‫ﻛﻴﻔﻴﺔ ﺇﺩﺍﺭﺓ ﺍﻻﺟﺘﻤﺎﻉ ﻟﺘﺤﻘﻴﻖ ﺃﻫﺪﺍﻓﻪ‬

‫ﺩﻛﺘﻮﺭ‪ /‬ﺇﺑﺮﺍﻫﻴﻢ ﺍﻟﺨﻀﺮ ﺍﻟﺤﺴﻦ‬

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دא
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‫‪E•F‬‬
‫ﺩ‪ .‬ﺇﺑﺮﺍﻫﻴﻢ ﺍﻟﺨﻀﺮ ﺍﻟﺤﺴﻦ‬

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‫ﺇﺩﺍﺭﺓ ﺍﻻﺟﺘﻤﺎﻉ ﻣﻬﺎﺭﺓ ﺫﺍﺕ ﻗﻴﻤﺔ ﻭﻓﺎﺋﺪﺓ ‪ ،‬ﻳﺤﺘﺎﺝ ﺇﻟﻴﻬﺎ ﻣﺪﻳﺮﻭ ﺍﻟﻤﺪﺍﺭﺱ‬
‫ﻭﺍﻟﺠﺎﻣﻌﺎﺕ ﺍﻟﻤﺆﺳﺴﺎﺕ ﻭﺍﻟﻬﻴﺌﺎﺕ ﻭﺍﻟﻤﻨﻈﻤﺎﺕ ﻭﺭﺅﺳﺎﺀ ﻭﺃﻋﻀﺎﺀ ﻣﺠﺎﻟﺲ ﺍﻹﺩﺍﺭﺍﺕ ﻭﺍﻟﻠﺠﺎﻥ‬
‫ﻭﺍﻷﻣﺎﻧﺎﺕ ﻭﺍﻹﺩﺍﺭﺍﺕ ﺍﻟﻌﻠﻴﺎ ﻓﻲ ﺍﻷﺟﻬﺰﺓ ﺍﻟﺤﻜﻮﻣﻴﺔ ﻭﺍﻟﺨﺎﺻﺔ ﻭﺍﻷﻫﻠﻴﺔ ‪ ،‬ﻭﻫﻲ ﻣﻬﺎﺭﺓ‬
‫ﺃﺳﺎﺳﻴﺔ ﻟﻜﻞ ﻓﺮﺩ ﺗﺮﺑﻄﻪ ﻋﻼﻗﺔ ﻣﻊ ﺟﻤﺎﻋﺔ ﻣﻦ ﺍﻟﻌﺎﻣﻠﻴﻦ ‪ ،‬ﺃﻭ ﻣﺠﻤﻮﻋﺔ ﺃﻓﺮﺍﺩ‬
‫ﻳﺘﻮﺍﺻﻠﻮﻥ ﻣﻊ ﺑﻌﻀﻬﻢ ﺍﻟﺒﻌﺾ ﻟﺘﺤﻘﻴﻖ ﻣﺼﺎﻟﺢ ﻣﺸﺘﺮﻛﺔ ﺗﺘﻄﻠﺐ ﺗﺒﺎﺩﻝ ﻭﺟﻬﺎﺕ ﺍﻟﻨﻈﺮ‬
‫‪ ،‬ﻭﺗﻘﻠﻴﺐ ﺍﻵﺭﺍﺀ ﻭﺍﻷﻓﻜﺎﺭ ﻟﺤﻞ ﻣﺸﻜﻠﺔ ‪ ،‬ﺃﻭ ﻭﺿﻊ ﺧﻄﺔ‪ ،‬ﺃﻭ ﺇﺻﺪﺍﺭ ﻗﺮﺍﺭ ‪ ،‬ﺃﻭ‬
‫ﺗﺸﻜﻴﻞ ﺭﺃﻱ ﻋﺎﻡ ﺣﻮﻝ ﻣﻮﺿﻮﻉ ﻣﺎ ‪.‬‬
‫ﻭﻟﻬﺬﺍ ﻳﺒﻘﻰ ﺗﻌﻠﻢ ﻭﺍﻛﺘﺴﺎﺏ ﻣﻬﺎﺭﺓ ﺇﺩﺍﺭﺓ ﺍﻻﺟﺘﻤﺎﻉ ﻣﻦ ﺍﻟﻤﺘﻄﻠﺒﺎﺕ ﺍﻟﻬﺎﻣﺔ‬
‫ﻭﺍﻟﻀﺮﻭﺭﻳﺔ ﻟﺘﻄﻮﻳﺮ ﻭﺗﺠﻮﻳﺪ ﺍﻷﺩﺍﺀ ﻭﺗﺮﻗﻴﺔ ﺍﻟﺤﻴﺎﺓ ﺑﺄﻧﺸﻄﺘﻬﺎ ﺍﻟﻤﺨﺘﻠﻔﺔ ‪ ،‬ﺍﻟﺘﺮﺑﻮﻳﺔ‬
‫ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ﻭﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﻭﺍﻟﺴﻴﺎﺳﻴﺔ ﻭﺍﻟﺜﻘﺎﻓﻴﺔ ‪ ،‬ﻭﻟﺪﻯ ﻛﺎﻓﺔ ﺍﻟﺘﺠﻤﻌﺎﺕ ‪ ،‬ﻭﻓﺌﺎﺕ‬
‫ﻭﺷﺮﺍﺋﺢ ﺍﻟﻤﺠﺘﻤﻊ ﺑﻤﺨﺘﻠﻒ ﻣﺴﺘﻮﻳﺎﺗﻬﺎ ﻭﻣﺴﻤﻴﺎﺗﻬﺎ ﺍﻟﻤﺘﻌﺪﺩﺓ ‪.‬‬

‫‪Abstract:‬‬
‫‪Meeting management is a valuable and beneficiary skill , which is needed by‬‬
‫‪the directors of schools , universities, organizations , agencies heads, and members‬‬
‫‪of assemblies , committees , secretariats and senior directories in the governmental ,‬‬
‫‪private and Civil agencies . each individual has relationship with a group of workers‬‬
‫‪or group of individuals communicating with each other to achieve joint benefits that‬‬
‫• ﺃﺳﺘﺎﺫ ﻣﺸﺎﺭﻙ – ﻋﻤﻴﺪ ﻛﻠﻴﺔ ﺍﻟﺘﺮﺑﻴﺔ – ﺟﺎﻣﻌﺔ ﺍﻓﺮﻳﻘﻴﺎ ﺍﻟﻌﺎﻟﻤﻴﺔ ‪.‬‬
‫ﻧﻮﻓﻤﺒﺮ ‪2016‬ﻡ‬ ‫)‪(144‬‬ ‫ﺩﺭﺍﺳﺎﺕ ﺗﺮﺑﻮﻳﺔ – ﺍﻟﻌﺪﺩ ﺍﻟﺨﺎﻣﺲ‬
 ‫ﻛﻴﻔﻴﺔ ﺇﺩﺍﺭﺓ ﺍﻻﺟﺘﻤﺎﻉ ﻟﺘﺤﻘﻴﻖ ﺃﻫﺪﺍﻓﻪ‬
‫ﺩﻛﺘﻮﺭ‪ /‬ﺇﺑﺮﺍﻫﻴﻢ ﺍﻟﺨﻀﺮ ﺍﻟﺤﺴﻦ‬

‫‪necessitate discussion of views , opinions and thoughts to solve a problem make a‬‬
‫‪plan , issue a decision or shape public opinion about a certain Topic .‬‬
‫‪And thus Learnig and acquiring the skill of meeting management is one of‬‬
‫‪the necessary and important requirements to improve and qualify the performance‬‬
‫‪and promote life and its various educational , economic , social , political and‬‬
‫‪cultural activities in all groups, categories and classes, of the society , with its‬‬
‫‪different levels and various titles .‬‬
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‫ﻳﺮﻯ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﻤﺮﺍﻗﺒﻴﻦ ﻭﺃﺻﺤﺎﺏ ﺍﻟﺮﺃﻱ ﻭﺍﻟﺘﺠﺮﺑﺔ ﺃﻥ ﻫﻨﺎﻙ ﺷﻜﻮﻯ ﺁﺧﺬﺓ‬
‫ﻓﻲ ﺍﻻﺗﺴﺎﻉ ﻳﻮﻣﺎﹰ ﺑﻌﺪ ﻳﻮﻡ ﻣﻦ ﺍﻟﻜﻴﻔﻴﺔ ﺍﻟﺘﻲ ﺗ‪‬ﺪﺍﺭ ﺑﻬﺎ ﺑﻌﺾ ﺍﻻﺟﺘﻤﺎﻋﺎﺕ ‪ ،‬ﺇﻥ ﻟﻢ‬

‫ﺗﻜﻦ ﺟﻠﱠﻬﺎ‪ ،‬ﻭﺃﻥ ﺛﻤﺔ ﻭﺟﻬﺎﺕ ﻧﻈﺮ ﻣﻦ ﻣﺨﺘﺼﻴﻦ ﺗﺆﻳﺪ ﻫﺬﻩ ﺍﻟﺮﺅﻳﺔ ‪ ،‬ﻭﻷﺻﺤﺎﺑﻬﺎ‬

‫ﻭﻣﻼﺣﻈﺎﺕ ﺳﺎﻟﺒﺔ ﺣﻮﻝ ﺍﻟﻄﺮﻳﻘﺔ ﺍﻹﺟﺮﺍﺋﻴﺔ ﻟﺘﻨﻈﻴﻢ ﻭﺇﺩﺍﺭﺓ ﻣﻌﻈﻢ‬ ‫ﻣﻮﺍﻗﻒ‬

‫ﺍﻻﺟﺘﻤﺎﻋﺎﺕ ﺍﻟﺮﺳﻤﻴﺔ‪ ،‬ﻭﻏﻴﺮ ﺍﻟﺮﺳﻤﻴﺔ ؛ ﻓﻲ ﺍﻟﻤﺪﺍﺭﺱ ﻭﻟﺠﺎﻣﻌﺎﺕ ﻭﻏﻴﺮﻫﺎ ‪ ،‬ﻭﻣﺎ ﻳﺤﺪﺙ‬

‫ﺃﺛﻨﺎﺀ ﺍﻧﻌﻘﺎﺩﻫﺎ ﻣﻦ ﻋﻴﻮﺏ ﻭﺛﻐﺮﺍﺕ ‪ ،‬ﻭﻣﻦ ﺿﻴﺎﻉ ﻷﻭﻗﺎﺕ ﻣﺘﻄﺎﻭﻟﺔ ﺗ‪‬ﻬﺪﺭ ‪ ،‬ﻭﻏﻴﺎﺏ‬

‫ﻣ‪‬ﺘﻌﻤﺪ ﻣﺘﻜﺮﺭ ‪ ،‬ﻭﺣﻀﻮﺭ ﻣﺘﻌﺜﺮ ﻣﺘﺄﺧﺮ ‪ ،‬ﻭﻣﻠﻞ ﻳﻬﺠﻢ ﻋﻠﻰ ﺑﻌﺾ ﺍﻷﻋﻀﺎﺀ ‪ ،‬ﻳﺪﻓﻌﻬﻢ‬
‫ﺩﻓﻌﺎﹰ ﺇﻟﻰ ﺍﻟﺸﺮﻭﺩ ﺍﻟﺬﻫﻨﻲ ﻭﺍﻻﺑﺘﻌﺎﺩ ﻋﻦ ﺃﺟﻮﺍﺀ ﻭﺑﻴﺌﺔ ﺍﻻﺟﺘﻤﺎﻉ ﻭﻣﺠﺮﻳﺎﺕ ﻭﻗﺎﺋﻌﻪ ‪،‬‬

‫ﻭﻳﺸﻌﺮﻫﻢ ﺑﻌﺪﻡ ﺟﺪﻭﻯ ﺍﻟﻤﺸﺎﺭﻛﺔ ﺑﺎﻟﺮﺃﻱ ‪ ،‬ﺃﻭ ﺍﻻﻧﺘﺒﺎﻩ ﻟﻤﺎ ﻳﻘﺎﻝ ‪ ،‬ﻭﻣﺎ ﻳﻄﺮﺡ ﻣﻦ‬

‫ﺃﻓﻜﺎﺭ ﻭﺭﺅﻯ ‪.‬‬

‫ﻧﻮﻓﻤﺒﺮ ‪2016‬ﻡ‬ ‫)‪(145‬‬ ‫ﺩﺭﺍﺳﺎﺕ ﺗﺮﺑﻮﻳﺔ – ﺍﻟﻌﺪﺩ ﺍﻟﺨﺎﻣﺲ‬

 ‫ﻛﻴﻔﻴﺔ ﺇﺩﺍﺭﺓ ﺍﻻﺟﺘﻤﺎﻉ ﻟﺘﺤﻘﻴﻖ ﺃﻫﺪﺍﻓﻪ‬
‫ﺩﻛﺘﻮﺭ‪ /‬ﺇﺑﺮﺍﻫﻴﻢ ﺍﻟﺨﻀﺮ ﺍﻟﺤﺴﻦ‬

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‫ﻣﻤﺎ ﺳﺒﻖ ﻧﺸﺄ ﺍﻹﺣﺴﺎﺱ ﻭﺍﻟﺸﻌﻮﺭ ﻟﺪﻱ ﺍﻟﺒﺎﺣﺚ ﺑﺎﻟﻤﺸﻜﻠﺔ – ﺣﻮﻝ ﺍﻻﺟﺘﻤﺎﻉ‬
‫ﻭﺇﺩﺍﺭﺗﻪ ‪ -‬ﻭﻣﺎ ﻳﺘﺒﻊ ﻫﺬﻩ ﺍﻟﻤﺸﻜﻠﺔ ﻣﻦ ﺳﺆﺍﻝ ﻳﺘﻄﻠﺐ ﺍﻹﺟﺎﺑﺔ ﻋﻨﻪ ‪ ،‬ﺣﺘﻰ ﻳ‪‬ﻤﻜﻦ‬
‫ﻞ ﻣﺎ ﻳﻌﺘﺮﺽ ﺍﻻﺟﺘﻤﺎﻉ ﻣﻦ ﻋﻘﺒﺎﺕ ‪ ،‬ﻭﻟﻴﺆﺩﻱ ﺩﻭﺭﻩ ﺍﻟﻜﺎﻣﻞ ‪ ،‬ﺑﻮﺻﻔﻪ ﻭﺳﻴﻠﺔ‬
‫ﺗﺠﺎﻭﺯ ﻭﺣ ﹼ‬
‫ﻣﻦ ﺍﻟﻮﺳﺎﺋﻞ ﺍﻟﻔﻌﺎﻟﺔ ﻟﺘﺮﻗﻴﺔ ﻭﺗﺠﻮﻳﺪ ﻭﺗﻄﻮﻳﺮ ﻭﻧﺠﺎﺡ ﺃﺩﺍﺀ ﺃﻱ ﻋﻤﻞ ﻣﻦ ﺍﻷﻋﻤﺎﻝ ‪.‬‬
‫ﻫﺬﻩ ﺍﻟﻤﺸﻜﻠﺔ ‪ ،‬ﺍﻟﻤﺮﺗﺒﻄﺔ ﺑﻤﻮﺿﻮﻉ )ﻛﻴﻔﻴﺔ ﺇﺩﺍﺭﺓ ﺍﻻﺟﺘﻤﺎﻉ( ‪ ،‬ﻳﻤﻜﻦ‬
‫ﻃﺮﺣﻬﺎ ﻋﺒﺮ ﺍﻟﺴﺆﺍﻝ ﺍﻟﻤﺤﻮﺭﻱ ﺍﻵﺗﻲ ‪ :‬ﻣﺎ ﻛﻴﻔﻴﺔ ﺇﺩﺍﺭﺓ ﺍﻻﺟﺘﻤﺎﻉ ﻟﻴﺆﺩﻱ ﺇﻟﻰ ﺗﺤﻘﻴﻖ‬
‫ﺃﻫﺪﺍﻓﻪ ؟‬
‫ﻭﺑﻌﺒﺎﺭﺓ ﺃﺧﺮﻯ ‪ :‬ﻣﺎ ﺍﻟﻤﻄﻠﻮﺏ ﻣﻦ ﺭﺋﻴﺲ ﺍﻻﺟﺘﻤﺎﻉ ﻗﺒﻞ ﻭﺃﺛﻨﺎﺀ ﺍﻻﻧﻌﻘﺎﺩ ﺣﺘﻰ ﻳﺘﻤﻜﻦ‬
‫ﻣﻦ ﺍﺳﺘﻐﻼﻝ ﻭﻗﺘﻪ ﺍﻟﻤﺤﺪﺩ ﻣﺤﻘﻘﺎﹰ ﺍﻷﻫﺪﺍﻑ ﺍﻟﺘﻲ ﻣﻦ ﺃﺟﻠﻬﺎ ﺍﻧﻌﻘﺪ ﺍﻻﺟﺘﻤﺎﻉ ؟‪.‬‬

‫א('&
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‫ﻣﻦ ﻫﺬﺍ ﺍﻟﺴﺆﺍﻝ ﺍﻟﻤﺤﻮﺭﻱ ﺍﻟﺴﺎﺑﻖ ﻳﻤﻜﻦ ﻃﺮﺡ ﻋﺪﺩ ﻣﻦ ﺍﻷﺳﺌﻠﺔ ﺍﻟﻔﺮﻋﻴﺔ‬
‫ﻟﻴﺘﺴﻨﻰ ﻟﻤﻘﺪﻡ ﺍﻟﻮﺭﻗﺔ ﺍﻟﻮﺻﻮﻝ ﺇﻟﻰ ﺇﻓﺎﺩﺍﺕ ﺗﺘﺼﻞ ﺑﺎﻟﺴﺆﺍﻝ ﺍﻟﺮﺋﻴﺲ ﻭﺍﻹﺟﺎﺑﺔ ﻋﻨﻪ ‪.‬‬
‫ﻭﻫﺬﻩ ﺍﻷﺳﺌﻠﺔ ﻫﻲ‪:‬‬

‫ﺴّﻤﺎﺕ ﺍﻟﺸﺨﺼﻴﺔ ﺍﻟﻮﺍﺟﺐ ﺗﻮﺍﻓﺮﻫﺎ ﻓﻲ ﺭﺋﻴﺲ ﺍﻻﺟﺘﻤﺎﻉ ؟‬

‫‪ .1‬ﻣﺎ ﺍﻟ ‪‬‬

‫‪ .2‬ﻣﺎ ﺍﻟﻤﻬـﺎﻡ ﻭﺍﻟﻮﺍﺟﺒـﺎﺕ ﺍﻟﺘـﻲ ﻳﻘـﻮﻡ ﺑﻬـﺎ ﺭﺋـﻴﺲ ﺍﻻﺟﺘﻤـﺎﻉ ﻗﺒـﻞ ﺍﻧﻌﻘـﺎﺩﻩ ‪) -‬ﺧﻄﺘـﻪ‬

‫ﻟﺘﻨﻔﻴﺬ ﺍﻟﻤﻬﻤﺔ( ؟‬

‫ﺺ ﺑﺎﻵﺗﻲ ‪:‬‬
‫ﻣﺎ ﺍﻟﺪﻭﺭ ﺍﻟﺬﻱ ﻳ‪‬ﺆﺩﻳﻪ ﺭﺋﻴﺲ ﺍﻻﺟﺘﻤﺎﻉ ﺃﺛﻨﺎﺀ ﺍﻧﻌﻘﺎﺩﻩ ﻓﻴﻤﺎ ﻳﺨﺘ ‪‬‬ ‫‪.3‬‬

‫ﺿﺒﻄﻪ ﻟﻠﻮﻗﺖ ؟‬ ‫<_ <‪J‬‬

‫<‪ J< h‬ﻋﺮﺿﻪ ﻟﻤﺤﻀﺮ ﺍﻻﺟﺘﻤﺎﻉ ﻭﺃﺟﻨﺪﺗﻪ ؟‬

‫<‪ Jt‬ﺗﻌﺎﻣﻠﻪ ﻣﻊ ﺍﻷﻋﻀﺎﺀ ﻭﻗﻴﺎﺩﺗﻬﻢ ﻟﻠﻮﺻﻮﻝ ﻟﻠﻘﺮﺍﺭﺍﺕ ﻭﺍﻟﻨﺘﺎﺋﺞ ﺍﻟﻤﻘﺼﻮﺩﺓ ؟‬

‫ﻧﻮﻓﻤﺒﺮ ‪2016‬ﻡ‬ ‫)‪(146‬‬ ‫ﺩﺭﺍﺳﺎﺕ ﺗﺮﺑﻮﻳﺔ – ﺍﻟﻌﺪﺩ ﺍﻟﺨﺎﻣﺲ‬

 ‫ﻛﻴﻔﻴﺔ ﺇﺩﺍﺭﺓ ﺍﻻﺟﺘﻤﺎﻉ ﻟﺘﺤﻘﻴﻖ ﺃﻫﺪﺍﻓﻪ‬
‫ﺩﻛﺘﻮﺭ‪ /‬ﺇﺑﺮﺍﻫﻴﻢ ﺍﻟﺨﻀﺮ ﺍﻟﺤﺴﻦ‬

‫<‪ J‬ﺣﺮﺻﻪ ﻋﻠﻰ ﺳﻴﺮ ﺍﻻﺟﺘﻤﺎﻉ ﻓﻲ ﻣﺴﺎﺭﻩ ؟‬

‫ﻫـ‪ .‬ﺗﻮﺯﻳﻌﻪ ﻟﻔﺮﺹ ﺍﻟﻤﺸﺎﺭﻛﺔ ﻭﻣﻮﻗﻒ ﺍﻷﻋـﻀﺎﺀ ﻣـﻦ ﻣﺠﺮﻳـﺎﺕ ﺍﻻﺟﺘﻤـﺎﻉ ﻭﻣـﺴﺘﻮﻯ‬

‫ﻣﺸﺎﺭﻛﺘﻬﻢ ؟‬

‫ﻭ‪ .‬ﺗﺤﻘﻴﻘﻪ ﻷﻫﺪﺍﻑ ﺍﻻﺟﺘﻤﺎﻉ ﺑﻨﻬﺎﻳﺘﻪ ؟‬

‫א(
‪

W‬‬
‫ﺃﻫﻤﻴﺔ ﺍﻟﻤﻮﺿﻮﻉ ﺍﻟﺬﻱ ﺗﺘﻨﺎﻭﻟﻪ ﻫﺬﻩ ﺍﻟﻮﺭﻗﺔ – ﻛﻤﺎ ﻳﺮﻯ ﻣﻘـﺪﻣﻬﺎ ‪ -‬ﺗﺘﻤﺜـﻞ ﻓـﻲ‬

‫ﺍﻵﺗﻲ ‪:‬‬

‫ﺇﻥ ﻣﻮﺿـــﻮﻉ )ﻛﻴﻔﻴـــﺔ ﺇﺩﺍﺭﺓ ﺍﻻﺟﺘﻤـــﺎﻉ( ﻣـــﻦ ﺍﻟﻤﻮﺿـــﻮﻋﺎﺕ ﺍﻟﻤﺮﺗﺒﻄـــﺔ ﺑﻤـــﺼﺎﻟﺢ‬ ‫‪.1‬‬

‫ﻭﺣﻘـــﻮﻕ ﺃﻓـــﺮﺍﺩ ﺍﻟﻤﺠﺘﻤـــﻊ ‪ ،‬ﻟﻤـــﺎ ﻳ‪‬ﺘ‪‬ﺨــﺬﹸ ﻓـــﻲ ﻛـــﻞ ﺍﺟﺘﻤـــﺎﻉ ﺭﺳـــﻤﻲ ﻣـــﻦ ﻗـــﺮﺍﺭﺍﺕ‬

‫ﻭﺗﻮﺟﻴﻬــﺎﺕ ‪ ،‬ﺗﺘﻌﻠــﻖ ﻓــﻲ ﻣﺠﻤﻠﻬــﺎ ﺑﺎﻟﺤﻴــﺎﺓ ﺍﻟﻌﺎﻣــﺔ ﻟﺠﻤﺎﻋــﺔ ﻣــﻦ ﺍﻷﻓــﺮﺍﺩ ﺩﺍﺧــﻞ‬

‫ﺍﻟﻤﺆﺳﺴﺎﺕ ﺍﻟﺘﻌﻠﻴﻤﻴﺔ ﺃﻭ ﺧﺎﺭﺟﻬﺎ ‪ ،‬ﺃﻭ ﻟﻜﺎﻓﺔ ﺃﻓﺮﺍﺩ ﺍﻟﻤﺠﺘﻤﻊ ﻭﻣـﺎ ﻳﺤﺘﺎﺟﻮﻧـﻪ ﻣـﻦ‬

‫ﺧﺪﻣﺎﺕ ﺻﺤﻴﺔ ‪ ،‬ﺗﺮﺑﻮﻳﺔ ﺗﻌﻠﻴﻤﻴﺔ ‪ ،‬ﺃﻣﻨﻴﺔ ﺳﻴﺎﺳـﻴﺔ ‪ ،‬ﺃﻭ ﺍﻗﺘـﺼﺎﺩﻳﺔ ﺍﺟﺘﻤﺎﻋﻴـﺔ‬

‫‪ ...‬ﺇﻟﻰ ﻏﻴﺮ ﺫﻟﻚ ‪.‬‬

‫‪‬ﺗﻨ‪‬ﺎﻭ‪‬ﻝ ﻫﺬﺍ ﺍﻟﻤﻮﺿﻮﻉ ﺑﺎﻟﻜﻴﻔﻴﺔ ﺍﻟﺘﻲ ﻳﺮﺍﻫﺎ ﺍﻟﻜﺎﺗﺐ ؛ ﺭﺑﻤﺎ ﻳﻠﻔﺖ‪ ‬ﺍﻧﺘﺒـﺎﻩ ﻛـﻞ ﻣـﺴﺌﻮﻝﹴ‬ ‫‪.2‬‬

‫ﻋﻦ ﺇﺩﺍﺭﺓ ﺍﺟﺘﻤﺎﻉ ﻓـﻲ ﺍﻟﻤﺠـﺎﻝ ﺍﻟﺘﺮﺑـﻮﻱ ﺍﻟﺘﻌﻠﻴﻤـﻲ ﺃﻭ ﻏﻴـﺮﻩ ﺇﻟـﻰ ﺩﻭﺭﻩ ﺍﻟﻤﻬـﻢ ﻭﺍﻟﻤﺘﻌـﺎﻇﻢ‬

‫ﻛﻘﺎﺋــﺪ ‪ ،‬ﻭﻣــﺴﺌﻮﻟﻴﺘﻪ ﺍﻟﻤﺒﺎﺷــﺮﺓ ‪ ،‬ﻋــﻦ ﺃﻱ ﺇﺧﻔــﺎﻕ ﺃﻭ ﺗﻘــﺼﻴ ﹴﺮ ﻓــﻲ ﺃﺩﺍﺀ ﻣﻬﻤــﺔ ﻣﺘﻄﻠﺒــﺎﺕ‬

‫ﺍﻻﺟﺘﻤــﺎﻉ ﺍﻟﻘﺒﻠﻴــﺔ ﻭﺍﻟﺒﻌﺪﻳــﺔ ‪ ،‬ﻭﺇﻟــﻰ ﺃﻥ ﺍﻟﻌــﺐﺀ ﺍﻷﻛﺒــﺮ ﻭﺍﻷﺳــﺎﺱ ﻓــﻲ ﺗﺤﻘﻴــﻖ ﻧﺠــﺎﺡ‬

‫ﺍﺟﺘﻤﺎﻋﻪ ﻳﻘﻊ ﻋﻠﻰ ﻋﺎﺗﻘﻪ ‪ ،‬ﺑﺎﻋﺘﺒﺎﺭﻩ ﺻﺎﺣﺐ ﺍﻟﻤﺴﺌﻮﻟﻴﺔ ﺍﻷﻭﻝ ﻓـﻲ ﺍﻟﻤﻨـﺸﺄﺓ ﺃﻭ ﺍﻟﻤﻬﻤـﺔ‬

‫ﺍﻟﻤﻌﻨﻴﺔ ‪.‬‬

‫ﻧﻮﻓﻤﺒﺮ ‪2016‬ﻡ‬ ‫)‪(147‬‬ ‫ﺩﺭﺍﺳﺎﺕ ﺗﺮﺑﻮﻳﺔ – ﺍﻟﻌﺪﺩ ﺍﻟﺨﺎﻣﺲ‬

 ‫ﻛﻴﻔﻴﺔ ﺇﺩﺍﺭﺓ ﺍﻻﺟﺘﻤﺎﻉ ﻟﺘﺤﻘﻴﻖ ﺃﻫﺪﺍﻓﻪ‬
‫ﺩﻛﺘﻮﺭ‪ /‬ﺇﺑﺮﺍﻫﻴﻢ ﺍﻟﺨﻀﺮ ﺍﻟﺤﺴﻦ‬

‫ﻳﺄﻣﻞ ﻛﺎﺗﺐ ﺍﻟﻮﺭﻗﺔ ﺃﻥ ﻳﻜﻮﻥ ﺗﻨﺎﻭﻝ ﻫﺬﺍ ﺍﻟﻤﻮﺿﻮﻉ – ﺑﻬﺬﻩ ﺍﻟﻜﻴﻔﻴﺔ ﺍﻟﺘـﻲ ﻗﹸـﺪ‪‬ﻡ ﺑﻬـﺎ‬ ‫‪.3‬‬

‫– ﺩﺍﻓﻌـﺎﹰ ﻷﺻـﺤﺎﺏ ﺍﻟـﺮﺃﻱ ﻭﺍﻻﺧﺘـﺼﺎﺹ ﻭﺍﻟﺨﺒــﺮﺓ ﻟـﻺﺩﻻﺀ ﺑـﺪﻟﻮﻫﻢ ﻓـﻲ ﺫﺍﺕ ﺍﻟﻤﻮﺿــﻮﻉ ‪،‬‬

‫ﻭﺑﺬﺍﺕ ﺍﻟﻨﺴﻖ ﺃﻭ ﻏﻴﺮﻩ ؛ ﺇﺛﺮﺍﺀً ﻟﺤﺮﻛﺔ ﺍﻟﺒﺤـﺚ ﻭﺍﻟﺘـﺄﻟﻴﻒ ﻭﺍﻟﺤـﻮﺍﺭ ‪ ،‬ﻭﺗﺄﻛﻴـﺪﺍﹰ ﻷﻫﻤﻴـﺔ‬

‫ﺍﻟﻤﻮﺿﻮﻉ ﻭﻣﺎ ﺗﻨﺎﻭﻟﻪ ﻣﻦ ﻣﺤﺎﻭﺭ ﺗﺮﺗﺒﻂ ﺑﻨﺠﺎﺡ ﻛﻞ ﻗﺎﺋﺪ ﺗﺮﺑﻮﻱ ﺃﻭ ﻣﺴﺌﻮﻝ ﻳﻌﻤﻞ ﻓﻲ ﺃﻱ‬

‫ﻣﺠﺎﻝ ﻣﻦ ﻣﺠﺎﻻﺕ ﺧﺪﻣﺔ ﺍﻟﻤﺠﺘﻤﻊ‪.‬‬

‫א(א)
‪

W‬‬
‫ﻳﻬــﺪﻑ ﻣﻮﺿــﻮﻉ ﻫـــﺬﻩ ﺍﻟﻮﺭﻗــﺔ ﺇﻟـــﻰ ﺑﻴــﺎﻥ ﻛﻴﻔﻴـــﺔ ﺇﺩﺍﺭﺓ ﺍﻻﺟﺘﻤــﺎﻉ ﺍﻟﻨـــﺎﺟﺢ ‪،‬‬

‫ﻭﺗﻮﺿﻴﺢ ﺃﻫﻤﻴﺔ ﺍﻟﻮﻗﺖ ‪ ،‬ﻭﺣﺴﻦ ﺍﺳﺘﺨﺪﺍﻣﻪ ﺃﺛﻨﺎﺀ ﺍﻻﺟﺘﻤﺎﻉ ‪ .‬ﻣﻊ ﺍﻹﺷﺎﺭﺓ ﺇﻟﻰ ﺍﻟﻮﺍﺟﺒﺎﺕ‬

‫ﻭﺍﻟﻤﺴﺌﻮﻟﻴﺔ ﺍﻟﻘﺎﻧﻮﻧﻴﺔ ‪ ،‬ﻭﺍﻟﺴﻤﺎﺕ ﺍﻟﺸﺨﺼﻴﺔ ﻟﺮﺋﻴﺲ ﺍﻻﺟﺘﻤﺎﻉ ‪ ،‬ﻭﺩﻭﺭﻩ ﻓﻲ ﺍﻟﺘﺨﻄـﻴﻂ‬

‫ﻭﺍﻟﺘﺮﺗﻴﺐ ﻻﻧﻌﻘﺎﺩ ﺟﻠـﺴﺔ ﺍﻻﺟﺘﻤـﺎﻉ ‪ ،‬ﺑﺠﺎﻧـﺐ ﻣـﺎ ﻳﻠﺰﻣـﻪ ﻣـﻦ ﻣﻬـﺎﻡ ﻭﺃﺩﻭﺍﺭ ﺃﺛﻨـﺎﺀ ﺍﻧﻌﻘـﺎﺩ‬

‫ﺗﻠﻚ ﺍﻟﺠﻠﺴﺔ ﻟﺘﺤﻘﻴﻖ ﺍﻷﻫﺪﺍﻑ ﺍﻟﻤﻨﺸﻮﺩﺓ ﻣﻨﻬﺎ‪.‬‬

‫א(دوא*
‪

W‬‬
‫ﺗﻤﺖ ﺍﻻﺳـﺘﻌﺎﻧﺔ ﺑﺎﻟﻤﻘﺎﺑﻠـﺔ ﻛـﺄﺩﺍﺓ ﻣـﻦ ﺃﺩﻭﺍﺕ ﺟﻤـﻊ ﺍﻟﻤﻌﻠﻮﻣـﺎﺕ ﻭﺍﻟﺒﻴﺎﻧـﺎﺕ ﺍﻟﺘـﻲ‬

‫ﻭﺭﺩﺕ ﻓﻲ ﻣﺤﺘﻮﻯ ﺍﻟﻮﺭﻗﺔ‪.‬‬

‫ﻭﻗﺎﻡ ﺍﻟﺒﺎﺣﺚ ﺑﺈﺟﺮﺍﺀ ﺣﻮﺍﺭﺍﺕ ﻭﻟﻘﺎﺀﺍﺕ ﻣﻊ ﺧﺒﺮﺍﺀ ﻭﺃﺳﺎﺗﺬﺓ ﻓﻲ ﺍﻹﺩﺍﺭﺓ ‪ ،‬ﻭﺃﺻﺤﺎﺏ‬

‫ﺗﺠــﺎﺭﺏ ﻓــﻲ ﻗﻴــﺎﺩﺓ ﺍﻻﺟﺘﻤــﺎﻉ ‪ ،‬ﻣــﻦ ﺑﻴــﻨﻬﻢ ﻣــﺪﻳﺮﻭ ﻣﺆﺳــﺴﺎﺕ ﻭﺭﺅﺳــﺎﺀ ﻭﺃﻋــﻀﺎﺀ ﻣﺠــﺎﻟﺲ‬

‫ﺇﺩﺍﺭﺍﺕ ﻭﺭﺅﺳﺎﺀ ﻟﺠﺎﻥ ﺳﺎﺑﻘﻴﻦ ﻭﺣﺎﻟﻴﻴﻦ ‪.‬‬

‫ﻫﺬﺍ ﻭﻗﺪ ﺃﻣﻜﻦ ﻟﻜﺎﺗﺐ ﺍﻟﻮﺭﻗـﺔ ﺍﻟﺤـﺼﻮﻝ ﻋﻠـﻰ ﻣﻌﻠﻮﻣـﺎﺕ ﺫﺍﺕ ﻗﻴﻤـﺔ ؛ ﻭﺫﻟـﻚ‬

‫ﺑﺎﻃﻼﻋﻪ ﻋﻠﻰ ﻋﺪﺩ ﻣﻦ ﺍﻟﻤﺮﺍﺟﻊ ﻭﺍﻟﻤﺼﺎﺩﺭ ﻭﺍﻟﻮﺛﺎﺋﻖ ﺫﺍﺕ ﺍﻟﻌﻼﻗﺔ ﺑﺎﻟﻤﻮﺿﻮﻉ ‪.‬‬

‫ﻧﻮﻓﻤﺒﺮ ‪2016‬ﻡ‬ ‫)‪(148‬‬ ‫ﺩﺭﺍﺳﺎﺕ ﺗﺮﺑﻮﻳﺔ – ﺍﻟﻌﺪﺩ ﺍﻟﺨﺎﻣﺲ‬

 ‫ﻛﻴﻔﻴﺔ ﺇﺩﺍﺭﺓ ﺍﻻﺟﺘﻤﺎﻉ ﻟﺘﺤﻘﻴﻖ ﺃﻫﺪﺍﻓﻪ‬
‫ﺩﻛﺘﻮﺭ‪ /‬ﺇﺑﺮﺍﻫﻴﻢ ﺍﻟﺨﻀﺮ ﺍﻟﺤﺴﻦ‬

‫א‪2‬دא
‪
1‬وא‪


W
ً-./0‬‬

‫_‪< <V<íÇÖ<ì…]ý]<K‬‬
‫ﻫــﻲ ﺃﺩﺍﺀ ﻏــﺮﺽ ﻣﻌــﻴﻦ ﻟﺘﺤﻘﻴــﻖ ﻫــﺪﻑ ﻭﺍﻟﻮﻓــﺎﺀ ﺑــﻪ ‪ .‬ﻭﻳــﺬﻛﺮ )ﺧــﺎﻃﺮ ‪،1990‬‬

‫ﺹ‪ (11‬ﺃﻥ ﻛﻠﻤﺔ ﺇﺩﺍﺭﺓ ﺍﺷـﺘﻘﺖ ﻣـﻦ ﺍﻟﻜﻠﻤـﺔ ﺍﻟﻼﺗﻴﻨﻴـﺔ ﺍﻟﺘـﻲ ﺗﺘﻜـﻮﻥ ﻣـﻦ ﻣﻘﻄﻌـﻴﻦ‬

‫ﻭﻫﻤﺎ ‪ ، (Ad) :‬ﻭ )‪ ( Ministration‬ﻭﺗﻌﻨﻲ ﺃﺩﺍﺀ ﺧﺪﻣﺔ ﻟﻶﺧـﺮﻳﻦ ﻭﻧـﺘﺞ ﻋـﻦ ﻫـﺬﺍ ﻟﻔـﻆ‬

‫ﻻ ﺃﻥ ﺍﻟــﺒﻌﺾ ﺍﺳــﺘﺨﺪﻡ ﻟﻠﻤﻌﻨــﻰ ﺫﺍﺗــﻪ ﺍﻟﻠﻔــﻆ‬

‫)‪ ، (Administration‬ﺑﻤﻌﻨــﻰ ﺇﺩﺍﺭﺓ ‪ ،‬ﺇ ﱠ‬

‫ﺍﻹﻧﺠﻠﻴﺰﻱ )‪ ( Manage ment‬ﻟﻠﺪﻻﻟﺔ ﻋﻠﻰ ﺍﻟﺒﻌﺪ ﺍﻻﺟﺘﻤـﺎﻋﻲ ﻭﺍﻹﻧـﺴﺎﻧﻲ ﺑﺎﻟﻨـﺴﺒﺔ‬

‫ﻟﻺﺩﺍﺭﺓ )‪. (1‬‬

‫‪< <^ğ uøŞ‘]<ì…]ý]<Kh‬‬

‫ﻳـــﻮﺭﺩ ) ﺷـــﺎﻭﻳﺶ ‪ ،1993 ،‬ﺹ ﺹ ‪ ( 31-30‬ﻋـــﺪﺩ ﻣـــﻦ ﺍﻟﺘﻌﺮﻳﻔـــﺎﺕ ﻟﻤـــﺼﻄﻠﺢ‬

‫ﺍﻹﺩﺍﺭﺓ ﻣﻦ ﺃﻫﻤﻬﺎ ‪:‬‬

‫ﺇﻧﻬﺎ ﺍﻟﻌﻤﻠﻴﺔ ﺍﻟﺘﻲ ﺗﻘـﻮﻡ ﺑﻤﻮﺟﺒﻬـﺎ ﻣﺠﻤﻮﻋـﺔ ﻣﺘﻌﺎﻭﻧـﺔ ﺑﺘﻮﺟﻴـﻪ ﺃﻋﻤـﺎﻝ ﺁﺧـﺮﻳﻦ‬ ‫•‬

‫ﻧﺤﻮ ﺃﻫﺪﺍﻑ ﻋﺎﻣﺔ ‪.‬‬

‫ﺃﻭ ﻫــﻲ ﺍﻟﻌﻤﻠﻴــﺔ ﺍﻟﺘــﻲ ﻳــﺘﻢ ﺑﻤﻮﺟﺒﻬــﺎ ﺍﻟﻌﻤــﻞ ﻣــﻊ ﺃﻭ ﻣــﻦ ﺧــﻼﻝ ﺁﺧــﺮﻳﻦ ﻟﺘﺤﻘﻴــﻖ‬ ‫•‬

‫ﺃﻫــﺪﺍﻑ ﺍﻟﻤﻨﻈﻤــﺔ ﺑﻔﺎﻋﻠﻴــﺔ ﺑﺎﺳــﺘﺨﺪﺍﻡ ﺍﻟﻤـﻮﺍﺭﺩ ﺍﻟﻤﺤــﺪﺩﺓ ﺑﻜﻔﺎﻳــﺔ ﻓــﻲ ﺑﻴﺌــﺔ‬

‫ﻣﺘﻐﻴﺮﺓ ‪.‬‬

‫)‪ (1‬ﺃﺣﻤﺪ ﻣﺼﻄﻔﻲ ﺧﺎﻃﺮ ‪ :‬ﺇﺩﺍﺭﺓ ﺗﻘﻮﻳﻢ ﻣﺸﺮﻭﻋﺎﺕ ﺍﻟﺮﻋﺎﻳﺔ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ‪ ،‬ﺍﻟﻤﻜﺘﺐ ﺍﻟﺠﺎﻣﻌﻲ ﺍﻟﺤﺪﻳﺚ ‪ ،‬ﺍﻹﺳﻜﻨﺪﺭﻳﺔ ‪،‬‬
‫‪1990‬ﻡ ‪.‬‬
‫ﻧﻮﻓﻤﺒﺮ ‪2016‬ﻡ‬ ‫)‪(149‬‬ ‫ﺩﺭﺍﺳﺎﺕ ﺗﺮﺑﻮﻳﺔ – ﺍﻟﻌﺪﺩ ﺍﻟﺨﺎﻣﺲ‬
 ‫ﻛﻴﻔﻴﺔ ﺇﺩﺍﺭﺓ ﺍﻻﺟﺘﻤﺎﻉ ﻟﺘﺤﻘﻴﻖ ﺃﻫﺪﺍﻓﻪ‬
‫ﺩﻛﺘﻮﺭ‪ /‬ﺇﺑﺮﺍﻫﻴﻢ ﺍﻟﺨﻀﺮ ﺍﻟﺤﺴﻦ‬

‫ﻭﻫﻲ ﺗﻨﺴﻴﻖ ﺟﻤﻴﻊ ﺍﻟﻤﻮﺍﺭﺩ ﻣﻦ ﺧـﻼﻝ ﻋﻤﻠﻴـﺎﺕ ﺍﻟﺘﺨﻄـﻴﻂ ﻭﺍﻟﺘﻨﻈـﻴﻢ ﻭﺍﻟﺘﻮﺟﻴـﻪ‬ ‫•‬

‫ﻭﺍﻟﺮﻗﺎﺑﺔ ﻣﻦ ﺃﺟﻞ ﺗﺤﻘﻴﻖ ﺃﻫﺪﺍﻑ ﻣﺤﺪﺩﺓ )‪.(1‬‬

‫ﻳﻀﻴﻒ ) ﺍﻟﻌﻠﻴﺶ ‪2010 ،‬ﻡ ( ‪ :‬ﺇﻥ ﺍﻹﺩﺍﺭﺓ ﻟﻬﺎ ﻋﺪﺩ ﻣﻦ ﺍﻟﺘﻌﺮﻳﻔﺎﺕ ﻣﻨﻬﺎ ‪ :‬ﺇﻧﻬﺎ ﻋﻠﻢ‬

‫ﻭﻓﻦ ‪ ،‬ﻭﺇﻧﻬﺎ ﻫﻲ ﻋﻤﻠﻴﺔ ﺗﺤﻘﻴﻖ ﺍﻷﻫﺪﺍﻑ ﻋﻦ ﻃﺮﻳـﻖ ﺍﺗﺨـﺎﺫ ﺍﻟﻘـﺮﺍﺭ ﺍﻟـﺴﻠﻴﻢ ‪ .‬ﻭﻗـﺪ ﻧـﺘﺞ‬

‫ﺍﺧﺘﻼﻑ ﺍﻟﻜﺘﺎﺏ ﺣﻮﻝ ﺗﻌﺮﻳﻒ ﺍﻹﺩﺍﺭﺓ ﺇﻟﻰ ﻋﺪﺓ ﺃﺳﺒﺎﺏ ﻣﻨﻬﺎ ‪:‬‬

‫ﺍﻟﺤﺪﺍﺛﺔ ﺍﻟﻨﺴﺒﻴﺔ ﻟﻌﻠﻢ ﺍﻹﺩﺍﺭﺓ ‪.‬‬ ‫‪-‬‬

‫ﻭﺟﻮﺩ ﻣﺪﺍﺭﺱ ﻣﺨﺘﻠﻔﺔ ﻟﻬﺎ ‪.‬‬ ‫‪-‬‬

‫ﺇﺗﺴﺎﻉ ﺍﻟﻨﺸﺎﻃﺎﺕ ﺍﻟﺘﻲ ﺗﻐﻄﻴﻬﺎ ‪ ...‬ﺍﻟﺦ ‪.‬‬ ‫‪-‬‬

‫ﻳﺬﻛﺮ ) ﺳﻌﻴﺪ ‪ ، 1984 ،‬ﺹ ﺹ ‪ ( 82-81 :‬ﺃﻥ ﻛﻴﻠﻲ )‪ ( Kelly‬ﻋـﺮﻑ ﺍﻹﺩﺍﺭﺓ‬ ‫•‬

‫" ﺑﺄﻧﻬــﺎ ﺍﻟﻤﻘــﺪﺭﺓ ﻋﻠــﻰ ﺍﻟﺘــﺄﺛﻴﺮ ﻓــﻲ ﺍﻵﺧــﺮﻳﻦ ﻭﺣﻤﻠﻬــﻢ ﻋﻠــﻰ ﺍﻟﻌﻤــﻞ " ﻭﺃﻥ ﻫﻤﺒــﻞ‬

‫‪ HemPil‬ﻳـــﺮﻱ ﺃﻧﻬـــﺎ ﺳـــﻠﻮﻙ ﺍﻟﻔـــﺮﺩ ﺧـــﻼﻝ ﺍﺳـــﺘﻐﺮﺍﻗﻪ ﻓـــﻲ ﺗﻮﺟﻴـــﻪ ﻓﻌﺎﻟﻴـــﺎﺕ‬

‫ﺍﻟﺠﻤﺎﻋﺔ)‪. (2‬‬

‫ﻳﻘــﻮﻝ )ﻧــﺎﺟﻲ ‪ ،1999‬ﺹ‪ (1‬ﺇﻥ ﺍﻹﺩﺍﺭﺓ ﻫــﻲ ﺃﻭﺟــﻪ ﺍﻟﻨــﺸﺎﻃﺎﺕ ﺍﻹﺩﺍﺭﻳــﺔ ﺍﻟﻤﺘﻌﻠﻘــﺔ‬ ‫•‬

‫ﺑﺘﺨﻄﻴﻂ ﻭﺗﻨﻈﻴﻢ ﻣﻮﺍﺭﺩ ﺍﻟﻤﺆﺳﺴﺔ‪ ،‬ﻭﺗﻮﺟﻴﻬﻬﺎ ﻧﺤـﻮ ﺗﺤﻘﻴـﻖ ﺍﻷﻫـﺪﺍﻑ‪ ،‬ﻭﻣﺮﺍﻗﺒـﺔ‬

‫ﻣﺪﻯ ﺗﺤﻘﻴﻘﻬﺎ ﻟﻠﺼﺎﻟﺢ ﺍﻟﻌﺎﻡ ‪ ،‬ﻭﺫﻟﻚ ﻓﻲ ﺿـﻮﺀ ﺍﻟـﺴﻴﺎﺳﺔ ﻭﺍﻟﻔﻠـﺴﻔﺔ ﻭﺍﻟﻘـﻮﺍﻧﻴﻦ‬

‫ﻭﺍﻷﻧﻈﻤﺔ ﺍﻟﺴﺎﺋﺪﺓ ﻓﻲ ﺍﻟﻤﺆﺳﺴﺔ )‪.(3‬‬

‫) ‪(1‬‬
‫ﻣﺼﻄﻔﻰ ﺑﺨﻴﺖ ﺷﺎﻭﻳﺶ ‪ :‬ﺍﻹﺩﺍﺭﺓ ﺍﻟﺤﺪﻳﺜﺔ ‪ .‬ﺩﺍﺭ ﺍﻟﻔﺮﻗﺎﻥ ‪ ،‬ﻋﻤﺎﻥ ‪1993 ،‬ﻡ ‪.‬‬
‫) ‪(2‬‬
‫ﻧﻀﺎﻝ ﺳﻌﻴﺪ ‪ :‬ﺍﻟﻘﻴﺎﺩﺓ ﺍﻹﺩﺍﺭﻳﺔ ) ﺑﻌﺾ ﺍﻟﻤﻔﺎﻫﻴﻢ ﻭﺍﻷﺳﺎﻟﻴﺐ ﻓﻲ ﺍﻟﺮﺯﻣﺔ ﺍﻟﺘﺪﺭﻳﺒﻴﺔ ﻟﺒﺮﻧﺎﻣﺞ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ‪ .‬ﺍﻟﻤﺮﻛﺰ ﺍﻟﻘﻮﻣﻲ‬
‫ﻟﻼﺳﺘﺸﺎﺭﺍﺕ ﻭﺍﻟﺘﻄﻮﻳﺮ ﺍﻹﺩﺍﺭﻱ ( ‪1984 ،‬ﻡ ‪.‬‬
‫) ‪(3‬‬
‫ﺍﻟﺴﻴﺪ‪ /‬ﻧﺎﺟﻲ ‪ :‬ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﺎﻣﺔ ) ﻣﺪﺧﻞ ﺇﺩﺍﺭﻱ ( ﻁ‪ ، 1/‬ﺍﻟﻘﺎﻫﺮﺓ ‪1999 ،‬ﻡ ‪.‬‬
‫ﻧﻮﻓﻤﺒﺮ ‪2016‬ﻡ‬ ‫)‪(150‬‬ ‫ﺩﺭﺍﺳﺎﺕ ﺗﺮﺑﻮﻳﺔ – ﺍﻟﻌﺪﺩ ﺍﻟﺨﺎﻣﺲ‬
 ‫ﻛﻴﻔﻴﺔ ﺇﺩﺍﺭﺓ ﺍﻻﺟﺘﻤﺎﻉ ﻟﺘﺤﻘﻴﻖ ﺃﻫﺪﺍﻓﻪ‬
‫ﺩﻛﺘﻮﺭ‪ /‬ﺇﺑﺮﺍﻫﻴﻢ ﺍﻟﺨﻀﺮ ﺍﻟﺤﺴﻦ‬

‫ﻭﻻ ﻳﺨــﺮﺝ ﺗﻌﺮﻳــﻒ ﻋﻠﻤــﺎﺀ ﺍﻹﺩﺍﺭﺓ – ﻣﻤــﺎ ﺍﻃﻠــﻊ ﻋﻠﻴــﺔ ﺍﻟﻜﺎﺗــﺐ –ﻣــﻦ ﺃﻥ ﺍﻹﺩﺍﺭﺓ‬

‫ﻋﻤﻠﻴﺔ ﺃﻭ ﻭﻇﻴﻔﺔ ﻳﺘﻢ ﻋﻦ ﻃﺮﻳﻘﻬﺎ ﺍﻟﻮﺻﻮﻝ ﺇﻟﻰ ﺍﻟﻬﺪﻑ ﺍﻟﻤﻘﺼﻮﺩ ﺑﺄﻓﻀﻞ ﺍﻟﻄﺮﻕ ﻭﺃﻗـﻞ‬

‫ﺍﻟﺘﻜﺎﻟﻴﻒ ﻓﻲ ﺍﻟﻮﻗﺖ ﺍﻟﻤﻨﺎﺳﺐ ‪.‬‬

‫‪< <<V<ğ^éñ]†qc‬‬
‫ﺃﻣــﺎ ﺇﺟﺮﺍﺋﻴ ـﺎﹰ ﻭﻟﻐــﺮﺽ ﻫــﺬﻩ ﺍﻟﻮﺭﻗــﺔ ﻓــﺈﻥ ﻛﻠﻤــﺔ )ﺇﺩﺍﺭﺓ( ﺗﻌﻨــﻲ ﻋﻤﻠﻴــﺔ ﺗﺤﻘﻴــﻖ‬

‫ﺃﻫﺪﺍﻑ ﺍﻻﺟﺘﻤﺎﻉ ﻋﻦ ﻃﺮﻳﻖ ﺗﻄﺒﻴﻖ ﻭﻣﻤﺎﺭﺳـﺔ ﻭﻇـﺎﺋﻒ ﺍﻟﻌﻤﻠﻴـﺔ ﺍﻹﺩﺍﺭﻳـﺔ ﺍﻟﺘـﻲ ﻳﻘـﻮﻡ‬

‫ﺑﻬـﺎ ﺭﺋــﻴﺲ ﺍﻻﺟﺘﻤـﺎﻉ ﻗﺒــﻞ ﻭﺃﺛﻨــﺎﺀ ﺍﻻﺟﺘﻤـﺎﻉ ﻟــﻀﻤﺎﻥ ﻧﺠﺎﺣــﻪ ﻭﺍﻟﻮﺻـﻮﻝ ﺇﻟــﻰ ﺍﻟﻘــﺮﺍﺭﺍﺕ‬

‫ﺍﻟﺴﻠﻴﻤﺔ ﺍﻟﻤﻘﺼﻮﺩﺓ ﻓﻲ ﺍﻟﺘﻮﻗﻴﺖ ﺍﻟﻤﻨﺎﺳﺐ ‪.‬‬

‫]÷‪< <V<íÇÖ<Å^Ûjq‬‬
‫ﻳﻘﻮﻝ ) ﺍﻟﻔﻴﻮﻣﻲ ‪ :‬ﺍﻟﻤﺼﺒﺎﺡ ﺍﻟﻤﻨﻴﺮ ‪ ( 108 :‬ﺍﻻﺟﺘﻤﺎﻉ ‪ :‬ﻣﺼﺪﺭ ﺍﻟﻔﻌـﻞ ﺍﺟﺘﻤـﻊ ‪..‬‬

‫ﻭﺍﺟﺘﻤﻊ ﻓﻌﻞ ﻣﺰﻳﺪ ﺑﺎﻟﻬﻤﺰﺓ ﻭﺍﻟﺘﺎﺀ ‪ ،‬ﻭﺃﺻﻠﻪ ‪ :‬ﺟﻤﻊ ﻳﺠﻤﻊ ‪ .‬ﺗﻘﻮﻝ ﺟﻤﻌﺖ ﺍﻟﺸﻲﺀ ﺟﻤﻌﺎﹰ ‪.‬‬

‫ﺟﻤ‪‬ﻌﺘ‪‬ﻪ ‪ .‬ﻭﺍﻟﺠ ‪‬ﻤﻊ‪ : ‬ﺍﻟﺠﻤﺎﻋﺔ ‪ ،‬ﻭﺟﻤﻌ‪‬ﻬﺎ ‪ :‬ﺟﻤﻮﻉ ‪ .‬ﻭﺍﻟﺠﻤﺎﻋﺔﹸ ﻣﻦ ﻛﻞ ﺷﻲﺀ‬

‫ﻭﺍﻟﻤﺒﺎﻟﻐﺔ ‪ :‬‬

‫ﻳ‪‬ﻄﻠﻖ ﻋﻠﻰ ﺍﻟﻘﻠﻴﻞ ﻭﺍﻟﻜﺜﻴﺮ ‪ .‬ﻭﺳ‪‬ﻤﻲ ﻳﻮﻡ ﺍﻟﺠﻤﻌﺔ ﺑﺬﻟﻚ ﻻﺟﺘﻤﺎﻉ ﺍﻟﻨﺎﺱ ﺑﻪ ‪.‬‬

‫ﻭﺃﺟﻤﻌﺖ‪ ‬ﺍﻟﻤﺴﻴ ‪‬ﺮ ﻭﺍﻷﻣ ‪‬ﺮ ‪ :‬ﻋﺰﻣﺖ‪ ‬ﻋﻠﻴﻪ ‪.‬‬

‫ﻭﺃﺟﻤﻌﻮﺍ ﻋﻠﻰ ﺍﻷﻣﺮ ‪ ،‬ﺍﺗﻔﻘﻮﺍ ﻋﻠﻴﻪ ‪.‬‬

‫ﻭﺍﺟﺘﻤﻊ ﺍﻟﻘﻮﻡ ‪ ،‬ﻭﺍﺳﺘﺠﻤﻌﻮﺍ ﺃﻱ ﺗﺠ ‪‬ﻤﻌ‪‬ﻮﺍ )‪.(1‬‬

‫]÷‪W
^ğ uøŞ‘]<Å^Ûjq‬‬
‫ﺍﻟﺘﻘـــﺎﺀ ﺟﻤﺎﻋـــﺔ ﻣﺘﺠﺎﻧـــﺴﺔ ﺃﻭ ﻋـــﺪﺩ ﻣـــﻦ ﺍﻷﻓـــﺮﺍﺩ ﺫﻭﻱ ﺗﺨـــﺼﺺ ﻭﺍﺣـــﺪ ‪ ،‬ﺃﻭ‬

‫ﺗﺨﺼــﺼﺎﺕ ﻣﺨﺘﻠﻔــﺔ ‪ ،‬ﻟﻬــﻢ ﻣﻬــﺎﺭﺍﺕ ﻭﺧﺒــﺮﺍﺕ ﻭﺧﻠﻔﻴــﺎﺕ ﻣﺘﻌــﺪﺩﺓ ‪ ،‬ﺗــﺮﺑﻄﻬﻢ ﻣــﺼﻠﺤﺔ‬

‫) ‪(1‬‬
‫ﺍﻟﻔﻴﻮﻣﻲ ‪ :‬ﺃﺣﻤﺪ ﺑﻦ ﻣﺤﻤﺪ ﺑﻦ ﻋﻠﻰ ‪ :‬ﺍﻟﻤﺼﺒﺎﺡ ﺍﻟﻤﻨﻴﺮ ‪ ،‬ﺝ‪ ) 1‬ﺑﺎﺏ ﺍﻟﺠﻴﻢ ﻓﺼﻞ ﺍﻟﻤﻴﻢ ( ﺩﺍﺭ ﺍﻟﻔﻜﺮ ‪ ،‬ﺹ ‪.(108) :‬‬
‫ﻧﻮﻓﻤﺒﺮ ‪2016‬ﻡ‬ ‫)‪(151‬‬ ‫ﺩﺭﺍﺳﺎﺕ ﺗﺮﺑﻮﻳﺔ – ﺍﻟﻌﺪﺩ ﺍﻟﺨﺎﻣﺲ‬
 ‫ﻛﻴﻔﻴﺔ ﺇﺩﺍﺭﺓ ﺍﻻﺟﺘﻤﺎﻉ ﻟﺘﺤﻘﻴﻖ ﺃﻫﺪﺍﻓﻪ‬
‫ﺩﻛﺘﻮﺭ‪ /‬ﺇﺑﺮﺍﻫﻴﻢ ﺍﻟﺨﻀﺮ ﺍﻟﺤﺴﻦ‬

‫ﻣــﺸﺘﺮﻛﺔ ﻓــﻲ ﻣﻨـــﺸﺄﺓ ﺣﻜﻮﻣﻴــﺔ ﺃﻭ ﺧﺎﺻــﺔ ﺃﻭ ﺃﻫﻠﻴـــﺔ‪ ،‬ﻟﻬــﻢ ﻣــﺴﺆﻭﻟﻴﺔ ﻭﺻـــﻼﺣﻴﺔ‬

‫ﻗﺎﻧﻮﻧﻴـــﺔ ﻟﻤﻨﺎﻗـــﺸﺔ ﺷـــﺌﻮﻧﻬﺎ ﺑﻔﺎﻋﻠﻴـــﺔ ‪ ،‬ﻭﺇﺟـــﺎﺯﺓ ﺧﻄـــﻂ ﻋﻤﻠﻬـــﺎ ‪ ،‬ﻭﺇﺻـــﺪﺍﺭ ﺍﻟﻘـــﺮﺍﺭﺍﺕ‬

‫ﻭﺍﻟﺘﻮﺟﻴﻬﺎﺕ ‪ ،‬ﺃﻭ ﺍﻟﺘﻮﺻﻴﺎﺕ ﻟﺘﺤﻘﻴﻖ ﺃﻫﺪﺍﻓﻬﺎ ‪ ،‬ﻭﻟﺘﻄﻮﻳﺮ ﺃﺩﺍﺋﻬـﺎ ﻭﺭﻓـﻊ ﻗـﺪﺭﺍﺕ ﺍﻟﻌـﺎﻣﻠﻴﻦ‬

‫ﺑﻬﺎ ‪ .‬ﻭﺫﻟﻚ ﻓﻲ ﺗﻮﻗﻴﺖ ﻭﻣﻜﺎﻥ ﻣﺤﺪﺩﻳﻦ ‪.‬‬

‫…‪< <V<Å^Ûjq÷]<‹éñ‬‬
‫ﻫﻮ ﺍﻟﻤﺴﺌﻮﻝ ﺍﻷﻭﻝ ‪ ،‬ﺻﺎﺣﺐ ﺍﻟﺼﻼﺣﻴﺔ ﺍﻟﻤﻤﻨﻮﺣـﺔ ﻗﺎﻧﻮﻧـﺎﹰ ﻹﺩﺍﺭﺓ ﺍﻻﺟﺘﻤـﺎﻉ‪،‬‬

‫ﻭﻳﻤﺜﻞ ﻣﺼﺪﺭ ﻗﻮﺓ ﺗﻌـﺰﺯ ﺻـﻼﺣﻴﺎﺗﻪ ‪ ،‬ﺑﻤـﺎ ﻳﻤﺘﻠﻜـﻪ ﻣـﻦ ﻣﻌﻠﻮﻣـﺎﺕ ‪ ،‬ﻭﺧﺒـﺮﺓ ﻭﺗﺠـﺎﺭﺏ ‪،‬‬

‫ﻭﻫــﻮ ﺍﻟــﺮﺋﻴﺲ ﺍﻟــﺬﻱ ﻳــﺘﻢ ﺍﺧﺘﻴــﺎﺭﻩ ﺑــﺎﻟﺘﻌﻴﻴﻦ ‪،‬ﺃﻭ ﺍﻻﻧﺘﺨــﺎﺏ ‪ .‬ﻭﻻ ﺗﻌﻨــﻲ ﺍﻟﻮﺭﻗــﺔ ﺭﺋﻴــﺴﺎﹰ‬

‫ﺑﻌﻴﻨﻪ ﺑﻞ ﻛﻞ ﻣﺪﻳﺮ‪،‬ﺃﻭ ﺭﺋﻴﺲ ﻟﻠﺠﻨﺔ ‪ ،‬ﻧﻘﺎﺑﺔ ‪ ،‬ﻣﺠﻠﺲ ﺇﺩﺍﺭﺓ ‪ ،‬ﻣﺸﺮﻭﻉ ﺯﺭﺍﻋﻲ ‪ ،‬ﻣﺪﻳﻨﺔ‬

‫‪ ،‬ﻗﺮﻳــﺔ ‪ ،‬ﻣﺪﺭﺳــﺔ ‪ ،‬ﺟﺎﻣﻌــﺔ‪ ،‬ﻣﻌﻬــﺪ ‪ ،‬ﻣــﺴﺠﺪ ‪ ،‬ﻧــﺎﺩﻱ ﺭﻳﺎﺿــﻲ ﺃﻭ ﺛﻘــﺎﻓﻲ ﺃﻭ ﺍﺟﺘﻤــﺎﻋﻲ‪،‬‬

‫ﺣﻠﻘﺔ ﺣﻮﺍﺭ ‪ ،‬ﺃﻭ ﻧﻘﺎﺵ ﺃﻭ ﺗﻼﻭﺓ ‪ ،‬ﻣﺨﻴﻢ ‪ ،‬ﻣﻌﺴﻜﺮ ‪ ،‬ﻣـﺆﺗﻤﺮ ‪ ،‬ﻧـﺪﻭﺓ ‪ ،‬ﻣﻨﻈﻤـﺔ ﻣﺠﺘﻤـﻊ‬

‫ﻣﺪﻧﻲ ‪ ،‬ﻣﻨﺸﺄﺓ ﻓﻲ ﻗﻄﺎﻋـﺎﺕ ﺍﻟﻤـﺎﻝ ﻭﺍﻷﻋﻤـﺎﻝ ‪ ،‬ﺩﻭﺭﺓ ﺗـﺪﺭﻳﺐ ﻭﺗﺄﻫﻴـﻞ ﻟﺮﻓـﻊ ﺍﻟﻘـﺪﺭﺍﺕ ‪،‬‬

‫ﺇﺩﺍﺭﺍﺕ ﺍﻟﻤﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ﻓﻲ ﺍﻟﻘﻄﺎﻋﺎﺕ ﺍﻟﺴﻴﺎﺩﻳﺔ ‪ ،‬ﻭﺍﻟﺨﺪﻣﻴﺔ ‪ ،‬ﻭﺍﻟﺤﺰﺑﻴﺔ ﻭﻏﻴﺮﻫﺎ ‪.‬‬

‫_‪< <V<Å^Ûjq÷]<Å]çÞ‬‬
‫ﻳﻤﻜﻦ ﻷﻏﺮﺍﺽ ﻫﺬﻩ ﺍﻟﻮﺭﻗﺔ – ﺗﻘﺴﻴﻢ ﺍﻻﺟﺘﻤﺎﻉ ﺇﻟـﻰ ﻧـﻮﻋﻴﻦ ﺣـﺴﺐ ﺍﻟﻮﺿـﻊ‬

‫ﺍﻟﻘﺎﻧﻮﻧﻲ ﻭﻫﻤﺎ‪:‬‬

‫_‪V<ê†Ö]<Å^Ûjq÷]<K‬‬
‫ﻭﻫــﻮ ﺍﻻﺟﺘﻤــﺎﻉ ﺍﻟــﺬﻱ ﻳ‪‬ﻌﻘــﺪ ﻓــﻲ ﺇﻃــﺎﺭ ﺳــﻠﻄﺔ ﺭﺳــﻤﻴﺔ ‪ .‬ﻳــﺘﻢ ﺑﻌــﺪ ﺍﻟﺘﺨﻄــﻴﻂ‬

‫ﻭﺍﻟﺪﻋﻮﺓ ﻟﻪ‪ ،‬ﻭﻳﺪﺍﺭ ﻭﻓﻖ ﺍﻟﻨﻈﻢ ﻭﺍﻟﻠﻮﺍﺋﺢ ﺍﻟﺘﻲ ﺗﻀﺒﻂ ﺳﻴﺮﻩ ﻭﺗﺤﻜﻢ ﺧﻄﻮﺍﺗﻪ ‪ .‬ﻭﻫـﺬﺍ‬

‫ﺍﻟﻨﻮﻉ ﻣﻦ ﺍﻻﺟﺘﻤﺎﻋﺎﺕ ﻫﻮ ﺍﻟﺬﻱ ﻳﺮﺃﺳﻪ ﺭﺋﻴﺲ ﺍﻻﺟﺘﻤﺎﻉ‪.‬‬

‫ﻧﻮﻓﻤﺒﺮ ‪2016‬ﻡ‬ ‫)‪(152‬‬ ‫ﺩﺭﺍﺳﺎﺕ ﺗﺮﺑﻮﻳﺔ – ﺍﻟﻌﺪﺩ ﺍﻟﺨﺎﻣﺲ‬

 ‫ﻛﻴﻔﻴﺔ ﺇﺩﺍﺭﺓ ﺍﻻﺟﺘﻤﺎﻉ ﻟﺘﺤﻘﻴﻖ ﺃﻫﺪﺍﻓﻪ‬
‫ﺩﻛﺘﻮﺭ‪ /‬ﺇﺑﺮﺍﻫﻴﻢ ﺍﻟﺨﻀﺮ ﺍﻟﺤﺴﻦ‬

‫‪V<ê†Ö]<Æ<Å^Ûjq÷]<Kh‬‬
‫ﻋ ‪‬ﺮﺿ‪‬ــﺎﹰ ﺩﻭﻥ ﺗﺨﻄــﻴﻂ ﺃﻭ ﺩﻋــﻮﺓ ﺃﻭ ﺃﺟﻨــﺪﺓ ‪ ...‬ﻭﻫــﻮ‬
‫ﻫــﻮ ﺍﻻﺟﺘﻤــﺎﻉ ﺍﻟــﺬﻱ ﻳــﺘﻢ ‪‬‬

‫ﺍﻻﺟﺘﻤﺎﻉ ﺍﻟﺬﻱ ﻻ ﻳﻤﻠﻚ ﺃﻋﻀﺎﺅﻩ ﺳـﻠﻄﺔ ﺭﺳـﻤﻴﺔ ﻟﺘﻨﻔﻴـﺬ ﻣـﺎ ﻳـﺘﻢ ﺍﻟﺘﻮﺻـﻞ ﺇﻟﻴـﻪ ﻣـﻦ‬

‫ﻗــﺮﺍﺭﺍﺕ ﺃﻭ ﺗﻮﺻــﻴﺎﺕ ﺃﻭ ﺭﺅﻯ ‪) .‬ﻗــﺪ ﻳــﺘﻢ ﻫــﺬﺍ ﺍﻟﻨــﻮﻉ ﻣــﻦ ﺍﻻﺟﺘﻤﺎﻋــﺎﺕ ﺃﺛﻨــﺎﺀ ﻣﻨﺎﺳــﺒﺔ‬

‫ﺍﺟﺘﻤﺎﻋﻴﺔ ﻟﻔﺮﺡ ﺃﻭ ﺗﺮﺡ ﺃﻭ ﺍﺣﺘﺠﺎﺝ ﺃﻭ ﺗﺤﺖ ﺃﻱ ﻣﺴﻤﻰ ﻏﻴﺮ ﻗﺎﻧﻮﻧﻲ ( ‪.‬‬

‫‪< <V<íŠ×¢]<^ÏÃÞ]<ØfÎ<Å^Ûjq÷]<‹éñ…<l^fq]æ‬‬
‫ﺍﻹﺷﺮﺍﻑ ﺍﻟﻤﺒﺎﺷﺮ ﻋﻠﻰ ﺍﻟﻤﻜﻠﻔﻴﻦ ﺑﺎﻹﻋﺪﺍﺩ ﻭﺍﻟﺘﺄﻛـﺪ ﻣـﻦ ﺍﻟﺘﺨﻄـﻴﻂ ﺍﻟﻜﺎﻣـﻞ‬ ‫‪.1‬‬

‫ﻭﺍﻻﺳﺘﻌﺪﺍﺩ ﺍﻟﺘﺎﻡ ﻟﻌﻘﺪ ﺍﻟﺠﻠﺴﺔ ‪ ،‬ﻭﺍﻛﺘﻤﺎﻝ ﻣﺘﻄﻠﺒﺎﺕ ﺍﻧﻌﻘﺎﺩﻫﺎ ﻗﺒﻞ ﻭﻗﺖ‪ ‬ﻛﺎﻑ‪‬‬

‫ﻣﻦ ﺑﺪﺍﻳﺘﻬﺎ )ﺟﺪﻭﻝ ﺃﻋﻤﺎﻝ ﺍﻻﺟﺘﻤﺎﻉ ‪ ،‬ﺃﺟﻨﺪﺗﻪ ‪ ،‬ﻃﺒﺎﻋﺘﻪ ﻭﺗﻮﺯﻳﻌﻪ( ‪.‬‬

‫ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﺻﻼﺣﻴﺔ ﺑﻴﺌﺔ ﺍﻻﺟﺘﻤﺎﻉ ‪ ،‬ﻭﺟﺎﻫﺰﻳﺘﻬﺎ )ﺍﻟﺘﻬﻮﻳﺔ ‪ ،‬ﺍﻹﻧﺎﺭﺓ ‪ ،‬ﻣﻘﺎﻋـﺪ‬ ‫‪.2‬‬

‫ﺍﻟﺠﻠﻮﺱ ‪ ،‬ﺍﻟﻤﻨﺼﺔ ‪ ،‬ﺇﺟﺮﺍﺀﺍﺕ ﺍﻟﺘـﺄﻣﻴﻦ ‪ ،‬ﺃﺟﻬـﺰﺓ ﺍﻹﻃﻔـﺎﺀ ‪ ،‬ﺍﻟﺘـﺼﻮﻳﺮ ‪ ،‬ﺍﻟـﺼﻮﺕ ‪،‬‬

‫ﺍﻹﻋﻼﻡ‪ ،‬ﺍﻟﻤﻄﺒﻮﻋﺎﺕ ‪ ،‬ﺍﻟﻀﻴﺎﻓﺔ ‪ ،‬ﺑﻄﺎﻗﺎﺕ ﺍﻟﻌﻀﻮﻳﺔ ‪ ،‬ﺩﻓﺎﺗﺮ ﻭﺃﻗﻼﻡ ﻭﻣﺬﻛﺮﺍﺕ‬

‫ﺍﻷﻋﻀﺎﺀ ‪ ... ،‬ﺍﻟﺦ( ‪.‬‬

‫ﺍﻹﻋﻼﻥ ﻋﻦ ﺗﺎﺭﻳﺦ ﻭﻣﻜﺎﻥ ﺍﻻﺟﺘﻤﺎﻉ ‪ ،‬ﻭﺗﺤﺪﻳﺪ ﺯﻣﻦ ﺑﺪﺍﻳﺘﻪ ﻭﻧﻬﺎﻳﺘﻪ ﻣﻊ ﺍﻟﻤﻘﺮﺭ‬ ‫‪.3‬‬

‫ﻭﺳـﻜﺮﺗﺎﺭﻳﺘﻪ )ﻋﻠـﻰ ﺃﻥ ﺗﻜـﻮﻥ ﺑﺪﺍﻳﺘـﻪ ﻓـﻲ ﻭﻗـﺖ ﻳﺘـﻴﺢ ﻟﻸﻋـﻀﺎﺀ ﺍﻟﺤـﻀﻮﺭ ﻓـﻲ‬

‫ﺍﻟﺰﻣﻦ ﺍﻟﻤﺤﺪﺩ ﻭﻫﻢ ﻓﻲ ﻗﻤﺔ ﻧﺸﺎﻃﻬﻢ ﻭﺣﻴﻮﻳﺘﻬﻢ ﻭﺣﻀﻮﺭﻫﻢ ﺍﻟﺬﻫﻨﻲ( ‪.‬‬

‫ﺍﻟﺘﺄﻛـــﺪ ﻣـــﻦ ﻭﺻـــﻮﻝ ﺍﻟـــﺪﻋﻮﺍﺕ ﻭﺃﻭﺭﺍﻕ ﺍﻻﺟﺘﻤـــﺎﻉ ﻟﺠﻤﻴـــﻊ ﺍﻷﻋـــﻀﺎﺀ ﺑﻮﺍﺳـــﻄﺔ‬ ‫‪.4‬‬

‫ﺍﻟــﺴﻜﺮﺗﺎﺭﻳﺔ ‪ ،‬ﻣــﻊ ﻣﻼﺣﻈــﺔ ﺃﻥ ﺩﻋــﻮﺓ ﺑﻌــﺾ ﺍﻟﺸﺨــﺼﻴﺎﺕ ﻟــﺒﻌﺾ ﺍﻟﻤــﺆﺗﻤﺮﺍﺕ‬

‫ﻭﺍﻻﺟﺘﻤﺎﻋﺎﺕ ﺍﻟﻜﺒﺮﻯ ﻭﺍﻻﺳـﺘﺜﻨﺎﺋﻴﺔ ﻳﺘﻄﻠـﺐ ﺍﻻﺗـﺼﺎﻝ ﺍﻟﺸﺨـﺼﻲ ﺍﻟﻤﺒﺎﺷـﺮ ﻣـﻦ‬

‫ﻣﺪﻳﺮ ﺃﻭ ﺭﺋﻴﺲ ﺍﻟﻤﻨﺸﺄﺓ ‪.‬‬

‫ﻧﻮﻓﻤﺒﺮ ‪2016‬ﻡ‬ ‫)‪(153‬‬ ‫ﺩﺭﺍﺳﺎﺕ ﺗﺮﺑﻮﻳﺔ – ﺍﻟﻌﺪﺩ ﺍﻟﺨﺎﻣﺲ‬

 ‫ﻛﻴﻔﻴﺔ ﺇﺩﺍﺭﺓ ﺍﻻﺟﺘﻤﺎﻉ ﻟﺘﺤﻘﻴﻖ ﺃﻫﺪﺍﻓﻪ‬
‫ﺩﻛﺘﻮﺭ‪ /‬ﺇﺑﺮﺍﻫﻴﻢ ﺍﻟﺨﻀﺮ ﺍﻟﺤﺴﻦ‬

‫…‪< <V<Å^Ûjq÷]<kÎæ<ì…]cæ<íŠ×¢]<‹éñ‬‬
‫ﺇﺩﺍﺭﺓ ﺍﻟﻮﻗﺖ ﻣﻦ ﺃﻫـﻢ ﺍﻟﻤﻬـﺎﺭﺍﺕ ﺍﻟﺘـﻲ ﻳﺠـﺐ ﻣﻤﺎﺭﺳـﺘﻬﺎ ﺃﺛﻨـﺎﺀ ﺇﺩﺍﺭﺓ ﺍﻻﺟﺘﻤـﺎﻉ ‪،‬‬

‫ﻭﺫﻟــﻚ ﻷﻥ ﺍﻟﻮﻗــﺖ ﻣــﻮﺭﺩ ﻣــﻦ ﺍﻟﻤــﻮﺍﺭﺩ ﺫﺍﺕ ﺍﻟﻘﻴﻤــﺔ ﺍﻟﻌﺎﻟﻴــﺔ ؛ ﺇﺫﺍ ﻣــﺎ ﺃﺣــﺴﻦ ﺗﻮﻇﻴﻔــﻪ‬

‫ﻭﺍﺳﺘﻐﻼﻟﻪ ﻟﻤﺼﻠﺤﺔ ﺍﻷﺩﺍﺀ ﺍﻹﺩﺍﺭﻱ ﻭﺍﻹﻧﺘﺎﺝ ﺍﻟﻔﻜﺮﻱ ﻭﺍﻟﻤﺎﺩﻱ‪.‬‬

‫ﺍﻟﻮﻗــﺖ – ﻛﻤــﺎ ﻫــﻮ ﻣﻌﻠــﻮﻡ – ﺇﺫﺍ ﺿــﺎﻉ ﻻ ﻳﻤﻜــﻦ ﺗﻌﻮﻳــﻀﻪ ‪ ،‬ﻭﻻ ﻳﻤﻜــﻦ‬

‫ﺗﺨﺰﻳﻨﻪ ﻭﺇﺩﺧﺎﺭﻩ‪ ،‬ﻭﻷﻫﻤﻴﺔ ﺍﻟﻮﻗﺖ ﻭﻋﻈﻤﺘﻪ ﻓﻘﺪ ﺃﻗﺴﻢ ﺑﻪ ﺍﷲ ﺗﻌﺎﻟﻰ ﻓﻲ ﺍﻟﻌﺪﻳﺪ ﻣـﻦ‬

‫)ﻭﺍﻟــﻀﺤﻲ ‪ ،‬ﻭﺍﻟﻌــﺼﺮ ‪ ،‬ﻭﺍﻟﻔﺠــﺮ ﻭﻟﻴــﺎﻝ ﻋــﺸﺮ ‪ ،‬ﻭﺍﻟــﺸﻤﺲ‬ ‫ﺁﻳــﺎﺕ ﺍﻟﻘــﺮﺁﻥ ﺍﻟﻜــﺮﻳﻢ ‪:‬‬

‫ﻭﺿﺤﺎﻫﺎ ‪ ،‬ﻭﺍﻟﻠﻴﻞ ﺇﺫﺍ ﻳﻐﺸﻲ ‪ ،‬ﻭﺍﻟﻨﻬﺎﺭ ﺇﺫﺍ ﺗﺠ‪‬ﻠﻲ ‪... ،‬ﺍﻟﺦ(‪.‬‬

‫ﻳﻘﻮﻝ ﺍﻟﺮﺳﻮﻝ ﺻﻠﻲ ﺍﷲ ﻋﻠﻴﻪ ﻭﺳﻠﻢ ‪ " :‬ﻟﻦ ﺗﺰﻭﻝ ﻗﺪﻣﺎ ﻋﺒـﺪ ﺣﺘـﻰ ﻳـﺴﺄﻝ ﻋـﻦ‬

‫ﺃﺭﺑﻊ‪ ...‬ﻣﻨﻬﺎ ‪ :‬ﻋﻤﺮﻩ ﻓﻴﻢ ﺃﻓﻨﺎﻩ " ‪ .‬ﻭﻳﻘﻮﻝ ﺻﻠﻲ ﺍﷲ ﻋﻠﻴﻪ ﻭﺳﻠﻢ ‪ " :‬ﻧﻌﻤﺘﺎﻥ ﻣﻐﺒﻮﻥ ﻓﻴﻬﻤﺎ‬

‫ﻛﺜﻴﺮ ﻣﻦ ﺍﻟﻨﺎﺱ ‪ ،‬ﺍﻟﺼﺤﺔ ﻭﺍﻟﻔﺮﺍﻍ "‪ .‬ﻭﺛﻤﺔ ﻓﺮﻕ ﺑﻴﻦ ﺍﻟﻔﺮﺩ ﺍﻟﻨﺎﺟﺢ ﻭﺃﺧﻴـﻪ ﺍﻟﻔﺎﺷـﻞ ‪،‬‬

‫ﻭﻫﻮ ﺍﻻﺳـﺘﻔﺎﺩﺓ ﺍﻟﺘﺎﻣـﺔ ﻣـﻦ ﺍﻟﻮﻗـﺖ ‪ ..‬ﺗﺨﻄﻴﻄـﹰﺎ ﻭﺗﺮﺗﻴﺒـﺎﹰ ﻟﻸﻭﻟﻮﻳـﺎﺕ ‪ ،‬ﻭﺗﺤﺪﻳـﺪﺍﹰ ﻟﻸﻫـﻢ‬

‫ﻓﺎﻟﻤﻬﻢ‪ ،‬ﻭﺗﺨﻄﻴﻄﻪ ﻫﻮ ﺗﻨﻈﻴﻤﻪ ‪ ،‬ﻭﺗﺤﺪﻳﺪ ﺍﻟﺘﻮﻗﻴﺖ ﻷﺩﺍﺀ ﺍﻟﻮﺍﺟﺒﺎﺕ ﻭﺍﻷﺩﻭﺍﺭ ﺍﻟﻴﻮﻣﻴﺔ‬

‫ﻣــﻦ ﻋﻤــﻞ ‪ ،‬ﻭﻋﺒــﺎﺩﺓ ‪ ،‬ﻭﺃﻧــﺸﻄﺔ ﺭﻳﺎﺿــﻴﺔ‪ ،‬ﻭﺯﻳــﺎﺭﺍﺕ ﺗﻔﻘﺪﻳــﺔ ‪ ،‬ﻭﺇﻃــﻼﻉ‪ ،‬ﻭﻗــﺮﺍﺀﺓ ‪ ،‬ﻭﻧــﻮﻡ‬

‫‪،‬ﻭﻏﻴﺮ ﺫﻟﻚ – ﻭﻛﻤﺎ ﻭﺭﺩ ﺳﺎﺑﻘﺎﹰ ‪.-‬‬

‫ﻓﻮﻗﺖ ﺍﻟﻔﺮﺩ ﻫﻮ ﻋﻤﺮﻩ ‪.‬ﻭﻋﻤﺮ ﻛﻞ ﺍﻣﺮﺉ ﻣﻮﺯﻉ ﺑﻴﻦ ﺃﺭﺑﻌﺔ ﺃﻳﺎﻡ ﻛﻤـﺎ ﻭﺭﺩ ﻓـﻲ‬

‫ﺃﻗﻮﺍﻝ ﺑﻌﺾ ﺍﻟﺤﻜﻤﺎﺀ ‪-:‬‬

‫ﻳﻮﻡ ﻣﻔﻘﻮﺩ ‪ ) ...‬ﻣﻀﻰ ( ﻣﻦ ﺍﻟﻌﻤﺮ ﻭﻟﻦ ﻳﻌﻮﺩ ‪.‬‬ ‫‪-‬‬

‫ﻭﻳﻮﻡ ﻣﺸﻬﻮﺩ ‪ ....‬ﻭﻫﻮ ) ﺍﻵﻥ ( ﺍﻟﺬﻱ ﻳﻌﻴﺸﺔ ﺍﻟﻔﺮﺩ ‪.‬‬ ‫‪-‬‬

‫ﻭﻳﻮﻡ ﻣﻮﻋﻮﺩ ‪ ....‬ﻭﻫﻮ ﻳﻮﻡ ) ﻣﻔﺎﺭﻗﺔ ﺍﻟﺤﻴﺎﺓ ( ﻣﻦ ﻏﻴﺮ ﺭﺟﻌﺔ ‪.‬‬ ‫‪-‬‬

‫ﻧﻮﻓﻤﺒﺮ ‪2016‬ﻡ‬ ‫)‪(154‬‬ ‫ﺩﺭﺍﺳﺎﺕ ﺗﺮﺑﻮﻳﺔ – ﺍﻟﻌﺪﺩ ﺍﻟﺨﺎﻣﺲ‬

 ‫ﻛﻴﻔﻴﺔ ﺇﺩﺍﺭﺓ ﺍﻻﺟﺘﻤﺎﻉ ﻟﺘﺤﻘﻴﻖ ﺃﻫﺪﺍﻓﻪ‬
‫ﺩﻛﺘﻮﺭ‪ /‬ﺇﺑﺮﺍﻫﻴﻢ ﺍﻟﺨﻀﺮ ﺍﻟﺤﺴﻦ‬

‫ﻭﻳﻮﻡ ﻣﻤﺪﻭﺩ ‪ ....‬ﺍﻟﺮﻭﺡ ﻓﻴﻪ ) ﺗﻌﻠﻘﺖ ( ﺑﻴﻦ ﺍﻟﺴﻤﻮﺍﺕ ﻭﺍﻷﺭﺽ ‪ ،‬ﻭﺍﻟﺠﺴﺪ ) ﻳﻌﻮﺩ (‬ ‫‪-‬‬

‫ﺧﺮ‪‬ﻯ‬
‫ﻢ ﺗ‪‬ﺎ ‪‬ﺭ ﹰﺓ ﺃﹸ ‪‬‬
‫ﺨ ﹺﺮﺟ‪‬ﻜﹸ ‪‬‬
‫ﻢ ‪‬ﻭ ‪‬ﻣ ‪‬ﻨﻬ‪‬ﺎ ﻧ‪ ‬‬
‫ﻢ ‪‬ﻭﻓ‪‬ﻴﻬ‪‬ﺎ ﻧ‪‬ﻌ‪‬ﻴﺪ‪‬ﻛﹸ ‪‬‬
‫ﺧﹶﻠ ﹾﻘﻨ‪‬ﺎﻛﹸ ‪‬‬
‫ﺇﻟﻰ ﺣﻴﺚ ﻛﺎﻥ
‪‬ﻣ ‪‬ﻨﻬ‪‬ﺎ ‪‬‬

‫)ﺳﻮﺭﺓ ﻃﻪ ‪ :‬ﺍﻵﻳﺔ ‪. (55 :‬‬

‫ﻳﻬﺘﻢ ﺭﺋﻴﺲ ﺍﻻﺟﺘﻤﺎﻉ ﺍﻟﻔﻌﺎﻝ ﺑﺎﻟﻮﻗﺖ ﻭﻳﺴﺘﻔﻴﺪ ﻣﻨـﻪ ‪ ،‬ﻭﻳﺤـﺮﺹ ﻋﻠـﻰ ﺍﺳـﺘﺌﻨﺎﻑ‬

‫ﺍﻻﺟﺘﻤــﺎﻉ ﻓــﻲ ﻭﻗﺘــﻪ ﺍﻟﻤﺤــﺪﺩ ‪ ،‬ﻭﻳﻨﻬــﻲ ﺍﺟﺘﻤﺎﻋــﻪ ﻓــﻲ ﻭﻗﺘــﻪ ﺍﻟﻤﻘــﺮﺭ ‪ ،‬ﻭﺇﺫﺍ ﻣــﺎ ﺣــﺪﺙ‬

‫ﺗﻘﺼﻴﺮ ﻓﻲ ﺫﻟﻚ ‪ ،‬ﻓﺈﻧﻪ ﻳﻌﻨﻲ ﺃﻥ ﺭﺋﻴﺲ ﺍﻻﺟﺘﻤﺎﻉ ﻻ ﻳﺠﻌﻞ ﻟﻠﻮﻗﺖ ﺃﻫﻤﻴﺔ ‪ ،‬ﻭﻻ ﻳﻌﻴـﺮ‬

‫ﻛﻴﻔﻴـﺔ ﺇﺩﺍﺭﺓ ﺍﻟﻮﻗـﺖ ﺍﻟﺘﻔﺎﺗـﺔ ؛ ﻣـﻊ ﺃﻧــﻪ ﺑﺎﻟـﻀﺮﻭﺭﺓ ﻳـﺪﺭﻙ ﻭﻳﻌﻠـﻢ ﺃﻥ ﺭﺅﺳـﺎﺀ ﻭﻣــﺪﻳﺮﻱ‬

‫ﺍﻟﻤﻨـﺸﺂﺕ ﻭﺍﻟــﺸﺮﻛﺎﺕ ﻭﺍﻟﻤﻨﻈﻤـﺎﺕ ﺍﻟﻜﺒــﺮﻯ ﺫﺍﺕ ﺍﻟﺘﻤﻴـﺰ ﻭﺍﻟﺘﻔــﻮﻕ ﻭﺍﻟﻨﺠـﺎﺡ ﺍﻟﻤﻄــﺮﺩ؛‬

‫ﻳﻀﻌﻮﻥ ﺍﻻﻫﺘﻤﺎﻡ ﺑﺎﻟﻮﻗﺖ ﻭﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻨﻪ ﻓﻲ ﻣﻘﺪﻣﺔ ﺍﻫﺘﻤﺎﻣﺎﺗﻬﻢ ﻭﻣﺴﺌﻮﻟﻴﺎﺗﻬﻢ ‪ ،‬ﻭﻻ‬

‫ﻳــﺴﻤﺤﻮﻥ ﺑــﻀﻴﺎﻉ ﺍﻟﻮﻗــﺖ ﺃﻭ ﺍﻧﻘــﻀﺎﺋﻪ ﺇﱠﻟــﺎ ﻟﺘﻄــﻮﻳﺮ ﺍﻷﺩﺍﺀ ‪ ،‬ﻭﺯﻳــﺎﺩﺓ ﺍﻹﻧﺘــﺎﺝ ‪ ،‬ﻭﺗﺤﻘﻴــﻖ‬

‫ﺍﻷﺭﺑﺎﺡ ‪ ،‬ﻭﺭﻓﻊ ﺍﻟﻘﺪﺭﺍﺕ ﻭﺗﺤﻘﻴﻖ ﺍﻷﻫﺪﺍﻑ ‪ ،‬ﻭﻫـﻢ ﻳـﺪﺭﻛﻮﻥ ﺗﻤﺎﻣـﺎﹰ ﺃﻥ ﻫﻨـﺎﻙ ﺃﺳـﺒﺎﺏ‬
‫‪.‬‬
‫ﻭﻣﻤﺎﺭﺳﺎﺕ ﺗﻬﺪﺭ ﺍﻟﻮﻗﺖ ﻭﺗﻀﻴﻌﻪ‬

‫ﻣﻦ ﻫﺬﻩ ﺍﻷﺳﺒﺎﺏ ﻭﺍﻟﻤﻤﺎﺭﺳﺎﺕ ﺍﻟﺘﻲ ﺗﺴﻬﻢ ﻓﻲ ﺿﻴﺎﻉ ﻭﻫﺪﺭ ﺍﻟﻮﻗﺖ ﻣﺎ ﻳﺄﺗﻲ‪:‬‬

‫• ﺍﻟﺘﻘﺎﻟﻴﺪ ﻭﺍﻟﻤﻮﺭﻭﺛﺎﺕ ﺍﻟﺜﻘﺎﻓﻴـﺔ ﺍﻟﺘـﻲ ﺗـﺪﻋﻮ ﺇﻟـﻰ ﺍﻟﺘﺒـﺎﻃﺆ ﻭﺗﺤـﺚ ﻋﻠـﻰ ﺍﻟﺘﻮﺍﻛـﻞ‬

‫ﻭﺗﺸﺠﻊ ﻋﻠﻰ ﺍﻟﻜـﺴﻞ ﻭﺍﻟﺘـﺴﻮﻳﻒ ﻭﺍﻟﻤﻤﺎﻃﻠـﺔ ﻭﻋـﺪﻡ ﺍﺣﺘـﺮﺍﻡ ﺍﻟﻮﻗـﺖ ‪ .‬ﻳﻘﻮﻟـﻮﻥ ‪:‬‬

‫)ﻟــﻮ ﺟﺮﻳــﺖ ﺟــﺮﻱ ﺍﻟﻮﺣــﻮﺵ ﻏﻴــﺮ ﺭﺯﻗــﻚ ﻣــﺎ ﺗﺤــﻮﺵ( ‪) ،‬ﺑﻌــﺪ ﻳــﻮﻡ ﻳــﻮﻣﻴﻦ ﻣــﻦ‬

‫ﺍﻟﻤﺤﺘﻤﻞ ﻣﻨﺎﻗﺸﺔ ﻫﺬﺍ ﺍﻟﻤﻮﺿﻮﻉ ﻷﻧﻪ ﻋﺎﺟﻞ( ‪) ،‬ﺗﻌـﺎﻝ ﺑﻜـﺮﺓ ﻷﻧـﻮ ﻋﻨـﺪﻧﺎ ﻭﻓـﺎﺓ‬

‫ﻭﻣﺎﺷﻴﻦ ﺍﻟﻤﻘﺎﺑﺮ( ‪) ،‬ﺗﻌﺎﻝ ﺑﻌﺪ ﺍﻟﻔﻄﻮﺭ ﻷﻧﻮ ﺍﻟﺠﻤﺎﻋﺔ ﺭﺍﺣﻮ ﺍﻟﺒﻮﻓﻴﻪ ‪...‬ﺍﻟﺦ(‪.‬‬

‫ﻧﻮﻓﻤﺒﺮ ‪2016‬ﻡ‬ ‫)‪(155‬‬ ‫ﺩﺭﺍﺳﺎﺕ ﺗﺮﺑﻮﻳﺔ – ﺍﻟﻌﺪﺩ ﺍﻟﺨﺎﻣﺲ‬

 ‫ﻛﻴﻔﻴﺔ ﺇﺩﺍﺭﺓ ﺍﻻﺟﺘﻤﺎﻉ ﻟﺘﺤﻘﻴﻖ ﺃﻫﺪﺍﻓﻪ‬
‫ﺩﻛﺘﻮﺭ‪ /‬ﺇﺑﺮﺍﻫﻴﻢ ﺍﻟﺨﻀﺮ ﺍﻟﺤﺴﻦ‬

‫ﻭﻣﻦ ﺃﺳﺒﺎﺏ ﺿﻴﺎﻉ ﻭﻫﺪﺭ ﺍﻟﻮﻗﺖ ‪:‬‬

‫• ﻧﻘﺺ ﺍﻟﻤﻬﺎﺭﺍﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻭﺍﻟﻔﻘﺮ ﺍﻟﺬﻭﻗﻲ ﻟﻘﻴﻤﺔ ﺍﻟﻮﻗﺖ ﻭﺍﻟﻌﻤﻞ ‪.‬‬
‫• ﺗﺠﻤﻌﺎﺕ ﺍﻟﻌﺎﻣﻠﻴﻦ ﻓﻲ ﺍﻟﻤﻜﺎﺗﺐ ﻟﻠﺜﺮﺛﺮﺓ ﻭﺍﻹﻓﻄﺎﺭ ﺃﻭ ﻏﻴﺮﻫﻤﺎ ‪.‬‬
‫• ﻗﺮﺍﺀﺓ ﺍﻟﺼﺤﻒ ﻭﺍﻟﺪﺧﻮﻝ ﻓﻲ ﺣﻮﺍﺭﺍﺕ ﻻ ﺗﺘﻌﻠﻖ ﺑﺎﻟﻌﻤﻞ ‪.‬‬
‫• ﺍﻟﺨﺮﻭﺝ ﺃﺛﻨﺎﺀ ﺳﺎﻋﺎﺕ ﺍﻟﻌﻤﻞ ﻟﺰﻳﺎﺭﺓ ﺁﺧﺮﻳﻦ ﻳﻌﻤﻠﻮﻥ ﻓﻲ ﻣﻨﺸﺂﺕ ﺃﺧﺮﻯ ‪.‬‬
‫• ﺍﻟﻤﻜﺎﻟﻤﺎﺕ ﺍﻟﻬﺎﺗﻔﻴﺔ ﻣﻊ ﺍﻟﺰﻣﻼﺀ ﺃﻭ ﺍﻟﻤﻌﺎﺭﻑ ﻭﺍﻷﻫﻞ ‪.‬‬
‫• ﻋﺪﻡ ﻭﺿﻮﺡ ﺍﻷﻫﺪﺍﻑ ﻭﻋﺪﻡ ﻭﺿﻮﺡ ﻭﺗﺤﺪﻳﺪ ﺍﻷﻭﻟﻮﻳﺎﺕ ‪.‬‬
‫• ﻏﻴﺎﺏ ﺍﻟﺘﺨﻄﻴﻂ ﻭﺍﻟﺒﺮﻣﺠﺔ ﻭﻋﺪﻡ ﺍﻟﺘﻔﻜﻴﺮ ﺍﻟﻤﺴﺒﻖ ﻓﻴﻤﺎ ﻳﺠﺐ ﻋﻤﻠﻪ ‪.‬‬
‫• ﻋــﺪﻡ ﺍﻟﺘﻔــﻮﻳﺾ ﺍﻹﺩﺍﺭﻱ ﻣﺮﻛــﺰﺓ ﺍﻟﻘــﺮﺍﺭﺍﺕ ﻭﺍﻟــﺴﻴﻄﺮﺓ ﻋﻠــﻰ ﻛــﻞ ﺍﻟﻤــﺪﺧﻼﺕ‬
‫ﻭﺍﻟﻤﺨﺮﺟﺎﺕ‪.‬‬
‫• ﺿﻌﻒ ﺃﻧﻈﻤﺔ ﺍﻻﺗﺼﺎﻝ ‪ ،‬ﻭﻋﺪﻡ ﺍﻟﺮﻏﺒﺔ ﻓﻲ ﺗﺠﺪﻳﺪﻫﺎ ﻭﺍﺳﺘﺨﺪﺍﻡ ﺇﻣﻜﺎﻧﺎﺗﻬﺎ‪.‬‬
‫• ﺿﻌﻒ ﺍﻟﻜﻮﺍﺩﺭ ﺍﻟﻤﺴﺎﻋﺪﺓ ﻭﻋﺪﻡ ﺗﺪﺭﻳﺒﻬﺎ ﻭﺍﻟﺸﻚ ﻓﻲ ﻗﺪﺭﺍﺗﻬﺎ ‪.‬‬
‫• ﺳﻮﺀ ﺇﺩﺍﺭﺓ ﺍﻻﺟﺘﻤﺎﻋﺎﺕ ﻭﻋﺪﻡ ﺍﺣﺘﺮﺍﻡ ﻭﺗﻨﻔﻴﺬ ﻣﺨﺮﺟﺎﺗﻬﺎ ‪.‬‬
‫• ﺣﺐ ﺍﻟﺮﺍﺣﺔ ﻭﺍﻟﻌﻴﺶ ﻓﻲ ﺍﻟﻔﺮﺍﻍ ﺑﻼ ﻫﺪﻑ ﻭﻻ ﺟﺪﻭﻯ ‪.‬‬
‫ﻳﺬﻛﺮ ﻋﺎﺋﺾ ﺍﻟﻘﺮﻧﻲ ﻋﻦ ﺍﻟﻔﺮﺍﻍ ﺍﻟﺬﻱ ﻫـﻮ ﻋـﺪﻡ ﺍﻻﺳـﺘﻐﻼﻝ ﺍﻷﻣﺜـﻞ ﻟﻠﻮﻗـﺖ‬
‫ﻳﻘﻮﻝ ‪:‬‬
‫ﺇﻥ ﺍﻟﻔــﺮﺍﻍ ﺑــﺴﺘﺎﻥ ﺍﻷﻣــﺎﻧﻲ ‪ ،‬ﻭﻋــﻴﺶ ﺍﻟﻮﺳــﺎﻭﺱ ‪ ،‬ﻭﻣــﺴﺘﻮﺩﻉ ﺍﻷﺭﺍﺟﻴــﻒ ‪... ،‬‬
‫ﺧﺮﹺﺑـﺔ‬
‫ﻭﺍﻟﻔﺮﺍﻍ ﻓﺮﺻﺔ ﻟﺮﻭﻏﺎﻥ ﺍﻟـﺬﻫﻦ ﻋـﻦ ﺍﻟﺠـﺎﺩﺓ ‪ ،‬ﻭﻣﻴـﻞ ﺍﻟﻔﻬـﻢ ﻋـﻦ ﺍﻟـﺴﺪﺍﺩ ‪ ،‬ﻭﻫـﻮ ‪‬‬
‫ﻞ ﻣﺎ ﺗﺸﻜﺮ ‪ ،‬ﻭﻫﺒﺔ ﻣﺎ ﺃﻛﺜـﺮ ﻣـﺎ‬
‫ﻟﻠﺸﻴﻄﺎﻥ ‪ ،‬ﻭﻣﺰﺭﻋﺔ ﻟﻠﻬﻮﻯ ﻭﺍﻟﻌﺼﻴﺎﻥ ‪ ،‬ﻭﻫﻮ ﻧﻌﻤﺔ ﻗ ﹼ‬
‫ﺗﻜﻔﺮ ‪ ، ... ،‬ﻭﻗﺪ ﻋﺪ ﺍﻟﺼﻴﻨﻴﻮﻥ ﺍﻟﻔﺮﺍﻍ ﺑﻴﺖ ﺍﻟﺠﻨﻮﻥ ‪ ،‬ﻭﺫﻛﺮ ﺍﻷﻣﻴﺮﺍﻝ )ﺑﺮﺍﻳﺪ( ﻓﻲ‬
‫ﻛﺘﺎﺑــﻪ ﺍﻟــﺸﻬﻴﺮ )ﻭﺣﻴــﺪﺍﹰ(‪ :‬ﺃﻥ ﺍﻷﻳــﺎﻡ ﻓــﻲ ﺍﻟﻔــﺮﺍﻍ ﻣﻈﻠﻤــﺔ ﻛﺎﻟﻠﻴــﺎﻟﻲ‪ .‬ﻭﻗــﺪ ﺫﻛــﺮ‬
‫ﺍﻟﻔﺮﺍﻍ ﺃﹶﺑـﺮ ﺍﻟﻨـﺎﺱ ﺭﺳـﻮﻝ ﺍﷲ ﺻـﻠﻰ ﺍﷲ ﻋﻠﻴـﻪ ﻭﺳـﻠﻢ ﻓﻘـﺎﻝ ‪ ) :‬ﻧﻌﻤﺘـﺎﻥ ﻣﻐﺒـﻮﻥ ﻓﻴﻬﻤـﺎ
‬

‫ﻧﻮﻓﻤﺒﺮ ‪2016‬ﻡ‬ ‫)‪(156‬‬ ‫ﺩﺭﺍﺳﺎﺕ ﺗﺮﺑﻮﻳﺔ – ﺍﻟﻌﺪﺩ ﺍﻟﺨﺎﻣﺲ‬

 ‫ﻛﻴﻔﻴﺔ ﺇﺩﺍﺭﺓ ﺍﻻﺟﺘﻤﺎﻉ ﻟﺘﺤﻘﻴﻖ ﺃﻫﺪﺍﻓﻪ‬
‫ﺩﻛﺘﻮﺭ‪ /‬ﺇﺑﺮﺍﻫﻴﻢ ﺍﻟﺨﻀﺮ ﺍﻟﺤﺴﻦ‬

‫ﻛﺜﻴﺮ ﻣﻦ ﺍﻟﻨﺎﺱ ‪ ،‬ﺍﻟﺼﺤﺔ ﻭ ﺍﻟﻔﺮﺍﻍ ( ‪ .‬ﻭﻗﺪ ﺫﻛﺮ ﻩ ﻋﻤﺮ ﺑﻦ ﺍﻟﺨﻄﺎﺏ ﺭﺿﻲ ﺍﷲ ﻋﻨﻪ‬
‫‪ :‬ﻓﻘﺎﻝ ‪ :‬ﺃﻥ ﺍﻟﻔﺮﺍﻍ ﻏﻔﻠﺔ ‪ .‬ﻭﻗﺎﻝ ﺍﻟﺸﺎﻋﺮ ‪:‬‬
‫ﺇﻥ ﺍﻟﺸﺒﺎﺏ ﻭﺍﻟﻔﺮﺍﻍ ﻭﺍﻟﺠﺪﺓ‬
‫ﻣﻔﺴﺪﺓ ﻟﻠﻤﺮﺀ ﺃﻱ ﻣﻔﺴﺪﺓ‬
‫‪ ...‬ﻭﺍﻟﻔﺎﺭﻍ ﺻﻔﺮ ﻣﻦ ﺍﻟﺨﻴﺮ ‪ ،‬ﻭﺭﻗﻢ ﻓـﻲ ﺍﻟﺤﺎﺷـﻴﺔ ‪ ،‬ﻭﺧـﻂ ﻋﻠـﻰ ﻣـﺎﺀ ‪ ،‬ﻭﺳـﺮﺍﺏ‬
‫ﺑﻘﻴﻌﺔ ‪ ،‬ﻷﻧﻪ ﻓﻘﺪ ﻣﻌﻨﻰ ﺍﻟﺤﻴﺎﺓ ‪ ،‬ﻭﻗﻴﻤـﺔ ﺍﻟﺰﻣـﺎﻥ ‪ ،‬ﻭﺛﻤـﻦ ﺍﻟﻮﻗـﺖ ‪ ،‬ﻭﺟﻼﻟـﺔ ﺍﻟﻌﻤـﺮ ‪...‬‬
‫ﺍﻟﺦ )‪.(1‬‬

‫‪@ @òÜ§a@†bÔÈãa@õbäqc@÷îö‹Ûa@pbjuaë‬‬
‫• ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﺍﻟﺘﻜﻮﻳﻦ ﺍﻟﻘـﺎﻧﻮﻧﻲ ﻟﻠﺤـﻀﻮﺭ ‪ ،‬ﻭﻫـﻞ ﻫـﻢ ﺍﻷﻋـﻀﺎﺀ ﺍﻷﺻـﻠﻴﻮﻥ ﺃﻡ ﻣـﻦ‬

‫ﻳﻤﺜﻠﻬﻢ؟ ﻭﺇﻇﻬﺎﺭ ﺍﻫﺘﻤﺎﻣﻪ ﺑﺠﻠﻮﺳﻬﻢ ﺍﻟﻤﺮﺗﺐ ﻭﻋﺪﻡ ﺍﻟﺘﺒﺎﻋﺪ ﺑﻴﻨﻬﻢ‪.‬‬

‫)ﻭﻣﻌﻠـــﻮﻡ ﺃﻥ ﺍﻟﻨـــﺼﺎﺏ‬ ‫• ﺍﻟﺘﺄﻛــﺪ ﻣـــﻦ ﺣــﺼﻮﻝ ﺍﻟﻨـــﺼﺎﺏ ﺍﻟﻘــﺎﻧﻮﻧﻲ )‪. (Quorum‬‬

‫ﺍﻟﻘﺎﻧﻮﻧﻲ ﻫﻮ ﺣﻀﻮﺭ ﺃﻗﻞ ﻋﺪﺩ ﻣﻦ ﺍﻷﻋﻀﺎﺀ ﻳﺴﻤﺢ ﺑﻌﻘﺪ ﺍﻻﺟﺘﻤﺎﻉ ﺣﺴﺐ ﺍﻟﻘﺎﻧﻮﻥ‬

‫ﺃﻭ ﺍﻟﻼﺋﺤﺔ ‪ ،‬ﻭﻣﻦ ﺣﻖ ﺃﻱ ﻋـﻀﻮ ﺃﻥ ﻳﻠﻔـﺖ ﻧﻈـﺮ ﺭﺋـﻴﺲ ﺍﻻﺟﺘﻤـﺎﻉ ﺑﻌـﺪﻡ ﺍﻛﺘﻤـﺎﻝ‬

‫ﺍﻟﻨﺼﺎﺏ(‪.‬‬

‫• ﺿﺒﻂ ﺣﺮﻛﺔ ﻭﺳﻴﺮ ﺍﻻﺟﺘﻤﺎﻉ ﻭﻓﻖ ﺍﻷﺟﻨﺪﺓ ﺍﻟﻤﺤﺪﺩﺓ ‪.‬‬

‫ﻭﻋﺪﻡ ﺍﻟﺴﻤﺎﺡ ﺑﺎﻟﺨﺮﻭﺝ ﺑﻌﻴﺪﺍﹰ ﻋﻦ ﺍﻟﻤﻮﺿﻮﻉ ﺍﻟﻤﻄﺮﻭﺡ ‪.‬‬ ‫‪-‬‬

‫ﺃﻭ ﺍﻷﺣﺎﺩﻳﺚ ﺍﻟﺠﺎﻧﺒﻴﺔ ‪.‬‬ ‫‪-‬‬

‫ﺃﻭ ﻣﻘﺎﻃﻌﺔ ﺍﻟﻤﺘﺤﺪﺙ ‪.‬‬ ‫‪-‬‬

‫ﺃﻭ ﺍﻟﺮﺟﻮﻉ ﺇﻟﻰ ﻧﻘﻄﺔ ﺛﻢ ﺗﺠﺎﻭﺯﻫﺎ ‪ ،‬ﻭﺍﻧﻘﻀﻰ ﺍﻟﺰﻣﻦ ﺍﻟﻤﺨﺼﺺ ﻟﻬﺎ ‪ ...‬ﺍﻟﺦ ‪.‬‬ ‫‪-‬‬

‫) ‪(1‬‬
‫)ﺩ‪ .‬ﻋﺎﺋﺾ ﺍﻟﻘﺮﻧﻲ ‪ :‬ﺍﻟﻔﺮﺍﻍ ﺍﻟﻤﺪﻣﺮ ‪ .‬ﺻﺤﻴﻔﺔ ﺍﻟﻌﺎﻟﻢ ﺍﻹﺳﻼﻣﻲ ‪ ،‬ﺭﺍﺑﻄﺔ ﺍﻟﻌﺎﻟﻢ ﺍﻹﺳﻼﻣﻲ ‪ ،‬ﻣﻜﺔ ﺍﻟﻤﻜﺮﻣﺔ ‪ ،‬ﺍﻟﻌﺪﺩ )‬
‫‪2009 / 12 / 28 ، (2097‬ﻡ ( ‪.‬‬
‫ﻧﻮﻓﻤﺒﺮ ‪2016‬ﻡ‬ ‫)‪(157‬‬ ‫ﺩﺭﺍﺳﺎﺕ ﺗﺮﺑﻮﻳﺔ – ﺍﻟﻌﺪﺩ ﺍﻟﺨﺎﻣﺲ‬
 ‫ﻛﻴﻔﻴﺔ ﺇﺩﺍﺭﺓ ﺍﻻﺟﺘﻤﺎﻉ ﻟﺘﺤﻘﻴﻖ ﺃﻫﺪﺍﻓﻪ‬
‫ﺩﻛﺘﻮﺭ‪ /‬ﺇﺑﺮﺍﻫﻴﻢ ﺍﻟﺨﻀﺮ ﺍﻟﺤﺴﻦ‬

‫• ﺍﻟﺘﻌــﺮﻑ ﻋﻠــﻰ ﻣــﻦ ﻳﺮﻳــﺪ ﺍﺳــﺘﺪﺭﺍﺝ ﺍﻟﻤﺠﺘﻤﻌــﻴﻦ ﺇﻟــﻰ ﺍﻟﺘﺨــﺎﺫﻝ ﻭﻣﺤﺎﻭﻟــﺔ ﻋـــﺪﻡ‬

‫ﺍﻻﻧـــﻀﺒﺎﻁ ﻭﺍﻟﻤﻌﺎﺭﺿـــﺔ ﻭﺷـــﻞ ﻭﺗﻌﻄﻴـــﻞ ﺍﻟﻮﺻـــﻮﻝ ﺇﻟـــﻰ ﺍﻟﻐﺎﻳـــﺎﺕ ‪ ،‬ﻭﻋﻠـــﻰ ﺭﺋـــﻴﺲ‬

‫ﺍﻻﺟﺘﻤﺎﻉ ﻋـﺪﻡ ﺍﻻﺳﺘـﺴﻼﻡ ﺃﻭ ﺍﻟﺘـﺮﺩﺩ ﻓـﻲ ﻣﻮﺍﺟﻬﺘـﻪ ﺑﻄﺮﻳﻘـﺔ ﻣ‪‬ﺜﻠـﻰ )ﺗﻮﺟﻴﻬﻴـﺔ‬

‫ﻞ ﺑﻨﻈﺎﻡ ﻭﺣﺮﻛﺔ ﺳﻴﺮ ﺍﻻﺟﺘﻤﺎﻉ‪.‬‬

‫ﺨﱡ‬‫ﺇﺭﺷﺎﺩﻳﺔ( ﻻ ﺗ‪ ‬‬

‫• ﺍﻟﺘﺮﻛﻴـــﺰ ﻋﻠـــﻰ ﺗﺤﻘﻴـــﻖ ﺃﻫـــﺪﺍﻑ ﺍﻻﺟﺘﻤـــﺎﻉ ﻭﺍﺗﺨـــﺎﺫ ﺍﻟﻘـــﺮﺍﺭﺍﺕ ﺫﺍﺕ ﺍﻟﻌﻼﻗـــﺔ‬

‫ﺑﺎﻟﻤﻮﺿﻮﻉ ‪.‬‬

‫• ﺗﻮﺯﻳﻊ ﺍﻟﻔﺮﺹ ﺑﺎﻟﺘﺴﺎﻭﻱ ﻋﻠﻰ ﺍﻷﻋﻀﺎﺀ ﺑﻤﺎ ﻳﺘﻴﺢ ﻣـﺸﺎﺭﻛﺘﻬﻢ ﻭﺇﺷـﻌﺎﺭﻫﻢ ﺑﺈﻋﻤـﺎﻝ‬

‫ﻣﺒـﺪﺃ ﺍﻟﻌﺪﺍﻟـﺔ ‪ ،‬ﻭﺫﻟـﻚ ﻳﻜـﺴﺐ ﺍﻟﺤﺎﺿـﺮﻳﻦ ﺍﻟـﺸﻌﻮﺭ ﺑﺎﻟﺮﺿـﺎ ﻋـﻦ ﻃﺮﻳﻘـﺔ ﺳـﻴﺮ‬

‫ﺍﻻﺟﺘﻤــﺎﻉ ‪ ،‬ﻭﻳﺤﻔــﺰﻫﻢ ﻟﻼﻧﺘﺒــﺎﻩ ‪ ،‬ﻭﻣﺘﺎﺑﻌــﺔ ﻣﺠﺮﻳﺎﺗــﻪ ‪ ،‬ﻭﺍﻟﻤــﺴﺎﻫﻤﺔ ﺍﻟﺠــﺎﺩﺓ ﻓــﻲ‬

‫ﻣﺨﺮﺟﺎﺗﻪ ‪.‬‬

‫• ﺇﻋﻤﺎﻝ ﻣﺒﺪﺃ ﺍﻟﺸﻮﺭﻯ ‪ ،‬ﻭﻗﺒﻮﻝ ﺍﻟﺮﺃﻱ ﺍﻵﺧﺮ ‪ ،‬ﻭﺇﻇﻬﺎﺭ ﺍﻹﻧﺼﺎﻑ ‪.‬‬

‫ﻗﺎﻝ ﺍﻟﺸﺎﻋﺮ ‪:‬‬

‫‪-‬ﺷﺎﻭﺭ ﺻﺪﻳﻘﻚ ﻓﻲ ﺍﻟﺨﻔﻲ‪ ‬ﺍﻟﻤﺸﻜﻞ‬

‫ﻭﺍﻗﺒﻞ ﻧﺼﻴﺤﺔﹶ ﻧﺎﺻﺢﹴ ﻣ‪‬ﺘﻔﻀﻞ‬

‫ﻓﺎﷲ ﻗﺪ ﺃﻭﺻﻰ ﺑﺬﺍﻙ ﻧﺒﻴﻪ‬

‫ﻓﻲ ﻗﻮﻟﻪ ﺷﺎﻭﺭﻫﻢ ﻭ ﺗﻮﻛﻞ‬

‫‪-‬ﻳﻌﻨﻲ ﺑﻘﻮﻟﻪ ) ﺗﻮﻛﹼﻞ ( ‪ :‬ﻗﻮﻝ ﺍﷲ ﺗﻌﺎﻟﻰ ‪ " :‬ﻓﺈﺫﺍ ﻋﺰﻣﺖ ﻓﺘﻮﻛـﻞ ﻋﻠـﻰ ﺍﷲ ﺇﻥ ﺍﷲ‬

‫ﻳﺤﺐ ﺍﻟﻤﺘﻮﻛﻠﻴﻦ" ) ﺁﻝ ﻋﻤﺮﺍﻥ ‪. ( 195 :‬‬

‫‪-‬ﻭﻗﺎﻝ ﺑﺸﺎﺭ ﺑﻦ ﻳﺮﺩ ‪:‬‬

‫ﺇﺫﺍ ﺑﻠﻎ ﺍﻟﺮﺃﻱ ﺍﻟﻤﺸﻮﺭﺓ ﻓﺎ ﺳﺘﻌﻦ‬

‫ﻧﻮﻓﻤﺒﺮ ‪2016‬ﻡ‬ ‫)‪(158‬‬ ‫ﺩﺭﺍﺳﺎﺕ ﺗﺮﺑﻮﻳﺔ – ﺍﻟﻌﺪﺩ ﺍﻟﺨﺎﻣﺲ‬

 ‫ﻛﻴﻔﻴﺔ ﺇﺩﺍﺭﺓ ﺍﻻﺟﺘﻤﺎﻉ ﻟﺘﺤﻘﻴﻖ ﺃﻫﺪﺍﻓﻪ‬
‫ﺩﻛﺘﻮﺭ‪ /‬ﺇﺑﺮﺍﻫﻴﻢ ﺍﻟﺨﻀﺮ ﺍﻟﺤﺴﻦ‬

‫ﺑﺮﺃﻱ ﻧﺼﻴﺢ ﺃﻭ ﻧﺼﻴﺤﺔ ﺣﺎﺯﻡ‬

‫ﻭﻻ ﺗﺠﻌﻞ ﺍﻟﺸﻮﺭﻯ ﻋﻠﻴﻚ ﻏﻀﺎﺿﺔ‬

‫ﻓﺈﻥ ﺍﻟﺨﻮﺍﻓﻲ ﻗﻮﺓ ﻟﻠﻘﻮﺍﺩﻡ ) ﺩﻳﻮﺍﻧﻪ ‪ :‬ﺻـ ‪. ( 205‬‬

‫• ﻭﻣﻦ ﻭﺍﺟﺒﺎﺕ ﺭﺋﻴﺲ ﺍﻟﺠﻠﺴﺔ ﺃﺛﻨﺎﺀ ﺍﻻﻧﻌﻘﺎﺩ ‪ ،‬ﺇﺣﺴﺎﻥ ﺍﻟﻈﻦ ‪ ،‬ﻭﺇﻇﻬﺎﺭ ﺣﺴﻦ ﺍﻟﻨﻴﺔ ‪،‬‬

‫ﻭﺣ‪‬ﺲ ﺍﻟﺪﺍﻓﻌﻴﺔ ﻟﻼﻧﺠﺎﺯ ‪ .‬ﻭﺍﻟﺪﺍﻓﻊ ﻟﻺﻧﺠﺎﺯ ‪ :‬ﻫﻮ ﺍﻻﺳﺘﻌﺪﺍﺩ ﺍﻟﺬﻱ ﻳﺸﻌﺮ ﺑﻪ ﺍﻟﻔﺮﺩ‬

‫ﺃﺛﻨﺎﺀ ﺳﻌﻴﻪ ﻟﺘﺤﻘﻴﻖ ﻫﺪﻑ ﻣﻌﻴﻦ ﻭﻓﻘﺎﹰ ﻟﻤﻌﻴﺎﺭ ﻣﻦ ﺍﻟﺠﻮﺩﺓ ﺃﻭ ﺍﻻﻣﺘﻴﺎﺯ )‪.(1‬‬

‫• ﻭﻣﻦ ﻭﺍﺟﺒﺎﺗﻪ ﺣﻤﺎﻳﺔ ﺍﻟﻘﻮﺍﻧﻴﻦ ﻭﺗﻮﺿﻴﺤﻬﺎ ‪ ،‬ﻭﺗﺬﻛﻴﺮ ﺍﻷﻋﻀﺎﺀ ﺑﻬﺎ ﻛﻠﻤﺎ ﺣﺎﻭﻟﻮﺍ‬

‫ﺍﻟﺨﺮﻭﺝ ﻋﻠﻴﻬﺎ ‪.‬‬

‫• ﺍﺳﺘﻌﻤﺎﻝ ﺻﻮﺕ ﺍﻟﺘﺮﺟﻴﺢ )‪ ، (Casting Vote‬ﻣﺘﻰ ‪‬ﺗ ﹶ‬

‫ﻄﻠﱠﺐ ﺍﻷﻣـﺮ‪ ‬ﺫﻟـﻚ ‪ ،‬ﻭﻫـﻮ ﺣـﻖ‬

‫ﻣﻦ ﺣﻘﻮﻗﻪ ﺍﻟﻘﺎﻧﻮﻧﻴﺔ ‪.‬‬

‫• ﺗﻤﺪﻳﺪ ﺃﻭ ﺗﺄﺟﻴﻞ ﺍﻻﺟﺘﻤﺎﻉ ﺑﻌﺪ ﻣﻮﺍﻓﻘﺔ ﺍﻷﻋﻀﺎﺀ ‪.‬‬

‫• ﺍﻻﻫﺘﻤﺎﻡ ﺑﻤﺮﺍﺟﻌـﺔ ﺍﻟـﺼﺮﻑ ﺍﻟﻤـﺎﻟﻲ ﻋﻠـﻰ ﺍﻻﺟﺘﻤـﺎﻉ – ﺧﺎﺻـﺔ ﻓـﻲ ﺍﻻﺟﺘﻤﺎﻋـﺎﺕ‬

‫ﻢ ﻭﻓﻖ ﺍﻟـﻨﻈﻢ ﺍﻟﻤﺎﻟﻴـﺔ‬

‫ﻭﺍﻟﻤﺆﺗﻤﺮﺍﺕ ﻭﺍﻟﻠﻘﺎﺀﺍﺕ ﺍﻟﻜﺒﻴﺮﺓ – ﻭﺍﻟﺘﺄﻛﺪ ﻣﻦ ﺃﻧﻪ ﻗﺪ ﺗ ‪‬‬

‫ﻭﺍﻟﻤﺤﺎﺳــﺒﻴﺔ ﺍﻟﻤﺘﺒﻌــﺔ ‪ ،‬ﻭﺍﻟﺘﺮﻛﻴــﺰ ﻋﻠــﻰ ﺇﺻــﺪﺍﺭ ﺍﻟﺘﻮﺟﻴﻬــﺎﺕ ﺑــﻀﺮﻭﺭﺓ ﺍﻟﺘﻮﺳــﻂ‬

‫ﻭﺍﻻﻋﺘﺪﺍﻝ ﻓﻲ ﺍﻟﺼﺮﻑ ﻭﻋﺪﻡ ﺍﻟﺘﺒﺬﻳﺮ ﻓﻴﻤﺎ ﻻ ﺿﺮﻭﺭﺓ ﻟﻪ ‪.‬‬

‫)‪ (1‬ﻣﺠﻠﺔ ﺟﺎﻣﻌﺔ ﺍﻟﻤﻠﻚ ﺳﻌﻮﺩ ﻟﻠﻌﻠﻮﻡ ﻭ ﺍﻟﺘﺮﺑﻴﺔ ﻭﺍﻟﺪﺭﺍﺳﺎﺕ ﺍﻹﺳﻼﻣﻴﺔ ‪ :‬ﻣﺞ‪ 1996 ، 8‬ﻡ ‪ ،‬ﺹ ‪. 246 :‬‬

‫ﻧﻮﻓﻤﺒﺮ ‪2016‬ﻡ‬ ‫)‪(159‬‬ ‫ﺩﺭﺍﺳﺎﺕ ﺗﺮﺑﻮﻳﺔ – ﺍﻟﻌﺪﺩ ﺍﻟﺨﺎﻣﺲ‬

 ‫ﻛﻴﻔﻴﺔ ﺇﺩﺍﺭﺓ ﺍﻻﺟﺘﻤﺎﻉ ﻟﺘﺤﻘﻴﻖ ﺃﻫﺪﺍﻓﻪ‬
‫ﺩﻛﺘﻮﺭ‪ /‬ﺇﺑﺮﺍﻫﻴﻢ ﺍﻟﺨﻀﺮ ﺍﻟﺤﺴﻦ‬

‫‚‪@ @Z@Êbànuüa@Ž@paìĐ‬‬
‫ﺃﻭﻻﹰ ‪ :‬ﻳﻌــﺮﺽ ﺭﺋــﻴﺲ ﺍﻻﺟﺘﻤــﺎﻉ ﺟــﺪﻭﻝ ﺍﻷﻋﻤــﺎﻝ ﻭﻣﺤﺘﻮﻳﺎﺗــﻪ ﻓــﻲ ﺑﺪﺍﻳــﺔ ﺍﻟﺠﻠــﺴﺔ‪،‬‬

‫ﻭﻳﻜﻮﻥ ﻣﻜﺘﻮﺑﺎﹰ ‪ ،‬ﻭﻳﺸﺘﻤﻞ ﻋﻠﻰ ﺗﺤﺪﻳﺪ ﺍﻟﻤﻮﺿﻮﻋﺎﺕ )ﺍﻷﺟﻨﺪﺓ( ﺍﻟﺘـﻲ ﺳـﺘﺘﻢ‬

‫ﻣﻨﺎﻗﺸﺘﻬﺎ ‪) .‬ﺗﺮﺳﻞ ﺍﻟﻮﺛﺎﺋﻖ ﻣﻊ ﺍﻟﺪﻋﻮﺓ ﻭﻻ ﺗﻮﺯﻉ ﺃﺛﻨﺎﺀ ﺍﻻﺟﺘﻤـﺎﻉ(‪ .‬ﻭﻳـﻀﻴﻒ ﺃﻱ‬

‫ﻣﻮﺿﻮﻉ ﺃﻭ ﻣﻮﺿﻮﻋﺎﺕ ﺃﺧﺮﻯ ﺇﺫﺍ ﻃﻠﺐ ﺃﺣﺪ ﺍﻷﻋﻀﺎﺀ ﺃﻭ ﻋﺪﺩ ﻣﻨﻬﻢ ﺫﻟﻚ ‪.‬‬

‫ﺛﺎﻧﻴﺎﹰ ‪ :‬ﻳﻌﺮﺽ ﻣﺤﻀﺮ ﺍﻻﺟﺘﻤﺎﻉ ﺍﻟﺴﺎﺑﻖ ﻭﻣﻮﻗـﻒ ﺗﻨﻔﻴـﺬ ﺍﻟﻘـﺮﺍﺭﺍﺕ ﺍﻟﺘـﻲ ﺍﺗﺨـﺬﺕ ﻓﻴـﻪ ‪،‬‬

‫ﻭﻳﻄﻠﺐ ﻣﻦ ﺍﻷﻋﻀﺎﺀ ﺍﻟﻤﻮﺍﻓﻘﺔ ﻋﻠﻰ ﺇﺟﺎﺯﺗﻪ ﺑﻌﺪ ﺇﺑﺪﺍﺀ ﺃﻱ ﻣﻼﺣﻈﺎﺕ ﺣﻮﻟﻪ ‪.‬‬

‫ﺛﺎﻟﺜﺎﹰ ‪ :‬ﻋﺮﺽ ﺍﻟﺘﻘﺎﺭﻳﺮ ﻭﺍﻟﻤﻬﺎﻡ ﺍﻟﺘﻲ ﺗﻘﺮﺭ ﺃﻥ ﻳﻘﻮﻡ ﺑﻬﺎ ﺃﺣﺪ ﺍﻷﻋﻀﺎﺀ ﺃﻭ ﻣﺠﻤﻮﻋﺔ ﻣﻨﻬﻢ‬

‫‪ ،‬ﻋﻠــﻰ ﺃﻥ ﻳﻠﺘــﺰﻡ ﻛــﻞ ﻣــﻦ ﻫــﺆﻻﺀ ﺑــﻀﻮﺍﺑﻂ ﻭﻋﻨﺎﺻــﺮ ﻛﺘﺎﺑــﺔ ﺍﻟﺘﻘﺮﻳــﺮ ‪ ،‬ﻭﺃﻥ‬

‫ﻳ‪‬ﺮﺍﻋ‪‬ﻰ ﺳﻤﺎﺕ ﺍﻟﺘﻘﺮﻳﺮ ﺍﻟﺠﻴﺪ ﻭﺧﻄﻮﺍﺕ ﺃﺩﺍﺋﻪ‪.‬‬

‫ﺭﺍﺑﻌـﺎﹰ ‪ :‬ﺍﻟﺒــﺪﺀ ﻓــﻲ ﺍﻟﺘــﺪﺍﻭﻝ ﻭﺍﻟﻨﻘــﺎﺵ ﻭﺍﺗﺨــﺎﺫ ﺍﻟﻘــﺮﺍﺭﺍﺕ ﻭﺍﻟﺘﻮﺟﻴﻬــﺎﺕ ﺍﻟﻼﺯﻣــﺔ ‪ ،‬ﺣــﺴﺐ‬

‫ﺍﻷﺟﻨﺪﺓ ﺍﻟﻤﻮﺿﻮﻋﺔ ﻓﻲ ﺟﺪﻭﻝ ﺍﻷﻋﻤﺎﻝ ‪.‬‬

‫ﺧﺎﻣﺴﺎﹰ ‪ :‬ﺇﺗﺎﺣﺔ ﺍﻟﻔﺮﺻﺔ ﻟﻠﻤﻮﺿـﻮﻋﺎﺕ ﺍﻷﺧـﺮﻯ – ﺇﻥ ﻭﺟـﺪﺕ – ﻭﺫﻟـﻚ ﺣـﺎﻝ ﺗـﻀﻤﻴﻨﻬﺎ‬

‫ﻓﻲ ﺃﺟﻨﺪﺓ ﺍﻻﺟﺘﻤﺎﻉ ﻣﻨﺬ ﺑﺪﺍﻳﺘﻪ ‪ ،‬ﻭﻟﻴﺲ ﻓﻲ ﺃﻱ ﻭﻗﺖ ﺁﺧﺮ ‪.‬‬

‫ﻥ ﺫﻟـﻚ ﺳـﻴﺘﻢ ﻗﺒـﻞ‬

‫ﺳﺎﺩﺳﺎﹰ ‪ :‬ﺗﺤﺪﻳﺪ ﺯﻣﺎﻥ ﻭﻣﻜﺎﻥ ﺍﻻﺟﺘﻤﺎﻉ ﺍﻟﻘﺎﺩﻡ ‪ ،‬ﺃﻭ ﺍﻹﺷﺎﺭﺓ ﺇﻟـﻰ ﺃ ﱠ‬

‫ﻭﻗﺖ‪ ‬ﻛﺎﻑ‪ ‬ﻣﻊ ﻣﺤﻀﺮ ﺍﻻﺟﺘﻤﺎﻉ ﺍﻟﺤﺎﻟﻲ ﻭﺃﺟﻨﺪﺓ ﺍﻻﺟﺘﻤـﺎﻉ ﺍﻟﻘـﺎﺩﻡ ‪) ،‬ﻭﻳﻜـﻮﻥ‬

‫ﺫﻟﻚ ﻓﻲ ﺍﻻﺟﺘﻤﺎﻋﺎﺕ ﺍﻟﺪﻭﺭﻳﺔ( ‪.‬‬

‫ﺳﺎﺑﻌﺎﹰ ‪ :‬ﺷﻜﺮ ﺍﻷﻋـﻀﺎﺀ ﺍﻟﺤﺎﺿـﺮﻳﻦ ﻋﻠـﻰ ﻣـﺸﺎﺭﻛﺘﻬﻢ ﺍﻟﻔﺎﻋﻠـﺔ ‪ ،‬ﻭﺁﺭﺍﺋﻬـﻢ ﺍﻟﻤﻮﺟﺒـﺔ ‪،‬‬

‫ﻭﻣﺴﺎﻫﻤﺎﺗﻬﻢ ﺍﻟﻤﻔﻴﺪﺓ ‪ ،‬ﻭﺇﻋﻼﻥ ﻧﻬﺎﻳﺔ ﺍﻻﺟﺘﻤﺎﻉ ‪.‬‬

‫ﻛﺘﺎﺑﺔ ﺍﻟﺘﻘﺮﻳﺮ‪ ) :‬ﺗﻘﺮﻳﺮ ﺍﻻﺟﺘﻤﺎﻉ ﻳ‪‬ﻘﺪ‪‬ﻡ ﻓﻲ ﺛﺎﻟﺜﺎﹰ ﺍﻟﺴﺎﺑﻘﺔ (‪.‬‬

‫ﻧﻮﻓﻤﺒﺮ ‪2016‬ﻡ‬ ‫)‪(160‬‬ ‫ﺩﺭﺍﺳﺎﺕ ﺗﺮﺑﻮﻳﺔ – ﺍﻟﻌﺪﺩ ﺍﻟﺨﺎﻣﺲ‬

 ‫ﻛﻴﻔﻴﺔ ﺇﺩﺍﺭﺓ ﺍﻻﺟﺘﻤﺎﻉ ﻟﺘﺤﻘﻴﻖ ﺃﻫﺪﺍﻓﻪ‬
‫ﺩﻛﺘﻮﺭ‪ /‬ﺇﺑﺮﺍﻫﻴﻢ ﺍﻟﺨﻀﺮ ﺍﻟﺤﺴﻦ‬

‫ﺍﻟﺘﻘﺮﻳﺮ ﺿﺮﺏ ﻣﻦ ﺿﺮﻭﺏ ﺍﻟﻤﻤﺎﺭﺳﺔ ﺍﻟﻌﻠﻤﻴﺔ ‪ ،‬ﻭﻭﺳﻴﻠﺔ ﻫﺎﻣﺔ ﺗﻌﻜﺲ‬

‫ﺣﻘﻴﻘﺔ ﻣﺎ ﻳﺠﺮﻯ ﺑﺸﺄﻥ ﻣﻮﺿﻮﻉ ﻣﺎ ‪ ،‬ﺃﻭ ﻣﺸﻜﻠﺔ ‪ ،‬ﺃﻭ ﻇﺎﻫﺮﺓ ‪ ،‬ﺃﻭ ﺃﻱ ﺣﺪﺙ ﻣﻦ‬

‫ﺍﻷﺣﺪﺍﺙ ﻭﺍﻟﻮﻗﺎﺋﻊ ﻭﺍﻻﺟﺘﻤﺎﻋﺎﺕ ﻭﺍﻷﻋﻤﺎﻝ ﺍﻟﺘﻲ ﻳﻘﻮﻡ ﺑﻬﺎ ﺍﻷﻓﺮﺍﺩ ﺃﻭ ﺍﻟﻤﺆﺳﺴﺎﺕ‬

‫ﺍﻹﻗﺘﺼﺎﺩﻳﺔ ﻭﺍﻟﺴﻴﺎﺳﻴﺔ ﻭﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﻭﺍﻷﻣﻨﻴﺔ ﻭﻏﻴﺮﻫﺎ ‪...‬‬

‫ﻳﻌﺮﺽ ﺍﻟﺘﻘﺮﻳﺮ ﺗﻠـﻚ ﺍﻷﺣـﺪﺍﺙ ﻭﺍﻷﺣـﻮﺍﻝ ﺑﻄﺮﻳﻘـﺔ ﻣﻔﻬﻮﻣـﺔ ﻣﺨﺘـﺼﺮﺓ ﻭﻓـﻖ‬

‫ﻗﻮﺍﻋﺪ ﻣﻌﺮﻭﻓﺔ ﻭﺃﺳﺲ ﻋﻠﻤﻴﺔ ﺗﻌﺘﻤﺪ ﻋﻠﻰ ﻣﻨﻬﺞ ﻭﺧﻄﺔ ﻣﺤﻜﻤﺔ ﻭﺍﺳﺘﻘﺼﺎﺀ ﻭﺗﺤﻠﻴﻞ‬

‫ﻭﻓﻬﻢ ﻟﻠﺤﻘﺎﺋﻖ ﻭﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻟﻤﺮﺗﺒﻄﺔ ﺑﺎﻟﺤﺪﺙ ﺃﻭ ﺍﻟﺤﺎﻟﺔ ﺍﻟﻤﻘﺼﻮﺩﺓ ‪.‬‬

‫ﻳﻘﻮﻝ ) ﺣﺮﻳﺐ ( ﺇﻥ ﺍﻟﺘﻘﺮﻳﺮ ﺍﻟﻌﻠﻤﻲ ﻋﺮﺽ ﻛﺘﺎﺑﻲ ﺃﻭ ﺷﻔﻮﻱ ‪ ،‬ﻣﻨﻬﺠﻲ ﻣﺮﻛﺰ‬

‫ﻟﻤﻮﺿﻮﻉ ﻣﻌﻴﻦ ﻳﻘﺪﻣـﻪ ﻓـﺮﺩ ﺃﻭ ﺟﻤﺎﻋـﺔ ﺑﻌـﺪ ﻓﺤـﺺ ﻭﻣﺘﺎﺑﻌـﺔ ﻭﻫـﻮ ﻭﺳـﻴﻠﺔ ﻣـﻦ ﻭﺳـﺎﺋﻞ‬

‫ﺍﻻﺗﺼﺎﻝ‪ ،‬ﻭﺃﺩﺍﺓ ﻣﻦ ﺃﺩﻭﺍﺕ ﺍﻟﻤﺘﺎﺑﻌﺔ ﻭﺍﻟﺮﻗﺎﺑﺔ ﻭﺍﻟﺘﻘﻴﻴﻢ ﻭﺍﻟﺘﻘﻮﻳﻢ )‪.(1‬‬

‫ﻳﺘﺴﻢ ﺍﻟﺘﻘﺮﻳﺮ ﺍﻟﺠﻴﺪ ﺑﺨﺼﺎﺋﺺ ﺃﻫﻤﻬﺎ ‪:‬‬

‫ﻛﺎﻣﻞ ﻳﺸﻤﻞ ﻛﻞ ﺟﻮﺍﻧﺐ ﻣﺘﻄﻠﺒﺎﺗﻪ ‪.‬‬ ‫‪-1‬‬

‫ﻭﺍﻗﻌﻲ ﻻ ‪ ،‬ﻳﺠﻨﺢ ﻛﺎﺗﺒـﻪ ﺇﻟـﻰ ﺍﻟﺨﻴـﺎﻝ ‪ ،‬ﻭﺳـﻴﻄﺮﺓ ﺍﻟﻬـﻮﻯ ﻭﺍﻟﻤـﺰﺍﺝ ‪ ،‬ﻭﺗﺤﻜـﻴﻢ‬ ‫‪-2‬‬

‫ﺍﻟﻌﻮﺍﻃﻒ ‪ ،‬ﻭﺍﻻﻧﻔﻌﺎﻻﺕ‪.‬‬

‫ﻣﻮﺛﻖ ﺗﻮﺛﻴﻘﺎﹰ ﻋﻠﻤﻴﺎﹰ‪.‬‬ ‫‪-3‬‬

‫ﻼ ﻭﻣﻀﻤﻮﻧﺎﹰ ﻭﺻﺎﺩﻕ ‪.‬‬

‫ﺻﺤﻴﺢ ﺷﻜ ﹰ‬ ‫‪-4‬‬

‫ﻭﺍﺿﺢ ﺑ ‪‬ﻴّﻦ ﺍﻟﻌﺒﺎﺭﺓ ﺧﺎﻝ ﻣﻦ ﺍﻟﺘﻌﻘﻴﺪ ‪.‬‬ ‫‪-5‬‬

‫) ‪(1‬‬
‫ﻓﺘﺤﻲ ﺣﺮﻳﺐ ‪ :‬ﺍﻷﺳﺲ ﺍﻟﻔﻨﻴﺔ ﻭﺍﻟﻌﻠﻤﻴﺔ ﻟﻜﺘﺎﺑﺔ ﺍﻟﺘﻘﺮﻳﺮ ) ﻣﻮﻗﻊ ﺇﻟﻜﺘﺮﻭﻧﻲ (‪..‬‬
‫ﻧﻮﻓﻤﺒﺮ ‪2016‬ﻡ‬ ‫)‪(161‬‬ ‫ﺩﺭﺍﺳﺎﺕ ﺗﺮﺑﻮﻳﺔ – ﺍﻟﻌﺪﺩ ﺍﻟﺨﺎﻣﺲ‬
 ‫ﻛﻴﻔﻴﺔ ﺇﺩﺍﺭﺓ ﺍﻻﺟﺘﻤﺎﻉ ﻟﺘﺤﻘﻴﻖ ﺃﻫﺪﺍﻓﻪ‬
‫ﺩﻛﺘﻮﺭ‪ /‬ﺇﺑﺮﺍﻫﻴﻢ ﺍﻟﺨﻀﺮ ﺍﻟﺤﺴﻦ‬

‫ﻣﻮﺟﺰ ﻣﺨﺘﺼﺮ ﺍﻟﻌﺒﺎﺭﺍﺕ ‪ ،‬ﻛﻠﻤﺎﺗﻪ ﺑﻘﺪﺭ ﺍﻟﺤﺎﺟﺔ ‪ ..‬ﺗﻘﻞ ﺟﻤﻠﺔ ﺍﻻﻋﺘﺮﺍﺿﻴﺔ ‪،‬‬ ‫‪-6‬‬

‫ﻻ ﺃﻥ ﺑﻌــﺾ ﺍﻷﺣــﺪﺍﺙ ﻗــﺪ‬

‫ﻭﺍﻟﺘﻔــﺴﻴﺮﻳﺔ‪ ،‬ﻭﺍﻟﻬﺎﻣــﺸﻴﺔ ‪ ) ،‬ﺧــﺎﻝ ﻣــﻦ ﺍﻟﺤــﺸﻮ ‪ ،‬ﺇ ﱡ‬

‫ﺗﺤﺘﺎﺝ ﺇﻟﻰ ﺗﻘﺮﻳﺮ ﻣﻄﻮﻝ ﻳﺒﻴﻦ ﻣﻌﺎﻟﻤﻬﺎ ﻭﻳﻔﻚ ﺭﻣﻮﺯﻫﺎ ﻭﻏﻤﻮﺿﻬﺎ‪.‬‬

‫ﻭﻋﻠﻰ ﺃﻱ ﻓﺎﻟﺘﻘﺮﻳﺮ ﺍﻟﺼﺤﻴﺢ ﺃﻳﻦ ﺍﻟﻤﻌﻠﻮﻣـﺔ ﺍﻟـﺼﺤﻴﺤﺔ‪.‬ﻭﺍﻟﺘﺤﻠﻴـﻞ ‪ ،‬ﺍﻟـﺼﺤﻴﺢ‬

‫ﻭﺍﻟﻨﺘﺎﺋﺞ ﺍﻟﻤﻔﻴﺪﺓ ﺍﻟﻮﺍﺿﺤﺔ ‪ ،‬ﺍﻟﺬﻱ ﻳﻨﺠﺰ ﻓﻲ ﺍﻟﺘﻮﻗﻴﺖ ﺍﻟﻤﻀﺮﻭﺏ ‪ ،‬ﻭﺑﺎﻟﺼﻴﻐﺔ ﺍﻟﻤﻔﻴﺪﺓ‬

‫ﺍﻟﻮﺍﺿﺤﺔ‪ ،‬ﻭﻟﻠﻐﺮﺽ ﺍﻟﻤﻄﻠﻮﺏ )‪.(1‬‬

‫ﺻﻔﺎﺕ ﺗﻤﻴﺰ ﺷﺨﺼﻴﺔ ﺭﺋﻴﺲ ﺍﻻﺟﺘﻤﺎﻉ ﺍﻟﻨﺎﺟﺢ ‪:‬‬

‫ﻳﺘﺤﻠﻰ ﺭﺋﻴﺲ ﺍﻻﺟﺘﻤﺎﻉ ﺑﺼﻔﺎﺕ ﺗﻤﻴﺰﻩ ﻋﻦ ﻏﻴﺮﻩ ﻣﻦ ﺍﻷﻋﻀﺎﺀ ﻣﻨﻬﺎ ‪:‬‬

‫‪ /1‬ﺍﻻﺑﺘﻌﺎﺩ ﻋﻦ ‪ :‬ﻓﺮﺽ ﺍﻟﻄﺎﻋﺔ‬

‫ﺗﻘﺒﻴﺢ ﺍﻵﺭﺍﺀ ﻭﺇﻇﻬﺎﺭ ﺍﻟﻌﻴﻮﺏ ‪.‬‬ ‫‪-‬‬

‫ﻗﺎﻝ ﺍﺑﻦ ﺣﻴـﺎﻥ ‪ ) :‬ﺭﻭﺿـﺔ ﺍﻟﻌﻘـﻼﺀ ‪ ،‬ﺹ ‪ "( 125 :‬ﺇﻥ ﺃﻋﺠـﺰ ﺍﻟﻨـﺎﺱ ﻣـﻦ ﻋـﺎﺏ‬

‫ﺍﻟﻨﺎﺱ ﺑﻤﺎ ﻓﻴﻬﻢ ‪ ،‬ﻭﺃﻋﺠﺰ ﻣﻨﻪ ﻣﻦ ﻋﺎﺑﻬﻢ ﺑﻤﺎ ﻓﻴﻪ "‪.‬‬

‫ﻗﺎﻝ ﺍﻟﺸﺎﻋﺮ ‪:‬‬

‫ﻭﺷ ‪‬ﺮ ﺍﻟﻮﺭﻯ ﺑﻌﻴﻮﺏ ﺍﻟﻨﺎﺱ ﻣﺸﺘﻐﻞ‬

‫ﻣﺜﻞ ﺍﻟﺬﺑﺎﺏ ﻳﺮﺍﻋﻲ ﻣﻮﻃﻦ ﺍﻟﻌﻠﻞ ‪.‬‬

‫‪ /2‬ﺗﻮﺑﻴﺦ ﻭﺗﺼﻨﻴﻒ ﺍﻟﻤﺘﺤﺪﺛﻴﻦ ﻭﺍﺣﺘﻘﺎﺭﻫﻢ ‪:‬‬

‫ﻗﺎﻝ ﺻﻠﻰ ﺍﷲ ﻋﻠﻴﻪ ﻭﺳﻠﻢ ‪" :‬‬

‫ﻻ ﻳﺪﺧﻞ ﺍﻟﺠﻨـﺔ ﻣـﻦ ﻛـﺎﻥ ﻓـﻲ ﻗﻠﺒـﻪ ﻣﺜﻘـﺎﻝ ﺫﺭﺓ ﻣـﻦ ﻛﺒـﺮ " ﻗـﺎﻝ ﺭﺟـﻞ ‪ :‬ﺇﻥ‬

‫ﺍﻟﺮﺟﻞ ﻳﺤﺐ ﺃﻥ ﻳﻜﻮﻥ ﺛﻮﺑﻪ ﺣﺴﻨﺎﹰ ‪ ،‬ﻭﻧﻌﻠﻪ ﺣﺴﻨﺎﹰ ‪.‬‬

‫) ‪(2‬‬
‫ﺃﻧﻈﺮ ‪ :‬ﺩ‪ .‬ﺇﺑﺮﺍﻫﻴﻢ ﺍﻟﺨﻀﺮ ﺍﻟﺤﺴﻦ ‪ :‬ﻛﺘﺎﺏ ﺍﻟﻜﺎﻓﻲ ﻓﻲ ﻛﺘﺎﺑﺔ ﺍﻟﺘﻘﺮﻳﺮ ﺍﻟﻮﺍﻓﻲ ‪ ،‬ﺩﺍﺭ ﺟﺎﻣﻌﺔ ﺇﻓﺮﻳﻘﻴﺎ ﻟﻠﻄﺒﺎﻋﺔ ﻭﺍﻟﻨﺸﺮ ‪،‬‬
‫‪2010‬ﻡ ‪.‬‬
‫ﻧﻮﻓﻤﺒﺮ ‪2016‬ﻡ‬ ‫)‪(162‬‬ ‫ﺩﺭﺍﺳﺎﺕ ﺗﺮﺑﻮﻳﺔ – ﺍﻟﻌﺪﺩ ﺍﻟﺨﺎﻣﺲ‬
 ‫ﻛﻴﻔﻴﺔ ﺇﺩﺍﺭﺓ ﺍﻻﺟﺘﻤﺎﻉ ﻟﺘﺤﻘﻴﻖ ﺃﻫﺪﺍﻓﻪ‬
‫ﺩﻛﺘﻮﺭ‪ /‬ﺇﺑﺮﺍﻫﻴﻢ ﺍﻟﺨﻀﺮ ﺍﻟﺤﺴﻦ‬

‫ﻗﺎﻝ ‪ " :‬ﺇﻥ ﺍﷲ ﺟﻤﻴﻞ ﻳﺤـﺐ ﺍﻟﺠﻤـﺎﻝ ‪ ،‬ﺍﻟﻜﺒـﺮ ﺑﻄـﺮ ﺍﻟﺤـﻖ ‪ ،‬ﻭﻏﻤـﻂ ﺍﻟﻨـﺎﺱ "‬

‫)‪) ..(1‬ﺭﻭﺍﻩ ﻣﺴﻠﻢ(‬

‫‪ /3‬ﺇﻇﻬﺎﺭ ﺍﻟﻌﺪﺍﺀ ﻭﺇﺑﺪﺍﺀ ﺭﻭﺡ ﺍﻻﻧﺘﻘﺎﻡ ﻭﺍﻟﺘﺸﻔﻲ‪.‬‬

‫"‬ ‫ﻗﺎﻝ ﺗﻌﺎﻟﻰ ﻣﺨﺎﻃﺒﺎﹰ ﺭﺳﻮﻟﻪ ﺍﻟﻜﺮﻳﻢ ﺻﻠﻰ ﺍﷲ ﻋﻠﻴﻪ ﻭﺳﻠﻢ ‪:‬‬

‫ﺧﺬ ﺍﻟﻌﻔﻮ ‪ ،‬ﻭﺃﻣﺮ ﺑﺎﻟﻌﺮﻑ ‪ ،‬ﻭﺃﻋﺮﺽ ﻋﻦ ﺍﻟﺠﺎﻫﻠﻴﻦ "‪ ) .‬ﺍﻷﻋﺮﺍﻑ ‪. ( 199:‬‬

‫ﺴﻦ‪ ) { ‬ﺍﻟﻨﺤﻞ ‪. ( 15 :‬‬

‫ﺣ‪‬‬
‫ﻫﻲ‪ ‬ﺃﹶ ‪‬‬
‫ﻭﻗﺎﻝ ﺗﻌﺎﻟﻰ ‪ }..:‬ﻭﺟ‪‬ﺎﺩ‪ ‬ﹾﻟﻬ‪‬ﻢ ﺑﹺﺎﱠﻟﺘ‪‬ﻲ ‪‬‬

‫ﺴﻦ‪ ) { ‬ﻓﺼﻠﺖ ‪. ( 34 :‬‬

‫ﺣ‪‬‬‫ﻫﻲ‪ ‬ﺃﹶ ‪‬‬
‫ﻭﻗﺎﻝ ﺟﻞ ﺟﻼﻟﻪ }ﺍ ‪‬ﺩ ﹶﻓ ‪‬ﻊ ﺑﹺﺎﱠﻟﺘ‪‬ﻲ ‪‬‬

‫ﻻ ﻋﺰﺍﹰ " ) ﺭﻭﺍﻩ ﻣﺴﻠﻢ ( ‪.‬‬

‫ﻭﻗﺎﻝ ﺻﻠﻰ ﺍﷲ ﻋﻠﻴﻪ ﻭﺳﻠﻢ ‪ " :‬ﻣﺎ ﺯﺍﺩ ﺍﷲ ﻋﺒﺪﺍﹰ ﺑﻌﻔﻮ ﺇ ﱠ‬

‫‪ /4‬ﻳﺘﺼﻒ ﺭﺋﻴﺲ ﺍﻻﺟﺘﻤﺎﻉ ﺑﺎﻟﻠﻴﻦ ﻭﺍﻟﺴﻤﺎﺣﺔ ﻭﺍﻟﺘﻤﻬﻞ ﻓﻲ ﺍﻟﺤﻜﻢ ﻋﻠﻰ ﺍﻷﺷﺨﺎﺹ‪.‬‬

‫ﻗﺎﻝ ﺍﻟﺸﺎﻋﺮ ‪:‬‬

‫)‪(1‬‬
‫ﻓﻼ ﺗﻌﺠﻞ ﺑﺄﻣﺮﻙ ﻭﺍﺳﺘﺪﻣﻪ ** ﻓﻤﺎ ﺻﻠﱠﻰ ﻋﺼﺎﻙ ﻛﻤﺴﺘﺪﻳﻢ‬

‫ﻭﻗﺎﻝ ﺁﺧﺮ ‪ :‬ﻗﺪ ﻳﺪﺭﻙ ﺍﻟﻤﺘﺄﻧﻲ ﺑﻌﺾ ﺣﺎﺟﺘﻪ ‪.‬‬

‫ﻭﻗﺪ ﻳﻜﻮﻥ ﻣﻊ ﺍﻟﻤﺴﺘﻌﺠﻞ ﺍﻟﺰﻟﻞ ‪.‬‬

‫‪ /5‬ﻳﺘﻤﻴﺰ ﺭﺋﻴﺲ ﺍﻹﺟﻤﺎﻉ ﺑﺎﻟﻤﻘﺪﺭﺓ ﻋﻠﻰ ﺗﻜـﻮﻳﻦ ﺻـﻼﺕ ﺇﻳﺠﺎﺑﻴـﺔ ﻭﺍﻧـﺴﺠﺎﻡ ﻭﺗﻘـﺎﺭﺏ‬

‫ﻧﻔﺴﻲ ﻭﺍﺟﺘﻤﺎﻋﻲ ﻭﻓﻜﺮﻱ ﻣﻊ ﺍﻷﻋﻀﺎﺀ ‪.‬‬

‫‪ /6‬ﻳﺘﻤﻴﺰ ﺭﺋﻴﺲ ﺍﻻﺟﺘﻤﺎﻉ ﺑﻘﻠﺔ ﺍﻟﺤﺪﻳﺚ ﻭﻋﺪﻡ ﺍﻻﺳﺘﺮﺳـﺎﻝ ﻭﺍﻟﺘﻄﻮﻳـﻞ ﻓـﻲ ﺍﻟﻜـﻼﻡ‬

‫ﻭﺟﻮﺩﺓ ﺍﻻﺳﺘﻤﺎﻉ ‪.‬‬

‫)‪ (1‬ﺑﻄﺮ ﺍﻟﺤﻖ ‪ :‬ﺩﻓﻌﻪ ﻭﺭﺩﻩ ‪ .‬ﻭﻏﻤﻂ ﺍﻟﻨﺎﺱ ‪ :‬ﺍﺣﺘﻘﺎﺭﻫﻢ‪.‬‬

‫)‬ ‫)‪ (1‬ﺻﻠﻰ ﺍﻟﻌﺼﺎ ﺑﺎﻟﻨﺎﺭ ‪ :‬ﺇﺫﺍ ﻗﻮﻣﻬﺎ ﻭﻟﻴﻨﻬﺎ ‪ .‬ﻭﺍﺳﺘﺪﻣﺖ ﺍﻷﻣﺮ ‪ :‬ﺗﺮﻓﻘﺖ ﺑﻪ ﻭﺗﻤﻬﻠـﺖ ‪ .‬ﻭﻣﻌﻨـﻰ ﺍﻟـﺸﻄﺮ ﺍﻟﺜـﺎﻧﻲ ﻟﺒﻴـﺖ ﺍﻟـﺸﺎﻋﺮ ‪:‬‬
‫ﻓﻤﺎ ﻗﻮﻡ ﻭﻟﻴﻦ ﺃﻣﺮﻙ ﻛﺎﻟﻤﺘﺄﻧﻲ ﺍﻟﻤﺘﻤﻬﻞ ( ) ﺍﻟﻤﺼﺒﺎﺡ ﺍﻟﻤﻨﻴﺮ ‪.(204 :‬‬
‫ﻧﻮﻓﻤﺒﺮ ‪2016‬ﻡ‬ ‫)‪(163‬‬ ‫ﺩﺭﺍﺳﺎﺕ ﺗﺮﺑﻮﻳﺔ – ﺍﻟﻌﺪﺩ ﺍﻟﺨﺎﻣﺲ‬
 ‫ﻛﻴﻔﻴﺔ ﺇﺩﺍﺭﺓ ﺍﻻﺟﺘﻤﺎﻉ ﻟﺘﺤﻘﻴﻖ ﺃﻫﺪﺍﻓﻪ‬
‫ﺩﻛﺘﻮﺭ‪ /‬ﺇﺑﺮﺍﻫﻴﻢ ﺍﻟﺨﻀﺮ ﺍﻟﺤﺴﻦ‬

‫)ﻻ ﻳﺘﺤﺪﺙ ﻛﺜﻴﺮﺍﹰ ﻭﻻ ﻳﺪﻉ ﺃﺣﺪﺍﹰ ﻳﻘـﻮﻡ ﺑـﺬﻟﻚ( ﻛﻤـﺎ ﻳﺘـﺴﻢ ﺑﻌـﺪﻡ ﺍﻹﻛﺜـﺎﺭ‬

‫ﻣﻦ ﺍﻟﻤﺰﺍﺡ ﺍﻟﺬﻱ ﻳﺄﻛﻞ ﺍﻟﻬﻴﺒﺔ ‪.‬‬

‫ﻢ ﺍﻟﺘﻮﺻﻞ ﺇﻟﻴﻪ ﻣﻦ ﺁﺭﺍﺀ ﻭﻧﺘﺎﺋﺞ ﻭﻗﺮﺍﺭﺍﺕ ﻭﺇﺑﻼﻍ ﺍﻟﺤـﻀﻮﺭ‬

‫‪ /7‬ﺍﻟﻤﻘﺪﺭﺓ ﻋﻠﻰ ﺗﻠﺨﻴﺺ ﻣﺎ ﺗ ‪‬‬

‫ﺑﻬﺎ‪.‬‬

‫‪ /8‬ﺍﻟﻤﻬﺎﺭﺓ ﻓﻲ ﺍﺳﺘﺨﺪﺍﻡ ﻭﺳﺎﺋﻞ ﺍﻹﻳﻀﺎﺡ ﻭﺍﻻﺳﺘﻌﺎﻧﺔ ﺑﻬـﺎ )ﻋـﺮﺽ ﺍﻟﺠـﺪﺍﻭﻝ ﻭﺍﻟـﺼﻮﺭ ‪،‬‬

‫ﻭﺍﺳــﺘﺨﺪﺍﻡ ﻭﺳــﺎﺋﻂ ﺍﻹﻳــﻀﺎﺡ ﻟﺒﻴــﺎﻥ ﻧﻘﻄــﺔ ﻣﻌﻴﻨــﺔ ‪ ،‬ﺃﻭ ﺷــﺮﺡ ﻣــﺸﻜﻠﺔ ‪ ،‬ﺃﻭ ﻧــﺸﺮ‬

‫ﻣﻌﻠﻮﻣﺎﺕ ﻳﺮﻏﺐ ﻓﻲ ﺗﻤﻠﻴﻜﻬﺎ ﻟﻸﻋﻀﺎﺀ ‪.‬‬

‫^‪< <V<Å^Ûjq÷]<‹éñ…<^ãfßrjè<ífÖ^‰<íéŠËÞ<l‬‬
‫• ﻭﻣــﻦ ﺍﻷﻋــﺮﺍﺽ ﺍﻟﻨﻔــﺴﻴﺔ ﺍﻟــﺴﺎﻟﺒﺔ ﺍﻟﺘــﻲ ﺗﻈﻬــﺮ ﻓــﻲ ﺳــﻠﻮﻙ ﺭﺋــﻴﺲ ﺍﻻﺟﺘﻤــﺎﻉ‬

‫ﺍﻟﻀﻌﻴﻒ ﻭﻻ ﺗﺒﺪﻭ ﻓﻲ ﺳﻠﻮﻙ ﺭﺋﻴﺲ ﺍﻻﺟﺘﻤﺎﻉ ﺍﻟﻨﺎﺟﺢ ﻣﺎ ﻳﻠﻲ‪:‬‬

‫ﺍﻧﺨﻔﺎﺽ ﺍﻟﺼﻮﺕ ﻭﺍﻟﺘﻠﻌﺜﻢ ﺃﺛﻨﺎﺀ ﺍﻟﻜﻼﻡ‪.‬‬ ‫‪-‬‬

‫ﺍﻟﺘﻮﺗﺮ ‪ ،‬ﺍﻟﺨﻮﻑ ﻭﺍﻟﺘﻬﻴﺐ ‪.‬‬ ‫‪-‬‬

‫ﺍﻻﺭﺗﺒﺎﻙ ﻭﺿﻌﻒ ﺍﻟﺜﻘﺔ ﺑﺎﻟﻨﻔﺲ ‪ ..‬ﺿﻌﻒ ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺍﻟﺘﻔﺎﻋﻞ ﻭﺍﻟﺘﻮﺍﺻﻞ ‪.‬‬ ‫‪-‬‬

‫ﺗﺠﻨﺐ ﺍﻟﻤﻮﺍﺟﻬﺔ ﻭﺍﻟﺘﺨﺎﻃﺐ ﺑﺎﻟﻌﻴﻦ ‪.‬‬ ‫‪-‬‬

‫ﺯﻳﺎﺩﺓ ﺇﻓﺮﺍﺯ ﺍﻟﻌﺮﻕ ‪.‬‬ ‫‪-‬‬

‫ﺑﻠﻊ ﺍﻟﺮﻳﻖ ﺍﻟﻤﺘﻜﺮﺭ ‪.‬‬ ‫‪-‬‬

‫ﻋﺪﻡ ﺍﻟﺘﺮﻛﻴﺰ ﻭﺗﺪﺍﺧﻞ ﺍﻷﻓﻜﺎﺭ ‪.‬‬ ‫‪-‬‬

‫ﺍﺿﻄﺮﺍﺏ ﺍﻟﺘﻔﻜﻴﺮ ﻭﺍﻟﺘﻌﺒﻴﺮ ﻋﻦ ﺍﻟﺮﺃﻱ ‪.،‬‬ ‫‪-‬‬

‫ﺳﺮﻋﺔ ﺍﻟﻘﻠﻖ ‪ ،‬ﻋﺪﻡ ﺍﺣﺘﻤﺎﻝ ﺍﻟﺮﺃﻱ ﺍﻵﺧﺮ ‪.‬‬ ‫‪-‬‬

‫ﻋﺪﻡ ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﻣﻮﺍﺟﻬﺔ ﺍﻟﻤﻮﺍﻗﻒ ﺍﻟﺤﺮﺟﺔ ‪.‬‬ ‫‪-‬‬

‫ﻧﻮﻓﻤﺒﺮ ‪2016‬ﻡ‬ ‫)‪(164‬‬ ‫ﺩﺭﺍﺳﺎﺕ ﺗﺮﺑﻮﻳﺔ – ﺍﻟﻌﺪﺩ ﺍﻟﺨﺎﻣﺲ‬

 ‫ﻛﻴﻔﻴﺔ ﺇﺩﺍﺭﺓ ﺍﻻﺟﺘﻤﺎﻉ ﻟﺘﺤﻘﻴﻖ ﺃﻫﺪﺍﻓﻪ‬
‫ﺩﻛﺘﻮﺭ‪ /‬ﺇﺑﺮﺍﻫﻴﻢ ﺍﻟﺨﻀﺮ ﺍﻟﺤﺴﻦ‬

‫ﺿﻌﻒ ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺍﻹﻧﺠﺎﺯ ) ﻭﺍﻻﺗﻴﺎﻉ ( ﺃﻱ ﺍﻟﻤﺴﺎﺭﻋﺔ ﻓﻲ ﺍﻟﺤﻤﻖ ﻭﺍﻟﺸﺮ)‪.(1‬‬ ‫‪-‬‬

‫ﻳﺬﻛﺮ ﺍﺑـﻦ ﻋﺒـﺪ ﺭﺑـﻪ ﺃﻥ ﺃﻣﻴـﺮ ﺍﻟﻤـﺆﻣﻨﻴﻦ ﻋﻤـﺮ ﺑـﻦ ﺍﻟﺨﻄـﺎﺏ ﺭﺿـﻲ ﺍﷲ ﻋﻨـﻪ‬

‫ﻛﺎﻥ ﻳﻘﻮﻝ " ﻻ ﻳﺼﻠﺢ ﻟﻬﺬﺍ ﺍﻷﻣﺮ – ﺃﻣﺮ ﺍﻟﻘﻴﺎﺩﺓ – ﺇﻻ ﺍﻟﻠﻴﻦ ﻓﻲ ﻏﻴـﺮ ﺿـﻌﻒ ‪ ،‬ﻭﺍﻟﻘـﻮﻯ‬

‫ﻓﻲ ﻏﻴﺮ ﻋﻨﻒ")‪.(2‬‬

‫‪< <V<Å^Ûjq÷]<…†ÏÚ‬‬
‫ﻫﻮ ﺍﻟﺸﺨﺺ ﺍﻟﻤﻜﻠﻒ ﺑﺘﺴﺠﻴﻞ ﻭﻗﺎﺋﻊ ﺍﻻﺟﺘﻤﺎﻉ ﻭﻣﺎ ﺟﺮﻯ ﺃﺛﻨﺎﺀﻩ ﻣﻦ ﺃﺣـﺪﺍﺙ‬

‫ﻭﺃﻗــﻮﺍﻝ ﻭﻗــﺮﺍﺭﺍﺕ ﻭﺗﻮﺟﻴﻬــﺎﺕ ‪ .‬ﻭﻳﻌﺘﺒــﺮ ﺍﻟﻤﻘــﺮﺭ ﺍﻟــﺸﺨﺺ ﺍﻟﻤــﺆﺗﻤﻦ ﻋﻠــﻰ ﺗــﺴﺠﻴﻞ ﻫــﺬﻩ‬

‫ﺍﻟﻮﻗﺎﺋﻊ ‪ ،‬ﻭﺗﺮﺗﻴﺒﻬﺎ ﻭﺗﻨﻈﻴﻤﻬﺎ ﻭﺃﺭﺷﻔﺘﻬﺎ ﻭﺣﻔﻈﻬﺎ ﻣﻦ ﺍﻟﺴﺮﻗﺔ ﻭﺍﻟﺘﺤﺮﻳﻒ ﻭﺍﻟﺘﻠﻒ ‪ .‬ﻭﻣﻦ‬

‫ﻣﻬﺎﻣﻪ ‪:‬‬

‫ﻢ‬
‫ﺍﻹﺷﺮﺍﻑ ﺍﻟﻤﺒﺎﺷﺮ ﻋﻠﻰ ﺍﻟﺘﺤﻀﻴﺮ ﺍﻟﻼﺯﻡ ﻟﻌﻘﺪ ﺍﻻﺟﺘﻤﺎﻉ‪ .‬ﻭﺇﻓـﺎﺩﺓ ﺍﻟـﺮﺋﻴﺲ ﺑﻤـﺎ ﺗـ ‪‬‬ ‫•‬

‫ﻣﻦ ﺇﻋﺪﺍﺩ ﻭﺗﺠﻬﻴﺰ ﻗﺒﻞ ﺑﺪﺍﻳﺔ ﺍﻻﺟﺘﻤﺎﻉ ﺑﺰﻣﻦ ﻛﺎﻑ‪. ‬‬

‫ﺇﻋﺪﺍﺩ ﺍﻷﺟﻨﺪﺓ – ﻣﻊ ﺭﺋﻴـﺴﻪ – ﻭﻃﺒﺎﻋـﺔ ﻭﺛـﺎﺋﻖ ﺍﻻﺟﺘﻤـﺎﻉ ﻭﺗﻮﺯﻳﻌﻬـﺎ ﻣـﻊ ﺍﻟـﺪﻋﻮﺓ‬ ‫•‬

‫ﻋﻠﻰ ﺍﻷﻋﻀﺎﺀ ‪.‬‬

‫ﺗــﺴﺠﻴﻞ ﺃﺳــﻤﺎﺀ ﺍﻟﺤﺎﺿــﺮﻳﻦ ﻭﺍﻟﻐــﺎﺋﺒﻴﻦ ﻭﺍﻟﻤﻌﺘــﺬﺭﻳﻦ ﻣــﻦ ﺍﻷﻋــﻀﺎﺀ ‪ ،‬ﻭﻓــﻲ ﺣﺎﻟــﺔ‬ ‫•‬

‫ﺍﻻﺟﺘﻤﺎﻋﺎﺕ ﺫﺍﺕ ﺍﻷﻋﺪﺍﺩ ﺍﻟﻜﺒﻴﺮﺓ ﻳﻤﻜﻨﻪ ﺃﻥ ﻳـﺴﺠﻞ ﻋـﺪﺩ ﺍﻟﺤﺎﺿـﺮﻳﻦ ﺭﻗﻤـﺎﹰ ‪،‬‬

‫ﻼ ‪ :‬ﺍﻟﺤﺎﺿﺮﻭﻥ ‪ ، 420‬ﺍﻟﻐﺎﺋﺒﻮﻥ ‪ 90‬ﻋﻀﻮﺍﹰ( ‪.‬‬

‫ﻭﻋﺪﺩ ﺍﻟﻐﺎﺋﺒﻴﻦ ﺭﻗﻤﺎﹰ )ﻣﺜ ﹰ‬

‫ﺗــﺴﺠﻴﻞ ﺍﻟﻘــﺮﺍﺭﺍﺕ ﺑﻨــﺼﻬﺎ ﻓــﻲ ﺍﻟﻤﺤــﻀﺮ ﻭﺗﺤﺪﻳــﺪ ﻣــﻦ ﺃﻭﻛــﻞ ﺇﻟﻴــﻪ ﺗﻨﻔﻴــﺬﻫﺎ ‪،‬‬ ‫•‬

‫ﻦ ؟ ‪ ،‬ﻭﻣﺘﻰ ؟ ( ‪.‬‬
‫ﻭﺍﻟﻤﻮﻋﺪ ﺍﻟﻨﻬﺎﺋﻲ ﻟﻠﺘﻨﻔﻴﺬ ) ﻣﺎﺫﺍ ؟ ‪ ،‬ﻣ ‪‬‬

‫)‪ (1‬ﺍﻟﻤﻌﺠﻢ ﺍﻟﻮﺳﻴﻂ ‪ :‬ﻣﺞ‪ ،1/‬ﺹ ‪.(91) :‬‬

‫) ‪(2‬‬
‫ﺍﺑﻦ ﻋﺒﺪﻩ ﺭﺑﻪ ‪ :‬ﺍﻟﻌﻘﺪ ﺍﻟﻔﺮﻳﺪ ‪ ،‬ﻣﺞ‪ ،1‬ﺹ ‪.(18) :‬‬
‫ﻧﻮﻓﻤﺒﺮ ‪2016‬ﻡ‬ ‫)‪(165‬‬ ‫ﺩﺭﺍﺳﺎﺕ ﺗﺮﺑﻮﻳﺔ – ﺍﻟﻌﺪﺩ ﺍﻟﺨﺎﻣﺲ‬
 ‫ﻛﻴﻔﻴﺔ ﺇﺩﺍﺭﺓ ﺍﻻﺟﺘﻤﺎﻉ ﻟﺘﺤﻘﻴﻖ ﺃﻫﺪﺍﻓﻪ‬
‫ﺩﻛﺘﻮﺭ‪ /‬ﺇﺑﺮﺍﻫﻴﻢ ﺍﻟﺨﻀﺮ ﺍﻟﺤﺴﻦ‬

‫ﺗــﺴﺠﻴﻞ ﻭﻗــﺎﺋﻊ ﻭﻣــﺪﺍﻭﻻﺕ ﺍﻻﺟﺘﻤــﺎﻉ ﻛﺎﻣﻠــﺔ ‪ ،‬ﻭﻣــﺎ ﻭﺭﺩ ﻓﻴــﻪ ﻣــﻦ ﺁﺭﺍﺀ ﻭﺃﻓﻜــﺎﺭ‬ ‫•‬

‫ﻭﻣﻘﺘﺮﺣﺎﺕ ‪.‬‬

‫ﻛﺘﺎﺑﺔ ﺍﻟﻮﻗﺎﺋﻊ ﺑﻠﻐـﺔ ﺳـﻠﻴﻤﺔ ﺻـﺤﻴﺤﺔ ﻭﺍﺿـﺤﺔ ‪ ،‬ﻳـﺴﺘﻌﻤﻞ ﻓﻴﻬـﺎ ﺍﻟﻤﻘـﺮﺭ ﺍﻟﻔﻌـﻞ‬ ‫•‬

‫ﺍﻟﻤﺎﺿﻲ ‪ ،‬ﺃﻭ ﺍﻟﻤﺒﻨﻲ ﻟﻠﻤﺠﻬﻮﻝ ‪) ..‬ﻧﺎﻗﺶ ﺍﻟﻤﺠﺘﻤﻌـﻮﻥ ‪ ،‬ﺃﻭ ﻧـﻮﻗﺶ ﻓـﻲ ﺍﻻﺟﺘﻤـﺎﻉ ‪،‬‬

‫ﺗﻤﺖ ﻣﻨﺎﻗﺸﺔ ﺍﻟﻤﻮﺿﻮﻋﺎﺕ ﺍﻵﺗﻴﺔ ‪. ( ...‬‬

‫ﺫﻛﺮ ﺃﺳﻤﺎﺀ ﺍﻟﻤﻘﺘﺮﺣﻴﻦ ﻭﺍﻟﻤﺜﻨﻴﻦ ﻭﻧﺘﻴﺠﺔ ﺍﻟﺘﺼﻮﻳﺖ ‪.‬‬ ‫•‬

‫ﺍﻟﻤﺤﺎﻓﻈﺔ ﻋﻠﻰ ﺗﺮﺗﻴﺐ ﺍﻟﻤﻮﺿﻮﻋﺎﺕ ﻛﻤﺎ ﻭﺭﺩﺕ ﻓﻲ ﺃﺟﻨﺪﺓ ﺍﻻﺟﺘﻤﺎﻉ )‪.(1‬‬ ‫•‬

‫•‪< <V<Å^Ûjq÷]<ð^–Â_æ<‹éñ†Ö<l^¿uøÚæ<¼e]ç‬‬
‫ﻻ ﻳﺤﻖ ﻷﻱ ﻋﻀﻮ ﺃﻥ ﻳﻘﺎﻃﻊ ﺇﻻ ﻓﻲ ﺣﺎﻟﺘﻴﻦ ‪:‬‬ ‫•‬

‫ﻧﻘﻄﺔ ﻧﻈﺎﻡ ﺃﻭ ﺳﺆﺍﻝ ﺑﻘﻴﻤﺔ ‪.‬‬ ‫ﺃ‪.‬‬

‫ﺏ‪ .‬ﺍﻗﺘﺮﺍﺡ ﺑﻘﻔﻞ ﺑﺎﺏ ﺍﻟﻨﻘﺎﺵ )ﻳ‪‬ﺜﻨﻰ ﻭﻳ‪‬ﺼﻮﺕ ﻋﻠﻴﻪ(‪.‬‬

‫ﻻ ﻟﺴﺒﺐ ﻃﺎﺭﺉ ‪.‬‬

‫ﻻ ﻳﺆﺟﻞ ﺍﻻﺟﺘﻤﺎﻉ ﺇ ﱠ‬ ‫•‬

‫ﺍﻷﻋﻀﺎﺀ ﻣﻠﺰﻣﻮﻥ ﺑﻤﺨﺎﻃﺒـﺔ ﺍﻟـﺮﺋﻴﺲ ﺑـﺎﺣﺘﺮﺍﻡ ‪) :‬ﺍﻷﺥ ﺍﻟـﺮﺋﻴﺲ ‪ ،‬ﺍﻷﺥ ﺍﻟﻤـﺪﻳﺮ ‪،‬‬ ‫•‬

‫ﺍﻟﺴﻴﺪ ﺭﺋﻴﺲ ﺍﻟﺠﻠﺴﺔ‪ ،‬ﻭﺳﻴﺎﺩﺗﻚ ﻭﻏﻴﺮﻫﺎ( ‪.‬‬

‫ﻭﻟﻴﺲ ﻣﻦ ﺣﻖ ﺃﺣﺪ ﺃﻥ ﻳﻘﻠﻞ ﻣﻦ ﻣﻜﺎﻧﺔ ﺭﺋﻴﺲ ﺍﻟﺠﻠﺴﺔ ‪ ،‬ﻛﺄﻥ ﻳﺨﺮﺝ ﻣـﻦ ﻗﺎﻋـﺔ‬

‫ﺍﻻﺟﺘﻤﺎﻉ ﺃﻭ ﺃﻥ ﻳﺘﺤﺪﺙ ﺩﻭﻥ ﺇﺫﻥ ﻣﻦ ﺍﻟـﺮﺋﻴﺲ ‪ ،‬ﺃﻭ ﺍﻻﻧـﺸﻐﺎﻝ ﻭﻣﻤﺎﺭﺳـﺔ ﺃﻱ ﺳـﻠﻮﻙ‬

‫ﻏﻴــﺮ ﻗــﺎﻧﻮﻧﻲ ‪ .‬ﻭﻋﻠﻴــﻪ ﺃﻥ ﻳﺘﻘﺒــﻞ ﺍﻟﺘﻮﺟﻴــﻪ ﺍﻟــﺬﻱ ﻳــﺼﺪﺭﻩ ﺭﺋــﻴﺲ ﺍﻻﺟﺘﻤــﺎﻉ )ﻭﻟــﻮ‬

‫)‪ (1‬ﺍﻟﺪﻛﺘﻮﺭ ﻣﺤﻤﺪ ﺍﻟﺒﺸﻴﺮ ﻋﺒﺪ ﺍﻟﻬﺎﺩﻱ ‪ ،‬ﻋﻤﻴﺪ ﻛﻠﻴـﺔ ﺍﻟﺪﺭﺍﺳـﺎﺕ ﺍﻟﻌﻠﻴـﺎ ﺑﺠﺎﻣﻌـﺔ ﺍﻟﻘـﺮﺁﻥ ﺍﻟﻜـﺮﻳﻢ ‪ ،‬ﺃﻟـﻒ ﺳـﻔﺮﺍﹰ ﻗﻴﻤـﺎﹰ‬

‫ﻭﺍﻓﻴﺎﹰ ﻓﻲ ﻣﻮﺿﻮﻋﻪ ﻋﻦ ﻣﻬﺎﻡ ﻭﻭﺍﺟﺒﺎﺕ ) ﻣﻘﺮﺭ ﺍﻻﺟﺘﻤﺎﻉ ( ‪ ،‬ﻭﻫﻮ ﻣﺘﻮﻓﺮ ﻓﻲ ﺍﻟﻤﻜﺘﺒﺎﺕ ﺍﻟﻌﺎﻣﺔ ﻭ ﺑﺠﺎﻣﻌﺔ ﺍﻟﻘﺮﺁﻥ ﺍﻟﻜﺮﻳﻢ‬

‫ﺑﺄﻡ ﺩﺭﻣﺎﻥ ( ‪.‬‬

‫ﻧﻮﻓﻤﺒﺮ ‪2016‬ﻡ‬ ‫)‪(166‬‬ ‫ﺩﺭﺍﺳﺎﺕ ﺗﺮﺑﻮﻳﺔ – ﺍﻟﻌﺪﺩ ﺍﻟﺨﺎﻣﺲ‬

 ‫ﻛﻴﻔﻴﺔ ﺇﺩﺍﺭﺓ ﺍﻻﺟﺘﻤﺎﻉ ﻟﺘﺤﻘﻴﻖ ﺃﻫﺪﺍﻓﻪ‬
‫ﺩﻛﺘﻮﺭ‪ /‬ﺇﺑﺮﺍﻫﻴﻢ ﺍﻟﺨﻀﺮ ﺍﻟﺤﺴﻦ‬

‫ﻛﺎﻥ ﻃﺮﺩﻩ ﻣﻦ ﺍﻟﻘﺎﻋﺔ( ‪ ،‬ﻭﻋﻠﻰ ﺍﻟﺮﺋﻴﺲ ﺃﻥ ﻳﺤﺎﻓﻆ ﻋﻠﻰ ﻫﻴﺒﺔ ﺃﺟﻮﺍﺀ ﺍﻻﺟﺘﻤـﺎﻉ‬

‫ﺑﻜﻞ ﺍﻟﻌﺰﻡ ﻭﺍﻟﺤﺰﻡ )‪.(2‬‬

‫ﺍﻟﺤﻀﻮﺭ ﻗﺒﻞ ﻭﻗﺖ ﻛـﺎﻑ‪ ‬ﻣـﻦ ﺑﺪﺍﻳـﺔ ﺍﻻﺟﺘﻤـﺎﻉ ﻳـﺸﻴﺮ ﺇﻟـﻰ ﺗﻘـﺪﻳﺮ ﺍﻟﻌـﻀﻮ ﻟﻌﻤﻠـﻪ‬ ‫•‬

‫ﻭﻭﺍﺟﺒﻪ ﻭﺗﻘﺪﻳﺮﻩ ﻟﻘﻴﻤﺔ ﺍﻟﻮﻗﺖ ‪.‬‬

‫ﻀﻴ‪‬ﻪ ﺩﺧـﻮﻝﹶ ﺍﻟﻤﺘـﺄﺧﺮﻳﻦ ﻟﻼﺟﺘﻤـﺎﻉ ‪،‬‬

‫ﻟﻠﺮﺋﻴﺲ ﺍﻟﺤﻖ ﻓﻲ ﺗﺤﺪﻳﺪ ﺯﻣﻦ ﻳﻤﻨﻊ ﺑﻌـﺪ ﻣ‪‬ـ ‪‬‬ ‫•‬

‫ﻭﻳﻤﻜﻨﻪ ﺇﻏﻼﻕ ﺃﺑﻮﺍﺏ ﺍﻟﻘﺎﻋﺔ ﺑﻌﺪ ﻣ‪‬ﻀﻲ ﺍﻟﺰﻣﻦ ﺍﻟﻤﺤﺪﺩ ‪.‬‬

‫ﻻ ﻳـــﺴﻤﺢ ﺍﻟـــﺮﺋﻴﺲ ﻟﻨﻔـــﺴﻪ ﻭﻻ ﻟﻐﻴـــﺮﻩ ﺑﺎﺳـــﺘﺨﺪﺍﻡ ﺍﻟﻬـــﺎﺗﻒ ﺃﺛﻨـــﺎﺀ ﺳـــﻴﺮ ﺃﻋﻤـــﺎﻝ‬ ‫•‬

‫ﺍﻻﺟﺘﻤﺎﻉ ‪ ،‬ﻭﻳﻤﻜﻨﻪ ﺍﻟﺘﻮﺟﻴﻪ ﺑﺈﻏﻼﻗﻬﺎ ﻓﻲ ﺑﺪﺍﻳﺔ ﺍﻻﺟﺘﻤﺎﻉ ‪.‬‬

‫‪

W
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‫ﺍﻻﺟﺘﻤﺎﻉ ﻟﻪ ﺃﺛـﺮ ﻣﻬـﻢ ﻭﻓﻌـﺎﻝ ﻓـﻲ ﺍﻷﺩﺍﺀ ﺍﻟﻤﻤﻴـﺰ ﻟﻜﺎﻓـﺔ ﺍﻷﻋﻤـﺎﻝ ﻭﺗﺤﻘﻴـﻖ‬

‫ﺍﻷﻫﺪﺍﻑ ‪ ،‬ﺑﻤﺎ ﻳ‪‬ﺘﻴﺤﻪ ﻣﻦ ﻣﺸﺎﺭﻛﺔ ﺟﻤﺎﻋﻴﺔ ‪ ،‬ﻭﺗﺒﺎﺩﻝ ﻟﻠﺮ‪‬ﺅﻯ ﻭﺍﻷﻓﻜﺎﺭ ﻭﺍﻟﻤﻌﻠﻮﻣﺎﺕ ‪،‬‬

‫ﻭﺍﺗﺨﺎﺫ ﻟﻠﻘﺮﺍﺭﺍﺕ ﺍﻟﺴﻠﻴﻤﺔ ﺍﻟﻤﺆﺩﻳﺔ ﺇﻟﻰ ﻧﺠﺎﺡ ﻣﻬﻤﺔ ﺍﻟﻤﻨﺸﺄﺓ ﺍﻟﺘﻌﻠﻴﻤﻴﺔ ﺍﻟﺘﺮﺑﻮﻳـﺔ ‪ ،‬ﺃﻭ‬

‫ﺍﻟﻤﻨﻈﻤﺔ ‪ ،‬ﺃﻭ ﺃﻱ ﺇﺩﺍﺭﺓ ﻣـﻦ ﺇﺩﺍﺭﺍﺕ ﺍﻟﻌﻤـﻞ ‪ ،‬ﻭﺫﻟـﻚ ﺇﻥ ﺃﹸﺣ‪‬ـﺴِﻦ ﺗﻨﻈﻴﻤ‪‬ـﻪ ﻭﺍﻹﻋـﺪﺍﺩ ﻟـﻪ ‪،‬‬

‫ﻭﺗﻢ ﺍﻻﻟﺘﺰﺍﻡ ﻭﺍﻟﺘﻘﻴﺪ ﺑﺎﻟﻮﺍﺟﺒﺎﺕ ﻭﺍﻟﻨﻈﻢ ﺍﻟﻤﺘ‪‬ﻔﻖ ﻋﻠﻴﻬﺎ ﺇﺩﺍﺭﻳﺎﹰ ﻭﻣﻨﻬﺠﻴـﺎﹰ ﻓـﻲ ﻛﻴﻔﻴـﺔ‬

‫ﺇﺩﺍﺭﺗــﻪ ‪ ،‬ﻭﺿــﺒﻂ ﺣﺮﻛــﺔ ﺳــﻴﺮﻩ ‪ ،‬ﻭﺍﻟــﺘﺤﻜﻢ ﻓــﻲ ﻭﻗﺘــﻪ ﺑﺪﺍﻳــﺔﹰ ﻭﻧﻬﺎﻳــﺔ ‪ ،‬ﻭﺇﺗﺎﺣــﺔ‬

‫ﺍﻟﻔﺮﺻﺔ ﻷﻋﻀﺎﺋﻪ ﻟﻺﺳﻬﺎﻡ ﺑﻔﺎﻋﻠﻴـﺔ ﻹﺑـﺪﺍﺀ ﻣـﺎ ﻳﺮﻭﻧـﻪ ﺑﺤﺮﻳـﺔ ﻭﺣﻴﻮﻳـﺔ ﺗـﺼﺒ‪‬ﺎﻥ ﻓـﻲ‬

‫ﻣﺼﻠﺤﺔ ﻭﺗﻄﻮﻳﺮ ﺍﻷﺩﺍﺀ ﻛ ‪‬ﻤﺎﹰ ﻭﻛﻴﻔﺎﹰ ‪.‬‬

‫)‪ (2‬ﺍﻟﻌﺰﻡ ﻫﻮ ﻗﺼﺪ ﺍﻹﻣﻀﺎﺀ ‪،‬ﻭﻳﺨﺘﻠﻒ ﻋﻦ ﺍﻟﺤﺰﻡ ﺍﻟﺬﻱ ﻫﻮ ﺟﻮﺩﺓ ﺍﻟﻨﻈﺮ ﻭﺗﻨﻘﻴﺤﻪ ﻭﺍﻟﺤﺬﺭ ﻣﻦ ﺍﻟﻐﻠﻂ ﻓﻴﻪ ‪.‬‬

‫) ﺃﻧﻈﺮ ﺍﻟﺪﻭﺳﺮﻱ ‪ ،‬ﻋﺒﺪ ﺍﻟﺮﺣﻤﻦ ‪ :‬ﺻﻔﻮﺓ ﺍﻵﺛﺎﺭ ﻭﺍﻟﻤﻔﺎﻫﻴﻢ ﻟﺘﻔﺴﻴﺮ ﺍﻟﻘﺮﺁﻥ ﺍﻟﻜﺮﻳﻢ ‪ .‬ﺹ ‪. ( 415 ) :‬‬

‫ﻧﻮﻓﻤﺒﺮ ‪2016‬ﻡ‬ ‫)‪(167‬‬ ‫ﺩﺭﺍﺳﺎﺕ ﺗﺮﺑﻮﻳﺔ – ﺍﻟﻌﺪﺩ ﺍﻟﺨﺎﻣﺲ‬

 ‫ﻛﻴﻔﻴﺔ ﺇﺩﺍﺭﺓ ﺍﻻﺟﺘﻤﺎﻉ ﻟﺘﺤﻘﻴﻖ ﺃﻫﺪﺍﻓﻪ‬
‫ﺩﻛﺘﻮﺭ‪ /‬ﺇﺑﺮﺍﻫﻴﻢ ﺍﻟﺨﻀﺮ ﺍﻟﺤﺴﻦ‬

‫ﻭﻳﻘﻊ‪ ‬ﺍﻟﺪﻭﺭ‪ ‬ﺍﻟﺮﺋﻴﺲ ﻓﻲ ﻧﺠﺎﺡ ﺍﻻﺟﺘﻤﺎﻉ ﻋﻠـﻰ ﻋـﺎﺗﻖ ﺭﺋﻴـﺴﻪ ‪ ،‬ﺍﻟـﺬﻱ ﻳﺠـﺐ ﺃﻥ‬

‫ﻢ ﺑــﺼﻔﺎﺕ ﺗﺆﻫﻠــﻪ ﻟﻠﻘﻴــﺎﺩﺓ ‪ ،‬ﻭﺗﻤﻜﻨــﻪ ﻣــﻦ ﺗﻮﺟﻴــﻪ ﺍﻻﺟﺘﻤــﺎﻉ ﻧﺤــﻮ ﺍﻷﻫــﺪﺍﻑ‬

‫ﻳﺘــﺴ ‪‬‬

‫ﺍﻟﻤﻘــﺼﻮﺩﺓ ‪ .‬ﺇﻻ ﺃﻥ ﻣﻘــﺮﺭ ﺍﻻﺟﺘﻤــﺎﻉ ﻭﺃﻋــﻀﺎﺀﻩ ﻋﻠــﻴﻬﻢ ﺃﺩﻭﺍﺭ‪ ُ‬ﻣﻜﻤﻠــﺔ ﻣﻬﻤــﺔ ﻓــﻲ ﻫــﺬﺍ‬

‫ﺍﻟﻨﺠــﺎﺡ ؛ ﺍﻟــﺬﻱ ﻻ ﻳﻤﻜــﻦ ﺗﺤﻘﻴﻘــﻪ ﺇﻻ ﺑﺤــﻀﻮﺭﻫﻢ ﺍﻟﻤﺒﻜــﺮ ﻟﻤﻜــﺎﻥ ﺍﻻﺟﺘﻤــﺎﻉ ‪،‬‬

‫ﻭﻣﺸﺎﺭﻛﺘﻬﻢ ﺍﻟﻮﺍﻋﻴﺔ ﻓﻲ ﺍﻟﺤﻮﺍﺭ ﻭﺍﻟﻨﻘﺎﺵ ‪ ،‬ﻭﺍﻧﻀﺒﺎﻃﻬﻢ ﺍﻟﺪﻗﻴﻖ ‪ ،‬ﻭﺍﻟﺘﺰﺍﻣﻬﻢ ﺑﺎﻟﻨﻈﻢ‬

‫ﻭﺍﻟﻠﻮﺍﺋﺢ ﺍﻟﺤﺎﻛﻤﺔ ﻟﺨﻄﻮﺍﺗـﻪ ﻭﺣﺮﻛﺘـﻪ ﺍﻟﺘـﻲ ﺗﺒـﺪﺃ ﺑـﺈﻗﺮﺍﺭ ﺑﻨـﻮﺩ ﺟـﺪﻭﻝ ﺍﻷﻋﻤـﺎﻝ ‪،‬‬

‫ﻭﺇﺟــﺎﺯﺓ ﺍﻟﻤﺤــﻀﺮ ﺍﻟــﺴﺎﺑﻖ ‪ ،‬ﻭﺍﻟﻮﻗــﻮﻑ ﻋﻠــﻰ ﻣــﺴﺘﻮﻯ ﻛﻔﺎﻳــﺔ ﺍﻟﺘﻘــﺎﺭﻳﺮ ﻭﺍﻟﺘﻜﻠﻴﻔــﺎﺕ‬

‫ﺍﻟﻤﻄﻠﻮﺑﺔ ‪ ،‬ﻭﻣﻦ ﺛـﻢ ﺗ‪‬ـﺪﺍﻭ‪‬ﻝ ﺍﻟﻤﻮﺿـﻮﻋﺎﺕ ﺍﻟﻤﻄﺮﻭﺣـﺔ ﻭﺍﺗﺨـﺎﺫ ﺍﻟﻘـﺮﺍﺭﺍﺕ ﻭﺍﻟﺘﻮﺟﻴﻬـﺎﺕ‬

‫ﺍﻟﺴﺪﻳﺪﺓ ‪.‬‬

‫ﻧﻮﻓﻤﺒﺮ ‪2016‬ﻡ‬ ‫)‪(168‬‬ ‫ﺩﺭﺍﺳﺎﺕ ﺗﺮﺑﻮﻳﺔ – ﺍﻟﻌﺪﺩ ﺍﻟﺨﺎﻣﺲ‬

 ‫ﻛﻴﻔﻴﺔ ﺇﺩﺍﺭﺓ ﺍﻻﺟﺘﻤﺎﻉ ﻟﺘﺤﻘﻴﻖ ﺃﻫﺪﺍﻓﻪ‬
‫ﺩﻛﺘﻮﺭ‪ /‬ﺇﺑﺮﺍﻫﻴﻢ ﺍﻟﺨﻀﺮ ﺍﻟﺤﺴﻦ‬

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‫ﻧﻮﻓﻤﺒﺮ ‪2016‬ﻡ‬ ‫)‪(169‬‬ ‫ﺩﺭﺍﺳﺎﺕ ﺗﺮﺑﻮﻳﺔ – ﺍﻟﻌﺪﺩ ﺍﻟﺨﺎﻣﺲ‬

 ‫ﻛﻴﻔﻴﺔ ﺇﺩﺍﺭﺓ ﺍﻻﺟﺘﻤﺎﻉ ﻟﺘﺤﻘﻴﻖ ﺃﻫﺪﺍﻓﻪ‬
‫ﺩﻛﺘﻮﺭ‪ /‬ﺇﺑﺮﺍﻫﻴﻢ ﺍﻟﺨﻀﺮ ﺍﻟﺤﺴﻦ‬

‫‪ɀ€€ua‹€¾a‬‬
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‫*ﺍﻟﻘﺮﺁﻥ ﺍﻟﻜﺮﻳﻢ‬

‫‪ -1‬ﺍﺑﻦ ﻋﺒﺪ ﺭﺑﻪ ‪ :‬ﺍﻟﻌﻘﺪ ﺍﻟﻔﺮﻳﺪ ‪ ،‬ﻣﺞ‪ ،1‬ﺹ ‪.(18) :‬‬

‫‪ -2‬ﺍﻟﺤﺴﻦ ‪ ،‬ﺇﺑﺮﺍﻫﻴﻢ ﺍﻟﺨﻀﺮ ‪ :‬ﺍﻟﻜﺎﻓﻲ ﻓﻲ ﻛﺘﺎﺑﺔ ﺍﻟﺘﻘﺮﻳﺮ ﺍﻟﻮﺍﻓﻲ ‪.‬ﺩﺍﺭ ﺟﺎﻣﻌﺔ ﺇﻓﺮﻳﻘﻴﺎ ﺍﻟﻌﺎﻟﻤﻴﺔ‬

‫ﻟﻠﻄﺒﺎﻋﺔ ﻭﺍﻟﻨﺸﺮ ‪2010 ،‬ﻡ ‪.‬‬

‫‪ -3‬ﺣﺮﻳﺐ ‪ ،‬ﻓﺘﺤﻲ ‪ :‬ﺍﻷﺳﺲ ﺍﻟﻔﻨﻴﺔ ﻭﺍﻟﻌﻠﻤﻴﺔ ﻟﻜﺘﺎﺑﺔ ﺍﻟﺘﻘﺮﻳﺮ ) ﻣﻮﻗﻊ ﺇﻟﻜﺘﺮﻭﻧﻲ (‪.‬‬

‫‪ -4‬ﺧﺎﻃﺮ ‪ ،‬ﺃﺣﻤﺪ ﻣﺼﻄﻔﻲ ‪ :‬ﺇﺩﺍﺭﺓ ﺗﻘﻮﻳﻢ ﻣﺸﺮﻭﻋﺎﺕ ﺍﻟﺮﻋﺎﻳﺔ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ‪ ،‬ﺍﻟﻤﻜﺘﺐ ﺍﻟﺠﺎﻣﻌﻲ‬

‫ﺍﻟﺤﺪﻳﺚ‪ ،‬ﺍﻹﺳﻜﻨﺪﺭﻳﺔ ‪1990 ،‬ﻡ ‪.‬‬

‫‪ -5‬ﺍﻟﺪﻭﺳﺮﻱ ‪ ،‬ﻋﺒﺪ ﺍﻟﺮﺣﻤﻦ ‪ :‬ﺻﻔﻮﺓ ﺍﻵﺛﺎﺭ ﻭﺍﻟﻤﻔﺎﻫﻴﻢ ﻟﺘﻔﺴﻴﺮ ﺍﻟﻘﺮﺁﻥ ﺍﻟﻜﺮﻳﻢ ‪ ،‬ﺍﻟﺮﻳﺎﺽ‪1400 ،‬ﻫـ‪.‬‬

‫‪ -6‬ﺳﻌﻴﺪ ‪ ،‬ﻧﻀﺎﻝ ‪ :‬ﺍﻟﻘﻴﺎﺩﺓ ﺍﻹﺩﺍﺭﻳﺔ ‪ .‬ﺍﻟﻤﺮﻛﺰ ﺍﻟﻘﻮﻣﻲ ﻟﻼﺳﺘﺸﺎﺭﺍﺕ ﻭﺍﻟﺘﻄﻮﻳﺮ ﺍﻹﺩﺍﺭﻱ‪1984 ،‬ﻡ‪.‬‬

‫‪ -7‬ﺍﻟﺴﻴﺪ ‪ /‬ﻧﺎﺟﻲ ‪ :‬ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﺎﻣﺔ ‪ ،‬ﻁ‪ ،1/‬ﺍﻟﻘﺎﻫﺮﺓ ‪1999 ،‬ﻡ‪.‬‬

‫‪ -8‬ﺷﺎﻭﻳﺶ ‪ ،‬ﻣﺼﻄﻔﻲ ﺑﺨﻴﺖ ‪ :‬ﺍﻹﺩﺍﺭﺓ ﺍﻟﺤﺪﻳﺜﺔ ‪ .‬ﺩﺍﺭ ﺍﻟﻔﺮﻗﺎﻥ ‪ ،‬ﻋﻤﺎﻥ ‪1993 ،‬ﻡ‪.‬‬

‫‪ -9‬ﻋﺒﺪ ﺍﻟﻬﺎﺩﻱ ‪ ،‬ﻣﺤﻤﺪ ﺍﻟﺒﺸﻴﺮ ‪ :‬ﻣﻘﺮﺭ ﺍﻻﺟﺘﻤﺎﻉ ‪ ) .‬ﺍﻟﻤﻬﺎﻡ ﻭﺍﻟﻮﺍﺟﺒﺎﺕ ( ‪2009‬ﻡ‪.‬‬

‫‪-10‬ﺍﻟﻔﻴﻮﻣﻲ ‪ ،‬ﺃﺣﻤﺪ ﺑﻦ ﻣﺤﻤﺪ ﻋﻠﻲ ‪ :‬ﺍﻟﻤﺼﺒﺎﺡ ﺍﻟﻤﻨﻴﺮ ‪ ،‬ﺝ‪ ،1‬ﺩﺍﺭ ﺍﻟﻔﻜﺮ ‪ ،‬ﺹ ‪.108‬‬

‫‪ -11‬ﺍﻟﻘﺮﻧﻲ ‪ ،‬ﻋﺎﺋﺾ‪ :‬ﺍﻟﻔﺮﺍﻍ ﺍﻟﻤﺪﻣﺮ ‪ .‬ﺻﺤﻴﻔﺔ ﺍﻟﻌﺎﻟﻢ ﺍﻹﺳﻼﻣﻲ ‪ ) :‬ﺭﺍﺑﻄﺔ ﺍﻟﻌﺎﻟﻢ ﺍﻹﺳﻼﻣﻲ ( ‪،‬‬

‫ﻣﻜﺔ ﺍﻟﻤﻜﺮﻣﺔ ‪ ،‬ﺍﻟﻌﺪﺩ )‪2009/12/28 ، (2097‬ﻡ‪.‬‬

‫‪ -12‬ﻣﺠﻠﺔ ﺟﺎﻣﻌﺔ ﺍﻟﻤﻠﻚ ﺳﻌﻮﺩ ﻟﻠﻌﻠﻮﻡ ﻭﺍﻟﺘﺮﺑﻴﺔ ﻭﺍﻟﺪﺭﺍﺳﺎﺕ ﺍﻹﺳﻼﻣﻴﺔ ‪ ، :‬ﻣﺞ ‪1996 ،8‬ﻡ‪.‬‬

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‫ﻧﻮﻓﻤﺒﺮ ‪2016‬ﻡ‬ ‫)‪(170‬‬ ‫ﺩﺭﺍﺳﺎﺕ ﺗﺮﺑﻮﻳﺔ – ﺍﻟﻌﺪﺩ ﺍﻟﺨﺎﻣﺲ‬