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‫ﻣﺪﺭﺱ‪:‬ﯾﺎﺩﺩﺍﺷﺖ ﺳﺨﻨﺮﺍﻧﯽ ﻣﺤﻤﺪ ﻧﻮﺭ ﺷﯿﺪﺍ ﺗﻬﯿﻪ‬

‫ﺷﺪﻩﺗﻮﺳﻂ‪ :‬ﻋﺒﺪﺍﻟﮑﺮﯾﻢ ﭘﻮﯾﺎ‬
‫ﺗﺮﻡ‪7:‬ﻫﻔﺘﻢ‪ -‬ﭘﺎﯾﯿﺰ ‪1402 -‬‬
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‫ﺳﺎﺯﻣﺎﻥﻭ ﻣﺘﻔﺎﻭﺕ‬
‫ﺍﻧﻮﺍﻉ‬
 ‫ﺳﺎﺯﻣﺎﻥﭼﯿﺴﺖ؟‬
‫‪3‬‬
‫• ﻫﻨﮕﺎﻣﯽﮐﻪ ﺩﻭ ﯾﺎ ﭼﻨﺪ ﻧﻔﺮ ﺩﻭﺭ ﻫﻢ ﺟﻤﻊ ﻣﯽ ﺷﻮﻧﺪ ﻭ ﺗﻮﺍﻓﻖ ﻣﯽ ﮐﻨﻨﺪ ﮐﻪ ﻓﻌﺎﻟﯿﺖ ﻫﺎﯼ ﺧﻮﺩ‬
‫ﺭﺍﺑﺮﺍﯼ ﺩﺳﺘﯿﺎﺑﯽ ﺑﻪ ﺍﻫﺪﺍﻑ ﻣﺸﺘﺮﮎ ﺧﻮﺩ ﻫﻤﺎﻫﻨﮓ ﮐﻨﻨﺪ‪،‬‬
‫• ﻗﺮﺍﺭﺍﺳﺖ ﻧﻘﺸﻪ ﻫﺎ ﻭ ﻣﺸﺨﺼﺎﺕ ﻫﺮ ﺳﺎﺧﺖ ﻭ ﺳﺎﺯ ﺩﺭ ﻧﻬﺎﯾﺖ ﺑﻪ ﺳﺎﺯﻩ ﻫﺎ‬
‫ﻭﺗﺎﺳﯿﺴﺎﺕ ﻓﯿﺰﯾﮑﯽ ﺗﺒﺪﯾﻞ ﺷﻮﺩ‪.‬‬
‫• ﺍﯾﻦﺷﺎﻣﻞ ﺳﺎﺯﻣﺎﻧﺪﻫﯽ ﻭ ﻫﻤﺎﻫﻨﮕﯽ ﺗﻤﺎﻡ ﻣﻨﺎﺑﻊ ﻣﻮﺭﺩ ﻧﯿﺎﺯ ﺑﺮﺍﯼ ﭘﺮﻭﮊﻩ ﺍﺳﺖ‬

‫• ﺳﺎﺯﻣﺎﻥﺳﯿﺴﺘﻤﯽ ﺍﺳﺖ ﮐﻪ ﺳﺎﺧﺘﺎﺭﯼ ﺑﺮﺍﯼ ﺍﻧﺴﺎﻥ‪ ،‬ﻣﺎﺷﯿﻦ‪ ،‬ﻣﻮﺍﺩ ﻭ ﺳﺎﯾﺮ‬

‫ﻣﻨﺎﺑﻊﻓﺮﺍﻫﻢ ﻣﯽ ﮐﻨﺪ‪ .‬ﻭ ﺍﺭﺗﺒﺎﻁ ﻋﻤﻠﮑﺮﺩﯼ ﺁﻧﻬﺎ ﺭﺍ ﺗﻀﻤﯿﻦ ﻣﯽ ﮐﻨﺪ‪،‬‬

‫• ﺳﺎﺯﻣﺎﻥﺑﻪ ﻣﻌﻨﺎﯼ ﺗﻮﺳﻌﻪ ﻭ ﺣﻔﻆ ﺳﺎﺧﺘﺎﺭ ﺭﻭﺍﺑﻂ ﮐﺎﺭﯼ ﺑﻪ ﻣﻨﻈﻮﺭ ﺩﺳﺘﯿﺎﺑﯽ‬

‫ﺑﻪﺍﻫﺪﺍﻑ ﺳﺎﺯﻣﺎﻧﯽ ﺍﺳﺖ‪.‬‬
 ‫ﻓﺮﺁﯾﻨﺪﺳﺎﺯﻣﺎﻧﺪﻫﯽ‬
‫)ﻣﺮﺍﺣﻞ ﯾﮏ ﺳﺎﺯﻣﺎﻥ(‬
‫‪4‬‬
‫• ﺗﻌﯿﯿﻦﺍﻫﺪﺍﻑ‪:‬‬
‫• ﺍﻫﺪﺍﻑ‪،‬ﺍﻫﺪﺍﻓﯽ ﻫﺴﺘﻨﺪ ﮐﻪ ﺳﺎﺯﻣﺎﻥ ﺑﺎﯾﺪ ﺑﺮﺍﯼ ﺁﻧﻬﺎ ﻃﺮﺍﺣﯽ ﺷﻮﺩ‪ .‬ﺑﻪ ﻃﻮﺭ ﺧﻼﺻﻪ ﺗﻮﺿﯿﺢ ﻣﯽ ﺩﻫﺪ ﮐﻪ‬
‫ﭼﺮﺍﺳﺎﺯﻣﺎﻥ ﺗﺸﮑﯿﻞ ﻣﯽ ﺷﻮﺩ؟ ﺁﻧﻬﺎ ﺑﻪ ﺳﺎﺯﻣﺎﻥ ﺟﻬﺖ ﺭﺍ ﻧﺸﺎﻥ ﻣﯽ ﺩﻫﻨﺪ ﮐﻪ ﺑﻪ ﮐﺠﺎ ﺑﺮﻭﺩ‪.‬‬

‫•‬
‫ﺗﺼﻤﯿﻢﮔﯿﺮﯼ ﺩﺭ ﻣﻮﺭﺩ ﻓﻌﺎﻟﯿﺖ ﻫﺎﯼ ﻣﺨﺘﻠﻒ‪:‬‬

‫• ﭘﺲﺍﺯ ﮔﻮﺵ ﺩﺍﺩﻥ ﺑﻪ ﺍﻫﺪﺍﻑ‪ ،‬ﻻﺯﻡ ﺍﺳﺖ ﺭﻭﺵ ﻫﺎ ﯾﺎ ﻓﻌﺎﻟﯿﺖ ﻫﺎﯾﯽ ﮐﻪ ﺑﺮﺍﯼ ﺩﺳﺘﯿﺎﺑﯽ ﺑﻪ ﺍﯾﻦ‬
‫ﺍﻫﺪﺍﻑﺍﻧﺠﺎﻡ ﻣﯽ ﺷﻮﺩ ﺑﺮﺭﺳﯽ ﺷﻮﺩ‪ .‬ﺑﻨﺎﺑﺮﺍﯾﻦ ﺗﻘﺴﯿﻢ ﮐﺎﺭ ﺿﺮﻭﺭﯼ ﺍﺳﺖ‪ .‬ﺍﯾﻦ ﺍﻣﺮ ﺍﺯ ﺳﺮﺩﺭﮔﻤﯽ ﻭ‬
‫ﻫﺪﺭﺩﺍﺩﻥ ﺍﻓﺮﺍﺩ‪ ،‬ﻣﺎﺷﯿﻦ‪ ،‬ﭘﻮﻝ ﻭ ﻣﻮﺍﺩ ﺟﻠﻮﮔﯿﺮﯼ ﻣﯽ ﮐﻨﺪ‪.‬‬

‫• ﮔﺮﻭﻩﺑﻨﺪﯼ ﻓﻌﺎﻟﯿﺖ ﻫﺎ‪:‬‬

‫• ﻓﻌﺎﻟﯿﺖﻫﺎﯼ ﻣﺸﺎﺑﻪ ﺑﺎ ﻫﻢ ﺟﻤﻊ ﺷﺪﻩ ﻭ ﺑﻪ ﻫﺮ ﺑﺨﺶ ﯾﺎ ﺑﺨﺶ ﺍﺧﺘﺼﺎﺹ ﺩﺍﺩﻩ ﻣﯽ ﺷﻮﺩ‪ .‬ﺑﺨﺶ‬
‫ﻫﺎﯼﻣﺨﺘﻠﻔﯽ ﻣﺎﻧﻨﺪ ﭘﺮﺳﻨﻞ‪ ،‬ﺍﻣﻮﺭ ﻣﺎﻟﯽ‪ ،‬ﺑﺎﺯﺍﺭﯾﺎﺑﯽ‪ ،‬ﺗﻮﻟﯿﺪ ﻭ ﻏﯿﺮﻩ ﻭﺟﻮﺩ ﺩﺍﺭﺩ‪.‬‬
 ‫ﺍﺩﺍﻣﻪ‬ ‫‪5‬‬

‫• ﻭﺍﮔﺬﺍﺭﯼﻣﺴﺉﻮﻟﯿﺖ ﺑﻪ ﺷﺨﺺ ﻣﻌﯿﻦ‪:‬‬

‫• ﻓﺮﺩﻣﻨﺎﺳﺐ ﺩﺭ ﺷﻐﻞ ﻣﻨﺎﺳﺐ‪ ،‬ﺑﺮﺍﯼ ﮐﺎﺭ ﺩﺭﺳﺖ‪ .‬ﺳﺎﺑﻖ‪ .‬ﮐﺎﺭﻫﺎﯼ ﻣﺮﺑﻮﻁ ﺑﻪ ﻣﻬﻨﺪﺱ ﺑﻪ ﻣﻬﻨﺪﺱ‬
‫ﺩﺍﺩﻩﻣﯽ ﺷﻮﺩ‪ .‬ﺯﯾﺮﺍ ﺣﻮﺯﻩ ﺗﺨﺼﺼﯽ ﻣﻮﺭﺩ ﻋﻼﻗﻪ ﺁﻧﻬﺎ ﯾﮑﯽ ﺍﺳﺖ‪.‬‬

‫• ﺗﻔﻮﯾﺾﺍﺧﺘﯿﺎﺭ ‪:‬‬
‫• ﺗﻔﻮﯾﺾﺍﺧﺘﯿﺎﺭ ﺑﻪ ﻓﺮﺩ ﺍﯾﻦ ﺍﻣﮑﺎﻥ ﺭﺍ ﻣﯽ ﺩﻫﺪ ﮐﻪ ﻣﺴﺉﻮﻻﻧﻪ ﮐﺎﺭ ﮐﻨﺪ ﻭ ﺑﺮﺍﯼ ﺗﺼﻤﯿﻢ ﮔﯿﺮﯼ ﺩﺭ‬
‫ﻣﺮﺍﺣﻞﺣﺴﺎﺱ ﺁﺯﺍﺩﯼ ﮐﺴﺐ ﮐﻨﺪ‪ .‬ﺍﯾﻦ ﺑﺎﻋﺚ ﺍﻓﺰﺍﯾﺶ ﻋﻤﻠﮑﺮﺩ ﻓﺮﺩ ﻣﯽ ﺷﻮﺩ‪.‬‬

‫• ﻫﺪﻑﯾﮏ ﻧﺘﯿﺠﻪ ﻗﺎﺑﻞ ﺩﺳﺘﯿﺎﺑﯽ ﺍﺳﺖ ﮐﻪ ﻣﻌﻤﻮﻻ ًﮔﺴﺘﺮﺩﻩ ﻭ ﺑﻠﻨﺪ ﻣﺪﺕ ﺍﺳﺖ‪ .‬ﯾﮏ ﺷﺮﮐﺖ‬
‫ﻣﻤﮑﻦﺍﺳﺖ ﺍﺯ ﺍﻫﺪﺍﻑ ﺑﺮﺍﯼ ﺍﻃﻼﻉ ﺭﺳﺎﻧﯽ ﺍﺳﺘﺮﺍﺗﮋﯼ ﻫﺎﯼ ﺳﺎﻻﻧﻪ ﺍﯼ ﮐﻪ ﻫﺮ ﺑﺨﺶ ﺍﺟﺮﺍ ﻣﯽ ﮐﻨﺪ‬
‫ﺍﺳﺘﻔﺎﺩﻩﮐﻨﺪ‪ .‬ﺍﺯ ﺳﻮﯼ ﺩﯾﮕﺮ‪ ،‬ﯾﮏ ﻫﺪﻑ‪ ،‬ﺍﻗﺪﺍﻣﺎﺕ ﺧﺎﺹ ﻭ ﻗﺎﺑﻞ ﺍﻧﺪﺍﺯﻩ ﮔﯿﺮﯼ ﺭﺍ ﮐﻪ ﻫﺮ ﮐﺎﺭﻣﻨﺪ ﺗﯿﻢ ﺑﺎﯾﺪ‬
‫ﺑﺮﺍﯼﺭﺳﯿﺪﻥ ﺑﻪ ﻫﺪﻑ ﮐﻠﯽ ﺍﻧﺠﺎﻡ ﺩﻫﺪ‪ ،‬ﺗﻌﺮﯾﻒ ﻣﯽ ﮐﻨﺪ‪.‬‬
 ‫ﺳﺎﺧﺘﺎﺭﺳﺎﺯﻣﺎﻥ‬
‫‪6‬‬

‫ﺳﺎﺧﺘﺎﺭﺳﺎﺯﻣﺎﻧﯽ ﺑﺮﺍﯼ ﻫﻤﻪ ﺷﺮﮐﺖ ﻫﺎﯼ ﺗﺠﺎﺭﯼ ﯾﮑﺴﺎﻥ ﻧﯿﺴﺖ‪ .‬ﺑﺮﺧﯽ ﺍﺯ ﻋﻮﺍﻣﻞ‬ ‫•‬
‫ﺣﺎﮐﻢﺑﺮ ﺳﺎﺧﺘﺎﺭ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ‪:‬‬

‫ﺍﻧﺪﺍﺯﻩﺳﺎﺯﻣﺎﻥ‪ :‬ﺑﺴﺘﻪ ﺑﻪ ﺗﻌﺪﺍﺩ ﮐﺎﺭﮔﺮﺍﻥ‪ ،‬ﺳﺎﺧﺘﺎﺭ ﻣﺘﻔﺎﻭﺕ ﺍﺳﺖ‪ .‬ﺍﮔﺮ ﮐﺎﺭﮔﺮ ﺑﯿﺸﺘﺮ‬ ‫•‬
‫ﺑﺎﺷﺪﻓﺮﻕ ﻣﯽ ﮐﻨﺪ‪ .‬ﻭ ﺍﮔﺮ ﮐﺎﺭﮔﺮﺍﻥ ﺣﺪﺍﻗﻞ ﺑﺎﺷﻨﺪ‪ ،‬ﺳﺎﺧﺘﺎﺭ ﺁﻧﻬﺎ ﻣﺘﻔﺎﻭﺕ ﺍﺳﺖ‪.‬‬

‫ﻣﺎﻫﯿﺖﻣﺤﺼﻮﻝ ﺗﻮﻟﯿﺪ ﺷﺪﻩ‪ :‬ﺍﮔﺮ ﻣﺤﺼﻮﻝ ﭘﯿﭽﯿﺪﻩ ﺑﺎﺷﺪ ﻭ ﺩﺍﺭﺍﯼ ﺯﯾﺮ ﻭﺍﺣﺪﻫﺎﯼ‬ ‫•‬
‫ﺯﯾﺎﺩﯼﺑﺎﺷﺪ‪ ،‬ﺳﺎﺧﺘﺎﺭ ﺁﻥ ﻣﺘﻔﺎﻭﺕ ﺍﺳﺖ‪ .‬ﺍﮔﺮ ﻣﺤﺼﻮﻝ ﯾﮏ ﻭﺍﺣﺪ ﺑﺎﺷﺪ‪ ،‬ﺳﺎﺧﺘﺎﺭ ﺁﻧﻬﺎ‬
‫ﻣﺘﻔﺎﻭﺕﺍﺳﺖ‪.‬‬

‫‪.‬‬
 ‫ﺍﻧﻮﺍﻉﺳﺎﺯﻣﺎﻥ‬ ‫‪7‬‬

‫‪.1‬ﺳﺎﺯﻣﺎﻥ ﺧﻄﯽ‪ ،‬ﻧﻈﺎﻣﯽ ﯾﺎ ﺍﺳﮑﺎﻟﺮ‪،‬‬

‫‪.2‬ﺳﺎﺯﻣﺎﻥ ﻋﻤﻠﮑﺮﺩﯼ‪،‬‬
‫‪.3‬ﺳﺎﺯﻣﺎﻥ ﺧﻂ ﻭ ﺳﺘﺎﺩ‪،‬‬
‫‪.4‬ﺳﺎﺯﻣﺎﻥ ﭘﺮﻭﮊﻩ‪،‬‬
‫‪.5‬ﺳﺎﺯﻣﺎﻥ ﻣﺎﺗﺮﯾﺴﯽ‪.‬‬
 ‫ﺳﺎﺯﻣﺎﻥﺧﻂ‬ ‫‪8‬‬

‫ﺍﯾﻦﯾﮑﯽ ﺍﺯ ﺳﺎﺩﻩ ﺗﺮﯾﻦ ﻧﻮﻉ ﺳﺎﺯﻣﺎﻥ ﺍﺳﺖ‪ ،‬ﺣﺘﯽ ﺑﻪ ﻋﻨﻮﺍﻥ ﺳﺎﺯﻣﺎﻥ ﻧﻈﺎﻣﯽ ﻧﺎﻣﯿﺪﻩ‬ ‫•‬
‫ﻣﯽﺷﻮﺩ‪ ،‬ﺯﯾﺮﺍ ﺷﺒﯿﻪ ﺑﻪ ﺳﺎﺯﻣﺎﻥ ﻫﺎﯼ ﻧﻈﺎﻣﯽ ﻗﺪﯾﻤﯽ ﺍﺳﺖ‪.‬‬

‫ﺭﺍ‬ ‫ﻫﻤﺎﻧﻄﻮﺭﮐﻪ ﺩﺭ ﺷﮑﻞ ﻧﺸﺎﻥ ﺩﺍﺩﻩ ﺷﺪﻩ ﺍﺳﺖ‪ ،‬ﺍﻗﺘﺪﺍﺭ ﻣﺴﺘﻘﯿﻤﺎ ًﺍﺯ ﺁﻥ ﺳﺮﭼﺸﻤﻪ ﻣﯽ ﮔﯿﺮﺩ‬ ‫•‬
‫ﻣﺪﯾﺮﮐﺎﺭ ﺑﻪ ﺳﺮﭘﺮﺳﺘﺎﻥ ﺗﺎ ﺳﺮﮐﺎﺭﮔﺮ ﻭ ﺍﺯ ﺁﻧﻬﺎ ﺑﻪ ﮐﺎﺭﮔﺮﺍﻥ‪،‬‬

‫ﺩﺭﺍﯾﻨﺠﺎ ﯾﮏ ﺭﺉﯿﺲ ﻓﻮﺭﯼ ﺑﻪ ﺯﯾﺮﺩﺳﺘﺎﻥ ﺧﻮﺩ ﺩﺳﺘﻮﺭ ﻣﯽ ﺩﻫﺪ‪ ،‬ﺍﻭ ﮐﻨﺘﺮﻝ ﮐﺎﻣﻠﯽ ﺑﺮ‬ ‫•‬
‫ﺁﻧﻬﺎﺩﺍﺭﺩ‪ .‬ﺍﯾﻦ ﻧﻮﻉ ﺳﺎﺯﻣﺎﻥ ﺑﺮﺍﯼ ﺻﻨﺎﯾﻊ ﮐﻮﭼﮏ ﻣﻨﺎﺳﺐ ﺍﺳﺖ‪.‬‬
 ‫ﺳﺎﺯﻣﺎﻥﺧﻂ‬
‫‪9‬‬

‫ﻣﺪﯾﺮﺍﺟﺮﺍﯾﯽ‬

‫ﻣﺪﯾﺮﭘﺮﻭﮊﻩ‬ ‫ﻣﺪﯾﺮﻣﺎﻟﯽ‬ ‫ﻣﺪﯾﺮﮐﺎﺭﺧﺎﻧﻪ‬ ‫ﻣﺪﯾﺮﻓﺮﻭﺵ‬

‫ﻃﺮﺡ‬ ‫ﺩﺳﺘﯿﺎﺭﺍﻥ‬ ‫ﺳﺮﮐﺎﺭﮔﺮ‬ ‫ﻣﺪﯾﺮﻓﺮﻭﺷﮕﺎﻩ ﻫﺎ‬

‫ﺑﺮﺁﻭﺭﺩﻫﺎ‬ ‫ﮐﺎﺭﮔﺮﺍﻥ‬ ‫ﺩﺳﺘﯿﺎﺭﺍﻥ‬

‫ﺍﺟﺮﺍ‬ ‫ﮐﺎﺭﯾﺪﯼ‬
 ‫ﻣﺰﺍﯾﺎﻭ ﻣﻌﺎﯾﺐ ﺳﺎﺯﻣﺎﻥ ﺧﻄﻮﻁ‬
‫ﻣﺤﺎﺳﻦ‪:‬‬ ‫•‬ ‫‪10‬‬
‫‪.1‬ﺳﺎﺩﻩ ﻭ ﻗﺎﺑﻞ ﺩﺭﮎ ﺍﺳﺖ‪،‬‬
‫‪.2‬ﺑﻪ ﺩﻟﯿﻞ ﺳﺎﺧﺘﺎﺭ ﺳﺎﺩﻩ‪ ،‬ﺗﻘﺴﯿﻢ ﺍﺧﺘﯿﺎﺭﺍﺕ ﺭﻭﺷﻦ ﻭ ﺳﺎﺩﻩ ﻣﯽ ﺷﻮﺩ‪.‬‬
‫‪.3‬ﺍﯾﻦ ﺳﺎﺧﺘﺎﺭ ﺍﺟﺎﺯﻩ ﮐﺎﺭ ﺳﺮﯾﻊ ﯾﺎ ﺳﺮﯾﻊ ﺭﺍ ﻣﯽ ﺩﻫﺪ ﺯﯾﺮﺍ ﻫﯿﭻ ﺳﺮﺩﺭﮔﻤﯽ ﺩﺭ ﺑﯿﻦ ﮐﺎﺭﮔﺮﺍﻥ ﻭﺟﻮﺩ‬
‫ﻧﺪﺍﺭﺩ‪.‬‬
‫‪.4‬ﺑﻪ ﺩﻟﯿﻞ ﺗﺜﺒﯿﺖ ﮐﺎﻣﻞ ﻣﺴﺉﻮﻟﯿﺖ ﻫﺎ‪ ،‬ﺩﺭﺟﻪ ﻧﻈﻢ ﻭ ﺍﻧﻀﺒﺎﻁ ﺑﺴﯿﺎﺭ ﺑﺎﻻ ﺍﺳﺖ‪،‬‬
‫‪.5‬ﮐﺎﻧﺎﻝ ﺍﺭﺗﺒﺎﻃﯽ ﺷﻔﺎﻑ ﺍﯾﺠﺎﺩ ﻣﯽ ﺷﻮﺩ‪.‬‬

‫ﻣﻌﺎﯾﺐ‪:‬‬ ‫•‬
‫‪.1‬ﺭﻭﯼ ﻣﺘﺨﺼﺺ ﺗﻤﺮﮐﺰ ﻧﻤﯽ ﮐﻨﺪ ﯾﺎ ﺍﺯ ﻣﺘﺨﺼﺼﺎﻥ ﻏﺎﻓﻞ ﻣﯽ ﺷﻮﺩ‪،‬‬
‫‪.2‬ﻣﺎﻓﻮﻕ ﻫﺎ ﺑﯿﺶ ﺍﺯ ﺣﺪ ﺑﺎﺭﮔﺬﺍﺭﯼ ﺷﺪﻩ ﺍﻧﺪ‪،‬‬
‫‪.3‬ﭘﺮﺳﻨﻞ ﻣﻮﺭﺩ ﻧﯿﺎﺯ ﺑﺎﯾﺪ ﺑﺴﯿﺎﺭ ﻣﺎﻫﺮ ﻭ ﻭﺍﺟﺪ ﺷﺮﺍﯾﻂ ﺑﺮﺍﯼ ﻣﻘﺎﺑﻠﻪ ﺑﺎ ﭼﺎﻟﺶ ﻫﺎ ﺑﺎﺷﻨﺪ‪.‬‬

‫‪.4‬ﺍﺗﻼﻑ ﺑﯿﺸﺘﺮ ﻭ ﺳﺎﻋﺎﺕ ﮐﺎﺭ ﺑﻪ ﺩﻟﯿﻞ ﻋﺪﻡ ﺗﺨﺼﺺ‪،‬‬

‫‪.5‬ﻣﺤﺪﻭﺩ ﺑﻪ ﺩﻏﺪﻏﻪ ﻫﺎﯼ ﮐﻮﭼﮏ ﺍﺳﺖ‪.‬‬
 ‫ﺳﺎﺯﻣﺎﻥﻋﻤﻠﮑﺮﺩﯼ‬ ‫‪11‬‬

‫ﺗﻮﺳﻂﻓﺪﺭﯾﮏ ﺩﺑﻠﯿﻮ ﺗﯿﻠﻮﺭ ﺑﺎ ﻫﺪﻑ ﺍﯾﺠﺎﺩ ﺗﺨﺼﺺ ﺩﺭ ﻣﺪﯾﺮﯾﺖ‬ ‫•‬

‫ﻣﻌﺮﻓﯽﺷﺪ‪.‬‬

‫ﺗﯿﻠﻮﺭﭘﯿﺸﻨﻬﺎﺩ ﻭ ﺍﺩﻋﺎ ﮐﺮﺩ ﮐﻪ ﮐﻠﯿﻪ ﻓﻌﺎﻟﯿﺖ ﻫﺎﯼ ﻣﻬﻢ ﻣﺎﻧﻨﺪ‬ ‫•‬

‫ﻃﺮﺍﺣﯽ‪،‬ﻣﺪﯾﺮﯾﺖ ﻣﻮﺍﺩ‪ ،‬ﺑﺎﺯﺍﺭﯾﺎﺑﯽ ﻭ ﻏﯿﺮﻩ ﺑﺎﯾﺪ ﺗﻮﺳﻂ‬
‫ﮐﺎﺭﺷﻨﺎﺳﺎﻥﻭ ﻣﺘﺨﺼﺼﺎﻥ ﻧﻈﺎﺭﺕ ﺷﻮﺩ‪.‬‬
 ‫ﺳﺎﺯﻣﺎﻥﻋﻤﻠﮑﺮﺩﯼ‬ ‫‪12‬‬

‫ﻣﺪﯾﺮﺍﺟﺮﺍﯾﯽ‬

‫ﻣﺘﺨﺼﺺ‬
‫ﻣﺘﺨﺼﺺﺍﻣﻮﺭ ﻣﺎﻟﯽ‬ ‫ﻣﺘﺨﺼﺺﺑﺎﺯﺍﺭ ﯾﺎﺑﯽ‬ ‫ﺗﻮﺳﻌﻪ‬
‫ﺑﺮﻧﺎﻣﻪﺭﯾﺰﯼ ﺗﺨﺼﺼﯽ‬

‫ﻣﺠﺮﯼﺍﻣﻮﺭ ﻣﺎﻟﯽ‬ ‫ﺍﺟﺮﺍﯾﯽ‪Ma rketing‬‬ ‫‪Producti on Executive‬‬ ‫ﺍﺟﺮﺍﯾﯽﺧﺮﯾﺪ‬

‫ﺩﺳﺘﯿﺎﺭ‬ ‫ﻣﺪﯾﺮﻓﺮﻭﺵ‬ ‫ﺳﺮﮐﺎﺭﮔﺮ‬ ‫ﺩﺳﺘﯿﺎﺭ‬

‫ﺩﺳﺘﯿﺎﺭﻓﺮﻭﺵ‬ ‫ﮐﺎﺭﮔﺮﺍﻥ‬
 ‫ﻣﺰﺍﯾﺎﻭ ﻣﻌﺎﯾﺐ ﺳﺎﺯﻣﺎﻥ ﻋﻤﻠﮑﺮﺩﯼ‬ ‫‪13‬‬

‫•ﻣﺤﺎﺳﻦ‪:‬‬
‫‪.1‬ﺍﺧﺘﯿﺎﺭ ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﺩﺭﺟﻪ ﺗﺨﺼﺺ ﺍﺳﺖ‪،‬‬
‫‪.2‬ﻫﺮ ﺑﺪﻧﯽ ﻣﯽ ﻓﻬﻤﺪ ﮐﻪ ﭼﻪ ﮐﺎﺭﯼ ﺑﺎﯾﺪ ﺍﻧﺠﺎﻡ ﺩﻫﺪ‪،‬‬
‫‪.3‬ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﺧﺪﻣﺎﺕ ﻣﺘﺨﺼﺼﯿﻦ ﻋﻤﻠﮑﺮﺩﯼ‪ ،‬ﮐﺎﺭ ﺑﺎ ﮐﯿﻔﯿﺖ ﺑﻬﺘﺮﯼ ﺑﻪ ﭘﺎﯾﺎﻥ ﺧﻮﺍﻫﺪ ﺭﺳﯿﺪ‪.‬‬

‫‪.4‬ﺑﻬﺮﻩ ﻭﺭﯼ ﻋﻤﻠﮑﺮﺩﯼ ﺑﺎﻻ ﺍﺳﺖ ﺯﯾﺮﺍ ﺍﺣﺴﺎﺱ ﻣﺴﺉﻮﻟﯿﺖ ﺭﺍ ﺍﯾﺠﺎﺩ ﻣﯽ ﮐﻨﺪ‪.‬‬
‫•ﻣﻌﺎﯾﺐ‪:‬‬
‫‪.1‬ﺗﻌﺪﺍﺩ ﺑﯿﺸﺘﺮ ﺳﺎﻟﻤﻨﺪﺍﻥ ﺩﺭ ﺳﻄﻮﺡ ﺑﺎﻻ ﻭ ﺩﺭ ﻧﺘﯿﺠﻪ ﻧﻤﯽ ﺗﻮﺍﻥ ﻣﺴﺉﻮﻟﯿﺖ ﺭﺍ ﺛﺎﺑﺖ ﮐﺮﺩ‪،‬‬

‫‪.2‬ﻫﻤﺎﻫﻨﮕﯽ ﺑﯿﻦ ﺑﺨﺶ ﻫﺎﯼ ﻣﺨﺘﻠﻒ ﺩﺷﻮﺍﺭ ﻣﯽ ﺷﻮﺩ‪،‬‬

‫‪.3‬ﺍﺣﺘﻤﺎﻝ ﺳﻮء ﺗﻔﺎﻫﻢ ﻭﺟﻮﺩ ﺩﺍﺭﺩ‪.‬‬
 ‫ﺳﺎﺯﻣﺎﻥﺧﻂ ﻭ ﺳﺘﺎﺩ‬ ‫‪14‬‬

‫ﺍﯾﻦﺷﮑﻞ ﺍﺯ ﺳﺎﺯﻣﺎﻥ‪ ،‬ﻧﮑﺎﺕ ﺧﻮﺏ ﺧﻄﯽ ﻭ ﻫﻤﭽﻨﯿﻦ‬ ‫•‬

‫ﺳﺎﺯﻣﺎﻧﺪﻫﯽﻋﻤﻠﮑﺮﺩﯼ ﺭﺍ ﺑﺎ ﻫﻢ ﺗﺮﮐﯿﺐ ﻣﯽ ﮐﻨﺪ‪.‬‬

‫ﮐﺎﺭﮐﻨﺎﻥﻭﻇﺎﯾﻒ ﻣﺸﺎﻭﺭﻩ ﺍﯼ ﺭﺍ ﺍﻧﺠﺎﻡ ﻣﯽ ﺩﻫﻨﺪ ﻭ ﺩﺭ ﺑﺮﻧﺎﻣﻪ‬ ‫•‬

‫ﺭﯾﺰﯼ‪،‬ﻃﺮﺍﺣﯽ ﻭ ﺗﻬﯿﻪ ﺧﻂ ﻣﺸﯽ ﻫﺎ ﮐﻤﮏ ﻣﯽ ﮐﻨﻨﺪ‪.‬‬

‫ﭘﺮﺳﻨﻞﺧﻂ ﺭﻭﯼ ﺍﺟﺮﺍﯼ ﻭﺍﻗﻌﯽ ﺳﯿﺎﺳﺖ ﻫﺎ ﺑﺮﺍﯼ ﺗﺤﻘﻖ ﻫﺪﻑ‬ ‫•‬

‫ﺳﺎﺯﻣﺎﻥﮐﺎﺭ ﻣﯽ ﮐﻨﻨﺪ‪.‬‬
 ‫ﺳﺎﺯﻣﺎﻥﺧﻂ ﻭ ﺳﺘﺎﺩ‬ ‫‪15‬‬

‫ﻣﺪﯾﺮﺍﺟﺮﺍﯾﯽ‬

‫ﺍﺟﺮﺍ‬ ‫ﻇﺮﻓﯿﺖﻣﺸﺎﻭﺭﻩ‬

‫ﮐﺎﺭﺷﻨﺎﺱﺍﻣﻮﺭ ﻣﺎﻟﯽ‬ ‫ﻫﻤﺎﻫﻨﮕﯽ‬ ‫ﻃﺮﺡﻣﺘﺨﺼﺺ‬ ‫ﻣﺘﺨﺼﺺ‪Materai ls‬‬

‫ﺣﺮﺍﺟﯽﺍﺟﺮﺍﯾﯽ‬ ‫ﺍﺟﺮﺍﯾﯽﺧﺮﯾﺪ‬ ‫ﺗﻮﻟﯿﺪﻣﺠﺮﯾﺎﻥ‬ ‫ﺩﺍﺭﺍﯾﯽ‪،‬ﻣﺎﻟﯿﻪ‪ ،‬ﺳﺮﻣﺎﯾﻪ ﮔﺬﺍﺭﯼﺍﺟﺮﺍﯾﯽ‬

‫ﻣﺪﯾﺮﻓﺮﻭﺵ‬ ‫ﻣﺪﯾﺮﻓﺮﻭﺷﮕﺎﻩ ﻫﺎ‬ ‫ﺳﺮﮐﺎﺭﮔﺮ‬ ‫ﺩﺳﺘﯿﺎﺭ‬

‫ﺩﺳﺘﯿﺎﺭﻓﺮﻭﺵ‬ ‫ﺩﺳﺘﯿﺎﺭ‬ ‫ﮐﺎﺭﮔﺮﺍﻥ‬

‫ﮐﺎﺭﮔﺮﺍﻥ‬
 ‫ﻣﺤﺎﺳﻦﻭ ﻣﻌﺎﯾﺐ ﺳﺎﺯﻣﺎﻥ ﺧﻂ ﻭ ﺳﺘﺎﺩ‬ ‫‪16‬‬

‫•ﻣﺰﺍﯾﺎﯼ ‪:‬‬

‫‪.1‬ﺗﺮﮐﯿﺒﯽ ﺧﻮﺏ ﺍﺯ ﺧﺪﻣﺎﺕ ﺗﺨﺼﺼﯽ ﺑﺎ ﺗﯿﻢ ﺳﺎﺧﺖ ﭘﺮﻭﮊﻩ‪،‬‬

‫‪.2‬ﭘﺮﻭﮊﻩ ﺑﺎ ﮐﯿﻔﯿﺖ ﺑﻬﺘﺮﯼ ﺍﺟﺮﺍ ﺧﻮﺍﻫﺪ ﺷﺪ‬

‫‪.3‬ﭘﺮﺳﻨﻞ ﺧﻂ ﻣﯽ ﺗﻮﺍﻧﻨﺪ ﺗﻤﺎﻡ ﻭﻗﺖ ﺧﻮﺩ ﺭﺍ ﺑﺮﺍﯼ ﺭﺳﯿﺪﻥ ﺑﻪ ﻫﺪﻑ ﺧﻮﺩ ﺍﺯ ﭘﺮﻭﮊﻩ‬
‫ﺍﺧﺘﺼﺎﺹﺩﻫﻨﺪ‪.‬‬
‫‪.4‬ﭘﺮﺳﻨﻞ ﮐﺎﺭﮐﻨﺎﻥ ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﻣﻬﺎﺭﺕ ﻭ ﺗﺠﺮﺑﻪ ﺧﻮﺩ ﮐﻠﯿﻪ ﺍﻣﻮﺭ ﺗﺨﺼﺼﯽ ﺭﺍ ﺍﻧﺠﺎﻡ ﻣﯽ‬
‫ﺩﻫﻨﺪ‪.‬‬
‫‪.5‬ﻓﺮﺻﺖ ﻫﺎﯼ ﺷﻐﻠﯽ ﺑﯿﺸﺘﺮﯼ ﻓﺮﺍﻫﻢ ﻣﯽ ﺷﻮﺩ‪،‬‬
‫‪.6‬ﺑﻪ ﺩﻟﯿﻞ ﺗﻘﺴﯿﻢ ﺑﻨﺪﯼ ﺻﺤﯿﺢ ﮐﺎﺭ‪ ،‬ﺍﺗﻼﻑ ﮐﻤﺘﺮﯼ ﺩﺭ ﺳﺎﻋﺖ ﮐﺎﺭﯼ ﻣﻮﺍﺩ‪ ،‬ﺍﻓﺮﺍﺩ ﻭ‬
‫ﻣﺎﺷﯿﻦﺁﻻﺕ ﻭﺟﻮﺩ ﺩﺍﺭﺩ‪.‬‬
 ‫ﺍﺩﺍﻣﻪﻫﯿﺪ‬ ‫‪17‬‬

‫ﻣﺰﺍﯾﺎ‪:‬‬
‫‪.1‬ﺍﺣﺘﻤﺎﻝ ﺗﻀﺎﺩ ﺑﯿﻦ ﮐﺎﺭﮐﻨﺎﻥ ﺧﻂ ﻭ ﮐﺎﺭﮐﻨﺎﻥ ﻋﻤﻠﮑﺮﺩﯼ‪،‬‬

‫‪.2‬ﮐﺎﺭﮐﻨﺎﻥ ﮐﺎﺭﮐﻨﺎﻥ ﺍﺧﺘﯿﺎﺭ ﻣﺴﺘﻘﯿﻤﯽ ﺑﺮﺍﯼ ﺍﺟﺮﺍﯼ ﺗﺼﻤﯿﻤﺎﺕ ﺧﻮﺩ ﻧﺪﺍﺭﻧﺪ‪.‬‬

‫‪.3‬ﻫﺰﯾﻨﻪ ﻫﺎﯼ ﺳﺮﺑﺎﺭ ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﺍﺳﺘﺨﺪﺍﻡ ﻧﯿﺮﻭﻫﺎﯼ ﮐﺎﺩﺭ ﻣﺘﺨﺼﺺ‬

‫ﺍﻓﺰﺍﯾﺶﻣﯽ ﯾﺎﺑﺪ‪.‬‬
 ‫ﻧﻮﻉﭘﺮﻭﮊﻩ‬
‫ﻫﻨﮕﺎﻣﯽﮐﻪ ﺍﻧﺠﺎﻡ ﻫﺮ ﮐﺎﺭ ﺧﺎﺹ ﺩﺭ ﯾﮏ ﺳﺎﺯﻣﺎﻥ ﺩﺷﻮﺍﺭ ﺍﺳﺖ‪ ،‬ﯾﮏ ﺳﺎﺯﻣﺎﻥ ﺍﺯ ﻧﻮﻉ‬ ‫‪8•1‬‬
‫ﭘﺮﻭﮊﻩﺩﺭ ﯾﮏ ﺳﺎﺯﻣﺎﻥ ﺍﯾﺠﺎﺩ ﻣﯽ ﺷﻮﺩ‪.‬‬

‫ﺳﺎﺯﻣﺎﻥﭘﺮﻭﮊﻩ ﺯﻣﺎﻧﯽ ﺍﯾﺠﺎﺩ ﻣﯽ ﺷﻮﺩ ﮐﻪ ﭘﺮﻭﮊﻩ ﺑﺰﺭﮒ ﻭ ﺗﺤﺖ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎﯼ ﻋﻤﻠﮑﺮﺩ ﺑﺎﻻ‬ ‫•‬
‫ﺑﺎﺷﺪ‪.‬‬

‫ﺗﺸﮑﯿﻞﺗﯿﻢ ﻓﺮﺁﯾﻨﺪ ﻓﺮﺍﺧﻮﺍﻧﯽ ﺍﻓﺮﺍﺩ ﻣﺎﻫﺮ ﺧﺎﺹ ﺍﺳﺖ ﮐﻪ ﺍﺯ ﺑﺨﺶ ﻫﺎﯼ ﻣﺨﺘﻠﻒ ﺩﺭ ﺩﺳﺘﺮﺱ‬ ‫•‬
‫ﻫﺴﺘﻨﺪﻭ ﺗﺤﺖ ﺭﻫﺒﺮﯼ ﻣﺪﯾﺮﺍﻥ ﺍﺭﺷﺪ ﯾﺎ ﻣﺠﺮﺏ ﺩﺭ ﮐﻨﺎﺭ ﻫﻢ ﻗﺮﺍﺭ ﻣﯽ ﮔﯿﺮﻧﺪ‪.‬‬

‫ﺍﺯﺁﻧﺠﺎﯾﯽ ﮐﻪ ﭘﺮﻭﮊﻩ ﺯﻣﺎﻥ ﺷﺮﻭﻉ ﻭ ﭘﺎﯾﺎﻥ ﻣﺸﺨﺼﯽ ﺩﺍﺭﺩ ﻭ ﻋﻤﺮ ﺁﻥ ﻣﺤﺪﻭﺩ ﺑﻪ ﺯﻣﺎﻥ ﭘﺮﻭﮊﻩ‬ ‫•‬
‫ﺍﺳﺖ‪.‬‬

‫ﺳﺎﺯﻣﺎﻥﭘﺮﻭﮊﻩ ﺗﻨﻬﺎ ﻣﺴﺉﻮﻝ ﺑﺮﻧﺎﻣﻪ ﺭﯾﺰﯼ‪ ،‬ﻃﺮﺍﺣﯽ‪ ،‬ﺗﻮﺳﻌﻪ‪ ،‬ﺗﻮﻟﯿﺪ‪ ،‬ﺍﺭﺯﯾﺎﺑﯽ ﭘﺮﻭﮊﻩ ﻣﯽ ﺑﺎﺷﺪ‪.‬‬ ‫•‬
‫ﺗﻤﺎﻣﯽﺍﯾﻦ ﻓﻌﺎﻟﯿﺖ ﻫﺎ ﺗﻮﺳﻂ ﻣﺪﯾﺮ ﭘﺮﻭﮊﻩ ﻫﻤﺎﻫﻨﮓ ﻣﯽ ﺷﻮﺩ‪.‬‬
 ‫ﻣﺰﺍﯾﺎﻭ ﻣﻌﺎﯾﺐ‬

‫‪19‬‬
‫ﻣﺰﺍﯾﺎﯼ ؛‬
‫‪.1‬ﺍﻣﮑﺎﻥ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻣﻐﺰ ﻭﯾﮋﻩ ﺩﺭ ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﻓﺮﺍﻫﻢ ﻣﯽ ﮐﻨﺪ‪.‬‬
‫‪.2‬ﻭﺟﻬﻪ ﻭ ﺣﺴﻦ ﻧﯿﺖ ﺷﺮﮐﺖ ﺭﺍ ﺍﻓﺰﺍﯾﺶ ﻣﯽ ﺩﻫﺪ‪.‬‬
‫‪.3‬ﺑﺎ ﺳﺎﺯﻣﺎﻥ ﻣﻮﺟﻮﺩ ﺗﺪﺍﺧﻞ ﻧﺪﺍﺷﺘﻪ ﺑﺎﺷﺪ‪.‬‬
‫‪.4‬ﮐﺎﺭﻣﻨﺪﺍﻥ ﺩﺭ ﺯﻣﯿﻨﻪ ﭘﺬﯾﺮﺵ ﺗﻌﻬﺪ ﺯﻣﺎﻧﯽ ﺁﻣﻮﺯﺵ ﺩﯾﺪﻩ ﺍﻧﺪ‪.‬‬

‫ﻣﺰﺍﯾﺎﯼﺩﯾﮕﺮ;‬

‫‪.1‬ﺑﻪ ﻃﻮﺭ ﻏﯿﺮﻣﺴﺘﻘﯿﻢ‪ ،‬ﻓﻌﺎﻟﯿﺖ ﻫﺎﯼ ﭘﺮﻭﮊﻩ ﺑﺮ ﺗﺠﺎﺭﺕ ﻣﻨﻈﻢ ﻓﺮﻡ ﻫﺎ ﺗﺄﺛﯿﺮ ﻣﯽ‬
‫ﮔﺬﺍﺭﺩ‪،‬ﺑﻨﺎﺑﺮﺍﯾﻦ ﺭﺍﻧﺪﻣﺎﻥ ﭘﺎﯾﯿﻦ ﻭ ﺑﻬﺮﻩ ﻭﺭﯼ ﭘﺎﯾﯿﻦ ﺍﺳﺖ‪.‬‬
‫‪.2‬ﻣﺎﻫﯿﺖ ﻣﻮﻗﺖ ﺳﺎﺯﻣﺎﻥ‪.‬‬
 ‫ﺳﺎﺯﻣﺎﻥﻣﺎﺗﺮﯾﺴﯽ‬ ‫‪20‬‬

‫• ﺍﯾﻦﺳﺎﺧﺘﺎﺭ ﺳﺎﺯﻣﺎﻧﯽ ﺗﻼﺵ ﻣﯽ ﮐﻨﺪ ﺗﺎ ﺗﻌﺎﺭﺿﺎﺕ ﺑﯿﻦ ﭘﺮﺳﻨﻞ‬

‫ﺧﻂﻭ ﮐﺎﺭﮐﻨﺎﻥ ﻋﻤﻠﮑﺮﺩﯼ ﺭﺍ ﺑﺎ ﺑﺎﺯ ﮐﺮﺩﻥ ﺧﻄﻮﻁ ﺍﺭﺗﺒﺎﻃﯽ ﺩﺭ ﻫﻤﻪ‬
‫ﺳﻄﻮﺡﺍﺯ ﻃﺮﯾﻖ ﻭﺍﮔﺬﺍﺭﯼ ﻣﺴﺉﻮﻟﯿﺖ ﻫﺎﯼ ﺩﻭﮔﺎﻧﻪ ﻣﺎﻧﻨﺪ‬
‫ﻣﺤﺪﻭﺩﻩ‪،‬ﻫﺰﯾﻨﻪ ﻭ ﺯﻣﺎﻥ ﺑﻨﺪﯼ ﮐﻪ ﺗﺤﺖ ﻣﺴﺉﻮﻟﯿﺖ ﻫﺎﯼ ﻣﺪﯾﺮ‬
‫ﺍﺭﺷﺪﭘﺮﻭﮊﻩ ﺍﺳﺖ‪ ،‬ﺣﻞ ﮐﻨﺪ‪.‬‬

‫• ﻣﺴﺉﻮﻟﯿﺖ ﻫﺎﯼﻋﻤﻠﮑﺮﺩﯼ ﻣﺎﻧﻨﺪ ﻃﺮﺍﺣﯽ‪ ،‬ﺗﻀﻤﯿﻦ ﮐﯿﻔﯿﺖ ﻭ‬

‫ﺳﯿﺎﺳﺖ ﻫﺎﯼﺩﺍﺧﻠﯽ ﺷﺮﮐﺖ ﺩﺭ ﺍﺧﺘﯿﺎﺭ ﮐﺎﺭﮐﻨﺎﻥ ﻋﻤﻠﯿﺎﺗﯽ ﻗﺮﺍﺭ‬
‫ﻣﯽ ﮔﯿﺮﺩ‪.‬‬
 ‫ﺳﺎﺯﻣﺎﻥﻣﺎﺗﺮﯾﺴﯽ‬ ‫‪21‬‬

‫ﻣﺪﯾﺮﮐﻞ‬

‫ﺳﺎﺧﺖﻭ ﺳﺎﺯ‬ ‫ﺧﺮﯾﺪ‬ ‫ﺗﺨﻤﯿﻦﺯﺩﻥ‬ ‫ﻃﺮﺡ‬

‫ﻣﺪﯾﺮﭘﺮﻭﮊﻩ ‪1‬‬

‫ﻣﺪﯾﺮﭘﺮﻭﮊﻩ ‪2‬‬

‫ﻣﺪﯾﺮﭘﺮﻭﮊﻩ ‪3‬‬
 ‫ﻣﺤﺎﺳﻦﻭ ﻣﻌﺎﯾﺐ ﺳﺎﺯﻣﺎﻥ ﻣﺎﺗﺮﯾﺲ‬ ‫‪22‬‬

‫•ﻣﺰﺍﯾﺎﯼ ‪:‬‬
‫‪.1‬ﮐﺎﺭﮐﻨﺎﻥ ﻋﻤﻠﯿﺎﺗﯽ ﺍﺯ ﺍﺧﺘﯿﺎﺭﺍﺕ ﻣﺴﺎﻭﯼ ﺑﺮﺍﯼ ﺍﺟﺮﺍﯼ ﺍﻧﻄﺒﺎﻕ ﭘﺮﻭﮊﻩ ﺑﺎ ﻣﻬﺎﺭﺕ ﻫﺎﯼ ﺗﺨﺼﺼﯽ ﺧﻮﺩ ﺩﺭ‬
‫ﻃﺮﺍﺣﯽ‪،‬ﮐﯿﻔﯿﺖ ﻭ ﻏﯿﺮﻩ ﺑﺮﺧﻮﺭﺩﺍﺭ ﻫﺴﺘﻨﺪ‪.‬‬
‫‪.2‬ﺯﻣﺎﻧﯽ ﻣﻨﺎﺳﺐ ﺍﺳﺖ ﮐﻪ ﺍﺧﺘﯿﺎﺭﺍﺕ ﭘﺮﻭﮊﻩ ﻭ ﺍﺧﺘﯿﺎﺭﺍﺕ ﻋﻤﻠﮑﺮﺩﯼ ﺑﻪ ﺧﻮﺑﯽ ﺗﻌﺮﯾﻒ ﻭ ﺗﻘﺴﯿﻢ ﺷﺪﻩ‬
‫ﺑﺎﺷﻨﺪ‪.‬‬
‫‪.3‬ﺑﺨﺸﯽ ﺍﺯ ﺿﻌﻒ ﺳﺎﺯﻣﺎﻥ ﺧﻂ ﻭ ﺳﺘﺎﺩ ﺭﺍ ﺑﺮﻃﺮﻑ ﻣﯽ ﮐﻨﺪ‪.‬‬

‫ﻣﺰﺍﯾﺎ‪:‬‬
‫‪.1‬ﺩﺭ ﻣﻘﺎﯾﺴﻪ ﺑﺎ ﺳﺎﯾﺮ ﺳﺎﺯﻣﺎﻥ ﻫﺎ‪ ،‬ﻫﺰﯾﻨﻪ ﻫﺎﯼ ﻣﺪﯾﺮﯾﺘﯽ ﻭ ﺍﺩﺍﺭﯼ ﮐﻠﯽ ﺑﯿﺸﺘﺮ ﺧﻮﺍﻫﺪ‬
‫ﺑﻮﺩ‪.‬‬
‫‪.2‬ﻣﺸﮑﻞ ﺩﺭ ﺗﻌﺮﯾﻒ ﺩﻗﯿﻖ ﭘﺎﺳﺨﮕﻮﯾﯽ ﺑﻪ ﻣﺪﯾﺮ ﺍﺟﺮﺍﯾﯽ ﻭ ﭘﺮﻭﮊﻩ‪.‬‬
‫ﺳﻮﺍﻟﯽﻫﺴﺖ؟‬