﻴﺔ ﺍﻓﺘﺮﺍﺿﻴﺔ ﻋﻠﻰ ﻧﻄﺎﻕ ﻭﺍﺳﻊ ﻣﻦ ﺍﳋﻴﺎﺭﺍﺕ ﻭﻋﻠﻰ ﺃﺳـﺎﺱ‬ ‫ﺍﻟﻘﺪﺭﺍﺕ ﺍﻟﺬﺍﺗﻴﺔ ﻟﻠﺸﺮﻛﺔ ﻭﻗﺪﺭﺍﺕ ﺍﻵﺧﺮﻳﻦ ﻛﺎﳌﻮﺭﺩﻳﻦ ﻭﺍﳌﻨﺎﻓﺴﲔ ‪.‬‬ ‫ﻭﻻ ﺷﻚ ﰲ ﺃﻥ ﻋﺎﱂ ﺍﻷﻋﻤﺎﻝ ﺍﻹﻟﻜﺘﺮﻭﱐ ﻳﺘﺴﻢ ﲞﺼﺎﺋﺺ ﻣﺘﻤﻴﺰﺓ ﻭﻳﻌﻤﻞ ﻭﻓﻖ ﻗﻮﺍﻋﺪ ﺟﺪﻳﺪﺓ ﺗﻘﻮﻡ ﻋﻠـﻰ ﺗﻮﻇﻴـﻒ‬ ‫ﻗﺪﺭﺍﺕ ﺍﻹﻧﺘﺮﻧﺖ ﰲ ﺍﻟﺘﺸﺒﻴﻚ ﺍﻟﻔﺎﺋﻖ ‪ Hyper connection‬ﻫﻨﺎ ﻭﰲ ﻛﻞ ﻣﻜﺎﻥ ﻭﺍﻟﻌﻤﻞ ﰲ ﺳﺮﻋﺔ ﺃﻗﺮﺏ ﻟﺴﺮﻋﺔ‬ ‫ﺍﻟﻀﻮﺀ ﻭﺍﻟﻌﻤﻞ ﻃﻮﺍﻝ ﺍﻟﻮﻗﺖ )‪ (7/24‬ﺃﻱ )‪ (24‬ﺳﺎﻋﺔ ﰲ ﺍﻟﻴﻮﻡ ﻭ)‪ (7‬ﺃﻳﺎﻡ ﰲ ﺍﻷﺳﺒﻮﻉ ‪،‬ﳑﺎ ﻳﻠﻘﻲ ﺑﻀﻼﻟﻪ ﺍﻟﻜﺜﻴﻔـﺔ‬ ‫ﻋﻠﻰ ﲨﻴﻊ ﻣﻔﺎﻫﻴﻢ ﻭﻃﺮﻕ ﻭﳑﺎﺭﺳﺎﺕ ﺍﻷﻋﻤﺎﻝ ‪.‬‬ ‫ﻭﻛﻤﺎ ﻛﺎﻥ ﻫﻨﺎﻙ ﺍﻹﻧﺘﺎﺝ ﻭﺗﻘﺪﱘ ﺍﳋﺪﻣﺎﺕ ﰲ ﻋﺎﱂ ﺍﻷﻋﻤﺎﻝ ﺍﳌﺎﺩﻱ ﻛﺬﻟﻚ ﺗﻮﺟﺪ ﺍﳌﻨﺘﺠﺎﺕ ﺍﻟﺮﻗﻤﻴـﺔ )ﻛﺎﳌﻮﺳـﻴﻘﻲ‬ ‫ﻭﺍﻟﻜﺘﺐ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﻭﺍﳋﺪﻣﺎﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﻛﺎﻟﱪﻳﺪ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﻭﺧﺪﻣﺎﺕ ﺍﳌﺰﺍﺩﺍﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﰲ ﻋـﺎﱂ ﺍﻷﻋﻤـﺎﻝ‬ ‫ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ( ‪ .‬ﻭﻣﻦ ﺃﺟﻞ ﺍﻟﻘﻴﺎﻡ ﺑﻄﺮﻳﻘﺔ ﻛﻔﻮﺀﺓ ﻭﻓﻌﺎﻟﺔ ﺑﻜﻞ ﻫﺬﻩ ﺍﻷﻋﻤﺎﻝ ﻋﻠﻰ ﺍﻹﻧﺘﺮﻧﺖ ﻭﺍﻟﺸﺒﻜﺎﺕ ‪ ،‬ﻓﺈﻥ ﺍﻟﺸﺮﻛﺎﺕ‬ ‫ﻭﻣﻦ ﺃﺟﻞ ﻣﻮﺍﺟﻬﺔ ﺍﳌﻨﺎﻓﺴﺔ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﻓﺈﻥ ﻋﻠﻴﻬﺎ ﺃﻥ ﺗﻘﻮﻡ ﺑﻜﻞ ﻣﺎ ﺗﻘﻮﻡ ﺑﻪ ﺍﻷﻋﻤﺎﻝ ﺍﳌﺎﺩﻳﺔ ﺍﻟﺘﻘﻠﻴﺪﻳﺔ ﻣﻊ ﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻦ‬ ‫ﺍﳋﺼﺎﺋﺺ ﺍﳌﺘﻤﻴﺰﺓ ﻟﻺﻧﺘﺮﻧﺖ ‪ ،‬ﻭﺑﺎﻟﺘﺎﱄ ﻓﺄ‪‬ﺎ ﻣﻌﻨﻴﺔ ﺑﺘﻘﺪﱘ ﻛﻞ ﻣﺎ ﻳﻨﺎﻇﺮ ﺍﻷﻋﻤﺎﻝ ﺍﳌﺎﺩﻳﺔ ﺍﻟﺘﻘﻠﻴﺪﻳﺔ ﻋﻠﻰ ﺍﻹﻧﺘﺮﻧﺖ ‪ ،‬ﻭﻫﺬﺍ‬ ‫ﻣﺎ ﳝﻜﻦ ﻣﻼﺣﻈﺘﻪ ﻣﻦ ﺧﻼﻝ ﻣﺎ ﻳﺄﰐ ‪:‬‬ ‫• ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ‪ E-Strategy‬ﻣﻘﺎﺑﻞ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﰲ ﺍﻷﻋﻤﺎﻝ ﺗﻘﻠﻴﺪﻳﺔ ‪.‬‬ ‫• ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ‪ E-Operations‬ﻣﻘﺎﺑﻞ ﺍﻟﻌﻤﻠﻴﺎﺕ ﰲ ﺇﺩﺍﺭﺓ ﺍﻹﻧﺘﺎﺝ ﻭﺍﻟﻌﻤﻠﻴﺎﺕ ‪.‬‬ ‫• ﺍﻻﺑﺘﻜﺎﺭ ﺍﻹﻟﻜﺘﺮﻭﱐ ‪ E-Innovation‬ﺃﻭ ﺍﻻﺑﺘﻜـﺎﺭ ﺍﻟﺮﻗﻤـﻲ ‪ Digital Innvoation‬ﺃﻭ ﺍﻻﺑﺘﻜـﺎﺭ‬ ‫)‪.(7/24‬‬ ‫‪١٠٠‬‬ ‫• ﺍﳋﺪﻣﺎﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ‪ E-Service‬ﻣﻘﺎﺑﻞ ﺍﳋﺪﻣﺎﺕ ﰲ ﺍﻷﻋﻤﺎﻝ ﺍﻟﺘﻘﻠﻴﺪﻳﺔ ‪ ،‬ﻭﻃﺮﻳﻘﺔ ﺟﻮﺩﺓ ﺧﺪﻣﺎﺕ ﻣﻮﻗﻊ‬ ‫ﺍﻟﻮﻳﺐ ‪ Web Qual‬ﻣﻘﺎﺑﻞ ﻃﺮﻳﻘﺔ ﺟﻮﺩﺓ ﺍﳋﺪﻣﺎﺕ ﺍﻟﺘﻘﻠﻴﺪﻳﺔ ‪Serve Qual‬‬ ‫ﺃﻥ ﺍﻷﻋﻤﺎﻝ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﻣﻦ ﺣﻴﺚ ﺍﳉﻮﻫﺮ ﻫﻲ ﺃﻋﻤﺎﻝ ﺧﺪﻣﺎﺕ ﺇﻟﻜﺘﺮﻭﻧﻴﺔ ﳍﺬﺍ ﻓﺄﻥ ﺍﻟﺘﻄﻮﺭ ﰲ ﺟﻮﺩﺓ ﺍﳋﺪﻣﺎﺕ ﻳﻘﺪﻡ ﰲ‬ ‫ﺍﻷﻋﻤﺎﻝ ﺍﻟﺘﻘﻠﻴﺪﻳﺔ ﺗﺴﺎﻋﺪ ﻋﻠﻰ ﻓﻬﻢ ﺟﻮﺩﺓ ﺍﳋﺪﻣﺎﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺃﻭ ﻣﺎ ﻧﺴﻤﻴﻪ ﺍﺧﺘﺼﺎﺭﺍ )ﺍﳉﻮﺩﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ( ‪.‬‬ ‫ﺃﻥ ﻫﺬﺍ ﺍﻟﻘﺴﻢ ﻳﺮﻛﺰ ﻋﻠﻰ ﺍﳉﻮﺩﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﻭﻳﻘﺪﻡ ﳏﺎﻭﻟﺔ ﻋﻠﻤﻴﺔ ﻣﻨﻬﺠﻴﺔ ﻣﻦ ﺃﺟﻞ ﻓﻬﻢ ﻫﺬﻩ ﺍﳉﻮﺩﺓ ﻭﻣﺘﻄﻠﺒﺎ‪‬ـﺎ ﰲ‬ ‫ﺿﻮﺀ ﺍﻟﺘﻄﻮﺭ ﺍﻟﻜﺒﲑ ﺍﻟﺬﻱ ﺣﺼﻞ ﰲ ﳎﺎﻝ ﺍﳉﻮﺩﺓ ﰲ ﺍ‪‬ﺎﻟﲔ ﺍﳌﺎﺩﻱ ﻭﺍﻹﻟﻜﺘﺮﻭﱐ ‪.‬‬ ‫ﳍﺬﺍ ﻓﺄﻥ ﺍﳍﺪﻑ ﻣﻦ ﻫﺬﺍ ﺍﻟﻘﺴﻢ ﻫﻮ ﺗﻘﺪﱘ ﺭﺅﻳﺔ ﻭﺍﺿﺤﺔ ﻟﻠﺠﻮﺩﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﻭﻋﻨﺎﺻﺮﻫﺎ ﻭﺍﻟﺪﺭﻭﺱ ﺍﳌﺘﻌﻠﻤﺔ ﻣﻦ ﲡﺮﺑـﺔ‬ ‫ﺷﺮﻛﺎﺕ ﺍﻷﻋﻤﺎﻝ ﺍﻟﻘﺎﺋﻤﺔ ﻋﻠﻰ ﺍﻹﻧﺘﺮﻧﺖ ‪.‬‬ ‫ﻱ‪ -‬ﻣﻔﻬﻮﻡ ﺍﳉﻮﺩﺓ ‪:‬‬ ‫ﻟﻘﺪ ﻛﺎﻥ ﺣﺠﻢ ﺍﻹﻧﺘﺎﺝ ﻫﻮ ﺍﻟﺒﻌﺪ ﺍﻷﻛﺜﺮ ﺃﳘﻴﺔ ﰲ ﺇﺩﺍﺭﺓ ﻭﳑﺎﺭﺳﺎﺕ ﺍﻟﺸﺮﻛﺎﺕ ﻣﻨﺬ ﺑﺪﺍﻳﺔ ﺍﻟﺜﻮﺭﺓ ﺍﻟـﺼﻨﺎﻋﻴﺔ ﰲ ﺍﻟﻘـﺮﻥ‬ ‫ﺍﻟﺜﺎﻣﻦ ﻋﺸﺮ ﻭﺣﱴ ﺍﻟﻨﺼﻒ ﺍﻷﻭﻝ ﻣﻦ ﺍﻟﻘﺮﻥ ﺍﻟﻌﺸﺮﻳﻦ ‪ ،‬ﻭﻛﺎﻥ ﺍﳌﻌﻴﺎﺭ ﺍﻷﺳﺎﺳﻲ ﻓﻴﻬﺎ ﻫﻮ ﺍﻟﻜﻔﺎﺀﺓ ﻛﻤﺎ ﻛﺎﻧـﺖ ﺍﳌﻴـﺰﺓ‬ ‫ﺍﻷﺳﺎﺳﻴﺔ ﰲ ﺫﻟﻚ ﺧﻠﻮ ﺍﻟﺘﻜﻠﻔﺔ ﺍﻷﺩﱏ ﻭﻓﻖ ﻣﺎ ﻳﻌﺮﻑ ﺑﺎﻗﺘﺼﺎﺩﻳﺎﺕ ﺍﳊﺠـﻢ ‪ ، Scale Economics‬ﻭﰲ ﻫـﺬﻩ‬ ‫ﺍﳌﺮﺣﻠﺔ ﻛﺎﻥ ﺍﻹﻧﺘﺎﺝ ﳏﺪﻭﺩﺍ ﻭﺍﻟﻄﻠﺐ ﺃﻛﱪ ﺑﻜﺜﲑ ﻣﻦ ﺍﻹﻧﺘﺎﺝ ﰲ ﺍﻟﻌﺎﱂ ‪ ،‬ﳍﺬﺍ ﻛﺎﻥ ﺍﻟﺴﻮﻕ ﲟﺜﺎﺑﺔ ﺳﻮﻕ ﺍﳌﻨﺘﺠﲔ ‪.‬‬ ‫ﻭﻟﻜﻦ ﰲ ﺍﻟﻨﺼﻒ ﺍﻟﺜﺎﱐ ﻣﻦ ﺍﻟﻘﺮﻥ ﺍﻟﻌﺸﺮﻳﻦ ﻭﻣﻊ ﺗﺰﺍﻳﺪ ﺍﳌﻨﺎﻓﺴﺔ ﻭﺗﻜﺎﺛﺮ ﻋﺪﺩ ﺍﻟﺸﺮﻛﺎﺕ ﰲ ﺃﻗﺎﻟﻴﻢ ﻋﺪﺓ ﻣـﻦ ﺍﻟﻌـﺎﱂ ‪،‬‬ ‫ﺟﺮﻯ ﺍﻟﺘﺤﻮﻝ ﻣﻦ ﺳﻮﻕ ﺍﳌﻨﺘﺠﲔ ﺇﱃ ﺳﻮﻕ ﺍﳌﺴﺘﻬﻠﻜﲔ ‪ ،‬ﻭﻛﺎﻥ ﻫﺬﺍ ﺇﻳﺬﺍﻧﺎ ﺑﺎﻻﻧﺘﻘﺎﻝ ﻣﻦ ﺍﻻﻫﺘﻤﺎﻡ ﲝﺠـﻢ ﺍﻹﻧﺘـﺎﺝ‬ ‫ﻭﺍﻟﻜﻔﺎﺀﺓ )ﺍﻟﻜﻢ( ﺇﱃ ﺟﻮﺩﺓ ﺍﻹﻧﺘﺎﺝ ﺍﻟﺘﻤﻴﺰ ﻓﻴﻪ ‪ ،‬ﻭﳝﻜﻦ ﺃﻥ ﲢﺪﺩ ﻫﺬﺍ ﺍﻟﺘﻄﻮﺭ ﰲ ﺍﲡﺎﻫﲔ ﺃﺳﺎﺳﻴﲔ ﳘﺎ ‪:‬‬ ‫ﺃﻭﻻ ‪ :‬ﺟﻮﺩﺓ ﺍﻹﻧﺘﺎﺝ ‪ :‬ﻭﲤﺜﻞ ﻫﺬﺍ ﺍﻻﲡﺎﻩ ﺍﳌﺒﻜﺮ ﰲ ﺧﻔﺾ ﻣﺴﺘﻮﻯ ﺍﻟﺘﻠﻒ ﻭﺻﻮﻻ ﺇﱃ ﻣﺴﺘﻮﻯ ﺍﻟﺘﻠﻒ ﺍﳌﺴﻤﻮﺡ ﺍﻟﺬﻱ‬ ‫ﺣﺴﺐ ﻣﺴﺘﻮﻳﺎﺕ ﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻰ ﺍﳉﻮﺩﺓ ﺍﻟﻘﻴﺎﺳﻴﺔ ‪ ،‬ﻭﻫﺬﺍ ﺍﻻﲡﺎﻩ ﻳﻘﻮﻡ ﻋﻠﻰ ﺍﺳﺘﺨﺪﺍﻡ ﺍﳌﻮﺍﺭﺩ ﺍﻟﺪﺍﺧﻠﻴﺔ )ﺍﻵﻻﺕ ‪ ،‬ﺍﳌﻮﺍﺩ ‪،‬‬ ‫ﻭﻗﺖ ﺍﻟﻌﻤﻞ( ﺑﻜﻔﺎﺀﺓ ﻭﻳﻌﱪ ﻋﻨﻪ ﺗﻌﺮﻳﻒ ﺍﳉﻮﺩﺓ ﺑﺄ‪‬ﺎ ﺍﳌﻄﺎﺑﻘﺔ ﻟﻠﻤﻮﺍﺻﻔﺎﺕ ﺣﺴﺐ ﺃﺣﺪ ﺭﻭﺍﺩ ﺍﳉـﻮﺩﺓ ﻭﻫـﻮ ﻓﻴﻠﻴـﺐ‬ ‫‪١٠١‬‬ ‫ﻛﺮﺳﱯ ‪ ، P. Crosby‬ﻛﻤﺎ ﺃﻥ ﻫﺬﺍ ﺍﻻﲡﺎﻩ ﻗﺪ ﺃﺩﻯ ﻓﻴﻤﺎ ﺑﻌﺪ ﺇﱃ ﺍﻻﻧﺘﻘﺎﻝ ﻣﻦ ﺍﻗﺘﺼﺎﺩﻳﺎﺕ ﺍﳊﺠﻢ ﺇﱃ ﺍﻗﺘﺼﺎﺩﻳﺎﺕ‬ ‫ﺍﻟﻨﻄﺎﻕ ‪ Scope Economics‬ﺍﻟﱵ ﺗﻌﲏ ﻭﺣﺴﺐ ﻛﻮﻟﺪ ﻫﺎ ‪ Goldhar and Jelinek‬ﺍﺳـﺘﺨﺪﺍﻡ ﻧﻔـﺲ‬ ‫ﺍﻵﻻﺕ ﰲ ﺇﻧﺘﺎﺝ ﳎﻤﻮﻋﺔ ﻭﻣﺘﻨﻮﻋﺔ ﻭﻟﻜﻦ ﻣﺘﺮﺍﺑﻄﺔ ﻣﻦ ﺍﳌﻨﺘﺠﺎﺕ ﻣﻊ ﲢﻘﻴﻖ ﻭﻓﻮﺭﺍﺕ ﰲ ﺍﻟﺘﻜﻠﻔﺔ ﺟﺮﺍﺀ ﺍﻹﻧﺘﺎﺝ ﺍﳌﺸﺘﺮﻙ‬ ‫‪.‬‬ ‫ﺛﺎﻧﻴﺎ ‪ :‬ﺟﻮﺩﺓ ﺍﳌﻨﺘﺠﺎﺕ ﺍﳌﻮﺟﻬﺔ ﻟﻠﺰﺑﻮﻥ ‪ :‬ﺃﻥ ﺍﳉﻮﺩﺓ ﺍﳌﻮﺟﻬﺔ ﻟﻠﺰﺑﻮﻥ ﺗﻌﺘﱪ ﺗﻄﻮﺭﺍ ﻣﻬﻤﺎ ﲤﺜﻞ ﰲ ﺍﻻﻧﺘﻘﺎﻝ ﻣﻦ ﺍﻟﺘﺮﻛﻴـﺰ‬ ‫ﻋﻠﻰ ﻣﺘﻄﻠﺒﺎﺕ ﺍﻟﻨﻈﺎﻡ ﺍﻟﺘﺸﻐﻴﻠﻲ ﺇﱃ ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﻣﺘﻄﻠﺒﺎﺕ ﺍﻟﺰﺑﻮﻥ‪.‬‬ ‫ﻭﱂ ﻳﻜﻦ ﺫﻟﻚ ﳑﻜﻨﺎ ﺑﺪﻭﻥ ﺯﻳﺎﺩﺓ ﺍﻟﻌﺮﺽ )ﻛﻤﻴﺔ ﺍﻹﻧﺘﺎﺝ( ﲟﺎ ﻳﺘﺠﺎﻭﺯ ﺍﻟﻄﻠﺐ )ﺣﺎﺟﺎﺕ ﺍﻟﺴﻮﻕ ﻭﺍﻟﺰﺑـﺎﺋﻦ( ﻭﺑـﺪﻭﻥ‬ ‫ﺍﳌﻨﺎﻓﺴﺔ ﺍﻟﱵ ﺩﻓﻌﺖ ﺍﻟﺸﺮﻛﺎﺕ ﺇﱃ ﺃﻥ ﺗﺒﺪﻱ ﺍﻫﺘﻤﺎﻣﺎ ﺃﻛﱪ ﺑﺎﻟﺰﺑﻮﻥ ﲟﺎ ﳚﻌﻠﻬﺎ ﺗﺘﻔﻮﻕ ﻋﻠﻰ ﺍﳌﻨﺎﻓﺴﲔ ﰲ ﺍﺟﺘﺬﺍﺑﻪ ‪.‬‬ ‫ﺃﻥ ﺍﳉﻮﺩﺓ ﺍﳌﻮﺟﻬﺔ ﻟﻠﺰﺑﻮﻥ ﺗﺸﲑ ﺇﱃ ﺍﻻﺳﺘﺠﺎﺑﺔ ﺍﻷﻓﻀﻞ ﳊﺎﺟﺎﺕ ﻭﺗﻮﻗﻌﺎﺕ ﺍﻟﺰﺑﻮﻥ ﲟﺎ ﳛﻘﻖ ﺭﺿﺎﺀ ﺍﻟﺰﺑﻮﻥ ﻭﻣﻦ ﰒ ﻭﻻﺀﻩ‬ ‫ﳍﺎ ‪ ،‬ﻭﻭﻓﻖ ﻫﺬﺍ ﺍﻻﲡﺎﻩ ﻛﺎﻥ ﺍﻟﺘﻌﺮﻳﻒ ﺍﻟﺬﻱ ﻗﺪﻣﻪ ﺭﺍﺋﺪ ﺁﺧﺮ ﻣﻦ ﺭﻭﺍﺩ ﺍﳉﻮﺩﺓ ﻭﻫﻮ ﺟﻮﺯﻑ ﺟﻮﺭﺍﻥ ‪ J. Joran‬ﺣﻴﺚ‬ ‫ﺍﳉﻮﺩﺓ ﻫﻲ ﺍﳌﻼﺋﻤﺔ ﻟﻼﺳﺘﻌﻤﺎﻝ ) ‪ ( Fitness for Use‬ﻭﳑﺎ ﻳﻼﺣﻆ ﺃﻥ ﺟﻮﺭﺍﻥ ﻓﻴﻤﺎ ﺑﻌﺪ ﻭﺿﻊ ﺗﻌﺮﻳﻔﲔ ﻟﻠﺠﻮﺩﺓ‬ ‫‪:‬‬ ‫ﺍﻷﻭﻝ ‪ :‬ﺃﻥ ﺍﳉﻮﺩﺓ ﻫﻲ ﺧﺼﺎﺋﺺ ﺍﳌﻨﺘﺞ ﺍﻟﱵ ﺗﻔﻲ ﺑﺎﺣﺘﻴﺎﺟﺎﺕ ﺍﻟﺰﺑﻮﻥ ﻭﲢﻘﻖ ﺭﺿﺎﺀ ﺍﻟﺰﺑﻮﻥ ‪ ،‬ﻭﺍﻟﺜﺎﱐ ‪ :‬ﺍﳉـﻮﺩﺓ ﻫـﻲ‬ ‫ﺍﻟﺘﺤﺮﺭ ﺃﻭ ﺍﳋﻠﻮ ﻣﻦ ﺍﻟﻌﻴﻮﺏ ﺃﻭ ﺍﻷﺧﻄﺎﺀ ‪ ،‬ﻭﺿﻤﻦ ﻫﺬﺍ ﺍﻟﺘﻌﺮﻳﻒ ﻳﺄﰐ ﺗﻌﺮﻳﻒ ﺍﳉﻮﺩﺓ ﳉﻮﺭﺍﻥ ﺍﻟﺬﻱ ﺃﻛﺘﺴﺐ ﺷﻌﺒﻴﺔ ﰲ‬ ‫ﺃﺩﺑﻴﺎﺕ ﺇﺩﺍﺭﺓ ﺍﳉﻮﺩﺓ ﺃﻱ ﺍﳉﻮﺩﺓ ﻫﻲ "ﺍﳌﻼﺋﻤﺔ ﻟﻼﺳﺘﻌﻤﺎﻝ ﺃﻭ ﺍﻹﺭﺿﺎﺀ ﻭﻛﺄﻧﻪ ‪‬ﺬﺍ ﺍﻟﺘﺮﺗﻴﺐ ﳛﺪﺩ ﺟﻮﺭﺍﻥ ﻧﻘﻄـﺔ ﺍﻟﺒـﺪﺀ‬ ‫ﺑﺎﺣﺘﻴﺎﺟﺎﺕ ﺍﻟﺰﺑﻮﻥ )ﺍﻟﺘﻌﺮﻳﻒ ﺍﻷﻭﻝ( ﻟﻴﻨﺘﻬﻲ ﺑﺘﺤﻘﻴﻖ ﺫﻟﻚ ﻣﻦ ﺧﻼﻝ ﺍﳌﻨﺘﺞ ﺍﻟﺬﻱ ﳜﻠﻮ ﻣﻦ ﺍﻟﻌﻴﻮﺏ ﻭﺍﻷﺧﻄﺎﺀ )ﺍﻟﺘﻌﺮﻳﻒ‬ ‫ﺍﻟﺜﺎﱐ(‪.‬‬ ‫ﻭﻟﻴﻼﺣﻆ ﻣﻦ ﻫﺬﺍ ﺍﻟﺸﻜﻞ ﺃﻥ ﲦﺔ ﻓﺮﻭﻕ ﺑﲔ ﺍﳌﺪﺧﻠﲔ ﺳﻮﺍﺀ ﰲ ﻧﻘﻄﺔ ﺍﻟﺒﺪﺀ ﺃﻭ ﰲ ﳎﺎﻝ ﺍﻟﺘﺮﻛﻴﺰ ﺃﻭ ﰲ ﺍﳌﺄﺧـﺬ ﺣﻴـﺚ‬ ‫ﺍﳌﺪﺧﻞ ﺍﻷﻭﻝ ﻳﻌﺎﱐ ﻣﻦ ﻗﺼﺮ ﺍﻟﻨﻈﺮ ﰲ ﺍﻟﺘﻌﺎﻣﻞ ﻣﻊ ﺍﳌﻨﺘﺞ ﻋﻠﻰ ﺣﺴﺎﺏ ﺍﻟﺴﻮﻕ ﻭﻣﺘﻄﻠﺒﺎﺗﻪ ‪ ،‬ﰲ ﺣﲔ ﺍﳌﺒﺎﻟﻐﺔ ﰲ ﺍﻟﺜـﺎﱐ‬ ‫ﺗﺆﺩﻱ ﺇﱃ ﺍﻟﺘﻨﻮﻉ ﺍﻷﻗﺼﻰ ﺍﳌﺮﺑﻚ ﻟﻠﺰﺑﻮﻥ ‪.‬‬ ‫‪١٠٢‬‬ ‫ﻭﻫﺬﺍ ﻳﻌﲏ ﺃﻥ ﺍﻟﺘﻄﻮﺭ ﰲ ﻣﻔﻬﻮﻡ ﺍﳉﻮﺩﺓ ﻣﻦ ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺍﻹﻧﺘﺎﺝ ﻭﺍﻟﻨﻈﺎﻡ ﺍﻟﺘﺸﻐﻴﻠﻲ ﺇﱃ ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺍﻟﺰﺑﻮﻥ ﻻ ﻳﺄﺧـﺬ‬ ‫ﺷﻜﻞ ﻋﻼﻗﺔ ﺍﻟﺘﻨﺎﰲ ﺃﻭ ﺇﺣﻼﻝ ﻫﺬﺍ ﺍﻻﲡﺎﻩ ﳏﻞ ﺍﻵﺧﺮ ‪ ،‬ﻭﺇﳕﺎ ﻛﺎﻥ ﻳﺄﺧﺬ ﺷﻜﻞ ﻋﻼﻗﺔ ﺍﻟﺘﺒﺎﺩﻝ ﺍﳌﺸﺘﺮﻙ ﻭﺍﻟﺘﻄﻮﺭ ﺍﳌﺘﻜﺎﻣﻞ‬ ‫‪ ،‬ﻓﻼ ﳝﻜﻦ ﺃﻥ ﺗﻜﻮﻥ ﺍﻟﺸﺮﻛﺔ ﻫﻲ ﺍﻷﻓﻀﻞ ﰲ ﺍﻻﺳﺘﺠﺎﺑﺔ ﺍﻷﻓﻀﻞ ﳊﺎﺟﺎﺕ ﻭﺗﻮﻗﻌﺎﺕ ﺍﻟﺰﺑﻮﻥ ﻣﺎ ﱂ ﺗـﺴﺘﻨﺪ ﺇﱃ ﻧﻈـﺎﻡ‬ ‫ﺇﻧﺘﺎﺟﻲ – ﺗﺸﻐﻴﻠﻲ ﻓﻌﺎﻝ ﻣﻦ ﺣﻴﺚ ﻣﺮﻭﻧﺔ ﺍﻵﻻﺕ )ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ( ﻭﻣﻬﺎﺭﺍﺕ ﺍﻟﻌﺎﻣﻠﲔ ‪ ،‬ﻭﻫﺬﺍ ﻣﺎ ﳚﻌﻠﻨﺎ ﻧﻀﻊ ﺑﻌـﺪﻳﻦ‬ ‫ﻟﻠﺠﻮﺩﺓ ﰲ ﻫﺬﺍ ﺍ‪‬ﺎﻝ ﳘﺎ ‪:‬‬ ‫ﺍﻟﺒﻌﺪ ﺍﻟﺪﺍﺧﻠﻲ ‪ :‬ﻭﻳﺘﻤﺜﻞ ﺑﺎﻟﻌﺎﻣﻠﲔ ﻭﺍﻟﻨﻈﺎﻡ ﺍﻹﻧﺘﺎﺟﻲ ‪ ،‬ﻭﺍﻟﺒﻌﺪ ﺍﳋﺎﺭﺟﻲ ‪ :‬ﻭﻳﺘﻤﺜﻞ ﺑﺎﻟﺰﺑﻮﻥ ﻭﺍﻟﺴﻮﻕ ‪ ،‬ﻭﻻﺑﺪ ﻟﻸﻭﻝ ﺃﻥ‬ ‫ﺗﻜﻮﻥ ﺣﺼﻴﻠﺘﻪ ﺭﺿﺎﺀ ﺍﻟﻌﺎﻣﻠﲔ ﻭﻭﻻﺋﻬﻢ ‪ ،‬ﰲ ﺣﲔ ﺍﻟﺜﺎﱐ ﺗﻜﻮﻥ ﺣﺼﻴﻠﺘﻪ ﻫﻲ ﺭﺿﺎﺀ ﺍﻟﺰﺑﺎﺋﻦ ﻭﻭﻻﺋﻬﻢ ﻟﻠﺸﺮﻛﺔ ‪.‬‬ ‫‪ – ١‬ﺟﻮﺩﺓ ﺍﳋﺪﻣﺔ ‪:‬‬ ‫ﺍﳋﺪﻣﺔ ﻫﻲ ﻧﺸﺎﻁ ﺃﻭ ﻋﻤﻞ ﻳﻨﺠﺰ ﻟﺘﺤﻘﻴﻖ ﻣﻨﻔﻌﺔ ﻭﻣﻦ ﺃﺟﻞ ﻏﺮﺽ ﻣﻌﲔ ‪ ،‬ﻛﻤﺎ ﳝﻜﻦ ﺗﻌﺮﻳﻔﻬﺎ ﺑﺄ‪‬ﺎ ﻧﺸﺎﻁ ﺃﻭ ﺳﻠﺴﻠﺔ ﻣﻦ‬ ‫ﺍﻷﻧﺸﻄﺔ ﺍﻟﱵ ﺗﻜﻮﻥ ﺫﺍﺕ ﻃﺒﻴﻌﺔ ﻏﲑ ﻣﻠﻤﻮﺳﺔ ﺑﺪﺭﺟﺔ ﺃﻛﱪ ﺃﻭ ﺃﻗﻞ ﺗﺘﻢ ﻋﻨﺪ ﺍﻟﺘﻔﺎﻋﻞ ﺑﲔ ﺍﻟﺰﺑﻮﻥ ﻭﻋﺎﻣﻞ ﺍﳋﺪﻣـﺔ ﻭ ‪ /‬ﺃﻭ‬ ‫ﺑﺎﺳﺘﺨﺪﺍﻡ ﻣﻮﺍﺭﺩ ﺃﻭ ﻣﻨﺘﺠﺎﺕ ﺃﻭ ﺃﻧﻈﻤﺔ ﻣﻘﺪﻡ ﺍﳋﺪﻣﺔ ‪،‬ﻭﻗﺪ ﻳﻜﻮﻥ ﻫﺬﺍ ﺍﻟﻨﺸﺎﻁ ﺍﺳﺘﺸﺎﺭﺓ ﻃﺒﻴﺔ ﺃﻭ ﳏﺎﺿـﺮﺓ ﺃﻭ ﺣـﻞ‬ ‫ﻣﺸﻜﻠﺔ ﻓﻨﻴﺔ ﰲ ﺍﻹﻧﺘﺎﺝ ﺃﻭ ﻋﻤﻼ ﳏﺎﺳﺒﻴﺎ ﺃﻭ ﺻﻴﺎﻧﺔ ﻵﻟﺔ ‪ .....‬ﺇﱁ ‪ ،‬ﻭﻣﻊ ﻫﺬﺍ ﺍﻟﺘﻨﻮﻉ ﺗﺘﻨﻮﻉ ﺍﻟـﺴﻤﺎﺕ ﻭﺍﳋـﺼﺎﺋﺺ‬ ‫ﺍﳌﻜﻮﻧﺔ ﻟﻠﺠﻮﺩﺓ ‪.‬‬ ‫ﻭﻣﻊ ﺍﻹﻧﺘﺮﻧﺖ ﺃﺻﺒﺢ ﺗﻘﺪﱘ ﺍﻟﻜﺜﲑ ﻣﻦ ﻫﺬﻩ ﺍﳋﺪﻣﺎﺕ ﺃﺻﺒﺢ ﻭﺍﺿﺤﺎ ﺃﻥ ﻫﺬﺍ ﺍﻟﻘﻄﺎﻉ ﻫﻮ ﺍﻷﻛﺜﺮ ﺗﻨﻮﻋـﺎ )ﺑـﺪﻻ ﻣـﻦ‬ ‫ﺍﻟﻘﻴﺎﺳﻴﺔ ﰲ ﺍﳌﻨﺘﺠﺎﺕ ﺍﻟﺼﻨﺎﻋﻴﺔ( ﻭﺍﻋﺘﻤﺎﺩﺍ ﻋﻠﻰ ﺍﻷﻓﺮﺍﺩ )ﺑﺪﻻ ﻣﻦ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ( ﻛﻤﺎ ﺃﻧﻪ ﻻ ﻳﺘﻄﻠﺐ ﺍﺳﺘﺜﻤﺎﺭﺍ ﺭﺃﲰﺎﻟﻴـﺎ‬ ‫ﻋﺎﻟﻴﺎ ﻛﺎﻟﺬﻱ ﺗﺘﻄﻠﺒﻪ ﺍﳌﺼﺎﻧﻊ ﻭﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻨﺎﻋﻴﺔ ﺍﻟﻘﺎﺋﻤﺔ ﻋﻠﻰ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ‪ ،‬ﻭﻛﺎﻥ ﺫﻟﻚ ﻣﻊ ﺍﻟﻌﻮﺍﻣﻞ ﺍﻟﱵ ﺳﺎﳘﺖ ﰲ‬ ‫ﺗﻌﺠﻴﻞ ﻋﻤﻠﻴﺔ ﺍﻟﺘﺤﻮﻝ ﳓﻮ ﺍﻻﻗﺘﺼﺎﺩﻳﺎﺕ ﺍﳋﺪﻣﻴﺔ ﰲ ﺍﻟﺪﻭﻝ ﺍﻟﺼﻨﺎﻋﻴﺔ ﺍﳌﺘﻘﺪﻣﺔ ‪.‬‬ ‫ﻭﻣﻊ ﲢﻮﻝ ﺍﻟﺪﻭﻝ ﺍﳌﺘﻘﺪﻣﺔ ﻣﻦ ﺍﻻﻗﺘﺼﺎﺩ ﺍﻟﺼﻨﺎﻋﻲ )ﺣﻴﺚ ﺍﻟﺼﻨﺎﻋﺔ ﻫﻲ ﺍﻟﻘﻄﺎﻉ ﺍﻟﻘﺎﺋﺪ ﻟﻼﻗﺘﺼﺎﺩ ﺍﻟﺬﻱ ﻳﺴﺘﺤﻮﺫ ﻋﻠـﻰ‬ ‫ﺃﻛﱪ ﺣﺼﺔ ﻣﻦ ﺍﻻﺳﺘﺜﻤﺎﺭﺍﺕ ﻭﻳﺴﺘﺨﺪﻡ ﺃﳌﻊ ﺍﻟﻌﻘﻮﻝ( ﺇﱃ ﺍﻻﻗﺘﺼﺎﺩ ﺍﳋﺪﻣﻲ )ﺣﻴﺚ ﺍﳋﺪﻣﺎﺕ ﺃﺻﺒﺤﺖ ﲢﻘـﻖ ﺍﻟﻌﺎﺋـﺪ‬ ‫‪١٠٣‬‬ ‫ﺍﳊﺪﻱ ﺍﻷﻋﻠﻰ ﻣﻘﺎﺭﻧﺔ ﺑﺎﻟﻘﻄﺎﻋﺎﺕ ﺍﻷﺧﺮﻯ( ﺗﺰﺍﻳﺪ ﺍﳊﺪﻳﺚ ﻋﻦ ﺟﻮﺩﺓ ﺍﳋﺪﻣﺎﺕ ‪ Service Quality‬ﺍﻟﱵ ﺃﺧﺬﺕ‬ ‫ﲢﻈﻰ ﻣﻨﺬ ﺍﻟﺴﺒﻌﻴﻨﺎﺕ ﺑﺎﻻﻫﺘﻤﺎﻡ ﺍﳌﺘﺰﺍﻳﺪ‪.‬‬ ‫ﻭﺍﻟﻮﺍﻗﻊ ﺃﻥ ﺗﻄﻮﺭ ﺍﳋﺪﻣﺎﺕ ﲟﻌﺪﻻﺕ ﻋﺎﻟﻴﺔ ﲡﻌﻞ ﺍﳊﺪﻳﺚ ﻋﻦ ﻫﺬﺍ ﺍﻟﺘﻄﻮﺭ ﲟﺎ ﻳﺸﺒﻪ ﻣﺎ ﳝﻜﻦ ﻭﺻﻔﻪ ﺑﺜﻮﺭﺓ ﺍﳋـﺪﻣﺎﺕ ‪،‬‬ ‫ﻓﻔﻲ ﺍﻟﺪﻭﻝ ﺍﳌﺘﻘﺪﻣﺔ ﱂ ﻳﻌﺪ ﻗﻄﺎﻉ ﺍﻟﺼﻨﺎﻋﺔ ﻫﻮ ﺍﻟﻘﻄﺎﻉ ﺍﳌﻬﻴﻤﻦ ﻭﺇﳕﺎ ﻗﻄﺎﻉ ﺍﳋﺪﻣﺎﺕ ‪ ،‬ﻭﳝﻜﻦ ﺃﻥ ﻧﻼﺣﻆ ﺫﻟﻚ ﺑﺄﻧﻪ ﰲ‬ ‫ﺩﻭﻝ ﻣﻨﻈﻤﺔ ﺍﻟﺘﻌﺎﻭﻥ ﻭﺍﻟﺘﻨﻤﻴﺔ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ‪ OECD‬ﻗﺪ ﺑﻠﻎ ﺣﺠﻢ ﻗﻄﺎﻉ ﺍﳋﺪﻣﺎﺕ ﲝﺪﻭﺩ )‪ (60%‬ﻭﺃﻥ ﻋـﺸﺮ ﺩﻭﻝ‬ ‫ﻣﻨﻬﺎ ﺑﻠﻎ ﲝﺪﻭﺩ )‪ . (70%‬ﻭﺇﻥ ﺍﻟﻮﻻﻳﺎﺕ ﺍﳌﺘﺤﺪﺓ ﺍﻟﱵ ﺗﻘﻮﺩ ﻋﻤﻠﻴﺔ ﺍﻟﺘﺤﻮﻝ ﺇﱃ ﺍﻗﺘﺼﺎﺩ ﺍﳋﺪﻣﺎﺕ ﻗﺪ ﺍﺯﺩﺍﺩﺕ ﻧـﺴﺒﺔ‬ ‫ﻗﻄﺎﻉ ﺍﳋﺪﻣﺎﺕ ﻓﻴﻬﺎ ﻣﻦ )‪ (63%‬ﻋﺎﻡ )‪ (1990‬ﺇﱃ ﻣﺎ ﻳﺰﻳﺪ ﻋﻠﻰ )‪ (70%‬ﰲ ﻋـﺎﻡ )‪ (2000‬ﻭﺇﱃ ﻣـﺎ ﻳﻘـﺮﺏ‬ ‫)‪ (77%‬ﻋﺎﻡ )‪.http://jobs.stateuniversity.com (2005‬‬ ‫ﺃﻥ ﺍﻟﺘﺤﻮﻝ ﺇﱃ ﺍﳋﺪﻣﺎﺕ ﻟﻪ ﺃﺳﺒﺎﺑﻪ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ﻓﺤﱴ ﻭﻗﺖ ﻗﺮﻳﺐ ﻛﺎﻥ ﺃﻏﻠﺐ ﻗﻴﻤﺔ ﺍﻟﺴﻠﻌﺔ ﺍﳌﻀﺎﻓﺔ ﺗﺄﰐ ﻣﻦ ﻋﻤﻠﻴـﺎﺕ‬ ‫ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﱵ ﲢﻮﻝ ﺍﳌﻮﺍﺩ ﺍﻷﻭﻟﻴﺔ ﺇﱃ ﺃﺷﻜﺎﻝ ﻣﻔﻴﺪﺓ ﻣﻦ ﺍﻟﺴﻠﻊ )ﲢﻮﻳﻞ ﺍﳊﺪﻳﺪ ﺇﱃ ﺳﻴﺎﺭﺍﺕ ﺃﻭ ﺍﻟﻘﻤﺢ ﺇﱃ ﺩﻗﻴﻖ( ‪ ،‬ﺇﻻ ﺃﻥ‬ ‫ﺍﻟﻘﻴﻤﺔ ﺍﳌﻀﺎﻓﺔ ﺃﺻﺒﺤﺖ ﺗﺄﰐ ﺑﺸﻜﻞ ﻣﺘﺰﺍﻳﺪ ﻣﻦ ﺍﻟﺘﺤﺴﻴﻨﺎﺕ ﺍﳋﺪﻣﻴﺔ ﻛﺨﺪﻣﺎﺕ ﺇﻳﺼﺎﻝ ﺍﻟﺴﻠﻌﺔ ‪ ،‬ﺧﺪﻣﺎﺕ ﺗﺮﻛﻴﺒﻬﺎ ﻋﻨﺪ‬ ‫ﺍﻟﺸﺮﺍﺀ ‪ ،‬ﺧﺪﻣﺎﺕ ﻣﺎ ﺑﻌﺪ ﺍﻟﺒﻴﻊ ‪ ،‬ﺻﻮﺭﺓ ﺍﻟﺴﻠﻌﺔ ‪ ،‬ﻭﺍﳋﺼﺎﺋﺺ ﺍﻷﺧﺮﻯ ﺍﻟﱵ ﺗﻀﻴﻔﻬﺎ ﺍﳋﺪﻣﺔ ﻓﻘﻂ ‪.‬‬ ‫ﻭﻟﻘﺪ ﺃﺷﺎﺭ )ﻛﻮﻳﻦ ﻭﺯﻣﻼﺅﻩ ‪ (Quinn et al.‬ﺇﱃ ﺃﻥ ﺍﳌﺰﻳﺪ ﻣﻦ ﺍﻟﺸﺮﻛﺎﺕ ﺑﺪﺃﺕ ﺗﻨﻈﺮ ﺇﱃ ﺍﻟﺘﺼﻨﻴﻊ ﻋﻠﻰ ﺃﻧﻪ ﻧﺸﺎﻁ‬ ‫ﺣﺪﻱ ﻣﻨﺨﻔﺾ ‪ ،‬ﻓﻤﺜﻼ ﰲ ﺻﻨﺎﻋﺔ ﺍﳊﻮﺍﺳﻴﺐ ﻓﺈﻥ ﺇﻧﺘﺎﺝ ﺍﻷﺟﻬﺰﺓ ‪ Hardware‬ﻧﺸﺎﻁ ﺣﺪﻱ ﻣﻨﺨﻔﺾ ‪ ،‬ﰲ ﺣـﲔ‬ ‫ﺃﻥ ﺍﻟﱪﳎﻴﺎﺕ ‪ Software‬ﻭﺍﻷﻧﺸﻄﺔ ﺍﳌﺴﺎﻋﺪﺓ ﻟﻠﺨﺪﻣﺎﺕ ﻫﻲ ﺍﻟﱵ ﲡﻌﻞ ﻗﻴﻤﺔ ﺍﻟﺴﻠﻌﺔ ﻫﻲ ﺍﻷﻛﱪ ﻟﻠﻌﻤﻼﺀ ‪ ،‬ﻭﻫﺬﺍ ﻣﺎ‬ ‫ﺟﻌﻞ ﻛﻮﻳﻦ ﻭﺯﻣﻼﺀﻩ ﰲ ﺩﺭﺍﺳﺘﻬﻢ ﺍﳌﻨﺸﻮﺭﺓ ﰲ ﳎﻠﺔ )ﻫﺎﺭﻓﺎﺭﺩ( ﻟﻸﻋﻤﺎﻝ ‪ ،‬ﻳﺮﻭﻥ ﺿﺮﻭﺭﺓ ﺇﻋﺎﺩﺓ ﺍﻟـﺘﻔﻜﲑ ﻣـﻦ ﻗﺒـﻞ‬ ‫ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻨﺎﻋﻴﺔ ﻟﺘﺘﺒﲏ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﻘﺎﺋﻤﺔ ﻋﻠﻰ ﺍﳋﺪﻣﺔ ﻭﻟﻴﺲ ﻋﻠﻰ ﺇﻧﺘﺎﺝ ﺍﻟﺴﻠﻊ ‪.‬‬ ‫ﺃﻥ ﻣﻔﻬﻮﻡ ﺟﻮﺩﺓ ﺍﳋﺪﻣﺔ ﻳﺴﺘﺨﺪﻡ ﻟﻴﺸﲑ ﺇﱃ ﺃﺷﻴﺎﺀ ﻋﺪﺓ ﺣﻴﺚ ﳒﺪ ﺑﻌﺾ ﺍﳌﺪﻳﺮﻳﻦ ﻳﺴﺘﺨﺪﻡ ﺍﳌﻔﻬﻮﻡ ﻟﻴﻌﲏ ﻛﻴﻒ ﻳـﺘﻢ‬ ‫ﺍﻟﺘﻌﺎﻣﻞ ﻣﻊ ﺍﻟﺰﺑﻮﻥ ‪ ،‬ﰲ ﺣﲔ ﻳﻨﻈﺮ ﺇﻟﻴﻬﺎ ﺍﻟﺒﻌﺾ ﺍﻵﺧﺮ ﻛﺤﺼﻴﻠﺔ ﻛﻠﻴﺔ ﻭﻟﻴﺲ ﻛﺠﺰﺀ ﻳﺘﻌﻠﻖ ﺑﻨﻘﺎﻁ ﺍﻻﺗﺼﺎﻝ ﺑﺎﻟﺰﺑﻮﻥ‪.‬‬ ‫ﻭﻋﻠﻰ ﺃﺳﺎﺱ ﻣﻘﺎﺭﻥ ﺑﲔ ﺍﳌﻨﺘﺞ ﻭﺍﳋﺪﻣﺔ ﳝﻜﻦ ﺃﻥ ﺗﻄﺮﺡ ﺟﻮﺩﺓ ﺍﳋﺪﻣﺔ ﻛﺄﺑﻌﺎﺩ ﻭﲰﺎﺕ ﲤﻴﺰﻫﺎ ﻋﻦ ﺃﺑﻌﺪ ﻭﲰﺎﺕ ﺟـﻮﺩﺓ‬ ‫ﺍﳌﻨﺘﺞ ‪ ،‬ﻟﻘﺪ ﺣﺪﺩ ﺩﺍﻓﻴﺪ ﺟﺎﺭﻓﻦ ‪ D. Garvin‬ﲦﺎﻧﻴﺔ ﺃﺑﻌﺎﺩ ﻟﻠﻤﻨﺘﺞ ﻫﻲ ‪ :‬ﺍﻷﺩﺍﺀ ‪ ،‬ﺍﻟﺘﻌﻤﲑ )ﻃﻮﻝ ﻋﻤـﺮ ﺍﳌﻨـﺘﺞ ﰲ‬ ‫‪١٠٤‬‬ ‫ﺍﻻﺳﺘﺨﺪﺍﻡ( ‪ ،‬ﻣﻄﺎﺑﻘﺔ ﺍﳌﻮﺍﺻﻔﺎﺕ ‪ ،‬ﺍﻟﺴﻤﺎﺕ ‪ ،‬ﺍﳉﻮﺩﺓ ﺍﳌﺘﺼﻮﺭﺓ ‪ ،‬ﺍﳌﻌﻮﻟﻴﺔ ‪ ،‬ﻗﺎﺑﻠﻴﺔ ﺍﳋﺪﻣﺔ ‪ ،‬ﻭﺍﳉﻤﺎﻟﻴـﺔ ‪ ،‬ﻭﰲ ﻫـﺬﺍ‬ ‫ﺍﻻﲡﺎﻩ ﳝﻜﻦ ﺗﻘﺪﱘ ﻭﲢﺪﻳﺪ ﺃﺑﻌﺎﺩ ﺟﻮﺩﺓ ﺍﳋﺪﻣﺔ ﻭﻛﺎﻵﰐ ‪ :‬ﺍﳌﻠﻤﻮﺳﺎﺕ ‪ ،‬ﺍﳌﻌﻮﻟﻴﺔ ‪ ،‬ﺍﻻﺳﺘﺠﺎﺑﺔ ‪ ،‬ﻭﺍﳌﻘﺪﺭﺓ ‪ ،‬ﻭﺍﻟـﺘﻘﻤﺺ‬ ‫ﺍﻟﻌﺎﻃﻔﻲ ‪ ،‬ﻭﺍﳉﺪﻭﻝ ﺭﻗﻢ )‪ (2‬ﻳﻮﺿﺢ ﺃﺑﻌﺎﺩ ﺍﳉﻮﺩﺓ ﻟﻠﻤﻨﺘﺞ ﻭﺍﳋﺪﻣﺔ ‪.‬‬ ‫ﻭﻫﻨﺎﻙ ﻣﻦ ﻛﺎﻥ ﻳﺮﻛﺰ ﰲ ﲢﺪﻳﺪ ﺟﻮﺩﺓ ﺍﳋﺪﻣﺔ ﻋﻠﻰ ﺍﻟﺰﺑﻮﻥ ﺑﺎﻟﺪﺭﺟﺔ ﺍﻷﻭﱃ ‪ ،‬ﳑﺎ ﳚﻌﻞ ﲢﺪﻳﺪ ﺟﻮﺩﺓ ﺍﳋﺪﻣﺔ ﻳﻌﺘﻤﺪ ﻋﻠﻰ‬ ‫ﻗﺪﺭﺓ ﺍﻟﺸﺮﻛﺔ ﻋﻠﻰ ﺗﻘﺪﱘ ﺍﳋﺪﻣﺔ ﻭﻓﻖ ﺗﻮﻗﻌﺎﺕ ﺍﻟﺰﺑﻮﻥ ﻭﻣﻔﺄﺟﺎﺓ ﺍﻟﺰﺑﻮﻥ ﲟﺎ ﻳﺘﺠﺎﻭﺯ ﺗﻮﻗﻌﺎﺗﻪ ﺣﺴﺐ ﳕﻮﺫﺝ ﻛﺎﻧﻮ ‪The‬‬ ‫‪ ، Kano's Model‬ﺍﻟﺬﻱ ﳛﺪﺩ ﺗﺼﻮﺭﺍﺕ ﺍﻟﺰﺑﻮﻥ ﻭﺑﺎﻟﺘﺎﱄ ﺍﺳﺘﺠﺎﺑﺔ ﺍﻟﺸﺮﻛﺔ ﺇﻟﻴﻬﺎ ﺑﺎﳌﺴﺘﻮﻳﺎﺕ ﺍﻟﺜﻼﺛﺔ ﺍﻟﺘﺎﻟﻴﺔ ‪:‬‬ ‫ﺃﻭ ﹰﻻ ‪ :‬ﺍﳋﱪﺓ ﺍﻷﺳﺎﺳﻴﺔ ﺃﻭ ﺍﻟﻘﺎﻋﺪﺓ ‪ :Foundation‬ﻭﰲ ﻫﺬﺍ ﺍﳌﺴﺘﻮﻯ ﺗﻜﻤـﻦ ﺍﳊﺎﺟـﺎﺕ ﻭﺃﳘﻴـﺔ ﲝﺜﻬـﺎ ‪،‬‬ ‫ﻭﺗﺴﺎﺅﻻﺕ ﺍﻟﺰﺑﻮﻥ ﻭﺃﳘﻴﺔ ﺍﻹﺟﺎﺑﺔ ﻋﻠﻴﻬﺎ ‪ ،‬ﻭﺳﻬﻮﻟﺔ ﺍﻻﺳﺘﻌﻤﺎﻝ ﻟﻠﻤﻨﺘﺠﺎﺕ ﺃﻭ ﺳﻬﻮﻟﺔ ﺍﳊﺼﻮﻝ ﻋﻠﻰ ﺍﳋﺪﻣـﺔ ‪،‬‬ ‫ﻭﺃﺧﲑﺍ ﺇﳒﺎﺯ ﺍﻟﺸﺮﻛﺔ ﻟﻮﻋﻮﺩﻫﺎ ﺍﻟﱵ ﻗﻄﻌﺘﻬﺎ ﻟﻠﺰﺑﻮﻥ ﰲ ﺇﻋﻼﻧﺎ‪‬ﺎ ﻭﻣﻠﺼﻘﺎ‪‬ﺎ ﻭﺣﺴﺐ ﳕﻮﺫﺝ ﻛــــــﺎﻧﻮ‬ ‫ﻓﺈﻥ ﻫﺬﺍ ﺍﳌﺴﺘﻮﻯ ﻳﻘﻊ ﰲ ﻣﻨﻄﻘﺔ ﻣﺎ ﳚﺐ ﺃﻥ ﻳﻜﻮﻥ )‪. (Must be‬‬ ‫ﺍﳉﺪﻭﻝ ﺭﻗﻢ )‪ : (٢‬ﺃﺑﻌﺎﺩ ﺟﻮﺩﺓ ﺍﳌﻨﺘﺞ ﻭﺍﳋﺪﻣﺔ‬ ‫ﺃﺑﻌﺎﺩ ﺟﻮﺩﺓ ﺍﳌﻨﺘﺞ‬ ‫‪ -١‬ﺍﻷﺩﺍﺀ ‪ :‬ﻛﻴﻒ ﺗﻨﻈﻒ ﻣﺎﻛﻴﻨﺔ ﺍﻟﻐﺴﻴﻞ ﺍﳌﻼﺑﺲ؟‬ ‫‪ -٢‬ﺍﻟﺘﻌﻤﲑ ‪ :Durability‬ﻛﻢ ﻃﻮﻝ ﺍﻟﻔﺘﺮﺓ ﺍﻟﱵ‬ ‫ﺗﺒﻘﻰ ﺟﺰﺍﺭﺓ ﺍﻟﻌﺸﺐ ﰲ ﺍﳋﺪﻣﺔ؟‬ ‫ﺃﺑﻌﺎﺩ ﺟﻮﺩﺓ ﺍﳋﺪﻣﺔ‬ ‫‪ -١‬ﺍﳌﻠﻤﻮﺳﺎﺕ ‪ :Tangibles‬ﻳﻈﻬﺮ ﺍﻟﺘﺴﻬﻴﻼﺕ‬ ‫ﺍﳌﺎﺩﻳﺔ ‪ ،‬ﻣﻮﺍﺩ ﺍﻻﺗﺼﺎﻝ ‪ ،‬ﺍﳌﻌﺪﺍﺕ ‪ ،‬ﻭﺍﻷﻓﺮﺍﺩ ‪.‬‬ ‫‪ -٢‬ﺍﳌﻌﻮﻟﻴﺔ ‪ :Reliability‬ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺃﺩﺍﺀ‬ ‫ﺍﳋﺪﻣﺔ ﺍﳌﺘﻌﻬﺪ ‪‬ﺎ ﺑﺎﻋﺘﻤﺎﺩﻳﺔ ﻭﺩﻗﺔ ‪.‬‬ ‫‪ -٣‬ﺍﳌﻄﺎﺑﻘﺔ ﻟﻠﻤﻮﺍﺻﻔﺎﺕ ‪:Conformance‬‬ ‫ﻣﺎ ﻫﻮ ﻋﺪﺩ ﻣﺮﺍﺕ ﻇﻬﻮﺭ ﺍﻟﺘﻠﻒ؟‬ ‫‪ -٣‬ﺍﻻﺳﺘﺠﺎﺑﺔ ‪ :Responsiveness‬ﺍﻟﺮﻏﺒﺔ‬ ‫ﰲ ﻣﺴﺎﻋﺪﺓ ﺍﻟﺰﺑﺎﺋﻦ ﻭﺗﻘﺪﱘ ﺍﳋﺪﻣﺔ ﺍﳌﺸﺠﻌﺔ‪.‬‬ ‫‪ -٤‬ﺍﻟﺴﻤﺎﺕ ‪ :Features‬ﻫﻞ ﺇﻥ ﻃﲑﺍﻥ ﺍﳋﻄﻮﻁ‬ ‫ﺍﳉﻮﻳﺔ ﻳﻘﺪﻡ ﺃﻓﻼﻣﺎ ﻭﻏﺪﺍﺀ؟‬ ‫‪ -٥‬ﺍﳉﻮﺩﺓ ﺍﳌﺘﺼﻮﺭﺓ ‪ :Perceived Q.‬ﻫﻞ‬ ‫ﺇﻥ ﺍﻻﺳﻢ ﻳﻌﲏ ﺍﳉﻮﺩﺓ؟ ﻣﺎ ﻫﻲ ﺻﻮﺭﺓ ﺍﻟﺸﺮﻛﺔ؟‬ ‫‪ -٦‬ﺍﳌﻌﻮﻟﻴﺔ ‪ :Reliability‬ﻣﻊ ﻛﻞ ﺯﻳﺎﺭﺓ‬ ‫ﻟﻠﻤﻄﻌﻢ ﻫﻞ ﺗﻜﻮﻥ ﺍﳉﻮﺩﺓ ﻣﺘﻤﺎﺛﻠﺔ؟‬ ‫‪ -٧‬ﻗﺎﺑﻠﺔ ﺍﳋﺪﻣﺔ ‪ :Serviceability‬ﻫﻞ ﺇﻥ‬ ‫‪ -٤‬ﺍﳌﻘﺪﺭﺓ ‪ :Competence‬ﻣﻌﺮﻓﺔ ﻭﻣﻬﺎﺭﺍﺕ‬ ‫ﺍﻟﻌﺎﻣﻠﲔ ﻭﻗﺪﺭ‪‬ﻢ ﻋﻠﻰ ﲢﻘﻴﻖ ﺍﻟﺸﻌﻮﺭ ﺑﺎﻟﺜﻘﺔ‬ ‫ﻭﺍﻷﻣﺎﻥ ﻟﺪﻯ ﺍﻟﺰﺑﻮﻥ ‪.‬‬ ‫‪ -٥‬ﺍﻟﺘﻘﻤﺺ ﺍﻟﻌﺎﻃﻔﻲ ‪ :Empathy‬ﺍﻟﺮﻋﺎﻳﺔ‬ ‫ﻭﺍﻻﻫﺘﻤﺎﻡ ﺍﻟﻔﺮﺩﻳﲔ ﺍﻟﺬﻳﻦ ﺗﻘﺪﻣﻬﻤﺎ ﺍﻟﺸﺮﻛﺔ‬ ‫‪١٠٥‬‬ ‫ﻟﻠﺰﺑﻮﻥ ‪.‬‬ ‫ﻧﻈﺎﻡ ﺍﳋﺪﻣﺔ ﻛﻔﻮﺀ ‪ ،‬ﺫﻭ ﻗﺪﺭﺓ ‪ ،‬ﻭﻣﻼﺋﻢ؟‬ ‫‪ -٨‬ﺍﳉﻤﺎﻟﻴﺔ ‪ :Aesthetics‬ﻫﻞ ﺇﻥ ﺍﳌﻨﻈﺮ‬ ‫ﻭﺍﳌﻠﻤﺲ ﺃﻭ ﺍﻟﺸﻌﻮﺭ ﺑﺎﳌﻨﺘﺞ ﻣﺜﻞ ﺟﻮﺩﺗﻪ؟‬ ‫ﺛﺎﻧﻴﹰﺎ ‪ :‬ﻣﺴﺘﻮﻯ ﺍﳋﺪﻣﺔ ﺍﳌﺮﺗﻜﺰﺓ ﻋﻠﻰ ﺍﻟﺰﺑﻮﻥ ‪ :Customer-Centered Service‬ﺇﻥ ﺟﻮﺩﺓ ﺍﳋﺪﻣـﺔ‬ ‫ﺍﻷﻋﻠﻰ ﻟﻠﺰﺑﻮﻥ ﺗﺬﻫﺐ ﺇﱃ ﻣﺎ ﻫﻮ ﺑﻌﺪ ﻣﻦ ﺍﻷﺳﺎﺳﻴﺎﺕ ﰲ ﺧﱪﺓ ﺍﻟﺰﺑﻮﻥ ‪ ،‬ﺣﻴﺚ ﺇ‪‬ﺎ ﺗﺮﺗﺒﻂ ﺑﺎﳋﺪﻣﺎﺕ ﺍﳌﺘﺠﺎﻭﺯﺓ ﳌﺎ ﻫﻮ‬ ‫ﺃﺳﺎﺳﻲ ﻭﺫﻟﻚ ﺑﺎﻷﺧﺬ ﺑﺎﻻﻋﺘﺒﺎﺭ ﻣﺎ ﻳﻘﺪﻣﻪ ﺍﳌﻨﺎﻓﺴﻮﻥ ‪ ،‬ﻭﺍﻟﻮﺍﻗﻊ ﺃﻥ ﻫﺬﺍ ﺍﳌﺴﺘﻮﻯ ﻳﺮﺗﺒﻂ ﺑﺎﻟﺪﺍﺋﺮﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﻟﱵ ﻳﺘﻢ ﻓﻴﻬﺎ‬ ‫ﲢﻘﻴﻖ ﺍﻟﺘﻤﻴﺰ ﻋﻦ ﺍﳌﻨﺎﻓﺴﲔ ﰲ ﻫﺬﻩ ﺍﻟﺴﻤﺔ ﺃﻭ ﺗﻠﻚ ﺑﻨﺎﺀ ﻋﻠﻰ ﺗﻔﻀﻴﻼﺕ ﺍﻟﺰﺑﻮﻥ ﻋﻨﺪ ﺍﳌﻘﺎﺭﻧﺔ ﻣﺎ ﺑﲔ ﺍﻟﺒﺪﺍﺋﻞ ﺍﳌﻘﺪﻣـﺔ ﰲ‬ ‫ﺍﻟﺴﻮﻕ ﻭﰲ ﳕﻮﺫﺝ ﻛﺎﻧﻮ ﻓﺈﻥ ﻫﺬﺍ ﺍﳌﺴﺘﻮﻯ ﻳﻘﻊ ﰲ ﻣﻨﻄﻘﺔ ﺍﳌﺰﻳﺪ ﺃﻓﻀﻞ )‪.(More is Better‬‬ ‫ﺛﺎﻟﺜﺎ ‪ :‬ﺧﺪﻣﺔ ﺍﻟﻘﻴﻤﺔ ﺍﳌﻀﺎﻓﺔ ‪ :Value Added Service‬ﻭﻫﺬﺍ ﻫﻮ ﻣﺴﺘﻮﻯ ﺍﳋﺪﻣﺔ ﺍﻟﺬﻱ ﳚﻌﻞ ﺍﻟﺰﺑﻮﻥ‬ ‫ﻣﺒﺘﻬﺠﺎ ﺣﺴﺐ ﳕﻮﺫﺝ ﻛﺎﻧﻮ ‪ ،‬ﻭﻫﻮ ﺍﳌﺴﺘﻮﻯ ﺍﻟﺬﻱ ﻳﺘﻌﻠﻖ ﺑﺎﳌﻌﺮﻓﺔ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺿﺎﻓﻴﺔ ﺍﳌﻘﺪﻣﺔ ﻟﻠﺰﺑﻮﻥ ﺣﻮﻝ‬ ‫ﺇﻣﻜﺎﻧﺎﺕ ﺍﺳﺘﺨﺪﺍﻡ ﺍﳌﻨﺘﺞ ﲟﺎ ﰲ ﺫﻟﻚ ﺍﻻﺳﺘﺨﺪﺍﻣﺎﺕ ﺍﳉﺪﻳﺪﺓ ﺍﻟﱵ ﺗﺴﺎﻋﺪ ﺍﻟﺰﺑﻮﻥ ﻋﻠﻰ ﺇﳚﺎﺩ ﻗﻴﻤﺔ ﺇﺿﺎﻓﻴﺔ ﳌﺎ‬ ‫ﻳﺸﺘﺮﻳﻪ ﻋﻦ ﻃﺮﻳﻖ ﺭﺳﺎﺋﻞ ﻳﺘﻠﻘﺎﻫﺎ ﺍﻟﺰﺑﻮﻥ ﳍﺬﺍ ﺍﻟﻐﺮﺽ ‪ ،‬ﻛﻤﺎ ﺃﻥ ﺇﺿﺎﻓﺔ ﺧﺼﺎﺋﺺ ﻭﲰﺎﺕ ﺇﺿﺎﻓﻴﺔ ﻟﻠﻤﻨﺘﺞ‬ ‫ﺗﺘﻮﺍﻓﻖ ﻣﻊ ﺗﻮﻗﻌﺎﺕ ﺍﻟﺰﺑﻮﻥ ‪ ،‬ﺗﻜﻮﻳﻦ ﲨﺎﻋﺎﺕ ﻣﺸﺘﺮﻛﺔ ﻣﻊ ﺍﻟﺰﺑﺎﺋﻦ ﻣﻦ ﺍﺟﻞ ﺍﳊﻮﺍﺭ ﺍﳌﺴﺘﻤﺮ ﻭﺇﳚﺎﺩ ﺍﻟﻘﻨﺎﺓ‬ ‫ﺍﻟﺴﺮﻳﻌﺔ ﻭﺍﻟﻔﻌﺎﻟﺔ ﻟﺬﻟﻚ ﺗﺪﺧﻞ ﺿﻤﻦ ﻫﺬﺍ ﺍﳌﺴﺘﻮﻯ ‪ ،‬ﻭﺍﻟﺸﻜﻞ ﺭﻗﻢ )‪ (3‬ﻳﻮﺿﺢ ﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﻟﺜﻼﺛﺔ‪.‬‬ ‫ﺍﻟﺸﻜﻞ ﺭﻗﻢ )‪ : (3‬ﺧﱪﺓ ﺍﻟﺰﺑﻮﻥ ﻭﻣﻮﻗﻒ ﺍﻟﺸﺮﻛﺔ‬ ‫ﻣﺎ ﻳﺜﻴﺮ‬ ‫ﻣﺎ ﻳﻤﻴﺰ‬ ‫‪-١‬‬ ‫‪-٢‬‬ ‫‪-٣‬‬ ‫‪-٤‬‬ ‫ﺧﺪﻣﺔ ﺇﺑﺘﻜﺎﺭﻳﺔ ﺟﺪﻳﺪﺓ‬ ‫ﺧﺪﻣﺔ ﺍﺳﺘﺒﺎﻗﻴﺔ‬ ‫ﺗﻮﻗﻊ ﺍﳊﺎﺟﺎﺕ ﺍﳉﺪﻳﺪﺓ‬ ‫ﺷﺨﺼﻨﺔ ﺍﳊﺎﺟﺎﺕ ﺃﻋﻠﻰ‬ ‫‪ -١‬ﺯﺑﻮﻧﻴﺔ‬ ‫‪ -٢‬ﻣﻌﻠﻮﻣﺎﺕ ﺍﳌﻮﻗﻒ‬ ‫اﻟﻘﻴﻤﺔ‬ ‫اﻟﻤﻀﺎﻓﺔ‬ ‫اﻟﺘﻮﺟﻪ ﻟﻠﺰﺑﻮن‬ ‫‪١٠٦‬‬ ‫ﻣﺎ ﻳﺒﻬﺞ‬ ‫‪Delighter‬‬ ‫اﻟﻤﺰﻳﺪ أﻓﻀﻞ‬ ‫‪More is Better‬‬ ‫‪ -٣‬ﺗﻔﺎﻋﻞ ﺫﻛﻲ‬ ‫‪ -٤‬ﻋﻼﻗﺎﺕ ﻃﻮﻳﻠﺔ ﺍﻷﻣﺪ‬ ‫ﻣﺎ ﻳﺘﻮﻗﻊ‬ ‫‪ -١‬ﺍﻻﺳﺘﺠﺎﺑﺔ‬ ‫‪ -٢‬ﻗﺎﺑﻠﻴﺔ ﺍﻻﺳﺘﺨﺪﺍﻡ‬ ‫‪ -٣‬ﺍﻹﻳﻔﺎﺀ ﺑﺎﳊﺠﺎﺕ‬ ‫‪ -٤‬ﺇﳒﺎﺯ ﺍﻟﻮﻋﻮﺩ‬ ‫اﻟﻘﺎﻋﺪة‬ ‫ﻣﺎ ﻳﺠﺐ أن ﻳﻜﻮن‬ ‫‪Must be‬‬ ‫‪Source: David J. Skyrme (2001): Capitalizing On Knowledge, Butterworth‬‬ ‫)ﺑﺘﺼﺮﻑ(‪Heinemann, Oxford, p241.‬‬ ‫ﻭﰲ ﻫﺬﺍ ﺍﻟﺴﻴﺎﻕ ﻣﻦ ﺗﺼﻮﺭﺍﺕ ﻭﺗﻮﻗﻌﺎﺕ ﺍﻟﺰﺑﻮﻥ ﳉﻮﺩﺓ ﺍﳋﺪﻣﺔ ﰎ ﺗﻄﻮﻳﺮ ﺍﻟﻄﺮﻳﻘﺔ ﺍﳌﻌﺮﻭﻓﺔ ‪ ServQual‬ﺃﻭ ﳕـﻮﺫﺝ‬ ‫ﺍﻟﻔﺠﻮﺍﺕ ‪ Gaps Model‬ﺍﻟﺬﻱ ﰎ ﺗﻄﻮﻳﺮﻩ ﻣﻦ ﻗﺒﻞ )ﺑﺎﺭﺍﺳﻮﺭﺍﻣﺎﻥ ﻭﺁﺧﺮﻭﻥ ‪ ، (Parasuraman et al‬ﻭﻫﺬﻩ‬ ‫ﺍﻟﻄﺮﻳﻘﺔ ﺗﻈﻬﺮ ﺑﻮﺿﻮﺡ ﺍﻟﺼﻌﻮﺑﺎﺕ ﰲ ﺿﻤﺎﻥ ﺟﻮﺩﺓ ﺍﳋﺪﻣﺎﺕ ﺟﺮﺍﺀ ﺍﻟﻔﺠﻮﺍﺕ ﺍﳌﺘﻌﺪﺩﺓ ﺑﲔ ﻭﻋﻮﺩ ﺍﻟﺸﺮﻛﺔ ﰲ ﺗﻘـﺪﱘ‬ ‫ﺍﳋﺪﻣﺔ ﻭﺗﺼﻮﺭﺍﺕ ﺍﻹﺩﺍﺭﺓ ﻣﻦ ﺟﻬﺔ ﻭﺗﻮﻗﻌﺎﺕ ﺍﻟﺰﺑﻮﻥ ﻣﻨﻬﺎ ﻭﻣﺎ ﳛﺼﻞ ﻋﻠﻴﻪ ﺍﻟﺰﺑﻮﻥ ﻣﻦ ﺧﺪﻣﺔ ﻣﻦ ﺟﻬﺔ ﺃﺧﺮﻯ ‪ ،‬ﻛﻤـﺎ‬ ‫ﺃﻥ ﻫﺬﻩ ﺍﻟﻄﺮﻳﻘﺔ ﺗﺴﺎﻋﺪ ﻋﻠﻰ ﲢﻘﻴﻖ ﺍﻻﺗﺴﺎﻕ ﰲ ﺭﺅﻳﺔ ﺍﻟﺸﺮﻛﺔ ﰲ ﻣﺮﺍﺣﻞ ﺗﺼﻤﻴﻢ ﻭﺗﻘﺪﱘ ﺍﳋﺪﻣﺔ ‪ ،‬ﺃﻥ ﻫﺬﻩ ﺍﻟﻄﺮﻳﻘـﺔ‬ ‫ﲢﺪﺩ ﺧــﻤﺲ ﻓﺠﻮﺍﺕ ﳝﻜﻦ ﺃﻥ ﺗﺆﺩﻱ ﺇﱃ ﺿـﻌﻒ ﺟـــــﻮﺩﺓ ﺍﳋـــــﺪﻣﺔ ﻭﺍﻟﻘـﺼـــﻮﺭ ﰲ‬ ‫ﺗــﺤﻘﻴﻘﻬﺎ ‪ ،‬ﻭﻫــﺬﻩ ﺍﻟﻔﺠﻮﺍﺕ ﻫﻲ ‪:‬‬ ‫ﺍﻟﻔﺠﻮﺓ ﺍﻷﻭﱃ ‪:‬‬ ‫ﺍﻟﻔﺠﻮﺓ ﺑﲔ ﺗﻮﻗﻌﺎﺕ ﺍﻟﺰﺑﻮﻥ ﻭﺗﺼﻮﺭ ﺍﻹﺩﺍﺭﺓ ‪ :‬ﺃﻱ ﺇﻥ ﺍﻹﺩﺍﺭﺓ ﻗﺪ ﺗﻔﻜﺮ ﺃ‪‬ﺎ ﺗﻌﺮﻑ ﻣﺎ ﻳﺘﻮﻗﻊ ﺍﻟﺰﺑﺎﺋﻦ ﻭﺗـﺸﺮﻉ‬ ‫ﺑﺘﻘﺪﱘ ﺫﻟﻚ ‪ ،‬ﰲ ﺣﻴﺚ ﺃﻥ ﺍﻟﺰﺑﺎﺋﻦ ﻳﺘﻮﻗﻌﻮﻥ ﺷﻴﺌﺎ ﳐﺘﻠﻔﺎ ﲤﺎﻣﺎ ‪.‬‬ ‫ﺍﻟﻔﺠﻮﺓ ﺍﻟﺜﺎﻧﻴﺔ ‪:‬‬ ‫ﺍﻟﻔﺠﻮﺓ ﺑﲔ ﺗﺼﻮﺭ ﺍﻹﺩﺍﺭﺓ ﻭﻣﻮﺍﺻﻔﺔ ﺟﻮﺩﺓ ﺍﳋﺪﻣﺔ ‪ :‬ﺍﻹﺩﺍﺭﺓ ﻗﺪ ﻻ ﺗﻀﻊ ﻣﻮﺍﺻﻔﺎﺕ ﺍﳉﻮﺩﺓ ﺃﻭ ﻗـﺪ ﻻ ﺗـﻀﻊ‬ ‫ﺫﻟﻚ ﺑﻮﺿﻮﺡ ‪ ،‬ﻭﰲ ﺣﺎﻻﺕ ﺃﺧﺮﻯ ﻓﺈﻥ ﺍﻹﺩﺍﺭﺓ ﻗﺪ ﺗﻀﻊ ﻣﻮﺍﺻﻔﺎﺕ ﺟﻮﺩﺓ ﻭﺍﺿﺤﺔ ﻭﻟﻜﻨﻬﺎ ﻻ ﺗﻜﻮﻥ ﻗﺎﺑﻠﺔ ﻟﻠﺘﺤﻘﻴﻖ ‪.‬‬ ‫ﺍﻟﻔﺠﻮﺓ ﺍﻟﺜﺎﻟﺜﺔ ‪:‬‬ ‫‪١٠٧‬‬ ‫ﺍﻟﻔﺠﻮﺓ ﺑﲔ ﻣﻮﺍﺻﻔﺎﺕ ﺟﻮﺩﺓ ﺍﳋﺪﻣﺔ ﻭﺗﻘﺪﱘ ﺍﳋﺪﻣﺔ ‪ :‬ﺇﻥ ﺍﳌﺸﻜﻼﺕ ﻏﲑ ﺍﳌﻨﻈﻮﺭﺓ ﺃﻭ ﺍﻹﺩﺍﺭﺓ ﺍﻟﺮﺩﻳﺌﺔ ﳝﻜﻦ ﺃﻥ‬ ‫ﺗﻘﻮﺩ ﺇﱃ ﺇﺧﻔﺎﻕ ﻣﻘﺪﻡ ﺍﳋﺪﻣﺔ ﺑﺎﻹﻳﻔﺎﺀ ﲟﻮﺍﺻﻔﺎﺕ ﺟﻮﺩﺓ ﺍﳋﺪﻣﺔ ‪ ،‬ﻭﻫﺬﺍ ﻗﺪ ﻳﻜﻮﻥ ﺑﺴﺒﺐ ﺍﳋﻄﺄ ﺍﻟﺒﺸﺮﻱ ﻭﻟﻜﻦ ﺃﻳـﻀﺎ‬ ‫ﺍﻟﻌﻄﻞ ﺍﳌﻴﻜﺎﻧﻴﻜﻲ ﻟﻠﺘﺴﻬﻴﻞ ﺃﻭ ﺍﻟﺴﻠﻊ ﺍﳌﺴﺎﻧﺪﺓ ‪.‬‬ ‫ﺍﻟﻔﺠﻮﺓ ﺍﻟﺮﺍﺑﻌﺔ ‪:‬‬ ‫ﺍﻟﻔﺠﻮﺓ ﺑﲔ ﺗﻘﺪﱘ ﺍﳋﺪﻣﺔ ﻭﺍﻻﺗﺼﺎﻻﺕ ﺍﳋﺎﺭﺟﻴﺔ ‪ :‬ﻫﻨﺎﻙ ﻗﺪ ﻳﻜﻮﻥ ﻋﺪﻡ ﺭﺿﺎ ﻋﻦ ﺍﳋﺪﻣﺔ ﺑﻔﻌـﻞ ﺍﻟﺘﻮﻗﻌـﺎﺕ‬ ‫ﺍﻟﻌﺎﻟﻴﺔ ﺍﻟﺰﺍﺋﺪﺓ ﺍﻟﻨﺎﲨﺔ ﻋﻦ ﺍﺗﺼﺎﻝ ﻣﻘﺪﻡ ﺍﳋﺪﻣﺔ ‪ ،‬ﺃﻭ ﻣﺎ ﻳﺮﺗﺒﻂ ﺑﻌﺪﻡ ﺭﺿﺎﺀ ﺍﻟﺰﺑﻮﻥ ﺍﻟﺬﻱ ﻗﺪ ﻳﻈﻬﺮ ﻋﻨﺪﻣﺎ ﻻ ﻳﻔﻲ ﺍﻟﺘﻘﺪﱘ‬ ‫ﺍﻟﻔﻌﻠﻲ ﻟﻠﺨﺪﻣﺔ ﺑﺎﻟﺘﻮﻗﻌﺎﺕ ﺍﳌﻄﺮﻭﺣﺔ ﰲ ﺍﺗﺼﺎﻻﺕ ﺍﻟﺸﺮﻛﺔ ‪.‬‬ ‫ﺍﻟﻔﺠﻮﺓ ﺍﳋﺎﻣﺴﺔ ‪:‬ﺍﻟﻔﺠﻮﺓ ﺑﲔ ﺍﳋﺪﻣﺔ ﺍﳌﺘﺼﻮﺭﺓ ﻭﺍﳋﺪﻣﺔ ﺍﳌﺘﻮﻗﻌﺔ ‪ :‬ﻭﻫﺬﻩ ﺍﻟﻔﺠﻮﺓ ﺗﻈﻬﺮ ﻛﻨﺘﻴﺠﺔ ﻟﻮﺍﺣﺪﺓ ﺃﻭ ﺃﻛﺜﺮ ﻣـﻦ‬ ‫ﺍﻟﻔﺠﻮﺍﺕ ﺍﻟﺴﺎﺑﻘﺔ ‪ .‬ﺇﻥ ﺍﻟﻄﺮﻳﻘﺔ ﺍﻟﱵ ﻓﻴﻬﺎ ﺍﻟﺰﺑﺎﺋﻦ ﻳﺘﺼﻮﺭﻭﻥ ﺗﻘﺪﱘ ﺍﳋﺪﻣﺔ ﺍﻟﻔﻌﻠﻲ ﻻ ﻳﺘﻼﺀﻡ ﻣﻊ ﺗﻮﻗﻌﺎ‪‬ﻢ ﺍﻷﻭﻟﻴﺔ ‪.‬‬ ‫ﺍﻟﺸﻜﻞ ﺭﻗﻢ )‪ :(4‬ﻓﺠﻮﺍﺕ ﺟﻮﺩﺓ ﺍﳋﺪﻣﺔ‬ ‫اﻻﺗﺼﺎﻻت اﻟﻤﺒﺎﺷﺮة‬ ‫اﻟﻔﺠﻮة )‪(5‬‬ ‫اﻟﺤﺎﺟﺎت اﻟﺸﺨﺼﻴﺔ‬ ‫اﻟﺨﺒﺮة اﻟﺴﺎﺑﻘﺔ‬ ‫اﻟﺨﺪﻣﺔ اﻟﻤﺘﻮﻗﻌﺔ‬ ‫اﻟﺨﺪﻣﺔ اﻟﻤﺘﺼﻮرة‬ ‫ﺍﻟﺰﺑﻮﻥ‬ ‫‪..........................................................................................................‬‬ ‫ﺗﻮﻗﻌﺎت ﺟﻮدة اﻟﺨﺪﻣﺔ اﻟﻔﺠﻮة )‪(4‬‬ ‫‪.....................‬‬ ‫ﺗﺼﻮرات اﻹدارة ﻋﻦ‬ ‫اﻟﺰﺑﻮن‬ ‫ﺗﻮﻗﻌﺎتاﻟﺨﺪﻣﺔ‬ ‫ﺗﻘﺪﻳﻢ‬ ‫اﻻﺗﺼﺎﻻت اﻟﺨﺎرﺟﻴﺔ‬ ‫ﺑﺎﻟﺰﺑﺎﺋﻦ‬ ‫اﻟﻔﺠﻮة )‪(3‬‬ ‫اﻟﻔﺠﻮة )‪(1‬‬ ‫‪١٠٨‬‬ ‫اﻟﻔﺠﻮة )‪(2‬‬ ‫‪Source: A Parasuraman et al. (1985): A conceptual Medel of Service Quality and its‬‬ ‫‪implications for Future Research, Journal of Marketing, Vol (49), Fall, pp41-50.‬‬ ‫ﺃﻥ ﻫﺬﺍ ﺍﻟﺘﻄﻮﺭ ﰲ ﳎﺎﻝ ﺟﻮﺩﺓ ﺍﳋﺪﻣﺔ ﺳﺎﻋﺪ ﻣﻘﺪﻣﻲ ﺍﳋﺪﻣﺎﺕ ﺯﻳﺎﺩﺓ ﻣﺴﺘﻮﻯ ﻛﻔﺎﺀﺓ ﺍﳋﺪﻣﺔ ﻭﲢﺴﲔ ﺟﻮﺩ‪‬ـﺎ‬ ‫ﺑﻌﺪ ﺇﻥ ﻛﺎﻥ ﻗﻄﺎﻉ ﺍﳋﺪﻣﺔ ﺑﻮﺻﻔﻪ ﺍﻟﻘﻄﺎﻉ ﺍﻟﺬﻱ ﻳﺴﺘﻌﻤﻞ ﺍﳋﺪﻣﺔ ﻛﻨﺸﺎﻁ ﻏﲑ ﻣﻠﻤﻮﺱ ﻭﺻﻌﺐ ﺍﻟﻘﻴﺎﺱ ﻳﺘﺴﻢ ﺑـﺎﻷﺩﺍﺀ‬ ‫ﺍﳌﻨﺨﻔﺾ ﻭﺗﺪﱐ ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﲢﺴﻴﻨﻪ ﻷﻥ ﻣﺎ ﻻ ﳝﻜﻦ ﺇﺩﺍﺭﺗﻪ ‪ ،‬ﻭﻣﻦ ﺍﻟﻮﺍﺿﺢ ﺍﻟﻴﻮﻡ ﺃﻥ ﺍﳋﺪﻣﺎﺕ ﻫﻲ ﺍﻟﱵ ﺗﺸﻬﺪ ﻋﻤﻠﻴـﺔ‬ ‫ﺍﻟﺘﻄﻮﻳﺮ ﺍﻟﻜﺒﲑﺓ ﻭﺇﻥ ﺟﻮﺩ‪‬ﺎ ‪ .‬ﻭﻟﻌﻞ ﻫﺬﻩ ﺍﳋﻄﻮﺓ ﺍﻟﻜﺒﲑﺓ ﰲ ﳎﺎﻝ ﺇﺩﺍﺭﺓ ﻭﲢﺴﲔ ﺟﻮﺩﺓ ﺍﳋﺪﻣﺔ ﻫﻲ ﺍﻷﺳـﺎﺱ ﺍﳉﻴـﺪ‬ ‫ﻭﺍﳌﻼﺋﻢ ﻣﻦ ﺃﺟﻞ ﺍﻟﺘﻄﻮﻳﺮ ﺍﻟﻼﺣﻖ ﻟﻠﺠﻮﺩﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﻟﱵ ﻫﻲ ﰲ ﺟﻮﻫﺮﻫﺎ ﻭﺃﺑﻌﺎﺩﻫﺎ ﺍﻷﺳﺎﺳﻴﺔ ﺧﺪﻣـﺔ ﺍﻹﻟﻜﺘﺮﻭﻧﻴـﺔ‬ ‫ﺭﻗﻤﻴﺔ ‪.‬‬ ‫‪ -٢‬ﺍﻹﻧﺘﺮﻧﺖ ﻭﺍﻟﺘﺤﻮﻝ ﺇﱃ ﻛﻞ ﺷﻲﺀ ﺇﻟﻜﺘﺮﻭﱐ ‪:‬‬ ‫ﺇﺫﺍ ﻛﺎﻥ ﻋﻘﺪ ﺍﻟﺴﺒﻌﻴﻨﺎﺕ ﻫﻮ ﻋﻘﺪ ﺍﻟﺘﺤﻮﻝ ﺇﱃ ﺍﻻﻗﺘﺼﺎﺩ ﺍﻟﻘﺎﺋﻢ ﻋﻠﻰ ﺍﳌﻌﺮﻓﺔ ﺍﻟﺬﻱ ﻳﺆﺭﺥ ﻟﻪ ﺑﺼﺪﻭﺭ ﺩﺭﺍﺳﺔ ﺇﻳﻜـﺎﺟﲑﻭ‬ ‫ﻧﻮﻧﺎﻛﺎ ‪ I. Nonaka‬ﺑﻌﻨﻮﺍﻥ " ﺍﻟﺸﺮﻛﺔ ﺍﳋﻼﻗﺔ ﻟﻠﻤﻌﺮﻓﺔ "ﺃﻭﺍﺧﺮ ‪1991‬ﻡ ‪ ،‬ﻛﻤﺎ ﺃﻥ ﻣﻨﺬ ﻣﻨﺘﺼﻒ ﺍﻟﺘﺴﻌﻴﻨﺎﺕ ﺑـﺪﺃ‬ ‫ﺍﺳﺘﺨﺪﺍﻡ ﺍﻹﻧﺘﺮﻧﺖ ﻷﻏﺮﺍﺽ ﲡﺎﺭﻳﺔ ﻭﺣﺼﻮﻝ ﺷﺮﻛﺔ ﺃﻣﺎﺯﻭﻥ ﻋﻠﻰ ﺑﺮﺍﺀﺓ ﺍﺧﺘﺮﺍﻉ ﻋﻠﻰ ﳕﻮﺫﺝ ﺃﻋﻤﺎﳍﺎ ﺍﳉﺪﻳـﺪ ﻋﻠـﻰ‬ ‫ﺍﻹﻧﺘﺮﻧﺖ ﻋﺎﻡ ‪" 1994‬ﺍﻟﺘﺴﻮﻕ ﺑﻨﻘﺮﺓ ﻭﺍﺣﺪﺓ ‪ One-Click Shopping‬ﻭﺑﻌﺪﻫﺎ ﺷﺮﻛﺔ ‪ Price line‬ﻋﻠﻰ‬ ‫ﻣﺰﺍﺩﺍ‪‬ﺎ ﺍﳌﻌﺎﻛﺴﺔ ‪.‬‬ ‫‪١٠٩‬‬ ‫ﻭﻣﻨﺬ ﻣﻨﺘﺼﻒ ﺍﻟﺘﺴﻌﻴﻨﺎﺕ ﻓﺈﻥ ﺍﻹﻧﺘﺮﻧﺖ ﺃﺻﺒﺢ ﻫﻮ ﻗﻨﺎﺓ ﺍﻷﻋﻤﺎﻝ ﺍﻷﺳﺮﻉ ﰲ ﺍﻟﻨﻤﻮ ﻭﺍﻟﺘﻄﻮﺭ ﻭﺍﺟﺘﺬﺍﺏ ﺍﻻﺳـﺘﺜﻤﺎﺭﺍﺕ‬ ‫ﻭﲢﻘﻴﻖ ﺍﻟﻌﻮﺍﺋﺪ ﻭﺍﻟﻘﻴﻤﺔ ﺍﻟﺴﻮﻗﻴﺔ ﺍﻷﻋﻠﻰ ﻟﻠﺸﺮﻛﺎﺕ ‪ ،‬ﻛﻤﺎ ﺃﻥ ﳒﻮﻡ ﺍﻟﻌﺼﺮ ﺍﻟﺮﻗﻤﻲ ﻣﺜﻞ ﻣﺎﻳﻜﺮﻭﺳـﻮﻓﺖ ﻭ ﺍﻟﻴـﺎﻫﻮ ﻭ‬ ‫ﺟﻮﺟﻞ ﻭ ﺃﻣﺰﻭﻥ ﻭﻏﲑﻫﺎ ﺗﻌﺘﱪ ﻣﻦ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻷﻛﺜﺮ ﻛﻔﺎﺀﺓ ﻭﻗﺪﺭﺓ ﰲ ﲢﻘﻴﻖ ﻟﻨﺘﺎﺋﺞ ﺍﻷﻋﻤﺎﻝ ‪ ،‬ﻭﻣﻊ ﻫﺬﺍ ﺍﻟﺘﻄﻮﺭ ﳓـﻦ‬ ‫ﻧﺸﻬﺪ ﺍﻻﻧﺘﻘﺎﻝ ﻣﻦ ﺭﺃﺱ ﺍﳌﺎﻝ ﺍﳌﺎﺩﻱ ﺇﱃ ﺭﺃﺱ ﺍﳌﺎﻝ ﺍﳌﻌﻠﻮﻣﺎﰐ ﻭﺍﳌﻌﺮﰲ‪ :‬ﻓﺎﳌﻌﻠﻮﻣﺎﺕ ﻫﻲ ﺍﻟﻘﻮﺓ ﺍﳉﺪﻳﺪﺓ ﻭﺍﳌﻌﺮﻓـﺔ ﻫـﻲ‬ ‫ﺍﻟﻘﻄﺎﻉ ﺍﻻﻗﺘﺼﺎﺩﻱ ﺍﻟﺮﺍﺑﻊ ﺍﳉﺪﻳﺪ ﻭﺍﳌﻮﺭﺩ ﺍﻷﻛﺜﺮ ﺃﳘﻴﺔ ﻭﻛﻔﺎﺀﺓ ﰲ ﺇﻧﺸﺎﺀ ﺍﻟﺜﺮﻭﺓ ‪ ،‬ﻭﻣﻊ ﻗﻮﺓ ﺗـﺄﺛﲑ ﺍﻹﻧﺘﺮﻧـﺖ ﳚـﺮﻱ‬ ‫ﺍﳊﺪﻳﺚ ﻋﻦ ﺍﻧﺘﻘﺎﻝ ﻣﻦ ﻋﺼﺮ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺣﻴﺚ ﻗﺎﻋﺪﺓ ﺍﻟﺜﺮﻭﺓ ﻫﻲ ﺍﳌﻌﺮﻓﺔ ﻭﻋﺎﻣﻞ ﺍﳌﻌﺮﻓﺔ ﻫﻮ ﻣﻨﺸﺊ ﺍﻟﺜـﺮﻭﺓ ﺇﱃ ﻋـﺼﺮ‬ ‫ﺍﻟﺘﺸﺒﻴﻚ ﺣﻴﺚ ﺍﳉﻴﻞ ﺍﻟﺜﺎﻟﺚ ﻣﻦ ﺍﻟﻮﻳﺐ ‪ Web 3G.‬ﺍﻟﻘﺎﺋﻢ ﻋﻠﻰ ﺍﳋﻠﻮﻳﺎﺕ ﻭﺍﳋﺪﻣﺎﺕ ﺍﳌﻌﺮﻓﻴﺔ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳉﺪﻳﺪﺓ‬ ‫ﻛﺎﺳﺘﺨﻼﺹ ﺍﻟﻨﺘﺎﺋﺞ ﻣﻦ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﳌﻌﺮﻭﺿﺔ( ﻫﻮ ﻗﺎﻋﺪﺓ ﺍﻟﺜﺮﻭﺓ ﻭﻋﺎﻣﻞ ﺍﻟﻮﻳﺐ ‪ Web Worker‬ﻫﻮ ﻣﻨﺸﺊ ﺍﻟﺜﺮﻭﺓ ‪،‬‬ ‫ﺇﻥ ﺍﻟﺘﻄﻮﺭ ﰲ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻹﻧﺘﺮﻧﺖ ﻳﺒﺪﻭ ﰲ ﺣﺎﻻﺕ ﻛﺜﲑ ﻏﲑ ﻣﺴﺒﻮﻕ ﻭﻫﺬﺍ ﻣﺎ ﳝﻜﻦ ﻣﻼﺣﻈﺘﻪ ﻣﻦ ﺧﻼﻝ ﻣﺎ ﻳﺄﰐ‪:‬‬ ‫ﺃﻭﻻ ‪ :‬ﺗﺪﺍﻓﻊ ﺍﳌﺴﺘﺜﻤﺮﻳﻦ ﳓﻮ ﺍﻹﻧﺘﺮﻧﺖ ﰲ ﺍﻟﻨﺼﻒ ﺍﻟﺜﺎﱐ ﻣﻦ ﻋﻘﺪ ﺍﻟﺘﺴﻌﻴﻨﺎﺕ ﺍﳌﺎﺿﻲ ‪ ،‬ﻓﺈﺫﺍ ﺳـﺄﻟﺖ ﺃﻱ ﻣـﺴﺘﺜﻤﺮ ﰲ‬ ‫ﺍﻟﺪﻭﻝ ﺍﳌﺘﻘﺪﻣﺔ ﻭﻛﺬﻟﻚ ﰲ ﺍﻟﻜﺜﲑ ﻣﻦ ﺍﻟﺪﻭﻝ ﺍﻟﻨﺎﻣﻴﺔ ﻭﻣﻨﻬﺎ ﺑﻌﺾ ﺩﻭﻟﻨﺎ ﺍﻟﻌﺮﺑﻴﺔ ﰲ ﺍﻟﻮﻗﺖ ﺍﳊﺎﺿﺮ ‪ ،‬ﻣﺎ ﻫﻲ ﺍﻟﻘﻀﻴﺔ ﺍﻟﱵ‬ ‫ﺗﺸﻐﻠﻪ ﻓﺈﻧﻪ ﺳﻴﺠﻴﺐ ﺑﻼ ﺗﺮﺩﺩ ‪ :‬ﺍﻹﻧﺘﺮﻧﺖ ‪ ،‬ﻭﻟﻘﺪ ﺃﺷﺎﺭ ﺭﻭﺑﺮﺕ ﺑﻼﻧﺖ ‪ R.T. Plant‬ﺇﱃ ﺃﻥ ﺍﳉﻤﻴﻊ ﰲ ﺍﻟﺸﺮﻛﺎﺕ‬ ‫ﻳﻄﺎﻟﺒﻮﻥ ﺑﻮﺿﻊ ﺩﻭﺕ ﻛﻮﻡ )‪ (.com‬ﻭﺭﺍﺀ ﺍﲰﻬﺎ ‪ ،‬ﻷﻥ ﺍﳉﻤﻴﻊ ﻳﻌﺘﻘﺪ ﺑﺄﻥ ﻫﺬﺍ ﻛﻔﻴﻞ ﺑﺮﻓﻊ ﻗﻴﻤﺔ ﺃﲰﻬﻤﺎ ﺑﻨﺴﺒﺔ ‪(%20‬‬ ‫)‪ – 10‬ﺃﻭ ﺃﻛﺜﺮ ‪ ،‬ﻓﻤﻨﺬ ﻣﻨﺘﺼﻒ ﺍﻟﺘﺴﻌﻴﻨﺎﺕ ﺟﺎﺀﺕ ﺗﻐﲑﺍﺕ ﺍﻹﻧﺘﺮﻧﺖ ﻭﺗﻐﲑﺕ ﻣﻌﻪ ﻗﻮﺍﻋﺪ ﺍﻷﻋﻤﺎﻝ ‪ ،‬ﳍﺬﺍ ﻳﺒﺪﻭ ﺟﻠﻴﺎ‬ ‫ﺃﻥ ﺍﻷﻋﻤﺎﻝ ﲢﻮﻟﺖ ﺑﺸﻜﻞ ﺗﻮﺍﺻﻞ ﻷﻥ ﺗﻜﻮﻥ ﲟﺜﺎﺑﺔ ﺃﻋﻤﺎﻝ ﺇﻟﻜﺘﺮﻭﻧﻴﺔ ‪ ،‬ﺃﻥ ﳎﻠﺔ ﻓﻮﺗﺸﻦ ‪ Fortune‬ﻭﺿﻌﺖ ﺷـﻌﺎﺭﺍ‬ ‫ﻳﻘﻮﻝ )ﻛﻦ ﺇﻟﻜﺘﺮﻭﻧﻴﺎ ﺃﻭ ﺗﺆﻛﻞ ‪ ، (Be E Or Be Eaten‬ﻓﺈﻣﺎ ﺃﻥ ﺗﻮﺻﻞ ﺃﻋﻤﺎﻟﻚ ﺇﱃ ﺍﻟﻮﻳﺐ ﺃﻭ ﻗﻞ ﻷﻋﻤﺎﻟـﻚ‬ ‫‪١١٠‬‬ ‫ﻣﻊ ﺍﻟﺴﻼﻣﺔ ‪ ،‬ﻛﻤﺎ ﺃﻥ ﺍﻟﺒﻌﺾ ﻭﰲ ﻏﻤﺮﺓ ﺍﻹﻋﺠﺎﺏ ﺑﺎﻟﻌﺼﺮ ﺍﻟﺮﻗﻤﻲ ﺍﻹﻟﻜﺘﺮﻭﱐ ﲢﺪﺙ ﻋﻦ ﺭﻗﻤﻨﺔ ﻛﻞ ﺷـﻲﺀ ﻟﻴﻘـﻮﻝ‬ ‫ﺑﺘﻔﺎﺅﻝ‪ :‬ﻣﺮﺣﺒﺎ ﻋﺼﺮ ﻛﻞ ﺷﻲﺀ ﺇﻟﻜﺘﺮﻭﱐ ‪ ، E-Everything‬ﻭﻫﺬﺍ ﳝﻜﻦ ﺃﻥ ﻳﻠﺨﺺ ﲝﻖ ﻣﻮﺟﺔ ﺍﻟـﺬﺭﻭﺓ ﳓـﻮ‬ ‫ﺍﻹﻧﺘﺮﻧﺖ ﻭﻣﺎ ﻳﺮﺗﺒﻂ ﺑﺬﻟﻚ ﻣﻦ ﺗﻐﻴﲑﺍﺕ ﺟﺬﺭﻳﺔ ﻭﻋﻤﻴﻘﺔ ﰲ ﻛﻞ ﺍ‪‬ﺎﻻﺕ ‪.‬‬ ‫ﺛﺎﻧﻴﺎ ‪ :‬ﺍﻟﻜﻔﺎﺀﺓ ‪ :‬ﺇﻥ ﺍﳊﺎﺳﻮﺏ ﺍﻟﺮﺋﻴﺴﻲ ‪ Mainframe‬ﰲ ﺑﺪﺍﻳﺔ ﺍﻟﺴﺘﻴﻨﺎﺕ ﻛﺎﻥ ﻓﻌﺎﻻ ﻣﻘﺎﺭﻧﺔ ﺑﺎﻟﻌﻤﻞ ﺍﻟﺒـﺸﺮﻱ ﰲ‬ ‫ﻣﻌﺎﳉﺔ ﺍﻟﻜﻢ ﺍﻟﻜﺒﲑ ﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺃﻭ ﺳﺮﻋﺔ ﺇﳒﺎﺯ ﺍﻟﻌﻤﻠﻴﺎﺕ ‪ ،‬ﺇﻻ ﺃﻧﻪ ﻛﺎﻥ ﳏﺪﻭﺩ ﺍﻻﺳﺘﺨﺪﺍﻡ ﻷﻧﻪ ﻛﺎﻥ ﲝﺠﻢ ﻋﻤﻼﻕ‬ ‫ﻭﻳﺘﻄﻠﺐ ﺍﺳﺘﺜﻤﺎﺭﺍﺕ ﻛﺒﲑﺓ ﰲ ﺍﻷﺟﻬﺰﺓ ﻭﺍﻷﺑﻨﻴﺔ ‪ ،‬ﻓﺎﳊﺎﺳﻮﺏ ‪ ENIAC‬ﺍﻟﺬﻱ ﺻﻨﻊ ﰲ ﺃﻭﺍﺧﺮ ﺍﻷﺭﺑﻌﻴﻨـﺎﺕ ﻛـﺎﻥ‬ ‫ﻣﺰﻭﺩﺍ ﲝﻮﺍﱄ )‪ (18‬ﺃﻟﻒ ﻣﻦ ﺍﻷﻧﺎﺑﻴﺐ ﺍﳌﻔﺮﻏﺔ ‪ Vaccum Tubes‬ﻭﻳﺰﻥ )‪ (30‬ﻃﻦ ‪.‬‬ ‫ﻭﻣﻦ ﺍﻟﻄﺮﻳﻒ ﺃﻥ ﺃﺣﺪﻯ ﺍﻟﺪﺭﺍﺳﺎﺕ ﺍﻟﱵ ﻛﺘﺒﺖ ﻋﺎﻡ )‪ (1949‬ﺗﻮﻗﻌﺖ ﺃﻥ ﻳﺸﺘﻤﻞ ﺣﺎﺳﻮﺏ ﺍﳌﺴﺘﻘﺒﻞ ﻋﻠﻰ ﺃﻟﻒ ﺃﻧﺒﻮﺑﺔ‬ ‫ﻣﻔﺮﻏﺔ ﻳﺰﻥ )‪ (1.5‬ﻃﻦ ‪ .http://innvationzen.com‬ﻭﺑﺪﻻ ﻣﻦ ﺫﻟﻚ ﺣﻞ ﳏﻠﻪ ﺍﳊﺎﺳﻮﺏ ﺍﻟﺸﺨﺼﻲ ‪PC‬‬ ‫ﰲ ﺍﻟﺴﺒﻌﻴﻨﺎﺕ ‪ ،‬ﻭﺍﳊﺎﺳﻮﺏ ﺍﻟﺸﺨﺼﻲ ﻛﺎﻥ ﺃﻛﺜﺮ ﻛﻔﺎﺀﺓ ﰲ ﺳﺮﻋﺔ ﺍﳌﻌﺎﳉﺔ ‪ ،‬ﻭﺳﻌﺔ ﺍﻟﺬﺍﻛﺮﺓ ‪،‬ﻭﺍﻟﺘﻜﻠﻔـﺔ ‪ ،‬ﻭﺍﳊﺠـﻢ‬ ‫)‪ ١٠٠/١‬ﺃﻭ ‪ (١٠٠٠‬ﻣﻦ ﺍﳊﺎﺳﻮﺏ ﺍﻟﺮﺋﻴﺴﻲ )ﺃﻧﻈﺮ ﺍﻟﺸﻜﻞ ﺭﻗﻢ ‪.(5‬‬ ‫ﺍﻟﺸﻜﻞ ﺭﻗﻢ )‪ : (5‬ﺍﻟﺘﻄﻮﺭ ﳓﻮ ﺍﻹﻧﺘﺮﻧﺖ‬ ‫ﺗﻜﻨﻮﻟﻮﺟﻴﺎ‬ ‫اﻟﻨﺎﻧﻮ‬ ‫‪Nanotec.‬‬ ‫‪.‬‬ ‫اﻟﻤﻮﺟﺔ‬ ‫اﻟﺨﻠﻮﻳﺔ‬ ‫‪Cellular‬‬ ‫‪Wave‬‬ ‫اﻹﻧﺘﺮﻧﺖ‬ ‫‪Internet‬‬ ‫اﻟﺤﻮﺳﺒﺔ‬ ‫اﻟﻤﻌﺎآﺴﺔ‬ ‫واﻟﻴﺪوﻳﺔ‬ ‫اﻟﺠﻴﻞ‬ ‫اﻟﺜﺎﻧﻲ‬ ‫ﻟﻠﻮب‬ ‫اﻟﺤﺎﺳﻮب‬ ‫اﻟﺸﺨﺼﻲ‬ ‫‪Web‬‬ ‫‪2.0‬‬ ‫)‪(PC‬‬ ‫اﻟﺤﺎﺳﻮب‬ ‫اﻟﺮﺋﻴﺴﻲ‬ ‫‪Mainfra‬‬ ‫‪١١١‬‬ ‫اﻟﻜﻔﺎءة‬ ‫؟‬ ‫‪2004‬‬ ‫‪2000‬‬ ‫‪1995‬‬ ‫‪1960 1975‬‬ ‫ﺍﻟﺸﻜﻞ ﻣﻦ ﺇﻋﺪﺍﺩ ﺍﻟﺒﺎﺣﺚ‬ ‫ﻟﻴﺄﰐ ﺍﻹﻧﺘﺮﻧﺖ ﻟﻴﺸﻜﻞ ﳕﻮﺍ ﺃﺳﻴﺎ ﺟﺪﻳﺪﺍ ﰲ ﺍﻟﻜﻔﺎﺀﺓ )ﻭﻓﻖ ﻗﺎﻧﻮﻥ ﻣﺘﻜﺎﻟﻒ ‪ (Metcalf's Law‬ﺍﻟﺬﻱ ﻳﻘﻮﻡ ﻋﻠـﻰ ﺃﻥ‬ ‫ﺍﻟﻘﻴﻤﺔ ﺍﳊﻘﻴﻘﻴﺔ ﻟﻜﻞ ﺷﺒﻜﺔ ﺫﺍﺕ ﺍﺗﺼﺎﻝ ﺫﻱ ﺍﲡﺎﻫﲔ ﺗﻌﺎﺩﻝ ﻣﺮﺑﻊ ﺇﻣﻜﺎﻧﺎﺕ ﻋﺪﺩ ﺍﳌﺸﺎﺭﻛﲔ ﻓﻴﻬﺎ( ‪ ،‬ﺍﳌﺮﻭﻧﺔ ‪ ،‬ﺍﻟـﺴﺮﻋﺔ‬ ‫)ﺳﺮﻋﺔ ﺍﻟﺼﺎﺭﻭﺥ ﺃﻭ ﺳﺮﻋﺔ ﺍﻟﻀﻮﺀ(‪ ،‬ﻭﺍﻟﺘﺸﺒﻴﻚ ﺍﻟﻔﺎﺋﻖ ﻭﺍﳌﺘﻌﺪﺩ ‪ ،‬ﻭﻛﺬﻟﻚ ﰲ ﺗﻜﻠﻔﺔ ﺇﳒﺎﺯ ﺍﻟﺼﻔﻘﺔ ﺣﻴﺚ ﺍﻟـﺼﻔﻘﺎﺕ‬ ‫ﻧﻘﺮﺍﺕ ﻭﺑﺘﻜﻠﻔﺔ ﺗﻘﺮﺏ ﺇﱃ ﺍﻟﺼﻔﺮ ‪ ،‬ﰒ ﺍﻟﺘﻄﻮﺭﺍﺕ ﺍﳉﺪﻳﺪﺓ ﻣﺜﻞ ﺍﳌﻮﺟﺔ ﺍﳋﻠﻮﻳﺔ ﻭﺃﻧﻮﺍﻉ ﺍﳊﻮﺳﺒﺔ ﺍﳉﺪﻳـﺪﺓ ﻛﺎﳊﻮﺳـﺒﺔ‬ ‫ﺍﳌﻌﺎﻛﺴﺔ ‪ Reversible Computing‬ﺍﻟﱵ ﺗﺴﺘﺨﺪﻡ ﺍﳊﻮﺳﺒﺔ ﺍﳊﻜﻮﻣﻴﺔ ‪ Quantum‬ﻭﲡﻌﻞ ﻛـﻞ ﺣﺎﻟـﺔ‬ ‫ﺳﺎﺑﻘﺔ ﻟﻠﺤﺎﺳﻮﺏ ﻗﺎﺑﻠﺔ ﻹﻋﺎﺩﺓ ﺍﻟﺒﻨﺎﺀ ﻣﻦ ﺃﺟﻞ ﺍﻻﻗﺘﺼﺎﺩ ﺑﺎﻟﻄﺎﻗﺔ ‪ ،‬ﻭﺍﳊﻮﺳﺒﺔ ﺍﻟﻴﺪﻭﻳﺔ )ﺗﻮﻟﻴﺪ ﺍﻟﻄﺎﻗﺔ ﺍﻟﻜﻬﺮﺑﺎﺋﻴﺔ ﺍﻟﺬﺍﺗﻴـﺔ‬ ‫ﻟﻠﺤﺎﺳﻮﺏ ﺑﺬﺭﺍﻉ ﺍﻟﺘﺪﻭﻳﺮ ﺃﻭ ﺃﻳﺔ ﻣﺼﺎﺩﺭ ﻣﺘﺠﺪﺩﺓ ﲟﺎ ﰲ ﺫﻟﻚ ﺣﺮﺍﺭﺓ ﺟﺴﻢ ﺍﻹﻧﺴﺎﻥ( ﻭﺃﺧﲑﺍ ﺍﻟﺘﻄﻮﺭﺍﺕ ﺍﻟﻘﺎﺩﻣﺔ ﺍﳌﺘﻮﻗﻌﺔ‬ ‫ﺑﺎﺳﺘﺨﺪﺍﻡ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﻟﻨﺎﻧﻮ ‪ Nanotechnology‬ﰲ ﳎﺎﻝ ﺍﳊﻮﺳﺒﺔ ‪.‬‬ ‫‪١١٢‬‬ ‫ﺛﺎﻟﺜﺎ ‪ :‬ﺳﺮﻋﺔ ﺍﻻﻧﺘﺸﺎﺭ ‪ :‬ﺃﻥ ﺍﻹﻧﺘﺮﻧﺖ ﻳﺘﻤﻴﺰ ﻋﻦ ﺍﻻﺑﺘﻜﺎﺭﺍﺕ ﺍﻷﺧﺮﻯ ﺑﺴﺮﻋﺔ ﺍﻻﻧﺘﺸﺎﺭ ‪ ،‬ﻓﻠﻘﺪ ﺑﻠﻎ ﻋﺪﺩ ﺍﳌـﺴﺘﺨﺪﻣﲔ‬ ‫ﻟﻺﻧﺘﺮﻧﺖ ‪ 50‬ﻣﻠﻴﻮﻥ ﻣﺴﺘﺨﺪﻡ ﺧﻼﻝ )‪ (4‬ﺳﻨﻮﺍﺕ ﻣﻦ ﺍﺳﺘﺨﺪﺍﻣﻪ ﰲ ﻣﻘﺎﺑﻞ ﺃﻥ ﺍﳌﺬﻳﺎﻉ ‪ (Radio‬ﺃﺣﺘﺎﺝ )‪ (38‬ﺳﻨﺔ‬ ‫ﻭﺍﻟﺘﻠﻔﺎﺯ )‪ (13‬ﺳﻨﺔ ﻟﻴﺤﻘﻘﺎ ﻫﺬﺍ ﺍﻻﻧﺘﺸﺎﺭ ‪ ،‬ﻭﺣﺴﺐ ﺇﺣﺼﺎﺀﺍﺕ ﻏﺮﻓﺔ ﺍﻟﺘﺠﺎﺭﺓ ﺍﻷﻣﺮﻳﻜﻴﺔ ﻓﺈﻥ ﺍﻟﻌﺪﺩ ﺍﳌﺘﻮﻗـﻊ ﳌﻘـﺪﻣﻲ‬ ‫ﻣﻮﺍﻗﻊ ﺍﻟﻮﻳﺐ ﻗﺪ ﺗﻄﻮﺭ ﺑﺴﺮﻋﺔ ﻛﺒﲑﺓ ‪ ،‬ﺣﻴﺚ ﺑﻠﻎ ﻫﺬﺍ ﺍﻟﻌﺪﺩ ﻋﺎﻡ )‪ (4) (1970‬ﻣﻮﺍﻗﻊ ‪ ،‬ﻟﲑﺗﻔﻊ ﺍﻟﻌﺪﺩ ﻋﺎﻡ )‪(1980‬‬ ‫ﺇﱃ )‪ (200‬ﻣﻮﻗﻌﺎ ﻭﺇﱃ )‪ (300‬ﺃﻟﻒ ﻣﻮﻗﻊ ﻋﺎﻡ )‪ (1990‬ﻭﺇﱃ )‪ (10‬ﻣﻼﻳﲔ ﻣﻮﻗﻊ ﰲ ﻋﺎﻡ )‪ ، (2000‬ﻭﻷﻥ ﻣﻮﺍﻗﻊ‬ ‫ﺍﻟﻮﻳﺐ ﻻ ﳝﻜﻦ ﻣﻌﺮﻓﺔ ﻋﺪﺩﻫﺎ ﺑﺪﻗﺔ ﻟﻌﺪﻡ ﻭﺟﻮﺩ ﻣﻘﺪﻡ ﺧﺪﻣﺔ ﻣﺮﻛﺰﻱ ﻭﺍﺣﺪ ﰲ ﺍﻟﻌﺎﱂ ‪ ،‬ﻭﻣﻦ ﺃﺟﻞ ﺗﻘـﺪﱘ ﺗﻘـﺪﻳﺮﺍﺕ‬ ‫ﺃﻓﻀﻞ ﻟﻌﺪﺩ ﻣﻮﺍﻗﻊ ﺍﻟﻮﻳﺐ ﻓﻘﺪ ﺃﺟﺮﻱ ﰲ ﺷﺒﺎﻁ )‪ (2007‬ﻣﺴﺢ ﻟﻠﻤﻮﺍﻗﻊ ﻗﺎﻡ ﻋﻠﻰ ﺍﺣﺘﺴﺎﺏ ﻣﻮﺍﻗﻊ ﺍﻟﻮﻳﺐ ﺍﻟﱵ ﲤـﺖ‬ ‫ﺯﻳﺎﺭ‪‬ﺎ ﺑﺎﺳﺘﺨﺪﺍﻡ ﺑﺮﳎﻴﺔ ﺳﺒﺎﻳﺪﺭ ﻛﺎﻟﻴﻪ ﻻﺳﺘﻄﻼﻉ ﺍﻟﻮﻳﺐ ‪ ،‬ﻭﻗﺪ ﺃﻇﻬﺮ ﺍﳌﺴﺢ ﺃﻥ ﻫﻨﺎﻙ )‪ (108,810,358‬ﻣﻮﻗﻌـﺎ‬ ‫ﻟﻠﻮﻳﺐ ‪ ،‬ﻛﻤﺎ ﻗﺪﻣﺖ ﺗﻘﺪﻳﺮﺍﺕ ﻟﻌﺪﺩ ﺻﻔﺤﺎﺕ ﺍﻟﻮﻳﺐ )‪ (Web Pages‬ﺍﺳﺘﻨﺎﺩ ﻋﻠﻰ ﺑﻴﺎﻧـﺎﺕ ﺍﳌـﺴﺢ ﰲ ﺷـﺒﺎﻁ‬ ‫)‪ (2007‬ﻓﻈﻬﺮ ﺃﻥ ﻫﻨﺎﻙ )‪ (29.7‬ﺑﻠﻴﻮﻥ ﺻﻔﺤﺔ ﻋﻠﻰ ﺍﻟﻮﻳﺐ ‪ ، www.boutell.com‬ﻭﺍﻟﻮﺍﻗﻊ ﺃﻥ ﻫﺬﺍ ﺍﻟﻌﺪﺩ‬ ‫ﺍﻟﻀﺨﻢ ﳝﺜﻞ ﻓﺮﺹ ﻻﺳﺘﻘﻄﺎﺏ ﺍﻟﺰﺍﺋﺮﻳﻦ ﻭﺇﻏﺮﺍﻗﻬﻢ ﺑﻌﺪﺩ ﻻ ﳛﺼﻰ ﻣﻦ ﺍﳌﻮﺍﻗﻊ ﻭﺍﳌﻐﺮﻳﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ ﺗﻘﺪﻡ ﺑﺸﻜﻞ‬ ‫ﻣﺮﺑﻚ ﻭﺇﺣﺴﺎﺱ ﻋﺎﱄ ﺑﻌﺪﻡ ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺍ‪‬ﺎﺭﺍﺓ ‪.‬‬ ‫ﺭﺍﺑﻌﹰﺎ ‪ :‬ﺍﻟﺘﺸﺒﻴﻚ ﺍﻟﻔﺎﺋﻖ ‪ :Hyper connection‬ﻫﺬﺍ ﺍﻟﺘﺸﺒﻴﻚ ﻳﺴﲑ ﺇﱃ ﺃﻥ ﺍﻹﻧﺘﺮﻧﺖ ﻳﻌﻤﻞ ﺑﻘﻮﺓ ﻛﻞ ﺍﳊﻮﺍﺳﻴﺐ‬ ‫ﺍﻟﱵ ﺗﺸﺒﻚ ﻭﺗﻌﻤﻞ ﻋﻠﻴﻬﺎ ‪ ،‬ﻭﺃﻧﻪ ﻳﻌﻤﻞ ﻋﻠﻰ ﺗﻌﻈﻴﻢ ﺇﻣﻜﺎﻧﺎﺕ ﺍﻟﺸﺒﻜﺔ ﻭﻓﻖ ﻗﺎﻧﻮﻥ ﻣﺘﻜﺎﻟﻒ ‪ Metcalf's Law‬ﺍﻟﺬﻱ‬ ‫ﻳﻘﻮﻡ ﻋﻠﻰ ﺃﻥ ﺍﻟﻘﻴﻤﺔ ﺍﳊﻘﻴﻘﻴﺔ ﻟﻜﻞ ﺷﺒﻜﺔ ﺫﺍﺕ ﺍﺗﺼﺎﻝ ﺫﻱ ﺍﲡﺎﻫﲔ ﺗﻌﺎﺩﻝ ﻣﺮﺑﻊ ﺇﻣﻜﺎﻧﺎﺕ ﻋﺪﺩ ﺍﳌﺸﺎﺭﻛﲔ ﻓﻴﻬﺎ ‪.‬‬ ‫ﺧﺎﻣﺴﹰﺎ ‪ :‬ﺿﺨﺎﻣﺔ ﺍﳋﺪﻣﺔ ﻭﺗﻨﻮﻋﻬﺎ ﻋﻠﻰ ﺍﻹﻧﺘﺮﻧﺖ ‪ :‬ﺃﻥ ﺍﻹﻧﺘﺮﻧﺖ ﺗﺘﻤﻴﺰ ﺑﻘﺪﺭ ﻋﺎﱄ ﻣﻦ ﺍﳋﺪﻣﺎﺕ ﺍ‪‬ﺎﻧﻴﺔ ﻭﺍﳌـﺸﺎﺭﻛﺎﺕ‬ ‫ﺍﳊﺮﺓ ﻣﻦ ﳏﺮﺭﻱ ﺍﳌﺪﻭﻧﺎﺕ ‪ ،‬ﺇﺿﺎﻓﺔ ﺇﱃ ﺇﺛﺮﺍﺀ ﺍﳌﻮﺍﻗﻊ ﺑﺎﳋﺪﻣﺎﺕ ﺍﻟﻜﺜﲑﺓ ﰲ ﳎﺎﻝ ﺍﻟﺒﺤﺚ ﻋﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺃﻭ ﺍﻹﺣﺎﻟﺔ ﺇﱃ‬ ‫ﻣﻮﺍﻗﻊ ﺃﺧﺮﻯ ﺃﻭ ﺍﻟﺘﺴﻮﻕ ﻭﺍﻹﻋﻼﻥ ﻭﺃﺷﻜﺎﻝ ﺍﳋﺪﻣﺎﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﻟﱵ ﻣﻦ ﺍﻟﺼﻌﺐ ﺍﻟﻴﻮﻡ ﺣﺼﺮﻫﺎ ﻭﺍﻹﺣﺎﻃﺔ ﺑﺘﻨﻮﻋﻬﺎ ‪،‬‬ ‫ﻭﳝﻜﻦ ﺗﻮﺿﻴﺢ ﺃﺑﻌﺎﺩ ﻫﺬﻩ ﺍﳌﻴﺰﺓ ﻭﺍﻟﺒﻌﺾ ﳝﻜﻦ ﺃﻥ ﻳﻌﺘﱪﻫﺎ ﺃﺣﺪﻯ ﺳﻠﺒﻴﺎﺗﻪ ﰲ ﺿﺨﺎﻣﺔ ﻣﺎ ﻳﻘﺪﻣﻪ ﺍﻹﻧﺘﺮﻧـﺖ ﻧـﺸﲑ ﺇﱃ‬ ‫‪١١٣‬‬ ‫ﺧﺪﻣﺎﺕ ﳏﺮﻙ ﺍﻟﺒﺤﺚ ‪ Search Engine‬ﳉﻮﺟﻞ ﺍﻹﻧﺘﺮﻧـﺖ ﻣـﻦ ﺃﺟـﻞ ﺍﻟﺒﺤـﺚ ﻋـﻦ ﻣﻔﻬـﻮﻡ ﺍﻟﺰﺑـﻮﻥ‬ ‫ﺍﻷﺧﻀﺮ‪ Green Customer‬ﻓﻘﺪ ﺃﻇﻬﺮ ﺍﻟﻨﺘﺎﺋﺞ ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬ ‫ ﺃﻥ ﺍﻟﻌﺪﺩ ﺍﻟﻜﻠﻲ ﻟﻠﻤﻮﺍﺩ ﺍﻟﱵ ﺗﻐﻄﻲ ﺍﳌﻮﺿﻮﻉ ﻫﻮ )‪ (131‬ﻣﻠﻴﻮﻥ ﻓﻘﺮﺓ ﺑﲔ ﺻﻔﺤﺔ ﺃﻭ ﺩﺭﺍﺳﺔ ﺃﻭ ﺷﺮﺍﺋﺢ ﻋـﺮﺽ‬‫ﲟﺎ ﳝﻠﻲ )‪ (13‬ﻣﻠﻴﻮﻥ ﺻﻔﺤﺔ ﻣﻦ ﺻﻔﺤﺎﺕ ‪ Google‬ﺍﻟﱵ ﺗﻀﻢ ﻛﻞ ﻭﺍﺣﺪﺓ ﻋﺸﺮ ﻓﻘﺮﺍﺕ ‪.‬‬ ‫ ﻋﻨﺪ ﻃﻠﺐ ﺍﳌﻮﺿﻮﻉ ﻣﻘﺮﻭﻧﺎ ﺑﺮﻣﺰ ‪ PDF‬ﻛﺎﻥ ﻋﺪﺩ ﺍﳌﻮﺍﺩ ﻫﻮ )‪ (2.15‬ﻣﻠﻴﻮﻥ ﻣﺎﺩﺓ ﻣﻜﻮﻧﺔ ﻣـﻦ ﺗﻘﺮﻳـﺮ ﺃﻭ‬‫ﺩﺭﺍﺳﺔ ﻭﻣﻌﻠﻮﻣﺎﺕ ﺗﻮﺛﻴﻘﻴﺔ ‪ ...‬ﺇﱁ ‪ ،‬ﻭﻣﻊ ﺫﻟﻚ ﻓﻘﺪ ﺃﻛﺪﺕ ﺩﺭﺍﺳﺔ ﻣﺴﺤﻴﺔ ﻗﺎﻣﺖ ‪‬ﺎ ﺟﺎﻣﻌـﺔ ﺑﻨﻠـﺴﻔﺎﻧﻴﺎ‬ ‫ﻧﺸﺮﺕ ﻋﺎﻡ )‪ (2003‬ﻋﻠﻰ ﺃﻥ ‪ %54‬ﻣﻦ ﻣﺴﺘﺨﺪﻣﻲ ﺍﻹﻧﺘﺮﻧﺖ ﻳﺮﺍﺟﻌﻮﻥ ﺍﻟﺼﻔﺤﺔ ﺍﻷﻭﱃ ﻓﻘﻂ ﻣﻦ ﻧﺘـﺎﺋﺞ‬ ‫ﺍﻟﺒﺤﺚ ‪ ،‬ﻭ )‪ (%19‬ﻳﺘﻮﻗﻒ ﻋﻨﺪ ﺍﻟﺼﻔﺤﺔ ﺍﻟﺜﺎﻧﻴﺔ ‪ ،‬ﳑﺎ ﻳﺸﲑ ﺇﱃ ﺿﻌﻒ ﻓﺎﻋﻠﻴﺔ ﻧﺘﺎﺋﺞ ﺍﻟﺒﺤﺚ ﻭﺍﺳـﺘﺨﺪﺍﻣﻬﺎ‬ ‫ﻭﻳﺮﻓﻊ ﺗﻜﻠﻔﺔ ﳏﺮﻙ ﺍﻟﺒﺤﺚ ﺑﺎﻟﻨﺴﺒﺔ ﻷﻋﻤﺎﻝ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﻘﺎﺋﻤﺔ ﺑـﺬﻟﻚ ‪.www.webservice-by-‬‬ ‫‪desige.com‬‬ ‫ ﻋﻨﺪ ﻃﻠﺐ ﺍﳌﻮﺿﻮﻉ ﻣﻘﺮﻭﻧﺎ ﺑﺸﺮﺍﺋﺢ ﺍﻟﻌﺮﺽ ‪ PowerPoint‬ﻛﺎﻥ ﻋﺪﺩ ﺍﳌﻮﺍﺩ )‪ (1.98‬ﻣﻠﻴﻮﻥ ﻣﺎﺩﺓ ‪.‬‬‫ ﻭﻋﻨﺪ ﻃﻠﺐ ﺍﳌﻮﺿﻮﻉ ﻣﻘﺮﻭﻧﺎ ﺑﺎﻟﻮﺛﻴﻘﺔ ‪ DOC‬ﻛﺎﻥ ﻋﺪﺩ ﺍﳌﻮﺍﺩ ‪ 2.09‬ﻣﻠﻴﻮﻥ ﻣﺎﺩﺓ ‪.‬‬‫‪ -‬ﻋﻨﺪ ﻃﻠﺐ ﺍﳌﻮﺿﻮﻉ ﻣﻘﺮﻭﻧﺎ ﺑﺎﳉﺪﺍﻭﻝ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ‪ Excel‬ﻛﺎﻥ ﻋﺪﺩ ﺍﳌﻮﺍﺩ ‪ 1.87‬ﻣﻠﻴﻮﻥ ﻣﺎﺩﺓ‪.‬‬ ‫ﻭﺍﻟﺴﺆﺍﻝ ﻣﻦ ﻳﺴﺘﻄﻴﻊ ﺃﻥ ﻳﺘﻌﺎﻣﻞ ﻣﻊ ﻫﺬﺍ ﺍﻟﻘﺪﺭ ﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ؟ ‪ ،‬ﻭﺣﻴﺜﻤﺎ ﻳﺘﻌﺎﻇﻢ ﺍﻹﻧﺘﺮﻧﺖ ﻛﻤﺴﺘﻮﺩﻉ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻓﺈﻥ‬ ‫ﺃﻋﻤﺎﺭﻧﺎ ﺑﺎﻟﺘﺄﻛﻴﺪ ﺗﺘﻨﺎﻗﺺ ﻛﻨﺴﺒﺔ ﳑﺎ ﳝﻜﻦ ﺃﻥ ﺗﺘﺼﻔﺤﻪ !‪ ،‬ﻭﻟﻌﻞ ﻫﺬﺍ ﻳﻔﺮﺽ ﺍﻻﻫﺘﻤﺎﻡ ﺑﺸﻜﻞ ﺟﺪﻱ ﲜﻮﺩﺓ ﻣﺎ ﻳﻮﺿـﻊ‬ ‫ﻭﺍﻟﺒﺤﺚ ﻋﻤﻦ ﻳﻘﺪﻡ ﻣﺎ ﳓﺘﺎﺝ ﺣﻘﺎ ‪ ،‬ﻟﺘﻈﻞ ﻣﻼﺣﻈﺔ ﺑﻴﺘﺮ ﺩﺭﺍﻛﺮ ﺻﺤﻴﺤﺔ ﺣﻮﻝ ﺃﻥ ﺍﻹﻧﺘﺮﻧﺖ ﱂ ﺗﺴﺎﻋﺪ ﺍﻟﺸﺮﻛﺎﺕ ﻋﻠﻰ‬ ‫ﺇﺩﺍﺭﺓ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳋﺎﺭﺟﻴﺔ ﻷﻥ ﺷﺮﻛﺔ ﻣﺎﻳﻜﺮﻭﺳﻮﻓﺖ ﺑﻜﻞ ﺟﱪﻭ‪‬ﺎ ﱂ ﺗﻔﻌﻞ ﺷﻴﺌﺎ ﻳﺰﻳﺪ ﻋﻦ ﺇﻧﺘﺎﺝ ﻭﺍﺳﺘﺨﺪﺍﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ‬ ‫ﺩﺍﺧﻞ ﺍﻟﺸﺮﻛﺎﺕ ‪.‬‬ ‫ﺃﻣﺎ ﺍﻹﻧﺘﺮﻧﺖ ﻓﻘﺪ ﺟﻠﺒﺖ ﻟﻨﺎ ﻛﻤﺎ ﻫﺎﺋﻼ ﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳋﺎﺭﺟﻴﺔ ﺍ‪‬ﺎﻧﻴﺔ ﺍﻟﱵ ﻻ ﻧﺮﻳﺪﻫﺎ ﻭﻟﻴﺴﺖ ﻫﻲ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳊﻘﻴﻘﻴﺔ‬ ‫‪ ،‬ﻭﺑﻠﻐﺔ ﻋﻠﻢ ﺍﻟﺒﻴﺌﺔ ﻓﺈﻥ ﻫﺬﺍ ﺍﻟﻄﻮﻓﺎﻥ ﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺯﺍﺩ ﻋﺎﱂ ﻣﻌﻠﻮﻣﺎﺗﻨﺎ ﺗﻠﻮﺛﺎ ‪.‬‬ ‫‪١١٤‬‬ ‫ﺳﺎﺩﺳﺎ ً ‪ :‬ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺍﻟﺰﺑﻮﻥ ‪ :‬ﺇﻥ ﺍﻹﻧﺘﺮﻧﺖ ﺃﺳﺘﻄﺎﻉ ﺃﻥ ﳛﻘﻖ ﺍﻟﺘﺮﻛﻴﺰ ﺍﻟﻔﻌﺎﻝ ﻋﻠﻰ ﺍﻟﺰﺑﻮﻥ ﻭﺍﻟﺘﻔﺎﻋﻞ ﻣﻌـﻪ ﰲ ﻛـﻞ‬ ‫ﻣﻜﺎﻥ ﻭﰲ ﺍﻟﻮﻗﺖ ﺍﳊﻘﻴﻘﻲ ‪ ،‬ﻓﺒﺪﻻ ﻣﻦ ﺍﻹﻋﺪﺍﺩ ﺍﳌﺴﺒﻖ ﻟﻠﺨﺪﻣﺎﺕ ﺃﻭ ﺇﻧﺘﺎﺝ ﺍﻟﺴﻠﻊ ﻭﻭﺿﻌﻬﺎ ﰲ ﺍﳌﺴﺘﻮﺩﻋﺎﺕ ﺣـﺴﺐ‬ ‫ﺧﻄﺔ ﺍﳌﺨﺰﻭﻥ ‪ ،‬ﻓﺈﻥ ﺍﻹﻧﺘﺮﻧﺖ ﳝﻜﻦ ﺃﻥ ﺗﺘﻔﺎﻋﻞ ﺁﻧﻴﺎ ﻣﻊ ﺍﻟﺰﺑﻮﻥ ﻟﻴﺤﺪﺩ ﻣﺎ ﻳﺮﻳﺪﻩ ﻓﻌﻼ ﻟﺘﺤﻘﻴﻖ ﺍﻟﺰﺑﻮﻧﻴﺔ ﺍﻟﻌﺎﻟﻴﺔ ‪ ،‬ﻛﻤـﺎ‬ ‫ﳝﻜﻦ ﻭﻣﻦ ﺧﻼﻝ ﺑﺮﳎﻴﺎﺕ ﺍﻟﺘﻄﺒﻴﻘﻴﺎﺕ ﺃﻥ ﲢﻘﻖ ﻭﺗﺪﻗﻖ ﺧﻴﺎﺭﺍﺕ ﺍﻟﺰﺑﺎﺋﻦ ﺍﻟﺴﺎﺑﻘﺔ ﻟﺘﺤﺴﲔ ﺍﻻﺳﺘﺠﺎﺑﺔ ﳊﺎﺟﺎﺕ ﺍﻟﺰﺑـﻮﻥ‬ ‫ﻭﺗﻔﻀﻴﻼﺗﻪ‪.‬‬ ‫ﺃﻥ ﺍﻟﺰﺑﻮﻥ ﺍﻹﻟﻜﺘﺮﻭﱐ ‪ E-Customer‬ﻫﻮ ﺷﺮﻳﻚ ﻣﻦ ﺷﺮﻛﺎﺀ ﺍﻟﺸﺮﻛﺔ ﻳﺮﺗﺒﻂ ‪‬ﺎ ﻣﻦ ﺧﻼﻝ ﺍﻟـﺸﺒﻜﺔ ﺍﳋﺎﺭﺟﻴـﺔ‬ ‫‪ Extranet‬ﺃﻭ ﻣﻦ ﺧﻼﻝ ﺍﻹﻧﺘﺮﻧﺖ ﻟﻴﺘﻔﺎﻋﻞ ﻣﻌﻬﺎ ﰲ ﻛﻞ ﻣﺎ ﻳﻔﻜﺮ ﺑﻪ ﺃﻭ ﻳﺮﻳﺪﻩ ﺃﻭﻻ ﺑﺄﻭﻝ ﻭﺑﺎﻟﻮﻗﺖ ﺍﳊﻘﻴﻘﻲ ‪ ،‬ﻭﻛﻞ‬ ‫ﻫﺬﺍ ﳛﻘﻖ ﺍﻟﺰﺑﻮﻧﻴﺔ ﺍﻟﻮﺍﺳﻌﺔ ﺃﻭ ﺯﺑﻮﻧﻴﺔ ﺍﻟﺸﺮﳛﺔ ﺍﻟﺴﻮﻗﻴﺔ ﺃﻭ ﺷﺨﺼﻨﺔ ﺷﺮﳛﺔ ﺍﻟﺰﺑﻮﻥ ﺍﻟﻮﺍﺣﺪ ﺍﻟﻘﺎﺋﻤﺔ ﻋﻠﻰ ﺍﻹﻧﺘﺮﻧﺖ ﺍﻷﻛﺜﺮ‬ ‫ﻛﻔﺎﺀﺓ ﻭﺗﻨﻮﻋﺎ ‪ ،‬ﻭﻟﻌﻞ ﺍﳋﺪﻣﺔ ﺍﻟﺬﺍﺗﻴﺔ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ‪ ،‬ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺘﻌﺎﻗﺪﻱ ‪ ،‬ﺍﻟﺘﺴﻮﻳﻖ ﻓﺮﺩ ﻟﻔﺮﺩ ‪ ...‬ﺇﱁ ﻛﻠﻬﺎ ﲤﺜﻞ ﳑﺎﺭﺳﺎﺕ‬ ‫ﻣﺘﺮﺍﻓﻘﺔ ﻣﻊ ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺍﻟﺰﺑﻮﻥ ‪ ،‬ﻭﰲ ﻫﺬﺍ ﺍﻟﺴﻴﺎﻕ ﻳﺘﺰﺍﻳﺪ ﺍﳊﺪﻳﺚ ﻋﻦ ﺍﳋﺪﻣﺎﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﻟﺰﺑﻮﻧﻴـﺔ ﻭﺍﳌﺸﺨـﺼﻨﺔ‬ ‫ﻭﺍﳉﻮﺩﺓ ﺑﺎﳋﺪﻣﺔ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ‪.‬‬ ‫‪ -٣‬ﺍﳉﻮﺩﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ‪:‬‬ ‫ﺃﻥ ﺍﳉﻮﺩﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﻫﻲ ﺍﻟﺸﻜﻞ ﺍﻷﺧﲑ ﻭﺭﲟﺎ ﺍﻷﺭﻗﻰ ﻟﺘﻄﻮﺭ ﳎﺎﻻﺕ ﻭﺍﻫﺘﻤﺎﻣﺎﺕ ﺳﻴﺎﺳﺎﺕ ﻭﺟﻬﻮﺩ ﺗﻄﻮﻳﺮ ﻭﲢـﺴﲔ‬ ‫ﺍﳉﻮﺩﺓ ‪ ،‬ﻭﺍﻟﺸﻜﻞ ﺭﻗﻢ )‪ (6‬ﻳﻮﺿﺢ ﻫﺬﺍ ﺍﻟﺘﻄﻮﺭ ﺣﻴﺚ ﻳﻈﻬﺮ ﺟﻠﻴﺎ ﺃﻥ ﺍﻟﺘﻄﻮﺭ ﻣﻨﺬ ﺍﻟﺘـﺴﻌﻴﻨﺎﺕ ﻗـﺪ ﺃﺧـﺬ ﺍﲡـﺎﻫﲔ‬ ‫ﻣﺘﺪﺍﺧﻠﲔ ﳘﺎ ‪ :‬ﺍﲡﺎﻩ ﺍﻟﺘﻄﻮﺭ ﰲ ﺟﻮﺩﺓ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﳌﻌﺮﻓﺔ ‪ ،‬ﻭﺍﲡﺎﻩ ﺍﳉﻮﺩﺓ ﺍﳋﺪﻣﺎﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ‪.‬‬ ‫ﺍﻟﻴﻮﻡ ﻟﺪﻳﻨﺎ ﰲ ﺍﻟﺸﺮﻛﺎﺕ ﺍﳊﺪﻳﺜﺔ ﺯﺑﺎﺋﻦ ﺍﻟﺪﺍﺧﻠﻴﻮﻥ )ﻳﺘﻤﺜﻞ ﺑﺎﻟﻌﺎﻣﻠﲔ( ﻭﺍﻟﺰﺑﺎﺋﻦ ﺍﳋﺎﺭﺟﻴﻮﻥ )ﺍﻟﺬﻳﻦ ﻳﺸﺘﺮﻭﻥ ﻣﻦ ﺍﻟﺸﺮﻛﺔ(‬ ‫‪ ،‬ﻭﻣﻊ ﺍﻹﻧﺘﺮﻧﺖ ﺃﺻﺒﺢ ﺑﺎﻹﻣﻜﺎﻥ ﺍﻟﺘﻔﺎﻋﻞ ﺍﳌﺒﺎﺷﺮ ﻭﺍﻵﱐ ﻭﻣﻦ ﻛﻞ ﻣﻜﺎﻥ ﻭﰲ ﻛﻞ ﻭﻗﺖ ﻣﻊ ﻫﺬﻳﻦ ﺍﻟﻨﻮﻋﲔ ﺑﻜﻔـﺎﺀﺓ‬ ‫ﻋﺎﻟﻴﺔ ‪ ،‬ﻭﺫﻟﻚ ﻋﻦ ﻃﺮﻳﻖ ﺍﻟﺸﺒﻜﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ‪ Intranet‬ﻣﻊ ﺍﻟﻌﺎﻣﻠﲔ ﰲ ﺍﻟﺸﺮﻛﺔ ‪ ،‬ﻭﻣـﻊ ﺍﻟﺰﺑـﻮﻥ ﺍﻹﻟﻜﺘـﺮﻭﱐ ‪E-‬‬ ‫‪١١٥‬‬ ‫‪ Customer‬ﺍﻟﺬﻱ ﺃﺻﺒﺢ ﺷﺮﻳﻜﺎ ﻣﻦ ﺷﺮﻛﺎﺀ ﺍﻟﺸﺮﻛﺔ ﻳﺮﺗﺒﻂ ‪‬ﺎ ﻣﻦ ﺧﻼﻝ ﺍﻟﺸﺒﻜﺔ ﺍﳋﺎﺭﺟﻴﺔ ‪ Extranet‬ﺃﻭ ﻣـﻦ‬ ‫ﺧﻼﻝ ﺍﻹﻧﺘﺮﻧﺖ ﻟﻴﺘﻔﺎﻋﻞ ﻣﻌﻬﺎ ﰲ ﻛﻞ ﻣﺎ ﻳﻔﻜﺮ ﺑﻪ ﺃﻭ ﻳﺮﻳﺪﻩ ﺃﻭﻻ ﺑﺄﻭﻝ ﻭﺑﺎﻟﻮﻗﺖ ﺍﳊﻘﻴﻘﻲ ‪ ،‬ﻭﺇﺫﺍ ﻛﺎﻥ ﺍﻟﻌـﺎﻣﻠﻮﻥ ﻫـﻢ‬ ‫ﻣﺼﺪﺭ ﺍﳉﻮﺩﺓ ﺍﻟﺪﺍﺧﻠﻴﺔ )ﺟﻮﺩﺓ ﺍﳌﻄﺎﺑﻘﺔ ﻟﻠﻤﻮﺍﺻﻔﺎﺕ ﺃﻭ ﺍﻻﺳﺘﻌﺪﺍﺩ ﻟﺘﻘﺪﱘ ﺍﳋﺪﻣﺔ ﺣﺴﺐ ﻣﺴﺘﻮﻯ ﺍﻹﻋﺪﺍﺩ ﺍﳌﺴﺒﻖ ( ‪،‬‬ ‫ﻓﺈﻥ ﺍﻟﺰﺑﺎﺋﻦ ﻫﻢ ﺍﻟﺬﻳﻦ ﳛﺪﺩﻭﻥ ﺍﳉﻮﺩﺓ ﺍﳋﺎﺭﺟﻴﺔ ) ﺟﻮﺩﺓ ﺍﳌﻼﺋﻤﺔ ﻟﻠﻐﺮﺽ ﻭﺍﺣﺘﻴﺎﺟﺎﺕ ﻭﺗﻮﻗﻌﺎﺕ ﺍﻟﺰﺑﻮﻥ ( ‪.‬‬ ‫ﺃﻥ ﺍﻹﻧﺘﺮﻧﺖ ﺃﺳﺘﻄﺎﻉ ﲝﻖ ﺃﻥ ﳛﻘﻖ ﺍﻟﺘﺮﻛﻴﺰ ﺍﻟﻔﻌﺎﻝ ﻋﻠﻰ ﺍﻟﺰﺑﻮﻥ ﻭﺍﻟﺘﻔﺎﻋﻞ ﻣﻌﻪ ﰲ ﻛﻞ ﻣﻜﺎﻥ ﻭﰲ ﺍﻟﻮﻗـﺖ ﺍﳊﻘﻴﻘـﻲ ‪،‬‬ ‫ﻓﺒﺪﻻ ﻣﻦ ﺍﻹﻋﺪﺍﺩ ﺍﳌﺴﺒﻖ ﻟﻠﺨﺪﻣﺎﺕ ﺃﻭ ﺇﻧﺘﺎﺝ ﺍﻟﺴﻠﻊ ﻭﻭﺿﻌﻬﺎ ﰲ ﺍﳌﺴﺘﻮﺩﻋﺎﺕ ﺣﺴﺐ ﺧﻄﺔ ﺍﳌﺨﺰﻭﻥ ‪ ،‬ﻓﺈﻥ ﺍﻹﻧﺘﺮﻧـﺖ‬ ‫ﳝﻜﻦ ﺃﻥ ﻳﺘﻔﺎﻋﻞ ﺁﻧﻴﺎ ﻣﻊ ﺍﻟﺰﺑﻮﻥ ﻟﻴﺤﺪﺩ ﻣﺎ ﻳﺮﻳﺪﻩ ﻓﻌﻼ ﻟﺘﺤﻘﻴﻖ ﺍﻟﺰﺑﻮﻧﻴﺔ ﺍﻟﻌﺎﻟﻴﺔ ‪ .‬ﻛﻤﺎ ﳝﻜﻦ ﻭﻣـﻦ ﺧـﻼﻝ ﺑﺮﳎﻴـﺎﺕ‬ ‫ﺍﻟﺘﻄﺒﻴﻘﺎﺕ ﺃﻥ ﲢﻘﻖ ﻭﺗﺪﻗﻖ ﺧﻴﺎﺭﺍﺕ ﺍﻟﺰﺑﺎﺋﻦ ﺍﻟﺴﺎﺑﻘﺔ ﻟﺘﺤﺴﲔ ﺍﻻﺳﺘﺠﺎﺑﺔ ﳊﺎﺟﺎﺕ ﺍﻟﺰﺑﻮﻥ ﻭﺗﻔﻀﻴﻼﺗﻪ ‪.‬‬ ‫ﺃﻥ ﺍﳉﻮﺩﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺑﺪﻭﻥ ﺷﻚ ﻣﻮﺿﻮﻉ ﺟﺪﻳﺪ ﳍﺬﺍ ﻓﺈﻧﻪ ﲝﺎﺟﺔ ﺇﱃ ﺍﳌﺰﻳﺪ ﻣﻦ ﺍﳉﻬﺪ ﺍﳌﻨﻬﺠﻲ ﻣﻦ ﺃﺟـﻞ ﺗﻮﺿـﻴﺢ‬ ‫ﺍﳌﻔﻬﻮﻡ ‪ ،‬ﻓﻬﻲ ﻻﺯﻟﺖ ﺗﻌﲏ ﺃﺷﻴﺎﺀ ﻋﺪﻳﺪﺓ ﻷﻓﺮﺍﺩ ﳐﺘﻠﻔﲔ ‪ ،‬ﻓـﺎﻟﺒﻌﺾ ﻳـﺮﻯ ﺃ‪‬ـﺎ ﺗﻌـﲏ ﻋﻨـﺼﺮ ﻗﺎﺑﻠﻴـﺔ ﺍﻟﺘﻨﺒـﺆ‬ ‫‪ Predictability‬ﻣﻦ ﺍﻟﺰﺑﻮﻥ ﻭﺍﻻﺗﺴﺎﻕ ‪ Consistency‬ﰲ ﺗﻘﺪﳝﻬﺎ ﻣﻦ ﻗﺒﻞ ﺍﻟﺸﺮﻛﺔ ‪ ،‬ﻭﺍﻟﺒﻌﺾ ﺍﻵﺧﺮ ﻳﺮﻯ ﺃ‪‬ﺎ‬ ‫ﲢﻘﻴﻖ ﻛﻔﺎﺀﺓ ﺍﻟﺘﻨﻘﻞ ﻋﻠﻰ ﺍﻟﺸﺒﻜﺔ ﻭﺯﻳﺎﺩﺓ ﺣﺠﻢ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﳌﻘﺪﻣﺔ ﻣﻊ ﺍﶈﺎﻓﻈﺔ ﻋﻠﻰ ﺍﻟﺴﻠﻮﻙ ﺍﳌﺘﺴﻖ ﻟﻠﺨﺼﺎﺋﺺ ‪ ،‬ﺁﺧﺮﻭﻥ‬ ‫ﻳﺮﻭﻥ ﺃ‪‬ﺎ ﺗﻌﲏ ﺍﻟﻄﺒﻘﺎﺕ ﺍﳌﺨﺘﻠﻔﺔ ﻣﻦ ﺧﺪﻣﺔ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﻟﱵ ﺗﻘﺪﳝﻬﺎ ﻣﺼﺎﺩﺭ ﺍﻟﺸﺒﻜﺔ ﻟﻄﺒﻘـﺎﺕ ﺍﳋﺪﻣـﺔ ﺍﻵﱄ ﺑﻨﻔﻘـﺎﺕ‬ ‫ﺍﻟﻄﺒﻘﺎﺕ ﺍﻷﺩﱏ )ﺧﺪﻣﺔ ﺃﻋﻠﻰ ﺑﺘﻜﻠﻔﺔ ﺃﺩﱏ( ‪ ،‬ﻭﺍﻟﺒﻌﺾ ﻳﺮﻯ ﺃ‪‬ﺎ ﳏﺎﻭﻟﺔ ﻣﻼﺋﻤﺔ ﲣﺼﻴﺺ ﻣﻮﺍﺭﺩ ﺍﻟـﺸﺒﻜﺔ ﳋـﺼﺎﺋﺺ‬ ‫ﺗﺪﻓﻘﺎﺕ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﳌﻌﻴﻨﺔ‪.‬‬ ‫ﻭﻣﻊ ﺫﻟﻚ ﻓﺈﻥ ﺍﳋﺪﻣﺔ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﻫﻲ ﺧﺪﻣﺔ ﺷﺄ‪‬ﺎ ﺷﺄﻥ ﺍﳋﺪﻣﺎﺕ ﺍﻷﺧﺮﻯ ﲟﺎ ﰲ ﺫﻟﻚ ﺍﳋﺪﻣﺎﺕ ﺍﻟﺘﻘﻠﻴﺪﻳﺔ ﻣﻊ ﻓـﺎﺭﻕ‬ ‫ﺃﺳﺎﺳﻲ ﻫﻮ ﺃ‪‬ﺎ ﺧﺪﻣﺔ ﻋﻠﻰ ﺍﻟﺸﺒﻜﺔ ‪ ،‬ﻭﻫﺬﺍ ﺍﻟﻔﺎﺭﻕ ﳚﺐ ﺃﻥ ﻳﻔﻬﻢ ﰲ ﺿﻮﺀ ﻣﺰﺍﻳﺎ ﺍﻹﻧﺘﺮﻧﺖ ﺳﻮﺍﺀ ﰲ ﻋﻮﳌﺔ ﺍﻻﺗﺼﺎﻻﺕ‬ ‫ﻭﺑﺮﳎﻴﺎﺕ ﺍﻟﺘﻄﺒﻴﻖ ﻭﺍﻟﺘﺸﺒﻴﻚ ﻭﺍﻟﺴﺮﻋﺔ ﺍﻟﻔﺎﺋﻘﺔ ﺃﻭ ﺍﻟﻮﺳﺎﺋﻂ ﺍﳌﺘﻌﺪﺩﺓ )ﺍﻟﺴﻤﻌﻴﺔ ﻭﺍﻟﺒﺼﺮﻳﺔ ﻭﺍﻟﺼﻼﺕ ﺍﻟﺸﺒﻜﻴﺔ( ﺍﻟﱵ ﺗﻘﺪﻡ‬ ‫ﰲ ﺇﻃﺎﺭﻫﺎ ﺍﳋﺪﻣﺔ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ‪.‬‬ ‫‪١١٦‬‬ ‫ﳍﺬﺍ ﻓﺈﻥ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻷﺑﻌﺎﺩ ﻟﺘﻘﻴﻴﻢ ﺟﻮﺩﺓ ﺍﳋﺪﻣﺔ ﰲ ﺍﻟﺒﻴﺌﺔ ﺍﳌﺎﺩﻳﺔ ﺑﻴﺌﺔ ﻭﺟﻪ ﻟﻮﺟﻪ ﺗﻜﻮﻥ ﻣﺆﺛﺮﺓ ﺑﺪﺭﺟﺔ ﻛﺒﲑﺓ ﰲ ﺍﻟﺒﻴﺌـﺔ‬ ‫ﺍﻻﻓﺘﺮﺍﺿﻴﺔ ‪ .‬ﻫﺬﻩ ﺍﻷﺑﻌﺎﺩ )ﰲ ﺍﻟﺒﻴﺌﺔ ﺍﻟﺘﻘﻠﻴﺪﻳﺔ( ﺗﺘﻀﻤﻦ ‪:‬‬ ‫ﺍﻟﻌﻤﻮﻟﻴﺔ )ﺍﻟﺪﻗﺔ( ‪ ،‬ﺍﻻﺳﺘﺠﺎﺑﺔ )ﺍﻟﺴﺮﻋﺔ ﻭﺍﻟﺘﻮﻗﻴﺖ( ﺍﳉﺪﺍﺭﺓ )ﺍﳌﻌﺮﻓﺔ ﻭﺍﳌﻬﺎﺭﺍﺕ(‪ ،‬ﻗﺎﺑﻠﻴﺔ ﺍﻟﺪﺧﻮﻝ ﻭﺍﻟﻮﺻﻮﻝ ‪ ،‬ﺍﻟﻠﻄﺎﻓـﺔ‬ ‫)ﺍﻷﺩﺏ ‪ ،‬ﺍﻻﺣﺘﺮﺍﻡ ‪ ،‬ﻭﺍﻟﺼﺪﺍﻗﺔ(‪ ،‬ﺍﻷﻣﻦ )ﺍﻟﺘﺤﺮﺭ ﻣﻦ ﺍﳋﻄﺮ( ‪ ،‬ﺍﻟﺘﻔﻬﻢ )ﺍﻻﻫﺘﻤﺎﻡ ﺍﻟﻔـﺮﺩﻱ( ‪ ،‬ﺍﻻﺗـﺼﺎﻻﺕ )ﺗﻘـﺪﱘ‬ ‫ﺍﻟﺘﻮﺿﻴﺤﺎﺕ( ‪ ،‬ﺍﳌﻮﺛﻮﻗﻴﺔ ‪ ، (Credibility‬ﺍﳉﺪﺍﺭﺓ ﺑﺎﻟﺜﻘﺔ ‪ ،Trustworthiness‬ﺍﳌﻠﻤﻮﺳﺎﺕ )ﺍﳌﻮﺍﺭﺩ ﺍﳌﺎﺩﻳﺔ(‪.‬‬ ‫ﻟﻘﺪ ﺍﺷﺘﻤﻠﺖ ﺍﻟﺪﺭﺍﺳﺎﺕ ﺍﻟﻜﺜﲑﺓ ﳏﺎﻭﻻﺕ ﻋﺪﻳﺪﺓ ﻣﻦ ﺃﺟﻞ ﲢﺪﻳﺪ ﺃﺑﻌﺎﺩ ﺟﻮﺩﺓ ﺍﳋﺪﻣﺔ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ‪ ،‬ﻭﺍﳉﺪﻭﻝ ﺭﻗﻢ )‪(6‬‬ ‫ﻫﺬﻩ ﺍﻷﺑﻌﺎﺩ ﻣﻦ ﻣﻨﻈﻮﺭﺍﺕ ﳐﺘﻠﻔﺔ ﻟﻠﺒﺎﺣﺜﲔ ‪.‬‬ ‫ﺍﻧﻈﺮ ﺍﳉﺪﻭﻝ ﺭﻗﻢ )‪ (6‬ﰲ ﺍﻟﺼﻔﺤﺔ ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬ ‫ﺍﳉﺪﻭﻝ ﺭﻗﻢ )‪ (6‬ﺃﺑﻌﺎﺩ ﺟﻮﺩﺓ ﺍﳋﺪﻣﺔ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﰲ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﻟﺪﺭﺍﺳﺎﺕ‬ ‫ﺍﳌﺆﻟﻒ‬ ‫ﺍﻷﺑﻌﺎﺩ‬ ‫ﺩﺍ‪‬ﻮﻟﻜﺎﺭ )‪(1996‬‬ ‫ﺗﺼﻤﻴﻢ ﻣﻮﻗﻊ ﺍﻟﻮﻳﺐ ‪ ،‬ﺍﳌﻮﺛﻮﻗﻴﺔ ‪ ،‬ﺍﻟﺘﻘﺪﱘ ‪ ،‬ﺳﻬﻮﻟﺔ ﺍﻻﺳﺘﻌﻤﺎﻝ ‪ ،‬ﺍﳌﺘﻌﺔ ‪،‬‬ ‫‪Dabholka‬‬ ‫ﻭﺍﻟﺮﻗﺎﺑﺔ ‪.‬‬ ‫ﻫﻮﻓﻤﺎﻥ ﻭﺁﺧﺮﻭﻥ )‪(1997‬‬ ‫ﻭﺍﺟﻬﺔ ﺃﻣﺎﻣﻴﺔ ﻣﻼﺋﻤﺔ ‪ ،‬ﺍﳊﻀﻮﺭ ﻋﻠﻰ ﺍﻹﻧﺘﺮﻧﺖ ﺑﻮﺳﺎﺋﻂ ﻣﺘﻌﺪﺩﺓ ‪ ،‬ﺍﶈﺘﻮﻯ ‪،‬‬ ‫‪Hoffman et al‬‬ ‫ﺍﻟﺘﻨﻮﻉ ‪ ،‬ﺣﻮﺍﻓﺰ ﺍﳌﻮﻗﻊ ‪ ،‬ﻭﳏﺮﻙ ﺍﻟﺒﺤﺚ ‪.‬‬ ‫ﺯﻳﺜﺎﻣﻞ ﻭﺁﺧﺮﻭﻥ )‪ (2002, 2000‬ﺍﻟﻜﻔﺎﺀﺓ ‪ ،‬ﺍﳌﻮﺛﻮﻗﻴﺔ ‪ ،‬ﺍﻷﺩﺍﺀ ‪ ،‬ﺍﳋﺼﻮﺻﻴﺔ ‪ ،‬ﺍﻻﺳﺘﺠﺎﺑﺔ ‪ ،‬ﺍﻻﺳﺘﺠﺎﺑﺔ ‪ ،‬ﺍﻟﺘﻌﻮﻳﺾ‬ ‫‪Ziethaml et al‬‬ ‫‪ ،‬ﺍﻻﺗﺼﺎﻝ ‪ ،‬ﺍﻷﻣﻦ ‪ ،‬ﻭﺍﻟﺘﺰﻭﻳﺪ ‪.‬‬ ‫ﻳﻮ ﻭﺩﻭﺛﻮ )‪(2001‬‬ ‫ﺳﻬﻮﻟﺔ ﺍﻻﺳﺘﻌﻤﺎﻝ ‪ ،‬ﲨﺎﻟﻴﺔ ﺍﻟﺘﺼﻤﻴﻢ ‪ ،‬ﺳﺮﻋﺔ ﺍﳌﻌﺎﳉﺔ ‪ ،‬ﻭﺍﻷﻣﻦ ‪.‬‬ ‫‪Yoo & Douthu‬‬ ‫ﻛﻮﻛﺲ ﻭﺩﺍﻝ )‪(2001‬‬ ‫ﺗﺼﻤﻴﻢ ﻣﻮﻗﻊ ﺍﻟﻮﻳﺐ ‪ ،‬ﺍﻻﺗﺼﺎﻻﺕ ‪ ،‬ﻗﺎﺑﻠﻴﺔ ﺍﻟﻮﺻﻮﻝ ‪،‬‬ ‫‪Cox & Dale‬‬ ‫ﺍﻟﻔﻬﻢ ﻭﺍﻹﺗﺎﺣﺔ‪.‬‬ ‫‪١١٧‬‬ ‫ﺟﺎﻥ ﻭ ﻛﺎﻱ )‪(2001‬‬ ‫ﻣﻈﻬﺮ ﻣﻮﻗﻊ ﺍﻟﻮﻳﺐ ‪ ،‬ﺍﳌﻌﻠﻮﻣﺎﺕ ‪ ،‬ﺳﻬﻮﻟﺔ ﺍﻻﺗﺴﻌﻤﺎﻝ ‪ ،‬ﺇﺫﻥ ﺍﻟﻮﺻﻮﻝ ‪،‬‬ ‫‪Jun & Cai‬‬ ‫ﺍﻟﻠﻄﺎﻓﺔ ‪ ،‬ﺍﻻﺳﺘﺠﺎﺑﺔ ‪ ،‬ﻭﺍﳌﻮﺛﻮﻗﻴﺔ ‪.‬‬ ‫ﻳﺎﻧﺞ )‪(2001‬‬ ‫ﺗﺼﻤﻴﻢ ﻣﻮﻗﻊ ﺍﻟﻮﻳﺐ ‪ ،‬ﺍﻷﻣﻦ ‪ ،‬ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ‪.‬‬ ‫‪Yang‬‬ ‫ﺗﺼﻤﻴﻢ ﻣﻮﻗﻊ ﺍﻟﻮﻳﺐ ‪ ،‬ﺍﳌﻮﺛﻮﻗﻴﺔ ‪ ،‬ﺍﻷﻣﻦ ‪ ،‬ﻭﺧﺪﻣﺔ ﺍﻟﺰﺑﻮﻥ ‪.‬‬ ‫ﻭﻟﻨﺒﲑ ﺟﲑ ﻭ ﺟﻴﻠﻲ‬ ‫)‪(2003- 2002‬‬ ‫‪Wolfinbarger & Gilly‬‬ ‫ﻣﺎﺩﻭ ﻭ ﻣﺎﺩﻭ )‪(2002‬‬ ‫ﺍﻷﺩﺍﺀ ‪ ،‬ﺍﻟﺴﻤﺎﺕ ‪ ،‬ﺍﳍﻴﻜﻞ ‪ ،‬ﺍﳉﻤﺎﻟﻴﺔ ‪ ،‬ﺍﳌﻮﺛﻮﻗﻴﺔ ‪ ،‬ﻗﺎﺑﻠﻴﺔ ﺍﳋﺪﻣﺔ ‪ ،‬ﺍﻷﻣﻦ ‪،‬‬ ‫‪Macu & Madu‬‬ ‫ﺳﻼﻣﺔ ﺍﻟﻨﻈﺎﻡ ‪ ،‬ﺍﻟﺜﻘﺔ ‪ ،‬ﺍﻻﺳﺘﺠﺎﺑﺔ ‪ ،‬ﲤﻴﺰ ﻭ ﺷﺨﺼﻨﺔ ﺍﳋﺪﻣﺔ ‪ ،‬ﺳﻴﺎﺳﺔ ﻣﻌﺮﺽ‬ ‫ﺍﻟﻮﻳﺐ ‪ ،‬ﺍﻟﺴﻤﻌﺔ ‪ ،‬ﺍﻟﻀﻤﺎﻥ ﻭﺍﻟﺘﻌﺎﻃﻒ ‪.‬‬ ‫ﺗﺎﺑﻊ ﺍﳉﺪﻭﻝ ﺭﻗﻢ )‪(6‬‬ ‫ﺃﺑﻌﺎﺩ ﺟﻮﺩﺓ ﺍﳋﺪﻣﺔ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﰲ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﻟﺪﺭﺍﺳﺎﺕ‬ ‫ﺍﳌﺆﻟﻒ‬ ‫ﺍﻷﺑﻌﺎﺩ‬ ‫ﻟﻮﻳﻜﻮﻧﻮ ﻭﺁﺧﺮﻭﻥ )‪(2002‬‬ ‫ﺍﳌﻌﻠﻮﻣﺎﺕ ‪ ،‬ﺍﻟﺘﻔﺎﻋﻠﻴﺔ ‪ ،‬ﺍﻟﺜﻘﺔ ‪ ،‬ﻭﻗﺖ ﺍﻟﻐﺴﺘﺠﺎﺑﺔ ‪ ،‬ﺗﺼﻤﻴﻢ ﻣﻮﻗﻊ ﺍﻟﻮﻳـﺐ ‪،‬‬ ‫)‪(Loiacono et al‬‬ ‫ﺍﻟﺘﺪﻓﻖ ‪ ،‬ﺍﻹﺑﺘﻜﺎﺭﻳﺔ ‪ ،‬ﺍﻹﺗﺼﺎﻻﺕ ﺍﳌﺘﻜﺎﻣﻠﺔ ‪ ،‬ﻋﻤﻠﻴﺔ ﺍﻷﻋﻤﺎﻝ ﻭﺍﻹﺳﺘﺪﺍﻣﺔ ‪.‬‬ ‫ﻳﺎﻧﺞ ﻭ ﺟﻮﻥ )‪(2002‬‬ ‫ﺗﺼﻤﻴﻢ ﻣﻮﻗﻊ ﺍﻟﻮﻳﺐ ‪ ،‬ﺍﻷﻣﻦ ‪ ،‬ﺍﳌﻮﺛﻮﻗﻴﺔ ‪ ،‬ﺍﻻﺳﺘﺠﺎﺑﺔ ‪ ،‬ﻗﺎﺑﻠﻴـﺔ ﺍﻟﻮﺻـﻮﻝ ‪،‬‬ ‫)‪(Yang & Jun‬‬ ‫ﺳﻮﺭ ﺟﺎﺩﺍﺟﺎﻭ ﺁﺧﺮﻭﻥ )‪(2003‬‬ ‫ﻭﺍﻟﺰﺑﻮﻧﻴﺔ ‪.‬‬ ‫ﺍﻷﻣﻦ ‪ ،‬ﺍﻟﺘﻔﺎﻋﻞ ‪ ،‬ﺍﻻﺳﺘﺠﺎﺑﺔ ‪ ،‬ﺍﳌﻌﻠﻮﻣﺎﺕ ‪ ،‬ﺍﳌﻮﺛﻮﻗﻴﺔ ‪ ،‬ﺍﻟﺘﺰﻭﻳﺪ ‪ ،‬ﻭﺍﳌﺒﻮﻧﻴﺔ ‪.‬‬ ‫)‪(Surajadaja et al‬‬ ‫ﺳﺎﻧﺘﻮﺱ )‪(2003‬‬ ‫)‪(Santos‬‬ ‫ﺳﻬﻮﻟﺔ ﺍﻻﺳﺘﻌﻤﺎﻝ ‪ ،‬ﺍﳌﻈﻬﺮ ‪ ،‬ﺍﻟﺼﻼﺕ ‪ ،‬ﺍﳍﻴﻜﻞ ‪ ،‬ﻻﳎﺘـﻮﻯ ‪ ،‬ﻻﻛﻔـﺎﺀﺓ ‪،‬‬ ‫ﺍﳌﻮﺛﻮﻗﻴﺔ ﻥ ﺍﻹﺗﺼﺎﻻﺕ ‪ ،‬ﺍﻷﻣﻦ ‪ ،‬ﺣﻮﺍﻓﺰ ﻭﺩﻋﻢ ﺍﻟﺰﺑﻮﻥ ‪.‬‬ ‫‪١١٨‬‬ ‫ﻳﺎﻧﺞ ﻭﺁﺧﺮﻭﻥ )‪(2003‬‬ ‫ﺍﻻﺳﺘﺠﺎﺑﺔ ‪ ،‬ﺍﳌﺼﺪﺍﻗﻴﺔ ‪ ،‬ﺳﻬﻮﻟﺔ ﺍﻻﺳـﺘﻌﻤﺎﻝ ﻥ ﺍﳌﻮﺛﻮﻗﻴـﺔ ‪ ،‬ﺍﳌﻰﺀﻣـﺔ ﻥ ﻻ‬ ‫)‪(Yang et al‬‬ ‫ﺇﺗﺼﺎﻻﺕ ‪ ،‬ﺍﺫﻥ ﺍﻟﻮﺻﻮﻝ ‪ ،‬ﺍﳉﺪﺍﺭﺓ ‪ ،‬ﺍﻟﻠﻄﺎﻓﺔ ‪ ،‬ﺍﻟﺸﺨﺼﻨﺔ ‪ ،‬ﺍﻟﻨﺸﺎﺭﻙ ‪ ،‬ﺍﻷﻣﻦ‬ ‫‪ ،‬ﺍﳉﻤﺎﻟﻴﺔ ‪.‬‬ ‫ﻳﺎﻧﺞ ﻭﺁﺧﺮﻭﻥ )‪(2004‬‬ ‫)‪(Yang et al‬‬ ‫ﻓﻴﻠﺪ ﻭﺁﺧﺮﻭﻥ )‪(2004‬‬ ‫ﺍﳌﻮﺛﻮﻗﻴﺔ ‪ ،‬ﺍﻻﲡﺎﺑﺔ ‪ ،‬ﺍﳉﺪﺍﺭﺓ ‪ ،‬ﺳﻬﻮﻟﺔ ﺍﻻﺳﺘﻌﻤﺎﻝ ‪ ،‬ﺍﻷﻣﻦ ‪ ،‬ﳏﻔﻈﺔ ﺍﳌﻨﺘﺠﺎﺕ‬ ‫‪.‬‬ ‫ﺗﺼﻤﻴﻢ ﻣﻮﻗﻊ ﺍﻟﻮﻳﺐ ‪ ،‬ﺍﳌﻮﺛﻮﻗﻴﺔ ‪ ،‬ﺍﻷﻣﻦ ‪ ،‬ﻭﺧﺪﻣﺔ ﺍﻟﺰﺑﻮﻥ ‪.‬‬ ‫)‪(Field et al‬‬ ‫ﻛﻴﻢ ﻭﺳﺘﻮﻳﻞ )‪(2004‬‬ ‫ﻣﻈﻬﺮ ﺍﻟﻮﻳﺐ ‪ ،‬ﺍﻟﺘﺴﻠﻴﺔ ‪ ،‬ﺍﳌﻌﻠﻮﻣﺎﺕ ‪ ،‬ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺍﻟﺼﻔﻘﺎﺕ ‪ ،‬ﺍﻻﺳﺘﺠﺎﺑﺔ ‪،‬‬ ‫)‪(Kim & Stoel‬‬ ‫ﻭﺍﻟﺜﻘﺔ ‪.‬‬ ‫ﻳﺎﻧﺞ ﻭ ﻓﺎﺋﺞ )‪(2004‬‬ ‫ﺍﻻﺳﺘﺠﺎﺑﺔ ‪ ،‬ﺍﳌﻮﺛﻮﻗﻴﺔ ‪ ،‬ﺍﳌﺼﺪﺍﻗﻴﺔ ‪ ،‬ﺍﳉـﺪﺍﺭﺓ ‪ ،‬ﺃﺫﻥ ﺍﻟﻮﺻـﻮﻝ ‪ ،‬ﺍﻟﻄﺎﻗـﺔ ‪،‬‬ ‫)‪(Yang & Fang‬‬ ‫ﺍﻹﺗﺼﺎﻻﺕ ‪ ،‬ﺍﳌﻌﻠﻮﻣﺎﺕ ‪ ،‬ﺍﻻﺳﺘﺠﺎﺑﺔ ‪ ،‬ﺗﺼﻤﻴﻢ ﻣﻮﻗﻊ ﺍﻟﻮﻳﺐ ‪.‬‬ ‫ﻟﻮﻧﺞ ﻭﻣﺎﻛﻤﻴﻠﻮﻥ )‪(2004‬‬ ‫)‪(Long & Mc Mellon‬‬ ‫ﺍﳌﻠﻮﻣﻮﺳﻴﺔ ﺍﳌﻮﺛﻮﻗﻴﺔ ‪ ،‬ﺍﻻﺳﺘﺠﺎﺑﺔ ‪ ،‬ﺍﻟﻀﻤﺎﻥ ‪ ،‬ﺍﻟﺘﻌـﺎﻃﻒ ‪ ،‬ﺍﻹﺗـﺼﺎﻻﺕ ‪،‬‬ ‫ﻭﺍﻟﺘﺰﻭﻳﺪ ‪.‬‬ ‫‪Deans and Mcinney‬‬ ‫ﺳﻬﻮﻟﺔ ﺍﻹﳚﺎﺩ ﻭﺍﻟﻮﺻﻮﻝ ‪ ،‬ﺍﶈﺘﻮﻯ ‪ ،‬ﺍﻟﺘﺼﻤﻴﻢ ﺍﻟﺪﺍﺧﻠﻲ ‪ ،‬ﺍﻟﻌﻨﺎﺻﺮ ﺍﻟﺒﻴﺎﻧﻴﺔ ‪،‬‬ ‫)‪(1997‬‬ ‫ﻗﺎﺋﻤﺔ ﺍﻟﻨﻈﺎﻡ ‪ ، Menu System‬ﻋﺪﺩ ﺍﻟﺼﻼﺕ ‪ ،‬ﺧﺪﻣﺔ ﺍﻟﺒﺤﺚ ‪،‬‬ ‫ﻭﺗﺎﺭﻳﺦ ﺁﺧﺮ ﺣﺪﻳﺚ ‪.‬‬ ‫ﺍﻷﺑﻌﺎﺩ‬ ‫ﺟﻮﻧﺎﺭﻳﺲ ﻭﺁﺧﺮﻭﻥ )‪(2005‬‬ ‫ﺗﺼﻤﻴﻢ ﻣﻮﻗﻊ ﺍﻟﻮﻳﺐ ‪ ،‬ﺍﳌﻌﻠﻮﻣﺎﺕ ‪ ،‬ﺍﻟﺜﻘﺔ ‪ ،‬ﺍﻻﺳﺘﺠﺎﺑﺔ ‪ ،‬ﺍﻟﺸﻬﺮﺓ ‪.‬‬ ‫)‪(Gounaris et al‬‬ ‫ﺑﺮﺍﺳﻮﺭﺍﻣﺎﻥ ﻭﺁﺧﺮﻭﻥ )‪(2005‬‬ ‫ﺍﻟﻜﻔﺎﺀﺓ ‪ ،‬ﺍﻹﺗﺎﺣﺔ ‪ ،‬ﺍﻷﺩﺍﺀ ﺍﻥ ﺍﳋﺼﻮﺻﻴﺔ ‪ ،‬ﺍﻟﺜﻘﺔ ‪ ،‬ﺍﻟﺸﺨﺼﻴﺔ ‪.‬‬ ‫)‪(Parasuraman et al‬‬ ‫ﱄ ﻭﻟﲔ )‪(2005‬‬ ‫ﺗﺼﻤﻴﻢ ﻣﻮﻗﻊ ﺍﻟﻮﻳﺐ ‪ ،‬ﺍﳌﻮﺛﻮﻗﻴﺔ ‪ ،‬ﺍﻻﺳﺘﺠﺎﺑﺔ ‪ ،‬ﺍﻟﺜﻘﺔ ‪ ،‬ﻭﺍﻟﺸﺨﺼﻨﺔ ‪.‬‬ ‫‪١١٩‬‬ ‫)‪(Lee & Lin‬‬ ‫ﺍﻟﻜﻔﺎﺀﺓ ‪ ،‬ﺍﻷﺩﺍﺀ ‪ ،‬ﺇﺗﺎﺣﺔ ﺍﻟﻨﻈﺎﻡ ‪ ،‬ﺍﳋﺼﻮﺻﻴﺔ ‪ ،‬ﺍﻻﺳـﺘﺠﺎﺑﺔ ‪ ،‬ﺍﻟﺘﻌـﻮﻳﺾ ‪،‬‬ ‫ﻛﻴﻢ ﻭﺁﺧﺮﻭﻥ )‪(2006‬‬ ‫ﺍﻻﺗﺼﺎﻝ ‪ ،‬ﺍﳌﻌﻠﻮﻣﺎﺕ ‪ ،‬ﻭﺍﻷﺳﻠﻮﺏ ﺍﻟﺒﻴﺎﱐ ‪.‬‬ ‫)‪(Kim et al‬‬ ‫ﺇﻛﺴﻴﺎﻭﱐ ﻭﺑﺮﻳﺒﻮﺗﻮﻙ )‪(2005‬‬ ‫ﻣﺮﺍﻋﺎﺓ ﺍﻟﻔﺮﻭﻕ ﺍﻟﻔﺮﺩﻳﺔ ‪ ،‬ﻣﻼﺋﻤﺔ ﺍﳋﺪﻣﺔ ‪ ،‬ﺟﻮﺩﺓ ﺍﳌﻮﻗﻊ ‪ ،‬ﺍﳌﺨﺎﻇﺮﺓ ‪ ،‬ﺍﻟﺮﺿـﺎ‬ ‫)‪(Xiaoni & Prybutok‬‬ ‫ﺍﻹﻟﻜﺘﺮﻭﱐ ‪ ،‬ﺍﻟﻘﺼﺪ ﺃﻭ ﺍﻟﻐﺮﺽ ‪.‬‬ ‫ﻓﺎﺳﻨﺎﺷﺖ ﻭﻛﻮﻳﺲ )‪(2006‬‬ ‫ﺍﳉﻮﺩﺓ ﺍﻟﺒﻴﺎﻧﻴﺔ ‪ ،‬ﺍﻟﺘﻨﻈﻴﻢ ﺍﻟﺪﺍﺧﻠﻲ ‪ ،‬ﺟﺎﺫﺑﻴﺔ ﺍﻹﺧﺘﻴﺎﺭ ‪ ،‬ﺳـﻬﻮﻟﺔ ﺍﻟﻮﺻـﻮﻝ ‪،‬‬ ‫)‪(Fassnacht & Koese‬‬ ‫ﺍﳉﻮﺩﺓ ﺍﻟﻔﻨﻴﺔ ‪ ،‬ﺍﳌﻮﺛﻮﻗﻴﺔ ‪ ،‬ﺍﳌﻨﻔﻌﺔ ﺍﻟﻮﻇﻴﻔﻴﺔ ‪ ،‬ﻭﺍﳌﻨﻔﻌﺔ ﺍﻟﻌﺎﻇﻔﻴﺔ ‪.‬‬ ‫ﺍﻻﺳﺘﺠﺎﺑﺔ ﺍﳌﻌﻮﻟﻴﺔ ‪ ،‬ﻭﺍﻟﻠﻄﺎﻓﺔ ‪.‬‬ ‫ﺗﺸﺎﺗﻴﻒ ﻭﻋﺜﻤﺎﻥ )‪(2007‬‬ ‫)‪(Shachaf & Ottman‬‬ ‫ﻛﺮﻳﺴﺘﻮﺑﺎﻝ ﻭﺁﺧﺮﻭﻥ )‪(2007‬‬ ‫ﺗﺼﻤﻴﻢ ﻣﻮﻗﻊ ﺍﻟﻮﻳﺐ ‪ ،‬ﺧﺪﻣﺔ ﺍﻟﺰﺑﻮﻥ ‪ ،‬ﺍﻟﻀﻤﺎﻥ ‪ ،‬ﺇﺩﺍﺭﺓ ﺍﻟﻄﻠﺒﻴﺎﺕ ‪.‬‬ ‫)‪(Cristobal et al‬‬ ‫ﻣﻌﺎﻳﲑ ﺟﺎﺋﺰﺓ ﺍﻟﺘﻤﻴﺰ ﺍﻟﺮﻗﻤﻲ ﺍﻟﺴﻌﻮﺩﻳﺔ ﺛﻼﺙ ﳎﻤﻮﻋﺎﺕ ﻣﻦ ﺍﳌﻌﺎﻳﲑ ‪ :‬ﻣﻌﺎﻳﲑ ﺍﻵﻟﻴﺔ )ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ( ﻭﻭﺯ‪‬ﺎ ﰲ ﺍﻟﺘﻘﻴـﻴﻢ‬ ‫)ﺍﳌﻮﻗﻊ ﺍﻟﻮﻳﺐ( ‪2008‬‬ ‫)‪ ، (%15‬ﺍﳌﻌﺎﻳﲑ ﺍﻟﻌﺎﻣﺔ )‪ ، (%40‬ﻣﻌﺎﻳﲑ ﺍﶈﺘﻮﻯ )‪(%45‬‬ ‫ﺳﻌﺪ ﻏﺎﻟﺐ ﻭﲪﻴﺪ ﺍﻟﻄﺎﺋﻲ‬ ‫ﻓﻌﺎﻟﻴﺔ ﺍﳌﻮﻗﻊ ‪ ،‬ﺟﻮﺩﺓ ﺍﳋﺪﻣﺔ ‪ ،‬ﳏﺘﻮﻯ ﺍﳌﻌﻠﻮﻣﺎﺕ ‪ ،‬ﺍﻟﻮﺍﺟﻬﺔ ﺍﻟﺒﻴﺌﻴﺔ ‪.‬‬ ‫)‪(2004‬‬ ‫ﺳﻌﺪ ﻏﺎﻟﺐ ﻭﲪﻴﺪ ﺍﻟﻄﺎﺋﻲ )‪ :(2004‬ﺗﻘﻴﻴﻢ ﻣﻮﺍﻗﻊ ﻓﻨﺎﺩﻕ ﺍﻟﺪﺭﺟﺔ ﺍﻻﻭﱃ ﻋﻠﻰ ﺷﺒﻜﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﻌﺎﳌﻴﺔ ‪ ،‬ﳎﻠﺔ ﺩﺭﺍﺳﺎﺕ )ﺍﻟﻌﻠﻮﻡ ﺍﻹﺩﺍﺭﻳﺔ(‬ ‫‪ ،‬ﺍ‪‬ﻠﺪ )‪ ،(31‬ﺍﻟﻌﺪﺩ )‪ ،(2‬ﺹ ‪.258 – 248‬‬ ‫‪---------------------------‬‬‫ﻭﰲ ﺿﻮﺀ ﻣﺎ ﺗﻘﺪﻡ ﳝﻜﻦ ﺃﻥ ﻧﻘﺪﻡ ﺇﻃﺎﺭﺍ ﻣﻘﺘﺮﺣﺎ ﻟﻸﺑﻌﺎﺩ ﺍﻷﺳﺎﺳﻴﺔ ﻟﻠﺠﻮﺩﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ )ﺟﻮﺩﺓ ﺍﳋﺪﻣـﺔ ﺍﻹﻟﻜﺘﺮﻭﻧﻴـﺔ(‬ ‫ﻟﻠﺸﺮﻛﺔ ﻭﺫﻟﻚ ﻣﻦ ﺧﻼﻝ ﺧﺼﺎﺋﺺ ﻭﻣﻜﻮﻧﺎﺕ ﻣﻮﻗﻌﻬﺎ ﻋﻠﻰ ﺍﻟﺸﺒﻜﺔ )ﺃﻧﻈﺮ ﺍﻟﺸﻜﻞ ﺭﻗﻢ ‪ . (8‬ﻳﻼﺣﻆ ﻣﻦ ﺍﻟﺸﻜﻞ ﺃﻥ‬ ‫ﻫﻨﺎﻙ ﻗﺎﻋﺪﺓ ﺍﻟﻌﻤﻞ ﻋﻠﻰ ﺍﻹﻧﺘﺮﻧﺖ ﻭﺍﻟﱵ ﺗﺘﻤﺜﻞ ﺑﺎﻷﺧﻼﻗﻴﺎﺕ ﻟﻀﻤﺎﻥ ﺍﻟﺜﻘﺔ ﻭﺍﳌﺼﺪﺍﻗﻴﺔ ﻭﺍﻷﻣﻦ ﰲ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ‬ ‫‪ ،‬ﺇﺿﺎﻓﻴﺔ ﺇﱃ ﺍﻷﺑﻌﺎﺩ ﺍﻷﺭﺑﻌﺔ ﺍﻷﺳﺎﺳﻴﺔ ﻻ ﺃﺧﺮﻯ ‪ ،‬ﻭﻫﺬﻩ ﺍﻷﺑﻌﺎﺩ ﻫﻲ ‪:‬‬ ‫‪١٢٠‬‬ ‫ﺃﻭﻻ‪:‬ﻣﻮﻗﻊ ﻋﻠﻰ ﺍﻟﺸﺒﻜﺔ ‪ :Web Site‬ﻫﻮ ﺟﻮﻫﺮ ﺍﳊﻀﻮﺭ ﺍﻹﻟﻜﺘﺮﻭﱐ ﻟﻠﺸﺮﻛﺎﺕ ﻭﻫﻮ ﺃﻛﱪ ﻣﻦ ﳎـﺮﺩ ﻭﺍﺟﻬـﺔ‬ ‫ﺇﻟﻜﺘﺮﻭﻧﻴﺔ ﻟﻠﺸﺮﻛﺔ ﻻ ﲣﺘﻠﻒ ﻋﻦ ﻭﺍﺟﻬﺔ ﺍﳌﺘﺎﺟﺮ ﺍﳌﺎﺩﻳﺔ ‪ ،‬ﻭﺫﻟﻚ ﻷﻧﻪ ﻳﻘﺪﻡ ﻛﻞ ﺧﺼﺎﺋﺺ ﺍﻟﺸﺮﻛﺔ ﰲ ﺇﻃﺎﺭ ﻣﻦ ﺍﻟﻔﻬـﻢ‬ ‫ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻲ ﻟﻜﻞ ﻋﻨﺎﺻﺮ ﺍﻟﻨﺠﺎﺡ ﺃﻭ ﺍﻟﻔﻀﻞ ﺍﳊﺮﺟﺔ ﰲ ﺍﻷﻋﻤﺎﻝ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﻟﻠﺸﺮﻛﺔ‪ ،‬ﳍﺬﺍ ﻻ ﳝﻜﻦ ﺍﻟﺘﻌﺎﻣﻞ ﻣﻊ ﻣﻮﻗﻊ‬ ‫ﺍﻟﻮﻳﺐ ﺑﻮﺻﻔﻪ ﳎﺮﺩ ﻣﻠﺼﻖ ﻣﻠﻮﻥ ﺃﻭ ﺻﻮﺭﺓ ﻛﺒﲑﺓ ﺫﺍﺕ ﺍﺭﺗﺒﺎﻁ ﺗﺸﻌﱯ ﻓﺎﺋﻖ ﻭﺇﳕﺎ ﻛﻬﻮﻳﺔ ﻟﻠﺸﺮﻛﺔ ﻭﺭﺳﺎﻟﺘﻬﺎ ﻭﲤﺜﻴﻞ ﻓﻌﺎﻝ‬ ‫ﻹﺳﺘﺮﺍﺗﻴﺠﻴﺘﻬﺎ ‪.‬‬ ‫ﻭﳝﻜﻦ ﺗﻌﺮﻳﻒ ﻣﻮﻗﻊ ﺍﻟﻮﻳﺐ ﺑﺄﻧﻪ ﳎﻤﻮﻋﺔ ﻣﻦ ﺻﻔﺤﺎﺕ ﺍﻟﻮﻳﺐ ﺍﳌﺘﺮﺍﺑﻄﺔ ﻣﻊ ﺑﻌﻀﻬﺎ ﺍﺭﺗﺒﺎﻃﺎ ﺗﺸﻌﺒﻴﺎ ﻟﺘﻐﻄﻴـﺔ ﻣﻮﺿـﻮﻉ‬ ‫ﻣﺘﻜﺎﻣﻞ ﻣﻌﲔ ﺃﻭ ﲤﺜﻴﻞ ﺃﻧﺸﻄﺔ ﺍﻟﺸﺮﻛﺔ ﻭﻣﻨﺘﺠﺎ‪‬ﺎ ﻭﺧﺪﻣﺎ‪‬ﺎ ﺑﻄﺮﻳﻘﺔ ﺗﻀﻤﻦ ﲢﻘﻴﻖ ﺃﻫﺪﺍﻓﻬﺎ ﻣﻦ ﺍﳊﻀﻮﺭ ﺍﻹﻟﻜﺘﺮﻭﱐ ‪.‬‬ ‫ﺍﻟﺸﻜﻞ ﺭﻗﻢ ) ‪ : ( 8‬ﺍﻹﻃﺎﺭ ﺍﳌﻘﺘﺮﺡ ﻟﻠﺠﻮﺩﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ‬ ‫ﺟﻮدةﻣﻮﻗﻊ اﻟﻮﻳﺐ‬ ‫ﺟﻮدة اﻟﺒﺮﻣﺠﻴﺎت‬ ‫‪١٢١‬‬ ‫ﺟﻮدة اﻟﻤﻌﻠﻮﻣﺎت‬ ‫ﺟﻮدة اﻟﺨﺪﻣﺎت‬ ‫اﻷﺧﻼﻗﻴﺎت اﻹﻟﻜﺘﺮوﻧﻴﺔ‬ ‫ﻭﰲ ﳏﺎﻭﻟﺔ ﻃﻤﻮﺣﺔ ﻣﻦ ﺃﺟﻞ ﺗﻘﻴﻴﻢ ﺟﻮﺩﺓ ﺍﳌﻮﺍﻗﻊ ﻋﻠﻰ ﺍﻟﺸﺒﻜﺔ ﰎ ﺗﻄﻮﻳﺮ ﻣﺪﺧﻞ ‪ E-Qual‬ﻣﻦ ﻗﺒﻞ ﺑﲑﻭﻥ ﻭ ﻓﻴﺪﺟﲔ‬ ‫‪ ، Barnes & Vidgen‬ﺇﻥ ﻫﺬﺍ ﺍﳌﺪﺧﻞ ﻳﺴﺘﺨﺪﻡ ﻣﺴﺢ ﺫﺍ )‪ (23‬ﻓﻘﺮﺓ ﻟﻠﺤﺼﻮﻝ ﻋﻠـﻰ ﺍﻟﺘـﺼﻮﺭﺍﺕ ﺍﻟﺬﺍﺗﻴـﺔ‬ ‫ﻟﻠﻤﺴﺘﻔﻴﺪﻳﻦ ‪ ،‬ﻭﻟﻘﺪ ﺍﺧﺘﱪ ﻫﺬﺍ ﺍﳌﺪﺧﻞ ﰲ ﺍﻟﻜﺜﲑ ﻣﻦ ﺍ‪‬ﺎﻻﺕ ﻣﻦ ﺿﻤﻨﻬﺎ ﻣﻮﺍﻗﻊ ﻣﻌﺎﺭﺽ ﺍﻹﻧﺘﺮﻧﺖ ﻭﻣﻮﺍﻗﻊ ﺍﳌﺰﺍﺩﺍﺕ ‪،‬‬ ‫ﻭﺗﻘﺎﺳﻢ ﺍﳌﻌﺮﻓﺔ ‪ ،‬ﻭﺍﳊﻜﻮﻣﺔ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ‪ .‬ﺇﻥ ﲢﻠﻴﻞ ﺑﻴﺎﻧﺎﺕ ﻣﺴﺢ ﺣﺴﺐ ﻫﺬﺍ ﺍﳌـﺪﺧﻞ ‪ E-Qual‬ﺃﻇﻬـﺮ ﺛﺎﻟﺜـﺔ‬ ‫ﻣﻜﻮﻧﺎﺕ ﺭﺋﻴﺴﻴﺔ ‪ :‬ﻗﺎﺑﻠﻴﺔ ﺍﻻﺳﺘﺨﺪﺍﻡ ‪ ،Usability‬ﺟﻮﺩﺓ ﺍﳌﻌﻠﻮﻣﺎﺕ ‪ ،‬ﻭﺟﻮﺩﺓ ﺗﻔﺎﻋﻞ ﺍﳋﺪﻣﺔ ‪ .‬ﺇﻥ ‪ E-Qual‬ﺇﻃﺎﺭ‬ ‫ﴰﻮﱄ ﳐﺘﱪ ﻟﺘﻘﻴﻴﻢ ﺗﺼﻮﺭﺍﺕ ﺍﳌﺴﺘﻔﻴﺪ ﳉﻮﺩﺓ ﻣﻮﻗﻊ ﺍﻟﻮﻳﺐ‪.‬‬ ‫ﻭﻣﻦ ﻣﺮﺍﺟﻌﺔ ﺍﻟﺪﺭﺍﺳﺎﺕ ﺍﻟﻜﺜﲑﺓ ﳝﻜﻦ ﺃﻥ ﲢﺪﺩ ﻭﻓﻖ ﻧﻄﺎﻕ ﺃﻭﺳﻊ ﺃﺑﻌﺎﺩ ﺟﻮﺩﺓ ﺍﳌﻮﻗﻊ ﺑﺎﻵﰐ ‪ :‬ﲨﺎﻟﻴﺔ ﻭﻭﻇﻴﻔﻴﺔ ﺍﻟﺘﺼﻤﻴﻢ‬ ‫‪ ،‬ﺍﳌﻮﺛﻮﻗﻴﺔ ‪ ،‬ﺍﻟﺼﻼﺕ ﺑﺎﳌﻮﺍﻗﻊ ﺍﻷﺧﺮﻯ ‪ ،‬ﺳﻬﻮﻟﺔ ﺍﻟﻮﺻﻮﻝ ﻭﺍﻻﺳﺘﻌﻤﺎﻝ ‪ ،‬ﺍﻟﺘﺼﻤﻴﻢ ﺍﻟـﺪﺍﺧﻠﻲ ﻟﻠـﺼﻔﺤﺎﺕ ﺍﻟﺮﺋﻴـﺴﻴﺔ‬ ‫‪١٢٢‬‬ ‫ﻭﺍﻟﻔﺮﻋﻴﺔ ﻟﻠﻤﻮﻗﻊ ‪ ،‬ﻭﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﻮﺳﺎﺋﻂ ﺍﳌﺘﻌﺪﺩﺓ )ﺍﻟﺼﻮﺭ ﻭﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﻷﺷﻜﺎﻝ ﻭﺍﳊﺮﻛـﺎﺕ( ‪ ،‬ﺍﻹﺑﺘﻜﺎﺭﻳـﺔ )ﺳـﺮﻋﺔ‬ ‫ﺍﻟﺘﺠﺪﻳﺪ ﻭﺍﻹﺿﺎﻓﺎﺕ ﺍﳉﺪﻳﺪﺓ ‪ ،‬ﻭﻣﺴﺘﻮﻯ ﺍﻟﺜﻘﺔ ﻭﺍﳌﺼﺪﺍﻗﻴﺔ ﻓﻴﻤﺎ ﻳﻘﺪﻣﻪ ﺍﳌﻮﻗﻊ ‪.‬‬ ‫ﺛﺎﻧﻴﹰﺎ ‪ :‬ﺟﻮﺩﺓ ﺍﻟﱪﳎﻴﺎﺕ ‪ :‬ﺇﻥ ﺍﻟﻌﻘﻞ ﺍﻵﱄ ﺍﻹﺩﺍﺭﻱ ﻭﺍﻟﻔﲏ ﻟﻠﺤﺎﺳﻮﺏ ﻭﺷﺒﻜﺔ ﺍﻟﺸﺮﻛﺔ ﺍﻟﺪﺍﺧﻠﻴـﺔ ﻭﺍﳋﺎﺭﺟﻴـﺔ ﻫـﻲ‬ ‫ﺍﻟﱪﳎﻴﺎﺕ ﺍﻟﱵ ﺗﻘﻮﻡ ﺃﻭ ﺗﺴﺎﻋﺪ ﻋﻠﻰ ﺍﻟﻘﻴﺎﻡ ﺑﻌﻤﻠﻴﺎﺕ ﻭﺻﻔﻘﺎﺕ ﻭﺧﺪﻣﺎﺕ ﻣﺘﻨﻮﻋﺔ ﻋﺎﺩﺓ ﻣﺎ ﲢﺪﺩ ﻣﺴﺒﻘﺎ ﺑﺎﻟﺘﻌﺎﻭﻥ ﺑـﲔ‬ ‫ﺍﻟﺸﺮﻛﺔ ﻭﺍﳌﱪﳎﲔ ‪ ،‬ﻭﺍﻟﱪﳎﻴﺔ ‪ Software‬ﻫﻲ ﺗﻌﻠﻴﻤﺎﺕ ﺗﻔﺼﻴﻠﻴﺔ ﺗﺴﻴﻄﺮ ﻋﻠﻰ ﻋﻤﻠﻴﺎﺕ ﻧﻈﺎﻡ ﺍﳊﺎﺳﻮﺏ ‪ ،‬ﻭﺍﻟﱪﳎﻴﺎﺕ‬ ‫ﻧﻮﻋﺎﻥ ‪ :‬ﺑﺮﳎﻴﺔ ﺍﻟﻨﻈﺎﻡ ‪ System Software‬ﻭﻫﻲ ﺍﻟﱵ ﺗﺪﻳﺮ ﻭﺗﺮﺍﻗﺐ ﺃﻧﺸﻄﺔ ﺍﳊﺎﺳـﻮﺏ ‪ ،‬ﻭﺑﺮﳎﻴـﺎﺕ ﺍﻟﺘﻄﺒﻴـﻖ‬ ‫‪ Application Software‬ﻭﻫﻲ ﺍﻟﱵ ‪‬ﺘﻢ ﺑﺈﳒﺎﺯ ﺍﳌﻬﺎﻡ ﻟﻠﺰﺑﺎﺋﻦ ﺍﻟﻨﻬﺎﺋﻴﲔ‪.‬‬ ‫ﺃﻥ ﺟﻮﺩﺓ ﺍﻟﱪﳎﻴﺔ ﺗﺘﺤﺪﺩ ﺑﺎﻷﺑﻌﺎﺩ ﺍﻟﺘﺎﻟﻴﺔ ‪ :‬ﻗﺎﺑﻠﻴﺔ ﺍﻟﺼﻴﺎﻧﺔ ‪ ،‬ﺍﳌﺮﻭﻧﺔ ﻗﺎﺑﻠﻴﺔ ﺍﻟﺘﻐﻴﲑ ‪ ،‬ﺍﻟﺼﻮﺍﺏ ‪ ،‬ﺳﻬﻮﻟﺔ ﻭﻗﺎﺑﻠﺔ ﺍﻻﺳﺘﺨﺪﺍﻡ‬ ‫‪ ،‬ﻗﺎﺑﻠﻴﺔ ﺍﻟﻨﻘﻞ ‪ ،‬ﺳﻬﻮﻟﺔ ﻭﻗﺎﺑﻠﻴﺔ ﺍﻟﺘﺸﻐﻴﻞ ‪ ،‬ﻗﺎﺑﻠﻴﺔ ﺇﻋﺎﺩﺓ ﺍﻻﺳﺘﺨﺪﺍﻡ ‪ ،‬ﻭﻗﺎﺑﻠﻴﺔ ﺍﻟﺘﺸﻐﻴﻞ ﺍﻟﺒﻴﲏ ‪.‬‬ ‫ﺛﺎﻟﺜﺎ ‪:‬ﺟﻮﺩﺓ ﺍﳌﻌﻠﻮﻣﺎﺕ ‪ :‬ﺃﻥ ﺍﻹﻧﺘﺮﻧﺖ ﻫﻮ ﺃﻛﱪ ﻭﺃﺳﺮﻉ ﻣﺴﺘﻮﺩﻉ ﺑﻴﺎﻧﺎﺕ ﻭﻣﻌﻠﻮﻣﺎﺕ ﻭﺩﺭﺍﺳﺎﺕ ﻭﺗﻘﺎﺭﻳﺮ ﺍﻟﺸﺮﻛﺎﺕ ‪،‬‬ ‫ﳍﺬﺍ ﻓﺈﻥ ﺍﳌﻌﻠﻮﻣﺎﺕ ﲢﺘﻞ ﺍﻷﳘﻴﺔ ﺍﻟﻜﱪﻯ ﰲ ﻣﻮﻗﻊ ﻭﺧﺪﻣﺎﺕ ﺍﻟﺸﺮﻛﺔ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ‪ ،‬ﻭﺍﻟﺒﻌﺾ ﺣﺪﺩ ﺍﻟﻘﻴﻤﺔ ﺍﳌﻀﺎﻓﺔ ﻋﻠﻰ‬ ‫ﻣﻮﻗﻊ ﺍﻟﺸﺮﻛﺔ ﲞﺼﺎﺋﺺ ﺍﳌﻨﺘﺞ ﺍﻟﺮﻗﻤﻲ ﻣﻀﺮﻭﺑﺎ ﺑﺈﺛﺮﺍﺀ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﻭﻟﻘﺪ ﺣﺪﺩ ﺟﻴﻤﺲ ﺃﻭﺑﺮﻳﻦ ‪ J.A.O'Brien‬ﺛﻼﺛﺔ‬ ‫ﺃﺑﻌﺎﺩ ﳉﻮﺩﺓ ﺍﳌﻌﻠﻮﻣﺎﺕ ‪ :‬ﺍﻟﻮﻗﺖ ﺃﻭ ﺍﻟﺘﻮﻗﻴﺖ ‪ ،‬ﺍﻟﺸﻜﻞ ‪ ،‬ﻭﺍﶈﺘﻮﻯ ‪ ،‬ﺃﻭ ﺟﻮﺩﺓ ﺍﳌﻌﻠﻮﻣﺎﺕ ﳝﻜـﻦ ﲢﺪﻳـﺪﻫﺎ ﺑـﺎﻵﰐ ‪:‬‬ ‫ﺍﻟﺸﻜﻞ ‪ ،‬ﻣﻮﺛﻮﻗﻴﺔ ﻭﺩﻗﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ‪ ،‬ﺛﺮﺍﺀ ﻭﺍﻟﺘﻨﻮﻉ ﺍﳌﻌﻠﻮﻣﺎﺕ ‪ ،‬ﺃﺭﺷﻔﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﺴﺎﺑﻘﺔ ‪ ،‬ﺍﻹﺣﺎﻟﺔ ﺇﱃ ﻣﺼﺎﺩﺭ ﻭﻣﻮﺍﻗﻊ‬ ‫ﻣﻮﺛﻮﻗﺔ ‪ ،‬ﲢﺪﻳﺚ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻣﻊ ﲢﺪﻳﺪ ﺗﺎﺭﻳﺦ ﺍﳊﺪﻳﺚ ﺍﻷﺧﲑ ‪ ،‬ﺩﺭﺟﺔ ﺍﻟﺼﻠﺔ ﺑﺎﳋﺪﻣﺔ ﺃﻭ ﻣﻮﺿﻮﻉ ﺍﳌﻮﻗﻊ ‪.‬‬ ‫ﺭﺍﺑﻌﹰﺎ ‪ :‬ﺗﻨﻮﻉ ﺍﳋﺪﻣﺎﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ‪ :‬ﺃﻥ ﺍﳋﺪﻣﺎﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﻛﺜﲑﺓ ﻭﻣﺘﻨﻮﻋﺔ ﻭﺃﺻﺒﺤﺖ ﺗﻐﻄﻲ ﲨﻴﻊ ﳎﺎﻻﺕ ﺍﳋﺪﻣﺔ‬ ‫ﺍﻟﺘﻘﻠﻴﺪﻳﺔ ‪ ،‬ﳍﺬﺍ ﻓﺄﻥ ﻫﺬﻩ ﺍﳋﺪﻣﺎﺕ ‪ ،‬ﻭﻟﻘﺪ ﺣﺪﺩﺕ )ﺃﻟﻴﺰﺑﺚ ﺗﺸﺎﻧﺞ ﻭﺯﻣﻼﺅﻫـﺎ ‪ (E. Chang et al.‬ﳎـﺎﻻﺕ‬ ‫ﻟﻠﺨﺪﻣﺎﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺑﺪﺀ ﻣﻦ ﺍﳋﺪﻣﺎﺕ ﺍﻟﺘﺠﺎﺭﻳﺔ ‪ ،‬ﳏﺮﻛﺎﺕ ﺍﻟﺒﺤﺚ ‪ ،‬ﻭﺍﳌﺰﺍﺩﺍﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﻭﺻﻮﻻ ﺇﱃ ﺍﳌﺸﺎﺭﻛﺎﺕ‬ ‫‪١٢٣‬‬ ‫‪ ،‬ﺍ‪‬ﻤﻮﻋﺎﺕ ‪ ،‬ﻭﺍﻷﺳﻮﺍﻕ ﺍﻻﻓﺘﺮﺍﺿﻴﺔ ‪ ،‬ﻭﺇﻥ ﺍﻟﺸﺮﻛﺔ ﺍﻟﱵ ﺗﻌﻤﻞ ﻋﻠﻰ ﺍﻹﻧﺘﺮﻧﺖ ﺗﻘﺪﻡ ﺧﺪﻣﺎ‪‬ﺎ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﰲ ﳎﺎﳍﺎ ﻭﺇﻥ‬ ‫ﺟﻮﺩﺓ ﻫﺬﻩ ﺍﳋﺪﻣﺔ ﺗﻘﺘﺮﻥ ﺑﺄﺑﻌﺎﺩ ﻋﺪﻳﺪﺓ ﺗﻔﺮﺿﻬﺎ ﺧﺼﺎﺋﺺ ﺍﻹﻧﺘﺮﻧﺖ ﻭﻗﺪﺭﺓ ﺍﻟﺸﺮﻛﺔ ﻋﻠﻰ ﺍﺳﺘﺨﺪﺍﻡ ﻫﺬﻩ ﺍﳋﺼﺎﺋﺺ ﻣﻦ‬ ‫ﺍﺟﻞ ﺇﺛﺎﺭﺓ ﺍﻟﺰﺍﺋﺮﻳﻦ – ﺍﻟﺰﺑﺎﺋﻦ ﺍﶈﺘﻠﲔ ﺑﺎﳋﺪﻣﺔ ﺍﻟﱵ ﺗﻘﺪﻣﻬﺎ ‪ ،‬ﺃﻥ ﺑﻘﺎﺀ ﺍﻟﺰﺑﻮﻥ ﻟﻔﺘﺮﺓ ﺃﻃﻮﻝ ﻋﻠﻰ ﻣﻮﻗﻊ ﺍﻟﺸﺮﻛﺔ ﳝﻜـﻦ ﺃﻥ‬ ‫ﻳﺰﻳﺪ ﻣﻦ ﺍﺣﺘﻤﺎﻝ ﺍﻟﻄﻠﺐ ﻋﻠﻰ ﺍﳋﺪﻣﺔ ﻣﻦ ﺍﳌﻮﻗﻊ ‪ ،‬ﻭﻣﻦ ﺃﺟﻞ ﺇﻳﻘﺎﺀ ﺍﻟﺰﺑﻮﻥ ﻟﻔﺘﺮﺓ ﺃﻃﻮﻝ ﻋﻠﻰ ﻣﻮﻗﻊ ﺍﻟﺸﺮﻛﺔ ﺑﺄ‪‬ﺎ ﲝﺎﺟﺔ‬ ‫ﺇﱃ ﺗﻨﻮﻳﻊ ﺧﺪﻣﺎﺕ ﺍﳌﻮﻗﻊ ‪ ،‬ﻭﺇﻥ ﺗﻨﻮﻉ ﺍﳋﺪﻣﺎﺕ ﺍﳌﻘﺪﻣﺔ ﲤﺜﻞ ﺍﺳﺘﺠﺎﺑﺔ ﺃﻓﻀﻞ ﳊﺎﺟﺎﺕ ﺍﻟﺰﺑﻮﻥ ﻋﻠﻰ ﻣﻮﻗـﻊ ﺍﻟـﺸﺮﻛﺔ‬ ‫ﻭﺑﺎﻟﺘﺎﱄ ﻓﺄﻧﻪ ﳝﺜﻞ ﺟﺰﺀ ﻣﻦ ﺟﻮﺩﺓ ﺍﳋﺪﻣﺔ ﺍﳌﻘﺪﻣﺔ ‪ ،‬ﻭﻫﺬﺍ ﻣﺎ ﳝﻜﻦ ﺃﻥ ﻳﺘﺤﻘﻖ ﻣﻦ ﺧﻼﻝ ‪ :‬ﺧﻴﺎﺭﺍﺕ ﺍﳋﺪﻣﺔ ﺍﳌﺘﻌـﺪﺩﺓ ‪،‬‬ ‫ﲡﺪﻳﺪ ﻋﺮﻭﺽ ﺍﳋﺪﻣﺔ ﺑﺎﺳﺘﻤﺮﺍﺭ ‪ ،‬ﺗﻮﻓﺮ ﳏﺮﻙ ﲝﺚ ‪ ،‬ﺍﻟﺼﻼﺕ ﺑﺎﳌﻮﺍﻗﻊ ﺍﳌﺘﻌﺪﺩﺓ ﺫﺍﺕ ﺍﻟﻌﻼﻗﺔ ﺑﻜﻞ ﺧﺪﻣـﺔ ﻣﻘﺪﻣـﻪ ‪،‬‬ ‫ﺍﻻﺗﺼﺎﻝ ﻭﺍﻻﺳﺘﺠﺎﺑﺔ ‪ ،‬ﺗﻮﻓﲑ ﺍﻟﺼﻠﺔ ﺑﺎﺳﺘﺸﺎﺭﻱ ‪.‬‬ ‫ﺧﺎﻣﺴﹰﺎ ‪ :‬ﺍﻷﺧﻼﻗﻴﺎﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ‪ :‬ﺃﻥ ﺃﺧﻼﻗﻴﺎﺕ ﺍﻹﺩﺍﺭﺓ ‪ Ethics of Management‬ﻫﻲ ﳎﻤﻮﻋﺔ ﺍﻟﻘﻮﺍﻋﺪ‬ ‫ﻭﺍﳌﻌﺎﻳﲑ ﺍﳌﺮﺷﺪﺓ ﺍﻟﱵ ﲢﺪﺩ ﻣﺎ ﻫﻮ ﺻﻮﺍﺏ ﺃﻭ ﺧﻄﺄ ﰲ ﺍﻟﺴﻠﻮﻙ ﺍﻹﺩﺍﺭﻱ ﺳﻮﺍﺀ ﺩﺍﺧﻞ ﺍﻟﺸﺮﻛﺔ ﺃﻭ ﺑﺎﻟﻌﻼﻗﺔ ﻣـﻊ ﺍﻟﺰﺑـﺎﺋﻦ‬ ‫ﻭﺍ‪‬ﺘﻤﻊ ﺍﻟﻜﺒﲑ ‪ ،‬ﻭﺇﺫﺍ ﻛﺎﻧﺖ ﺃﺧﻼﻗﻴﺎﺕ ﺍﻹﺩﺍﺭﺓ ﻗﺪ ﺃﺻﺒﺤﺖ ﺃﻛﺜﺮ ﺃﳘﻴﺔ ﻣﻊ ﺗﺰﺍﻳﺪ ﺍﻻﻧﺘـﻬﺎﻛﺎﺕ ﰲ ﻋـﺎﱂ ﺍﻹﻋﻤـﺎﻝ‬ ‫ﺍﶈﻜﻮﻣﺔ ﺃﻭﻻ ﺑﺄﻭﻟﻮﻳﺔ ﺍﳌﺆﺷﺮﺍﺕ ﺍﳌﺎﻟﻴﺔ ﺍﻟﱵ ﻳﻘﻒ ﰲ ﻣﻘﺪﻣﺘﻬﺎ‬ ‫ﺍﻟﺮﺑﺢ ‪ ،‬ﻓﺈﻥ ﻫﺬﺍ ﻗﺪ ﲡﻠﻰ ﰲ ﺗﺼﺮﳛﺎﺕ ﺍﻟﺸﺮﻛﺎﺕ ﺣﻮﻝ ﻗﻴﻢ ﺍﻟﺸﺮﻛﺔ ﻭﺇﺻﺪﺍﺭﻫﺎ ﺍﳌﺪﻭﻧﺎﺕ ﺍﻷﺧﻼﻗﻴـﺔ ﺍﻟـﱵ ﺗﺮﺷـﺪ‬ ‫ﺍﻟﻌﺎﻣﻠﲔ ﰲ ﻗﺮﺍﺭﺍ‪‬ﻢ ﻭﳑﺎﺭﺳﺎ‪‬ﻢ ‪ ،‬ﻭﻳﺒﺪﻭ ﺍﻟﻴﻮﻡ ﺃﻥ ﺍﻹﻧﺘﺮﻧﺖ ﻛﻌﻼﻗﺎﺕ ﻭﺃﻧﺸﻄﺔ ﻭﺗﻔﺎﻋﻼﺕ ﺑﻼ ﺣﺪﻭﺩ ﰲ ﺃﻣﺲ ﺍﳊﺎﺟﺔ‬ ‫ﺇﱃ ﺍﻷﺧﻼﻗﻴﺎﺕ ﻋﻠﻰ ﺍﻟﺸﺒﻜﺔ ﺍﻟﱵ ﳝﻜﻦ ﺗﺴﻤﻴﺘﻬﺎ ﺑﺎﻷﺧﻼﻗﻴﺎﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ‪.E-Ethics‬‬ ‫ﺃﻥ ﺍﻷﺧﻼﻗﻴﺎﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﻫﻲ ﳎﻤﻮﻋﺔ ﺍﳌﺒﺎﺩﺉ ﺍﻷﺧﻼﻗﻴﺔ ﺍﻟﱵ ﲢﻜﻢ ﺗﺼﺮﻓﺎﺕ ﺍﻷﻓﺮﺍﺩ ﻭﺍﻟﺸﺮﻛﺎﺕ ﻋﻠﻰ ﺍﻟﺸﺒﻜﺔ ﺍﻟﻌﺎﳌﻴﺔ‬ ‫‪ ،‬ﻭﻻ ﺷﻚ ﰲ ﺃﻥ ﺍﳋﺪﻣﺎﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺣﱴ ﻟﻮ ﻛﺎﻧﺖ ﳎﺎﻧﻴﺔ ﻻ ﳝﻜﻦ ﺃﻥ ﺗﻘﺪﻡ ﺑﺪﻭﻥ ﻗﺪﺭ ﻣﻼﺋﻢ ﻣﻦ ﺍﳌﺼﺪﺍﻗﻴﺔ ﻭﺍﻟﺜﻘﺔ‬ ‫ﻭﺍﻟﱰﺍﻫﺔ ﰲ ﺍﻟﺘﻌﺎﻣﻞ ‪ ،‬ﻭﻟﻨﺎ ﺃﻥ ﻧﺮﻯ ﺃﻥ ﲨﻴﻊ ﻣﻮﺍﻗﻊ ﺍﻟﺸﺮﻛﺎﺕ ﺍﳊﺪﻳﺜﺔ ﺗﻀﻊ ﻣﺎ ﻳﺸﲑ ﺇﱃ ﺍﻟﺘﺰﺍﻣﻬﺎ ﲟﺒـﺎﺩﺉ ﺍﳋـﺼﻮﺻﻴﺔ‬ ‫ﻛﻤﺎ ﺃﻥ ﺍﻟﺒﻌﺾ ﺍﻵﺧﺮ ﻳﻘﺪﻡ ﺧﺪﻣﺔ ﺍﳊﻤﺎﻳﺔ ﻣﻦ ﺍﻟﻔﲑﻭﺳﺎﺕ ﻭﲢﺪﻳﺜﻬﺎ ﺑﺎﺳﺘﻤﺮﺍﺭ ‪ ،‬ﺃﻥ ﺍﻷﺧﻼﻗﻴﺎﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴـﺔ ﻫـﻲ‬ ‫ﺍﻟﻀﻤﺎﻧﺔ ﰲ ﺇﺟﺮﺍﺀ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻟﺘﺠﺎﺭﻳﺔ ﻭﺍﻻﺳﺘﻄﻼﻉ ﺍﻵﻣﻦ ﻭﺍﻟﺘﺠﻮﺍﻝ ﺍﻵﻣﻦ ﳌﻮﺍﻗﻊ ﺍﻟﺸﺮﻛﺎﺕ ﻭﻣﻘﺪﻣﻲ ﺍﳋﺪﻣﺔ ﻭﻳﻨﻘﺺ‬ ‫‪١٢٤‬‬ ‫ﻣﻦ ﺃﺑﻌﺎﺩ ﺍﳉﻮﺩﺓ ﺍﻷﺧﺮﻯ ﻓﻴﻬﺎ ﻣﻬﻤﺎ ﻛﺎﻧﺖ ﻣﻬﻤﺔ ‪ ،‬ﳍﺬﺍ ﻧﺮﻯ ﺃﻥ ﺍﻷﺧﻼﻗﻴﺎﺕ ﳚﺐ ﺃﻥ ﺗﻜﻮﻥ ﻗﺎﻋﺪﺓ ﺍﻟﻌﻤﻞ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ‬ ‫ﻭﺃﺣﺪ ﻣﻜﻮﻧﺎﺕ ﺍﳉﻮﺩﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ‪ ،‬ﻭﻫﺬﺍ ﺍﻟﺒﻌﺪ ﻳﺸﺘﻤﻞ ﻋﻠﻰ ‪ :‬ﺍﻟﺜﻘﺔ ﻭﺍﳌﺼﺪﺍﻗﻴﺔ ﺣﻴﺚ ﺍﻟﺜﻘﺔ ﻫﻲ ﺍﻟﺘﻮﺍﻓﻖ ﺑﲔ ﻣﺎ ﻳﻘﺪﻡ‬ ‫ﻭﻣﺎ ﻫﻮ ﻣﺘﻮﻗﻊ ﻭﺍﳌﺼﺪﺍﻗﻴﺔ ﺍﻟﺘﻮﺍﻓﻖ ﺑﲔ ﻣﺎ ﺗﻌﺪ ﺍﻟﺸﺮﻛﺔ ﻭﻣﺎ ﺗﻘﺪﻣﺔ ﻣﻦ ﻣﻨﻈﻮﺭ ﺃﺧﻼﰲ( ‪ ،‬ﺳﻴﺎﺳﺔ ﺍﳋـﺼﻮﺻﻴﺔ ﲪﺎﻳـﺔ‬ ‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﻋﻦ ﺍﻟﺰﺑﻮﻥ ﻭﻋﺪﻡ ﺍﺳﺘﺨﺪﺍﻣﻬﺎ ﻟﻐﲑ ﺍﻷﻏﺮﺍﺽ ﺍﻟﱵ ﲨﻌﺖ ﻣﻦ ﺃﺟﻠﻬﺎ ﻭﺇﻥ ﲡﻤﻊ ﻫﺬﻩ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﺎﳊﺪ ﺍﻷﺩﱏ ‪،‬‬ ‫ﺃﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﻫﻮ ﳝﺜﻞ ﺍﳌﺸﻜﻠﺔ ﺍﻷﺧﻄﺮ ﻋﻠﻰ ﺍﻹﻧﺘﺮﻧﺖ ﰲ ﻇﻞ ﺍﻧﺘﺸﺎﺭ ﺟﺮﺍﺋﻢ ﺍﳊﺎﺳﻮﺏ ﻭﻹﻧﺘﺮﻧـﺖ ‪ ،‬ﻭﺍﳌﺮﺍﺟﻌـﺔ‬ ‫ﺍﻷﺧﻼﻗﻴﺔ ﺍﻟﺪﻭﺭﻳﺔ ﺃﻧﻈﺮ ﺍﳉﺪﻭﻝ ﺭﻗﻢ ‪. (9‬‬ ‫ﺍﻧﻈﺮ ﺍﳉﺪﻭﻝ ﺭﻗﻢ )‪ (9‬ﰲ ﺍﻟﺼﻔﺤﺔ ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬ ‫ﺍﳉﺪﻭﻝ ﻟﺮﻗﻢ )‪ : (9‬ﺍﻷﺑﻌﺎﺩ ﺍﳌﻘﺘﺮﺣﺔ ﳉﻮﺩﺓ ﺍﳋﺪﻣﺔ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ‬ ‫ﺍﳌﻜﻮﻧﺎﺕ ﺍﻟﺮﺋﻴﺴﻴﺔ‬ ‫ﺍﻷﺑﻌﺎﺩ ﻭﺍﳋﺼﺎﺋﺺ‬ ‫‪-١‬‬ ‫ﻣﻮﻗﻊ ﺍﻟﻮﻳﺐ‬ ‫ ﲨﺎﻟﻴﺔ ﻭﻭﻇﻴﻔﺔ ﺍﻟﺘﺼﻤﻴﻢ‬‫ ﺍﳌﻮﺛﻮﻗﻴﺔ ‪.‬‬‫ ﺳﻬﻮﻟﺔ ﺍﻟﻮﺻﻮﻝ ﻭﺍﻻﺳﺘﻌﻤﺎﻝ ‪.‬‬‫ ﺍﻟﺘﻨﻈﻴﻢ ﺍﻟﺪﺍﺧﻠﻲ ﻟﻠﺼﻔﺤﺎﺕ ﺍﻟﺮﺋﻴﺴﻴﺔ ﻭﺍﻟﻔﺮﻋﻴﺔ ﻟﻠﻤﻮﻗﻊ ‪.‬‬‫ ﺍﻟﺼﻮﺭ ﻭﺍﻟﺒﻴﺎﻧـﺎﺕ ﻭﺍﻷﺷـﻜﺎﻝ ﻭﺍﳊﺮﻛـﺎﺕ ﺫﺍﺕ ﺍﻟﻌﻼﻗـﺔ ﺑﻐـﺮﺽ‬‫ﻭﻣﻮﺿﻮﻋﺎﺕ ﻭﺧﺪﻣﺎﺕ ﺍﳌﻮﻗﻊ ‪.‬‬ ‫ ﺗﻮﻓﺮ ﺍﻟﺼﻼﺕ ﺑﺎﳌﻮﺍﻗﻊ ﺍﻷﺧﺮﻯ ‪.‬‬‫‪ -‬ﺗﻌﺪﺩ ﺍﻟﻠﻐﺎﺕ ‪.‬‬ ‫‪-٢‬‬ ‫ﺟﻮﺩﺓ ﺍﻟﱪﳎﻴﺎﺕ‬ ‫‪ -١‬ﻗﺎﺑﻠﻴﺔ ﺍﻟﺼﻴﺎﻧﺔ ‪ :Maintainability‬ﻫﻞ ﳝﻜﻦ ﺗﺜﺒﻴﺘﻬﺎ ‪.‬‬ ‫‪ -٢‬ﺍﳌﺮﻭﻧﺔ ‪ :Flexibility‬ﻫﻞ ﺍﺳﺘﻄﻴﻊ ﺃﻥ ﺃﻏﲑﻫﺎ ‪.‬‬ ‫‪ -٣‬ﺍﻟﺼﻮﺍﺏ ‪ :Correctness‬ﻫﻞ ﻫﻲ ﺗﻘﻮﻡ ﲟﺎ ﻫﻮ ﻣﻄﻠﻮﺏ ﺍﻟﻘﻴﺎﻡ ﺑﻪ ‪.‬‬ ‫‪ -٤‬ﺍﳌﻌﻮﻟﻴﺔ ‪ :Reliability‬ﻫﻞ ﻫﻲ ﺗﻘﻮﻡ ﲟﺎ ﻫﻮ ﻣﻄﻠﻮﺏ ﻟﻠﻘﻴﺎﻡ ﻛﻞ ﻣﺮﺓ‬ ‫ﲟﺎ ﻫﻮ ﺻﺤﻴﺢ ‪.‬‬ ‫‪١٢٥‬‬ ‫‪ -٥‬ﻗﺎﺑﻠﺔ ﺍﻻﺳﺘﺨﺪﺍﻡ ‪ :Usability‬ﻫﻞ ﻫﻲ ﻣﺼﻤﻤﺔ ﻣﻦ ﺃﺟﻞ ﺍﳌﺴﺘﻔﻴﺪ ‪.‬‬ ‫‪ -٦‬ﻗﺎﺑﻠﻴﺔ ﺍﻟﻨﻘﻞ ‪ :Portability‬ﻫﻞ ﳝﻜﻦ ﺍﺳﺘﺨﺪﺍﻣﻬﺎ ﻋﻠﻰ ﺁﻟﺔ ﺃﺧﺮﻯ ‪.‬‬ ‫‪ -٧‬ﻗﺎﺑﻠﻴﺔ ﺇﻋﺎﺩﺓ ﺍﻻﺳـﺘﺨﺪﺍﻡ ‪ :Reusability‬ﻫـﻞ ﳝﻜـﻦ ﺇﻋـﺎﺩﺓ‬ ‫ﺍﺳﺘﺨﺪﺍﻣﻬﺎ ﻛﻠﻴﺎ ﺃﻭ ﺟﺰﺋﻴﺎ ‪.‬‬ ‫‪ -٨‬ﻗﺎﺑﻠﻴﺔ ﺍﻟﺘﺸﻐﻴﻞ ﺍﻟﺒﻴﲏ ‪ :Interoperability‬ﻫﻞ ﳝﻜﻦ ﻟﻠﱪﳎﻴـﺔ ﺃﻥ‬ ‫ﺗﻌﻤﻞ ﻭﺗﺘﺪﺍﺧﻞ ﻣﻊ ﻧﻈﺎﻡ ﺁﺧﺮ ‪.‬‬ ‫‪-٣‬‬ ‫ﺟﻮﺩﺓ ﺍﳌﻌﻠﻮﻣﺎﺕ‬ ‫ ﺍﻟﺸﻜﻞ ﻭ ﺍﻟﻮﺿﻮﺡ ‪ ،‬ﺍﻟﻮﺳﺎﺋﻂ ﺍﳌﻌﺪﺩﺓ ‪ ،‬ﻭﻣﺴﺘﻮﻯ ﺍﻟﺘﻔﺼﻴﻞ ‪.‬‬‫ ﻣﻮﺛﻮﻗﻴﺔ ﻭﺩﻗﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ‪.‬‬‫ ﺛﺮﺍﺀ ﻭﺍﻟﺘﻨﻮﻉ ﻭﺯﺑﻮﻧﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﺬﻛﺎﺀ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ‪.‬‬‫ﺃﺭﺷﻔﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﺴﺎﺑﻘﺔ ‪.‬‬ ‫ ﺍﻹﺣﺎﻟﺔ ﺇﱃ ﻣﺼﺎﺩﺭ ﻭﻣﻮﺍﻗﻊ ﻣﻮﺛﻮﻗﺔ ‪.‬‬‫ ﲢﺪﻳﺚ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻣﻊ ﲢﺪﻳﺪ ﺗﺎﺭﻳﺦ ﺍﻟﺘﺤﺪﻳﺚ ﺍﻷﺧﲑ ‪.‬‬‫‪ -‬ﺩﺭﺟﺔ ﺍﻟﺼﻠﺔ ﺑﺎﳋﺪﻣﺔ ﺃﻭ ﻣﻮﺿﻮﻉ ﺍﳌﻮﻗﻊ ‪.‬‬ ‫‪-٤‬‬ ‫ﺟﻮﺩﺓ ﻭﺗﻨﻮﻉ ﺍﳋﺪﻣﺎﺕ‬ ‫ ﺧﻴﺎﺭﺍﺕ ﺍﳋﺪﻣﺔ ﺍﳌﺘﻌﺪﺩﺓ ‪.‬‬‫ ﲡﺪﻳﺪ ﻋﺮﻭﺽ ﺍﳋﺪﻣﺔ ﺑﺎﺳﺘﻤﺮﺍﺭ ‪.‬‬‫ ﺗﻮﻓﺮ ﳏﺮﻙ ﲝﺚ ‪.‬‬‫ ﺍﻟﺼﻼﺕ ﺑﺎﳌﻮﺍﻗﻊ ﺍﳌﺘﻌﺪﺩﺓ ﺫﺍﺕ ﺍﻟﻌﻼﻗﺔ ﺑﻜﻞ ﺧﺪﻣﺔ ﻣﻘﺪﻣﺔ ‪.‬‬‫‪ -‬ﺍﻻﺗﺼﺎﻝ ﻭﺍﻻﺳﺘﺠﺎﺑﺔ ‪.‬‬ ‫ﺍﻷﺧﻼﻗﻴﺎﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ‬ ‫ ﺍﻟﺘﺄﻛﻴﺪ ﻋﻠﻰ ﺍﻟﺜﻘﺔ ﻭﺍﳌﺼﺪﺍﻗﻴﺔ ‪.‬‬‫ ﺳﻴﺎﺳﺔ ﻭﻗﻮﺍﻋﺪ ﺍﳋﺼﻮﺻﻴﺔ ‪.‬‬‫ ﺍﳌﻀﺎﺩﺍﺕ ﻟﻠﻔﲑﻭﺳﺎﺕ ﻭﺍﻟﱪﻳﺪ ﺍﳌﺰﻋﺞ ﻭﻏﲑﻫﺎ ‪.‬‬‫ ﺃﻣﻦ ﺍﳌﻌﻮﻣﺎﺕ ‪.‬‬‫‪ -‬ﺍﳌﺮﺍﺟﻌﺔ ﺍﻷﺧﻼﻗﻴﺔ ﺍﻟﺪﻭﺭﻳﺔ ‪.‬‬ ‫ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ‬ ‫‪-٥‬‬ ‫‪ -٧‬ﺍﳋﻼﺻﺔ ‪:‬‬ ‫ﰲ ﺿﻮﺀ ﻣﺎ ﰎ ﻋﺮﺿﻪ ﻭﲢﻠﻴﻠﻪ ﰲ ﻫﺬﺍ ﺍﻟﻘﺴﻢ ﳝﻜﻦ ﺗﻘﺪﱘ ﺍﻻﺳﺘﻨﺘﺎﺟﺎﺕ ﺍﻷﺳﺎﺳﻴﺔ ﺍﻟﺘﺎﻟﻴﺔ ‪:‬‬ ‫‪١٢٦‬‬ ‫ﺃﻭﻻ ‪ :‬ﺇﻥ ﺍﻻﻫﺘﻤﺎﻡ ﺑﺎﳉﻮﺩﺓ ﱂ ﻳﻜﻮﻥ ﻫﻮ ﺍﻷﺳﺒﻖ ﻭﺇﳕﺎ ﻫﻮ ﻧﺘﺎﺝ ﺗﻄﻮﺭ ﺑﺪﺀ ﺑﺈﻧﺘﺎﺝ ﺃﻗﺼﻰ ﻣﺎ ﳝﻜﻦ ﺇﻧﺘﺎﺟﻪ ﺑﻐﺾ ﺍﻟﻨﻈـﺮ‬ ‫ﻋﻦ ﺟﻮﺩﺗﻪ ‪ ،‬ﻭﺍﻧﺘﻘﻞ ﺇﱃ ﺍﻻﻫﺘﻤﺎﻡ ﲜﻮﺩﺓ ﺍﻹﻧﺘﺎﺝ ﺩﺍﺧﻞ ﺍﳌﺼﻨﻊ ‪ ،‬ﻭﻣـﻦ ﰒ ﺟﻮﺩﺓ ﺍﳌﻨﺘﺞ ﺃﻱ ﺍﻧـﺘﻘﺎﻝ ﺍﻻﻫﺘﻤـﺎﻡ ﻣـﻦ‬ ‫ﺍﻟﻨﻈﺎﻡ ﺍﻹﻧﺘﺎﺟﻲ ﺇﱃ ﺍﻟﺰﺑﻮﻥ ‪.‬‬ ‫ﺛﺎﻧﻴﹰﺎ ‪ :‬ﺇﻥ ﺍﻻﻫﺘﻤﺎﻡ ﲜﻮﺩﺓ ﺍﳋﺪﻣﺔ ﻛﺎﻥ ﻣﺮﺣﻠﺔ ﻻﺣﻘﺔ ﻋﻠﻰ ﺍﻻﻫﺘﻤﺎﻡ ﺑﺎﻻﻧﺘﻘﺎﻝ ﻣﻦ ﺍﻟﺴﻠﻌﺔ ) ﺍﳌﻠﻤﻮﺳﺔ ( ﺇﱃ ﺍﳋﺪﻣﺔ )‬ ‫ﺍﻟﻨﺸﺎﻁ ﻏﲑ ﺍﳌﻠﻤﻮﺱ ( ﺍﻷﺻﻌﺐ ﰲ ﺍﻟﻘﻴﺎﻡ ﻭﺍﻟﺘﺤﺪﻳﺪ ‪.‬‬ ‫ﺛﺎﻟﺜﹰﺎ ‪ :‬ﺇﻥ ﺍﻻﻧﺘﻘﺎﻝ ﺇﱃ ﺍﻻﻗﺘﺼﺎﺩ ﺍﻟﻘﺎﺋﻢ ﻋﻠﻰ ﺍﳋﺪﻣﺎﺕ ﰲ ﺍﻻﻗﺘﺼﺎﺩﻳﺎﺕ ﺍﳌﺘﻘﺪﻣﺔ ‪ ،‬ﻗﺪ ﺟﻌﻞ ﺟﻮﺩﺓ ﺍﳋﺪﻣﺔ ﻫﻲ ﺍﻷﻛﺜﺮ‬ ‫ﺃﳘﻴﺔ ‪،‬ﻭﺃﺻﺒﺤﺖ ﺃﺑﻌﺎﺩ ﺟﻮﺩﺓ ﺍﳋﺪﻣﺔ ﻫﻲ ﺍﻷﻛﺜﺮ ﺃﳘﻴﺔ ﰲ ﺍﲡﺎﻫﺎﺕ ﲢﺴﲔ ﺍﳉﻮﺩﺓ‪.‬‬ ‫ﺭﺍﺑﻌﹰﺎ ‪ :‬ﺇﻥ ﺃﺑﻌﺎﺩ ﻭﺟﻮﺩﺓ ﺍﳋﺪﻣﺔ ﰎ ﲢﺪﻳﺪﻫﺎ ﲞﻤﺴﺔ ﺃﺑﻌﺎﺩ ﺃﺳﺎﺳﻴﺔ ﻫﻲ‪ :‬ﺍﳌﻠﻤﻮﺳﺎﺕ )ﺍﻟﺘﺴﻬﻴﻼﺕ ﺍﳌﺎﺩﻳـﺔ ﻭﺍﻷﺟﻬـﺰﺓ‬ ‫ﻭﺍﻷﻓﺮﺍﺩ( ﺍﳌﻌﻮﻟﻴﺔ ‪ ، Reliability‬ﺍﻻﺳﺘﺠﺎﺑﺔ ‪ ،‬ﺍﳌﻘﺪﺭﺓ ﻣﻌﺮﻓﺔ ﻭﻣﻬﺎﺭﺍﺕ ﻣﻘﺪﻡ ﺍﳋﺪﻣـﺔ ‪ ،‬ﻭﺍﻟـﺘﻘﻤﺺ ﺍﻟﻌـﺎﻃﻔﻲ‬ ‫‪.Empathy‬‬ ‫ﺧﺎﻣﺴﺎ ‪ :‬ﻟﻘﺪ ﺍﺯﺩﺍﺩﺕ ﻣﻊ ﺍﻟﺘﻮﺳﻊ ﺑﺎﻹﻧﺘﺮﻧﺖ ﻭﻣﻊ ﻛﻞ ﺷﻲﺀ ﺇﻟﻜﺘﺮﻭﱐ ﺍﳉﻮﺩﺓ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﻟﱵ ﻫﻲ ﺁﺧﺮ ﻣﺮﺣﻠﺔ ﺗﻄﻮﺭ‬ ‫ﰲ ﳎﺎﻝ ﺍﳉﻮﺩﺓ ﻭﺍﻟﱵ ﺗﺮﺗﺒﻂ ﲜﻮﺩﺓ ﻋﻤﻞ ﻭﺧﺪﻣﺎﺕ ﺍﻟﺸﺮﻛﺎﺕ ﻋﻠﻰ ﺍﻟﺸﺒﻜﺔ ﺍﻟﻌﺎﻟﻴﺔ )ﺍﻹﻧﺘﺮﻧﺖ(‪.‬‬ ‫ﺳﺎﺩﺳﺎ ‪ :‬ﺇﻥ ﳕﻮﺫﺝ ﻓﺠﻮﺍﺕ ﺍﳉﻮﺩﺓ ﺃﻭ ﻣﺎ ﻳﻌﺮﻑ ﺑﻨﻈﺎﻡ ‪ ServQual‬ﻻﺯﺍﻝ ﳝﺜﻞ ﻧﻈﺎﻣﺎ ﻓﻌﺎﻻ ﰲ ﺩﺭﺍﺳﺔ ﺟﻮﺩﺓ ﺍﳋﺪﻣﺔ‬ ‫ﺣﺴﺐ ﺗﻮﻗﻌﺎﺕ ﺍﻹﺩﺍﺭﺓ ﻭﺍﻟﺰﺑﻮﻥ ‪ ،‬ﻭﻗﺪ ﰎ ﺗﻄﻮﻳﺮ ﻫﺬﺍ ﺍﻟﻨﻈﺎﻡ ﻟﻴﺴﺘﺨﺪﻡ ﰲ ﲢﺪﻳﺪ ﻭﻗﻴﺎﺱ ﺟﻮﺩﺓ ﺍﳋﺪﻣـﺔ ﺍﻹﻟﻜﺘﺮﻭﻧﻴـﺔ‬ ‫ﺣﺴﺐ ﻧﻈﺎﻡ ‪.WebQual‬‬ ‫ﺳﺎﺑﻌﺎ ‪ :‬ﺇﻥ ﺃﺑﻌﺎﺩ ﺍﳉﻮﺩﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﻛﺜﲑﺓ ﻭﻣﺘﻨﻮﻋﺔ ﻭﻣﻦ ﺃﺟﻞ ﺗﻘﺪﱘ ﺭﺅﻳﺔ ﻭﺍﺿﺤﺔ ﻋﻨﻬﺎ ﻗﺪ ﰎ ﺗﻘﺪﱘ ﺇﻃـﺎﺭ ﻣﻘﺘـﺮﺡ‬ ‫ﻳﺘﻀﻤﻦ ﲬﺴﺔ ﺃﺑﻌﺎﺩ ﻟﻠﺠﻮﺩﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﻫﻲ‪ :‬ﺟﻮﺩﺓ ﻣﻮﻗﻊ ﺍﻟﺸﺮﻛﺔ ﻋﻠﻰ ﺍﻟﺸﺒـﻜﺔ ‪ ،‬ﺟﻮﺩﺓ ﺍﻟﱪﳎﻴﺎﺕ ‪ ،‬ﺟﻮﺩﺓ ﺗﻨـﻮﻉ‬ ‫ﺍﳋﺪﻣﺎﺕ ﺍﻹﻟﻜـﺘﺮﻭﻧﻴﺔ ‪ ،‬ﻭﺃﺧﲑﺍ ﺍﻷﺧﻼﻗﻴﺎﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ‪.‬‬ ‫‪١٢٧‬‬ ‫ﺍﻟﻔﺼﻞ ﺍﻟﺮﺍﺑﻊ ‪ :‬ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍﻟﺘﻤﻴﺰ ﰲ ﺃﺩﺍﺀ ﻣﻨﺸﺂﺕ ﺍﻷﻋﻤﺎﻝ ﻭﺍﻟﺒﻨﺎﺀ ﺍﳌﺆﺳﺴﻲ‬ ‫‪ -١‬ﻣﻘﺪﻣﺔ ﺍﻟﻔﺼﻞ ‪:‬‬ ‫ﺗﺸﻬﺪ ﺍﻟﺪﻭﻝ ﺍﳌﺘﻘﺪﻣﺔ ﺗﺴﺎﺭﻋﹰﺎ ﻣﻠﺤﻮ ﹰﻇﹰﺎ ﰲ ﺍﻟﺘﻄﻮﺭ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻲ ﻭﺍﻟﺜﻘﺎﰲ ﻭﺍﻻﺟﺘﻤﺎﻋﻲ؛ ﻓﻨـﺴﻤﻊ ﺗـﺎﺭﺓ ﲟـﺎ ﻳـﺴﻤﻰ‬ ‫ﺑﺎﳍــــﻮﺓ ﺍﻟﺮﻗﻤﻴﺔ ) ‪ ( Digital Divid‬ﻭﺗﺎﺭﺓ ﺃﺧﺮﻯ ﺑﻔﺠـــﻮﺓ ﺍﻟﻨـﺸﻮﺀ)‪( Generation Gap‬‬ ‫ﻓﻤﺎ ﻫﻲ ﺍﻷﺳﺒﺎﺏ ﻭﺍﳊﻴﺜﻴﺎﺕ ﻟﻮﺟﻮﺩ ﻫﺬﻳﻦ ﺍﳌﺼﻄﻠﺤﲔ ؟ ﻓﺒﻌﺾ ﺍﻟﺪﻭﻝ ﺍﻟﻨﺎﻣﻴﺔ ﻻﺯﺍﻟﺖ ﺗﻄﺒـﻖ ﺍﻷﻧﻈﻤـﺔ ﺍﻟﺘـﺸﺎ‪‬ﻴﺔ‬ ‫) ‪ ، (Analog System‬ﺑﻴﻨﻤﺎ ﺧﻄﺖ ﺩﻭﻝ ﺃﺧﺮﻯ ﺧﻄﻮﺍﺕ ﻣﺘﻘﺪﻣﺔ ﰲ ﳎﺎﻝ ﺍﻷﻧﻈﻤـﺔ ﺍﻟﺮﻗﻤﻴـﺔ ) ‪Digital‬‬ ‫‪١٢٨‬‬ ‫‪( Systems‬ﻭﻫﺬﺍ ﻣﺎ ﻳﻌﺮﻑ ﺑﺎﳍﻮﺓ ﺍﻟﺮﻗﻤﻴﺔ ﻭﻣﻦ ﺟﻬﺔ ﺃﺧﺮﻯ ‪ ،‬ﻓﺎﻥ ﻓﺠﻮﺓ ﺍﻷﺟﻴﺎﻝ ﻫﻲ ﻋﺒﺎﺭﺓ ﻋﻦ ﺍﻻﺧﺘﻼﻑ ﺑـﲔ‬ ‫ﻣﺪﻯ ﺍﻻﺳﺘﻴﻌﺎﺏ ﻭﺍﻟﺘﺄﻗﻠﻢ ﺑﲔ ﺍﻵﺑﺎﺀ ﻭﺍﻷﺑﻨﺎﺀ ﻭﺇﻣﻜﺎﻧﻴﺔ ﻣﻮﺍﻛﺒﺘﻬﻢ ﻟﻠﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﺎﺻﺮﺓ ‪ ،‬ﻓﻨﺮﻯ ﺍﻷﺑﻨﺎﺀ ﻳﺘﻤﻴـﺰﻭﻥ ﰱ‬ ‫ﺍﺳﺘﺨﺪﺍﻡ ﺍﻷﺟﻬﺰﺓ ﻭﺍﻟﺘﻘﻨﻴﺎﺕ ﺍﳌﺘﻄﻮﺭﺓ ‪ ،‬ﺑﻴﻨﻤﺎ ﻳﻈﻬﺮ ﻋﺠﺰ ﺍﻵﺑﺎﺀ ﰲ ﻓﻬﻢ ﻭﺍﺳﺘﻴﻌﺎﺏ ﺃﺳﺎﺳﻴﺎﺕ ﻭﺑﺪﺍﺋﻴﺎﺕ ﻫﺬﻩ ﺍﻷﺟﻬﺰﺓ‬ ‫‪.‬‬ ‫ﺇﺿﺎﻓﺔ ﺇﱃ ﺍﳍﻮﺓ ﺍﻟﺮﻗﻤﻴﺔ ﻭﻓﺠﻮﺓ ﺍﻷﺟﻴﺎﻝ ﻭﰱ ﺿﻮﺀ ﻣﺎ ﺳﺒﻖ ‪ ،‬ﻧﻼﺣﻆ ﻭﺟﻮﺩ ﻓﺠﻮﺓ ﺃﺧـﺮﻯ ﺗـﺴﻤﻰ ﻓﺠـﻮﺓ ﺍﻷﺩﺍﺀ‬ ‫)‪ ( Performance Gap‬ﺣﻴﺚ ﺗﺘﻤﺮﻛﺰ ﻫﺬﻩ ﺍﳌﺴﺄﻟﺔ ﰲ ﻭﺟﻮﺩ ﻓﺮﻕ ﺑﲔ ﻣﺴﺘﻮﻳﺎﺕ ﺍﻷﺩﺍﺀ ﰲ ﺍﻟﻘﻄـﺎﻋﲔ ﺍﻟﻌـﺎﻡ‬ ‫ﻭﺍﳋﺎﺹ ‪.‬‬ ‫ﻭﰲ ﻫﺬﺍ ﺍﻟﻔﺼﻞ ﻫﺬﻩ ﺳﻨﺘﻌﺮﻑ ﻋﻠﻰ ﺃﺳﺒﺎﺏ ﻭﺟﻮﺩ ﻫﺬﻩ ﺍﳌﻌﻀﻠﺔ ﻣﻦ ﺧـﻼﻝ ﻣﻘﺎﺭﻧـﻪ ﺍﻷﺩﺍﺀ ﺍﳊﻜـﻮﻣﻲ ﻭﺍﻷﺩﺍﺀ ﰲ‬ ‫ﻣﺆﺳﺴﺎﺕ ﺍﻟﻘﻄﺎﻉ ﺍﳋﺎﺹ ﰲ ﺳﺒﻴﻞ ﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻦ ﲡﺮﺑﺔ ﺍﻟﻘﻄﺎﻉ ﺍﳋﺎﺹ ﻭﺍﻟﺘﻌﺮﻑ ﻋﻠﻰ ﻧﻘﺎﻁ ﺍﻟﻘﻮﺓ ﻭﺗﻌﺰﻳﺰﻫﺎ ﻭﻧﻘـﺎﻁ‬ ‫ﺍﻟﻀﻌﻒ ﳌﻌﺎﳉﺔ ﺍﻷﺧﺘﻼﻻﺕ ﻭﻛﻴﻔﻴﺔ ﺗﻘﻠﻴﺼﻬﺎ ﻣﻦ ﺧﻼﻝ ﺗﺒﲎ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﻟﻠﺘﻤﻴﺰ ﰲ ﺍﻷﺩﺍﺀ ﺍﳊﻜﻮﻣﻲ ‪.‬‬ ‫ﻭﻳﻬﺪﻑ ﻫﺬﺍ ﺍﻟﻔﺼﻞ ﺇﱃ ﺗﻄﻮﻳﺮ ﻣﻨﻬﺠﻴﺔ ﻋﻤﻞ ﻓﻌﺎﻟﺔ ﻭﻗﺎﺑﻠﺔ ﻟﻠﺘﻄﺒﻴﻖ ﻟﻐﺎﻳﺎﺕ ﺭﻓﻊ ﻣﺴﺘﻮﻯ ﺍﻷﺩﺍﺀ ﰲ ﺍﳌﺆﺳﺴﺎﺕ ﺍﻟﻌﺎﻣﻠﺔ ﰲ‬ ‫ﺍﻟﻘﻄﺎﻉ ﺍﳊﻜﻮﻣﻲ ﻭﺍﻟﻮﺻﻮﻝ ﺇﱃ ﻣﺴﺘﻮﻳﺎﺕ ﺍﻟﺘﻤﻴﺰ ﺍﻟﱵ ﺍﺭﺗﻘﺖ ﺇﻟﻴﻬﺎ ﻣﺆﺳﺴﺎﺕ ﺍﻟﻘﻄﺎﻉ ﺍﳋﺎﺹ ‪ ،‬ﻭﻣﻦ ﺃﻫﺪﺍﻑ ﺍﻟﻔﺼﻞ ‪،‬‬ ‫ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﻣﺎﺳﺒﻖ ﺫﻛﺮﻩ ‪ ،‬ﺗﻘﺪﱘ ﺃﺩﺍﻩ ﺗﺸﺨﻴﺼﻴﺔ ﻣﺘﻤﺜﻠﺔ ﺑﺒﻨﺎﺀ ﳕـﻮﺫﺝ ﻓﻜـﺮﻯ ‪ /‬ﻣﻔـﺎﻫﻴﻤﻲ ‪Conceptual‬‬ ‫)‪ ( Model‬ﻳﺴﺎﻋﺪ ﻋﻠﻰ ﺍﻟﺘﻌﺮﻑ ﻋﻠﻰ ﺃﻧﻮﺍﻉ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﻭﺃﺳﺎﻟﻴﺐ ﺍﻟﻌﻤﻞ ﻭﺍﻷﺩﻭﺍﺕ ﺍﻟﱵ ﳝﻜﻦ ﺍﺳـﺘﺨﺪﺍﻣﻬﺎ‬ ‫ﻭﺗﻄﻮﻳﻌﻬﺎ ﻟﻠﻮﺻﻮﻝ ﺇﱃ ﺩﺭﺟﺎﺕ ﻣﺘﻤﻴﺰﺓ ﰲ ﺍﻟﻨﺠﺎﺡ‬ ‫ﻭﺳﻴﺘﻢ ﺍﻟﺘﻄﺮﻕ ﺇﱃ ﺃﺳﺎﻟﻴﺐ ﻭﻣﻨﻬﺠﻴﺎﺕ ﺍﻟﻌﻤﻞ ﺑﺸﻜﻞ ﻋﺎﻡ ﻭﻟﻴﺲ ﺗﻔﺼﻴﻠﻲ‪ ،‬ﺣﻴﺚ ﺳﻴﻜﻮﻥ ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺇﻋﻄﺎﺀ ﺻﻮﺭﺓ‬ ‫ﺗﺘﺼﻒ ﺑﺎﻟﺸﻤﻮﻟﻴﺔ ﻭﺍﻟﻮﺿﻮﺡ ﳌﺮﺗﻜﺰﺍﺕ ﺍﻟﻨﻤﻮﺫﺝ ﺍﻟﻔﻜﺮﻱ ﺍﻟﺬﻱ ﻳﺘﻀﻤﻦ ﺛﻼﺙ ﻗﻮﺍﻋﺪ ﺭﺋﻴﺴﻴﺔ ﻫﻲ‪:‬‬ ‫‪ /١‬ﺗﺒﲏ ﺳﻴﺎﺳﺎﺕ ﺍﻟﺸﺮﺍﻛﺔ ﺑﲔ ﺍﻟﻘﻄﺎﻋﲔ ﺍﻟﻌﺎﻡ ﻭﺍﳋﺎﺹ ‪Adopt public – private partnership policies‬‬ ‫‪١٢٩‬‬ ‫‪ /٢‬ﺧﻠﻖ ﺛﻘﺎﻓﺔ ﺍﻟﺘﻤﻴﺰ ﺍﳌﺆﺳﺴﻲ ‪Create a Culture of Organization Excellence‬‬ ‫‪ /٣‬ﺍﻟﺒﻨﺎﺀ ﺍﳌﺆﺳﺴﻲ‬ ‫‪Corporate Capacity Building‬‬ ‫ﺍﻧﻈﺮ ﺍﻟﺸﻜﻞ ) ‪( 1‬‬ ‫ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍﻟﺘﻤﻴﺰ ﰲ ﺍﻟﻘﻄﺎﻉ‬ ‫ﺳﻴﺎﺳﺎﺕ ﺍﻟﺸﺮﺍﻛﺔ ﺑﲔ‬ ‫ﺍﻟﻘﻄﺎﻋﲔ ﺍﻟﻌﺎﻡ ﻭﺍﳋﺎﺹ‬ ‫‬‫‬‫‬‫‬‫‬‫‪-‬‬ ‫ﺭﺅﻳﺎ ﻣﺸﺘﺮﻛﺔ ﻭﺗﻜﺎﻣﻠﻴﺔ‬ ‫ﻓﻬﻢ ﺍﻻﺩﻭﺍﺭ ﻭﺍﳌﺸﺎﺭﻛﺔ‬ ‫ﲢﻔﻴﺰ ﺍﻻﺳﺘﺜﻤﺎﺭ‬ ‫ﻧﻘﻞ ﺍﳌﻌﺮﻓﺔ ﻭﺗﺒﺎﺩﻝ ﺍﳌﻌﻠﻮﻣﺎﺕ ‪.‬‬ ‫ﺍﻟﺜﻘﺔ ﻭﺍﳌﺼﺪﺍﻗﻴﺔ‬ ‫ﺭﺃﻯ ﺍﳌﻮﺍﻃﻦ ‪.‬‬ ‫ﺧﻠﻖ ﺛﻘﺎﻓﺔ ﺍﻟﺘﻤﻴﺰ‬ ‫ﺍﳌﺆﺳﺴﻲ‬ ‫ ) ﺍﻟﻘﻴﻢ ﻭﺍﻟﻌﺎﺩﺍﺕ‬‫ﻭﺍﻻﲡﺎﻫﺎﺕ (‬ ‫ ﺇﻋﺎﺩﺓ ﺻﻴﺎﻏﺔ ﺍﻟﻌﻼﻗﺔ ﺑﲔ‬‫ﺭﺏ ﺍﻟﻌﻤﻞ ﻭﺍﳌﺮﺅﻭﺳﲔ‬ ‫‪ -‬ﺑﺮﺍﻣﺞ ﺗﻨﻤﻴﺔ ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ‬ ‫‬‫‬‫‬‫‬‫‬‫‬‫‬‫‪-‬‬ ‫ﺍﻟﺒﻨﺎﺀ ﺍﳌﺆﺳﺴﻲ‬ ‫ﻫﻴﻜﻞ ﺗﻨﻈﻴﻤﻲ ﻣﺮﻥ ﻭﻣﺘﻜﺎﻣﻞ‬ ‫ﻧﻈﺎﻡ ﺗﻘﻴﻴﻢ ﻟﻸﺩﺍﺀ ﺍﳌﺆﺳﺴﻲ‬ ‫ﻭﺍﻟﻔﺮﺩﻱ‬ ‫ﺗﻌﺰﻳﺰ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ‬ ‫ﺗﻮﺛﻴﻖ ﺍﻟﻌﻤﻠﻴﺎﺕ ﻭﺍﻹﺟﺮﺍﺀﺍﺕ‬ ‫ﺍﺳﺘﺨﺪﺍﻡ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ‬ ‫ﻧﻘﻞ ﺍﳌﻌﺮﻓﺔ ﻭﺗﺒﺎﺩﻝ ﺍﳌﻌﻠﻮﻣﺎﺕ‬ ‫ﺩﺭﺍﺳﺎﺕ ﺍﳌﻘﺎﺭﻧﺔ‬ ‫ﺍﻻﺳﺘﻌﺎﻧﺔ ﺑﺎﳋﱪﺍﺕ ﺍﻻﺳﺘﺸﺎﺭﻳﺔ‬ ‫‪-٢‬ﻣﻘﺎﺭﻧﺔ ﺑﲔ ﺍﻟﻘﻄﺎﻉ ﺍﳋﺎﺹ ﻭﺍﻟﻘﻄﺎﻉ ﺍﻟﻌﺎﻡ ‪:‬‬ ‫ﺗﺘﻤﺘﻊ ﻣﺆﺳﺴﺎﺕ ﺍﻟﻘﻄﺎﻉ ﺍﳋﺎﺹ ﺍﻟﻨﺎﺟﺤﺔ ﰲ ﻣﻌﻈﻢ ﺩﻭﻝ ﺍﻟﻌﺎﱂ ﺑﺘﺒﻨﻴﻬﺎ ﳑﺎﺭﺳﺎﺕ ﺍﳚﺎﺑﻴﺔ ﻭﻣﺴﺘﻮﻳﺎﺕ ﺃﺩﺍﺀ ﳑﻴﺰﺓ ﻣﻦ ﺃﻫﻢ‬ ‫ﲰﺎ‪‬ﺎ ﻭﺧﺼﺎﺋﺼﻬﺎ‪:‬‬ ‫• ﻭﺟﻮﺩ ﺍﻟﻨﻈﺮﺓ ﺍﻟﺸﻤﻮﻟﻴﺔ ﻭﻭﺿﻮﺡ ﺍﻟﺮﺅﻳﺔ ﺍﳌﺴﺘﻘﺒﻠﻴﺔ‪.‬‬ ‫• ﺍﻟﺴﺮﻋﺔ ﰲ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ‪.‬‬ ‫• ﺍﳌﺮﻭﻧﺔ ﰲ ﺍﻟﺘﻌﺎﻣﻞ ﻭﺇﺩﺍﺭﺓ ﺍﻟﻌﻤﻠﻴﺎﺕ ‪.‬‬ ‫‪١٣٠‬‬ ‫• ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺍﻟﺘﺄﻗﻠﻢ ﻭﺍﻟﺘﻜﻴﻒ ﻣﻊ ﺍﳌﺘﻐﲑﺍﺕ ﺍﳌﺘﺴﺎﺭﻋﻪ ﻭﺍﻟﺘﺤﺪﻳﺎﺕ ﺍﻟﺼﻌﺒﺔ‪.‬‬ ‫• ﺍﳌﺒﺎﺩﺭﺓ ﻭﺍﻻﺑﺘﻜﺎﺭ ﻭﺍﻹﺑﺪﺍﻉ‪.‬‬ ‫• ﺍﻻﺳﺘﺨﺪﺍﻡ ﺍﻷﻣﺜﻞ ﻟﻠﻤﻮﺍﺭﺩ ﺍﳌﺘﺎﺣﺔ‪.‬‬ ‫ﺃﻣﺎ ﻣﻌﻈﻢ ﻣﺆﺳﺴﺎﺕ ﺍﻟﻘﻄﺎﻉ ﺍﻟﻌﺎﻡ ‪ ،‬ﻭﺧﺎﺻﺔ ﰲ ﺍﻟﺪﻭﻝ ﺍﻟﻨﺎﻣﻴﺔ ‪ ،‬ﻻﺯﺍﻟﺖ ﺗﺴﻌﻰ ﺟﺎﻫﺪﺓ ﳌﻮﺍﻛﺒـﺔ ﺍﻟﺘﻄـﻮﺭﺍﺕ ﺍﻟـﱵ‬ ‫ﻳﺸﻬﺪﻫﺎ ﺍﻟﻘﻄﺎﻉ ﺍﳋﺎﺹ ﻭﻛﺜﲑ ﻣﻨﻬﺎ ﺗﺘﺼﻒ ﲟﺎ ﻳﻠﻲ ‪:‬‬ ‫• ﺍﻟﺘﺮﻫﻞ ﺍﻹﺩﺍﺭﻱ ﻭﺍﳔﻔﺎﺽ ﺍﻟﺮﺿﺎ ﺍﻟﻮﻇﻴﻔﻲ ﻭﺗﺪﱏ ﺍﳌﻌﻨﻮﻳﺎﺕ‪.‬‬ ‫• ﺻﻌﻮﺑﺔ ﺍﻟﺘﺄﻗﻠﻢ ﻣﻊ ﺍﳌﺘﻐﲑﺍﺕ‪.‬‬ ‫• ﻏﻴﺎﺏ ﺍﻟﺘﻘﻴﻴﻢ ﺍﳌﺆﺳﺴﻲ ﻭﺍﻟﻔﺮﺩﻱ ﻭﻏﻴﺎﺏ ﺍﳌﺴﺎﺀﻟﺔ ﺍﻟﱵ ﺗﺘﻨﺎﺳﺐ ﻣﻊ ﻣﺴﺘﻮﻳﺎﺕ ﺍﻟﺴﻠﻄﺔ ﻭﺍﻟـﺼﻼﺣﻴﺎﺕ‬ ‫ﺍﳌﻤﻨﻮﺣﺔ ‪.‬‬ ‫• ﻋﺪﻡ ﺍﻹﺩﺭﺍﻙ ﺍﻟﻜﺎﰲ ﺑﺄﳘﻴﺔ ﺍﻟﻮﻗﺖ ) ‪ ( Since of urgency‬ﻭﺑﺎﻟﺘﺎﱄ ﻋﺪﻡ ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺍﻟﻠﺤﺎﻕ‬ ‫ﻭﻣﻮﺍﻛﺒﺔ ﺍﻟﺘﻄﻮﺭﺍﺕ ﺍﻟﱵ ﻳﺸﻬﺪﻫﺎ ﺍﻟﻘﻄﺎﻉ ﺍﳋﺎﺹ‪.‬‬ ‫‪-٣‬ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍﻟﺘﻤﻴﺰ ﰲ ﺍﻷﺩﺍﺀ ﺍﳊﻜﻮﻣﻲ ‪:‬‬ ‫ﺃﻭ ﹰﻻ ‪ :‬ﺷﺮﺍﻛﺔ ﺍﻟﻘﻄﺎﻋﲔ ﺍﻟﻌﺎﻡ ﻭﺍﳋﺎﺹ ﻣﻦ ﺧﻼﻝ ﺍﲣﺎﺫ ﺍﻹﺟﺮﺍﺀﺍﺕ ﺍﻟﺘﺎﻟﻴﺔ ‪:‬‬ ‫• ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﻭﺟــﻮﺩ ﺭﺅﻳﺎ ﻣﺴﺘﻘﺒﻠﻴﺔ ﻣﺸﺘﺮﻛﺔ ﻭﺗﻜﺎﻣﻠﻴﺔ ﰲ ﺍ‪‬ﺎﻻﺕ ﻭﺍﻟﻘﻄﺎﻋﺎﺕ ﺍﳌﺘﺸﺎ‪‬ﺔ ﻭﺗـﺒﲎ‬ ‫ﺃﻫﺪﺍﻑ ﺍﲡﺎﻫﺎﺕ ﻣﺸﺘﺮﻛﺔ ﺣﻴﺜﻤﺎ ﺃﻣﻜﻦ‪.‬‬ ‫• ﻓﻬﻢ ﺍﻷﺩﻭﺍﺭ ﻭﺍﳌﻬﺎﻡ ﺍﻟﱵ ﺗﻌﲎ ‪‬ﺎ ﻛﻞ ﺟﻬﺔ ﺳﻮﺍﺀ ﺍﻟﻘﻄﺎﻉ ﺍﻟﻌﺎﻡ ﺃﻭ ﺍﻟﻘﻄﺎﻉ ﺍﳋﺎﺹ ﻭﺫﻟـﻚ ﻣﻨﻌـﺎ‬ ‫ﻟﻼﺯﺩﻭﺍﺟﻴﺔ ﻭﺗﻌﺰﻳﺰﺍ ﻟﻠﺘﻜﺎﻣﻠﻴﺔ ﻭﺍﻟﺸﻤﻮﻟﻴﺔ‪.‬‬ ‫‪١٣١‬‬ ‫• ﺍﺷﺘﺮﺍﻙ ﺍﻟﻘﻄﺎﻉ ﺍﳋﺎﺹ ﻭﺍﻟﻌﺎﻡ ﻭﺍﻻﺳﺘﺌﻨﺎﺱ ﺑﺂﺭﺍﺋﻬﻢ ﻟﺪﻯ ﺻﻴﺎﻏﺔ ﺍﻟﻘﻮﺍﻧﲔ ﻭﺍﻟﺘﺸﺮﻳﻌﺎﺕ ﺍﳌﺨﺘﻠﻔـﺔ‬ ‫ﻭﻟﺪﻯ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﱵ ﺗﺆﺛﺮ ﻋﻠﻰ ﺍﻟﻘﻄﺎﻉ ﺍﳋﺎﺹ ‪.‬‬ ‫• ﺍﺷﺘﺮﺍﻙ ﺍﻟﻘﻄﺎﻉ ﺍﳋﺎﺹ ﰲ ﳎﺎﻟﺲ ﺇﺩﺍﺭﺓ ﺍﳌﺆﺳﺴﺎﺕ ﺍﳊﻜﻮﻣﻴﺔ ﻭﺷﺒﻪ ﺍﳊﻜﻮﻣﻴﺔ ﻭﺍﳌﺴﺘﻘﻠﺔ ‪.‬‬ ‫• ﺍﺳﺘﻘﻄﺎﺏ ﺍﻟﻜﻔﺎﺀﺍﺕ ﺍﳌﺆﻫﻠﺔ ﻭﺍﳌﺪﺭﺑﺔ ﻣﻦ ﺍﻟﻘﻄﺎﻉ ﺍﳋﺎﺹ ﻭﺳﻦ ﺍﻟﺘﺸﺮﻳﻌﺎﺕ ﺍﻟﱵ ﺗـﺪﻋﻢ ﻋﻤﻠﻴـﺔ‬ ‫ﺍﻟﺘﻌﻴﻴﻨﺎﺕ ﻭﲤﻜﻦ ﺍﳌﺆﺳﺴﺎﺕ ﻣﻦ ﺍﻻﺣﺘﻔﺎﻅ ‪‬ﺬﻩ ﺍﻟﻜﻔﺎﺀﺍﺕ ‪.‬‬ ‫• ﲣﻄﻴﻂ ﺍﻻﺳﺘﺜﻤﺎﺭ ﻣﻦ ﻗﺒﻞ ﺍﻟﻘﻄﺎﻉ ﺍﳋﺎﺹ ﻭﺗﺸﺠﻴﻊ ﺍﳌﻨﺎﻓﺴﺔ ‪ ،‬ﻭﺍﻻﻟﺘﺰﺍﻡ ﺑﺘﻨﻔﻴﺬ ﺍﻟﺴﻴﺎﺳﺎﺕ ﺍﻟﺼﺎﺩﺭﺓ‬ ‫‪.‬‬ ‫• ﺗﺸﺠﻴﻊ ﺍﻟﻘﻄﺎﻉ ﺍﳋﺎﺹ ﻟﺘﻮﻓﲑ ﺍﻟﺪﻋﻢ ﻟﻠﻤﺆﺳﺴﺎﺕ ﺍﳊﻜﻮﻣﻴﺔ ﻣﻦ ﺧﻼﻝ ﺍﳌﺴﺎﳘﺔ ﰲ ﺗﻮﻓﲑ ﻓـﺮﺹ‬ ‫ﺍﻟﺘﺪﺭﻳﺐ ﺍﻟﻌﻤﻠﻲ ﻭﺩﻋﻢ ﺗﻌﻠﻴﻢ ﻃﻼﺏ ﺍﳉﺎﻣﻌﺎﺕ ﻭﺗﺪﺭﻳﺒﻬﻢ ﻣﻦ ﺧﻼﻝ ﺗﻮﻓﲑ ﻣﻨﺢ ﺩﺭﺍﺳﻴﺔ ﻭﻛـﺬﻟﻚ‬ ‫ﺇﺗﺎﺣﺔ ﺍﻟﻔﺮﺹ ﺍﻟﺘﺪﺭﻳﺒﻴﺔ ﳌﻮﻇﻔﻲ ﺍﻟﻘﻄﺎﻉ ﺍﻟﻌﺎﻡ ‪.‬‬ ‫• ﻧﻘﻞ ﺍﳌﻌﺮﻓﺔ ﻭﺗﺒﺎﺩﻝ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﲔ ﺍﻟﻘﻄﺎﻋﲔ ﻣﻦ ﺧﻼﻝ ﺑﻨﺎﺀ ﺷﺒﻜﺔ ﻋﻠﻤﻴﺔ ﳍﺬﻩ ﺍﻟﻐﺎﻳﺔ ﻭﻓﺘﺢ ﻗﻨﻮﺍﺕ‬ ‫ﺍﺗﺼﺎﻝ ﻓﻌﺎﻟﺔ ﻭﻣﱪﳎﺔ ﻭﻣﺸﺎﺭﻛﺔ ﺍﻟﻘﻄﺎﻋﲔ ﰲ ﺗﻨﻈﻴﻢ ﻓﻌﺎﻟﻴﺎﺕ ﻣﱪﳎﻪ ﻫﺎﺩﻓﺔ ﺇﱃ ﺭﻓـﻊ ﻣـﺴﺘﻮﻳﺎﺕ‬ ‫ﺍﻷﺩﺍﺀ ‪.‬‬ ‫• ﺑﻨﺎﺀ ﺍﻟﺜﻘﺔ ﻭﺍﳌﺼﺪﺍﻗﻴﺔ ﰲ ﺍﻟﺘﻌﺎﻣﻞ ﺑﲔ ﺍﻟﻘﻄﺎﻋﲔ ﻣﻦ ﺧﻼﻝ ﺗﺒﲎ ﻣﺒﺪﺃ ﺍﻟﺸﻔﺎﻓﻴﺔ ﻭﺍﻟﺘﻔﺎﻋﻞ ﺍﻟﺒﻨﺎﺀ ﻣـﻦ‬ ‫ﺃﺟﻞ ﺍﻟﺘﻮﺍﺻﻞ ‪.‬‬ ‫• ﺇﻥ ﲡﺪﺩ ﺍﳌﺆﺳﺴﺎﺕ ﺍﳊﻜﻮﻣﻴﺔ ﺛﻘﺘﻬﺎ ﺑﻘﺪﺭ‪‬ﺎ ﻭﺇﻣﻜﺎﻧﻴﺘﻬﺎ ﻟﻠﻮﺻﻮﻝ ﺇﱃ ﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﳌﻤﻴﺰﺓ ﻟﻠﻘﻄـﺎﻉ‬ ‫ﺍﳋﺎﺹ ‪.‬‬ ‫• ﺍﺣﺘﺮﺍﻡ ﺭﺃﻯ ﺍﳌﻮﺍﻃﻦ ﻣﻦ ﺧﻼﻝ ﺍﻷﺧﺬ ﲟﻘﺘﺮﺣﺎﺗﻪ ﻭﺃﺭﺍﺋﻪ ﻛﻠﻤﺎ ﺃﻣﻜﻦ ﺫﻟﻚ ‪.‬‬ ‫• ﲢﻮﻝ ﺍﳌﺆﺳﺴﺎﺕ ﺍﳊﻜﻮﻣﻴﺔ ﻣﻦ ﺍﻟﻘﻴﺎﻡ ﺑﺎﻟﺪﻭﺭ ﺍﻟﺮﻗﺎﰊ ﺃﻭ ﺍﻷﺑﻮﻱ ﺇﱃ ﺩﻭﺭ ﺍﳌﻴﺴﺮ ﻭ ﺍﳌﻤﻜﻦ ﺍﻟـﺬﻱ‬ ‫ﻳﻌﻤﻞ ﻋﻠﻰ ﺗﺴﻬﻴﻞ ﺍﻹﺟﺮﺍﺀﺍﺕ ﻭﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻟﺘﺸﻐﻴﻠﻴﺔ ‪.‬‬ ‫‪١٣٢‬‬ ‫ﺛﺎﻧﻴﹰﺎ ‪ :‬ﺧﻠﻖ ﺛﻘﺎﻓﺔ ﺍﻟﺘﻤﻴﺰ ﺍﳌﺆﺳﺴﻲ ﰲ ﻣﺆﺳﺴﺎﺕ ﺍﻟﻘﻄﺎﻉ ﺍﻟﻌﺎﻡ ‪:‬‬ ‫ﻣﻌﻈﻢ ﺍﳌﺆﺳﺴﺎﺕ ﺍﳊﻜﻮﻣﻴﺔ ﺗﺪﺭﻙ ﺃﳘﻴﺔ ﻣﻮﺍﻛﺒﺔ ﺍﻟﺘﻄﻮﺭﺍﺕ ﻭﺍﻟﻮﺻﻮﻝ ﺇﱃ ﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﻭﺍﻹﺩﺍﺭﻳﺔ ﻭﺍﳌﻬﻨﻴﺔ ﺍﻟـﱵ‬ ‫ﺍﺭﺗﻘﺖ ﺇﻟﻴﻬﺎ ﻣﺆﺳﺴﺎﺕ ﺍﻟﻘﻄﺎﻉ ﺍﳋﺎﺹ ‪ ،‬ﻭﺗﺴﻌﻰ ﺟﺎﻫﺪﺓ ﻟﻠﺴﲑ ﻗﺪﻣﺎ ﳓﻮ ﺍﻟﺘﻔﻮﻕ ﻭﺍﻟﺘﻤﻴﺰ ﻭﺧﻠﻖ ﺑﻴﺌـﺔ ﻋﻤـﻞ ﲤﺘـﺎﺯ‬ ‫ﺑﺈﳚﺎﺑﻴﺎﺕ ﺍﻟﺜﻘﺎﻓﺔ ﺍﳌﺆﺳﺴﻴﺔ ) ‪ ( Organizational Culture‬ﺍﻟﱵ ﺗﺘﻤﺘﻊ ﻓﻴﻬﺎ ﻣﺆﺳﺴﺎﺕ ﺍﻟﻘﻄﺎﻉ ﺍﳋـﺎﺹ ‪،‬‬ ‫ﻭﺍﻷﻓﺮﺍﺩ ﰲ ﻫﺬﻩ ﺍﳌﺆﺳﺴﺎﺕ ﻭﻛﺬﻟﻚ ﺩﺭﺍﺳﺔ ﺍﻟﺴﻠﻮﻙ ﻭﺍﻷﺩﺍﺀ ﺍﳌﺆﺳﺴﻲ ﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ ﺑﺎﻟﻌﻼﻗﺎﺕ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻭﺍﳋﺎﺭﺟﻴـﺔ ‪،‬‬ ‫ﻭﺗﻌﺘﻤﺪ ﻋﻤﻠﻴﺔ ﺧﻠﻖ ﻫﺬﻩ ﺍﻟﺒﻴﺌﺔ ﻋﻠﻰ ﻋﺪﺓ ﻣﺮﺗﻜﺰﺍﺕ ﻭﳏﺎﻭﺭ ﺃﳘﻬﺎ‪:‬‬ ‫•‬ ‫ﻭﺟﻮﺩ ﻗﻴﻢ ﻭﻋﺎﺩﺍﺕ ﻭﺍﲡﺎﻫﺎﺕ ﻣﺆﺳـﺴﻴﺔ ‪(Corporate Values , Norms ،‬‬ ‫) ‪ and Attitudes‬ﰲ ﻛﻞ ﻣﺆﺳﺴﺔ ﺣﻴﺚ ﳚﺐ ﺃﻥ ﺗﺘﻨﺎﺳﺐ ﻫﺬﻩ ﺍﻟﻘﻴﻢ ﻭﺗﻨﺒﺜـﻖ ﻣـﻦ‬ ‫ﺻﻤﻴﻢ ﺍﻷﻫﺪﺍﻑ ﺍﻟﱵ ﺗﺴﻌﻰ ﻟﺘﺤﻘﻴﻘﻬﺎ ﻭﺍﻟﻐﺎﻳﺎﺕ ﺍﻟﱵ ﺃﻧﺸﺌﺖ ﻣﻦ ﺃﺟﻠﻬﺎ ‪ .‬ﻓﻔﻲ ﺳﺒﻴﻞ ﺍﻟﺘﻌﺮﻑ‬ ‫ﻋﻠﻰ ﻫﺬﻩ ﺍﻟﻘﻴﻢ ﳚﺐ ﻋﻠﻰ ﺍﳌﺆﺳﺴﺔ ﺍﻟﻘﻴﺎﻡ ﲟﺎ ﻳﻠﻲ ‪:‬‬ ‫• ﺗﺒﻨـــــﻰ ﺭﺅﻳﺎ ﻣﺴﺘﻘﺒﻠﻴﺔ ) ‪ (Vision‬ﺗﻮﺿﺢ ﺍﳌﻜﺎﻥ ﺃﻭ ﺍﻟﻐﺎﻳﺔ ﺍﻟﺬﻱ ﺳﺘﺼﻞ ﺇﻟﻴﻬـﺎ‬ ‫ﺍﳌﺆﺳﺴﺔ ﺑﻌﺪ ﻋﺪﺓ ﺳﻨﻮﺍﺕ ﺗﺘﺮﺍﻭﺡ ﺑﲔ ﺛﻼﺙ ﺇﱃ ﻋﺸﺮ ﺳﻨﻮﺍﺕ ﺗﻌﺘﻤﺪ ﲢﺪﻳﺪ ﻫﺬﻩ ﺍﻟﻔﺘﺮﺓ ﻋﻠﻰ‬ ‫ﻃﺒﻴﻌﺔ ﻋﻤﻞ ﺍﳌﺆﺳﺴﺔ ‪ ،‬ﺇﻥ ﺍﻟﺴﲑ ﰲ ﻣﺴﺎﺭ ﺃﻭ ﻧﻔﻖ ﳎﻬﻮﻝ ﺍﻟﻨﻬﺎﻳﺔ ﻳﺆﺩﻯ ﺇﱃ ﻋـﺪﻡ ﺇﻣﻜﺎﻧﻴـﺔ‬ ‫ﺗﻮﻗﻊ ﺍﻟﺼﻌﻮﺑﺎﺕ ﻭﻣﻔﺎﺟﺂﺕ ﺍﻟﻄﺮﻳﻖ ﻭﻗﺪ ﺗﺆﺩﻯ ﺇﱃ ﺍﻟﺘﻬﻠﻜﺔ ‪ ،‬ﺃﻣﺎ ﺇﺫﺍ ﺍﺗـﻀﺤﺖ ﺍﻟﻮﺟﻬـﺔ‬ ‫ﻭﺃﻣﻜﻦ ﺍﺳﺘﻜﺸﺎﻑ ﺍﻟﻄﺮﻳﻖ ﺇﱃ ﺍﻷﻣﺎﻡ ﻭﺍﺳﺘﻘﺮﺍﺀ ﺍﻟﺘﻮﻗﻌﺎﺕ ﺍﳌﺴﺘﻘﺒﻠﻴﺔ ﻓﻘﺪ ﺃﻣﻜﻦ ﺍﻟﺴﲑ ﺑﻜﻞ‬ ‫ﻓﻌﺎﻟﻴﺔ ﻭﺛﻘﺔ ﻭﻗﺪﺭﺓ ﻋﻠﻰ ﺍﻟﺘﻔﻮﻕ ‪.‬‬ ‫• ﺗﻌﺮﻳﻒ ﻣﻬﻤﺔ ﺍﳌﺆﺳﺴﺔ ) ‪ ( Mission Statement‬ﲝﻴﺚ ﺗﺘﻠﺨﺺ ﰲ ﻋﺒﺎﺭﺓ ﺃﻭ ﻋﺒﺎﺭﺗﲔ‬ ‫ﳐﺘﺼﺮﺗﲔ ﺗﻮﺿﺤﺎﻥ ﻣﺎ ﻳﻠﻲ‪:‬‬ ‫ ﺍﻟﻐﺎﻳﺔ ﻣﻦ ﺇﻧﺸﺎﺀ ﺍﳌﺆﺳﺴﺔ ) ‪( The Purpose‬‬‫ ﺗﻌﺮﻳﻒ ﺑﺎﳋﺪﻣﺎﺕ ﻭ ‪ /‬ﺃﻭ ﺍﻟﺴﻠﻊ ﺍﻟﱵ ﺗﻘﺪﻣﻬﺎ ﺑﺸﻜﻞ ﻋﺎﻡ ﳐﺘﺼﺮ ) ‪Services and /or‬‬‫‪(products‬‬ ‫ ﺗﻌﺮﻳﻒ ﺑﻘﻄﺎﻉ ﻭﺃﻧﻮﺍﻉ ﺍﳌﺴﺘﻬﻠﻜﲔ ‪ /‬ﺍﻟﺰﺑﺎﺋﻦ ) ‪( Market Segments‬‬‫‪١٣٣‬‬ ‫ ﲢﺪﻳﺪ ﻓﻠﺴﻔﺔ ﺍﳌﺆﺳﺴﺎﺕ ﻭﻣﻨﻬﺠﻴﺘﻬﺎ ﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ ﺑﺎﻟﺘﺴﻌﲑ ﻭﻛﻴﻔﻴـﺔ ﺗﻘـــﺪﱘ ﺍﳋـﺪﻣﺎﺕ‬‫) ‪ ( Price Profile‬ﻓﻤﺜﻼ ﻫﻞ ﺗﺴﻌﻰ ﺇﱃ ﺗﻮﻓﲑ ﺃﺭﺧﺺ ﺍﻟﺴﻠﻊ ﺃﻡ ﺃﻋﻠﻰ ﺟﻮﺩﺓ ﻭﻣﺎ ﺷﺎﺑﻪ ﺫﻟﻚ‬ ‫• ﻭﺿﻊ ﺍﻷﻫﺪﺍﻑ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ )‪ ( Strategic Objectives‬ﻭﺫﻟـﻚ ﺿـﻤﻦ ﺍﳋﻄـﺔ‬ ‫ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺸﺎﻣﻠﺔ ﻟﻠﻤﺆﺳﺴﺔ‪ ،‬ﲝﻴﺚ ﺗﻜﻮﻥ ﻫﺬﻩ ﺍﻷﻫﺪﺍﻑ ﻣﻨﺒﺜﻘﺔ ﻣﻦ ﻣﻬﻤﺔ ﺍﳌﺆﺳـﺴﺔ ‪،‬‬ ‫ﻗﺎﺑﻠﺔ ﻟﻠﺘﻄﺒﻴﻖ ﻭﺍﻟﻘﻴﺎﺱ ‪ ،‬ﻭﳍﺎ ﻓﺘﺮﺓ ﺯﻣﻨﻴﺔ ﳏﺪﺩﺓ ﻟﻠﺘﻨﻔﻴﺬ ﻭﺫﺍﺕ ﻋﻼﻗﺔ ﺑﺎﻟﻐﺎﻳﺔ ﺍﻟﱵ ﺃﻧﺸﺌﺖ ﻣـﻦ‬ ‫ﺍﺟﻠﻬﺎ ﻭﺗﻀﻤﻦ ﺍﻟﻮﺻﻮﻝ ﺇﱃ ﻭﺟﻬﺔ ﺍﻟﻄﺮﻳﻖ ﺍﻟﱵ ﰎ ﺍﻟﺘﺨﻄﻴﻂ ﳍﺎ ﻭﺑﺎﻟﺘـﺎﱄ ﲢﻘﻴـﻖ ﺍﻟﺮﺅﻳـﺎ‬ ‫ﺍﳌﺴﺘﻘﺒﻠﻴﺔ ‪.‬‬ ‫ﻗﺪ ﻳﻘﻠﻞ ﺍﻟﻜﺜﲑﻭﻥ ﻣﻦ ﺃﳘﻴﺔ ﺗﺒﲎ ﻗﻴﻢ ﻣﺆﺳﺴﻴﺔ ﻻ ﻳﺪﺭﻛﻮﻥ ﻣﺪﻯ ﺗﺄﺛﲑ ﺫﻟﻚ ﻋﻠﻰ ﺛﻘﺎﻓﺔ ﺍﳌﺆﺳﺴﺔ ‪ ،‬ﻓﻤﻦ ﺃﻫﻢ ﻫﺬﻩ ﺍﻟﻘـﻴﻢ‬ ‫ﺍﻟﺸﻔﺎﻓﻴﺔ ) ‪ ، ( Transparency‬ﻓﻬﻲ ﺗﻌﺘﱪ ﺃﺣﺪ ﺃﻫﻢ ﺍﳌﺮﺗﻜﺰﺍﺕ ﻟﻠﻤﻤﺎﺭﺳـﺎﺕ ﺍﻟﺪﻭﻟﻴـﺔ ﺍﳌﻌﺘﻤـﺪﺓ ﰲ ﺍﻟﻘﻄـﺎﻉ‬ ‫ﺍﳊﻜﻮﻣﻲ ﻭﺍﻟﱵ ﺃﺛﺒﺘﺖ ﻓﻌﺎﻟﻴﺘﻬﺎ ﻭﳒﺎﻋﺘﻬﺎ ﰲ ﲢﻘﻴﻖ ﺍﻟﺘﻤﻴﺰ ﰲ ﺃﺩﺍﺀ ﺍﻟﻘﻄﺎﻉ ﺍﳊﻜﻮﻣﻲ ﻓﻤﺎﺫﺍ ﻧﻌﲎ ﺑﺎﻟﺸﻔﺎﻓﻴﺔ ؟‬ ‫ﻳﻌﺘﱪ ﺍﻧﻔﺘﺎﺡ ﺍﻟﻘﻄﺎﻉ ﺍﻟﻌﺎﻡ ﻋﻠﻰ ﺍﻟﻌﺎﱂ ﺍﳋﺎﺭﺟﻲ ﻣﻦ ﺃﻫﻢ ﻧﺘﺎﺋﺞ ﺗﺒﲎ ﻣﺒﺪﺃ ﺍﻟﺸﻔﺎﻓﻴﺔ ‪ ،‬ﻭﺗﻌﺘﻤﺪ ﲢﻘﻴﻖ ﺍﻟﺸﻔﺎﻓﻴﺔ ﻋﻠـﻰ ﻗـﺪﺭﺓ‬ ‫ﺍﳌﺆﺳﺴﺎﺕ ﻋﻠﻰ ﺗﻮﻓﲑ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﻟﺼﺤﻴﺤﺔ ﻭﺍﻟﺪﻗﻴﻘﺔ ﻟﻠﺠﻬﺎﺕ ﺍﳌﻌﻨﻴﺔ ﻛﺎﻓﺔ ﺳﻮﺍﺀ ﻛﺎﻧﺖ ﺣﻜﻮﻣﻴﺔ ﺃﻭ ﻏﲑﻫـﺎ‬ ‫ﰲ ﺍﻷﻭﻗﺎﺕ ﺍﳌﻨﺎﺳﺒﺔ ﻭﲟﺼﺪﺍﻗﻴﺔ ﻋﺎﻟﻴﺔ ‪ ،‬ﻛﻤﺎ ﺗﻌﺘﻤﺪ ﻋﻠﻰ ﻗﺪﺭ‪‬ﺎ ﰲ ﻣﺸﺎﺭﻛﺔ ﺍﳉﻬﺎﺕ ﺍﳌﻌﻨﻴﺔ ﰲ ﺍﲣـﺎﺫ ﺍﻟﻘـﺮﺍﺭ ﻭﺍﻷﺧـﺬ‬ ‫ﺑﺂﺭﺍﺋﻬﻢ ﻛﻠﻤﺎ ﺃﻣﻜﻦ ﺫﻟﻚ ‪.‬‬ ‫ﻭﺗﻌﲎ ﺍﻟﺸﻔﺎﻓﻴﺔ ﻭﺟﻮﺩ ﺇﺟﺮﺍﺀﺍﺕ ﻋﻤﻞ ﻭﺍﺿﺤﺔ ﻭﻣﻮﺛﻘﺔ ﻭﻣﻌﻠﻨﺔ ﻳﺘﻢ ‪‬ﺎ ﺑﻌﺪﺍﻟﺔ ﻭﻣﺴﺎﻭﺍﺓ ﻣﻊ ﺍﳉﻤﻴﻊ ﺩﻭﻥ ﲤﻴﻴﺰ ﺃﻭ ﲢﻴﺰ ‪.‬‬ ‫ﻛﻤﺎ ﺗﻌﻨـــــــﻰ ﺍﻟﺸﻔﺎﻓﻴﺔ ﺍﻻﻟﺘﺰﺍﻡ ﺑﺎﻟﺴﻴﺎﺳﺎﺕ ﻭﺍﻟﺘﻌﻬﺪﺍﺕ ﻭﺍﻟﺘﻌﻠﻴﻤﺎﺕ ﺍﳌﻌﺘﻤﺪﺓ ﻭﻋﺪﻡ ﺗﻐﻴﲑﻫﺎ ﻟﺘﻮﺍﺋﻢ ﺣﺎﻟﺔ ﻣﻌﻴﻨﺔ‬ ‫ﺑﻌﻴﻨﻬﺎ‬ ‫‪١٣٤‬‬ ‫ﻭﻣﻦ ﺍﻟﻘﻴﻢ ﺍﳌﻬﻤﺔ ﺍﻟﱵ ﳚﺐ ﺃﻥ ﺗﻌﺘﻤﺪﻫﺎ ﺍﳌﺆﺳﺴﺎﺕ ﺇﺩﺭﺍﻙ ﺃﳘﻴﺔ ﺍﻟﻮﻗﺖ ) ‪ ( Since of Urgency‬ﻭﻫﺬﻩ ﻣﻦ ﺍﻟﻘﻴﻢ‬ ‫ﺍﻟﱵ ﺗﻔﺘﻘﺮ ﺇﻟﻴﻬﺎ ﻣﻌﻈﻢ ﺍﳌﺆﺳﺴﺎﺕ ﰲ ﺍﻟﻘﻄﺎﻉ ﺍﻟﻌﺎﻡ ﺧﺎﺻﺔ ﰲ ﻇﻞ ﻏﻴﺎﺏ ﺧﻄﻂ ﺍﻟﻌﻤﻞ ) ‪( Action Plan‬ﺍﳌﺪﺭﻭﺳﺔ‬ ‫ﻭﺍﶈﺪﺩﺓ ﺑﻔﺘﺮﺓ ﺯﻣﻨﻴﺔ ﻣﻌﻴﻨﺔ ‪.‬‬ ‫ﻓﻤﻦ ﺍﻷﳘﻴﺔ ﲟﻜﺎﻥ ﺃﻥ ﻳﻌﻲ ﺍﻟﻌﺎﻣﻠﲔ ﰲ ﺍﻟﻘﻄﺎﻉ ﺍﻟﻌﺎﻡ ﺃﻥ ﻫﻨﺎﻟﻚ ﺗﺴﺎﺭﻉ ﻫﺎﺋــﻞ ﰲ ﺍﻻﻛﺘﺸﺎﻓﺎﺕ ﻭﺗﻄـﻮﺭ ﺃﺳـﺎﻟﻴﺐ ﻭ‬ ‫ﺍﻹﺩﺍﺭﺓ ﻭﻛﺬﻟﻚ ﳝﻜﻦ ﺃﳘﻴﺔ ﲤﻠﻚ ﻣﻬﺎﺭﺓ ﺇﺩﺍﺭﺓ ﺍﻟﻮﻗﺖ ﻻﺳﻴﻤﺎ ﻭﺃﻥ ﺍﻟﻮﻗﺖ ﳝﺮ ﺑﺘﺴﺎﺭﻉ ﻛﺒﲑ ﻻ ﳝﻜﻦ ﺍﻟﻠﺤﺎﻕ ﺑﻪ ‪.‬‬ ‫ﻭﻣﻦ ﺍﻟﻘﻴﻢ ﺍﻟﱵ ﳍﺎ ﺗﺄﺛﲑ ﺃﻳﻀﺎ ﻋﻠﻰ ﺍﻷﺩﺍﺀ ﺍﳊﻜﻮﻣﻲ ‪ ،‬ﻫﻲ ﺃﻥ ﻳﻜـﻮﻥ ﺍﻟﺘﺮﻛﻴـﺰ ﻋﻠـﻰ ﲢﻘﻴـﻖ ﺍﻟﻨﺘـﺎﺋﺞ ) – ‪Result‬‬ ‫‪ orientated‬ﻓﻜﺜﲑ ﻣﻨﺎ ﻳﻐﺮﻕ ﰲ ﺍﻟﺴﲑ ﰲ ﺍﻹﺟﺮﺍﺀﺍﺕ ﻭﰱ ﺗﻨﻔﻴﺬﻫﺎ ﲝﺮﻓﻴﺘﻬﺎ ﻭﺗﻮﺧﻲ ﺍﻟﺴﲑ ﺿﻤﻦ ﺍﻹﺟﺮﺍﺀﺍﺕ ﺍﻟﺮﻭﺗﻴﻨﻴﺔ‬ ‫ﳑﺎ ﻳﺆﺩﻯ ﺇﱃ ﻋﺪﻡ ﺇﻣﻜﺎﻧﻴﺔ ﲢﻘﻴﻖ ﺍﻟﻨﺘﺎﺋﺞ ﺍﳌﺮﺟﻮﺓ ﻭﺻﻌﻮﺑﺔ ﺍﻟﻮﺻﻮﻝ ﺇﱃ ﺍﻟﻐﺎﻳﺔ ‪ ،‬ﻓﻴﺠﺐ ﻋﻠﻴﻨﺎ ﺍﻟﺘﺮﻛﻴﺰ ﻭﺍﻹﳊـﺎﺡ ﻋﻠـﻰ‬ ‫ﺍﻟﻮﺻﻮﻝ ﺇﱃ ﺍﻟﻨﺘﺎﺋﺞ ﻭﺗﻮﺳﻴﻊ ﺍﻷﻓﺎﻕ ﺑﺄﺳﻠﻮﺏ ﻳﺘﺴﻢ ﺑﺎﻹﺑﺪﺍﻉ ﻭﺍﻟﺘﻄﻮﺭ ﻭﺍﻟﺘﺠﺪﻳﺪ ﺑﻌﻴﺪﹰﺍ ﻋﻦ ﺍﻟﺮﻭﺗﻴﻨﻴﺔ ﻭﺍﳉﻤﻮﺩ ) ‪Out of‬‬ ‫‪.(the Box‬‬ ‫ﻭﻫﻨﺎﻟﻚ ﺍﻟﻜﺜﲑ ﻣﻦ ﺍﻟﻘﻴﻢ ﺍﳌﺆﺳﺴﻴﺔ ﻛﺎﳌﺼﺪﺍﻗﻴﺔ ) ‪ ( Credibility‬ﻭﺍﳌـﺴﺎﺀﻟﺔ ) ‪ ( Accountability‬ﻭﺍﻟﻌﻤـﻞ‬ ‫ﻛﻔﺮﻳﻖ ﻭﺍﺣﺪ ) ‪ (Team Work‬ﻭﻏﲑﻫﺎ ﻭﰎ ﻫﻨﺎ ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺃﻛﺜﺮ ﺍﻟﻘﻴﻢ ﺍﻟﱵ ﻳﺘﻢ ﲡﺎﻫﻠﻬﺎ ﺃﻭ ﻻ ﻳﺘﺒﻨﺎﻫﺎ ﺍﻟﻘﻄـﺎﻉ‬ ‫ﺍﳊﻜﻮﻣﻲ ﻭﻫﻲ ﻛﺎﻟﺘﺎﱄ ‪:‬‬ ‫‪ -١‬ﻣﻦ ﺍﳌﺮﺗﻜﺰﺍﺕ ﺍﻷﺳﺎﺳﻴﺔ ﳋﻠﻖ ﺑﻴﺌﺔ ﺩﺍﻋﻤﺔ ﻟﻠﺘﻤﻴﺰ ﻭﻫﻮ ﺇﻋﺎﺩﺓ ﺻﻴﺎﻏﺔ ﺍﻟﻌﻼﻗﺔ ﺑـﲔ ﺍﳊﻜﻮﻣـﺔ ﻭﺍﻟﻌـﺎﻣﻠﲔ ﰲ‬ ‫ـﺼﻄﻠﺢ‬ ‫ـﺔ ) ‪ ( Redefining the Psychological Contract‬ﺇﻥ ﻣـ‬ ‫ـﺎ ﺍﳌﺨﺘﻠﻔـ‬ ‫ﺃﺟﻬﺰ‪‬ـ‬ ‫)‪ ( Psychological Contract‬ﻇﻬﺮ ﺧﻼﻝ ﺍﻟﺴﺘﻴﻨﻴﺎﺕ ﺃﻃﻠﻘﻪ ﺍﻟﻌﺎﳌﲔ ﻛﺮﻳﺲ ﺍﺭﳚـﻴﺲ ) ‪Chris‬‬ ‫‪ ( Argyrols‬ﻭﻟﻴﻔﻴﻨﺴﻮﻥ ) ‪ ( Levenson‬ﻭﻳﺸﲑﺍﻥ ‪‬ﺬﺍ ﺍﳌﺼﻄﻠﺢ ﺇﱃ ﺍﻟﻌﻼﻗﺔ ﻏﲑ ﺍﳌﻜﺘﻮﺑﺔ ) ﻏـﲑ‬ ‫ﺍﳌﻮﺛﻘﺔ ﺧﻄﻴﹰﺎ ( ﺑﲔ ﺭﺏ ﺍﻟﻌﻤﻞ ﻭﺍﳌﺮﺅﻭﺱ ‪ ،‬ﻓﻔﻲ ﺍﻟﺴﺎﺑﻖ ﻛﺎﻥ ﻣﻦ ﺍﳌﺘﻮﻗﻊ ﻣﻦ ﺭﺏ ﺍﻟﻌﻤﻞ ﺗﻘﺪﱘ ﻋﻤﻞ ﺩﺍﺋﻢ‬ ‫‪١٣٥‬‬ ‫ﻃﻴﻠﺔ ﺣﻴﺎﺓ ﺍﳌﻮﻇﻒ ﺗﻘﺮﻳﺒﺎ ﻭﻟﻘﺎﺀ ﻗﻴﺎﻣﻪ ﺑﺬﻟﻚ ﺍﻟﻌﻤﻞ ﻳﺘﻘﺎﺿﻰ ﺃﺟﺮﹰﺍ ﺷﻬﺮﻳﹰﺎ ‪ ،‬ﻭﻛﺎﻥ ﺍﳌﺴﺎﺭ ﺍﻟﻮﻇﻴﻔﻲ ﻟﻠﻤﻮﻇﻒ‬ ‫ﰲ ﺣﻴﻨﻬﺎ ﻭﺍﺿﺤﺎ ﻭﻳﺘﺼﻒ ﺑﺎﻟﺜﺒﺎﺕ ﻣﻬﻤﺎ ﻛﺎﻥ ﻣﺴﺘﻮﻯ ﺃﺩﺍﺀ ﺍﳌﻮﻇﻒ ‪ ،‬ﻭﻟﻜﻦ ﰲ ﻇﻞ ﺍﻟﺘﻐﻴﲑﺍﺕ ﺍﻟﱵ ﻃﺮﺃﺕ‬ ‫ﻭﺗﻘﻠﺺ ﻓﺮﺹ ﺍﻟﻌﻤﻞ ﺯﺍﺩ ﺍﻟﺘﻨﺎﻓﺲ ﻋﻠﻰ ﺍﻟﻮﻇﺎﺋﻒ ﺍﳌﺘﺎﺣﺔ ﻭﺃﺻﺒﺢ ﻣﻌﻈﻢ ﺍﻟﻌﺎﻣﻠﲔ ﻳﺘﺴﺎﺑﻘﻮﻥ ﰲ ﺇﺑﺮﺍﺯ ﻣﻬﺎﺭﺍ‪‬ﻢ‬ ‫ﻭﻗﺪﺭﺍ‪‬ﻢ ﻋﻠﻰ ﲢﺴﲔ ﺍﻷﺩﺍﺀ ﻭﺍﻟﺘﻄﻮﻳﺮ ﳑﺎ ﺍﺳﺘﻮﺟﺐ ﺇﻋﺎﺩﺓ ﺻﻴﺎﻏﺔ ﺍﻟﻌﻼﻗﺔ ﺍﻟﱵ ﺍﺷﺮﻧﺎ ﺇﻟﻴﻬﺎ ﺃﻋﻼﻩ ‪ ،‬ﻭﻣﻌﻈـﻢ‬ ‫ﺍﳌﺆﺳﺴﺎﺕ ﰲ ﺍﻟﻘﻄﺎﻉ ﺍﳋﺎﺹ ﺃﻋﺎﺩﺕ ﺻﻴﺎﻏﺔ ﻫﺬﻩ ﺍﻟﻌﻼﻗﺔ ‪ ،‬ﻓﺎﻟﻌﻼﻗﺔ ﺍﳉﺪﻳﺪﺓ ﻳﺘﻢ ﻓﻴﻬـﺎ ﺭﺑـﻂ ﺍﻟﺮﻭﺍﺗـﺐ‬ ‫ﺍﳌﺴﺘﺤﻘﺔ ﲟﺴﺘﻮﻯ ﺍﻷﺩﺍﺀ ﻭﲟﺘﻄﻠﺒﺎﺕ ﺟﺪﻳﺪﺓ ﺗﺘﻀﻤﻦ ﲤﺘﻊ ﺍﳌﺮﺷﺢ ﻹﺷﻐﺎﻝ ﺍﻟﻮﻇﻴﻔﺔ ‪ ،‬ﺳﻮﺍﺀ ﻣﻦ ﺧﻼﻝ ﺍﻟﺘﻌﻴﲔ‬ ‫ﺃﻭ ﺍﻟﺘﺮﻗﻴﺔ ‪ ،‬ﺑﺎﳌﻬﺎﺭﺍﺕ ﻭﺍﻟﻘﺪﺭﺍﺕ ﻭﺍﳌﺆﻫﻼﺕ ﺍﻟﱵ ﺗﺘﻄﻠﺒﻬﺎ ﺍﻟﻮﻇﻴﻔﺔ ‪ ،‬ﻓﻼ ﳎﺎﻝ ﻟﻮﻇﻴﻔﺔ ﺩﺍﺋﻤﺔ ﻃﻴﻠـﺔ ﺣﻴـﺎﺓ‬ ‫ﺍﳌﻮﻇﻒ ‪ ،‬ﻭﺍﻷﺳﻠﻮﺏ ﺍﻟﺬﻱ ﳝﻜﻦ ﺃﻥ ﻳﻠﺠﺄ ﺇﻟﻴﻪ ﺍﳌﻮﻇﻒ ﺣﱴ ﳛﺘﻔﻆ ﺑﻮﻇﻴﻔﺘﻪ ﻫﻮ ﻣﻦ ﺧﻼﻝ ﺗﻄﻮﻳﺮ ﻣﻬﺎﺭﺍﺗـﻪ‬ ‫ﻭﻣﻌﺮﻓﺘﻪ ﺑﻄﺒﻴﻌﺔ ﺍﻟﻌﻤﻞ ﺍﻟﺬﻱ ﻳﻘﻮﻡ ﺑﻪ ﻭﺍﻟﺘﻌﻠﻢ ﺑﺸﻜﻞ ﻣﺴﺘﻤﺮ ‪ ،‬ﻓﻤﻦ ﺍﳌﺆﻛﺪ ﺃﻥ ﻫﺬﺍ ﺍﻟﺘﻄﻮﻳﺮ ﺍﳌﺴﺘﻤﺮ ﺳـﻴﺰﻳﺪ‬ ‫ﻣﻦ ﺇﻣﻜﺎﻧﻴﺔ ﺇﳚﺎﺩ ﻓﺮﺹ ﻋﻤﻞ ﺃﺧﺮﻯ ﻣﺆﺳﺴﺎﺕ ﺃﺧﺮﻯ ﺃﻭ ﰲ ﳎﺎﻻﺕ ﺃﺧﺮﻯ ﰲ ﻧﻔﺲ ﺍﳌﺆﺳﺴﺔ ﺍﻟﱵ ﻳﻌﻤﻞ ‪‬ﺎ‬ ‫‪ ،‬ﻫﺬﺍ ﺍﻟﺘﻮﺟﻪ ﻳﻘﻠﻞ ﺍﻻﻋﺘﻤﺎﺩ ﻋﻠﻰ ﺍﻟﻮﻇﺎﺋﻒ ﺍﳊﻜﻮﻣﻴﺔ ﺍﻟﱵ ﻛﺎﻧﺖ ﺗﺘﺼﻒ ﺑﺎﻟﺪﳝﻮﻣﺔ ﻭﺍﻻﺳـﺘﻘﺮﺍﺭ ﻭﻳـﻀﻴﻖ‬ ‫ﺍﻟﻔﺠﻮﺓ ﺑﲔ ﺍﻟﻘﻄﺎﻉ ﺍﻟﻌﺎﻡ ﻭﺍﳋﺎﺹ ‪.‬‬ ‫‪ -٢‬ﺗﻄﺒﻴﻖ ﺑﺮﺍﻣﺞ ﻟﺘﻨﻤﻴﺔ ﻭﺗﻄﻮﻳﺮ ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ﺍﻟﱵ ﺗﺆﺩﻯ ﺇﱃ ﺇﺣﺪﺍﺙ ﺍﻟﺘﻐﻴﲑ ﺍﳌﺆﺳﺴﻲ ﺍﳌﻄﻠﻮﺏ ﰲ ﻣﺴﺘﻮﻳﺎﺕ‬ ‫ﺍﻷﺩﺍﺀ ‪ ،‬ﻣﻦ ﺧﻼﻝ ﺗﻐﻴﲑ ﺍﳌﻬﺎﺭﺍﺕ ﻭﻣﻦ ﰒ ﺍﻟﺘﻘﻴﻴﻢ ﻭﺑﺎﻟﺘﺎﱄ ﺗﺘﻐﲑ ﺍﻟﺴﻠﻮﻙ ‪ ،‬ﻭﻫﺬﻩ ﺍﻟﱪﺍﻣﺞ ﲢﻔﺰ ﺍﳌﻮﻇﻔﲔ ﻋﻠﻰ‬ ‫ﲢــﺪﻯ ﺍﻟﺼﻌﻮﺑﺎﺕ ﻭﺗﺸﺠﻌﻬﻢ ﻋﻠﻰ ﻣﻮﺍﺟﻬﻪ ﺍﳌﺨﺎﻃﺮ ﻭﺗﻄﻮﺭ ﻗﺪﺭﺍ‪‬ﻢ ﻋﻠﻰ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﰲ ﺍﻷﻭﻗـﺎﺕ‬ ‫ﺍﳌﻨﺎﺳﺒﺔ ‪ ،‬ﻭﻫﺬﻩ ﺍﻟﱪﺍﻣﺞ ﺗﺴﻌﻰ ﺇﱃ ﺯﻳﺎﺩﺓ ﺍﳌﺸﺎﺭﻛﺔ ﻋﻠﻰ ﻛﺎﻓﺔ ﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﰲ ﳎﺎﻝ ﺍﲣﺎﺫ ﺍﻟﻘـﺮﺍﺭﺍﺕ‬ ‫ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﻓﺘﺢ ﻗﻨﻮﺍﺕ ﺍﻻﺗﺼﺎﻝ ﻋﻤﻮﺩﻳﹰﺎ ﻭﺃﻓﻘﻴﺎ ﺑﲔ ﺍﻟﺮﺋﻴﺲ ﻭﺍﳌﺮﺅﻭﺳﲔ ﻭﺑﲔ ﺍﳌﻮﻇﻔﲔ ﺃﻧﻔﺴﻬﻢ ‪ ،‬ﻛﻤـﺎ‬ ‫‪‬ﺪﻑ ﻫﺬﻩ ﺍﻟﱪﺍﻣﺞ ﺇﱃ ﻣﻮﺍﺟﻬﺔ ﺍﳌﻘﺎﻭﻣﺔ ﻟﻠﺘﻐﻴﲑ ﺑﺘﻮﻓﲑ ﻓﺮﺹ ﺟﺪﻳﺪﺓ ﻟﻠﺘﻌﻠﻢ ﻭﺍﻟﺘﺪﺭﻳﺐ ﻭﺍﻟﺘﻄﻮﻳﺮ ‪ ،‬ﺣﻴﺚ ﺃﻥ‬ ‫ﻣﻌﻈﻢ ﺍﳌﻮﻇﻔﲔ ﻳﺘﺠﻬﻮﻥ ﺇﱃ ﻣﻘﺎﻭﻣﺔ ﺍﻟﺘﻐﻴﲑ ﺑﺴﺒﺐ ﲣﻮﻓﻬﻢ ﻣﻦ ﺍ‪‬ﻬﻮﻝ ﻭﻋﺪﻡ ﺛﻘﺘﻬﻢ ﺑﺎﳌﻬﺎﺭﺍﺕ ﺍﻟﱵ ﳝﺘﻠﻜﻮ‪‬ﺎ‬ ‫ﻭﻋﺪﻡ ﻣﻌﺮﻓﺘﻬﻢ ﳌﺴﺘﻮﻳﺎﺕ ﺍﻷﺩﺍﺀ ﺍﳌﺘﻮﻗﻌﺔ ﻣﻨﻬﻢ‪.‬‬ ‫‪١٣٦‬‬ ‫ﻭﻣﻦ ﺑﺮﺍﻣﺞ ﺗﻨﻤﻴﺔ ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ﺍﻟﺘﻄﻮﻳﺮ ﺍﳌﺆﺳﺴﻲ ) ‪ ( ًOrganization Development‬ﺣﻴﺚ ﻳـﺘﻢ ﻓﻴـﻪ‬ ‫ﺍﻹﺟﺎﺑﺔ ﻋﻠﻰ ﺛﻼﺛﺔ ﺃﺳﺌﻠﺔ ﻫﻲ‪ :‬ﺃﻳﻦ ﳓﻦ ﺍﻵﻥ ؟ ﻭﺃﻳﻦ ﻧﺮﻳﺪ ﺃﻥ ﻧﺼﻞ ؟ ﻭﻛﻴﻒ ﳝﻜﻨﻨﺎ ﺇﺣﺪﺍﺙ ﺗﻐـﻴﲑ ﰲ ﺍﻷﺩﺍﺀ ؟ ﻭﻣـﻦ‬ ‫ﺍﻟﱪﺍﻣﺞ ﺍﻷﺧﺮﻯ ﻫﻲ ﺇﺩﺍﺭﺓ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ) ‪ ( Total Quality Management‬ﻭﺍﻟـﱵ ﺳـﺒﻖ ﺫﻛﺮﻫـﺎ‬ ‫ﺑﺎﻟﺘﻔﺼﻴﻞ ﰲ ﺍﻟﻔﺼﻞ ﺍﻟﺜﺎﻟﺚ ﻭﺍﻟﱵ ﲢﺘﻮﻯ ﻋﻠﻰ ﺇﺟﺮﺍﺀ ﲢﻠﻴﻞ ﻟﻸﻧﻈﻤﺔ ﻭﺗﻮﺛﻴﻖ ﺍﻹﺟﺮﺍﺀﺍﺕ ﻭﻭﺿﻊ ﺍﳋﻄﻂ ﺍﻟﺘﺸﻐﻴﻠﻴﺔ ﺍﻟـﱵ‬ ‫ﺗﺆﺩﻯ ﺑﺘﻄﺒﻴﻘﻬﺎ ﺇﱃ ﺗﻄﻮﻳﺮ ﺍﳌﻬﺎﺭﺍﺕ ﻟﻠﻌﺎﻣﻠﲔ ﻭﺗﻄﻮﻳﺮ ﺃﺳﺎﻟﻴﺐ ﺍﻟﻌﻤﻞ ﺑﺸﻜﻞ ﻋﺎﻡ ‪.‬‬ ‫ﻭﻣﻦ ﺍﻟﱪﺍﻣﺞ ﺃﻳﻀﺎ ﲢﻮﻳﻞ ﺍﳌﺆﺳﺴﺔ ﺗﻌﻠﻴﻤﻴﺔ ) ‪ ( Learning Organization‬ﺫﻟﻚ ﻣﻦ ﺧﻼﻝ ﺧﻠﻖ ﺑﻴﺌﺔ ﺗـﺸﺠﻊ‬ ‫ﻋﻠﻰ ﺩﻓﻊ ﻛﺎﻓﺔ ﺍﻟﺴﻠﻮﻛﻴﺎﺕ ﻭﺍﻹﺟﺮﺍﺀﺍﺕ ﳓﻮ ﺍﻟﺘﻄﻮﺭ ﻭﺍﻟﺘﻌﻠﻢ ﺍﳌﺴﺘﻤﺮ ‪ ،‬ﻭﺍﻟﺘﺮﻛﻴﺰ ﻫﻨﺎ ﻳﻜﻮﻥ ﻋﻠﻰ ﺍﻟﺴﻠﻮﻙ ﻭﺍﻹﺟﺮﺍﺀﺍﺕ‬ ‫ﻛﺮﻛﺎﺋﺰ ﻟﺘﺤﻘﻴﻖ ﺍﳉﻮﺩﺓ ﻭﺍﻟﺘﻤﻴﺰ ﻭﺍﳌﺮﻭﻧﺔ ﻭﺍﻹﺑﺪﺍﻉ ﻭﺍﻻﺑﺘﻜﺎﺭ ‪ ،‬ﺇﻥ ﺩﻭﺭ ﺍﳌﺪﺭﺍﺀ ﰲ ﻣﺜﻞ ﻫﺬﻩ ﺍﳌﺆﺳﺴﺔ ﺍﻟﱵ ﺗﺮﻛﺰ ﻋﻠـﻰ‬ ‫ﺍﻟﺘﻌﻠﻢ ﳜﺘﻠﻒ ﻋﻦ ﺩﻭﺭ ﺍﳌﺪﺭﺍﺀ ﰲ ﺍﳌﺆﺳﺴﺎﺕ ﺍﻟﺘﻘﻠﻴﺪﻳﺔ ‪ ،‬ﻓﺎﳌﺪﺭﺍﺀ ﻋﻠﻴﻬﻢ ﻣﺴﺆﻭﻟﻴﺔ ﺧﻠﻖ ﺑﻴﺌﺔ ﺍﻟﺘﻌﻠﻢ ﻫﺬﻩ ﺑﺎﻹﺿـﺎﻓﺔ ﺇﱃ‬ ‫ﺍﻟﺘﻔﻜﲑ ﻭﺍﻟﻌﻤﻞ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﺳﺘﺮﺍﺗﻴﺠﻲ ﻭﺍﻟﻌﻤﻞ ﻋﻠﻰ ﺗﻄﻮﻳﺮ ﻣﻬﺎﺭﺍ‪‬ﻢ ﻭﻗﺪﺭﺍ‪‬ﻢ ﻭﺍﻟﺘﻌﻠﻢ ﻛﻴﻒ ﻳﺘﻌﻠﻤﻮﻥ ﻭﻳـﻀﻤﻨﻮﻥ‬ ‫ﺩﳝﻮﻣﺔ ﺍﻟﺘﻌﻠﻢ ﻭﺍﻟﺘﻨﻤﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ ‪.‬‬ ‫ﺛﺎﻟﺜﹰﺎ‪ :‬ﺍﻟﺒﻨﺎﺀ ﺍﳌﺆﺳﺴﻲ ‪:‬‬ ‫ﺣﻴﺚ ﻟﻼﻧﺘﻘﺎﻝ ﺇﱃ ﻣﺮﺍﺣﻞ ﺍﻟﺘﻤﻴﺰ ﰲ ﺍﻷﺩﺍﺀ ﺍﳊﻜﻮﻣﻲ ﻭﲢﻘﻴﻖ ﺃﻓﻀﻞ ﺍﻟﻨﺘﺎﺋﺞ ﻻﺑﺪ ﻣﻦ ﺇﻋﺎﺩﺓ ﻫﻴﻜﻠﺔ ﺍﳌﺆﺳـﺴﺎﺕ ﻣـﻦ‬ ‫ﺣﻴﺚ‪:‬‬ ‫• ﺿﻤﺎﻥ ﻭﺟﻮﺩ ﻫﻴﻜﻞ ﺗﻨﻈﻴﻤﻲ ﻳﺘﻀﻤﻦ ﻭﺣﺪﺍﺕ ﺇﺩﺍﺭﻳﺔ ﻣﺘﻜﺎﻣﻠﺔ ﻭﻣﺘﻨﺎﺳﻘﺔ ﻗﺎﺩﺭﺓ ﻋﻠﻰ ﲢﻘﻴﻖ ﺍﻷﻫـﺪﺍﻑ‬ ‫ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻟﻠﻤﺆﺳﺴﺔ ﻭﺗﺘﻤﺘﻊ ﺑﺎﳌﺮﻭﻧﺔ ﺍﻟﻜﺎﻓﻴﺔ ﻟﺬﻟﻚ ‪ ،‬ﻭﺍﻟﺘﻮﺟﻪ ﺍﻟﻌﺎﳌﻲ ﺣﺎﻟﻴﺎ ﳓﻮ ﺗﻘﻠﻴﻞ ﺍﳌـﺴﺘﻮﻳﺎﺕ‬ ‫ﺍﻹﺩﺍﺭﻳﺔ ﻣﺎ ﺃﻣﻜﻦ ) ‪ ( Flatter Hierarchy‬ﻓﻤﻦ ﺍﻷﳘﻴﺔ ﲟﻜﺎﻥ ﺃﻥ ﺗﻜـﻮﻥ ﻗﻨـﻮﺍﺕ ﺍﻻﺗـﺼﺎﻝ‬ ‫ﻭﺍﺿﺤﺔ ﻭﻓﻌﺎﻟﺔ ﻭﺃﻥ ﻻ ﺗﻘﺘﺼﺮ ﻋﻠﻰ ﻗﻨﻮﺍﺕ ﺍﻻﺗﺼﺎﻝ ﺍﻟﻌﻤﻮﺩﻳﺔ ﻓﻘﻂ ﻭﺍﻻﺑﺘﻌﺎﺩ ﻋﻦ ﺯﻳـﺎﺩﺓ ﺍﻟﻮﺣـﺪﺍﺕ‬ ‫ﺍﻹﺩﺍﺭﻳﺔ ﺩﻭﻥ ﻭﺟﻮﺩ ﻣﱪﺭﺍﺕ ﻣﻮﺿﻮﻋﻴﺔ ﻟﺬﻟﻚ ‪.‬‬ ‫‪١٣٧‬‬ ‫• ﻭﺟـﻮﺩ ﺃﺩﻭﺍﺕ ﻟﻠﻘﻴـﺎﺱ ﻭﺍﻟﺘﻘﻴـﻴﻢ ) ‪Strong monitoring and evaluation of‬‬ ‫)‪ outputs and outcomes‬ﺳﻮﺍﺀ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺗﻘﻴﻴﻢ ﺍﻷﺩﺍﺀ ﺍﳌﺆﺳﺴﻲ ﺃﻭ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺗﻘﻴﻴﻢ‬ ‫ﺃﺩﺍﺀ ﺍﻷﻓﺮﺍﺩ ‪ ،‬ﻭﺃﻥ ﺗﻜﻮﻥ ﺍﳊﻮﺍﻓﺰ ﺍﳌﻤﻨﻮﺣﺔ ﻣﺘﻨﺎﻏﻤﺔ ﻣﻊ ﻣﺴﺘﻮﻳﺎﺕ ﺍﻷﺩﺍﺀ ‪.‬‬ ‫ﻭﻣﻦ ﻫﺬﻩ ﺍﻷﺩﻭﺍﺕ ﻟﻘﻴﺎﺱ ﺍﻷﺩﺍﺀ ﺍﳌﺆﺳﺴﻲ ﻣﺎ ﻳﺴﻤﻰ ﺑﺒﻄﺎﻗﺎﺕ ﺍﻷﺩﺍﺀ ﺍﳌﺘﻮﺍﺯﻥ ) ‪( Balance scored Cared‬‬ ‫ﺍﻟﱵ ﺗﻘﻴﺲ ﻣﺪﻯ ﲢﻘﻴﻖ ﺃﻫﺪﺍﻑ ﺍﳌﺆﺳﺴﺔ ﻣﻦ ﺧﻼﻝ ﺗﻨﻔﻴﺬ ﺍﳌﻬﺎﻡ ﻭﺍﻷﻧﺸﻄﺔ ﺍﻟﻔﺮﻋﻴﺔ ﺍﳌﻨﺒﺜﻘـﺔ ﻣـﻦ ﺍﻷﻫـﺪﺍﻑ ﺍﻟﻌﺎﻣـﺔ‬ ‫ﻭﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﳋﺎﺻﺔ ﺑﺎﳌﺆﺳﺴﺔ ﻭﻣﻦ ﺃﻧﻈﻤـﺔ ﻗﻴـﺎﺱ ﺃﺩﺍﺀ ﺍﻷﻓـﺮﺍﺩ ﺃﻧﻈﻤـﺔ ﺗﻘﻴـﻴﻢ ﺍﻷﺩﺍﺀ ) ‪Performance‬‬ ‫‪ ( Appraisal Schemes‬ﺍﻟﱵ ‪‬ﺪﻑ ﺇﱃ ‪:‬‬ ‫ ﻗﻴﺎﺱ ﻣﺪﻯ ﲢﻘﻴﻖ ﺍﻷﻫﺪﺍﻑ ﺍﳌﻨﺒﺜﻘﺔ ﻣﻦ ﺃﻫﺪﺍﻑ ﺍﻟﻮﺣﺪﺓ ﺍﻹﺩﺍﺭﻳﺔ ﺍﻟﱵ ﺑﺪﻭﺭﻫﺎ ﻣـﺴﺘﻨﺒﻄﺔ ﻣـﻦ ﺍﻷﻫـﺪﺍﻑ‬‫ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻟﻠﻤﺆﺳﺴﺔ‪.‬‬ ‫‪-‬‬ ‫ﺗﻘﻮﻳﺔ ﺍﻟﻌﻼﻗﺔ ﺑﲔ ﺍﻟﺮﺋﻴﺲ ﻭﺍﳌﺮﺅﻭﺱ ﻭﺍﳊﺼﻮﻝ ﻋﻠﻰ ﺍﻟﺘﻐﺬﻳﺔ ﺍﻟﺮﺍﺟﻌﺔ ﻋﻦ ﻣﺴﺘﻮﻯ ﺍﻷﺩﺍﺀ‪.‬‬ ‫ ﺍﻟﺘﻌﺮﻑ ﻋﻠﻰ ﻣﻮﺍﻃﻦ ﺍﻟﻀﻌﻒ ﰲ ﺃﺩﺍﺀ ﺍﳌﻮﻇﻒ ﳌﻌﺎﳉﺘﻬﺎ ﻭﻧﻘﺎﻁ ﺍﻟﻘﻮﺓ ﻟﺘﻌﺰﻳﺰﻫﺎ‪.‬‬‫ ﲢﺪﻳﺪ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﺍﻟﺘﺪﺭﻳﺒﻴﺔ ﻭﺗﻮﻓﲑ ﺍﻟﻔﺮﺹ ﺍﻟﺘﻌﻠﻴﻤﻴﺔ ﻭﺍﻟﺘﺪﺭﻳﺒﻴﺔ ﻭﺍﻟﺘﻄﻮﻳﺮﻳﺔ ﻟﻠﻤﻮﻇﻒ ﺳﻮﺍﺀ ﻛﺎﻥ ﺫﻟﻚ ﻣﻦ‬‫ﺧﻼﻝ ﺑﺮﺍﻣﺞ ﺍﻟﺘﻌﻠﻢ ﻋﻦ ﺑﻌﺪ ﺃﻭ ﻣﻦ ﺧﻼﻝ ﺍﻟﻌﻤﻞ ﺃﻭ ﺍﻻﻟﺘﺤﺎﻕ ﺑﺪﻭﺭﺍﺕ ﺗﺪﺭﻳﺒﻴﺔ ﺃﻭ ﻣـﻦ ﺧـﻼﻝ ﺣـﻀﻮﺭ‬ ‫ﺍﳌﺆﲤﺮﺍﺕ ﻭﺍﳌﻨﺘﺪﻳﺎﺕ ﻭﺍﻟﻔﻌﺎﻟﻴﺎﺕ ﺍﳌﺘﺨﺼﺼﺔ ‪.‬‬ ‫ ﲢﺪﻳﺪ ﺍﳌﺴﺎﺭ ﺍﻟﻮﻇﻴﻔﻲ ﻟﻠﻤﻮﻇﻒ ﻭﺑﻴﺎﻥ ﻓﺮﺹ ﺇﻣﻜﺎﻧﻴﺔ ﺍﻟﺘﺮﻗﻴﺔ ﰲ ﺍﳌﺴﺘﻘﺒﻞ‪.‬‬‫‪ -‬ﺭﺑﻂ ﺍﻟﺮﻭﺍﺗﺐ ﺑﻄﺒﻴﻌﺔ ﺍﻟﻌﻤﻞ ﻭﻣﺴﺆﻭﻟﻴﺎﺗﻪ‪.‬‬ ‫• ﲤﻜﲔ ﺍﳌﺪﺭﺍﺀ ﻭﻣﻨﺤﻬﻢ ﳎﺎﻻ ﺃﻭﺳﻊ ﻭﺣﺮﻳﺔ ﺃﻛﱪ )‪ (Greater autonomy‬ﰲ ﳎﺎﻝ ﺍﲣـﺎﺫ‬ ‫ﺍﻟﻘﺮﺍﺭﺍﺕ ﻭﺗﻌﺰﻳﺰ ﺻﻼﺣﻴﺘﻬﻢ ﻭﲤﻜﻴﻨﻬﻢ ) ‪ ( Empowerment‬ﻣﻊ ﺗﺰﺍﻣﻦ ﺫﻟـﻚ ﺑﻮﺟـﻮﺩ‬ ‫ﻣﺴﺎﺀﻟﺔ )‪ ( Accountability‬ﲤﺎﺛﻞ ﻣﺴﺘﻮﻯ ﺍﻟﺼﻼﺣﻴﺔ ‪.‬‬ ‫‪١٣٨‬‬ ‫• ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺗﻮﺛﻴـﻖ ﺍﻟﻌﻤﻠﻴـﺎﺕ ﺑﻄﺮﻳﻘـﺔ ﻓﻌﺎﻟـﺔ ) ‪Effective and streamlined‬‬ ‫‪ ( processes‬ﺃﻭ ﻣﺎ ﻳﺴﻤﻰ ﺑﺈﺟﺮﺍﺀﺍﺕ ﺍﻟﻌﻤـﻞ ﺍﻟﻘﻴﺎﺳـﻴﺔ ) ‪Standard Operating‬‬ ‫) ‪ procedures‬ﻭﻫﺬﻩ ﺍﻹﺟﺮﺍﺀﺍﺕ ﳛﺐ ﺃﻥ ﺗﺘﺴﻢ ﺑﺎﻟﻮﺿﻮﺡ ‪ ،‬ﻭﺍﻟﺸﻔﺎﻓﻴﺔ ﻭﺍﳌﺮﻭﻧﺔ ﻭﺃﻥ ﺗﻜﻮﻥ‬ ‫ﺑﻌﻴﺪﺓ ﻋﻦ ﺍﻟﺮﻭﺗﲔ ‪.‬‬ ‫• ﺗﻌﺰﻳﺰ ﻭﺗﺸﺠﻴﻊ ﻣﺒﺪﺃ ﻧﻘﻞ ﺍﳌﻌﺮﻓﺔ ﻭﺗﺒﺎﺩﻝ ﺍﳌﻌﻠﻮﻣـﺎﺕ ) ‪Information Dissemination‬‬ ‫)‪ and Transfer learning‬ﻣﻦ ﺧﻼﻝ ﻓﻌﺎﻟﻴﺎﺕ ﻭﺃﻧﺸﻄﺔ ﻣﱪﳎﺔ ﳐﻄﻂ ﳍﺎ‪.‬‬ ‫• ﺍﺳﺘﺨﺪﺍﻡ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﺍﻟﻌﻤﻞ ﻛﺎﺳﺘﺨﺪﺍﻡ ﺍﻻﻧﺘﺮﻧﺖ ‪ ،‬ﻭﺍﳊﻜﻮﻣﺔ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ‪ ،‬ﻭﺑﺮﺍﻣﺞ‬ ‫ﺍﻟﺘﻌﻠﻢ ﻋﻦ ﺑﻌﺪ ‪ ،‬ﻭﺣﻮﺳـﺒﺔ ﺍﻹﺟـﺮﺍﺀﺍﺕ ﻭﺍﻟﺘﻮﺛﻴـﻖ ‪Document Management‬‬ ‫‪System‬‬ ‫• ﺇﺟﺮﺍﺀ ﺩﺭﺍﺳﺎﺕ ﺍﳌﻘﺎﺭﻧﺔ ) ‪ ( Benchmark Studies‬ﻣﻊ ﻣﺆﺳﺴﺎﺕ ﺍﻟﻘﻄﺎﻉ ﺍﳋﺎﺹ ﻭﻣـﻊ‬ ‫ﻣﺆﺳﺴﺎﺕ ﺍﻟﻘﻄﺎﻉ ﺍﻟﻌﺎﻡ ﺍﻟﻨﺎﺟﺤﺔ ﺳﻮﺍﺀ ﰲ ﺍﻟﺪﻭﻝ ﺍﳌﺘﻘﺪﻣﺔ ﺃﻭ ﻏﲑﻫﺎ ﻟﻼﺳﺘﻔﺎﺩﺓ ﻣﻦ ﲡﺎﺭ‪‬ﺎ ﻭﺗـﺒﲎ‬ ‫ﺃﺳﺎﻟﻴﺒﻬﺎ ﺍﻟﻨﺎﺟﻌﺔ ﺑﻌﺪ ﻣﻮﺍﺀﻣﺘﻬﺎ ﻣﻊ ﺑﻴﺌﺔ ﻋﻤﻞ ﺍﳌﺆﺳﺴﺔ‬ ‫• ﺍﻻﺳﺘﻌﺎﻧﺔ ﺑﺎﳋﱪﺍﺕ ﺍﻻﺳﺘـﺸﺎﺭﻳﺔ ﺍﳋﺎﺭﺟﻴـﺔ ﺃﻭ ﺍﶈﻠﻴـﺔ ﺷـﺮﻳﻄﺔ ﺗـﻮﻓﺮ ﺍﻟﺮﺩﻳـﻒ ﺍﳌﻨﺎﺳـﺐ‬ ‫)‪ ( Counterpart‬ﻣﻦ ﺍﳌﻮﻇﻔﲔ‪.‬‬ ‫‪١٣٩‬‬ ‫ﺍﻟﻔﺼﻞ ﺍﳋﺎﻣﺲ ‪ :‬ﺍﳌﻬﺎﺭﺍﺕ ﺍﻟﻘﻴﺎﺩﻳﺔ ﻭﺩﻭﺭﻫﺎ ﰲ ﺗﺒﲏ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﻤﻴﺰ‬ ‫" ﺩﺭﺍﺳﺔ ﲢﻠﻴﻠﻴﺔ ﰲ ﺍﻟﺒﻨﻮﻙ ﺍﻟﺴﻌﻮﺩﻳﺔ "‬ ‫‪-١‬ﻣﻘﺪﻣﺔ ﺍﻟﻔﺼﻞ‪:‬‬ ‫ﻳﻮﺍﺟﻪ ﻗﻄﺎﻉ ﺍﻷﻋﻤﺎﻝ ﰲ ﺍﳌﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ ﺑﺸـــﻜﻞ ﻋﺎﻡ ‪ ،‬ﻭﻗﻄﺎﻉ ﺍﻟﺒﻨﻮﻙ ﺑﺸــﻜﻞ ﺧﺎﺹ ‪ ،‬ﻗـﻀﻴﺔ‬ ‫ﺍﻟﺘﻮﺟـﻪ ﳓﻮ ﺍﻟﻌﺎﳌﻴﺔ ‪ ،‬ﺑﻌﺪ ﺗﻮﻗﻴﻊ ﺍﳌﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴـﺔ ﺍﻟـﺴﻌﻮﺩﻳﺔ ﻋﻠـﻰ ﺍﺗﻔﺎﻗﻴـﺔ ﺍﻟﺘﺠـﺎﺭﺓ ﺍﳊـﺮﺓ ‪(free trade‬‬ ‫)‪ agreement‬ﻭﰲ ﻇﻞ ﻫﺬﻩ ﺍﻟﻈﺮﻭﻑ ﻭﺍﻟﺘﻄﻮﺭﺍﺕ ﺍﻟﻌﺎﳌﻴﺔ ﺍﳊﺎﻟﻴﺔ ‪ ،‬ﻭﰲ ﻇﻞ ﺣﺎﻟﺔ ﺍﻟﻌﺎﳌﻴﺔ ﻭﻣﺘﻄﻠﺒﺎ‪‬ـﺎ ‪ ،‬ﻋﺎﻳـﺸﺖ‬ ‫ﻣﻨﻈﻤﺎﺕ ﺍﻹﻋﻤﺎﻝ ﺍﻟﺴﻌﻮﺩﻳﺔ ﳏﺎﻭﻻﺕ ﻣﺴﺘﻤﺮﺓ ﻟﺘﺤﺴﲔ ﺃﺩﺍﺋﻬﺎ ‪ ،‬ﻣﻦ ﺧﻼﻝ ﺗﻄﺒﻴﻖ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﳌﺪﺍﺧﻞ ‪،‬ﻛﺈﺩﺍﺭﺓ ﺍﳉﻮﺩﺓ‬ ‫ﻭﻣﻌﺎﻳﺮ ﻭﻣﻮﺍﺻﻔﺎﺕ ‪ ISO9000‬ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﺗﺄﺳﻴﺲ ﺟﺎﺋﺰﺓ ﺍﳌﻠﻚ ﻋﺒﺪﺍﻟﻌﺰﻳﺰ ﻟﻠﺠﻮﺩﺓ ﻟﺪﻳﻬﺎ ﻛﻔـﺎﺀﺍﺕ ﻭﺧـﱪﺍﺕ‬ ‫ﺑﺸﺮﻳﺔ ﻭﻗﻴﺎﺩﺍﺕ ﺗﺘﺪﺍﺭﻙ ﻫﺬﻩ ﺍﳌﺘﻐﲑﺍﺕ ﻭﺗﺪﺭﻙ ﺃﻳﻀﺎ ﺇﺑﻌﺎﺩﻫﺎ ﻭﺗﺴﺘﺸﺮﻑ ﻣﻌﺎﳌﻬﺎ ‪ ،‬ﺑﻘﺼﺪ ﺍﻟﺼﻤﻮﺩ ﺇﻣﺎﻡ ﺍﳌﻨﺎﻓﺴﺔ ﺍﻟﻌﺎﳌﻴﺔ‬ ‫‪ ،‬ﻭﺍﻟﻌﻤﻞ ﺑﺮﻭﺡ ﺍﻟﻔﺮﻳﻖ ﻭﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺍﻷﺳﻮﺍﻕ ﺍﻟﻌﺎﳌﻴﺔ ﻭﻣﻌﺎﻳﺸﺔ ﺍﻻﺑﺘﻜﺎﺭ ﻭﺍﻟﺘﺠﺪﻳﺪ‪ ،‬ﰲ ﺇﻃﺎﺭ ﻭﺍﻟﺘﺨﻄﻴﻂ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ‬ ‫‪. ٢٧‬‬ ‫ﻭﻗﺪ ﺃﺷﺎﺭﺕ ﺍﻟﺪﺭﺍﺳﺎﺕ ﺍﳊﺪﻳﺜﺔ ﺇﱃ ﺃﻥ ﲤﻴﺰ ﺍﳌﻨﻈﻤﺎﺕ ﻛﺎﻥ ﻳﺴﺘﻨﺪ ﺃﻭ ﹰﻻ ﻟﻸﺩﺍﺀ ﺍﻟﻘﻴﺎﺩﻱ ‪ ،‬ﺇﺫ ﺃﺻﺒﺤﺖ ﺍﻟﻘﻴـﺎﺩﺓ ﺍﳌﻌﻴـﺎﺭ‬ ‫ﺍﻟﺬﻱ ﻳﻠﻌﺐ ﺩﻭﺭﹰﺍ ﰲ ﲢﺪﻳﺪ ﳒﺎﺡ ﺍﳌﻨﻈﻤﺎﺕ ‪ ٢٨‬ﻭﺍﻟﻘﻴﺎﺩﺓ ﺍﻟﻔﻌﺎﻟﺔ ﻫﻲ ﺇﺣﺪﻯ ﺍﻟﺮﻛﺎﺋﺰ ﺍﻷﺳﺎﺳﻴﺔ ﻟﻨﺠﺎﺡ ﺃﻱ ﻣﻨﻈﻤﺔ ﻣﻬﻤﺎ‬ ‫ﻛﺎﻥ ﳎﺎﻝ ﻋﻤﻠﻬﺎ ‪ ،‬ﻭﻫﻲ ﲟﺜﺎﺑﺔ ﺣﺠﺮ ﺍﻟﺰﺍﻭﻳﺔ ﻷﻱ ﺟﻬﺪ ﻳﻬﺪﻑ ﺇﱃ ﲢﻘﻴﻖ ﺍﻟﻨﺠﺎﺣﺎﺕ ﰲ ﺇﻃﺎﺭ ﲢﻘﻴﻖ ﺃﻫﺪﺍﻑ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ‬ ‫‪.‬‬ ‫‪-٢‬ﺃﳘﻴﺔ ﺩﺭﺍﺳﺔ ﻭﲝﺚ ﻫﺬﺍ ﺍﻟﻔﺼﻞ ‪:‬‬ ‫‪ 27‬ﻋﺒﺎس ‪ – ٢٠٠٤‬ﺻﻔﺤﺔ ‪٩‬‬ ‫‪(1982,P,13 PETERS & WATERMAN,) 28‬‬ ‫‪١٤٠‬‬ ‫ﺗﱪﺯ ﺃﳘﻴﺔ ﻫﺬﺍ ﺍﻟﻔﺼﻞ ﻣﻦ ﺿﺮﻭﺭﺓ ﺍﻣﺘﻼﻙ ﻗﻄﺎﻉ ﺍﻷﻋﻤﺎﻝ ﺍﻟﺴﻌﻮﺩﻱ ﺑﺸﻜﻞ ﻋﺎﻡ ﻭﻗﻄﺎﻉ ﺍﻟﺒﻨﻮﻙ ﺑﺸﻜﻞ ﺧﺎﺹ ﻟﻌﻮﺍﻣﻞ‬ ‫ﺍﻟﺘﻤﻴﺰ ﺣﱴ ﺗﺴﺎﻫﻢ ﰲ ﺗﺒﲏ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﻤﻴﺰ ‪ ،‬ﻻﺳﻴﻤﺎ ﻭﺃﻥ ﻏﺎﻟﺒﻴﺔ ﺍﳌﻨﻈﻤﺎﺕ ﺃﺻﺒﺤﺖ ﺳﺎﻋﻴﺔ ﳓﻮ ﺍﻟﻌﺎﳌﻴـﺔ ‪ ،‬ﻭﺗـﱪﺯ‬ ‫ﺃﳘﻴﺘﻬﺎ ﺃﻳﻀﹰﺎ ﻣﻦ ﺿﺮﻭﺭﺓ ﲢﺪﻳﺪ ﻣﻬﺎﺭﺍﺕ ‪ ،‬ﻭﺍﻟﺴﻠﻮﻛﻴﺎﺕ ﺍﻟﻘﻴﺎﺩﻳﺔ ﰲ ﺍﻟﺒﻨﻮﻙ ﺍﻟﺴﻌﻮﺩﻳﺔ ﺑﺎﻟﺸﻜﻞ ﺍﻟﺬﻱ ﳚﻌﻠﻬﺎ ﲢـﺎﻓﻆ‬ ‫ﻼ ﻣﻦ ﺧﻼﻝ ﺳﻌﻲ ﺍﻟﺪﺭﺍﺳﺔ ﳓﻮ‪:‬‬ ‫ﻋﻠﻰ ﺑﻘﺎﺋﻬﺎ ﻭﺍﺳﺘﻤﺮﺍﺭﻫﺎ ‪ ،‬ﻭﳝﻜﻦ ﺇﺩﺭﺍﻙ ﺃﳘﻴﺔ ﺍﻟﺪﺭﺍﺳﺔ ﺗﻔﺼﻴ ﹰ‬ ‫‪ -١‬ﺇﻟﻘﺎﺀ ﺍﻟﻀﻮﺀ ﻋﻠﻰ ﺍﳌﻌﺮﻓﺔ ﺍﻷﺳﺎﺳﻴﺔ ﳌﻮﺿﻮﻉ ﺍﻟﻘﻴﺎﺩﺓ ﻭﻣﻮﺿﻮﻉ ﺍﻟﺘﻤﻴﺰ ﻣﻦ ﺧـﻼﻝ ﺍﺳـﺘﻌﺮﺍﺽ ﻣﻔﺎﻫﻴﻤﻬـﺎ‬ ‫ﻭﻣﱪﺭﺍ‪‬ﺎ ﻭﲢﻠﻴﻠﻬﺎ ﻭﻋﺮﺿﻬﺎ ﰲ ﺇﻃﺎﺭ ﺃﻛﺎﺩﳝﻲ ﻓﺎﺣﺺ‪.‬‬ ‫‪ -٢‬ﳏﺎﻭﻟﺔ ﺍﻟﺪﺭﺍﺳﺔ ﺗﻘﺪﱘ ﻣﻌﻠﻮﻣﺎﺕ ﻭﺣﻘﺎﺋﻖ ﻹﺩﺍﺭﺍﺕ ﻗﻄﺎﻉ ﺍﻟﺒﻨﻮﻙ ﺍﻟﺴﻌﻮﺩﻳﺔ ﻟﻼﺳﺘﻔﺎﺩﺓ ﻣﻨﻬﺎ ‪.‬‬ ‫ﻼ ﻋﻦ ﺇﻥ ﺍﻟﺪﺭﺍﺳﺔ ﺳﺘﻘﺪﻡ ﻟﻠﻤﻬﺘﻤﲔ ﺍﳌﻌﺮﻓﺔ ﺍﻷﺳﺎﺳـﻴﺔ ‪ ،‬ﻭﺍﳌﻌﻠﻮﻣـﺎﺕ ﺍﻟﻨﻈﺮﻳـﺔ ‪ ،‬ﻭﺍﻟﻌﻤﻠﻴـﺔ ﺣـﻮﻝ‬ ‫ﻓﻀ ﹰ‬ ‫ﺍﳌﺼﻄﻠﺤﺎﺕ ﻭﺍﳌﻔﺎﻫﻴﻢ ﺫﺍﺕ ﺍﻟﻌﻼﻗﺔ ‪ ،‬ﻓﻬﻲ ‪‬ﺪﻑ ﺃﻳﻀﹰﺎ ﺇﱃ ﲢﻘﻴﻖ ﻣﺎ ﻳﺄﰐ‪:‬‬ ‫• ﺑﻴﺎﻥ ﺃﺛﺮ ﺍﳌﻬﺎﺭﺍﺕ ﺍﻟﻘﻴﺎﺩﻳﺔ ﻭﺩﻭﺭﻫﺎ ﰲ ﺍﺳﺘﺨﺪﺍﻡ ﻭﺍﺳﺘﺜﻤﺎﺭ ﺍﳉﺪﺍﺭﺍﺕ ﺍﻷﺳﺎﺳﻴﺔ ﺍﳌﺘـﻮﻓﺮﺓ ﰲ ﺍﻟﺒﻨـﻮﻙ‬ ‫ﺍﻟﺴﻌﻮﺩﻳﺔ ‪.‬‬ ‫• ﺇﺑﺮﺍﺯ ﺩﻭﺭ ﺍﳌﻬﺎﺭﺍﺕ ﺍﻟﻘﻴﺎﺩﻳﺔ ﰲ ﺗﺒﲏ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﻤﻴﺰ ﺍﻟﱵ ﺗﺴﻬﻢ ﰲ ﲢﻘﻴﻖ ﻗﻴﻤﺔ ﺍﻟﻌﻤـﻞ ﰲ ﺍﻟﺒﻨـﻮﻙ‬ ‫ﺍﻟﺴﻌﻮﺩﻳﺔ ‪.‬‬ ‫• ﺇﺑﺮﺍﺯ ﺍﺛﺮ ﺍﳌﻬﺎﺭﺍﺕ ﺍﻟﻘﻴﺎﺩﻳﺔ ﻋﻠﻰ ﺍﻟﺒﻨﻮﻙ ﺍﻟﺴﻌﻮﺩﻳﺔ ﺑﺎﳌﺴﺌﻮﻟﻴﺔ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ‪.‬‬ ‫• ﺑﻴﺎﻥ ﻣﺪﻯ ﺍﻟﺘﻔﺎﻭﺕ ﰲ ﺗﺄﺛﲑ ﺍﳌﻬﺎﺭﺍﺕ ﻋﻠﻰ ﺍﻣﺘﻼﻙ ﻋﻮﺍﻣﻞ ﺍﻟﺘﻤﻴﺰ ﰲ ﺍﻟﺒﻨﻮﻙ ﺍﻟﺴﻌﻮﺩﻳﺔ‪.‬‬ ‫• ﲢﺪﻳﺪ ﺍﳌﻬﺎﺭﺍﺕ ﻭﺍﻟﺴﻠﻮﻛﻴﺎﺕ ﺍﻟﻘﻴﺎﺩﻳﺔ ﺫﺍﺕ ﺍﻟﺘﺄﺛﲑ ﰲ ﺍﻣﺘﻼﻙ ﺍﻟﺒﻨﻮﻙ ﺍﻟﺴﻌﻮﺩﻳﺔ ﻟﻌﻮﺍﻣﻞ ﺍﻟﺘﻤﻴﺰ ‪.‬‬ ‫‪-٣‬ﻣﺸﻜﻠﺔ ﺍﻟﺪﺭﺍﺳﺔ ‪:‬‬ ‫ﻏﺪﺍ ﺍﻟﺘﻤﻴﺰ ﳌﻨﻈﻤﺎﺕ ﺍﻹﻋﻤﺎﻝ ﰲ ﻳﻮﻣﻨﺎ ﻫﺬﺍ ﻗﻀﻴﺔ ﻣﻌﺮﻭﺿﺔ ﺩﻭﻣﺎ ﺃﻣﺎﻡ ﺫﻭﻱ ﺍﻷﻣﺮ ﰲ ﻣﻨﻈﻤﺎﺕ ﺍﻹﻋﻤﺎﻝ‬ ‫‪ ،‬ﺣﻴﺚ ﺗﻔﺮﺽ ﻣﺘﻐﲑﺍﺕ ﺍﻟﻌﺼﺮ ﺍﳊﺎﻟﻴﺔ ﻋﻠﻰ ﺍﻟﺒﻨﻮﻙ ﺍﻟﺴﻌﻮﺩﻳﺔ ﺍﳊﺎﺟﺔ ﺇﱃ ﻗـﺎﺩﺓ ﻣﺘﻤﻴـﺰﻳﻦ ﻻﺳـﺘﺜﻤﺎﺭ‬ ‫ﺍﻟﻄﺎﻗﺎﺕ ﺍﻟﺒﺸﺮﻳﺔ ﻭﺍﺳﺘﻴﻌﺎﺏ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ‪ ،‬ﻟﺘﺮﺳﻴﺦ ﻗﻴﻢ ﺍﻟﻌﻤﻞ ‪ ،‬ﻭﺇﺩﺭﺍﻙ ﻣﺴﺌﻮﻟﻴﺔ ﺍﳌﻨﻈﻤﺎﺕ ﲡﺎﻩ ﺍ‪‬ﺘﻤﻊ‬ ‫‪.‬‬ ‫ﻭﺑﻌﺒﺎﺭﺓ ﺃﺧﺮﻯ ﳝﻜﻦ ﺇﺩﺭﺍﻙ ﺍﳌﺸﻜﻠﺔ ﻣﻦ ﺧﻼﻝ ﺍﻹﺟﺎﺑﺔ ﻋﻠﻰ ﺍﻟﺘﺴﺎﺅﻻﺕ ﺍﻵﺗﻴﺔ ‪:‬‬ ‫‪ -١‬ﻣﺎ ﺍﺛﺮ ﺍﳌﻬﺎﺭﺍﺕ ﺍﻟﻘﻴﺎﺩﻳﺔ ﺍﻟﱵ ﳝﺎﺭﺳﻬﺎ ﺍﻟﻘﺎﺩﺓ ﰲ ﺍﻣﺘﻼﻙ ﺍﻟﺒﻨﻮﻙ ﺍﻟﺴﻌﻮﺩﻳﺔ ﻟﻌﻮﺍﻣﻞ ﺍﻟﺘﻤﻴﺰ ؟‬ ‫‪١٤١‬‬ ‫‪ -٢‬ﻣﺎ ﺃﺛﺮ ﻣﻬﺎﺭﺍﺕ ﲢﻔﻴﺰ ﺍﻟﻌﺎﻣﻠﲔ ﰲ ﺍﻣﺘﻼﻙ ﺍﻟﺒﻨﻮﻙ ﺍﻟﺴﻌﻮﺩﻳﺔ ﻟﻌﻮﺍﻣﻞ ﺍﻟﺘﻤﻴﺰ ؟‬ ‫‪ -٣‬ﻣﺎ ﺃﺛﺮ ﻣﻬﺎﺭﺍﺕ ﺇﳒﺎﺯ ﺍﳌﻬﻤﺔ ﰲ ﺍﻣﺘﻼﻙ ﺍﻟﺒﻨﻮﻙ ﺍﻟﺴﻌﻮﺩﻳﺔ ﻟﻌﻮﺍﻣﻞ ﺍﻟﺘﻤﻴﺰ ؟‬ ‫‪ -٤‬ﻣﺎ ﺃﺛﺮ ﻣﻬﺎﺭﺍﺕ ﺑﻨﺎﺀ ﺍﻟﺜﻘﺔ ﺑﺎﻟﻨﻔﺲ ﻟﺪﻯ ﺍﻟﻌﺎﻣﻠﲔ ﰲ ﺍﻣﺘﻼﻙ ﺍﻟﺒﻨﻮﻙ ﺍﻟﺴﻌﻮﺩﻳﺔ ﻟﻌﻮﺍﻣﻞ ﺍﻟﺘﻤﻴﺰ ؟‬ ‫‪ -٥‬ﻣﺎ ﺃﺛﺮ ﻣﻬﺎﺭﺍﺕ ﺍﻟﻌﻤﻞ ﺑﺮﻭﺡ ﺍﻟﻔﺮﻳﻖ ﻣﻊ ﺍﻟﻌﺎﻣﻠﲔ ﰲ ﺍﻣﺘﻼﻙ ﺍﻟﺒﻨﻮﻙ ﺍﻟﺴﻌﻮﺩﻳﺔ ﻟﻌﻮﺍﻣﻞ ﺍﻟﺘﻤﻴﺰ ؟‬ ‫‪-٤‬ﳕﻮﺫﺝ ﺍﻟﺪﺭﺍﺳﺔ ‪:‬‬ ‫ﻟﻘﺪ ﰎ ﺑﻨﺎﺀ ﺍﻟﺪﺭﺍﺳﺔ ﺗﺄﺳﻴﺴﹰﺎ ﻋﻠﻰ ﻣﺎ ﰎ ﺍﺷﺘﻘﺎﻗﻪ ‪ ،‬ﻭﺍﻟﺘﻌﺮﻑ ﻋﻠﻴﻪ ﻣﻦ ﺃﺩﺑﻴﺎﺕ ﺇﺩﺍﺭﺓ ﺍﻷﻋﻤﺎﻝ ‪ ،‬ﻭﻣﻦ ﺍﻟﺪﺭﺍﺳﺎﺕ ﺍﳌﻨﺸﻮﺭﺓ‬ ‫ﺫﺍﺕ ﺍﻟﻌﻼﻗﺔ ‪ ،‬ﺁﺧﺬﻳﻦ ﺑﺎﻻﻋﺘﺒﺎﺭ ﻣﺸﻜﻠﺔ ﺍﻟﺪﺭﺍﺳﺔ ﻭﺃﻫﺪﺍﻓﻬﺎ ‪ ،‬ﺍﻧﻈﺮ ﺍﻟﺸﻜﻞ ﺍﻟﺘﺎﱄ‪:‬‬ ‫ﺍﳌﺘﻐﲑ ﺍﳌﺴﺘﻘﻞ‬ ‫ﺍﻟﺸﻜﻞ )‪(١‬‬ ‫ﳕﻮﺫﺝ ﺍﻟﺪﺭﺍﺳﺔ‬ ‫ﺍﳌﺘﻐﲑ ﺍﻟﺘﺎﺑﻊ‬ ‫ﺍﻟﺘﻤــــــــــــﻴﺰ‬ ‫ﺍﳌﻬﺎﺭﺍﺕ ﺍﻟﻘﻴﺎﺩﻳﺔ‬ ‫اﻟﺠﺪارات اﻷﺳﺎﺳﻴﺔ‬ ‫‪Core Competencies‬‬ ‫ﻣﻬﺎرات ﺗﺤﻔﻴﺰ‬ ‫اﻟﻌﺎﻣﻠﻴﻦ‬ ‫ﻗﻴﻤﺔ اﻟﻌﻤﻞ‬ ‫‪Business Value‬‬ ‫ﻣﻬﺎرات إﻧﺠﺎز اﻟﻤﻬﻤﺔ‬ ‫ﻣﻬﺎرات ﺑﻨﺎء اﻟﺜﻘﺔ‬ ‫ﺑﺎﻟﻨﻔﺲ‬ ‫ﻟﺪى اﻟﻌﺎﻣﻠﻴﻦ‬ ‫اﻟﻤﺴﺌﻮﻟﻴﺔ اﻻﺟﺘﻤﺎﻋﻴﺔ‬ ‫‪Social Responsibility‬‬ ‫ﻣﻬﺎرات اﻟﻌﻤﻞ ﺑﺮوح‬ ‫اﻟﻔﺮﻳﻖ‬ ‫ﻭﻓﻴﻤﺎ ﻳﻠﻲ ﺷﺮﺡ ﳌﻜﻮﻧﺎﺕ ﺍﻟﻨﻤﻮﺫﺝ ﺍﻟﺮﺋﻴﺴﺔ ﻭﺍﻟﺘﻌﺮﻳﻒ ﺍﻹﺟﺮﺍﺋﻲ ﻟﻜﻞ ﻣﻨﻬﺎ‪:‬‬ ‫‪١٤٢‬‬ ‫*ﺍﳌﺘﻐﲑ ﺍﳌﺴﺘﻘﻞ ‪:‬‬ ‫ﺃ‪ -‬ﺍﳌﻬﺎﺭﺍﺕ ﺍﻟﻘﻴﺎﺩﻳﺔ ‪ :‬ﻫﻲ ﳎﻤﻮﻋﺔ ﺍﳌﻬﺎﺭﺍﺕ ﺍﻟﺴﻠﻮﻛﻴﺔ ﻭﺍﳌﻬﻨﻴﺔ ﺍﻟﱵ ﳝﺘﻠﻜﻬﺎ ﺍﻟﻘﺎﺩﺓ ﺍﻟﻌﺎﻣﻠﻮﻥ ﰲ ﺍﳌﻨﻈﻤﺎﺕ ﳏﻞ ﺍﻟﺒﺤﺚ‬ ‫ﻣﻦ ﺃﺟﻞ ﲢﻘﻴﻖ ﺍﻷﻫﺪﺍﻑ ﺍﳌﻮﺿﻮﻋﺔ ﻭﺑﻜﻔﺎﺀﺓ ﻭﻓﻌﺎﻟﻴﺔ ‪.‬‬ ‫ﻭﺳﻮﻑ ﳚﺮﻱ ﻓﺤﺺ ﺍﳌﺘﻐﲑ ﺍﳌﺴﺘﻘﺒﻞ ﻣﻦ ﺧﻼﻝ ﺍﳌﺘﻐﲑﺍﺕ ﺍﻟﻔﺮﻋﻴﺔ ﺍﻵﺗﻴﺔ ‪:‬‬ ‫‪ -١‬ﻣﻬﺎﺭﺍﺕ ﺍﻟﺘﺤﻔﻴﺰ ﻟﻠﻌﺎﻣﻠﲔ ‪ :‬ﻭﺗﻌﺘﱪ ﻫﺬﻩ ﺍﳌﻬﺎﺭﺍﺕ ﻋﻦ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﻔﻬﻢ ﺍﻟﻘﺎﺋﻢ ﻋﻠـﻰ ﺍﻹﺻـﻐﺎﺀ ﻟﻼﺳـﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻌﺎﻣﻠﲔ ‪ ،‬ﻭﺇﺩﺭﺍﻙ ﻣﺸﺎﻋﺮﻫﻢ ‪ ،‬ﻭﺗﻔﻬﻢ ﻣﻮﺍﻗﻔﻬﻢ ‪ ،‬ﻭﺍﻫﺘﻤﺎﻣﺎ‪‬ﻢ ‪ ،‬ﺍﳌﻨﻈﻤﺔ ‪ ،‬ﻭﻣﺸﺎﺭﻛﺘﻬﻢ ﰲ ﻭﺿﻊ ﺍﳋﻄـﻂ ‪،‬‬ ‫ﻭﺍﻻﺳﺘﻌﺪﺍﺩ ﻟﺘﻘﺒﻞ ﺷﻜﻮﺍﻫﻢ ﻭﺍﻗﺘﺮﺍﺣﺎ‪‬ﻢ ‪ ،‬ﻭﺍﻟﺘﺸﺠﻴﻊ ﻋﻠﻰ ﺗﺴﺨﲑ ﻣﻬﺎﺭ‪‬ﻢ ﻭﻗﺪﺭﺍ‪‬ﻢ ‪ ،‬ﻭﲢﻤـﻞ ﻣـﺴﺌﻮﻟﻴﺔ‬ ‫ﺃﺧﻄﺎﺋﻬﻢ ﰲ ﺍﻟﻌﻤﻞ ‪،‬ﻭﰎ ﻗﻴﺎﺱ ﻫﺬﺍ ﺍﳌﺘﻐﲑ ﻣﻦ ﺧﻼﻝ ﺃﺳﺌﻠﺔ ﺍﻻﺳﺘﺒﺎﻧﺔ )‪.(١٠-١‬‬ ‫‪ -٢‬ﻣﻬﺎﺭﺍﺕ ﺇﳒﺎﺯ ﺍﳌﻬﻤﺔ ‪ :‬ﻭﻣﻦ ﻫﺬﻩ ﺍﳌﻬﺎﺭﺍﺕ؛ ﻣﻬﺎﺭﺍﺕ ﺍﳌﺒﺎﺩﺭﺓ ﺑﺎﻷﻓﻜﺎﺭ ‪ ،‬ﻭﲢﺪﻳﺪ ﺍﻷﻧﺸﻄﺔ ﺍﻟﱵ ﺗﺘﻌﻠﻖ ﺑﺈﳒـﺎﺯ‬ ‫ﺍﳌﻬﻤﺔ ‪ ،‬ﻭﺍﻟﺘﺸﺠﻴﻊ ﻋﻠﻰ ﺍﳌﺸﺎﺭﻛﺔ ﰲ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ‪ ،‬ﻭﺍﻻﻟﺘﺰﺍﻡ ﺑﺎﳉﺪﻭﻝ ﺍﻟﺰﻣﲏ ﻟﻀﻤﺎﻥ ﺍﻟﻘﻴـﺎﻡ ﺑﺎﳌﻬﻤـﺔ ‪،‬‬ ‫ﻭﺍﻟﺘﺄﻛﻴﺪ ﻋﻠﻰ ﺗﺪﺭﻳﺐ ﺍﻟﻌﺎﻣﻠﲔ ﻋﻠﻰ ﺃﺩﺍﺀ ﺍﳌﻬﺎﻡ ‪،‬ﻭﺗﻘﺪﱘ ﺍﻟﻨﺼﺢ ﻭﺍﻹﺭﺷﺎﺩ ﻟﺘﺤﺴﲔ ﺍﻷﺩﺍﺀ ‪ ،‬ﻭﰎ ﻗﻴﺎﺱ ﻫـﺬﺍ‬ ‫ﺍﳌﺘﻐﲑ ﻣﻦ ﺧﻼﻝ ﺃﺳﺌﻠﺔ ﺍﻹﺳﺘﺒﺎﻧﺔ )‪.(٢٠-١١‬‬ ‫‪ -٣‬ﻣﻬﺎﺭﺍﺕ ﺑﻨﺎﺀ ﺍﻟﺜﻘﺔ ﺑﺎﻟﻨﻔﺲ ﻟﺪﻯ ﺍﻟﻌﺎﻣﻠﲔ ﻭﺗﺘﻤﺜﻞ ﰲ ‪ :‬ﺍﳊﺮﺹ ﻋﻠﻰ ﺗﺒﺎﺩﻝ ﺍﻟﺜﻘﺔ ﻣﻊ ﺍﻟﻌـﺎﻣﻠﲔ ‪ ،‬ﻭﻣﻜﺎﻓﺌـﺔ‬ ‫ﺍﳌﺘﻤﻴﺰﻳﻦ ‪ ،‬ﻭﺍﻟﺜﻘﺔ ﺑﻘﺪﺭﺍﺕ ﺍﻟﻌﺎﻣﻠﲔ ‪ ،‬ﻭﺍﻻﻋﺘﻘﺎﺩ ﺑﺎﻣﺘﻼﻛﻬﻢ ﺍﻟﻘﺪﺭﺍﺕ ﻭﺍﳌﻬـﺎﺭﺍﺕ ﺍﻟﻼﺯﻣـﺔ ﻷﺩﺍﺀ ﺍﻟﻌﻤـﻞ ‪،‬‬ ‫ﻭﺍﳊﺮﺹ ﻋﻠﻰ ﺗﻨﻤﻴﺔ ﺧﱪﺍ‪‬ﻢ ﻭﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﺘﺼﻮﺭ ﺍﻻﳚﺎﰊ ﻭﲡﺎﻭﺯ ﺍﳌﺎﺿﻲ ﺩﻋﻤﺎ ﻭﺗﺸﺠﻴﻌﹰﺎ ﻟﻠﻌﺎﻣﻠﲔ ‪ ،‬ﻭﻣﺴﺎﻋﺪﺓ‬ ‫ﺍﻟﻌﺎﻣﻠﲔ ﻭﺗﻄﻤﻴﻨﻬﻢ ﻋﻠﻰ ﻣﺴﺘﻘﺒﻠﻬﻢ ﺍﻟﻮﻇﻴﻔﻲ ‪ .‬ﻭﰎ ﻗﻴﺎﺱ ﻫﺬﺍ ﺍﳌﺘﻐﲑ ﻣﻦ ﺧﻼﻝ ﺃﺳﺌﻠﺔ ﺍﻻﺳﺘﺒﺎﻧﺔ )‪.(٣١-٢١‬‬ ‫‪ -٤‬ﻣﻬﺎﺭﺍﺕ ﺍﻟﻌﻤﻞ ﺍﳉﻤﺎﻋﻲ ﻭﺗﱪﺯ ﻫﺬﻩ ﺍﳌﻬﺎﺭﺍﺕ ﻣﻦ ﺧﻼﻝ ﺩﻭﺭ ﺍﻟﻘﺎﺋﺪ ﰲ ﺍﻟﺘﺄﻛﻴﺪ ﻋﻠﻰ ﺍﻹﺣـﺴﺎﺱ ﺍﳌـﺸﺘﺮﻙ‬ ‫ﺑﺎﳍﺪﻑ ﺍﳉﻤﺎﻋﻲ ‪ ،‬ﻭﳏﺎﻛﺎﺓ ﺳﻠﻮﻙ ﺍﻟﻌﺎﻣﻠﲔ ﺍﳌﻤﻴﺰﻳﻦ ‪ ،‬ﻭﺳﻴﺎﺩﺓ ﺍﻟﺸﻌﻮﺭ ﺑﺎﻟﻔﺨﺮ ﲟﺎ ﰎ ﺍﳒﺎﺯﻩ ‪ ،‬ﻭﺗﺒـﺎﺩﻝ ﺍﻵﺭﺍﺀ‬ ‫ﻭﺍﻷﻓﻜﺎﺭ ﻟﻠﻤﺴﺎﻋﺪﺓ ﰲ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ‪ ،‬ﻭﺗﻨﺴﻴﻖ ﺍﻟﻌﻤﻞ ﺑﲔ ﺍﻟﻌﺎﻣﻠﲔ ‪ ،‬ﻭﲤﻜﲔ ﺍﻟﻌﺎﻣﻠﲔ ﻣﻦ ﺍﲣﺎﺫ ﻗﺮﺍﺭﺍ‪‬ﻢ ‪،‬‬ ‫ﻭﺍﻟﺘﻘﺪﻳﺮ ﻭﺍﻟﻨﻘﺪ ﰲ ﺍﻟﻮﻗﺖ ﺍﳌﻨﺎﺳﺐ ‪ ،‬ﻭﰎ ﻗﻴﺎﺱ ﻫﺬﺍ ﺍﳌﺘﻐﲑ ﻣﻦ ﺧﻼﻝ ﺃﺳﺌﻠﺔ ﺍﻻﺳﺘﺒﺎﻧﺔ )‪.(٤٠-٣٢‬‬ ‫‪١٤٣‬‬ ‫*ﺍﳌﺘﻐﲑ ﺍﻟﺘﺎﺑﻊ ‪:‬‬ ‫ﺗﺒﲏ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﻤﻴﺰ ﰲ ﺍﻟﺒﻨﻮﻙ ﺍﻟﺴﻌﻮﺩﻳﺔ ‪ ،‬ﻭﻳﻘﺼﺪ ‪‬ﺎ ﻗﺪﺭﺓ ﻗﻴﺎﺩﺍﺕ ﺍﻟﺒﻨﻮﻙ ﺍﳌﺒﺤﻮﺛﺔ ﻭﻗﺎﺑﻠﻴﺘـﻬﺎ ﻋﻠـﻰ‬ ‫ﺍﺳﺘﺜﻤﺎﺭ ﺍﳌﻮﺍﺭﺩ ﺍﳌﺘﺎﺣﺔ ﺑﺸﻜﻞ ﺃﻓﻀﻞ ﻣﻦ ﻣﺜﻴﻼ‪‬ﺎ ﻭﻗﺪﺭ‪‬ﺎ ﻋﻠﻰ ﳑﺎﺭﺳﺔ ﻧﺸﺎﻃﺎ‪‬ﺎ ﻭﻓﻖ ﺃﻓﻀﻞ ﺍﳌﻌﺎﻳﲑ ﺍﳌﺘﻌﺎﺭﻑ‬ ‫ﻋﻠﻴﻬﺎ ‪ ،‬ﻭﺍﶈﺎﻓﻈﺔ ﻋﻠﻰ ﺩﳝﻮﻣﺘﻬﺎ ﻣﻦ ﺧﻼﻝ ﺑﻨﺎﺀ ﺍﳉﺪﺍﺭﺍﺕ ﺍﻷﺳﺎﺳﻴﺔ ‪ ،‬ﻭﺗﻄﻮﻳﺮ ﻋﻼﻗﺘﻬﺎ ﻣﻊ ﺍﻹﻃـﺮﺍﻑ ﺍﻟـﱵ‬ ‫ﺗﺘﻌﺎﻣﻞ ﻣﻌﻬﺎ ‪ ،‬ﻹﺿﺎﻓﺔ ﻗﻴﻤﺔ ﻟﻠﺨﺪﻣﺎﺕ ﺍﳌﻘﺪﻣﺔ ﻣﻦ ﻗﺒﻠﻬﺎ‪ .‬ﻭﰎ ﻓﺤﺺ ﻫﺬﺍ ﺍﳌﺘﻐﲑﺍﺕ ﺍﻟﻔﺮﻋﻴﺔ ﺍﻵﺗﻴﺔ ‪:‬‬ ‫*ﺍﳉﺪﺍﺭﺍﺕ ﺍﻷﺳﺎﺳﻴﺔ ‪:‬‬ ‫ﻭﻫﻲ ﻣﺰﻳﺞ ﻣﻦ ﺍﻹﻣﻜﺎﻧﺎﺕ ﻭﺍﻟﻘﺪﺭﺍﺕ ﺍﻟﱵ ﻳﺼﻌﺐ ﺃﺣﻴﺎﻧﹰﺎ ﺗﻘﻠﻴﺪﻫﺎ‪ ،‬ﺃﻭ ﻛﺸﻔﻬﺎ‪ ،‬ﻭﺍﻟﱵ ﺗﺪﻓﻊ ﺍﳌﻨﻈﻤـﺎﺕ ﺇﱃ‬ ‫ﺍﻟﺘﻤﻴﺰ ﻋﻦ ﻣﺜﻴﻼ‪‬ﺎ ‪ .٢٩‬ﻭﺗﻨﻘﺴﻢ ﺍﳉﺪﺍﺭﺍﺕ ﺇﱃ ﻧﻮﻋﲔ ‪:‬‬ ‫‪ -١‬ﺟﺪﺍﺭﺍﺕ ﻓﺮﺩﻳﺔ ‪ :‬ﻭﻫﻲ ﺍﳌﻬﺎﺭﺍﺕ ﻭﺍﳌﻌﺎﺭﻑ ﻭﺍﻟﻘﺪﺭﺍﺕ ﺍﻟﱵ ﳝﺘﻠﻜﻬﺎ ﺍﻹﻓﺮﺍﺩ ﻭﺍﻟﱵ ﲡﻌﻠﻬﻢ ﻳﺸﺎﺭﻛﻮﻥ ﰲ‬ ‫ﺍﻟﺮﺅﻯ ‪ ،‬ﻭﺍﻷﻫﺪﺍﻑ ‪ ،‬ﻭﺍﻟﺘﻮﺟﻬﺎﺕ ﺍﳌﺴﺘﻘﻠﺔ ‪ ،‬ﻭﺗﻮﻟﺪ ﻟﺪﻳﻬﻢ ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺗﻄﻮﻳﺮ ﺃﺳﺎﻟﻴﺐ ﺍﻟﻌﻤﻞ ﻭﺍﻟﺘﻌﺎﻣﻞ‬ ‫ﻣﻊ ﺍﻟﻮﺳﺎﺋﻞ ﺍﳌﺴﺘﺨﺪﻣﺔ ﰲ ﺍﻟﻌﻤﻞ ‪ ،‬ﻭﺍﳌﺴﺎﳘﺔ ﰲ ﺗﻮﻟﻴﺪ ﺍﻷﻓﻜﺎﺭ ‪.‬‬ ‫‪ -٢‬ﺟﺪﺍﺭﺍﺕ ﺗﻨﻈﻴﻤﻴﺔ ‪ :‬ﻫﻲ ﺗﻠﻚ ﺍﳉﺪﺍﺭﺍﺕ ﺍﻟﱵ ﺗﺸﺘﻤﻞ ﻋﻠﻰ ﳎﻤﻮﻋﺔ ﺍﳌﻬﺎﺭﺍﺕ ﻭﺍﳋﱪﺍﺕ ﻭﺍﳌﻌﺮﻓـﺔ ﺍﻟـﱵ‬ ‫ﺗﻌﻮﺩ ﺇﱃ ﺍﳌﻨﻈﻤﺔ ﻧﻔﺴﻬﺎ ‪ ، ٣٠‬ﻭﺗﺄﰐ ﻫﺬﻩ ﺍﳉﺪﺍﺭﺍﺕ ﻣﻀﻤﻨﺔ ﰲ ﺍﻟﻌﻤﻠﻴﺎﺕ ﻭﺃﻧﻈﻤﺔ ﺍﳌﻨﻈﻤﺔ ﺍﳌﻨﻐﻤـﺴﺔ ﰲ‬ ‫ﻛﻞ ﺃﻋﻀﺎﺋﻬﺎ ﻭﺗﺮﺍﻛﻴﺒﻬﺎ ‪ ،‬ﻭﻫﻲ ﲤﻴﻞ ﺇﱃ ﺍﻟﺒﻘﺎﺀ ﰲ ﺍﳌﻨﻈﻤﺔ ﺣﱴ ﻋﻨﺪﻣﺎ ﻳﺘﺮﻙ ﺍﻹﻓﺮﺍﺩ ﻣﻨﻈﻤﺘﻬﻢ ‪.‬‬ ‫ﻭﺗﻌﺪ ﺍﳉﺪﺍﺭﺍﺕ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺎﳌﻨﻈﻤﺔ ﳎﻤﻮﻋﺔ ﺍﳌﺼﺎﺩﺭ ﻭﺍﳌﻬﺎﺭﺍﺕ ﻭﺍﻟﻘﺪﺭﺍﺕ ﺍﻟﱵ ﺗﺪﻓﻌﻬﺎ ﺇﱃ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ‬ ‫ﻭﺍﻟﺘﺨﻄﻴﻂ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ‪ .‬ﻭﰎ ﻗﻴﺎﺱ ﺗﺄﺛﲑ ﻫﺬﺍ ﺍﳌﺘﻐﲑ ﻣﻦ ﺧﻼﻝ ﺍﻷﺳﺘﺒﺎﻧﺔ‪.‬‬ ‫‪(Ana& Juan,2002,p:3) 29‬‬ ‫‪(Ana& Juan,2004p:4) 30‬‬ ‫‪١٤٤‬‬ ‫*ﻗﻴﻤﺔ ﺍﻟﻌﻤﻞ ‪:‬‬ ‫ﻗﺪﺭﺓ ﺍﳌﻨﻈﻤﺔ ﻋﻠﻰ ﺍﻟﺘﻜﻴﻒ ﻣﻊ ﺍﳌﺘﻐﲑﺍﺕ ﺍﻟﺒﻴﺌﻴﺔ ﻭﻣﺘﻄﻠﺒﺎ‪‬ﺎ ‪ ،‬ﻭﻋﻠﻰ ﻭﺿﻊ ﺃﻫﺪﺍﻑ ﻭﺍﺿﺤﺔ ﻭﻣﻔﻬﻮﻣـﺔ ‪،‬‬ ‫ﻭﺗﻘﺪﱘ ﻣﺎ ﻻﺗﺴﺘﻄﻴﻊ ﺍﳌﻨﻈﻤﺎﺕ ﺍﳌﻤﺎﺛﻠﺔ ﺍﻷﺧﺮﻯ ﺗﻘﺪﳝﻪ ﻣﻦ ﺍﻟﺴﻠﻊ ﻭﺍﳋﺪﻣﺎﺕ ‪ ،‬ﻭﺍﻟﻘﺪﺭﺓ ﻋﻠـﻰ ﺗـﻮﻓﲑ‬ ‫ﻣﺴﺘﻠﺰﻣﺎﺕ ﺍﻟﻌﻤﻞ ﻛﺎﻓﺔ ‪ ،‬ﻭﺍﻟﱵ ﻳﺘﻢ ﺍﻟﻌﻤﻞ ﻣﻦ ﺧﻼﳍﺎ ﺑﺴﻼﺳﺔ ﻭﺑﺸﻜﻞ ﻣﻨﺘﻈﻢ ‪ ، ٣١‬ﻛﻞ ﺫﻟﻚ ﳛﻤـﻞ‬ ‫ﺍﳌﺨﺮﺟﺎﺕ ﺍﻟﱵ ﺗﻘﺪﻣﻬﺎ ﺍﳌﻨﻈﻤﺔ ‪ ،‬ﻗﻴﻤﺔ ﻳﻘﺪﺭﻫﺎ ﺍﻟﺰﺑﻮﻥ ﺍﳌﻨﺘﻔﻊ ‪‬ﺎ ‪ ،‬ﻭﻳﻨﺪﻓﻊ ﻟﻠﺤﺼﻮﻝ ﻋﻠﻰ ﺫﻟﻚ ﺍﳌﺨﺮﺝ‬ ‫ﺃﻭ ﺍﻗﺘﻨﺎﺋﻪ ‪ ،‬ﻭﰎ ﻗﻴﺎﺱ ﺗﺄﺛﲑ ﻫﺬﺍ ﺍﳌﺘﻐﲑ ﻣﻦ ﺧﻼﻝ ﺍﻻﺳﺘﺒﺎﻧﺔ‪.‬‬ ‫*ﺍﳌﺴﺌﻮﻟﻴﺔ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ‪:‬‬ ‫ﻭﻫﻲ ﺍﻻﻟﺘﺰﺍﻡ ﻭﺍﻟﺘﻌﻬﺪ ﺍﻟﺬﻱ ﺗﻘﻄﻌﻪ ﺍﳌﻨﻈﻤﺔ ﻋﻠﻰ ﻧﻔﺴﻬﺎ ﲡﺎﻩ ﺍ‪‬ﺘﻤﻊ ﺍﳌﺨﺪﻭﻡ ﻣﻦ ﺧﻼﻝ ﺍﳊﻔﺎﻅ ﻋﻠـﻰ‬ ‫ﺟﻮﺩﺓ ﺍﻟﻌﻤﻞ ﻭﺣﻴﺎﺓ ﺍﻟﻌﺎﻣﻠﲔ ‪ ،‬ﻭﻋﻮﺍﺋﻠﻬﻢ ‪ .‬ﻭﺍﻻﻧﻔﺘﺎﺡ ﻭﺗﻄﺒﻴﻖ ﺳﻴﺎﺳﺔ ﺍﻟﺸﻔﺎﻓﻴﺔ ﻭﺍﻹﻓـﺼﺎﺡ ﻭﺍﻻﻟﺘـﺰﺍﻡ‬ ‫ﺑﻀﻮﺍﺑﻂ ﺇﺩﺍﺭﻳﺔ ﻣﺘﻤﻴﺰﺓ ‪ ،‬ﻳﻨﺘﺞ ﻋﻨﻬﺎ ﺗﺄﺛﲑ ﺍﳚﺎﺑﻴﹰﺎ ﻋﻠﻰ ﺍ‪‬ﺘﻤﻊ ﺑﺸﻜﻞ ﻋﺎﻡ ‪ ،‬ﻛﺬﻟﻚ ﺗﻌﲏ ﺍﻻﺳـﺘﻤﺮﺍﺭ ﰲ‬ ‫ﺗﻄﻮﻳﺮ ﺍﻟﻌﻼﻗﺎﺕ ﻣﻊ ﺫﻭﻱ ﺍﻟﻌﻼﻗﺔ ﺑﺎﻟﺸﺮﻛﺔ ﺩﺍﺧﻠﻴﹰﺎ ‪ ،‬ﻭﺧﺎﺭﺟﻴﹰﺎ ‪ ،‬ﺑﻨﺎﺀﺍ ﻋﻠﻰ ﺃﺳﺲ ﺃﺧﻼﻗﻴـﺔ ﻭﺑـﺸﻜﻞ‬ ‫ﻣﺴﺌﻮﻝ ‪.‬‬ ‫ﻛﻤﺎ ﺗﻌﲏ ﺍﻻﻫﺘﻤﺎﻡ ﺑﺎﳌﻮﻇﻔﲔ ﻭﺗﻘﺪﻳﺮﻫﻢ ﻭﲢﻔﻴﺰﻫﻢ ‪ ،‬ﻫﺬﺍ ﺇﱃ ﺟﺎﻧﺐ ﺍﻻﻫﺘﻤﺎﻡ ﺑﺈﳚﺎﺩ ﺗﻨﺎﺳﻖ ﻭﺗﺮﺍﺑﻂ ﺑﲔ‬ ‫ﺍﻟﻘﻴﻢ ﺍﻷﺧﻼﻗﻴﺔ ﻭﺍﳌﻤﺎﺭﺳﺎﺕ ﺍﳌﻬﻨﻴﺔ ﻟﻠﻤﻨﻈﻤﺔ ‪ ، ٣٢‬ﻭﰎ ﻗﻴﺎﺱ ﺗﺄﺛﲑ ﻫﺬﺍ ﺍﳌﺘﻐﲑ ﻣﻦ ﺧﻼﻝ ﺍﻷﺳﺘﺒﺎﻧﺔ‪.‬‬ ‫*ﻓﺮﺿﻴﺎﺕ ﺍﻟﺪﺭﺍﺳﺔ ‪:‬‬ ‫ﰲ ﺿﻮﺀ ﻣﺸﻜﻠﺔ ﺍﻟﺪﺭﺍﺳﺔ ﻭﺍﻷﺩﺑﻴﺎﺕ ﺍﳌﺘﻌﻠﻘﺔ ‪‬ﺎ‪ ،‬ﻭﺑﻘﺼﺪ ﲢﻘﻴﻖ ﺃﻫﺪﺍﻑ ﺍﻟﺪﺭﺍﺳﺔ ﻭﺑﻠﻮﻍ ﻏﺎﻳﺎ‪‬ـﺎ‬ ‫ﻓﻘﺪ ﺳﻌﺖ ﺍﻟﺪﺭﺍﺳﺔ ﺇﱃ ﺻﻮﻍ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﻟﻔﺮﺿﻴﺎﺕ ﻻﺧﺘﺒﺎﺭﻫﺎ‪:‬‬ ‫‪(Bresnahan,2004,p:3) 31‬‬ ‫‪(Lockwood,2004,p:1) 32‬‬ ‫‪١٤٥‬‬ ‫• ﺍﻟﻔﺮﺿﻴﺔ ﺍﻷﻭﱃ ‪ :‬ﻻ ﻳﻮﺟﺪ ﺃﺛﺮ ﻟﻠﻤﻬﺎﺭﺍﺕ ﺍﻟﻘﻴﺎﺩﻳﺔ ) ﻣﻬﺎﺭﺍﺕ ﺍﻟﺘﺤﻔﻴﺰ ‪ ،‬ﻭﺍﳒﺎﺯ ﺍﳌﻬﻤﺔ ‪ ،‬ﻭﺑﻨـﺎﺀ ﺍﻟﺜﻘـﺔ‬ ‫ﺑﺎﻟﻨﻔﺲ ‪ ،‬ﻭﺍﻟﻌﻤﻞ ﺑﺮﻭﺡ ﺍﻟﻔﺮﻳﻖ ( ﰲ ﺍﻣﺘﻼﻙ ﺍﻟﺒﻨﻮﻙ ﺍﻟﺴﻌﻮﺩﻳﺔ ﻟﻌﻮﺍﻣﻞ ﺍﻟﺘﻤﻴﺰ ) ﺍﳉﺪﺍﺭﺍﺕ ﺍﻷﺳﺎﺳـﻴﺔ ‪،‬‬ ‫ﻭﻗﻴﻤﺔ ﺍﻟﻌﻤﻞ ‪ ،‬ﻭﺍﳌﺴﺌﻮﻟﻴﺔ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ(‪.‬‬ ‫• ﺍﻟﻔﺮﺿﻴﺔ ﺍﻟﺜﺎﻧﻴﺔ ‪ :‬ﻻ ﻳﻮﺟﺪ ﺃﺛﺮ"ﳌﻬﺎﺭﺍﺕ ﲢﻔﻴﺰ ﺍﻟﻌﺎﻣﻠﲔ " ﰲ ﺍﻣﺘﻼﻙ ﺍﻟﺒﻨﻮﻙ ﺍﻟﺴﻌﻮﺩﻳﺔ ﻟﻌﻮﺍﻣﻞ ﺍﻟﺘﻤﻴـﺰ )‬ ‫ﺍﳉﺪﺍﺭﺍﺕ ﺍﻷﺳﺎﺳﻴﺔ ‪ ،‬ﻭﻗﻴﻤﺔ ﺍﻟﻌﻤﻞ‪ ،‬ﻭﺍﳌﺴﺌﻮﻟﻴﺔ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ( ‪.‬‬ ‫ﺍﻟﻔﺮﺿﻴﺔ ﺍﻟﺜﺎﻟﺜـﺔ ‪ :‬ﻻ ﻳﻮﺟـﺪ ﺃﺛـﺮ "‬ ‫•‬ ‫ﳌﻬﺎﺭﺍﺕ ﺇﳒﺎﺯ ﺍﳌﻬﻤﺔ "ﰲ ﺍﻣﺘﻼﻙ ﺍﻟﺒﻨﻮﻙ ﺍﻟﺴﻌﻮﺩﻳﺔ ﻟﻌﻮﺍﻣﻞ ﺍﻟﺘﻤﻴﺰ ) ﺍﳉﺪﺍﺭﺍﺕ ﺍﻷﺳﺎﺳﻴﺔ ‪ ،‬ﻭﻗﻴﻤﺔ ﺍﻟﻌﻤﻞ‬ ‫‪ ،‬ﻭﺍﳌﺴﺌﻮﻟﻴﺔ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ( ‪.‬‬ ‫ﺍﻟﻔﺮﺿﻴﺔ ﺍﻟﺮﺍﺑﻌـﺔ ‪ :‬ﻻ ﻳﻮﺟـﺪ ﺃﺛـﺮ"‬ ‫•‬ ‫ﳌﻬﺎﺭﺍﺕ ﺑﻨﺎﺀ ﺍﻟﺜﻘﺔ ﺑﺎﻟﻨﻔﺲ ﻟﺪﻯ ﺍﻟﻌﺎﻣﻠﲔ " ﰲ ﺍﻣﺘﻼﻙ ﺍﻟﺒﻨﻮﻙ ﺍﻟﺴﻌﻮﺩﻳﺔ ﻟﻌﻮﺍﻣﻞ ﺍﻟﺘﻤﻴـﺰ ) ﺍﳉـﺪﺍﺭﺍﺕ‬ ‫ﺍﻷﺳﺎﺳﻴﺔ ‪ ،‬ﻭﻗﻴﻤﺔ ﺍﻟﻌﻤﻞ ‪ ،‬ﻭﺍﳌﺴﺌﻮﻟﻴﺔ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ( ‪.‬‬ ‫ﺍﻟﻔﺮﺿﻴﺔ ﺍﳋﺎﻣﺴﺔ ‪ :‬ﻻ ﻳﻮﺟـﺪ ﺃﺛـﺮ "‬ ‫•‬ ‫ﳌﻬﺎﺭﺍﺕ ﺍﻟﻌﻤﻞ ﺑﺮﻭﺡ ﺍﻟﻔﺮﻳﻖ ﻣﻊ ﺍﻟﻌﺎﻣﻠﲔ " ﰲ ﺍﻣﺘﻼﻙ ﺍﻟﺒﻨﻮﻙ ﺍﻟﺴﻌﻮﺩﻳﺔ ﻟﻌﻮﺍﻣﻞ ﺍﻟﺘﻤﻴـﺰ ) ﺍﳉـﺪﺍﺭﺍﺕ‬ ‫ﺍﻷﺳﺎﺳﻴﺔ ‪ ،‬ﻭﻗﻴﻤﺔ ﺍﻟﻌﻤﻞ‪ ،‬ﻭﺍﳌﺴﺌﻮﻟﻴﺔ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ(‪.‬‬ ‫*ﺍﻹﻃﺎﺭ ﺍﻟﻨﻈﺮﻱ ‪:‬‬ ‫‪-١‬ﺍﻟﻘﻴﺎﺩﺓ ‪Leadership:‬‬ ‫ﳝﻜﻦ ﺍﻟﻘﻮﻝ ﺃﻥ ﺍﻟﻘﻴﺎﺩﺓ ﻋﺒﺎﺭﺓ ﻋﻦ ﻋﻤﻠﻴﺔ ﲡﺮﻱ ﻣﻦ ﺧﻼﳍﺎ ﺍﳌﻤﺎﺭﺳﺎﺕ ﺍﻟﺴﻠﻮﻛﻴﺔ ﻭﺍﳌﻬﻨﻴﺔ ﺍﻟﱵ ﻳﺘﺒﻨﺎﻫـﺎ‬ ‫ﺍﻟﻘﺎﺋﺪ ﻟﻠﺘﺄﺛﲑ ﰲ ﺍﻟﺘﺎﺑﻌﲔ ﻭﺗﻮﺟﻴﻬﻢ ﻭﺇﺭﺷﺎﺩﻫﻢ ﻭﺇﺛﺎﺭ‪‬ﻢ ﻟﻠﺘﺤﺮﻙ ﺑﺎﲡﺎﻩ ﺍﳌﺴﺎﳘﺔ ﰲ ﲢﻘﻴﻖ ﺍﻷﻫﺪﺍﻑ ﺍﻟﱵ‬ ‫ﺻﻤﻤﺘﻬﺎ ﻣﻨﻈﻤﺎ‪‬ﻢ ﻭﲟﺎ ﳚﻌﻠﻬﺎ ﻣﻨﻈﻤﺎﺕ ﻣﺘﻤﻴﺰﺓ‪.‬‬ ‫‪-٢‬ﺍﻟﺘﻤﻴﺰ ‪:‬‬ ‫ﻳﺮﻯ ﺟﺎﺭﺩﻧﺮ ﻋﻦ ﻟﻔﻆ ﺍﻟﺘﻤﻴﺰ ﻟﻪ ﻣﻔﻬﻮﻡ ﺃﺧﻼﻗﻲ ‪ ،‬ﺗﺮﺩﺩ ﻛﺜﲑﹰﺍ ﰲ ﻛﺘﺎﺑﺎﺕ ﻓﻼﺳﻔﺔ ﺍﻟﻴﻮﻧـﺎﻥ ‪ ،‬ﻭﳛﻤـﻞ‬ ‫ﻣﻌﺎﻥ ﳐﺘﻠﻔﺔ ‪ ،‬ﻭﻗﺪ ﺍﺧﺘﻠﻔﺖ ﺃﺭﺍﺀ ﺍﳌﻔﻜﺮﻳﻦ ﻭﺍﻟﻌﻠﻤﺎﺀ ﺍﳌﺘﻤﺮﺳﲔ ﺑﺎﻟﻐﺘﲔ ﺍﻟﻌﺮﺑﻴﺔ ﻭﺍﻻﳒﻠﻴﺰﻳﺔ ﺣـﻮﻝ ﻫـﺬﺍ‬ ‫ﺍﳌﻔﻬﻮﻡ ‪ ،‬ﺑﻌﻀﻬﻢ ﺍﻗﺘﺮﺡ ﺍﻟﺘﱪﻳﺰ ﻭﺍﻻﻣﺘﻴﺎﺯ ‪ ،‬ﻭﺍﻟﻨﺠﺎﺡ ‪ ،‬ﻭﺍﻵﺧﺮﻭﻥ ﺍﻗﺘﺮﺣﻮﺍ ﺍﻟﺴﻤﻮ ‪،‬ﻭﺍﱃ ﺟﺎﻧﺐ ﺫﻟـﻚ‬ ‫‪١٤٦‬‬ ‫ﻓﺎﻥ ﻣﺼﻄﻠﺢ ﺍﻟﺘﻤﻴﺰ ﻳﺸﲑ ﺇﱃ "ﺍﻟﺮﻓﻌﺔ" ﻷﻧﻪ ﺗﺮﲨﺔ ﻟﻠﻔﻆ ﺍﳌﺴﺘﺨﺪﻡ ﺩﻭﻟﻴﹰﺎ ﺑﻌﺪﻣﺎ ﺃﻧﺸﺌﺖ ﻣﺆﺳﺴﺎﺕ ﻋﻤﻠﻴﺔ‬ ‫ﲢﻤﻞ ﻋﺒﺎﺭﺓ )‪ ، (Centers Of Excellence‬ﻓﺎﺻﻄﻠﺢ ﺍﻟﻌﻠﻤﺎﺀ ﻋﻠﻰ ﺃﻥ ﻳﺘﺮﲨﻮﻫـﺎ ﺑﺎﻟﻌﺮﺑﻴـﺔ "‬ ‫ﺍﳌﺮﺍﻛﺰ ﺍﳌﺘﻤﻴﺰﺓ" ﻫﻨﺎﻙ ﻛﻠﻤﺎﺕ ﰲ ﺍﻟﺘﺮﺍﺙ ﺍﻟﻠﻐﻮﻱ ﺗﻔﻴﺪ ﻣﻌﲎ ﺍﻟﺘﻤﻴـﺰ ‪ ،‬ﻣﺜـﻞ " ﺍﻟﻌﻠﻴـﺎﺀ " ﻭ"ﺍﻟﻌـﻼ"‬ ‫ﻭ"ﺍﳌﻌﺎﱄ"‪ ،‬ﻭﻗﺪ ﻳﻮﺣﻲ ﻣﻌﲎ ﺍﻟﺘﻤﻴﺰ ﺑﺎﻟﻌﺰﻝ ﺃﻭ ﺍﻟﻔﺮﺯ ‪.‬‬ ‫ﻭﻗﺪ ﻋﺮﻓﻪ ﺟﺎﺭﺩﻧﺮ ﺑﺄﻧﻪ ﺍﻟﻜﺪ ﰲ ﺳﺒﻴﻞ ﺑﻠﻮﻍ ﺃﺭﻓﻊ ﻣﺎ ﳝﻜﻦ ﺃﻥ ﻳﺒﻠﻐﻪ ﺍﻟﻔﺮﺩ ‪ ،‬ﺃﻭ ﺍ‪‬ﺘﻤﻊ ‪ ،‬ﻣﻦ ﺃﺩﺍﺀ ﻓﻴﻤﺎ ﻳﻘﻮﻡ‬ ‫ﺑﻪ ﻣﻦ ﻋﻤﻞ ‪ ،‬ﺃﻳﺎ ﻛﺎﻧﺖ ﻧﻮﻋﻴﺔ ﻫﺬﺍ ﺍﻟﻌﻤﻞ ‪ ،‬ﻭﰲ ﺃﻱ ﻣﺴﺘﻮﻯ ﻣﻦ ﺍﳌﺴﺘﻮﻳﺎﺕ ‪ .‬ﻭﻋﺮﻓﻪ ﻭﻳﻼﻧﺪ ﺑﺄﻧـﻪ ﻃﺎﻗـﺔ‬ ‫ﺧﻼﻗﺔ ﻭﻣﺘﻨﺎﺳﻘﺔ ﺗﱪﺯ ﻣﻦ ﺧﻼﻝ ﻧﺸﺎﻃﺎﺕ ﳐﺘﻠﻔﺔ ﳝﺎﺭﺳﻬﺎ ﺍﻟﻔﺮﺩ‪ ، .‬ﻭﻳﻜﻮﻥ ﺍﻟﺘﻤﻴﺰ ﻣﺘﺤﻘﻘﺎ ﻣﻦ ﺧﻼﻝ ﺍﶈﺎﻓﻈﺔ‬ ‫ﻋﻠﻰ ﺍﳌﻮﺍﺭﺩ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﰲ ﺿﻮﺀ ﺍﻟﺘﻔﺎﻋﻞ ﺑﲔ ﺍﻹﻧﺴﺎﻥ ﻭﺍﻟﺒﻴﺌﺔ ‪ ،‬ﻭﻳﻌﺮﻑ ﺑﺮﻫﺎﺭﺕ ﺍﻟﺘﻤﻴﺰ ﺑﺄﻧﻪ ﺳﻌﻲ ﺍﳌﻨﻈﻤـﺎﺕ‬ ‫ﺇﱃ ﺍﺳﺘﻐﻼﻝ ﺍﻟﻔﺮﺹ ﺍﳊﺎﲰﺔ ﰲ ﺇﻃﺎﺭ ﺍﻟﺘﺨﻄﻴﻂ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﺍﻟﻔﻌﺎﻝ ﻭﺍﻻﻟﺘﺰﺍﻡ ﻹﺩﺭﺍﻙ ﺭﺅﻳﺔ ﻣﺸﺘﺮﻛﺔ ﻳﺴﻮﺩﻫﺎ‬ ‫ﻭﺿﻮﺡ ﺍﳍﺪﻑ ‪ ،‬ﻭﻛﻔﺎﻳﺔ ﺍﳌﺼﺎﺩﺭ ﻭﺍﳊﺮﺹ ﻋﻠﻰ ﺍﻷﺩﺍﺀ‪.‬‬ ‫ﺃﻣﺎ ﺟﲑﺟﻮﺭ ﻓﻘﺪ ﻋﺮﻑ ﺍﻟﺘﻤﻴﺰ ﺑﺄﻧﻪ ﻛﻞ ﻓﻌﻞ ﺃﻭ ﻧﺸﺎﻁ ﺻﺎﺩﺭ ﻋﻦ ﺍﻟﻔﺮﺩ ﻳﻌﺰﺯ ﻭﻳﻘﻮﻱ ﺍﻹﳒـﺎﺯ ﺩﺍﺧـﻞ‬ ‫ﺍﳌﻨﻈﻤﺔ ‪ ،‬ﻭﻋﺮﻑ ﲤﻴﺰ ﺍﻟﻌﻤﻞ ﺑﺄﻧﻪ ﻋﻤﻠﻴﺔ ﺗﻜﻠﻴﻒ ﻭﺗﻘﺪﱘ ﺫﺍﰐ ﻟﺘﺤﺴﲔ ﻓﺎﻋﻠﻴﺔ ﺍﳌﻨﻈﻤﺔ ﻭﲢﺴﲔ ﻣﻮﻗﻔﻬـﺎ‬ ‫ﺍﻟﺘﻨﺎﻓﺴﻲ ﻭﻣﺮﻭﻧﺔ ﺍﻟﻌﻤﻞ ﻓﻴﻬﺎ ‪ ،‬ﻭﻫﻮ ﻋﻤﻠﻴﺔ ﻧﻮﻋﻴﺔ ﺗﺘﻀﻤﻦ ﺇﺷﺮﺍﻙ ﻛﺎﻓﺔ ﺍﳌﺴﺘﺨﺪﻣﲔ ﰲ ﻛـﻞ ﺃﻗـﺴﺎﻡ‬ ‫ﺍﳌﻨﻈﻤﺔ ﻟﻠﻌﻤﻞ ﺳﻮﻳﺔ ﻣﻦ ﺧﻼﻝ ﻓﻬﻢ ﻛﻞ ﺍﻟﻨﺸﺎﻃﺎﺕ ﻹﺯﺍﻟﺔ ﺍﳋﻄﺄ ﻭﲢﺴﲔ ﺍﻟﻌﻤﻠﻴﺔ ﳓﻮ ﺇﳒﺎﺯ ﲤﻴﺰ ﺍﻟﻌﻤﻞ‪.‬‬ ‫ﻭﻋﺮﻓﺖ ﺍﳌﻨﻈﻤﺎﺕ ﺍﳌﺘﻤﻴﺰﺓ )‪ (Gilgeous,1999:P:3‬ﺑﺄ‪‬ﺎ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﱵ ﺗﺘﻔﻮﻕ ﺑﺎﺳﺘﻤﺮﺍﺭ ﻋﻠـﻰ‬ ‫ﻣﺜﻴﻼ‪‬ﺎ ﺑﺘﻘﺪﱘ ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﰲ ﺃﺩﺍﺀ ﻣﻬﺎﻣﻬﺎ ‪ ،‬ﻭﺗﺮﺗﺒﻂ ﻣﻊ ﺯﺑﺎﺋﻨﻬﺎ ‪ ،‬ﻋﺮﻑ ﺑﺄﻧﻪ ﺍﻟﻄﺮﻳﻘﺔ ﺍﻹﲨﺎﻟﻴـﺔ‬ ‫ﻟﻠﻌﻤﻞ ﺍﻟﱵ ﺗﺆﺩﻱ ﺇﱃ ﲢﻘﻴﻖ ﺍﻟﺮﺿﺎ ﺍﳌﺘﻮﺍﺯﻥ ﻟﻜﻞ ﻣﻦ ﺍﳌﺘﻌﺎﻣﻠﲔ ﻣﻊ ﺍﳌﻨﻈﻤﺔ‪ ،‬ﻭﺍﻟﻌﺎﻣﻠﲔ ﻓﻴﻬﺎ‪ ،‬ﻭﺍ‪‬ﺘﻤـﻊ ‪،‬‬ ‫ﻭﲟﺎ ﻳﺆﺩﻱ ﺇﱃ ﺯﻳﺎﺩﺓ ﳒﺎﺡ ﺍﳌﻨﻈﻤﺔ ﻋﻠﻰ ﺍﳌﺪﻯ ﺍﻟﻄﻮﻳﻞ ‪.‬‬ ‫‪-٣‬ﺍﻟﺪﺭﺍﺳﺎﺕ ﺍﻟﺴﺎﺑﻘﺔ ‪:‬‬ ‫ﻳﻬﺪﻑ ﻫﺬﺍ ﺍﳉﺰﺀ ﺇﱃ ﻋﺮﺽ ﺍﻟﺪﺭﺍﺳﺎﺕ ﺍﻟﺴﺎﺑﻘﺔ ﺍﻟﱵ ﰎ ﺍﻟﻌﺜﻮﺭ ﻋﻠﻴﻬﺎ ﻭﺗﻨﺎﻭﻟﺖ ﻣﻮﺿﻮﻉ ﺍﻟﺘﻤﻴﺰ ﻟﻠﻮﻗﻮﻑ‬ ‫ﻋﻠﻰ ﺃﻫﺪﺍﻑ ﺗﻠﻚ ﺍﻟﺪﺭﺍﺳﺎﺕ ﻭﺍﻟﻨﺘﺎﺋﺞ ﺍﻟﱵ ﺗﻮﺻﻠﺖ ﺇﻟﻴﻬﺎ ﳌﻘﺎﺭﻧﺘﻬﺎ ﻣﻊ ﺍﻟﻨﺘﺎﺋﺞ ﺍﻟﱵ ﺳﻮﻑ ﻳﺘﻢ ﺍﻟﺘﻮﺻـﻞ‬ ‫ﺇﻟﻴﻬﺎ ﺧﻼﻝ ﺍﻟﺪﺭﺍﺳﺔ ﺍﳊﺎﻟﻴﺔ ‪ ،‬ﰲ ﳏﺎﻭﻟﺔ ﻟﺒﺤﺚ ﺍﻻﺧﺘﻼﻓﺎﺕ ﻭﺃﻭﺟﻪ ﺍﻟﺸﺒﻪ ﺑﻴﻨﻬﻤﺎ ‪.‬‬ ‫ﺃ‪-‬ﺩﺭﺍﺳﺔ ‪ (2004)Chien‬ﺑﻌﻨﻮﺍﻥ ‪:‬‬ ‫‪١٤٧‬‬ ‫‪(A study To Improve Organizational Performance, View From Strategic‬‬ ‫‪Human Resource Management).‬‬ ‫ﻫﺪﻓﺖ ﺍﻟﺪﺭﺍﺳﺔ ﺇﱃ ﻣﻌﺮﻓﺔ ﺍﻟﻌﻮﺍﻣﻞ ﺍﻟﱵ ﺗﺆﺛﺮ ﰲ ﺍﻷﺩﺍﺀ ﺍﻟﺘﻨﻈﻴﻤﻲ ‪ ،‬ﻭﻗﺪ ﺃﺟﺮﻳﺖ ﺍﻟﺪﺭﺍﺳﺔ ﻋﻠـﻰ ﺷـﺮﻛﺎﺕ‬ ‫ﺻﻨﺎﻋﻴﺔ ﰲ )ﺗﺎﻳﻮﺍﻥ ( ﺣﻴﺚ ﺃﺧﺬﺕ ﻋﻴﻨﺔ ﻣﻦ ﲬﺴﲔ ﻣﻮﻇﻔﹰﺎ ‪ ،‬ﻣﻨﻬﻢ ﻋﺸﺮﻳﻦ ﻣﺪﻳﺮﺍ ﻭﺛﻼﺛﲔ ﻋﺎﻣﻼ ﻋﻦ ﻃﺮﻳﻖ‬ ‫ﺍﳌﻘﺎﺑﻼﺕ ﺍﻟﺸﺨﺼﻴﺔ ‪.‬‬ ‫ﻭﺩﻟﺖ ﻧﺘﺎﺋﺞ ﺍﻟﺘﺤﻠﻴﻞ ﻋﻦ ﺃﻥ ﻫﻨﺎﻙ ﲬﺴﺔ ﻋﻮﺍﻣﻞ ﺗﺆﺛﺮ ﻋﻠﻰ ﺍﻷﺩﺍﺀ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻭﻫﻲ ‪ ) :‬ﻃﺮﻕ ﺍﳊﻔﺰ ‪ ،‬ﺍﻟﻨﻤﻂ‬ ‫ﺍﻟﻘﻴﺎﺩﻱ ‪ ،‬ﺛﻘﺎﻓﺔ ﺍﳌﻨﻈﻤﺔ ‪ ،‬ﺗﺼﻤﻴﻢ ﺍﻟﻌﻤﻞ ‪ ،‬ﻭﺳﻴﺎﺳﺎﺕ ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ (‪.‬‬ ‫ﻭﻛﺎﻥ ﻣﻦ ﺃﻫﻢ ﺍﻟﺘﻮﺻﻴﺎﺕ ﺍﻟﱵ ﺧﺮﺟﺖ ‪‬ﺎ ﺩﺭﺍﺳﺔ ‪ Chien‬ﺃﻥ ﺍﳌﻬﺎﺭﺍﺕ ﺍﻟﻘﻴﺎﺩﻳﺔ ﺗﺴﺎﻋﺪ ﰲ ﲢـﺴﲔ ﺍﻷﺩﺍﺀ‬ ‫ﺍﻟﺘﻨﻈﻴﻤﻲ ﻣﻦ ﺧﻼﻝ ﺇﺩﺍﺭﺓ ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ﰲ ﺍﻟﺸﺮﻛﺎﺕ ﺍﳌﺒﺤﻮﺛﺔ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎ‪.‬‬ ‫ﺏ‪ -‬ﺩﺭﺍﺳﺔ ‪(1999) Darling‬ﺑﻌﻨﻮﺍﻥ ‪:‬‬ ‫‪(Organizational Excellence And Leadership Strategies: Principles Followed‬‬ ‫‪By Top Multinational Executives).‬‬ ‫ﻫﺪﻓﺖ ﺍﻟﺪﺭﺍﺳﺔ ﺇﱃ ﲢﻠﻴﻞ ﺍﻻﺳﺘﺮﺍﲡﻴﺎﺕ ﺍﻟﱵ ﺍﺳﺘﺨﺪﻣﺘﺎ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﳌﺪﻳﺮﻳﻦ ﺍﻟﺘﻨﻔﻴﺬﻳﲔ ﺍﻟﻨﺎﺟﺤﲔ ﻣـﻦ ﺩﻭﻝ‬ ‫ﳐﺘﻠﻔﺔ ﰲ ﺍﻟﻌﺎﱂ ) ﺃﻣﺮﻳﻜﺎ ﻭﺩﻭﻝ ﺃﻭﺭﻭﺑﺎ ﺍﻻﺳﻜﻨﺪﻧﺎﻓﻴﺔ ﻭﺩﻭﻝ ﺷﺮﻕ ﺃﺳﻴﺎ( ﻭﺍﻟﺬﻳﻦ ﺳﺎﳘﻮﺍ ﰲ ﲢﻘﻴﻖ ﺍﻟﻨﺠـﺎﺡ‬ ‫ﻭﺍﻟﺘﻤﻴﺰ ﳌﻨﻈﻤﺎ‪‬ﻢ ‪ ،‬ﻋﻠﻰ ﺍﻟﺮﻏﻢ ﻣﻦ ﺍﻟﺘﻘﻠﺒﺎﺕ ﺍﻟﺒﻴﺌﻴﺔ ‪.‬‬ ‫ﻭﻗﺪ ﺃﺷﺎﺭﺕ ﺍﻟﺪﺭﺍﺳﺔ ﺃﻥ ﺃﻫﻢ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍﻟﱵ ﺍﺳﺘﺨﺪﻣﺖ ﻟﺒﻠﻮﻍ ﺍﻟﺘﻤﻴﺰ ﻭﺍﻟﻨﺠﺎﺡ ‪ ،‬ﻭﲤﺜﻠـﺖ ﺍﻻﻫﺘﻤـﺎﻡ‬ ‫ﺑﺎﳌﻨﻈﻤﺔ ﻭﻟﻔﺖ ﻧﻈﺮ ﺍﻵﺧﺮﻳﻦ ﺇﻟﻴﻬﺎ ‪ ،‬ﻭﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺍﻻﺗﺼﺎﻝ ‪ ،‬ﻭﻭﺿﻊ ﺍﻟﺮﺟﻞ ﺍﳌﻨﺎﺳﺐ ﰲ ﺍﳌﻜﺎﻥ ﺍﳌﻨﺎﺳﺐ ‪،‬‬ ‫ﻭﺑﻨﺎﺀ ﺍﻟﺜﻘﺔ ‪.‬‬ ‫ﻭﻛﺸﻔﺖ ﻧﺘﺎﺋﺞ ﺍﻟﺘﺤﻠﻴﻞ ﺃﻥ ﻫﺆﻻﺀ ﺍﻟﻘﺎﺩﺓ ﺭﻛﺰﻭﺍ ﻋﻠﻰ ﺃﺭﺑﻌﺔ ﻣﻮﺍﺿﻴﻊ ﺃﺳﺎﺳﻴﺔ ﻭﻫﻲ ﺍﻻﻫﺘﻤﺎﻡ ﺑﺎﻟﺰﺑﺎﺋﻦ ﻭﺗﻄﻮﻳﺮ‬ ‫ﺍﳌﻨﺘﺠﺎﺕ ﻭﺍﻻﻟﺘﺰﺍﻡ ﻣﻦ ﻗﺒﻞ ﺍﻟﻌﺎﻣﻠﲔ ﻭﺍﻟﻘﻴﺎﺩﺓ ﺍﻹﺩﺍﺭﻳﺔ ‪.‬‬ ‫ﺝ‪-‬ﺩﺍﺭﺳﺔ ‪ (200)Kanji :‬ﺑﻌﻨﻮﺍﻥ‬ ‫)‪(An Integrated Approach To Business Excellence‬‬ ‫‪١٤٨‬‬ ‫ﻫﺪﻓﺖ ﺍﻟﺪﺭﺍﺳﺔ ﺇﱃ ﺍﻟﺘﻌﺮﻑ ﻋﻠﻰ ﺍﻟﻌﻼﻗﺎﺕ ﺑﲔ ﻗﻴﺎﺱ ﺍﻷﺩﺍﺀ ﻭﲤﻴﺰ ﺍﻹﻋﻤﺎﻝ ‪ ،‬ﻭﺑﻨﺎﺀ ﻧﻈﺎﻡ ﺷﺎﻣﻞ ﻟﻘﻴﺎﺱ ﲤﻴـﺰ‬ ‫ﺍﻷﺩﺍﺀ ‪ .‬ﻭﻟﻘﺪ ﺗﻮﺻﻠﺖ ﺍﻟﺪﺭﺍﺳﺔ ﺇﱃ ﻧﺘﺎﺋﺞ ﺍﻟﺘﺎﻟﻴﺔ ‪:‬‬ ‫‪-١‬‬ ‫ﺃﻥ ﻧﻈﻢ ﻗﻴﺎﺱ ﺍﻷﺩﺍﺀ ﺍﻟﺘﻘﻠﻴﺪﻳﺔ ﻻ ﺗﺪﻋﻢ ﲤﻴﺰ ﺍﻷﺩﺍﺀ ‪.‬‬ ‫‪-٢‬‬ ‫ﺑﻨﺎﺀ ﳕﻮﺫﺝ ﻟﻘﻴﺎﺱ ﲤﻴﺰ ﺍﻹﻋﻤﺎﻝ ﴰﻞ ﺍﻷﺑﻌﺎﺩ ﺍﻟﺘﺎﻟﻴﺔ ‪:‬‬ ‫ﺍﻷﻭﱃ ‪ :‬ﻭﺗﺘﻀﻤﻦ ﳎﻤﻮﻋﺔ ﻫﺎﻣﺔ ﻣﻦ ﻋﻮﺍﻣﻞ ﺍﻟﻨﺠﺎﺡ ﺍﳍﺎﻣﺔ ‪،Critical Success Factor‬ﻭﺍﻟﱵ ﺗﺆﺩﻱ‬ ‫ﺑﺎﻟﻨﺘﻴﺠﺔ ﺇﱃ ﺃﺩﺍﺀ ﻣﺘﻤﻴﺰ ﻟﻠﻤﻨﻈﻤﺔ ﺇﺫﺍ ﰎ ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻴﻬﺎ‪ ،‬ﻭﺇﺩﺍﺭ‪‬ﺎ‬ ‫ﺑﺸﻜﻞ ﻓﺎﻋﻞ ‪ ،‬ﻭﻫﻲ ﺍﻟﻘﻴﺎﺩﺓ ﺑﺎﻋﺘﺒﺎﺭﻫﺎ ﺍﻟﻌﻨﺼﺮ ﺍﶈﺮﻙ ﺍﻟﺮﺋﻴﺲ‪ ،‬ﻭﺭﺿﺎ ﺍﻟﺰﺑﺎﺋﻦ ‪ ،‬ﻭﺍﻹﺩﺍﺭﺓ ﺑﺎﳊﻘـﺎﺋﻖ ‪ ،‬ﻭﺇﺩﺍﺭﺓ‬ ‫ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ‪ ،‬ﻭﺍﻟﺘﺤﺴﲔ ﺍﳌﺴﺘﻤﺮ‪.‬‬ ‫ﺍﻟﺜﺎﻧﻴﺔ ‪ :‬ﺭﻛﺰﺕ ﻋﻠﻰ ﻗﻴﻢ ﺍﳌﻨﻈﻤﺔ ) ﻛﻤﺤﺮﻙ ﺭﺋﻴﺲ ( ﻟﺘﺤﺮﻙ ﺍﻟﺘﻤﻴﺰ ﰲ ﻛﻞ ﻣﻦ ﺍﻟﻌﻤﻠﻴﺎﺕ‬ ‫ﻭﺟﻌﻠﻬﺎ ﻣﻨﻈﻤﺔ ‪ ،‬ﻭﺗﻠﺒﻴﺔ ﺍﺣﺘﻴﺎﺟﺎﺕ ﺃﺻﺤﺎﺏ ﺍﳌﺼﺎﱀ ‪.‬‬ ‫ﻭﺭﻛﺰﺕ ﺩﺭﺍﺳﺔ ‪Kanji ،‬ﻋﻠﻰ ﺍﻟﻘﻴﻢ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﻛﻤﺤﺮﻙ ﻟﻠﺘﻤﻴﺰ ‪ ،‬ﻭﺍﻟﱵ ﺃﺧﺬﺗﺎ ﺑﻌﲔ ﺍﻻﻋﺘﺒﺎﺭ ﺧﻼﻝ ﺩﺭﺍﺳﺘﻨﺎ‬ ‫ﺍﳊﺎﻟﻴﺔ ﰲ ﻫﺬﺍ ﺍﻟﻔﺼﻞ‪.‬‬ ‫ﺩ‪ -‬ﺩﺭﺍﺳﺔ ‪ (2002) Khoo&Tan‬ﺑﻌﻨﻮﺍﻥ‪:‬‬ ‫‪(Using the Australian Business Excellence Frame Work To Achieve‬‬ ‫‪Sustainable Business Excellence).‬‬ ‫ﻫﺪﻓﺖ ﺍﻟﺪﺭﺍﺳﺔ ﺇﱃ ﺍﻟﺘﻌﺮﻑ ﻋﻠﻰ ﺍﻟﺘﺤﺪﻳﺎﺕ ﺍﻟﱵ ﺗﻮﺍﺟﻪ ﺍﳌﻨﻈﻤﺎﺕ ﻭﺍﳉﻬﻮﺩ ﺍﳌﻄﻠﻮﺑﺔ ﻣﻨﻬﺎ ﻟﺪﻋﻢ ﺍﻟﺘﻄﻮﺭ ﻭﺍﻟﻨﺠـﺎﺡ ﰲ‬ ‫ﺃﻋﻤﺎﳍﺎ ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﺍﳌﺴﺌﻮﻟﻴﺔ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ‪.‬‬ ‫ﻭﻗﺪ ﺃﺟﺮﻳﺖ ﺍﻟﺪﺭﺍﺳﺔ ﻋﻠﻰ ﺷﺮﻛﺔ ‪ Smelter plant‬ﰲ ﺍﺳﺘﺮﺍﻟﻴﺎ ﺃﺛﻨﺎﺀ ﻋﻤﻠﻴﺔ ﺍﻻﻧﺘﻘﺎﻝ ﻭﺍﻟﺘﺤﻮﻝ ﻣﻦ ﻣﺮﺣﻠﺔ ﺍﻹﻋﺪﺍﺩ‬ ‫ﺇﱃ ﻣﺮﺣﻠﺔ ﺍﻟﺘﻄﺒﻴﻖ ﻭﺍﻟﺪﻋﻢ ﻭﺍﳌﺴﺎﻧﺪﺓ ﻭﺍﻟﺘﺤﺴﲔ ﺍﳌﺴﺘﻤﺮ ﻭﺍﳌﺴﺌﻮﻟﻴﺔ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ‪.‬‬ ‫ﻭﺍﺳﺘﺨﺪﻣﺖ ﺍﻟﺪﺭﺍﺳﺔ ﳕﻮﺫﺝ ﲤﻴﺰ ﺍﻷﻋﻤﺎﻝ ﺍﻷﺳﺘﺮﺍﱄ ‪ ،‬ﺣﻴﺚ ﰎ ﲢﺪﻳﺪ ﻣﻜﻮﻧﺎﺕ ﺍﻟﻨﻤﻮﺫﺝ ﺍﻟﱵ ﺃﻋﺘﻘﺪ ﺃﻥ ﳍﺎ ﺗﺄﺛﲑﺍ ﻋﻠﻰ‬ ‫ﺍﻹﻋﻤﺎﻝ ﻭﻫﻲ ) ﺍﻟﻘﻴﺎﺩﺓ ‪ ،‬ﻭﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﻭﺍﳋﻄﻂ ‪ ،‬ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﻟﻌﺎﻣﻠﻮﻥ ‪،‬ﻭﻗﻴﻤﺔ ﺍﳌﺴﺘﻬﻠﻚ ‪ ،‬ﻭﺇﺩﺍﺭﺓ ﺍﻟﻌﻤﻠﻴﺎﺕ ‪،‬‬ ‫ﻭﻧﺘﺎﺋﺞ ﺍﻹﻋﻤﺎﻝ ( ‪ ،‬ﻭﺩﻟﺖ ﺍﻟﻨﺘﺎﺋﺞ ﻋﻠﻰ ﺃﻧﻪ ﻭﻟﺘــﺤﻘﻴﻖ ﺍﻟﺘﻤﻴـﺰ ﰲ ﺍﻷﻋﻤﺎﻝ ﻭﺍﻟﺘﺤﺴﲔ ﺍﳌﺴﺘﻤﺮ ﻻﺑﺪ ﻣﻦ ﺍﻟﺘﺮﻛﻴـﺰ‬ ‫ﻋﻠﻰ ﺍﳌﻜﻮﻧﺎﺕ ﺃﻧﻔﺔ ﺍﻟﺬﻛﺮ ﻛﺎﻓﺔ ‪.‬‬ ‫ﻫـــ – ﺩﺭﺍﺳﺔ ‪ (2002) Noorecha‬ﺑﻌﻨﻮﺍﻥ‪:‬‬ ‫‪١٤٩‬‬ ‫‪(The Malaysian Total Performance Excellence Model. A conceptual‬‬ ‫‪Framework).‬‬ ‫ﻫﺪﻓﺖ ﺍﻟﺪﺭﺍﺳﺔ ﺇﱃ ﺗﻘﺪﱘ ﳕﻮﺫﺝ ﰲ ﲤﻴﺰ ﺍﻷﺩﺍﺀ ‪ ،‬ﻭﺍﻟﱵ ﺃﺟﺮﻳﺖ ﻋﻠﻰ ﻋﻴﻨﺔ ﻣﻦ ﺍﻟﻌﺎﻣﻠﲔ ﰲ ﳎﻤﻮﻋـﺔ ﻣـﻦ ﺍﳌﻨﻈﻤـﺎﺕ‬ ‫ﺍﳌﺎﻟﻴﺰﻳﺔ ‪ ،‬ﻭﻳﺘﻜﻮﻥ ﻫﺬﺍ ﺍﻟﻨﻤﻮﺫﺝ ﻣﻦ ﳎﻤﻮﻋﺔ ﺍﻻﲡﺎﻫﺎﺕ ﺍﻟﱵ ﺗﺮﻛﺰ ﻋﻠﻰ ﻋﻨﺎﺻﺮ ) ﺍﻟﻘﻴﺎﺩﺓ ‪ ،‬ﻭﺍﻟﺜﻘﺎﻓﺔ ﻭﺍﻟﻘﻴﻢ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ‪،‬‬ ‫ﻭﺇﺩﺍﺭﺓ ﺍﻟﺘﻐﲑ ‪ ،‬ﻭﺍﳌﻤﺎﺭﺳﺎﺕ ﺍﻷﻓﻀﻞ ‪ ،‬ﻭﺍﻹﺑﺪﺍﻉ ﻭﺍﻹﻧﺘﺎﺟﻴﺔ ( ﻛﻤﺘﻐﲑﺍﺕ ﻣﺴﺘﻘﻠﺔ ‪ ،‬ﻭﲤﻴﺰ ﺍﻷﺩﺍﺀ ﻣﺘﻐﲑ ﺗﺎﺑﻊ ‪ ،‬ﻭﺗﻮﺻﻠﺖ‬ ‫ﺍﻟﺪﺭﺍﺳﺔ ﺇﱃ ﺃﻥ ﻋﻨﺎﺻﺮ ﺍﻟﻨﻤﻮﺫﺝ ﺍﳌﺨﺘﺎﺭﺓ ﻛﺎﻥ ﳍﺎ ﺃﺛﺮ ﻫﺎﻡ ﻭﺑﺪﻻﻟﺔ ﺇﺣﺼﺎﺋﻴﺔ ﻭﺍﺿﺤﺔ ‪ ،‬ﻭﻣﺜﻠﺖ ﺍﻟﻘﻴﺎﺩﺓ ﺍﳌﺘﻐﲑ ﺍﻷﻫﻢ ﻓﻴﻤﺎ‬ ‫ﺑﲔ ﻣﺘﻐﲑﺍﺕ ﺍﻟﺪﺭﺍﺳﺔ ‪.‬‬ ‫ﻭ – ﺩﺭﺍﺳﺔ ‪ (2003)Peeters & Potterie‬ﺑﻌﻨﻮﺍﻥ ‪:‬‬ ‫‪( organizational Competencies And Innovation Performances , The Case‬‬ ‫‪Of Large Firms In Belgium ).‬‬ ‫ﻫﺪﻓﺖ ﺍﻟﺪﺭﺍﺳﺔ ﺇﱃ ﻣﻌﺮﻓﺔ ﺃﺛﺮ ﺍﳉﺪﺍﺭﺍﺕ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﺍﻟﻔﺮﻋﻴﺔ ﺍﳌﺸﺘﻘﺔ ﻣﻦ ﺍﳉﺪﺍﺭﺍﺕ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﺍﻟﺮﺋﻴﺴﺔ ) ﺍﻟﻘـﺪﺭﺓ ﻋﻠـﻰ‬ ‫ﺗﻄﻮﻳﺮ ﺍﻟﺜﻘﺎﻓﺔ ﺍﻻﺑﺘﻜﺎﺭﻳﺔ ‪ ،‬ﻭﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺍﻟﺘﻨﻈﻴﻢ ﺍﻻﺑﺘﻜﺎﺭﻱ ‪ ،‬ﻭﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺗﻮﻟﻴﺪ ﺍﻷﻓﻜﺎﺭ ﻭﺍﻟﻘﺪﺭﺓ ﻋﻠـﻰ ﺍﺳـﺘﻌﻤﺎﻝ‬ ‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻭﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﲤﻮﻳﻞ ﺍﻻﺑﺘﻜﺎﺭ ‪ ،‬ﻭﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺍﺧﺘﻴﺎﺭ ﺍﳌﺸﺎﺭﻳﻊ ﺍﻻﺑﺘﻜﺎﺭﻳﺔ ‪ ،‬ﻭﺍﻟﻘﺪﺭﺓ ﻋﻠـﻰ ﲪﺎﻳـﺔ‬ ‫ﺣﻘﻮﻕ ﺍﳌﻠﻜﻴﺔ ( ‪ ،‬ﻭﰒ ﻗﻴﺎﺳﻬﺎ ﻣﻦ ﺧﻼﻝ ﺍﺳﺘﺒﻴﺎﻥ ﻭﺯﻉ ﻋﻠﻰ )‪ (١٤٨‬ﺷﺮﻛﺔ ﻛﺒﲑﺓ ﰲ ﺑﻠﺠﻴﻜﺎ ‪ ،‬ﻭﺃﻇﻬﺮﺕ ﺍﻟﻨﺘـﺎﺋﺞ ﺃﻥ‬ ‫ﻣﺆﺷﺮﺍﺕ ﺍﻻﺑﺘﻜﺎﺭ ) ﺍﻟﺒﺤﺚ ﻭﺍﻟﺘﻄﻮﺭ ‪ ،‬ﻭﻋﺪﺩ ﺍﳌﺒﺪﻋﲔ ‪ ،‬ﻭﺑﺮﺍﺀﺍﺕ ﺍﻻﺧﺘﺮﺍﻉ ( ﺗﺮﺗﺒﻂ ﺑﺪﻻﻟﺔ ﺇﺣﺼﺎﺋﻴﺔ ﻣـﻊ ﻏﺎﻟﺒﻴـﺔ‬ ‫ﺍﳉﺪﺍﺭﺍﺕ ﺍﻟﱵ ﺍﺧﺘﺎﺭ‪‬ﺎ ﺍﻟﺪﺭﺍﺳﺔ ‪.‬‬ ‫ﻱ – ﺩﺭﺍﺳﺔ ‪ (2005) Fotis, Vouzan and Katerina‬ﺑﻌﻨﻮﺍﻥ ‪:‬‬ ‫‪(Best practices Of Selected Greek Organizations On Their Road To‬‬ ‫‪Business Excellence) .‬‬ ‫ﻫﺪﻓﺖ ﺍﻟﺪﺭﺍﺳﺔ ﺇﱃ ﺍﻟﺘﺤﻘﻖ ﻧﻈﺮﻳﹰﺎ ﻭﲡﺮﻳﺒﻴﹰﺎ ﻣﻦ ﺍﳊﺎﻟﺔ ﺍﻟﺮﺍﻫﻨﺔ ﺍﻷﻓﻀﻞ ﺍﻟﺘﻄﺒﻴﻘﺎﺕ ﰲ ﻋﺸﺮ ﻣﻨﻈﻤﺎﺕ ﺻﻨﺎﻋﻴﺔ ﻳﻮﻧﺎﻧﻴﺔ ﰲ‬ ‫ﻃﺮﻳﻘﻬﺎ ﺇﱃ ﺍﻟﺘﻤﻴﺰ ‪ ،‬ﻣﻦ ﺧﻼﻝ ﳕﻮﺫﺝ ﺍﻟﺘﻤﻴﺰ ﺍﻷﻭﺭﰊ ‪ ،‬ﺣﻴﺚ ﻣﻨﺤﺖ ﻫﺬﻩ ﺍﳌﻨﻈﻤﺎﺕ ﺟﻮﺍﺋﺰ ﲤﻴـﺰ ﻭﺣـﺼﻠﺖ ﻋﻠـﻰ‬ ‫‪١٥٠‬‬ ‫ﺷﻬﺎﺩﺍﺕ )ﺍﻵﻳﺰﻭ ‪ ، (9001‬ﻭﲨﻌﺖ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻋﻦ ﻃﺮﻳﻖ ﺍﳌﻘﺎﺑﻼﺕ ﺍﻟﺸﺨﺼﻴﺔ ﻣﻊ ﻣـﺪﻳﺮﻱ ﺍﻟﺘﺨﻄـﻴﻂ ﻭﺍﻹﻧﺘـﺎﺝ‬ ‫ﻭﺍﳉﻮﺩﺓ ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﺍﺳﺘﺒﺎﻧﻪ ﺗﺘﻀﻤﻦ ﺃﺳﺌﻠﺔ ﻣﻔﺘﻮﺣﺔ ‪ ،‬ﻭﺃﻇﻬﺮﺕ ﺍﻟﻨﺘﺎﺋﺞ ﺃﻥ ﻫﻨﺎﻙ ﺑﻌﺾ ﺍﳌﺸﺎﻛﻞ ﺗﺘﻌﻠﻖ ﰲ ﺑﲑﻭﻗﺮﺍﻃﻴﺔ‬ ‫ﺍﳌﻨﻈﻤﺎﺕ ﻭﻋﺪﻡ ﻣﺮﻭﻧﺔ ﰲ ﺍﻟﺘﻨﻈﻴﻢ ﻭﺍﳔﻔﺎﺽ ﰲ ﺍﺳﺘﺨﺪﺍﻡ ﻣﻬﺎﺭﺍﺕ ﺍﻟﻌﺎﻣﻠﲔ ﻭﻣﻌﺎﺭﻓﻬﻢ ‪ ،‬ﻭﻋﺪﻡ ﺍﺳـﺘﺨﺪﺍﻡ ﺍﳌﻜﺎﻓـﺂﺕ‬ ‫ﻛﺄﺩﺍﺓ ﺗﺴﻮﻳﻘﻴﺔ ﻭﻭﺳﻴﻠﺔ ﺍﺧﺘﺮﺍﻕ ﺍﻷﺳﻮﺍﻕ ‪ ،‬ﻭﺃﻭﺻﺖ ﺍﻟﺪﺭﺍﺳﺔ ﺑﻀﺮﻭﺭﺓ ﺍﻻﻫﺘﻤﺎﻡ ﺑﺎﻟﻌﺎﻣﻠﲔ ﻣﻦ ﺣﻴﺚ ﺗﻄﻮﻳﺮ ﻣﻬـﺎﺭﺍ‪‬ﻢ‬ ‫ﻭﲢﻔﻴﺰﻫﻢ ﻛﻮﺳﻴﻠﺔ ﺗﺴﻮﻳﻘﻴﺔ ‪.‬‬ ‫*ﺍﻟﻄﺮﻳﻘﺔ ﻭﺍﻹﺟﺮﺍﺀﺍﺕ ‪:‬‬ ‫ﺃ‪ -‬ﻃﺒﻴﻌﺔ ﻭﻧﻮﻉ ﺍﻟﺪﺭﺍﺳﺔ ‪:‬‬ ‫ﳝﻜﻦ ﻋﺪ ﺍﻟﺪﺭﺍﺳﺔ ‪ ،‬ﺩﺭﺍﺳﺔ ﺳﺒﺒﻴﺔ ﻛﻮ‪‬ﺎ ﰲ ﺗﺒﺤﺚ ﰲ ﺃﺛﺮ ﺍﳌﻬﺎﺭﺍﺕ ﺍﻟﻘﻴﺎﺩﻳﺔ ﰲ ﲤﻴﺰ ﺍﻟﺒﻨﻮﻙ ﺍﻟﺴﻌﻮﺩﻳﺔ ‪ ،‬ﻭﻫﻲ ﻛـﺬﻟﻚ‬ ‫ﺩﺭﺍﺳﺔ ﲢﻠﻴﻠﻴﺔ ﺍﺳﺘﻨﺘﺎﺟﻴﻪ ﺑﺎﻻﻋﺘﻤﺎﺩ ﻋﻠﻰ ﺍﳌﺴﺢ ﻟﻌﻴﻨﺔ ﺍﻟﺪﺭﺍﺳﺔ ﰲ ﺿﻮﺀ ﺍﻟﻔﺮﺿﻴﺎﺕ ﺍﻟﱵ ﺗﺒﻨﻬﺎ ﺍﻟﺪﺭﺍﺳﺔ ‪.‬‬ ‫ﺏ‪ -‬ﳎﺘﻤﻊ ﺍﻟﺪﺭﺍﺳﺔ ‪:‬‬ ‫ﺗﻜﻮﻥ ﳎﺘﻤﻊ ﺍﻟﺪﺭﺍﺳﺔ ﻣﻦ ﻗﻄﺎﻉ ﺍﻟﺒﻨﻮﻙ ﺍﻟﺴﻌﻮﺩﻳﺔ ﺍﳌﺪﺭﺟﺔ ﰲ ﺩﻟﻴﻞ ﺍﻟﺸﺮﻛﺎﺕ ﻟﻌﺎﻡ ‪2009‬ﻡ ﻭﺍﻟﺒـﺎﻟﻎ ﻋـﺪﺩﻫﺎ )‪(١١‬‬ ‫ﺇﺣﺪﻯ ﻋﺸﺮ ﺑﻨﻜﺎ ﲡﺎﺭﻳﹰﺎ ‪ ،‬ﻭﰎ ﺍﺧﺘﻴﺎﺭ )‪ (١٠‬ﻋﺸﺮﺓ ﺑﻨﻮﻙ ﻋﺸﻮﺍﺋﻴﹰﺎ ﻣﻦ ﺍﻷﺣﺪ ﻋﺸﺮ ﺑﻨﻜﹰﺎ ﺍﻟﻌﺎﻣﻠﺔ ﰲ ﺍﻟﻘﻄﺎﻉ ﺍﳌﺬﻛﻮﺭ ‪،‬‬ ‫ﺃﻱ ﻣﺎ ﻧﺴﺒﺘﻪ )‪.(%91‬‬ ‫ﺝ‪-‬ﻭﺣﺪﺓ ﺍﳌﻌﺎﻳﻨﺔ ‪:‬‬ ‫ﺿﻤﺖ ﻭﺣﺪﺓ ﺍﳌﻌﺎﻳﻨﺔ ﺍﻹﻓﺮﺍﺩ ﺍﻟﺬﻳﻦ ﻳﺸﻐﻠﻮﻥ ﻭﻇﻴﻔﺔ ﻣﺪﻳﺮ ‪ ،‬ﻭﻧﺎﺋﺐ ﺃﻭ ﻣﺴﺎﻋﺪ ﻣﺪﻳﺮ ‪ ،‬ﻭﻣﺸﺮﻑ ‪ ،‬ﻭﺭﺋـﻴﺲ ﻗـﺴﻢ ‪،‬‬ ‫ﻭﺍﻟﺒﺎﻟﻎ ﻋﺪﺩﻫﻢ )‪ (١٤٠‬ﻓﺮﺩﹰﺍ ‪ ،‬ﺍﺳﺘﻨﺎﺩﹰﺍ ﺇﱃ ﺍﻟﻜﺸﻮﻓﺎﺕ ﺍﻟﱵ ﺗﻮﻓﺮﺕ ﻟﻠﺒﺎﺣﺜﲔ ‪ ،‬ﻭﻗﺪ ﰎ ﺗﻮﺯﻳﻊ )‪ (١٤٠‬ﺍﺳـﺘﺒﺎﻧﻪ ﻋﻠـﻰ‬ ‫ﺃﻓﺮﺍﺩ ﻋﻴﻨﺔ ﺍﻟﺪﺭﺍﺳﺔ ‪ ،‬ﻭﺍﺳﺘﻌﺎﺩﺓ )‪ (١٠٠‬ﺍﺳﺘﺒﺎﻧﻪ ‪ ،‬ﺃﻱ ﻣﺎ ﻧﺴﺒﺘﻪ )‪ (%71‬ﻣﻦ ﺍﻻﺳﺘﺒﻴﺎﻧﺎﺕ ﺍﳌﻮﺯﻋﺔ ‪ ،‬ﻭﻫﻲ ﻧﺴﺒﺔ ﻣﻘﺒﻮﻝ‬ ‫ﰲ ﺍﻟﺒﺤﺚ ﺍﻟﻌﻠﻤﻲ ‪ ،‬ﻟﺘﻌﻤﻴﻢ ﺍﻟﻨﺘﺎﺋﺞ ﻋﻠﻰ ﺍ‪‬ﺘﻤﻊ ﺍﻟﻜﻠﻲ ‪.‬‬ ‫ﺩ‪-‬ﻣﺼﺎﺩﺭ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ‪:‬‬ ‫ﺍﻋﺘﻤﺪﺕ ﺍﻟﺪﺭﺍﺳﺔ ﻋﻠﻰ ﳎﻤﻮﻋﺘﲔ ﻣﻦ ﺍﳌﺼﺎﺩﺭ ‪ ،‬ﺍﳌﺼﺎﺩﺭ ﺍﻷﻭﻟﻴﺔ ﻭﺍﳌﺼﺎﺩﺭ ﺍﻟﺜﺎﻧﻮﻳﺔ ‪.‬‬ ‫ﺍﳌﺼﺎﺩﺭ ﺍﻟﺜﺎﻧﻮﻳﺔ ﻭﺗﺸﻤﻞ ﻋﻠﻰ ﺍﳌﺮﺍﺟﻊ ﻭﺍﻷﺩﺑﻴﺎﺕ ﻭﺍﻟﺪﻭﺭﻳﺎﺕ ﺫﺍﺕ ﺍﻟﻌﻼﻗﺔ ﲟﻔﻬﻮﻡ ﺍﳌﻤﺎﺭﺳﺔ ﺍﻟﻘﻴﺎﺩﻳﺔ ﻭﺍﻟﺘﻤﻴﺰ ‪ ،‬ـﺪﻑ‬ ‫ﺍﻟﺘﻌﺮﻑ ﻋﻠﻰ ﺍﳌﻔﺎﻫﻴﻢ ﻭﺍﳌﺼﻄﻠﺤﺎﺕ ﻭﺃﺑﻌﺎﺩﻫﺎ ﺍﳌﺨﺘﻠﻔﺔ ﻣﻦ ﺃﺟﻞ ﺑﻨﺎﺀ ﺍﻹﻃﺎﺭ ﺍﻟﻨﻈﺮﻱ ‪ .‬ﻭﺍﻟﺘﻌﺮﻑ ﻋﻠﻰ ﺃﻫﻢ ﺍﻟﺪﺭﺍﺳـﺎﺕ‬ ‫ﺍﻟﺴﺎﺑﻘﺔ ﺍﻟﱵ ﺗﻨﺎﻭﻟﺖ ﻫﺬﺍ ﺍﳌﻮﺿﻮﻉ ‪.‬‬ ‫‪١٥١‬‬ ‫ﻭﺍﳌﺼﺎﺩﺭ ﺍﻷﻭﻟﻴﺔ ﳉﻤﻊ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻣﻦ ﻋﻴﻨﺔ ﺍﻟﺪﺭﺍﺳﺔ ﺣﻮﻝ ﺍﲡﺎﻫﺎ‪‬ﻢ ﻭﺇﺩﺭﺍﻛﻬﻢ ﻷﳘﻴﺔ ﺍﳌﻬﺎﺭﺍﺕ ﺍﻟﻘﻴﺎﺩﻳﺔ ﻭﺃﺛﺮﻫﺎ ﰲ ﲤﻴـﺰ‬ ‫ﺍﻟﺒﻨﻮﻙ ‪ ،‬ﻓﻘﺪ ﰎ ﺍﻻﻋﺘﻤﺎﺩ ﻋﻠﻰ ﺍﺳﺘﺒﺎﻧﻪ ﺧﺎﺻﺔ ﰎ ﺗﺼﻤﻴﻤﻬﺎ ﻭﺗﻄﻮﻳﺮﻫﺎ ﺑﺎﻟﺮﺟﻮﻉ ﺇﱃ ﺍﻷﺩﺑﻴﺎﺕ ﻭﺍﻟﺪﺭﺍﺳﺎﺕ ﺫﺍﺕ ﺍﻟﻌﻼﻗﺔ‬ ‫‪ ،‬ﻭﺍﻟﱵ ﰎ ﲢﻜﻴﻤﻬﺎ ﻣﻦ ﻗﺒﻞ ﳎﻤﻮﻋﺔ ﻣﻦ ﺃﺳﺎﺗﺬﺓ ﻭﺫﻱ ﺍﳋﱪﺓ ﻭﺍﻻﺧﺘﺼﺎﺹ ‪ ،‬ﻭﻗﺪ ﻃﻠﺐ ﻣﻦ ﺍﳌﺴﺘﺠﻴﺒﲔ ﺍﻹﺟﺎﺑﺔ ﻋﻠـﻰ‬ ‫ﺃﺳﺌﻠﺔ ﺍﻻﺳﺘﺒﺎﻧﺔ ﰲ ﺿﻮﺀ ﻣﻘﻴﺎﺱ ﻟﻴﻜﺎﺭﺕ ﺍﳋﻤﺎﺳﻲ ‪ ،‬ﻭﺗﻜﻮﻧﺖ ﺃﺩﺍﺓ ﺍﻟﺪﺭﺍﺳﺔ )ﺍﻻﺳﺘﺒﺎﻧﺔ ( ﻣﻦ ﺍﻷﺟﺰﺍﺀ ﺍﻷﺳﺎﺳﻴﺔ ﺍﻟﺘﺎﻟﻴﺔ‬ ‫‪:‬‬ ‫•‬ ‫ﺍﳋﺼﺎﺋﺺ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﻟﻮﺣﺪﺓ ﺍﳌﻌﺎﻳﻨﺔ ﻭﺍﻟﺘﺤﻠﻴﻞ ﻭﺗﺘﻀﻤﻦ ‪ ) :‬ﺍﳉﻨﺲ ﻭﺍﳌﺆﻫـﻞ ﺍﻟﻌﻠﻤـﻲ ﻭﺍﳌﺮﻛـﺰ‬ ‫ﺍﻟﻮﻇﻴﻔﻲ ﻭﺳﻨﻮﺍﺕ ﺍﳋﱪﺓ ﺍﻟﻌﻤﻠﻴﺔ ﺍﻟﻜﻠﻴﺔ ﻭﺍﳋﱪﺓ ﰲ ﺍﳌﻨﺼﺐ ﺍﳊﺎﱄ ﻭﺍﳋﱪﺓ ﰲ ﺍﻟﺒﻨﻚ (‪.‬‬ ‫•‬ ‫ﺃﺑﻌﺎﺩ ﺍﳌﻤﺎﺭﺳﺔ ﺍﻟﻘﻴﺎﺩﻳﺔ ﺍﳌﻘﺘﺮﺣﺔ ﻭﺍﻟﱵ ﲤﺜﻞ ﺍﳌﺘﻐﲑﺍﺕ ﺍﳌﺴﺘﻘﻠﺔ ) ﻣﻬﺎﺭﺍﺕ ﲢﻔﻴﺰ ﺍﻟﻌـﺎﻣﻠﲔ ‪ ،‬ﻭﺇﳒـﺎﺯ‬ ‫ﺍﳌﻬﻤﺔ ﻥ ﻭﺑﻨﺎﺀ ﺍﻟﺜﻘﺔ ﺑﺎﻟﻨﻔﺲ ‪ ،‬ﻭﺍﻟﻌﻤﻞ ﺑﺮﻭﺡ ﺍﻟﻔﺮﻳﻖ ﻣﻊ ﺍﻟﻌﺎﻣﻠﲔ( ‪ ،‬ﻭﻗﺪ ﴰﻞ ﻫﺬﺍ ﺍﳉـﺰﺀ ﺍﻟﻔﻘـﺮﺍﺕ‬ ‫ﻣﻦ)‪ (٤٠-١‬ﻟﻘﻴﺎﺱ ﺃﺑﻌﺎﺩ ﺍﳌﺘﻐﲑﺍﺕ ﺍﳌﺴﺘﻘﻠﺔ ﺑﺎﺳﺘﺨﺪﺍﻡ ﻣﻘﻴﺎﺱ ﻟﻴﻜﺮﺕ ﺍﳋﻤﺎﺳﻲ ‪،‬‬ ‫•‬ ‫ﺃﺑﻌﺎﺩ ﺍﻟﺘﻤﻴﺰ ﺍﳌﻘﺘﺮﺣﺔ ﻭﺍﻟﱵ ﲤﺜﻞ ﺍﳌﺘﻐﲑﺍﺕ ﺍﻟﺘﺎﺑﻌﺔ ) ﺑﻨﺎﺀ ﺍﳉﺪﺍﺭﺍﺕ ﺍﻷﺳﺎﺳﻴﺔ ‪ ،‬ﻭﻗﻴﻤﺔ ﺍﻟﻌﻤﻞ ﻭﺍﳌﺴﺌﻮﻟﻴﺔ‬ ‫ﺍﻻﺟﺘﻤﺎﻋﻴﺔ (‪ .‬ﻭﻗﺪ ﴰﻞ ﻫﺬﺍ ﺍﳉﺰﺀ ﺍﻟﻔﻘﺮﺍﺕ ﻣﻦ )‪ (٧٤-٤١‬ﻟﻘﻴﺎﺱ ﺃﺑﻌﺎﺩ ﺍﳌﺘﻐﲑﺍﺕ ﺍﻟﺘﺎﺑﻌﺔ ‪ ،‬ﺑﺎﺳﺘﺨﺪﺍﻡ‬ ‫ﻣﻘﻴﺎﺱ ﻟﻴﻜﺮﺕ ﺍﳋﻤﺎﺳﻲ ﺍﻟﺬﻱ ﺳﺒﻘﺖ ﺍﻹﺷﺎﺭﺓ ﺇﻟﻴﺔ ‪.‬‬ ‫ﻫـ‪-‬ﺍﻷﺳﺎﻟﻴﺐ ﺍﻹﺣﺼﺎﺋﻴﺔ ‪:‬‬ ‫ﻗﺎﻣﺖ ﺩﺭﺍﺳﺘﻨﺎ ﺍﳊﺎﻟﻴﺔ ﲟﻌﺎﳉﺔ ﻭﲢﻠﻴﻞ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﳋﺎﺻﺔ ‪‬ﺎ ﺍﺳﺘﻨﺎﺩ ﺇﱃ ﺍﻷﺳﺎﻟﻴﺐ ﺍﻹﺣﺼﺎﺋﻴﺔ ﺍﻟﺘﺎﻟﻴﺔ ﺣـﱴ‬ ‫ﳝﻜﻦ ﺍﻟﺘﻌﺎﻣﻞ ﻣﻊ ﺍﻷﺳﺌﻠﺔ ﺍﻟﱵ ﺑﺎﺷﺮ‪‬ﺎ ‪:‬‬ ‫*ﺻﺪﻕ ﺍﻹﺳﺘﺒﺎﻧﺔ ﻭﺛﺒﺎ‪‬ﺎ ‪:‬‬ ‫ﺍﻋﺘﻤﺪ ﺍﻟﺒﺎﺣﺚ ﰲ ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﻓﻘﺮﺍﺕ ﺍﻻﺳﺘﺒﺎﻧﺔ ﻭﺟﺪﻭﺍﻫﺎ ﻋﻠﻰ ﻣﻌﻄﻴﺎﺕ ﺍﻟـﺼﺪﻕ ﺍﻟﻈـﺎﻫﺮﻱ ‪Face‬‬ ‫‪ Validity‬ﰲ ﻋﺮﺿﻬﺎ ﻋﻠﻰ ﳎﻤﻮﻋﺔ ﻣﻦ ﺧﱪﺍﺀ ﻭﳏﻜﻤﲔ ﻣﻦ ﺫﻭﻱ ﺍﻻﺧﺘﺼﺎﺹ ﺍﻹﺩﺍﺭﻱ ﻭﺍﻷﻛﺎﺩﳝﻲ‬ ‫‪١٥٢‬‬ ‫‪ ،‬ﻛﻤﺎ ﻋﺰﺯ ﻫﺬﺍ ﺍﻟﺼﺪﻕ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﺼﺪﻕ ﺍﳌﻨﻄﻘـﻲ ) ‪ Validit (Logical‬ﰲ ﲢﺪﻳـﺪ ﺍﳌﻔـﺎﻫﻴﻢ‬ ‫ﻭﺍﳌﺘﻐﲑﺍﺕ ﺫﺍﺕ ﺍﻟﻌﻼﻗﺔ ﻭﺻﻴﺎﻏﺔ ﺍﻟﻔﻘﺮﺍﺕ ﺍﻟﺪﺍﻟﺔ ﻋﻠﻴﻬﺎ ﺑﺪﻗﺔ ‪ ،‬ﺑﻌﺪ ﺍﻷﺧﺬ ﺑﻌﲔ ﺍﻻﻋﺘﺒﺎﺭ ﺍﳌﻼﺣﻈﺎﺕ ﺍﻟﱵ‬ ‫ﻭﺭﺩﺕ ﻣﻦ ﺍﶈﻜﻤﲔ ‪ ،‬ﻣﻦ ﺣﻴﺚ ﺍﻟﺘﺼﺤﻴﺢ ﻟﺒﻌﺾ ﺍﻟﻔﻘﺮﺍﺕ ﻭﺩﻣﺞ ﻓﻘﺮﺍﺕ ﺃﺧﺮﻯ ‪.‬‬ ‫*ﻭﻟﺜﺒﺎﺕ ﻓﻘﺮﺍﺕ ﺍﻻﺳﺘﺒﺎﻧﺔ ‪:‬‬ ‫ﻓﻘﺪ ﰎ ﺍﺳﺘﺨﺮﺍﺝ ﻣﻌﺎﻣﻞ ﺍﻟﺜﺒﺎﺕ ﻟﻼﺗﺴﺎﻕ ﺍﻟﺪﺍﺧﻠﻲ ‪Internal Consistency Reliability :‬‬ ‫ﺑﺎﺳﺘﺨﺪﺍﻡ ﻣﻌﺎﺩﻟﺔ ﻛﺮﻭﻧﺒﺎﺥ ﺃﻟﻔﺎ ‪ Alfa Equation Cronbach‬ﻟﺘﺤﺪﻳﺪ ﻣﺼﺪﺍﻗﻴﺔ ﺍﻷﺳﺌﻠﺔ ﻣﻦ‬ ‫ﺣﻴﺚ ﺃ‪‬ﺎ ﺗﻘﻴﺲ ﺍﳉﻮﺍﻧﺐ ﺍﻟﱵ ﺻﻤﻤﺖ ﻟﻘﻴﺎﺳﻬﺎ ‪ ،‬ﻭﻗﺪ ﺑﻠﻐﺖ ﺩﺭﺟﺔ ﺍﻋﺘﻤﺎﺩﻳﺔ ﻫﺬﻩ ﺍﻻﺳﺘﺒﺎﻧﺔ ﻭﻓﻘﹰﺎ ﳌﻌﻴﺎﺭ‬ ‫ﻛﺮﻭﻧﺒﺎﺥ )‪ (%93.37‬ﻭﻫﻲ ﻧﺴﺒﺔ ﻋﺎﻟﻴﺔ ﻳﻌﺘﻤﺪ ﻋﻠﻴﻬﺎ ﰲ ﺍﻋﺘﻤﺎﺩ ﻧﺘﺎﺋﺞ ﺍﻟﺪﺭﺍﺳﺔ ﺍﳊﺎﻟﻴﺔ‪.‬‬ ‫*ﺍﻹﺣﺼﺎﺀ ﺍﻟﻮﺻﻔﻲ ‪Descriptive Statisc Measures :‬‬ ‫ﻭﺫﻟﻚ ﻟﻮﺻﻒ ﻋﻴﻨﺔ ﺍﻟﺪﺭﺍﺳﺔ ‪ ،‬ﻭﻟﺘﺮﺗﻴﺐ ﺃﺑﻌﺎﺩ ﻣﺘﻐﲑﺍﺕ ﺍﻟﺪﺭﺍﺳﺔ ﺣﺴﺐ ﺃﳘﻴﺘﻬﺎ ﺍﻟﻨـﺴﺒﻴﺔ ﺑﺎﺳـﺘﺨﺪﺍﻡ‬ ‫ﺍﻟﺘﻜﺮﺍﺭﺍﺕ ‪ ،‬ﻭﺍﻟﻨﺴﺐ ﺍﳌﺌﻮﻳﺔ ‪ ،‬ﻭﺍﳌﺘﻮﺳﻄﺎﺕ ﻭﺍﻻﳓﺮﺍﻓﺎﺕ ﺍﳌﻌﻴﺎﺭﻳﺔ ﻛﺄﺳﺎﺱ ﻻﺧﺘﺒﺎﺭ )‪ (T‬ﻟﻠﻤﻘﺎﺭﻧـﺎﺕ‬ ‫ﺍﻟﺜﻨﺎﺋﻴﺔ‪.‬‬ ‫ﻭﲢﻠﻴﻞ ﺍﻻﳓﺪﺍﺭ ﺍﳌﺘﻌﺪﺩ ‪ Analaysis Simple & Multipe Regression:‬ﻻﺧﺘﺒﺎﺭ ﺃﺛـﺮ‬ ‫ﺍﳌﺘﻐﲑﺍﺕ ﺍﳌﺴﺘﻘﻠﺔ ﻋﻠﻰ ﺍﳌﺘﻐﲑﺍﺕ ﺍﻟﺘﺎﺑﻌﺔ ‪ ،‬ﻭﺍﺳـﺘﺨﺪﺍﻡ ﺍﺧﺘﺒـﺎﺭ ﻣﻌﺎﻣـﻞ ﺗـﻀﺨﻢ ﺍﻟﺘـﺎﺑﲔ )‪(VIF‬‬ ‫‪ Variance Inflation‬ﻭﺍﺧﺘﺒﺎﺭ ﺍﻟﺘﺒﺎﻳﻦ ﺍﳌﺴﻤﻮﺡ ‪ Tolerance‬ﻟﻠﺘﺄﻛﺪ ﻣﻦ ﻋـﺪﻡ ﻭﺟـﻮﺩ‬ ‫ﺍﺭﺗﺒﺎﻁ ﻋﺎﻝ ﺑﲔ ﺍﳌﺘﻐﲑﺍﺕ ﺍﳌﺴﺘﻘﻠﺔ ‪.‬‬ ‫*ﻋﺮﺽ ﻭﲢﻠﻴﻞ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﺧﺘﺒﺎﺭ ﺍﻟﻔﺮﺿﻴﺎﺕ‪:‬‬ ‫ﻳﺘﻀﻤﻦ ﻫﺬﺍ ﺍﻟﻔﺼﻞ ﻋﺮﺿﺎ ﻟﺘﺤﻠﻴﻞ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﻧﺘﺎﺋﺞ ﺍﻟﺪﺭﺍﺳﺔ ‪ ،‬ﺑﻌﺪ ﺍﳌﻌﺎﳉﺔ ﺍﻹﺣﺼﺎﺋﻴﺔ ﻟﻠﺒﻴﺎﻧﺎﺕ ﺍﻟﱵ ﰎ‬ ‫ﺍﳊﺼﻮﻝ ﻋﻠﻴﻬﺎ ﻣﻦ ﺍﻷﻓﺮﺍﺩ ﺍﳌﺒﺤﻮﺛﲔ ‪ ،‬ﰲ ﺿﻮﺀ ﺍﻻﺳﺘﺒﺎﻧﺔ ﺍﻟﱵ ﻭﺯﻋﺖ ﻋﻠﻴﻬﻢ ﺣﻴﺚ ﺗﻀﻤﻦ ﺍﳉﺰﺀ ﺍﻟﺜﺎﱐ‬ ‫ﻣﻨﻬﺎ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﻷﺳﺌﻠﺔ ﺍﻟﱵ ﺗﺸﻤﻞ ﺃﺑﻌﺎﺩ ﺍﳌﺘﻐﲑ ﺍﳌﺴﺘﻘﻞ ‪ ،‬ﻭﺍﻟﱵ ﻳﻌﺘﻘﺪ ﺍﻟﺒﺎﺣﺜﺎﻥ ﺃﻥ ﳍﺎ ﺃﺛﺮﹰﺍ ﻋﻠﻰ ﺍﳌﺘﻐﲑ‬ ‫ﺍﻟﺘﺎﺑﻊ ﻣﻦ ﺣﻴﺚ ﺩﺭﺟﺔ ﺗﻮﺍﻓﺮﻫﺎ ﻭﺍﻟﻌﻤﻞ ‪‬ﺎ ﻭﰲ ﺿﻮﺋﻬﺎ ‪.‬‬ ‫ﻭﺫﻟﻚ ﻭﻓﻘﺎ ﻓﺮﺿﻴﺔ ﺍﻟﺪﺭﺍﺳﺔ ﺍﻷﺳﺎﺳﻴﺔ ‪ ،‬ﻭﺍﺳﺘﻨﺎﺩ ﺇﱃ ﺃﺳﺌﻠﺔ ﺍﻟﺪﺭﺍﺳﺔ ﻭﻣﻨﻬﺠﻴﺘﻬﺎ ‪ ،‬ﻭﻣﻦ ﰒ ﺟﺮﻯ ﺗﻔﺴﲑ‬ ‫ﻟﻠﻨﺘﺎﺋﺞ ﺍﻟﱵ ﺗﻮﺻﻠﺖ ﺇﻟﻴﻬﺎ ﺍﻟﺪﺭﺍﺳﺔ ‪.‬‬ ‫‪١٥٣‬‬ ‫*ﺍﳌﻬﺎﺭﺍﺕ ﺍﻟﻘﻴﺎﺩﻳﺔ ﰲ ﻗﻄﺎﻉ ﺍﻟﺒﻨﻮﻙ ﺍﻟﺴﻌﻮﺩﻳﺔ ‪:‬‬ ‫ﻭﻟﻠﺘﻌﺮﻑ ﻋﻠﻰ ﻭﺍﻗﻊ ﺍﳌﻬﺎﺭﺍﺕ ﺍﻟﻘﻴﺎﺩﻳﺔ ﺍﻟﱵ ﻳﺘﻤﺘﻊ ‪‬ﺎ ﺍﻟﻌﺎﻣﻠﲔ ﰲ ﻗﻄﺎﻉ ﺍﻟﺒﻨـﻮﻙ ﺍﻟـﺴﻌﻮﺩﻳﺔ ‪ ،‬ﻓﻘـﺪ ﰎ‬ ‫ﺣﺴﺎﺏ ﺍﳌﺘﻮﺳﻄﺎﺕ ﺍﳊﺴﺎﺑﻴﺔ ﻭﺍﻻﳓﺮﺍﻓﺎﺕ ﺍﳌﻌﻴﺎﺭﻳﺔ ﻟﻼﺳﺘﺠﺎﺑﺎﺕ ﺍﳌﺘﻌﻠﻘﺔ ﻣﻦ ﺃﺑﻌﺎﺩ ﺍﳌﻬﺎﺭﺍﺕ ﺍﻟﻘﻴﺎﺩﻳـﺔ‬ ‫ﻋﻠﻰ ﻓﻘﺮﺍﺕ ﺍﻻﺳﺘﺒﺎﻧﺔ ‪.‬‬ ‫ﺑﻠﻎ ﺍﳌﺘﻮﺳﻂ ﺍﻟﻜﻠﻲ ﻟﻠﻤﻬﺎﺭﺍﺕ ﺍﻟﻘﻴﺎﺩﻳﺔ ﺍﳌﺘﺒﻨﺎﺓ ﻣﻦ ﻗﺒﻞ ﺍﻟﻘﻴﺎﺩﺍﺕ ﰲ ﺍﻟﺒﻨﻮﻙ ﺍﻟـﺴﻌﻮﺩﻳﺔ )‪ (3.80‬ﻋﻠـﻰ‬ ‫ﺍﳌﻘﻴﺎﺱ ﺍﳋﻤﺎﺳﻲ ﺍﳌﻌﺘﻤﺪ ‪ ،‬ﻭﻫﺬﺍ ﺍﳌﻌﺪﻝ ﻳﺪﻝ ﻋﻠﻰ ﺃﻥ ﺩﺭﺟﺔ ﺍﳌﻬﺎﺭﺍﺕ ﺍﻟﻘﻴﺎﺩﻳـﺔ ﺍﳌﺘﺒﻨـﺎﺓ ﰲ ﺍﻟﺒﻨـﻮﻙ‬ ‫ﺍﻟﺴﻌﻮﺩﻳﺔ ﻛﺎﻧﺖ ﺇﳚﺎﺑﻴﺔ ﻭﻣﺘﻮﻓﺮﺓ ﺑﺪﺭﺟﺔ ﻣﺮﺗﻔﻌﺔ ‪ ،‬ﺣﻴﺚ ﺍﺣﺘﻠﺖ ﻣﻬـﺎﺭﺍﺕ ﺍﻟﺘﺤﻔﻴـﺰ ﺍﳌﺮﺗﺒـﺔ ﺍﻷﻭﱃ‬ ‫ﻭﲟﺘﻮﺳﻂ ﺣﺴﺎﰊ ﺑﻠﻎ )‪ ، ( 3.88‬ﻳﻠﻲ ﺫﻟﻚ ﻣﻬﺎﺭﺍﺕ ﺍﻟﻌﻤﻞ ﺑـﺮﻭﺡ ﺍﻟﻔﺮﻳـﻖ ﻭﲟﺘﻮﺳـﻂ ﺣـﺴﺎﰊ‬ ‫ﺑﻠﻎ)‪ ، (3.87‬ﻭﺑﻌﺪ ﺫﻟﻚ ﻳﺄﰐ ﻣﻌﺪﻝ ﻣﻬﺎﺭﺍﺕ ﺃﳒﺎﺯ ﺍﳌﻬﻤﺔ ﰲ ﺍﳌﺮﺗﺒـﺔ ﺍﻟﺜﺎﻟﺜـﺔ ﻭﲟﺘﻮﺳـﻂ ﺣـﺴﺎﰊ‬ ‫ﺑﻠﻎ)‪ ، (3.73‬ﻭﺟﺎﺀﺕ ﰲ ﺍﳌﺮﺗﺒﺔ ﺍﻷﺧﲑﺓ ﻣﻬﺎﺭﺍﺕ ﺑﻨﺎﺀ ﺍﻟﺜﻘﺔ ﺑﺎﻟﻌﺎﻣﻠﲔ ﺍﻟﱵ ﺳﺠﻞ ﻣﺘﻮﺳﻄﻬﺎ ﺍﳊـﺴﺎﰊ‬ ‫ﻣﻌﺪﻝ )‪ ، (3.71‬ﻭﻣﻦ ﻫﻨﺎ ﳝﻜﻦ ﺍﻟﻘﻮﻝ ﺃﻥ ﺍﳌﻬﺎﺭﺍﺕ ﺍﻟﻘﻴﺎﺩﻳﺔ ﺍﻟﱵ ﻳﻌﺘﻘﺪ ﺍﻟﺒﺎﺣﺚ ﺃﻥ ﳍﺎ ﺃﺛـﺮ ﰲ ﲤﻴـﺰ‬ ‫ﻗﻄﺎﻉ ﺍﻟﺒﻨﻮﻙ ﺍﻟﺴﻌﻮﺩﻳﺔ ﻗﺪ ﺗﻮﺍﻓﺮﺕ ﻭﺑﺪﺭﺟﺔ ﻭﺍﺿﺤﺔ ‪ ،‬ﻭﻣﺜﻞ ﻫﺬﻩ ﺍﻟﻨﺘﻴﺠﺔ ﺗﻌﻜﺲ ﺍﻟﺘﻮﺍﻓﻖ ﻭﺍﻻﻧـﺴﺠﺎﻡ‬ ‫ﰲ ﻣﺎ ﺑﲔ ﺍﺳﺘﺠﺎﺑﺎﺕ ﺍﳌﺒﺤﻮﺛﲔ ‪ ،‬ﻭﺍﳉﺪﻭﻝ )‪ (1‬ﻳﻌﺮﺽ ﺍﳌﺘﻮﺳﻄﺎﺕ ﻭﺍﻻﳓﺮﺍﻓﺎﺕ ﺍﳌﻌﻴﺎﺭﻳـﺔ ﻭﻣﺮﺗﺒـﺔ‬ ‫ﺍﳌﻬﺎﺭﺓ ﺍﻟﻘﻴﺎﺩﻳﺔ ﻟﻠﻌﺎﻣﻠﲔ ﰲ ﺍﻟﺒﻨﻮﻙ ﺍﻟﺴﻌﻮﺩﻳﺔ‪.‬‬ ‫ﺍﳉﺪﻭﻝ )‪(1‬‬ ‫ﺍﳌﺘﻮﺳﻄﺎﺕ ﺍﳊﺴﺎﺑﻴﺔ ﻭﺍﻻﳓﺮﺍﻓﺎﺕ ﺍﳌﻌﻴﺎﺭﻳﺔ ﻭﺍﳌﺮﺗﺒﺔ ﻟﻠﻤﻬﺎﺭﺍﺕ ﺍﻟﻘﻴﺎﺩﻳﺔ ﻭﺍﳌﺘﺒﻌﺔ ﰲ ﺍﻟﺒﻨﻮﻙ ﺍﻟﺴﻌﻮﺩﻳﺔ ﻣﺮﺗﺒﺔ‬ ‫ﺗﻨﺎﺯﻟﻴﹰﺎ‬ ‫ﺣﺴﺐ ﺃﳘﻴﺘﻬﺎ‬ ‫ﺗﺴﻠﺴﻞ‬ ‫ﺍﻹﺑﻌﺎﺩ‬ ‫ﺍﳌﺘﻮﺳﻂ ﺍﳊﺴﺎﰊ‬ ‫ﺍﻻﳓﺮﺍﻑ ﺍﳌﻌﻴﺎﺭﻱ‬ ‫ﺍﳌﺮﺗﺒﺔ‬ ‫‪10-1‬‬ ‫ﻣﻬﺎﺭﺍﺕ ﺍﻟﺘﺤﻔﻴﺰ ﻟﻠﻌﺎﻣﻠﲔ‬ ‫‪3.88‬‬ ‫‪0.47‬‬ ‫‪1‬‬ ‫‪20-11‬‬ ‫ﻣﻬﺎﺭﺍﺕ ﺍﳒﺎﺯ ﺍﳌﻬﻤﺔ‬ ‫‪3.73‬‬ ‫‪0.55‬‬ ‫‪3‬‬ ‫‪31-21‬‬ ‫ﻣﻬﺎﺭﺍﺕ ﺑﻨﺎﺀ ﺍﻟﺜﻘﺔ ﺑﺎﻟﻌﺎﻣﻠﲔ‬ ‫‪3.71‬‬ ‫‪0.53‬‬ ‫‪4‬‬ ‫ﺍﻟﻔﻘﺮﺍﺕ‬ ‫‪١٥٤‬‬ ‫‪40-32‬‬ ‫ﻣﻬﺎﺭﺍﺕ ﺍﻟﻌﻤﻞ ﺑﺮﻭﺡ ﺍﻟﻔﺮﻳﻖ‬ ‫‪3.87‬‬ ‫‪0.59‬‬ ‫‪2‬‬ ‫‪40-1‬‬ ‫ﺍﳌﻬﺎﺭﺍﺕ ﺍﻟﻘﻴﺎﺩﻳﺔ ﳎﺘﻤﻌﺔ‬ ‫‪3.80‬‬ ‫‪0.36‬‬ ‫‪-‬‬ ‫*ﺃﺑﻌﺎﺩ ﺍﻟﺘﻤﻴﺰ ﰲ ﺍﻟﺒﻨﻮﻙ ﺍﻟﺴﻌﻮﺩﻳﺔ ‪:‬‬ ‫ﻟﺪﻯ ﻓﺤﺺ ﻧﺘﺎﺋﺞ ﺍﻟﺘﺤﻠﻴﻞ ﺍﳋﺎﺹ ﺑﻌﻨﺎﺻﺮ ﺃﺑﻌﺎﺩ ﺍﻟﺘﻤﻴﺰ ﻭﻣﺪﻯ ﺗﻮﻓﺮﻫﺎ ﰲ ﻗﻄﺎﻉ ﺍﻟﺒﻨﻮﻙ ﺍﻟﺴﻌﻮﺩﻳﺔ‪ ،‬ﻓﻘـﺪ ﰎ‬ ‫ﺣﺴﺎﺏ ﺍﳌﺘﻮﺳﻄﺎﺕ ﺍﳊﺴﺎﺑﻴﺔ ﻭﺍﻻﳓﺮﺍﻓﺎﺕ ﺍﳌﻌﻴﺎﺭﻳﺔ ﻟﻜﻞ ﺑﻌﺪ ﻣﻦ ﺍﻹﺑﻌﺎﺩ ﺍﻟﺜﻼﺛﺔ ‪ ،‬ﰲ ﺿﻮﺀ ﺍﺳﺘﺠﺎﺑﺎﺕ ﺍﻷﻓﺮﺍﺩ‬ ‫ﺍﳌﺒﺤﻮﺛﲔ ﻋﻠﻰ ﻓﻘﺮﺍﺕ ﺍﻟﺪﺭﺍﺳﺔ ‪.‬‬ ‫ﻭﺑﻠﻎ ﺍﳌﺘﻮﺳﻂ ﺍﳊﺴﺎﰊ ﺍﻟﻜﻠﻲ ﻟﻠﺘﻤﻴﺰ ﰲ ﻗﻄﺎﻉ ﺍﻟﺒﻨﻮﻙ ﺍﻟﺴﻌﻮﺩﻳﺔ )‪ (3.62‬ﻭﻫﺬﺍ ﻳﺪﻝ ﻋﻠﻰ ﺃﻥ ﺍﻟﺘﻤﻴﺰ ﰲ ﻫﺬﺍ‬ ‫ﺍﻟﻘﻄﺎﻉ ﻛﺎﻥ ﺇﳚﺎﺑﻴﹰﺎ ﻭﺑﺪﺭﺟﺔ ﻋﺎﻟﻴﺔ ﻧﺴﺒﻴﹰﺎ ‪ ،‬ﻭ ﺃﻥ ﻫﻨﺎﻙ ﺗﻮﺍﻓﻘﹰﺎ ﺑﲔ ﺍﳌﺒﺤﻮﺛﲔ ﰲ ﺍﺳﺘﺠﺎﺑﺎ‪‬ﻢ ﻋﻠﻰ ﺍﻟﻔﻘـﺮﺍﺕ‬ ‫ﺍﳋﺎﺻﺔ ‪‬ﺬﻩ ﺍﻹﺑﻌﺎﺩ ﻭﻛﻤﺎ ﻳﺸﲑ ﻟﻪ ﺍﻻﳓﺮﺍﻑ ﺍﳌﻌﻴﺎﺭﻱ ‪ ،‬ﻭﻳﻈﻬﺮ ﻣﻦ ﺍﳉﺪﻭﻝ )‪ (2‬ﺃﻳﻀﹰﺎ ﺃﻥ ﺍﻟﻌﺎﻣﻞ ﺍﳌﺘﻤﺜﻞ ﰲ‬ ‫ﻗﻴﻤﺔ ﺍﻟﻌﻤﻞ ﻗﺪ ﺃﺣﺘﻞ ﺍﳌﺮﺗﺒﺔ ﺍﻷﻭﱃ ﻭﲟﺘﻮﺳﻂ ﺣﺴﺎﰊ ﺑﻠﻎ )‪ ، (3.62‬ﻳﻠﻲ ﺫﻟـﻚ ﺍﳌـﺴﺌﻮﻟﻴﺔ ﺍﻻﺟﺘﻤﺎﻋﻴـﺔ‬ ‫ﻭﲟﺘﻮﺳﻂ ﺣﺴﺎﰊ ﺑﻠﻎ )‪ ، (3.5‬ﻭﻫﺬﺍ ﻳﻌﲏ ﺃﻥ ﺍﻟﻌﻤﻞ ﻳﺴﲑ ﺑﺸﻜﻞ ﻣﻨﺘﻈﻢ ﻭﺃﻥ ﺍﻟﺒﻨﻮﻙ ﺗﺮﺍﻋـﻲ ﻣﺘﻄﻠﺒـﺎﺕ‬ ‫ﺍﳊﻔﺎﻅ ﻋﻠﻰ ﺍﻟﺒﻴﺌﺔ ‪ ،‬ﻭﻫﻨﺎﻙ ﻗﺪﺭﺍﺕ ﻓﻨﻴﺔ ﻭﺗﻜﻨﻮﻟﻮﺟﻴﺔ ﲤﺘﻠﻜﻬﺎ ﺍﻟﺒﻨﻮﻙ ‪ ،‬ﻭﺍﳉﺪﻭﻝ )‪(2‬ﻳﻮﺿـﺢ ﺍﳌﺘﻮﺳـﻄﺎﺕ‬ ‫ﺍﳊﺴﺎﺑﻴﺔ ﻭﺍﻻﳓﺮﺍﻓﺎﺕ ﺍﳌﻌﻴﺎﺭﻳﺔ ﻭﺍﻟﺘﺮﺑﺔ ﻷﺑﻌﺎﺩ ﺍﻟﺘﻤﻴﺰ ﰲ ﺍﻟﺒﻨﻮﻙ ﺍﻟﺴﻌﻮﺩﻳﺔ‪.‬‬ ‫ﺍﳉﺪﻭﻝ )‪(2‬‬ ‫ﺍﳌﺘﻮﺳﻄﺎﺕ ﺍﳊﺴﺎﺑﻴﺔ ﻭﺍﻻﳓﺮﺍﻓﺎﺕ ﺍﳌﻌﻴﺎﺭﻳﺔ ﻟﻌﻮﺍﻣﻞ ﺍﻟﺘﻤﻴﺰ ﰲ ﺍﻟﺒﻨﻮﻙ ﺍﻟﺴﻌﻮﺩﻳﺔ ﻣﺮﺗﺒﺔ ﺗﻨﺎﺯﻟﻴﹰﺎ ﺣﺴﺐ‬ ‫ﺃﳘﻴﺘﻬﺎ‪:‬‬ ‫ﺗﺴﻠﺴﻞ ﺍﻟﻔﻘﺮﺍﺕ‬ ‫ﺍﻹﺑﻌﺎﺩ‬ ‫ﺍﳌﺘﻮﺳﻂ ﺍﳊﺴﺎﰊ‬ ‫ﺍﻻﳓﺮﺍﻑ‬ ‫ﺍﳌﻌﻴﺎﺭﻱ‬ ‫ﺍﳌﺮﺗﺒﺔ‬ ‫‪53-41‬‬ ‫ﺍﳉﺪﺍﺭﺍﺕ ﺍﻷﺳﺎﺳﻴﺔ‬ ‫‪3.58‬‬ ‫‪0.51‬‬ ‫‪3‬‬ ‫‪64-54‬‬ ‫ﻗﻴﻤﺔ ﺍﻟﻌﻤﻞ‬ ‫‪3.67‬‬ ‫‪0.44‬‬ ‫‪1‬‬ ‫‪74-65‬‬ ‫ﺍﳌﺴﺌﻮﻟﻴﺔ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ‬ ‫‪3.62‬‬ ‫‪0.51‬‬ ‫‪2‬‬ ‫‪١٥٥‬‬ ‫‪74-41‬‬ ‫‪3.62‬‬ ‫ﺍﻟﺘﻤﻴﺰ‬ ‫‪0.34‬‬ ‫‪-‬‬ ‫*ﺍﺧﺘﺒﺎﺭ ﺍﻟﻔﺮﺿﻴﺔ ﺍﻟﺮﺋﻴﺴﻴﺔ ﻟﻠﺪﺭﺍﺳﺔ ‪:‬‬ ‫ﻗﺒﻞ ﺍﻟﺒﺪﺀ ﰲ ﺗﻄﺒﻴﻖ ﲢﻠﻴﻞ ﺍﻻﳓﺪﺍﺭ ﻻﺧﺘﺒﺎﺭ ﻓﺮﺿﻴﺎﺕ ﺍﻟﺪﺭﺍﺳﺔ ‪ ،‬ﻗﺎﻡ ﺍﻟﺒﺎﺣﺚ ﺑﺈﺟﺮﺍﺀ ﺑﻌﺾ ﺍﻻﺧﺘﺒﺎﺭﺍﺕ ‪ ،‬ﻣﻦ‬ ‫ﺃﺟﻞ ﺿﻤﺎﻥ ﻣﻼﺋﻤﺔ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻟﻔﺮﺿﻴﺎﺕ ﲢﻠﻴﻞ ﺍﻻﳓﺪﺍﺭ ‪ ،‬ﻭﺫﻟﻚ ﻋﻠﻰ ﺍﻟﻨﺤﻮ ﺍﻟﺘﺎﱄ ‪ :‬ﻓﻘﺪ ﰎ ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﻋﺪﻡ‬ ‫ﻭﺟﻮﺩ ﺍﺭﺗﺒﺎﻁ ﻋﺎﻝ ﺑﲔ ﺍﳌﺘﻐﲑﺍﺕ ﺍﳌﺴﺘﻘﻠﺔ ﺑﺎﺳﺘﺨﺪﺍﻡ ﺍﺧﺘﺒﺎﺭ ﻣﻌﺎﻣﻞ ﺗﻀﺨﻢ ﺍﻟﺘﺒﺎﻳﻦ ﻭﺍﺧﺘﺒﺎﺭ ﺍﻟﺘﺒﺎﻳﻦ ﺍﳌﺴﻤﻮﺡ‬ ‫)‪ (Tolerance‬ﺑﻜﻞ ﻣﺘﻐﲑ ﻣﻦ ﻣﺘﻐﲑﺍﺕ ﺍﻟﺪﺭﺍﺳﺔ ﻣﻊ ﻣﺮﺍﻋﺎﺓ ﻋﺪﻡ ﲡﺎﻭﺯ ﻣﻌﺎﻣﻞ ﺗﻀﺨﻢ ﺍﻟﺘﺒـﺎﻳﻦ )‪(VIF‬‬ ‫ﻟﻘﻴﻤﺔ)‪ (10‬ﻭﺍﻥ ﻗﻴﻤﺔ ﺍﺧﺘﺒﺎﺭ ﺍﻟﺘﺒﺎﻳﻦ ﺍﳌﺴﻤﻮﺡ ﻫﻲ ﺃﻗﻞ ﻣﻦ)‪ ،(0.05‬ﻭﰎ ﺃﻳﻀﺎ ﺍﻟﺘﺄﻛﺪ ﻣـﻦ ﺇﻥ ﺍﻟﺒﻴﺎﻧـﺎﺕ‬ ‫ﲣﻀﻊ ﻟﻠﺘﻮﺯﻳﻊ ﺍﻟﻄﺒﻴﻌﻲ )‪ (Normal Distribution‬ﺑﺎﺣﺘﺴﺎﺏ ﻣﻌﺎﻣـﻞ ﺍﻻﻟﺘـﻮﺍﺀ )‪(Skewness‬‬ ‫ﻣﺮﺍﻋﲔ ﰲ ﺫﻟﻚ ﺃﻥ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺗﺘﺒﻊ ﺍﻟﺘﻮﺯﻳﻊ ﺍﻟﻄﺒﻴﻌﻲ ﺇﺫﺍ ﻛﺎﻧﺖ ﻗﻴﻤﺔ ﻣﻌﺎﻣﻞ ﺍﻻﻟﺘﻮﺍﺀ ﺗﻘﻞ ﻋﻦ )‪.(1‬‬ ‫ﺍﻟﻔﺮﺿﻴﺔ ‪ :‬ﻻ ﻳﻮﺟﺪ ﺃﺛﺮ ﻟﻠﻤﻬﺎﺭﺍﺕ ﺍﻟﻘﻴﺎﺩﻳﺔ ) ﻣﻬﺎﺭﺍﺕ ﺍﻟﺘﺤﻔﻴﺰ ‪ ،‬ﻭﺇﳒﺎﺯ ﺍﳌﻬﻤﺔ ‪ ،‬ﻭﺑﻨـﺎﺀ ﺍﻟﺜﻘـﺔ ﺑـﺎﻟﻨﻔﺲ ‪،‬‬ ‫ﻭﺍﻟﻌﻤﻞ ﺑﺮﻭﺡ ﺍﻟﻔﺮﻳﻖ( ﰲ ﲤﻴﺰ ﻗﻄﺎﻉ ﺍﻟﺒﻨﻮﻙ ﻭﺍﻟﺸﺮﻛﺎﺕ ﺍﳌﺎﻟﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ ) ﺍﳉﺪﺍﺭﺍﺕ ﺍﻷﺳﺎﺳﻴﺔ ‪ ،‬ﻗﻴﻤﺔ ﺍﻟﻌﻤﻞ‬ ‫‪ ،‬ﺍﳌﺴﺌﻮﻟﻴﺔ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ(‪.‬‬ ‫ﻭﻟﻺﺟﺎﺑﺔ ﻋﻦ ﻫﺬﻩ ﺍﻟﻔﺮﺿﻴﺔ ﻓﻘﺪ ﰎ ﺇﺟﺮﺍﺀ ﲢﻠﻴﻞ ﺍﻻﳓﺪﺍﺭ ﺃﺛﺮ ﺍﳌﻬﺎﺭﺍﺕ ﺍﻟﻘﻴﺎﺩﻳﺔ ﰲ ﲤﻴﺰ ﻗﻄﺎﻉ ﺍﻟﺒﻨﻮﻙ ﺍﻟﺴﻌﻮﺩﻳﺔ‬ ‫) ﺍﳉﺪﺍﺭﺍﺕ ﺍﻷﺳﺎﺳﻴﺔ ‪ ،‬ﻭﻗﻴﻤﺔ ﺍﻟﻌﻤﻞ ‪ ،‬ﻭﺍﳌﺴﺌﻮﻟﻴﺔ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ (‪،‬ﻟﻠﺘﺄﻛﺪ ﻣﻦ ﺻﻼﺣﻴﺔ ﺍﻟﻨﻤﻮﺫﺝ ﻭﺍﺛﺮ ﺍﳌﻬﺎﺭﺍﺕ‬ ‫ﺍﻟﻘﻴﺎﺩﻳﺔ ﰲ ﺍﻟﺘﻤﻴﺰ ) ﺍﳉﺪﺍﺭﺍﺕ ﺍﻷﺳﺎﺳﻴﺔ ‪ ،‬ﻭﻗﻴﻤﺔ ﺍﻟﻌﻤﻞ ‪ ،‬ﻭﺍﳌﺴﺌﻮﻟﻴﺔ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ( ‪ ،‬ﻭﺍﳉﺪﻭﻝ )‪ (3‬ﻳﻮﺿـﺢ‬ ‫ﻧﺘﺎﺋﺞ ﲢﻠﻴﻞ ﺍﻟﺘﺒﺎﻳﻦ ﻟﻼﳓﺪﺍﺭ ‪.‬‬ ‫ﺍﳉﺪﻭﻝ )‪(3‬‬ ‫ﻧﺘﺎﺋﺞ ﲢﻠﻴﻞ ﺍﻟﺘﺒﺎﻳﻦ ﻟﻼﳓﺪﺍﺭ )‪ (Analysis Of Variance‬ﻟﻠﺘﺄﻛﺪ ﻣﻦ ﺻﻼﺣﻴﺔ ﺍﻟﻨﻤﻮﺫﺝ ﻻﺧﺘﺒﺎﺭ ﺍﻟﻔﺮﺿﻴﺔ ‪.‬‬ ‫ﺍﳌﺼﺪﺭ‬ ‫ﺩﺭﺟﺎﺕ ﺍﳊﺮﻳﺔ‬ ‫ﳎﻤﻮﻉ‬ ‫ﺍﳌﺮﺑﻌﺎﺕ‬ ‫ﻣﺘﻮﺳﻂ ﺍﳌﺮﺑﻌﺎﺕ‬ ‫ﺍﻻﳓﺪﺍﺭ‬ ‫‪1‬‬ ‫‪13.708‬‬ ‫‪13.708‬‬ ‫ﺍﳋﻄﺄ‬ ‫‪98‬‬ ‫‪7.930‬‬ ‫‪0.080‬‬ ‫ﺍﻟﻜﻠﻲ‬ ‫‪99‬‬ ‫‪21.637‬‬ ‫‪١٥٦‬‬ ‫ﻗﻴﻤﺔ ‪F‬ﺍﶈﺴﻮﺑﺔ‬ ‫‪*169.404‬‬ ‫ﻣﺴﺘﻮﻯ ﺩﻻﻟﺔ ‪F‬‬ ‫‪0.000‬‬ ‫* ﺫﺍﺕ ﺩﻻﻟﺔ ﺇﺣﺼﺎﺋﻴﺔ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺩﻻﻟﺔ )‪0.01‬‬ ‫)‪ (F‬ﺍﳉﺪ ﻭﻟﻴﺔ ﻋﻨﺪ ﻣﺴﺘﻮﻯ ﺩﻻﻟﺔ )‪0.01‬‬ ‫‪ ( α‬ﻣﻌﺎﻣﻞ (‬ ‫=‪ 0.634‬ﻗﻴﻤﺔ ‪ 0.796=R‬ﻗﻴﻤﺔ‬ ‫‪ ( α‬ﻭﺩﺭﺟﺎﺕ ﺣﺮﻳﺔ )‪6.63 = (98،1‬‬ ‫ﻭﻳﺘﺒﲔ ﻣﻦ ﻣﻌﻄﻴﺎﺕ ﺍﳉﺪﻭﻝ )‪ (3‬ﺛﺒﺎﺕ ﺻﺮﺣﻴﺔ ﺍﻟﻨﻤﻮﺫﺝ ﻻﺧﺘﺒﺎﺭ ﺍﻟﻔﺮﺿﻴﺔ ﺍﺳﺘﻨﺎﺩﹰﺍ ﺇﱃ ﺍﺭﺗﻔﺎﻉ ﻗﻴﻤـﺔ )‪ (F‬ﺍﶈـﺴﻮﺑﺔ‬ ‫ﻭﺍﻟﺒﺎﻟﻐﺔ )‪(169.404‬ﻋﻦ ﻗﻴﻤﺘﻬﺎ ﺍﳉﺪﻭﻟﻴﺔ ﻋﻠﻰ ﻣـﺴﺘﻮﻯ ﺩﻻﻟـﺔ )‪0.01‬‬ ‫‪ ( α‬ﻭﺑـﺪﺭﺟﺎﺕ ﺣﺮﻳـﺔ)‪(98،1‬‬ ‫ﻭﺍﻟﺒﺎﻟﻐﺔ)‪ . (6.63‬ﻭﻳﺘﻀﺢ ﻣﻦ ﺑﻴﺎﻧﺎﺕ ﺍﳉﺪﻭﻝ ﺃﻥ ﺍﳌﺘﻐﲑ ﺍﳌﺴﺘﻘﻞ ) ﺍﳌﻬﺎﺭﺍﺕ ﺍﻟﻘﻴﺎﺩﻳﺔ ( ﰲ ﻫﺬﺍ ﺍﻟﻨﻤﻮﺫﺝ ﺗﻔـﺴﺮ ﻣـﺎ‬ ‫ﻣﻘﺪﺍﺭﻩ )‪ (%63.4‬ﻣﻦ ﺍﻟﺘﺒﺎﻳﻦ ﰲ ﺍﳌﺘﻐﲑ ﺍﻟﺘﺎﺑﻊ ) ﺍﻟﺘﻤﻴﺰ ﰲ ﻗﻄﺎﻉ ﺍﻟﺒﻨﻮﻙ ﺍﻷﺭﺩﻧﻴﺔ ( ﺍﺳﺘﻨﺎﺩﹰﺍ ﺇﱃ ﻗﻴﻤﺔ ﻣﻌﺎﻣﻞ ﺍﻟﺘﺤﺪﻳـﺪ‬ ‫)‪ ، (R2‬ﻭﻫﻲ ﻗﻮﺓ ﺗﻔﺴﲑﻳﺔ ﻣﺮﺗﻔﻌﺔ ﻧﺴﺒﻴﹰﺎ ‪ ،‬ﳑﺎ ﻳﺪﻝ ﻋﻠﻰ ﺃﻥ ﻫﻨﺎﻙ ﺃﺛﺮﹰﺍ ﻭﺍﺿﺤﹰﺎ ﻟﻠﻤﻬﺎﺭﺍﺕ ﺍﻟﻘﻴﺎﺩﻳﺔ ﰲ ﲤﻴـﺰ ﻗﻄـﺎﻉ‬ ‫ﺍﻟﺒﻨﻮﻙ ﺍﻟﺴﻌﻮﺩﻳﺔ ‪ ،‬ﻭﺑﻨﺎﺀ ﻋﻠﻰ ﺛﺒﺎﺕ ﺻﻼﺣﻴﺔ ﺍﻟﻨﻤﻮﺫﺝ ﻧﺴﺘﻄﻴﻊ ﺍﺧﺘﺒﺎﺭ ﺍﻟﻔﺮﺿﻴﺔ‪.‬‬ ‫ﺗﺸﲑ ﺍﳌﻌﻄﻴﺎﺕ ﺍﳊﺴﺎﺑﻴﺔ ﰲ ﺍﳉﺪﻭﻝ )‪ (4‬ﺇﱃ ﺃﻥ ﻫﻨﺎﻙ ﺃﺛﺮ ﻟﻠﻤﺘﻐﲑ ﺍﳌﺴﺘﻘﻞ ) ﺍﳌﻬﺎﺭﺍﺕ ﺍﻟﻘﻴﺎﺩﻳﺔ ( ‪ ،‬ﰲ ﺍﳌﺘﻐﲑ‬ ‫ﺍﻟﺘﺎﺑﻊ ) ﺍﳉﺪﺍﺭﺍﺕ ﺍﻷﺳﺎﺳﻴﺔ ‪ ،‬ﻭﻗﻴﻤﺔ ﺍﻟﻌﻤﻞ ‪ ،‬ﻭﺍﳌﺴﺌﻮﻟﻴﺔ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ( ‪ ،‬ﺣﻴﺚ ﺑﻠﻐﺖ ﻣﻌﺎﻣﻼﺕ )‪(Bete‬‬ ‫)‪ (0.697 , 0.788 , 0.802‬ﻭﺑﺪﻻﻟﺔ ﻗﻴﻢ )‪(T‬ﺍﶈﺴﻮﺑﺔ)‪ (9.620 ،12.676 ،13.283‬ﻭﻫﻲ‬ ‫ﺃﻛﱪ ﻣﻦ ﻗﻴﻤﺘﻬﺎ ﺍﳉﺪﻭﻟﻴﺔ )‪ ، (2.326‬ﻋﻨﺪ ﻣﺴﺘﻮﻯ ﺩﻻﻟﺔ )‪0.01‬‬ ‫‪ ، ( α‬ﻭﺩﺭﺟﺎﺕ ﺣﺮﻳﺔ )‪، (100‬‬ ‫ﻭﺃﻥ ﺍﳌﺘﻐﲑ ﺍﳌﺴﺘﻘﻞ ) ﺍﳌﻬﺎﺭﺍﺕ ﺍﻟﻘﻴﺎﺩﻳﺔ ( ﰲ ﻫﺬﺍ ﺍﻟﻨﻤﻮﺫﺝ ﺗﻔﺴﺮ ﻣﺎ ﻣﻘﺪﺍﺭﻩ )‪ (%64.3‬ﻣـﻦ ﺍﻟﺘﺒـﺎﻳﻦ ﰲ‬ ‫ﺍﳌﺘﻐﲑ ﺍﻟﺘﺎﺑﻊ )ﺍﳉﺪﺍﺭﺍﺕ ﺍﻷﺳﺎﺳﻴﺔ ( ﻭ )‪ (%62.1‬ﻣﻦ ﺍﻟﺘﺒﺎﻳﻦ ﰲ ﺍﳌﺘﻐﲑ ﺍﻟﺘﺎﺑﻊ )ﻗﻴﻤﺔ ﺍﻟﻌﻤﻞ( ‪(%48.6)،‬‬ ‫ﻣﻦ ﺍﻟﺘﺒﺎﻳﻦ ﰲ ﺍﳌﺘﻐﲑ ﺍﻟﺘﺎﺑﻊ ) ﺍﳌﺴﺌﻮﻟﻴﺔ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ (‪ ،‬ﳑﺎ ﻳﻘﺘﻀﻲ ﺭﻓﺾ ﺍﻟﻔﺮﺿﻴﺎﺕ ﺍﻟﻌﺪﳝﺔ ‪ ،‬ﻭﺍﻟﱵ ﺗﻨﺺ ﻋﻠﻰ‬ ‫ﺍﻧﻪ ﻻ ﻳﻮﺟﺪ ﺃﺛﺮ ﻟﻠﻤﻬﺎﺭﺍﺕ ﺍﻟﻘﻴﺎﺩﻳﺔ ﰲ ﲤﻴﺰ ﻗﻄﺎﻉ ﺍﻟﺒﻨﻮﻙ ﺍﻟﺴﻌﻮﺩﻳﺔ ) ﺍﳉﺪﺍﺭﺍﺕ ﺍﻷﺳﺎﺳﻴﺔ ‪ ،‬ﻭﻗﻴﻤﺔ ﺍﻟﻌﻤﻞ ‪،‬‬ ‫ﻭﺍﳌﺴﺌﻮﻟﻴﺔ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ (‪ .‬ﻭﻗﺒﻮﻝ ﺍﻟﻔﺮﺿﻴﺔ ﺍﻟﺒﺪﻳﻠﺔ‪.‬‬ ‫ﺍﻧﻈﺮ ﺍﳉﺪﻭﻝ ﺭﻗﻢ )‪ (4‬ﰲ ﺍﻟﺼﻔﺤﺔ ﺍﻟﺘﺎﻟﻴﺔ ‪:‬‬ ‫ﺍﳉﺪﻭﻝ)‪(4‬‬ ‫ﻧﺘﺎﺋﺞ ﲢﻠﻴﻞ ﺍﻻﳓﺪﺍﺭ ﻻﺧﺘﺒﺎﺭ ﺃﺛﺮ ﺍﳌﻬﺎﺭﺍﺕ ﺍﻟﻘﻴﺎﺩﻳﺔ ﰲ ﲤﻴﺰ ﻗﻄﺎﻉ ﺍﻟﺒﻨﻮﻙ ﺍﻟﺴﻌﻮﺩﻳﺔ ) ﺍﳉﺪﺍﺭﺍﺕ ﺍﻷﺳﺎﺳﻴﺔ ‪ ،‬ﻭﻗﻴﻤﺔ‬ ‫ﺍﻟﻌﻤﻞ ‪ ،‬ﻭﺍﳌﺴﺌﻮﻟﻴﺔ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ(‬ ‫ﺍﳌﺘﻐﲑ‬ ‫ﺍﳌﺴﺘﻘﻞ‬ ‫ﻣﻌﺎﻣﻞ‬ ‫ﺍﳌﺘﻐﲑ ﺍﻟﺘﺎﺑﻊ‬ ‫‪B‬‬ ‫‪Bete‬‬ ‫ﺍﻟﺘﺤﺪﻳﺪ‬ ‫‪١٥٧‬‬ ‫ﻗﻴﻤﺔ ‪T‬‬ ‫ﻣﺴﺘﻮﻯ ﺩﻻﻟﺔ‬ ‫ﺍﶈﺴﻮﺑﺔ‬ ‫‪T‬‬ ‫ﺍﳉﺪﺍﺭﺍﺕ‬ ‫ﺍﻷﺳﺎﺳﻴﺔ‬ ‫ﺍﳌﻬﺎﺭﺍﺕ‬ ‫ﺍﻟﻘﻴﺎﺩﻳﺔ‬ ‫ﻗﻴﻤﺔ ﺍﻟﻌﻤﻞ‬ ‫ﺍﳌﺴﺌﻮﻟﻴﺔ‬ ‫ﺍﻻﺟﺘﻤﺎﻋﻴﺔ‬ ‫‪0.904‬‬ ‫‪0.802‬‬ ‫‪0.643‬‬ ‫‪*13.283‬‬ ‫‪0.000‬‬ ‫‪0.860‬‬ ‫‪0.788‬‬ ‫‪0.621‬‬ ‫‪*12.676‬‬ ‫‪0.000‬‬ ‫‪0.821‬‬ ‫‪0.697‬‬ ‫‪0.486‬‬ ‫‪*9.620‬‬ ‫‪0.000‬‬ ‫* ﺫﺍﺕ ﺩﻻﻟﺔ ﺇﺣﺼﺎﺋﻴﺔ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺩﻻﻟﺔ )‪ ( α 0.01‬ﻗﻴﻤﺔ )‪(T‬ﺍﳉﺪﻭﻟﻴﺔ ﻋﻨﺪ ﻣﺴﺘﻮﻯ ﺩﻻﻟﺔ)‪( α 0.01‬‬ ‫ﻭﺩﺭﺟﺎﺕ ﺣﺮﻳﺔ )‪2.326 =(100‬‬ ‫*ﺍﻟﻨﺘﺎﺋﺞ ﻭﺍﻟﺘﻮﺻﻴﺎﺕ ‪:‬‬ ‫ﻳﺘﻨﺎﻭﻝ ﻫﺬﺍ ﺍﳉﺰﺀ ﻷﻫﻢ ﺍﻟﻨﺘﺎﺋﺞ ﺍﻟﱵ ﺗﻮﺻﻠﺖ ﺇﻟﻴﻬﺎ ﺍﻟﺪﺭﺍﺳﺔ ‪ ،‬ﻭﻣﻨﺎﻗﺸﺔ ﻭﺗﻔﺴﲑ ﻫﺬﻩ ﺍﻟﻨﺘﺎﺋﺞ ﻭﻣﻘﺎﺭﻧﺘﻬﺎ ﺍﻟﺴﺎﺑﻘﺔ‬ ‫ﺍﳌﺘﻌﻠﻘﺔ ﺑﺄﺛﺮ ﺍﳌﻬﺎﺭﺍﺕ ﺍﻟﻘﻴﺎﺩﻳﺔ ﰲ ﲤﻴﺰ ﻣﻨﻈﻤﺎﺕ ﺍﻹﻋﻤﺎﻝ ‪ ،‬ﻛﻤﺎ ﻳﺘﻨﺎﻭﻝ ﻫﺬﺍ ﺍﳉﺰﺀ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﻟﺘﻮﺻﻴﺎﺕ ﺍﻟﱵ‬ ‫ﻳﺮﺍﻫﺎ ﺍﻟﺒﺎﺣﺚ ‪ ،‬ﻣﻦ ﺧﻼﻝ ﺍﻟﻨﺘﺎﺋﺞ ﺍﻟﱵ ﺗﻮﺻﻠﺖ ﺇﻟﻴﻬﺎ ﺍﻟﺪﺭﺍﺳﺔ ‪ ،‬ﺍﻟﱵ ﺃﺷﺎﺭﺕ ﺇﱃ ﲤﺘﻊ ﺍﻟﻌـﺎﻣﻠﲔ ﰲ ﺍﻟﺒﻨـﻮﻙ‬ ‫ﺍﻟﺴﻌﻮﺩﻳﺔ ﻟﻠﻤﻬﺎﺭﺍﺕ ﺍﻟﻘﻴﺎﺩﻳﺔ ﺍﳌﻄﻠﻮﺑﺔ ‪ ،‬ﻭﻫﻲ ) ﻣﻬﺎﺭﺍﺕ ﺍﻻﺳﺘﻘﻄﺎﺏ ﻭﺍﻟﺘﺤﻔﻴﺰ ‪،‬ﻭﻣﻬﺎﺭﺍﺕ ﺇﳒـﺎﺯ ﺍﳌﻬﻤـﺔ‬ ‫ﻭﻣﻬﺎﺭﺍﺕ ﺑﻨﺎﺀ ﺍﻟﺜﻘﺔ ﺑﺎﻟﻌﺎﻣﻠﲔ ‪ ،‬ﻭﻣﻬﺎﺭﺍﺕ ﺍﻟﻌﻤﻞ ﺑﺮﻭﺡ ﺍﻟﻔﺮﻳﻖ ( ‪:‬‬ ‫‪ -١‬ﺃﺷﺎﺭﺕ ﺍﻟﻨﺘﺎﺋﺞ ﺃﻥ ﺩﺭﺟﺔ ﲤﺘﻊ ﺍﻟﻘﻴﺎﺩﻳﺔ ﺍﻹﺩﺍﺭﻳﺔ ﰲ ﺍﻟﺒﻨﻮﻙ ﺍﻟﺴﻌﻮﺩﻳﺔ ﻟﻠﻤﻬﺎﺭﺍﺕ ﻛﺎﻧﺖ ﺇﳚﺎﺑﻴﺔ‬ ‫ﻭﺗﻮﺍﻓﺮﺕ ﺑﺪﺭﺟﺔ ﻣﺮﺗﻔﻌﺔ ‪ ،‬ﻓﻘﺪ ﺍﺣﺘﻠﺖ ﻣﻬﺎﺭﺍﺕ ﺍﻟﺘﺤﻔﻴﺰ ﺍﳌﺮﺗﺒﺔ ﺍﻷﻭﱃ ‪ ،‬ﻳﻠﻲ ﺫﻟﻚ ﻣﻬﺎﺭﺍﺕ‬ ‫ﺍﻟﻌﻤﻞ ﺑﺮﻭﺡ ﺍﻟﻔﺮﻳﻖ ‪ ،‬ﻳﻠﻲ ﺫﻟﻚ ﰲ ﺍﳌﺮﺗﺒﺔ ﺍﻟﺜﺎﻟﺜﺔ ﻣﻬﺎﺭﺍﺕ ﺇﳒﺎﺯ ﺍﳌﻬﻤﺔ ﻭﺟﺎﺀ ﰲ ﺍﳌﺮﺗﺒﺔ‬ ‫ﺍﻷﺧﲑﺓ ﺑﻨﺎﺀ ﺍﻟﺜﻘﺔ ﺑﺎﻟﻌﺎﻣﻠﲔ ‪.‬‬ ‫ﻭﺗﺸﲑ ﻫﺬﻩ ﺍﻟﻨﺘﻴﺠﺔ ﺍﱃ ﺃﻥ ﻣﻬﺎﺭﺍﺕ ﺍﻟﻘﻴﺎﺩﺓ ﰲ ﺍﻟﺒﻨﻮﻙ ﲢﻘﻖ ﺃﻫﺪﺍﻓﻬﺎ ﻋﻠﻰ ﻃﺮﻳﻖ ﺍﻟﺘﻤﻴﺰ ﻣﻦ ﺧـﻼﻝ ﻋﻤﻠﻴـﺔ‬ ‫ﺍﻟﺘﺤﻔﻴﺰ ‪ ،‬ﺣﻴﺚ ﺗﺴﻌﻰ ﺍﻟﺒﻨﻮﻙ ﻻﺳﺘﻘﻄﺎﺏ ﺍﻟﻜﻔﺎﺀﺍﺕ ﻣﻦ ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ﻭﺗﻘﺪﻡ ﺍﳊﻮﺍﻓﺰ ﳍﻢ ﻟﻼﺣﺘﻔﺎﻅ ‪‬ﻢ ‪،‬‬ ‫ﻭﲤﻨﺤﻬﻢ ﺭﻭﺍﺗﺐ ﺍﻟﺸﻬﺮ ﺍﻟﺜﺎﻟﺚ ﻋﺸﺮ ﻭﺍﻟﺮﺍﺑﻊ ﻋﺸﺮ ﻋﻼﻭﺓ ﻋﻠﻰ ﻣﺴﺘﺤﻘﺎ‪‬ﻢ ﺍﻟﺴﻨﻮﻳﺔ ‪ ،‬ﻭﻣﻦ ﺧـﻼﻝ ﲤﺘـﻊ‬ ‫ﺍﻟﻌﺎﻣﻠﲔ ﻭﲟﻬـــﺎﺭﺍﺕ ﺍﻟﻌﻤـــﻞ ﺑﺮﻭﺡ ﺍﻟﻔﺮﻳﻖ‪ ،‬ﻭﻣﻬﺎﺭﺍﺕ ﺇﳒﺎﺯ ﺍﳌﻬﻤﺔ ‪ ،‬ﻭﻣﻬـﺎﺭﺍﺕ ﺑﻨـﺎﺀ ﺍﻟﺜﻘـﺔ‬ ‫ﺑﺎﻟﻌﺎﳌﲔ ﺗﺒﲔ ﺇﻥ ﻣﺴﺘﻮﻯ ﺍﻹﳒﺎﺯ ﻛﺎ ﻳﺴﲑ ﻭﻓﻖ ﻣﺎ ﺗﻘﺘﻀﻴﻪ ﻃﺒﻴﻌﺔ ﺍﻟﻌﻤﻞ ﺫﻟﻚ ‪.‬‬ ‫ﻭﺗﺘﻔﻖ ﻧﺘﺎﺋﺞ ﺩﺭﺍﺳﺘﻨﺎ ﰲ ﻫﺬﺍ ﺍﻟﻔﺼﻞ ﻣﻊ ﻣﺎ ﺟﺎﺀﺕ ﺑﻪ ﺩﺭﺍﺳﺔ ‪(2004 ) Chien‬ﺍﻟﱵ ﺩﻟﺖ ﻧﺘﺎﺋﺠﻬﺎ ﻋﻠـﻰ‬ ‫ﺃﻥ ﳑﺎﺭﺳﺔ ﺍﳌﻬﺎﺭﺍﺕ ﺍﻟﻘﻴﺎﺩﻳﺔ ﺗﺴﺎﻋﺪ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺘﻬﺎ ﰲ ﲢﺴﲔ ﺍﻷﺩﺍﺀ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻣﻦ ﺧﻼﻝ ﺇﺩﺍﺭﺓ ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ‬ ‫ﰲ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﱵ ﻛﺎﻧﺖ ﳏﻞ ﺍﻟﺒﺤﺚ ‪.‬‬ ‫‪١٥٨‬‬ ‫ﻭﺍﺗﻔﻘﺖ ﺃﻳﻀﹰﺎ ﻣﻊ ﻣﺎ ﺟﺎﺀﺕ ﺑﻪ ﺩﺭﺍﺳﺔ )‪ (Darling 1999‬ﺍﻟﱵ ﺗﻮﺻﻠﺖ ﺇﱃ ﺃﻥ ﺍﳌـﺪﻳﺮﻳﻦ ﺍﻟﺘﻨﻔﻴـﺬﻳﲔ‬ ‫ﺍﻟﻨﺎﺟﺤﲔ ﺃﺳﻬﻤﻮﺍ ﰲ ﲢﻘﻴﻖ ﳒﺎﺡ ﻭﲤﻴﺰ ﻣﻨﻈﻤﺎ‪‬ﻢ ﺍﻟﻌﺎﻣﻠﺔ ﻣﻦ ﺧﻼﻝ ﺍﻻﻫﺘﻤﺎﻡ ﻭﻟﻔﺖ ﻧﻈﺮ ﺍﻵﺧﺮﻳﻦ ﻟﻠﻤﻨﻈﻤﺔ‪،‬‬ ‫ﻭﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺍﻻﺗﺼﺎﻝ ‪ ،‬ﻭﻭﺿﻊ ﺍﻟﺮﺟﻞ ﺍﳌﻨﺎﺳﺐ ﰲ ﺍﳌﻜﺎﻥ ﺍﳌﻨﺎﺳﺐ ‪ ،‬ﻭﺑﻨﺎﺀ ﺍﻟﺜﻘﺔ ‪ ،‬ﺍﺗﻔﻘﺖ ﺃﻳﻀﹰﺎ ﻣـﻊ ﻣـﺎ‬ ‫ﺟﺎﺀﺕ ﺑﻪ ﺩﺭﺍﺳﺔ ﻛﻞ ﻣﻦ ‪ (2000) Barbhu &Robson‬ﻭﺍﻟﱵ ﺗﻮﺻﻠﺖ ﺇﱃ ﺃﻥ ﻻﺳـﺘﺮﺍﺗﻴﺠﻴﺎﺕ‬ ‫ﺍﻟﻘﻴﺎﺩﺓ ﺃﺛﺮﹰﺍ ﻛﺒﲑﹰﺍ ﻋﻠﻰ ﺃﺩﺍﺀ ﺍﳌﻨﻈﻤﺔ ‪.‬‬ ‫ﻛﺬﻟﻚ ﺍﺗﻔﻘﺖ ﻧﺘﺎﺋﺞ ﺩﺭﺍﺳﺘﻨﺎ ﺍﳊﺎﻟﻴﺔ ﻣﻊ ‪ (2002) Kanji‬ﻭﺩﺭﺍﺳﺔ ‪ (2002)Nooreche‬ﺍﻟﱵ ﺭﻛﺰﺕ‬ ‫ﻋﻠﻰ ﻋﻨﺼﺮ ﺍﻟﻘﻴﺎﺩﺓ ﻛﻤﺤﺮﻙ ﺭﺋﻴﺲ ﺇﱃ ﺗﻠﺒﻴﺔ ﺍﺣﺘﻴﺎﺟﺎﺕ ﺍﻟﺰﺑﺎﺋﻦ ‪ ،‬ﻭﰲ ﺑﻨﺎﺀ ﺛﻘﺎﻓﺔ ﺍﻟﺘﺤﺴﲔ ﺍﳌـﺴﺘﻤﺮ ﻭﺇﺩﺍﺭﺓ‬ ‫ﺍﻟﻌﺎﻣﻠﲔ ‪.‬‬ ‫‪ - ٢‬ﺃﺷﺎﺭﺕ ﻧﺘﺎﺋﺞ ﺩﺭﺍﺳﺘﻨﺎ ﺍﳊﺎﻟﻴﺔ ﺇﱃ ﺇﻥ ﻣﻬﺎﺭﺍﺕ ﺍﻟﺘﺤﻔﻴﺰ ﻛﺎﻧﺖ ﺍﳚﺎﺑﻴـﺔ ﻭﺑﺪﺭﺟـﺔ ﻣﺮﺗﻔﻌـﺔ ‪ ،‬ﻭﺍﻥ‬ ‫ﺍﳌﺘﻮﺳﻄﺎﺕ ﺍﳊﺴﺎﺑﻴﺔ ﻟﻔﻘﺮﺍﺕ ﻣﻬﺎﺭﺍﺕ ﺍﻟﺘﺤﻔﻴﺰ ﺗﺮﺍﻭﺣﺖ ﺑﲔ )‪ (3.08-4.44‬ﻭﻗﺪ ﺍﺣﺘﻠﺖ ﺍﻟﻔﻘـﺮﺓ‬ ‫ﺍﻟﺴﺎﺑﻌﺔ " ﻣﺪﺡ ﺍﻟﻌﺎﻣﻠﲔ ﻛﻠﻤﺎ ﺳﻨﺤﺖ ﺍﻟﻔﺮﺻﺔ ﺑﺬﻟﻚ " ﺍﳌﺮﺗﺒﺔ ﺍﻷﻭﱃ ﻭﲟﺘﻮﺳﻂ ﺣﺴﺎﰊ ﺑﻠﻎ )‪(4.44‬‬ ‫ﻭﺑﺎﳓﺮﺍﻑ ﻣﻌﻴﺎﺭﻱ )‪ ، (0.69‬ﻭﺟﺎﺀﺕ ﺍﻟﻔﻘﺮﺓ ﺍﻟﻌﺎﺷﺮﺓ " ﲢﻤﻞ ﻣﺴﺌﻮﻟﻴﺔ ﺍﻷﺧﻄﺎﺀ ﺍﻟﱵ ﺗﻘﻊ ﻣـﻦ ﻗﺒـﻞ‬ ‫ﺍﻟﻌﺎﻣﻠﲔ" ﺑﺎﳌﺮﺗﺒﺔ ﺍﻟﻌﺎﺷﺮﺓ ‪ ،‬ﻭﻗﺪ ﺑﻠﻎ ﻣﺘﻮﺳﻄﻬﺎ ﺍﳊﺴﺎﰊ )‪ (3.08‬ﻭﺑﺎﳓﺮﺍﻑ ﻣﻌﻴﺎﺭﻱ )‪ (0.97‬ﻭﺗﺘﻔﻖ‬ ‫ﻫﺬﻩ ﺍﻟﻨﺘﺎﺋﺞ ﻣﻊ ﻣﺎ ﺟﺎﺀﺕ ﺑﻪ ﺩﺭﺍﺳﺔ ‪ (2004 ))Chien‬ﻭﺍﻟﱵ ﺩﻟﺖ ﻧﺘﺎﺋﺠﻬﺎ ﻋﻠﻰ ﺃﻥ ﺍﻟﺘﺤﻔﻴﺰ ﻫـﻮ‬ ‫ﺃﺣﺪ ﺍﻟﻌﻮﺍﻣﻞ ﺍﻟﱵ ﺗﺆﺛﺮ ﻋﻠﻰ ﺍﻷﺩﺍﺀ ﺍﻟﺘﻨﻈﻴﻤﻲ‪.‬‬ ‫ﻛﻤﺎ ﻭﺗﺘﻔﻖ ﻣﻊ ﺩﺭﺍﺳﺔ ﻛﻞ ﻣﻦ) ‪ (Barbhu & Robson‬ﺍﻟﱵ ﺗﻮﺻﻠﺖ ﺇﱃ ﺃﻥ ﻻﺳـﺘﺮﺍﺗﻴﺠﻴﺎﺕ‬ ‫ﺍﻟﻘﻴﺎﺩﺓ ﺃﺛﺮ ﻋﻠﻰ ﺍﻷﺩﺍﺀ ﰲ ﺍﳌﻨﻈﻤﺔ ﻭﻫﺬﺍ ﺍﻷﺛﺮ ﳝﻜﻦ ﻣﻼﺣﻈﺘﻪ ﻣﻦ ﺧﻼﻝ ﻣﺴﺘﻮﻯ ﻣﻌﻨﻮﻳﺎﺕ ﺍﻟﻌـﺎﻣﻠﲔ ‪،‬‬ ‫ﻭﱂ ﺗﺘﻔﻖ ﺍﻟﻨﺘﺎﺋﺞ ﻣﻊ ﺩﺭﺍﺳﺔ ﻛـﻞ ﻣـﻦ ‪ Fotis Vouzan And Katerina2005‬ﻭﺍﻟـﱵ‬ ‫ﺃﻇﻬﺮﺕ ﻧﺘﺎﺋﺠﻬﺎ ﺃﻥ ﻫﻨﺎﻙ ﺑﻌﺾ ﺍﳌﺸﺎﻛﻞ ﰲ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﱵ ﻣﻨﺤﺖ ﺟﻮﺍﺋﺰ ﲤﻴﺰ ﻭﺣﺼﻠﺖ ﻋﻠﻰ ﺷﻬﺎﺩﺍﺕ‬ ‫ﺍﻵﻳﺰﻭ ﺗﺘﻌﻠﻖ ﰲ ﻋﺪﻡ ﺍﺳﺘﺨﺪﺍﻡ ﺍﳌﻜﺎﻓﺂﺕ ﻛﺄﺩﺍﺓ ﺗﺴﻮﻳﻘﻴﺔ ﻭﻭﺳﻴﻠﺔ ﺇﱃ ﺍﺧﺘﺮﺍﻕ ﺍﻷﺳﻮﺍﻕ‪.‬‬ ‫‪ - ٣‬ﺃﺷﺎﺭﺕ ﺍﻟﻨﺘﺎﺋﺞ ﺇﱃ ﺇﻥ ﻣﻬﺎﺭﺍﺕ ﺇﳒﺎﺯ ﺍﳌﻬﻤﺔ ﻛﺒﻌﺪ ﻣﻦ ﺃﺑﻌﺎﺩ ﺍﳌﻬﺎﺭﺍﺕ ﺍﻟﻘﻴﺎﺩﻳـﺔ ﰲ ﻗﻄـﺎﻉ ﺍﻟﺒﻨـﻮﻙ‬ ‫ﺍﻟﺴﻌﻮﺩﻳﺔ ﺑﻠﻎ)‪ ، (3.73‬ﻭﻫﺬﺍ ﻳﻌﲏ ﺃﻥ ﻣﻬﺎﺭﺍﺕ ﺇﳒﺎﺯ ﺍﳌﻬﻤﺔ ﻛﺎﻧﺖ ﺍﳚﺎﺑﻴﺔ ﻭﺑﺪﺭﺟﺔ ﻣﺮﺗﻔﻌﺔ ‪ ،‬ﻭﺗﺮﺍﻭﺣـﺖ‬ ‫ﺍﳌﺘﻮﺳﻄﺎﺕ ﺍﳊﺴﺎﺑﻴﺔ ﺑﲔ )‪ (3.04-4.19‬ﻭﻗﺪ ﺍﺣﺘﻠﺖ ﺍﻟﻔﻘﺮﺓ ﺍﻟﺴﺎﺩﺳﺔ ﻋﺸﺮ " ﺃﻟﺘﺰﻡ ﺑﺎﳉـﺪﻭﻝ ﺍﻟـﺰﻣﲏ‬ ‫ﻟﻀﻤﺎﻥ ﺇﻛﻤﺎﻝ ﺍﳌﻬﻤﺔ ﰲ ﺍﳌﻮﻋﺪ ﺍﶈﺪﺩ " ﺍﳌﺮﺗﺒﺔ ﺍﻷﻭﱃ ﲟﺘﻮﺳﻂ ﺣﺴﺎﰊ ﺑﻠﻎ ‪(4.19) ,‬ﻭﺑﺎﳓﺮﺍﻑ ﻣﻌﻴﺎﺭﻱ )‬ ‫‪١٥٩‬‬ ‫‪ ، (0.87‬ﻭﺟﺎﺀﺕ ﺍﻟﻔﻘﺮﺓ ﺍﻟﺘﺎﺳﻌﺔ " ﺃﻗﺮﺃ ﻛﻞ ﻣﺎﻳﻨﺸﺮ ﻋﻦ ﺍﻟﻘﻴﺎﺩﺓ ﻟﻼﺳﺘﻔﺎﺩﺓ ﻣﻨﻪ ﰲ ﺍﻟﺘﻄﺒﻴﻖ " ﺑﺎﳌﺮﺗﺒﺔ ﺍﻟﻌﺎﺷﺮﺓ‬ ‫ﻭﺍﻷﺧﲑﺓ ‪ ،‬ﻓﻘﺪ ﺑﻠﻎ ﻣﺘﻮﺳﻄﻬﺎ ﺍﳊﺴﺎﰊ )‪ (3.04‬ﻭﺑﺎﳓﺮﺍﻑ ﻣﻌﻴﺎﺭﻱ)‪. (0.93‬‬ ‫ﻭﻟﺪﻯ ﺗﺪﻗﻴﻖ ﻫﺬﻩ ﺍﻟﻨﺘﻴﺠﺔ ﻟﻮﺣﻆ ﺃ‪‬ﺎ ﺗﺘﻔﻖ ﻣﻊ ﺩﺭﺍﺳﺔ )‪(Zhao 2001‬ﺍﻟﱵ ﺃﻇﻬﺮﺕ ﲢﻘﻴﻖ ﺍﻟﺘﻤﻴﺰ ﺍﻟﺘﻨﻈﻴﻤﻲ‬ ‫ﻳﱪﺯ ﻋﻨﺪ ﲢﻘﻴﻖ ﺃﻓﻀﻞ ﺍﻷﺩﺍﺀ ﻭﺍﻟﺬﻱ ﻳﻈﻬﺮ ﻣﻦ ﺧﻼﻝ ) ﻣﻘﺎﺑﻠﺔ ﺣﺎﺟﺎﺕ ﺍﻟﺰﺑﺎﺋﻦ ‪ ،‬ﻭﺑﻨﺎﺀ ﺍﻟﺜﻘـﺔ ﺑـﺎﻟﻨﻔﺲ ‪،‬‬ ‫ﻭﺍﻻﺣﺘﺮﺍﻡ ﻭﺍﻟﺜﻘﺔ ﺍﳌﺘﺒﺎﺩﻟﺔ ‪ ،‬ﻭﻣﺸﺎﺭﻛﺔ ﺍﻟﻌﺎﻣﻠﲔ ‪ ،‬ﻭﺍﻟﺘﺤﺴﲔ ﺍﳌﺴﺘﻤﺮ ‪،‬ﻭﻣﻌﺎﻳﲑ ﺃﺩﺍﺀ ﻋﺎﻟﻴﺔ ﻟﻼﺳﺘﺨﺪﺍﻡ ﺍﻷﻣﺜـﻞ‬ ‫ﻟﻠﻤﻮﺭﺩ ( ‪ ،‬ﻭﲡﺪﺭ ﺍﻹﺷﺎﺭﺓ ﺇﱃ ﺃﻥ ﻫﺬﻩ ﺍﻟﻨﺘﻴﺠﺔ ﺗﺘﻔﻖ ﻣﻊ ﻣﺎ ﻭﺭﺩ ﰲ ﺃﺩﺑﻴﺎﺕ ﺍﻟﺪﺭﺍﺳﺔ ‪ ،‬ﺣﻴﺚ ﺃﺷﺎﺭ ﻛﻞ ﻣﻦ‬ ‫)‪ (Blaze,2001) & (Grote,2002‬ﺇﱃ ﺃﻥ ﲢﻘﻴﻖ ﻣﺘﻄﻠﺒﺎﺕ ﺍﻟﺘﻤﻴﺰ ﻳﻜﻮﻥ ﺑﺎﻻﻧﻐﻤﺎﺱ ﰲ ﺍﳌـﺴﺌﻮﻟﻴﺔ‬ ‫ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﻭﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺗﻮﻟﻴﺪ ﻗﻴﻤﺔ ﻣﻀﺎﻓﺔ ﻋﱪ ﲢﻘﻴﻖ ﺍﻷﻫﺪﺍﻑ ‪.‬‬ ‫‪ -٤‬ﺃﺷﺎﺭﺕ ﻧﺘﺎﺋﺞ ﺍﻟﺪﺭﺍﺳﺔ ﺇﱃ ﺃﻥ ﻣﻬﺎﺭﺍﺕ ﺍﻟﻌﻤﻞ ﺑﺮﻭﺡ ﺍﻟﻔﺮﻕ ﻛﺒﻌﺪ ﻣﻦ ﺃﺑﻌﺎﺩ ﺍﳌﻬﺎﺭﺍﺕ ﺍﻟﻘﻴﺎﺩﻳﺔ ﰲ ﻗﻄﺎﻉ‬ ‫ﺍﻟﺒﻨﻮﻙ ﺍﻟﺴﻌﻮﺩﻳﺔ ﻛﺎﻧﺖ ﺍﳚﺎﺑﻴﺔ ﻭﺑﺎﺗﻔﺎﻕ ﺃﺭﺍﺀ ﺍﳌﺴﺘﺠﻴﺒﲔ ﻭﺑﺪﺭﺟﺔ ﻣﺮﺗﻔﻌﺔ ‪ ،‬ﺣﻴﺚ ﺗﺮﺍﻭﺣـﺖ ﺍﳌﺘﻮﺳـﻄﺎﺕ‬ ‫ﺍﳊـﺴﺎﺑﻴﺔ ﺑـﲔ )‪(3.56-4.12‬ﻭﻟﻌـﻞ ﻫـﺬﻩ ﺍﻟﺪﺭﺍﺳـﺔ ﺗﺘﻔـﻖ ﻣـﻊ ﺩﺭﺍﺳـﺔ}) &‬ ‫‪(Eskild‬‬ ‫‪Anders,1999‬ﺍﻟﱵ ﺃﻛﺪﺕ ﻋﻠﻰ ﺃﻥ ﺭﻏﺒﺔ ﺍﳌﻨﻈﻤﺔ ﰲ ﲢﻘﻴﻖ ﲤﻴﺰ ﰲ ﺍﻟﻌﻤﻞ ﻳﺘﻄﻠﺐ ﻣﻨﻬﺎ ﺗﻮﻟﻴﺪ ﺑﻴﺌﺔ ﻣﻮﺟﻬﺔ‬ ‫ﳓﻮ ﺍﻟﺘﻐﲑ ‪ ،‬ﺇﺫ ﺃﻥ ﺇﺑﺪﺍﻋﻴﺔ ﺍﳌﻮﻇﻔﲔ ﺗﺘﻢ ﺭﻋﺎﻳﺘﻬﺎ ﻭﺗﻄﻮﻳﺮﻫﺎ ﻭﺍﶈﺎﻓﻈﺔ ﻋﻠﻴﻬﺎ ﻣﻦ ﺧﻼﻝ ) ﺍﻟﺘﺮﺑﻴﺔ‪ ،‬ﻭﺍﻟﺘـﺪﺭﻳﺐ‬ ‫ﻭﺍﳌﺸﺎﺭﻛﺔ ﻭﺗﻮﻟﻴﺪ ﺭﻭﺡ ﺍﻟﻔﺮﻳﻖ ﻓﻴﻤﺎ ﺑﲔ ﺍﻟﻌﺎﻣﻠﲔ (‪.‬‬ ‫‪ - ٥‬ﻭﺃﻭﺿﺤﺖ ﺍﻟﻨﺘﺎﺋﺞ ﺃﻳﻀﺎ ﺃﻥ ﻣﻬﺎﺭﺍﺕ ﺑﻨﺎﺀ ﺍﻟﺜﻘﺔ ﺑﺎﻟﻌﺎﻣﻠﲔ ﻛﺒﻌﺪ ﻣﻦ ﺃﺑﻌﺎﺩ ﺍﳌﻬﺎﺭﺍﺕ ﺍﻟﻘﻴﺎﺩﻳﺔ ﰲ ﻗﻄـﺎﻉ‬ ‫ﺍﻟﺒﻨﻮﻙ ﺍﻟﺴﻌﻮﺩﻳﺔ ﻛﺎﻧﺖ ﻫﻲ ﺍﻷﺧﺮﻯ ﺇﳚﺎﺑﻴﺔ ‪ ،‬ﺣﻴﺚ ﺗﺮﺍﻭﺣﺖ ﺍﳌﺘﻮﺳﻄﺎﺕ ﺍﳊﺴﺎﺑﻴﺔ ﺑﲔ)‪(3.31 – 4.23‬‬ ‫‪ ،‬ﻭﻣﻦ ﺍﳉﺪﻳﺮ ﺑﺎﳌﻼﺣﻈﺔ ﺃﻥ ﻫﺬﻩ ﺍﻟﻨﺘﻴﺠﺔ ﺗﺘﻔﻖ ﻣﻊ ﺩﺭﺍﺳﺔ )‪ (Darling,1999‬ﺍﻟﱵ ﺃﺷﺎﺭﺕ ﺇﱃ ﺃﻥ ﺃﻫـﻢ‬ ‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍﻟﱵ ﺍﺳﺘﺨﺪﻣﺖ ﻟﺒﻠﻮﻍ ﺍﻟﺘﻤﻴﺰ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻟﺘﺤﻘﻴﻖ ﺃﻓﻀﻞ ﺍﻷﺩﺍﺀ ﻭﺃﻓﻀﻞ ﺍﻟﻨﺘﺎﺋﺞ ﻳﻜﻮﻥ ﻣﻦ ﺧﻼﻝ‬ ‫) ﻣﻘﺎﺑﻠﺔ ﺣﺎﺟﺎﺕ ﺍﻟﺰﺑﺎﺋﻦ ‪ ،‬ﻭﺑﻨﺎﺀ ﺍﻟﺜﻘﺔ ﺑﺎﻟﻨﻔﺲ ‪ ،‬ﻭﺍﻻﺣﺘﺮﺍﻡ ﻭﺍﻟﺜﻘﺔ ﺍﳌﺘﺒﺎﺩﻟﺔ ‪ ،‬ﻭﻣﺸﺎﺭﻛﺔ ﺍﻟﻌﺎﻣﻠﲔ (‪.‬‬ ‫‪ - ٦‬ﻭﺑﻴﻨﺖ ﻧﺘﺎﺋﺞ ﺍﻟﺪﺭﺍﺳﺔ ﺃﻥ ﺍﻟﺘﻤﻴﺰ ﰲ ﻗﻄﺎﻉ ﺍﻟﺒﻨﻮﻙ ﺍﻟﺴﻌﻮﺩﻳﺔ ﻛﺎﻥ ﺇﳚﺎﺑﻴﹰﺎ ‪ ،‬ﺣﻴﺚ ﺍﺣﺘﻠﺖ ﻗﻴﻤﺔ ﺍﻟﻌﻤـﻞ‬ ‫ﺍﳌﺮﺗﺒﺔ ﺍﻷﻭﱃ ‪ ،‬ﻳﻠﻲ ﺫﻟﻚ ﺍﳌﺴﺌﻮﻟﻴﺔ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ‪ ،‬ﻭﺟﺎﺀ ﰲ ﺍﳌﺮﺗﺒﺔ ﺍﻷﺧﲑﺓ ﻟﻠﺠﺪﺍﺭﺍﺕ ﺍﻷﺳﺎﺳﻴﺔ ﺍﻟﱵ ﳚﺐ ﺃﻥ‬ ‫ﻳﺘﻤﺘﻊ ‪‬ﺎ ﺍﻟﻌﺎﻣﻠﲔ ‪ ،‬ﺣﻴﺚ ﺗﻌﻜﺲ ﻫﺬﻩ ﺍﻟﻨﺘﻴﺠﺔ ﻣﺴﺘﻮﻯ ﺍﺳﺘﻘﺮﺍﺭ ﻭﺭﺳﻮﺥ ﺍﻟﻌﻤﻞ ﻟﺪﻯ ﺍﻟﺒﻨﻮﻙ ﺍﻟـﺴﻌﻮﺩﻳﺔ ‪،‬‬ ‫ﻧﺘﻴﺠﺔ ﻟﺴﻼﺳﺔ ﻭﺍﻧﺘﻈﺎﻡ ﺍﻟﻌﻤﻞ ﻭﺗﻄﻮﺭ ﺃﺳﺎﻟﻴﺒﻪ ‪ ،‬ﻛﺬﻟﻚ ﺗﻌﺘﱪ ﻫﺬﻩ ﺍﻟﻨﺘﻴﺠﺔ ﻣﺆﺷﺮ ﻋﻠﻰ ﻗﻴﺎﻡ ﺍﻟﺒﻨﻮﻙ ﰲ ﺍﻟﻌﻤﻞ‬ ‫ﻭﺗﻄﻮﺭ ﺃﺳﺎﻟﻴﺒﻪ ‪.‬‬ ‫‪١٦٠‬‬ ‫ﻛﺬﻟﻚ ﺗﻌﺘﱪ ﻫﺬﻩ ﺍﻟﻨﺘﻴﺠﺔ ﻣﺆﺷﺮ ﻋﻠﻰ ﻗﻴﺎﻡ ﺍﻟﺒﻨﻮﻙ ﰲ ﺍﳊﻔﺎﻅ ﻋﻠﻰ ﺍﻟﺒﻴﺌﺔ ‪ ،‬ﻭﻣﻦ ﺧﻼﻝ ﻗﺪﺭﺓ ﺍﻟﻌﺎﻣﻠﲔ ﻋﻠـﻰ‬ ‫ﺍﻟﺘﻌﺎﻣﻞ ﻣﻊ ﺍﻟﻮﺳﺎﺋﻞ ﺍﳌﺴﺘﺨﺪﻣﺔ ﻻﻣﺘﻼﻛﻬﻢ ﺍﳌﻬﺎﺭﺍﺕ ﺍﻟﻼﺯﻣﺔ ﻹﳒﺎﺯ ﺍﻟﻌﻤﻞ‪.‬‬ ‫ﻭﻗﺪ ﺍﺗﻔﻘﺖ ﻫﺬﻩ ﺍﻟﻨﺘﻴﺠﺔ ﻣﻊ ﻣﺎ ﺟﺎﺀﺕ ﺑﻪ ﺩﺭﺍﺳﺔ )‪ (Darling , 1999‬ﺍﻟﱵ ﺗﻮﺻﻠﺖ ﺇﱃ ﺃﻥ ﺍﳌـﺪﻳﺮﻳﻦ‬ ‫ﺍﻟﺘﻨﻔﻴﺬﻳﲔ ﺍﻟﻨﺎﺟﺤﲔ ﺃﺳﻬﻤﻮﺍ ﰲ ﲢﻘﻴﻖ ﳒﺎﺡ ﻭﲤﻴﺰ ﻣﻨﻈﻤﺎ‪‬ﻢ ﺍﻟﻌﺎﻣﻠﺔ ﻣﻦ ﺧﻼﻝ ﺍﻻﻫﺘﻤﺎﻡ ﺑﻠﻔﺖ ﻧﻈﺮ ﺍﻵﺧﺮﻳﻦ‬ ‫ﻟﻠﻤﻨﻈﻤﺔ ‪ ،‬ﻭﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺍﻻﺗﺼﺎﻝ ‪ ،‬ﻭﻭﺿﻊ ﺍﻟﺮﺟﻞ ﺍﳌﻨﺎﺳﺐ ﰲ ﺍﳌﻜﺎﻥ ﺍﳌﻨﺎﺳﺐ ‪ ،‬ﻭﺑﻨﺎﺀ ﺍﻟﺜﻘﺔ ﺑﺎﻟﻨﻔﺲ‪.‬‬ ‫‪ -٧‬ﻛﻤﺎ ﺑﻴﻨﺖ ﺍﻟﻨﺘﺎﺋﺞ ﺃﻥ ﺍﻻﺳﺘﺠﺎﺑﺎﺕ ﺑﺎﲡﺎﻩ ﻣﺘﻐﲑﺍﺕ ﺍﳉﺪﺍﺭﺍﺕ ﺍﻷﺳﺎﺳﻴﺔ ‪ ،‬ﻛﺒﻌﺪ ﻣﻦ ﺃﺑﻌـﺎﺩ ﺍﻟﺘﻤﻴـﺰ ﰲ‬ ‫ﻗﻄﺎﻉ ﺍﻟﺒﻨﻮﻙ ﺍﻟﺴﻌﻮﺩﻳﺔ ﻛﺎﻧﺖ ﻋﻠﻴﻪ ‪ ،‬ﺣﻴﺚ ﺗﺮﺍﻭﺣﺖ ﺍﳌﺘﻮﺳﻄﺎﺕ ﺍﳊﺴﺎﺑﻴﺔ ﺑﲔ )‪ ، (3.22-4.20‬ﻭﺗﺘﻔﻖ‬ ‫ﻫﺬﻩ ﺍﻟﻨﺘﻴﺠــــــــــﺔ ﻣﻊ ﻧﺘﺎﺋﺞ ﺩﺭﺍﺳﺔ )‪ (peters& Potterie,2003‬ﺍﻟﱵ ﺃﻇﻬﺮﺕ ﺃﻥ‬ ‫ﻣﺆﺷﺮﺍﺕ ﺍﻻﺑﺘﻜﺎﺭ) ﺍﻟﺒﺤﺚ ﻭﺍﻟﺘﻄﻮﻳﺮ ‪ ،‬ﻭﻋﺪﺩ ﺍﳌﺒﺪﻋﲔ ‪ ،‬ﻭﺑﺮﺍﺀﺍﺕ ﺍﻻﺧﺘﺮﺍﻉ( ﺗﺮﺗﺒﻂ ﺑﺪﻻﻟﺔ ﺇﺣﺼﺎﺋﻴﺔ ﻣـﻊ‬ ‫ﻣﻌﻈﻢ ﺍﳉﺪﺍﺭﺍﺕ‪.‬‬ ‫‪ -٨‬ﻭﺃﻭﺿﺤﺖ ﻧﺘﺎﺋﺞ ﺍﻟﺪﺭﺍﺳﺔ ﺃﻥ ﻣﺘﻐﲑﺍﺕ ﻗﻴﻤﺔ ﺍﻟﻌﻤﻞ ﻛﺒﻌﺪ ﻣﻦ ﺃﺑﻌﺎﺩ ﺍﻟﺘﻤﻴﺰ ﰲ ﻗﻄﺎﻉ ﺍﻟﺒﻨﻮﻙ ﺍﻟـﺴﻌﻮﺩﻳﺔ‬ ‫ﻛﺎﻧﺖ ﺇﳚﺎﺑﻴﺔ ‪ ،‬ﻭﺗﺮﺍﻭﺣﺖ ﺍﳌﺘﻮﺳﻄﺎﺕ ﺍﳊﺴﺎﺑﻴﺔ ﺑﲔ)‪ ،(2.99-4.09‬ﺗﺘﻔﻖ ﻫﺬﻩ ﺍﻟﻨﺘﻴﺠﺔ ﻣـﻊ ﺩﺭﺍﺳـﺔ )‬ ‫‪ (Richard, 2003‬ﺍﻟﱵ ﺃﺷﺎﺭﺕ ﺇﱃ ﺩﻭﺭ ﺍﻟﻘﻴﺎﺩﺓ ﰲ ﺍﺳﺘﻴﻌﺎﺏ ﺍﻟﺘﻐﲑﺍﺕ ﻭﺍﻟﺘﻄﻮﺭﺍﺕ ﰲ ﺍﻟﺴﻮﻕ ﻭﺃﺛﺮﻫـﺎ‬ ‫ﰲ ﲤﻴﺰ ﺍﳌﻨﻈﻤﺔ‪.‬‬ ‫‪ -٩‬ﻭﻋﻜﺴﺖ ﺍﻟﻨﺘﺎﺋﺞ ﺃﻥ ﻣﺘﻐﲑﺍﺕ ﺍﳌﺴﺌﻮﻟﻴﺔ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﻛﺒﻌﺪ ﻣﻦ ﺇﺑﻌﺎﺩ ﺍﻟﺘﻤﻴﺰ ﰲ ﻗﻄﺎﻉ ﺍﻟﺒﻨﻮﻙ ﺍﻟـﺴﻌﻮﺩﻳﺔ‬ ‫ﻛﺎﻧﺖ ﺇﳚﺎﺑﻴﺔ ﻭﺑﺪﺭﺟﺔ ﻣﺮﺗﻔﻌﺔ ‪ ،‬ﺇﺫ ﺗﺮﺍﻭﺣﺖ ﺍﳌﺘﻮﺳﻄﺎﺕ ﺍﳊﺴﺎﺑﻴﺔ ﺑﲔ)‪ ، (3.10-4.23‬ﻭﺗﺘﻔـﻖ ﻫـﺬﻩ‬ ‫ﺍﻟﻨﺘﻴﺠﺔ ﻣﻊ ﺩﺭﺍﺳﺔ )‪(Khoo& Tan,2002‬ﺍﻟﱵ ﺩﻟﺖ ﻧﺘﺎﺋﺠﻬﺎ ﺃﻧﻪ ﻟﺘﺤﻘﻴﻖ ﺍﻟﺘﻤﻴﺰ ﰲ ﺍﻹﻋﻤﺎﻝ ﻭﺍﻟﻘﻴـﺎﻡ‬ ‫ﺑﺎﳌﺴﺌﻮﻟﻴﺔ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ‪ ،‬ﻻﺑﺪ ﻣﻦ ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺍﳋﻄﻂ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﻟﻌـﺎﻣﻠﻮﻥ ﻭﺇﺩﺍﺭﺓ ﺍﻟﻌﻤﻠﻴـﺎﺕ ﻭﻧﺘـﺎﺋﺞ‬ ‫ﺍﻷﻋﻤﺎﻝ ‪ ،‬ﻭﲡﺪﺭ ﺍﻹﺷﺎﺭﺓ ﺇﱃ ﺃﻥ ﻫـﺬﻩ ﺍﻟﻨﺘﻴﺠـﺔ ﺗﺘﻔـﻖ ﻣـﻊ ﻣـﺎ ﻭﺭﺩ ﰲ ﺃﺩﺑﻴـﺎﺕ ﺩﺭﺍﺳـﺔ ﻛـﻞ‬ ‫)‪(Blaze,2002) &(Grote,2002‬ﻣﺘﻄﻠﺒﺎﺕ ﲢﻘﻴﻖ ﺍﻟﺘﻤﻴﺰ ﺑﺎﻻﻧﻐﻤﺎﺱ ﰲ ﺍﳌـﺴﺌﻮﻟﻴﺔ ﺍﻻﺟﺘﻤﺎﻋﻴـﺔ‬ ‫ﻭﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺍﻟﻨﺘﺎﺋﺞ ﻭﺧﻠﻖ ﺍﻟﻘﻴﻤﺔ ‪.‬‬ ‫*ﺍﻟﺘﻮﺻﻴﺎﺕ‪:‬‬ ‫‪١٦١‬‬ ‫ﻻ ﻳﺴﻊ ﺍﻟﺒﺎﺣﺚ ﻭﻫﻮ ﻋﻠﻰ ﻋﺘﺒﺔ ﺍﻟﻨﻬﺎﻳﺔ ﻣﻦ ﺍﻟﺒﺤﺚ‪ ،‬ﻭﰲ ﺿﻮﺀ ﺍﻟﻨﺘﺎﺋﺞ ﺍﻟﱵ ﺗﻮﺻﻠﺖ ﺇﻟﻴﻬﺎ ﺩﺭﺍﺳﺘﻪ ﺃﻥ ﻳﺘﻘﺪﻡ ﺑﻌﺪﺩ ﻣـﻦ‬ ‫ﺍﻟﺘﻮﺻﻴﺎﺕ ﺇﱃ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﱵ ﻭﻗﻌﺖ ﳏﻞ ﺍﻟﺒﺤﺚ‪ ،‬ﻭﺇﱃ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻋﻤﺎﻝ ﰲ ﺍﻟﻘﻄﺎﻋﺎﺕ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ ﻛﺎﻓﺔ ‪،‬‬ ‫ﻭﻛﻤﺎ ﻳﻠﻲ‪:‬‬ ‫ﺃﻭ ﹰﻻ‪ :‬ﺗﺴﻬﻢ ﺍﳌﻬﺎﺭﺍﺕ ﺍﻟﻘﻴﺎﺩﻳﺔ ﰲ ﲢﻘﻴﻖ ﳒﺎﺡ ﻭﲤﻴﺰ ﺍﳌﻨﻈﻤﺎﺕ ‪ ،‬ﻟﺬﻟﻚ ﻳﻘﻊ ﻋﻠﻰ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﻌﻨﺎﻳﺔ ﰲ ﺍﺧﺘﻴـﺎﺭ ﺍﻟﻘـﺎﺩﺓ‬ ‫ﺍﻹﺩﺍﺭﻳﺔ ﺗﺸﻜﻞ ﺍﶈﻮﺭ ﺍﻟﺬﻱ ﺗﻠﺘﻒ ﺣﻮﻟﻪ ﺍﻟﻌﻨﺎﺻﺮ ﺍﻷﺧﺮﻯ ﻟﻠﺘﻤﻴﺰ ﺍﳌﻨﻈﻤﺎﺕ ﰲ ﺍﻷﺩﺍﺀ ‪ ،‬ﻭﻟﻌﻞ ﺍﻵﻟﻴﺔ ﺍﳌﻨﺎﺳﺒﺔ ﻟﻠﺘﻨﻔﻴﺬ ﻫﻲ‬ ‫ﺃﻥ ﻳﻜﻮﻥ ﺍﺧﺘﻴﺎﺭ ﺍﻟﻘﺎﺩﺓ ﻭﻓﻖ ﺍﺧﺘﺒﺎﺭﺍﺕ ﻳﺘﻢ ﺗﻄﻮﻳﺮﻫﺎ ﲟﺎ ﻳﺘﻢ ﺗﻄﻮﻳﺮﻫﺎ ﲟﺎ ﻳﺘﻨﺎﺳﺐ ﻭﻃﺒﻴﻌﺔ ﺍﻟﻌﻤﻞ ﺍﻟﺬﻱ ﺳـﻴﺘﻮﻻﻩ ﻛـﻞ‬ ‫ﻣﻨﻬﻢ ‪.‬‬ ‫ﺛﺎﻧﻴﹰﺎ‪ :‬ﻳﻮﺻﻲ ﺍﻟﺒﺎﺣﺚ ﺑﺴﻌﻲ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻋﻤﺎﻝ ﳓﻮ ﺍﺳﺘﻘﻄﺎﺏ ﺍﻟﻜﻔﺎﺀﺓ ﻣﻦ ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ﻭﺍﻻﺣﺘﻔﺎﻅ ‪‬ﺎ‪ ،‬ﻭﺗﺪﺭﻳﺒﻬﺎ ‪،‬‬ ‫ﻟﺘﺘﺒﻮﺃ ﻣﻨﺎﺻﺐ ﺍﻟﻘﻴﺎﺩﻳﺔ ﰲ ﺍﳌﺴﺘﻘﺒﻞ ‪ ،‬ﻟﺘﻌﻤﻞ ﻋﻠﻰ ﺗﻮﻟﻴﺪ ﺑﻴﺌﺔ ﻣﻮﺟﻬﺔ ﳓﻮ ﺍﻟﺘﻤﻴﺰ ‪.‬‬ ‫ﺣﻴﺚ ﺩﻟﺖ ﺍﻟﻨﺘﺎﺋﺞ ﺃﻥ ﻟﻠﻤﻤﺎﺭﺳﺔ ﺍﻟﻘﻴﺎﺩﻳﺔ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺎﺳﺘﻘﻄﺎﺏ ﺍﻟﻌﺎﻣﻠﲔ ﻭﲢﻔﻴﺰﻫﻢ ‪ ،‬ﺩﻭﺭ ﺣﺎﺳﻢ ﰲ ﲢﻘﻴﻖ ﺍﻟﺘﻤﻴﺰ ‪ ،‬ﺃﻣـﺎ‬ ‫ﺁﻟﻴﺔ ﺍﻟﺘﻨﻔﻴﺬ ﻓﻬﻲ ﺍﻟﻌﻤﻞ ﻋﻠﻰ ﲢﺴﲔ ﻇﺮﻭﻑ ﺍﻟﻌﻤﻞ ﻭﺗﻔﻌﻴﻞ ﻧﻈﺎﻡ ﺣﻮﺍﻓﺰ ﻓﻌﺎﻝ ﳌﻜﺎﻓﺄﺓ ﺍﻟﻌﺎﻣﻠﲔ ﻣﻦ ﺧﻼﻟﻪ‪ ،‬ﻭﺫﻟﻚ ﻟﻨﺸﺮ‬ ‫ﺣﺎﻟﺔ ﺍﻷﻣﻦ ﻭﺍﻻﺳﺘﻘﺮﺍﺭ ﰲ ﺑﻴﺌﺔ ﺍﻟﻌﻤﻞ‪.‬‬ ‫ﺛﺎﻟﺜﹰﺎ ‪ :‬ﺃﻥ ﺗﻌﻤﻞ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻋﻤﺎﻝ ﻋﻠﻰ ﺗﻔﻌﻴﻞ ﺍﻟﺘﻮﺍﺻﻞ ﻭﺍﻹﻛﺜﺎﺭ ﻣﻨﻪ ﺑﲔ ﺍﻟﻘﺎﺩﺓ ﻭﺍﻟﻌﺎﻣﻠﲔ ﻟﺒﻨﺎﺀ ﻭﺗﻮﻃﻴﺪ ﺍﳌﺰﻳـﺪ ﻣـﻦ‬ ‫ﺟﺴﻮﺭ ﺍﻟﺜﻘﺔ ﺑﻴﻨﻬﻤﺎ ‪ ،‬ﺧﻼﻝ ﺳﲑﻫﺎ ﻋﻠﻰ ﻃﺮﻳﻖ ﺍﻟﺘﻤﻴﺰ ‪ .‬ﻭﺫﻟﻚ ﻣﻦ ﺧﻼﻝ ﻋﻘﺪ ﺍﻟﻠﻘﺎﺀﺍﺕ ﻭﺍﻟﻨﺪﻭﺍﺕ ﺑـﺸﻜﻞ ﻣـﺴﺘﻤﺮ‬ ‫ﻭﺣﺚ ﺍﻟﻌﺎﻣﻠﲔ ﻋﻠﻰ ﺍﳌﺸﺎﺭﻛﺔ ﰲ ﺍﳌﻨﺎﺳﺒﺎﺕ ﺍﳋﺎﺻﺔ ﺑﺎﻟﻌﺎﻣﻠﲔ ﻹﺩﺍﻣﺔ ﺍﻟﺘﻮﺍﺻﻞ‪.‬‬ ‫ﺭﺍﺑﻌﹰﺎ ‪ :‬ﻛﻤﺎ ﻳﻮﺻﻲ ﺍﻟﺒﺎﺣﺚ ﻗﻴﺎﻡ ﺍﳌﻨﻈﻤﺎﺕ ﺑﺈﺗﺎﺣﺔ ﺍﻟﻔﺮﺻﺔ ﺃﻣﺎﻡ ﻣﻦ ﳝﺎﺭﺱ ﺍﻟﻌﻤﻞ ﺍﻟﻘﻴﺎﺩﻱ ﻟﻘﺮﺍﺀﺓ ﻣﺎ ﻳﻨﺸﺮ ﻣﻦ ﺩﺭﺍﺳﺎﺕ‬ ‫ﻋﻦ ﺍﻟﻘﻴﺎﺩﺓ ‪ ،‬ﻟﻼﺳﺘﻔﺎﺩﺓ ﻣﻨﻬﺎ ﰲ ﺩﻋﻢ ﻣﻬﺎﺭﺍﺕ ﺇﳒﺎﺯ ﺍﳌﻬﻤﺔ ﻻﺳﻴﻤﺎ ﻭﺍﻥ ﻏﺎﻟﺒﻴﺔ ﺍﳌﻨﻈﻤﺎﺕ ﺳﺎﻋﻴﺔ ﳓﻮ ﺍﻟﺘﻤﻴﺰ ‪ ،‬ﻭﳝﻜـﻦ‬ ‫ﺗﻮﻓﲑ ﻫﺬﻩ ﺍﻟﻔﺮﺹ ﻣﻦ ﺧﻼﻝ ﺍﻻﺷﺘﺮﺍﻙ ﰲ ﺍ‪‬ﻼﺕ ﻭﺍﻟﻨﺸﺮﺍﺕ ﺍﻟﻌﻤﻠﻴﺔ ﺍﳌﺘﺨﺼﺼﺔ ﰲ ﳎﺎﻝ ﺍﻟﻘﻴﺎﺩﺓ ‪ ،‬ﻭﺗﻮﺯﻳﻌﻬﺎ ﺑـﺸﻜﻞ‬ ‫‪١٦٢‬‬ ‫ﻣﻨﻈﻢ ﻋﻠﻰ ﺍﻟﻘﺎﺩﺓ ﺍﻹﺩﺍﺭﻳﲔ ﻭﺍﻟﻄﻠﺐ ﻣﻨﻬﻢ ﻧﺸﺮ ﻣﺎ ﻫﻮ ﺟﺪﻳﺪ ﰲ ﺑﻴﺌﺔ ﻋﻤﻠﻬﻢ ‪ ،‬ﻭﺍﻟﻌﻤﻞ ﻋﻠﻰ ﺗﻄﺒﻴﻖ ﺫﻟﻚ ﺍﳉﺪﻳـﺪ ﰲ‬ ‫ﺇﻋﻤﺎﳍﻢ ‪.‬‬ ‫ﺧﺎﻣﺴﹰﺎ ‪ :‬ﺃﻥ ﺗﺘﺒﲎ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻋﻤﺎﻝ ﺍﺧﺘﻴﺎﺭ ﺑﺮﺍﻣﺞ ﺗﺪﺭﻳﺒﻪ ﻣﻜﺜﻔﺔ ﺗﺘﺼﻞ ﻣﻮﺍﺿﻴﻌﻬﺎ ﺑﺎﳌﻮﺍﺿـﻴﻊ ﺍﳌﺨﺘﻠﻔـﺔ ﰲ ﺍﻟﻘﻴـﺎﺩﺓ‬ ‫ﺍﻷﺭﺩﻧﻴﺔ ‪ ،‬ﻟﺘﻌﺰﻳﺰ ﻗﺪﺭﺍﺕ ﻭﺇﻣﻜﺎﻧﺎﺕ ﺍﻟﺴﺎﻋﲔ ﳓﻮ ﲤﻴﺰ ﻣﻨﻈﻤﺎ‪‬ﻢ ﳓﻮ ﺍﳌﻤﺎﺭﺳﺎﺕ ﺍﻟﻌﻤﻠﻴﺔ ﺍﻟﻨﺎﺟﺤﺔ ﻭﺍﻟﱵ ﺗـﺴﲑ ﳓـﻮ‬ ‫ﺗﺴﺨﲑ ﺍﳌﻬﺎﺭﺍﺕ ﻭﺍﻟﻘﺪﺭﺍﺕ ﺍﻟﻔﺮﺩﻳﺔ ﰲ ﲢﻘﻴﻖ ﺍﻷﻫﺪﺍﻑ ﺍﳌﻮﺿﻮﻋﺔ ﻭﺍﻟﻨﺘﺎﺋﺞ ﺍﳌﺮﺟﻮﺓ ﻋﻠﻰ ﻃﺮﻳﻖ ﺍﻟﺘﻤﻴﺰ ‪.‬‬ ‫ﺳﺎﺩﺳﹰﺎ ‪ :‬ﻳﻮﺻﻲ ﺍﻟﺒﺎﺣﺚ ﺗﻮﱄ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻋﻤﺎﻝ ﺑﻨﺎﺀ ﻓﺮﻕ ﺍﻟﻌﻤﻞ ﺩﺍﺧﻞ ﻣﻨﻈﻤﺎ‪‬ﻢ ﻛﻀﻤﺎﻧﻪ ﺃﺳﺎﺳﻴﺔ ﻟﺘﺤﻘﻴﻖ ﺍﻟﺘﻤﻴﺰ ‪،‬‬ ‫ﻭﺗﺪﺭﻳﺐ ﺍﻟﻘﺎﺩﺓ ﻋﻠﻰ ﺑﻨﺎﺀ ﺍﻟﻔﺮﻕ ﻭﺇﺩﺍﺭ‪‬ﺎ ﺑﺎﻟﺸﻜﻞ ﺍﻟﺬﻱ ﻳﺆﺩﻱ ﺇﱃ ﲢﻘﻴﻖ ﺍﻟﺘﻤﻴﺰ ﺍﻟﺘﻨﻈﻴﻤﻲ ‪.‬‬ ‫ﺳﺎﺑﻌﹰﺎ ‪ :‬ﺍﻟﺘﻮﺻﻴﺔ ﺑﺒﻨﺎﺀ ﺃﻫﺪﺍﻑ ﺟﺪﻳﺪﺓ ﺗﺴﺘﻨﺪ ﺇﱃ ﻣﻔﻬﻮﻡ ﺍﻟﺘﻔﺮﺩ ﻭﺍﻟﻐﺮﺍﺑﺔ ﰲ ﺗﻘﺪﱘ ﺍﳋﺪﻣﺔ ﺃﻭ ﺍﳌﻨﺘﺞ ‪ ،‬ﺫﻟﻚ ﻣﻦ ﺧـﻼﻝ‬ ‫ﻃﺮﺣﻬﻤﺎ ﻛﺸﻌﺎﺭﺍﺕ ﻣﺘﺒﻨﺎﺓ ﻣﻦ ﻗﺒﻞ ﺍﻟﻘﺎﺩﺓ ﻭﺍﻟﻌﺎﻣﻠﲔ ﻟﺘﺄﻛﻴﺪ ﺣﺎﻟﺔ ﺍﻟﺘﻤﻴﺰ‪.‬‬ ‫ﺛﺎﻣﻨﹰﺎ‪ :‬ﺍﻻﻫﺘﻤﺎﻡ ﺑﻨﺸﺮ ﺛﻘﺎﻓﺔ ﺍﳌﺴﺌﻮﻟﻴﺔ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ) ﺍﻻﺳﺘﺠﺎﺑﺔ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ( ﻛﺠﺰﺀ ﻣﻦ ﺍﻟﺘﺰﺍﻡ ﺍﳌﻨﻈﻤﺔ ﻟﻠﻤﺤﺎﻓﻈﺔ ﻋﻠـﻰ‬ ‫ﺍﲡﺎﻩ ﺍ‪‬ﺘﻤﻊ ﻭﺍﻟﻌﺎﻣﻠﲔ ‪ ،‬ﻭﻳﺘﺤﻘﻖ ﺫﻟﻚ ﻣﻦ ﺧﻼﻝ ﺍﻻﻟﺘﺰﺍﻡ ﲟﺘﻄﻠﺒﺎﺕ ﺍﶈﺎﻓﻈﺔ ﻋﻠﻰ ﺍﻟﺒﻴﺌﺔ ‪،‬ﻭﺍﻻﻟﺘﺰﺍﻡ ﺑﺎﻷﻧﻈﻤﺔ ﻭﺍﻟﻘـﻮﺍﻧﲔ‬ ‫ﺍﻟﱵ ﺗﺮﻋﻰ ﻣﺼﺎﱀ ﺍﻟﻌﺎﻣﻠﲔ ﻭﺍﻷﻃﺮﺍﻑ ﺍﻷﺧﺮﻯ ﻣﻦ ﺫﻭﻱ ﺍﳌﺼﺎﱀ ﺑﺎﳌﻨﻈﻤﺔ ‪.‬‬ ‫ﺗﺎﺳﻌﺎ‪ :‬ﻳﻮﺻﻲ ﺍﻟﺒﺎﺣﺚ ﺑﺈﺟﺮﺍﺀ ﺍﳌﺰﻳﺪ ﻣﻦ ﺍﻟﺪﺭﺍﺳﺎﺕ ﺣﻮﻝ ﺍﳌﺘﻐﲑﺍﺕ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ )ﻏﲑ ﺍﻟﻮﺍﺭﺩﺓ ﰲ ﺍﻟﺪﺭﺍﺳﺔ ﺍﳊﺎﻟﻴﺔ( ﺫﺍﺕ‬ ‫ﺍﻟﻌﻼﻗﺔ ﺑﺎﻟﺘﻤﻴﺰ ‪ ،‬ﻭﺫﻟﻚ ﻟﻠﻮﻗﻮﻑ ﻋﻠﻰ ﺍﳌﺸﻜﻼﺕ ﺍﻟﱵ ﲢﻮﻝ ﺩﻭﻥ ﲢﻘﻴﻖ ﺍﻟﺘﻤﻴﺰ ﰲ ﳐﺘﻠﻒ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺴﻌﻮﺩﻳﺔ ‪ ،‬ﻭﻟﻌﻞ‬ ‫ﺍﻟﺴﺒﻴﻞ ﺇﱃ ﲢﻘﻴﻖ ﺫﻟﻚ ﻫﻮ ﲣﺼﻴﺺ ﻣﺒﺎﻟﻎ ﻟﺪﻋﻢ ﺍﻟﺒﺤﺚ ﺍﻟﻌﻠﻤﻲ ‪ ،‬ﺃﻭ ﺗﺒﲏ ﺍﻟﺪﺭﺍﺳﺎﺕ ﺫﺍﺕ ﺍﻟﻌﻼﻗـﺔ ﺍﻟـﱵ ﳚﺮﻳﻬـﺎ‬ ‫ﺍﻟﺒﺎﺣﺜﻮﻥ‪.‬‬ ‫‪١٦٣‬‬ ‫‪-‬‬ ‫‪---‬‬ ‫ﺍﳌﺮﺍﺟﻊ‬ ‫‪١٦٤‬‬ ‫ﺃﻭﻻ ‪:‬ﺍﳌﺮﺍﺟﻊ ﺍﻟﻌﺮﺑﻴﺔ ‪:‬‬ ‫‪ -١‬ﺍﻟﺪﻛﺘﻮﺭ ﻋﻠﻰ ﻣﻴﺎ ‪ ،‬ﻭﺍﻟﺪﻛﺘﻮﺭ ﺑﺴﺎﻡ ﺯﺍﻫﺮ ﻭﺳﻮﻣﺎ ﺳﻠﻴﻄﲔ ) ‪ (٢٠٠٧‬ﺍﻻﺩﺍﺭﺓ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻭﺃﺛﺮﻫﺎ ﰱ ﺭﻓﻊ ﺃﺩﺍﺀ ﻣﻨﻈﻤﺎﺕ‬ ‫ﺍﻷﻋﻤﺎﻝ ﳎﻠﺔ ﺟﺎﻣﻌﺔ ﺗﺸﺮﻳﻦ ﻟﻠﺪﺭﺍﺳﺎﺕ ﻭﺍﻟﺒﺤﻮﺙ ﺍﻟﻌﻠﻤﻴﺔ – ﺳﻠﺴﻠﺔ ﺍﻟﻌﻠﻮﻡ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ﻭﺍﻟﻘﺎﻧﻮﻧﻴﺔ ﺍ‪‬ﻠﺪ ) ‪ ( ٢٩‬ﺍﻟﻌﺪﺩ‬ ‫) ‪٢٠٠٧ (١‬‬ ‫‪ -٢‬ﺃﺑﻮ ﺑﻜﺮ ‪ ،‬ﻣﺼﻄﻔﻰ ﳏﻤﻮﺩ ‪ .‬ﺍﻟﺘﻔﻜﲑ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻰ ﻭﺇﻋﺪﺍﺩ ﺍﳋﻄﺔ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺪﺍﺭ ﺍﳉﺎﻣﻌﻴﺔ ‪ ،‬ﺍﻟﻘﺎﻫﺮﺓ ‪،٤٨١ ،‬‬ ‫‪٢٠٠٠‬‬ ‫‪ -٣‬ﺃﺑﻮ ﻧﺎﻋﻢ ‪ ،‬ﻋﺒﺪ ﺍﳊﻤﻴﺪ ‪ ،‬ﺍﻻﺩﺍﺭﺓ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ) ﺇﻋﺪﺍﺩ ﺍﳌﺪﻳﺮ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻰ( ﺍﻟﻄﺒﻌﻪ ﺍﻟﺜﺎﻧﻴﺔ ‪ .‬ﺩﺍﺭ ﺍﻟﺜﻘﺎﻓﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﳌﺘﺒﺪﻳﺎﻥ‬ ‫‪ ،‬ﺍﻟﻘﺎﻫﺮﺓ ‪٥٠٤ ، ١٩٩٣ ،‬‬ ‫‪ -٤‬ﺍﻟﺪﻭﺭﻯ ‪ ،‬ﺯﻛﺮﻳﺎ ﻣﻄﻠﻚ ‪ .‬ﺍﻻﺩﺍﺭﺓ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ‪ :‬ﻣﻔﺎﻫﻴﻢ ﻭﺣﺎﻻﺕ ﺩﺭﺍﺳﻴﺔ ‪ ،‬ﻋﻤﺎﻙ ﺩﺍﺭ ﺍﻟﻴﺎﺯﻭﺭﻯ ‪. ٣٩٩ ، ٢٠٠٥ ،‬‬ ‫‪ -٥‬ﺍﻟﺮﻭﻳﺘﻊ ‪ ،‬ﻣﺘﻌﺐ ‪ ،‬ﺍﻟﺒﻴﺰ ‪ ،‬ﺧﺎﻟﺪ ‪ ،‬ﺍﻟﻌﺸﻮﺍﺋﻴﺔ ﺗﻐﻠﻒ ﺍﺳﺘﺜﻤﺎﺭ ﺍﻟﺴﻌﻮﺩﻳﺔ ‪ ،‬ﺍﺕ ﺍﻟﺴﻌﻮﺩﱙ ‪ ،‬ﺟﺮﻳﺪﺓ ﺍﻟﺮﻳﺎﺽ ‪ ،‬ﺍﻟﻌﺪﺩ‬ ‫‪( www.alriyadh.com )، ٢٠٠٥ ،١٣٤٥٢‬‬ ‫‪ -٦‬ﺍﻟﺴﻴﺪ ‪ ،‬ﺍﲰﺎﻋﻴﻞ ﳏﻤﺪ ‪ .‬ﺍﻻﺩﺍﺭﺓ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ‪ :‬ﻣﻔﺎﻫﻴﻢ ﻭﺣﺎﻻﺕ ﺗﻄﺒﻴﻘﻴﺔ ﺍﻻﺭﺩﻧﻴﺔ ‪ ،‬ﻣﻜﺘﺐ ﺍﻝ‪،‬ﻋﻰ ﺍﳊﺪﻳﺚ ‪،‬‬ ‫ﺍﻻﺳﻜﻨﺪﺭﻳﺔ ‪١٩٩٨،٣٠ ،،‬‬ ‫‪ -٧‬ﺍﻟﻌﺎﺭﻑ ‪ ،‬ﻧﺎﺩﻳﺎ ‪ .‬ﺍﻻﺩﺍﺭﺓ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ) ﺇﺩﺍﺭﺓ ﺍﻷﻟﻔﻴﺔ ﺍﻟﺜﺎﻟﺜﺔ ( ‪ ،‬ﺩﺍﺭ ﺍﳉﺎﻣﻌﻴﺔ ﺍﻻﺳﻜﻨﺪﺭﻳﺔ ‪٤٣٩ ، ٢٠٠٠ ،‬‬ ‫‪ -٨‬ﺍﻟﻌﻘﺎﺩ ‪ ،‬ﺍﳝﻦ ‪ .‬ﳏﺎﺿﺮﺍﺕ ﰱ ﺍﻻﺩﺍﺭﺓ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ‪ ،‬ﻣﻌﻬﺪ ﺍﻟﺘﻨﻤﻴﺔ ﺍﻻﺩﺭﺍﻳﺔ ‪ ،‬ﺩﻣﺸﻖ ‪٦٢ ،٢٠٠٥‬‬ ‫‪ -٩‬ﺍﻟﻘﻄﺎﻣﲔ ‪ ،‬ﺍﲪﺪ ﻋﻄﺎ ﺍﷲ ‪ .‬ﺍﻻﺩﺍﺭﺓ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ‪ ،‬ﺩﺍﺭ ﳎﺪﻻﻭﻯ ‪ ،‬ﻋﻤﺎﻥ ‪. ٢٩٥، ٢٠٠٢ ،‬‬ ‫‪-١٠‬‬ ‫ﺍﳌﺎﺿﻰ ‪ ،‬ﳏﻤﺪ ﺍﶈﻤﺪﻯ ‪ .‬ﺍﻟﺴﻴﺎﺳﺎﺕ ﺍﻻﺩﺍﺭﻳﺔ ‪ ،‬ﻣﺮﻛﺰ ﺟﺎﻣﻌﺔ ﺍﻟﻘﺎﻫﺮﺓ ﻟﻠﺘﻌﻠﻴﻢ ﺍﳌﻔﺘﻮﺡ ‪٢٠٠٣،٣٩٨‬‬ ‫‪ -١١‬ﺑﺪﺭ ‪ ،‬ﺣﺎﻣﺪ ﺭﻣﻀﺎﻥ ‪ .‬ﺍﻻﺩﺍﺭﺓ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ‪ ،‬ﺍﻟﻄﺒﻌﺔ ﺍﻻﻭﱃ ‪ ،‬ﺩﺍﺭ ﺍﻟﻨﻬﻀﺔ ﺍﻟﻌﺮﺑﻴﺔ‬ ‫ﺍﻟﻘﺎﻫﺮﺓ ‪٣١٢ ،١٩٩٤ ،‬‬ ‫‪ -١٢‬ﺟﻮﻧﺰ ‪ ،‬ﺟﺎﺭﻳﺚ ‪ ،‬ﻫﻴﻞ ‪ ،‬ﺷﺎﺭﻟﻴﺰ ‪ .‬ﺍﻻﺩﺍﺭﻩ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺗﺮﲨﺔ ﺭﻓﺎﻋﻰ ‪ ،‬ﳏﻤﺪ ﺭﻓﺎﻋﻰ ‪.‬‬ ‫ﻋﺒﺪ ﺍﳌﺘﻌﺎﻝ ‪ ،‬ﳏﻤﺪ ﺳﻴﺪ ﺍﲪﺪ ‪ ،‬ﺍﻟﻄﺒﻌﺔ ﺍﻟﺮﺍﺑﻌﺔ ‪ ،‬ﺍﳉﺰﺀ ﺍﻻﻭﻝ ‪ ،‬ﺩﺍﺭ ﺍﳌﺮﻳﺦ ﻟﻠﻨﺸﺮ ‪،‬‬ ‫ﺍﻟﺮﻳﺎﺽ‪ -‬ﺍﳌﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ ‪٧٧٠ ، ٢٠٠١ ،‬‬ ‫‪١٦٥‬‬ ‫‪ -١٣‬ﺧﱪﺍﺀ ﲟﺒﻚ ‪ ،‬ﺍﳌﺸﺮﻑ ﺍﻟﻌﻠﻤﻰ ﻋﺒﺪ ﺍﻟﺮﲪﻦ ﺗﻮﻓﻴﻖ ‪ ،‬ﺍﻻﺩﺍﺭﺓ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ‪ :‬ﻣﺒﺎﺩﻯﺀ‬ ‫ﻭﺍﻻﺩﻭﺍﺕ ‪ ،‬ﺳﻠﺴﻠﺔ ﺍﻟﺘﻨﻤﻴﺔ ﺍﻻﺩﺍﺭﻳﺔ ﺍﻟﺬﺍﺗﻴﺔ ‪ ،‬ﺍﻟﻘﺎﻫﺮﺓ ‪ :‬ﻣﺮﻛﺰ ﺍﳋﱪﺍﺕ ﺍﳌﻬﻨﻴﺔ ﻟﻼﺩﺍﺭﺓ –‬ ‫ﺧﱪﺍﺀ ﲟﺒﻚ ‪١٠ ، ٢٠٠٤ ،‬‬ ‫‪ -١٤‬ﺯﺍﻫﺮ ‪ ،‬ﺑﺴﺎﻡ ‪ ،‬ﻣﺪﺧﻞ ﻣﻘﺘﺮﺡ ﻟﺮﻓﻊ ﻛﻔﺎﺀﺓ ﻭﻓﺎﻋﻠﻴﺔ ﻧﻈﻢ ﺗﻮﻛﻴﺪ ) ﻣﻨﻈﻮﺭ ﺇﺩﺍﺭﺓ ﺍﳉﻮﺩﻩ‬ ‫ﺍﻟﺸﺎﻣﻠﺔ () ﺩﺭﺍﺳﺔ ﺗﻄﺒﻴﻘﻴﺔ ﻋﻠﻰ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻨﺎﻋﻴﺔ ﺍﳌﺼﺮﻳﺔ ﻟﻘﻄﺎﻉ ﺍﻻﻋﻤﺎﻝ ﺍﻟﻌﺎﻡ‬ ‫ﺍﳊﺎﺻﻠﺔ ﻋﻠﻰ ﺷﻬﺎﺩﺓ ﺍﻻﻳﺰﻭ ‪ ، (٩٠٠١‬ﺭﺳﺎﻟﺔ ﺩﻛﺘﻮﺭﺍﺓ ﻏﲑ ﻣﺸﻮﺭﺓ ‪ ،‬ﺟﺎﻣﻌﻬﺔﻋﲔ ﴰﺲ‬ ‫‪ ،‬ﺍﻟﻘﺎﻫﺮﺓ ‪٢٠٠٢,٢٠ ،‬‬ ‫‪ -١٥‬ﻛﻴﻨﻴﺚ ‪ ،‬ﻛﻮﻙ ‪ ...‬ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﺨﻄﻴﻂ ﰱ ﺍﳌﻨﺸﺄﺕ ﺍﻟﺼﻐﲑﺓ ‪ ،‬ﻭﺗﺮﲨﺔ ﺑﻴﺖ ﺍﻻﻓﻜﺎﺭ‬ ‫ﺍﻟﺪﻭﻟﻴﺔ ‪ ،‬ﺍﻟﺮﻳﺎﺽ ‪١٨ ، ٢٠٠٣ ،‬‬ ‫‪ -١٦‬ﻣﺎﻫﺮ ‪ ،‬ﺍﲪﺪ ‪ .‬ﺩﻟﻴﻞ ﺍﳌﺪﻳﺮ ﺧﻄﻮﺓ ﲞﻄﻮﺓ ﰱ ﺍﻻﺩﺍﺭﺓ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ‪ ،‬ﺍﻻﺳﻜﻨﺪﺭﻳﺔ ‪١٩٩٦ ،‬‬ ‫‪٣٩٩ ،‬‬ ‫‪ – ١٧‬ﻳﺎﺳﲔ ‪ ،‬ﺳﻌﺪ ﻏﺎﻟﺐ ‪ ،‬ﺍﻻﺩﺍﺭﻩ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ) ﺩﺍﺭ ﺍﻟﻴﺎﺯﻭﺭﻯ ﺍﻟﻌﻠﻤﻴﺔ ( ‪ ،‬ﺍﻟﺮﻳﺎﺽ ‪،‬‬ ‫ﺍﳌﻤﻠﻜﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ ‪٢٠٩،١٩٩٨ ،‬‬ ‫‪ -١٨‬ﳒﻢ ﻋﺒﻮﺩ ﳒﻢ ‪ :(2004‬ﻻﺇﺩﺍﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ‪ ،‬ﺩﺍﺭ ﺍﳌﺮﻳﺦ ﻟﻠﻨﺸﺮ ‪ ،‬ﺍﻟﺮﻳﺎﺽ ‪ ،‬ﺹ ‪.479‬‬ ‫‪ -١٩‬ﺑﺮﻳﺎﻥ ﺑﺎﻓﻴﻨﱪﺟﺮ ﻭﺑﻴﻞ ﻛﺎﺭﻭ ‪ :(2002‬ﺇﺗﺶ ﰐ ﺇﻡ ﺇﻟـ ‪ ، (HTML 4) 4‬ﺗﺮﲨﺔ ﺩ‪ .‬ﺧﺎﻟﺪ ﺍﻟﻌﺎﻣﺮﻱ ‪ ،‬ﺩﺍﺭ ﺍﻟﻔﺎﺭﻭﻕ ﻟﻠﻨﺸﺮ‬ ‫‪ ،‬ﺍﻟﻘﺎﻫﺮﺓ ‪ ،‬ﺹ ‪.385‬‬ ‫‪ -٢٠‬ﺑﻴﺘﺮ ﻑ ‪ .‬ﺩﺭﺍﻛﺮ )‪ :(1999‬ﲢﺪﻳﺎﺕ ﺍﻹﺩﺍﺭﺓ ﰲ ﺍﻟﻘﺮﻥ ﺍﻟﻮﺍﺣﺪ ﻭﺍﻟﻌﺸﺮﻳﻦ ‪ ،‬ﻧﺸﺮﺓ ﺧﻼﺻﺎﺕ ‪ ،‬ﺍﻟـﺸﺮﻛﺔ ﺍﻟﻌﺮﺑﻴـﺔ ﻟﻺﻋـﻼﻡ‬ ‫ﺍﻟﻌﻠﻤﻲ ‪ ،‬ﺍﻟﻌﺪﺩ ‪ ،159‬ﺁﺏ ‪ ،‬ﺹ ﺹ ‪.8 – 7‬‬ ‫‪) -٢١‬ﺍ‪‬ﻠﺲ ﺍﻟﻮﻃﲏ ﻟﻠﺘﻨﺎﻓﺴﻴﺔ _ ﺗﻘﺮﻳﺮ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺼﺮﻳﺔ ﻟﻌﺎﻣﻲ ‪.2005/2004, 2004/2003‬‬ ‫‪١٦٦‬‬ ‫‪-٢٢‬‬ ‫ﺑﻴﻨﻴﺲ ‪ ،‬ﻭﺍﺭﻳﻦ )‪ ، (1996‬ﻭﺍﻟﻘﻴﺎﺩﻳﺔ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﺃﺩﺍﺀ ﳎﻤﻮﻋﺔ ﻣﻦ ﻛﺒﺎﺭ ﺍﻟﺘﻨﻔﻴﺬﻳﲔ ‪ ،‬ﺗﺮﲨﺔ ﻫﺸﺎﻡ ﻋﺒﺪ‬ ‫ﺍﷲ ‪ ،‬ﺩﺍﺭ ﺍﻟﻨﺸﺮ‪.‬‬ ‫‪-٢٣‬‬ ‫ﺑﻴﻨﻴﺲ ‪،‬ﻭﺍﺭﻳﻦ )‪ (2005‬ﺍﻟﻘﻴﺎﺩﺓ ﻭﺍﻹﺩﺍﺭﺓ ﰲ ﻋﺼﺮ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻥ ﻭﺍﻻﻧﺘﺮﻧﺖ ‪:‬‬ ‫‪http://www.alnoorword.com/learn/topicbody.asp?TopicId=13&SectionID=38.‬‬ ‫‪cited on 21/12/2005.‬‬ ‫‪-٢٤‬‬ ‫ﺟﺎﺭﺩ ﻧﺮ ‪ ،‬ﻭﺟﻮﻥ ‪.‬ﻭ‪ ، (1989).‬ﺍﻟﺘﻤﻴﺰ ﺍﳌﻮﻫﺒﺔ ﻭﺍﻟﻘﻴﺎﺩﺓ ‪ ،‬ﺗﺮﲨﺔ ﳏﻤﺪ ﳏﻤﻮﺩ ﺭﺿﻮﺍﻥ ‪،‬ﺍﻟﻘﺎﻫﺮﺓ ﺍﻟﺪﺍﺭ‬ ‫ﺍﻟﺪﻭﻟﻴﺔ ﻟﻠﻨﺸﺮ ﻭﺍﻟﺘﻮﺯﻳﻊ‬ ‫‪-٢٥‬‬ ‫ﺩﻟﻴﻞ ﺍﳌﺸﺘﺮﻛﲔ ‪ -‬ﳎﻠﺲ ﺍﻟﻐﺮﻑ ﺍﻟﺴﻌﻮﺩﻳﺔ ‪ ،‬ﺑﺮﻧﺎﻣﺞ ﺟﺎﺋﺰﺓ ﺍﳌﻠﻚ ﻋﺒﺪﺍﻟﻌﺰﻳﺰ ﻟﻠﺠﻮﺩﺓ‪.‬‬ ‫‪ -٢٦‬ﻓﻦ ﺍﻟﻘﻴﺎﺩﺓ ‪ .‬ﺍﻟﺮﻳﺎﺽ‪ ،‬ﺗﺮﲨﺔ ﻣﻜﺘﺒﺔ ﺟﺮﻳﺮ)‪(2001‬ﻭﻟﻴﺎﻡ ﻛﻮﻫﲔ ‪.‬‬ ‫ﺛﺎﻧﻴﺎ ‪:‬ﺍﳌﺮﺍﺟﻊ ﺍﻷﺟﻨﺒﻴﺔ ‪:‬‬ ‫‪Ganesh D. 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