‫ﻣﻬﺎﺭﺍﺕ ﺍﻹﺩﺍﺭﺓ‬ ‫ﺍﻷﻛﺎﺩﳝﻴﺔ ﺍﻷﻣﺮﻳﻜﻴﺔ ﻟﻠﻌﻠﻮﻡ ﻭ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ‬

‫‪ -1‬ﺳﺕ ﻣﻬﺎﻡ ﺃﺳﺎﺳﯾﺔ ﻟﻠﻣﺩﺭﺍﺀ ﺍﻟﻌﺎﻣﯾﻥ‬

‫ﯾﺭﻛﹼﺯ ﺍﻟﻣﺩﺭﺑﻭﻥ ﺍﻟﻌﻅﺎﻡ ﻋﻠﻰ ﺍﻷﺳﺎﺳﯾﺎﺕ‪ ،‬ﻭﻫﻲ ﺍﻟﻣﻬﺎﺭﺍﺕ ﺍﻟﺭﺋﯾﺳﺔ ﻭﺍﻟﻣﻧﺎﻭﺭﺍﺕ ﺍﻟﺗﻲ ﺗﻣﻛﹼﻥ‬
‫ﺍﻟﻔﺭﯾﻕ ﻣﻥ ﺍﻟﻔﻭﺯ ﻋﻠﻰ ﺍﻟﺩﻭﺍﻡ‪ ..‬ﻭﻫﺫﺍ ﺑﺎﻟﺿﺑﻁ ﻣﺎ ﯾﻔﻌﻠﻪ ﺍﻟﻌﻅﺎﻡ ﻣﻥ ﺍﻟﻣ ـﺩﺭﺍﺀ ﺍﻟﻌ ـﺎﻣﯾﻥ‪ .‬ﻭﻫ ـﻡ‬
‫ﯾﺩﺭﻛﻭﻥ ﺃﻥ ﺍﻷﺩﺍﺀ ﺍﻟﻣﺗﻔﻭﻕ ﺍﻟﺩﺍﺋﻡ ﻻ ﯾﻣﻛﻥ ﺑﻧﺎﺅﻩ ﻋﻠﻰ ﺗﺣﺳﯾﻧﺎﺕ ﺗﺗﻛﻭﻥ ﻣﻥ ﺧﻁﻭﺓ ﻭﺍﺣ ـﺩﺓ ﻣﺛ ـل‬
‫ﺇﻋﺎﺩﺓ ﺍﻟﻬﯾﻛﻠﺔ ﺃﻭ ﺇﺟﺭﺍﺀ ﺗﺧﻔﯾﺿﺎﺕ ﻫﺎﺋﻠﺔ ﻋﻠﻰ ﺍﻟﺗﻛﻠﻔﺔ ﺃﻭ ﺇﻋﺎﺩﺓ ﺍﻟﺗﻧﻅﯾﻡ‪ .‬ﻭﻣ ـﻥ ﺍﻟﻣﺅﻛ ـﺩ ﺃﻧﻬ ـﻡ‬
‫ﯾﺗﺧﺫﻭﻥ ﻫﺫﻩ ﺍﻹﺟﺭﺍﺀﺍﺕ ﺍﻟﻛﺎﺳﺣﺔ ﺇﺫﺍ ﻛﺎﻥ ﺫﻟﻙ ﺿﺭﻭﺭﯾﺎﹰ ﺃﻭ ﻣﺳﺗﺣﺳﻧﺎﹰ ﻓﻲ ﻣﻭﻗﻑ ﻣﺎ‪ .‬ﻏﯾ ـﺭ ﺃﻥ‬
‫ﺍﻷﻭﻟﻭﯾﺔ ﻋﻧﺩﻫﻡ ﻫﻲ ﺗﺟﻧﺏ ﺫﻟﻙ ﺍﻟﻧﻭﻉ ﻣﻥ ﺍﻟﻣﻭﺍﻗﻑ‪ .‬ﻭﻫﻡ ﯾﻔﻌﻠﻭﻥ ﺫﻟﻙ ﺑﺎﻟﺗﺭﻛﯾﺯ ﻋﻠ ـﻰ ﺍﻟﻣﻬ ـﺎﻡ‬
‫ﺍﻟﺳﺗﺔ ﺍﻟﺭﺋﯾﺳﺔ ﺍﻟﺗﻲ ﺗﺷﻛﹼل ﺍﻷﺳﺎﺱ ﻟﻭﻅﯾﻔﺔ ﻛﺎﻓﺔ ﺍﻟﻣﺩﺭﺍﺀ ﺍﻟﻌﺎﻣﯾﻥ؛ ﻭﻫﺫﻩ ﺍﻟﻣﻬ ـﺎﻡ ﻫ ـﻲ‪ :‬ﺗ ـﺷﻛﯾل‬
‫ﻣﺣﯾﻁ ﺍﻟﻌﻣل‪ ،‬ﻭﺿﻊ ﺍﻹﺳﺗﺭﺍﺗﯾﺟﯾﺔ‪ ،‬ﺗﺣﺻﯾﺹ ﺍﻟﻣ ـﻭﺍﺭﺩ‪ ،‬ﺗﻧﻣﯾ ـﺔ ﺍﻟﻣ ـﺩﺭﺍﺀ‪ ،‬ﺑﻧ ـﺎﺀ ﺍﻟﻣﺅﺳ ـﺳﺔ‪،‬‬
‫ﻭﺍﻹﺷﺭﺍﻑ ﻋﻠﻰ ﺍﻟﻌﻣﻠﯾﺎﺕ‪.‬‬
‫ﻭﯾﻧﺑﻐﻲ ﺃﻻ ﻧﻌﺟﺏ ﻣﻥ ﻫﺫﻩ ﺍﻟﻘﺎﺋﻣﺔ‪ ،‬ﺇﺫ ﯾﻧﺑﻐﻲ ﺃﻥ ﺗﻛﻭﻥ ﺃﺳﺎﺳﯾﺎﺕ ﻭﻅﯾﻔ ـﺔ ﺍﻟﻣ ـﺩﯾﺭ ﺍﻟﻌ ـﺎﻡ‬
‫ﻣﺄﻟﻭﻓﺔ ﻟﺩﯾﻧﺎ ﻋﻠﻰ ﺃﯾﺔ ﺣﺎل‪ .‬ﺇﻥ ﻣﺎ ﯾﺟﻌﻠﻬﺎ ﻫﺎﻣﺔ ﻫﻭ ﻛﻭﻧﻬﺎ ﺇﻁﺎﺭﺍﹰ ﯾﻧﻅﹼﻡ ﺍﻟﻐﺎﻟﺑﯾ ـﺔ ﺍﻟﻌﻅﻣ ـﻰ ﻣ ـﻥ‬
‫ﺍﻟﻧﺷﺎﻁﺎﺕ ﺍﻟﺗﻲ ﯾﻘﻭﻡ ﺑﻬﺎ ﺍﻟﻣﺩﺭﺍﺀ ﺍﻟﻌﺎﻣﻭﻥ‪ .‬ﻭﻫﻲ ﺗﺳﺎﻋﺩﻧﺎ ﻓﻲ ﺗﺣﺩﯾﺩ ﻧﻁ ـﺎﻕ ﺍﻟﻭﻅﯾﻔ ـﺔ ﻭﻭﺿ ـﻊ‬
‫ﺍﻷﻭﻟﻭﯾﺎﺕ ﻭﺭﺅﯾﺔ ﺍﻟﻌﻼﻗﺎﺕ ﺍﻟﺑﯾﻧﯾﺔ ﺍﻟﻬﺎﻣﺔ ﺍﻟﺗﻲ ﺗﺭﺑﻁ ﺑﯾﻥ ﻫﺫﻩ ﺍﻟﻧﺷﺎﻁﺎﺕ‪.‬‬
‫ﺗﺷﻛﯾل ﻣﺣﯾﻁ ﺍﻟﻌﻣل‬
‫ﺗﻧﻔﺭﺩ ﻛل ﺷﺭﻛﺔ ﺑﻣﺣﯾﻁ ﻋﻣل ﺧﺎﺹ ﺑﻬﺎ ﻭﺑﺗﺭﺍﺙ ﻣﻥ ﺍﻟﻣﺎﺿﻲ ﯾﻣﻠﻲ ﺇﻟﻰ ﺩﺭﺟ ـﺔ ﻛﺑﯾ ـﺭﺓ‬
‫ﺍﻟﻁﺭﯾﻘﺔ ﺍﻟﺗﻲ ﯾﺳﺗﺟﯾﺏ ﺑﻬﺎ ﺍﻟﻣﺩﺭﺍﺀ ﺇﻟﻰ ﺍﻟﻣﺷﺎﻛل ﺍﻟﻧﺎﺷﺋﺔ ﻭﺍﻟﻔﺭﺹ ﺍﻟﻣﺗﺎﺣﺔ‪ .‬ﻏﯾﺭ ﺃﻧ ـﻪ ﻭﺑﻐ ـﺽ‬
‫ﺍﻟﻧﻅﺭ ﻋﻥ ﺍﻟﻣﺣﯾﻁ ﺍﻟﺫﻱ ﯾﺭﺛﻪ ﺍﻟﻣﺩﯾﺭ ﺍﻟﻌﺎﻡ ﻣﻥ ﺍﻟﻣﺎﺿﻲ ﻓﺈﻥ ﺗﺷﻛﯾﻠﻪ –ﺃﻭ ﺇﻋﺎﺩﺓ ﺗ ـﺷﻛﯾﻠﻪ– ﻫ ـﻭ‬
‫ﻋﻣل ﻓﻲ ﻏﺎﯾﺔ ﺍﻷﻫﻣﯾﺔ‪ .‬ﻭﻫﺫﺍ ﯾﻧﻁﺑﻕ ﻋﻠﻰ ﺍﻟﺷﺭﻛﺎﺕ ﺍﻟ ـﺻﻐﯾﺭﺓ ﻭﺍﻟﻣﺗﻭﺳ ـﻁﺔ ﺇﻧﻁﺑﺎﻗ ـﻪ ﻋﻠ ـﻰ‬
‫ﺍﻟﺷﺭﻛﺎﺕ ﺍﻟﻌﻣﻼﻗﺔ ﻣﺛل ﺷﺭﻛﺔ ﺟﻧﺭﺍل ﻣﻭﺗﻭﺭﺯ ﻭﺷﺭﻛﺔ ﺟﻧﺭﺍل ﺍﻟﯾﻛﺗﺭﯾﻙ ‪.‬‬
‫ﻭﯾﻣﻠﻲ ﻣﺣﯾﻁ ﻋﻣل ﺍﻟﺷﺭﻛﺔ ﺛﻼﺛﺔ ﻋﻧﺎﺻﺭ‪:‬‬
‫‪ -1‬ﻣﻌﺎﯾﯾﺭ ﺍﻷﺩﺍﺀ ﺍﻟﺳﺎﺋﺩﺓ ﺍﻟﺗﻲ ﺗﺣﺩﺩ ﺳﺭﻋﺔ ﺃﻧﺷﻁﺔ ﺍﻟﻧﺎﺱ ﻭﺟﻭﺩﺗﻬﺎ‪.‬‬
‫‪ -2‬ﻣﻔﺎﻫﯾﻡ ﺍﻷﻋﻣﺎل ﺍﻟﺗﻲ ﺗﺣﺩﺩ ﻁﺑﯾﻌﺔ ﺍﻟﺷﺭﻛﺔ ﻭﻛﯾﻔﯾﺔ ﻋﻣﻠﻬﺎ‪.‬‬
‫‪ -3‬ﺍﻟﻣﻔﺎﻫﯾﻡ ﻭﺍﻟﻘﯾﻡ ﺍﻟﺳﺎﺋﺩﺓ ﻟﺩﻯ ﺍﻟﻧﺎﺱ ﻭﺍﻟﺗﻲ ﺗﺣﺩﺩ ﻁﺑﯾﻌﺔ ﺍﻟﻌﻣل ﻓﻲ ﺍﻟﺷﺭﻛﺔ‪.‬‬
‫ﻭﺗﻌﺗﺑﺭ ﻣﻌﺎﯾﯾﺭ ﺍﻷﺩﺍﺀ ﺍﻟﻌﻧﺻﺭ ﺍﻟﻭﺣﯾﺩ ﻭﺍﻷﻫﻡ ﻣﻥ ﺑﯾﻥ ﻫﺫﻩ ﺍﻟﻌﻧﺎﺻﺭ ﺍﻟﺛﻼﺙ ﻷﻧﻬ ـﺎ ﺗﺣ ـﺩﺩ‬
‫ﺑﺷﻛل ﻋﺎﻡ ﻧﻭﻋﯾﺔ ﺍﻟﺟﻬﺩ ﺍﻟﺗﻲ ﺗﺑﺫﻟﻪ ﺍﻟﻣﺅﺳﺳﺔ ‪ .‬ﻓﺈﺫﺍ ﻣﺎ ﻭﺿﻊ ﺍﻟﻣﺩﯾﺭ ﺍﻟﻌﺎﻡ ﻣﻌﺎﯾﯾﺭ ﻣﺭﺗﻔﻌﺔ ﻓ ـﺈﻥ‬
‫ﺍﻟﻣﺩﺭﺍﺀ ﺍﻟﺭﺋﯾﺳﯾﯾﻥ ﺳﯾﺣﺫﻭﻥ ﺣﺫﻭﻩ‪ ،‬ﺃﻣﺎ ﺇﺫﺍ ﻭﺿﻊ ﻣﻌﺎﯾﯾﺭ ﻣﻧﺧﻔﺿﺔ ﺃﻭ ﻏﺎﻣﺿﺔ ﻓﺈﻧﻪ ﻻ ﯾﺗﻭﻗﻊ ﺃﻥ‬
‫ﯾﻛﻭﻥ ﺃﺩﺍﺀ ﺍﻟﻣﺭﺅﻭﺳﯾﻥ ﺃﻓﺿل‪ .‬ﻟﺫﺍ ﻛﺎﻧﺕ ﺍﻟﻣﻌﺎﯾﯾﺭ ﺍﻟﻣﺭﺗﻔﻌﺔ ﻫﻲ ﺍﻟﻭﺳﯾﻠﺔ ﺍﻟﺭﺋﯾﺳﺔ ﺍﻟﺗﻲ ﯾ ـﺳﺗﻁﯾﻊ‬

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‫ﻣﻬﺎﺭﺍﺕ ﺍﻹﺩﺍﺭﺓ‬ ‫ﺍﻷﻛﺎﺩﳝﻴﺔ ﺍﻷﻣﺮﻳﻜﻴﺔ ﻟﻠﻌﻠﻮﻡ ﻭ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ‬

‫ﺃﻋﻅﻡ ﺍﻟﻣﺩﺭﺍﺀ ﺍﻟﻌﺎﻣﯾﻥ ﻣﻥ ﺧﻼﻟﻬﺎ ﺃﻥ ﯾﻔﺭﺿﻭﺍ ﻧﻔﻭﺫﻫﻡ ﻭﺃﻥ ﯾﺣﻠﻘﻭﺍ ﺑﻣﻭﺍﻫﺑﻬﻡ ﻋﻠ ـﻰ ﺍﻟﻣﺅﺳ ـﺳﺔ‬
‫ﺑﺭﻣﺗﻬﺎ‪.‬‬
‫ﻭﻟﻬﺫﺍ ﺍﻟﺳﺑﺏ‪ ،‬ﻣﺎ ﻟﻡ ﯾﻛﻥ ﻟﻠﺷﺭﻛﺔ ﺃﻭ ﺍﻟﻘﺳﻡ ﺍﻟﺫﻱ ﺗﻌﻣل ﻓﯾﻪ ﻣﻌﺎﯾﯾﺭ ﺻﺎﺭﻣﺔ – ﻭﻗﻠﯾل ﻣﻧﻬ ـﺎ‬
‫ﻣﻥ ﯾﻣﻠﻙ ﺫﻟﻙ – ﻓﺈﻥ ﺍﻹﺳﻬﺎﻡ ﺍﻟﻭﺣﯾﺩ ﺍﻟﺫﻱ ﺑﺎﺳﺗﻁﺎﻋﺗﻙ ﺗﻘﺩﯾﻣﻪ ﻟﺗﺣﻘﯾﻕ ﻧﺗﺎﺋﺞ ﻓﻭﺭﯾﺔ ﻭﻧﺟﺎﺣﺎﹰ ﻋﻠﻰ‬
‫ﺍﻟﻣﺩﻯ ﺍﻟﻁﻭﯾل ﻫﻭ ﺭﻓﻊ ﺗﻭﻗﻌﺎﺗﻙ ﻷﺩﺍﺀ ﺍﻟﻣﺩﺭﺍﺀ ﻟﺩﯾﻙ ﻭﻟﯾﺱ ﺑﺎﻟﻧﺳﺑﺔ ﻟﻙ ﻓﺣﺳﺏ‪ .‬ﻭﻫﺫﺍ ﯾﻌﻧ ـﻲ ﺃﻥ‬
‫ﻋﻠﯾﻙ ﺍﺗﺧﺎﺫ ﻗﺭﺍﺭﺍﺕ ﻣﺣﺳﻭﺑﺔ ﺣﻭل ﺍﻹﺟﺭﺍﺀﺍﺕ ﺍﻟﻣﻠﻣﻭﺳﺔ ﺍﻟﺗﻲ ﯾﺗﻣﺧﹼﺹ ﻋﻧﻬﺎ ﺃﺩﺍﺀ ﻣﺗﻔﻭﻕ ﺣ ـﻭل‬
‫ﻣﻭﻗﻑ ﺷﺭﻛﺗﻙ ﻓﻲ ﺍﻟﻭﻗﺕ ﺍﻟﺭﺍﻫﻥ‪ ،‬ﻭﺣﻭل ﺇﺫﺍ ﻣﺎ ﻛﻧﺕ ﻣﺳﺗﻌﺩﺍﹰ ﻟﻠﺗﻌﺎﻣل ﺑﺣﺯﻡ ﻣ ـﻊ ﺍﻟﻣﺭﺅﻭﺳ ـﯾﻥ‬
‫ﻭﺍﺗﺧﺎﺫ ﺍﻟﺧﻁﻭﺍﺕ ﺍﻟﺿﺭﻭﺭﯾﺔ ﺍﻟﻼﺯﻣﺔ ﻟﻼﻧﺗﻘﺎل ﻣﻥ ﻣﺭﺣﻠﺔ ﺇﻟﻰ ﺃﺧﺭﻯ‪.‬‬
‫ﻣﻥ ﺍﻟﻭﺍﺿﺢ ﺃﻥ ﺇﺣﺩﻯ ﺃﻫﻡ ﺍﻟﻣﻌﺎﯾﯾﺭ ﺍﻟﺗﻲ ﯾﺿﻌﻬﺎ ﺍﻟﻣﺩﯾﺭ ﺍﻟﻌﺎﻡ ﻫﻲ ﺃﻫ ـﺩﺍﻑ ﺍﻟ ـﺷﺭﻛﺔ‪ .‬ﺇﻥ‬
‫ﺃﻓﺿل ﺍﻟﻣﺩﺭﺍﺀ ﻫﻭ ﺍﻟﺫﻱ ﯾﺿﻊ ﺍﻷﻫﺩﺍﻑ ﺍﻟﺗﻲ ﺗﺣﺑﺭ ﺍﻟﻣﺅﺳﺳﺔ ﻋﻠﻰ ﺑﺫل ﺃﻗﺻﻰ ﺟﻬ ـﺩ ﻟﺗﺣﻘﯾﻘﻬ ـﺎ‪.‬‬
‫ﻭﻫﺫﺍ ﻻ ﯾﻌﻧﻲ ﺃﻥ ﺗﻛﻭﻥ ﺍﻷﻫﺩﺍﻑ ﻋﺷﻭﺍﺋﯾﺔ ﻭﻏﯾﺭ ﻭﺍﻗﻌﯾﺔ ﺑﺣﯾﺙ ﻻ ﺗﺗﺣﻘﻕ ﻭﻻ ﺗﺛﯾﺭ ﺍﻟﺩﺍﻓﻌﯾﺔ ﻟ ـﺩﻯ‬
‫ﺃﺣﺩ‪ ،‬ﺑل ﯾﻧﺑﻐﻲ ﺃﻥ ﺗﻛﻭﻥ ﺃﻫﺩﺍﻓﺎﹰ ﻣﻥ ﺍﻟﻧﻭﻉ ﺍﻟﺫﻱ ﻻ ﯾﺳﻣﺢ ﻷﺣﺩ ﺃﻥ ﯾﻧﺳﻰ ﻣﻘﺩﺍﺭ ﻓ ـﺳﻭﺓ ﻣ ـﺳﺭﺡ‬
‫ﺍﻟﺗﻧﺎﻓﺱ‪.‬‬
‫ﻻ ﺯﻟﺕ ﺃﺗﺫﻛﺭ ﺑﻭﺿﻭﺡ ﺃﺣﺩ ﺍﻟﻣﺩﺭﺍﺀ ﺍﻟﻌﺎﻣﯾﻥ ﺍﻟﺫﻱ ﺃﺩﻫﺵ ﻣﺭﺅﻭﺳﯾﻪ ﺑﺭﻓﺿﻪ ﺧﻁﹼﺔ ﻅﻠﹼ ـﺕ‬
‫ﺗﻛﺳﺏ ﺃﺭﺑﺎﺣﺎﹰ ﺟﯾﺩﺓ ﻣﻥ ﻣﺑﯾﻌﺎﺕ ﺟﯾﺩﺓ ﻟﻠﻌﺎﻡ ﺍﻟﺛﺎﻟﺙ ﻋﻠﻰ ﺍﻟﺗﻭﺍﻟﻲ‪ .‬ﻛﺎﻥ ﺍﻟﻣﺭﺅﻭﺳﻭﻥ ﯾﻌﺗﻘ ـﺩﻭﻥ ﺃﻥ‬
‫ﺍﻟﺧﻁﺔ ﻣﺣﻛﻣﺔ ﻭﺗﻧﺎﻓﺳﯾﺔ‪ .‬ﻏﯾﺭ ﺃﻥ ﺍﻟﻣﺩﯾﺭ ﺍﻟﻌﺎﻡ ﻁﻠﺏ ﻣﻧﻬﻡ ﻭﺿﻊ ﺧﻁﺔ ﺗﺣﺎﻓﻅ ﻋﻠﻰ ﻧﻔﺱ ﺍﻟﻘ ـﺩﺭ‬
‫ﻣﻥ ﺍﻟﻣﺑﯾﻌﺎﺕ ﻭﻟﻛﻧﻬﺎ ﺗﺧﻔﺽ ﻣﺳﺗﻭﻯ ﺍﻟﻧﻔﻘﺎﺕ ﺍﻷﺳﺎﺳﯾﺔ ﺑﻧﺳﺑﺔ ‪ %5‬ﻋﻣﺎ ﻛﺎﻧﺕ ﻋﻠﯾﻪ ﻓ ـﻲ ﺍﻟﻌ ـﺎﻡ‬
‫ﺍﻟﻣﺎﺿﻲ ﻭﺫﻟﻙ ﺑﺩﻻﹰ ﻣﻥ ﺯﯾﺎﺩﺓ ﺣﺟﻡ ﺍﻟﻣﺑﯾﻌﺎﺕ‪ .‬ﻛﺎﻧﺕ ﻣﻬﻣﺔ ﻗﺎﺳﯾﺔ‪ ،‬ﻏﯾﺭ ﺃﻧﻪ ﻛﺎﻥ ﻣﻘﺗﻧﻌﺎﹰ ﺃﻥ ﻫ ـﺫﺍ‬
‫ﺍﻟﻬﺩﻑ ﺟﻭﻫﺭﻱ ﻷﻧﻪ ﺗﻭﻗﻊ ﺃﻥ ﯾﺧﻔﺽ ﻣﻧﺎﻓﺳﻬﻡ ﺍﻟﺭﺋﯾﺱ ﺍﻷﺳﻌﺎﺭ ﻻﺳﺗﻌﺎﺩﺓ ﺣﺻﺗﻪ ﻓﻲ ﺍﻟﺳﻭﻕ‪.‬‬
‫ﻭﺧﻼل ﺍﻷﻋﻭﺍﻡ ﺍﻟﺗﻲ ﺗﻠﺕ‪ ،‬ﺃﺩﺧﻠﺕ ﺍﻟﺷﺭﻛﺔ ﻋﻠﻰ ﻫﯾﻛل ﺍﻟﻧﻔﻘﺎﺕ ﺗﻐﯾﯾﺭﺍﹰ ﻛﺑﯾﺭﺍﹰ ﻣ ـﻥ ﺧ ـﻼل‬
‫ﺳﻠﺳﻠﺔ ﻣﻥ ﺍﻟﺗﺧﻔﯾﺿﺎﺕ ﺍﻟﻣﺑﺗﻛﺭﺓ ﻟﻧﻔﻘﺎﺕ ﺍﻹﻧﺗﺎﺝ‪ ،‬ﻭﺍﻟﺗﻭﺯﯾﻊ‪ ،‬ﻭﺍﻟﻣﺷﺗﺭﯾﺎﺕ ﻭﻧﻔﻘﺎﺕ ﺍﻟﺷﺭﻛﺔ ﻏﯾ ـﺭ‬
‫ﺍﻟﻣﺑﺎﺷﺭ ﻭﺇﺩﺍﺭﺓ ﺍﻟﻣﻧﺗﺟﺎﺕ‪ .‬ﻭﻧﺗﯾﺟﺔ ﻟﺫﻟﻙ‪ ،‬ﻭﺑﺎﻟﺭﻏﻡ ﻣﻥ ﺗﺂﻛل ﺍﻷﺳﻌﺎﺭ ﺑ ـﺷﻛل ﻛﺑﯾ ـﺭ‪ ،‬ﺣ ـﺻﺩﺕ‬
‫ﺍﻟﺷﺭﻛﺔ ﺃﺭﺑﺎﺣﺎﹰ ﻗﯾﺎﺳﯾﺔ ﻭﻛﺳﺑﺕ ﻧﺻﯾﺑﺎﹰ ﻣﻥ ﺍﻟﺳﻭﻕ‪ .‬ﺃﺷﻙ ﺑﺄﻧﻪ ﻛﺎﻥ ﺑﻣﻘﺩﺭﺓ ﺍﻟﺷﺭﻛﺔ ﺗﺣﻘﯾ ـﻕ ﻫ ـﺫﻩ‬
‫ﺍﻟﻧﺗﺎﺋﺞ ﺑﺩﻭﻥ ﺫﻟﻙ ﺍﻟﻬﺩﻑ ﺍﻟﻣﻠﻣﻭﺱ ﻭﺍﻟﺑﺎﺭﺯ ﺃﻣﺎﻡ ﺃﻋﯾﻥ ﺍﻹﺩﺍﺭﺓ‪.‬‬
‫ﻭﻧﻔﺱ ﺍﻟﻧﻭﻉ ﻣﻥ ﺍﻟﺗﻔﻛﯾﺭ ﯾﻅﻬﺭ ﻓﻲ ﺗﻌﻠﯾﻕ ﻷﺣﺩ ﻛﺑﺎﺭ ﺍﻟﺭﺅﺳﺎﺀ ﺍﻟﺗﻧﻔﯾﺫﯾﯾﻥ ﺍﻟﯾﺎﺑﺎﻧﯾﯾﻥ‪ .‬ﻓﻌﻧﺩﻣﺎ‬
‫ﺳﺄﻟﻪ ﺃﺣﺩ ﺍﻟﻣﻔﺎﻭﺿﯾﻥ ﺍﻟﺗﺟﺎﺭﯾﯾﻥ ﺍﻷﻣﺭﯾﻛﯾﯾﻥ ﻛﯾﻑ ﯾﻣﻛﻥ ﻟﺷﺭﻛﺗﻪ ﺃﻥ ﺗﻧﺎﻓﺱ ﺇﺫﺍ ﻣﺎ ﻫﺑﻁ ﺳﻌﺭ ﺍﻟﯾﻥ‬
‫ﻣﻥ ‪ 200‬ﺇﻟﻰ ‪ 160‬ﺃﻣﺎﻡ ﺍﻟﺩﻭﻻﺭ‪ .‬ﺃﺟﺎﺑﻪ ﺍﻟﯾﺎﺑﺎﻧﻲ "ﻧﺣﻥ ﺍﻵﻥ ﻣﺳﺗﻌﺩﻭﻥ ﻟﻠﻣﻧﺎﻓﺳﺔ ﺣﺗﻰ ﻟﻭ ﺍﻧﺧﻔﺽ‬
‫ﺍﻟﯾﻥ ﺇﻟﻰ ‪ 120‬ﺃﻣﺎﻡ ﺍﻟﺩﻭﻻﺭ‪ ،‬ﻟﺫﺍ ﻓﺳﻌﺭ ‪ 160‬ﻻ ﯾﻘﻠﻘﻧﺎ ﺃﺑﺩﺍﹰ" ‪.‬‬
‫ﻭﺍﻟﻣﻌﺎﯾﯾﺭ ﺍﻟﻌﺎﻟﯾﺔ ﻻ ﺗﺗﺄﺗﻰ ﺑﺎﻟﻁﺑﻊ ﻣﻥ ﺍﻷﻫﺩﺍﻑ ﺍﻟﺻﻌﺑﺔ ﻓﺣﺳﺏ‪ .‬ﻓﺎﻟﻣﺩﺭﺍﺀ ﺍﻟﻌﺎﻣﻭﻥ‪ ،‬ﻣﺛﻠﻬﻡ‬
‫ﻓﻲ ﺫﻟﻙ ﻣﺛل ﺍﻟﻣﺩﺭﺑﯾﻥ ﺍﻟﻌﻅﺎﻡ ﻭﺍﻟﻘﺎﺩﺓ ﺍﻟﻌﺳﻛﺭﯾﯾﻥ ﺃﻭ ﻗﺎﺩﺓ ﺍﻟﺳﯾﻣﻔﻭﻧﯾﺎﺕ‪ ،‬ﯾﺟﻌﻠﻭﻥ ﻣﻥ ﺃﻧﻔﺳﻬﻡ ﻗﺩﻭﺓ‬
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‫ﻣﻬﺎﺭﺍﺕ ﺍﻹﺩﺍﺭﺓ‬ ‫ﺍﻷﻛﺎﺩﳝﻴﺔ ﺍﻷﻣﺮﻳﻜﻴﺔ ﻟﻠﻌﻠﻮﻡ ﻭ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ‬

‫ﻣﻥ ﺣﯾﺙ ﺳﺎﻋﺎﺕ ﺍﻟﻌﻣل ﺍﻟﻁﻭﯾﻠﺔ ﺍﻟﺗﻲ ﯾﺷﺗﻐﻠﻭﻧﻬﺎ ﻭﻣﻥ ﺣﯾﺙ ﺗﺷﺑﺛﻬﻡ ﺑﺎﻟﻧﺟﺎﺡ ﺗﺷﺑﺛﺎ ﻭﺍﺿﺣﺎﹰ ﻭﻣ ـﻥ‬
‫ﺣﯾﺙ ﺟﻬﻭﺩﻫﻡ ﺍﻟﻣﺗﹼﺳﻘﺔ‪ .‬ﻭﻓﺿﻼﹰ ﻋﻥ ﺫﻟﻙ‪ ،‬ﻓﻬﻡ ﯾﺿﻌﻭﻥ ﺍﻟﻣﻌﺎﯾﯾﺭ ﺍﻟﻌﺎﻟﯾ ـﺔ ﻭﯾﻌﺯﺯﻭﻧﻬ ـﺎ ﺑﻁ ـﺭﻕ‬
‫ﺑﺳﯾﻁﺔ ﺳﺭﻋﺎﻥ ﻣﺎ ﺗﺗﺭﺍﻛﻡ‪.‬‬
‫ﻭﻫﻡ ﯾﺭﻓﺿﻭﻥ ﺍﻟﺧﻁﻁ ﺍﻟﻣﻠﺗﻔﹼﺔ ﺳﯾﺋﺔ ﺍﻹﻋﺩﺍﺩ‪ ،‬ﻭﺍﻷﻫﺩﺍﻑ ﺍﻟﺭﺑﺣﯾﺔ ﺍﻟﻣﺿﺧﻣﺔ ﺑﺩﻻﹰ ﻣﻥ ﺍﻟﺗﺫﻣﺭ‬
‫ﻣﻧﻬﺎ ﺃﻭﻻﹰ ﺛﻡ ﻗﺑﻭﻟﻬﺎ ﺑﺄﯾﺔِ ﺣﺎل‪ .‬ﻭﻻ ﺑﺩ ﺃﻥ ﯾﻁﻠﻊ ﺍﻟﻣﺩﺭﺍﺀ ﻣﺭﺅﻭﺳﯾﻬﻡ ﻋﻠ ـﻰ ﺗﻔﺎﺻ ـﯾل ﺍﻟﻌﻣ ـل ﺃﻭ‬
‫ﺍﻟﻭﻅﯾﻔﺔ ﻭﻟﯾﺱ ﻋﻠﻰ ﺍﻟﺻﻭﺭﺓ ﺍﻹﺟﻣﺎﻟﯾﺔ ﻓﺣﺳﺏ‪ .‬ﺃﻣﺎ ﺍﻟﻣﻭﻅﻔﻭﻥ ﺫﻭﻱ ﺍﻷﺩﺍﺀ ﺍﻟﻣﺗﻭﺳﻁ ﻓﻼ ﯾﻣﻛﺛﻭﻥ‬
‫ﻁﻭﯾﻼﹰ ﻓﻲ ﺍﻟﻭﻅﺎﺋﻑ ﺍﻟﻣﺣﻭﺭﯾﺔ ﺍﻟﺣﯾﻭﯾﺔ ﺑﺎﻟﻐﺔ ﺍﻷﻫﻣﯾﺔ‪ .‬ﻭﯾﺿﻊ ﺍﻟﻣﺩﺭﺍﺀ ﺍﻟﻌﺎﻣﻭﻥ ﺍﻷﻛﻔﺎﺀ ﺍﻟﻣﻭﺍﻋﯾﺩ‬
‫ﺍﻷﺧﯾﺭﺓ ﻟﻸﻋﻣﺎل ﻭﯾﻠﺯﻣﻭﻥ ﻣﺭﺅﻭﺳﯾﻬﻡ ﺑﻬﺎ‪ .‬ﻭﻫﻡ ﻓﻭﻕ ﺫﻟﻙ ﻻ ﯾﻣﻛﻥ ﺇﺭﺿﺎﺅﻫﻡ‪ .‬ﻭﺣﺎﻟﻣ ـﺎ ﺗ ـﺻل‬
‫ﺍﻟﻣﺑﯾﻌﺎﺕ ﺃﻭ ﯾﺻل ﺍﻹﻧﺗﺎﺝ ﺃﻭ ﺇﺩﺍﺭﺓ ﺍﻟﺑﺣﺙ ﻭﺍﻟﺗﻁﻭﯾﺭ ﻣﺳﺗﻭﻯ ﻣﻌﯾﻧﺎﹰ ﯾﻘﻭﻣ ـﻭﻥ ﺑﺭﻓ ـﻊ ﺗﻭﻗﻌ ـﺎﺗﻬﻡ‬
‫ﺩﺭﺟﺔ ﻭﯾﻧﻁﻠﻘﻭﻥ ﻣﻥ ﻫﻧﺎﻙ‪.‬‬
‫ﻓﻌﻠﻰ ﺳﺑﯾل ﺍﻟﻣﺛﺎل‪ ،‬ﯾﻁﻠﺏ ﺃﺣﺩ ﺍﻷﻣﺭﺍﺀ ﺍﻟﻌﺎﻣﯾﻥ ﻣﻥ ﺍﻟﻣﺩﺭﺍﺀ ﺍﻟﺭﺋﯾﺳﯾﯾﻥ ﺗﺭﺗﯾﺏ ﻣﺭﺅﻭﺳﯾﻬﻡ‬
‫ﻛل ﻋﺎﻡ ﻋﻠﻰ ﺳﻠﹼﻡ ﻣﻥ ‪ . 9-1‬ﺛﻡ ﯾﺫﻛﹼﺭ ﺍﻟﻣﺩﯾﺭ ﺍﻟﻌﺎﻡ ﺍﻟﺟﻣﯾﻊ ﺃﻥ ﻧﻔﺱ ﺍﻷﺩﺍﺀ ﺍﻟﺫﻱ ﯾﻌﻁﻲ ﺻﺎﺣﺑﻪ‬
‫‪ 6‬ﻧﻘﺎﻁ ﻫﺫﺍ ﺍﻟﻌﺎﻡ ﻟﻥ ﯾﻌﻁﻲ ﺻﺎﺣﺑﻪ ﺳﻭﻯ ﺧﻣﺱ ﻧﻘﺎﻁ ﻓﻲ ﺍﻟﻌﺎﻡ ﺍﻟﺗﺎﻟﻲ‪ .‬ﻭﺑ ـﺎﻟﻁﺑﻊ ‪ ،‬ﻓ ـﺈﻥ ﻫ ـﺫﺍ‬
‫ﺍﻟﻣﻧﺣﻧﻲ ﯾﺧﻠﻕ ﻣﺯﯾﺩﺍﹰ ﻣﻥ ﺍﻟﺗﻭﺗﺭ‪ ،‬ﻭﺭﺑﻣﺎ ﯾﺧﻠﻕ ﺍﻹﺣﺑﺎﻁ ﺃﯾﺿﺎﹰ‪ .‬ﻏﯾﺭ ﺃﻥ ﻣﻥ ﺷﺄﻧﻪ ﺧﻔﺽ ﺍﻟﺗﺳﺎﻫل‬
‫ﻭﺗﺷﺟﯾﻊ ﺍﻟﻧﻣﻭ ﺍﻟﻔﺭﺩﻱ ﻭﺇﻋﻁﺎﺀ ﻧﺗﺎﺋﺞ ﺃﻓﺿل‪.‬‬
‫ﻭﺍﻟﻌﻧﺻﺭ ﺍﻟﺛﺎﻧﻲ ﻣﻥ ﻋﻧﺎﺻﺭ ﻣﺣﯾﻁ ﺍﻟﻌﻣل ﺍﻟﺫﻱ ﯾﺅﺛﺭ ﻓﯾﻪ ﺍﻟﻣﺩﺭﺍﺀ ﺍﻟﻌﺎﻣﻭﻥ ﺑﺷﻛل ﻣﺳﺗﻣﺭ‬
‫ﻫﻭ ﻣﻔﺎﻫﯾﻡ ﺍﻟﻌﻣل ﺍﻷﺳﺎﺳﯾﺔ ﺍﻟﺗﻲ ﺗﺗﺑﻧﺎﻫﺎ ﺍﻟﺷﺭﻛﺔ‪ .‬ﻭﺳﻭﺍﺀ ﻛﺗﺑﻬﺎ ﺍﻟﻣﺩﺭﺍﺀ ﺍﻟﻌﺎﻣﻭﻥ ﺃﻡ ﻟﻡ ﯾﻛﺗﺑﻭﻫ ـﺎ‬
‫ﻓﺈﻥ ﻟﺩﻯ ﻛﺑﺎﺭﻫﻡ ﻧﻅﺭﺓ ﻋﺎﻣﺔ ﻋﻥ ﺍﻟﻣﺟﺎﻻﺕ ﺍﻟﺗﻲ ﯾﺭﯾﺩﻭﻥ ﺍﻟﻣﻧﺎﻓﺳﺔ ﻓﯾﻬﺎ ﻭﻋ ـﻥ ﺍﻟﻁﺭﯾﻘ ـﺔ ﺍﻟﺗ ـﻲ‬
‫ﺳﺗﻧﺟﺢ ﺑﻬﺎ ﺍﻟﺷﺭﻛﺔ ﻓﻲ ﺗﻠﻙ ﺍﻟﻣﺟﺎﻻﺕ ﺍﻟﻣﺧﺗﺎﺭﺓ – ﺍﻟﺗﻭﺍﺯﻥ ﺑﯾﻥ ﺍﻟﻣﺭﻛﺯﯾﺔ ﻭﺍﻟﻼﻣﺭﻛﺯﯾ ـﺔ‪ ،‬ﻭﺩﻭﺭ‬
‫ﺍﻟﻣﻭﻅﻔﯾﻥ ﺍﻟﺗﻧﻔﯾﺫﯾﯾﻥ ﻭﺍﻟﻣﻭﻅﻔﯾﻥ ﺍﻻﺳﺗﺷﺎﺭﯾﯾﻥ‪ ،‬ﻧﻭﻉ ﺍﻟﺟﻭﺍﺋﺯ ﺍﻟﺗﻲ ﺗﺣﻔﺯ ﺍﻟﻧﺎﺱ ﻟﺗﺣﻘﯾﻕ ﺃﻫ ـﺩﺍﻓﻬﻡ‪،‬‬
‫ﻭﺍﻟﻣﻬﺎﺭﺍﺕ ﺍﻟﺿﺭﻭﺭﯾﺔ ﻟﻛﻲ ﺗﺻﺑﺢ ﺍﻟﺷﺭﻛﺔ ﻣﻥ ﺭﻭﺍﺩ ﺍﻟﺻﻧﺎﻋﺔ‪ .‬ﻭﺑﺎﺧﺗﺻﺎﺭ‪ ،‬ﻓﺈﻥ ﻫ ـﺫﻩ ﺍﻟﻧﻅ ـﺭﺓ‬
‫ﻫﻲ ﺍﻟﺗﻲ ﺗﺣﺩﺩ ﻛﯾﻑ ﺳﺗﻛﻭﻥ ﺍﻟﺷﺭﻛﺔ ﻣﻣﯾﺯﺓ ﻭﻣﺗﻔﻭﻗﺔ ﻋﻠﻰ ﻣﺟﻣﻭﻋﺔ ﻣ ـﻥ ﺍﻟ ـﺷﺭﻛﺎﺕ ﺍﻟﻣ ـﺳﺗﻘﻠﺔ‬
‫ﺗﻣﺎﻣﺎﹰ‪.‬‬
‫ﻭﻓﺿﻼﹰ ﻋﻥ ﺫﻟﻙ‪ ،‬ﻭﻷﻥ ﻣﺣﯾﻁ ﺍﻟﻌﻣل ﯾﺗﻐﯾﺭ ﻣﻊ ﺍﻟﺯﻣﻥ ﻓﺈﻥ ﺃﻓﺿل ﺍﻟﻣﺩﺭﺍﺀ ﺍﻟﻌﺎﻣﯾﻥ ﯾ ـﺳﺄل‬
‫ﺩﻭﻣﺎﹰ‪ :‬ﻣﺎ ﻧﻭﻉ ﺍﻟﻌﻣل ﺍﻟﺫﻱ ﻧﺭﯾﺩ ﺃﻥ ﻧﺩﯾﺭﻩ؟ ﻫل ﻧﺣﻥ ﻓﻲ ﺍﻟﻣﺟﺎﻻﺕ ﺍﻟﺻﺣﯾﺣﺔ؟ ﻭﻫل ﻣ ـﺎ ﺗ ـﺯﺍل‬
‫ﻟﺩﯾﻧﺎ ﺍﻟﻣﻭﺍﻗﻑ ﺍﻟﻘﺎﺩﺭﺓ ﻋﻠﻰ ﺍﻟﺣﯾﺎﺓ ﻓﻲ ﻛل ﻣﺟﺎل؟ ﻭﻛﯾﻑ ﯾﻧﺑﻐﻲ ﺃﻥ ﻧﻌﯾﺩ ﺗﺷﻛﯾل ﺍﻟﻌﻣل؟ ﺇﻥ ﻧﺗﯾﺟﺔ‬
‫ﻫﺫﻩ ﺍﻟﻌﻣﻠﯾﺔ ﻫﻲ ﻣﺟﻣﻭﻋﺔ ﻣﻥ ﻣﻔﺎﻫﯾﻡ ﺍﻟﻌﻣل ﺍﻟﺗﻲ ﺗﺗﻐﯾﺭ ﺑﻁﺭﻕ ﺑﺳﯾﻁﺔ ﻭﺑﺎﺗﺟﺎﻩ ﺛﺎﺑﺕ‪.‬‬
‫ﺇﻥ ﺷﺭﻛﺔ ﺟﻭﻧﺳﻭﻥ ﺁﻧﺩ ﺟﻭﻧﺳﻭﻥ ﻫﻲ ﺧﯾﺭ ﻣﺛﺎل‪ .‬ﻓﻬﺫﻩ ﺍﻟﺷﺭﻛﺔ – ﺍﻟﺗﻲ ﺗﻣﻠﻙ ﺳﺟلّ ﻣﺳﺎﺭٍ‬
‫ﺭﺍﺋﻊ ﺗﻛﻭﻥ ﻋﺑﺭ ﻋﺩﺓ ﻋﻘﻭﺩ – ﺗﺭﯾﺩ ﺃﻥ ﺗﺗﺑﻭﺃ ﻣﺭﻛﺯ ﺍﻟﻘﯾﺎﺩﺓ ﻓﻲ ﻧﻣﻭ ﻗﻁﺎﻋﺎﺕ ﺍﻟﺗﻛﻧﻭﻟﻭﺟﯾﺎ ﺍﻟ ـﺩﻧﯾﺎ‬
‫ﺍﻟﺧﺎﺻﺔ ﺑﺎﻟﺭﻋﺎﯾﺔ ﺍﻟﺻﺣﯾﺔ‪ ،‬ﻭﻟﺫﺍ ﻓﺈﻥ ﻟﺩﯾﻬﺎ ﻗﺎﻋﺩﺓ ﻋﻣل ﻋﺭﯾﺿﺔ ﻭﻫﻲ ﺗﻭﺍﺟﻪ ﻣﻧﺎﻓﺳﯾﻥ ﻣﺗﻧ ـﻭﻋﯾﻥ‬
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‫ﻣﻬﺎﺭﺍﺕ ﺍﻹﺩﺍﺭﺓ‬ ‫ﺍﻷﻛﺎﺩﳝﻴﺔ ﺍﻷﻣﺮﻳﻜﻴﺔ ﻟﻠﻌﻠﻮﻡ ﻭ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ‬

‫ﺻﻐﺎﺭﺍﹰ ﻓﻲ ﻣﺧﺗﻠﻑ ﺃﻧﺣﺎﺀ ﺍﻟﻛﺭﺓ ﺍﻷﺭﺿﯾﺔ‪ .‬ﻭﻟﻛﻲ ﺗﺑﻘﻰ ﺍﻟﺷﺭﻛﺔ ﻓﻲ ﻣﺭﻛﺯ ﺍﻟﻘﯾﺎﺩﺓ ﯾ ـﺷﻌﺭ ﺟﯾﻣ ـﺯ‬
‫ﺑﯾﺭﻙ‪ ،‬ﺍﻟﻣﺩﯾﺭ ﺍﻟﺗﻧﻔﯾﺫﻱ‪ ،‬ﺃﻥ ﻋﻠﯾﻪ ﻭﻣﺭﺅﻭﺳﯾﻪ ﻣﻥ ﺍﻟﻣﺩﺭﺍﺀ ﺃﻥ ﯾﻣﺗﺎﺯﻭﺍ ﻓﻲ ﺗﺣﺩﯾﺩ ﻗﻁﺎﻋﺎﺕ ﺍﻟﺳﻭﻕ‬
‫ﺍﻟﺟﺩﯾﺩﺓ ﺍﻟﻭﺍﻋﺩﺓ ﻗﺑل ﻏﯾﺭﻫﻡ ﻭﺃﻥ "ﯾﻔﺻﻠﻭﺍ" ﻣﻧﺗﺟﺎﺗﻬﻡ ﺑﺣﯾﺙ ﺗﻧﺎﺳﺏ ﺗﻠﻙ ﺍﻟﻘﻁﺎﻋﺎﺕ ﺗﻣﺎﻣﺎﹰ ﻭﺑﺣﯾ ـﺙ‬
‫ﺗﺻل ﻣﻧﺗﺟﺎﺗﻬﻡ ﺍﻟﺳﻭﻕ ﺑﺳﺭﻋﺔ‪ .‬ﻭﻫﻡ ﯾﻘﻭﻣﻭﻥ ﺑﺫﻟﻙ ﻣﻥ ﺧﻼل ﺷﺑﻛﺔ ﺗﺗﻛﻭﻥ ﺗﻘﺭﯾﺑﺎﹰ ﻣﻥ ‪ 100‬ﻣ ـﻥ‬
‫ﺍﻟﺷﺭﻛﺎﺕ ﺍﻟﻌﺎﻣﻠﺔ ﺍﻟﻣﺳﺗﻘﻠﺔ ﻭﺍﻟﺗﻲ ﺗﺣﺩﺩ ﺃﻫﺩﺍﻓﻬﺎ ﺑﻭﺿﻭﺡ ﺷﺩﯾﺩ‪ .‬ﻭﻫﺫﻩ ﺍﻟﻣﺅﺳﺳﺔ ﺷﺩﯾﺩﺓ ﺍﻟﻼﻣﺭﻛﺯﯾﺔ‬
‫ﻣﺎﻫﺭﺓ ﻓﻲ ﺗﺳﻭﯾﻕ ﺍﻟﻣﻧﺗﺟﺎﺕ ﻭﺍﺑﺗﻛﺎﺭﻫﺎ؛ ﻭﺗﺩﻋﻣﻬﺎ ﻋﻘﯾﺩﺓ ﻣﺷﺗﺭﻛﺔ ﺗﻭﺣﺩ ﺍﻷﺷ ـﯾﺎﺀ ﺟﻣﯾﻌﻬ ـﺎ ﻓ ـﻲ‬
‫ﺷﺭﻛﺔ ﺇﻧﺳﺎﻧﯾﺔ ﻭﻣﻧﺎﻓﺳﺔ ﻣﻌﺎﹰ‪ .‬ﻭﯾﻌﺭﻑ ﺍﻟﻣﺩﺭﺍﺀ ﻓﻲ ﺷﺭﻛﺔ ﺟﻭﻧﺳﻭﻥ ﺁﻧﺩ ﺟﻭﻧﺳﻭﻥ ﺑﺎﻟﺿﺑﻁ ﻣﺎ ﻫ ـﻡ‬
‫ﺑﺻﺩﺩ ﻋﻣﻠﻪ‪ ،‬ﻭﻛﯾﻔﯾﺔ ﺗﻧﻔﯾﺫﻩ‪ .‬ﺇﻥ ﻫﺫﻩ ﺍﻟﻧﻅﺭﺓ ﺍﻟﻣﺷﺗﺭﻛﺔ ﻭﺍﻟﻣﺣﺑﻭﻛﺔ ﺑﻌﻧﺎﯾﺔ ﺗﻌﻁﻲ ﻫ ـﺫﻩ ﺍﻟ ـﺷﺭﻛﺔ‬
‫ﻣﯾﺯﺓ ﺗﻧﺎﻓﺳﯾﺔ ﻫﺎﻣﺔ ﻓﻲ ﻛل ﻣﻛﺎﻥ ﺗﻧﺷﻁ ﻓﯾﻪ ﺑﺎﻟﻔﻌل‪.‬‬
‫ﻭﺑﺎﻟﺭﻏﻡ ﻣﻥ ﻧﺟﺎﺣﻬﺎ ﺍﻟﻌﺎﻡ‪ ،‬ﻓﺈﻥ ﺷﺭﻛﺔ ﺟﻭﻧﺳﻭﻥ ﺁﻧﺩ ﺟﻭﻧﺳﻭﻥ ﺗﻭﺍﺟﻪ ﺣﺎﻟﯾﺎﹰ ﻣﺟﻣﻭﻋﺔ ﻣ ـﻥ‬
‫ﺍﻟﻅﺭﻭﻑ ﺍﻟﺗﻧﺎﻓﺳﯾﺔ ﺍﻟﺗﻲ ﺗﺿﻁﺭ ﺍﻟﻣﺩﺭﺍﺀ ﺇﻟﻰ ﺇﻋﺎﺩﺓ ﺍﻟﺗﻔﻛﯾﺭ ﻓﻲ ﻣﻔﺎﻫﯾﻡ ﺍﻟﻌﻣل ﺍﻟﻣﻌﻣ ـﺭﺓ‪ .‬ﻭﻓ ـﻲ‬
‫ﺃﺟﺯﺍﺀ ﻋﺩﯾﺩﺓ ﺭﺋﯾﺳﺔ ﻣﻥ ﺍﻷﻋﻣﺎل ﻗﺭﺭ ﺍﻟﻌﻣﻼﺀ ﺃﻧﻬﻡ ﯾﺭﯾﺩﻭﻥ ﻋﺩﺩﺍﹰ ﺃﻗل ﻣﻥ ﺍﻟﻣ ـﻭﺭﺩﯾﻥ ﻭﻧﻅ ـﺎﻡ‬
‫ﺗﻭﺯﯾﻊ ﻣﺗﻛﺎﻣل ﻭﺧﺩﻣﺎﺕ ﺇﺩﺍﺭﯾﺔ ﺃﻓﺿل‪ .‬ﻟﺫﺍ ﻓﺈﻥ ﺷﺭﻛﺔ ﺟﻭﻧﺳﻭﻥ ﺁﻧﺩ ﺟﻭﻧﺳﻭﻥ ﻻ ﺗﻔﻛﹼﺭ ﺍﻵﻥ ﻓ ـﻲ‬
‫ﻁﺭﯾﻘﺔ ﻟﻠﺣﻔﺎﻅ ﻋﻠﻰ ﺃﻗﺳﺎﻣﻬﺎ ﺍﻟﺗﻘﻠﯾﺩﯾﺔ ﺍﻟﻼﻣﺭﻛﺯﯾﺔ ﻭﻛل ﻣﺎ ﺗﻣﺛﹼﻠﻪ ﻫﺫﻩ ﺍﻷﻗﺳﺎﻡ ﻓﺣﺳﺏ‪ ،‬ﺑل ﻭﺗﻧﺎﻓﺱ‬
‫ﺍﻟﺷﺭﻛﺎﺕ ﺍﻟﺗﻲ ﺗﻘﺩﻡ ﺧﺩﻣﺎﺕ ﻭﺧﻁﻭﻁ ﺇﻧﺗﺎﺝ ﺃﻛﺛﺭ ﺗﻧﺳﯾﻘﺎﹰ ﻭﺍﺗﺳﺎﻋﺎﹰ‪.‬‬
‫ﯾﺭﺗﺑﻁ ﺍﻟﻌﻧﺻﺭ ﺍﻟﺛﺎﻟﺙ ﺍﻟﺫﻱ ﯾﺳﺎﻫﻡ ﻓﻲ ﺗﺷﻛﯾل ﻣﺣﯾﻁ ﺍﻟﻌﻣل – ﺃﻱ ﻣﻔﺎﻫﯾﻡ ﺍﻟ ـﺷﺭﻛﺔ ﻋ ـﻥ‬
‫ﺍﻟﻧﺎﺱ ﺑﺎﻟﻌﻧﺻﺭﯾﻥ ﺍﻟﺳﺎﺑﻘﯾﻥ ﺍﺭﺗﺑﺎﻁﺎﹰ ﻭﺛﯾﻘﺎﹰ‪ .‬ﻓﺎﻟﻣﺷﺎﺭﯾﻊ ﺍﻟﺳﺭﯾﻌﺔ ﻭﺍﻟﻣﺑﺩﻋﺔ ﺗﺗﻁﻠﺏ ﻣﺩﺭﺍﺀ ﻣﺧﺗﻠﻔﯾﻥ‬
‫ﻋﻥ ﻣﺩﺭﺍﺀ ﺍﻟﺷﺭﻛﺎﺕ ﺑﻁﯾﺋﺔ ﺍﻟﻧﻣﻭ ﺣﯾﺙ ﯾﻛﻭﻥ ﺍﻟﺗﺭﻛﯾﺯ ﻋﻠﻰ ﺿﺑﻁ ﺍﻟﻧﻔﻘﺎﺕ ﻭﻋﻠﻰ ﺍﻹﻧﺗﺎﺝ ﺍﻟﻐﺯﯾﺭ‪.‬‬
‫ﻓﻌﻠﻰ ﺳﺑﯾل ﺍﻟﻣﺛﺎل ﻗﺭﺭﺕ ﺷﺭﻛﺔ ﻣﻐﺎﻣﺭﺓ ﺗﺭﻛﺯ ﻋﻠﻰ ﺍﻟﻧﻣﻭ ﺃﻧﻬﺎ ﺑﺣﺎﺟﺔ ﺇﻟﻰ ﻣﺟﻣﻭﻋﺔ ﻣﻥ ﺍﻟﻣﺩﺭﺍﺀ‬
‫ﺫﻭﻱ ﺍﻟﻘﺩﺭﺍﺕ ﺍﻟﻌﺎﻟﯾﺔ ﻭﻟﯾﺱ ﺇﻟﻰ ﺑﺿﻌﺔ ﻣﺩﺭﺍﺀ ﺟﯾﺩﯾﻥ ﻋﻠﻰ ﺭﺃﺱ ﺍﻟﻬﺭﻡ ﯾﺄﺗﻣﺭ ﺑﺄﻣﺭﻫﻡ ﻣﻧﻔ ـﺫﻭﻥ‬
‫ﺩﻭﻧﻬﻡ ﻓﻲ ﺍﻟﺭﺗﺑﺔ؛ ﻣﺩﺭﺍﺀ ﻣﺑﺩﻋﯾﻥ ﯾﺗﺻﺭﻓﻭﻥ ﻛﺎﻟﻣﺎﻟﻛﯾﻥ ﻭﻟﯾﺱ ﺇﺩﺍﺭﯾﯾﻥ ﻗﺎﻧﻌﯾﻥ ﺑﺗﻣﺭﯾﺭ ﺍﻟﻘ ـﺭﺍﺭﺍﺕ‬
‫ﺇﻟﻰ ﺍﻟﻣﺳﺗﻭﯾﺎﺕ ﺍﻟﻌﻠﯾﺎ‪ ،‬ﻣﺩﺭﺍﺀ ﻁﻣﻭﺣﯾﻥ ﻭﯾﺗﻌﻠﻣﻭﻥ ﺑﺳﺭﻋﺔ‪ ،‬ﻭﻟﯾﺱ ﺃﻧﺎﺳﺎﹰ ﻣﻣﻥ ﯾﻘﻧﻌﻭﻥ ﺑﺗﺳﻠﻕ ﺍﻟﺳﻠﹼﻡ‬
‫ﺍﻟﻭﻅﯾﻔﻲ ﺑﺑﻁﺀ‪.‬‬
‫ﻭﺑﻁﺑﯾﻌﺔ ﺍﻟﺣﺎل‪ ،‬ﻻ ﯾﻧﻁﺑﻕ ﻫﺫﺍ ﺍﻟﻧﻣﻁ ﻋﻠﻰ ﻛل ﺍﻟﺷﺭﻛﺎﺕ‪ .‬ﻭﻟﺗﺣﺩﯾﺩ ﻣ ـﺎ ﯾﻧﻁﺑ ـﻕ ﻭﻣ ـﺎ ﻻ‬
‫ﯾﻧﻁﺑﻕ‪ ،‬ﯾﺭﻛﹼﺯ ﺍﻟﻣﺩﯾﺭ ﺍﻟﻌﺎﻡ ﻋﻠﻰ ﺳﺅﺍﻟﯾﻥ‪ :‬ﺃﻱ ﻧﻭﻉ ﻣﻥ ﺍﻟﻣﺩﺭﺍﺀ ﻧﺣﺗﺎﺟﻪ ﻟﻛﻲ ﻧﺩﺧل ﺳﻭﻕ ﺍﻟﻣﻧﺎﻓﺳﺔ‬
‫ﺑﻔﻌﺎﻟﯾﺔ ﻓﻲ ﺍﻟﻭﻗﺕ ﺍﻟﺭﺍﻫﻥ ﻭﻓﻲ ﺍﻟﻣﺳﺗﻘﺑل ﺍﻟﻣﻧﻅﻭﺭ؟ ﻣﺎ ﺍﻟﺫﻱ ﯾﻧﺑﻐﻲ ﻋﻠﯾﻧﺎ ﻓﻌﻠ ـﻪ ﻟﺟ ـﺫﺏ ﻫ ـﺅﻻﺀ‬
‫ﺍﻟﻧﺎﺱ ﻭﺣﻔﺯﻫﻡ ﻭﺍﻻﺣﺗﻔﺎﻅ ﺑﻬﻡ؟ ﺇﻥ ﺍﻟﻣﺩﺭﺍﺀ ﺍﻟﻌﺎﻣﯾﻥ ﺍﻟﺫﯾﻥ ﯾ ـﺳﺄﻟﻭﻥ ﻫ ـﺫﻩ ﺍﻷﺳ ـﺋﻠﺔ ﺑﺎﺳ ـﺗﻣﺭﺍﺭ‬
‫ﻭﯾﺗﺻﺭﻓﻭﻥ ﺑﻧﺎﺀ ﻋﻠﻰ ﺍﻹﺟﺎﺑﺎﺕ ﺍﻟﺗﻲ ﺗﺻﻠﻬﻡ ﻋﻠﻰ ﺍﻟﺳﺅﺍﻟﯾﻥ ﺍﻟﺳﺎﺑﻘﯾﻥ ﯾﺻﺑﺣﻭﻥ ﻣ ـﺩﺭﺍﺀ ﻓﻌ ـﺎﻟﯾﻥ‬
‫ﺃﻛﺛﺭ ﻣﻥ ﺃﻭﻟﺋﻙ ﺍﻟﺫﯾﻥ ﻟﻡ ﯾﻌﯾﺭﻭﺍ ﺍﻫﺗﻣﺎﻣﺎﹰ ﻛﺛﯾﺭﺍﹰ ﻟﺫﻟﻙ ﺍﻟﺧﻠﯾﻁ ﻣﻥ ﺍﻟﻣﻬ ـﺎﺭﺍﺕ ﻭﺍﻷﺳ ـﺎﻟﯾﺏ ﺍﻟ ـﺫﻱ‬
‫ﯾﺗﻁﻠﺑﻪ ﻛﺳﺏ ﻣﻌﺎﺭﻛﻬﻡ ﺍﻟﺧﺎﺻﺔ‪.‬‬
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 ‫ﻣﻬﺎﺭﺍﺕ ﺍﻹﺩﺍﺭﺓ‬ ‫ﺍﻷﻛﺎﺩﳝﻴﺔ ﺍﻷﻣﺮﻳﻜﻴﺔ ﻟﻠﻌﻠﻮﻡ ﻭ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ‬

‫ﻛﻣﺎ ﺃﻥ ﺃﻓﺿل ﺍﻟﻣﺩﺭﺍﺀ ﺍﻟﻌﺎﻣﯾﻥ ﯾﻧﻬﻣﻛﻭﻥ ﻓﻲ ﺗﺣﺩﯾﺩ ﻗﯾﻡ ﺍﻟﺷﺭﻛﺔ ﺍﻟﺗﻲ ﯾﺩﯾﺭﻭﻥ – ﻣﺎﺫﺍ ﯾﺷﺑﻪ‬
‫ﺍﻟﻌﻣل ﻓﻲ ﻫﺫﻩ ﺍﻟﺷﺭﻛﺔ؟ ﺇﻥ ﻫﻧﺭﻱ ﺷﺎﺧﹾﺕ ﺍﻟﻣﺩﯾﺭ ﺍﻟﺗﻧﻔﯾﺫﻱ ﻓﻲ ﺷﺭﻛﺔ ﻛﻣﻧﺯ ﺇﯾﻧﺟﻥ ﻫﻭ ﺧﯾﺭ ﻣﺛﺎل‪.‬‬
‫ﻟﻘﺩ ﻛﺎﻥ ﻟﺩﯾﻪ ﺇﺣﺳﺎﺱ ﻗﻭﻱ ﺑﻧﻭﻉ ﺍﻟﻣﺅﺳﺳﺔ ﺍﻟﺗﻲ ﯾﺭﯾﺩ ﻣﻥ ﻛﻣﻧﺯ ﺇﯾﻧﺟﻥ ﺃﻥ ﺗﻛﻭﻥ‪ .‬ﺣﺗ ـﻰ ﻋﻧ ـﺩﻣﺎ‬
‫ﻗﻠﹼﺹ ﺷﺎﺧﹾﺕ ﺍﻟﻌﻣﺎﻟﺔ ﻓﻲ ﺍﻟﺷﺭﻛﺔ ﺑﻧﺳﺑﺔ ‪ %50‬ﻓﺈﻧﻪ ﻓﻛﹼﺭ ﺑﺗﺄﻥٍ ﺑﺎﻟﻁﺭﯾﻘﺔ ﺍﻟﺗﻲ ﯾﺟﻌل ﻓﯾﻬﺎ ﺍﻟﺗﺧﻔﯾﺽ‬
‫ﯾﺑﺩﻭ ﻟﻠﻧﺎﺱ ﻣﻔﻬﻭﻣﺎﹰ ﻭﻋﺎﺩﻻﹰ‪ .‬ﻭﻓﺿﻼﹰ ﻋﻥ ﺫﻟﻙ‪ ،‬ﻓﺈﻥ ﻫﺫﺍ ﺍﻻﻫﺗﻣﺎﻡ ﺍﻟﻌﻣﯾﻕ ﺑ ـﺎﻟﺯﻣﻼﺀ ﺍﻟﻣ ـﻭﻅﻔﯾﻥ‬
‫ﻭﺑﺎﻟﻣﻌﺎﯾﯾﺭ ﺍﻷﺧﻼﻗﯾﺔ ﺍﻟﻌﺎﻟﯾﺔ ﺗﺗﻐﻠﻐل ﻓﻲ ﺛﻧﺎﯾﺎ ﺍﻟﺷﺭﻛﺔ – ﺗﻣﺎﻣﺎﹰ ﻛﻣﺎ ﻛﺎﻧﺕ ﻓﻲ ﻋﻬﺩ ﺍﯾﺭﻭﯾﻥ ﻣﯾﻠﻠ ـﺭ‬
‫ﺍﻟﻣﺩﯾﺭ ﺍﻟﺗﻧﻔﯾﺫﻱ ﺍﻟﺳﺎﺑﻕ‪ .‬ﻭﻟﻬﺫﺍ ﻓﺎﻟﻣﻭﻅﻔﻭﻥ ﻻ ﯾﺣﺗﺎﺟﻭﻥ ﻟﻛﺗﯾﺏ ﻋﻥ ﺳﯾﺎﺳﺔ ﺍﻟﺷﺭﻛﺔ ﺃﻭ ﻛﺗﺑﺎﹰ ﻋ ـﻥ‬
‫ﺍﻟﻘﻭﺍﻧﯾﻥ ﻟﻛﻲ ﯾﺗﺻﺭﻓﻭﺍ ﺑﻁﺭﯾﻘﺔ ﺃﺧﻼﻗﯾﺔ ﻭﺑﻧﺯﺍﻫﺔ – ﻓﻬﻡ ﯾﺗﺻﺭﻓﻭﻥ ﺑﻌﻔﻭﯾﺔ‪.‬‬
‫ﻭﻓﻲ ﺍﻟﻭﻗﺕ ﺍﻟﺫﻱ ﻗﺩ ﯾﺑﺩﻭ ﻓﯾﻪ ﻫﺫﺍ ﺍﻟﺷﻲﺀ ﻭﺍﺿﺣﺎﹰ‪ ،‬ﻓﻠﻘﺩ ﻋﺭﻓﺕ ﻋﺩﺩﺍﹰ ﻣﻥ ﺍﻟﻣﺩﺭﺍﺀ ﺍﻟﻌﺎﻣﯾﻥ‬
‫ﺍﻟﺫﯾﻥ ﺗﺗﺻﺎﺭﻉ ﻋﻧﺩﻫﻡ ﺍﻟﻘﯾﻡ ﺍﻟﺛﻘﺎﻓﯾﺔ ﻭﻗﻭﺍﻋﺩ ﺍﻟﺳﻠﻭﻙ ﺍﻟﻣﺗﺿﺎﺭﺑﺔ ﻷﻧﻬﻡ ﻟﻡ ﯾﻘﺭﺭﻭﺍ ﻋﻥ ﻭﻋﻲ ﻣ ـﺎ‬
‫ﻫﻭ ﺍﻟﻣﻬﻡ ﺑﺎﻟﻧﺳﺑﺔ ﺇﻟﯾﻬﻡ‪ .‬ﻭﺑﺎﻟﻁﺑﻊ ﻓﻬﻧﺎﻙ ﺩﺍﺋﻣﺎﹰ ﻧﻔﺭ ﻗﻠﯾل ﻣﻥ ﺫﻭﻱ ﺍﻟﻘﯾﻡ ﺍﻟﻣﻌﯾﺑﺔ ﺃﻭ ﺍﻟﻧﻔﻌﯾﺔ ﻭﺍﻟ ـﺫﯾﻥ‬
‫ﯾﻼﻗﻭﻥ ﻧﺟﺎﺣﺎﹰ ﻭﻟﻭ ﻋﻠﻰ ﺍﻟﻣﺩﻯ ﺍﻟﻘﺻﯾﺭ‪ .‬ﻭﻋﻠﻰ ﺃﯾﺔ ﺣﺎل؛ ﺗﻅﻬﺭ ﻣﻊ ﺍﻟﺯﻣﻥ ﺍﻟﻌﯾﻭﺏ ﻭﺍﻟﻣﺛﺎﻟﺏ ﻓﻲ‬
‫ﺷﺧﺻﯾﺔ ﺍﻟﻣﺩﯾﺭ – ﻣﺛل ﺍﻟﺗﻧﺎﻗﺽ – ﻣﺳﺑﺑﺔ ﻣﺷﺎﻛل ﺧﻁﯾﺭﺓ ﻟﻛﻼ ﺍﻟﻔ ـﺭﯾﻘﯾﻥ‪ :‬ﺍﻟﻣ ـﺩﺭﺍﺀ ﺍﻟﻌ ـﺎﻣﯾﻥ‬
‫ﻭﺍﻟﺷﺭﻛﺔ‪.‬‬
‫ﺗﺻﻣﯾﻡ ﺭﺅﯾﺔ ﺇﺳﺗﺭﺍﺗﯾﺟﯾﺔ‬
‫ﺑﻣﺎ ﺃﻥ ﺍﻟﻣﺩﯾﺭ ﺍﻟﻌﺎﻡ ﻫﻭ ﺍﻟﻣﺳﺅﻭل ﺍﻟﺗﻧﻔﯾﺫﻱ ﺍﻟﻘﺎﺩﺭ ﻋﻠﻰ ﺇﻟﺯﺍﻡ ﺍﻟﻣﺅﺳﺳﺔ ﺑﻛﺎﻣﻠﻬﺎ ﺑﺈﺳﺗﺭﺍﺗﯾﺟﯾﺔ‬
‫ﻣﻌﯾﻧﺔ؛ ﻓﺈﻥ ﺃﻓﺿل ﺍﻟﻣﺩﺭﺍﺀ ﺍﻟﻌﺎﻣﯾﻥ ﻫﻡ ﻓﻲ ﻛل ﺍﻷﺣﻭﺍل ﻣﻥ ﯾﻧﺷﻐﻠﻭﻥ ﻓﻲ ﺻﯾﺎﻏﺔ ﺍﻹﺳﺗﺭﺍﺗﯾﺟﯾﺔ؛‬
‫ﻭﻫﻡ ﺭﻭﺍﺩ ﻓﻲ ﺑﺫل ﺍﻟﺟﻬﺩ ﻭﻟﯾﺱ ﺭﺅﺳﺎﺀ ﻓﻘﻁ‪ .‬ﻭﺑﺩﺍﯾﺔﹰ ﻧﻘﻭل ﺃﻥ ﻟﻠﻣﺩﺭﺍﺀ ﺭﺅﯾﺔ ﺇﺳ ـﺗﺭﺍﺗﯾﺟﯾﺔ ﻟﻛ ـل‬
‫ﻋﻣل‪ ،‬ﺃﻭ ﺃﻧﻬﻡ ﯾﻁﻭﺭﻭﻥ ﻫﺫﻩ ﺍﻟﺭﺅﯾﺔ ﻋﻧﺩ ﺗﻌﯾﯾﻧﻬﻡ ﻓﻲ ﻭﻅﯾﻔﺔ ﺟﺩﯾﺩﺓ‪.‬‬
‫ﻋﻧﺩﻣﺎ ﺗﻭﻟﹼﻰ ﻧﯾﺩ ﺟﻭﻧﺳﻭﻥ ﺯﻣﺎﻡ ﺍﻷﻣﻭﺭ ﻓﻲ ﻓﺩﻟﺗﻲ ﻣﺎﻧﺟﻣﻧﺕ ﺁﻧﺩ ﺭﺳﯾﺭﺗﺵ ﻣﺛﻼﹰ‪ ،‬ﻗ ـﺭﺭ ﺃﻥ‬
‫ﻫﻧﺎﻙ ﺧﻁﺂﻥ ﻓﻲ ﺍﻻﺳﺗﺛﻣﺎﺭﺍﺕ ﺍﻟﺻﻧﺎﻋﯾﺔ ﺍﻟﻣﺗﺑﺎﺩﻟﺔ‪ ،‬ﻓﻘﺩ ﻛﺎﻧﺕ ﺍﻟﻣﻧﺎﻓﺳﺔ ﺗﻘﻭﻡ ﻋﻠﻰ ﺍﺧﺗﯾ ـﺎﺭ ﺁﺧ ـﺭ‬
‫ﺍﻟﻣﺑﺩﻋﯾﻥ ﻭﺃﻓﺿﻠﻬﻡ‪ ،‬ﻟﺫﺍ ﻛﺎﻥ ﻣﺩﺭﺍﺀ ﺍﻟﺻﻧﺩﻭﻕ ﯾﺑﻘﻭﻥ ﺃﻭ ﯾﻌﺯﻟﻭﻥ ﺍﺳﺗﻧﺎﺩﺍﹰ ﺇﻟﻰ ﺃﺩﺍﺋﻬﻡ ﻛل ﻓﺻل ﺃﻭ‬
‫ﻛل ﺳﻧﺔ‪ ،‬ﻭﻧﺗﯾﺟﺔ ﻟﻬﺫﺍ ﻛﺎﻥ ﺍﻟﻌﻣﻼﺀ ﯾﻧﻘﻠﻭﻥ ﺍﻋﺗﻣﺎﺩﺍﺗﻬﻡ ﺃﻭ ﺍﺳﺗﺛﻣﺎﺭﺍﺗﻬﻡ ﺑﺎﺳﺗﻣﺭﺍﺭ ﻣﻥ ﺻﻧﺩﻭﻕ ﺇﻟﻰ‬
‫ﺁﺧﺭ ﺑﺳﺑﺏ ﺍﻷﺩﺍﺀ ﺍﻟﺿﻌﯾﻑ ﺃﻭ ﺍﻟﺧﺩﻣﺔ ﺍﻟﺿﻌﯾﻔﺔ‪ .‬ﻭﻟﺗﺟﻧﺏ ﻫﺫﻩ ﺍﻟﻣﺷﺎﻛل‪ ،‬ﺍﺭﺗﺄﻯ ﺟﻭﻧﺳﻭﻥ ﺇﻧﺷﺎﺀ‬
‫ﺳﻭﻕ ﻣﺭﻛﺯﯾﺔ )ﺳﻭﺑﺭ ﻣﺎﺭﻛﺕ( ﻣﻥ ‪ 60 – 50‬ﺍﻋﺗﻣﺎﺩﺍﹰ ﻟﯾﻭﻓﺭ ﻟﻠﻌﻣﻼﺀ ﻛل ﺷ ـﻛل ﻣ ـﻥ ﺃﺷ ـﻛﺎل‬
‫ﺍﻻﺳﺗﺛﻣﺎﺭ ﺍﻟﻣﻣﻛﻧﺔ ﺑﺎﻹﺿﺎﻓﺔ ﺇﻟﻰ ﺍﻟﺧﺩﻣﺔ ﺍﻟﻣﻣﺗﺎﺯﺓ‪ .‬ﻭﻋﻧﺩﺋﺫٍ ﺇﺫﺍ ﻟﻡ ﯾﺣﻘﻕ ﺃﺣﺩ ﺍﻻﻋﺗﻣ ـﺎﺩﺍﺕ ﺳ ـﻧﺔ‬
‫ﻗﯾﺎﺳﯾﺔ‪ ،‬ﻓﺈﻥ ﺍﻟﻌﻣﻼﺀ ﻻ ﯾﻭﺟﻬﻭﻥ ﺍﻟﻠﻭﻡ ﺇﻟﻰ ﻣﺩﯾﺭ ﺍﻻﻋﺗﻣﺎﺩ ﺑل ﺇﻟﻰ ﺃﻧﻔﺳﻬﻡ‪ .‬ﻛﻣﺎ ﺃﻥ ﺧﺩﻣﺔ ﺍﻟﺷﺭﻛﺔ‬
‫ﺍﻟﻣﻣﺗﺎﺯﺓ ﺗﺳﻬل ﻋﻠﻰ ﺍﻟﻌﻣﻼﺀ ﺍﻻﻧﺗﻘﺎل ﻣﻥ ﺍﻋﺗﻣﺎﺩ ﺇﻟﻰ ﺁﺧﺭ ﻓﻲ ﺍﻟﺷﺭﻛﺔ ﻭﻓﺿﻼﹰ ﻋﻥ ﺫﻟﻙ ﻭﻧﻅ ـﺭﺍﹰ‬
‫ﺇﻟﻰ ﺃﻥ ﻋﺩﺩﺍﹰ ﻛﺑﯾﺭﺍﹰ ﻣﻥ ﺍﻻﻋﺗﻣﺎﺩﺍﺕ ﺗﻣﺎﺭﺱ ﻧﺷﺎﻁﻬﺎ ﻓﺈﻥ ﺍﻟﺷﺭﻛﺔ ﺗﻔﺗﺧﺭ ﺑﺄﻥ ﻟﻬ ـﺎ ﻋﻠ ـﻰ ﺍﻟ ـﺩﻭﺍﻡ‬
‫ﺃﺭﺑﻌﺔ ﺃﻭ ﺧﻣﺳﺔ ﺍﻋﺗﻣﺎﺩﺍﺕ ﺭﺍﺑﺣﺔ‪.‬‬
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‫ﻭﻋﻧﺩﻣﺎ ﺗﻭﻟﹼﻰ ﺩﯾﻔﯾﺩ ﻓﺭل ﺯﻣﺎﻡ ﺍﻷﻣﻭﺭ ﻓﻲ ﻣﺎﻱ ﺩﯾﺑﺎﺭﺗﻣﻧﺕ ﺳﺗﻭﺭﺯ‪ ،‬ﻧﺻﺣﻪ ﺍﻟﻌﺩﯾ ـﺩ ﻣ ـﻥ‬
‫ﺍﻟﺧﺑﺭﺍﺀ ﺑﺎﻟﺗﻧﻭﯾﻊ ﺧﺎﺭﺝ ﻣﺷﺎﺭﯾﻊ ﻣﺗﺎﺟﺭ ﺍﻷﻗﺳﺎﻡ ﺍﻟﻣﺧﺗﺿﺭﺓ‪ .‬ﻏﯾﺭ ﺃﻥ ﻓﺭل ﺭﺃﻯ ﻓﺭﺻﺔ ﺳ ـﺎﻧﺣﺔ‬
‫ﺗﻣﺛﻠﺕ ﻓﻲ ﺃﻥ ﺍﻟﻣﻧﺎﻓﺳﯾﻥ ﻣﺛل ﺳﯾﺭﺯ ﻛﺎﻧﻭﺍ ﯾﺗﺑﻌﻭﻥ ﺳﯾﺎﺳﺔ ﺍﻟﺗﻧﻭﯾﻊ ﻓﻲ ﺍﻟﺧﺩﻣﺎﺕ ﺍﻟﻣﺎﻟﯾﺔ‪ ،‬ﺑﯾﻧﻣﺎ ﻛﺎﻥ‬
‫ﺍﻷﺧﺭﻭﻥ ﯾﺗﺟﻬﻭﻥ ﻧﺣﻭ ﻣﺗﺎﺟﺭ ﺍﻟﺗﺧﺻﺹ‪ .‬ﻭﺑﺩﻻﹰ ﻣﻥ ﺃﻥ ﯾﺣﺫﻭ ﺣﺫﻭ ﺍﻵﺧﺭﯾﻥ ﺭﻛﹼﺯ ﺟﻬﻭﺩ ﺷﺭﻛﺗﻪ‬
‫ﻟﻛﻲ ﺗﺻﺑﺢ ﻓﻲ ﻁﻠﯾﻌﺔ ﺍﻟﺷﺭﻛﺎﺕ ﺍﻟﺗﻲ ﺗﺭﻭﺝ ﺍﻟﺑﺿﺎﺋﻊ ﻭﺗﺷﻐﯾل ﺍﻟﻣﺣﻼﺕ ﺍﻟﺗﺟﺎﺭﯾ ـﺔ ﻓ ـﻲ ﻗﻁ ـﺎﻉ‬
‫ﺍﻟﻣﺧﺎﺯﻥ ﺍﻟﺗﺟﺎﺭﯾﺔ‪ .‬ﻭﻗﺩ ﺟﻌل ﻣﻔﺎﻫﯾﻡ ﺍﻹﻋﻼﻥ ﻣﺭﻛﺯﯾﺔ‪ ،‬ﻭﻋﺭﺽ ﺃﺳﻌﺎﺭﺍﹰ ﻣﻧﺎﻓﺳﺔ ﻟﻠﻐﺎﯾﺔ ﻭﺗﺧﻠﹼﺹ‬
‫ﻣﻥ ﺍﻷﻗﺳﺎﻡ ﺍﻟﺧﺎﺳﺭﺓ ﻭﺑﻧﻰ ﺍﺩﺍﺭﺍﺕ ﺗﻧﻔﯾﺫﯾﺔ ﻣﺣﻠﯾﺔ ﻗﻭﯾﺔ ﻫﺩﻓﻬﺎ ﺍﻟﺗﻧﻔﯾﺫ ﻭﺳ ـﯾﻁﺭ ﻋﻠ ـﻰ ﺍﻟﻧﻔﻘ ـﺎﺕ‪.‬‬
‫ﻭﻛﺎﻧﺕ ﺍﻟﻧﺗﯾﺟﺔ ﻛﺎﻟﺗﺎﻟﻲ‪ :‬ﻓﻔﻲ ﺍﻟﻭﻗﺕ ﺍﻟﺫﻱ ﻛﺎﻥ ﻓﯾﻪ ﺍﻟﻣﻧﺎﻓﺳﻭﻥ ﺍﻟﺭﺋﯾﺳﻭﻥ ﺍﻟﺳﺎﺑﻘﻭﻥ ﺃﻣﺛﺎل ﺍﻻﯾﺩ‪ ،‬ﺇﯾﻪ‬
‫ﺩﻱ ﺟﻲ‪ ،‬ﻭﻓﺩﺭﺍل ﯾﺗﻌﺛﺭﻭﻥ‪ ،‬ﻅﻬﺭﺕ ﻣﺣﻼﺕ ﻣﺎﻱ ﻛﺄﻛﺑﺭ ﺍﻟﺷﺭﻛﺎﺕ ﺍﻟﻌﺎﻣﺔ ﻭﺃﻓ ـﺿﻠﻬﺎ ﺇﺩﺍﺭﺓ ﻓ ـﻲ‬
‫ﺍﻟﻣﺟﺎل ﺍﻟﺫﻱ ﺍﺧﺗﺎﺭﺗﻪ ﻟﻧﺷﺎﻁﻬﺎ‪ .‬ﻟﯾﺱ ﻓﻲ ﻛﺎﻓﺔ ﺍﻷﺳﻭﺍﻕ‪ ،‬ﺑﻁﺑﯾﻌﺔ ﺍﻟﺣﺎل‪ ،‬ﻭﻟﻛﻧﻬﺎ ﻋﻣﻭﻣ ـﺎﹰ ﻛﺎﻧ ـﺕ‬
‫ﺍﻷﻓﺿل – ﻭﻓﻲ ﻫﺫﺍ ﺍﺧﺗﻼﻑ ﻛﺑﯾﺭ ﻋﻥ ﺍﻷﺩﺍﺀ ﺍﻟﺑﺎﻫﺕ ﻭﺍﻟﻣﺗﻭﺳﻁ ﺍﻟﺫﻱ ﻭﺭﺛﻪ ﻓﺭل‪.‬‬
‫ﻭﻓﻲ ﻛﻼ ﺍﻟﺣﺎﻟﺗﯾﻥ‪ ،‬ﻗﺎﺩﺕ ﺍﻟﺑﺻﯾﺭﺓ ﺍﻹﺳﺗﺭﺍﺗﯾﺟﯾﺔ ﻟﻠﻣ ـﺩﺭﺍﺀ ﺍﻟﻌ ـﺎﻣﯾﻥ – ﻭﺍﻟﺗ ـﻲ ﺃﺧ ـﺫﺕ‬
‫ﺑﺎﻋﺗﺑﺎﺭﻫﺎ ﺍﻟﺻﻧﺎﻋﺔ ﻭﺍﻟﻌﻣﯾل ﻭﻣﺣﯾﻁﺎﹰ ﺗﻧﺎﻓﺳﯾﺎﹰ ﻣﺣﺩﺩﺍﹰ – ﺇﻟﻰ ﺇﺑﺩﺍﻉ ﺍﺳﺗﻬﺩﻑ ﻣﻭﻗﻔﺎﹰ ﺗﻧﺎﻓﺳﯾﺎﹰ ﻣﺣﺩﺩﺍﹰ‪.‬‬
‫ﻫﺫﺍ ﻫﻭ ﻣﺎ ﯾﻣﯾﺯ ﺍﻟﺑﺻﯾﺭﺓ ﺍﻟﻣﻔﯾﺩﺓ ﻋﻥ ﻣﺟﻣﻭﻋﺔ ﻣﻥ ﺍﻟﺗﻌﻣﯾﻣﺎﺕ ﺍﻟﺧﺎﻟﯾ ـﺔ ﻣ ـﻥ ﺍﻟﻣﻌﻧ ـﻰ ﻭﺍﻟﺗ ـﻲ‬
‫ﯾﺳﺗﺧﺩﻣﻬﺎ ﺑﻌﺽ ﺍﻟﻣﺩﺭﺍﺀ ﺍﻟﻌﺎﻣﯾﻥ ﻟﻭﺻﻑ ﺍﺳﺗﺭﺍﺗﯾﺟﯾﺎﺕ ﺷﺭﻛﺎﺗﻬﻡ‪.‬‬
‫ﻭﺍﻟﻣﺩﺭﺍﺀ ﺍﻟﻌﺎﻣﻭﻥ ﺫﻭﻱ ﺍﻟﺗﺄﺛﯾﺭ ﺍﻟﻌﺎﻟﻲ ﯾﻧﻅﺭﻭﻥ ﺇﻟﻰ ﺍﻟﺛﻐﺭﺍﺕ ﺍﻟﺗﻧﺎﻓﺳﯾﺔ – ﻓ ـﻲ ﺍﻟﻣﻧﺗﺟ ـﺎﺕ‬
‫ﻭﺍﻟﺧﺻﺎﺋﺹ ﻭﺍﻟﺧﺩﻣﺎﺕ – ﻋﻠﻰ ﺃﻧﻬﺎ ﺃﺯﻣﺎﺕ‪ .‬ﻭﯾﻐﺩﻭ ﺳﺩ ﺗﻠﻙ ﺍﻟﺛﻐﺭﺍﺕ ﺃﻭﻟﻭﯾﺔ ﺭﺋﯾ ـﺳﯾﺔ ﻭﻟ ـﯾﺱ‬
‫ﻣﺟﺭﺩ ﻣﺷﻛﻠﺔ ﻣﻬﻣﺔ ﺃﺧﺭﻯ ﻣﻥ ﻣﺷﺎﻛل ﺍﻟﻌﻣل‪ .‬ﻭﺗﺣﻘﯾﻕ ﺫﻟﻙ ﯾﺷﻣل ﺿﻣﻧﺎﹰ ﺃﻣﺭﺍﹰ ﻻ ﯾﻘﻭﻡ ﺑﻪ ﻣﻌﻅﻡ‬
‫ﺍﻟﻣﺩﺭﺍﺀ ﺍﻟﻌﺎﻣﯾﻥ ﺟﯾﺩﺍﹰ – ﺃﻻ ﻭﻫﻭ ﺍﻟﻔﻬﻡ ﺍﻟﻣﻔﺻل ﻟﻠﻛﯾﻔﯾﺔ ﺍﻟﺗﻲ ﺗﺗﻛﺩﺱ ﺑﻬ ـﺎ ﺍﻟﻧﻔﻘ ـﺎﺕ ﻭﺍﻟﻣﻧﺗﺟ ـﺎﺕ‬
‫ﻭﺍﻟﺧﺩﻣﺎﺕ ﻭﺍﻷﻧﻅﻣﺔ ﻓﻲ ﻭﺟﻪ ﻣﻧﺎﻓﺳﯾﻬﻡ‪ .‬ﻣﺛﻼﹰ‪ ،‬ﻛﻡ ﻋﺩﺩ ﺍﻟﻣﺩﺭﺍﺀ ﺍﻟﻌﺎﻣﯾﻥ ﺍﻟﺫﯾﻥ ﯾﺧﻁﺭ ﺑﺑ ـﺎﻟﻬﻡ ﺃﻥ‬
‫ﯾﻔﻛﹼﻛﻭﺍ ﺳﯾﺎﺭﺓ ﺑﺄﻛﻣﻠﻬﺎ ﻣﻥ ﺳﯾﺎﺭﺍﺕ ﺷﺭﻛﺔ ﻣﻧﺎﻓﺳﺔ ﻟﯾﻌﺭﺿﻭﺍ ﻟﻠﻌﺎﻣﻠﯾﻥ ﻓﻲ ﺍﻻﻧﺗﺎﺝ ﻣﺎ ﯾﻭﺍﺟﻬﻭﻥ –‬
‫ﻫﺫﺍ ﻣﺎ ﻓﻌﻠﻪ ﺑﺎﻟﺿﺑﻁ ﺭﺋﯾﺱ ﺷﺭﻛﺔ ﻫﻭﻧﺩﺍ ﻓﻲ ﺍﻟﻭﻻﯾﺎﺕ ﺍﻟﻣﺗﺣﺩﺓ ! ﺇﻥ ﻋﺩﺩﺍﹰ ﻛﺑﯾﺭﺍﹰ ﻣ ـﻥ ﺍﻟﻣ ـﺩﺭﺍﺀ‬
‫ﺍﻟﻌﺎﻣﯾﻥ – ﻭﻟﯾﺱ ﺍﻟﻣﺩﺭﺍﺀ ﻓﻲ ﺩﯾﺗﺭﻭﯾﺕ ﻓﺣﺳﺏ – ﯾﺑﻧﻭﻥ ﺍﺳ ـﺗﺭﺍﺗﯾﺟﯾﺎﺗﻬﻡ ﻋﻠ ـﻰ ﺍﻓﺗﺭﺍﺿ ـﺎﺕ ﻻ‬
‫ﺗﺩﻋﻣﻬﺎ ﺍﻟﺣﻘﺎﺋﻕ ﻭﻋﻠﻰ ﺍﻷﺣﻼﻡ ﺍﻟﺗﻲ ﺩﻭﺭ ﻋﻥ ﺃﺩﺍﺋﻬﻡ ﺍﻟﻣﻘﺎﺭﻥ ‪.‬‬
‫ﻭﻟﻛﻲ ﺃﺿﺭﺏ ﻣﺛﻼﹰ‪ ،‬ﺍﻁﹼﻠﻌﺕ ﻓﻲ ﺍﻷﻭﻧﺔ ﺍﻷﺧﯾﺭﺓ ﻋﻠﻰ ﺗﻘﺎﺭﯾﺭ ﻟﻣﺳﺗﺷﺎﺭٍ ﯾﻘﺎﺭﻥ ﻓﯾﻪ ﻫﯾﻛ ـل‬
‫ﺍﻟﺗﻛﺎﻟﯾﻑ ﻷﺣﺩ ﻛﺑﺎﺭ ﻣﻧﺗﺟﻲ ﺍﻟﻣﻛﻭﻧﺎﺕ ﺍﻹﻟﻛﺗﺭﻭﻧﯾﺔ ﺍﻷﻣﺭﯾﻛﺎﻥ ﻣﻊ ﺃﺣﺩ ﺍﻟﻣﻧﺎﻓﺳﯾﻥ ﺍﻟﯾﺎﺑﺎﻧﯾﯾﻥ‪ .‬ﻛﺎﻧﺕ‬
‫ﺍﻟﺷﺭﻛﺔ ﺍﻟﯾﺎﺑﺎﻧﯾﺔ ﻗﺩ ﺃﻧﻔﻘﺕ ﺃﻣﻭﺍﻻﹰ ﺃﻛﺛﺭ ﻭﻧﺳﺑﺔ ﺃﻋﻠﻰ ﻣﻥ ﺍﻟﻣﺑﯾﻌﺎﺕ ﻋﻠﻰ ﻣﺟﺎﻟﯾﻥ ﻓﻘ ـﻁ‪" :‬ﺍﻟﺑﺣ ـﺙ‬
‫ﻭﺍﻟﺗﻁﻭﯾﺭ" ﻭ "ﺍﻟﺟﻭﺩﺓ"‪ .‬ﻭﻓﻲ ﺍﻟﻣﻘﺎﺑل‪ ،‬ﻛﺎﻧﺕ ﺭﺩﯾﺎﺕ ﺍﻟﺷﺭﻛﺔ ﺃﻗل ﻭﻣﻧﺗﺟﺎﺗﻬﺎ ﺃﻓﺿل ﻭﺣﺻﺗﻬﺎ ﻓ ـﻲ‬
‫ﺍﻟﺳﻭﻕ ﺃﻛﺑﺭ ﻭﻛﺎﻧﺕ ﻣﻛﺎﺳﺑﻬﺎ ﺃﻋﻠﻰ ﻟﻛل ﺳﻬﻡ‪ .‬ﻋﻠﯾﻙ ﺍﻵﻥ ﺃﻥ ﺗﺣﺯﺭ ﻣﻥ ﺍﻟﻁﺭﻑ ﺍﻟﺫﻱ ﻏﯾﺭ ﺭﺃﯾﻪ‬

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‫ﻣﻬﺎﺭﺍﺕ ﺍﻹﺩﺍﺭﺓ‬ ‫ﺍﻷﻛﺎﺩﳝﻴﺔ ﺍﻷﻣﺮﻳﻜﻴﺔ ﻟﻠﻌﻠﻮﻡ ﻭ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ‬

‫– ﺗﻌﺗﺑﺭ ﺧﻣﺱ ﺳﻧﻭﺍﺕ ﻣﺗﺄﺧﺭﺓ ﻟﻠﺗﻐﯾﯾﺭ – ﺣﻭل ﻣﻛﺎﻧﺔ ﺷﺭﻛﺗﻪ ﻭﻣﺎ ﻛﺎﻥ ﻣﻁﻠﻭﺑﺎﹰ ﻣﻧﻬ ـﺎ ﻟﺗ ـﺳﺗﻌﯾﺩ‬
‫ﺗﺯﻋﻡ ﻗﯾﺎﺩﺓ ﺍﻟﺳﻭﻕ‪.‬‬
‫ﻭﺍﻟﯾﻭﻡ ﻟﻡ ﯾﻌﺩ ﺑﻭﺳﻌﻙ ﺃﻥ ﺗﻛﺗﺏ ﻋﻥ ﺍﻹﺳﺗﺭﺍﺗﯾﺟﯾﺔ ﺩﻭﻥ ﺍﻟﺣﺩﯾﺙ ﻋﻥ ﻣﻧﺢ ﺍﻟﻌﻣﻼﺀ "ﺟ ـﻭﺩﺓ"‬
‫ﺃﻛﺑﺭ ﻣﻣﺎ ﯾﻔﻌﻠﻪ ﻣﻧﺎﻓﺳﻭﻙ‪ .‬ﺇﻻ ﺃﻥ ﺍﻟﺣﺩﯾﺙ ﻋﻥ ﺍﻟﻣﻔﻬﻭﻡ ﻭﺗﺣﻘﯾﻘﻪ ﺃﻣﺭﺍﻥ ﻣﺧﺗﻠﻔ ـﺎﻥ‪ .‬ﺇﻥ ﺍﻟﻣ ـﺩﺭﺍﺀ‬
‫ﺍﻟﻌﺎﻣﯾﻥ ﺍﻟﺑﺎﺭﺯﯾﻥ ﯾﺑﺩﻭﻥ ﺍﻟﺗﺯﺍﻣﺎﹰ ﺃﻛﺑﺭ ﻟﺧﺩﻣﺔ ﺍﻟﻌﻣﻼﺀ ﺑﺷﻛل ﺃﻓﺿل ﻭﻹﻧﺗ ـﺎﺝ ﺑ ـﺿﺎﺋﻊ ﺫﺍﺕ ﺃﺩﺍﺀ‬
‫ﺃﻓﺿل‪ ،‬ﻭﺑﺩﻻﹰ ﻣﻥ ﺍﻻﻧﻛﻔﺎﺀ ﻋﻠﻰ ﺍﻟﺫﺍﺕ‪ ،‬ﯾﺣﺻﻠﻭﻥ ﻋﻠﻰ ﻣﻌﻠﻭﻣﺎﺕ ﺗﻧﺎﻓﺳﯾﺔ ﻣﺑﺎﺷﺭﺓ ﻋ ـﻥ ﻁﺭﯾ ـﻕ‬
‫ﺍﻟﺣﺩﯾﺙ ﺇﻟﻰ ﺍﻟﻌﻣﻼﺀ ﻭﺍﻟﻣﻭﺯﻋﯾﻥ ﺫﻭﻱ ﺍﻟﻣﻌﺭﻓﺔ‪ .‬ﻭﺗﻠﻙ ﺍﻟﻣﻌﺭﻓﺔ ﺗﻣﻧﺣﻬﻡ ﺍﻹﯾﻣﺎﻥ ﺍﻟﺫﻱ ﯾﺣﺗﺎﺟﻭﻧ ـﻪ‬
‫ﻟﺟﻌل ﺍﻷﺷﯾﺎﺀ ﺗﺣﺩﺙ ﺍﻟﺗﻧﻔﯾﺫ ﻭﻟﻛﺳﺏ ﻣﯾﺯﺓ ﺗﻧﺎﻓﺳﯾﺔ‪.‬‬
‫ﻭﻧﻅﺭﺍﹰ ﺇﻟﻰ ﺃﻥ ﺍﻟﻣﺩﺭﺍﺀ ﺍﻟﻌﺎﻣﯾﻥ ﯾﺩﺭﻛﻭﻥ ﺻﻌﻭﺑﺔ ﺗﻭﻟﯾﺩ ﺍﻟﻣﺯﺍﯾﺎ ﺍﻟﺗﻧﺎﻓﺳﯾﺔ ﺍﻟﺗﻲ ﺗﻌﻣﺭ ﻁﻭﯾﻼﹰ‪،‬‬
‫ﻓﺈﻥ ﺃﻓﺿﻠﻬﻡ ﻫﻭ ﻣﻥ ﯾﺑﻧﻲ ﻋﻠﻰ ﻧﻘﺎﻁ ﺍﻟﻘﻭﺓ ﺍﻟﺣﺎﻟﯾﺔ ﻓﻲ ﺍﻟﻭﻗﺕ ﺍﻟﺫﻱ ﯾﺑﺣﺙ ﻓﯾﻪ ﻋﻥ ﻣﺻﺎﺩﺭ ﺟﺩﯾﺩﺓ‬
‫ﻣﻥ ﺍﻟﻣﺯﺍﯾﺎ‪ .‬ﺃﻭﻻﹰ‪ :‬ﯾﻘﻭﻣﻭﻥ ﺑﺗﺣﺳﯾﻥ ﻣﺑﯾﻌﺎﺕ ﻭﺃﺭﺑﺎﺡ ﺃﻗﻭﻯ ﻣﻧﺗﺟﺎﺗﻬﻡ ﻓﻲ ﺃﻗ ـﻭﻯ ﺃﺳ ـﻭﺍﻗﻬﻡ ﻋ ـﻥ‬
‫ﻁﺭﯾﻕ ﺃﻗﻭﻯ ﻣﻭﺯﻋﯾﻬﻡ‪ .‬ﺛﻡ ﯾﺳﺗﺧﺩﻣﻭﻥ ﺍﻟﻌﻭﺍﺋﺩ ﺍﻟﺳﺭﯾﻌﺔ ﻟﻠﻣﺳﺎﻋﺩﺓ ﻓﻲ ﺗﻣﻭﯾل ﻋﻣﻠﯾﺎﺕ ﺍﻟﺑﺣﺙ ﻋﻥ‬
‫ﻣﺯﺍﯾﺎ ﻣﺳﺗﻘﺑﻠﯾﺔ‪ .‬ﻭﻓﺿﻼﹰ ﻋﻥ ﺫﻟﻙ‪ ،‬ﻓﺈﻥ ﺍﻟﺑﻧﺎﺀ ﻋﻠﻰ ﺍﻟﻘﻭﺓ ﯾﺟﻌل ﺍﻟﻣﻧﺎﻓﺳﯾﻥ ﯾﻧﺷﻐﻠﻭﻥ ﻓﻲ ﺍﻟﺭﺩ ﻋﻠﻰ‬
‫ﻣﺑﺎﺩﺭﺍﺗﻙ ﻓﯾﻘلّ ﺍﻟﻭﻗﺕ ﺍﻟﻣﺗﻭﻓﺭ ﻟﺩﯾﻬﻡ ﻟﻠﻘﯾﺎﻡ ﺑﻣﺑﺎﺩﺭﺍﺗﻬﻡ‪.‬‬
‫ﻭﺃﺧﯾﺭﺍﹰ‪ ،‬ﻓﺈﻥ ﺃﻓﺿل ﺍﻟﻣﺩﺭﺍﺀ ﺍﻟﻌﺎﻣﯾﻥ ﯾﺗﻭﻗﻌﻭﻥ ﻣﻥ ﻣﻧﺎﻓﺳﺗﻬﻡ ﺃﻥ ﯾﺭﺩﻭﺍ ﺑﺎﻟﻣﻘﺎﺑل ﻋﻠ ـﻰ ﺃﻱ‬
‫ﺗﺣﺭﻙ ﺍﺳﺗﺭﺍﺗﯾﺟﻲ ﻧﺎﺟﺢ ﻭﯾﺧﻁﻁﻭﻥ ﻟﻼﺳﺗﺟﺎﺑﺔ ﺇﻟﻰ ﺃﺳﻭﺃ ﺍﻟﺣﺎﻻﺕ‪ .‬ﻛﻣﺎ ﺃﻧﻬ ـﻡ ﯾﺧﺭﺟ ـﻭﻥ ﻣ ـﻥ‬
‫ﺍﻟﻣﻐﺎﻣﺭﺍﺕ ﺍﻟﺗﻲ ﻻ ﯾﻣﻛﻥ ﺃﻥ ﺗﺭﺑﺢ‪ .‬ﻟﺳﻧﻭﺍﺕ ﻋﺩﯾﺩﺓ ﻅﻠﹼﺕ ﺷﺭﻛﺔ ﻫﺎﯾﻧﺯ ﻣﺛﻼﹰ‪ ،‬ﺗﻔﺗﺧﺭ ﺑﻧﻔﺳﻬﺎ ﺇﻧﻬ ـﺎ‬
‫ﻗﺩﻣﺕ ﺃﻧﻭﺍﻋﺎﹰ ﻣﻥ ﺍﻟﺷﻭﺭﺑﺔ ﺃﻛﺛﺭ ﻣﻣﺎ ﻗﺩﻣﺗﻪ ﻛﺎﻣﺑل‪ .‬ﺛﻡ ﺍﻛﺗﺷﻑ ﻣﺩﺭﺍﺀ ﻫﺎﯾﻧﺯ ﺃﻧﻬﻡ ﯾﻠﻌﺑ ـﻭﻥ ﻟﻌﺑ ـﺔ‬
‫ﻛﺎﻣﺑل ﻭﻟﯾﺱ ﻟﻌﺑﺗﻬﻡ؛ ﻭﺫﻟﻙ ﻷﻥ ﺷﺭﻛﺔ ﻛﺎﻣﺑل ﺍﻟﻣﻧﺎﻓﺳﺔ ﻛﺎﻧﺕ ﺭﻭﺗﯾﻧﯾ ـﺎﹰ ﺗﻘﻠﹼ ـﺩ ﺳ ـﻠﻌﺗﻬﻡ ﺍﻟﺟﺩﯾ ـﺩﺓ‬
‫ﻭﺗﺳﺗﺧﺩﻡ ﺇﻧﺗﺎﺟﻬﺎ ﺍﻷﻓﺿل ﻭﻗﺑﻭل ﺍﻟﻌﻣﻼﺀ ﻭﻗﺩﺭﺗﻬﺎ ﺍﻟﺗﻭﺯﯾﻌﯾﺔ ﻻﻛﺗﺳﺎﺡ ﻫﺎﯾﻧﺯ ﻋﻧﺩ ﺍﻟﺑﯾﻊ‪ .‬ﻭﻧﺗﯾﺟ ـﺔ‬
‫ﻟﺫﻟﻙ‪ ،‬ﺃﺧﺫﺕ ﻫﺎﯾﻧﺯ ﺗﺭﻛﹼﺯ ﻋﻠﻰ ﺟﻧﻲ ﺍﻷﺭﺑﺎﺡ ﻣﻥ ﺍﻟﺷﻭﺭﺑﺔ ﺃﻛﺛﺭ ﻣﻥ ﺗﺭﻛﯾﺯﻫﺎ ﻋل ﻫﺯﯾﻣﺔ ﻛﺎﻣﺑل‪.‬‬
‫ﻭﻗﺩ ﻗﻠﹼﺻﺕ ﺍﻟﻧﻔﻘﺎﺕ ﻭﺭﻛﹼﺯﺕ ﻋﻠﻰ ﺍﻟﻣﻧﺗﺟﺎﺕ ﺍﻟﻣﻧﺧﻔﺿﺔ ﺍﻷﺳﻌﺎﺭ ﺍﻟﺗﻲ ﻟﻡ ﺗﻛﻥ ﺗﺟﺫﺏ ﻛﺎﻣﺑل‪.‬‬
‫ﺻﻑ ﺍﻟﻣﻭﺍﺭﺩ‬
‫ﯾﻘﻭل ﺟﻣﯾﻊ ﺍﻟﻣﺩﺭﺍﺀ ﺍﻟﻌﺎﻣﯾﻥ ﺃﻧﻬﻡ ﯾﺧﺻﺻﻭﻥ ﺍﻟﻣﻭﺍﺭﺩ ﻟ ـﺩﻋﻡ ﺍﺳ ـﺗﺭﺍﺗﯾﺟﯾﺎﺕ ﺍﻟﻣﻧﺎﻓ ـﺳﺔ‪،‬‬
‫ﻭﻟﻼﺑﻘﺎﺀ ﻋﻠﻰ ﺍﻟﺷﺭﻛﺔ ﻣﺯﺩﻫﺭﺓ ﺍﻗﺗﺻﺎﺩﯾﺎﹰ ﻭﻟﻠﺣﺻﻭل ﻋﻠﻰ ﻋﻭﺍﺋﺩ ﻣﺭﺗﻔﻌﺔ‪ .‬ﻭﻟﻛﻧﻙ ﻟﻭ ﻗﻣﺕ ﺑﺗﺣﻠﯾل‬
‫ﺍﻟﻁﺭﯾﻘﺔ ﺍﻟﺗﻲ ﺗﺳﯾﺭ ﺑﻬﺎ ﺍﻟﻌﻣﻠﯾﺔ ﻓﻲ ﻣﻌﻅﻡ ﺍﻟﺷﺭﻛﺎﺕ ﺳﻭﻑ ﺗﺟﺩ ﺩﻋﻣﺎﹰ ﻣﺑﺎﻟﻐﺎﹰ ﻓﯾﻪ ﻟﻠﻣﺷﺎﺭﯾﻊ ﺍﻟﺣﺩﯾﺔ‬
‫ﻭﻟﻣﺷﺎﺭﯾﻊ ﺫﺍﺕ ﺍﻟﻌﻭﺍﺋﺩ ﺍﻟﻣﻧﺧﻔﺿﺔ ﻭﻟﺿﺭﻭﺭﺍﺕ ﺍﻟﺗﺷﻐﯾل – ﺑﺎﺧﺗﺻﺎﺭ ﻟﻥ ﺗﺟ ـﺩ ﻫﻧ ـﺎﻙ ﺗﺭﻛﯾ ـﺯﺍﹰ‬
‫ﺍﺳﺗﺭﺍﺗﯾﺟﯾﺎﹰ‪.‬‬
‫ﯾﺣﺷﺩ ﺃﻓﺿل ﺍﻟﻣﺩﺭﺍﺀ ﺍﻟﻌﺎﻣﯾﻥ ﻣﻭﺍﺭﺩ ﺃﻛﺛﺭ ﻓﻲ ﺍﻟﻣﻭﺍﻗﻑ ﺍﻟﺗﻲ ﺗﻣﻧﺣﻬﻡ ﺍﻟﻔﺭﺻﺔ ﻟﻠﻔﻭﺯ ﺑﻣﯾﺯﺓ‬
‫ﺗﻧﺎﻓﺳﯾﺔ ﻫﺎﻣﺔ ﺃﻭ ﻋﻠﻰ ﺍﻷﻗل ﺗﺣﺳﻥ ﻣﯾﺯﺓ ﺗﺗﻣﺗﻊ ﺑﻬﺎ ﺍﻟﺷﺭﻛﺔ ﺑﺎﻟﻔﻌل‪ .‬ﻭﻗﺑل ﺃﻥ ﺗﺭﻭﺝ ﻓﻛﺭﺓ ﺇﻋ ـﺎﺩﺓ‬
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 ‫ﻣﻬﺎﺭﺍﺕ ﺍﻹﺩﺍﺭﺓ‬ ‫ﺍﻷﻛﺎﺩﳝﻴﺔ ﺍﻷﻣﺮﻳﻜﻴﺔ ﻟﻠﻌﻠﻮﻡ ﻭ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ‬

‫ﺍﻟﻬﯾﻛﻠﺔ ﺑﻭﻗﺕ ﻁﻭﯾل ﻛﺎﻥ ﺍﻟﻣﺩﺭﺍﺀ ﺍﻟﻌﺎﻣﻭﻥ ﻣﺳﺗﻌﺩﻭﻥ ﻟﻧﻘل ﺍﻟﺗﺭﻛﯾﺯ ﻟﯾﺣﺻﻠﻭﺍ ﻋﻠﻰ ﻣﺭﺩﻭﺩ ﺃﻛﺑ ـﺭ‬
‫ﻷﻣﻭﺍﻟﻬﻡ‪.‬‬
‫ﻛﻣﺎ ﺃﻥ ﻫﻧﺎﻙ ﻓﺭﻗﺎﹰ ﺁﺧﺭ )ﺑﯾﻥ ﻣﺧﺗﻠﻑ ﺍﻟﻣﺩﺭﺍﺀ( ﯾﺗﻣﺛل ﻓﻲ ﺍﻟﻁﺭﯾﻘﺔ ﺍﻟﺗﻲ ﯾﺗﻌﺎﻣل ﺑﻬﺎ ﻛﺑ ـﺎﺭ‬
‫ﺍﻟﻣﺩﺭﺍﺀ ﺍﻟﻌﺎﻣﯾﻥ ﻣﻊ ﺍﻷﻣﻭﺍل‪ .‬ﻭﯾﺑﺩﻭ ﻫﺫﺍ ﺍﻷﻣﺭ ﻁﺭﯾﻔﺎﹰ ﺇﻟﻰ ﺃﻥ ﺗﺗﺄﻣل ﻭﺍﺣﺩﺓ ﻣﻥ ﻧﻘ ـﺎﻁ ﺍﻟ ـﺿﻌﻑ‬
‫ﺍﻟﺭﺋﯾﺳﺔ ﻟﺩﻯ ﻣﻌﻅﻡ ﺍﻟﻣﺩﺭﺍﺀ ﺍﻟﻌﺎﻣﯾﻥ‪ .‬ﻓﻬﻡ ﯾﻧﻔﻘﻭﻥ ﺍﻷﻣﻭﺍل ﺍﻟﺳﺎﺋﻠﺔ ﻟﺩﻯ ﺷﺭﻛﺎﺗﻬﻡ ﻛﻣﺎ ﻟ ـﻭ ﻛﺎﻧ ـﺕ‬
‫ﺗﺧﺹ ﺷﺧﺻﺎﹰ ﺁﺧﺭ‪ .‬ﺣﺗﻰ ﺍﻟﻣﺎﻟﻛﻭﻥ ﺍﻟﺳﺎﺑﻘﻭﻥ ﻟﻠﺷﺭﻛﺎﺕ ﻛﺛﯾﺭﺍﹰ ﻣﺎ ﯾﺳﺗﺛﻣﺭﻭﻥ ﻓﻲ ﻣﺷﺎﺭﯾﻊ ﻫﺎﻣﺷﯾﺔ‬
‫ﻟﻡ ﯾﻛﻭﻧﻭﺍ ﯾﻔﻛﺭﻭﻥ ﺑﺗﻣﻭﯾﻠﻬﺎ ﻋﻧﺩﻣﺎ ﻛﺎﻧﺕ ﺍﻟﺷﺭﻛﺔ ﻣﻠﻛﺎﹰ ﻟﻬﻡ‪ .‬ﻋﻠﻰ ﺍﻟﻌﻛﺱ ﻣ ـﻥ ﺫﻟ ـﻙ‪ ،‬ﻓﺎﻟﻣ ـﺩﺭﺍﺀ‬
‫ﺍﻟﻌﺎﻣﻭﻥ ﺍﻟﺑﺎﺭﺯﻭﻥ ﯾﻔﻛﺭﻭﻥ ﻛﻣﺎ ﯾﻔﻛﹼﺭ ﺃﺻﺣﺎﺏ ﺍﻟﺷﺭﻛﺎﺕ‪ .‬ﻓﻬﻡ ﯾﺗﺣﺎﺷﻭﻥ ﺍﻟﻣﺷﺎﺭﯾﻊ ﺍﻟﺗﻲ ﺗ ـﺳﺗﻧﻔﺫ‬
‫ﺟﻬﻭﺩﺍﹰ ﻓﻭﻕ ﺍﻟﻣﺳﺗﻁﺎﻉ ﻣﻥ ﺃﺟل ﻣﺭﺩﻭﺩ ﻭﺿﯾﻊ‪ .‬ﻭﻣﻥ ﺃﺟل ﺗﻧﻅﯾﻡ ﺍﻟﻣﻭﺍﺭﺩ ﻟﻛ ـﺳﺏ ﺍﺳ ـﺗﺭﺍﺗﯾﺟﯾﺔ‬
‫ﺭﺍﺑﺣﺔ ﯾﺣﺑﺫ ﺍﻟﻣﺩﺭﺍﺀ ﺗﺄﺟﯾل ﺍﻻﺳﺗﺛﻣﺎﺭﺍﺕ ﺍﻟﻣﺣﻔﻭﻓﺔ ﺑﺎﻟﻣﺧﺎﻁﺭ ﺍﻟﻌﺎﻟﯾﺔ ﺍﻷﻣﻭﺍل ﺃﻭ ﺍﻟﻣ ـﺷﺎﺭﯾﻊ ﺫﺍﺕ‬
‫ﺍﻟﻣﺭﺩﻭﺩ ﺍﻟﻣﻧﺧﻔﺽ ﺃﻭ ﺇﻋﺎﺩﺓ ﺍﻟﺗﻔﻛﯾﺭ ﻓﯾﻬﺎ‪ .‬ﻭﻫﻡ ﺃﯾﺿﺎﹰ ﺻﺎﺭﻣﻭﻥ ﺑﺧﺻﻭﺹ ﻣﻥ ﯾﺳﺗﺣﻕ ﺍﻟﺣﻭﺍﻓﺯ‬
‫ﻷﻧﻬﻡ ﯾﺩﺭﻛﻭﻥ ﺃﻥ ﺍﻟﻌﺎﺋﺩﺍﺕ ﻻ ﺗﺄﺗﻲ ﻣﻥ ﺩﻓﻊ ﺍﻷﻣﻭﺍل ﺇﻟﻰ ﻣﺭﺅﻭﺳﯾﻬﻡ ﺍﻟﺫﯾﻥ ﯾﻌِﺩﻭﻥ ﺑﺗﺣﻘﯾﻕ ﺃﻓﺿل‬
‫ﺍﻟﻧﺗﺎﺋﺞ )ﺭﻏﻡ ﻭﺟﻭﺩ ﺑﻌﺽ ﺍﻻﺳﺗﺛﻧﺎﺀﺍﺕ( ﺃﻭ ﺩﻓﻌﻬﺎ ﺇﻟﻰ ﺍﻟﻣﺩﺭﺍﺀ ﺍﻟﺭﺋﯾﺳﯾﯾﻥ ﻟﻧﯾل ﺭﺿﺎﻫﻡ ‪ .‬ﻭﻫ ـﺫﺍ‬
‫ﻻ ﯾﻌﻧﻲ ﺃﻧﻬﻡ ﯾﺧﺎﻁﺭﻭﻥ ﺑﺧﻠﻕ ﺍﻟﻧﻔﻭﺭ ﻓﻲ ﺍﻟﺷﺭﻛﺔ – ﺃﺑﺩﺍﹰ‪ .‬ﻏﯾﺭ ﺃﻧﻬﻡ ﻋﻧﺩﻣﺎ ﯾﺭﻛﹼﺯﻭﻥ ﻋﻠﻰ ﻋ ـﺩﺩ‬
‫ﺃﻗل ﻣﻥ ﺍﻟﻣﺷﺎﺭﯾﻊ ﻭﯾﺅﺍﺯﺭﻭﻧﻬﺎ ﺑﻧﺷﺎﻁ ﻓﺈﻧﻬﻡ ﯾﺣﺳﻧﻭﻥ ﺍﻻﺣﺗﻣﺎﻻﺕ‪.‬‬
‫ﻭﺍﻟﻣﺩﺭﺍﺀ ﺍﻟﻌﺎﻣﻭﻥ ﺃﯾﺿﺎﹰ ﯾﻭﻓﺭﻭﻥ ﺍﻟﺣﻣﺎﯾﺔ ﻻﺣﺗﻣﺎﻻﺕ ﺍﻟﺧﺳﺎﺭﺓ ﻣﻥ ﺍﻻﺳﺗﺛﻣﺎﺭﺍﺕ ﺍﻟﺭﺋﯾﺳﺔ‪.‬‬
‫ﻓﺎﻟﺟﻣﯾﻊ ﯾﻐﺭﻑ ﺃﻥ ﺍﻷﻓﻛﺎﺭ ﺍﻟﻭﺍﻋﺩﺓ ﻛﺛﯾﺭﺍﹰ ﻣل ﺗﺧﻔﻕ ﻓﻲ ﺍﻷﺳﻭﺍﻕ‪ .‬ﻭﻣﻊ ﺫﻟﻙ ﻓﺎﻟﻌﺩﯾﺩ ﻣﻥ ﺍﻟﻣﺩﺭﺍﺀ‬
‫ﺍﻟﻌﺎﻣﯾﻥ ﯾﺑﺩﻭﻥ ﺍﺳﺗﻌﺩﺍﺩﺍﹰ ﺗﺎﻣﺎﹰ ﻟﻠﺭﻫﺎﻥ ﻗﺑل ﺃﻥ ﯾﺗﺄﻛﺩﻭﺍ ﻣﻥ ﻧﺟ ـﺎﺡ ﺍﻹﺳ ـﺗﺭﺍﺗﯾﺟﯾﺔ ﺍﻟﺟﺩﯾ ـﺩﺓ‪ .‬ﻓﻬ ـﻡ‬
‫ﯾﻣﺿﻭﻥ ﻗﹸﺩﻣﺎﹰ ﻭﯾﺑﻧﻭﻥ ﻣﺻﻧﻌﺎﹰ ﻭﯾﻧﻔﻘﻭﻥ ﻧﻔﻘﺎﺕ ﻛﺑﯾﺭﺓ ﻏﯾﺭ ﻣﺑﺎﺷﺭﺓ ﻭﯾﻁﺭﺣ ـﻭﻥ ﺑ ـﺿﺎﺋﻊ ﺟﺩﯾ ـﺩﺓ‬
‫ﺑﺳﺭﻋﺔ ﻭﺑﺗﺣﺩٍ ﻟﺗﺣﻁﯾﻡ ﻣﻧﺎﻓﺳﯾﻬﻡ‪ .‬ﻏﯾﺭ ﺃﻧﻪ ﺇﺫﺍ ﻟﻡ ﺗﻧﺟﺢ ﺍﻟﻔﻛﺭﺓ ﻓﻭﺭﺍﹰ ﻓﺈﻥ ﻫﺫﺍ ﺍﻟﻣﻧﻬﺞ ﺍﻟﻣﺑﺎﺷ ـﺭ ﻻ‬
‫ﯾﺟﻠﺏ ﻣﻌﻪ ﺇﻻ ﺧﻔﺽ ﻓﻲ ﺍﻟﻣﻭﺟﻭﺩﺍﺕ‪.‬‬
‫ﻭﻫﻡ ﺃﯾﺿﺎﹰ ﯾﻘﻭﻣﻭﻥ ﺑﺄﻋﻣﺎل ﺻﻐﯾﺭﺓ ﻛﺛﯾﺭﺓ – ﻣﺛل ﺇﻋﺩﺍﺩ ﺩﻭﺭﺍﺕ ﺍﻧﺗﺎﺝ ﺗﺟﺭﯾﺑﯾ ـﺔ ﻭﺗ ـﺄﺟﯾﺭ‬
‫ﺍﻟﻣﺻﺎﻧﻊ ﻭﺍﻵﻻﺕ – ﻭﻫﻲ ﺃﻋﻣﺎل ﻣﻥ ﺷﺄﻧﻬﺎ ﺍﻟﺣﺩ ﻣﻥ ﺗﻌﺭﺿﻬﻡ ﻟﻠﺧﺳﺎﺭﺓ‪ .‬ﻭﻫﻡ ﯾﺣﺎﻭﻟﻭﻥ ﺗﺣﺎﺷﻲ‬
‫ﺍﻟﻌﻣﻠﯾﺎﺕ ﺍﻟﺗﻲ ﻻ ﯾﻣﻛﻥ ﺗﺣﻭﯾﻠﻬﺎ ﻻﺳﺗﺧﺩﺍﻣﺎﺕ ﺃﺧﺭﻯ‪ .‬ﻭﯾﺿﯾﻔﻭﻥ ﺍﻟﻧﻔﻘﺎﺕ ﺍﻟﻌﺎﻣﺔ ﻋﻠﻰ ﻣ ـﺿﺽ‪.‬‬
‫ﻭﯾﻘﻭﻣﻭﻥ ﺑﺟﻭﻻﺕ ﺇﻗﻠﯾﻣﯾﺔ ﻻﺧﺗﺑﺎﺭ ﺍﻟﺳﻭﻕ ﻭﻛﺑﺢ ﺍﻟﻧﻔﻘﺎﺕ‪ .‬ﺛﻡ ﻭﺑﻌﺩ ﺃﻥ ﯾﺻﺑﺣﻭﺍ ﻣﺗﺄﻛﺩﯾﻥ ﻣﻥ ﻧﺟﺎﺡ‬
‫ﺍﻟﻔﻛﺭﺓ ﯾﻣﺿﻭﻥ ﻗﺩﻣﺎﹰ ﻟﻠﻛﻔﺎﺡ ﻣﻥ ﺃﺟل ﻭﺿﻌﻬﺎ ﻣﻭﺿﻊ ﺍﻟﺗﻧﻔﯾﺫ‪.‬‬
‫ﻭﺃﺧﯾﺭﺍﹰ‪ ،‬ﻓﺈﻥ ﻛﺑﺎﺭ ﺍﻟﻣﺩﺭﺍﺀ ﺍﻟﻌﺎﻣﯾﻥ ﯾﻛﻭﻧﻭﻥ ﻓﻲ ﺑﺣﺙ ﺩﺍﺋﻡ ﻋﻥ ﺍﻷﺻﻭل ﻏﯾﺭ ﺍﻹﻧﺗﺎﺟﯾﺔ ﻣﻥ‬
‫ﺃﺟل ﺭﻓﻊ ﻗﯾﻣﺗﻬﺎ ﺇﻟﻰ ﺍﻟﻘﯾﻣﺔ ﺍﻷﺳﺎﺳﯾﺔ ﺃﻭ ﺷﻁﺑﻬﺎ‪ .‬ﻭﻣﻥ ﺃﺟل ﺫﻟﻙ ﻓﻬﻡ ﯾ ـﺳﺗﻣﺭﻭﻥ ﻓ ـﻲ ﺍﻟﻧﻔﻘ ـﺎﺕ‬
‫ﺍﻟﺭﺃﺳﻣﺎﻟﯾﺔ ﺍﻟﻛﺑﯾﺭﺓ ﻟﻠﺗﺄﻛﺩ ﻣﻥ ﺃﻥ ﺍﻷﺭﺑﺎﺡ ﺍﻟﻣﺧﻁﻁ ﻟﻬﺎ ﻗﺩ ﺗﺣﻘﻘﺕ‪ .‬ﻭﯾﻛﻠﻔﻭﻥ ﻛل ﻭﺣﺩﺓ ﻣﻥ ﻭﺣﺩﺍﺕ‬

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‫ﻣﻬﺎﺭﺍﺕ ﺍﻹﺩﺍﺭﺓ‬ ‫ﺍﻷﻛﺎﺩﳝﻴﺔ ﺍﻷﻣﺮﻳﻜﻴﺔ ﻟﻠﻌﻠﻮﻡ ﻭ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ‬

‫ﺍﻟﻣﺷﺭﻭﻉ ﺑﺈﺩﺍﺭﺓ ﻣﯾﺯﺍﻧﯾﺗﻬﺎ ﺍﻟﻌﻣﻭﻣﯾﺔ ﻭﻓﺣﺹ ﻣﺭﺩﻭﺩﻫﺎ ﺑﻌﻧﺎﯾﺔ ‪ ..‬ﻛﻣﺎ ﺃﻧﻬﻡ ﯾﺗﺎﺑﻌﻭﻥ ﺿﻐﻁﻬﻡ ﻋﻠﻰ‬
‫ﺍﻟﻣﺅﺳﺳﺔ ﻟﺗﺣﺳﯾﻥ ﺍﻹﻧﺗﺎﺟﯾﺔ‪ .‬ﺿﻐﻁﻬﻡ ﻋﻠﻰ ﺍﻟﻣﺅﺳﺳﺔ ﻟﺗﺣﺳﯾﻥ ﺍﻹﻧﺗﺎﺟﯾﺔ ‪.‬‬
‫ﻭﻗﺩ ﻋﺑﺭ ﺟﯾﻣﺯ ﺭﻭﺑﺳﻭﻥ‪ ،‬ﺍﻟﻣﺩﯾﺭ ﺍﻟﻌﺎﻡ ﺍﻟﺳﺎﺑﻕ ﻟﺷﺭﻛﺔ ﺇﻧﺩﯾﺎﻥ ﻫﯾﺩ ﻋ ـﻥ ﻫ ـﺫﺍ ﺍﻟﻣﻧﻅ ـﻭﺭ‬
‫ﺑﻁﺭﯾﻘﺔ ﻣﺭِﺣﺔ ﻗﺎﺋﻼﹰ‪" :‬ﻧﺑﺩﺃ ﻛل ﯾﻭﻡ ﺟﻣﻌﺔ ﻟﻌﺑﺔ ﻛﺭﺓ ﺟﺩﯾﺩﺓ‪ ،‬ﻭﻫﺫﺍ ﻣﻌﻧﺎﻩ ﺃﻥ ﻛل ﻣ ـﺷﺭﻭﻉ ﻭﻛ ـل‬
‫ﻣﺻﻧﻊ ﻭﻛل ﺁﻟﺔ ﯾﺻﺑﺢ ﻗﯾﺩ ﺍﻟﻣﺳﺎﺀﻟﺔ‪ .‬ﻭﺇﺫﺍ ﻟﻡ ﯾﻛﻥ ﺃﻱ ﻣﻧﻬﺎ ﯾﻐلّ ﻣﺭﺩﻭﺩﺍﹰ ﻣﻧﺎﺳﺑﺎﹰ ﻧ ـﺿﻌﻪ ﻋﻠ ـﻰ‬
‫ﻗﺎﺋﻣﺔ ﺍﻟﻣﺷﻁﻭﺑﺎﺕ‪ .‬ﻭﺇﺫﺍ ﻟﻡ ﻧﻬﺗﺩ ﺇﻟﻰ ﻁﺭﯾﻘﺔ ﺗﻣﻛﹼﻧﻧﺎ ﻣﻥ ﺗﺣﺳﯾﻥ ﺍﻟﻣﻭﻗﻑ ﻋﻠﻰ ﺍﻟﻔﻭﺭ‪ ،‬ﻧﺷﺭﻉ ﻓ ـﻲ‬
‫ﺍﻟﺑﺣﺙ ﻋﻥ ﻁﺭﯾﻘﺔ ﻟﻠﺗﺧﻠﺹ ﻣﻧﻪ"‪.‬‬
‫‪ ‬ﺗﻧﻣﯾﺔ ﻣﻧﻔﺫﯾﻥ ﻧﺟﻭﻣﯾﯾﻥ‬
‫ﯾﺩﺭﻙ ﺍﻟﺟﻣﯾﻊ ﺃﻫﻣﯾﺔ ﺟﺫﺏ ﻣﺩﺭﺍﺀ ﻣﻭﻫﻭﺑﯾﻥ ﻭﺗﻧﻣﯾﺗﻬﻡ ﺑﺳﺭﻋﺔ ﻭﺇﺑﻘﺎﺋﻬﻡ ﯾﺷﻌﺭﻭﻥ ﺑﺎﻟﺗﺣ ـﺩﻱ‬
‫ﻭﻣﻧﺗﺷﺭﯾﻥ ﻓﻲ ﺍﻟﻣﺅﺳﺳﺔ ﺑﺷﻛل ﻓﻌﺎل‪ .‬ﻏﯾﺭ ﺃﻥ ﺍﻟﺷﺭﻛﺎﺕ ﺍﻟﺗﻲ ﺗﻘﻭﻡ ﺑﻣﺎ ﻫﻭ ﻣﻁﻠﻭﺏ ﻣﻧﻬﺎ ﻟﺗﺣﻘﯾﻕ‬
‫ﻫﺫﺍ ﺍﻷﻣﺭ ﺣﻘﯾﻘﺔ ﻻ ﺗﻣﺛل ﺇﻻ ﺍﻟﻘﻠﺔ ﺍﻟﻘﻠﯾﻠﺔ ﻣﻥ ﺍﻟﺷﺭﻛﺎﺕ‪ .‬ﺇﻥ ﻧﻘﺹ ﺍﻟﻣﻭﺍﻫﺏ ﺍﻹﺩﺍﺭﯾﺔ ﯾﺄﺗﻲ ﻣﺑﺎﺷﺭﺓ‬
‫ﺑﻌﺩ ﺍﻟﻣﻌﺎﯾﯾﺭ ﺍﻟﻣﻧﺧﻔﺿﺔ ﻛﺳﺑﺏ ﻟﻸﺩﺍﺀ ﺍﻟﺿﻌﯾﻑ‪.‬‬
‫ﺇﻥ ﺃﻓﺿل ﺍﻟﻣﺩﺭﺍﺀ ﺍﻟﻌﺎﻣﯾﻥ ﯾﻘﻭﻣﻭﻥ ﻁﻭﺍﻋﯾﺔ ﺑﺎﺻﺩﺍﺭ ﺍﻟﻧﺩﺍﺀﺍﺕ ﺍﻟﺣﺎﺯﻣﺔ ﺍﻟﺗﻲ ﺗ ـﺩﻋﻭ ﺇﻟ ـﻰ‬
‫ﺭﻓﻊ ﻛﻔﺎﯾﺔ ﺍﻟﺷﺭﻛﺔ‪ .‬ﻭﻫﻡ ﻻ ﯾﺣﺎﻭﻟﻭﻥ ﻋﻘﻠﻧﺔ ﺍﻟﻼﻋﻣل ﻓﯾﺄﻣﻠﻭﺍ ﺃﻥ ﺍﻟﻣﺯﯾﺩ ﻣﻥ ﺍﻟﺧﺑﺭﺓ ﺳﻭﻑ ﺗﺣﻭل‬
‫ﺑﻁﺭﯾﻘﺔ ﻣﻥ ﺍﻟﻁﺭﻕ ﻣﺩﯾﺭﺍﹰ ﺿﻌﯾﻔﺎﹰ ﺇﻟﻰ ﻣﺩﯾﺭ ﻗﻭﻱ ﺃﻭ ﻣﻧﻔﺫﺍﹰ ﺣﺻﯾﻔﺎﹰ ﺇﻟﻰ ﻣﻧﻘ ـﺫ ﻣﺗﻣﯾ ـﺯ‪ .‬ﻭﻧﺗﯾﺟ ـﺔ‬
‫ﻟﺫﻟﻙ‪ ،‬ﯾﻛﻭﻥ ﻟﺩﻯ ﻫﺅﻻﺀ ﺍﻟﻣﺩﺭﺍﺀ ﻛل ﺳﻧﺔ ﻣﺩﺭﺍﺀ ﺃﻓﺿل ﻓﻲ ﺍﻷﻣﺎﻛﻥ ﺍﻟﺣﺳﺎﺳﺔ ﺑﺩﻻﹰ ﻣ ـﻥ ﻓﺭﯾ ـﻕ‬
‫ﻣﺗﻘﺩﻡ ﺳﻧﻪ ﻓﻲ ﺍﻟﻌﻣﺭ‪.‬‬
‫ﺇﻥ ﺍﺗﺧﺎﺫ ﻗﺭﺍﺭﺍﺕ ﺣﺎﺯﻣﺔ ﺣﯾﺎل ﺍﻟﻌﺎﻣﻠﯾﻥ ﻻ ﺑﺩ ﻭﺃﻥ ﯾﺑﺩﺃ ﻓﻲ ﺍﻟﻘﻣ ـﺔ‪ .‬ﻭﺇﻻ ﻓ ـﺈﻥ ﺍﻟﻣ ـﺩﺭﺍﺀ‬
‫ﺳﯾﺅﺟﻠﻭﻥ ﺍﻟﻌﻣل‪ ،‬ﻭﯾﻘﻭﻣﻭﺍ ﺑﻌﻘﻠﻧﺔ ﺍﻷﺩﺍﺀ ﺍﻟﺣﺩﻱ ﺃﻭ ﯾﺧﻁﺋﻭﻥ ﻓﻲ ﺃﻥ ﺗﻌﯾﯾﻥ ﻭﺍﺣﺩ ﺃﻭ ﺍﺛﻧ ـﯾﻥ ﻣ ـﻥ‬
‫ﺍﻟﻣﻭﻅﻔﯾﻥ ﻣﻥ ﺧﺎﺭﺝ ﺍﻟﺷﺭﻛﺔ ﻫﻭ ﺗﺭﻓﯾﻊ ﺣﻘﯾﻘﻲ‪ .‬ﻭﻟﻬﺫﺍ ﺍﻟﺳﺑﺏ‪ ،‬ﯾﺗﺭﺃﺱ ﺃﻓﺿل ﺍﻟﻣﺩﺭﺍﺀ ﺍﻟﻌ ـﺎﻣﯾﻥ‬
‫ﺍﻟﻣﺭﺍﺟﻌﺎﺕ ﺍﻟﺳﻧﻭﯾﺔ ﺍﻟﺧﺎﺻﺔ ﺑﺎﻟﻣﺳﺗﺧﺩﻣﯾﻥ ﺑﺩﻻﹰ ﻣﻥ ﺗﻔﻭﯾﺽ ﻣﺩﺭﺍﺀ ﺃﻭ ﺭﺅﺳﺎﺀ ﺃﻗ ـﺳﺎﻡ ﻣﻌﯾﻧ ـﯾﻥ‬
‫ﻟﻠﻘﯾﺎﻡ ﺑﺗﻠﻙ ﺍﻟﻣﻬﻣﺔ‪.‬‬
‫ﯾﺳﺗﺧﺩﻡ ﺃﻓﺿل ﺍﻟﻣﺩﺭﺍﺀ ﻣﻬﺎﻡ ﻭﻅﯾﻔﯾﺔ ﻓﯾﻬﺎ ﺗﺣﺩ ﻟﺗﺳﺭﯾﻊ ﺗﻧﻣﯾﺔ ﺍﻟﻣ ـﺩﺭﺍﺀ ﺫﻭﻱ ﺍﻹﻣﻛﺎﻧﯾ ـﺎﺕ‬
‫ﺍﻟﻌﺎﻟﯾﺔ ﻭﻹﺯﺍﻟﺔ ﺍﻻﻧﺳﺩﺍﺩﺍﺕ ﻟﻔﺗﺢ ﻣﺭﺍﻛﺯ ﺟﺩﯾﺩﺓ‪ .‬ﻭﻫﻡ ﯾﺩﺭﻛﻭﻥ ﺍﻷﻫﻣﯾﺔ ﺍﻟﺑﺎﻟﻐ ـﺔ ﻟﻠﺗﻌﺎﻗ ـﺏ ﻋﻠ ـﻰ‬
‫ﺍﻟﻭﻅﺎﺋﻑ ﻭﺗﺣﻁﯾﻡ ﺍﻹﻣﺑﺭﺍﻁﻭﺭﯾﺎﺕ ﺍﻟﻭﻅﯾﻔﯾﺔ ﺍﻟﺗﻲ ﺗﻌﺗﺭﺽ ﺍﻟﻁﺭﯾﻕ‪ .‬ﻭﺃﺧﯾ ـﺭﺍﹰ‪ ،‬ﻓ ـﺈﻥ ﺍﻟﻣ ـﺩﺭﺍﺀ‬
‫ﺍﻷﻛﻔﺎﺀ ﯾﺅﺛﹼﺭﻭﻥ ﻣﺑﺎﺷﺭﺓ ﻋﻠﻰ ﺍﻟﺗﻌﯾﯾﻧﺎﺕ ﺍﻟﻬﺎﻣﺔ ﺑﻣﻣﺎﺭﺳﺔ ﺣﻕ ﺍﻟﻧﻘﺽ ﺃﻭ ﺑ ـﺄﻥ ﯾﻌﺭﺿ ـﻭﺍ ﻋﻠ ـﻰ‬
‫ﺍﻟﻣﺭﺅﻭﺳﯾﻥ ﻗﻭﺍﺋﻡ ﻣﻥ ﺍﻟﻣﺭﺷﺣﯾﻥ ﻟﯾﺧﺗﺎﺭﻭﺍ ﻣﻥ ﺑﯾﻧﻬﻡ‪.‬‬
‫ﻭﻓﻭﻕ ﻫﺫﺍ ﻭﺫﺍﻙ‪ ،‬ﯾﺟﻌل ﺍﻟﻣﺩﺭﺍﺀ ﺍﻟﻌﺎﻣﻭﻥ ﻣﺩﺭﺍﺀ ﺍﻟﺧﻁﻭﻁ ﯾﺷﺗﺭﻛﻭﻥ ﺑﻧﺷﺎﻁ ﻓ ـﻲ ﻋﻣﻠﯾ ـﺔ‬
‫ﺍﻟﺗﺣﺳﯾﻥ ﺑﻔﺭﺽ ﺗﻘﯾﯾﻣﺎﺕ ﺩﻭﺭﯾﺔ ﻭﺷﺩﯾﺩﺓ ﻟﻸﻓﺭﺍﺩ ﻭﻟﻠﻣﺟﻣﻭﻋﺎﺕ‪ .‬ﻭﻫﻡ ﯾﺳﺄﻟﻭﻥ ﺑﺎﺳ ـﺗﻣﺭﺍﺭ ﻋ ـﻥ‬
‫ﻧﻭﻋﯾﺔ ﺃﺩﺍﺀ "ﻧﺎﺳﻬﻡ" ﺫﻭﻱ ﺍﻹﻣﻛﺎﻧﯾﺎﺕ ﺍﻟﻛﺑﯾﺭﺓ ﻭﻋﻥ ﺍﻟﻁﺭﯾﻘﺔ ﺍﻟﺗﻲ ﯾﺣل ﺑﻬﺎ ﺍﻟﻣﺩﺭﺍﺀ ﻣﺷﺎﻛل ﻫﺅﻻﺀ‬
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‫ﻣﻬﺎﺭﺍﺕ ﺍﻹﺩﺍﺭﺓ‬ ‫ﺍﻷﻛﺎﺩﳝﻴﺔ ﺍﻷﻣﺮﻳﻜﻴﺔ ﻟﻠﻌﻠﻮﻡ ﻭ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ‬

‫ﺍﻟﻧﺎﺱ‪ .‬ﻏﯾﺭ ﺃﻥ ﺍﻟﻌﻣل – ﻭﻟﯾﺱ ﺍﻷﺳﺋﻠﺔ – ﻫﻭ ﺍﻷﺳﺎﺱ‪ ،‬ﻭﺧﺎﺻﺔ ﺿ ـﺩ ﺍﻟﻣﻧﻔ ـﺫﯾﻥ ﻓ ـﻲ ﺃﺩﻧ ـﻰ‬
‫ﺍﻟﻣﺳﺗﻭﯾﺎﺕ‪ .‬ﻭﻟﺗﺣﻘﯾﻕ ﺗﻠﻙ ﺍﻟﻐﺎﯾﺔ‪ ،‬ﯾﺗﺄﻛﺩ ﺍﻟﻣﺩﺭﺍﺀ ﺃﻥ ﺍﻟﻌﻣﻠﯾﺔ ﺗﻭﻟﹼﺩ ﻧﺗﺎﺋﺞ ﺃﻓﺿل ﻓﻲ ﻛل ﻋﺎﻡ ﻭﺃﻧﻬ ـﺎ‬
‫ﺗﺗﻌﻣﻕ ﻓﻲ ﺍﻟﻣﺳﺗﻭﯾﺎﺕ ﺍﻷﺩﻧﻰ ﻓﻲ ﺍﻟﻣﺅﺳﺳﺔ‪.‬‬
‫ﻭﯾﻌﺭﻑ ﺍﻟﻣﺩﺭﺍﺀ ﺃﯾﺿﺎﹰ ﺃﻥ ﺍﻷﺟﺭ ﻫﻭ ﻭﺳﯾﻠﺔ ﻟﺗﺣﻘﯾﻕ ﻏﺎﯾﺔ ﻭﺃﻧﻪ ﻟﯾﺱ ﻏﺎﯾﺔ ﻓﻲ ﺣ ـﺩ ﺫﺍﺗ ـﻪ‪.‬‬
‫ﻓﺎﻟﻣﻛﺎﻓﺂﺕ ﺗﺭﺑﻁ ﺑﺎﻷﺩﺍﺀ‪ .‬ﻭﻫﻡ ﯾﺩﻓﻌﻭﻥ ﺃﺟﺭﺍﹰ ﺃﻋﻠﻰ ﺇﻟﻰ ﺣﺩ ﻛﺑﯾﺭ ﻷﻓﺿل ﺍﻟﻣﻧﺟﺯﯾﻥ ﺣﺗﻰ ﻟﻭ ﻛﺎﻥ‬
‫ﺫﻟﻙ ﯾﻌﻧﻲ ﺩﻓﻊ ﺃﺟﺭ ﻟﻠﻣﻧﺟﺯﯾﻥ ﻣﺗﻭﺳﻁﻲ ﺍﻟﻣﺳﺗﻭﻯ ﺃﻗل ﻣﻣﺎ ﯾﺗﻭﻗﻌﻭﻥ‪ .‬ﻛﻣﺎ ﺗﻛﻭﻥ ﻟﺩﯾﻬﻡ ﺍﻟﺭﻏﺑ ـﺔ‬
‫ﺃﯾﺿﺎﹰ ﻓﻲ ﺗﺣﻣل ﺣﺭﺍﺭﺓ ﺍﻟﻣﻭﻗﻑ ﺍﻟﺫﻱ ﯾﺗﻁﻠﹼﺏ ﺗﺧﻔﯾﺽ ﺍﻟﻣﻛﺎﻓﺂﺕ ﻓﻲ ﺳﻧﺔ ﺭﺩﯾﺋﺔ ﺑﺩﻻﹰ ﻣﻥ ﺍﻹﺩﻋﺎﺀ‬
‫ﺃﻥ ﺍﻟﺳﻧﺔ ﻟﻡ ﺗﻛﻥ ﺭﺩﯾﺋﺔ ﺇﻁﻼﻗﺎﹰ ﻭﻣﻧﺢ ﻣﻛﺎﻓﺄﺓ ﻟﻠﺟﻣﯾﻊ ﺑﺯﻋﻡ ﺃﻧﻬﻡ "ﺑﺫﻟﻭﺍ ﺟﻬﺩﺍﹰ ﻛﺑﯾﺭﺍﹰ"‪.‬‬
‫ﻭﺃﺧﯾﺭﺍﹰ‪ ،‬ﻓﺈﻥ ﺃﻓﺿل ﺍﻟﻣﺩﺭﺍﺀ ﯾﺣﯾﻁﻭﻥ ﺃﻧﻔﺳﻬﻡ ﻋﻠﻰ ﺍﻟﺩﻭﺍﻡ ﺑﻣ ـﺳﺗﺧﺩﻣﯾﻥ ﺟﯾ ـﺩﯾﻥ‪ :‬ﺃﻧﺎﺳ ـﺎﹰ‬
‫ﻣﻧﺟﺯﯾﻥ ﻭﻟﯾﺱ ﺃﺻﺩﻗﺎﺀ ﺣﻣﯾﻣﯾﻥ ﺃﻭ ﻣﻭﺍﻟﯾﻥ‪ .‬ﻓﻬﻡ ﻻ ﯾﺳﺗﺧﺩﻣﻭﻥ ﺃﻧﺎﺳﺎﹰ ﻫﻡ ﺻﻭﺭﺓ ﻁﺑﻕ ﺍﻷﺻ ـل‬
‫ﻋﻧﻬﻡ ﺑل ﯾﺑﺩﻭﻥ ﺗﻘﺑﻼﹰ ﺃﻭ ﺣﺗﻰ ﯾﺷﺟﻌﻭﻥ ﺃﻧﻣﺎﻁﺎﹰ ﻋﺩﯾﺩﺓ ﻣﻥ ﺍﻟﺳﻠﻭﻙ‪ .‬ﻓﻔﻲ ﻛل ﻋﺎﻡ ﯾﺗﻌﻣ ـﻕ ﺣ ـﺷﺩ‬
‫ﺍﻟﻣﻭﺍﻫﺏ ﻟﺩﯾﻬﻡ ﻭﯾﺗﺣﺳﻥ ﻷﻧﻬﻡ "ﯾﻬﯾﺋﻭﻥ" ﻋﻠﻰ ﺍﻟﺩﻭﺍﻡ ﻋﺩﺩﺍﹰ ﻭﺍﻓﺭﺍﹰ ﻣﻥ ﺍﻟﻣﻭﺍﻫﺏ ﯾﺗﻡ ﺗﻬﯾﺋﺗﻬﻡ ﻋﻠ ـﻰ‬
‫ﺃﺳﺎﺱ ﺃﻧﻪ ﻟﻥ ﯾﻛﻭﻥ ﻟﺩﯾﻬﻡ ﺩﺍﺋﻣﺎﹰ ﻋﺩﺩ ﻛﺎﻑ ﻣﻥ ﺍﻟﻧﺎﺱ ﺍﻟﺟﯾﺩﯾﻥ‪ .‬ﻭﺑﺗﻠ ـﻙ ﺍﻟﻁﺭﯾﻘ ـﺔ‪ ،‬ﻻ ﯾﻌ ـﻭﺩﻭﻥ‬
‫ﻣﺿﻁﺭﯾﻥ‪ ،‬ﺇﺣﺩﺍﺙ ﻓﺟﻭﺓ ﻓﻲ ﺟﺯﺀ ﻣﻥ ﺍﻟﻌﻣل ﻟﻣلﺀ ﻓﺟﻭﺓ ﻓﻲ ﻣﻛﺎﻥ ﺁﺧﺭ ﺇﺫﺍ ﻣﺎ ﻻﺣﺕ ﻟﻬﻡ ﻓﺭﺹ‬
‫ﺟﺩﯾﺩﺓ‪.‬‬
‫‪ -‬ﺑﻧﺎﺀ ﺍﻟﻬﯾﻛل ﺍﻟﻣﺅﺳﺳﻲ‬
‫ﺃﺧﺑﺭﻧﻲ ﺃﺣﺩ ﻣﻌﺎﺭﻓﻲ ﻭﺃﺣﺩ ﺃﻛﺛﺭ ﺍﻟﻣﺩﺭﺍﺀ ﺍﻟﻌﺎﻣﯾﻥ ﺇﺑﺩﺍﻋﺎﹰ ﺑﺎﻓﺗﺧﺎﺭ ﻋﻥ ﺧﻁﺔ ﻟ ـﻪ ﻹﻋ ـﺎﺩﺓ‬
‫ﺗﻧﻅﯾﻡ ﻣﺷﺭﻭﻋﻪ ﻟﺗﻁﺑﯾﻕ ﺍﻟﻼﻣﺭﻛﺯﯾﺔ ﻟﻛﻲ ﯾﺻﺑﺢ ﻗﺎﺩﺭﺍﹰ ﻋﻠﻰ ﺍﺗﺧﺎﺫ ﻗﺭﺍﺭﺍﺕ ﺃﺳﺭﻉ ﻭﻋﻠﻰ ﺗﺣﺳﯾﻥ‬
‫ﺍﻟﺗﻧﻔﯾﺫ ﻓﻲ ﺍﻷﺳﻭﺍﻕ ﺍﻟﻣﺣﻠﯾﺔ ﻭﺧﻔﺽ ﺍﻟﺗﻛﺎﻟﯾﻑ‪ .‬ﺇﻧﻬﺎ ﺃﻫﺩﺍﻑ ﻋﻅﯾﻣﺔ ﺇﺫﺍ ﻛﺎﻧﺕ ﻭﺍﻗﻌﯾ ـﺔ‪ .‬ﻏﯾ ـﺭ ﺃﻥ‬
‫ﺍﻟﻘﺭﺍﺭﺍﺕ ﺍﻟﺳﺭﯾﻌﺔ ﺍﻟﻣﺣﻠﯾﺔ ﻓﻲ ﻣﺷﺭﻭﻋﻪ ﻋﻠﻰ ﺃﯾﺔ ﺣﺎل ﻟﯾﺱ ﻟﻬﺎ ﺃﻫﻣﯾﺔ ﺧﺎﺻ ـﺔ – ﻓﻘ ـﺩ ﻛﺎﻧ ـﺕ‬
‫ﺷﺭﻛﺗﻪ ﺗﻌﺩ ﺷﺭﻛﺔ ﻧﺷﯾﻁﺔ ﻭﻟﯾﺳﺕ ﻣﺗﻘﺎﻋﺳﺔ‪ .‬ﻭﻛﺎﻥ ﺑﺎﻟﻔﻌل ﻣﺳﺗﻭﻯ ﺗﻧﻔﯾﺫ ﺍﻟﺷﺭﻛﺔ ﻣﺣﻠﯾﺎﹰ ﺃﻛﺛﺭ ﺗﻔﻭﻗﺎﹰ‬
‫ﻣﻥ ﻣﺳﺗﻭﻯ ﺍﻟﻣﻧﺎﻓﺳﯾﻥ ﺍﻟﺭﺋﯾﺳﯾﯾﻥ ﺑﻬﺎﻣﺵ ﻛﺑﯾﺭ‪ .‬ﻭﻛﺎﻥ ﻣﻥ ﺍﻟﻣﺗﻭﻗﻊ ﺃﻥ ﺗﻛﻭﻥ ﺗﻛﺎﻟﯾﻑ ﺍﻟﻣﺅﺳ ـﺳﺔ‬
‫ﺍﻟﻼﻣﺭﻛﺯﯾﺔ ﺍﻟﺟﺩﯾﺩﺓ ﻣﻘﺎﺭﺑﺔ ﻟﺗﻛﺎﻟﯾﻑ ﺍﻟﻣﺅﺳﺳﺔ ﺍﻟﻘﺩﯾﻣﺔ ﻭﺫﻟﻙ ﻓﻲ ﻣﺭﺍﺣﻠﻬﺎ ﺍﻷﻭﻟﻰ ﻭﻗﺑل ﺃﻥ ﺗﺗﻭﻓﺭ‬
‫ﻟﻬﺎ ﻓﺭﺻﺔ ﻟﻠﻧﻣﻭ‪ .‬ﺑﺎﺧﺗﺻﺎﺭ ﻛﺎﻥ ﺍﻟﻣﺩﯾﺭ ﯾﺧﻁﻁ ﻟﻠﻘﯾﺎﻡ ﺑﺈﻋﺎﺩﺓ ﺗﻧﻅﯾﻡ ﺭﺋﯾﺳﻲ ﻟﻠﻣﺷﺎﻛل ﺍﻟﻌﺎﻣﺔ ﺍﻟﺗﻲ‬
‫ﻻ ﺗﻧﻁﺑﻕ ﻋﻠﻰ ﺷﺭﻛﺗﻪ‪ .‬ﺇﻥ ﻣﻐﺯﻯ ﻫﺫﻩ ﺍﻟﻘﺻﺔ ﻫﻭ ﺃﻥ ﻋﻠﯾﻙ ﺃﻥ ﺗﺗﺄﻛﺩ ﻣﻣﺎ ﺃﻧ ـﺕ ﺑ ـﺻﺩﺩ ﻋﻣﻠ ـﻪ‬
‫ﻭﺳﺑﺑﻪ ﻭﺫﻟﻙ ﻗﺑل ﺃﻥ ﺗﺑﺩﺃ ﺑﺈﻋﺎﺩﺓ ﺗﻧﻅﯾﻡ ﺷﺭﻛﺗﻙ‪.‬‬
‫ﯾﺑﺩﻭ ﺃﻥ ﺃﻓﺿل ﺍﻟﻣﺩﺭﺍﺀ ﯾﺑﺣﺛﻭﻥ ﻋﻥ ﺃﺑﺳﻁ ﺍﻟﻁﺭﻕ ﻟﻌﻣل ﺍﻷﺷﯾﺎﺀ‪ ،‬ﻭﻫﺫﺍ ﯾﻌﻧﻲ ﻣ ـﺳﺗﻭﯾﺎﺕ‬
‫ﺃﻗل‪ ،‬ﻭﻭﻅﺎﺋﻑ ﺃﻛﺑﺭ ﻭﻣﺳﺅﻭﻟﯾﺎﺕ ﺃﻭﺳﻊ‪ .‬ﻭﻫﻡ ﯾﺷﺗﺭﻛﻭﻥ ﺷﺧﺻﯾﺎﹰ ﻓﻲ ﺣلّ ﺍﻟﻣﺷﺎﻛل ﺍﻟﻬﺎﻣﺔ ﺑﻐﺽ‬
‫ﺍﻟﻧﻅﺭ ﻋﻣﺎ ﻫﻭ ﻣﻭﺟﻭﺩ ﻓﻲ ﺍﻟﻬﯾﻛل ﺍﻟﺗﻧﻅﯾﻣﻲ ﻟﻠﻣﺅﺳﺳﺔ‪ .‬ﻛﻣﺎ ﺃﻥ ﺍﻟﻣﻔﺎﻫﯾﻡ ﺍﻷﻛﺎﺩﯾﻣﯾﺔ ﺍﻟﺗﻧﻅﯾﻣﯾﺔ ﻟﻥ‬
‫ﺗﺛﻧﯾﻬﻡ ﻋﻥ ﺍﻗﺗﺣﺎﻡ ﺃﻧﻔﺳﻬﻡ ﻓﻲ ﺍﺧﺗﺻﺎﺻﺎﺕ ﺍﻵﺧﺭﯾﻥ ﺇﺫﺍ ﻛﺎﻥ ﺍﻷﻣ ـﺭ ﺣﺎﺳ ـﻣﺎﹰ ﺑﺎﻟﻧ ـﺳﺑﺔ ﻟﻧﺟ ـﺎﺡ‬
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‫ﻣﻬﺎﺭﺍﺕ ﺍﻹﺩﺍﺭﺓ‬ ‫ﺍﻷﻛﺎﺩﳝﻴﺔ ﺍﻷﻣﺮﻳﻜﻴﺔ ﻟﻠﻌﻠﻮﻡ ﻭ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ‬

‫ﺍﻟﺷﺭﻛﺔ‪ .‬ﻭﻫﻡ ﯾﺗﺄﻛﺩﻭﻥ ﻣﻘﺩﻣﺎﹰ‪ ،‬ﺣﺗﻰ ﻻ ﯾﺗﺳﺑﺑﻭﺍ ﻓﻲ ﺇﯾﺫﺍﺀ ﻣﺷﺎﻋﺭ ﺍﻵﺧﺭﯾﻥ ﻛﺛﯾﺭﺍﹰ‪ ،‬ﺃﻥ ﻣﺭﺅﻭﺳﯾﻬﻡ‬
‫ﯾﻔﻬﻣﻭﻥ ﻛﯾﻑ ﯾﻌﻣل ﻧﻅﺎﻡ ﺍﻟﺷﺭﻛﺔ ﻭﻟﻣﺎﺫﺍ ﯾﻛﻭﻥ ﺍﻟﺗﺩﺧل ﻓﻲ ﺑﻌﺽ ﺍﻷﺣﯾﺎﻥ ﻣﻁﻠﻭﺑﺎﹰ‪ .‬ﻏﯾﺭ ﺃﻧﻬ ـﻡ ﺭ‬
‫ﯾﺳﺗﺧﺩﻣﻭﻥ ﺫﻟﻙ ﺍﻻﻣﺗﯾﺎﺯ ﻛﻌﺫﺭ ﻟﻠﺗﺩﺧل ﻓﻲ ﺍﺧﺗﺻﺎﺻﺎﺕ ﺍﻵﺧﺭﯾﻥ‪.‬‬
‫ﻭﻫﻧﺎﻙ ﻧﺯﻋﺔ ﺗﻧﻅﯾﻣﯾﺔ ﺃﺧﺭﻯ ﺗﺳﺗﺣﻕ ﺍﻹﺷﺎﺭﺓ ﺇﻟﯾﻬﺎ ﻭﻫﻲ ﺃﻥ ﺃﻓ ـﺿل ﺍﻟﻣ ـﺩﺭﺍﺀ ﺍﻟﻌ ـﺎﻣﯾﻥ‬
‫ﯾﻧﺗﻅﻣﻭﻥ ﺣﻭل ﺍﻟﻧﺎﺱ ﺃﻛﺛﺭ ﻣﻥ ﺍﻧﺗﻅﺎﻣﻬﻡ ﺣﻭل ﺍﻟﻣﻔﺎﻫﯾﻡ ﺃﻭ ﺍﻟﻣﺑ ـﺎﺩﺉ‪ .‬ﻭﻋﻧ ـﺩﻣﺎ ﺗﻛ ـﻭﻥ ﻟ ـﺩﯾﻬﻡ‬
‫ﺇﺳﺗﺭﺍﺗﯾﺟﯾﺔ ﺃﻭ ﻣﺷﻛﻠﺔ ﻣﻥ ﻣﺷﺎﻛل ﺍﻟﻌﻣل ﺃﻭ ﻓﺭﺻﺔ ﻛﺑﯾﺭﺓ ﻓﺈﻧﻬﻡ ﯾﻠﺟﺄﻭﻥ ﺇﻟﻰ ﺍﻟﺷﺧﺹ ﺍﻟﺫﻱ ﯾﻣﻠﻙ‬
‫ﺍﻟﻣﻬﺎﺭﺍﺕ ﺍﻟﻣﻧﺎﺳﺑﺔ ﻭﺍﻷﺳﻠﻭﺏ ﺍﻟﻣﻧﺎﺳﺏ ﻟﺫﻟﻙ ﺍﻟﻌﻣل‪ .‬ﻭﺑﻌ ـﺩ ﺃﻥ ﯾﺟ ـﺭﻭﺍ ﺍﻟﻣﻭﺍﺀﻣ ـﺔ ﯾﻔﻭﺿ ـﻭﺍ‬
‫ﺍﻟﻣﺳﺅﻭﻟﯾﺔ ﻟﺫﻟﻙ ﺍﻟﻔﺭﺩ ﺩﻭﻥ ﺃﻥ ﯾﺣﺻﺭﻭﻩ ﻓﻲ ﻭﺻﻑ ﻭﻅﯾﻔﻲ ﺃﻭ ﯾﺿﻌﻭﺍ ﺃﻣﺎﻣﻪ ﻗﯾﻭﺩﺍﹰ ﺗﻧﻅﯾﻣﯾ ـﺔ‪.‬‬
‫ﻭﺑﻌﺩﻫﺎ ﯾﺷﻌﺭ ﺍﻟﻣﺩﺭﺍﺀ ﺑﻣﺳﺅﻭﻟﯾﺔ ﺃﻛﺑﺭ ﻋﻥ ﺍﻟﻧﺗﺎﺋﺞ ﻷﻧﻬﻡ ﺑﺑﺳﺎﻁﺔ ﺃﻛﺛﺭ ﺗﺣﻣﻼﹰ ﻟﻠﻣﺳﺅﻭﻟﯾﺔ‪.‬‬
‫ﻟﻘﺩ ﺭﺃﯾﺕ ﺍﻟﻌﺩﯾﺩ ﻣﻥ ﺍﻟﻣﺩﺭﺍﺀ ﺍﻟﻌﺎﻣﯾﻥ ﺍﻟﺫﯾﻥ ﻅﻧﻭﺍ ﺃﻧﻬﻡ ﻛﺎﻧﻭﺍ ﯾﺣﻠﹼﻭﻥ ﺍﻟﻣﺷﺎﻛل ﺍﻟﺭﺋﯾﺳﺔ ﻋﻥ‬
‫ﻁﺭﯾﻕ ﺇﻋﺎﺩﺓ ﺗﻧﻅﯾﻡ ﻛﺎﻧﺕ ﺗﺑﺩﻭ ﻣﻧﻁﻘﯾﺔ‪ ،‬ﻭﻟﻛﻧﻬﺎ ﺃﻏﻔﻠﺕ ﺃﻫﻡ ﺍﻟﻌﻧﺎﺻﺭ ﺍﻷﺳﺎﺳ ـﯾﺔ ﻭﻫ ـﻭ ﺍﻟﻘﺎﺋ ـﺩ‬
‫ﺍﻟﻣﻧﺎﺳﺏ‪ .‬ﻭﺑﻁﺑﯾﻌﺔ ﺍﻟﺣﺎل‪ ،‬ﻟﻡ ﺗﻧﺟﺯ ﺃﻋﻣﺎل ﺍﻟﺗﻧﻅﯾﻡ ﺍﻟﺟﺩﯾﺩﺓ ﺇﻻ ﺃﻗل ﺍﻟﻘﻠﯾل‪ .‬ﺇﺫ ﻟ ـﯾﺱ ﺑﺎﺳ ـﺗﻁﺎﻋﺔ‬
‫ﺍﻟﻣﺩﺭﺍﺀ ﺑﺎﻟﺗﺄﻛﯾﺩ ﺗﺟﺎﻫل ﺍﻟﻣﻧﻁﻕ ﺍﻟﺗﻧﻅﯾﻣﻲ ﺃﻭ ﺍﻟﺗﻭﺍﻓﻕ ﺍﻻﺳﺗﺭﺍﺗﯾﺟﻲ‪ .‬ﻏﯾﺭ ﺃﻥ ﺍﻟﻧﺎﺱ ﯾ ـﺄﺗﻭﻥ ﻓ ـﻲ‬
‫ﺍﻟﻣﻘﺎﻡ ﺍﻷﻭل ﻋﺎﺩﺓ ﻣﻥ ﺣﯾﺙ ﺍﻷﻫﻣﯾﺔ‪.‬‬
‫ﻗﺩ ﯾﺑﺩﻭ ﻣﺑﺗﺫﻻﹰ ﺃﻥ ﺃﻗﻭل ﺃﻥ ﺃﻓﺿل ﺍﻟﻣﺩﺭﺍﺀ ﺍﻟﻌﺎﻣﯾﻥ ﻗﺩ ﺗﻌﻠﻣﻭﺍ ﻣﻥ ﺧﺑﺭﺗﻬﻡ ﻓﻲ ﺍﻟﻣﺅﺳ ـﺳﺔ‬
‫ﻗﯾﻣﺔ ﻋﻣل ﺍﻟﻔﺭﯾﻕ ﻭﺗﺄﺛﯾﺭﻩ‪ .‬ﻭﻟﯾﺱ ﻣﻥ ﺍﻟﻣﺩﻫﺵ ﺃﻥ ﺍﻟﻌﺩﯾﺩ ﻣﻥ ﺍﻟﺗﻧﻔﯾﺫﯾﯾﻥ ﯾﻣﺿﻭﻥ ﻗﺩﻣﺎﹰ ﻓﯾﺗﺯﻋﻣﻭﻥ‬
‫ﺍﻟﻣﺷﺎﺭﯾﻊ ﺍﻟﻧﺎﺟﺣﺔ ﻛل ﻓﻲ ﺣﻘﻠﻪ ﺍﻟﻭﻅﯾﻔﻲ ﺍﻟﺧﺎﺹ – ﺧﺎﺻﺔ ﻣﻊ ﻭﺟﻭﺩ ﺗﺭﻛﯾﺯ ﺷﺩﯾﺩ ﻓ ـﻲ ﻫ ـﺫﻩ‬
‫ﺍﻷﯾﺎﻡ ﻋﻠﻰ ﺇﻋﺎﺩﺓ ﺍﻟﻬﯾﻛﻠﺔ ﺍﻟﻣﺎﻟﯾﺔ ﻭﺻﯾﺎﻏﺔ ﺍﻹﺳﺗﺭﺍﺗﯾﺟﯾﺔ ﻭﺍﻟﺗﻛﻧﻭﻟﻭﺟﯾﺎ‪ .‬ﻭﻫ ـﻡ ﯾﺗﻌﻠﻣ ـﻭﻥ ﻓ ـﺭﺽ‬
‫ﺃﻓﻛﺎﺭﻫﻡ ﻋﻠﻰ ﻣﺟﻣﻭﻋﺔ ﺻﻐﯾﺭﺓ ﺿﯾﻘﺔ ﺍﻟﻘﺎﻋﺩﺓ ﻣﻥ ﺍﻟﻣﺭﺅﻭﺳﯾﻥ ﻭﺍﻟﻧﻅﺭﺍﺀ ﻭﻟﻛ ـﻧﻬﻡ ﻻ ﯾﻌﺭﻓ ـﻭﻥ‬
‫ﻛﯾﻑ ﯾﺩﯾﺭﻭﻥ ﻓﺭﯾﻘﺎﹰ ﻣﺗﻧﻭﻋﺎﹰ ﯾﺗﻛﻭﻥ ﻣﻥ ﻋﺩﺩ ﻣﻥ ﺍﻟﺗﻧﻔﯾﺫﯾﯾﻥ ﺃﺗﻭﺍ ﻣﻥ ﺗﺧﺻﺻﺎﺕ ﻣﺧﺗﻠﻔﺔ‪ .‬ﻭﻫ ـﻡ ﻻ‬
‫ﯾﻛﺎﺩﻭﻥ ﯾﺗﻌﻠﻣﻭﻥ ﺷﯾﺋﺎﹰ ﻋﻥ ﻣﺷﺎﻛل ﺗﻧﻔﯾﺫ ﺃﻓﻛﺎﺭﻫﻡ ﻓﻲ ﺍﻟﺣﻘﻭل ﺍﻟﻭﻅﯾﻔﯾﺔ ﺍﻷﺧﺭﻯ ﺃﻭ ﺩﻣﺞ ﺟﻬ ـﻭﺩ‬
‫ﻓﺭﯾﻕ ﻣﺗﺑﺎﯾﻥ ﻣﻥ ﺍﻟﻣﺩﺭﺍﺀ – ﻭﻓﻲ ﻛﺛﯾﺭ ﻣﻥ ﺍﻷﺣﯾﺎﻥ – ﻣﺷﺗﺕ ﺟﻐﺭﺍﻓﯾﺎﹰ‪.‬‬
‫ﻭﻓﻲ ﺍﻟﻣﻘﺎﺑل‪ ،‬ﯾﺟﻣﻊ ﺃﻓﺿل ﺍﻟﻣﺩﺭﺍﺀ ﺍﻟﻌﺎﻣﯾﻥ ﺍﻟﻣﺩﺭﺍﺀ ﺩﻭﺭﯾﺎﹰ ﻟﯾﺗﺣﺩﺛﻭﺍ ﻋﻥ ﺍﻟﻌﻣ ـل‪ ،‬ﻭﻟﻛ ـﻥ‬
‫ﯾﺣﺻﻠﻭﺍ ﻋﻠﻰ ﺃﻓﻛﺎﺭ ﻣﺗﻌﺩﺩﺓ ﻟﻠﻣﺷﺎﺭﯾﻊ ﺍﻟﻬﺎﻣﺔ ﻭﻋﻠﻰ ﻣﺅﺍﺯﺭﺗﻬﻡ‪.‬‬
‫ﻭﺃﺧﯾﺭﺍﹰ‪ ،‬ﻓﺈﻥ ﺃﻓﺿل ﺍﻟﻣﺩﺭﺍﺀ ﺍﻟﻌﺎﻣﯾﻥ ﯾﺣﺳﻧﻭﻥ ﺍﺳﺗﺧﺩﺍﻡ ﺍﻟﻬﯾﺋﺔ ﺍﻹﺩﺍﺭﯾﺔ ﻭﯾﺗﻭﻗﻌ ـﻭﻥ ﻣ ـﻥ‬
‫ﺃﻋﺿﺎﺋﻬﺎ ﺃﻥ ﯾﻘﺩﻣﻭﺍ ﺇﺳﻬﺎﻣﺎﺕ ﺍﯾﺟﺎﺑﯾﺔ ﻻ ﺃﻥ ﯾﻬﺗﻣﻭﺍ ﺑﺻﻐﺎﺋﺭ ﺍﻷﻣﻭﺭ‪ .‬ﻭﻫﻡ ﯾﻌﯾﻧﻭﻥ ﻗﺎﺩﺓ ﻭﻅﯾﻔﯾﯾﻥ‬
‫ﺃﻗﻭﯾﺎﺀ )ﻭﻟﯾﺱ ﻣﺩﺭﺍﺀ ﺗﻧﻔﯾﺫﯾﯾﻥ ﻣﺭﻓﻭﺿﯾﻥ ﺃﻭ ﺳﯾﺎﺳﯾﯾﻥ ﺃﻭ ﻣﻧﺎﺻﺭﯾﻥ ﻛﺑﺎﺭ ﺍﻟﺳﻥ ﻣﻧﻬﻛﯾﻥ( ﺑل ﻗﺎﺩﺓ‬
‫ﺑﻣﻘﺩﻭﺭﻫﻡ ﺗﻭﻓﯾﺭ ﺍﻟﻘﯾﺎﺩﺓ ﺍﻹﺑﺩﺍﻋﯾﺔ ﺍﻟﻣﻔﻛﺭﺓ )ﻭﻟﯾﺳﻭﺍ ﺃﻧﺎﺳﺎﹰ ﯾﺣﺳﻧﻭﻥ ﺗﻭﺟﯾﻪ ﺃﺳﺋﻠﺔ ﺟﯾ ـﺩﺓ( ﻭﻗ ـﺎﺩﺓ‬
‫ﺗﺳﺗﻁﯾﻊ ﻧﻘل ﺍﻷﻓﻛﺎﺭ ﻋﺑﺭ ﺍﻟﻣﺅﺳﺳﺔ‪ .‬ﻭﻧﺗﯾﺟﺔ ﻟﺫﻟﻙ‪ ،‬ﯾﺣﺗﺭﻡ ﺍﻟﻣﺩﺭﺍﺀ ﺍﻟﻣﻭﻅﻔﯾﻥ ﻭﯾﺳﺗﻔﯾﺩﻭﻥ ﻣ ـﻧﻬﻡ‬
‫ﺑﺩﻻﹰ ﻣﻥ ﻛﺗﺎﺑﺔ ﻣﺫﻛﺭﺍﺕ ﻋﺩﺍﺋﯾﺔ ﺃﻭ ﻟﻌﺏ ﺃﻻﻋﯾﺏ ﺳﯾﺎﺳﯾﺔ ﻏﯾﺭ ﻣﻧﺗﺟﺔ‪.‬‬
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‫ﻣﻬﺎﺭﺍﺕ ﺍﻹﺩﺍﺭﺓ‬ ‫ﺍﻷﻛﺎﺩﳝﻴﺔ ﺍﻷﻣﺮﻳﻜﻴﺔ ﻟﻠﻌﻠﻮﻡ ﻭ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ‬

‫ﺳﺭﻋﺔ ﺍﻻﺭﺗﻘﺎﺀ‬
‫ﻭﺍﻟﺣﻘل ﺍﻟﺳﺎﺩﺱ ﻭﺍﻷﺧﯾﺭ ﻣﻥ ﺣﻘﻭل ﻣﺳﺅﻭﻟﯾﺔ ﺍﻟﻣﺩﺭﺍﺀ ﺍﻟﻌ ـﺎﻣﯾﻥ ﻫ ـﻭ ﺍﻷﺷ ـﺭﺍﻑ ﻋﻠ ـﻰ‬
‫ﺍﻟﻌﻣﻠﯾﺎﺕ ﻭﺗﻧﻔﯾﺫﻫﺎ‪ .‬ﻭﺫﻟﻙ ﯾﻌﻧﻲ ﺇﺩﺍﺭﺓ ﺍﻟﻌﻣل ﯾﻭﻣﺎﹰ ﺑﯾﻭﻡ ﺑﺈﻋﺩﺍﺩ ﺧﻁﻁ ﺳﻠﯾﻣﺔ ﻭﺗﺣﺩﯾ ـﺩ ﺍﻟﻣ ـﺷﺎﻛل‬
‫ﻭﺍﻟﻔﺭﺹ ﻣﺑﻛﺭﺍﹰ ﻭﻣﻭﺍﺟﻬﺗﻬﺎ ﺑﺷﺩﺓ‪.‬‬
‫ﯾﻧﺻﺏﱡ ﺟلّ ﺍﻫﺗﻣﺎﻡ ﺍﻟﻣﺩﺭﺍﺀ ﺍﻟﻌﺎﻣﯾﻥ ﻓﻲ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﯾﺎ ﻋﺎﺩﺓ ﻋﻠﻰ ﺇﺣﺭﺍﺯ ﺍﻟﻧﺗﺎﺋﺞ‪ .‬ﻭﺗﻛ ـﻭﻥ‬
‫ﺧﻁﻁﻬﻡ ﺍﻟﺗﺷﻐﯾﻠﯾﺔ ﻣﺟﻣﻭﻋﺔ ﻣﻥ ﺍﻻﻟﺗﺯﺍﻣﺎﺕ ﻭﻟﯾﺱ ﻣﺟﺭﺩ ﺷﻲﺀ ﯾﺣﺎﻭﻟﻭﻥ ﺟﻬﺩﻫﻡ ﻹﻧﺟﺎﺯﻩ‪ .‬ﻭﻫ ـﻡ‬
‫ﯾﻌﺭﻓﻭﻥ ﺍﻷﺭﻗﺎﻡ ﻭﻣﺎ ﻫﻭ ﻣﻁﻠﻭﺏ ﻟﺗﺣﻭﯾﻠﻬﺎ ﺇﻟﻰ ﺣﻘﺎﺋﻕ ﻭﯾﻌﺭﻓﻭﻥ ﺃﯾﺿﺎﹰ ﺃﻧﻪ ﻻ ﺑ ـﺩ ﻣ ـﻥ ﺣ ـﺩﻭﺙ‬
‫ﺍﻟﻣﻔﺎﺟﺂﺕ ﻭﻟﺫﻟﻙ ﯾﺑﻘﻭﻥ ﻣﺭﻧﯾﻥ ﻓﻲ ﺇﻧﻔﺎﻗﻬﻡ ﻻﻣﺗﺻﺎﺹ ﺗﻬﺩﯾﺩﺍﺕ ﺍﻟﻣﻧﺎﻓﺳﯾﻥ ﺃﻭ ﺍﻷﻓﻛ ـﺎﺭ ﺍﻟﺟﺩﯾ ـﺩﺓ‬
‫ﺍﻟﺟﯾﺩﺓ ﺃﻭ ﻧﻘﺻﺎﻥ ﺣﺟﻡ ﺍﻟﻌﻣل‪ .‬ﻭﺧﻼﻗﺎﹰ ﻟﻠﻣﺩﺭﺍﺀ ﺍﻟﻌﺎﻣﯾﻥ ﺍﻷﻗل ﻣﺭﺟﻌﯾﺔ ﻻ ﯾﻔﺷل ﻫﺅﻻﺀ ﺍﻟﻣ ـﺩﺭﺍﺀ‬
‫ﻓﻲ ﺇﻧﺟﺎﺯ ﺧﻁﻁ ﺃﺭﺑﺎﺣﻬﻡ ﻓﻲ ﻛل ﻋﺎﻡ ﻷﻧﻬﻡ ﯾﺗﻭﻗﻌﻭﻥ ﺍﻷﺣﺩﺍﺙ ﻏﯾﺭ ﺍﻟﻣﺗﻭﻗﻌﺔ‪.‬‬
‫ﻭﻓﻲ ﺍﻟﻭﻗﺕ ﻧﻔﺳﻪ ﻻ ﯾﺩﻣﺭ ﻫﺅﻻﺀ ﺍﻟﻣﺩﺭﺍﺀ ﺍﻟﻣﺷﺭﻭﻉ ﻣﻥ ﺃﺟل ﻭﺿﻊ ﺧﻁﺔ ﻓﻲ ﺣﺎل ﻭﺟﻭﺩ‬
‫ﺭﻛﻭﺩ ﺗﺟﺎﺭﻱ ﺧﻁﯾﺭ‪ .‬ﻓﺈﺫﺍ ﻣﺎ ﺍﻧﺧﻔﺽ ﻋﻣل ﺍﻟﻣﺷﺭﻭﻉ ﺑﺷﺩﺓ ﻓﺈﻧﻬﻡ ﯾﺗﺣﺭﻛﻭﻥ ﺃﺳﺭﻉ ﻣﻥ ﺍﻵﺧﺭﯾﻥ‬
‫ﻟﺗﻌﺩﯾل ﺍﻟﺗﻛﺎﻟﯾﻑ ﻭﺧﻔﺽ ﺍﻟﻧﻔﻘﺎﺕ ﺍﻻﺧﺗﯾﺎﺭﯾﺔ ﻭﺍﻟﺗﺧﻠﺹ ﻣﻥ ﺍﻟﺧﺎﺳﺭﯾﻥ‪ .‬ﻏﯾﺭ ﺃﻧﻬ ـﻡ ﻻ ﯾ ـﺿﺣﻭﻥ‬
‫ﺑﺭﻭﺡ ﺍﻟﻣﻧﺎﻓﺳﺔ ﻟﻣﺟﺭﺩ ﺍﻟﻅﻬﻭﺭ ﺑﻣﻅﻬﺭ ﺟﯾﺩ ﻓﻲ ﺳﻧﺔ ﺳﯾﺋﺔ‪.‬‬
‫ﺛﻡ ﺃﻥ ﻫﺅﻻﺀ ﺍﻟﻣﺩﺭﺍﺀ ﻓﻲ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﯾﺎ ﯾﺻﺭﻭﻥ ﻋﻠﻰ ﺇﺣﺭﺍﺯ ﺍﻟﺗﻔﻭﻕ ﺍﻟﻭﻅﯾﻔﻲ ﻓ ـﻲ ﻛﺎﻓ ـﺔ‬
‫ﺃﻧﺣﺎﺀ ﺍﻟﻣﺷﺭﻭﻉ‪ .‬ﻓﻬﻡ – ﻋﻛﺱ ﺍﻟﻣﺩﯾﺭ ﺍﻟﻌﺎﻡ ﺍﻟﺫﻱ ﯾﻘﻧﻊ ﺑﻭﺟﻭﺩ ﺇﺩﺍﺭﺓ ﺃﻭ ﺇﺩﺍﺭﺗﯾﻥ ﻣﺗﻔﻭﻗﺗﯾﻥ ﺃﺩﺍﺋﯾ ـﺎﹰ‬
‫ﻓﻘﻁ – ﯾﻁﻠﺑﻭﻥ ﺗﻧﻔﯾﺫﺍﹰ ﻣﺗﻔﻭﻗﺎﹰ ﻓﻲ ﻛل ﻭﻅﯾﻔﺔ‪ .‬ﻭﻫﻡ ﺃﯾﺿﺎﹰ ﻻ ﯾﻘﺑﻠﻭﻥ ﺑﺄﻥ ﯾﺩﻋﻭﺍ ﺍﻟﺿﻌﻑ ﻓﻲ ﺣﻘ ـل‬
‫ﺃﻭ ﺣﻘﻠﯾﻥ )ﻣﺛل ﺍﻟﺭﻗﺎﺑﺔ‪ ،‬ﺍﻟﺑﺣﺙ ﻭﺍﻟﺗﻁﻭﯾﺭ‪ ،‬ﻭﺍﻟﻬﻧﺩﺳﺔ( ﯾﻧﺟﺢ ﻓﻲ ﺗﺣﯾﯾ ـﺩ ﺍﻟ ـﺩﻭﺍﺋﺭ ﺍﻟﻘﻭﯾ ـﺔ ﻓ ـﻲ‬
‫ﺷﺭﻛﺗﻬﻡ‪ .‬ﻭﻧﺗﯾﺟﺔ ﻟﺫﻟﻙ‪ ،‬ﻓﻬﻡ ﯾﺣﺻﻠﻭﻥ ﻣﻥ ﻛلّ ﺇﺳﺗﺭﺍﺗﯾﺟﯾﺔ ﻭﻣﻥ ﻛل ﺑﺭﻧﺎﻣﺞ ﺃﻛﺛﺭ ﻣﻣﺎ ﯾﺣ ـﺻل‬
‫ﻋﻠﯾﻪ ﻣﻧﺎﻓﺳﻭﻫﻡ‪.‬‬
‫ﻭﺍﻹﺣﺳﺎﺱ ﺍﻟﻘﻭﻱ ﺑﻘﺩﺭﺍﺕ ﺍﻟﻣﺅﺳﺳﺔ ﯾﻔﺻل ﺑﯾﻥ ﻛﺑﺎﺭ ﺍﻟﻌﺎﻣﯾﻥ ﻭﺍﻟﺗﻧﻔﯾ ـﺫﯾﯾﻥ ﺍﻷﻗ ـل ﻣ ـﻧﻬﻡ‬
‫ﻛﻔﺎﺀﺓ‪ .‬ﻓﺎﻟﻣﺩﺭﺍﺀ ﻻ ﯾﻠﺯﻣﻭﻥ ﺍﻟﺷﺭﻛﺔ ﺃﻛﺛﺭ ﻣﻣﺎ ﺗﻁﯾﻕ ﺃﻭ –ﺧﻼﻑ ﺫﻟﻙ‪ -‬ﺑﺧﻁﻭﺓ ﻫﻲ ﺩﻭﻥ ﻗ ـﺩﺭﺓ‬
‫ﺍﻟﺷﺭﻛﺔ‪ .‬ﻛﻣﺎ ﺃﻧﻬﻡ ﯾﻔﻬﻣﻭﻥ ﺃﯾﺿﺎﹰ ﺗﺄﺛﯾﺭ ﺍﻟﺗﺭﻛﯾﺯ ﻋﻠﻰ ﺑﺿﻌﺔ ﺃﺷﯾﺎﺀ ﻓﻲ ﻭﻗﺕ ﻭﺍﺣ ـﺩ‪ .‬ﻓ ـﻲ ﻣ ـﺎﻱ‬
‫ﺩﯾﺑﺎﺭﺗﻣﻧﺕ ﺳﺗﻭﺭﺯ ﻣﺛﻼﹰ‪ ،‬ﺣﻘﻕ ﺩﯾﻔﯾﺩ ﻓﹶﺭِل ﺗﺣﺳﯾﻧﺎﺕ ﺃﺷﺑﻪ ﺑﺎﻟﻣﻌﺟﺯﺓ ﻓﻲ ﺍﻻﻧﻛﻣ ـﺎﺵ ﺍﻟﺗﺟ ـﺎﺭﻱ‪،‬‬
‫ﻭﻣﺳﺗﻭﯾﺎﺕ ﺍﻟﻣﺧﺯﻭﻥ‪ ،‬ﻭﺗﻛﻠﻔﺔ ﺍﻟﻌﻣل‪ ،‬ﻭﺍﻟﺗﺟﺎﺭﺓ ﻋﻠﻰ ﻣﺳﺗﻭﻯ ﺍﻟﻣﺗﺟﺭ ﻭﺫﻟﻙ ﺑﺄﻥ ﺭﻛﹼ ـﺯ ﺑﺑ ـﺳﺎﻁﺔ‬
‫ﺟﻬﻭﺩ ﺍﻟﻣﺅﺳﺳﺔ ﺑﺄﻛﻣﻠﻬﺎ ﻋﻠﻰ ﻣﺷﺎﻛل ﺍﻟﺗﺷﻐﯾل ﺍﻟﻌﺎﺩﯾﺔ ﻫﺫﻩ‪.‬‬
‫ﻭﻫﺅﻻﺀ ﺍﻟﻣﺩﺭﺍﺀ ﯾﺗﻣﻠﹼﻛﻬﻡ ﻫﻭﺱ ﺑﺎﻟﺗﻛﺎﻟﯾﻑ‪ .‬ﻓﻬﻡ ﯾﻔﻬﻣﻭﻥ ﺁﻟﯾﺎﺕ ﺍﻟﻧﻘﻭﺩ ﻓﻲ ﻋﻣﻠﻬﻡ ﺃﻱ ﻛﯾ ـﻑ‬
‫ﺗﺗﻐﯾﺭ ﺍﻟﺗﻛﻠﻔﺔ ﻋﻧﺩﻣﺎ ﺗﺗﻐﯾﺭ ﺃﺣﺟﺎﻡ ﺍﻟﻌﻣل‪ .‬ﻭﻫﻡ ﻛﺫﻟﻙ ﻻ ﯾﺗﺭﻛﻭﻥ ﺍﻟﻧﺳﺏ ﺍﻟﻣﺋﻭﯾﺔ ﻟﻠﺗﻛﻠﻔ ـﺔ ﺗﺧ ـﺭﺝ‬
‫ﻋﻥ ﺳﯾﻁﺭﺗﻬﻡ ﻣﻬﻣﺎ ﻛﺎﻥ ﺍﻟﺗﻔﺳﯾﺭ ﺍﻟﺫﻱ ﯾﻘﺩﻡ ﻟﻬﻡ ﻋﻥ ﺫﻟﻙ ﻣﻌﻘﻭﻻﹰ‪ .‬ﻓﻬﻡ ﺑﻛل ﺑﺳﺎﻁﺔ ﻻ ﯾﺳﻣﺣﻭﻥ –‬
‫ﻣﺛﻼﹰ‪ -‬ﻟﻠﻧﻔﻘﺎﺕ ﻏﯾﺭ ﺍﻟﻣﺑﺎﺷﺭﺓ ﺑﺎﻻﺭﺗﻔﺎﻉ ﻣﻥ ‪ %12‬ﻣﻥ ﻧﺳﺑﺔ ﺍﻟﻣﺑﯾﻌﺎﺕ ﺇﻟﻰ ‪ %14‬ﻣﻬﻣ ـﺎ ﻛﺎﻧ ـﺕ‬
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‫ﻣﻬﺎﺭﺍﺕ ﺍﻹﺩﺍﺭﺓ‬ ‫ﺍﻷﻛﺎﺩﳝﻴﺔ ﺍﻷﻣﺮﻳﻜﻴﺔ ﻟﻠﻌﻠﻮﻡ ﻭ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ‬

‫ﺍﻟﻅﺭﻭﻑ‪ .‬ﻛﻣﺎ ﻭﯾﺑﺣﺛﻭﻥ ﺑﺎﺳﺗﻣﺭﺍﺭ ﻋﻥ ﻁﺭﻕ ﻟﻠﻘﯾﺎﻡ ﺑﺄﻋﻣﺎﻟﻬﻡ ﺑﺗﻛﻠﻔﺔ ﺃﻗل‪ .‬ﻭﺑﺎﻹﺿﺎﻓﺔ ﺇﻟﻰ ﺫﻟﻙ ﻻ‬
‫ﯾﻘﺑﻠﻭﻥ ﺍﻹﺟﺎﺑﺎﺕ ﺍﻟﻐﺎﻣﺿﺔ ﻭﻻ ﺍﻟﺗﻣﻧﻲ ﻭﻻ ﺍﻧﻌﺩﺍﻡ ﺍﻟﻣﺗﺎﺑﻌﺔ ﻋﻧﺩ ﺍﻗﺗﺭﺍﺡ ﺇﻧﺷﺎﺀ ﺇﺩﺍﺭﺍﺕ ﺃﻭ ﺑ ـﺭﺍﻣﺞ‬
‫ﺟﺩﯾﺩﺓ‪.‬‬
‫ﻭﺃﺧﯾﺭﺍﹰ ﻓﺈﻥ ﻛﺑﺎﺭ ﻣﺩﺭﺍﺀ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﯾﺎ ﯾﺣﺳﻧﻭﻥ ﺍﺳﺗﺧﺩﺍﻡ ﺍﻟﻣﻌﻠﻭﻣﺎﺕ ﺃﻛﺛﺭ ﻣ ـﻥ ﺯﻣﻼﺋﻬ ـﻡ‬
‫ﻻﻛﺗﺷﺎﻑ ﺍﻟﻣﺷﺎﻛل ﻣﺑﻛﺭﺍﹰ ﻭﺗﺣﺩﯾﺩ ﺍﻟﻣﯾﺯﺍﺕ ﺍﻟﺗﻧﺎﻓﺳﯾﺔ ﺍﻟﻣﺣﺗﻣﻠﺔ‪ .‬ﻭﻻ ﯾﺗﻌﻠﻕ ﺍﻷﻣﺭ ﺑﻭﺟﻭﺩ ﻣﻌﻠﻭﻣﺎﺕ‬
‫ﺃﻛﺛﺭ ﻟﺩﯾﻬﻡ‪ ،‬ﺑل ﻫﻭ ﯾﺗﻌﻠﻕ ﺑﻛل ﺑﺳﺎﻁﺔ ﺑﺎﺳﺗﺧﺩﺍﻣﻬﻡ ﻟﻠﻣﻌﻠﻭﻣﺎﺕ ﺑﺷﻛل ﺃﻓﺿل‪ .‬ﻭﯾﻌﻭﺩ ﻫﺫﺍ ﺟﺯﺋﯾ ـﺎﹰ‬
‫ﺇﻟﻰ ﻛﻭﻥ ﺃﻓﺿل ﺍﻟﻣﺩﺭﺍﺀ ﺍﻟﻌﺎﻣﯾﻥ ﻣﺯﯾﺟﺎﹰ ﻧﺎﺩﺭﺍﹰ ﯾﺟﻣﻊ ﺑﯾﻥ ﺷﺧﺻﯾﺔ ﺍﻟﻣﺷﻐل ﺍﻟﺟﯾﺩ ﻭﺭﺟل ﺍﻟﻣﻔﺎﻫﯾﻡ‬
‫ﺍﻟﺟﯾﺩ‪ .‬ﻭﺍﻷﻣﺭ ﯾﺗﻌﺩﻯ ﻫﺫﺍ ﺃﯾﺿﺎﹰ‪ .‬ﻓﺎﻷﺭﻗﺎﻡ ﻭﺍﻟﺣﻘﺎﺋﻕ ﺗﻌﻧﻲ ﺷﯾﺋﺎﹰ ﻣﻬﻣﺎﹰ ﻟﻬﻡ ﻷﻧﻬﻡ ﯾﻌﺭﻓﻭﻥ ﻋﻣﻼﺀﻫﻡ‬
‫ﻭﻣﻧﺗﺟﺎﺗﻬﻡ ﻭﻣﻧﺎﻓﺳﯾﻬﻡ ﺃﯾﺿﺎﹰ‪ .‬ﻭﻫﻡ ﻻ ﯾﺗﻭﻗﻔﻭﻥ ﺃﺑﺩﺍﹰ ﻋﻥ ﻣﺣﺎﻭﻟﺔ ﻗﺭﺍﺀﺓ ﺗﻠﻙ ﺍﻟﺣﻘﺎﺋﻕ ﻭﺍﻷﺭﻗﺎﻡ ﺑﺣﺛﺎﹰ‬
‫ﻋﻥ ﺇﺷﺎﺭﺍﺕ ﺗﻣﻧﺣﻬﻡ ﻣﯾﺯﺓ ﻓﻲ ﺍﻟﺳﻭﻕ‪.‬‬
‫ﺇﻥ ﻫﺅﻻﺀ ﺍﻟﻣﺩﺭﺍﺀ ﯾﺩﺭﺑﻭﻥ ﺃﻧﻔﺳﻬﻡ ﻋﻠﻰ ﺃﻥ ﯾﺳﺄﻟﻭﺍ "ﻣﺎﺫﺍ ﯾﻌﻧ ـﻲ" ﻭ "ﻟﻣ ـﺎﺫﺍ"‪ .‬ﻓﺎﻟﺯﯾ ـﺎﺭﺍﺕ‬
‫ﺍﻟﻣﯾﺩﺍﻧﯾﺔ ﺇﻟﻰ ﺍﻟﻣﺻﺎﻧﻊ ﻭﺍﻟﻣﻛﺎﺗﺏ ﺗﺯﻭﺩﻫﻡ ﺑﻣﻌﻠﻭﻣﺎﺕ ﻣﺑﺎﺷﺭﺓ‪ .‬ﻭﻫﻡ ﯾﻁﺎﻟﺑﻭﻥ ﺗﻘﺎﺭﯾﺭ ﻋﻣﺎ ﻫﻭ ﻣﻬﻡ‬
‫ﻭﻻ ﯾﻁﻠﺑﻭﻥ ﺳﯾﻼﹰ ﻻ ﯾﺗﻭﻗﻑ ﻣﻥ ﺍﻟﺑﯾﺎﻧﺎﺕ ﻣﻥ ﺃﻧﻅﻣﺔ ﺍﻟﻣﻌﻠﻭﻣﺎﺕ‪ .‬ﻭﻓﻭﻕ ﻫﺫﺍ ﻭﺫﻟﻙ ﻓﻘ ـﺩ ﺗﻌﻠﻣ ـﻭﺍ‬
‫ﺍﻻﺳﺗﻣﺎﻉ‪ ،‬ﻭﺃﻥ ﯾﻬﺗﻣﻭﺍ ﺑﺻﺩﻕ ﺑﻣﺎ ﯾﻌﺗﻘﺩﻩ ﺍﻟﻧﺎﺱ ﺣﻭل ﺍﻟﻌﻣل‪ ،‬ﻭﺍﻟﻣﺣﯾﻁ ﺍﻟﺗﻧﺎﻓﺳﻲ‪ ،‬ﻭﺍﻹﺳﺗﺭﺍﺗﯾﺟﯾﺔ‪،‬‬
‫ﻭﺍﻟﻧﺎﺱ ﺍﻵﺧﺭﯾﻥ‪ ،‬ﻭﺍﻟﻣﺅﺳﺳﺔ – ﺃﻱ ﺑﺎﻷﻋﻣﺎل ﻛﻠﻬﺎ‪ .‬ﻭﻗﺩ ﻋﺑﺭ ﻋﻥ ﻫﺫﺍ ﺟﯾﺩﺍﹰ ﻟ ـﻭﺭﺍﻧﺱ ﺑﻭﺳ ـﯾﺩﻱ‬
‫ﻧﺎﺋﺏ ﺭﺋﯾﺱ ﻣﺟﻠﺱ ﺇﺩﺍﺭﺓ ﺟﻲ ﺇﻱ ﻓﻘﺎل‪ :‬ﺇﺫﺍ ﻛﺎﻥ ﻣﺭﺅﻭﺳﻭﻙ ﯾﻔﺗﻘﺭﻭﻥ ﺇﻟ ـﻰ ﺍﻷﻓﻛ ـﺎﺭ ﺍﻟﺟﯾ ـﺩﺓ‪،‬‬
‫ﺗﺧﻠﹼﺹ ﻣﻧﻬﻡ ﻭﻭﻅﹼﻑ ﺃﺻﺣﺎﺏ ﺍﻷﻓﻛﺎﺭ ﺍﻟﺟﯾﺩﺓ‪ .‬ﻭﻟﻛﻥ ﻋﻧﺩﻣﺎ ﯾﻛﻭﻥ ﻣﻭﻅﻔﻭﻙ ﺟﯾﺩﯾﻥ ﺗﺄﻛ ـﺩ ﺑﺄﻧ ـﻙ‬
‫ﺗﺳﺗﻣﻊ ﻟﻣﺎ ﯾﻘﻭﻟﻭﻥ"‪.‬‬
‫ﻭﺑﺎﺧﺗﺻﺎﺭ‪ ،‬ﯾﺅﺛﺭ ﺍﻟﻣﺩﺭﺍﺀ ﺍﻟﻌﺎﻣﻭﻥ ﺍﻟﺑﺎﺭﺯﻭﻥ ﻋﻠﻰ ﺷﺭﻛﺎﺗﻬﻡ ﺑﻁﺭﻕ ﺳ ـﺗﺔ ﻫﺎﻣ ـﺔ‪ .‬ﻓﻬ ـﻡ‬
‫ﯾﻁﻭﺭﻭﻥ ﻣﺣﯾﻁ ﻋﻣل ﻣﻣﯾﺯ؛ ﻭﯾﻘﻭﺩﻭﻥ ﺍﻟﺗﻔﻛﯾﺭ ﺍﻻﺳﺗﺭﺍﺗﯾﺟﻲ ﺍﻟﻣﺑﺩﻉ؛ ﻭﯾﺩﯾﺭﻭﻥ ﻣﻭﺍﺭﺩ ﺍﻟ ـﺷﺭﻛﺔ‬
‫ﺑﺷﻛل ﻣﺛﻣﺭ؛ ﻭﯾﻭﺟﻬﻭﻥ ﺗﻧﻣﯾﺔ ﺍﻟﻌﻧﺻﺭ ﺍﻟﺑﺷﺭﻱ ﻭﺗﻭﺯﯾﻌﻪ؛ ﻭﯾﺑﻧﻭﻥ ﻣﺅﺳﺳﺔ ﺩﯾﻧﺎﻣﯾﻛﯾﺔ؛ ﻭﯾﺷﺭﻓﻭﻥ‬
‫ﻋﻠﻰ ﺍﻟﻌﻣﻠﯾﺎﺕ ﯾﻭﻣﺎﹰ ﺑﯾﻭﻡ‪ .‬ﻭﻛﻼﹰ ﻋﻠﻰ ﺣﺩﺓ‪ ،‬ﻻ ﯾﻌﺗﺑﺭ ﺃﻱ ﻣﻥ ﻫﺫﻩ ﺍﻷﺷﯾﺎﺀ ﺟﺩﯾﺩﺍﹰ ﺃﻭ ﻓﺭﯾ ـﺩﺍﹰ ﻣ ـﻥ‬
‫ﻧﻭﻋﻪ ﻛﻠﹼﯾﺔ‪ .‬ﻏﯾﺭ ﺃﻥ ﺍﻟﻣﺩﺭﺍﺀ ﺍﻟﻌﺎﻣﯾﻥ ﺍﻟﻧﺎﺟﺣﯾﻥ ﻫﻡ ﺃﻓﺿل ﻣﻥ ﻏﯾﺭﻫﻡ ﻓﻲ ﺭﺅﯾﺔ ﺍﻟﻌﻼﻗﺎﺕ ﺍﻟﺑﯾﻧﯾﺔ‬
‫ﺑﯾﻥ ﻫﺫﻩ ﺍﻟﺣﻘﻭل ﺍﻟﺳﺗﺔ ﻭﻓﻲ ﻭﺿﻊ ﺍﻷﻭﻟﻭﯾﺎﺕ ﻭﻓﻲ ﺟﻌل ﺍﻷﺷﯾﺎﺀ ﺍﻟ ـﺻﺣﯾﺣﺔ ﺗﺣ ـﺩﺙ‪ .‬ﻭﻧﺗﯾﺟ ـﺔ‬
‫ﻟﺫﻟﻙ‪ ،‬ﻓﺈﻥ ﻧﺷﺎﻁﺎﺗﻬﻡ ﻓﻲ ﻫﺫﻩ ﺍﻟﺣﻘﻭل ﺗﺧﻠﻕ ﻧﻣﻁﺎﹰ ﻣﺗﻣﺎﺳﻛﺎﹰ ﻭﻣﺗﺳﻘﺎﹰ ﯾﺩﻓﻊ ﺑﺎﻟﻌﻣل ﻗﺩﻣﺎﹰ‪.‬‬
‫ﻭﺑﻁﺑﯾﻌﺔ ﺍﻟﺣﺎل ﻓﺈﻥ ﻫﺫﻩ ﺍﻟﻣﺳﺅﻭﻟﯾﺎﺕ ﺍﻟﺳﺗﺔ ﻻ ﺗﺣﻛﻲ ﺍﻟﻘﺻﺔ ﺑﺄﻛﻣﻠﻬﺎ‪ .‬ﻭﺫﻟﻙ ﺃﻥ ﻣﻬ ـﺎﺭﺍﺕ‬
‫ﺍﻟﻘﯾﺎﺩﺓ ﻭﺍﻷﺳﺎﻟﯾﺏ ﺍﻟﺷﺧﺻﯾﺔ ﻟﻠﻣﺩﺭﺍﺀ ﺍﻟﻌﺎﻣﯾﻥ ﻭﺗﺟﺎﺭﺑﻬﻡ ﻫﻲ ﺃﺟﺯﺍﺀ ﻫﺎﻣﺔ ﻣﻥ ﺍﻟﻘ ـﺻﺔ ﺑﺄﻛﻣﻠﻬ ـﺎ‪.‬‬
‫ﻏﯾﺭ ﺃﻥ ﺗﺭﻛﯾﺯ ﺍﻟﺟﻬﺩ ﻓﻲ ﻫﺫﻩ ﺍﻟﺣﻘﻭل ﺍﻟﺳﺗﺔ ﻣﻥ ﺷﺄﻧﻪ ﺃﻥ ﯾﺳﺎﻋﺩ ﺃﻱ ﻣﺩﯾﺭ ﻋﺎﻡ ﻛﻲ ﯾﺻﺑﺢ ﺃﻛﺛﺭ‬
‫ﻓﻌﺎﻟﯾﺔ‪ .‬ﻭﻻ ﺑﺩ ﺃﻥ ﯾﻌﻧﻲ ﻫﺫﺍ ﺟﻌل ﺍﻷﺷﯾﺎﺀ ﺍﻟﺻﺣﯾﺣﺔ ﺗﺣﺩﺙ ﺑﺷﻛل ﺃﺳﺭﻉ ﻭﺃﻛﺛﺭ – ﻭﻫﺫﺍ ﻫﻭ ﻣ ـﺎ‬
‫ﻧﺭﯾﺩ ﺗﺣﻘﯾﻘﻪ ﻛﻣﺩﺭﺍﺀ ﻋﺎﻣﯾﻥ‪.‬‬
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‫ﻣﻬﺎﺭﺍﺕ ﺍﻹﺩﺍﺭﺓ‬ ‫ﺍﻷﻛﺎﺩﳝﻴﺔ ﺍﻷﻣﺮﻳﻜﻴﺔ ﻟﻠﻌﻠﻮﻡ ﻭ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ‬

‫‪ -‬ﺃﺳﺋﻠﺔ ﻟﻠﻣﻧﺎﻗﺷﺔ‪:‬‬
‫‪ -1‬ﺿﻊ ﻣﻬﺎﺭﺍﺗﻙ ﻭﻧﻘﺎﻁ ﻗﻭﺗﻙ ﻭﻓﻘﺎﹰ ﻟ ـ "ﺍﻟﻣﻬﺎﻡ ﺍﻟﺳﺗﺔ ﺍﻷﺳﺎﺳﯾﺔ ﻟﻠﻣﺩﺭﺍﺀ ﺍﻟﻌﺎﻣﯾﻥ" ‪ .‬ﻓﻲ ﺃﻱ‬
‫ﺣﻘل ﺗﺷﻌﺭ ﺑﺄﻗﺻﻰ ﻗﺩﺭ ﻣﻥ ﺍﻟﺭﺍﺣﺔ ﺃﻭ ﺍﻟﺧﺑﺭﺓ؟ ﻭﺃﯾﻬﺎ ﺃﻛﺛﺭ ﺇﺷﻛﺎﻟﯾﺔ ﺑﺎﻟﻧﺳﺑﺔ ﻟﻙ‪ ،‬ﻭﻟﻣﺎﺫﺍ؟‬
‫‪ -2‬ﻫل ﯾﺑﺎﻟﻎ ﺍﻟﻛﺎﺗﺏ ﺑﺧﺻﻭﺹ ﻣﺎ ﻟﺩﻯ ﺍﻟﻣﺩﯾﺭ ﺍﻟﻌﺎﻡ ﻣﻥ ﺗﺄﺛﯾﺭ ﻋﻠﻰ ﺍﻟﻣﺅﺳﺳﺔ؟ ﻭﻫل ﯾﻌﻠﹼل‬
‫ﺑﺷﻛل ﻣﻘﻧﻊ ﺗﺄﺛﯾﺭ ﺍﻟﻘﻭﻯ ﺍﻻﻗﺗﺻﺎﺩﯾﺔ ﻭﺗﺣﺭﻛﺎﺕ ﺍﻟﻣﻧﺎﻓﺳﯾﻥ ﻭﺍﻟﻣﺩﺭﺍﺀ ﻏﯾﺭ ﺍﻷﻛﻔﺎﺀ ‪ ....‬ﺇﻟﺦ ﻋﻠ ـﻰ‬
‫ﺍﻟﺭﻭﺡ ﺍﻟﺗﻧﺎﻓﺳﯾﺔ ﻟﻠﺷﺭﻛﺔ؟‬
‫‪ -3‬ﻛﯾﻑ ﯾﻁﻭﺭ ﺍﻟﻣﺩﺭﺍﺀ ﺍﻟﻌﺎﻣﻭﻥ ﺭﺅﯾﺔ ﺇﺳﺗﺭﺍﺗﯾﺟﯾﺔ؟ ﺇﺫ ﯾﺟﺏ ﻋﻠﯾﻬﻡ ﺃﻥ ﯾﻔﻌﻠﻭﺍ ﺫﻟﻙ ﻣ ـﻥ‬
‫ﻭﺟﻬﺔ ﻧﻅﺭ ﺍﻟﻛﺎﺗﺏ‪ .‬ﺍﺧﺗﺭ ﺷﺭﻛﺔ ﺗﻌﺭﻓﻬﺎ ﻭﺣﺩﺩ ﻣﻛﻭﻧﺎﺕ ﺭﺅﯾﺗﻬﺎ ﺍﻹﺳﺗﺭﺍﺗﯾﺟﯾﺔ‪.‬‬
‫‪ -4‬ﯾﻘﻭل ﺍﻟﻛﺎﺗﺏ "ﺇﻥ ﺃﻓﺿل ﺍﻟﻣﺩﺭﺍﺀ ﺍﻟﻌﺎﻣﯾﻥ ﯾﺷﺗﺭﻛﻭﻥ ﺑﻌﻣﻕ ﻓﻲ ﺗﺣﺩﯾﺩ ﻗ ـﯾﻡ ﺍﻟ ـﺷﺭﻛﺔ‪".‬‬
‫ﻛﯾﻑ ﯾﻘﻭﻡ ﺍﻟﻣﺩﺭﺍﺀ ﺍﻟﻌﺎﻣﻭﻥ ﺑﺈﯾﺻﺎل ﻗﯾﻡ ﺍﻟﺷﺭﻛﺔ ﻭﺃﺧﻼﻗﯾﺎﺗﻬﺎ؟ ﻭﻫل ﯾﺟﺏ ﺃﻥ ﯾﻛﻭﻥ ﻧﻣﻁ ﺍﻟﺷﺭﻛﺔ‬
‫ﻣﺑﻧﯾﺎﹰ ﻋﻠﻰ ﺃﺳﺎﺱ ﺍﻟﻣﻌﺎﯾﯾﺭ ﺍﻷﺧﻼﻗﯾﺔ ﻟﻠﻣﺩﯾﺭ ﻭﺣﺩﻩ؟‬
‫‪ -5‬ﻟﻛﻲ ﯾﻛﻭﻥ ﺍﻟﻣﺩﺭﺍﺀ ﺍﻟﻌﺎﻣﻭﻥ ﻓﻌﺎﻟﯾﻥ‪ ،‬ﯾﻧﺑﻐﻲ ﻋﻠﯾﻬﻡ ﺃﻥ ﯾﻔﻬﻣﻭﺍ ﻛﺎﻓﺔ ﻣﺳﺗﻭﯾﺎﺕ ﻋﻣﻠﯾ ـﺎﺕ‬
‫ﺷﺭﻛﺗﻬﻡ‪ .‬ﻫل ﻣﻥ ﺍﻟﺿﺭﻭﺭﻱ ﺃﻥ ﯾﻔﻬﻡ ﺍﻟﻣﺳﺗﺧﺩﻣﻭﻥ ﻋﻠﻰ ﻛﺎﻓﺔ ﻣﺳﺗﻭﯾﺎﺗﻬﻡ ﻋﻣل ﺍﻟﻣﺩﯾﺭ ﺍﻟﻌﺎﻡ؟‬

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