ادارة عامة GEAD 101 PDF

‫اﯾﺒﻼ ﻟﻠﻌﻠﻮم اﻟﺴﯿﺎﺣﯿﺔ واﻟﻔﻨﺪﻗﯿﺔ‬ ‫ﺍﻻﲡﺎﻫﺎﺕ ﻭﺍﳌﻤﺎﺭﺳﺎﺕ ﺍﳌﻌﺎﺻﺮﺓ ﻭﺍﳌﺴﺘﻘﺒﻠﻴﺔ ﰲ ﺍﻹﺩﺍﺭﺓ‪:‬‬ ‫‪.1‬ﺍﻟﻌﻮﳌﺔ‪Global :‬‬ ‫ﺍﲡﻬﺖ ﺍﻟﺸﺮﻛﺎﺕ ﻣﺘﻌﺪﺩﺓ ﺍﳉﻨﺴﻴﺎﺕ ﺇﱃ ﲣﻄﻲ ﺣﺪﻭﺩ ﺩﻭﳍﺎ ﺇﱃ ﺩﻭﻝ ﺃﺧﺮﻯ ﰲ ﻣﺼﺎﻧﻌﻬﺎ ﻭﺳﻠﻌﻬﺎ‪،‬‬...

‫اﯾﺒﻼ ﻟﻠﻌﻠﻮم اﻟﺴﯿﺎﺣﯿﺔ واﻟﻔﻨﺪﻗﯿﺔ‬ ‫ﺍﻻﲡﺎﻫﺎﺕ ﻭﺍﳌﻤﺎﺭﺳﺎﺕ ﺍﳌﻌﺎﺻﺮﺓ ﻭﺍﳌﺴﺘﻘﺒﻠﻴﺔ ﰲ ﺍﻹﺩﺍﺭﺓ‪:‬‬ ‫‪.1‬ﺍﻟﻌﻮﳌﺔ‪Global :‬‬ ‫ﺍﲡﻬﺖ ﺍﻟﺸﺮﻛﺎﺕ ﻣﺘﻌﺪﺩﺓ ﺍﳉﻨﺴﻴﺎﺕ ﺇﱃ ﲣﻄﻲ ﺣﺪﻭﺩ ﺩﻭﳍﺎ ﺇﱃ ﺩﻭﻝ ﺃﺧﺮﻯ ﰲ ﻣﺼﺎﻧﻌﻬﺎ ﻭﺳﻠﻌﻬﺎ‪،‬‬ ‫ﻭﺃﺻﺒﺤﺖ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﻜﺒﲑﺓ ﳍﺎ ﻓﺮﻭﻉ ﰲ ﻛﻞ ﻣﻜﺎﻥ‪ ،‬ﻭﺃﺻﺒﺢ ﺍﻟﺴﻮﻕ ﻟﻴﺲ ﻟﻪ ﺣﺪﻭﺩ ﺟﻐﺮﺍﻓﻴﺔ ﻭﺍﻧﺘﻘﺎﻝ‬ ‫ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﻣﻦ ﻣﻜﺎﻥ ﺇﱃ ﺁﺧﺮ ﻳﺘﻢ ﺑﺴﺮﻋﺔ‪ ، ،‬ﻫﺬﺍ ﺍﻟﺘﻄﻮﺭ ﺍﻟﻌﺎﳌﻲ ﰲ ﺍﻟﻌﻮﳌﺔ ﻳﻌﻜﺲ ﲢﺪﻳﺎﺕ ﻟﻠﻤﺪﻳﺮﻳﻦ ﰲ‬ ‫ﺍﻟﺪﻭﻝ ﺍﳌﺘﻘﺪﻣﺔ ﻭﺍﻟﻨﺎﻣﻴﺔ ﻣﻌﺎﹰ‪.‬‬ ‫‪.2‬ﺍﻟﺒﺤﺚ ﻋﻦ ﺍﻟﺘﻤﻴﺰ‪Search Of Excellence:‬‬ ‫ﻳﻘﺼﺪ ﺑﺎﻟﺘﻤﻴﺰ ﺧﺼﺎﺋﺺ ﺗﻨﻔﺮﺩ ﻓﻴﻬﺎ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﺮﺍﺋﺪﺓ ﻭﺍﻟﻨﺎﺟﺤﺔ ﺩﻭﻥ ﻏﲑﻫﺎ ﻣﻦ ﺍﳌﻨﻈﻤﺎﺕ‪ ،‬ﻓﺎﻟﺘﻤﻴﺰ‬ ‫ﺩﻋﻮﺓ ﺻﺮﳛﺔ ﺇﱃ ﺍﻟﺸﺮﻛﺎﺕ ﻛﻲ ﺗﺘﻨﺎﻓﺲ ﻓﻴﻤﺎ ﺑﻴﻨﻬﺎ ﻣﻦ ﺧﻼﻝ ﺗﻘﺪﱘ ﺳﻠﻊ ﺃﻭ ﺧﺪﻣﺎﺕ ﻣﺘﻤﻴﺰﺓ ﻋﻦ ﻏﲑﻫﺎ‪،‬‬ ‫ﻭﺇﻥ ﻋﻤﻠﻴﺔ ﺍﻟﺘﻤﻴﺰ ﻣﺴﺘﻤﺮﺓ ﻭﻻ ﺗﻘﻒ ﻋﻨﺪ ﻣﺴﺘﻮﻯ ﻣﻌﲔ‪.‬ﻭﳝﻜﻦ ﺃﻥ ﻳﻜﻮﻥ ﺍﻟﺘﻤﻴﺰ ﰲ ﺇﺣﺪﻯ ﺍﳋﺼﺎﺋﺺ‬ ‫ﺍﻟﺘﺎﻟﻴﺔ‪ :‬ﺍﻟﻘﺮﺏ ﻣﻦ ﺍﳌﺴﺘﻬﻠﻚ ﺍﻻﺳﺘﻘﻼﻟﻴﺔ ﻭﺍﻹﺑﺪﺍﻉ ﻭﺍﻻﺑﺘﻜﺎﺭ ﻭﺍﳌﻐﺎﻣﺮﺓ‪ ،‬ﻫﻴﻜﻞ ﺗﻨﻈﻴﻤﻲ ﺑﺴﻴﻂ ﻭﻗﺎﺩﺓ ﺇﺩﺍﺭﻳﲔ‬ ‫ﳏﻨﻜﲔ ﺣﺮﻳﺔ ﺍﳌﺒﺎﺩﺭﺓ ﻭﺍﻟﺮﻗﺎﺑﺔ ﺍﻟﺬﻛﻴﺔ‪ ،‬ﺍﺭﺗﺒﺎﻁ ﺍﻹﻧﺘﺎﺟﻴﺔ ﺑﺎﻷﻓﺮﺍﺩ‪ ،‬ﺍﻟﺘﻮﺟﻪ ﳓﻮ ﺍﻟﻔﻌﻞ ﺍﻟﺪﻗﻴﻖ‪.‬‬ ‫‪.3‬ﺍﻟﺘﻨﻮﻉ‪Diversity :‬‬ ‫ﻳﻌﲏ ﺍﻻﺧﺘﻼﻓﺎﺕ ﺑﲔ ﺍﻟﻌﺎﻣﻠﲔ ﰲ ﺍﳌﻨﻈﻤﺔ ﺑﺴﺒﺐ ﺍﳉﻨﺲ ﻭﺍﻟﻌﻤﺮ ﻭﺍﻟﻘﻮﻣﻴﺔ ﻭﺑﻠﺪ ﺍﳌﻨﺸﺄ ﻭﺍﻟﻘﻴﻢ ﻭﺍﻟﺜﻘﺎﻓﺔ‬ ‫ﻭﺍﻟﺪﻳﻦ ﻭﺍﳌﻌﺘﻘﺪ ﻭﺍﻷﻗﻠﻴﺔ ﻭﺍﻷﻛﺜﺮﻳﺔ‪ ،‬ﻭﺇﺫﺍ ﻣﺎ ﺃﺣﺴﻨﺖ ﺍﻹﺩﺍﺭﺓ ﺍﻟﺘﻌﺎﻣﻞ ﻣﻊ ﻫﺬﺍ ﺍﻟﺘﻨﻮﻉ ﻓﺈﻧﻪ ﳝﺜﻞ ﻏﲎ ﻛﺒﲑ‬ ‫ﻟﻠﻤﻨﻈﻤﺔ ﳜﻠﻖ ﻣﻴﺰﺍﺕ ﺗﻨﺎﻓﺴﻴﺔ ﻣﺘﻔﺮﺩﺓ‪.‬‬ ‫‪122 GEAD 101‬‬ ‫‪.4‬ﺍﻹﺩﺍﺭﺓ ﺑﺎﻷﻫﺪﺍﻑ‪Management Of Objectives :‬‬ ‫ﻳﻨﺴﺐ ﻫﺬﺍ ﺍﻷﺳﻠﻮﺏ ﰲ ﺍﻹﺩﺍﺭﺓ ﺇﱃ ﺍﻟﻌﺎﳌﲔ ﺑﻴﺘﺮ ﺩﺭﻛﺮ ﻭﺟﻮﺭﺝ ﺃﻭﺩﻳﻮﺭﻥ‪ ،‬ﻭﻗﺪ ﺃﻛﺪﻭﺍ ﻋﻠﻰ ﺿﺮﻭﺭﺓ‬ ‫ﺗﻮﺟﻴﻪ ﲨﻴﻊ ﺍﳉﻬﻮﺩ ﳓﻮ ﺃﻫﺪﺍﻑ ﺍﳌﻨﻈﻤﺔ‪ ،‬ﻭﺍﻟﻨﻈﺮ ﺇﱃ ﺍﻷﻧﺸﻄﺔ ﺍﻟﱵ ﻳﻘﻮﻡ ‪‬ﺎ ﺍﻷﻓﺮﺍﺩ ﻭﺍﳉﻤﺎﻋﺎﺕ ﺑﺎﻋﺘﺒﺎﺭﻫﺎ‬ ‫‪2266334‬‬ ‫ھﺎﺗﻒ –‬ ‫دوار اﻟﺒﺎﺳﻞ –‬ ‫ﺣﻠﺐ –‬ ‫ﺻﻔﺤﺔ ‪131‬‬  ‫اﯾﺒﻼ ﻟﻠﻌﻠﻮم اﻟﺴﯿﺎﺣﯿﺔ واﻟﻔﻨﺪﻗﯿﺔ‬ ‫ﻭﺳﻴﻠﺔ ﻟﺘﺤﻘﻴﻖ ﺍﻷﻫﺪﺍﻑ ﺍﻟﻔﺮﺩﻳﺔ ﻭﺍﳉﻤﺎﻋﻴﺔ ﻭﺍﻟﱵ ﺗﺆﺩﻱ ﺑﺪﻭﺭﻫﺎ ﻟﺘﺤﻘﻴﻖ ﺃﻫﺪﺍﻑ ﺍﳌﻨﻈﻤﺔ‪.‬ﻭﻣﻦ ﻫﻨﺎ ﺟﺎﺀ‬ ‫ﺍﻟﺘﺄﻛﻴﺪ ﻋﻠﻰ ﻗﻴﺎﻡ ﺍﳌﺪﻳﺮﻳﻦ ﰲ ﲨﻴﻊ ﺍﳌﺴﺘﻮﻳﺎﺕ ﺑﻮﺿﻊ ﺍﻷﻫﺪﺍﻑ ﺍﶈﺪﺩﺓ ﺍﻟﱵ ﻳﻨﺒﻐﻲ ﺍﻟﻌﻤﻞ ﻣﻦ ﺃﺟﻞ ﲢﻘﻴﻘﻬﺎ‪.‬‬ ‫ﻭﻧﻘﻄﺔ ﺍﻟﺒﺪﺍﻳﺔ ﻫﻲ ﲢﺪﻳﺪ ﺍﻷﻫﺪﺍﻑ ﺍﻟﻌﺎﻣﺔ ﻟﻠﻤﻨﻈﻤﺔ‪ ،‬ﻭﺍﺳﺘﻨﺎﺩﺍﹰ ﳍﺬﻩ ﺍﻷﻫﺪﺍﻑ ﳛﺪﺩ ﺍﳌﺪﻳﺮ ﺃﻫﺪﺍﻑ ﺩﺍﺋﺮﺗﻪ‪ ،‬ﻭﻣﻦ‬ ‫ﰒ ﻳﻘﻮﻡ ﺭﺋﻴﺲ ﺍﻟﻘﺴﻢ ﺑﺘﺤﺪﻳﺪ ﺃﻫﺪﺍﻑ ﻗﺴﻤﻪ ﺍﻋﺘﻤﺎﺩﺍﹰ ﻋﻠﻰ ﺃﻫﺪﺍﻑ ﺍﻟﺪﺍﺋﺮﺓ‪ ،‬ﻭﺃﺧﲑﺍﹰ ﻳﻘﻮﻡ ﺭﺋﻴﺲ ﺍﻟﻘﺴﻢ‬ ‫ﺑﺘﺤﺪﻳﺪ ﺍﻷﻫﺪﺍﻑ ﺍﳌﻄﻠﻮﺏ ﻣﻦ ﻛﻞ ﻓﺮﺩ ﲢﻘﻴﻘﻬﺎ ﺍﻧﻄﻼﻗﺎ ﻣﻦ ﺃﻫﺪﺍﻑ ﺍﻟﻘﺴﻢ‪.‬ﻭﻋﻦ ﻛﻴﻔﻴﺔ ﻭﺿﻊ ﻫﺬﻩ‬ ‫ﺍﻷﻫﺪﺍﻑ‪ ،‬ﻓﻘﺪ ﺃﻛﺪ ﻣﺪﺧﻞ ﺍﻹﺩﺍﺭﺓ ﺑﺎﻷﻫﺪﺍﻑ ﻋﻠﻰ ﺃﳘﻴﺔ ﻭﺿﺮﻭﺭﺓ ﻣﺸﺎﺭﻛﺔ ﺍﻷﻓﺮﺍﺩ ﺍﻟﻌﺎﻣﻠﲔ ﰲ ﲨﻴﻊ‬ ‫ﺍﳌﺴﺘﻮﻳﺎﺕ ﺑﺼﻮﺭﺓ ﻓﺎﻋﻠﺔ ﰲ ﲢﺪﻳﺪ ﺍﻷﻫﺪﺍﻑ ﺍﳌﺮﺍﺩ ﲢﻘﻴﻘﻬﺎ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﻟﻮﺣﺪﺓ ‪ /‬ﺍﳉﻤﺎﻋﺔ‪ ،‬ﻭﻋﻠﻰ ﻣﺴﺘﻮﻯ‬ ‫ﺍﻟﻔﺮﺩ‪ ،‬ﻭﺑﻌﺪﻫﺎ ﻳﺘﻢ ﻭﺿﻊ ﺍﻷﻫﺪﺍﻑ‪ ،‬ﺗﻮﺿﻊ ﺧﻄﺔ ﻋﻤﻞ ﻟﻜﻞ ﻣﺮﺅﻭﺱ ﺑﺎﻻﺗﻔﺎﻕ ﻣﺎ ﺑﲔ ﺍﻟﺮﺋﻴﺲ ﻭﺍﳌﺮﺅﻭﺱ‪،‬‬ ‫ﻭﻳﻘﻮﻡ ﺍﻟﺮﺋﻴﺲ ﺑﺘﻮﻓﲑ ﻣﺎ ﻳﻠﺰﻡ ﻟﻠﻌﺎﻣﻞ ﻣﻊ ﺍﻟﺘﻮﺟﻴﻪ ﻭﺍﻹﺭﺷﺎﺩ ﺍﳌﺴﺘﻤﺮ ﻭﻣﺘﺎﺑﻌﺔ ﺗﻘﻴﻴﻢ ﺃﺩﺍﺀ ﺍﻟﻔﺮﺩ ﺣﱴ ‪‬ﺎﻳﺔ ﺍﳋﻄﺔ‬ ‫ﻭﲢﻘﻴﻖ ﺍﻷﻫﺪﺍﻑ ﺍﶈﺪﺩﺓ‪.‬‬ ‫‪.5‬ﺇﺩﺍﺭﺓ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ‪T.Q.M. :‬‬ ‫ﻓﻠﺴﻔﺔ ﺇﺩﺍﺭﻳﺔ ﺣﺪﻳﺜﺔ ﺗﺄﺧﺬ ﺷﻜﻞ ‪‬ﺞ ﺃﻭ ﻧﻈﺎﻡ ﺇﺩﺍﺭﻱ ﺷﺎﻣﻞ ﻗﺎﺋﻢ ﻋﻠﻰ ﺃﺳﺎﺱ ﺇﺣﺪﺍﺙ ﺗﻐﻴﲑﺍﺕ‬ ‫ﺇﳚﺎﺑﻴﺔ ﺟﺬﺭﻳﺔ ﻟﻜﻞ ﺷﻲﺀ ﺩﺍﺧﻞ ﺍﳌﻨﻈﻤﺔ ﲝﻴﺚ ﺗﺸﻤﻞ ﻫﺬﻩ ﺍﻟﺘﻐﲑﺍﺕ‪ :‬ﺍﻟﻔﻜﺮ‪ ،‬ﺍﻟﺴﻠﻮﻙ‪ ،‬ﺍﻟﻘﻴﻢ‪ ،‬ﺍﳌﻌﺘﻘﺪﺍﺕ‬ ‫ﺍﻟﺘﻨﻈﻴﻤﻴﺔ‪ ،‬ﺍﳌﻔﺎﻫﻴﻢ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﳕﻂ ﺍﻟﻘﻴﺎﺩﺓ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﻧﻈﻢ ﻭﺇﺟﺮﺍﺀﺍﺕ ﺍﻟﻌﻤﻞ ﻭﺍﻷﺩﺍﺀ‪ ،‬ﻭﺫﻟﻚ ﻣﻦ ﺃﺟﻞ ﲢﺴﲔ‬ ‫ﻭﺗﻄﻮﻳﺮ ﻛﻞ ﻣﻜﻮﻧﺎﺕ ﺍﳌﻨﻈﻤﺔ ﻟﻠﻮﺻﻮﻝ ﺇﱃ ﺃﻋﻠﻰ ﺟﻮﺩﺓ ﰲ ﳐﺮﺟﺎ‪‬ﺎ )ﺳﻠﻊ ﻭﺧﺪﻣﺎﺕ( ﻭﺑﺄﻗﻞ ﺗﻜﻠﻔﺔ ‪‬ﺪﻑ‬ ‫ﲢﻘﻴﻖ ﺃﻋﻠﻰ ﺩﺭﺟﺔ ﻣﻦ ﺍﻟﺮﺿﺎ ﻟﺪﻯ ﺯﺑﺎﺋﻨﻬﺎ‪ ،‬ﻋﻦ ﻃﺮﻳﻖ ﺇﺷﺒﺎﻉ ﺣﺎﺟﺎ‪‬ﻢ ﻭﺭﻏﺒﺎ‪‬ﻢ ﻭﻓﻖ ﻣﺎ ﻳﺘﻮﻗﻌﻮﻧﻪ‪.‬‬ ‫‪.6‬ﺍﳍﻨﺪﺭﺓ‪Reengineering :‬‬ ‫‪123 GEAD 101‬‬ ‫ﻫﻲ ﺍﺳﺘﺨﺪﺍﻡ ﳎﻤﻮﻋﺔ ﺍﻷﺩﻭﺍﺕ ﻭﺍﻟﻮﺳﺎﺋﻞ ﺍﳌﺘﻄﻮﺭﺓ ﻭﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻦ ﺍﻟﺘﻘﻨﻴﺎﺕ ﺍﳊﺪﻳﺜﺔ ﰲ ﺇﺣﺪﺍﺙ‬ ‫ﺍﻟﺪﻣﺞ ﺍﻷﻣﺜﻞ ﳍﺬﻩ ﺍﻟﻮﺳﺎﺋﻞ ﻭﺻﻮﻻﹰ ﻟﻠﺘﻐﲑ ﺍﳉﺬﺭﻱ ﰲ ﻛﻞ ﺃﺭﺟﺎﺀ ﺍﳌﻨﻈﻤﺔ ﻭﰲ ﺍﻟﻮﻓﺎﺀ ﺑﺎﺣﺘﻴﺎﺟﺎﺕ ﺍﳌﺴﺘﻬﻠﻚ‪.‬‬ ‫‪2266334‬‬ ‫ھﺎﺗﻒ –‬ ‫دوار اﻟﺒﺎﺳﻞ –‬ ‫ﺣﻠﺐ –‬ ‫ﺻﻔﺤﺔ ‪132‬‬  ‫اﯾﺒﻼ ﻟﻠﻌﻠﻮم اﻟﺴﯿﺎﺣﯿﺔ واﻟﻔﻨﺪﻗﯿﺔ‬ ‫ﻭﺗﻌﺘﱪ ﺍﳍﻨﺪﺭﺓ ﺇﺩﺍﺭﺓ ﻟﺘﻄﻮﻳﺮ ﺍﻟﺸﺮﻛﺎﺕ ﻣﻦ ﺧﻼﻝ ﺍﻟﺘﻐﻴﲑ ﺍﳉﺬﺭﻱ ﻟﻄﺮﻕ ﺃﺩﺍﺋﻬﺎ‪ ،‬ﻓﻬﻲ ﺃﺩﺍﺓ ﺗﺴﺎﻋﺪ ﺍﳌﻨﻈﻤﺔ ﰲ‬ ‫ﲢﺴﲔ ﺃﺩﺍﺋﻬﺎ ﻭﻋﻤﻠﻬﺎ‪.‬‬ ‫‪.7‬ﺇﺩﺍﺭﺓ ﺍﳌﻌﺮﻓﺔ‪Knowledge Management :‬‬ ‫ﻣﻊ ﺗﺼﺎﻋﺪ ﻇﺎﻫﺮﺓ ﺍﻟﻌﻮﳌﺔ ﻭﺍﻟﺘﺤﻮﻝ ﳓﻮ ﺍﻻﻗﺘﺼﺎﺩ ﺍﳌﻌﺮﰲ ﺃﺻﺒﺢ ﻳﻨﻈﺮ ﺇﱃ ﺍﳌﻌﺮﻓﺔ ﺑﺎﻋﺘﺒﺎﺭﻫﺎ ﺃﺣﺪ‬ ‫ﺍﳌﻮﺍﺭﺩ ﺍﳍﺎﻣﺔ ﰲ ﺍﳌﻨﻈﻤﺔ‪ ،‬ﺑﻞ ﻭﻳﻌﺘﱪﻫﺎ ﺍﻟﻜﺜﲑﻭﻥ ﺃﻫﻢ ﻣﻮﺭﺩ ﻟﻜﻮﻧﻪ ﻳﺴﺘﻄﻴﻊ ﲢﻘﻴﻖ ﻣﻴﺰﺓ ﺗﻨﺎﻓﺴﻴﺔ ﻣﺴﺘﺪﺍﻣﺔ ﻻ‬ ‫ﳝﻜﻦ ﺗﻘﻠﻴﺪﻫﺎ‪ ،‬ﻭﻻ ﺑﺪ ﻣﻦ ﺇﺩﺍﺭﺓ ﻫﺬﺍ ﺍﳌﻮﺭﺩ )ﺍﳌﻌﺮﻓﺔ( ﺑﻨﺠﺎﺡ‪.‬ﻭﻗﺪ ﺍﺳﺘﻘﻄﺐ ﻣﻮﺿﻮﻉ ﺇﺩﺍﺭﺓ ﺍﳌﻌﺮﻓﺔ ﺍﻫﺘﻤﺎﻣﺎﹰ‬ ‫ﻣﺘﺰﺍﻳﺪﺍﹰ ﻣﻦ ﻗﺒﻞ ﺍﻟﻜﺘﺎﺏ ﻭﺍﻟﺒﺎﺣﺜﲔ ﺍﻟﺬﻳﻦ ﺗﻄﺮﻗﻮﺍ ﺇﱃ ﻋﻤﻠﻴﺔ ﺇﺩﺍﺭﺓ ﺍﳌﻌﺮﻓﺔ ﻭﺃﺑﻌﺎﺩﻫﺎ ﻭﻫﻲ ﺑﻨﺎﺀ ﺍﳌﻌﺮﻓﺔ ﻭﺗﺮﻣﻴﺰﻫﺎ‬ ‫ﻭﺍﶈﺎﻓﻈﺔ ﻋﻠﻴﻬﺎ ﻭﻧﻘﻠﻬﺎ ﻭﻣﺸﺎﺭﻛﺘﻬﺎ ﻭﺗﻘﺎﲰﻬﺎ ﻭﺗﻄﺒﻴﻘﻬﺎ‪.‬‬ ‫‪.8‬ﻣﻨﻈﻤﺎﺕ ﺍﻟﺘﻌﻠﻢ‪Learning Organizational :‬‬ ‫ﻳﻘﺼﺪ ﲟﻨﻈﻤﺎﺕ ﺍﻟﺘﻌﻠﹼﻢ ﺗﻠﻚ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﱵ ﲣﻠﻖ ﺑﻴﺌﺔ ﺩﺍﻋﻤﺔ ﻭﻣﺴﻬﻠﺔ ﻟﻌﻤﻠﻴﺔ ﺍﻟﺘﻌﻠﹼﻢ ﰲ ﻛﺎﻓﺔ ﺃﳓﺎﺀ‬ ‫ﺍﳌﻨﻈﻤﺔ‪ ،‬ﻭﺗﺸﺠﻊ ﻣﻮﻇﻔﻴﻬﺎ ﻋﻠﻰ ﻛﻞ ﺍﳌﺴﺘﻮﻳﺎﺕ ﻟﻼﺷﺘﺮﺍﻙ ﰲ ﻃﺮﺡ ﺍﻷﻓﻜﺎﺭ ﻭﺍﳊﻮﺍﺭ ﻭﺍﳌﻨﺎﻗﺸﺔ ﻭﺣﻞ‬ ‫ﺍﳌﺸﻜﻼﺕ‪.‬ﻭﻳﻌﺘﱪ ﻣﻔﻬﻮﻡ ﻣﻨﻈﻤﺎﺕ ﺍﻟﺘﻌﻠﹼﻢ ﻭﺍﺣﺪﺍﹰ ﻣﻦ ﺃﻛﺜﺮ ﺍ‪‬ﺎﻻﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺣﺪﺍﺛﺔ ﻭﺍﻫﺘﻤﺎﻣﺎﹰ ﰲ ﺍﻵﻭﻧﺔ‬ ‫ﺍﻷﺧﲑﺓ ﻭﺃﺣﺪ ﺍﻟﺘﺤﺪﻳﺎﺕ ﺍﻟﱵ ﺗﻮﺍﺟﻪ ﺍﳌﻨﻈﻤﺎﺕ ﺍﳌﻌﺎﺻﺮﺓ‪ ،‬ﻓﻬﻲ ﺗﺘﻄﻠﺐ ﺍﺳﺘﻴﻌﺎﺑﺎﹰ ﺷﺎﻣﻼﹰ ﳉﻤﻴﻊ ﺃﺑﻌﺎﺩ ﻭﺃﻧﺸﻄﺔ‬ ‫ﺍﳌﻨﻈﻤﺔ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺴﻴﺎﺳﺘﻬﺎ ﻭﻧﺸﺎﻃﻬﺎ ﻭﺑﻨﺎﺋﻬﺎ ﻭﻃﺒﻴﻌﺔ ﺍﻷﻓﺮﺍﺩ ﺍﻟﻌﺎﻣﻠﲔ ‪‬ﺎ ﻭﺍﻟﺘﻘﻨﻴﺔ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺘﻮﺍﻓﺮﺓ ‪‬ﺎ‪.‬ﻓﻬﺬﺍ‬ ‫ﺍﻟﻨﻮﻉ ﻣﻦ ﺍﳌﻨﻈﻤﺎﺕ ﻳﺸﺠﻊ ﻋﻠﻰ ﺍﻟﺘﻌﻠﹼﻢ ﻭﺍﻻﺳﺘﻤﺮﺍﺭ ﻓﻴﻪ‪ ،‬ﻭﻳﺮﻭﺝ ﻟﺘﺒﺎﺩﻝ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﲔ ﺍﻷﻓﺮﺍﺩ ﻭﻳﻌﻤﻞ ﻋﻠﻰ‬ ‫ﻧﻘﻞ ﺍﳌﻌﺮﻓﺔ ﺑﺴﺮﻋﺔ ﻭﻓﺎﻋﻠﻴﺔ ﰲ ﻛﻞ ﺃﳓﺎﺀ ﺍﳌﻨﻈﻤﺔ ﻣﻦ ﺃﺟﻞ ﺃﻥ ﻳﻜﻮﻥ ﺍﻟﺘﻌﻠﹼﻢ ﻣﺴﺆﻭﻟﻴﺔ ﺍﳉﻤﻴﻊ‪.‬‬ ‫‪124 GEAD 101‬‬ ‫‪2266334‬‬ ‫ھﺎﺗﻒ –‬ ‫دوار اﻟﺒﺎﺳﻞ –‬ ‫ﺣﻠﺐ –‬ ‫ﺻﻔﺤﺔ ‪133‬‬