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‫ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﺒﺘﻨﻲ ﺑﺮ ﻛﻴﻔﻴﺖ‬ ‫ﻣﺤﻤﺪﺣﺴﻴﻦ ﻣﻘﺼﻮﺩﻱ‬ ‫) ﻛﺎﺭﺷﻨﺎﺱ ﺍﻗﺘﺼﺎﺩﻭ ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ(‬

‫ﻣﻘﺪﻣﻪ ‪:‬‬ ‫ﻧﻴـﺎﺯ ﻭ ﺗﻤـﺎﻳﻞ ﺍﻧﺴـﺎﻥ ﺑـﻪ ﻛﻴﻔﻴـﺖ ﺑـﺮ ﺗـﺮ ﻭﺯﻳﺒﺎﻳﻲ ﺑﻪ ﻓﻄﺮﺕ ﺧﺪﺍﺟﻮﻱ ﺍﻧﺴﺎﻧﻬﺎ ﺑﺎﺯ ﻣﻲ ﮔﺮﺩﺩ ‪ .‬ﺳﺮﺷﺖ ﻛﻤﺎﻝ‬ ‫ﺟﻮﻱ ﺍﻭ ﭘﻲ ﺩﺭ ﭘﻲ ﺧﻮﺩ ﺭﺍ ﺩﺭ ﻓﺮﺍﺳﻮﻱ ﺗﻌﺎﻣﻞ ﺳﻮﻕ ﺩﺍﺩﻩ ﺍﺳﺖ ‪.‬ﺩﺭ ﻏﻴﺮ ﺍﻳﻦ ﺻﻮﺭﺕ ﺍﻧﺴﺎﻧﻬﺎ ﻣﻲ ﺑﺎﻳﺴﺘﻲ ﺩﺭ‬ ‫ﺩﻭﺭﺍﻥ ﻣﺎﻗـﺒﻞ ﺗـﺎﺭﻳﺦ ﺑﺴﺮ ﻣﻲ ﺑﺮﺩﻧﺪ ‪ .‬ﻫﻴﭻ ﭘﻴﺸﺮﻓﺘﻲ ﺣﺎﺻﻞ ﻧﻤﻲ ﮔﺸﺖ ﻭ ﻫﻤﭽﻨﺎﻥ ﻧﻴﺎﺯﻫﺎﻱ ﺧﻮﺩﺭﺍ ﺑﻪ ﻫﻤﺎﻥ‬ ‫ﺷﻴﻮﻩ ﻫﺎﻱ ﻧﺨﺴﺘﻴﻦ ﺑﺮﺁﻭﺭﺩﻩ ﻣﻲ ﺳﺎﺧﺘﻨﺪ ‪.‬‬ ‫ﺩﻫـﻪ ﺁﻏﺎﺯﻗـﺮﻥ ﺑﻴﺴـﺘﻢ ﺭﺍ ﻣﻲ ﺗﻮﺍﻥ ﺍﻭﺝ ﻧﺪﺍﻱ ﻛﻴﻔﻴﺖ ﺧﻮﺍﻫﻲ ﺁﺩﻣﻴﺎﻥ ﺍﺯ ﺍﻭﻝ ﺧﻠﻘﺖ ﺗﺎﻛﻨﻮﻥ ﻗﻠﻤﺪﺍﺩ ﻛﺮﺩ ﺑﻪ‬ ‫ﮔﻮﻧـﻪ ﺍﻱ ﻛـﻪ ﺳـﺎﺯﻣﺎﻥ ﻫﺎﻱ ﺻﻨﻌﺘﻲ ﻭ ﺧﺪﻣﺎﺗﻲ ﺩﻧﻴﺎ ﺍﺯ ﺟﻤﻠﻪ ﺳﺎﺯﻣﺎﻥ ﺗﺠﺎﺭﻱ ﺟﻬﺎﻧﻲ )‪ (W.T.O‬ﺣﻘﻮﻕ‬ ‫ﺯﻳﺎﺩﻱ ﺟﻬﺖ ﻣﺸﺘﺮﻳﺎﻥ ﻭ ﻣﺼﺮﻑ ﻛﻨﻨﺪﮔﺎﻥ ﻗﺎﺋﻞ ﺍﺳﺖ ‪ .‬ﺍﻣﺮﻭﺯﻩ ﺳﺎﺯﻣﺎﻧﻬﺎﻱ ﺧﺪﻣﺎﺗﻲ ﻭ ﺗﻮﻟﻴﺪﻱ ﺩﻳﮕﺮ ﻧﻪ ﻣﻲ‬ ‫ﺗﻮﺍﻧـﻨﺪ ﻭ ﻧـﻪ ﺣـﻖ ﺩﺍﺭﻧﺪ ﺧﺪﻣﺎﺕ ﻭ ﺗﻮﻟﻴﺪﺍﺕ ﺧﻮﺩ ﺭﺍ ﺑﻪ ﻫﺮ ﺷﻜﻠﻲ ﻛﻪ ﻣﻲ ﺧﻮﺍﻫﻨﺪ ﺑﻪ ﺟﺎﻣﻌﻪ ﺟﻬﺎﻧﻲ ﻋﺮﺿﻪ‬ ‫ﻧﻤﺎﻳﻨﺪ ‪.‬‬ ‫ﺩﺭ ﺳـﺎﻟﻬﺎﻱ ﺍﺧﻴﺮ ﺑﻴﺶ ﺍﺯ ﺳﺎﻟﻬﺎﻱ ﮔﺬﺷﺘﻪ ﻭﺍﮊﻩ ﻛﻴﻔﻴﺖ ﺑﺮ ﺳﺮ ﺯﺑﺎﻧﻬﺎ ﺳﺖ ﻭ ﺍﻳﻦ ﻧﺸﺎﻧﮕﺮ ﺃﻥ ﺍﺳﺖ ﻛﻪ ﺍﻓﺮﺍﺩ ﻭ‬ ‫ﺳﺎﺯﻣﺎﻧﻬﺎﻱ ﺩﻭﻟﺘﻲ ‪ ،‬ﻏﻴﺮ ﺩﻭﻟﺘﻲ ﺑﻪ ﮔﻮﻧﻪ ﺍﻱ ﺗﺤﺖ ﺗﺎﺛﻴﺮ ﺟﺎﺫﺑﻪ ﺍﻳﻦ ﻭﺍﮊﻩ ﻗﺮﺍﺭ ﮔﺮﻓﺘﻪ ﺍﻧﺪ ‪.‬‬ ‫ﺍﻏـﻠﺐ ﺍﻓـﺮﺍﺩ ﻛﻴﻔﻴﺖ ﺭﺍ ﺩﺭ ﺧﺎﺭﺝ ﺍﺯ ﻣﺤﻴﻂ ﻃﺒﻴﻌﻲ ﺳﺎﺯﻣﺎﻧﻬﺎ ﻭ ﺑﺼﻮﺭﺗﻲ ﻣﻨﻔﻚ ﺍﺯ ﻋﻤﻠﻜﺮﺩ ﺍﻓﺮﺍﺩ ﻭ ﺳﺎﺯﻣﺎﻧﻲ‬ ‫ﺗـﻠﻘﻲ ﻣﻴﻜﻨـﻨﺪ ‪.‬ﺃﻧـﺎﻥ ﻛﻴﻔﻴـﺖ ﺭﺍ ﭼﻴـﺰﻱ ﻣﻲ ﺩﺍﻧﻨﺪ ﻛﻪ ﺑﺮﺍﻱ ﻧﺸﺎﻥ ﺩﺍﺩﻥ ﺃﻥ ﻻﺯﻡ ﺍﺳﺖ ﺍﺯﻳﻚ ﻭﺳﻴﻠﻪ ﺳﻨﺠﺶ‬ ‫ﻳـﻚ ﻣـﺘﺮﻳﺎ ﺍﺳﺘﺎﻧﺪﺍﺭﺩ ﺍﺳﺘﻔﺎﺩﻩ ﺷﻮﺩ ﺍﮔﺮ ﭼﻪ ﺍﻣﻜﺎﻥ ﺩﺍﺭﺩ ﺍﻳﻦ ﺩﻳﺪﮔﺎﻩ ﺑﺨﺸﻲ ﺍﺯ ﺣﻘﺎﻳﻖ ﺭﺍ ﻣﻨﻌﻜﺲ ﻛﻨﺪ ‪ .‬ﺍﻣﺎ‬ ‫ﻛﺴـﺎﻧﻲ ﻛـﻪ ﻛﻴﻔﻴـﺖ ﺭﺍ ﺩﺭﺍﻳـﻦ ﺣﺪ ﺩﺭﻙ ﻛﺮﺩﻩ ﺍﻧﺪ ‪ .‬ﻫﺮﮔﺰ ﻗﺎﺩﺭ ﻧﺨﻮﺍﻫﻨﺪ ﺑﻮﺩ ﺩﺭ ﺳﺎﺯﻣﺎﻧﻬﺎﻱ ﺧﻮﺩ ﻣﻮﺟﺐ‬ ‫ﺗﻐﻴﻴـﺮ ﻭ ﺗﺤـﻮﻝ ﺍﺳﺎﺳـﻲ ﺷـﻮﻧﺪ ‪ .‬ﻛﻴﻔﻴـﺖ ﺑـﺎﻳﺪ ﺩﺭ ﻳـﻚ ﺳﻄﺢ ﺑﺎﻻﺗﺮﻱ ﺩﺭﻙ ﺷﻮﺩ ﺗﺎ ﺑﺘﻮﺍﻧﺪ ﻣﻨﺸﺎ ﺣﺮﻛﺖ ﻭ‬ ‫ﺗﺤﻮﻝ ﺩﺭ ﺳﺎﺯﻣﺎﻧﻬﺎ ﺑﺎﺷﺪ ‪.‬‬ ‫ﺑـﺎ ﺩﻳﺪﮔـﺎﻩ ﮔﺴﺘﺮﺩﻩ ﺍﻱ ﻛﻪ ﺑﺮﺍﻱ ﻛﻴﻔﻴﺖ ﻣﻄﺮﺡ ﺷﻮﺩ ‪ .‬ﺩﺷﻮﺍﺭﻱ ﺗﺤﻘﻴﻖ ﺃﻥ ﺩﺭ ﺳﺎﺯﻣﺎﻧﻬﺎ ﺭﺍ ﺑﺨﻮﺑﻲ ﻧﺸﺎﻥ ﻣﻲ‬ ‫ﺩﻫـﺪ ﻓﺎﺻـﻠﻪ ﻛﻴﻔﻴـﺖ ﺩﺭ ﺣـﺮﻑ ﺗـﺎ ﺗﺤﻘﻖ ﺃﻥ ﺩﺭ ﻋﻤﻞ ﻣﺴﺎﻭﻱ ﺍﺳﺖ ﺑﺎ ﻓﺎﺻﻠﻪ ﺑﻴﻦ ﺣﻔﻆ ﻭﺿﻌﻴﺖ ﻣﻮﺟﻮﺩ ﻭ‬ ‫ﺗﺤـﻮﻝ ﺑـﻨﻴﺎﺩﻱ ﺩﺭ ﺳـﺎﺯﻣﺎﻥ ﺑﺎ ﻫﻴﭻ ﺗﻐﻴﻴﺮﻱ ﺑﺪﻭﻥ ﺃﻣﺎﺩﮔﻲ ﻭ ﺫﺧﻴﺮﻩ ﺍﻧﺮﮊﻱ ﻻﺯﻡ ﺑﺮﺍﻱ ﺗﻐﻴﻴﺮ ﺍﻣﻜﺎﻥ ﭘﺬﻳﺮ ﻧﻤﻲ‬


‫ﺑﺎﺷـﺪ ﺑـﻪ ﻫﻤﻴـﻦ ﺩﻟﻴﻞ ﺩﺭ ﻣﺮﺍﺣﻞ ﺍﺟﺮﺍﻳﻲ ﻣﺪﻳﺮﻳﺖ ﺟﺎﻣﻊ ﻛﻴﻔﻴﺖ ﺩﻭ ﻣﺮﺣﻠﻪ ﻛﺴﺐ ﺃﮔﺎﻫﻲ ﻭ ﺩﺍﻧﺶ ﻭ ﺗﺠﺮﺑﻪ‬ ‫ﮔﺎﻣﻬـﺎﻳﻲ ﻫﺴـﺘﻨﺪ ﺩﺭ ﺟﻬـﺖ ﺍﻳﺠـﺎﺩ ﺃﻣـﺎﺩﮔﻲ ﺩﺭﺳـﺎﺯﻣﺎﻥ ﺑـﺮﺍﻱ ﺍﻳﺠـﺎﺩ ﺗﻐﻴﻴـﺮ ) ﺍﺟﺮﺍﻱ ﺣﻴﺎﺕ ﺟﺎﻣﻊ ﻛﻴﻔﻴﺖ‬ ‫)‪. (TQM‬‬ ‫ﺑـﺮﻧﺎﻣﻪ ﺭﻳـﺰﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻛﻪ ﺑﺎ ﺩﻳﺪﮔﺎﻩ ﻛﻴﻔﻴﺖ ﻳﻌﻨﻲ ﺍﺳﺘﺨﺪﺍﻡ ﻣﻔﻬﻮﻡ ﻛﻴﻔﻴﺖ ﻭ ﻣﺪﻳﺮﻳﺖ ﺟﺎﻣﻊ ﻛﻴﻔﻴﺖ ﺑﺮﺍﻱ‬ ‫ﺍﻳﺠـﺎﺩ ﺗﺤـﻮﻻﺕ ﺑـﻨﻴﺎﺩﻱ ﺩﺭ ﻳـﻚ ﺳـﺎﺯﻣﺎﻥ ﺑـﻪ ﮔﻮﻧﻪ ﺍﻱ ﻛﻪ ﺳﺎﺯﻣﺎﻥ ﺑﺘﻮﺍﻧﺪ ‪ .‬ﺩﺭ ﭘﺎﺳﺦ ﮔﻮﺋﻲ ﺑﻪ ﺍﻧﺘﻈﺎﺭﺍﺕ ﻭ‬ ‫ﻧﻴﺎﺯﻫـﺎﻱ ﻣﺸـﺘﺮﻳﺎﻥ ﺩﺭﻳـﻚ ﺟﺎﻳﮕـﺎﻩ ﺑﺮﺗﺮ ﻗﺮﺍﺭ ﮔﻴﺮﺩ ‪ .‬ﺟﻬﺖ ﻛﺴﺎﻧﻲ ﻛﻪ ﻣﻔﻬﻮﻡ ﻛﻴﻔﻴﺖ ﺭﺍ ﺑﻪ ﺩﺭﺳﺘﻲ ﺩﺭﻙ‬ ‫ﻛـﺮﺩﻫﺎﻧﺪ ‪ .‬ﺍﻣﻜـﺎﻥ ﺩﺭﻙ ﺟﺪﺍﻳـﻲ ﺑـﺮﻧﺎﻣﻪ ﺭﻳـﺰﻱ ﺍﺳـﺘﺮﺍﺗﮋﻳﻚ ﺍﺯ ﻛﻴﻔﻴﺖ ﻭ ﻣﺪﻳﺮﻳﺖ ﺟﺎﻣﻊ ﻛﻴﻔﻴﺖ ﻣﺘﺼﻮﺭ‬ ‫ﻧﻴﺴﺖ ‪.‬‬ ‫ﺍﻫﻤﻴﺖ ﻣﻮﺿﻮﻉ ‪:‬‬ ‫ﻫـﺮ ﺳـﺎﺯﻣﺎﻧﻲ ﺑـﺮﺍﻱ ﺍﺛﺒﺎﺕ ﻣﺜﺒﺖ ﺑﻮﺩﻥ ﻭ ﺍﺛﺮ ﺑﺨﺸﻲ ﺳﻴﺴﺘﻢ ﻣﺪﻳﺮﻳﺖ ﻣﺤﺼﻮﻝ ﻭ ﻫﻤﭽﻨﻴﻦ ﺍﺭﺯﻳﺎﺑﻲ ﻧﻘﺎﻃﻲ ﺍﺯ‬ ‫ﺳﻴﺴـﺘﻢ ﺧـﻮﺩ ﻛﻪ ﻣﻲ ﺗﻮﺍﻥ ﺑﻬﺒﻮﺩ ﻣﺴﺘﻤﺮ ﺍﺛﺮ ﺑﺨﺶ ﺭﺍ ﺩﺭ ﺁﻧﻬﺎ ﺍﻋﻤﺎﻝ ﻧﻤﻮﺩ ﻣﻴﺒﺎﻳﺴﺘﻲ ﺑﻪ ﻣﻘﻮﻟﻪ ﺍﺭﺗﻘﺎﻱ ﻣﺴﺘﻤﺮ‬ ‫ﻓﺮﺁﻳـﻨﺪ ﺧﻮﺩ ﺑﻴﺎﻧﺪﻳﺸﺪ ﺍﻳﻦ ﺍﻣﺮ ﺷﺎﻣﻞ ﻣﺮﺍﺣﻠﻲ ﺍﺯ ﺟﻤﻠﻪ ﻧﻈﺎﺭﺕ ‪ ،‬ﺍﻧﺪﺍﺯﻩ ﮔﻴﺮﻱ ‪ ،‬ﺍﻃﻼﻋﺎﺕ ﻣﺮﺑﻮﻁ ﺑﻪ ﻧﻈﺮﺍﺕ‬ ‫ﻣﺸﺘﺮﻳﺎﻥ ﺩﺭ ﺳﺎﻳﺮ ﻣﻨﺎﺑﻊ ﻭ ﺍﻃﻼﻋﺎﺕ ﻣﻴﺸﻮﺩ ‪.‬‬ ‫ﺧﻮﺍﺳـﺘﻪ ﻫـﺎﻱ ﻣﺸـﺘﺮﻳﺎﻥ ﻧﻘﻄـﻪ ﺗﻤﺮﻛـﺰ ﺳـﺎﺯﻣﺎﻥ ﻫﺎﺑـﺮﺍﻱ ﺍﺻﻼﺡ ﻭ ﺑﻬﺒﻮﺩ ﺷﻴﻮ ﻩ ﻫﺎﻱ ﺍﺭﺍﺋﻪ ﺧﺪﻣﺎﺕ ﻭ ﺗﻮﻟﻴﺪ‬ ‫ﻣﺤﺼـﻮﻻﺕ ﺍﺳﺖ ﺑﻨﺎﺑﺮﺍﻳﻦ ﺣﺘﻲ ﺳﺎﺯﻣﺎﻧﻬﺎﻱ ﺑﺪﻭﻥ ﺭﻗﻴﺐ ﻭ ﺍﻋﻀﺎﻳﻲ ) ﻣﺜﻞ ﺗﺎﻣﻴﻦ ﺍﺟﺘﻤﺎﻋﻲ ( ﻧﻴﺰ ﻣﻲ ﺑﺎﻳﺴﺘﻲ‬ ‫ﺗﻤـﺎﻳﻼﺕ ﻣﺨـﺎﻁ ﺑﻴـﻦ ﻭ ﻣﺸﺘﺮﻳﺎﻥ ﺧﻮﺩ ﺭﺍ ﺩﺭﻙ ﻧﻤﻮﺩﻩ ‪ ،‬ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎﻱ ﺟﻬﺎﻧﻲ ﻭ ﻣﻠﻲ ﺭﺍ ﺭﻋﺎﻳﺖ ﻧﻤﺎﻳﻨﺪ ‪ .‬ﺑﺎ‬ ‫ﺍﺭﺗﻘـﺎ ﺷـﻴﻮﻩ ﻫـﺎﻱ ﺑﻬـﺮﻩ ﺑﺮﺩﺍﺭﻱ ﻭ ﺍﻓﺰﺍﻳﺶ ﺑﻬﺮﻩ ﻭﺭﻱ ﺩﺭ ﻛﺎﻫﺶ ﻗﻴﻤﺖ ﺗﻤﺎﻡ ﺷﺪﻩ ﺗﻼﺵ ﻧﻤﺎﻳﻨﺪ ﻭ ﻣﻮﺟﺒﺎﺕ‬ ‫ﺳﻼﻣﺘﻲ ﻭ ﺷﺎﺩﺍﺑﻲ ﻭﺍﻻﺗﺮﻳﻦ ﺧﻠﻘﺖ ﺍﻟﻬﻲ ﺭﺍ ﻣﺤﻘﻖ ﺳﺎﺯﻧﺪﻩ ﻧﻈﻢ ﺳﺎﺯﻣﺎﻧﻲ ﺭﺍ ﺍﻓﺰﺍﻳﺶ ﺩﻫﻨﺪﻩ ﺁﻧﺘﺮﻭﭘﻲ ﺳﺎﺯﻣﺎﻥ‬ ‫ﺭﺍﻩ ﻣﻴﺪﻫـﻨﺪ ‪ ،‬ﺭﻓـﺘﺎﺭ ﻛﻴﻔﻴـﺖ ﮔـﺮﺍﻳﺎﻧﻪ ﺭﺍ ﺗﺸﻮﻳﻖ ﻭ ﺗﺮﻭﻳﺞ ﻧﻤﺎﻳﻨﺪﻩ ﻭ ﺑﺎ ﻋﺮﺿﻪ ﺧﺪﻣﺎﺕ ﻭ ﺗﻮﻟﻴﺪﺍﺕ ﺳﺎﻟﻢ ﻭ ﺑﺎ‬ ‫ﻛﻴﻔﻴﺖ ﺑﺎﻻ ﺍﻳﻦ ﺍﻧﺴﺎﻥ )ﺧﻠﻴﻔﻪ ﺍ‪ ( ...‬ﺭﺍ ﺷﺎﺩﺍﺏ ﻭ ﺧﺸﻨﻮﺩ ﺳﺎﺯﻧﺪ ‪.‬‬


‫ﺗﻐﻴﻴﺮ ﺍﺳﺎﺳﻲ ﺿﺮﻭﺭﻱ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﻛﻴﻔﻴﺖ ﺭﺍ ﺑﻌﻨﻮﺍﻥ ﻳﻚ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻛﺴﺐ ﻭ ﺍﺭ ﺑﭙﺬﻳﺮﻧﺪ‬ ‫ﺍﻳﻦ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻗﺎﺑﻞ ﺍﺳﺘﻔﺎﺩﻩ ﺩﺭ ﻫﺮﻧﻮﻉ ﻛﺴﺐ ﻭ ﻛﺎﺭ ﺍﺳﺖ ‪.‬‬

‫)) ﻧﻮﻻﻥ ((‬

‫ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﺒﺘﻨﻲ ﺑﺮ ﻛﻴﻔﻴﺖ‬ ‫ﺍﺻـﻮﻝ ﺍﺳﺎﺳـﻲ ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﺒﺘﻨﻲ ﺑﺮ ﻛﻴﻔﻴﺖ ﺷﺎﻣﻞ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺭﻭﻱ ﻛﺮﺩﺳﻴﺘﻤﻴﻚ ﻭ ﻣﺸﺎﺭﻛﺖ‬ ‫ﻛﺎﺭﻛﻨﺎﻥ ﻭ ﻣﺪﻳﺮﺍﻥ ﻫﻤﻪ ﺳﻄﻮﺡ ﺳﺎﺯﻣﺎﻧﻲ ﻣﻴﺒﺎﺷﺪ ‪.‬‬ ‫ﺑﻨﺎﺑﺮﺍﻳﻦ ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﺒﺘﻨﻲ ﺑﺮ ﻛﻴﻔﻴﺖ ﺭﺍ ﻣﻴﺘﻮﺍﻥ ﻳﻚ ﻓﺮﺃﻳﻨﺪ ﺳﺎﺯﻣﺎﻥ ﻣﺸﻤﻮﻝ ‪ ،‬ﻣﻨﻈﻢ ﻭ ﻣﺸﺘﺮﻱ‬ ‫ﻣﺤﻮﺭﻱ ﺑﺮﺍﻱ ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﺍﻫﺪﺍﻑ ﻛﻴﻔﻴﺖ ﺗﻌﺮﻳﻒ ﻛﺮﺩ ‪.‬‬ ‫ﺍﺩﻏﺎﻡ ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻭ ﻣﺪﻳﺮﻳﺖ ﺟﺎﻣﻊ ﻛﻴﻔﻴﺖ ‪:‬‬ ‫ﺑـﺮﻧﺎﻣﻪ ﺭﻳـﺰﻱ ﺍﺳـﺘﺮﺍﺗﮋﻳﻚ ﻣﺒﺘـﻨﻲ ﺑـﺮ ﻛﻴﻔﻴﺖ ‪ ،‬ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﺭﺍ ﺑﺎ ﻣﺪﻳﺮﻳﺖ ﺟﺎﻣﻊ ﻛﻴﻔﻴﺖ ﺍﺩﻏﺎﻡ‬ ‫ﻣﻴﻜﻨﺪ ‪ .‬ﺑﺪﻳﻦ ﻣﻌﻨﻲ ﻛﻪ ﻳﻚ ﺳﻮ ﺍﺯ ﻓﺮﺃﻳﻨﺪ ﺟﺎﺭﻱ ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ‪ ،‬ﺷﺎﻣﻞ ﺍﺭﺯﻳﺎﺑﻲ ﻧﻴﺎﺯﻫﺎﻱ ﺑﺎﺯﺍﺭ ﻭ‬ ‫ﻧﻴﺎﺯﻫـﺎﻱ ﺳـﺎﺯﻣﺎﻥ ‪ ،‬ﺑﻴـﺎﻥ ﺭﺳـﺎﻟﺖ ﻭ ﺩﻭﺭ ﻧﻤـﺎﻱ ﺳـﺎﺯﻣﺎﻥ ﺗﻌﻴﻴﻦ ﺍﻫﺪﺍﻑ ﻭ ﺍﻭﻟﻮﻳﺖ ﻫﺎ ﻭ ﺗﺨﺼﻴﺺ ﻣﻨﺎﺑﻊ ﻭ ﺍﺯ‬ ‫ﺳﻮﻱ ﺩﻳﮕﺮ ﺍﺯ ﻓﻠﺴﻔﻪ ﻭ ﻣﻔﺎﻫﻴﻢ ﺍﺭﺗﻘﺎﻱ ﻣﺴﺘﻤﺮ ﻛﻴﻔﻴﺖ ﺩﺭ ﻓﺮﺃﻳﻨﺪ ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﺍﺳﺘﻔﺎﺩﻩ ﻣﻴﻜﻨﺪ ‪ .‬ﺍﻳﻦ ﻣﻔﺎﻫﻴﻢ )‬ ‫ﻣﺸﺘﺮﻱ ﻣﺤﻮﺭﻱ ﺗﻮﺍﻧﻤﻨﺪ ﺳﺎﺯﻱ ‪ ،‬ﺭﻭﻱ ﻛﺮﺩ ﺳﻴﺴﺘﻤﻴﻚ ‪ ،‬ﺳﻨﺠﺶ ﻭﺍﺭﺗﻘﺎﻱ ﻣﺴﺘﻤﺮ ﻛﻴﻔﻴﺖ (‬ ‫ﺑﺎ ﺍﺩﻏﺎﻡ ﻫﻮﺷﻤﻨﺪ ﺍﻧﻪ ﻣﺪﻳﺮﻳﺖ ﺟﺎﻣﻊ ﻛﻴﻔﻴﺖ ﻭﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﺍﺯ ﺍﺷﺘﺒﺎﻫﺎﺕ ﻛﻪ ﺍﻣﻜﺎﻥ ﺩﺍﺭﺩ ﺩﺭ ﻃﻲ‬ ‫ﺍﺟﺮﺍﻱ ﺟﺪﺍﮔﺎﻧﻪ ﻫﺮﻳﻚ ﺍﺯ ﺁﻧﻬﺎ ﺑﻪ ﻭﺟﻮﺩ ﻣﻲ ﺁﻳﺪ ﺩﻭﺭ ﻣﻴﺸﻮﺩ ‪.‬‬

‫ﺍﺟﺮﺍﻱ ﻣﺪﻳﺮﻳﺖ ﺟﺎﻣﻊ ﻛﻴﻔﻴﺖ ﺑﺪﻭﻥ ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﺑﻪ ﻣﻮﺍﺭﺩ ﺯﻳﺮ ﻣﻲ ﺍﻧﺠﺎﻣﺪ ‪.‬‬ ‫‪-١‬ﻓﻘﺪﺍﻥ ﺣﻤﺎﻳﺖ ﺳﺎﺯﻣﺎﻧﻲ ﺍﺯ ﺍﺭﺗﻘﺎﻱ ﻛﻴﻔﻴﺖ ﻭ ﻣﺪﻳﺮﻳﺖ ﻛﻴﻔﻴﺖ‬ ‫‪-٢‬ﻭﺟﻮﺩ ﻳﻚ ﺩﻳﺪﮔﺎﻩ ﺍﺟﺮﺍﻳﻲ ﻣﺤﺪﻭﺩ‬ ‫‪-٣‬ﻧﺪﺍﺷﺘﻦ ﻳﻚ ﺩﻳﺪﮔﺎﻩ ﺳﻴﺴﺘﻤﻴﻚ ﺟﺎﻣﻊ‬ ‫‪-٤‬ﻓﻌﺎﻟﻴﺖ ﺑﺮ ﺭﻭﻱ ﻓﺮﺃﻳﻨﺪﻫﺎﻱ ﺩﺭ ﺣﺎﻝ ﮔﺬﺭ‬ ‫‪-٥‬ﺑﺮ ﺍﺻﻼﺡ ﺳﺮﻳﻊ ﺍﻣﻮﺭ ﺗﻤﺮﻛﺰ ﻣﻴﺸﺪ‬


‫ﻋﻨﺎﺻﺮ ﺍﺻﻠﻲ ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﺒﺘﻨﻲ ﺑﺮ ﻛﻴﻔﻴﺖ‬ ‫‪-١‬ﻛﻴﻔﻴﺖ ﺑﻌﻨﻮﺍﻥ ﻳﻚ ﻫﺪﻑ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ‬ ‫‪-٢‬ﺍﺛﺒﺎﺕ ﻫﺪﻑ‬ ‫‪-٣‬ﺗﻤﺮﻛﺰ ﺑﻪ ﻣﺸﺘﺮﻱ‬ ‫‪-٤‬ﺭﻭﻱ ﻛﺮﺩ ﺳﻴﺴﺘﻤﻴﻚ‬ ‫‪-٥‬ﻓﺮﻫﻨﮓ ﻛﻴﻔﻴﺖ‬ ‫‪-٦‬ﺳﺎﺧﺘﺎﺭ‬ ‫‪-٧‬ﺍﺭﺯﻳﺎﺑﻲ ﺩﺭﻭﻧﻲ‬ ‫‪-٨‬ﺳﻨﺠﺶ ﻭ ﺗﺤﻠﻴﻞ‬ ‫‪-٩‬ﺍﺭﺗﻘﺎﻱ ﻣﺴﺘﻤﺮ‬

‫ﺍﻟﮕﻮﻱ ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﺒﺘﻨﻲ ﺑﺮ ﻛﻴﻔﻴﺖ‬

‫ﻣﺮﺣﻠﻪ ﺍﻭﻝ ‪ :‬ﺍﺭﺯﻳﺎﺑﻲ‬

‫ﺩﻭﺭ ﻧﻤﺎ ‪ ،‬ﺭﺳﺎﻟﺖ ‪ ،‬ﺍﺭﺯﺷﻬﺎ ﻭ ﺍﺻﻮﻝ ﺭﺍﻫﻨﻤﺎﻱ ﺳﺎﺯﻣﺎﻥ‬

‫ﺍﺭﺯﻳﺎﺑﻲ ﺩﺭﻭﻧﻲ ‪ /‬ﻣﺸﺘﺮﻳﻬﺎﻱ ﺩﺭﻭﻧﻲ‬

‫ﻣﺮﺣﻠﻪ ﺩﻭﻡ ‪ :‬ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ‬

‫ﺍﺭﺯﻳﺎﺑﻲ ﺑﻴﺮﻭﻧﻲ ‪ /‬ﻣﺸﺘﺮﻳﻬﺎﻱ ﺑﻴﺮﻭﻧﻲ‬

‫ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﺷﺎﻣﻞ ﺍﻫﺪﺍﻑ ‪ ،‬ﺳﻨﺠﺶ ﻫﺎ‬ ‫ﻭﻧﺘﺎﻳﺞ‬

‫ﺍﺟﺮﺍ ‪ /‬ﺗﻐﻴﻴﺮ ﺳﻨﺠﺶ ﻫﺎ‬

‫ﻣﺮﺣﻠﻪ ﺳﻮﻡ ‪ :‬ﺍﺟﺮﺍ‬ ‫ﺍﻓﺮﺍﺩ‬

‫ﺭﻫﺒﺮﻱ‬

‫ﻧﻴﻤﻪ ﻓﺮﺍﺑﺨﺶ‬

‫ﻣﺮﺣﻠﻪ ﭼﻬﺎﺭﻡ ‪:‬ﺍﺭﺯﺷﻴﺎﺑﻲ ﻭ‬ ‫ﺍﺭﺗﻘﺎﻱ ﻣﺴﺘﻤﺮ ﻛﻴﻔﻴﺖ‬ ‫ﺳﻨﺠﺶ ‪ ،‬ﺍﺭﺯﺷﻴﺎﺑﻲ ﻭ ﺍﺭﺗﻘﺎﻱ ﻣﺴﺘﻤﺮ‬


‫ﻣﺮﺣﻠﻪ ﺍﻭﻝ ‪ :‬ﺍﺭﺯﻳﺎﺑﻲ‬ ‫ﻣﺮﺣﻠﻪ ﺍﺭﺯﻳﺎﺑﻲ ﺷﺎﻣﻞ ‪ ٢‬ﻗﺴﻤﺖ ﺍﺳﺖ ‪:‬‬ ‫ﺍﻟـﻒ( ﺍﺭﺯﻳـﺎﺑﻲ ﺩﺭﻭﻧـﻲ ‪ :‬ﺗﻮﺍﻧﺎﻳﻴﻬـﺎ ﻭ ﺿﻌﻔﻬﺎﻱ ﺩﺭﻭﻥ ﺳﺎﺯﻣﺎﻧﻲ ‪ ،‬ﺑﺨﺼﻮﺹ ﻣﻮﺍﻧﻊ ﺍﺭﺗﻘﺎﻱ ﻛﻴﻔﻴﺖ ﻭ ﺟﻮﻳﺎﻱ‬ ‫ﻓﺮﻫـﻨﮓ ﻻﺯﻡ ﺑـﺮﺍﻱ ﺗﻼﺷﻬﺎﻱ ﻛﻴﻔﻴﺖ ﺭﺍ ﺍﺭﺯﻳﺎﺑﻲ ﻣﻴﻜﻨﺪ ‪ ) .‬ﺷﺎﻣﻞ ‪ :‬ﺑﺮﺭﺳﻲ ﻧﻴﺎﺯﻫﺎ ﻭ ﺍﻧﺘﻈﺎﺭﺍﺕ ﻣﺸﺘﺮﻱ ﻫﺎﻱ‬ ‫ﺩﺍﺧﻠﻲ ﻳﻌﻨﻲ ﻛﺎﺭﻛﻨﺎﻥ ﻭ‪ ....‬ﻣﻴﺒﺎﺷﺪ ‪(.‬‬ ‫ﺏ( ﺍﺭﺯﻳـﺎﺑﻲ ﺧـﺎﺭﺟﻲ ‪ :‬ﻣـﺘﻐﻴﺮ ﻫـﺎﻱ ﻣﺤﻴـﻂ ﺑﻴـﺮﻭﻧﻲ ﺍﺯ ﻗﺒﻴﻞ ‪ :‬ﻓﻦ ﺁﻭﺭﻱ ‪ ،‬ﻣﻘﺮﺭﺍﺕ ﻭ ﻧﻴﺮﻭﻱ ﺍﻧﺴﺎﻧﻲ ﻣﺎﻫﺮ ‪،‬‬ ‫ﺍﻧﺘﻈﺎﺭﺍﺕ ﻣﺸﺘﺮﻳﻬﺎﻱ ﺧﺎﺭﺟﻲ ‪ ،‬ﭘﺮﺩﺍﺧﺖ ﻛﻨﻨﺪﮔﺎﻥ ﻃﺮﻑ ﺳﻮﻡ ﻭﻛﻞ ﺟﺎﻣﻌﻪ‬ ‫ﻣﺮﺣﻠﻪ ﺩﻭﻡ ‪ :‬ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ‬ ‫ﺩﺭ ﺍﻳﻦ ﻣﺮﺣﻠﻪ ﺷﻮﺭﺍﻱ ﺭﺍﻫﺒﺮﻱ ﺍﺯ ﻧﺘﺎﻳﺞ ﺍﺭﺯﻳﺎﺑﻲ ﻫﺎﻱ ﺩﺭﻭﻧﻲ ﻭ ﺑﻴﺮﻭﻧﻲ ﻛﻤﻚ ﻣﻴﮕﻴﺮﺩ ‪ .‬ﺑﻴﻦ ﺁﻧﭽﻪ ﻛﻪ ﻫﺴﺖ‬ ‫ﺑـﺎ ﺁﻧﭽـﻪ ﺑـﺎﻳﺪ ﺑﺎﺷﺪ ﻭ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻋﻤﻠﻜﺮﺩ ﺳﺎﺯﻣﺎﻥ ﻫﺎﻱ ﺩﻳﮕﺮ ﺑﻪ ﻋﻨﻮﺍﻥ ﺍﺳﺘﺎﻧﺪﺍﺭﺩ ﻫﺎﻱ ﻋﻤﻠﻜﺮﺩﻱ ‪ ،‬ﺍﻫﺪﺍﻑ‬ ‫ﺟﺰﺋﻲ ﻭ ﺭﻭﺵ ﻫﺎﻱ ﺩﺳﺖ ﻳﺎﺑﻲ ﺑﻪ ﺁﻧﻬﺎ ﺭﺍ ﺗﻌﻴﻴﻦ ﻣﻴﻜﻨﺪ ‪.‬‬ ‫ﻣﺮﺣﻠﻪ ﺳﻮﻡ ﺍﺟﺮﺍ ‪:‬‬ ‫ﻛـﻠﻴﻪ ﺍﺟـﺰﺍ ﺭﻫـﺒﺮﻱ ﺍﺳﺖ ‪ ،‬ﻣﺪﻳﺮﺍﻥ ﺑﺎﻳﺴﺘﻲ ﺍﺭﺗﻘﺎﻱ ﻛﻴﻔﻴﺖ ﺭﺍ ﻭﻇﻴﻔﻪ ﺧﻮﺩ ﺗﻠﻘﻲ ﻛﻨﻨﺪ ﺩﺭ ﺣﻴﻦ ﺍﺟﺮﺍ ‪ ٣‬ﺍﺻﻞ‬ ‫ﻣ���ﻢ ﻣﻮﺭﺩ ﺗﻮﺟﻪ ﻗﺮﺍﺭ ﻣﻴﮕﻴﺮﺩ ‪ :‬ﺍﻭﻟﻴﻦ ﻗﺪﻡ ﺳﺎﺧﺘﺎﺭ ﺑﺨﺸﻬﺎ ﻭ ﺧﺪﻣﺎﺕ ﺍﺳﺖ ‪ .‬ﻣﻮﺭﺩ ﺩﻭﻡ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺗﻴﻢ ﻫﺎﻱ‬ ‫ﻓـﺮﺍﺑﺨﺶ ‪ ،‬ﻣﻮﺭﺩ ﺳﻮﻡ ‪ :‬ﻓﺮﺩﻓﺮﺩ ﻛﺎﺭﻛﻨﺎﻥ ﻭ ﺗﻮﺍﻧﻤﻨﺪﺳﺎﺯﻱ ﺁﻧﺎﻥ ﺩﺭ ﻣﺮﺣﻠﻪ ﺍﺟﺮﺍ ﻣﺪﻳﺮﺍﻥ ﺑﺎﻳﺪ ﺷﺮﺍﻳﻂ ﻻﺯﻡ ﺭﺍ‬ ‫ﻓـﺮﺍﻫﻢ ﻛﻨـﻨﺪ ‪ ،‬ﺍﻟﮕـﻮﻱ ﺭﻓـﺘﺎﺭﻱ ﺍﺭﺍﺋـﻪ ﺩﻫـﻨﺪ ﻭﻳـﻚ ﻣﺤﻴـﻂ ﻛﺎﺭﻱ ﺍﻳﺠﺎﺩ ﻛﻨﻨﺪ ‪ .‬ﻛﻪ ﺩﺭ ﺁﻥ ﺍﺭﺗﻘﺎﻱ ﻛﻴﻔﻴﺖ‬ ‫ﻭﻇﻴﻔﻪ ﻫﻤﻪ ﺍﻓﺮﺍﺩ ﻣﺤﺴﻮﺏ ﺷﺪ‪.‬‬ ‫ﻣﺮﺣﻠﻪ ﭼﻬﺎﺭﻡ ‪ :‬ﺍﺭﺯﺷﻴﺎﺑﻲ ﻭ ﺍﺭﺗﻘﺎﻱ ﻣﺴﺘﻤﺮ ﻛﻴﻔﻴﺖ ‪:‬‬ ‫ﺑـﺮ ﺍﺳـﺎﺱ ﺍﻳـﻦ ﺗﺤـﻠﻴﻞ ﻭ ﺍﺭﺯﻳـﺎﺑﻲ ﺟﺪﻳـﺪ ﺍﺯ ﻭﺿـﻌﻴﺖ ﺩﺭﻭﻧـﻲ ﻭ ﺑﻴـﺮﻭﻧﻲ ‪ ،‬ﺩﺭ ﺑﺮﻧﺎﻣﻪ ﺗﺠﺪﻳﺪ ﻧﻈﺮ ﻣﻴﺸﻮﺩ ﻭ‬ ‫ﺍﻗﺪﺍﻣﺎﺕ ﺟﺪﻳﺪ ﺟﻬﺖ ﺍﻳﺠﺎﺩ ﺗﻐﻴﻴﺮ ﺍﺭﺍﺋﻪ ﻣﻴﺸﻮﺩ ‪.‬‬


‫ﻧﻤﻮﺩﺍﺭ‪ :٢-١‬ﺍﻟﮕـﻮﻱ ﺟﺎﻣـﻊ ﻣﺪﻳﺮﻳـﺖ ﺍﺳﺘـﺮﺍﺗـﮋﻳﻚ‬ ‫ﺑﺎﺯﺧﻮﺭ‬

‫ﺑﺮﺭﺳﻲ‬ ‫ﻋﻮﺍﻣﻠﻲ ﺧﺎﺭﺟﻲ‬

‫ﺗﻌﻴﻴﻦ‬

‫ﺗﻌﻴﻴﻦ‬

‫ﻫﺪﻓﻬﺎﻱ‬

‫ﻣﺎﻣﻮﺭﻳﺖ‬

‫ﺑﻠﻨﺪﻣﺪﺕ‬

‫ﺗﺪﻭﻳﻦ ‪،‬ﺍﺭﺯﻳﺎﺑﻲ‬ ‫ﻭ ﺍﻧﺘﺨﺎﺏ‬ ‫ﺍﺳﺘﺮﺍﺗﮋﻱ ﻫﺎ‬

‫ﺗﻌﻴﻴﻴﻦ ﻫﺪﻑ‬ ‫ﻫﺎﻱ ﺳﺎﻻﻧﻪ‬

‫ﺗﺨﺼﻴﺺ‬ ‫ﻣﻨﺎﺑﻊ‬

‫ﻭﺳﻴﺎﺳﺖ ﻫﺎ‬

‫ﻣﺤﺎﺳﺒﻪ‬ ‫ﻭﺍﺭﺯﻳﺎﺑﻲ‬ ‫ﻋﻤﻠﻜﺮﺩ‬

‫ﺑﺮﺭﺳﻲ‬ ‫ﻋﻮﺍﻣﻞ ﺩﺍﺧﻠﻲ‬

‫ﺗﺪﻭﻳﻦ ﺍﺳﺘﺮﺍﺗﮋﻳﻬﺎ‬

‫ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻳﻬﺎ‬

‫ﺍﺭﺯﻳﺎﺑﻲ ﺍﺳﺘﺮﺍﺗﮋﻳﻬﺎ‬


‫ﻣﻨﺒﻊ ‪Fred R. David, "How Companies Define Their Mission", Long Range :‬‬ ‫‪Planning 22 ,no 3 (June 1988):40‬‬ ‫ﻧﻈﺎﻡ ﺳﻨﺠﺶ ﻭ ﭼﺮﺧﻪ ﺍﺭﺗﻘﺎﻱ ﻋﻤﻠﻜﺮﺩ ‪:‬‬ ‫ﻃﺮﺍﺣﻲ‬ ‫ﻭﻇﻴﻔﻪ ‪/‬‬ ‫ﻓﺮﺁﻳﻨﺪ‬

‫ﺍﻫﺪﺍﻑ‬

‫ﻃﺮﺍﺣﻲ ﻣﺠﺪﺩ‬ ‫ﻃﺮﺍﺣﻲ‬

‫ﺁﻣﻮﺯﺵ‬

‫ﺳﻨﺠﺶ‬ ‫ﺳﻴﺴﺘﻢ‬ ‫ﺳﻨﺠﺶ‬ ‫ﺗﺼﻤﻴﻢ ﮔﻴﺮﻱ‬

‫ﺁﻣﻮﺯﺵ‬ ‫ﻻﺯﻡ‬ ‫ﻃﺮﺍﺣﻲ‬

‫ﭘﺎﻳﮕﺎﻩ ﺩﺍﺩﻩ ﺍﻱ‬ ‫ﺩﺍﺧﻠﻲ‬ ‫ﺟﻤﻊ ﺁﻭﺭﻱ‬

‫ﻓﺮﺁﻳﻨﺪﻫﺎ ﻭ ﺳﻴﺴﺘﻤﻬﺎﻱ ﺟﻤﻊ ﺁﻭﺭﻱ ﺩﺍﺩﻩ ﻫﺎ ‪،‬‬ ‫ﻭﺭﻭﺩ ﻭ ﺍﻧﺘﻘﺎﻝ ﺩﺍﺩ ﻩ ﻫﺎ ‪ ،‬ﭘﺎﻳﺶ ﻛﻴﻔﻴﺖ ﺩﺍﺩ ﻩ ﻫﺎ‬

‫ﺍﺭﺗﻘﺎ‪/‬‬ ‫ﻧﻮ ﺁﻭﺭﻱ‬ ‫ﺍﻧﺘﻘﺎﻝ‬ ‫ﺍﺭﺗﻘﺎ‬

‫ﺍﻭﻟﻮﻳﺘﻬﺎﻱ‬ ‫ﺍﺭﺗﻘﺎ‬

‫ﺗﺨﺼﻴﺺ‬ ‫ﻣﻨﺎﺑﻊ‬

‫ﺍﻃﻼﻋﺎﺕ‬ ‫ﻣﻘﺎﻳﺴﻪ ﺍﻱ‬ ‫ﮔﺰﺍﺭﺵ‬

‫ﭘﺎﻳﮕﺎﻩ ﺩﺍﺩﻩ ﺍﻱ‬ ‫ﻣﻘﺎﻳﺴﻪ ﺍﻱ‬

‫ﻋﻨﺎﻭﻳﻦ ﺍﺟﺮﺍﻱ ﻣﺮﺣﻠﻪ ﺍﺭﺯﺷﻴﺎﺑﻲ ﻭ ﺍﺭﺗﻘﺎﻱ ﻣﺴﺘﻤﺮ ﻛﻴﻔﻴﺖ‬ ‫‪-١‬ﺑﺮﺍﻱ ﺍﺭﺯﺷﻴﺎﺑﻲ ﻭ ﺍﺭﺗﻘﺎﻱ ﻣﺴﺘﻤﺮ ﻛﻴﻔﻴﺖ ﻳﻚ ﻓﻠﺴﻔﻪ ﺍﻳﺠﺎﺩ ﻛﻨﻴﺪ ‪:‬‬ ‫ﺍﻟﻒ( ﻛﻴﻔﻴﺖ ﻳﻚ ﻣﺴﺎﺑﻘﻪ ﺑﺪﻭﻥ ﺧﻂ ﻳﺎﺑﻲ ﺍﺳﺖ‬ ‫ﺏ( ﻧﻮ ﺁﻭﺭﻱ ﻭ ﭘﻴﮕﻴﺮﻱ ﺧﺴﺘﮕﻲ ﻧﺎ ﭘﺬﻳﺮ ﻛﻴﻔﻴﺖ ﻣﻮﺟﺐ ﺍﻭﻝ ﺑﻮﺩﻥ ﺳﺎﺯﻣﺎﻥ ﺩﺭ ﺭﻗﺎﺑﺖ ﺑﺎ ﺩﻳﮕﺮﺍﻥ ﺑﺎﺷﺪ‬ ‫‪ -٢‬ﻳﻚ ﺩﺍﺷﺒﺮﺩ ﺳﻨﺠﺶ ﺍﻳﺠﺎﺩ ﻛﻨﻴﺪ‬ ‫)ﺍﻟﻒ( ﺳﻨﺠﺶ ﻫﺎﻳﻲ ﺑﺮﻗﺮﺍﺭ ﻛﻨﻴﺪ ﻛﻪ ﻳﻜﻲ ﺍﺯ ﺍﻫﺪﺍﻑ ﻛﻴﻔﻴﺖ ‪ ،‬ﮔﺮﻭﻫﻬﺎﻱ ﺑﻴﺸﺘﺮﻱ ﻭ ﺍﻫﺪﺍﻑ‬ ‫ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﺭﺍ ﻣﻨﻌﻜﺲ ﻛﻨﺪ‬ ‫)ﺏ ( ﺳﻨﺠﺸﻬﺎﻳﻲ ﻛﻪ ﺑﺮﺍﻱ ﭘﻴﺸﺮﻓﺖ ﺗﻴﻢ ﻫﺎ ﺭﺍ ﺗﻌﻴﻴﻦ ﻛﻨﺪ ‪.‬‬ ‫‪ - ٣‬ﺷﻮﺭﺍﻱ ﺭﺍﻫﺒﺮﻱ ﻣﻮﺍﺭﺩ ﺯﻳﺮ ﺭﺍ ﺑﻄﻮﺭ ﻣﻨﻈﻢ ﺑﺎﺯﻧﮕﺮﻱ ﻣﻲ ﻛﻨﺪ ‪.‬‬


‫ﺍﻟﻒ( ﻧﺘﺎﻳﺞ ﻭ ﺳﺎﻳﺮ ﻧﺸﺎﻧﮕﺮ ﻫﺎﻱ ﻧﺘﺎﻳﺞ‬ ‫ﺏ( ﺍﺟﺮﺍﻱ ﺑﺮﻧﺎﻣﻪ ‪ ،‬ﺑﺨﺼﻮﺹ ﻭﺿﻌﻴﺖ ﺍﻫﺪﺍﻑ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ‬ ‫ﺝ( ﭘﻴﺸﺮﻓﺖ ﺗﻴﻢ ﻫﺎﻱ ﻓﺮﺁﻳﻨﺪ ﻭ ﺑﺮﻧﺎﻣﻪ ﺑﺨﺶ ﻫﺎ‬ ‫ﺩ( ﺳﻄﺢ ﺷﺎﻳﺴﺘﮕﻲ ﻓﺮﺩﻱ‬ ‫ﻫـ ( ﻫﺰﻳﻨﻪ ﺍﺛﺮ ﺑﺨﺸﻲ ﻛﻠﻲ ﺗﻼﺷﻬﺎﻱ ﺍﺭﺗﻘﺎﻱ ﻛﻴﻔﻴﺖ‬ ‫ﺧﻼﺻﻪ ﻣﺮﺣﻠﻪ ﺍﺭﺯﻳﺎﺑﻲ ‪:‬‬ ‫‪-١‬ﺑﺮﺍﻱ ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﺒﺘﻨﻲ ﺑﻪ ﻛﻴﻔﻴﺖ ﻣﺎﻳﻚ ﻓﻠﺴﻔﻪ ﻭ ﺳﺎﺧﺘﺎﺭ ﺍﻳﺠﺎﺩ ﻛﻨﻴﺪ ‪.‬‬ ‫‪-٢‬ﺩﻭﺭ ﻧﻤﺎ ‪ ،‬ﺭﺳﺎﻟﺖ ﻭ ﺍﺻﻮﻝ ﺭﺍﻫﻨﻤﺎ ﺭﺍ ﺑﺎﺯﻧﮕﺮﻱ ﻳﺎ ﺁﻧﻬﺎ ﺭﺍ ﺗﻬﻴﻪ ﻛﻨﻴﺪ ‪.‬‬ ‫‪-٣‬ﻣﺸﺘﺮﻱ ﻫﺎﻱ ﺍﺻﻠﻲ ﺭﺍ ﺷﻨﺎﺳﺎﻳﻲ ﻭ ﻧﻴﺎﺯﻫﺎ ﻭ ﺍﻧﺘﻈﺎﺭﺍﺕ ﺁﻧﻬﺎ ﺭﺍ ﺍﺭﺯﻳﺎﺑﻲ ﻛﻨﻴﺪ ‪.‬‬ ‫‪-٤‬ﻳﻚ ﺍﺭﺯﻳﺎﺑﻲ ﺑﻴﺮﻭﻧﻲ ﺍﻧﺠﺎﻡ ﺩﻫﻴﺪ ‪.‬‬ ‫‪-٥‬ﻳﻚ ﺍﺭﺯﻳﺎﺑﻲ ﺩﺭﻭﻧﻲ ﺍﻧﺠﺎﻡ ﺩﻫﻴﺪ ‪.‬‬ ‫ﻓﺮﺁﻳﻨﺪ ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ‪:‬‬ ‫ﻳﻚ ﻓﺮﺁﻳﻨﺪ ‪ ٨‬ﻣﺮﺣﻠﻪ ﺑﺮﺍﻱ ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﭘﻴﺸﻨﻬﺎﺩ ﻣﻴﺸﻮﺩ ‪.‬‬ ‫‪-١‬ﻛﺎﺭﺑﺮﺩﻱ ﻛﺮﺩﻥ ﺩﻭﺭ ﻧﻤﺎ ﻭ ﺍﺭﺯﺷﻬﺎ‬ ‫‪-٢‬ﺑﺎﺯﻧﮕﺮﻱ ﺑﻴﺎﻥ ﺭﺳﺎﻟﺖ ﻭ ﺍﻫﺪﺍﻑ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ‬ ‫‪-٣‬ﺗﺤﻠﻴﻞ ﺍﺭﺯﻳﺎﺑﻲ ﺩﺭﻭﻧﻲ ‪ ،‬ﺑﻴﺮﻭﻧﻲ ﻭ ﺻﺎﺣﺒﺎﻥ ﻣﻨﺎﻓﻊ‬ ‫‪-٤‬ﻳﻜﭙﺎﺭﭼﮕﻲ ﺍﻃﻼﻋﺎﺕ ﻭ ﺗﻌﻴﻴﻦ ﺍﻫﺪﺍﻑ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ‬ ‫‪-٥‬ﺗﻨﻈﻴﻢ ﺍﻫﺪﺍﻑ ﻛﻴﻔﻴﺖ‬ ‫‪-٦‬ﺗﻬﻴﻪ ﻳﻚ ﻳﻚ ﺑﺮﻧﺎﻣﻪ ﺟﺎﻣﻊ‬ ‫‪-٧‬ﺗﻨﻈﻴﻢ ﺑﻮﺩﺟﻪ‬ ‫‪-٨‬ﭼﺎﭖ ﻭ ﺗﻮﺯﻳﻊ ﺑﺮﻧﺎﻣﻪ‬


‫‪ ٥‬ﺭﻭﻱ ﻛﺮﺩ ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﻛﻴﻔﻴﺖ‬ ‫ﺭﻭﻱ ﻛﺮﺩ‬

‫ﻋﻨﺎﺻﺮ ﻛﻠﻴﺪﻱ ﺭﺍ ﻓﺮﺁﻳﻨﺪ‬

‫ﻭﻳﮋﮔﻴﻬﺎﻱ ﺍﺳﺎﺳﻲ‬

‫ﺑــﺮﻧﺎﻣﻪ ﺭﻳــﺰﻱ ﺑــﺮﻧﺎﻣﻪ ﺭﻳــﺰﻱ ﻛﻴﻔﻴــﺖ ﺟــﺪﺍﺍﺯ ﺑــﺮﻧﺎﻣﻪ ﻧﻘﺸﻪ ﺭﺍﻩ ﺑﺮﺍﻱ ﺷﻨﺎﺳﺎﻳﻲ ﻣﺸﺘﺮﻳﻬﺎ ﺍﺭﺯﻳﺎﺑﻲ ﻧﻴﺎﺯ ﻭ‬ ‫ﻛﻴﻔﻴﺖ ﺟﻮﺭﺍﻥ ﺭﻳﺰﻱ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻭﻟﻲ ﻫﻤﺎﻫﻨﮓ ﺑﺎﺁﻥ ﺍﻧـﺘﻈﺎﺭﺍﺕ ﺁﻧﻬـﺎ ﻭ ﺗـﺮﺟﻤﺎﻥ ﻧﻴـﺎﺯ ﻭ ﺍﻧﺘﻈﺎﺭﺍﺕ ﺑﻪ‬ ‫ﻣﻴﺒﺎﺷﺪ‬

‫ﻓﻌﺎﻟﻴﺘﻬﺎ ) ﻃﺮﺍﺣﻲ ﻓﺮﺁﻳﻨﺪ ﻫﺎ(‬

‫ﺑــﺮﻧﺎﻣﻪ ﺭﻳــﺰﻱ‬

‫ﺑــﺮﻧﺎﻣﻪ ﺭﻳــﺰﻱ ﻛﻴﻔﻴــﺖ ﻭ ﺍﺳــﺘﺮﺍﺗﮋﻳﻚ ﺩﻭﺭ ﻧﻤـﺎ ‪ ،‬ﺯﻣﻴـﻨﻪ ﻫـﺎﻱ ﭘﻴﺸﺮﻓﺖ ﺍﻫﺪﺍﻑ ﺳﺎﻻﻧﻪ‬

‫ﻫﺮﻳﺲ‬

‫ﺑﻄﻮﺭ ﻛﺎﻣﻞ ﺍﺩﻏﺎﻡ ﺷﺪﻩ ﺍﻧﺪ ﭘﻴﻮﻧﺪ ﺑﺮﻧﺎﻣﻪ ﺟــﺪﺍﻭﻝ ﺍﺳــﺘﻘﺮﺍﺭ ﺍﻫــﺪﺍﻑ ﻭ ﺍﺳــﺘﺮﺍﺗﮋﻱ ﻫــﺎ ﻭ‬ ‫ﻫﺎ ﺑﺎ ﺍﻫﺪﺍﻑ ﺑﺨﺶ ﻫﺎ ﻭ ﻛﺎﺭﻛﻨﺎﻥ‬

‫ﺑﺎﺯﻧﮕﺮﻱ ﻭ ﻣﻤﻴﺰﻱ‬

‫ﺑــﺮﻧﺎﻣﻪ ﺭﻳــﺰﻱ ﺟــﺮﻳﺎﻥ ﺍﺯ ﺑــﺎﻻ ﺑــﻪ ﭘــﺎﻳﻴﻦ ﺗﻮﺳــﻂ ﺩﻓــﺘﺮ ﺗﺤﻠﻴـﻠﻬﺎﻱ ﺩﺭﻭﻧـﻲ ﻭ ﺑﻴـﺮﻭﻧﻲ ‪ ،‬ﺑﻴـﺎﻥ ﺩﻭﺭ ﻧﻤﺎ ﻭ‬ ‫ﺍﺳـــــﺘﺮﺍﺗﮋﻳﻚ ﺑـﺮﻧﺎﻣﻪ ﺭﻳـﺰﻱ ﺑـﻪ ﺗﺤﻠﻴﻞ ﻣﺎﻟﻲ ‪ ،‬ﺑﺎﺯﺍﺭ ﻭ ﺭﺳــﺎﻟﺖ ﺍﻫــﺪﺍﻑ ﺍﺳــﺘﺮﺍﺗﮋﻱ ﻫــﺎ ‪ ،‬ﺑــﺮﻧﺎﻣﻪ ﻫــﺎﻱ‬ ‫ﺳﻨﺘﻲ‬

‫ﺭﻗﺒﺎ ﺗﺎﻛﻴﺪ ﻣﻴﺸﻮﺩ ‪.‬‬

‫ﺍﺟﺮﺍﻳﻲ ﻭ ﺑﺮﻧﺎﻣﻪ ﻫﺎﻱ ﻣﺎﻟﻲ ‪ /‬ﺑﻮﺩﺟﻪ ﺍﻱ‬

‫ﭼﻬــﺎﺭ ﺟــﻮﺏ ﻣﻌﻴﺎﺭﻫـﺎﻍ ﻱ ﺑـﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﻭ ﺍﺭﺯﺷﻴﺎﺑﻲ ﺭﻫـﺒﺮﻱ ﺑـﻪ ﻋـﻨﻮﺍﻥ ﭘﻴـﺶ ﺑﺮﻧﺪﻩ ﺣﺮﻛﺖ ﺳﻴﺴﺘﻢ‬ ‫ﺟﺎﻳـــــﺰﻩ ﺑـــــﺎ ﺍﺭﺗﻘﺎﻱ ﻛﻴﻔﻴﺖ‬

‫ﺷـﺎﻣﻞ ﻣﺪﻳـﺮﻳﺖ ﻓﺮﺁﻳﻨﺪ ‪ ،‬ﺗﻮﺳﻌﻪ ﻧﻴﺮﻭﻱ ﺍﻧﺴﺎﻧﻲ‬

‫ﻟﺪﻳﺮﻳﺞ‬

‫ﺑـﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻭ ﺍﻃﻼﻋﺎﺕ ﻭ ﺗﺤﻠﻴﻞ‬ ‫‪ ،‬ﺍﻫـﺪﺍﻑ ﺷﺎﻣﻞ ﺭﺿﺎﻳﺖ ﻣﺸﺘﺮﻱ ﻫﺎ ﻭ ﻋﻤﻠﻜﺮﺩ‬ ‫ﺳﺎﺯﻣﺎﻥ‬

‫ﭼﻬــﺎﺭ ﭼــﻮﺏ ﺗﻤﺮﻛــﺰ ﺑــﺮ ﺭﺍﺑﻄــﻪ ﺑــﺎ ﻣﺤﻴــﻂ ﺑﻴــﺮﻭﻧﻲ ﻃــﺮﺍﺣﻲ ‪ /‬ﻃــﺮﺍﺣﻲ ﻣﺠــﺪﺩ ﻓﺮﺁﻳــﻨﺪ ‪ ،‬ﺑﺨﺸــﻲ‬ ‫ﺍﺭﺗﻘــــــــــﺎﻱ ﻭﻳﮋﮔــﻲ ﻫــﺎ ﻭﻇــﺎﻳﻒ ﺩﺭﻭﻧــﻲ ﻭ ﺭﻭﺵ ﺍﺭﺯﻳﺎﺑﻲ ‪ ،‬ﺍﺭﺗﻘﺎﻱ ﻋﻤﻠﻜﺮﺩ‬ ‫ﻋﻤـــــــــﻠﻜﺮﺩ ﺍﺭﺯﻳـــــﺎﺑﻲ ‪ /‬ﺍﺭﺗﻘـــــﺎﻱ ﻭﻇـــــﺎﻳﻒ ﻭ‬ ‫ﻛﻤﻴﺴـــــــﻴﻮﻥ ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﻛﺎﺭﻱ‬ ‫ﻣﺸﺘﺮﻙ ﺍﻋﺘﺒﺎﺭ‬ ‫ﺑﺨﺶ‬ ‫ﻣﺮﺍﺣﻞ ﺍﺟــﺮﺍ ‪:‬‬ ‫‪-١‬ﺑﺮﺍﻱ ﺍﺟﺮﺍ ‪ ،‬ﻓﻠﺴﻔﻪ ﺍﻱ ﺑﺎ ﺗﺎﻛﻴﺪ ﺑﺮ ﺍﺻﻮﻝ ﺯﻳﺮ ﺑﺮ ﻗﺮﺍﺭﻛﻨﻴﺪ ‪.‬‬ ‫ﺍﻟﻒ( ﺍﺭﺗﻘﺎﻱ ﻛﻴﻔﻴﺖ ﻳﻚ ﻭﻇﻴﻔﻪ ﻫﻤﮕﺎﻧﻲ ﺍﺳﺖ‬ ‫ﺏ( ﺭﻫﺒﺮﺍﻥ ‪ /‬ﻣﺪﻳﺮﺍﻥ ﺻﺎﺣﺒﺎﻥ ﻓﺮﺁﻳﻨﺪ ﻭ ﺳﻴﺴﺘﻢ ﻫﺎ ﻫﺴﺘﻨﺪ‬ ‫ﺝ( ﺑﻴﻦ ﻫﻤﻪ ﺗﻼﺷﻬﺎﻱ ﻛﻴﻔﻴﺖ ﺩﺭ ﺳﺎﺯﻣﺎﻥ ﻫﻤﺎﻫﻨﮕﻲ ﻭﺟﻮﺩ ﺩﺭﺍﺩ‬ ‫ﺩ( ﺑﺎﻳﺪ ﺑﺎ ﭘﺮﺳﻪ ﺭﺩﻥ ﺩﺭ ﺍﻃﺮﺍﻑ ﻣﺪﻳﺮﻳﺖ ﻛﻴﻔﻴﺖ‬


‫ﻩ ـ ( ﺍﺟﺮﺍ ﻣﺸﻜﻞ ﺗﺮﻳﻦ ﻗﺴﻤﺖ ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﺒﻨﻲ ﺑﺮﻛﻴﻔﻴﺖ ﺗﻼﺵ ﺯﻳﺎﺩﻱ ﻣﻲ ﻃﻠﺒﺪ ‪.‬‬ ‫‪ -٢‬ﻧﻘﺶ ﻣﺪﻳﺮ ﺍﺟﺮﺍﻳﻲ ﺍﺭﺷﺪ ‪:‬‬ ‫ﺍﻟﻒ( ﺩﺭﻳﺎﻓﺖ ﺁﻣﻮﺯﺵ‬ ‫ﺏ( ﻗﺎﺑﻞ ﺭﻭﻳﺖ ﺑﻮﺩﻥ‬ ‫ﺩ( ﺗﻮﺍﻧﻤﻨﺪﻱ ﺳﺎﺯﻱ ﺩﺭ ﺍﻳﺠﺎﺩ ﻫﻤﺎﻫﻨﮕﻲ ﺑﻴﻦ ﺍﻫﺪﺍﻑ‬ ‫ﻫـ( ﺩﺍﺩﻥ ﭘﺎﺩﺍﺵ‬ ‫ﻭ( ﭘﻴﮕﻴﺮﻱ ﺍﺟﺮﺍﻱ ﺑﺮﻧﺎﻣﻪ ﺟﺎﻣﻊ ﺍﺟﺮﺍﻳﻲ‬ ‫ﺯ( ﭘﺎﻳﺶ ﻓﺮﺁﻳﻨﺪ ﻫﺎﻱ ﻛﻠﻴﺪﻱ‬ ‫ﺭ( ﻣﺸﺎﺭﻛﺖ ﺩﺍﺩﻥ ﻫﻤﻪ ﻛﺎﺭﻛﻨﺎﻥ ﺗﻤﺮﻛﺰ ﺑﻪ ﻣﺸﺘﺮﻱ‬ ‫‪ -٣‬ﻧﻘﺶ ﻣﺪﻳﺮ ﺑﺨﺶ‬ ‫ﺍﻟﻒ( ﺗﻮﺳﻌﻪ ﻫﺮ ﭼﻪ ﺑﻴﺸﺘﺮ ﻣﻬﺎﺭﺕ ﻫﺎﻱ ﻛﻠﻴﺪﻱ ﻣﺪﻳﺮﻳﺖ‬ ‫ﺏ( ﺍﻧﺠﺎﻡ ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﺩﺭ ﺑﺨﺶ – ﺍﻳﺠﺎﺩ ﻫﻤﺎﻫﻨﮕﻲ ﺑﻴﻦ ﺍﻫﺪﺍﻑ‬ ‫‪ -٤‬ﻧﻘﺶ ﻫﺮ ﻓﺮﺩ ‪:‬‬ ‫ﺍﻟﻒ( ﺟﺴﺘﺠﻮﻱ ﺭﻭﺵ ﻫﺎﻳﻲ ﺑﺮﺍﻱ ﺍﺭﺗﻘﺎ ﻱ ﻛﺎﺭﻫﺎﻱ ﺭﻭﺯﺍﻧﻪ ﻓﺮﺩ‬ ‫ﺏ( ﺍﺭﺍﺋﻪ ﺩﺭﻭﻧﺪﺍﺩ ﺑﻪ ﻣﺪﻳﺮﻳﺖ‬ ‫ﺩ( ﺷﺮﻛﺖ ﻓﺮﻡ ﺁﻣﻮﺯﺵ‬ ‫‪ -٥‬ﻧﻘﺶ ﺗﻴﻢ ﻫﺎﻱ ﻓﺮﺍ ﺑﺨﺶ ‪:‬‬ ‫ﺍﺟﺮﺍﻱ ﻭﻇﺎﻳﻒ ﻛﻪ ﺗﻮﺳﻂ ﺷﻮﺭﺍﻱ ﺭﻫﺒﺮﻱ ﺗﻌﻴﻴﻦ ﻣﻴﺸﻮﺩ ‪.‬‬ ‫ﺩﺭﻳﺎﻓﺖ ﺁﻣﻮﺯﺵ ﺩﺭﺑﺎﺭﻩ ﺍﺭﺗﻘﺎﻱ ﻛﻴﻔﻴﺖ ﻓﺮﺁﻳﻨﺪ‬ ‫ﺗﻌﻴﻴﻦ ﺳﻨﺠﺸﻬﺎﻱ ﭘﻴﺸﺮﻓﺖ‬ ‫ﻣﺴﺘﻨﺪ ﺳﺎﺯﻱ ) ﮔﺰﺍﺭﺵ ﻧﺘﺎﻳﺞ (‬ ‫ﺩﺭﻳﺎﻓﺖ ﺩﺭﻭﻧﺪﺍﺩﺍﺯ ﺳﺮ ﭘﺮﺳﺘﺎﻥ ﻭ ﻫﻤﻜﺎﺭﺍﻥ ﻗﺒﻞ ﺍﺯ ﺍﻋﻀﺎﻱ ﺗﻴﻢ‬ ‫ﻛﻤـﻚ ﺑـﻪ ﺗﻴـﻢ ﻫـﺎﻱ ﻓـﺮﺍﺑﺨﺶ ﺷـﺎﻣﻞ ‪/‬ﺁﻣـﻮﺯﺵ ‪ ،‬ﺗﻴﻢ ﺳﺎﺯﻱ ‪ ،‬ﻋﻀﻮﻳﺖ ﭘﺎﻳﺶ ﻓﻌﺎﻟﻴﺘﻬﺎﻱ ﺗﻴﻢ ﻓﺮﺍﺑﺨﺶ –‬ ‫ﻫﻤﺎﻫﻨﮕﻲ ﺗﻼﺷﻬﺎ – ﺧﺮﻭﺟﻲ ﻭ ﺍﺟﺮﺍﻱ ﺑﺮﻧﺎﻣﻪ ﻫﺎﻱ ﺁﻣﻮﺯﺷﻲ – ﺩﺭﻳﺎﻓﺖ ﺍﻳﺪﻩ ﻭ ﺍﺭﺯﻳﺎﺑﻲ ﺍﻭﻟﻴﻪ‬ ‫ﻧﻘﺶ ﺷﻮﺭﺍﻱ ﺭﻫﺒﺮﻱ ‪ :‬ﺗﺎﻣﻴﻦ ﺩﺭ ﺻﻮﺭﺕ ﻟﺰﻭﻡ ﺗﻌﺪﻳﻞ ﻣﻨﺎﺑﻊ ﺑﺮﺍﻱ ﺍﺟﺮﺍﻱ ﭘﺮﻭﮊﻩ ﻫﺎﻱ ﺍﺭﺗﻘﺎﻱ ﻛﻴﻔﻴﺖ‬ ‫ﺍﺭﺯﺷﻴﺎﺑﻲ ﭘﻴﺸﻨﻬﺎﺩﺍﺕ ﺟﺪﻳﺪ‬ ‫ﺻﺪﻭﺭ ﻣﺠﻮﺯ ﺑﺮﺍﻱ ﺗﻴﻢ ﻫﺎ‬


‫ﻧﺘﻴﺠﻪ ﮔﻴﺮﻱ ‪:‬‬ ‫ﺑـﺎ ﺩﻳﺪﮔـﺎﻩ ﮔﺴـﺘﺮﺩﻩ ﺍﻱ ﻛـﻪ ﺑـﺮﺍﻱ ﻛﻴﻔﻴـﺖ ﻣﻄـﺮﺡ ﮔـﺮﺩﻳﺪ ‪ .‬ﺩﺷﻮﺍﺭﻱ ﺗﺤﻘﻖ ﺁﻥ ﺩﺭﺳﺎﺯﻣﺎﻥ ﻫﺎ ﺧﻮﺩ ﺭﺍ ﺑﻪ‬ ‫ﺧﻮﺑـﻲ ﻧﺸـﺎﻥ ﻣـﻲ ﺩﻫـﺪ ‪.‬ﻓﺎﺻﻠﻪ ﻛﻴﻔﻴﺖ ﺩﺭ ﺻﺮﻑ ﺗﺎﺗﺤﻘﻖ ﺁﻥ ﺩﺭ ﻋﻤﻞ ﻣﺴﺎﻭﻱ ﺍﺳﺖ ﺑﺎ ﻓﺎﺻﻠﻪ ﺑﻴﻦ ﺣﻔﻆ‬ ‫ﻭﺿﻌﻴﺖ ﻣﻮﺟﻮﺩ ﻭ ﺗﺤﻮﻝ ﺑﻨﻴﺎﺩﻱ ﺩﺭ ﺳﺎﺯﻣﺎﻥ ﻫﺎ ﺗﺎ ﺯﻣﺎﻧﻲ ﻛﻪ ﺳﺎﺯﻣﺎﻥ ﻫﺎ ﺑﻪ ﮔﻮﻧﻪ ﺍﻱ ﻣﺘﺤﻮﻝ ﺍﺩﺍﺭﻩ ﻧﺸﻮﻧﺪ ﻛﻪ‬ ‫ﺑﺘﻮﺍﻧـﻨﺪ ﺑﻪ ﻧﻴﺎﺯﻫﺎ ﻭ ﺍﻧﺘﻈﺎﺭﺍﺕ ﻣﺸﺘﺮﻱ ﻫﺎﻱ ﺧﻮﺩ ﭘﺎﺳﺦ ﺩﻫﻨﺪ ﻫﺮ ﺑﺮﺩﺍﺷﺖ ﻭ ﻭ ﺑﺤﺚ ﻭ ﺍﻗﺪﺍﻣﻲ ﺩﺭﺑﺎﺭﻩ ﻛﻴﻔﻴﺖ‬ ‫ﻛﻤﺘﺮﻳﻦ ﺳﻮﺩﻱ ﻧﺨﻮﺍﻫﺪ ﺩﺍﺷﺖ ‪.‬‬ ‫ﺑـﻨﺎﺑﺮﺍﻳﻦ ﺗﺤﻘـﻖ ﻛﻴﻔﻴـﺖ ﺩﺭ ﺳـﺎﺯﻣﺎﻥ ﻫـﺎ ﺷـﻮﺧﻲ ﻧﻴﺴـﺖ ﻭ ﻧﻴـﺎﺯ ﺑﻪ ﻣﺪﻳﺮﻳﺖ ﺗﻐﻴﻴﺮ ﺩﺍﺭﺩ ‪.‬ﻫﻴﭻ ﺗﻐﻴﻴﺮﻱ ﺑﺪﻭﻥ‬ ‫ﺁﮔـﺎﻫﻲ ﻭ ﺁﻣﺎﺩﮔﻲ ﻭ ﺫﺧﻴﺮﻩ ﺍﻧﺮﮊﻱ ﻻﺯﻡ ﺑﺮﺍﻱ ﺗﻐﻴﻴﺮ ﺍﻣﻜﺎﻥ ﭘﺬﻳﺮ ﻧﻤﻴﺒﺎﺷﺪ ﺑﻪ ﻫﻤﻴﻦ ﺩﻟﻴﻞ ﺩﺭ ﻣﺮﺍﺣﻞ ﺍﺟﺮﺍﻳﻲ‬ ‫ﻣﺪﻳـﺮﻳﺖ ﺟـﺎﻣﻊ ﻛﻴﻔﻴـﺖ ﺩﻭ ﻣﺮﺣﻠﻪ ﻛﺴﺐ ﺁﮔﺎﻫﻲ ﻭ ﺩﺍﻧﺶ ﺗﺠﺮﺑﻪ ‪ ،‬ﮔﺎﻣﻬﺎﻳﻲ ﻫﺴﺘﻨﺪ ﺟﻬﺖ ﺍﻳﺠﺎﺩ ﺁﻣﺎﺩﮔﻲ‬ ‫ﺩﺭ ﺳـﺎﺯﻣﺎﻥ ﺑـﺮﺍﻱ ﺍﻳﺠﺎﺩ ﺗﻐﻴﻴﺮ ) ﺍﺟﺮﺍﻱ ﻣﺪﻳﺮﻳﺖ ﺟﺎﻣﻊ ﻣﺪﻳﺮﻳﺖ ( ﺣﺮﻛﺖ ﺑﺮﺍﻱ ﺗﺤﻘﻖ ﻛﻴﻔﻴﺖ ﺩﺭ ﺳﺎ���ﻣﺎﻥ‬ ‫ﺍﺯ ﺑـﺮﻧﺎﻣﻪ ﺭﻳـﺰﻱ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﺁﻏﺎﺯ ﻣﻲ ﺷﻮﺩ ﺑﺎ ﺍﺟﺮﺍ ﻭ ﺍﺭﺯﺷﻴﺎﺑﻲ ﻭ ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﻣﺠﺪﺩ ﺗﺜﺒﻴﺖ ﺗﻐﻴﻴﺮ ﺩﺭ ﻳﻚ‬ ‫ﺩﻭﺭﻩ ﻭ ﺍﺳﺘﻤﺮﺍﺭ ﺣﺮﻛﺖ ﺭﻭ ﺑﻪ ﺟﻠﻮﻋﻴﻨﻴﺖ ﻣﻴﺒﺎﺑﺪ‬ ‫ﺑـﺮﻧﺎﻣﻪ ﺭﻳـﺰﻱ ﺍﺳـﺘﺮﺍﺗﮋﻳﻚ ﺑﺎﺩﻳﺪﮔـﺎﻩ ﻛﻴﻔﻴﺖ ﻳﻌﻨﻲ ﺍﺳﺘﺨﺪﺍﻡ ﻣﻔﻬﻮﻡ ﻛﻴﻔﻴﺖ ﻭ ﻣﺪﻳﺮﻳﺖ ﺟﺎﻣﻊ ﻛﻴﻔﻴﺖ ﺑﺮﺍﻱ‬ ‫ﺍﻳﺠـﺎﺩ ﺗﺤـﻮﻻﺕ ﻋـﺒﺎﺩﻱ ﻳﻚ ﺳﺎﺯﻣﺎﻥ ﺑﻄﻮﺭﻱ ﻛﻪ ﺁﻥ ﺳﺎﺯﻣﺎﻥ ﺑﺘﻮﺍﻧﺪ ﺩﺭ ﭘﺎﺳﺦ ﮔﻮﻳﻲ ﺑﻪ ﻧﻴﺎﺯ ﻫﺎ ﻭ ﺍﻧﺘﻈﺎﺭﺍﺕ‬ ‫ﻣﺸـﺘﺮﻱ ﻫـﺎﺩﺭ ﻳﻚ ﻣﻮﻗﻌﻴﺖ ﺑﺮﺗﺮ ﻗﺮﺍﺭ ﮔﻴﺮﺩ ﺑﺮﺍﻱ ﻛﺴﺎﻧﻲ ﻛﻪ ﻛﻴﻔﻴﺖ ﺭﺍ ﺑﺪﺭﺳﺘﻲ ﺩﺭﻙ ﻧﻜﺮﺩﻩ ﺍﻧﺪ ‪ .‬ﺍﻣﻜﺎﻥ‬ ‫ﺗﺼﻮﺭ ﺟﺪﺍﻳﻲ ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﺍﺯ ﻛﻴﻔﻴﺖ ﻭ ﻣﺪﻳﺮﻳﺖ ﺟﺎﻣﻊ ﻛﻴﻔﻴﺖ ﻭﺟﻮﺩ ﻧﺪﺍﺭﺩ ‪.‬‬ ‫ﺟـﺎﻥ ﻛـﻼﻡ ‪ :‬ﻣﻴﺒﺎﻳﺴـﺖ ﻓـﺮﺍﻣﻮﺵ ﻧﻜـﻨﻴﻢ ﻗـﺒﻞ ﺍﺯ ﺑـﺮﻧﺎﻣﻪ ﺭﻳـﺰﻱ ﺍﺳـﺘﺮﺍﺗﮋﻳﻚ ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﺑﺮﺍﻱ ﭘﺬﻳﺮﺵ ﻳﻚ‬ ‫ﺩﮔـﺮﮔﻮﻧﻲ ﺍﺳﺎﺳـﻲ ﺁﻣﺎﺩﻩ ﻛﻨﻴﻢ ﺩﺭ ﻏﻴﺮ ﺍﻳﻦ ﺻﻮﺭﺕ ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﺒﻨﻲ ﺑﺮ ﻛﻴﻔﻴﺖ ﻧﻴﺰ ﺍﺛﺮ ﺑﺨﺶ‬ ‫ﻧﺨﻮﺍﻫﺪ ﺑﻮﺩ ‪.‬‬


‫ﻣﻨﺎﺑﻊ‪:‬‬ ‫‪-١‬ﻣﺒﺎﻧﻲ ﻣﺪﻳﺮﻳﺖ ﻛﻴﻔﻴﺖ ﺗﺎﻟﻴﻒ ﺩﻛﺘﺮ ﺍﺑﻮﺍﻟﻔﺘﺢ ﻻﻣﻌﻲ‬ ‫‪-٢‬ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﺩﺭﻣﺮﺍﻗﺒﺘﻬﺎﻱ ﺑﻬﺪﺍﺷﺘﻲ ﻧﻮﺷﺘﻪ ﺑﺮﻧﺎﺭﺩ‪.‬ﻫﻮﺭﺍﻙ ﻣﺘﺮﺟﻢ ‪ :‬ﺩﻛﺘﺮ ﺍﺑﻮﺍﻟﻔﺘﺢ ﻻﻣﻌﻲ‬ ‫‪-٣‬ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺗﺘﮋﻳﻚ ﻧﻮﺷﺘﻪ ﻓﺮﺩﺁﺭ‪.‬ﺩﻳﻮﻳﺪ ﺗﺮﺟﻤﻪ ﺩﻛﺘﺮ ﻋﻠﻲ ﭘﺎﺭﺳﻴﺎﻥ ﻭﺩﻛﺘﺮ ﺳﻴﺪ ﻣﺤﻤﺪ ﺍﻋﺮﺍﺑﻲ‬


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