‫‪A-PDF MERGER DEMO‬‬

‫ﺍﻝﺠﻤﻬـــﻭﺭﻴﺔ ﺍﻝﺠﺯﺍﺌــﺭﻴﺔ ﺍﻝﺩﻴﻤﻘــﺭﺍﻁﻴﺔ ﺍﻝﺸﻌﺒﻴـﺔ‬

‫ﻭﺯﺍﺭﺓ ﺍﻝﺘﻌﻠﻴﻡ ﺍﻝﻌــﺎﻝﻲ ﻭ ﺍﻝﺒﺤﺙ ﺍﻝﻌﻠــﻤﻲ‬
‫ﺟــﺎﻣﻌﺔ ﳏﻤﺪ ﺑﻮﺿﻴﺎﻑ ﺍﳌﺴﻴﻠﺔ‬
‫ﻛﻠﻴﺔ ﺍﻟﻌﻠﻮﻡ ﺍﻟﺘﺠﺎﺭﻳﺔ ﻭ ﻋﻠﻮﻡ ﺍﻟﺘﺴﻴﲑ‬
‫ﻭ ﺍﻟﻌﻠﻮﻡ ﺍﻹﻗﺘﺼﺎﺩﻳﺔ‬
‫ﻗﺴﻢ ﺍﻟﻌﻠﻮﻡ ﺍﻟﺘﺠﺎﺭﻳﺔ‬

‫ﺩﻭﺭ ﻨﻅﺎﻡ ﺍﻝﻤﻌﻠﻭﻤﺎﺕ ﺍﻹﺩﺍﺭﻴﺔ ﻓﻲ ﺍﻝﺭﻓﻊ‬

‫ﻤﻥ ﻓﻌﺎﻝﻴﺔ ﻋﻤﻠﻴﺔ ﺍﺘﺨﺎﺫ ﺍﻝﻘﺭﺍﺭﺍﺕ‬
‫ﺍﻹﺩﺍﺭﻴﺔ‬
‫ﺩﺭﺍﺴﺔ ﺤﺎﻝﺔ ﺍﻝﺸﺭﻜﺔ ﺍﻝﺠﺯﺍﺌﺭﻴﺔ ﻝﻸﻝﻤﻨﻴﻭﻡ‬
‫)‪(ALGAL‬‬

‫ﻣﺬﻛﺮﺓ ﻣﻘﺪﻣﺔ ﺿﻤﻦ ﻣﺘﻄﻠﺒﺎﺕ ﻧﻴﻞ ﺷﻬﺎﺩﺓ ﺍﳌﺎﺟﺴﺘﲑ ﰲ‬

‫ﺇﺩﺍﺭﺓ ﺍﻷﻋﻤﺎﻝ‬
‫ﺗﺤﺖ ﺇﺷﺮﺍﻑ ﺍﻷﺳﺘﺎﺫ‪:‬‬ ‫ﻣﻦ ﺇﻋﺪﺍﺩ ﺍﻟﻄﺎﻟﺐ‪:‬‬
‫ﺍﻟﺪﻛﺘﻮﺭ ﻋﺜﻤﺎﻥ ﺣﺴﻦ ﻋﺜﻤﺎﻥ‬ ‫ﺇﺳﻤﺎﻋﻴﻞ ﻣﻨﺎﺻـﺮﻳﺔ‬

‫ﻤﺫﻜﺭﺓ ﻨﻭﻗﺸﺕ ﻴﻭﻡ‪ 2004/01/22 :‬ﻤﻥ ﻁﺭﻑ ﻝﺠﻨﺔ ﺍﻝﻤﻨﺎﻗﺸﺔ‪:‬‬

‫ﺭﺋﻴﺴﺎ‬ ‫ﺟﺎﻣﻌﺔ ﻣﺤﻤﺪ ﺑﻮﺿﻴﺎﻑ ﺍﻟﻤﺴﻴﻠﺔ‬ ‫‪ -‬ﺍﻟﺪﻛﺘﻮﺭ ﻣﺤﻤﺪ ﻳﻌﻘﻮﺑﻲ‬
‫ﻣﻘﺮﺭﺍ‬ ‫ﺟﺎﻣﻌﺔ ﻣﺤﻤﺪ ﺑﻮﺿﻴﺎﻑ ﺍﻟﻤﺴﻴﻠﺔ‬ ‫‪ -‬ﺍﻟﺪﻛﺘﻮﺭ ﻋﺜﻤﺎﻥ ﺣﺴﻦ ﻋﺜﻤﺎﻥ‬
‫ﻣﻨﺎﻗﺸﺎ‬ ‫‪ -‬ﺍﻷﺳﺘﺎﺫ ﺍﻟﺪﻛﺘﻮﺭ ﺻﺎﻟﺢ ﺻﺎﻟﺤﻲ ﺟﺎﻣﻌﺔ ﻓﺮﺣﺎﺕ ﻋﺒﺎﺱ ﺳﻄﻴﻒ‬
‫ﻣﻨﺎﻗﺸﺎ‬ ‫ﺟﺎﻣﻌﺔ ﻣﺤﻤﺪ ﺧﻴﻀﺮ ﺑﺴﻜﺮﺓ‬ ‫‪ -‬ﺍﻟﺪﻛﺘﻮﺭ ﻣﻮﺳﻰ ﺭﺣﻤﺎﻧﻲ‬

‫ﺍﻝﺴﻨﺔ ﺍﻝﺠﺎﻤﻌﻴﺔ‪2004/2003 :‬‬

 ‫ﺑﺴﻢ ﺍﷲ ﺍﻟﺮﺣﻤﻦ ﺍﻟﺮﺣﻴﻢ‬
‫﴿ﻭﻋﻠﻤﻚ ﻣﺎ ﻟﻢ ﺗﻜﻦ ﺗﻌﻠﻢ‪ ،‬ﻭﻛﺎﻥ ﻓﻀﻞ ﺍﷲ ﻋﻠﻴﻚ ﻋﻈﻴﻤﺎ﴾‬
‫ﺻﺪﻕ ﺍﷲ ﺍﻟﻌﻈﻴﻢ‬

‫
ﺇﻥ ﻫﺬﻩ ﺍﳌﺬﻛﺮﺓ ﺍﳌﺘﻮﺍﺿﻌﺔ ﻟﻦ ﺗﻜﻮﻥ ﻣﻜﺘﻤﻠﺔ ﺑﺪﻭﻥ ﺗﻘﺪﱘ ﺍﻟﺸﻜﺮ ﺍﳉﺰﻳﻞ ﻟﻠﺪﻛﺘﻮﺭ‬
‫ﺍﳌﺸﺮﻑ ”ﺩ‪.‬ﻋﺜﻤﺎﻥ ﺣﺴﻦ ﻋﺜﻤﺎﻥ“ ﻋﻠﻰ ﲨﻴﻞ ﺻﱪﻩ ﻭﻋﻈﻴﻢ ﺟﻬﺪﻩ ﻭﺣِﻨﻜﺔ ﻧﺼﺎﺋﺤﻪ ﻭﺗﻮﺟﻴﻬﺎﺗﻪ‪،‬‬
‫ﻭﺍﻟﺬﻱ ﺗﻌﻠﻤﻨﺎ ﻭﻻ ﺯﻟﻨﺎ ﻧﺘﻌﻠﻢ ﻣﻨﻪ ﺍﻟﺸﻲﺀ ﺍﻟﻜﺜﲑ‪ ،‬ﺳﻮﺍﺀ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﻟﺪﺭﺍﺳﺔ ﺃﻭ ﻋﻠﻰ ﻣﺴﺘﻮﻯ‬
‫ﺍﻟﺘﺪﺭﻳﺲ‪.‬‬

‫
ﻛﻤﺎ ﺃﻭﺩ ﺗﻘﺪﱘ ﺍﻟﺸﻜﺮ ﺍﳉﺰﻳﻞ ﻟﻠﻤﺴﲑ ﺍﳌﺘﻔﺘﺢ ﻋﻠﻰ ﺍﻟﺒﺤﺚ ﺍﻟﻌﻠﻤﻲ ﺍﻟﺴﻴﺪ ”ﺑﺮﻛﺎﻥ ﻋﺒﺪ‬
‫ﺍﳊﻤﻴﺪ“ ﻧﺎﺋﺐ ﺍﳌﺪﻳﺮ ﺍﻟﻌﺎﻡ ﻟﺸﺮﻛﺔ )‪ (ALGAL‬ﺍﳌﻜﻠﻒ ﺑﺎﳌﺎﻟﻴﺔ ﻭﺍﶈﺎﺳﺒﺔ‪ ،‬ﻭﻛﺬﺍ ﺍﳌﻬﻨﺪﺱ ”ﺣﺎﺝ‬
‫ﻋﺮﻭﺳﻲ ﻳﻮﺳﻒ“ ﻣﺴﺎﻋﺪ ﻣﺪﻳﺮ ﻭﺣﺪﺓ )‪ (EARA‬ﺍﳌﻜﻠﻒ ﺑﺎﻹﻋﻼﻡ ﺍﻵﱄ ﻋﻠﻰ ﺭﺣﺎﺑﺔ ﺍﻟﺼﺪﺭ‬
‫ﻭﺣﺴﻦ ﺍﻻﺳﺘﻘﺒﺎﻝ ﻭﺍﻟﻀﻴﺎﻓﺔ ﻭﺍﻟﺘﻮﺟﻴﻪ‪.‬‬

‫
ﻛﻤﺎ ﺃﻭﺩ ﺑﻜﻞ ﺗﻮﺍﺿﻊ ﺗﻘﺪﱘ ﺍﻟﺸﻜﺮ ﺍﳉﺰﻳﻞ ﻟﻜﻞ ﺍﻟﻌﺎﺋﻠﺔ ﻭﺍﻷﺻﺪﻗﺎﺀ ﻭﺍﻟﺰﻣﻼﺀ ﻭﺃﺳﺎﺗﺬﺓ‬
‫ﻭﺇﺩﺍﺭﻱ ﻛﻠﻴﺔ ﺍﻟﻌﻠﻮﻡ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ﻭﺍﻟﻌﻠﻮﻡ ﺍﻟﺘﺠﺎﺭﻳﺔ ﻭﻋﻠﻮﻡ ﺍﻟﺘﺴﻴﲑ ﻋﻠﻰ ﻣﺴﺎﻋﺪ‪‬ﻢ ﺍﻟﻘﻴﻤﺔ ﰲ ﺇﳒﺎﺯ‬
‫ﻫﺬﻩ ﺍﳌﺬﻛﺮﺓ‪.‬‬
 ‫ﻓﻬﺮﺱ ﻣﺤﺘﻮﻳﺎﺕ ﺍﻟﺪﺭﺍﺳﺔ‬
‫ﺍﻟﺼﻔﺤﺔ‬ ‫ﺍﻟﻤﻮﺿﻮﻉ‬
‫ﺷﻜـﺮ ﻭﺗﻘﺪﻳـﺮ‬
‫ﻓﻬـﺮﺱ ﺍﻟﺪﺭﺍﺳـﺔ‬
‫ﺍﳌﻘـﺪﻣﺔ ﺍﻟﻌﺎﻣـﺔ‬
‫‪ -‬ﲤﻬﻴﺪ‬
‫‪ -‬ﺃﳘﻴﺔ ﺍﻟﺪﺭﺍﺳﺔ‬
‫‪ -‬ﺃﺳﺒﺎﺏ ﺍﺧﺘﻴﺎﺭ ﺍﳌﻮﺿﻮﻉ‬
‫‪ -‬ﺃﻫﺪﺍﻑ ﺍﻟﺪﺭﺍﺳﺔ‬
‫‪ -‬ﺃﺳﺌﻠﺔ ﺍﻟﺪﺭﺍﺳﺔ‬
‫‪ -‬ﻓﺮﺿﻴﺎﺕ ﺍﻟﺪﺭﺍﺳﺔ‬
‫‪ -‬ﺍﳌﻨﻬﺞ ﺍﳌﺴﺘﺨﺪﻡ ﰲ ﺍﻟﺪﺭﺍﺳﺔ‬
‫ﺍﻝﻔﺼل ﺍﻷﻭل ‪ :‬ﻋﻤﻠﻴﺔ ﺍﺘﺨﺎﺫ ﺍﻝﻘﺭﺍﺭﺍﺕ ﻭﺩﻭﺭ ﺍﻝﺒﻴﺎﻨﺎﺕ ﻭﺍﻝﻤﻌﻠﻭﻤﺎﺕ‬
‫ﻓﻲ ﺯﻴﺎﺩﺓ ﻓﻌﺎﻝﻴﺘﻬﺎ‬
‫ﺍﳌﺒﺤﺚ ﺍﻷﻭﻝ‪ :‬ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻹﺩﺍﺭﻳﺔ ‪02........................................‬‬
‫ﺍﳌﻄﻠﺐ ﺍﻷﻭﻝ‪ :‬ﻣﻔﻬﻮﻡ ﻭﺃﳘﻴﺔ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ‪02..................................‬‬
‫ﺍﳌﻄﻠﺐ ﺍﻟﺜﺎﱐ‪ :‬ﺃﻧﻮﺍﻉ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻹﺩﺍﺭﻳﺔ ‪04.........................................‬‬
‫ﺍﳌﻄﻠﺐ ﺍﻟﺜﺎﻟﺚ‪ :‬ﻣﺮﺍﺣﻞ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﺍﻹﺩﺍﺭﻱ ‪09..............................‬‬
‫ﺍﳌﻄﻠﺐ ﺍﻟﺮﺍﺑﻊ‪ :‬ﺧﺼﺎﺋﺺ ﻗﺮﺍﺭﺍﺕ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ‪16...................................‬‬
‫ﺍﳌﻄﻠﺐ ﺍﳋﺎﻣﺲ‪ :‬ﺍﻟﻌﻮﺍﻣﻞ ﺍﳌﺆﺛﺮﺓ ﰲ ﺍﲣﺎﺫ ﻭﻓﻌﺎﻟﻴﺔ ﺍﻟﻘﺮﺍﺭ ‪20.......................‬‬
‫ﺍﳌﺒﺤﺚ ﺍﻟﺜﺎﱐ‪ :‬ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ‪24..............................‬‬
‫ﺍﳌﻄﻠﺐ ﺍﻷﻭﻝ‪ :‬ﻣﻔﻬﻮﻣﺎ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ‪24.................................‬‬
‫ﺍﳌﻄﻠﺐ ﺍﻟﺜﺎﱐ‪ :‬ﻣﺮﺍﺣﻞ ﲢﻮﻳﻞ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺇﱃ ﻣﻌﻠﻮﻣﺎﺕ ‪26..........................‬‬
‫ﺍﳌﻄﻠﺐ ﺍﻟﺜﺎﻟﺚ‪ :‬ﺃﻧﻮﺍﻉ ﺍﳌﻌﻠﻮﻣﺎﺕ ‪29............................................‬‬
‫ﺍﳌﻄﻠﺐ ﺍﻟﺮﺍﺑﻊ‪ :‬ﺃﳘﻴﺔ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﻻﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ‪31.....................‬‬
‫ﺍﳌﻄﻠﺐ ﺍﳋﺎﻣﺲ‪ :‬ﺍﻗﺘﺼﺎﺩﻳﺎﺕ ﺍﳌﻌﻠﻮﻣﺎﺕ ‪34......................................‬‬
‫ﺍﳌﻄﻠﺐ ﺍﻟﺴﺎﺩﺱ‪ :‬ﺧﺼﺎﺋﺺ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﻼﺯﻣﺔ ﻻﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﻔﻌﺎﻟﺔ ‪38..........‬‬
‫ﺧﻼﺻﺔ ﺍﻟﻔﺼﻞ ﺍﻷﻭﻝ ‪41 ............................................................‬‬
‫أ‬
 ‫ﺍﻝﻔﺼل ﺍﻝﺜﺎﻨﻲ‪ :‬ﻤﺩﺨل ﺇﻝﻰ ﺃﻨﻅﻤﺔ ﺍﻝﻤﻌﻠﻭﻤﺎﺕ ﺍﻹﺩﺍﺭﻴﺔ‬
‫ﺍﳌﺒﺤﺚ ﺍﻷﻭﻝ‪ :‬ﻣﺪﺧﻞ ﺇﺩﺍﺭﻱ ﻷﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ‪43.................................‬‬
‫ﺍﳌﻄﻠﺐ ﺍﻷﻭﻝ‪ :‬ﻣﻔﻬﻮﻡ ﺍﻟﻨﻈﺎﻡ ﻭﻋﻨﺎﺻﺮﻩ ‪43....................................‬‬
‫ﺍﳌﻄﻠﺐ ﺍﻟﺜﺎﱐ‪ :‬ﺧﺼﺎﺋﺺ ﺍﻟﻨﻈﺎﻡ ‪48...........................................‬‬
‫ﺍﳌﻄﻠﺐ ﺍﻟﺜﺎﻟﺚ‪ :‬ﻣﻔﻬﻮﻡ ﻭﺃﳘﻴﺔ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ‪50.......................‬‬
‫ﺍﳌﻄﻠﺐ ﺍﻟﺮﺍﺑﻊ‪ :‬ﻭﻇﺎﺋﻒ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ‪53............................‬‬
‫ﺍﳌﻄﻠﺐ ﺍﳋﺎﻣﺲ‪ :‬ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﰲ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻋﻤﺎﻝ ﺍﳊﺪﻳﺜﺔ ‪57........‬‬
‫ﺍﳌﺒﺤﺚ ﺍﻟﺜﺎﱐ‪ :‬ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ‪60.......................................‬‬
‫ﺍﳌﻄﻠﺐ ﺍﻷﻭﻝ‪ :‬ﻣﻔﻬﻮﻡ ﻭﺗﻄﻮﺭ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ‪60....................‬‬
‫ﺍﳌﻄﻠﺐ ﺍﻟﺜﺎﱐ‪ :‬ﻣﺮﺍﺣﻞ ﺗﻄﻮﻳﺮ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ‪63.......................‬‬
‫ﺍﳌﻄﻠﺐ ﺍﻟﺜﺎﻟﺚ ‪ :‬ﺃﺩﻭﺍﺕ ﻭﻭﺳﺎﺋﻞ ﲢﻠﻴﻞ ﻭﺑﻨﺎﺀ ﺍﻟﻨﻈﻢ ‪69.........................‬‬
‫ﺍﳌﻄﻠﺐ ﺍﻟﺮﺍﺑﻊ‪ :‬ﺩﻭﺭ ﺍﳊﺎﺳﺐ ﺍﻵﱄ ﰲ ﺯﻳﺎﺩﺓ ﻓﻌﺎﻟﻴﺔ ﺃﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ‪75...........‬‬
‫ﺍﳌﻄﻠﺐ ﺍﳋﺎﻣﺲ‪ :‬ﺃﻧﻮﺍﻉ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺒﻨﻴﺔ ﻋﻠﻰ ﺍﳊﺎﺳﺐ ﺍﻵﱄ ‪80.............‬‬
‫ﺧﻼﺻﺔ ﺍﻟﻔﺼﻞ ﺍﻟﺜﺎﱐ ‪90.............................................................‬‬
‫ﺍﻝﻔﺼل ﺍﻝﺜﺎﻝﺙ‪ :‬ﻨﻅﻡ ﺍﻝﻤﻌﻠﻭﻤﺎﺕ ﻓﻲ ﺍﻝﻤﻨﻅﻤﺔ ﻭﺍﻝﺭﻗﺎﺒﺔ ﻋﻠﻴﻬﺎ‬
‫ﺍﳌﺒﺤﺚ ﺍﻷﻭﻝ‪ :‬ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻭﺍﳌﻨﻈﻤﺎﺕ ‪91..............................‬‬
‫ﺍﳌﻄﻠﺐ ﺍﻷﻭﻝ‪ :‬ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻭﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ‪91.................‬‬
‫ﺍﳌﻄﻠﺐ ﺍﻟﺜﺎﱐ‪ :‬ﺍﻟﻨﻈﺎﻡ ﺍﳌﺘﻜﺎﻣﻞ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ‪95.........................‬‬
‫ﺍﳌﻄﻠﺐ ﺍﻟﺜﺎﻟﺚ‪ :‬ﺍﻟﺪﻭﺭ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﻟﻨﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ‪104................‬‬
‫ﺍﳌﻄﻠﺐ ﺍﻟﺮﺍﺑﻊ‪ :‬ﺍﻟﺘﺤﺪﻳﺎﺕ ﺍﻟﱵ ﺗﻮﺍﺟﻪ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﰲ ﺍﳌﻨﻈﻤﺔ ‪106......‬‬
‫ﺍﳌﻄﻠﺐ ﺍﳋﺎﻣﺲ‪ :‬ﻣﺮﺍﺣﻞ ﺻﻨﻊ ﺍﻟﻘﺮﺍﺭ ﻭﺩﻭﺭ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻓﻴﻬﺎ ‪108.............‬‬
‫ﺍﳌﺒﺤﺚ ﺍﻟﺜﺎﱐ‪ :‬ﻋﻤﻠﻴﺎﺕ ﻣﺮﺍﻗﺒﺔ ﻭ ﺗﻘﻴﻴﻢ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ‪110..................‬‬
‫ﺍﳌﻄﻠﺐ ﺍﻷﻭﻝ‪ :‬ﻣﻔﻬﻮﻡ ﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻰ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ‪110.................‬‬
‫ﺍﳌﻄﻠﺐ ﺍﻟﺜﺎﱐ‪ :‬ﺍﻟﺮﻗﺎﺑﺔ ﺍﻟﻌﺎﻣﺔ ﻋﻠﻰ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ‪111..................‬‬
‫ﺍﳌﻄﻠﺐ ﺍﻟﺜﺎﻟﺚ‪ :‬ﺍﻟﺮﻗﺎﺑﺔ ﺍﻟﺘﻄﺒﻴﻘﻴﺔ ﻋﻠﻰ ﺃﻧﺸﻄﺔ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ‪113........‬‬
‫ﺍﳌﻄﻠﺐ ﺍﻟﺮﺍﺑﻊ‪ :‬ﺃﻣﻦ ﻭ ﺳﺮﻳﺔ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ‪115.......................‬‬
‫ﺍﳌﻄﻠﺐ ﺍﳋﺎﻣﺲ‪ :‬ﻋﻮﺍﻣﻞ ﳒﺎﺡ ﻭ ﻓﺸﻞ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ‪116..............‬‬
‫ﺧﻼﺻﺔ ﺍﻟﻔﺼﻞ ﺍﻟﺜﺎﻟﺚ ‪123...........................................................‬‬
‫ب‬
 ‫ﺍﻝﻔﺼل ﺍﻝﺭﺍﺒﻊ‪ :‬ﻨﻅﺎﻡ ﺍﻝﻤﻌﻠﻭﻤﺎﺕ ﻭﻋﻼﻗﺘﻪ ﺒﺎﺘﺨﺎﺫ ﺍﻝﻘﺭﺍﺭ ﻓﻲ ﺍﻝﺸﺭﻜﺔ ﺍﻝﺠﺯﺍﺌﺭﻴﺔ‬
‫ﻝﻸﻝﻤﻨﻴﻭﻡ)‪(ALGAL‬‬
‫ﺍﳌﺒﺤﺚ ﺍﻷﻭﻝ‪ :‬ﲢﺪﻳﺪ ﻭﺗﻌﺮﻳﻒ ﻣﻴﺪﺍﻥ ﺍﻟﺪﺭﺍﺳﺔ ‪125..................................‬‬
‫ﺍﳌﻄﻠﺐ ﺍﻷﻭﻝ‪ :‬ﺍﻟﺘﻌﺮﻳﻒ ﺑﺎﻟﺸﺮﻛﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ ﻟﻸﳌﻨﻴﻮﻡ )‪125................... (ALGAL‬‬
‫ﺍﳌﻄﻠﺐ ﺍﻟﺜﺎﱐ‪ :‬ﻧﺸﺎﻁ ﺍﻟﺸﺮﻛﺔ ﻭﺃﳘﻴﺘﻬﺎ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ‪126..................................‬‬
‫ﺍﳌﻄﻠﺐ ﺍﻟﺜﺎﻟﺚ‪ :‬ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻟﻠﺸﺮﻛﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ ﻟﻸﳌﻨﻴﻮﻡ ‪129...........................‬‬
‫ﺍﳌﺒﺤﺚ ﺍﻟﺜﺎﱐ‪ :‬ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻟﻠﺸﺮﻛﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ ﻟﻸﳌﻨﻴﻮﻡ ‪135.................‬‬
‫ﺍﳌﻄﻠﺐ ﺍﻷﻭﻝ‪ :‬ﺗﺪﻓﻖ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﺍﻟﺸﺮﻛﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ ﻟﻸﳌﻨﻴﻮﻡ ‪135.........................‬‬
‫ﺍﳌﻄﻠﺐ ﺍﻟﺜﺎﱐ‪ :‬ﺗﺼﻤﻴﻢ ﻭﺗﻄﺒﻴﻖ ﺍﻟﻨﻈﺎﻡ ﺍﻵﱄ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﺑﺎﻟﺸﺮﻛﺔ ‪137.......................‬‬
‫ﺍﳌﻄﻠﺐ ﺍﻟﺜﺎﻟﺚ‪ :‬ﺍﻟﺘﺠﻬﻴﺰﺍﺕ ﻭﺍﻟﱪﺍﻣﺞ ﺍﻟﻮﻇﻴﻔﻴﺔ ﺍﻟﱵ ﻳﻌﺘﻤﺪ ﻋﻠﻴﻬﺎ‬
‫ﺍﻟﻨﻈﺎﻡ ﺍﻵﱄ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﺑﺎﻟﺸﺮﻛﺔ ‪140................................‬‬
‫ﺍﳌﺒﺤﺚ ﺍﻟﺜﺎﻟﺚ‪ :‬ﺩﻭﺭ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﰲ ﺩﻋﻢ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ‬
‫ﺍﻟﻘﺮﺍﺭ ﺑﺎﻟﺸﺮﻛﺔ ‪143.......................................‬‬
‫ﺍﳌﻄﻠﺐ ﺍﻷﻭﻝ‪ :‬ﻣﺘﻐﲑﺍﺕ ﺍﻟﺪﺭﺍﺳﺔ ‪143...................................................‬‬
‫ﺍﳌﻄﻠﺐ ﺍﻟﺜﺎﱐ‪ :‬ﺃﺩﻭﺍﺕ ﲨﻊ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﳌﺴﺘﺨﺪﻣﺔ ﰲ ﺍﻟﺪﺭﺍﺳﺔ ‪144............................‬‬
‫ﺍﳌﻄﻠﺐ ﺍﻟﺜﺎﻟﺚ‪ :‬ﻭﺻﻒ ﺧﺼﺎﺋﺺ ﻋﻴﻨﺔ ﺍﻟﺪﺭﺍﺳﺔ ‪147......................................‬‬
‫ﺍﳌﻄﻠﺐ ﺍﻟﺮﺍﺑﻊ‪ :‬ﺍﻟﻜﺸﻒ ﻋﻠﻰ ﺩﻭﺭ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﰲ ﺩﻋﻢ‬
‫ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﺑﺎﻟﺸﺮﻛﺔ ‪151.......................................‬‬
‫ﺧﻼﺻﺔ ﺍﻟﻔﺼﻞ ﺍﻟﺮﺍﺑﻊ ‪168....................................................................‬‬

‫‪ -‬ﻧﺘﺎﺋـﺞ ﺍﻟﺪﺭﺍﺳﺔ ‪169.....................................................................‬‬

‫‪ -‬ﺍﻻﻗﺘﺮﺍﺣﺎﺕ ﻭﺍﻟﺘﻮﺻﻴﺎﺕ ‪173.............................................................‬‬
‫‪ -‬ﺍﳋﺎﲤـﺔ ﺍﻟﻌﺎﻣﺔ ‪175......................................................................‬‬
‫‪ -‬ﺍﳌﻼﺣﻖ ‪178.............................................................................‬‬
‫‪ -‬ﻗﺎﺋﻤﺔ ﺍﳌﺮﺍﺟﻊ ‪189.......................................................................‬‬
‫‪ -‬ﻗﺎﺋﻤﺔ ﺍﳉﺪﺍﻭﻝ ﻭﺍﻷﺷﻜﺎﻝ ‪196...........................................................‬‬
‫‪ -‬ﺟﺪﻭﻝ ﺍﳌﺨﺘﺼﺮﺍﺕ ‪199.................................................................‬‬

‫ت‬
‫ث‬
 ‫ﺗﻤﻬﻴﺪ‪:‬‬
‫ﻟﻘﺪ ﻭﺍﺟﻬﺖ ﺍﻹﺩﺍﺭﺓ ﰲ ﺍﻟﻌﺼﺮ ﺍﳊﺪﻳﺚ ﺣﺎﻟﺔ ﻣﻦ ﺍﻟﺘﺤﺪﻱ ﻧﺘﻴﺠﺔ ﻟﻠﺜﻮﺭﺓ ﺍﻟﻌﻠﻤﻴﺔ‪ ،‬ﻭﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺔ‬
‫ﰲ ﲨﻴﻊ ﺍﳌﻴﺎﺩﻳﻦ؛ ﻭﻣﺎ ﳒﻢ ﻋﻦ ﺫﻟﻚ ﻣﻦ ﺗﻌﻘﺪ ﻣﻬﻤﺎﺕ ﺍﻹﺩﺍﺭﺓ ﻭﻣﺘﻄﻠﺒﺎﺕ ﺃﺩﺍﺋﻬﺎ‪ ،‬ﻭﻋﻠﻴﻪ ﻓﺈﻥ ﺍﻟﻮﺳﺎﺋﻞ‬
‫ﺍﻟﺘﻘﻠﻴﺪﻳﺔ ﰲ ﺍﻋﺘﻤﺎﺩ ﳎﺮﺩ ﺍﳋﱪﺓ ﺍﻟﺸﺨﺼﻴﺔ ﻭﺃﺳﺎﻟﻴﺐ ﺍﻟﺘﺠﺮﺑﺔ ﻭﺍﳋﻄﺄ ﱂ ﺗﻌﺪ ﻗﺎﺩﺭﺓ ﻋﻠﻰ ﲢﻘﻴﻖ ﺃﻫﺪﺍﻑ‬
‫ﺍﳌﻨﻈﻤﺔ ﺍﻟﱵ ﺗﺴﺘﻠﺰﻡ ﻗﺮﺍﺭﺍﺕ ﺳﺪﻳﺪﺓ ﰲ ﳎﺎﻝ ﺍﻻﺳﺘﺜﻤﺎﺭ ﺍﻷﻣﺜﻞ ﻟﻠﻤﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ‪ ،‬ﺍﳌﺎﺩﻳﺔ ﻭﺍﳌﺎﻟﻴﺔ ﺍﳌﺘﺎﺣﺔ‪.‬‬
‫ﺇﺫ ﺃﻥ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﺃﺻﺒﺤﺖ ﺟﻮﻫﺮ ﺍﻟﻌﻤﻠﻴﺔ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﻭﻭﺳﻴﻠﺘﻬﺎ ﺍﻷﺳﺎﺳﻴﺔ ﰲ ﲢﻘﻴﻖ ﺃﻫﺪﺍﻑ‬
‫ﺍﳌﻨﻈﻤﺔ‪ ،‬ﺣﻴﺚ ﺃ‪‬ﺎ ﺗﻌﺘﱪ ﻋﺎﻣﻼ ﻣﺸﺘﺮﻛﺎ ﺑﲔ ﻛﻞ ﺍﻟﻮﻇﺎﺋﻒ ﺍﻹﺩﺍﺭﻳﺔ )ﲣﻄﻴﻂ‪ ،‬ﺗﻨﻈﻴﻢ‪ ،‬ﺗﻮﺟﻴﻪ ﻭﺭﻗﺎﺑﺔ(‪،‬‬
‫ﻭﲤﺘﺪ ﺇﱃ ﻛﻞ ﺟﻮﺍﻧﺐ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻟﻠﻤﻨﺸﺄﺓ؛ ﻭﺑﺎﻟﺘﺎﱄ ﺗﺰﺩﺍﺩ ﺃﳘﻴﺔ ﻫﺬﻩ ﺍﻟﻌﻤﻠﻴﺔ ﺑﺎﻟﻨﺴﺒﺔ ﻷﻫﺪﺍﻑ‬
‫ﺍﳌﺆﺳﺴﺔ‪ ،‬ﺃﻭﺟﻪ ﺃﻧﺸﻄﺘﻬﺎ‪ ،‬ﺍﳊﺠﻢ ﺍﻟﺬﻱ ﻭﺻﻠﺖ ﺇﻟﻴﻪ‪ ،‬ﺭﺃﲰﺎﳍﺎ‪ ،‬ﻭﻛﺬﺍ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻟﺘﻨﻔﻴﺬﻳﺔ ﺍﻟﻌﺪﻳﺪﺓ ﺍﻟﱵ‬
‫ﲤﺎ ‪‬ﺭﺱ ﺩﺍﺧﻠﻬﺎ‪ ،‬ﻭﻣﻦ ﻫﻨﺎ ﺑﺎﺕ ﺣﺘﻤﻴﺎ ﻋﻠﻰ ﺍﳌﺴﲑﻳﻦ ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺃﺳﺲ ﻭﺃﺳﺎﻟﻴﺐ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ‪ ،‬ﻭﻛﺬﺍ‬
‫ﺃﺳﺲ ﻭﺇﺟﺮﺍﺀﺍﺕ ﺗﻨﻔﻴﺬ ﻣﺎ ﻳﺼﺪﺭﻭﻧﻪ ﻣﻦ ﻗﺮﺍﺭﺍﺕ‪.‬‬
‫ﺇﻥ ﺍﻟﺘﻄﻮﺭ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻲ ﺍﻟﺬﻱ ﺷﻬﺪﺗﻪ ﺍﳌﻨﻈﻤﺎﺕ ﰲ ﻫﺬﺍ ﺍﻟﻌﺼﺮ‪ ،‬ﻭﻛﺬﺍ ﻛﱪ ﺣﺠﻢ ﺍﳌﺆﺳﺴﺎﺕ‬
‫ﻭﺗﻮﺳﻌﻬﺎ ﺍﳉﻐﺮﺍﰲ ﺇﱃ ﻣﻨﺎﻃﻖ ﻣﺘﻌﺪﺩﺓ ﻭﺍﻧﺘﻘﺎﳍﺎ ﺇﱃ ﻣﺮﺣﻠﺔ ﺗﻌﺪﺩ ﺍﳉﻨﺴﻴﺔ ﻭﺍﻟﻌﺎﳌﻴﺔ ﻭﻇﻬﻮﺭ ﻣﻔﺎﻫﻴﻢ‬
‫ﺍﻟﺸﻤﻮﻟﻴﺔ ﻭﺍﻟﻌﻮﳌﺔ‪ ،‬ﻭﻣﺎ ﺻﺎﺣﺐ ﺫﻟﻚ ﻣﻦ ﺗﻌﻘﺪ ﺍﻟﻌﻼﻗﺎﺕ ﺷﻴﺌﺎ ﻓﺸﻴﺌﺎ‪ ،‬ﺳﻮﺍﺀ ﺑﲔ ﺃﻓﺮﺍﺩ ﺍﳌﻨﻈﻤﺔ ﺍﻟﻮﺍﺣﺪﺓ‬
‫ﺃﻭ ﺑﲔ ﺍﳌﻨﻈﻤﺔ ﻭﻏﲑﻫﺎ‪ ،‬ﻛﻠﻬﺎ ﻋﻮﺍﻣﻞ ﺟﻌﻠﺖ ﻣﻦ ﻣﻬﻤﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﰲ ﺍﳌﺆﺳﺴﺔ ﺍﳊﺪﻳﺜﺔ ﺃﻛﺜﺮ‬
‫ﺻﻌﻮﺑﺔ‪ ،‬ﻭﺯﺍﺩﺕ ﻣﻦ ﻋﺐﺀ ﺍﻟﻌﻤﻞ ﻭﺍﳌﺴﺆﻭﻟﻴﺔ ﺍﻟﱵ ﺗﺘﺤﻤﻠﻬﺎ؛ ﻓﺎﻟﺘﻘﺪﻡ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻲ ﺧﻠﻖ ﻧﻮﻋﺎ ﻣﻦ‬
‫ﺍﻟﺘﺴﺎﺭﻉ ﰲ ﺍﶈﻴﻂ ﺍﻻﻗﺘﺼﺎﺩﻱ ﻭﺯﺍﺩ ﻣﻦ ﺣﺪﺓ ﺍﳌﻨﺎﻓﺴﺔ‪ ،‬ﻭﺃﺻﺒﺢ ﻋﺎﻣﻞ ﺍﻟﻮﻗﺖ ﺫﻭ ﺃﳘﻴﺔ ﺑﺎﻟﻐﺔ ﳑﺎ ﺧﻠﻖ‬
‫ﻧﻮﻋﺎ ﻣﻦ ﺍﻟﻀﻐﻂ ﺍﻟﺬﻫﲏ ﻭﺍﻟﻌﺼﱯ ﻭﺿﻐﻂ ﺍﳌﺴﺆﻭﻟﻴﺔ ﻋﻠﻰ ﻣﺘﺨﺬ ﺍﻟﻘﺮﺍﺭ‪ .‬ﻭﺑﻘﺪﺭ ﻣﺎ ﺗﺴﺎﺭﻋﺖ ﻭﺗﲑﺓ‬
‫ﺍﻟﺘﻄﻮﺭﺍﺕ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺔ ﰲ ﳎﺎﻝ ﺍﻹﻧﺘﺎﺝ ﺑﻘﺪﺭ ﻣﺎ ﺻﺎﺣﺒﻬﺎ ﺗﻄﻮﺭ ﰲ ﻭﺳﺎﺋﻞ ﻭﺃﺳﺎﻟﻴﺐ ﺍﻻﺗﺼﺎﻝ ﻭﻧﻘﻞ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﻭﺑﺘﺰﺍﻳﺪ ﺣﺪﺓ ﺍﳌﻨﺎﻓﺴﺔ ﺃﺻﺒﺤﺖ ﺍﳌﻨﻈﻤﺎﺕ ﳎﱪﺓ ﻋﻠﻰ ﺍﲣﺎﺫ ﻗﺮﺍﺭﺍﺕ ﺳﺮﻳﻌﺔ ﻭﻓﻌﺎﻟﺔ ﺣﱴ‬
‫ﺗﺘﻤﻜﻦ ﻣﻦ ﺍﻻﺳﺘﻤﺮﺍﺭ ﰲ ﺍﻟﺘﻨﺎﻓﺲ ﻭﺍﶈﺎﻓﻈﺔ ﻋﻠﻰ ﻣﻴﺰ‪‬ﺎ ﺍﻟﺴﻮﻗﻴﺔ‪ ،‬ﳑﺎ ﻳﺘﻄﻠﺐ ﺗﻮﻓﲑ ﻣﻌﻠﻮﻣﺎﺕ ﺣﺪﻳﺜﺔ‪،‬‬
‫ﺩﻗﻴﻘﺔ ﻭﻣﻨﺎﺳﺒﺔ ﺗﺰﻳﺪ ﻣﻦ ﻓﻌﺎﻟﻴﺔ ﺍﻟﻘﺮﺍﺭﺍﺕ ﻭﺑﺎﻟﺘﺎﱄ ﻣﻦ ﻓﻌﺎﻟﻴﺔ ﺃﺩﺍﺀ ﺍﳌﻨﻈﻤﺔ؛ ﻓﺘﺰﻭﻳﺪ ﺍﻹﺩﺍﺭﺍﺕ ﺑﺎﳌﻌﻠﻮﻣﺎﺕ‬
‫ﺍﻟﻀﺮﻭﺭﻳﺔ ﺑﺎﻟﻜﻤﻴﺔ ﺍﻟﻜﺎﻓﻴﺔ‪ ،‬ﻭﺍﻟﻨﻮﻋﻴﺔ ﺍﳌﻨﺎﺳﺒﺔ ﰲ ﺍﻟﻮﻗﺖ ﺍﳌﻨﺎﺳﺐ ﻭﺑﺎﺳﺘﺨﺪﺍﻡ ﻗﻨﻮﺍﺕ ﺍﺗﺼﺎﻝ ﻣﻨﺎﺳﺒﺔ‬
‫ﻭﺑﺄﻗﻞ ﺗﻜﻠﻔﺔ ﻫﻮ ﻣﻦ ﺃﻭﱃ ﺃﻭﻟﻮﻳﺎﺕ ﻣﺘﺨﺬ ﺍﻟﻘﺮﺍﺭ ﺍﻟﻴﻮﻡ‪ .‬ﻛﻤﺎ ﺃﻥ ﻣﻮﺍﺟﻬﺔ ﺍﻟﻜﻢ ﺍﳍﺎﺋﻞ ﻣﻦ ﺍﻟﺒﻴﺎﻧﺎﺕ‬
‫ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺘﺪﺍﻭﻟﺔ ﰲ ﺍﳌﺆﺳﺴﺔ ﺟﻌﻞ ﻣﻦ ﺍﻟﻀﺮﻭﺭﻱ ﺍﻋﺘﻤﺎﺩ ﺃﻧﻈﻤﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺗﻜﻔﻞ ﺍﻟﺴﻴﻄﺮﺓ ﻋﻠﻰ ﻫﺬﺍ‬
‫ﺍﳊﺠﻢ ﲣﺰﻳﻨﺎ‪ ،‬ﻣﻌﺎﳉﺔ ﻭﻧﺸﺮﺍ‪ ،‬ﲟﺎ ﻳﻜﻔﻞ ﺗﻮﺍﻓﺮ ﲨﻴﻊ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﳌﺨﺘﻠﻒ ﺍﻷﻧﻈﻤﺔ ﺍﻟﻔﺮﻋﻴﺔ‪،‬‬
‫ﻭﳌﺨﺘﻠﻒ ﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺣﱴ ﺗﺴﺘﻄﻴﻊ ﲢﺴﲔ ﺃﺩﺍﺋﻬﺎ ﻭﺗﺰﻳﺪ ﻣﻦ ﻓﻌﺎﻟﻴﺔ ﻗﺮﺍﺭﺍ‪‬ﺎ‪ .‬ﻭﺗﺘﻨﻮﻉ ﻫﺬﻩ‬

‫ج‬
‫ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﺣﺴﺐ ﻧﻮﻉ ﺍﻟﻨﺸﺎﻁ ﻭﺣﺠﻤﻪ ﻭﺍﻟﻈﺮﻭﻑ ﺍﶈﻴﻄﺔ ﺑﻪ‪ ،‬ﻭﺍﻟﺒﻴﺌﺔ ﺍﻟﱵ ﻳﻌﻤﻞ ﻓﻴﻬﺎ‪ ،‬ﲝﻴﺚ‬
‫ﺃﺻﺒﺢ ﻣﻦ ﺍﳌﻄﻠﻮﺏ ﺃﻥ ﻳﺘﻮﺍﻓﺮ ﻟﺪﻯ ﺍﳌﺪﻳﺮ ﺍﻟﻘﺪﺭ ﺍﳌﻼﺋﻢ ﻣﻦ ﺍﳊﻘﺎﺋﻖ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺎﳌﻨﻈﻤﺔ ﺍﻟﱵ ﻳﺘﻮﱃ ﺇﺩﺍﺭ‪‬ﺎ‪،‬‬
‫ﻭﻋﻦ ﻏﲑﻫﺎ ﻣﻦ ﺍﳌﻨﺸﺂﺕ ﺍﻟﱵ ﺗﻌﻤﻞ ﰲ ﻧﻔﺲ ﺍ‪‬ﺎﻝ ﻭﺗﺘﻨﺎﻓﺲ ﻣﻌﻬﺎ‪ ،‬ﻭﺭﲟﺎ ﻻ ﺗﺮﺗﺒﻂ ‪‬ﺎ ﺑﺼﻠﺔ ﻣﺒﺎﺷﺮﺓ ﻟﻜﻦ‬
‫ﺗﺪﺧﻞ ﺿﻤﻦ ﺍﶈﻴﻂ ﺍﻟﻌﺎﻡ ﺍﻟﺬﻱ ﺗﺘﻌﺎﻣﻞ ﻣﻌﻪ ﺍﳌﻨﺸﺄﺓ‪ ،‬ﻛﻤﺎ ﻳﻠﺰﻣﻪ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﳊﻘﺎﺋﻖ ﺍﻟﱵ ﺗﻴﺴﺮ‬
‫ﻟﻪ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﻔﻌﺎﻟﺔ ﻭﺍﻟﻜﻔﺄﺓ‪.‬‬
‫ﻭﰲ ﻫﺬﺍ ﺍﻟﺼﺪﺩ ﲡﺪ ﺍﳌﺆﺳﺴﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ ﺍﻟﻴﻮﻡ ﻧﻔﺴﻬﺎ ﳎﱪﺓ ﻋﻠﻰ ﻣﺴﺎﻳﺮﺓ ﺍﻟﺘﻄﻮﺭ ﺍﻟﺬﻱ ﻗﻄﻌﺘﻪ‬
‫ﺍﳌﺆﺳﺴﺎﺕ ﺍﻟﻌﺼﺮﻳﺔ ﺇﻥ ﻫﻲ ﺃﺭﺍﺩﺕ ﺍﻻﺳﺘﻤﺮﺍﺭ ﰲ ﺍﻟﺴﻮﻕ ﻭﺍﶈﺎﻓﻈﺔ ﻋﻠﻰ ﻣﻜﺎﻧﺘﻬﺎ ﺍﻟﺴﻮﻗﻴﺔ‪ ،‬ﺧﺎﺻﺔ ﻣﻊ‬
‫ﺗﺒﲏ ﺍﳉﺰﺍﺋﺮ ﳋﻴﺎﺭ ﺍﻻﻧﻔﺘﺎﺡ ﺍﻻﻗﺘﺼﺎﺩﻱ ﻭﺍﻻﻧﻀﻤﺎﻡ ﺇﱃ ﺍﳌﻨﻈﻤﺔ ﺍﻟﻌﺎﳌﻴﺔ ﻟﻠﺘﺠﺎﺭﺓ‪ ،‬ﻭﺃﻥ ﺗﻌﻤﻞ ﻋﻠﻰ ﺗﻄﻮﻳﺮ‬
‫ﻭﲢﺴﲔ ﻣﻴﻜﺎﻧﻴﺰﻣﺎﺕ ﻭﺃﺳﺎﻟﻴﺐ ﺍﻟﻌﻤﻞ ﻭﺍﻟﺘﺴﻴﲑ‪ ،‬ﻭﺍﻋﺘﻤﺎﺩ ﺃﺣﺪﺙ ﺗﻜﻨﻮﻟﻮﺟﻴﺎﺕ ﺍﻻﺗﺼﺎﻻﺕ ﻭﻣﻌﺎﳉﺔ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﺳﺘﻐﻼﳍﺎ ﺑﺸﻜﻞ ﺟﻴﺪ ﰲ ﺯﻳﺎﺩﺓ ﻛﻔﺎﺀﺓ ﻭﻓﻌﺎﻟﻴﺔ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﱵ ﺗﺘﺨﺬ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺇﺩﺍﺭﺍ‪‬ﺎ‬
‫ﻭﻣﺼﺎﳊﻬﺎ‪ .‬ﻭﻋﻠﻴﻪ ﳝﻜﻦ ﻃﺮﺡ ﺍﻟﺴﺆﺍﻝ ﺍﻟﺘﺎﱄ‪ :‬ﺇﱃ ﺃﻱ ﻣﺪﻯ ﳝﻜﻦ ﺃﻥ ﺗﺴﺎﻫﻢ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﻭﻧﻈﻢ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﰲ ﺍﻟﺮﻓﻊ ﻣﻦ ﻓﻌﺎﻟﻴﺔ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺍﳌﺘﺨﺬﺓ ﰲ ﺍﳌﺆﺳﺴﺔ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‬
‫ﺍﳉﺰﺍﺋﺮﻳﺔ؟‪ ،‬ﻭﻫﺬﺍ ﻣﺎ ﺳﺘﺘﻢ ﳏﺎﻭﻟﺔ ﺩﺭﺍﺳﺘﻪ ﻭﺍﻹﺟﺎﺑﺔ ﻋﻠﻴﻪ ﰲ ﻫﺬﻩ ﺍﳌﺬﻛﺮﺓ ﻣﻦ ﺧﻼﻝ ﺩﺭﺍﺳﺔ ﺣﺎﻟﺔ ﺇﺣﺪﻯ‬
‫ﺃﻛﱪ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﻮﻃﻨﻴﺔ‪ ،‬ﻭﺍﻟﱵ ﺃﺻﺒﺤﺖ ﺗﻌﺎﱐ ﻣﻦ ﻣﺸﻜﻞ ﺍﳌﻨﺎﻓﺴﺔ‪ ،‬ﳑﺎ ﺩﻓﻌﻬﺎ ﺇﱃ ﺍﻻﻋﺘﻤﺎﺩ ﻋﻠﻰ‬
‫ﺍﻟﺘﻘﻨﻴﺎﺕ ﺍﳊﺪﻳﺜﺔ ﰲ ﻣﻮﺍﺟﻬﺔ ﺍﻟﺸﺮﻛﺎﺕ ﺍﳌﻨﺎﻓﺴﺔ ﺍﻟﻮﺍﻓﺪﺓ ﺇﱃ ﺍﻟﺴﻮﻕ‪ ،‬ﺃﻳﻦ ﺳﻴﺘﻢ ﺍﻟﺘﻌﺮﻑ ﻋﻠﻰ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ‬
‫ﻭﺃﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ ﺗﺴﺘﺨﺪﻣﻬﺎ ﺍﻟﺸﺮﻛﺔ‪ ،‬ﻭﺍﻟﻮﻗﻮﻑ ﻋﻠﻰ ﻣﺴﺘﻮﻳﺎﺕ ﺍﻷﻣﻦ ﻭﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻰ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﻭﺍﻟﺒﻴﺎﻧﺎﺕ ‪‬ﺎ‪ ،‬ﻭﻣﺪﻯ ﺩﻋﻢ ﺃﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﻌﺘﻤﺪﺓ ﺑﺎﻟﺸﺮﻛﺔ ﻟﻌﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻹﺩﺍﺭﻳﺔ ‪‬ﺎ‪.‬‬

‫ﺃﳘﻴﺔ ﺍﻟﺪﺭﺍﺳﺔ‪:‬‬
‫ﺗﻨﺒﻊ ﺃﳘﻴﺔ ﻫﺬﻩ ﺍﻟﺪﺭﺍﺳﺔ ﻣﻦ‪:‬‬
‫‪ -‬ﺍﻷﳘﻴﺔ ﺍﻟﱵ ﺍﻛﺘﺴﺒﺘﻬﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﻫﺬﺍ ﺍﻟﻌﺼﺮ‪ ،‬ﺇﺫ ﺃ‪‬ﺎ ﺃﺻﺒﺤﺖ ﲤﺜﻞ ﻋﻨﺼﺮﺍ ﻫﺎﻣﺎ ﻭﻣﻮﺭﺩﺍ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎ‬
‫ﺗﻌﺘﻤﺪ ﻋﻠﻴﻪ ﺍﳌﻨﻈﻤﺎﺕ ﰲ ﺍﲣﺎﺫ ﻗﺮﺍﺭﺍ‪‬ﺎ ﻭﳏﺎﻭﻟﺔ ﳎﺎ‪‬ﺔ ﻇﺮﻭﻑ ﺍﳌﻨﺎﻓﺴﺔ‪ ،‬ﻭﺍﻟﺘﺄﻗﻠﻢ ﻣﻊ ﺍﻟﻈﺮﻭﻑ ﺍﻟﺒﻴﺌﻴﺔ‬
‫ﺳﺮﻳﻌﺔ ﺍﻟﺘﻐﲑ‪.‬‬
‫‪ -‬ﺃﳘﻴﺔ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﰲ ﺍﳌﺆﺳﺴﺔ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ﺍﻟﻴﻮﻡ‪ ،‬ﺑﺎﻋﺘﺒﺎﺭﻫﺎ ﺟﻮﻫﺮ ﺍﻟﻌﻤﻠﻴﺔ ﺍﻹﺩﺍﺭﻳﺔ ﻭﳏﻮﺭﻫﺎ‬
‫ﺍﻷﺳﺎﺳﻲ ﻭﺍﻟﻔﻌﺎﻝ‪.‬‬
‫‪ -‬ﺃﳘﻴﺔ ﺍﺳﺘﺨﺪﺍﻡ ﻛﻞ ﻣﻦ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﻭﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻟﺰﻳﺎﺩﺓ ﻓﻌﺎﻟﻴﺔ ﺍﻟﻘﺮﺍﺭﺍﺕ‪.‬‬
‫‪ -‬ﺃﳘﻴﺔ ﺍﻷﻣﻦ ﻭﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻰ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺃﺛﺮﳘﺎ ﻋﻠﻰ ﻓﻌﺎﻟﻴﺔ ﺍﻟﻘﺮﺍﺭﺍﺕ ﻭﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻟﻠﺸﺮﻛﺔ‪.‬‬

‫ح‬
‫‪ -‬ﺃﳘﻴﺔ ﻋﻤﻠﻴﺔ ﺍﻻﺗﺼﺎﻝ ﻭﺗﺪﻓﻖ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﲔ ﳐﺘﻠﻒ ﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﻭﳐﺘﻠﻒ ﺃﻗﺴﺎﻡ‬
‫ﻭﻣﺼﺎﱀ ﺍﳌﺆﺳﺴﺔ‪ ،‬ﻭﻣﺪﻯ ﻣﺴﺎﳘﺔ ﺍﻻﺗﺼﺎﻻﺕ ﺍﻟﻔﻌﺎﻟﺔ ﰲ ﺗﻮﺿﻴﺢ ﺍﻟﺼﻮﺭﺓ ﳌﺘﺨﺬﻱ ﺍﻟﻘﺮﺍﺭﺍﺕ‪ ،‬ﻭﺑﺎﻟﺘﺎﱄ‬
‫ﺯﻳﺎﺩﺓ ﺟﻮﺩﺓ ﻭﻓﻌﺎﻟﻴﺔ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﱵ ﻳﺘﺨﺬﻭ‪‬ﺎ‪.‬‬
‫‪ -‬ﻛﻤﺎ ﺗﻜﻤﻦ ﺃﳘﻴﺔ ﺍﳌﻮﺿﻮﻉ ﰲ ﺍﻹﻃﻼﻉ ﺍﻟﻌﻤﻠﻲ ﻋﻠﻰ ﻭﺍﻗﻊ ﺍﳌﺆﺳﺴﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ ﻣﻦ ﺧﻼﻝ ﺩﺭﺍﺳﺔ ﺍﳊﺎﻟﺔ‪،‬‬
‫ﺃﻳﻦ ﺳﻴﺘﻢ ﻋﺮﺽ ﻭﲢﻠﻴﻞ ﺣﺎﻟﺔ ﺍﻟﺸﺮﻛﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ ﻟﻸﳌﻨﻴﻮﻡ )‪ (ALGAL‬ﻗﺒﻞ ﻋﻤﻠﻴﺔ ﺍﳊﻮﺳﺒﺔ‪ ،‬ﺍﻟﻜﻴﻔﻴﺔ‬
‫ﺍﻟﱵ ﲤﺖ ‪‬ﺎ ﻋﻤﻠﻴﺔ ﺍﳊﻮﺳﺒﺔ‪ ،‬ﻭﻭﺍﻗﻊ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳊﺎﱄ ﰲ ﺍﻟﺸﺮﻛﺔ ﻭﻣﺪﻯ ﺗﺄﺛﲑﻩ ﻋﻠﻰ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ‬
‫‪‬ﺎ‪.‬‬

‫ﺃﺳﺒﺎﺏ ﺍﺧﺘﻴﺎﺭ ﺍﳌﻮﺿﻮﻉ‪:‬‬

‫ﻟﻘﺪ ﺟﺎﺀ ﺍﺧﺘﻴﺎﺭ ﻫﺬﺍ ﺍﳌﻮﺿﻮﻉ ﺑﻨﺎﺀﺍ ﻋﻠﻰ ﻋﺪﺓ ﺍﻋﺘﺒﺎﺭﺍﺕ ﺃﳘﻬﺎ‪:‬‬
‫‪ -‬ﻧﻈﺮﺍ ﻟﺘﺮﻛﻴﺰ ﺃﻏﻠﺒﻴﺔ ﺍﻟﺒﺎﺣﺜﲔ ﻋﻠﻰ ﺩﺭﺍﺳﺔ ﺍﻟﻮﻇﺎﺋﻒ ﺍﻟﺘﻘﻠﻴﺪﻳﺔ ﻟﻠﻤﺆﺳﺴﺔ )ﺇﻧﺘﺎﺝ‪ ،‬ﺗﺴﻮﻳﻖ‪ ،‬ﻣﺎﻟﻴﺔ‪ ،‬ﺃﻓﺮﺍﺩ (‬
‫ﻭﻧﺪﺭﺓ ﺍﻟﺒﺤﻮﺙ ﰲ ﳎﺎﻝ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﻻﺗﺼﺎﻻﺕ‪ ،‬ﺟﺎﺀﺕ ﻫﺬﻩ ﺍﻟﺪﺭﺍﺳﺔ ﻛﻤﺤﺎﻭﻟﺔ ﻟﻠﻤﺴﺎﳘﺔ‬
‫ﰲ ﻫﺬﺍ ﺍﳉﺎﻧﺐ ﳌﺎ ﻟﻪ ﻣﻦ ﺩﻭﺭ ﻓﻌﺎﻝ ﻻ ﳝﻜﻦ ﲡﺎﻭﺯﻩ ﺃﻭ ﺍﻟﺘﻐﺎﺿﻲ ﻋﻨﻪ ﰲ ﺇﻃﺎﺭ ﺗﺄﻫﻴﻞ ﺍﳌﺆﺳﺴﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ‬
‫ﳌﻮﺍﻛﺒﺔ ﺍﻟﺘﻄﻮﺭﺍﺕ ﺍﻟﱵ ﲤﺮ ‪‬ﺎ‪.‬‬
‫‪ -‬ﻭﺟﻮﺩ ﲡﻬﻴﺰﺍﺕ ﻣﻌﻠﻮﻣﺎﺗﻴﺔ ﻋﻨﺪ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﳌﺆﺳﺴﺎﺕ ﺍﻟﻮﻃﻨﻴﺔ ) ﺃﺟﻬﺰﺓ ﺍﻹﻋﻼﻡ ﺍﻵﱄ ﻭﺍﻻﺗﺼﺎﻝ‪(...‬‬
‫ﻟﻜﻦ ﻋﺪﻡ ﺍﺳﺘﻌﻤﺎﳍﺎ ﺑﻨﺠﺎﻋﺔ ﻛﺎﻓﻴﺔ‪ ،‬ﻭﻋﺪﻡ ﺍﺳﺘﻐﻼﳍﺎ ﰲ ﺃﻧﻈﻤﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺩﻗﻴﻘﺔ ﻭﺷﺎﻣﻠﺔ‪ .‬ﻭﲟﻌﲎ ﺁﺧﺮ‪،‬‬
‫ﺗﻮﻓﺮ ﺍﻹﻣﻜﺎﻧﻴﺎﺕ ﺍﳌﺎﺩﻳﺔ ﺍﳌﻨﺎﺳﺒﺔ ﻣﻊ ﺍﻻﻓﺘﻘﺎﺭ ﻟﺘﺼﺎﻣﻴﻢ ﻣﻌﻠﻮﻣﺎﺗﻴﺔ‪ ،‬ﺇﺩﺍﺭﻳﺔ ﺟﻴﺪﺓ ﺗﻮﻓﺮ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﺎﻟﺪﻗﺔ‬
‫ﻭﺍﻟﻮﻗﺖ ﻭﺍﻟﻜﻤﻴﺔ ﺍﳌﻨﺎﺳﺒﺔ ﻷﻏﺮﺍﺽ ﺍﻟﺘﺴﻴﲑ ﻭﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ‪.‬‬
‫‪ -‬ﺗﻮﻓﺮ ﺃﻏﻠﺒﻴﺔ ﺍﳌﺆﺳﺴﺎﺕ ﺍﻟﻮﻃﻨﻴﺔ ﻋﻠﻰ ﻫﻴﺎﻛﻞ ﺗﻨﻈﻴﻤﻴﺔ ﺗﺘﺼﻒ ﺑﺎﳉﻤﻮﺩ‪ ،‬ﻭﺍﻟﺼﻼﺑﺔ ﻭﻋﺪﻡ ﻣﻮﺍﻛﺒﺔ‬
‫ﺗﻄﻮﺭﺍﺕ ﺍﶈﻴﻂ ﺍﻻﻗﺘﺼﺎﺩﻱ ﻭﺍﻻﺟﺘﻤﺎﻋﻲ‪ ،‬ﳑﺎ ‪‬ﻳﻈﻬﺮ ﺍﳊﺎﺟﺔ ﻟﻨﻈﺎﻡ ﻣﻌﻠﻮﻣﺎﺕ ﳚﻌﻠﻬﺎ ﺃﻛﺜﺮ ﻣﺮﻭﻧﺔ ﻭﻣﺴﺎﻳﺮﺓ‬
‫ﻟﻠﺘﻄﻮﺭﺍﺕ ﺍﻷﺧﲑﺓ ﺧﺎﺻﺔ ﻭﺃﻥ ﺍﳌﺆﺳﺴﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ ﲤﺮ ﲟﺮﺣﻠﺔ ﺟﺪﻳﺪﺓ ﺗﺘﺴﻢ ﺑﺈﻋﺎﺩﺓ ﻫﻴﻜﻠﺔ ﻛﻠﻴﺔ ﺑﻐﺮﺽ‬
‫ﺗﺄﻫﻴﻠﻬﺎ ﻟﻠﻤﻨﺎﻓﺴﺔ‪ ،‬ﻭﺑﺎﳋﺼﻮﺹ ﺇﺛﺮ ﺗﺒﲏ ﺍﳊﻜﻮﻣﺔ ﳋﻴﺎﺭ ﺍﻻﻧﻔﺘﺎﺡ ﺍﻻﻗﺘﺼﺎﺩﻱ ﻭﻇﺮﻭﻑ ﺍﻧﻀﻤﺎﻡ ﺍﳉﺰﺍﺋﺮ‬
‫ﻟﻠﻤﻨﻈﻤﺔ ﺍﻟﻌﺎﳌﻴﺔ ﻟﻠﺘﺠﺎﺭﺓ‪.‬‬
‫‪ -‬ﳏﺎﻭﻟﺔ ﻟﻔﺖ ﻧﻈﺮ ﺍﳌﺴﲑﻳﻦ ﺍﳉﺰﺍﺋﺮﻳﲔ ﻟﻔﻮﺍﺋﺪ ﻭﺟﻮﺩ ﻧﻈﺎﻡ ﻣﻌﻠﻮﻣﺎﺕ ﺇﺩﺍﺭﻳﺔ ﰲ ﻣﺆﺳﺴﺎ‪‬ﻢ‪ ،‬ﻭﻋﺪﻡ‬
‫ﺍﻻﻋﺘﻤﺎﺩ ﺷﺒﻪ ﺍﻟﻜﻠﻲ ﻋﻠﻰ ﺍﻟﻔﺮﺍﺳﺔ‪ ،‬ﺍﻟﺘﺨﻤﲔ‪ ،‬ﻭﺍﻟﺘﻘﺮﻳﺐ ﻭﻛﺬﺍ ﺍﻟﺼﺪﻓﺔ ) ﰲ ﺑﻌﺾ ﺍﻷﺣﻴﺎﻥ ( ﰲ ﺍﲣﺎﺫ‬
‫ﻗﺮﺍﺭﺍ‪‬ﻢ‪ ،‬ﺧﺎﺻﺔ ﻣﻨﻬﺎ ﺍﳊﺎﲰﺔ ﻭﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ‪ ،‬ﻭﺣﺜﻬﻢ ﻋﻠﻰ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﺘﻘﻨﻴﺎﺕ ﺍﳊﺪﻳﺜﺔ ﺧﺎﺻﺔ ﺍﻹﻋﻼﻡ‬
‫ﺍﻵﱄ ﰲ ﳎﺎﻝ ﺍﻟﺘﺴﻴﲑ ﻭﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ‪.‬‬

‫خ‬
‫‪ -‬ﻋﺪﻡ ﺗﻮﻓﺮ ﺃﻏﻠﺒﻴﺔ ﺍﳌﺆﺳﺴﺎﺕ ﺍﻟﻮﻃﻨﻴﺔ ﻋﻠﻰ ﺳﻴﺎﺳﺎﺕ ﻟﺘﻮﻋﻴﺔ ﻭﲢﻔﻴﺰ ﺍﳌﻮﻇﻔﲔ ﻻﺳﺘﺨﺪﺍﻡ ﺍﳊﺎﺳﻮﺏ‪،‬‬
‫ﺍﻷﻣﺮ ﺍﻟﺬﻱ ﳚﻌﻞ ﺃﻏﻠﺐ ﺍﳌﻮﻇﻔﲔ ﻳﻨﻈﺮﻭﻥ ﺇﻟﻴﻪ ﻧﻈﺮﺓ ﻋﺪﺍﺋﻴﺔ‪ ،‬ﻭﻟﻴﺲ ﻧﻈﺮﺓ ﻣﻮﺿﻮﻋﻴﺔ ﻋﻠﻰ ﺃﻧﻪ ﺟﺎﺀ‬
‫ﳌﺴﺎﻋﺪ‪‬ﻢ ﰲ ﺍﻟﺘﺴﻴﲑ ﻭﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ‪.‬‬
‫‪ -‬ﺍﻓﺘﻘﺎﺭ ﺃﻏﻠﺒﻴﺔ ﺍﳌﺆﺳﺴﺎﺕ ﺍﻟﻮﻃﻨﻴﺔ ﺇﱃ ﺍﻷﺳﺎﻟﻴﺐ ﺍﻟﻜﻤﻴﺔ ﻟﺘﻘﻴﻴﻢ ﺃﻧﺸﻄﺘﻬﺎ ﻭﺗﺼﺤﻴﺢ ﺍﳓﺮﺍﻓﺎ‪‬ﺎ ﻭﺯﻳﺎﺩﺓ‬
‫ﺟﻮﺩﺓ ﻭﻓﻌﺎﻟﻴﺔ ﻗﺮﺍﺭﺍ‪‬ﺎ‪.‬‬

‫ﺃﻫﺪﺍﻑ ﺍﻟﺪﺭﺍﺳﺔ‪:‬‬
‫ﺗﺮﻣﻲ ﻫﺬﻩ ﺍﻟﺪﺭﺍﺳﺔ ﻟﻠﻮﺻﻮﻝ ﺇﱃ ﻋﺪﺓ ﺃﻫﺪﺍﻑ ﺃﳘﻬﺎ‪:‬‬
‫‪ -‬ﺍﻟﺘﻌﺮﻑ ﻋﻠﻰ ﺃﻧﻮﺍﻉ ﻭﻣﺮﺍﺣﻞ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ‪ ،‬ﻭﻣﺘﻄﻠﺒﺎ‪‬ﺎ ﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﳐﺘﻠﻒ ﺃﻧﻮﺍﻉ ﻧﻈﻢ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪.‬‬
‫‪ -‬ﺍﻟﺘﻌﺮﻑ ﻋﻠﻰ ﺍﻷﺳﺲ ﺍﻟﻨﻈﺮﻳﺔ ﺍﻟﱵ ﻳﻘﻮﻡ ﻋﻠﻴﻬﺎ ﻣﻔﻬﻮﻡ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪.‬‬
‫‪ -‬ﲢﺪﻳﺪ ﺃﺛﺮ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﻻﺗﺼﺎﻝ ﻭﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺍﳌﺒﻨﻴﺔ ﻋﻠﻰ ﺍﳊﺎﺳﺐ ﺍﻵﱄ ﻋﻠﻰ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ‪.‬‬
‫‪ -‬ﺇﺑﺮﺍﺯ ﺃﳘﻴﺔ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﺘﻘﻨﻴﺎﺕ ﺍﳊﺪﻳﺜﺔ ﻭﺍﻟﻨﻤﺎﺫﺝ ﺍﻟﻜﻤﻴﺔ ﰲ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻹﺩﺍﺭﻳﺔ‪.‬‬
‫‪ -‬ﲢﺪﻳﺪ ﻣﺪﻯ ﻓﻌﺎﻟﻴﺔ ﺍﻟﻘﺮﺍﺭﺍﺕ ﰲ ﺍﻟﺸﺮﻛﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ ﻟﻸﳌﻨﻴﻮﻡ‪.‬‬
‫‪ -‬ﲢﺪﻳﺪ ﺃﻧﻮﺍﻉ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﻭﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﻌﺘﻤﺪﺓ ﰲ ﺍﻟﺸﺮﻛﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ ﻟﻸﳌﻨﻴﻮﻡ‪.‬‬
‫‪ -‬ﲢﺪﻳﺪ ﻣﺴﺘﻮﻯ ﺍﻷﻣﻦ ﻭﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻰ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﺬﻱ ﺗﺘﻤﺘﻊ ﺑﻪ ﺍﻟﺸﺮﻛﺔ‪.‬‬
‫‪ -‬ﲢﻠﻴﻞ ﻭﺗﻘﻴﻴﻢ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳊﺎﱄ ﰲ ﺍﻟﺸﺮﻛﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ ﻟﻸﳌﻨﻴﻮﻡ ﻭﻋﻼﻗﺘﻪ ﺑﺎﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ‪‬ﺎ‪.‬‬

‫ﺃﺳﺌﻠﺔ ﺍﻟﺪﺭﺍﺳﺔ‪:‬‬
‫ﻓﻴﻤﺎ ﻳﻠﻲ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﻷﺳﺌﻠﺔ ﺍﻟﱵ ﺳﻴﺘﻢ ﻣﻦ ﺧﻼﻝ ﳏﺎﻭﻟﺔ ﺍﻹﺟﺎﺑﺔ ﻋﻠﻴﻬﺎ‪ ،‬ﺍﻟﻮﺻﻮﻝ ﺇﱃ ﺑﻌﺾ‬
‫ﺃﻫﺪﺍﻑ ﺍﻟﺪﺭﺍﺳﺔ ﺍﻟﱵ ﱂ ﻳﺘﻢ ﺗﻐﻄﻴﺘﻬﺎ ﻣﻦ ﺧﻼﻝ ﺍﻟﻔﺮﺿﻴﺎﺕ‪:‬‬
‫‪ -‬ﻣﺎ ﻣﺪﻯ ﻓﻌﺎﻟﻴﺔ ﺍﻟﻘﺮﺍﺭﺍﺕ ﰲ ﺍﻟﺸﺮﻛﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ ﻟﻸﳌﻨﻴﻮﻡ؟‬
‫‪ -‬ﻣﺎ ﻣﺪﻯ ﺗﺄﺛﲑ ﺇﺩﺧﺎﻝ ﺃﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻋﻠﻰ ﺗﻨﻈﻴﻢ ﺍﻟﻌﻤﻞ ﻭﻗﺮﺍﺭﺍﺕ ﺍﻟﺘﺸﻐﻴﻞ ﺑﺎﻟﺸﺮﻛﺔ؟‬
‫‪ -‬ﻫﻞ ﺯﺍﺩﺕ ﺍﳌﺮﺩﻭﺩﻳﺔ ﺍﳌﺎﻟﻴﺔ ﻟﻠﺸﺮﻛﺔ ﺟﺮﺍﺀ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﻨﻈﺎﻡ ﺍﻵﱄ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ؟‬
‫‪ -‬ﻣﺎ ﻣﺪﻯ ﺍﺳﺘﺨﺪﺍﻡ ﻧﻈﺎﻡ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺸﺮﻛﺔ ﻟﻸﺳﺎﻟﻴﺐ ﺍﻟﻜﻤﻴﺔ ﻻﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ؟‬
‫‪ -‬ﺇﱃ ﺃﻱ ﻣﺪﻯ ﳜﺪﻡ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳊﺎﱄ ﺍﻷﻫﺪﺍﻑ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻟﻠﺸﺮﻛﺔ؟‬
‫‪ -‬ﻣﺎﻫﻲ ﺃﻧﻮﺍﻉ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺍﳌﺒﻨﻴﺔ ﻋﻠﻰ ﺍﳊﺎﺳﺐ ﺍﻵﱄ ﺍﳌﺴﺘﺨﺪﻣﺔ ﰲ ﺍﻟﺸﺮﻛﺔ ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ؟‬

‫د‬
 ‫ﻓﺮﺿﻴﺎﺕ ﺍﻟﺪﺭﺍﺳﺔ‪:‬‬
‫ﺗﺘﺮﻛﺰ ﺍﻟﻔﺮﺿﻴﺎﺕ ﺍﻷﺳﺎﺳﻴﺔ ﳍﺬﺍ ﺍﻟﺒﺤﺚ ﻓﻴﻤﺎ ﻳﻠﻲ‪:‬‬
‫‪ -‬ﻫﻨﺎﻙ ﻋﻼﻗﺔ ﺇﳚﺎﺑﻴﺔ ﺑﲔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﻓﻌﺎﻟﻴﺔ ﺍﻟﻘﺮﺍﺭﺍﺕ ﰲ ﺍﻟﺸﺮﻛﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ ﻟﻸﳌﻨﻴﻮﻡ‪.‬‬
‫‪ -‬ﻫﻨﺎﻙ ﻋﻼﻗﺔ ﺇﳚﺎﺑﻴﺔ ﺑﲔ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺍﳌﺒﻨﻴﺔ ﻋﻠﻰ ﺍﳊﺎﺳﺐ ﺍﻵﱄ ﻭﻓﻌﺎﻟﻴﺔ ﺍﻟﻘﺮﺍﺭﺍﺕ ﰲ‬
‫ﺍﻟﺸﺮﻛﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ ﻟﻸﳌﻨﻴﻮﻡ‪.‬‬
‫‪ -‬ﻫﻨﺎﻙ ﻋﻼﻗﺔ ﺇﳚﺎﺑﻴﺔ ﺑﲔ ﺍﻷﻣﻦ ﻭﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻰ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻭﻓﻌﺎﻟﻴﺔ ﺍﻟﻘﺮﺍﺭﺍﺕ ﰲ ﺍﻟﺸﺮﻛﺔ‬
‫ﺍﳉﺰﺍﺋﺮﻳﺔ ﻟﻸﳌﻨﻴﻮﻡ‪.‬‬
‫‪ -‬ﻳﺮﺗﺒﻂ ﻛﺘﻤﺎﻥ ﺍﳌﻌﻠﻮﻣﺔ ﻭﺍﶈﺎﻓﻈﺔ ﻋﻠﻴﻬﺎ ﺑﺎﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻟﻠﺸﺮﻛﺔ‪.‬‬

‫ﺍﳌﻨﻬﺞ ﺍﳌﺴﺘﺨﺪﻡ ﰲ ﺍﻟﺪﺭﺍﺳﺔ‪:‬‬

‫ﰲ ﻫﺬﻩ ﺍﻟﺪﺭﺍﺳﺔ ﰎ ﺍﻋﺘﻤﺎﺩ ﺍﳌﻨﻬﺞ ﺍﻟﻮﺻﻔﻲ ﺍﻟﺘﺤﻠﻴﻠﻲ ﻷﻧﻪ ﻳﻘﻮﻡ ﲜﻤﻊ ﻭﺗﻠﺨﻴﺺ ﺍﳊﻘﺎﺋﻖ ﺍﳊﺎﺿﺮﺓ‬
‫ﺍﳌﺮﺗﺒﻄﺔ ﲟﺠﻤﻮﻋﺔ ﻣﻦ ﺍﻟﻈﺮﻭﻑ ﺃﻭ ﻋﺪﺩ ﻣﻦ ﺍﻷﺷﻴﺎﺀ ﺃﻭ ﺃﻱ ﻧﻮﻉ ﻣﻦ ﺍﻟﻈﻮﺍﻫﺮ‪ ،‬ﻭﻳﻌﻤﻞ ﻋﻠﻰ ﺍﺳﺘﺨﻼﺹ‬
‫ﺍﻟﺪﻻﻻﺕ ﻭﺍﳌﻌﺎﱐ ﺍﳌﺨﺘﻠﻔﺔ ﺍﻟﱵ ﺗﻨﻄﻮﻱ ﻋﻠﻴﻬﺎ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ ﳝﻜﻦ ﺍﳊﺼﻮﻝ ﻋﻠﻴﻬﺎ‪ ،‬ﻭﻫﺬﺍ ﻣﺎ‬
‫ﻳﺴﻬﻞ ﺭﺑﻂ ﺍﻟﻈﻮﺍﻫﺮ ﺑﺒﻌﻀﻬﺎ‪ ،‬ﻭﺍﻛﺘﺸﺎﻑ ﺍﻟﻌﻼﻗﺔ ﺑﲔ ﺍﳌﺘﻐﲑﺍﺕ‪ ،‬ﻭﺇﻋﻄﺎﺀ ﺍﻟﺘﻔﺴﲑ ﺍﳌﻼﺋﻢ ﻟﺬﻟﻚ ﻣﻊ‬
‫ﺇﻣﻜﺎﻧﻴﺔ ﺍﻟﺘﻨﺒﺆ ﲟﺴﺘﻘﺒﻞ ﺍﻟﻈﻮﺍﻫﺮ ﻭﺍﻷﺣﺪﺍﺙ ﺍﻟﱵ ﻳﺪﺭﺳﻬﺎ؛ ﻭﻫﻮ ﻣﺎ ﻳﻨﺎﺳﺐ ﲤﺎﻣﺎ ﻫﺬﻩ ﺍﻟﺪﺭﺍﺳﺔ ﻭﳜﺪﻡ‬
‫ﺍﻟﻮﺻﻮﻝ ﻷﻫﺪﺍﻓﻬﺎ‪ ،‬ﺃﻳﻦ ‪‬ﺪﻑ ﺍﻟﺪﺭﺍﺳﺔ ﺇﱃ ﺍﻟﺘﻌﺮﻑ ﻋﻠﻰ ﺃﻧﻮﺍﻉ ﻭﻣﺮﺍﺣﻞ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ‬
‫ﻭﻣﺘﻄﻠﺒﺎ‪‬ﺎ ﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﻭﻛﺬﺍ ﺃﻧﻮﺍﻉ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﻭﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ‪.‬‬
‫ﻛﻤﺎ ﰎ ﺍﻋﺘﻤﺎﺩ ﺃﺳﻠﻮﺏ ﺩﺭﺍﺳﺔ ﺍﳊﺎﻟﺔ ﰲ ﺍﻟﻔﺼﻞ ﺍﻟﺮﺍﺑﻊ‪ ،‬ﺑﻮﺻﻔﻪ ﺃﺣﺪ ﺍﻷﺳﺎﻟﻴﺐ ﺍﻟﱵ ﻳﻌﺘﻤﺪ ﻋﻠﻴﻬﺎ‬
‫ﺍﳌﻨﻬﺞ ﺍﻟﻮﺻﻔﻲ ﺍﻟﺘﺤﻠﻴﻠﻲ‪ ،‬ﻭﺫﻟﻚ ﺑﺪﺭﺍﺳﺔ ﺍﻟﺸﺮﻛﺔ ﻟﻸﳌﻨﻴﻮﻡ )‪ (ALGAL‬ﺫﺍﺕ ﺍﻟﺒ‪‬ﻌﺪ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ‬
‫ﺑﺎﻟﻨﺴﺒﺔ ﻟﻼﻗﺘﺼﺎﺩ ﺍﻟﻮﻃﲏ‪ ،‬ﺇﺫ ﺃ‪‬ﺎ ﺍﻟﺸﺮﻛﺔ ﺍﻟﻮﻃﻨﻴﺔ ﺍﻟﻮﺣﻴﺪﺓ ﺍﻟﱵ ﺗﺘﺨﺼﺺ ﰲ ﺇﻧﺘﺎﺝ ﻭﺗﺮﻛﻴﺐ ﻭﺗﺴﻮﻳﻖ‬
‫ﺍﻷﳌﻨﻴﻮﻡ ﻭﻛﺎﻓﺔ ﺍﳍﻴﺎﻛﻞ ﺍﳌﺼﻨﻮﻋﺔ ﻣﻨﻪ‪ ،‬ﺣﻴﺚ ﺳﺘﺘﻢ ﺩﺭﺍﺳﺔ ﻭﺗﻘﻴﻴﻢ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﺎﻟﺸﺮﻛﺔ ﻭﺇﺑﺮﺍﺯ ﺍﻟﺪﻭﺭ‬
‫ﺍﻟﺬﻱ ﻳﻠﻌﺒﻪ ﰲ ﺯﻳﺎﺩﺓ ﻓﻌﺎﻟﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ‪‬ﺎ‪.‬‬

‫ﰎ ﺗﻘﺴﻴﻢ ﻫﺬﻩ ﺍﻟﺪﺭﺍﺳﺔ ﺇﱃ ﺃﺭﺑﻌﺔ ﻓﺼﻮﻝ‪ ،‬ﺗﻨﺎﻭﻝ ﺍﻷﻭﻝ ﻣﻨﻬﺎ ﲢﻠﻴﻞ ﻭﺩﺭﺍﺳﺔ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ‬
‫ﻭﺩﻭﺭﻫﺎ ﺍﶈﻮﺭﻱ ﰲ ﺍﳌﻨﻈﻤﺔ‪ ،‬ﻣﻦ ﺧﻼﻝ ﻋﺮﺽ ﳐﺘﻠﻒ ﻭﺟﻬﺎﺕ ﺍﻟﻨﻈﺮ ﺣﻮﻝ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﰲ ﺍﻟﺸﺮﻛﺔ‪،‬‬
‫ﻭﺃﻧﻮﺍﻉ ﺍﻟﻘﺮﺍﺭﺍﺕ ﻭﻣﺮﺍﺣﻠﻬﺎ‪ ،‬ﻣﻊ ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﱵ ﺗﺘﺨﺬﻫﺎ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﻧﻈﺮﺍ‬
‫ﻟﻸﳘﻴﺔ ﺍﻟﻘﺼﻮﻯ ﺍﻟﱵ ﺗﻜﺘﺴﻴﻬﺎ‪ ،‬ﻭﻛﺬﺍ ﲢﺪﻳﺪ ﺍﻟﻌﻮﺍﻣﻞ ﺍﳌﺆﺛﺮﺓ ﰲ ﺍﲣﺎﺫ ﻭﻓﻌﺎﻟﻴﺔ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﻭﺩﻭﺭ‬

‫ذ‬
‫ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﺯﻳﺎﺩﺓ ﻓﻌﺎﻟﻴﺘﻬﺎ‪ ،‬ﻣﻦ ﺧﻼﻝ ﻛﺸﻒ ﺍﻟﻠﹸﺒﺲ ﺣﻮﻝ ﺍﳋﻠﻂ ﺑﲔ ﻣﻔﻬﻮﻣﻴﻬﻤﺎ‪ ،‬ﻭﻣﺮﺍﺣﻞ‬
‫ﲢﻮﻳﻞ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺇﱃ ﻣﻌﻠﻮﻣﺎﺕ ﺻﺎﳊﺔ ﻻﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ‪ ،‬ﻭﻛﺬﺍ ﺃﻧﻮﺍﻉ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﻗﺘﺼﺎﺩﻳﺎ‪‬ﺎ ﻭﺧﺼﺎﺋﺺ‬
‫ﺍﳉﻴﺪﺓ ﻣﻨﻬﺎ ﻻﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ‪.‬‬
‫ﺃﻣﺎ ﺍﻟﻔﺼﻞ ﺍﻟﺜﺎﱐ ﻓﺘﻨﺎﻭﻝ ﺃﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺑﺎﻟﺸﺮﺡ ﻭﺍﻟﺘﺤﻠﻴﻞ‪ ،‬ﺳﻮﺍﺀ ﰲ ﺟﺎﻧﺒﻬﺎ ﺍﻹﺩﺍﺭﻱ‪ ،‬ﺃﻭ‬
‫ﺍﻟﺘﻘﲏ‪ ،‬ﻭﻣﻮﺿﺤﺎ ﺩﻭﺭﻫﺎ ﺍﶈﻮﺭﻱ ﰲ ﺍﳌﻨﻈﻤﺔ ﻣﻦ ﺧﻼﻝ ﺍﻟﺮﺑﻂ ﺑﲔ ﺍﻟﻨﻈﺎﻡ ﺍﻟﻔﺎﻋﻞ ﻭﻧﻈﺎﻡ ﺍﻟﺘﺸﻐﻴﻞ‪ .‬ﻣﻊ‬
‫ﺍﻟﺘﻄﺮﻕ ﺇﱃ ﻣﺮﺍﺣﻞ ﺗﻄﻮﻳﺮ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺃﺩﻭﺍﺕ ﻭﻭﺳﺎﺋﻞ ﲢﻠﻴﻠﻬﺎ ﻭﺑﻨﺎﺋﻬﺎ‪ ،‬ﻭﺍﻟﺪﻭﺭ ﺍﻟﻜﺒﲑ ﺍﻟﺬﻱ ﺗﻠﻌﺒﻪ‬
‫ﺍﳊﺎﺳﺒﺎﺕ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ﰲ ﺯﻳﺎﺩﺓ ﻛﻔﺎﺀﺓ ﺃﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﻭﻛﺬﺍ ﺃﻧﻮﺍﻉ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺑﺪﺀﺍ‬
‫ﺑﺎﻟﻨﻈﺎﻡ ﺍﻟﻴﺪﻭﻱ ﺍﻟﺒﺴﻴﻂ ﻭﺍﻧﺘﻬﺎﺀﺍ ﺑﺎﻟﻨﻈﻢ ﺍﳋﺒﲑﺓ ﻭﺍﻟﺸﺒﻜﺎﺕ ﺍﻟﻌﺼﺒﻴﺔ‪.‬‬
‫ﺃﻣﺎ ﺍﻟﻔﺼﻞ ﺍﻟﺜﺎﻟﺚ ﻓﺘﻨﺎﻭﻝ ﺍﻟﻄﺒﻴﻌﺔ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﻷﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﻭﺍﻟﺪﻭﺭ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﺍﻟﺬﻱ‬
‫ﺗﻠﻌﺒﻪ ﻫﺬﻩ ﺍﻷﺧﲑﺓ ﰲ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻋﻤﺎﻝ ﺍﻟﻴﻮﻡ‪ ،‬ﻭﺃﻫﻢ ﺍﻟﺘﺤﺪﻳﺎﺕ ﺍﻟﱵ ﺗﻮﺍﺟﻬﻬﺎ ﺧﺪﻣﺔ ﻷﻏﺮﺍﺽ ﺍﲣﺎﺫ‬
‫ﺍﻟﻘﺮﺍﺭ ﻭﲢﻘﻴﻘﺎ ﻷﻫﺪﺍﻑ ﺍﳌﻨﻈﻤﺔ؛ ﺇﺫ ﺗﻨﺎﻭﻝ ﺍﳌﻄﻠﺐ ﺍﻷﺧﲑ ﻣﻦ ﺍﳌﺒﺤﺚ ﺍﻷﻭﻝ ﺩﻭﺭ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ‬
‫ﺩﻋﻢ ﻛﻞ ﻣﺮﺣﻠﺔ ﻣﻦ ﻣﺮﺍﺣﻞ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﺑﺸﻜﻞ ﻣﻨﻔﺼﻞ‪.‬‬
‫ﺃﻣﺎ ﺍﻟﻔﺼﻞ ﺍﻟﺮﺍﺑﻊ ﻓﻬﻮ ﲟﺜﺎﺑﺔ ﺩﺭﺍﺳﺔ ﻣﻴﺪﺍﻧﻴﺔ ‪‬ﺪﻑ ﺇﱃ ﺍﻹﻃﻼﻉ ﻋﻠﻰ ﻭﺍﻗﻊ ﺍﳌﺆﺳﺴﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ‪ ،‬ﻣﻦ ﺧﻼﻝ‬
‫ﲢﺪﻳﺪ ﻭﺗﻌﺮﻳﻒ ﻣﻴﺪﺍﻥ ﺍﻟﺪﺭﺍﺳﺔ ﻣﺘﻤﺜﻼ ﰲ ﺍﻟﺸﺮﻛﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ ﻟﻸﳌﻨﻴﻮﻡ‪ ،‬ﰒ ﺍﻟﺘﻄﺮﻕ ﳊﻴﺜﻴﺎﺕ ﺗﺪﻓﻖ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ‪‬ﺎ‪ ،‬ﻭﻣﻦ ﰒ ﺍﻟﺸﺮﻭﻉ ﰲ ﺩﺭﺍﺳﺔ ﺃﺛﺮ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺍﻟﱵ ﺗﺘﺒﻨﺎﻫﺎ ﺍﻟﺸﺮﻛﺔ ﰲ ﺩﻋﻢ‬
‫ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻣﻦ ﺧﻼﻝ ﲨﻠﺔ ﻣﻦ ﺃﺩﻭﺍﺕ ﲨﻊ ﺍﻟﺒﻴﺎﻧﺎﺕ‪ ،‬ﺃﳘﻬﺎ ﺍﺳﺘﻤﺎﺭﺓ ﺃﺟﺎﺏ ﻋﻠﻴﻬﺎ ﺃﻏﻠﺐ ﻣﺴﲑﻱ‬
‫ﺍﻟﺸﺮﻛﺔ‪ ،‬ﻭﻣﻘﺎﺑﻠﺔ ﻣﻊ ﺍﳌﺴﺆﻭﻝ ﺍﻷﻭﻝ ﻋﻠﻰ ﺗﺸﻐﻴﻞ ﻭﺻﻴﺎﻧﺔ ﺍﻟﻨﻈﺎﻡ‪.‬‬
‫ﻭﻗﺪ ﲰﺤﺖ ﻫﺬﻩ ﺍﻟﺪﺭﺍﺳﺔ ﺑﺎﺳﺘﺨﺮﺍﺝ ﲨﻠﺔ ﻣﻦ ﺍﻟﻨﺘﺎﺋﺞ ﺃﻟﻘﺖ ﺍﻟﻀﻮﺀ ﻋﻠﻰ ﻧﻘﺎﻁ ﺍﻟﻘﻮﺓ ﻭﺍﻟﻀﻌﻒ ﰲ‬
‫ﺍﻟﻨﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﰐ ﺍﻟﱵ ﺗﻌﺘﻤﺪﻩ ﺍﻟﺸﺮﻛﺔ؛ ﻣﺎ ﲰﺢ ﺑﺎﻗﺘﺮﺍﺡ ﻋﺪﺓ ﺇﺟﺮﺍﺀﺍﺕ ﻳﺮﻯ ﺍﻟﺒﺎﺣﺚ ﺃ‪‬ﺎ ﳝﻜﻦ ﺃﻥ‬
‫ﺗﺴﺎﻫﻢ ﰲ ﺯﻳﺎﺩﺓ ﻧﻘﺎﻁ ﻗﻮﺓ ﺍﻟﻨﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﰐ ﺍﳌﻌﺘﻤﺪ ﰲ ﺍﻟﺸﺮﻛﺔ‪ ،‬ﻭﰲ ﺍﻟﺘﺨﻔﻴﻒ ﻣﻦ ﻧﻘﺎﻁ ﺍﻟﻀﻌﻒ ﺑﻪ‪.‬‬

‫ر‬
 ‫ﳏﺘﻮﻳﺎﺕ ﺍﻟﻔﺼﻞ ﺍﻷﻭﻝ‪:‬‬
‫ﺍﳌﺒﺤﺚ ﺍﻷﻭﻝ‪ :‬ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻹﺩﺍﺭﻳﺔ‬
‫ﺍﳌﻄﻠﺐ ﺍﻷﻭﻝ‪ :‬ﻣﻔﻬﻮﻡ ﻭﺃﳘﻴﺔ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ‬
‫ﺍﳌﻄﻠﺐ ﺍﻟﺜﺎﱐ‪ :‬ﺃﻧﻮﺍﻉ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻹﺩﺍﺭﻳﺔ‬
‫ﺍﳌﻄﻠﺐ ﺍﻟﺜﺎﻟﺚ‪ :‬ﻣﺮﺍﺣﻞ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﺍﻹﺩﺍﺭﻱ‬
‫ﺍﳌﻄﻠﺐ ﺍﻟﺮﺍﺑﻊ‪ :‬ﺧﺼﺎﺋﺺ ﻗﺮﺍﺭﺍﺕ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ‬
‫ﺍﳌﻄﻠﺐ ﺍﳋﺎﻣﺲ‪ :‬ﺍﻟﻌﻮﺍﻣﻞ ﺍﳌﺆﺛﺮﺓ ﰲ ﺍﲣﺎﺫ ﻭﻓﻌﺎﻟﻴﺔ ﺍﻟﻘﺮﺍﺭ‬

‫ﺍﳌﺒﺤﺚ ﺍﻟﺜﺎﱐ‪ :‬ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﻻﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ‬

‫ﺍﳌﻄﻠﺐ ﺍﻷﻭﻝ‪ :‬ﻣﻔﻬﻮﻣﺎ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﺍﳌﻄﻠﺐ ﺍﻟﺜﺎﱐ‪ :‬ﻣﺮﺍﺣﻞ ﲢﻮﻳﻞ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺇﱃ ﻣﻌﻠﻮﻣﺎﺕ‬
‫ﺍﳌﻄﻠﺐ ﺍﻟﺜﺎﻟﺚ‪ :‬ﺃﻧﻮﺍﻉ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﺍﳌﻄﻠﺐ ﺍﻟﺮﺍﺑﻊ‪ :‬ﺃﳘﻴﺔ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﻻﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ‬
‫ﺍﳌﻄﻠﺐ ﺍﳋﺎﻣﺲ‪ :‬ﺍﻗﺘﺼﺎﺩﻳﺎﺕ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﺍﳌﻄﻠﺐ ﺍﻟﺴﺎﺩﺱ‪ :‬ﺧﺼﺎﺋﺺ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﻼﺯﻣﺔ ﻻﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ‬
‫ﺍﻟﻔﻌﺎﻟﺔ‬
1
 ‫ﺗﻤﻬﻴﺪ‪:‬‬
‫ﻳﻌﺘﻘﺪ ﺍﻟﻜﺜﲑ ﻣﻦ ﻋﻠﻤﺎﺀ ﺍﻹﺩﺍﺭﺓ ﺃﻥ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﻫﻮ ﺃﺳﺎﺱ ﺍﻹﺩﺍﺭﺓ ﻭﻗﻠﺒﻬﺎ ﺍﻟﻨﺎﺑﺾ‪ ،‬ﻭﰲ ﻛﺜﲑ‬
‫ﻣﻦ ﺍﻷﺣﻴﺎﻥ ﳚﺰﻡ ﺍﳌﺪﻳﺮﻭﻥ ﻋﻠﻰ ﺃﻥ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﻫﻮ ﻋﻤﻠﻬﻢ ﺍﻷﺳﺎﺳﻲ‪ ،‬ﻷ‪‬ﻢ ﺑﺎﺳﺘﻤﺮﺍﺭ ﳜﺘﺎﺭﻭﻥ ﺍﻟﻌﻤﻞ‬
‫ﺍﻟﻮﺍﺟﺐ ﺍﻟﻘﻴﺎﻡ ﺑﻪ‪ ،‬ﻭﻣﻦ ﻳﻘﻮﻡ ﺑﻪ‪ ،‬ﺃﻳﻦ‪ ،‬ﻣﱴ‪ ،‬ﻭﻛﻴﻒ ﻳﻘﻮﻡ ﺑﻪ؟؛ ﻭﻋﻠﻴﻪ ﻓﺈﻥ ﺑﺎﻗﻲ ﻭﻇﺎﺋﻒ ﺍﻹﺩﺍﺭﺓ ﻣﺎ ﻫﻲ ﺇﻻ‬
‫ﻧﺘﺎﺝ ﻻﲣﺎﺫ ﻗﺮﺍﺭﺍﺕ ﻣﻌﻴﻨﺔ‪ .‬ﻭﺍﻧﻄﻼﻗﺎ ﻣﻦ ﺃﻥ ﺍﲣﺎﺫ ﻫﺬﻩ ﺍﻷﺧﲑﺓ ﻫﻮ ﻋﺒﺎﺭﺓ ﻋﻦ ﺍﺧﺘﻴﺎﺭ ﺃﺣﺴﻦ ﺍﻟﺒﺪﺍﺋﻞ‬
‫ﺍﳌﺘﺎﺣﺔ ﺑﻌﺪ ﲢﻠﻴﻞ ﻭﺗﻘﻴﻴﻢ ﺍﻟﻨﺘﺎﺋﺞ ﻭﺍﻟﻘﻴﻢ ﺍﳌﺘﺮﺗﺒﺔ ﻋﻦ ﻛﻞ ﺑﺪﻳﻞ‪ ،‬ﻭﲟﺎ ﺃﻥ ﳒﺎﺡ ﺃﻱ ﻣﻨﻈﻤﺔ ﻳﺘﻮﻗﻒ ﻋﻠﻰ ﻣﺪﻯ‬
‫ﻛﻔﺎﺀﺓ ﻣﺴﲑﻳﻬﺎ ﰲ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﻓﺈﻥ ﺃﻏﻠﺒﻴﺔ ﻋﻠﻤﺎﺀ ﺍﻹﺩﺍﺭﺓ ﻳﺆﻛﺪﻭﻥ ﻋﻠﻰ ﺃﻥ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻫﻲ ﺣﺠﺮ‬
‫ﺍﻷﺳﺎﺱ ﰲ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ‪ ،‬ﻭﺑﻘﺪﺭ ﻣﺎ ﺗﻜﻮﻥ ﺩﻗﻴﻘﺔ ﻭﺷﺎﻣﻠﺔ‪ ،‬ﻭﳏﻜﻤﺔ ﺍﻟﺘﻮﻗﻴﺖ‪ ،‬ﺑﻘﺪﺭ ﻣﺎ ﻳﻜﻮﻥ ﺍﻟﻘﺮﺍﺭ‬
‫ﺍﳌﺘﺨﺬ ﺻﺎﺋﺒﺎ ﻭﳜﺪﻡ ﺃﻫﺪﺍﻑ ﺍﳌﻨﻈﻤﺔ‪ ،‬ﻭﻫﺬﺍ ﻣﺎ ﺳﺘﺘﻢ ﻣﻨﺎﻗﺸﺘﻪ ﻭﳏﺎﻭﻟﺔ ﺍﻹﳌﺎﻡ ﺑﻪ ﰲ ﻫﺬﺍ ﺍﻟﻔﺼﻞ‪ ،‬ﺃﻳﻦ ﰎ‬
‫ﲣﺼﻴﺺ ﺍﳌﺒﺤﺚ ﺍﻷﻭﻝ ﻟﺪﺭﺍﺳﺔ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻹﺩﺍﺭﻳﺔ ﰲ ﺍﳌﻨﻈﻤﺔ‪ ،‬ﻭﺍﳌﺒﺤﺚ ﺍﻟﺜﺎﱐ ﻟﺪﺭﺍﺳﺔ‬
‫ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﻟﻌﻼﻗﺔ ﺑﻴﻨﻬﻤﺎ‪ ،‬ﻭﻛﺬﺍ ﻣﺴﺎﳘﺘﻬﻤﺎ ﰲ ﺍﻟﺮﻓﻊ ﻣﻦ ﻓﻌﺎﻟﻴﺔ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ‪.‬‬

‫ﺍﻟﻤﺒﺤﺚ ﺍﻷﻭﻝ‪ :‬ﻋﻤﻠﻴﺔ ﺍﺗﺨﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻹﺩﺍﺭﻳﺔ‬

‫ﺳﺘﺘﻢ ﰲ ﻫﺬﺍ ﺍﳌﺒﺤﺚ ﳏﺎﻭﻟﺔ ﺗﻘﺪﱘ ﻋﺮﺽ ﺷﺎﻣﻞ ﻟﻌﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺑﺸﻜﻞ ﳜﺪﻡ‬
‫ﺃﻫﺪﺍﻑ ﺍﻟﺪﺭﺍﺳﺔ‪ ،‬ﻣﻦ ﻣﻔﻬﻮﻡ ﻭﺃﳘﻴﺔ ﻭﺃﻧﻮﺍﻉ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳌﺘﺨﺬﺓ‪ ،‬ﺇﺿﺎﻓﺔ ﺇﱃ ﻣﺮﺍﺣﻞ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﻣﻊ‬
‫ﳏﺎﻭﻟﺔ ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﻗﺮﺍﺭﺍﺕ ﺍﻹﺩﺍﺭﺓ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻭﺃﻫﻢ ﺍﻟﻌﻮﺍﻣﻞ ﺍﳌﺆﺛﺮﺓ ﰲ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﻭﺯﻳﺎﺩﺓ ﻓﻌﺎﻟﻴﺘﻪ‪.‬‬

‫ﺍﻟﻤﻄﻠﺐ ﺍﻷﻭﻝ‪ :‬ﻣﻔﻬﻮﻡ ﻭﺃﻫﻤﻴﺔ ﻋﻤﻠﻴﺔ ﺍﺗﺨﺎﺫ ﺍﻟﻘﺮﺍﺭ‬

‫ﻣﻦ ﺍﳌﺆﻛﺪ ﻋﻨﺪ ﺍﳌﻔﻜﺮﻳﻦ ﺍﻟﻴﻮﻡ ﺃﻥ ﺗﺼﺮﻓﺎﺕ ﺍﻷﻓﺮﺍﺩ ﻭﺟﻬﻮﺩﻫﻢ ﺇﻣﺎ ﺃﻥ ﺗﻜﻮﻥ ﻧﺘﻴﺠﺔ ﻟﻠﺘﻔﻜﲑ ﺃﻭ‬
‫ﻧﺘﻴﺠﺔ ﺍﻟﻼﺷﻌﻮﺭ‪ ،‬ﻓﺈﺫﺍ ﻛﺎﻧﺖ ﺗﺼﺮﻓﺎﺕ ﺍﻷﻓﺮﺍﺩ ﻗﺪ ﺣﺪﺛﺖ ﺑﻌﺪ ﺗﻔﻜﲑ‪ ،‬ﻗﻴﻞ ﺃﻥ ﺍﻷﻓﺮﺍﺩ ﻗﺪ ﺍﲣﺬﻭﺍ ﻗﺮﺍﺭﺍ‪،‬‬
‫ﺃﻣﺎ ﺇﺫﺍ ﻛﺎﻧﺖ ﺍﻟﺘﺼﺮﻓﺎﺕ ﻻ ﺷﻌﻮﺭﻳﺔ )ﺃﻭ ﳎﺮﺩ ﺭﺩ ﻓﻌﻞ ﻻﺷﻌﻮﺭﻱ( ﻓﺈﻧﻪ ﻻ ﳝﻜﻦ ﺍﻟﺘﺤﺪﺙ ﻋﻦ ﺍﲣﺎﺫ‬
‫ﻗﺮﺍﺭ‪ ،‬ﻓﺎﻷﺳﺎﺱ ﰲ ﻫﺬﺍ ﺍﻷﺧﲑ ﻫﻮ"ﺍﺧﺘﻴﺎﺭ"ﺗﺼﺮﻑ ﻣﻌﲔ ﺑﻌﺪ ﺩﺭﺍﺳﺔ ﻭ ﺗﻔﻜﲑ‪ 1.‬ﻭﻗﺪ ﺃﻛﺪ ﺃﻏﻠﺒﻴﺔ ﺭﺟﺎﻝ‬
‫ﺍﻟﻔﻜﺮ ﺍﻹﺩﺍﺭﻱ ﺃﻥ ﺃﺳﺎﺱ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﻫﻮ ﻭﺟﻮﺩ ﺍﻟﺒﺪﺍﺋﻞ‪ ،2‬ﻓﻮﺟﻮﺩﻫﺎ ﻳﻌﲏ ﺇﻣﻜﺎﻧﻴﺔ ﺍﻻﺧﺘﻴﺎﺭ‪،‬‬

‫‪ 1‬ﺳﻴﺪ ﺍﳍﻮﺍﺭﻱ‪ ،‬ﺍﳌﻮﺟﺰ ﰲ ﺷﺮﺡ ﻋﻨﺎﺻﺮ ﻋﻤﻠﻴﺔ ﺍﻹﺩﺍﺭﺓ‪ ،‬ﻣﻜﺘﺒﺔ ﻋﲔ ﴰﺲ‪ ،‬ﺍﻟﻘﺎﻫﺮﺓ‪ ،1996 ،‬ﺹ‪.213‬‬
‫‪2‬‬
‫‪Harold Koontz & Cyril O’donnell, Management : principes et méthodes de gestion,‬‬
‫‪(traduit et adapté par Gilles Ducharme), édition MC Graw-hill, Québec, Canada, 1980,‬‬
‫‪P112.‬‬
‫‪2‬‬
‫ﳑﺎ ﻳﺘﻄﻠﺐ ﺗﻮﻓﲑ ﺃﻛﱪ ﻗﺪﺭ ﻣﻦ ﺍﻟﺪﻗﺔ ﻭﺍﳌﻮﺿﻮﻋﻴﺔ ﻭ‪‬ﺑﻌﺪ ﻋﻦ ﺍﻻﳓﻴﺎﺯ ﺍﻟﺬﺍﰐ ﻭﺍﻻﻋﺘﺒﺎﺭﺍﺕ ﺍﻟﺸﺨﺼﻴﺔ‬
‫ﻭﺍﳌﺼﻠﺤﻴﺔ‪ ،‬ﳑﺎ ﻳﻮﻓﺮ ﻟﻠﻘﺮﺍﺭ ﺍﳌﺘﺨﺬ ﻗﺪﺭﺍ ﻛﺎﻓﻴﺎ ﻣﻦ ﺍﻟﻜﻔﺎﺀﺓ ﻭﺍﻟﻔﻌﺎﻟﻴﺔ ﻟﺘﺤﻘﻴﻖ ﺍﻷﻫﺪﺍﻑ ﺍﳌﺮﺟﻮﺓ‪.‬‬
‫ﻭﻗﺪ ﺗﻨﺎﻭﻝ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﳌﺆﻟﻔﲔ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﰲ ﺍﳌﻨﻈﻤﺔ ﺑﺎﻟﺘﻌﺮﻳﻒ‪ ،‬ﺍﻟﺸﺮﺡ ﻭﺍﻟﺘﺤﻠﻴﻞ‪،‬‬
‫ﻓﻨﺠﺪ ﻣﺜﻼ ﺍﻟﻜﻼﻟﺪﺓ ﻳﻌﺮﻓﻬﺎ ﻋﻠﻰ ﺃ‪‬ﺎ "ﲢﻠﻴﻞ ﻭﺗﻘﻴﻴﻢ ﻟﻜﺎﻓﺔ ﺍﳌﺘﻐﲑﺍﺕ ﺍﳌﺸﺘﺮﻛﺔ ﻭﺍﻟﱵ ﲣﻀﻊ ﲟﺠﻤﻠﻬﺎ‬
‫ﻟﻠﺘﺪﻗﻴﻖ ﻭﺍﻟﺘﻤﺤﻴﺺ ﲝﻴﺚ ﻳﺘﻢ ﺇﺩﺧﺎﳍﺎ ﻭﺇﺧﻀﺎﻋﻬﺎ ﲨﻴﻌﻬﺎ ﻟﻠﻘﻴﺎﺱ ﺍﻟﻌﻠﻤﻲ ﻭﻣﻌﺎﺩﻻﺕ ﺍﻟﺒﺤﺚ ﺍﻟﻌﻠﻤﻲ‬
‫ﻭﺍﻟﻨﻈﺮﻳﺔ ﺍﻟﻌﻠﻤﻴﺔ ﻭﺍﻷﺳﺎﻟﻴﺐ ﺍﻟﻜﻤﻴﺔ ﺍﻹﺣﺼﺎﺋﻴﺔ ﻟﻠﻮﺻﻮﻝ ﺇﱃ ﺣﻞ ﺃﻭﻧﺘﻴﺠﺔ‪ ،‬ﻭﺃﺧﲑﺍ ﺇﱃ ﺍﺳﺘﻨﺘﺎﺟﺎﺕ‬
‫‪1‬‬
‫ﻭﺗﻮﺻﻴﺎﺕ ﻟﻮﺿﻊ ﻫﺬﺍ ﺍﳊﻞ ﺃﻭ ﺍﳊﻠﻮﻝ ﰲ ﳎﺎﻝ ﺍﻟﺘﻄﺒﻴﻖ ﺍﻟﻌﻤﻠﻲ ﻭﺣﻴﺰ ﺍﻟﺘﻨﻔﻴﺬ"‪.‬‬
‫ﺃﻣﺎ ﺩ‪ .‬ﺳﻮﻳﻠﻢ ﻓﻴﻘﻮﻝ ﺃ‪‬ﺎ‪":‬ﻧﺸﺎﻁ ﺇﻧﺴﺎﱐ ﻣﺮﻛﺐ ﻳﺒﺪﺃ ﺑﺸﻌﻮﺭ ﻣﻦ ﺍﻟﺸﻚ ﻭﻋﺪﻡ ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﺟﺎﻧﺐ ﻣﺘﺨﺬ‬
‫ﺍﻟﻘﺮﺍﺭﺣﻮﻝ ﻣﺎ ﳚﺐ ﻋﻤﻠﻪ ﺣﻴﺎﻝ ﻣﺸﻜﻠﺔ ﻣﺎ‪ ،‬ﻭﺗﻨﺘﻬﻲ ﺑﺎﺧﺘﻴﺎﺭ ﺃﺣﺪ ﺍﳊﻠﻮﻝ ﺍﻟﱵ ﻳﺘﻮﻗﻊ ﺃﻥ ﺗﺰﻳﻞ ﺣﺎﻟﺔ‬
‫‪2‬‬
‫ﺍﻟﺸﻚ ﻭﻋﺪﻡ ﺍﻟﺘﺄﻛﺪ‪ ،‬ﻭﺑﺬﻟﻚ ﺗﺴﺎﻋﺪ ﰲ ﺍﻟﻮﺻﻮﻝ ﺇﱃ ﺣﻞ ﺍﳌﺸﻜﻠﺔ ﺍﳌﻄﺮﻭﺣﺔ"‪.‬‬
‫ﰲ ﺣﲔ ﻳﻌﺮﻓﻬﺎ ﺍﻟﻠﻮﺯﻱ‪":‬ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﻫﻲ ﺍﺳﺘﺨﺪﺍﻡ ﺍﳌﻨﻬﺠﻴﺔ ﺍﻟﻌﻠﻤﻴﺔ ﻭﺍﻟﺘﺤﻠﻴﻞ ﺍﻟﻜﻤﻲ ﻻﺧﺘﻴﺎﺭ‬
‫‪3‬‬
‫ﺑﺪﻳﻞ ﻣﻦ ﻋﺪﺓ ﺑﺪﺍﺋﻞ‪ ،‬ﺷﺮﻳﻄﺔ ﺃﻥ ﳛﻘﻖ ﻫﺬﺍ ﺍﻟﺒﺪﻳﻞ ﺍﳌﻨﻔﻌﺔ ﺍﻷﻛﺜﺮ ﻟﻸﻓﺮﺍﺩ ﻭﺍﻟﺘﻨﻈﻴﻤﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ "‪.‬‬
‫ﻭﻗﺪ ﺃﻭﺭﺩ ﻛﻞ ﻣﻦ ﻋﺒﺪ ﺍﻟﻐﻔﺎﺭ ﺣﻨﻔﻲ ﻭﻋﺒﺪ ﺍﻟﺴﻼﻡ ﺃﺑﻮ ﻗﺤﻒ ﺗﻌﺮﻳﻔﺎ ﻳﺘﻮﺍﻓﻖ ﻭﺁﺭﺍﺀ ﺃﻏﻠﺒﻴﺔ‬
‫ﺍﳌﺆﻟﻔﲔ ﰲ ﻫﺬﺍ ﺍ‪‬ﺎﻝ؛ ﺇﺫ ﺃﻭﺭﺩﺍ ﺃﻥ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﻫﻲ‪":‬ﻋﻤﻠﻴﺔ ﺍﺧﺘﻴﺎﺭ ﺑﺪﻳﻞ ﻭﺍﺣﺪ ﻣﻦ ﺑﲔ ﺑﺪﻳﻠﲔ‬
‫ﳏﺘﻤﻠﲔ ﺃﻭ ﺃﻛﺜﺮ ﻟﺘﺤﻘﻴﻖ ﻫﺪﻑ ﺃﻭ ﳎﻤﻮﻋﺔ ﺍﻷﻫﺪﺍﻑ ﺧﻼﻝ ﻓﺘﺮﺓ ﺯﻣﻨﻴﺔ ﻣﻌﻴﻨﺔ ﰲ ﺿﻮﺀ ﻣﻌﻄﻴﺎﺕ ﻛﻞ ﻣﻦ‬
‫‪4‬‬
‫ﺍﻟﺒﻴﺌﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻭﺍﳋﺎﺭﺟﻴﺔ ﻭﺍﳌﻮﺍﺭﺩ ﺍﳌﺘﺎﺣﺔ ﻟﻠﻤﻨﻈﻤﺔ"‪.‬‬
‫ﻭﻟﻘﺪ ﺍﻛﺘﺴﺖ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﺃﳘﻴﺔ ﺑﺎﻟﻐﺔ ﰲ ﺍﻟﻌﺼﺮ ﺍﳊﺪﻳﺚ ﺧﺎﺻﺔ ﺑﻌﺪ ﺃﻥ ﺃﺻﺒﺤﺖ‬
‫ﺍﳌﻨﺸﺂﺕ ﺍﻟﺘﺠﺎﺭﻳﺔ ﺗﻌﻤﻞ ﲟﻮﺍﺭﺩ ﻛﺜﲑﺓ ﻭﻣﻌﺪﺍﺕ ﺿﺨﻤﺔ‪ ،‬ﻭﺗﺴﺘﺨﺪﻡ ﺃﻣﻮﺍﻻ ﻃﺎﺋﻠﺔ؛ ﻓﻐﺪﺕ ﺍﻟﻘﺮﺍﺭﺍﺕ ﰲ‬
‫ﳎﺎﻝ ﺇﺩﺍﺭﺓ ﺍﻷﻋﻤﺎﻝ ﲟﺜﺎﺑﺔ ﺍﶈﺮﻙ ﺍﳊﻘﻴﻘﻲ ﻟﻨﺸﺎﻁ ﺍﳌﻨﻈﻤﺎﺕ‪ ،‬ﻭﻧﻘﻄﺔ ﺍﻻﻧﻄﻼﻕ ﳓﻮ ﺇﳒﺎﺯ ﺍﻷﻫﺪﺍﻑ‬
‫ﻭﺍﻟﻨﺠﺎﺡ ﻓﻴﻬﺎ‪ ،‬ﳑﺎ ﺩﻓﻊ ﺑﱪﻭﺯ ﻣﺪﺭﺳﺔ ﰲ ﺍﻟﻔﻜﺮ ﺍﻹﺩﺍﺭﻱ ﲰﻴﺖ "ﻣﺪﺭﺳﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ"‪ ،‬ﻳﻌﺘﻘﺪ‬
‫ﺃﺻﺤﺎ‪‬ﺎ ﺑﺄﻥ"ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﻣﺮﺍﺩﻑ ﻟﻺﺩﺍﺭﺓ"‪ ،‬ﺣﻴﺚ ﻳﻘﻮﻝ ﻫﲑﺑﺮﺕ ﺳﺎﳝﻮﻥ )‪(Herbert simon‬‬
‫ﺃﻥ‪":‬ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﻫﻮ ﻗﻠﺐ ﺍﻹﺩﺍﺭﺓ‪ ،‬ﻭﻣﻔﺎﻫﻴﻢ ﻧﻈﺮﻳﺔ ﺍﻹﺩﺍﺭﺓ ﳚﺐ ﺃﻥ ﺗﻜﻮﻥ ﻣﺴﺘﻤﺪﺓ ﻣﻦ ﻣﻨﻄﻖ‬

‫‪ 1‬ﻇﺎﻫﺮ ﺍﻟﻜﻼﻟﺪﺓ‪ ،‬ﺍﻟﻘﻴﺎﺩﺓ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﺩﺍﺭ ﺯﻫﺮﺍﻥ ﻟﻠﻨﺸﺮ ﻭﺍﻟﺘﻮﺯﻳﻊ‪ ،‬ﻋﻤﺎﻥ‪ ،‬ﺍﻷﺭﺩﻥ‪ ،1997 ،‬ﺹ‪.254‬‬
‫‪ 2‬ﳏﻤﺪ ﺳﻮﻳﻠﻢ‪ ،‬ﺍﻹﺩﺍﺭﺓ‪ ،‬ﺩﺍﺭ ﺍﳍﺎﱐ ﻟﻠﻄﺒﺎﻋﺔ‪ ،‬ﺑﺪﻭﻥ ﺑﻠﺪ ﻭﺳﻨﺔ ﺍﻟﻨﺸﺮ‪ ،‬ﺹ‪.7‬‬
‫‪ 3‬ﻣﻮﺳﻰ ﺍﻟﻠﻮﺯﻱ‪ ،‬ﺍﻟﺘﻄﻮﻳﺮ ﺍﻟﺘﻨﻈﻴﻤﻲ)ﺃﺳﺎﺳﻴﺎﺕ ﻭﻣﻔﺎﻫﻴﻢ ﺣﺪﻳﺜﺔ(‪ ،‬ﺩﺍﺭ ﻭﺍﺋﻞ ﻟﻠﻨﺸﺮ‪ ،‬ﻋﻤﺎﻥ‪ ،‬ﺍﻷﺭﺩﻥ‪ ،‬ﻁ‪ ،1999 ،1‬ﺹ‪.31‬‬
‫‪ 4‬ﻋﺒﺪ ﺍﻟﻐﻔﺎﺭ ﺣﻨﻔﻲ ﻭﻋﺒﺪ ﺍﻟﺴﻼﻡ ﺃﺑﻮ ﻗﺤﻒ‪ ،‬ﺗﻨﻈﻴﻢ ﻭﺇﺩﺍﺭﺓ ﺍﻷﻋﻤﺎﻝ‪ ،‬ﺍﳌﻜﺘﺐ ﺍﻟﻌﺮﰊ ﺍﳊﺪﻳﺚ ﻟﻠﻨﺸﺮ‪ ،‬ﺍﻹﺳﻜﻨﺪﺭﻳﺔ‪،1993 ،‬‬
‫ﺹ‪.132‬‬
‫‪3‬‬
‫ﻭﺳﻴﻜﻮﻟﻮﺟﻴﺔ ﺍﻻﺧﺘﻴﺎﺭ ﺍﻹﻧﺴﺎﱐ"؛‪ 1‬ﻓﺎﻟﻘﺮﺍﺭﺍﺕ ﻣﺎﻫﻲ ﺇﻻ ﺳﻠﺴﻠﺔ ﻣﺘﺼﻠﺔ ﺑﺒﻌﻀﻬﺎ ﺍﻟﺒﻌﺾ‪ ،‬ﻭﻛﻞ ﻗﺮﺍﺭ‬
‫ﻛﺒﲑ)ﺍﺳﺘﺮﺍﺗﻴﺠﻲ( ﺗﺘﺒﻌﻪ ﺳﻠﺴﻠﺔ ﻣﺘﺼﻠﺔ ﻣﻦ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺇﱃ ﺍﳊﺪ ﺍﻟﺬﻱ ﺗﻜﻮﻥ ﻓﻴﻪ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺻﻐﲑﺓ ﺟﺪﺍ‪،‬‬
‫ﺃﻳﻦ ﻳﺘﻢ ﺗﻨﻔﻴﺬ ﻭﲢﻘﻴﻖ ﺍﻷﻫﺪﺍﻑ)ﺍﻟﱵ ﺗﻌﺘﱪ ﰲ ﺣﺪ ﺫﺍ‪‬ﺎ ﻗﺮﺍﺭﺍﺕ(‪.‬‬
‫ﺇﻥ ﺍﳉﻬﺎﺯ ﺍﻹﺩﺍﺭﻱ ﻣﺎﻫﻮ ﰲ ﺍﳊﻘﻴﻘﺔ ﺇﻻ ﺟﻬﺎﺯ ﳛﺪﺩ ﻣﻦ؟ ﻭﻣﱴ؟ ﻭﺇﱃ ﺃﻱ ﻣﺪﻯ؟ ﻳﻘﻮﻡ ﻛﻞ‬
‫ﺷﺨﺺ ﺑﺎﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ؛ ﻭﻋﻠﻰ ﻫﺬﺍ ﲢﺪ ﺣﺮﻳﺔ ﺍﻷﻓﺮﺍﺩ ﰲ ﺍﲣﺎﺫﻫﻢ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺣﺴﺐ ﻫﻮﺍﻫﻢ ﻭﳛﻞ ﳏﻠﻬﺎ‬
‫ﺟﻬﺎﺯ ﻻﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﻔﺮﺩﻳﺔ ﺍﳌﺘﺮﺍﺑﻄﺔ ﻭﺍﳌﺘﻨﺎﺳﻘﺔ‪ .‬ﻛﻤﺎ ﺃﻥ ﻋﻨﺎﺻﺮ ﺍﻟﻨﺸﺎﻁ ﺍﻹﺩﺍﺭﻱ ﻣﺎﻫﻲ ﺇﻻ ﺳﻠﺴﻠﺔ‬
‫ﻣﺘﺼﻠﺔ ﻣﻦ ﺍﻟﻘﺮﺍﺭﺍﺕ؛ ﻓﺎﻟﺴﻴﺎﺳﺎﺕ ﻣﺎﻫﻲ ﺇﻻ ﻗﺮﺍﺭﺍﺕ ﺗﺘﺨﺬ ﰲ ﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺍﻟﻌﻠﻴﺎ ﻟﺘﺤﻜﻢ‬
‫ﺗﺼﺮﻓﺎﺕ ﺍﳌﺮﺅﻭﺳﲔ؛ ﻓﻬﻲ ﺗﺒﲔ ﻣﺎ ﳚﺐ ﻋﻤﻠﻪ ﻭﻣﺎ ﻻ ﳚﻮﺯ ﻋﻤﻠﻪ‪ ،‬ﻭﺍﻹﺟﺮﺍﺀﺍﺕ ﻣﺎﻫﻲ ﺇﻻ ﻗﺮﺍﺭﺍﺕ ﲢﺪﺩ‬
‫ﻛﻴﻔﻴﺔ ﺗﻨﻔﻴﺬ ﳐﺘﻠﻒ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺧﻄﻮﺓ ﺧﻄﻮﺓ‪ ،‬ﻭﺍﻟﱪﺍﻣﺞ ﺍﻟﺰﻣﻨﻴﺔ ﻣﺎ ﻫﻲ ﺇﻻ ﻗﺮﺍﺭﺍﺕ ﻋﻦ ﻣﻮﺍﻋﻴﺪ ﺍﻟﻌﻤﻞ‪،‬‬
‫ﻭﺍﻟﺘﺨﻄﻴﻂ ﻣﺎﻫﻮ ﺇﻻ ﺳﻠﺴﻠﺔ ﻣﺘﺼﻠﺔ ﻣﻦ ﺍﻟﻘﺮﺍﺭﺍﺕ‪ ،‬ﻭﺍﻟﺮﻗﺎﺑﺔ ﻣﺎﻫﻲ ﺇﻻ ﺳﻠﺴﻠﺔ ﻣﻦ ﺍﻟﻘﺮﺍﺭﺍﺕ ﻣﺘﻌﻠﻘﺔ ﺑﻜﻤﻴﺔ‬
‫ﺍﳌﻨﺘﻮﺝ ﻭﺩﺭﺟﺔ ﺟﻮﺩﺗﻪ)ﺍﳌﻌﺎﻳﲑ ﺍﻟﺮﻗﺎﺑﻴﺔ(‪ ،‬ﻭﺗﻮﻗﻴﺖ ﺍﻹﳒﺎﺯ‪...‬ﻭﻫﻜﺬﺍ‪ .2‬ﻭﻋﻠﻰ ﻫﺬﺍ ﺗﻮﱄ ﺍﳌﻨﻈﻤﺎﺕ ﺃﳘﻴﺔ‬
‫ﻗﺼﻮﻯ ﻟﻌﻤﻠﻴﺔ ﺍﻻﺗﺼﺎﻝ ﰲ ﺍﳌﺆﺳﺴﺔ ﻷ‪‬ﺎ ﺗﺘﻜﻔﻞ ﺑﺈﻳﺼﺎﻝ ﺍﻟﻘﺮﺍﺭﺍﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺘﻌﻠﻘﺔ ‪‬ﺎ ﺇﱃ ﺍﻷﻃﺮﺍﻑ‬
‫ﺍﳌﻌﻨﻴﺔ‪ ،‬ﻭﻷﻥ ﻋﻤﻠﻴﺔ ﺍﻟﺘﻨﺴﻴﻖ ﺍﳉﻴﺪ ﻭﺍﻟﺮﺑﻂ ﺍﳌﹸﺤﻜﻢ ﺑﲔ ﻧﻈﺎﻡ ﺍﻟﻘﻴﺎﺩﺓ ﰲ ﺍﳌﺆﺳﺴﺔ ) ‪Le Système De‬‬
‫‪ (Pilotage‬ﻭﻧﻈﺎﻡ ﺍﻟﺘﺸﻐﻴﻞ)‪ 3(Le Système Opérant‬ﻻ ﺗﺘﻢ ﺇﻻ ﻋﱪ ﻧﻈﺎﻡ ﺟﻴﺪ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ‬
‫ﺍﻹﺩﺍﺭﻳﺔ‪.‬‬

‫ﺍﻟﻤﻄﻠﺐ ﺍﻟﺜﺎﻧﻲ‪ :‬ﺃﻧﻮﺍﻉ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻹﺩﺍﺭﻳﺔ‬

‫ﰲ ﺣﻘﻴﻘﺔ ﺍﻷﻣﺮ‪ ،‬ﺇﻥ ﺍﳌﺪﻳﺮ ﻭﺃﺛﻨﺎﺀ ﳑﺎﺭﺳﺘﻪ ﻟﻌﻤﻠﻪ ﺍﻟﻴﻮﻣﻲ ﻳﺘﺨﺬ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﱵ ﲣﺘﻠﻒ‬
‫ﺑﺎﺧﺘﻼﻑ ﺍﻟﻮﺿﻊ ﺍﻟﺬﻱ ﻳﻜﻮﻥ ﻓﻴﻪ ﻭﳜﺘﻠﻒ ﺃﺛﺮﻫﺎ ﻋﻠﻰ ﺍﳌﻨﻈﻤﺔ ﻛﻜﻞ؛ ﻓﻤﻦ ﺍﻟﻘﺮﺍﺭﺍﺕ ﻣﺎﻫﻮ ﺑﺴﻴﻂ‪،‬‬
‫ﻭﻣﻨﻬﺎ ﻣﺎﻫﻮ ﻣﻌﻘﺪ ﻭﻣﺮﻛﺐ‪ ،‬ﻓﻤﻨﺢ ﻋﻄﻠﺔ ﻣﺮﺿﻴﺔ ﻣﺜﻼ‪ ،‬ﺃﻭ ﺗﺴﺪﻳﺪ ﺃﺟﻮﺭ ﺍﻟﻌﺎﻣﻠﲔ ﻫﻲ ﻗﺮﺍﺭﺍﺕ ﻟﻴﺴﺖ‬
‫ﻛﺘﺄﺳﻴﺲ ﻓﺮﻉ ﻟﻠﻤﺆﺳﺴﺔ ﰲ ﻣﻜﺎﻥ ﺁﺧﺮ ﻣﺜﻼ ﺃﻭ ﺇﺣﺪﺍﺙ ﺗﻐﻴﲑﺍﺕ ﺟﺬﺭﻳﺔ ﰲ ﳕﻂ ﺍﻹﻧﺘﺎﺝ؛ ﻓﻬﻲ ﻗﺮﺍﺭﺍﺕ‬
‫ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﳍﺎ ﺑﺎﻟﻎ ﺍﻷﺛﺮ ﻋﻠﻰ ﺩﳝﻮﻣﺔ ﺍﳌﺆﺳﺴﺔ ﻭﺇﻣﻜﺎﻧﻴﺔ ﺍﺳﺘﻤﺮﺍﺭﻳﺘﻬﺎ ﻭﻣﺮﻛﺰﻫﺎ ﰲ ﺍﻟﺴﻮﻕ‪.‬‬

‫‪1‬‬
‫‪Herbert Simon, administration et processus de décision :(traduit par Pierre Emmanuel‬‬
‫‪Dauzat), Edition Economica, 1983, p 03.‬‬

‫‪ 2‬ﺳﻴﺪ ﺍﳍﻮﺍﺭﻱ‪ ،‬ﺍﳌﺮﺟﻊ ﺍﻟﺴﺎﺑﻖ‪ ،‬ﺹ‪.218‬‬

‫‪3‬‬
‫‪S.Graïne, Introduction au système d’information, Les éditions l’Abeille, Tizi-Ouzou,‬‬
‫‪Algérie, 2002, p 51‬‬
‫‪4‬‬
‫ﻭﻋﻠﻰ ﻫﺬﺍ ﻓﻘﺪ ﺣﺎﻭﻝ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﳌﻬﺘﻤﲔ ‪‬ﺬﺍ ﺍ‪‬ﺎﻝ ﺗﺼﻨﻴﻒ ﺍﻟﻘﺮﺍﺭﺍﺕ ﻭِﻓﻘﺎ ﻟﻌﺪﺓ ﻣﻌﺎﻳﲑ؛ ﺇﻻ ﺃﻥ‬
‫ﺍﻟﺸﺎﺋﻊ ﺃﻧﻪ ﳝﻜﻦ ﺗﺒﻮﻳﺐ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺣﺴﺐ ﺍﻷﺳﺲ ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬
‫‪ -‬ﺍﳌﱪﳎﺔ ﻭﻏﲑ ﺍﳌﱪﳎﺔ‪.‬‬
‫‪ -‬ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﻭﺍﻟﺸﺨﺼﻴﺔ‪.‬‬
‫‪ -‬ﺩﺭﺟﺔ ﺍﻟﻮﺛﻮﻕ ﺑﺎﳌﻌﻠﻮﻣﺎﺕ‪.‬‬
‫‪ -‬ﺍﻟﻔﺮﺩﻳﺔ ﻭﺍﳉﻤﺎﻋﻴﺔ‪.‬‬
‫‪ -‬ﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪.‬‬

‫ﺃﻭﻻ‪ :‬ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳌﱪﳎﺔ ﻭﺍﻟﻘﺮﺍﺭﺍﺕ ﻏﲑ ﺍﳌﱪﳎﺔ‬

‫ﻼ ﻋﻦ‬‫ﻳﻘﺼﺪ ﺑﺎﻟﻘﺮﺍﺭﺍﺕ ﺍﳌﱪﳎﺔ ﻛﻤﺎ ﻳﻘﻮﻝ ﻋﺒﺪ ﺍﻟﻐﻔﺎﺭ ﺣﻨﻔﻲ ﻭﻋﺒﺪ ﺍﻟﺴﻼﻡ ﺃﺑﻮﻗﺤﻒ ﻧﻘ ﹰ‬
‫ﻛﻮﻧﺘﺰ‪ :1‬ﺗﻠﻚ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳌﺨﻄﻄﺔ ﺳﻠﻔﺎ ﻭﺍﻟﱵ ﺗﺘﻌﺎﻣﻞ ﻣﻊ ﺣﻞ ﺍﳌﺸﻜﻼﺕ ﺍﳌﺘﻜﺮﺭﺓ ﺃﻭ ﺍﻟﺮﻭﺗﻴﻨﻴﺔ ﺃﻳﻦ ﻳﺘﻢ‬
‫ﲢﺪﻳﺪ ﺃﺳﺎﻟﻴﺐ ﻭﻃﺮﻕ ﻭﺇﺟﺮﺍﺀﺍﺕ ﺣﻞ ﺃﻭ ﺍﻟﺘﻌﺎﻣﻞ ﻣﻊ ﺃﻱ ﻣﺸﻜﻠﺔ ﺳﻠﻔﺎ‪ ،‬ﻭﺣﻴﺚ ﻻ ﺗﺴﺘﺪﻋﻲ ﺟﻬﺪﺍ‬
‫ﻛﺒﲑﺍ ﰲ ﺍﻟﺘﻔﻜﲑ؛ ﻭﻣﻦ ﺃﻣﺜﻠﺔ ﺫﻟﻚ ﲢﺪﻳﺪ ﺭﺍﺗﺐ ﻣﻮﻇﻒ ﺟﺪﻳﺪ ﺃﻭ ﻣﻨﺢ ﺍﻹﺟﺎﺯﺍﺕ ﺃﻭ ﺇﺭﺳﺎﻝ ﺍﻟﻄﻠﺒﻴﺎﺕ‬
‫ﺇﱃ ﻣﻮﺭﺩ ﻣﺎ…ﻭﻫﻜﺬﺍ‪ ،‬ﺣﻴﺚ ﺗﻮﺿﺢ ﺳﻠﻔﺎ ﺍﻹﺟﺮﺍﺀﺍﺕ ﺍﳋﺎﺻﺔ ﺑﻜﻞ ﺣﺎﻟﺔ ﻣﻦ ﻭﺍﻗﻊ ﺍﻟﻠﻮﺍﺋﺢ ﺍﳌﻌﻤﻮﻝ‬
‫‪‬ﺎ‪،‬ﰲ ﳎﺎﻝ ﺍﳌﺸﺘﺮﻳﺎﺕ ﺃﻭ ﺇﺩﺍﺭﺓ ﺍﻷﻓﺮﺍﺩ ﺃﻭ ﻏﲑﻫﺎ‪.‬‬
‫ﺃﻣﺎ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﻘﺮﺍﺭﺍﺕ ﻏﲑ ﺍﳌﱪﳎﺔ ﻓﻬﻲ ﺗﻠﻚ ﺍﻟﱵ ﲢﺼﻞ ﰲ ﻣﺪﺓ ﺯﻣﻨﻴﺔ ﻏﲑ ﻣﺘﻜﺮﺭﺓ ﺃﻭ ﰲ ﻇﺮﻭﻑ‬
‫ﻑ ﻣﻦ‬‫ﻏﲑ ﻣﺘﺸﺎ‪‬ﺔ؛ ﻟﺬﻟﻚ ﺗﺴﺘﺪﻋﻲ ﺟﻬﺪﺍ ﻣﻌﻴﻨﺎ ﻣﻦ ﺍﻟﺘﻔﻜﲑ ﺇﱃ ﺟﺎﻧﺐ ﺍﳊﺼﻮﻝ ﻋﻠﻰ ﻗﺪﺭ ﻛﺎ ٍ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺭﲟﺎ ﲢﻤﻞ ﺗﻜﺎﻟﻴﻒ ﺇﺿﺎﻓﻴﺔ‪ ،‬ﻭﻣﻦ ﺃﻣﺜﻠﺔ ﺫﻟﻚ ﺗﺄﺳﻴﺲ ﻓﺮﻉ ﺟﺪﻳﺪ ﺃﻭ ﻃﺮﺡ ﻣﻨﺘﻮﺝ ﺟﺪﻳﺪ‬
‫ﺑﺎﻷﺳﻮﺍﻕ )ﻳﺘﻄﻠﺐ ﺩﺭﺍﺳﺔ ﺍﻟﺴﻮﻕ( ﺃﻭ ﻗﺮﺍﺭﺍﺕ ﺍﻻﻧﺪﻣﺎﺝ ﺃﻭ ﺍﻟﺘﻮﺳﻊ‪ .‬ﻭﺍﳌﻼﺣﻆ ﻫﻨﺎ ﺃﻥ ﻫﺬﺍ ﺍﻟﻨﻮﻉ ﻣﻦ‬
‫ﺍﻟﻘﺮﺍﺭﺍﺕ ﻳﺘﻌﻠﻖ ﺑﺎﻟﺒﻌﺪ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ‪ ،‬ﻭﻗﻴﺎﺩﺓ ﺍﳌﻨﻈﻤﺔ )ﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺍﻟﻌﻠﻴﺎ( ﻫﻨﺎ ﻫﻲ ﺍﳌﺴﺆﻭﻟﺔ ﻋﻦ‬
‫ﺩﺭﺍﺳﺘﻪ ﻭﲢﻠﻴﻠﻪ ﻭﻣﻦ ﰒ ﺍﲣﺎﺫﻩ؛ ﻷﻥ ﻫﺬﺍ ﺍﻟﻘﺮﺍﺭ ﺃﺳﺎﺳﺎ ﻣﺮﺗﺒﻂ ﲟﺴﺘﻘﺒﻞ ﺍﳌﻨﻈﻤﺔ‪.‬‬
‫ﻭ ﺗﺒﺬﻝ ﺍﳌﻨﻈﻤﺎﺕ ﺟﻬﺪﺍ ﻛﺒﲑﺍ ﻟﺘﺤﻮﻳﻞ ﺍﻟﻘﺮﺍﺭﺍﺕ ﻏﲑ ﺍﳌﱪﳎﺔ ﺇﱃ ﺃﺧﺮﻯ ﻣﱪﳎﺔ‪ ،‬ﺍﻋﺘﻤﺎﺩﺍ ﻋﻠﻰ‬
‫ﺍﳋﱪﺍﺕ ﺍﳌﺘﺮﺍﻛﻤﺔ ﻣﻦ ﺩﺭﺍﺳﺘﻬﺎ ﻭﺍﲣﺎﺫﻫﺎ ﻭﺗﻨﻔﻴﺬﻫﺎ‪.‬‬
‫ﻭ ﺍﳉﺪﻭﻝ)‪ (01‬ﻳﻮﺿﺢ ﺍﻟﻔﺮﻕ ﺑﲔ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳌﱪﳎﺔ ﻭﻏﲑ ﺍﳌﱪﳎـﺔ‪:‬‬

‫‪ 1‬ﻋﺒﺪ ﺍﻟﻐﻔﺎﺭ ﺣﻨﻔﻲ ﻭﻋﺒﺪ ﺍﻟﺴﻼﻡ ﺃﺑﻮ ﻗﺤﻒ‪ ،‬ﺍﳌﺮﺟﻊ ﺍﻟﺴﺎﺑﻖ‪ ،‬ﺹ‪.143‬‬
‫‪5‬‬
 ‫ﺍﳉﺪﻭﻝ ﺭﻗﻢ)‪ :(01‬ﻣﻘﺎﺭﻧﺔ ﺑﲔ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳌﱪﳎﺔ ﻭﺍﻟﻘﺮﺍﺭﺍﺕ ﻏﲑ ﺍﳌﱪﳎﺔ‬
‫ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳌﱪﻣـﺠﺔ‬ ‫ﺍﳋﺎﺻﻴﺔ‬ ‫ﺍﻟﻘﺮﺍﺭﺍﺕ ﻏﲑ ﺍﳌﱪﳎﺔ‬ ‫ﺍﳋﺎﺻﻴﺔ‬

‫ﺭﻭﺗﻴﻨﻴﺔ ﻭﻣﺘﻜﺮﺭﺓ‬ ‫‪-1‬‬ ‫ﻏﲑ ﻣﺘﻜﺮﺭﺓ ﺃﻭ ﺭﻭﺗﻴﻨﻴﺔ‬ ‫‪-1‬‬

‫)ﺭﺗﻴـﺒـﺔ(‬
‫ﺍﻟﻈﺮﻭﻑ ﻣﺴﺘﻘﺮﺓ ﻭﺛﺎﺑﺘﺔ ﻧﺴﺒﻴﺎ‬ ‫‪-2‬‬ ‫ﺍﻟﻈﺮﻭﻑ ﻓﻴﻬﺎ ﻣﺘﻐﲑﺓ ﻭﻏﲑ ﻣﺴﺘﻘﺮﺓ‬ ‫‪-2‬‬
‫ﺃﻭ ﺛﺎﺑﺘﺔ‬
‫ﺍﻟﺒﻴﺎﻧﺎﺕ ﺗﺘﺴﻢ ﺑﺎﻟﺜﺒﺎﺕ ﺍﻟﻨﺴﱯ ﺃﻭ ﺷﺒﻪ ﻣﺆﻛﺪ‬ ‫‪-3‬‬ ‫ﺍﻟﺒﻴﺎﻧﺎﺕ ﻏﲑ ﻣﺆﻛﺪﺓ ﻧﺴﺒﻴﺎ‬ ‫‪-3‬‬
‫ﺍﻟﻮﻗﺖ ﻭﺍﳉﻬﺪ ﺍﳌﻄﻠﻮﺏ ﳏﺪﻭﺩ‬ ‫‪-4‬‬ ‫ﺍﻟﻮﻗـﺖ ﻭﺍﳉﻬﻮﺩ ﺍﳌﺒﺬﻭﻟﺔ ﻓﻴﻬﺎ‬ ‫‪-4‬‬
‫ﻛﺒﲑﺓ ﻧﺴﺒﻴﺎ‬
‫ﺗﺘﺨﺬ ﰲ ﳐﺘﻠﻒ ﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‬ ‫‪-5‬‬ ‫ﻏﺎﻟﺒﺎ ﻣﺎ ﻳﺘﻢ ﺍﲣﺎﺫﻫﺎ ﰲ ﺍﳌﺴﺘﻮﻳﺎﺕ‬ ‫‪-5‬‬
‫ﺍﻹﺩﺍﺭﻳﺔ ﺍﻟﻌﻠﻴﺎ‬
‫ﻏﺎﻟﺒﺎ ﻣﺎ ﻳﺘﻢ ﲢﻮﻳﻞ ﺍﻟﺼﻼﺣﻴــﺎﺕ ﺇﱃ‬ ‫‪-6‬‬ ‫ﻏﲑ ﻗﺎﺑﻠﺔ ﻟﻠﺘﺨﻮﻳﻞ )ﺍﻟﺘﻔﻮﻳﺾ( ﰲ‬ ‫‪-6‬‬
‫ﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﻟﻮﺳﻄﻰ ﻭﺍﻟﺪﻧﻴﺎ‬ ‫ﺍﻟﻐﺎﻟﺐ‬
‫ﺗﺘﻌﻠﻖ ﻋﺎﺩﺓ ﺑﺎﻷﻧﺸﻄﺔ ﺍﻟﺘﺸﻐﻴﻠﻴﺔ ﻟﻠﻤﻨﻈﻤﺔ‬ ‫‪-7‬‬ ‫ﺗﺘﻌﻠﻖ ﺑﺎﻟﺒﻌﺪ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﻟﻠﻤﻨﻈﻤﺔ‬ ‫‪-7‬‬
‫)ﺍﳌﺼﺪﺭ‪:‬ﺧﻠﻴﻞ ﺣﺴﻦ ﺍﻟﺸﻤﺎﻉ ﻭﺧﻀﲑ ﻛﺎﻇﻢ ﲪﻮﺩ‪ ،‬ﻧﻈﺮﻳﺔ ﺍﳌﻨﻈﻤﺔ‪ ،‬ﺩﺍﺭ ﺍﳌﺴﲑﺓ ﻟﻠﻨﺸﺮ‪ ،‬ﻋﻤ‪‬ﺎﻥ‪ ،‬ﻁ‪ ،2000 ،1‬ﺹ‪(247‬‬

‫ﺛﺎﻧﻴﺎ‪ :‬ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﻭﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﺸﺨﺼﻴﺔ‬

‫ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﻫﻲ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﱵ ﻳﺘﺨﺬﻫﺎ ﺍﳌﺪﻳﺮ ﰲ ﺇﻃﺎﺭ ﺍﻟﻮﻇﻴﻔﺔ ﺍﻟﺮﲰﻴﺔ ﺍﻟﱵ ﻳﺸﻐﻠﻬﺎ‪ ،‬ﻭﲤﺜﻞ‬
‫ﺍﻧﻌﻜﺎﺳﺎ ﻟﻠﺴﻴﺎﺳﺔ ﺍﻟﻌﺎﻣﺔ ﻟﻠﻤﻨﻈﻤﺔ ﻭﲡﺴﻴﺪﺍ ﻟﻠﻄﺒﻴﻌﺔ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﳍﺎ‪ ،‬ﻣﻦ ﺣﻴﺚ ﺍﻟﺘﻌﻠﻴﻤﺎﺕ ﺃﻭ ﺍﻷﻧﻈﻤﺔ ﺍﻟﱵ‬
‫ﺗﺴﲑ ﰲ ﺇﻃﺎﺭﻫﺎ‪ ،‬ﻭﻣﻦ ﰒ ﳝﻜﻦ ﲣﻮﻳﻞ )ﺗﻔﻮﻳﺾ( ﺷﺨﺺ ﻻﲣﺎﺫﻫﺎ‪ .‬ﺃﻣﺎ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﺸﺨﺼﻴﺔ ﻓﻬﻲ ﺍﻟﱵ‬
‫ﺗﻌﻜﺲ ﺷﺨﺼﻴﺔ ﺍﳌﺪﻳﺮ ﻭﻣﻴﻮﻟﻪ ﺍﻟﺬﺍﺗﻴﺔ‪ ،‬ﻭﺧﱪﺗﻪ ﺍﻹﺩﺍﺭﻳﺔ ﰲ ﻣﻴﺪﺍﻥ ﺍﻟﻌﻤﻞ؛ ﻭﰲ ﻫﺬﻩ ﺍﳊﺎﻟﺔ ﻻ ﳝﻜﻦ‬
‫‪1‬‬
‫ﺗﻔﻮﻳﺾ ﺻﻼﺣﻴﺔ ﺍﲣﺎﺫ ﻫﺬﻩ ﺍﻟﻘﺮﺍﺭﺍﺕ‪.‬‬

‫ﺛﺎﻟﺜﺎ‪ :‬ﺍﻟﻘﺮﺍﺭﺍﺕ ﺣﺴﺐ ﺩﺭﺟﺔ ﺃﻭ ﺣﺠﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ ﺗﺴﺘﻨﺪ ﻋﻠﻴﻬﺎ‬

‫ﻭ ﺗﻨﻘﺴﻢ ﺇﱃ ﺛﻼﺙ ﺣﺎﻻﺕ؛ ﺇﻣﺎ ﰲ ﺣﺎﻟﺔ ﺍﻟﺘﺄﻛﺪ‪ ،‬ﺃﻭ ﺣﺎﻟﺔ ﺍﳌﺨﺎﻃﺮﺓ‪ ،‬ﺃﻭ ﺣﺎﻟﺔ ﻋﺪﻡ ﺍﻟﺘﺄﻛﺪ‪ .‬ﻭﺫﻟﻚ‬
‫ﺣﺴﺐ ﺍﻟﺸﻜﻞ )‪:(01‬‬

‫‪ 1‬ﳏﻤﺪ ﺳﻮﻳﻠﻢ‪ ،‬ﺍﳌﺮﺟﻊ ﺍﻟﺴﺎﺑﻖ‪ ،‬ﺹ‪.08‬‬

‫‪6‬‬
‫ﻓﻔﻲ ﺣﺎﻟﺔ ﺍﻟﺘﺄﻛﺪ ﳝﺘﻠﻚ ﻣﺘﺨﺬ ﺍﻟﻘﺮﺍﺭ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﻜﺎﻓﻴﺔ ﺍﻟﱵ ﲤﻜﻨﻪ ﻣﻦ ﺍﻟﺘﻨﺒﺆ ﺑﺎﻟﻨﺘﺎﺋﺞ ﺍﳌﺘﻮﻗﻌﺔ ﳋﻴﺎﺭﺍﺗﻪ ﻣﻦ‬
‫ﺑﲔ ﺍﻟﺒﺪﺍﺋﻞ ﺍﻟﻜﺜﲑﺓ؛ ﻭﻋﻠﻴﻪ ﻓﻬﻮ ﻳﺴﻌﻰ ﻟﺘﺤﻘﻴﻖ ﺃﻛﱪ ﻋﺎﺋﺪ ﳑﻜﻦ ﻣﻨﻬﺎ‪.‬‬
‫ﺍﻟﺸﻜﻞ)‪ :(01‬ﺗﺼﻨﻴﻒ ﺍﻟﻘﺮﺍﺭ ﺗﺒﻌﺎ ﻟﺪﺭﺟﺎﺕ ﺍﻟﺘﺄﻛﺪ‬
‫ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﰲ ﻇﻞ ﻋﺪﻡ‬ ‫ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﰲ ﻇﻞ‬ ‫ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﰲ ﻇﻞ‬
‫ﺍﻟﺘﺄﻛـﺪ ﺍﻟﻜـﺎﻣﻞ‬ ‫ﺍﳌﺨـﺎﻃـﺮﺓ‬ ‫ﺍﻟﺘﺄﻛـﺪ ﺍﻟﻜﺎﻣـﻞ‬
‫ﻋﺪﻡ ﺗﺄﻛﺪ ﻛﺎﻣﻞ‬ ‫ﺗﺄﻛﺪ ﻛﺎﻣﻞ‬
‫ﺩﺭﺟﺎﺕ ﺍﻟﺘﺄﻛﺪ‬

‫)ﺍﳌﺼﺪﺭ‪ :‬ﳏﻤﺪ ﺳﻮﻳﻠﻢ‪ ،‬ﺍﻹﺩﺍﺭﺓ‪ ،‬ﺩﺍﺭ ﺍﳍﺎﱐ ﻟﻠﻄﺒﺎﻋﺔ‪ ،‬ﺑﺪﻭﻥ ﺳﻨﺔ ﻭﺑﻠﺪ ﺍﻟﻨﺸﺮ‪ ،‬ﺹ‪(10‬‬

‫ﺃﻣﺎ ﰲ ﻇﻞ ﺍﳌﺨﺎﻃﺮﺓ ﻓﺈﻥ ﺍﳌﺪﻳﺮ ﻳﻘﻮﻡ ﺑﺘﻄﻮﻳﺮ ﺍﻟﺒﺪﺍﺋﻞ‪ ،‬ﻭﳛﺴﺐ ﺍﺣﺘﻤﺎﻻﺕ ﲢﻘﻴﻖ ﺍﻟﻨﺘﺎﺋﺞ ﺍﳌﺮﺗﻘﺒﺔ ﻣﻦ ﻛﻞ‬
‫ﺑﺪﻳﻞ‪ ،‬ﻣﺴﺘﻌﻴﻨﺎ ﰲ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﳊﺎﻻﺕ ﺑﺎﻷﺳﺎﻟﻴﺐ ﺍﻟﻜﻤﻴﺔ ﳊﺴﺎﺏ ﺍﻟﻨﺘﺎﺋﺞ ﺍﶈﺘﻤﻠﺔ ﻟﻜﻞ ﺑﺪﻳﻞ؛ ﻛﺸﺠﺮﺓ‬
‫ﺍﻟﻘﺮﺍﺭﺍﺕ ﻭﻃﺮﻳﻘﺔ ﺍﻟﺴﻤﺒﻠﻜﺲ‪ ،‬ﻭﲢﻠﻴﻞ ﺍﳊﺴﺎﺳﻴﺔ‪ ،‬ﻭﻏﲑﻫﺎ‪..‬‬
‫ﻭﰲ ﺣﺎﻟﺔ ﻋﺪﻡ ﺍﻟﺘﺄﻛﺪ‪ ،‬ﻓﺈﻥ ﺍﺣﺘﻤﺎﻻﺕ ﲢﻘﻴﻖ ﺍﻟﻨﺘﺎﺋﺞ ﺍﳌﺘﺮﺗﺒﺔ ﻋﻠﻰ ﻛﻞ ﺑﺪﻳﻞ ﻏﲑ ﳏﺪﺩﺓ )ﺃﻗﻞ ﲢﺪﻳﺪﺍ ﻣﻦ‬
‫ﺣﺎﻟﺔ ﺍﳌﺨﺎﻃﺮﺓ(‪ ،‬ﻓﺈﺫﺍ ﻛﺎﻥ ﻫﻨﺎﻙ ﻋﺪﺩ ﻛﺒﲑ ﻣﻦ ﺍﻟﻌﻮﺍﻣﻞ ﺍﳌﺆﺛﺮﺓ ﰲ ﺍﻟﻘﺮﺍﺭ‪ ،‬ﻭﻛﺎﻧﺖ ﻫﺬﻩ ﺍﻟﻌﻮﺍﻣﻞ ﻏﲑ‬
‫ﻣﺘﺸﺎ‪‬ﺔ ﺃﻭ ﻛﺎﻧﺖ ﰲ ﺣﺎﻟﺔ ﻋﺪﻡ ﺍﺳﺘﻘﺮﺍﺭ ﺷﺪﻳﺪ‪ ،‬ﻓﺈﻥ ﻣﺘﺨﺬ ﺍﻟﻘﺮﺍﺭ ﻳﻌﺘﻤﺪ ﻋﻠﻰ ﺣﻜﻤﻪ ﺍﻟﺸﺨﺼﻲ‬
‫ﻭﺧﱪﺍﺗﻪ ﺍﻟﺴﺎﺑﻘﺔ‪ ،‬ﺇﺿﺎﻓﺔ ﺇﱃ ﺍﻟﻠﺠﻮﺀ ﺇﱃ ﺍﻻﺳﺘﺸﺎﺭﺓ ﻭﺍﻟﺘﻘﺮﻳﺮ ﺍﳉﻤﺎﻋﻲ ﻟﺘﻌﺰﻳﺰ ﺍﻷﻓﻜﺎﺭ ﻭﺍﻵﺭﺍﺀ‪.‬‬

‫ﺭﺍﺑﻌﺎ‪ :‬ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﻔﺮﺩﻳﺔ ﻭﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳉﻤﺎﻋﻴﺔ‬

‫ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﻔﺮﺩﻳﺔ ﻫﻲ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﱵ ﻳﻨﻔﺮﺩ ﺍﳌﺪﻳﺮ ﺑﺎﲣﺎﺫﻫﺎ ﺩﻭﻥ ﺃﻥ ﻳﺸﺎﺭﻙ ﺃﻭﻳﺘﺸﺎﻭﺭ ﻣﻊ ﺍﳌﻌﻨﻴﲔ‬
‫ﲟﻮﺿﻮﻉ ﺍﻟﻘﺮﺍﺭ‪ ،‬ﻭﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﳌﺆﻟﻔﲔ ﻳﻌﺘﱪﻭﻥ ﻫﺬﺍ ﺍﻟﻨﻮﻉ ﻛﺄﺳﻠﻮﺏ ﺃﻭﺗﻮﻗﺮﺍﻃﻲ ﺗﺴﻠﻄﻲ ﰲ ﺍﻹﺩﺍﺭﺓ‪ ،‬ﺇﻻ‬
‫ﺃﻥ ﻭﺍﻗﻊ ﺍﻷﻋﻤﺎﻝ ﻭﻣﺎ ﳝﻴﺰﻩ ﻣﻦ ﺳﺮﻋﺔ ﻭﺗﻨﺎﻓﺲ ﳛﺘﻢ ﻋﻠﻰ ﺍﳌﺪﻳﺮ ﰲ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﳊﺎﻻﺕ ﺍﲣﺎﺫ ﻗﺮﺍﺭﺍﺕ‬
‫ﻓﺮﺩﻳﺔ‪.‬‬
‫ﺃﻣﺎ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳉﻤﺎﻋﻴﺔ ﻓﻬﻲ ﲤﺜﻞ ﻧﺘﺎﺝ ﺗﻔﺎﻋﻞ ﻭﻣﺸﺎﺭﻛﺔ ﺁﺭﺍﺀ ﻋﺪﺩ ﻣﻌﲔ ﻣﻦ ﺍﻷﻓﺮﺍﺩ ﺍﻟﻌﺎﻣﻠﲔ ﰲ‬
‫ﺍﳌﻨﻈﻤﺔ ﻭﻫﺬﺍ ﻳﻌﻜﺲ‪-‬ﺣﺴﺐ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﳌﺆﻟﻔﲔ‪ -‬ﺭﻭﺡ ﺍﻟﺘﻌﺎﻣﻞ ﺍﻟﺪﳝﻘﺮﺍﻃﻲ ﰲ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻋﻤﺎﻝ‪،‬‬
‫ﻭﻛﺬﺍ ﺗﻨﻤﻴﺔ ﺍﻟﺮﻭﺡ ﺍﳉﻤﺎﻋﻴﺔ‪ ،‬ﻭﺍﻛﺘﺴﺎﺏ ﺍﻷﻓﺮﺍﺩ ﻧﻮﻋﺎ ﻣﻦ ﺍﻻﻧﺘﻤﺎﺀ ﻟﻠﻤﻨﻈﻤﺔ ﳑﺎ ﻳﻨﻌﻜﺲ ﺑﺎﻹﳚﺎﺏ ﻋﻠﻰ‬
‫ﺍﻷﻫﺪﺍﻑ ﺍﳌﺮﺟﻮﺓ‪.‬‬

‫‪7‬‬
 ‫ﺧﺎﻣﺴﺎ‪ :‬ﺍﻟﻘﺮﺍﺭﺍﺕ ﺣﺴﺐ ﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‬
‫ﻭﻳﻌﺘﱪ ﻫﺬﺍ ﺍﻟﺘﺼﻨﻴﻒ ﻣﻦ ﺃﻫﻢ ﺍﻟﺘﺼﻨﻴﻔﺎﺕ ﺍﻟﱵ ﺗﺪﺍﻭﳍﺎ ﺍﳌﺨﺘﺼﻮﻥ‪ ،‬ﻓﺎﻟﻘﺮﺍﺭﺍﺕ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬
‫ﺗﺘﻌﺎﻣﻞ ﻣﻊ ﺍﻟﻘﻀﺎﻳﺎ ﺫﺍﺕ ﺍﻷﺛﺮ ﺍﳌﺴﺘﻘﺒﻠﻲ ﻃﻮﻳﻞ ﺍﻷﺟﻞ ﻋﻠﻰ ﺍﳌﻨﻈﻤﺔ‪ ،‬ﻭﻫﻲ ﺗﻌﺘﱪ ﺭﻛﻴﺰﺓ ﺍﻹﺩﺍﺭﺓ‬
‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻭﺃﺩﺍﺓ ﺍﻹﺩﺍﺭﺍﺕ ﺍﻟﻌﻠﻴﺎ ﰲ ﲢﺪﻳﺪ ﺍﻷﻫﺪﺍﻑ ﻃﻮﻳﻠﺔ ﺍﻷﺟﻞ‪ ،‬ﻭﻛﺬﺍ ﰲ ﺭﺳﻢ ﺍﻟﺴﻴﺎﺳﺎﺕ ﺍﻟﻌﺎﻣﺔ‬
‫ﻟﻠﻤﺆﺳﺴﺔ‪ ،‬ﺇﺿﺎﻓﺔ ﺇﱃ ﺍﳋﻴﺎﺭﺍﺕ ﺍﻷﺳﺎﺳﻴﺔ ﻟﻠﻤﻨﻈﻤﺔ؛ ﻛﻤﻮﻗﻌﻬﺎ ﻭﻫﻴﻜﻠﻬﺎ‪ ،‬ﺧﻄﻮﻁ ﺍﻹﻧﺘﺎﺝ ﻓﻴﻬﺎ ﻭﻛﺬﺍ‬
‫ﺳﻴﺎﺳﺎﺕ ﺍﻟﺘﻮﺯﻳﻊ ﻭﺇﻣﻜﺎﻧﻴﺎﺕ ﺍﻟﺘﻮﺳﻊ ﻭﺍﻻﻧﺪﻣﺎﺝ‪..‬ﻭﻏﲑﻫﺎ؛ ﺃﻱ ﺃ‪‬ﺎ ﺗﻨﺼﺐ ﻋﻠﻰ ﻃﺒﻴﻌﺔ ﻋﻤﻞ ﺍﳌﺸﺮﻭﻉ‬
‫ﻣﻦ ﻣﻨﺘﺠﺎﺕ ﻭﻋﻤﻠﻴﺎﺕ ﻭﺃﺳﻮﺍﻕ ﻭﻣﺴﺘﻬﻠﻜﲔ‪ ،‬ﻛﻤﺎ ﺗﻨﺼﺐ ﻋﻠﻰ ﻋﻤﻠﻴﺎﺕ ﺗﻮﺯﻳﻊ ﺍﳌﻮﺍﺭﺩ ﺑﺼﻔﺔ ﻋﺎﻣﺔ‬
‫ﻋﻠﻰ ﻫﺬﻩ ﺍ‪‬ﺎﻻﺕ‪ ،‬ﻭﻋﻠﻰ ﺍﻟﺘﻜﺎﻣﻞ ﺑﲔ ﺇﺩﺍﺭﺍﺕ ﺍﳌﺸﺮﻭﻉ‪ ،‬ﻭﺍﻟﺘﻐﻴﲑ ﰲ ﺷﻜﻞ ﺍﻟﺘﻨﻈﻴﻢ ﻭﺍﻟﺬﻱ ﻳﻬﺪﻑ ﺇﱃ‬
‫ﺇﺗﺒﺎﻉ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﳌﺨﺘﺎﺭﺓ ﻭﺑﺎﻟﺘﺎﱄ ﲢﻘﻴﻖ ﺍﻷﻫﺪﺍﻑ ﺍﳌﺮﺟﻮﺓ‪.‬‬
‫ﺃﻣﺎ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻮﺳﻄﻰ ﻓﻬﻲ ﲣﺘﺺ ﺑﺎﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﻮﻇﻴﻔﻴﺔ‪ ،‬ﺍﻟﱵ ﺗﻨﺪﺭﺝ ﰲ ﳎﺎﻻ‪‬ﺎ ﺍﻟﻮﻇﻴﻔﻴﺔ؛ ﺃﻱ ﰲ‬
‫ﺍﻹﻧﺘﺎﺝ‪ ،‬ﺍﻟﺘﺴﻮﻳﻖ‪ ،‬ﺍﻟﺘﻤﻮﻳﻞ ﺃﻭ ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ‪ .‬ﻭ ﻋﻠﻰ ﻛﻞ ﻣﺴﺆﻭﻝ ﻋﻦ ﺇﺣﺪﻯ ﻫﺬﻩ ﺍ‪‬ﺎﻻﺕ ﺍﻟﻮﻇﻴﻔﻴﺔ‬
‫‪1‬‬
‫ﺃﻥ ﳛﺪﺩ ﻣﺴﺎﳘﺔ ﳎﺎﻟﻪ ﰲ ﲢﻘﻴﻖ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﻜﻠﻴﺔ ﻟﻠﻤﻨﻈﻤﺔ ﻭﺑﺎﻟﺘﺎﱄ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳌﻨﺎﺳﺒﺔ‪.‬‬
‫ﺃﻣﺎ ﺍﻹﺩﺍﺭﺓ ﺍﳌﺒﺎﺷﺮﺓ ﻓﺘﺨﺘﺺ ﺑﺎﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﺘﺸﻐﻴﻠﻴﺔ‪ ،‬ﻭﻫﻲ ﲟﺜﺎﺑﺔ ﲡﺰﺋﺔ ﻟﻠﻘﺮﺍﺭﺍﺕ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺇﱃ‬
‫ﻋﺪﺓ ﻣﺮﺍﺣﻞ ﺯﻣﻨﻴﺔ ﻗﺼﲑﺓ ﺍﻷﻣﺪ‪ ،‬ﻭﻳﻐﻠﺐ ﻋﻠﻴﻬﺎ ﻃﺎﺑﻊ ﺍﳌﺮﺣﻠﻴﺔ ﰲ ﺗﻨﻔﻴﺬ ﺍﻟﺴﻴﺎﺳﺔ ﺍﻟﻌﺎﻣﺔ ﻟﻠﻤﻨﻈﻤﺔ‪ ،‬ﻭﺗﺘﺴﻢ‬
‫ﺑﺎﻟﺘﻜﺮﺍﺭ ﻛﺬﻟﻚ‪ ،‬ﻓﺎﻹﺩﺍﺭﺓ ﺍﻟﺘﺸﻐﻴﻠﻴﺔ ﺗﻘﻮﻡ ﺑﺘﻨﻔﻴﺬ ﺍﻟﺘﻌﻠﻴﻤﺎﺕ ﺍﻟﺼﺎﺩﺭﺓ ﺇﻟﻴﻬﺎ ﻣﻦ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻮﺳﻄﻰ ﻭﺫﻟﻚ‬
‫ﺑﺈﺻﺪﺍﺭ ﺍﻟﺘﻮﺟﻴﻬﺎﺕ ﻭﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﺘﻔﺼﻴﻠﻴﺔ ﻋﻦ ﻛﻴﻔﻴﺔ ﻭﻣﻮﻋﺪ ﻭﻣﻜﺎﻥ ﺍﻟﺘﻨﻔﻴﺬ ﻟﻠﻘﺎﺋﻤﲔ ﺑﺬﻟﻚ‪ ،‬ﻭﻛﻞ ﻣﺎ‬
‫ﻳﺘﻌﻠﻖ ﺑﺄﺳﺎﻟﻴﺐ ﺍﻹﺷﺮﺍﻑ ﻭﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻰ ﺍﻟﻌﻤﻠﻴﺎﺕ ﻭﺗﻮﺯﻳﻊ ﺍﳌﻮﺍﺭﺩ ﺍﳌﺘﺎﺣﺔ ﻋﻠﻰ ﺍﻷﻧﺸﻄﺔ ﺍﻟﻮﻇﻴﻔﻴﺔ‬
‫ﺍﻟﺮﺋﻴﺴﻴﺔ‪.‬‬
‫ﻭ ﲟﺎ ﺃﻥ ﺍﻹﺩﺍﺭﺓ ﺍﳌﺒﺎﺷﺮﺓ ﻫﻲ ﺍﳌﺴﺆﻭﻟﺔ ﻋﻦ ﺗﻨﻔﻴﺬ ﺍﻟﻌﻤﻠﻴﺎﺕ‪ ،‬ﻓﺈﻥ ﻗﺮﺍﺭﺍ‪‬ﺎ ﺗﺘﻤﻴﺰ ﺑﺎﻟﺘﻔﺼﻴﻞ ﻭﻛﺬﺍ ﺑﺎﻟﻜﺜﺮﺓ‪،‬‬
‫‪2‬‬
‫ﻓﻬﻨﺎﻙ ﻣﻦ ﺍﳋﱪﺍﺀ ﻣﻦ ﻳﻘﺪﺭﻫﺎ ﺑِ ‪ %90‬ﻣﻦ ﳎﻤﻮﻉ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳌﺘﺨﺬﺓ ﺑﺎﳌﻨﻈﻤﺔ‪.‬‬
‫ﻭﺍﻟﺸﻜﻞ ﺍﻟﺘﺎﱄ ﻳﻮﺿﺢ ﺍﻟﺘﻘﺴﻴﻢ ﺍﻟﺴﺎﺑﻖ‪:‬‬

‫‪ 1‬ﺃﲪﺪ ﻣﺎﻫﺮ‪ ،‬ﺍﻹﺩﺍﺭﺓ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ‪ ،‬ﺍﻟﺪﺍﺭ ﺍﳉﺎﻣﻌﻴﺔ ﻟﻠﻄﺒﻊ ﻭﺍﻟﻨﺸﺮ ﻭﺍﻟﺘﻮﺯﻳﻊ‪ ،‬ﺍﻹﺳﻜﻨﺪﺭﻳﺔ‪ ،1999 ،‬ﺹ‪.27‬‬
‫‪ 2‬ﳏﻤﺪ ﺳﻮﻳﻠﻢ‪ ،‬ﺍﳌﺮﺟﻊ ﺍﻟﺴﺎﺑﻖ‪ ،‬ﺹ‪.09‬‬
‫‪8‬‬
 ‫ﺍﻟﺸﻜﻞ)‪:(02‬ﺗﺼﻨﻴﻒ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺣﺴﺐ ﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‬

‫)ﺍﳌﺼﺪﺭ‪( Lasary, Economie d’entreprise, Imprimerie Essalem, Alger, 2001, p 74 :‬‬

‫ﻭﻳﻼﺣ‪‬ﻆ ﰲ ﻛﻞ ﺍﻟﺘﻘﺴﻴﻤﺎﺕ ﺍﻟﺴﺎﺑﻘﺔ ﺃﻥ ﻣﺘﺨﺬ ﺍﻟﻘﺮﺍﺭ ﻣﻬﻤﺎ ﻛﺎﻧﺖ ﻧﻮﻋﻴﺔ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﱵ ﻳﺘﺨﺬﻫﺎ‬
‫ﻻ ﳝﻜﻨﻪ ﺑﺄﻱ ﺣﺎﻝ ﻣﻦ ﺍﻷﺣﻮﺍﻝ ﺍﻻﺳﺘﻐﻨﺎﺀ ﻋﻦ ﻋﻨﺼﺮ ﺍﳌﻌﻠﻮﻣﺔ‪ ،‬ﻓﻜﻠﻤﺎ ﺗﻮﻓﺮﺕ ﰲ ﻫﺬﻩ ﺍﻷﺧﲑﺓ ﺍﻟﺸﺮﻭﻁ‬
‫ﺍﳌﻨﺎﺳﺒﺔ ﻛﻠﻤﺎ ﺃﺻﺒﺤﺖ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺃﻛﺜﺮ ﺑﺮﳎﺔ ﻭﻣﻮﺿﻮﻋﻴﺔ ﻭﺍﺑﺘﻌﺎﺩ ﻋﻦ ﺍﻟﺬﺍﺗﻴﺔ‪ ،‬ﳑﺎ ﻳﻌﲏ ﺳﻬﻮﻟﺔ ﺍﲣﺎﺫﻫﺎ‬
‫ﻭﻋﺪﻡ ﺗﻀﻴﻴﻊ ﺍﻟﻮﻗﺖ ﰲ ﺍﻟﺘﺸﺎﻭﺭ ﻭﺍﻟﺒﺤﺚ ﻭﺍﻟﺘﺤﻠﻴﻞ‪ ،‬ﻭﺇﳕﺎ ﺍﻟﺘﻔﺮﻍ ﺇﱃ ﺍﻟﻘﻀﺎﻳﺎ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﳍﺎﻣﺔ‪ ،‬ﻭﻫﻨﺎ‬
‫ﺗﱪﺯ ﺍﳊﺎﺟﺔ ﺇﱃ ﺃﻧﻈﻤﺔ ﻣﻌﻠﻮﻣﺎﺕ ﻓﻌﺎﻟﺔ ﲣﺪﻡ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﻔﻌﺎﻟﺔ‪.‬‬

‫ﺍﻟﻤﻄﻠﺐ ﺍﻟﺜﺎﻟﺚ‪ :‬ﻣﺮﺍﺣﻞ ﻋﻤﻠﻴﺔ ﺍﺗﺨﺎﺫ ﺍﻟﻘﺮﺍﺭ ﺍﻹﺩﺍﺭﻱ‬

‫ﺇﻥ ﻭﺍﻗﻊ ﺇﺩﺍﺭﺓ ﺍﻷﻋﻤﺎﻝ ﻳﻨﻢ ﻋﻠﻰ ﺃﻥ ﺍﻟﻘﺮﺍﺭﺍﺕ ﻻ ﺗﺘﻌﻠﻖ ﺩﺍﺋﻤﺎ ﲟﺸﺎﻛﻞ ﺃﻭ ﺻﻌﻮﺑﺎﺕ ﻣﻄﻠﻮﺏ‬
‫ﺇﳚﺎﺩ ﺣﻠﻮﻝ ﳍﺎ؛ ﺑﻞ ﻫﻨﺎﻙ ﺑﻌﺾ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﱵ ﺗﺪﺧﻞ ﰲ ﳎﺎﻻﺕ ﺍﻟﻌﻤﻞ ﺍﻟﻴﻮﻣﻲ ﻭﺍﻟﺮﻭﺗﻴﲏ‪ ،‬ﻛﻤﺎ ﺃﻥ‬
‫ﻣﻨﺎﻗﺸﺔ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﰲ ﳎﺎﻝ ﺇﺩﺍﺭﺓ ﺍﻷﻋﻤﺎﻝ ﻳﺘﻄﻠﺐ ﺗﻮﺟﻴﻪ ﻋﺪﺓ ﺃﺳﺌﻠﺔ ﻭﳏﺎﻭﻟﺔ ﺇﳚﺎﺩ ﺍﻹﺟﺎﺑﺔ‬
‫ﺍﻟﺼﺤﻴﺤﺔ ﻋﻠﻴﻬﺎ‪ ،‬ﻭﻫﻲ‪:‬‬
‫ﻫﻞ ﻫﻨﺎﻙ ﻓﺠﻮﺓ ﻣﺎ )ﺍﺧﺘﻼﻑ( ﺑﲔ ﺍﳌﻮﻗﻒ ﺍﳊﺎﱄ ﻭﺍﳌﻮﻗﻒ ﺍﳌﺴﺘﻬﺪﻑ ؟‬ ‫‪−‬‬
‫ﻫﻞ ﻳﺪﺭﻙ ﻣﺘﺨﺬ ﺍﻟﻘﺮﺍﺭ ﻣﻌﲎ ﻭﻣﻀﻤﻮﻥ ﻫﺬﻩ ﺍﻟﻔﺠﻮﺓ ؟‬ ‫‪−‬‬
‫ﻫﻞ ﻟﺪﻯ ﻣﺘﺨﺬ ﺍﻟﻘﺮﺍﺭ ﺍﻟﺮﻏﺒﺔ ﻭﺍﳊﺎﻓﺰ ﺍﻟﻜﺎﰲ ﻻﲣﺎﺫ ﺍﻟﺘﺼﺮﻑ ؟‬ ‫‪−‬‬
‫‪ −‬ﻫﻞ ﻟﺪﻳﻪ ﺍﻹﻣﻜﺎﻧﻴﺎﺕ ﻟﻠﺘﺼﺮﻑ ﻣﻊ ﻫﺬﻩ ﺍﻟﻔﺠﻮﺓ ؟‬
‫ﻭﺍﻟﺸﻜﻞ )‪ (03‬ﻳﻮﺿﺢ ﺍﻟﻔﻜﺮﺓ ﺍﻟﺴﺎﺑﻘﺔ‪:‬‬

‫‪9‬‬
 ‫ﺍﻟﺸﻜﻞ)‪ :(03‬ﺍﻟﺘﺤﺪﻳﺪ ﺍﳌﺴﺒﻖ ﻟﻌﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ‬

‫إر ا ‬

‫و"د ة‬

‫إدراك ا &‪ ($%‬ا &*&ن‬

‫ا ‪ (-. /01‬ا ‪,‬ف‬

‫ا  ‪,2‬در ا ‪,‬ف‬

‫اذ ا ارات‬

‫)ﺍﳌﺼﺪﺭ‪ :‬ﺃﲪﺪ ﳏﻤﺪ ﺍﳌﺼﺮﻱ‪ ،‬ﺍﻹﺩﺍﺭﺓ ﺍﳊﺪﻳﺜﺔ)ﺍﻻﺗﺼﺎﻻﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﻟﻘﺮﺍﺭﺍﺕ(‪ ،‬ﻣﺆﺳﺴﺔ ﺷﺒﺎﺏ ﺍﳉﺎﻣﻌﺔ ﻟﻠﻨﺸﺮ‪ ،‬ﺍﻻﺳﻜﻨﺪﺭﻳﺔ‪،‬‬
‫‪ ،2000‬ﺹ‪(316‬‬

‫ﻭﺍﻹﺟﺎﺑﺔ ﻋﻠﻰ ﺍﻷﺳﺌﻠﺔ ﺍﻟﺴﺎﺑﻘﺔ ﺍﻟﺬﻛﺮ ﲤﺜﻞ ﺍﳌﺮﺍﺣﻞ ﺍﻟﱵ ﳝﺮ ‪‬ﺎ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ؛ ﻭﻗﺪ ﺍﺗﻔﻖ ﺃﻏﻠﺒﻴﺔ ﺍﳌﺆﻟﻔﲔ ﰲ‬
‫ﻫﺬﺍ ﺍ‪‬ﺎﻝ ﻋﻠﻰ ﺃﻧﻪ ﳝﺮ ﺑﺎﳌﺮﺍﺣﻞ ﺍﻟﺘﺎﻟﻴﺔ‪:1‬‬
‫‪ .1‬ﲢﺪﻳﺪ ﻭﺗﺸﺨﻴﺺ ﺍﳌﺸﻜﻠﺔ )ﺍﳌﻮﻗﻒ(‪.‬‬
‫‪ .2‬ﲨﻊ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﺼﺤﻴﺤﺔ ﻋﻦ ﺍﳌﺸﻜﻼﺕ‪.‬‬
‫‪ .3‬ﲢﻠﻴﻞ ﺍﳌﺸﻜﻠﺔ )ﺍﳌﻮﻗﻒ(‪.‬‬
‫‪ .4‬ﺇﳚﺎﺩ ﺑﺪﺍﺋﻞ ﳊﻞ ﺍﳌﺸﻜﻠﺔ‪.‬‬
‫‪ .5‬ﺗﻘﻴﻴﻢ ﺍﻟﺒﺪﺍﺋﻞ ﺍﳌﺨﺘﺎﺭﺓ‪.‬‬
‫‪ .6‬ﺍﺧﺘﻴﺎﺭ ﺍﳊﻞ ﺍﳌﻼﺋﻢ‪.‬‬
‫‪ .7‬ﺗﻨﻔﻴﺬ ﺍﻟﻘﺮﺍﺭ ﻭﻣﺘﺎﺑﻌﺘﻪ‪.‬‬
‫ﻭﻫﻨﺎﻙ ﻣﻦ ﺍﳌﺆﻟﻔﲔ ﻣﻦ ﺯﺍﺩ ﻋﻠﻴﻬﺎ‪ ،‬ﻭﻫﻨﺎﻙ ﻣﻦ ﺃﻧﻘﺺ؛ ﻛﻞ ﺣﺴﺐ ﻭﺟﻬﺔ ﻧﻈﺮﻩ‪.‬‬

‫‪ 1‬ﺃﲪﺪ ﳏﻤﺪ ﺍﳌﺼﺮﻱ‪ ،‬ﺍﻹﺩﺍﺭﺓ ﺍﳊﺪﻳﺜﺔ)ﺍﻻﺗﺼﺎﻻﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﻟﻘﺮﺍﺭﺍﺕ(‪ ،‬ﻣﺆﺳﺴﺔ ﺷﺒﺎﺏ ﺍﳉﺎﻣﻌﺔ ﻟﻠﻨﺸﺮ‪ ،‬ﺍﻹﺳﻜﻨﺪﺭﻳﺔ‪،2000 ،‬‬
‫ﺹ‪.316‬‬
‫ﻭ ﺳﻌﻴﺪ ﳏﻤﺪ ﺍﳌﺼﺮﻱ‪ ،‬ﺍﻟﺘﻨﻈﻴﻢ ﻭﺍﻹﺩﺍﺭﺓ‪ ،‬ﺍﻟﺪﺍﺭ ﺍﳉﺎﻣﻌﻴﺔ ﻟﻠﻄﺒﻊ ﻭﺍﻟﻨﺸﺮ ﻭﺍﻟﺘﻮﺯﻳﻊ‪ ،‬ﺍﻹﺳﻜﻨﺪﺭﻳﺔ‪ ،1999 ،‬ﺹ‪.97‬‬

‫‪10‬‬
 ‫ﺃﻭﻻ‪ :‬ﲢﺪﻳﺪ ﻭﺗﺸﺨﻴﺺ ﺍﳌﺸﻜﻠﺔ‬
‫ﺗﻌﺮﻑ ﺍﳌﺸﻜﻠﺔ ﰲ ﳎﺎﻝ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﺑﺄ‪‬ﺎ ﺍﳓﺮﺍﻑ )‪(Déviation‬ﻋﻦ ﺍﳍﺪﻑ ﺍﶈﺪﺩ‬
‫ﻣﺴﺒﻘﺎ؛ ﺃﻭ ﻫﻲ ﺣﺎﻟﺔ ﻣﻦ ﻋﺪﻡ ﺍﻟﺘﻮﺍﺯﻥ ﺑﲔ ﻣﺎﻫﻮ ﻛﺎﺋﻦ ﻭﺑﲔ ﻣﺎ ﳚﺐ ﺃﻥ ﻳﻜﻮﻥ‪.1‬‬
‫ﻭ ﻋﻤﻠﻴﺎ ﳒﺪ ﺃﻥ ﻣﺸﺎﻛﻞ ﺍﳊﻴﺎﺓ – ﰲ ﺍﳌﻨﻈﻤﺔ ﺃﻭ ﻏﲑﻫﺎ – ﻧﺎﺩﺭﺍ ﻣﺎ ﺗﻘﺪﻡ ﻧﻔﺴﻬﺎ ﻟﻜﻲ ﻳﺘﻢ ﺍﲣﺎﺫ ﻗﺮﺍﺭ‬
‫ﺑﺸﺄ‪‬ﺎ‪ ،‬ﺑﻞ ﺇﻥ ﺃﻭﻝ ﻣﺎ ﻳﻈﻬﺮ ﻫﻮ ﻋﻨﺎﺻﺮ ﺍﳌﺸﻜﻠﺔ‪ ،‬ﺃﻱ ﺍﻷﻋﺮﺍﺽ ﻭﻟﻴﺲ ﺍﳌﺸﻜﻠﺔ ﺫﺍ‪‬ﺎ‪ ،2‬ﻭﻗﺪ ﺗﻜﻮﻥ ﻫﺬﻩ‬
‫ﺍﻷﻋﺮﺍﺽ ﺍﻟﻈﺎﻫﺮﺓ ﻋﻠﻰ ﺍﻟﺴﻄﺢ ﻫﻲ ﺃﻗﻠﻬﺎ ﻛﺸﻔﺎ ﻋﻦ ﺟﺬﻭﺭ ﺍﳌﺸﻜﻠﺔ‪.‬‬
‫ﻓﺎﳌﺪﻳﺮ ﻫﻨﺎ ﻣﻄﺎﻟﺐ ﺑﺘﺤﺪﻳﺪ‪ :‬ﻣﺎ ﻧﻮﻉ ﺍﳌﺸﻜﻠﺔ؟‪،‬ﻛﻴﻒ ﻧﺸﺄﺕ ﺍﳌﺸﻜﻠﺔ؟ ﻣﺎ ﻫﻲ ﺍﻟﻨﻘﺎﻁ ﺍﳉﻮﻫﺮﻳﺔ ‪‬ﺎ؟‬
‫ﻣﺎﻫﻮ ﺍﻟﻮﻗﺖ ﺍﳌﻼﺋﻢ ﳊﻠﻬﺎ؟ ﻭﳌﺎﺫﺍ ﳚﺐ ﺇﳚﺎﺩ ﺍﳊﻞ ﺍﳌﻼﺋﻢ ﳍﺎ؟ ﻭﻣﺎﻫﻲ ﺍﳌﺸﺎﻛﻞ ﺍﻟﻔﺮﻋﻴﺔ ﺍﻟﱵ ﺗﺘﺮﺗﺐ ﻋﻠﻰ‬
‫ﻋﺪﻡ ﺣﻠﻬﺎ ﰲ ﻭﻗﺖ ﺳﺎﺑﻖ؟ ﻭﻣﺎﻫﻲ ﺍﳌﺸﺎﻛﻞ ﺍﻟﱵ ﳝﻜﻦ ﺃﻥ ﺗﺘﺮﺗﺐ ﺟﺮﺍﺀ ﺍﻟﺘﺄﺧﺮ ﰲ ﺣﻞ ﻫﺬﻩ ﺍﳌﺸﻜﻠﺔ ؟‪.‬‬
‫ﻭ ﻫﺬﺍ ﻳﺘﻄﻠﺐ ﻣﻦ ﺍﳌﺪﻳﺮ ﺍﻻﺳﺘﻌﺪﺍﺩ ﺍﻟﺬﻫﲏ ﻟﻠﺘﻌﺮﻑ ﻋﻠﻰ ﺍﳌﺸﻜﻠﺔ‪ ،‬ﻭﺗﺸﺨﻴﺼﻬﺎ ﺗﺸﺨﻴﺼﺎ ﺳﻠﻴﻤﺎ ﻭﰲ‬
‫ﺍﻟﻮﻗﺖ ﺍﳌﻼﺋﻢ ﻛﻲ ﻻ ﺗﺘﻔﺎﻗﻢ ﺁﺛﺎﺭﻫﺎ ﻭﺗﻨﺘﻘﻞ ﺇﱃ ﳎﺎﻻﺕ ﺃﺧﺮﻯ‪ ،‬ﺇﺫ ﺃﻥ "ﺍﻟﺘﺸﺨﻴﺺ ﻳﻌﺘﱪ ﻋﻤﻠﻴﺔ ﻣﻨﻈﻤﺔ‬
‫ﻟﺒﻨﺎﺀ ﻭﻣﻌﺎﳉﺔ ﻭﺇﻧﺘﺎﺝ ﺍﳌﻌﻠﻮﻣﺔ"‪ .3‬ﻛﻤﺎ ﻳﺘﻄﻠﺐ ﻣﻨﻪ ﺩﺭﺟﺔ ﻣﻦ ﺍﻟﺘﺼﻮﺭ ﻭﺍﳋﻴﺎﻝ ﻭﺍﻹﺩﺭﺍﻙ ﻟﻠﻜﺸﻒ ﻋﻨﻬﺎ‪،‬‬
‫ﻭﻟﻠﺨﱪﺓ ﻭﺍﳌﻬﺎﺭﺓ ﺩﻭﺭﳘﺎ ﰲ ﺍﻛﺘﺸﺎﻑ ﺑﻌﺾ ﺍﳌﺸﻜﻼﺕ ﺣﱴ ﻗﺒﻞ ﺃﻥ ﺗﻈﻬﺮ ﰲ ﳏﺘﻮﻯ ﺍﳌﺆﺷﺮﺍﺕ ﺍﻟﺪﻭﺭﻳﺔ‬
‫ﺍﳌﺘﻨﻮﻋﺔ ﺍﻟﱵ ﺗﺮﺍﻗﺒﻬﺎ ﺍﻹﺩﺍﺭﺓ‪ .4‬ﻛﻤﺎ ﺃﻥ ﲢﺪﻳﺪ ﺍﻻﳓﺮﺍﻑ ﻳﺘﻄﻠﺐ ﻣﻦ ﺍﳌﺪﻳﺮ ﻣﻌﺮﻓﺔ ﺍﳌﻮﻗﻊ ﻭﺍﳌﻜﺎﻥ ﺍﻟﺬﻱ‬
‫ﻻﺣﻆ ﻓﻴﻪ ﺍﻻﳓﺮﺍﻑ‪ ،‬ﻭﺍﻷﺷﻴﺎﺀ ﺃﻭ ﺍﻷﺷﺨﺎﺹ ﺍﻟﺬﻳﻦ ﳝﺴﻬﻢ ﺍﻻﳓﺮﺍﻑ ﻭﻭﻗﺖ ﻣﻼﺣﻈﺘﻪ‪ ،‬ﻭﻛﻞ ﻫﺬﻩ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﲤﻜﻨﻪ ﻣﻦ ﲤﻴﻴﺰ ﺍﳌﻮﺍﻗﻊ ﺍﻟﱵ ﲤﺴﻬﺎ ﺍﳌﺸﻜﻠﺔ ﻋﻦ ﺗﻠﻚ ﺍﻟﱵ ﻻ ﲤﺴﻬﺎ‪.‬‬

‫ﺛﺎﻧﻴﺎ‪ :‬ﲨﻊ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﺼﺤﻴﺤﺔ ﻋﻦ ﺍﳌﺸﻜﻼﺕ‬

‫ﻳﻮﺍﺟﻪ ﺍﳌﺪﻳﺮﻭﻥ ﻳﻮﻣﻴﺎ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﳌﺸﺎﻛﻞ ﻭﺍﳌﻮﺍﻗﻒ ﺍﻟﱵ ﺗﺘﻄﻠﺐ ﻣﻨﻬﻢ ﺍﲣﺎﺫ ﻗﺮﺍﺭﺍﺕ ﺻﺤﻴﺤﺔ‬
‫ﻭﻭﺍﺿﺤﺔ ﲡﺎﻫﻬﺎ‪ ،‬ﻭﻣﻦ ﺃﻫﻢ ﳏﺪﺩﺍﺕ ﳒﺎﺡ ﺍﻟﻘﺮﺍﺭ ﰲ ﺍﻟﻮﺻﻮﻝ ﺇﱃ ﻫﺪﻓﻪ ﻫﻮ ﻣﺪﻯ ﻭﻓﺮﺓ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﻭﺩﻗﺘﻬﺎ ﻋﻠﻰ ﺍﻋﺘﺒﺎﺭ ﺃﻥ ﻗﺮﺍﺭﺍﺕ ﺍﳌﺪﻳﺮ ﲤﺜﻞ ﺗﺼﺮﻓﺎﺕ ﻣﺴﺘﻘﺒﻠﻴﺔ‪ ،‬ﻭﻧﺘﺎﺋﺞ ﻣﺘﻮﻗﻌﺔ ﰲ ﺍﳌﺴﺘﻘﺒﻞ؛ ﺇﺫ ﻳﻘﻮﻝ‬
‫ﻛﻮﺗﻠﺮ ﻭﺩﻳﺒﻮﺍ )‪" :( Kotler & Dubois‬ﺗﺴﻴﲑ ﺍﳌﺆﺳﺴﺔ ﻫﻮ ﺗﺴﻴﲑ ﻣﺴﺘﻘﺒﻠﻬﺎ‪ ،‬ﺗﺴﻴﲑ ﻣﺴﺘﻘﺒﻠﻬﺎ ﻫﻮ‬

‫‪ 1‬ﺃﲪﺪ ﳏﻤﺪ ﺍﳌﺼﺮﻱ‪ ،‬ﺍﳌﺮﺟﻊ ﺍﻟﺴﺎﺑﻖ‪ ،‬ﺹ‪.320‬‬

‫‪ 2‬ﺧﻠﻴﻞ ﳏﻤﺪ ﺣﺴﻦ ﺍﻟﺸﻤﺎﻉ‪ ،‬ﻣﺒﺎﺩﻯﺀ ﺍﻹﺩﺍﺭﺓ)ﻣﻊ ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺇﺩﺍﺭﺓ ﺍﻷﻋﻤﺎﻝ(‪ ،‬ﺩﺍﺭ ﺍﳌﺴﲑﺓ ﻟﻠﻨﺸﺮ ﻭﺍﻟﺘﻮﺯﻳﻊ‪ ،‬ﻋﻤ‪‬ﺎﻥ‪ ،‬ﺍﻷﺭﺩﻥ‪ ،‬ﻁ‪،1‬‬
‫‪ ،1999‬ﺹ‪.119‬‬
‫‪3‬‬
‫‪Alain Charles Martinet, Diagnostique Stratégique, Édition Vuibert, Paris, 1990, p 52.‬‬
‫‪4‬‬ ‫‪Kamel Hamdi, L’art d’être chef, Éditions Rouibah, Alger, 1998, P 150.‬‬
‫‪11‬‬
‫ﺗﺴﻴﲑ ﺍﳌﻌﻠﻮﻣﺔ"‪ ،1‬ﻭﻋﻠﻴﻪ ﻓﺈﻥ ﻣﺮﺍﺣﻞ ﻣﻌﺎﳉﺔ ﺍﳌﺸﻜﻠﺔ ‪-‬ﻣﻦ ﺍﻟﺘﺤﺪﻳﺪ ﺇﱃ ﺍﻟﺘﻨﻔﻴﺬ‪ -‬ﻗﺪ ﺗﻜﻮﻥ ﺑﻌﻴﺪﺓ ﻋﻦ‬
‫ﺍﻟﻮﺍﻗﻊ ﺇﺫﺍ ﱂ ﻳﻠﺘﺰﻡ ﺍﳌﺪﻳﺮ ﺑﺎﻟﺪﻗﺔ ﻭﺍﳊﺮﺹ ﻋﻠﻰ ﲨﻊ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﻟﺼﺤﻴﺤﺔ ﻭﺍﳌﺆﻛﺪﺓ ﺣﻮﻝ ﺍﳌﻮﻗﻒ ﺍﳌﺮﺍﺩ‬
‫ﻣﻌﺎﳉﺘﻪ‪ ،‬ﻓﻜﻠﻤﺎ ﻛﺎﻧﺖ ﺍﻟﺼﻮﺭﺓ ﻭﺍﺿﺤﺔ ﻛﻠﻤﺎ ﻗﻠﺖ ﺩﺭﺟﺔ ﺍﳌﺨﺎﻃﺮﺓ‪ ،‬ﺇﺿﺎﻓﺔ ﺇﱃ ﺃﻥ ﺍﳌﺪﻳﺮ ﻣﻄﺎﻟﺐ‬
‫ﺑﺘﺤﺮﻱ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻣﻦ ﻣﺼﺎﺩﺭﻫﺎ ﺍﻷﺻﻠﻴﺔ ﺃﻭ ﻋﻠﻰ ﺍﻷﻗﻞ ﻣﻦ ﺍﳌﺼﺎﺩﺭ ﺍﻷﻛﺜﺮ ﻭﺛﻮﻗﺎ ‪‬ﺎ؛ ﻓﺈﺫﺍ ﻛﺎﻧﺖ‬
‫ﻣﺼﺎﺩﺭ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﺩﺍﺧﻠﻴﺔ ﻓﺈﻥ ﺍﳊﺼﻮﻝ ﻋﻠﻴﻬﺎ ﻋﺎﺩﺓ ﻳﻜﻮﻥ ﺳﻬﻼ‪ ،‬ﺧﺎﺻﺔ ﺇﺫﺍ ﻛﺎﻧﺖ ﺍﳊﻘﺎﺋﻖ‬
‫ﳏﻔﻮﻇﺔ ﻭﻣﺪﻭﻧﺔ ﻃﺒﻘﺎ ﻟﻸﺻﻮﻝ ﺍﻟﻌﻠﻤﻴﺔ ﻭ ﺍﻟﻌﻤﻠﻴﺔ‪،‬ﻭﻻ ﲢﺘﺎﺝ ﺟﻬﺪﺍ ﻛﺒﲑﺍ ﻟﻠﻮﺻﻮﻝ ﺇﻟﻴﻬﺎ‪ ،‬ﻭﻫﺬﺍ ﺑﺎﻟﻀﺒﻂ‬
‫ﻣﺎ ﺗﻮﻓﺮﻩ ﺃﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﺎﳌﺆﺳﺴﺔ؛ ﺇﺫ ﺃ‪‬ﺎ ﺗﻮﻓﺮ ﺍﳌﻌﻠﻮﻣﺔ ﺑﺎﻟﺪﻗﺔ ﻭﺍﻟﺴﺮﻋﺔ ﻭﺍﻟﺘﻨﻈﻴﻢ ﺍﳌﻄﻠﻮﺏ‪ ،‬ﳑﺎ ﻳﺴﻬﻞ‬
‫ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﺍﻟﺼﺎﺋﺐ‪.‬‬
‫ﺃﻣﺎ ﺇﺫﺍ ﻛﺎﻧﺖ ﺍﳌﺼﺎﺩﺭ ﺧﺎﺭﺟﻴﺔ )ﺃﻃﺮﺍﻑ ﺧﺎﺭﺟﻴﺔ ﺃﻭ ﻣﻨﺎﻓﺴﲔ ﺃﻭ ﺟﻬﺎﺕ ﺭﲰﻴﺔ‪ (...‬ﻓﺈﻥ ﺍﳊﺼﻮﻝ ﻋﻠﻴﻬﺎ‬
‫ﻳﻜﻮﻥ ﺗﺒﻌﺎ ﻟﻌﻼﻗﺎﺕ ﺍﳌﺆﺳﺴﺔ ﺍﳋﺎﺭﺟﻴﺔ‪ ،‬ﻭ ﻗﺪﺭ‪‬ﺎ ﻋﻠﻰ ﺍﻟﺘﻔﺎﻭﺽ ﻛﺬﻟﻚ‪ ،‬ﻭﺍﳌﺪﻳﺮ ﺍﻟﻨﺎﺟﺢ ﻫﻮ ﺍﻟﺬﻱ‬
‫ﻳﺴﻌﻰ ﺩﻭﻣﺎ ﻟﻔﻬﻢ ﳏﻴﻂ ﻣﺆﺳﺴﺘﻪ ﺍﳌﺒﺎﺷﺮ ﻭﻏﲑ ﺍﳌﺒﺎﺷﺮ‪ ،‬ﻭﳛﺎﻭﻝ ﺑﻜﻞ ﺍﻷﺳﺎﻟﻴﺐ ﻓﻬﻢ ﻣﻴﻜﺎﻧﻴﺰﻣﺎﺕ ﺍﻟﺴﻮﻕ‬
‫ﺍﳌﺘﻮﺍﺟﺪ ﺑﻪ‪ ،‬ﻭﻳﺴﺘﻌﺪ ﻟﺘﻘﻠﺒﺎﺕ ﺍﶈﻴﻂ ﺣﱴ ﻻ ﻳﻘﻊ ﰲ ﻣﻮﺍﻗﻒ ﺗﻀﻌﻒ ﻣﻮﻗﻌﻪ ﺍﻟﺘﻔﺎﻭﺿﻲ‪.‬‬

‫ﺛﺎﻟﺜﺎ‪ :‬ﲢﻠﻴﻞ ﺍﳌﺸﻜﻠﺔ‬

‫ﻳﺸﻤﻞ ﲢﻠﻴﻞ ﺍﳌﺸﻜﻠﺔ ﺗﻘﻴﻴﻢ ﻋﻮﺍﻣﻞ ﺍﻟﺒﻴﺌﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ﺍﳌﺆﺛﺮﺓ ﻋﻠﻰ ﺃﻧﺸﻄﺔ ﺍﳌﻨﻈﻤﺔ ﻟﺘﺤﺪﻳﺪ ﻧﻘﺎﻁ‬
‫ﺍﻟﻘﻮﺓ ﻭﺍﻟﻀﻌﻒ ﻓﻴﻬﺎ‪ ،‬ﻭﺑﻌﺪ ﺫﻟﻚ ﻣﺘﺎﺑﻌﺔ ﻋﻮﺍﻣﻞ ﺍﻟﺒﻴﺌﺔ ﺍﳋﺎﺭﺟﻴﺔ ﺍﳌﺆﺛﺮﺓ ﻋﻠﻰ ﺃﻧﺸﻄﺔ ﺍﳌﻨﻈﻤﺔ‪ ،‬ﻛﻞ ﻋﻠﻰ‬
‫ﺣﺪﺓ‪ ،‬ﻋﻠﻰ ﺍﳌﺴﺘﻮﻯ ﺍﻟﻌﺎﻡ ﻭﺍﻟﺘﺸﻐﻴﻠﻲ ﻟﺘﺤﺪﻳﺪ ﺍﻟﻔﺮﺹ ﻭﺍﳌﺨﺎﻃﺮ ﺍﻟﺴﺎﺋﺪﺓ ﻓﻴﻬﺎ‪ ،‬ﻭﺑﻌﺪ ﺫﻟﻚ ﻳﺘﻢ ﲢﺪﻳﺪ‬
‫ﺣﺠﻢ ﺍﻟﻔﺠﻮﺓ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺑﲔ ﺍﻟﻔﺮﺹ ﻭﺍﳌﺨﺎﻃﺮ ﺍﻟﺴﺎﺋﺪﺓ ﰲ ﺍﻟﺒﻴﺌﺔ ﺍﳋﺎﺭﺟﻴﺔ ﻭﻧﻘﺎﻁ ﺍﻟﻘﻮﺓ ﻭﺍﻟﻀﻌﻒ‬
‫ﺍﳌﺘﻮﺍﻓﺮﺓ ﻟﺪﻯ ﺍﳌﻨﺸﺄﺓ ﻛﻜﻞ ﻭﰲ ﻛﻞ ﻧﺸﺎﻁ ﻣﻦ ﺃﻧﺸﻄﺘﻬﺎ‪ ،‬ﻛﻞ ﻋﻠﻰ ﺣﺪﺓ‪.‬‬
‫ﺇﻥ ﻣﻌﻈﻢ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺗﺘﻢ ﻋﻠﻰ ﺃﺳﺎﺱ ﻣﻌﺮﻓﺔ ﻏﲑ ﻛﺎﻣﻠﺔ‪ ،‬ﺇﻣﺎ ﺑﺴﺒﺐ ﻋﺪﻡ ﺗﻮﺍﻓﺮ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺃﻭ ﺃﻥ ﺍﳊﺼﻮﻝ‬
‫ﻋﻠﻴﻬﺎ ﻳﻜﻠﻒ ﺍﻟﻜﺜﲑ ﻣﻦ ﺍﻟﻮﻗﺖ ﻭﺍﳉﻬﺪ ﻭﺍﳌﺎﻝ‪.‬‬
‫ﻭ ﻟﻴﺲ ﻣﻦ ﺍﻟﻀﺮﻭﺭﻱ ﻣﻌﺮﻓﺔ ﻛﻞ ﺍﳊﻘﺎﺋﻖ ﻻﲣﺎﺫ ﻗﺮﺍﺭ ﺳﻠﻴﻢ‪ ،‬ﻭﻟﻜﻦ ﻣﻦ ﺍﻟﻀﺮﻭﺭﻱ ﻣﻌﺮﻓﺔ ﻣﺎﻫﻲ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﻨﺎﻗﺼﺔ ﺣﱴ ﳝﻜﻦ ﺗﻘﺪﻳﺮ ﺩﺭﺟﺔ ﺍﳋﻄﺮ ﺍﻟﱵ ﻳﻨﻄﻮﻱ ﻋﻠﻴﻬﺎ ﺍﻟﻘﺮﺍﺭ ﻭﻣﺪﻯ ﺩﻗﺘﻪ‪.2‬‬

‫‪1‬‬
‫‪Philip Kotler & Bernard Dubois, Marketing Management, Publi-Union, Dixième édition,‬‬
‫‪Paris, 2000, p 94.‬‬
‫‪ 2‬ﲨﻴﻞ ﺃﲪﺪ ﺗﻮﻓﻴﻖ‪ ،‬ﻣﺬﻛﺮﺍﺕ ﰲ ﺇﺩﺍﺭﺓ ﺍﻷﻋﻤﺎﻝ‪ ،‬ﺩﺍﺭ ﺍﻟﻨﻬﻀﺔ ﺍﻟﻌﺮﺑﻴﺔ‪ ،‬ﺑﲑﻭﺕ‪ ،‬ﻟﺒﻨﺎﻥ‪ ،1975 ،‬ﺹ‪.65‬‬
‫‪12‬‬
 ‫ﺭﺍﺑﻌﺎ‪ :‬ﺇﳚﺎﺩ ﺑﺪﺍﺋﻞ ﳊﻞ ﺍﳌﺸﻜﻠﺔ‬
‫ﰲ ﺣﻘﻴﻘﺔ ﺍﻷﻣﺮ ﺇﻥ ﻭﺟﻮﺩ ﻣﺸﻜﻠﺔ ﻣﺎ ﻳﻘﺘﻀﻲ ﺗﻌﺪﺩ ﻭﺗﺒﺎﻳﻦ ﺍﻵﺭﺍﺀ ﺣﻮﳍﺎ‪ ،‬ﺫﻟﻚ ﺃﻧﻪ ﺇﺫﺍ ﻛﺎﻥ ﳍﺎ ﺣﻞ‬
‫ﻭﺍﺣﺪ ﻓﻠﻦ ﺗﻜﻮﻥ ﻫﻨﺎﻙ ﻣﺸﻜﻠﺔ ﺍﲣﺎﺫ ﻗﺮﺍﺭ ﻷﻥ ﻣﺘﺨﺬﻩ ﺳﻴﻜﻮﻥ ﻣﺮﻏﻤﹰﺎ ﻋﻠﻰ ﺗﺒﲏ ﺍﳊﻞ ﺍﻟﻮﺣﻴﺪ ﺍﳌﺘﻮﻓﺮ‬
‫ﻟﺪﻳﻪ‪.‬‬
‫ﻭ ﺍﳌﻼﺣﻆ ﺃﻥ ﺍﳌﺪﻳﺮﻳﻦ ﰲ ﺳﻴﺎﻕ ﲝﺜﻬﻢ ﻋﻦ ﺑﺪﺍﺋﻞ ﳊﻞ ﺍﳌﺸﻜﻠﺔ ﻳﻠﺠﺆﻭﻥ ﺇﱃ ﺍﻟﺒﺪﺍﺋﻞ ﺍﳌﻌﺮﻭﻓﺔ ﺳﻠﻔﺎ )ﺃﻱ‬
‫ﺍﻟﱵ ﺳﺒﻖ ﺍﺳﺘﺨﺪﺍﻣﻬﺎ ﻛﺤﻠﻮﻝ(‪ ،‬ﻓﺈﺫﺍ ﻣﺎ ﻇﻬﺮ ﺑﺄ‪‬ﺎ ﻏﲑ ﻣﻨﺎﺳﺒﺔ ﳉﺆﻭﺍ ﺇﱃ ﺍﻟﺘﺼﻮﺭ ﻭﺍﻟﺘﻔﻜﲑ ﺍﻹﺑﺘﻜﺎﺭﻱ‬
‫)ﺍﳋﻼﻕ( ﻹﳚﺎﺩ ﺍﳊﻠﻮﻝ ﺍﳌﺨﺘﻠﻔﺔ‪ ،‬ﻓﺈﺫﺍ ﻛﺎﻥ ﺗﺸﺨﻴﺺ ﺍﳌﺸﻜﻠﺔ ﻳﻌﺘﻤﺪ ﻋﻠﻰ ﺍﻟﺘﻔﻜﲑ ﺍﳌﻨﻄﻘﻲ )ﺍﻟﺬﻱ ﻳﺮﺗﻜﺰ‬
‫ﻋﻠﻰ ﺍﻟﺘﺤﻠﻴﻞ ﻭﺍﳌﻘﺎﺭﻧﺔ(ﻓﺈﻥ ﺇﳚﺎﺩ ﺍﳊﻠﻮﻝ ﺍﻟﺒﺪﻳﻠﺔ ﳍﺎ ﻳﻌﺘﻤﺪ ﻋﻠﻰ ﺍﻟﺘﻔﻜﲑ ﺍﻹﺑﺘﻜﺎﺭﻱ ﺍﻟﺬﻱ ﻳﺮﺗﻜﺰ ﻋﻠﻰ‬
‫‪1‬‬
‫ﺍﻟﺘﺼﻮﺭ ﻭﺍﻟﺘﻨﺒﺆ ﻭﺧﻠﻖ ﺍﻷﻓﻜﺎﺭ‪.‬‬
‫ﻛﻤﺎ ﻳﻮﺍﺟﻪ ﺍﳌﺪﺭﺍﺀ ﻋﺪﺩﺍ ﻣﻦ ﺍﻟﻘﻴﻮﺩ ﲢﺪ ﻣﻦ ﳎﺎﻝ ﺗﺼﺮﻓﻬﻢ ﻭﺗﻔﺮﺽ ﻋﻠﻴﻬﻢ ﺑﻌﺾ ﺍﳊﻠﻮﻝ ﺍﳌﻤﻜﻨﺔ‪ ،‬ﻭﻣﻦ‬
‫ﺃﻫﻢ ﺍﻟﻘﻴﻮﺩ ﻳﻮﺟﺪ ﻋﺎﻣﻞ ﺍﻟﻮﻗﺖ ﻭﻛﺬﺍ ﺍﳌﻮﺍﺭﺩ ﺍﳌﺎﻟﻴﺔ ﻭﺍﳌﺎﺩﻳﺔ ﺍﳌﺘﺎﺣﺔ‪ ،‬ﻭﻛﺬﺍ ﺩﺭﺟﺔ ﺍﳌﺨﺎﻃﺮﺓ‪ ،‬ﺇﺿﺎﻓﺔ ﺇﱃ‬
‫ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﻘﻴﻮﺩ ﺍﻷﺧﺮﻯ ﻛﺎﻷﻧﻈﻤﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻭﺍﻹﻣﻜﺎﻧﻴﺎﺕ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺔ ﻭﺍﻟﻈﺮﻭﻑ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ﻭﻛﺬﺍ‬
‫ﺍﻷﻫﺪﺍﻑ ﺍﻟﺸﺨﺼﻴﺔ ﻟﻸﻓﺮﺍﺩ ﺍﻟﻌﺎﻣﻠﲔ ﺑﺎﳌﻨﻈﻤﺔ ﻭﻗﺪﺭ‪‬ﻢ ﻋﻠﻰ ﺗﻨﻔﻴﺬ ﺍﻟﺒﺪﻳﻞ‪ ،‬ﻛﻤﺎ ﺃﻥ ﻗﺮﺍﺭﺍﺕ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ‬
‫ﰲ ﺍﳌﻨﻈﻤﺔ ﻗﺪ ﺗﺴﺎﻫﻢ ﰲ ﺇﺑﻌﺎﺩ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﺒﺪﺍﺋﻞ ﻟﻠﻘﺮﺍﺭﺍﺕ ﺍﳌﺘﺨﺬﺓ ﰲ ﺍﻹﺩﺍﺭﺍﺕ ﺍﻟﺪﻧﻴﺎ‪.‬‬

‫ﺧﺎﻣﺴﺎ‪ :‬ﺗﻘﻴﻴﻢ ﺍﻟﺒﺪﺍﺋﻞ ﺍﳌﺨﺘﺎﺭﺓ‬

‫ﺣﲔ ﺍﻻﻧﺘﻬﺎﺀ ﻣﻦ ﻭﺿﻊ ﺍﻟﺒﺪﺍﺋﻞ ﺍﳌﺘﺎﺣﺔ‪ ،‬ﳚﺪ ﺍﳌﺪﻳﺮ ﻧﻔﺴﻪ ﺃﻣﺎﻡ ﺿﺮﻭﺭﺓ ﺗﻘﻴﻴﻤﻬﺎ ﻻﺧﺘﻴﺎﺭ ﺍﻟﺒﺪﻳﻞ‬
‫ﺍﳌﻨﺎﺳﺐ‪ ،‬ﻭﺫﻟﻚ ﻷﻥ ﺃﻱ ﺣﻞ ﻣﻦ ﻫﺬﻩ ﺍﳊﻠﻮﻝ ﻳﺘﻀﻤﻦ ﻋﺪﺓ ﻣﺰﺍﻳﺎ ﻭﻋﻴﻮﺏ؛ ﺇﺫ ﻻ ﺗﺘﺴﺎﻭﻯ ﺍﳊﻠﻮﻝ ﲨﻴﻌﺎ‬
‫ﻣﻦ ﺣﻴﺚ ﻗﺪﺭ‪‬ﺎ ﻋﻠﻰ ﲢﻘﻴﻖ ﺍﳍﺪﻑ‪ ،‬ﻭﻣﻦ ﻫﻨﺎ ﺗﺄﰐ ﺃﳘﻴﺔ ﺍﻟﺪﺭﺍﺳﺎﺕ ﺍﻟﺘﺤﻠﻴﻠﻴﺔ ﻟﻠﻤﺸﻜﻠﺔ‪ ،‬ﻭﻛﺬﺍ ﻟﻠﻘﺮﺍﺭ‬
‫‪2‬‬
‫ﺍﳌﺰﻣﻊ ﺍﲣﺎﺫﻩ‪.‬‬
‫ﺇﻥ ﻋﻤﻠﻴﺔ ﺍﳌﻔﺎﺿﻠﺔ ﺑﲔ ﺍﻟﺒﺪﺍﺋﻞ ﻟﻴﺴﺖ ﻋﻤﻠﻴﺔ ﺳﻬﻠﺔ ﻭﻭﺍﺿﺤﺔ ﺩﺍﺋﻤﺎ‪ ،‬ﺇﺫ ﺃﻥ ﺍﻟﺒﺪﺍﺋﻞ ﻋﺎﺩﺓ ﻣﺎ ﺗﺘﻀﻤﻦ‬
‫ﻋﻮﺍﻣﻞ ﻏﲑ ﻣﻠﻤﻮﺳﺔ ﻳﺼﻌﺐ ﻭﺿﻊ ﻣﻌﺎﻳﲑ ﺩﻗﻴﻘﺔ ﻟﻘﻴﺎﺳﻬﺎ‪ ،‬ﻓﻀﻼ ﻋﻦ ﺿﻴﻖ ﺍﻟﻮﻗﺖ ﺍﳌﺘﺎﺡ ﺃﻣﺎﻡ ﻣﺘﺨﺬ‬
‫ﺍﻟﻘﺮﺍﺭ ﻻﻛﺘﺸﺎﻑ ﺍﻟﻨﺘﺎﺋﺞ ﺍﳌﺘﻮﻗﻌﺔ ﻟﻜﻞ ﺑﺪﻳﻞ‪.‬‬
‫ﻭ ﻫﻨﺎﻙ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﳌﻌﺎﻳﲑ ﺍﻟﱵ ﳝﻜﻦ ﺍﺳﺘﺨﺪﺍﻣﻬﺎ ﻟﻠﻤﻔﺎﺿﻠﺔ ﻣﺎ ﺑﲔ ﺍﳊﻠﻮﻝ ﺍﳌﻘﺘﺮﺣﺔ‪ ،3‬ﻣﻨﻬﺎ‪:‬‬

‫‪ 1‬ﻋﻠﻲ ﺍﳊﺎﻣﺪﻱ‪ ،‬ﺛﻼﺛﻮﻥ ﻃﺮﻳﻘﺔ ﻟﺘﻮﻟﻴﺪ ﺍﻷﻓﻜﺎﺭ ﺍﻹﺑﺪﺍﻋﻴﺔ‪ ،‬ﺩﺍﺭ ﺍﺑﻦ ﺣﺰﻡ‪ ،‬ﺑﺪﻭﻥ ﺑﻠﺪ ﺍﻟﻨﺸﺮ ﻭﻻ ﺳﻨﺔ ﺍﻟﻨﺸﺮ‪ ،‬ﺹ‪.13‬‬
‫‪ 2‬ﻋﻠﻲ ﺃﲪﺪ ﺃﺑﻮ ﺍﳊﺴﻦ‪ ،‬ﺍﶈﺎﺳﺒﺔ ﺍﻹﺩﺍﺭﻳﺔ ﺍﳌﺘﻘﺪﻣﺔ‪ ،‬ﺍﻟﺪﺍﺭ ﺍﳉﺎﻣﻌﻴﺔ ﻟﻠﻨﺸﺮ‪ ،‬ﺍﻹﺳﻜﻨﺪﺭﻳﺔ‪ ،1997 ،‬ﺹ‪.24‬‬
‫‪ 3‬ﺃﲪﺪ ﳏﻤﺪ ﺍﳌﺼﺮﻱ‪ ،‬ﺍﳌﺮﺟﻊ ﺍﻟﺴﺎﺑﻖ‪ ،‬ﺹ‪.329‬‬
‫‪13‬‬
‫ﺇﻣﻜﺎﻧﻴﺔ ﺗﻨﻔﻴﺬ ﺍﻟﺒﺪﻳﻞ‪ ،‬ﻭﻣﺪﻯ ﺗﻮﺍﻓﺮ ﺍﳌـﻮﺍﺭﺩ ﺍﳌﺎﺩﻳﺔ ﻭﺍﻟﺒﺸﺮﻳﺔ ﻭﺍﻟﻄﺒﻴﻌﻴﺔ ﺍﻟﻼﺯﻣﺔ‪ .‬ﻭﻫﻨﺎ ﺗﺒﺪﻭ‬ ‫‪−‬‬

‫ﻭﺍﺿﺤﺔ ﺃﳘﻴﺔ ﺍﺳﺘﺒﻌﺎﺩ ﺍﻟﺒﺪﺍﺋﻞ ﺍﻟﱵ ﺗﻜﻮﻥ ﺇﻣﻜﺎﻧﻴﺔ ﺗﻨﻔﻴﺬﻫﺎ ﺻﻌﺒﺔ ﺃﻭ ﻣﺴﺘﺤﻴﻠﺔ ﺑﺴﺒﺐ ﺗﻌﺎﺭﺿﻬﺎ ﻣﻊ‬
‫ﺃﻫﺪﺍﻑ ﺍﳌﻨﻈﻤﺔ ﺃﻭ ﻣﻊ ﻇﺮﻭﻑ ﳏﻴﻄﻬﺎ‪.‬‬
‫‪ −‬ﺍﻟﺘﻜﺎﻟﻴﻒ ﻭﺍﳌﻮﺍﺭﺩ ﺍﻟﻨﺎﲨﺔ ﻋﻦ ﺗﻨﻔﻴﺬ ﺍﻟﺒﺪﻳﻞ‪ .‬ﻭﺍﻟﱵ ﳝﻜﻦ ﺗﻘﺪﻳﺮﻫﺎ ﻣﻦ ﺧﻼﻝ ﺍﳌﻮﺍﺯﻧﺔ ﺑﲔ‬
‫ﺍﳌﻜﺎﺳﺐ ﺍﻟﱵ ﻳﺘﻮﻗﻊ ﲢﻘﻴﻘﻬﺎ ﻣﻦ ﺗﻨﻔﻴﺬ ﺍﻟﺒﺪﻳﻞ ﻭﺍﳋﺴﺎﺋﺮ ﺍﻟﱵ ﻗﺪ ﺗﺘﺮﺗﺐ ﻋﻠﻴﻪ‪.‬‬
‫ﺁﺛﺎﺭ ﺗﻨﻔﻴﺬ ﺍﻟﺒﺪﻳﻞ ﻋﻠﻰ ﺍﳌﻨﺸﺄﺓ )ﺍﻷﻗﺴﺎﻡ ﻭﺍﻹﺩﺍﺭﺍﺕ ﻭﺍﻟﻮﻇﺎﺋﻒ ﻭﺍﻷﺩﺍﺀ( ﺃﻭ ﻋﻠﻰ ﺍﳌﻨﻈﻤﺎﺕ‬ ‫‪-‬‬
‫ﺍﻷﺧﺮﻯ‪ .‬ﻭﻫﺬﺍ ﳜﺘﻠﻒ ﺑﺎﺧﺘﻼﻑ ﺍﳌﺸﻜﻠﺔ ﻭﺃﳘﻴﺘﻬﺎ‪ ،‬ﻭﻣﺎ ﺇﺫﺍ ﻛﺎﻥ ﺍﻟﻘﺮﺍﺭ ﻭﻇﻴﻔﻴﺎ ﺃﻭ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎ ﳝﺲ‬
‫ﻣﻨﻈﻤﺎﺕ ﺃﺧﺮﻯ؛ ﻓﺈﻟﻐﺎﺀ ﺑﻌﺾ ﺍﻟﻌﻼﻭﺍﺕ ﺍﻹﺿﺎﻓﻴﺔ ﻟﻠﻌﻤﺎﻝ ﺳﻴﺨﻔﺾ ﻣﻦ ﺍﻟﺘﻜﺎﻟﻴﻒ ﻭﻟﻜﻨﻪ ﺳﻴﺆﺛﺮ ﻋﻠﻰ‬
‫ﻧﻔﺴﻴﺔ ﺍﻟﻌﺎﻣﻠﲔ‪ ،‬ﻭﺑﺎﻟﺘﺎﱄ ﻋﻠﻰ ﲢﻔﻴﺰﻫﻢ ﻭﺗﻔﺎﻧﻴﻬﻢ ﰲ ﺍﻟﻌﻤﻞ‪ ،‬ﳑﺎ ﻗﺪ ﻳﻜﻠﻒ ﺍﳌﺆﺳﺴﺔ ﻣﺒﺎﻟﻎ ﺃﻛﱪ ﳑﺎ ﻭﻓﺮﺗﻪ‬
‫ﺟﺮﺍﺀ ﲣﻔﻴﻀﻬﺎ ﻟﻠﻌﻼﻭﺍﺕ‪.‬‬
‫ﻭﻗﺖ ﻭﻇﺮﻭﻑ ﺃﺧﺬ ﺍﻟﺒﺪﻳﻞ‪ .‬ﻓﻘﺪ ﻻ ﺗﺴﻤﺢ ﺍﻟﻈﺮﻭﻑ ﺍﻟﻄﺎﺭﺋﺔ ﺍﻟﱵ ﺗﺘﻄﻠﺐ ﻣﻮﺍﺟﻬﺔ ﻋﺎﺟﻠﺔ ﳌﺘﺨﺬ‬ ‫‪−‬‬
‫ﺍﻟﻘﺮﺍﺭ ﺑﺈﺟﺮﺍﺀ ﺍﻟﺪﺭﺍﺳﺎﺕ ﺍﳌﻌﻤﻘﺔ ﻭﺍﻟﻀﺮﻭﺭﻳﺔ ﻟﻠﺤﻠﻮﻝ ﺍﻟﺒﺪﻳﻠﺔ‪ ،‬ﳑﺎ ﻳﻀﻄﺮﻩ ﺇﱃ ﺍﺧﺘﻴﺎﺭ ﺃﺣﺪ ﺍﳊﻠﻮﻝ ﺍﳌﺘﺎﺣﺔ‬
‫ﻭ ﺍﲣﺎﺫ ﻗﺮﺍﺭ ﻗﻮﻱ ﻭﻋﺎﺟﻞ ﲢﺖ ﺿﻐﻂ ﻫﺬﻩ ﺍﻟﻈﺮﻭﻑ‪ ،‬ﻭﻫﻮ ﻣﺎ ﻳﺴﻤﻰ "ﺑﺎﻟﻘﺮﺍﺭ ﲢﺖ ﺍﻟﻀﻐﻂ"‪،1‬ﻓﻔﻲ‬
‫ﻣﺜﻞ ﻫﺬﻩ ﺍﳌﻮﺍﻗﻒ ﻳﺘﻮﺧﻰ ﻣﺘﺨﺬ ﺍﻟﻘﺮﺍﺭ ﺍﺧﺘﻴﺎﺭ ﺃﻓﻀﻞ ﺍﳌﻤﻜﻦ ﰲ ﻇﻞ ﺍﻟﻈﺮﻭﻑ ﻭﺍﳌﺆﺛﺮﺍﺕ ﺍﻟﱵ ﺗﺴﻴﻄﺮ‬
‫ﻋﻠﻰ ﺍﳌﻮﻗﻒ‪.‬‬
‫ﺍﺳﺘﺠﺎﺑﺔ ﺍﳌﺮﺅﻭﺳﲔ ﻭﺗﻘﺒﻠﻬﻢ ﻟﻠﺒﺪﻳﻞ‪ .‬ﳌﺎ ﳍﻢ ﻣﻦ ﺃﺛﺮ ﰲ ﺗﻨﻔﻴﺬ ﻫﺬﺍ ﺍﻟﺒﺪﻳﻞ‪ ،‬ﻭﻫﻨﺎ ﺗﱪﺯ ﺿﺮﻭﺭﺓ‬ ‫‪−‬‬
‫ﺇﺷﺮﺍﻛﻬﻢ ﰲ ﺍﳌﻨﺎﻗﺸﺔ ﻭﺍﻟﺘﻘﻴﻴﻢ ﻭﺇﺑﺪﺍﺀ ﺍﻵﺭﺍﺀ ﺍﻟﱵ ﺗﻀﻊ ﺃﻣﺎﻡ ﻣﺘﺨﺬ ﺍﻟﻘﺮﺍﺭ ﺗﺼﻮﺭﺍ ﳌﺎ ﺳﻴﻜﻮﻥ ﻋﻠﻴﻪ ﺍﳊﻞ‬
‫ﻣﺴﺘﻘﺒﻼ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﻤﺮﺅﻭﺳﲔ‪.‬‬
‫ﺍﻟﺰﻣﻦ ﺍﻟﺬﻱ ﻳﺴﺘﻐﺮﻗﻪ ﺗﻨﻔﻴﺬ ﺍﻟﺒﺪﻳﻞ‪ .‬ﻓﻔﻲ ﻇﻞ ﺑﺪﻳﻼﻥ ﻳﻘﺪﻣﺎﻥ ﻟﻠﻤﺆﺳﺴﺔ ﻧﻔﺲ ﺍﻟﻨﺘﺎﺋﺞ‪ ،‬ﻭﺑﻨﻔﺲ‬ ‫‪−‬‬
‫ﺍﻟﺘﻜﺎﻟﻴﻒ ﺳﻴﻌﻤﺪ ﺍﳌﺪﻳﺮ ﺇﱃ ﺍﺧﺘﻴﺎﺭ ﺃﻳﻬﻤﺎ ﳛﻘﻖ ﺗﻠﻚ ﺍﻟﻨﺘﺎﺋﺞ ﰲ ﺃﻗﺼﺮ ﻭﻗﺖ‪ ،‬ﻭﻫﺬﺍ ﻳﺘﻮﻗﻒ ﻋﻠﻰ ﻃﺒﻴﻌﺔ‬
‫ﺍﳌﺸﻜﻠﺔ ﻭﻧﻮﻋﻬﺎ‪.‬‬

‫ﺳﺎﺩﺳﺎ‪ :‬ﺍﺧﺘﻴﺎﺭ ﺍﻟﺒﺪﻳﻞ ﺍﻷﻓﻀﻞ‬

‫ﺑﻌﺪ ﻣﺮﻭﺭ ﺍﻟﻘﺮﺍﺭ ﺑﺎﳌﺮﺍﺣﻞ ﺍﻟﺴﺎﺑﻘﺔ ﳚﺪ ﺍﳌﺪﻳﺮ ﻧﻔﺴﻪ ﺃﻣﺎﻡ ﺿﺮﻭﺭﺓ ﺍﺧﺘﻴﺎﺭ ﺃﺣﺪ ﺍﻟﺒﺪﺍﺋﻞ ﺍﻟﺬﻱ ﻳﺘﻮﻗﻊ‬
‫ﺃﻥ ﳛﻘﻖ ﻟﻪ ﺃﻓﻀﻞ ﺍﻟﻨﺘﺎﺋﺞ )ﻋﻠﻰ ﺳﺒﻴﻞ ﺍﳌﺜﺎﻝ ﺃﻛﱪ ﻋﺎﺋﺪ ﺑﺄﻗﻞ ﺗﻜﻠﻔﺔ(‪ .‬ﻭﻗﺪ ﰎ ﺍﻟﻘﻮﻝ ﺳﺎﺑﻘﺎ ﺑﺄﻥ ﻋﻤﻠﻴﺔ‬
‫ﺗﻘﻴﻴﻢ ﺍﻟﺒﺪﺍﺋﻞ ﻋﻤﻠﻴﺔ ﺻﻌﺒﺔ ﲟﻜﺎﻥ‪ ،‬ﺇﺫ ﺃ‪‬ﺎ ﺗﺘﻄﻠﺐ ﳎﻬﻮﺩﺍ ﻓﻜﺮﻳﺎ ﻣﻦ ﻣﺘﺨﺬ ﺍﻟﻘﺮﺍﺭ ﻹﺟﺮﺍﺀ ﺍﳌﻮﺍﺯﻧﺔ ﻭﺍﻟﺘﻘﻴﻴﻢ‬

‫‪ 1‬ﺃﲪﺪ ﳏﻤﺪ ﺍﳌﺼﺮﻱ‪ ،‬ﺍﳌﺮﺟﻊ ﺍﻟﺴﺎﺑﻖ‪ ،‬ﺹ‪.330‬‬

‫‪14‬‬
‫ﺍﻟﺪﻗﻴﻖ ﳌﺰﺍﻳﺎ ﻭﻋﻴﻮﺏ ﻛﻞ ﺑﺪﻳﻞ ﻣﻦ ﺍﻟﺒﺪﺍﺋﻞ ﺍﳌﻘﺘﺮﺣﺔ؛ ﻓﻌﻤﻠﻴﺔ ﺍﻻﺧﺘﻴﺎﺭ ﺗﺘﺄﺛﺮ ﺑﺎﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﻌﻮﺍﻣﻞ‪ ،‬ﺑﻌﻀﻬﺎ‬
‫ﺫﻭ ﺻﺒﻐﺔ ﻣﻮﺿﻮﻋﻴﺔ ﻭﺍﻵﺧﺮ ﺫﻭﺻﺒﻐﺔ ﺷﺨﺼﻴﺔ ﻣﻦ ﺧﱪﺓ ﻣﺘﺨﺬ ﺍﻟﻘﺮﺍﺭ ﻭﻣﻌﺮﻓﺘﻪ ﻭﺩﻭﺍﻓﻌﻪ ﻭﻣﺸﺎﻋﺮﻩ‬
‫ﻭﺭﻏﺒﺎﺗﻪ )ﻓﻘﺪ ﺗﻜﻮﻥ ﻣﻴﻮﻟﻪ ﺗﻔﺎﺅﻟﻴﺔ ﺃﻭ ﺗﺸﺎﺅﻣﻴﺔ( ﻭﺑﻌﻀﻬﺎ ﺫﻭ ﺻﺒﻐﺔ ﺑﻴﺌﻴﺔ ﻧﺎﺑﻌﺔ ﻣﻦ ﻣﺘﻄﻠﺒﺎﺕ ﺍﳌﻮﻗﻒ‬
‫ﺍﻹﺩﺍﺭﻱ ﺍﻟﺬﻱ ﳛﻜﻢ ﻋﻤﻠﻴﺔ ﺍﻻﺧﺘﻴﺎﺭ‪ ،‬ﻭﻛﻠﻤﺎ ﺗﻮﻓﺮﺕ ﻟﻠﻤﺪﻳﺮ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﻜﺎﻓﻴﺔ ﻋﻦ ﳐﺘﻠﻒ ﺍﻟﺒﺪﺍﺋﻞ‪ ،‬ﻭﰲ‬
‫ﻭﻗﺘﻬﺎ ﺍﳌﻨﺎﺳﺐ ﻛﻠﻤﺎ ﻛﺎﻥ ﺍﳌﺪﻳﺮ ﺣﺎﲰﺎ ﰲ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﻭﻛﺎﻧﺖ ﻋﻤﻠﻴﺔ ﺍﺧﺘﻴﺎﺭﻩ ﺍﻟﺒﺪﻳﻞ ﺑﻌﻴﺪﺓ ﻋﻦ ﺍﻟﺬﺍﺗﻴﺔ‬
‫ﻭﺑﺎﻟﺘﺎﱄ ﺗﻘﻠﻞ ﻣﻦ ﺍﳌﺨﺎﻃﺮﺓ ﻭﺗﺰﻳﺪ ﻣﻦ ﺍﺣﺘﻤﺎﻻﺕ ﺭﺷﺎﺩﺓ ﺍﻟﻘﺮﺍﺭ‪ ،‬ﺃﻣﺎ ﺇﺫﺍ ﻛﺎﻥ ﺍﻟﻌﻜﺲ ﻓﺴﻴﻜﻮﻥ ﺍﳌﺪﻳﺮ‬
‫ﻣﺘﺮﺩﺩﺍ ﰲ ﺍﲣﺎﺫﻩ ﳍﺬﺍ ﺍﻟﻘﺮﺍﺭ؛ ﻭﻟﺬﺍ ﻭﺟﺐ ﻋﻠﻴﻪ ﺃﻻ ﻳﺪﺧﺮ ﻭﺳﻌﺎ ﰲ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﻄﺮﻕ ﺍﻟﺮﻳﺎﺿﻴﺔ ﻭﻛﺬﺍ‬
‫ﺃﺳﺎﻟﻴﺐ ﺍﻷﻣﺜﻠﻴﺔ )ﻛﺎﻟﺴﻤﺒﻠﻜﺲ ﻭﲢﻠﻴﻞ ﺍﳊﺴﺎﺳﻴﺔ( ﻭﺃﻥ ﻳﺘﺤﻜﻢ ﺟﻴﺪﺍ ﰲ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺗﻴﺔ‬
‫ﻭﺍﻻﺗﺼﺎﻝ‪ ،‬ﻷﻥ ﻗﺮﺍﺭﻩ ﻫﺬﺍ ﺳﻴﻨﺠﺮ ﻋﻠﻴﻪ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﻔﺮﻋﻴﺔ ﺍﻟﱵ ﻗﺪ ﺗﻘﺮﺭ ﻣﺼﲑ ﺍﳌﻨﻈﻤﺔ ﻛﻜﻞ‪،‬‬
‫ﺇﺿﺎﻓﺔ ﺇﱃ ﲰﻌﺘﻪ ﻫﻮ ﻭﻣﺴﺘﻘﺒﻠﻪ ﰲ ﺍﳌﻨﻈﻤﺔ‪.‬‬

‫ﺳﺎﺑﻌﺎ‪ :‬ﺗﻨﻔﻴﺬ ﺍﻟﻘﺮﺍﺭ ﻭﻣﺘﺎﺑﻌﺘﻪ‬

‫ﺇﻥ ﻣﻬﻤﺔ ﺍﳌﺪﻳﺮ ﻻ ﺗﻨﺘﻬﻲ ﻓﻮﺭ ﺍﺧﺘﻴﺎﺭ ﺍﻟﺒﺪﻳﻞ ﺍﻷﻓﻀﻞ‪ ،‬ﻭﺇﳕﺎ ﺗﻨﺘﻘﻞ ﺇﱃ ﻣﺮﺣﻠﺔ ﺍﻟﺘﻨﻔﻴﺬ ﺍﻟﻔﻌﻠﻲ ﻋﻦ‬
‫ﻃﺮﻳﻖ ﺟﻬﻮﺩ ﺍﻵﺧﺮﻳﻦ‪ ،‬ﺑﺪﺀﺍ ﺑﺈﺑﻼﻏﻬﻢ ﺑﺎﻟﻘﺮﺍﺭ ﺍﳌﺘﺨﺬ ﻭﻣﺮﻭﺭﺍ ﺑﺸﺮﺡ ﺃﺑﻌﺎﺩﻩ ﻭﺍﻟﻌﻤﻞ ﻋﻠﻰ ﺯﻳﺎﺩﺓ ﻗﺒﻮﳍﻢ ﺑﻪ‬
‫ﻭﻛﺬﺍ ﲢﻔﻴﺰﻫﻢ ﻋﻠﻰ ﺗﻨﻔﻴﺬﻩ ﺑﺎﻟﺸﻜﻞ ﺍﻟﺬﻱ ﳛﻘﻖ ﺃﻛﺜﺮ ﻓﻌﺎﻟﻴﺔ ﻭﻛﻔﺎﺀﺓ ﻭﺍﻧﺘﻬﺎﺀﺍ ﲟﺘﺎﺑﻌﺔ ﺍﻟﺘﻨﻔﻴﺬ ﻭﺗﻘﻮﱘ‬
‫ﺍﻻﳓﺮﺍﻓﺎﺕ ﺍﻟﱵ ﻗﺪ ﺗﺸﻮﺑﻪ‪.‬‬
‫ﻭ ﻋﻠﻰ ﺍﳌﺴﺆﻭﻝ ﻋﻦ ﻫﺬﺍ ﺍﻟﻘﺮﺍﺭ ﺃﻥ ﻳﺮﺍﻋﻲ ﺍﻹﺟﺮﺍﺀﺍﺕ ﺍﻟﻼﺯﻣﺔ ﻟﺘﻨﻔﻴﺬﻩ ﻭﺍﻟﺘﻤﻬﻴﺪ ﻟﻪ‪ ،‬ﻭﻛﺬﺍ ﺍﻟﺴﺮﻋﺔ‬
‫ﺍﻟﻮﺍﺟﺒﺔ ﰲ ﺍﻟﺘﻨﻔﻴﺬ؛ ﻭﺫﻟﻚ ﺑﺼﻴﺎﻏﺔ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﳋﻄﻂ ﺍﻟﺘﺸﻐﻴﻠﻴﺔ‪ ،‬ﻛﻤﺎ ﻋﻠﻴﻪ ﺃﻥ ﻳﺄﺧﺬ ﺑﻌﲔ ﺍﻻﻋﺘﺒﺎﺭ‬
‫ﳎﻤﻮﻋﺔ ﺍﻟﻨﺘﺎﺋﺞ ﻏﲑ ﺍﳌﺘﻮﻗﻌﺔ ﺍﻟﱵ ﻗﺪ ﺗﻨﺸﺄ ﺃﺛﻨﺎﺀ ﺍﻟﺘﻨﻔﻴﺬ ﻋﻠﻰ ﺍﻟﺮﻏﻢ ﻣﻦ ﻛﻞ ﺍﳋﻄﻮﺍﺕ ﺍﳌﺪﺭﻭﺳﺔ ﺍﻟﱵ ﻗﺎﻡ‬
‫‪‬ﺎ‪.‬‬
‫ﻭ ﻋﻤﻠﻴﺔ ﺍﻟﺘﻨﻔﻴﺬ ﻣﻦ ﺍﻷﺟﺪﺭ ﺃﻥ ﺗﺼﺎﺣﺒﻬﺎ ﻋﻤﻠﻴﺔ ﺗﻘﻴﻴﻢ ﺩﻭﺭﻳﺔ ﻟﻠﺘﺤﻘﻖ ﻣﻦ ﻓﻌﺎﻟﻴﺔ ﻭﻛﻔﺎﺀﺓ ﺍﻟﻘﺮﺍﺭ ﺍﳌﺘﺨﺬ‬
‫ﻣﻦ ﺧﻼﻝ ﲢﻘﻴﻘﻪ ﻟﻠﻨﺘﺎﺋﺞ ﺍﳌﺮﺟﻮﺓ‪ ،‬ﻭﺗﻘﻮﱘ )ﺗﺼﺤﻴﺢ( ﺍﻻﳓﺮﺍﻓﺎﺕ ﺇﻥ ﻭﺟﺪﺕ؛ ﻓﻤﻦ ﺍﳋﻄﺄ ﺃﻥ ﻳﺘﺨﺬ‬
‫ﺍﳌﺪﻳﺮ ﻗﺮﺍﺭﺍ ﰒ ﻳﻨﺴﺎﻩ ﻭ ﻳﻬﻤﻞ ﺗﻘﻴﻴﻢ ﻧﺘﺎﺋﺠﻪ‪.1‬‬

‫‪ 1‬ﺧﻠﻴﻞ ﳏﻤﺪ ﺣﺴﻦ ﺍﻟﺸﻤﺎﻉ‪ ،‬ﺍﳌﺮﺟﻊ ﺍﻟﺴﺎﺑﻖ‪ ،‬ﺹ‪.122‬‬

‫‪15‬‬
 ‫ﺍﻟﻤﻄﻠﺐ ﺍﻟﺮﺍﺑﻊ‪ :‬ﺧﺼﺎﺋﺺ ﻗﺮﺍﺭﺍﺕ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴـﺎ‬
‫ﺇﻥ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﳌﻬﺘﻤﲔ ﲟﺠﺎﻝ ﺇﺩﺍﺭﺓ ﺍﻷﻋﻤﺎﻝ ﻳﻄﻠﻘﻮﻥ ﻋﻠﻰ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﻣﺼﻄﻠﺢ "ﺍﻹﺩﺍﺭﺓ‬
‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ" ﻭﺫﻟﻚ ﻷﻥ ﺍﻟﺴﻤﺔ ﺍﳌﻤﻴﺰﺓ ﳍﺎ ﻫﻲ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ‪ ،‬ﻭﻗﻴﺎﻣﻬﺎ ﺑﺘﺤﻠﻴﻞ ﺍﻟﻘﻴﻮﺩ‬
‫ﻭﺍﻟﻔﺮﺹ ﻣﻦ ﻣﻨﻈﻮﺭ ﺍﺳﺘﺮﺍﺗﻴﺠﻲ ﻃﻮﻳﻞ ﺍﻷﺟﻞ‪ -‬ﻭﺫﻟﻚ ﲞﻼﻑ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﱵ ﻳﺘﻢ ﺍﲣﺎﺫﻫﺎ ﰲ‬
‫ﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺍﻟﺪﻧﻴﺎ‪ -‬ﻭﺗﻌﺎﻣﻠﻬﺎ ﻣﻊ ﺍﻟﻘﻀﺎﻳﺎ ﺫﺍﺕ ﺍﻷﺛﺮ ﺍﳌﺴﺘﻘﺒﻠﻲ ﻃﻮﻳﻞ ﺍﻷﺟﻞ ﻋﻠﻰ ﺍﳌﻨﻈﻤﺔ‪،‬‬
‫ﻓﺎﻟﻘﻀﺎﻳﺎ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺗﺘﻄﻠﺐ ﻗﺮﺍﺭﺍﺕ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﻷ‪‬ﺎ ﺗﺆﺛﺮ ﻋﻠﻰ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﳎﺎﻻﺕ‬
‫ﺍﻟﻨﺸﺎﻁ ﻭﺍﻟﻌﻤﻠﻴﺎﺕ ﰲ ﺍﳌﻨﻈﻤﺔ‪ ،‬ﻛﻤﺎ ﺃﻥ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﻫﻲ ﺍﻟﱵ ﲤﺘﻠﻚ ﺍﻟﻘﻮﺓ ﻭﺍﻟﺴﻠﻄﺔ ﺍﻟﻼﺯﻣﺘﲔ‬
‫ﻟﺘﺨﺼﻴﺺ ﺍﳌﻮﺍﺭﺩ ﺍﳌﻄﻠﻮﺑﺔ ﻟﻠﺘﻨﻔﻴﺬ‪ ،‬ﻭﻗﺮﺍﺭﺍ‪‬ﺎ ﺗﺘﻤﻴﺰ ﺑﺎﻷﻭﻟﻮﻳﺔ‪ ،‬ﺍﻟﺸﻤﻮﻝ ﻭﻋﺪﻡ ﺍﻟﺘﻜﺮﺍﺭ‪ .‬ﻭﻓﻴﻤﺎ ﻳﻠﻲ ﺃﻫﻢ‬
‫ﺧﺼﺎﺋﺺ ﻗﺮﺍﺭﺍﺕ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ‪:1‬‬
‫‪ .01‬ﺗﺘﺴﻢ ﺍﻟﻘﻀﺎﻳﺎ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺑﺎﻟﺘﻮﺟﻪ ﺍﳌﺴﺘﻘﺒﻠﻲ‪ :‬ﻓﻘﺮﺍﺭﺍ‪‬ﺎ ﺗﺴﺘﻨﺪ ﻏﺎﻟﺒﺎ ﻋﻠﻰ ﺗﻨﺒﺆﺍﺕ ﺍﳌﺪﻳﺮﻳﻦ‬
‫ﺍﳌﺴﺘﻘﺒﻠﻴﺔ ﻭﻟﻴﺲ ﳎﺮﺩ ﻣﻌﺮﻓﺘﻬﻢ ﺍﳊﺎﻟﻴﺔ‪ ،‬ﻭﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺍﻟﺴﻴﻨﺎﺭﻳﻮﻫﺎﺕ ﺍﳌﺴﺘﻘﺒﻠﻴﺔ ﺍﻟﱵ ﺳﻮﻑ ﲤﻜﻦ ﺍﳌﻨﻈﻤﺔ‬
‫ﻣﻦ ﺍﺧﺘﻴﺎﺭ ﺃﻓﻀﻞ ﺍﻟﺒﺪﺍﺋﻞ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ‪.‬‬
‫‪ .02‬ﺗﻌﺪﺩ ﺗﺄﺛﲑﺍﺕ ﺃﻭ ﻧﺘﺎﺋﺞ ﺍﻟﻘﻀﺎﻳﺎ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ‪ :‬ﻓﺎﻟﻘﺮﺍﺭﺍﺕ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﲤﺘﻠﻚ ﺗﺄﺛﲑﺍﺕ ﻣﻌﻘﺪﺓ‬
‫ﺑﺎﻟﻨﺴﺒﺔ ﻟﻐﺎﻟﺒﻴﺔ ﳎﺎﻻﺕ ﺍﻟﻨﺸﺎﻁ ﰲ ﺍﳌﻨﻈﻤﺔ؛ ﻓﺎﻟﻘﺮﺍﺭﺍﺕ ﺑﺸﺄﻥ ﻣﺰﻳﺞ ﺍﻟﻌﻤﻼﺀ‪ ،‬ﺍﻟﺘﺮﻛﻴﺰ ﺍﻟﺘﻨﺎﻓﺴﻲ‪ ،‬ﺃﻭ‬
‫ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻋﻠﻰ ﺳﺒﻴﻞ ﺍﳌﺜﺎﻝ ﺗﺆﺛﺮ ﺑﺎﻟﻀﺮﻭﺭﺓ ﻋﻠﻰ ﺃﻧﺸﻄﺔ ﻭﻧﺘﺎﺋﺞ ﺃﻋﻤﺎﻝ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﻭﺣﺪﺍﺕ‬
‫ﺍﻷﻋﻤﺎﻝ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺃﻭ ﺍﳌﺼﺎﱀ ﺃﻭ ﺍﻷﻗﺴﺎﻡ‪ ،‬ﻓﺠﻤﻴﻊ ﻫﺬﻩ ﺍ‪‬ﺎﻻﺕ ﺳﻮﻑ ﺗﺘﺄﺛﺮ ﺑﺈﻋﺎﺩﺓ ﲣﺼﻴﺺ ﺍﳌﻮﺍﺭﺩ‬
‫ﻭﺍﳌﺴﺆﻭﻟﻴﺎﺕ ﺍﻟﻨﺎﲡﺔ ﻋﻦ ﺍﲣﺎﺫ ﻫﺬﻩ ﺍﻟﻘﺮﺍﺭﺍﺕ‪.‬‬
‫‪ .03‬ﺗﺘﻄﻠﺐ ﺍﻟﻘﻀﺎﻳﺎ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺃﺧﺬ ﻣﺘﻐﲑﺍﺕ ﺍﻟﺒﻴﺌﺔ ﺍﳋﺎﺭﺟﻴﺔ ﰲ ﺍﻻﻋﺘﺒﺎﺭ‪ :‬ﺇﻥ ﲨﻴﻊ ﻣﻨﻈﻤﺎﺕ‬
‫ﺍﻷﻋﻤﺎﻝ ﲤﺎﺭﺱ ﺃﻧﺸﻄﺘﻬﺎ ﰲ ﻇﻞ ﻧﻈﺎﻡ ﻣﻔﺘﻮﺡ‪ ،‬ﻭﺑﺎﻟﺘﺎﱄ ﻓﺈ‪‬ﺎ ﺗﺘﺄﺛﺮ ﺑﺎﻟﻈﺮﻭﻑ ﻭﺍﻷﺣﺪﺍﺙ ﺍﳋﺎﺭﺟﻴﺔ ﺍﻟﱵ‬
‫ﺗﻘﻊ ﺧﺎﺭﺝ ﻧﻄﺎﻕ ﺳﻴﻄﺮ‪‬ﺎ؛ ﻟﺬﺍ ﻓﺈﻥ ﲢﻘﻴﻖ ﺍﳌﻜﺎﻧﺔ ﺍﻟﺴﻮﻗﻴﺔ ﺍﳌﻼﺋﻤﺔ ﻳﺘﻄﻠﺐ ﻣﻦ ﺍﳌﺪﻳﺮﻳﻦ ﺍﻟﻨﻈﺮ ﺇﱃ ﻣﺎﻫﻮ‬
‫ﺃﺑﻌﺪ ﻣﻦ ﺃﻧﺸﻄﺔ ﻭﻋﻤﻠﻴﺎﺕ ﺍﳌﻨﻈﻤﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ‪ ،‬ﻟﺘﺤﻠﻴﻞ ﻭﺗﻔﺴﲑ ﺳﻠﻮﻛﻴﺎﺕ ﺍﳌﻨﺎﻓﺴﲔ ﻭﺍﻟﻌﻤﻼﺀ ﻭﺍﳌﻮﺭﺩﻳﻦ‬
‫ﻭﺍﳌﻤﻮﻟﲔ ﻭﺍﻷﺟﻬﺰﺓ ﺍﳊﻜﻮﻣﻴﺔ‪...‬ﺇﱁ‪.‬‬
‫‪ .04‬ﺗﺆﺛﺮ ﺍﻟﻘﻀﺎﻳﺎ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻋﻠﻰ ﺭﻓﺎﻫﻴﺔ ﺍﳌﻨﻈﻤﺔ ﻭﺍﺯﺩﻫﺎﺭﻫﺎ ﰲ ﺍﻷﺟﻞ ﺍﻟﻄﻮﻳﻞ‪ :‬ﻓﺎﻟﻘﺮﺍﺭﺍﺕ‬
‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺗﻠﺰﻡ ﺍﻟﺸﺮﻛﺔ ﺑﺎﻟﺴﲑ ﰲ ﺍﲡﺎﻫﺎﺕ ﳏﺪﺩﺓ ﻟﻔﺘﺮﺍﺕ ﻃﻮﻳﻠﺔ ﻗﺪ ﻻ ﺗﻘﻞ ﻋﻦ ﲬﺲ ﺳﻨﻮﺍﺕ‪ ،‬ﻭﲤﺘﺪ‬

‫‪ 1‬ﺛﺎﺑﺖ ﻋﺒﺪ ﺍﻟﺮﲪﺎﻥ ﺇﺩﺭﻳﺲ ﻭﲨﺎﻝ ﺍﻟﺪﻳﻦ ﳏﻤﺪ ﺍﳌﺮﺳﻲ‪ ،‬ﺍﻹﺩﺍﺭﺓ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ)ﻣﻔﺎﻫﻴﻢ ﻭﳕﺎﺫﺝ ﺗﻄﺒﻴﻘﻴﺔ(‪ ،‬ﺍﻟﺪﺍﺭ ﺍﳉﺎﻣﻌﻴﺔ ﻟﻠﻨﺸﺮ‪،‬‬
‫ﺍﻹﺳﻜﻨﺪﺭﻳﺔ‪ ،‬ﻁ‪ ،2002 ،1‬ﺹ‪.26‬‬
‫‪16‬‬
‫ﺁﺛﺎﺭﻫﺎ ﻟﺴﻨﻮﺍﺕ ﻃﻮﻳﻠﺔ‪ ،‬ﻓﺘﺒﲏ ﺍﳌﻨﻈﻤﺔ ﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻣﺎ ﻳﺆﺛﺮ ﻋﻠﻰ ﺻﻮﺭ‪‬ﺎ ﻭﻭﺿﻌﻬﺎ ﺍﻟﺘﻨﺎﻓﺴﻲ ﻭﺣﺠﻢ‬
‫ﺃﻧﺸﻄﺘﻬﺎ ﻭﻣﺴﺘﻮﻳﺎﺕ ﻣﺒﻴﻌﺎ‪‬ﺎ ﻭﺃﺭﺑﺎﺣﻬﺎ‪ ،‬ﻭﻣﻦ ﰒ ﻗﺪﺭ‪‬ﺎ ﻋﻠﻰ ﺍﻟﻨﻤﻮ ﻭﺍﻟﺘﻮﺳﻊ ﻭﺍﻻﺯﺩﻫﺎﺭ‪.‬‬
‫‪ .05‬ﺗﺴﺘﻠﺰﻡ ﺍﻟﻘﻀﺎﻳﺎ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﺳﺘﺨﺪﺍﻡ ﻭﺗﻮﻇﻴﻒ ﻛﻤﻴﺎﺕ ﻫﺎﺋﻠﺔ ﻣﻦ ﺍﳌﻮﺍﺭﺩ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ‪ :‬ﻓﺎﻟﻘﺮﺍﺭﺍﺕ‬
‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺗﺘﻀﻤﻦ ﲣﺼﻴﺺ ﻗﺪﺭ ﻣﻠﻤﻮﺱ ﻣﻦ ﺍﳌﻮﺍﺭﺩ ﺍﳌﺎﻟﻴﺔ ﻭﺍﻷﺻﻮﻝ ﺍﳌﺎﺩﻳﺔ ﻭﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ‪ ،‬ﺍﻟﱵ‬
‫ﳚﺐ ﺍﳊﺼﻮﻝ ﻋﻠﻴﻬﺎ ﺇﻣﺎ ﻣﻦ ﺍﳌﺼﺎﺩﺭ ﺍﻟﺪﺍﺧﻠﻴﺔ ﺃﻭ ﺍﳋﺎﺭﺟﻴﺔ‪ ،‬ﻛﻤﺎ ﺃﻥ ﻫﺬﻩ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺗﻠﺰﻡ ﺍﳌﻨﻈﻤﺔ ﺑﺎﻟﻌﺪﻳﺪ‬
‫ﻣﻦ ﺍﻟﺘﺼﺮﻓﺎﺕ ﺧﻼﻝ ﻓﺘﺮﺓ ﺯﻣﻨﻴﺔ ﳏﺪﺩﺓ ﻧﺴﺒﻴﺎ‪ ،‬ﻭﻫﻮ ﻣﺎ ﻳﻌﲏ ﺍﳊﺎﺟﺔ ﺇﱃ ﻣﻮﺍﺭﺩ ﻣﻠﻤﻮﺳﺔ‪.‬‬
‫ﺇﻥ ﺍﳋﺼﺎﺋﺺ ﺍﻟﺴﺎﺑﻘﺔ ﻟﻠﻘﺮﺍﺭﺍﺕ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺷﻜﻠﺖ ﺿﻐﻄﺎ ﻛﺒﲑﺍ ﻟﻠﻤﺪﺭﺍﺀ‪ ،‬ﺧﺎﺻﺔ ﻣﻊ ﺍﻟﺘﻄﻮﺭ‬
‫ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻲ ﻭﺍﻟﺘﻘﲏ ﺍﻟﺬﻱ ﺷﻬﺪﺗﻪ ﻭﻻ ﺯﺍﻟﺖ ﺗﺸﻬﺪﻩ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‪ ،‬ﳑﺎ ﻳﻔﺮﺽ ﻋﻠﻰ ﺍﳌﺪﻳﺮﻳﻦ‬
‫ﻭﺿﻊ ﺃﻧﻈﻤﺔ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﺗﺰﻭﺩﻫﻢ ﺑﺄﺩﻕ ﺍﻟﺘﻔﺎﺻﻴﻞ ﺣﻮﻝ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻟﺪﺍﺧﻠﻴﺔ ﺑﺎﳌﻨﻈﻤﺔ ﻭﻛﺬﺍ ﳏﻴﻄﻬﺎ‬
‫ﺍﳋﺎﺭﺟﻲ ﳑﺎ ﻳﺴﻬﻞ ﻋﻠﻴﻬﻢ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ‪ ،‬ﻭﻛﺬﺍ ﳉﻮﺅﻫﻢ ﺇﱃ ﺗﻔﻮﻳﺾ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﻘﺮﺍﺭﺍﺕ )ﺧﺎﺻﺔ‬
‫ﺍﳌﺘﻜﺮﺭﺓ ﻣﻨﻬﺎ( ﺇﱃ ﺃﻓﺮﺍﺩ ﺁﺧﺮﻳﻦ ‪-‬ﳑﺎ ﻃ ‪‬ﻮﺭ ﻣﻬﺎﻡ ﺍﻻﺳﺘﺸﺎﺭﺓ ﻭﺍﳍﻴﺌﺎﺕ ﺍﻻﺳﺘﺸﺎﺭﻳﺔ‪ -‬ﻭﺍﺣﺘﻔﺎﻇﻬﻢ ﻓﻘﻂ‬
‫ﺑﺎﻟﻘﺮﺍﺭﺍﺕ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ‪ .‬ﻭﺍﳉﺪﻭﻝ ﺍﻟﺘﺎﱄ ﻳﻮﺿﺢ ﺑﻌﺾ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳌﻤﻜﻦ ﺗﻔﻮﻳﻀﻬﺎ‪:‬‬
‫ﺍﳉﺪﻭﻝ)‪ :(02‬ﺑﻌﺾ ﺍﻷﻋﻤﺎﻝ ﻭﺍﻟﻘﺮﺍﺭﺍﺕ ﻭﺇﻣﻜﺎﻧﻴﺔ ﺗﻔﻮﻳﻀﻬﺎ‬
‫ﻻ ﳚﻮﺯ ﳝﻜﻦ ﺇﺩﺍﺭﺍﺕ )ﻣﺜﻼ( ﻣﻦ ﺍﳌﻤﻜﻦ‬ ‫ﺗﻔﺎﺻﻴـﻞ ﻋﻤﻞ ﺍﻹﺩﺍﺭﺓ‬ ‫ﺍ‪‬ﻤﻮﻋﺔ‬
‫ﺗﻔﻮﻳﻀﻪ ﺗﻔﻮﻳﻀﻪ ﺃﻥ ﺗﻘﻮﻡ ﺑﺎﻟﻌﻤﻞ ﺍﳌﻔ ‪‬ﻮﺽ‬ ‫ﺍﻷﺳﺎﺳﻴﺔ‬
‫*ﺇﺩﺍﺭﺓ ﺍﻹﺣﺼﺎﺀ‪.‬‬ ‫*‬ ‫*ﺇﺣﺼﺎﺀﺍﺕ ﺍﳌﺎﺿﻲ ﺍﻟﻼﺯﻣﺔ ﻟﻠﺘﻨﺒﺆ‪.‬‬
‫*ﺇﺩﺍﺭﺓ ﺍﻹﺣﺼﺎﺀ ﺃﻭ ﺇﺩﺍﺭﺓ‬ ‫*‬ ‫ﺍﻟﺘﺨﻄﻴﻂ * ﺍﻹﺣﺼﺎﺀﺍﺕ ﻭﺍﻟﺒﺤﻮﺙ ﺍﻟﻼﺯﻣﺔ ﻟﺘﺤﺪﻳﺪ‬
‫ﺍﻟﺒﺤﻮﺙ ﻭﺍﻟﺘﻄﻮﻳﺮ‪.‬‬ ‫ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻷﻫﺪﺍﻑ ﻭﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺴﻴﺎﺳﺎﺕ‬
‫*ﺇﺩﺍﺭﺓ ﺍﻟﺒﺤﻮﺙ ﻭﺍﻟﺘﻄﻮﻳﺮ‪.‬‬ ‫*‬ ‫* ﺍﻟﺪﺭﺍﺳﺎﺕ ﺍﻟﻼﺯﻣﺔ ﻟﻮﺿﻊ ﺗﻔﺎﺻﻴﻞ ﺑﺮﻧﺎﻣﺞ ﺯﻣﲏ‪.‬‬
‫* ﺍﻟﺪﺭﺍﺳﺎﺕ ﻭﺍﻟﺒﺤﻮﺙ ﺍﻟﻼﺯﻣﺔ ﻟﺘﻘﺪﻳﺮ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ‬
‫*ﺇﺩﺍﺭﺓ ﺍﻟﺒﺤﻮﺙ ﺃﻭ ﺇﺩﺍﺭﺍﺕ‬ ‫*‬ ‫ﻣﻦ ﺍﳌﻮﺍﺩ ﻭﺍﻷﺷﺨﺎﺹ ﻭﺍﻷﻣﻮﺍﻝ‪.‬‬
‫ﻓﻨﻴﺔ‪:‬ﺇﺩﺍﺭﺓ ﺍﳌﺸﺘﺮﻳﺎﺕ‬
‫ﺇﺩﺍﺭﺓ ﺍﻷﻓﺮﺍﺩ‬
‫ﺍﻹﺩﺍﺭﺓ ﺍﳌﺎﻟﻴﺔ )ﺇﺩﺍﺭﺓ ﺍﳌﻴﺰﺍﻧﻴﺔ(‬ ‫* ﺍﻟﺪﺭﺍﺳﺎﺕ ﻭﺍﻟﺒﺤﻮﺙ ﺍﳌﺘﻌﻠﻘﺔ ﺑﻮﺿﻊ ﺇﺟﺮﺍﺀﺍﺕ‬
‫*‬
‫*ﺇﺩﺍﺭﺓ ﺃﺳﺎﻟﻴﺐ ﺍﻟﻌﻤﻞ‪.‬‬ ‫ﺍﻟﻌﻤﻞ‪.‬‬
‫* ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﺑﺎﻷﻫﺪﺍﻑ ﺑﺄﺑﻌﺎﺩﻫﺎ ﺍﻟﺰﻣﻨﻴﺔ ﻭﺍﳌﻜﺎﻧﻴﺔ‬
‫ﻭﺍﳌﺎﻟﻴﺔ ﻭﺍﻻﺣﺘﻴﺎﺟﺎﺕ‪.‬‬
‫*ﺇﺩﺍﺭﺓ ﲝﻮﺙ ﺍﻟﺘﻄﻮﻳﺮ‬ ‫*‬ ‫* ﺍﻟﺪﺭﺍﺳﺎﺕ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺘﻘﺴﻴﻢ ﺍﻟﻌﻤﻞ ﻭﺍﻻﺧﺘﺼﺎﺻﺎﺕ‬
‫ﺍﻟﺘﻨﻈﻴﻤﻲ‪.‬‬ ‫ﻭﺍﻟﻌﻼﻗﺎﺕ‪...‬ﺍﱁ‪.‬‬ ‫ﺍﻟﺘﻨﻈﻴـﻢ‬
‫‪17‬‬
 ‫*ﺇﺩﺍﺭﺓ ﲝﻮﺙ ﺍﻟﺘﻄﻮﻳﺮ‬ ‫*‬ ‫* ﺍﻟﺪﺭﺍﺳﺎﺕ ﺍﳌﺘﻌﻠﻘﺔ ﲟﻌﺪﻻﺕ ﺍﻷﺩﺍﺀ ﻭﺍﻷﻋﺪﺍﺩ‬
‫ﺍﻟﺘﻨﻈﻴﻤﻲ)ﺇﺩﺍﺭﺓ ﲝﻮﺙ‬ ‫ﺍﳌﻄﻠﻮﺑﺔ ﻭﺃﻧﻮﺍﻋﻬﺎ ﻭﲣﺼﺼﺎ‪‬ﺎ‪.‬‬
‫ﺍﻟﻘﻮﻯ ﺍﻟﻌﺎﻣﻠﺔ(‬

‫*ﺇﺩﺍﺭﺓ ﺍﻟﺘﻨﻈﻴﻢ‬ ‫*‬ ‫* ﺍﻟﺪﺭﺍﺳﺎﺕ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺘﺮﺗﻴﺐ ﺍﻟﻮﻇﺎﺋﻒ‪.‬‬

‫)ﺇﺩﺍﺭﺓ ﺗﺮﺗﻴﺐ ﺍﻟﻮﻇﺎﺋﻒ(‬
‫*ﺇﺩﺍﺭﺓ ﲝﻮﺙ ﺍﻟﺘﻄﻮﻳﺮ‬ ‫*‬ ‫* ﺍﻟﺪﺭﺍﺳﺎﺕ ﺍﳌﺘﻌﻠﻘﺔ ﺑﱪﺍﻣﺞ ﺍﻟﺘﺪﺭﻳﺐ ﻭﺃﻧﻮﺍﻋﻪ‬
‫ﺍﻟﺘﻨﻈﻴﻤﻲ)ﺇﺩﺍﺭﺓ ﺍﻟﺘﺪﺭﻳﺐ(‬ ‫ﻭﻣﻮﺍﺩﻩ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺎﻟﺮﺅﺳﺎﺀ‪..‬ﺍﱁ‪.‬‬
‫* ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﺑﺎﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ‪.‬‬
‫*‬
‫* ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﺑﺘﻌﻴﲔ ﺍﻷﺷﺨﺎﺹ ﺍﻟﺮﺋﻴﺴﻴﲔ ﺃﻭ‬
‫*‬
‫ﻧﻘﻠﻬﻢ…ﺍﱁ‪.‬‬

‫ﺍﻟﺘﻮﺟﻴـﻪ‬
‫*ﺇﺩﺍﺭﺓ ﺍﻟﻌﻼﻗﺎﺕ ﺍﻟﺼﻨﺎﻋﻴﺔ‬ ‫*‬ ‫* ﺍﻻﺗﺼﺎﻝ ﺑﺎﻟﻌﺎﻣﻠﲔ ﳌﻌﺮﻓﺔ ﺁﺭﺍﺋﻬﻢ ﻭﺣﻞ ﻣﺸﻜﻼ‪‬ﻢ‬
‫ﺃﻭ ﺇﺩﺍﺭﺓ ﺍﻟﺸﻜﻮﻯ‪.‬‬ ‫ﻭﺇﻋﻼﻣﻬﻢ ﰲ ﺿﻮﺀ ﺍﻟﺴﻴﺎﺳﺎﺕ‪.‬‬

‫*‬ ‫* ﺍﻻﺗﺼﺎﻝ ﺑﺎﳉﻤﺎﻫﲑ ﳌﻌﺮﻓﺔ ﻣﺸﻜﻼ‪‬ﻢ ﻭﺣﻠﻬﺎ ﰲ‬

‫*ﺇﺩﺍﺭﺓ ﺍﻻﺳﺘﻘﺒﺎﻝ ﻭﺍﻟﻌﻼﻗﺎﺕ‬
‫ﺿﻮﺀ ﺍﻟﺴﻴﺎﺳﺎﺕ‪.‬‬
‫ﺍﻟﻌﺎﻣﺔ‪ ،‬ﺃﻭ ﺇﺩﺍﺭﺓ ﺍﻹﻋﻼﻡ‬
‫ﻭﲝﻮﺙ ﺍﻟﺮﺃﻱ ﺍﻟﻌﺎﻡ‪.‬‬
‫* ﺍﻻﺗﺼﺎﻝ ﺑﺎﳉﻬﺎﺕ ﺍﻷﺟﻨﺒﻴﺔ ﻭﻣﻌﺮﻓﺔ ﻣﺸﻜﻼ‪‬ﻢ‬
‫*ﺇﺩﺍﺭﺓ ﺍﻟﻌﻼﻗﺎﺕ ﺍﻟﺪﻭﻟﻴﺔ‪.‬‬ ‫*‬
‫ﻭﺣﻠﻬﺎ‪.‬‬

‫*ﺇﺩﺍﺭﺓ ﺍﻷﻓﺮﺍﺩ‪.‬‬ ‫* ﺍﻟﺪﺭﺍﺳﺎﺕ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺎﻷﺟﻮﺭ ﻭﺍﳌﻜﺎﻓﺂﺕ‪ ،‬ﻭﻛﻞ‬

‫*‬
‫ﺍﳌﺸﻜﻼﺕ ﺍﻟﻴﻮﻣﻴﺔ ﻟﻠﻤﻮﻇﻔﲔ ﻣﻦ ﺇﺟﺎﺯﺍﺕ ﻭﻏﻴﺎﺏ‬
‫ﻭﺣﻀﻮﺭ‪.‬‬
‫*‬
‫* ﺇﻗﺮﺍﺭ ﻧﻈﻢ ﺍﻷﺟﻮﺭ ﻭﺍﳊﻮﺍﻓﺰ ﻭﺍﻟﺘﻌﻴﲔ‬
‫ﻭﺍﻟﺘﺮﻗﻴﺔ‪...‬ﺇﱁ‪.‬‬

‫‪18‬‬
 ‫*ﺇﺩﺍﺭﺓ ﺃﺳﺎﻟﻴﺐ ﺍﻟﻌﻤﻞ ﺃﻭ‬ ‫*‬ ‫* ﺍﻟﺪﺭﺍﺳﺎﺕ ﺍﳌﺘﻌﻠﻘﺔ ﺑﻮﺿﻊ ﺍﻷﳕﺎﻁ ﻭﺍﳌﻌﺪﻻﺕ‬
‫ﲝﻮﺙ ﺍﻟﺘﻄﻮﻳﺮ ﺍﻟﺘﻨﻈﻴﻤﻲ‪.‬‬ ‫ﺍﻟﺮﻗﺎﺑـﺔ ﻭﺍﳌﻌﺎﻳﲑ ﻭﺍﻷﺳﺲ‪.‬‬
‫*‬ ‫* ﺇﻗﺮﺍﺭ ﺍﻷﳕﺎﻁ ﻭﺍﳌﻌﺪﻻﺕ ﻭﺍﳌﻌﺎﻳﲑ ﻭﺍﻷﺳﺲ‪.‬‬

‫*ﺇﺩﺍﺭﺓ ﺍﻟﻔﺤﺺ‪.‬‬ ‫*‬ ‫* ﻗﻴﺎﺱ ﺍﻷﺩﺍﺀ ﺃﻭ ﺍﻟﻔﺤﺺ ﰲ ﺿﻮﺀ ﺍﳌﻌﺎﻳﲑ ﺍﻟﱵ‬

‫ﺗﻘﺮﺭﺕ ﻭ‪/‬ﺃﻭ ﺗﺼﺤﻴﺢ ﺍﻻﳓﺮﺍﻓﺎﺕ‪.‬‬
‫*ﺇﺩﺍﺭﺓ ﺍﳌﺘﺎﺑﻌﺔ‪:‬‬ ‫*‬ ‫* ﲝﻮﺙ ﺗﺸﺨﻴﺺ ﺍﳌﺸﻜﻼﺕ‪.‬‬
‫ﺇﺩﺍﺭﺓ ﻣﺘﺎﺑﻌﺔ ﺍﳉﻮﺩﺓ‪.‬‬
‫ﺇﺩﺍﺭﺓ ﺍﳊﺴﺎﺑﺎﺕ‪.‬‬
‫ﺇﺩﺍﺭﺓ ﺍﻟﺘﻜﺎﻟﻴﻒ‪.‬‬
‫ﺇﺩﺍﺭﺓ ﺍﳌﺮﺍﺟﻌﺔ‪.‬‬
‫ﺇﺩﺍﺭﺓ ﺍﻟﺸﺆﻭﻥ ﺍﻟﻘﺎﻧﻮﻧﻴﺔ‪.‬‬
‫ﺇﺩﺍﺭﺓ ﺍﻟﺘﻔﺘﻴﺶ)ﻣﺎﱄ‪ ،‬ﺇﺩﺍﺭﻱ‬
‫ﻭﻓﲏ(‬
‫ﺇﺩﺍﺭﺓ ﺍﻟﺘﺤﻘﻴﻘﺎﺕ‬
‫ﺇﺩﺍﺭﺓ ﺍﻷﻣﻦ ﺍﻟﺼﻨﺎﻋﻲ‬
‫*ﺇﺩﺍﺭﺓ ﺍﻷﻣﻦ‪.‬‬
‫*ﺇﺩﺍﺭﺓ ﺍﻟﺼﻴﺎﻧﺔ‪.‬‬
‫*‬ ‫* ﺗﺸﺨﻴﺺ ﺍﳌﺸﻜﻼﺕ‪.‬‬
‫*‬ ‫* ﻋﻼﺝ ﺍﳌﺸﻜﻼﺕ )ﺍﲣﺎﺫ ﻗﺮﺍﺭﺍﺕ(‪.‬‬
‫)ﺍﳌﺼﺪﺭ‪ :‬ﺳﻴﺪ ﺍﳍﻮﺍﺭﻱ‪ ،‬ﺍﻟﺘﻨﻈﻴﻢ‪ ،‬ﻣﻜﺘﺒﺔ ﻋﲔ ﴰﺲ‪ ،‬ﻁ‪ ،1988 ،4‬ﺹ‪(149‬‬

‫ﺇﻥ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ‪-‬ﰲ ﺍﻟﻮﺍﻗﻊ‪ -‬ﳝﻜﻦ ﺍﻟﻨﻈﺮ ﺇﻟﻴﻪ ﻋﻠﻰ ﺃﻧﻪ ﻧﻘﻄﺔ ﰲ ﻣﺮﺣﻠﺔ ﺗﺴﺒﻘﻬﺎ‬
‫ﻣﻌﻠﻮﻣﺎﺕ ﻭﺩﺭﺍﺳﺎﺕ ﻭﺍﺗﺼﺎﻻﺕ‪ ،‬ﻭﺗﺘﺒﻌﻬﺎ ﻣﻌﻠﻮﻣﺎﺕ ﻭﺩﺭﺍﺳﺎﺕ ﻭﺍﺗﺼﺎﻻﺕ‪ ،‬ﻭﻟﺬﻟﻚ ﻓﻤﻦ ﺍﳌﻤﻜﻦ‬
‫ﺍﻟﺘﻔﻮﻳﺾ ﰲ ﺍﻟﺪﺭﺍﺳﺎﺕ ﺍﻟﺘﻔﺼﻴﻠﺔ ﻭﺗﻨﻔﻴﺬ ﺍﻟﺘﻔﺼﻴﻼﺕ‪ ،‬ﻭﺍﻻﺣﺘﻔﺎﻅ ﺑﺎﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﻧﻔﺴﻪ‪.‬‬
‫ﻭ ﲟﻌﲎ ﺁﺧﺮ؛ ﺇﺫﺍ ﻛﺎﻧﺖ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﲤﺮ ﺑﺘﺤﺪﻳﺪ ﺍﳌﺸﻜﻠﺔ ﰒ ﲢﻠﻴﻠﻬﺎ‪،‬ﻭﺿﻊ ﺍﻟﺒﺪﺍﺋﻞ ﻭﺗﻘﻴﻴﻤﻬﺎ)ﺍﳌﺰﺍﻳﺎ‬
‫ﻭﺍﻟﻌﻴﻮﺏ(‪،‬ﰒ ﺃﺧﲑﺍ ﻋﻤﻠﻴﺔ ﺍﻻﺧﺘﻴﺎﺭ ﺃﻭ ﺍﻟﻘﻄﻊ ﺍﻟﻨﻬﺎﺋﻲ‪،‬ﻓﻬﺬﻩ ﺍﳌﺮﺣﻠﺔ ﺍﻟﻨﻬﺎﺋﻴﺔ )ﻣﺮﺣﻠﺔ ﺍﺧﺘﻴﺎﺭ ﺍﳊﻞ ﺍﻟﻨﻬﺎﺋﻲ‬
‫ﻟﻠﻤﻮﺿﻮﻉ( ﻫﻲ ﺍﻟﱵ ﻻ ﺗﻔﻮﺽ‪ ،‬ﺃﻣﺎ ﺍﳌﺮﺍﺣﻞ ﺍﻷﺧﺮﻯ ﻓﻤﻦ ﺍﳉﺎﺋﺰ ﺟﺪﺍ ‪-‬ﻭﺭﲟﺎ ﻣﻦ ﺍﳌﺮﻏﻮﺏ ﺃﻭ‬
‫ﺍﻟﻀﺮﻭﺭﻱ ﺃﺣﻴﺎﻧﺎ‪ -‬ﺗﻔﻮﻳﻀﻬﺎ‪.‬‬

‫‪19‬‬
 ‫ﺍﻟﻤﻄﻠﺐ ﺍﻟﺨﺎﻣﺲ‪ :‬ﺍﻟﻌﻮﺍﻣﻞ ﺍﻟﻤﺆﺛﺮﺓ ﻓﻲ ﻓﻌﺎﻟﻴﺔ ﻭﺍﺗﺨﺎﺫ ﺍﻟﻘﺮﺍﺭ‬
‫ﳝﻜﻦ ﺍﻟﻘﻮﻝ ﺑﺄﻥ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﻔﻌﺎﻟﺔ ﻫﻲ ﺗﻠﻚ ﺍﻟﱵ ﺗﻘﻮﺩ ﺇﱃ ﳒﺎﺡ ﺍﳌﻨﻈﻤﺔ ﻭﲢﻘﻴﻘﻬﺎ ﻷﻫﺪﺍﻓﻬﺎ‬
‫ﺑﺎﻻﻋﺘﻤﺎﺩ ﻋﻠﻰ ﻣﻌﻠﻮﻣﺎﺕ ﺻﺤﻴﺤﺔ ﻭﻛﺎﻣﻠﺔ ﺗﺆﺩﻱ ﺇﱃ ﺍﻹﺣﺎﻃﺔ ﲜﻤﻴﻊ ﻇﺮﻭﻑ ﺍﳌﺸﻜﻠﺔ ﻣﻮﺿﻮﻉ ﺍﻟﻘﺮﺍﺭ‪،‬‬
‫ﻣﻊ ﺍﻷﺧﺬ ﺑﺎﻻﻋﺘﺒﺎﺭ ﲨﻴﻊ ﺍﻟﺒﺪﺍﺋﻞ ﺍﳌﻤﻜﻨﺔ ﻭﺍﻻﻋﺘﻤﺎﺩ ﻋﻠﻰ ﺍﻷﺳﺎﻟﻴﺐ ﺍﻟﻜﻤﻴﺔ ﻭﺍﻟﻌﻠﻤﻴﺔ ﰲ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ‪،‬‬
‫‪1‬‬
‫ﻛﻤﺎ ﳝﻜﻦ ﺍﻟﻘﻮﻝ ﺃﻥ ﻓﻌﺎﻟﻴﺔ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺗﺘﻀﻤﻦ ﺍﻷﺑﻌﺎﺩ ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬
‫‪ .1‬ﺟﻮﺩﺓ ﺍﻟﻘﺮﺍﺭ‪ ،‬ﻭﺍﻟﱵ ﺑﺪﻭﺭﻫﺎ ﺗﺘﺠﺴﺪ ﰲ ﺍﻟﻜﺜﲑ ﻣﻦ ﺍﻷﺑﻌﺎﺩ؛ ﺃﳘﻬﺎ‪:‬‬
‫‪ -‬ﺍﻷﺭﺑﺎﺡ ﺍﻟﱵ ﻳﺘﻮﻗﻊ ﲢﻘﻴﻘﻬﺎ ﻭﺍﳋﺴﺎﺋﺮ ﺍﳌﻤﻜﻦ ﺃﻥ ﺗﺘﻮﻟﺪ ﻋﻦ ﺍﻟﻘﺮﺍﺭ ﺍﳌﺘﺨﺬ‪.‬‬
‫‪ -‬ﺍﺳﺘﺨﺪﺍﻡ ﺃﻓﻀﻞ ﻟﻠﻤﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ﻭﺍﳌﺎﺩﻳﺔ ﺍﳌﺘﺎﺣﺔ ﺑﺄﻗﻞ ﺟﻬﺪ ﳑﻜﻦ‪.‬‬
‫‪ -‬ﲡﻨﺐ ﺍﻟﱰﺍﻋﺎﺕ ﺩﺍﺧﻞ ﺍﳌﺆﺳﺴﺔ‪.‬‬
‫‪ -‬ﲡﻨﺐ ﺍﻟﱰﺍﻋﺎﺕ ﻣﻊ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻷﺧﺮﻯ‪.‬‬
‫‪ -‬ﺍﻛﺘﺸﺎﻑ ﻓﺮﺹ ﺟﺪﻳﺪﺓ ﰲ ﺍﻟﺴﻮﻕ‪.‬‬
‫‪ .2‬ﺯﻣﻦ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﻭﺗﻨﻔﻴﺬﻩ‪ ،‬ﺃﻱ ﻋﺪﻡ ﺗﺄﺟﻴﻞ ﺃﻭ ﺗﺄﺧﲑ ﺍﲣﺎﺫ ﺃﻭ ﺗﻨﻔﻴﺬ ﺍﻟﻘﺮﺍﺭﺍﺕ‪ ،‬ﲟﻌﲎ ﺁﺧﺮ ﺣﺴﻦ‬
‫ﺗﻮﻗﻴﺖ ﺍﲣﺎﺫﻫﺎ ﻭﺗﻨﻔﻴﺬﻫﺎ‪.‬‬
‫‪ .3‬ﺳﻬﻮﻟﺔ ﺗﻨﻔﻴﺬ ﺍﻟﻘﺮﺍﺭﺍﺕ‪.‬‬
‫‪ .4‬ﻣﺮﺍﻋﺎﺓ ﻗﺒﻮﻝ ﺍﻟﻘﺮﺍﺭ ﻣﻦ ﻃﺮﻑ ﺍﳌﺮﺅﻭﺳﲔ‪.‬‬
‫ﻛﻤﺎ ﺃﻥ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﻫﻲ ﻋﻤﻠﻴﺔ ﺻﻌﺒﺔ ﻭﻣﻌﻘﺪﺓ‪-‬ﻛﻤﺎ ﻭﺭﺩ‬
‫ﺳﺎﺑﻘﺎ‪-‬ﺧﺎﺻﺔ ﰲ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻋﻤﺎﻝ ﺫﺍﺕ ﺍﳊﺠﻢ ﺍﻟﻜﺒﲑ‪ ،‬ﻭﻋﻠﻴﻪ ﻓﻤﻦ ﺍﻟﻄﺒﻴﻌﻲ ﺟﺪﺍ ﺃﻥ ﺗﺆﺛﺮ ﻓﻴﻬﺎ ﺍﻟﻌﺪﻳﺪ‬
‫ﻣﻦ ﺍﻟﻌﻮﺍﻣﻞ‪ ،‬ﻣﻨﻬﺎ ﺍﻟﺬﺍﰐ ﻭﻣﻨﻬﺎ ﺍﳌﻮﺿﻮﻋﻲ ﺧﺎﺻﺔ ﰲ ﻣﺮﺣﻠﺔ ﺍﺧﺘﻴﺎﺭ ﺍﻟﺒﺪﻳﻞ ﺍﳌﻨﺎﺳﺐ‪ ،‬ﻭﺣﺴﺐ ﺍﻟﻌﺪﻳﺪ‬
‫ﻣﻦ ﺍﳌﺆﻟﻔﲔ‪ 2‬ﻓﺈﻥ ﻫﺬﻩ ﺍﻟﻌﻮﺍﻣﻞ ﺗﺘﺮﺍﻭﺡ ﺑﲔ ﺍﻻﻟﺘﺰﺍﻡ ﺑﺎﻟﻘﻮﺍﻧﲔ ﻭﺍﻷﻧﻈﻤﺔ ﻭﺍﻻﲡﺎﻩ ﺍﻟﻔﻜﺮﻱ ﻭﺍﻟﻌﺎﻃﻔﺔ‬
‫ﻭﺷﺨﺼﻴﺔ ﻣﺘﺨﺬ ﺍﻟﻘﺮﺍﺭ‪ ،‬ﺇﺿﺎﻓﺔ ﺇﱃ ﺍﻟﺒﻴﺌﺔ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﻣﻦ ﺗﻘﺎﻟﻴﺪ ﻭﻋﺎﺩﺍﺕ ﻗﻴﻢ ﻭﺃﻧﻈﻤﺔ ﲨﺎﻋﻴﺔ‪،‬‬
‫ﻭﺍﻟﻀﻐﻮﻃﺎﺕ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻭﺍﳋﺎﺭﺟﻴﺔ ﺍﻟﻨﺎﲨﺔ ﻋﻤﺎ ﺳﺒﻖ ﻭﺍﻟﱵ ﺗﺆﺛﺮ ﺇﱃ ﺣﺪ ﻣﺎ ﰲ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ‪ .‬ﻭﻓﻴﻤﺎ ﻳﻠﻲ‬
‫ﺷﺮﺡ ﻟﺒﻌﺾ ﺗﻠﻚ ﺍﻟﻌﻮﺍﻣﻞ ﺍﳌﺆﺛﺮﺓ‪:‬‬

‫‪ 1‬ﺻﱪﻳﻨﺔ ﻋﺰ ﺍﻟﺪﻳﻦ ﺯﻳﺮ‪ ،‬ﺃﺛﺮ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻋﻠﻰ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﰲ ﺍﻟﺒﻨﻮﻙ ﺍﻟﺘﺠﺎﺭﻳﺔ ﺍﻷﺭﺩﻧﻴﺔ‪ ،‬ﺭﺳﺎﻟﺔ ﻣﺎﺟﺴﺘﲑ ﻏﲑ ﻣﻨﺸﻮﺭﺓ‪ ،‬ﺟﺎﻣﻌﺔ‬
‫ﺍﻟﲑﻣﻮﻙ‪ ،‬ﺍﻷﺭﺩﻥ‪ ،2002 ،‬ﺹ‪.74‬‬
‫‪ 2‬ﳏﻤﺪ ﺭﺳﻼﻥ ﺍﳉﻴﻮﺳﻲ ﻭﲨﻴﻠﺔ ﺟﺎﺩ ﺍﷲ‪ ،‬ﺍﻹﺩﺍﺭﺓ ﻋﻠﻢ ﻭﺗﻄﺒﻴﻖ‪ ،‬ﺩﺍﺭ ﺍﳌﺴﲑﺓ‪ ،‬ﻋﻤﺎﻥ‪ ،‬ﺍﻷﺭﺩﻥ‪ ،‬ﻁ‪ ،2000 ،1‬ﺹ‪.80‬‬
‫‪20‬‬
 ‫‪.1‬ﺍﻟﻘﻮﺍﻧﲔ ﻭﺍﻷﻧﻈﻤﺔ‪:‬‬
‫ﻏﺎﻟﺒﺎ ﻣﺎ ﲡﺪ ﺍﻹﺩﺍﺭﺍﺕ ﺍﻟﻌﻠﻴﺎ ﻧﻔﺴﻬﺎ ﻣﻘﻴﺪﺓ ﲟﺠﻤﻮﻋﺔ ﻗﻮﺍﻧﲔ ﻭﺃﻧﻈﻤﺔ ﺳﻮﺍﺀ ﻋﻠﻰ ﻣﺴﺘﻮﻯ‬
‫ﺍﳊﻜﻮﻣﺎﺕ ﺃﻭ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﶈﻴﻂ ﺍﻟﺬﻱ ﺗﻌﻤﻞ ﻓﻴﻪ‪ ،‬ﳑﺎ ﻳﻌﻴﻖ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎ‪‬ﺎ ﻭﺳﻴﺎﺳﺎ‪‬ﺎ‬
‫ﻭﳛﺮﻣﻬﺎ ﻣﻦ ﳎﻤﻮﻋﺔ ﺑﺪﺍﺋﻞ ﻗﺪ ﺗﻜﻮﻥ ﺍﳌﺜﻠﻰ ﰲ ﺣﺎﻝ ﻏﻴﺎﺏ ﺗﻠﻚ ﺍﻟﻘﻮﺍﻧﲔ‪ .‬ﺃﻣﺎ ﺍﻹﺩﺍﺭﺍﺕ ﺍﻟﻮﺳﻄﻰ ﻭﺍﻟﺪﻧﻴﺎ‬
‫ﻓﺈﻥ ﻣﺘﺨﺬ ﺍﻟﻘﺮﺍﺭ ﻓﻴﻬﺎ ﳚﺪ ﻧﻔﺴﻪ ﻣﻘﻴﺪﺍ ﲟﺠﻤﻮﻋﺔ ﺃﻧﻈﻤﺔ ﻭﻟﻮﺍﺋﺢ ﲝﻜﻢ ﺍﳌﺮﻛﺰ ﺃﻭ ﺍﳌﻨﺼﺐ ﺍﻟﺬﻱ ﻳﺸﻐﻠﻪ ﰲ‬
‫ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﲝﻴﺚ ﺗﻌﺘﱪ ﻗﺮﺍﺭﺍﺗﻪ ﺟﺰﺀﺍ ﻣﻦ ﺍﻟﺴﻴﺎﺳﺔ ﺍﻟﺸﺎﻣﻠﺔ ﻟﻠﻤﻨﻈﻤﺔ‪ ،‬ﻟﺬﺍ ﻓﻬﻮ ﻣﻀﻄﺮ ﻷﺧﺬ ﺍﻟﻌﺪﻳﺪ‬
‫ﻣﻦ ﺍﻟﻌﻮﺍﻣﻞ ﰲ ﺍﳊﺴﺒﺎﻥ‪ ،‬ﻛﺎﻻﻋﺘﻤﺎﺩﺍﺕ ﺍﳌﺎﻟﻴﺔ ﺍﳌﺨﺼﺼﺔ ﻟﻪ‪ ،‬ﻭﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﱵ ﺗﺘﺒﻌﻬﺎ ﺍﳌﻨﻈﻤﺔ‬
‫)ﻫﺠﻮﻣﻴﺔ‪ ،‬ﺩﻓﺎﻋﻴﺔ‪ ،(...،‬ﻭﺍﻟﻘﻮﺍﻧﲔ ﻭﺍﻷﻋﺮﺍﻑ ﺍﻟﺴﺎﺭﻳﺔ ﺍﳌﻔﻌﻮﻝ ﰲ ﺍﶈﻴﻂ ﺍﳌﺒﺎﺷﺮ‪...،‬ﻭﻏﲑﻫﺎ‪.‬‬
‫‪.2‬ﺷﺨﺼﻴﺔ ﺍﳌﺪﻳﺮ ﻭﺧﱪﺗﻪ‪:‬‬
‫ﺇﻥ ﺷﺨﺼﻴﺔ ﺍﳌﺪﻳﺮ ﻭﻋﻮﺍﻃﻔﻪ ﻭﻗﻴﻤﻪ ﻭﺗﺎﺭﳜﻪ ﰲ ﺍﻟﻌﻤﻞ‪ ،‬ﻭﻧﻮﻉ ﺍﻷﻋﻤﺎﻝ ﺍﻟﱵ ﺳﺒﻖ ﺃﻥ ﻗﺎﻡ ‪‬ﺎ‪،‬‬
‫ﻭﻣﺮﻛﺰﻩ ﺍﻻﺟﺘﻤﺎﻋﻲ ﻭﺍﳌﺎﱄ ﻭﺣﺎﻟﺘﻪ ﺍﻟﻨﻔﺴﻴﺔ‪ ،‬ﻛﻠﻬﺎ ﻋﻮﺍﻣﻞ ﺗﺆﺛﺮ ﻋﻠﻰ ﻓﻌﺎﻟﻴﺔ ﺍﻟﻘﺮﺍﺭ ﺍﻟﺬﻱ ﻳﺘﺨﺬﻩ‪ ،‬ﻛﻤﺎ ﺃﻥ‬
‫ﺍﳌﺪﻳﺮ ﻫﻮ ﻋﻀﻮ ﰲ ﺍ‪‬ﺘﻤﻊ ﻳﺘﺄﺛﺮ ﲟﺎ ﻓﻴﻪ ﻣﻦ ﻋﺎﺩﺍﺕ ﻭﺗﻘﺎﻟﻴﺪ ﻭﻗﻴﻢ ﺗﻨﻌﻜﺲ ﻋﻠﻰ ﺳﻠﻮﻛﻪ ﺍﻟﻮﻇﻴﻔﻲ‪.‬‬

‫‪.3‬ﺍﳌﺴﺎﻋﺪﻭﻥ ﻭﺍﳌﺴﺘﺸﺎﺭﻭﻥ ﺍﳌﺘﺨﺼﺼﻮﻥ‪:‬‬

‫ﻳﻜﻤﻦ ﺗﺄﺛﲑ ﻣﺴﺎﻋﺪﻱ ﺍﳌﺪﻳﺮ ﻭﻣﺴﺘﺸﺎﺭﻳﻪ ﻣﻦ ﺧﻼﻝ ﺃﺳﻠﻮﺏ ﺗﻔﻜﲑﻫﻢ ﻭﻃﺮﻕ ﻋﺮﺿﻬﻢ ﻭﺗﻨﺎﻭﳍﻢ‬
‫ﻟﻠﻤﻮﺿﻮﻋﺎﺕ ﻟﺬﻟﻚ ﻻﺑﺪ ﻟﻠﻘﺎﺋﺪ ﻣﻦ ﺃﻥ ﳜﺘﺎﺭ ﺑﺪﻗﺔ ﻣﺴﺎﻋﺪﻳﻪ‪ ،‬ﻭﺍﳌﺴﺘﺤﺴﻦ ﺃﻥ ﻳﻜﻮﻧﻮﺍ ﺫﻭﻱ ﻣﻴﻮﻝ‬
‫ﻭﺍﺧﺘﺼﺎﺻﺎﺕ ﻣﺘﺒﺎﻳﻨﺔ ﺣﱴ ﳜﻠﻖ ﺟﻮﺍ ﻣﻮﺍﺗﻴﺎ ﻟﻸﻓﻜﺎﺭ ﺍﳌﺒﺪﻋﺔ‪.1‬‬

‫‪.4‬ﺍﳌﺮﺅﻭﺳﲔ‪:‬‬
‫ﻟﻘﺪ ﺗﻄﻮﺭﺕ ﺍﻟﻨﻈﺮﺓ ﻟﻠﻤﺮﺅﻭﺳﲔ ﻛﺜﲑﺍ‪ ،‬ﺇﺫ ﺃﻧﻪ ﱂ ﻳﻌﺪ ﻳﻨﻈﺮ ﺇﻟﻴﻬﻢ ﻋﻠﻰ ﺃ‪‬ﻢ ﺃﺩﻭﺍﺕ ﻋﻤﻞ ﻓﻘﻂ‪،‬‬
‫ﺑﻞ ﻋﻠﻰ ﺃ‪‬ﻢ ﺃﻓﺮﺍﺩ ﳍﻢ ﺭﻏﺒﺎ‪‬ﻢ ﻭﺩﻭﺍﻓﻌﻬﻢ ﻭﻣﻌﺮﻓﺘﻬﻢ ﻭﻣﻬﺎﺭﺍ‪‬ﻢ ﺍﻟﱵ ﳝﻜﻦ ﺍﺳﺘﺜﻤﺎﺭﻫﺎ ﻭﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻨﻬﺎ ﰲ‬
‫ﳎﺎﻝ ﺍﳌﺴﺎﳘﺔ ﺑﺎﻵﺭﺍﺀ ﻭﺍﻷﻓﻜﺎﺭ ﻹﳚﺎﺩ ﺍﳊﻠﻮﻝ ﺍﻟﱵ ﳜﺘﺎﺭ ﻣﻦ ﺑﻴﻨﻬﺎ ﺍﻟﺒﺪﻳﻞ ﺍﻷﻓﻀﻞ‪ ،‬ﺇﺫ ﺃﻥ ﺍﻟﺘﻨﻮﻉ ﺍﻟﻜـﺒﲑ‬
‫ﻟﻠﻤﺸﻜﻼﺕ ﺍﻟﱵ ﺗﻮﺍﺟﻪ ﺍﳌﺆﺳﺴﺔ ﺍﳊﺪﻳﺜﺔ ﻳﺘﻄﻠﺐ ﻣﺸﺎﺭﻛﺔ ﲨﻴﻊ ﻣﻦ ﻟﻪ ﻋﻼﻗﺔ ﻣﺒﺎﺷﺮﺓ ﺃﻭ ﻏﲑ ﻣﺒﺎﺷـﺮﺓ‬
‫ﺑﺎﳌﺸﻜﻠﺔ‪ ،‬ﺃﻭ ﻣﺎ ﻳﺴﻤﻰ ﺑﺎﻻﻋﺘﻤﺎﺩ ﻋﻠﻰ ﺍﳉﻬﻮﺩ ﺍﳉﻤﺎﻋﻴﺔ ﺍﳌﺸﺘﺮﻛﺔ‪ ،‬ﺧﺎﺻﺔ ﻭﺃﻥ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﻴﻮﻡ ﺃﺻﺒﺤﺖ‬
‫ﺫﺍﺕ ﺃﺑﻌﺎﺩ ﻣﺘﻌﺪﺩﺓ ﺗﻨﻈﻴﻤﻴﺔ‪ ،‬ﺇﻧﺴﺎﻧﻴﺔ‪ ،‬ﺑﻴﺌﻴﺔ‪ ،‬ﻗﺎﻧﻮﻧﻴﺔ ﻭﺍﻗﺘﺼﺎﺩﻳﺔ‪...‬ﺍﱁ‪.‬‬

‫‪ 1‬ﺻﱪﻳﻨﺔ ﻋﺰ ﺍﻟﺪﻳﻦ ﺯﻳﺮ‪ ،‬ﺍﳌﺮﺟﻊ ﺍﻟﺴﺎﺑﻖ‪ ،‬ﺹ‪.11‬‬

‫‪21‬‬
 ‫‪.5‬ﺍﻟﻀﻐﻮﻁ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻭﺍﳋﺎﺭﺟﻴﺔ‪:‬‬
‫ﻳﺘﻌﺮﺽ ﺍﳌﺪﻳﺮﻭﻥ ﻟﻠﻌﺪﻳﺪ ﻣﻦ ﺍﻟﻀﻐﻮﻃﺎﺕ ﻭﻋﻠﻰ ﲨﻴﻊ ﺍﻷﺻﻌﺪﺓ‪ ،‬ﳑﺎ ﻳﺆﺛﺮ ﻋﻠﻰ ﺟﻮﺩﺓ ﻭﻓﻌﺎﻟﻴﺔ‬
‫ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳌﺘﺨﺬﺓ‪ ،‬ﻭﻫﻨﺎﻙ ﻧﻮﻋﺎﻥ ﻣﻨﻬﺎ‪:‬‬
‫ﺃ‪ -‬ﺍﻟﻀﻐﻮﻁ ﺍﻟﺪﺍﺧﻠﻴﺔ‪ :‬ﻭﻣﻦ ﺃﳘﻬﺎ ﰲ ﺍﳌﻨﻈﻤﺔ ﺿﻐﻮﻃﺎﺕ ﺍﻟﺘﻨﻈﻴﻢ ﻏﲑ ﺍﻟﺮﲰﻲ ﻣﻦ ﺧﻼﻝ ﺍﻟﻘﺎﺩﺓ‬
‫ﻭﺍﻷﺗﺒﺎﻉ ﳑﺎ ﻻ ﻳﺘﻴﺢ ﺍ‪‬ﺎﻝ ﻷﺧﺬ ﺍﻟﻮﻗﺖ ﺍﻷﻛﱪ ﻟﻠﺘﻔﻜﲑ ﻭﺃﺧﺬ ﺍﻟﻘﺮﺍﺭ ﻭﻻ ﺗﻜﻮﻥ ﺍﻟﻔﺮﺻﺔ ﻛﺎﻓﻴﺔ ﻟﻠﺤﺼﻮﻝ‬
‫ﻋﻠﻰ ﻣﻌﻠﻮﻣﺎﺕ ﺻﺤﻴﺤﺔ ﻋﻦ ﺍﻟﺒﺪﺍﺋﻞ ﻭﺩﺭﺍﺳﺘﻬﺎ ﺩﺭﺍﺳﺔ ﻣﻮﺿﻮﻋﻴﺔ‪ ،‬ﺇﺫ ﺃﻥ ﻫﺬﻩ ﺍﻟﻀﻐﻮﻃﺎﺕ ﻋﺎﺩﺓ ﻣﺎ ﲢﻮﻝ‬
‫ﺍﻟﻘﺮﺍﺭ ﺇﻣﺎ ﻋﻦ ﻗﺼﺪ ﺃﻭ ﻋﻦ ﻏﲑ ﻗﺼﺪ ﳓﻮ ﻣﺼﺎﳊﻬﺎ ﺍﻟﱵ ﻻ ﺗﺘﻮﺍﻓﻖ ﲤﺎﻣﺎ ﻭﻣﺼﺎﱀ ﺍﳌﻨﻈﻤﺔ ﻛﻜﻞ‪.‬‬
‫ﺏ‪ -‬ﺍﻟﻀﻐﻮﻁ ﺍﳋﺎﺭﺟﻴﺔ‪ :‬ﻣﺘﻤﺜﻠﺔ ﰲ ﺿﻐﻮﻁ ﺍﻟﺒﻴﺌﺔ ﺍﳋﺎﺭﺟﻴﺔ ﻣﺜﻞ ﺍﳊﺎﻟﺔ ﺍﻟﺴﻴﺎﺳﻴﺔ‪ ،‬ﺍﻟﻮﺿﻊ‬
‫ﺍﻻﻗﺘﺼﺎﺩﻱ‪ ،‬ﺍﻟﺮﺃﻱ ﺍﻟﻌﺎﻡ‪...،‬ﺍﱁ‪ .‬ﻟﺬﻟﻚ ﻓﺎﻟﻘﺮﺍﺭ ﺍﻟﻔﻌﺎﻝ ﰲ ﻓﺘﺮﺓ ﺃﻭ ﻣﻨﻄﻘﺔ ﻣﻌﻴﻨﺔ‪ ،‬ﻗﺪ ﻻ ﻳﻜﻮﻥ ﻛﺬﻟﻚ ﰲ‬
‫ﻓﺘﺮﺓ ﺃﻭ ﻣﻨﻄﻘﺔ ﺃﺧﺮﻯ‪ .‬ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﺿﻐﻮﻃﺎﺕ ﺃﺻﺤﺎﺏ ﺍﻟﻌﻼﻗﺔ ﻣﻊ ﺍﳌﻨﻈﻤﺔ‪ ،‬ﻣﺜﻞ ﺍﻟﻌﻤﻼﺀ ﺃﻭ‬
‫ﺍﳌﺴﺘﻬﻠﻜﲔ‪ ،‬ﻭﺍﻟﺪﺍﺋﻨﲔ ﻭﺍﳌﻮﺭﺩﻳﻦ‪ ،‬ﻭﻣﺪﻳﺮﻳﺎﺕ ﺍﳌﻨﺎﻓﺴﺔ ﻭﺍﻷﺳﻌﺎﺭ ﻭﻣﺼﺎﱀ ﺍﻟﻀﺮﺍﺋﺐ‪...‬ﺍﱁ‪ ،‬ﺍﻟﱵ ﲢﺪﺩ‬
‫ﻋﻤﻞ ﺍﳌﺪﻳﺮ ﰲ ﺍﲣﺎﺫﻩ ﻟﻠﻘﺮﺍﺭ‪.‬‬
‫‪.6‬ﻛﻔﺎﺀﺓ ﺍﳌﺪﻳﺮ‪:‬‬
‫ﺇﻥ ﺿﻌﻒ ﻛﻔﺎﺀﺓ ﺍﳌﺪﻳﺮ ﲡﻌﻠﻪ ﻏﲑ ﻗﺎﺩﺭ ﻋﻠﻰ ﺍﺧﺘﻴﺎﺭ ﺍﻟﺒﺪﻳﻞ ﺍﻷﻓﻀﻞ‪ ،‬ﻭﺑﺎﻟﺘﺎﱄ ﺇﻣﺎ ﺗﻀﻴﻴﻊ ﻓﺮﺻﺔ‬
‫ﻋﻠﻰ ﺍﳌﺆﺳﺴﺔ ﺃﻭ ﲢﻤﻴﻠﻬﺎ ﺗﻜﺎﻟﻴﻒ ﻭﺧﺴﺎﺋﺮ ﺇﺿﺎﻓﻴﺔ‪ ،‬ﻛﻤﺎ ﺃﻥ ﻫﺬﺍ ﺍﻟﻀﻌﻒ ﻗﺪ ﻳﺪﻓﻊ ﺑﻪ ﻻﺧﺘﻴﺎﺭ ﺑﺪﻳﻞ‬
‫ﻳﺮﺿﻲ ﲨﻴﻊ ﺍﻷﻃﺮﺍﻑ ﺍﻟﱵ ﳝﺴﻬﺎ ﺍﻟﻘﺮﺍﺭ‪ ،‬ﻟﺬﻟﻚ ﻭﺟﺐ ﻋﻠﻰ ﺍﳌﺪﻳﺮ ﺍﻟﺬﻱ ﻻ ﳝﺘﻠﻚ ﺍﻟﻜﻔﺎﺀﺓ ﺍﳌﻨﺎﺳﺒﺔ ﻷﺩﺍﺀ‬
‫ﻋﻤﻠﻪ –ﺧﺎﺻﺔ ﰲ ﺍﳉﻮﺍﻧﺐ ﺍﻟﺘﻘﻨﻴﺔ‪ -‬ﺃﻥ ﻳﺒﺬﻝ ﻣﺎ ﰲ ﻭﺳﻌﻪ ﻟﺘﺪﺍﺭﻙ ﻫﺬﺍ ﺍﻟﻨﻘﺺ ﻛﺄﻥ ﳜﻀﻊ ﻟﻠﺘﺪﺭﻳﺐ‬
‫ﺍﳌﻜﺜﻒ ﻭﺇﻋﺎﺩﺓ ﺍﻟﺘﺄﻫﻴﻞ‪ ،‬ﺃﻭ ﺃﻥ ﳛﻴﻂ ﻧﻔﺴﻪ ﲟﺠﻤﻮﻋﺔ ﻣﺴﺘﺸﺎﺭﻳﻦ ﻣﺘﺨﺼﺼﲔ ﺃﻭ ﺃﻥ ﻳﺴﺘﺨﺪﻡ ﺃﻱ‬
‫ﺃﺳﻠﻮﺏ ﺁﺧﺮ ﻗﺪ ﻳﺮﺍﻩ ﻣﻨﺎﺳﺒﺎ ﳊﺎﻟﺘﻪ‪ .‬ﻭﻣﻦ ﺷﺄﻥ ﺃﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺘﻄﻮﺭﺓ ﺃﻥ ﺗﻮﻓﺮ ﻟﻪ ﺃﻛﱪ ﻗﺪﺭ ﻣﻦ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳉﻴﺪﺓ ﻟﺘﺴﺎﻋﺪﻩ ﺃﻛﺜﺮ ﰲ ﺍﻟﺘﺤﻜﻢ ﰲ ﺍﻟﻨﻘﺎﺋﺺ ﺍﻟﱵ ﻳﻌﺎﱐ ﻣﻨﻬﺎ‪.‬‬
‫‪ .7‬ﺇﺭﺍﺩﺓ ﺍﳌﺪﻳﺮ ﺃﻭ ﺧﻮﻓﻪ ﻣﻦ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ‪:‬‬
‫ﺇﺫ ﻳﻌﻮﺩ ﺧﻮﻑ ﺍﳌﺪﻳﺮ ﻣﻦ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﺇﱃ ﺍﶈﻴﻂ ﺍﻻﺟﺘﻤﺎﻋﻲ ﻭﺍﻟﻮﻇﻴﻔﻲ ﺍﻟﺼﻌﺐ‪ ،‬ﻭﻋﺪﻡ‬
‫ﺍﻻﺳﺘﻘﺮﺍﺭ ﰲ ﺍﻷﻧﻈﻤﺔ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﻭﻛﺜﺮﺓ ﺍﻟﺘﻨﻘﻼﺕ‪ ،‬ﻭﻏﻤﻮﺽ ﺍﻷﺩﻭﺍﺭ ﻭﺍﻷﻫﺪﺍﻑ ﻣﻌﺎ‪ ،‬ﳑﺎ ﻳﺪﻓﻊ ﺑﺎﳌﺪﻳﺮ‬
‫ﺇﱃ ﺍﻟﺮﺟﻮﻉ ﻟﺮﺅﺳﺎﺋﻪ ﺣﱴ ﻳﺸﺮﻛﻬﻢ ﰲ ﺍﳌﺴﺆﻭﻟﻴﺔ‪.‬‬
‫‪ .8‬ﻗِﺪﻡ ﺃﻭ ﺣﺪﺍﺛﺔ ﺍﳌﺪﻳﺮ ﰲ ﺍﳌﻨﺼﺐ‪:‬‬
‫ﺇﺫ ﺃﻥ ﺍﳌﺪﻳﺮ ﺍﳊﺪﻳﺚ ﰲ ﺍﳌﻨﺼﺐ ﻋﺎﺩﺓ ﻣﺎ ﻳﺸﻌﺮ ﺑﻌﺪﻡ ﺍﻻﻃﻤﺌﻨﺎﻥ‪ ،‬ﻓﻴﻤﻴﻞ ﺇﱃ ﺗﺄﺟﻴﻞ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ‬
‫ﻋﺴﻰ ﺃﻥ ﺗﺘﻐﲑ ﺍﻟﻈﺮﻭﻑ ﺇﱃ ﺍﻷﺣﺴﻦ‪ ،‬ﻓﺘﻌﻔﻴﻪ ﻋﺐﺀ ﺍﺧﺘﻴﺎﺭ ﺃﺣﺪ ﺍﻟﺒﺪﺍﺋﻞ‪ ،‬ﺇﺿﺎﻓﺔ ﺇﱃ ﻋﺪﻡ ﻭﺿﻮﺡ‬
‫‪22‬‬
‫ﺍﻟﻠﻮﺍﺋﺢ ﻭﺍﻟﺘﻌﻠﻴﻤﺎﺕ ﻛﻮ‪‬ﺎ ﲢﺘﻤﻞ ﺗﻔﺴﲑﺍﺕ ﳐﺘﻠﻔﺔ‪ .‬ﻛﻤﺎ ﺃﻥ ﻃﻮﻝ ﺍﻹﺟﺮﺍﺀﺍﺕ ﻛﺜﲑﺍ ﻣﺎ ﻳﺆﺩﻱ ﺇﱃ‬
‫ﺍﺳﺘﺒﻌﺎﺩ ﺍﻟﻘﺮﺍﺭ ﺃﻭ ﺗﺄﺟﻴﻠﻪ‪ ،‬ﻛﺄﻥ ﳝﻨﻊ ﺍﳌﺪﻳﺮ ﻭﺻﻮﻝ ﺍﳌﺸﺎﻛﻞ ﺑﺄﻥ ﳝﻨﺢ ﳌﺮﺅﻭﺳﻴﻪ ﺍﻟﺼﻼﺣﻴﺔ ﰲ ﺣﻠﻬﺎ ﺃﻭ‬
‫ﳛﺎﻭﻝ ﺍﻟﺘﻤﻠﺺ ‪‬ﺎﺋﻴﺎ ﻣﻦ ﺍﳌﺸﻜﻠﺔ ﻣﻮﺿﻮﻉ ﺍﻟﻘﺮﺍﺭ‪.‬‬
‫‪ .9‬ﻛﻤﻴﺔ ﻭﻧﻮﻋﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺘﻮﻓﺮﺓ ﻟﺪﻯ ﻣﺘﺨﺬ ﺍﻟﻘﺮﺍﺭ‪:‬‬
‫ﻣﻦ ﺑﲔ ﺍﻟﻌﻨﺎﺻﺮ ﺍﳌﻬﻤﺔ ﰲ ﺯﻳﺎﺩﺓ ﻓﻌﺎﻟﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﻫﻮ ﻋﻨﺼﺮ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻣﻦ ﺣﻴﺚ ﺍﻟﻜﻤﻴﺔ ﺃﻭ‬
‫ﺍﻟﻨﻮﻋﻴﺔ‪ ،‬ﻓﻜﻠﻤﺎ ﺗﻮﻓﺮﺕ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻛﻠﻤﺎ ﺍﻗﺘﺮﺏ ﺍﳌﺪﻳﺮ ﻣﻦ ﺣﺎﻟﺔ ﺍﻟﺘﺄﻛﺪ‪ ،‬ﻭﺑﺎﻟﺘﺎﱄ ﺍﻗﺘﺮﺏ ﻣﻦ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ‬
‫ﺍﻟﺮﺷﻴﺪ‪ ،‬ﻭﻛﻠﻤﺎ ﻛﺎﻧﺖ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻣﻨﻈﻤﺔ‪ ،‬ﺳﻬﻠﺔ‪ ،‬ﺷﺎﻣﻠﺔ ﻭﺩﻗﻴﻘﺔ‪ ،‬ﻭﰲ ﺗﻮﻗﻴﺘﻬﺎ ﺍﳌﻨﺎﺳﺐ ﻛﻠﻤﺎ ﺍﻗﺘﺮﺏ ﻣﻦ‬
‫ﺣﺎﻟﺔ ﺍﻟﺘﺄﻛﺪ ﺍﻟﺘﺎﻡ‪ ،‬ﻭﺑﺎﻟﺘﺎﱄ ﺯﺍﺩﺕ ﺟﻮﺩﺓ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳌﺘﺨﺬﺓ‪ ،‬ﺇﺿﺎﻓﺔ ﺇﱃ ﺃﻥ ﻭﺟﻮﺩ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﻭﻗﺘﻬﺎ‬
‫ﺍﳌﻨﺎﺳﺐ ﻳﺴﺮ‪‬ﻉ ﻭﻳﺴﻬ‪‬ﻞ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﻭﺗﻨﻔﻴﺬﻩ ﺇﺿﺎﻓﺔ ﺇﱃ ﺗﺒﺪﻳﺪ ﻋﻮﺍﻣﻞ ﺍﻟﺸﻚ ﳑﺎ ﻳﺰﻳﺪ ﻣﻦ ﺩﺭﺟﺔ‬
‫ﻗﺒﻮﻝ ﺍﳌﺮﺅﻭﺳﲔ ﻟﻪ‪ ،‬ﻭﺑﺎﻟﺘﺎﱄ ﻳﻌﺰﺯ ﻓﺮﺹ ﳒﺎﺣﻪ ﻭﲢﻘﻴﻘﻪ ﻷﻫﺪﺍﻓﻪ؛ ﻭﻫﺬﺍ ﻣﺎ ﺣﺎﻭﻟﺖ ﻭﲢﺎﻭﻝ ﺃﻧﻈﻤﺔ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﺗﻮﻓﲑﻩ ﻟﻠﻤﺴﲑﻳﻦ‪.‬‬

‫‪23‬‬
 ‫ﺍﻟﻤﺒﺤﺚ ﺍﻟﺜﺎﻧﻲ‪ :‬ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﻻﺗﺨﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ‬
‫ﺑﻌﺪ ﳏﺎﻭﻟﺔ ﺍﻹﳌﺎﻡ ﺑﻌﻨﺼﺮ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﰲ ﺍﳌﺒﺤﺚ ﺍﻷﻭﻝ‪،‬ﺳﻴﺘﻢ ﺍﻟﺘﻄﺮﻕ ﰲ ﻫﺬﺍ ﺍﳌﺒﺤﺚ ﺇﱃ‬
‫ﺍﻟﻌﻨﺼﺮ ﺍﻟﺜﺎﱐ‪ ،‬ﻭﻫﻮ ﻋﻨﺼﺮ ﺍﳌﻌﻠﻮﻣﺔ‪ ،‬ﻭﻋﻼﻗﺘﻬﺎ ﺑﺎﻟﺒﻴﺎﻧﺎﺕ‪ ،‬ﻭﻣﺪﻯ ﻣﺴﺎﳘﺘﻬﻤﺎ ﰲ ﻋﻤﻠﻴﺔ ﺍﻟﺮﻓﻊ ﻣﻦ ﻓﻌﺎﻟﻴﺔ‬
‫ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺍﳌﺘﺨﺬﺓ‪.‬‬

‫ﺍﻟﻤﻄﻠﺐ ﺍﻷﻭﻝ‪ :‬ﻣﻔﻬﻮﻣﺎ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﻟﻤﻌﻠﻮﻣﺎﺕ‬

‫ﺗﻌﺘﱪ ﺍﳌﻌﻠﻮﻣﺔ ﰲ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﻌﺼﺮﻳﺔ ﻣﻮﺭﺩﺍ ﻻ ﻳﻘﻞ ﺃﳘﻴﺔ ﻋﻦ ﻋﻨﺼﺮ ﺭﺃﺱ ﺍﳌﺎﻝ ﺃﻭ ﺍﻟﻌﻤﻞ‪ ،‬ﺇﺫ ﺃ‪‬ﺎ‬
‫ﺗﻌﺪ ﺍﳌﺼﺪﺭ ﺍﻷﺳﺎﺳﻲ ﻟﻜﻞ ﺍﻟﻘﺮﺍﺭﺍﺕ؛ ﻓﺎﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﰲ ﺍﻷﺻﻞ ﻫﻮ ﻧﺘﺎﺝ ﻋﻤﻠﻴﺔ ﻣﻔﺎﺿﻠﺔ)ﻛﻤﺎ ﺭﺃﻳﻨﺎ‬
‫ﺳﺎﺑﻘﺎ( ﺑﲔ ﻋﺪﺓ ﺑﺪﺍﺋﻞ‪ ،‬ﻭﻫﺬﺍ ﺣﺘﻤﺎ ﻻ ﻳﺘﺄﺗﻰ ﺇﻻ ﺑﺎﻻﻋﺘﻤﺎﺩ ﻋﻠﻰ ﻣﻌﻠﻮﻣﺎﺕ ﺻﺤﻴﺤﺔ ﻭﻣﻼﺋﻤﺔ ﻧﺎﲡﺔ ﻋﻦ‬
‫ﻧﻈﺎﻡ ﻣﺘﻜﺎﻣﻞ‪.‬‬
‫ﺇﻻ ﺃﻧﻪ ﻛﺜﲑﺍ ﻣﺎ ﻭﻗﻊ ﺍﳋﻠﻂ ﺑﲔ ﻣﻔﻬﻮﻣﻲ ﺍﳌﻌﻠﻮﻣﺎﺕ)‪ (Informations‬ﻭﺍﻟﺒﻴﺎﻧﺎﺕ )‪ (Data‬ﳑﺎ‬
‫ﻳﺴﺘﺪﻋﻲ ﺿﺮﻭﺭﺓ ﺗﻮﺿﻴﺢ ﻣﻔﻬﻮﻡ ﻛﻞ ﻣﻨﻬﻤﺎ‪.‬‬
‫ﻳﺘﻔﻖ ﺃﻏﻠﺒﻴﺔ ﺍﳌﺆﻟﻔﲔ ﰲ ﻫﺬﺍ ﺍ‪‬ﺎﻝ ﻋﻠﻰ ﺃﻥ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻫﻲ ﺑﻴﺎﻧﺎﺕ ﲤﺖ ﻣﻌﺎﳉﺘﻬﺎ ﻟﻜﻲ ﺗﺼﺒﺢ ﺫﺍﺕ‬
‫ﻣﻨﻔﻌﺔ ﻟﻄﺮﻑ ﻣﺎ‪ ،‬ﺃﻱ ﺃ‪‬ﻢ ﻳﻌﺘﱪﻭﻥ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻣﺎﺩﺓ ﺧﺎﻡ ﲢﺘﺎﺝ ﺇﱃ ﻣﻌﺎﳉﺔ ﻭﲢﻮﻳﻞ ﻟﺘﺼﺒﺢ ﻣﻌﻠﻮﻣﺎﺕ‪ .‬ﻭﰲ‬
‫ﻫﺬﺍ ﺍﻟﺼﺪﺩ ﻋﺮﻑ "ﺍﳌﺸﺮﻗﻲ" ﺍﻟﺒﻴﺎﻧﺎﺕ ﺑﺄ‪‬ﺎ‪":‬ﺍﳊﻘﺎﺋﻖ ﻭﺍﻷﺭﻗﺎﻡ ﻭﺍﳋﺮﺍﺋﻂ ﻭﺍﻟﻜﻠﻤﺎﺕ ﻭﺍﻹﺷﺎﺭﺍﺕ ﺍﻟﱵ ﺗﻌﱪ‬
‫ﻋﻦ ﻓﻜﺮﺓ‪ ،‬ﻭﺍﻟﱵ ﳝﻜﻦ ﺗﺮﲨﺘﻬﺎ ﻭﻣﻌﺎﳉﺘﻬﺎ ﻣﻦ ﻗﺒﻞ ﺍﻹﻧﺴﺎﻥ ﺃﻭ ﺍﻷﺟﻬﺰﺓ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ﻟﺘﺘﺤﻮﻝ ﺇﱃ ﻧﺘﺎﺋﺞ‬
‫ﳝﻜﻦ ﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻨﻬﺎ"‪ 1،‬ﻛﻤﺎ ﻳﻌﺮﻓﻬﺎ ﻛﺎﻣﻞ ﺍﻟﺴﻴﺪ ﻏﺮﺍﺏ ﻭﻓﺎﺩﻳﺔ ﳏﻤﺪ ﺣﺠﺎﺯﻱ ﻧﻘﻼ ﻋﻦ "ﺷﻴﻠﻲ‬
‫ﻭﻛﺎﴰﺎﻥ")‪ (Shelly & Cashman‬ﺑﺄ‪‬ﺎ‪":‬ﲤﺜﻴﻞ ﳊﻘﺎﺋﻖ ﺃﻭ ﻣﺒﺎﺩﺉ ﺃﻭ ﺗﻌﻠﻴﻤﺎﺕ ﰲ ﺷﻜﻞ ﺭﲰﻲ‬
‫‪2‬‬
‫ﻣﻨﺎﺳﺐ ﻟﻼﺗﺼﺎﻝ‪ ،‬ﻭﺍﻟﺘﻔﺴﲑ ﻭﺍﻟﺘﺸﻐﻴﻞ ﺑﻮﺍﺳﻄﺔ ﺍﻷﻓﺮﺍﺩ ﺃﻭ ﺍﻵﻻﺕ ﺍﻷﻭﺗﻮﻣﺎﺗﻴﻜﻴﺔ"‪.‬‬
‫ﰲ ﺣﲔ ﳒﺪ ﺃﻥ "ﺍﳊﺴﻨﻴﺔ" ﻳﻌﺮﻑ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﺄ‪‬ﺎ‪":‬ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﻟﱵ ﺧﻀﻌﺖ ﻟﻠﻤﻌﺎﳉﺔ ﻭﺍﻟﺘﺤﻠﻴﻞ ﻭﺍﻟﺘﻔﺴﲑ‬
‫‪‬ﺪﻑ ﺍﺳﺘﺨﺮﺍﺝ ﺍﳌﻘﺎﺭﻧﺎﺕ ﻭﺍﳌﺆﺷﺮﺍﺕ ﻭﺍﻟﻌﻼﻗﺎﺕ ﺍﻟﱵ ﺗﺮﺑﻂ ﺍﳊﻘﺎﺋﻖ ﻭﺍﻷﻓﻜﺎﺭ ﻭﺍﻟﻈﻮﺍﻫﺮ ﺑﻌﻀﻬﺎ‬
‫ﺑﺒﻌﺾ"‪.3‬‬

‫‪ 1‬ﺣﺴﻦ ﺍﳌﺸﺮﻗﻲ‪ ،‬ﻧﻈﺮﻳﺔ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻹﺩﺍﺭﻳﺔ)ﻣﺪﺧﻞ ﻛﻤﻲ ﰲ ﺍﻹﺩﺍﺭﺓ(‪ ،‬ﺩﺍﺭ ﺍﳌﺴﲑﺓ ﻟﻠﻨﺸﺮ ﻭﺍﻟﺘﻮﺯﻳﻊ‪ ،‬ﻋﻤﺎﻥ‪ ،‬ﺍﻷﺭﺩﻥ‪ ،‬ﻁ‪،1997 ،1‬‬
‫ﺹ‪49‬‬
‫‪ 2‬ﻛﺎﻣﻞ ﺍﻟﺴﻴﺪ ﻏﺮﺍﺏ ﻭﻓﺎﺩﻳﺔ ﳏﻤﺪ ﺣﺠﺎﺯﻱ‪ ،‬ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪:‬ﻣﺪﺧﻞ ﲢﻠﻴﻠﻲ‪ ،‬ﻧﺸﺮ ﺟﺎﻣﻌﺔ ﺍﳌﻠﻚ ﺳﻌﻮﺩ‪ ،‬ﺍﻟﺮﻳﺎﺽ‪ ،‬ﻁ‪،1‬‬
‫‪ ،1997‬ﺹ‪.46‬‬
‫‪ 3‬ﺳﻠﻴﻢ ﺍﳊﺴﻨﻴﺔ‪ ،‬ﻣﺒﺎﺩﻯﺀ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﻣﺆﺳﺴﺔ ﺍﻟﻮﺭﺍﻕ ﻟﻠﻨﺸﺮ ﻭﺍﻟﺘﻮﺯﻳﻊ‪ ،‬ﻁ‪ ،1998 ،1‬ﻋﻤﺎﻥ‪ ،‬ﺍﻷﺭﺩﻥ‪ ،‬ﺹ‪39‬‬
‫‪24‬‬
‫ﻛﻤﺎ ﻳﻌﺮﻑ "ﺍﻟﻠﻮﺯﻱ" ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﺄ‪‬ﺎ‪":‬ﻛﻞ ﺃﺷﻜﺎﻝ ﻭﻣﺼﺎﺩﺭ ﺍﳌﻌﺮﻓﺔ ﻭﺍﻟﻌﻠﻢ ﻭﺍﻹﺩﺭﺍﻙ ﺍﳊﺴﻲ ﻭﺍﳌﻌﻨﻮﻱ‬
‫‪1‬‬
‫ﻟﻸﺷﻴﺎﺀ ﻭﺍﻟﻈﻮﺍﻫﺮ ﻭﺍﻟﻨﺎﺱ‪ ،‬ﻭﻛﺬﻟﻚ ﺍﻟﺒﻴﺌﺔ"‪.‬‬
‫ﻭﻋﻠﻴﻪ‪ ،‬ﳝﻜﻦ ﺍﻻﺳﺘﻨﺘﺎﺝ ﺑﺄﻥ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﺒﻴﺎﻧﺎﺕ ﰲ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﻭﺍﻻﺗﺼﺎﻻﺕ ﻻ ﳝﻜﻦ ﺃﻥ ﻳﺘﻢ‬
‫ﺑﺎﳊﺎﻟﺔ ﺍﻟﱵ ﻫﻲ ﻋﻠﻴﻬﺎ‪ ،‬ﺑﻞ ﳚﺐ ﺇﺟﺮﺍﺀ ﻋﻤﻠﻴﺔ ﺗﺒﻮﻳﺐ ﻭﺗﺼﻨﻴﻒ ﻭﻣﻌﺎﳉﺔ ﻟﺘﺘﻔﻖ ﻣﻊ ﺍﻷﻏﺮﺍﺽ ﺍﻟﱵ‬
‫ﺳﺘﺴﺘﺨﺪﻡ ﻓﻴﻬﺎ‪ ،‬ﻭﻫﻲ ﺑﺬﻟﻚ ﺗﺘﺤﻮﻝ ﺇﱃ ﻣﻌﻠﻮﻣﺎﺕ ﺻﺎﳊﺔ ﻟﻼﺳﺘﺨﺪﺍﻡ ﺍﻹﺩﺍﺭﻱ ﺳﻮﺍﺀ ﰲ ﳎﺎﻝ‬
‫ﺍﻻﺗﺼﺎﻻﺕ ﺃﻭ ﰲ ﳎﺎﻝ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ‪ .‬ﻓﻌﻠﻰ ﺳﺒﻴﻞ ﺍﳌﺜﺎﻝ ﳒﺪ ﺃﻥ ﻗﺎﺋﻤﺔ ﺍﻷﻓﺮﺍﺩ ﺍﻟﻌﺎﻣﻠﲔ ﲟﺆﺳﺴﺔ ﻣﺎ ﻟﻴﺲ‬
‫ﻟﻪ ﻣﻌﲎ ﺑﺎﻟﻨﺴﺒﺔ ﻹﺩﺍﺭﺓ ﺍﻷﻓﺮﺍﺩ ﺇﻻ ﺇﺫﺍ ﰎ ﺗﺼﻨﻴﻔﻬﻢ ﺣﺴﺐ ﻣﺆﻫﻼ‪‬ﻢ ﺃﻭ ﺳﻠﻢ ﺍﻷﺟﻮﺭ ﺃﻭ ﺍﳌﺼﺎﱀ ﺍﻟﱵ‬
‫ﻳﺸﺘﻐﻠﻮﻥ ‪‬ﺎ ﻣﺜﻼ‪ ،‬ﻭﻛﺬﻟﻚ ﺑﺎﻟﻨﺴﺒﺔ ﳌﺪﻳﺮ ﺍﻹﻧﺘﺎﺝ؛ ﻓﻘﺎﺋﻤﺔ ﺍﲰﻴﺔ ﻟﻠﻌﻤﺎﻝ ﻻ ﺗﻌﻨﻴﻪ ﻛﺜﲑﺍ ﺇﺫﺍ ﱂ ﺗﻌﲔ ﻟﻪ‬
‫ﺍﻷﲰﺎﺀ ﺍﻟﱵ ﺳﺘﻌﻤﻞ ﰲ ﻗﺴﻢ ﺍﻹﻧﺘﺎﺝ ﻭﻛﺬﺍ ﻣﺆﻫﻼ‪‬ﺎ ﻭﻣﺴﺘﻮﻳﺎﺕ ﺃﺟﻮﺭﻫﺎ‪...‬ﻭﻫﻜﺬﺍ‪ ،‬ﺃﻱ ﺃﻧﻪ ﳝﻜﻦ ﺍﻟﻘﻮﻝ‬
‫ﺑﺄﻥ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺗﺸﲑ ﺇﱃ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﻟﱵ ﰎ ﺗﻘﻴﻴﻤﻬﺎ ﻟﻠﺘﻌﺎﻣﻞ ﻣﻊ ﻣﻮﻗﻒ ﻣﻌﲔ ﺃﻭ ﻣﺸﻜﻠﺔ ﻣﻌﻴﻨﺔ ﺗﻮﺍﺟﻪ ﻓﺮﺩﺍ‬
‫ﺃﻭ ﳎﻤﻮﻋﺔ ﺃﻓﺮﺍﺩ ﻣﻌﻴﻨﺔ ﻟﺘﺤﻘﻴﻖ ﻫﺪﻑ ﻣﻌﲔ‪ .‬ﻭﺍﻟﺸﻜﻞ ﺍﳌﺒﺴﻂ ﺭﻗﻢ)‪ (05‬ﻳﻮﺿﺢ ﲢﻮﻳﻞ ﺍﻟﺒﻴﺎﻧﺎﺕ )ﺍﳌﻮﺍﺩ‬
‫ﺍﳋﺎﻡ( ﺇﱃ ﻣﻌﻠﻮﻣﺎﺕ )ﻧﻮﺍﺗﺞ ‪‬ﺎﺋﻴﺔ(‪.‬‬
‫ﺍﻟﺸﻜﻞ ﺭﻗﻢ )‪ :(04‬ﻧﻈﺎﻡ ﻣﻌﺎﳉﺔ ﺍﻟﺒﻴﺎﻧﺎﺕ‬
‫ﻤﻌﻠﻭﻤﺎﺕ‬ ‫ﺒﻴﺎﻨﺎﺕ‬
‫ﺘﺸﻐﻴل‬

‫ﺘﻐﺫﻴﺔ ﻋﻜﺴﻴﺔ‬
‫)ﺍﳌﺼﺪﺭ‪ :‬ﻣﻦ ﺇﻋﺪﺍﺩ ﺍﻟﺒﺎﺣﺚ(‬

‫ﻭﻣﻦ ﺍﳌﻌﺮﻭﻑ ﺃﻥ ﻫﻨﺎﻙ ﻗﺪﺭﺍ ﻛﺒﲑﺍ ﻣﻦ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﻟﱵ ﺗﺘﻮﺍﻓﺮ ﻣﻦ ﻣﺼﺎﺩﺭ ﺩﺍﺧﻠﻴﺔ ﻭﺧﺎﺭﺟﻴﺔ ﻟﺘﻨﻈﻴﻢ‬
‫ﻣﻌﲔ‪ ،‬ﻭﻋﻠﻰ ﺍﻟﺮﻏﻢ ﻣﻦ ﺃ‪‬ﺎ ﺗﻌﺘﱪ ﺍﳌﺎﺩﺓ ﺍﳋﺎﻡ ﻹﻧﺘﺎﺝ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺇﻻ ﺃﻥ ﺍﻟﻜﺜﲑ ﻣﻨﻬﺎ ﻗﺪ ﻻ ﻳﻮﻓﺮ ﻣﻌﻠﻮﻣﺎﺕ‬
‫ﻣﻼﺋﻤﺔ ﻟﻠﻔﺮﺩ ﺍﳌﻌﲔ‪ ،‬ﻭﻋﻠﻰ ﺫﻟﻚ ﻓﺈﻥ ﻛﱪ ﺣﺠﻢ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﻟﱵ ﺗﺘﻮﺍﻓﺮ ﻟﻠﻔﺮﺩ ﻗﺪ ﳝﺜﻞ ﻋﺒﺌﺎ ﻋﻠﻴﻪ ﻭﻋﻠﻰ‬
‫ﺍﻟﺘﻨﻈﻴﻢ ﺇﺫﺍ ﱂ ﻳﺘﻢ ﺗﻨﻈﻴﻤﻬﺎ ﻋﻠﻰ ﺿﻮﺀ ﺃﻫﺪﺍﻑ ﻣﻌﻴﻨﺔ‪ ،‬ﻭﻫﻨﺎﻙ ﺍﻟﻜﺜﲑ ﻣﻦ ﺍﳊﺎﻻﺕ ﺍﻟﱵ ﺗ‪‬ﻠﻘﻰ ﻓﻴﻬﺎ ﺗﻘﺎﺭﻳﺮ‬
‫ﺃﻭ ﺑﻴﺎﻧﺎﺕ ﰲ ﺳﻠﺔ ﺍﳌﻬﻤﻼﺕ ﻧﻈﺮﺍ ﻟﻌﺪﻡ ﻣﻼﺀﻣﺘﻬﺎ‪ ،‬ﻭﻫﻨﺎﻙ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﺘﻨﻈﻴﻤﺎﺕ ﺍﻟﱵ ﺗﻘﻮﻡ ﺑﺈﻧﺘﺎﺝ ﻣﺌﺎﺕ‬
‫ﻣﻦ ﺍﻟﺘﻘﺎﺭﻳﺮ ﺍﻟﱵ ﻻ ﺗﺴﺘﺨﺪﻡ ﻋﻠﻰ ﺍﻹﻃﻼﻕ ﳐﻠﻔﺔ ﻭﺭﺍﺀﻫﺎ ﺧﺴﺎﺋﺮ ﻋﺪﻳﺪﺓ ﰲ ﺍﳉﻬﺪ ﻭﺍﻟﻮﻗﺖ ﻭﺍﻷﻣﻮﺍﻝ‪،‬‬
‫‪2‬‬
‫ﺧﺴﺎﺋﺮ ﳝﻜﻦ ﲡﻨﺒﻬﺎ ﺑﺎﺳﺘﺨﺪﺍﻡ ﻧﻈﺎﻡ ﻓﻌﺎﻝ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ‪.‬‬

‫‪ 1‬ﻣﻮﺳﻰ ﺍﻟﻠﻮﺯﻱ‪ ،‬ﺍﻟﺘﻨﻤﻴﺔ ﺍﻹﺩﺍﺭﻳﺔ)ﺍﳌﻔﺎﻫﻴﻢ ﻭﺍﻷﺳﺲ ﻭﺍﻟﺘﻄﺒﻴﻘﺎﺕ(‪ ،‬ﺩﺍﺭ ﻭﺍﺋﻞ ﻟﻠﻨﺸﺮ‪ ،‬ﻋﻤﺎﻥ‪ ،‬ﺍﻷﺭﺩﻥ‪ ،‬ﻁ‪ ،2000 ،1‬ﺹ‪.179‬‬
‫‪ 2‬ﺃﲪﺪ ﺑﺴﻴﻮﱐ ﺷﺤﺎﺗﺔ ﻭﺁﺧﺮﻭﻥ‪ ،‬ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﶈﺎﺳﺒﻴﺔ ﰲ ﺷﺮﻛﺎﺕ ﺍﻟﺘﺄﻣﲔ ﻭﺍﻟﺒﻨﻮﻙ ﺍﻟﺘﺠﺎﺭﻳﺔ‪ ،‬ﺍﻟﺪﺍﺭ ﺍﳉﺎﻣﻌﻴﺔ ﻟﻠﻨﺸﺮ‪ ،‬ﲨﻬﻮﺭﻳﺔ‬
‫ﻣﺼﺮ ﺍﻟﻌﺮﺑﻴﺔ‪ ،‬ﺑﺪﻭﻥ ﺳﻨﺔ ﺍﻟﻨﺸﺮ‪ ،‬ﺹ‪.14‬‬
‫‪25‬‬
‫ﻛﻤﺎ ﺃﻥ ﺍﻟﻐﺮﺽ ﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺃﺳﺎﺳﺎ ﻫﻮ ﺯﻳﺎﺩﺓ ﻣﺴﺘﻮﻯ ﺍﳌﻌﺮﻓﺔ ﻟﺪﻯ ﺍﻟﻔﺮﺩ ﺍﻟﺬﻱ ﳛﺼﻞ ﻋﻠﻴﻬﺎ‪،‬‬
‫ﻭﺫﻟﻚ ﺑﺘﻮﻓﲑ ﺗﻌﺒﲑ ﻭﺍﺿﺢ ﻋﻦ ﺣﺎﻟﺔ ﻣﻌﻴﻨﺔ‪ ،‬ﻓﺎﳌﻌﺮﻓﺔ ﺗﻌﺘﱪ ﺣﺼﻴﻠﺔ ﻣﺎ ﳝﺘﻠﻜﻪ ﻓﺮﺩ ﺃﻭ ﻣﻨﻈﻤﺔ ﺃﻭ ﳎﺘﻤﻊ ﻣﻦ‬
‫ﻣﻌﻠﻮﻣﺎﺕ ﻭﻋﻠﻢ ﻭﺛﻘﺎﻓﺔ ﰲ ﻭﻗﺖ ﻣﻌﲔ‪ 1.‬ﻓﺎﻟﻘﻮﻝ ﻣﺜﻼ ﺑﺰﻳﺎﺩﺓ ﺃﺭﺑﺎﺡ ﺍﳌﺆﺳﺴﺔ ﺧﻼﻝ ﺷﻬﺮ ﻣﺎ ﻫﻮ ﻛﺬﺍ‪ ،‬ﺃﻭ‬
‫ﺃﻥ ﳎﻤﻮﻉ ﺇﻳﺪﺍﻋﺎ‪‬ﺎ ﰲ ﺍﻟﺒﻨﻚ ﻫﻮ ﻛﺬﺍ‪ ،‬ﻫﻲ ﻣﻌﻠﻮﻣﺎﺕ ﺗﻠﱯ ﺣﺎﺟﺔ ﻣﻌﻴﻨﺔ ﻟﺪﻯ ﺍﻟﻔﺮﺩ ﺍﻟﺬﻱ ﳛﺼﻞ ﻋﻠﻴﻬﺎ‬
‫ﺇﻻ ﺃﻥ ﺍﻟﺪﻻﻻﺕ ﺍﻟﱵ ﺗﻌﻄﻴﻬﺎ ﻟﻠﻤﺪﻳﺮ ﺍﳌﺎﱄ ﻗﺪ ﲣﺘﻠﻒ ﻋﻦ ﺍﻟﺪﻻﻻﺕ ﺍﻟﱵ ﺗﻌﻄﻴﻬﺎ ﳌﺪﻳﺮ ﺍﻹﻧﺘﺎﺝ ﺃﻭ‬
‫ﺍﳌﺒﻴﻌﺎﺕ‪.‬‬
‫ﻭﻋﻠﻴﻪ‪ ،‬ﻓﺈﻥ ﻋﻤﻠﻴﺔ ﻣﻌﺎﳉﺔ ﻭﺗﺸﻐﻴﻞ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺗﺘﻄﻠﺐ ﺿﺮﻭﺭﺓ ﺗﻮﺍﻓﺮ ﻣﻌﺮﻓﺔ ﺍﻷﻓﺮﺍﺩ ﺍﻟﺬﻳﻦ ﻳﻘﻮﻣﻮﻥ ﺑﺘﻠﻚ‬
‫ﺍﻟﻌﻤﻠﻴﺔ ﺑﺎﻟﻄﺮﻕ ﻭﺍﻹﺟﺮﺍﺀﺍﺕ ﺍﳌﺘﺒﻌﺔ ﻟﺘﺸﻐﻴﻞ ﺗﻠﻚ ﺍﻟﺒﻴﺎﻧﺎﺕ‪ ،‬ﺇﺿﺎﻓﺔ ﺇﱃ ﺃﻥ ﻧﺎﺗﺞ ﺍﻟﻨﻈﺎﻡ ﻟﻜﻲ ﻳﻜﺘﺴﺐ‬
‫ﺻﻔﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﳚﺐ ﺃﻥ ﳛﺪﺩ ﺫﻟﻚ ﻣﺴﺘﺨﺪﻡ ﺗﻠﻚ ﺍﻟﻨﻮﺍﺗﺞ‪ .‬ﻭﺑﻨﺎﺀﺍ ﻋﻠﻰ ﻣﺎ ﺳﺒﻖ ﳝﻜﻦ ﺗﻌﺪﻳﻞ ﺍﻟﺸﻜﻞ‬
‫ﺍﻟﺴﺎﺑﻖ ﻟﻴﺼﺒﺢ ﻋﻠﻰ ﻫﺬﺍ ﺍﻟﻨﺤﻮ‪:‬‬

‫ﺍﻟﺸﻜﻞ ﺭﻗﻢ)‪ :(05‬ﻧﻈﺎﻡ ﻣﺘﻜﺎﻣﻞ ﳌﻌﺎﳉﺔ ﺍﻟﺒﻴﺎﻧﺎﺕ‬

‫ﺍﻝﺤﻜﻡ ﺍﻝﺸﺨﺼﻲ‬ ‫ﺍﻝﻤﻌﺭﻓﺔ‬

‫ﻤﻌﻠﻭﻤﺎﺕ‬ ‫ﺒﻴﺎﻨﺎﺕ‬ ‫ﺘﺸﻐﻴل ﺍﻝﺒﻴﺎﻨﺎﺕ‬ ‫ﺒﻴﺎﻨﺎﺕ‬

‫ﺍﻝﺘﻐﺫﻴﺔ ﺍﻝﻌﻜﺴﻴﺔ‬

‫)ﺍﳌﺼﺪﺭ‪:‬ﺇﺑﺮﺍﻫﻴﻢ ﺳﻠﻄﺎﻥ‪ ،‬ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﺍﻟﺪﺍﺭ ﺍﳉﺎﻣﻌﻴﺔ ﻟﻠﻨﺸﺮ‪ ،‬ﺍﻹﺳﻜﻨﺪﺭﻳﺔ‪ ،2000 ،‬ﺹ‪(43‬‬

‫ﺍﻟﻤﻄﻠﺐ ﺍﻟﺜﺎﻧﻲ‪ :‬ﻣﺮﺍﺣﻞ ﺗﺤﻮﻳﻞ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺇﻟﻰ ﻣﻌﻠﻮﻣﺎﺕ‬

‫ﺇﻥ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻟﺘﺸﻐﻴﻠﻴﺔ ﺍﻟﱵ ﲣﻀﻊ ﳍﺎ ﺍﻟﺒﻴﺎﻧﺎﺕ)ﺍﳌﺎﺩﺓ ﺍﻷﻭﻟﻴﺔ( ﻟﺘﺤﻮﻳﻠﻬﺎ ﺇﱃ ﻣﻌﻠﻮﻣﺎﺕ ﻗﺪ ﺗﻜﻮﻥ‬
‫ﺑﺴﻴﻄﺔ ﺃﻭ ﻣﻌﻘﺪﺓ‪ ،‬ﻭﳝﻜﻦ ﺗﺒﺴﻴﻂ ﺍﳌﻌﻘﺪﺓ ﻭﲡﺰﺋﺘﻬﺎ ﺇﱃ ﻋﻨﺎﺻﺮ ﺃﺑﺴﻂ ﺗﺴﺎﻫﻢ ﰲ ﺇﻧﺘﺎﺝ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻋﻦ‬
‫‪2‬‬
‫ﻃﺮﻳﻖ ﺇﺣﺪﻯ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻟﺘﺎﻟﻴﺔ ﻣﺴﺘﻘﻠﺔ ﺃﻭ ﻋﻦ ﻃﺮﻳﻖ ﳎﻤﻮﻋﺔ ﻣﻨﻬﺎ‪:‬‬

‫‪ 1‬ﺻﱪﻳﻨﺔ ﻋﺰ ﺍﻟﺪﻳﻦ ﺯﻳﺮ‪ ،‬ﺍﳌﺮﺟﻊ ﺍﻟﺴﺎﺑﻖ‪ ،‬ﺹ‪.19‬‬

‫‪ 2‬ﺳﻮﻧﻴﺎ ﳏﻤﺪ ﺍﻟﺒﻜﺮﻱ ﻭﺇﺑﺮﺍﻫﻴﻢ ﺳﻠﻄﺎﻥ‪ ،‬ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﺍﻟﺪﺍﺭ ﺍﳉﺎﻣﻌﻴﺔ ﻟﻠﻄﺒﻊ ﻭﺍﻟﻨﺸﺮ ﻭﺍﻟﺘﻮﺯﻳﻊ‪ ،‬ﺍﻹﺳﻜﻨﺪﺭﻳﺔ‪،2001 ،‬‬
‫ﺹ‪.100‬‬
‫‪26‬‬
 ‫‪ .1‬ﺍﳊﺼﻮﻝ ﻋﻠﻰ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺗﺴﺠﻴﻠﻬﺎ‪:‬‬
‫ﻳﻨﺒﻐﻲ ﺃﻭﻻ ﺍﳊﺼﻮﻝ ﻋﻠﻰ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻣﻦ ﻣﺼﺎﺩﺭﻫﺎ ﺍﻟﺪﺍﺧﻠﻴﺔ ﺃﻭ ﺍﳋﺎﺭﺟﻴﺔ ﻭﻣﻦ ﰒ ﺍﻟﻘﻴﺎﻡ ﺑﺘﺴﺠﻴﻠﻬﺎ ﺇﻣﺎ‬
‫ﻳﺪﻭﻳﺎ‪ ،‬ﺁﻟﻴﺎ ﺃﻭ ﺇﻟﻜﺘﺮﻭﻧﻴﺎ‪ ،‬ﺃﻭ ﺑﺄﻳﺔ ﻃﺮﻳﻘﺔ ﺃﺧﺮﻯ‪ ،‬ﻭﺑﻌﺪ ﺫﻟﻚ ﻳﺘﻢ ﲣﺰﻳﻨﻬﺎ‪.‬‬
‫‪ .2‬ﻣﺮﺍﺟﻌﺔ ﺍﻟﺒﻴﺎﻧﺎﺕ‪:‬‬
‫ﻭﻫﺬﺍ ﻳﻌﲏ ﻣﻄﺎﺑﻘﺘﻬﺎ ﻣﻊ ﺍﳌﺴﺘﻨﺪﺍﺕ ﺍﻷﺻﻠﻴﺔ ﺍﻟﱵ ﻧ‪‬ﻘﻠﺖ ﻣﻨﻬﺎ‪ ،‬ﻭﺫﻟﻚ ﺑﻐﺮﺽ ﺍﻛﺘﺸﺎﻑ ﺍﻷﺧﻄﺎﺀ ﺍﻟﱵ‬
‫ﻭﻗﻌﺖ ﺃﺛﻨﺎﺀ ﺗﺴﺠﻴﻠﻬﺎ ﻭﺑﺎﻟﺘﺎﱄ ﺍﻟﻘﻴﺎﻡ ﺑﺘﺼﺤﻴﺤﻬﺎ‪.‬‬
‫‪ .3‬ﺍﻟﺘﺼﻨﻴﻒ‪:‬‬
‫ﺃﻱ ﺍﻟﻘﻴﺎﻡ ﺑﻮﺿﻊ ﺍﻟﺒﻴﺎﻧﺎﺕ ﰲ ﺷﻜﻞ ﳎﻤﻮﻋﺎﺕ ﻣﺘﺠﺎﻧﺴﺔ ﺍﺳﺘﻨﺎﺩﺍ ﺇﱃ ﻣﻌﻴﺎﺭ ﻣﻌﲔ‪ .‬ﻭﻫﻨﺎﻙ ﺍﻟﻌﺪﻳﺪ ﻣﻦ‬
‫ﺍﳌﻌﺎﻳﲑ ﺍﳌﻤﻜﻦ ﺍﺳﺘﺨﺪﺍﻣﻬﺎ‪ ،‬ﻓﻘﺪ ﻳﺼﻨﻒ ﺍﻟﻌﻤﺎﻝ ﻋﻠﻰ ﺃﺳﺎﺱ ﻣﺴﺘﻮﺍﻫﻢ ﺍﻟﺘﻌﻠﻴﻤﻲ ﺃﻭ ﻣﺴﺘﻮﻯ ﺃﺟﻮﺭﻫﻢ‪،‬‬
‫ﻭﻗﺪ ﺗﺼﻨﻒ ﺍﳌﺒﻴﻌﺎﺕ ﻋﻠﻰ ﺣﺴﺐ ﺍﻟﻘﻄﺎﻋﺎﺕ ﺍﻟﺴﻮﻗﻴﺔ‪...‬ﻭﻫﻜﺬﺍ‪.‬‬
‫‪ .4‬ﺍﻟﻔﺮﺯ‪:‬‬
‫ﻳﻘﺼﺪ ‪‬ﺎ ﺗﺮﺗﻴﺐ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺑﻄﺮﻳﻘﺔ ﻣﻌﻴﻨﺔ ﺗﺘﻔﻖ ﻭﺍﻟﻜﻴﻔﻴﺔ ﺍﻟﱵ ﺗﺴﺘﺨﺪﻡ ‪‬ﺎ ﺗﻠﻚ ﺍﻟﺒﻴﺎﻧﺎﺕ‪ ،‬ﻓﻘﺪ ﻳﺘﻢ ﺗﺮﺗﻴﺐ‬
‫ﺃﲰﺎﺀ ﺍﻟﻌﻤﻼﺀ ﺣﺴﺐ ﺍﳊﺮﻭﻑ ﺍﻷﲜﺪﻳﺔ ﺃﻭ ﺣﺴﺐ ﺣﺠﻢ ﻣﻌﺎﻣﻼ‪‬ﻢ‪ ،‬ﻭﻗﺪ ﻳﺘﻢ ﺗﺮﺗﻴﺐ ﺍﻟﺪﻳﻮﻥ ﺣﺴﺐ‬
‫ﺣﺠﻤﻬﺎ ﺃﻭ ﺣﺴﺐ ﺍﻗﺘﺮﺍﺏ ﻭﻗﺖ ﺳﺪﺍﺩﻫﺎ‪...‬ﻭﻫﻜﺬﺍ‪.‬‬
‫‪ .5‬ﺍﻟﺘﻠﺨﻴﺺ‪:‬‬
‫‪‬ﺪﻑ ﻋﻤﻠﻴﺔ ﺍﻟﺘﻠﺨﻴﺺ ﺇﱃ ﺩﻣﺞ ﻭﲨﻊ ﳎﻤﻮﻋﺔ ﻣﻦ ﻋﻨﺎﺻﺮ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻟﻜﻲ ﺗﺘﻮﺍﻓﻖ ﻭﺍﺣﺘﻴﺎﺟﺎﺕ‬
‫ﻣﺴﺘﺨﺪﻣﻴﻬﺎ‪ ،‬ﻭﻋﺎﺩﺓ ﻣﺎ ﻳﺘﻢ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﳌﻠﺨﺼﺔ ﰲ ﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺍﻟﻌﻠﻴﺎ ﻟﻠﻤﻨﻈﻤﺔ‪ ،‬ﻓﺎﻟﻘﻮﺍﺋﻢ‬
‫ﺍﳌﺎﻟﻴﺔ ﻛﺎﳌﻴﺰﺍﻧﻴﺔ ﻭﻣﻴﺰﺍﻥ ﺍﳌﺮﺍﺟﻌﺔ ﺗﻌﺘﱪ ﺗﻠﺨﻴﺼﺎ ﻟﻠﻌﺪﻳﺪ ﻣﻦ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﶈﺎﺳﺒﻴﺔ‪ ،‬ﻭﻫﻲ ﺑﺎﻟﺘﺎﱄ ﺗﻌﻄﻲ ﺻﻮﺭﺓ‬
‫ﻭﺍﺿﺤﺔ ﻋﻦ ﺍﳊﺎﻟﺔ ﺍﳌﺎﻟﻴﺔ ﻟﻠﻤﺆﺳﺴﺔ ﰲ ﻓﺘﺮﺓ ﻣﻌﻴﻨﺔ ﳑﺎ ﻳﺴﻤﺢ ﻟﻠﻤﺪﻳﺮ ﺃﻭ ‪‬ﻠﺲ ﺍﻹﺩﺍﺭﺓ ﺑﺎﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ‬
‫ﺍﳌﻨﺎﺳﺒﺔ‪.‬‬
‫‪ .6‬ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﳊﺴﺎﺑﻴﺔ ﻭﺍﳌﻨﻄﻘﻴﺔ‪:‬‬
‫ﺑﻄﺒﻴﻌﺔ ﺍﳊﺎﻝ ﻗﺪ ﺗﻜﻮﻥ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﳊﺴﺎﺑﻴﺔ ﺑﺴﻴﻄﺔ ﺃﻭ ﻣﻌﻘﺪﺓ‪ ،‬ﻓﻌﻤﻠﻴﺎﺕ ﺍﳉﻤﻊ ﻭﺍﻟﻄﺮﺡ ﻭﺍﻟﻀﺮﺏ‬
‫ﻭﺍﻟﻘﺴﻤﺔ ﻛﺤﺴﺎﺏ ﺃﺟﺮ ﺍﻟﻌﻤﺎﻝ ﺃﻭ ﺣﺴﺎﺏ ﺃﻗﺴﺎﻁ ﺩﻳﻦ ﻫﻲ ﻋﻤﻠﻴﺎﺕ ﺑﺴﻴﻄﺔ‪ ،‬ﺃﻣﺎ ﲝﻮﺙ ﺍﻟﻌﻤﻠﻴﺎﺕ‬
‫ﻭﻃﺮﻕ ﺍﻟﻨﻘﻞ ﻭﺍﻟﺸﺒﻜﺎﺕ ﻭﺃﺳﺎﻟﻴﺐ ﺍﻻﻗﺘﺼﺎﺩ ﺍﻟﻘﻴﺎﺳﻲ ﻓﺘﻌﺘﱪ ﻋﻤﻠﻴﺎﺕ ﻣﻌﻘﺪﺓ‪.‬‬
‫ﻭﺑﺎﳌﺜﻞ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﻌﻤﻠﻴﺎﺕ ﺍﳌﻨﻄﻘﻴﺔ‪ ،‬ﻓﺤﺴﺎﺏ ﻧﺴﺒﺔ ﺍﻟﻌﻤﺎﻝ ﺍﳌﺴﺘﻔﻴﺪﻳﻦ ﻣﻦ ﺩﻭﺭﺍﺕ ﺗﻜﻮﻳﻨﻴﺔ ﻫﻲ ﻋﻤﻠﻴﺔ‬
‫ﺑﺴﻴﻄﺔ‪ ،‬ﺃﻣﺎ ﻣﻌﺎﻣﻼﺕ ﺍﻻﺭﺗﺒﺎﻁ ﺑﲔ ﳐﺘﻠﻒ ﺍﻟﻈﻮﺍﻫﺮ ﻓﻬﻲ ﻣﻌﻘﺪﺓ‪ .‬ﻭﻋﻤﻮﻣﺎ ﳝﻜﻦ ﺍﻟﻘﻮﻝ ﺑﺄﻥ ﺍﻟﻌﻤﻠﻴﺎﺕ‬

‫‪27‬‬
‫ﺍﳊﺴﺎﺑﻴﺔ ﻭﺍﳌﻨﻄﻘﻴﺔ ﺗﻌﻤﻞ ﻋﻠﻰ ﺗﻘﺪﱘ ﺑﻴﺎﻧﺎﺕ ﺟﺪﻳﺪﺓ ﺗﺴﺎﻫﻢ ﰲ ﺇﻳﻀﺎﺡ ﺍﻟﺮﺅﻳﺔ ﳌﺴﺘﺨﺪﻣﻬﺎ ﺧﺪﻣﺔ‬
‫ﻟﻌﻤﻠﻴﺎﺕ ﺍﻟﺘﺨﻄﻴﻂ ﻭﺍﻟﺮﻗﺎﺑﺔ‪ ،‬ﻭﻛﺬﺍ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﺍﻟﻔﻌﺎﻝ‪.‬‬
‫‪ .7‬ﺍﻟﺘﺨﺰﻳﻦ‪:‬‬
‫ﻳﺘﻢ ﲣﺰﻳﻦ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺣﻔﻈﻬﺎ ﺑﻮﺍﺳﻄﺔ ﺍﻟﺪﻓﺎﺗﺮ ﻭﺍﻟﺴﺠﻼﺕ ﺍﻟﻮﺭﻗﻴﺔ‪ ،‬ﺃﻭ ﺑﻮﺳﺎﺋﻂ ﳑﻐﻨﻄﺔ ﺃﻭ ﺍﻟﻜﺘﺮﻭﻧﻴﺎ ﺃﻭ‬
‫ﺑﺄﻳﺔ ﺗﻘﻨﻴﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺃﺧﺮﻯ ﻟﻐﺮﺽ ﺍﺳﺘﺨﺪﺍﻣﻬﺎ ﺣﲔ ﺍﳊﺎﺟﺔ ﺇﻟﻴﻬﺎ‪ ،‬ﻭﺗﺆﺛﺮ ﻭﺳﻴﻠﺔ ﺍﳊﻔﻆ ﺍﳌﺴﺘﺨﺪﻣﺔ ﻋﻠﻰ‬
‫ﻃﺮﻳﻘﺔ ﻭﻛﻔﺎﺀﺓ ﺍﺳﺘﺮﺟﺎﻋﻬﺎ ﻓﻴﻤﺎ ﺑﻌﺪ‪.‬‬
‫‪ .8‬ﺍﻻﺳﺘﺮﺟﺎﻉ‪:‬‬
‫ﻳﻘﺼﺪ ﺑﻪ ﺍﻟﺒﺤﺚ ﻋﻦ ﻋﻨﺎﺻﺮ ﺑﻴﺎﻧﺎﺕ ﻣﻌﻴﻨﺔ ﻭﺍﺳﺘﺪﻋﺎﺋﻬﺎ ﻋﻨﺪ ﺍﳊﺎﺟﺔ ﺇﻟﻴﻬﺎ‪.‬‬
‫‪ .9‬ﺇﻋﺎﺩﺓ ﺍﻹﻧﺘﺎﺝ‪:‬‬
‫ﻭﺗﻌﲏ ﺗﻘﺪﱘ ﺗﻠﻚ ﺍﻟﺒﻴﺎﻧﺎﺕ ﰲ ﺷﻜﻞ ﳝﻜﻦ ﺃﻥ ﻳﻔﻬﻤﻬﺎ ﻭﻳﺴﺘﺨﺪﻣﻬﺎ ﻣﻦ ﻳﻄﻠﺒﻬﺎ‪ ،‬ﻓﻘﺪ ﻳﺘﻢ ﺗﻘﺪﱘ ﺍﻟﺒﻴﺎﻧﺎﺕ‬
‫ﰲ ﺷﻜﻞ ﺗﻘﺮﻳﺮ ﻣﻜﺘﻮﺏ ﺃﻭ ﰲ ﺷﻜﻞ ﺭﺳﻮﻣﺎﺕ ﺑﻴﺎﻧﻴﺔ ﺃﻭ ﻫﻨﺪﺳﻴﺔ‪ ،‬ﻛﻤﺎ ﻳﺘﻢ ﺗﻘﺪﳝﻬﺎ ﻣﻦ ﺧﻼﻝ ﺷﺎﺷﺔ‬
‫ﺍﳊﺎﺳﻮﺏ ﻣﺒﺎﺷﺮﺓ‪ ،‬ﺃﻭ ﻗﺪ ﺗﻜﻮﻥ ﰲ ﺷﻜﻞ ﻭﺳﺎﺋﻂ ﺍﻟﺘﺨﺰﻳﻦ ﰲ ﺣﺎﻟﺔ ﺍﳊﺼﻮﻝ ﻋﻠﻰ ﻧﺴﺦ ﺇﺿﺎﻓﻴﺔ ﻣﻦ‬
‫ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﻟﱵ ﰎ ﲣﺰﻳﻨﻬﺎ‪.‬‬
‫‪ .10‬ﺍﻟﺘﻮﺯﻳﻊ ﻭﺍﻻﺗﺼﺎﻝ‪:‬‬
‫ﺇﻥ ﺍﳍﺪﻑ ﺍﻷﺳﺎﺳﻲ ﻣﻦ ﻛﻞ ﺍﳋﻄﻮﺍﺕ ﺍﻟﺴﺎﺑﻘﺔ)ﻣﺮﺍﺣﻞ ﺗﺸﻐﻴﻞ ﺍﻟﺒﻴﺎﻧﺎﺕ( ﻫﻮ ﺗﻘﺪﱘ ﺍﳌﻌﻠﻮﻣﺎﺕ ﳌﻦ‬
‫ﳛﺘﺎﺟﻬﺎ‪ ،‬ﻭﻣﻦ ﰒ ﻓﺈﻥ ﻫﺪﻑ ﺍﻟﺘﻮﺯﻳﻊ ﻭﺍﻻﺗﺼﺎﻝ ﻫﻮ ﺇﻳﺼﺎﻝ ﺍﻟﺒﻴﺎﻧﺎﺕ ﳌﺴﺘﺨﺪﻣﻴﻬﺎ ﰲ ﺍﻟﻮﻗﺖ ﻭﺍﳌﻜﺎﻥ‬
‫ﻭﺑﺎﻟﺸﻜﻞ ﺍﳌﻨﺎﺳﺐ‪.‬‬

‫ﻭﺗﺸﺘﻤﻞ ﲨﻴﻊ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻋﻠﻰ ﻫﺬﻩ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺑﺸﻜﻞ ﺃﻭ ﺑﺂﺧﺮ‪ ،‬ﻭﳝﻜﻦ ﺃﻥ ﻳﺘﻢ ﺍﻟﻘﻴﺎﻡ ‪‬ﺬﻩ‬
‫ﺍﻟﻌﻤﻠﻴﺎﺕ ﻋﻦ ﻃﺮﻳﻖ ﺃﻓﺮﺍﺩ ﺑﺎﺳﺘﺨﺪﺍﻡ ﻭﺳﺎﺋﻞ ﺃﺳﺎﺳﻴﺔ ﻣﺜﻞ ﺍﻟﻮﺭﻕ ﻭﺍﻟﻘﻠﻢ‪ ،‬ﺇﻻ ﺃﻥ ﺍﻟﺘﻄﻮﺭﺍﺕ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺔ‬
‫ﻗﺪ ﺃﺩﺕ ﺇﱃ ﻇﻬﻮﺭ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﻮﺳﺎﺋﻞ ﺍﻟﱵ ﳝﻜﻦ ﺍﺳﺘﺨﺪﺍﻣﻬﺎ ﻷﺩﺍﺀ ﻫﺬﻩ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺑﺼﻮﺭﺓ ﺃﻛﺜﺮ ﻓﻌﺎﻟﻴﺔ‬
‫ﻭﻛﻔﺎﺀﺓ‪ ،‬ﻭﳝﻜﻦ ﺍﻟﺘﻤﻴﻴﺰ ﺑﲔ ﺛﻼﺛﺔ ﺃﺷﻜﺎﻝ ﺃﺧﺮﻯ ﻫﻲ ﺍﻟﻄﺮﻳﻘﺔ ﺍﻻﻟﻜﺘﺮﻭﻣﻴﻜﺎﻧﻴﻜﻴﺔ ﺍﻟﱵ ﲡﻤﻊ ﺑﲔ ﺍﻹﻧﺴﺎﻥ‬
‫ﻭﺍﻵﻟﺔ )ﻛﺎﻵﻻﺕ ﺍﳊﺎﺳﺒﺔ ﻭﺁﻻﺕ ﺗﺼﻮﻳﺮ ﺍﻟﻮﺛﺎﺋﻖ(‪ ،‬ﻭﻃﺮﻳﻘﺔ ﺍﻟﺒﻄﺎﻗﺎﺕ ﺍﳌﺜﻘﻮﺑﺔ ‪-‬ﻣﻊ ﺃﻥ ﺃﻏﻠﺐ ﺍﳌﺆﺳﺴﺎﺕ‬
‫ﻗﺪ ﲣﻠﺖ ﻋﻠﻰ ﻫﺬﻩ ﺍﻟﻄﺮﻳﻘﺔ‪ -‬ﺃﻳﻦ ﻳﺘﻢ ﺗﺴﺠﻴﻞ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﳋﺎﺻﺔ ﺑﻔﺮﺩ ﺃﻭ ﺻﻨﻒ ﺃﻭ ﺃﺻﻞ ﺃﻭ ﺣﺪﺙ‬
‫ﻣﻌﲔ‪ ،‬ﻭﺗﻌﺘﱪ ﻫﺬﻩ ﺍﻟﺒﻄﺎﻗﺔ ﲟﺜﺎﺑﺔ ﺳﺠﻞ ﻟﻠﻮﺣﺪﺓ‪ ،‬ﻭﳝﻜﻦ ﲡﻤﻴﻊ ﺍﻟﺒﻄﺎﻗﺎﺕ ﺍﻟﱵ ﺗﺘﻌﻠﻖ ﲟﻮﺿﻮﻉ‬
‫ﻣﻌﲔ)ﻛﺎﻷﺟﻮﺭ‪ ،‬ﺍﻟﻌﻤﻼﺀ ﺃﻭ ﺍﳌﺨﺰﻭﻥ( ﻭﺗﺴﻤﻰ ﻣﻠﻔﺎ )‪ ،(File,Fichier‬ﻭﺃﺧﲑﺍ ﻃﺮﻳﻘﺔ ﺍﳊﺎﺳﺐ ﺍﻵﱄ‬
‫ﺑﻮﺣﺪﺍﺗﻪ ﺍﳌﺨﺘﻠﻔﺔ‪ ،‬ﻓﺎﳊﺎﺳﺐ ﺍﻵﱄ)‪ (PC‬ﻳﻨﻔﺬ ﻓﻘﻂ ﻣﺎ ﻳﻌﻄﻰ ﻟﻪ ﻣﻦ ﺗﻌﻠﻴﻤﺎﺕ؛ ﻭﻋﻠﻴﻪ ﻓﺈﻥ ﺍﻟﻨﺘﺎﺋﺞ ﺍﻟﱵ‬

‫‪28‬‬
‫ﻳﻮﻓﺮﻫﺎ ﺗﺘﻮﻗﻒ ﺃﺳﺎﺳﺎ ﻋﻠﻰ ﺟﻮﺩﺓ ﺍﻟﱪﺍﻣﺞ ﻭﻣﺪﻯ ﺍﻟﺪﻗﺔ ﰲ ﺇﺩﺧﺎﻝ ﺍﻟﺒﻴﺎﻧﺎﺕ‪ .‬ﻭﺑﺼﻔﺔ ﻋﺎﻣﺔ ﻭﻣﻦ ﻭﺍﻗﻊ‬
‫‪1‬‬
‫ﺍﻷﻋﻤﺎﻝ ﻓﺈﻥ ﺍﳊﺎﺳﺐ ﺍﻵﱄ ﻳﻮﻓﺮ ﺇﻣﻜﺎﻧﻴﺎﺕ ﺃﻓﻀﻞ ﻣﻦ ﺍﻟﻄﺮﻕ ﺍﻷﺧﺮﻯ ﻟﺘﺸﻐﻴﻞ ﺍﻟﺒﻴﺎﻧﺎﺕ‪.‬‬
‫ﻭﺑﻨﺎﺀﺍ ﻋﻠﻰ ﻣﺎﺳﺒﻖ ﳝﻜﻦ ﺍﻻﺳﺘﻨﺘﺎﺝ ﺑﺄﻧﻪ ﻛﻠﻤﺎ ﺍﺳﺘﺨﺪﻣﺖ ﺍﳌﻨﻈﻤﺎﺕ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﻣﻌﻠﻮﻣﺎﺕ‬
‫ﻣﺘﻄﻮﺭﺓ ﻛﻠﻤﺎ ﻛﺎﻧﺖ ﻋﻤﻠﻴﺔ ﲢﻮﻳﻞ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺇﱃ ﻣﻌﻠﻮﻣﺎﺕ ﺳﻬﻠﺔ‪ ،‬ﺳﺮﻳﻌﺔ ﻭﺃﻛﺜﺮ ﻛﻔﺎﺀﺓ‪ ،‬ﻭ ﻟﻜﺎﻧﺖ‬
‫ﳐﺮﺟﺎ‪‬ﺎ ﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺃﻛﺜﺮ ﺟﻮﺩﺓ‪ ،‬ﳑﺎ ﻳﺪﻋﻢ ﻭﻳﻌﺰﺯ ﺯﻳﺎﺩﺓ ﻓﻌﺎﻟﻴﺔ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ‪.‬‬

‫ﺍﻟﻤﻄﻠﺐ ﺍﻟﺜﺎﻟﺚ‪ :‬ﺃﻧﻮﺍﻉ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‬

‫ﺑﺎﺧﺘﻼﻑ ﺍﳌﻨﻈﻤﺎﺕ ﻭﻣﺴﺘﻮﻳﺎ‪‬ﺎ ﺍﻹﺩﺍﺭﻳﺔ ﻭﺍﻟﻌﺎﻣﻠﲔ ‪‬ﺎ‪ ،‬ﻓﺈﻥ ﺍﳊﺎﺟﺔ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﻛﺬﻟﻚ ﺗﺘﻌﺪﺩ‪.‬‬
‫ﻭﻫﺬﻩ ﺍﳊﺎﺟﺔ ﺗﺘﻮﻗﻒ ﻋﻠﻰ ﺍﳌﺴﺘﺨﺪﻡ ﺍﻟﻨﻬﺎﺋﻲ ﻟﻠﻤﻌﻠﻮﻣﺔ‪ ،‬ﳑﺎ ﻳﻌﲏ ﺍﺧﺘﻼﻑ ﺗﺼﻨﻴﻒ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻣﻦ‬
‫ﻣﺴﺘﺨﺪﻡ ﻵﺧﺮ‪ .‬ﻟﻜﻦ ﻋﻤﻮﻣﺎ ﳝﻜﻦ ﺗﺼﻨﻴﻔﻬﺎ ﺣﺴﺐ ﺃﺣﺪ ﺍﳌﻌﺎﻳﲑ ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬
‫‪ .1‬ﻣﻌﻴﺎﺭ ﻣﺼﺪﺭ ﺍﳌﻌﻠﻮﻣﺎﺕ‪:‬‬
‫ﻓﻘﺪ ﺗﻜﻮﻥ ﺍﳌﻌﻠﻮﻣﺔ ﲣﺺ ﺟﺎﻧﺒﺎ ﺩﺍﺧﻠﻴﺎ ﰲ ﺍﳌﻨﻈﻤﺔ ﻓﺘﻌﺘﱪ ﻣﻌﻠﻮﻣﺔ ﺩﺍﺧﻠﻴﺔ‪ ،‬ﻭﻗﺪ ﺗﻜﻮﻥ ﻧﺎﺷﺌﺔ ﻣﻦ‬
‫ﺧﺎﺭﺝ ﺍﳌﻨﻈﻤﺔ ﻓﺘﻌﺪ ﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳋﺎﺭﺟﻴﺔ‪.‬‬
‫‪ .2‬ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻷﻭﻟﻴﺔ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﺜﺎﻧﻮﻳﺔ‪:‬‬
‫ﺗﻘﺴﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺣﺴﺐ ﻫﺬﺍ ﺍﳌﻌﻴﺎﺭ ﺇﱃ ﺃﻭﻟﻴﺔ ﻭﺛﺎﻧﻮﻳﺔ‪ ،‬ﻓﺎﻷﻭﻟﻴﺔ ﻫﻲ ﺍﻟﱵ ﲡﻤﻊ ﺑﺼﻔﺔ ﺧﺎﺻﺔ‬
‫ﳌﺸﻜﻠﺔ ﻣﻌﻴﻨﺔ‪ ،‬ﻭﻫﻲ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﻘﺪﻣﺔ ﻟﻠﻤﺮﺓ ﺍﻷﻭﱃ ‪‬ﻤﻮﻋﺔ ﻣﻌﻴﻨﺔ ﺃﻭ ﻓﺮﺩ ﻣﻌﲔ‪ ،‬ﻭﻗﺪ ﻳﻜﻮﻥ ﻣﺎ ﲨﻌﻪ‬
‫ﺃﺣﺪ ﺍﻷﻓﺮﺍﺩ ﻷﻭﻝ ﻣﺮﺓ ﳑﺎﺛﻼ ﳌﺎ ﻗﺪ ﲨﻌﺘﻪ ﺍﳌﻨﺸﺄﺓ ﰲ ﻭﻗﺖ ﻣﻀﻰ؛ ﻟﺬﻟﻚ ﺇﺫﺍ ﲨﻌﺖ ﺍﻟﺸﺮﻛﺔ ﻣﻌﻠﻮﻣﺎﺕ‬
‫ﺑﻨﻔﺴﻬﺎ ﺃﻭ ﺍﺳﺘﺄﺟﺮﺕ ﻣﻜﺘﺐ ﺍﺳﺘﺸﺎﺭﺍﺕ ﻷﺩﺍﺀ ﺍﻟﻌﻤﻞ ﻧﻴﺎﺑﺔ ﻋﻨﻬﺎ ﻓﺈﻥ ﻫﺬﻩ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺗﻜﻮﻥ ﺑﺎﻟﻨﺴﺒﺔ ﳍﺎ‬
‫ﻣﻌﻠﻮﻣﺎﺕ ﺃﻭﻟﻴﺔ ﺣﱴ ﻭﻟﻮ ﻗﺎﻣﺖ ﺷﺮﻛﺎﺕ ﺃﺧﺮﻯ ﺑﺘﺠﻤﻴﻊ ﻧﻔﺲ ﺍﳌﻌﻠﻮﻣﺎﺕ‪.‬‬
‫ﺃﻣﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﺜﺎﻧﻮﻳﺔ ﻓﻬﻲ ﺍﻟﱵ ﰎ ﲡﻤﻴﻌﻬﺎ ﻭﲣﺰﻳﻨﻬﺎ ﻣﻊ ﻗﺎﺑﻠﻴﺘﻬﺎ ﻟﻼﺳﺘﺮﺟﺎﻉ‪ ،‬ﻭﻏﺎﻟﺒﺎ ﻣﺎ ﳛﺘﺎﺝ ﺍﳌﺪﻳﺮﻭﻥ‬
‫ﳍﺬﺍ ﺍﻟﻨﻮﻉ ﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳋﺎﺻﺔ ﺑﺎﳌﺸﺎﻛﻞ ﺍﻟﱵ ﻳﻮﺍﺟﻬﻮ‪‬ﺎ‪ .‬ﻭﻣﻦ ﺍﻟﻄﺒﻴﻌﻲ ﺃﻥ ﳒﺪ ﻣﻠﻔﺎﺕ ﺿﺨﻤﺔ‬
‫ﺑﺎﳊﻜﻮﻣﺔ ﻭﺍﻷﺟﻬﺰﺓ ﺍﳌﺨﺘﻠﻔﺔ ﺍﻟﱵ ﳝﻜﻦ ﺍﻟﺮﺟﻮﻉ ﺇﻟﻴﻬﺎ ﻟﻠﺤﺼﻮﻝ ﻋﻠﻰ ﻣﻌﻠﻮﻣﺎﺕ ﻋﻦ ﺍﻟﺴﻜﺎﻥ‬
‫ﻭﺍﻻﺳﺘﻬﻼﻙ ﻭﺍﻹﻧﺘﺎﺝ ﻭﺍﻷﺳﻮﺍﻕ‪...‬ﻭﻏﲑﻫﺎ‪.‬‬
‫ﻭﻣﻦ ﺍﻟﺼﻌﺐ ﺗﺮﺗﻴﺐ ﻫﺬﻩ ﺍﻷﻧﻮﺍﻉ ﺣﺴﺐ ﺃﳘﻴﺘﻬﺎ ﻛﺄﻥ ﻧﻘﻮﻝ ﺃﻥ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻷﻭﻟﻴﺔ ﺃﻛﺜﺮ ﻗﻴﻤﺔ ﻣﻦ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﺜﺎﻧﻮﻳﺔ ﻧﻈﺮﺍ ﻟﺘﻨﻮﻉ ﺍﳌﻨﺸﺂﺕ ﻭﺍﺧﺘﻼﻑ ﺍﺣﺘﻴﺎﺟﺎ‪‬ﺎ‪ .‬ﻭﺗﺘﺤﺪﺩ ﻣﻨﻔﻌﺔ ﻛﻞ ﻧﻮﻉ ﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ‬

‫‪ 1‬ﺃﲪﺪ ﺑﺴﻴﻮﱐ ﺷﺤﺎﺗﺔ ﻭﺁﺧﺮﻭﻥ‪ ،‬ﺍﳌﺮﺟﻊ ﺍﻟﺴﺎﺑﻖ‪ ،‬ﺹ‪.18‬‬

‫‪29‬‬
‫ﲞﺼﺎﺋﺺ ﺍﻟﺼﻨﺎﻋﺔ ﺃﻭ ﺍﳌﻨﺸﺄﺓ ﺃﻭ ﺍﳌﺴﺘﻮﻯ ﺍﻟﻮﻇﻴﻔﻲ ﺍﻟﺬﻱ ﺳﺘﺴﺘﺨﺪﻡ ﻓﻴﻪ ﻫﺬﻩ ﺍﳌﻌﻠﻮﻣﺎﺕ؛ ﻓﻤﺜﻼ ﻗﺪ ﻳﻌﺘﻤﺪ‬
‫ﻣﺪﻳﺮ ﺍﻟﺘﺴﻮﻳﻖ ﺑﺪﺭﺟﺔ ﻛﺒﲑﺓ ﻋﻠﻰ ﻣﻌﻠﻮﻣﺎﺕ ﲝﻮﺙ ﺍﺣﺘﻴﺎﺟﺎﺕ ﺍﳌﺴﺘﻬﻠﻚ ﺍ‪‬ﻤﻌﺔ ﻛﻤﻌﻠﻮﻣﺎﺕ ﺃﻭﻟﻴﺔ‪،‬‬
‫ﻭﻳﻌﺘﻤﺪ ﻣﺪﻳﺮ ﺍﳌﺸﺘﺮﻳﺎﺕ ﻋﻠﻰ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ ﺗﻮﻓﺮﻫﺎ ﺍﳊﻜﻮﻣﺔ ﻋﻦ ﺍﻻﲡﺎﻫﺎﺕ ﺍﳌﺘﻮﻗﻌﺔ ﻷﺳﻌﺎﺭ ﺍﳌﻮﺍﺩ‬
‫‪1‬‬
‫ﺍﻷﻭﻟﻴﺔ ﻛﻤﻌﻠﻮﻣﺎﺕ ﺛﺎﻧﻮﻳﺔ‪.‬‬
‫‪ .3‬ﺩﺭﺟﺔ ﺍﻟﺘﻐﲑ‪:‬‬
‫ﻓﺎﳌﻌﻠﻮﻣﺎﺕ ﻗﺪ ﺗﻜﻮﻥ ﺛﺎﺑﺘﺔ ﻻ ﺗﺘﻐﲑ ﻛﺄﲰﺎﺀ ﺍﻟﻌﻤﺎﻝ ﻭﺗﻮﺍﺭﻳﺦ ﻣﻴﻼﺩﻫﻢ ﰲ ﻣﺼﻠﺤﺔ ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ‪،‬‬
‫‪2‬‬
‫ﺃﻣﺎ ﻋﻨﺎﻭﻳﻨﻬﻢ ﻭﺣﺎﻟﺘﻬﻢ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﻭﻛﺬﺍ ﻣﻨﺎﺻﺒﻬﻢ ﻓﺘﻌﺘﱪ ﻣﻌﻠﻮﻣﺎﺕ ﻣﺘﻐﲑﺓ‪.‬‬
‫‪ .4‬ﺩﺭﺟﺔ ﺍﻟﺮﲰﻴﺔ‪:‬‬
‫ﻓﺎﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﺮﲰﻴﺔ ﻫﻲ ﻛﻞ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ ﲣﺮﺟﻬﺎ ﻭﺗﻘﺪﻣﻬﺎ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺩﺍﺧﻞ ﺍﳌﻨﻈﻤﺔ‪،‬‬
‫ﻛﺎﻟﻘﻮﺍﺋﻢ ﺍﳌﺎﻟﻴﺔ ﻭﺗﻘﺎﺭﻳﺮ ﺍﻷﺩﺍﺀ‪ ،‬ﺍﻟﻔﻮﺍﺗﲑ ﻭﺃﻭﺍﻣﺮ ﺍﻟﺸﺮﺍﺀ‪ ،‬ﺇﺿﺎﻓﺔ ﺇﱃ ﺍﻟﺘﻌﻠﻴﻤﺎﺕ ﻭﺍﳌﺘﻄﻠﺒﺎﺕ ﺍﻟﻘﺎﻧﻮﻧﻴﺔ‬
‫ﻭﺍﻹﺟﺮﺍﺀﺍﺕ ﺍﶈﺎﺳﺒﻴﺔ ﻭﻛﺬﺍ ﻣﺘﻄﻠﺒﺎﺕ ﺍﻟﺘﺨﻄﻴﻂ ﻭﺍﳌﻮﺍﺯﻧﺔ ﻭﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳌﺨﺘﻠﻔﺔ‪...‬ﻭﻏﲑﻫﺎ ﺃﻱ ﺃﻥ‬
‫ﺗﺪﻓﻘﻬﺎ ﻣﺮﺗﺒﻂ ﺑﺎﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻟﻠﻤﺆﺳﺴﺔ‪ .‬ﺃﻣﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻏﲑ ﺍﻟﺮﲰﻴﺔ ﻓﻬﻲ ﺍﻟﱵ ﺗﺄﰐ ﻣﻦ ﺧﺎﺭﺝ ﻧﻈﻢ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳋﺎﺻﺔ ﺑﺎﳌﻨﻈﻤﺔ‪ ،‬ﻛﺎﻹﺷﺎﻋﺎﺕ ﻭﺍﳋﱪﺍﺕ ﺍﻟﺸﺨﺼﻴﺔ ﻭﺍﻵﺭﺍﺀ ﻭﺍﻷﺣﻜﺎﻡ‪...‬ﻭﻏﲑﻫﺎ‪ ،‬ﻓﻬﻲ‬
‫‪3‬‬
‫ﺗﺴﺘﺨﺪﻡ ﻛﻤﻜﻤﻞ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﺍﻟﺮﲰﻴﺔ ﻭﳝﻜﻦ ﺍﺳﺘﺨﺪﺍﻣﻬﺎ ﻛﺒﺪﻳﻞ ﰲ ﺣﺎﻟﺔ ﻋﺪﻡ ﻭﺟﻮﺩﻫﺎ‪.‬‬
‫‪ .5‬ﻋﻠﻰ ﺃﺳﺎﺱ ﺍﺳﺘﺨﺪﺍﻣﻬﺎ ﰲ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ‪ 4:‬ﺗﻘﺴﻢ ﺇﱃ‪:‬‬
‫‪ -‬ﻣﻌﻠﻮﻣﺎﺕ ﺇﳕﺎﺋﻴﺔ‪ :‬ﻭﻫﻲ ﺍﻟﱵ ﳛﺘﺎﺟﻬﺎ ﺍﻹﺩﺍﺭﻱ ﰲ ﺗﻄﻮﻳﺮ ﻭﺗﻨﻤﻴﺔ ﺍﻟﻘﺪﺭﺍﺕ ﻭﺗﻮﺳﻴﻊ ﺍﳌﺪﺍﺭﻙ ﰲ ﳎﺎﻝ‬
‫ﺍﻟﻌﻤﻞ ﻭﺍﳊﻴﺎﺓ‪ ،‬ﻣﺜﻞ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ ﻳﺘﻠﻘﺎﻫﺎ ﺍﳌﺘﺪﺭﺑﻮﻥ ﰲ ﺍﻟﺪﻭﺭﺍﺕ ﺍﻟﺘﺪﺭﻳﺒﻴﺔ‪.‬‬
‫‪ -‬ﻣﻌﻠﻮﻣﺎﺕ ﺇﳒﺎﺯﻳﺔ‪ :‬ﻭﻫﻲ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ ﳛﺘﺎﺟﻬﺎ ﺍﻹﺩﺍﺭﻱ ﰲ ﺍﲣﺎﺫ ﻗﺮﺍﺭ ﻭﺇﳒﺎﺯ ﻋﻤﻞ ﺃﻭ ﻣﺸﺮﻭﻉ‪،‬‬
‫ﻛﺎﲣﺎﺫ ﻗﺮﺍﺭ ﺑﺘﻌﻴﲔ ﻣﻮﻇﻒ ﺃﻭ ﺷﺮﺍﺀ ﺟﻬﺎﺯ ﺃﻭ ﻏﲑﻫﺎ‪.‬‬
‫‪ -‬ﻣﻌﻠﻮﻣﺎﺕ ﺗﻌﻠﻴﻤﻴﺔ‪ :‬ﻭﺗﺘﻤﺜﻞ ﰲ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ ﲢﺘﺎﺟﻬﺎ ﺍﻹﺩﺍﺭﺓ ﰲ ﺍﳌﺆﺳﺴﺎﺕ ﺍﻟﺘﻌﻠﻴﻤﻴﺔ ﻣﺜﻞ ﺍﳉﺎﻣﻌﺎﺕ‬
‫ﻭﺍﳌﻌﺎﻫﺪ ﻭﺍﳌﺪﺍﺭﺱ‪.‬‬

‫‪ 1‬ﳏﻤﺪ ﺍﻟﻔﻴﻮﻣﻲ‪ ،‬ﻣﻘﺪﻣﺔ ﺍﳊﺎﺳﺒﺎﺕ ﺍﻻﻟﻴﻜﺘﺮﻭﻧﻴﺔ ﻭﺗﻄﺒﻴﻘﺎ‪‬ﺎ ﰲ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﶈﺎﺳﺒﻴﺔ‪ ،‬ﻣﺆﺳﺴﺔ ﺷﺒﺎﺏ ﺍﳉﺎﻣﻌﺔ ﻟﻠﻨﺸﺮ‪ ،‬ﺍﻻﺳﻜﻨﺪﺭﻳﺔ‪،‬‬
‫‪ ،1992‬ﺹ‪.55‬‬
‫‪ 2‬ﺳﻮﻧﻴﺎ ﳏﻤﺪ ﺍﻟﺒﻜﺮﻱ ﻭﺇﺑﺮﺍﻫﻴﻢ ﺳﻠﻄﺎﻥ‪ ،‬ﺍﳌﺮﺟﻊ ﺍﻟﺴﺎﺑﻖ‪ ،‬ﺹ‪.113‬‬
‫‪ 3‬ﺃﲪﺪ ﺑﺴﻴﻮﱐ ﺷﺤﺎﺗﺔ ﻭﺁﺧﺮﻭﻥ‪ ،‬ﺍﳌﺮﺟﻊ ﺍﻟﺴﺎﺑﻖ‪ ،‬ﺹ‪.13‬‬
‫‪ 4‬ﺻﱪﻳﻨﺔ ﻋﺰ ﺍﻟﺪﻳﻦ ﺯﻳﺮ‪ ،‬ﺍﳌﺮﺟﻊ ﺍﻟﺴﺎﺑﻖ‪ ،‬ﺹ‪.25‬‬
‫‪30‬‬
‫‪ -‬ﻣﻌﻠﻮﻣﺎﺕ ﺇﻧﺘﺎﺟﻴﺔ‪ :‬ﻭﻫﻲ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ ﺗﻔﻴﺪ ﺇﺟﺮﺍﺀ ﺍﻟﺒﺤﻮﺙ ﺍﻟﺘﻄﺒﻴﻘﻴﺔ ﻭﰲ ﺗﻄﻮﻳﺮ ﻭﺳﺎﺋﻞ ﺍﻹﻧﺘﺎﺝ‬
‫ﻭﺍﺳﺘﺜﻤﺎﺭ ﺍﳌﻮﺍﺭﺩ ﺍﻟﻄﺒﻴﻌﻴﺔ ﻭﺍﻹﻣﻜﺎﻧﻴﺎﺕ ﺍﳌﺘﺎﺣﺔ ﺑﺸﻜﻞ ﺃﺣﺴﻦ‪ ،‬ﻛﺎﳌﻌﻠﻮﻣﺎﺕ ﻋﻦ ﺳﻠﻌﺔ ﻣﻌﻴﻨﺔ‪.‬‬
‫‪ .6‬ﺣﺴﺐ ﻣﻌﻴﺎﺭ ﻭﻇﻴﻔﺔ ﺍﳌﻨﺸﺄﺓ‪:‬‬
‫ﺗﻘﺴﻢ ﺇﱃ ﻣﻌﻠﻮﻣﺎﺕ ﻣﺘﻌﻠﻘﺔ ﺑﺎﻹﻧﺘﺎﺝ‪ ،‬ﺑﺎﻟﺘﺴﻮﻳﻖ‪ ،‬ﺑﺎﻟﺘﻤﻮﻳﻞ‪ ،‬ﺑﺎﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ‪ ،‬ﺑﺎﳋﺪﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‬
‫ﺃﻭ ﺑﺎﻟﺒﺤﺚ ﻭﺍﻟﺘﻄﻮﻳﺮ‪.‬‬

‫ﺍﻟﻤﻄﻠﺐ ﺍﻟﺮﺍﺑﻊ‪ :‬ﺃﻫﻤﻴﺔ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﻻﺗﺨﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ‬

‫ﺗﻘﻮﻡ ﺍﳌﺆﺳﺴﺎﺕ ﲟﻌﺎﳉﺔ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ )ﲨﻌﻬﺎ‪ ،‬ﲢﻠﻴﻠﻬﺎ‪ ،‬ﲣﺰﻳﻨﻬﺎ‪ ،‬ﺍﺳﺘﺮﺟﺎﻋﻬﺎ‪ ،‬ﻋﺮﺿﻬﺎ ﺃﻭ‬
‫ﺇﺭﺳﺎﳍﺎ( ﻟﻌﺪﺓ ﺃﻏﺮﺍﺽ ﻟﻌﻞ ﺃﳘﻬﺎ ﻫﻮ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ‪.‬‬
‫ﻓﺎﶈﺎﺳﺐ )ﺃﻭ ﻣﺴﺆﻭﻝ ﺍﳌﺎﻟﻴﺔ( ﳛﺘﺎﺟﻬﺎ ﳌﺘﺎﺑﻌﺔ ﺍﻷﺩﺍﺀ ﺍﳌﺎﱄ ﻟﻠﻤﻨﺸﺄﺓ ﻭﺣﻴﻮﻳﺘﻪ‪ ،‬ﻭﻛﺬﻟﻚ ﻣﺪﻳﺮ‬
‫ﺍﻟﺘﺴﻮﻳﻖ ﺃﻭ ﺍﻹﻧﺘﺎﺝ ﺃﻭ ﺍﻷﻓﺮﺍﺩ ﻛﻞ ﰲ ﳎﺎﻟﻪ‪ ،‬ﻓﻬﻲ ﺗﻔﻴﺪ ﺍﳌﺪﻳﺮﻳﻦ ﻛﻞ ﰲ ﻣﺴﺘﻮﺍﻩ ﺍﻹﺩﺍﺭﻱ ﰲ ﻣﻌﺮﻓﺔ ﺳﲑ‬
‫ﺍﻷﺩﺍﺀ ﺍﻟﺪﺍﺧﻠﻲ‪ .‬ﻛﺬﻟﻚ ﺗﻌﻄﻲ ﻧﻈﺮﺓ ﻟﻸﻃﺮﺍﻑ ﺍﳋﺎﺭﺟﻴﺔ ﻋﻦ ﺣﺎﻟﺔ ﺍﳌﺆﺳﺴﺔ ﺳﻮﺍﺀ ﻛﺎﻧﻮﺍ ﻣﺴﺘﺜﻤﺮﻳﻦ‬
‫ﻣﻬﺘﻤﲔ ﺑﺎﻣﺘﻼﻙ ﺃﺳﻬﻢ ‪‬ﺎ ﺃﻭ ﻣﺆﺳﺴﺎﺕ ﻣﺎﻟﻴﺔ ﺗﻨﻈﺮ ﰲ ﺇﻣﻜﺎﻧﻴﺔ ﻣﻨﺢ ﻗﺮﻭﺽ ﳍﺬﻩ ﺍﳌﻨﺸﺄﺓ‪ ،‬ﺃﻭ ﺃﻃﺮﺍﻑ‬
‫ﺣﻜﻮﻣﻴﺔ ﻣﺜﻼ ﺗﺘﺎﺑﻊ ﺗﻨﻔﻴﺬ ﺍﻟﻘﻮﺍﻋﺪ ﻭﺍﻟﻠﻮﺍﺋﺢ ﻭﺍﻹﺟﺮﺍﺀﺍﺕ ﻭﺍﻟﻘﻮﺍﻧﲔ ‪‬ﺬﻩ ﺍﳌﺆﺳﺴﺔ‪ ،‬ﺃﻭ ﻣﻮﺭﺩﻳﻦ ﺃﻭ ﻋﻤﻼﺀ‬
‫ﻳﺘﻌﺎﻣﻠﻮﻥ ﻣﻊ ﻫﺬﻩ ﺍﳌﻨﻈﻤﺔ‪.‬‬
‫ﻭﺗﻌﺪ ﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﻣﻦ ﺃﻫﻢ ﺍﻷﻏﺮﺍﺽ ﺍﻟﱵ ﲢﺘﻔﻆ ﺍﳌﻨﺸﺂﺕ ﺑﺎﻟﺒﻴﺎﻧﺎﺕ‬
‫ﻣﻦ ﺃﺟﻠﻬﺎ‪ ،‬ﻓﻤﺜﻼ ﻗﺪ ﳛﺘﺎﺝ ﺍﳌﺪﻳﺮ ﻻﲣﺎﺫ ﻗﺮﺍﺭ ﺑﺘﺴﻌﲑ ﺃﺣﺪ ﻣﻨﺘﺠﺎﺕ ﺍﳌﻨﺸﺄﺓ‪ ،‬ﺃﻭ ﲢﺪﻳﺪ ﻋﺪﺩ ﺍﻟﻮﺣﺪﺍﺕ‬
‫ﺍﳌﺰﻣﻊ ﺇﻧﺘﺎﺟﻬﺎ‪ ،‬ﻛﺬﻟﻚ ﳛﺘﺎﺟﻬﺎ ﺍﳌﺴﺘﺜﻤﺮ ﺑﺎﲣﺎﺫ ﻗﺮﺍﺭﺍﻩ ﺍﳋﺎﺹ ﺑﺎﻻﺳﺘﺜﻤﺎﺭ ﰲ ﺍﳌﻨﺸﺄﺓ ﻣﻦ ﻋﺪﻣﻪ‪ ،‬ﻭﻗﺪ‬
‫ﻳﺘﻄﻠﺐ ﺍﻷﻣﺮ ﻣﻦ ﺍﻟﺒﻨﻚ ﺍﻟﺬﻱ ﺗﺘﻌﺎﻣﻞ ﻣﻌﻪ ﺍﳌﻨﺸﺄﺓ ﺃﻥ ﻳﻘﺮﺭ ﻣﺎ ﺇﺫﺍ ﻛﺎﻥ ﻳﻮﺍﻓﻖ ﻋﻠﻰ ﻣﻨﺤﻬﺎ ﻗﺮﺿﺎ ﻣﻌﻴﻨﺎ‪.‬‬
‫ﻭﰲ ﻛﻞ ﺍﻷﺣﻮﺍﻝ ﻛﻠﻤﺎ ﺗﻮﻓﺮﺕ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﻨﺎﺳﺒﺔ ﻛﻠﻤﺎ ﺯﺍﺩﺕ ﻧﺴﺒﺔ ﺍﲣﺎﺫ ﻗﺮﺍﺭﺍﺕ ﺳﻠﻴﻤﺔ ﻭﺭﺷﻴﺪﺓ‪،‬‬
‫ﻓﺒﺪﻭ‪‬ﺎ ﻳﺼﺒﺢ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﺍﻋﺘﺒﺎﻃﻴﺎ ﻭﻣﻜﻠﻔﺎ ﻭﻟﻴﺲ ﰲ ﻛﻞ ﺍﻷﺣﻮﺍﻝ ﺻﺎﺋﺒﺎ‪ .‬ﻛﻤﺎ ﺃﻥ ﺍﺳﺘﺨﺪﺍﻡ ﺍﳊﺎﺳﻮﺏ‬
‫)ﺍﻟﻜﻤﺒﻴﻮﺗﺮ( ﰲ ﺗﻮﻓﲑ ﻫﺬﻩ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺃﺻﺒﺢ ﻻ ﻳﺴﺘﻐﲎ ﻋﻨﻪ ﺧﺎﺻﺔ ﰲ ﺍﳌﺆﺳﺴﺎﺕ ﻭﺍﻟﺪﻭﻝ ﺍﳌﺘﻄﻮﺭﺓ‪ ،‬ﺃﻳﻦ‬
‫ﺃﺻﺒﺤﺖ ﺍﻟﺴﺪﻭﺩ ﻣﺜﻼ ﻭﺍﳌﻨﺸﺂﺕ ﺍﳌﺨﺘﺼﺔ ﰲ ﺍﻟﺮﻱ ﺗﺪﺍﺭ ﺑﺎﳊﺎﺳﻮﺏ ﻭﻻ ﻳﺪﺧﻠﻬﺎ ﺃﻱ ﺷﺨﺺ ﻟﻔﺘﺮﺍﺕ ﻗﺪ‬
‫ﺗﺰﻳﺪ ﻋﻠﻰ ﺍﻟﺜﻼﺛﺔ ﺃﺷﻬﺮ‪ ،‬ﻭﺇﺫﺍ ﻭﻗﻊ ﻋﻄﺐ ﻣﻌﲔ ﻳﺘﺼﻞ ﺍﻟﻜﻤﺒﻴﻮﺗﺮ ﺑﻄﺮﻳﻘﺔ ﺁﻟﻴﺔ ﺑﺎﳊﺎﺳﻮﺏ ﺍﻟﺸﺨﺼﻲ‬
‫ﻟﻠﻤﺪﻳﺮ ﺍﻟﺘﻨﻔﻴﺬﻱ ﻣﻌﻄﻴﺎ ﻣﻌﻠﻮﻣﺎﺕ ﻛﺎﻓﻴﺔ ﻋﻦ ﻣﻜﺎﻥ ﺍﻟﻌﻄﺐ ﻭﻧﻮﻋﻪ‪ ،‬ﻓﺈﺫﺍ ﱂ ﻳﺴﺘﺠﺐ ﺍﳌﺪﻳﺮ ﺍﻟﺘﻨﻔﻴﺬﻱ ﺑﻌﺪ‬
‫ﻓﺘﺮﺓ ﻗﺼﲑﺓ ﻳﺘﺼﻞ ﺍﻟﻜﻤﺒﻴﻮﺗﺮ ﺑﻨﺎﺋﺐ ﺍﳌﺪﻳﺮ ﺍﻟﺘﻨﻔﻴﺬﻱ ﻭﻓﻘﺎ ﻟﻠﻬﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻟﻠﻤﺆﺳﺴﺔ‪ ،‬ﻭﻫﻜﺬﺍ ﻻ ﻳﺪﺧﻞ‬
‫ﺍﻟﻌﻤﺎﻝ ﺇﻻ ﻹﺻﻼﺡ ﺍﻷﻋﻄﺎﺏ ﺃﻭ ﻟﻠﻘﻴﺎﻡ ﺑﺎﻟﺮﻗﺎﺑﺔ ﺍﻟﻮﻗﺎﺋﻴﺔ ﺍﻟﻌﺎﺩﻳﺔ ﻟﻠﺘﺄﻛﺪ ﻣﻦ ﺍﻟﺴﲑ ﺍﳊﺴﻦ ﻟﻠﻤﻨﺸﺄﺓ‪.‬‬
‫‪31‬‬
‫ﻭﻛﻤﺜﺎﻝ ﺁﺧﺮ ﻻ ﳝﻜﻦ ﳌﺆﺳﺴﺔ ﻛﺒﲑﺓ ﻣﻮﺍﺟﻬﺔ ﻃﻠﺒﺎﺕ ﺯﺑﺎﺋﻨﻬﺎ ﻛﻠﻬﻢ ﻋﻦ ﻃﺮﻳﻖ ﺍﻟﺮﻗﺎﺑﺔ ﺍﻟﻴﺪﻭﻳﺔ ﻋﻠﻰ‬
‫ﺍﳌﺨﺰﻭﻥ‪ ،‬ﻓﺈﺩﺧﺎﻝ ﺍﻵﻟﻴﺔ ﻭﺳﺮﻋﺔ ﻭﺻﻮﻝ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻳﻨﱮﺀ ﺑﺄﺻﻨﺎﻑ ﺍﳌﺨﺰﻭﻥ ﺍﳌﻮﺟﻮﺩﺓ ﻓﻌﻼ‪ ،‬ﺃﻭ ﺍﻟﱵ‬
‫ﻧﻔﺪﺕ ﻣﻨﻬﺎ‪ ،‬ﻭﻫﺬﺍ ﻳﻌﲏ ﺍﻟﺘﺤﻜﻢ ﰲ ﺍﻟﻄﻠﺒﺎﺕ ﻭﺑﺎﻟﺘﺎﱄ ﺗﻮﻃﻴﺪ ﻭﲢﺴﲔ ﺍﻟﻌﻼﻗﺔ ﻣﻊ ﺍﻟﻌﻤﻼﺀ‪.‬‬
‫ﻭﻋﻠﻰ ﻫﺬﺍ ﺗﺴﻌﻰ ﺍﻟﺘﻨﻈﻴﻤﺎﺕ ﺍﳊﺪﻳﺜﺔ ﺇﱃ ﺍﳊﺼﻮﻝ ﻋﻠﻰ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﲢﻠﻴﻠﻬﺎ‪ ،‬ﻭﻣﻦ ﰒ ﺗﻔﺴﲑﻫﺎ‬
‫ﻭﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﺍﳌﻨﺎﺳﺐ‪ ،‬ﻓﺘﻘﻮﻡ ﲜﻤﻊ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻋﻦ ﺍﳊﺎﻟﺔ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ﻭﺍﻷﺳﻮﺍﻕ ﻭﻛﺬﺍ ﺍﳊﺎﻟﺔ ﺍﻟﺴﻴﺎﺳﻴﺔ‪،‬‬
‫ﺍﻻﺟﺘﻤﺎﻋﻴﺔ‪ ،‬ﺍﻟﺪﳝﻐﺮﺍﻓﻴﺔ ﻭﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺔ‪ ،‬ﻭﻋﻦ ﺍﳌﻨﺎﻓﺴﲔ ﻭﺃﺩﺍﺋﻬﻢ‪ ،‬ﻭﻛﺬﺍ ﺍﻷﺩﺍﺀ ﺍﻟﺪﺍﺧﻠﻲ ﻭﺳﲑﻭﺭﺓ ﺍﻟﻌﻤﻠﻴﺔ‬
‫ﺍﻟﺼﻨﺎﻋﻴﺔ‪ ،‬ﻭﻋﻦ ﻣﻨﺘﺠﺎ‪‬ﺎ‪ ،‬ﻭﻛﺬﻟﻚ ﻋﻦ ﻋﻤﻼﺋﻬﺎ؛ ﻭﻣﻦ ﰒ ﺗﻘﻮﻡ ﺃﺟﻬﺰ‪‬ﺎ ﺍﳌﺨﺘﺼﺔ ﺑﺘﺼﻨﻴﻔﻬﺎ ﻻﺳﺘﺨﺮﺍﺝ‬
‫ﻣﻌﻠﻮﻣﺎﺕ ﻣﻔﻴﺪﺓ ﻻﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ‪ ،‬ﻭﻛﺬﺍ ﻧﺸﺮ ﺗﻠﻚ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺇﻥ ﺍﺳﺘﺪﻋﻰ ﺍﻷﻣﺮ ﺫﻟﻚ‪ ،‬ﻭﺍﻟﺸﻜﻞ )‪(07‬‬
‫ﻳﱪﺯ ﺫﻟﻚ ﺍﳌﻔﻬﻮﻡ ﺑﻮﺿﻮﺡ‪.‬‬
‫ﺇﻥ ﻭﻇﻴﻔﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ‪-‬ﻛﻤﺎ ﰎ ﻋﺮﺿﻪ ﺳﺎﺑﻘﺎ‪ -‬ﺗﻌﺪ ﻗﻠﺐ ﺍﻟﻌﻤﻠﻴﺔ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﺇﺫ ﺃﻥ ﺑﺎﻗﻲ ﺍﻟﻮﻇﺎﺋﻒ‬
‫)ﻣﻦ ﲣﻄﻴﻂ ﻭﺗﻨﻈﻴﻢ‪ ،‬ﺗﻮﺟﻴﻪ ﻭﺭﻗﺎﺑﺔ( ﻫﻲ ﻧﺘﺎﺝ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﻗﺮﺍﺭ‪ ،‬ﻛﻤﺎ ﺃﻥ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﲣﺘﺺ ﺑﻮﺿﻊ‬
‫ﺍﳋﻄﻂ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ‪ ،‬ﻭﺍﻹﺩﺍﺭﺓ ﺍﻟﻮﺳﻄﻰ ﺗﺘﻮﱃ ﻣﻬﻤﺔ ﺍﻟﺮﻗﺎﺑﺔ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﺃﻣﺎ ﺍﻹﺩﺍﺭﺓ ﺍﳌﺒﺎﺷﺮﺓ )ﺍﻟﺘﺸﻐﻴﻠﻴﺔ(‬
‫ﻓﺒﺎﻟﺮﻗﺎﺑﺔ ﻋﻠﻰ ﺍﻟﻌﻤﻠﻴﺎﺕ‪.‬‬
‫ﻓﺮﺋﻴﺲ ﳎﻠﺲ ﺍﻹﺩﺍﺭﺓ ﻭﺃﻋﻀﺎﺀ ﺍ‪‬ﻠﺲ ﻭﺍﳌﺪﻳﺮ ﺍﻟﻌﺎﻡ ﻭﻧﻮﺍﺑﻪ ﻳﻘﻮﻣﻮﻥ ﺑﺘﺤﺪﻳﺪ ﺍﻟﻐﺎﻳﺎﺕ ﻭﺍﻷﻫﺪﺍﻑ ﺍﻟﺮﺋﻴﺴﻴﺔ‬
‫ﻟﻠﻤﻨﻈﻤﺔ ﻭﺗﺮﲨﺘﻬﺎ ﺇﱃ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍﻟﱵ ﺗﻌﺘﱪ ﺍﳌﻮﺟﻪ ﺍﻷﺳﺎﺳﻲ ﻟﻌﻤﻞ ﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‬
‫ﺍﻷﺧﺮﻯ ﰲ ﻭﺿﻌﻬﺎ ﻟﻠﺨﻄﻂ ﺍﻟﺘﻔﺼﻴﻠﻴﺔ ﻭﺑﺎﻟﺘﺎﱄ ﰲ ﺍﲣﺎﺫﻫﺎ ﻟﻠﻘﺮﺍﺭﺍﺕ؛ ﻓﻤﺪﻳﺮﻭ ﺍﻹﺩﺍﺭﺍﺕ ﻭﻧﻮﺍ‪‬ﻢ ﻟﻠﺸﺆﻭﻥ‬
‫ﺍﳌﺨﺘﻠﻔﺔ )ﺍﻹﺩﺍﺭﺓ ﺍﻟﻮﺳﻄﻰ( ﻳﻀﻌﻮﻥ ﺧﻄﻂ ﻭﻇﻴﻔﻴﺔ ﺗﺸﻤﻞ ﺍﻹﻧﺘﺎﺝ‪ ،‬ﺍﻟﺘﺴﻮﻳﻖ‪ ،‬ﺍﻟﺘﻤﻮﻳﻞ‪ ،‬ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ‪،‬‬
‫ﻭﻋﻠﻰ ﻛﻞ ﻣﺪﻳﺮ ﻣﺴﺆﻭﻝ ﻋﻦ ﺇﺣﺪﻯ ﻫﺬﻩ ﺍ‪‬ﺎﻻﺕ ﺍﻟﻮﻇﻴﻔﻴﺔ ﺃﻥ ﳛﺪﺩ ﻣﺴﺎﳘﺔ ﺍ‪‬ﺎﻝ ﺍﻟﺬﻱ ﻳﻌﻤﻞ ﻓﻴﻪ ﰲ‬
‫ﲢﻘﻴﻖ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﻜﻠﻴﺔ )ﺍﻟﱵ ﻭﺿﻌﺘﻬﺎ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ(؛ ﻭﻛﻤﺜﺎﻝ ﺑﺴﻴﻂ ﻟﻮ ﺍﲣﺬﺕ ﻫﺬﻩ ﺍﻷﺧﲑﺓ‬
‫ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻟﻠﺴﻴﻄﺮﺓ ﻭﺍﻟﺮﻳﺎﺩﺓ ﰲ ﺍﻟﺴﻮﻕ ﻓﻘﺪ ﻳﺮﻯ ﻣﺪﻳﺮ ﺍﻟﺘﺴﻮﻳﻖ ﺿﺮﻭﺭﺓ ﻣﻀﺎﻋﻔﺔ ﺍﳌﺒﻴﻌﺎﺕ‪ ،‬ﻭﻣﺪﻳﺮ‬
‫ﺍﻟﺘﻤﻮﻳﻞ ﺿﺮﻭﺭﺓ ﺇﻋﺎﺩﺓ ﺍﺳﺘﺜﻤﺎﺭ ﻧﺼﻒ ﺍﻷﺭﺑﺎﺡ ﺍﻟﻘﺎﺑﻠﺔ ﻟﻠﺘﻮﺯﻳﻊ‪ ،‬ﻭﻣﺪﻳﺮ ﺍﻹﻧﺘﺎﺝ ﺿﺮﻭﺭﺓ ﺍﻻﻫﺘﻤﺎﻡ‬
‫ﺑﺎﳉﻮﺩﺓ‪ ،‬ﻭﻣﺪﻳﺮ ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ﺗﻘﻠﻴﺺ ﺍﻟﻌﻤﺎﻟﺔ‪ ،‬ﻭﻫﺬﺍ ﻛﻠﻪ ﰲ ﺇﻃﺎﺭ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﻌﺎﻣﺔ ﻟﻠﻤﺆﺳﺴﺔ‪ 1.‬ﺃﻣﺎ‬
‫ﺍﻹﺩﺍﺭﺓ ﺍﳌﺒﺎﺷﺮﺓ )ﻣﻦ ﻣﺸﺮﻓﲔ ﻭﻣﻼﺣﻈﲔ ﻭﺭﺅﺳﺎﺀ ﺍﻟﻌﻤﻞ ﻭﺍﳌﻜﺎﺗﺐ( ﻓﻤﻬﻤﺘﻬﺎ ﺗﻨﻔﻴﺬ ﺍﻟﺘﻌﻠﻴﻤﺎﺕ ﺍﻟﺼﺎﺩﺭﺓ‬
‫ﺇﻟﻴﻬﺎ‪ ،‬ﺑﺈﺻﺪﺍﺭ ﺗﻮﺟﻴﻬﺎﺕ ﻭﻗﺮﺍﺭﺍﺕ ﺗﻔﺼﻴﻠﻴﺔ ﻋﻦ ﺍﻷﺩﺍﺀ‪.‬‬
‫ﻭﻟﺘﺮﺷﻴﺪ ﺍﻟﻘﺮﺍﺭ ﺍﻹﺩﺍﺭﻱ ﻣﻦ ﺍﳌﻨﻄﻘﻲ ﺗﺪﻓﻖ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﲔ ﻫﺬﻩ ﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﻓﺎﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﲢﺪﺩ‬
‫ﺍﻷﻫﺪﺍﻑ)ﻛﻤﺎ ﰎ ﺫﻛﺮﻩ ﺁﻧﻔﺎ( ﻭﺍﻟﻐﺎﻳﺎﺕ ﻭﺍﻟﺴﻴﺎﺳﺎﺕ‪ ،‬ﻭﺍﻟﻮﺳﻄﻰ )ﺍﻟﺘﻨﻔﻴﺬﻳﺔ( ﺗﻘﻮﻡ ﺑﺈﺻﺪﺍﺭ ﺗﻌﻠﻴﻤﺎﺕ ﰲ‬

‫‪ 1‬ﺃﲪﺪ ﻣﺎﻫﺮ‪ ،‬ﺍﳌﺮﺟﻊ ﺍﻟﺴﺎﺑﻖ‪ ،‬ﺹ‪.27‬‬

‫‪32‬‬
‫ﺇﻃﺎﺭ ﺧﻄﻂ ﺗﻔﺼﻴﻠﻴﺔ‪ ،‬ﺃﻣﺎ ﺍﻹﺩﺍﺭﺓ ﺍﳌﺒﺎﺷﺮﺓ ﻓﺘﻘﻮﻡ ﺑﺈﺻﺪﺍﺭ ﺍﻟﺘﻔﺎﺻﻴﻞ ﳌﺴﺘﺨﺪﻣﻴﻬﺎ ﻣﻦ ﺟﻬﺔ ﻭﺑﺈﺭﺳﺎﻝ‬
‫ﺍﻟﻨﺘﺎﺋﺞ ﻟﻺﺩﺍﺭﺓ ﺍﻟﻮﺳﻄﻰ ﻣﻦ ﺟﻬﺔ ﺃﺧﺮﻯ ﻷﻏﺮﺍﺽ ﺭﻗﺎﺑﻴﺔ‪ ،‬ﻭﻫﺬﻩ ﺍﻷﺧﲑﺓ ﺑﺪﻭﺭﻫﺎ ﺗﺮﺍﺳﻞ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ‬
‫ﻹﻣﺪﺍﺩﻫﺎ ﺑﺎﳌﻌﻠﻮﻣﺎﺕ ﺍﳉﻴﺪﺓ ﰲ ﻭﻗﺘﻬﺎ ﺍﳌﻨﺎﺳﺐ ﺣﱴ ﺗﻄﻠﻊ ﻋﻠﻰ ﺍﻷﺩﺍﺀ ﺍﻟﺪﺍﺧﻠﻲ ﻟﻠﻤﺆﺳﺴﺔ ﻭﺑﺎﻟﺘﺎﱄ ﺍﲣﺎﺫ‬
‫ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﻔﻌﺎﻟﺔ ﺍﻟﱵ ﺗﺮﺍﻫﺎ ﻣﻨﺎﺳﺒﺔ ﻟﻠﺤﺎﻟﺔ ﺍﻟﱵ ﺗﻮﺟﺪ ‪‬ﺎ ﺍﳌﺆﺳﺴﺔ؛ ﻓﻌﻤﻠﻴﺔ ﺍﻻﺗﺼﺎﻝ ﻫﺬﻩ ﻟﻦ ﺗﻜﻮﻥ ﺃﻛﺜﺮ‬
‫ﳒﺎﻋﺔ ﻭﻓﻌﺎﻟﻴﺔ ﺇﻻ ﺑﺎﻋﺘﻤﺎﺩ ﻧﻈﺎﻡ ﻳﻨﺘﺞ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳉﻴﺪﺓ ﻭﻳﻀﻤﻦ ﻭﺻﻮﻝ ﺍﳌﻌﻠﻮﻣﺔ ﺍﳌﻨﺎﺳﺒﺔ ﻟﻠﻤﺴﺘﺨﺪﻡ‬
‫ﺍﳌﻨﺎﺳﺐ ﻭﰲ ﺍﻟﻮﻗﺖ ﺍﳌﻨﺎﺳﺐ‪ ،‬ﻛﻤﺎ ﻳﻀﻤﻦ ﺗﺪﻓﻖ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﲔ ﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻭﺍﻷﻗﺴﺎﻡ ﺍﳌﺨﺘﻠﻔﺔ‬
‫ﻟﻠﻤﻨﺸﺄﺓ ﳑﺎ ﻳﻌﲏ ﺯﻳﺎﺩﺓ ﺍﻟﺘﻨﺴﻴﻖ ﺑﻴﻨﻬﺎ ﻭﻣﻮﺍﻓﻘﺘﻬﺎ ﻟﻠﻤﺴﺎﺭ ﺍﳌﺮﺳﻮﻡ ﺳﻠﻔﺎ ﻭﻭﺻﻮﻻ ﻟﻠﻨﺘﺎﺋﺞ ﺍﳌﺨﻄﻂ ﳍﺎ ﺃﻭ‬
‫ﲢﺴﻴﻨﻬﺎ‪.‬‬
‫ﺍﻝﺸﻜل )‪ :(06‬ﺍﻝﺘﻨﻅﻴﻡ ﻜﻭﺤﺩﺓ ﻝﻤﻌﺎﻝﺠﺔ ﺍﻝﺒﻴﺎﻨﺎﺕ‬

‫أﻋﻀﺎﺀ ﺍﻝﺘﻨﻅﻴﻡ‬ ‫ﺍﻝﺠﻤﻬﻭﺭ ﺍﻝﻌﺎﻡ‬ ‫ﺍﻝﻤﺴﺎﻫﻤﻭﻥ‬ ‫ﺍﻷﺠﻬﺯﺓ ﺍﻝﺭﻗﺎﺒﻴﺔ ﻭﺍﻝﺤﻜﻭﻤﻴﺔ‬

‫ﻨﺸـﺭ‬ ‫ﺍﻝﺘﻔﺴﻴﺭ‬ ‫ﺘﺼﺭﻑ‬

‫ﻤﺨﺭﺠﺎﺕ‬

‫ﻤﻌﺎﻝﺠﺔ‬

‫"&‪ 3‬ﺍﻝﺒﻴﺎﻨﺎﺕ‬

‫‪708‬ت ﺨﺎﺭﺠﻴﺔ‬
‫ﺍﻝﻌﻤﻼﺀ‬ ‫ﺍﻝﻤﻨﺘﺠﺎﺕ‬ ‫ﺍﻝﻌﻤﻠﻴﺎﺕ‬ ‫‪ ;.‬ا‪,9:‬د‬
‫ﺍﻝﻤﻨﺎﻓﺴﻭﻥ‬
‫وا ‪2‬ت‬ ‫ا ا‪50-6‬‬ ‫وا>=اق‪...‬ا ?‬

‫)ﺍﳌﺼﺪﺭ‪ :‬ﻛﺎﻣﻞ ﺍﻟﺴﻴﺪ ﻏﺮﺍﺏ ﻭﻓﺎﺩﻳﺔ ﳏﻤﺪ ﺣﺠﺎﺯﻱ‪ ،‬ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ )ﻣﺪﺧﻞ ﲢﻠﻴﻠﻲ(‪ ،‬ﺟﺎﻣﻌﺔ‬
‫ﺍﳌﻠﻚ ﺳﻌﻮﺩ‪ ،‬ﺍﻟﺮﻳﺎﺽ‪ ،‬ﻁ‪ ،1997 ،1‬ﺹ‪(17‬‬

‫‪33‬‬
 ‫ﺍﻟﻤﻄﻠﺐ ﺍﻟﺨﺎﻣﺲ‪ :‬ﺍﻗﺘﺼﺎﺩﻳﺎﺕ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‬
‫ﰲ ﺣﻘﻴﻘﺔ ﺍﻷﻣﺮ –ﻭﻛﻤﺎ ﰎ ﺫﻛﺮﻩ ﺳﺎﺑﻘﺎ‪ -‬ﺃﺻﺒﺤﺖ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺗﻌﺪ ﺃﺣﺪ ﺍﳌﻮﺍﺭﺩ ﺍﻷﺳﺎﺳﻴﺔ ﺍﻟﱵ‬
‫ﺗﻌﺘﻤﺪ ﻋﻠﻴﻬﺎ ﺍﳌﻨﻈﻤﺔ‪ ،‬ﺇﻻ ﺃ‪‬ﺎ ﺗﻌﺘﱪ ﻣﻮﺭﺩﺍ ﻏﲑ ﻣﻠﻤﻮﺱ ﺷﺄ‪‬ﺎ ﰲ ﺫﻟﻚ ﺷﺄﻥ ﺍﻟﻌﻼﻣﺎﺕ ﺍﻟﺘﺠﺎﺭﻳﺔ ﻭﺑﺮﺍﺀﺓ‬
‫ﺍﻻﺧﺘﺮﺍﻉ‪ ،‬ﻭﻛﻮﻥ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻣﻮﺭﺩﹰﺍ ﻫﺬﺍ ﻳﻌﲏ ﺃﻥ ﳍﺎ ﺗﻜﻠﻔﺔ ﻣﻌﻴﻨﺔ ﺟﺮﺍﺀ ﺍﳊﺼﻮﻝ ﻋﻠﻴﻬﺎ ﻭﻣﻨﻔﻌﺔ ﻣﺘﺮﺗﺒﺔ‬
‫ﻋﻠﻰ ﺍﺳﺘﻌﻤﺎﳍﺎ‪ ،‬ﻭﺍﳌﻨﻄﻖ ﻋﺎﺩﺓ ﻳﻘﻀﻲ ﺑﻌﺪﻡ ﺍﻟﺘﻀﺤﻴﺔ ﺑﺄﻱ ﺗﻜﻠﻔﺔ ﳌﻮﺭﺩ ﻣﻌﲔ ﺗﺰﻳﺪ ﻋﻠﻰ ﺍﳌﻨﻔﻌﺔ ﺍﳌﺘﺮﺗﺒﺔ‬
‫ﻋﻠﻰ ﺍﻗﺘﻨﺎﺋﻪ ﻭﺍﺳﺘﺨﺪﺍﻣﻪ‪ ،‬ﻛﻤﺎ ﺃﻥ ﻫﻨﺎﻙ ﳎﻤﻮﻋﺔ ﻣﻮﺍﺭﺩ ﻳﺴﻬﻞ ﻗﻴﺎﺱ ﺗﻜﻠﻔﺘﻬﺎ ﻭﺍﳌﻨﻔﻌﺔ ﺍﳌﺘﺮﺗﺒﺔ ﻋﻠﻰ‬
‫ﺍﻗﺘﻨﺎﺋﻬﺎ‪ ،‬ﻭﳎﻤﻮﻋﺔ ﻣﻮﺍﺭﺩ ﺃﺧﺮﻯ ﻗﺪ ﻳﺼﻌﺐ ﺃﻭ ﻳﺴﺘﺤﻴﻞ ﺍﻟﻘﻴﺎﻡ ﺑﺬﻟﻚ ﺧﺎﺻﺔ ﺇﺫﺍ ﻛﺎﻧﺖ ﺍﳌﻨﻔﻌﺔ ﺍﳌﺘﺮﺗﺒﺔ‬
‫ﻋﻦ ﺫﻟﻚ ﺍﳌﻮﺭﺩ ﻏﲑ ﻣﻠﻤﻮﺳﺔ‪ ،‬ﻭﺧﲑ ﻣﺜﺎﻝ ﻋﻠﻰ ﻫﺬﻩ ﺍﳊﺎﻟﺔ ﳒﺪ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﺮﲰﻴﺔ ﺃﻳﻦ ﺗﻘﻮﻡ ﺍﳌﻨﻈﻤﺎﺕ‬
‫ﺑﺈﻧﻔﺎﻕ ﺍﺳﺘﺜﻤﺎﺭﻱ ﻛﺒﲑ ﰲ ﺍﻷﻓﺮﺍﺩ ﻭﺍﻵﻻﺕ ﻭﺍﻷﺩﻭﺍﺕ‪...‬ﻭﻏﲑﻫﺎ‪ ،‬ﺣﱴ ﳝﻜﻨﻬﺎ ﺗﻠﺒﻴﺔ ﺍﳊﺎﺟﺎﺕ ﺍﳌﺨﺘﻠﻔﺔ‬
‫ﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﻭﻛﻠﻤﺎ ﺯﺍﺩ ﺣﺠﻢ ﺍﳌﻨﻈﻤﺔ ﻭﺍﺗﺴﻌﺖ ﻧﺸﺎﻃﺎ‪‬ﺎ ﻛﻠﻤﺎ ﺯﺍﺩ ﺇﻧﻔﺎﻗﻬﺎ ﻭﺑﺎﻟﺘﺎﱄ ﻃﺮﺡ ﻣﺸﻜﻠﺔ‬
‫ﲢﺪﻳﺪ ﻭﻗﻴﺎﺱ ﺗﻜﻠﻔﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﻣﻘﺎﺭﻧﺘﻬﺎ ﺑﺎﳌﻨﻔﻌﺔ ﺍﳌﺘﺮﺗﺒﺔ ﻋﻠﻴﻬﺎ‪ ،‬ﻭﻫﺬﺍ ﻣﺎ ﺳﻴﺘﻢ ﺍﻟﺘﻄﺮﻕ ﻟﻪ ﰲ ﻫﺬﺍ‬
‫ﺍﳌﻄﻠﺐ‪.‬‬
‫ﺃﻭﻻ‪ :‬ﺗﻜﻠﻔﺔ ﺇﻧﺘﺎﺝ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﻳﻮﱄ ﺍﳌﺴﲑﻭﻥ ﺃﳘﻴﺔ ﻗﺼﻮﻯ ﻟﻜﻞ ﻣﺎ ﻟﻪ ﻋﻼﻗﺔ ﺑﺰﻳﺎﺩﺓ ﺍﻷﺭﺑﺎﺡ ﻭﺗﻘﻠﻴﻞ ﺍﻟﺘﻜﺎﻟﻴﻒ‪ ،‬ﻭﲟﺎ ﺃﻥ ﺣﺠﻢ‬
‫ﺍﻹﻧﻔﺎﻕ ﻋﻠﻰ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻳﻌﺪ ﲟﺌﺎﺕ ﺃﻭ ﲟﻼﻳﲔ ﺍﻟﻮﺣﺪﺍﺕ ﺍﻟﻨﻘﺪﻳﺔ ﺳﻨﻮﻳﺎ ﻓﻘﺪ ﺃﻭﻟﻮﺍ ﳍﺬﺍ ﺍﻟﻌﻨﺼﺮ ﻛﺎﻣﻞ‬
‫ﺍﻷﳘﻴﺔ ﰲ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﻜﺒﲑﺓ ﻭﺧﺼﻮﺻﺎ ﺗﻠﻚ ﺍﳌﺘﻌﻠﻖ ﻧﺸﺎﻃﻬﺎ ﲟﻴﺪﺍﻥ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎﺕ ﻭﺍﻻﺗﺼﺎﻻﺕ‪ ،‬ﺣﻴﺚ‬
‫ﺃﻥ ﺣﺠﻢ ﺍﻹﻧﻔﺎﻕ ﻋﻠﻰ ﺍﳌﻌﻠﻮﻣﺎﺕ ﳜﺘﻠﻒ ﻣﻦ ﻣﺆﺳﺴﺔ ﻷﺧﺮﻯ ﻟﻌﺪﺓ ﻋﻮﺍﻣﻞ ﻟﻌﻞ ﺃﳘﻬﺎ‪ :‬ﺣﺠﻢ ﺍﳌﻨﻈﻤﺔ‪،‬‬
‫ﻃﺒﻴﻌﺔ ﺍﳌﻨﻈﻤﺔ ﻭﺍﻟﻐﺮﺽ ﻣﻦ ﻭﺟﻮﺩﻫﺎ‪ ،‬ﻧﻮﻋﻴﺔ ﺍﻹﺩﺍﺭﺓ ﻭﺍﻟﻄﺮﻕ ﺍﻟﱵ ﺗﺴﺘﺨﺪﻣﻬﺎ ﻷﺩﺍﺋﻬﺎ ﻟﻠﻌﻤﻞ‪ ،‬ﺍﺧﺘﻼﻑ‬
‫ﺍﻟﻄﺮﻕ ﺍﶈﺎﺳﺒﻴﺔ ﳌﻌﺎﳉﺔ ﺗﻜﻠﻔﺔ ﺇﻧﺘﺎﺝ ﺍﳌﻌﻠﻮﻣﺎﺕ‪.‬‬
‫ﻋﻤﻠﻴﺎ‪ ،‬ﻭﻣﻦ ﻭﺍﻗﻊ ﺍﻷﻋﻤﺎﻝ ﻋﺎﺩﺓ ﻣﺎ ﻳﺘﻢ ﺭﺑﻂ ﺗﻜﻠﻔﺔ ﺇﻧﺘﺎﺝ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﻨﺸﺎﻁ ﻣﻌﲔ ﺃﻭ ﺃﻛﺜﺮ ﻣﺜﻞ ﺗﻜﻠﻔﺔ‬
‫ﺇﻋﺪﺍﺩ ﺍﻷﺟﻮﺭ‪ ،‬ﺃﻭ ﺗﻜﻠﻔﺔ ﺇﻋﺪﺍﺩ ﻃﻠﺒﺎﺕ ﺍﻟﻌﻤﻼﺀ‪ ،‬ﺃﻭ ﺗﻜﻠﻔﺔ ﺇﻋﺪﺍﺩ ﺍﳋﻄﻂ ﺍﻟﺸﻬﺮﻳﺔ‪...‬ﺃﻭ ﻏﲑﻫﺎ‪ ،‬ﻭﻋﺎﺩﺓ‬
‫ﻣﺎ ﻳﺘﻢ ﺗﺼﻨﻴﻒ ﺍﻟﺘﻜﺎﻟﻴﻒ ﲝﺴﺐ ﺳﻠﻮﻛﻬﺎ ﺧﻼﻝ ﻓﺘﺮﺓ ﺯﻣﻨﻴﺔ ﻣﻌﻴﻨﺔ؛ ﻓﻴﻌﺒ‪‬ﺮ ﺑﺎﻟﺘﻜﻠﻔﺔ ﺍﳌﺘﻐﲑﺓ ﻋﻠﻰ ﺍﻟﺘﻜﻠﻔﺔ‬
‫ﺍﻟﱵ ﺗﺮﺗﺒﻂ ﻣﺒﺎﺷﺮﺓ ﲝﺠﻢ ﺍﻟﻌﻤﻞ ﺃﻭ ﺍﻟﻨﺸﺎﻁ‪ ،‬ﻭﺗﻜﻠﻒ ﺷﺒﻪ ﻣﺘﻐﲑﺓ ﻋﻠﻰ ﺗﻠﻚ ﺍﻟﱵ ﺗﺘﻐﲑ ﻓﻘﻂ ﻋﻨﺪ ﺃﺣﺠﺎﻡ‬
‫ﻣﻌﻴﻨﺔ ﻣﻦ ﺍﻟﻨﺸﺎﻁ‪ ،‬ﺑﻴﻨﻤﺎ ﻻ ﺗﺘﻐﲑ ﺍﻟﺘﻜﻠﻔﺔ ﺍﻟﺜﺎﺑﺘﺔ ﻣﻊ ﺍﻟﺘﻘﻠﺒﺎﺕ ﺍﻟﻄﺒﻴﻌﻴﺔ ﰲ ﺣﺠﻢ ﺍﻟﻨﺸﺎﻁ‪ ،‬ﻭﺗﻌﺮﻑ ﺍﻟﺘﻜﻠﻔﺔ‬
‫"ﺍﻟﻐﺎﺭﻗﺔ" ﻋﻠﻰ ﺃ‪‬ﺎ ﻧﻮﻉ ﻣﻦ ﺍﻟﺘﻜﻠﻔﺔ ﺍﻟﺜﺎﺑﺘﺔ ﻭﺍﻟﱵ ﻳﺘﻌﲔ ﺇﻧﻔﺎﻗﻬﺎ ﻛﺸﺮﻁ ﻷﺩﺍﺀ ﺍﻟﻌﻤﻞ‪ ،‬ﻭﻋﺎﺩﺓ ﻣﺎ ﻳﺴﺘﺨﺪﻡ‬
‫ﻫﺬﺍ ﺍﻟﺘﺼﻨﻴﻒ ﰲ ﻣﺎ ﻳﺘﻌﻠﻖ ﺑﺎﻷﻧﺸﻄﺔ ﺍﳉﺎﺭﻳﺔ‪ ،‬ﺧﻼﻓﺎ ﻟﺘﺼﻨﻴﻒ ﺁﺧﺮ ﻟﻠﺘﻜﺎﻟﻴﻒ ﻳﺘﻮﺍﺟﺪ ﻋﺎﺩﺓ ﰲ ﺍﳌﻨﻈﻤﺎﺕ‬
‫ﺍﻟﱵ ﺗﺘﻤﻴﺰ ﺑﻌﺪﻡ ﺍﺳﺘﻤﺮﺍﺭﻳﺔ ﺍﻟﻨﺸﺎﻁ‪ ،‬ﻓﻨﺠﺪ ﺃﻥ ﺗﻜﻠﻔﺔ ﺍﻹﻧﺸﺎﺀ ﻫﻲ ﺍﻟﱵ ﺗﻨﻔﻖ ﻟﺘﺤﺪﻳﺪ ﻭﺗﺼﻤﻴﻢ ﻭﺗﻜﻮﻳﻦ‬
‫‪34‬‬
‫ﻣﻮﺭﺩ ﻣﻌﲔ ﺑﻴﻨﻤﺎ ﺗﻌﱪ ﺗﻜﻠﻔﺔ ﺍﻟﺒﺪﺀ ﻋﻦ ﺍﻟﺘﻜﻠﻔﺔ ﺍﻟﱵ ﻳﺘﻢ ﺇﻧﻔﺎﻗﻬﺎ ﻟﺒﺪﺀ ﺍﺳﺘﺨﺪﺍﻡ ﺍﳌﻮﺭﺩ ﺍﻟﺬﻱ ﰎ ﺗﻜﻮﻳﻨﻪ‪،‬‬
‫ﻭﲤﺜﻞ ﺗﻜﻠﻔﺔ ﺍﻟﺘﺸﻐﻴﻞ ﺗﻠﻚ ﺍﻟﺘﻜﻠﻔﺔ ﺍﻟﱵ ﺗﻨﻔﻖ ﻻﺳﺘﺨﺪﺍﻡ ﺍﳌﻮﺭﺩ ﺑﺼﻔﺔ ﻣﺴﺘﻤﺮﺓ‪ ،‬ﺇﺫ ﻳﻔﻴﺪ ﻫﺬﺍ ﺍﻟﺘﺼﻨﻴﻒ‬
‫ﺍﻷﺧﲑﺑﺎﳋﺼﻮﺹ ﻋﻨﺪ ﺗﻘﻴﻴﻢ ﻣﺸﺮﻭﻉ ﺍﻗﺘﻨﺎﺀ ﻣﻮﺭﺩ ﻣﻌﲔ‪.‬‬
‫ﻭﻫﺬﺍﻥ ﺍﻟﺘﺼﻨﻴﻔﺎﻥ ﻳﻔﻴﺪﺍﻥ ﻛﺜﲑﺍ ﰲ ﺗﻔﻬﻢ ﻭﺗﻔﺴﲑ ﺍﻟﺘﻜﻠﻔﺔ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺈﻧﺘﺎﺝ ﺍﳌﻌﻠﻮﻣﺎﺕ؛ ﺇﺫ ﻋﺎﺩﺓ ﻣﺎ‬
‫ﻳﺘﻄﻠﺐ ﺇﻧﺘﺎﺝ ﻣﻌﻠﻮﻣﺎﺕ ﺭﲰﻴﺔ ﺟﻬﺪﺍ ﺃﻭﻟﻴﺎ ﻛﺒﲑﺍ )ﻛﺎﳉﻬﺪ ﺍﻟﻼﺯﻡ ﻟﺘﻄﺒﻴﻖ ﻃﺮﻳﻘﺔ ﺟﺪﻳﺪﺓ ﻟﺘﺸﻐﻴﻞ‬
‫ﺍﻟﺒﻴﺎﻧﺎﺕ(‪ ،‬ﻭﺗﻌﺘﱪ ﺗﻜﻠﻔﺔ ﻫﺬﺍ ﺍﳉﻬﺪ ﲟﺜﺎﺑﺔ ﺗﻜﻠﻔﺔ ﺇﻧﺸﺎﺀ‪ ،‬ﻛﻤﺎ ﳝﻜﻦ ﺍﻋﺘﺒﺎﺭﻫﺎ ﺗﻜﻠﻔﺔ ﻏﺎﺭﻗﺔ ﺗﺒﻌﺎ ﻟﻠﺘﺼﻨﻴﻒ‬
‫ﺍﳌﺨﺘﺎﺭ‪ ،‬ﻭﲟﺠﺮﺩ ﺃﻥ ﺗﺼﺒﺢ ﻃﺮﻳﻘﺔ ﺗﺸﻐﻴﻞ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﳉﺪﻳﺪﺓ ﺻﺎﳊﺔ ﻟﻼﺳﺘﺨﺪﺍﻡ ﻓﺈﻥ ﺗﻜﻠﻔﺔ ﺍﻟﺘﺸﻐﻴﻞ ﳝﻜﻦ‬
‫ﺗﺼﻨﻴﻔﻬﺎ ﺇﱃ ﺗﻜﻠﻔﺔ ﻣﺘﻐﲑﺓ‪ ،‬ﺷﺒﻪ ﻣﺘﻐﲑﺓ ﺃﻭ ﺛﺎﺑﺘﺔ‪ ،‬ﻭﺇﺫﺍ ﰎ ﺍﻟﻨﻈﺮ ﺇﱃ ﺍﻟﻄﺮﻕ ﺍﻷﺭﺑﻌﺔ ﺍﳌﻤﻜﻨﺔ ﻹﻧﺘﺎﺝ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ‪-‬ﻭﺍﻟﱵ ﰎ ﺫﻛﺮﻫﺎ ﺳﺎﺑﻘﺎ‪-‬ﻭﻫﻲ ﺍﻟﻄﺮﻳﻘﺔ ﺍﻟﻴﺪﻭﻳﺔ‪ ،‬ﺍﻟﻄﺮﻳﻘﺔ ﺍﻹﻟﻜﺘﺮﻭﻣﻴﻜﺎﻧﻴﻜﻴﺔ‪ ،‬ﺁﻻﺕ ﺍﻟﺘﺜﻘﻴﺐ‬
‫ﻭﺍﳊﺎﺳﺐ ﺍﻻﻟﻜﺘﺮﻭﱐ ﻓﺴﻴﺘﻢ ﺍﻟﺘﻮﺻﻞ ﺇﱃ ﺃﻥ ﺗﻜﻠﻔﺔ ﺍﻹﻧﺸﺎﺀ ﻭﺍﻟﺒﺪﺀ ﰲ ﺍﻟﺘﺸﻐﻴﻞ ﺗﻜﻮﻥ ﺃﻛﱪ ﻋﻨﺪ‬
‫ﺍﺳﺘﺨﺪﺍﻡ ﺍﳊﺎﺳﺒﺎﺕ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ‪ ،‬ﻭﺗﻨﺨﻔﺾ ﻫﺬﻩ ﺍﻟﺘﻜﻠﻔﺔ ﻛﻠﻤﺎ ﺍﺳﺘﺨﺪﻣﺖ ﻃﺮﻳﻘﺔ ﺃﺧﺮﻯ ﺃﻗﻞ ﺗﻘﺪﻣﺎ‪.‬‬
‫ﻭﻧﻈﺮﺍ ﻟﻠﺴﺮﻋﺔ ﻭﺍﻟﻜﻔﺎﺀﺓ ﺍﻟﱵ ﻳﺘﻤﻴﺰ ‪‬ﺎ ﺍﳊﺎﺳﺐ ﺍﻻﻟﻜﺘﺮﻭﱐ ﰲ ﺗﻨﺎﻭﻝ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻗﻴﺎﺳﺎ ﺑﺎﻟﻄﺮﻕ ﺍﻷﺧﺮﻯ‬
‫ﻓﺈﻥ ﺗﻜﻠﻔﺔ ﺍﻟﺘﺸﻐﻴﻞ ﻟﺪﻳﻪ ﺗﻜﻮﻥ ﻣﻨﺨﻔﻀﺔ ﻣﻘﺎﺭﻧﺔ ﺑﺎﻟﻄﺮﻕ ﺍﻷﺧﺮﻯ‪ .‬ﻭﻟﺘﻮﺿﻴﺢ ﺃﳘﻴﺔ ﻋﺎﻣﻞ ﺍﻟﺘﻜﻠﻔﺔ ﰲ‬
‫ﺍﳌﻔﺎﺿﻠﺔ ﺑﲔ ﻃﺮﻕ ﺗﺸﻐﻴﻞ ﺍﻟﺒﻴﺎﻧﺎﺕ ﳝﻜﻦ ﺍﻓﺘﺮﺍﺽ ﻣﺜﺎﻝ ﺑﺴﻴﻂ‪ ،‬ﻛﺎﻵﰐ‪:‬‬
‫ﺑﺎﻓﺘﺮﺍﺽ ﺃﻥ ﺍﻟﺘﻜﻠﻔﺔ ﺍﻟﺜﺎﺑﺘﺔ ﰲ ﻧﻈﺎﻡ ﻟﻠﺤﺎﺳﺐ ﺍﻻﻟﻜﺘﺮﻭﱐ)ﺍﳌﻴﻜﺮﻭﻛﻤﺒﻴﻮﺗﺮ( ﺗﺒﻠﻎ ‪150000‬ﻭﺣﺪﺓ‬
‫ﻧﻘﺪﻳﺔ‪ ،‬ﻭﺃﻥ ﺍﻟﺘﻜﻠﻔﺔ ﺍﳌﺘﻐﲑﺓ ﻟﻜﻞ ﻭﺣﺪﺓ ﺑﻴﺎﻧﺎﺕ ﻳﺘﻢ ﺗﺸﻐﻴﻠﻬﺎ ﻫﻲ ‪ 0.15‬ﻭﺣﺪﺓ ﻧﻘﺪﻳﺔ‪.‬‬
‫ﻭﺇﺫﺍ ﺭﻏﺒﺖ ﺍﻹﺩﺍﺭﺓ ﰲ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﻄﺮﻳﻘﺔ ﺍﻟﻴﺪﻭﻳﺔ ﻓﺈﻥ ﺍﻟﺘﻜﻠﻔﺔ ﺍﻟﺜﺎﺑﺘﺔ ﺗﺒﻠﻎ ‪ 30000‬ﻭﺣﺪﺓ ﻧﻘﺪﻳﺔ‪ ،‬ﻭﺗﺒﻠﻎ‬
‫ﺍﻟﺘﻜﻠﻔﺔ ﺍﳌﺘﻐﲑﺓ ‪ 1.35‬ﻭﺣﺪﺓ ﻧﻘﺪﻳﺔ ﻟﻜﻞ ﻭﺣﺪﺓ ﺑﻴﺎﻧﺎﺕ ﻳﺘﻢ ﺗﺸﻐﻴﻠﻬﺎ‪ ،‬ﻭﳝﻜﻦ ﲢﺪﻳﺪ ﻧﻘﻄﺔ ﺍﻟﺴﻮﺍﺀ‬
‫ﻛﺎﻟﺘﺎﱄ‪:‬‬
‫ﺑﺎﻓﺘﺮﺍﺽ ﺃﻥ "ﺱ" ﺗﻌﱪ ﻋﻦ ﺣﺠﻢ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﻟﱵ ﻳﺘﻢ ﺗﺸﻐﻴﻠﻬﺎ‪ ،‬ﻭﺗﺘﺤﺪﺩ ﻧﻘﻄﺔ ﺍﻟﺴﻮﺍﺀ ﺑﺎﻟﻨﻘﻄﺔ ﺍﻟﱵ ﺗﺴﺘﻮﻱ‬
‫ﻋﻨﺪﻫﺎ ﺍﻟﺘﻜﻠﻔﺔ ﰲ ﻇﻞ ﻛﻞ ﻣﻦ ﺍﻟﻄﺮﻳﻘﺘﲔ‪ ،‬ﺃﻱ ﻋﻨﺪﻣﺎ ﻳﻜﻮﻥ‪:‬‬
‫‪0.15‬ﺱ‪1.35=150000+‬ﺱ‪30000+‬‬
‫‪1.20‬ﺱ=‪ 120000‬ﺃﻱ ﺃﻥ‪ :‬ﺱ=‪ 100000‬ﻭﺣﺪﺓ ﺑﻴﺎﻧﺎﺕ‪.‬‬
‫ﺃﻱ ﺃﻧﻪ ﻳﺴﺘﻮﻱ ﻟﺪﻯ ﺍﻹﺩﺍﺭﺓ ﺗﺸﻐﻴﻞ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺑﺎﺳﺘﺨﺪﺍﻡ ﺃﻱ ﻣﻦ ﺍﻟﻄﺮﻳﻘﺘﲔ ﻋﻨﺪ ﻳﻜﻮﻥ ﺣﺠﻢ‬
‫‪ 100000‬ﻭﺣﺪﺓ ﺑﻴﺎﻧﺎﺕ‪ ،‬ﻭﺫﻟﻚ ﻋﻠﻰ ﺃﺳﺎﺱ ﺍﻟﺘﻜﻠﻔﺔ ﻓﻘﻂ)ﺑﻔﺮﺽ ﺑﻘﺎﺀ ﺍﻟﻌﻮﺍﻣﻞ ﺍﻷﺧﺮﻯ ﺩﻭﻥ ﺗﻐﻴﲑ(‪،‬‬
‫ﻭﺇﺫﺍ ﻛﺎﻥ ﺍﳊﺠﻢ ﻫﻮ ﺍﻟﻌﺎﻣﻞ ﺍﻟﻮﺣﻴﺪ ﺍﻟﺬﻱ ﻳﺆﺧﺬ ﰲ ﺍﻻﻋﺘﺒﺎﺭ ﻓﺈﻥ ﺍﻟﻄﺮﻳﻘﺔ ﺍﻟﻴﺪﻭﻳﺔ ﺗﻜﻮﻥ ﺃﻗﻞ ﺗﻜﻠﻔﺔ ﻣﻦ‬
‫ﺍﺳﺘﺨﺪﺍﻡ ﺍﳊﺎﺳﺐ ﺍﻻﻟﻜﺘﺮﻭﱐ ﻋﻨﺪ ﺣﺠﻢ ﺑﻴﺎﻧﺎﺕ ﻳﻘﻞ ﻋﻦ‪ 100000‬ﻭﺣﺪﺓ ﺑﻴﺎﻧﺎﺕ‪ ،‬ﻓﻨﺠﺪ ﻋﻠﻰ ﺳﺒﻴﻞ‬

‫‪35‬‬
‫ﺍﳌﺜﺎﻝ ﺃﻥ ﺍﻟﺘﻜﻠﻔﺔ ﻋﻨﺪ ﺣﺠﻢ ﺑﻴﺎﻧﺎﺕ ﻳﺒﻠﻎ ‪ 90000‬ﻭﺣﺪﺓ ﻫﻲ ‪ 151000‬ﻭﺣﺪﺓ ﻧﻘﺪﻳﺔ‬
‫)‪ (30000+90000×1.35‬ﰲ ﻇﻞ ﻫﺬﻩ ﺍﻟﻄﺮﻳﻘﺔ‪ ،‬ﺑﻴﻨﻤﺎ ﺗﺒﻠﻎ ﺍﻟﺘﻜﻠﻔﺔ ‪ 163500‬ﻭﺣﺪﺓ ﻧﻘﺪﻳﺔ‬
‫)‪ (150000+90000×0.15‬ﰲ ﻇﻞ ﺍﺳﺘﺨﺪﺍﻡ ﺍﳊﺎﺳﺐ ﺍﻵﱄ )ﺍﳊﺎﺳﻮﺏ(‪ ،‬ﺑﻴﻨﻤﺎ ﻳﻔﻀ‪‬ﻞ ﺍﳊﺎﺳﺐ‬
‫ﺍﻵﱄ ﻋﻨﺪ ﺣﺠﻢ ﺗﺸﻐﻴﻞ ﻳﺰﻳﺪ ﻋﻦ ‪ 100000‬ﻭﺣﺪﺓ ﺑﻴﺎﻧﺎﺕ‪ ،‬ﻭﺍﻟﺸﻜﻞ )‪ (08‬ﻳﻮﺿﺢ ﻫﺬﺍ ﺍﳌﻔﻬﻮﻡ‪:‬‬
‫ﺍﻟﺸﻜﻞ ﺭﻗﻢ)‪ :(07‬ﺍﳌﻔﺎﺿﻠﺔ ﺑﲔ ﻃﺮﻳﻘﺘﲔ ﻟﻠﺘﺸﻐﻴﻞ ﻋﻠﻰ ﺃﺳﺎﺱ ﺍﻟﺘﻜﻠﻔﺔ‬
‫ﻨﻘﻁﺔ ﺍﻝﺴﻭﺍﺀ‬ ‫ﺍﻝﻁﺭﻴﻘﺔ ﺍﻝﻴﺩﻭﻴﺔ‬
‫ﺇﺠﻤﺎﻝﻲ ﺍﻝﺘﻜﻠﻔﺔ‬
‫ﺍﻝﺤﺎﺴﺏ ﺍﻻﻝﻜﺘﺭﻭﻨﻲ‬
‫‪150000‬‬

‫‪30000‬‬

‫ﺤﺠﻡ ﺍﻝﺒﻴﺎﻨﺎﺕ‬
‫‪ 100000‬ﻭﺤﺩﺓ‬
‫) ﺍﳌﺼﺪﺭ‪ :‬ﺃﲪﺪ ﺑﺴﻴﻮ ﱐ ﺷﺤﺎﺗﺔ ﻭﺁﺧﺮﻭﻥ ‪ ،‬ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﶈﺎﺳﺒﻴﺔ ﰲ ﺷﺮﻛﺎﺕ ﺍﻟﺘﺄﻣﲔ ﻭﺍﻟﺒﻨﻮﻙ ﺍﻟﺘﺠﺎﺭﻳﺔ ‪ ،‬ﺍﻟﺪﺍﺭ‬
‫ﺍﳉﺎﻣﻌﻴﺔ ﻟﻠﻨﺸﺮ‪ ،‬ﺍﻹﺳﻜﻨﺪﺭﻳﺔ‪ ،‬ﺹ‪(23‬‬

‫ﻭﺍﻟﺸﻲﺀ ﺍﳌﻤﻜﻦ ﺍﺳﺘﺨﻼﺻﻪ ﻫﻨﺎ ﻫﻮ ﺍﻟﻌﻼﻗﺔ ﺑﲔ ﺍﻟﺘﻜﻠﻔﺔ ﻭﺣﺠﻢ ﺍﻟﺘﺸﻐﻴﻞ ﺃﻳﻦ ﺗﻈﻬﺮ ﺿﺮﻭﺭﺓ ﺍﺳﺘﺨﺪﺍﻡ‬
‫ﻣﺴﺘﻮﻯ ﻋﺎﻝ ﻣﻦ ﺍﻵﻟﻴﺔ ﻛﻠﻤﺎ ﺯﺍﺩ ﺣﺠﻢ ﺍﻟﺘﺸﻐﻴﻞ‪ ،‬ﺇﻻ ﺃﻥ ﺫﻟﻚ ﻗﺪ ﻳﻜﻮﻥ ﺿﺮﻭﺭﻳﺎ ﺃﻳﻀﺎ ﻧﺘﻴﺠﺔ ﺗﻌﻘﺪ‬
‫ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﳊﺴﺎﺑﻴﺔ ﻭﺗﻌﻘﺪ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻟﻮﺍﺟﺐ ﺍﻟﻘﻴﺎﻡ ‪‬ﺎ ﰲ ﺗﺸﻐﻴﻞ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﺃﳘﻴﺔ ﻋﻨﺼﺮ‬
‫ﺍﻟﻮﻗﺖ ﰲ ﺍﻟﺘﺸﻐﻴﻞ‪ ،‬ﻭﻟﻘﺪ ﺃﺩﺕ ﺍﻟﺘﻄﻮﺭﺍﺕ ﺍﻟﺴﺮﻳﻌﺔ ﰲ ﺍﳊﺎﺳﺒﺎﺕ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ﺇﱃ ﲣﻔﻴﺾ ﺗﻜﻠﻔﺔ ﺍﻟﺘﺸﻐﻴﻞ‬
‫ﺑﺪﺭﺟﺔ ﻛﺒﲑﺓ ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﺍﻹﻣﻜﺎﻧﻴﺎﺕ ﺍﻷﺧﺮﻯ ﺍﻟﱵ ﺃﻣﻜﻦ ﺗﻮﻓﲑﻫﺎ ﰲ ﳎﺎﻝ ﲣﺰﻳﻦ ﻭﺗﺸﻐﻴﻞ ﺍﻟﺒﻴﺎﻧﺎﺕ‬
‫ﺑﺎﺳﺘﺨﺪﺍﻡ ﻫﺬﻩ ﺍﳊﺎﺳﺒﺎﺕ‪.‬‬
‫ﺛﺎﻧﻴﺎ‪ :‬ﻗﻴﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﺇﺫﺍ ﻛﺎﻥ ﺩﻭﺭ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻷﺳﺎﺳﻲ ﻳﺘﻤﺜﻞ ﰲ ﺯﻳﺎﺩﺓ ﺣﺠﻢ ﺍﳌﻌﺮﻓﺔ ﻟﺪﻯ ﺍﻟﻔﺮﺩ ﺍﻟﺬﻱ ﳛﺼﻞ ﻋﻠﻴﻬﺎ ﳑﺎ‬
‫ﻳﻨﻌﻜﺲ ﺑﺎﻹﳚﺎﺏ ﻋﻠﻰ ﻗﻴﺎﻣﻪ ﺑﺘﺼﺮﻓﺎﺗﻪ ﻭﺍﲣﺎﺫﻩ ﻟﻘﺮﺍﺭﺍﺗﻪ‪ ،‬ﻭﺗﺘﺤﺪﺩ ﻗﻴﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻋﺎﺩﺓ ﻣﻦ ﻭﺟﻬﺔ ﻧﻈﺮ‬
‫ﺍﻟﻔﺮﺩ ﺍﻟﺬﻱ ﻳﻘﻮﻡ ﺑﺎﺳﺘﺨﺪﺍﻣﻬﺎ‪ ،‬ﻷﻧﻪ ﻫﻮ ﺍﳌﻌﲏ ﺑﺎﻷﻣﺮ ﻭﻫﻮ ﺍﻟﺬﻱ ﻳﺴﺘﻄﻴﻊ ﲢﺪﻳﺪ ﻣﻘﺪﺍﺭ ﻣﺎ ﺗﺰﻳﺪﻩ ﻣﻦ‬

‫‪36‬‬
‫ﻣﻌﺮﻓﺔ‪ .‬ﺇﺿﺎﻓﺔ ﺇﱃ ﺃﻥ ﻣﻔﻬﻮﻡ ﻗﻴﻤﺔ ﺍﳌﻌﻠﻮﻣﺔ ﻻ ﻳﺄﺧﺬ ﻣﻌﻨﺎﻩ ﺍﳊﻘﻴﻘﻲ ﺇﻻ ﰲ ﺣﺎﻟﺔ ﺍﳌﺨﺎﻃﺮﺓ ﻭﻗﻠﺔ ﺃﻭ ﺍﻧﻌﺪﺍﻡ‬
‫‪1‬‬
‫ﺍﳌﻌﻠﻮﻣﺔ‪.‬‬
‫ﻛﻤﺎ ﺃﻥ ﺃﻱ ﻧﻈﺎﻡ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﻳﻬﺪﻑ ﺇﱃ ﺍﻟﻮﺻﻮﻝ ﺇﱃ ﺍﻟﻮﺿﻊ ﺍﻷﻣﺜﻞ ﻋﻨﺪﻣﺎ ﺗﺘﺴﺎﻭﻯ ﺍﻟﻘﻴﻤﺔ ﺍﳊﺪﻳﺔ‬
‫ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﻣﻊ ﺍﻟﺘﻜﻠﻔﺔ ﺍﳊﺪﻳﺔ ﻹﻧﺘﺎﺟﻬﺎ‪ ،‬ﻭﺗﺆﺩﻱ ﺃﻱ ﺯﻳﺎﺩﺓ ﰲ ﺣﺠﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﻌﺪ ﻧﻘﻄﺔ ﺍﻟﺘﻘﺎﺀ ﻣﻨﺤﲎ‬
‫ﺍﻟﻘﻴﻤﺔ ﺍﳊﺪﻳﺔ ﲟﻨﺤﲎ ﺍﻟﺘﻜﻠﻔﺔ ﺍﳊﺪﻳﺔ ﺇﱃ ﺯﻳﺎﺩﺓ ﰲ ﺍﻟﺘﻜﻠﻔﺔ ﻋﻠﻰ ﺍﳌﻨﻔﻌﺔ‪ .‬ﻭﺑﻨﺎﺀﺍ ﻋﻠﻰ ﺍﻟﺸﻜﻞ)‪ (09‬ﳝﻜﻦ‬
‫‪2‬‬
‫ﺍﺳﺘﻨﺘﺎﺝ ﻣﺎﻳﻠﻲ‪:‬‬
‫ﺍﻟﺸﻜﻞ ﺭﻗﻢ)‪ :(08‬ﻋﻼﻗﺔ ﺍﻟﻘﻴﻤﺔ ﺍﳊﺪﻳﺔ ﺑﺎﻟﺘﻜﻠﻔﺔ ﺍﳊﺪﻳﺔ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ‬

‫ﺍﻝﺘﻜﻠﻔﺔ‬ ‫ﺍﻝﻘﻴﻤﺔ ﺍﻝﺤﺩﻴﺔ‬

‫ﺍﻝﺘﻜﻠﻔﺔ ﺍﻝﺤﺩﻴﺔ‬

‫ﺤﺠﻡ ﺍﻝﻤﻌﻠﻭﻤﺎﺕ‬
‫ﺍﻝﺤﺠﻡ ﺍﻷﻤﺜل ﻝﻠﻤﻌﻠﻭﻤﺎﺕ‬

‫)ﺍﳌﺼﺪﺭ‪ :‬ﺃﲪﺪ ﺭﺟﺐ ﻋﺒﺪ ﺍﻟﻌﺎﻝ‪ ،‬ﺍﳌﺪﺧﻞ ﺍﳌﻌﺎﺻﺮ ﰲ ﺍﶈﺎﺳﺒﺔ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﻣﺮﻛﺰ ﺍﳌﻄﺒﻮﻋﺎﺕ ﺍﳉﺎﻣﻌﻴﺔ‪ ،‬ﺍﻹﺳﻜﻨﺪﺭﻳﺔ‪،‬‬
‫‪ ،1987‬ﺹ‪(33‬‬

‫‪ -‬ﺇﺫﺍ ﻛﺎﻧﺖ ﺍﻟﻘﻴﻤﺔ ﺍﳊﺪﻳﺔ ﺗﺰﻳﺪ ﻋﻠﻰ ﺍﻟﺘﻜﻠﻔﺔ ﺍﳊﺪﻳﺔ ﻓﺈﻧﻪ ﳝﻜﻦ ﺯﻳﺎﺩﺓ ﻛﻤﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‪.‬‬
‫‪ -‬ﺇﺫﺍ ﻛﺎﻧﺖ ﺍﻟﻘﻴﻤﺔ ﺍﳊﺪﻳﺔ ﺗﻘﻞ ﻋﻦ ﺍﻟﺘﻜﻠﻔﺔ ﺍﳊﺪﻳﺔ ﻓﺈﻧﻪ ﳚﺐ ﲣﻔﻴﺾ ﻛﻤﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‪.‬‬
‫‪ -‬ﺇﺫﺍ ﺗﺴﺎﻭﺕ ﺍﻟﻘﻴﻤﺔ ﺍﳊﺪﻳﺔ ﻣﻊ ﺍﻟﺘﻜﻠﻔﺔ ﺍﳊﺪﻳﺔ ﻓﺈﻧﻨﺎ ﻧﺼﻞ ﺇﱃ ﺍﻟﻜﻤﻴﺔ ﺍﳌﺜﻠﻰ ﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ‪.‬‬

‫‪1‬‬
‫‪Kenneth J.Arrow, Théorie De L’information Et Des Organisations, Edition Dunod,‬‬
‫‪Paris, 2000, p 28.‬‬
‫‪ 2‬ﺃﲪﺪ ﺑﺴﻴﻮﱐ ﺷﺤﺎﺗﺔ ﻭﺁﺧﺮﻭﻥ‪ ،‬ﺍﳌﺮﺟﻊ ﺍﻟﺴﺎﺑﻖ‪ ،‬ﺹ‪.25‬‬
‫‪37‬‬
 ‫ﺍﻟﻤﻄﻠﺐ ﺍﻟﺴﺎﺩﺱ‪ :‬ﺧﺼﺎﺋﺺ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻟﻼﺯﻣﺔ ﻻﺗﺨﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﻔﻌﺎﻟﺔ‬
‫ﺗﺘﻤﻴﺰ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻋﺎﻣﺔ ﲟﺠﻤﻮﻋﺔ ﺧﺼﺎﺋﺺ ﻣﺘﻤﺜﻠﺔ ﰲ ﻧﻄﺎﻗﻬﺎ ﺍﻟﺰﻣﲏ ﻭﺍﻟﺸﻜﻞ ﺍﻟﺬﻱ ﺗﻘﺪ‪‬ﻡ ﻓﻴﻪ‪،‬‬
‫ﻭﻛﺬﺍ ﻛﻮ‪‬ﺎ ﻣﺘﻮﻗﻌﺔ ﺃﻭ ﻏﲑ ﻣﺘﻮﻗﻌﺔ ﺇﺿﺎﻓﺔ ﺇﱃ ﺩﺭﺟﺔ ﺩﻗﺘﻬﺎ ﻭﺗﻨﻈﻴﻤﻬﺎ‪ ،‬ﻭﻛﺬﺍ ﻣﺼﺪﺭﻫﺎ ﺩﺍﺧﻠﻴﺔ ﻛﺎﻧﺖ ﺃﻭ‬
‫ﺧﺎﺭﺟﻴﺔ‪ ،‬ﺇﻻ ﺃﻥ ﺍﳌﻬﻢ ﰲ ﻫﺬﻩ ﺍﻟﺪﺭﺍﺳﺔ ﻫﻲ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺴﺎﻋﺪﺓ ﺃﻭ ﺍﻟﱵ ﺗﺴﺘﻨﺪ ﻋﻠﻴﻬﺎ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﻔﻌﺎﻟﺔ‪،‬‬
‫ﻭﰲ ﻫﺬﺍ ﺍﻟﺼﺪﺩ ﻳﻌﺪ‪‬ﺩ ﺃﻏﻠﺒﻴﺔ ﺍﳌﺆﻟﻔﲔ ﰲ ﻫﺬﺍ ﺍ‪‬ﺎﻝ‪ 1‬ﲨﻠﺔ ﻣﻦ ﺍﳋﺼﺎﺋﺺ ﺍﻟﱵ ﳚﺐ ﺃﻥ ﻳﺒﺬﻝ ﺍﳌﺴﲑ ﺟﻬﺪﻩ‬
‫ﺣﱴ ﺗﺘﻮﻓﺮ ﰲ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ ﻳﺴﺘﺨﺪﻣﻬﺎ ﻻﲣﺎﺫ ﻗﺮﺍﺭﺍﺗﻪ‪ ،‬ﻫﺬﻩ ﺍﳋﺼﺎﺋﺺ ﻣﺘﻤﺜﻠﺔ ﻓﻴﻤﺎ ﻳﻠﻲ‪:‬‬

‫‪ .1‬ﺍﻟﺘﻮﻗﻴﺖ ﺍﳌﻨﺎﺳﺐ‪:‬‬
‫ﻭﺗﺮﺗﺒﻂ ﻫﺬﻩ ﺍﳋﺎﺻﻴﺔ ﺑﺎﻟﻔﺘﺮﺓ ﺍﻟﺰﻣﻨﻴﺔ ﺍﻟﱵ ﺗﺴﺘﻐﺮﻗﻬﺎ ﺩﻭﺭﺓ ﺇﺩﺧﺎﻝ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺇﺟﺮﺍﺀ ﺍﻟﻌﻤﻠﻴﺎﺕ ﻋﻠﻴﻬﺎ‬
‫ﻭﺗﻘﺮﻳﺮ ﺍﻟﻨﺘﺎﺋﺞ‪ ،‬ﻓﻜﻠﻤﺎ ﻛﺎﻧﺖ ﻓﺘﺮﺓ ﺍﳌﻌﺎﳉﺔ ﻗﺼﲑﺓ ﻛﻠﻤﺎ ﺯﺍﺩﺕ ﺳﺮﻋﺔ ﻭﻓﻌﺎﻟﻴﺔ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳌﺘﺨﺬﺓ ﺑﻨﺎﺀﺍ‬
‫ﻋﻠﻴﻬﺎ‪ ،‬ﻟﺬﺍ ﻭﺟﺐ ﺍﻻﻫﺘﻤﺎﻡ ﺑﺘﻮﻓﲑ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﰲ ﺍﻟﺘﻮﻗﻴﺖ ﺍﳌﻨﺎﺳﺐ ﻟﻌﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ‪ ،‬ﻭﺇﻻ ﻓﺈﻥ‬
‫ﲨﻴﻊ ﺍﳉﻬﻮﺩ ﺍﳌﺒﺬﻭﻟﺔ ﻣﻦ ﻋﻤﺎﻝ ﻭﻭﻗﺖ ﻭﺟﻬﺪ ﺳﺘﻀﻴﻊ‪ ،‬ﻭﺳﺘﻀﻴﻊ ﻣﻌﻬﺎ ﺇﻣﻜﺎﻧﻴﺔ ﺍﺳﺘﻐﻼﻝ ﺍﻟﻔﺮﺹ ﺍﳌﺘﺎﺣﺔ‬
‫ﻟﻠﻤﻨﻈﻤﺔ‪ ،‬ﻛﻤﺎ ﺃﻥ ﺍﻟﺘﻮﻗﻴﺖ ﺍﻟﺴﻠﻴﻢ ﻳﺮﺗﺒﻂ ﺑﺎﳌﻮﻗﻒ ﺍﻹﺩﺍﺭﻱ ﻭﻧﻮﻉ ﺍﻟﻘﺮﺍﺭ ﺍﳌﻄﻠﻮﺏ ﺻﻨﺎﻋﺘﻪ‪ ،‬ﻣﻊ ﻣﺮﺍﻋﺎﺓ‬
‫‪2‬‬
‫ﺗﻜﺎﻟﻴﻒ ﺇﻳﺼﺎﻝ ﺗﻠﻚ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﻣﺎ ﻳﺘﺮﺗﺐ ﻋﻠﻰ ﺍﳌﻨﻈﻤﺔ ﻧﺘﻴﺠﺔ ﻋﺪﻡ ﺇﻳﺼﺎﳍﺎ‪.‬‬
‫‪ .2‬ﺍﻟﺘﻜﻠﻔﺔ‪:‬‬
‫ﻛﻤﺎ ﰎ ﺫﻛﺮﻩ ﰲ ﺍﳌﻄﻠﺐ ﺍﻟﺴﺎﺑﻖ‪ ،‬ﳚﺐ ﺃﻥ ﻳﻜﻮﻥ ﺍﻟﻌﺎﺋﺪ ﺍﳌﺘﻮﻗﻊ ﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺃﻛﱪ ﻣﻦ ﺗﻜﻠﻔﺔ‬
‫ﺍﳊﺼﻮﻝ ﻋﻠﻴﻬﺎ‪.‬‬
‫‪ .3‬ﺍﻟﺸﻤﻮﻟﻴﺔ‪:‬‬
‫ﻭﺗﺸﲑ ﻫﺬﻩ ﺍﳋﺎﺻﻴﺔ ﺇﱃ ﻣﺪﻯ ﻣﺎ ﺗﺸﺘﻤﻞ ﻋﻠﻴﻪ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻣﻦ ﻣﻌﻠﻮﻣﺎﺕ‪ ،‬ﺣﻴﺚ ﳚﺐ ﺃﻥ ﺗﻐﻄﻲ ﻫﺬﻩ‬
‫ﺍﻷﺧﲑﺓ ﻛﻞ ﺣﻘﺎﺋﻖ ﺍﻟﻈﺎﻫﺮﺓ ﻣﻮﺿﻊ ﺍﻟﺪﺭﺍﺳﺔ‪ ،‬ﻭﻛﻞ ﺍﳌﺆﺛﺮﺍﺕ ﺍﻟﱵ ﳝﻜﻦ ﺃﻥ ﺗﺆﺛﺮ ﻋﻠﻴﻬﺎ ﻟﺘﺘﻤﻜﻦ ﺍﻹﺩﺍﺭﺓ‬
‫ﻣﻦ ﺍﺳﺘﺨﺪﺍﻣﻬﺎ ﻭﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻨﻬﺎ ﰲ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ‪.‬‬
‫‪ .4‬ﺍﻟﺪﻗﺔ‪:‬‬
‫ﻭﺗﻌﱪ ﻫﺬﻩ ﺍﳋﺎﺻﻴﺔ ﻋﻦ ﻣﺪﻯ ﺧﻠﻮ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻣﻦ ﺍﳋﻄﺄ‪ ،‬ﻭﲟﻌﲎ ﺁﺧﺮ ﻧﺴﺒﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﺼﺤﻴﺤﺔ ﺇﱃ‬
‫ﺍﻟﻜﻤﻴﺔ ﺍﻹﲨﺎﻟﻴﺔ ﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ ﻳﺘﻢ ﺇﻧﺘﺎﺟﻬﺎ ﺧﻼﻝ ﻓﺘﺮﺓ ﳏﺪﺩﺓ ﻣﻦ ﺍﻟﺰﻣﻦ‪.‬‬

‫‪ 1‬ﺃﲪﺪ ﺭﺟﺐ ﻋﺒﺪ ﺍﻟﻌﺎﻝ‪ ،‬ﺍﳌﺪﺧﻞ ﺍﳌﻌﺎﺻﺮ ﰲ ﺍﶈﺎﺳﺒﺔ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﻣﺮﻛﺰ ﺍﳌﻄﺒﻮﻋﺎﺕ ﺍﳉﺎﻣﻌﻴﺔ‪ ،‬ﺍﻹﺳﻜﻨﺪﺭﻳﺔ‪ ،1987 ،‬ﺹ‪.23‬‬
‫‪ 2‬ﺷﻮﻗﻲ ﻧﺎﺟﻲ ﺟﻮﺍﺩ‪ ،‬ﺇﺩﺍﺭﺓ ﺍﻷﻋﻤﺎﻝ)ﻣﻨﻈﻮﺭ ﻛﻠﻲ(‪ ،‬ﺩﺍﺭ ﺍﳊﺎﻣﺪ ﻟﻠﻨﺸﺮ‪ ،2000 ،‬ﺹ‪.408‬‬
‫‪38‬‬
‫ﺇﻻ ﺃﻥ ﺍﳉﺪﻳﺮ ﺑﺎﻟﺬﻛﺮ ﻫﻮ ﺃﻥ ﻣﺴﺘﻮﻳﺎﺕ ﻋﺎﻟﻴﺔ ﻣﻦ ﺍﻟﺪﻗﺔ ﻋﺎﺩﺓ ﻣﺎ ﺗﺰﻳﺪ ﻣﻦ ﺗﻜﻠﻔﺔ ﺍﳊﺼﻮﻝ ﻋﻠﻴﻬﺎ‪ ،‬ﻟﺬﻟﻚ‬
‫ﺗﻮﺟﺪ ﻗﻄﺎﻋﺎﺕ ﻣﻌﻴﻨﺔ ﻛﺘﺴﻴﲑ ﺍﳌﺨﺰﻭﻥ ﻣﺜﻼ ﻻ ﲢﺘﺎﺝ ﺇﱃ ﺩﺭﺟﺔ ﻋﺎﻟﻴﺔ ﺟﺪﺍ ﻣﻦ ﺍﻟﺪﻗﺔ‪ ،‬ﰲ ﺣﲔ ﳒﺪ ﺃﻥ‬
‫ﻗﻄﺎﻋﺎﺕ ﺍﻟﺘﺄﻣﲔ ﻭﺍﻟﺒﻨﻮﻙ ﺗﺘﻄﻠﺐ ﺩﻗﺔ ﻛﺒﲑﺓ ﻗﺪ ﺗﺼﻞ ﺃﺣﻴﺎﻧﺎ ﺇﱃ ‪ ،%100‬ﻭﻋﻠﻴﻪ ﻋﺎﺩﺓ ﻣﺎ ﻳﺘﻢ ﲢﺪﻳﺪ‬
‫ﺍﳌﺴﺘﻮﻯ ﺍﳌﻄﻠﻮﺏ ﻣﻦ ﺍﻟﺪﻗﺔ ﻋﻠﻰ ﺃﺳﺎﺱ ﲢﻠﻴﻞ ﺍﻟﺘﻜﺎﻟﻴﻒ ﻭﺍﻟﻌﻮﺍﺋﺪ‪1.‬ﻭﺗﻨﺘﺞ ﺩﻗﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻣﻦ ﺩﻗﺔ‬
‫ﺍﻟﺒﻴﺎﻧﺎﺕ‪ ،‬ﻟﺬﻟﻚ ﻭﺟﺐ ﺍﳊﺮﺹ ﻣﻦ ﺍﻷﺧﻄﺎﺀ ﺍﻟﱵ ﺗﻘﻊ ﻋﻨﺪ ﻧﻘﻞ ﺍﻟﺒﻴﺎﻧﺎﺕ‪ ،‬ﻛﺎﻷﺧﻄﺎﺀ ﺍﻟﱵ ﺗﻘﻊ ﻋﻨﺪ ﻋﻤﻠﻴﺔ‬
‫ﺗﺴﺠﻴﻠﻬﺎ ﺃﻭ ﻓﻘﺪﺍﻥ ﺃﺟﺰﺍﺀ ﻣﻨﻬﺎ ﺃﻭ ﺗﺮﻙ ﺑﻌﻀﻬﺎ ﺩﻭﻥ ﺗﺸﻐﻴﻞ‪ ،‬ﺃﻭ ﺍﺳﺘﺨﺪﺍﻡ ﻣﻠﻒ ﺧﺎﻃﻲﺀ ﳊﻔﻆ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﺃﻭ ﺣﱴ ﺍﻟﺘﺰﻭﻳﺮ ﺍﳌﺘﻌﻤﺪ ﰲ ﺍﻟﺒﻴﺎﻧﺎﺕ؛ ﻭﻋﻠﻰ ﻫﺬﺍ ﺗﺴﻌﻰ ﺍﳌﻨﻈﻤﺎﺕ ﺇﱃ ﺗﺪﻋﻴﻢ ﻋﻤﻠﻴﺎﺕ ﺍﻟﺮﻗﺎﺑﺔ‬
‫ﻭﺍﳌﺮﺍﺟﻌﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻭﺍﳋﺎﺭﺟﻴﺔ ﺇﺿﺎﻓﺔ ﺇﱃ ﻭﺿﻊ ﻗﻮﺍﻋﺪ ﺧﺎﺻﺔ ﺑﻌﻤﻠﻴﺔ ﺍﻟﻘﻴﺎﺱ‪ ،‬ﺍﻟﺘﺠﻤﻴﻊ ﻭﺇﻋﺪﺍﺩ‬
‫ﺍﻟﺒﻴﺎﻧﺎﺕ‪.2‬‬
‫‪ .5‬ﺍﻟﻮﺿﻮﺡ‪:‬‬
‫ﻭﺗﺸﲑ ﻫﺬﻩ ﺍﳋﺎﺻﻴﺔ ﺇﱃ ﺩﺭﺟﺔ ﺧﻠﻮ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻣﻦ ﺍﻟﻐﻤﻮﺽ ﻭﺍﻟﺘﻌﻘﻴﺪ‪ ،‬ﻛﻤﺎ ﺃﻥ ﺇﻋﺎﺩﺓ ﺻﻴﺎﻏﺔ‬
‫ﺍﻟﺘﻘﺎﺭﻳﺮ ﺃﻭ ﺗﻌﺪﻳﻠﻬﺎ ﻳﻜﻠﻒ ﺍﳌﺆﺳﺴﺔ ﺗﻜﺎﻟﻴﻒ ﺇﺿﺎﻓﻴﺔ‪ ،‬ﻟﺬﻟﻚ ﳝﻜﻦ ﻗﻴﺎﺱ ﻗﻴﻤﺔ ﺍﻟﻮﺿﻮﺡ ﺇﺫﺍ ﰎ ﻗﻴﺎﺱ‬
‫ﺗﻜﻠﻔﺔ ﺗﻌﺪﻳﻞ ﺍﻟﺘﻘﺎﺭﻳﺮ‪.‬‬
‫‪ .6‬ﺍﳌﻼﺀﻣﺔ‪:‬‬
‫ﻳﻘﺼﺪ ﺑﺎﳌﻼﺀﻣﺔ ﺍﳌﻨﻔﻌﺔ ﺍﻟﻨﺴﺒﻴﺔ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ ﺗﺘﻮﻟﺪ ﻋﻦ ﺃﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﺃﻱ ﻣﻼﺀﻣﺘﻬﺎ‬
‫ﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﺴﺘﺨﺪﻣﻴﻬﺎ‪.‬‬
‫‪ .7‬ﺍﳌﺮﻭﻧﺔ‪:‬‬
‫ﻭﻳﻌﲏ ‪‬ﺎ ﻣﺪﻯ ﻣﻮﺍﺀﻣﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ ﺗﺘﻮﻟﺪ ﻋﻦ ﺃﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻟﻴﺲ ﻓﻘﻂ ﻟﻠﻘﺮﺍﺭﺍﺕ ﺍﳌﺘﻌﺪﺩﺓ‪ ،‬ﺑﻞ‬
‫ﻷﻛﺜﺮ ﻣﻦ ﻣﺘﺨﺬ ﻗﺮﺍﺭﺍﺕ ﻭﺍﺣﺪ‪.‬‬
‫‪ .8‬ﺍﻟﻘﺎﺑﻠﻴﺔ ﻟﻠﻘﻴﺎﺱ ﺍﻟﻜﻤﻲ‪:‬‬
‫ﻭﺗﺸﲑ ﻫﺬﻩ ﺍﳋﺎﺻﻴﺔ ﺇﱃ ﻃﺒﻴﻌﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﺮﲰﻴﺔ ﻭﺍﻟﱵ ﻳﺘﻢ ﺇﻧﺘﺎﺟﻬﺎ ﻣﻦ ﻧﻈﺎﻡ ﺭﲰﻲ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ‪.‬‬
‫ﻭﻋﻠﻰ ﺍﻟﺮﻏﻢ ﻣﻦ ﺃﻥ ﺍﻵﺭﺍﺀ ﻭﺍﻹﺷﺎﻋﺎﺕ ﺗﻌﺘﱪ ﻧﻮﻋﺎ ﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺇﻻ ﺃ‪‬ﺎ ﺧﺎﺭﺝ ﻧﻄﺎﻕ ﺍﻟﻨﻈﺎﻡ ﺍﻟﺮﲰﻲ‬
‫ﻟﻠﻤﻌﻠﻮﻣﺎﺕ‪.‬‬

‫‪ 1‬ﻋﺜﻤﺎﻥ ﺍﻟﻜﻴﻼﱐ ﻭﺁﺧﺮﻭﻥ‪ ،‬ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﺩﺍﺭ ﺍﳌﻨﺎﻫﺞ ﻟﻠﻨﺸﺮ ﻭﺍﻟﺘﻮﺯﻳﻊ‪ ،‬ﻋﻤﺎﻥ‪ ،‬ﺍﻷﺭﺩﻥ‪ ،‬ﻁ‪ ،2000 ،1‬ﺹ‪.21‬‬
‫‪ 2‬ﺳﻠﻴﻢ ﺍﳊﺴﻨﻴﺔ‪ ،‬ﻣﺒﺎﺩﻯﺀ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﺍﻟﻮﺭﺍﻕ ﻟﻠﻨﺸﺮ ﻭﺍﻟﺘﻮﺯﻳﻊ‪ ،‬ﻋﻤﺎﻥ‪ ،2000 ،‬ﺹ‪،368‬‬
‫ﻭ ﻋﻠﻲ ﻋﺒﺪ ﺍﳍﺎﺩﻱ ﻣﺴﻠﻢ‪ ،‬ﻣﺬﻛﺮﺍﺕ ﰲ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﻣﺮﻛﺰ ﺍﻟﺘﻨﻤﻴﺔ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﻣﺼﺮ‪ ،1994 ،‬ﺹ‪.99‬‬
‫‪39‬‬
 ‫‪. 9‬ﺍﳌﻮﺿﻮﻋﻴﺔ‪:‬‬
‫ﻭﺗﺮﺗﺒﻂ ﻫﺬﻩ ﺍﳋﺎﺻﻴﺔ ﺑﺎﻧﻌﺪﺍﻡ ﻭﺟﻮﺩ ﺍﻟﺮﻏﺒﺔ ﰲ ﺗﺸﻜﻴﻞ ﺍﳌﻌﻠﻮﻣﺎﺕ ﲟﺎ ﳛﻘﻖ ﻣﺼﺎﱀ ﺷﺨﺼﻴﺔ ﻣﺎ‬
‫ﻣﺘﺤﻴﺰﺓ‪ ،‬ﺃﻭ ﺑﻐﺮﺽ ﺍﻟﺘﺄﺛﲑ ﻋﻠﻰ ﺍﻟﺸﺨﺺ ﺍﻟﺬﻱ ﳛﺼﻞ ﻋﻠﻴﻬﺎ ﻻﲣﺎﺫ ﻗﺮﺍﺭ ﻣﻌﲔ ﺃﻭ ﺍﻟﻘﻴﺎﻡ ﺑﺘﺼﺮﻑ ﻣﻌﲔ‪.‬‬
‫‪ .10‬ﺍﻟﻮﺍﻗﻌﻴﺔ‪:‬‬
‫ﳚﺐ ﺃﻥ ﺗﻜﻮﻥ ﺍﳌﻌﻠﻮﻣﺎﺕ ﳑﺜﻠﺔ ﻟﻠﻮﺍﻗﻊ‪ ،‬ﺃﻱ ﻣﺄﺧﻮﺫﺓ ﻣﻦ ﻭﺍﻗﻊ ﺣﺎﻟﺔ ﺍﳌﺸﻜﻠﺔ ﻷﻥ ﺍﻟﻮﺻﻮﻝ ﺇﱃ‬
‫ﻣﻌﻠﻮﻣﺎﺕ ﺫﺍﺕ ﺟﻮﺩﺓ ﻋﺎﻟﻴﺔ ﻭﻏﲑ ﻣﺘﺤﻴﺰﺓ ﻳﺘﻄﻠﺐ ﻋﻤﻠﻴﺎﺕ ﻭﺇﺟﺮﺍﺀﺍﺕ ﻛﺜﲑﺓ ﻣﻦ ﺣﻴﺚ ﺗﺒﻮﻳﺐ ﻭﺗﻨﻈﻴﻢ‬
‫ﻭﲣﺰﻳﻦ ﻭﺳﻬﻮﻟﺔ ﺍﻟﻮﺻﻮﻝ ﺇﻟﻴﻬﺎ‪ ،‬ﻭﻫﺬﺍ ﻣﺎ ﻳﺘﻄﻠﺐ ﺗﻜﺎﻟﻴﻒ ﻣﺎﺩﻳﺔ ﻻ ﺑﺄﺱ ‪‬ﺎ ﺗﺘﺤﻤﻠﻬﺎ ﺍﳌﻨﻈﻤﺔ‪ ،‬ﻟﺬﺍ ﳚﺐ‬
‫ﺃﻥ ﺗﻜﻮﻥ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻣﺮﺗﺒﻄﺔ ﺑﺎﺣﺘﻴﺎﺟﺎﺕ ﺍﳌﺴﺘﻔﻴﺪﻳﻦ ﺳﻮﺍﺀ ﻛﺎﻧﻮﺍ ﻣﺪﻳﺮﻳﻦ ﺗﻨﻔﻴﺬﻳﲔ ﺃﻭ ﻋﺎﺩﻳﲔ ﻟﻠﻮﺻﻮﻝ‬
‫ﺇﱃ ﻗﺮﺍﺭﺍﺕ ﻛﻔﺄﺓ ﻭﻓﻌﺎﻟﺔ‪.‬‬
‫‪ .11‬ﺍﻟﺸﻜﻞ‪:‬‬
‫ﻳﻘﺼﺪ ﺑﻪ ﺍﻟﺸﻜﻞ ﺍﻟﺬﻱ ﺗﻘﺪ‪‬ﻡ ﺑﻪ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﻭﳚﺐ ﰲ ﻛﻞ ﺣﺎﻟﺔ ﺍﺧﺘﻴﺎﺭ ﺍﻟﺸﻜﻞ ﺍﻷﻧﺴﺐ‬
‫ﻟﺘﻘﺪﳝﻬﺎ ﻭﺍﻟﺬﻱ ﻳﻀﻤﻦ ﺳﺮﻋﺔ ﻓﻬﻤﻬﺎ ﻣﻦ ﻗﺒﻞ ﺍﻷﻓﺮﺍﺩ ﺍﳌﻮﺟﻬﺔ ﺇﻟﻴﻬﻢ‪ ،‬ﻭﻗﺪ ﺗﻜﻮﻥ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻣﻠﺨﺼﺔ ﺃﻭ‬
‫ﺗﻔﺼﻴﻠﻴﺔ‪ ،‬ﺣﻴﺚ ﺃﻥ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﻠﺨﺼﺔ ﺃﻭ ﺍﳌﺨﺘﺼﺮﺓ ﺗﺴﺘﺨﺪﻡ ﻻﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ‪ ،‬ﺃﻣﺎ‬
‫‪1‬‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﺘﻔﺼﻴﻠﻴﺔ ﻓﻬﻲ ﺗﺴﺘﺨﺪﻡ ﻻﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﰲ ﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﻟﺘﺸﻐﻴﻠﻴﺔ‪.‬‬
‫‪ .12‬ﺇﻣﻜﺎﻧﻴﺔ ﺍﺳﺘﺮﺟﺎﻉ ﺍﳌﻌﻠﻮﻣﺎﺕ‪:‬‬
‫ﺗﺸﲑ ﻫﺬﻩ ﺍﳋﺎﺻﻴﺔ ﺇﱃ ﺳﻬﻮﻟﺔ ﻭﺳﺮﻋﺔ ﺍﻟﻮﺻﻮﻝ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ‪ ،‬ﻓﻜﻠﻤﺎ ﻛﺎﻧﺖ ﺳﺮﻋﺔ ﺍﻻﺳﺘﺮﺟﺎﻉ‬
‫‪2‬‬
‫ﻛﺒﲑﺓ ﻛﻠﻤﺎ ﺯﺍﺩﺕ ﺍﺣﺘﻤﺎﻻﺕ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﰲ ﻭﻗﺘﻬﺎ ﺍﳌﻨﺎﺳﺐ‪.‬‬

‫‪ 1‬ﺇﺑﺮﺍﻫﻴﻢ ﺳﻠﻄﺎﻥ‪ ،‬ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ)ﻣﺪﺧﻞ ﺇﺩﺍﺭﻱ(‪ ،‬ﺍﻟﺪﺍﺭ ﺍﳉﺎﻣﻌﻴﺔ ﺍﻟﻄﺒﻊ ﻭﺍﻟﻨﺸﺮ ﻭﺍﻟﺘﻮﺯﻳﻊ‪ ،‬ﺍﻹﺳﻜﻨﺪﺭﻳﺔ‪ ،2000 ،‬ﺹ‪.55‬‬
‫‪ 2‬ﺃﲪﺪ ﺑﺴﻴﻮﱐ ﺷﺤﺎﺗﺔ‪ ،‬ﺍﳌﺮﺟﻊ ﺍﻟﺴﺎﺑﻖ‪ ،‬ﺹ‪.23‬‬
‫‪40‬‬
41
 ‫ﺧﻼﺻﺔ ﺍﻟﻔﺼﻞ ﺍﻷﻭﻝ‬

‫ﺗﺸﺘﺮﻙ ﻣﻌﻈﻢ ﺍﳌﻨﻈﻤﺎﺕ ﰲ ﺳﻌﻴﻬﺎ ﻟﻠﺤﺼﻮﻝ ﻋﻠﻰ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﲢﻠﻴﻠﻬﺎ ﻭﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺑﻨﺎﺀﺍ ﻋﻠﻰ‬
‫ﺗﻔﺴﲑ ﺇﺩﺍﺭﺍ‪‬ﺎ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﺍﻟﻨﺎﲡﺔ ﻋﻦ ﻫﺬﻩ ﺍﻟﺒﻴﺎﻧﺎﺕ‪ .‬ﻭﺗﻌﺪ ﻫﺬﻩ ﺍﻟﺘﻨﻈﻴﻤﺎﺕ ﻭﺣﺪﺍﺕ ﳌﻌﺎﳉﺔ ﺍﻟﺒﻴﺎﻧﺎﺕ؛‬
‫ﻓﻬﻲ ﺗﻘﻮﻡ ﲜﻤﻊ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻋﻦ ﺍﳊﺎﻟﺔ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ﻭﺍﻷﺳﻮﺍﻕ ﺍﻟﱵ ﺗﺘﻌﺎﻣﻞ ﻓﻴﻬﺎ ﻭﺍﳊﺎﻟﺔ ﺍﻟﺴﻜﺎﻧﻴﺔ ﻭﺍﳉﻐﺮﺍﻓﻴﺔ‬
‫ﻭﺍﻟﺴﻴﺎﺳﻴﺔ ﻭﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﻭﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺔ ﻭﻏﲑﻫﺎ ﻣﻦ ﻋﻮﺍﻣﻞ ﺍﻟﺒﻴﺌﺔ ﺍﳋﺎﺭﺟﻴﺔ ﺍﻟﻌﺎﻣﺔ ﻭﻋﻦ ﺍﳌﻨﺎﻓﺴﲔ‬
‫ﻭﺍﲡﺎﻫﺎ‪‬ﻢ‪ ،‬ﻭﻋﻦ ﺍﻟﻌﻤﻼﺀ ﻭﺍﳌﻤﻮﻟﲔ ﻭﺍﳌﻮﺭﺩﻳﻦ ﻭﻏﲑﻫﻢ ﻣﻦ ﻋﻮﺍﻣﻞ ﺍﻟﺒﻴﺌﺔ ﺍﳋﺎﺭﺟﻴﺔ ﺍﻟﺘﺸﻐﻴﻠﻴﺔ‪ ،‬ﻭﻋﻦ‬
‫ﺍﻟﻌﻤﻠﻴﺎﺕ ﻭﺍﻷﺩﺍﺀ ﺍﻟﺪﺍﺧﻠﻲ ﻟﻠﻤﻨﺸﺄﺓ ﻣﻦ ﺍﻟﻨﻮﺍﺣﻲ ﺍﻟﺘﺴﻮﻳﻘﻴﺔ ﻭﺍﻹﻧﺘﺎﺟﻴﺔ ﻭﺍﳌﺎﻟﻴﺔ ﻭﻏﲑﻫﺎ ﻣﻦ ﻧﻮﺍﺣﻲ ﺍﻟﺒﻴﺌﺔ‬
‫ﺍﻟﺪﺍﺧﻠﻴﺔ‪ ،‬ﻭﻋﻦ ﺍﳌﻨﺘﺠﺎﺕ ﻭﺍﳋﺪﻣﺎﺕ ﺍﻟﱵ ﺗﻘﺪﻣﻬﺎ ﻟﻠﺴﻮﻕ‪ .‬ﻭﺗﻘﻮﻡ ﺍﻷﺟﻬﺰﺓ ﺍﳌﺨﺘﺼﺔ ﰲ ﺍﳌﻨﻈﻤﺔ ﺑﺘﺼﻔﻴﺔ‬
‫ﻭﺗﻨﻘﻴﺔ ﺗﻠﻚ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﻣﻌﺎﳉﺘﻬﺎ ﻻﺳﺘﺨﺮﺍﺝ ﻣﻌﻠﻮﻣﺎﺕ ﺗﺼﻠﺢ ﺃﺳﺎﺳﺎ ﻻﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻹﺩﺍﺭﻳﺔ‪ .‬ﻭﻳﺘﻢ ﺍﲣﺎﺫ‬
‫ﺍﻹﺩﺍﺭﺓ ﻟﻘﺮﺍﺭﺍ‪‬ﺎ ﺑﻨﺎﺀﺍ ﻋﻠﻰ ﺭﺅﻳﺘﻬﺎ ﻭﺗﻔﺴﲑﻫﺎ ﺍﻟﺬﺍﺗﻴﲔ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﺍﳌﺴﺘﺨﻠﺼﺔ ﻭﺗﺒﻌﺎ ﻷﻫﺪﺍﻓﻬﺎ ﻭﺧﱪ‪‬ﺎ‪.‬‬
‫ﻛﻤﺎ ﺗﻘﻮﻡ ﺍﻹﺩﺍﺭﺓ ﺑﻨﺸﺮ ﻫﺬﻩ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﲔ ﺍﻷﺟﻬﺰﺓ ﺍﻟﺮﻗﺎﺑﻴﺔ ﻭﺍﳌﺴﺎﳘﲔ ﻭﺍﻟﻌﺎﻣﻠﲔ ﻭﺍﳉﻤﻬﻮﺭ ﺍﻟﻌﺎﻡ‪.‬‬
‫ﻭﺇﺫﺍ ﻛﺎﻧﺖ ﻟﻺﺩﺍﺭﺓ ﻣﺴﺘﻮﻳﺎﺕ ﺛﻼﺛﺔ؛ ﻋﻠﻴﺎ‪ ،‬ﻭﺳﻄﻰ ﻭﺩﻧﻴﺎ ﻓﺈﻥ ﺗﺪﻓﻖ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﲔ ﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‬
‫ﺍﳌﺨﺘﻠﻔﺔ ﺣﻘﻴﻘﺔ ﻭﺍﻗﻌﺔ ﰲ ﺩﻧﻴﺎ ﺍﻷﻋﻤﺎﻝ ﻭﺿﺮﻭﺭﺓ ﻣﻠﺤﺔ ﳊﺴﻦ ﺍﻹﺩﺍﺭﺓ‪ ،‬ﻓﺘﺪﻓﻖ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻳﺘﺨﻠﻞ ﺍﳌﻨﺸﺄﺓ‬
‫ﰲ ﲨﻴﻊ ﻧﻮﺍﺣﻲ ﺃﻧﺸﻄﺘﻬﺎ؛ ﻣﻦ ﺇﻧﺘﺎﺝ ﻭﺗﺴﻮﻳﻖ ﻭﲤﻮﻳﻞ ﻭﻣﺴﺘﺨﺪﻣﲔ‪...‬ﻭﻏﲑﻫﺎ‪ ،‬ﻭﻻ ﻳﻘﺘﺼﺮ ﺍﻷﻣﺮ ﻋﻠﻰ‬
‫ﻭﺍﺣﺪ ﻣﻨﻬﺎ ﺃﻭ ﺑﻌﻀﻬﺎ‪ ،‬ﺑﻞ ﻭﳝﺮ ﻓﻴﻤﺎ ﺑﻴﻨﻬﺎ ﻣﻦ ﻣﺴﺘﻮﻯ ﺇﺩﺍﺭﻱ ﺇﱃ ﻣﺴﺘﻮﻯ ﺇﺩﺍﺭﻱ ﺁﺧﺮ‪ ،‬ﻭﺫﻟﻚ ﺑﻘﺼﺪ‬
‫ﺗﺮﺷﻴﺪ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻹﺩﺍﺭﻳﺔ ﰲ ﻛﻞ ﺃﳓﺎﺀ ﺍﳌﻨﻈﻤﺔ ﻭﰲ ﳐﺘﻠﻒ ﺃﻧﺸﻄﺘﻬﺎ‪ .‬ﻭﲣﺘﻠﻒ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻣﻦ ﺣﻴﺚ‬
‫ﺧﺼﺎﺋﺼﻬﺎ؛ ﻓﻜﻠﻤﺎ ﻛﺎﻧﺖ ﺩﻗﻴﻘﺔ ﻭﺷﺎﻣﻠﺔ‪ ،‬ﻭﺍﺿﺤﺔ ﻭﻣﻼﺋﻤﺔ‪ ،‬ﻣﺮﻧﺔ ﻭﻗﺎﺑﻠﺔ ﻟﻠﻘﻴﺎﺱ ﺍﻟﻜﻤﻲ‪ ،‬ﻭﰲ ﻭﻗﺘﻬﺎ‬
‫ﺍﳌﻨﺎﺳﺐ ﻭﺑﺎﻟﺸﻜﻞ ﺍﳌﻨﺎﺳﺐ ﻭﺑﺄﻗﻞ ﺗﻜﻠﻔﺔ‪ ،‬ﻛﻠﻤﺎ ﻛﺎﻧﺖ ﻣﻨﺎﺳﺒﺔ ﻻﲣﺎﺫ ﻗﺮﺍﺭﺍﺕ ﺇﺩﺍﺭﻳﺔ ﺟﻴﺪﺓ ﻭﻓﻌﺎﻟﺔ‪.‬‬
‫ﺇﻥ ﻣﻌﻠﻮﻣﺎﺕ ‪‬ﺬﻩ ﺍﻟﺼﻔﺎﺕ ﻭﺍﳋﺼﺎﺋﺺ ﻻ ﳝﻜﻦ ﺃﻥ ﺗﺘﻮﻓﺮ ﻟﻠﻤﻨﻈﻤﺔ ﺍﻟﻴﻮﻡ ﺇﻻ ﻋﻦ ﻃﺮﻳﻖ ﻧﻈﺎﻡ‬
‫ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﻳﻘﻮﻡ ﲟﻌﺎﳉﺔ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺗﺰﻭﻳﺪ ﺍﳌﺴﲑﻳﻦ ﲟﻌﻠﻮﻣﺎﺕ ﺫﺍﺕ ﻣﻮﺍﺻﻔﺎﺕ ﺟﻴﺪﺓ ﻻﲣﺎﺫ ﻗﺮﺍﺭﺍﺕ‬
‫ﺟﻴﺪﺓ ﻭﻓﻌﺎﻟﺔ‪ ،‬ﻭﻫﺬﺍ ﻣﺎﺳﻴﺘﻢ ﺍﻟﺘﻄﺮﻕ ﺇﻟﻴﻪ ﰲ ﺍﻟﻔﺼﻞ ﺍﻟﺜﺎﱐ ﻣﻦ ﻫﺬﻩ ﺍﻟﺪﺭﺍﺳﺔ‪.‬‬

‫‪41‬‬
 ‫ﳏﺘﻮﻳﺎﺕ ﺍﻟﻔﺼﻞ ﺍﻟﺜﺎﱐ‪:‬‬
‫ﺍﳌﺒﺤﺚ ﺍﻷﻭﻝ‪ :‬ﻣﺪﺧﻞ ﺇﺩﺍﺭﻱ ﻷﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﺍﳌﻄﻠﺐ ﺍﻷﻭﻝ‪ :‬ﻣﻔﻬﻮﻡ ﺍﻟﻨﻈﺎﻡ ﻭﻋﻨﺎﺻﺮﻩ‬
‫ﺍﳌﻄﻠﺐ ﺍﻟﺜﺎﱐ‪ :‬ﺧﺼﺎﺋﺺ ﺍﻟﻨﻈﺎﻡ‬
‫ﺍﳌﻄﻠﺐ ﺍﻟﺜﺎﻟﺚ‪ :‬ﻣﻔﻬﻮﻡ ﻭﺃﳘﻴﺔ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‬
‫ﺍﳌﻄﻠﺐ ﺍﻟﺮﺍﺑﻊ‪ :‬ﻭﻇﺎﺋﻒ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‬
‫ﺍﳌﻄﻠﺐ ﺍﳋﺎﻣﺲ‪ :‬ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﰲ ﻣﻨﻈﻤﺎﺕ‬
‫ﺍﻷﻋﻤﺎﻝ ﺍﳊﺪﻳﺜﺔ‬
‫ﺍﳌﺒﺤﺚ ﺍﻟﺜﺎﱐ‪ :‬ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﺍﳌﻄﻠﺐ ﺍﻷﻭﻝ‪ :‬ﻣﻔﻬﻮﻡ ﻭﺗﻄﻮﺭ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﺍﳌﻄﻠﺐ ﺍﻟﺜﺎﱐ‪ :‬ﻣﺮﺍﺣﻞ ﺗﻄﻮﻳﺮ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‬
‫ﺍﳌﻄﻠﺐ ﺍﻟﺜﺎﻟﺚ‪ :‬ﺃﺩﻭﺍﺕ ﻭﻭﺳﺎﺋﻞ ﲢﻠﻴﻞ ﻭﺑﻨﺎﺀ ﺍﻟﻨﻈﻢ‬
‫ﺍﳌﻄﻠﺐ ﺍﻟﺮﺍﺑﻊ‪ :‬ﺩﻭﺭ ﺍﳊﺎﺳﺐ ﺍﻵﱄ ﰲ ﺯﻳﺎﺩﺓ ﻓﻌﺎﻟﻴﺔ ﺃﻧﻈﻤﺔ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﺍﳌﻄﻠﺐ ﺍﳋﺎﻣﺲ‪ :‬ﺃﻧﻮﺍﻉ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺒﻨﻴﺔ ﻋﻠﻰ ﺍﳊﺎﺳﺐ‬
‫ﺍﻵﱄ‬
42
 ‫ﺗﻤﻬﻴﺪ‪:‬‬
‫ﻟﻘﺪ ﺍﻧﺘﺸﺮ ﺍﺳﺘﺨﺪﺍﻡ ﺍﳊﺎﺳﻮﺏ ﰲ ﳐﺘﻠﻒ ﺍ‪‬ﺎﻻﺕ ﺑﻐﺮﺽ ﲢﺴﲔ ﺃﺩﺍﺀ ﺍﻟﻌﻤﻞ ﻭﺯﻳﺎﺩﺓ ﻛﻔﺎﺀﺓ‬
‫ﺍﻷﻋﻤﺎﻝ ﻭﺳﺮﻋﺘﻬﺎ‪ ،‬ﻭﺑﺰﻳﺎﺩﺓ ﺫﻟﻚ ﺍﻻﻧﺘﺸﺎﺭ ﻭﺗﻄﻮﺭ ﺫﻟﻚ ﺍﻻﺳﺘﺨﺪﺍﻡ ﺍﺯﺩﺍﺩﺕ ﺍﳊﺎﺟﺔ ﺇﱃ ﺗﺒﺎﺩﻝ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﻟﺒﻴﺎﻧﺎﺕ ﺑﲔ ﺍﻟﻮﺣﺪﺍﺕ ﺍﳌﻜﻮﻧﺔ ﻷﻱ ﻣﺆﺳﺴﺔ ﺃﻭ ﺑﲔ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﳌﺆﺳﺴﺎﺕ‪،‬ﻛﻤﺎ ﺃﻥ ﺍﻟﻜﻢ‬
‫ﺍﳍﺎﺋﻞ ﻣﻦ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﳌﺘﺪﻓﻖ ﻣﻦ ﻭﺣﺪﺓ ﺃﻭ ﻣﺆﺳﺴﺔ ﻷﺧﺮﻯ ﺍﻟﺬﻱ ﻛﺎﻥ ﻳﺘﻢ ﻧﻘﻠﻪ ﻋﻦ ﻃﺮﻳﻖ ﺍﻟﺒﻄﺎﻗﺎﺕ‬
‫ﺍﳌﺜﻘﺒﺔ ﺃﻭ ﺍﻷﺷﺮﻃﺔ ﺍﳌﻤﻐﻨﻄﺔ ‪-‬ﻭﺍﻟﱵ ﺑﺪﻭﺭﻫﺎ ﻛﺎﻥ ﻳﺘﻢ ﻧﻘﻠﻬﺎ ﺑﺎﻟﻮﺳﺎﺋﻞ ﺍﻟﺘﻘﻠﻴﺪﻳﺔ ﻣﻦ ﻃﺎﺋﺮﺍﺕ‬
‫ﻭﺳﻴﺎﺭﺍﺕ ﻭﺑﻮﺍﺧﺮ ﺃﻭ ﻗﻄﺎﺭﺍﺕ ﺣﺴﺐ ﺃﳘﻴﺔ ﻭﺳﺮﻋﺔ ﺍﳌﻌﻠﻮﻣﺔ‪ -‬ﺳﺎﻋﺪ ﻋﻠﻰ ﻇﻬﻮﺭ ﺷﺒﻜﺎﺕ ﺍﻟﻌﻤﻞ‬
‫ﺍﶈﻠﻴﺔ ﺍﻟﱵ ﺑﺪﺃﺕ ﰲ ﺍﻟﻈﻬﻮﺭ ﻋﻨﺪﻣﺎ ﺃﳊﺖ ﺿﺮﻭﺭﺓ ﺗﺒﺎﺩﻝ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﲔ ﺍﳉﺎﻣﻌﺎﺕ ﻭﻣﺮﺍﻛﺰ ﺍﻷﲝﺎﺙ‬
‫ﰲ ﺍﻟﺴﺘﻴﻨﻴﺎﺕ‪ ،‬ﻛﻤﺎ ﺑﺪﺃﺕ ﺃﻳﻀﺎ ﻭﺳﺎﺋﻞ ﺍﻻﺗﺼﺎﻻﺕ ﺑﲔ ﺍﳊﺎﺳﺒﺎﺕ‪-‬ﻛﻮﺳﻴﻠﺔ ﻟﻨﻘﻞ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺨﺰﻧﺔ‬
‫ﻣﻦ ﺣﺎﺳﺐ ﻵﺧﺮ‪ -‬ﰲ ﺍﻟﺘﻄﻮﺭ ﺳﻮﺍﺀ ﺃﻛﺎﻧﺖ ﻫﺬﻩ ﺍﻻﺗﺼﺎﻻﺕ ﺷﺒﻜﺎﺕ ﻫﺎﺗﻔﻴﺔ ﻟﻨﻘﻞ ﺍﶈﺎﺩﺛﺎﺕ‬
‫ﺍﻟﺼﻮﺗﻴﺔ ﺃﻭ ﺷﺒﻜﺎﺕ ﺑﻴﺎﻧﻴﺔ ﺧﺎﺻﺔ ﺑﺎﺗﺼﺎﻻﺕ ﺍﳊﺎﺳﺒﺎﺕ‪ ،‬ﻭﺃﺻﺒﺤﺖ ﺍﳌﺸﺎﺭﻛﺔ ﰲ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﻟﱪﺍﻣﺞ‬
‫ﺃﻣﺮﺍ ﻳﺴﲑﺍ ﺟﺪﺍ‪ ،‬ﳑﺎ ﻳﺪﻋﻢ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﺍﳌﺘﺰﺍﻳﺪﺓ ﰲ ﲢﻘﻴﻖ ﺃﻓﻀﻞ ﺍﻟﻨﺘﺎﺋﺞ‪.‬ﺇﻥ ﺗﻄﻮﺭ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﻧﻈﻢ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﻗﺪ ﺳﺎﻫﻢ ﺑﺸﻜﻞ ﻛﺒﲑ ﰲ ﺗﻄﻮﺭ ﺍﳌﻨﻈﻤﺔ ﰲ ﺣﺪ ﺫﺍ‪‬ﺎ‪ ،‬ﻭﻫﻲ ﺑﺪﻭﺭﻫﺎ ﺳﺎﳘﺖ ﰲ ﺗﻄﻮﺭﻩ‪.‬‬
‫ﺑﻨﺎﺀﺍ ﻋﻠﻰ ﻣﺎ ﺳﺒﻖ ﻭﻟﺪﺭﺍﺳﺔ ﺃﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺑﺸﻜﻞ ﺷﺎﻣﻞ ﻭﺟﺐ ﺍﻟﺘﻄﺮﻕ ﳉﺎﻧﺒﻬﺎ‬
‫ﺍﻹﺩﺍﺭﻱ‪-‬ﰲ ﺍﳌﺒﺤﺚ ﺍﻷﻭﻝ‪ -‬ﻣﻦ ﺟﻬﺔ‪ ،‬ﻭﳉﺎﻧﺒﻬﺎ ﺍﻟﺘﻘﲏ)ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ( ﻣﻦ ﺟﻬﺔ ﺃﺧﺮﻯ‪-‬ﰲ‬
‫ﺍﳌﺒﺤﺚ ﺍﻟﺜﺎﱐ‪.-‬‬
‫ﺍﻟﻤﺒﺤﺚ ﺍﻷﻭﻝ‪ :‬ﻣﺪﺧﻞ ﺇﺩﺍﺭﻱ ﻷﻧﻈﻤﺔ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‬
‫ﺳﻴﺘﻢ ﺍﻟﺘﻄﺮﻕ ﰲ ﻫﺬﺍ ﺍﻟﻔﺼﻞ ﺇﱃ ﺍﳉﻮﺍﻧﺐ ﺍﻹﺩﺍﺭﻳﺔ ﻣﻦ ﺃﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﺑﺪﺀﺍ ﺑﺘﺤﻠﻴﻞ ﺍﻟﻨﻈﺎﻡ‬
‫ﺑﺼﻔﺔ ﻋﺎﻣﺔ ﰒ ﳏﺎﻭﻟﺔ ﺷﺮﺡ ﺣﻴﺜﻴﺎﺕ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻭﻣﻜﺎﻧﺘﻪ ﰲ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻋﻤﺎﻝ ﺍﳊﺪﻳﺜﺔ‪.‬‬
‫ﺍﻟﻤﻄﻠﺐ ﺍﻷﻭﻝ‪ :‬ﻣﻔﻬﻮﻡ ﺍﻟﻨﻈﺎﻡ ﻭﻋﻨﺎﺻﺮﻩ‬
‫ﻳﻌﺮﻑ "‪ "Jacques Lesourne‬ﺍﻟﻨﻈﺎﻡ ﺑﺄﻧﻪ‪":‬ﳎﻤﻮﻋﺔ ﻋﻨﺎﺻﺮ ﻣﺮﺗﺒﻄﺔ ﻣﻊ ﺑﻌﻀﻬﺎ ﲟﺠﻤﻮﻋﺔ ﻣﻦ‬
‫ﺍﻟﻌﻼﻗﺎﺕ"‪ ،1‬ﻛﻤﺎ ﻳﻌﺮﻓﻪ "‪ "Jean Gerbier‬ﺑﺄﻧﻪ‪":‬ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﻟﻌﻨﺎﺻﺮ ﺍﳌﺘﺪﺍﺧﻠﺔ ﻭﺍﳌﺘﻔﺎﻋﻠﺔ ﻓﻴﻤﺎ ﺑﻴﻨﻬﺎ‬
‫ﻟﺘﺸﻜﻞ ﻭﺣﺪﺓ ﻭﺍﺣﺪﺓ ﺗﻘﻮﻡ ﺑﻮﻇﻴﻔﺔ ﻣﻌﻴﻨﺔ "‪ .2‬ﻭ ﻋﻠﻴﻪ ﳝﻜﻦ ﺍﻟﻘﻮﻝ ﺑﺄﻧﻪ ﻟﺘﻌﺮﻳﻒ ﺍﻟﻨﻈﺎﻡ ﳚﺐ ﺃﻥ ﻳﻜﻮﻥ‬
‫ﻫﺬﺍ ﺍﻟﺘﻌﺮﻳﻒ ﻣﺸﺘﻤﻼ ﻋﻠﻰ ﺛﻼﺛﺔ ﻋﻨﺎﺻﺮ‪:‬‬

‫‪1 Jean‬‬ ‫‪Gerbier, Organisation & Fonctionnement de l’Entreprise, Edition Tec Doc-‬‬
‫‪Lavoisier, Paris, 1993, P 49.‬‬
‫‪2‬‬
‫‪Ibid, P49.‬‬
‫‪43‬‬
 ‫‪ .1‬ﺃﻥ ﻳﺘﻜﻮﻥ ﺍﻟﻨﻈﺎﻡ ﻣﻦ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﻷﺟﺰﺍﺀ‪.‬‬
‫‪ .2‬ﺃﻥ ﻳﻜﻮﻥ ﺑﲔ ﻫﺬﻩ ﺍﻷﺟﺰﺍﺀ ﻋﻼﻗﺎﺕ ﻣﺘﺒﺎﺩﻟﺔ ﺃﻭ ﻣﺘﺪﺍﺧﻠﺔ ﺃﻭ ﻣﻌﺘﻤﺪﺓ ﺑﻌﻀﻬﺎ ﻋﻠﻰ ﺍﻟﺒﻌﺾ‪.‬‬
‫‪ .3‬ﺃ‪‬ﺎ ﺗﻌﻤﻞ ﻣﻌﺎ ﰲ ﺳﺒﻴﻞ ﲢﻘﻴﻖ ﻫﺪﻑ ﻣﺸﺘﺮﻙ‪.‬‬
‫ﻭﻟﻌﻞ ﺃﻗﺮﺏ ﺍﻷﻧﻈﻤﺔ ﻟﻺﻧﺴﺎﻥ ﻫﻮ"ﺍﳉﺴﻢ ﺍﻟﺒﺸﺮﻱ"‪ ،‬ﺑﻌﻨﺎﺻﺮﻩ ﺍﻷﺳﺎﺳﻴﺔ ﻣﻦ ﺍﻟﺪﻭﺭﺓ ﺍﻟﺪﻣﻮﻳﺔ ﻭﻧﻈﺎﻡ‬
‫ﺍﻟﺪﻭﺭﺓ ﺍﻟﻌﺼﺒﻴﺔ ﻭﻛﺬﺍ ﺍﻷﻧﻈﻤﺔ ﺍﻟﺘﻨﻔﺴﻴﺔ ﻭﺍﳍﻀﻤﻴﺔ‪ ،‬ﻭﺍﻟﱵ ﲡﻤﻌﻬﺎ ﻋﻼﻗﺎﺕ ﻣﺘﻜﺎﻣﻠﺔ ﻭﻣﺘﺮﺍﺑﻄﺔ ﻭﻣﻌﺘﻤﺪﺓ‬
‫ﺑﻌﻀﻬﺎ ﻋﻠﻰ ﺑﻌﺾ‪ ،‬ﻭﺗﻌﻤﻞ ﺑﻜﻔﺎﺀﺓ ‪‬ﺪﻑ ﺣﻔﻆ ﺍﳊﻴﺎﺓ ﻭﺃﺩﺍﺀ ﺍﳉﺴﻢ ﻟﻮﻇﺎﺋﻔﻪ ﺍﳌﺨﺘﻠﻔﺔ‪.‬‬
‫ﻭﻛﺬﻟﻚ ﳝﻜﻦ ﺍﻟﻨﻈﺮ ﻟﻠﻨﺴﻴﺞ ﺍﻻﻗﺘﺼﺎﺩﻱ ﻟﻠﺪﻭﻟﺔ ﻋﻠﻰ ﺃﻧﻪ ﻧﻈﺎﻡ ﻛﺬﻟﻚ‪ ،‬ﻳﺘﻜﻮﻥ ﻣﻦ ﻋﺪﺓ ﺃﺟﺰﺍﺀ ﳑﺜﻠﺔ ﰲ‬
‫ﺍﳌﻨﺸﺂﺕ ﺍﻟﺼﻨﺎﻋﻴﺔ ﻭﺍﻟﺘﺠﺎﺭﻳﺔ ﻭﺍﳍﻴﺌﺎﺕ ﺍﳌﺨﺘﻠﻔﺔ ﻭﺍﻷﺟﻬﺰﺓ ﺍﳊﻜﻮﻣﻴﺔ ﻭﺍﳌﺴﺘﻬﻠﻜﲔ‪ ،‬ﻭﻫﻨﺎﻙ ﺗﻔﺎﻋﻞ ﻓﻴﻤﺎ‬
‫ﺑﻴﻨﻬﺎ ﰲ ﳏﺎﻭﻟﺔ ﻟﺘﺤﻘﻴﻖ ﺍﻟﻨﺘﺎﺋﺞ ﺍﳌﺘﻮﻗﻌﺔ‪ .‬ﻭﻧﻔﺲ ﺍﻟﺸﻲﺀ ﳝﻜﻦ ﺃﻥ ﻳﻘﺎﻝ ﻋﻠﻰ ﺍﳌﺆﺳﺴﺔ ﻭﺍﻟﻌﻨﺎﺻﺮ ﺍﻟﱵ‬
‫ﺗﻜﻮ‪‬ﺎ ﻣﻦ ﺃﻓﺮﺍﺩ ﻭﺃﺻﻮﻝ ﻣﺎﺩﻳﺔ ﻭﻣﺎﻟﻴﺔ‪...‬ﻭﻏﲑﻫﺎ‪.‬‬
‫ﻛﻤﺎ ﳝﻜﻦ ﺗﻌﺮﻳﻒ ﺍﻟﻨﻈﺎﻡ ﺑﺎﻷﺟﺰﺍﺀ ﺍﻟﱵ ﻳﺘﻜﻮﻥ ﻣﻨﻬﺎ؛ ﺃﻱ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻟﱵ ﺗﺘﻠﻘﻰ‬
‫ﻣﺪﺧﻼﺕ ﻣﻌﻴﻨﺔ ﻭﺗﻨﺘﺞ ﳐﺮﺟﺎﺕ ﻣﻌﻴﻨﺔ‪ ،‬ﻭﻃﺒﻴﻌﺔ ﻫﺬﻩ ﺍﳌﺪﺧﻼﺕ ﻭﺍﻟﻌﻤﻠﻴﺎﺕ ﻭﺍﳌﺨﺮﺟﺎﺕ ﺗﺘﺤﺪﺩ ﺑﻄﺒﻴﻌﺔ‬
‫ﺍﻷﻫﺪﺍﻑ ﺍﻟﱵ ﻳﺴﻌﻰ ﺍﻟﻨﻈﺎﻡ ﺇﱃ ﲢﻘﻴﻘﻬﺎ‪ ،‬ﻭﻛﻮﺳﻴﻠﺔ ﻹﻇﻬﺎﺭ ﻭﺍﻟﺘﺄﻛﺪ ﻣﻦ ﺃﺩﺍﺀ ﺍﻟﻨﻈﺎﻡ ﺑﻄﺮﻳﻘﺔ ﺳﻠﻴﻤﺔ‪ ،‬ﻻﺑﺪ‬
‫ﻣﻦ ﺇﺿﺎﻓﺔ ﻋﻨﺼﺮ ﺭﺍﺑﻊ ﺇﱃ ﻋﻨﺎﺻﺮ ﺍﻟﻨﻈﺎﻡ ﻭﻫﻮ ﺍﻟﺮﻗﺎﺑﺔ‪ ،‬ﻭﺫﻟﻚ ﺗﺒﻌﺎ ﻟﻠﺸﻜﻞ )‪.(10‬‬
‫ﻭ ﻋﺎﺩﺓ ﻣﺎ ﻳﻜﻮﻥ ﻟﻜﻞ ﻧﻈﺎﻡ ﻣﺪﺧﻼﺕ )ﺃﻱ ﻣﻮﺍﺭﺩﻩ ﺍﳌﺨﺘﻠﻔﺔ( ﻭﺍﻟﱵ ﺗﺘﺤﺪﺩ ﺑﻨﺎﺀﹰﺍ ﻋﻠﻰ ﺃﻫﺪﺍﻓﻪ ﺍﻟﱵ ﻳﺴﻌﻰ‬
‫ﺇﱃ ﲢﻘﻴﻘﻬﺎ‪ ،‬ﻫﺬﻩ ﺍﳌﺪﺧﻼﺕ ﻣﺘﻤﺜﻠﺔ ﰲ‪ :‬ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ‪ ،‬ﺍﻵﻻﺕ‪ ،‬ﺍﳋﺎﻣﺎﺕ‪ ،‬ﺭﺅﻭﺱ ﺃﻣﻮﺍﻝ‪ ،‬ﻣﻌﻠﻮﻣﺎﺕ‬
‫ﺇﺩﺍﺭﻳﺔ‪ ،...‬ﳚﺮﻱ ﻋﻠﻴﻬﺎ ﳎﻤﻮﻋﺔ ﻋﻤﻠﻴﺎﺕ ﲢﻮﻳﻠﻴﺔ ﺗﺆﺩﻱ ﺇﱃ ﲢﻮﻳﻠﻬﺎ ﺇﱃ ﳐﺮﺟﺎﺕ ﻣﺘﻤﺜﻠﺔ ﰲ ﺳﻠﻊ‬
‫ﻣﻠﻤﻮﺳﺔ‪ ،‬ﺃﻭ ﺧﺪﻣﺎﺕ ﻏﲑ ﻣﻠﻤﻮﺳﺔ ﺃﻭ ﻣﻌﻠﻮﻣﺎﺕ‪.‬‬
‫ﻭﺍﻟﻌﻨﺼﺮ ﺍﻟﺬﻱ ﻻﳚﺐ ﺇﳘﺎﻟﻪ ﰲ ﺍﻟﻨﻈﺎﻡ ﻫﻮ " ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺮﺗﺪﺓ"‪ ،‬ﻭﻫﻲ ﺍﻟﱵ ﲤﺜﻞ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ‬
‫ﲤﻜﻦ ﻣﻦ ﺍﲣﺎﺫ ﺍﻹﺟﺮﺍﺀﺍﺕ ﺍﻟﺘﺼﺤﻴﺤﻴﺔ ﺃﻭ ﹰﻻ ﺑﺄﻭﻝ ﻭﻣﺮﺍﺟﻌﺔ ﺧﻄﻄﻬﺎ ﺣﱴ ﻳﺘﺄﻛﺪ ﻣﻦ ﲢﻘﻴﻖ ﺍﻷﻫﺪﺍﻑ‬
‫ﺑﺎﻟﻄﺮﻳﻘﺔ ﺍﻟﻜﻔﺄﺓ ﻭﺍﳌﻨﺎﺳﺒﺔ ﻛﻤﺎ ﰎ ﻭﺿﻌﻬﺎ ﺟﺮﺍﺀ ﻋﻤﻠﻴﺔ ﺍﻟﺘﺨﻄﻴﻂ‪ ،‬ﻣﻊ ﺿﺮﻭﺭﺓ ﻋﺪﻡ ﺇﳘﺎﻝ ﺍﻟﻈﺮﻭﻑ ﺍﻟﺒﻴﺌﻴﺔ‬
‫ﺍﳌﺘﻐﲑﺓ ﻭﺗﺄﺛﲑﻫﺎ ﻋﻠﻰ ﺧﻄﻂ ﻭﻋﻤﻠﻴﺎﺕ ﻭﺃﻫﺪﺍﻑ ﺍﻟﻨﻈﺎﻡ؛ ﻛﻤﺎ ﺃﻥ ﻫﻨﺎﻙ ﻋﺪﺓ ﺃﺷﻜﺎﻝ ﻟﻠﺮﻗﺎﺑﺔ؛ ﻓﺎﻟﺮﻗﺎﺑﺔ‬
‫ﺍﻟﺴﺎﺑﻘﺔ ﻟﻌﻤﻠﻴﺔ ﺍﻟﺘﻨﻔﻴﺬ ﺍﻟﻔﻌﻠﻲ ﻣﻦ ﺧﻼﻝ ﺃﻭ ﺃﺛﻨﺎﺀ ﻋﻤﻠﻴﺔ ﺍﻟﺘﺨﻄﻴﻂ ﺗﺴﻤﻰ ﺍﻟﺮﻗﺎﺑﺔ ﺍﳌﺎﻧﻌﺔ‪ ،‬ﻭﺍﻟﺮﻗﺎﺑﺔ ﺍﻟﱵ ﺗﺘﻢ‬
‫ﺃﺛﻨﺎﺀ ﺍﻟﺘﻨﻔﻴﺬ ﻣﻦ ﺧﻼﻝ ﻋﻤﻠﻴﺔ ﺍﳌﺘﺎﺑﻌﺔ ﺗﺴﻤﻰ ﺍﻟﺮﻗﺎﺑﺔ ﺍﻟﻮﻗﺎﺋﻴﺔ‪ ،‬ﻭﺃﺧﲑﺍ ﺍﻟﺮﻗﺎﺑﺔ ﺍﻟﻌﻼﺟﻴﺔ ﻭﺍﻟﱵ ﺗﻜﻮﻥ ﻋﻠﻰ‬
‫ﻋﻨﺎﺻﺮ ﺍﳌﺨﺮﺟﺎﺕ ﺃﻳﻦ ﻳﺘﻢ ﻣﻘﺎﺭﻧﺔ ﺧﺼﺎﺋﺺ ﻫﺬﻩ ﺍﳌﺨﺮﺟﺎﺕ ﲟﺠﻤﻮﻋﺔ ﻣﻌﺎﻳﲑ ﳕﻄﻴﺔ‪ ،‬ﺃﻭ ﻣﻘﺎﻳﻴﺲ ﺳﺒﻖ‬
‫ﻭﺿﻌﻬﺎ ﺑﻮﺍﺳﻄﺔ ﺃﻫﺪﺍﻑ ﺍﻟﻨﻈﺎﻡ‪ ،‬ﻭﺇﺫﺍ ﻣﺎ ﻇﻬﺮﺕ ﻫﻨﺎﻙ ﻓﺠﻮﺓ ﻓﺈﻥ ﺍﳌﺴﲑﻳﻦ ﻳﻌﻤﺪﻭﻥ ﺇﱃ ﺍﻟﻘﻴﺎﻡ ﺑﺈﺟﺮﺍﺀﺍﺕ‬
‫ﺗﺼﺤﻴﺤﻴﺔ ﲢﺴﻦ ﻣﻦ ﻓﻌﺎﻟﻴﺔ ﺍﻟﻨﻈﺎﻡ ﻟﺘﺤﺴﲔ ﻛﻔﺎﺀﺓ ﺍﳌﺨﺮﺟﺎﺕ‪.‬‬

‫‪44‬‬
‫ﻛﻤﺎ ﺃﻥ ﻫﻨﺎﻙ ﻋﻨﺼﺮﺍ ﺁﺧﺮ ﳚﺐ ﺃﻥ ﻳﻮﱃ ﺍﻷﳘﻴﺔ ﺍﳌﻨﺎﺳﺒﺔ‪ ،‬ﺃﻻ ﻭﻫﻮ ﺍﻟﺒﻴﺌﺔ ﺍﻟﱵ ﻳﻌﻤﻞ ﻓﻴﻬﺎ ﺍﻟﻨﻈﺎﻡ‪،‬‬
‫ﻓﻠﻜﻲ ﻳﺴﺘﻤﺮ ﺃﻱ ﺗﻨﻈﻴﻢ ﻻﺑﺪ ﻋﻠﻴﻪ ﺃﻥ ﻳﻜﻮﻥ ﺣﺴﺎﺳﺎ ﻟﻠﺒﻴﺌﺔ ﺍﳌﺘﻐﲑﺓ ﺍﻟﱵ ﲢﻴﻂ ﺑﻪ‪ ،‬ﻭﺃﻥ ﻳﺘﻤﺎﺷﻰ ﻭﻳﺘﻮﺍﻓﻖ‬
‫ﻣﻊ ﺗﻐﲑﺍ‪‬ﺎ‪ ،‬ﻭﻫﺬﺍ ﻣﺎ ﻳﻌﻨﻴﻪ ﻣﺼﻄﻠﺢ "ﺍﻟﻨﻈﺎﻡ ﺍﳌﻔﺘﻮﺡ" ﺣﻴﺚ ﻳﺘﻢ ﺗﻐﺬﻳﺔ ﺍﻟﻨﻈﺎﻡ ﺑﺎﳌﻌﻠﻮﻣﺎﺕ ﺍﳋﺎﺻﺔ ﺑﺎﻟﺒﻴﺌﺔ‪،‬‬
‫ﳑﺎ ﻳﺴﺘﻠﺰﻡ ﺗﻐﻴﲑ ﻣﺪﺧﻼﺗﻪ ﻭﻋﻤﻠﻴﺎﺗﻪ‪ ،‬ﻭﰲ ﺑﻌﺾ ﺍﻷﺣﻴﺎﻥ ﺃﻫﺪﺍﻓﻪ‪ ،‬ﺃﻣﺎ ﺍﻟﻨﻈﺎﻡ ﺍﳌﻐﻠﻖ ﻓﻬﻮ ﺫﻟﻚ ﺍﻟﻨﻈﺎﻡ ﺍﻟﺬﻱ‬
‫‪1‬‬
‫ﻻ ﻳﺘﺄﺛﺮ ﺃﻭ ﻳﺆﺛﺮ ﰲ ﺍﻟﺒﻴﺌﺔ ﺍﳋﺎﺭﺟﻴﺔ ﺍﶈﻴﻄﺔ ﺑﻪ‪.‬‬
‫ﺍﻟﺸﻜﻞ)‪ :(10‬ﻋﻨﺎﺻﺮ ﺍﻟﻨﻈﺎﻡ‬

‫ﻤﺩﺨﻼﺕ‬ ‫ﺘﺤﻭﻴل‬ ‫ﻤﺨﺭﺠﺎﺕ‬

‫

ت‬ ‫
ت‬

‫
ل‬
‫
ت‬

‫ﺃﻨﻅﻤﺔ‬ ‫
‬ ‫ا ت ا
‬
‫ا"! ‬
‫ﺍﻝﺘﺤﻭﻴل‬ ‫)ال(‬
‫ﺍﻝﻔﺭﻋﻴﺔ‬ ‫
ت‬
‫رأس 
ل‬

‫

ت‬

‫ﻨﻅﺎﻡ ﺍﻝﺭﻗﺎﺒﺔ‬ ‫ 
ا ت‬

‫)اا
(‬

‫)ﺍﳌﺼﺪﺭ‪ :‬ﺳﻮﻧﻴﺎ ﳏﻤﺪ ﺍﻟﺒﻜﺮﻱ‪ ،‬ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪،‬ﺩﺍﺭ ﺍﻹﺷﻌﺎﻉ ﻟﻠﻨﺸﺮ‪ ،‬ﺍﻹﺳﻜﻨﺪﺭﻳﺔ‪،1997،‬ﺹ‪(87‬‬

‫ﻭﺍﳌﻼﺣﻆ ﻫﻮ ﺃﻥ ﲢﺪﻳﺪ ﻧﻈﺎﻡ ﻣﻌﲔ ﻳﺘﻄﻠﺐ ﻧﻮﻋﺎ ﻣﻦ ﺍﻟﺪﻗﺔ‪ ،‬ﺇﺫ ﺃﻥ ﺍﻷﻧﻈﻤﺔ ﻋﺎﺩﺓ ﻣﺎ ﺗﻜﻮﻥ ﺃﺟﺰﺍﺀﺍ ﻣﻦ‬
‫ﺃﻧﻈﻤﺔ ﺃﺧﺮﻯ‪ ،‬ﻛﻤﺎ ﺃﻥ ﻛﻞ ﻧﻈﺎﻡ ﻋﺎﺩﺓ ﻣﺎ ﳛﺘﻮﻱ ﻋﻠﻰ ﳎﻤﻮﻋﺔ ﺃﻧﻈﻤﺔ ﻓﺮﻋﻴﺔ؛ ﻭﻋﻠﻴﻪ‪ ،‬ﻋﺎﺩﺓ ﻣﺎ ﻳﺘﻢ ﲢﺪﻳﺪ‬
‫ﺍﻟﻨﻈﺎﻡ ﻋﻠﻰ ﺃﺳﺎﺱ ﺍﻟﻌﻨﺎﺻﺮ ﺍﻟﱵ ﳛﺘﻮﻱ ﻋﻠﻴﻬﺎ ﺃﻭ ﻳﺘﻜﻮﻥ ﻣﻨﻬﺎ‪ ،‬ﻭﻫﺬﻩ ﺍﻟﻌﻨﺎﺻﺮ ﻫﻲ ﺍﻟﱵ ﲢﺪﺩ ﺃﻭ ﺗﺮﺳﻢ‬
‫ﺣﺪﻭﺩ ﺍﻟﻨﻈﺎﻡ‪ ،‬ﻭﺧﺎﺭﺝ ﻫﺬﻩ ﺍﳊﺪﻭﺩ ﺗﻘﻊ ﺍﻟﺒﻴﺌﺔ ﺍﶈﻴﻄﺔ ﺑﻪ‪.‬‬
‫ﻛﻤﺎ ﺃﻥ ﺍﻟﻌﻼﻗﺎﺕ ﺑﲔ ﺍﻟﻨﻈﻢ ﺍﳌﺴﺘﻘﻠﺔ ﺗﺴﻤﻰ ﺍﻟﺘﺪﺍﺧﻞ‪ ،‬ﻭﻛﻞ ﻧﻈﺎﻡ ﻓﺮﻋﻲ ﻗﺪ ﻳﻜﻮﻥ ﻣﺘﺪﺍﺧﻼ ﻣﻊ ﻛﻞ‬
‫ﻧﻈﺎﻡ ﻓﺮﻋﻲ ﺁﺧﺮ ﰲ ﺍﻟﻨﻈﺎﻡ ﻣﺘﻤﺜﻼ ﰲ ﺷﻜﻞ ﻣﺮﻭﺭ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺃﻭ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﲔ ﺍﻟﻨﻈﻢ ﺍﻟﻔﺮﻋﻴﺔ‪.‬‬

‫ﺳﻮﻧﻴﺎ ﳏﻤﺪ ﺍﻟﺒﻜﺮﻱ‪ ،‬ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﺩﺍﺭ ﺍﻹﺷﻌﺎﻉ ﻟﻠﻨﺸﺮ‪ ،‬ﺍﻹﺳﻜﻨﺪﺭﻳﺔ‪،1997،‬ﺹ‪.88‬‬ ‫‪1‬‬

‫‪45‬‬
‫ﻭﺑﻨﺎﺀﹰﺍ ﻋﻠﻰ ﻣﺎ ﺳﺒﻖ ﳝﻜﻦ ﺍﳊﻜﻢ ﻋﻠﻰ ﺍﳌﻨﻈﻤﺔ ﺑﺄ‪‬ﺎ ﻧﻈﺎﻡ ﻣﺘﻜﺎﻣﻞ ﳛﺘﻮﻱ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﻨﻈﻢ ﺍﻟﻔﺮﻋﻴﺔ‬
‫ﻣﺘﻤﺜﻠﺔ ﰲ ﻗﺴﻢ ﺍﻟﺘﺴﻮﻳﻖ‪ ،‬ﺍﻹﻧﺘﺎﺝ‪ ،‬ﺍﻟﺘﻤﻮﻳﻞ ﻭﻏﲑﻫﺎ‪ ،‬ﻧﻈﻢ ﻓﺮﻋﻴﺔ ﺗﺘﺤﺪﺩ ﺑﻨﺎﺀﹰﺍ ﻋﻠﻰ ﺃﻫﺪﺍﻑ ﻛﻞ ﻣﻨﻈﻤﺔ‪.‬‬
‫ﻛﻤﺎ ﺃﻥ ﻫﻨﺎﻙ ﺗﺪﺍﺧﻼ ﺑﲔ ﺍﻟﻨﻈﻢ ﺍﻟﻔﺮﻋﻴﺔ ﻣﻦ ﺧﻼﻝ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ ﺗﺘﺪﻓﻖ ﺑﻴﻨﻬﺎ ﺃﻭ ﺍﻟﱵ ﻳﺸﺘﺮﻛﻮﻥ ﻓﻴﻬﺎ‬
‫ﻭﻳﻌﺘﻤﺪﻭﻥ ﻋﻠﻴﻬﺎ ﰲ ﺇﳒﺎﺯ ﻋﻤﻠﻴﺎ‪‬ﻢ‪ ،‬ﻓﻤﺜﻼ ﳒﺪ ﺃﻥ ﺍﻟﻨﻈﺎﻡ ﺍﻟﻔﺮﻋﻲ ﻟﻺﻧﺘﺎﺝ ﺳﻮﻑ ﻳﻌﺘﻤﺪ ﰲ ﲢﺪﻳﺪ ﻛﻤﻴﺔ‬
‫ﺍﻹﻧﺘﺎﺝ ﻋﻠﻰ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﻘﺪﻣﺔ ﻣﻦ ﺍﻟﻨﻈﺎﻡ ﺍﻟﻔﺮﻋﻲ ﻟﻠﺘﺴﻮﻳﻖ ﺍﻟﺬﻱ ﳝﺪﻩ ﺑﺎﻟﻜﻤﻴﺔ ﺍﳌﺘﻮﻗﻊ ﺑﻴﻌﻬﺎ ﰲ ﺍﻟﺴﻮﻕ‪،‬‬
‫ﻭﺃﻳﻀﺎ ﳛﺘﺎﺝ ﻧﻈﺎﻡ ﺍﻟﺘﺴﻮﻳﻖ ﺃﻥ ﻳﻌﺮﻑ ﻣﻦ ﻧﻈﺎﻡ ﺍﻹﻧﺘﺎﺝ ﻗﺪﺭﺗﻪ ﺍﻟﻔﻌﻠﻴﺔ ﻋﻠﻰ ﺍﻹﻧﺘﺎﺝ ﰲ ﻇﻞ ﻇﺮﻭﻑ‬
‫ﻣﻌﻴﻨﺔ‪ ،‬ﻭﻛﻼ ﺍﻟﻨﻈﺎﻣﲔ ﺍﻟﻔﺮﻋﻴﲔ ﳛﺘﺎﺟﺎﻥ ﺇﱃ ﻣﻌﻠﻮﻣﺎﺕ ﻣﻦ ﺍﻟﻨﻈﺎﻡ ﺍﻟﻔﺮﻋﻲ ﻟﻠﺘﻤﻮﻳﻞ ﻟﻴﺤﺪﺩ ﳍﻤﺎ ﺣﺠﻢ‬
‫ﺍﻷﻣﻮﺍﻝ ﺍﳌﺮﺻﻮﺩﺓ ﻟﻠﻘﻄﺎﻋﲔ ﺍﻟﻠﺬﺍﻥ ﳜﺼﺎ‪‬ﻤﺎ‪ ،‬ﻭﺑﻄﺒﻴﻌﺔ ﺍﳊﺎﻝ ﳒﺪ ﺃﻥ ﺛﻼﺛﺘﻬﻢ ﳛﺘﺎﺟﻮﻥ ﺇﱃ ﺍﻟﻨﻈﺎﻡ‬
‫ﺍﻟﻔﺮﻋﻲ ﻟﻠﻤﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ﻟﻴﻤﺪﻫﻢ ﲟﻌﻠﻮﻣﺎﺕ ﻋﻦ ﺍﻟﻘﺪﺭﺍﺕ ﺍﻟﺒﺸﺮﻳﺔ ﺍﻟﻌﺎﻣﻠﺔ ﻭ ﺍﻟﺘﻘﻨﻴﺔ ﺍﳌﻤﻜﻦ ﺍﻻﺳﺘﻔﺎﺩﺓ‬
‫ﻣﻨﻬﺎ‪...‬ﻭﻫﻜﺬﺍ‪،‬‬
‫ﻭﻣﻦ ﺍﻟﻄﺒﻴﻌﻲ ﺟﺪﺍ ﺃﻥ ﺗﻘﻮﺩ ﻫﺬﻩ ﺍﻟﻔﻜﺮﺓ ﺇﱃ ﻓﻜﺮﺓ ﺃﺧﺮﻯ ﻫﻲ ﻃﺒﻴﻌﺔ ﺍﻟﻌﻼﻗﺔ ﺑﲔ ﻫﺬﻩ ﺍﻟﻨﻈﻢ‪ ،‬ﺃﻳﻦ ﻳﻘﺴﻢ‬
‫ﺃﻏﻠﺒﻴﺔ ﺍﳌﺆﻟﻔﲔ‪ 1‬ﻫﺬﻩ ﺍﻟﻄﺒﻴﻌﺔ ﺇﱃ‪ :‬ﻧﻈﻢ ﻣﺘﺴﻠﺴﻠﺔ‪ ،‬ﺃﻭ ﻧﻈﻢ ﻣﺘﻮﺍﺯﻳﺔ‪ ،‬ﺃﻭ ﻣﺰﻳﺞ ﻣﻦ ﺍﻻﺛﻨﲔ؛ ﻓﻔﻲ ﺍﻟﻨﻈﺎﻡ‬
‫ﺍﳌﺘﺴﻠﺴﻞ ﳒﺪ ﺃﻥ ﳐﺮﺟﺎﺕ ﻋﻤﻠﻴﺔ ﻣﻌﻴﻨﺔ ﺗﺼﺒﺢ ﻣﺪﺧﻼﺕ ﻋﻤﻠﻴﺔ ﺃﺧﺮﻯ؛ ﻓﺎﻟﺒﻀﺎﺋﻊ ﻧﺼﻒ ﺍﳌﺼﻨﻌﺔ ﺗﻌﺘﱪ‬
‫ﳐﺮﺟﺎﺕ ﻧﻈﺎﻡ ﻣﻌﲔ‪ ،‬ﻭﻫﻲ ﻛﺬﻟﻚ ﻣﺪﺧﻼﺕ ﻟﻨﻈﺎﻡ ﺁﺧﺮ ﻳﻨﺘﺞ ﺑﻀﺎﺋﻊ ﺗﺎﻣﺔ ﺍﻟﺼﻨﻊ‪ .‬ﺃﻣﺎ ﰲ ﺍﻟﻨﻈﺎﻡ‬
‫ﺍﳌﺘﻮﺍﺯﻱ‪ ،‬ﻓﻨﺠﺪ ﺃﻥ ﳐﺮﺟﺎﺕ ﺛﻼﺛﺔ ﺃﻧﻈﻤﺔ ﻓﺮﻋﻴﺔ ﻣﺜﻼ ﺗﺼﺒﺢ ﻣﺪﺧﻼﺕ ﻟﻨﻈﺎﻡ ﻓﺮﻋﻲ ﺁﺧﺮ‪ .‬ﻭﺍﻟﺸﻜﻞ‬
‫)‪ (11‬ﳝﺜﻞ ﻧﻮﻋﺎ ﺁﺧﺮ ﻭﻫﻮ ﺍﻻﻧﺪﻣﺎﺝ ﺑﲔ ﺍﻟﻨﻮﻋﲔ ﺍﻟﺴﺎﺑﻘﲔ‪ ،‬ﻭﻫﺬﺍ ﻳﻄﺎﺑﻖ ﰲ ﺍﻟﻮﺍﻗﻊ ﺍﳊﻴﺎﺓ ﺍﻟﻌﻤﻠﻴﺔ‪ ،‬ﺃﻳﻦ‬
‫ﻳﻮﺟﺪ ﺗﺪﺍﺧﻞ ﰲ ﺍﻟﻌﻼﻗﺎﺕ ﺑﲔ ﺍﻟﻨﻈﻢ ﺍﻟﻔﺮﻋﻴﺔ ﺍﳌﺨﺘﻠﻔﺔ‪،‬‬
‫ﻭﺍﳌﻼﺣﻆ ﺃﻥ ﺍﳌﺨﺮﺟﺎﺕ ﰲ ﺷﻜﻞ ﻣﻌﻠﻮﻣﺎﺕ ﻟﻠﻨﻈﺎﻡ ﺍﻟﻔﺮﻋﻲ "ﺝ"ﻳﻌﺎﺩ ﺗﻐﺬﻳﺘﻬﺎ ﻭﻳﺮﺗﺪ ﺃﺛﺮﻫﺎ ﻟﻠﻌﻤﻠﻴﺎﺕ ﰲ‬
‫ﺍﻟﻨﻈﺎﻡ ﺍﻟﻔﺮﻋﻲ"ﺃ" ﻷﻏﺮﺍﺽ ﺍﻟﺮﻗﺎﺑﺔ‪ ،‬ﻭﺃﻳﻀﺎ ﻋﻤﻠﻴﺎﺕ ﺍﻟﻨﻈﺎﻡ ﺍﻟﻔﺮﻋﻲ "ﻫـ"ﺗﻌﺘﻤﺪ ﻋﻠﻰ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳋﺎﺭﺟﺔ‬
‫ﻣﻦ ﻋﻤﻠﻴﺎﺕ"ﻑ"‪ ،‬ﻭﻟﻨﻔﺲ ﺍﻟﺴﺒﺐ ﳒﺪ ﺃﻥ ﻋﻤﻠﻴﺎﺕ ﺍﻟﻨﻈﺎﻡ ﺍﻟﻔﺮﻋﻲ"ﺝ" ﺗﻌﺘﻤﺪ ﻋﻠﻰ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳋﺎﺭﺟﺔ‬
‫ﻣﻦ ﻋﻤﻠﻴﺎﺕ ﺍﻟﻨﻈﺎﻡ ﺍﻟﻔﺮﻋﻲ"ﻑ"‪ ،‬ﻭﺃﻳﻀﺎ ﺍﻟﻨﻈﺎﻡ ﺍﻟﻔﺮﻋﻲ"ﺩ" ﺗﻌﺘﻤﺪ ﻋﻤﻠﻴﺎﺗﻪ ﻋﻠﻰ ﻋﻤﻠﻴﺎﺕ ﺍﻟﻨﻈﺎﻡ‬
‫ﺍﻟﻔﺮﻋﻲ"ﻫـ"‪.‬‬
‫ﻭﻫﺬﺍ ﻳﻮﺿﺢ ﺍﻟﻨﻘﻄﺔ ﺍﳍﺎﻣﺔ ﺍﳋﺎﺻﺔ ﺑﺄﳘﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ ﺗﺘﺪﻓﻖ ﺑﲔ ﺃﺭﺟﺎﺀ ﺍﻟﻨﻈﺎﻡ ﻭﺑﲔ ﺍﻟﻨﻈﻢ ﺍﻟﻔﺮﻋﻴﺔ‪،‬‬
‫ﻭﺑﺎﻟﺘﺎﱄ ﳝﻜﻦ ﺗﺼﻮﺭ ﺃﻥ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﻀﺮﻭﺭﻳﺔ ﻟﻠﺮﻗﺎﺑﺔ ﻋﻠﻰ ﺍﻟﻨﻈﻢ ﺍﻟﻔﺮﻋﻴﺔ"ﺃ‪ ،‬ﺏ‪ ،‬ﺝ‪ ،‬ﻫـ" ﻻ ﺗﻨﺸﺄ ﻓﻘﻂ‬
‫ﻣﻦ ﻛﻞ ﻣﻨﻬﺎ ﻣﻨﻔﺮﺩﺍ ﻭﻟﻜﻦ ﻣﻦ ﺍﻟﻌﻼﻗﺎﺕ ﺍﳌﺘﺒﺎﺩﻟﺔ ﻭﺍﳌﻌﺘﻤﺪﺓ ﺑﲔ ﺍﻟﻨﻈﻢ ﺍﻟﻔﺮﻋﻴﺔ ﺍﳌﺨﺘﻠﻔﺔ‪ .‬ﻭﺑﺎﻟﺘﺎﱄ ﳝﻜﻦ‬
‫ﺍﻟﻨﻈﺮ ﻟﻠﻨﻈﺎﻡ ﻛﻜﻞ ﻋﻠﻰ ﺃﻧﻪ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﻟﻨﻈﻢ ﺍﻟﻔﺮﻋﻴﺔ ﺍﳌﻌﺘﻤﺪﺓ ﺑﻌﻀﻬﺎ ﻋﻠﻰ ﺑﻌﺾ‪ ،‬ﻭﻛﻞ ﻣﻨﻬﺎ ﻟﻪ ﻋﻼﻗﺔ‬

‫‪ 1‬ﺳﻮﻧﻴﺎ ﳏﻤﺪ ﺍﻟﺒﻜﺮﻱ ﻭﺇﺑﺮﺍﻫﻴﻢ ﺳﻠﻄﺎﻥ‪ ،‬ﺍﳌﺮﺟﻊ ﺍﻟﺴﺎﺑﻖ‪ ،‬ﺹ‪.87‬‬

‫‪46‬‬
‫ﻣﺘﺒﺎﺩﻟﺔ ﻣﻊ ﺍﻟﻨﻈﻢ ﺍﻟﻔﺮﻋﻴﺔ ﺍﻷﺧﺮﻯ‪ ،‬ﻭﺑﻴﻨﻤﺎ ﻛﻞ ﺍﻟﻨﻈﻢ ﺍﻟﻔﺮﻋﻴﺔ ﻟﻪ ﻭﻇﻴﻔﺔ ﳐﺘﻠﻔﺔ ﻋﻦ ﺍﻟﻨﻈﻢ ﺍﻟﻔﺮﻋﻴﺔ‬
‫ﺍﻷﺧﺮﻯ ﻭﺧﺎﺻﺔ ﺑﻪ ﺇﻻ ﺃﻥ ﻛﻞ ﻣﻨﻬﻢ ﻳﻌﻤﻞ ﻋﻠﻰ ﲢﻘﻴﻖ ﺍﳍﺪﻑ ﺍﳌﺸﺘﺮﻙ ﺑﻴﻨﻬﻢ‪.‬‬

‫ﺍﻝﺸﻜل)‪ :(11‬ﳕﻮﺫﺝ ﻟﻨﻈﺎﻡ ﳚﻤﻊ ﺑﲔ ﺍﻟﺘﻮﺍﺯﻱ ﻭﺍﻟﺘﺴﻠﺴﻞ‬

‫ﻋﻤﻠﻴﺎﺕ‬ ‫ﻋﻤﻠﻴﺎﺕ‬ ‫ﻋﻤﻠﻴﺎﺕ‬

‫ﺃ‬ ‫ﺏ‬ ‫ﺝ‬

‫ﺭﻗﺎﺒﺔ‬

‫ﺘﻐﺫﻴﺔ ﻋﻜﺴﻴﺔ‬

‫ﻋﻤﻠﻴﺎﺕ‬ ‫ﻋﻤﻠﻴﺎﺕ‬ ‫ﻋﻤﻠﻴﺎﺕ‬

‫ﺩ‬ ‫ﻫـ‬ ‫ﻑ‬
‫ﺘﻐﺫﻴﺔ ﻋﻜﺴﻴﺔ‬
‫ﺭﻗﺎﺒﺔ‬

‫ﺭﻗﺎﺒﺔ‬

‫)ﺍﳌﺼﺪﺭ‪ :‬ﺳﻮﻧﻴﺎ ﳑﺪ ﺍﻟﺒﻜﺮﻱ‪ ،‬ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﺩﺍﺭ ﺍﻹﺷﻌﺎﻉ ﻟﻠﻨﺸﺮ‪ ،‬ﺍﻹﺳﻜﻨﺪﺭﻳﺔ‪ ،1997 ،‬ﺹ‪(95‬‬

‫ﺇﻥ ﳎﻤﻮﻉ ﺍﳌﻔﺎﻫﻴﻢ ﺍﻟﱵ ﰎ ﺗﻨﺎﻭﳍﺎ ﰲ ﻫﺬﺍ ﺍﳌﻄﻠﺐ ﺟﺪ ﺿﺮﻭﺭﻳﺔ ﻟﺪﺭﺍﺳﺔ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪،‬‬
‫ﺇﺫ ﺃﻧﻪ ﰲ ﻇﻞ ﻣﻔﻬﻮﻡ ﺍﻟﻨﻈﻢ ﺗﻘﻮﻡ ﺍﻹﺩﺍﺭﺓ ﺑﺘﺠﺰﺋﺔ ﺍﻟﻨﻈﺎﻡ ﺍﻟﻜﻠﻲ ﻟﻠﻤﻨﺸﺄﺓ ﺇﱃ ﻋﺪﺓ ﻧﻈﻢ ﻓﺮﻋﻴﺔ ﲝﻴﺚ ﳝﻜﻦ‬
‫ﺃﻥ ﺗﺘﻔﻬﻢ ﻭﲢﺪﺩ ﺍﻟﻮﻇﺎﺋﻒ ﺍﻟﱵ ﺗﺘﻀﻤﻨﻬﺎ ﻫﺬﻩ ﺍﻟﻨﻈﻢ ﺍﻟﻔﺮﻋﻴﺔ ﻭﻃﺒﻴﻌﺘﻬﺎ ﻭﺍﻟﻌﻼﻗﺎﺕ ﺍﳌﺘﺒﺎﺩﻟﺔ ﺑﻴﻨﻬﺎ‪ ،‬ﻭﻛﺬﺍ‬
‫ﻋﻼﻗﺘﻬﺎ ﺑﺎﻟﻨﻈﺎﻡ ﺍﻟﻜﻠﻲ ﻟﻠﻤﻨﺸﺄﺓ‪ ،‬ﺃﻱ ﺃﻥ ﻣﻔﻬﻮﻡ ﺍﻟﻨﻈﻢ ﻳﻜﻔﻞ ﺍﻹﻃﺎﺭ ﺍﻟﻌﺎﻡ ﻟﻠﻬﻴﻜﻞ ﺍﻟﺬﻱ ﻳﻀﻢ ﳎﻤﻮﻋﺔ‬
‫ﺍﻷﺟﺰﺍﺀ ﺍﳌﺘﺮﺍﺑﻄﺔ ﻭﺍﳌﻌﺘﻤﺪﺓ ﺑﻌﻀﻬﺎ ﻋﻠﻰ ﺑﻌﺾ ﻭﺍﳌﻮﺟﻬﺔ ﻟﺘﺤﻘﻴﻖ ﻋﺪﺓ ﺃﻫﺪﺍﻑ ﻣﺸﺘﺮﻛﺔ‪.‬‬

‫‪47‬‬
 ‫ﺍﻟﻤﻄﻠﺐ ﺍﻟﺜﺎﻧﻲ ‪ :‬ﺧﺼﺎﺋﺺ ﺍﻟﻨﻈﺎﻡ‬
‫ﺑﻌﺪ ﻫﺬﺍ ﺍﻟﻌﺮﺽ ﳌﻔﻬﻮﻡ ﺍﻟﻨﻈﺎﻡ ﻭﻋﻨﺎﺻﺮﻩ ﻳﺼﺒﺢ ﻣﻦ ﺍﻷﳘﻴﺔ ﲟﻜﺎﻥ ﺍﻟﺘﻌﺮﻑ ﻋﻠﻰ ﺧﺼﺎﺋﺼﻪ‪،‬‬
‫ﺣﻴﺚ ﻳﺼﺒﺢ ﻣﻦ ﺍﻟﻀﺮﻭﺭﻱ ﻋﻠﻰ ﳏﻠﻞ ﺍﻟﻨﻈﻢ ﺍﻟﺘﻌﺮﻑ ﻋﻠﻰ ﺧﺼﺎﺋﺼﻪ ﺑﺎﻋﺘﺒﺎﺭﻫﺎ ﺍﻷﺳﺎﺱ ﺍﻟﺬﻱ ﻳﺴﺘﻨﺪ ﺇﻟﻴﻪ‬
‫ﻋﻨﺪ ﺗﻌﺎﻣﻠﻪ ﻣﻌﻪ‪ ،‬ﻭﳝﻜﻦ ﺗﻠﺨﻴﺺ ﺃﻫﻢ ﺍﳋﺼﺎﺋﺺ ﻓﻴﻤﺎ ﻳﻠﻲ‪:1‬‬
‫‪ -1‬ﻫﺪﻑ ﺍﻟﻨﻈﺎﻡ ‪:‬‬
‫ﻳ‪‬ﻌﺪ ﲢﺪﻳﺪ ﺍﳍﺪﻑ ﺍﻟﺬﻱ ﻳﺴﻌﻰ ﺍﻟﻨﻈﺎﻡ ﺇﱃ ﲢﻘﻴﻘﻪ ﻧﻘﻄﺔ ﺍﻟﺒﺪﺍﻳﺔ ﰲ ﺗﺼﻤﻴﻢ ﺃﻱ ﻧﻈﺎﻡ‪ ،‬ﻛﻤﺎ ﺃﻥ‬
‫ﲢﺪﻳﺪ ﺍﳍﺪﻑ ﺍﻟﻌﺎﻡ ﻳﺘﺒﻌﻪ ﲢﺪﻳﺪ ﺍﻷﻫﺪﺍﻑ ﺍﻟﻔﺮﻋﻴﺔ ﻟﻜﻞ ﻋﻨﺼﺮ ﻣﻦ ﻋﻨﺎﺻﺮﻩ ﻋﻠﻰ ﺣﺪﺓ ﲟﺎ ﻳﺼﺐ ﰲ ﳎﺎﻝ‬
‫ﲢﻘﻴﻖ ﺍﳍﺪﻑ ﺍﻟﻌﺎﻡ ﻟﻠﻨﻈﺎﻡ ﻛﻜﻞ‪.‬‬
‫‪ -2‬ﺍﻟﻜﻠﻴﺔ ‪:‬‬
‫ﺃﻱ ﺃﻥ ﺍﻟﻨﻈﺎﻡ ﻛﻜﻞ ﳛﻘﻖ ﺍﳍﺪﻑ ﺍﳌﻨﺸﻮﺩ ﻣﻦ ﻭﺟﻮﺩﻩ ﺑﺄﻛﺜﺮ ﻣﻦ ﳎﻤﻮﻉ ﻣﺎ ﲢﻘﻖ ﻋﻨﺎﺻﺮﻩ ﻛﻞ‬
‫ﻋﻠﻰ ﺣﺪﺓ‪ ،‬ﺃﻱ ﺃﻥ ﺍﻟﻨﻈﺎﻡ ﻛﻜﻞ ﳝﻜﻦ ﺃﻥ ﳛﻘﻖ ﺍﳍﺪﻑ ﺑﻴﻨﻤﺎ ﻻ ﺗﺴﺘﻄﻴﻊ ﻣﻜﻮﻧﺎﺗﻪ‪-‬ﻛﻞ ﻋﻠﻰ ﺣﺪﺓ‪ -‬ﺃﻥ‬
‫ﲢﻘﻖ ﻫﺬﺍ ﺍﳍﺪﻑ ﻟﻮ ﺍﻧﻔﺼﻠﺖ ﻋﻦ ﺑﻌﻀﻬﺎ‪.‬‬
‫‪ -3‬ﺷﻜﻞ ﺍﳌﻜﻮﻧﺎﺕ ﺍﻟﺮﺋﻴﺴﻴﺔ ‪:‬‬
‫ﺗﺄﺧﺬ ﺍﳌﻜﻮﻧﺎﺕ ﺍﻟﺮﺋﻴﺴﻴﺔ ﻷﻱ ﻧﻈﺎﻡ ﺷﻜﻞ ﺇﺩﺧﺎﻝ ﻭ ﺗﺸﻐﻴﻞ ﻭ ﺇﺧﺮﺍﺝ؛ ﻓﻴﺒﺪﺃ ﻋﻤﻞ ﺍﻟﻨﻈﺎﻡ‬
‫ﺑﺎﳌﺪﺧﻼﺕ‪ ،‬ﻭﻫﻮ ﻣﺎ ﻳﺄﰐ ﻣﻦ ﺧﺎﺭﺝ ﺍﻟﻨﻈﺎﻡ ﻭ ﻳﺪﺧﻞ ﻓﻴﻪ‪ ،‬ﻭ ﻳﺘﻢ ﺗﺸﻐﻴﻞ ﺍﳌﺪﺧﻼﺕ ﻟﺘﺤﻮﻳﻠﻬﺎ ﺇﱃ‬
‫‪2‬‬
‫ﺍﳋﺮﺟﺎﺕ ﺍﳌﺮﻏﻮﺑﺔ‪ ،‬ﻭﻗﺪ ﰎ ﺍﻟﺘﻮﺿﻴﺢ ﰲ ﺍﳌﺒﺤﺚ ﺍﻟﺴﺎﺑﻖ ﻛﻴﻒ ﺃﻥ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺗﺘﺤﻮﻝ ﺇﱃ ﻣﻌﻠﻮﻣﺎﺕ‪.‬‬
‫‪ -4‬ﺍﻟﺮﻗﺎﺑﺔ ﻭ ﺍﻟﻀﺒﻂ ‪:‬‬
‫ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻟﺮﺋﻴﺴﻴﺔ ﻟﻠﻨﻈﺎﻡ ﻣﻦ ﺇﺩﺧﺎﻝ‪ ،‬ﺗﺸﻐﻴﻞ ﻭﺇﺧﺮﺍﺝ ﻻ ﺗﺪﻋﻢ ﻋﻤﻠﻴﺎﺕ ﺍﻟﺮﻗﺎﺑﺔ ﻭﺍﻟﻀﺒﻂ ﳌﻨﻊ‬
‫ﺍﳓﺮﺍﻑ ﺍﻟﻨﻈﺎﻡ ﻋﻦ ﺍﻷﻫﺪﺍﻑ ﺍﻟﱵ ﺭﲰﺖ ﻟﻪ‪ ،‬ﻭﻟﺬﻟﻚ ﺗﻀﺎﻑ ﻭﻇﻴﻔﺔ ﺍﺳﺘﺮﺟﺎﻉ ﺍﻟﻨﺘﺎﺋﺞ ﳌﻜﻮﻧﺎﺕ ﺍﻟﻨﻈﺎﻡ‬
‫ﻟﺘﺤﻘﻴﻖ ﺍﻟﻀﺒﻂ ﺍﳌﻄﻠﻮﺏ؛ ﻭﻳﺘﻢ ﻫﺬﺍ ﺍﻟﻀﺒﻂ ﻋﻦ ﻃﺮﻳﻖ ﻣﻘﺎﺭﻧﺔ ﺍﳌﺨﺮﺟﺎﺕ ﺍﶈﻘﻘﺔ ﲟﻌﺎﻳﲑ ﻣﻮﺿﻮﻋﺔ ﻣﺴﺒﻘﺎ‬
‫ﰒ ﺇﺭﺟﺎﻉ ﻧﺘﺎﺋﺞ ﺍﳌﻘﺎﺭﻧﺔ ﺇﱃ ﺍﻟﻨﻈﺎﻡ ﰲ ﻣﺮﺣﻠﺔ ﺍﻹﺩﺧﺎﻝ ﻟﺘﻮﺟﻴﻪ ﻋﻤﻠﻴﺔ ﺍﻟﺘﺸﻐﻴﻞ‪ ،‬ﻭﺍﻟﺸﻜﻞ)‪ (12‬ﻳﻮﺿﺢ‬
‫ﻣﺜﺎﻝ ﻟﻨﻈﺎﻡ ﺍﻟﺮﻗﺎﺑﺔ ﻭﺃﺛﺮ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺮﺗﺪﺓ‪.‬‬

‫‪ 1‬ﻛﺎﻣﻞ ﺍﻟﺴﻴﺪ ﻏﺮﺍﺏ ﻭﻓﺎﺩﻳﺔ ﳏﻤﺪ ﺣﺠﺎﺯﻱ‪ ،‬ﺍﳌﺮﺟﻊ ﺍﻟﺴﺎﺑﻖ‪ ،‬ﺹ ‪.43‬‬
‫‪ 2‬ﺳﻮﻧﻴﺎ ﳏﻤﺪ ﺍﻟﺒﻜﺮﻱ‪ ،‬ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﺍﳌﻜﺘﺐ ﺍﻟﻌﺮﰊ ﺍﳊﺪﻳﺚ ﻟﻠﻨﺸﺮ‪ ،‬ﺑﺪﻭﻥ ﺳﻨﺔ ﺃﻭ ﺑﻠﺪ ﺍﻟﻨﺸﺮ‪ ،‬ﺹ ‪.42‬‬

‫‪48‬‬
 ‫ﺍﻟﺸﻜﻞ)‪ :(12‬ﻣﺜﺎﻝ ﻟﻨﻈﺎﻡ ﺍﻟﺮﻗﺎﺑﺔ ﻟﺸﺮﻛﺔ ﲡﺎﺭﻳﺔ ﻭﺃﺛﺮ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺮﺗﺪﺓ‬

‫&اء‬ ‫‪!"#$‬‬ ‫‬

‫ر
‬ ‫ر
‬ ‫ر
‬

‫ر
آ
‬

‫أه‪1‬اف ا‪-./‬ة و  ! ا*داء‬

‫)ﺍﳌﺼﺪﺭ‪ :‬ﺳﻮﻧﻴﺎ ﳏﻤﺪ ﺍﻟﺒﻜﺮﻱ‪ ،‬ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﺍﳌﻜﺘﺐ ﺍﻟﻌﺮﰊ ﺍﳊﺪﻳﺚ ﻟﻠﻨﺸﺮ‪ ،‬ﺑﺪﻭﻥ ﺳﻨﺔ ﺃﻭ ﺑﻠﺪ ﺍﻟﻨﺸﺮ‪،‬‬
‫ﺹ‪(46‬‬

‫‪ -5‬ﺣﺪﻭﺩ ﺍﻟﻨﻈﺎﻡ ‪:‬‬

‫ﻭﻫﻲ ﺧﻄﻮﻁ ﺍﺟﺘﻬﺎﺩﻳﺔ ﻟﺘﺤﺪﻳﺪ ﳏﺘﻮﻳﺎﺕ ﺍﻟﻨﻈﺎﻡ ﻭﻓﺼﻠﻬﺎ ﻋﻤﺎ ﳜﺮﺝ ﻋﻨﻪ ﻣﻦ ﺑﻴﺌﺔ ﺍﻟﻨﻈﺎﻡ‪ ،‬ﻭﻳﺪﺧﻞ‬
‫ﰲ ﺍﻟﻨﻈﺎﻡ ﻛﻞ ﻣﻜﻮﻧﺎﺗﻪ ﺍﻟﱵ ﺗﺴﻬﻢ ﰲ ﲢﻘﻴﻖ ﻫﺪﻓﻪ ﺍﳌﺸﺘﺮﻙ ﻭﺍﻟﱵ ﻻ ﺗﻨﺘﻤﻲ ﻟﻠﺒﻴﺌﺔ ﺍﳋﺎﺭﺟﻴﺔ ﻟﻪ‪.‬‬
‫‪ -6‬ﻣﺴﺘﻮﻳﺎﺕ ﺍﻷﻧﻈﻤﺔ ‪:‬‬
‫ﻋﺎﺩﺓ ﻣﺎ ﻳﺘﻜﻮﻥ ﺍﻟﻨﻈﺎﻡ ﻣﻦ ﻋﺪﺓ ﻧﻈﻢ ﺗﺴﻤﻰ ﻧﻈﻤﺎ ﻓﺮﻋﻴﺔ ﺣﱴ ﻳﺘﻢ ﺗﻔﺎﺩﻱ ﺍﻻﺯﺩﻭﺍﺝ ﻭﺍﳋﻠﻂ ﰲ‬
‫ﺍﳌﺼﻄﻠﺤﺎﺕ‪ ،‬ﻭﻛﺬﻟﻚ ﻳﻜﻮﻥ ﺍﻟﻨﻈﺎﻡ ﻧﻔﺴﻪ ﺟﺰﺀﺍ ﻣﻦ ﻧﻈﺎﻡ ﺃﻛﱪ ﻣﻨﻪ‪.‬‬
‫ﻫﺬﻩ ﺍﻟﻄﺒﻴﻌﺔ ﺍﳌﺮﻛﺒﺔ ﻟﺸﺒﻜﺔ ﺍﻟﻨﻈﻢ ﻣﻔﻴﺪﺓ ﰲ ﻓﺤﺺ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻭ ﺩﻭﺭﻫﺎ ﰲ‬
‫ﻋﻤﻠﻴﺎﺕ ﺍﻟﺘﺨﻄﻴﻂ ﻭﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻰ ﺍﻟﻌﻤﻠﻴﺎﺕ ﻭ ﻛﺬﺍ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ؛ ﺇﺫ ﳒﺪ ﺃﻥ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺗﻈﻢ‬
‫ﻋﺪﺓ ﻧﻈﻢ ﻓﺮﻋﻴﺔ ﻟﻠﺘﺴﻮﻳﻖ‪ ،‬ﺍﻹﻧﺘﺎﺝ‪...،‬ﻭﻏﲑﻫﺎ‪ ،‬ﻛﻤﺎ ﺃ‪‬ﺎ ﺟﺰﺀ ﻣﻦ ﻧﻈﺎﻡ ﺃﻛﱪ ﻫﻮ ﺍﳌﻨﻈﻤﺔ ﻛﻜﻞ ﻭﻣﺎ‬
‫ﲢﺘﻮﻳﻪ ﻣﻦ ﻧﻈﻢ ﺍﻟﻌﻤﺎﻟﺔ‪ ،‬ﻭﻧﻈﻢ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﻭﻛﺬﺍ ﺍﻹﺩﺍﺭﺓ ﻭﺍﳌﺼﺎﻧﻊ‪ ...‬ﺍﱁ‪ .‬ﻭﺣﻮﻝ ﻫﺬﺍ ﺍﻟﻨﻈﺎﻡ ﺍﻷﻛﱪ‬
‫ﺗﻮﺟﺪ ﺍﻟﺒﻴﺌﺔ ﺍﶈﻴﻄﺔ ﺑﺎﳌﺸﺮﻭﻉ ﻭﻣﺎ ﲢﺘﻮﻳﻪ ﻣﻦ ﺃﻧﻈﻤﺔ ﻛﱪﻯ ﻛﺎﳊﻜﻮﻣﺔ‪ ،‬ﺍﳌﻨﺎﻓﺴﲔ‪ ،‬ﺍﳌﺴﺘﻬﻠﻜﲔ ﻭﻏﲑﻫﺎ؛‬
‫‪1‬‬
‫ﻭﺍﻟﱵ ﺗﺪﺧﻞ ﻛﻠﻬﺎ ﰲ ﻧﻄﺎﻕ ﻧﻈﺎﻡ ﺁﺧﺮ ﻫﻮ ﺍﻗﺘﺼﺎﺩ ﺍﻟﺪﻭﻟﺔ ﻛﻜﻞ‪.‬‬

‫‪ 1‬ﺳﻮﻧﻴﺎ ﳏﻤﺪ ﺍﻟﺒﻜﺮﻱ‪ ،‬ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ) ﺍﳌﻔﺎﻫﻴﻢ ﺍﻷﺳﺎﺳﻴﺔ(‪ ،‬ﺍﻟﺪﺍﺭ ﺍﳉﺎﻣﻌﻴﺔ ﻟﻠﻨﺸﺮ‪ ،‬ﺍﻹﺳﻜﻨﺪﻳﺔ‪ ،1999 ،‬ﺹ‪.100‬‬
‫‪49‬‬
 ‫‪ -7‬ﺍﻻﺗﺼﺎﻝ ‪:‬‬
‫ﻭﻫﻮ ﻋﻤﻠﻴﺔ ﻧﻘﻞ ﺭﺳﺎﻟﺔ ﺑﲔ ﻃﺮﻓﲔ‪ ،‬ﻭﻳﺘﻀﻤﻦ ﺫﻟﻚ ﺗﺒﺎﺩﻝ ﺍﻵﺭﺍﺀ ﻭﺍﻻﲡﺎﻫﺎﺕ‪ ،‬ﻭﺍﻹﺷﺎﺭﺍﺕ‬
‫ﻭﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﺎﺳﺘﺨﺪﺍﻡ ﺍﻟﻘﺪﺭﺍﺕ ﺍﻟﺒﺸﺮﻳﺔ ﺃﻭ ﺍﻟﻮﺳﺎﺋﻞ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺔ‪ ،‬ﻭﳚﺐ ﺃﻥ ﺗﻜﻮﻥ ﻋﻤﻠﻴﺔ‬
‫ﺍﻻﺗﺼﺎﻝ ﻣﺰﺩﻭﺟﺔ ﺍﻻﲡﺎﻩ ﳑﺎ ﻳﻌﲏ ﺃﻥ ﻋﻤﻠﻴﺔ ﺍﻻﺗﺼﺎﻝ ﺗﺘﻀﻤﻦ ﺍﺳﺘﺮﺟﺎﻋﺎ ﻟﻠﻨﺘﺎﺋﺞ‪.‬‬

‫ﺍﻟﻤﻄﻠﺐ ﺍﻟﺜﺎﻟﺚ ‪ :‬ﻣﻔﻬﻮﻡ ﻭ ﺃﻫﻤﻴﺔ ﻧﻈﻢ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‬

‫ﺳﺒﻖ ﺍﻟﻘﻮﻝ ﺑﺄﻥ ﺍﻟﻨﻈﺎﻡ ﻫﻮ ﳎﻤﻮﻋﺔ ﻋﻨﺎﺻﺮ )ﻣﻜﻮﻧﺎﺕ( ﺗﻌﻤﻞ ﺑﺘﻨﺎﺳﻖ ﻟﺘﺤﻘﻴﻖ ﻫﺪﻑ ﻣﺸﺘﺮﻙ‪،‬‬
‫ﻭﻣﻦ ﻫﺬﺍ ﺍﳌﻨﻄﻠﻖ ﺟﺎﺀﺕ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﺘﻌﺎﺭﻳﻒ ﻟﻨﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻋﻠﻰ ﺃﻧﻪ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﳌﻜﻮﻧﺎﺕ‬
‫)ﺇﺟﺮﺍﺀﺍﺕ ﻭﺃﻓﺮﺍﺩ ﻭﺃﺟﻬﺰﺓ( ‪‬ﺪﻑ ﺇﱃ ﺇﻧﺘﺎﺝ ﻣﻌﻠﻮﻣﺎﺕ ﳏﺪﺩﺓ‪1 ،‬ﻭﺑﺄﻥ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻫﻲ " ﳎﻤﻮﻋﺔ ﻣﻦ‬
‫ﺍﻷﻓﺮﺍﺩ ﻭﺍﻟﺘﺠﻬﻴﺰﺍﺕ ﻭﺍﻹﺟﺮﺍﺀﺍﺕ ﻭﺍﻟﱪﳎﻴﺎﺕ ﻭﻗﻮﺍﻋﺪ ﺍﻟﺒﻴﺎﻧﺎﺕ‪ ،‬ﺗﻌﻤﻞ ﻳﺪﻭﻳﺎ ﺃﻭ ﻣﻴﻜﺎﻧﻴﻜﻴﺎ ﺃﻭ ﺁﻟﻴﺎ ﻋﻠﻰ‬
‫ﲡﻤﻴﻊ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﲣﺰﻳﻨﻬﺎ ﻭﻣﻌﺎﳉﺘﻬﺎ ﻭﻣﻦ ﰒ ﺑﺜﻬﺎ ﺇﱃ ﺍﳌﺴﺘﻔﻴﺪﻳﻦ"‪.2‬‬
‫ﻭﻻ ﺗﻌﺪ ﻫﺬﻩ ﺍﻷﻧﻈﻤﺔ ﺃﻧﻈﻤﺔ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺇﻻ ﺇﺫﺍ ﺍﺳﺘﻬﺪﻓﺖ ﺧﺪﻣﺔ ﺟﻮﺍﻧﺐ ﺍﻟﻌﻤﻠﻴﺔ‬
‫ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﻭﺧﺎﺻﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻹﺩﺍﺭﻳﺔ؛ ﻓﻮﺳﺎﺋﻞ ﺍﻹﻋﻼﻡ ﻣﻦ ﺻﺤﺎﻓﺔ ﻭﺇﺫﺍﻋﺔ ﻭﺗﻠﻔﺰﻳﻮﻥ ﺗﻌﺘﱪ ﻧﻈﻤﺎ‬
‫ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﻣﺼﻤﻤﺔ ﻟﺘﺰﻭﻳﺪ ﺍﻷﻓﺮﺍﺩ ﺑﺎﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺧﺒﺎﺭﻳﺔ‪ ،‬ﺍﻟﺜﻘﺎﻓﻴﺔ‪ ،‬ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ﺃﻭ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﺃﻭ ﻏﲑﻫﺎ‪،‬‬
‫ﺑﻴﻨﻤﺎ ﺗﺼﻤﻢ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﰲ ﺍﳌﻨﺸﺂﺕ ‪‬ﺪﻑ ﺗﺰﻭﻳﺪ ﺍﳌﺪﻳﺮﻳﻦ ﺑﺎﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﻼﺯﻣﺔ ﻻﲣﺎﺫ‬
‫ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻭﺗﺪﻋﻴﻢ ﺍﻟﻮﻇﺎﺋﻒ ﺍﻹﺩﺍﺭﻳﺔ ﻓﻴﻬﺎ‪.‬‬
‫ﻭﰲ ﻫﺬﺍ ﺍﻟﺼﺪﺩ ﻳﻌﺮﻑ ﺇﺑﺮﺍﻫﻴﻢ ﺳﻠﻄﺎﻥ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺑﺄ‪‬ﺎ‪ ":‬ﳎﻤﻮﻋﺔ ﻣﻨﻈﻤﺔ ﻣﻦ‬
‫ﺍﻟﻮﺳﺎﺋﻞ ﺍﻟﱵ ﺗﻮﻓﺮ ﻣﻌﻠﻮﻣﺎﺕ ﻋﻦ ﺍﳌﺎﺿﻲ ﻭﺍﳊﺎﺿﺮ ﻭﺍﻟﺘﻨﺒﺆ ﺑﺎﳌﺴﺘﻘﺒﻞ ﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ ﺑﺄﻧﺸﻄﺔ ﻭﻋﻤﻠﻴﺎﺕ ﺍﳌﻨﺸﺄﺓ‬
‫ﻭﺃﻳﻀﺎ ﲟﺎ ﳛﺪﺙ ﰲ ﺑﻴﺌﺘﻬﻤﺎ ﺍﳋﺎﺭﺟﻴﺔ ﻭﺍﻟﱵ ﺗﺆﺩﻱ ﺇﱃ ﺗﺪﻋﻴﻢ ﻭﻇﺎﺋﻒ ﺍﻟﺘﺨﻄﻴﻂ ﻭﺍﻟﺮﻗﺎﺑﺔ ﻭﺍﻟﻌﻤﻠﻴﺎﺕ ﰲ‬
‫ﺍﳌﻨﻈﻤﺔ ﻣﻦ ﺧﻼﻝ ﻣﺎ ﺗﻮﻓﺮﻩ ﻣﻦ ﻣﻌﻠﻮﻣﺎﺕ ﰲ ﺍﻟﺘﻮﻗﻴﺖ ﺍﳌﻨﺎﺳﺐ ﻟﺼﺎﻧﻊ ﺍﻟﻘﺮﺍﺭ‪.3‬‬
‫ﻛﻤﺎ ﻳﻌﺮﻓﻬﺎ ﻣﲑﺩﻭﻙ )‪ (Murdick‬ﺑﺄ‪‬ﺎ "ﳎﻤﻮﻋﺔ ﺗﺘﻜﻮﻥ ﻣﻦ ﺍﻷﻓﺮﺍﺩ ﻭﺍﻷﺟﻬﺰﺓ ﺍﻟﱵ ﺗﺘﻮﱃ‬
‫ﻋﻤﻠﻴﺎﺕ ﲨﻊ ﻭﻣﻌﺎﳉﺔ ﻭﲣﺰﻳﻦ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﺳﺘﺮﺟﺎﻋﻬﺎ ﺑﻐﻴﺔ ﺗﻘﻠﻴﻞ ﺣﺎﻟﺔ ﻋﺪﻡ ﺍﻟﺘﺄﻛﺪ ﻋﻨﺪ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ‬
‫ﻭﺫﻟﻚ ﻣﻦ ﺧﻼﻝ ﺗﻠﺒﻴﺔ ﺣﺎﺟﺎﺕ ﺍﳌﺪﺭﺍﺀ ﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﺍﻟﻮﻗﺖ ﺍﻟﺬﻱ ﳝﻜﻦ ﺍﺳﺘﺨﺪﺍﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﻔﻌﺎﻟﻴﺔ‬
‫ﻛﺒﲑﺓ"‪.‬‬

‫‪1‬ﻛﺎﻣﻞ ﺍﻟﺴﻴﺪ ﻏﺮﺍﺏ ﻭﻓﺎﺩﻳﺔ ﳏﻤﺪ ﺣﺠﺎﺯﻱ‪ ،‬ﺍﳌﺮﺟﻊ ﺍﻟﺴﺎﺑﻖ‪ ،‬ﺹ ‪.45‬‬
‫‪ 2‬ﺳﻠﻴﻢ ﺍﳊﺴﻨﻴﺔ‪ ،‬ﺍﳌﺮﺟﻊ ﺍﻟﺴﺎﺑﻖ‪ ،‬ﺹ ‪.42‬‬
‫‪ 3‬ﺇﺑﺮﺍﻫﻴﻢ ﺳﻠﻄﺎﻥ‪ ،‬ﺍﳌﺮﺟﻊ ﺍﻟﺴﺎﺑﻖ‪ ،‬ﺹ ‪.252‬‬
‫‪50‬‬
‫ﻭﰲ ﻧﻔﺲ ﻫﺬﺍ ﺍﻻﲡﺎﻩ ﻳﻌﺮﻑ ﻛﺎﻧﺘﺮ )‪ (Kanter‬ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺑﺄ‪‬ﺎ "ﺍﻟﻨﻈﻢ ﺍﻟﱵ ﺗﻮﻓﺮ‬
‫ﻟﻺﺩﺍﺭﺓ ﻣﻌﻠﻮﻣﺎﺕ ﺃﻓﻀﻞ ﻧﻮﻋﻴﺔ ﻭﺃﻓﻀﻞ ﺗﻮﻗﻴﺖ ﻭﺃﺩﻕ ﺇﺧﺘﺒﺎﺭﺍ ﻭﺃﻛﺜﺮ ﺗﻮﺛﻴﻘﺎ ﻟﻠﻤﺴﺎﻋﺪﺓ ﰲ ﻋﻤﻠﻴﺎﺕ ﺻﻨﻊ‬
‫‪1‬‬
‫ﻭﺍﲣﺎﺫ ﻭﺗﻨﻔﻴﺬ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻭﻣﺮﺍﻗﺒﺔ ﻋﻤﻠﻴﺔ ﺍﻟﺘﻨﻔﻴﺬ‪.‬‬
‫ﻭﻣﻦ ﺧﻼﻝ ﻫﺬﻩ ﺍﻟﺘﻌﺎﺭﻳﻒ ﻭﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﺘﻌﺎﺭﻳﻒ ﺍﻷﺧﺮﻯ ﳝﻜﻦ ﺍﺳﺘﺨﺮﺍﺝ ﻭﺍﺳﺘﻨﺒﺎﻁ ﺍﻟﻌﺪﻳﺪ ﻣﻦ‬
‫ﺍﳋﺼﺎﺋﺺ ﺍﻟﱵ ﲤﻴﺰ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻻﺩﺍﺭﻳﺔ ﻋﻦ ﻏﲑﻫﺎ ﻣﻦ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ‪:‬‬
‫‪ -‬ﻳﻬﺪﻑ ﺍﻟﻨﻈﺎﻡ ﺇﱃ ﺍﳌﺴﺎﻋﺪﺓ ﰲ ﺻﻨﻊ ﺍﻟﻘﺮﺍﺭﺍﺕ‪ ،‬ﺳﻮﺍﺀ ﺗﻠﻚ ﺍﻟﱵ ﳝﻜﻦ ﺑﺮﳎﺘﻬﺎ ﺃﻳﻦ ﻳﺘﻢ ﲣﺰﻳﻦ‬
‫ﺍﳋﱪﺍﺕ ﻭﺍﻟﺘﺼﺮﻓﺎﺕ ﺍﻟﺴﺎﺑﻘﺔ ﻭﺍﺳﺘﺮﺟﺎﻋﻬﺎ ﺣﲔ ﺍﳊﺎﺟﺔ ﺇﻟﻴﻬﺎ ﰲ ﺍﻟﻮﻗﺖ ﺍﳌﻨﺎﺳﺐ‪ ،‬ﺃﻭ ﺍﻟﱵ ﻻ ﳝﻜﻦ‬
‫ﺑﺮﳎﺘﻬﺎ ﺑﺈﻣﺪﺍﺩ ﺻﺎﻧﻊ ﺍﻟﻘﺮﺍﺭ ﺑﺎﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﻼﺯﻣﺔ ﰲ ﺍﻟﺘﻮﻗﻴﺖ ﺍﳌﻨﺎﺳﺐ‪.‬‬
‫‪ -‬ﻳﻬﺪﻑ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺇﱃ ﻣﺴﺎﻧﺪﺓ ﻭﺩﻋﻢ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﳋﺎﺻﺔ ﺑﺎﳌﻨﻈﻤﺔ ﰲ ﳎﺎﻻ‪‬ﺎ‬
‫ﺍﻟﻮﻇﻴﻔﻴﺔ ﺍﳌﺨﺘﻠﻔﺔ ﻣﻦ ﺗﺴﻮﻳﻖ‪ ،‬ﺇﻧﺘﺎﺝ‪ ،‬ﲤﻮﻳﻞ ﻭﻏﲑﻫﺎ‪.‬‬
‫‪ -‬ﻳﻌﻤﻞ ﺍﻟﻨﻈﺎﻡ ﻋﻠﻰ ﺗﺪﻋﻴﻢ ﻭﻣﺴﺎﻋﺪﺓ ﺍﻟﻮﻇﺎﺋﻒ ﺍﻻﺩﺍﺭﻳﺔ ﻣﻦ ﲣﻄﻴﻂ ﻭﺗﻨﻈﻴﻢ ﻭﺭﻗﺎﺑﺔ‪ ،‬ﻧﻈﺮﺍ‬
‫ﻻﻫﺘﻤﺎﻣﻪ ﺑﺎﻷﺣﺪﺍﺙ ﺍﳌﺎﺿﻴﺔ‪ ،‬ﺍﳊﺎﺿﺮﺓ ﻭﺍﳌﺴﺘﻘﺒﻠﻴﺔ‪ ،‬ﻭﻋﻠﻴﻪ ﳝﻜﻦ ﺍﺳﺘﺨﺪﺍﻣﻪ ﰲ ﺍﻟﺘﻮﻗﻊ ﻭﺍﻟﺘﻨﺒﺆ ﳑﺎ ﳜﺪﻡ‬
‫ﻋﻤﻠﻴﺔ ﺍﻟﺘﺨﻄﻴﻂ‪ ،‬ﺇﺿﺎﻓﺔ ﺇﱃ ﻋﻤﻠﻴﺔ ﺍﻟﺮﻗﺎﺑﺔ ﲟﻘﺎﺭﻧﺔ ﺍﻷﺩﺍﺀ ﺍﻟﻔﻌﻠﻲ ﻟﻠﻤﻨﻈﻤﺔ ﻣﻊ ﻣﺎﻫﻮ ﳐﻄﻂ‪.‬‬
‫‪ -‬ﻳﺘﻤﻴﺰ ﻫﺬﺍ ﺍﻟﻨﻈﺎﻡ ﺑﺘﻮﻓﲑﻩ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﻋﻦ ﺍﻟﺒﻴﺌﺔ ﺍﳋﺎﺭﺟﻴﺔ‪ ،‬ﻭﻋﻠﻴﻪ ﻓﻬﻮ ﻳﺴﺎﻋﺪ ﰲ ﺍﻟﺘﻌﺮﻑ ﻋﻠﻰ‬
‫ﺍﻟﻔﺮﺹ ﺍﳌﺘﺎﺣﺔ ﰲ ﺍﻟﺒﻴﺌﺔ‪ ،‬ﻭﻛﺬﺍ ﺍﻟﺘﻬﺪﻳﺪﺍﺕ ﺍﻟﱵ ﺗﻮﺍﺟﻪ ﺍﳌﻨﻈﻤﺔ‪.‬‬
‫‪ -‬ﻛﻤﺎ ﻳﻮﻓﺮ ﻣﻌﻠﻮﻣﺎﺕ ﻋﻦ ﻋﻤﻠﻴﺎﺕ ﺍﳌﻨﻈﻤﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ‪ ،‬ﳑﺎ ﻳﻮﺿﺢ ﻧﻘﺎﻁ ﺍﻟﻘﻮﺓ ﰲ ﺍﳌﺆﺳﺴﺔ‬
‫ﻭﺍﻟﻌﻤﻞ ﻋﻠﻰ ﺗﺪﻋﻴﻤﻬﺎ ﻭ ﺗﻨﻤﻴﺘﻬﺎ‪ ،‬ﻭﺍﻟﺘﻨﺒﻴﻪ ﺇﱃ ﻣﻮﺍﻃﻦ ﺍﻟﻀﻌﻒ ﻟﻜﻲ ﺗﻌﻤﻞ ﺍﳌﻨﻈﻤﺔ ﻋﻠﻰ ﺗﺼﺤﻴﺤﻬﺎ‬
‫ﻭﺗﺪﺍﺭﻛﻬﺎ ﺃﻭ ﺍﻟﺘﻘﻠﻴﻞ ﻣﻦ ﺃﺛﺎﺭﻫﺎ ﺍﻟﺴﻠﺒﻴﺔ‪.‬‬
‫‪ -‬ﻭﻣﺎ ﳝﻴﺰ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻛﺬﻟﻚ ﺑﺸﻜﻠﻪ ﺍﳊﺪﻳﺚ ﻫﻮ ﺍﻋﺘﻤﺎﺩﻩ ﻋﻠﻰ ﺍﳊﺎﺳﺐ ﺍﻵﱄ ﰲ‬
‫ﺷﻜﻞ ﻣﺘﻜﺎﻣﻞ ﺑﲔ ﺍﻹﻧﺴﺎﻥ ﻭﺍﻷﻟﺔ‪.‬‬
‫ﻭﻋﻠﻴﻪ ﳝﻜﻦ ﺍﻟﻘﻮﻝ ﺑﺄﻥ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﲣﺪﻡ ﻛﺎﻓﺔ ﺍ‪‬ﺎﻻﺕ ﺍﻟﻮﻇﻴﻔﻴﺔ ﻟﻠﻤﻨﻈﻤﺔ ﻭﻛﺬﺍ‬
‫ﲨﻴﻊ ﺍﻷﻧﺸﻄﺔ ﺍﻹﺩﺍﺭﻳﺔ ﰲ ﲨﻴﻊ ﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﻭﲢﻘﻖ ﲨﻠﺔ ﻣﻦ ﺍﳌﻬﺎﻡ ﺍﻟﱵ ﺗﻌﻜﺲ ﺃﳘﻴﺔ ﻧﻈﺎﻡ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﺳﻮﺍﺀ ﻋﻠﻰ ﺍﻷﺩﺍﺀ ﺍﻟﺪﺍﺧﻠﻲ ﻟﻠﻤﻨﻈﻤﺔ ﺃﻭ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺃﺩﺍﺋﻬﺎ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﰲ ﺑﻴﺌﺔ‬
‫ﺍﻷﻋﻤﺎﻝ ﺍﻟﱵ ﲢﻴﻂ ‪‬ﺎ‪.‬‬
‫ﻭﻣﻦ ﺑﲔ ﺍﳌﻬﺎﻡ ﺍﻟﱵ ﺗﱪﺯ ﻓﻴﻬﺎ ﺃﳘﻴﺔ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﻷﺩﺍﺀ ﺍﻟﺪﺍﺧﻠﻲ‬
‫ﻟﻠﻤﻨﻈﻤﺔ ﻳﻮﺟﺪ‪:‬‬

‫‪ 1‬ﺻﱪﻳﻨﺔ ﻋﺰ ﺍﻟﺪﻳﻦ ﺯﻳﺮ‪ ،‬ﺍﳌﺮﺟﻊ ﺍﻟﺴﺎﺑﻖ‪ ،‬ﺹ ‪.28‬‬

‫‪51‬‬
‫‪ -‬ﺍﻟﻌﻤﻞ ﻋﻠﻰ ﺭﺑﻂ ﺃﻫﺪﺍﻑ ﺍﻟﻨﻈﻢ ﺍﻟﻔﺮﻋﻴﺔ ﻟﻠﻤﻨﻈﻤﺔ ﺑﺎﳍﺪﻑ ﺍﻟﻌﺎﻡ ﳍﺎ‪ ،‬ﻭﺑﺎﻟﺘﺎﱄ ﺍﳌﺴﺎﳘﺔ ﰲ ﺯﻳﺎﺩﺓ ﺍﻟﺘﻨﺴﻴﻖ‬
‫ﺑﲔ ﺍﻷﻫﺪﺍﻑ‪.‬‬
‫‪ -‬ﺭﺑﻂ ﺍﻟﻨﻈﻢ ﺍﻟﻔﺮﻋﻴﺔ ﻟﻠﻤﻨﻈﻤﺔ ﻣﻊ ﺑﻌﻀﻬﺎ ﰲ ﻧﻈﺎﻡ ﻣﺘﻜﺎﻣﻞ ﲟﺎ ﻳﺴﻤﺢ ﺑﺘﺪﻓﻖ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﲔ‬
‫ﺗﻠﻚ ﺍﻟﻨﻈﻢ ﻭ ﲟﺎ ﻳﺆﺩﻱ ﺇﱃ ﲢﻘﻴﻖ ﺍﻟﺘﻨﺴﻴﻖ ﺑﲔ ﺃﻧﺸﻄﺔ ﺗﻠﻚ ﺍﻟﻨﻈﻢ‪.‬‬
‫‪ -‬ﺍﳌﺴﺎﻋﺪﺓ ﻭﺍﳌﺴﺎﻧﺪﺓ ﰲ ﻋﻤﻠﻴﺔ ﺻﻨﻊ ﻭﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﰲ ﲨﻴﻊ ﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﻣﻦ ﺧﻼﻝ ﺗﻮﻓﲑ‬
‫ﺍﻟﺘﻘﺎﺭﻳﺮ ﺍﻟﱵ ﺗﺘﻀﻤﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﻼﺯﻣﺔ ﻟﺘﻠﻚ ﺍﻟﻘﺮﺍﺭﺍﺕ ﻭﰲ ﺍﻟﺘﻮﻗﻴﺖ ﺍﳌﻨﺎﺳﺐ‪.‬‬
‫‪ -‬ﺗﻮﻓﲑ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﻼﺯﻣﺔ ﻷﻏﺮﺍﺽ ﺍﻟﺘﺨﻄﻴﻂ ﻭﺍﻟﺮﻗﺎﺑﺔ ﰲ ﺍﳌﻜﺎﻥ ﻭﺍﻟﺘﻮﻗﻴﺖ ﻭﺑﺎﻟﺸﻜﻞ ﺍﳌﻨﺎﺳﺐ‪.‬‬
‫‪ -‬ﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻰ ﻋﻤﻠﻴﺔ ﺗﺪﺍﻭﻝ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺣﻔﻈﻬﺎ‪.‬‬
‫‪ -‬ﺗﻜﻤﻦ ﻛﺬﻟﻚ ﺃﳘﻴﺔ ﻫﺬﻩ ﺍﻟﻨﻈﻢ ﰲ ﲢﺴﲔ ﺇﻧﺘﺎﺟﻴﺔ ﻭﺫﻟﻚ ﺑﺎﻧﺘﺎﺝ ﺍﻟﺘﻘﺎﺭﻳﺮ ﺍﻟﺮﻭﺗﻴﻨﻴﺔ ﻟﻠﻤﻨﻈﻤﺔ ﺑﺪﻗﺔ‪،‬‬
‫ﲢﺪﻳﺚ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﺍﻟﺘﻨﺒﺆ ﺑﺎﳌﺸﺎﻛﻞ ﺍﻟﱵ ﺗﺘﻌﺮﺽ ﳍﺎ ﺍﳌﻨﻈﻤﺔ‪.‬‬
‫‪ -‬ﻛﺬﻟﻚ ﺗﱪﺯ ﺃﳘﻴﺔ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﰲ ﺗﻄﻮﻳﺮ ﺃﺩﺍﺀ ﺍﳌﻨﻈﻤﺎﺕ ﻣﻦ ﺧﻼﻝ ﻣﺎ ﺗﺘﻴﺤﻪ ﻣﻦ ﻣﻌﻠﻮﻣﺎﺕ‬
‫‪1‬‬
‫ﻣﺮﺗﺪﺓ ﻋﻦ ﺗﻨﻔﻴﺬ ﺍﳌﺨﻄﻂ ﻭﺍﳌﺸﺮﻭﻋﺎﺕ‪.‬‬
‫ﺃﻣﺎ ﻋﻠﻰ ﺍﳌﺴﺘﻮﻯ ﺍﳋﺎﺭﺟﻲ ﻟﻠﻤﻨﻈﻤﺔ ﻓﺈﻥ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺗﺮﺗﺒﻂ ﺑﺎﻟﺒﻴﺌﺔ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‬
‫ﻭﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻟﻸﻋﻤﺎﻝ ﻭﻣﺎ ﺗﻔﺮﺿﻪ ﻣﻦ ﺷﺮﻭﻁ ﻭﲢﺪﻳﺎﺕ؛ ﻓﺎﻟﺒﻴﺌﺔ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻟﻸﻋﻤﺎﻝ ﰲ ﻋﻘﺪ ﺍﻟﺘﺴﻌﻴﻨﺎﺕ ﻭﰲ‬
‫ﺍﻟﻌﻘﺪ ﺍﻷﻭﻝ ﻣﻦ ﺍﻟﻘﺮﻥ ﺍﻟﻮﺍﺣﺪ ﻭﺍﻟﻌﺸﺮﻳﻦ ﺗﺘﺼﻒ ﺑﺎﻟﺘﻨﻮﻉ ﻭﴰﻮﻟﻴﺔ ﺍﳌﻨﺎﻓﺴﺔ ﻭﺑﺘﺠﺪﺩ ﻭﺗﻐﲑ ﻋﻨﺎﺻﺮ ﺍﳌﻨﺎﻓﺴﺔ‬
‫ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ﺑﲔ ﺍﳌﺘﻌﺎﻣﻠﲔ ﺍﻟﺮﺋﻴﺴﻴﲔ ﻭﺍﳍﺎﻣﺸﻴﲔ ﰲ ﻗﻄﺎﻉ ﺍﻟﺼﻨﺎﻋﺔ ﺃﻭ ﰲ ﺍﻟﺴﻮﻕ ﺍﶈﻠﻴﺔ ﻭﺍﻟﺪﻭﻟﻴﺔ‪ ،‬ﻭﻟﺬﻟﻚ‬
‫ﺗﺘﺠﻪ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﳓﻮ ﺍﻻﻧﺪﻣﺎﺝ ﻣﻊ ﻗﻀﺎﻳﺎ ﺍﳌﻨﺎﻓﺴﺔ ﻭﺍﻟﺴﻮﻕ ﻭﺍﻟﺒﻴﺌﺔ ﺍﳋﺎﺭﺟﻴﺔ؛ ﺇﺫ ﺃﻥ ﺍﻟﺒﺤﺚ‬
‫ﺍﳌﺘﻮﺍﺻﻞ ﻻﻣﺘﻼﻙ ﺍﳌﻴﺰﺓ ﺍﳌﺘﻨﺎﻓﺴﺔ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﳌﺆﻛﺪﺓ ﻫﻮ ﳏﻞ ﺍﻫﺘﻤﺎﻡ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺒﻨﻴﺔ ﻋﻠﻰ‬
‫ﺍﳊﺎﺳﺐ ﺍﻵﱃ ﺑﻜﻞ ﺃﻧﻮﺍﻋﻬﺎ ﻭﺃﺷﻜﺎﳍﺎ؛ ﻓﻬﻲ ﱂ ﺗﻌﺪ ﳎﺮﺩ ﺃﺩﻭﺍﺕ ﻟﺘﻘﺪﱘ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﻔﻴﺪﺓ ﻟﻺﺩﺍﺭﺓ ﻭﺇﳕﺎ‬
‫ﻫﻲ ﻗﺒﻞ ﻛﻞ ﺷﻲﺀ ﺃﺩﻭﺍﺕ ﻭﺗﻘﻨﻴﺎﺕ ﻭﺑﻨﻴﺔ ﺗﻨﻈﻴﻤﻴﺔ ﻭﻣﺎﺩﻳﺔ ﻣﺘﻜﺎﻣﻠﺔ ﻣﻦ ﺃﺟﻞ ﺗﻘﺪﱘ ﻣﻌﻠﻮﻣﺎﺕ ﺫﺍﺕ ﻗﻴﻤﺔ‬
‫ﻣﻀﺎﻓﺔ ﻟﻠﻤﻨﻈﻤﺔ‪ ،‬ﻗﻴﻤﺔ ﲢﻘﻖ ﺃﻭ ﺗﺴﺎﻫﻢ ﰲ ﲢﻘﻴﻖ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺃﻭ ﰲ ﺍﶈﺎﻓﻈﺔ ﻋﻠﻴﻬﺎ ﺃﻃﻮﻝ ﻓﺘﺮﺓ ﳑﻜﻨﺔ‪،‬‬
‫ﻗﻴﻤﺔ ﻣﻀﺎﻓﺔ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﺫﺍﺕ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﺍﻟﱵ ﺗﻘﺪﻣﻬﺎ ﻫﺬﻩ ﺍﻟﻨﻈﻢ ﻟﻺﺩﺍﺭﺓ ﰲ ﺍﻟﻮﻗﺖ ﺍﳊﻘﻴﻘﻲ‪.‬‬
‫ﻓﻤﻔﻬﻮﻡ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﻴﻮﻡ ﻻ ﳝﻜﻦ ﺃﻥ ﻳﺘﺤﻘﻖ ﰲ ﺃﻱ ﻣﻨﻈﻤﺔ ﻟﻸﻋﻤﺎﻝ ﻣﻦ ﺩﻭﻥ ﺍﻣﺘﻼﻙ‬
‫ﻣﻨﻈﻮﻣﺎﺕ ﻣﺘﻜﺎﻣﻠﺔ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪.‬‬

‫‪ 1‬ﺇﺑﺮﺍﻫﻴﻢ ﺳﻠﻄﺎﻥ‪ ،‬ﺍﳌﺮﺟﻊ ﺍﻟﺴﺎﺑﻖ‪ ،‬ﺹ ‪.255‬‬

‫‪52‬‬
‫ﻭﻛﺨﻼﺻﺔ ﳝﻜﻦ ﺍﻟﻘﻮﻝ ﺑﺄﻥ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺍﳌﺒﻨﻴﺔ ﻋﻠﻰ ﺍﳊﺎﺳﺐ ﺍﻵﱄ ﺗﻌﱪ ﻋﻦ ﺗﺸﻜﻴﻠﺔ‬
‫ﻣﻦ ﺍﳌﻨﻈﻮﻣﺎﺕ ﺍﻟﺸﺒﻜﻴﺔ ﺍﳌﻜﻮﻧﺔ ﻣﻦ ﺃﺟﻬﺰﺓ ﺍﳌﻴﻜﺮﻭﻛﻤﺒﻴﻮﺗﺮ ﻣﻊ ﻛﻤﺒﻴﻮﺗﺮ ﻣﻀﻴﻒ )‪ (server‬ﻭﺃﺟﻬﺰﺓ‬
‫ﺍﺗﺼﺎﻻﺕ ﺑﻴﺎﻧﺎﺕ ﻭﻧﻈﻢ ﺑﺮﺍﳎﻴﺎﺕ ﺗﻌﻤﻞ ﰲ ﺇﻃﺎﺭ ﺑﻨﻴﺔ ﺗﻨﻈﻴﻤﻴﺔ‪ ،‬ﺗﻘﻨﻴﺔ ﺗﻌﻤﻞ ﻣﻊ ﺍﻟﺒﻨﻴﺎﺕ ﺍﻟﺒﺸﺮﻳﺔ ﻭﺍﳌﺎﺩﻳﺔ‬
‫ﻭﺍﻹﺩﺍﺭﻳﺔ ﺿﻤﻦ ﺳﻴﺎﻕ ﻣﻨﻈﻢ ﻭﻣﻨﺴﻖ ﻟﺪﻋﻢ ﻋﻤﻠﻴﺎﺕ ﻭﺃﻧﺸﻄﺔ ﺍﻹﺩﺍﺭﺓ ﻭﻋﻠﻰ ﻭﺟﻪ ﺍﳋﺼﻮﺹ ﻋﻤﻠﻴﺎﺕ‬
‫ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﻏﲑ ﻭﺷﺒﻪ ﺍﳍﻴﻜﻠﻴﺔ ﻭﻛﺬﺍ ﻋﻨﺎﺻﺮﻫﺎ ﺍﳉﻮﻫﺮﻳﺔ ﻣﻦ ﲣﻄﻴﻂ‪ ،‬ﺗﻨﻈﻴﻢ ﻭﺗﻮﺟﻴﻪ ﻭﺭﻗﺎﺑﺔ‪.‬‬
‫ﻭﻛﻠﻤﺎ ﺍﺳﺘﻄﺎﻋﺖ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﲢﻘﻴﻖ ﻣﺴﺘﻮﻯ ﻋﺎﱄ ﻣﻦ ﺍﻟﺘﻌﺎﺿﺪ ﺑﲔ ﻧﻈﻢ ﻣﻜﻮﻧﺎﺕ ﻭﺑﺮﺍﻣﺞ‬
‫ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳊﺪﻳﺜﺔ‪ ،‬ﻛﻠﻤﺎ ﺍﺳﺘﻄﺎﻋﺖ ﻫﺬﻩ ﺍﻟﻨﻈﻢ ﺃﻥ ﲢﻘﻖ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬
‫ﺍﳌﺆﻛﺪﺓ ﺍﻟﱵ ﻻ ﺗﺘﺤﻘﻖ ﺇﻻ ﻣﻦ ﺧﻼﻝ ﺍﻛﺘﺴﺎﺏ ﻭﺇﻧﺘﺎﺝ ﻣﻌﻠﻮﻣﺎﺕ ﺫﺍﺕ ﻗﻴﻤﺔ ﻣﻀﺎﻓﺔ ﺇﱃ ﺍﻟﻘﻴﻤﺔ ﺍﻟﻜﻠﻴﺔ‬
‫‪1‬‬
‫ﳌﺨﺮﺟﺎﺕ ﺍﳌﻨﻈﻤﺔ ﻣﻦ ﻣﻨﺘﺠﺎﺕ ﻭﺳﻠﻊ ﻭﺧﺪﻣﺎﺕ‪.‬‬

‫ﺍﻟﻤﻄﻠﺐ ﺍﻟﺮﺍﺑﻊ ‪:‬ﻭﻇﺎﺋﻒ ﻧﻈﺎﻡ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻻﺩﺍﺭﻳﺔ‬

‫ﻳﺒﲔ ﺍﻟﺸﻜﻞ ﺭﻗﻢ )‪ (13‬ﳕﻮﺫﺟﺎ ﻟﻨﻈﺎﻡ ﻣﻌﻠﻮﻣﺎﺕ ﺇﺩﺍﺭﻳﺔ ﺗﻈﻬﺮ ﻓﻴﻪ ﻋﻨﺎﺻﺮﻩ ﺍﻷﺳﺎﺳﻴﺔ ﻣﻦ ﺇﺩﺧﺎﻝ‬
‫ﻭﺗﺸﻐﻴﻞ ﻭﺇﺧﺮﺍﺝ ﻭﺍﺳﺘﺮﺟﺎﻉ ﻧﺘﺎﺋﺞ ﻭﺍﺗﺼﺎﻻﺕ‪ ،‬ﻭﻛﺬﺍ ﺍﻟﻌﻼﻗﺎﺕ ﺑﲔ ﻫﺬﻩ ﺍﻟﻌﻨﺎﺻﺮ ﺍﻷﺳﺎﺳﻴﺔ‪ ،‬ﻭﻣﻦ ﰒ‬
‫ﺗﻨﺤﺼﺮ ﻭﻇﺎﺋﻒ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﰲ ﺍﻵﰐ‪:‬‬
‫ﺃﻭﻻ‪ :‬ﺍﳊﺼﻮﻝ ﻋﻠﻰ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻣﻦ ﺍﳌﺼﺎﺩﺭ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻭﺍﳋﺎﺭﺟﻴﺔ ﳍﺎ)ﻋﻨﺼﺮ ﺍﳌﺪﺧﻼﺕ(‪.‬‬
‫ﺛﺎﻧﻴﺎ‪ :‬ﺇﻋﺪﺍﺩ ﺍﻟﺘﻌﻠﻴﻤﺎﺕ ﺍﳋﺎﺻﺔ ﺑﺘﺸﻐﻴﻞ ﺍﻟﺒﻴﺎﻧﺎﺕ)ﻋﻨﺼﺮ ﺍﻹﺟﺮﺍﺀﺍﺕ(‪.‬‬
‫ﺛﺎﻟﺜﺎ‪ :‬ﲡﻤﻴﻊ ﻭﲢﻠﻴﻞ ﻭﺗﺒﻮﻳﺐ ﻭﺗﻠﺨﻴﺺ ﺍﻟﺒﻴﺎﻧﺎﺕ) ﻋﻨﺼﺮ ﺍﳌﻌﺎﳉﺔ ﻭﺍﻟﺘﺸﻐﻴﻞ (‪.‬‬
‫ﺭﺍﺑﻌﺎ‪ :‬ﺗﻘﺴﻴﻢ ﻭﺗﺼﻨﻴﻒ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﻣﻠﻔﺎﺕ ﳝﻜﻦ ﺣﻔﻈﻬﺎ ﻭﻳﺴﻬﻞ ﺍﻟﺮﺟﻮﻉ ﺇﻟﻴﻬﺎ ﻋﻨﺪ ﺍﳊﺎﺟﺔ‬
‫)ﻋﻨﺼﺮ ﺍﻟﺘﺨﺰﻳﻦ (‪.‬‬
‫ﺧﺎﻣﺴﺎ‪ :‬ﺇﺳﺘﺨﺮﺍﺝ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻃﺒﻘﺎ ﳊﺎﺟﺔ ﻣﺴﺘﺨﺪﻣﻴﻬﺎ) ﻋﻨﺼﺮ ﺍﳌﺨﺮﺟﺎﺕ (‪.‬‬
‫ﺳﺎﺩﺳﺎ‪ :‬ﺗﻮﺻﻴﻞ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺇﱃ ﻣﺴﺘﺨﺪﻣﻴﻬﺎ ﻭﺍﺳﺘﺮﺟﺎﻉ ﺍﻟﻨﺘﺎﺋﺞ ﺇﱃ ﺍﻟﻨﻈﺎﻡ ﻟﻀﺒﻂ ﺍﻟﺘﺸﻐﻴﻞ ﻓﻴﻪ‬
‫)ﻋﻨﺼﺮ ﺍﻻﺗﺼﺎﻝ (‬

‫ﺳﻌﺪ ﻏﺎﻟﺐ ﻳﺎﺳﲔ‪ ،‬ﲢﻠﻴﻞ ﻭﺗﺼﻤﻴﻢ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﺩﺍﺭ ﺍﳌﻨﺎﻫﺞ‪ ،‬ﻋﻤﺎﻥ‪ ،‬ﺍﻷﺭﺩﻥ‪ ،‬ﻁ‪ ،2000 ،1‬ﺹ‪.77‬‬ ‫‪1‬‬

‫‪53‬‬
 ‫ﺍﻟﺸﻜﻞ ﺭﻗﻢ )‪ :(13‬ﳕﻮﺫﺝ ﻟﻨﻈﺎﻡ ﻣﻌﻠﻮﻣﺎﺕ ﺇﺩﺍﺭﻳﺔ‬
‫ﺤﺩﻭﺩ ﻨﻅﺎﻡ‬
‫ﺍﻝﻤﻌﻠﻭﻤﺎﺕ ﺍﻹﺩﺍﺭﻴﺔ‬

‫ﺇﺠﺭﺍﺀﺍﺕ‬

‫ﺘﻭﺼﻴل‬ ‫ﺒﻴﺎﻨﺎﺕ‬
‫ﺍﻝﻤﻌﻠﻭﻤﺎﺕ ﺇﻝﻰ‬ ‫ﻤﺨﺭﺠﺎﺕ‬ ‫ﺘﺸﻐﻴل‬ ‫ﺩﺍﺨﻠﻴﺔ‬
‫ﺍﻝﻤﺴﺘﻭﻴﺎﺕ‬ ‫ﻤﺩﺨﻼﺕ‬
‫ﺍﻹﺩﺍﺭﻴﺔ ﺍﻝﻤﺨﺘﻠﻔﺔ‬
‫ﺒﻴﺎﻨﺎﺕ‬
‫ﺨﺎﺭﺠﻴﺔ‬
‫ﺘﺨﺯﻴﻥ‬
‫ﻤﻌﺎﻴﻴﺭ ﺍﻷﺩﺍﺀ‬

‫ﺒﻴﺌﺔ ﻨﻅﺎﻡ ﺍﻝﻤﻌﻠﻭﻤﺎﺕ ﺍﻹﺩﺍﺭﻴﺔ‬

‫ﺤﺩﻭﺩ ﺍﻝﻤﻨﺸﺄﺓ‬
‫)ﺍﳌﺼﺪﺭ‪ :‬ﻛﺎﻣﻞ ﺍﻟﺴﻴﺪ ﻏﺮﺍﺏ ﻭﻓﺎﺩﻳﺔ ﳏﻤﺪ ﺣﺠﺎﺯﻱ‪ ،‬ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﻧﺸﺮ ﺟﺎﻣﻌﺔ ﺍﳌﻠﻚ ﺳﻌﻮﺩ‪ ،‬ﺍﻟﺮﻳﺎﺽ‪،‬‬
‫ﻁ‪ ،1997 ،1‬ﺹ‪(46‬‬

‫ﺃﻭﻻ‪ :‬ﺍﳊﺼﻮﻝ ﻋﻠﻰ ﺍﻟﺒﻴﺎﻧﺎﺕ ) ﺍﻻﺩﺧﺎﻝ( ‪:‬‬

‫ﺗﻌﱪ ﻫﺬﻩ ﺍﻟﻮﻇﻴﻔﺔ ﻋﻦ ﺍﺧﺘﻴﺎﺭ ﻭﲢﺪﻳﺪ ﻛﻞ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﻟﻼﺯﻣﺔ‪ ،‬ﺳﻮﺍﺀ ﻣﻦ ﺩﺍﺧﻞ ﺍﳌﻨﺸﺄﺓ ﺃﻭﺧﺎﺭﺟﻬﺎ‬
‫ﰲ ﺿﻮﺀ ﺍﺣﺘﻴﺎﺟﺎﺕ ﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﻻﺩﺍﺭﻳﺔ ﰲ ﺍﳌﻨﺸﺄﺓ‪ ،‬ﻭﺑﺼﻔﺔ ﻋﺎﻣﺔ ﺗﺘﻠﺨﺺ ﺍﶈﺘﻮﻳﺎﺕ ﺍﻟﱵ ﺗﺘﻄﻠﺒﻬﺎ‬
‫ﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺍﳌﺨﺘﻠﻔﺔ ﻓﻴﻤﺎ ﻳﻠﻲ‪:‬‬
‫‪ -1‬ﺍﻻﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ‪:‬‬
‫ﺗﺘﻄﻠﺐ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﻼﺯﻣﺔ ﻟﺘﺤﺪﻳﺪ ﺍﻷﻫﺪﺍﻑ ﻭﺍﻟﺴﻴﺎﺳﺎﺕ ﺍﻟﻌﺎﻣﺔ ﻟﻠﻤﻨﺸﺄﺓ ﻭﻭﺿﻊ ﺍﳋﻄﻂ‬
‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﱵ ﲤﺘﺪ ﺇﱃ ﻋﺪﺩ ﻣﻦ ﺍﻟﺴﻨﻮﺍﺕ‪ ،‬ﻭ ﳝﻜﻦ ﺗﻘﺴﻴﻢ ﻫﺬﻩ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺇﱃ ﻗﺴﻤﲔ‪:‬‬
‫ﺃ‪ -‬ﻣﻌﻠﻮﻣﺎﺕ ﺧﺎﺭﺟﻴﺔ ‪:‬‬
‫ﺗﺘﻀﻤﻦ ﺗﻮﺻﻴﻒ ﻣﺘﻐﲑﺍﺕ ﺍﻟﺒﻴﺌﺔ ﺍﳋﺎﺭﺟﻴﺔ ﺍﻟﻌﺎﻣﺔ ﻟﻠﻤﻨﺸﺄﺓ ﻣﻦ ﻗﺎﻧﻮﻧﻴﺔ ﻭﺍﻗﺘﺼﺎﺩﻳﺔ ﻭﺍﺟﺘﻤﺎﻋﻴﺔ ﻭﺳﻜﺎﻧﻴﺔ‬
‫ﻭﺟﻐﺮﺍﻓﻴﺔ ﻭﺗﻜﻨﻮﻟﻮﺟﻴﺔ ﻭﺳﻴﺎﺳﻴﺔ‪ ،‬ﻭﻛﺬﻟﻚ ﺗﺘﻀﻤﻦ ﺗﻮﺻﻴﻒ ﻣﺘﻐﲑﺍﺕ ﺍﻟﺒﻴﺌﺔ ﺍﳋﺎﺭﺟﻴﺔ ﺍﻟﺘﺸﻐﻴﻠﻴﺔ ﻟﻠﻤﻨﺸﺄﺓ‬

‫‪54‬‬
‫ﺍﻟﱵ ﺗﺘﻌﻠﻖ ﺑﺎﳉﻤﺎﻋﺎﺕ ﺫﺍﺕ ﺍﳌﺼﻠﺤﺔ ﰲ ﻭﺟﻮﺩ ﺍﳌﻨﺸﺄﺓ ﻭﻣﺰﺍﻭﻟﺘﻬﺎ ﻷﻧﺸﻄﺘﻬﺎ ﻣﻦ ﻋﺎﻣﻠﲔ ﻭﳑﻮﻟﲔ‬
‫ﻭﻣﺴﺎﳘﲔ ﻭﻋﻤﻼﺀ ﻭﺣﻜﻮﻣﺔ ﻭﻣﻨﺎﻓﺴﲔ‪.‬‬
‫ﺏ‪ -‬ﻣﻌﻠﻮﻣﺎﺕ ﺩﺍﺧﻠﻴﺔ ‪:‬‬
‫ﺗﻌﱪ ﻋﻦ ﺇﲨﺎﱄ ﻧﺸﺎﻁ ﺍﳌﻨﺸﺄﺓ ﻭﻣﻮﺍﺭﺩﻫﺎ ﻭﺍﻟﻌﻮﺍﻣﻞ ﺍﻟﱵ ﺗﺆﺛﺮ ﰲ ﺃﻭﺟﻪ ﻧﺸﺎﻃﻬﺎ ﺍﳌﺨﺘﻠﻔﺔ؛ ﻭﻳﺘﻀﻤﻦ‬
‫ﺫﻟﻚ ﻣﻌﻠﻮﻣﺎﺕ ﺇﻧﺘﺎﺟﻴﺔ ﻭﺗﺴﻮﻳﻘﻴﺔ ﻭﲤﻮﻳﻠﻴﺔ ﻭﺧﺎﺻﺔ ﺑﺎﻷﻓﺮﺍﺩ ﻭﺍﻟﻌﻤﻼﻗﺎﺕ ﺍﻟﻌﺎﻣﺔ ﻭﺑﺎﻟﺒﺤﻮﺙ ﻭﺍﻟﺘﻄﻮﻳﺮ‪.‬‬
‫‪ -2‬ﺍﻹﺩﺍﺭﺓ ﺍﻟﻮﺳﻄﻰ ‪:‬‬
‫ﲣﺘﺺ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻮﺳﻄﻰ ﺑﻮﺿﻊ ﺍﳋﻄﻂ ﻗﺼﲑﺓ ﺍﻷﺟﻞ ﻭﲢﺪﻳﺪ ﺍﻹﺟﺮﺍﺀﺍﺕ ﺍﻟﻼﺯﻣﺔ ﻟﺘﻨﻔﻴﺬﻫﺎ‪ ،‬ﻭﻋﻠﻴﻪ‬
‫ﻓﺈﻥ ﺣﺎﺟﺘﻬﺎ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﺍﳋﺎﺭﺟﻴﺔ ﺗﻘﻞ ﻋﻦ ﺣﺎﺟﺔ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ‪ .‬ﻛﻤﺎ ﺃ‪‬ﺎ ﲢﺘﺎﺝ ﺇﱃ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬
‫ﺃ‪ -‬ﻣﻌﻠﻮﻣﺎﺕ ﻋﻦ ﺳﻮﻕ ﺗﻮﺯﻳﻊ ﺍﳌﻨﺘﺠﺎﺕ‪ ،‬ﻭﺳﻮﻕ ﺍﳋﺎﻣﺎﺕ ﺍﳌﺴﺘﺨﺪﻣﺔ ﰲ ﺍﻻﻧﺘﺎﺝ‪.‬‬
‫ﺏ‪ -‬ﻣﻌﻠﻮﻣﺎﺕ ﻋﻦ ﺍﻟﺘﻮﺯﻳﻊ ﺍﻟﻔﻌﻠﻲ ﻟﻠﻤﻨﺘﺠﺎﺕ ﻭﺍﻟﺘﻮﺯﻳﻊ ﺍﳌﺴﺘﻬﺪﻑ ﺧﻼﻝ ﻓﺘﺮﺍﺕ ﳏﺪﺩﺓ‪.‬‬
‫ﺟـ‪ -‬ﻣﻌﻠﻮﻣﺎﺕ ﻋﻦ ﺳﲑ ﺍﻟﻌﻤﻞ ﻭﻣﻌﺪﻻﺕ ﺍﻷﺩﺍﺀ ﺍﻟﻔﻌﻠﻲ ﻭﻣﻌﺎﻳﲑ ﺍﻷﺩﺍﺀ ﻭﲢﺪﻳﺪ ﺍﳓﺮﺍﻓﺎﺗﻪ ﻟﺘﺤﻘﻴﻖ‬
‫ﺍﻟﻀﺒﻂ ﻭ ﺍﻟﺮﻗﺎﺑﺔ‪.‬‬
‫ﺩ‪ -‬ﻣﻌﻠﻮﻣﺎﺕ ﻋﻦ ﺗﺴﻴﲑ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﳌﺎﻟﻴﺔ ﰲ ﺍﳌﻨﺸﺄﺓ‪ ،‬ﻭﺑﻴﻨﻬﺎ ﻭﺑﲔ ﻏﲑﻫﺎ‪.‬‬
‫ﻫـ‪ -‬ﻣﻌﻠﻮﻣﺎﺕ ﻋﻦ ﺗﻜﺎﻟﻴﻒ ﺍﻟﺘﺸﻐﻴﻞ‪.‬‬
‫ﻭ‪ -‬ﻣﻌﻠﻮﻣﺎﺕ ﻋﻦ ﻣﺴﺘﻮﻳﺎﺕ ﺍﳌﺨﺰﻭﻥ ﻭﻋﻤﻠﻴﺎﺕ ﺍﻟﺸﺮﺍﺀ‪.‬‬
‫‪- 3‬ﺍﻹﺩﺍﺭﺓ ﺍﳌﺒﺎﺷﺮﺓ ‪:‬‬
‫ﺗﻘﻮﻡ ﺍﻹﺩﺍﺭﺓ ﺍﳌﺒﺎﺷﺮﺓ ﺑﺘﻠﻘﻰ ﺍﻟﺘﻌﻠﻴﻤﺎﺕ ﺍﳌﻔﺼﻠﺔ ﺍﳋﺎﺻﺔ ﺑﺎﺟﺮﺍﺀﺍﺕ ﺳﲑ ﺍﻟﻌﻤﻞ‪ ،‬ﻭﺗﻌﺪ ﺍﻟﺘﻘﺎﺭﻳﺮ‬
‫ﺍﻟﺘﻔﺼﻴﻠﻴﺔ ﺍﻟﱵ ﺗﺘﻀﻤﻦ ﻣﻌﻠﻮﻣﺎﺕ ﻋﻦ ﺳﲑ ﺍﻟﻌﻤﻞ ﺍﻟﻔﻌﻠﻲ ﲝﻴﺚ ﺗﺸﻤﻞ ﻛﻞ ﺍﻟﻮﺣﺪﺍﺕ ﻭﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻟﱵ ﺗﺘﻢ‬
‫ﻳﻮﻣﻴﺎ‪ ،‬ﻭﺗﻌﺪ ﻫﺬﻩ ﺍﻹﺩﺍﺭﺓ ﺍﳌﺼﺪﺭ ﺍﻟﺮﺋﻴﺴﻲ ﺍﻟﺬﻱ ﻳﺰﻭﺩ ﺍﳌﻨﺸﺄﺓ ﺑﺎﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻋﻦ ﺃﻭﺟﻪ ﺍﻟﻨﺸﺎﻁ‬
‫ﺍﳌﺨﺘﻠﻔﺔ‪.‬‬
‫ﺛﺎﻧﻴﺎ ‪ :‬ﺇﻋﺪﺍﺩ ﺍﻟﺘﻌﻠﻴﻤﺎﺕ ﺍﳋﺎﺻﺔ ﺑﺘﺸﻐﻴﻞ ﺍﻟﺒﻴﺎﻧﺎﺕ )ﺍﻹﺟﺮﺍﺀﺍﺕ(‬
‫ﻭﻳﺘﻢ ﲢﺪﻳﺪ ﻫﺬﻩ ﺍﻟﺘﻌﻠﻴﻤﺎﺕ ﺑﻨﺎﺀ ﻋﻠﻰ ﻋﺪﺓ ﺇﻋﺘﺒﺎﺭﺍﺕ ﺃﳘﻬﺎ‪:‬‬
‫‪ -1‬ﺍﻻﺳﺘﺨﺪﺍﻡ ‪ :‬ﺣﻴﺚ ﲢﺪﺩ ﻃﺒﻴﻌﺔ ﺍﺳﺘﺨﺪﺍﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻣﻮﺍﺻﻔﺎﺕ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﻄﻠﻮﺑﺔ ﻭﻣﻦ ﰒ ﻃﺮﻳﻘﺔ‬
‫ﻣﻌﺎﳉﺔ ﺍﻟﺒﻴﺎﻧﺎﺕ‪.‬‬
‫‪ -2‬ﺍﳋﱪﺍﺕ ﺍﳌﺘﺨﺼﺼﺔ ‪ :‬ﺣﻴﺚ ﻳﺸﺘﺮﻙ ﺍﳌﺘﺨﺼﺼﻮﻥ ﰲ ﻭﺿﻊ ﺗﻌﻠﻴﻤﺎﺕ ﻭﺑﺮﺍﻣﺞ ﺍﻟﺘﺸﻐﻴﻞ ﺍﻟﻼﺯﻣﺔ‬
‫ﻹﻋﺪﺍﺩ ﺍﻟﺘﻘﺎﺭﻳﺮ ﺍﳌﻄﻠﻮﺑﺔ‪.‬‬
‫‪ -3‬ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ‪ :‬ﺣﻴﺚ ﲢﺪﺩ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﺴﺘﺨﺪﻣﺔ ﺍﻹﺟﺮﺍﺀﺍﺕ ﺍﻟﻔﻨﻴﺔ ﻟﻠﺘﺸﻐﻴﻞ‪.‬‬
‫‪55‬‬
 ‫ﺛﺎﻟﺜﺎ ‪ :‬ﲡﻤﻴﻊ ﻭﲢﻠﻴﻞ ﻭﺗﺒﻮﻳﺐ ﻭﺗﻠﺨﻴﺺ ﺍﻟﺒﻴﺎﻧﺎﺕ )ﺍﻟﺘﺸﻐﻴﻞ( ‪:‬‬
‫ﺗﺘﻀﻤﻦ ﻫﺬﻩ ﺍﻟﻮﻇﻴﻔﺔ ﺗﻘﻮﱘ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻟﻠﺘﺄﻛﺪ ﻣﻦ ﺻﺤﺘﻬﺎ ﻭﻣﻨﺎﺳﺒﺘﻬﺎ ﻟﻠﻐﺮﺽ ﺃﻱ ﲢﺪﻳﺪ ﺩﺭﺟﺔ‬
‫ﺃﳘﻴﺘﻬﺎ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﻤﻨﺸﺄﺓ‪ ،‬ﻭ ﻳﺘﻢ ﺗﺸﻐﻴﻞ ﺍﻟﺒﻴﺎﻧﺎﺕ ‪‬ﺪﻑ ﺇﻋﺪﺍﺩ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ ﺗﺘﻄﻠﺒﻬﺎ ﺍﻹﺩﺍﺭﺓ ﻭﺗﻘﻮﻡ ﻋﻠﻰ‬
‫ﺑﻌﺾ ﻋﻤﻠﻴﺎﺕ ﺍﻟﺘﺸﻐﻴﻞ ﻭﻓﻘﺎ ﻹﺟﺮﺍﺀﺍﺕ ﺃﻭ ﺑﺮﺍﻣﺞ ﻣﻌﺪﺓ ﻣﺴﺒﻘﺎ‪.‬‬

‫ﺭﺍﺑﻌﺎ ‪ :‬ﺗﻘﻮﱘ ﻭ ﺗﺼﻨﻴﻒ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﻣﻠﻔﺎﺕ )ﺍﻟﺘﺨﺰﻳﻦ( ‪:‬‬

‫ﲢﻔﻆ ﲨﻴﻊ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ ﻳﺘﻢ ﺍﳊﺼﻮﻝ ﻋﻠﻴﻬﺎ ﺳﻮﺍﺀ ﺍﺳﺘﺨﺪﻣﺖ ﰲ ﻏﺮﺽ ﻣﻌﲔ ﺃﻭ ﱂ ﺗﺴﺘﺨﺪﻡ‪،‬‬
‫ﻭﻳﺘﻢ ﺣﻔﻆ ﻭﲣﺰﻳﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﻄﺮﻳﻘﺔ ﻳﺴﻬﻞ ﺍﻟﺮﺟﻮﻉ ﺇﻟﻴﻬﺎ ﻋﻨﺪ ﺍﳊﺎﺟﺔ‪ ،‬ﻭﺗﺘﻮﻗﻒ ﻃﺮﻳﻘﺔ ﺍﳊﻔﻆ ﻋﻠﻰ‬
‫ﻧﻮﻉ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﺘﺎﺣﺔ‪.‬‬

‫ﺧﺎﻣﺴﺎ ‪ :‬ﺍﺳﺘﺨﺮﺍﺝ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻃﺒﻘﺎ ﳊﺎﺟﺔ ﻣﺴﺘﺨﺪﻣﻴﻬﺎ )ﺍﳌﺨﺮﺟﺎﺕ(‬

‫ﺑﻌﺪ ﺗﺸﻐﻴﻞ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻳﺘﻢ ﺍﺳﺘﺨﺮﺍﺝ ﺍﳌﺨﺮﺟﺎﺕ ﺍﻟﱵ ﲢﻘﻖ ﺍﳍﺪﻑ ﻣﻦ ﺍﻟﺘﺸﻐﻴﻞ‪ ،‬ﻭﺑﻌﺪ ﺣﻔﻆ ﻧﺴﺨﺔ ﻣﻦ‬
‫ﻛﻞ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﺗﻌﺪ ﻧﺴﺨﺔ ﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻟﺘﺮﺳﻞ ﺇﱃ ﺍﳉﻬﺔ ﺃﻭ ﺍﻷﺷﺨﺎﺹ ﺍﻟﺬﻳﻦ‬
‫ﺳﻴﺴﺘﺨﺪﻣﻮ‪‬ﺎ‪ ،‬ﻭﺗﺄﺧﺬ ﻫﺬﻩ ﺍﳌﺨﺮﺟﺎﺕ ﺃﺷﻜﺎﻻ ﲣﺘﻠﻒ ﺑﺎﺧﺘﻼﻑ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﺘﺎﺣﺔ‪.‬‬
‫ﺳﺎﺩﺳﺎ ‪ :‬ﺗﻮﺻﻴﻞ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺇﱃ ﻣﺴﺘﺨﺪﻣﻴﻬﺎ ﻭﺍﺳﺘﺮﺟﺎﻉ ﺍﻟﻨﺘﺎﺋﺞ )ﺍﻻﺗﺼﺎﻝ( ‪:‬‬
‫ﺇﻥ ﺍﳍﺪﻑ ﺍﻷﺳﺎﺳﻲ ﻷﻱ ﻧﻈﺎﻡ ﰲ ﻣﺆﺳﺴﺔ ﻣﺎ ﻫﻮ ﺍﺳﺘﺨﺪﺍﻣﻪ ﺑﺎﻟﺸﻜﻞ ﺍﳌﻄﻠﻮﺏ؛ ﺇﺫﺍ ﻻ ﻓﺎﺋﺪﺓ‬
‫ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﺇﺫﺍ ﱂ ﺗﺴﺘﺨﺪﻡ‪ ،‬ﻭﻋﻠﻴﻪ ﻭﺟﺐ ﺇﻳﺼﺎﻝ ﳐﺮﺟﺎﺕ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺑﺎﻟﺸﻜﻞ ﺍﳌﻄﻠﻮﺏ‬
‫ﻭﰲ ﺍﻟﻮﻗﺖ ﺍﳌﻨﺎﺳﺐ ﳌﺴﺘﺨﺪﻣﻴﻬﺎ‪.‬‬
‫ﻭﻻ ﺗﻘﺘﺼﺮ ﻭﻇﻴﻔﺔ ﺍﻻﺗﺼﺎﻝ ﻋﻠﻰ ﻫﺬﺍ ﻓﻘﻂ‪ ،‬ﺑﻞ ﳚﺐ ﺃﻥ ﻳﻜﻮﻥ ﺍﻻﺗﺼﺎﻝ ﻣﺰﺩﻭﺟﺎ ﰲ ﺍﻻﲡﺎﻫﲔ‪،‬‬
‫ﺑﲔ ﺍﻟﻨﻈﻢ ﻭﺑﲔ ﺍﳌﺴﺘﻔﻴﺪﻳﻦ ﻟﻠﺘﺄﻛﺪ ﻣﻦ ﻓﻬﻤﻬﻢ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ‪ ،‬ﻭﻳﺘﻢ ﺍﺳﺘﺮﺟﺎﻉ ﻧﺘﺎﺋﺞ ﺫﻟﻚ ﺍﻻﺗﺼﺎﻝ ﺇﱃ‬
‫ﺍﻟﻨﻈﻢ ﺑﺎﳌﻘﺎﺭﻧﺔ ﺑﲔ ﺍﻟﻨﺘﺎﺋﺞ ﻭ ﺍﳌﻌﺎﻳﲑ ﺍﳌﻮﺿﻮﻋﺔ ﻟﻸﺩﺍﺀ‪.‬‬
‫ﻭﻳﺄﺧﺬ ﺍﻻﺗﺼﺎﻝ ﺃﺷﻜﺎﻻ ﻋﺪﻳﺪﺓ ﻓﻘﺪ ﻳﻜﻮﻥ ﺷﺨﺼﻴﺎ ) ﺑﺎﳌﻘﺎﺑﻠﺔ ﺍﻟﺸﺨﺼﻴﺔ ﺃﻭﺑﺎﳍﺎﺗﻒ( ﺃﻭ ﻣﺴﺘﻨﺪﻳﺎ‬
‫) ﺑﺎﻟﺘﻘﺎﺭﻳﺮ ﺍﳌﻜﺘﻮﺑﺔ( ﺃﻭ ﻣﺮﺋﻴﺎ )ﻋﻠﻰ ﺷﺎﺷﺔ ﺍﶈﺎﺳﺐ ﺍﻵﱄ( ﺃﻭ ﻏﲑﻫﺎ‪.‬‬
‫ﻛﻤﺎ ﺃﻥ ﻣﻦ ﻋﻨﺎﺻﺮﻩ ﺍﻷﺳﺎﺳﻴﺔ ﻭﺟﻮﺩ ﺍﳌﺮﺳﻞ ﻭﺍﻟﺮﺳﺎﻟﺔ ﻭﺍﻟﻮﺳﻴﻠﺔ‪ ،‬ﻭﻛﺬﺍ ﻣﺴﺘﻘِﺒﻞ ﺍﻟﺮﺳﺎﻟﺔ ﻭﺑﻴﺌﺔ‬
‫‪1‬‬
‫ﺍﻹﺗﺼﺎﻝ ﺩﻭﻥ ﺇﻏﻔﺎﻝ ﺍﻟﺮﺩ ﺃﻭ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺮﺗﺪﺓ‪.‬‬

‫‪ 1‬ﺃﲪﺪ ﻣﺎﻫﺮ ‪ ،‬ﻛﻴﻒ ﺗﺮﻓﻊ ﻣﻬﺎﺭﺍﺗﻚ ﺍﻹﺩﺍﺭﻳﺔ ﰲ ﺍﻹﺗﺼﺎﻝ ‪ ،‬ﺍﻟﺪﺍﺭ ﺍﳉﺎﻣﻌﻴﺔ ﻟﻠﻨﺸﺮ ‪ ،‬ﺍﻹﺳﻜﻨﺪﺭﻳﺔ ‪ ، 2000 ،‬ﺹ ‪.24‬‬
‫‪56‬‬
 ‫ﺍﻟﻤﻄﻠﺐ ﺍﻟﺨﺎﻣﺲ‪ :‬ﻧﻈﻢ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻓﻲ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻋﻤﺎﻝ ﺍﻟﺤﺪﻳﺜﺔ‬
‫ﰲ ﻭﺍﻗﻊ ﺍﻷﻋﻤﺎﻝ ﺍﻟﻴﻮﻡ ﳝﻜﻦ ﺍﻟﻘﻮﻝ ﻭﺑﺪﻭﻥ ﺗﺮﺩﺩ ﺑﺄﻥ ﻏﻴﺎﺏ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﰲ ﻣﻨﻈﻤﺎﺕ‬
‫ﺍﻷﻋﻤﺎﻝ ﺍﳊﺪﻳﺜﺔ ﻳﻌﲏ ﻏﻴﺎﺏ ﺃﻭ ﺍﺳﺘﺤﺎﻟﺔ ﺍﺳﺘﻤﺮﺍﺭ ﺃﻧﺸﻄﺔ ﺍﳌﺆﺳﺴﺎﺕ ﺍﻟﺮﺋﻴﺴﻴﺔ‪ ،‬ﻛﻤﺎ ﻳﻌﲏ ﺻﻌﻮﺑﺔ ﲢﻘﻴﻖ‬
‫ﻣﺴﺘﻮﻳﺎﺕ ﻣﻘﺒﻮﻟﺔ ﻣﻦ ﺍﻟﻜﻔﺎﺀﺓ ﻭﺍﻟﻔﻌﺎﻟﻴﺔ ﰲ ﺑﻌﺾ ﺍﻷﻧﺸﻄﺔ؛ ﻭﺗﻜﻔﻲ ﺍﻹﺷﺎﺭﺓ ﰲ ﻫﺬﺍ ﺍﻟﺼﺪﺩ ﺇﱃ‬
‫ﺍﳌﺆﺳﺴﺎﺕ ﺍﻟﺒﻨﻜﻴﺔ ﻭﺷﺮﻛﺎﺕ ﺍﻟﺘﺄﻣﲔ‪ ،‬ﻭﺷﺮﻛﺎﺕ ﺧﺪﻣﺎﺕ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﻟﱪﳎﻴﺎﺕ‪ ،‬ﻓﻬﻲ ﻣﺆﺳﺴﺎﺕ ﻻ‬
‫ﳝﻜﻨﻬﺎ ﺃﻥ ﺗﺴﺘﻤﺮ ﻣﻦ ﺩﻭﻥ ﻭﺟﻮﺩ ﻧﻈﺎﻡ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ‪ ،‬ﻭﻫﺬﻩ ﺍﳊﺎﺟﺔ ﺗﺘﻮﺍﺟﺪ ﻛﺬﻟﻚ ﻟﻜﻦ ﺑﺄﻗﻞ ﺣﺪﺓ ﰲ‬
‫ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻨﺎﻋﻴﺔ ﻭﺍﳋﺪﻣﻴﺔ ﻭﺣﱴ ﺷﺮﻛﺎﺕ ﺍﻟﺒﻨﺎﺀ‪ ،‬ﻭﺑﺎﺧﺘﺼﺎﺭ ﳝﻜﻦ ﺍﻟﻘﻮﻝ ﺑﺄﻥ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺃﺻﺒﺤﺖ‬
‫ﲢﺘﻞ ﻣﻜﺎﻥ ﺍﻟﻘﻠﺐ ﻭﺍﻷﻋﺼﺎﺏ ﰲ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻋﻤﺎﻝ ﺍﳊﺪﻳﺜﺔ ﻭﻣﺼﺪﺭ ﺍﻟﻨﺸﺎﻁ ﻟﻠﻤﻜﻮﻧﺎﺕ ﺍﻷﺳﺎﺳﻴﺔ ﻷﻱ‬
‫ﻣﻨﻈﻤﺔ ﻣﻦ ﺍﳌﻨﻈﻤﺎﺕ‪.‬‬
‫ﻛﻤﺎ ﺃﻥ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺃﺻﺒﺤﺖ ﺗﺸﻜﻞ ﳏﻮﺭ ﺗﻜﺎﻣﻞ ﻭﲡﺎﻧﺲ ﻭﺗﻨﺴﻴﻖ ﺑﲔ ﺍﻟﻌﻨﺎﺻﺮ‬
‫ﺍﻷﺳﺎﺳﻴﺔ ﳌﻨﻈﻤﺔ ﺍﻷﻋﻤﺎﻝ‪ ،‬ﺇﺫ ﺃﻥ ﳍﺎ ﺗﺄﺛﲑﺍ ﺣﻴﻮﻳﺎ ﰲ ﺗﺸﻜﻴﻞ ﺑﻨﻴﺔ ﺍﻟﺘﻨﻈﻴﻢ ﻭﰲ ﺍﻟﺘﺄﺛﲑ ﻋﻠﻰ ﺍﺧﺘﻴﺎﺭ ﻧﻮﻉ‬
‫ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﺍﳌﻨﺎﺳﺐ ﳍﺬﺍ ﺍﻟﻨﻈﺎﻡ ﻭﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻷﻋﻤﺎﻝ ﺃﻳﻀﺎ‪ ،‬ﻭﺫﻟﻚ ﺍﻧﻄﻼﻗﺎ ﻣﻦ ﺍﻓﺘﺮﺍﺽ ﺃﻥ‬
‫ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻳﻨﺒﻐﻲ ﺃﻥ ﻳﺘﺒﻊ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻭﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﻟﻴﺲ ﺍﻟﻌﻜﺲ‪ ،‬ﺃﻭ ﻋﻠﻰ ﺍﻷﻗﻞ ﺗﻜﻮﻳﻦ‬
‫ﻋﻼﻗﺔ ﻣﻦ ﺍﻟﺘﻜﺎﻣﻞ ﻭﺍﻟﺘﻄﻮﺭ ﺍﳌﺘﻮﺍﺯﻥ ﺑﲔ ﺑﻨﻴﺔ ﺍﻟﺘﻨﻈﻴﻢ ﻭﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍﻷﻋﻤﺎﻝ ﺍﻟﺸﺎﻣﻠﺔ؛‬
‫ﻭﺑﺎﻟﻨﺘﻴﺠﺔ ﺗﻜﻮﻥ ﻟﻨﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺻﻠﺔ ﻣﺒﺎﺷﺮﺓ ﰲ ﺗﺸﻜﻴﻞ ﺛﻘﺎﻓﺔ ﺍﳌﻨﻈﻤﺔ‪ ،‬ﺫﻟﻚ ﻷﻥ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﲤﺜﻞ ﰲ ﺍﻟﻮﺍﻗﻊ ﺇﺣﺪﻯ ﺍﳌﺼﺎﺩﺭ ﺍﳌﻬﻤﺔ ﺍﻟﱵ ﺗﻨﻬﻞ ﻣﻨﻬﺎ ﺍﻹﺩﺍﺭﺓ ﰲ ﺗﺄﺳﻴﺲ ﺛﻘﺎﻓﺘﻬﺎ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﺃﻭ‬
‫ﺇﻋﺎﺩﺓ ﺻﻴﺎﻏﺔ ﻫﺬﻩ ﺍﻟﺜﻘﺎﻓﺔ‪ .‬ﺇﻥ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺗﻌﲏ ﻣﻔﻬﻮﻡ ﳏﺪﺩ ﻟﻠﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻭﺃﺳﻠﻮﺏ‬
‫‪1‬‬
‫ﻭﺗﻜﺘﻴﻚ ﺩﻳﻨﺎﻣﻴﻜﻲ ﰲ ﺗﻄﺒﻴﻖ ﺃﻧﺸﻄﺔ ﺍﻷﻋﻤﺎﻝ‪،‬ﻭﻛﺬﺍ ﲣﻄﻴﻂ ﺍﻟﻌﻤﻠﻴﺔ ﺍﻹﺩﺍﺭﻳﺔ ﻭﻣﺮﺍﻗﺒﺘﻬﺎ‪.‬‬
‫ﺑﺘﻌﺒﲑ ﺁﺧﺮ‪ ،‬ﺗﺮﺗﺒﻂ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﺜﻘﺎﻓﺔ ﺍﳉﻮﺩﺓ ﻭﻋﻨﺎﺻﺮ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺆﻛﺪﺓ‪ ،‬ﺇﻥ ﻧﻈﻢ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺑﻮﺟﻮﺩﻫﺎ ﰲ ﺍﳌﻨﻈﻤﺔ ﻭﻋﻤﻠﻬﺎ ﺍﳌﺒﺎﺷﺮ ﻣﻊ ﺍﳌﺪﻳﺮ ﻭﺍﻹﺩﺍﺭﺓ ﺗﻌﻤﻞ ﻋﻠﻰ ﺗﻌﺰﻳﺰ ﺛﻘﺎﻓﺔ‬
‫ﺍﳌﻨﻈﻤﺔ ﺍﻟﱵ ﺗﺴﺘﻨﺪ ﻋﻠﻰ ﺍﳌﻌﺮﻓﺔ ﻭﺍﳌﻌﻠﻮﻣﺔ ﻭﺍﳌﺸﺎﺭﻛﺔ ﺍﳉﻤﺎﻋﻴﺔ ﰲ ﺻﻨﻊ ﺍﻟﻘﺮﺍﺭ‪ .‬ﻛﻤﺎ ﺃﻥ ﻧﻮﻉ ﻭﳕﻂ‬
‫ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺗﻴﺔ ﺍﳌﺘﺎﺣﺔ ﰲ ﺍﳌﻨﻈﻤﺔ ﳛﺪﺩ ﺇﱃ ﺣﺪ ﻣﺎ ﻧﻮﻉ ﻭﳕﻂ ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ﺍﳌﻮﺟﻮﺩﺓ ﺃﻭ ﺍﻟﱵ‬
‫ﲢﺘﺎﺟﻬﺎ ﺍﳌﻨﻈﻤﺔ‪ .‬ﻭﺍﻟﺸﻜﻞ )‪ (14‬ﻳﻮﺿﺢ ﻃﺒﻴﻌﺔ ﺍﻟﺘﻄﻮﺭ ﺍﳊﺎﺻﻞ ﰲ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺗﺄﺛﲑﻩ ﺍﳌﺒﺎﺷﺮ‬
‫ﻋﻠﻰ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻟﻠﻤﻨﻈﻤﺔ‪ ،‬ﻭﻋﻠﻰ ﺍﺗﺴﺎﻉ ﺩﻭﺭ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﺗﻨﻔﻴﺬ ﺃﻧﺸﻄﺔ ﺍﳌﻨﻈﻤﺔ ﻣﻨﺬ‬
‫ﺍﻟﺴﺒﻌﻴﻨﺎﺕ ﻭﺣﱴ ﺃﻭﺍﺧﺮ ﺍﻟﺘﺴﻌﻴﻨﺎﺕ‪.‬‬

‫‪ 1‬ﺳﻌﺪ ﻏﺎﻟﺐ ﻳﺎﺳﲔ‪ ،‬ﺍﳌﺮﺟﻊ ﺍﻟﺴﺎﺑﻖ‪ ،‬ﺹ‪.65‬‬

‫‪57‬‬
 ‫ﺍﻟﺸﻜﻞ)‪ :(14‬ﺗﻄﻮﺭ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺗﺄﺛﲑﻫﺎ ﻋﻠﻰ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻟﻠﻤﻨﻈﻤﺔ‬
‫ﻨﻅﻡ ﺍﻝﻤﻌﻠﻭﻤﺎﺕ ﻓﻲ ﺍﻝﺴﺒﻌﻴﻨﺎﺕ‬ ‫ﻨﻅﻡ ﻋﻠﻰ ﺍﻝﺨﻁ ﺍﻝﻤﻔﺘﻭﺡ‬
‫ﺍﻹﺩﺍﺭﺓ ﺍﻝﻌﻠﻴﺎ‬

‫ﺍﻝﺘﺴﻭﻴﻕ ‪MINI‬‬
‫ﺍﻝﻤﺎﻝﻴﺔ‬
‫ﻨﻅﻡ ﺍﻝﻤﻌﻠﻭﻤﺎﺕ‬
‫ﺍﻷﻓﺭﺍﺩ ‪MINI‬‬
‫ﺍﻹﻨﺘﺎﺝ‬

‫ﻨﻅﻡ ﺍﻝﻤﻌﻠﻭﻤﺎﺕ ﻓﻲ ﺍﻝﺜﻤﺎﻨﻴﻨﺎﺕ‬ ‫ﻨﻅﻡ ﺍﺘﺼﺎﻻﺕ‬

‫ﺍﻝﺒﻴﺎﻨﺎﺕ‬
‫ﺍﻹﺩﺍﺭﺓ ﺍﻝﻌﻠﻴﺎ‬

‫ﺍﻹﻨﺘﺎﺝ‬ ‫ﻨﻅﻡ ﺍﻝﻤﻌﻠﻭﻤﺎﺕ‬ ‫ﺍﻝﺘﺴﻭﻴﻕ ‪MINI‬‬

‫ﺍﻷﻓﺭﺍﺩ ‪MINI‬‬
‫ﻤﺭﻜﺯ ﺍﻝﻤﻌﻠﻭﻤﺎﺕ‬
‫ﺤﻭﺍﺴﻴﺏ‬

‫ﺸﺒﻜﺔ ﻤﻌﻠﻭﻤﺎﺕ ﺍﻝﻤﺅﺴﺴﺔ ﻓﻲ ﺍﻝﺘﺴﻌﻴﻨﺎﺕ‬ ‫ﺍﻹﺩﺍﺭﺓ ﺍﻝﻌﻠﻴﺎ‬ ‫ﻤﻌﻠﻭﻤﺎﺕ ﺍﻝﻤﺅﺴﺴﺔ‬

‫ﺍﻝﻤﺤﺎﺴﺒﺔ ﻭﺍﻝﻤﺎﻝﻴﺔ‬ ‫ﺍﻝﺘﺼﻨﻴﻊ ﻭﺍﻹﻨﺘﺎﺝ‬ ‫ﺍﻝﺘﺴﻭﻴﻕ ﻭﺍﻝﻤﺒﻴﻌﺎﺕ‬ ‫ﺍﻝﻤﻭﺍﺭﺩ ﺍﻝﺒﺸﺭﻴﺔ‬

‫‪MINI‬‬ ‫‪MINI‬‬ ‫‪MINI‬‬ ‫‪MINI‬‬

‫ﻤﺭﻜﺯ ﺍﻝﻤﻌﻠﻭﻤﺎﺕ‬

‫‪CAD/CYAN‬‬
‫&‪6‬ت‬ ‫‪9‬ت ‪78‬‬ ‫&‪6‬ت‬ ‫&‪6‬ت‬
‫‪PC‬‬ ‫‪UNIX‬‬ ‫‪PC‬‬ ‫‪PC‬‬

‫)ﺍﳌﺼﺪﺭ‪ :‬ﺳﻌﺪ ﻏﺎﻟﺐ ﻳﺎﺳﲔ‪ ،‬ﲢﻠﻴﻞ ﻭﺗﺼﻤﻴﻢ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﺩﺍﺭ ﺍﳌﻨﺎﻫﺞ‪ ،‬ﻋﻤﺎﻥ‪ ،‬ﺍﻷﺭﺩﻥ‪ ،‬ﻁ‪،1‬‬
‫‪ ،2000‬ﺹ‪(66‬‬
‫‪58‬‬
‫ﻭﺑﻨﻈﺮﺓ ﲢﻠﻴﻠﻴﺔ ﻟﻠﺸﻜﻞ ﳝﻜﻦ ﻣﻼﺣﻈﺔ ﺃﻥ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﺍﻟﺴﺒﻌﻴﻨﺎﺕ ﻛﺎﻧﺖ ﻣﺮﻛﺰﻳﺔ ﰲ‬
‫ﻫﻴﻜﻠﻴﺘﻬﺎ ﻭﰲ ﻧﻈﻢ ﻣﻌﺎﳉﺘﻬﺎ‪ ،‬ﻭﻟﻜﻦ ﻣﻊ ‪‬ﺎﻳﺔ ﺍﻟﺴﺒﻌﻴﻨﺎﺕ ﻭﺧﻼﻝ ﻋﻘﺪ ﺍﻟﺜﻤﺎﻧﻴﻨﺎﺕ ﺃﺻﺒﺢ ﺷﻜﻞ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﻭﺍﻟﻨﻈﻢ ﺍﻟﱵ ﺗﻘﻮﻡ ﺑﺘﺸﻐﻴﻠﻬﺎ ﻭﺇﻧﺘﺎﺟﻬﺎ ﺃﻛﺜﺮ ﺗﻌﻘﻴﺪﺍ ﻣﻦ ﺫﻱ ﻗﺒﻞ‪ ،‬ﻛﻤﺎ ﺃﺻﺒﺤﺖ ﻫﺬﻩ ﺍﻟﻨﻈﻢ ﺃﻛﺜﺮ ﺍﺭﺗﺒﺎﻃﺎ‬
‫ﺑﻨﻈﻢ ﺍﻻﺗﺼﺎﻻﺕ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﻟﱵ ﺗﺴﺘﺨﺪﻡ ﻟﺘﻮﺯﻳﻊ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻋﻠﻰ ﺍﳌﺴﺘﻔﻴﺪﻳﻦ‪ ،‬ﻭﺍﻟﺘﺤﻮﻝ ﺍﻟﺜﺎﱐ ﺍﻟﺬﻱ‬
‫ﻇﻬﺮ ﰲ ﻋﻘﺪ ﺍﻟﺜﻤﺎﻧﻴﻨﺎﺕ ﺑﺎﳌﻘﺎﺭﻧﺔ ﻣﻊ ﻋﻘﺪ ﺍﻟﺴﺒﻌﻴﻨﺎﺕ ﻫﻮ ﺃﻥ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﺍﻟﺴﺒﻌﻴﻨﺎﺕ ﻛﺎﻧﺖ‬
‫ﺗﻌﺘﻤﺪ ﻋﻠﻰ ﺃﺟﻬﺰﺓ ﺍﳌﻴﲏ ﻛﻤﺒﻴﻮﺗﺮ ﺍﳌﻮﺟﻮﺩﺓ ﰲ ﻛﻞ ﻗﺴﻢ ﺃﻭ ﳎﺎﻝ ﻭﻇﻴﻔﻲ ﻣﻦ ﺍ‪‬ﺎﻻﺕ ﺍﻟﻮﻇﻴﻔﻴﺔ ﺍﻟﺮﺋﻴﺴﻴﺔ‬
‫ﰲ ﺍﳌﻨﻈﻤﺔ ﻭﺗﺸﺘﺮﻙ ﻫﺬﻩ ﺍﻷﺟﻬﺰﺓ ﺑﺸﺒﻜﺔ ﻣﺮﺗﺒﻄﺔ ﲝﺎﺳﻮﺏ ﻣﺮﻛﺰﻱ ﻣﻀﻴﻒ‪ ،‬ﺃﻣﺎ ﰲ ﻋﻘﺪ ﺍﻟﺜﻤﺎﻧﻴﻨﺎﺕ‬
‫ﻓﻨﺠﺪ ﻇﻬﻮﺭ ﺃﺟﻬﺰﺓ ﺍﳌﻴﻜﺮﻭﻛﻤﺒﻴﻮﺗﺮ ﺍﻟﱵ ﺍﺳﺘﺨﺪﻣﺖ ﺃﻭﻝ ﺍﻷﻣﺮ ﺑﺼﻮﺭﺓ ﻣﺴﺘﻘﻠﺔ‪ ،‬ﻭﺑﻌﺪ ﺫﻟﻚ ﺍﺳﺘﺨﺪﻣﺖ‬
‫ﻫﺬﻩ ﺍﻷﺟﻬﺰﺓ ﻣﻦ ﺧﻼﻝ ﺭﺑﻄﻬﺎ ﺑﻨﻈﻢ ﺍﻟﻜﻤﺒﻴﻮﺗﺮ ﺍﻟﻜﺒﲑﺓ‪.‬‬
‫ﺃﻣﺎ ﰲ ﻣﺮﺣﻠﺔ ﺍﻟﺘﺴﻌﻴﻨﺎﺕ ﻓﻘﺪ ﺟﺮﻯ ﺍﻟﺘﺤﻮﻝ ﳓﻮ ﺷﺒﻜﺎﺕ ﺍﻟﻜﻤﺒﻴﻮﺗﺮ ﺑﺼﻮﺭﺓ ﻭﺍﺳﻌﺔ‪ ،‬ﻭﻗﺪ ﺃﺩﻯ ﺍﻧﺒﺜﺎﻕ‬
‫ﺍﻟﺸﺒﻜﺎﺕ ﺍﶈﻮﺳﺒﺔ ﺇﱃ ﺗﺰﺍﻳﺪ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﺸﺒﻜﺎﺕ ﺍﶈﻠﻴﺔ ﺍﳌﺮﺗﺒﻄﺔ ﺑﺸﺒﻜﺎﺕ ﺃﺻﻐﺮ ﻭﺑﻌﺸﺮﺍﺕ‪ ،‬ﺑﻞ ﻭﻣﺌﺎﺕ‬
‫ﻣﻦ ﺃﺟﻬﺰﺓ ﺍﳌﻴﻜﺮﻭﻛﻤﺒﻴﻮﺗﺮ ﻣﻊ ﻭﺑﻮﺟﻮﺩ ﻛﻮﻣﺒﻴﻮﺗﺮ) ‪ (Mainframe‬ﻳﻨﺴﻖ ﻭﻳﻨﻈﻢ ﺗﺪﻓﻖ ﺍﻟﺒﻴﺎﻧﺎﺕ‬
‫ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﺍﻟﺸﺒﻜﺔ‪.‬‬
‫ﻭﻋﻠﻰ ﻫﺬﺍ ﺍﻷﺳﺎﺱ ﳒﺪ ﺃﻥ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﰲ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻋﻤﺎﻝ ﺍﳊﺪﻳﺜﺔ ﻗﺪ ﲢﻮﻟﺖ‬
‫ﺑﻄﺮﻳﻘﺔ ﻣﻨﻘﻄﻌﺔ ﺍﻟﻨﻈﲑ ﺇﱃ ﺣﺰﻣﺔ ﻣﻦ ﺍﻷﺩﻭﺍﺕ ﺍﳌﺘﻜﺎﻣﻠﺔ ﻭﺍﳌﺘﻔﺎﻋﻠﺔ‪ ،‬ﻭﺍﻟﱵ ﺗﻌﻤﻞ ﻋﻠﻰ ﻣﻌﺎﳉﺔ ﺍﻟﺒﻴﺎﻧﺎﺕ‬
‫ﻭﺇﻧﺘﺎﺝ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﻀﺮﻭﺭﻳﺔ ﻟﻺﺩﺍﺭﺓ ﻣﻦ ﺃﺟﻞ ﲣﻄﻴﻂ ﻭﺗﻨﻔﻴﺬ ﺃﻧﺸﻄﺘﻬﺎ ﻭﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ‪ .‬ﻛﻤﺎ ﺃﻥ ﺣﺠﻢ‬
‫ﻭﻗﻮﺓ ﺗﺄﺛﲑ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻳﺮﺗﺒﻂ ﲝﺠﻢ ﻭﺩﺭﺟﺔ ﺗﻌﻘﻴﺪ ﺃﻧﺸﻄﺔ ﺍﻷﻋﻤﺎﻝ ﺍﳌﺮﺗﺒﻄﺔ ﺑﺎﳌﻨﻈﻤﺔ‪ ،‬ﻓﻔﻲ‬
‫ﻣﻌﻈﻢ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻋﻤﺎﻝ ﺫﺍﺕ ﺍﳊﺠﻢ ﺍﳌﺘﻮﺳﻂ ﻭﺍﻟﻜﺒﲑ ﻓﺈﻥ ﳎﻤﻮﻋﺔ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺗﻀﻢ ﻣﺎﺑﲔ‬
‫‪100‬ﻭ‪ 400‬ﺷﺨﺺ‪ ،‬ﻭﻳﺰﺩﺍﺩ ﻫﺬﺍ ﺍﻟﻌﺪﺩ ﻭﺗﺰﺩﺍﺩ ﺍﻟﻨﻔﻘﺎﺕ ﺍﻟﺘﺸﻐﻴﻠﻴﺔ ﻭﺍﻹﺩﺍﺭﻳﺔ ﺑﺪﺭﺟﺔ ﺃﻛﱪ ﰲ ﺍﳌﻨﻈﻤﺎﺕ‬
‫ﺍﳋﺪﻣﻴﺔ ﻭﺑﺼﻮﺭﺓ ﺧﺎﺻﺔ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﱵ ﺗﺒﻴﻊ ﺧﺪﻣﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﺃﻳﻦ ﲤﺜﻞ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺃﺣﻴﺎﻧﺎ ‪ %40‬ﻣﻦ‬
‫ﺇﲨﺎﱄ ﺍﻟﺪﺧﻞ‪ ،‬ﻭﰲ ﺍﻟﻌﻘﻮﺩ ﺍﻟﺴﺎﺑﻘﺔ ﻛﺎﻧﺖ ﺗﺮﻛﻴﺒﺔ ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ﺿﻤﻦ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺗﺘﺄﻟﻒ ﰲ‬
‫ﺍﻟﻐﺎﻟﺐ ﻣﻦ ﺍﳌﱪﳎﲔ‪ ،‬ﺃﻣﺎ ﺍﻟﻴﻮﻡ ﻓﺈﻥ ﺍﻟﻨﺴﺒﺔ ﺍﻷﻋﻈﻢ ﻣﻦ ﻫﺬﻩ ﺍﳌﻮﺍﺭﺩ ﺗﺘﻜﻮﻥ ﻣﻦ ﳏﻠﻠﻲ ﺍﻟﻨﻈﻢ‪ ،‬ﻣﺪﺭﺍﺀ‬
‫ﺍﻟﺸﺒﻜﺎﺕ ﻭﺍﻻﺗﺼﺎﻻﺕ‪ ،‬ﻭﻣﻦ ﺧﱪﺍﺀ ﻭﺗﻘﻨﻴﲔ ﰲ ﺍﻟﺘﺴﻬﻴﻼﺕ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺔ ﻭﺍﳌﺎﺩﻳﺔ ﺍﻟﻀﺮﻭﺭﻳﺔ ﻹﺩﺍﻣﺔ ﻋﻤﻞ‬
‫‪1‬‬
‫ﺍﻟﻨﻈﻢ‪.‬‬

‫‪ 1‬ﺍﳌﺮﺟﻊ ﻧﻔﺴﻪ‪ ،‬ﺹ‪.68‬‬

‫‪59‬‬
 ‫ﺍﻟﻤﺒﺤﺚ ﺍﻟﺜﺎﻧﻲ‪ :‬ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﻧﻈﻢ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‬
‫ﺳﻴﺘﻢ ﺍﻟﺘﻄﺮﻕ ﰲ ﻫﺬﺍ ﺍﳌﺒﺤﺚ ﺇﱃ ﺍﳉﺎﻧﺐ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻲ ﻣﻦ ﺃﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳـﺔ‪ ،‬ﺑـﺪﺀﺍ‬
‫ﲟﻔﻬﻮﻡ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺗﻄﻮﺭﻫﺎ‪ ،‬ﻓﻤﺮﺍﺣﻞ ﺗﻄﻮﻳﺮ ﺃﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺃﺩﻭﺍﺕ ﻭﻭﺳـﺎﺋﻞ ﲢﻠﻴﻠـﻬﺎ‬
‫ﻭﺑﻨﺎﺋﻬﺎ‪ ،‬ﻭﻣﻦ ﰒ ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺩﻭﺭ ﺍﳊﺎﺳﺐ ﺍﻻﻟﻜﺘﺮﻭﱐ ﰲ ﺯﻳﺎﺩﺓ ﻓﻌﺎﻟﻴﺘﻬﺎ‪ ،‬ﻭﺍﻧﺘـﻬﺎﺀﺍ ﺑـﺎﻧﻮﺍﻉ ﻧﻈـﻢ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺒﻨﻴﺔ ﻋﻠﻰ ﺍﳊﺎﺳﺐ ﺍﻵﱄ ﺍﻟﱵ ﺗﺴﺘﺨﺪﻣﻬﺎ ﺍﳌﺆﺳﺴﺎﺕ ﺍﻟﻴﻮﻡ‪.‬‬
‫ﺍﻟﻤﻄﻠﺐ ﺍﻷﻭﻝ‪ :‬ﻣﻔﻬﻮﻡ ﻭﺗﻄﻮﺭ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﻧﻈﻢ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‬
‫ﻟﻘﺪ ﻛﺎﻥ ﺍﻟﺘﻐﲑ ﻭﺍﻟﺘﻄﻮﺭ ﰲ ﺣﻘﻞ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺒﻨﻴﺔ ﻋﻠﻰ ﺍﳊﺎﺳﺐ ﺍﻵﱄ ﺟﺬﺭﻳﺎ ﻭﻣﺘﺴﺎﺭﻋﺎ‬
‫ﻭﻧﻮﻋﻴﺎ ﻃﻮﺍﻝ ﺍﻟﻌﻘﺪﻳﻦ ﺍﳌﺎﺿﻴﲔ ﻋﻠﻰ ﻭﺟﻪ ﺍﳋﺼﻮﺹ؛ ﻓﺎﻟﺘﻘﻨﻴﺎﺕ ﺍﳌﻌﻠﻮﻣﺎﺗﻴﺔ ﺍﳊﺪﻳﺜﺔ ﺃﻓﺮﺯﺕ ﺗﻄﺒﻴﻘﺎﺕ‬
‫ﺟﺪﻳﺪﺓ ﻟﻨﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﻭﺃﻧﺘﺠﺖ ﻧﻈﻢ ﺣﺎﺳﻮﺑﻴﺔ ﺟﺪﻳﺪﺓ ﺫﺍﺕ ﻗﺪﺭﺍﺕ ﻓﺎﺋﻘﺔ ﻭﻣﺒﺘﻜﺮﺓ ﻭﻣﺘﻄﻮﺭﺓ‬
‫ﺑﺎﺳﺘﻤﺮﺍﺭ‪ ،‬ﻭﻗﺪ ﺍﺯﺩﺍﺩ ﺗﺄﺛﲑ ﻫﺬﻩ ﺍﻟﻨﻈﻢ ﺑﺼﻮﺭﺓ ﺟﻮﻫﺮﻳﺔ ﻋﻠﻰ ﻃﺒﻴﻌﺔ ﻋﻤﻞ ﺍﻹﺩﺍﺭﺓ‪ ،‬ﻭﻛﺬﺍ ﻧﻮﻉ ﻭﻣﺴﺘﻮﻯ‬
‫ﺗﻌﻘﻴﺪ ﺍﻟﻨﻈﻢ ﺍﻷﺧﺮﻯ ﺍﻟﱵ ﺗﺴﺘﺨﺪﻣﻬﺎ ﻟﺘﺼﻨﻴﻊ ﳐﺮﺟﺎ‪‬ﺎ ﻣﻦ ﻣﻨﺘﺠﺎﺕ ﻭﺧﺪﻣﺎﺕ ﻭﻣﻌﻠﻮﻣﺎﺕ؛ ﻭﰲ ﻫﺬﺍ‬
‫ﺍﻟﺼﺪﺩ ﺗﺆﻛﺪ ﺃﻏﻠﺒﻴﺔ ﺍﳌﺮﺍﺟﻊ ﺑﺄﻥ ﺍﻹﺩﺍﺭﺍﺕ ﺍﻟﻌﻠﻴﺎ ﰲ ﺍﳋﻤﺴﻴﻨﺎﺕ ﻭﺍﻟﺴﺘﻴﻨﺎﺕ ﱂ ﺗﻜﻦ ﺗﻮﱄ ﺃﳘﻴﺔ ﻛﺒﲑﺓ ﺃﻭ‬
‫ﺍﺳﺘﺜﻨﺎﺋﻴﺔ ﻟﻨﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳊﺎﺳﻮﺑﻴﺔ )ﺍﳌﺒﻨﻴﺔ ﻋﻠﻰ ﺍﳊﺎﺳﺐ ﺍﻵﱄ(‪ ،‬ﺇﺫ ﺃﻥ ﻫﺬﻩ ﺍﻷﺧﲑﺓ ﻛﺎﻧﺖ ﺗﻘﺘﺼﺮ ﻋﻠﻰ‬
‫ﻣﻌﺎﳉﺔ ﻭﺗﺸﻐﻴﻞ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﺴﺮﻋﺔ ﻟﺘﺤﻘﻴﻖ ﻣﺰﺍﻳﺎ ﺧﺎﺻﺔ ﺑﺎﻟﻌﻤﻞ‪ ،‬ﻛﻤﺎ ﺃﻧﻪ ﰲ ﺗﻠﻚ ﺍﻟﻔﺘﺮﺓ ﱂ‬
‫ﺗﻜﻦ ﺍﻹﺩﺍﺭﺍﺕ ﺍﻟﻌﻠﻴﺎ ﺑﺎﳌﻨﻈﻤﺎﺕ ‪‬ﺘﻢ ﻛﺜﲑﺍ ﺑﺘﻜﻨﻮﻟﻮﺟﻴﺎﺕ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺗﻄﺒﻴﻘﺎ‪‬ﺎ‪ ،‬ﻭﺫﻟﻚ ﻷﺳﺒﺎﺏ ﻋﺪﺓ‬
‫ﺃﳘﻬﺎ ﳏﺪﻭﺩﻳﺔ ﺗﻄﺒﻴﻘﺎﺕ ﺍﳊﺎﺳﻮﺏ ﻭﺗﻜﺎﻟﻴﻔﻪ ﺍﻟﻌﺎﻟﻴﺔ‪ ،‬ﺇﺿﺎﻓﺔ ﺇﱃ ﺃﻥ ﳎﺎﻝ ﺍﻟﻜﻤﺒﻴﻮﺗﺮ ﻭﺑﺮﺍﳎﻪ ﻭﻧﻈﻤﻪ ﻛﺎﻥ‬
‫ﻣﻘﺘﺼﺮﺍ ﻋﻠﻰ ﺍﻟﻘﻠﺔ ﻣﻦ ﺍﳋﱪﺍﺀ ﻭﺍﳌﱪﳎﲔ ﻭﺍﳌﺘﺨﺼﺼﲔ؛ ﻟﻜﻦ ﻋﺪﻡ ﺍﻻﻫﺘﻤﺎﻡ ﻫﺬﺍ ﺳﺮﻋﺎﻥ ﻣﺎ ﲢﻮﻝ ﺇﱃ‬
‫ﺍﻟﻨﻘﻴﺾ ﲤﺎﻣﺎ ﺑﻌﺪ ﺍﻟﺘﺤﻮﻝ ﺍﻟﻨﻮﻋﻲ ﺍﳌﺴﺘﻤﺮ ﺍﻟﺬﻱ ﻃﺮﺃ ﻋﻠﻰ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﻟﻨﻈﻢ ﻭﺍﺳﺘﻤﺮﺍﺭ ﺗﻄﻮﺭﻫﺎ ﺍﺑﺘﺪﺍﺀﹰﺍ‬
‫ﻣﻦ ﻇﻬﻮﺭ ﺃﻭﱃ ﺗﻄﺒﻴﻘﺎﺕ ﺍﳊﺎﺳﺐ ﰲ ﳎﺎﻝ ﺍﻹﺩﺍﺭﺓ ﻭﺍﻷﻋﻤﺎﻝ‪ ،‬ﺇﱃ ﻇﻬﻮﺭ ﻧﻈﻢ ﻣﻌﺎﳉﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ )ﻧﻈﻢ‬
‫ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺍﳌﻌﻠﻮﻣﺎﺕ( ﺍﻟﱵ ﺑﺪﺃﺕ ﰲ ﺃﻭﺍﺧﺮ ﺍﻟﺴﺘﻴﻨﺎﺕ ﻭﺍﺯﺩﻫﺮﺕ ﰲ ﻋﻘﺪ ﺍﻟﺴﺒﻌﻴﻨﺎﺕ )ﻣﺜﻞ ﻧﻈﻢ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ(‪.‬‬
‫ﺇﻥ ﺗﺄﺛﲑ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﺘﺰﺍﻳﺪ ﻋﻠﻰ ﺳﲑ ﺃﻋﻤﺎﻝ ﺍﳌﻨﻈﻤﺎﺕ ﺑﻞ ﻭﺣﱴ ﻋﻠﻰ ﻣﺴﺄﻟﺔ ﻭﺟﻮﺩﻫﺎ‬
‫ﻭﺍﺳﺘﻤﺮﺍﺭﻫﺎ ﰲ ﺍﻟﺴﻮﻕ ﺩﻓﻊ ﺍﻹﺩﺍﺭﺓ ﺇﱃ ﺗﻜﺜﻴﻒ ﺍﻟﺘﺮﻛﻴﺰ ﻭﺍﻻﻫﺘﻤﺎﻡ ﺑﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﻭﺗﻄﺒﻴﻘﺎ‪‬ﺎ ﰲ ﺍﳌﻨﻈﻤﺔ؛ ﺇﺫ ﺃﻥ ﻇﻬﻮﺭ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻭﺍﺳﺘﺨﺪﺍﻣﻬﺎ ﰲ ﳎﺎﻝ ﺇﺩﺍﺭﺓ ﺍﻷﻋﻤﺎﻝ‪،‬‬
‫ﻭﺍﻟﻨﺠﺎﺡ ﺍﻟﺬﻱ ﺭﺍﻓﻘﻬﺎ ﰲ ﲢﺴﲔ ﺍﻹﻧﺘﺎﺝ ﻭﺗﻄﻮﻳﺮ ﺍﻟﻨﻮﻋﻴﺔ‪ ،‬ﻭﺭﻓﻊ ﻣﺴﺘﻮﻯ ﺍﻷﺩﺍﺀ ﻛﺎﻥ ﻟﻪ ﺩﻭﺭ ﻛﺒﲑ ﰲ‬
‫ﺩﻣﺞ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﺎﻟﻌﻤﻠﻴﺔ ﺍﻹﺩﺍﺭﻳﺔ )ﻣﻦ ﲣﻄﻴﻂ‪ ،‬ﺗﻨﻈﻴﻢ‪ ،‬ﺭﻗﺎﺑﺔ ﻭﺍﲣﺎﺫ ﻗﺮﺍﺭ(‪ ،‬ﻭﱂ ﺗﻌﺪ ﻧﻈﻢ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﺗﻜﺘﻔﻲ ﲟﻌﺎﳉﺔ ﻭﺗﺸﻐﻴﻞ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺇﳕﺎ ﺑﺈﻧﺘﺎﺝ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺫﺍﺕ ﺍﳉﻮﺩﺓ ﺍﻟﻌﺎﻟﻴﺔ ﻭﺍﳌﻮﺛﻮﻗﻴﺔ ﰲ‬
‫‪60‬‬
‫ﺍﻟﻮﻗﺖ ﺍﳌﻨﺎﺳﺐ ﻭﺑﺎﻟﺸﻜﻞ ﺍﳌﻨﺎﺳﺐ ﻟﺪﻋﻢ ﻋﻤﻠﻴﺎﺕ ﻭﺃﻧﺸﻄﺔ ﺍﻹﺩﺍﺭﺍﺕ ﺍﻟﻌﻠﻴﺎ ﻭﺍﻟﻮﺳﻄﻰ‪ ،‬ﻭﺃﺻﺒﺤﺖ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ ﺗﻨﺘﺠﻬﺎ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺴﺘﻨﺪﺓ ﻋﻠﻰ ﻗﻮﺍﻋﺪ ﺑﻴﺎﻧﺎﺕ ﻣﻦ ﺃﻫﻢ ﺍﳌﻮﺍﺭﺩ ﺍﳌﺘﺎﺣﺔ ﻟﺪﻯ ﺍﳌﻨﻈﻤﺔ‪،‬‬
‫ﻭﻣﻦ ﺃﻛﺜﺮ ﺍﻟﻌﻨﺎﺻﺮ ﺣﻴﻮﻳﺔ ﰲ ﲢﻘﻴﻖ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ‪.1‬‬
‫ﻭﺑﻌﺪ ﺍﻟﻨﺠﺎﺡ ﺍﻟﺬﻱ ﺭﺍﻓﻖ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺴﺘﻨﺪﺓ ﻋﻠﻰ ﻗﻮﺍﻋﺪ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﻋﻠﻰ ﻧﻈﻢ ﺇﺩﺍﺭﺓ ﻗﻮﺍﻋﺪ‬
‫ﺍﻟﺒﻴﺎﻧﺎﺕ)‪ (DBMS‬ﺍﻧﺘﻘﻞ ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺗﻄﻮﻳﺮ ﻭﺑﻨﺎﺀ ﻧﻈﻢ ﻣﻌﻠﻮﻣﺎﺕ ﺗﺴﺎﻫﻢ ﺑﺼﻮﺭﺓ ﻣﺒﺎﺷﺮﺓ ﻭﻣﺆﺛﺮﺓ ﰲ‬
‫ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ؛ ﻓﻈﻬﺮﺕ ﺑﻨﺎﺀﺍ ﻋﻠﻰ ﻫﺬﺍ ﺍﻟﺘﻮﺟﻪ ﻧﻈﻢ ﻣﺴﺎﻧﺪﺓ ﺍﻟﻘﺮﺍﺭﺍﺕ )‪ (DSS‬ﻛﺄﺣﺪ ﺃﻫﻢ ﺃﻧﻮﺍﻉ‬
‫ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﶈﻮﺳﺒﺔ ﺫﺍﺕ ﺍﻟﺘﻮﺟﻪ ﺍﻟﻜﺜﻴﻒ ﳓﻮ ﺩﻋﻢ ﻭﺇﺳﻨﺎﺩ ﺍﳌﺪﺭﺍﺀ ﻋﻨﺪ ﺻﻨﻊ ﻭﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺷﺒﻪ‬
‫ﺍﳍﻴﻜﻠﻴﺔ ﻭﻏﲑ ﺍﳍﻴﻜﻠﻴﺔ‪ ،‬ﻭﺍﻟﺸﻜﻞ)‪ (15‬ﻳﻌﻄﻲ ﺻﻮﺭﺓ ﻣﻔﺼﻠﺔ ﻋﻦ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﶈﻮﺳﺒﺔ ﻭﺍﻧﺘﻘﺎﳍﺎ‬
‫ﺍﻟﻨﻮﻋﻲ ﻣﻦ ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺇﱃ ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻣﻊ ﻣﻼﺣﻈﺔ ﺃﻥ ﻧﻈﻢ ﻣﺴﺎﻧﺪﺓ‬
‫ﺍﻟﻘﺮﺍﺭ)‪ (DSS‬ﻫﻲ ﰲ ﺍﻟﻮﺍﻗﻊ ﻟﻴﺴﺖ ﺃﻛﺜﺮ ﻣﻦ ﻧﻈﻢ ﻣﻌﻠﻮﻣﺎﺕ ﺇﺩﺍﺭﻳﺔ ﺗﺘﻮﺟﻪ ﳓﻮ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ‬
‫ﻭﺗﺼﻤﻢ ﺑﻨﺎﺀﺍ ﻋﻠﻰ ﻫﺬﺍ ﺍﳍﺪﻑ‪ ،‬ﻭﻛﺬﻟﻚ ﻧﻈﻢ ﻣﺴﺎﻧﺪﺓ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳉﻤﺎﻋﻴﺔ)‪ (GDSS‬ﺑﺎﻋﺘﺒﺎﺭﻫﺎ ﻧﻈﻢ‬
‫ﻣﻌﻠﻮﻣﺎﺕ ﻣﺼﻤﻤﺔ ﳌﻌﺎﳉﺔ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳉﻤﺎﻋﻴﺔ ﺍﻟﱵ ﻳﺸﺘﺮﻙ ﻓﻴﻬﺎ ﻓﺮﻳﻖ ﺍﻹﺩﺍﺭﺓ ﺍﳌﻌﲏ ﺑﺘﺤﻠﻴﻞ ﺍﳌﺸﻜﻠﺔ‬
‫ﻣﻮﺿﻮﻉ ﺍﻟﺒﺤﺚ ﻭﺍﻟﱵ ﺗﻜﻮﻥ ﻋﺎﺩﺓ ﺫﺍﺕ ﻃﺒﻴﻌﺔ ﻏﲑ ﻫﻴﻜﻠﻴﺔ ﺃﻭﺷﺒﻪ ﻫﻴﻜﻠﻴﺔ؛ ﺃﻱ ﺗﺘﻄﻠﺐ ﺩﺭﺍﺳﺔ ﻭﲢﻠﻴﻞ‬
‫ﻋﻨﺎﺻﺮ ﺍﳌﺸﻜﻠﺔ ﻭﺃﺳﺒﺎ‪‬ﺎ‪ ،‬ﻭﺍﺳﺘﻌﺮﺍﺽ ﺍﳊﻠﻮﻝ ﺍﻟﺒﺪﻳﻠﺔ‪ ،‬ﻭ ﺍﳌﻔﺎﺿﻠﺔ ﺑﻴﻨﻬﺎ‪ ،‬ﻭﺍﺧﺘﻴﺎﺭ ﺍﻟﺒﺪﻳﻞ ﺃﻭ ﺍﳊﻞ ﺍﻷﻓﻀﻞ‬
‫ﻭﺍﻷﻧﺴﺐ ﻟﻠﻤﻨﻈﻤﺔ‪ ،‬ﻭﻫﺬﺍ ﻳﺘﻄﻠﺐ ﻭﺟﻮﺩ ﺗﻘﻨﻴﺔ ﻣﻌﻠﻮﻣﺎﺗﻴﺔ ﻣﺼﻤﻤﺔ ﻟﻐﺮﺽ ﺗﺪﻋﻴﻢ ﻧﺸﺎﻁ "ﺍﻟﻌﻘﻞ‬
‫ﺍﳉﻤﺎﻋﻲ" ﰲ ﻋﻤﻠﻴﺔ ﺻﻨﻊ ﻭﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ‪ ،‬ﻭﻫﺬﺍ ﻫﻮ ﺟﻮﻫﺮ ﺍﺧﺘﻼﻓﻬﺎ ﻣﻊ ﻧﻈﻢ ﻣﺴﺎﻧﺪﺓ ﺍﻟﻘﺮﺍﺭﺍﺕ)‪.(DSS‬‬
‫ﻛﻤﺎ ﺃﻥ ﻧﻈﻢ ﻣﺴﺎﻧﺪﺓ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳉﻤﺎﻋﻴﺔ)‪ (GDSS‬ﲣﺘﻠﻒ ﰲ ﻋﺘﺎﺩ ﻧﻈﻤﻬﺎ ﻭﰲ ﺑﺮﺍﳎﻬﺎ ﻭﰲ ﺍﻟﺘﺸﺒﻴﻚ‬
‫ﺍﳌﻄﻠﻮﺏ ﺑﲔ ﻧﻈﻢ ﺍﳌﻜﻮﻧﺎﺕ ﻭﻗﻮﺍﻋﺪ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﻗﻮﺍﻋﺪ ﺍﻟﻨﻤﺎﺫﺝ ﻟﻜﻲ ﺗﻜﻮﻥ ﻛﻠﻬﺎ ﰲ ﺧﺪﻣﺔ ﺍﻟﺘﺮﺍﺳﻞ‬
‫ﺍﻻﻟﻜﺘﺮﻭﱐ ﻭﺍﻟﻨﻘﺎﺵ ﺍﻟﻔﻜﺮﻱ ﺑﲔ ﺻﺎﻧﻌﻲ ﺍﻟﻘﺮﺍﺭ ﺍﻟﻮﺍﺣﺪ‪.‬‬
‫ﻭﻟﻘﺪ ﺗﻮﺍﺻﻞ ﺍﻟﺘﻄﻮﺭ ﰲ ﻋﻘﺪ ﺍﻟﺜﻤﺎﻧﻴﻨﺎﺕ‪ ،‬ﻭﲢﻮﻝ ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ "ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﻟﻘﺮﺍﺭﺍﺕ" ﺇﱃ‬
‫ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺍﻟﺬﻛﺎﺀ ﻭﺍﳌﻌﺮﻓﺔ ﺍﻟﱵ ﺗﺮﺗﺒﻂ ﲝﻘﻞ ﺍﻟﺬﻛﺎﺀ ﺍﻟﺼﻨﺎﻋﻲ‪ ،‬ﻭﰲ ﻣﻘﺪﻣﺘﻬﺎ ﺍﻟﻨﻈﻢ ﺍﳋﺒﲑﺓ ﻭﺍﻟﺸﺒﻜﺎﺕ‬
‫ﺍﻟﻌﺼﺒﻴﺔ ﺍﻟﺬﻛﻴﺔ ﺍﻟﱵ ﺗﻌﻤﻞ ﺑﺎﳌﻌﺎﳉﺔ ﺍﳌﺘﻮﺍﺯﻳﺔ ﻭﺍﳌﺘﻮﺍﺯﻳﺔ ﺍﳌﻜﺜﻔﺔ ﻭﺗﺴﺘﻨﺪ ﻋﻠﻰ ﻣﻨﻄﻖ ﻏﲑ ﺧﻮﺍﺭﺯﻣﻲ ﰲ ﺣﻞ‬
‫ﺍﳌﺸﻜﻼﺕ ﻭﺗﻘﺪﱘ ﺍﳊﻠﻮﻝ‪.‬‬
‫ﻭﺗﺸﻬﺪ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﻴﻮﻡ ﺍﻧﺪﻣﺎﺝ ﻣﻨﻈﻮﻣﺎﺕ ﺍﻟﺬﻛﺎﺀ ﺍﻟﺼﻨﺎﻋﻲ ﻣﻊ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻷﺧﺮﻯ‪ ،‬ﻭﰲ‬
‫ﻣﻘﺪﻣﺘﻬﺎ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺍﻟﱵ ﺃﺻﺒﺤﺖ ﲤﺜﻞ ﻧﻘﻄﺔ ﺍﺭﺗﻜﺎﺯ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﺃﻱ ﻣﺸﺮﻭﻉ ﺃﻭ‬
‫ﻣﺆﺳﺴﺔ ﺣﺪﻳﺜﺔ‪ ،‬ﻛﻤﺎ ﺃﻥ ﺃﻏﻠﺒﻴﺔ ﺍﳌﺆﻟﻔﲔ ﰲ ﻫﺬﺍ ﺍ‪‬ﺎﻝ ﻳﺆﻛﺪﻭﻥ ﺑﺄﻥ ﺍﻟﻨﺼﻒ ﺍﻷﺧﲑ ﻣﻦ ﻋﻘﺪ ﺍﻟﺘﺴﻌﻴﻨﺎﺕ‬

‫‪ 1‬ﻋﻼﺀ ﻋﺒﺪ ﺍﻟﺮﺯﺍﻕ ﺍﻟﺴﺎﳌﻲ‪ ،‬ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﺩﺍﺭ ﺍﳌﻨﺎﻫﺞ‪ ،‬ﻋﻤﺎﻥ‪ ،‬ﺍﻷﺭﺩﻥ‪ ،‬ﻁ‪ ،2000 ،2‬ﺹ‪.35‬‬
‫‪61‬‬
‫ﻭﺑﺪﺍﻳﺔ ﺍﻷﻟﻔﻴﺔ ﺍﻟﺜﺎﻟﺜﺔ ﻗﺪ ﺷﻬﺪ ﺑﺮﻭﺯ ﺍﻟﺘﻜﺎﻣﻞ ﺍﻟﺒﻨﻴﻮﻱ ﺑﲔ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﺃﺭﻗﻰ ﺣﻠﻘﺎ‪‬ﺎ ﻭﺃﺭﻭﻉ‬
‫‪1‬‬
‫ﺗﻄﺒﻴﻘﺎ‪‬ﺎ ﻣﻊ ﻫﻴﺎﻛﻞ ﺍﻹﺩﺍﺭﺍﺕ ﻭﺍﳌﻨﻈﻤﺎﺕ ﻭﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎ‪‬ﺎ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ‪ ،‬ﻭﺑﻴﺌﺎ‪‬ﺎ ﺍﳌﺘﻐﲑﺓ ﻭﺍﳌﻌﻘﺪﺓ‪.‬‬
‫ﺍﻟﺸﻜﻞ)‪ :(15‬ﺗﻄﻮﺭ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ‬

‫ﻨﻅﻡ ﺘﺴﺘﻨﺩ ﻋﻠﻰ‬

‫ﺍﻝﺸﺒﻜﺎﺕ‬ ‫ﻗﻭﺍﻋﺩ ﺍﻝﻤﻌﺭﻓﺔ‬
‫ﺍﻝﻌﺼﺒﻴﺔ‬

‫ﺍﻝﻨﻅﻡ ﺍﻝﺨﺒﻴﺭﺓ‬

‫ﺍﻝﺫﻜﺎﺀ ﺍﻻﺼﻁﻨﺎﻋﻲ‬

‫ﻨﻅﻡ ﺍﻝﻤﻌﻠﻭﻤﺎﺕ ﺍﻝﺘﻨﻔﻴﺫﻴﺔ‬

‫ﻨﻅﻡ ﺘﺴﺘﻨﺩ ﻋﻠﻰ ﻗﻭﺍﻋﺩ‬
‫ﺍﻝﺒﻴﺎﻨﺎﺕ‬
‫ﻨﻅﻡ ﻤﺴﺎﻨﺩﺓ ﺍﻝﻘﺭﺍﺭﺍﺕ‬
‫ﺍﻝﺠﻤﺎﻋﻴﺔ‬

‫ﻨﻅﻡ ﻤﺴﺎﻨﺩﺓ ﺍﻝﻘﺭﺍﺭﺍﺕ‬

‫ﻨﻅﻡ ﻤﻌﺎﻝﺠﺔ ﺍﻝﻤﻌﻠﻭﻤﺎﺕ‬

‫ﻨﻅﻡ ﺘﺸﻐﻴل ﺍﻝﺒﻴﺎﻨﺎﺕ‬

‫)ﺍﳌﺼﺪﺭ‪ :‬ﺳﻌﺪ ﻏﺎﻟﺐ ﻳﺎﺳﲔ‪ ،‬ﲢﻠﻴﻞ ﻭﺗﺼﻤﻴﻢ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﺩﺍﺭ ﺍﳌﻨﺎﻫﺞ ﻟﻠﻨﺸﺮ ﻭﺍﻟﺘﻮﺯﻳﻊ‪ ،‬ﻋﻤﺎﻥ‪ ،‬ﺍﻷﺭﺩﻥ‪ ،‬ﻁ‪،1‬‬
‫‪ ،2000‬ﺹ‪(20‬‬

‫‪1‬‬
‫‪Michel VOLLE, Économie Des Nouvelles Technologies, Édition ECONOMICA ,‬‬
‫‪Paris,1999, P165.‬‬
‫‪62‬‬
‫ﻭﻗﺪ ﻛﺎﻥ ﻟﻠﺘﻄﻮﺭﺍﺕ ﺍﻟﻨﻮﻋﻴﺔ ﺍﻟﻔﺮﻳﺪﺓ ﰲ ﳎﺎﻝ ﻋﺘﺎﺩ ﺍﻟﻜﻤﺒﻴﻮﺗﺮ ﻭﺍﻟﱪﳎﻴﺎﺕ ﻭﻫﻨﺪﺳﺔ ﺍﳌﻌﺮﻓﺔ‬
‫ﻭﺛﻮﺭﺓ ﺍﻻﺗﺼﺎﻻﺕ ﺃﺛﺮ ﻛﺒﲑ ﻋﻠﻰ ﲢﻘﻴﻖ ﺍﻻﻧﺪﻣﺎﺝ ﺑﲔ ﻧﻈﻢ ﻣﺴﺎﻧﺪﺓ ﺍﻹﺩﺍﺭﺓ ﻣﺜﻞ)‪ (GDSS‬ﻭ)‪(MIS‬‬
‫ﻭ)‪ (DSS‬ﻭﺍﻟﻨﻈﻢ ﺍﳌﻨﺒﺜﻘﺔ ﻣﻦ ﻋﺎﺋﻠﺔ ﺍﻟﺬﻛﺎﺀ ﺍﻟﺼﻨﺎﻋﻲ‪ ،‬ﻛﻤﺎ ﺗﻮﺟﻬﺖ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺇﱃ ﻣﺰﻳﺪ ﻣﻦ‬
‫ﺍﻟﺘﺼﻐﲑ ﰲ ﺍﳊﺠﻢ ﻭﺍﻟﻌﺘﺎﺩ‪ ،‬ﻭﺇﱃ ﺗﻌﻈﻴﻢ ﻣﺴﺘﻤﺮ ﻭﻣﺘﺼﺎﻋﺪ ﰲ ﺳﻌﺔ ﺍﻟﺬﺍﻛﺮﺓ ﻭﺳﺮﻋﺔ ﺍﳌﻌﺎﳉﺔ ﺍﻟﱵ ﺭﺍﻓﻘﺖ‬
‫ﻇﻬﻮﺭ ﺛﻮﺭﺓ ﺍﳌﻴﻜﺮﻭﻛﻤﺒﻴﻮﺗﺮ ﺍﻟﺬﻱ ﳝﺜﻞ ﺍﻟﻴﻮﻡ ﺃﻫﻢ ﻋﻨﺼﺮ ﰲ ﺑﻨﺎﺀ ﺃﻱ ﻧﻈﺎﻡ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﻣﻬﻤﺎ ﺑﻠﻎ ﻣﺴﺘﻮﺍﻩ‬
‫ﻭﺣﺠﻤﻪ ﻭﺩﺭﺟﺔ ﺗﻌﻘﻴﺪﻩ‪.‬‬
‫ﻭﲟﻌﲎ ﺃﻗﻞ ﺗﻌﻘﻴﺪﺍ ﳝﻜﻦ ﺍﻟﻘﻮﻝ ﺑﺄﻥ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺒﻨﻴﺔ ﻋﻠﻰ ﺍﳊﺎﺳﺐ ﺍﻵﱄ ﰲ ﻋﺎﱂ ﺍﻹﺩﺍﺭﺓ‬
‫ﻭﺍﻷﻋﻤﺎﻝ‪ ،‬ﻭﺍﳌﺎﻝ ﻭﺍﻟﺼﻨﺎﻋﺔ ﻣﺎﻫﻲ ﺇﻻ ﻣﻨﻈﻮﻣﺎﺕ ﺫﺍﺕ ﺑﻨﻴﺔ ﺷﺒﻜﻴﺔ ﻣﻦ ﺃﺟﻬﺰﺓ ﻛﻤﺒﻴﻮﺗﺮ ﺷﺨﺼﻴﺔ ﺗﺮﺗﺒﻂ‬
‫ﺃﻭ ﺗﻠﺘﻘﻲ ﻣﻊ ﺃﺟﻬﺰﺓ ﻛﻤﺒﻴﻮﺗﺮﻳﺔ ﺧﺎﺩﻣﺔ ﻭﻣﻀﻴﻔﺔ‪ ،‬ﺗﺒﲎ ﻋﻠﻰ ﺃﺳﺎﺱ ﻧﻈﻢ ﺍﳌﻌﺎﳉﺔ ﻭﻗﻮﺍﻋﺪ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﳌﻮﺯﻋﺔ‬
‫ﳑﺎ ﻳﺰﻳﺪ ﻣﻦ ﺗﺄﺛﲑ ﻭﺩﻭﺭ ﺍﳊﺎﺳﻮﺏ ﺍﻟﺸﺨﺼﻲ ﰲ ﺑﻨﺎﺀ ﻭﻋﻤﻞ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳊﺪﻳﺜﺔ‪.‬‬

‫ﺍﻟﻤﻄﻠﺐ ﺍﻟﺜﺎﻧﻲ‪ :‬ﻣﺮﺍﺣﻞ ﺗﻄﻮﻳﺮ ﻧﻈﺎﻡ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‬

‫ﻳﺘﻄﻠﺐ ﻭﺿﻊ ﻧﻈﺎﻡ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻭﺗﻄﻮﻳﺮﻩ‪ ،‬ﲣﻄﻴﻄﺎ ﺩﻗﻴﻘﺎ ﻭﺗﻔﺼﻴﻠﻴﺎ ﻣﻦ ﺍﻟﻘﺎﺋﻤﲔ ﻋﻠﻴﻪ؛ ﺇﺫ‬
‫ﳚﺐ ﺃﻭﻻ ﲢﺪﻳﺪ ﺍﻟﻨﺎﺗﺞ ﺍﳌﻄﻠﻮﺏ ﻣﻦ ﻫﺬﺍ ﺍﻟﻨﻈﺎﻡ ﳋﺪﻣﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﰲ ﺍﳌﻨﺸﺄﺓ ﺃﻭ ﺍﻟﻮﺣﺪﺓ ﺍﻹﺩﺍﺭﻳﺔ‬
‫ﺍﳌﻌﻴﻨﺔ‪ ،‬ﰒ ﳚﺐ ﺍﻟﻘﻴﺎﻡ ﺑﺪﺭﺍﺳﺔ ﺟﺪﻭﻯ ﻟﺘﺤﺪﻳﺪ ﺇﻣﻜﺎﻧﻴﺔ ﺗﺼﻤﻴﻢ ﺍﻟﻨﻈﺎﻡ ﺍﳌﻄﻠﻮﺏ ﻟﺘﻮﻓﲑ ﺍﻟﻨﺎﺗﺞ ﺍﻟﺬﻱ‬
‫ﲢﺘﺎﺟﻪ ﺍﻹﺩﺍﺭﺓ ﰲ ﺿﻮﺀ ﺃﻫﺪﺍﻑ ﺍﳌﻨﺸﺄﺓ ﻭﺍﻟﻘﻴﻮﺩ ﺍﻟﱵ ﺗﺘﻌﺮﺽ ﳍﺎ‪ ،‬ﻳﻠﻲ ﺫﻟﻚ ﺍﻟﻘﻴﺎﻡ ﺑﺘﻮﺻﻴﻒ ﺍﻟﻨﻈﺎﻡ‬
‫ﺍﳌﻄﻠﻮﺏ ﺑﺎﻟﻄﺮﻳﻘﺔ ﺍﻟﱵ ﺗﺴﺎﻋﺪ ﻋﻠﻰ ﺗﻄﻮﻳﺮﻩ؛ ﻭﻫﻮ ﻣﺎ ﻳﻌﺮﻑ ﲟﺮﺣﻠﺔ ﺍﻟﺘﺤﻠﻴﻞ‪ ،‬ﻓﺈﺫﺍ ﲤﺖ ﺗﻠﻚ ﺍﳌﺮﺣﻠﺔ‬
‫ﺑﻄﺮﻳﻘﺔ ﺳﻠﻴﻤﺔ ﻓﺈﻧﻪ ﳝﻜﻦ ﲢﺪﻳﺪ ﺃﺟﺰﺍﺀ ﺍﻟﻨﻈﺎﻡ ﻭﻭﺣﺪﺍﺗﻪ ﺍﻟﻔﺮﻋﻴﺔ‪ ،‬ﻭﺍﻟﻌﻼﻗﺔ ﻓﻴﻤﺎ ﺑﻴﻨﻬﺎ ﺑﺎﻟﺸﻜﻞ ﺍﻟﺬﻱ‬
‫ﻳﻀﻤﻦ ﺍﻟﺘﻜﺎﻣﻞ ﺑﻴﻨﻬﺎ ﻟﺘﺤﻘﻴﻖ ﺍﻟﻨﺎﺗﺞ ﺍﻟﻨﻬﺎﺋﻲ ﺍﳌﻄﻠﻮﺏ؛ ﻭﺗﻌﺮﻑ ﺗﻠﻚ ﺍﳌﺮﺣﻠﺔ ﺑﺎﻟﺘﺼﻤﻴﻢ‪ ،‬ﻳﻠﻲ ﺫﻟﻚ ﺗﻨﻔﻴﺬ‬
‫ﺃﺟﺰﺍﺀ ﺍﻟﻨﻈﺎﻡ ﺍﳌﺼﻤﻢ ﺑﺘﺤﺪﻳﺪ ﻭﺗﺼﻤﻴﻢ ﺍﻟﱪﺍﻣﺞ ﻭﺍﻹﺟﺮﺍﺀﺍﺕ ﺍﻟﺘﻨﻔﻴﺬﻳﺔ ﻭﻣﺴﺘﻨﺪﺍﺕ ﲨﻊ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﳌﻄﻠﻮﺑﺔ‬
‫ﻭﻛﺘﺎﺑﺔ ﺍﻟﱪﺍﻣﺞ ﺍﻟﱵ ﺍﺗﻔﻖ ﻋﻠﻴﻬﺎ؛ ﻭﻫﻮ ﻣﺎ ﻳﻌﺮﻑ ﲟﺮﺣﻠﺔ ﺍﻟﺘﻄﺒﻴﻖ‪ .‬ﻭﻳﺘﻀﻤﻦ ﻭﺿﻊ ﺍﻟﻨﻈﺎﻡ ﻣﻮﺿﻊ ﺍﻟﺘﻄﺒﻴﻖ‬
‫ﺇﺟﺮﺍﺀ ﺑﻌﺾ ﺍﻻﺧﺘﺒﺎﺭﺍﺕ ﻋﻠﻰ ﺍﻟﱪﺍﻣﺞ ﻭﺍﻟﻮﺣﺪﺍﺕ ﺍﻟﻔﺮﻋﻴﺔ ﺍﻟﱵ ﻳﺘﻀﻤﻨﻬﺎ ﻟﻠﺘﺄﻛﺪ ﻣﻦ ﺳﻼﻣﺘﻪ‪ ،‬ﰒ ﺍﻟﻘﻴﺎﻡ‬
‫ﺑﺼﻴﺎﻧﺔ ﺗﻠﻚ ﺍﻟﱪﺍﻣﺞ ﺃﻭﻻ ﺑﺄﻭﻝ ﻻﻛﺘﺸﺎﻑ ﺃﻳﺔ ﻋﻴﻮﺏ ‪‬ﺎ ﻭﻣﻌﺎﳉﺔ ﺗﻠﻚ ﺍﻟﻌﻴﻮﺏ ﰲ ﺣﻴﻨﻬﺎ‪.‬‬
‫ﻭﻳﺒﲔ ﺍﻟﺸﻜﻞ)‪ (16‬ﺍﳌﺮﺍﺣﻞ ﺍﳌﺨﺘﻠﻔﺔ ﺍﻟﱵ ﻳﺘﻀﻤﻨﻬﺎ ﺗﻄﻮﻳﺮ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻭﻣﺪﺧﻼﺕ‬
‫ﻭﻧﺘﺎﺋﺞ ﻛﻞ ﻣﺮﺣﻠﺔ ﻣﻦ ﺗﻠﻚ ﺍﳌﺮﺍﺣﻞ‪:‬‬

‫‪63‬‬
 ‫ﺍﻟﺸﻜﻞ) ‪ :(16‬ﻣﺮﺍﺣﻞ ﺗﻄﻮﻳﺮ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﺍﻹﺩﺍﺭﻳﺔ‬
‫ﺍﻝﻤﻴﺯﺍﻨﻴﺔ‬ ‫ﺃﻤﺭ ﻁﻠﺏ‬
‫ﻭﺍﻝﺠﺩﺍﻭل‬ ‫ﺍﻷﺠﻬﺯﺓ‬
‫‪1‬‬ ‫‪4‬‬
‫ﺍﺤﺘﻴﺎﺠﺎﺕ‬ ‫ﺍﻝﺒﺤﺙ‬ ‫ﺩﺭﺍﺴﺔ‬
‫ﺍﻝﻤﺴﺘﺨﺩﻡ‬ ‫ﺍﻷﺠﻬﺯﺓ‬
‫‪5‬‬

‫ﺍﻻﺤﺘﻴﺎﺠﺎﺕ‬
‫ﺍﻝﻤﺎﺩﻴﺔ‬
‫ﺘﻁﺒﻴﻕ‬
‫ﻤﺴﺘﻨﺩ‬
‫ﺍﻝﺠﺩﻭﻯ‬
‫ﺒﻴﺎﻨﺎﺕ‬
‫ﺨﻁﺔ‬
‫ﺍﻝﻤﻭﺍﺼﻔﺎﺕ‬
‫‪2‬‬ ‫ﺍﻻﺨﺘﺒﺎﺭ‬
‫ﺍﻝﻔﻨﻴﺔ‬
‫ﺘﺤﻠﻴل‬
‫ﺍﺤﺘﻴﺎﺠﺎﺕ‬ ‫ﻤﻘﻨﻥ‬ ‫ﺍﻝﺘﻭﺼﻴﻑ‬ ‫‪3‬‬
‫ﺘﺼﻤﻴﻡ‬ ‫ﺍﻝﺘﺼﻤﻴﻡ ﺍﻝﻨﻬﺎﺌﻲ‬
‫ﺍﻝﻤﺴﺘﺨﺩﻡ‬ ‫ﺍﻝﻭﻅﻴﻔﻲ‬
‫ﻤﻘﻨﻥ‬

‫)ﺍﳌﺼﺪﺭ‪ :‬ﻛﺎﻣﻞ ﺍﻟﺴﻴﺪ ﻏﺮﺍﺏ ﻭﻓﺎﺩﻳﺔ ﳏﻤﺪ ﺣﺠﺎﺯﻱ‪ ،‬ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ)ﻣﺪﺧﻞ ﲢﻠﻴﻠﻲ(‪ ،‬ﻧﺸﺮ ﺟﺎﻣﻌـﺔ ﺍﳌﻠـﻚ‬
‫ﺳﻌﻮﺩ‪ ،‬ﺍﻟﺮﻳﺎﺽ‪ ،‬ﻁ‪ ،1997 ،1‬ﺹ‪(61‬‬

‫ﺃﻭﻻ‪ :‬ﻣﺮﺣﻠﺔ ﺍﻟﺒﺤﺚ‬

‫ﲣﺘﺺ ﻫﺬﻩ ﺍﳌﺮﺣﻠﺔ ﺑﺘﺤﺪﻳﺪ ﻣﺎ ﺇﺫﺍ ﻛﺎﻧﺖ ﻫﻨﺎﻙ ﻃﺮﻳﻘﺔ ﺟﺪﻳﺪﺓ ﻟﻠﻘﻴﺎﻡ ﺑﺎﻟﻌﻤﻞ ﰲ ﺍﻟﻨﻈﺎﻡ ﻋﻤﺎ ﻫﻮ‬
‫ﻛﺎﺋﻦ ﳑﺎ ﻳﱪﺭ ﺍﻹﻧﻔﺎﻕ ﻋﻠﻰ ﺗﻄﻮﻳﺮﻩ‪ ،‬ﻓﺈﺫﺍ ﻭﺟﺪﺕ ﺍﳊﺎﺟﺔ ﻟﺘﻄﻮﻳﺮ ﺍﻟﻨﻈﺎﻡ ﻓﺈﻥ ﺫﻟﻚ ﻳﺴﺘﻠﺰﻡ ﺍﻟﻘﻴﺎﻡ ﺑﺪﺭﺍﺳﺔ‬
‫ﺟﺪﻭﻯ ﻭﺩﺭﺍﺳﺔ ﳌﻘﺎﺭﻧﺔ ﻣﻨﻔﻌﺔ ﺍﻟﻨﻈﺎﻡ ﺑﺘﻜﻠﻔﺘﻪ ﻗﺒﻞ ﺇﻗﺮﺍﺭ ﺍﻟﻘﻴﺎﻡ ﺑﺎﻟﺘﻄﻮﻳﺮ ﻛﻠﻴﺔ‪.‬‬
‫ﻭﺗﻌﺪ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﻟﱵ ﳚﻤﻌﻬﺎ ﺍﻟﻘﺎﺋﻤﻮﻥ ﻋﻠﻰ ﺍﻟﺘﻄﻮﻳﺮ ﻣﻦ ﻣﺴﺘﺨﺪﻣﻲ ﺍﻟﻨﻈﺎﻡ ﺍﶈﺘﻤﻠﲔ ﺃﺳﺎﺱ ﻣﺮﺣﻠﺔ‬
‫ﺍﻟﺒﺤﺚ‪ ،‬ﻛﻤﺎ ﻳﻌﺪ ﻣﺴﺘﻨﺪ ﺍﳉﺪﻭﻯ ﺍﳌﺪﺧﻞ ﺍﻷﺳﺎﺳﻲ ﺑﺎﻹﺿﺎﻓﺔ ﻻﺣﺘﻴﺎﺟﺎﺕ ﺍﳌﺴﺘﺨﺪﻡ ﳌﺮﺣﻠﺔ ﺍﻟﺘﺤﻠﻴﻞ‪.‬‬
‫ﻭﰲ ﺍﻟﻮﺍﻗﻊ ﻓﺈﻥ ﺍﻟﺒﺤﺚ ﻳﻌﺪ – ﺃﺣﻴﺎﻧﺎ – ﺟﺰﺀﺍ ﻣﻦ ﺍﻟﺘﺤﻠﻴﻞ‪ ،‬ﺇﻻ ﺃﻥ ﺍﻷﺧﲑ ﻳﺴﺘﻄﺮﺩ ﻭﻳﻔﺼﻞ ﰲ‬
‫ﻣﺴﺘﻨﺪ ﺍﳉﺪﻭﻯ ﻣﻦ ﲨﻴﻊ ﻧﻮﺍﺣﻴﻪ‪ ،‬ﻭﻣﻦ ﺍﻟﻄﺒﻴﻌﻲ ﺃﻥ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﻫﻲ ﺍﳉﻬﺔ ﺍﻟﱵ ﺗﺪﺧﻞ ﰲ ﻫﺬﻩ ﺍﳌﺮﺣﻠﺔ‬
‫ﻣﻊ ﺍﻟﻘﺎﺋﻤﲔ ﺑﺎﻟﺪﺭﺍﺳﺎﺕ ﻓﻴﻬﺎ‪ ،‬ﻭﻻ ﺗﺘﺠﻪ ﺍ‪‬ﻬﻮﺩﺍﺕ ﺇﱃ ﻣﺮﺣﻠﺔ ﺍﻟﺘﺤﻠﻴﻞ ﺇﻻ ﺑﻌﺪ ﺻـﺪﻭﺭ ﻗـﺮﺍﺭ ﺍﻹﺩﺍﺭﺓ‬
‫ﺑﺬﻟﻚ‪ ،‬ﻭﻳﺘﻮﻗﻒ ﳒﺎﺡ ﻣﺮﺣﻠﺔ ﺍﻟﺒﺤﺚ ﻋﻠﻰ ﻣﺪﻯ ﺍﻟﺪﻗﺔ ﰲ ﲢﺪﻳﺪ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﺍﳊﺎﻟﻴﺔ ﻭﺍﳌﺴﺘﻘﺒﻠﻴﺔ ﻟﻺﺩﺍﺭﺓ‬
‫ﻣﻦ ﺗﻄﻮﻳﺮ ﺍﻟﻨﻈﺎﻡ ﻭﻳﺘﻄﻠﺐ ﺫﻟﻚ ﻣﻦ ﺍﻟﻘﺎﺋﻤﲔ ﻋﻠﻰ ﺩﺭﺍﺳﺎﺕ ﺍﻟﺒﺤﺚ ﻋﻘﺪ ﻋﺪﺓ ﳏﺎﺿﺮﺍﺕ ﻭﻣﻨﺎﻗـﺸﺎﺕ‬

‫‪64‬‬
‫ﻹﻃﻼﻉ ﺍﻹﺩﺍﺭﺓ ﻋﻠﻰ ﻧﺘﺎﺋﺞ ﺍﻟﺒﺤﺚ ﺍﻟﱵ ﺗﱪﺭ ﺑﻮﺿﻮﺡ ﺍﻟﻘﻴﺎﻡ ﺑﺘﻄﻮﻳﺮ ﺍﻟﻨﻈـﺎﻡ ﻣـﻦ ﻧﺎﺣﻴـﺔ ﺍﻟﺘﻜﻠﻔـﺔ‬
‫ﻭﺍﳉﺪﻭﻯ‪.‬ﻭﻻ ﺗﺘﻜﻠﻒ ﺩﺭﺍﺳﺎﺕ ﺍﻟﺒﺤﺚ ﻧﺴﺒﺔ ﻛﺒﲑﺓ ﻣﻦ ﺗﻜﻠﻔﺔ ﺗﻄﻮﻳﺮ ﺍﻟﻨﻈﺎﻡ ﺍﻟﻜﻠﻴﺔ‪.‬‬
‫ﺛﺎﻧﻴﺎ‪ :‬ﻣﺮﺣﻠﺔ ﺍﻟﺘﺤﻠﻴﻞ‬
‫ﺗﻔﺼ‪‬ﻞ ﻫﺬﻩ ﺍﳌﺮﺣﻠﺔ ﻣﺎ ﰎ ﰲ ﻣﺮﺣﻠﺔ ﺍﻟﺒﺤﺚ‪ ،‬ﻭﺗﺘﻨﺎﻭﻝ ﺍﻟﻌﻼﻗﺔ ﺑﲔ ﺍﻷﺟـﺰﺍﺀ ﺍﳌﻠﻤﻮﺳـﺔ ﻭﻏـﲑ‬
‫ﺍﳌﻠﻤﻮﺳﺔ ﻟﻠﻨﻈﺎﻡ ﻭﻣﺴﺘﺨﺪﻣﻪ‪ ،‬ﻭﻋﻠﻰ ﻭﺟﻪ ﺍﻟﻌﻤﻮﻡ‪ ،‬ﻳﺘﻢ ﻫﻨﺎ ﲢﺪﻳﺪ ﻣﺪﺧﻼﺕ ﻭﳐﺮﺟﺎﺕ ﺍﻟﻨﻈﺎﻡ ﺍﳌﻘﺘﺮﺡ‪،‬‬
‫ﻭﺧﺼﺎﺋﺺ ﺍﻷﺩﺍﺀ ﻭﺍﻟﺘﺤﻤﻴﻞ ﻓﻴﻪ‪ ،‬ﻭﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﺍﻟﻔﻨﻴﺔ ﻷﺟﻬﺰﺗﻪ‪ ،‬ﻭﺍﻟﺘﻮﺻﻴﻒ ﺍﻟﻮﻇﻴﻔﻲ ﻟﻪ‪ ،‬ﻛﻤﺎ ﻳﺘﻢ ﻫﻨﺎ‬
‫ﲢﺪﻳﺪ ﺍﳌﻮﺭ‪‬ﺩ ﺍﻟﺬﻱ ﺳﺘﺘﻌﺎﻣﻞ ﻣﻌﻪ ﺍﳌﻨﺸﺄﺓ ﻟﺘﻮﻓﲑ ﺃﺟﻬﺰﺓ ﺍﻟﻨﻈﺎﻡ‪.‬‬
‫ﻭﻳﺘﻌﺎﻭﻥ ﻓﺮﻳﻖ ﺍﻹﺩﺍﺭﺓ ﺑﺎﳌﻨﺸﺄﺓ ﻣﻊ ﻣﻨﺪﻭﰊ ﻣﻮﺭﺩ ﺃﺟﻬﺰﺓ ﺍﻟﻨﻈﺎﻡ ﻣﻊ ﻓﺮﻳﻖ ﺍﻟﺘﻄﻮﻳﺮ ﰲ ﺳﺒﻴﻞ ﺇﲤـﺎﻡ‬
‫ﻣﺮﺣﻠﺔ ﺍﻟﺘﺤﻠﻴﻞ ﻋﻠﻰ ﺃﻛﻤﻞ ﻭﺟﻪ ﳑﻜﻦ‪ ،‬ﻭﻻ ﺗﺘﻜﻠﻒ ﺗﻠﻚ ﺍﳌﺮﺣﻠﺔ ﻛﺜﲑﺍ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﺘﻜﻠﻔﺔ ﺍﻟﻜﻠﻴﺔ ﻟﺘﻄﻮﻳﺮ‬
‫ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﻛﻤﺎ ﳚﺐ ﺍﳊﺬﺭ ﻫﻨﺎ ﻣﻦ ﺍﻟﻮﻗﻮﻉ ﰲ ﻭﺿﻊ ﺗﻮﺻﻴﻒ ﺃﻛﺜﺮ ﺃﻭ ﺃﻗﻞ ﻣﻦ ﺍﳌﻄﻠﻮﺏ‬
‫ﻟﻠﻨﻈﺎﻡ‪ ،‬ﺇﺫ ﺃﻥ ﻫﻨﺎﻙ ﺧﻴﻄﺎ ﺭﻓﻴﻌﺎ ﺑﲔ ﻫﺬﻳﻦ ﺍﻟﻄﺮﻓﲔ‪.‬‬
‫ﺛﺎﻟﺜﺎ‪ :‬ﻣﺮﺣﻠﺔ ﺍﻟﺘﺼﻤﻴﻢ‬
‫ﻳﺘﻢ ﺍﻟﺘﺼﻤﻴﻢ ﻣﻦ ﻭﺍﻗﻊ ﺍﻟﺘﻮﺻﻴﻒ ﺍﻟﻮﻇﻴﻔﻲ ﺍﻟﺬﻱ ﰎ ﺍﻟﺘﻮﺻﻞ ﺇﻟﻴﻪ ﰲ ﻣﺮﺣﻠﺔ ﺍﻟﺘﺤﻠﻴﻞ‪ ،‬ﻓﻴﺘﻢ ﻭﺿﻊ‬
‫ﺍﻟﺘﺼﻤﻴﻢ ﺍﻟﺘﻔﺼﻴﻠﻲ ﻟﻮﺣﺪﺍﺕ ﺍﻟﻨﻈﺎﻡ ﻭﺧﻄﺔ ﺍﺧﺘﺒﺎﺭ ﻫﺬﺍ ﺍﻟﺘﺼﻤﻴﻢ‪.‬‬
‫ﻛﻤﺎ ﻳﺘﻌﺎﻭﻥ ﺍﳌﺼﻤﻤﻮﻥ ﻭﺍﳌﱪﳎﻮﻥ ﰲ ﻫﺬﻩ ﺍﳌﺮﺣﻠﺔ ﻣﻊ ﺍﶈﻠﻠﲔ؛ ﺃﻳﻦ ﻳﺘﺮﻛﺰ ﻋﻤﻠﻬﻢ ﻋﻠﻰ ﲡﺰﺋـﺔ‬
‫ﺍﻟﻨﻈﺎﻡ ﺇﱃ ﻭﺣﺪﺍﺕ ﺻﻐﲑﺓ‪ ،‬ﳝﻜﻦ ﺑﺮﳎﺘﻬﺎ ﻭﺍﻟﺮﺑﻂ ﻓﻴﻤﺎ ﺑﻴﻨﻬﺎ ﻟﺘﺆﺩﻱ ﺍﻟﻐﺮﺽ ﺍﳌﻄﻠﻮﺏ ﻣﻦ ﻭﺿﻊ ﺍﻟﻨﻈـﺎﻡ‬
‫ﻛﻜﻞ‪ ،‬ﻓﺈﺫﺍ ﺃﺩﺧﻠﻨﺎ ﺍﻟﱪﳎﺔ ﻭﺍﻻﺧﺘﺒﺎﺭ ﻣﻊ ﻣﺮﺣﻠﺔ ﺍﻟﺘﺼﻤﻴﻢ ﻓﺈﻥ ﺫﻟﻚ ﻳﺘﻜﻠﻒ ﻣﺎ ﺑﲔ ‪ 50‬ﻭ‪ % 60‬ﻣـﻦ‬
‫ﺍﻟﺘﻜﻠﻔﺔ ﺍﻟﻜﻠﻴﺔ ﻟﻠﺘﻄﻮﻳﺮ‪ ،‬ﻭﻳﺘﻄﻠﺐ ﺍﻟﺘﺼﻤﻴﻢ ﺍﳉﻴﺪ ﺗﻨﺴﻴﻘﺎ ﺩﻗﻴﻘﺎ ﻭﺗﺪﻭﻳﻨﺎ ﺗﻔﺼﻴﻠﻴﺎ ﳋﻄﻮﺍﺗﻪ ﻭﻭﺣﺪﺍﺗﻪ‪.‬‬
‫ﺭﺍﺑﻌﺎ‪ :‬ﻣﺮﺣﻠﺔ ﺍﻟﺘﻄﺒﻴﻖ‬
‫ﻳﺘﻢ ﰲ ﻫﺬﻩ ﺍﳌﺮﺣﻠﺔ ﻛﺘﺎﺑﺔ ﺍﻟﱪﺍﻣﺞ ﺍﳌﻄﻠﻮﺑﺔ ﺿﻤﻦ ﺗﺼﻤﻴﻢ ﺍﻟﻨﻈﺎﻡ ﻭﺗﻨﻔﻴﺬ ﺧﻄﺔ ﺍﺧﺘﺒﺎﺭ ﻛﻞ ﺟـﺰﺀ‬
‫ﻣﻦ ﺃﺟﺰﺍﺋﻪ؛ ﺇﺫ ﻳﺘﻄﻠﺐ ﺫﻟﻚ ﺍﺳﺘﺨﺪﺍﻡ ﻟﻐﺔ ﺃﻭ ﺃﻛﺜﺮ ﻣﻦ ﻟﻐﺎﺕ ﺍﻟﱪﳎﺔ ﺍﳌﺴﺘﺨﺪﻣﺔ ﰲ ﻛﺘﺎﺑﺔ ﺍﻟﱪﺍﻣﺞ ﺍﳌﺘﻔﻖ‬
‫ﻋﻠﻴﻬﺎ ﻟﺘﻨﻔﻴﺬ ﺃﺟﺰﺍﺀ ﺍﻟﺘﺼﻤﻴﻢ‪ ،‬ﻛﻤﺎ ﻳﺘﻄﻠﺐ ﺫﻟﻚ ﺍﺧﺘﺒﺎﺭ ﺻﺤﺔ ﻛﺘﺎﺑﺔ ﺗﻠﻚ ﺍﻟﱪﺍﻣﺞ ﻣﻦ ﻧﺎﺣﻴﺔ ﺍﻷﺻـﻮﻝ‬
‫ﺍﳌﺮﻋﻴﺔ ﻟﻠﻐﺔ ﺍﳌﺨﺘﺎﺭﺓ ﻭﻣﻦ ﻧﺎﺣﻴﺔ ﺳﻼﻣﺔ ﺍﳌﻨﻄﻖ ﰲ ﻛﻞ ﺑﺮﻧﺎﻣﺞ ﻣﻦ ﺗﻠﻚ ﺍﻟﱪﺍﻣﺞ‪ ،‬ﻭﻛﺬﻟﻚ ﻣـﻦ ﻧﺎﺣﻴـﺔ‬
‫ﺍﻟﺘﺮﺍﺑﻂ ﻓﻴﻤﺎ ﺑﻴﻨﻬﺎ‪ ،‬ﻭﺗﺘﻢ ﻫﺬﻩ ﺍﻻﺧﺘﺒﺎﺭﺍﺕ ﰲ ﺷﻜﻞ ﺳﻠﺴﻠﺔ ﻣﺮﺳﻮﻣﺔ ﰲ ﺧﻄـﺔ ﻣﻮﺿـﻮﻋﺔ ﻣـﺴﺒﻘﺎ‪،‬‬
‫ﻭﻳﺪﺧﻞ ﰲ ﺍﻟﺘﻄﺒﻴﻖ ﻣﺮﺍﻋﺎﺓ ﺍﻟﺮﺑﻂ ﺑﲔ ﺃﺟﺰﺍﺀ ﺍﻟﻨﻈﺎﻡ ﲟﺎ ﻳﺮﺍﻋﻲ ﺍﻟﺘﻜﺎﻣﻞ ﺑﻴﻨﻬﺎ ﻭﻳﻘﻠﻞ ﺍﻟﺘﻜﺮﺍﺭ ﻭﺍﻟﺘـﺪﺍﺧﻞ‪،‬‬
‫ﻭﻳﺘﻌﺎﻭﻥ ﺍﻟﻘﺎﺋﻤﻮﻥ ﺑﺎﻟﺘﻄﻮﻳﺮ ﻫﻨﺎ ﻣﻊ ﺍﳌﺼﻤﻤﲔ ﻭﺍﳌﱪﳎﲔ ﻭﻣﺴﺘﺨﺪﻣﻲ ﺍﻟﻨﻈﺎﻡ ﻟﻀﻤﺎﻥ ﺣﺴﻦ ﺍﻟﺘﻄﺒﻴـﻖ‪،‬‬
‫ﻛﻤﺎ ﻳﺘﻄﻠﺐ ﺣﺴﻦ ﺗﻄﺒﻴﻖ ﺍﻟﻨﻈﺎﻡ ﺍﳌﻮﺍﺯﻧﺔ ﺑﲔ ﺍﻟﻨﻈﺎﻡ ﻭﺍﻟﱪﺍﻣﺞ ﺍﻟﺘﻄﺒﻴﻘﻴﺔ ﻓﻴﻪ‪.‬‬
‫‪65‬‬
‫ﻭﻳﺒﲔ ﺍﻟﺸﻜﻞ )‪ (17‬ﺧﺮﻳﻄﺔ ﺗﺪﻓﻖ ﻋﻤﻠﻴﺎﺕ ﻟﻠﻤﺮﺍﺣﻞ ﺍﻟﱵ ﻳﺘﻀﻤﻨﻬﺎ ﺗﻄﻮﻳﺮ ﻧﻈـﺎﻡ ﺍﳌﻌﻠﻮﻣـﺎﺕ‬
‫ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﻓﺈﺫﺍ ﺃﺣﺴﺖ ﺍﻹﺩﺍﺭﺓ ﲟﺸﻜﻠﺔ ﰲ ﺍﻟﻌﻤﻞ ﺑﺎﻟﻨﻈﺎﻡ ﺍﳊﺎﱄ ﺃﻭ ﺷﻌﺮﺕ ﺑﺎﳊﺎﺟﺔ ﺇﱃ ﺗﻄـﻮﻳﺮ ﻧﻈـﺎﻡ‬
‫ﺟﺪﻳﺪ‪ ،‬ﻓﺈ‪‬ﺎ ﺗﺘﺨﺬ ﺍﻹﺟﺮﺍﺀﺍﺕ ﺍﻟﻼﺯﻣﺔ ﻟﺘﻔﻮﻳﺾ ﻓﺮﻳﻖ ﻣﺘﺨﺼﺺ ﻟﻠﻘﻴﺎﻡ ﺑﺪﺭﺍﺳﺔ ﺟﺪﻭﻯ ﺗﻄﻮﻳﺮ ﺍﻟﻨﻈـﺎﻡ‬
‫ﺍﳉﺪﻳﺪ ﻣﻦ ﺍﻟﻨﺎﺣﻴﺔ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ﻭﺍﳌﺎﻟﻴﺔ ﻭﺍﻹﺩﺍﺭﻳﺔ‪..‬ﺍﱁ؛ ﻓﺈﺫﺍ ﻛﺎﻧﺖ ﻧﺘﺎﺋﺞ ﺩﺭﺍﺳﺎﺕ ﺍﳉﺪﻭﻯ ﻏﲑ ﻣﺮﺿـﻴﺔ‬
‫ﻓﺈﻥ ﺍﻹﺩﺍﺭﺓ ﺗﻮﺍﺯﻥ ﺑﲔ ﺍﳌﻨﻔﻌﺔ ﺍﳌﺘﻮﻗﻌﺔ ﻣﻦ ﺗﻄﻮﻳﺮ ﺍﻟﻨﻈﺎﻡ ﺍﳉﺪﻳﺪ ﻭﺍﻟﺘﻜﻠﻔﺔ ﺍﳌﺘﻮﻗﻌﺔ ﻟﻠﺘﻄﻮﻳﺮ‪ ،‬ﻓﺈﺫﺍ ﱂ ﻳﻜـﻦ‬
‫ﺗﻄﻮﻳﺮ ﺍﻟﻨﻈﺎﻡ ﻣﱪﺭﺍ ﻣﻦ ﺣﻴﺚ ﺍﳌﻨﻔﻌﺔ ﲟﺎ ﻳﺰﻳﺪ ﻋﻠﻰ ﺗﻜﻠﻔﺔ ﺗﻄﻮﻳﺮﻩ ﺗﺘﻮﻗﻒ ﺟﻬﻮﺩ ﺍﻟﺘﻄﻮﻳﺮ‪ ،‬ﻭﺇﻻ ﺃﻋﻴـﺪﺕ‬
‫ﺩﺭﺍﺳﺎﺕ ﺍﳉﺪﻭﻯ ﺑﺸﻜﻞ ﺃﺩﻕ ﻭﺃﻛﺜﺮ ﺗﻔﺼﻴﻼ‪ ،‬ﻓﺈﺫﺍ ﻛﺎﻧﺖ ﻧﺘﺎﺋﺞ ﺩﺭﺍﺳﺎﺕ ﺍﳉﺪﻭﻯ ﻣﺮﺿﻴﺔ ﻓﺈﻥ ﺍﻟﻌﻤـﻞ‬
‫ﻳﺘﻄﺮﻕ ﺇﱃ ﺍﳌﺮﺍﺣﻞ ﺍﻟﺘﺎﻟﻴﺔ ﻣﻦ ﺍﻟﺘﻄﻮﻳﺮ‪.‬‬
‫ﻭﻳﺄﰐ ﺍﻟﺘﺤﻠﻴﻞ ﰲ ﻣﻘﺪﻣﺔ ﺍﳌﺮﺍﺣﻞ ﺍﻟﺘﺎﻟﻴﺔ ﻟﺘﺤﺪﻳﺪ ﺗﻔﺎﺻﻴﻞ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﳌﻄﻠﻮﺑﺔ ﰲ ﺍﻟﻨﻈﺎﻡ ﻭﻣﺪﺧﻼﺕ‬
‫ﻭﳐﺮﺟﺎﺕ ﻛﻞ ﻋﻤﻠﻴﺔ ﻣﻦ ﻫﺬﻩ ﺍﻟﻌﻤﻠﻴﺎﺕ ﻭﳏﺘﻮﻳﺎﺕ ﻛﻞ ﻣﻨﻬﺎ ﻣﻦ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﻭﻛﻤـﺎ ﺫﻛـﺮ‬
‫ﺳﺎﺑﻘﺎ ﻳﺴﻤﻰ ﺍﳌﺴﺘﻨﺪ ﺍﻟﺬﻱ ﳛﺘﻮﻱ ﻋﻠﻰ ﻛﻞ ﻫﺬﻩ ﺍﻟﻌﻨﺎﺻﺮ ﺑﺎﻟﺘﻮﺻﻴﻒ ﺍﻟﻮﻇﻴﻔﻲ ﺍﻟـﺬﻱ ﻳﻌـﺪ ﺍﳌـﺪﺧﻞ‬
‫ﺍﻷﺳﺎﺳﻲ ﳌﺮﺣﻠﺔ ﺍﻟﺘﺼﻤﻴﻢ‪ .‬ﺗﺒﺪﺃ ﻣﺮﺣﻠﺔ ﺍﻟﺘﺼﻤﻴﻢ ﺑﺎﻟﺘﻮﺻﻴﻒ ﺍﻟﻮﻇﻴﻔﻲ ﺍﻟﻨﺎﺗﺞ ﻋﻦ ﻣﺮﺣﻠﺔ ﺍﻟﺘﺤﻠﻴﻞ ﻭﺗﻔﺼﻞ‬
‫ﰲ ﻣﻜﻮﻧﺎﺕ ﺍﻟﻨﻈﺎﻡ ﺍﻟﻼﺯﻣﺔ ﻷﺩﺍﺀ ﻋﻤﻠﻴﺎﺗﻪ ﰲ ﻣﺴﺎﻋﺪﺓ ﺍﻹﺩﺍﺭﺓ ﻋﻠﻰ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳌﺨﺘﻠﻔﺔ ﻭﺍﻟﻌﻼﻗﺔ ﺑﲔ‬
‫ﻛﻞ ﻣﻜﻮﻥ ﻣﻦ ﻫﺬﻩ ﺍﳌﻜﻮﻧﺎﺕ ﻭﻛﻴﻔﻴﺔ ﺗﺪﻓﻖ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺑﲔ ﻫﺬﻩ ﺍﳌﻜﻮﻧﺎﺕ‪ ،‬ﻭﺣﺮﻛﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﻨﺎﲡﺔ ﻣﻦ‬
‫ﺗﺸﻐﻴﻠﻬﺎ ﺣﱴ ﺇﺧﺮﺍﺟﻬﺎ ﺣﺴﺐ ﻃﻠﺐ ﻣﺴﺘﺨﺪﻡ ﺍﻟﻨﻈﺎﻡ‪ ،‬ﻭﻳﺪﺧﻞ ﰲ ﺫﻟﻚ ﲢﺪﻳـﺪ ﺍﳌﻮﺍﺻـﻔﺎﺕ ﺍﻟﻔﻨﻴـﺔ‬
‫ﻷﺟﻬﺰﺓ ﺍﻟﻨﻈﺎﻡ ﻣﻦ ﻣﻌﺪﺍﺕ ﻛﻬﺮﺑﺎﺋﻴﺔ ﺃﻭ ﺇﻟﻜﺘﺮﻭﻧﻴﺔ ﺃﻭ ﻣﻴﻜﺎﻧﻴﻜﻴﺔ ﺃﻭ ﻳﺪﻭﻳﺔ ﰒ ﺇﻋﺪﺍﺩ ﺑﻴﺎﻥ ﺍﳌﻮﺍﺻـﻔﺎﺕ‬
‫ﺍﻟﻔﻨﻴﺔ ﻟﺘﻠﻚ ﺍﻷﺟﻬﺰﺓ ﻭﺇﺻﺪﺍﺭ ﻃﻠﺐ ﺗﻮﺭﻳﺪ ﺗﻠﻚ ﺍﻷﺟﻬﺰﺓ ﻟﻠﻤﻮﺭﺩﻳﻦ ﺍﳌﺨﺘﺼﲔ ﻭﺇﻋﺪﺍﺩ ﺍﻟﺘﺼﻤﻴﻢ ﺍﻟﻨﻬﺎﺋﻲ‬
‫ﻟﻠﻨﻈﺎﻡ‪ ،‬ﻳﻠﻲ ﺫﻟﻚ ﺗﻨﻔﻴﺬ ﺍﻟﺘﺼﻤﻴﻢ ﺑﺈﻋﺪﺍﺩ ﺍﻟﱪﺍﻣﺞ ﺍﻟﱵ ﺗﺆﺩﻱ ﺍﻟﻌﻤﻞ ﺍﳌﻄﻠﻮﺏ ﰲ ﻛـﻞ ﻣـﻦ ﻣﻜﻮﻧـﺎﺕ‬
‫ﺍﻟﻨﻈﺎﻡ؛ ﻭﻳﺪﺧﻞ ﰲ ﺫﻟﻚ ﺇﻋﺪﺍﺩ ﺍﳋﻮﺍﺭﺯﻣﻴﺎﺕ ﻭﺧﺮﺍﺋﻂ ﺗﺪﻓﻖ ﺍﻟﻌﻤﻠﻴﺎﺕ ﻟﻜﻞ ﺑﺮﻧﺎﻣﺞ ﻣﻨـﻬﺎ‪ ،‬ﰒ ﻛﺘﺎﺑـﺔ‬
‫ﺍﻟﱪﻧﺎﻣﺞ ﺑﺎﺳﺘﺨﺪﺍﻡ ﺃﻱ ﻟﻐﺔ ﻣـﻦ ﻟﻐـﺎﺕ ﺍﻟﱪﳎـﺔ ﻋﺎﻟﻴـﺔ ﺍﳌـﺴﺘﻮﻯ ﻛـﺎﻟﻜﻮﺑﻮﻝ)‪ ،(Cobol‬ﺃﻭ‬
‫ﺍﻟﻔﻮﺭﺗﺮﺍﻥ)‪ (Fortran‬ﺃﻭ ﺍﻟﺒﻴﺴﻴﻚ)‪.1(Basic‬‬
‫ﻻ ﻳﻜﻔﻲ ﺇﻋﺪﺍﺩ ﺍﻟﱪﺍﻣﺞ ﻭﻛﺘﺎﺑﺘﻬﺎ ﻟﺘﻨﻔﻴﺬ ﺍﻟﻨﻈﺎﻡ‪ ،‬ﺇﺫ ﺃﻥ ﺫﻟﻚ ﻳﺘﻄﻠﺐ ﺍﺧﺘﺒﺎﺭ ﺗﻠﻚ ﺍﻟﱪﺍﻣﺞ‪ ،‬ﻣـﻦ‬
‫ﺣﻴﺚ ﺻﺤﺔ ﻛﺘﺎﺑﺘﻬﺎ ﻃﺒﻘﺎ ﻟﻘﻮﺍﻋﺪ ﺍﻟﻠﻐﺎﺕ ﺍﳌﺴﺘﺨﺪﻣﺔ‪ ،‬ﻭﻃﺒﻘﺎ ﻟﻠﻤﻨﻄﻖ ﺍﳌﻄﻠﻮﺏ‪ .‬ﻓﺈﺫﺍ ﱂ ﺗﺜﺒﺖ ﺻـﺤﺔ‬
‫ﺍﻻﺧﺘﺒﺎﺭﺍﺕ ﺍﳌﺨﺘﻠﻔﺔ ﺍﻟﱵ ﲡﺮﻱ ﻋﻠﻰ ﺍﻟﻨﻈﺎﻡ ﻃﺒﻘﺎ ﳋﻄﺔ ﺍﻻﺧﺘﺒﺎﺭ‪ ،‬ﻓﺈﻥ ﺫﻟﻚ ﻳﻌﲏ ﺍﻟﻌـﻮﺩﺓ ﺇﱃ ﻣﺮﺣﻠـﺔ‬
‫ﺍﻟﺘﺤﻠﻴﻞ ﺃﻭ ﺍﻟﺘﺼﻤﻴﻢ ﺃﻭ ﺗﻨﻔﻴﺬ ﺍﻟﺘﺼﻤﻴﻢ ﺣﺴﺐ ﻣﺎ ﻳﺘﻄﻠﺒﻪ ﺍﻷﻣﺮ ﻹﺩﺧﺎﻝ ﺍﻟﺘﻌﺪﻳﻼﺕ ﻋﻠﻰ ﺍﻟﻨﻈﺎﻡ ﻟﺘﺤﺴﻴﻨﻪ‪،‬‬

‫‪1‬‬
‫‪Martin M.Lipschutz & Seymour Lipschutz, Traitement De L’information, Édition‬‬
‫‪McGraw-Hill, Paris,Troisième Tirage, 1985, P 19‬‬
‫‪66‬‬
‫ﺃﻣﺎ ﺇﺫﺍ ﺛﺒﺖ ﺻﺤﺔ ﺍﻻﺧﺘﺒﺎﺭﺍﺕ ﺍﳌﺨﺘﻠﻔﺔ ﻓﺈﻥ ﺫﻟﻚ ﻳﻌﲏ ﺇﻣﻜﺎﻧﻴﺔ ﺍﻟﺘﺤﻮﻝ ﻣﻦ ﺍﻟﻨﻈﺎﻡ ﺍﻟﻘـﺪﱘ ﺇﱃ ﺍﻟﻨﻈـﺎﻡ‬
‫ﺍﳉﺪﻳﺪ ﺍﻟﺬﻱ ﰎ ﺗﻄﻮﻳﺮﻩ ﲟﺎ ﻳﺘﻄﻠﺐ ﺍﻟﺘﻤﻬﻴﺪ ﻟﺬﻟﻚ ﻭﺇﻋﺪﺍﺩ ﺍﻟﻌﺪﺓ ﻟﻠﺘﺤﻮﻝ ﺇﻟﻴﻪ ﻭﻭﺿﻌﻪ ﻣﻮﺿﻊ ﺍﻟﺘـﺸﻐﻴﻞ‪،‬‬
‫ﻭﻟﻜﻦ ﺫﻟﻚ ﻳﺘﻄﻠﺐ ﺿﺒﻂ ﺟﻮﺩﺓ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﻨﺎﲡﺔ ﻭﺿﻤﺎﻥ ﺃﻣﻨﻬﺎ ﻭﺳﻼﻣﺘﻬﺎ ﻣﻦ ﺍﻟﺴﺮﻗﺔ ﺃﻭ ﺍﻻﺳـﺘﺨﺪﺍﻡ‬
‫ﻏﲑ ﺍﳌﺸﺮﻭﻉ ﺃﻭ ﺍﻟﺘﻠﻒ ﺃﻭ ﺍﻟﻀﺮﺭ ﺍﳌﻘﺼﻮﺩ ﻭﻏﲑ ﺍﳌﻘﺼﻮﺩ‪.‬‬
‫ﺑﺘﺸﻐﻴﻞ ﺍﻟﻨﻈﺎﻡ ﳚﺐ ﻋﻠﻰ ﺍﻹﺩﺍﺭﺓ ﺃﻥ ﺗﺮﺍﻗﺐ ﺟﻮﺩﺓ ﺍﻟﻨﺘﺎﺋﺞ ﺍﳌﺘﺤﺼﻞ ﻋﻠﻴﻬﺎ ﻣﻨﻪ ﻭﻣﺪﻯ ﺻﻼﺣﻴﺘﻪ‬
‫ﻟﻠﻮﻓﺎﺀ ﲝﺎﺟﺔ ﺍﻹﺩﺍﺭﺓ ﰲ ﺍﲣﺎﺫ ﻗﺮﺍﺭﺍ‪‬ﺎ؛ ﺇﺫ ﻳﺘﻄﻠﺐ ﺫﻟﻚ ﺗﻘﻮﳝﺎ ﻣﺴﺘﻤﺮﺍ ﻟﻠﻨﻈﺎﻡ ﻣﻦ ﺣﻴـﺚ ﻣـﺸﻜﻼﺕ‬
‫ﺍﺳﺘﺨﺪﺍﻣﻪ ﻭﻣﺪﻯ ﺩﻗﺘﻪ ﻭﻋﻴﻮﺏ ﺍﻟﺘﻌﺎﻣﻞ ﻣﻌﻪ ﻭﻣﻌﺎﻳﲑ ﺍﻟﺘﻜﻠﻔﺔ ﻭﺍﻟﺘﻨﻈﻴﻢ‪ ،‬ﻓﺈﺫﺍ ﻛﺎﻥ ﺍﻟﻨﻈﺎﻡ ﻣﺮﺿـﻴﺎ ﻣـﻦ‬
‫ﺣﻴﺚ ﺣﺪﻭﺩ ﺗﻜﻠﻔﺘﻪ ﻭﻣﺸﻜﻼﺗﻪ‪ ،‬ﻓﺈﻥ ﺍﻟﻮﺿﻊ ﻳﺴﺘﻤﺮ ﻋﻠﻰ ﺗﺸﻐﻴﻞ ﺍﻟﻨﻈﺎﻡ ﻟﻠﻮﻓﺎﺀ ﲟﺘﻄﻠﺒﺎﺕ ﺍﻹﺩﺍﺭﺓ‪ ،‬ﺃﻣﺎ ﺇﺫﺍ‬
‫ﱂ ﻳﻜﻦ ﺫﻟﻚ ﻣ‪‬ﺮﺿﻴﺎ ﻓﺈﻥ ﻋﻠﻰ ﻓﺮﻳﻖ ﺗﻄﻮﻳﺮ ﺍﻟﻨﻈﺎﻡ ﺃﻥ ﻳﻌﻮﺩ ﺇﱃ ﺍﻟﺘﺤﻠﻴﻞ ﺃﻭ ﺍﻟﺘﺼﻤﻴﻢ ﺃﻭ ﺗﻨﻔﻴﺬ ﺍﻟﺘﺼﻤﻴﻢ‪،‬‬
‫ﺃﻣﺎ ﺇﺫﺍ ﻛﺎﻧﺖ ﺍﳌﺸﻜﻼﺕ ﳏﺪﻭﺩﺓ ﻭﳝﻜﻦ ﻣﻌﺎﳉﺘﻬﺎ ﺩﻭﻥ ﺍﻟﻌﻮﺩﺓ ﺇﱃ ﺍﻟﺘﺤﻠﻴـﻞ ﺃﻭ ﺍﻟﺘـﺼﻤﻴﻢ ﺃﻭ ﺗﻨﻔﻴـﺬ‬
‫ﺍﻟﺘﺼﻤﻴﻢ ﻓﺈﻥ ﺫﻟﻚ ﻳﺘﻄﻠﺐ ﺻﻴﺎﻧﺔ ﺩﻭﺭﻳﺔ ﻟﻠﻨﻈﺎﻡ ﻟﻠﺘﻐﻠﺐ ﻋﻠﻰ ﺗﻠﻚ ﺍﳌﺸﻜﻼﺕ‪.1‬‬

‫‪ 1‬ﺁﻟﻦ ﻛﻨﺖ‪ ،‬ﺍﳊﺎﺳﺒﺎﺕ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ﻭﺍﺧﺘﺰﺍﻥ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﺳﺘﺮﺟﺎﻋﻬﺎ‪) ،‬ﺗﺮﲨﺔ ﺣﺸﻤﺖ ﻗﺎﺳﻢ ﻭﺷﻮﻗﻲ ﺳﺎﱂ(‪ ،‬ﻭﻛﺎﻟﺔ ﺍﳌﻄﺒﻮﻋﺎﺕ‪،‬‬
‫ﺍﻟﻜﻮﻳﺖ‪ ،‬ﻁ‪ ،1979 ،2‬ﺹ‪.407‬‬
‫‪67‬‬
 ‫ﺍﻟﺸﻜﻞ)‪ :(17‬ﺧﺮﻳﻄﺔ ﺗﺪﻓﻖ ﻣﺮﺍﺣﻞ ﻭﻋﻤﻠﻴﺎﺕ ﺗﻄﻮﻳﺮ ﻭﺗﺸﻐﻴﻞ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‬
‫ا=<س‬
‫‪
6.‬‬
‫أو ا
‬

‫ﺩﺭﺍﺴﺔ ﺍﻝﺠﺩﻭﻯ‬

‫‪C‬‬ ‫ ‪E‬‬
‫ا‪
B GH/‬‬
‫ ‪E‬‬
‫‪C‬‬ ‫ﺍﻝﺘﺤﻠﻴل‬
‫‪><$‬‬
‫ا‪!9‬‬
‫ﺍﻝﺘﺼﻤﻴﻡ‬
‫ﺇﺠﺭﺍﺀ ﺘﻐﻴﻴﺭﺍﺕ‬
‫‪D$‬‬ ‫ﺘﻨﻅﻴﻤﻴﺔ‬
‫ﺘﻨﻔﻴﺫ ﺍﻝﺘﺼﻤﻴﻡ‬

‫ﺍﺨﺘﺒﺎﺭ ﺍﻝﻨﻅﺎﻡ‬

‫ﺃﻋﺩ ﺍﻝﻤﺭﺤﻠﺔ‬
‫‪C‬‬ ‫ا‪@/‬م‬
‫ا‪K9$ A‬‬ ‫ ‪E‬‬
‫‪AB‬‬
‫ا‪8‬دة‬

‫ا!‪  7‬ا‪@/‬م‬ ‫إدارة ا‪.‬وع‬

‫ا‪1!1 E!1F‬‬

‫‪ MB‬دة وأ‬ ‫‪ 7L.$‬ا‪@/‬م‬

‫ا ت‬

‫ا‪EF‬‬
‫ا‪
O‬‬

‫‪C‬‬ ‫ا‪@/‬م ‪AB‬‬ ‫ ‪E‬‬

‫أ‪/N‬ء ا‪7L.‬‬

‫)ﺍﳌﺼﺪﺭ‪ :‬ﻛﺎﻣﻞ ﺍﻟﺴﻴﺪ ﻏﺮﺍﺏ ﻭﻓﺎﺩﻳﺔ ﳏﻤﺪ ﺣﺠﺎﺯﻱ‪ ،‬ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ)ﻣﺪﺧﻞ ﲢﻠﻴﻠﻲ(‪ ،‬ﻧﺸﺮ ﺟﺎﻣﻌـﺔ ﺍﳌﻠـﻚ‬
‫ﺳﻌﻮﺩ‪ ،‬ﺍﻟﺮﻳﺎﺽ‪ ،‬ﻁ‪ ،1997 ،1‬ﺹ‪(64‬‬

‫‪68‬‬
 ‫ﺍﻟﻤﻄﻠﺐ ﺍﻟﺜﺎﻟﺚ‪ :‬ﺃﺩﻭﺍﺕ ﻭﻭﺳﺎﺋﻞ ﺗﺤﻠﻴﻞ ﻭﺑﻨﺎﺀ ﺍﻟﻨﻈﻢ‬
‫ﻫﻨﺎﻙ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﻮﺳﺎﺋﻞ ﺍﻟﱵ ﺗﺴﺘﺨﺪﻡ ﻟﺘﻮﺛﻴﻖ ﻭﺗﻮﺻﻴﻒ ﻃﺮﻕ ﻋﻤﻞ ﺍﻟﻨﻈﻢ‪ ،‬ﻭﻣﻦ ﺃﻛﺜﺮ ﺗﻠـﻚ‬
‫ﺍﻟﻮﺳﺎﺋﻞ ﺷﻴﻮﻋﺎ ﻭﺍﺳﺘﺨﺪﺍﻣﺎ ﰲ ﲢﻠﻴﻞ ﻭﺗﺼﻤﻴﻢ ﺍﻟﻨﻈﻢ ﺧﺮﺍﺋﻂ ﺍﻟﺘﺪﻓﻖ‪ ،‬ﺟـﺪﺍﻭﻝ ﺍﻟﻘـﺮﺍﺭﺍﺕ‪ ،‬ﺷـﺠﺮﺓ‬
‫ﺍﻟﻘﺮﺍﺭﺍﺕ‪ ،‬ﺍﻟﺘﺤﻠﻴﻞ ﺍﳍﻴﻜﻠﻲ‪ ،‬ﺍﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻠﻲ‪ ،‬ﺍﻟﱪﺍﻣﺞ ﺍﳌﻮﺟﻬﺔ ﺑﺎﻷﻫﺪﺍﻑ‪.‬‬
‫ﻭﻳﺘﻮﻗﻒ ﺍﺧﺘﻴﺎﺭ ﺃﺩﺍﺓ ﺍﻟﺘﺤﻠﻴﻞ ﺃﻭ ﻣﺰﻳﺞ ﺃﺩﻭﺍﺕ ﺍﻟﺘﺤﻠﻴﻞ ﻋﻠﻰ ﻃﺒﻴﻌﺔ ﺍﳌﺸﻜﻠﺔ ﻭﺍﻟﻨﻈﺎﻡ ﺍﻟﺬﻱ ﺳﻮﻑ ﻳـﺘﻢ‬
‫ﲢﻠﻴﻠﻪ ﻭﺑﺼﻔﺔ ﻋﺎﻣﺔ ﳚﺐ ﺃﻥ ﺗﺘﺼﻒ ﺍﻷﺩﺍﺓ ﺃﻭ ﺍﻷﺩﻭﺍﺕ ﺍﳌﺴﺘﺨﺪﻣﺔ ﺑﺎﻵﰐ‪:1‬‬
‫‪ -1‬ﺳﻬﻮﻟﺔ ﻓﻬﻤﻬﺎ ﺳﻮﺍﺀ ﻣﻦ ﺟﺎﻧﺐ ﺍﶈﻠﻠﲔ ﺃﻭ ﺍﳌﺴﺘﺨﺪﻣﲔ‪.‬‬
‫‪ -2‬ﺳﻬﻮﻟﺔ ﺗﻌﺪﻳﻠﻬﺎ ﻭﻓﻘﺎ ﳌﺘﻄﻠﺒﺎﺕ ﺍﻟﺘﻐﲑ ﰲ ﺍﻟﻘﺮﺍﺭﺍﺕ‪.‬‬
‫‪ -3‬ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﺮﺳﻮﻡ ﺍﻟﺒﻴﺎﻧﻴﺔ ﻟﻌﺮﺽ ﺍﳌﻌﻠﻮﻣﺎﺕ‪.‬‬
‫‪ -4‬ﺗﻘﻠﻴﻞ ﺍﻟﺘﻔﺎﺻﻴﻞ ﻏﲑ ﺍﻟﻀﺮﻭﺭﻳﺔ‪.‬‬
‫‪ -5‬ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺗﻘﺴﻴﻢ ﺍﻟﻨﻈﺎﻡ ﺇﱃ ﻣﺴﺘﻮﻳﺎﺕ ﻳﺴﻬﻞ ﺍﻟﺘﻌﺎﻣﻞ ﻣﻌﻬﺎ‪.‬‬
‫‪ -6‬ﺗﻜﺎﻣﻞ ﺃﻧﺸﻄﺔ ﺍﻟﺘﺤﻠﻴﻞ ﻭﺍﻟﺘﺼﻤﻴﻢ ﲝﻴﺚ ﳝﻜﻦ ﺗﺮﲨﺔ ﻣﺎ ﺗﻮﺻﻞ ﺇﻟﻴﻪ ﺍﻟﺘﺤﻠﻴﻞ ﺇﱃ ﺗﺼﻤﻴﻢ‪.‬‬
‫ﻭﺳﻴﺘﻢ ﰲ ﻫﺬﺍ ﺍﳌﻄﻠﺐ ﻋﺮﺽ ﺃﻫﻢ ﺍﻷﺩﻭﺍﺕ ﺍﳌﺴﺘﺨﺪﻣﺔ ﰲ ﲢﻠﻴﻞ ﻭﺑﻨﺎﺀ ﺍﻟﻨﻈﻢ‪.‬‬
‫ﺃﻭﻻ‪ :‬ﺗﻮﺛﻴﻖ ﻗﻮﺍﻋﺪ ﺍﻟﻘﺮﺍﺭ‬
‫ﻫﻨﺎﻙ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻷﺩﻭﺍﺕ ﺍﻟﱵ ﳝﻜﻦ ﺍﺳﺘﺨﺪﺍﻣﻬﺎ ﻟﺘﻮﺛﻴﻖ ﻗﻮﺍﻋﺪ ﺍﻟﻘﺮﺍﺭﺍﺕ ﻭﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﳌﻨﻄﻘﻴﺔ ﻟﱪﳎﺔ‬
‫ﺍﳊﺎﺳﺐ؛ ﻣﻨﻬﺎ‪:2‬‬
‫‪ -‬ﺟﺪﺍﻭﻝ ﺍﻟﻘﺮﺍﺭ‪ :‬ﻭﺗﺴﺘﺨﺪﻡ ﻟﺘﻮﺛﻴﻖ ﺍﳌﻮﺍﻗﻒ ﺍﻟﱵ ﺗﻜﻮﻥ ﻓﻴﻬﺎ ﺧﻄﻮﺍﺕ ﺍﻟﻘﺮﺍﺭ ﻣﱪﳎﺔ ﻭﻣﻔﻬﻮﻣﺔ ﺑﻮﺿﻮﺡ‪،‬‬
‫ﺣﻴﺚ ﻳﺘﻢ ﲤﺜﻴﻞ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺑﻴﺎﻧﻴﺎ ﰲ ﺻﻮﺭﺓ ﺟﺪﻭﻝ ﻳﻮﺿﺢ ﺑﻪ ﺳﻠﺴﻠﺔ ﻣﻦ ﺍﻟﻈﺮﻭﻑ ﻭﺍﻟﻘﺎﻋﺪﺓ ﺍﻟﱵ ﲢﻜـﻢ‬
‫ﺍﻟﻘﺮﺍﺭ ﰲ ﺗﻠﻚ ﺍﻟﻈﺮﻭﻑ؛ ﻭﺑﺎﻟﺘﺎﱄ ﻳﺘﻀﻤﻦ ﺍﳉﺪﻭﻝ ﻛﺎﻓﺔ ﺍﻟﻈﺮﻭﻑ ﺍﻟﱵ ﳝﻜﻦ ﺃﻥ ﺗﺆﺛﺮ ﻋﻠﻰ ﺍﻟﻘـﺮﺍﺭ‪ .‬ﺇﻥ‬
‫ﺍﳍﺪﻑ ﻣﻦ ﺇﻋﺪﺍﺩ ﺟﺪﺍﻭﻝ ﺍﻟﻘﺮﺍﺭ ﻫﻮ ﺗﺴﻬﻴﻞ ﺍﻻﺗﺼﺎﻝ ﺑﲔ ﺍﶈﻠﻠﲔ ﻭﺍﳌﺴﺘﺨﺪﻣﲔ‪ ،‬ﻭﺃﻳﻀﺎ ﻟﺘﺮﲨﺔ ﺍﻟﻘﻮﺍﻋﺪ‬
‫ﺍﻹﻧﺴﺎﻧﻴﺔ ﺇﱃ ﺷﻜﻞ ﳝﻜﻦ ﻣﻌﺎﳉﺘﻪ ﺑﻮﺍﺳﻄﺔ ﺑﺮﺍﻣﺞ ﺍﳊﺎﺳﺐ ﺍﻵﱄ‪ ،‬ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﺇﻣﻜﺎﻧﻴﺔ ﺗﺮﲨﺔ ﺟـﺪﺍﻭﻝ‬
‫ﺍﻟﻘﺮﺍﺭ ﺇﱃ ﺇﺣﺪﻯ ﻟﻐﺎﺕ ﺍﻟﱪﳎﺔ‪.‬‬
‫‪ -‬ﺷﺠﺮﺓ ﺍﻟﻘﺮﺍﺭ‪:‬ﺗﻘﺪﻡ ﺷﺠﺮﺓ ﺍﻟﻘﺮﺍﺭ ﺍﻟﻈﺮﻭﻑ ﻭﺍﻟﺘﺼﺮﻓﺎﺕ ) ﺍﻟﻘﺮﺍﺭﺍﺕ ( ﺑﺼﻮﺭﺓ ﺗﺘﺎﺑﻌﻴﻪ‪ ،‬ﻭﺫﻟﻚ ﺑﺈﻇﻬﺎﺭ‬
‫ﺍﳌﺴﺎﺭﺍﺕ ﺍﻟﱵ ﳝﻜﻦ ﺃﻥ ﺗﺄﺧﺬﻫﺎ ﺍﻟﻘﺮﺍﺭﺍﺕ‪ ،‬ﻭﺗﺒﺪﺃ ﺍﻟﺸﺠﺮﺓ ﺑﺎﻟﻘﺮﺍﺭ ﺍﳌﺒﺪﺋﻲ ﰒ ﺗﺘﻔﺮﻉ ﺑﻨﺎﺀﺍ ﻋﻠﻰ ﺍﳌﺨﺮﺟﺎﺕ‬
‫ﺍﻟﱵ ﺗﺘﺤﺪ ﺑﺎﻟﻈﺮﻭﻑ ﺍﳌﻮﺟﻮﺩﺓ‪.‬‬

‫‪ 1‬ﺇﺑﺮﺍﻫﻴﻢ ﺳﻠﻄﺎﻥ‪ ،‬ﺍﳌﺮﺟﻊ ﺍﻟﺴﺎﺑﻖ‪ ،‬ﺹ‪.277‬‬

‫‪ 2‬ﻋﻤﺎﺩ ﺍﻟﺼﺒﺎﻍ‪،‬ﻣﺪﺧﻞ ﻟﺘﺤﻠﻴﻞ ﻭﺗﺼﻤﻴﻢ ﻧﻈﻢ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻷﻋﻤﺎﻝ‪ ،‬ﺍﻟﺪﺍﺭ ﺍﻟﻌﻠﻤﻴﺔ ﺍﻟﺪﻭﻟﻴﺔ ﻭﺩﺍﺭ ﺍﻟﺜﻘﺎﻓﺔ ﻟﻠﻨﺸﺮ‪ ،‬ﻋ‪‬ﻤﺎﻥ‪ ،2000،‬ﺹ‪.33‬‬
‫‪69‬‬
‫‪ -‬ﺍﻟﺸﻔﺮﺓ ﺍﻟﺰﺍﺋﻔﺔ ﺃﻭ ﺍﳌﺼﻄﻨﻌﺔ‪ :‬ﻭﻫﻲ ﻭﺳﻴﻠﺔ ﺗﺴﺘﺨﺪﻡ ﻟﻠﺘﻌﺒﲑ ﻋﻦ ﺍﻟﱪﻧﺎﻣﺞ ﺍﳌﻨﻄﻘﻲ ﺑﺎﺳـﺘﺨﺪﺍﻡ ﲨـﻞ‬
‫ﺇﳒﻠﻴﺰﻳﺔ ﺑﺴﻴﻄﺔ‪ ،‬ﻭﺗﺴﺘﺨﺪﻡ ﺗﻠﻚ ﺍﻟﺸﻔﺮﺓ ﻟﺘﺤﺪﻳﺪ ﻋﻤﻠﻴﺎﺕ ﺍﻻﺗﺼﺎﻝ ﺍﻟﱵ ﲢﺪﺩ ﺗﺼﻤﻴﻢ ﺍﻟﱪﻧﺎﻣﺞ‪ .‬ﻛﻤـﺎ‬
‫ﺗﺴﺘﺨﺪﻡ ﻟﺘﻮﺛﻴﻖ ﻗﻮﺍﻋﺪ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺃﺛﻨﺎﺀ ﺍﻟﺘﺤﻠﻴﻞ‪.‬‬

‫ﺛﺎﻧﻴﺎ‪ :‬ﺍﻟﺘﺤﻠﻴﻞ ﺍﳍﻴﻜﻠﻲ‬

‫ﻳﺴﺘﺨﺪﻡ ﺍﻟﺘﺤﻠﻴﻞ ﺍﳍﻴﻜﻠﻲ ﻟﺘﻌﺮﻳﻒ ﻣﺪﺧﻼﺕ ﻭﻋﻤﻠﻴﺎﺕ ﻭﳐﺮﺟﺎﺕ ﺍﻟﻨﻈﺎﻡ ﻭﻛﺬﻟﻚ ﲡﺰﺋﺔ ﺍﻟﻨﻈﻢ‬
‫ﺇﱃ ﻧﻈﻢ ﻓﺮﻋﻴﺔ‪ ،‬ﻭﻳﺴﺘﺨﺪﻡ ﺍﻟﺘﺤﻠﻴﻞ ﺍﳍﻴﻜﻠﻲ ﰲ ﲢﻠﻴﻞ ﺍﻟﻨﻈﻢ‪ ،‬ﻭﲢﺪﻳﺪ ﺍﳌﺘﻄﻠﺒﺎﺕ‪ ،‬ﻛﻤﺎ ﻳﺴﺘﺨﺪﻡ ﻛﻨﻘﻄـﺔ‬
‫ﺑﺪﺍﻳﺔ ﻟﺘﺼﻤﻴﻢ ﻫﻴﻜﻞ ﺍﻟﱪﳎﻴﺎﺕ‪ .‬ﻭﻣﻦ ﺑﲔ ﺃﺩﻭﺍﺕ ﺍﻟﺘﺤﻠﻴﻞ ﺍﳍﻴﻜﻠﻲ ﻳﻮﺟﺪ ﳐﻄـﻂ ﺗـﺪﻓﻖ ﺍﻟﺒﻴﺎﻧـﺎﺕ‪،‬‬
‫ﻭﻗﺎﻣﻮﺱ ﺍﻟﺒﻴﺎﻧﺎﺕ‪.‬‬
‫‪ -1‬ﳐﻄﻂ ﺗﺪﻓﻖ ﺍﻟﺒﻴﺎﻧﺎﺕ‬
‫ﻋﺒﺎﺭﺓ ﻋﻦ ﺭﺳﻢ ﻳﺒﲔ ﻋﻤﻠﻴﺎﺕ ﲢﻮﻳﻞ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺗﺪﻓﻘﻬﺎ ﻣﻦ ﻭﺇﱃ ﻭﺧﻼﻝ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ؛ ﲝﻴﺚ‬
‫ﻳﺘﻀﻤﻦ ﺗﺪﻓﻖ ﺍﻟﺒﻴﺎﻧﺎﺕ ﳎﻤﻮﻉ ﺍﳌﺴﺘﻨﺪﺍﺕ‪ ،‬ﺍﻟﺘﻘﺎﺭﻳﺮ‪ ،‬ﺍﻟﺒﻴﺎﻧﺎﺕ ﻣﻦ ﺍﳊﺎﺳﺐ ﰲ ﺷﻜﻞ ﻣﻠﻔﺎﺕ‪ ،‬ﺃﻭ ﻏﲑﻫﺎ‪.‬‬
‫ﻭﺗﺴﺘﺨﺪﻡ ﺍﻟﺮﻣﻮﺯ ﺍﻟﺘﺎﻟﻴﺔ ﻋﻨﺪ ﺑﻨﺎﺀ ﳐﻄﻂ ﺗﺪﻓﻖ ﺍﻟﺒﻴﺎﻧﺎﺕ‪.‬‬
‫‪ -‬ﺍﻟﺴﻬﻢ ﻟﺒﻴﺎﻥ ﺗﺪﻓﻖ ﺍﻟﺒﻴﺎﻧﺎﺕ‪.‬‬
‫‪-‬ﺍﳌﺮﺑﻊ ﺃﻭ ﺍﳌﺴﺘﻄﻴﻞ ﺍﳌﺴﺘﺪﻳﺮ ﺍﻷﺭﻛﺎﻥ ﻟﺒﻴﺎﻥ ﻋﻤﻠﻴﺔ ﲢﻮﻳﻞ ﺍﻟﺒﻴﺎﻧﺎﺕ‪.‬‬

‫‪-‬ﺍﳌﺴﺘﻄﻴﻞ ﻧﺎﻗﺺ ﺿﻠﻊ ﻟﺒﻴﺎﻥ ﲣﺰﻳﻦ ﺍﻟﺒﻴﺎﻧﺎﺕ‪.‬‬

‫‪-‬ﺍﳌﺴﺘﻄﻴﻞ ﺃﻭ ﺍﳌﺮﺑﻊ ﻟﺒﻴﺎﻥ ﺍﻟﻜﻴﺎﻥ ﺍﳋﺎﺭﺟﻲ ﻛﻤﺆﺷﺮ ﳌﺼﺪﺭ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺃﻭ ﻣﺘﻠﻘﻴﻬﺎ‪.‬‬

‫‪70‬‬
 ‫‪ -2‬ﻗﺎﻣﻮﺱ ﺍﻟﺒﻴﺎﻧﺎﺕ‬
‫ﻳﺘﻀﻤﻦ ﻗﺎﻣﻮﺱ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻋﻦ ﻛﻞ ﻭﺣﺪﺓ ﺑﻴﺎﻧﺎﺕ ﻭﻛﺬﻟﻚ ﳎﻤﻮﻋﺎﺕ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺧـﻼﻝ‬
‫ﺍﻟﻨﻈﺎﻡ‪ ،‬ﻭﻳﻘﻮﻡ ﻗﺎﻣﻮﺱ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺑﺘﻌﺮﻳﻒ ﳏﺘﻮﻯ ﺗﺪﻓﻖ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﳐﺎﺯﻥ ﺍﻟﺒﻴﺎﻧﺎﺕ‪ .‬ﻭﻫﻮ ﻳﺴﺎﻋﺪ ﻣﺼﻤﻢ‬
‫ﺍﻟﻨﻈﺎﻡ ﻋﻠﻰ ﺗﻔﻬﻢ ﻣﺎ ﲢﺘﻮﻳﻪ ﻭﺣﺪﺓ ﺍﻟﺒﻴﺎﻧﺎﺕ‪ ،‬ﻛﻤﺎ ﻳﺘﻀﻤﻦ ﻗﺎﻣﻮﺱ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻣﻌﻠﻮﻣﺎﺕ ﻋـﻦ ﺍﻟﺘﻜـﺮﺍﺭ‪،‬‬
‫ﻭﺍﳊﺠﻢ‪ ،‬ﻭﺍﻟﻘﻴﻢ‪ ،‬ﻭﺍﳌﺴﺘﺨﺪﻣﲔ‪ ،‬ﻭﺍﻷﻣﻦ‪ ،‬ﻭﺍﻟﻌﻤﻠﻴﺎﺕ؛ ﺃﻱ ﺃﻥ ﻗﺎﻣﻮﺱ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻳﻮﻓﺮ ﻟﻠﻤـﺼﻤﻢ ﻛﺎﻓـﺔ‬
‫ﺍﻟﺘﻔﺎﺻﻴﻞ ﻋﻦ ﺍﻟﺒﻴﺎﻧﺎﺕ‪.‬‬
‫ﺛﺎﻟﺜﺎ‪ :‬ﺍﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻠﻲ ) ﺍﻟﺘﺮﻛﻴﱯ (‬
‫ﻳﺸﻤﻞ ﺍﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻠﻲ ﳎﻤﻮﻋﺔ ﻣﻦ ﻗﻮﺍﻋﺪ ﺍﻟﺘﺼﻤﻴﻢ ﻭﺍﻟﻮﺳﺎﺋﻞ ﺍﻟﱵ ﲢﻘـﻖ ﺳـﻬﻮﻟﺔ ﻭﺑـﺴﺎﻃﺔ‬
‫ﻭﻭﺿﻮﺡ ﺍﻟﱪﻧﺎﻣﺞ‪ ،‬ﻭﻫﻮ ﻣﺎ ﻳﺆﺩﻱ ﺇﱃ ﲣﻔﻴﺾ ﰲ ﺍﻟﻮﻗﺖ‪ ،‬ﻭﺍ‪‬ﻬﻮﺩ ﺍﻟﻼﺯﻣﺎﻥ ﻟﻌﻤﻠﻴﺎﺕ ﺍﻟﺘﺮﻣﻴﺰ‪ ،‬ﻭﲣﻔﻴﺾ‬
‫ﺍﻷﺧﻄﺎﺀ‪ ،‬ﻭﺍﻟﺼﻴﺎﻧﺔ‪ ،‬ﻭﻳﺸﺎﺭ ﺇﱃ ﺍﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻠﻲ ﺑﺎﻟﺘﺼﻤﻴﻢ ﻣﻦ ﺃﻋﻠﻰ ﺇﱃ ﺃﺳﻔﻞ‪.‬‬
‫ﺇﻥ ﺍﻟﻘﺎﻋﺪﺓ ﺍﻷﺳﺎﺳﻴﺔ ﻟﻠﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻠﻲ ﻫﻲ ﺃﻥ ﺍﻟﻨﻈﺎﻡ ﳚﺐ ﺃﻥ ﻳﺼﻤﻢ ﻣﻦ ﺃﻋﻠﻰ ﺇﱃ ﺃﺳـﻔﻞ ﰲ ﺷـﻜﻞ‬
‫ﻫﺮﻣﻲ ﻣﺘﻀﻤﻨﺎ ﻣﺴﺘﻮﻳﺎﺕ ﻣﻦ ﺍﻟﺘﻔﺎﺻﻴﻞ؛ ﻓﺎﻟﺘﺼﻤﻴﻢ ﳚﺐ ﺃﻥ ﻳﺄﺧﺬ ﰲ ﺍﻻﻋﺘﺒﺎﺭ ﺍﻟﻮﻇﺎﺋﻒ ﺍﻟﺮﺋﻴﺴﻴﺔ ﻟﻠﻨﻈﺎﻡ‬
‫ﰒ ﺗﻘﺴﻴﻢ ﺗﻠﻚ ﺍﻟﻮﻇﺎﺋﻒ ﺇﱃ ﻭﻇﺎﺋﻒ ﻓﺮﻋﻴﺔ ﺣﱴ ﻳﺼﻞ ﺇﱃ ﺍﳊﺪ ﺍﻷﺩﱏ ﻣﻦ ﺍﻟﺘﻔﺼﻴﻼﺕ‪.‬ﰒ ﻳﺘﻢ ﺗﻮﺛﻴﻘﻪ ﰲ‬
‫ﺷﻜﻞ ﺧﺮﻳﻄﺔ ﻫﻴﻜﻠﻴﺔ ﺗﺒﲔ ﻣﺴﺘﻮﻳﺎﺕ ﺍﻟﺘﺼﻤﻴﻢ ﻭﻋﻼﻗﺎﺕ ﺗﻠﻚ ﺍﳌـﺴﺘﻮﻳﺎﺕ ﺑﺒﻌـﻀﻬﺎ ﻭﺑﺎﳌـﺴﺘﻮﻳﺎﺕ‬
‫ﺍﻷﺧﺮﻯ‪.‬‬
‫ﺭﺍﺑﻌﺎ‪ :‬ﺧﺮﺍﺋﻂ ﺍﻟﺘﺪﻓﻖ‬
‫ﺗﻌﺪ ﺧﺮﺍﺋﻂ ﺍﻟﺘﺪﻓﻖ ﻭﺳﻴﻠﺔ ﺑﻴﺎﻧﻴﺔ ﺗﺼﻒ ﺗﺪﻓﻖ ﺍﻟﻌﻤﻞ ﺩﺍﺧﻞ ﺃﺟﺰﺍﺀ ﺍﻟﻨﻈﺎﻡ ﺍﳌﺨﺘﻠﻔﺔ‪ ،‬ﻭﻫﻲ ﺗﻮﺿـﺢ‬
‫ﺍﻟﻌﻼﻗﺎﺕ ﺍﳌﻨﻄﻘﻴﺔ ﺑﲔ ﺍﳌﺪﺧﻼﺕ ﻭﺍﻟﺘﺸﻐﻴﻞ ﻭﺍﳌﺨﺮﺟﺎﺕ ﻭﻛﺬﺍ ﺍﺳﺘﺮﺟﺎﻉ ﺍﳌﻌﻠﻮﻣـﺎﺕ‪ .‬ﺇﻥ ﺍﺳـﺘﺨﺪﺍﻡ‬
‫‪1‬‬
‫ﺧﺮﺍﺋﻂ ﺗﺪﻓﻖ ﺍﻟﻨﻈﻢ ﳛﻘﻖ ﺍﻷﰐ ‪:‬‬
‫‪ -1‬ﻋﺮﺽ ﲨﻴﻊ ﻣﻜﻮﻧﺎﺕ ﺍﻟﻨﻈﺎﻡ‪.‬‬
‫‪ -2‬ﺗﺘﺒﻊ ﺗﺪﻓﻖ ﺍﳌﻌﻠﻮﻣﺎﺕ‪.‬‬
‫‪ -3‬ﻋﺮﺽ ﺍﻟﻮﺳﺎﺋﻂ ﺍﳌﺎﺩﻳﺔ ﻹﺩﺧﺎﻝ ﻭﺇﺧﺮﺍﺝ ﻭﲣﺰﻳﻦ ﺍﻟﺒﻴﺎﻧﺎﺕ‪.‬‬
‫‪ -4‬ﺇﻇﻬﺎﺭ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻷﺳﺎﺳﻴﺔ ﻭﻧﻘﺎﻁ ﺍﻟﻘﺮﺍﺭ‪.‬‬

‫‪Dalila Taouri & M.C. Belaid, Introduction Aux Systèmes D’informayions, Edition Les‬‬
‫‪1‬‬

‫‪Pages Bleues De Rims, Bouira, Sans Date De Publication, P86.‬‬

‫‪71‬‬
 ‫ﻭﻓﻴﻤﺎ ﻳﻠﻲ ﺃﻫﻢ ﺍﻟﺮﻣﻮﺯ ﺍﳌﺴﺘﺨﺪﻣﺔ ﰲ ﺭﺳﻢ ﺧﺮﺍﺋﻂ ﺗﺪﻓﻖ ﺍﻟﻨﻈﺎﻡ‪:‬‬

‫ﻣﺪﺧﻼﺕ ‪ /‬ﳐﺮﺟﺎﺕ‬ ‫ﺇﺩﻣﺎﺝ‬

‫)ﺳﺠﻞ ﻣﺆﻗﺖ (‬ ‫ﻓﺮﺯ‬ ‫ﻣﻘﺎﺭﻧﺔ‬

‫ﺷﺮﻳﻂ ﳑﻐﻨﻂ‬ ‫ﺷﺮﻳﻂ ﻣﺜﻘﺐ‬ ‫ﻋﻤﻠﻴﺎﺕ‬ ‫ﲡﻬﻴﺰ‬

‫ﺇﺩﺧﺎﻝ ﻣﺘﺼﻞ ﻣﺒﺎﺷﺮﺓ‬ ‫ﲣﺰﻳﻦ ﻣﺘﺼﻞ‬

‫ﺑﺎﳊﺎﺳﺐ‬ ‫ﺗﺸﻐﻴﻞ ﻳﺪﻭﻱ‬ ‫ﻣﺴﺘﻨﺪﺍﺕ )ﺗﻘﺎﺭﻳﺮ ﻣﻄﺒﻮﻋﺔ(‬ ‫ﺑﺎﳊﺎﺳﺐ ﻣﺒﺎﺷﺮﺓ‬

‫ﻭﺣﺪﺓ ﻋﺮﺽ ﻣﺮﺋﻲ‬

‫ﺑﻄﺎﻗﺔ ﻣﺜﻘﺒﺔ‬ ‫ﺧﻂ ﺍﺗﺼﺎﻝ‬ ‫ﻣﺘﺼﻠﺔ ﻣﺒﺎﺷﺮﺓ ﺑﺎﳊﺎﺳﺐ‬ ‫ﺃﺳﻄﻮﺍﻧﺔ‬

‫ﻟﻮﺣﺔ ﺗﺸﻐﻴﻞ ﺍﳌﻔﺎﺗﻴﺢ‬ ‫ﻋﻤﻠﻴﺔ ﻣﺴﺎﻋﺪﺓ‬ ‫ﻧﻘﻄﺔ ﺭﺑﻂ‬ ‫ﺳﺠﻞ ﺩﺍﺋﻢ‬ ‫ﻗﺮﺍﺭ‬

‫)ﺍﳌﺼﺪﺭ‪ :‬ﺇﺑﺮﺍﻫﻴﻢ ﺳﻠﻄﺎﻥ‪ ،‬ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ)ﻣﺪﺧﻞ ﺇﺩﺍﺭﻱ(‪ ،‬ﺍﻟﺪﺍﺭ ﺍﳉﺎﻣﻌﻴـﺔ ﺍﻟﻄﺒـﻊ ﻭﺍﻟﻨـﺸﺮ ﻭﺍﻟﺘﻮﺯﻳـﻊ‪،‬‬
‫ﺍﻹﺳﻜﻨﺪﺭﻳﺔ‪ ،2000 ،‬ﺹ‪(288‬‬

‫‪72‬‬
 ‫ﻭﺗﺘﻤﻴﺰ ﺧﺮﺍﺋﻂ ﺍﻟﺘﺪﻓﻖ ﺑﺎﻟﻌﺪﻳﺪ ﻣﻦ ﺍﳌﺰﺍﻳﺎ؛ ﻣﻨﻬﺎ‪:‬‬
‫‪ -1‬ﺗﻮﺿﻴﺢ ﺍﻟﺘﺴﻠﺴﻞ ﺍﳌﻨﻄﻘﻲ ﺍﻟﺬﻱ ﲢﺪﺙ ﺑﻪ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﳌﻌﻘﺪﺓ‪.‬‬
‫‪ -2‬ﺍﳌﺴﺎﻋﺪﺓ ﰲ ﺗﺼﻮﺭ ﺍﳌﻮﺍﺭﺩ ﺍﳌﻄﻠﻮﺑﺔ ﻭﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﱵ ﲢﺪﺙ ﺧﻼﻝ ﺍﻟﻌﻤﻠﻴﺎﺕ‪.‬‬
‫‪ -3‬ﺗﺼﻒ ﻋﻦ ﻃﺮﻳﻖ ﺍﻟﺮﺳﻢ ﻣﺎﺫﺍ ﳝﻜﻦ ﺃﻥ ﳛﺪﺙ ﻛﻨﺘﻴﺠﺔ ﻣﻨﻄﻘﻴﺔ ﻻﲣﺎﺫ ﻗﺮﺍﺭ ﻣﻌﲔ ﻭﻛﺬﺍ ﺑـﺪﺍﺋﻞ‬
‫ﺍﻟﺘﺼﺮﻑ‪.‬‬
‫‪ -4‬ﺗﺴﺎﻋﺪ ﳏﻠﻞ ﺍﻟﻨﻈﻢ ﰲ ﻓﻬﻢ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ؛ ﻭﻣﻦ ﰒ ﲢﺴﲔ ﻭﺯﻳﺎﺩﺓ ﻛﻔﺎﺀﺓ ﻧﻈـﻢ ﺍﳌﻌﻠﻮﻣـﺎﺕ‬
‫ﺍﻹﺩﺍﺭﻳﺔ؛ ﳑﺎ ﻳﻨﻌﻜﺲ ﺑﺎﻹﳚﺎﺏ ﻋﻠﻰ ﺟﻮﺩﺓ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳌﺘﺨﺬﺓ‪.‬‬

‫ﻭﻳﺒﲔ ﺍﻟﺸﻜﻞ )‪ (18‬ﺧﺮﻳﻄﺔ ﺗﻮﺿﺢ ﻧﻈﺎﻡ ﺍﳌﺸﺘﺮﻳﺎﺕ ﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ ﺑﺎﻟﻔﻮﺍﺗﲑ ﺍﻟﱵ ﻳﺘﻢ ﺍﺳﺘﻼﻣﻬﺎ ﻣﻦ‬
‫ﺍﳌﻮﺭﺩﻳﻦ‪ ،‬ﻭﻳﺘﺒﲔ ﺃﻥ ﺧﻄﻮﺍﺕ ﺫﻟﻚ ﺍﻟﻨﻈﺎﻡ ﻛﺎﻵﰐ‪:‬‬
‫ﺃ‪ -‬ﺍﺳﺘﻼﻡ ﺍﻟﻔﺎﺗﻮﺭﺓ ﻣﻦ ﺍﳌﻮﺭﺩ‪.‬‬
‫ﺏ‪ -‬ﺇﺩﺧﺎﻝ ﺑﻴﺎﻧﺎﺕ ﺗﻠﻚ ﺍﻟﻔﺎﺗﻮﺭﺓ ﻭﺗﺴﺠﻴﻠﻬﺎ ﻋﻠﻰ ﺃﺳﻄﻮﺍﻧﺔ ﻭﰲ ﻧﻔﺲ ﺍﻟﻮﻗـﺖ ﺣﻔﻈﻬـﺎ ﰲ ﻣﻠـﻒ‬
‫ﺍﻟﻔﻮﺍﺗﲑ‪.‬‬
‫ﺝ‪ -‬ﺗﺸﻐﻴﻞ ﺑﻴﺎﻧﺎﺕ ﺣﺴﺎﺑﺎﺕ ﺍﳌﻮﺭﺩﻳﻦ‪.‬‬
‫ﺗﺼﺤﻴﺢ ﺍﻷﺧﻄﺎﺀ‪ ،‬ﻭﺣﻔﻆ ﺍﻷﺧﻄﺎﺀ ﰲ ﻗﺎﻋﺪﺓ ﺑﻴﺎﻧﺎﺕ ﳐﺼﺼﺔ ﻟﺬﻟﻚ‪.‬‬ ‫ﺩ‪-‬‬
‫ﺇﺭﺳﺎﻝ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﻟﺼﺤﻴﺤﺔ ﺇﱃ ﻣﻠﻒ ﺍﻟﻌﻤﻠﻴﺎﺕ‪.‬‬ ‫ﻫـ‬
‫ﻭ – ﻓﺮﺯ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻋﻠﻰ ﺃﺳﺎﺱ ﺭﻗﻢ ﺣﺴﺎﺏ ﺍﳌﻮﺭﺩ‪.‬‬
‫ﲢﺪﻳﺚ ﺍﳌﻠﻒ ﺍﻟﺮﺋﻴﺴﻲ‪.‬‬ ‫ﺯ‪-‬‬
‫ﻃﺒﺎﻋﺔ ﺗﻘﺮﻳﺮ ﻋﻦ ﺍﳊﺴﺎﺑﺎﺕ ﺍﳌﺪﻳﻨﺔ‪.‬‬ ‫ﺡ‪-‬‬

‫‪73‬‬
 ‫ﺍﻟﺸﻜﻞ )‪ :( 18‬ﺧﺮﻳﻄﺔ ﺗﺪﻓﻖ ﳉﺰﺀ ﻣﻦ ﻧﻈﺎﻡ ﺍﳌﺸﺘﺮﻳﺎﺕ‬

‫‪Q‬ا‪ $‬ارد!‬

‫‪ D‬ا‪R‬ا‪$‬‬
‫إد‪S‬ل ات‬
‫‪ U8‬ا‪9T‬ا
‬

‫‪ VO$‬ا*‪9S‬ء‬

‫‪D‬‬
‫ا ت‬ ‫ا*‪9S‬ء‬

‫) ا‪( 7L.‬‬

‫ا‪D‬‬

‫ا‪A<H‬‬ ‫‪Q‬ز‬
‫‪<= 8 !F$‬ب‬
‫ارد!‬
‫رد!‬

‫)ﺍﳌﺼﺪﺭ‪ :‬ﺇﺑﺮﺍﻫﻴﻢ ﺳﻠﻄﺎﻥ‪ ،‬ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ‬

‫ﺍﻹﺩﺍﺭﻳﺔ )ﻣﺪﺧﻞ ﺇﺩﺍﺭﻱ(‪ ،‬ﺍﻟﺪﺍﺭ ﺍﳉﺎﻣﻌﻴﺔ ﺍﻟﻄﺒﻊ‬ ‫‪ Y!1$‬ا‪D‬‬
‫ﻭﺍﻟﻨﺸﺮ ﻭﺍﻟﺘﻮﺯﻳﻊ‪ ،‬ﺍﻹﺳﻜﻨﺪﺭﻳﺔ‪،2000 ،‬‬ ‫ا‪A<H‬‬
‫رد!‬
‫ﺹ‪( 292‬‬

‫‪74‬‬
 ‫ﺍﻟﻤﻄﻠﺐ ﺍﻟﺮﺍﺑﻊ‪ :‬ﺩﻭﺭ ﺍﻟﺤﺎﺳﺐ ﺍﻵﻟﻲ ﻓﻲ ﺯﻳﺎﺩﺓ ﻓﻌﺎﻟﻴﺔ ﺃﻧﻈﻤﺔ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‬

‫ﺇﻥ ﺍﺯﺩﻳﺎﺩ ﺣﺠﻢ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﻟﱵ ﺗﺘﻌﺎﻣﻞ ﻣﻌﻬﺎ ﺍﳌﺆﺳﺴﺔ ﻭﻛﺬﺍ ﺍﺯﺩﻳﺎﺩ ﺍﺣﺘﻴﺎﺟﺎﺕ ﺍﻹﺩﺍﺭﺓ ‪-‬ﻭﻏﲑﻫﺎ‬
‫ﻣﻦ ﺍﻷﻃﺮﺍﻑ ﺍﳌﻬﺘﻤﺔ ﺑﺎﳌﻨﻈﻤﺔ‪ -‬ﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺃﺩﺕ ﺇﱃ ﺗﻄﻮﺭ ﺳﺮﻳﻊ ﰲ ﺃﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ؛ ﺍﻟﱵ ﺳﺎﳘﺖ‬
‫ﺑﺪﻭﺭﻫﺎ ﰲ ﺍﺯﺩﻳﺎﺩ ﺍﻧﺘﺸﺎﺭ ﺍﺳﺘﺨﺪﺍﻡ ﺍﳊﺎﺳﺒﺎﺕ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ)ﺍﻟﻜﻤﺒﻴﻮﺗﺮ( ﺍﻟﱵ ﺗﻌﺘﱪ ﻭﺳﻴﻠﺔ ﻣﺴﺎﻋﺪﺓ ﳍـﺬﻩ‬
‫ﺍﻟﻨﻈﻢ –ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﺍﻟﻮﺳﺎﺋﻞ ﺍﻷﺧﺮﻯ ﺍﳌﺬﻛﻮﺭﺓ ﺳﺎﺑﻘﺎ‪-‬؛ ﻟﻜﻦ ﺍﳉﺪﻳﺮ ﺑﺎﻟﺘﻮﺿﻴﺢ ﻫـﻮ ﺃﻥ ﺍﳊﺎﺳـﺐ‬
‫ﺍﻻﻟﻜﺘﺮﻭﱐ ﻟﻴﺲ ﰲ ﺣﺪ ﺫﺍﺗﻪ ﻧﻈﺎﻣﺎ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ؛ ﺑﻞ ﻫﻮ ﻭﺳﻴﻠﺔ ﺃﺳﺎﺳﻴﺔ ﻟﺰﻳﺎﺩﺓ ﻓﻌﺎﻟﻴﺔ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻟِﻤﺎ‬
‫ﻳﺘﻤﻴﺰ ﺑﻪ ﻣﻦ ﺧﺼﺎﺋﺺ ﲤﻜﻨﻪ ﻣﻦ ﺃﺩﺍﺀ ﻋﺪﺓ ﻋﻤﻠﻴﺎﺕ ﻳﺴﺘﺤﻴﻞ ﺍﻟﻘﻴﺎﻡ ‪‬ﺎ ﺑﺪﻭﻧﻪ؛ ﻭﻋﻠﻴﻪ‪ ،‬ﻭﺟﺐ ﺍﻟﺘﺄﻛﻴـﺪ‬
‫‪1‬‬
‫ﻋﻠﻰ ﺃﻧﻪ‪:‬‬
‫‪ -1‬ﻟﻴﺴﺖ ﲨﻴﻊ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﺮﲰﻴﺔ ﰲ ﺣﺎﺟﺔ ﺇﱃ ﺣﺎﺳﺐ ﺍﻟﻜﺘﺮﻭﱐ‪.‬‬
‫‪ -2‬ﻻ ﻳﺘﺮﺗﺐ ﻋﻠﻰ ﺍﺳﺘﺨﺪﺍﻡ ﺍﳊﺎﺳﺐ ﺍﻹﻟﻜﺘﺮﻭﱐ ﺑﺎﻟﻀﺮﻭﺭﺓ ﲢﺴﲔ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ‪.‬‬
‫‪ -3‬ﻫﻨﺎﻙ ﻣﻦ ﺍﻟﺘﻘﺎﺭﻳﺮ ﺍﻟﱵ ﻳﺘﻢ ﺇﻧﺘﺎﺟﻬﺎ ﺑﺎﺳﺘﺨﺪﺍﻡ ﺍﳊﺎﺳﺐ ﻣﺎ ﻻ ﻳﻌﺘﱪ ﻣﻌﻠﻮﻣﺎﺕ‪.‬‬
‫ﻭﻫﻨﺎﻙ ﺣﺎﻻﺕ ﻳﺆﺩﻱ ﻓﻴﻬﺎ ﺍﺳﺘﺨﺪﺍﻡ ﺍﳊﺎﺳﺐ ﺇﱃ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﳌﺸﺎﻛﻞ ﺧﺼﻮﺻﺎ ﺇﺫﺍ ﰎ ﺍﺳﺘﺨﺪﺍﻣﻪ ﰲ ﻇﻞ‬
‫ﻧﻈﺎﻡ ﺳﻲﺀ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ؛ ﻟﺬﻟﻚ ﻓﺈﻥ ﺍﻷﻣﺮ ﻳﺘﻄﻠﺐ ﺿﺮﻭﺭﺓ ﺇﺟﺮﺍﺀ ﲢﻠﻴﻞ ﻟﻠﻨﻈﺎﻡ ﻭﺫﻟﻚ ﻗﺒﻞ ﲢﺪﻳﺪ ﻣﺪﻯ‬
‫ﺿﺮﻭﺭﺓ ﺍﺳﺘﺨﺪﺍﻡ ﺍﳊﺎﺳﺐ ﻣﻦ ﻋﺪﻣﻪ؛ ﺃﻱ ﺃﻧﻪ ﳚﺐ ﺍﻟﺘﻔﻜﲑ ﰲ ﺍﻟﻨﻈﺎﻡ ﺃﻭﻻ ﻗﺒﻞ ﺍﻟﺘﻔﻜﲑ ﰲ ﺍﻵﻻﺕ‬
‫ﺍﻟﻼﺯﻣﺔ ﻟﺘﺸﻐﻴﻠﻪ‪.‬‬
‫ﻛﻤﺎ ﳝﻜﻦ ﺇﺭﺟﺎﻉ ﻓﺸﻞ ﺍﺳﺘﺨﺪﺍﻡ ﺍﳊﺎﺳﺒﺎﺕ ﰲ ﺑﻌﺾ ﺍﻟﺘﻨﻈﻴﻤﺎﺕ ﺇﱃ ﺛﻼﺛﺔ ﺃﺳﺒﺎﺏ ﺭﺋﻴﺴﻴﺔ ﻭﻫﻲ‪:‬‬
‫‪ -1‬ﺯﻳﺎﺩﺓ ﺍﻟﺘﻔﺎﺅﻝ ﺃﻛﺜﺮ ﳑﺎ ﳚﺐ ﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ ﺑﺎﳌﺰﺍﻳﺎ ﺍﳌﺘﻮﻗﻌﺔ ﻣﻦ ﺍﺳﺘﺨﺪﺍﻡ ﺍﳊﺎﺳﺐ‪.‬‬
‫‪ -2‬ﻋﺪﻡ ﻭﺟﻮﺩ ﲢﻠﻴﻞ ﺟﻴﺪ ﻟﻠﻨﻈﺎﻡ‪.‬‬
‫‪-3‬ﻋﻘﺪﺓ ﺣﻴﺎﺯﺓ ﺍﳊﺎﺳﺐ ﻭﺍﻟﱵ ﺗﻌﺎﱐ ﻣﻨﻬﺎ ﺍﻹﺩﺍﺭﺓ ﰲ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﺘﻨﻈﻴﻤﺎﺕ ﺧﺎﺻﺔ ﰲ ﺩﻭﻝ‬
‫ﺍﻟﻌﺎﱂ ﺍﻟﺜﺎﻟﺚ ﻭﺍﻟﺪﻭﻝ ﺍﻟﻌﺮﺑﻴﺔ‪.‬‬
‫ﻭﻳﺆﺩﻱ ﺍﺳﺘﺨﺪﺍﻡ ﺍﳊﺎﺳﺐ ﺍﻻﻟﻜﺘﺮﻭﱐ – ﺇﺫﺍ ﻣﺎ ﰎ ﺫﻟﻚ ﻋﻠﻰ ﺃﺳﺎﺱ ﲢﻠﻴﻞ ﺟﻴﺪ ﻟﻠﻨﻈﺎﻡ – ﺇﱃ ﲢﺴﲔ‬
‫ﻓﻌﺎﻟﻴﺔ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺧﺼﻮﺻﺎ ﰲ ﺣﺎﻟﺔ ﺗﻌﻘﺪ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻟﺘﺸﻐﻴﻠﻴﺔ ﻭﺍﳊﺴﺎﺑﻴﺔ ﻭﻛﱪ ﺣﺠﻢ ﺍﻟﺒﻴﺎﻧﺎﺕ‬
‫ﺍﳌﻄﻠﻮﺏ ﺗﺸﻐﻴﻠﻬﺎ‪ ،‬ﺃﻳﻦ ﺗﺼﺒﺢ ﺍﻟﺴﺮﻋﺔ ﻭﺇﻣﻜﺎﻧﻴﺎﺕ ﺍﻟﺘﺨﺰﻳﻦ ﻭﺩﺭﺟﺔ ﺍﻟﺪﻗﺔ ﰲ ﺍﻟﺘﺸﻐﻴﻞ ﻣﻦ ﺍﳌﺰﺍﻳﺎ ﺍﻟﺮﺋﻴﺴﻴﺔ‬
‫ﻻﺳﺘﺨﺪﺍﻡ ﺍﳊﺎﺳﺒﺎﺕ‪ ،‬ﻭﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﺫﻟﻚ ﻓﻠﻘﺪ ﺃﺩﺕ ﺍﻟﺘﻄﻮﺭﺍﺕ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺔ ﰲ ﳎﺎﻝ ﺍﳊﺎﺳﺒﺎﺕ –ﻛﻤﺎ‬
‫ﰎ ﺫﻛﺮﻩ ﺳﺎﺑﻘﺎ‪ -‬ﺇﱃ ﲣﻔﻴﺾ ﺗﻜﻠﻔﺔ ﺍﻗﺘﻨﺎﺀ ﺍﳊﺎﺳﺒﺎﺕ ﻭﺗﺸﻐﻴﻠﻬﺎ ﺑﺪﺭﺟﺔ ﻛﺒﲑﺓ؛ ﻭﰲ ﻫﺬﺍ ﺍﻟﺼﺪﺩ ﺑﻴﻨﺖ‬

‫ﺃﲪﺪ ﺑﺴﻴﻮﱐ ﺷﺤﺎﺗﺔ ﻭﺁﺧﺮﻭﻥ‪ ،‬ﺍﳌﺮﺟﻊ ﺍﻟﺴﺎﺑﻖ‪ ،‬ﺹ‪.46‬‬ ‫‪1‬‬

‫‪75‬‬
‫ﺩﺭﺍﺳﺔ ﻗﺎﻣﺖ ‪‬ﺎ ﺷﺮﻛﺔ ﺍﳌﻌﺪﺍﺕ ﺍﻟﺮﻗﻤﻴﺔ ﺍﻷﻣﺮﻳﻜﻴﺔ ﺳﻨﺔ ‪ 1991‬ﺑﺄﻥ ﺗﺴﻊ ﺷﺮﻛﺎﺕ ﺃﻣﺮﻳﻜﻴﺔ ﻣﻦ ﺃﺻﻞ‬
‫ﻋﺸﺮﺓ ﺗ‪‬ﻌﺘﺒِﺮ ﺍﳊﺎﺳﺒﺎﺕ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ﻣﺼﺪﺭﺍ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎ ﻻ ﳝﻜﻦ ﺑﺄﻱ ﺣﺎﻝ ﻣﻦ ﺍﻷﺣﻮﺍﻝ ﺍﻻﺳﺘﻐﻨﺎﺀ ﻋﻨﻪ ﺃﻭ‬
‫ﺇﳘﺎﻟﻪ‪ ،‬ﻛﻤﺎ ﺃﻥ ‪ %98‬ﻣﻦ ﺍﳌﺪﺭﺍﺀ ﺍﻟﺘﻨﻔﻴﺬﻳﲔ ﺍﻟﻜﺒﺎﺭ ﻭﺍﳌﺪﺭﺍﺀ ﺍﻟﺘﺸﻐﻴﻠﻴﲔ ﻭﺍﳌﺨﻄﻄﲔ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﲔ ﻳﺮﻭﻥ‬
‫ﺑﺄﻥ ﺍﳊﺎﺳﺒﺎﺕ ﺗﺸﻜﻞ ﻋﺎﻣﻼ ﺭﺋﻴﺴﻴﺎ ﰲ ﻣﺆﺳﺴﺎ‪‬ﻢ ﻭﺃﻥ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﺘﻨﻔﻴﺬﻳﺔ ﺍﻟﻜﺒﲑﺓ ﻻ ﻏﲎ ﳍﺎ ﻋﻦ ﺗﻔﻬﻢ‬
‫‪1‬‬
‫ﺍﳊﺎﺳﻮﺏ ﻭﺗﺄﺛﲑﻩ ﻋﻠﻰ ﺍﻟﻌﻤﻞ‪.‬‬
‫ﻛﻤﺎ ﺃﻥ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﺬﻱ ﻳﻘﻮﻡ ﻋﻠﻰ ﺍﺳﺘﺨﺪﺍﻡ ﺍﳊﺎﺳﺐ ﺍﻻﻟﻜﺘﺮﻭﱐ ﻳﺮﺗﻜﺰ ﻋﻠﻰ ﺍﻟﻌﻨﺎﺻﺮ ﺍﻷﺭﺑﻌﺔ‬
‫ﺍﻷﺳﺎﺳﻴﺔ ﺍﻟﺘﺎﻟﻴﺔ‪ :‬ﺍﻷﻓﺮﺍﺩ‪ ،‬ﺑﺮﺍﻣﺞ ﺍﻟﺘﺸﻐﻴﻞ‪ ،‬ﻭﻗﺎﻋﺪﺓ ﺍﻟﺒﻴﺎﻧﺎﺕ‪ ،‬ﻭﺍﳊﺎﺳﺐ ﻧﻔﺴﻪ؛ ﻭﻳﺒﲔ ﺍﻟﺸﻜﻞ )‪ (19‬ﻫﺬﻩ‬
‫ﺍﻟﻌﻨﺎﺻﺮ ﻭﻋﻼﻗﺘﻬﺎ ﺑﺎﻟﻌﻤﻠﻴﺎﺕ ﺍﻟﺘﺸﻐﻴﻠﻴﺔ ﰲ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ‪:‬‬

‫ﺷﻜﻞ )‪ :(19‬ﻋﻨﺎﺻﺮ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﻇﻞ ﺍﳊﺎﺳﺐ ﺍﻻﻟﻜﺘﺮﻭﱐ‬

‫ا‪ G‬ا‪7L.‬‬ ‫ا*‪Q‬اد‬

‫‪8‬ت ‪@ 7L.$‬م ا ت‬

‫ﺍﻝﺤﺴﺎﺏ‬ ‫ﺍﻝﺘﺴﺠﻴل‬
‫ﺍﻝﺘﺨﺯﻴﻥ‬ ‫ﺍﻝﺘﺤﻘﻕ‬
‫ﺍﻻﺴﺘﺭﺠﺎﻉ‬ ‫ﺍﻝﺘﺼﻨﻴﻑ‬
‫ﺍﻝﻨﺴﺦ‬ ‫ﺍﻝﺘﺭﺘﻴﺏ‬
‫ﺍﻝﺘﻭﺼﻴل‬ ‫ﺍﻝﺘﻠﺨﻴﺹ‬

‫‪18‬ة ات‬
‫ا‪KT‬‬

‫)ﺍﳌﺼﺪﺭ‪ :‬ﺃﲪﺪ ﺑﺴﻴﻮﱐ ﺷﺤﺎﺗﺔ ﻭﺁﺧﺮﻭﻥ‪ ،‬ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﶈﺎﺳﺒﻴﺔ ﰲ ﺷﺮﻛﺎﺕ ﺍﻟﺘﺄﻣﲔ ﻭﺍﻟﺒﻨﻮﻙ ﺍﻟﺘﺠﺎﺭﻳـﺔ‪ ،‬ﺍﻟـﺪﺍﺭ‬
‫ﺍﳉﺎﻣﻌﻴﺔ ﻟﻠﻨﺸﺮ‪ ،‬ﺍﻹﺳﻜﻨﺪﺭﻳﺔ‪ ،‬ﺑﺪﻭﻥ ﺳﻨﺔ ﺍﻟﻨﺸﺮ‪ ،‬ﺹ‪(47‬‬

‫‪ 1‬ﻋﻼﺀ ﻋﺒﺪ ﺍﻟﺮﺯﺍﻕ ﺍﻟﺴ‪‬ﺎﳌﻲ ﻭﺭﻳﺎﺽ ﺣﺎﻣﺪ ﺍﻟﺪ‪‬ﺑﺎﻍ‪ ،‬ﺗﻘﻨﻴﺎﺕ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﺩﺍﺭ ﻭﺍﺋﻞ ﻟﻠﻄﺒﺎﻋﺔ ﻭﺍﻟﻨﺸﺮ‪ ،‬ﻁ‪ ،2001 ،1‬ﻋﻤﺎﻥ‪،‬‬
‫ﺍﻷﺭﺩﻥ‪ ،‬ﺹ‪.44‬‬
‫‪76‬‬
 ‫ﺃﻭﻻ‪ :‬ﺍﻷﻓــــﺮﺍﺩ‬
‫ﻫﻨﺎﻙ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻷﻓﺮﺍﺩ ﺍﻟﺬﻳﻦ ﻳﻘﻮﻣﻮﻥ ﺑﻮﻇﺎﺋﻒ ﳐﺘﻠﻔﺔ ﰲ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ؛ ﻣﻦ ﺇﻋﺪﺍﺩ ﻟﻠﱪﺍﻣﺞ‪،‬‬
‫ﻭﺍﻟﺘﺸﻐﻴﻞ‪ ،‬ﻭﻣﺮﻛﺰ ﺍﻟﺒﻴﺎﻧﺎﺕ‪ ،‬ﻭﺃﻣﻦ ﺍﻟﻨﻈﺎﻡ‪ ،‬ﺣﻴﺚ ﻳﺘﻮﱃ ﻣﺪﻳﺮ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺷﺮﺍﻑ ﻋﻠـﻰ ﻫـﺬﻩ‬
‫ﺍﻟﻮﻇﺎﺋﻒ‪ .‬ﻭﺗﺘﻄﻠﺐ ﺍﻟﺮﻗﺎﺑﺔ ﺍﻟﻔﻌﺎﻟﺔ ﻋﻠﻰ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺿﺮﻭﺭﺓ ﺍﻟﻔﺼﻞ ﺑﲔ ﻛﻞ ﻣﻦ ﻫﺬﻩ ﺍﻟﻮﻇـﺎﺋﻒ‪،‬‬
‫ﻛﻤﺎ ﻳﺘﻄﻠﺐ ﺍﻟﻌﻤﻞ ﰲ ﺍﻟﻮﻇﺎﺋﻒ ﺍﳌﺨﺘﻠﻔﺔ ﺍﳌﺘﻌﻠﻘﺔ ﺑﻨﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺿﺮﻭﺭﺓ ﺗﻮﺍﻓﺮ ﻣﻬﺎﺭﺍﺕ ﻭﺧﱪﺍﺕ ﻣﻌﻴﻨﺔ‬
‫ﺧﺼﻮﺻﺎ ﰲ ﳎﺎﻻﺕ ﲢﻠﻴﻞ ﻭﺗﺼﻤﻴﻢ ﺍﻷﻧﻈﻤﺔ ﻭﺻﻴﺎﻏﺔ ﺍﻟﱪﺍﻣﺞ ﻭﺗﺸﻐﻴﻞ ﺍﳊﺎﺳﺐ ﻭﺣﻔـﻆ ﺍﻟﺒﻴﺎﻧـﺎﺕ‪،‬‬
‫ﻭﲣﺘﻠﻒ ﺍﳋﱪﺍﺕ ﻭﺍﳌﻬﺎﺭﺍﺕ ﺍﳌﻄﻠﻮﺑﺔ ﲝﺴﺐ ﺍﻟﻌﻤﻞ ﺍﻟﺬﻱ ﻳﻘﻮﻡ ﺑﻪ ﺍﻟﻔﺮﺩ ﺩﺍﺧﻞ ﺍﻟﺘﻨﻈﻴﻢ‪ ،‬ﻭﺗﻘﺪﻡ ﺍﻟﻌﺪﻳـﺪ‬
‫ﻣﻦ ﺍﻟﺘﻨﻈﻴﻤﺎﺕ ﺑﺮﺍﻣﺞ ﺗﺪﺭﻳﺒﻴﺔ ﻟﻠﻌﺎﻣﻠﲔ ﰲ ﺍ‪‬ﺎﻻﺕ ﺍﳌﺨﺘﻠﻔﺔ ﻟﻨﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ‪.‬‬

‫ﺛﺎﻧﻴﺎ‪ :‬ﺍﻟﺒــﺮﺍﻣﺞ ﺍﻟﺘﺸﻐﻴﻠﻴﺔ‬

‫ﺗﻌﱪ ﺍﻟﱪﺍﻣﺞ ﺍﻟﺘﺸﻐﻴﻠﻴﺔ )‪ (Software‬ﻋﻦ ﳎﻤﻮﻋﺔ ﺍﻟﱪﺍﻣﺞ ﻭﺍﻟﺘﻌﻠﻴﻤﺎﺕ ﺍﻟـﱵ ﺗﻮﺟـﻪ ﺃﻧـﺸﻄﺔ‬
‫ﺍﳊﺎﺳﺐ ﺍﻻﻟﻜﺘﺮﻭﱐ؛ ﻭﺗﺘﻀﻤﻦ ﻫﺬﻩ ﺍﻟﱪﺍﻣﺞ ﻭﺍﻟﺘﻌﻠﻴﻤﺎﺕ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﻟﺘﻌﻠﻴﻤﺎﺕ ﺍﻟﻌﺎﻣﺔ ﺍﻟﱵ ﻳﺘﻢ ﲣﺰﻳﻨـﻬﺎ‬
‫ﺩﺍﺧﻞ ﺍﳊﺎﺳﺐ ﻭﺍﻟﱵ ﺗﺘﻮﱃ ﻣﺮﺍﻗﺒﺔ ﻭﺗﻨﺴﻴﻖ ﺍﻷﻧﺸﻄﺔ ﺍﻟﱵ ﺗﻘﻮﻡ ‪‬ﺎ ﺃﺟﺰﺍﺀ ﺍﳊﺎﺳﺐ‪ ،‬ﺣﻴﺚ ﻳﻄﻠﻖ ﻋﻠﻰ ﻫﺬﻩ‬
‫ﺍ‪‬ﻤﻮﻋﺔ ﻣﻦ ﺍﻟﺘﻌﻠﻴﻤﺎﺕ ﻋﺎﺩﺓ ﺍﺳﻢ » ﺍﻟﱪﺍﻣﺞ ﺍﻷﺳﺎﺳﻴﺔ ‪ «Master programs‬ﺃﻭ » ﺑﺮﺍﻣﺞ ﺍﻟﺮﻗﺎﺑـﺔ‬
‫‪ ،«Control Programs‬ﺃﻳﻦ ﻳﻘﻮﻡ ﻣﻮﺭﺩﻭ ﺍﳊﺎﺳﺒﺎﺕ ﻋﺎﺩﺓ ﺑﺘﻮﻓﲑ ﻣﺜﻞ ﻫﺬﺍ ﺍﻟﻨﻮﻉ ﻣﻦ ﺍﻟﱪﺍﻣﺞ‪ .‬ﻛﻤﺎ‬
‫ﺗﺘﻀﻤﻦ ﺍﻟﱪﺍﻣﺞ ﺍﻟﺘﺸﻐﻴﻠﻴﺔ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﻟﺘﻌﻠﻴﻤﺎﺕ ﺍﳋﺎﺻﺔ ﻭﺍﻟﱵ ﺗﻮﺟﻪ ﺍﱃ ﻭﺣﺪﺓ ﺍﻟﺘﺸﻐﻴﻞ ﻟﻠﻘﻴﺎﻡ ﺑـﺒﻌﺾ‬
‫ﺍﻟﻌﻤﻠﻴﺎﺕ ﻋﻠﻰ ﺑﻴﺎﻧﺎﺕ ﻣﻌﻴﻨﺔ ﻭﲢﺪﻳﺪ ﻣﻮﻗﻊ ﻫﺬﻩ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺩﺍﺧﻞ ﻭﺣﺪﺓ ﺍﻟﺘﺨﺰﻳﻦ؛ ﺣﻴﺚ ﻳﻄﻠﻖ ﻋﻠﻰ ﻫﺬﻩ‬
‫ﺍ‪‬ﻤﻮﻋﺔ ﻣﻦ ﺍﻟﺘﻌﻠﻴﻤﺎﺕ »ﺑﺮﺍﻣﺞ ﺍﻟﺘﻄﺒﻴﻖ ‪«Application programs‬ﻭﺫﻟﻚ ﻧﻈﺮﺍ ﻷ‪‬ﺎ ﺗـﺴﺘﺨﺪﻡ‬
‫ﻹﺟﺮﺍﺀ ﻋﻤﻠﻴﺎﺕ ﺗﺸﻐﻴﻠﻴﺔ ﻣﻌﻴﻨﺔ ﻋﻠﻰ ﺑﻴﺎﻧﺎﺕ ﻣﻌﻴﻨﺔ ﻟﻠﺤﺼﻮﻝ ﻋﻠﻰ ﻧﺘﺎﺋﺞ ﻣﻌﻴﻨﺔ‪ ،‬ﻭﳝﻜﻦ ﺃﻥ ﺗﺘﻢ ﻛﺘﺎﺑﺔ ﻫﺬﻩ‬
‫ﺍﻟﱪﺍﻣﺞ ﻋﻦ ﻃﺮﻳﻖ ﻣﺴﺘﺨﺪﻡ ﺍﳊﺎﺳﺐ ﻛﻤﺎ ﳝﻜﻦ ﺷﺮﺍﺅﻫﺎ ﻣﻦ ﻣﻮﺭﺩﻱ ﺍﻟﱪﺍﻣﺞ‪ ،‬ﻭﻫﻨﺎﻙ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﻠﻐﺎﺕ‬
‫ﺍﻟﱵ ﳝﻜﻦ ﺍﺳﺘﺨﺪﺍﻣﻬﺎ ﰲ ﻛﺘﺎﺑﺔ ﻫﺬﻩ ﺍﻟﱪﺍﻣﺞ ﻣﺜـﻞ ﻟﻐـﺎﺕ ‪Fortran, Cobol, Visual Basic,‬‬
‫‪.1Delphi.‬‬

‫ﺛﺎﻟﺜﺎ‪ :‬ﻗﺎﻋــﺪﺓ ﺍﻟﺒﻴﺎﻧﺎﺕ‬

‫ﺗﻌﱪ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻋﻦ ﺣﻘﻴﻘﺔ ﺃﻭ ﺣﺪﺙ ﻣﻌﲔ‪ ،‬ﺃﻣﺎ ﻗﺎﻋﺪﺓ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻓﻬﻲ ﻣﺴﺘﻮﺩﻉ ﳉﻤﻴﻊ ﺍﻟﺒﻴﺎﻧـﺎﺕ‬
‫ﺍﻟﻼﺯﻣﺔ ﻟﺘﻠﺒﻴﺔ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﻭﻳﺘﻄﻠﺐ ﺗﻜﻮﻳﻦ ﻭﺻﻴﺎﻧﺔ ﻗﺎﻋﺪﺓ ﻟﻠﺒﻴﺎﻧﺎﺕ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﻌﺪﻳﺪ ﻣﻦ‬

‫‪ 1‬ﻋﻤﺎﺩ ﺍﻟﺼﺒﺎﻍ‪ ،‬ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ)ﻣﺎﻫﻴﺘﻬﺎ ﻭﻣﻜﻮﻧﺎ‪‬ﺎ(‪ ،‬ﺍﻟﺪﺍﺭ ﺍﻟﻌﻠﻤﻴﺔ ﺍﻟﺪﻭﻟﻴﺔ ﻭﺩﺍﺭ ﺍﻟﺜﻘﺎﻓﺔ ﻟﻠﻨﺸﺮ‪ ،‬ﻋ‪‬ﻤﺎﻥ‪ ،‬ﻁ‪ ،2000 ،1‬ﺹ‪.85‬‬
‫‪77‬‬
‫ﺍﻷﺳﺎﻟﻴﺐ ﻟﺘﻨﻈﻴﻢ ﻋﻨﺎﺻﺮ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺑﻄﺮﻳﻘﺔ ﺗﻮﻓﺮ ﺇﻣﻜﺎﻧﻴﺔ ﺍﻟﻮﺻﻮﻝ ﺇﻟﻴﻬﺎ ﺑﻄﺮﻳﻘﺔ ﻓﻌﺎﻟﺔ ﻭﰲ ﻧﻔﺲ ﺍﻟﻮﻗـﺖ‬
‫ﺗﻜﻮﻥ ﺧﺎﺿﻌﺔ ﻟﻠﺮﻗﺎﺑﺔ‪ ،‬ﻭﻗﺪ ﺟﺮﺕ ﺍﻟﻌﺎﺩﺓ ﰲ ﺍﳌﺎﺿﻲ ﻋﻠﻰ ﺗﺮﺗﻴﺐ ﺍﻟﺒﻴﺎﻧﺎﺕ ﰲ ﺳﺠﻼﺕ ﻣﻨﻄﻘﻴﺔ ﺗﺘﺎﺑﻌﻴﺔ؛‬
‫ﲟﻌﲎ ﺃﻥ ﺍﻟﺴﺠﻼﺕ ﺍﳋﺎﺻﺔ ﺑﺎﻟﻌﻤﻴﻞ ﺭﻗﻢ ‪ 2‬ﺗﺘﺒﻊ ﺑﺎﻟﻀﺮﻭﺭﺓ ﺍﻟﺴﺠﻼﺕ ﺍﳋﺎﺻﺔ ﺑﺎﻟﻌﻤﻴـﻞ ‪ 1‬ﻭﺗـﺴﺒﻖ‬
‫ﺳﺠﻼﺕ ﺍﻟﻌﻤﻴﻞ ﺭﻗﻢ ‪ 3‬ﻭﻫﻜﺬﺍ‪ ،‬ﻛﻤﺎ ﻗﺪ ﻳﺘﻢ ﺗﻨﻈﻴﻢ ﺍﻟﺒﻴﺎﻧﺎﺕ ﲝﺴﺐ ﺍﻟﺘﻄﺒﻴﻖ ﺃﻭ ﺍﻟﻐﺮﺽ ﺍﳌﻌﲔ‪ ،‬ﻛﻤﺎ ﻫﻮ‬
‫ﺍﳊﺎﻝ ﰲ ﲡﻤﻴﻊ ﺃﺭﺻﺪﺓ ﺣﺴﺎﺑﺎﺕ ﺍﻟﻌﻤﻼﺀ ﰲ ﺗﺎﺭﻳﺦ ﻣﻌﲔ ﺃﻭ ﲡﻤﻴﻊ ﻋﻤﻠﻴﺎﺕ ﺍﻟﺒﻴﻊ ﺧﻼﻝ ﺍﻟﺸﻬﺮ‪.‬‬
‫ﻛﻤﺎ ﻗﺪ ﺗﺴﺘﺨﺪﻡ ﻣﻠﻔﺎﺕ ﻣﺘﺸﺎ‪‬ﺔ ﰲ ﺍﻷﻧﻈﻤﺔ ﺍﻟﱵ ﺗﺮﺗﺒﻂ ﺑﺒﻌﻀﻬﺎ ﺍﻟﺒﻌﺾ؛ ﻓﻨﺠﺪ ﻋﻠﻰ ﺳﺒﻴﻞ ﺍﳌﺜـﺎﻝ ﺃﻥ‬
‫ﻋﻤﻠﻴﺎﺕ ﺍﳌﺒﻴﻌﺎﺕ ﻗﺪ ﻳﺘﻢ ﺗﺮﺗﻴﺒﻬﺎ ﲝﺴﺐ ﺍﻟﻌﻤﻴﻞ ﻭﺫﻟﻚ ﰲ ﻣﻠﻒ ﺣﺴﺎﺑﺎﺕ ﺍﻟﻌﻤﻼﺀ‪ ،‬ﺃﻭﲝﺴﺐ ﺍﻟﺼﻨﻒ ﺃﻭ‬
‫ﻣﻨﺎﻃﻖ ﺍﻟﺒﻴﻊ ﻭﺫﻟﻚ ﰲ ﻣﻠﻒ ﲢﻠﻴﻞ ﺍﳌﺒﻴﻌﺎﺕ‪.1‬‬
‫ﻭﺗﺘﻀﻤﻦ ﻗﺎﻋﺪﺓ ﺍﻟﺒﻴﺎﻧﺎﺕ ﰲ ﺍﻟﻨﻈﻢ ﺍﳊﺪﻳﺜﺔ ﺗﻌﺮﻳﻒ ﻛﻞ ﻋﻨﺼﺮ ﻣﻦ ﻋﻨﺎﺻﺮ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺗﺴﺠﻴﻠﻪ ﻣﺮﺓ ﻭﺍﺣﺪﺓ‬
‫ﰲ ﲨﻴﻊ ﺍﳌﻠﻔﺎﺕ‪ ،‬ﻭﺗﻨﻈﻴﻤﻬﺎ ﻷﻏﺮﺍﺽ ﺍﻟﺘﻮﺻﻞ ﺍﻟﻜﻒﺀ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﻋﻠﻰ ﺃﻥ ﻳﻜﻮﻥ ﺫﻟﻚ ﻋـﻦ ﻃﺮﻳـﻖ‬
‫ﺍﻷﻓﺮﺍﺩ ﺍﳌﺴﺌﻮﻟﲔ ﻓﻘﻂ‪ ،‬ﻛﺄﻥ ﺗﻜﻮﻥ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻋﻦ ﺍﳌﺒﻴﻌﺎﺕ ﻣﺘﺎﺣﺔ ﻓﻘﻂ ﻟﺮﺟﺎﻝ ﺍﻟﺘﺴﻮﻳﻖ؛ ﻭﻳﻔﻴﺪ ﺫﻟﻚ ﰲ‬
‫ﺭﺑﻂ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺑﺎﻟﻨﻮﺍﺣﻲ ﺍﻟﻮﻇﻴﻔﻴﺔ ﳌﺴﺘﺨﺪﻣﻲ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﲢﺴﲔ ﻛﻔﺎﺀﺓ ﺗـﺪﻓﻖ ﺍﳌﻌﻠﻮﻣـﺎﺕ ﺍﳌﻄﻠﻮﺑـﺔ‬
‫ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﺳﺮﻋﺔ ﺍﳊﺼﻮﻝ ﻋﻠﻴﻬﺎ‪ ،‬ﳑﺎ ﻳﺮﻓﻊ ﻣﻦ ﻛﻔﺎﺀﺓ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳌﺘﺨﺬﺓ ﺑﻨﺎﺀﺍ ﻋﻠﻰ ﻫﺬﻩ ﺍﳌﻌﻠﻮﻣﺎﺕ‪.‬‬

‫ﺭﺍﺑﻌﺎ‪ :‬ﺍﳊﺎﺳــﺐ‬
‫ﻳﺴﺘﺨﺪﻡ ﻟﻔﻆ )‪ (Hardware‬ﻟﻠﺘﻌﺒﲑ ﻋﻦ ﺍﳊﺎﺳﺐ ﺃﻭ ﻧﻈﺎﻡ ﺍﳊﺎﺳﺐ ﺍﻹﻟﻜﺘـﺮﻭﱐ؛ ﺣﻴـﺚ‬
‫ﻳﺘﻀﻤﻦ ﻫﺬﺍ ﺍﻷﺧﲑ ﺃﺭﺑﻌﺔ ﺃﺟﺰﺍﺀ ﺭﺋﻴﺴﻴﺔ ﻭﻫﻲ‪ :‬ﻭﺣﺪﺓ ﺍﻹﺩﺧﺎﻝ)‪ ،(Input Unit‬ﻭﻭﺣـﺪﺓ ﺍﻟﺘﺨـﺰﻳﻦ‬
‫)‪ ،(Storing Unit‬ﻭﻭﺣﺪﺓ ﺍﻟﺘﺸﻐﻴﻞ) ‪ (Processing Unit‬ﻭﻭﺣﺪﺓ ﺍﻹﺧﺮﺍﺝ) ‪،(Output unit‬‬
‫ﻭﺗﺘﻤﺜﻞ ﻭﺣﺪﺓ ﺍﻹﺩﺧﺎﻝ ﰲ ﺍﻟﻮﺣﺪﺓ ﺍﻟﱵ ﺗﺘﻠﻘﻰ ﺍﻟﺘﻌﻠﻴﻤﺎﺕ ﺍﻟﱵ ﺗﻌﱪ ﻋﻦ ﺍﳋﻄﻮﺍﺕ ﺍﻟﱵ ﳚﺐ ﺇﺗﺒﺎﻋﻬﺎ ﳊﻞ‬
‫ﺍﳌﺸﻜﻠﺔ ﻭﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﻟﱵ ﻳﺘﻢ ﺇﺟﺮﺍﺀ ﻫﺬﻩ ﺍﳋﻄﻮﺍﺕ ﻋﻠﻴﻬﺎ‪ .‬ﻛﻤﺎ ﻗﺪ ﻳﺘﻢ ﺇﺩﺧﺎﻝ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺇﻣﺎ ﻋﻠﻰ ﺃﻗﺮﺍﺹ ﺃﻭ‬
‫ﺷﺮﺍﺋﻂ ﳑﻐﻨﻄﺔ ﺃﻭ ﺑﻄﺎﻗﺔ ﻣﺜﻘﺒﺔ –ﻣﻊ ﺃﻥ ﺍﺳﺘﺨﺪﺍﻣﻬﺎ ﻗﺪ ﺗﺮﺍﺟﻊ ﺑﺸﻜﻞ ﻛﺒﲑ ﻣﻊ ﺗﺴﺎﺭﻉ ﻭﺗﲑﺓ ﺍﻟﺘﻄﻮﺭﺍﺕ‬
‫ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺔ‪ ،-‬ﻭﻳﺘﺤﺪﺩ ﻧﻮﻉ ﻭﺣﺪﺓ ﺍﻹﺩﺧﺎﻝ ﻭﻧﻮﻉ ﻭﺳﻴﻠﺔ ﺍﻹﺩﺧﺎﻝ ﲝﺴﺐ ﻣﺘﻄﻠﺒﺎﺕ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﺍﳌﻌﲔ‪.‬‬
‫ﻭﺗﻘﻮﻡ ﻭﺣﺪﺓ ﺍﻟﺘﺸﻐﻴﻞ ﺍﳌﺮﻛﺰﻳﺔ ﺑﺈﺟﺮﺍﺀ ﺛﻼﺙ ﻭﻇﺎﺋﻒ ﺭﺋﻴﺴﻴﺔ ﺗﻘﻮﻡ ﺑﻜﻞ ﻣﻨﻬﺎ ﻭﺣﺪﺓ ﻓﺮﻋﻴﺔ ﻭﻫﻲ‪:‬‬
‫‪ -1‬ﻭﺣﺪﺓ ﺍﻟﺮﻗﺎﺑﺔ )‪ :(Control Unit‬ﻭﻫﻲ ﻻ ﺗﻘﻮﻡ ﺑﺄﻱ ﻭﻇﻴﻔﺔ ﺗﺸﻐﻴﻠﻴﺔ‪ ،‬ﻭﺇﳕﺎ ﺗﺘﻤﺜـﻞ ﻭﻇﻴﻔﺘـﻬﺎ‬
‫ﺍﻷﺳﺎﺳﻴﺔ ﰲ ﺗﻮﺟﻴﻪ ﺃﻧﺸﻄﺔ ﺍﻟﻨﻈﺎﻡ ﻛﻜﻞ‪ ،‬ﻭﲢﺼﻞ ﻭﺣﺪﺓ ﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻰ ﺍﻟﺘﻌﻠﻴﻤﺎﺕ ﺍﳋﺎﺻﺔ ‪‬ﺎ ﻣﻦ ﺍﻟﻘـﺎﺋﻢ‬

‫‪1‬‬
‫‪Georges Gardarin, Bases De Données, Edition EYROLLES, Paris, 1983, P 1‬‬
‫‪78‬‬
‫ﺑﺎﻟﺘﺸﻐﻴﻞ ﻭﺫﻟﻚ ﰲ ﺻﻮﺭﺓ ﺑﺮﺍﻣﺞ؛ ﺃﻱ ﺃﻧﻪ ﻳﺼﺪﺭ ﺗﻌﻠﻴﻤﺎﺗﻪ ﻟﻠﺤﺎﺳﺐ ﻋﻦ ﻃﺮﻳﻖ ﺍﻟﱪﺍﻣﺞ ﻣﻦ ﺧﻼﻝ ﻭﺣﺪﺓ‬
‫ﺍﻟﺮﻗﺎﺑﺔ ﺍﻟﱵ ﺗﺘﻮﱃ ﺗﻮﺟﻴﻪ ﺍﻟﺘﻌﻠﻴﻤﺎﺕ ﺇﱃ ﺍﻟﻮﺣﺪﺍﺕ ﺍﻷﺧﺮﻯ ﺩﺍﺧﻞ ﺍﻟﻮﺣﺪﺓ ﺍﳌﺮﻛﺰﻳﺔ ﻭﺍﻷﺟﺰﺍﺀ ﺍﻷﺧﺮﻯ ﻣﻦ‬
‫ﺍﳊﺎﺳﺐ‪.‬‬
‫‪ -2‬ﻭﺣﺪﺓ ﺍﳊﺴﺎﺏ ﻭﺍﳌﻨﻄﻖ )‪ :(Arithmetic and logic unit‬ﻭﻫﻲ ﺗﻘﻮﻡ ﺑـﺈﺟﺮﺍﺀ ﺍﻟﻌﻤﻠﻴـﺎﺕ‬
‫ﺍﳊﺴﺎﺑﻴﺔ ﻭﳐﺘﻠﻒ ﺍﳌﻘﺎﺭﻧﺎﺕ‪ ،‬ﻭﻟﻴﺲ ﳍﺬﻩ ﺍﻟﻮﺣﺪﺓ ﺃﻱ ﻃﺎﻗﺔ ﻟﻠﺘﺨﺰﻳﻦ‪ .‬ﻭﻳﺘﻢ ﲢﻮﻳﻞ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺇﱃ ﺍﻟﻮﺣـﺪﺓ‬
‫ﺍﳊﺴﺎﺑﻴﺔ ﺑﺘﻮﺟﻴﻪ ﻣﻦ ﻭﺣﺪﺓ ﺍﻟﺮﻗﺎﺑﺔ‪ ،‬ﻭﲟﺠﺮﺩ ﺇﺟﺮﺍﺀ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﳌﻄﻠﻮﺑﺔ ﰲ ﺍﻟﻮﺣﺪﺓ ﺍﳊﺴﺎﺑﻴﺔ ﻳﺘﻢ ﲢﻮﻳـﻞ‬
‫ﺍﻟﺒﻴﺎﻧﺎﺕ ﺇﱃ ﻭﺣﺪﺓ ﺍﻟﺘﺨﺰﻳﻦ‪.‬‬
‫‪ -3‬ﻭﺣﺪﺓ ﺍﻟﺘﺨﺰﻳﻦ )‪ :(Storing unit‬ﻭﻫﻰ ﺟﺰﺀ ﻣﻦ ﺍﻟﻮﺣﺪﺓ ﺍﳌﺮﻛﺰﻳﺔ‪ ،‬ﻭﻳﻄﻠﻖ ﻋﻠﻴﻬﺎ ﻋﺎﺩﺓ ﻭﺣـﺪﺓ‬
‫ﺍﻟﺘﺨﺰﻳﻦ ﺍﻟﺮﺋﻴﺴﻴﺔ‪ .‬ﻭﳝﻜﻦ ﻟﻠﺤﺎﺳﺐ ﺍﳊﺼﻮﻝ ﻋﻠﻰ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﳌﺨﺰﻭﻧﺔ ﻣﺒﺎﺷﺮﺓ ﺩﻭﻥ ﻣﺴﺎﻋﺪﺓ ﻣﻦ ﺍﻟﻘـﺎﺋﻢ‬
‫ﺑﺎﻟﺘﺸﻐﻴﻞ‪ .‬ﻭﻳﻘﺘﺼﺮ ﺍﺳﺘﺨﺪﺍﻡ ﻭﺣﺪﺓ ﺍﻟﺘﺨﺰﻳﻦ ﺍﻟﺮﺋﻴﺴﻴﺔ ﻋﺎﺩﺓ ﻋﻠـﻰ ﺍﻟـﱪﺍﻣﺞ ﺍﻷﺳﺎﺳـﻴﺔ ‪(Master‬‬
‫)‪ Programs‬ﻭﺍﻟﱵ ﺗﻘﻮﻡ ﺑﺎﻟﺮﻗﺎﺑﺔ ﺍﻟﻌﺎﻣﺔ ﻋﻠﻰ ﺍﻟﻨﻈﺎﻡ‪ ،‬ﻭﺍﻟﱪﺍﻣﺞ ﻭﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﳋﺎﺻﺔ ﺑﺎﳌﺸﻜﻠﺔ ﺍﻟﱵ ﻳـﺘﻢ‬
‫ﺣﻠﻬﺎ ﰲ ﺍﻟﻮﻗﺖ ﺍﶈﺪﺩ؛ ﻭﻫﻲ ﺑﺬﻟﻚ ﲣﺘﻠﻒ ﻋﻦ ﻭﺳﺎﺋﻞ ﺍﻟﺘﺨﺰﻳﻦ ﺍﻷﺧﺮﻯ ﻣﺜﻞ ﺍﻷﻗـﺮﺍﺹ ﻭﺍﻟـﺸﺮﺍﺋﻂ‬
‫ﺍﳌﻤﻐﻨﻄﺔ ﻭﺍﻟﱵ ﳝﻜﻦ ﺍﺳﺘﺨﺪﺍﻣﻬﺎ ﻋﻨﺪ ﺍﳊﺎﺟﺔ ﺇﻟﻴﻬﺎ؛ ﻭﻫﻲ ﺑﺬﻟﻚ ﻻ ﺗﻜﻮﻥ ﻣﺘﺼﻠﺔ ﺑﺼﻔﺔ ﺩﺍﺋﻤﺔ ﺑﺎﳊﺎﺳﺐ‬
‫ﻛﻤﺎ ﻫﻮ ﺍﳊﺎﻝ ﰲ ﻭﺣﺪﺓ ﺍﻟﺘﺨﺰﻳﻦ ﺍﻟﺮﺋﻴﺴﻴﺔ‪.‬‬
‫ﻭﲟﺠﺮﺩ ﺇﲤﺎﻡ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻟﺘﺸﻐﻴﻠﻴﺔ ﻋﻠﻰ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻓﺈ‪‬ﺎ ﺗﻮﺟﻪ ﻋﻦ ﻃﺮﻳﻖ ﻭﺣﺪﺓ ﺍﻟﺮﻗﺎﺑﺔ ﺇﻣـﺎ ﺇﱃ ﻭﺣـﺪﺍﺕ‬
‫ﺍﻹﺧﺮﺍﺝ ﺃﻭ ﺇﱃ ﺇﺣﺪﻯ ﻭﺳﺎﺋﻞ ﺍﻟﺘﺨﺰﻳﻦ ﺃﻭ ﻛﻼﳘﺎ‪ ،‬ﻭﳝﻜﻦ ﺃﻥ ﺗﺘﺨﺬ ﻭﺣﺪﺍﺕ ﺍﻹﺧﺮﺍﺝ ﺷﻜﻞ ﻭﺣﺪﺍﺕ‬
‫ﺇﺧﺮﺍﺝ ﻣﺒﺎﺷﺮﺓ )‪(Terminals‬ﻭﺫﻟﻚ ﺇﻣﺎ ﰲ ﺻﻮﺭﺓ ﻣﻜﺘﻮﺑﺔ ﺃﻭ ﺻﻮﺭﺓ ﻣﻘﺮﻭﺀﺓ ﻋﻠﻰ ﺷﺎﺷﺔ ﺗﻠﻔﺰﻳﻮﻧﻴﺔ‬
‫ﺃﻭ ﻛﻼﳘﺎ‪ ،‬ﻛﻤﺎ ﻗﺪ ﺗﻜﻮﻥ ﻭﺣﺪﺍﺕ ﺍﻹﺧﺮﺍﺝ ﳎﺮﺩ ﻭﺣﺪﺍﺕ ﻛﺘﺎﺑﺔ )‪ ،(Printers‬ﻭﻫـﻲ ﺗﻌﺘـﱪ ﻣﺜﺎﻟﻴـﺔ‬
‫ﻷﻏﺮﺍﺽ ﺍﻟﺘﻘﺎﺭﻳﺮ ﺍﳌﻜﺘﻮﺑﺔ ﻭﺍﳌﺨﺮﺟﺎﺕ ﺍﻷﺧﺮﻯ ﺍﻟﱵ ﻳﺴﺘﺨﺪﻣﻬﺎ ﻋﺪﺓ ﺃﻓﺮﺍﺩ ﺃﻭ ﺍﻟـﱵ ﻳﺘﻄﻠـﺐ ﺍﻷﻣـﺮ ﺿـﺮﻭﺭﺓ‬
‫ﺍﻻﺣﺘﻔﺎﻅ ﻓﻴﻬﺎ ﺑﺼﻔﺔ ﺩﺍﺋﻤﺔ‪.‬‬

‫‪79‬‬
 ‫ﺍﻟﻤﻄﻠﺐ ﺍﻟﺨﺎﻣﺲ‪ :‬ﺃﻧﻮﺍﻉ ﻧﻈﻢ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺍﻟﻤﺒﻨﻴﺔ ﻋﻠﻰ ﺍﻟﺤﺎﺳﺐ ﺍﻵﻟﻲ‬

‫ﺑﺘﻘﺪﻡ ﺍﻟﻮﺳﺎﺋﻞ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺔ ﻭﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﻛﺬﺍ ﺗﻐﲑ ﺣﺎﺟﺎﺕ ﺍﳌﻨﺸﺂﺕ‪ ،‬ﺗﻄﻮﺭﺕ‬
‫ﻭﺗﻨﻮﻋﺖ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﺸﻜﻞ ﺳﺮﻳﻊ ﻭﻓﻌﺎﻝ ﺧﺪﻣﺔ ﻟﻠﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ؛ ﻭﻋﻠﻴﻪ‪ ،‬ﻓﻘﺪ ﺑﺮﺯﺕ ﻋﺪﺓ ﺃﻧﻮﺍﻉ‬
‫ﲣﺘﻠﻒ ﻣﻦ ﺣﻴﺚ ﺩﺭﺟﺔ ﺗﻌﻘﺪﻫﺎ ﻭﺍﳌﺴﺘﻮﻯ ﺍﻹﺩﺍﺭﻱ ﺍﻟﺬﻱ ﺗﺼﻤﻢ ﻓﻴﻪ ﻭﻛﺬﺍ ﻧﻮﻋﻴﺔ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﱵ ﺗﺴﺎﻋﺪ‬
‫ﰲ ﺍﲣﺎﺫﻫﺎ‪ .‬ﻭﻣﻦ ﺃﻫﻢ ﺍﻷﻧﻈﻤﺔ ﺍﻟﱵ ﺗﺴﺎﻋﺪ ﰲ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﳒﺪ‪:‬‬
‫ﺃﻭﻻ‪ :‬ﻧﻈﻢ ﲡﻬﻴﺰ ﺍﳌﻜﺎﺗﺐ ﺁﻟﻴﺎ ﺃﻭ ﻧﻈﻢ ﺃﲤﺘﺔ ﺍﳌﻜﺎﺗﺐ )‪(OAS‬‬
‫ﺛﺎﻧﻴﺎ‪ :‬ﻧﻈﻢ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭﺍﺕ )‪(DSS‬‬
‫ﺛﺎﻟﺜﺎ‪ :‬ﻧﻈﻢ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ )‪(EIS‬‬
‫ﺭﺍﺑﻌﺎ‪ :‬ﺍﻟﻨﻈﻢ ﺍﳋﺒﲑﺓ )‪(ES‬‬
‫ﻭﻓﻴﻤﺎ ﻳﻠﻲ ﺷﺮﺡ ﻫﺬﻩ ﺍﻷﻧﻮﺍﻉ‪:‬‬
‫ﺃﻭﻻ‪ :‬ﻧﻈﻢ ﲡﻬﻴﺰ ﺍﳌﻜﺎﺗﺐ ﺁﻟﻴﺎ‬
‫ﻳﻘﺼﺪ ﺑﺎﻟﺘﺠﻬﻴﺰ ﺍﻵﱄ ﻟﻠﻤﻜﺎﺗﺐ ﺍﺳﺘﺨﺪﺍﻡ ﺃﺣﺪﺙ ﺍﻟﺘﻘﻨﻴﺎﺕ ﺍﳌﺘﻮﻓﺮﺓ ﺳﻮﺍﺀ ﻛﺎﻥ ﰲ ﳎﺎﻝ ﺍﻷﺟﻬﺰﺓ‬
‫ﺃﻭ ﺍﻟﱪﳎﻴﺎﺕ ﻷﺩﺍﺀ ﺍﳌﻬﺎﻡ ﺍﻟﱵ ﻛﺎﻧﺖ ﻋﺎﺩﺓ ﻣﺎ ﻳﺆﺩﻳﻬﺎ ﺍﻷﻓﺮﺍﺩ ﻭﺫﻟﻚ ﺑﻐﺮﺽ ﺇﳒﺎﺯ ﺍﻟﻌﻤﻞ ﺑﺸﻜﻞ ﺃﻛﺜﺮ‬
‫ﺳﺮﻋﺔ ﻭﺩﻗﺔ‪ ،‬ﻭﻳﻌﻮﺩ ﺃﺻﻞ ﲡﻬﻴﺰ ﺍﳌﻜﺎﺗﺐ ﺁﻟﻴﺎ ﺇﱃ ﺳﻨﺔ ‪ 1960‬ﻋﻨﺪﻣﺎ ﺍﺑﺘﻜﺮﺕ ﺷﺮﻛﺔ ‪ IBM‬ﻣﺼﻄﻠﺢ‬
‫ﻣﻌﺎﳉﺔ ﺍﻟﻜﻠﻤﺎﺕ )‪ (Word Processing‬ﻋﻠﻰ ﻓﻌﺎﻟﻴﺎﺕ ﻃﺎﺑﻌﺘﻬﺎ ﺍﻟﻜﻬﺮﺑﺎﺋﻴﺔ‪ ،‬ﻭﺃﻭﻝ ﺩﻟﻴﻞ ﻋﻠﻰ ﺃﳘﻴﺔ ﻣﺎ‬
‫ﻃﺮﺣﺘﻪ ﺍﻟﺸﺮﻛﺔ ﻇﻬﺮ ﺳﻨﺔ ‪1964‬ﻋﻨﺪﻣﺎﺃﻧﺘﺠﺖ ﻫﺬﻩ ﺍﻟﺸﺮﻛﺔ ﺟﻬﺎﺯﺍ ﻃﺮﺣﺘﻪ ﰲ ﺍﻷﺳﻮﺍﻕ ﺃﻃﻠﻖ ﻋﻠﻴﻪ‬
‫)ﺍﻟﺸﺮﻳﻂ ﺍﳌﻤﻐﻨﻂ‪/‬ﻭﺟﻬﺎﺯ ﺍﻟﻄﺎﺑﻌﺔ( )‪ ،(MT/ST‬ﻓﻌﻨﺪ ﻃﺒﺎﻋﺔ ﺃﻱ ﺭﺳﺎﻟﺔ ‪‬ﺬﻩ ﺍﻟﻄﺎﺑﻌﺔ ﻳﺘﻢ ﲣﺰﻳﻦ‬
‫ﺍﻟﻜﻠﻤﺎﺕ ﻋﻠﻰ ﺍﻟﺸﺮﻳﻂ ﺍﳌﻤﻐﻨﻂ‪ ،‬ﲝﻴﺚ ﳝﻜﻦ ﻃﺒﺎﻋﺘﻬﺎ ﻣﺮﺓ ﺛﺎﻧﻴﺔ ﺑﻌﺪ ﺍﺳﺘﺮﺟﺎﻋﻬﺎ ﻣﻦ ﻫﺬﺍ ﺍﻟﺸﺮﻳﻂ‪،‬‬
‫ﻭﻫﺬﻩ ﺍﻟﻌﻤﻠﻴﺔ ﻭﻓﺮﺕ ﺟﻬﺪﺍ ﻛﺒﲑﺍ ﻭﺧﺎﺻﺔ ﻋﻨﺪﻣﺎ ﻳﺘﻄﻠﺐ ﺇﺭﺳﺎﻝ ﻧﻔﺲ ﺍﻟﺮﺳﺎﻟﺔ ﺃﻛﺜﺮ ﻣﻦ ﻣﺮﺓ‪.‬‬
‫ﺃﻧﻮﺍﻉ ﺍﻟﺘﺠﻬﻴﺰﺍﺕ ﺍﳌﻜﺘﺒﻴﺔ ﺍﻵﻟﻴﺔ‪:‬‬
‫ﻳﺸﻤﻞ ﲡﻬﻴﺰ ﺍﳌﻜﺎﺗﺐ ﺁﻟﻴﺎ ﻛﻞ ﺃﻧﻮﺍﻉ ﺍﻟﻨﻈﻢ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﻟﺮﲰﻴﺔ ﻭﻏﲑ ﺍﻟﺮﲰﻴﺔ ﻭﺍﻟﱵ ﺗﺘﻌﻠﻖ‬
‫ﺑﺎﻻﺗﺼﺎﻻﺕ ﻟﻠﺤﺼﻮﻝ ﻋﻠﻰ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﻜﺘﻮﺑﺔ ﻭﻏﲑ ﺍﳌﻜﺘﻮﺑﺔ ﻣﻦ ﺷﺨﺺ ﻵﺧﺮ ﺩﺍﺧﻞ ﻭﺧﺎﺭﺝ ﺍﳌﻨﻈﻤﺔ‬
‫ﻭﺍﳌﺘﻤﺜﻠﺔ ﰲ‪:‬‬
‫ﺃ‪-‬ﻣﻌﺎﳉﺔ ﺍﻟﻜﻠﻤﺎﺕ ﺃﻭ ﺗﻨﺴﻴﻖ ﺍﻟﻜﻠﻤﺎﺕ‪( Word Processing):‬‬
‫ﻳﻘﺼﺪ ‪‬ﺎ ﺍﺳﺘﺨﺪﺍﻡ ﺍﳊﺎﺳﺐ ﺍﻵﱄ ﻭﺑﺮﳎﻴﺎﺗﻪ ﰲ ﺇﻧﺸﺎﺀ ﻧﺼﻮﺹ ﻛﺘﺎﺑﻴﺔ ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ‬
‫ﻋﺮﺿﻬﺎ ﻋﻠﻰ ﺍﻟﺸﺎﺷﺔ ﻭﺗﺼﺤﻴﺤﻬﺎ ﻭﲣﺰﻳﻨﻬﺎ ﻭﺍﺳﺘﺮﺟﺎﻋﻬﺎ ﻭﺗﺸﻜﻴﻠﻬﺎ ﻭﻃﺒﺎﻋﺘﻬﺎ‪..‬ﺍﱁ‪.‬‬

‫‪80‬‬
‫ﺗﺴﺎﻋﺪ ﻧﻈﻢ ﻣﻌﺎﳉﺔ ﺍﻟﻜﻠﻤﺎﺕ ﰲ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﳊﻞ ﻣﺸﻜﻠﺔ ﻣﺎ ﻣﻦ ﺧﻼﻝ ﺍﻟﺴﻤﺎﺡ ﻟﻠﻤﺪﻳﺮ ﺑﺈﻋﺪﺍﺩ‬
‫ﺍﻻﺗﺼﺎﻻﺕ ﺍﳌﻜﺘﻮﺑﺔ ﻭﺇﺭﺳﺎﳍﺎ ﺇﱃ ﺍﳌﺴﺆﻭﻟﲔ ﻋﻦ ﺗﻨﻔﻴﺬ ﺍﻟﻘﺮﺍﺭ ﺑﻄﺮﻳﻘﺔ ﻓﻌﺎﻟﺔ‪ ،‬ﻭﻛﺬﻟﻚ ﺍﺳﺘﺨﺪﺍﻣﻬﺎ ﰲ‬
‫ﻛﺘﺎﺑﺔ ﺍﻟﺘﻘﺎﺭﻳﺮ‪ ،‬ﻭﺍﳋﻄﺎﺑﺎﺕ‪ ،‬ﻭﺍﳌﺬﻛﺮﺍﺕ‪.‬‬
‫ﺏ‪-‬ﺍﻟﱪﻳﺪ ﺍﻹﻟﻜﺘﺮﻭﱐ‪(Electronic Mail) :‬‬
‫ﻳﺘﻤﺜﻞ ﰲ ﺇﺭﺳﺎﻝ ﺍﻟﺮﺳﺎﺋﻞ ﺩﺍﺧﻞ ﺍﳌﻨﻈﻤﺔ ﻭﺧﺎﺭﺟﻬﺎ‪ ،‬ﻭﺗﻮﺯﻳﻊ ﺍﻟﻮﺛﺎﺋﻖ ﻭﺍﳋﻄﺎﺑﺎﺕ ﻭﺗﻮﺛﻴﻘﻬﺎ ﻭﲣﺰﻳﻨﻬﺎ‬
‫ﻭﺇﻟﻐﺎﺋﻬﺎ ﺑﺎﺳﺘﺨﺪﺍﻡ ﺍﳊﺎﺳﺐ ﺍﻵﱄ‪.‬‬
‫ﺝ‪-‬ﺍﻟﱪﻳﺪ ﺍﻟﺼﻮﰐ‪(Voice Mail) :‬‬
‫ﻳﺸﺒﻪ ﺍﻟﱪﻳﺪ ﺍﻟﺼﻮﰐ ﺍﻟﱪﻳﺪ ﺍﻹﻟﻜﺘﺮﻭﱐ ﻭﻟﻜﻨﻪ ﻳﺴﺘﺨﺪﻡ ﺍﻟﺼﻮﺕ ﰲ ﻧﻘﻞ ﺍﻟﺮﺳﺎﺋﻞ ﺑﺪﻻ ﻣﻦ ﺍﻟﻜﺘﺎﺑﺔ ﻭﻳﺘﻢ‬
‫ﻋﻦ ﻃﺮﻳﻖ ﺗﻮﺟﻴﻪ ﺍﻟﺮﺳﺎﻟﺔ ﺇﱃ ﺍﻟﺘﻠﻔﻮﻥ ﰒ ﺍﺳﺘﻘﺒﺎﳍﺎ ﻋﻠﻰ ﺗﻠﻔﻮﻥ ﺍﻟﻄﺮﻑ ﺍﻵﺧﺮ‪.‬‬
‫ﺩ‪-‬ﺍﻟﺘﻨﻈﻴﻢ ﺍﻹﻟﻜﺘﺮﻭﱐ ﻟﻠﻤﻮﺍﻋﻴﺪ‪(Electronic Calendar) :‬‬
‫ﺍﳌﻘﺼﻮﺩ ﺑﺬﻟﻚ ﺍﺳﺘﺨﺪﺍﻡ ﺷﺒﻜﺔ ﺍﳊﺎﺳﺐ ﰲ ﲣﺰﻳﻦ ﻭﺍﺳﺘﺮﺟﺎﻉ ﺟﺪﻭﻝ ﺍﳌﻮﺍﻋﻴﺪ ﻭﺍﻻﺭﺗﺒﺎﻃﺎﺕ ﺍﳋﺎﺻﺔ‬
‫ﺑﺎﳌﺪﻳﺮ ﺇﺿﺎﻓﺔ ﺇﱃ ﲣﺰﻳﻦ ﺟﺪﺍﻭﻝ ﺍﳌﻮﺍﻋﻴﺪ ﺍﳋﺎﺻﺔ ﺑﺎﳌﺪﺭﺍﺀ ﺍﻵﺧﺮﻳﻦ ﻭﺫﻟﻚ ﻟﺘﺤﺪﻳﺪ ﺃﻧﺴﺐ ﻭﻗﺖ ﻟﻌﻘﺪ‬
‫ﺍﻻﺟﺘﻤﺎﻋﺎﺕ‪.‬‬
‫ﻫـ‪-‬ﺍﻻﺟﺘﻤﺎﻋﺎﺕ ﺍﻟﺴﻤﻌﻴﺔ‪(Audio Conférences) :‬‬
‫ﺗﺘﻢ ﻫﺬﻩ ﺍﻻﺟﺘﻤﺎﻋﺎﺕ ﺑﺎﺳﺘﺨﺪﺍﻡ ﻭﺳﺎﺋﻞ ﺍﻻﺗﺼﺎﻝ ﺍﻟﺴﻤﻌﻴﺔ ﻟﺘﺸﻜﻞ ﺭﺑﻄﺎ ﺑﲔ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﻷﻓﺮﺍﺩ ﰲ‬
‫ﻣﻮﺍﺿﻴﻊ ﺟﻐﺮﺍﻓﻴﺔ ﻭﺑﻐﺮﺽ ﻋﻘﺪ ﻭﺇﺩﺍﺭﺓ ﺍﻻﺟﺘﻤﺎﻋﺎﺕ‪ ،‬ﻭﲤﺘﺎﺯ ﺑﺄ‪‬ﺎ ﻻ ﲢﺘﺎﺝ ﺇﱃ ﲡﻬﻴﺰﺍﺕ ﻓﺎﻷﺩﺍﺓ‬
‫ﺍﳌﺴﺘﺨﺪﻣﺔ ﻋﺎﺩﺓ ﻫﻲ ﺍﻟﺘﻠﻔﻮﻥ‪ ،‬ﺇﺿﺎﻓﺔ ﺇﱃ ﺳﺮﻋﺔ ﺇﻋﺪﺍﺩ ﺗﺮﺗﻴﺒﺎﺕ ﻋﻘﺪ ﺗﻠﻚ ﺍﻻﺟﺘﻤﺎﻋﺎﺕ‪.‬‬
‫ﻭ‪-‬ﺍﻻﺟﺘﻤﺎﻉ ﺍﻟﺘﻠﻔﺰﻳﻮﱐ‪(TV.Conference) :‬‬
‫ﻭﻳﺘﻄﻠﺐ ﻫﺬﺍ ﺍﻟﻨﻮﻉ ﻣﻦ ﺍﻟﱪﳎﻴﺎﺕ ﺟﻬﺎﺯ ﺍﻟﺘﻠﻔﺰﻳﻮﻥ ﻟﺮﺑﻂ ﺍﳌﺸﺎﺭﻛﲔ ﺑﺎﻻﺟﺘﻤﺎﻉ ﻭﺍﳌﻨﺘﺸﺮﻳﻦ ﲟﻮﺍﻗﻊ‬
‫ﺟﻐﺮﺍﻓﻴﺔ ﳐﺘﻠﻔﺔ‪.‬‬
‫ﺱ‪-‬ﺍﺟﺘﻤﺎﻋﺎﺕ ﺑﻮﺍﺳﻄﺔ ﺍﻟﻔﻴﺪﻳﻮ‪(Vidéo Conférences) :‬‬
‫ﺗﺴﺘﻌﻤﻞ ﳍﺬﻩ ﺍﻻﺟﺘﻤﺎﻋﺎﺕ ﺷﺒﻜﺔ ﺍﳊﺎﺳﺐ ﺍﻵﱄ ﻟﺮﺑﻂ ﺍﳌﺸﺎﺭﻛﲔ ﳊﻞ ﺍﳌﺸﻜﻠﺔ‪ ،‬ﺃﻭ ﻟﺘﺒﺎﺩﻝ ﻣﻌﻠﻮﻣﺎﺕ‬
‫ﻣﺘﻌﻠﻘﺔ ﲟﻮﺿﻮﻉ ﻣﺸﺘﺮﻙ ﺇﺿﺎﻓﺔ ﺇﱃ ﺍﻟﱪﻳﺪ ﺍﻹﻟﻜﺘﺮﻭﱐ ﻭﻗﻨﺎﺓ ﻓﻴﺪﻳﻮ ﻭﺍﻟﺒﺚ ﰲ ﺃﻛﺜﺮ ﻣﻦ ﺍﲡﺎﻩ‪.‬‬
‫ﺡ‪-‬ﺍﻟﻨﺎﺷﺮ ﺍﳌﻜﺘﱯ‪(Desktop Publishing System) :‬‬
‫ﻳﻌﺘﱪ ﺃﺣﺪﺙ ﺍﻟﱪﳎﻴﺎﺕ ﺍﳌﺴﺘﺨﺪﻣﺔ ﰲ ﲡﻬﻴﺰ ﺍﳌﻜﺎﺗﺐ ﺁﻟﻴﺎ‪ ،‬ﻭﻳﺴﺘﺨﺪﻡ ﺍﻟﻨﺎﺷﺮ ﺍﳌﻜﺘﱯ ﺍﳊﺎﺳﺐ‬
‫ﺍﻵﱄ ﻭﺃﺟﻬﺰﺓ ﺇﺩﺧﺎﻟﻪ ﻭﺇﺧﺮﺍﺟﻪ ﻟﻐﺮﺽ ﻃﺒﺎﻋﺔ ﺍﻟﻜﺘﺐ ﻭﺍﻟﻨﺼﻮﺹ ﻋﻠﻰ ﻭﺛﻴﻘﺔ ﻭﺍﺣﺪﺓ‪ ،‬ﻟﺬﻟﻚ ﻳﺘﻢ‬
‫ﺍﺳﺘﺨﺪﺍﻣﻪ ﻟﻄﺒﻊ ﺍﳌﻨﺸﻮﺭﺓ ﺑﻜﺎﻓﺔ ﺃﻧﻮﺍﻋﻬﺎ ﻭﺑﺎﻟﺘﺎﱄ ﻓﻘﺪ ﺍﺗﺴﻊ ﻧﻄﺎﻕ ﲡﻬﻴﺰ ﺍﳌﻜﺎﺗﺐ ﺁﻟﻴﺎ ﻣﻦ ﳎﺮﺩ ﺃﺩﻭﺍﺕ‬

‫‪81‬‬
‫ﻟﺰﻳﺎﺩﺓ ﺇﻧﺘﺎﺟﻴﺔ ﺍﻟﻘﺎﺋﻤﲔ ﺑﺄﻋﻤﺎﻝ ﺍﻟﺴﻜﺮﺗﺎﺭﻳﺔ ﻭﺍﻷﻋﻤﺎﻝ ﺍﳌﻜﺘﺒﻴﺔ ﺇﱃ ﺍﳌﺴﺎﻋﺪﺓ ﰲ ﺣﻞ ﺍﳌﺸﻜﻼﺕ ﻭﺍﲣﺎﺫ‬
‫ﺍﻟﻘﺮﺍﺭﺍﺕ ﻣﻦ ﺧﻼﻝ ﺟﻮﺩﺓ ﺍﳌﺴﺘﻨﺪﺍﺕ ﺍﻟﱵ ﲢﺘﻮﻱ ﻋﻠﻰ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﻄﻠﻮﺑﺔ ﻭﺗﻮﻓﲑﻫﺎ ﰲ ﻭﻗﺖ ﺃﺳﺮﻉ‬
‫ﻭﲜﻬﺪ ﺃﻗﻞ‪ ،‬ﻭﺑﺪﻗﺔ ﺃﻛﱪ ﺇﺿﺎﻓﺔ ﺇﱃ ﺗﺴﻬﻴﻞ ﻭﲢﺴﲔ ﻋﻤﻠﻴﺔ ﺍﻻﺗﺼﺎﻝ ﺩﺍﺧﻞ ﺍﳌﻨﻈﻤﺔ ﻭﺧﺎﺭﺟﻬﺎ ﳑﺎ ﻳﺴﻤﺢ‬
‫‪1‬‬
‫ﺑﺰﻳﺎﺩﺓ ﻓﻌﺎﻟﻴﺔ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳌﺘﺨﺬﺓ‪ ،‬ﻭﺗﺴﻬﻴﻞ ﻋﻤﻠﻴﺔ ﺗﻨﻔﻴﺬﻫﺎ ﺑﺸﻜﻞ ﲨﺎﻋﻲ‪.‬‬

‫ﺛﺎﻧﻴﺎ‪ :‬ﻧﻈﻢ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭﺍﺕ‬

‫ﺗﺴﻤﺢ ﻫﺬﻩ ﺍﻟﻨﻈﻢ ﺑﺎﻟﺘﻔﺎﻋﻞ ﺍﳌﺒﺎﺷﺮ ﺑﲔ ﺍﳊﺎﺳﺐ ﺍﻵﱄ ﻭﺍﳌﺴﺘﺨﺪﻡ ﺍﻟﻨﻬﺎﺋﻲ ﻟﻠﻨﻈﺎﻡ ﺩﻭﻥ ﺍﳊﺎﺟﺔ‬
‫ﺇﱃ ﻭﺳﺎﻃﺔ ﺧﱪﺍﺀ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺃﺛﻨﺎﺀ ﻋﻤﻠﻴﺔ ﺍﻻﺳﺘﺨﺪﺍﻡ‪ ،‬ﻭﻫﻲ ﻋﺒﺎﺭﺓ ﻋﻦ ﻧﻈﻢ ﻣﺒﻨﻴﺔ ﻋﻠﻰ ﺍﳊﺎﺳﺐ ﺍﻵﱄ‬
‫ﻟﺪﻋﻢ ﺍﻟﻘﺮﺍﺭﺍﺕ ﻏﲑ ﺍﳌﱪﳎﺔ ﺃﻭﺷﺒﻪ ﺍﳌﱪﳎﺔ ﰲ ﺍﳌﻨﻈﻤﺔ ﻣﻦ ﺧﻼﻝ ﺍﻹﻣﻜﺎﻧﻴﺎﺕ ﺍﳌﺨﺘﻠﻔﺔ ﺍﻟﱵ ﺗﺴﺘﻄﻴﻊ ﺃﻥ‬
‫ﺗﻘﺪﻣﻬﺎ ﳌﺘﺨﺬ ﺍﻟﻘﺮﺍﺭ‪ ،‬ﻛﺄﺳﻠﻮﺏ ﲢﻠﻴﻞ ﺍﳊﺴﺎﺳﻴﺔ )‪ (Sensitivity Analysis‬ﻭﺍﻟﺘﺤﻠﻴﻞ ﺍﻟﺘﻤﺜﻴﻠﻲ‬
‫)ﺍﶈﺎﻛﺎﺓ( )‪ (Simulation‬ﻭﻏﲑﻫﺎ ﻣﻦ ﺍﻹﻣﻜﺎﻧﻴﺎﺕ ﺍﻷﺧﺮﻯ‪.‬‬
‫ﻛﻤﺎﻳﻌﺘﻤﺪ ﻧﻈﺎﻡ ﺩﻋــﻢ ﺍﻟﻘـــﺮﺍﺭ ﺑﺸﻜـــﻞ ﺭﺋﻴﺴﻲ ﻋﻠﻰ ﻗﺎﻋﺪﺓ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﻗﺎﻋﺪﺓ‬
‫ﺍﻟﻨﻤﺎﺫﺝ )‪ ( Model Base & Data Base‬ﺃﻳﻦ ﺗﻮﻓﺮ ﻗﺎﻋﺪﺓ ﺍﻟﺒﻴﺎﻧﺎﺕ‪ ،‬ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﻟﺒﻴﺎﻧﺎﺕ‬
‫ﺍﳌﺨﺘﻠﻔﺔ ﺣﻮﻝ ﺃﻧﺸﻄﺔ ﻭﻋﻤﻠﻴﺎﺕ ﺍﳌﻨﺸﺄﺓ ﻭﻛﺬﻟﻚ ﺑﻴﺎﻧﺎﺕ ﻋﻦ ﺧﺎﺭﺝ ﺍﳌﻨﺸﺄﺓ‪ ،‬ﺃﻣﺎ ﻗﺎﻋﺪﺓ ﺍﻟﻨﻤﺎﺫﺝ ﻓﺘﺤﺘﻮﻱ‬
‫ﻋﻠﻰ ﳕﺎﺫﺝ ﻗﺪ ﺗﻜﻮﻥ ﺫﺍﺕ ﺃﻏﺮﺍﺽ ﺧﺎﺻﺔ ﺃﻭ ﻋﺎﻣﺔ‪ ،‬ﻓﺎﳋﺎﺻﺔ ﺗﻨﻔﺬ ﻣﻬﺎﻡ ﲢﻠﻴﻠﻴﺔ ﳏﺪﺩﺓ ﻷﻧﺸﻄﺔ ﻣﻌﻴﻨﺔ‪،‬‬
‫ﺃﻣﺎ ﺍﻟﻨﻤﺎﺫﺝ ﺍﻟﻌﺎﻣﺔ ﻓﺘﺴﺘﺨﺪﻡ ﰲ ﲢﻠﻴﻞ ﻋﺪﺓ ﺃﻧﻮﺍﻉ ﻣﻦ ﺍﳌﺘﻐﲑﺍﺕ ﻭﻟﻌﺪﺓ ﻣﺸﻜﻼﺕ‪ ،‬ﻭﻣﻦ ﺍﻟﻨﻤﺎﺫﺝ ﺍﳌﺘﻮﻓﺮﺓ‬
‫ﺑﻜﺜﺮﺓ‪ ،‬ﺍﳉﺪﺍﻭﻝ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳌﻤﺘﺪﺓ )‪ (Spread Sheets‬ﺍﻟﱵ ﳝﻜﻦ ﺍﺳﺘﺨﺪﺍﻣﻬﺎ ﰲ ﺍﻟﺘﺤﺎﻟﻴﻞ ﺍﻟﺮﻳﺎﺿﻴﺔ‬
‫ﻭﺍﻹﺣﺼﺎﺋﻴﺔ ﺍﳌﺨﺘﻠﻔﺔ‪.2‬‬
‫ﺃﻣﺎ ﺑﺮﳎﻴﺎﺕ ﻧﻈﺎﻡ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭ ﻓﻬﻲ ﺑﺮﺍﻣﺞ ﺇﺩﺍﺭﺓ ﻗﺎﻋﺪﺓ ﺍﻟﻨﻤﺎﺫﺝ ) ‪Model Base‬‬
‫‪ (Management‬ﻭﻫﻲ ﺍﻟﱵ ﲤﻜﻦ ﻣﻦ ﺗﻄﻮﻳﺮ ﻭﲣﺰﻳﻦ ﻭﺍﺳﺘﺨﺮﺍﺝ ﺍﻟﻨﻤﺎﺫﺝ‪ ،‬ﻛﺬﻟﻚ ﲤﻜﻦ ﻣﻦ ﺩﻣﺞ‬
‫ﻋﺪﺓ ﳕﺎﺫﺝ ﳐﺘﻠﻔﺔ ﻟﺘﻜﻮﻳﻦ ﳕﺎﺫﺝ ﻣﺘﻜﺎﻣﻠﺔ )‪ (Integrated Models‬ﻭﻫﻨﺎﻙ ﺃﻳﻀﺎ ﺑﺮﺍﻣﺞ ﺇﺩﺍﺭﺓ ﻭﺇﻧﺘﺎﺝ‬
‫ﺍﳊﻮﺍﺭ )‪ (Dialog Generation And Management‬ﻭﻫﻲ ﺍﻟﱵ ﲤﻜﻦ ﺍﳌﺴﺘﺨﺪﻡ ﻣﻦ ﺍﻟﺘﻔﺎﻋﻞ‬
‫ﻣﻊ ﺍﻟﻨﻈﺎﻡ‪ ،‬ﻭﲤﻜﻦ ﺍﻟﻨﻈﺎﻡ ﻣﻦ ﺗﻘﺪﱘ ﺍﳌﺨﺮﺟﺎﺕ ﺍﳌﻄﻠﻮﺑﺔ ﻣﻦ ﻗﺒﻞ ﺍﳌﺴﺘﺨﺪﻡ ﻭﺍﻟﺮﺩ ﻋﻠﻰ ﺍﺳﺘﻔﺴﺎﺭﺍﺗﻪ‬
‫ﺍﳌﺨﺘﻠﻔﺔ‪ ،‬ﻭﺗﺴﺘﺨﺪﻡ ﻋﺪﺓ ﺃﺳﺎﻟﻴﺐ ﻟﻠﺘﻌﺎﻣﻞ ﻣﻊ ﺍﻟﻨﻈﺎﻡ ﻛﺎﻷﻭﺍﻣﺮ )‪ ،(commands‬ﻭﺍﻟﻘﻮﺍﺋﻢ‬

‫‪ 1‬ﺻﱪﻳﻨﺔ ﻋﺰ ﺍﻟﺪﻳﻦ ﺯﻳﺮ‪ ،‬ﺍﳌﺮﺟﻊ ﺍﻟﺴﺎﺑﻖ‪ ،‬ﺹ‪.31‬‬

‫‪ 2‬ﺇﲰﺎﻋﻴﻞ ﺍﻟﺴﻴﺪ‪ ،‬ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻻﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﺍﳌﻜﺘﺐ ﺍﻟﻌﺮﰊ ﺍﳊﺪﻳﺚ ﻟﻠﻨﺸﺮ‪ ،‬ﺍﻻﺳﻜﻨﺪﺭﻳﺔ‪ ،‬ﺑﺪﻭﻥ ﺳﻨﺔ ﺍﻟﻨﺸﺮ‪ ،‬ﺹ‪.20‬‬
‫‪82‬‬
‫)‪ ،(Menus‬ﻭﺍﻷﺷﻜﺎﻝ ﺍﳌﺼﻐﺮﺓ )‪ ،(Icons‬ﻭﻫﻨﺎﻙ ﺃﻳﻀﺎ ﺑﺮﺍﻣﺞ ﺇﺩﺍﺭﺓ ﻗﻮﺍﻋﺪ ﺍﻟﺒﻴﺎﻧﺎﺕ‪ ،‬ﻭﻫﻲ ﺍﻟﱵ‬
‫ﺗﺴﻬﻞ ﻋﻤﻠﻴﺔ ﺑﻨﺎﺀ ﻭﺍﺳﺘﺨﺪﺍﻡ ﻭﺻﻴﺎﻧﺔ ﻗﺎﻋﺪﺓ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﳌﺴﺘﺨﺪﻣﺔ‪ ،‬ﻭﺗﺴﺘﺨﺪﻡ ﺃﻳﻀﺎ ﻟﺘﻨﻈﻴﻢ ﺍﻟﺴﺠﻼﺕ‬
‫ﺍﳌﻮﺟﻮﺩﺓ ﰲ ﺍﻟﻘﺎﻋﺪﺓ ﻭﺗﺴﺠﻴﻠﻬﺎ ﻭﺍﺳﺘﺨﺮﺍﺟﻬﺎ ﻋﻨﺪ ﺍﳊﺎﺟﺔ‪ ،‬ﻭﻛﺬﻟﻚ ﺗﺴﺘﺨﺪﻡ ﻟﺮﺑﻂ ﺍﻟﺴﺠﻼﺕ ﻣﻌﺎ‪ .‬ﺇﻥ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ ﺗﻮﻓﺮﻫﺎ ﻧﻈﻢ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭ ﺗﻜﻮﻥ ﰲ ﺷﻜﻞ ﺗﻘﺎﺭﻳﺮ ﺩﻭﺭﻳﺔ‪ ،‬ﻭﺗﻘﺎﺭﻳﺮ ﺧﺎﺻﺔ ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ‬
‫ﻧﻮﺍﺗﺞ ﺍﻟﻨﻤﺎﺫﺝ ﺍﻟﺮﻳﺎﺿﻴﺔ‪ ،‬ﺣﻴﺚ ﻳﺘﻢ ﺗﺼﻤﻴﻢ ﺍﻟﺘﻘﺎﺭﻳﺮ ﺍﻟﺪﻭﺭﻳﺔ ﻹﻣﺪﺍﺩ ﺍﳌﺪﻳﺮﻳﻦ ﺑﺎﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ ﺗﺴﺎﻋﺪﻫﻢ‬
‫ﰲ ﲢﺪﻳﺪ ﺑﺪﺍﺋﻞ ﺍﳊﻠﻮﻝ ﻭﺗﻘﻴﻴﻤﻬﺎ ﻭﺍﺧﺘﻴﺎﺭ ﺍﻷﻓﻀﻞ‪ ،‬ﺃﻣﺎ ﺍﻟﻨﻤﺎﺫﺝ ﺍﻟﺮﻳﺎﺿﻴﺔ ﻭﺍﻹﺣﺼﺎﺋﻴﺔ ﻭﺍﶈﺎﻛﻴﺎﺕ ﻓﺘﻔﻴﺪ‬
‫ﰲ ﺍﻟﺘﻨﺒﺆ ﺑﻨﺘﺎﺋﺞ ﺍﻟﺒﺪﻳﻞ ﺍﻟﺬﻱ ﺳﻮﻑ ﻳﺴﺘﺨﺪﻡ ﰲ ﺍﳊﻞ‪ ،‬ﻭﻳﻮﺿﺢ ﺍﻟﺸﻜﻞ ﺭﻗﻢ )‪ (20‬ﻣﻜﻮﻧﺎﺕ ﻧﻈﺎﻡ ﺩﻋﻢ‬
‫ﺍﻟﻘﺮﺍﺭﺍﺕ‪.‬‬
‫ﺍﻟﺸﻜﻞ )‪ :(20‬ﻣﻜﻮﻧﺎﺕ ﻧﻈﺎﻡ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭﺍﺕ‬

‫ﺒﺭﻤﺠﻴﺎﺕ ﺩﻋﻡ ﺍﻝﻘﺭﺍﺭ‬

‫ﺍﻝﻤﺩﻴﺭ ﺃﻭ‬
‫ﻗﺎﻋﺩﺓ ﺍﻝﻨﻤﺎﺫﺝ‬ ‫ﺩﻋﻡ ﻗﺭﺍﺭ‬
‫ﺍﻝﻤﺨﺘﺼﻴﻥ‬
‫ﻤﺒﺎﺸﺭ‬
‫ﺇﺩﺍﺭﺓ ﻗﺎﻋﺩﺓ ﺍﻝﻨﻤﺎﺫﺝ‬

‫ﺇﺩﺍﺭﺓ ﻭﺇﻨﺘﺎﺝ ﺍﻝﺤﻭﺍﺭ‬

‫ﻗﺎﻋﺩﺓ ﺍﻝﺒﻴﺎﻨﺎﺕ‬
‫ﺇﺩﺍﺭﺓ ﻗﺎﻋﺩﺓ ﺍﻝﺒﻴﺎﻨﺎﺕ‬ ‫ﻤﺤﻁﺔ ﻋﻤل ﺍﻹﺩﺍﺭﺓ‬

‫)ﺍﳌﺼﺪﺭ‪ :‬ﺻﱪﻳﻨﺔ ﻋﺰ ﺍﻟﺪﻳﻦ ﺯﻳﺮ‪ ،‬ﺍﳌﺮﺟﻊ ﺍﻟﺴﺎﺑﻖ‪ ،‬ﺹ‪(33‬‬

‫ﺇﻥ ﻣﺎ ﳝﻴﺰ ﻧﻈﻢ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭ ﻫﻮ ﺍﳌﺮﻭﻧﺔ ﻭﺍﻟﺘﻜﻴﻒ ﻭﺳﺮﻋﺔ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻤﺴﺘﺨﺪﻡ ﺍﻟﻨﻬﺎﺋﻲ‪ ،‬ﻛﻤﺎ‬
‫ﺃ‪‬ﺎ ﲤﻨﺤﻪ ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺍﻟﺘﺤﻜﻢ ﰲ ﺍﳌﺪﺧﻼﺕ ﻭﺍﳌﺨﺮﺟﺎﺕ ﺣﻴﺚ ﺃﻥ ﺷﻜﻞ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﻄﻠﻮﺑﺔ ﻳﻜﻮﻥ‬
‫ﻗﺎﺑﻼ ﻟﻠﺘﻌﺪﻳﻞ ﲝﺴﺐ ﺍﺣﺘﻴﺎﺟﺎﺕ ﺍﳌﺴﺘﺨﺪﻡ‪ ،‬ﺇﺿﺎﻓﺔ ﺇﱃ ﺫﻟﻚ ﻓﺈﻥ ﻧﻈﻢ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭ ﺗﻌﻤﻞ ﺑﺪﻭﻥ ﻣﺴﺎﻋﺪﺓ‬
‫ﻣﻦ ﺍﳌﱪﳎﲔ ﺍﶈﺘﺮﻓﲔ ﰲ ﺃﻏﻠﺐ ﺍﻷﺣﻴﺎﻥ ﲝﻴﺚ ﻳﺘﻢ ﺍﳊﺼﻮﻝ ﻋﻠﻰ ﺇﺟﺎﺑﺎﺕ ﻻﺳﺘﻔﺴﺎﺭﺍﺕ ﺍﳌﺴﺘﺨﺪﻡ‬
‫ﺍﻹﺩﺍﺭﻱ ﺑﺸﻜﻞ ﻣﺒﺎﺷﺮ ﻭﺗﻔﺎﻋﻠﻲ‪ ،‬ﻛﻤﺎ ﺗﻘﺪﻡ ﻫﺬﻩ ﺍﻟﻨﻈﻢ ﺩﻋﻤﺎ ﰲ ﲨﻴﻊ ﻣﺴﺘﻮﻳﺎﺕ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ‪،‬‬
‫ﺇﺿﺎﻓﺔ ﺇﱃ ﻛﻮﻧﻪ ﻗﺎﺑﻼ ﻟﻠﺘﻌﺪﻳﻞ ﲝﺴﺐ ﺍﺧﺘﻼﻑ ﺃﳕﺎﻁ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﺍﳋﺎﺻﺔ ﺑﺎﳌﺪﺭﺍﺀ‪ .‬ﻛﻤﺎ ﺃﻥ ﻫﻨﺎﻙ ﻧﻮﻋﲔ‬
‫ﺃﺳﺎﺳﻴﲔ ﻟﻨﻈﻢ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭﺍﺕ ﳘﺎ‪:1‬‬
‫ﺃ‪-‬ﻧﻈﻢ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﻔﺮﺩﻳﺔ‪:‬‬

‫‪1‬ﺇﻳﻔﺮﺍﻡ ﺗﻮﺭﺑﺎﻥ‪،‬ﻧﻈﻢ ﺩﻋﻢ ﺍﻹﺩﺍﺭﺓ)ﻧﻈﻢ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭﺍﺕ ﻭﻧﻈﻢ ﺍﳋﱪﺓ(‪:‬ﺗﻌﺮﻳﺐ ﺳﺮﻭﺭ ﻋﻠﻲ ﺇﺑﺮﺍﻫﻴﻢ‪،‬ﺩﺍﺭ ﺍﳌﺮﻳﺦ‪،‬ﺍﻟﺮﻳﺎﺽ‪2000،‬ﺹ‪135‬‬
‫‪83‬‬
‫ﻭﻫﻲ ﺍﻟﱵ ﺗﺮﺗﻜﺰ ﻋﻠﻰ ﻭﺟﻮﺩ ﻣﺴﺘﺨﺪﻡ ﻓﺮﺩ ﻳﺆﺩﻱ ﻧﻔﺲ ﺍﻷﻧﺸﻄﺔ ﰲ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﻗﺪ ﺗﻜﺮﺭ‬
‫ﻋﻠﻰ ﻓﺘﺮﺍﺕ ﺯﻣﻨﻴﺔ ﳐﺘﻠﻔﺔ ﻣﺜﻞ ﻗﺮﺍﺭﺍﺕ ﺍﺧﺘﻴﺎﺭ ﺗﺸﻜﻴﻠﺔ ﺍﻷﺳﻬﻢ ﻭﺍﻟﺴﻨﺪﺍﺕ‪.‬‬
‫ﺏ‪-‬ﻧﻈﻢ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳉﻤﺎﻋﻴﺔ‪:‬‬
‫ﻭﻫﻲ ﺍﻟﱵ ﺗﻌﺘﱪ ﻣﻦ ﺃﻫﻢ ﺃﻧﻮﺍﻉ ﻧﻈﻢ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺣﻴﺚ ﻣﻦ ﺍﻟﻨﺎﺩﺭ ﺃﻥ ﻳﻘﻮﻡ ﺍﳌﺪﻳﺮ ﲟﻔﺮﺩﻩ ﲝﻞ‬
‫ﺍﳌﺸﻜﻼﺕ ﻭﺍﻟﺪﻟﻴﻞ ﻋﻠﻰ ﺫﻟﻚ ﻭﺟﻮﺩ ﺍﻟﻠﺠﺎﻥ ﻭﻓﺮﻕ ﺍﻟﻌﻤﻞ ﺩﺍﺧﻞ ﺍﳌﻨﻈﻤﺎﺕ ﺃﻱ ﻭﺟﻮﺩ ﳎﻤﻮﻋﺔ ﻣﻦ‬
‫ﺍﻷﻓﺮﺍﺩ ﻛﻤﺴﺘﺨﺪﻣﲔ ﻟﻠﻨﻈﻢ ﻳﻌﻤﻠﻮﻥ ﻣﻌﺎ ﻛﻔﺮﻳﻖ ﻭﺍﺣﺪ‪.‬‬
‫ﺇﻥ ﺍﻻﻓﺘﺮﺍﺽ ﺍﻟﺬﻱ ﺗﻘﻮﻡ ﻋﻠﻴﻪ ﻧﻈﻢ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳉﻤﺎﻋﻴﺔ ﻫﻮ ﺃﻥ ﺗﻄﻮﻳﺮ ﻭﺗﺴﻬﻴﻞ ﺍﻻﺗﺼﺎﻝ‬
‫ﻳﺆﺩﻱ ﺇﱃ ﲢﺴﲔ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺣﻴﺚ ﺃﻥ ﺍﻻﺗﺼﺎﻝ ﺍﳉﻴﺪ ﻳﻀﻤﻦ ﺗﺮﻛﻴﺰ ﺍﻟﻨﻘﺎﺵ ﻋﻠﻰ ﺍﳌﺸﻜﻠﺔ ﻭﲣﻔﻴﺾ ﺍﻟﻮﻗﺖ‬
‫ﺍﻟﻀﺎﺋﻊ ﳑﺎ ﻳﻌﻄﻲ ﻭﻗﺘﺎ ﺃﻃﻮﻝ ﳌﻨﺎﻗﺸﺔ ﺍﻷﺑﻌﺎﺩ ﺍﳌﺨﺘﻠﻔﺔ ﻟﻠﻤﺸﻜﻠﺔ ﺃﻭ ﺍﻟﺘﻌﺮﻑ ﻋﻠﻰ ﺍﳌﺰﻳﺪ ﻣﻦ ﺑﺪﺍﺋﻞ ﺍﳊﻞ‪.‬‬
‫ﻛﻤﺎ ﺃﻥ ﳒﺎﺡ ﻧﻈﻢ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭ ﻳﻌﺘﻤﺪ ﻋﻠﻰ ﻋﺪﺓ ﻋﻮﺍﻣﻞ ﺃﳘﻬﺎ ﺗﻮﺍﻓﺮ ﻧﻈﻢ ﻣﻌﺎﳉﺔ ﺑﻴﺎﻧﺎﺕ ﻣﺮﺍﻗﺒﺔ‬
‫ﻭﻣﺼﻤﻤﺔ ﺑﺸﻜﻞ ﺟﻴﺪ‪ ،‬ﻛﺬﻟﻚ ﺩﻋﻢ ﺍﳌﻨﺸﺄﺓ ﻟﻠﺒﺤﺚ ﻭﺍﻟﺘﻄﻮﻳﺮ‪ ،‬ﻭﺍﻧﻔﺘﺎﺡ ﺍﻻﺗﺼﺎﻻﺕ ﺑﲔ ﺍﻟﺪﻭﺍﺋﺮ‬
‫ﻭﺍﻷﻗﺴﺎﻡ ﺍﳌﺨﺘﻠﻔﺔ‪ ،‬ﺇﻻ ﺃﻥ ﺃﻫﻢ ﺍﻟﻌﻮﺍﻣﻞ ﻫﻮ ﺗﺪﺭﻳﺐ ﻭﺗﺄﻫﻴﻞ ﺍﳌﺴﺘﺨﺪﻡ ﺍﻹﺩﺍﺭﻱ ﻻﺳﺘﺨﺪﺍﻡ ﻫﺬﺍ ﺍﻟﻨﻮﻉ ﻣﻦ‬
‫ﺍﻟﻨﻈﻢ‪ ،‬ﻭﺑﺪﻭﻥ ﻫﺬﺍ ﺍﻟﺘﺪﺭﻳﺐ ﻳﻜﻮﻥ ﺍﻟﻨﻈﺎﻡ ﺑﻼ ﻓﺎﺋﺪﺓ ﺣﱴ ﻭﻟﻮ ﺗﻮﺍﻓﺮﺕ ﺃﻓﻀﻞ ﺍﻟﱪﳎﻴﺎﺕ ﻭﻗﻮﺍﻋﺪ‬
‫ﺍﻟﺒﻴﺎﻧﺎﺕ‪.‬‬

‫ﺛﺎﻟﺜﺎ‪:‬ﻧﻈﻢ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ‬

‫ﻫﻲ ﻋﺒﺎﺭﺓ ﻋﻦ ﻧﻈﻢ ﻣﻌﻠﻮﻣﺎﺕ ﻣﺒﻨﻴﺔ ﻋﻠﻰ ﺍﳊﺎﺳﺐ ﺍﻵﱄ‪ ،‬ﻣﺼﻤﻤﺔ ﻟﺘﻘﺪﱘ ﳐﺘﻠﻒ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ‬
‫ﳛﺘﺎﺟﻬﺎ ﺍﳌﺪﺭﺍﺀ ﰲ ﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﻟﻌﻠﻴﺎ ﻋﻨﺪ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﻏﲑ ﺍﳌﱪﳎﺔ ﻣﻦ ﺧﻼﻝ ﺍﺳﺘﺨﺪﺍﻡ ﺍﳊﺎﺳﺒﺎﺕ‬
‫ﺍﳌﺘﺼﻠﺔ ﺑﺸﺒﻜﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﺳﻮﺍﺀ ﻛﺎﻥ ﻣﺼﺪﺭﻫﺎ ﺩﺍﺧﻠﻲ ﺃﻭ ﺧﺎﺭﺟﻲ ﻋﻦ ﻟﻠﻤﻨﻈﻤﺔ‪ ،‬ﺇﺿﺎﻓﺔ ﺇﱃ ﻣﻌﻠﻮﻣﺎﺕ‬
‫ﺣﻮﻝ ﻋﻮﺍﻣﻞ ﺍﻟﻨﺠﺎﺡ ﺍﳊﺮﺟﺔ ﻟﻠﻤﻨﻈﻤﺔ )‪.(critical success factors‬‬
‫ﻣﻦ ﺃﻣﺜﻠﺔ ﺍﻷﺳﺌﻠﺔ ﺍﻟﱵ ﳝﻜﻦ ﻟﻨﻈﻢ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﻣﺴﺎﻋﺪﺓ ﺍﻹﺩﺍﺭﺓ ﰲ ﺍﻹﺟﺎﺑﺔ ﻋﻠﻴﻬﺎ ﻣﺎ‬
‫ﻳﻠﻲ‪ :‬ﻣﺎ ﻫﻲ ﺍﳌﻬﻤﺔ ﺍﻷﺳﺎﺳﻴﺔ ﻟﻠﻤﻨﻈﻤﺔ ﰲ ﻗﻄﺎﻉ ﺍﻷﻋﻤﺎﻝ؟ ﻣﺎ ﻫﻮ ﻣﻮﻗﻒ ﺍﳌﻨﺎﻓﺴﲔ ﺍﲡﺎﻩ ﺍﳌﻨﻈﻤﺔ؟ ﻣﺎ‬
‫ﻫﻲ ﺍﻻﺳﺘﺜﻤﺎﺭﺍﺕ ﺍﳉﺪﻳﺪﺓ ﺍﻟﱵ ﳚﺐ ﺗﻮﺍﻓﺮﻫﺎ ﻟﺘﺠﻨﺐ ﻫﺰﺍﺕ ﺍﻟﺴﻮﻕ ﻭﺗﻘﻠﺒﺎﺗﻪ؟ ﻣﺎ ﻫﻲ ﺍﻟﻮﺣﺪﺍﺕ ﺍﻟﱵ‬
‫ﳚﺐ ﺃﻥ ﻳﺘﻢ ﺑﻴﻌﻬﺎ ﻟﻠﺤﺼﻮﻝ ﻋﻠﻰ ﺍﻧﺪﻣﺎﺟﺎﺕ ﺟﺪﻳﺪﺓ؟‬
‫ﻛﻤﺎﻳﺘﻜﻮﻥ ﻧﻈﺎﻡ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﻣﻦ ﺍﳌﻜﻮﻧﺎﺕ ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬

‫‪84‬‬
‫‪ -‬ﻗﻮﺍﻋﺪ ﺑﻴﺎﻧﺎﺕ ﺍﻟﺒﻴﺌﺔ ﺍﳋﺎﺭﺟﻴﺔ‪ :‬ﺍﻟﱵ ﺗﻮﻓﺮ ﻣﻌﻠﻮﻣﺎﺕ ﳐﺘﻠﻔﺔ ﺣﻮﻝ ﺍﻟﺒﻴﺌﺔ ﺍﶈﻴﻄﺔ ﺑﺎﳌﻨﻈﻤﺔ ﻛﺎﳌﻨﺎﻓﺴﲔ‬
‫ﻭﺍﳌﺴﺘﻬﻠﻜﲔ‪...‬ﻭﻏﲑﻫﺎ‪.‬‬
‫‪ -‬ﻗﺎﻋﺪﺓ ﺑﻴﺎﻧﺎﺕ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻟﺪﺍﺧﻠﻴﺔ‪.‬‬
‫‪ -‬ﻗﺎﻋﺪﺓ ﻋﻤﻠﻴﺎﺕ ﺧﺎﺻﺔ ﺑﺎﻹﺩﺍﺭﺓ‪.‬‬
‫‪-‬ﳎﻤﻮﻋﺔ ﺑﺮﳎﻴﺎﺕ‪ :‬ﻣﺘﻤﺜﻠﺔ ﰲ ﺑﺮﺍﻣﺞ ﺍﻻﺗﺼﺎﻻﺕ)‪ (communication softwares‬ﺍﻟﱵ ﺗﻨﻈﻢ‬
‫ﻋﻤﻠﻴﺔ ﺍﺗﺼﺎﻝ ﺍﻟﻨﻈﺎﻡ ﻣﻊ ﻗﻮﺍﻋﺪ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﻣﺼﺎﺩﺭ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻷﺧﺮﻯ‪ ،‬ﻭﺑﺮﺍﻣﺞ ﺇﺩﺍﺭﺓ ﻗﻮﺍﻋﺪ ﺍﻟﺒﻴﺎﻧﺎﺕ‬
‫ﺍﳌﺴﺘﺨﺪﻣﺔ ﻭﺗﻘﻮﻡ ﺑﺼﻴﺎﻧﺘﻬﺎ ﻭﲢﺪﻳﺜﻬﺎ ﻭﲪﺎﻳﺘﻬﺎ‪ ،‬ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﺑﺮﺍﻣﺞ ﺇﺩﺍﺭﺓ ﻗﻮﺍﻋﺪ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﳌﺴﺘﺨﺪﻣﺔ ﺃﻳﻦ‬
‫ﺗﻘﻮﻡ ﺑﺼﻴﺎﻧﺘﻬﺎ ﻭﲢﺪﻳﺜﻬﺎ ﻭﲪﺎﻳﺘﻬﺎ‪ ،‬ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﺑﺮﺍﻣﺞ ﻧﻈﻢ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ)‪(EIS Software‬‬
‫ﻭﻫﻲ ﺍﻟﱵ ﺗﻨﻈﻢ ﻋﻤﻞ ﺍﻟﻨﻈﺎﻡ ﻭﺗﺴﻬﻞ ﺗﻔﺎﻋﻞ ﺍﳌﺴﺘﺨﺪﻡ ﻣﻌﻪ‪ .‬ﻭﺍﻟﺸﻜﻞ ﺭﻗﻢ )‪ (21‬ﻳﻮﺿﺢ ﻣﻜﻮﻧﺎﺕ ﻧﻈﺎﻡ‬
‫ﻣﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ‪.‬‬
‫ﺇﻥ ﻣﻦ ﺃﻫﻢ ﳑﻴﺰﺍﺕ ﻧﻈﻢ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﻣﺮﻭﻧﺘﻬﺎ ﻣﻦ ﺧﻼﻝ ﻭﺿﻊ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺃﻣﺎﻡ‬
‫ﺍﻹﺩﺍﺭﺓ ﺑﺪﻭﻥ ﲢﺪﻳﺪ ﻣﺸﺎﻛﻞ ﻣﻌﻴﻨﺔ ﺃﻭ ﺣﻠﻮﻝ ﻣﻔﺮﻭﺿﺔ‪ ،‬ﻭﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﳍﺎ ﺣﺮﻳﺔ ﲢﺪﻳﺪ ﺍﳌﺸﺎﻛﻞ ﻭﺍﻗﺘﺮﺍﺡ‬
‫ﺍﳊﻠﻮﻝ‪ ،‬ﻓﻬﻲ ﺗﺴﺘﺨﺪﻡ ﻧﻈﻢ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﻛﺎﻣﺘﺪﺍﺩ ﻟﻌﻤﻠﻴﺔ ﺍﻟﺘﻔﻜﲑ ﺍﻟﱵ ﺗﻘﻮﻡ ‪‬ﺎ‪ ،‬ﻭﻫﻲ ﻟﻴﺴﺖ‬
‫ﻧﻈﺎﻣﺎ ﻻﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﻭﻟﻜﻦ ﺃﺩﺍﺓ ﺗﺴﻤﺢ ﻟﻠﻤﺪﺭﻳﻦ ﻭﺗﺴﺎﻋﺪﻫﻢ ﰲ ﺍﲣﺎﺫﻩ‪.‬‬
‫ﺃﻣﺎ ﺍﳌﻴﺰﺓ ﺍﻷﺧﺮﻯ ﳍﺬﻩ ﺍﻟﻨﻈﻢ ﻓﺘﺘﻤﺜﻞ ﰲ ﺍﻟﻘﺪﺭﺍﺕ ﺍﻟﱵ ﺗﻮﻓﺮﻫﺎ ﻟﻠﺘﺤﻠﻴﻞ ﻭﺍﳌﻘﺎﺭﻧﺔ ﻭﺍﻟﺘﻨﺒﺆ‬
‫ﺑﺎﻻﲡﺎﻫﺎﺕ ﺍﳌﺴﺘﻘﺒﻠﻴﺔ ﻟﻠﻤﻨﻈﻤﺔ‪ ،‬ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﺮﺳﻮﻡ ﺍﻟﺒﻴﺎﻧﻴﺔ ﻭﺍﻟﱵ ﺗﺴﻤﺢ ﻟﻠﻤﺴﺘﺨﺪﻡ ﺑﺮﺅﻳﺔ‬
‫ﺃﻭﺿﺢ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﻭﻓﻬﻢ ﺃﻛﺜﺮ ﻋﻤﻘﺎ ﰲ ﻭﻗﺖ ﺃﻗﻞ‪.‬‬
‫ﻛﻤﺎ ﲤﺘﺎﺯ ﻫﺬﻩ ﺍﻟﻨﻈﻢ ﺑﺈﻣﻜﺎﻧﻴﺔ ﺭﻗﺎﺑﺔ ﺃﺩﺍﺀ ﺍﳌﻨﻈﻤﺔ ﻭﻫﺬﺍ ﻳﺴﻤﺢ ﺑﺎﻟﺘﻨﺒﺆ ﺑﺎﳌﺸﺎﻛﻞ ﻗﺒﻞ ﻇﻬﻮﺭﻫﺎ‬
‫ﻭﻣﻮﺍﺟﻬﺘﻬﺎ ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﺍﻟﺘﻌﺮﻑ ﻋﻠﻰ ﺍﻟﻔﺮﺹ ﺍﳌﺘﺎﺣﺔ ﺃﻣﺎﻡ ﺍﳌﻨﻈﻤﺔ ﻭﺑﺎﻟﺘﺎﱄ ﺇﻣﻜﺎﻧﻴﺔ ﺍﺳﺘﻐﻼﳍﺎ ﻭﺍﻻﺳﺘﻔﺎﺩﺓ‬
‫‪1‬‬
‫ﻣﻨﻬﺎ‪.‬‬

‫‪ 1‬ﺭﺍﳝﻮﻧﺪ ﻣﻜﻠﻴﻮﺩ‪ ،‬ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﺗﺮﲨﺔ‪ :‬ﺳﺮﻭﺭ ﻋﻠﻲ ﺇﺑﺮﺍﻫﻴﻢ ﺳﺮﻭﺭ‪ ،‬ﺩﺍﺭ ﺍﳌﺮﻳﺦ ﻟﻠﻨﺸﺮ‪ ،‬ﺍﻟﺮﻳﺎﺽ‪،2000 ،‬‬
‫ﺹ ‪.680‬‬
‫‪85‬‬
 ‫ﺍﻟﺸﻜﻞ ﺭﻗﻢ )‪ :(21‬ﻣﻜﻮﻧﺎﺕ ﻧﻈﺎﻡ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ‬

‫ﻁﻠﺏ‬
‫ﺍﻝﻤﻌﻠﻭﻤﺎﺕ‬

‫ﻗﺎﻋﺩﺓ ﺒﻴﺎﻨﺎﺕ‬ ‫ﺤـﺎﺴﺏ ﺁﻝــﻲ ﺨﺎﺹ‬

‫ﺒﺎﻝﻤﺩﻴـﺭ ﺍﻝﺘﻨﻔﻴـﺫﻱ‬ ‫ﺸﺎﺸﺔ ﻋﺭﺽ‬
‫ﺍﻹﺩﺍﺭﺓ ﺍﻝﻌﻠﻴﺎ‬
‫ﻤﻌﻠﻭﻤﺎﺕ‬

‫ﻤﺤﻁﺔ ﻋﻤل ﻤﺩﻴﺭ ﺘﻨﻔﻴﺫﻱ‬

‫ﻤﺤﻁﺎﺕ ﻋﻤل ﺃﺨﺭﻯ‬ ‫ﻤﺤﻁﺎﺕ ﻋﻤل ﺃﺨﺭﻯ‬

‫ﻝﻤﺩﻴﺭ ﺘﻨﻔﻴﺫﻱ ﺁﺨﺭ‬ ‫ﻝﻤﺩﻴﺭ ﺘﻨﻔﻴﺫﻱ ﺁﺨﺭ‬

‫ﻗﺎﻋﺩﺓ ﺒﻴﺎﻨﺎﺕ‬
‫ﺍﻝﻤﻨﻅﻤﺔ‬
‫ﺼﻨﺎﺩﻴﻕ ﺍﻝﺒﺭﻴﺩ‬
‫ﺍﻹﻝﻜﺘﺭﻭﻨﻲ‬ ‫ﺘﻭﻓﻴــﺭ ﺍﻝﻤﻌﻠـﻭﻤﺎﺕ‬
‫ﺍﻷﺨﺒﺎﺭ ﺍﻝﺤﺎﻝﻴـﺔ‪،‬‬
‫ﻤﻜﺘﺒﺔ‬ ‫ﺍﻝﺨﺎﺼﺔ ﺒﺎﻝﻤﻨﻅﻤـﺔ‬ ‫ﺍﻝﺘﻔﺴﻴـــﺭﺍﺕ‬
‫ﺍﻝﺒﺭﻤﺠﻴﺎﺕ‬

‫ﺍﻝﺤﺎﺴﺏ ﺍﻵﻝﻲ ﺍﻝﺭﺌﻴﺴﻲ‬

‫ﺒﻴﺎﻨﺎﺕ ﻭﻤﻌﻠﻭﻤﺎﺕ‬
‫ﺨﺎﺭﺠﻴﺔ‬

‫)ﺍﳌﺼﺪﺭ‪ :‬ﺭﺍﳝﻮﻧﺪ ﻣﻜﻠﻴﻮﺩ‪ ،‬ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﺗﺮﲨﺔ‪ :‬ﺳﺮﻭﺭ ﻋﻠﻲ ﺇﺑﺮﺍﻫﻴﻢ ﺳﺮﻭﺭ‪ ،‬ﺩﺍﺭ ﺍﳌﺮﻳﺦ‬
‫ﻟﻠﻨﺸﺮ‪ ،‬ﺍﻟﺮﻳﺎﺽ‪ ،2000 ،‬ﺹ ‪(696‬‬
‫‪86‬‬
 ‫ﺭﺍﺑﻌﺎ‪:‬ﺍﻟﻨﻈﻢ ﺍﳋﺒﲑﺓ‬

‫ﺗﻌﺘﱪ ﺍﻟﻨﻈﻢ ﺍﳋﺒﲑﺓ ﻣﻦ ﺍﳌﻮﺿﻮﻋﺎﺕ ﺍﳊﺪﻳﺜﺔ ﺍﻟﱵ ﺃﺛﺎﺭﺕ ﺍﻫﺘﻤﺎﻡ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﳌﺨﺘﺼﲔ ﰲ ﻧﻈﻢ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﻭﻗﺪ ﻇﻬﺮﺕ ﺧﻼﻝ ﺍﻟﺴﻨــﻮﺍﺕ ﺍﳌﺎﺿﻴﺔ ﻛﻨﺘﺎﺝ ﻟﻠﻌﻤﻞ ﰲ ﳎﺎﻝ ﺍﻟﺬﻛﺎﺀ‬
‫ﺍﻻﺻﻄﻨﺎﻋﻲ)‪ ،(Artificial Intelligence‬ﻭﺍﻟﺬﻱ ﳝﻜﻦ ﺗﻌﺮﻳﻔﻪ ﻋﻠﻰ ﺃﻧﻪ "ﺍﻟﺴﻠﻮﻙ ﺍﻟﺬﻱ ﳝﻜﻦ ﺃﻥ‬
‫ﺗﺆﺩﻳﻪ ﺍﻵﻟﺔ ﻭﺍﻟﺬﻱ ﻳﻌﺘﱪ ﻣﻦ ﻗﺒﻴﻞ ﺍﻟﺬﻛﺎﺀ ﺇﺫﺍ ﺃﺩﺍﻩ ﺍﻟﻌﻨﺼﺮ ﺍﻟﺒﺸﺮﻱ"‪ ،‬ﻭﻟﺬﻟﻚ ﻓﺈﻥ ﻫﺬﻩ ﺍﻟﻨﻈﻢ ﲤﺜﻞ ﺃﻛﺜﺮ‬
‫ﺗﻄﺒﻴﻘﺎﺕ ﺍﳊﺎﺳﺐ ﺍﻵﱄ ﺣﺪﺍﺛﺔ ﻭﺗﻘﺪﻣﺎ ﺣﱴ ﺍﻵﻥ ﺣﻴﺚ ﺃ‪‬ﺎ ﺗﺴﻌﻰ ﺇﱃ ﳏﺎﻛﺎﺓ ﺍﻟﻌﻨﺼﺮ ﺍﻟﺒﺸﺮﻱ ﰲ‬
‫ﺗﻔﻜﲑﻩ ﻭﻃﺮﻳﻘﺔ ﺣﻞ ﺍﳌﺸﻜﻼﺕ‪ ،‬ﲟﻌﲎ ﺁﺧﺮ ﺗﻘﺪﱘ ﺍﻟﻨﺼﺎﺋﺢ ﻭﺍﳊﻠﻮﻝ ﻟﻠﻤﺸﺎﻛﻞ ﺍﳋﺎﺻﺔ ﲟﺠﺎﻝ ﻣﻌﲔ ﲤﺎﺛﻞ‬
‫ﺗﻠﻚ ﺍﻟﱵ ﳝﻜﻦ ﺃﻥ ﻳﻘﺪﻣﻬﺎ ﺍﳋﺒﲑ ﺍﻟﺒﺸﺮﻱ ﰲ ﻫﺬﺍ ﺍ‪‬ﺎﻝ‪ ،‬ﻭﺍﻟﻔﻜﺮﺓ ﻭﺭﺍﺀ ﺍﻟﻨﻈﻢ ﺍﳋﺒﲑﺓ ﻫﻲ ﺃﻥ ﺍﳋﱪﺍﺀ ﰲ‬
‫ﳎﺎﻝ ﻣﻌﲔ ﻳﻘﻮﻣﻮﻥ ﺑﺘﻐﺬﻳﺔ ﺍﳊﺎﺳﺐ ﲟﺎ ﻟﺪﻳﻬﻢ ﻣﻦ ﻣﻌﺮﻓﺔ‪ ،‬ﻫﺬﻩ ﺍﻷﺧﲑﺓ ﻳﺘﻢ ﲣﺰﻳﻨﻬﺎ ﰲ ﺍﳊﺎﺳﺐ ﺍﻵﱄ‬
‫ﲝﻴﺚ ﳝﻜﻦ ﺍﻟﺮﺟﻮﻉ ﺇﻟﻴﻬﺎ ﺑﻮﺍﺳﻄﺔ ﻣﺴﺘﺨﺪﻣﻲ ﺍﻟﻨﻈﺎﻡ )ﻏﲑ ﺫﻭﻱ ﺍﳋﱪﺓ ﰲ ﺫﻟﻚ ﺍ‪‬ﺎﻝ( ﻟﻠﺤﺼﻮﻝ ﻋﻠﻰ‬
‫ﺍﻟﻨﺼﺎﺋﺢ ﺍﻟﱵ ﳛﺘﺎﺟﻮ‪‬ﺎ‪ ،‬ﻭﻟﺬﻟﻚ ﻳﻄﻠﻖ ﻋﻠﻴﻬﺎ ﺍﻟﺒﻌﺾ ﺍﺳﻢ ﺍﻟﻨﻈﻢ ﺍﳌﺒﻨﻴﺔ ﻋﻠﻰ ﺍﳌﻌﺮﻓﺔ) ‪Knowledge‬‬
‫‪ ،(Based Systems‬ﻭﺑﻨﺎﺀﺍ ﻋﻠﻰ ﻫﺬﻩ ﺍﳌﻌﺮﻓﺔ ﻳﻘﻮﻡ ﺍﳊﺎﺳﺐ ﺑﻌﻤﻞ ﺍﻻﺳﺘﺪﻻﻻﺕ ﻭﺍﻟﻮﺻﻮﻝ ﺇﱃ‬
‫ﺍﺳﺘﻨﺘﺎﺟﺎﺕ ﻣﻌﻴﻨﺔ ﻭﺑﺎﻟﺘﺎﱄ ﻓﻬﻮ ﻳﻨﺼﺢ ﺍﳋﱪﺍﺀ ﻭﻳﻘﺪﻡ ﳍﻢ ﺍﳌﻨﻄﻖ ﺍﻟﺬﻱ ﺍﺳﺘﻨﺪ ﺇﻟﻴﻪ ﰲ ﻫﺬﻩ ﺍﻟﻨﺼﺎﺋﺢ ﺇﺫﺍ ﻟﺰﻡ‬
‫ﺍﻷﻣﺮ‪ ،‬ﻭﻟﻘﺪ ﺷﺎﻉ ﺍﺳﺘﺨﺪﺍﻡ ﻫﺬﻩ ﺍﻟﻨﻈﻢ ﰲ ﺍ‪‬ﺎﻻﺕ ﺍﻟﻄﺒﻴﺔ ﻭﺍﳍﻨﺪﺳﻴﺔ ﻭﺟﺎﺭﻱ ﺍﻧﺘﺸﺎﺭﻩ ﺍﻵﻥ ﰲ ﺍ‪‬ﺎﻻﺕ‬
‫ﺍﻹﺩﺍﺭﻳﺔ ﻭﳎﺎﻻﺕ ﺍﻷﻋﻤﺎﻝ‪.‬‬
‫ﻭﺗﺘﻜﻮﻥ ﺍﻟﻨﻈﻢ ﺍﳋﺒﲑﺓ ﻣﻦ ﺍﳌﻜﻮﻧﺎﺕ ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬
‫ﻗﺎﻋﺪﺓ ﺍﳌﻌﺮﻓﺔ )‪ (Knowledge Base‬ﻭﺍﻟﱵ ﲢﺘﻮﻱ ﻋﻠﻰ ﺣﻘﺎﺋﻖ )‪ (facts‬ﻭﻗﻮﺍﻋـــﺪ )‪،(rules‬‬
‫ﻛﻤﺎ ﺗﺘﻀﻤﻦ ﻭﺳﺎﺋﻞ ﻟﺮﺑﻂ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﳊﻘﺎﺋﻖ ﻣﻌﺎ ﺑﻄﺮﻳﻘﺔ ﻣﻨﻄﻘﻴﺔ‪ ،‬ﻭﺗﺘﻄﻮﺭ ﻗﺎﻋﺪﺓ ﺍﳌﻌﺮﻓﺔ ﻭﺗﻌﺪﻝ ﻣﻦ‬
‫ﺧﻼﻝ ﺑﺮﻧﺎﻣﺞ ﲨﻊ ﺍﳌﻌﺮﻓﺔ )‪ (Knowledge Acquisition Programme‬ﺃﻣﺎ ﺍﻟﱪﻧﺎﻣﺞ ﺍﻟﺬﻱ‬
‫ﻳﻘﻮﻡ ﺑﺄﻋﻤﺎﻝ ﺍﻟﻨﻈﻢ ﺍﳋﺒﲑﺓ ﻓﻬﻮ ﺑﺮﻧﺎﻣﺞ ﺁﻟﺔ ﺍﻻﺳﺘﺪﻻﻝ ) ‪( Inference Engine Programme‬‬
‫ﻭﺍﻟﺬﻱ ﻳﺴﺘﺨﺪﻡ ﻻﻧﺘﻘﺎﺀ ﺍﳌﻌﺮﻓﺔ ﺍﳌﻨﺎﺳﺒﺔ ﳊﻞ ﺍﳌﺸﻜﻠﺔ‪ ،‬ﻭﻳﺘﻢ ﺫﻟﻚ ﻣﻦ ﺧﻼﻝ ﺍﻟﺪﺭﺍﺳﺔ ﻭﺍﺳﺘﻨﺒﺎﻁ ﺍﳌﺴﺒﺒﺎﺕ‬
‫ﺍﻟﱵ ﺗﺆﺩﻱ ﺇﱃ ﻫﺬﺍ ﺍﳊﻞ‪ ،‬ﻭﻣﻦ ﺧﻼﻝ ﺍﺧﺘﺒﺎﺭ ﺍﻟﻘﻮﺍﻋﺪ ﺍﳌﻮﺟﻮﺩﺓ ﺑﻘﺎﻋﺪﺓ ﺍﳌﻌﺮﻓﺔ‪ ،‬ﻓﺈﺫﺍ ﻛﺎﻧﺖ ﺍﻟﻈﺮﻭﻑ‬
‫ﺍﳋﺎﺻﺔ ﺑﺘﻄﺒﻴﻖ ﺍﻟﻘﺎﻋﺪﺓ ﺻﺤﻴﺤﺔ ﻳﺘﻢ ﺗﻨﻔﻴﺬﻫﺎ‪ ،‬ﻭﺗﺘﻀﻤﻦ ﺃﻳﻀﺎ ﺑﺮﻧﺎﻣﺞ ﺗﻔﺎﻋﻞ ﺍﳌﺴﺘﺨﺪﻡ ) ‪User‬‬
‫‪ (Interface Program‬ﻭﻫﻮ ﺍﻟﱪﻧﺎﻣﺞ ﺍﻟﺬﻱ ﻳﺴﻬﻞ ﻋﻤﻞ ﺍﳌﺴﺘﺨﺪﻡ ﻣﻊ ﺍﻟﻨﻈﺎﻡ‪ ،‬ﺇﺿﺎﻓﺔ ﺇﱃ ﺫﻟﻚ‬
‫ﻣﻬﻨﺪﺱ ﺍﳌﻌﺮﻓﺔ )‪ (Knowledge Engineer‬ﻭﻫﻮ ﺍﳌﻮﻇﻒ ﺍﻟﻘﺎﺋﻢ ﺑﺘﺰﻭﻳﺪ ﺍﻟﻨﻈﺎﻡ ﺑﺎﳋﱪﺓ ﻭﺍﳊﻘﺎﺋﻖ‬
‫ﻭﺍﻟﻘﻮﺍﻋﺪ ﻣﻦ ﺧﺒﲑ ﺃﻭ ﺃﻛﺜﺮ‪ .‬ﻭﺍﻟﺸﻜﻞ ﺭﻗﻢ ) ‪ (22‬ﻳﻮﺿﺢ ﻣﻜﻮﻧﺎﺕ ﺍﻟﻨﻈﻢ ﺍﳋﺒﲑﺓ‪.‬‬

‫‪87‬‬
 ‫ﻣﺰﺍﻳﺎ ﻭﻋﻴﻮﺏ ﺍﻟﻨﻈﻢ ﺍﳋﺒﲑﺓ‪:‬‬
‫ﺗﻮﺟﺪ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﳌﺰﺍﻳﺎ ﺍﻟﱵ ﳝﻜﻦ ﲢﻘﻴﻘﻬﺎ ﻣﻦ ﺧﻼﻝ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﻨﻈﻢ ﺍﳋﺒﲑﺓ‪ ،‬ﻣﺘﻤﺜﻠﺔ ﰲ‪:‬‬
‫‪ -‬ﺗﻮﻓﲑ ﺍﳋﱪﺍﺕ ﺍﻟﻨﺎﺩﺭﺓ‪:‬‬
‫ﺇﻥ ﺍﻟﻨﻈﻢ ﺍﳋﺒﲑﺓ ﻻ ﺗﻘﻒ ﻋﻨﺪ ﺣﺪ ﻣﻌﺎﳉﺔ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺑﻞ ﺗﺴﺘﺤﻮﺫ ﻋﻠﻰ ﺍﳌﻌﺮﻓﺔ ﺍﻟﻨﺎﺩﺭﺓ ﻭﺍﳋﱪﺍﺕ ﺍﳌﺘﻤﻴﺰﺓ‬
‫ﻟﺪﻯ ﺍﳋﱪﺍﺀ ﰲ ﳎﺎﻝ ﻣﻌﲔ ﰎ ﺗﻮﻓﺮﻫﺎ ﺑﺸﻜﻞ ﻳﺴﻤﺢ ﻟﻶﺧﺮﻳﻦ ﺑﺎﺳﺘﺨﺪﺍﻣﻬﺎ ﺑﺴﻬﻮﻟﺔ‪.‬‬
‫‪ -‬ﺯﻳﺎﺩﺓ ﺍﻹﻧﺘﺎﺟﻴﺔ‪:‬‬
‫ﻓﺎﻟﻨﻈﻢ ﺍﳋﺒﲑﺓ ﳝﻜﻨﻬﺎ ﺃﻥ ﺗﻌﻤﻞ ﺑﺸﻜﻞ ﺃﺳﺮﻉ ﻭﺃﺩﻕ ﻣﻦ ﺍﻟﻌﻨﺼﺮ ﺍﻟﺒﺸﺮﻱ‪ ،‬ﻛﻤﺎ ﺃﻥ ﺍﺳﺘﺨﺪﺍﻣﻬﺎ ﻳﺘﺮﺗﺐ‬
‫ﻋﻠﻴﻪ ﺗﻘﻠﻴﻞ ﺍﻷﺧﻄﺎﺀ ﺃﻭ ﺣﱴ ﺍﻟﻘﻀﺎﺀ ﻋﻠﻴﻬﺎ‪ ،‬ﻛﺬﻟﻚ ﲣﻔﻴﺾ ﺍﻟﺘﻜﺎﻟﻴﻒ ﺍﳋﺎﺻﺔ ﺑﺎﻻﺳﺘﻌﺎﻧﺔ ﺑﺎﳋﱪﺍﺀ‪.‬‬
‫‪ -‬ﺍﳌﺮﻭﻧﺔ‪:‬‬
‫ﺗﺘﺼﻒ ﺍﻟﻨﻈﻢ ﺍﳋﺒﲑﺓ ﺑﺎﳌﺮﻭﻧﺔ ﰲ ﺗﻘﺪﱘ ﺍﻟﻨﺼﺎﺋﺢ ﰲ ﳎﺎﻻﺕ ﺍﺳﺘﺨﺪﺍﻣﻬﺎ‪ ،‬ﻓﺒﻨﺎﺀ ﻋﻠﻰ ﻧﻮﻉ ﺍﳌﺪﺧﻼﺕ ﻣﻦ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﺗﺘﺤﺪﺩ ﺍﻟﻘﻮﺍﻋﺪ ﺍﳌﺴﺘﺨﺪﻣﺔ ﰲ ﺣﻞ ﺍﳌﺸﻜﻼﺕ‪.‬‬
‫‪ -‬ﺇﻣﻜﺎﻧﻴﺔ ﺍﻟﻌﻤﻞ ﰲ ﻇﻞ ﻣﻌﻠﻮﻣﺎﺕ ﻏﲑ ﻣﺆﻛﺪﺓ‪.‬‬
‫‪ -‬ﺇﻣﻜﺎﻧﻴﺔ ﻧﻘﻞ ﺍﳌﻌﺮﻓﺔ ﺇﱃ ﺃﻣﺎﻛﻦ ﻣﺘﺒﺎﻋﺪﺓ ﺟﻐﺮﺍﰲ‪.‬‬
‫ﺍﻟﺸﻜﻞ )‪ :( 22‬ﻣﻜﻮﻧﺎﺕ ﺍﻟﻨﻈﻢ ﺍﳋﺒﲑ‬

‫‪18‬ة‬ ‫ا‪
\ G‬‬ ‫ا‪78R$ G‬‬

‫ا ‪
Q‬‬ ‫ا‪C1TC‬ل‬ ‫ا<‪#‬ــ‪1‬م‬ ‫‪
O‬‬ ‫ﺍﻝﻤﺴﺘﺨﺩﻡ‬
‫ا‪#‬ـ‬

‫ﻤﺤﻁﺔ ﻋﻤل‬

‫ﺍﻝﺨﺒﻴﺭ ﺃﻭ‬ ‫ا ‪Q‬ـــ
‬

‫ﻤﻬﻨــﺩﺱ‬ ‫وا‪#‬ــات‬
‫‪ G‬‬
‫ﺍﻝﻤﻌﺭﻓﺔ‬ ‫ا ‪Q‬ــ
‬

‫ﻤﺤﻁﺔ ﻋﻤل‬

‫)ﺍﳌﺼﺪﺭ‪ :‬ﺻﱪﻳﻨﺔ ﻋﺰ ﺍﻟﺪﻳﻦ ﺯﻳﺮ‪ ،‬ﺍﳌﺮﺟﻊ ﺍﻟﺴﺎﺑﻖ‪ ،‬ﺹ‪(42‬‬

‫‪88‬‬
‫ﺭﻏﻢ ﺗﻠﻚ ﺍﳌﺰﺍﻳﺎ ﺍﻟﱵ ﺗﺘﻤﺘﻊ ‪‬ﺎ ﺍﻟﻨﻈﻢ ﺍﳋﺒﲑﺓ ﺇﻻ ﺃ‪‬ﺎ ﻻ ﲣﻠﻮ ﻣﻦ ﺑﻌﺾ ﺍﻟﻌﻴﻮﺏ ﻭﺍﻟﱵ ﳝﻜﻦ ﺗﻮﺿﻴﺤﻬﺎ‬
‫‪1‬‬
‫ﻓﻴﻤﺎ ﻳﻠﻲ‪:‬‬
‫‪ -‬ﺇﻥ ﺍﳌﻌﺮﻓﺔ ﺍﻟﻨﺎﺩﺭﺓ ﺍﻟﱵ ﻏﺎﻟﺒﺎ ﻣﺎ ﺗﺸﻤﻞ ﻋﻠﻴﻬﺎ ﺍﻟﻨﻈﻢ ﺍﳋﺒﲑﺓ ﻗﺪ ﻻ ﺗﻜﻮﻥ ﻣﺘﺎﺣﺔ ﰲ ﺍﻟﻌﺪﻳﺪ ﻣﻦ‬
‫ﺍ‪‬ﺎﻻﺕ‪.‬‬
‫‪ -‬ﺇﻥ ﺍﳋﱪﺓ ﺍﳌﺘﻤﻴﺰﺓ ﻗﺪ ﻳﺼﻌﺐ ﺍﳊﺼﻮﻝ ﻋﻠﻴﻬﺎ ﻣﻦ ﺍﳋﱪﺍﺀ ﰲ ﺑﻌﺾ ﺍﻷﺣﻴﺎﻥ ﺣﻴﺚ ﺃﻥ ﻟﻜﻞ ﺧﺒﲑ‬
‫ﻣﺪﺧﻠﻪ ﰲ ﺍﻟﺘﻌﺎﻣﻞ ﻣﻊ ﺍﳌﺸﻜﻼﺕ‪.‬‬
‫‪ -‬ﺇﻥ ﺍﳌﺼﻄﻠﺤﺎﺕ ﺍﻟﱵ ﻳﺴﺘﺨﺪﻣﻬﺎ ﺍﳋﱪﺍﺀ ﻟﻠﺘﻌﺒﲑ ﻋﻦ ﺍﳊﻘﺎﺋﻖ ﻭﺍﻟﻌﻼﻗﺎﺕ ﻏﺎﻟﺒﺎ ﻣﺎ ﺗﻜﻮﻥ ﻣﻌﻘﺪﺓ‬
‫ﻭﻏﲑ ﻣﻔﻬﻮﻣﻪ ﻟﻶﺧﺮﻳﻦ ﳑﺎ ﳛﻮﻝ ﺩﻭﻥ ﺍﻻﺳﺘﻔﺎﺩﺓ ﺍﻟﻜﺎﻣﻠﺔ ﻣﻦ ﺇﻣﻜﺎﻧﻴﺎﺕ ﻫﺬﻩ ﺍﻟﻨﻈﻢ‪.‬‬
‫‪ -‬ﺇﻥ ﺑﻨﺎﺀ ﺍﻟﻨﻈﻢ ﺍﳋﺒﲑﺓ ﺃﻣﺮ ﻣﻜﻠﻒ‪.‬‬

‫‪ 1‬ﺇﻳﻔﺮﺍﻡ ﺗﻮﺭﺑﺎﻥ‪ ،‬ﺍﳌﺮﺟﻊ ﺍﻟﺴﺎﺑﻖ‪ ،‬ﺹ‪.618‬‬

‫‪89‬‬
 ‫ﺧﻼﺻﺔ ﺍﻟﻔﺼﻞ ﺍﻟﺜﺎﻧﻲ‬
‫ﳝﻜﻦ ﺗﻌﺮﻳﻒ ﺍﻟﻨﻈﺎﻡ ﺑﺄﻧﻪ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﳌﻜﻮﻧﺎﺕ ﺃﻭ ﺍﻟﻌﻨﺎﺻﺮ ﺍﻟﱵ ﺗﺘﻌﻠﻖ ﺑﺒﻌﻀﻬﺎ ﻭﺗﻜﻮ‪‬ﻥ ﻛﹸﻼ‬
‫ﻭﺍﺣﺪﺍ ﻭﺗﺘﺠﻪ ﳓﻮ ﲢﻘﻴﻖ ﻫﺪﻑ ﻣﺸﺘﺮﻙ ﺑﻴﻨﻬﺎ‪ ،‬ﻭﻟﻜﻞ ﻧﻈﺎﻡ ﺇﻃﺎﺭ ﺃﻭ ﺣﺪﻭﺩ ﲤﻴﺰ ﺑﲔ ﺍﻟﻌﻨﺎﺻﺮ ﺍﻟﱵ ﺗﻜ ‪‬ﻮﻧﻪ‬
‫ﻭﺍﻟﻌﻨﺎﺻﺮ ﺍﻟﱵ ﻻ ﻳﻀﻤﻬﺎ‪ .‬ﻭﻳﺘﺒﺎﺩﻝ ﺍﻟﻨﻈﺎﻡ ﻋﱪ ﺇﻃﺎﺭﻩ ﻋﺪﺓ ﻋﻼﻗﺎﺕ ﻣﻊ ﺑﻴﺌﺘﻪ؛ ﻭﻋﻠﻴﻪ ﺗﻘﺴﻢ ﺍﻟﻨﻈﻢ ﺇﱃ‬
‫ﻣﻔﺘﻮﺣﺔ ﻭﻣﻐﻠﻘﺔ ﺣﺴﺐ ﻋﻼﻗﺘﻬﺎ ﺑﻌﻨﺎﺻﺮ ﺍﻟﺒﻴﺌﺔ‪ .‬ﻭﳛﻘﻖ ﺃﻫﺪﺍﻓﻪ ﻣﻦ ﺧﻼﻝ ﲢﻮﻳﻞ ﻣﺪﺧﻼﺗﻪ ﺇﱃ ﳐﺮﺟﺎﺕ؛‬
‫ﺇﺫ ﺃﻧﻪ ﻳﺘﻠﻘﻰ ﻣﺪﺧﻼﺗﻪ ﻣﻦ ﺍﻟﺒﻴﺌﺔ ﰒ ﻳﻌﻴﺪ ﳐﺮﺟﺎﺗﻪ ﺇﻟﻴﻬﺎ‪ .‬ﻛﻤﺎ ﺃﻥ ﻋﻨﺼﺮ ﺿﺒﻂ ﺍﻟﺘﺸﻐﻴﻞ ﻣﻦ ﺧﻼﻝ‬
‫ﺍﺳﺘﺮﺟﺎﻉ ﺍﻟﻨﺘﺎﺋﺞ ﳝﻜﻦ ﻣﻦ ﻋﻤﻠﻴﺔ ﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻰ ﺍﻟﻨﻈﺎﻡ‪ ،‬ﺪﻑ ﺍﻹﺑﻘﺎﺀ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺃﺩﺍﺀ ﺍﻟﻨﻈﺎﻡ ﻋﻠﻰ ﻣﺎﻫﻮ‬
‫ﻋﻠﻴﻪ ﺩﻭﻥ ﺍﳓﺮﺍﻑ‪ ،‬ﺃﻭ ﲢﺴﲔ ﺃﺩﺍﺋﻪ‪ .‬ﻭﻣﻦ ﺍﳉﺪﻳﺮ ﺑﺎﻟﺬﻛﺮ ﺃﻥ ﻟﻠﻨﻈﺎﻡ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﳋﺼﺎﺋﺺ ﺗﺘﻤﺜﻞ ﰲ‪:‬‬
‫ﻫﺪﻓﻪ‪ ،‬ﻛﹸﻠﻴﺘﻪ‪ ،‬ﺷﻜﻞ ﺍﳌﻜﻮﻧﺎﺕ ﺍﻟﺮﺋﻴﺴﻴﺔ‪ ،‬ﺍﻟﺮﻗﺎﺑﺔ ﻭﺍﻟﻀﺒﻂ ﻋﻦ ﻃﺮﻳﻖ ﺍﺳﺘﺮﺟﺎﻉ ﺍﻟﻨﺘﺎﺋﺞ‪ ،‬ﻭﺍﳊﺪﻭﺩ‬
‫ﻭﻣﺴﺘﻮﻳﺎﺕ ﺍﻟﻨﻈﺎﻡ ﻭﺍﻻﺗﺼﺎﻝ‪.‬‬
‫ﻭﺑﻨﺎﺀﺍ ﻋﻠﻰ ﻣﺎﺳﺒﻖ ﳝﻜﻦ ﺗﻌﺮﻳﻒ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻋﻠﻰ ﺃﻧﻪ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﳌﻜﻮﻧﺎﺕ ﻭﺍﻹﺟﺮﺍﺀﺍﺕ‬
‫ﻭﺍﻷﻓﺮﺍﺩ ﻭﺍﻷﺟﻬﺰﺓ ﺍﻟﱵ ‪‬ﺪﻑ ﺇﱃ ﺇﻧﺘﺎﺝ ﻣﻌﻠﻮﻣﺎﺕ ﳏﺪﺩﺓ‪ ،‬ﻭﻻ ﻳﻌﺪ ﺍﻟﻨﻈﺎﻡ ﻧﻈﺎﻣﺎ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺇﻻ‬
‫ﺇﺫﺍ ﺍﺳﺘﻬﺪﻑ ﺧﺪﻣﺔ ﺟﺎﻧﺐ ﻭﺍﺣﺪ ﻋﻠﻰ ﺍﻷﻗﻞ ﻣﻦ ﺟﻮﺍﻧﺐ ﺍﻟﻌﻤﻠﻴﺔ ﺍﻹﺩﺍﺭﻳﺔ ﻭﺧﺎﺻﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ‬
‫ﺍﻹﺩﺍﺭﻳﺔ‪ .‬ﻭﻳﺘﻜﻮﻥ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻣﻦ ﻋﻨﺎﺻﺮ ﺃﺳﺎﺳﻴﺔ ﻫﻲ‪ :‬ﻋﻨﺼﺮ ﺍﳌﺪﺧﻼﺕ‪ ،‬ﻋﻨﺼﺮ ﺍﻹﺟﺮﺍﺀﺍﺕ‪،‬‬
‫ﺍﳌﻌﺎﳉﺔ‪ ،‬ﺍﻟﺘﺨﺰﻳﻦ‪ ،‬ﺍﳌﺨﺮﺟﺎﺕ ﻭﻋﻨﺼﺮ ﺍﻻﺗﺼﺎﻻﺕ‪ .‬ﻭﺇﺫﺍ ﻛﺎﻥ ﺍﳍﺪﻑ ﺍﻷﻭﻝ ﻟﻨﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‬
‫ﻳﻜﻤﻦ ﰲ ﺧﺪﻣﺔ ﺍﻹﺩﺍﺭﺓ ﺑﺘﻮﻓﲑ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﻼﺯﻣﺔ ﻻﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﻓﺈﻥ ﺍﻟﺒﻌﺾ ﻳﺮﻯ ﺃﻥ ﻣﺸﻜﻠﺔ‬
‫ﺍﻹﺩﺍﺭﺓ ﺗﻜﻤﻦ ﰲ ﺍﻟﻜﻢ ﺍﳍﺎﺋﻞ ﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻏﲑ ﺍﳌﻨﺎﺳﺒﺔ ﺍﻟﱵ ﺗﺘﻮﺍﻓﺮ ﰲ ﺍﳌﻨﺸﺂﺕ ﻭﻟﻴﺲ ﰲ ﻧﻘﺺ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﻨﺎﺳﺒﺔ‪ .‬ﻭﻣﻦ ﺍﳋﻄﺄ ﺍﻗﺘﺼﺎﺭ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻋﻠﻰ ﳎﺮﺩ ﺗﺄﺩﻳﺔ ﺍﻷﻋﻤﺎﻝ ﺍﳌﻜﺘﺒﻴﺔ‬
‫ﺑﺎﺳﺘﺨﺪﺍﻡ ﺍﳊﺎﺳﺒﺎﺕ ﺍﻵﻟﻴﺔ ﺑﺪﻻ ﻣﻦ ﺍﻟﻄﺮﻳﻘﺔ ﺍﻟﻴﺪﻭﻳﺔ‪ ،‬ﻛﻤﺎ ﻻ ﻳﻜﻔﻲ ﺃﻳﻀﺎ ﳎﺮﺩ ﺍﻗﺘﻨﺎﺀ ﻭﺗﺸﻐﻴﻞ ﺍﳊﺎﺳﺒﺎﺕ‬
‫ﺍﻵﻟﻴﺔ ﻟﺘﻮﻓﲑ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪ .‬ﻭﺇﺿﺎﻓﺔ ﳌﺎ ﺳﺒﻖ ﻳﺘﻄﻠﺐ ﺗﻄﻮﻳﺮ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﲣﻄﻴﻄﺎ‬
‫ﺩﻗﻴﻘﺎ ﻭﺗﻔﺼﻴﻠﻴﺎ ﻣﻦ ﺍﻟﻘﺎﺋﻤﲔ ﻋﻠﻴﻪ‪ ،‬ﺇﺫ ﺃﻥ ﺗﻄﻮﻳﺮﻫﺎ ﻳﺘﻀﻤﻦ ﻋﺪﺓ ﻣﺮﺍﺣﻞ ﻫﻲ‪ :‬ﺍﻟﺒﺤﺚ ﻭﺍﻟﺪﺭﺍﺳﺔ‪ ،‬ﺍﻟﺘﺤﻠﻴﻞ‬
‫ﻭﺍﻟﺘﺼﻤﻴﻢ‪ ،‬ﺍﻟﺘﻄﺒﻴﻖ ﻭﺍﻻﺧﺘﺒﺎﺭ‪ .‬ﻭﻋﻨﺪ ﺍﻻﻧﺘﻬﺎﺀ ﻣﻦ ﺍﺧﺘﺒﺎﺭ ﺍﻟﻨﻈﻢ ﺗﺒﺪﺃ ﻣﻬﻤﺔ ﺇﺩﺍﺭﺓ ﺍﻟﻨﻈﺎﻡ ﻭﺗﺸﻐﻴﻠﻪ ﻭﺗﻘﻮﳝﻪ‬
‫ﻟﻠﺘﺄﻛﺪ ﻣﻦ ﺣﺴﻦ ﻗﻴﺎﻣﻪ ﺑﺎﳌﻬﺎﻡ ﺍﳌﻨﻮﻃﺔ ﺑﻪ ﻃﺒﻘﺎ ﻟﻠﻤﻌﺎﻳﲑ ﺍﻟﱵ ﺗﺴﺘﺨﺪﻡ ﰲ ﺍﳊﻜﻢ ﻋﻠﻰ ﻣﺪﻯ ﻓﻌﺎﻟﻴﺘﻪ‬
‫ﻭﻛﻔﺎﺀﺗﻪ‪ .‬ﻛﻤﺎ ﺃﻥ ﻫﻨﺎﻙ ﻋﺪﺓ ﺃﻧﻮﺍﻉ ﻟﻨﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻣﺘﺒﺎﻳﻨﺔ ﺍﻟﺘﻄﻮﺭ‪ ،‬ﻭﻫﻲ ﻧﻈﻢ ﺃﲤﺘﺔ ﺍﳌﻜﺎﺗﺐ‪،‬‬
‫ﻧﻈﻢ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭ‪ ،‬ﻧﻈﻢ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﻭﺍﻟﻨﻈﻢ ﺍﳋﺒﲑﺓ‪ ،‬ﺇﺫ ﺟﺎﺀﺕ ﻛﻠﻬﺎ ﺗﺒﻌﺎ ﻟﻠﺘﻄﻮﺭ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻲ‬
‫ﻭﺍﻟﺘﻨﻈﻴﻤﻲ ﺍﻟﺬﻱ ﺷﻬﺪﺗﻪ ﺍﳌﻨﻈﻤﺔ ﰲ ﺍﻟﻘﺮﻥ ﺍﳌﺎﺿﻲ‪ ،‬ﻭﺍﻟﺪﻭﺭ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﺍﳌﺘﻨﺎﻣﻲ ﺍﻟﺬﻱ ﺗﻠﻌﺒﻪ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﰲ ﺍﳌﺆﺳﺴﺔ ﻭﻫﺬﺍ ﻣﺎ ﺳﻴﺘﻢ ﺍﻟﺘﻄﺮﻕ ﻟﻪ ﰲ ﺍﻟﻔﺼﻞ ﺍﻟﺜﺎﻟﺚ ﻣﻦ ﻫﺬﻩ ﺍﻟﺪﺭﺍﺳﺔ‪.‬‬

‫‪90‬‬
 ‫ﳏﺘﻮﻳﺎﺕ ﺍﻟﻔﺼﻞ ﺍﻟﺜﺎﻟﺚ‪:‬‬
‫ﺍﳌﺒﺤﺚ ﺍﻷﻭﻝ‪ :‬ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻭﺍﳌﻨﻈﻤﺎﺕ‬
‫ﺍﳌﻄﻠﺐ ﺍﻷﻭﻝ‪ :‬ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻭﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‬
‫ﺍﳌﻄﻠﺐ ﺍﻟﺜﺎﱐ‪ :‬ﺍﻷﻧﻈﻤﺔ ﺍﻟﻮﻇﻴﻔﻴﺔ ﺍﻟﻔﺮﻋﻴﺔ ﻟﻨﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‬
‫ﺍﳌﻄﻠﺐ ﺍﻟﺜﺎﻟﺚ‪ :‬ﺍﻟﺪﻭﺭ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﻟﻨﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‬
‫ﺍﳌﻄﻠﺐ ﺍﻟﺮﺍﺑﻊ‪ :‬ﺍﻟﺘﺤﺪﻳﺎﺕ ﺍﻟﱵ ﺗﻮﺍﺟﻪ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﰲ‬
‫ﺍﳌﻨﻈﻤﺔ‬
‫ﺍﳌﻄﻠﺐ ﺍﳋﺎﻣﺲ‪ :‬ﻣﺮﺍﺣﻞ ﺻﻨﻊ ﺍﻟﻘﺮﺍﺭ ﻭﺩﻭﺭ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻓﻴﻬﺎ‬
‫ﺍﳌﺒﺤﺚ ﺍﻟﺜﺎﱐ‪ :‬ﻋﻤﻠﻴﺎﺕ ﻣﺮﺍﻗﺒﺔ ﻭﺗﻘﻴﻴﻢ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‬
‫ﺍﳌﻄﻠﺐ ﺍﻷﻭﻝ‪ :‬ﻣﻔﻬﻮﻡ ﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻰ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‬
‫ﺍﳌﻄﻠﺐ ﺍﻟﺜﺎﱐ‪ :‬ﺍﻟﺮﻗﺎﺑﺔ ﺍﻟﻌﺎﻣﺔ ﻋﻠﻰ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‬
‫ﺍﳌﻄﻠﺐ ﺍﻟﺜﺎﻟﺚ‪ :‬ﺍﻟﺮﻗﺎﺑﺔ ﺍﻟﺘﻄﺒﻴﻘﻴﺔ ﻋﻠﻰ ﺃﻧﺸﻄﺔ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﺍﻹﺩﺍﺭﻳﺔ‬
‫ﺍﳌﻄﻠﺐ ﺍﻟﺮﺍﺑﻊ‪ :‬ﺃﻣﻦ ﻭﺳﺮﻳﺔ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‬
‫ﺍﳌﻄﻠﺐ ﺍﳋﺎﻣﺲ‪ :‬ﻋﻮﺍﻣﻞ ﳒﺎﺡ ﻭﻓﺸﻞ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‬
 ‫ﺗﻤﻬﻴﺪ‪:‬‬
‫ﻟﻘﺪ ﺃﺻﺒﺤﺖ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻣﻮﺭﺩﺍ ﺟﻮﻫﺮﻳﺎ ﻟﻠﻤﻨﺸﺂﺕ ﰲ ﺍﻟﻌﺼﺮ ﺍﳊﺎﱄ‪ ،‬ﻓﻠﻜﻲ ﲢﺎﻓﻆ ﺍﳌﻨﺸﺂﺕ‬
‫ﻋﻠﻰ ﺑﻘﺎﺋﻬﺎ ﻳﺘﻮﺟﺐ ﻋﻠﻴﻬﺎ ﺃﻥ ﲡﻤﻊ ﻭﺗﻨﻘﻲ ﻭﲣﺰﻥ ﻭﺗﺴﺘﺨﺪﻡ ﻛﻤﻴﺎﺕ ﻛﺒﲑﺓ ﻣﻦ ﺍﻟﺒﻴﺎﻧﺎﺕ‬
‫ﻭﺍﳌﻌﻠﻮﻣﺎﺕ‪ .‬ﺃﻣﺎ ﺇﺫﺍ ﺃﺭﺍﺩﺕ ﺍﻻﺯﺩﻫﺎﺭ ﻓﻴﻠﺰﻣﻬﺎ ﺃﻥ ِﺗﺆﺩﻱ ﻫﺬﻩ ﺍﻟﻮﻇﺎﺋﻒ ﲟﺴﺘﻮﻯ ﺃﻓﻀﻞ ﳑﺎ ﻳﻘﻮﻡ ﺑﻪ‬
‫ﻣﻨﺎﻓﺴﻮﻫﺎ‪ .‬ﻭﺑﻴﻨﻤﺎ ﲤﻴﺰﺕ ﺑﻌﺾ ﻧﻮﺍﺣﻲ ﺍﻟﻨﺸﺎﻁ ﺍﻟﱵ ﺗﻘﻮﻡ ‪‬ﺎ ﺍﳌﻨﺸﺂﺕ ﻓﻴﻤﺎ ﻣﻀﻰ )ﺍﻹﻧﺘﺎﺝ ﰲ‬
‫ﺍﻷﺭﺑﻌﻴﻨﺎﺕ ﻭﺍﻟﺘﺴﻮﻳﻖ ﰲ ﺍﳋﻤﺴﻴﻨﺎﺕ ﻭﺍﻟﺴﺘﻴﻨﺎﺕ‪ ،‬ﻭﺍﻟﺘﻤﻮﻳﻞ ﰲ ﺍﻟﺴﺒﻌﻴﻨﺎﺕ( ﻣﻦ ﺍﻟﻘﺮﻥ ﺍﻟﻌﺸﺮﻳﻦ‪،‬‬
‫ﻓﺈﻥ ﺍﻟﻮﻇﺎﺋﻒ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺎﳌﻌﻠﻮﻣﺎﺕ ﺃﻗﺮﺏ ﺇﱃ ﺃﻥ ﺗﺼﺒﺢ ﺃﻫﻢ ﻭﺃﺧﻄﺮ ﺍﻟﻮﻇﺎﺋﻒ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻟﻠﻤﻨﺸﺄﺓ ﰲ‬
‫ﺍﻟﺜﻤﺎﻧﻴﻨﺎﺕ ﻭﺍﻟﺘﺴﻌﻴﻨﺎﺕ ﻭﺑﺪﺍﻳﺔ ﺍﻟﻘﺮﻥ ﺍﳊﺎﱄ؛ ﻓﻠﻘﺪ ﺃﺻﺒﺤﺖ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻓﻌﻼ ﻣﻦ ﺃﻫﻢ ﻋﻮﺍﻣﻞ ﺍﻟﻨﺠﺎﺡ‬
‫ﰲ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﺼﻨﺎﻋﺎﺕ ﻛﺼﻨﺎﻋﺔ ﺍﻟﻄﲑﺍﻥ ﻭﺍﻟﺘﺄﻣﲔ ﻭﺍﻟﺒﻨﻮﻙ‪ ،‬ﻓﻤﺎﻫﻮ ﺳﺒﺐ ﺍﻋﺘﻤﺎﺩ ﺍﳌﻨﺸﺂﺕ ‪‬ﺬﺍ‬
‫ﺍﻟﺸﻜﻞ ﻋﻠﻰ ﻣﻌﺎﳉﺔ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ؟‪ .‬ﻫﺬﺍ ﻣﺎ ﺳﺘﺘﻢ ﳏﺎﻭﻟﺔ ﺍﻹﳌﺎﻡ ﺑﻪ ﰲ ﺍﳌﺒﺤﺚ ﺍﻷﻭﻝ ﻣﻦ ﻫﺬﺍ‬
‫ﺍﻟﻔﺼﻞ‪ ،‬ﻭﺍﻟﺘﻄﺮﻕ –ﰲ ﺍﳌﺒﺤﺚ ﺍﻟﺜﺎﱐ‪ -‬ﻟﻌﻤﻠﻴﺎﺕ ﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻰ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻟﻀﻤﺎﻥ ﺳﲑﻫﺎ ﺍﳊﺴﻦ‬
‫ﻭﺑﺎﻟﺘﺎﱄ ﺧﺪﻣﺘﻬﺎ ﺍﻟﻔﻌﺎﻟﺔ ﻟﻌﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻹﺩﺍﺭﻳﺔ‪.‬‬

‫ﺍﻟﻤﺒﺤﺚ ﺍﻷﻭﻝ‪ :‬ﻧﻈﻢ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻭﺍﻟﻤﻨﻈﻤﺎﺕ‬

‫ﻣﻨﺬ ﺃﻭﺍﺳﻂ ﺍﻟﺜﻤﺎﻧﻴﻨﺎﺕ ﺃﺻﺒﺤﺖ ﺍﳌﻨﻈﻤﺎﺕ ﺗﺘﻌﺎﻣﻞ ﻣﻊ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﺎﻋﺘﺒﺎﺭﻫﺎ ﺃﺣﺪ ﺍﳌﻮﺍﺭﺩ ﺍﻟﱵ‬
‫ﳚﺐ ﲣﻄﻴﻄﻬﺎ ﻭﺇﺩﺍﺭ‪‬ﺎ ﻟﺘﺤﻘﻴﻖ ﺃﻗﺼﻰ ﺍﺳﺘﻔﺎﺩﺓ ﻣﻨﻬﺎ؛ ﻭﻋﻠﻴﻪ‪ ،‬ﻓﻘﺪ ﻇﻬﺮﺕ ﻋﻼﻗﺔ ﺗﺒﺎﺩﻟﻴﺔ ﺑﲔ ﻫﺬﻩ‬
‫ﺍﳌﻨﻈﻤﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ ﺍﺳﺘﻔﺎﺩﺕ ﻛﺜﲑﺍ ﻣﻦ ﺗﺒﲏ ﺍﳌﻨﻈﻤﺎﺕ ﳍﺎ‪ ،‬ﻟﻴﺲ ﻓﻘﻂ ﻋﻠﻰ ﺍﻟﺼﻌﻴﺪ ﺍﳌﺎﺩﻱ ﳍﺎ‪ ،‬ﺑﻞ‬
‫ﻛﺬﻟﻚ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﻟﱪﳎﻴﺎﺕ ﻭﺍﻟﺘﻄﻮﺭﺍﺕ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺔ‪ ،‬ﻭﺳﺘﺘﻢ ﰲ ﻫﺬﺍ ﺍﳌﺒﺤﺚ ﳏﺎﻭﻟﺔ ﺷﺮﺡ ﻭﺗﻮﺿﻴﺢ‬
‫ﺑﻌﺾ ﺟﻮﺍﻧﺐ ﺍﻟﻌﻼﻗﺔ ﺑﲔ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﳌﻨﻈﻤﺔ‪.‬‬

‫ﺍﻟﻤﻄﻠﺐ ﺍﻷﻭﻝ‪ :‬ﻧﻈﻢ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻭ ﺍﻟﻤﺴﺘﻮﻳﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‬

‫ﺗﺘﻜﻮﻥ ﺍﳌﺆﺳﺴﺎﺕ‪-‬ﺑﻄﺒﻴﻌﺔ ﺍﳊﺎﻝ‪-‬ﻣﻦ ﻋﺪﺓ ﻣﺴﺘﻮﻳﺎﺕ ﺇﺩﺍﺭﻳﺔ ﺗﺘﺪﺭﺝ ﻣﻦ ﻣﺴﺘﻮﻯ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﺇﱃ‬
‫ﻣﺴﺘﻮﻯ ﺍﻹﺩﺍﺭﺓ ﺍﻟﺘﺸﻐﻴﻠﻴﺔ؛ ﻭﺑﺎﻟﺘﺎﱄ ﻓﻬﻲ ﺗﺘﻄﻠﺐ ﻭﺟﻮﺩ ﻋﺪﺓ ﺃﻧﻮﺍﻉ ﻣﻦ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ؛ ﻓﻔﻲ‬
‫ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﻜﺒﲑﺓ ﻭﺍﳌﻌﻘﺪﺓ‪ ،‬ﺑﺒﻨﻴﺎ‪‬ﺎ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﻭﺃﻧﺸﻄﺘﻬﺎ ﺍﳌﺘﻌﺪﺩﺓ ﻻ ﻳﺴﺘﻄﻴﻊ ﻧﻈﺎﻡ ﻣﻌﻠﻮﻣﺎﺕ ﻭﺍﺣﺪ ﻣﻬﻤﺎ‬
‫ﺑﻠﻎ ﻣﻦ ﺭﻗﻲ ﰲ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﻷﺟﻬﺰﺓ ﻭﺍﻟﱪﳎﻴﺎﺕ‪ ،‬ﻭﻣﻬﻤﺎ ﺃﺗﻴﺤﺖ ﳍﺬﺍ ﺍﻟﻨﻈﺎﻡ ﻣﻦ ﺗﺴﻬﻴﻼﺕ ﻣﺎﺩﻳﺔ‬
‫ﻭﺍﺗﺼﺎﻻﺕ ﻭﺷﺒﻜﺎﺕ ﻣﺮﻧﺔ ﻭﻓﺎﺋﻘﺔ ﺍﻟﺘﻘﻨﻴﺔ ﺃﻥ ﻳﻠﱯ ﺍﺣﺘﻴﺎﺟﺎﺕ ﺍﻹﺩﺍﺭﺓ ﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻟﺘﻨﻔﻴﺬ ﻛﻞ ﻋﻤﻠﻴﺎ‪‬ﺎ‬

‫‪91‬‬
‫ﻭﺃﻧﺸﻄﺘﻬﺎ‪ ،‬ﻭﺑﻨﺎﺀﺍ ﻋﻠﻰ ﻣﺎ ﺳﺒﻖ ﻳﻘﺴﻢ ﺃﻏﻠﺒﻴﺔ ﺍﳌﺆﻟﻔﲔ‪ 1‬ﰲ ﻫﺬﺍ ﺍ‪‬ﺎﻝ ﺍﳌﻨﻈﻤﺔ ﺇﱃ ﺃﺭﺑﻌﺔ ﻣﺴﺘﻮﻳﺎﺕ ﺇﺩﺍﺭﻳﺔ‬
‫ﺗﻘﺎﺑﻠﻬﺎ ﺃﻧﻮﺍﻉ ﻣﻦ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﻛﻤﺎ ﻫﻮ ﻣﻮﺿﺢ ﰲ ﺍﻟﺸﻜﻞ ﺍﻟﺘﺎﱄ‪:‬‬
‫)‪ :(23‬ﻋﻼﻗﺔ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﺎﳌﺴﺘﻮﻳﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‬
‫ﺍﻟﺸﻜﻞ)‪23‬‬
‫ﺍﳌﺴﺘﻮﻯ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ‬ ‫)‪(EIS, ES‬‬

‫ﺍﳌﺴﺘﻮﻯ ﺍﻟﺘﻜﺘﻴﻜﻲ‬ ‫)‪(MIS, DSS‬‬

‫ﻣﺴﺘﻮﻯ ﺍﻟﻌﻤﻞ ﺍﳌﻌﺮﰲ‬

‫) ﺍﻟﻌﺎﻣﻠﻮﻥ ﰲ ﻣﻌﺎﳉﺔ ﺍﻟﺒﻴﺎﻧﺎﺕ‬ ‫)‪(OAS, KWS‬‬

‫ﻭﳎﺎﻝ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﳌﻌﺮﻓﺔ(‬

‫ﺍﳌﺴﺘﻮﻯ ﺍﻟﻌﻤﻠﻴﺎﰐ‬ ‫)‪(TPS‬‬

‫) ﺍﳌﺼﺪﺭ ‪ :‬ﺳﻌﺪ ﻏﺎﻟﺐ ﻳﺎﺳﲔ‪ ،‬ﲢﻠﻴﻞ ﻭﺗﺼﻤﻴﻢ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﺩﺍﺭ ﺍﳌﻨﺎﻫﺞ ﻟﻠﻨﺸﺮ‪ ،‬ﻋﻤﺎﻥ‪ ،‬ﺍﻷﺭﺩﻥ‪ ،‬ﻁ‪،2000 ،1‬‬
‫ﺹ‪(69‬‬
‫ﻓﺎﳌﺴﺘﻮﻯ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﳑﺜﻼ ﺑﺎﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﻳﻬﺘﻢ ﺑﺎﻟﺪﺭﺟﺔ ﺍﻷﻭﱃ ﺑﺄﻧﺸﻄﺔ ﻭﻋﻤﻠﻴﺎﺕ ﺻﻴﺎﻏﺔ ﻭﺗﻄﺒﻴﻖ‬
‫ﻭﺗﻘﻴﻴﻢ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻷﻋﻤﺎﻝ ﺍﻟﺸﺎﻣﻠﺔ ﻟﻠﻤﻨﻈﻤﺔ‪ ،‬ﻭﻫﺬﺍ‪-‬ﻃﺒﻌﺎ‪-‬ﻳﺴﺘﻮﺟﺐ ﻭﺟﻮﺩ ﲢﻠﻴﻞ ﻣﻨﻬﺠﻲ ﺩﻗﻴﻖ‬
‫ﻟﻌﻨﺎﺻﺮ ﺍﻟﻘﻮﺓ ﻭﺍﻟﻀﻌﻒ ﺍﳌﻮﺟﻮﺩﺓ ﰲ ﺍﻟﺒﻴﺌﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ﳍﺎ‪ ،‬ﻭﺍﻟﻔﺮﺹ ﻭﺍﻟﺘﻬﺪﻳﺪﺍﺕ ﺍﳊﺎﻟﻴﺔ ﻭﺍﳌﺘﻮﻗﻌﺔ ﺍﳌﻮﺟﻮﺩﺓ‬
‫ﰲ ﺍﻟﺒﻴﺌﺔ ﺍﳋﺎﺭﺟﻴﺔ‪ ،‬ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﺩﺭﺍﺳﺔ ﻭ ﲢﻠﻴﻞ ﻫﻴﻜﻞ ﺍﳌﻨﺎﻓﺴﺔ ﰲ ﺍﻟﺴﻮﻕ ﺃﻭ ﰲ ﻗﻄﺎﻉ ﺍﻟﺼﻨﺎﻋﺔ ﻛﻜﻞ‪،‬‬
‫ﻭﺫﻟﻚ ﻣﻦ ﺃﺟﻞ ﺍﺧﺘﻴﺎﺭ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﱵ ﲢﻘﻖ ﻟﻠﻤﻨﻈﻤﺔ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ؛ ﻭﻋﻠﻴﻪ‪ ،‬ﻳﺘﻢ‬
‫ﺗﺼﻤﻴﻢ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺃﻭ ﺍﻟﻨﻈﻢ ﺍﻟﱵ ﺗﻘﻊ ﰲ ﺣﻘﻞ ﺩﻋﻢ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ‪ ،‬ﺑﻄﺮﻳﻘﺔ ﺗﻀﻤﻦ ﺗﻠﺒﻴﺔ‬
‫ﺍﺣﺘﻴﺎﺟﺎﺕ ﺍﻹﺩﺍﺭﺓ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﰲ ﳎﺎﻝ ﺻﻴﺎﻏﺔ ﻭﺗﻄﺒﻴﻖ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﳌﻨﻈﻤﺔ ﻣﻦ ﺧﻼﻝ ﻣﺎ ﺗﻘﺪﻣﻪ ﻣﻦ‬
‫ﻣﻌﻠﻮﻣﺎﺕ ﻋﻦ ﺍﻟﺒﻴﺌﺔ ﺍﳋﺎﺭﺟﻴﺔ ﺑﺎﻟﺪﺭﺟﺔ ﺍﻷﻭﱃ‪ ،‬ﻣﻦ ﺃﺟﻞ ﻣﻘﺎﺭﺑﺔ ﺍﻟﻨﺘﺎﺋﺞ ﺍﳋﺎﺻﺔ ﺑﺎﻟﻔﺮﺹ ﻭﺍﻟﺘﻬﺪﻳﺪﺍﺕ‬
‫ﺑﺎﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ ﲢﺼﻞ ﻋﻠﻴﻬﺎ ﻫﺬﻩ ﺍﻟﻨﻈﻢ ﻣﻦ ﲢﻠﻴﻞ ﺍﻟﺒﻴﺌﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻟﻠﻤﻨﻈﻤﺔ‪ ،‬ﺃﻭ ﻣﻦ ﺧﻼﻝ ﻧﻈﻢ ﻣﻌﻠﻮﻣﺎﺕ‬
‫ﺃﺧﺮﻯ ﺃﻛﺜﺮ ﺗﻮﺟﻬﺎ ﳓﻮ ﺍﻟﺒﻴﺌﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻣﺜﻞ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ)‪.(MIS‬‬
‫ﻭ ﻛﺨﻼﺻﺔ ﳝﻜﻦ ﺍﻟﻘﻮﻝ ﺑﺄﻥ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺗﺘﺠﻪ ﳓﻮ ﺩﻋﻢ ﻭﺇﺳﻨﺎﺩ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﰲ‬
‫ﳎﺎﻝ ﺻﻴﺎﻏﺔ ﻭﺗﻄﺒﻴﻖ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﳌﻨﻈﻤﺔ‪ ،‬ﻭﰲ ﳎﺎﻝ ﲣﻄﻴﻂ ﻭﺗﻨﻔﻴﺬ ﺍﻟﺮﻗﺎﺑﺔ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻋﻠﻰ ﺃﻧﺸﻄﺘﻬﺎ‬
‫ﺍﳌﺨﺘﻠﻔﺔ ﻭﻛﺬﺍ ﻻﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﱵ ﺗﻨﺒﺜﻖ ﻋﻨﻬﺎ ﻋﺪﺓ ﻗﺮﺍﺭﺍﺕ ﻭﻇﻴﻔﻴﺔ ﻭﺗﺸﻐﻴﻠﻴﺔ‪ ،‬ﻛﺬﻟﻚ ﻣﻦ‬
‫ﺍﳌﻤﻜﻦ ﺃﻥ ﺗﻌﻤﻞ ﺃﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﺑﻴﺌﺔ ﺍﻷﻋﻤﺎﻝ ﺍﻟﺪﻭﻟﻴﺔ ﳉﻤﻊ ﻭﲢﻠﻴﻞ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺇﻧﺘﺎﺝ ﺍﳌﻌﻠﻮﻣﺎﺕ‪،‬‬

‫‪ 1‬ﺳﻌﺪ ﻏﺎﻟﺐ ﻳﺎﺳﲔ‪ ،‬ﺍﳌﺮﺟﻊ ﺍﻟﺴﺎﺑﻖ‪ ،‬ﺹ‪.69‬‬

‫‪92‬‬
‫ﻭﺗﻘﺪﱘ ﺍﳋﻼﺻﺎﺕ ﻭﺍﻟﺘﺤﻠﻴﻼﺕ ﺇﺫﺍ ﻛﺎﻧﺖ ﻣﻨﻈﻤﺔ ﺍﻷﻋﻤﺎﻝ ﻣﻨﺪﳎﺔ ﺑﺼﻮﺭﺓ ﻛﺒﲑﺓ ﰲ ﺍﻟﺒﻴﺌﺔ ﺍﻟﺪﻭﻟﻴﺔ‪،‬‬
‫ﻭﺑﺎﻟﺘﺎﱄ ﻳﺼﺒﺢ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻣﻦ ﻃﺮﺍﺯ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﺪﻭﻟﻴﺔ ﺍﻟﱵ ﲣﺘﺺ ﺑﻘﻀﺎﻳﺎ ﻭﺃﻧﺸﻄﺔ ﺍﻹﺩﺍﺭﺓ‬
‫ﺍﻟﺪﻭﻟﻴﺔ‪.‬‬
‫ﺃﻣﺎ ﺍﳌﺴﺘﻮﻯ ﺍﻹﺩﺍﺭﻱ ﺍﻟﺜﺎﱐ‪ ،‬ﻭﺍﻟﺬﻱ ﻻ ﲣﻠﻮ ﻣﻨﻪ ﺃﻳﺔ ﻣﺆﺳﺴﺔ ﻓﻬﻮ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻮﻇﻴﻔﻴﺔ‪ ،‬ﺇﺫ ﻣﻦ ﻏﲑ‬
‫ﺍﳌﻨﻄﻘﻲ ﺃﻭ ﺍﻟﻌﻤﻠﻲ ﻭﺟﻮﺩ ﻣﻨﻈﻤﺔ ﺑﺪﻭﻥ ﻭﻇﺎﺋﻒ ﺍﻹﻧﺘﺎﺝ‪ ،‬ﺍﻟﺘﺴﻮﻳﻖ‪ ،‬ﺍﻟﺘﻤﻮﻳﻞ ﻭﺍﶈﺎﺳﺒﺔ ﻭﺇﺩﺍﺭﺓ ﺍﳌﻮﺍﺭﺩ‬
‫ﺍﻟﺒﺸﺮﻳﺔ ﺃﻭ ﺣﱴ ﺍﻟﻨﻘﻞ ﻭﺍﳊﺮﻛﺔ‪ .‬ﻭﻫﺬﺍ ﺍﳌﺴﺘﻮﻯ ﺍﻹﺩﺍﺭﻱ ﺑﺪﻭﺭﻩ ﳛﺘﺎﺝ ﺇﱃ ﻭﺟﻮﺩ ﻧﻈﻢ ﻣﻌﻠﻮﻣﺎﺕ ﺗﺴﺘﻄﻴﻊ‬
‫ﻣﻦ ﺧﻼﻝ ﺇﺩﺍﺭﺓ ﻣﻮﺍﺭﺩ ﻗﻮﺍﻋﺪ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﻟﻮﻇﻴﻔﻴﺔ ﲢﻘﻴﻖ ﺍﻟﺘﻜﺎﻣﻞ ﺍﳌﻄﻠﻮﺏ ﰲ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺫﺍﺕ‬
‫ﺍﻟﻌﻼﻗﺔ ﺑﺎﻹﻧﺘﺎﺝ‪ ،‬ﺍﻟﺘﺴﻮﻳﻖ‪ ،‬ﺍﻷﻓﺮﺍﺩ ﻭﺍﻟﺸﺆﻭﻥ ﺍﳌﺎﻟﻴﺔ ﻭﺍﶈﺎﺳﺒﻴﺔ‪...‬ﺍﱁ‪ ،‬ﻭﰲ ﻧﻔﺲ ﺍﻟﻮﻗﺖ ﺗﺴﺎﻫﻢ ﻫﺬﻩ‬
‫ﺍﻟﻨﻈﻢ ﰲ ﺗﻘﺪﱘ ﺧﻼﺻﺔ ﻭﺍﻓﻴﺔ ﻭﻋﻤﻴﻘﺔ ﻋﻦ ﻧﺘﺎﺋﺞ ﺃﻧﺸﻄﺔ ﺍﻷﻋﻤﺎﻝ ﻟﻺﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ‪ ،‬ﻭﺫﻟﻚ ﳌﺴﺎﻋﺪ‪‬ﺎ ﰲ‬
‫ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ‪.‬‬
‫ﺇﻥ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ)‪ (MIS‬ﲤﺜﻞ ﺃﻓﻀﻞ ﺻﻮﺭﺓ ﻟﺘﻜﺎﻣﻞ ﺍﻟﺒﻨﻴﺔ ﺍﻟﻮﻇﻴﻔﻴﺔ ﻟﻠﻤﻨﻈﻤﺔ ﻣﻊ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﻟﺘﺤﻘﻴﻖ ﻫﺬﺍ ﺍﻟﻐﺮﺽ‪ .‬ﻭﺗﺴﺘﻔﻴﺪ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻣﻦ ﻭﺟﻮﺩ ﺍﻟﻌﺎﻣﻠﲔ ﰲ ﻣﻴﺪﺍﻥ ﻣﻌﺎﳉﺔ‬
‫ﺍﻟﺒﻴﺎﻧﺎﺕ)‪ ،(Data Workers‬ﻭﺍﳌﻌﻠﻮﻣﺎﺕ)‪ ،(Information Workers‬ﻭﺍﻟﻌﺎﻣﻠﲔ ﰲ ﻣﻴﺪﺍﻥ ﺇﻧﺘﺎﺝ‬
‫ﺍﳌﻌﺮﻓﺔ )ﻣﻌﺎﳉﺔ ﺍﻟﻨﺼﻮﺹ‪ ،‬ﺍﻟﱪﻳﺪ ﺍﻻﻟﻜﺘﺮﻭﱐ‪ ،‬ﺍﻟﺘﻌﺎﻣﻞ ﻣﻊ ﺷﺒﻜﺔ ﺍﻻﻧﺘﺮﻧﺖ‪ (...‬ﺣﻴﺚ ﳝﺜﻞ ﻫﺆﻻﺀ ﺣﻠﻘﺔ‬
‫ﻭﺻﻞ ﺑﲔ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻭﺍﻹﺩﺍﺭﺓ ﺍﻟﺘﺸﻐﻴﻠﻴﺔ ﺍﻟﱵ ﺗﺮﺗﻜﺰ ﰲ ﺗﻨﻔﻴﺬ ﺃﻧﺸﻄﺘﻬﺎ ﺍﻟﻴﻮﻣﻴﺔ ﻭﺑﺮﺍﳎﻬﺎ ﻋﻠﻰ‬
‫ﻧﻈﻢ ﻣﻌﻠﻮﻣﺎﺕ ﺍﳊﺪﺙ)‪.(Transaction Processing System‬‬
‫ﻭ ﰲ ﺍﻟﻮﺍﻗﻊ –ﻛﻤﺎ ﻫﻮ ﻣﻮﺿﺢ ﰲ ﺍﻟﺸﻜﻞ )‪ -(24‬ﲤﺜﻞ ﻧﻈﻢ ﻣﻌﺎﳉﺔ ﺍﻷﺣﺪﺍﺙ ﺇﺣﺪﻯ ﺍﳌﺼﺎﺩﺭ ﺍﳌﻬﻤﺔ‬
‫ﳌﺪﺧﻼﺕ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﻭﻫﺬﺍ ﺑﻄﺒﻴﻌﺔ ﺍﳊﺎﻝ ﻳﻌﲏ ﺃﻥ ﻫﺬﻩ ﺍﻷﺧﲑﺓ ﻻ ﳝﻜﻨﻬﺎ ﺃﻥ ﺗﻌﻤﻞ ﻣﻦ‬
‫ﺩﻭﻥ ﻗﺎﻋﺪﺓ ﺗﺸﻐﻴﻠﻴﺔ‪ ،‬ﺃﻭ ﻧﻈﻢ ﻣﻌﺎﳉﺔ ﺍﻟﻜﺘﺮﻭﻧﻴﺔ ﻟﻠﺒﻴﺎﻧﺎﺕ ﺗﻘﻮﻡ ﺑﺘﺴﺠﻴﻞ ﻭﺗﺼﻨﻴﻒ ﻭﻣﻌﺎﳉﺔ ﺍﻟﺒﻴﺎﻧﺎﺕ‬
‫ﺍﳋﺎﺻﺔ ﺑﺎﻟﻮﻗﺎﺋﻊ ﻭﺍﻷﺣﺪﺍﺙ ﻓﻮﺭ ﺣﺪﻭﺛﻬﺎ‪ ،‬ﻭﺗﻠﺨﻴﺼﻬﺎ ﻭﺗﻨﻘﻴﺘﻬﺎ ﻷﻏﺮﺍﺽ ﺍﻹﺩﺍﺭﺓ ﻭﻛﻤﺪﺧﻼﺕ ﻟﻨﻈﻢ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪ .‬ﻭﺗﻔﻴﺪ ﺍﳌﻌﺎﳉﺔ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ﻟﻠﺒﻴﺎﻧﺎﺕ ﻭﺍﻟﱵ ﺗﺘﻴﺤﻬﺎ ﻧﻈﻢ ﻣﻌﺎﳉﺔ ﺍﳊﺪﺙ ﰲ ﲡﻬﻴﺰ‬
‫ﺍﻹﺩﺍﺭﺓ ﺍﻟﺘﺸﻐﻴﻠﻴﺔ )ﺍﻟﻌﻤﻠﻴﺎﺗﻴﺔ( ﺑﺎﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ ﲢﺘﺎﺟﻬﺎ ﺑﺼﻮﺭﺓ ﻳﻮﻣﻴﺔ ﺃﻭ ﺩﻭﺭﻳﺔ‪ ،‬ﻭﺣﺴﺐ ﺍﻟﻄﻠﺐ ﺃﻳﻀﺎ‪.‬‬
‫ﻭﻛﺨﻼﺻﺔ ﻟﻜﻞ ﻣﺎ ﺳﺒﻖ ﳝﻜﻨﻨﺎ ﺍﻟﻘﻮﻝ ﺑﺄﻥ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻭﺍﻷﻧﻮﺍﻉ ﺍﻷﺧﺮﻯ ﻟﻨﻈﻢ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﺗﻌﻤﻞ ﻛﻨﺴﻴﺞ ﻣﺘﻜﺎﻣﻞ ﻣﻊ ﺍﻟﺒﻨﻴﺔ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﳌﻨﻈﻤﺔ ﺍﻷﻋﻤﺎﻝ ﺍﳊﺪﻳﺜﺔ‪ ،‬ﻭﺫﻟﻚ ﻣﻦ ﺃﺟﻞ ﺗﻠﺒﻴﺔ‬
‫ﺍﺣﺘﻴﺎﺟﺎﺕ ﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺍﳌﺨﺘﻠﻔﺔ ﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ ﲣﺘﻠﻒ ﻛﻤﺎ ﻭﻧﻮﻋﺎ ﺣﺴﺐ ﻃﺒﻴﻌﺔ ﻭﻧﻮﻉ‬
‫ﺍﻹﺩﺍﺭﺓ ﻭﻣﺴﺘﻮﺍﻫﺎ ﰲ ﺍﻟﺘﻨﻈﻴﻢ‪ ،‬ﻭﺫﻟﻚ ﻷﻏﺮﺍﺽ ﺍﻟﺘﺨﻄﻴﻂ ﻭﺍﻟﺮﻗﺎﺑﺔ‪ ،‬ﻭﻛﺬﺍ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ‪ ،‬ﻛﻤﺎ ﺗﻠﻌﺐ ﺩﻭﺭﺍ‬
‫ﻣﻬﻤﺎ ﰲ ﲢﺴﲔ ﻛﻔﺎﺀﺓ ﺍﻻﺗﺼﺎﻝ ﺑﲔ ﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺍﳌﺨﺘﻠﻔﺔ‪ ،‬ﺍﺗﺼﺎﻝ ﻳﻠﻌﺐ ﺩﻭﺭﺍ ﻫﺎﻣﺎ ﰲ ﺍﶈﺎﻓﻈﺔ‬

‫‪93‬‬
 ‫ﺍﻟﺸﻜﻞ)‪ :(24‬ﺍﻟﺘﻜﺎﻣﻞ ﺑﲔ ‪ MIS‬ﻭ‪TPS‬‬

‫ﻧﻈﺎﻡ ﻣﻌﺎﳉﺔ ﺍﻷﺣﺪﺍﺙ‬ ‫ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‬

‫‪1‬‬

‫‪TPS‬‬ ‫‪MIS‬‬
‫ﺒﻴﺎﻨﺎﺕ‬
‫ﺍﻝﻤﺒﻴﻌﺎﺕ‬
‫ﻧﻈﺎﻡ ﻣﻌﺎﳉﺔ ﺍﻟﻄﻠﺒﻴﺎﺕ‬
‫ﻣﻠﻔﺎﺕ ﻃﻠﺒﻴﺎﺕ‬

‫ﺘﻜﻠﻔﺔ ﻭﺤﺩﺓ‬
‫ﺍﻹﻨﺘﺎﺝ‬

‫‪94‬‬
‫ﺍﳌﻠﻒ ﺍﻟﺮﺋﻴﺴﻲ‬ ‫‪MRP‬‬ ‫ﺍﻟﺘﻘﺎﺭﻳﺮ‬
‫‪MIS‬‬
‫ﻟﻺﻧﺘﺎﺝ‬ ‫ﺒﻴﺎﻨﺎﺕ ﻝﻠﻤﻨﺘﺞ‬
‫ﺍﳌﺪﺭﺍﺀ‬

‫ﻧﻈﺎﻡ ﺍﳌﻌﺎﳉﺔ ﺍﶈﺎﺳﺒﻴﺔ‬ ‫ﻤﻠﻔﺎﺕ ﻁﻠﺒﻴﺎﺕ‬

‫ﻣﻠﻒ ﺍﶈﺎﺳﺒﺔ‬

‫)ﺍﳌﺼﺪﺭ‪ :‬ﺳﻌﺪ ﻏﺎﻟﺐ ﻳﺎﺳﲔ‪ ،‬ﲢﻠﻴﻞ ﻭﺗﺼﻤﻴﻢ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﺩﺍﺭ ﺍﳌﻨﺎﻫﺞ ﻟﻠﻨﺸﺮ‪ ،‬ﻋﻤﺎﻥ‪ ،‬ﺍﻷﺭﺩﻥ‪ ،‬ﻁ‪،2000 ،1‬‬

‫ﺃﲪﺪ ﻣﺎﻫﺮ‪،‬ﺍﻟﺴﻠﻮﻙ ﺍﻟﺘﻨﻈﻴﻤﻲ)ﻣﺪﺧﻞ ﺑﻨﺎﺀ ﺍﳌﻬﺎﺭﺍﺕ(‪،‬ﺍﻟﺪﺍﺭ ﺍﳉﺎﻣﻌﻴﺔ ﻟﻠﻄﺒﻊ ﻭﺍﻟﻨﺸﺮ ﻭﺍﻟﺘﻮﺯﻳﻊ‪،‬ﻁ ‪،07‬ﺍﻹﺳﻜﻨﺪﺭﻳﺔ‪ ،2000،‬ﺹ‪.352‬‬
‫‪1‬‬
‫ﻛﻔﺎﺀﺓ ﺍﳌﺪﻳﺮﻳﻦ ﻋﻠﻤﻴﺔ ﰲ ﳎﺎﻝ ﺍﻻﺗﺼﺎﻻﺕ ﻛﻠﻤﺎ ﺯﺍﺩﺕ ﻛﻔﺎﺀﺓ ﺍﻟﻌﻤﻞ ﻭﲢﺴﻦ ﺍﻷﺩﺍﺀ‪.‬‬
‫ﻋﻠﻰ ﺗﺪﻓﻖ ﻭﺍﻧﺴﻴﺎﺏ ﺍﻟﻌﻤﻞ ﺩﺍﺧﻞ ﺍﳌﻨﻈﻤﺎﺕ؛ ﻓﻜﻠﻤﺎ ﻛﺎﻧﺖ ﻫﻨﺎﻙ ﺃﻧﻈﻤﺔ ﺟﻴﺪﺓ ﻟﻼﺗﺼﺎﻻﺕ ﻭﻛﺎﻧﺖ‬

‫ﺹ‪(72‬‬
 ‫ﺍﻟﻤﻄﻠﺐ ﺍﻟﺜﺎﻧﻲ‪ :‬ﺍﻟﻨﻈﺎﻡ ﺍﻟﻤﺘﻜﺎﻣﻞ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‬
‫ﺇﻥ ﺃﻫﺪﺍﻑ ﺍﳌﻨﻈﻤﺔ‪ ،‬ﻭﻛﺬﺍ ﻃﺒﻴﻌﺘﻬﺎ ﻭﻇﺮﻭﻓﻬﺎ ﻭﻣﺘﻐﲑﺍﺕ ﺑﻴﺌﺘﻬﺎ ﺗﺆﺛﺮ ﺑﺸﻜﻞ ﻛﺒﲑ ﻋﻠﻰ ﺃﺷﻜﺎﻝ‬
‫ﺃﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ‪‬ﺎ‪ ،‬ﻭﺑﺎﻟﺘﺎﱄ ﻓﻔﻲ ﺃﻏﻠﺐ ﺍﳊﺎﻻﺕ ﺗﺄﺧﺬ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺒﻨﻴﺔ ﻋﻠﻰ ﺍﳊﺎﺳﺐ ﺍﻵﱄ‬
‫ﺷﻜﻞ ﻭﳏﺘﻮﻯ ﳎﺎﻝ ﻭﻇﻴﻔﻲ ﺭﺋﻴﺴﻲ؛ ﻛﺎ‪‬ﺎﻝ ﺍﻟﺘﺴﻮﻳﻘﻲ‪ ،‬ﺍﶈﺎﺳﱯ ﻭﺍﳌﺎﱄ‪ ،‬ﺍﻹﻧﺘﺎﺟﻲ‪...‬ﻭﻏﲑﻫﺎ‪ ،‬ﺃﻭ ﳝﻜﻦ‬
‫ﺃﻥ ﲤﺜﻞ ﺇﻃﺎﺭﺍ ﻣﺘﻜﺎﻣﻼ ﻟﻨﻈﻢ ﻭﻇﻴﻔﻴﺔ ﻓﺮﻋﻴﺔ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﲝﻴﺚ ﻳﺮﺗﺒﻂ ﻛﻞ ﻧﻈﺎﻡ ﻓﺮﻋﻲ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﲟﺠﺎﻝ‬
‫ﻭﻇﻴﻔﻲ ﺭﺋﻴﺴﻲ ﰲ ﺍﳌﻨﻈﻤﺔ‪ .‬ﻭﺑﺎﻟﺘﺎﱄ ﺗﺼﺒﺢ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻋﺒﺎﺭﺓ ﻋﻦ ﻣﻨﻈﻮﻣﺔ ﻣﺮﻛﺒﺔ ﻻﲢﺎﺩ‬
‫ﻓﺪﺭﺍﱄ ﻣﻦ ﺍﻟﻨﻈﻢ ﺍﻟﻮﻇﻴﻔﻴﺔ ﺍﻟﻔﺮﻋﻴﺔ ﺍﳌﺘﻔﺎﻋﻠﺔ ﻣﻊ ﺑﻴﺌﺔ ﺍﳌﻨﻈﻤﺔ ﻭﺍﳌﻔﺘﻮﺣﺔ ﻋﻠﻰ ﺍﻟﺒﻴﺌﺔ ﺍﳋﺎﺭﺟﻴﺔ؛ ﻭ‬
‫ﺍﻟﺸﻜﻞ)‪ (25‬ﻳﻮﺿﺢ ﻫﺬﻩ ﺍﻟﻔﻜﺮﺓ‪ ،‬ﺇﺫ ﻳﻌﱪ ﻋﻦ ﳕﻮﺫﺝ ﻟﻨﻈﺎﻡ ﻣﻌﻠﻮﻣﺎﺕ ﺇﺩﺍﺭﻳﺔ‪ ،‬ﻳﺘﻜﻮﻥ ﻣﻦ ﳎﻤﻮﻋﺔ ﻧﻈﻢ‬
‫ﻭﻇﻴﻔﻴﺔ ﻓﺮﻋﻴﺔ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ‪ ،‬ﺗﺸﺘﺮﻙ ﰲ ﻋﻨﺎﺻﺮ ﺟﻮﻫﺮﻳﺔ ﺃﺳﺎﺳﻴﺔ ﻟﻜﻞ ﻣﺆﺳﺴﺔ‪ ،‬ﻭﻫﻲ‪ :‬ﺍﻷﻫﺪﺍﻑ‬
‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ‪ ،‬ﻣﻌﺎﻳﲑ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ‪ ،‬ﺇﺟﺮﺍﺀﺍﺕ ﻭﻗﻮﺍﻋﺪ ﺍﻟﻌﻤﻞ ﺍﻟﻀﺮﻭﺭﻳﺔ ﻹﳒﺎﺯ ﺍﻷﻫﺪﺍﻑ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ‪،‬‬
‫ﺍﻟﺘﻜﺘﻴﻜﻴﺔ ﻭﻛﺬﺍ ﺍﻟﺘﺸﻐﻴﻠﻴﺔ‪ ،‬ﻛﻤﺎ ﺃﻥ ﻟﻜﻞ ﻧﻈﺎﻡ ﻭﻇﻴﻔﻲ ﻓﺮﻋﻲ ﻣﺪﺧﻼﺕ‪ ،‬ﻋﻤﻠﻴﺎﺕ‪ ،‬ﻭﳐﺮﺟﺎﺕ ﻭﻗﺎﻋﺪﺓ‬
‫ﺑﻴﺎﻧﺎﺕ ﲣﺰﻥ ﻓﻴﻬﺎ ﻣﻠﻔﺎﺕ ﺍﻟﻨﺸﺎﻁ ﺍﻟﻮﻇﻴﻔﻲ؛ ﻭﺑﺎﻟﺘﺎﱄ ﺗﻜﻮﻥ ﻣﻔﻴﺪﺓ ﻟﺪﻋﻢ ﻋﻤﻠﻴﺎﺕ ﻭﺃﻧﺸﻄﺔ ﺍﻹﺩﺍﺭﺓ‬
‫ﺍﻟﻮﻇﻴﻔﻴﺔ ﺍﳌﺴﺆﻭﻟﺔ‪ ،‬ﻛﺈﺩﺍﺭﺓ ﺍﻟﺘﺴﻮﻳﻖ‪ ،‬ﺇﺩﺍﺭﺓ ﺍﻟﻌﻤﻠﻴﺎﺕ ﻭﺍﻹﻧﺘﺎﺝ‪ ،‬ﺇﺩﺍﺭﺓ ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ‪...‬ﺍﱁ‪ ،‬ﻭ ﻛﺬﺍ‬
‫ﺗﻘﺪﱘ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻟﻠﻨﻈﺎﻡ ‪‬ﺪﻑ ﺍﳌﺸﺎﺭﻛﺔ ﰲ ﲢﻘﻴﻖ ﺃﻛﱪ ﻗﺪﺭ ﻣﻦ ﺍﻟﺘﻌﺎﺿﺪ ﺑﲔ ﺍﻟﻨﻈﻢ ﺍﻟﻮﻇﻴﻔﻴﺔ ﺍﻟﻔﺮﻋﻴﺔ‬
‫ﻟﻠﻤﻌﻠﻮﻣﺎﺕ‪ ،‬ﻭﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻦ ﺗﻘﺎﺭﻳﺮﻫﺎ ﻹﻋﺪﺍﺩ ﺗﻘﺎﺭﻳﺮ ﺷﺎﻣﻠﺔ ﻭﻣﺘﻜﺎﻣﻠﺔ ﻭﻣﻠﺨﺼﺔ ﻷﻧﺸﻄﺔ ﻭﻋﻤﻠﻴﺎﺕ‬
‫ﺍﳌﻨﻈﻤﺔ ﻭﺗﻘﻴﻴﻢ ﺍﻷﺩﺍﺀ ﺍﻟﻜﻠﻲ ﳍﺎ ﻭﻟﻘﻄﺎﻉ ﺍﻟﺼﻨﺎﻋﺔ ﺃﻭ ﺍﻟﺴﻮﻕ ﺍﳌﺴﺘﻬﺪﻑ‪.‬‬
‫ﺇﻥ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺍﳌﺘﻜﺎﻣﻞ ﺑﺈﻧﺘﺎﺟﻪ ﻭ ﺗﻘﺪﳝﻪ ﻟﻠﺘﻘﺎﺭﻳﺮ ﺍﳌﻠﺨﺼﺔ ﻭ ﺍﻟﺸﺎﻣﻠﺔ –ﻣﺴﺘﻔﻴﺪﺍ ﻣﻦ‬
‫ﲣﺼﺺ ﺍﻟﻨﻈﻢ ﺍﻟﻔﺮﻋﻴﺔ ﺍﻟﱵ ﻳﺘﻜﻮﻥ ﻣﻨﻬﺎ‪ -‬ﻳﺴﺎﻫﻢ ﻭﺑﻘﺪﺭ ﻛﺒﲑ ﰲ ﺩﻋﻢ ﻭﺇﺳﻨﺎﺩ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﰲ ﻗﺮﺍﺭﺍ‪‬ﺎ‬
‫ﻏﲑ ﺍﳍﻴﻜﻠﻴﺔ‪ ،‬ﻭﻛﺬﺍ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻮﺳﻄﻰ ﰲ ﻗﺮﺍﺭﺍ‪‬ﺎ ﺷﺒﻪ ﺍﳍﻴﻜﻠﻴﺔ‪ ،‬ﻛﻤﺎ ﺃﻥ ﺩﺭﺍﺳﺔ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‬
‫ﻣﻦ ﻣﺪﺧﻞ ﺍﻟﻨﻈﻢ ﺍﻟﻮﻇﻴﻔﻴﺔ ﺍﻟﻔﺮﻋﻴﺔ ﺍﻟﱵ ﻳﺘﻜﻮﻥ ﻣﻨﻬﺎ ﻟﻪ ﺑﺎﻟﻎ ﺍﻷﳘﻴﺔ ﻣﻨﻬﺠﻴﺎ ﻭﻋﻤﻠﻴﺎ ﰲ ﲢﻠﻴﻞ ﻭﺗﺼﻤﻴﻢ‬
‫ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺒﻨﻴﺔ ﻋﻠﻰ ﺍﳊﺎﺳﺐ ﺍﻵﱄ‪ ،‬ﻭﻫﺬﺍ ﻣﺎ ﺳﻴﺘﻢ ﺍﻟﺘﻄﺮﻕ ﺇﻟﻴﻪ ﰲ ﺍﳌﻄﺎﻟﺐ ﺍﻟﻼﺣﻘﺔ‪.‬‬

‫‪95‬‬
 ‫ﺍﻟﺸﻜﻞ )‪ : (25‬ﺍﻟﻨﻈﺎﻡ ﺍﳌﺘﻜﺎﻣﻞ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‬

‫‪MIS‬‬ ‫ﺇﺩﺍﺭﺓ‬

‫ﺍﻝﻨﻅﺎﻡ ﺍﻝﻔﺭﻋﻲ ﻝﻤﻌﻠﻭﻤﺎﺕ‬ ‫ﺍﻝﻨﻅﺎﻡ ﺍﻝﻔﺭﻋﻲ ﻝﻠﻤﻌﻠﻭﻤﺎﺕ‬

‫ﺍﻝﻤﻭﺍﺭﺩ ﺍﻝﺒﺸﺭﻴﺔ‬ ‫ﺍﻝﺘﺴﻭﻴﻘﻴﺔ‬

‫ﺍﻝﻨﻅﺎﻡ ﺍﻝﻔﺭﻋﻲ ﻝﻠﻤﻌﻠﻭﻤﺎﺕ‬ ‫ﺍﻝﻨﻅﺎﻡ ﺍﻝﻔﺭﻋﻲ‬

‫ﺍﻝﻤﺎﻝﻴﺔ ﻭﺍﻝﻤﺤﺎﺴﺒﻴﺔ‬ ‫ﻝﻠﻤﻌﻠﻭﻤﺎﺕ ﺍﻝﻌﻤﻠﻴﺎﺘﻴﺔ‬
‫ ا
‬
‫ار
‬

‫ﺍﻷﻫﺩﺍﻑ‬
‫ﺍﻻﺴﺘﺭﺍﺘﻴﺠﻴﺔ‬
‫ﺍﻝﻤﻌﺎﻴﻴﺭ‬
‫ﺍﻹﺠﺭﺍﺀﺍﺕ‬

‫ﺇﺩﺍﺭﺓ ﺍﻝﻤﻭﺍﺭﺩ ﺍﻝﺒﺸﺭﻴﺔ‬

‫ﻤﻌﻠﻭﻤﺎﺕ‬
‫ﺒﻴﺎﻨﺎﺕ‬

‫ﻤﺨﺭﺠﺎﺕ ﺍﻝﻨﻅﺎﻡ‬
‫ﻤﺩﺨﻼﺕ ﺍﻝﻨﻅﺎﻡ‬ ‫ﺍﻝﻌﻤﻠﻴﺎﺕ‬ ‫ﺍﻝﻔﺭﻋﻲ‬
‫ﺍﻝﻔﺭﻋﻲ‬ ‫ﻝﻤﻌﻠﻭﻤﺎﺕ‬
‫ﻝﻤﻌﻠﻭﻤﺎﺕ‬ ‫ﺍﻝﻤﻭﺍﺭﺩ ﺍﻝﺒﺸﺭﻴﺔ‬
‫ﺍﻝﻤﻭﺍﺭﺩ ﺍﻝﺒﺸﺭﻴﺔ‬

‫ﺍﻝﺘﻐﺫﻴﺔ ﺍﻝﻌﻜﺴﻴﺔ‬

‫ﻗﺎﻋﺩﺓ ﺒﻴﺎﻨﺎﺕ‬

‫)ﺍﳌﺼﺪﺭ‪ :‬ﺳﻌﺪ ﻏﺎﻟﺐ ﻳﺎﺳﲔ‪ ،‬ﲢﻠﻴﻞ ﻭﺗﺼﻤﻴﻢ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﺩﺍﺭ ﺍﳌﻨﺎﻫﺞ‪ ،‬ﻋﻤﺎﻥ‪ ،‬ﺍﻷﺭﺩﻥ‪ ،‬ﻁ‪،2000 ،1‬‬
‫ﺹ‪(79‬‬

‫‪96‬‬
 ‫ﺃﻭﻻ‪ :‬ﺍﻟﻨﻈﺎﻡ ﺍﻟﻔﺮﻋﻲ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﺍﻟﺘﺴﻮﻳﻘﻴﺔ‬
‫ﺗﺒﲎ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﺘﺴﻮﻳﻘﻴﺔ ﻋﻠﻰ ﺑﻴﺎﻧﺎﺕ ﻭﻣﻌﻠﻮﻣﺎﺕ ﻋﻦ ﺍﻷﺳﻮﺍﻕ ﻭﺍﻟﺴﻠﻊ ﻭﺍﻟﻌﻤﻼﺀ ﻭﺍﳌﻨﺎﻓﺴﲔ‪ ،‬ﻭﻗﺪ‬
‫ﻳﺒﺪﻭ ﻟﻠﻮﻫﻠﺔ ﺍﻷﻭﱃ ﺃﻥ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﺘﺴﻮﻳﻘﻴﺔ ﻣﺎﻫﻲ ﺇﻻ ﺍﻣﺘﺪﺍﺩ ﻟﺒﺤﻮﺙ ﺍﻟﺘﺴﻮﻳﻖ‪ 1‬ﻭﻟﻜﻦ ﻫﻨﺎﻙ ﻓﺮﻕ‬
‫ﻛﺒﲑ ﺑﻴﻨﻬﻤﺎ‪ ،‬ﺣﻴﺚ ﺃﻥ ﻭﻇﻴﻔﺔ ﺍﻟﺘﺴﻮﻳﻖ ﻣﺎﺯﺍﻟﺖ ﺗﻌﺘﻤﺪ ﻋﻠﻰ ﲨﻊ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﻣﻦ ﺍﻟﺒﻴﺌﺔ‬
‫ﺍﳋﺎﺭﺟﻴﺔ؛ ﻭﻟﻜﻦ ﻧﻈﻢ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺘﺴﻮﻳﻖ ﺗﺬﻫﺐ ﺇﱃ ﺃﺑﻌﺪ ﻣﻦ ﺫﻟﻚ؛ ﺣﻴﺚ ﺃ‪‬ﺎ ‪‬ﺪﻑ ﺇﱃ ﺿﻤﺎﻥ‬
‫ﺗﺪﻓﻘﺎﺕ ﻣﺴﺘﻤﺮﺓ ﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺇﱃ ﺃﺟﻬﺰﺓ ﺍﻹﺩﺍﺭﺓ ﺣﱴ ﺗﺘﻤﻜﻦ ﻣﻦ ﺍﲣﺎﺫ ﻗﺮﺍﺭﺍﺕ ﺍﻟﺮﻗﺎﺑﺔ ﻭﺍﻟﺘﺨﻄﻴﻂ‪،‬‬
‫ﻭﻟﺬﻟﻚ ﻳﻌﺮﻑ ﺑﻌﺾ ﺍﳌﺆﻟﻔﲔ‪ 2‬ﻧﻈﻢ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺘﺴﻮﻳﻖ ﺑﺄ‪‬ﺎ‪:‬‬
‫"ﻧﻈﺎﻡ ﻣﺘﺪﺍﺧﻞ ﻣﻦ ﺍﻷﺷﺨﺎﺹ ﻭﺍﻵﻻﺕ ﻭﺍﻹﺟﺮﺍﺀﺍﺕ ﻣﺼﻤﻢ ﺑﻄﺮﻳﻘﺔ ‪‬ﺪﻑ ﺇﱃ ﺗﺪﻓﻖ ﻣﻨﺘﻈﻢ ﻣﻦ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﻣﻦ ﺍﳌﺼﺎﺩﺭ ﺍﳋﺎﺭﺟﻴﺔ ﻭﺍﻟﺪﺍﺧﻠﻴﺔ ﻻﺳﺘﺨﺪﺍﻣﻬﺎ ﰲ ﳐﺘﻠﻒ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﺘﺴﻮﻳﻘﻴﺔ ﺍﻟﱵ ﺗﻮﺍﺟﻪ ﺇﺩﺍﺭﺓ‬
‫ﺍﻟﺘﺴﻮﻳﻖ"‪ ،‬ﻛﻤﺎ ﻳﻌﺮﻑ ﺃﻣﲔ ﻋﺒﺪ ﺍﻟﻌﺰﻳﺰ ﻧﻈﻢ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺘﺴﻮﻳﻖ ﻧﻘﻼ ﻋﻦ ﻛﻮﺗﻠﺮ) ‪( Kotler‬‬
‫ﺑﺄ‪‬ﺎ‪":‬ﻧﻈﺎﻡ ﻣﺴﺘﻤﺮ ﻣﻦ ﺍﻻﺗﺼﺎﻝ ﺍﻟﻔﻌﺎﻝ ﺑﲔ ﺍﻟﻨﺎﺱ ﻭﺍﳌﻌﺪﺍﺕ ﻭﺍﻹﺟﺮﺍﺀﺍﺕ ﳉﻤﻊ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﲢﻠﻴﻠﻬﺎ‬
‫ﻭﺗﻘﻴﻴﻤﻬﺎ ﻭﺗﻮﺯﻳﻌﻬﺎ ﰲ ﻧﻔﺲ ﺍﻟﻮﻗﺖ ﻭﳉﻌﻠﻬﺎ ﻣﻌﻠﻮﻣﺎﺕ ﺃﻛﺜﺮ ﺻﻼﺣﻴﺔ ﰲ ﺍﲣﺎﺫ ﻗﺮﺍﺭﺍﺕ ﺍﳌﺴﻮﻗﲔ ﻟﺘﺤﺴﲔ‬
‫ﳎﻬﻮﺩﺍ‪‬ﻢ ﺍﻟﺘﺴﻮﻳﻘﻴﺔ ﻭﺗﻨﻔﻴﺬﻫﺎ ﻭﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻴﻬﺎ"‪3‬؛ ﻭﻋﻠﻴﻪ‪ ،‬ﻓﺈﻥ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﺘﺴﻮﻳﻘﻴﺔ ﻳﺘﻮﱃ ﲨﻊ‬
‫ﻭﲢﻠﻴﻞ ﻭﻣﻌﺎﳉﺔ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﻟﺘﺴﻮﻳﻘﻴﺔ ﺍﻟﻨﺎﲡﺔ ﻋﻦ ﺃﻧﺸﻄﺔ ﻭﻋﻤﻠﻴﺎﺕ ﺇﺩﺍﺭﺓ ﺍﻟﺘﺴﻮﻳﻖ ﻭﺗﻮﻓﲑ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﺍﻟﺘﺴﻮﻳﻘﻴﺔ ﺍﻟﻀﺮﻭﺭﻳﺔ ﻻﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺫﺍﺕ ﺍﻟﻌﻼﻗﺔ ﺑﺎﳌﺰﻳﺞ ﺍﻟﺘﺴﻮﻳﻘﻲ ﻭﺻﻴﺎﻏﺔ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﺴﻮﻳﻖ‬
‫ﻟﻠﻤﻨﻈﻤﺔ‪،‬ﻛﻤﺎ ﺃﻧﻪ ﻳﺴﺘﻨﺪ ﻋﻠﻰ ﻣﻔﻬﻮﻡ ﺍﳌﺰﻳﺞ ﺍﻟﺘﺴﻮﻳﻘﻲ ﻭﻣﻜﻮﻧﺎﺗﻪ ﺍﻷﺳﺎﺳﻴﺔ ﻭﻣﺘﻄﻠﺒﺎﺕ ﲣﻄﻴﻄﻪ ﻭﺇﺩﺍﺭﺗﻪ‪.‬‬
‫ﻭﻣﻦ ﻧﺎﺣﻴﺔ ﺃﺧﺮﻯ ﻳﻘﻮﻡ ﺍﻟﻨﻈﺎﻡ ﺍﻟﻔﺮﻋﻲ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﺍﻟﺘﺴﻮﻳﻘﻴﺔ ﺑﺈﻧﺘﺎﺝ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﺘﺴﻮﻳﻘﻴﺔ ﻟﻨﻈﺎﻡ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﻭﺍﻟﺬﻱ ﻳﺘﻮﱃ ﻭﺿﻌﻬﺎ ﺿﻤﻦ ﺻﻴﻐﺔ ﻣﺘﻜﺎﻣﻠﺔ ﻭﻣﻨﺴﻘﺔ ﻣﻊ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺍﻷﺧﺮﻯ‬
‫ﺫﺍﺕ ﺍﻟﻌﻼﻗﺔ ﺑﺎ‪‬ﺎﻻﺕ ﺍﻟﻮﻇﻴﻔﻴﺔ ﺍﻟﺮﺋﻴﺴﻴﺔ ﺍﻟﱵ ﺗﺘﻜﻮﻥ ﻣﻨﻬﺎ ﺍﳌﻨﻈﻤﺔ‪ .‬ﻭﻳﻀﻢ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﺘﺴﻮﻳﻘﻲ‬
‫ﺣﺰﻣﺔ ﻣﻦ ﺍﻟﻨﻈﻢ ﺍﻟﻔﺮﻋﻴﺔ ﺍﻟﻮﻇﻴﻔﻴﺔ ﺍﻟﱵ ﻳ‪‬ﺬﻛﺮ ﻣﻨﻬﺎ ﻋﻠﻰ ﺳﺒﻴﻞ ﺍﳌﺜﺎﻝ ﻻ ﺍﳊﺼﺮ‪ :‬ﺍﻟﻨﻈﺎﻡ ﺍﻟﻔﺮﻋﻲ ﳌﻌﺎﳉﺔ‬

‫‪ 1‬ﻳﻌﺮﻑ ﳏﻤﺪ ﻓﺮﻳﺪ ﺍﻟﺼﺤﻦ ﻭﺇﲰﺎﻋﻴﻞ ﺍﻟﺴﻴﺪ ﰲ ﻛﺘﺎ‪‬ﻤﺎ "ﺍﻟﺘﺴﻮﻳﻖ" ) ﻋﻦ ﺍﻟﺪﺍﺭ ﺍﳉﺎﻣﻌﻴﺔ ﻟﻠﻨﺸﺮ‪ ،2000 ،‬ﺹ‪ (149‬ﲝﻮﺙ ﺍﻟﺘﺴﻮﻳﻖ‬
‫ﺑﺄ‪‬ﺎ‪":‬ﺍﻟﻮﻇﻴﻔﺔ ﺍﻟﱵ ﺗﺮﺑﻂ ﺍﳌﺴﺘﻬﻠﻜﲔ ﻭﺍﻟﻌﻤﻼﺀ‪ ،‬ﻭﺍﳉﻤﻬﻮﺭ ﺑﺮﺟﻞ ﺍﻟﺘﺴﻮﻳﻖ ﻣﻦ ﺧﻼﻝ ﻣﺎ ﺗﻘﺪﻣﻪ ﻣﻦ ﻣﻌﻠﻮﻣﺎﺕ ﳝﻜﻦ ﺍﺳـﺘﺨﺪﺍﻣﻬﺎ ﰲ‬
‫ﲢﺪﻳﺪ ﻭﺗﻌﺮﻳﻒ ﺍﻟﻔﺮﺹ ﺃﻭ ﺍﳌﺸﻜﻼﺕ ﺍﻟﺘﺴﻮﻳﻘﻴﺔ‪ ،‬ﺃﻭ ﰲ ﺍﻟﺘﻮﺻﻞ ﺇﱃ ﺑﻌﺾ ﺍﻟﺘﺼﺮﻓﺎﺕ ﺍﻟﺘﺴﻮﻳﻘﻴﺔ‪ ،‬ﺃﻭ ﺗﻌﺪﻳﻠﻬﺎ‪ ،‬ﺃﻭ ﺗﻘﻴﻴﻤﻬﺎ‪ ،‬ﺃﻭ ﰲ ﻣﺘﺎﺑﻌﺔ‬
‫ﺃﺩﺍﺀ ﺍﻟﻨﺸﺎﻁ ﺍﻟﺘﺴﻮﻳﻘﻲ‪ ،‬ﺃﻭ ﰲ ﲢﺴﲔ ﺍﻟﻔﻬﻢ ﻟﻠﻌﻤﻠﻴﺔ ﺍﻟﺘﺴﻮﻳﻘﻴﺔ ﻭﻃﺒﻴﻌﺘﻬﺎ‪ .‬ﻭﰲ ﺳﺒﻴﻞ ﲢﻘﻴﻖ ﺫﻟﻚ ﲢﺪﺩ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﻄﻠﻮﺑـﺔ‪ ،‬ﻭﺗـﺪﻳﺮ‬
‫ﻭﺗﻨﻔﺬ ﻋﻤﻠﻴﺔ ﲡﻤﻴﻊ ﺍﻟﺒﻴﺎﻧﺎﺕ‪ ،‬ﻭﲢﻠﻴﻠﻬﺎ‪ ،‬ﻭﺗﻮﺻﻴﻞ ﺍﻟﻨﺘﺎﺋﺞ‪ ،‬ﻭﻣﺎ ﺗﻌﻨﻴﻪ ﻣﻦ ﺗﻄﺒﻴﻘﺎﺕ ﺇﱃ ﻣﺘﺨﺬﻱ ﺍﻟﻘﺮﺍﺭ ﺑﺎﳌﻨﻈﻤﺔ"‪.‬‬
‫‪ 2‬ﻧﻔﺲ ﺍﳌﺮﺟﻊ‪ ،‬ﺹ‪.149‬‬
‫‪ 3‬ﺃﻣﲔ ﻋﺒﺪ ﺍﻟﻌﺰﻳﺰ ﺣﺴﻦ‪ ،‬ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍﻟﺘﺴﻮﻳﻖ ﰲ ﺍﻟﻘﺮﻥ ﺍﳊﺎﺩﻱ ﻭﺍﻟﻌﺸﺮﻳﻦ‪ ،‬ﺩﺍﺭ ﻗﺒﺎﺀ ﻟﻠﻄﺒﺎﻋﺔ ﻭﺍﻟﻨﺸﺮ ﻭﺍﻟﺘﻮﺯﻳﻊ‪ ،‬ﺍﻟﻘﺎﻫﺮﺓ‪،2001 ،‬‬
‫ﺹ‪.145‬‬
‫‪97‬‬
‫ﺍﻟﺒﻴﺎﻧﺎﺕ‪ ،‬ﺍﻟﻨﻈﺎﻡ ﺍﻟﻔﺮﻋﻲ ﻟﺒﺤﻮﺙ ﺍﻟﺘﺴﻮﻳﻖ‪ ،‬ﺍﻟﻨﻈﺎﻡ ﺍﻟﻔﺮﻋﻲ ﻟﺒﺤﻮﺙ ﺍﳌﺴﺘﻬﻠﻚ‪ ،‬ﺍﻟﻨﻈﺎﻡ ﺍﻟﻔﺮﻋﻲ ﻟﻠﺘﺮﻭﻳﺞ‬
‫‪1‬‬
‫ﻭﺍﻹﻋﻼﻥ‪ ،‬ﻭﺍﻟﻨﻈﺎﻡ ﺍﻟﻔﺮﻋﻲ ﻟﻠﺘﻨﺒﺆ ﺑﺎﳌﺒﻴﻌﺎﺕ‪ ،‬ﻭﻫﺬﺍ ﻣﺎ ﻳﺸﲑ ﺇﻟﻴﻪ ﺍﻟﺸﻜﻞ)‪.(26‬‬
‫ﻭﻳﺼﺪﺭ ﻋﻦ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﺘﺴﻮﻳﻘﻴﺔ ﺗﻘﺎﺭﻳﺮ ﻣﻌﻠﻮﻣﺎﺗﻴﺔ ﲤﺜﻞ ﳐﺮﺟﺎﺕ ﺍﻟﻨﻈﺎﻡ‪ ،‬ﻭﻫﺬﻩ ﻋﻴﻨﺔ ﻣﻨﻬﺎ‪:‬‬
‫ﺍﳌﺰﻳﺞ ﺍﻟﺘﺴﻮﻳﻘﻲ‪.‬‬ ‫‪−‬‬
‫ﺍﲡﺎﻫﺎﺕ ﺳﻠﻮﻙ ﺍﳌﺴﺘﻬﻠﻜﲔ‪.‬‬ ‫‪−‬‬
‫ﺍﳌﺒﻴﻌﺎﺕ ﺍﳊﺎﻟﻴﺔ ﻭﺍﳌﺘﻮﻗﻌﺔ‪.‬‬ ‫‪−‬‬
‫ﻫﻴﻜﻞ ﺍﳌﻨﺎﻓﺴﺔ‪.‬‬ ‫‪−‬‬
‫ﺍﻷﻧﺸﻄﺔ ﺍﳋﺎﺻﺔ ﺑﺮﺟﺎﻝ ﺍﻟﺒﻴﻊ‪.‬‬ ‫‪−‬‬
‫ﺍﻟﺒﺤﻮﺙ ﺍﳋﺎﺻﺔ ﲟﺰﻳﺞ ﺍﳌﻨﺘﺞ‪.‬‬ ‫‪−‬‬
‫ﻣﻌﻠﻮﻣﺎﺕ ﻋﻦ ﻗﻨﻮﺍﺕ ﺍﻟﺘﻮﺯﻳﻊ‪.‬‬ ‫‪−‬‬
‫‪ −‬ﻣﻌﻠﻮﻣﺎﺕ ﺃﺧﺮﻯ ﻋﻦ ﻛﻞ ﻣﺎ ﲢﺘﺎﺟﻪ ﺇﺩﺍﺭﺓ ﺍﻟﺘﺴﻮﻳﻖ ﻟﺘﻨﻔﻴﺬ ﻋﻤﻠﻴﺎ‪‬ﺎ ﻭﺃﻧﺸﻄﺘﻬﺎ ﻭﺍﲣﺎﺫ‬
‫ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﺘﺴﻮﻳﻘﻴﺔ‪.‬‬
‫ﻭﰲ ﻫﺬﺍ ﺍ‪‬ﺎﻝ ﻻ ﳚﻮﺯ ﺇﳘﺎﻝ ﺫﻛﺮ ﺍﻟﺪﻭﺭ ﺍﻟﻜﺒﲑ ﺍﻟﺬﻱ ﺗﻠﻌﺒﻪ ﺃﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﺘﺴﻮﻳﻘﻴﺔ ﰲ ﻣﻴﺪﺍﻥ‬
‫ﺍﻟﺘﺴﻮﻳﻖ ﺍﻟﺒﻨﻜﻲ ﻭﳎﺎﻝ ﺍﳌﻌﺎﻣﻼﺕ ﺍﳌﺼﺮﻓﻴﺔ‪ ،‬ﻣﺘﻤﺜﻼ ﰲ ﺗﺰﻭﻳﺪ ﻗﻄﺎﻉ ﺍﻟﺒﻨﻮﻙ ﺍﳊﺴﺎﺱ ﺟﺪﺍ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ‬
‫ﻭﻟﺘﻮﻗﻴﺘﻬﺎ ﻭﺩﻗﺘﻬﺎ ﻋﻦ ﺍﻟﺒﻨﻚ ﰲ ﺣﺪ ﺫﺍﺗﻪ ﺃﻭ ﻋﻦ ﺍﳌﻨﺎﻓﺴﲔ ﻭﺭﺅﻭﺱ ﺍﻷﻣﻮﺍﻝ ﺍﳌﻮﺟﻮﺩﺓ ﰲ ﺍﻟﺴﻮﻕ‪.2‬‬
‫ﺛﺎﻧﻴﺎ‪ :‬ﺍﻟﻨﻈﺎﻡ ﺍﻟﻔﺮﻋﻲ ﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﻌﻤﻠﻴﺎﺕ‬
‫ﺑﻔﻀﻞ ﺛﻮﺭﺓ ﺍﻹﻋﻼﻡ ﺍﻵﱄ ﻭﲢﺴﻦ ﺍﻟﻌﻼﻗﺔ "ﳒﺎﻋﺔ‪-‬ﺳﻌﺮ ﺍﳊﺎﺳﻮﺏ ﺍﻟﺸﺨﺼﻲ" ﺃﺻﺒﺢ ﺍﳊﺎﺳﺐ‬
‫ﺍﻵﱄ ﰲ ﻣﺘﻨﺎﻭﻝ ﲨﻴﻊ ﺍﳌﺆﺳﺴﺎﺕ ﺣﱴ ﺍﻟﺼﻐﲑﺓ ﻭﺍﳌﺘﻮﺳﻄﺔ ﻣﻨﻬﺎ‪ ،‬ﻭﰲ ﺧﺪﻣﺔ ﲨﻴﻊ ﻭﻇﺎﺋﻒ ﺍﳌﺆﺳﺴﺔ‪ ،3‬ﲟﺎ‬
‫ﻓﻴﻬﺎ ﺍﻟﻮﻇﻴﻔﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﺍﻟﱵ ﺩﻋﻤﺖ ﺑﻨﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﻧﺘﺎﺟﻴﺔ‪ ،‬ﺃﻭ ﻣﺎ ﻳﺴﻤﻰ ﺑﻨﻈﻢ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﻌﻤﻠﻴﺎﺕ‬
‫ﺍﻟﺬﻱ ﻳﺘﻮﱃ ﲡﻬﻴﺰ ﺇﺩﺍﺭﺓ ﺍﻟﻌﻤﻠﻴﺎﺕ ﻭﺇﺩﺍﺭﺓ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﲟﻌﻠﻮﻣﺎﺕ ﻣﻨﻈﻤﺔ ﻭﻭﺍﻓﻴﺔ ﻭﺩﻗﻴﻘﺔ ﻋﻦ‬
‫ﺍﻟﺘﺪﻓﻖ ﺍﻟﻄﺒﻴﻌﻲ ﻟﻠﻌﻤﻠﻴﺎﺕ ﻭﺍﳌﻮﺍﺩ ﻭﺍﳌﻨﺘﺠﺎﺕ ﻣﻦ ﺳﻠﻊ ﻭﺧﺪﻣﺎﺕ ﻭﻛﻞ ﺍﻷﻧﺸﻄﺔ ﺍﻷﺳﺎﺳﻴﺔ ﺫﺍﺕ ﺍﻟﻌﻼﻗﺔ‬
‫ﺑﺎﻟﺘﺨﻄﻴﻂ ﻭﺍﻟﺴﻴﻄﺮﺓ ﻋﻠﻰ ﺍﻹﻧﺘﺎﺝ ﻭﺍﻟﻨﻘﻞ ﻭﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻟﻠﻮﺟﺴﺘﻴﺔ‪.‬‬

‫‪1‬‬
‫‪Andréa Micheaux , Marketing Et Bases De Données, Les Editions CHIHAB & Les‬‬
‫‪Editions EYROLLES, Batna, 1997, P19.‬‬
‫‪2‬‬
‫‪Nadine Tournois, Le Marketing Bancaire Face Aux Nouvelles Technologies, Edition‬‬
‫‪MASSON, Paris, 1989, p 82.‬‬
‫‪3‬‬
‫‪Alain Courtois & Maurice Pillet & Chantal Martin, Gestion de production, les Editions‬‬
‫‪d'Organisation, Paris, 1992, p 200.‬‬
‫‪98‬‬
 ‫ﺍﻟﺸﻜﻞ)‪ :(26‬ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﺘﺴﻮﻳﻘﻴﺔ‬

‫ﺍﻝﻨﻅﺎﻡ ﺍﻝﻔﺭﻋﻲ ﻝﻠﻤﻌﻠﻭﻤﺎﺕ‬

‫ﺍﻝﺘﺴﻭﻴﻘﻴﺔ‬

‫ام ا‬
‫ﺍﻝﻨﻅﺎﻡ ﺍﻝﻔﺭﻋﻲ ﻝﻤﻌﺎﻝﺠﺔ‬ ‫‪
!" #$%‬ت‬ ‫ﺍﻝﻨﻅﺎﻡ ﺍﻝﻔﺭﻋﻲ‬
‫ﺍﻝﺒﻴﺎﻨﺎﺕ‬ ‫ﻝﺒﺤﻭﺙ ﺍﻝﺘﺴﻭﻴﻕ‬

‫ﺍﻝﻨﻅﺎﻡ ﺍﻝﻔﺭﻋﻲ ﻝﻠﺘﺭﻭﻴﺞ‬ ‫ﺍﻝﻨﻅﺎﻡ ﺍﻝﻔﺭﻋﻲ ﻝﺒﺤﻭﺙ‬

‫ﻭﺍﻹﻋﻼﻥ‬ ‫ﺍﻝﻤﺴﺘﻬﻠﻙ‬

‫ﺍﻷﻫﺩﺍﻑ‬
‫ﺍﻝﺘﺴﻭﻴﻘﻴﺔ‬
‫ﺍﻻﺴﺘﺭﺍﺘﻴﺠﻴﺔ‬
‫ﺍﻝﺘﺴﻭﻴﻘﻴﺔ‬

‫ﺇﺩﺍﺭﺓ ﺍﻝﺘﺴﻭﻴﻕ‬

‫ﻤﻌﻠﻭﻤﺎﺕ‬
‫ﺒﻴﺎﻨﺎﺕ‬
‫ﺍﻝﻌﻤﻠﻴﺎﺕ‬ ‫ﺍﻝﻤﺨﺭﺠﺎﺕ‬
‫ﺍﻝﻤﺩﺨﻼﺕ‬

‫ﺍﻝﺘﻐﺫﻴﺔ ﺍﻝﻌﻜﺴﻴﺔ‬

‫ﻗﺎﻋﺩﺓ ﺒﻴﺎﻨﺎﺕ‬
‫ﺘﺴﻭﻴﻘﻴﺔ‬

‫)ﺍﳌﺼﺪﺭ‪ :‬ﺳﻌﺪ ﻏﺎﻟﺐ ﻳﺎﺳﲔ‪ ،‬ﲢﻠﻴﻞ ﻭﺗﺼﻤﻴﻢ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﺩﺍﺭ ﺍﳌﻨﺎﻫﺞ ﻟﻠﻨﺸﺮ‪ ،‬ﻋﻤﺎﻥ‪ ،‬ﺍﻷﺭﺩﻥ‪ ،‬ﻁ‪،1‬‬
‫‪ ،2000‬ﺹ‪(83‬‬
‫‪99‬‬
‫ﻭﻟﻨﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﻌﻤﻠﻴﺎﺗﻴﺔ ﺑ‪‬ﻌﺪﻳﻦ ﺭﺋﻴﺴﻴﲔ ﳘﺎ‪ :‬ﺑﻌﺪ ﻳﺘﺼﻞ ﺑﺎﻟﺘﺼﻤﻴﻢ ﺍﻟﺘﻘﲏ ﻟﻌﻤﻠﻴﺎﺕ ﺗﺼﻨﻴﻊ ﺍﳌﻨﺘﺠﺎﺕ‬
‫ﻭﺍﳋﺪﻣﺎﺕ‪ ،‬ﻭﺑﻌﺪ ﺁﺧﺮ ﻳﺮﺗﺒﻂ ﲟﻮﺿﻮﻉ ﺗﻘﻨﻴﺎﺕ ﺇﻧﺘﺎﺝ ﺍﳌﻌﻠﻮﻣﺎﺕ؛ ﺍﻟﺒﻌﺪ ﺍﻷﻭﻝ ﻻ ﻳ‪‬ﻈﻬﺮ ﺑﻮﺿﻮﺡ ﻧﻈﺎﻡ‬
‫ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺫﻟﻚ ﻷﻧﻪ ﻣﻨﺪﻣﺞ ﺑﺎﻵﻻﺕ ﺍﶈﻮﺳﺒﺔ ﻭﺑﺘﻘﻨﻴﺎﺕ ﺍﻟﺘﺼﻨﻴﻊ ﻧﻔﺴﻬﺎ‪ ،‬ﺑﻴﻨﻤﺎ ﳝﻜﻦ ﺗﺸﺨﻴﺺ‬
‫ﺍﻟﺒﻌﺪ ﺍﻟﺜﺎﱐ ﻣﻦ ﺧﻼﻝ ﺍﻟﺒﻨﻴﺔ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﻟﻠﻨﻈﺎﻡ ﺍﳌﻜﻮﻧﺔ ﻣﻦ ﺇﺩﺍﺭﺓ ﻭﺃﻓﺮﺍﺩ ﻣﻬﻨﻴﲔ ﻭﺃﺟﻬﺰﺓ ﻭﺑﺮﺍﳎﻴﺎﺕ ﺗﺘﻮﱃ‬
‫ﺇﻧﺘﺎﺝ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﻌﻤﻠﻴﺎﺗﻴﺔ ﺍﻟﻀﺮﻭﺭﻳﺔ ﻻﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺍﳌﻬﻤﺔ‪ .‬ﻭﻫﻨﺎ ﻳﻼﺣﻆ ﺃﻥ ﺍﻟﻨﻈﺎﻡ ﺍﻟﻔﺮﻋﻲ‬
‫ﻟﻠﻌﻤﻠﻴﺎﺕ ﻣﺘﻜﺎﻣﻞ ﻣﻊ ﻧﻈﻢ ﺍﻟﺘﺼﻨﻴﻊ ﲟﺴﺎﻋﺪﺓ ﺍﻟﻜﻤﺒﻴﻮﺗﺮ)‪(Computer-Aided Manufacturing‬‬
‫ﻭﻧﻈﻢ ﺣﻮﺳﺒﺔ ﲣﻄﻴﻂ ﻣﺴﺘﻠﺰﻣﺎﺕ ﺍﳌﻮﺍﺩ)‪ ،(Materials Requirement Planning‬ﻭﺍﻵﻻﺕ‬
‫ﺍﶈﻮﺳﺒﺔ)‪ ،(Robots‬ﻭﻧﻈﻢ ﺗﻜﺎﻣﻞ ﺍﻟﺘﺼﻨﻴﻊ ﲟﺴﺎﻋﺪﺓ ﺍﻟﻜﻤﺒﻴﻮﺗﺮ) ‪Computer-Integrated‬‬
‫‪(Manufacturing‬؛ ﻓﻬﺬﻩ ﺍﻟﺘﻄﺒﻴﻘﺎﺕ ﻻ ﻳﻘﺘﺼﺮ ﻋﻤﻠﻬﺎ ﻋﻠﻰ ﺗﻨﻈﻴﻢ ﻋﻤﻠﻴﺎﺕ ﺍﻟﺘﺼﻨﻴﻊ ﻭﺗﺪﻓﻖ ﺍﳌﻮﺍﺩ‬
‫ﻭﻗﻮﺓ ﺍﻟﻌﻤﻞ‪ ،‬ﻭﺇﳕﺎ ﺗﻌﻤﻞ ﺃﻳﻀﺎ ﻛﻤﺸﻐﻼﺕ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ‪.‬‬
‫ﻭﻣﻦ ﺍﻟﻄﺒﻴﻌﻲ ﺟﺪﺍ ﺃﻥ ﻳﺘﻜﻮﻥ ﺍﻟﻨﻈﺎﻡ ﺍﻟﻔﺮﻋﻲ ﻟﻠﻌﻤﻠﻴﺎﺕ ﻣﻦ ﻋﺪﺓ ﻧﻈﻢ ﻓﺮﻋﻴﺔ ﺃﺧﺮﻯ‪ ،‬ﻣﻨﻬﺎ‪:‬‬
‫ﺍﻟﻨﻈﺎﻡ ﺍﻟﻔﺮﻋﻲ ﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﻨﺘﺞ‪ ،‬ﺍﻟﻨﻈﺎﻡ ﺍﻟﻔﺮﻋﻲ ﻟﻠﻤﻮﺍﺩ‪ ،‬ﺍﻟﻨﻈﺎﻡ ﺍﻟﻔﺮﻋﻲ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﺍﻟﻠﻮﺟﺴﺘﻴﺔ ﺍﻟﻨﻈﺎﻡ‬
‫ﺍﻟﻔﺮﻋﻲ ﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﻧﺘﺎﺝ‪ ،‬ﻭﻫﻮ ﻳﻌﻤﻞ ﻋﻠﻰ ﺇﻧﺘﺎﺝ ﻋﺪﺓ ﺗﻘﺎﺭﻳﺮ ﻋﻤﻠﻴﺎﺗﻴﺔ ﻧﺬﻛﺮ ﻣﻨﻬﺎ‪:‬‬
‫ﺗﻘﺎﺭﻳﺮ ﻋﻤﻠﻴﺎﺗﻴﺔ ﻋﻦ ﻣﺰﻳﺞ ﺍﳌﻨﺘﺞ‪.‬‬ ‫‪-‬‬
‫ﺗﻘﺎﺭﻳﺮ ﻋﻦ ﻣﻌﺪﻻﺕ ﺍﻹﻧﺘﺎﺝ ﻭ ﺍﻹﻧﺘﺎﺟﻴﺔ‪.‬‬ ‫‪−‬‬
‫ﺗﻘﺎﺭﻳﺮ ﺣﻮﻝ ﺇﺩﺍﺭﺓ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ)‪.(TQM‬‬ ‫‪−‬‬
‫ﺗﻘﺎﺭﻳﺮ ﻋﻦ ﺍﻟﺴﻴﻄﺮﺓ ﺍﻟﻠﻮﺟﺴﺘﻴﺔ‪.‬‬ ‫‪−‬‬
‫ﺗﻘﺎﺭﻳﺮ ﺍﳌﻮﺍﺩ ﻭﺍﻷﺟﺰﺍﺀ ﻭﺍﳌﻨﺘﺠﺎﺕ ﻧﺼﻒ ﺃﻭ ﺷﺒﻪ ﺍﳌﺼﻨﻌﺔ‪.‬‬ ‫‪−‬‬
‫ﺗﻘﺎﺭﻳﺮ ﺍﻟﺼﻴﺎﻧﺔ ﲟﺨﺘﻠﻒ ﺃﳕﺎﻃﻬﺎ‪.‬‬ ‫‪−‬‬
‫ﺗﻘﺎﺭﻳﺮ ﺍﻷﻣﻦ ﻭ ﺍﻟﺴﻼﻣﺔ ﺍﻟﺼﻨﺎﻋﻴﺔ‪.‬‬ ‫‪−‬‬
‫ﺗﻘﺎﺭﻳﺮ ﺃﺩﺍﺀ ﺍﻟﻌﺎﻣﻠﲔ‪.‬‬ ‫‪−‬‬
‫ﺗﻘﺎﺭﻳﺮ ﻋﻦ ﲝﻮﺙ ﺗﻄﻮﻳﺮ ﺍﳌﻨﺘﺞ‪.‬‬ ‫‪−‬‬
‫ﺗﻘﺎﺭﻳﺮ ﻋﻦ ﺍﳌﻨﺘﺠﺎﺕ ﺍﻟﺒﺪﻳﻠﺔ ﺍﳌﻨﺎﻓﺴﺔ‪.‬‬ ‫‪−‬‬
‫ﺗﻘﺎﺭﻳﺮ ﻋﻦ ﺍﳌﻮﺭﺩﻳﻦ‪.‬‬ ‫‪−‬‬
‫ﺗﻘﺎﺭﻳﺮ ﻣﻌﻠﻮﻣﺎﺗﻴﺔ ﻋﻦ ﺇﺩﺍﺭﺓ ﺍﻟﻌﻤﻠﻴﺎﺕ ﻭﺫﻟﻚ ﻣﻦ ﺣﻴﺚ ﻛﻔﺎﺀ‪‬ﺎ ﻭﻓﻌﺎﻟﻴﺘﻬﺎ‪.‬‬ ‫‪−‬‬

‫‪100‬‬
 ‫ﺛﺎﻟﺜﺎ‪ :‬ﺍﻟﻨﻈﺎﻡ ﺍﻟﻔﺮﻋﻲ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﺍﶈﺎﺳﺒﻴﺔ ﻭ ﺍﳌﺎﻟﻴﺔ‬
‫ﺇﻥ ﻗﺪﺭﺓ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻋﻠﻰ ﺍﻟﻮﻓﺎﺀ ﺑﺎﻻﺣﺘﻴﺎﺟﺎﺕ ﺍﳌﻄﻠﻮﺑﺔ ﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻗﺪ ﺗﺰﺍﻳﺪﺕ ﻧﺘﻴﺠﺔ‬
‫ﻟﺘﺤﺴﲔ ﻭﺳﺎﺋﻞ ﻗﻴﺎﺱ ﻭﺗﺸﻐﻴﻞ ﻭﲢﻠﻴﻞ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺑﺎﺳﺘﺨﺪﺍﻡ ﺃﻧﻈﻤﺔ ﺍﳊﺎﺳﺒﺎﺕ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳌﺘﻄﻮﺭﺓ‪ ،‬ﻭﻗﺪ‬
‫ﺃﺣﺪﺛﺖ ﺍﻟﺜﻮﺭﺓ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺔ ﻭﻇﻬﻮﺭ ﺍﻷﺟﻴﺎﻝ ﺍﳊﺪﻳﺜﺔ ﻣﻦ ﺍﳊﺎﺳﺒﺎﺕ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ﲜﺎﻧﺐ ﺍﻟﺘﻄﻮﺭ ﺍﻟﺴﺮﻳﻊ‬
‫ﰲ ﻋﻠﻢ ﺍﻹﺩﺍﺭﺓ ﺍﻧﺪﻓﺎﻋﺎ ﻛﺒﲑﺍ ﻟﺪﻯ ﺍﳌﻨﺸﺂﺕ ﻹﻧﺸﺎﺀ ﻧﻈﻢ ﻣﻌﻠﻮﻣﺎﺕ ﺣﺪﻳﺜﺔ ﲤﻜﻦ ﻣﻦ ﺗﻮﻓﲑ ﻛﻤﻴﺎﺕ‬
‫ﻭﺃﻧﻮﺍﻉ ﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﻔﻴﺪﺓ ﳌﺘﺨﺬﻱ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺑﻄﺮﻳﻘﺔ ﻓﻮﺭﻳﺔ؛ ﻭﻟﻘﺪ ﺍﺳﺘﺠﺎﺑﺖ ﺍﻟﻮﻇﻴﻔﺔ‬
‫ﺍﶈﺎﺳﺒﻴﺔ ﳍﺬﻩ ﺍﻟﺘﻄﻮﺭﺍﺕ ﻭﺗﻔﺎﻋﻠﺖ ﻣﻌﻬﺎ ﻋﻠﻰ ﺃﺳﺎﺱ ﺃﻥ ﺍﻟﻨﻈﺎﻡ ﺍﶈﺎﺳﱯ ﻳﻌﺘﱪ ﻣﻦ ﺃﻫﻢ ﺍﳌﺼﺎﺩﺭ ﻟﻠﺤﺼﻮﻝ‬
‫ﻋﻠﻰ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﻜﻤﻴﺔ ﰲ ﳐﺘﻠﻒ ﺍﳌﺸﺎﺭﻳﻊ‪ ،‬ﺑﻞ ﺇﻧﻪ ﻳﻌﺘﱪ ﰲ ﻛﺜﲑ ﻣﻦ ﺍﳊﺎﻻﺕ ﺃﻗﺪﻡ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﻭﺃﻛﺜﺮﻫﺎ ﺗﻄﻮﺭﺍ‪ ،‬ﻭﻟﻘﺪ ﺫﻛﺮﺕ ﲨﻌﻴﺔ ﺍﶈﺎﺳﺒﺔ ﺍﻷﻣﺮﻳﻜﻴﺔ) ‪Ammerican Accounting‬‬
‫‪ (Association‬ﰲ ﺗﻘﺮﻳﺮﻫﺎ ﻋﻦ ﺍﻟﻨﻈﺮﻳﺔ ﺍﶈﺎﺳﺒﻴﺔ‪" :‬ﺇﻥ ﺍﶈﺎﺳﺒﺔ ﺃﺳﺎﺳﺎ ﻫﻲ ﻧﻈﺎﻡ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ‪ ،‬ﻭﺑﻄﺮﻳﻘﺔ‬
‫ﺃﻛﺜﺮ ﲢﺪﻳﺪﺍ ﻫﻲ ﺗﻄﺒﻴﻖ ﻟﻠﻨﻈﺮﻳﺔ ﺍﻟﻌﺎﻣﺔ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ‪ ،‬ﺣﱴ ﺗﺘﺤﻘﻖ ﺍﻟﻔﻌﺎﻟﻴﺔ ﻟﻠﻌﻤﻠﻴﺎﺕ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ"‪.1‬‬
‫ﺃﻣﺎ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺎﱄ ﻭﺍﶈﺎﺳﱯ ﺑﺸﻜﻠﻪ ﺍﳊﺎﱄ ﰲ ﺍﳌﻨﻈﻤﺎﺕ ‪-‬ﺍﻟﱵ ﻏﺪﺕ ﺗﺘﻤﻴﺰ ﺑﺎﻻﺳﺘﻘﻼﻟﻴﺔ‬
‫ﻭﺍﻻﻧﻔﺘﺎﺡ ﻋﻠﻰ ﺍﶈﻴﻂ ﺳﻮﺍﺀ ﻛﺎﻧﺖ ﻣﻠﻜﻴﺘﻬﺎ ﺧﺎﺻﺔ ﺃﻭ ﻋﻤﻮﻣﻴﺔ‪ -2‬ﻓﻴﻤﻜﻦ ﺍﻋﺘﺒﺎﺭﻩ‪" :‬ﻣﻨﻈﻮﻣﺔ ﻣﻌﻠﻮﻣﺎﺕ‬
‫ﳏﻮﺳﺒﺔ ﺗﺴﺘﻨﺪ ﻋﻠﻰ ﺑﺮﺍﳎﻴﺎﺕ ﻣﺘﻨﻮﻋﺔ ﻟﺮﻓﻊ ﻛﻔﺎﺀﺓ ﺍﻹﺩﺍﺭﺓ ﺍﶈﺎﺳﺒﻴﺔ ﻭﺍﳌﺎﻟﻴﺔ ﰲ ﺍﳌﻨﻈﻤﺔ ﻭﲞﺎﺻﺔ ﺍﻟﺘﺨﻄﻴﻂ‬
‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﻟﻸﻣﻮﺍﻝ ﻭﺇﺩﺍﺭﺓ ﺍﻷﺻﻮﻝ ﻭﺍﳋﺼﻮﻡ‪ ،‬ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﺩﻋﻢ ﻗﺮﺍﺭﺍﺕ ﺍﻹﺩﺍﺭﺓ ﺫﺍﺕ ﺍﻟﻌﻼﻗﺔ‪،‬‬
‫ﻭﺍﳊﻮﺳﺒﺔ ﻫﻲ ﻧﺘﺎﺝ ﻭ ﲦﺮﺓ ﻭﺟﻮﺩ ﻫﺬﺍ ﺍﻟﻨﻈﺎﻡ ﺍﻟﺬﻱ ﻳﻌﲏ ﺗﻨﻔﻴﺬ ﺍﳌﻌﺎﻣﻼﺕ ﺍﶈﺎﺳﺒﻴﺔ ﻭﺗﺪﻗﻴﻘﻬﺎ ﻭﻣﺮﺍﺟﻌﺘﻬﺎ‬
‫ﺑﺎﺳﺘﺨﺪﺍﻡ ﺍﻟﻨﻈﻢ ﺍﳊﺎﺳﻮﺑﻴﺔ ﺍﳌﺨﺘﻠﻔﺔ"‪ ،3‬ﻛﻤﺎ ﺃﻧﻪ ﻳﺘﻜﻮﻥ ﻣﻦ ﻧﻈﻢ ﻓﺮﻋﻴﺔ ﺻﻐﲑﺓ ﺗﺘﻮﺯﻉ ﻋﻠﻰ ﻓﺌﺘﲔ‪ :‬ﻓﺌﺔ‬
‫ﺍﻟﻨﻈﻢ ﺍﻟﻔﺮﻋﻴﺔ ﺍﶈﺎﺳﺒﻴﺔ ﺳﻮﺍﺀ ﺍﻟﻴﺪﻭﻳﺔ ﺃﻭ ﺑﺎﺳﺘﺨﺪﺍﻡ ﺍﻟﻜﻤﺒﻴﻮﺗﺮ‪ 4‬ﻣﻊ ﺣﺰﻡ ﺑﺮﺍﳎﻴﺎﺕ ﺗﻄﺒﻴﻘﺎ‪‬ﺎ‪ ،‬ﻭﻓﺌﺔ ﺍﻟﻨﻈﻢ‬
‫ﺍﻟﻔﺮﻋﻴﺔ ﺍﳌﺎﻟﻴﺔ ﻣﻊ ﺣﺰﻡ ﺑﺮﺍﻣﺞ ﺗﻄﺒﻴﻘﺎ‪‬ﺎ ﺍﳋﺎﺻﺔ ﺑﺎﻟﺘﺤﻠﻴﻞ ﺍﳌﺎﱄ ﺑﺎﻟﺪﺭﺟﺔ ﺍﻷﻭﱃ؛ ﻭﻋﻠﻰ ﻫﺬﺍ ﺍﻷﺳﺎﺱ‬
‫ﳛﺘﻮﻱ ﺍﻟﻨﻈﺎﻡ ﺍﻟﻔﺮﻋﻲ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﺍﶈﺎﺳﺒﻴﺔ ﻭﺍﳌﺎﻟﻴﺔ ﻋﻠﻰ ﺍﻟﻨﻈﻢ ﺍﻟﺘﺎﻟﻴﺔ ﻣﺜﻼ‪ :‬ﻧﻈﺎﻡ ﺗﺴﺠﻴﻞ ﺍﳌﻌﺎﻣﻼﺕ‬

‫‪ 1‬ﺻﻼﺡ ﺍﻟﺪﻳﻦ ﻋﺒﺪ ﺍﳌﻨﻌﻢ ﻣﺒﺎﺭﻙ‪ ،‬ﺍﻗﺘﺼﺎﺩﻳﺎﺕ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﶈﺎﺳﺒﻴﺔ ﻭﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﺩﺍﺭ ﺍﳉﺎﻣﻌﺔ ﺍﳉﺪﻳﺪﺓ ﻟﻠﻨﺸﺮ‪ ،‬ﺍﻹﺳﻜﻨﺪﺭﻳﺔ‪،2001 ،‬‬
‫ﺹ‪.16‬‬
‫‪2‬‬
‫‪Bernard Apothéloz & Alfred Stettler, Maîtriser l'Information Comptable, volume 01,‬‬
‫‪Presses Polytechniques et Universitaires Romandes, Deuxième édition, Lausanne,‬‬
‫‪Suisse, 1995, P 02.‬‬
‫‪ 3‬ﺳﻌﺪ ﻏﺎﻟﺐ ﻳﺎﺳﲔ‪ ،‬ﺍﳌﺮﺟﻊ ﺍﻟﺴﺎﺑﻖ‪ ،‬ﺹ‪.88‬‬
‫‪ 4‬ﺳﺘﻴﻔﻦ ﺃ‪.‬ﻣﻮﺳﻜﻮﻑ ﻭﻣﺎﺭﻙ‪.‬ﺝ‪.‬ﺳﻴﻤﻜﻦ‪ ،‬ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﶈﺎﺳﺒﻴﺔ ﻻﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ)ﻣﻔﺎﻫﻴﻢ ﻭﺗﻄﺒﻴﻘﺎﺕ(‪ )،‬ﺗﺮﲨﺔ‪:‬ﻛﻤﺎﻝ ﺍﻟﺪﻳﻦ‬
‫ﺳﻌﻴﺪ ﻭﺁﺧﺮﻭﻥ(‪ ،‬ﺩﺍﺭ ﺍﳌﺮﻳﺦ ﻟﻠﻨﺸﺮ‪ ،‬ﺍﻟﺮﻳﺎﺽ‪ ،2002 ،‬ﺹ‪.204‬‬
‫‪101‬‬
‫ﺍﶈﺎﺳﺒﻴﺔ‪ ،‬ﻧﻈﺎﻡ ﺇﻋﺪﺍﺩ ﺍﻟﻘﻮﺍﺋﻢ ﺍﳌﺎﻟﻴﺔ‪ ،‬ﻧﻈﺎﻡ ﺍﻟﺘﺪﻗﻴﻖ ﺍﶈﺎﺳﱯ‪ ،‬ﻧﻈﺎﻡ ﺇﻋﺪﺍﺩ ﺍﳌﻴﺰﺍﻧﻴﺎﺕ‪ ،‬ﻧﻈﺎﻡ ﺍﻟﺘﺤﻠﻴﻞ ﺍﳌﺎﱄ‬
‫ﻭﻧﻈﺎﻡ ﲢﻠﻴﻞ ﺍﻻﺳﺘﺜﻤﺎﺭﺍﺕ‪ ،‬ﻭﺗﺘﻀﻤﻦ ﳐﺮﺟﺎﺗﻪ ﺑﻌﺾ ﺃﻭ ﻛﻞ ﺍﻟﺘﻘﺎﺭﻳﺮ ﺍﳌﻌﻠﻮﻣﺎﺗﻴﺔ ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬
‫‪ −‬ﺗﻘﺎﺭﻳﺮ ﻣﻌﻠﻮﻣﺎﺗﻴﺔ ﺣﻮﻝ ﺍﻟﻘﻮﺍﺋﻢ ﺍﳌﺎﻟﻴﺔ‪.‬‬
‫ﺗﻘﺎﺭﻳﺮ ﻣﻌﻠﻮﻣﺎﺗﻴﺔ ﺣﻮﻝ ﻣﻴﺰﺍﻧﻴﺔ ﺍﳌﻨﻈﻤﺔ‪.‬‬ ‫‪−‬‬
‫ﺗﻘﺎﺭﻳﺮ ﻣﻌﻠﻮﻣﺎﺗﻴﺔ ﺣﻮﻝ ﲢﻠﻴﻞ ﺍﻟﻮﺿﻊ ﺍﳌﺎﱄ ﻟﻠﻤﻨﻈﻤﺔ‪.‬‬ ‫‪−‬‬
‫ﺗﻘﺎﺭﻳﺮ ﻟﺪﻋﻢ ﻗﺮﺍﺭﺍﺕ ﳏﻔﻈﺔ ﺍﻻﺳﺘﺜﻤﺎﺭ‪.‬‬ ‫‪−‬‬
‫ﺗﻘﺎﺭﻳﺮ ﺍﻟﺘﺪﻗﻴﻖ ﺍﻟﺪﺍﺧﻠﻲ ﻭ ﺍﳋﺎﺭﺟﻲ‪.‬‬ ‫‪−‬‬
‫ﺭﺍﺑﻌﺎ‪ :‬ﺍﻟﻨﻈﺎﻡ ﺍﻟﻔﺮﻋﻲ ﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ‬
‫ﺗﺄﰐ ﺍﻷﻧﻈﻤﺔ ﺍﻟﻔﺮﻋﻴﺔ ﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ﻟﺘﻠﺒﻴﺔ ﺍﺣﺘﻴﺎﺟﺎﺕ ﺇﺩﺍﺭﺓ ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ﻣﻦ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ ﲢﺘﺎﺟﻬﺎ ﺣﻮﻝ ﲨﻴﻊ ﺍﻷﻓﺮﺍﺩ ﺍﻟﻌﺎﻣﻠﲔ ﻭﻷﻏﺮﺍﺽ ﲣﻄﻴﻂ ﻭﺗﻨﻈﻴﻢ ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ﰲ‬
‫ﺍﳌﻨﻈﻤﺔ‪ ،‬ﺇﺿﺎﻓﺔ ﺇﱃ ﻗﻴﺎﻣﻬﺎ ﺑﺘﺰﻭﻳﺪ ﺇﺩﺍﺭﺓ ﺍﻟﻨﻈﺎﻡ ﲟﻌﻠﻮﻣﺎﺕ ﺷﺎﻣﻠﺔ ﻭﺩﻗﻴﻘﺔ ﻋﻦ ﻭﻇﻴﻔﺔ ﺇﺩﺍﺭﺓ ﻭﺗﻮﺟﻴﻪ ﺍﳌﻮﺍﺭﺩ‬
‫ﺍﻟﺒﺸﺮﻳﺔ ﻭﺗﻘﺪﱘ ﺍﳌﺆﺷﺮﺍﺕ ﺍﻟﻜﻤﻴﺔ ﻭﻏﲑ ﺍﻟﻜﻤﻴﺔ ﻭﲢﻠﻴﻞ ﺍﻟﻌﻼﻗﺎﺕ ﺍﻟﻀﺮﻭﺭﻳﺔ ﻟﺘﻘﻴﻴﻢ ﻛﻔﺎﺀﺓ ﻫﺬﻩ ﺍﻹﺩﺍﺭﺓ‪.‬‬
‫ﻭﺑﻄﺒﻴﻌﺔ ﺍﳊﺎﻝ ﻳﺘﻜﻮﻥ ﺍﻟﻨﻈﺎﻡ ﺍﻟﻔﺮﻋﻲ ﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ﻣﻦ ﻋﺪﺓ ﺃﻧﻈﻤﺔ ﻓﺮﻋﻴﺔ ﻛﺬﻟﻚ‪ ،‬ﻣﻨﻬﺎ‬
‫ﻣﺜﻼ‪ :‬ﺍﻟﻨﻈﺎﻡ ﺍﻟﻔﺮﻋﻲ ﳌﻌﺎﳉﺔ ﺍﻟﺒﻴﺎﻧﺎﺕ‪ ،‬ﺍﻟﻨﻈﺎﻡ ﺍﻟﻔﺮﻋﻲ ﻟﺘﺨﻄﻴﻂ ﺍﻟﻘﻮﻯ ﺍﻟﻌﺎﻣﻠﺔ‪ ،‬ﺍﻟﻨﻈﺎﻡ ﺍﻟﻔﺮﻋﻲ ﻟﻠﺘﺪﺭﻳﺐ‪،‬‬
‫ﺍﻟﻨﻈﺎﻡ ﺍﻟﻔﺮﻋﻲ ﻟﻸﺟﻮﺭ ﻭﺍﳊﻮﺍﻓﺰ‪ ،‬ﺍﻟﻨﻈﺎﻡ ﺍﻟﻔﺮﻋﻲ ﻻﺧﺘﻴﺎﺭ ﻭﺗﻌﻴﲔ ﺍﻷﻓﺮﺍﺩ ﺍﻟﻌﺎﻣﻠﲔ ﻭﺍﻟﻨﻈﺎﻡ ﺍﻟﻔﺮﻋﻲ‬
‫ﻟﻠﺒﺤﻮﺙ ﻭﺍﻟﺘﻄﻮﻳﺮ‪ ،‬ﻭﻣﻦ ﺃﻫﻢ ﳐﺮﺟﺎﺕ ﻧﻈﺎﻡ ﻣﻌﻠﻮﻣﺎﺕ ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ﻣﺎﻳﻠﻲ‪:‬‬
‫‪ −‬ﻣﻌﻠﻮﻣﺎﺕ ﺣﻮﻝ ﲣﻄﻴﻂ ﺍﻟﻘﻮﻯ ﺍﻟﻌﺎﻣﻠﺔ‪.‬‬
‫ﻣﻌﻠﻮﻣﺎﺕ ﺣﻮﻝ ﺍﺧﺘﻴﺎﺭ ﻭﺍﺳﺘﻘﻄﺎﺏ ﺍﻟﻌﺎﻣﻠﲔ‪.‬‬ ‫‪−‬‬
‫ﻣﻌﻠﻮﻣﺎﺕ ﺧﺎﺻﺔ ﺑﺘﺼﻤﻴﻢ ﻭﲢﻠﻴﻞ ﻭﺗﻮﺻﻴﻒ ﻭﺗﻘﻴﻴﻢ ﺍﻟﻮﻇﺎﺋﻒ‪.‬‬ ‫‪−‬‬
‫ﻣﻌﻠﻮﻣﺎﺕ ﻋﻦ ﺍﻟﱪﺍﻣﺞ ﺍﻟﺘﺪﺭﻳﺒﻴﺔ ﻭﻣﺆﺷﺮﺍﺕ ﺍﻟﻨﺠﺎﺡ ﻭ ﺍﻟﻔﺸﻞ‪.‬‬ ‫‪−‬‬
‫ﻣﻌﻠﻮﻣﺎﺕ ﺗﻘﻴﻴﻴﻤﻴﺔ ﻷﺩﺍﺀ ﺍﻟﻌﺎﻣﻠﲔ‪.‬‬ ‫‪−‬‬
‫ﺧﻼﺻﺔ ﺍﻟﺒﺤﻮﺙ ﺍﳌﻴﺪﺍﻧﻴﺔ ﺍﳌﻌﺪﺓ ﻟﺘﻄﻮﻳﺮ ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ‪.‬‬ ‫‪−‬‬
‫ﻣﻌﻠﻮﻣﺎﺕ ﺣﻮﻝ ﻧﻈﻢ ﺍﻷﺟﻮﺭ‪ ،‬ﺍﳌﻜﺎﻓﺂﺕ ﻭﺍﳊﻮﺍﻓﺰ‪.‬‬ ‫‪−‬‬
‫ﻗﻮﺍﺋﻢ ﺑﺘﻮﺯﻳﻊ ﺍﻟﻌﺎﻣﻠﲔ ﰲ ﺍﻹﺩﺍﺭﺍﺕ‪.‬‬ ‫‪−‬‬
‫ﻗﻮﺍﺋﻢ ﺑﺘﻮﺍﺭﻳﺦ ﲡﺪﻳﺪ ﺍﻹﻗﺎﻣﺎﺕ‪.1‬‬ ‫‪−‬‬

‫‪ 1‬ﺻﻼﺡ ﺍﻟﺪﻳﻦ ﳏﻤﺪ ﻋﺒﺪ ﺍﻟﺒﺎﻗﻲ‪ ،‬ﺍﳉﻮﺍﻧﺐ ﺍﻟﻌﻠﻤﻴﺔ ﻭﺍﻟﺘﻄﺒﻴﻘﻴﺔ ﰲ ﺇﺩﺍﺭﺓ ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ﺑﺎﳌﻨﻈﻤﺎﺕ‪ ،‬ﺍﻟﺪﺍﺭ ﺍﳉﺎﻣﻌﻴﺔ ﺍﻟﻄﺒﻊ ﻭﺍﻟﻨﺸﺮ‬
‫ﻭﺍﻟﺘﻮﺯﻳﻊ‪ ،‬ﺍﻹﺳﻜﻨﺪﺭﻳﺔ‪ ،2001 ،‬ﺹ‪.349‬‬
‫‪102‬‬
‫ﻭﻋﻠﻰ ﻫﺬﺍ ﳝﻜﻦ ﺍﻟﻘﻮﻝ ﺑﺄﻥ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ ﻳﻘﺪﻣﻬﺎ ﻧﻈﺎﻡ ﻣﻌﻠﻮﻣﺎﺕ ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ﻭﻣﺎ ﺗﺘﻀﻤﻨﻪ ﻣﻦ‬
‫ﺗﻘﺎﺭﻳﺮ‪ ،‬ﻭﺛﺎﺋﻖ‪ ،‬ﻣﻠﺨﺼﺎﺕ ﺃﻭ ﻣﻌﻠﻮﻣﺎﺕ ﻣﺒﺎﺷﺮﺓ ﺗﻌﺘﱪ ﺑﺎﻟﻐﺔ ﺍﻷﳘﻴﺔ ﻟﻨﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﻟﻺﺩﺍﺭﺍﺕ‪ ،‬ﻭﺫﻟﻚ‬
‫ﻟﺼﻠﺘﻬﺎ ﺍﳌﺒﺎﺷﺮﺓ ﺑﻮﺍﻗﻊ ﻭﻣﺘﻄﻠﺒﺎﺕ ﲢﺴﲔ ﻭﺗﻄﻮﻳﺮ ﻛﻔﺎﺀﺓ ﻭﻓﻌﺎﻟﻴﺔ ﺍﻷﻓﺮﺍﺩ ﻭﺍﻟﻮﺻﻮﻝ ﺇﱃ ﺃﻋﻠﻰ ﻣﺴﺘﻮﻯ ﻣﻦ‬
‫ﺍﻻﺳﺘﺜﻤﺎﺭ ﻟﻠﻤﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ﰲ ﺍﳌﻨﻈﻤﺔ‪.‬‬
‫ﻭﻛﺨﻼﺻﺔ ﻟﻜﻞ ﻣﺎ ﺳﺒﻖ ﳝﻜﻦ ﺍﻟﻘﻮﻝ ﺑﺄﻥ ﺍﻟﻨﻈﻢ ﺍﻟﻮﻇﻴﻔﻴﺔ ﺍﻟﻔﺮﻋﻴﺔ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ ﺃﺷﲑ ﺇﻟﻴﻬﺎ ﲤﺜﻞ‬
‫ﰲ ﺣﻘﻴﻘﺔ ﺍﻷﻣﺮ ﺑﻨﻴﺔ ﺗﻨﻈﻴﻤﻴﺔ ﻭﻇﻴﻔﻴﺔ ﻭﺗﻘﻨﻴﺔ ﻣﺘﻜﺎﻣﻠﺔ ﻟﻨﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪ .‬ﺇﻥ ﻣﻜﻮﻧﺎﺕ ﻫﺬﻩ ﺍﻟﺒﻨﻴﺔ‬
‫ﺍﳌﺘﻜﺎﻣﻠﺔ ﻣﻦ ﺍﻟﻨﻈﻢ ﺍﻟﻔﺮﻋﻴﺔ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﺗﺮﺗﺒﻂ ﺑﺄﻫﺪﺍﻑ ﻭﻣﻌﺎﻳﲑ ﻭﺗﻨﺴﻴﻖ ﺩﻗﻴﻖ ﻳﺮﺗﻜﺰ ﻋﻠﻰ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬
‫ﺍﳌﻨﻈﻤﺔ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ‪ ،‬ﰲ ﺍﻟﻮﻗﺖ ﺍﻟﺬﻱ ﻳﺘﻮﻓﺮ ﻟﺪﻯ ﻛﻞ ﻧﻈﺎﻡ ﻓﺮﻋﻲ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺇﳒﺎﺯ‬
‫ﻋﻤﻠﻴﺎﺕ ﺍﳌﻌﺎﳉﺔ ﺍﳌﻌﻠﻮﻣﺎﺗﻴﺔ ﻟﻠﻮﻇﻴﻔﺔ ﺃﻭ ‪‬ﺎﻝ ﺍﻷﻋﻤﺎﻝ ﺍﶈﺪﺩﺓ ﻟﻪ ﻣﻦ ﺃﺟﻞ ﺇﺳﻨﺎﺩ ﻭﺩﻋﻢ ﺍﻹﺩﺍﺭﺓ ﺍﳌﻌﻨﻴﺔ‬
‫ﻭﻟﺘﻠﺒﻴﺔ ﺣﺎﺟﺎﺕ ﺍﻹﺩﺍﺭﺍﺕ ﺍﻷﺧﺮﻯ ﲟﺨﺘﻠﻒ ﻣﺴﺘﻮﻳﺎ‪‬ﺎ ﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺫﺍﺕ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻭﺍﻟﻘﻴﻤﺔ‬
‫ﺍﳌﻀﺎﻓﺔ ﻭﺍﻟﱵ ﳚﺐ ﺃﻥ ﻳﻘﺪﻣﻬﺎ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﰲ ﺍﻟﻮﻗﺖ ﺍﳌﻨﺎﺳﺐ ﻟﻠﻤﺴﺘﻔﻴﺪﻳﻦ‪.‬‬
‫ﻭﲟﻌﲎ ﺁﺧﺮ‪ ،‬ﲤﺜﻞ ﺍﻟﻨﻈﻢ ﺍﻟﻮﻇﻴﻔﻴﺔ ﺍﻟﻔﺮﻋﻴﺔ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﻧﺴﻴﺠﺎ ﻣﺸﺘﺮﻛﺎ ﻳﺴﺘﻨﺪ ﻋﻠﻰ ﻗﻮﺍﻋﺪ ﺑﻴﺎﻧﺎﺕ ﻭﻇﻴﻔﻴﺔ‬
‫ﻣﺘﺨﺼﺼﺔ ﻳﺘﻢ ﺇﺩﺍﺭ‪‬ﺎ ﻭﺍﺳﺘﺜﻤﺎﺭ ﻣﻮﺍﺭﺩﻫﺎ ﻣﻦ ﺧﻼﻝ ﻧﻈﻢ ﺑﺮﺍﻣﺞ ﺇﺩﺍﺭﺓ ﻗﻮﺍﻋﺪ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻛﻤﺎ ﻳﻮﺿﺤﻪ‬
‫ﺍﻟﺸﻜﻞ ﺍﳌﻮﺍﱄ‪:‬‬
‫ﺍﻟﺸﻜﻞ ﺭﻗﻢ)‪ :(27‬ﺍﻟﺒﻨﻴﺔ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﺍﳌﺘﻜﺎﻣﻠﺔ ﻟﻨﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‬
‫ﺍﻝﺘﺴﻭﻴﻕ ﺍﻝﻤﻭﺍﺭﺩ ﺍﻝﺒﺸﺭﻴﺔ‬ ‫ﺍﻝﻌﻤﻠﻴﺎﺕ‬ ‫ﺍﻝﻤﺤﺎﺴﺒﺔ ﻭﺍﻝﻤﺎﻝﻴﺔ‬

‫ﺍﻝﻨﻅﺎﻡ ﺍﻝﻔﺭﻋﻲ ﻝﻠﻤﻌﻠﻭﻤﺎﺕ ﺍﻝﻌﻤﻠﻴﺎﺘﻴﺔ‬ ‫ﺍﻝﺘﺨﻁﻴــﻁ‬

‫ﺍﻝﻨﻅﺎﻡ ﺍﻝﻔﺭﻋﻲ ﻝﻠﻤﻌﻠﻭﻤﺎﺕ ﺍﻝﺘﺴﻭﻴﻘﻴﺔ‬ ‫ﺍﻝﺘﻨﻅﻴــﻡ‬

‫ﺍﻝﻨﻅﺎﻡ ﺍﻝﻔﺭﻋﻲ ﻝﻤﻌﻠﻭﻤﺎﺕ ﺍﻷﻓﺭﺍﺩ‬ ‫ﺍﻝﺘﻭﺠﻴــﻪ‬

‫ﺍﻝﻨﻅﺎﻡ ﺍﻝﻔﺭﻋﻲ ﻝﻠﻤﻌﻠﻭﻤﺎﺕ ﺍﻝﻤﺤﺎﺴﺒﻴﺔ‬ ‫ﺍﻝﺭﻗﺎﺒﺔ ﻭﺍﺘﺨﺎﺫ ﺍﻝﻘﺭﺍﺭ‬

‫ﻭﺍﻝﻤﺎﻝﻴﺔ‬

‫ﻗﻭﺍﻋﺩ ﺍﻝﺒﻴﺎﻨﺎﺕ )‪(DBMS‬‬

‫)ﺍﳌﺼﺪﺭ‪ :‬ﺳﻌﺪ ﻏﺎﻟﺐ ﻳﺎﺳﲔ‪ ،‬ﲢﻠﻴﻞ ﻭﺗﺼﻤﻴﻢ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﺩﺍﺭ ﺍﳌﻨﺎﻫﺞ ﻟﻠﻨﺸﺮ‪ ،‬ﻋﻤﺎﻥ‪ ،‬ﺍﻷﺭﺩﻥ‪ ،‬ﻁ‪،1‬‬
‫‪ ،2000‬ﺹ‪(91‬‬

‫‪103‬‬
 ‫ﺍﻟﻤﻄﻠﺐ ﺍﻟﺜﺎﻟﺚ‪ :‬ﺍﻟﺪﻭﺭ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﻟﻨﻈﻢ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‬
‫ﺇﻥ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ –ﻛﻤﺎ ﰎ ﺗﻮﺿﻴﺤﻪ ﰲ ﺍﳌﺒﺎﺣﺚ ﺍﻟﺴﺎﺑﻘﺔ‪ -‬ﺗﻌﻤﻞ ﻋﻠﻰ ﲨﻊ ﻭﺗﺼﻨﻴﻒ‬
‫ﻭﲢﻠﻴﻞ ﻭﲣﺰﻳﻦ ﻭﻣﻌﺎﳉﺔ ﻭﺍﺳﺘﺮﺟﺎﻉ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺇﻧﺘﺎﺝ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﻟﺘﻘﺎﺭﻳﺮ ﻭﺍﳌﻠﺨﺼﺎﺕ ﻭﺍﻟﻮﺛﺎﺋﻖ‬
‫ﺍﻟﻀﺮﻭﺭﻳﺔ ﻻﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﻔﻌﺎﻟﺔ‪ ،‬ﻛﻤﺎ ﺃ‪‬ﺎ ﺗﻌﻤﻞ ﻋﻠﻰ ﺩﻋﻢ ﻭﺇﺳﻨﺎﺩ ﻭﻇﺎﺋﻒ ﺍﻹﺩﺍﺭﺓ ﻣﻦ ﲣﻄﻴﻂ‪،‬‬
‫ﺗﻨﻈﻴﻢ‪ ،‬ﺗﻮﺟﻴﻪ ﻭﺭﻗﺎﺑﺔ‪ ،‬ﻭﺳﻴﻄﺮﺓ ﻋﻠﻰ ﺍﻷﻧﺸﻄﺔ ﻭﺍﻟﻌﻤﻠﻴﺎﺕ‪ .‬ﻭﺇﺿﺎﻓﺔ ﺇﱃ ﺫﻟﻚ ﻓﻬﻲ ﺗﻘﻮﻡ ﺑﺘﻌﺰﻳﺰ ﺩﻭﺭ‬
‫ﺍﻹﺩﺍﺭﺓ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻭﺍﻹﺩﺍﺭﺓ ﺍﻟﺪﻭﻟﻴﺔ‪ ،‬ﻭﻛﻞ ﺇﺩﺍﺭﺍﺕ ﺍﳌﻨﻈﻤﺔ ﻛﻞ ﺣﺴﺐ ﻋﻤﻠﻴﺎ‪‬ﺎ ﻭﺃﻧﺸﻄﺘﻬﺎ‪ ،‬ﻭﻳﺘﻀﺢ‬
‫ﺩﻭﺭﻫﺎ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﻣﻦ ﺧﻼﻝ ﺗﺄﺛﲑﻫﺎ ﺍﳉﻮﻫﺮﻱ ﰲ ﺍ‪‬ﺎﻻﺕ ﻭﺍﻷﻧﺸﻄﺔ ﺍﻟﺮﺋﻴﺴﻴﺔ ﺍﻟﺘﺎﻟﻴﺔ‪:1‬‬
‫‪ -‬ﻓﻬﻲ ﺗﺸﺎﺭﻙ ﰲ ﺻﻴﺎﻏﺔ ﺍﻟﺮﺅﻳﺔ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻟﻠﻤﻨﻈﻤﺔ ﻣﻦ ﺧﻼﻝ ﺇﺿﻔﺎﺀ ﺧﺼﺎﺋﺺ ﺍﻟﺒﺴﺎﻃﺔ‪،‬‬
‫ﺍﻟﻮﺿﻮﺡ‪ ،‬ﺍﻟﻌﻤﻖ ﻭﺍﻟﺸﻤﻮﻝ ﻋﻠﻰ ﻫﺬﻩ ﺍﻟﺮﺅﻳﺔ ﻭﺍﳌﺴﺎﻋﺪﺓ ﻋﻠﻰ ﲢﻘﻴﻖ ﺃﻋﻠﻰ ﻗﺪﺭ ﻣﻦ ﺍﳌﺸﺎﺭﻛﺔ ﺍﳌﺘﻔﺎﻋﻠﺔ‬
‫ﰲ ﻋﻤﻠﻴﺔ ﺻﻴﺎﻏﺔ ﻭﺇﻧﻀﺎﺝ ﺍﻟﺮﺅﻳﺔ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ‪.‬‬
‫‪ -‬ﻛﻤﺎ ﺃ‪‬ﺎ ﺗﻌﻤﻞ ﻋﻠﻰ ﺩﻋﻢ ﻋﻤﻠﻴﺔ ﺻﻴﺎﻏﺔ ﺭﺳﺎﻟﺔ ﺍﳌﻨﻈﻤﺔ‪ ،‬ﻭﺫﻟﻚ ﻋﻦ ﻃﺮﻳﻖ ﲢﺪﻳﺪ ﺃﻧﻮﺍﻉ ﺃﻧﺸﻄﺔ‬
‫ﺍﻷﻋﻤﺎﻝ ﺍﳉﻮﻫﺮﻳﺔ‪ ،‬ﻭﺗﻘﺪﱘ ﻣﻌﻠﻮﻣﺎﺕ ﻋﻦ ﺍﻷﺳﻮﺍﻕ ﺍﳌﺴﺘﻬﺪﻓﺔ ﻭﲢﻠﻴﻞ ﻋﻨﺎﺻﺮ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ‬
‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ‪.‬‬
‫‪ -‬ﺇﺿﺎﻓﺔ ﺇﱃ ﻋﻤﻠﻬﺎ ﻋﻠﻰ ﺻﻴﺎﻏﺔ ﺍﻷﻫﺪﺍﻑ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻟﻠﻤﻨﻈﻤﺔ ﻣﻦ ﺧﻼﻝ ﻣﻘﺎﺭﺑﺔ ﻋﻨﺎﺻﺮ ﺍﻟﻘﻮﺓ‬
‫‪2‬‬
‫ﻭﺍﻟﻀﻌﻒ ﺩﺍﺧﻞ ﺍﳌﻨﻈﻤﺔ ﺑﺎﻟﻔﺮﺹ ﻭﺍﻟﺘﻬﺪﻳﺪﺍﺕ ﺍﳊﺎﻟﻴﺔ ﻭﺍﳌﺘﻮﻗﻌﺔ ﰲ ﺍﻟﺒﻴﺌﺔ ﺍﳋﺎﺭﺟﻴﺔ‪.‬‬
‫‪ -‬ﺗﻘﺪﱘ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﺜﻤﻴﻨﺔ ﻭﺍﳌﻮﺛﻮﻗﺔ ﻭﺫﺍﺕ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻟﻠﻤﻔﺎﺿﻠﺔ ﺑﲔ ﺍﻟﺒﺪﺍﺋﻞ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬
‫ﺍﳌﻤﻜﻨﺔ ﻭﺍﺧﺘﻴﺎﺭ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻷﻋﻤﺎﻝ ﺍﻟﺸﺎﻣﻠﺔ ﺍﳌﻼﺋﻤﺔ ﻟﻠﻤﻨﻈﻤﺔ‪ ،‬ﺿﻤﻦ ﻣﺒﺪﺃ "ﺃﻗﻞ ﺗﻜﻠﻔﺔ ﺃﻛﱪ‬
‫ﻓﻌﺎﻟﻴﺔ"‪.3‬‬
‫‪ -‬ﺍﻻﻧﺪﻣﺎﺝ ﺍﻟﺒﻨﻴﻮﻱ ﻣﻊ ﺍﻷﻧﺸﻄﺔ ﺍﳉﻮﻫﺮﻳﺔ ﻟﻠﺮﻗﺎﺑﺔ ﻭﺍﻟﺘﻘﻴﻴﻢ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﺍﳌﻮﺟﻪ ﳓﻮ ﻣﻌﺎﻳﺮﺓ ﺍﻷﺩﺍﺀ‬
‫ﺍﻟﻜﻠﻲ ﻟﻠﻤﻨﻈﻤﺔ ﻣﻘﺎﺭﻧﺔ ﺑﺄﺩﺍﺀ ﺍﳌﻨﻈﻤﺎﺕ ﺍﳌﻨﺎﻓﺴﺔ ﰲ ﻧﻔﺲ ﻗﻄﺎﻉ ﺍﻟﺼﻨﺎﻋﺔ‪.‬‬
‫‪ -‬ﺗﻌﻤﻞ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻋﻠﻰ ﲢﻘﻴﻖ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﳌﺆﻛﺪﺓ‪ ،‬ﻭﺫﻟﻚ ﻣﻦ ﺧﻼﻝ‬
‫ﻣﺎ ﺗﻮﻓﺮﻩ ﻣﻦ ﻣﻌﻠﻮﻣﺎﺕ ﻋﻦ ﺍﻟﻘﻮﻯ ﺍﳌﻨﺎﻓﺴﺔ ﺍﻟﺮﺋﻴﺴﻴﺔ ﺍﻟﻮﺍﺭﺩﺓ ﰲ ﳕﻮﺫﺝ ﺑﻮﺭﺗﺮ)‪ ،(Porter‬ﻭﻛﻤﺎ ﻫﻮ‬
‫ﻣﻮﺿﺢ ﰲ ﺍﻟﺸﻜﻞ ﺍﻟﺘﺎﱄ‪:‬‬

‫‪1‬‬
‫ﺳﻌﺪ ﻏﺎﻟﺐ ﻳﺎﺳﲔ‪ ،‬ﺍﳌﺮﺟﻊ ﺍﻟﺴﺎﺑﻖ‪ ،‬ﺹ‪.92‬‬
‫‪2‬‬
‫‪Abdelhak Lamiri, Management De L’information (Redressement Et Mise à Niveau Des‬‬
‫‪Entreprises), Office Des Publications Universitaires, Alger, 2003, P 51.‬‬
‫‪3‬‬
‫‪Alain Vincent, Concevoir le Système d'Information de l'Entreprise, les Edition‬‬
‫‪d'organisation, Paris, 1993, P127.‬‬
‫‪104‬‬
 ‫ﺍﻟﺸﻜﻞ ﺭﻗﻢ)‪ :(28‬ﳕﻮﺫﺝ ﺑﻮﺭﺗﺮ)‪(Portre‬‬

‫
ات‬
‫ا  ا د‬

‫&ة ا  ‪ $‬ا ‪"#‬‬

‫ا !ردون‬ ‫ا ون‬

‫ﻗﻭﺓ ﺍﻝﻤﺴﺎﻭﻤﺔ ﻝﻠﻤﻭﺭﺩﻴﻥ‬ ‫ﻗﻭﺓ ﺍﻝﻤﺴﺎﻭﻤﺔ ﻝﻠﻤﺸﺘﺭﻴﻥ‬

‫ﺘﻬﺩﻴﺩﺍﺕ ﻤﻨﺘﺠﺎﺕ ﺃﻭ ﺨﺩﻤﺎﺕ‬ ‫ت أو‬

‫ﺒﺩﻴﻠﺔ‬ ‫ت ‬

‫) ﺍﳌﺼﺪﺭ ‪ :‬ﺳﻌﺪ ﻏﺎﻟﺐ ﻳﺎﺳﲔ‪ ،‬ﲢﻠﻴﻞ ﻭﺗﺼﻤﻴﻢ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﺩﺍﺭ ﺍﳌﻨﺎﻫﺞ ﻟﻠﻨﺸﺮ‪ ،‬ﻋﻤﺎﻥ‪ ،‬ﺍﻷﺭﺩﻥ‪ ،‬ﻁ‪،2000 ،1‬‬
‫ﺹ‪(93‬‬

‫ﺇﻥ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺫﺍﺕ ﺍﻟﻘﻴﻤﺔ ﺍﳌﻀﺎﻓﺔ ﻭﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﺍﻟﱵ ﺗﻘﺪﻣﻬﺎ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﳚﺐ ﺃﻥ ﺗﺘﻨﺎﻭﻝ‬
‫ﻗﻮﻯ ﺍﳌﻨﺎﻓﺴﺔ ﺍﳋﻤﺴﺔ ﰲ ﺍﻟﻨﻤﻮﺫﺝ ﺍﻟﺴﺎﺑﻖ‪ ،‬ﻭﻫﻲ‪:1‬‬
‫‪ .1‬ﺷﺪﺓ ﺍﳌﻨﺎﻓﺴﺔ ﰲ ﺍﻟﺼﻨﺎﻋﺔ‪.‬‬
‫‪ .2‬ﺪﻳﺪﺍﺕ ﺩﺧﻮﻝ ﻣﻨﺎﻓﺴﲔ ﺟﺪﺩ‪.‬‬
‫‪ .3‬ﻗﻮﺓ ﺍﳌﺴﺎﻭﻣﺔ ﻟﻠﻤﺠﻬﺰﻳﻦ )ﺍﳌﻮﺭﺩﻳﻦ(‪.‬‬
‫‪ .4‬ﻗﻮﺓ ﳌﺴﺎﻭﻣﺔ ﻟﻠﻤﺸﺘﺮﻳﻦ )ﺍﻟﻌﻤﻼﺀ(‪.‬‬
‫‪ .5‬ﺪﻳﺪﺍﺕ ﺍﳌﻨﺘﺠﺎﺕ ﺍﻟﺒﺪﻳﻠﺔ‪.‬‬

‫‪ 1‬ﻋﻠﻲ ﺍﻟﺴﻠﻤﻲ‪ ،‬ﺍﻟﺴﻴﺎﺳﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﰲ ﻋﺼﺮ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﺩﺍﺭ ﻏﺮﻳﺐ ﻟﻠﻄﺒﺎﻋﺔ ﻭﺍﻟﻨﺸﺮ ﻭﺍﻟﺘﻮﺯﻳﻊ‪ ،‬ﺍﻟﻘﺎﻫﺮﺓ‪ ،‬ﺑﺪﻭﻥ ﺳﻨﺔ ﺍﻟﻨﺸﺮ‪،‬ﺹ‪.123‬‬
‫‪105‬‬
 ‫ﺍﻟﻤﻄﻠﺐ ﺍﻟﺮﺍﺑﻊ‪ :‬ﺍﻟﺘﺤﺪﻳﺎﺕ ﺍﻟﺘﻲ ﺗﻮﺍﺟﻪ ﻧﻈﻢ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﻓﻲ ﺍﻟﻤﻨﻈﻤﺔ‬
‫ﺇﻥ ﻟﻨﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﳋﺼﺎﺋﺺ ﻭﺍﳌﻤﻴﺰﺍﺕ ﺍﻟﱵ ﲢﺴﻦ ﻣﻦ ﺟﻮﺩﺓ ﳐﺮﺟﺎ‪‬ﺎ‪،‬‬
‫ﻭﺑﺎﻟﺘﺎﱄ ﲢﺴﻦ ﻣﻦ ﺃﺩﺍﺋﻬﺎ ﻭﺗﺰﻳﺪ ﰲ ﻓﻌﺎﻟﻴﺘﻬﺎ ﳑﺎ ﻳﻨﻌﻜﺲ ﺑﺎﻹﳚﺎﺏ ﻋﻠﻰ ﺟﻮﺩﺓ ﻭﻓﻌﺎﻟﻴﺔ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﱵ ﺗﺒﲎ‬
‫ﻋﻠﻴﻬﺎ؛ ﻟﻜﻨﻬﺎ ﻣﻊ ﺫﻟﻚ ﺗﻮﺍﺟﻪ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﻟﻌﻘﺒﺎﺕ ﻭﺍﻟﺼﻌﻮﺑﺎﺕ ﺍﳌﻤﻜﻦ ﺍﻋﺘﺒﺎﺭﻫﺎ ﲟﺜﺎﺑﺔ ﲢﺪﻳﺎﺕ ﻋﻠﻴﻬـﺎ‬
‫ﻣﻮﺍﺟﻬﺘﻬﺎ ﻭﺍﻟﺘﺄﻗﻠﻢ ﻣﻌﻬﺎ‪ ،‬ﻭﻣﻦ ﰒ ﺍﻟﺘﻐﻠﺐ ﻋﻠﻴﻬﺎ‪ ،‬ﻭﻫﺬﺍ ﻣﺎ ﻳﻌﻤﻞ ﺍﳌﺨﺘﺼﻮﻥ ﰲ ﺣﻘﻞ ﺗﻄـﻮﻳﺮ ﺃﻧﻈﻤـﺔ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﻋﻠﻰ ﺍﻟﻮﺻﻮﻝ ﺇﻟﻴﻪ‪ ،‬ﻭﻣﻦ ﺑﲔ ﻫﺬﻩ ﺍﻟﺘﺤﺪﻳﺎﺕ ﻳﺬﻛﺮ ﺑﻌﺾ ﺍﳌﺆﻟﻔﲔ‪:1‬‬
‫‪ .1‬ﺑﻌﺾ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳍﺎﻣﺔ ﻻ ﳝﻜﻦ ﺇﺩﺧﺎﳍﺎ ﰲ ﺍﻟﻨﻈﺎﻡ‪:‬‬
‫ﺗﻜﻮﻥ ﺑﻌﺾ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﻀﺮﻭﺭﻳﺔ ﻟﻌﻤﻠﻴﺎﺕ ﺻﻨﻊ ﺍﻟﻘﺮﺍﺭﺍﺕ ﻣﻦ ﻃﺒﻴﻌﺔ ﻻ ﺗﺴﻤﺢ ﺑﻌﻤﻠﻴﺔ ﺍﻹﺩﺧـﺎﻝ‬
‫ﰲ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺫﻟﻚ ﻟﺼﻌﻮﺑﺔ ﺍﻟﺘﻌﺒﲑ ﻋﻨﻬﺎ ﺑﺸﻜﻞ ﻧﻈﺎﻣﻲ؛ ﻭﻣﺜﺎﻝ ﺫﻟﻚ ﺍﻷﻓﻜـﺎﺭ ﺑـﺸﺄﻥ ﺗﻘـﺪﱘ‬
‫ﻣﻨﺘﺠﺎﺕ ﺟﺪﻳﺪﺓ‪ ،‬ﺑﻌﺾ ﺁﺭﺍﺀ ﺍﳌﺴﺘﻬﻠﻜﲔ ﺣﻮﻝ ﻣﻨﺘﺞ ﻣﻌﲔ‪ ،‬ﺧﻄﻂ ﺍﳌﻨﺎﻓـﺴﲔ‪ ،‬ﺑﻌـﺾ ﺍﻟﻘـﺮﺍﺭﺍﺕ‬
‫ﺍﻟﺴﻴﺎﺩﻳﺔ ﺍﻟﱵ ﺗﺼﺪﺭﻫﺎ ﺍﻟﺪﻭﻟﺔ‪.‬‬
‫‪ .2‬ﺍﳌﻌﻠﻮﻣﺎﺕ ﻋﺎﺩﺓ ﻣﺎ ﲢﺘﺎﺝ ﺇﱃ ﺳﻴﺎﻕ ﳝﻜﻦ ﺗﻔﺴﲑﻫﺎ ﻣﻦ ﺧﻼﻟﻪ‪:‬‬
‫ﻏﺎﻟﺒﺎ ﻣﺎ ‪‬ﺘﻢ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﺍﳌﻨﻈﻤﺎﺕ ﺑﺎﻟﺒﻴﺎﻧﺎﺕ ﺍﻟﻜﻤﻴﺔ ﻧﻈﺮﺍ ﻟﺴﻬﻮﻟﺔ ﺇﺩﺧﺎﳍﺎ‪ ،‬ﻭﻫﺬﻩ ﺍﻟﺒﻴﺎﻧﺎﺕ‬
‫ﻗﺪ ﻻ ﺗﻜﻮﻥ ﻋﻠﻰ ﺩﺭﺟﺔ ﻋﺎﻟﻴﺔ ﻣﻦ ﺍﻷﳘﻴﺔ ﻋﻨﺪ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﰲ ﺍﳌﻨﻈﻤﺔ ﻣﺎﱂ ﻳﺘﻢ ﺭﺑﻄﻬـﺎ‬
‫ﻣﻊ ﻣﻌﻠﻮﻣﺎﺕ ﺃﺧﺮﻯ؛ ﻭﺑﺎﻟﺘﺎﱄ ﻓﺈﻥ ﻗﻴﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺗﺘﻮﻗﻒ ﺇﱃ ﺣﺪ ﻛﺒﲑ ﻋﻠﻰ ﻭﺟﻮﺩ ﺳﻴﺎﻕ ﻳﺘﻢ ﺗﻔﺴﲑﻫﺎ‬
‫ﻣﻦ ﺧﻼﻟﻪ‪ ،‬ﻳﺘﻮﻗﻒ ﻫﺬﺍ ﺍﻟﺴﻴﺎﻕ ﻋﻠﻰ ﻣﺎ ﻳﺘﻮﺍﻓﺮ ﻟﺪﻯ ﻣﺴﺘﺨﺪﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻣﻦ ﻣﻌﺮﻓﺔ ﺃﺳﺎﺳﻴﺔ‪ ،‬ﻣﺜﻼ ﺭﺻﻴﺪ‬
‫ﺍﳌﺨﺰﻭﻥ ﻋﺎﺩﺓ ﻣﺎ ﻻ ﻳﻜﻮﻥ ﻟﻪ ﻗﻴﻤﺔ ﺇﻻ ﺇﺫﺍ ﰎ ﺭﺑﻄﻪ ﲟﻌﻠﻮﻣﺎﺕ ﺃﺧﺮﻯ ﻣﺜﻞ ﺣﺠﻢ ﺍﻟﻄﻠﺐ ﺍﳌﺘﻮﻗﻊ‪.‬‬
‫‪ .3‬ﻗﻴﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺗﺘﻨﺎﻗﺺ ﲟﺮﻭﺭ ﺍﻟﺰﻣﻦ‪:‬‬
‫ﺗﺘﻨﺎﻗﺺ ﻗﻴﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﺸﻜﻞ ﺳﺮﻳﻊ ﻣﻊ ﻣﺮﻭﺭ ﺍﻟﺰﻣﻦ‪ ،‬ﻓﺎﳌﻌﻠﻮﻣﺔ ﺫﺍﺕ ﺍﻟﻘﻴﻤﺔ ﺍﻟﻌﺎﻟﻴﺔ ﺍﻵﻥ ﻗـﺪ ﻻ‬
‫ﺗﻜﻮﻥ ﻛﺬﻟﻚ ﰲ ﺍﳌﺴﺘﻘﺒﻞ‪ ،‬ﺇﺫ ﺃﻥ ﺗﻮﻗﻴﺖ ﻇﻬﻮﺭ ﺍﳌﻌﻠﻮﻣﺔ ﳛﺪﺩ ﺇﻣﻜﺎﻧﻴـﺔ ﺍﻻﻋﺘﻤـﺎﺩ ﻋﻠﻴﻬـﺎ ﰲ ﺍﲣـﺎﺫ‬
‫ﺍﻟﻘﺮﺍﺭﺍﺕ؛ ﻓﻤﺜﻼ ﺭﺻﻴﺪ ﺍﳌﻨﻈﻤﺔ ﰲ ﺃﺣﺪ ﺍﻟﺒﻨﻮﻙ ﳝﺜﻞ ﻣﻌﻠﻮﻣﺔ ﺫﺍﺕ ﻗﻴﻤﺔ ﰲ ﳊﻈﺔ ﺇﺻﺪﺍﺭ ﺷﻴﻚ ﻣﻌـﲔ‪،‬‬
‫ﻭﻟﻜﻦ ﲟﺠﺮﺩ ﺻﺪﻭﺭ ﺍﻟﺸﻴﻚ ﺗﺼﺒﺢ ﻫﺬﻩ ﺍﳌﻌﻠﻮﻣﺔ ﻋﺪﳝﺔ ﺍﻟﻘﻴﻤﺔ‪.‬‬
‫‪ .4‬ﺍﻟﺘﻐﲑﺍﺕ ﺍﻟﺒﻴﺌﻴﺔ ﺗﺆﺩﻱ ﺇﱃ ﺗﻐﲑﺍﺕ ﰲ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ‪:‬‬
‫ﻧﺘﻴﺠﺔ ﳊﺮﻛﻴﺔ ﺍﻟﺒﻴﺌﺔ ﺍﶈﻴﻄﺔ‪ ،‬ﺗﻮﺍﺟﻪ ﺍﳌﻨﻈﻤﺔ ﺑﻌﺪ ﺇﻧﻔﺎﻗﻬﺎ ﻣﺒﺎﻟﻎ ﻃﺎﺋﻠﺔ ﻭﳎﻬﻮﺩﺍﺕ ﺿـﺨﻤﺔ ﺃﺛﻨـﺎﺀ‬
‫ﺩﺭﺍﺳﺘﻬﺎ ﻻﻗﺘﻨﺎﺀ ﻧﻈﺎﻡ ﻣﻌﻠﻮﻣﺎﺕ ﻣﻌﲔ ﳜﺪﻡ ﺍﺣﺘﻴﺎﺟﺎ‪‬ﺎ ﰲ ﺿﻮﺀ ﺣﺼﺘﻬﺎ ﰲ ﺍﻟﺴﻮﻕ‪ ،‬ﺇﻣﻜﺎﻧﻴﺔ ﺍﻧـﺪﻣﺎﺟﻬﺎ‬

‫‪1‬‬
‫ﺇﺑﺮﺍﻫﻴﻢ ﺳﻠﻄﺎﻥ‪ ،‬ﺍﳌﺮﺟﻊ ﺍﻟﺴﺎﺑﻖ‪ ،‬ﺹ‪.11‬‬
‫‪106‬‬
‫ﻣﻊ ﻣﻨﻈﻤﺔ ﺃﺧﺮﻯ ﺃﻭ ﻇﻬﻮﺭ ﺗﺸﺮﻳﻌﺎﺕ ﺟﺪﻳﺪﺓ ﳑﺎ ﻳﺆﺩﻱ ﺇﱃ ﺗﻐﲑ ﺣﺼﺘﻬﺎ ﰲ ﺍﻟﺴﻮﻕ؛ ﻭﻣﻦ ﰒ ﻳﺼﺒﺢ ﻣﺎ‬
‫ﺑﺬﻟﺘﻪ ﺍﳌﻨﻈﻤﺔ ﻣﻦ ﻣﺎﻝ ﻭﺟﻬﺪ ﻏﲑ ﺫﻱ ﺟﺪﻭﻯ ﻧﺘﻴﺠﺔ ﻟﻠﺘﻐﲑﺍﺕ ﺍﻟﱵ ﺣﺪﺛﺖ‪.‬‬
‫‪ .5‬ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳊﺎﺳﺐ ﺍﻵﱄ ﰲ ﺗﻐﲑ ﻣﺴﺘﻤﺮ‪:‬‬
‫ﻳﻌﺪ ﺍﻟﺘﻐﲑ ﻭﺍﻟﺘﻄﻮﺭ ﺍﻟﺴﺮﻳﻊ ﻭﺍﳌﻠﻤﻮﺱ ﰲ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳊﺎﺳﺒﺎﺕ ﻣﻦ ﺍﻟﺘﺤﺪﻳﺎﺕ ﺍﻟﱵ ﺗﻮﺍﺟﻪ ﻧﻈـﻢ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﺣﻴﺚ ﺃﻥ ﻫﺬﺍ ﺍﻟﺘﻄﻮﺭ ﻳﺆﺩﻱ ﺇﱃ ﺗﻘﺎﺩﻡ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺒﻨﻴﺔ ﻋﻠﻰ ﺍﳊﺎﺳﺐ ﺍﻵﱄ ﺑﻌﺪ ﻓﺘـﺮﺓ‬
‫ﻗﺼﲑﺓ ﻣﻦ ﺍﻗﺘﻨﺎﺋﻬﺎ ﳑﺎ ﻳﺆﺩﻱ ﺑﺎﳌﻨﻈﻤﺔ ﺇﻣﺎ ﺇﱃ ﺗﻐﻴﲑ ﺍﻟﻨﻈﺎﻡ ‪-‬ﻭﻣﺎ ﻳﺘﺮﺗﺐ ﻋﻠﻴﻪ ﻣﻦ ﺃﻋﺒﺎﺀ ﻣﺎﻟﻴﺔ‪ -‬ﺃﻭ ﺍﻹﺑﻘﺎﺀ‬
‫ﻋﻠﻰ ﺍﻟﻨﻈﺎﻡ ﺍﳊﺎﱄ ﻭﻫﻮ ﻣﺎ ﺗﻔﻀﻠﻪ ﺍﳌﻨﻈﻤﺎﺕ ﺗﻮﻓﲑﺍ ﻟﻠﺘﻜﺎﻟﻴﻒ ﻭﻫﻮ ﻣﺎ ﻳﺆﺩﻱ ﺇﱃ ﺍﺳﺘﺨﺪﺍﻡ ﻧﻈﻢ ﻣﻌﻠﻮﻣﺎﺕ‬
‫ﺃﻗﻞ ﺣﺪﺍﺛﺔ ﻭﻟﻔﺘﺮﺍﺕ ﻃﻮﻳﻠﺔ ﻧﺴﺒﻴﺎ‪.‬‬
‫‪ .6‬ﺍﻟﻨﻘﺺ ﺍﳌﻠﺤﻮﻅ ﰲ ﺍﻟﻌﻤﺎﻟﺔ ﺍﻟﻔﻨﻴﺔ ﺍﳌﺎﻫﺮﺓ‪:‬‬
‫ﺃﺩﻯ ﻧﻘﺺ ﺍﳌﱪﳎﲔ ﻭﳏﻠﻠﻲ ﺍﻟﻨﻈﻢ ﺫﻭﻱ ﺍﳌﻬﺎﺭﺓ ﺍﻟﻌﺎﻟﻴﺔ ﺇﱃ ﺯﻳﺎﺩﺓ ﺗﻜﺎﻟﻴﻒ ﻋﻨﺼﺮ ﺍﻟﻌﻤﻞ‪ ،‬ﻛﻤﺎ ﺃﺩﺕ‬
‫ﺯﻳﺎﺩﺓ ﺍﻟﻄﻠﺐ ﻋﻠﻰ ﺗﻄﺒﻴﻘﺎﺕ ﺍﳊﺎﺳﺐ ﺇﱃ ﺯﻳﺎﺩﺓ ﺍﻟﻨﻘﺺ ﰲ ﺍﻟﻌﻤﺎﻟﺔ ﺍﻟﻔﻨﻴﺔ ﺍﳌﺎﻫﺮﺓ ﻭﺍﳌﺘﺨﺼﺼﺔ؛ ﺗﺮﺗﺐ ﻋﻠﻰ‬
‫ﺫﻟﻚ ﻭﺟﻮﺩ ﻓﺠﻮﺓ ﰲ ﺃﻗﺴﺎﻡ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﺎﳌﻨﻈﻤﺎﺕ ﻣﺪﺍﻫﺎ ﺍﻟﺰﻣﲏ ﻳﺘﺮﺍﻭﺡ ﺑﲔ ﺳﻨﺘﲔ ﻭﺃﺭﺑﻊ ﺳﻨﻮﺍﺕ‪.‬‬
‫‪ .7‬ﺍﳌﺘﻄﻠﺒﺎﺕ ﻣﻦ ﺍﻟﻌﻤﺎﻟﺔ ﰲ ﺗﻐﲑ ﻣﺴﺘﻤﺮ‪:‬‬
‫ﺇﻥ ﺗﻌﻠﻢ ﺍﻟﻔﺮﺩ ﳌﻬﻨﺔ ﻣﺮﺗﺒﻄﺔ ﺑﺎﳊﺎﺳﺐ ﺍﻵﱄ ﰒ ﺍﺳﺘﻤﺮﺍﺭ ﻣﺰﺍﻭﻟﺘﻪ ﳍﺎ ﻣﺪﻯ ﺍﳊﻴﺎﺓ‪-‬ﺑﻨﻔﺲ ﺍﳌﻌﺎﺭﻑ‪-‬‬
‫ﺃﻣﺮ ﻏﲑ ﳎﺪﻱ؛ ﻓﻨﺘﻴﺠﺔ ﻟﻠﺘﻄﻮﺭ ﺍﻟﺴﺮﻳﻊ ﰲ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳊﺎﺳﺒﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﻭﺍﻟـﺼﻠﺔ ﺍﻟﻮﺛﻴﻘـﺔ ﺑـﲔ‬
‫ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺣﻴﺎﺓ ﺍﳌﻨﻈﻤﺎﺕ ﳚﺪ ﺍﻟﻌﺎﻣﻠﻮﻥ ﻭﺍﻹﺩﺍﺭﻳﻮﻥ ﺃﻧﻔﺴﻬﻢ ﳎﱪﻳﻦ ﻋﻠﻰ ﺗﻄﻮﻳﺮ ﻣﻌـﺎﺭﻓﻬﻢ‬
‫ﻭﺗﺪﺭﻳﺒﺎ‪‬ﻢ ﺑﺸﻜﻞ ﻣﺘﻜﺮﺭ ﻭﻣﺴﺘﻤﺮ ﻟﻜﻲ ﻳﻮﺍﻛﺒﻮﺍ ﺍﻟﺘﻐﲑﺍﺕ ﺍﻟﺴﺮﻳﻌﺔ ﲟﺎ ﻟﺪﻳﻬﻢ ﻣﻦ ﺃﺩﻭﺍﺕ‪.‬‬
‫‪ .8‬ﺍﻟﺘﻮﻗﻌﺎﺕ ﺍﳋﺎﻃﺌﺔ‪:‬‬
‫ﻳﺪﺭﻙ ﺍﻟﻘﻠﻴﻞ ﻣﻦ ﺍﻷﻓﺮﺍﺩ ﺃﻥ ﻫﻨﺎﻙ ﳎﻬﻮﺩﺍ ﻛﺒﲑﺍ ﺃﻭ ﺗﻜﻠﻔﺔ ﺿﺨﻤﺔ ﺗﺒﺬﻝ ﻣﻦ ﺃﺟﻞ ﺍﳊﺼﻮﻝ ﻋﻠـﻰ‬
‫ﻧﻈﺎﻡ ﻓﻌﺎﻝ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﰲ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﺘﻄﺒﻴﻘﺎﺕ ﺍﻟﱵ ﳝﻜﻦ ﻣﻼﺣﻈﺘﻬﺎ‪ ،‬ﻣﺜﻞ ﻧﻈﻢ ﺣﺠﺰ ﺗﺬﺍﻛﺮ ﺍﻟﻄﲑﺍﻥ‪،‬‬
‫ﺃﻭﻏﲑﻫﺎ؛ ﻭﻗﺪ ﺃﺩﻯ ﻫﺬﺍ ﺇﱃ ﺃﻥ ﺍﳌﺪﻳﺮﻳﻦ ﻳﺘﺼﻮﺭﻭﻥ ﺃﻧﻪ ﳝﻜﻦ ﺗﺼﻤﻴﻢ ﻧﻈﺎﻡ ﻣﻌﻠﻮﻣﺎﺕ ﻣﺘﻜﺎﻣـﻞ ﻳـﺮﺑﻂ‬
‫ﺍﳌﻨﻈﻤﺔ ﻛﻜﻞ ﺑﺄﻗﻞ ﺗﻜﻠﻔﺔ ﻭﺧﻼﻝ ﻓﺘﺮﺓ ﺯﻣﻨﻴﺔ ﻭﺟﻴﺰﺓ ﺑﻐﺾ ﺍﻟﻨﻈﺮ ﻋﻦ ﺣﺠﻢ ﺍﳌﻨﻈﻤﺔ‪.‬‬

‫‪107‬‬
 ‫ﺍﻟﻤﻄﻠﺐ ﺍﻟﺨﺎﻣﺲ‪ :‬ﻣﺮﺍﺣﻞ ﺻﻨﻊ ﺍﻟﻘﺮﺍﺭ ﻭﺩﻭﺭ ﻧﻈﻢ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﻓﻴﻬﺎ‬

‫ﺇﻥ ﺍﳍﺪﻑ ﺍﻷﺳﺎﺳﻲ ﻣﻦ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪-‬ﻛﻤﺎ ﰎ ﺫﻛﺮﻩ ﺳﺎﺑﻘﺎ‪ -‬ﻫﻮ ﺧﺪﻣﺔ ﻋﻤﻠﻴـﺎﺕ‬
‫ﺻﻨﻊ ﺍﻟﻘﺮﺍﺭ ﰲ ﺍﳌﻨﻈﻤﺎﺕ ﻟﺬﻟﻚ ﻓﺈﻥ ﺍﻟﺘﻄﺮﻕ ﳌﺮﺍﺣﻞ ﺻﻨﻊ ﺍﻟﻘﺮﺍﺭ ﺳﻮﻑ ﻳ‪‬ﻈﻬﺮ ﻃﺒﻴﻌﺔ ﺍﻟﺪﻭﺭ ﺍﻟﺬﻱ ﳝﻜﻦ‬
‫ﺃﻥ ﺗﻠﻌﺒﻪ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﻛﻞ ﻣﺮﺣﻠﺔ ﻣﻨﻬﺎ؛ ﻭﰲ ﻫﺬﺍ ﺍ‪‬ﺎﻝ ﺗﻌﺘﱪ ﺟﻬﻮﺩ "ﻫﲑﺑﺮﺕ ﺳﺎﳝﻮﻥ" ﻭﲝﻮﺛﻪ ﻣﻦ‬
‫ﺴﻢ ﻋﻤﻠﻴﺔ ﺍﲣـﺎﺫ ﺍﻟﻘـﺮﺍﺭﺍﺕ ﺇﱃ‬‫ﺍﻷﻋﻤﺎﻝ ﺍﻟﺮﺍﺋﺪﺓ ﰲ ﳎﺎﻝ ﻭﺻﻒ ﻭﳕﺬﺟﺔ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ؛ ﺃﻳﻦ ﻗ ‪‬‬
‫ﺃﺭﺑﻌﺔ ﻣﺮﺍﺣﻞ؛ ﻭﻫﻲ ﺍﻻﺳﺘﺨﺒﺎﺭﺍﺕ‪ ،‬ﺍﻟﺘﺼﻤﻴﻢ‪ ،‬ﺍﻻﺧﺘﻴﺎﺭ ﻭﺍﻟﺘﻨﻔﻴﺬ‪ ،‬ﻭﻓﻴﻤﺎ ﻳﻠﻲ ﻋﺮﺽ ﻟﺘﻠﻚ ﺍﳌﺮﺍﺣﻞ‪:1‬‬

‫ﺃﻭﻻ‪ :‬ﻣﺮﺣﻠﺔ ﺍﻻﺳﺘﺨﺒﺎﺭﺍﺕ‬

‫ﺗﺒﺪﺃ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﻋﻨﺪﻣﺎ ﻳﺪﺭﻙ ﻣﺘﺨﺬ ﺍﻟﻘﺮﺍﺭ ﺃﻥ ﻫﻨﺎﻙ ﺣﺎﺟﺔ ﻻﲣﺎﺫ ﻗﺮﺍﺭ ﻣﻌﲔ؛ ﻭﺑـﺼﻔﺔ‬
‫ﻋﺎﻣﺔ ﺗﻈﻬﺮ ﺍﳊﺎﺟﺔ ﺇﱃ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﻋﻨﺪﻣﺎ ﺗﻜﻮﻥ ﻫﻨﺎﻙ ﻣﺸﻜﻠﺔ ﲢﺘﺎﺝ ﺇﱃ ﺣـﻞ ﺃﻭ ﻓﺮﺻـﺔ ﳚـﺐ‬
‫ﺍﻏﺘﻨﺎﻣﻬﺎ‪ ،‬ﻭﻳﺒﺪﺃ ﺇﺩﺭﺍﻙ ﺍﳌﺸﻜﻠﺔ ﻋﻨﺪ ﺍﻛﺘﺸﺎﻑ ﺍﳓﺮﺍﻓﺎﺕ ﻧﺘﻴﺠﺔ ﻋﺪﻡ ﺍﺗﻔﺎﻕ ﺍﻷﺩﺍﺀ ﺍﳌﺴﺘﻬﺪﻑ ﻣـﻊ ﺍﻷﺩﺍﺀ‬
‫ﺍﻟﻔﻌﻠﻲ‪.‬‬
‫ﺇﻥ ﺃﻫﻢ ﻣﺎ ﲢﺘﺎﺟﻪ ﻣﺮﺣﻠﺔ ﺍﻻﺳﺘﺨﺒﺎﺭ ﻋﻨﺪ ﺍﻟﺒﺤﺚ ﻋﻦ ﺍﳌﺸﻜﻠﺔ ﻫﻮ ﻣﺴﺢ ﺍﻟﺒﻴﺌﺔ ﺍﻟﺪﺍﺧﻠﻴـﺔ ﻭﺍﳋﺎﺭﺟﻴـﺔ‬
‫ﻟﻠﻤﻨﻈﻤﺔ‪ ،‬ﻭﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺒﻨﻴﺔ ﻋﻠﻰ ﺍﳊﺎﺳﺐ ﺍﻵﱄ ﳝﻜﻦ ﺃﻥ ﺗﻔﻴﺪ ﺑﺸﻜﻞ ﻓﻌﺎﻝ ﺻﺎﻧﻊ ﺍﻟﻘﺮﺍﺭ ﰲ ﻫـﺬﻩ‬
‫ﺍﳋﻄﻮﺓ ﻣﻦ ﺧﻼﻝ ﻛﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﺬﻱ ﻳﺘﻢ ﲣﺰﻳﻨﻪ ﺳﺎﺑﻘﺎ‪ ،‬ﻛﺬﻟﻚ ﺗﺴﻬﻢ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻣﻦ ﺧﻼﻝ ﻣـﺎ‬
‫ﺗﻘﺪﻣﻪ ﻣﻦ ﺗﻘﺎﺭﻳﺮ ﰲ ﺗﻴﺴﲑ ﻋﻤﻠﻴﺔ ﺍﻟﺒﺤﺚ ﻋﻦ ﺍﳌﺸﻜﻼﺕ ﻭﺫﻟﻚ ﲟﻘﺎﺭﻧﺔ ﺍﻷﺩﺍﺀ ﺍﻟﻔﻌﻠﻲ ﺑﺎﻷﺩﺍﺀ ﺍﳌﺨﻄﻂ‪،‬‬
‫ﻣﻦ ﺧﻼﻝ "ﺍﻟﺘﻘﺎﺭﻳﺮ ﺍﻟﺪﻭﺭﻳﺔ" ﺃﻭ "ﺍﻟﺘﻘﺎﺭﻳﺮ ﺑﺎﻻﺳﺘﺜﻨﺎﺀ" ﰲ ﺣﺎﻻﺕ ﻇﻬﻮﺭ ﺍﳌـﺸﺎﻛﻞ‪ ،‬ﺃﻭ ﻣـﻦ ﺧـﻼﻝ‬
‫"ﺍﻟﺘﻘﺎﺭﻳﺮ ﺍﳋﺎﺻﺔ" ﰲ ﺣﺎﻟﺔ ﺣﺎﺟﺔ ﺍﳌﺪﻳﺮﻳﻦ ﳌﻌﻠﻮﻣﺎﺕ ﻻ ﲢﺘﻮﻳﻬﺎ ﺍﻟﺘﻘﺎﺭﻳﺮ ﺍﻟﺪﻭﺭﻳﺔ ﺃﻭ ﺑﺎﻻﺳﺘﺜﻨﺎﺀ ﺍﻟﺴﺎﺑﻘﺔ‪.2‬‬

‫ﺛﺎﻧﻴﺎ‪ :‬ﺍﻟﺘﺼﻤﻴﻢ )ﲣﻄﻴﻂ ﺍﳊﻠﻮﻝ ﺍﻟﺒﺪﻳﻠﺔ(‬

‫ﻳﻘﻮﻡ ﻣﺘﺨﺬ ﺍﻟﻘﺮﺍﺭ ﺃﺛﻨﺎﺀ ﻣﺮﺣﻠﺔ ﺍﻟﺘﺼﻤﻴﻢ ﺑﺘﻨﻤﻴﺔ ﺑﺪﺍﺋﻞ ﺍﳊﻠﻮﻝ ﺍﳌﻤﻜﻨﺔ ﻭﺍﻟﱵ ﻳﺸﺘﻤﻞ ﻛﻞ ﻣﻨﻬﺎ ﻋﻠﻰ‬
‫ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﻟﺘﺼﺮﻓﺎﺕ ﺍﻟﱵ ﳚﺐ ﺍﻟﻘﻴﺎﻡ ‪‬ﺎ ﻭﺍﺧﺘﺒﺎﺭ ﻣﺪﻯ ﺟﺪﻭﻯ ﺗﻄﺒﻴﻘﻬﺎ ﳊﻞ ﺍﳌﺸﻜﻠﺔ‪ ،‬ﻭﻋـﺎﺩﺓ ﻣـﺎ‬
‫ﺗﺴﺘﺨﺪﻡ ﺍﻷﺳﺎﻟﻴﺐ ﺍﻟﻜﻤﻴﺔ ﻭﺃﺩﻭﺍﺕ ﺍﻟﺘﺼﻤﻴﻢ ﺍﳌﺘﺎﺣﺔ ﰲ ﲝﻮﺙ ﺍﻟﻌﻤﻠﻴﺎﺕ ﻭﺑﻨﺎﺀ ﺍﻟﻨﻤﺎﺫﺝ ﻷﻏﺮﺍﺽ ﺍﻟﺘﻨﺒﺆ‬
‫ﺑﺎﻟﻨﺘﺎﺋﺞ ﺍﶈﺘﻤﻠﺔ ﻟﻜﻞ ﺑﺪﻳﻞ‪.‬‬

‫‪ 1‬ﺇﺑﺮﺍﻫﻴﻢ ﺳﻠﻄﺎﻥ‪ ،‬ﺍﳌﺮﺟﻊ ﺍﻟﺴﺎﺑﻖ‪ ،‬ﺹ‪.81‬‬

‫‪ 2‬ﻋﺒﺪ ﺍﻟﺮﲪﺎﻥ ﺍﻟﺼﺒﺎﺡ‪ ،‬ﻣﺒﺎﺩﻯﺀ ﺍﻟﺮﻗﺎﺑﺔ ﺍﻹﺩﺍﺭﻳﺔ)ﺍﳌﻌﺎﻳﲑ ﻭﺍﻟﺘﻘﻴﻴﻢ ﻭﺍﻟﺘﺼﺤﻴﺢ(‪ ،‬ﺩﺍﺭ ﺯﻫﺮﺍﻥ ﻟﻠﻨﺸﺮ ﻭﺍﻟﺘﻮﺯﻳﻊ‪ ،1997 ،‬ﺹ‪.292‬‬
‫‪108‬‬
‫ﻭﻳﻔﺘﺮﺽ ﺃﺛﻨﺎﺀ ﻣﺮﺣﻠﺔ ﺍﻟﺘﺼﻤﻴﻢ ﺗﻮﺍﻓﺮ ﻛﻞ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﻟﻼﺯﻣﺔ ﻹﺟﺮﺍﺀ ﺍﳌﺰﻳﺪ ﻣﻦ ﺍﻟﺘﺤﻠﻴﻞ‪ ،‬ﻭﺑﺎﻟﺘـﺎﱄ ﻓﻤـﻦ‬
‫ﺍﳌﺘﻮﻗﻊ ﺃﻥ ﻳﺸﺘﻤﻞ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﺬﻱ ﻳﺴﺎﻧﺪ ﻫﺬﻩ ﺍﳌﺮﺣﻠﺔ ﻋﻠﻰ ﳕﺎﺫﺝ ﻟﻠﺘﺨﻄﻴﻂ ﻭﺍﻟﺘﻨﺒﺆ؛ ﻭﻣﻦ ﰒ ﻓﺈﻥ‬
‫ﻧﻈﻢ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭ ﳝﻜﻦ ﺃﻥ ﺗﻮﻓﺮ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﻨﻤﺎﺫﺝ ﺍﻟﺮﻳﺎﺿﻴﺔ ﻭﺍﻟﻜﻤﻴﺔ ﺍﻟﱵ ﺗﺴﺎﻋﺪ ﰲ ﺍﻟﺘﻌﺮﻑ ﻋﻠﻰ ﺑﺪﺍﺋﻞ‬
‫ﺍﳊﻠﻮﻝ ﺍﳌﺨﺘﻠﻔﺔ ﻭﺗﻘﻴﻴﻤﻬﺎ‪ ،‬ﻛﻤﺎ ﺃﻥ ﺍﻟﻨﻈﻢ ﺍﳋﺒﲑﺓ ﳝﻜﻦ ﺃﻥ ﺗﺴﺎﻋﺪ ﰲ ﺇﻇﻬﺎﺭ ﺑـﺪﺍﺋﻞ ﺍﳊـﻞ ﺑﺎﻟﻨـﺴﺒﺔ‬
‫ﻟﻠﻤﺸﻜﻼﺕ ﺍﳌﻌﻘﺪﺓ ﻛﻤﺎ ﳝﻜﻦ ﺃﻥ ﺗﺴﻬﻢ ﰲ ﺇﺟﺮﺍﺀ ﻋﻤﻠﻴﺎﺕ ﺍﻟﺘﻨﺒﺆ ﺑﻨﻮﺍﺗﺞ ﻫﺬﻩ ﺍﻟﺒﺪﺍﺋﻞ‪.‬‬

‫ﺛﺎﻟﺜـﺎ‪ :‬ﻣﺮﺣﻠﺔ ﺍﻻﺧﺘﻴﺎﺭ‬

‫ﻳﻮﺍﺟﻪ ﻣﺘﺨﺬ ﺍﻟﻘﺮﺍﺭ ﰲ ﻫﺬﻩ ﺍﳌﺮﺣﻠﺔ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﺒﺪﺍﺋﻞ ﺍﻟﱵ ﳚﺐ ﺃﻥ ﳜﺘﺎﺭ ﻣﻦ ﺑﻴﻨﻬﺎ ﻭﻳﺼﺒﺢ ﺍﻟﺒﺪﻳﻞ‬
‫ﺍﳌﺨﺘﺎﺭ ﻫﻮ ﺍﻟﻘﺮﺍﺭ ﺍﻟﺬﻱ ﺗﺘﺮﺗﺐ ﻋﻠﻴﻪ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﻟﺘﺼﺮﻓﺎﺕ ﻭﺍﻷﻓﻌﺎﻝ‪.‬‬
‫ﻭﳝﻜﻦ ﺃﻥ ﺗﺴﻬﻢ ﻧﻈﻢ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭ ﰲ ﻣﺮﺣﻠﺔ ﺍﻻﺧﺘﻴﺎﺭ ﻋﻦ ﻃﺮﻳﻖ ﺇﺟﺮﺍﺀ ﻋﻤﻠﻴﺎﺕ ﺍﻟﺘﻘﻴﻴﻢ ﺍﻟﻜﻤﻲ ﻟﻠﺒﺪﺍﺋﻞ‪،‬‬
‫ﻭﺃﻳﻀﺎ ﻣﻦ ﺧﻼﻝ ﺇﺟﺮﺍﺀ ﲢﻠﻴﻞ ﺍﳊﺴﺎﺳﻴﺔ ﻭﺗﻘﺪﱘ ﺍﻹﺟﺎﺑﺎﺕ ﺍﻟﺴﻠﻴﻤﺔ ﺑﺸﺄﻥ ﺃﺳﺌﻠﺔ "ﻣﺎﺫﺍ‪-‬ﻟﻮ" ﻭﻣـﻦ ﰒ‬
‫ﳝﻜﻦ ﲢﺪﻳﺪ ﺍﻟﺴﻴﻨﺎﺭﻳﻮﻫﺎﺕ ﺍﻟﺒﺪﻳﻠﺔ ﳊﻞ ﺍﳌﺸﻜﻠﺔ‪.‬‬

‫ﺭﺍﺑﻌﺎ‪ :‬ﻣﺮﺣﻠﺔ ﺍﻟﺘﻨﻔﻴﺬ‬

‫ﰲ ﻫﺬﻩ ﺍﳌﺮﺣﻠﺔ ﻳﺘﻢ ﻭﺿﻊ ﺍﳊﻞ ﺍﻟﺬﻱ ﰎ ﺍﻟﺘﻮﺻﻞ ﺇﻟﻴﻪ ﻣﻮﺿﻊ ﺍﻟﺘﻨﻔﻴﺬ‪ ،‬ﻭﻏﺎﻟﺒﺎ ﻣﺎ ﺗﺘﻄﻠـﺐ ﻣﺮﺣﻠـﺔ‬
‫ﺍﻟﺘﻨﻔﻴﺬ ﺇﺟﺮﺍﺀ ﺗﻐﲑﺍﺕ ﻣﻌﻴﻨﺔ ﻳﺴﺘﻠﺰﻣﻬﺎ ﻫﺬﺍ ﺍﳊﻞ ﻣﺜﻞ ﺇﻋﺎﺩﺓ ﲣﺼﻴﺺ ﺍﳌﻮﺍﺭﺩ ﺍﳌﺎﻟﻴﺔ ﺍﳌﺘﺎﺣـﺔ‪ ،‬ﺗـﺪﺭﻳﺐ‬
‫ﺍﻟﻌﺎﻣﻠﲔ‪ ،‬ﺗﻐﻴﲑﺍﺕ ﺗﻨﻈﻴﻤﻴﺔ‪...‬ﻭﻏﲑﻫﺎ‪.‬‬
‫ﻭﻛﻨﺘﻴﺠﺔ ﻷﻥ ﺗﻨﻔﻴﺬ ﺍﻟﻘﺮﺍﺭ ﻳﺘﻄﻠﺐ ﺇﻗﻨﺎﻉ ﻟﻸﻃﺮﺍﻑ ﺍﳌﺸﺎﺭﻛﺔ ﻭﺗﻠﻚ ﺍﻟﱵ ﺳﻮﻑ ﺗﻘﻮﻡ ﺑﺎﻟﺘﻨﻔﻴﺬ ﻓﺈﻥ ﺍﻷﻣﺮ‬
‫ﳛﺘﺎﺝ ﺇﱃ ﻋﻤﻠﻴﺎﺕ ﺍﺗﺼﺎﻝ ﺑﲔ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻷﻃﺮﺍﻑ ﺍﳌﻌﻨﻴﺔ ﺑﺎﻟﻘﺮﺍﺭ‪ ،‬ﻭﻣﻦ ﰒ ﳝﻜﻦ ﺍﺳﺘﺨﺪﺍﻡ ﻧﻈﻢ ﺩﻋـﻢ‬
‫ﺍﻟﻘﺮﺍﺭ ﻣﺜﻼ ﰲ ﺇﺟﺮﺍﺀ ﻫﺬﻩ ﺍﻻﺗﺼﺎﻻﺕ ﻣﻦ ﺧﻼﻝ ﺷﺒﻜﺎﺕ ﺍﳊﺎﺳﺐ ﺍﻵﱄ‪ ،‬ﻛﻤﺎ ﳝﻜﻦ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟـﻨﻈﻢ‬
‫ﺍﳋﺒﲑﺓ ﰲ ﻋﻤﻠﻴﺎﺕ ﺍﻟﺘﻔﺴﲑ ﻭﺍﻟﺘﱪﻳﺮ ﺍﳌﺼﺎﺣﺒﺔ ﻟﻠﻘﺮﺍﺭ ﺍﻟﺬﻱ ﰎ ﺻﻨﻌﻪ ﺣﱴ ﻳﺴﻬﻞ ﺗﻨﻔﻴﺬﻩ‪.‬‬

‫‪109‬‬
 ‫ﺍﻟﻤﺒﺤﺚ ﺍﻟﺜﺎﻧﻲ‪ :‬ﻋﻤﻠﻴﺎﺕ ﻣﺮﺍﻗﺒﺔ ﻭﺗﻘﻴﻴﻢ ﻧﻈﻢ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‬

‫ﺇﻥ ﻣﻦ ﺃﻫﻢ ﻣﻜﻮﻧﺎﺕ ﺍﻷﻧﻈﻤﺔ‪ -‬ﻛﻤﺎ ﰎ ﺗﻮﺿﻴﺤﻪ ﺳﺎﺑﻘﺎ‪ -‬ﻋﺎﻣﻞ ﺍﻟﺮﻗﺎﺑﺔ ﻟﻠﺘﺄﻛﺪ ﻣﻦ ﻗﻴﺎﻡ ﺍﻟﻨﻈﺎﻡ‬
‫ﺑﺎﳌﻬﺎﻡ ﺍﳌﻮﻛﻠﺔ ﺇﻟﻴﻪ‪ ،‬ﻭﻣﺪﻯ ﺍﺳﺘﺠﺎﺑﺔ ﻣﻨﺘﺠﺎﺗﻪ ﳌﺘﻄﻠﺒﺎﺕ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﻔﻌﺎﻟﺔ ﻭﺍﻟﻜﻔﺄﺓ ﻭﺍﻟﱵ ﺳﻮﻑ ﺗﺒﲎ ﻋﻠﻰ‬
‫ﳐﺮﺟﺎﺕ ﺃﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﻌ‪‬ﺘ ‪‬ﻤﺪﺓ ﰲ ﺍﳌﻨﻈﻤﺔ‪ ،‬ﻭﻫﺬﺍ ﻣﺎﺳﻴﺘﻢ ﺍﻟﺘﻄﺮﻕ ﻟﻪ ﰲ ﻫﺬﺍ ﺍﳌﺒﺤﺚ‪ ،‬ﺇﺿﺎﻓﺔ ﺇﱃ ﺃﻣﻦ‬
‫ﻭﺳﺮﻳﺔ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﻣﺎ ﲢﺘﻮﻳﻬﺎ ﻣﻦ ﺑﻴﺎﻧﺎﺕ ﻭﻣﻌﻠﻮﻣﺎﺕ ﲤﺲ ﺑﺎﻟﺴﲑ ﺍﳊﺴﻦ ﻟﻠﻤﻨﻈﻤﺔ‪ ،‬ﻭِﺗِﺆﺛﺮ ﻋﻠـﻰ‬
‫ﻣﻜﺎﻧﺘﻬﺎ ﺍﻟﺴﻮﻗﻴﺔ‪ ،‬ﺑﻞ ﻭﺣﱴ ﺑﻘﻀﻴﺔ ﺍﺳﺘﻤﺮﺍﺭﻫﺎ ﰲ ﺍﻟﺴﻮﻕ‪.‬‬

‫ﺍﻟﻤﻄﻠﺐ ﺍﻷﻭﻝ‪ :‬ﻣﻔﻬﻮﻡ ﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻰ ﻧﻈﻢ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‬

‫ﻟﻠﺮﻗﺎﺑﺔ ﻋﻠﻰ ﺃﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺃﳘﻴﺔ ﻗﺼﻮﻯ ﻻ ﺗﺘﺠﻠﻰ ﻓﻘﻂ ﰲ ﺗﺄﺛﲑﻫﺎ ﺍﳌﺒﺎﺷﺮ ﻋﻠـﻰ ﻛﻔـﺎﺀﺓ‬
‫ﻭﻓﻌﺎﻟﻴﺔ ﺃﺩﺍﺀ ﻭﻋﻤﻞ ﺍﻟﻨﻈﺎﻡ‪ ،‬ﻭﺇﳕﺎ ﺃﻳﻀﺎ ﰲ ﲪﺎﻳﺔ ﺃﻣﻦ ﻭﺳﻼﻣﺔ ﺍﻟﻨﻈﺎﻡ ﲟﻜﻮﻧﺎﺗﻪ ﻭﻣﻮﺍﺭﺩﻩ ﻣـﻦ ﺍﻟﺒﻴﺎﻧـﺎﺕ‬
‫ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﳌﻠﻔﺎﺕ ﺍﻟﱵ ﲢﺘﻮﻳﻬﺎ ﻭﻛﺬﺍ ﺍﻟﱪﺍﻣﺞ ﺍﻟﱵ ﺗﻘﻮﻡ ﺑﺘﺨﺰﻳﻨﻬﺎ‪ ،‬ﺇﺩﺍﺭ‪‬ﺎ ﻭﺗﺸﻐﻴﻠﻬﺎ‪.‬‬
‫ﻭﺑﺸﻜﻞ ﻋﺎﻡ ﳝﻜﻦ ﺍﻟﻘﻮﻝ ﺑﺄﻥ ﺍﻟﺮﻗﺎﺑﺔ ﻫﻲ ﺗﻠﻚ ﺍﻟﻌﻤﻠﻴﺔ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﺍﳌﺴﺘﻤﺮﺓ ﻭﺍﻟﺸﺎﻣﻠﺔ ﺍﻟﱵ ﺗﺴﺘﻬﺪﻑ‬
‫ﺍﻟﺴﻴﻄﺮﺓ ﻋﻠﻰ ﺍﻷﻧﺸﻄﺔ ﻭﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﳌﺨﻄﻄﺔ ﻭﺍﳉﺎﺭﻳﺔ ﰲ ﺿﻮﺀ ﻣﻌﺎﻳﲑ ﳏﺪﺩﺓ ﻟﻺﳒﺎﺯ‪ ،‬ﺃﻣﺎ ﰲ ﳎﺎﻝ ﺃﻧﻈﻤﺔ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻓﺈ‪‬ﺎ ﺗﺘﻀﻤﻦ ﻛﻞ ﺃﻧﺸﻄﺔ ﲣﻄﻴﻂ ﻭﲢﻠﻴﻞ ﻭﺗﺼﻤﻴﻢ ﺍﻟﻨﻈﺎﻡ ﻭﺗﻨﻔﻴﺬﻩ ﻭﻣﺮﺍﺟﻌﺘﻪ؛ ﺃﻱ ﺃ‪‬ﺎ‬
‫ﺗﺸﻤﻞ ﻛﻞ ﻣﺮﺍﺣﻞ ﺩﻭﺭﺓ ﺣﻴﺎﺓ ﺍﻟﻨﻈﻢ ﺍﻧﻄﻼﻗﺎ ﻣﻦ ﻋﻤﻠﻴﺔ ﺍﻟﺘﺨﻄﻴﻂ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻲ ﺍﻟﺴﺎﺑﻘﺔ ﻟﺪﻭﺭﺓ ﺣﻴـﺎﺓ‬
‫ﺍﻟﻨﻈﻢ‪ ،‬ﺇﺿﺎﻓﺔ ﺇﱃ ﻣﺮﺍﻓﻘﺘﻬﺎ ﻟﻸﻧﺸﻄﺔ ﻭﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻟﺘﺤﻮﻳﻠﻴﺔ ﻭﺍﻟﺘﺼﻤﻴﻤﻴﺔ ﻭﺍﻟﺘﻄﺒﻴﻘﻴﺔ ﻟﻨﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ‪.1‬‬
‫ﻭﻋﻠﻴﻪ ﻓﺈﻥ ﻋﻤﻠﻴﺔ ﺍﻟﺮﻗﺎﺑﺔ ﺗﻌﻤﻞ ﻋﻠﻰ ﻣﺮﺍﻗﺒﺔ ﻭﻣﺮﺍﺟﻌﺔ ﻭﺗﺼﺤﻴﺢ ﺍﻷﺧﻄﺎﺀ ﻭﻛـﺸﻒ ﺍﻻﳓﺮﺍﻓـﺎﺕ‬
‫ﺑﺼﻮﺭﺓ ﻣﺴﺘﻤﺮﺓ ‪‬ﺪﻑ ﺗﻘﻠﻴﻞ ﺍﳌﺨﺎﻃﺮ ﻭﲢﺴﲔ ﺍﻷﺩﺍﺀ ﺑﺎﺳﺘﻤﺮﺍﺭ‪ ،‬ﺇﺿﺎﻓﺔ ﺇﱃ ﺍﻫﺘﻤﺎﻣﻬﺎ ﺑﻘـﻀﺎﻳﺎ ﺳـﻼﻣﺔ‬
‫ﻭﺃﻣﻦ ﺍﳌﻜﻮﻧﺎﺕ ﺍﳌﺎﺩﻳﺔ ﻟﻠﻨﻈﺎﻡ )‪ (Hardware‬ﻭﻛﺬﺍ ﺍﻟﱪﺍﻣﺞ)‪ ،(Software‬ﻭﻫﺬﺍ ﻛﻠـﻪ ﰲ ﺇﻃـﺎﺭ‬
‫ﺗﻜﺎﻟﻴﻒ ﻣﻌﻘﻮﻟﺔ ﻭﻣﺴﻤﻮﺡ ‪‬ﺎ‪ ،‬ﻓﻤﻦ ﻏﲑ ﺍﻟﺮﺷﺪ ﻭﺍﳌﻨﻄﻖ ﺃﻥ ﺗﺘﻜﺒﺪ ﺍﳌﻨﻈﻤﺔ ﺗﻜﺎﻟﻴﻒ ﻣﻌﺘﱪﺓ ﰲ ﻧﻈﺎﻡ ﻣﻌﲔ‬
‫ﺳﻴﻮﻓﺮ ﻋﻠﻴﻬﺎ ﺗﻜﺎﻟﻴﻒ ﺃﻗﻞ؛ ﺃﻱ ﺿﺮﻭﺭﺓ ﺍﻟﻘﻴﺎﻡ ﺑﺘﺤﻠﻴﻞ ﺍﻟﻌﻮﺍﺋﺪ ﻭﺍﻟﺘﻜﺎﻟﻴﻒ‪.‬‬
‫ﻭﻣﻦ ﺯﺍﻭﻳﺔ ﺃﺧﺮﻯ ﳝﻜﻦ ﺍﻟﻘﻮﻝ ﺑﺄﻥ ﺍﻟﺮﻗﺎﺑﺔ ﺗﺘﻀﻤﻦ ﻛﺎﻓﺔ ﺍﻟﻮﺳـﺎﺋﻞ ﻭﺍﻟـﺴﻴﺎﺳﺎﺕ ﻭﺍﻹﺟـﺮﺍﺀﺍﺕ‬
‫ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﻟﻠﺘﺄﻛﺪ ﻣﻦ ﺃﻣﻦ ﻭﺃﻣﺎﻥ ﺍﻷﺻﻮﻝ ﺍﻟﱵ ﲤﺘﻠﻜﻬﺎ ﺍﳌﻨﻈﻤﺔ‪ ،‬ﻭﺻﺪﻕ ﻭﺩﻗﺔ ﺍﻟـﺴﺠﻼﺕ ﺍﶈﺎﺳـﺒﻴﺔ‪،‬‬
‫‪2‬‬
‫ﻭﻣﻄﺎﺑﻘﺔ ﺍﻟﻌﻤﻠﻴﺎﺕ ﳌﻌﺎﻳﲑ ﺍﻷﺩﺍﺀ‪.‬‬

‫‪ 1‬ﺳﻌﺪ ﻏﺎﻟﺐ ﻳﺎﺳﲔ‪ ،‬ﺍﳌﺮﺟﻊ ﺍﻟﺴﺎﺑﻖ‪ ،‬ﺹ‪.345‬‬

‫‪2‬‬
‫‪Dalila Taouri & M.C. Belaid, op.cit., P76.‬‬
‫‪110‬‬
‫ﻭﺗﺘﻀﻤﻦ ﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻰ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻣﺰﳚﺎ ﻣﻦ ﺍﻟﺮﻗﺎﺑﺔ ﺍﻟﻌﺎﻣﺔ ﻭﺭﻗﺎﺑﺔ ﺍﻟﺘﻄﺒﻴﻘﺎﺕ ﻭﻫﻮ ﻣﺎ ﺳـﻴﺘﻢ‬
‫‪1‬‬
‫ﺍﻟﺘﻄﺮﻕ ﺇﻟﻴﻪ ﰲ ﺍﳌﻄﻠﺒﲔ ﺍﻟﺘﺎﻟﻴﲔ‪:‬‬

‫ﺍﻟﻤﻄﻠﺐ ﺍﻟﺜﺎﻧﻲ‪ :‬ﺍﻟﺮﻗﺎﺑﺔ ﺍﻟﻌﺎﻣﺔ ﻋﻠﻰ ﻧﻈﻢ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‬

‫ﺗﻌﻤﻞ ﺍﻟﺮﻗﺎﺑﺔ ﺍﻟﻌﺎﻣﺔ ﻋﻠﻰ ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﻓﻌﺎﻟﻴﺔ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﳋﺎﺻﺔ ﺑﺈﺟﺮﺍﺀﺍﺕ ﺍﻟﱪﳎﺔ؛ ﻭﻋﻠﻴﻪ ﻓﻬﻲ ‪‬ـﺘﻢ‬
‫ﲟﺮﺍﻗﺒﺔ ﻋﻤﻠﻴﺔ ﺗﻄﺒﻴﻖ ﺍﻟﻨﻈﺎﻡ ﻭﻛﺬﻟﻚ ﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻰ ﺍﻟﺘﺼﻤﻴﻢ ﻭﺍﻟﱪﳎﻴﺎﺕ ﻭﺍﳌﻜﻮﻧﺎﺕ ﺍﳌﺎﺩﻳـﺔ‪ ،‬ﺇﺿـﺎﻓﺔ ﺇﱃ‬
‫ﺍﻟﺮﻗﺎﺑﺔ ﺍﻹﺩﺍﺭﻳﺔ ﻭﺃﻣﻦ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻰ ﺗﺸﻐﻴﻞ ﺍﳊﺎﺳﺐ‪ .‬ﻭﺳﻴﺘﻢ ﺍﻟﺘﻄﺮﻕ ﻟﻜﻞ ﻣﻨﻬﺎ ﺑـﺸﻲﺀ ﻣـﻦ‬
‫ﺍﻹﻳﻀﺎﺡ ﻓﻴﻤﺎ ﻳﻠﻲ‪:‬‬
‫ﺃﻭﻻ‪ :‬ﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻰ ﻋﻤﻠﻴﺔ ﺗﻄﺒﻴﻖ ﺍﻟﻨﻈﺎﻡ‬
‫ﻭﺫﻟﻚ ﻟﻠﺘﺄﻛﺪ ﻣﻦ ﺃﻥ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺒﻨﻴﺔ ﻋﻠﻰ ﺍﳊﺎﺳﺐ ﺍﻵﱄ ﺗﻘﺎﺑﻞ ﺍﺣﺘﻴﺎﺟﺎﺕ ﺍﳌﺴﺘﺨﺪﻡ‪ ،‬ﻭﻳﺘﻢ‬
‫ﺫﻟﻚ ﻣﻦ ﺧﻼﻝ ﺍﻟﻨﻘﺎﻁ ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬
‫‪ -1‬ﺗﺸﻜﻞ ﳉﻨﺔ ﻟﻨﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻣﻦ ﻃﺮﻑ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﺗﻘﻮﻡ ﺑﺒﻨﺎﺀ ﻣﻌﺎﻳﲑ ﻟﺮﻗﺎﺑﺔ ﻣﺸﺮﻭﻉ‬
‫ﺍﻟﻨﻈﺎﻡ ﺧﻼﻝ ﻣﺮﺣﻠﺔ ﺍﻟﺘﺨﻄﻴﻂ‪ ،‬ﻭﲢﺪﻳﺪ ﺍﻷﻫﺪﺍﻑ ﻭﺍﻟﻘﻴﻮﺩ ﺍﳋﺎﺻﺔ ﺑﺎﻟﻨﻈﺎﻡ‪ ،‬ﻭﻭﺿﻊ ﳐﻄﻂ ﻟﺮﻗﺎﺑﺔ‬
‫ﻣﺸﺮﻭﻉ ﺍﻟﻨﻈﺎﻡ‪.‬‬
‫‪ -2‬ﺗﻘﻮﻡ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﲞﻠﻖ ﺗﻮﺟﻪ ﻟﻨﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺒﻨﻴﺔ ﻋﻠﻰ ﺍﳊﺎﺳﺐ ﻟﺪﻯ ﺍﳌﺴﺘﺨﺪﻡ؛ ﻭﺫﻟﻚ ﻋﻦ‬
‫ﻃﺮﻳﻖ ﺍﻟﺘﻌﺮﻑ ﻋﻠﻰ ﺍﺣﺘﻴﺎﺟﺎﺕ ﺍﳌﺴﺘﺨﺪﻡ ﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﺍﳌﺮﺍﺣـﻞ ﺍﻷﻭﱃ ﻣـﻦ ﺍﻟﺘﺤﻠﻴـﻞ‬
‫ﻭﺍﻟﺘﺼﻤﻴﻢ‪.‬‬
‫‪ -3‬ﺗﻘﻮﻡ ﺍﻹﺩﺍﺭﺓ ﺑﺘﺤﺪﻳﺪ ﻣﻌﺎﻳﲑ ﺍﻷﺩﺍﺀ ﻭﺍﻟﱵ ﺳﻮﻑ ﺗﺴﺘﺨﺪﻡ ﻟﺘﻘﻴﻴﻢ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ‪.‬‬
‫‪ -4‬ﺗﻘﻮﻡ ﺍﻹﺩﺍﺭﺓ ﻣﻊ ﻣﺘﺨﺼﺼﻲ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﻮﺿﻊ ﻣﻌﺎﻳﲑ ﺍﻟﺘﺼﻤﻴﻢ ﻭﺍﻟﺘﺸﻐﻴﻞ ﻟﻨﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺒﻨﻴﺔ‬
‫ﻋﻠﻰ ﺍﳊﺎﺳﺐ ﻭﺍﻟﱵ ﲤﺜﻞ ﺇﻃﺎﺭﺍ ﻟﻘﺒﻮﻝ ﺃﺩﺍﺀ ﺧﺪﻣﺎﺕ ﺍﳌﻌﻠﻮﻣﺎﺕ‪.‬‬
‫‪ -5‬ﺗﻘﻮﻡ ﺍﻹﺩﺍﺭﺓ ﺑﺎﻻﺷﺘﺮﺍﻙ ﻣﻊ ﻣﺘﺨﺼﺼﻲ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﺘﺤﺪﻳﺪ ﺍﺧﺘﺒﺎﺭﺍﺕ ﻗﺒﻮﻝ ﺍﻟﻨﻈﺎﻡ‪ ،‬ﻭﻛـﺬﻟﻚ‬
‫ﲢﺪﻳﺪ ﻣﺘﻄﻠﺒﺎﺕ ﺇﺟﺎﺯﺓ ﻛﻞ ﺑﺮﻧﺎﻣﺞ ﻗﺒﻞ ﺇﺿﺎﻓﺘﺔ ﺇﱃ ﻣﻜﺘﺒﺔ ﺍﻟﱪﳎﻴﺎﺕ‪.‬‬
‫‪ -6‬ﺗﻘﻮﻡ ﺍﻹﺩﺍﺭﺓ ﲟﺮﺍﺟﻌﺔ ﺍﻟﻨﻈﺎﻡ ﻗﺒﻞ ﺗﺮﻛﻴﺒﻪ ﻟﻠﺘﺄﻛﺪ ﻣﻦ ﻣﻘﺎﺑﻠﺘﻪ ﳌﻌﺎﻳﲑ ﺍﻷﺩﺍﺀ‪.‬‬
‫‪ -7‬ﻳﻘﻮﻡ ﻣﺘﺨﺼﺼﻮ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﻮﺿﻊ ﺇﺟﺮﺍﺀﺍﺕ ﺻﻴﺎﻧﺔ ﻭﺗﻌﺪﻳﻞ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺒﲏ ﻋﻠﻰ ﺍﳊﺎﺳﺐ‬
‫ﻭﻳﺘﻢ ﺇﺟﺎﺯﺓ ﺗﻠﻚ ﺍﻹﺟﺮﺍﺀﺍﺕ ﻣﻦ ﻃﺮﻑ ﺍﻹﺩﺍﺭﺓ‪.‬‬

‫‪ 1‬ﺇﺑﺮﺍﻫﻴﻢ ﺳﻠﻄﺎﻥ‪ ،‬ﺍﳌﺮﺟﻊ ﺍﻟﺴﺎﺑﻖ‪ ،‬ﺹ ‪.398‬‬

‫‪111‬‬
 ‫ﺛﺎﻧﻴﺎ‪ :‬ﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻰ ﺍﻟﺘﺼﻤﻴﻢ‬
‫ﻳﻘﻮﻡ ﳏﻠﻠﻮ ﺍﻟﻨﻈﻢ ﻭﻣﺴﲑﻭ ﻗﻮﺍﻋﺪ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﻣﺪﻳﺮﻭ ﺷﺒﻜﺔ ﺍﳊﺎﺳﺒﺎﺕ ﺑﺒﻨﺎﺀ ﺧـﺼﺎﺋﺺ ﻭﻣﻌـﺎﻳﲑ‬
‫ﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻰ ﺗﺼﻤﻴﻢ ﺍﻟﻨﻈﺎﻡ‪ ،‬ﻣﺮﺍﻋﲔ ﰲ ﺫﻟﻚ ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺟﻮﺍﻧﺐ ﺍﻟﻨﻈﺎﻡ ﺍﻟﱵ ﻳﻜﺜﺮ ﻓﻴﻬﺎ ﺍﳋﻄـﺄ ﻣـﻊ‬
‫ﺿﺮﻭﺭﺓ ﺗﻨﺒﻴﻪ ﺍﳌﺴﺘﺨﺪﻡ ﺇﱃ ﺗﻠﻚ ﺍﳉﻮﺍﻧﺐ ﻭﺍﻹﺟﺮﺍﺀﺍﺕ ﺍﻟﱵ ﳚﺐ ﺃﻥ ﻳﺘﺒﻌﻬﺎ ﰲ ﺣﺎﻟﺔ ﻭﻗﻮﻉ ﺧﻄﺄ ﻣـﺎ‪،‬‬
‫ﻫﺬﺍ ﺑﺎﻹﺿﺎﻓﺔ ﻣﺮﺍﻋﺎﺓ ﻋﺎﻣﻞ ﺍﻟﺘﻜﻠﻔﺔ؛ ﻓﺎﻟﺘﻘﻠﻴﻞ ﻣﻦ ﺍﳌﺨﺎﻃﺮ)ﺃﻱ ﺍﻟﺘﻘﻠﻴﻞ ﻣﻦ ﺃﺧﻄﺎﺀ ﺍﻟﻨﻈﺎﻡ( ﻋﺎﺩﺓ ﻣﺎ ﳚـﺮ‬
‫ﺗﻜﺎﻟﻴﻒ ﺑﺎﻫﻈﺔ‪ ،‬ﻟﺬﻟﻚ ﻳﻠﺠﺆﻭﻥ ﺇﱃ ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺍﳌﻮﺍﻗﻊ ﺍﻟﱵ ﺗﻜﺜﺮ ‪‬ﺎ ﺍﻷﺧﻄﺎﺀ‪.‬‬
‫ﺛﺎﻟﺜﺎ‪ :‬ﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻰ ﺍﻟﱪﳎﻴﺎﺕ‬
‫ﻳﻬﺘﻢ ﻫﺬﺍ ﺍﻟﻨﻮﻉ ﻣﻦ ﺍﻟﺮﻗﺎﺑﺔ ﺑﱪﳎﻴﺎﺕ ﺗﺸﻐﻴﻞ ﺍﻟﻨﻈﺎﻡ ﻭﺍﻟﱵ ﺗﻘﻮﻡ ﺑﺘﻨﻈﻴﻢ ﺇﺩﺍﺭﺓ ﻣـﻮﺍﺭﺩ ﺍﳊﺎﺳـﻮﺏ‬
‫ﻟﺘﺴﻬﻴﻞ ﺗﻨﻔﻴﺬ ﺍﻟﱪﳎﻴﺎﺕ ﺍﻟﺘﻄﺒﻴﻘﻴﺔ‪ ،‬ﻭﺗﺘﻀﻤﻦ ﺑﺮﳎﻴﺎﺕ ﺍﻟﻨﻈﺎﻡ ﻛﻞ ﻣﻦ ﻣﺘﺮﺟﻢ ﻧﻈﺎﻡ ﺍﻟﺘﺸﻐﻴﻞ‪ ،‬ﻭﺍﻟـﱪﺍﻣﺞ‬
‫ﺍﳌﺴﺎﻋﺪﺓ ﻭﺗﻘﺎﺭﻳﺮ ﺍﻟﺘﺸﻐﻴﻞ ﻭﻣﻠﻔﺎﺕ ﺍﻟﺘﺠﻬﻴﺰ ﻭﻣﻜﺘﺒﺔ ﺍﻻﺣﺘﻔﺎﻅ ﺑﺎﻟﺴﺠﻼﺕ‪ ،‬ﻭﺗﺮﺟـﻊ ﺃﳘﻴـﺔ ﺭﻗﺎﺑـﺔ‬
‫ﺍﻟﱪﳎﻴﺎﺕ ﺇﱃ ﺃ‪‬ﺎ ﺗﺸﻜﻞ ﺍﻟﺮﻗﺎﺑﺔ ﺍﻟﻜﺎﻣﻠﺔ ﻋﻠﻰ ﻭﻇﺎﺋﻒ ﺍﻟﻨﻈﺎﻡ ﻭﺍﻟﱵ ﺗﺘﻌﺎﻣﻞ ﻣﺒﺎﺷﺮﺓ ﻣﻊ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﻣﻠﻔﺎ‪‬ﺎ‪.‬‬
‫ﺭﺍﺑﻌﺎ‪ :‬ﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻰ ﺍﳌﻜﻮﻧﺎﺕ ﺍﳌﺎﺩﻳﺔ‬
‫ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﺍﻟﻈﺮﻭﻑ ﺍﻟﺘﻘﻨﻴﺔ ﺍﻟﱵ ﳚﺐ ﺃﻥ ﻳﺘﻮﺍﺟﺪ ﻓﻴﻬﺎ ﺍﳊﺎﺳﺐ ﺍﻵﱄ ﻣﻦ ﺩﺭﺟﺔ ﺣﺮﺍﺭﺓ ﻭﺭﻃﻮﺑﺔ‪،‬‬
‫ﻭﻏﺒﺎﺭ‪...‬ﻭﻏﲑﻫﺎ‪ ،‬ﻓﺈﻥ ﻫﻨﺎﻙ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻹﺟﺮﺍﺀﺍﺕ ﺍﻟﻮﺍﺟﺐ ﺍﺳﺘﺨﺪﺍﻣﻬﺎ ﻟﻠﺮﻗﺎﺑﺔ ﻋﻠﻰ ﺍﳉﺎﻧﺐ ﺍﳌـﺎﺩﻱ‬
‫ﻭﺍﻟﺘﻘﲏ ﻷﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﻭﻣﻨﻬﺎ ﲪﺎﻳﺔ ﺍﻷﻣﺎﻛﻦ ﺍﻟﱵ ﻳﺘﻮﺍﺟﺪ ‪‬ﺎ ﺍﳊﺎﺳﺐ ﻭﺍﻟﺴﻤﺎﺡ ﻟﻸﻓـﺮﺍﺩ‬
‫ﺍﳌﺮﺧﺺ ﳍﻢ ﻓﻘﻂ ﺑﺎﺳﺘﺨﺪﺍﻣﻪ‪ ،‬ﻛﻤﺎ ﳚﺐ ﲪﺎﻳﺔ ﺍﻟﻨﻬﺎﻳﺎﺕ ﺍﻟﻄﺮﻓﻴﺔ ﻭﺍﳊﺎﺳﺒﺎﺕ ﺍﻟﺸﺨﺼﻴﺔ ﰲ ﻏﺮﻑ ﻣﻐﻠﻘﺔ‬
‫ﺣﱴ ﳝﻨﻊ ﺍﻟﻮﺻﻮﻝ ﻏﲑ ﺍﳌﺴﻤﻮﺡ ﺑﻪ ﺇﱃ ﺍﳊﺎﺳﺐ ﺍﻟﺮﺋﻴﺴﻲ‪.‬‬
‫ﺧﺎﻣﺴﺎ‪ :‬ﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻰ ﺗﺸﻐﻴﻞ ﺍﳊﺎﺳﺐ ﺍﻵﱄ‬
‫ﻭﻫﻲ ﺗﺸﻤﻞ ﻋﻤﻞ ﺇﺩﺍﺭﺓ ﺍﳊﺎﺳﺐ ﺣﻴﺚ ﺗﺴﺎﻋﺪ ﻋﻞ ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﺃﻥ ﺇﺟﺮﺍﺀﺍﺕ ﺍﻟﱪﳎـﺔ ﻣﺘﻨﺎﺳـﻘﺔ‬
‫ﻭﺗﻄﺒﻖ ﺑﻄﺮﻳﻘﺔ ﺻﺤﻴﺤﺔ ﻋﻠﻰ ﲣﺰﻳﻦ ﻭﺗﺸﻐﻴﻞ ﺍﻟﺒﻴﺎﻧﺎﺕ‪ ،‬ﻛﻤﺎ ﺗﺘﻀﻤﻦ ﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻰ ﲡﻬﻴﺰ ﺍﳊﺎﺳﺐ ﻟﻠﻘﻴﺎﻡ‬
‫ﺑﻮﻇﺎﺋﻔﻪ ﻭﺗﺸﻐﻴﻞ ﺍﻟﱪﳎﻴﺎﺕ‪.‬ﻛﻤﺎ ﳚﺐ ﺣﻔﻆ ﺍﳌﺴﺘﻨﺪﺍﺕ ﻭﺍﻟﻮﺛﺎﺋﻖ ﺍﳋﺎﺻﺔ ﺑﺘﺸﻐﻴﻞ ﺍﳊﺎﺳﺐ ﻭﻣﺮﺍﺟﻌﺘـﻬﺎ‬
‫ﻭﺇﺟﺎﺯ‪‬ﺎ ﺑﻄﺮﻳﻘﺔ ﺭﲰﻴﺔ‪.‬‬
‫ﺳﺎﺩﺳﺎ‪ :‬ﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻰ ﺃﻣﻦ ﺍﻟﺒﻴﺎﻧﺎﺕ‬
‫ﻭ ﺗﻌﻤﻞ ﻋﻠﻰ ﺿﻤﺎﻥ ﺃﻥ ﺍﻟﻮﺻﻮﻝ ﺍﳌﻌﺘﻤﺪ ﻫﻮ ﺍﻟﺬﻱ ﻟﻪ ﺍﳊﻖ ﰲ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺇﺿﺎﻓﺔ ﺇﱃ ﲪﺎﻳﺔ‬
‫ﺍﻟﺒﻴﺎﻧﺎﺕ ﻣﻦ ﺍﻟﺘﺰﻭﻳﺮ ﺃﻭ ﺍﻟﺴﺮﻗﺔ ﺃﻭ ﺍﻟﺘﻠﻒ‪...‬ﺃﻭﻏﲑﻫﺎ‪ ،‬ﻭﻣﻦ ﺍﻷﺣﺴﻦ ﲡﻨﺐ ﺍﻻﺗﺼﺎﻝ ﻭﺍﻟﻮﺻﻮﻝ ﺍﳌﺒﺎﺷـﺮ‬
‫ﻋﻦ ﻃﺮﻳﻖ ﺍﻟﻨﻬﺎﻳﺎﺕ ﺍﻟﻄﺮﻓﻴﺔ‪ ،‬ﻭﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﻄﺮﻕ ﻏﲑ ﺍﳌﺒﺎﺷﺮﺓ ﻛﻮﺿﻊ ﻗﻴﻮﺩ ﻋﻠﻰ ﺍﺳـﺘﺨﺪﺍﻡ ﺍﻟﻨـﻬﺎﻳﺎﺕ‬
‫ﺍﻟﻄﺮﻓﻴﺔ ﻭﺍﻻﺳﺘﻌﺎﻧﺔ ﺑﻜﻠﻤﺎﺕ ﺍﳌﺮﻭﺭ ﻻﺳﺘﺨﺪﺍﻡ ﺑﺮﳎﻴﺎﺕ ﺍﻟﻨﻈﺎﻡ ﺃﻭ ﺍﻟﺘﻄﺒﻴﻘﺎﺕ‪.‬‬

‫‪112‬‬
 ‫ﺳﺎﺑﻌﺎ‪ :‬ﺍﻟﺮﻗﺎﺑﺔ ﺍﻹﺩﺍﺭﻳﺔ‬
‫ﺗﻌﱪ ﻋﻦ ﺍﻹﺟﺮﺍﺀﺍﺕ ﻭﺍﻟﻘﻮﺍﻋﺪ ﻭﺍﳌﻌﺎﻳﲑ ﻭﺍﻟﻠﻮﺍﺋﺢ ﺍﻟﻮﺍﺟﺐ ﺃﻥ ﺗﺘﺨﺬﻫﺎ ﺍﻹﺩﺍﺭﺓ ﻟﺘـﺪﻋﻴﻢ ﻋﻤﻠﻴـﺎﺕ‬
‫ﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻰ ﺳﲑ ﺍﻷﺩﺍﺀ‪ .‬ﻭﻣﻦ ﺃﻫﻢ ﻋﻨﺎﺻﺮﻩ ﻣﺎﻳﻠﻲ‪:‬‬
‫‪ -1‬ﻓﺼﻞ ﺍﻟﻮﻇﺎﺋﻒ‪:‬‬
‫ﺃﻱ ﺗﻮﺯﻳﻊ ﺍﳌﺴﺆﻭﻟﻴﺎﺕ ﻋﻠﻰ ﻋﺪﺓ ﺃﻓﺮﺍﺩ ﻭﻋﺪﻡ ﺗﺮﻛﻬﺎ ﺑﻴﺪ ﻓﺮﺩ ﻭﺍﺣﺪ‪ ،‬ﻭﺃﻥ ﻳﺘﻢ ﺗﻮﺯﻳﻊ ﻣـﺴﺆﻭﻟﻴﺎﺕ‬
‫ﺍﳌﺪﺧﻼﺕ ﻭﺍﻟﻌﻤﻠﻴﺎﺕ ﻭﺍﳌﺨﺮﺟﺎﺕ ﻋﻠﻰ ﻋﺪﺓ ﺃﻓﺮﺍﺩ ‪‬ﺪﻑ ﺗﻘﻴﻴﺪ ﺳﻴﻄﺮﺓ ﺷﺨﺺ ﻭﺍﺣﺪ ﻋﻠـﻰ ﺍﻟﻨﻈـﺎﻡ‬
‫ﻛﻜﻞ‪ ،‬ﻭﻛﻤﺜﺎﻝ ﺁﺧﺮ ﻣﻦ ﺍﳌﺴﺘﺤﺴﻦ ﺃﻥ ﻻ ﻳﻜﻮﻥ ﺍﻟﺸﺨﺺ ﺍﳌﺴﺆﻭﻝ ﻋﻦ ﺗﺸﻐﻴﻞ ﺍﻟﻨﻈـﺎﻡ ﻫـﻮ ﻧﻔـﺲ‬
‫ﺍﻟﺸﺨﺺ ﺍﳌﺴﺆﻭﻝ ﻋﻦ ﺗﻨﻔﻴﺬ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻟﱵ ﺗﺆﺩﻱ ﺇﱃ ﺗﻐﻴﲑ ﺍﻷﺻﻮﻝ ﺍﻟﱵ ﳝﺘﻠﻜﻬﺎ ﺍﻟﻨﻈﺎﻡ‪.‬‬
‫‪ -2‬ﺍﻟﺴﻴﺎﺳﺎﺕ ﻭﺍﻹﺟﺮﺍﺀﺍﺕ ﺍﳌﻜﺘﻮﺑﺔ‪:‬‬
‫ﳚﺐ ﻋﻠﻰ ﺍﻹﺩﺍﺭﺓ ﺃﻥ ﲢﺪﺩ ﺑﻮﺍﺳﻄﺔ ﻟﻮﺍﺋﺢ ﻭﺗﺸﺮﻳﻌﺎﺕ ﺭﲰﻴﺔ ﳎﻤﻮﻋﺔ ﺍﳌﻌﺎﻳﲑ ﺍﻟﻮﺍﺟﺐ ﺇﺗﺒﺎﻋﻬﺎ ﻟﺘﺤﻘﻴﻖ‬
‫ﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻰ ﺗﺸﻐﻴﻞ ﺍﻟﻨﻈﺎﻡ ﻭﻛﺬﺍ ﲢﺪﻳﺪ ﺍﳌﺴﺆﻭﻟﻴﺎﺕ‪.‬‬
‫‪-3‬ﺍﻹﺷﺮﺍﻑ‪:‬‬
‫ﻳﺘﻮﱃ ﺍﳌﺸﺮﻓﻮﻥ ﺗﻨﻔﻴﺬ ﺇﺟﺮﺍﺀﺍﺕ ﻭﻣﻌﺎﻳﲑ ﺍﻟﺮﻗﺎﺑﺔ ﻭﻣﻦ ﰒ ﻳﻘﻮﻣﻮﻥ ﺑﺎﻛﺘﺸﺎﻑ ﺍﻷﺧﻄﺎﺀ ﻭﺗﺼﺤﻴﺤﻬﺎ‪.‬‬

‫ﺍﻟﻤﻄﻠﺐ ﺍﻟﺜﺎﻟﺚ‪ :‬ﺍﻟﺮﻗﺎﺑﺔ ﺍﻟﺘﻄﺒﻴﻘﻴﺔ ﻋﻠﻰ ﺃﻧﺸﻄﺔ ﻧﻈﻢ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‬

‫ﺗﺸﲑ ﺇﱃ ﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻰ ﻛﻞ ﺗﻄﺒﻴﻘﺎﺕ ﺍﳊﺎﺳﺐ ﺑﺼﻮﺭﺓ ﻣﻨﻔﺼﻠﺔ ﻣﺜﻞ ﺍﻷﺟﻮﺭ ﻭﺣﺴﺎﺑﺎﺕ ﺍﻟﺬﻣﻢ‪،‬‬
‫ﻭﺗﺸﻤﻞ ﺳﻮﺍﺀ ﺍﻹﺟﺮﺍﺀﺍﺕ ﺍﻵﻟﻴﺔ ﺃﻭ ﺍﻟﻴﺪﻭﻳﺔ ﺍﻟﺮﺍﻣﻴﺔ ﺇﱃ ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﺃﻥ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﳌﻌﺘﻤﺪﺓ ﻭﺍﻟﺪﻗﻴﻘﺔ ﻫﻲ ﺍﻟﱵ‬
‫ﻳﺘﻢ ﺗﺸﻐﻴﻠﻬﺎ ﺑﻮﺍﺳﻄﺔ ﺍﻟﺘﻄﺒﻴﻘﺎﺕ‪ ،‬ﻭ‪‬ﺪﻑ ﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻰ ﺍﻟﺘﻄﺒﻴﻘﺎﺕ ﺇﱃ ﲢﻘﻴﻖ ﺍﻵﰐ‪:‬‬
‫ﺃ‪ /‬ﻛﻤﺎﻝ ﺍﳌﺪﺧﻼﺕ ﻭﲢﺪﻳﺜﻬﺎ‪ :‬ﻓﻴﺠﺐ ﺃﻥ ﺗﺼﻞ ﲨﻴﻊ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺇﱃ ﺍﳊﺎﺳﺐ ﻭﻳﺘﻢ ﺗﺴﺠﻴﻠﻬﺎ ﰲ ﻣﻠﻔﺎﺕ‪.‬‬
‫ﺏ‪ /‬ﺩﻗﺔ ﺍﳌﺪﺧﻼﺕ ﻭﲢﺪﻳﺜﻬﺎ‪ :‬ﳚﺐ ﺃﻥ ﺗﺴﺠﻞ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻋﻠﻰ ﺍﳌﻠﻔﺎﺕ ﺑﺼﻮﺭﺓ ﺻﺤﻴﺤﺔ ﻭﺩﻗﻴﻘﺔ‪.‬‬
‫ﺝ‪ /‬ﺍﻟﺼﺪﻕ‪ :‬ﳚﺐ ﻣﺮﺍﺟﻌﺔ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺑﺎﻟﻄﺮﻳﻘﺔ ﺍﻟﱵ ﺗﺘﻨﺎﺳﺐ ﻭﺗﺘﻮﺍﻓﻖ ﻣﻊ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻟﱵ ﺗﺴﺘﺨﺪﻡ ﻓﻴﻬﺎ‬
‫ﺍﻟﺒﻴﺎﻧﺎﺕ‪.‬‬
‫ﺩ‪ /‬ﺍﻟﺼﻴﺎﻧﺔ‪ :‬ﳚﺐ ﺃﻥ ﺗﻈﻞ ﻣﻠﻔﺎﺕ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺻﺤﻴﺤﺔ ﻭﺣﺪﻳﺜﺔ‪.‬‬
‫ﻭﺑﺼﻔﺔ ﻋﺎﻣﺔ‪ ،‬ﳝﻜﻦ ﺗﺼﻨﻴﻒ ﻣﺮﺍﺟﻌﺔ ﺍﻟﺘﻄﺒﻴﻘﺎﺕ ﺇﱃ ﺍﻷﻧﻮﺍﻉ ﺍﻟﺜﻼﺛﺔ ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬
‫ﺃﻭﻻ‪ :‬ﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻰ ﺍﳌﺪﺧﻼﺕ‬
‫ﺗﺸﲑ ﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻰ ﺍﳌﺪﺧﻼﺕ ﺇﱃ ﻣﺮﺍﺟﻌﺔ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻣﻦ ﺣﻴﺚ ﺍﻟﺪﻗﺔ ﻭﺍﻻﻛﺘﻤﺎﻝ ﻋﻨﺪ ﺇﺩﺧﺎﳍﺎ ﺇﱃ‬
‫ﺍﻟﻨﻈﺎﻡ‪ ،‬ﻭﳝﻜﻦ ﲢﻘﻴﻖ ﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻰ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻋﻦ ﻃﺮﻳﻖ‪:‬‬

‫‪113‬‬
 ‫‪ -1‬ﺍﳌﺪﺧﻼﺕ ﺍﳌﻌﺘﻤﺪﺓ‪:‬‬
‫ﳚﺐ ﺃﻥ ﺗﻜﻮﻥ ﺍﳌﺪﺧﻼﺕ ﻣﻌﺘﻤﺪﺓ‪ ،‬ﻭﻣﺴﺠﻠﺔ‪ ،‬ﻭﻣﺮﺍﻗﺒﺔ ﻛﻤﺼﺪﺭ ﻭﺛﺎﺋﻘﻲ ﻳﺘﺪﻓﻖ ﺇﱃ ﺍﳊﺎﺳﺐ؛‬
‫ﻭﻣﺜﺎﻝ ﺫﻟﻚ ﺍﺧﺘﻴﺎﺭ ﺃﺷﺨﺎﺹ ﳏﺪﺩﻳﻦ ﻹﻋﺪﺍﺩ ﺍﳌﺪﺧﻼﺕ ﺍﳋﺎﺻﺔ ﺑﻌﻤﻠﻴﺎﺕ ﺍﻟﺒﻴﻊ ﻭﺍﻟﱵ ﺳﻮﻑ ﻳﺘﻢ ﺇﺩﺧﺎﳍﺎ‬
‫ﻟﻠﻨﻈﺎﻡ‪ ،‬ﻛﻤﺎ ﳚﺐ ﺃﻥ ﺗﻮﺿﻊ ﰲ ﺷﻜﻞ ﳎﻤﻮﻋﺎﺕ ﺃﻭ ﺩﻓﻌﺎﺕ ﻣﺮﻗﻤﺔ ﻭﻣﻮﻗﻌﺔ ﻣﻦ ﺷﺨﺺ ﻣﺴﺆﻭﻝ ﻗﺒﻞ‬
‫ﺇﺩﺧﺎﳍﺎ ﰲ ﺍﳊﺎﺳﺐ‪.‬‬
‫‪ -2‬ﲢﻮﻳﻞ ﺍﻟﺒﻴﺎﻧﺎﺕ‪:‬‬
‫ﳚﺐ ﲢﻮﻳﻞ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺇﱃ ﺷﻜﻞ ﻳﺘﻼﺀﻡ ﻭﻋﻤﻠﻴﺎﺕ ﺍﳊﺎﺳﺐ ﻭﺑﺪﻭﻥ ﺃﺧﻄﺎﺀ؛ ﻭﻳﺘﺤﻘﻖ ﺫﻟﻚ ﻋﻦ‬
‫ﻃﺮﻳﻖ ﺍﻹﺩﺧﺎﻝ ﺍﳌﺒﺎﺷﺮ ﻣﻦ ﺍﳌﺼﺪﺭ ﺍﻟﺮﺋﻴﺴﻲ ﻟﻠﺒﻴﺎﻧﺎﺕ‪.‬‬
‫‪ -3‬ﺭﻗﺎﺑﺔ ﺍ‪‬ﺎﻣﻴﻊ ﻣﻦ ﺧﻼﻝ ﺍﻟﺪﻓﻌﺎﺕ‪:‬‬
‫ﻭﻫﻲ ﺗﻌﺪ ﻣﻦ ﺍﻟﻮﺳﺎﺋﻞ ﺍﻟﻔﻌﺎﻟﺔ ﻟﺘﺤﻘﻴﻖ ﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻰ ﺍﳌﺪﺧﻼﺕ‪ ،‬ﻭﻳﺘﻢ ﺇﺟﺮﺍﺀﻫﺎ ﻗﺒﻞ ﺗﺼﻨﻴﻒ‬
‫ﺍﻟﻌﻤﻠﻴﺎﺕ ﰲ ﺷﻜﻞ ﺩﻓﻌﺎﺕ؛ ﻭﺑﻌﺾ ﺍﻟﺘﻄﺒﻴﻘﺎﺕ ﺗﺘﻀﻤﻦ ﻧﻈﺎﻡ ﻣﺮﺍﺟﻌﺔ ﺍﻟﺪﻓﻌﺎﺕ ﻣﻨﻔﺼﻼ ﻋﻦ ﻣﺪﺧﻼﺕ‬
‫ﺍﻟﻌﻨﺎﺻﺮ ﻭﻳﺘﻢ ﻣﻘﺎﺭﻧﺔ ﳎﻤﻮﻉ ﺍﻟﺪﻓﻌﺎﺕ ﺍﻟﱵ ﺃﺩﺧﻠﺖ ﺑﺎ‪‬ﻤﻮﻋﺎﺕ ﺍﳌﺴﺠﻠﺔ ﰲ ﻧﻈﺎﻡ ﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻰ ﺍﻟﺪﻓﻌﺎﺕ‪.‬‬
‫‪ -4‬ﺍﻟﺘﺤﺮﻳﺮ ﻭﺍﻹﻋﺪﺍﺩ‪:‬‬
‫ﻫﻨﺎﻙ ﻋﺪﺓ ﻭﺳﺎﺋﻞ ﳝﻜﻦ ﺍﺳﺘﺨﺪﺍﻣﻬﺎ ﻟﺘﺤﺮﻳﺮ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻻﻛﺘﺸﺎﻑ ﺍﻷﺧﻄﺎﺀ ﻓﻴﻬﺎ ﻗﺒﻞ ﺗﺸﻐﻴﻠﻬﺎ‪،‬‬
‫ﻭﺫﻟﻚ ﻣﻦ ﺧﻼﻝ ﻭﺟﻮﺩ ﳎﻤﻮﻋﺔ ﻣﻌﺎﻳﲑ ﺇﺫﺍ ﱂ ﺗﻘﺎﺑﻠﻬﺎ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻳﺘﻢ ﺭﻓﺾ ﺗﻠﻚ ﺍﻟﺒﻴﺎﻧﺎﺕ‬
‫ﺛﺎﻧﻴﺎ‪ :‬ﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻰ ﺍﻟﺘﺸﻐﻴﻞ‬
‫ﺗﺸﲑ ﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻰ ﺍﻟﺘﺸﻐﻴﻞ ﺇﱃ ﺍﻟﺘﺜﺒﺖ ﻣﻦ ﺩﻗﺔ ﻭﺍﻛﺘﻤﺎﻝ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺃﺛﻨﺎﺀ ﻋﻤﻠﻴﺔ ﲢﺪﻳﺜﻬﺎ‪ ،‬ﻭﺗﺘﻀﻤﻦ‬
‫ﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻰ ﺍﻟﺘﺸﻐﻴﻞ ﺍﻷﻧﻮﺍﻉ ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬
‫‪-1‬ﺭﻗﺎﺑﺔ ﺍ‪‬ﺎﻣﻴﻊ‪:‬‬
‫ﳝﻜﻦ ﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻰ ﲢﺪﻳﺚ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻋﻦ ﻃﺮﻳﻖ ﺗﻮﻟﻴﺪ ﳎﺎﻣﻴﻊ ﻟﻠﺮﻗﺎﺑﺔ ﻭﺫﻟﻚ ﺃﺛﻨﺎﺀ ﺍﻟﺘﺸﻐﻴﻞ‪ ،‬ﺗﻠﻚ‬
‫ﺍ‪‬ﺎﻣﻴﻊ ﻳﺘﻢ ﻣﻄﺎﺑﻘﺘﻬﺎ ﲟﺠﺎﻣﻴﻊ ﺍﻟﻌﻨﺎﺻﺮ ﺍﻟﱵ ﰎ ﲢﺪﻳﺜﻬﺎ ﺑﺎﳌﻠﻒ‪ ،‬ﻭﺗﺘﻢ ﺍﳌﻄﺎﺑﻘﺔ ﺳﻮﺍﺀ ﻳﺪﻭﻳﺎ ﺃﻭ ﺁﻟﻴﺎ‪.‬‬
‫‪-2‬ﻣﻀﺎﻫﺎﺓ ﺍﳊﺎﺳﺐ‪:‬‬
‫ﲢﺪﺙ ﺍﳌﻀﺎﻫﺎﺓ ﺃﺛﻨﺎﺀ ﺇﺩﺧﺎﻝ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﰲ ﺑﻌﺾ ﺍﳊﺎﻻﺕ ﺃﺛﻨﺎﺀ ﲢﺪﻳﺚ ﺍﻟﺒﻴﺎﻧﺎﺕ‪ ،‬ﻭﺗﺘﻢ ﻣﻀﺎﻫﺎﺓ‬
‫ﺍﻟﺒﻴﺎﻧﺎﺕ ﻣﻊ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﶈﺘﻔﻆ ‪‬ﺎ ﰲ ﺍﳌﻠﻒ ﺍﻟﺮﺋﻴﺴﻲ‪.‬‬
‫‪-3‬ﻓﺤﺺ ﳏﺮﺭ ﺍﻟﱪﳎﺔ‪:‬‬
‫ﳛﺪﺙ ﺍﻟﻔﺤﺺ ﻋﻨﺪ ﺇﺩﺧﺎﻝ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﻗﺪ ﺗﺘﻄﻠﺐ ﺑﻌﺾ ﺍﻟﺘﻄﺒﻴﻘﺎﺕ ﺇﺟﺮﺍﺀﺍﺕ ﺍﻟﻔﺤﺺ ﺃﺛﻨﺎﺀ‬
‫ﲢﺪﻳﺚ ﺍﻟﺒﻴﺎﻧﺎﺕ‪.‬‬

‫‪114‬‬
 ‫ﺛﺎﻟﺜﺎ‪:‬ﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻰ ﺍﳌﺨﺮﺟﺎﺕ‬
‫ﺗﺸﲑ ﺭﻗﺎﺑﺔ ﺍﳌﺨﺮﺟﺎﺕ ﺇﱃ ﻋﻤﻠﻴﺔ ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﺃﻥ ﻧﺘﺎﺋﺞ ﺍﻟﺘﺸﻐﻴﻞ ﺩﻗﻴﻘﺔ ﻭﻛﺎﻣﻠﺔ‪ .‬ﻭﺗﺘﻀﻤﻦ ﺍﻟﺮﻗﺎﺑﺔ‬
‫ﻋﻠﻰ ﺍﳌﺨﺮﺟﺎﺕ ﻣﺎ ﻳﺄﰐ‪:‬‬
‫‪ -1‬ﺗﻮﺍﺯﻥ ﳎﻤﻮﻉ ﺍﳌﺨﺮﺟﺎﺕ ﻣﻊ ﳎﻤﻮﻉ ﺍﳌﺪﺧﻼﺕ ﻭﳎﻤﻮﻉ ﺍﻟﻌﻤﻠﻴﺎﺕ‪.‬‬
‫‪ -2‬ﻣﺮﺍﺟﻌﺔ ﺗﻨﻔﻴﺬ ﺧﻄﻮﺍﺕ ﺍﻟﺘﺸﻐﻴﻞ ﻟﺘﺤﺪﻳﺪ ﻣﺎ ﺇﺫﺍ ﻛﺎﻧﺖ ﺍﻟﻮﻇﺎﺋﻒ ﻧﻔﺬﺕ ﺑﻄﺮﻳﻘﺔ ﺻﺤﻴﺤﺔ‪.‬‬
‫‪ -3‬ﻣﺮﺍﺟﻌﺔ ﺗﻘﺎﺭﻳﺮ ﺍﳌﺨﺮﺟﺎﺕ ﻟﻠﺘﺄﻛﺪ ﻣﻦ ﺃﻥ ﺍ‪‬ﺎﻣﻴﻊ‪ ،‬ﻭﺍﻟﺘﺸﻜﻴﻞ‪ ،‬ﻭﺍﻟﺘﻔﺎﺻﻴﻞ ﺻﺤﻴﺤﺔ ﻭﻣﺘﻄﺎﺑﻘﺔ ﻣﻊ‬
‫ﺍﳌﺪﺧﻼﺕ‪.‬‬
‫‪ -4‬ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﺃﻥ ﺍﻷﺷﺨﺎﺹ ﺍﳌﻌﺘﻤﺪﻭﻥ ﻫﻢ ﺍﻟﺬﻳﻦ ﺗﺴﻠﻤﻮﺍ ﺍﻟﺘﻘﺎﺭﻳﺮ ﻭﻏﲑﻫﺎ ﻣﻦ ﺍﳌﺨﺮﺟﺎﺕ‪.‬‬

‫ﺍﻟﻤﻄﻠﺐ ﺍﻟﺮﺍﺑﻊ‪ :‬ﺃﻣﻦ ﻭﺳﺮﻳﺔ ﻧﻈﻢ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‬

‫ﺗﻌﺘﱪ ﺇﺟﺮﺍﺀﺍﺕ ﺃﻣﻦ ﻭﺳﺮﻳﺔ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻣﻦ ﺍﳌﺴﺎﺋﻞ ﺍﳌﻬﻤﺔ ﺫﺍﺕ ﺍﻟﻌﻼﻗﺔ ﺑﺎﻟﺮﻗﺎﺑﺔ ﻋﻠﻰ ﻧﻈﻢ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﺣﻴﺚ ﻳ‪‬ﻘﺼﺪ ﺑﺄﻣﻦ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻛﻞ ﺍﻟﺴﻴﺎﺳﺎﺕ ﻭﺍﻹﺟﺮﺍﺀﺍﺕ ﻭﺍﻷﺩﻭﺍﺕ ﺍﻟﺘﻘﻨﻴﺔ ﺍﻟﱵ‬
‫ﺗﺴﺘﺨﺪﻡ ﳊﻤﺎﻳﺔ ﺍﻟﻨﻈﺎﻡ ﻣﻦ ﻛﻞ ﺃﺷﻜﺎﻝ ﺍﻻﺳﺘﺨﺪﺍﻡ ﻏﲑ ﺍﻟﺸﺮﻋﻲ ﻟﻠﻤﻮﺍﺭﺩ ﻣﺜﻞ ﺍﻟﺴﺮﻗﺔ‪ ،‬ﺍﻟﺘﻐﻴﲑ ﻭﺍﻟﺘﻌﺪﻳﻞ‪،‬‬
‫ﺇﳊﺎﻕ ﺍﻟﻀﺮﺭ ﺑﺎﳌﻌﻠﻮﻣﺎﺕ ﺃﻭ ﻗﻮﺍﻋﺪ ﺍﻟﺒﻴﺎﻧﺎﺕ‪ ،‬ﺃﻭ ﺇﳊﺎﻕ ﺍﻟﻀﺮﺭ ﺍﳌﺎﺩﻱ ﺍﳌﻌﺘﻤﺪ ﺑﺎﻷﺟﻬﺰﺓ‪ ،‬ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ‬
‫ﻭﺟﻮﺩ ‪‬ﺪﻳﺪﺍﺕ ﺃﺧﺮﻯ ﻣﺜﻞ ﺍﻷﺧﻄﺎﺀ ﺍﻹﻧﺴﺎﻧﻴﺔ ﻭﺍﳊﻮﺍﺩﺙ ﺍﻟﻄﺒﻴﻌﻴﺔ‪ ،‬ﺃﻭ ﺍﻟﻜﻮﺍﺭﺙ‪.‬‬
‫ﻭﻳﻄﻠﻖ ﻋﻠﻰ ﻣﻌﻈﻢ ﺃﺷﻜﺎﻝ ﺍﻧﺘﻬﺎﻙ ﺣﺮﻣﺔ ﻭﺃﻣﻦ ﺃﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻣﺼﻄﻠﺢ ﺟﺮﺍﺋﻢ ﺍﻟﻜﻮﻣﺒﻴـﻮﺗﺮ‬
‫)‪ ،( Computer Crimes‬ﻭﰲ ﻫﺬﺍ ﺍ‪‬ﺎﻝ ﺗﺸﲑ ﺍﻟﺪﺭﺍﺳﺎﺕ ﺍﻟﱵ ﺃﺟﺮ‪‬ﺎ ﺩﺍﺋﺮﺓ ﺍﶈﺎﺳـﺒﺔ ﺍﻟﻌﺎﻣـﺔ ﰲ‬
‫ﺷﺮﻛﺔ) ‪ (Orkand‬ﻟﻼﺳﺘﺸﺎﺭﺍﺕ ﺇﱃ ﺃﻥ ﺍﳋﺴﺎﺋﺮ ﺍﻟﻨﺎﲡﺔ ﻋﻦ ﺟﺮﺍﺋﻢ ﺍﻟﻜﻮﻣﺒﻴﻮﺗﺮ ﺗﻘـﺪﺭ ﲝـﺪﻭﺩ ‪1.5‬‬
‫ﺑﻠﻴﻮﻥ ﺩﻭﻻﺭ ﻟﺸﺮﻛﺎﺕ ﺍﳌﺼﺎﺭﻑ ﺍﶈﻮﺳﺒﺔ ﰲ ﺍﻟﻮﻻﻳﺎﺕ ﺍﳌﺘﺤﺪﺓ ﺍﻷﻣﺮﻳﻜﻴﺔ‪ ،‬ﻭﻣﻦ ﻧﺎﺣﻴﺔ ﺃﺧﺮﻯ؛ ﻳﻘـﺪﺭ‬
‫ﺍﳌﺮﻛﺰ ﺍﻟﻮﻃﲏ ﻟﺒﻴﺎﻧﺎﺕ ﺟﺮﺍﺋﻢ ﺍﻟﻜﻮﻣﺒﻴﻮﺗﺮ ﰲ)‪( Los Angeles‬ﺑﺄﻥ ‪ % 70‬ﻣﻦ ﺟﺮﺍﺋﻢ ﺍﻟﻜﻮﻣﺒﻴـﻮﺗﺮ‬
‫ﺍﳌﺴﺠﻠﺔ ﺣﺪﺛﺖ ﻣﻦ ﺍﻟﺪﺍﺧﻞ‪ ،‬ﺃﻱ ﻣﻦ ﻗﺒﻞ ﺃﻓﺮﺍﺩ ﻳﻌﻤﻠﻮﻥ ﰲ ﺩﺍﺧﻞ ﺍﳌﻨﻈﻤﺎﺕ‪.1‬‬
‫ﻫﺬﺍ ﻭﺗﺰﺩﺍﺩ ﺟﺮﺍﺋﻢ ﺍﻟﻜﻮﻣﺒﻴﻮﺗﺮ ﺑﺼﻔﺔ ﻣﺴﺘﻤﺮﺓ ﰲ ﳎﺎﻝ ﺍﻷﻋﻤﺎﻝ ﳑﺎ ﻳﺸﻜﻞ ﲢﺪﻳﺎ ﺧﻄﲑﺍ ﻳﻮﺍﺟﻪ‬
‫ﺍﻹﺩﺍﺭﺍﺕ ﺍﻟﻌﻠﻴﺎ ﻋﻤﻮﻣﺎ‪ ،‬ﻭﺇﺩﺍﺭﺓ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻋﻠﻰ ﻭﺟﻪ ﺍﳋﺼﻮﺹ‪ .‬ﻭﻳﻮﺿﺢ ﺍﻟﺸﻜﻞ ﺭﻗﻢ)‪(29‬‬
‫ﺍﻷﻧﻮﺍﻉ ﺍﻟﺮﺋﻴﺴﻴﺔ ﳉﺮﺍﺋﻢ ﺍﻟﻜﻮﻣﺒﻴﻮﺗﺮ‪:‬‬

‫‪ 1‬ﺳﻌﺪ ﻏﺎﻟﺐ ﻳﺎﺳﲔ‪ ،‬ﺍﳌﺮﺟﻊ ﺍﻟﺴﺎﺑﻖ‪ ،‬ﺹ‪.349‬‬

‫‪115‬‬
 ‫ﺍﻟﺸﻜﻞ)‪ :(29‬ﺍﻷﻧﻮﺍﻉ ﺍﻟﺮﺋﻴﺴﻴﺔ ﳉﺮﺍﺋﻢ ﺍﻟﻜﻤﺒﻴﻮﺗﺮ‬

‫‪45%‬‬
‫‪45%‬‬
‫‪40%‬‬
‫ﺃﺨﻁﺎﺀ ﺇﻨﺴﺎﻨﻴﺔ‬
‫‪35%‬‬
‫ﺴﺭﻗﺔ ﺍﻝﺒﺭﺍﻤﺞ‬
‫‪30%‬‬
‫ﺘﻐﻴﻴﺭ ﺍﻝﺒﻴﺎﻨﺎﺕ‬
‫‪25%‬‬
‫ﺴﺭﻗﺔ ﺍﻝﻤﻌﻠﻭﻤﺎﺕ‬
‫‪20%‬‬ ‫‪15%‬‬ ‫‪16%‬‬
‫ﺇﻀﺭﺍﺭ ﺒﺎﻝﺒﺭﺍﻤﺠﻴﺎﺕ‬
‫‪12%‬‬
‫‪15%‬‬ ‫‪10%‬‬ ‫ﺴﺭﻗﺔ ﺍﻷﻤﻭﺍل‬
‫‪10%‬‬
‫‪2%‬‬
‫‪5%‬‬
‫‪0%‬‬

‫) ﺍﳌﺼﺪﺭ ‪ :‬ﺳﻌﺪ ﻏﺎﻟﺐ ﻳﺎﺳﲔ‪ ،‬ﺍﳌﺮﺟﻊ ﺍﻟﺴﺎﺑﻖ‪ ،‬ﺹ‪(350‬‬

‫ﺍﻟﻤﻄﻠﺐ ﺍﻟﺨﺎﻣﺲ‪ :‬ﻋﻮﺍﻣﻞ ﻧﺠﺎﺡ ﻭﻓﺸﻞ ﻧﻈﺎﻡ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‬

‫ﺇﺫﺍ ﻛﺎﻧﺖ ﺃﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ‪-‬ﻭﻛﻤﺎ ﰎ ﺫﻛﺮﻩ ﺳﺎﺑﻘﺎ‪ -‬ﻫﻲ ﳎﻤﻮﻋﺔ ﺍﳌـﻮﺍﺭﺩ )ﻣﺎﺩﻳـﺔ‪،‬‬
‫ﺑﺮﳎﻴﺎﺕ‪ ،‬ﺃﻓﺮﺍﺩ‪ ،‬ﺑﻴﺎﻧﺎﺕ‪ ،‬ﺇﺟﺮﺍﺀﺍﺕ‪ (...‬ﺍﳌﻨﻈﻤﺔ‪ ،‬ﻭﺍﻟﱵ ﺗﺴﻤﺢ ﲜﻤﻊ ﻭﲣﺰﻳﻦ ﻭﻣﻌﺎﳉﺔ ﻭﺇﺭﺳﺎﻝ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﻋﻠﻰ ﻫﻴﺌﺔ ﻣﻌﻴﻨﺔ )ﻭﺛﻴﻘﺔ‪ ،‬ﺻﻮﺭﺓ‪ ،‬ﺻﻮﺕ‪ (...‬ﺩﺍﺧﻞ ﺍﳌﻨﻈﻤﺎﺕ ﺑﻄﺮﻳﻘﺔ ﲣﺪﻡ ﻏﺎﻳﺎﺕ ﺍﳌﻨﻈﻤﺔ ﻭﺃﻫﺪﺍﻓﻬﺎ‪،1‬‬
‫ﺇﻻ ﺃﻥ ﻫﺬﻩ ﺍﻷﻧﻈﻤﺔ ﻗﺪ ﻻ ﺗﻨﺠﺢ ﰲ ﺍﻟﻮﺻﻮﻝ ﺇﱃ ﺍﻷﻫﺪﺍﻑ ﺍﻟﱵ ﻭﺿﻌﺖ ﺃﺻﻼ ﻟﻠﻮﺻﻮﻝ ﺇﻟﻴﻬﺎ‪ ،‬ﻭ‪‬ﻳﻘﺼﺪ‬
‫ﺑﻔﺸﻞ ﺍﻟﻨﻈﺎﻡ ﻟﻴﺲ ﻓﻘﻂ ﺗﻮﻗﻔﻪ ﻭﺇﳕﺎ ﻋﺪﻡ ﺍﺳﺘﺨﺪﺍﻣﻪ ﺑﻄﺮﻳﻘﺔ ﻓﻌﺎﻟﺔ‪ .‬ﻭﺩﺭﺍﺳﺔ ﻫﺬﺍ ﺍﳌﻮﺿﻮﻉ ﺗﺘﻄﻠﺐ ﺍﻟﺒﺪﺀ‬
‫ﺑﺎﳊﺪﻳﺚ ﻋﻦ ﻣﺼﺎﺩﺭ ﺍﳌﺸﺎﻛﻞ ﺍﻟﱵ ﺗﻌﺘﺮﺽ ﺃﻧﻮﺍﻉ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﻭﻣﻦ ﰒ ﺍﻟﺘﻄﺮﻕ ﺇﱃ ﺃﺳﺒﺎﺏ ﳒﺎﺡ ﻭﻓﺸﻞ‬
‫ﺃﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﰒ ﻣﺸﺎﻛﻞ ﺗﻄﻮﻳﺮ ﻫﺬﻩ ﺍﻷﻧﻈﻤﺔ‪ ،‬ﻭﺍﻧﺘﻬﺎﺀﺍ ﺑﺎﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍﳌﻤﻜﻦ ﺇﺗﺒﺎﻋﻬﺎ ﻹﳒـﺎﺡ‬
‫ﺃﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﺍﳌﺆﺳﺴﺔ‪ ،‬ﻭﺫﻟﻚ ﺣﺴﺐ ﺍﻟﺘﻔﺼﻴﻼﺕ ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬
‫ﺃﻭﻻ‪ :‬ﻣﺸﺎﻛﻞ ﺃﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﺗﻮﺍﺟﻪ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﳎﻤﻮﻋﺔ ﻣﺸﺎﻛﻞ ﺭﺍﺟﻌﺔ ﻟﻌﺪﺓ ﺃﺳﺒﺎﺏ‪ ،‬ﻫﺬﻩ ﺑﻌﻀﻬﺎ‪:‬‬
‫‪-1‬ﺍﻟﺘﺼﻤﻴﻢ‪:‬‬
‫ﻳﻔﺸﻞ ﺍﻟﺘﺼﻤﻴﻢ ﺍﻟﻔﻌﻠﻲ ﻟﻠﻨﻈﺎﻡ ﰲ ﲢﻘﻴﻖ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﺍﻷﺳﺎﺳﻴﺔ ﻟﻠﻤﻨﻈﻤﺎﺕ‪ ،‬ﻓﻘﺪ ﻻ ﻳﻘﺪﻡ ﺍﻟﻨﻈﺎﻡ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﺴﺮﻋﺔ ﻛﺎﻓﻴﺔ ﲤﻜﻦ ﻣﻦ ﺍﺳﺘﺨﺪﺍﻣﻬﺎ ﺃﻭ ﻗﺪ ﻳﻘﺪﻣﻬﺎ ﰲ ﺷﻜﻞ ﻳﺼﻌﺐ ﻣﻌﻪ ﺍﺳﺘﺨﺪﺍﻣﻬﺎ ﺃﻭ ﻗـﺪ‬
‫ﻳﻘﺪﻡ ﺑﻴﺎﻧﺎﺕ ﺧﺎﻃﺌﺔ ﻏﲑ ﻣﻄﻠﻮﺑﺔ‪.‬‬

‫‪1‬‬
‫‪Robert Reix, Dictionnaire des Systèmes d'Information, Edition VUIBERT, Paris, 1999,‬‬
‫‪P 113.‬‬
‫‪116‬‬
‫ﻭﻗﺪ ﻳﻜﻮﻥ ﺍﻟﻨﻈﺎﻡ ﻣﻌﻘﺪ ﺑﺪﺭﺟﺔ ﻻ ﺗﺴﻤﺢ ﻟﻠﻤﺴﺘﺨﺪﻡ ﻏﲑ ﺍﻟﻔﲏ ﺑﺎﻟﺘﻔﺎﻋﻞ ﻣﻌﻪ ﻭﺍﺳـﺘﺨﺪﺍﻣﻪ‪ ،‬ﺃﻭ‬
‫ﻗﺪ ﻻ ﻳﺸﺠﻊ ﻋﻠﻰ ﺍﺳﺘﺨﺪﺍﻣﻪ ﻛﺄﻥ ﻳﻜﻮﻥ ﺗﺼﻤﻴﻢ ﺍﻟﺸﺎﺷﺎﺕ ﻏﲑ ﻣﻨﺎﺳﺐ ﻟﻠﻤﺴﺘﺨﺪﻡ ﺑﻄﺮﻳﻘﺔ ﺗﺴﻤﺢ ﻟﻪ‬
‫ﺑﺎﻟﺘﺤﺮﻙ ﺧﻼﻝ ﺍﻟﺸﺎﺷﺔ ﳑﺎ ﻳﺆﺩﻱ ﺇﱃ ﺗﻮﻗﻒ ﺍﳌﺴﺘﺨﺪﻡ ﻋﻦ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﻨﻈﺎﻡ‪.‬‬
‫ﻛﻤﺎ ﻳﻔﺸﻞ ﺍﻟﺘﺼﻤﻴﻢ ﺇﺫﺍ ﻛﺎﻥ ﻏﲑ ﻣﺘﻮﺍﻓﻖ ﻣﻊ ﺍﻟﻘﻴﻢ ﻭﺍﻟﺜﻘﺎﻓﺔ ﻭﺍﻷﻫﺪﺍﻑ ﺍﻟﺘﻨﻈﻴﻤﻴـﺔ‪ ،‬ﻭﻛﻨﺘﻴﺠـﺔ‬
‫ﻟﻌﺪﻡ ﺍﺳﺘﻘﻼﻟﻴﺔ ﻣﻜﻮﻧﺎﺕ ﺍﻟﺘﻨﻈﻴﻢ ﻭﺍﺭﺗﺒﺎﻃﻬﺎ ﻭﺗﻔﺎﻋﻠﻬﺎ ﻣﻊ ﺑﻌﻀﻬﺎ ﻓﺈﻥ ﺗﺼﻤﻴﻢ ﻧﻈﺎﻡ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﻳـﺆﺩﻱ‬
‫ﺑﺎﻟﻀﺮﻭﺭﺓ ﺇﱃ ﺇﻋﺎﺩﺓ ﺗﺼﻤﻴﻢ ﺍﻟﺘﻨﻈﻴﻢ‪ ،‬ﻭﺑﺎﻟﺘﺎﱄ ﻋﺪﻡ ﺍﺗﻔﺎﻕ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻣﻊ ﻣﻜﻮﻧﺎﺕ ﺍﻟﺘﻨﻈﻴﻢ ﻳـﺆﺩﻱ‬
‫ﺇﱃ ﻇﻬﻮﺭ ﺍﲡﺎﻫﺎﺕ ﻟﺮﻓﺾ ﺍﻟﻨﻈﺎﻡ ﻭﻋﺪﻡ ﺍﻻﺳﺘﻘﺮﺍﺭ‪.‬‬
‫‪-2‬ﺍﻟﺒﻴﺎﻧﺎﺕ ‪:‬‬
‫ﺇﺫﺍ ﻛﺎﻧﺖ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﻟﱵ ﻳﺘﻢ ﺍﻻﻋﺘﻤﺎﺩ ﻋﻠﻴﻬﺎ ﰲ ﺇﻧﺘﺎﺝ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻏﲑ ﺩﻗﻴﻘﺔ ﻭﻏﲑ ﻣﺘﺴﻘﺔ ﻓﺈﻥ ﻫﺬﺍ‬
‫ﻳﺆﺩﻱ ﺇﱃ ﻏﻤﻮﺽ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﻨﺎﲡﺔ ﻋﻦ ﺍﻟﻨﻈﺎﻡ ﺃﻭ ﻏﲑ ﻣﻼﺋﻤﺘﻬﺎ ﻷﻫﺪﺍﻑ ﻭﺃﻏﺮﺍﺽ ﺍﳌﻨﻈﻤـﺔ‪ ،‬ﻭﻋﻠﻴـﻪ‬
‫ﻭﺟﺐ ﺩﺍﺋﻤﺎ ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﺃﻥ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ ﲡﻤﻌﻬﺎ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺃﻭ ﺗﻨﺘﺠﻬﺎ ﻻ ﺯﺍﻟﺖ ﺗﺘﻮﺍﺀﻡ ﻭﺗﻮﺍﻓـﻖ‬
‫ﺍﺣﺘﻴﺎﺟﺎﺕ ﺍﳌﻨﻈﻤﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ‪ ،1‬ﻭﻛﺬﺍ ﺗﺴﺎﻋﺪ ﻋﻠﻰ ﺍﻟﺘﺄﻗﻠﻢ ﻣﻊ ﻣﺘﻐﲑﺍﺕ ﺍﻟﺒﻴﺌﺔ ﺍﳋﺎﺭﺟﻴﺔ؛ ﻷﻥ ﻟﻜﻞ ﺑﻴﺌـﺔ‬
‫ﺃﻋﻤﺎﻝ ﺧﺼﺎﺋﺺ ﻣﻌﻴﻨﺔ ﺗﺴﺘﻠﺰﻡ ﻃﺮﻕ ﻣﻌﻴﻨﺔ ﰲ ﺍﻟﺘﺼﺮﻑ‪.2‬‬
‫‪-3‬ﺍﻟﺘﻜﺎﻟﻴﻒ‪:‬‬
‫ﻗﺪ ﻳﻌﻤﻞ ﺍﻟﻨﻈﺎﻡ ﺑﺼﻮﺭﺓ ﻓﻌﺎﻟﺔ‪ ،‬ﺇﻻ ﺃﻥ ﺗﻜﻠﻔﺔ ﺗﻨﻔﻴﺬﻩ ﻭﺗﺸﻐﻴﻠﻪ ﻗﺪ ﺗﻜﻮﻥ ﻣﻜﻠﻔﺔ ﺑﺪﺭﺟﺔ ﺃﻛﱪ ﳑـﺎ‬
‫ﻛﺎﻥ ﻣﺘﻮﻗﻌﺎ ﰲ ﺍﳌﻮﺍﺯﻧﺔ ﺍﳌﺨﺼﺼﺔ ﻟﻪ ﻭﲝﻴﺚ ﺃﻥ ﺍﳌﻨﺎﻓﻊ ﺍﳌﺘﺤﺼﻞ ﻋﻠﻴﻬﺎ ﻣﻦ ﺍﻟﻨﻈﺎﻡ ﺗﻌﺎﺩﻝ ﺗﻠﻚ ﺍﻟﺘﻜﻠﻔـﺔ‪،‬‬
‫ﻭﻟﺬﻟﻚ ﻭﺟﺐ ﻋﻠﻰ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﻘﻴﺎﻡ ﺑﺪﺭﺍﺳﺎﺕ ﻣﻌﻤﻘﺔ ﻗﺒﻞ ﺍﻻﺳﺘﺜﻤﺎﺭ ﰲ ﻣﺸﺎﺭﻳﻊ ﺿﺨﻤﺔ ﺍﻟﺘﻜـﺎﻟﻴﻒ‪،‬‬
‫ﻭﰲ ﻫﺬﺍ ﺍ‪‬ﺎﻝ ﺗﻄﻮﺭﺕ ﻛﺜﲑﺍ ﺃﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﶈﺎﺳﺒﻴﺔ ﺍﻟﱵ ‪‬ﺘﻢ ﲜﻤﻴﻊ ﺃﻧﻮﺍﻉ ﺍﻟﺘﻜﺎﻟﻴﻒ ﰲ ﺍﳌﺆﺳـﺴﺔ‪،‬‬
‫ﻭﻋﻤﻠﻴﺎﺕ ﺗﻘﻴﻴﺪﻫﺎ ﻭﻣﺮﺍﺟﻌﺘﻬﺎ ﻭﺗﺼﺤﻴﺢ ﺍﻷﺧﻄﺎﺀ ﺍﳌﻜﺘﺸﻔﺔ‪ ،‬ﺑﺎﻻﺳﺘﻌﺎﻧﺔ ﺑﺄﺳﺎﻟﻴﺐ ﺍﳌﺮﺍﺟﻌﺔ ﺍﻟﺪﺍﺧﻠﻴـﺔ ﺃﻭ‬
‫ﺍﳋﺎﺭﺟﻴﺔ ﳊﺴﺎﺑﺎﺕ ﺍﳌﻨﻈﻤﺔ‪.3‬‬
‫‪-4‬ﺍﻟﺘﺸﻐﻴﻞ‪:‬‬
‫ﻭﰲ ﻫﺬﻩ ﺍﳊﺎﻟﺔ ﻗﺪ ﻻ ﻳﻌﻤﻞ ﺍﻟﻨﻈﺎﻡ ﺑﺼﻮﺭﺓ ﺟﻴﺪﺓ ﻛﺄﻥ ﺗﺼﻞ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻣﺘﺄﺧﺮﺓ ﻛﻨﺘﻴﺠﺔ ﻟﺘﻌﻄﻞ‬
‫ﺍﻟﻨﻈﺎﻡ ﺃﻭ ﻟﻔﻘﺪﺍﻥ ﺑﻌﺾ ﺍﻟﺒﻴﺎﻧﺎﺕ‪.‬‬

‫‪1‬‬
‫‪Coopers & Lybrand, La Nouvelle Pratique du Contrôle Interne, Editions d'Organisation,‬‬
‫‪Cinquiéme tirage, 2000, P85.‬‬
‫‪2‬‬
‫‪Renaud De Maricourt, Les Samouraïs du Management, Edition VUIBERT, 1993, Paris,‬‬
‫‪p 283.‬‬
‫‪3‬‬
‫‪Alberto Sillero, Audit & Révision Légale : Guide Pratique, Edition ESKA, 2000, p 28.‬‬
‫‪117‬‬
‫ﻛﻤﺎ ﺃﻥ ﻋﻤﻠﻴﺔ ﻗﻴﺎﺱ ﳒﺎﺡ ﺍﻟﻨﻈﺎﻡ ﻟﻴﺴﺖ ﺑﺎﻷﻣﺮ ﺍﻟﺴﻬﻞ؛ ﺣﻴﺚ ﻣﻦ ﺍﻟﺼﻌﺐ ﺍﻻﺗﻔﺎﻕ ﻋﻠﻰ ﻗﻴﻤـﺔ‬
‫ﻭﻓﻌﺎﻟﻴﺔ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﻭﺫﻟﻚ ﻧﺘﻴﺠﺔ ﻻﺧﺘﻼﻑ ﺍﻷﺷﺨﺎﺹ ﺍﻟﺬﻳﻦ ﻳﺘﻌﺎﻣﻠﻮﻥ ﻣﻊ ﺍﻟﻨﻈﺎﻡ ﻭﺍﺧﺘﻼﻑ ﻃﺒﻴﻌﺔ‬
‫ﺍﻷﻧﺸﻄﺔ ﺍﻟﱵ ﳝﺎﺭﺳﻮ‪‬ﺎ ﺇﻻ ﺃﻥ ﺍﻟﺒﺤﻮﺙ ﰲ ﳎﺎﻝ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻗﺪﻣﺖ ﺍﳌﻌﺎﻳﲑ ﺍﻟﺘﺎﻟﻴﺔ ﻟﻘﻴـﺎﺱ ﳒـﺎﺡ‬
‫ﺍﻟﻨﻈﺎﻡ‪:‬‬
‫‪-1‬ﺍﺭﺗﻔﺎﻉ ﻣﺴﺘﻮﻯ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﻨﻈﺎﻡ‪.‬‬
‫‪-2‬ﺩﺭﺟﺔ ﺭﺿﺎ ﺍﳌﺴﺘﺨﺪﻡ‪.‬‬
‫‪-3‬ﺍﻻﲡﺎﻫﺎﺕ ﺍﻹﳚﺎﺑﻴﺔ ﲡﺎﻩ ﺍﻟﻨﻈﺎﻡ ﻭﺍﻟﻌﺎﻣﻠﲔ ﰲ ﺇﺩﺍﺭﺓ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ‪.‬‬
‫‪-4‬ﺍﳌﺴﺎﳘﺔ ﰲ ﲢﻘﻴﻖ ﺍﻷﻫﺪﺍﻑ ﻣﺜﻞ ﺟﻮﺩﺓ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﱵ ﺍﻋﺘﻤﺪﺕ ﻋﻠﻰ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﻨﻈﺎﻡ‪.‬‬
‫‪-5‬ﺍﳌﻨﺎﻓﻊ ﺍﳌﺎﻟﻴﺔ ﻣﺜﻞ ﲣﻔﻴﺾ ﺍﻟﺘﻜﺎﻟﻴﻒ ﺃﻭ ﺯﻳﺎﺩﺓ ﺍﻹﻳﺮﺍﺩﺍﺕ‪.‬‬

‫ﺛﺎﻧﻴﺎ‪ :‬ﺃﺳﺒﺎﺏ ﳒﺎﺡ ﺃﻭﻓﺸﻞ ﺍﻟﻨﻈﺎﻡ‬

‫ﻫﻨﺎﻙ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﻌﻮﺍﻣﻞ ﺍﻟﱵ ﲤﺜﻞ ﻣﺴﺒﺒﺎﺕ ﳒﺎﺡ ﺃﻭ ﻓﺸﻞ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﻫﻲ‪:‬‬
‫‪-1‬ﺍﺷﺘﺮﺍﻙ ﺍﳌﺴﺘﺨﺪﻡ ﺍﻟﻨﻬﺎﺋﻲ‪:‬‬
‫ﺇﻥ ﺍﺷﺘﺮﺍﻙ ﺍﳌﺴﺘﺨﺪﻡ ﺍﻟﻨﻬﺎﺋﻲ ﰲ ﺗﺼﻤﻴﻢ ﻭﺗﺸﻐﻴﻞ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻟﻪ ﻋﺪﺓ ﺁﺛﺎﺭ ﺇﳚﺎﺑﻴﺔ ﺗﺘﻤﺜـﻞ ﰲ‬
‫ﺍﻵﰐ‪:‬‬
‫ﺃ‪ -‬ﺍﺷﺘﺮﺍﻙ ﺍﳌﺴﺘﺨﺪﻡ ﺍﻟﻨﻬﺎﺋﻲ ﰲ ﺗﺼﻤﻴﻢ ﺍﻟﻨﻈﺎﻡ ﳚﻌﻞ ﻟﺪﻳﻪ ﺍﻟﻔﺮﺻﺔ ﰲ ﻭﺿﻊ ﺍﻟﻨﻈﺎﻡ ﰲ ﺷـﻜﻞ ﳛﻘـﻖ‬
‫ﺃﻭﻟﻮﻳﺎﺗﻪ ﻭﻳﻠﱯ ﺍﺣﺘﻴﺎﺟﺎﺕ ﺍﳌﻨﻈﻤﺔ‪.‬‬
‫ﺏ‪ -‬ﺍﻻﲡﺎﻫﺎﺕ ﺍﻹﳚﺎﺑﻴﺔ ﳓﻮ ﺍﻟﻨﻈﺎﻡ ﻭﻛﺬﻟﻚ ﺍﻟﺘﻐﲑﺍﺕ ﺍﻟﱵ ﺃﺣﺪﺛﻬﺎ ﺍﻟﻨﻈﺎﻡ ﻭﺫﻟﻚ ﻟﻸﺳﺒﺎﺏ ﺍﻵﺗﻴﺔ‪:‬‬
‫
ﲤﺜﻞ ﺍﳌﺸﺎﺭﻛﺔ ﲢﺪﻱ ﻭﺗﺰﻳﺪ ﻣﻦ ﺍﻟﺸﻌﻮﺭ ﺑﺎﻟﺬﺍﺕ‪.‬‬
‫
ﺗﺸﺠﻊ ﺍﳌﺸﺎﺭﻛﺔ ﻋﻠﻰ ﺯﻳﺎﺩﺓ ﺍﻻﻟﺘﺰﺍﻡ ﺑﺎﻟﺘﻐﻴﲑ‪.‬‬
‫
ﺯﻳﺎﺩﺓ ﻣﻌﺮﻓﺔ ﺍﳌﺸﺎﺭﻛﲔ ﺑﺎﻟﺘﻐﻴﲑ ﻭﺗﻨﻤﻴﺔ ﻣﻬﺎﺭ‪‬ﻢ ﻭﻗﺪﺭ‪‬ﻢ ﰲ ﺍﻟﺮﻗﺎﺑﺔ ﻭﺍﻟﺴﻴﻄﺮﺓ‪.‬‬

‫‪-2‬ﺍﻟﻔﺠﻮﺓ ﺑﲔ ﻣﺼﻤﻤﻲ ﺍﻟﻨﻈﺎﻡ ﻭﻣﺴﺘﺨﺪﻣﻴﻪ‪:‬‬

‫ﻭﺗﻌﺘﱪ ﻣﻦ ﺃﻛﺜﺮ ﺍﳌﺸﺎﻛﻞ ﺍﻟﱵ ﺗﻘﺎﺑﻞ ﺗﻄﺒﻴﻖ ﻭﺗﻨﻔﻴﺬ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ؛ ﻓﻨﺘﻴﺠﺔ ﻻﺧـﺘﻼﻑ ﺍﳋﻠﻔﻴـﺔ‬
‫ﺍﻟﻌﻠﻤﻴﺔ ﻟﻜﻞ ﻣﻦ ﺍﳌﺼﻤﻤﲔ ﻭﺍﳌﺴﺘﺨﺪﻣﲔ ﻭﻛﺬﻟﻚ ﺍﺧﺘﻼﻑ ﺍﻻﻫﺘﻤﺎﻣﺎﺕ ﻭﺍﻷﻭﻟﻮﻳﺎﺕ‪ ،‬ﳑﺎ ﻳـﺆﺩﻯ ﺇﱃ‬
‫ﺍﺧﺘﻼﻑ ﰲ ﺩﺭﺟﺎﺕ ﺍﻟﻮﻻﺀ ﺍﻟﺘﻨﻈﻴﻤﻲ‪ ،‬ﻭﻣﺪﺍﺧﻞ ﺣﻞ ﺍﳌﺸﻜﻼﺕ ﺑﻞ ﻭﺃﻳﻀﺎ ﺍﳌﻔﺮﺩﺍﺕ ﺍﻟﻠﻐﻮﻳﺔ؛ ﻓﻤﺜﻼ ﻳﺮﻯ‬
‫ﺍﻟﻔﻨﻴﻮﻥ ﻣﻦ ﻭﺍﻗﻊ ﺍﻟﺘﻮﺟﻪ ﺍﻟﻔﲏ ﳊﻞ ﺍﳌﺸﻜﻼﺕ ﺃﻥ ﻓﻌﺎﻟﻴﺔ ﺍﳌﻨﻈﻤﺔ ﺗﺘﺤﻘﻖ ﺇﺫﺍ ﻛﺎﻧﺖ ﺍﳌﻜﻮﻧـﺎﺕ ﺍﳌﺎﺩﻳـﺔ‬

‫‪118‬‬
‫ﻭﺍﻟﱪﳎﻴﺎﺕ ﺗﻌﻤﻞ ﺑﺴﻬﻮﻟﺔ ﻭﻓﻌﺎﻟﻴﺔ‪ ،‬ﺑﻴﻨﻤﺎ ﻳﺮﻯ ﺍﳌﺴﺘﺨﺪﻣﻮﻥ ﺃ‪‬ﻢ ﲝﺎﺟﺔ ﺇﱃ ﻧﻈﺎﻡ ﻣﻌﻠﻮﻣﺎﺕ ﻳﺴﻬﻞ ﺍﳌﻬﺎﻡ‬
‫ﺍﻟﺘﻨﻈﻴﻤﻴﺔ‪ ،‬ﻫﺬﺍ ﺍﻻﺧﺘﻼﻑ ﻳﺆﺩﻱ ﺇﱃ ﻓﺸﻞ ﻣﺸﺮﻭﻉ ﺗﻄﻮﻳﺮ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ‪.‬‬
‫‪-3‬ﺩﻋﻢ ﺍﻹﺩﺍﺭﺓ‪:‬‬
‫ﺇﺫﺍ ﺣﺼﻞ ﻣﺸﺮﻭﻉ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻋﻠﻰ ﺍﳌﺴﺎﻧﺪﺓ ﻭﺍﻟﺘﺪﻋﻴﻢ ﻣﻦ ﻛﺎﻓﺔ ﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻓـﺈﻥ‬
‫ﻫﺬﺍ ﻳﺆﺩﻱ ﺇﱃ ﺗﻮﻟﻴﺪ ﺍﲡﺎﻫﺎﺕ ﺇﳚﺎﺑﻴﺔ ﳓﻮ ﺍﻟﻨﻈﺎﻡ ﺳﻮﺍﺀ ﻣﻦ ﺟﺎﻧﺐ ﻣﺴﺘﺨﺪﻣﻲ ﺍﻟﻨﻈﺎﻡ ﺃﻭ ﺍﻟﻌﺎﻣﻠﲔ ﺑﺈﺩﺍﺭﺓ‬
‫ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﻛﻨﺘﻴﺠﺔ ﻟﺸﻌﻮﺭﻫﻢ ﺑﺄﻥ ﻣﺸﺎﺭﻛﺘﻬﻢ ﻭﺇﺳﻬﺎﻣﺎ‪‬ﻢ ﺳﻮﻑ ﺗﺼﺒﺢ ﳏﻞ ﺗﻘﺪﻳﺮ ﻭﺍﻧﺘﺒﺎﻩ ﻣـﻦ‬
‫ﺟﺎﻧﺐ ﺍﻹﺩﺍﺭﺓ‪.‬‬
‫ﺇﻥ ﺗﺪﻋﻴﻢ ﺍﻹﺩﺍﺭﺓ ﳌﺸﺮﻭﻉ ﺗﻄﻮﻳﺮ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻳﻌﲏ ﺃﻥ ﺍﳌﺸﺮﻭﻉ ﺳﻮﻑ ﲣﺼﺺ ﻟﻪ ﺍﳌـﻮﺍﺭﺩ‬
‫ﺍﳌﺎﻟﻴﺔ ﺍﻟﻼﺯﻣﺔ ﻟﻨﺠﺎﺣﻪ‪ ،‬ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﺃﻥ ﺗﺪﻋﻴﻤﻬﺎ ﻳﺴﺎﻋﺪ ﻋﻠﻰ ﺗﻘﺒﻞ ﺍﻟﺘﻐﻴﲑ ﺍﻟﺬﻱ ﺳـﻮﻑ ﳛـﺪﺙ ﰲ‬
‫ﺍﳌﻨﻈﻤﺔ‪.‬‬
‫‪-4‬ﻣﺴﺘﻮﻯ ﺍﻟﺘﻌﻘﻴﺪ ﻭﺍﳌﺨﺎﻃﺮﺓ‪:‬‬
‫ﻗﺪ ﺗﻔﺸﻞ ﺑﻌﺾ ﻣﺸﺮﻭﻋﺎﺕ ﺍﻟﻨﻈﻢ ﻧﺘﻴﺠﺔ ﳌﺎ ﺗﺘﻀﻤﻨﻪ ﻣﻦ ﻣﺴﺘﻮﻯ ﻣﺮﺗﻔﻊ ﻣﻦ ﺍﳌﺨﺎﻃﺮﺓ‪ ،‬ﻭﻳﺘـﺄﺛﺮ‬
‫ﻣﺴﺘﻮﻯ ﺍﳌﺨﺎﻃﺮﺓ ﺑﺎﻟﻌﻨﺎﺻﺮ ﺍﻟﺜﻼﺛﺔ ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬
‫‪ -‬ﺣﺠﻢ ﺍﳌﺸﺮﻭﻉ‪:‬‬
‫ﻳﺰﺩﺍﺩ ﺣﺠﻢ ﻭﺩﺭﺟﺔ ﺍﳌﺨﺎﻃﺮﺓ ﺑﺰﻳﺎﺩﺓ ﺣﺠﻢ ﻣﺸﺮﻭﻉ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﻳﺘﻢ ﻗﻴﺎﺱ ﺣﺠﻢ ﺍﳌﺸﺮﻭﻉ‬
‫ﺇﻣﺎ ﺑﺎﻟﺘﻜﻠﻔﺔ ﺍﻟﻼﺯﻣﺔ ﻟﺘﻨﻔﻴﺬﻩ‪ ،‬ﺃﻭ ﺣﺠﻢ ﺍﻷﻓﺮﺍﺩ ﺍﻟﻼﺯﻣﲔ ﻟﻪ‪ ،‬ﺃﻭ ﺍﻟﻮﻗﺖ ﺍﻟﻼﺯﻡ ﻟﻠﺘﻨﻔﻴﺬ‪.‬‬
‫‪ -‬ﻫﻴﻜﻞ ﺍﳌﺸﺮﻭﻉ‪:‬‬
‫ﻗﺪ ﻳﻜﻮﻥ ﺍﳌﺸﺮﻭﻉ ﻭﺍﺿﺤﺎ؛ ﻭﻣﻦ ﰒ ﳝﻜﻦ ﺍﻟﺘﻌﺮﻑ ﻋﻠﻰ ﺍﻟﻌﻤﻠﻴﺎﺕ ﻭﺍﳌﺨﺮﺟﺎﺕ ﺍﳋﺎﺻﺔ ﺑﻪ‪ ،‬ﻛﻤﺎ‬
‫ﺃﻥ ﺍﳌﺴﺘﺨﺪﻣﲔ ﻳﻌﺮﻓﻮﻥ ﻣﺎ ﳛﺘﺎﺟﻮﻧﻪ ﻭﻣﺎ ﻳﺴﺘﻄﻴﻊ ﺃﻥ ﻳﻔﻌﻠﻪ ﻟﺘﻮﻓﲑ ﺍﺣﺘﻴﺎﺟﺎ‪‬ﻢ ﻭﻣـﻦ ﲦـﺔ ﺗـﻨﺨﻔﺾ‬
‫ﺍﳌﺨﺎﻃﺮﺓ‪.‬‬
‫‪ -‬ﺍﳋﱪﺓ ﺍﻟﺴﺎﺑﻘﺔ ﻣﻊ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ‪:‬‬
‫ﺗﺮﺗﻔﻊ ﺩﺭﺟﺔ ﺍﳌﺨﺎﻃﺮﺓ ﺇﺫﺍ ﻛﺎﻥ ﻓﺮﻳﻖ ﻣﺸﺮﻭﻉ ﺗﻄﻮﻳﺮ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﻟﻌﺎﻣﻠﲔ ﰲ ﺇﺩﺍﺭﺓ ﻧﻈـﻢ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﻟﻴﺲ ﻟﺪﻳﻬﻢ ﺍﳋﱪﺓ ﺍﻟﻔﻨﻴﺔ ﺍﻟﻼﺯﻣﺔ ﻣﻊ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﻣﺸﺮﻭﻉ ﺍﻟﺘﻄﻮﻳﺮ ﺃﻭ ﻟﻠﺘﻌﺎﻣﻞ ﻣﻊ ﺍﳌﻜﻮﻧـﺎﺕ‬
‫ﺍﳌﺎﺩﻳﺔ ﺃﻭ ﺍﻟﱪﳎﻴﺎﺕ‪.‬‬
‫‪ -5‬ﺇﺩﺍﺭﺓ ﻋﻤﻠﻴﺔ ﺍﻟﺘﻨﻔﻴﺬ‪:‬‬
‫ﳚﺐ ﻣﺮﺍﻋﺎﺓ ﺍﻟﺘﻨﺴﻴﻖ ﻭﺍﳊﺮﺹ ﻋﻨﺪ ﺗﻄﻮﻳﺮ ﻧﻈﺎﻡ ﺟﺪﻳﺪ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﻓﻬﻨﺎﻙ ﺻـﻌﻮﺑﺔ ﻟﺘﺤﺪﻳـﺪ‬
‫ﺗﻔﺎﺻﻴﻞ ﺩﺭﺟﺔ ﺁﻟﻴﺔ ﺍﻟﻨﻈﺎﻡ ﻛﻤﺎ ﺃﻥ ﺗﻔﺴﲑ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺗﻌﺮﻳﻔﻬﺎ ﳜﺘﻠﻒ ﻣﻦ ﻣﺴﺘﺨﺪﻡ ﻵﺧﺮ‪ ،‬ﺇﺿﺎﻓﺔ ﺇﱃ ﺃﻥ‬

‫‪119‬‬
‫ﺍﺣﺘﻴﺎﺟﺎﺕ ﺍﻷﻓﺮﺍﺩ ﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ ﳐﺘﻠﻔﺔ‪ ،‬ﻛﻤﺎ ﺃﻧﻪ ﻗﺪ ﻳﺘﻢ ﲡﺎﻫﻞ ﺗﺪﺭﻳﺐ ﺍﻷﻓﺮﺍﺩ ﻋﻠﻰ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﻨﻈـﺎﻡ‬
‫ﻭﺍﻟﺘﺄﻛﺪ ﻣﻦ ﺗﻔﻬﻤﻬﻢ ﻟﻪ ﻭﻹﺟﺮﺍﺀﺍﺕ ﺗﺸﻐﻴﻠﻪ‪.‬‬

‫ﺛﺎﻟﺜﺎ‪ :‬ﻣﺸﺎﻛﻞ ﺗﻄﻮﻳﺮ ﺃﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬

‫ﺇﻥ ﺍﳌﺸﺎﻛﻞ ﺍﻟﱵ ﻳﺘﻌﺮﺽ ﳍﺎ ﺗﻄﻮﻳﺮ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﳝﻜﻦ ﺭﺑﻄﻬﺎ ﲟﺮﺍﺣﻞ ﺗﻄﻮﻳﺮ ﺍﻟﻨﻈـﺎﻡ )ﺩﻭﺭﺓ‬
‫ﺣﻴﺎﺓ ﺍﻟﻨﻈﺎﻡ( ﻋﻠﻰ ﺍﻟﻨﺤﻮ ﺍﻟﺘﺎﱄ‪:‬‬
‫‪ -1‬ﻣﺮﺣﻠﺔ ﺍﻟﺪﺭﺍﺳﺔ ﺍﳌﺒﺪﺋﻴﺔ )ﺗﻌﺮﻳﻒ ﺍﳌﺸﺮﻭﻉ(‪:‬‬
‫‪ −‬ﻋﺪﻡ ﺗﻮﺍﻓﺮ ﺍﻟﻮﻗﺖ ﻭﺍﻷﻣﻮﺍﻝ ﻭﺍﳌﻮﺍﺭﺩ ﺍﻟﻼﺯﻣﺔ ﻟﺒﺤﺚ ﺍﳌﺸﺎﻛﻞ ﻭﻣﻦ ﰒ ﻻ ﻳﺘﻢ ﺍﻟﻘﻀﺎﺀ ﻋﻠﻴﻬﺎ‪ ،‬ﻭﻗﺪ‬
‫ﺗﻜﻮﻥ ﺍﻷﻫﺪﺍﻑ ﻏﲑ ﻭﺍﺿﺤﺔ ﻭﻏﺎﻣﻀﺔ ﻭﻳﺼﻌﺐ ﻗﻴﺎﺱ ﻣﻨﺎﻓﻊ ﺍﻟﻨﻈﺎﻡ‪.‬‬
‫‪ −‬ﻋﺪﻡ ﺇﻋﻄﺎﺀ ﺍﻟﻮﻗﺖ ﺍﻟﻜﺎﰲ ﺃﻭ ﻋﺪﻡ ﺗﻮﺍﻓﺮﻩ ﻋﻠﻰ ﺍﻹﻃﻼﻕ ﻟﻠﺘﺨﻄﻴﻂ ﺍﳌﺒﺪﺋﻲ؛ ﻭﻣـﻦ ﰒ ﻻ ﳝﻜـﻦ‬
‫ﺗﻘﺪﻳﺮ ﺍﻟﺘﻜﻠﻔﺔ ﺍﳌﺒﺪﺋﻴﺔ ﻟﻠﻤﺸﺮﻭﻉ‪ ،‬ﺃﻭ ﺍﻟﻔﺘﺮﺓ ﺍﻟﺰﻣﻨﻴﺔ ﺍﻟﻼﺯﻣﺔ‪.‬‬
‫‪ −‬ﺍﻟﻔﺸﻞ ﰲ ﺗﺸﻜﻴﻞ ﻓﺮﻳﻖ ﺍﳌﺸﺮﻭﻉ ﺃﻭ ﻋﺪﻡ ﻣﺸﺎﺭﻛﺔ ﺍﳌﺴﺘﺨﺪﻣﲔ ﻓﻴﻪ‪.‬‬
‫‪ −‬ﻗﺪ ﻳﺘﻌﻬﺪ ﻣﺘﺨﺼﺼﻮ ﺍﳌﻌﻠﻮﻣﺎﺕ ﲞﺪﻣﺎﺕ ﻻ ﳝﻜﻦ ﺗﻘﺪﳝﻬﺎ‪.‬‬
‫‪ -2‬ﲢﻠﻴﻞ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ‪:‬‬
‫‪ −‬ﺍﻟﺘﻌﺮﻑ ﻋﻠﻰ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺧﻼﻝ ﻣﺴﺘﻨﺪﺍﺕ ﻏﲑ ﻣﻼﺋﻤﺔ ﻋﻦ ﺍﻟﻨﻈﺎﻡ ﺍﳊﺎﱄ ﺃﻭ ﺩﺭﺍﺳﺔ ﻏـﲑ‬
‫ﻛﺎﻣﻠﺔ ﻷﻧﺸﻄﺔ ﺍﻟﻨﻈﺎﻡ‪.‬‬
‫‪ −‬ﻳﺮﻓﺾ ﺍﳌﺴﺘﺨﺪﻣﻮﻥ ﺇﻧﻔﺎﻕ ﺍﻟﻮﻗﺖ ﳌﺴﺎﻋﺪﺓ ﻓﺮﻳﻖ ﺍﳌﺸﺮﻭﻉ ﰲ ﲨﻊ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ‪.‬‬
‫‪ −‬ﻓﺸﻞ ﺍﶈﻠﻠﲔ ﰲ ﻣﻘﺎﺑﻠﺔ ﺍﳌﺴﺘﺨﺪﻣﲔ‪ ،‬ﺃﻭ ﻋﺪﻡ ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﲢﺪﻳﺪ ﺍﻷﺳﺌﻠﺔ ﺍﳌﻮﺟﻬﺔ ﻟﻠﻤﺴﺘﺨﺪﻣﲔ‪.‬‬
‫‪ -3‬ﺍﻟﺘﺼﻤﻴﻢ‪:‬‬
‫‪ −‬ﺍﳌﺴﺘﺨﺪﻣﲔ ﻏﲑ ﻣﺴﺌﻮﻟﲔ ﻋﻦ ﺃﻧﺸﻄﺔ ﺍﻟﺘﺼﻤﻴﻢ‪ ،‬ﻭﺑﺎﻟﺘﺎﱄ ﻻ ﻳﻌﻜﺲ ﺍﻟﺘﺼﻤﻴﻢ ﺃﻭﻟﻮﻳﺎﺕ ﺍﳌﻨﻈﻤﺔ‪.‬‬
‫‪ −‬ﻳﺼﻤﻢ ﺍﻟﻨﻈﺎﻡ ﳋﺪﻣﺔ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﺍﳊﺎﻟﻴﺔ ﻟﻠﻤﻨﻈﻤﺔ ﻭﻗـﺪ ﻳﻔﺘﻘـﺪ ﺇﱃ ﺍﳌﺮﻭﻧـﺔ ﰲ ﺃﻥ ﻳﺄﺧـﺬ‬
‫ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﺍﳌﺴﺘﻘﺒﻠﻴﺔ ﳍﺎ‪.‬‬
‫‪ −‬ﻭﻇﺎﺋﻒ ﺍﳌﻨﻈﻤﺔ ﻭﳏﺪﺩﺍ‪‬ﺎ ﻏﲑ ﻣﺘﺎﺣﺔ‪.‬‬

‫‪-4‬ﺍﻟﱪﳎﺔ‪:‬‬
‫‪ −‬ﻋﺪﻡ ﺗﻘﺪﻳﺮ ﺍﻟﺘﻜﻠﻔﺔ ﻭﺍﻟﻮﻗﺖ ﺍﻟﻼﺯﻣﺎﻥ ﻟﺘﻄﻮﻳﺮ ﺍﻟﱪﳎﻴﺎﺕ‪.‬‬
‫‪ −‬ﻋﺪﻡ ﺗﻮﺍﻓﺮ ﳏﺪﺩﺍﺕ ﻛﺎﻣﻠﺔ ﻟﻠﻘﺎﺋﻤﲔ ﺑﺎﻟﱪﳎﺔ‪.‬‬

‫‪120‬‬
‫‪ −‬ﻋﺪﻡ ﺇﻋﻄﺎﺀ ﺍﻟﻮﻗﺖ ﺍﻟﻜﺎﰲ ﻟﺘﻄﻮﻳﺮ ﺍﻟﱪﻧﺎﻣﺞ ﺍﳌﻨﻄﻘﻲ‪ ،‬ﺑﻴﻨﻤﺎ ﳜﺼﺺ ﻭﻗﺖ ﺃﻛﺜـﺮ ﻣـﻦ ﺍﻟـﻼﺯﻡ‬
‫ﻟﻠﺘﻜﻮﻳﻦ‪.‬‬
‫‪ −‬ﺍﲡﺎﻩ ﺍﳌﱪﳎﲔ ﳓﻮ ﻛﺘﺎﺑﺔ ﺍﻟﱪﺍﻣﺞ ﺑﺼﻮﺭﺓ ﻳﺼﻌﺐ ﻣﻌﻬﺎ ﺗﻌﺪﻳﻠﻬﺎ ﻭﺻﻴﺎﻧﺘﻬﺎ‪.‬‬
‫‪-5‬ﺍﻻﺧﺘﺒﺎﺭﺍﺕ‪:‬‬
‫‪ −‬ﻋﺪﻡ ﺗﻘﺪﻳﺮ ﺍﻟﻮﻗﺖ ﻭﺍﻟﺘﻜﻠﻔﺔ ﺍﻟﻼﺯﻣﺔ ﻟﻼﺧﺘﺒﺎﺭﺍﺕ ﺍﳌﻨﺎﺳﺒﺔ‪.‬‬
‫‪ −‬ﻋﺪﻡ ﻗﻴﺎﻡ ﻓﺮﻳﻖ ﺍﳌﺸﺮﻭﻉ ﺑﻮﺿﻊ ﺧﻄﺔ ﻣﻨﻈﻤﺔ ﻟﻼﺧﺘﺒﺎﺭﺍﺕ‪.‬‬
‫‪ −‬ﻋﺪﻡ ﻣﺸﺎﺭﻛﺔ ﺍﳌﺴﺘﺨﺪﻣﲔ ﰲ ﺍﻻﺧﺘﺒﺎﺭﺍﺕ‪.‬‬
‫‪ -6‬ﺍﻟﺘﺤﻮﻝ‪:‬‬
‫‪ −‬ﻋﺪﻡ ﻛﻔﺎﻳﺔ ﺍﻟﻮﻗﺖ ﻭﺍﻷﻣﻮﺍﻝ ﺍﻟﻼﺯﻣﺔ ﻷﻧﺸﻄﺔ ﺍﻟﺘﺤﻮﻝ ﺇﱃ ﺍﻟﻨﻈﺎﻡ ﺍﳉﺪﻳﺪ‪ ،‬ﺇﺫ ﺃﻥ ﻋﻤﻠﻴﺔ ﺍﻟﺘﺤﻮﻳﻞ‬
‫ﺗﺘﻄﻠﺐ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﳌﻮﺍﺭﺩ ﺍﳌﺎﺩﻳﺔ ﺃﻭ ﺍﳌﻌﻠﻮﻣﺎﺗﻴﺔ ﺃﻭ ﻏﲑﻫﺎ‪.1‬‬
‫‪ −‬ﺍﻗﺘﺼﺎﺭ ﻣﺸﺎﺭﻛﺔ ﺍﳌﺴﺘﺨﺪﻣﲔ ﻋﻠﻰ ﻣﺮﺣﻠﺔ ﺍﻟﺘﺤﻮﻝ ﻓﻘﻂ‪.‬‬
‫‪ −‬ﻣﺴﺘﻨﺪﺍﺕ ﺍﻟﻨﻈﺎﻡ ﻭﺍﳌﺴﺘﺨﺪﻣﲔ ﻏﲑ ﻣﻼﺋﻤﺔ‪.‬‬
‫‪ −‬ﺇﺩﺍﺭﺓ ﺗﻄﺒﻴﻖ ﻭﺗﻨﻔﻴﺬ ﺍﻟﻨﻈﺎﻡ‪.‬‬

‫ﺭﺍﺑﻌﺎ‪ :‬ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﳒﺎﺡ ﺃﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬

‫ﺗﺰﻳﺪ ﺍﺣﺘﻤﺎﻻﺕ ﳒﺎﺡ ﺍﻟﻨﻈﺎﻡ ﰲ ﻣﻌﺎﳉﺔ ﺍﳌﺸﺎﻛﻞ ﻣﻦ ﺧﻼﻝ ﺇﺗﺒﺎﻉ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﻣﻼﺋﻤﺔ‪ ،‬ﻣﻨﻬﺎ‪:‬‬
‫‪-1‬ﺍﻟﺮﻗﺎﺑﺔ ﻭﺍﻟﺴﻴﻄﺮﺓ ﻋﻠﻰ ﻋﻮﺍﻣﻞ ﺍﳌﺨﺎﻃﺮﺓ‪:‬‬
‫ﳝﻜﻦ ﲢﺴﲔ ﻋﻤﻠﻴﺔ ﺗﻄﺒﻴﻖ ﺍﻟﻨﻈﺎﻡ ﻋﻦ ﻃﺮﻳﻖ ﺍﻟﺘﻮﻓﻴﻖ ﺑﲔ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺸﺮﻭﻉ ﻭﻣـﺴﺘﻮﻯ‬
‫ﺍﳌﺨﺎﻃﺮ ﺍﳋﺎﺹ ﺑﻜﻞ ﻣﺸﺮﻭﻉ؛ ﻭﺫﻟﻚ ﺑﻮﺿﻊ ﻣﺸﺮﻭﻉ ﺍﻟﺘﻄﻮﻳﺮ ﰲ ﺗﺼﻨﻴﻒ ﺍﳌﺨﺎﻃﺮ ﻭﺍﻟـﺬﻱ ﻳﺘﻨﺎﺳـﺐ‬
‫ﻭﺍﳌﺸﺮﻭﻉ‪ ،‬ﻭﻫﻨﺎﻙ ﺃﺭﺑﻊ ﻭﺳﺎﺋﻞ ﻟﺘﺤﻘﻴﻖ ﺫﻟﻚ ﻭﻫﻲ‪:‬‬
‫ﺃ‪ -‬ﺃﺩﻭﺍﺕ ﺍﻟﺘﻜﺎﻣﻞ ﺍﳋﺎﺭﺟﻲ‪ :‬ﻭﺫﻟﻚ ﺑﺮﺑﻂ ﺃﻋﻤﺎﻝ ﻓﺮﻳﻖ ﺍﻟﺘﻨﻔﻴﺬ ﺑﺎﳌـﺴﺘﺨﺪﻣﲔ ﰲ ﻛﺎﻓـﺔ ﺍﳌـﺴﺘﻮﻳﺎﺕ‬
‫ﺍﻟﺘﻨﻈﻴﻤﻴﺔ‪.‬‬
‫ﺏ‪ -‬ﺃﺩﻭﺍﺕ ﺍﻟﺘﻜﺎﻣﻞ ﺍﻟﺪﺍﺧﻠﻲ‪ :‬ﻭﺫﻟﻚ ﺑﺎﻟﺘﺄﻛﺪ ﻣﻦ ﺃﻥ ﻓﺮﻳﻖ ﺍﻟﺘﻨﻔﻴﺬ ﻳﻌﻤﻞ ﻛﻮﺣﺪﺓ ﻭﺍﺣﺪﺓ‪.‬‬
‫ﺝ‪ -‬ﺃﺩﻭﺍﺕ ﺍﻟﺘﺨﻄﻴﻂ ﺍﻟﺮﲰﻲ‪ :‬ﺇﻥ ﺍﳍﻴﻜﻞ ﻭﺍﳌﻬﺎﻡ ﺗﺴﺎﻋﺪ ﻋﻠﻰ ﺍﻟﺘﻘﺪﻳﺮ ﺍﳌﺴﺒﻖ ﻟﻠﻮﻗﺖ ﻭﺍﻷﻣﻮﺍﻝ ﻭﺍﳌﻮﺍﺭﺩ‬
‫ﺍﻟﻔﻨﻴﺔ ﺍﻟﻼﺯﻣﺔ ﻟﻠﺘﻨﻔﻴﺬ‪.‬‬

‫‪1‬‬
‫‪C.Grenier & J.Bonnebouche, Système d'Information Comptable, Edition FOUCHER,‬‬
‫‪1998, P 15.‬‬
‫‪121‬‬
 ‫ﺩ‪ -‬ﺃﺩﻭﺍﺕ ﺍﻟﺮﻗﺎﺑﺔ ﺍﻟﺮﲰﻴﺔ‪ :‬ﺗﺴﺎﻋﺪ ﰲ ﻣﺮﺍﻗﺒﺔ ﺍﻟﺘﻘﺪﻡ ﳓﻮ ﺍﳍﺪﻑ‪.‬‬
‫ﻭﻳﻼﺣﻆ ﺃﻥ ﺃﺩﻭﺍﺕ ﺍﻟﺘﻜﺎﻣﻞ ﺍﳋﺎﺭﺟﻲ ﻳﺘﻢ ﺍﺳﺘﺨﺪﺍﻣﻬﺎ ﰲ ﺣﺎﻟﺔ ﺍﻟﺮﻏﺒﺔ ﰲ ﺍﺷﺘﺮﺍﻙ ﺍﳌـﺴﺘﺨﺪﻣﲔ‬
‫ﺍﻟﻨﻬﺎﺋﻴﲔ ﰲ ﻛﺎﻓﺔ ﻣﺮﺍﺣﻞ ﺍﳌﺸﺮﻭﻉ ﻭﺫﻟﻚ ﻋﻦ ﻃﺮﻳﻖ‪:‬‬
‫‪ -‬ﺍﺧﺘﻴﺎﺭ ﺍﳌﺴﺘﺨﺪﻣﲔ ﻛﻘﺎﺩﺓ ﻟﻠﻤﺸﺮﻭﻉ‪.‬‬
‫‪ -‬ﺗﺸﻜﻴﻞ ﳉﻨﺔ ﺍﺳﺘﺸﺎﺭﻳﺔ ﻣﻦ ﺍﳌﺴﺘﺨﺪﻣﲔ ﻟﺘﻘﻴﻴﻢ ﺗﺼﻤﻴﻢ ﺍﻟﻨﻈﺎﻡ‪.‬‬
‫‪ -‬ﺃﻥ ﻳﻘﻮﻡ ﺍﳌﺴﺘﺨﺪﻣﻮﻥ ﺑﻄﺮﻳﻘﺔ ﺭﲰﻴﺔ ﲟﺮﺍﺟﻌﺔ ﻭﺍﻋﺘﻤﺎﺩ ﺑﻌﺾ ﻋﻨﺎﺻﺮ ﺍﻟﻨﻈﺎﻡ‪.‬‬
‫‪ -‬ﺣﻀﻮﺭ ﺍﻻﺟﺘﻤﺎﻋﺎﺕ ﺍﳋﺎﺻﺔ ﺑﺎﻟﺘﺼﻤﻴﻢ‪.‬‬
‫‪ -‬ﻳﻘﻮﻡ ﺍﳌﺴﺘﺨﺪﻡ ﺍﻟﻨﻬﺎﺋﻲ ﺑﺈﻋﺪﺍﺩ ﺗﻘﺎﺭﻳﺮ ﺍﳌﻮﻗﻒ ﺍﳊﺎﱄ ﻟﻌﺮﺿﻬﺎ ﻋﻠﻰ ﺍﻹﺩﺍﺭﺓ‪.‬‬
‫‪ -‬ﻣﺴﺆﻭﻟﻴﺔ ﺍﳌﺴﺘﺨﺪﻡ ﺍﻟﻨﻬﺎﺋﻲ ﻋﻦ ﺍﻟﺘﺪﺭﻳﺐ ﻭﺍﻟﺘﺮﻛﻴﺐ‪.‬‬
‫‪ -‬ﺍﳌﺴﺆﻭﻟﻴﺔ ﻋﻦ ﺍﻟﺮﻗﺎﺑﺔ‪.‬‬
‫ﻭﻳﺘﻢ ﺍﻻﺳﺘﻌﺎﻧﺔ ﺑﺘﻠﻚ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺇﺫﺍ ﻛﺎﻥ ﺍﳌﺸﺮﻭﻉ ﻻ ﻳﺴﺘﺨﺪﻡ ﻣﺴﺘﻮﻯ ﻋﺎﱄ ﻣﻦ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ؛ ﺃﻣﺎ ﺇﺫﺍ‬
‫ﻛﺎﻥ ﺍﳌﺸﺮﻭﻉ ﻳﺴﺘﺨﺪﻡ ﻣﺴﺘﻮﻯ ﻋﺎﱄ ﻣﻦ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﻓﺈﻧﻪ ﻳﺘﻢ ﺍﺳﺘﺨﺪﺍﻡ ﺃﺩﻭﺍﺕ ﺍﻟﺘﻜﺎﻣﻞ ﺍﻟﺪﺍﺧﻠﻲ ﻣﻦ‬
‫ﺧﻼﻝ‪:‬‬
‫‪ -‬ﺃﻋﻀﺎﺀ ﻓﺮﻳﻖ ﺍﳌﺸﺮﻭﻉ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﻋﺎﱄ ﻣﻦ ﺍﳋﱪﺓ‪.‬‬
‫‪ -‬ﳚﺐ ﺃﻥ ﻳﻜﻮﻥ ﻗﺎﺋﺪ ﻓﺮﻳﻖ ﺍﳌﺸﺮﻭﻉ ﺫﻭ ﺗﺄﻫﻴﻞ ﻓﲏ ﻋﺎﱄ ﻭﺫﻭ ﺧﻠﻔﻴﺔ ﰲ ﺇﺩﺍﺭﺓ ﺍﳌﺸﺮﻭﻋﺎﺕ‪.‬‬
‫‪ -‬ﺍﻻﺟﺘﻤﺎﻋﺎﺕ ﺍﻟﺪﻭﺭﻳﺔ ﻭﺍﶈﺪﺩﺓ ﻭﻓﻘﺎ ﻟﻠﻘﺮﺍﺭﺍﺕ ﺍﻟﺮﺋﻴﺴﻴﺔ ﰲ ﺍﻟﺘﺼﻤﻴﻢ‪.‬‬
‫‪ -‬ﺍﳌﺮﺍﺟﻌﺔ ﺍﻟﺪﻭﺭﻳﺔ ﻟﻠﻤﻮﻗﻒ ﺍﻟﻔﲏ‪.‬‬
‫‪ -‬ﳚﺐ ﺃﻥ ﻳﻜﻮﻥ ﻣﻌﻈﻢ ﺃﻓﺮﺍﺩ ﺍﻟﻔﺮﻳﻖ ﺫﻭﻱ ﺧﱪﺓ ﺳﺎﺑﻘﺔ ﰲ ﺍﻟﺘﻌﺎﻣﻞ ﻣﻌﺎ‪.‬‬
‫‪ -‬ﺿﺮﻭﺭﺓ ﺗﻮﺍﻓﺮ ﺍﳋﱪﺓ ﻭﺍﳌﻬﺎﺭﺓ ﺍﻟﻔﻨﻴﺔ ﻭﺇﺫﺍ ﱂ ﺗﺘﻮﺍﻓﺮ ﻳﺘﻢ ﺍﻻﺳﺘﻌﺎﻧﺔ ﺑﺄﻋﻀﺎﺀ ﻣﻦ ﺧﺎﺭﺝ ﺍﳌﻨﻈﻤﺔ‪.‬‬

‫‪-2‬ﺍﻟﺘﻐﻠﺐ ﻋﻠﻰ ﻣﻘﺎﻭﻣﺔ ﺍﳌﺴﺘﺨﺪﻡ ﺍﻟﻨﻬﺎﺋﻲ ‪:‬‬

‫ﳝﻜﻦ ﲣﻔﻴﺾ ﺍﳌﺨﺎﻃﺮ ﻋﻦ ﻃﺮﻳﻖ ﺍﳊﺼﻮﻝ ﻋﻠﻰ ﺩﻋﻢ ﻛﻞ ﻣﻦ ﺍﻹﺩﺍﺭﺓ ﻭﺍﳌﺴﺘﺨﺪﻣﲔ ﺍﻟﻨـﻬﺎﺋﻴﲔ‪،‬‬
‫ﻭﻳﺘﺤﻘﻖ ﺫﻟﻚ ﻣﻦ ﺧﻼﻝ ﺍﺷﺘﺮﺍﻙ ﺍﳌﺴﺘﺨﺪﻣﲔ ﺍﻟﻨﻬﺎﺋﻴﲔ ﰲ ﻋﻤﻠﻴﺔ ﺍﻟﺘﺼﻤﻴﻢ ﺣﻴﺚ ﺃﻥ ﺫﻟﻚ ﳛﻘﻖ ﺍﻻﻟﺘﺰﺍﻡ‬
‫ﺑﺎﻟﻨﻈﺎﻡ ﻭﺃﻥ ﻳﻜﻮﻥ ﺍﻟﻨﺎﺗﺞ ﺍﻟﻨﻬﺎﺋﻲ ﻣﺘﻮﺍﻓﻖ ﻣﻊ ﺍﺣﺘﻴﺎﺟﺎ‪‬ﻢ‪ ،‬ﻭ ﺃﻥ ﺗﺒﺬﻝ ﺍﻹﺩﺍﺭﺓ ﺟﻬﺪﻫﺎ ﰲ ﲢﺴﲔ ﻭﺗﻄﻮﻳﺮ‬
‫ﻋﻤﻠﻴﺎﺕ ﺍﻻﺗﺼﺎﻝ ﻭﺍﻻﺳﺘﺸﺎﺭﺓ ﺍﳉﻤﺎﻋﻴﺔ ﻻﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﱵ ﲤﺲ ﲨﻴﻊ ﺃﻓﺮﺍﺩ ﺍﳌﻨﻈﻤﺔ‪.1‬‬

‫‪1‬‬
‫‪Bernard Turgeon, La Pratique du Management, Edition McGraw-Hill, Deuxième‬‬
‫‪édition, Montréal (Québec), Canada, 1989, P 80.‬‬
‫‪122‬‬
123
 ‫ﺧﻼﺻﺔ ﺍﻟﻔﺼﻞ ﺍﻟﺜﺎﻟﺚ‬
‫ﺇﻥ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﲤﺜﻞ ﰲ ﺣﻘﻴﻘﺔ ﺍﻷﻣﺮ ﺑﻨﻴﺔ ﺗﻨﻈﻴﻤﻴﺔ ﻭﻇﻴﻔﻴﺔ ﻭﺗﻘﻨﻴﺔ ﻣﺘﻜﺎﻣﻠﺔ ﻣﻦ ﺍﻟﻨﻈﻢ‬
‫ﺍﻟﻮﻇﻴﻔﻴﺔ ﺍﻟﻔﺮﻋﻴﺔ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ‪ ،‬ﺍﻟﱵ ﺗﻌﻤﻞ ﻛﻨﺴﻴﺞ ﻣﺘﻜﺎﻣﻞ ﻣﻊ ﺍﻟﺒﻨﻴﺔ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﳌﻨﻈﻤﺔ ﺍﻷﻋﻤﺎﻝ ﺍﳊﺪﻳﺜﺔ‪،‬‬
‫ﻭﺫﻟﻚ ﻣﻦ ﺃﺟﻞ ﺗﻠﺒﻴﺔ ﺍﺣﺘﻴﺎﺟﺎﺕ ﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺍﳌﺨﺘﻠﻔﺔ ﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ ﲣﺘﻠﻒ ﻛﻤﺎ ﻭﻧﻮﻋﺎ‬
‫ﺣﺴﺐ ﻃﺒﻴﻌﺔ ﻭﻧﻮﻉ ﺍﻹﺩﺍﺭﺓ ﻭﻣﺴﺘﻮﺍﻫﺎ ﰲ ﺍﻟﺘﻨﻈﻴﻢ‪ ،‬ﻭﺫﻟﻚ ﻷﻏﺮﺍﺽ ﺍﻟﺘﺨﻄﻴﻂ ﻭﺍﻟﺮﻗﺎﺑﺔ‪ ،‬ﻭﻛﺬﺍ ﺍﲣﺎﺫ‬
‫ﺍﻟﻘﺮﺍﺭ‪ ،‬ﻛﻤﺎ ﺗﻠﻌﺐ ﺩﻭﺭﺍ ﻣﻬﻤﺎ ﰲ ﲢﺴﲔ ﻛﻔﺎﺀﺓ ﺍﻻﺗﺼﺎﻝ ﺑﲔ ﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺍﳌﺨﺘﻠﻔﺔ‪ ،‬ﺍﺗﺼﺎﻝ ﻳﻠﻌﺐ‬
‫ﺩﻭﺭﺍ ﻫﺎﻣﺎ ﰲ ﺍﶈﺎﻓﻈﺔ ﻋﻠﻰ ﺗﺪﻓﻖ ﻭﺍﻧﺴﻴﺎﺏ ﺍﻟﻌﻤﻞ ﺩﺍﺧﻞ ﺍﳌﻨﻈﻤﺎﺕ؛ ﻓﻜﻠﻤﺎ ﻛﺎﻧﺖ ﻫﻨﺎﻙ ﺃﻧﻈﻤﺔ ﺟﻴﺪﺓ‬
‫ﻟﻼﺗﺼﺎﻻﺕ ﻭﻛﺎﻧﺖ ﻛﻔﺎﺀﺓ ﺍﳌﺪﻳﺮﻳﻦ ﻋﺎﻟﻴﺔ ﰲ ﳎﺎﻝ ﺍﻻﺗﺼﺎﻻﺕ ﻛﻠﻤﺎ ﺯﺍﺩﺕ ﻛﻔﺎﺀﺓ ﺍﻟﻌﻤﻞ ﻭﲢﺴﻦ ﺍﻷﺩﺍﺀ‪.‬‬
‫ﺇﻥ ﻣﻜﻮﻧﺎﺕ ﻫﺬﻩ ﺍﻟﺒﻨﻴﺔ ﺍﳌﺘﻜﺎﻣﻠﺔ ﻣﻦ ﺍﻟﻨﻈﻢ ﺍﻟﻔﺮﻋﻴﺔ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﺗﺮﺗﺒﻂ ﺑﺄﻫﺪﺍﻑ ﻭﻣﻌﺎﻳﲑ ﻭﺗﻨﺴﻴﻖ ﺩﻗﻴﻖ‬
‫ﻳﺮﺗﻜﺰ ﻋﻠﻰ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﳌﻨﻈﻤﺔ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ‪ ،‬ﰲ ﺍﻟﻮﻗﺖ ﺍﻟﺬﻱ ﻳﺘﻮﻓﺮ ﻟﺪﻯ ﻛﻞ ﻧﻈﺎﻡ ﻓﺮﻋﻲ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ‬
‫ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺇﳒﺎﺯ ﻋﻤﻠﻴﺎﺕ ﺍﳌﻌﺎﳉﺔ ﺍﳌﻌﻠﻮﻣﺎﺗﻴﺔ ﻟﻠﻮﻇﻴﻔﺔ ﺃﻭ ‪‬ﺎﻝ ﺍﻷﻋﻤﺎﻝ ﺍﶈﺪﺩﺓ ﻟﻪ ﻣﻦ ﺃﺟﻞ ﺇﺳﻨﺎﺩ ﻭﺩﻋﻢ‬
‫ﺍﻹﺩﺍﺭﺓ ﺍﳌﻌﻨﻴﺔ ﻭﻟﺘﻠﺒﻴﺔ ﺣﺎﺟﺎﺕ ﺍﻹﺩﺍﺭﺍﺕ ﺍﻷﺧﺮﻯ ﲟﺨﺘﻠﻒ ﻣﺴﺘﻮﻳﺎ‪‬ﺎ ﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺫﺍﺕ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ‬
‫ﻭﺍﻟﻘﻴﻤﺔ ﺍﳌﻀﺎﻓﺔ ﻭﺍﻟﱵ ﳚﺐ ﺃﻥ ﻳﻘﺪﻣﻬﺎ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﰲ ﺍﻟﻮﻗﺖ ﺍﳌﻨﺎﺳﺐ ﻟﻠﻤﺴﺘﻔﻴﺪﻳﻦ‪ .‬ﺃﻱ ﺃﻥ‬
‫ﺍﻟﻨﻈﻢ ﺍﻟﻮﻇﻴﻔﻴﺔ ﺍﻟﻔﺮﻋﻴﺔ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﲤﺜﻞ ﻧﺴﻴﺠﺎ ﻣﺸﺘﺮﻛﺎ ﻳﺴﺘﻨﺪ ﻋﻠﻰ ﻗﻮﺍﻋﺪ ﺑﻴﺎﻧﺎﺕ ﻭﻇﻴﻔﻴﺔ ﻣﺘﺨﺼﺼﺔ‬
‫ﻳﺘﻢ ﺇﺩﺍﺭ‪‬ﺎ ﻭﺍﺳﺘﺜﻤﺎﺭ ﻣﻮﺍﺭﺩﻫﺎ ﻣﻦ ﺧﻼﻝ ﻧﻈﻢ ﺑﺮﺍﻣﺞ ﺇﺩﺍﺭﺓ ﻗﻮﺍﻋﺪ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺧﺪﻣﺔ ﻷﻏﺮﺍﺽ ﺍﻹﺩﺍﺭﺓ‬
‫ﻭﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺧﺎﺻﺔ ﻋﻠﻰ ﺍﳌﺴﺘﻮﻯ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﺃﻳﻦ ﺗﺸﺎﺭﻙ ﺃﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﺻﻴﺎﻏﺔ ﺍﻟﺮﺅﻳﺔ‬
‫ﻭﺍﻷﻫﺪﺍﻑ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻟﻠﻤﻨﻈﻤﺔ ﻭﺩﻋﻢ ﺭﺳﺎﻟﺘﻬﺎ‪ ،‬ﻭﺑﺎﻟﺘﺎﱄ ﲢﻘﻴﻖ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ‪.‬‬
‫ﻛﻤﺎ ﺗﺴﺎﻫﻢ ﺃﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﺩﻋﻢ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﰲ ﻛﺎﻣﻞ ﻣﺮﺍﺣﻠﻬﺎ؛ ﻓﻔﻲ ﻣﺮﺣﻠﺔ‬
‫ﺍﻻﺳﺘﺨﺒﺎﺭﺍﺕ ﻳﻮﻓﺮ ﺍﻟﻨﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﰐ ﳎﻤﻮﻋﺔ "ﺗﻘﺎﺭﻳﺮ ﺩﻭﺭﻳﺔ" ﺃﻭ "ﺑﺎﻻﺳﺘﺜﻨﺎﺀ"‪ ،‬ﺃﻭ ﺣﱴ "ﺗﻘﺎﺭﻳﺮ ﺧﺎﺻﺔ"‬
‫ﺣﻮﻝ ﺍﳌﺸﻜﻠﺔ ﺍﳌﺮﺍﺩ ﺣﻠﻬﺎ‪ ،‬ﻭﰲ ﻣﺮﺣﻠﺔ ﺍﻟﺘﺼﻤﻴﻢ ﻳﺪﻋﻤﻬﺎ ﺍﻟﻨﻈﺎﻡ ﺑﺎﻟﻨﻤﺎﺫﺝ ﺍﻟﺮﻳﺎﺿﻴﺔ ﻭﺍﻟﻜﻤﻴﺔ ﻭﺍﳋﱪﺍﺕ‬
‫ﺍﻟﺴﺎﺑﻘﺔ ﳌﺴﺎﻋﺪﺓ ﻣﺘﺨﺬ ﺍﻟﻘﺮﺍﺭ ﰲ ﺩﺭﺍﺳﺔ ﳐﺘﻠﻒ ﺍﻟﺒﺪﺍﺋﻞ‪ ،‬ﺃﻣﺎ ﻣﺮﺣﻠﺔ ﺍﻻﺧﺘﻴﺎﺭ ﻓﻴﺪﻋﻤﻬﺎ ﺍﻟﻨﻈﺎﻡ ﺑﺈﺟﺮﺍﺀﺍﺕ‬
‫ﲢﻠﻴﻞ ﺍﳊﺴﺎﺳﻴﺔ ﻭﻏﲑﻫﺎ ﻻﺧﺘﻴﺎﺭ ﺍﻟﺒﺪﻳﻞ ﺍﳌﻨﺎﺳﺐ‪ ،‬ﻭﻣﺮﺣﻠﺔ ﺍﻟﺘﻨﻔﻴﺬ ﲢﺘﺎﺝ ﺇﱃ ﻋﻤﻠﻴﺔ ﺍﺗﺼﺎﻝ ﺑﲔ ﳐﺘﻠﻒ‬
‫ﻣﺘﺨﺬﻱ ﺍﻟﻘﺮﺍﺭ ﻭﻣﻨﻔﺬﻳﻪ‪ ،‬ﻭﻣﺎ ﻳﺼﺎﺣﺒﻪ ﻣﻦ ﺗﻔﺴﲑﺍﺕ ﻭﺷﺮﻭﺡ ﻭﻣﺸﺎﻭﺭﺍﺕ‪ ،‬ﻭﻫﻮ ﻣﺎ ﺗﻮﻓﺮﻩ ﺃﻧﻈﻤﺔ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪.‬‬
‫ﻭﻟﻠﺮﻗﺎﺑﺔ ﻋﻠﻰ ﺃﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺃﳘﻴﺔ ﻗﺼﻮﻯ ‪-‬ﺳﻮﺍﺀ ﻛﺎﻧﺖ ﺭﻗﺎﺑﺔ ﻋﺎﻣﺔ ﺃﻭ ﺗﻄﺒﻴﻘﻴﺔ‪ -‬ﻻ ﺗﺘﺠﻠﻰ‬
‫ﻓﻘﻂ ﰲ ﺗﺄﺛﲑﻫﺎ ﺍﳌﺒﺎﺷﺮ ﻋﻠﻰ ﻓﻌﺎﻟﻴﺔ ﻭﻛﻔﺎﺀﺓ ﺍﻟﻨﻈﺎﻡ‪ ،‬ﻭﺇﳕﺎ ﰲ ﲪﺎﻳﺔ ﻭﺳﻼﻣﺔ ﺍﻟﻨﻈﺎﻡ ﲟﻜﻮﻧﺎﺗﻪ ﻭﻣﻮﺍﺭﺩﻩ ﻣﻦ‬
‫ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﳌﻠﻔﺎﺕ ﺍﻟﱵ ﳛﺘﻮﻳﻬﺎ ﻭﻛﺬﺍ ﺍﻟﱪﺍﻣﺞ ﺍﻟﱵ ﺗﻘﻮﻡ ﺑﺘﺨﺰﻳﻨﻬﺎ‪ ،‬ﺇﺩﺍﺭ‪‬ﺎ ﻭﺗﺸﻐﻴﻠﻬﺎ‪.‬‬

‫‪123‬‬
 ‫ﳏﺘﻮﻳﺎﺕ ﺍﻟﻔﺼﻞ ﺍﻟﺮﺍﺑﻊ‪:‬‬
‫ﺍﳌﺒﺤﺚ ﺍﻷﻭﻝ‪ :‬ﲢﺪﻳﺪ ﻭﺗﻌﺮﻳﻒ ﻣﻴﺪﺍﻥ ﺍﻟﺪﺭﺍﺳﺔ‬
‫ﺍﳌﻄﻠﺐ ﺍﻷﻭﻝ‪ :‬ﻧﺒﺬﺓ ﻋﻦ ﺍﻟﺸﺮﻛﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ ﻟﻸﳌﻨﻴﻮﻡ )‪(ALGAL‬‬
‫ﺍﳌﻄﻠﺐ ﺍﻟﺜﺎﱐ‪ :‬ﻧﺸﺎﻁ ﺍﻟﺸﺮﻛﺔ ﻭﺃﳘﻴﺘﻬﺎ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬
‫ﺍﳌﻄﻠﺐ ﺍﻟﺜﺎﻟﺚ‪ :‬ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻟﻠﺸﺮﻛﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ ﻟﻸﳌﻨﻴﻮﻡ‬

‫ﺍﳌﺒﺤﺚ ﺍﻟﺜﺎﱐ‪ :‬ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﰲ ﺍﻟﺸﺮﻛﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ ﻟﻸﳌﻨﻴﻮﻡ‬

‫ﺍﳌﻄﻠﺐ ﺍﻷﻭﻝ‪ :‬ﺗﺪﻓﻖ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﺍﻟﺸﺮﻛﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ ﻟﻸﳌﻨﻴﻮﻡ‬
‫ﺍﳌﻄﻠﺐ ﺍﻟﺜﺎﱐ‪ :‬ﺗﺼﻤﻴﻢ ﻭﺗﻄﺒﻴﻖ ﺍﻟﻨﻈﺎﻡ ﺍﻵﱄ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﺑﺎﻟﺸﺮﻛﺔ‬
‫ﺍﳌﻄﻠﺐ ﺍﻟﺜﺎﻟﺚ‪ :‬ﺍﻟﺘﺠﻬﻴﺰﺍﺕ ﻭﺍﻟﱪﺍﻣﺞ ﺍﻟﻮﻇﻴﻔﻴﺔ ﺍﻟﱵ ﻳﻌﺘﻤﺪ ﻋﻠﻴﻬﺎ‬
‫ﺍﻟﻨﻈﺎﻡ ﺍﻵﱄ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﺑﺎﻟﺸﺮﻛﺔ‬
‫ﺍﳌﺒﺤﺚ ﺍﻟﺜﺎﻟﺚ‪ :‬ﺩﻭﺭ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﰲ ﺩﻋﻢ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ‬
‫ﰲ ﺍﻟﺸﺮﻛﺔ ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ‬
‫ﺍﳌﻄﻠﺐ ﺍﻷﻭﻝ‪ :‬ﻣﺘﻐﲑﺍﺕ ﺍﻟﺪﺭﺍﺳﺔ‬
‫ﺍﳌﻄﻠﺐ ﺍﻟﺜﺎﱐ‪ :‬ﺃﺩﻭﺍﺕ ﲨﻊ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﳌﺴﺘﺨﺪﻣﺔ ﰲ ﺍﻟﺪﺭﺍﺳﺔ‬
‫ﺍﳌﻄﻠﺐ ﺍﻟﺜﺎﻟﺚ‪ :‬ﻭﺻﻒ ﺧﺼﺎﺋﺺ ﻋﻴﻨﺔ ﺍﻟﺪﺭﺍﺳﺔ‬
‫ﺍﳌﻄﻠﺐ ﺍﻟﺮﺍﺑﻊ‪ :‬ﺍﻟﻜﺸﻒ ﻋﻠﻰ ﺩﻭﺭ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﰲ ﺩﻋﻢ‬
‫ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﺑﺎﻟﺸﺮﻛﺔ‬
 ‫ﺗﻤﻬﻴﺪ‪:‬‬
‫ﺑﻌﺪ ﺍﺳﺘﻌﺮﺍﺽ ﺃﻫﻢ ﺍﳌﻔﺎﻫﻴﻢ ﺍﻟﻨﻈﺮﻳﺔ ﺍﳋﺎﺻﺔ ﺑﻌﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻹﺩﺍﺭﻳﺔ ﰲ ﺍﳌﻨﻈﻤﺔ‬
‫ﻭﺍﻟﺪﻭﺭ ﺍﻟﻔﻌﺎﻝ ﺍﻟﺬﻱ ﳝﻜﻦ ﺃﻥ ﺗﻠﻌﺒﻪ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﺍﻟﺮﻓﻊ ﻣﻦ ﻓﻌﺎﻟﻴﺘﻬﺎ‪ ،‬ﺳﺘﺘﻢ ﰲ ﻫﺬﺍ‬
‫ﺍﻟﻔﺼﻞ ﳏﺎﻭﻟﺔ ﺍﻹﻃﻼﻉ ﻋﻠﻰ ﺍﻟﻮﺍﻗﻊ ﺍﳊﻘﻴﻘﻲ ﻟﻠﻤﺆﺳﺴﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ ﺑﺘﺒﲏ ﺃﺳﻠﻮﺏ ﺩﺭﺍﺳﺔ ﺍﳊﺎﻟﺔ ﻛﺄﺣﺪ‬
‫ﺍﻷﺳﺎﻟﻴﺐ ﺍﳍﺎﻣﺔ ﺍﻟﱵ ﻳﺴﺘﺨﺪﻣﻬﺎ ﺍﳌﻨﻬﺞ ﺍﻟﻮﺻﻔﻲ ﺍﻟﺘﺤﻠﻴﻠﻲ ﺍﻟﺬﻱ ﰎ ﺍﻋﺘﻤﺎﺩﻩ ﰲ ﻫﺬﻩ ﺍﻟﺪﺭﺍﺳﺔ‪ ،‬ﺣﻴﺚ‬
‫ﰎ ﺍﺧﺘﻴﺎﺭ ﻣﺆﺳﺴﺔ ﻋﻤﻮﻣﻴﺔ ﺍﻗﺘﺼﺎﺩﻳﺔ ﺫﺍﺕ ﻃﺎﺑﻊ ﺍﺳﺘﺮﺍﺗﻴﺠﻲ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻼﻗﺘﺼﺎﺩ ﺍﻟﻮﻃﲏ؛ ﺑﻮﺻﻔﻬﺎ‬
‫ﺍﳌﺆﺳﺴﺔ ﺍﻟﻮﻃﻨﻴﺔ ﺍﻟﻮﺣﻴﺪﺓ ﺍﻟﱵ ﺗﻘﻮﻡ ﺑﺈﻧﺘﺎﺝ ﻭﺗﺴﻮﻳﻖ ﲨﻴﻊ ﺃﻧﻮﺍﻉ ﺻﻔﺎﺋﺢ ﺍﻷﳌﻨﻴﻮﻡ ﻭﻛﺎﻓﺔ ﺍﳌﻨﺘﺠﺎﺕ‬
‫ﺫﺍﺕ ﺍﻟﻌﻼﻗﺔ ‪‬ﺬﺍ ﺍ‪‬ﺎﻝ‪ ،‬ﺑﺎﻹﺿﺎﻓﺔ ﻟﻜﻮ‪‬ﺎ ﺗﻌﻴﺶ ﻣﻨﺬ ﻋﺪﺓ ﺳﻨﻮﺍﺕ ﻣﻨﺎﻓﺴﺔ ﻣﺘﺰﺍﻳﺪﺓ ﻣﻦ ﻃﺮﻑ‬
‫ﺍﻟﺸﺮﻛﺎﺕ ﺍﻷﺟﻨﺒﻴﺔ ﺑﻌﺪ ﺍﻻﻧﻔﺘﺎﺡ ﺍﻻﻗﺘﺼﺎﺩﻱ ﻭﺍﳌﻌﺎﻫﺪﺍﺕ ﺍﻟﱵ ﺃﺑﺮﻣﺘﻬﺎ ﺍﳉﺰﺍﺋﺮ ﰲ ﺇﻃﺎﺭ ﺍﻻﻧﻀﻤﺎﻡ‬
‫ﻟﻠﻤﻨﻈﻤﺔ ﺍﻟﻌﺎﳌﻴﺔ ﻟﻠﺘﺠﺎﺭﺓ‪ ،‬ﳑﺎ ﺩﻓﻊ ﺍﳌﺆﺳﺴﺔ ﺇﱃ ﺗﻄﻮﻳﺮ ﺃﺳﺎﻟﻴﺐ ﺍﻟﺘﺴﻴﲑ ﻭﺍﻹﻧﺘﺎﺝ ﻟﺮﻓﻊ ﻛﻔﺎﺀﺓ ﺃﺩﺍﺋﻬﺎ‬
‫ﻭﺫﻟﻚ ﺑﺘﺒﲏ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻷﺳﺎﻟﻴﺐ ﺍﳊﺪﻳﺜﺔ‪ ،‬ﺍﻟﱵ ﻛﺎﻥ ﻣﻦ ﺿﻤﻨﻬﺎ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺍﻟﺬﻱ‬
‫ﺗﺘﻨﺎﻭﻟﻪ ﻫﺬﻩ ﺍﻟﺪﺭﺍﺳﺔ ﺑﺎﻟﺘﺤﻠﻴﻞ ﳌﻌﺮﻓﺔ ﻣﺪﻯ ﻣﺴﺎﳘﺘﻪ ﰲ ﺍﻟﺮﻓﻊ ﻣﻦ ﻓﻌﺎﻟﻴﺔ ﻗﺮﺍﺭﺍﺕ ﺍﻟﺸﺮﻛﺔ‪.‬‬
‫ﺍﻟﻤﺒﺤﺚ ﺍﻷﻭﻝ‪ :‬ﺗﺤﺪﻳﺪ ﻭﺗﻌﺮﻳﻒ ﻣﻴﺪﺍﻥ ﺍﻟﺪﺭﺍﺳﺔ‬
‫ﻗﺒﻞ ﺍﻟﺒﺪﺀ ﰲ ﲢﻠﻴﻞ ﺍﻟﻨﻈﺎﻡ ﻻﺑﺪ ﻣﻦ ﺗﻮﺿﻴﺢ ﺣﺪﻭﺩ ﺍﳌﺆﺳﺴﺔ ﻭﻋﻼﻗﺘﻬﺎ ﺑﺎﻷﻃﺮﺍﻑ ﺍﳋﺎﺭﺟﻴﺔ‪ ،‬ﻭﻛﺬﺍ‬
‫ﻋﺮﺽ ﻫﻴﻜﻠﻬﺎ ﺍﻟﺘﻨﻈﻴﻤﻲ ﺑﺎﻋﺘﺒﺎﺭﻩ ﺇﻃﺎﺭﺍ ﻟﻠﺘﻔﺎﻋﻞ ﻭﲢﺪﻳﺪ ﺍﳌﻬﺎﻡ ﻭﺍﳌﺴﺆﻭﻟﻴﺎﺕ‪ ،‬ﻛﻤـﺎ ﻳـﺒﲔ ﺷـﺒﻜﺎﺕ‬
‫ﺍﻻﺗﺼﺎﻝ ﻟﺘﺒﺎﺩﻝ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﻟﻐﺮﺽ ﲢﻘﻴﻖ ﺍﻷﻫﺪﺍﻑ ﺍﳌﺮﺟﻮﺓ‪ .‬ﻭﻣﻦ ﻫﺬﺍ ﺍﳌﻨﻄﻠﻖ ﻭﺟﺐ ﺗﻮﺿﻴﺢ‬
‫ﻛﻞ ﻣﺎ ﻳﺘﻌﻠﻖ ﺑﺎﻟﺸﺮﻛﺔ ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ؛ ﻣﻦ ﺻﻔﺘﻬﺎ ﺍﻟﻘﺎﻧﻮﻧﻴﺔ‪ ،‬ﺭﺃﲰﺎﳍﺎ‪ ،‬ﻣﻘﺮﻫـﺎ ﺍﻻﺟﺘﻤـﺎﻋﻲ‪ ،‬ﺃﳘﻴﺘـﻬﺎ‬
‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ‪ ،‬ﻫﻴﻜﻠﻬﺎ ﺍﻟﺘﻨﻈﻴﻤﻲ‪...‬ﻭﻏﲑﻫﺎ‪ ،‬ﻭﺫﻟﻚ ﻋﻠﻰ ﺍﻟﻨﺤﻮ ﺍﻟﺘﺎﱄ‪:‬‬
‫ﺍﻟﻤﻄﻠﺐ ﺍﻷﻭﻝ‪ :‬ﻧﺒﺬﺓ ﻋﻦ ﺍﻟﺸﺮﻛﺔ ﺍﻟﺠﺰﺍﺋﺮﻳﺔ ﻟﻸﻟﻤﻨﻴﻮﻡ )‪(ALGAL‬‬
‫ﺇﻥ ﺍﻟﺸﺮﻛﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ ﻟﻸﳌﻨﻴﻮﻡ )‪ (ALGAL‬ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ ﻫﻲ ﰲ ﺍﳊﻘﻴﻘﺔ ﻓﺮﻉ ﻣـﻦ ﺍﻟﻔـﺮﻭﻉ‬
‫ﺍﻟﺮﺋﻴﺴﻴﺔ ﻟﻠﻤﺆﺳﺴﺔ ﺍﻟﻮﻃﻨﻴﺔ ﺍﻟﻌﺪﺍﻧﺔ ﻭﲢﻮﻳﻞ ﺍﳌﻌﺎﺩﻥ ﻏﲑ ﺍﳊﺪﻳﺪﻳﺔ )‪ ، 1(METANOF‬ﻭﻫﺬﻩ ﺍﻷﺧﲑﺓ‬
‫ﺗﻌﺘﱪ ﻣﺆﺳﺴﺔ ﻋﻤﻮﻣﻴﺔ ﺍﻗﺘﺼﺎﺩﻳﺔ ﻧﺸﺄﺕ ﺑﻌﺪ ﺇﻋﺎﺩﺓ ﻫﻴﻜﻠﺔ ﺍﳌﺆﺳـﺴﺔ ﺍﻟﻮﻃﻨﻴـﺔ ﻟﻠﺤﺪﻳـﺪ ﻭﺍﻟـﺼﻠﺐ‬
‫)‪ ،(SIDER‬ﲟﻮﺟﺐ ﺍﳌﺮﺳﻮﻡ ﺍﻟﺘﻨﻔﻴﺬﻱ ﺭﻗﻢ‪ 233/85 :‬ﺍﻟﺼﺎﺩﺭ ﺑﺘـﺎﺭﻳﺦ‪ ،1985/08/25 :‬ﻭﻫـﻲ‬
‫ﺷﺮﻛﺔ ﺫﺍﺕ ﺃﺳﻬﻢ ﺑﺮﺃﲰﺎﻝ ﻗﺪﺭﻩ ‪ 1.314.000.000‬ﺩﺝ ﻣﻘﺴﻢ ﺇﱃ ‪ 13410‬ﺳﻬﻢ‪ ،‬ﻛﻤﺎ ﻳﻘﻊ ﻣﻘﺮﻫﺎ‬
‫ﺍﻻﺟﺘﻤﺎﻋﻲ ﳌﺪﻳﺮﻳﺘﻬﺎ ﺍﻟﻌﺎﻣﺔ ﰲ ﻣﺪﻳﻨﺔ ﺗﻠﻤﺴﺎﻥ‪.‬‬

‫‪1‬‬
‫‪METANOF : Entreprise Nationale de Métallurgie et de Transformation des Métaux‬‬
‫‪non Ferreux.‬‬
‫‪125‬‬
‫ﲣﺘﺺ ﺍﳌﺆﺳﺴﺔ ﺍﻟﻮﻃﻨﻴﺔ ﻟﻠﻌﺪﺍﻧﺔ ﻭﲢﻮﻳﻞ ﺍﳌﻌﺎﺩﻥ ﻏﲑ ﺍﳊﺪﻳﺪﻳﺔ ﺑﺎﻟﺒﺤـﺚ ﻭﺍﻟﺘﻨﻤﻴـﺔ‪ ،‬ﺍﻹﻧﺘـﺎﺝ‪،‬‬
‫ﺍﻻﺳﺘﲑﺍﺩ ﻭﺍﻟﺘﺼﺪﻳﺮ‪ ،‬ﻭﺗﻮﺯﻳﻊ ﻣﻨﺘﺠﺎﺕ ﺗﺎﺑﻌﺔ ﻟﻠﻌﺪﺍﻧﺔ ﺍﻟﻘﺎﻋﺪﻳﺔ؛ ﻛﺎﻟﺰﻧﻚ‪ ،‬ﺍﻷﳌﻨﻴﻮﻡ‪ ،‬ﺍﻟﻨﺤﺎﺱ‪ ،‬ﺍﻟﺮﺻـﺎﺹ‬
‫ﻭﺍﻟﻜﺎﺩﻳﻮﻡ‪...‬ﻭﻏﲑﻫﺎ‪ ،‬ﺇﺿﺎﻓﺔ ﺇﱃ ﺇﻋﺪﺍﺩ ﻭﲢﻮﻳﻞ ﺍﳌﻌﺎﺩﻥ ﻏﲑ ﺍﳊﺪﻳﺪﻳﺔ ﲟﺎ ﻓﻴﻬﺎ ﺍﻟﺬﻭﺑﺎﻥ ﺍﻟﺜـﺎﱐ )ﺍﻹﺫﺍﺑـﺔ‬
‫ﺍﻟﺜﺎﻧﻴﺔ(‪ .1‬ﻭﻋﻠﻰ ﻫﺬﺍ ﺍﻷﺳﺎﺱ ﻓﻤﺆﺳﺴﺔ ﻣﻴﺘﺎﻧﻮﻑ )‪ (METANOF‬ﺗﺘﻜﻮﻥ ﻣﻦ ﻓﺮﻋﲔ ﺃﺳﺎﺳﻴﲔ ﳘﺎ‪:‬‬
‫‪ -‬ﻭﺣﺪﺓ ﺍﻟﺘﺤﻠﻴﻞ ﺍﻟﻜﻬﺮﺑﺎﺋﻲ ﻟﻠﺰﻧﻚ )ﻭﻣﻘﺮﻫﺎ ﺑﺎﻟﻐﺰﻭﺍﺕ(‪.‬‬
‫‪ -‬ﻭﺣﺪﺓ ﺍﻟﺒﺜﻖ ﻭﺍﻟﺘﻐﻄﻴﺔ ﻭﺗﺬﻭﻳﺐ ﺍﻷﳌﻨﻴﻮﻡ )ﻭﻣﻘﺮﻫﺎ ﺑﺎﳌﺴﻴﻠﺔ(‪.‬‬
‫ﻋﺎﻡ ‪1998‬؛ ﻭﰲ ﻇﻞ ﻗﻮﺍﻧﲔ ﺍﺳﺘﻘﻼﻟﻴﺔ ﺍﳌﺆﺳﺴﺎﺕ ﺍﻟﻮﻃﻨﻴﺔ‪ ،‬ﺍﺳﺘﻘﻠﺖ ﺍﻟﻮﺣﺪﺗﺎﻥ ﻋﻦ ﺍﳌﺆﺳﺴﺔ ﺍﻷﻡ‬
‫"ﻣﻴﺘﺎﻧﻮﻑ"‪ ،‬ﻭﺃﺻﺒﺤﺖ ﺗﺴﻤﻰ ﻭﺣﺪﺓ ﺍﻟﻐﺰﻭﺍﺕ ﺑﺎﻟﺸﺮﻛﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ ﻟﻠﺰﻧـﻚ )‪ ،(ALZINC‬ﻭﻭﺣـﺪﺓ‬
‫ﺍﳌﺴﻴﻠﺔ ‪-‬ﻭﻫﻲ ﺍﻟﺸﺮﻛﺔ ﺍﳌﺨﺘﺎﺭﺓ ﻟﻠﺪﺭﺍﺳﺔ‪-‬ﺑﺎﻟﺸﺮﻛﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ ﻟﻸﳌﻨﻴﻮﻡ )‪.(ALGAL‬‬
‫ﺍﻧﻄﻠﻘﺖ ﺃﺷﻐﺎﻝ ﺇﳒﺎﺯ ﺍﻟﺸﺮﻛﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ ﻟﻸﳌﻨﻴﻮﻡ )‪ (ALGAL‬ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ ﻳﻮﻡ‪1983/03/01 :‬‬
‫ﺑﺎﳌﻨﻄﻘﺔ ﺍﻟﺼﻨﺎﻋﻴﺔ ﺑﺎﳌﺴﻴﻠﺔ ﻋﻠﻰ ﺑﻌﺪ ‪240‬ﻛﻠﻢ ﺟﻨﻮﺏ ﺷﺮﻕ ﺍﳉﺰﺍﺋﺮ ﺍﻟﻌﺎﺻﻤﺔ ﻋﻠﻰ ﻣﺴﺎﺣﺔ ﺗﻘﺪﺭ ﺑِـ‪:‬‬
‫‪ 12.3‬ﻫﻜﺘﺎﺭ ﺇﺛﺮ ﺗﻮﻗﻴﻊ ﺍﳉﺰﺍﺋﺮ ﻋﻘﺪ ﻣﻊ ﺍﻟﺸﺮﻛﺘﲔ ﺍﻟﻴﺎﺑﺎﻧﻴﺘﲔ )‪ ،(CITOH-VBE‬ﻭﻗـﺪ ﺩﺍﻣـﺖ‬
‫ﺍﻷﺷﻐﺎﻝ ﻗﺮﺍﺑﺔ ‪ 32‬ﺷﻬﺮﺍ ﺃﻳﻦ ﺑﺎﺷﺮﺕ ﺍﳌﺆﺳﺴﺔ ﺃﻭﻝ ﻋﻤﻠﻴﺔ ﺇﻧﺘﺎﺟﻴﺔ ﳍﺎ ﰲ ﺷﻬﺮ ﺃﻛﺘﻮﺑﺮ‪ ،1985‬ﺑﻄﺎﻗـﺔ‬
‫ﺇﻧﺘﺎﺟﻴﺔ ﻭﺻﻠﺖ ﺇﱃ ‪5500‬ﻃﻦ‪/‬ﺳﻨﻮﻳﺎ‪.‬‬
‫ﻭﺑﺘﺎﺭﻳﺦ ‪1998/05/24‬؛ ﻭﰲ ﺇﻃﺎﺭ ﻗﺎﻧﻮﻥ ﺍﺳﺘﻘﻼﻟﻴﺔ ﻭﺇﻋﺎﺩﺓ ﻫﻴﻜﻠﺔ ﺍﳌﺆﺳﺴﺎﺕ ﺍﻟﻮﻃﻨﻴـﺔ ﺍﻟﻌﻤﻮﻣﻴـﺔ‬
‫ﺃﺻﺒﺤﺖ ﺍﻟﺸﺮﻛﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ ﻟﻸﳌﻨﻴـﻮﻡ )‪ (ALGAL‬ﺷـﺮﻛﺔ ﺫﺍﺕ ﺃﺳـﻬﻢ ﺑـﺮﺃﺱ ﻣـﺎﻝ ﻗـﺪﺭﻩ‪:‬‬
‫‪2‬‬
‫‪185.000.000‬ﺩﺝ ﻣﻘﺴﻢ ﺇﱃ ‪ 1850‬ﺳﻬﻢ ﳑﻠﻮﻛﺔ ﺑﻨﺴﺒﺔ ‪ %100‬ﳌﺆﺳﺴﺔ ﻣﻴﺘﺎﻧﻮﻑ‪.‬‬

‫ﺍﻟﻤﻄﻠﺐ ﺍﻟﺜﺎﻧﻲ‪ :‬ﻧﺸﺎﻁ ﺍﻟﺸﺮﻛﺔ ﻭﺃﻫﻤﻴﺘﻬﺎ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬

‫ﲣﺘﺺ ﺷﺮﻛﺔ "ﺍﳉﺰﺍﺋﺮﻳﺔ ﻟﻸﳌﻨﻴﻮﻡ")‪ (ALGAL‬ﺑﺈﻧﺘﺎﺝ ﲨﻴﻊ ﺃﻧﻮﺍﻉ ﺍﻷﳌﻨﻴﻮﻡ‪ ،‬ﺳﻮﺍﺀ ﻋﻠﻰ ﺷﻜﻞ‬
‫ﻣﻨﺸﺂﺕ )ﻛﻮﺍﺟﻬﺎﺕ ﺍﻟﻌﻤﺎﺭﺍﺕ‪ ،‬ﺃﻭ ﻭﺍﺟﻬﺎﺕ ﺍﶈﻼﺕ‪ ،‬ﺃﻭ ﻏﺮﻑ ﺍﻧﺘﻈﺎﺭ ﺍﳊـﺎﻓﻼﺕ ﰲ ﺍﶈﻄـﺎﺕ‪ ،‬ﺃﻭ‬
‫ﺍﳍﻮﺍﺋﻴﺎﺕ‪...‬ﺃﻭ ﻏﲑﻫﺎ(‪ ،‬ﺃﻭ ﻋﻠﻰ ﺷﻜﻞ ﳎﻨﺒﺎﺕ )ﺻﻔﺎﺋﺢ=‪ (Profilées‬ﺗﺴﺘﺨﺪﻡ ﰲ ﳎﺎﻝ ﳒﺎﺭﺓ ﺍﻷﳌﻨﻴﻮﻡ‬
‫ﻭﺍﻟﺸﻜﻞ )‪ (30‬ﻳﻮﺿﺢ ﻣﺮﺍﺣﻞ ﺇﻋﺪﺍﺩ ﳎﻨﺒﺎﺕ ﺍﻷﳌﻨﻴﻮﻡ‪ ،‬ﺃﻭ ﺃﻧﺎﺑﻴﺐ ﺗﺴﺘﺨﺪﻡ ﰲ ﺃﻏﺮﺍﺽ ﺍﻟﺮﻱ ﻭﺍﻟﺼﻨﺎﻋﺔ‬
‫ﻭﻏﲑﻫﺎ‪ .‬ﻛﻤﺎ ﳝﻜﻦ ﻟﻠﺸﺮﻛﺔ ﺇﻧﺘﺎﺝ ﺗﺸﻜﻴﻠﺔ ﻛﺒﲑﺓ ﻣﻦ ﺍﻟﺘﻮﺍﺑﻊ)‪ (Accessoires‬ﻛﻤﻘـﺎﺑﺾ ﺍﻷﺑـﻮﺍﺏ‬
‫ﻭﺍﻟﻨﻮﺍﻓﺬ )‪ ،(les poignés‬ﺃﻭ ﺩﻋﺎﻣﺎﺕ ﺍﻟﺴﺘﺎﺋﺮ‪...‬ﺃﻭ ﻏﲑﻫﺎ‪ .‬ﻭﻫﺬﺍ ﻛﻠﻪ ﺍﻧﻄﻼﻗﺎ ﻣﻦ ﺳﺒﺎﺋﻚ‬

‫ﺍﳌﻮﻗﻊ ﺍﻟﺮﲰﻲ ﻟﺸﺮﻛﺔ ﻣﻴﻄﺎﻧﻮﻑ ﻋﻠﻰ ﺷﺒﻜﺔ ﺍﻻﻧﺘﺮﻧﺖ ‪http// www.metanof.algal.com‬‬

‫‪1‬‬

‫‪2 Société Algérienne De L’aluminium, Le Guide De Présentation De La Société,‬‬

‫‪Septembre 2000.‬‬
‫‪126‬‬
127
‫ﻭﺃﺳﻄﻮﺍﻧﺎﺕ )‪ (cylindres‬ﺍﻷﳌﻨﻴﻮﻡ ﺍﳌﻨﺘﺠﺔ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﻟﺸﺮﻛﺔ ﺫﺍ‪‬ﺎ ﺃﻭ ﺍﳌـﺴﺘﻮﺭﺩﺓ ﻣـﻦ ﺧـﺎﺭﺝ‬
‫ﺍﻟﻮﻃﻦ‪ ،‬ﻭﻟﺪﻯ ﺍﻟﺸﺮﻛﺔ ﺇﻣﻜﺎﻧﻴﺔ ﺗﻠﻮﻳﻦ ﻣﻨﺘﺠﺎ‪‬ﺎ ﺑﻮﺍﺳﻄﺔ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﺘﻘﻨﻴﺎﺕ ﻭﺍﻷﺳﺎﻟﻴﺐ ﺍﳊﺪﻳﺜﺔ‪ ،‬ﻭﻛﺬﺍ‬
‫ﳎﻤﻮﻋﺔ ﻛﺒﲑﺓ ﻣﻦ ﺍﻷﻟﻮﺍﻥ ﺍﳌﻨﺎﺳﺒﺔ ﺍﻟﱵ ﺗﻐﻄﻲ ﺑﺸﻜﻞ ﻛﺎﻣﻞ ﺃﺫﻭﺍﻕ ﺍﳌﺴﺘﻬﻠﻜﲔ‪ .‬ﻛﻤﺎ ﲤـ ‪‬ﻮﻥ ﺍﻟﻮﺣـﺪﺓ‬
‫ﺑﺎﳌﻮﺍﺩ ﺍﻷﻭﻟﻴﺔ ﺍﻟﻼﺯﻣﺔ ﳌﺰﺍﻭﻟﺔ ﺍﻟﻨﺸﺎﻁ ﻭﺍﳌﺘﻤﺜﻠﺔ ﰲ ﺍﻷﳌﻨﻴﻮﻡ ﺍﳋﺎﻡ‪ ،‬ﺗﺒﺎﻳﻦ ﺍﻷﳌﻨﻴﻮﻡ‪ ،‬ﻭﺑﻌﺾ ﺍﻷﲪﺎﺽ ﻣـﻦ‬
‫ﺍﻟﺴﻮﻕ‪ ،‬ﻭﻫﻨﺎ ﳚﺐ ﺍﻟﺘﻔﺮﻳﻖ ﺑﲔ ﻧﻮﻋﲔ ﻣﻦ ﺍﻟﺴﻮﻕ ﳘﺎ‪ :‬ﺍﻟﺴﻮﻕ ﺍﶈﻠﻴﺔ ﻭﺍﻟﺴﻮﻕ ﺍﳋﺎﺭﺟﻴﺔ‪.‬‬
‫ﺍﻟﺴﻮﻕ ﺍﶈﻠﻴﺔ‪ :‬ﺍﻟﻮﺣﺪﺓ ﺗﺘﺤﺼﻞ ﻋﻠﻰ ﺍﻷﲪﺎﺽ ﻣﻦ ﺍﳌﺆﺳﺴﺎﺕ ﺍﻟﻮﻃﻨﻴﺔ ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬
‫‪-‬ﺍﳌﺆﺳﺴﺔ ﺍﻟﻮﻃﻨﻴﺔ ﻟﺘﺨﺰﻳﻦ ﻭﺗﻮﺯﻳﻊ ﺍﶈﺮﻭﻗﺎﺕ)‪.(NAFTAL‬‬
‫‪-‬ﺍﻟﺸﺮﻛﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ ﻟﻠﺤﺪﻳﺪ ﻭﺍﻟﺼﻠﺐ )‪.(SIDER‬‬
‫‪-‬ﺍﳌﺆﺳﺴﺔ ﺍﻟﻮﻃﻨﻴﺔ ﻟﺼﻨﺎﻋﺔ ﺍﻟﺒﻄﺎﺭﻳﺎﺕ )‪.(ENIP‬‬
‫‪-‬ﻭﺣﺪﺓ ﺍﻟﺰﻧﻚ ﺑﺎﻟﻐﺰﻭﺍﺕ‪.‬‬
‫ﻛﻤﺎ ﺗﻘﻮﻡ ﺍﻟﺸﺮﻛﺔ ﺑﺎﺳﺘﲑﺍﺩ ﺑﻌﺾ ﻗﻄﻊ ﺍﻟﻐﻴﺎﺭ ﻭﻛﺬﺍ ﺳﺒﺎﺋﻚ ﺍﻷﳌﻨﻴﻮﻡ ﻣﻦ ﻋﺪﺓ ﺑﻠﺪﺍﻥ ﺃﺟﻨﺒﻴـﺔ؛ ﻣﻨـﻬﺎ‪:‬‬
‫ﺑﻠﺠﻴﻜﺎ‪ ،‬ﺇﺳﺒﺎﻧﻴﺎ‪ ،‬ﻓﺮﻧﺴﺎ‪ ،‬ﺍﻟﺴﻮﻳﺪ‪ ،‬ﻣﺼﺮ‪ ،‬ﺍﻹﻣﺎﺭﺍﺕ‪.‬‬
‫ﺗﻌﺘﱪ ﺍﻟﺸﺮﻛﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ ﻟﻸﳌﻨﻴﻮﻡ )ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ( ﺍﻟﻮﺣﻴﺪﺓ ﻋﻠﻰ ﺍﳌﺴﺘﻮﻯ ﺍﻟﻮﻃﲏ ﺍﳌﺘﺨﺼﺼﺔ ﰲ‬
‫ﻫﺬﺍ ﺍ‪‬ﺎﻝ ﺑﺎﻋﺘﺒﺎﺭﻫﺎ ﻭﺣﺪﺓ ﻟﻺﻧﺘﺎﺝ‪ ،‬ﺍﻟﺘﺼﻤﻴﻢ ﻭﺍﻟﺘﺮﻛﻴﺐ‪ ،‬ﻭﻛﺬﺍ ﻟﻠﺘﻮﺯﻳﻊ ﺍﻟﺪﺍﺧﻠﻲ ﻭﺍﳋﺎﺭﺟﻲ‪ ،‬ﳑﺎ‬
‫ﻳ‪‬ﻜﺴﺒﻬﺎ ﺃﳘﻴﺔ ﻛﱪﻯ ﻭﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﰲ ﳎﺎﻝ ﺍﻻﻗﺘﺼﺎﺩ ﺍﻟﻮﻃﲏ‪ ،‬ﺧﺎﺻﺔ ﻭﺃ‪‬ﺎ ﲤﺘﻠﻚ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﻔﺮﻭﻉ ﺍﻟﱵ‬
‫ﺗﻜﻔﻞ ﳍﺎ ﺇﻧﺘﺎﺝ ﻭﺗﺴﻮﻳﻖ ﻣﻨﺘﺠﺎ‪‬ﺎ ﺑﺴﻬﻮﻟﺔ ﻭﻓﻌﺎﻟﻴﺔ؛ ﻓﻬﻲ ﺗﻘﻮﻡ ﺑﺎﻟﺘﺼﻨﻴﻊ ﰲ ﻭﺣﺪﺓ )‪ ∗(EARA‬ﻟﺒﺜﻖ‬
‫ﻭﺃﻧﻮﺩﺓ ﻭﺗﺬﻭﻳﺐ ﺍﻷﳌﻨﻴﻮﻡ ﺍﻟﻜﺎﺋﻨﺔ ﲟﺪﻳﻨﺔ ﺍﳌﺴﻴﻠﺔ؛ ﻭﻣﺎ ﲤﺜﻠﻪ ﻣﻦ ﻣﻮﻗﻊ ﺍﺳﺘﺮﺍﺗﻴﺠﻲ ﻳﺴﻤﺢ ﺑﺘﻮﺯﻳﻊ ﺍﳌﻨﺘﺠﺎﺕ‬
‫ﻋﻠﻰ ﻛﺎﻣﻞ ﺍﻟﺘﺮﺍﺏ ﺍﻟﻮﻃﲏ‪ ،‬ﻭﻫﻲ ﻻ ﺗﺒﻌﺪ ﻋﻦ ﺍﳌﺪﻳﺮﻳﺔ ﺍﻟﻌﺎﻣﺔ ﺳﻮﻯ ﺑﺒﻀﻌﺔ ﻣﺌﺎﺕ ﻣﻦ ﺍﻷﻣﺘﺎﺭ؛ ﻭﻫﺬﺍ‬
‫ﺣﺮﺻﺎ ﻋﻠﻰ ﺍﻧﺘﻘﺎﻝ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﰲ ﺍﻟﻮﻗﺖ ﺍﳌﻨﺎﺳﺐ‪ ،‬ﺧﺪﻣﺔ ﻷﻏﺮﺍﺽ ﺍﻟﺘﺨﻄﻴﻂ ﻭﺍﻟﺮﻗﺎﺑﺔ‪.‬‬
‫ﻛﻤﺎ ﳛﺘﻮﻱ ﻣﺼﻨﻊ )‪ (EARA‬ﺑﺎﳌﺴﻴﻠﺔ ﻋﻠﻰ ﻭﺭﺷﺔ ﳐﺼﺼﺔ ﻟﻨﺠﺎﺭﺓ ﺍﻷﳌﻨﻴﻮﻡ ﻭﻣﺎ ﲤﺜﻠﻪ ﻣﻦ ﲢﻮﻳﻞ‬
‫‪‬ﻨﺒﺎﺕ ﺍﻷﳌﻨﻴﻮﻡ ﺇﱃ ﻣﻨﺸﺂﺕ ﺟﺎﻫﺰﺓ‪ .‬ﺇﺿﺎﻓﺔ ﺇﱃ ﻛﻞ ﻣﺎ ﺳﺒﻖ ﺗﻌﺘﻤﺪ ﺷﺮﻛﺔ )‪ (ALGAL‬ﰲ ﳎﺎﻝ ﳒﺎﺭﺓ‬
‫ﻭﺗﻮﺯﻳﻊ ﺍﻷﳌﻨﻴﻮﻡ ﻋﻠﻰ ﺃﺭﺑﻌﺔ ﻭﺣﺪﺍﺕ ﺃﺳﺎﺳﻴﺔ ﲤﺜﻞ ﺷﺒﻜﺔ ﻭﻃﻨﻴﺔ ﻟﻠﻨﺠﺎﺭﺓ ﻭﺇﻋﺎﺩﺓ ﺑﻴﻊ ﺍﻷﳌﻨﻴﻮﻡ ﻛﺪﻋﻢ‬
‫ﲡﺎﺭﻱ ﳌﺼﻨﻊ )‪ (EARA‬ﻟﻺﻧﺘﺎﺝ؛ ﻭﺫﻟﻚ ﺑﺎﻟﺸﻜﻞ ﺍﻟﺘﺎﱄ‪:‬‬
‫‪ -‬ﻭﺣﺪﺓ ﺍﻟﻨﺠﺎﺭﺓ ﻭﺇﻋﺎﺩﺓ ﺑﻴﻊ ﺍﻷﳌﻨﻴﻮﻡ ﺑﺎﳉﺰﺍﺋﺮ ﺍﻟﻌﺎﺻﻤﺔ ) ‪Unité de Menuiserie et de‬‬
‫‪.(Revente de l’Aluminium d’Alger‬‬
‫‪ -‬ﻭﺣﺪﺓ ﺍﻟﻨﺠﺎﺭﺓ ﻭﺇﻋﺎﺩﺓ ﺑﻴﻊ ﺍﻷﳌﻨﻴﻮﻡ ﺑﻌﻨﺎﺑﺔ )‪.(MRA d’Annaba‬‬

‫∗‬
‫‪Unité d’Extrusion et d’Anodisation et de Refonte de l’Aluminium.‬‬
‫‪128‬‬
 ‫‪ -‬ﻭﺣﺪﺓ ﺍﻟﻨﺠﺎﺭﺓ ﻭﺇﻋﺎﺩﺓ ﺑﻴﻊ ﺍﻷﳌﻨﻴﻮﻡ ﺑﺎﻟﻐﺰﻭﺍﺕ )‪.(MRA d’Elghazaouet‬‬
‫‪ -‬ﻭﺣﺪﺓ ﺍﻟﻨﺠﺎﺭﺓ ﻭﺇﻋﺎﺩﺓ ﺑﻴﻊ ﺍﻷﳌﻨﻴﻮﻡ ﺑﻮﻫﺮﺍﻥ )‪.(MRA d’Oran‬‬
‫ﻭﺍﳌﻼﺣﻆ ﻫﻮ ﺗﻮﺯﻋﻬﺎ ﻋﻠﻰ ﻃﻮﻝ ﺍﻟﺴﺎﺣﻞ ﺍﻟﻮﻃﲏ ﻟﻀﻤﺎﻥ ﻭﺻﻮﻝ ﻭﲣﺰﻳﻦ ﺍﳌﻮﺍﺩ ﺍﻷﻭﻟﻴﺔ ﻭﻗﻄﻊ ﺍﻟﻐﻴﺎﺭ‬
‫ﺍﳌﺴﺘﻮﺭﺩﺓ ﻣﻦ ﺍﳋﺎﺭﺝ )ﻛﻤﺼﺮ ﻭﺍﻹﻣﺎﺭﺍﺕ ﺍﻟﻌﺮﺑﻴﺔ‪ ،‬ﺇﺳﺒﺎﻧﻴﺎ ﻭﻓﺮﻧﺴﺎ‪ ،‬ﺍﻟﺴﻮﻳﺪ ﻭﺑﻠﺠﻴﻜﺎ(‪ ،‬ﻭﻣﻦ ﰒ ﺇﺭﺳﺎﳍﺎ‬
‫ﺇﱃ ﻭﺣﺪﺓ ﺍﻹﻧﺘﺎﺝ ﺑﺎﳌﺴﻴﻠﺔ‪ ،‬ﻛﻤﺎ ﺗﻌﻤﻞ ﻫﺬﻩ ﺍﻟﻮﺣﺪﺍﺕ ﻋﻠﻰ ﺍﺳﺘﻘﺒﺎﻝ ﺍﳌﻨﺘﺠﺎﺕ ﻣﻦ ﻣﺼﻨﻊ )‪(EARA‬‬
‫ﻭﺍﻟﻘﻴﺎﻡ ﺑﺘﺴﻮﻳﻘﻪ ﺳﻮﺍﺀ ﻋﻠﻰ ﺍﳌﺴﺘﻮﻯ ﺍﻟﺪﺍﺧﻠﻲ ﺃﻭ ﺑﺘﺼﺪﻳﺮﻩ ﻟﻠﺨﺎﺭﺝ ﺑﺎﻋﺘﺒﺎﺭ ﺃﻥ ﲨﻴﻊ ﻫﺬﻩ ﺍﻟﻮﺣﺪﺍﺕ ﺗﻘﻊ‬
‫ﺑﺎﻟﻘﺮﺏ ﻣﻦ ﻣﻮﺍﱏﺀ ﺗﺘﻮﺯﻉ ﻣﻦ ﺷﺮﻕ ﺍﻟﺒﻼﺩ ﺇﱃ ﻏﺮ‪‬ﺎ‪ ،‬ﻭﺫﻟﻚ ﺗﺒﻌﺎ ﻟﻄﻠﺒﺎﺕ ﺍﻟﺰﺑﺎﺋﻦ ﻭﺃﺫﻭﺍﻗﻬﻢ‪ ،‬ﻛﻤﺎ‬
‫ﺗﺴ ِﻮّﻕ ﺍﻟﺸﺮﻛﺔ ﻣﻨﺘﺠﺎ‪‬ﺎ ﻣﻦ ﺧﻼﻝ ﺷﺒﻜﺔ ﻣﻦ ﺍﻟﻮﻛﻼﺀ ﺍﳌﻌﺘﻤﺪﻳﻦ ﻣﻦ ﻃﺮﻓﻬﺎ ﻭﺍﳌﻨﺘﺸﺮﻳﻦ ﻋﱪ ﻛﺎﻣﻞ‬
‫ﺍﻟﺘﺮﺍﺏ ﺍﻟﻮﻃﲏ‪.‬‬
‫ﻭﰲ ﻇﻞ ﺍﻧﻀﻤﺎﻡ ﺍﳉﺰﺍﺋﺮ ﺗﺪﺭﳚﻴﺎ ﺇﱃ ﺍﳌﻨﻈﻤﺔ ﺍﻟﻌﺎﳌﻴﺔ ﻟﻠﺘﺠﺎﺭﺓ‪ ،‬ﻭﻣﺎ ﺻﺎﺣﺒﻬﺎ ﻣﻦ ﺍﻧﻔﺘﺎﺡ ﻋﻠﻰ‬
‫ﺍﻷﺳﻮﺍﻕ ﺍﻟﻌﺎﳌﻴﺔ ﺃﺻﺒﺤﺖ ﺍﳌﺆﺳﺴﺔ ﺗﻌﺎﱐ ﻣﻦ ﺃﺛﺮ ﺍﳌﻨﺎﻓﺴﺔ ﺍﻷﺟﻨﺒﻴﺔ ﺧﺎﺻﺔ ﻣﻦ ﺑﻌﺾ ﺍﻟﺪﻭﻝ ﺍﻟﻌﺮﺑﻴﺔ ﺃﻳﻦ‬
‫ﺗﺘﻮﻓﺮ ﺍﳌﻮﺍﺩ ﺍﻷﻭﻟﻴﺔ ﻭﺍﻟﻴﺪ ﺍﻟﻌﺎﻣﻠﺔ ﺍﻟﺮﺧﻴﺼﺔ )ﻋﻜﺲ ﺍﳌﻨﺘﻮﺝ ﺍﻷﻭﺭﻭﰊ(‪ ،1‬ﻣﺎ ﺍﻧﻌﻜﺲ ﺑﺎﻟﺴﻠﺐ ﻋﻠﻰ‬
‫ﻣﺒﻴﻌﺎ‪‬ﺎ‪ ،‬ﻭﺑﺎﻟﺘﺎﱄ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺃﺭﺑﺎﺣﻬﺎ‪ ،‬ﻣﺎ ﺩﻓﻊ ﻣﺘﺨﺬﻱ ﺍﻟﻘﺮﺍﺭ ﰲ ﺍﳌﺆﺳﺴﺔ ﺇﱃ ﺍﻟﻘﻴﺎﻡ ﺑﺎﻟﻌﺪﻳﺪ ﻣﻦ‬
‫ﺍﻹﺟﺮﺍﺀﺍﺕ ﺍﻟﻌﺎﺟﻠﺔ ﳌﻮﺍﻛﺒﺔ ﻭﺍﻟﺘﺄﻗﻠﻢ ﻣﻊ ﺗﻘﻠﺒﺎﺕ ﺍﻟﺴﻮﻕ؛ ﻣﻦ ﺗﺮﺷﻴﺪ ﻟﻠﻨﻔﻘﺎﺕ ﻭﺍﻟﺴﲑ ِﻗﺪ‪‬ﻣﺎ ﰲ ﲢﺴﲔ‬
‫ﺍﳋﺪﻣﺎﺕ ﺍﳌﻘﺪﻣﺔ ﻟﻠﺰﺑﺎﺋﻦ‪ ،‬ﻭﺗﺒﲏ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻨﺎﺳﺒﺔ‪ ،‬ﻭﻣﻦ ﺑﻴﻨﻬﺎ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ‪،‬‬
‫ﻟﺮﺑﺢ ﺍﻟﻮﻗﺖ ﻭﺗﻮﻓﲑ ﺍﳉﻬﺪ ﻭﺍﳌﺎﻝ‪ ،‬ﻭﺑﺎﻟﺘﺎﱄ ﺍﻟﺒﻘﺎﺀ ﻭﺍﻟﺮﻳﺎﺩﺓ ﰲ ﺍﻟﺴﻮﻕ ﻭﻛﺬﺍ ﺍﻟﺘﻄﻠﻊ ﻟﻸﺳﻮﺍﻕ ﺍﻷﺟﻨﺒﻴﺔ‪.‬‬

‫ﺍﻟﻤﻄﻠﺐ ﺍﻟﺜﺎﻟﺚ‪ :‬ﺍﻟﻬﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻟﻠﺸﺮﻛﺔ ﺍﻟﺠﺰﺍﺋﺮﻳﺔ ﻟﻸﻟﻤﻨﻴﻮﻡ‬

‫ﻟﺘﻮﺿﻴﺢ ﻭﻇﻴﻔﺔ ﻭﺩﻭﺭ ﻭﺗﺪﻓﻖ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﺍﳌﺆﺳﺴﺔ ﻻ ﺑﺪ ﻣﻦ ﺷﺮﺡ ﻭﲢﻠﻴﻞ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ‬
‫ﳍﺎ؛ ﻷﻧﻪ ﳛﺪﺩ ﻣﺴﺘﻮﻳﺎﺕ ﻭﻣﻮﺍﻗﻊ ﺍﲣﺎﺫ ﻭﺗﻨﻔﻴﺬ ﺍﻟﻘﺮﺍﺭﺍﺕ‪ ،‬ﻭﺣﺪﻭﺩ ﺍﻟﺴﻠﻄﺔ ﻭﺍﻟﺼﻼﺣﻴﺎﺕ‪ ،‬ﺇﺿﺎﻓﺔ ﺇﱃ‬
‫ﲢﺪﻳﺪﻩ ﻟﻠﺘﻘﺴﻴﻤﺎﺕ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﻭﺍﻟﻮﺣﺪﺍﺕ ﺍﻟﱵ ﺗﻘﻮﻡ ﺑﺎﳌﻬﺎﻡ ﻭﺍﻷﻧﺸﻄﺔ ﺍﻟﺮﺍﻣﻴﺔ ﻟﺘﺤﻘﻴﻖ ﺃﻫﺪﺍﻑ ﺍﳌﺆﺳﺴﺔ‪،‬‬
‫ﻭﰲ ﻫﺬﺍ ﺍﻹﻃﺎﺭ ﻳ‪‬ﻼﺣﻆ ﺃﻥ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻟﺸﺮﻛﺔ )‪ (ALGAL‬ﻳﺘﻜﻮﻥ ﻣﻦ ﺛﻼﺛﺔ ﻫﻴﺎﻛﻞ ﺃﺳﺎﺳﻴﺔ‪،‬‬
‫ﻭﻫﻲ‪:‬‬
‫‪ -‬ﺍﳌﺪﻳﺮﻳﺔ ﺍﻟﻌﺎﻣﺔ‪.‬‬
‫‪ -‬ﻭﺣﺪﺓ ﺑﺜﻖ ﻭﺃﻧﻮﺩﺓ ﻭﺗﺬﻭﻳﺐ ﺍﻷﳌﻨﻴﻮﻡ )‪.(EARA‬‬
‫‪ -‬ﺷﺒﻜﺔ ﺍﻟﺘﻮﺯﻳﻊ ﻣﺘﻤﺜﻠﺔ ﰲ ﺍﻟﻮﺣﺪﺍﺕ ﺍﻷﺭﺑﻌﺔ ﻟﻨﺠﺎﺭﺓ ﻭﺇﻋﺎﺩﺓ ﺑﻴﻊ ﺍﻷﳌﻨﻴﻮﻡ )‪.(MRA‬‬

‫‪ 1‬ﺑﻨﺎﺀﺍ ﻋﻠﻰ ﻣﻘﺎﺑﻠﺔ ﻣﻊ ﻧﺎﺋﺐ ﺍﳌﺪﻳﺮ ﺍﻟﻌﺎﻡ ﻟﻠﺸﺮﻛﺔ ﺍﳌﻜﻠﻒ ﺑﺎﳌﺎﻟﻴﺔ ﻭﺍﶈﺎﺳﺒﺔ‪.‬‬
‫‪129‬‬
‫ﻭﻓﻴﻤﺎ ﻳﻠﻲ ﺷﺮﺡ ﻟﻜﻞ ﻋﻨﺼﺮ ﻣﻦ ﺍﻟﻌﻨﺎﺻﺮ ﺍﻟﺴﺎﺑﻘﺔ ﻣﻊ ﳏﺎﻭﻟﺔ ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺍﳌﺼﺎﱀ ﻭﺍﻟﺪﻭﺍﺋﺮ ﺍﳌﻬﻤـﺔ ﰲ‬
‫ﺩﺭﺍﺳﺔ ﺍﻟﻌﻼﻗﺔ ﺑﲔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ‪:‬‬
‫ﺃﻭﻻ‪ :‬ﺍﳌﺪﻳﺮﻳﺔ ﺍﻟﻌﺎﻣﺔ‬
‫ﻳﺘﻤﻴﺰ ﻫﻴﻜﻠﻬﺎ ﺍﻟﺘﻨﻈﻴﻤﻲ ﺑﻄﺎﺑﻌﻪ ﺍﳍﺮﻣﻲ ﻭﺍﻟﻮﻇﻴﻔﻲ؛ ﺣﻴﺚ ﻳﺄﰐ ﰲ ﻗﻤﺘﻪ ﺍﳌﺪﻳﺮ ﺍﻟﻌﺎﻡ ﻟﻠﺸﺮﻛﺔ‪،‬‬
‫ﻣﺪﻋﻤﺎ ﲟﺠﻤﻮﻋﺔ ﻣﻦ ﺍﳌﺴﺎﻋﺪﻳﻦ ﻋﻞ ﺍﻟﻨﺤﻮ ﺍﻟﺘﺎﱄ‪:‬‬
‫‪ -‬ﻣﺴﺎﻋﺪ ﻣﻜﻠﻒ ﲟﺮﺍﺟﻌﺔ ﺍﳊﺴﺎﺑﺎﺕ‪.‬‬
‫‪ -‬ﻣﺴﺎﻋﺪ ﺗﻘﲏ‪.‬‬
‫‪ -‬ﻣﺴﺎﻋﺪ ﻣﻜﻠﻒ ﺑﺸﺒﻜﺔ ﺍﻟﺘﻮﺯﻳﻊ‪.‬‬
‫‪ -‬ﺭﺋﻴﺲ ﺩﺍﺋﺮﺓ ﺍﻹﻋﻼﻡ ﺍﻵﱄ‪.‬‬
‫ﻛﻤﺎ ﺗﻀﻢ ﺍﳌﺪﻳﺮﻳﺔ ﺍﻟﻌﺎﻣﺔ –ﻭﺫﻟﻚ ﺗﺒﻌﺎ ﻟﻠﺸﻜﻞ )‪ -(31‬ﺛﻼﺙ ﻣﺪﻳﺮﻳﺎﺕ ﺭﺋﻴﺴﻴﺔ ﲣﻀﻊ ﻣﺒﺎﺷﺮﺓ ﻭﻇﻴﻔﻴﺎ‬
‫ﻭﻫﺮﻣﻴﺎ ﻟﺴﻠﻄﺔ ﺍﳌﺪﻳﺮ ﺍﻟﻌﺎﻡ ﺗﻀﻢ ﲢﺘﻬﺎ ﺳﺒﻌﺔ ﺩﻭﺍﺋﺮ ﺃﺳﺎﺳﻴﺔ‪ ،‬ﻭﺫﻟﻚ ﺑﺎﻟﺸﻜﻞ ﺍﻟﺘﺎﱄ‪:‬‬
‫‪ .1‬ﻣﺪﻳﺮﻳﺔ ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ﻭﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﺎﻣﺔ‪Département du Personnel & de ) :‬‬
‫‪(l’Administration Générale‬‬
‫ﻭﺗﻀﻢ ﺑﺪﻭﺭﻫﺎ‪ - :‬ﺩﺍﺋﺮﺓ ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ﻭﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﺎﻣﺔ‪.‬‬
‫‪ -‬ﻣﺼﻠﺤﺔ ﺍﶈﺎﺳﺒﺔ ﺍﳋﺎﺻﺔ ﲟﻘﺮ ﺍﳌﺪﻳﺮﻳﺔ ﺍﻟﻌﺎﻣﺔ‪.‬‬
‫‪ .2‬ﺍﳌﺪﻳﺮﻳﺔ ﺍﳌﺎﻟﻴﺔ‪(La Direction Financière) :‬‬
‫ﻭﺗﻀﻢ ﲢﺘﻬﺎ‪ - :‬ﺩﺍﺋﺮﺓ ﺍﳋﺰﻳﻨﺔ‪ ،‬ﺍﻟﺘﻤﻮﻳﻞ ﻭﺍﳌﻮﺍﺯﻧﺎﺕ‪.‬‬
‫‪ -‬ﺩﺍﺋﺮﺓ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﶈﺎﺳﺒﻴﺔ ﻭﺍﳉﺒﺎﺋﻴﺔ‪.‬‬
‫‪ .3‬ﺍﳌﺪﻳﺮﻳﺔ ﺍﳌﺮﻛﺰﻳﺔ ﻟﻠﺘﻤﻮﻳﻦ ﻭﺍﻟﺘﺠﺎﺭﺓ‪la Direction centrale de l’Approvisionnement ) :‬‬
‫‪(& de la Commercialisation‬‬
‫‪ -‬ﺩﺍﺋﺮﺓ ﺍﻟﺘﺴﻮﻳﻖ ﻭﺍﻻﺗﺼﺎﻝ‪.‬‬ ‫ﻭﺗﻀﻢ‪:‬‬
‫‪ -‬ﺩﺍﺋﺮﺓ ﺍﻟﺘﻤﻮﻳﻦ‪.‬‬

‫‪130‬‬
 ‫ﺍﻝﺸﻜل)‪ :(31‬ﺍﻝﻬﻴﻜل ﺍﻝﺘﻨﻅﻴﻤﻲ ﻝﻠﻤﺩﻴﺭﻴﺔ‬
‫ﺍﻝﻌﺎﻤﺔ‬

‫ﺍﻝﻤﺩﻴﺭ ﺍﻝﻌﺎﻡ‬

‫ﻤﺭﺍﺠﻊ ﺍﻝﺤﺴﺎﺒﺎﺕ‬ ‫ﺍﻝﺴﻜﺭﺘﺎﺭﻴﺔ‬

‫ﺍﻝﻤﺴﺎﻋﺩ ﺍﻝﺘﻘﻨﻲ‬ ‫ﺍﻝﻤﺴﺎﻋﺩ ﺍﻝﻤﻜﻠﻑ ﺒﺸﺒﻜﺔ‬

‫ﺍﻝﺘﻭﺯﻴﻊ‬
‫ﺩﺍﺌﺭﺓ ﺍﻹﻋﻼﻡ ﺍﻻﻝﻲ‬
‫‪MRA‬‬ ‫‪MRA‬‬ ‫‪MRA‬‬ ‫‪MRA‬‬
‫ا
ا  اوات‬ ‫ ‬ ‫وهان‬

‫ﻤﺩﻴﺭﻴﺔ ﺍﻝﻤﻭﺍﺭﺩ ﺍﻝﺒﺸﺭﻴﺔ‬ ‫ﺍﻝﻤﺩﻴﺭﻴﺔ ﺍﻝﻤﺎﻝﻴﺔ‬ ‫ﺍﻹﺩﺍﺭﺓ ﺍﻝﻤﺭﻜﺯﻴﺔ ﻝﻠﺘﻤﻭﻴﻥ‬

‫ﻭﺍﻹﺩﺍﺭﺓ ﺍﻝﻌﺎﻤﺔ‬ ‫ﻭﺍﻝﻌﻤﻠﻴﺎﺕ ﺍﻝﺘﺠﺎﺭﻴﺔ‬
‫ﻤﺼﻠﺤﺔ ﺍﻝﻤﻭﺍﺭﺩ ﺍﻝﺒﺸﺭﻴﺔ‬ ‫ﺩﺍﺌﺭﺓ ﺍﻝﺨﺯﻴﻨﺔ‪ ،‬ﺍﻝﺘﻤﻭﻴل‬
‫ﻭﺍﻹﺩﺍﺭﺓ ﺍﻝﻌﺎﻤﺔ‬ ‫ﻭﺍﻝﻤﻭﺍﺯﻨﺔ‬ ‫ﺩﺍﺌﺭﺓ ﺍﻝﺘﺴﻭﻴﻕ ﻭﺍﻻﺘﺼﺎل‬
‫ﺩﺍﺌﺭﺓ ﺍﻝﻌﻤﻠﻴﺎﺕ‬
‫ﻤﺼﻠﺤﺔ ﺍﻝﻤﺤﺎﺴﺒﺔ‬ ‫ﺩﺍﺌﺭﺓ ﺍﻝﺘﻤﻭﻴﻥ‬
‫ﺍﻝﻤﺤﺎﺴﺒﻴﺔ ﻭﺍﻝﺠﺒﺎﺌﻴﺔ‬

‫)ﺍﻝﻤﺼﺩﺭ‪( le manuel d’organisation de la société ALGAL, septembre 2001 :‬‬

‫ﺛﺎﻧﻴﺎ‪ :‬ﻭﺣﺪﺓ )‪ (EARA‬ﻟﺒﺜﻖ ﻭﺗﻐﻄﻴﺔ ﻭﺗﺬﻭﻳﺐ ﺍﻷﳌﻨﻴﻮﻡ‬

‫ﻳﺘﻤﻴﺰ ﻫﻴﻜﻠﻬﺎ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻛﺬﻟﻚ ﺑﻄﺎﺑﻌﻪ ﺍﳍﺮﻣﻲ ﻭﺍﻟﻮﻇﻴﻔﻲ؛ ﺣﻴﺚ ﻳﺄﰐ ﰲ ﻗﻤﺘﻪ ﻣﺪﻳﺮ ﺍﻟﻮﺣﺪﺓ‪،‬‬
‫ﻣﺮﻓﻮﻗﺎ ﲟﺠﻤﻮﻋﺔ ﻣﺴﺎﻋﺪﻳﻦ ﻋﻠﻰ ﺍﻟﺸﻜﻞ ﺍﻟﺘﺎﱄ‪:‬‬
‫‪ -‬ﻣﺴﺎﻋﺪ ﻣﻜﻠﻒ ﺑﺎﻹﻋﻼﻡ ﺍﻵﱄ‪.‬‬
‫‪ -‬ﻣﺴﺎﻋﺪ ﻣﻜﻠﻒ ﺑﻀﻤﺎﻥ ﺍﳉﻮﺩﺓ‪.‬‬
‫‪ -‬ﻣﺴﺎﻋﺪ ﻗﺎﻧﻮﱐ‪.‬‬
‫‪ -‬ﻣﺴﺎﻋﺪ ﻣﻜﻠﻒ ﺑﺎﻟﺸﺆﻭﻥ ﺍﻷﻣﻨﻴﺔ‪.‬‬
‫ﻛﻤﺎ ﺃﻥ ﻣﺪﻳﺮ ﺍﻟﻮﺣﺪﺓ –ﺗﺒﻌﺎ ﻟﻠﺸﻜﻞ )‪ -(32‬ﻳﺸﺮﻑ ﺑﺸﻜﻞ ﻣﺒﺎﺷﺮ ﻋﻠﻰ ﺭﺅﺳﺎﺀ ﲦﺎﻧﻴﺔ )‪ (08‬ﺩﻭﺍﺋﺮ‬
‫ﺗﻀﻢ ﰲ ﳎﻤﻮﻋﻬﺎ )‪ (24‬ﻣﺼﻠﺤﺔ‪ ،‬ﻭﺫﻟﻚ ﻋﻠﻰ ﺍﻟﻨﺤﻮ ﺍﻟﺘﺎﱄ‪:‬‬

‫‪131‬‬
 ‫‪ .1‬ﺩﺍﺋﺮﺓ ﺍﻷﻓﺮﺍﺩ ﻭﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﺎﻣﺔ ﻭﺍﻻﺟﺘﻤﺎﻋﻴﺔ‪:‬‬
‫‪ -‬ﻣﺼﻠﺤﺔ ﺍﻷﻓﺮﺍﺩ ﻭﺍﻟﺘﺪﺭﻳﺐ‪.‬‬
‫‪ -‬ﻣﺼﻠﺤﺔ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﺎﻣﺔ ﻭﺍﻻﺟﺘﻤﺎﻋﻴﺔ‪.‬‬
‫‪ .2‬ﺩﺍﺋﺮﺓ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﶈﺎﺳﺒﻴﺔ ﻭﺍﳉﺒﺎﺋﻴﺔ‪:‬‬
‫‪ -‬ﻣﺼﻠﺤﺔ ﺍﻷﺟﻮﺭ‪.‬‬
‫‪ -‬ﻣﺼﻠﺤﺔ ﺍﳌﻮﺍﺩ‪.‬‬
‫‪ -‬ﻣﺼﻠﺤﺔ ﻣﺘﺎﺑﻌﺔ ﺣﺴﺎﺑﺎﺕ ﺍﻟﻌﻤﻼﺀ‪.‬‬
‫‪ -‬ﻣﺼﻠﺤﺔ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﳌﺎﻟﻴﺔ‪.‬‬
‫‪ .3‬ﺩﺍﺋﺮﺓ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﳌﺎﻟﻴﺔ ﻭﺍﳌﻮﺍﺯﻧﺎﺕ‪:‬‬
‫‪ -‬ﻣﺼﻠﺤﺔ ﺍﳋﺰﻳﻨﺔ ﻭﺍﻟﺘﻤﻮﻳﻞ‪.‬‬
‫‪ -‬ﻣﺼﻠﺤﺔ ﺍﳌﻮﺍﺯﻧﺎﺕ ﻭﻣﺮﺍﻗﺒﺔ ﺍﻟﺘﺴﻴﲑ‪.‬‬
‫‪ .4‬ﺩﺍﺋﺮﺓ ﺍﻟﺘﺠﺎﺭﺓ‪:‬‬
‫‪ -‬ﻣﺼﻠﺤﺔ ﺍﳌﺒﻴﻌﺎﺕ‪.‬‬
‫‪ -‬ﻣﺼﻠﺤﺔ ﺍﻟﺮﺯﻡ ﻭﺍﻹﺭﺳﺎﻝ‪.‬‬
‫‪ -‬ﻣﺼﻠﺤﺔ ﺍﻹﳒﺎﺯ‪.‬‬
‫‪ -‬ﻣﺼﻠﺤﺔ ﺍﻟﱪﳎﺔ ﻭﻣﺘﺎﺑﻌﺔ ﺍ‪‬ﻨﺒﺎﺕ ﺍﳌﻨﺘﺠﺔ‪.‬‬
‫‪ .5‬ﺩﺍﺋﺮﺓ ﺍﻟﺘﻤﻮﻳﻦ‪:‬‬
‫‪ -‬ﻣﺼﻠﺤﺔ ﺍﳌﺸﺘﺮﻳﺎﺕ‪.‬‬
‫‪ .6‬ﺩﺍﺋﺮﺓ ﺍﻟﺘﻌﺪﻳﻦ‪:‬‬
‫‪ -‬ﻣﺼﻠﺤﺔ ﺍﻟﺘﺬﻭﻳﺐ‪.‬‬
‫‪ -‬ﻣﺼﻠﺤﺔ ﺇﺻﻼﺡ ﺍﻟﺴﻼﻛﺎﺕ‪.‬‬
‫‪ -‬ﻣﺼﻠﺤﺔ ﺍﻟﺒﺜﻖ‪.‬‬
‫‪ .7‬ﺩﺍﺋﺮﺓ ﻣﻌﺎﳉﺔ ﺍﻷﺳﻄﺢ‪:‬‬
‫‪ -‬ﻣﺼﻠﺤﺔ ﺍﻷﻧﻮﺩﺓ‪.‬‬
‫‪ -‬ﻣﺼﻠﺤﺔ ﻣﻌﺎﳉﺔ ﺍﳌﻴﺎﻩ‪.‬‬
‫‪ -‬ﻣﺼﻠﺤﺔ ﺍﻟﻄﻼﺀ‪.‬‬

‫‪132‬‬
133
 ‫‪ .8‬ﺩﺍﺋﺮﺓ ﺍﻟﺼﻴﺎﻧﺔ‪:‬‬
‫‪ -‬ﻣﺼﻠﺤﺔ ﺍﳌﻴﻜﺎﻧﻴﻚ‪.‬‬
‫‪ -‬ﻣﺼﻠﺤﺔ ﺍﻟﻜﻬﺮﺑﺎﺀ‪.‬‬
‫‪ -‬ﻣﺼﻠﺤﺔ ﺍﻟﺪﻗﺔ ﻭﺍﻟﻀﺒﻂ‪.‬‬
‫‪ -‬ﻣﺼﻠﺤﺔ ﺗﺴﻴﲑ ﺍﳌﺨﺰﻭﻥ‪.‬‬
‫‪ -‬ﻣﺼﻠﺤﺔ ﺩﺭﺍﺳﺔ ﺃﺳﺎﻟﻴﺐ ﺍﻟﺼﻴﺎﻧﺔ‪.‬‬

‫ﺛﺎﻟﺜﺎ‪ :‬ﻭﺣﺪﺍﺕ ﺍﻟﻨﺠﺎﺭﺓ ﻭﺇﻋﺎﺩﺓ ﺑﻴﻊ ﺍﻷﳌﻨﻴﻮﻡ‬

‫ﻭﻳﺘﻜﻮﻥ ﻫﻴﻜﻠﻬﺎ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻣﻦ ﻣﺪﻳﺮ ﺍﻟﻮﺣﺪﺓ‪ ،‬ﺍﻟﺬﻱ ﻳﺮﺃﺱ ﳎﻤﻮﻋﺔ ﺭﺅﺳﺎﺀ ﻣﺼﺎﱀ ﺑﺎﻟﺸﻜﻞ‬
‫ﺍﻟﺘﺎﱄ‪:‬‬
‫‪ -‬ﻣﺼﻠﺤﺔ ﺍﻹﺩﺍﺭﺓ‪ ،‬ﺍﳌﺎﻟﻴﺔ ﻭﺍﶈﺎﺳﺒﺔ‪.‬‬
‫‪ -‬ﻣﺼﻠﺤﺔ ﺍﻟﺘﻤﻮﻳﻦ ﻭﺍﳌﺒﻴﻌﺎﺕ‪.‬‬
‫‪ -‬ﻣﺼﻠﺤﺔ ﺍﻹﻧﺘﺎﺝ )ﺍﻟﻨﺠﺎﺭﺓ(‪.‬‬
‫‪ -‬ﻣﺼﻠﺤﺔ ﺍﻟﺪﺭﺍﺳﺎﺕ‪.‬‬

‫‪134‬‬
 ‫ﺍﻟﻤﺒﺤﺚ ﺍﻟﺜﺎﻧﻲ‪ :‬ﻧﻈﺎﻡ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻓﻲ ﺍﻟﺸﺮﻛﺔ ﺍﻟﺠﺰﺍﺋﺮﻳﺔ ﻟﻸﻟﻤﻨﻴﻮﻡ‬
‫ﺳﺘﺘﻢ ﰲ ﻫﺬﺍ ﺍﳌﺒﺤﺚ ﳏﺎﻭﻟﺔ ﺷﺮﺡ ﻋﻤﻠﻴﺔ ﺗﺪﻓﻖ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﺍﻟﺸﺮﻛﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ ﻟﻸﳌﻨﻴﻮﻡ ﻣـﻊ‬
‫ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺍﻟﻨﻈﺎﻡ ﺍﻵﱄ ‪‬ﺎ ﻭﻛﺎﻓﺔ ﺍﻟﺘﺠﻬﻴﺰﺍﺕ ﻭﺍﻟﱪﺍﻣﺞ ﺍﻟﱵ ﳛﺘﻮﻱ ﻋﻠﻴﻬﺎ‪.‬‬
‫ﺍﻟﻤﻄﻠﺐ ﺍﻷﻭﻝ‪ :‬ﺗﺪﻓﻖ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﻓﻲ ﺍﻟﺸﺮﻛﺔ ﺍﻟﺠﺰﺍﺋﺮﻳﺔ ﻟﻸﻟﻤﻨﻴﻮﻡ‬
‫ﺇﻥ ﺗﺪﻓﻖ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﺍﻟﺸﺮﻛﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ ﻟﻸﳌﻨﻴﻮﻡ ﻳﺘﻢ ﻋﱪ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﻘﻨﻮﺍﺕ‪ ،‬ﺃﳘﻬـﺎ ﻧﻈـﺎﻡ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺍﳌﺒﲏ ﻋﻠﻰ ﺍﳊﺎﺳﺐ ﺍﻵﱄ ﺍﻟﺬﻱ ﺗﻌﺘﻤﺪﻩ ﺍﳌﺆﺳﺴﺔ ﻣﻨﺬ ﺳﻨﺔ ‪ 2001‬ﻭﺍﻟـﺬﻱ ﻳﺮﺗﻜـﺰ‬
‫ﺑﺼﻔﺔ ﺧﺎﺻﺔ ﰲ ﻭﺣﺪﺓ )‪ (EARA‬ﻟﺒﺜﻖ ﻭﺃﻧﻮﺩﺓ ﻭﺻﻬﺮ ﺍﻷﳌﻨﻴﻮﻡ‪ ،‬ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﺍﻟﻌﺪﻳﺪ ﻣـﻦ ﺍﻟﻮﺳـﺎﺋﻞ‬
‫ﻭﺍﻟﻘﻨﻮﺍﺕ ﺍﳌﻌﺘﻤﺪﺓ ﰲ ﺍﻧﺘﻘﺎﻝ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺳﻮﺍﺀ ﺩﺍﺧﻠﻴﺎ ﺃﻭ ﺧﺎﺭﺟﻴﺎ‪ ،‬ﻭﺫﻟﻚ ﺑﺎﻟﺸﻜﻞ ﺍﻟﺘﺎﱄ‪:‬‬

‫ﺃﻭﻻ‪ :‬ﺍﳌﺪﻳﺮﻳﺔ ﺍﻟﻌﺎﻣﺔ‬

‫ﺗﺘﺪﻓﻖ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺩﺍﺧﻞ ﺍﳌﺪﻳﺮﻳﺔ ﺍﻟﻌﺎﻣﺔ ﺑﺸﻜﻞ ﺗﻘﻠﻴﺪﻱ ﻭﺑﺎﺳـﺘﺨﺪﺍﻡ ﺍﻟﻮﺳـﺎﺋﻞ ﺍﻟﺘﻘﻠﻴﺪﻳـﺔ ﰲ‬
‫ﺍﻻﺗﺼﺎﻝ؛ ﺷﻔﻬﻴﺎ ﺑﻄﺮﻳﻘﺔ ﻣﺒﺎﺷﺮﺓ ﺃﻭ ﻋﻦ ﻃﺮﻳﻖ ﺍﳍﺎﺗﻒ‪ ،‬ﺃﻭ ﻛﺘﺎﺑﻴﺎ ﺑﺎﺳﺘﺨﺪﺍﻡ ﺍﻟﻔـﺎﻛﺲ ﺃﻭ ﺑﺎﻻﻧﺘﻘـﺎﻝ‬
‫ﺍﻟﻴﺪﻭﻱ ﻟﻠﻮﺛﺎﺋﻖ ﺑﲔ ﺍﳌﺼﺎﱀ ﺍﳌﺨﺘﻠﻔﺔ‪.‬‬
‫ﺃﻣﺎ ﺍﻧﺘﻘﺎﻝ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﲔ ﺍﳌﺪﻳﺮﻳﺔ ﺍﻟﻌﺎﻣﺔ ﻭﻭﺣﺪﺓ)‪ (EARA‬ﻓﻴﺘﻢ ﺇﻣﺎ ﻋﻦ ﻃﺮﻳﻖ ﺍﳍﺎﺗﻒ ﻭﺍﻟﻔﺎﻛﺲ ﻭﺇﻣﺎ‬
‫ﻋﻦ ﻃﺮﻳﻖ ﻧﻘﻞ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﻮﺍﺳﻄﺔ ﺍﻟﻮﺛﺎﺋﻖ ﺍﻟﺮﲰﻴﺔ ﺍﻟﻌﺎﺩﻳﺔ ﺃﻭ ﻋﱪ ﻭﺳﺎﺋﻂ ﺍﻟﺘﺨﺰﻳﻦ ﺍﳌﺨﺘﻠﻔﺔ ﻛـﺎﻷﻗﺮﺍﺹ‬
‫ﺍﻟﻠﻴﻨﺔ)‪ (Les Disquettes‬ﺃﻭ ﺍﻷﻗﺮﺍﺹ ﺍﳌﻀﻐﻮﻃﺔ)‪ (CD-ROM‬ﺃﻭ ﺍﻷﻗﺮﺍﺹ ﺍﳊﺪﻳﺜﺔ ﺫﺍﺕ ﺍﻟـﺴﻌﺔ‬
‫ﺍﻟﻜﺒﲑﺓ )‪ ،(Lecteur Zip‬ﺃﻭ ﻋﱪ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺑﺎﻟﺸﺮﻛﺔ ﻭﺫﻟﻚ ﺑﺮﺑﻂ ﺟﻬﺎﺯ ﺍﻟﻜﻤﺒﻴـﻮﺗﺮ‬
‫ﺍﻟﻮﺍﻗﻊ ﰲ ﻣﺼﻠﺤﺔ ﺍﳌﻌﻠﻮﻣﺎﺗﻴﺔ ﺑﺎﳌﺪﻳﺮﻳﺔ ﺍﻟﻌﺎﻣﺔ ﺑﺎﻟﻜﻤﺒﻴﻮﺗﺮ ﺍﳌﻀﻴﻒ)‪ (Serveur‬ﺍﻟﻮﺍﻗﻊ ﰲ ﻣﺼﻠﺤﺔ ﺍﻹﻋﻼﻡ‬
‫ﺍﻵﱄ ﺑﻮﺣﺪﺓ)‪ (EARA‬ﻭﺫﻟﻚ ﺑﺎﺳﺘﺨﺪﺍﻡ ﺟﻬﺎﺯ ﻣﻮﺩﻡ )‪ (Modem‬ﰲ ﻛﻞ ﻣﻦ ﺍﳉﻬﺎﺯﻳﻦ ﺍﻟـﺴﺎﺑﻘﲔ‪،‬‬
‫ﻭﺑﺎﻻﻋﺘﻤﺎﺩ ﻋﻠﻰ ﺧﻂ ﻫﺎﺗﻔﻲ ﻭﻛﻠﻤﺔ ﻋﺒﻮﺭ ﻣﺘﻌﺎﺭﻑ ﻋﻠﻴﻬﺎ ﺑﲔ ﺍﻟﻄﺮﻓﲔ‪ ،‬ﻭﺑﺎﻟﺘﺎﱄ ﺍﻧﺘﻘـﺎﻝ ﺍﳌﻌﻠﻮﻣـﺎﺕ‬
‫ﺍﻟﻜﺒﲑﺓ ﺍﳊﺠﻢ ﺃﻭ ﺍﳌﺴﺘﻌﺠﻠﺔ ﺑﺴﺮﻋﺔ ﻗﻴﺎﺳﻴﺔ‪ ،‬ﺇﻻ ﺃﻥ ﺍﻟﺸﺮﻛﺔ ﻭﺑﻐـﺮﺽ ﺗﺮﺷـﻴﺪ ﺍﻟﺘﻜـﺎﻟﻴﻒ ﺍﻟﺒﺎﻫﻈـﺔ‬
‫ﻟﻼﺳﺘﺨﺪﺍﻡ ﺍﳍﺎﺗﻔﻲ ﻭﻧﻈﺮﺍ ﻟﻘﺮﺏ ﺍﳌﺪﻳﺮﻳﺔ ﺍﻟﻌﺎﻣﺔ ﻣﻦ ﻭﺣﺪﺓ)‪ (EARA‬ﻓﺈ‪‬ﺎ ﺗﺘﻔﺎﺩﻯ ﺍﺳﺘﺨﺪﺍﻡ ﺟﻬـﺎﺯﻱ‬
‫ﺍﳌﻮﺩﻡ )‪– (Modems‬ﺑﺎﺳﺘﺜﻨﺎﺀ ﺍﳊﺎﻻﺕ ﺍﳌﺴﺘﻌﺠﻠﺔ ﻭﺍﻟﻀﺮﻭﺭﻳﺔ‪ -‬ﻭﺗﻌﺘﻤﺪ ﻋﻠﻰ ﻧﻘﻞ ﺍﳌﻌﻠﻮﻣـﺎﺕ ﻋـﱪ‬
‫ﻭﺳﺎﺋﻂ ﺍﻟﺘﺨﺰﻳﻦ ﺍﻟﺘﻘﻠﻴﺪﻳﺔ ﺍﻟﱵ ﺗﻨﻘﻞ ﻳﺪﻭﻳﺎ ﺃﻭ ﺑﻮﺍﺳﻄﺔ ﻭﺳﺎﺋﻞ ﺍﻟﻨﻘﻞ ﺍﻟﺘﺎﺑﻌﺔ ﻟﻠﺸﺮﻛﺔ‪.‬‬
‫ﺃﻣﺎ ﺍﻧﺘﻘﺎﻝ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﲔ ﺍﳌﺪﻳﺮﻳﺔ ﺍﻟﻌﺎﻣﺔ ﻭﳐﺘﻠﻒ ﻭﺣﺪﺍﺕ ﺍﻟﻨﺠﺎﺭﺓ ﻭﺇﻋﺎﺩﺓ ﺑﻴﻊ ﺍﻷﳌﻨﻴﻮﻡ ﺍﻟﻜﺎﺋﻨـﺔ‬
‫ﺑﻜﻞ ﻣﻦ‪ :‬ﻋﻨﺎﺑﺔ‪ ،‬ﺍﳉﺰﺍﺋﺮ ﺍﻟﻌﺎﺻﻤﺔ‪ ،‬ﺍﻟﻐﺰﻭﺍﺕ ﻭﻭﻫﺮﺍﻥ ﻓﻴﺘﻢ ﻛﺬﻟﻚ ﻋﻦ ﻃﺮﻳﻖ ﺃﺟﻬﺰﺓ ﺍﳌﻮﺩﻡ ﺍﳌﻮﺻﻠﺔ ﺑﲔ‬
‫ﺃﺟﻬﺰﺓ ﺍﻟﻜﻤﺒﻴﻮﺗﺮ ﺍﳋﺎﺻﺔ ﲟﺼﻠﺤﺔ ﺍﻹﻋﻼﻡ ﺍﻵﱄ ﺍﻟﻜﺎﺋﻨﺔ ﺑﺎﳌﺪﻳﺮﻳﺔ ﺍﻟﻌﺎﻣﺔ ﻭﳐﺘﻠﻒ ﻣﺼﺎﱀ ﺍﻹﻋـﻼﻡ ﺍﻵﱄ‬
‫‪135‬‬
‫ﺍﻟﻜﺎﺋﻨﺔ ﺑﻮﺣﺪﺍﺕ ﺍﻟﺘﻮﺯﻳﻊ‪ ،‬ﺃﻭ ﻋﻦ ﻃﺮﻳﻖ ﺍﻟﱪﻳﺪ ﺍﻻﻟﻜﺘﺮﻭﱐ ﺍﻟﺬﻱ ﺗﻮﻓﺮﻩ ﺷﺒﻜﺔ ﺍﻻﻧﺘﺮﻧﺖ ﺍﳌﺮﺑﻮﻃـﺔ ﺑـﻪ‬
‫ﳐﺘﻠﻒ ﻣﺼﺎﱀ ﺍﻹﻋﻼﻡ ﺍﻵﱄ ﺍﻟﺘﺎﺑﻌﺔ ﻟﻠﺸﺮﻛﺔ‪ ،‬ﺃﻭ ﻋﻦ ﻃﺮﻳﻖ ﺍﻟﻮﺳﺎﺋﻂ ﺍﻟﻌﺎﺩﻳﺔ ﰲ ﻧﻘﻞ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻛﺎﻟﻮﺛﺎﺋﻖ‬
‫ﻭﺍﻷﻗﺮﺍﺹ ﺍﻟﻠﻴﻨﺔ)‪ ،(Disquettes‬ﺍﻷﻗﺮﺍﺹ ﺍﳌﻀﻐﻮﻃﺔ)‪ (CD-ROM‬ﺃﻭ ﺍﻷﻗﺮﺍﺹ ﺍﳊﺪﻳﺜﺔ ﺫﺍﺕ ﺍﻟﺴﻌﺔ‬
‫ﺍﻟﻜﺒﲑﺓ)‪ (Lecteur Zip‬ﺃﻭ ﻏﲑﻫﺎ‪ ،‬ﻭﺍﻟﱵ ﻳﺘﻢ ﻧﻘﻠﻬﺎ ﻣﻦ–ﻭﺇﱃ‪ -‬ﺍﳌﺪﻳﺮﻳﺔ ﺍﻟﻌﺎﻣﺔ ﺑﻮﺍﺳﻄﺔ ﻭﺳﺎﺋﻞ ﻧﻘـﻞ‬
‫ﺍﻟﺒﻀﺎﺋﻊ ﺍﻟﺘﺎﺑﻌﺔ ﻟﻠﺸﺮﻛﺔ؛ ﻭﻫﻮ ﺃﺳﻠﻮﺏ ﻧﻘﻞ ﻣﻌﻠﻮﻣﺎﺕ ﻳﺪﻋﻮ ﻟﻠﺘﺤﻔﻆ ﻭﻫﺬﺍ ﻣﺎ ﺳﻴﺘﻢ ﺍﻟﺘﻄـﺮﻕ ﻟـﻪ ﰲ‬
‫ﺍﳌﺒﺎﺣﺚ ﺍﻟﻘﺎﺩﻣﺔ‪.‬‬
‫ﺃﻣﺎ ﺗﺪﻓﻖ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﲔ ﺍﳌﺪﻳﺮﻳﺔ ﺍﻟﻌﺎﻣﺔ ﻭﺍﶈﻴﻂ ﺍﳋﺎﺭﺟﻲ ﻣﻦ ﻋﻤﻼﺀ ﻭﻣﻮﺭﺩﻳﻦ‪ ،‬ﺃﻃﺮﺍﻑ ﺣﻜﻮﻣﻴﺔ‬
‫ﺃﻭ ﻣﻨﺎﻓﺴﲔ ﺃﻭ ﻏﲑﻫﻢ ﻓﻴﺘﻢ ﻋﻦ ﻃﺮﻳﻖ ﺍﳍﺎﺗﻒ ﺃﻭ ﺍﻟﻔﺎﻛﺲ ﺃﻭ ﺑﻮﺍﺳﻄﺔ ﺍﻟﱪﻳﺪ ﺍﻟﻌﺎﺩﻱ ﺧﺎﺻﺔ ﺍﳌﺘﻌـﺎﻣﻠﲔ‬
‫ﺍﻟﻮﺍﻗﻌﲔ ﰲ ﺍﻟﺘﺮﺍﺏ ﺍﻟﻮﻃﲏ‪ ،‬ﺃﻣﺎ ﺍﻟﻮﺍﻗﻌﲔ ﺧﺎﺭﺝ ﺍﻟﺘﺮﺍﺏ ﺍﻟﻮﻃﲏ ﻓﻴﺘﻢ ﺗﺒﺎﺩﻝ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻣﻌﻬﻢ‪-‬ﺑﺎﻹﺿـﺎﻓﺔ‬
‫ﺇﱃ ﺍﻟﻮﺳﺎﺋﻞ ﺍﻟﺴﺎﺑﻘﺔ‪ -‬ﻋﻦ ﻃﺮﻳﻖ ﺷﺒﻜﺔ ﺍﻻﻧﺘﺮﻧﺖ ﻭﺑﺎﺳﺘﺨﺪﺍﻡ ﺍﻟﱪﻳﺪ ﺍﻻﻟﻜﺘﺮﻭﱐ ﺃﻳـﻦ ﻳـﺘﻢ ﻋـﺮﺽ‬
‫ﻣﻨﺘﻮﺟﺎﺕ ﺍﻟﺸﺮﻛﺔ ﻋﻠﻰ ﺍﻟﻌﻤﻼﺀ‪ ،‬ﺃﻭ ﺗﻠﻘﻲ ﻋﺮﻭﺽ ﺍﳌﻮﺭﺩﻳﻦ ﲞﺼﻮﺹ ﺍﻷﳌﻨﻴﻮﻡ ﺍﳋﺎﻡ ﺃﻭ ﺍﻟﺘﺠﻬﻴـﺰﺍﺕ ﺃﻭ‬
‫ﻗﻄﻊ ﺍﻟﻐﻴﺎﺭ‪..‬ﺃﻭ ﻏﲑﻫﺎ ﻣﻦ ﺍﳌﻨﺘﺠﺎﺕ ﺍﻟﱵ ﺗﺴﺘﻮﺭﺩﻫﺎ ﺍﻟﺸﺮﻛﺔ ﻣﻦ ﺍﳋﺎﺭﺝ‪.‬‬
‫ﻛﻤﺎ ﺗﺴﺘﺨﺪﻡ ﺍﳌﺪﻳﺮﻳﺔ ﺍﻟﻌﺎﻣﺔ ﺷﺒﻜﺔ ﺍﻻﻧﺘﺮﻧﺖ ﰲ ﺍﻟﺘﻌﺮﻑ ﻋﻠﻰ ﺃﺳﻌﺎﺭ ﺍﻷﳌﻨﻴﻮﻡ ﰲ ﺍﻷﺳﻮﺍﻕ ﺍﻷﺟﻨﺒﻴﺔ ﳑـﺎ‬
‫ﳝﻨﺤﻬﺎ ﺇﻣﻜﺎﻧﻴﺔ ﺍﺧﺘﻴﺎﺭ ﻣﻮﺭﺩﻳﻬﺎ ﻭﻳﻌﻄﻴﻬﺎ ﻗﺪﺭﺓ ﺗﻔﺎﻭﺿﻴﺔ ﺃﻛﱪ ﻣﻌﻬﻢ‪.‬‬

‫ﺛﺎﻧﻴﺎ‪ :‬ﻭﺣﺪﺓ )‪ (EARA‬ﻟﺒﺜﻖ ﻭﺃﻧﻮﺩﺓ ﻭﺻﻬﺮ ﺍﻷﳌﻨﻴﻮﻡ‬

‫ﻳﻌﺘﻤﺪ ﺗﺪﻓﻖ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﰲ ﻭﺣﺪﺓ )‪ (EARA‬ﺑﺸﻜﻞ ﺷﺒﻪ ﻛﻠﻲ ﻋﻠﻰ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﺍﻹﺩﺍﺭﻳﺔ ﺍﻟﺬﻱ ﺗﺴﺘﻐﻠﻪ ﺍﻟﺸﺮﻛﺔ ﺍﺑﺘﺪﺍﺀﺍ ﻣﻦ ﻋﺎﻡ ‪ ،2001‬ﻭﺍﻟﺬﻱ ﻳﻌﱪ ﻋﻦ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﳌﻨﻈﻮﻣﺎﺕ ﺍﻟﺸﺒﻜﻴﺔ‬
‫ﺍﳌﻜﻮﻧﺔ ﻣﻦ ﺃﺟﻬﺰﺓ ﺍﳌﻴﻜﺮﻭﻛﻤﺒﻴﻮﺗﺮ ﻣﻊ ﻛﻤﺒﻴﻮﺗﺮ ﻣﻀﻴﻒ )‪ (server‬ﻭﺃﺟﻬﺰﺓ ﺍﺗﺼﺎﻻﺕ ﺑﻴﺎﻧﺎﺕ ﻭﻧﻈﻢ‬
‫ﺑﺮﺍﳎﻴﺎﺕ ﺗﺸﻐﻴﻠﻴﺔ ﻳﺘﺨﺼﺺ ﻛﻞ ﻣﻨﻬﺎ ﰲ ﳎﺎﻝ ﻣﻌﲔ‪ ،‬ﺗﻌﻤﻞ ﰲ ﺇﻃﺎﺭ ﺑﻨﻴﺔ ﺗﻨﻈﻴﻤﻴﺔ ﻭﺗﻘﻨﻴﺔ ﻣﺘﻜﺎﻣﻠﺔ‬
‫–ﻭﺳﻴﺘﻢ ﺷﺮﺣﻬﺎ ﺑﺎﻟﺘﻔﺼﻴﻞ ﰲ ﺍﳌﻄﺎﻟﺐ ﺍﻟﻘﺎﺩﻣﺔ‪ -‬ﻭﺫﻟﻚ ﺣﺴﺐ ﺍﻟﺸﻜﻞ)‪.(33‬‬
‫ﻭﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻳﺘﻢ ﺗﺪﻓﻖ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺩﺍﺧﻠﻴﺎ ﰲ ﻭﺣﺪﺓ)‪ (EARA‬ﻋﱪ ﺍﻟﻮﺳﺎﺋﻞ‬
‫ﺍﻟﺘﻘﻠﻴﺪﻳﺔ ﰲ ﺍﻻﺗﺼﺎﻝ ﻣﻦ ﻭﺛﺎﺋﻖ ﻭﺧﻄﻮﻁ ﺍﳍﺎﺗﻒ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻭﺍﳋﺎﺭﺟﻴﺔ‪ ،‬ﻭﻛﺬﺍ ﺍﳍﺎﺗﻒ ﺍﻟﺪﺍﺧﻠﻲ‬
‫)‪ (Interphone‬ﻭﺍﻟﻔﺎﻛﺲ ﻭﻏﲑﻫﺎ‪.‬‬
‫ﺃﻣﺎ ﺍﻧﺘﻘﺎﻝ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺑﲔ ﺍﻟﻮﺣﺪﺓ ﻭﺍﳌﺪﻳﺮﻳﺔ ﺍﻟﻌﺎﻣﺔ ﻓﻴﺘﻢ –ﻛﻤﺎ ﺫﹸﻛﺮ ﺳﺎﺑﻘﺎ‪ -‬ﻋﻦ ﻃﺮﻳﻖ‬
‫ﺃﺟﻬﺰﺓ ﺍﳌﻮﺩﻡ )‪ (Modem‬ﺍﳌﻮﺻﻠﺔ ﺑﺎﻟﻜﻤﺒﻴﻮﺗﺮ ﺍﳌﻀﻴﻒ‪ ،‬ﺃﻭ ﺑﻮﺍﺳﻄﺔ ﻭﺳﺎﺋﻂ ﲣﺰﻳﻦ ﻭﻧﻘﻞ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﺍﳌﺨﺘﻠﻔﺔ‪ .‬ﰲ ﺣﲔ ﺗﺘﺪﻓﻖ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﲔ ﻭﺣﺪﺓ)‪ (EARA‬ﻭﻭﺣﺪﺍﺕ ﺍﻟﻨﺠﺎﺭﺓ ﻭﺇﻋﺎﺩﺓ ﺑﻴﻊ‬
‫‪136‬‬
‫ﺍﻷﳌﻨﻴﻮﻡ)‪ (MRA‬ﻋﻦ ﻃﺮﻳﻖ ﺃﺟﻬﺰﺓ ﺍﳌﻮﺩﻡ ﻛﺬﻟﻚ ﺃﻭ ﺑﺎﺳﺘﺨﺪﺍﻡ ﺍﳍﺎﺗﻒ ﻭﺍﻟﻔﺎﻛﺲ‪ ،‬ﺃﻭ ﺍﻻﻧﺘﻘﺎﻝ ﻋﱪ‬
‫ﻭﺳﺎﺋﻂ ﲣﺰﻳﻦ ﻭﻧﻘﻞ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺨﺘﻠﻔﺔ)‪ (Disquettes, CD-ROM, Lecteur Zip..‬ﺍﶈﻤ‪‬ﻠﺔ ﰲ‬
‫ﻭﺳﺎﺋﻞ ﻧﻘﻞ ﺍﻟﺒﻀﺎﺋﻊ ﺍﻟﺘﺎﺑﻌﺔ ﻟﻠﺸﺮﻛﺔ‪.‬‬
‫ﻭﻛﺎﺳﺘﻨﺘﺎﺝ ﳝﻜﻦ ﺍﻟﻘﻮﻝ ﺑﺄﻥ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﰲ ﺷﺮﻛﺔ)‪ (Algal‬ﻳﺮﺗﻜﺰ ﺑﺼﻔﺔ ﺭﺋﻴﺴﻴﺔ‬
‫ﰲ ﻭﺣﺪﺓ ﺑﺜﻖ ﻭﺃﻧﻮﺩﺓ ﻭﺻﻬﺮ ﺍﻷﳌﻨﻴﻮﻡ)‪ ،(Eara‬ﻭﻫﺬﺍ ﻳﺮﺟﻊ ﻟﻌﺪﺓ ﺃﺳﺒﺎﺏ ﺃﳘﻬﺎ‪:‬‬
‫‪ -‬ﻛﱪ ﺣﺠﻢ ﺍﻟﻮﺣﺪﺓ‪ ،‬ﻭﺗﺒﺎﻋﺪ ﻭﺭﺷﺎ‪‬ﺎ ﻭﻣﺼﺎﳊﻬﺎ‪.‬‬
‫‪ -‬ﺗﻌﺪﺩ ﺍﺧﺘﺼﺎﺻﺎﺕ ﺍﻟﻮﺣﺪﺓ؛ ﻣﻦ ﺑﺜﻖ ﻭﺗﻐﻄﻴﺔ ﻭﺻﻬﺮ‪ ،‬ﻭﻃﻼﺀ ﻭﳒﺎﺭﺓ‪..‬ﻭﻏﲑﻫﺎ‪ ،‬ﺇﺿﺎﻓﺔ ﺇﱃ ﺍﻷﻋﻤﺎﻝ‬
‫ﺍﻹﺩﺍﺭﻳﺔ ﻣﻦ ﳏﺎﺳﺒﺔ ﻭﺃﺟﻮﺭ ﻭﺑﻴﻊ ﻭﺗﺴﻮﻳﻖ‪...‬ﻭﻏﲑﻫﺎ‪ ،‬ﳑﺎ ﻳﻔﺮﺽ ﺍﻟﺘﻨﺴﻴﻖ ﺑﲔ ﻫﺬﻩ ﺍﳌﺼﺎﱀ ﻭﺗﺒﺎﺩﻝ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﺸﻜﻞ ﺳﺮﻳﻊ‪ ،‬ﺷﺎﻣﻞ ﻭﺩﻗﻴﻖ‪.‬‬
‫‪ -‬ﺍﺭﺗﺒﺎﻁ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﳌﺼﺎﱀ ﰲ ﻋﻤﻠﻬﺎ ﺑﻌﻤﻞ ﻣﺼﺎﱀ ﺃﺧﺮﻯ؛ ﻓﻤﺜﻼ ﻣﺼﻠﺤﺔ ﺍﻟﺘﻐﻠﻴﻒ)‪(Emballage‬‬
‫ﻻ ﳝﻜﻨﻬﺎ ﺍﻟﻘﻴﺎﻡ ﺑﻌﻤﻠﻬﺎ ﻣﻦ ﺩﻭﻥ ﻣﻌﻠﻮﻣﺎﺕ ﻋﻦ ﺍﻟﻜﻤﻴﺔ ﻭﺍﳌﻮﺍﺻﻔﺎﺕ ﺗﺄﺗﻴﻬﺎ ﻣﻦ ﻣﺼﻠﺤﺔ ﺑﺮﳎﺔ ﻭﻣﺘﺎﺑﻌﺔ‬
‫ﺍﳌﻨﺘﻮﺝ)‪ ،(PSPP‬ﻭﻫﺬﻩ ﺍﻷﺧﲑﺓ ﺗﻌﺘﻤﺪ ﺑﺪﻭﺭﻫﺎ ﻋﻠﻰ ﻣﻌﻠﻮﻣﺎﺕ ﻣﺼﻠﺤﺔ ﺍﳌﺒﻴﻌﺎﺕ ﺍﻟﱵ ﺗﺘﻠﻘﻰ ﺍﻟﻄﻠﺒﺎﺕ‬
‫ﻣﻦ ﺍﻟﻌﻤﻼﺀ‪...‬ﻭﻫﻜﺬﺍ‪ .‬ﻓﺒﻨﺎﺀﺍ ﻋﻠﻰ ﻣﺎ ﺳﺒﻖ ﲡﺪ ﺍﻟﺸﺮﻛﺔ ﻧﻔﺴﻬﺎ ﳎﱪﺓ ﻋﻠﻰ ﺿﻤﺎﻥ ﺍﺗﺼﺎﻝ ﺩﺍﺋﻢ ﻭﻣﺒﺎﺷﺮ‬
‫ﻭﺁﻣﻦ ﺑﲔ ﻫﺬﻩ ﺍﳌﺼﺎﱀ‪ ،‬ﻭﺍﺗﺼﺎﻝ ﻣﻦ ﻫﺬﺍ ﺍﻟﻨﻮﻉ ﻻ ﺗﻮﻓﺮﻩ ﺇﻻ ﺃﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺍﻟﱵ ﺗﺒﻨﺖ‬
‫ﺍﳌﺆﺳﺴﺔ ﻭﺍﺣﺪﺍ ﻣﻨﻬﺎ‪ ،‬ﺧﺪﻣﺔ ﻻﲣﺎﺫ ﻗﺮﺍﺭﺍﺕ ﺗﺸﻐﻴﻠﻴﺔ ﻭﻭﻇﻴﻔﻴﺔ ﻓﻌﺎﻟﺔ ﲣﺪﻡ ﺑﺪﻭﺭﻫﺎ ﺍﻟﺴﻴﺎﺳﺎﺕ ﻭﺍﻟﻘﺮﺍﺭﺍﺕ‬
‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﱵ ﺗﺘﺨﺬﻫﺎ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ‪ ،‬ﻭﺍﻟﱵ ﲢﺪﺩ ﰲ ﻣﺮﺣﻠﺔ ﻣﺎ ﺳﲑﻭﺭﺓ ﺍﳌﺆﺳﺴﺔ ﻭﻣﺼﲑﻫﺎ ﰲ‬
‫ﺍﻟﺴﻮﻕ‪ ،‬ﺧﺎﺻﺔ ﻣﻊ ﺍﻻﻧﻔﺘﺎﺡ ﺍﻻﻗﺘﺼﺎﺩﻱ ﺍﻟﺬﻱ ﺗﺸﻬﺪﻩ ﺍﳉﺰﺍﺋﺮ ﻭﺍﳌﻨﺎﻓﺴﺔ ﺍﻟﺸﺮﺳﺔ∗ﺍﻟﱵ ﺃﺻﺒﺤﺖ ﺗﺘﻌﺮﺽ‬
‫ﳍﺎ ﺍﻟﺸﺮﻛﺔ ﻣﻦ ﻃﺮﻑ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻷﺟﻨﺒﻴﺔ ﺍﳌﺘﺨﺼﺼﺔ ﰲ ﻫﺬﺍ ﺍ‪‬ﺎﻝ‪.‬‬

‫ﺍﻟﻤﻄﻠﺐ ﺍﻟﺜﺎﻧﻲ‪ :‬ﺗﺼﻤﻴﻢ ﻭﺗﻄﺒﻴﻖ ﺍﻟﻨﻈﺎﻡ ﺍﻵﻟﻲ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﺑﺎﻟﺸﺮﻛﺔ‬

‫ﻟﻘﺪ ﻇﻬﺮﺕ ﺍﳊﺎﺟﺔ ﺇﱃ ﻧﻈﺎﻡ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﰲ ﺍﻟﺸﺮﻛﺔ ﻣﻨﺬ ﺃﻭﺍﺋﻞ ﺍﻟﺘﺴﻌﻴﻨﺎﺕ‪ ،‬ﻟﻜﻦ‬
‫ﺍﻟﺘﻔﻜﲑ ﺍﳉِﺪﻱ ﰲ ﺗﺼﻤﻴﻢ ﻭﺗﻄﺒﻴﻖ ﺃﺣﺪﻫﺎ ﻛﺎﻥ ﰲ ﺁﺧﺮ ﺍﻟﻌﻘﺪ ﺍﻷﺧﲑ ﻣﻦ ﺍﻟﻘﺮﻥ ﺍﳌﺎﺿﻲ ﻭﺑﺪﺀ ﺍﻟﻌﻤﻞ ﺑﻪ‬
‫ﻓﻌﻠﻴﺎ ﻛﺎﻥ ﺳﻨﺔ ‪ ،2001‬ﻗﺒﻞ ﺍﻧﻄﻼﻕ ﺍﻟﻌﻤﻠﻴﺔ ﻗﺎﻣﺖ ﻣﺼﻠﺤﺔ ﺍﳌﻌﻠﻮﻣﺎﺗﻴﺔ ﺍﻟﺘﺎﺑﻌﺔ ﻟﻠﻤﺪﻳﺮﻳﺔ ﺍﻟﻌﺎﻣﺔ ﺑﺘﺤﺪﻳﺪ‬
‫ﺍﻷﻫﺪﺍﻑ ﺍﻷﺳﺎﺳﻴﺔ ﺍﳌﺮﺟﻮﺓ ﻣﻦ ﺍﻟﻨﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﰐ ﻣﺘﻤﺜﻠﺔ ﺃﺳﺎﺳﺎ ﰲ ﲣﻔﻴﻒ ﺍﻷﻋﻤﺎﻝ ﺍﻹﺩﺍﺭﻳﺔ ﻭﲢﺴﲔ‬

‫∗ ﺑﻨﺎﺀﺍ ﻋﻠﻰ ﻣﻘﺎﺑﻠﺔ ﻣﻊ ﻧﺎﺋﺐ ﺍﳌﺪﻳﺮ ﺍﻟﻌﺎﻡ ﻟﻠﺸﺮﻛﺔ ﺍﳌﻜﻠﻒ ﺑﺎﶈﺎﺳﺒﺔ ﻭﺍﳌﺎﻟﻴﺔ‪.‬‬
‫‪137‬‬
‫ﺇﺟﺮﺍﺀﺍﺕ ﺍﻻﺗﺼﺎﻝ ﻭﺍﻧﺘﻘﺎﻝ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻣﻦ ﺧﻼﻝ ﺗﺄﻟﻴﺔ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﳌﻬﺎﻡ ﺍﻟﺮﻭﺗﻴﻨﻴﺔ‪ ،‬ﺇﺿﺎﻓﺔ ﺇﱃ ﺍﻟﻌﻤﻞ ﻋﻠﻰ‬
‫ﺗﻮﻓﲑ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﻨﺎﺳﺒﺔ ﻋﻠﻰ ﺃﺷﻜﺎﻝ ﳐﺘﻠﻔﺔ ﻭﰲ ﺍﻟﻮﻗﺖ ﺍﳌﻨﺎﺳﺐ ﳑﺎ ﻳﺪﻋﻢ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﺑﺎﻟﺸﺮﻛﺔ‪.‬‬
‫ﻭﻟﻠﻘﻴﺎﻡ ﺑﻮﺿﻊ ﺍﻟﻨﻈﺎﻡ ﻭﺟﺐ ﻋﻠﻰ ﺍﻟﺸﺮﻛﺔ ﺩﺭﺍﺳﺔ ﺇﻣﻜﺎﻧﻴﺎ‪‬ﺎ ﺍﳌﺎﺩﻳﺔ ﻭﺍﻟﺒﺸﺮﻳﺔ‪ ،‬ﻭﺑﺎﻟﺘﺎﱄ ﺍﻹﺟﺎﺑﺔ‬
‫ﻋﻠﻰ ﺃﺭﺑﻌﺔ ﺃﺳﺌﻠﺔ ﻫﺎﻣﺔ‪:‬‬
‫‪ -‬ﺍﻟﺴﺆﺍﻝ ﺍﻻﻗﺘﺼﺎﺩﻱ‪ :‬ﻫﻞ ﺳﺘﻐﻄﻲ ﺍﻷﺭﺑﺎﺡ ﺍﳌﺘﺤﺼﻞ ﻋﻠﻴﻬﺎ ﺟﺮﺍﺀ ﻭﺿﻊ ﺍﻟﻨﻈﺎﻡ ﻋﻠﻰ ﺗﻜﺎﻟﻴﻒ ﺗﺼﻤﻴﻤﻪ‬
‫ﻭﺗﻨﻔﻴﺬﻩ؟‬
‫‪ -‬ﺍﻟﺴﺆﺍﻝ ﺍﻟﺘﻘﲏ‪ :‬ﻣﺎﻫﻲ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﻟﻮﺍﺟﺐ ﺍﻋﺘﻤﺎﺩﻫﺎ ﰲ ﻋﻤﻠﻴﺔ ﺍﳊﻮﺳﺒﺔ ﺑﺎﻟﺸﺮﻛﺔ؟‪ ،‬ﻭﺑﺎﻟﺘﺎﱄ ﺿﺮﻭﺭﺓ‬
‫ﲢﺪﻳﺪ ﺍﻟﺘﻄﺒﻴﻘﺎﺕ ﺍﳌﺮﺍﺩ ﺣﻮﺳﺒﺘﻬﺎ‪ ،‬ﻭﻛﺬﺍ ﺍﻟﺘﺠﻬﻴﺰﺍﺕ ﻭﺍﻟﱪﺍﻣﺞ ﺍﳌﻨﺎﺳﺒﺔ ﻟﻜﻞ ﺗﻄﺒﻴﻖ‪.‬‬
‫‪ -‬ﺍﻟﺴﺆﺍﻝ ﺍﻟﺒﺸﺮﻱ‪ :‬ﻣﺎﻫﻮ ﺣﺠﻢ ﻭﻧﻮﻋﻴﺔ ﺍﳌﺴﺘﺨﺪﻣﲔ ﺍﻟﻀﺮﻭﺭﻳﲔ ﻟﻌﻤﻠﻴﺔ ﺗﺸﻐﻴﻞ ﺍﻟﻨﻈﺎﻡ ﺍﳉﺪﻳﺪ‪.‬‬
‫‪ -‬ﺍﻟﺴﺆﺍﻝ ﺍﻟﻌﻤﻠﻲ‪ :‬ﻫﻞ ﳝﻜﻦ ﻟﻠﺸﺮﻛﺔ ﺍﻟﻘﻴﺎﻡ ﺑﻌﻤﻠﻴﺔ ﺗﺼﻤﻴﻢ ﻭﺗﻄﺒﻴﻖ ﺍﻟﻨﻈﺎﻡ ﺑﻨﻔﺴﻬﺎ‪ ،‬ﺃﻡ ﻋﻠﻴﻬﺎ ﺍﻻﺳﺘﻌﺎﻧﺔ‬
‫ﺑﺸﺮﻛﺎﺕ ﻣﺘﺨﺼﺼﺔ ﰲ ﻫﺬﺍ ﺍ‪‬ﺎﻝ‪ ،‬ﻭﻫﻞ ﺑﺈﻣﻜﺎ‪‬ﺎ ﻓﻴﻤﺎ ﺑﻌﺪ ﺍﻻﺳﺘﻤﺮﺍﺭ ﰲ ﺗﺸﻐﻴﻠﻪ ﻭﺻﻴﺎﻧﺘﻪ‪.‬‬
‫ﻭﺑﻌﺪ ﺩﺭﺍﺳﺔ ﺍﻷﺳﺌﻠﺔ ﺍﻟﺴﺎﺑﻘﺔ‪ ،‬ﻭﻟﻜﻮﻥ ﺍﳌﺼﺎﱀ ﺍﳌﺨﺘﺼﺔ ﺑﺎﻹﻋﻼﻡ ﺍﻵﱄ ﰲ ﺍﻟﺸﺮﻛﺔ ﻻ ﲢﺘﻮﻱ ﻋﻠﻰ‬
‫ﻋﺪﺩ ﻛﺎﰲ ﻣﻦ ﺍﻹﻃﺎﺭﺍﺕ ﻭﺍﻟﻌﻤﺎﻝ‪ ،‬ﻭﻧﻈﺮﺍ ﻟﻜﱪ ﺣﺠﻢ ﺍﻟﺸﺮﻛﺔ ﻭﺿﺮﻭﺭﺓ ﺍﺳﺘﺨﺪﺍﻡ ﺗﻘﻨﻴﺔ ﺍﻷﻟﻴﺎﻑ‬
‫ﺍﻟﺒﺼﺮﻳﺔ ﻛﺘﺠﻬﻴﺰ ﻣﻬﻢ ﻣﻦ ﲡﻬﻴﺰﺍﺕ ﺍﻟﻨﻈﺎﻡ‪ ،‬ﻭﺍﻟﱵ ﲢﺘﺎﺝ ﺇﱃ ﻭﺳﺎﺋﻞ ﻭﺗﻘﻨﻴﺎﺕ ﺣﺪﻳﺜﺔ ﻭﺑﺎﻫﻈﺔ ﺍﻟﺘﻜﺎﻟﻴﻒ‪،‬‬
‫ﺭﺃﺕ ﺍﻟﺸﺮﻛﺔ ﺃﻧﻪ ﻣﻦ ﺍﻷﺻﻠﺢ ﺍﻻﺳﺘﻌﺎﻧﺔ ﺑﺈﺣﺪﻯ ﺍﳌﺆﺳﺴﺎﺕ ﺍﳌﺨﺘﺼﺔ ﰲ ﳎﺎﻝ ﺗﺼﻤﻴﻢ ﻭﺗﻄﺒﻴﻖ ﺃﻧﻈﻤﺔ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﻭﺑﻌﺪ ﺩﺭﺍﺳﺔ ﻋﺮﻭﺽ ﺍﳌﺆﺳﺴﺎﺕ ﺍﳌﺨﺘﺼﺔ ﻭﻣﻘﺎﺭﻧﺘﻬﺎ ﺑﺎﻻﺣﺘﻴﺎﺟﺎﺕ ﻭﺍﻹﻣﻜﺎﻧﻴﺎﺕ ﺍﳌﺎﻟﻴﺔ‬
‫ﻟﻠﺸﺮﻛﺔ ﻭﻗﻊ ﺍﻻﺧﺘﻴﺎﺭ ﻋﻠﻰ ﺷﺮﻛﺔ ﺟﺰﺍﺋﺮﻳﺔ ﺧﺎﺻﺔ ﺫﺍﺕ ﻣﺴﺆﻭﻟﻴﺔ ﳏﺪﻭﺩﺓ ﺗﺴﻤﻰ )‪ (M.S.I.I‬ﻭﺍﻟﱵ‬
‫ﺗﺘﻮﻓﺮ ﻋﻠﻰ ﺧﱪﺓ ﻻ ﺑﺄﺱ ‪‬ﺎ ﰲ ﻫﺬﺍ ﺍ‪‬ﺎﻝ )ﻣﻊ ﺷﺮﻛﺔ ﺳﻮﻧﺎﻃﺮﺍﻙ ﻣﺜﻼ(‪.‬‬
‫ﻭﻛﺎﻥ ﺍﻗﺘﺮﺍﺡ ﺷﺮﻛﺔ )‪ (M.S.I.I‬ﻷﻧﻈﻤﺔ ﺍﻹﻋﻼﻡ ﺍﻵﱄ ﻳﺘﻤﺜﻞ ﰲ ﺇﻧﺸﺎﺀ ﺍﻟﺘﻄﺒﻴﻘﺎﺕ ﺍﻟﱵ ﺗﺮﻳﺪﻫﺎ‬
‫ﺍﻟﺸﺮﻛﺔ ﻋﻠﻰ ﺷﻜﻞ ﳎﻤﻮﻋﺎﺕ ﻧﻈﻢ ﻓﺎﻋﻠﺔ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ‪ ،‬ﻣﺘﺮﺍﺑﻄﺔ ﻭﻣﺘﺸﺎﺑﻜﺔ ﻓﻴﻤﺎ ﺑﻴﻨﻬﺎ ﻣﻦ ﺧﻼﻝ ﻗﺎﻋﺪﺓ‬
‫ﺑﻴﺎﻧﺎﺕ ﻣﺸﺘﺮﻛﺔ‪ ،‬ﻷﺟﻞ ﺍﳊﺼﻮﻝ ﻋﻠﻰ ﻧﻈﺎﻡ ﺁﱄ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﻳﺴﺎﻋﺪ ﰲ ﺍﻟﺘﺴﻴﲑ ﻭﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ‪،‬‬
‫ﻭﺍﻟﺸﻜﻞ )‪ (33‬ﻳﺒﲔ ﻫﻴﻜﻠﺔ ﻫﺬﺍ ﺍﻟﻨﻈﺎﻡ‪ ،‬ﺣﻴﺚ ﺳﻴﺘﻢ ﺷﺮﺡ ﺍﻟﺘﺠﻬﻴﺰﺍﺕ ﻭﺍﻟﱪﺍﻣﺞ ﺍﻟﱵ ﳛﺘﻮﻳﻬﺎ ﻫﺬﺍ ﺍﻟﻨﻈﺎﻡ‬
‫ﰲ ﺍﳌﻄﻠﺐ ﺍﻟﺜﺎﻟﺚ ﻣﻦ ﻫﺬﺍ ﺍﳌﺒﺤﺚ‪.‬‬

‫‪138‬‬
139
 ‫ﺍﻟﻤﻄﻠﺐ ﺍﻟﺜﺎﻟﺚ‪ :‬ﺍﻟﺘﺠﻬﻴﺰﺍﺕ ﻭﺍﻟﺒﺮﺍﻣﺞ ﺍﻟﻮﻇﻴﻔﻴﺔ ﺍﻟﺘﻲ ﻳﻌﺘﻤﺪ ﻋﻠﻴﻬﺎ ﺍﻟﻨﻈﺎﻡ ﺍﻵﻟﻲ‬
‫ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﺑﺎﻟﺸﺮﻛﺔ‬
‫ﻗﺒﻞ ﺩﺭﺍﺳﺔ ﺃﻱ ﻧﻈﺎﻡ ﻣﻌﻠﻮﻣﺎﺕ ﻭﻋﻼﻗﺘﻪ ﺑﺎﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﰲ ﻣﺆﺳﺴﺔ ﻣﺎ‪ ،‬ﻻﺑﺪ ﻣﻦ ﺩﺭﺍﺳﺔ ﺗﺮﻛﻴﺒﺔ‬
‫ﻫﺬﺍ ﺍﻟﻨﻈﺎﻡ ﰲ ﺣﺪ ﺫﺍﺗﻪ‪ ،‬ﻭﺍﻟﺬﻱ ﺗﻌﺘﱪ ﻣﻜﻮﻧﺎﺗﻪ ﺍﳌﺎﺩﻳﺔ ﻭﺍﻟﱪﺍﻣﺞ ﺍﻟﻮﻇﻴﻔﻴﺔ ﺍﻟﱵ ﻳﺘﻤﺘﻊ ‪‬ﺎ ﻣﻦ ﺃﺑﺮﺯ ﻣﻘﻮﻣﺎﺗﻪ‬
‫ﻭﻋﻮﺍﻣﻞ ﳒﺎﺣﻪ‪ ،‬ﻭﻫﺬﺍ ﻣﺎ ﺳﻴﺘﻢ ﺍﻟﺘﻄﺮﻕ ﻟﻪ ﰲ ﻫﺬﺍ ﺍﳌﻄﻠﺐ‪.‬‬
‫ﺃﻭﻻ‪ :‬ﺍﳌﻜﻮﻧﺎﺕ ﺍﳌﺎﺩﻳﺔ‬
‫ﺗﺘﻜﻮﻥ ﺍﻟﺸﺒﻜﺔ ﺍﳌﻌﻠﻮﻣﺎﺗﻴﺔ ﻟﺸﺮﻛﺔ )‪ (ALGAL‬ﺗﺒﻌﺎ ﻟﻠﺸﻜﻞ )‪ (33‬ﻣﻦ ﺃﺭﺑﻌﺔ ﺷﺒﻜﺎﺕ ﻓﺮﻋﻴﺔ‬
‫ﺭﺋﻴﺴﻴﺔ ﺻﻤﺖ ﻋﻠﻰ ﻫﺬﺍ ﺍﻟﺸﻜﻞ ﻭﻓﻘﺎ ﻻﻋﺘﺒﺎﺭﻳﻦ ﺃﺳﺎﺳﻴﲔ‪:‬‬
‫‪ -‬ﺍﻻﻋﺘﺒﺎﺭ ﺍﳉﻐﺮﺍﰲ‪ :‬ﻭﻫﻮ ﻭﻗﻮﻉ ﻛﻞ ﺷﺒﻜﺔ ﻓﺮﻋﻴﺔ ﻣﻨﻬﺎ ﰲ ﺟﻬﺔ ﻣﻌﻴﻨﺔ ﻣﻦ ﺟﻬﺎﺕ ﺍﻟﺸﺮﻛﺔ‪.‬‬
‫‪ -‬ﺍﻻﻋﺘﺒﺎﺭ ﺍﻷﻣﲏ‪ :‬ﻓﻔﻲ ﺣﺎﻟﺔ ﻭﻗﻮﻉ ﻋﻄﺐ ﻣﻌﲔ ﰲ ﺷﺒﻜﺔ ﻓﺮﻋﻴﺔ ﻣﺎ‪ ،‬ﻻ ﻳﻨﺘﻘﻞ ﺍﳋﻠﻞ ﺇﱃ ﺑﺎﻗﻲ ﺍﻟﺸﺒﻜﺎﺕ‬
‫ﺍﻟﻔﺮﻋﻴﺔ‪.‬‬
‫ﻭﺗﺘﻜﻮﻥ ﻛﻞ ﺷﺒﻜﺔ ﻓﺮﻋﻴﺔ ﻣﻦ ﳎﻤﻮﻋﺔ ﻣﻦ ﺃﺟﻬﺰﺓ ﺍﳊﺎﺳﻮﺏ ﻣﺮﺑﻮﻃﺔ ﻣﻊ ﺑﻌﻀﻬﺎ ﻋﱪ ﳏﻮ‪‬ﻝ )‪(HUB‬‬
‫ﻳﺼﻠﻬﺎ ﻣﺒﺎﺷﺮﺓ ﻋﱪ ﺍﻷﻟﻴﺎﻑ ﺍﻟﺒﺼﺮﻳﺔ ﺑﺎﳌﺸﻐ‪‬ﻞ ﺍﻟﺮﺋﻴﺴﻲ )‪ (Switch‬ﺍﻟﺬﻱ ﻳﺼﻠﻬﺎ ﺑﺎﻟﻜﻤﺒﻴﻮﺗﺮ ﺍﳌﻀﻴﻒ‬
‫)‪ (Serveur‬ﺍﻟﺬﻱ ﳛﺘﻮﻱ ﻋﻠﻰ ﻗﺎﻋﺪﺓ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﳌﺸﺘﺮﻛﺔ ﻭﺍﻟﱪﺍﻣﺞ ﺍﻟﺘﺸﻐﻴﻠﻴﺔ ﺍﻟﱵ ﺗﺸﻐﻞ ﺍﻟﻨﻈﺎﻡ ﻛﻜﻞ‪،‬‬
‫ﻣﻊ ﻭﺟﻮﺩ ﻛﻤﺒﻴﻮﺗﺮ ﻣﻀﻴﻒ ﻣﺴﺎﻋﺪ )‪ (Serveur Secondaire‬ﻷﻏﺮﺍﺽ ﺃﻣﻨﻴﺔ ﰲ ﺣﺎﻟﺔ ﺗﻌﻄﻞ‬
‫ﺍﻟﻜﻤﺒﻴﻮﺗﺮ ﺍﳌﻀﻴﻒ ﺍﻟﺮﺋﻴﺴﻲ‪ ،‬ﻣﻊ ﻭﺟﻮﺩ ﺟﻬﺎﺯﻱ ﻛﻤﺒﻴﻮﺗﺮ ﺁﺧﺮﻳﻦ ﺧﺎﺻﲔ ﲟﺼﻠﺤﺔ ﺍﻹﻋﻼﻡ ﺍﻵﱄ ﺃﻳﻦ‬
‫ﳝﻜﻦ ﺍﻹﻃﻼﻉ ﻋﻠﻰ ﻛﺎﻓﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ ﺗﺘﺪﻓﻖ ﰲ ﺍﻟﺸﺒﻜﺔ‪ ،‬ﻣﻊ ﺇﻣﻜﺎﻧﻴﺔ ﺣﻔﻈﻬﺎ ﺃﻭ ﻧﺴﺨﻬﺎ ﺃﻭ‬
‫ﺍﺳﺘﺨﺮﺍﺟﻬﺎ ﺃﻭ ﺧﺰ‪‬ﺎ ﺃﻭ ﺍﺳﺘﺮﺟﺎﻋﻬﺎ ﻣﺮﺓ ﺃﺧﺮﻯ‪ ،‬ﺃﻱ ﺗﻜﻮﻳﻦ ﺃﺭﺷﻴﻒ ﺍﻟﻜﺘﺮﻭﱐ ﻋﻦ ﻛﻞ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ‬
‫ﺗﺘﺪﻓﻖ ﻳﻮﻣﻴﺎ ﻋﱪ ﺍﻟﺸﺒﻜﺔ‪ ،‬ﻛﻤﺎ ﳝﻜﻦ ﻣﻦ ﺧﻼﻝ ﺟﻬﺎﺯﻱ ﺍﻹﻋﻼﻡ ﺍﻵﱄ ﺍﻷﺧﲑﻳﻦ ﺍﻻﺗﺼﺎﻝ ﺑﺎﺳﺘﺨﺪﺍﻡ‬
‫ﺟﻬﺎﺯ ﺍﳌﻮﺩﻡ )‪ (Modem‬ﺑﻜﺎﻓﺔ ﻣﺪﻳﺮﻳﺎﺕ ﺍﻟﺸﺮﻛﺔ‪.‬‬

‫ﺛﺎﻧﻴﺎ‪ :‬ﺍﻟﱪﺍﻣﺞ ﺍﻟﻮﻇﻴﻔﻴﺔ ﺍﻟﱵ ﳛﺘﻮﻱ ﻋﻠﻴﻬﺎ ﺍﻟﻨﻈﺎﻡ‬

‫ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﺍﳌﻜﻮﻧﺎﺕ ﺍﳌﺎﺩﻳﺔ ﻟﻠﻨﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﰐ‪ ،‬ﺗﻌﺘﻤﺪ ﺍﻟﺸﺮﻛﺔ ﻋﻠﻰ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﻟﱪﺍﻣﺞ‬
‫ﺍﻟﻮﻇﻴﻔﻴﺔ ﺍﻟﱵ ﲣﺪﻡ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﻟﺘﻄﺒﻴﻘﺎﺕ ﺍﻟﱵ ﻗﺮﺭﺕ ﺍﻟﺸﺮﻛﺔ ﺣﻮﺳﺒﺘﻬﺎ ﺑﻨﺎﺀﺍ ﻋﻠﻰ ﺃﳘﻴﺘﻬﺎ ﰲ ﺧﺪﻣﺔ‬
‫ﺍﻟﻨﻈﺎﻡ ﺍﻟﻔﺎﻋﻞ )‪ (Le Système De Pilotage‬ﺍﳋﺎﺹ ﺑﺎﳌﺆﺳﺴﺔ‪ ،‬ﻭﻣﺪﻯ ﺣﺎﺟﺘﻪ ﺇﻟﻴﻬﺎ ﰲ ﺍﲣﺎﺫ‬
‫ﻗﺮﺍﺭﺍﺗﻪ‪ ،‬ﻭﺍﻟﺸﻜﻞ )‪ (34‬ﻳﻮﺿﺢ ﺍﻟﱪﺍﻣﺞ ﺍﻟﻮﻇﻴﻔﻴﺔ ﺍﻟﱵ ﺗﻌﺘﻤﺪﻫﺎ ﺍﻟﺸﺮﻛﺔ ﻭﺍﳌﻔﺼﻠﺔ ﻛﺎﻟﺘﺎﱄ‪:‬‬

‫‪140‬‬
‫‪-‬ﺩﺍﺋﺮﺓ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﶈﺎﺳﺒﻴﺔ ﻭﺍﳉﺒﺎﺋﻴﺔ‪:‬ﺗﺴﺘﺨﺪﻡ ﺑﺮﻧﺎﳎﺎ ﻹﺩﺍﺭﺓ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﶈﺎﺳﺒﻴﺔ ﻳﺴﻤﻰ)‪(PC Compta‬‬
‫ﻭﻛﺬﺍ ﺑﺮﻧﺎﻣﺞ ﳌﺘﺎﺑﻌﺔ ﻋﻤﻠﻴﺎﺕ ﺍﳉﺮﺩ‪.‬‬
‫‪-‬ﺩﺍﺋﺮﺓ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﳌﺎﻟﻴﺔ ﻭﺍﳌﻮﺍﺯﻧﺔ‪ :‬ﺗﺴﺘﺨﺪﻡ ﺑﺮﻧﺎﳎﺎ ﻟﺘﺴﻴﲑ ﻭﻣﺘﺎﺑﻌﺔ ﺍﻻﻫﺘﻼﻛﺎﺕ‪.‬‬
‫‪-‬ﻣﺼﻠﺤﺔ ﻣﺘﺎﺑﻌﺔ ﺣﺴﺎﺑﺎﺕ ﺍﻟﻌﻤﻼﺀ‪ :‬ﺗﺴﺘﺨﺪﻡ ﺑﺮﻧﺎﳎﺎ ﳌﺘﺎﺑﻌﺔ ﺣﺴﺎﺑﺎﺕ ﺍﻟﻌﻤﻼﺀ‪.‬‬
‫‪-‬ﻣﺼﻠﺤﺔ ﺍﳌﺸﺘﺮﻳﺎﺕ‪ :‬ﺗﺴﺘﺨﺪﻡ ﺑﺮﻧﺎﳎﺎ ﳌﺘﺎﺑﻌﺔ ﻋﻤﻠﻴﺎﺕ ﺍﻟﺘﻤﻮﻳﻦ‪.‬‬
‫‪-‬ﻣﺼﻠﺤﺔ ﺍﻟﺒﺜﻖ‪ :‬ﺑﺮﻧﺎﻣﺞ ﳌﺘﺎﺑﻌﺔ ﺍ‪‬ﻨﺒﺎﺕ ﺍﻟﱵ ﺧﻀﻌﺖ ﻟﻌﻤﻠﻴﺔ ﺍﻟﺒﺜﻖ‪.‬‬
‫‪-‬ﻣﺼﻠﺤﺔ ﺇﺻﻼﺡ ﺍﻟﺴﻼﻛﺎﺕ‪ :‬ﺑﺮﻧﺎﻣﺞ ﳌﺘﺎﺑﻌﺔ ﻋﻤﻠﻴﺔ ﺗﺼﻠﻴﺢ ﺍﻟﺴﻼﻛﺎﺕ‪.‬‬
‫‪-‬ﻣﺼﻠﺤﺔ ﺍﳌﺒﻴﻌﺎﺕ‪ :‬ﺑﺮﻧﺎﻣﺞ ﳌﺘﺎﺑﻌﺔ ﺍﻟﻄﻠﺒﻴﺎﺕ ﻭﺑﺮﻧﺎﻣﺞ ﺁﺧﺮ ﻟﺘﺴﻴﲑ ﻭﻣﺘﺎﺑﻌﺔ ﺍﻟﻔﻮﺍﺗﲑ‪ .‬ﻭﺍﳌﻠﺤﻖ ﺭﻗﻢ )‪(01‬‬
‫ﻳﻘﺪﻡ ﻣﺜﺎﻻ ﻋﻠﻰ ﺑﺮﻧﺎﻣﺞ ﻣﺘﺎﺑﻌﺔ ﺍﻟﻔﻮﺍﺗﲑ ﻭﻣﺜﺎﻻ ﺁﺧﺮ ﻋﻠﻰ ﺑﺮﻧﺎﻣﺞ ﳌﺘﺎﺑﻌﺔ ﻭﺻﻮﻻﺕ ﺍﳋﺮﻭﺝ) ‪Bons De‬‬
‫‪.(Sortie‬‬
‫‪-‬ﻣﺼﻠﺤﺔ ﺍﻷﺟﻮﺭ‪ :‬ﺑﺮﻧﺎﻣﺞ ﳌﺘﺎﺑﻌﺔ ﺍﳌﺴﺘﺨﺪﻣﲔ ﻭﺍﻷﺟﻮﺭ‪.‬‬
‫‪-‬ﻣﺼﻠﺤﺔ ﺍﳌﻌﺎﳉﺔ ﺑﺎﻷﻧﻮﺩ‪ :‬ﺑﺮﻧﺎﻣﺞ ﺧﺎﺹ ﲟﺘﺎﺑﻌﺔ ﺍ‪‬ﻨﺒﺎﺕ ﺍﻟﱵ ﺧﻀﻌﺖ ﻟﻌﻤﻠﻴﺔ ﺍﳌﻌﺎﳉﺔ ﺑﺎﻷﻧﻮﺩ‪ ،‬ﻭﺑﺮﻧﺎﻣﺞ‬
‫ﺁﺧﺮ ﳌﺘﺎﺑﻌﺔ ﺍﻟﻄﻠﺒﻴﺎﺕ ﺍﳋﺎﺻﺔ ﺑﺎ‪‬ﻨﺒﺎﺕ ﺍﻟﱵ ﺧﻀﻌﺖ ﻟﻸﻧﻮﺩﺓ‪.‬‬
‫‪-‬ﻣﺼﻠﺤﺔ ﻣﺘﺎﺑﻌﺔ ﲣﻄﻴﻂ ﺍﻹﻧﺘﺎﺝ‪ :‬ﺑﺮﻧﺎﻣﺞ ﳌﺘﺎﺑﻌﺔ ﺍﳌﺨﺰﻭﻥ ﺍﻟﻮﺳﻴﻄﻲ ﺍﻟﺬﻱ ﻳﻨﺘﻈﺮ ﻋﻤﻠﻴﺔ ﺍﻟﺘﻮﺟﻴﻪ‪ ،‬ﻭﺑﺮﻧﺎﻣﺞ‬
‫ﺁﺧﺮ ﳌﺘﺎﺑﻌﺔ ﺃﻭﻟﻮﻳﺎﺕ ﺍﻹﻧﺘﺎﺝ‪.‬‬
‫‪-‬ﻣﺼﻠﺤﺔ ﺍﻟﻄﻼﺀ‪ :‬ﺑﺮﻧﺎﻣﺞ ﳌﺘﺎﺑﻌﺔ ﺇﻧﺘﺎﺝ ﺍ‪‬ﻨﺒﺎﺕ ﺍﳋﺎﺿﻌﺔ ﻟﻌﻤﻠﻴﺔ ﺍﻟﻄﻼﺀ‪ ،‬ﻭﺑﺮﻧﺎﻣﺞ ﺁﺧﺮ ﳌﺘﺎﺑﻌﺔ ﺍﻟﻄﻠﺒﻴﺎﺕ‬
‫ﺍﳋﺎﺻﺔ ﺑﺎ‪‬ﻨﺒﺎﺕ ﺍﻟﱵ ﺧﻀﻌﺖ ﻟﻄﻼﺀ‪.‬‬
‫‪-‬ﻣﺼﻠﺤﺔ ﺍﻟﺮﺯﻡ ﻭﺍﻹﺭﺳﺎﻝ‪ :‬ﺑﺮﻧﺎﻣﺞ ﳌﺘﺎﺑﻌﺔ ﺍﻟﻠﻮﺍﺣﻖ‪ ،‬ﻭﻛﺬﺍ ﺑﺮﻧﺎﻣﺞ ﳌﺘﺎﺑﻌﺔ ﻋﻤﻠﻴﺎﺕ ﺍﻟﺘﺴﻠﻴﻢ ﻭﺍﻟﺘﻮﺯﻳﻊ‪.‬‬
‫‪-‬ﻣﺼﻠﺤﺔ ﺗﺴﻴﲑ ﺍﳌﺨﺰﻭﻥ‪ :‬ﺑﺮﻧﺎﻣﺞ ﻟﺘﺴﻴﲑ ﺍﳌﺨﺰﻭﻥ‪.‬‬

‫‪141‬‬
142
 ‫ﺍﻟﻤﺒﺤﺚ ﺍﻟﺜﺎﻟﺚ‪ :‬ﺩﻭﺭ ﻧﻈﺎﻡ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﻓﻲ ﺩﻋﻢ ﻋﻤﻠﻴﺔ ﺍﺗﺨﺎﺫ ﺍﻟﻘﺮﺍﺭ‬
‫ﻓﻲ ﺍﻟﺸﺮﻛﺔ ﻣﺤﻞ ﺍﻟﺪﺭﺍﺳﺔ‬
‫ﺑﻌﺪ ﲢﺪﻳﺪ ﻭﺗﻌﺮﻳﻒ ﻣﻴﺪﺍﻥ ﺍﻟﺪﺭﺍﺳﺔ‪ ،‬ﻭﻛﺬﺍ ﻋﻤﻠﻴﺔ ﺗﺪﻓﻖ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﺎﻟﺸﺮﻛﺔ‪ ،‬ﻣﻊ ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ‬
‫ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺳﻴﺘﻢ ﺍﻟﺘﻄﺮﻕ ﰲ ﻫﺬﺍ ﺍﳌﺒﺤﺚ ﺇﱃ ﺃﺛﺮ ﻫﺬﺍ ﺍﻟﻨﻈﺎﻡ ﻋﻠﻰ ﻓﻌﺎﻟﻴﺔ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳌﺘﺨﺬﺓ‬
‫ﰲ ﺍﻟﺸﺮﻛﺔ‪.‬‬
‫ﺍﻟﻤﻄﻠﺐ ﺍﻷﻭﻝ‪ :‬ﻣﺘﻐﻴﺮﺍﺕ ﺍﻟﺪﺭﺍﺳﺔ‬
‫ﻣﻦ ﺍﻟﻄﺒﻴﻌﻲ ﻭﺍﳌﻨﻄﻘﻲ ﻗﺒﻞ ﳏﺎﻭﻟﺔ ﺍﻟﻜﺸﻒ ﻋﻠﻰ ﺃﻱ ﻇﺎﻫﺮﺓ ﻣﻌﻴﻨﺔ ﻭﻋﻼﻗﺘﻬﺎ ﺑﻈﺎﻫﺮﺓ ﺃﺧﺮﻯ‬
‫ﻭﻣﺪﻯ ﺍﻟﺘﺄﺛﺮ ﻭﺍﻟﺘﺄﺛﲑ ﺍﳌﺘﺒﺎﺩﻝ ﺑﻴﻨﻬﻤﺎ ﺃﻥ ﻳﻘﻮﻡ ﺍﻟﺒﺎﺣﺚ ﺑﺘﺤﺪﻳﺪ ﺍﳌﺘﻐﲑﺍﺕ ﺍﳌﺴﺘﻘﻠﺔ ﻣﻦ ﺍﳌﺘﻐﲑﺍﺕ ﺍﻟﺘﺎﺑﻌﺔ‪،‬‬
‫ﻭﺫﻟﻚ ﺣﱴ ﺗﺄﺧﺬ ﺍﻟﺪﺭﺍﺳﺔ ﳎﺮﺍﻫﺎ ﺍﳌﻨﻬﺠﻲ ﻭﺍﻟﻄﺒﻴﻌﻲ ﺍﻟﺬﻱ ﻳﻮﺻﻠﻬﺎ ﺇﱃ ﺍﻟﻨﺘﺎﺋﺞ ﺍﻟﺼﺤﻴﺤﺔ ﻭﺍﳌﺮﺟﻮﺓ‪.‬‬
‫ﻭﰲ ﻫﺬﺍ ﺍﻟﺼﺪﺩ ﳝﻜﻦ ﺍﻟﻘﻮﻝ ﺑﺄﻥ ﺍﳌﺘﻐﲑ ﺍﳌﺴﺘﻘﻞ ﰲ ﻫﺬﻩ ﺍﻟﺪﺭﺍﺳﺔ ﻫﻮ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻣﺘﻤﺜﻼ ﰲ‬
‫ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﻣﺴﺘﺨﺪﻣﻴﻬﺎ ﻣﻦ ﺃﺟﻞ ﺗﻮﻓﲑ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﻼﺯﻣﺔ ﻟﻌﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ‪ ،‬ﻭﻣﻦ ﻫﻨﺎ‬
‫ﳝﻜﻦ ﺇﳚﺎﺩ ﺛﻼﺛﺔ ﺃﺑﻌﺎﺩ ﺃﺳﺎﺳﻴﺔ ﳍﺬﺍ ﺍﳌﺘﻐﲑ‪ ،‬ﻭﻫﻲ ﻛﺎﻟﺘﺎﱄ‪:‬‬
‫‪ .1‬ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﻘﺪﻣﺔ ﻟﻐﺮﺽ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ‪.‬‬
‫‪ .2‬ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﲟﺎ ﻓﻴﻬﺎ ﺃﺟﻬﺰﺓ ﺍﳊﺎﺳﺒﺎﺕ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ﻭﺍﻟﱪﳎﻴﺎﺕ‪ ،‬ﻭﻭﺳﺎﺋﻞ‬
‫ﺍﻻﺗﺼﺎﻻﺕ‪..‬ﻭﻏﲑﻫﺎ‪.‬‬
‫‪ .3‬ﺍﳌﺴﺘﺨﺪﻣﲔ ﳍﺬﻩ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ‪.‬‬
‫ﺃﻣﺎ ﺍﳌﺘﻐﲑ ﺍﻟﺘﺎﺑﻊ ﰲ ﻫﺬﻩ ﺍﻟﺪﺭﺍﺳﺔ ﻓﻬﻮ"ﻓﻌﺎﻟﻴﺔ ﺍﻟﻘﺮﺍﺭﺍﺕ"‪ ،‬ﻭﰲ ﻫﺬﺍ ﺍﻟﺼﺪﺩ ﳝﻜﻦ ﺍﻟﻘﻮﻝ ﺑﺄﻥ ﺍﻟﻘﺮﺍﺭﺍﺕ‬
‫ﺍﻟﻔﻌﺎﻟﺔ ﻫﻲ ﺗﻠﻚ ﺍﻟﱵ ﺗﻘﻮﺩ ﺇﱃ ﳒﺎﺡ ﺍﳌﻨﻈﻤﺔ ﻭﲢﻘﻴﻘﻬﺎ ﻷﻫﺪﺍﻓﻬﺎ ﺑﺎﻻﻋﺘﻤﺎﺩ ﻋﻠﻰ ﻣﻌﻠﻮﻣﺎﺕ ﺻﺤﻴﺤﺔ‬
‫ﻭﻛﺎﻣﻠﺔ ﺗﺆﺩﻱ ﺇﱃ ﺍﻹﺣﺎﻃﺔ ﲜﻤﻴﻊ ﻇﺮﻭﻑ ﺍﳌﺸﻜﻠﺔ ﻣﻮﺿﻮﻉ ﺍﻟﻘﺮﺍﺭ‪ ،‬ﻣﻊ ﺍﻷﺧﺬ ﺑﺎﻻﻋﺘﺒﺎﺭ ﲨﻴﻊ ﺍﻟﺒﺪﺍﺋﻞ‬
‫ﺍﳌﻤﻜﻨﺔ ﻭﺍﻻﻋﺘﻤﺎﺩ ﻋﻠﻰ ﺍﻷﺳﺎﻟﻴﺐ ﺍﻟﻜﻤﻴﺔ ﻭﺍﻟﻌﻠﻤﻴﺔ ﰲ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ‪ ،‬ﻛﻤﺎ ﳝﻜﻦ ﺍﻟﻘﻮﻝ ﺃﻥ ﻓﻌﺎﻟﻴﺔ‬
‫‪1‬‬
‫ﺍﻟﻘﺮﺍﺭﺍﺕ ﺗﺘﻀﻤﻦ ﺍﻷﺑﻌﺎﺩ ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬
‫‪ .1‬ﺟﻮﺩﺓ ﺍﻟﻘﺮﺍﺭ‪ ،‬ﻭﺍﻟﱵ ﺑﺪﻭﺭﻫﺎ ﺗﺘﺠﺴﺪ ﰲ ﺍﻟﻜﺜﲑ ﻣﻦ ﺍﻷﺑﻌﺎﺩ؛ ﺃﳘﻬﺎ‪:‬‬
‫‪ -‬ﺍﻷﺭﺑﺎﺡ ﺍﻟﱵ ﻳﺘﻮﻗﻊ ﲢﻘﻴﻘﻬﺎ ﻭﺍﳋﺴﺎﺋﺮ ﺍﳌﻤﻜﻦ ﺃﻥ ﺗﺘﻮﻟﺪ ﻋﻦ ﺍﻟﻘﺮﺍﺭ ﺍﳌﺘﺨﺬ‪.‬‬
‫‪ -‬ﺍﺳﺘﺨﺪﺍﻡ ﺃﻓﻀﻞ ﻟﻠﻤﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ﻭﺍﳌﺎﺩﻳﺔ ﺍﳌﺘﺎﺣﺔ ﺑﺄﻗﻞ ﺟﻬﺪ ﳑﻜﻦ‪.‬‬
‫‪ -‬ﲡﻨﺐ ﺍﻟﱰﺍﻋﺎﺕ ﺩﺍﺧﻞ ﺍﳌﺆﺳﺴﺔ‪.‬‬
‫‪ -‬ﲡﻨﺐ ﺍﻟﱰﺍﻋﺎﺕ ﻣﻊ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻷﺧﺮﻯ‪.‬‬

‫‪ 1‬ﺻﱪﻳﻨﺔ ﻋﺰ ﺍﻟﺪﻳﻦ ﺯﻳﺮ‪ ،‬ﺍﳌﺮﺟﻊ ﺍﻟﺴﺎﺑﻖ‪ ،‬ﺹ‪.74‬‬

‫‪143‬‬
 ‫‪ -‬ﺍﻛﺘﺸﺎﻑ ﻓﺮﺹ ﺟﺪﻳﺪﺓ ﰲ ﺍﻟﺴﻮﻕ‪.‬‬
‫‪ .2‬ﺯﻣﻦ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﻭﺗﻨﻔﻴﺬﻩ‪ ،‬ﺃﻱ ﻋﺪﻡ ﺗﺄﺟﻴﻞ ﺃﻭ ﺗﺄﺧﲑ ﺍﲣﺎﺫ ﺃﻭ ﺗﻨﻔﻴﺬ ﺍﻟﻘﺮﺍﺭﺍﺕ‪ ،‬ﲟﻌﲎ ﺁﺧﺮ ﺣﺴﻦ‬
‫ﺗﻮﻗﻴﺖ ﺍﲣﺎﺫﻫﺎ ﻭﺗﻨﻔﻴﺬﻫﺎ‪.‬‬
‫‪ .3‬ﺳﻬﻮﻟﺔ ﺗﻨﻔﻴﺬ ﺍﻟﻘﺮﺍﺭﺍﺕ‪.‬‬
‫‪ .4‬ﻣﺮﺍﻋﺎﺓ ﻗﺒﻮﻝ ﺍﻟﻘﺮﺍﺭ ﻣﻦ ﻃﺮﻑ ﺍﳌﺮﺅﻭﺳﲔ‪.‬‬

‫ﺍﻟﻤﻄﻠﺐ ﺍﻟﺜﺎﻧﻲ‪ :‬ﺃﺩﻭﺍﺕ ﺟﻤﻊ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﻟﻤﺴﺘﺨﺪﻣﺔ ﻓﻲ ﺍﻟﺪﺭﺍﺳﺔ‬

‫ﺗﺘﺤﺪﺩ ﺍﻷﺩﻭﺍﺕ ﺍﳌﻨﻬﺠﻴﺔ ﻷﻱ ﺩﺭﺍﺳﺔ ﻋﻠﻰ ﺿﻮﺀ ﻃﺒﻴﻌﺔ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺘﻮﻓﺮﺓ ﺣﻮﻝ‬
‫ﺍﳌﻮﺿﻮﻉ‪ ،‬ﻭﻛﺬﺍ ﺍﳌﻨﻬﺞ ﺃﻭ ﺍﳌﻨﺎﻫﺞ ﺍﳌﺴﺘﺨﺪﻣﺔ‪ ،‬ﻭﻗﺪ ﻳﺴﺘﺨﺪﻡ ﺍﻟﺒﺎﺣﺚ ﺃﻛﺜﺮ ﻣﻦ ﻃﺮﻳﻘﺔ ﺃﻭ ﺃﺩﺍﺓ ﳉﻤﻊ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﺣﻮﻝ ﻣﺸﻜﻠﺔ ﺍﻟﺪﺭﺍﺳﺔ ﺃﻭ ﻟﻺﺟﺎﺑﺔ ﻋﻦ ﺃﺳﺌﻠﺘﻬﺎ ﺃﻭ ﻟﻔﺤﺺ ﻓﺮﺿﻴﺎ‪‬ﺎ‪ ،‬ﻭﻫﺬﺍ ﻣﺎ ﰎ ﺗﺒﻨﻴﻪ ﰲ ﻫﺬﻩ‬
‫ﺍﻟﺪﺭﺍﺳﺔ‪ ،‬ﺃﻳﻦ ﰎ ﺍﻻﻋﺘﻤﺎﺩ ﻋﻠﻰ ﺛﻼﺛﺔ ﺃﺩﻭﺍﺕ ﳉﻤﻊ ﺍﻟﺒﻴﺎﻧﺎﺕ‪ .‬ﻓﻘﺪ ﺍﺳ‪‬ﺘﺨﺪﻡ ﺍﻻﺳﺘﺒﻴﺎﻥ ﺑﺸﻜﻞ ﺃﺳﺎﺳﻲ‬
‫ﻛﻮﺳﻴﻠﺔ ﳉﻤﻊ ﺍﻟﺒﻴﺎﻧﺎﺕ‪ ،‬ﻭﰎ ﺗﺪﻋﻴﻤﻪ ﲟﻘﺎﺑﻠﺔ ﻣﻊ ﻣﺴﺎﻋﺪ ﻣﺪﻳﺮ ﻭﺣﺪﺓ )‪ (EARA‬ﺍﳌﻜﻠﻒ ﺑﺎﻹﻋﻼﻡ ﺍﻵﱄ‬
‫ﳉﻤﻊ ﺑﻴﺎﻧﺎﺕ ﺟﺪﻳﺪﺓ ﺃﻭ ﻻﺧﺘﺒﺎﺭ ﺃﻭ ﺗﺪﻋﻴﻢ ﺑﻌﺾ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﳌﺘﺤﺼﻞ ﻋﻠﻴﻬﺎ ﻣﻦ ﺍﻻﺳﺘﺒﻴﺎﻥ‪ ،‬ﻛﻤﺎ‬
‫ﺍﺳ‪‬ﺘﺨﺪﻣﺖ ﺍﳌﻼﺣﻈﺔ ﺑﺸﻜﻞ ﺃﻗﻞ ﻧﺴﺒﻴﺎ ﻛﻮﺳﻴﻠﺔ ﻣﻜﻤﻠﺔ‪ ،‬ﻭﺫﻟﻚ ﺑﺎﻟﺸﻜﻞ ﺍﻟﺘﺎﱄ‪:‬‬

‫ﺃﻭﻻ‪ :‬ﺍﻻﺳﺘﺒﻴﺎﻥ‬
‫ﺗﻌﺘﱪ ﺍﻻﺳﺘﻤﺎﺭﺓ ﰲ ﻫﺬﻩ ﺍﻟﺪﺭﺍﺳﺔ ﺃﺩﺍﺓ ﺭﺋﻴﺴﻴﺔ‪ ،‬ﻭﻟﺬﻟﻚ ﺗﻄﻠﺐ ﺇﻋﺪﺍﺩﻫﺎ ﻭﲢﺪﻳﺪ ﺑﻨﻮﺩﻫﺎ ﻭﳏﺎﻭﺭﻫﺎ‬
‫ﻣﺮﺍﺣﻞ ﻭﺗﻘﻨﻴﺎﺕ ﻫﺎﻣﺔ ﺑﻮﺻﻔﻬﺎ ﲢﺘﻮﻱ ﻋﻠﻰ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻷﺳﺌﻠﺔ ﺍﳌﺮﺗﺒﺔ ﺑﺄﺳﻠﻮﺏ ﻣﻨﻄﻘﻲ ﻣﻨﺎﺳﺐ‪ ،‬ﻭﺗﻮﺯﻉ‬
‫ﻋﻠﻰ ﺃﺷﺨﺎﺹ ﻣﻌﻴﻨﲔ ﻟﺘﻌﺒﺌﺘﻬﺎ‪.‬‬
‫‪ -1‬ﲢﺪﻳﺪ ﳎﺘﻤﻊ ﻭﻋﻴﻨﺔ ﺍﻟﺪﺭﺍﺳﺔ‪:‬‬
‫ﻳﺘﻜﻮﻥ ﳎﺘﻤﻊ ﺍﻟﺪﺭﺍﺳﺔ ﻣﻦ ﳎﻤﻮﻉ ﺍﳌﺴﺆﻭﻟﲔ ﻭﻣﺘﺨﺬﻱ ﺍﻟﻘﺮﺍﺭ ﰲ ﺍﻟﺸﺮﻛﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ ﻟﻸﳌﻨﻴﻮﻡ‬
‫ﺳﻮﺍﺀ ﻛﺎﻧﻮﺍ ﻣﻦ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ )ﺍﳌﺪﻳﺮ ﺍﻟﻌﺎﻡ ﻭﻧﻮﺍﺑﻪ ﺍﻟﻌﺎﻣﲔ‪ ،‬ﻭﻛﺬﺍ ﻣﺪﻳﺮ ﻭﺣﺪﺓ )‪ (EARA‬ﻭﻧﻮﺍﺑﻪ‬
‫ﻭﻣﺴﺎﻋﺪﻭﻩ( ﻭﺍﻟﺬﻳﻦ ﺑﻠﻎ ﻋﺪﺩﻫﻢ )‪ (11‬ﻣﺘﺨﺬ ﻗﺮﺍﺭ‪ ،‬ﺃﻭ ﻣﻦ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻮﺳﻄﻰ )ﺭﺅﺳﺎﺀ ﺍﻟﺪﻭﺍﺋﺮ( ﻭﺍﻟﺬﻳﻦ‬
‫ﺑﻠﻎ ﻋﺪﺩﻫﻢ )‪ (17‬ﻣﺘﺨﺬ ﻗﺮﺍﺭ‪ ،‬ﺃﻭ ﻣﻦ ﺍﻹﺩﺍﺭﺓ ﺍﻟﺪﻧﻴﺎ )ﺭﺅﺳﺎﺀ ﺍﳌﺼﺎﱀ( ﻭﺍﻟﺬﻳﻦ ﺑﻠﻎ ﻋﺪﺩﻫﻢ )‪ (24‬ﻣﺘﺨﺬ‬
‫ﻗﺮﺍﺭ‪ ،‬ﺃﻱ ﺃﻥ ﻋﺪﺩ ﺍﳌﺪﺭﺍﺀ ﺍﻟﺬﻳﻦ ﺷﻜﻠﻮﺍ ﳎﺘﻤﻊ ﺍﻟﺪﺭﺍﺳﺔ ﻫﻮ )‪ (52‬ﻣﺪﻳﺮﺍ ﻭِﻓﻘﺎ ﻟﻠﻬﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻟﻠﺸﺮﻛﺔ‬
‫)ﺃﻧﻈﺮ ﺍﻟﺸﻜﻠﲔ)‪ ،((32 ،31‬ﻣﻊ ﺍﺳﺘﺜﻨﺎﺀ ﻭﺣﺪﺍﺕ ﺍﻟﺘﻮﺯﻳﻊ ﺍﻟﱵ ﱂ ﻳﺸﻤﻠﻬﺎ ﺗﻮﺯﻳﻊ ﺍﻻﺳﺘﻤﺎﺭﺓ ﻧﻈﺮﺍ ﻟﺒﻌﺪﻫﺎ‬
‫ﺍﳉﻐﺮﺍﰲ‪ ،‬ﻭﻟﻘﺼﺮ ﺍﻟﻮﻗﺖ ﻭﻏﻴﺎﺏ ﻭﺳﺎﺋﻞ ﺍﺗﺼﺎﻝ ﻧﺎﺟﻌﺔ ﻟﻄﺮﺡ ﺍﻻﺳﺘﻤﺎﺭﺓ ﻭﺍﻹﺟﺎﺑﺔ ﻋﻠﻴﻬﺎ‪ ،‬ﺇﺿﺎﻓﺔ ﺇﱃ‬
‫‪144‬‬
‫ﺗﺮﻛﺰ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﺸﻜﻞ ﺭﺋﻴﺴﻲ ﰲ ﻭﺣﺪﺓ )‪ (EARA‬ﻭﺍﳌﺪﻳﺮﻳﺔ ﺍﻟﻌﺎﻣﺔ ﺍﻟﻠﺘﺎﻥ ﴰﻠﺘﻬﻤﺎ ﺍﻟﺪﺭﺍﺳﺔ ﻣﻨﺬ‬
‫ﺃﻭﺍﺋﻞ ﺃﻓﺮﻳﻞ ﻭﺇﱃ ﻏﺎﻳﺔ ‪‬ﺎﻳﺔ ﺷﻬﺮ ﻣﺎﻱ ﻟﺘﺘﻮﻗﻒ ﰒ ﺗﺴﺘﺄﻧﻒ ﺧﻼﻝ ﺷﻬﺮ ﺳﺒﺘﻤﱪ ﻣﻦ ﻋﺎﻡ ‪.2003‬‬
‫ﺃﻣﺎ ﻋﻴﻨﺔ ﺍﻟﺪﺭﺍﺳﺔ ﻓﻘﺪ ﴰﻠﺖ ﳎﺘﻤﻊ ﺍﻟﺪﺭﺍﺳﺔ ﰲ ﺣﺪ ﺫﺍﺗﻪ ﺑﺎﻋﺘﺒﺎﺭ ﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺍﻟﺜﻼﺛﺔ ﺍﻟﱵ‬
‫ﴰﻠﺘﻬﺎ ﺍﻟﺪﺭﺍﺳﺔ ﻫﻲ ﺍﳌﺴﺆﻭﻟﺔ ﻋﻦ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﰲ ﺍﻟﺸﺮﻛﺔ ﺳﻮﺍﺀ ﻣﻨﻬﺎ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ‪ ،‬ﺍﻟﻮﻇﻴﻔﻴﺔ ﺃﻭ‬
‫ﺍﻟﺘﺸﻐﻴﻠﻴﺔ‪.‬‬
‫‪ -2‬ﻣﻨﻬﺠﻴﺔ ﺗﻄﻮﻳﺮ ﺍﻻﺳﺘﺒﺎﻧﺔ‪:‬‬
‫ﻗﺒﻞ ﺍﻟﺒﺪﺀ ﺑﺼﻴﺎﻏﺔ ﺃﺳﺌﻠﺔ ﺍﻻﺳﺘﺒﻴﺎﻥ ﰎ ﺍﻹﻃﻼﻉ ﻋﻠﻰ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﻷﲝﺎﺙ ﻭﺍﻟﺪﺭﺍﺳﺎﺕ ﺍﻟﺴﺎﺑﻘﺔ‬
‫ﺍﳌﺘﻌﻠﻘﺔ ﺑﺎﳌﻮﺿﻮﻉ ﺃﻭ ﲟﻮﺍﺿﻴﻊ ﻗﺮﻳﺒﺔ ﻣﻨﻪ‪ ،‬ﻛﻤﺎ ﰎ ﺍﻻﺗﺼﺎﻝ ﺑﺒﻌﺾ ﺍﳌﺨﺘﺼﲔ ﰲ ﻋﻠﻮﻡ ﺍﻟﺘﺴﻴﲑ ﻭﺍﳌﻨﺎﻫﺞ‬
‫ﻟﻼﺳﺘﺮﺷﺎﺩ ﲞﱪ‪‬ﻢ ﰲ ﻭﺿﻊ ﺍﻷﺳﺌﻠﺔ ﻭﺻﻴﺎﻏﺘﻬﺎ‪ ،‬ﻭﺍﻟﺘﺄﻛﺪ ﻣﻦ ﺃ‪‬ﺎ ﺗﻐﻄﻲ ﻣﻮﺿﻮﻉ ﺍﻟﺪﺭﺍﺳﺔ ﻭﺗﺴﻬﻞ ﻋﻤﻠﻴﺔ‬
‫ﺗﻔﺮﻳﻎ ﺍﻹﺟﺎﺑﺎﺕ ﺍﳌﺘﺤﺼﻞ ﻋﻠﻴﻬﺎ‪ ،‬ﻭﻗﺪ ﻣﺮﺕ ﻋﻤﻠﻴﺔ ﺻﻴﺎﻏﺔ ﺍﻷﺳﺌﻠﺔ ﲟﺠﻤﻮﻋﺔ ﺧﻄﻮﺍﺕ ﺃﳘﻬﺎ‪:‬‬
‫‪ -‬ﲢﺪﻳﺪ ﳎﻤﻮﻋﺔ ﺍﻷﺑﻌﺎﺩ ﺍﻟﱵ ﺗﻌﻜﺲ ﻓﺮﺿﻴﺎﺕ ﻭﺃﺳﺌﻠﺔ ﺍﻟﺪﺭﺍﺳﺔ‪.‬‬
‫‪ -‬ﺻﻴﺎﻏﺔ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﻷﺳﺌﻠﺔ ﺍﻟﱵ ﺗﻌﻜﺲ ﺍﻷﺑﻌﺎﺩ ﺍﻟﱵ ﰎ ﲢﺪﻳﺪﻫﺎ‪.‬‬
‫‪ -‬ﰎ ﻭﺿﻊ ﺍﻷﺳﺌﻠﺔ ﺑﺎﻟﻠﻐﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﻔﺼﺤﻰ‪ ،‬ﻣﻊ ﻣﺮﺍﻋﺎﺓ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﻌﺒﺎﺭﺍﺕ ﺍﻟﻮﺍﺿﺤﺔ ﻭﺍﳌﺘﺪﺍﻭﻟﺔ ﲝﻴﺚ‬
‫ﺗﻜﻮﻥ ﺳﻬﻠﺔ ﺍﻟﻔﻬﻢ ﻭﰲ ﻣﺘﻨﺎﻭﻝ ﲨﻴﻊ ﺍﳌﺴﺘﺠﻮﺑﲔ‪.‬‬
‫‪ -‬ﺍﳊﺮﺹ ﻗﺪﺭ ﺍﻹﻣﻜﺎﻥ ﻋﻠﻰ ﺗﻘﺪﱘ ﺍﻻﺳﺘﻤﺎﺭﺓ ﻳﺪﻭﻳﺎ ﻟﻠﻤﺴﺆﻭﻝ ﺍﳌﺴﺘﺠﻮﺏ ﻭﺍﳊﻀﻮﺭ ﺷﺨﺼﻴﺎ ﻟﺸﺮﺡ‬
‫ﻓﺤﻮﻯ ﻛﻞ ﺳﺆﺍﻝ‪ ،‬ﻭﺫﻟﻚ ﻷﻥ ﺃﻏﻠﺐ ﺍﳌﺴﲑﻳﻦ ﺫﻭﻭ ﺗﻜﻮﻳﻦ ﺑﺎﻟﻠﻐﺔ ﺍﻟﻔﺮﻧﺴﻴﺔ ﳑﺎ ﻳﺼﻌﺐ ﻋﻠﻴﻬﻢ ﻓﻬﻢ ﺍﳌﻌﲎ‬
‫ﺃﻭ ﺍﻹﺟﺎﺑﺔ ﺍﻟﺪﻗﻴﻘﺔ ﺑﺎﻟﻠﻐﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﻔﺼﺤﻰ‪.‬‬
‫‪ -‬ﰎ ﻭﺿﻊ ﺍﻷﺳﺌﻠﺔ ﰲ ﻏﺎﻟﺒﻴﺘﻬﺎ ﻣﻐﻠﻘﺔ‪ ،‬ﲢﺪﺩ ﺇﺟﺎﺑﺔ ﺍﳌﺒﺤﻮﺙ ﰲ ﻧﻄﺎﻕ ﺍﻟﺒﺪﺍﺋﻞ ﺍﳌﻘﺘﺮﺣﺔ ﺃﻣﺎﻣﻪ‪ ،‬ﻣﺜﻞ‪:‬‬
‫)ﻧﻌﻢ(‪) ،‬ﻻ(‪) ،‬ﺩﺍﺧﻠﻲ(‪) ،‬ﺧﺎﺭﺟﻲ(‪ ،...‬ﻭﺫﻟﻚ ﻟﺘﺴﻬﻴﻞ ﺍﻹﺟﺎﺑﺔ ﻋﻠﻰ ﺍﳌﺴﺘﺠﻮﺑﲔ‪ ،‬ﻭﻛﺬﺍ ﻟﺘﺴﻬﻴﻞ ﺗﻔﺮﻳﻎ‬
‫ﺍﻹﺟﺎﺑﺎﺕ ﻭﺗﺼﻨﻴﻔﻬﺎ‪ .‬ﻣﻊ ﺍﻟﻠﺠﻮﺀ ﺇﱃ ﺍﻷﺳﺌﻠﺔ ﺍﳌﻔﺘﻮﺣﺔ ﻋﻨﺪ ﺍﻟﻀﺮﻭﺭﺓ ﺭﻏﺒﺔ ﰲ ﺍﳊﺼﻮﻝ ﻋﻠﻰ ﺗﻔﺴﲑ ﺃﻭ‬
‫ﺷﺮﺡ ﻣﻌﲔ‪.‬‬
‫‪ -3‬ﲢﺪﻳﺪ ﺃﺑﻌﺎﺩ ﺍﻻﺳﺘﺒﻴﺎﻥ ﻭﳏﺎﻭﺭﻩ‪:‬‬
‫ﺗﺘﻜﻮﻥ ﻣﻦ )‪ (05‬ﳏﺎﻭﺭ ﻭ)‪ (32‬ﺳﺆﺍﻻ‪ ،‬ﻓﺒﺎﻹﺿﺎﻓﺔ ﺇﱃ ﺍﻷﺳﺌﻠﺔ ﺍﻟﱵ ﺗﻮﺿﺢ ﺧﺼﺎﺋﺺ ﻋﻴﻨﺔ‬
‫ﺍﻟﺪﺭﺍﺳﺔ ﻣﻦ‪ :‬ﺳﻦ ﻭﺟﻨﺲ ﻭﻣﺴﺘﻮﻯ ﺗﻌﻠﻴﻤﻲ ﻭﻣﻨﺼﺐ ﺇﺩﺍﺭﻱ ﻭﻋﺪﺩ ﺳﻨﻮﺍﺕ ﺍﳋﱪﺓ‪ ،‬ﻓﻘﺪ ﲤﺖ ﺻﻴﺎﻏﺔ‬
‫ﺃﺑﻌﺎﺩ ﺍﻻﺳﺘﻤﺎﺭﺓ ﻋﻠﻰ ﺃﺳﺎﺱ ﺍﶈﺎﻭﺭ ﺍﻟﺘﺎﻟﻴﺔ‪) :‬ﺃﻧﻈﺮ ﺍﳌﻠﺤﻖ )‪((02‬‬
‫ﺍﶈﻮﺭ ﺍﻷﻭﻝ‪ :‬ﻣﺪﻯ ﻓﻌﺎﻟﻴﺔ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳌﺘﺨﺬﺓ ﰲ ﺍﻟﺸﺮﻛﺔ‪.‬‬
‫ﺍﶈﻮﺭ ﺍﻟﺜﺎﱐ‪ :‬ﻋﻼﻗﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﻔﻌﺎﻟﻴﺔ ﺍﻟﻘﺮﺍﺭﺍﺕ‪.‬‬
‫‪145‬‬
 ‫ﺍﶈﻮﺭ ﺍﻟﺜﺎﻟﺚ‪ :‬ﻋﻼﻗﺔ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺍﳌﺒﻨﻴﺔ ﻋﻠﻰ ﺍﳊﺎﺳﺐ ﺍﻵﱄ ﺑﻔﻌﺎﻟﻴﺔ ﺍﻟﻘﺮﺍﺭ‪.‬‬
‫ﺍﶈﻮﺭ ﺍﻟﺮﺍﺑﻊ‪ :‬ﻋﻼﻗﺔ ﺍﻷﻣﻦ ﻭﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻰ ﺃﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﻔﻌﺎﻟﻴﺔ ﺍﻟﻘﺮﺍﺭﺍﺕ‪.‬‬
‫ﺍﶈﻮﺭ ﺍﳋﺎﻣﺲ‪ :‬ﻋﻼﻗﺔ ﺃﻣﻦ ﺃﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﺎﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻟﻠﺸﺮﻛﺔ‪.‬‬

‫ﺛﺎﻧﻴﺎ‪ :‬ﺍﻟﻤﻘﺎﺑﻠﺔ‬
‫ﺗﻌﺪ ﺍﳌﻘﺎﺑﻠﺔ ﺃﺩﺍﺓ ﻣﻨﻬﺠﻴﺔ ﺫﺍﺕ ﺃﳘﻴﺔ ﺑﺎﻟﻐﺔ ﰲ ﺍﳊﺼﻮﻝ ﻋﻠﻰ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﻄﻠﻮﺑﺔ‪ ،‬ﻭﻫﻲ ﻛﻤﺎ ﻳﻘﻮﻝ‬
‫ﻋﻠﻴﺎﻥ ﻭﻏﻨﻴﻢ‪":‬ﳏﺎﺩﺛﺔ ﻣﻮﺟﻬﺔ ﺑﲔ ﺍﻟﺒﺎﺣﺚ ﻭﺷﺨﺺ ﺃﻭ ﺃﺷﺨﺎﺹ ﺁﺧﺮﻳﻦ ‪‬ﺪﻑ ﺍﻟﻮﺻﻮﻝ ﺇﱃ ﺣﻘﻴﻘﺔ ﺃﻭ‬
‫ﻣﻮﻗﻒ ﻣﻌﲔ ﻳﺴﻌﻰ ﺍﻟﺒﺎﺣﺚ ﻟﻠﺘﻌﺮﻑ ﻋﻠﻴﻪ ﻣﻦ ﺃﺟﻞ ﲢﻘﻴﻖ ﺃﻫﺪﺍﻑ ﺍﻟﺪﺭﺍﺳﺔ"‪ .1‬ﻓﺒﻮﺍﺳﻄﺔ ﻫﺬﻩ ﺍﻷﺩﺍﺓ‬
‫ﻳﺴﺘﻄﻴﻊ ﺍﻟﺒﺎﺣﺚ ﺍﺳﺘﺨﺪﺍﻡ ﻣﻬﺎﺭﺍﺗﻪ ﺍﻟﺸﺨﺼﻴﺔ ﻭﻗﺪﺭﺍﺗﻪ ﺍﻟﺬﺍﺗﻴﺔ ﻟﻠﺘﺄﻛﺪ ﻣﻦ ﺻﺤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ ﲢﺼﻞ‬
‫ﻋﻠﻴﻬﺎ ﺳﺎﺑﻘﺎ‪ ،‬ﺃﻭ ﳌﻌﺮﻓﺔ ﺗﻔﺎﺻﻴﻞ ﻭﺗﻔﺴﲑﺍﺕ ﻟﻈﻮﺍﻫﺮ ﻭﺣﻘﺎﺋﻖ ﻣﻌﻴﻨﺔ‪ .‬ﻭﲣﺘﻠﻒ"ﺍﳌﻘﺎﺑﻠﺔ" ﻋﻦ"ﺍﻻﺳﺘﺒﻴﺎﻥ"‬
‫ﻛﻮ‪‬ﺎ ﻃﺮﻳﻘﺔ ﻣﺒﺎﺷﺮﺓ ﻟﻼﺗﺼﺎﻝ ﻣﻊ ﺍﳌﺒﺤﻮﺙ ﳝﻜﻦ ﺧﻼﳍﺎ ﻟﻠﺒﺎﺣﺚ ﺗﻐﻴﲑ ﺃﻭ ﺗﻌﺪﻳﻞ ﺃﺳﺌﻠﺘﻪ ﻭﺍﻟﺘﺄﻗﻠﻢ ﻣﻊ‬
‫ﺍﳌﺒﺤﻮﺙ ﺑﺄﺳﻠﻮﺏ ﻣﺮﻥ ﻳﻜﻔﻞ ﻟﻪ ﺍﳊﺼﻮﻝ ﻋﻠﻰ ﺃﻛﱪ ﻗﺪﺭ ﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ ﲣﺪﻡ ﺃﻫﺪﺍﻓﻪ ﻭﳎﺎﻻﺕ‬
‫ﲝﺜﻪ‪.‬‬
‫ﻭﲟﺎ ﺃﻥ ﺃﻏﻠﺒﻴﺔ ﺍﳌﺴﲑﻳﻦ ﰲ ﺷﺮﻛﺔ )‪ (Algal‬ﻟﻴﺲ ﻟﺪﻳﻬﻢ ﺇﻃﻼﻉ ﻛﺎﰲ ﺑﺎﳉﻮﺍﻧﺐ ﺍﻟﺘﻘﻨﻴﺔ ﻷﻧﻈﻤﺔ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﺍﳌﺆﺳﺴﺔ‪ ،‬ﻭﻻ ﺑﻜﻴﻔﻴﺔ ﻋﻤﻞ ﺍﻟﺸﺒﻜﺎﺕ ﺍﻟﻔﺮﻋﻴﺔ ﻭﺗﻔﺎﻋﻼ‪‬ﺎ ﻣﻊ ﺍﻟﱪﺍﻣﺞ ﺍﻟﻮﻇﻴﻔﻴﺔ‪-‬ﻷ‪‬ﻢ ﳎﺮﺩ‬
‫ﻣﺴﺘﺨﺪﻣﲔ ﻓﻘﻂ ﻭﻟﻴﺴﻮﺍ ﻣﱪﳎﲔ ﺃﻭ ﳏﻠﻠﲔ ﻟﻸﻧﻈﻤﺔ‪ -‬ﻭﻫﺬﺍ ﺍﻧﻄﻼﻗﺎ ﻣﻦ ﻧﺘﺎﺋﺞ ﺍﳌﻘﺎﺑﻼﺕ ﺍﻟﱵ ﲤﺖ ﻣﻌﻬﻢ‬
‫ﻣﺒﺪﺋﻴﺎ ﻭﻛﺬﺍ ﺑﻨﺎﺀﺍ ﻋﻠﻰ ﻣﻼﺣﻈﺎﺕ ﺍﻟﺒﺎﺣﺚ –ﺇﺫ ﺃﻥ ﺍﳌﻼﺣﻈﺔ ﻫﻲ ﺛﺎﻟﺚ ﺃﺩﺍﺓ ﻣﻦ ﺃﺩﻭﺍﺕ ﲨﻊ ﺍﻟﺒﻴﺎﻧﺎﺕ ﰲ‬
‫ﻫﺬﻩ ﺍﻟﺪﺭﺍﺳﺔ‪ ،-‬ﻭﺑﻐﺮﺽ ﺍﻹﺣﺎﻃﺔ ﲜﻤﻴﻊ ﺟﻮﺍﻧﺐ ﺍﳌﻮﺿﻮﻉ ﺧﺎﺻﺔ ﺗﻠﻚ ﺍﻟﱵ ﻻ ﺗﻐﻄﻴﻬﺎ ﳏﺎﻭﺭ ﺍﻻﺳﺘﺒﻴﺎﻥ‪،‬‬
‫ﻭﺧﺪﻣﺔ ﻷﻏﺮﺍﺽ ﺍﻟﺒﺤﺚ)ﲢﻠﻴﻞ ﻭﻣﻨﺎﻗﺸﺔ ﺃﺳﺌﻠﺔ ﻭﻓﺮﺿﻴﺎﺕ ﺍﻟﺪﺭﺍﺳﺔ( ﰎ ﺇﺟﺮﺍﺀ ﻣﻘﺎﺑﻠﺔ ﻣﺒﺎﺷﺮﺓ ﻣﻊ ﻣﺴﺎﻋﺪ‬
‫ﻣﺪﻳﺮ ﻭﺣﺪﺓ)‪ (EARA‬ﺍﳌﻜﻠﻒ ﺑﺎﻹﻋﻼﻡ ﺍﻵﱄ ﺑﻮﺻﻔﻪ‪:‬‬
‫‪ -‬ﺍﳌﺴﺆﻭﻝ ﺍﻷﻭﻝ ﻋﻦ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﺍﻟﺸﺮﻛﺔ ﳑﺎ ﻳﻌﻄﻴﻪ ﺍﻟﺼﻼﺣﻴﺎﺕ ﺍﳌﻨﺎﺳﺒﺔ ﻟﻺﻃﻼﻉ ﻋﻠﻰ ﲨﻴﻊ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﻻﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳌﻨﺎﺳﺒﺔ‪.‬‬
‫‪ -‬ﺗﻜﻮﻳﻨﻪ ﺍﻟﻌﻠﻤﻲ ﺍﳌﻨﺎﺳﺐ ﳋﺪﻣﺔ ﺃﻏﺮﺍﺽ ﺍﻟﺒﺤﺚ )ﻣﻬﻨﺪﺱ ﺩﻭﻟﺔ ﰲ ﺍﻹﻋﻼﻡ ﺍﻵﱄ(‪.‬‬
‫‪ -‬ﺧﱪﺗﻪ ﰲ ﻫﺬﺍ ﺍ‪‬ﺎﻝ‪ ،‬ﻭﰲ ﺷﺮﻛﺔ )‪ (Algal‬ﺧﺼﻮﺻﺎ‪.‬‬

‫‪ 1‬ﺭﲝﻲ ﻣﺼﻄﻔﻰ ﻋﻠﻴﺎﻥ ﻭﻋﺜﻤﺎﻥ ﳏﻤﺪ ﻏﻨﻴﻢ‪ ،‬ﻣﻨﺎﻫﺞ ﻭﺃﺳﺎﻟﻴﺐ ﺍﻟﺒﺤﺚ ﺍﻟﻌﻠﻤﻲ)ﺍﻟﻨﻈﺮﻳﺔ ﻭﺍﻟﺘﻄﺒﻴﻖ(‪ ،‬ﺩﺍﺭ ﺻﻔﺎﺀ ﻟﻠﻨﺸﺮ ﻭﺍﻟﺘﻮﺯﻳﻊ‪ ،‬ﻋﻤﺎﻥ‪،‬‬
‫ﻁ‪ ،2000 ،1‬ﺹ‪.102‬‬
‫‪146‬‬
‫‪ -‬ﺍﳌﺴﺆﻭﻝ ﺍﳌﺒﺎﺷﺮ ﻋﻠﻰ ﺿﻤﺎﻥ ﺍﻟﺘﺸﻐﻴﻞ ﺍﳉﻴﺪ ﻟﻠﻨﻈﺎﻡ‪ ،‬ﻭﻛﺬﺍ ﻇﺮﻭﻑ ﲢﺴﲔ ﺟﻮﺩﺗﻪ ﻭﲪﺎﻳﺘﻪ‪ ،‬ﺑﺎﻹﺿﺎﻓﺔ‬
‫ﺇﱃ ﺍﻟﻘﻴﺎﻡ ﺑﺄﻋﻤﺎﻝ ﺍﻟﺼﻴﺎﻧﺔ ﺍﻟﻮﻗﺎﺋﻴﺔ ﺃﻭ ﺍﻟﻌﻼﺟﻴﺔ ﺍﻟﱵ ﺗﺘﻌﻠﻖ ﺑﺎﻟﺸﺒﻜﺔ ﺍﳌﻌﻠﻮﻣﺎﺗﻴﺔ ﰲ ﺍﻟﺸﺮﻛﺔ‪.‬‬
‫ﻭﻗﺪ ﲤﺖ ﺻﻴﺎﻏﺔ ﺃﺳﺌﻠﺔ ﺍﳌﻘﺎﺑﻠﺔ ﻋﻠﻰ ﺃﺳﺎﺱ ﺍﶈﺎﻭﺭ ﺍﻟﺘﺎﻟﻴﺔ‪) :‬ﺃﻧﻈﺮ ﺍﳌﻠﺤﻖ ﺭﻗﻢ )‪((03‬‬
‫ﺍﶈﻮﺭ ﺍﻷﻭﻝ‪ :‬ﻣﺪﻯ ﺗﺄﺛﲑ ﺇﺩﺧﺎﻝ ﺃﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻋﻠﻰ ﺗﻨﻈﻴﻢ ﺍﻟﻌﻤﻞ ﻭﻗﺮﺍﺭﺍﺕ ﺍﻟﺘﺸﻐﻴﻞ ﺑﺎﻟﺸﺮﻛﺔ‪.‬‬
‫ﺍﶈﻮﺭ ﺍﻟﺜﺎﱐ‪ :‬ﻣﺪﻯ ﺯﻳﺎﺩﺓ ﺍﳌﺮﺩﻭﺩﻳﺔ ﺍﳌﺎﻟﻴﺔ ﻟﻠﺸﺮﻛﺔ ﺟﺮﺍﺀ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﻨﻈﺎﻡ ﺍﻵﱄ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﺑﺎﻟﺸﺮﻛﺔ‪.‬‬
‫ﺍﶈﻮﺭ ﺍﻟﺜﺎﻟﺚ‪ :‬ﻣﺪﻯ ﺍﺳﺘﺨﺪﺍﻡ ﻧﻈﺎﻡ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺸﺮﻛﺔ ﻟﻸﺳﺎﻟﻴﺐ ﺍﻟﻜﻤﻴﺔ ﻻﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ‪.‬‬
‫ﺍﶈﻮﺭ ﺍﻟﺮﺍﺑﻊ‪ :‬ﻣﺪﻯ ﺧﺪﻣﺔ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳊﺎﱄ ﺍﻷﻫﺪﺍﻑ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻟﻠﺸﺮﻛﺔ‪.‬‬
‫ﺍﶈﻮﺭ ﺍﳋﺎﻣﺲ‪ :‬ﺃﻧﻮﺍﻉ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺍﳌﺒﻨﻴﺔ ﻋﻠﻰ ﺍﳊﺎﺳﺐ ﺍﻵﱄ ﺍﳌﺴﺘﺨﺪﻣﺔ ﰲ ﺍﻟﺸﺮﻛﺔ‪.‬‬
‫ﺍﶈﻮﺭ ﺍﻟﺴﺎﺩﺱ‪ :‬ﻭﺳﺎﺋﻞ ﺍﻷﻣﻦ ﻭﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻰ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﻌﺘﻤﺪﺓ ﰲ ﺍﳌﺆﺳﺴﺔ ﻭﻋﻼﻗﺘﻬﺎ ﺑﺎﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ‪‬ﺎ‪.‬‬
‫ﺍﶈﻮﺭ ﺍﻟﺴﺎﺑﻊ‪ :‬ﻣﺪﻯ ﺗﻌﺮﺽ ﺍﻟﺸﺮﻛﺔ ﳉﺮﺍﺋﻢ ﺳﺮﻗﺔ ﻭﻗﺮﺻﻨﺔ ﻋﻠﻰ ﺍﳌﻌﻠﻮﻣﺎﺕ‪.‬‬

‫‪ :3‬ﺍﻟﻤﻼﺣﻈﺔ‬
‫ﺗﻌﺪ ﺍﳌﻼﺣﻈﺔ ﻣﻦ ﺃﻗﺪﻡ ﻭﺳﺎﺋﻞ ﲨﻊ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﻓﻬﻲ ﻋﻤﻠﻴﺔ ﻣﺮﺍﻗﺒﺔ ﺃﻭ ﻣﺸﺎﻫﺪﺓ ﻟﺴﻠﻮﻙ ﺍﻟﻈﻮﺍﻫﺮ‬
‫ﻭﺍﳌﺸﻜﻼﺕ ﻭﺍﻷﺣﺪﺍﺙ ﻭﻣﻜﻮﻧﺎ‪‬ﺎ ﺍﳌﺎﺩﻳﺔ ﻭﺍﻟﺒﻴﺌﻴﺔ‪ ،‬ﻭﻣﺘﺎﺑﻌﺔ ﺳﲑﻫﺎ ﻭﺍﲡﺎﻫﺎ‪‬ﺎ ﻭﻋﻼﻗﺎ‪‬ﺎ ﺑﺄﺳﻠﻮﺏ ﻋﻠﻤﻲ‬
‫ﻣﻨﻈﻢ ﻭﳐﻄﻂ ﻭﻫﺎﺩﻑ‪ ،‬ﺑﻘﺼﺪ ﺗﻔﺴﲑ ﻭﲢﺪﻳﺪ ﺍﻟﻌﻼﻗﺔ ﺑﲔ ﺍﳌﺘﻐﲑﺍﺕ‪.1‬‬
‫ﻭﺍﻟﻮﺍﻗﻊ ﺃﻥ ﻛﻞ ﻣﻦ ﺃﺳﻠﻮﺏ ﺍﻻﺳﺘﺒﻴﺎﻥ ﻭﺍﳌﻘﺎﺑﻠﺔ ﺍﻟﺴﺎﺑﻘﲔ ﻳﺘﻀﻤﻨﺎﻥ ﻗﺪﺭﺍ ﻣﻌﻴﻨﺎ ﻣﻦ ﺍﳌﻼﺣﻈﺔ‪ ،‬ﻭﻣﻦ ﰒ‬
‫ﳝﻜﻦ ﺍﻟﻘﻮﻝ ﺑﺄﻥ ﺍﳌﻼﺣﻈﺔ ﺗﺴﺘﺨﺪﻡ ﺑﺼﺮﻑ ﺍﻟﻨﻈﺮ ﺃﺣﻴﺎﻧﺎ ﻋﻦ ﺍﻷﺳﻠﻮﺏ ﺍﳌﻌﺘﻤﺪ ﰲ ﲨﻊ ﺍﻟﺒﻴﺎﻧﺎﺕ‪.‬‬
‫ﻭﰲ ﻫﺬﺍ ﺍﻟﺼﺪﺩ ﺍﺳﺘﺨﺪﻣﺖ ﺍﳌﻼﺣﻈﺔ ﰲ ﻫﺬﻩ ﺍﻟﺪﺭﺍﺳﺔ ﻣﻊ ﺍﻻﺳﺘﺒﻴﺎﻥ ﻭﺍﳌﻘﺎﺑﻠﺔ‪ ،‬ﻭﻛﺬﺍ ﺑﺼﻔﺔ ﻣﻨﻔﺮﺩﺓ‬
‫ﺑﺈﺑﺪﺍﺀ ﻣﻼﺣﻈﺎﺕ ﲣﺺ ﺍﳌﻮﺿﻮﻉ ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ ﻭﲣﺪﻡ ﺃﻫﺪﺍﻓﻪ‪.‬‬
‫ﺍﻟﻤﻄﻠﺐ ﺍﻟﺜﺎﻟﺚ‪ :‬ﻭﺻﻒ ﺧﺼﺎﺋﺺ ﻋﻴﻨﺔ ﺍﻟﺪﺭﺍﺳﺔ‬
‫ﻟﻘﺪ ﰎ ﺗﻮﺯﻳﻊ ﺍﻻﺳﺘﻤﺎﺭﺓ ﻋﻠﻰ ﻛﺎﻣﻞ ﻣﺘﺨﺬﻱ ﺍﻟﻘﺮﺍﺭ ﺑﺎﻟﺸﺮﻛﺔ‪ ،‬ﺃﻱ)‪ (52‬ﺍﺳﺘﻤﺎﺭﺓ ﺇﻻ ﺃﻥ‬
‫ﺍﳌﺴﺘﺮﺟﻊ ﻣﻨﻬﺎ ﻛﺎﻥ )‪ (48‬ﺍﺳﺘﻤﺎﺭﺓ ﻓﻘﻂ‪ ،‬ﺃﻱ ﻣﺎ ﻧﺴﺒﺘﻪ )‪ ،(% 92.30‬ﻭﻫﻲ ﻧﺴﺒﺔ ﺍﺳﺘﺮﺟﺎﻉ ﻋﺎﻟﻴﺔ‬
‫ﳝﻜﻦ ﺍﻻﻋﺘﻤﺎﺩ ﻋﻠﻴﻬﺎ ﰲ ﺍﻟﻮﺻﻮﻝ ﺇﱃ ﺃﻫﺪﺍﻑ ﺍﻟﺪﺭﺍﺳﺔ‪.‬‬
‫ﻭﺍﳉﺪﻭﻝ ﺭﻗﻢ)‪ (03‬ﻳﺒﲔ ﺗﻮﺯﻳﻊ ﻋﻴﻨﺔ ﺍﻟﺪﺭﺍﺳﺔ ﺣﺴﺐ ﺍﳋﺼﺎﺋﺺ ﺍﻟﺸﺨﺼﻴﺔ ﻭﺍﻟﻮﻇﻴﻔﻴﺔ ﻟﻠﻤﺴﺆﻭﻟﲔ‬
‫ﺍﳌﺴﺘﺠ ‪‬ﻮﺑﲔ‪.‬‬

‫‪ 1‬ﺭﲝﻲ ﻣﺼﻄﻔﻰ ﻋﻠﻴﺎﻥ ﻭﻋﺜﻤﺎﻥ ﳏﻤﺪ ﻏﻨﻴﻢ‪ ،‬ﺍﳌﺮﺟﻊ ﺍﻟﺴﺎﺑﻖ‪ ،‬ﺹ‪.112‬‬

‫‪147‬‬
‫ﺍﳌﻼﺣﻆ ﻣﻦ ﺍﳉﺪﻭﻝ ﻫﻮ ﺃﻥ )‪ (%85.41‬ﻣﻦ ﻋﻴﻨﺔ ﺍﻟﺪﺭﺍﺳﺔ ﺫﻛﻮﺭ‪ ،‬ﻭﺍﻟﺒﺎﻗﻲ ﺇﻧﺎﺙ‪ ،‬ﺃﻱ ﻣﺎ‬
‫ﻧﺴﺒﺘﻪ )‪ ،(%14.58‬ﻭﻫﺬﺍ ﻳﻌﻜﺲ ﻧﺴﺒﺔ ﺗﻮﱄ ﺍﳌﺮﺃﺓ ﳌﺮﺍﻛﺰ ﺍﳌﺴﺆﻭﻟﻴﺔ ﰲ ﺍﻟﺸﺮﻛﺔ ﻭﺍﻟﱵ ﺗﻌﺘﱪ ﻣﺘﺪﻧﻴﺔ‬
‫ﻣﻘﺎﺭﻧﺔ ﻣﻊ ﻧﺴﺒﺔ ﺍﻟﺬﻛﻮﺭ )ﺃﻧﻈﺮ ﺍﻟﺸﻜﻞ)‪ ،((35‬ﻭﻗﺪ ﻳﺮﺟﻊ ﺫﻟﻚ ﺇﱃ ﻃﺒﻴﻌﺔ ﺍﳌﺆﺳﺴﺔ ﺑﻮﺻﻔﻬﺎ ﺻﻨﺎﻋﻴﺔ‬
‫ﺃﻳﻦ ﻳﺘﻢ ﺍﻟﻠﺠﻮﺀ ﰲ ﻏﺎﻟﺐ ﺍﻷﺣﻴﺎﻥ ﺇﱃ ﺗﻮﻇﻴﻒ ﺍﻟﺬﻛﻮﺭ‪ ،‬ﻭﺑﺎﻟﺘﺎﱄ ﺍﻟﺘﺪﺭﺝ ﰲ ﺍﳌﻨﺎﺻﺐ ﺣﱴ ﺍﻟﻮﺻﻮﻝ ﺇﱃ‬
‫ﻣﺮﺍﻛﺰ ﺍﻟﻘﺮﺍﺭ‪.‬‬
‫ﺍﻟﺸﻜﻞ )‪ :(35‬ﻣﺘﻐﲑ ﺍﳉﻨﺲ ﰲ ﻋﻴﻨﺔ ﺍﻟﺪﺭﺍﺳﺔ‬

‫‪100,00%‬‬ ‫‪85,41%‬‬
‫‪80,00%‬‬
‫‪60,00%‬‬ ‫ذآ
‬

‫‪40,00%‬‬ ‫أ‬
‫‪14,58%‬‬
‫‪20,00%‬‬
‫‪0,00%‬‬

‫ﺃﻣﺎ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﻌﻤﺮ ﻓﻘﺪ ﺃﺷﺎﺭﺕ ﺍﻟﻨﺘﺎﺋﺞ ﺃﻥ )‪ (%16.66‬ﻣﻦ ﺃﻓﺮﺍﺩ ﺍﻟﻌﻴﻨﺔ ﺗﻘﻞ ﺃﻋﻤﺎﺭﻫﻢ ﻋﻦ )‪(40‬‬
‫ﺳﻨﺔ‪ ،‬ﰲ ﺣﲔ ﺑﻠﻐﺖ ﻧﺴﺒﺔ ﺍﻟﺬﻳﻦ ﺗﺘﺮﺍﻭﺡ ﺃﻋﻤﺎﺭﻫﻢ ﻣﺎﺑﲔ )‪ 41‬ﻭ ‪ (50‬ﺳﻨﺔ )‪ ،(%58.33‬ﺃﻣﺎ ﺍﻟﺬﻳﻦ‬
‫ﺗﻔﻮﻕ ﺃﻋﻤﺎﺭﻫﻢ )‪ (50‬ﺳﻨﺔ ﺣﱴ ﺳﻦ ﺍﻟﺘﻘﺎﻋﺪ ﻓﺸﻜﻠﻮﺍ )‪ (%25‬ﻣﻦ ﻋﻴﻨﺔ ﺍﻟﺪﺭﺍﺳﺔ‪ ،‬ﻭﻫﺬﺍ ﻳﺪﻝ ﻋﻠﻰ ﺃﻥ‬
‫ﻣﺘﻮﺳﻂ ﺍﻟﻌﻤﺮ ﳝﻴﻞ ﻟﻔﺌﺎﺕ ﺍﻟﻌﻤﺮ ﻣﺘﻮﺳﻄﺔ ﺍﻟﺴﻦ )ﻣﻦ ‪ 41‬ﺇﱃ ‪ (50‬ﺳﻨﺔ‪ ،‬ﻭﺫﻟﻚ ﺗﺒﻌﺎ ﻟﻠﺸﻜﻞ)‪.(36‬‬
‫ﺍﻟﺸﻜﻞ ﺭﻗﻢ )‪ :(36‬ﻣﺘﻐﲑ ﺍﻟﺴﻦ ﰲ ﻋﻴﻨﺔ ﺍﻟﺪﺭﺍﺳﺔ‬

‫‪58,33‬‬
‫‪60‬‬

‫أ   ‪
40‬‬
‫‪40‬‬
‫‪25‬‬ ‫ ‪ 41‬إ ‪
50‬‬
‫‪16,66‬‬
‫‪20‬‬ ‫ ‪ 51‬إ ‪
60‬‬

‫‪0‬‬

‫ﺃﻣﺎ ﻋﻦ ﺗﻮﺯﻳﻊ ﺃﻓﺮﺍﺩ ﺍﻟﻌﻴﻨﺔ ﺣﺴﺐ ﺍﳌﺆﻫﻞ ﺍﻟﻌﻠﻤﻲ ﻓﺘﺸﲑ ﺍﻟﻨﺘﺎﺋﺞ ﺇﱃ ﺃﻥ ﻧﺴﺒﺔ ﺍﳉﺎﻣﻌﻴﲔ ﺑﻴﻨﻬﻢ ﻗﺪ‬
‫ﺑﻠﻐﺖ )‪ ،(%33.33‬ﺃﻣﺎ ﻧﺴﺒﺔ ﺫﻭﻱ ﺍﳌﺴﺘﻮﻯ ﺩﻭﻥ ﺍﻟﺜﺎﻧﻮﻱ ﻓﻘﺪ ﺑﻠﻐﺖ )‪ ،(%18.75‬ﺃﻣﺎ ﺍﻟﻨﺴﺒﺔ ﺍﻟﻐﺎﻟﺒﺔ‬
‫ﻣﻦ ﺍﳌﺴﺆﻭﻟﲔ ﻓﻠﺪﻳﻬﻢ ﻣﺴﺘﻮﻯ ﺛﺎﻧﻮﻱ ﲟﺎ ﻧﺴﺒﺘﻪ )‪ (%47.91‬ﻣﻦ ﻋﻴﻨﺔ ﺍﻟﺪﺭﺍﺳﺔ‪ ،‬ﺇﻻ ﺃﻥ ﺍﳌﻘﺎﺑﻼﺕ‬
‫ﺍﻟﺸﺨﺼﻴﺔ ﻣﻌﻬﻢ ﺃﺛﺒﺘﺖ ﺃﻥ ﺃﻏﻠﺒﻬﻢ ﻣﺘﺤﺼﻠﲔ ﻋﻠﻰ ﺷﻬﺎﺩﺍﺕ ﻣﻦ ﺟﺎﻣﻌﺔ ﺍﻟﺘﻜﻮﻳﻦ ﺍﳌﺘﻮﺍﺻﻞ ﻭﻛﺬﺍ ﻣﻦ‬
‫ﺍﳌﺪﺍﺭﺱ ﺍﳋﺎﺻﺔ )ﺧﺼﻮﺻﺎ ﰲ ﳎﺎﻝ ﺍﶈﺎﺳﺒﺔ‪ ،‬ﺍﻹﻋﻼﻡ ﺍﻵﱄ ﻭﺍﻟﻠﻐﺎﺕ(‪ ،‬ﻭﺍﻟﺸﻜﻞ )‪ (37‬ﻳﻮﺿﺢ ﺫﻟﻚ‪.‬‬
‫‪148‬‬
 ‫ﺍﻟﺸﻜﻞ ﺭﻗﻢ )‪ :(37‬ﻣﺘﻐﲑ ﺍﳌﺴﺘﻮﻯ ﺍﻟﺘﻌﻠﻴﻤﻲ ﰲ ﻋﻴﻨﺔ ﺍﻟﺪﺭﺍﺳﺔ‬

‫‪47,91%‬‬
‫‪50,00%‬‬
‫‪40,00%‬‬ ‫‪33,33%‬‬
‫دون ا ي‬
‫‪30,00%‬‬ ‫‪18,75%‬‬ ‫ ي‬
‫‪20,00%‬‬ ‫‬
‫‪10,00%‬‬
‫‪0,00%‬‬

‫ﺃﻣﺎ ﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ ﺑﺎﳌﻨﺎﺻﺐ ﺍﻹﺩﺍﺭﻳﺔ ﻓﻘﺪ ﻛﺎﻥ ﺃﻏﻠﺐ ﺃﻓﺮﺍﺩ ﺍﻟﻌﻴﻨﺔ ﺭﺅﺳﺎﺀ ﻣﺼﺎﱀ‪ ،‬ﺑﻨﺴﺒﺔ‬
‫)‪ ،(%58.33‬ﺑﻴﻨﻤﺎ ﺑﻠﻐﺖ ﻧﺴﺒﺔ ﺭﺅﺳﺎﺀ ﺍﻟﺪﻭﺍﺋﺮ )‪ (%16.66‬ﻭﻧﺴﺒﺔ ﻣﺴﺎﻋﺪﻱ ﺍﳌﺪﻳﺮﻳﻦ )‪،(%22.91‬‬
‫ﰲ ﺣﲔ ﺑﻠﻐﺖ ﻧﺴﺒﺔ ﺍﳌﺪﺭﺍﺀ )‪ ،(%02.08‬ﻭﺫﻟﻚ ﺗﺒﻌﺎ ﻟﻠﺸﻜﻞ)‪.(38‬‬
‫ﺍﻟﺸﻜﻞ ﺭﻗﻢ)‪ :(38‬ﻣﺘﻐﲑ ﺍﳌﻨﺼﺐ ﺍﻹﺩﺍﺭﻱ ﰲ ﻋﻴﻨﺔ ﺍﻟﺪﺭﺍﺳﺔ‬

‫‪58,33%‬‬
‫‪60,00%‬‬
‫‪50,00%‬‬ ‫!
و ة‬
‫‪40,00%‬‬ ‫‪
!  "#‬‬
‫‪30,00%‬‬ ‫‪22,91%‬‬
‫‪16,66%‬‬ ‫ر‪ %&$‬دا‪
$‬ة‬
‫‪20,00%‬‬
‫ر‪()* %&$‬‬
‫‪10,00%‬‬ ‫‪2,08%‬‬
‫‪0,00%‬‬

‫ﻭﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ ﺑﺴﻨﻮﺍﺕ ﺍﳋﱪﺓ ﻳﺘﻀﺢ ﻣﻦ ﺍﳉﺪﻭﻝ ﺍﻟﺴﺎﺑﻖ ﺃﻥ ﻣﺎ ﻧﺴﺒﺘﻪ )‪ (%27.08‬ﻣﻦ ﻋﻴﻨﺔ‬
‫ﺍﻟﺪﺭﺍﺳﺔ ﺗﻘﻞ ﺳﻨﻮﺍﺕ ﺧﱪ‪‬ﻢ ﻋﻠﻰ )‪ (10‬ﺳﻨﻮﺍﺕ‪ ،‬ﺑﻴﻨﻤﺎ ﻣﻦ ﺗﺰﻳﺪ ﺃﻗﺪﻣﻴﺘﻬﻢ ﻋﻠﻰ )‪ (20‬ﺳﻨﺔ ﻓﻴﻤﺜﻠﻮﻥ‬
‫)‪ (%12.5‬ﻣﻦ ﻋﻴﻨﺔ ﺍﻟﺪﺭﺍﺳﺔ )ﺃﻧﻈﺮ ﺍﻟﺸﻜﻞ)‪ .((39‬ﰲ ﺣﲔ ﺃﻥ ﺃﻛﱪ ﻧﺴﺒﺔ ﻣﻦ ﻣﺘﺨﺬﻱ ﺍﻟﻘﺮﺍﺭ ﻳﺘﻤﺘﻌﻮﻥ‬
‫ﺑﺴﻨﻮﺍﺕ ﺧﱪﺓ ﻣﻦ )‪ (10‬ﺇﱃ )‪ (20‬ﺳﻨﺔ‪ ،‬ﺃﻱ ﺃ‪‬ﻢ ﺫﻭﻱ ﺧﱪﺓ ﻻ ﺑﺄﺱ ‪‬ﺎ )‪ (%60.41‬ﳑﺎ ﻳﻌﻄﻲ‬
‫ﻣﺆﺷﺮﺍ ﺇﳚﺎﺑﻴﺎ ﺣﻮﻝ ﻣﺼﺪﺍﻗﻴﺔ ﺍﻹﺟﺎﺑﺎﺕ ﺍﻟﱵ ﻳﻌﻄﻮ‪‬ﺎ ﺑﻮﺻﻔﻬﻢ ﻣﻄﻠﻌﲔ ﻛﻔﺎﻳﺔ ﻋﻠﻰ ﳎﺎﻝ ﻋﻤﻠﻬﻢ ﻭﻛﺬﺍ‬
‫ﻣﺪﻯ ﺗﺄﺛﲑ ﺃﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﺯﻳﺎﺩﺓ ﻓﻌﺎﻟﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﺑﺎﻟﺸﺮﻛﺔ‪.‬‬
‫ﺍﻟﺸﻜﻞ ﺭﻗﻢ )‪ :(39‬ﻣﺘﻐﲑ ﺍﻷﻗﺪﻣﻴﺔ ﰲ ﻋﻴﻨﺔ ﺍﻟﺪﺭﺍﺳﺔ‬

‫‪70,00%‬‬ ‫‪60,41%‬‬
‫‪60,00%‬‬
‫‪50,00%‬‬ ‫أ  ‪
10‬ات‬
‫‪40,00%‬‬ ‫ ‪ 10‬إ ‪
20‬‬
‫‪27,08%‬‬
‫‪30,00%‬‬
‫أآ
 ‪
20‬‬
‫‪20,00%‬‬ ‫‪12,50%‬‬
‫‪10,00%‬‬
‫‪0,00%‬‬

‫‪149‬‬
 ‫ﺍﳉﺪﻭﻝ ﺭﻗﻢ )‪ :(03‬ﺍﳋﺼﺎﺋﺺ ﺍﻟﺸﺨﺼﻴﺔ ﻭﺍﻟﻮﻇﻴﻔﻴﺔ ﻷﻓﺮﺍﺩ ﺍﻟﻌﻴﻨﺔ )ﻥ=‪(48‬‬
‫ﺍﻟﻨﺴﺒﺔ ‪%‬‬ ‫ﺍﻟﺘﻜﺮﺍﺭ‬ ‫ﺍﳌﺘﻐﻴـﺮ‬
‫‪85.41‬‬ ‫‪41‬‬ ‫ﺫﻛﺮ‬ ‫ﺍﳉﻨﺲ‬
‫‪14.58‬‬ ‫‪07‬‬ ‫ﺃﻧﺜﻰ‬
‫‪16.66‬‬ ‫‪08‬‬ ‫ﺃﻗﻞ ﻣﻦ ‪ 40‬ﺳﻨﺔ‬ ‫ﺍﻟﺴﻦ‬
‫‪58.33‬‬ ‫‪28‬‬ ‫ﻣﻦ ‪ 41‬ﺇﱃ ‪ 50‬ﺳﻨﺔ‬
‫‪25‬‬ ‫‪12‬‬ ‫ﻣﻦ ‪ 51‬ﺇﱃ ‪ 60‬ﺳﻨﺔ‬
‫‪18.75‬‬ ‫‪09‬‬ ‫ﺩﻭﻥ ﺍﻟﺜﺎﻧﻮﻱ‬ ‫ﺍﳌﺴﺘﻮﻯ ﺍﻟﺘﻌﻠﻴﻤﻲ‬
‫‪47.91‬‬ ‫‪23‬‬ ‫ﺛﺎﻧﻮﻱ‬
‫‪33.33‬‬ ‫‪16‬‬ ‫ﺟﺎﻣﻌﻲ‬
‫‪02.08‬‬ ‫‪01‬‬ ‫ﻣﺪﻳﺮ ﻭﺣﺪﺓ‬ ‫ﺍﳌﻨﺼﺐ ﺍﻹﺩﺍﺭﻱ‬
‫‪22.91‬‬ ‫‪11‬‬ ‫ﻣﺴﺎﻋﺪ ﻣﺪﻳﺮ‬
‫‪16.66‬‬ ‫‪08‬‬ ‫ﺭﺋﻴﺲ ﺩﺍﺋﺮﺓ‬
‫‪58.33‬‬ ‫‪28‬‬ ‫ﺭﺋﻴﺲ ﻣﺼﻠﺤﺔ‬
‫‪27.08‬‬ ‫‪13‬‬ ‫ﺃﻗﻞ ﻣﻦ ‪ 10‬ﺳﻨﻮﺍﺕ‬ ‫ﻋﺪﺩ ﺳﻨﻮﺍﺕ ﺍﳋﱪﺓ‬
‫‪60.41‬‬ ‫‪29‬‬ ‫ﻣﻦ ‪ 10‬ﺇﱃ ‪ 20‬ﺳﻨﺔ‬
‫‪12.5‬‬ ‫‪06‬‬ ‫ﺃﻛﺜﺮ ﻣﻦ ‪ 20‬ﺳﻨﺔ‬

‫ﻛﻨﺘﻴﺠﺔ ﳝﻜﻦ ﺍﻟﻘﻮﻝ ﺑﺄﻥ ﻋﻴﻨﺔ ﺍﻟﺪﺭﺍﺳﺔ ﺗﺘﻜﻮﻥ ﻣﻦ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﳌﺴﺆﻭﻟﲔ‪ ،‬ﻏﺎﻟﺒﻴﺘﻬﻢ ﺍﻟﻌﻈﻤﻰ ﻣﻦ‬
‫ﺍﻟﺬﻛﻮﺭ‪ ،‬ﻭﻣﺘﻮﺳﻂ ﺍﻟﻌﻤﺮ ‪‬ﺎ ﳝﻴﻞ ﻟﻔﺌﺎﺕ ﺍﻟﻌﻤﺮ ﺍﳌﺘﻮﺳﻄﺔ )ﻣﻦ ‪ 41‬ﺇﱃ ‪ 50‬ﺳﻨﺔ(‪ .‬ﻋﻤﻮﻣﺎ ﳝﻜﻦ ﺍﻋﺘﺒﺎﺭ‬
‫ﻋﻴﻨﺔ ﺍﻟﺪﺭﺍﺳﺔ ﻓﺌﺔ ﻣﺘﻌﻠﻤﺔ ﻭﻭﺍﻋﻴﺔ ﻳ‪‬ﺘﻮﻗﻊ ﺃﻥ ﺗﺸﺠﻊ ﺍﻟﺘﻄﻮﺭ ﺍﳌﺴﺘﻤﺮ‪ ،‬ﻭﺗﺘﻘﺒﻞ ﻭﺗﺴﺘﻮﻋﺐ ﺃﳘﻴﺔ ﺇﺩﺧﺎﻝ ﻧﻈﻢ‬
‫ﻣﻌﻠﻮﻣﺎﺕ ﺇﺩﺍﺭﻳﺔ ﻣﺒﻨﻴﺔ ﻋﻠﻰ ﺍﳊﺎﺳﺐ ﺍﻵﱄ ﻭﺍﻻﻋﺘﻤﺎﺩ ﻋﻠﻴﻬﺎ ﰲ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ‪ ،‬ﻛﻤﺎ ﻳﺘﻮﻗﻊ ﺃﻥ‬
‫ﻣﺆﻫﻠﻬﻢ ﺍﻟﻌﻠﻤﻲ ﳝﻜﻨﻬﻢ ﻣﻦ ﺍﺳﺘﻴﻌﺎﺏ ﻛﻴﻔﻴﺔ ﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻦ ﻫﺬﻩ ﺍﻟﻨﻈﻢ ﻟﺰﻳﺎﺩﺓ ﻓﻌﺎﻟﻴﺔ ﻫﺬﻩ ﺍﻟﻘﺮﺍﺭﺍﺕ ﰲ‬
‫ﻇﻞ ﺍﻟﺘﻄﻮﺭﺍﺕ ﺍﳊﺪﻳﺜﺔ ﻭﺍﳌﻨﺎﻓﺴﺔ ﺍﶈﺘﺪﻣﺔ‪ .‬ﻛﻤﺎ ﴰﻠﺖ ﺍﻟﺪﺭﺍﺳﺔ ﺍﳌﺴﺆﻭﻟﲔ ﻣﻦ ﳐﺘﻠﻒ ﺍﳌﺴﺘﻮﻳﺎﺕ‬
‫ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﻭﻏﺎﻟﺒﻴﺘﻬﻢ ﻳﺘﻤﺘﻌﻮﻥ ﺑﺴﻨﻮﺍﺕ ﺧﱪﺓ ﻻ ﺑﺄﺱ ‪‬ﺎ ﺗﺘﺮﺍﻭﺡ ﺑﲔ ‪ 10‬ﻭ‪ 20‬ﺳﻨﺔ ﳑﺎ ﳝﺜﻞ ﻣﺆﺷﺮﺍ ﺇﳚﺎﺑﻴﺎ‬
‫ﺣﻮﻝ ﻣﺼﺪﺍﻗﻴﺔ ﺍﻹﺟﺎﺑﺎﺕ ﺍﻟﱵ ﻳﻌﻄﻮ‪‬ﺎ‪.‬‬

‫‪150‬‬
 ‫ﺍﻟﻤﻄﻠﺐ ﺍﻟﺮﺍﺑﻊ‪ :‬ﺍﻟﻜﺸﻒ ﻋﻠﻰ ﺩﻭﺭ ﻧﻈﺎﻡ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻓﻲ ﺩﻋﻢ ﻋﻤﻠﻴﺔ ﺍﺗﺨﺎﺫ‬
‫ﺍﻟﻘﺮﺍﺭ ﺑﺎﻟﺸﺮﻛﺔ‬
‫ﺳﺘﺘﻢ ﰲ ﻫﺬﺍ ﺍﳌﻄﻠﺐ ﳏﺎﻭﻟﺔ ﺍﻟﻜﺸﻒ ﻋﻠﻰ ﺍﻟﻌﻼﻗﺔ ﺑﲔ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺍﳌﻌﺘﻤﺪﺓ ﰲ‬
‫ﺍﻟﺸﺮﻛﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ ﻟﻸﳌﻨﻴﻮﻡ ﻭﻓﻌﺎﻟﻴﺔ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳌﺘﺨﺬﺓ ‪‬ﺎ‪ ،‬ﻭﺫﻟﻚ ﻣﻦ ﺧﻼﻝ ﺍﺳﺘﺨﺪﺍﻡ ﺃﺩﻭﺍﺕ ﲨﻊ‬
‫ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﳌﻌﺘﻤﺪﺓ ﰲ ﺍﻟﺪﺭﺍﺳﺔ ﻟﺘﺤﻠﻴﻞ ﻭﻣﻨﺎﻗﺸﺔ ﺃﺳﺌﻠﺔ ﻭﻓﺮﺿﻴﺎﺕ ﺍﻟﺒﺤﺚ‪.‬‬

‫ﺃﻭﻻ‪ :‬ﲢﻠﻴﻞ ﻭﻣﻨﺎﻗﺸﺔ ﺃﺳﺌﻠﺔ ﺍﻟﺪﺭﺍﺳﺔ‬

‫ﺍﻟﺴﺆﺍﻝ ﺍﻷﻭﻝ‪ :‬ﻣﺎ ﻣﺪﻯ ﻓﻌﺎﻟﻴﺔ ﺍﻟﻘﺮﺍﺭﺍﺕ ﰲ ﺍﻟﺸﺮﻛﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ ﻟﻸﳌﻨﻴﻮﻡ؟‬

‫ﺳﺘﺘﻢ ﰲ ﻫﺬﺍ ﺍﻟﺒﻨﺪ ﳏﺎﻭﻟﺔ ﻣﻌﺮﻓﺔ ﻣﺪﻯ ﻓﻌﺎﻟﻴﺔ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳌﺘﺨﺬﺓ ﰲ ﺍﻟﺸﺮﻛﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ ﻟﻸﳌﻨﻴﻮﻡ‬
‫ﺑﺎﻻﻋﺘﻤﺎﺩ ﻋﻠﻰ ﻧﺘﺎﺋﺞ ﺍﻻﺳﺘﻤﺎﺭﺓ‪ ،‬ﻭﺍﳌﻌﱪﺓ ﻋﻠﻰ ﺃﺑﻌﺎﺩ ﻓﻌﺎﻟﻴﺔ ﺍﻟﻘﺮﺍﺭ ﻣﻦ‪ :‬ﺟﻮﺩﺓ ﺍﻟﻘﺮﺍﺭ‪ ،‬ﺯﻣﻦ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ‬
‫ﻭﺗﻨﻔﻴﺬﻩ‪ ،‬ﺳﻬﻮﻟﺔ ﺗﻨﻔﻴﺬﻩ ﻭﺩﺭﺟﺔ ﻗﺒﻮﻝ ﺍﳌﺮﺅﻭﺳﲔ ﻟﻠﻘﺮﺍﺭ‪.‬‬
‫ﻳ‪‬ﻼﺣﻆ ﻣﻦ ﺍﳉﺪﻭﻝ )‪ (04‬ﺃﻥ )‪ (%8.33‬ﻓﻘﻂ ﻣﻦ ﻋﻴﻨﺔ ﺍﻟﺪﺭﺍﺳﺔ ﲢﻘﻖ ﻗﺮﺍﺭﺍ‪‬ﻢ ﺍﻷﻫﺪﺍﻑ ﺍﳌﺮﺟﻮﺓ‬
‫ﻣﻨﻬﺎ ﺑﺸﻜﻞ ﺿﻌﻴﻒ‪ ،‬ﰲ ﺣﲔ )‪ (%39.58‬ﻣﻦ ﻋﻴﻨﺔ ﺍﻟﺪﺭﺍﺳﺔ ﺃﺟﺎﺑﺖ ﺑﺄﻥ ﻗﺮﺍﺭﺍ‪‬ﺎ ﲢﻘﻖ ﺃﻫﺪﺍﻓﻬﺎ ﺑﺸﻜﻞ‬
‫ﻣﺘﻮﺳﻂ‪ ،‬ﺃﻣﺎ ﺍﻟﻨﺴﺒﺔ ﺍﻟﻐﺎﻟﺒﺔ )‪ (%52.08‬ﻓﺘﺆﻛﺪ ﺑﺄﻥ ﻗﺮﺍﺭﺍ‪‬ﺎ ﲢﻘﻖ ﺑﺸﻜﻞ ﻛﺒﲑ ﺍﻷﻫﺪﺍﻑ ﺍﳌﺘﻮﺧﺎﺓ ﻣﻨﻬﺎ‪.‬‬
‫ﻛﻤﺎ ﻳﻼﺣﻆ ﻛﺬﻟﻚ ﺑﺄﻥ )‪ (%27.08‬ﻣﻦ ﻋﻴﻨﺔ ﺍﻟﺪﺭﺍﺳﺔ ﲢﺮﺹ ﺑﺸﻜﻞ ﺩﺍﺋﻢ ﻋﻠﻰ ﺗﻮﺍﻓﺮ ﲨﻴﻊ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﺣﻮﻝ ﺍﳌﺸﻜﻠﺔ ﺍﳌﻌﻴﻨﺔ ﻗﺒﻞ ﺍﲣﺎﺫ ﻗﺮﺍﺭ ﺑﺸﺄ‪‬ﺎ‪ ،‬ﰲ ﺣﲔ ﳛﺮﺹ ﻣﺎﻧﺴﺒﺘﻪ )‪ (%8.33‬ﻣﻦ‬
‫ﺍﳌﺴﺆﻭﻟﲔ ﻋﻠﻰ ﺫﻟﻚ ﰲ ﺑﻌﺾ ﺍﻷﺣﻴﺎﻥ ﻓﻘﻂ‪ .‬ﺃﻣﺎ ﺍﻟﻨﺴﺒﺔ ﺍﻟﺒﺎﻗﻴﺔ )‪ (%64.58‬ﻭﻫﻲ ﺍﻷﻏﻠﺒﻴﺔ ﻓﺘﺤﺮﺹ ﰲ‬
‫ﻏﺎﻟﺐ ﺍﻷﺣﻴﺎﻥ ﻋﻠﻰ ﺗﻮﻓﺮ ﲨﻴﻊ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺣﻮﻝ ﺍﳌﻮﺿﻮﻉ‪.‬‬
‫ﺃﻣﺎ ﺩﺭﺟﺔ ﺭﺿﻰ ﺍﳌﺴﺆﻭﻟﲔ ﻋﻠﻰ ﻧﺘﺎﺋﺞ ﻗﺮﺍﺭﺍ‪‬ﻢ ﻓﻬﻲ ﻛﺒﲑﺓ ﲟﺎ ﻧﺴﺒﺘﻪ )‪ ،(%79.16‬ﻭﻣﺘﻮﺳﻄﺔ‬
‫ﲟﺎ ﻧﺴﺒﺘﻪ )‪ ،(%14.58‬ﰲ ﺣﲔ ﺃﺟﺎﺏ )‪ (%6.25‬ﻣﻦ ﺍﳌﺴﺆﻭﻟﲔ ﺑﺄﻥ ﺩﺭﺟﺔ ﺭﺿﺎﻫﻢ ﻋﻠﻰ ﻧﺘﺎﺋﺞ‬
‫ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﱵ ﻳﺘﺨﺬﻭ‪‬ﺎ ﺿﻌﻴﻔﺔ‪.‬‬

‫‪151‬‬
 ‫ﺍﳉﺪﻭﻝ )‪ :(04‬ﺇﺟﺎﺑﺎﺕ ﺃﻓﺮﺍﺩ ﺍﻟﻌﻴﻨﺔ ﺣﻮﻝ ﻓﻌﺎﻟﻴﺔ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺑﺎﻟﺸﺮﻛﺔ )ﻥ=‪(48‬‬
‫ا" ! ‪%‬‬ ‫ا  ‬

‫ﺿﻌﻴﻒ‬ ‫ﻣﺘﻮﺳﻂ‬ ‫ﻛﺒﲑ‬ ‫ﻫﻞ ﲢﻘﻖ ﻗﺮﺍﺭﺍﺗﻚ ﺍﻟﻨﺘﺎﺋﺞ ﺍﳌﺮﺟﻮﺓ ﻣﻨﻬﺎ‪ ،‬ﺑﺸﻜﻞ؟‬ ‫‪(1‬‬
‫‪8.33‬‬ ‫‪39.58‬‬ ‫‪52.08‬‬

‫ﰲ ﺑﻌﺾ ﺍﻷﺣﻴﺎﻥ‬ ‫ﰲ ﻏﺎﻟﺐ‬ ‫ﺩﺍﺋﻤﺎ‬ ‫ﻫﻞ ﲢﺮﺹ ﻋﻨﺪ ﺍﲣﺎﺫ ﻗﺮﺍﺭﺍﺗﻚ ﻋﻠﻰ ﺗﻮﺍﻓﺮ ﲨﻴﻊ‬ ‫‪(2‬‬
‫ﺍﻷﺣﻴﺎﻥ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﺣﻮﻝ ﺍﳌﻮﺿﻮﻉ؟‬
‫‪8.33‬‬ ‫‪64.58‬‬ ‫‪27.08‬‬

‫ﺻﻐﲑﺓ‬ ‫ﻣﺘﻮﺳﻄﺔ‬ ‫ﻛﺒﲑﺓ‬ ‫ﻣﺎ ﻫﻲ ﺩﺭﺟﺔ ﺭﺿﺎﻙ ﻋﻠﻰ ﻧﺘﺎﺋﺞ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﱵ‬ ‫‪(3‬‬
‫‪6.25‬‬ ‫‪14.58‬‬ ‫‪79.16‬‬
‫ﺍﲣﺬ‪‬ﺎ؟‬

‫ﺃﺣﻴﺎﻧﺎ‬ ‫ﻻ‬ ‫ﻧﻌﻢ‬ ‫ﻫﻞ ﺗﺘﺨﺬ ﻗﺮﺍﺭﺍﺗﻚ ﺑﺸﻜﻞ ﺳﺮﻳﻊ؟‬ ‫‪(4‬‬

‫‪22.91‬‬ ‫ـ‬ ‫‪77.08‬‬
‫ﺑﻄﻲﺀ‬ ‫ﻣﺘﻮﺳﻂ‬ ‫ﺳﺮﻳﻊ‬ ‫ﻫﻞ ﺗﻨﻔﻴﺬ ﻗﺮﺍﺭﺍﺗﻚ ﻳﺘﻢ ﺑﺸﻜﻞ؟‬ ‫‪(5‬‬
‫‪10.41‬‬ ‫‪45.83‬‬ ‫‪43.75‬‬
‫ﻗﻠ‪‬ﻤﺎ‬ ‫ﺃﺣﻴﺎﻧﺎ‬ ‫ﻏﺎﻟﺒﺎ‬ ‫ﻫﻞ ﺗﻮﺍﺟﻬﻚ ﻣﺸﺎﻛﻞ ﺭﺋﻴﺴﻴﺔ ﻋﻨﺪ ﺗﻄﺒﻴﻖ ﺑﻌﺾ‬ ‫‪(6‬‬
‫‪60.41‬‬ ‫‪29.16‬‬ ‫‪10.42‬‬ ‫ﺍﻟﻘﺮﺍﺭﺍﺕ؟‬
‫ﻏﲑ ﻣﻘﺒﻮﻝ‬ ‫ﻣﻘﺒﻮﻝ‬ ‫ﺟﻴﺪ‬ ‫ﻫﻞ ﳝﻠﻚ ﻣﺮﺅﻭﺳﻮﻙ ﺍﳌﻌﺮﻓﺔ ﺍﻟﻼﺯﻣﺔ ﻟﺘﻨﻔﻴﺬ‬ ‫‪(7‬‬

‫‪6.25‬‬ ‫‪68.75‬‬ ‫‪25‬‬ ‫ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳌﻮﻛﻠﺔ ﺇﻟﻴﻬﻢ‪ ،‬ﺑﺸﻜﻞ؟‬

‫ﺃﺣﻴﺎﻧﺎ‬ ‫ﻻ‬ ‫ﻧﻌﻢ‬ ‫ﻫﻞ ﳝﻠﻚ ﻣﺮﺅﻭﺳﻮﻙ ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺗﻨﻔﻴﺬﻫﺎ؟‬ ‫‪(8‬‬
‫ـ‬ ‫ـ‬ ‫‪100‬‬
‫ﺃﺑﺪﺍ‬ ‫ﺃﺣﻴﺎﻧﺎ‬ ‫ﻏﺎﻟﺒﺎ‬ ‫ﻫﻞ ﲢﺪﺩ ﳌﺮﺅﻭﺳﻴﻚ ﺁﻟﻴﺔ ﺗﻨﻔﻴﺬ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳌﻮﻛﻠﺔ‬ ‫‪(9‬‬
‫ـ‬ ‫‪6.25‬‬ ‫‪93.75‬‬ ‫ﺇﻟﻴﻬﻢ؟‬
‫ﺃﺑﺪﺍ‬ ‫ﺃﺣﻴﺎﻧﺎ‬ ‫ﻏﺎﻟﺒﺎ‬ ‫‪ (10‬ﻫﻞ ﺗﻘﻮﻡ ﺑﺎﺳﺘﺸﺎﺭﺓ ﻣﺮﺅﻭﺳﻴﻚ ﻋﻨﺪ ﺍﲣﺎﺫﻙ‬
‫ـ‬ ‫‪89.58‬‬ ‫‪10.41‬‬ ‫ﻟﻠﻘﺮﺍﺭﺍﺕ؟‬
‫ﺃﺑﺪﺍ‬ ‫ﺃﺣﻴﺎﻧﺎ‬ ‫ﻏﺎﻟﺒﺎ‬ ‫ﻫﻞ ﺗﺴﻤﺢ ﳌﺮﺅﻭﺳﻴﻚ ﲟﻨﺎﻗﺸﺔ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﱵ‬ ‫‪(12‬‬

‫ـ‬ ‫‪85.41‬‬ ‫‪14.58‬‬ ‫ﺗﺘﺨﺬﻫﺎ؟‬

‫‪152‬‬
‫ﻭﺑﻨﺎﺀﺍ ﻋﻠﻰ ﻣﺎﺳﺒﻖ ﳝﻜﻦ ﺍﻻﺳﺘﻨﺘﺎﺝ ﺑﺄﻥ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳌﺘﺨﺬﺓ ﰲ ﺍﻟﺸﺮﻛﺔ ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ ﻫﻲ ﻗﺮﺍﺭﺍﺕ‬
‫ﺫﺍﺕ ﺟﻮﺩﺓ ﻋﺎﻟﻴﺔ‪ ،‬ﻣﻦ ﺧﻼﻝ ﲢﻘﻴﻖ ﺃﻏﻠﺒﻬﺎ ﻟﻸﻫﺪﺍﻑ ﺍﳌﺘﻮﺧﺎﺓ ﻣﻨﻬﺎ‪ ،‬ﻭﺣﺮﺹ ﺃﻏﻠﺒﻴﺔ ﺍﳌﺴﺆﻭﻟﲔ ﻋﻠﻰ ﺗﻮﻓﺮ‬
‫ﲨﻴﻊ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺎﳌﻮﺿﻮﻉ‪ ،‬ﺇﻥ ﱂ ﻳﻜﻦ ﰲ ﻏﺎﻟﺐ ﺍﻷﺣﻴﺎﻥ ﻓﺬﻟﻚ ﺑﺸﻜﻞ ﺩﺍﺋﻢ‪ ،‬ﺇﺿﺎﻓﺔ ﺇﱃ ﺍﺭﺗﻔﺎﻉ‬
‫ﺩﺭﺟﺔ ﺭﺿﺎ ﺃﻏﻠﺒﻴﺔ ﺍﳌﺴﺆﻭﻟﲔ ﻋﻠﻰ ﻧﺘﺎﺋﺞ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﱵ ﻳﺘﺨﺬﻭ‪‬ﺎ‪.‬‬

‫ﻳﺘﻀﺢ ﻣﻦ ﺍﳉﺪﻭﻝ )‪ (04‬ﻛﺬﻟﻚ ﺑﺄﻥ )‪ (%77.08‬ﻣﻦ ﺃﻓﺮﺍﺩ ﺍﻟﻌﻴﻨﺔ ﻳﺘﺨﺬﻭﻥ ﻗﺮﺍﺭﺍ‪‬ﻢ ﺑﺸﻜﻞ‬
‫ﺳﺮﻳﻊ‪ ،‬ﺃﻱ ﲟﺠﺮﺩ ﺗﻮﻓﺮ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﻜﺎﻓﻴﺔ‪ ،‬ﰲ ﺣﲔ ﻳﻘﺮ )‪ (%22.91‬ﻣﻨﻬﻢ ﺑﺄ‪‬ﻢ ﻳﻠﺠﺆﻭﻥ ﰲ ﺑﻌﺾ‬
‫ﺍﻷﺣﻴﺎﻥ ﺇﱃ ﺗﺄﺟﻴﻞ ﺍﲣﺎﺫ ﺑﻌﺾ ﻗﺮﺍﺭﺍ‪‬ﻢ‪.‬‬
‫ﺃﻣﺎ ﺑﺎﻟﻨﺴﺒﺔ ﻟﺰﻣﻦ ﺗﻨﻔﻴﺬ ﺍﻟﻘﺮﺍﺭﺍﺕ ﻓﺄﺟﺎﺏ )‪ (%45.83‬ﺑﺄﻧﻪ ﺯﻣﻦ ﻣﺘﻮﺳﻂ‪ ،‬ﰲ ﺣﲔ ﺃﺟﺎﺏ‬
‫)‪ (%43.75‬ﻣﻦ ﻋﻴﻨﺔ ﺍﻟﺪﺭﺍﺳﺔ )ﻭﻫﻲ ﻧﺴﺒﺔ ﻣﻘﺎﺭﺑﺔ ﻟﻠﻨﺴﺒﺔ ﺍﻟﺴﺎﺑﻘﺔ( ﺑﺄﻥ ﺗﻨﻔﻴﺬ ﻗﺮﺍﺭﺍ‪‬ﻢ ﻳﺘﻢ ﺑﺸﻜﻞ‬
‫ﺳﺮﻳﻊ‪ ،‬ﺃﻱ ﺃﻥ ﺗﻨﻔﻴﺬ ﻗﺮﺍﺭﺍ‪‬ﻢ ﻻ ﲣﻀﻊ ﻟﻠﺘﺄﺟﻴﻞ‪ .‬ﺃﻣﺎ ﺍﻟﻨﺴﺒﺔ ﺍﻟﺒﺎﻗﻴﺔ )‪ (%10.41‬ﻓﺄﺟﺎﺑﺖ ﺑﺄﻥ ﺗﻨﻔﻴﺬ‬
‫ﻗﺮﺍﺭﺍ‪‬ﺎ ﻳﺘﻢ ﺑﺸﻜﻞ ﺑﻄﻲﺀ‪ ،‬ﺃﻱ ﰲ ﺗﻮﻗﻴﺖ ﻏﲑ ﻣﻨﺎﺳﺐ؛ ﻭﻗﺪ ﻳﻌﺰﻯ ﺫﻟﻚ ﺇﱃ ﻋﺪﻡ ﺗﻮﻓﺮ ﻣﺮﺅﻭﺳﻲ ﻫﺬﻩ‬
‫ﺍﻟﻨﺴﺒﺔ ﻋﻠﻰ ﺍﳌﻌﺮﻓﺔ ﺃﻭ ﺍﻟﻘﺪﺭﺓ ﺍﻟﻜﺎﻓﻴﺔ ﻟﺘﻨﻔﻴﺬ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳌﻮﻛﻠﺔ ﺇﻟﻴﻬﻢ‪ ،‬ﻭﺫﻟﻚ ﻣﺎ ﺳﺘﺘﻢ ﻣﻨﺎﻗﺸﺘﻪ ﰲ ﺍﻷﺑﻌﺎﺩ‬
‫ﺍﻟﻘﺎﺩﻣﺔ‪.‬‬
‫ﻭﻋﻠﻴﻪ ﳝﻜﻦ ﺍﻻﺳﺘﻨﺘﺎﺝ ﺑﺄﻥ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﰲ ﺍﻟﺸﺮﻛﺔ ﻳﺘﻢ ﺑﺴﺮﻋﺔ ﻋﺎﻟﻴﺔ ﻧﺴﺒﻴﺎ‪ ،‬ﰲ ﺣﲔ ﺃﻥ‬
‫ﺗﻨﻔﻴﺬ ﺗﻠﻚ ﺍﻟﻘﺮﺍﺭﺍﺕ ﻳﺘﻢ ﺑﺴﺮﻋﺔ ﻣﺘﻮﺳﻄﺔ ﻧﺴﺒﻴﺎ‪.‬‬
‫ﻛﻤﺎ ﻳﺘﻀﺢ ﻣﻦ ﻧﺘﺎﺋﺞ ﺍﳉﺪﻭﻝ )‪ (04‬ﺑﺄﻥ )‪ (%60.41‬ﻣﻦ ﺃﻓﺮﺍﺩ ﺍﻟﻌﻴﻨﺔ ﺃﺟﺎﺑﻮﺍ ﺑﺄﻧﻪ ﻗﻠﱠﻤﺎ‬
‫ﺗﻮﺍﺟﻬﻬﻢ ﻣﺸﺎﻛﻞ ﺭﺋﻴﺴﻴﺔ ﻋﻨﺪ ﺗﻄﺒﻴﻖ ﺑﻌﺾ ﺍﻟﻘﺮﺍﺭﺍﺕ‪ ،‬ﻭﻫﻢ ﻋﻠﻰ ﺍﻷﺭﺟﺢ ﺭﺅﺳﺎﺀ ﺍﳌﺼﺎﱀ ﻭﺑﻌﺾ‬
‫ﺭﺅﺳﺎﺀ ﺍﻟﺪﻭﺍﺋﺮ ﻷﻥ ﻗﺮﺍﺭﺍ‪‬ﻢ ﲤﻴﻞ ﳓﻮ ﺍﻟﺮﻭﺗﻴﻨﻴﺔ ﻭﺍﳍﻴﻜﻠﻴﺔ‪ .‬ﰲ ﺃﺟﺎﺏ )‪ (%10.42‬ﻣﻦ ﻋﻴﻨﺔ ﺍﻟﺪﺭﺍﺳﺔ ﺑﺄﻧﻪ‬
‫ﻏﺎﻟﺒﺎ ﻣﺎ ﺗﻮﺍﺟﻬﻬﻢ ﻣﺸﺎﻛﻞ ﺭﺋﻴﺴﻴﺔ ﻋﻨﺪ ﺗﻄﺒﻴﻖ ﺑﻌﺾ ﺍﻟﻘﺮﺍﺭﺍﺕ‪ ،‬ﻭﻫﻢ ﻋﻠﻰ ﺍﻷﺭﺟﺢ ﻣﺴﺆﻭﻟﻮ ﺍﻹﺩﺍﺭﺓ‬
‫ﺍﻟﻌﻠﻴﺎ ﺍﻟﺬﻳﻦ ﻳﺘﺨﺬﻭﻥ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻭﻏﲑ ﺍﳍﻴﻜﻠﻴﺔ‪.‬‬
‫ﻳﺘﻀﺢ ﻛﺬﻟﻚ ﺑﺄﻥ )‪ (%68.75‬ﺻﺮﺣﻮﺍ ﺑﺄﻥ ﻣﺮﺅﻭﺳﻴﻬﻢ ﳝﻠﻜﻮﻥ ﺍﳌﻌﺮﻓﺔ ﺍﻟﻼﺯﻣﺔ ﻟﺘﻨﻔﻴﺬ‬
‫ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳌﻮﻛﻠﺔ ﺇﻟﻴﻬﻢ ﺑﺸﻜﻞ ﻣﻘﺒﻮﻝ‪ ،‬ﰲ ﺣﲔ ﺃﺟﺎﺏ )‪ (%25‬ﻣﻨﻬﻢ ﺑﺄﻥ ﻣﺮﺅﻭﺳﻴﻬﻢ ﳝﻠﻜﻮﻥ ﻣﻌﺮﻓﺔ‬
‫ﺟﻴﺪﺓ ﻟﺘﻨﻔﻴﺬ ﺍﻟﻘﺮﺍﺭﺍﺕ‪ .‬ﺃﻣﺎ )‪ (%6.25‬ﻣﻦ ﻋﻴﻨﺔ ﺍﻟﺒﺤﺚ ﻓﻌﱪﻭﺍ ﺑﺄﻥ ﻣﺮﺅﻭﺳﻴﻬﻢ ﻻ ﳝﻠﻜﻮﻥ ﺍﳌﻌﺮﻓﺔ‬
‫ﺍﳌﻨﺎﺳﺒﺔ ﻟﺬﻟﻚ‪ ،‬ﻭﺫﻟﻚ ﻟﻐﻴﺎﺏ ﺍﻟﺘﺄﻫﻴﻞ ﻭﺍﻟﺘﻜﻮﻳﻦ ﺍﳌﻨﺎﺳﺐ ﳍﺆﻻﺀ ﺍﳌﺮﺅﻭﺳﲔ‪.‬‬

‫‪153‬‬
‫ﺃﻣﺎ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﻘﺪﺭﺓ ﻋﻠﻰ ﺗﻨﻔﻴﺬ ﺍﻟﻘﺮﺍﺭﺍﺕ ﻓﻘﺪ ﺃﻛﺪ ﲨﻴﻊ ﺍﳌﺴﺆﻭﻟﲔ )ﲟﺎ ﻧﺴﺒﺘﻪ ‪ %100‬ﻣﻦ ﻋﻴﻨﺔ‬
‫ﺍﻟﺪﺭﺍﺳﺔ( ﺑﺄﻥ ﻟﺪﻯ ﻣﺮﺅﻭﺳﻴﻬﻢ ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺗﻨﻔﻴﺬ ﺍﻟﻘﺮﺍﺭﺍﺕ‪ ،‬ﻭﺃﻧﻪ ﰲ ﺣﺎﻟﺔ ﺗﻮﻓﺮ ﺍﻟﺘﻜﻮﻳﻦ ﺍﳌﻨﺎﺳﺐ‬
‫ﻓﺴﻴﻐﻄﻰ ﻣﺸﻜﻞ ﻏﻴﺎﺏ ﺍﳌﻌﺮﻓﺔ ﺍﳌﻨﺎﺳﺒﺔ ﻟﺪﻯ ﺑﻌﻀﻬﻢ‪.‬‬
‫ﻭﺑﻨﺎﺀﺍ ﻋﻠﻰ ﻣﺎﺳﺒﻖ ﳝﻜﻦ ﺍﻻﺳﺘﻨﺘﺎﺝ ﺑﺄﻥ ﺗﻨﻔﻴﺬ ﺍﻟﻘﺮﺍﺭﺍﺕ ﰲ ﺍﻟﺸﺮﻛﺔ ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ ﺳﻬﻞ ﻭﳑﻜﻦ‬
‫ﻧﺴﺒﻴﺎ‪ ،‬ﻷﻧﻪ ﻗﻠﻴﻼ ﻣﺎ ﺗﻮﺍﺟﻪ ﻣﺘﺨﺬﻱ ﺍﻟﻘﺮﺍﺭﺍﺕ ﻣﺸﺎﻛﻞ ﻋﻮﻳﺼﺔ ﻭﺭﺋﻴﺴﻴﺔ‪ ،‬ﻛﻤﺎ ﺃﻥ ﻣﺮﺅﻭﺳﻴﻬﻢ ﳝﺘﻠﻜﻮﻥ‬
‫ﺩﺭﺟﺔ ﻣﻌﺮﻓﺔ ﳝﻜﻦ ﻭﺻﻔﻬﺎ ﺑﺎﳌﻘﺒﻮﻟﺔ ﻟﺘﻨﻔﻴﺬ ﺍﻟﻘﺮﺍﺭﺍﺕ‪ ،‬ﻭﲨﻴﻌﻬﻢ ﳝﺘﻠﻜﻮﻥ ﺍﻟﻘﺪﺭﺓ ﺍﻟﻼﺯﻣﺔ ﻟﺘﻨﻔﻴﺬ ﺗﻠﻚ‬
‫ﺍﻟﻘﺮﺍﺭﺍﺕ‪.‬‬
‫ﻭﻣﻦ ﻧﺘﺎﺋﺞ ﺍﳉﺪﻭﻝ ﻛﺬﻟﻚ ﳝﻜﻦ ﻣﻼﺣﻈﺔ ﺃﻥ )‪ (%93.75‬ﻣﻦ ﺍﳌﺴﺆﻭﻟﲔ ﻏﺎﻟﺒﺎ ﻣﺎ ﳛﺪﺩﻭﻥ‬
‫ﳌﺮﺅﻭﺳﻴﻬﻢ ﺁﻟﻴﺔ ﺗﻨﻔﻴﺬ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳌﻮﻛﻠﺔ ﺇﻟﻴﻬﻢ‪ ،‬ﰲ ﺣﲔ ﺃﻥ )‪ (%6.25‬ﻳﻘﻮﻣﻮﻥ ﺑﺬﻟﻚ ﺃﺣﻴﺎﻧﺎ ﻓﻘﻂ‪.‬‬
‫ﻛﻤﺎ ﻳﻼﺣﻆ ﺃﻥ ﺃﻏﻠﺒﻴﺔ ﺍﳌﺴﺘﺠﻮ‪‬ﺑﲔ )ﲟﺎ ﻧﺴﺒﺘﻪ ‪ %89.58‬ﻣﻦ ﻋﻴﻨﺔ ﺍﻟﺪﺭﺍﺳﺔ( ﺃﺣﻴﺎﻧﺎ ﻓﻘﻂ ﻣﺎ‬
‫ﻳﺴﺘﺸﲑﻭﻥ ﻣﺮﺅﻭﺳﻴﻬﻢ ﻋﻨﺪ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ‪ ،‬ﻭﻫﺬﻩ ﺍﻟﻔﺌﺔ ﻋﻠﻰ ﺍﻷﺭﺟﺢ ﻣﻜﻮﻧﺔ ﻣﻦ ﺭﺅﺳﺎﺀ ﺍﳌﺼﺎﱀ‬
‫ﻭﺍﻟﺪﻭﺍﺋﺮ ﺍﻟﺬﻳﻦ ﻳﺘﻌﺎﻣﻠﻮﻥ ﻣﻊ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳍﻴﻜﻠﻴﺔ ﺃﻭ ﺷﺒﻪ ﺍﳍﻴﻜﻠﻴﺔ‪ ،‬ﰲ ﺣﲔ ﺳ‪‬ﺠﻞ ﺃﻥ ﺑﻌﺾ ﻣﺴﺆﻭﱄ‬
‫ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ )‪ (%10.41‬ﻏﺎﻟﺒﺎ ﻣﺎ ﻳﺴﺘﺸﲑﻭﻥ ﻣﺮﺅﻭﺳﻴﻬﻢ ﻋﻨﺪ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ‪ ،‬ﻭﻫﺬﺍ ﻣﺎ ﻳﺸﲑ ﺇﱃ ﺗﺒﲏ‬
‫ﺍﻷﺳﻠﻮﺏ ﺍﻟﺪﳝﻘﺮﺍﻃﻲ ﰲ ﺍﻟﺘﺴﻴﲑ ﺑﺎﻟﺸﺮﻛﺔ‪.‬‬
‫ﻭﻗﺪ ﺑﻴﻨﺖ ﺇﺟﺎﺑﺎﺕ ﺃﻓﺮﺍﺩ ﺍﻟﻌﻴﻨﺔ ﻋﻠﻰ ﺍﻟﺴﺆﺍﻝ ﺭﻗﻢ )‪ (11‬ﰲ ﺍﻻﺳﺘﻤﺎﺭﺓ ﺑﺄﻥ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳌﺘﺸﺎﻭﺭ ﻓﻴﻬﺎ ﻫﻲ‬
‫ﺫﺍﺕ ﺍﻟﺼﺒﻐﺔ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﱵ ﲤﺲ ﲟﻜﺎﻧﺔ ﻭﻭﺿﻊ ﺍﳌﺆﺳﺴﺔ ﰲ ﺍﻟﺴﻮﻕ‪ ،‬ﺇﺿﺎﻓﺔ ﺇﱃ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﺘﻘﻨﻴﺔ ﺍﻟﱵ‬
‫ﻳﻜﻮﻥ ﻓﻴﻬﺎ ﺍﳌﺪﻳﺮ ﻏﲑ ﻣﻠﻢ ﺟﻴﺪﺍ ﲝﻴﺜﻴﺎﺕ ﺍﳌﺸﻜﻠﺔ‪ .‬ﺇﺿﺎﻓﺔ ﺇﱃ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﱵ ﲤﺲ ﻣﺼﲑ ﺍﻟﻌﻤﺎﻝ ﻭﻇﺮﻭﻑ‬
‫ﻋﻤﻠﻬﻢ‪ ،‬ﻭﺍﻟﱵ ﻳ‪‬ﺘﻮﻗﻊ ﺃﻥ ﺗﺜﲑ ﺭﺩﻭﺩ ﺃﻓﻌﺎﻝ ﻣﻌﻴﻨﺔ ﻣﻦ ﻃﺮﻓﻬﻢ )ﻛﺎﻹﺿﺮﺍﺑﺎﺕ ﻭﻏﲑﻫﺎ‪.(..‬‬
‫ﻛﻤﺎ ﺗﺸﲑ ﺍﻟﻨﺘﺎﺋﺞ ﺇﱃ ﺃﻥ )‪ (%85.41‬ﻣﻦ ﻋﻴﻨﺔ ﺍﻟﺪﺭﺍﺳﺔ ﺃﺣﻴﺎﻧﺎ ﻓﻘﻂ ﻣﺎ ﻳﺴﻤﺤﻮﻥ ﳌﺮﺅﻭﺳﻴﻬﻢ‬
‫ﲟﻨﺎﻗﺸﺔ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﱵ ﻳﺘﺨﺬﻭ‪‬ﺎ‪ ،‬ﻭﺫﻟﻚ ﻳﺮﺟﻊ ﻻﻋﺘﻘﺎﺩ ﺍﳌﺴﺆﻭﻟﲔ ﺃﻥ ﻓﺘﺢ ﺑﺎﺏ ﺍﻟﻨﻘﺎﺵ ﻟﻠﻤﺮﺅﻭﺳﲔ ﰲ‬
‫ﻛﻞ ﺍﳌﻮﺍﺿﻴﻊ ﺳﻴﺠﺮ ﺍﻟﺸﺮﻛﺔ ﻟﻠﻔﻮﺿﻰ ﻭﻋﺪﻡ ﺍﻻﺳﺘﻘﺮﺍﺭ‪ ،‬ﻭﺑﺎﻟﺘﺎﱄ ﻋﻠﻴﻬﻢ ﺍﻟﻠﺠﻮﺀ ﺇﱃ ﺍﻟﻨﻘﺎﺑﺎﺕ ﺍﻟﱵ ﲤﺜﻠﻬﻢ‬
‫ﳌﻨﺎﻗﺸﺔ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳍﺎﻣﺔ ﻓﻘﻂ‪.‬‬
‫ﺃﻣﺎ )‪ (%14.58‬ﻣﻦ ﻋﻴﻨﺔ ﺍﻟﺪﺭﺍﺳﺔ ﻓﻘﺪ ﺃﺟﺎﺑﻮﺍ ﺑﺄ‪‬ﻢ ﻏﺎﻟﺒﺎ ﻣﺎ ﻳﺴﻤﺤﻮﻥ ﳌﺮﺅﻭﺳﻴﻬﻢ ﲟﻨﺎﻗﺸﺔ‬
‫ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﱵ ﻳﺘﺨﺬﻭ‪‬ﺎ‪ ،‬ﻭﺫﻟﻚ ﻣﻦ ﺑﺎﺏ ﺇﺗﺒﺎﻉ ﺍﻷﺳﻠﻮﺏ ﺍﻟﺪﳝﻘﺮﺍﻃﻲ ﰲ ﺍﻟﺘﺴﻴﲑ ﻭﻛﺬﺍ ﻣﺮﺍﺟﻌﺔ ﺃﻱ ﺧﻠﻞ‬
‫ﻗﺪ ﻳﺸﻮﺏ ﻫﺬﻩ ﺍﻟﻘﺮﺍﺭﺍﺕ‪.‬‬

‫‪154‬‬
‫ﻭﻛﺎﺳﺘﻨﺘﺎﺝ ﳝﻜﻦ ﺍﻟﻘﻮﻝ ﺑﺄﻥ ﺩﺭﺟﺔ ﻗﺒﻮﻝ ﺍﳌﺮﺅﻭﺳﲔ ﻟﻠﻘﺮﺍﺭﺍﺕ ﻋﺎﻟﻴﺔ ﻧﺴﺒﻴﺎ‪ ،‬ﺇﺫ ﺃﻥ ﺃﻏﻠﺒﻴﺔ‬
‫ﺍﳌﺴﺆﻭﻟﲔ ﳛﺪﺩﻭﻥ ﳌﺮﺅﻭﺳﻴﻬﻢ ﺁﻟﻴﺔ ﺗﻨﻔﻴﺬ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳌﻮﻛﻠﺔ ﺇﻟﻴﻬﻢ‪ ،‬ﻭﻳﺴﺘﺸﲑﻭ‪‬ﻢ ﻋﻨﺪ ﺍﲣﺎﺫﻫﺎ‪ .‬ﺇﻻ ﺃ‪‬ﻢ‬
‫ﻳﺴﻤﺤﻮﻥ ﳍﻢ ﲟﻨﺎﻗﺸﺘﻬﺎ ﻋﻨﺪ ﺍﻟﻀﺮﻭﺭﺓ ﻓﻘﻂ‪.‬‬

‫ﻭﻛﺨﻼﺻﺔ ﻟﻜﻞ ﻣﺎﺳﺒﻖ ﳝﻜﻦ ﺍﻟﻘﻮﻝ ﺑﺄﻥ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳌﺘﺨﺬﺓ ﰲ ﺍﻟﺸﺮﻛﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ ﻟﻸﳌﻨﻴﻮﻡ ﻫﻲ‬
‫ﻗﺮﺍﺭﺍﺕ ﺫﺍﺕ ﻓﻌﺎﻟﻴﺔ ﻋﺎﻟﻴﺔ ﻧﺴﺒﻴﺎ؛ ﺇﺫ ﺃ‪‬ﺎ ﺗﺘﻤﺘﻊ ﲜﻮﺩﺓ ﻋﺎﻟﻴﺔ‪ ،‬ﻓﺄﻏﻠﺒﻬﺎ ﲢﻘﻖ ﺍﻷﻫﺪﺍﻑ ﺍﳌﺘﻮﺧﺎﺓ ﻣﻨﻬﺎ‪ ،‬ﻛﻤﺎ‬
‫ﺃﻥ ﺃﻏﻠﺒﻴﺔ ﻣﺘﺨﺬﻳﻬﺎ ﳛﺮﺻﻮﻥ ﻋﻠﻰ ﺗﻮﺍﻓﺮ ﲨﻴﻊ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺎﳌﺸﻜﻼﺕ ﻗﺒﻞ ﺍﲣﺎﺫ ﻗﺮﺍﺭﺍﺕ ﺑﺸﺄ‪‬ﺎ؛‬
‫ﻭﻫﺬﺍ ﻣﺎ ﻋﻜﺴﻪ ﺍﺭﺗﻔﺎﻉ ﺩﺭﺟﺔ ﺭﺿﺎ ﺍﳌﺴﺆﻭﻟﲔ ﻋﻠﻰ ﻧﺘﺎﺋﺞ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﱵ ﺍﲣﺬﻭﻫﺎ‪.‬ﻛﻤﺎ ﺃﻥ ﺍﲣﺎﺫ‬
‫ﺍﻟﻘﺮﺍﺭﺍﺕ ﺑﺎﻟﺸﺮﻛﺔ ﻳﺘﻢ ﺑﺸﻜﻞ ﺳﺮﻳﻊ‪ ،‬ﺃﻣﺎ ﺗﻨﻔﻴﺬﻫﺎ ﻓﻴﺘﻢ ﺑﺴﺮﻋﺔ ﻣﺘﻮﺳﻄﺔ ﻣﻊ ﺃﻧﻪ ﺳﻬﻞ ﻭﳑﻜﻦ ﻧﺴﺒﻴﺎ ﻷﻧﻪ‬
‫ﻗﻠﱠﻤﺎ ﺗﻮﺍﺟﻪ ﺍﳌﺴﺆﻭﻟﲔ ﻣﺸﺎﻛﻞ ﻋﻮﻳﺼﺔ ﻭﺭﺋﻴﺴﻴﺔ ﻋﻨﺪ ﺗﻨﻔﻴﺬﻫﺎ‪ ،‬ﺇﺿﺎﻓﺔ ﺇﱃ ﺃﻥ ﺍﳌﺮﺅﻭﺳﲔ ﳝﺘﻠﻜﻮﻥ ﺍﳌﻌﺮﻓﺔ‬
‫ﺍﳌﻨﺎﺳﺒﺔ ﻟﺘﻨﻔﻴﺬ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺑﺸﻜﻞ ﻣﻘﺒﻮﻝ‪ ،‬ﻭﲨﻴﻌﻬﻢ ﳝﺘﻠﻜﻮﻥ ﺍﻟﻘﺪﺭﺓ ﺍﻟﻼﺯﻣﺔ ﻟﺘﻨﻔﻴﺬﻫﺎ‪.‬‬
‫ﺃﻣﺎ ﰲ ﳎﺎﻝ ﻗﺒﻮﻝ ﺍﻟﻘﺮﺍﺭ ﻣﻦ ﻃﺮﻑ ﺍﳌﺮﺅﻭﺳﲔ ﻓﺈﻥ ﺍﻟﺸﺮﻛﺔ ﺗﺘﺒﻊ ﺍﻷﺳﻠﻮﺏ ﺍﻟﺪﳝﻘﺮﺍﻃﻲ ﰲ ﺍﻟﺘﺴﻴﲑ‪ ،‬ﺇﺫ ﺃﻥ‬
‫ﺃﻏﻠﺒﻴﺔ ﺍﳌﺴﲑﻳﻦ ﳛﺪﺩﻭﻥ ﳌﺮﺅﻭﺳﻴﻬﻢ ﺁﻟﻴﺔ ﺗﻨﻔﻴﺬ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳌﻮﻛﻠﺔ ﺇﻟﻴﻬﻢ‪ ،‬ﻭﻳﻘﻮﻣﻮﻥ ﺑﺎﺳﺘﺸﺎﺭ‪‬ﻢ ﻗﺒﻞ ﺍﲣﺎﺫ‬
‫ﺍﻟﻘﺮﺍﺭﺍﺕ ﺧﺎﺻﺔ ﻣﻨﻬﺎ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻭﻏﲑ ﺍﳍﻴﻜﻠﻴﺔ‪ ،‬ﺃﻭ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﺘﻘﻨﻴﺔ‪ .‬ﺇﺿﺎﻓﺔ ﺇﱃ ﺃﻥ ﺃﻏﻠﺒﻬﻢ‬
‫ﻳﺴﻤﺤﻮﻥ ﳌﺮﺅﻭﺳﻴﻬﻢ ﲟﻨﺎﻗﺸﺔ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﱵ ﻳﺘﺨﺬﻭ‪‬ﺎ‪.‬‬

‫ﺍﻟﺴﺆﺍﻝ ﺍﻟﺜﺎﱐ‪ :‬ﻣﺎ ﻣﺪﻯ ﺗﺄﺛﲑ ﺇﺩﺧﺎﻝ ﺃﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻋﻠﻰ ﺗﻨﻈﻴﻢ ﺍﻟﻌﻤﻞ ﻭﻗﺮﺍﺭﺍﺕ ﺍﻟﺘﺸﻐﻴﻞ‬
‫ﺑﺎﻟﺸﺮﻛﺔ؟‬
‫ﻟﻺﺟﺎﺑﺔ ﻋﻠﻰ ﻫﺬﺍ ﺍﻟﺴﺆﺍﻝ ﻳﺘﻢ ﺍﻻﻋﺘﻤﺎﺩ ﻋﻠﻰ ﺍﻹﺟﺎﺑﺎﺕ ﺍﳌﺘﺤﺼﻞ ﻣﻦ ﻣﺴﺆﻭﻝ ﺍﳌﻌﻠﻮﻣﺎﺗﻴﺔ‬
‫ﺑﺎﻟﺸﺮﻛﺔ‪ ،‬ﺇﺛﺮ ﺍﳌﻘﺎﺑﻠﺔ ﺍﻟﱵ ﺃﺟﺮﻳﺖ ﻣﻌﻪ ﺑﺼﻔﺘﻪ ﺍﳌﺴﺆﻭﻝ ﻋﻠﻰ ﻋﻤﻠﻴﺔ ﺗﺸﻐﻴﻞ ﺍﻟﻨﻈﺎﻡ ﻭﺻﻴﺎﻧﺘﻪ )ﺃﻧﻈﺮ ﺍﳌﻠﺤﻖ‬
‫ﺭﻗﻢ )‪ ،((03‬ﻭﺍﻟﱵ ﻛﺎﻧﺖ ﻋﻠﻰ ﺍﻟﺸﻜﻞ ﺍﻟﺘﺎﱄ‪:‬‬
‫ﺍﻟﺴﺆﺍﻝ ﺭﻗﻢ )‪ :(04‬ﺳﻴﺎﺩﺓ ﻧﺎﺋﺐ ﺍﳌﺪﻳﺮ‪ ،‬ﻫﻞ ﺣﺪﺙ ﺗﻄﻮﺭ ﰲ ﺗﻨﻈﻴﻢ ﺍﻟﻌﻤﻞ ﺟﺮﺍﺀ ﺍﻋﺘﻤﺎﺩ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﺑﺎﻟﺸﺮﻛﺔ؟‬
‫ﺍﳉﻮﺍﺏ ﺭﻗﻢ )‪ :(04‬ﺑﺎﻟﻔﻌﻞ‪ ،‬ﺣﺪﺙ ﺗﻄﻮﺭ ﻣﻦ ﺧﻼﻝ ﺍﻟﺘﻔﺮﻍ ﻟﻸﻋﻤﺎﻝ ﻏﲑ ﺍﻟﺮﻭﺗﻴﻨﻴﺔ ﻭﺍﻟﻘﻀﺎﺀ ﻋﻠﻰ‬
‫ﻇﺎﻫﺮﺓ ﺗﻜﺮﺍﺭ ﻣﻌﺎﳉﺔ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﻟﻌﺪﺓ ﻣﺮﺍﺕ‪ ،‬ﻭﻗﺪ ﲰﺤﺖ ﺍﳊﻮﺳﺒﺔ ﺑﺈﻧﻘﺎﺹ ﻋﺪﺩ ﺍﻟﻌﻤﺎﻝ‬
‫ﻭﺍﳌﻮﻇﻔﲔ ﺍﻟﺬﻳﻦ ﻛﺎﻧﻮﺍ ﻳﻘﻮﻣﻮﻥ ﺑﺎﻷﻋﻤﺎﻝ ﺍﻹﺩﺍﺭﻳﺔ ﺍﻟﻴﺪﻭﻳﺔ‪ ،‬ﳑﺎ ﲰﺢ ﺑﺘﺤﻮﻳﻠﻬﻢ ﺇﱃ ﻣﻮﺍﻗﻊ ﺃﺧﺮﻯ ﻣﻦ‬
‫ﺍﻟﺸﺮﻛﺔ ﻛﺎﻧﺖ ﺗﻌﺎﱐ ﻧﻘﺼﺎ ﰲ ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ‪.‬‬
‫‪155‬‬
 ‫ﺍﻟﺴﺆﺍﻝ ﺭﻗﻢ )‪ :(05‬ﻛﻴﻒ ﻛﺎﻥ ﺭﺩ ﻓﻌﻞ ﺍﳌﻮﻇﻔﲔ ﻋﻠﻰ ﻋﻤﻠﻴﺔ ﺍﳊﻮﺳﺒﺔ؟‬
‫ﺍﳉﻮﺍﺏ ﺭﻗﻢ )‪:(05‬ﻛﺎﻥ ﻫﻨﺎﻙ ﻗﺒﻮﻝ ﻟﻠﺤﻮﺳﺒﺔ‪ ،‬ﻟﻜﻦ ﺑﺸﻲﺀ ﻣﻦ ﺍﻟﺘﺮﺩﺩ ﺧﻮﻓﺎ ﻣﻦ ﺍﻟﻮﻗﻮﻉ ﰲ ﺍﻟﺒﻄﺎﻟﺔ‪.‬‬
‫ﺇﺿﺎﻓﺔ ﺇﱃ ﻋﻘﺪﺓ "ﺍﻟﺴﺮﻳﺔ" ﺍﻟﱵ ﻏﺎﻟﺒﺎ ﻣﺎ ﻳﻌﺎﱐ ﻣﻨﻬﺎ ﻣﻮﻇﻔﻮ ﻭﻋﻤﺎﻝ ﺩﻭﻝ ﺍﻟﻌﺎﱂ ﺍﻟﺜﺎﻟﺚ‪ ،‬ﺇﺫ ﺃ‪‬ﻢ ﻳﻨﻈﺮﻭﻥ‬
‫ﺇﱃ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻋﻠﻰ ﺃﻧﻪ ﻭﺳﻴﻠﺔ ﰲ ﻳﺪ ﺍﻟﻐﲑ ﻟﻺﻃﻼﻉ ﻋﻠﻰ ﻣﺎ ﻳﻘﻮﻣﻮﻥ ﺑﻪ ﻣﻦ ﺃﻋﻤﺎﻝ ﺧﺎﺻﺔ ﺍﻟﱵ ﻻ‬
‫ﺗﺘﻌﻠﻖ ﲟﺠﺎﻻﺕ ﺍﻟﻌﻤﻞ‪.‬‬
‫ﺍﻟﺴﺆﺍﻝ ﺭﻗﻢ )‪ :(06‬ﺇﺫﺍ‪ ،‬ﻛﻴﻒ ﻛﺎﻧﺖ ﺁﺛﺎﺭ ﺍﳊﻮﺳﺒﺔ ﻋﻠﻰ ﻗﺮﺍﺭﺍﺕ ﺍﻟﺘﻮﻇﻴﻒ ﺑﺎﻟﺸﺮﻛﺔ؟‬
‫ﺍﳉﻮﺍﺏ ﺭﻗﻢ )‪:(06‬ﰲ ﳎﺎﻝ ﺍﻟﺘﻮﻇﻴﻒ ﱂ ﻳﺘﻢ ﺗﺴﺮﻳﺢ ﺃﻱ ﻋﺎﻣﻞ ﺃﻭ ﻣﻮﻇﻒ ﺟﺮﺍﺀ ﻋﻤﻠﻴﺔ ﺍﳊﻮﺳﺒﺔ‪ ،‬ﺑﻞ ﺇﻥ‬
‫ﺍﻟﺸﺮﻛﺔ ﺗﻔﻜﺮ ﰲ ﺗﻮﻇﻴﻒ ﺃﺧﺼﺎﺋﻴﲔ ﺇﺿﺎﻓﻴﲔ ﰲ ﳎﺎﻝ ﺍﻹﻋﻼﻡ ﺍﻵﱄ‪.‬‬

‫ﻳﺴﺘﻨﺘﺞ ﻣﻦ ﺇﺟﺎﺑﺎﺕ ﺍﳌﺴﺆﻭﻝ ﻋﻠﻰ ﺍﳌﻌﻠﻮﻣﺎﺗﻴﺔ ﺑﺎﻟﺸﺮﻛﺔ ﺃﻥ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺍﻟﺬﻱ ﰎ‬
‫ﺍﻋﺘﻤﺎﺩﻩ ﺃﺛﺮ ﺑﺸﻜﻞ ﺇﳚﺎﰊ ﻋﻠﻰ ﺗﻨﻈﻴﻢ ﺍﻟﻌﻤﻞ ﺑﺎﻟﺸﺮﻛﺔ ﻣﻦ ﺧﻼﻝ ﺗﻨﻮﻳﻊ ﺍﺧﺘﺼﺎﺻﺎﺕ ﺍﳌﻮﻇﻔﲔ ﻭﲢﻮﻳﻞ‬
‫ﺍﻟﻔﺎﺋﺾ ﻣﻨﻬﻢ ﺇﱃ ﻣﻮﺍﻗﻊ ﺃﺧﺮﻯ ﻣﻦ ﺍﻟﺸﺮﻛﺔ ﻛﺎﻧﺖ ﺗﻌﺎﱐ ﻧﻘﺼﺎ ﰲ ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ‪.‬‬
‫ﻛﻤﺎ ﻳﻼﺣ‪‬ﻆ ﺃﻥ ﺭﺩ ﻓﻌﻞ ﺍﳌﻮﻇﻔﲔ ﻛﺎﻥ ﺳﻠﺒﻴﺎ ﻧﻮﻋﺎ ﻣﺎ ﰲ ﺍﻟﺒﺪﺍﻳﺔ‪ ،‬ﻭﺫﻟﻚ ﺧﻮﻓﺎ ﻣﻦ ﺍﻟﺒﻄﺎﻟﺔ‪ ،‬ﻣﻊ‬
‫ﺍﻧﻪ ﻋﻠﻰ ﺍﻟﺼﻌﻴﺪ ﺍﻟﻌﻤﻠﻲ ﱂ ﳛﺪﺙ ﻫﻨﺎﻙ ﺗﺴﺮﻳﺢ ﻟﻠﻌﻤﺎﻝ ﺟﺮﺍﺀ ﻋﻤﻠﻴﺔ ﺍﳊﻮﺳﺒﺔ‪ ،‬ﻭﻫﺬﺍ ﻣﺎ ﻳﻄﺎﺑﻖ ﺇﱃ ﺣﺪ‬
‫ﺑﻌﻴﺪ ﻧﺘﺎﺋﺞ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﺪﺭﺍﺳﺎﺕ ﺍﻟﺴﺎﺑﻘﺔ ﰲ ﻫﺬﺍ ﺍ‪‬ﺎﻝ‪ 1،‬ﻭﻫﻮ ﺷﻲﺀ ﻃﺒﻴﻌﻲ ﻋﻠﻰ ﺃﺳﺎﺱ ﺃﻥ ﻋﻤﻠﻴﺔ‬
‫ﺍﳊﻮﺳﺒﺔ ﻛﺎﻧﺖ ﺣﻮﺳﺒﺔ ﺗﺴﻴﲑﻳﺔ )‪ (Informatisation de Gestion‬ﻭﻟﻴﺴﺖ ﺣﻮﺳﺒﺔ ﺻﻨﺎﻋﻴﺔ‬
‫)‪ .(Informatisation Industrielle‬ﺇﺿﺎﻓﺔ ﺇﱃ ﻋﻘﺪﺓ ﺍﻟﺴﺮﻳﺔ ﺍﻟﱵ ﻳﻌﺎﱐ ﻣﻨﻬﺎ ﻣﻮﻇﻔﻮ ﺍﻟﺸﺮﻛﺔ‬
‫ﻭﺍﻟﱵ ﺣﺎﻟﺖ ﺩﻭﻥ ﺍﻻﺳﺘﺨﺪﺍﻡ ﺍﻷﻣﺜﻞ ﻟﻠﻨﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﰐ‪.‬‬

‫ﺍﻟﺴﺆﺍﻝ ﺍﻟﺜﺎﻟﺚ‪ :‬ﻫﻞ ﺯﺍﺩﺕ ﺍﳌﺮﺩﻭﺩﻳﺔ ﺍﳌﺎﻟﻴﺔ ﻟﻠﺸﺮﻛﺔ ﺟﺮﺍﺀ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﻨﻈﺎﻡ ﺍﻵﱄ‬
‫ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ‪‬ﺎ؟‬
‫ﺗﺘﻢ ﺍﻹﺟﺎﺑﺔ ﻋﻠﻰ ﻫﺬﺍ ﺍﻟﺴﺆﺍﻝ ﻛﺬﻟﻚ ﻣﻦ ﺧﻼﻝ ﺃﺟﻮﺑﺔ ﺍﳌﻘﺎﺑﻠﺔ ﺍﻟﱵ ﲤﺖ ﻣﻊ ﻧﺎﺋﺐ ﺍﳌﺪﻳﺮ ﺍﳌﻜﻠﻒ‬
‫ﺑﺎﳌﻌﻠﻮﻣﺎﺗﻴﺔ‪ ،‬ﻭﺍﻟﱵ ﻛﺎﻧﺖ ﻋﻠﻰ ﺍﻟﺸﻜﻞ ﺍﻟﺘﺎﱄ‪:‬‬
‫ﺍﻟﺴﺆﺍﻝ ﺭﻗﻢ)‪ :(07‬ﻫﻞ ﻇﻬﺮﺕ ﻣﺆﺷﺮﺍﺕ ﺗﻮﺣﻲ ﺑﺎﺭﺗﻔﺎﻉ ﺍﳌﺮﺩﻭﺩﻳﺔ ﺍﳌﺎﻟﻴﺔ ﻟﻠﻤﺆﺳﺴﺔ ﻧﺘﻴﺠﺔ ﻹﺩﺧﺎﻝ ﻧﻈﺎﻡ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ؟‬

‫‪ 1‬ﻣﺜﻼ‪ :‬ﻧﻮﻓﻴﻞ ﺣﺪﻳﺪ‪ ،‬ﺃﳘﻴﺔ ﺍﻟﻨﻈﺎﻡ ﺍﻵﱄ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﰲ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﺑﺎﳌﺆﺳﺴﺔ )ﺩﺭﺍﺳﺔ ﺣﺎﻟﺔ ﺍﻟﺪﻳﻮﺍﻥ ﺍﻟﻮﻃﲏ ﻟﻠﻤﻮﺍﺩ ﺍﳌﺘﻔﺠﺮﺓ(‪،‬‬
‫ﻣﺬﻛﺮﺓ ﻣﺎﺟﺴﺘﲑ ﻏﲑ ﻣﻨﺸﻮﺭﺓ‪ ،‬ﺟﺎﻣﻌﺔ ﺍﳉﺰﺍﺋﺮ‪ ،1996 ،‬ﺹ ‪.176‬‬
‫‪156‬‬
‫ﺍﳉﻮﺍﺏ ﺭﻗﻢ )‪ :(07‬ﳊﺪ ﺍﻵﻥ ﱂ ﺗﻈﻬﺮ ﺃﻳﺔ ﻣﺆﺷﺮﺍﺕ ﻋﻠﻰ ﺫﻟﻚ‪ ،‬ﺃﻭﻻ ﻷﻥ ﺍﻟﻨﻈﺎﻡ ﺃﻋﺘ‪‬ﻤﺪ ﻣﻨﺬ ﺳﻨﺔ‬
‫‪ 2001‬ﻓﻘﻂ‪ ،‬ﻭﺃﻋﺘﻘﺪ ﺃﻧﻪ ﱂ ﻳﻌﻂ ﲦﺎﺭﻩ ﺑﻌﺪ‪ ،‬ﻭﺛﺎﻧﻴﺎ ﻷﻥ ﺧﺴﺎﺋﺮ ﺗﺪﱐ ﺍﳌﺒﻴﻌﺎﺕ ﻣﺆﺧﺮﺍ ﺗﻐﻄﻲ ﻋﻠﻰ ﺃﻱ‬
‫ﲢﺴﻦ ﻣﺎﱄ ﻗﺪ ﺗﻔﺮﺯﻩ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﻌﻮﺍﻣﻞ ﺍﻷﺧﺮﻯ‪.‬‬

‫ﺑﻨﺎﺀﺍ ﻋﻠﻰ ﻧﺘﺎﺋﺞ ﺍﳌﻘﺎﺑﻠﺔ‪ ،‬ﻭﻛﺬﺍ ﺍﳌﻼﺣﻈﺔ ﺍﻟﺸﺨﺼﻴﺔ ﻟﻠﺒﺎﺣﺚ‪ ،‬ﺧﺎﺻﺔ ﻟﻠﺘﺪﱐ ﺍﻟﻜﺒﲑ ﳌﺒﻴﻌﺎﺕ‬
‫ﺍﻟﺸﺮﻛﺔ‪ ،‬ﻭﺍﻟﺬﻱ ﺷﻬﺪﺗﻪ ﺍﻟﺸﺮﻛﺔ ﰲ ﺍﻟﺴﻨﻮﺍﺕ ﺍﻷﺧﲑﺓ‪ ،‬ﳝﻜﻦ ﺍﻻﺳﺘﻨﺘﺎﺝ ﺑﺄﻥ ﺇﺟﺎﺑﺎﺕ ﺍﳌﺴﺆﻭﻝ ﻛﺎﻧﺖ‬
‫ﺟﺪ ﻣﻨﻄﻘﻴﺔ‪ ،‬ﻓﻔﺘﺮﺓ ﻋﺎﻣﲔ ﺗﻌﺘﱪ ﻣﺪﺓ ﻏﲑ ﻛﺎﻓﻴﺔ ﻧﺴﺒﻴﺎ ﻟﻈﻬﻮﺭ ﻣﺆﺷﺮﺍﺕ ﻋﻠﻰ ﺍﺭﺗﻔﺎﻉ ﺍﳌﺮﺩﻭﺩﻳﺔ ﺍﳌﺎﻟﻴﺔ‬
‫ﻟﻠﺸﺮﻛﺔ ﺧﺎﺻﺔ ﻣﻊ ﺍﻟﺘﺪﱐ ﺍﻟﻜﺒﲑ ﳌﺒﻴﻌﺎ‪‬ﺎ ﻭﺍﻟﺬﻱ ﻗﺪ ﻳﻐﻄﻲ ﻋﻠﻰ ﺍﻟﻨﺘﺎﺋﺞ ﺍﻹﳚﺎﺑﻴﺔ ﻟﻠﻌﺪﻳﺪ ﻣﻦ ﺍﻟﻌﻮﺍﻣﻞ‬
‫ﺍﻷﺧﺮﻯ‪.‬‬

‫ﺍﻟﺴﺆﺍﻝ ﺍﻟﺮﺍﺑﻊ‪ :‬ﻣﺎ ﻣﺪﻯ ﺍﺳﺘﺨﺪﺍﻡ ﻧﻈﺎﻡ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺸﺮﻛﺔ ﻟﻸﺳﺎﻟﻴﺐ ﺍﻟﻜﻤﻴﺔ‬
‫ﻻﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ؟‬
‫ﻣﻦ ﺧﻼﻝ ﺍﳌﻼﺣﻈﺔ ﺍﻟﺸﺨﺼﻴﺔ ﻟﻠﺒﺎﺣﺚ ﱂ ﻳ‪‬ﺴﺠ‪‬ﻞ ﺗﻮﺍﺟﺪ ﺃﻱ ﺃﺳﻠﻮﺏ ﻣﻦ ﺍﻷﺳﺎﻟﻴﺐ ﺍﻟﻜﻤﻴﺔ‬
‫ﻻﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﺑﺎﻟﺸﺮﻛﺔ‪ ،‬ﻭﻻ ﺣﱴ ﺍﻟﺒﺴﻴﻄﺔ ﻣﻨﻬﺎ ﻛﻄﺮﻳﻘﺔ ﺍﻟﺴﻤﺒﻠﻜﺲ ﺃﻭ )‪ (Pert‬ﺃﻭ ﻏﲑﻫﺎ‪ ،‬ﻭﻫﺬﺍ ﻣﺎ‬
‫ﺃﻛﺪﺗﻪ ﻧﺘﺎﺋﺞ ﺍﳌﻘﺎﺑﻠﺔ ﻣﻊ ﻣﺴﺆﻭﻝ ﺍﳌﻌﻠﻮﻣﺎﺗﻴﺔ ﺑﺎﻟﺸﺮﻛﺔ‪:‬‬
‫ﺍﻟﺴﺆﺍﻝ ﺭﻗﻢ )‪ :(10‬ﻫﻞ ﻳﺘﻮﻓﺮ ﺍﻟﻨﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﰐ ﺑﺎﻟﺸﺮﻛﺔ ﻋﻠﻰ ﺍﻷﺳﺎﻟﻴﺐ ﺍﻟﻜﻤﻴﺔ ﻻﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ‪،‬‬
‫ﻛﺎﻟﺴﻤﺒﻠﻜﺲ ﻭﻃﺮﻳﻘﺔ )‪ (Pert‬ﻭﻏﲑﻫﺎ؟‬
‫ﺍﳉﻮﺍﺏ ﺭﻗﻢ )‪ :(10‬ﻻ ﻳﺘﻮﻓﺮ ﺍﻟﻨﻈﺎﻡ ﻋﻠﻰ ﺃﻱ ﻣﻦ ﻫﺬﻩ ﺍﻷﺳﺎﻟﻴﺐ‪.‬‬

‫ﺍﻟﺴﺆﺍﻝ ﺍﳋﺎﻣﺲ‪ :‬ﺇﱃ ﺃﻱ ﻣﺪﻯ ﳜﺪﻡ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳊﺎﱄ ﺍﻷﻫﺪﺍﻑ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬
‫ﻟﻠﺸﺮﻛﺔ؟‬
‫ﺗﺘﻢ ﻛﺬﻟﻚ ﺍﻹﺟﺎﺑﺔ ﻋﻠﻰ ﻫﺬﺍ ﺍﻟﺴﺆﺍﻝ ﻣﻦ ﺧﻼﻝ ﺍﳌﻼﺣﻈﺔ ﺍﻟﺸﺨﺼﻴﺔ ﻟﻠﺒﺎﺣﺚ‪ ،‬ﻭﻛﺬﺍ ﻣﻦ‬
‫ﺇﺟﺎﺑﺎﺕ ﻣﺴﺆﻭﻝ ﺍﳌﻌﻠﻮﻣﺎﺗﻴﺔ ﺑﺎﻟﺸﺮﻛﺔ ﻋﻠﻰ ﺃﺳﺌﻠﺔ ﺍﳌﻘﺎﺑﻠﺔ‪ ،‬ﻭﺍﻟﱵ ﻛﺎﻧﺖ ﻋﻠﻰ ﺍﻟﺸﻜﻞ ﺍﻟﺘﺎﱄ‪:‬‬
‫ﺍﻟﺴﺆﺍﻝ ﺭﻗﻢ)‪ :(11‬ﻫﻞ ﻳﺘﻮﻓﺮ ﺍﻟﻨﻈﺎﻡ ﻋﻠﻰ ﻧﻈﻢ ﺧﺒﲑﺓ ﺗﺴﺎﻋﺪ ﰲ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ؟‬
‫ﺍﳉﻮﺍﺏ ﺭﻗﻢ)‪ :(11‬ﻻ ﻳﺘﻮﻓﺮ ﺍﻟﻨﻈﺎﻡ ﻋﻠﻰ ﺃﻳﺔ ﻧﻈﻢ ﺧﺒﲑﺓ‪ ،‬ﻭﻻ ﺣﱴ ﻧﻈﻢ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭ‪.‬‬
‫ﺍﻟﺴﺆﺍﻝ ﺭﻗﻢ)‪ :(12‬ﻟﻜﻦ ﺍﳌﻼﺣﻆ ﻫﻮ ﺃﻥ ﺍﻟﻨﻈﺎﻡ ﳛﺘﻮﻱ ﻋﻠﻰ ﺻﻨﺎﺩﻳﻖ ﺇﻟﻜﺘﺮﻭﻧﻴﺔ ) ‪Boites de‬‬
‫‪ (Messages‬ﳝﻜﻦ ﺍﺳﺘﻐﻼﳍﺎ ﰲ ﺍﻻﺗﺼﺎﻻﺕ ﺍﳌﺒﺎﺷﺮﺓ‪ ،‬ﻭﺍﻹﻋﻼﻧﺎﺕ ﻭﻟﻼﺟﺘﻤﺎﻋﺎﺕ‪..‬ﻭﻏﲑﻫﺎ ؟‬
‫‪157‬‬
‫ﺍﳉﻮﺍﺏ ﺭﻗﻢ)‪ :(12‬ﺻﺤﻴﺢ‪ ،‬ﻫﻨﺎﻙ ﺇﻣﻜﺎﻧﻴﺔ ﻟﻼﺗﺼﺎﻝ‪ ،‬ﻟﻜﻨﻪ ﻏﲑ ﻣﺴﺘﻐﻞ‪ ،‬ﺃﻭﻻ ﻟﻐﻴﺎﺏ ﺍﻟﻮﻋﻲ ﻟﺪﻯ‬
‫ﺍﳌﻮﻇﻔﲔ ﺑﺄﳘﻴﺘﻬﺎ‪ ،‬ﻭﺛﺎﻧﻴﺎ ﻷﻥ ﺍﳌﻮﻇﻔﲔ ﺍﻟﺬﻳﻦ ﻋﻤﻠﻮﺍ ﻭﺗﻌﺎﻣﻠﻮﺍ ﻟﻌﺪﺓ ﺳﻨﻮﺍﺕ ﺑﺎﳌﺮﺍﺳﻼﺕ ﺍﻟﻮﺭﻗﻴﺔ ﻭﺍﻷﺧﺘﺎﻡ‬
‫ﺻﻌﺐ ﺟﺪﺍ ﺃﻥ ﻳﻐﲑﻭﺍ ﻫﺬﻩ ﺍﻟﻌﺎﺩﺓ ﺑﺴﻬﻮﻟﺔ‪.‬‬

‫ﺍﳌﺴﺘﻨ‪‬ﺘﺞ ﻣﻦ ﻛﻞ ﻣﺎﺳﺒﻖ ﻫﻮ ﺃﻥ ﺍﻟﻨﻈﺎﻡ ﺍﻵﱄ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﺍﳌﻌﺘﻤﺪ ﺑﺎﻟﺸﺮﻛﺔ ﻻ ﳜﺪﻡ ﺑﺸﻜﻞ ﻛﺒﲑ‬
‫ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ؛ ﻭﺫﻟﻚ ﻟﻐﻴﺎﺏ ﺃﻧﻈﻤﺔ ﺩﻋﻢ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﺃﻭ ﺍﻟﻨﻈﻢ ﺍﳋﺒﲑﺓ‪ ،‬ﻭﻻ ﺣﱴ ﻧﻈﻢ‬
‫ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭ‪ ،‬ﻭﺇﳕﺎ ﻳﺮﻛﺰ ﻋﻠﻰ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﻮﻇﻴﻔﻴﺔ ﻭﺍﻟﺘﺸﻐﻴﻠﻴﺔ‪ ،‬ﻭﻣﻦ ﺧﻼﳍﺎ ﳝﻜﻨﻪ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭﺍﺕ‬
‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ‪ ،‬ﺇﺿﺎﻓﺔ ﺇﱃ ﻏﻴﺎﺏ ﻭﻋﻲ ﺍﳌﺴﺆﻭﻟﲔ ﺑﺄﳘﻴﺔ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﻟﱵ ﻳﻮﻓﺮﻫﺎ ﺍﻟﻨﻈﺎﻡ ﰲ ﳎﺎﻝ‬
‫ﺍﻻﺗﺼﺎﻻﺕ ﻭﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ‪.‬‬

‫ﺍﻟﺴﺆﺍﻝ ﺍﻟﺴﺎﺩﺱ‪ :‬ﻣﺎ ﻫﻲ ﺃﻧﻮﺍﻉ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺍﳌﺒﻨﻴﺔ ﻋﻠﻰ ﺍﳊﺎﺳﺐ ﺍﻵﱄ ﺍﳌﺴﺘﺨﺪﻣﺔ ﰲ‬
‫ﺍﻟﺸﺮﻛﺔ ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ ؟‬
‫ﻟﻺﺟﺎﺑﺔ ﻋﻠﻰ ﻫﺬﺍ ﺍﻟﺴﺆﺍﻝ ﻳﺘﻢ ﺍﻻﻋﺘﻤﺎﺩ ﻋﻠﻰ ﺇﺟﺎﺑﺎﺕ ﻧﺎﺋﺐ ﻣﺪﻳﺮ ﻭﺣﺪﺓ )‪ (Eara‬ﺍﳌﻜﻠﻒ‬
‫ﺑﺎﻹﻋﻼﻡ ﺍﻵﱄ ﻋﻠﻰ ﺃﺳﺌﻠﺔ ﺍﳌﻘﺎﺑﻠﺔ‪ ،‬ﻭﺍﻟﱵ ﻛﺎﻧﺖ ﻋﻠﻰ ﺍﻟﻨﺤﻮ ﺍﻟﺘﺎﱄ‪:‬‬
‫ﺍﻟﺴﺆﺍﻝ ﺭﻗﻢ)‪ :(13‬ﻣﺎ ﻫﻲ ﺃﻧﻮﺍﻉ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﻌﺘﻤﺪﺓ ﰲ ﺷﺮﻛﺘﻜﻢ ؟‬
‫ﺍﳉﻮﺍﺏ ﺭﻗﻢ)‪ :(13‬ﺑﺎﻟﻨﻈﺮ ﺇﱃ ﺍﳋﺼﺎﺋﺺ ﺍﻟﱵ ﻳﺘﻤﺘﻊ ‪‬ﺎ ﺍﻟﻨﻈﺎﻡ ﺍﳊﺎﱄ ﳝﻜﻦ ﺍﻟﻘﻮﻝ ﺑﺄﻧﻪ ﻧﻈﺎﻡ ﺁﱄ ﺑﺴﻴﻂ‬
‫ﻳﺘﻤﺜﻞ ﺩﻭﺭﻩ ﺍﻷﺳﺎﺳﻲ ﰲ ﺇﺯﺍﻟﺔ ﺍﻷﻋﺒﺎﺀ ﺍﻹﺩﺍﺭﻳﺔ ﻭﺩﻋﻢ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳍﻴﻜﻠﻴﺔ ﻭﺷﺒﻪ ﺍﳍﻴﻜﻠﻴﺔ‪.‬‬
‫ﺑﻨﺎﺀﺍ ﻋﻠﻰ ﻣﺎﺳﺒﻖ ﻭﺇﺿﺎﻓﺔ ﺇﱃ ﺍﳌﻼﺣﻈﺔ ﻭﺍﳌﻌﺎﻳﻨﺔ ﺍﳌﻴﺪﺍﻧﻴﺔ ﻟﻠﺒﺎﺣﺚ‪ ،‬ﳝﻜﻦ ﺍﻻﺳﺘﻨﺘﺎﺝ ﺑﺄﻥ ﺍﻟﻨﻈﺎﻡ‬
‫ﺍﻵﱄ ﺍﳌﻌﺘﻤﺪ ﰲ ﺍﻟﺸﺮﻛﺔ ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ ﻫﻮ ﻧﻈﺎﻡ ﺁﱄ ﺑﺴﻴﻂ‪ ،‬ﻟﻜﻨﻪ ﳛﺘﻮﻱ ﰲ ﺟﺎﻧﺐ ﻛﺒﲑ ﻣﻨﻪ ﻋﻠﻰ‬
‫ﺧﺼﺎﺋﺺ ﺃﻧﻈﻤﺔ ﺃﲤﺘﺔ ﺍﳌﻜﺎﺗﺐ ﻻﺣﺘﻮﺍﺋﻪ ﻋﻠﻰ ﺑﺮﺍﻣﺞ ﻣﻌﺎﳉﺔ ﺍﻟﻨﺼﻮﺹ ﻭﺗﻨﺴﻴﻘﻬﺎ ﻭﺍﻟﱪﻳﺪ ﺍﻻﻟﻜﺘﺮﻭﱐ‬
‫ﻭﺍﻟﺘﻨﻈﻴﻢ ﺍﻻﻟﻜﺘﺮﻭﱐ ﻟﻠﻤﻮﺍﻋﻴﺪ‪ ،‬ﻭﺷﺒﻜﺔ ﺍﻻﻧﺘﺮﻧﺖ ﻭﺍﻟﻨﺎﺷﺮ ﺍﳌﻜﺘﱯ‪...‬ﻭﻏﲑﻫﺎ‪1،‬ﻟﻜﻨﻪ ﻳﻔﺘﻘﺪ ﺇﱃ ﺧﺼﺎﺋﺺ‬
‫ﺃﺧﺮﻯ ﻛﺎﻻﺟﺘﻤﺎﻋﺎﺕ ﺍﻟﺴﻤﻌﻴﺔ ﻭﺍﻟﺘﻠﻔﺰﻳﻮﻧﻴﺔ‪..‬ﻭﻏﲑﻫﺎ‪.‬‬

‫‪ 1‬ﺃﻧﻈﺮ ﺍﳌﺒﺤﺚ ﺍﻟﺜﺎﱐ ﻣﻦ ﺍﻟﻔﺼﻞ ﺍﻟﺜﺎﱐ ﻣﻦ ﻫﺬﻩ ﺍﻟﺪﺭﺍﺳﺔ ﻟﻠﺘﻌﺮﻑ ﺃﻛﺜﺮ ﻋﻠﻰ ﺧﺼﺎﺋﺺ ﻧﻈﻢ ﺃﲤﺘﺔ ﺍﳌﻜﺎﺗﺐ‪.‬‬
‫‪158‬‬
 ‫ﺛﺎﻧﻴﺎ‪ :‬ﲢﻠﻴﻞ ﻭﻣﻨﺎﻗﺸﺔ ﻓﺮﺿﻴﺎﺕ ﺍﻟﺪﺭﺍﺳﺔ‬

‫ﺍﻟﻔﺮﺿﻴﺔ ﺍﻷﻭﱃ‪ :‬ﻫﻨﺎﻙ ﻋﻼﻗﺔ ﺇﳚﺎﺑﻴﺔ ﺑﲔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﻓﻌﺎﻟﻴﺔ ﺍﻟﻘﺮﺍﺭﺍﺕ‬

‫ﰲ ﺍﻟﺸﺮﻛﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ ﻟﻸﳌﻨﻴﻮﻡ‪.‬‬
‫ﺳﺘﺘﻢ ﰲ ﻫﺬﺍ ﺍﻟﺒﻨﺪ ﳏﺎﻭﻟﺔ ﺩﺭﺍﺳﺔ ﻣﺪﻯ ﺗﺄﺛﲑ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻋﻠﻰ ﻓﻌﺎﻟﻴﺔ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ‬
‫ﺑﺎﻟﺸﺮﻛﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ ﻟﻸﳌﻨﻴﻮﻡ ﻣﻦ ﺧﻼﻝ ﲢﻠﻴﻞ ﺇﺟﺎﺑﺎﺕ ﺍﳌﺴﺆﻭﻟﲔ ﻋﻠﻰ ﺃﺳﺌﻠﺔ ﺍﻻﺳﺘﻤﺎﺭﺓ‪ ،‬ﻭﺍﳌﺘﻌﻠﻘﺔ‬
‫ﺑﺎﳌﻌﻠﻮﻣﺎﺕ ﻭﻋﻼﻗﺘﻬﺎ ﺑﺎﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﻭﺍﻟﱵ ﻳﻌﺮﺿﻬﺎ ﺍﳉﺪﻭﻝ ﺭﻗﻢ)‪.(05‬‬
‫ﺍﳉﺪﻭﻝ ﺭﻗﻢ)‪ :(05‬ﺇﺟﺎﺑﺎﺕ ﺃﻓﺮﺍﺩ ﺍﻟﻌﻴﻨﺔ ﺣﻮﻝ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﻋﻼﻗﺘﻬﺎ ﺑﻔﻌﺎﻟﻴﺔ ﺍﻟﻘﺮﺍﺭﺍﺕ )ﻥ=‪(48‬‬
‫ا" ! ‪%‬‬ ‫ا  ‬
‫ﳏﺪﺩﺍﺕ‬ ‫ﺗﻮﻓﺮ‬ ‫ﺗﻮﻓﺮ‬ ‫ﺗﻮﻓﺮ‬ ‫‪ (13‬ﻣﺎﻫﻮ ﺃﻫﻢ ﳏﺪﺩ ﻻﲣﺎﺫﻙ ﻗﺮﺍﺭﺍﺕ ﺳﻠﻴﻤﺔ؟‬
‫ﺃﺧﺮﻯ‬ ‫ﺍﻟﺘﺤﻔﻴﺰﺍﺕ‬ ‫ﺍﻟﺼﻼﺣﻴﺎﺕ‬ ‫ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﺍﳌﻨﺎﺳﺒﺔ‬ ‫ﺍﳌﻨﺎﺳﺒﺔ‬ ‫ﺍﳌﻼﺋﻤﺔ‬
‫ـ‬ ‫‪14.58‬‬ ‫‪31.25‬‬ ‫‪54.16‬‬
‫ﺑﻌﺾ ﺍﳌﻌﻠﻮﻣﺎﺕ‬ ‫ﺃﻏﻠﺐ ﺍﳌﻌﻠﻮﻣﺎﺕ‬ ‫ﻛﻞ‬ ‫‪(14‬ﻫﻞ ﺗﺘﺨﺬ ﻗﺮﺍﺭﺍﺗﻚ ﺑﺘﻮﻓﺮ؟‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫‪10.41‬‬ ‫‪68.75‬‬ ‫‪20.83‬‬
‫ﻻ‬ ‫ﻧﻌﻢ‬ ‫‪(15‬ﻫﻞ ﺗﺴﺘﻌﲔ ﲟﻌﻠﻮﻣﺎﺕ ﻣﻦ ﺧﺎﺭﺝ ﺍﻟﺸﺮﻛﺔ‬
‫‪77.08‬‬ ‫‪22.51‬‬ ‫ﻻﲣﺎﺫ ﻗﺮﺍﺭﺍﺗﻚ؟‬
‫ﰲ ﺑﻌﺾ ﺍﻷﺣﻴﺎﻥ‬ ‫ﰲ ﻏﺎﻟﺐ ﺍﻷﺣﻴﺎﻥ‬ ‫ﺩﺍﺋﻤﺎ‬ ‫‪(16‬ﻫﻞ ﺗﻮﻓﹸﺮ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﻼﺋﻤﺔ ﻭﺍﻟﻜﺎﻓﻴﺔ ﻳﺰﻳﺪ‬
‫ـ‬ ‫‪85.41‬‬ ‫‪14.58‬‬ ‫ﻣﻦ ﻓﻌﺎﻟﻴﺔ ﻗﺮﺍﺭﺍﺗﻚ؟‬
‫ﰲ ﺑﻌﺾ ﺍﻷﺣﻴﺎﻥ‬ ‫ﰲ ﻏﺎﻟﺐ ﺍﻷﺣﻴﺎﻥ‬ ‫ﺩﺍﺋﻤﺎ‬ ‫‪(17‬ﻫﻞ ﺗﻮﻓﺮ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﺪﻗﻴﻘﺔ ﻳﺰﻳﺪ ﻣﻦ ﻓﻌﺎﻟﻴﺔ‬
‫ـ‬ ‫‪89.58‬‬ ‫‪10.41‬‬ ‫ﻗﺮﺍﺭﺍﺗﻚ؟‬
‫ﰲ ﺑﻌﺾ ﺍﻷﺣﻴﺎﻥ‬ ‫ﰲ ﻏﺎﻟﺐ ﺍﻷﺣﻴﺎﻥ‬ ‫ﺩﺍﺋﻤﺎ‬ ‫‪(18‬ﻫﻞ ﺣﺼﻮﻟﻚ ﻋﻠﻰ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﻭﻗﺘﻬﺎ‬
‫ـ‬ ‫‪95.83‬‬ ‫‪4.16‬‬ ‫ﺍﳌﻨﺎﺳﺐ ﻳﺰﻳﺪ ﻣﻦ ﻓﻌﺎﻟﻴﺔ ﻗﺮﺍﺭﺍﺗﻚ؟‬
‫ﻣﻦ ﺧﻼﻝ ﺍﳉﺪﻭﻝ ﻳﺆﻛﺪ ﺃﻏﻠﺒﻴﺔ ﺍﳌﺴﺘﺠﻮ‪‬ﺑﲔ )ﲟﺎ ﻧﺴﺒﺘﻪ ‪ (%54.16‬ﺑﺄﻥ ﺗﻮﻓﺮ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﻼﺋﻤﺔ‬
‫ﻫﻮ ﺃﻫﻢ ﳏﺪﺩ ﻻﲣﺎﺫ ﻗﺮﺍﺭﺍﺕ ﺳﻠﻴﻤﺔ ﻳﻌﻮ‪‬ﻝ ﻋﻠﻴﻬﺎ ﰲ ﺍﻟﻮﺻﻮﻝ ﺇﱃ ﺍﻷﻫﺪﺍﻑ ﺍﳌﺮﺟﻮﺓ‪ ،‬ﰲ ﺣﲔ ﺃﺟﺎﺏ‬
‫)‪ (%31.25‬ﻣﻦ ﻋﻴﻨﺔ ﺍﻟﺪﺭﺍﺳﺔ ﺑﺄﻥ ﺗﻮﻓﺮ ﺍﻟﺼﻼﺣﻴﺎﺕ ﺍﳌﻨﺎﺳﺒﺔ ﻫﻮ ﺍﶈﺪﺩ ﺍﻷﻫﻢ‪ ،‬ﺃﻣﺎ ﺍﻟﻨﺴﺒﺔ ﺍﻟﺒﺎﻗﻴﺔ ﻭﻫﻲ‬
‫)‪ (%14.58‬ﻓﺄﺟﺎﺑﺖ ﺑﺄﻥ ﺃﻫﻢ ﳏﺪﺩ ﻟﺴﻼﻣﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﻫﻮ ﺍﳊﻮﺍﻓﺰ ﺍﻟﱵ ﻳﺘﻠﻘﺎﻫﺎ ﻣﺘﺨﺬ ﺍﻟﻘﺮﺍﺭ‪.‬‬
‫‪159‬‬
‫ﻛﻤﺎ ﻳﺆﻛﺪ ﺃﻏﻠﺒﻴﺔ ﺍﳌﺴﺆﻭﻟﲔ )ﲟﺎ ﻧﺴﺒﺘﻪ ‪ (%68.75‬ﺑﺄ‪‬ﻢ ﻳﺘﺨﺬﻭﻥ ﻗﺮﺍﺭﺍ‪‬ﻢ ﺑﺘﻮﻓﺮ ﺃﻏﻠﺒﻴﺔ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﺣﻮﻝ ﺍﳌﻮﺿﻮﻉ‪ ،‬ﻭﻫﻲ ﻋﻠﻰ ﺍﻷﺭﺟﺢ ﻓﺌﺔ ﺭﺅﺳﺎﺀ ﺍﳌﺼﺎﱀ ﺍﻟﱵ ﺗﺆﻭﻝ ﻗﺮﺍﺭﺍ‪‬ﺎ ﳓﻮ ﺍﻟﺮﻭﺗﻴﻨﻴﺔ‬
‫ﻭﺍﳍﻴﻜﻠﻴﺔ ﻭﺍﻟﻮﺿﻮﺡ‪ ،‬ﻭﺑﺎﻟﺘﺎﱄ ﺗﻮﻓﺮ ﻛﻞ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺣﻮﻝ ﺍﳌﻮﺿﻮﻉ‪ ،‬ﺇﻻ ﺃﻥ ﻣﺎ ﻧﺴﺒﺘﻪ )‪ (%10.41‬ﻣﻦ‬
‫ﻋﻴﻨﺔ ﺍﻟﺪﺭﺍﺳﺔ ﻭﻫﻲ ﻋﻠﻰ ﺍﻷﺭﺟﺢ ﻓﺌﺔ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﺃﺟﺎﺑﺖ ﺑﺄ‪‬ﺎ ﺗﺘﺨﺬ ﻗﺮﺍﺭﺍ‪‬ﺎ ﺑﺘﻮﻓﺮ ﺑﻌﺾ ﺍﳌﻌﻠﻮﻣﺎﺕ‪،‬‬
‫ﻭﻫﺬﺍ ﻃﺒﻴﻌﻲ ﻧﻈﺮﺍ ﻟﻠﻘﺮﺍﺭﺍﺕ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﱵ ﺗﺘﺨﺬﻫﺎ ﻫﺬﻩ ﺍﻟﻔﺌﺔ ﻣﻦ ﺍﳌﺴﲑﻳﻦ‪.‬‬
‫ﻳﻼﺣﻆ ﻣﻦ ﺍﳉﺪﻭﻝ ﻛﺬﻟﻚ ﺑﺄﻥ )‪ (%77.08‬ﻣﻦ ﺃﻓﺮﺍﺩ ﺍﻟﻌﻴﻨﺔ ﻣﺼﺎﺩﺭ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻟﺪﻳﻬﻢ ﺩﺍﺧﻠﻴﺔ‬
‫ﻓﻘﻂ‪ ،‬ﺃﻣﺎ )‪ (%22.51‬ﺍﻷﺧﺮﻯ ﻓﻴﺴﺘﻌﻴﻨﻮﻥ ﺑﺎﳌﻌﻠﻮﻣﺎﺕ ﺍﳋﺎﺭﺟﻴﺔ ﻭﻫﻢ ﻋﻠﻰ ﺍﻷﺭﺟﺢ ﻣﺴﺆﻭﻟﻮ ﺍﻹﺩﺍﺭﺓ‬
‫ﺍﻟﻌﻠﻴﺎ‪.‬‬
‫ﻳﺘﻀﺢ ﻣﻦ ﺍﳉﺪﻭﻝ ﻛﺬﻟﻚ ﺑﺄﻥ )‪ (%85.41‬ﻣﻦ ﺍﳌﺴﺆﻭﻟﲔ ﻳﺆﻛﺪﻭﻥ ﻋﻠﻰ ﺃﻥ ﺗﻮﻓﺮ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﺍﳌﻼﺋﻤﺔ ﻭﺍﻟﻜﺎﻓﻴﺔ ﺗﺰﻳﺪ ﰲ ﻏﺎﻟﺐ ﺍﻷﺣﻴﺎﻥ ﻣﻦ ﻓﻌﺎﻟﻴﺔ ﺍﻟﻘﺮﺍﺭﺍﺕ‪.‬‬
‫ﻛﻤﺎ ﺗﺆﻛﺪ ﺃﻏﻠﺒﻴﺔ ﺍﳌﺴﺘﺠﻮ‪‬ﺑﲔ ﲟﺎ ﻧﺴﺒﺘﻪ )‪ (%89.58‬ﻣﻦ ﻋﻴﻨﺔ ﺍﻟﺪﺭﺍﺳﺔ ﺑﺄﻥ ﺩﻗﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺗﻌﺘﱪ‬
‫ﰲ ﻏﺎﻟﺐ ﺍﻷﺣﻴﺎﻥ ﻣﻦ ﺃﻫﻢ ﺍﻟﻌﻮﺍﻣﻞ ﺍﳌﺴﺎﻋﺪﺓ ﰲ ﺯﻳﺎﺩﺓ ﻓﻌﺎﻟﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ‪.‬‬
‫ﺑﺎﻹﺿﺎﻓﺔ ﻟﻜﻞ ﻣﺎ ﺳﺒﻖ ﻳﺆﻛﺪ ﺃﻏﻠﺒﻴﺔ ﺍﳌﺴﺆﻭﻟﲔ ﺑﺎﻟﺸﺮﻛﺔ )‪ %95.83‬ﻣﻨﻬﻢ( ﺑﺄﻧﻪ ﰲ ﻏﺎﻟﺐ‬
‫ﺍﻷﺣﻴﺎﻥ ﻳﻜﻮﻥ ﻟﻠﺘﻮﻗﻴﺖ ﺍﳌﻨﺎﺳﺐ ﻟﻠﻤﻌﻠﻮﻣﺔ ﺃﺛﺮ ﻋﻠﻰ ﻓﻌﺎﻟﻴﺔ ﺍﻟﻘﺮﺍﺭﺍﺕ‪.‬‬

‫ﺑﺸﻜﻞ ﻋﺎﻡ‪ ،‬ﻭﻛﺨﻼﺻﺔ ﻟﻜﻞ ﻣﺎﺳﺒﻖ ﳝﻜﻦ ﺍﻟﻘﻮﻝ ﺑﺄﻧﻪ ﰲ ﺍﻟﺸﺮﻛﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ ﻟﻸﳌﻨﻴﻮﻡ ﻳﻌﺘﱪ ﺗﻮﻓﺮ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﻼﺋﻤﺔ ﻭﺍﻟﻜﺎﻓﻴﺔ‪ ،‬ﺍﻟﺪﻗﻴﻘﺔ ﻭﰲ ﻭﻗﺘﻬﺎ ﺍﳌﻨﺎﺳﺐ ﺃﻫﻢ ﳏﺪﺩ ﻟﺰﻳﺎﺩﺓ ﻓﻌﺎﻟﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻹﺩﺍﺭﻳﺔ‪.‬‬

‫ﺍﻟﻔﺮﺿﻴﺔ ﺍﻟﺜﺎﻧﻴﺔ‪ :‬ﻫﻨﺎﻙ ﻋﻼﻗﺔ ﺇﳚﺎﺑﻴﺔ ﺑﲔ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺍﳌﺒﻨﻴﺔ ﻋﻠﻰ ﺍﳊﺎﺳﺐ ﺍﻵﱄ ﻭﻓﻌﺎﻟﻴﺔ‬
‫ﺍﻟﻘﺮﺍﺭﺍﺕ ﰲ ﺍﻟﺸﺮﻛﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ ﻟﻸﳌﻨﻴﻮﻡ‪.‬‬

‫ﺳﺘﺘﻢ ﰲ ﻫﺬﺍ ﺍﻟﺒﻨﺪ ﳏﺎﻭﻟﺔ ﺩﺭﺍﺳﺔ ﻣﺪﻯ ﺍﻟﻌﻼﻗﺔ ﺑﲔ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺍﳌﺒﻨﻴﺔ ﻋﻠﻰ ﺍﳊﺎﺳﺐ‬
‫ﺍﻵﱄ ﻭﻓﻌﺎﻟﻴﺔ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺑﺎﻟﺸﺮﻛﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ ﻟﻸﳌﻨﻴﻮﻡ ﻣﻦ ﺧﻼﻝ ﲢﻠﻴﻞ ﺇﺟﺎﺑﺎﺕ ﺍﳌﺴﺆﻭﻟﲔ ﻋﻠﻰ ﺃﺳﺌﻠﺔ‬
‫ﺍﻻﺳﺘﻤﺎﺭﺓ‪ ،‬ﻭﺍﳌﺘﻌﻠﻘﺔ ﺑﺄﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﻋﻼﻗﺘﻬﺎ ﺑﺎﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﻭﺍﻟﱵ ﻳﻌﺮﺿﻬﺎ ﺍﳉﺪﻭﻝ ﺭﻗﻢ)‪.(06‬‬

‫‪160‬‬
 ‫ﺍﳉﺪﻭﻝ ﺭﻗﻢ )‪ :(06‬ﺇﺟﺎﺑﺎﺕ ﺃﻓﺮﺍﺩ ﺍﻟﻌﻴﻨﺔ ﺣﻮﻝ ﻋﻼﻗﺔ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺍﳌﺒﻨﻴﺔ ﻋﻠﻰ ﺍﳊﺎﺳﺐ ﺍﻵﱄ‬
‫)ﻥ=‪(48‬‬ ‫ﺑﻔﻌﺎﻟﻴﺔ ﺍﻟﻘﺮﺍﺭﺍﺕ‬
‫ا" ! ‪%‬‬ ‫ا  ‬
‫ﺿﻌﻴﻒ‬ ‫ﻣﺘﻮﺳﻂ‬ ‫ﻛﺒﲑ‬ ‫ﻫﻞ ﺃﺩﻯ ﺍﺳﺘﺨﺪﺍﻡ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ‬ ‫‪(19‬‬
‫‪8.33‬‬ ‫‪37.5‬‬ ‫‪54.16‬‬
‫ﺍﻟﺸﺮﻛﺔ ﺇﱃ ﺯﻳﺎﺩﺓ ﺩﻗﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﺑﺸﻜﻞ؟‬
‫ﺑﻌﻀﻬﺎ ﻓﻘﻂ‬ ‫ﺃﻏﻠﺒﻬﺎ ﺿﺮﻭﺭﻱ‬ ‫ﻛﻠﻬﺎ ﺿﺮﻭﺭﻳﺔ‬ ‫‪ (20‬ﻫﻞ ﻛﻞ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ ﺗﺼﻠﻚ ﻣﻦ ﻧﻈﻢ‬
‫ﺿﺮﻭﺭﻱ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﺿﺮﻭﺭﻳﺔ ﻻﲣﺎﺫ ﻗﺮﺍﺭﺍﺗﻚ؟‬
‫‪2.08‬‬ ‫‪91.66‬‬ ‫‪6.33‬‬
‫ﻻ‬ ‫ﻧﻌﻢ‬ ‫‪ (21‬ﻫﻞ ﺃﺩﻯ ﺇﺩﺧﺎﻝ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺇﱃ ﺇﻋﻄﺎﺀ‬
‫ـ‬ ‫‪100‬‬ ‫ﺷﻜﻞ ﺃﺣﺴﻦ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ‪ ،‬ﳑﺎ ﻳﺴﻬﻞ ﺍﻟﺘﻌﺎﻣﻞ‬
‫ﻣﻌﻬﺎ؟‬
‫ﻻ‬ ‫ﻧﻌﻢ‬ ‫‪ (22‬ﻫﻞ ﺃﺩﻯ ﺍﺳﺘﺨﺪﺍﻡ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﻧﻈﻢ‬
‫‪35.41‬‬ ‫‪64.58‬‬ ‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﺇﱃ ﺟﻌﻞ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺃﻛﺜﺮ ﻗﺎﺑﻠﻴﺔ‬
‫ﻟﻠﻘﻴﺎﺱ ﺍﻟﻜﻤﻲ؟‬
‫ﺑﻄﻲﺀ‬ ‫ﻣﻘﺒﻮﻝ‬ ‫ﺳﺮﻳﻊ‬ ‫‪ (23‬ﻫﻞ ﺗﻮﻓﺮ ﻟﻚ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺴﺘﺨﺪﻣﺔ‬
‫ـ‬ ‫‪43.75‬‬ ‫‪56.25‬‬
‫ﻣﻌﻠﻮﻣﺎﺕ ﺿﺮﻭﺭﻳﺔ ﻻﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﰲ ﻭﻗﺖ؟‬
‫ﻏﲑ ﻛﺎﰲ‬ ‫ﻣﻘﺒﻮﻻ‬ ‫ﺟﻴﺪﺍ‬ ‫‪ (24‬ﻫﻞ ﺍﻟﺘﻜﻮﻳﻦ ﺍﻟﺬﻱ ﻭﻓﺮﺗﻪ ﻟﻚ ﺍﳌﺆﺳﺴﺔ ﰲ‬
‫‪14.58‬‬ ‫‪68.75‬‬ ‫‪16.66‬‬
‫ﳎﺎﻝ ﺍﺳﺘﺨﺪﺍﻡ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻳﻌﺘﱪ‬
‫ﺗﻜﻮﻳﻨﺎ؟‬
‫ﻣﻦ ﺧﻼﻝ ﺍﻟﻨﺘﺎﺋﺞ ﻳﻼ ‪‬ﺣﻆ ﺑﺄﻥ ﺃﻏﻠﺒﻴﺔ ﺍﳌﺴﺘﺠﻮ‪‬ﺑﲔ ﲟﺎ ﻧﺴﺒﺘﻪ )‪(%54.16‬ﻣﻦ ﻋﻴﻨﺔ ﺍﻟﺒﺤﺚ‬
‫ﻳﺆﻛﺪﻭﻥ ﺑﺄﻥ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻗﺪ ﺯﺍﺩﺕ ﺑﺸﻜﻞ ﻛﺒﲑ ﰲ ﺩﻗﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺸﺮﻛﺔ‪ ،‬ﰲ ﺣﲔ ﺃﺟﺎﺏ‬
‫)‪ (%37.5‬ﻣﻨﻬﻢ ﺑﺄﻥ ﺗﺄﺛﲑﻫﺎ ﻛﺎﻥ ﺑﺸﻜﻞ ﻣﺘﻮﺳﻂ‪ .‬ﻛﻤﺎ ﺃﻥ ﻣﺎ ﻧﺴﺒﺘﻪ )‪ (%8.33‬ﻣﻦ ﻋﻴﻨﺔ ﺍﻟﺪﺭﺍﺳﺔ‬
‫ﺃﺟﺎﺑﻮﺍ ﺑﺄﻥ ﺯﻳﺎﺩﺓ ﺩﻗﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺟﺮﺍﺀ ﺇﺩﺧﺎﻝ ﺃﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻛﺎﻥ ﺿﻌﻴﻔﺎ‪ ،‬ﻭﻫﺬﻩ ﺍﻟﻔﺌﺔ ﺍﻷﺧﲑﺓ ﻋﻠﻰ‬
‫ﺍﻷﺭﺟﺢ ﱂ ﲤﺴﻬﺎ ﻋﻤﻠﻴﺔ ﺍﳊﻮﺳﺒﺔ ﺑﺸﻜﻞ ﺟﻠﻲ‪ ،‬ﻛﻤﺼﻠﺤﺔ ﺗﺄﻣﲔ ﺍﳉﻮﺩﺓ ﻣﺜﻼ ﺍﻟﱵ ﲢﺘﺎﺝ ﺇﱃ ﻣﻌﻠﻮﻣﺎﺕ‬
‫ﺑﻜﻤﻴﺔ ﻭﻧﻮﻋﻴﺔ ﻫﺎﺋﻠﺔ ﺣﻮﻝ ﺗﺮﻛﻴﺒﺔ ﺍﳌﻮﺍﺩ ﺍﻷﻭﻟﻴﺔ ﺍﳌﺴﺘﺨﺪﻣﺔ‪ ،‬ﻭﺗﻜﻮﻳﻦ ﺍﳌﻨﺘﻮﺝ ﰲ ﺣﺪ ﺫﺍﺗﻪ‪ ،‬ﻭﻧﺴﺒﺔ‬
‫ﺍﻟﻄﻼﺀ‪...‬ﻭﻏﲑﻫﺎ ﳌﻮﺍﻛﺒﺔ ﺷﺮﻭﻁ ﺍﳊﺼﻮﻝ ﻋﻠﻰ ﺷﻬﺎﺩﺓ ﺍﻹﻳﺰﻭ ﺍﻟﱵ ﲢﺼﻠﺖ ﻋﻠﻴﻬﺎ‪ ،1‬ﻭﻣﻌﻠﻮﻣﺎﺕ ﻛﻬﺬﻩ ﻻ‬
‫ﻳﻮﻓﺮﻫﺎ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳊﺎﱄ‪.‬‬

‫‪ 1‬ﺑﻨﺎﺀﺍ ﻋﻠﻰ ﻣﻘﺎﺑﻠﺔ ﻣﻊ ﻣﺴﺆﻭﻟﺔ ﺗﺄﻣﲔ ﺍﳉﻮﺩﺓ ﲢﺼﻠﺖ ﺍﻟﺸﺮﻛﺔ ﻋﻠﻰ ﺷﻬﺎﺩﺓ ﺍﻹﻳﺰﻭ ‪ 9002‬ﻣﻦ ﻃﺮﻑ ﺍﳌﻜﺘﺐ ﺍﻟﻔﺮﻧﺴﻲ )‪(AFAQ‬‬
‫‪161‬‬
‫ﻛﻤﺎ ﺃﻥ )‪ (%91.66‬ﻣﻦ ﻋﻴﻨﺔ ﺍﻟﺪﺭﺍﺳﺔ ﺗﺆﻛﺪ ﺑﺄﻥ ﺃﻏﻠﺐ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ ﻳﻘﺪﻣﻬﺎ ﻧﻈﺎﻡ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﺍﻟﺸﺮﻛﺔ ﺿﺮﻭﺭﻳﺔ‪ ،‬ﰲ ﺣﲔ ﻳﺆﻛﺪ ﻣﺎﻧﺴﺒﺘﻪ )‪ (%6.33‬ﻣﻦ ﺍﳌﺴﺆﻭﻟﲔ ﺑﺄﻥ ﻛﻞ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﺍﳌﻘﺪﻣﺔ ﺿﺮﻭﺭﻳﺔ‪.‬‬
‫ﻭﺍﳌﻠﻔﺖ ﻟﻠﻨﻈﺮ ﰲ ﺍﳉﺪﻭﻝ ﻫﻮ ﺃﻥ ﲨﻴﻊ ﺍﳌﺴﺆﻭﻟﲔ )ﺃﻱ ﺑﻨﺴﺒﺔ ‪ (%100‬ﺃﺟﺎﺑﻮﺍ ﺑﺄﻥ ﺃﻧﻈﻤﺔ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﻗﺪ ﺣﺴﻨﺖ ﻛﺜﲑﺍ ﻣﻦ ﺷﻜﻞ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﺎﻟﺸﺮﻛﺔ‪ ،‬ﳑﺎ ﺳﻬﻞ ﺍﻟﺘﻌﺎﻣﻞ ﻣﻌﻬﺎ ﺃﻛﺜﺮ‪.‬‬
‫ﺇﺿﺎﻓﺔ ﺇﱃ ﺃﻥ )‪ (%56.25‬ﻣﻦ ﻋﻴﻨﺔ ﺍﻟﺪﺭﺍﺳﺔ ﺃﺟﺎﺑﻮﺍ ﺑﺄﻥ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﻌﺘﻤﺪﺓ ﰲ ﺍﻟﺸﺮﻛﺔ‬
‫ﺗﻮﻓﺮ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﺸﻜﻞ ﺳﺮﻳﻊ‪ ،‬ﺇﺫ ﺃﻧﻪ ﲟﺠﺮﺩ ﺃﻥ ﺗ‪‬ﺤﻔﻆ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻋﻠﻰ ﺍﻟﺸﺒﻜﺔ ﺣﱴ ﳝﻜﻦ ﺍﻹﻃﻼﻉ‬
‫ﻋﻠﻴﻬﺎ ﻣﻦ ﻃﺮﻑ ﻛﺎﻓﺔ ﺍﳌﺨﻮﻟﲔ ﺑﺬﻟﻚ‪ ،‬ﰲ ﺣﲔ ﺃﺟﺎﺏ )‪ (%43.75‬ﺍﻟﺒﺎﻗﻮﻥ ﺑﺄ‪‬ﺎ ﺗﻮﻓﺮ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ‬
‫ﻭﻗﺖ ﻣﻘﺒﻮﻝ ﻧﺴﺒﻴﺎ‪ ،‬ﺇﺫ ﺃﻥ ﺣﻔﻈﻬﺎ ﻋﻠﻰ ﺍﻟﺸﺒﻜﺔ ﻳﺘﻄﻠﺐ ﻣﻦ ﺍﻷﺷﺨﺎﺹ ﺍﳌﻜﻠﻔﲔ ﺑﺬﻟﻚ ﻭﻗﺘﺎ ﻣﻌﻴﻨﺎ‪.‬‬
‫ﻭﻋﻦ ﺳﺆﺍﻝ ﺣﻮﻝ ﻛﻔﺎﻳﺔ ﺍﻟﺘﻜﻮﻳﻦ ﺍﻟﺬﻱ ﻭﻓﺮﺗﻪ ﺍﳌﺆﺳﺴﺔ‪ ،‬ﺃﺟﺎﺏ ﺃﻏﻠﺒﻴﺔ ﺍﳌﺴﺆﻭﻟﲔ ﲟﺎ ﻧﺴﺒﺘﻪ‬
‫)‪ (%68.75‬ﻣﻦ ﻋﻴﻨﺔ ﺍﻟﺪﺭﺍﺳﺔ ﺑﺄﻧﻪ ﺗﻜﻮﻳﻦ ﻣﻘﺒﻮﻝ‪ ،‬ﰲ ﺣﲔ ﺃﺟﺎﺏ )‪ (%16.66‬ﻣﻦ ﺍﳌﺴﺆﻭﻟﲔ ﺑﺄﻧﻪ‬
‫ﺟﻴﺪ‪ ،‬ﻭ)‪ (%14.58‬ﻣﻨﻬﻢ ﺑﺄﻧﻪ ﻏﲑ ﻛﺎﰲ‪ ،‬ﳑﺎ ﻳﺆﺷﺮ ﻋﻠﻰ ﺿﺮﻭﺭﺓ ﻗﻴﺎﻡ ﺍﻟﺸﺮﻛﺔ ﺑﺪﻋﻢ ﻫﺬﺍ ﺍﳉﺎﻧﺐ‬
‫ﻭﺍﻟﺘﻜﺜﻴﻒ ﻣﻦ ﺍﻟﺪﻭﺭﺍﺕ ﺍﻟﺘﻜﻮﻳﻨﻴﺔ ﻭﺍﻟﺘﺮﺑﺼﺎﺕ ﺍﻟﻌﻠﻤﻴﺔ ﻓﻴﻤﺎ ﳜﺺ ﺍﺳﺘﺨﺪﺍﻡ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﺣﱴ ﲤﻜﱢﻦ ﻣﺴﺘﺨﺪﻣﻲ ﺍﻟﻨﻈﺎﻡ ﻣﻦ ﺍﺳﺘﻐﻼﻟﻪ ﻋﻠﻰ ﺃﺣﺴﻦ ﻭﺟﻪ‪.‬‬
‫ﺃﻣﺎ ﻋﻦ ﺍﻟﺴﺆﺍﻝ ﺍﳌﻔﺘﻮﺡ ﺭﻗﻢ )‪ (25‬ﻣﻦ ﺍﻻﺳﺘﻤﺎﺭﺓ ﻭﺍﻟﺬﻱ ﻭ‪‬ﺿﻊ ﺃﺳﺎﺳﺎ ﻹﻋﻄﺎﺀ ﺣﺮﻳﺔ ﺃﻛﱪ‬
‫ﳌﺘﺨﺬﻱ ﺍﻟﻘﺮﺍﺭ ﻟﻠﻜﺸﻒ ﻋﻠﻰ ﺍﳌﻤﻴﺰﺍﺕ ﺍﻟﱵ ﻳﺮﻭﻥ ﺃﻥ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻗﺪ ﻭﻓﺮﻫﺎ ﳍﻢ‪ ،‬ﺧﺼﻮﺻﺎ ﰲ ﳎﺎﻝ‬
‫ﺍﲣﺎﺫ ﻗﺮﺍﺭﺍ‪‬ﻢ‪ ،‬ﻓﻘﺪ ﺗﻀﻤﻨﺖ ﺇﺟﺎﺑﺎﺕ ﺃﻓﺮﺍﺩ ﻋﻴﻨﺔ ﺍﻟﺒﺤﺚ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﳋﺼﺎﺋﺺ ﻭﺍﳌﻤﻴﺰﺍﺕ ﺍﻟﱵ ﺃﻣﻜﻦ‬
‫ﻓﻴﻤﺎ ﺑﻌﺪ ﺻﻴﺎﻏﺘﻬﺎ ﲟﺎ ﻳﺘﻼﺀﻡ ﻭﻣﺘﻄﻠﺒﺎﺕ ﺍﻟﺪﺭﺍﺳﺔ‪ ،‬ﻭﺍﺳﺘﺨﺮﺍﺝ ﺍﻹﺟﺎﺑﺎﺕ ﺍﳌﺸﺘﺮﻛﺔ ﺑﻴﻨﻬﻢ‪ ،‬ﻭﺑﺎﻟﺘﺎﱄ ﻭﺿﻊ‬
‫ﺍﳉﺪﻭﻝ ﺍﻟﺘﺎﱄ‪:‬‬

‫‪162‬‬
 ‫ﺍﳉﺪﻭﻝ ﺭﻗﻢ)‪ :(07‬ﺇﺟﺎﺑﺎﺕ ﺃﻓﺮﺍﺩ ﺍﻟﻌﻴﻨﺔ ﺣﻮﻝ ﻓﻮﺍﺋﺪ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﺍﻝﻨﺴﺒﺔ ﺍﻝﻤﺌﻭﻴﺔ ‪%‬‬ ‫ﺍﻝﺘﻜﺭﺍﺭ‬ ‫ﺍﻝﻤﻴﺯﺓ ﺍﻝﺘﻲ ﻴﻭﻓﺭﻫﺎ ﻨﻅﺎﻡ ﺍﻝﻤﻌﻠﻭﻤﺎﺕ ﺍﻹﺩﺍﺭﻴﺔ‬
‫‪25‬‬ ‫‪ 35‬ﻣﺮﺓ‬ ‫ﺗﻮﻓﲑ ﺍﻟﻮﻗﺖ‬
‫‪18.75‬‬ ‫‪ 26‬ﻣﺮﺓ‬ ‫ﺗﺴﻬﻴﻞ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‬
‫‪16.42‬‬ ‫‪ 23‬ﻣﺮﺓ‬ ‫ﲢﺴﲔ ﺍﻻﺗﺼﺎﻻﺕ ﺍﳋﺎﺻﺔ ﺑﺎﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﺑﲔ‬
‫ﳐﺘﻠﻒ ﺍﳌﺼﺎﱀ ﻭﺍﻷﻗﺴﺎﻡ‬
‫‪11.42‬‬ ‫‪ 16‬ﻣﺮﺓ‬ ‫ﲡﻨﺐ ﺍﻟﱰﺍﻋﺎﺕ ﻭﺗﺼﺎﺩﻡ ﺍﻟﺼﻼﺣﻴﺎﺕ ﰲ ﺍﻟﺸﺮﻛﺔ‬
‫‪10‬‬ ‫‪ 14‬ﻣﺮﺓ‬ ‫ﺍﺳﺘﺨﺪﺍﻡ ﺃﻓﻀﻞ ﻟﻠﻤﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ﺍﳌﺘﻮﻓﺮﺓ‬
‫‪7.85‬‬ ‫‪ 11‬ﻣﺮﺓ‬ ‫ﲢﺴﲔ ﺻﻮﺭﺓ ﺍﳌﺆﺳﺴﺔ ﻭﲰﻌﺘﻬﺎ‬
‫‪6.42‬‬ ‫‪ 09‬ﻣﺮﺍﺕ‬ ‫ﺗﻄﻮﻳﺮ ﻭﲢﺴﲔ ﺍﻹﺟﺮﺍﺀﺍﺕ ﻭﺍﻟﺴﻴﺎﺳﺎﺕ‬
‫‪4.28‬‬ ‫‪ 06‬ﻣﺮﺍﺕ‬ ‫ﺗﺮﺷﻴﺪ ﺍﻟﺘﻜﺎﻟﻴﻒ‬
‫‪%100‬‬ ‫‪140‬‬ ‫ﺍ‪‬ﻤــﻮﻉ‬

‫ﻭﺍﻟﺸﻲﺀ ﺍﳌﻼﺣﻆ ﻫﻮ ﺃﻥ ﻣﺘﺨﺬﻱ ﺍﻟﻘﺮﺍﺭ ﺑﺎﻟﺸﺮﻛﺔ ﺃﺟﺎﺑﻮﺍ ﺑﺄﻥ ﺃﺑﺮﺯ ﻣﻴﺰﺓ ﺗﻮﻓﺮﻫﺎ ﺃﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﻫﻲ ﺗﻮﻓﲑ ﺍﻟﻮﻗﺖ‪ ،‬ﻳﻠﻴﻬﺎ ﺗﻮﻓﲑ ﺍﳉﻬﺪ ﻣﻦ ﺧﻼﻝ ﺗﺴﻬﻴﻞ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻭﲡﻨﺐ ﺗﻜﺮﺍﺭﻫﺎ ﻋﺪﺓ ﻣﺮﺍﺕ‪،‬‬
‫ﰒ ﺗﺴﻬﻴﻞ ﺗﺪﻓﻖ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﺘﺤﺴﲔ ﺍﻻﺗﺼﺎﻻﺕ ﺍﳋﺎﺻﺔ ﺑﺎﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﺑﲔ ﳐﺘﻠﻒ ﺍﳌﺼﺎﱀ ﻭﺍﻷﻗﺴﺎﻡ‪ ،‬ﰒ‬
‫ﻣﺴﺎﳘﺔ ﺃﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﲡﻨﺐ ﺍﻟﱰﺍﻋﺎﺕ ﻭﺗﺼﺎﺩﻡ ﺍﻟﺼﻼﺣﻴﺎﺕ ﰲ ﺍﻟﺸﺮﻛﺔ ﻣﻦ ﺧﻼﻝ ﲢﺪﻳﺪ ﺍﳌﻬﺎﻡ‬
‫ﺑﺪﻗﺔ ﻭﻣﻦ ﻳﻘﻮﻡ ‪‬ﺎ‪ ،‬ﻭﻛﺬﺍ ﲢﺪﻳﺪ ﺻﻼﺣﻴﺔ ﺍﻹﻃﻼﻉ ﺃﻭ ﺗﻐﻴﲑ ﺍﻟﺒﻴﺎﻧﺎﺕ ﰲ ﺍﻟﺸﺒﻜﺔ‪ ،‬ﰒ ﺗﻠﻴﻬﺎ ﻣﻴﺰﺓ‬
‫ﺍﻻﺳﺘﺨﺪﺍﻡ ﺍﻷﻓﻀﻞ ﻟﻠﻤﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ﺍﳌﺘﻮﻓﺮﺓ ﻣﻦ ﺧﻼﻝ ﲢﻮﻳﻞ ﺍﻟﻌﻤﺎﻝ ﺍﻟﺬﻳﻦ ﻛﺎﻧﻮﺍ ﻣﻜﻠﻔﲔ ﺑﺎﻟﻌﻤﻠﻴﺎﺕ‬
‫ﺍﻹﺩﺍﺭﻳﺔ ﻭﻣﻌﺎﳉﺔ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺗﺮﺗﻴﺒﻬﺎ ﻭﺗﺼﻨﻴﻔﻬﺎ ﻟﺘﺪﻋﻴﻢ ﻭﻇﺎﺋﻒ ﺃﺧﺮﻯ ﺗﻌﺎﱐ ﻣﻦ ﻧﻘﺺ ﺍﳌﻮﻇﻔﲔ ﻭﺍﻟﻌﻤﺎﻝ‪،‬‬
‫ﰒ ﺗﺄﰐ ﻣﻴﺰﺓ ﲢﺴﲔ ﺻﻮﺭﺓ ﺍﳌﺆﺳﺴﺔ ﻭﲰﻌﺘﻬﺎ ﻣﻦ ﺧﻼﻝ ﺗﻘﺪﱘ ﺧﺪﻣﺎﺕ ﺃﻓﻀﻞ ﻭﺃﺳﺮﻉ ﻟﻠﻤﺘﻌﺎﻣﻠﲔ ﻣﻊ‬
‫ﺍﻟﺸﺮﻛﺔ‪ ،‬ﻭﺑﺎﻟﺘﺎﱄ ﺍﶈﺎﻓﻈﺔ ﻋﻠﻰ ﺍﻟﻌﻼﻗﺔ ﻣﻊ ﺍﶈﻴﻂ ﻭﲢﺴﻴﻨﻬﺎ‪ ،‬ﰒ ﻳﻠﻲ ﺫﻟﻚ ﺗﻄﻮﻳﺮ ﻭﲢﺴﲔ ﺍﻹﺟﺮﺍﺀﺍﺕ‬
‫ﻭﺍﻟﺴﻴﺎﺳﺎﺕ‪ ،‬ﻭﺃﺧﲑﺍ ﺗﺮﺷﻴﺪ ﺍﻟﺘﻜﺎﻟﻴﻒ ﻣﻦ ﺧﻼﻝ ﲣﻔﻴﺾ ﺍﻟﺘﻜﺎﻟﻴﻒ ﺍﳉﺎﺭﻳﺔ ﻣﻦ ﺃﻭﺭﺍﻕ ﻭﺃﻗﻼﻡ ﻭﺩﻓﺎﺗﺮ‬
‫ﻭﻋﻠﺐ ﺃﺭﺷﻴﻒ ﻭﺧﺰﺍﺋﻦ ﳊﻔﻆ ﺍﳌﻠﻔﺎﺕ‪...‬ﻭﻏﲑﻫﺎ‪ ،‬ﻭﻫﻮ ﻣﺎ ﺩﻋﻤﻪ ﻣﺴﺆﻭﻝ ﺍﳌﻌﻠﻮﻣﺎﺗﻴﺔ ﰲ ﺍﻟﺸﺮﻛﺔ ﻣﻦ‬
‫ﺧﻼﻝ ﺇﺟﺎﺑﺎﺗﻪ ﻋﻠﻰ ﺍﻷﺳﺌﻠﺔ )‪ (03‬ﻭ)‪ (08‬ﻭ)‪ (09‬ﻣﻦ ﺍﳌﻘﺎﺑﻠﺔ ﺍﻟﱵ ﺃﺟﺮﻳﺖ ﻣﻌﻪ )ﺃﻧﻈﺮ ﺍﳌﻠﺤﻖ ﺭﻗﻢ‬
‫)‪.((03‬‬
‫ﻣﻦ ﻛﻞ ﻣﺎﺳﺒﻖ ﳝﻜﻦ ﺍﻻﺳﺘﻨﺘﺎﺝ ﺑﺄﻥ ﺃﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺍﳌﻌﺘﻤﺪﺓ ﰲ ﺍﻟﺸﺮﻛﺔ ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ‬
‫ﺗﺴﺎﻫﻢ ﺑﻘﺪﺭ ﻛﺒﲑ ﰲ ﺯﻳﺎﺩﺓ ﺩﻗﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﺍﻟﺸﺮﻛﺔ‪ ،‬ﻭﺗﻮﻓﺮ ﻣﻌﻠﻮﻣﺎﺕ ﺃﻏﻠﺒﻬﺎ ﺿﺮﻭﺭﻱ ﻻﲣﺎﺫ‬

‫‪163‬‬
‫ﺍﻟﻘﺮﺍﺭﺍﺕ ﰲ ﻭﻗﺖ ﺳﺮﻳﻊ ﻧﺴﺒﻴﺎ‪ ،‬ﻛﻤﺎ ﺗﻌﻄﻲ ﺷﻜﻼ ﺃﺣﺴﻦ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﳑﺎ ﻳﺴﻬﻞ ﺍﻟﺘﻌﺎﻣﻞ ﻣﻌﻬﺎ‪ ،‬ﻛﻤﺎ‬
‫ﺗﺴﺎﻫﻢ ﰲ ﺟﻌﻞ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺃﻛﺜﺮ ﻗﺎﺑﻠﻴﺔ ﻟﻠﻘﻴﺎﺱ ﺍﻟﻜﻤﻲ‪.‬‬
‫ﺇﺿﺎﻓﺔ ﺇﱃ ﺫﻟﻚ ﻳﺴﺎﻫﻢ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﺍﻟﺸﺮﻛﺔ ﺑﻘﺪﺭ ﻛﺒﲑ ﰲ ﺗﺴﻬﻴﻞ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻭﲢﺴﲔ‬
‫ﺍﻻﺗﺼﺎﻻﺕ ﺍﳋﺎﺻﺔ ﺑﺎﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﺑﲔ ﳐﺘﻠﻒ ﺃﻗﺴﺎﻡ ﺍﻟﺸﺮﻛﺔ‪ ،‬ﻭﻛﺬﺍ ﲡﻨﺐ ﺍﻟﱰﺍﻋﺎﺕ ﻭﺗﺼﺎﺩﻡ‬
‫ﺍﻟﺼﻼﺣﻴﺎﺕ‪ ،‬ﺍﻻﺳﺘﺨﺪﺍﻡ ﺍﻷﻓﻀﻞ ﻟﻠﻤﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ﻭﲢﺴﲔ ﺻﻮﺭﺓ ﺍﳌﺆﺳﺴﺔ ﻭﺍﶈﺎﻓﻈﺔ ﻋﻠﻴﻬﺎ‪ ،‬ﺗﻄﻮﻳﺮ‬
‫ﺍﻹﺟﺮﺍﺀﺍﺕ ﻭﺍﻟﺴﻴﺎﺳﺎﺕ ﻭﺗﺮﺷﻴﺪ ﺍﻟﺘﻜﺎﻟﻴﻒ‪ .‬ﻭﺑﺎﻟﺘﺎﱄ ﳝﻜﻦ ﺍﻟﻘﻮﻝ ﺑﺄ‪‬ﺎ ﺗﺴﺎﻫﻢ ﺑﻘﺪﺭ ﻭﺍﻓﺮ ﰲ ﺑﻠﻮﺭﺓ ﺭﺅﻳﺔ‬
‫ﺃﻭﺿﺢ ﻟﻠﻤﺸﺎﻛﻞ ﻭﺑﺪﺍﺋﻞ ﺣﻠﻮﳍﺎ‪ ،‬ﻭﺑﺎﻟﺘﺎﱄ ﺇﻧﺘﺎﺝ ﻗﺮﺍﺭﺍﺕ ﺃﻛﺜﺮ ﺩﻗﺔ ﻭﻣﺮﻭﻧﺔ ﻭﻓﻌﺎﻟﻴﺔ ﲜﻬﺪ ﻭﻭﻗﺖ ﺃﻗﻞ‪،‬‬
‫ﻛﻤﺎ ﺗﺴﺎﻫﻢ ﰲ ﲢﺴﲔ ﺍﻹﺟﺮﺍﺀﺍﺕ ﻭﺍﻟﺴﻴﺎﺳﺎﺕ ﻭﲢﺎﻓﻆ ﻋﻠﻰ ﻋﻼﻗﺔ ﺍﻟﺸﺮﻛﺔ ﲟﺤﻴﻄﻬﺎ‪.‬‬

‫ﺍﻟﻔﺮﺿﻴﺔ ﺍﻟﺜﺎﻟﺜﺔ‪ :‬ﻫﻨﺎﻙ ﻋﻼﻗﺔ ﺇﳚﺎﺑﻴﺔ ﺑﲔ ﺍﻷﻣﻦ ﻭﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻰ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻭﻓﻌﺎﻟﻴﺔ‬
‫ﺍﻟﻘﺮﺍﺭﺍﺕ ﰲ ﺍﻟﺸﺮﻛﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ ﻟﻸﳌﻨﻴﻮﻡ‬
‫ﺇﻥ ﲢﻠﻴﻞ ﻭﻣﻨﺎﻗﺸﺔ ﻫﺬﻩ ﺍﻟﻔﺮﺿﻴﺔ ﻳﺘﻄﻠﺐ ﺩﺭﺍﺳﺔ ﺑ‪‬ﻌﺪﻳﻦ ﺃﺳﺎﺳﻴﲔ ﳘﺎ‪:‬‬
‫ﺍﻟﺒﻌﺪ ﺍﻷﻭﻝ‪ :‬ﻣﺪﻯ ﻭﺟﻮﺩ ﺃﻣﻦ ﻭﺭﻗﺎﺑﺔ ﻋﻠﻰ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺩﺍﺧﻞ ﺍﻟﺸﺮﻛﺔ‪.‬‬
‫ﺍﻟﺒﻌﺪ ﺍﻟﺜﺎﱐ‪ :‬ﺃﺛﺮ ﺍﻟﺮﻗﺎﺑﺔ ﻭﺍﻷﻣﻦ ﻋﻠﻰ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻋﻠﻰ ﻓﻌﺎﻟﻴﺔ ﺍﻟﻘﺮﺍﺭ ﺑﺎﻟﺸﺮﻛﺔ‪.‬‬
‫ﻟﺪﺭﺍﺳﺔ ﻣﺪﻯ ﻭﺟﻮﺩ ﺃﻣﻦ ﻭﺭﻗﺎﺑﺔ ﻋﻠﻰ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺩﺍﺧﻞ ﺍﻟﺸﺮﻛﺔ ﲤﺖ ﺍﻻﺳﺘﻌﺎﻧﺔ ﺑﺎﻷﺟﻮﺑﺔ ﺍﻟﱵ‬
‫ﻗﺪﻣﻬﺎ ﻧﺎﺋﺐ ﻣﺪﻳﺮ ﻭﺣﺪﺓ )‪ (EARA‬ﺍﳌﻜﻠﻒ ﺑﺎﻹﻋﻼﻡ ﺍﻵﱄ ﻣﻦ ﺧﻼﻝ ﺍﳌﻘﺎﺑﻠﺔ ﺍﻟﱵ ﲤﺖ ﻣﻌﻪ ﺑﺼﻔﺘﻪ‬
‫ﺍﳌﺸﺮﻑ ﺍﻟﻌﺎﻡ ﻋﻠﻰ ﻋﻤﻠﻴﺔ ﺗﺸﻐﻴﻞ ﺍﻟﻨﻈﺎﻡ ﻭﺻﻴﺎﻧﺘﻪ )ﺃﻧﻈﺮ ﺍﳌﻠﺤﻖ ﺭﻗﻢ)‪ ((03‬ﻭﺍﻟﱵ ﻛﺎﻧﺖ ﻋﻠﻰ ﺍﻟﺸﻜﻞ‬
‫ﺍﻟﺘﺎﱄ‪:‬‬
‫ﺍﻟﺴﺆﺍﻝ ﺭﻗﻢ )‪ :(14‬ﻫﻞ ﳝﻜﻦ ﻷﻱ ﺷﺨﺺ ﻏﲑ ﳐﻮﻝ ﺇﺣﺪﺍﺙ ﺗﻐﻴﲑﺍﺕ ﻋﻠﻰ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﻭﺍﻟﱪﺍﻣﺞ ﺩﺍﺧﻞ ﺍﻟﺸﺮﻛﺔ؟‬
‫ﺍﳉﻮﺍﺏ ﺭﻗﻢ )‪ :(14‬ﻻ ﳝﻜﻦ ﻷﻱ ﺷﺨﺺ ﻏﲑ ﳐﻮﻝ ﺍﻹﻃﻼﻉ ﺃﻭ ﺇﺣﺪﺍﺙ ﺗﻐﻴﲑﺍﺕ ﻋﻠﻰ ﺃﻱ ﺑﻴﺎﻥ ﺃﻭ‬
‫ﻣﻌﻠﻮﻣﺔ ﻟﻴﺲ ﻟﻪ ﺍﳊﻖ ﰲ ﺍﻹﻃﻼﻉ ﻋﻠﻴﻬﺎ‪ ،‬ﻭﺫﻟﻚ ﺑﻔﻀﻞ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﻌﺘﻤﺪﺓ ﰲ ﺍﻟﺸﺮﻛﺔ؛ ﺣﱴ‬
‫ﺃﻧﻪ ﻋﻨﺪ ﺇﺟﺮﺍﺀ ﺗﻐﻴﲑﺍﺕ ﻋﻠﻰ ﺍﳌﻨﺎﺻﺐ ﻳﺘﻢ ﺍﺳﺘﺒﺪﺍﻝ ﻛﻠﻤﺎﺕ ﺍﳌﺮﻭﺭ )‪ (Password‬ﺑﺄﺧﺮﻯ ﺟﺪﻳﺪﺓ ﰲ‬
‫ﺇﻃﺎﺭ ﺻﻼﺣﻴﺎﺕ ﺍﳌﺴﺆﻭﻝ ﺍﳌﻌﲔ‪.‬‬
‫ﺍﻟﺴﺆﺍﻝ ﺭﻗﻢ )‪ :(15‬ﻫﻞ ﺃﺻﻴﺐ ﺍﻟﻨﻈﺎﻡ ﺑﺄﻋﻄﺎﺏ ﻓﲑﻭﺳﻴﺔ؟‬
‫ﺍﳉﻮﺍﺏ ﺭﻗﻢ )‪ :(15‬ﻧﻌﻢ‪ ،‬ﺃﺻﻴﺐ ﻓﻴﻤﺎ ﺳﺒﻖ ﺑﺄﻋﻄﺎﺏ ﻓﲑﻭﺳﻴﺔ‪ ،‬ﺇﻻ ﺃﻧﻨﺎ ﺗﺪﺍﺭﻛﻨﺎ ﺍﻟﻮﺿﻊ ﺑﺎﲣﺎﺫ ﲨﻠﺔ ﻣﻦ‬
‫ﺍﻟﺘﺪﺍﺑﲑ ﻭﺍﻻﺣﺘﻴﺎﻃﺎﺕ ﻟﺘﻔﺎﺩﻱ ﻭﻗﻮﻉ ﺃﺧﻄﺎﺀ ﳑﺎﺛﻠﺔ‪.‬‬
‫‪164‬‬
 ‫ﺍﻟﺴﺆﺍﻝ ﺭﻗﻢ )‪ :(16‬ﻣﺎ ﻫﻲ ﻣﺼﺎﺩﺭ ﺗﻠﻚ ﺍﳌﻌﻠﻮﻣﺎﺕ؟‬
‫ﺍﳉﻮﺍﺏ ﺭﻗﻢ )‪ :(16‬ﻏﺎﻟﺒﺎ ﻣﺎ ﺗﻨﺠﻢ ﻋﻦ ﺳﻮﺀ ﺍﺳﺘﻌﻤﺎﻝ ﺍﳌﻮﻇﻔﲔ ﻷﺟﻬﺰﺓ ﻭﺑﺮﺍﻣﺞ ﺍﻟﻨﻈﺎﻡ‪ ،‬ﺃﻭ ﺑﺴﺒﺐ‬
‫ﺍﺳﺘﻌﻤﺎﻝ ﻧﻔﺲ ﻭﺳﺎﺋﻂ ﺍﻟﺘﺨﺰﻳﻦ ﻟﻌﺪﺓ ﻣﺮﺍﺕ‪ ،‬ﺃﻭ ﺟﻠﺐ ﻭﺳﺎﺋﻂ ﲣﺰﻳﻦ ﻣﻦ ﺧﺎﺭﺝ ﺍﻟﺸﺮﻛﺔ ﲢﻤﻞ‬
‫ﻣﻌﻠﻮﻣﺎﺕ ﺃﻭ ﺑﺮﺍﻣﺞ ﻣﻌﻴﻨﺔ ﻭﻋﺪﻡ ﻓﺤﺼﻬﺎ ﲟﻀﺎﺩ ﺍﻟﻔﲑﻭﺳﺎﺕ )‪.(Anti-Virus Programs‬‬

‫ﻣﻦ ﺧﻼﻝ ﺍﻹﺟﺎﺑﺎﺕ ﺍﻟﺴﺎﺑﻘﺔ ﻳﺘﻀﺢ ﺑﺄﻥ ﺍﻟﺸﺮﻛﺔ ﻛﺎﻧﺖ ﻋﺮﺿﺔ ﰲ ﻣﺮﺣﻠﺔ ﻣﺎ ﺇﱃ ﺃﻋﻄﺎﺏ‬
‫ﻓﲑﻭﺳﻴﺔ ﺃﺛﺮﺕ ﻋﻠﻰ ﺍﻟﺴﲑ ﺍﳊﺴﻦ ﻟﻠﻨﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﰐ ‪‬ﺎ ﳑﺎ ﺳﺒﺐ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻷﺿﺮﺍﺭ‪ ،‬ﻫﺬﻩ ﺍﻷﺧﲑﺓ‬
‫ﺩﻓﻌﺖ ﺑﺎﳌﺸﺮﻓﲔ ﻋﻠﻰ ﺗﺸﻐﻴﻞ ﺍﻟﻨﻈﺎﻡ ﺇﱃ ﺗﺒﲏ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺃﻛﺜﺮ ﺃﻣﻨﺎ ﻭﺣﻔﺎﻇﺎ ﻋﻠﻰ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﻭﺗﺪﻋﻴﻤﻬﺎ‬
‫ﺑﺈﺟﺮﺍﺀﺍﺕ ﻭﻟﻮﺍﺋﺢ ﲢﺪﺩ ﺻﻼﺣﻴﺎﺕ ﺍﻹﻃﻼﻉ ﻭﺗﻐﻴﲑ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ‪.‬‬

‫ﺃﻣﺎ ﻋﻦ ﺃﺛﺮ ﺃﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻋﻠﻰ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﻓﻴﺘﻀﺢ ﻣﻦ ﺧﻼﻝ ﺇﺟﺎﺑﺎﺕ ﻋﻴﻨﺔ ﺍﻟﺪﺭﺍﺳﺔ ﻋﻠﻰ‬
‫ﺍﻟﺴﺆﺍﻝ ﺭﻗﻢ )‪ (26‬ﻣﻦ ﺍﻻﺳﺘﻤﺎﺭﺓ )ﺃﻧﻈﺮ ﺍﳌﻠﺤﻖ ﺭﻗﻢ )‪ ((02‬ﻭﺍﻟﱵ ﻳﻮﺿﺤﻬﺎ ﺍﳉﺪﻭﻝ )‪ (08‬ﺑﺄﻥ‬
‫)‪ (%85.41‬ﻣﻨﻬﻢ ﻳﺮﻭﻥ ﺑﺄﻥ ﺗﺴ‪‬ﺒﺐ ﺍﻟﻔﲑﻭﺳﺎﺕ ﰲ ﺇﺗﻼﻑ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺃﻭ ﺗﻌﻄﻴﻞ ﺍﻟﻨﻈﺎﻡ ﻳﺆﺛﺮ ﺑﺸﻜﻞ ﻛﺒﲑ‬
‫ﻋﻠﻰ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ‪ ،‬ﻭﺑﺎﻟﺘﺎﱄ ﻳ‪‬ﻀﻌﻒ ﻣﻦ ﻓﻌﺎﻟﻴﺘﻪ‪ ،‬ﰲ ﺣﲔ ﻳﺮﻯ )‪ (%8.33‬ﻣﻨﻬﻢ ﺑﺄﻥ ﻟﻪ ﺗﺄﺛﲑﺍ‬
‫ﻣﺘﻮﺳﻄﺎ ﻭ)‪ (%6.25‬ﺑﺄﻥ ﺗﺄﺛﲑ ﺫﻟﻚ ﺿﻌﻴﻒ‪.‬‬
‫ﺍﳉﺪﻭﻝ ﺭﻗﻢ )‪ :(08‬ﺁﺭﺍﺀ ﺃﻓﺮﺍﺩ ﺍﻟﻌﻴﻨﺔ ﺣﻮﻝ ﺃﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﻋﻼﻗﺘﻪ ﺑﺎﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ )ﻥ=‪(48‬‬
‫ﺍﻹﺟﺎﺑﺎﺕ ‪%‬‬ ‫ﺍﻟﺴﺆﺍﻝ‬
‫ﺿﻌﻴﻒ‬ ‫ﻣﺘﻮﺳﻂ‬ ‫ﻛﺒﲑ‬ ‫‪ (26‬ﻫﻞ ﺗﺴﺒ‪‬ﺐ ﺍﻟﻔﲑﻭﺳﺎﺕ ﰲ ﺇﺗﻼﻑ ﺍﳌﻠﻔﺎﺕ‬
‫ﺃﻭ ﺗﻌﻄﻴﻞ ﺍﻟﻨﻈﺎﻡ ﻳﺆﺩﻱ ﺇﱃ ﺍﻹﺧﻼﻝ ﺑﻌﻤﻠﻴﺔ ﺍﲣﺎﺫ‬
‫‪6.25‬‬ ‫‪8.33‬‬ ‫‪85.41‬‬
‫ﺍﻟﻘﺮﺍﺭ‪ ،‬ﺑﺸﻜﻞ؟‬
‫ﻭﻣﺎ ﻳﺆﻛﺪ ﺍﻟﻨﺘﻴﺠﺔ ﺍﻟﺴﺎﺑﻘﺔ ﻫﻲ ﺇﺟﺎﺑﺔ ﻣﺴﺆﻭﻝ ﺍﳌﻌﻠﻮﻣﺎﺗﻴﺔ ﺑﺎﻟﺸﺮﻛﺔ ﻋﻠﻰ ﻧﻔﺲ ﺍﻟﺴﺆﺍﻝ ﻛﺎﻟﺘﺎﱄ‪:‬‬
‫ﺍﻟﺴﺆﺍﻝ ﺭﻗﻢ )‪ :(17‬ﻫﻞ ﺗﺴ‪‬ﺒﺐ ﺍﻟﻔﲑﻭﺳﺎﺕ ﰲ ﺇﺗﻼﻑ ﺍﳌﻠﻔﺎﺕ ﺃﻭ ﺗﻌﻄﻴﻞ ﺍﻟﻨﻈﺎﻡ ﻳﺆﺩﻱ ﺇﱃ ﺍﻹﺧﻼﻝ‬
‫ﺑﻌﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﺑﺎﻟﺸﺮﻛﺔ ؟‬
‫ﺍﳉﻮﺍﺏ ﺭﻗﻢ )‪ :(17‬ﺃﻛﻴﺪ‪ ،‬ﻓﻔﻲ ﻋﺎﻡ ‪ 2000‬ﻣﺜﻼ ﺗﻌﺮﺽ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻟﺪﻳﻨﺎ ﺇﱃ ﻓﲑﻭﺱ‬
‫)‪ (Chernobyl‬ﺍﻟﺬﻱ ﻳﺼﻴﺐ ﺃﺟﻬﺰﺓ ﺍﳊﺎﺳﻮﺏ ﰲ ‪ 24‬ﺃﻓﺮﻳﻞ‪ ،‬ﻭﺍﶈﻤﻮﻝ ﰲ ﺑﺮﻧﺎﻣﺞ ) ‪Windows‬‬
‫‪ ،(98‬ﳑﺎ ﺃﺩﻯ ﺇﱃ ﺇﺗﻼﻑ ﻋﻤﻞ ﺣﻮﺍﱄ "ﺷﻬﺮ" ﻣﻦ ﺍﳌﻌﺎﳉﺔ ﺍﻵﻟﻴﺔ ﻟﻠﺒﻴﺎﻧﺎﺕ‪ ،‬ﳑﺎ ﻋﻄﻞ ﺑﺸﻜﻞ ﻛﺒﲑ ﺍﻧﺘﻘﺎﻝ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺧﺎﺻﺔ ﰲ ﺍ‪‬ﺎﻝ ﺍﶈﺎﺳﱯ ﻭﺍﳌﺎﱄ‪.‬‬
‫‪165‬‬
 ‫ﺍﻟﺴﺆﺍﻝ ﺭﻗﻢ )‪ :(18‬ﻣﺎ ﻫﻲ ﺍﻻﺣﺘﻴﺎﻃﺎﺕ ﺍﻟﱵ ﺗﺘﺨﺬﻭ‪‬ﺎ ﺍﻵﻥ ﻟﺘﻔﺎﺩﻱ ﻭﻗﻮﻉ ﺃﺧﻄﺎﺀ ﻛﺎﻟﱵ ﺳﺒﻘﺖ؟‬
‫ﺍﳉﻮﺍﺏ ﺭﻗﻢ )‪:(18‬ﻣﻨﺬ ﺍﳋﺴﺎﺭﺓ ﺍﻟﻜﺒﲑﺓ ﺍﻟﱵ ﻭﻗﻌﺖ ﻓﻴﻬﺎ ﺍﻟﺸﺮﻛﺔ ﻗﻤﻨﺎ ﺑﺎﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻻﺣﺘﻴﺎﻃﺎﺕ؛ ﺃﻭﳍﺎ‪:‬‬
‫ﻭﺿﻊ ﺑﺮﺍﻣﺞ ﺧﺎﺻﺔ ﳊﻤﺎﻳﺔ ﺃﺟﻬﺰﺓ ﻭﺑﺮﺍﻣﺞ ﺍﻟﻨﻈﺎﻡ ﻣﻦ ﺣﻮﺍﺳﻴﺐ ﻭﻏﲑﻫﺎ‪ .‬ﻭﺛﺎﻧﻴﻬﺎ‪ :‬ﺍﳌﺘﺎﺑﻌﺔ ﺍﻟﻴﻮﻣﻴﺔ ﻣﻦ‬
‫ﺧﻼﻝ ﺷﺒﻜﺔ ﺍﻹﻧﺘﺮﻧﺖ ﳉﻤﻴﻊ ﺃﻧﻮﺍﻉ ﺍﻟﻔﲑﻭﺳﺎﺕ ﺍﻟﱵ ﺗﻈﻬﺮ ﻳﻮﻣﻴﺎ‪ ،‬ﻭﻛﺬﺍ ﺍﻟﱪﺍﻣﺞ ﺍﳌﻀﺎﺩﺓ ﳍﺬﻩ‬
‫ﺍﻟﻔﲑﻭﺳﺎﺕ‪ ،‬ﻭﺍﻟﻌﻤﻞ ﻋﻠﻰ ﺍﻗﺘﻨﺎﺋﻬﺎ ﻭﺗﺰﻭﻳﺪ ﺍﻟﻨﻈﺎﻡ ‪‬ﺎ‪ .‬ﻭﺛﺎﻟﺜﻬﺎ‪ :‬ﺯﻳﺎﺩﺓ ﺍﻻﻫﺘﻤﺎﻡ ﺑﺎﻟﻜﻤﺒﻴﻮﺗﺮ ﺍﳌﻀﻴﻒ‬
‫ﺍﳌﺴﺎﻋﺪ )‪ (Le Serveur Secondaire‬ﰲ ﺣﺎﻝ ﺗﻌﻄﻞ ﺍﻟﻜﻤﺒﻴﻮﺗﺮ ﺍﳌﻀﻴﻒ ﺍﻟﺮﺋﻴﺴﻲ ) ‪Le‬‬
‫‪ .(Serveur Principale‬ﻭﺭﺍﺑﻌﻬﺎ‪ :‬ﻧﺴﺦ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﺼﻔﺔ ﺩﻭﺭﻳﺔ ﻣﻦ ﻗﺎﻋﺪﺓ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﳋﺎﺻﺔ ﺑﺎﻟﻨﻈﺎﻡ‬
‫ﻭﺣﻔﻈﻬﺎ ﰲ ﺃﻗﺮﺍﺹ ﺻﻠﺒﺔ )‪ (cd-rom‬ﻣﻜﻮﻧﲔ ﺑﺬﻟﻚ ﺧﺰﺍﻧﺔ ﻟﻸﺭﺷﻴﻒ ﺍﻻﻟﻜﺘﺮﻭﱐ ﳝﻜﻦ ﺍﻟﺮﺟﻮﻉ ﳍﺎ‬
‫ﻭﻗﺖ ﺍﳊﺎﺟﺔ‪ .‬ﺃﻣﺎ ﻓﻴﻤﺎ ﳜﺺ ﺍﻧﺘﻘﺎﻝ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺇﱃ ﺍﳌﺪﻳﺮﻳﺔ ﺍﻟﻌﺎﻣﺔ ﺃﻭ ﻣﺮﺍﻛﺰ ﺍﻟﺘﻮﺯﻳﻊ ﻓﻴﺘﻢ ﺍﻋﺘﻤﺎﺩ ﺍﳌﻮﺩﻡ‬
‫)‪ (Modem‬ﺑﺪﻝ ﺍﻟﱪﻳﺪ ﺍﻻﻟﻜﺘﺮﻭﱐ ﲪﺎﻳﺔ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﻣﻦ ﺟﺮﺍﺋﻢ ﺍﻟﻘﺮﺻﻨﺔ‪ .‬ﻭﺧﺎﻣﺴﻬﺎ ﺍﻻﻋﺘﻤﺎﺩ ﺃﻛﺜﺮ‬
‫ﻋﻠﻰ ﻧﻈﻢ ﻣﺮﺍﻗﺒﺔ ﺍﻟﺒﻴﺎﻧﺎﺕ )‪ (Data Control Systems‬ﻭﻧﻈﻢ ﻣﺮﺍﻗﺒﺔ ﺍﻻﺗﺼﺎﻝ‬
‫)‪.(Communication Control Systems‬‬

‫ﻭﻛﺨﻼﺻﺔ ﻣﻦ ﻛﻞ ﻣﺎﺳﺒﻖ ﳝﻜﻦ ﺍﻟﻘﻮﻝ ﺑﺄﻥ ﺍﻟﺸﺮﻛﺔ ﻗﺪ ﻋﺎﻧﺖ ﻓﻴﻤﺎ ﻣﻀﻰ ﻣﻦ ﻣﺸﻜﻠﺔ‬
‫ﺍﻟﻔﲑﻭﺳﺎﺕ ﺍﻟﱵ ﻛﺎﻥ ﳍﺎ ﺑﺎﻟﻎ ﺍﻷﺛﺮ ﺍﻟﺴﻠﱯ ﻋﻠﻰ ﻓﻌﺎﻟﻴﺔ ﻗﺮﺍﺭﺍ‪‬ﺎ‪ ،‬ﻟﻜﻨﻬﺎ ﺗﺪﺍﺭﻛﺖ ﺍﻟﻮﺿﻊ ﺑﺘﺒﲏ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ‬
‫ﺃﻛﺜﺮ ﺗﻄﻮﺭﺍ ﻭﺇﺟﺮﺍﺀﺍﺕ ﺃﻛﺜﺮ ﺻﺮﺍﻣﺔ‪ ،‬ﳑﺎ ﻳﺆﻛﺪ ﺍﻟﺘﺄﺛﲑ ﺍﻟﻘﻮﻱ ﻷﻣﻦ ﻭﺭﻗﺎﺑﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻋﻠﻰ ﻓﻌﺎﻟﻴﺔ‬
‫ﺍﻟﻘﺮﺍﺭﺍﺕ ﺑﺎﻟﺸﺮﻛﺔ ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ‪.‬‬

‫ﺍﻟﻔﺮﺿﻴﺔ ﺍﻟﺮﺍﺑﻌﺔ‪ :‬ﻳﺮﺗﺒﻂ ﻛﺘﻤﺎﻥ ﺍﳌﻌﻠﻮﻣﺔ ﻭﺍﶈﺎﻓﻈﺔ ﻋﻠﻴﻬﺎ ﺑﺎﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻟﻠﺸﺮﻛﺔ‬
‫ﻟﻘﺪ ﻗﹸﺪﺭﺕ ﺍﳋﺴﺎﺋﺮ ﺍﻟﻨﺎﲡﺔ ﻋﻦ ﺟﺮﺍﺋﻢ ﺍﳊﺎﺳﻮﺏ ﰲ ﺍﻟﻮﻻﻳﺎﺕ ﺍﳌﺘﺤﺪﺓ ﺑﲔ ﺛﻼﺛﺔ ﻭﲬﺴﺔ‬
‫ﻣﻼﻳﲑ ﺩﻭﻻﺭ ﺳﻨﻮﻳﺎ‪ ،‬ﻭﻗﺪ ﻗﹶﺪﺭﺕ ﺍﻟﺴﻠﻄﺎﺕ ﺍﻷﻣﺮﻳﻜﻴﺔ ﺃﻥ ﺟﺮﳝﺔ ﺍﳊﺎﺳﻮﺏ ﺍﻟﻮﺍﺣﺪﺓ ﺗﻜﻠﻒ ﺣﻮﺍﱄ ‪600‬‬
‫ﺃﻟﻒ ﺩﻭﻻﺭ ﺳﻨﻮﻳﺎ‪ ،‬ﰲ ﺣﲔ ﺗﻜﻠﻒ ﺍﻟﺴﺮﻗﺔ ﺍﻟﻮﺍﺣﺪﺓ ﲢﺖ ‪‬ﺪﻳﺪ ﺍﻟﺴﻼﺡ ﻣﺒﻠﻎ ﺛﻼﺛﺔ )‪ (03‬ﺁﻻﻑ ﺩﻭﻻﺭ‬
‫ﻓﻘﻂ ﺳﻨﻮﻳﺎ‪1.‬ﺇﻥ ﺍﳌﻘﺎﺭﻧﺔ ﺍﻟﺒﺴﻴﻄﺔ ﺑﲔ ﺍﻟﺮﻗﻤﲔ ﺍﻟﺴﺎﺑﻘﲔ ﺗﻮﺿﺢ ﻣﺪﻯ ﺧﻄﻮﺭﺓ ﺗﺴﺮﺏ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺇﱃ‬
‫ﺧﺎﺭﺝ ﺍﻟﺸﺮﻛﺔ‪ ،‬ﻭﺧﺎﺻﺔ ﺇﱃ ﻣﻨﺎﻓﺴﻴﻬﺎ‪ .‬ﻭﰲ ﻫﺬﺍ ﺍﻟﺼﺪﺩ‪ ،‬ﻭﻟﺪﺭﺍﺳﺔ ﺍﻟﻔﺮﺿﻴﺔ ﺍﻟﺴﺎﺑﻘﺔ ﻻ ﺑﺪ ﻣﻦ ﻣﻌﺮﻓﺔ‬

‫ﻋﺎﺩﻝ ﺭﻳﺎﻥ ﳏﻤﺪ‪ ،‬ﺟﺮﺍﺋﻢ ﺍﳊﺎﺳﻮﺏ ﻭﺃﻣﻦ ﺍﻟﺒﻴﺎﻧﺎﺕ‪ ،‬ﳎﻠﺔ ﺍﻟﻌﺮﰊ‪ ،‬ﺍﻟﻌﺪﺩ ‪ ،440‬ﻳﻮﻟﻴﻮ ‪ ،1995‬ﻭﺯﺍﺭﺓ ﺍﻹﻋﻼﻡ ﺍﻟﻜﻮﻳﺘﻴﺔ‪ ،‬ﺹ‪.73‬‬ ‫‪1‬‬

‫‪166‬‬
‫ﺑ‪‬ﻌﺪﻳﻦ ﺃﺳﺎﺳﻴﲔ؛ ﺃﻭﳍﻤﺎ ﻣﺪﻯ ﺗﻌﺮﺽ ﺍﻟﺸﺮﻛﺔ ﳉﺮﺍﺋﻢ ﺳﺮﻗﺔ ﺃﻭ ﻗﺮﺻﻨﺔ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﺳﻮﺍﺀ ﻛﺎﻥ ﻣﺼﺪﺭﻫﺎ‬
‫ﺩﺍﺧﻠﻴﺎ ﺃﻭ ﺧﺎﺭﺟﻴﺎ‪ ،‬ﻭﺛﺎﻧﻴﻬﻤﺎ ﻣﺪﻯ ﺍﺭﺗﺒﺎﻁ ﺃﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﺎﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻟﻠﺸﺮﻛﺔ‪.‬‬
‫ﻓﻴﻤﺎ ﳜﺺ ﺍﻟﺒ‪‬ﻌﺪ ﺍﻷﻭﻝ ﻓﻘﺪ ﺃﻭﺿﺤﺖ ﻧﺘﺎﺋﺞ ﺍﳌﻘﺎﺑﻠﺔ ﺍﻟﱵ ﺃﹸﺟﺮﻳﺖ ﻣﻊ ﺍﳌﻜﻠﻒ ﺑﺎﳌﻌﻠﻮﻣﺎﺗﻴﺔ‬
‫ﺑﺎﻟﺸﺮﻛﺔ )ﻣﻦ ﺧﻼﻝ ﺍﻟﺴﺆﺍﻝ ﺭﻗﻢ )‪ (19‬ﻣﻦ ﺍﳌﻘﺎﺑﻠﺔ ﻭﺍﻹﺟﺎﺑﺔ ﻋﻠﻴﻪ( ﺃﻥ ﻫﺬﻩ ﺍﻷﺧﲑﺓ ﱂ ﺗﺘﻌﺮﺽ ﺇﱃ ﺃﻱ‬
‫ﻧﻮﻉ ﻣﻦ ﺟﺮﺍﺋﻢ ﺳﺮﻗﺔ ﺃﻭ ﻗﺮﺻﻨﺔ ﻋﻠﻰ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﻻ ﻣﻦ ﺍﻟﺪﺍﺧﻞ ﻭﻻ ﻣﻦ ﺍﳋﺎﺭﺝ‪.‬‬
‫ﺃﻣﺎ ﻓﻴﻤﺎ ﳜﺺ ﺍﻟﺒﻌﺪ ﺍﻟﺜﺎﱐ ﻓﻘﺪ ﺃﺟﺎﺏ ﻏﺎﻟﺒﻴﺔ ﺃﻓﺮﺍﺩ ﻋﻴﻨﺔ ﺍﻟﺪﺭﺍﺳﺔ ﲟﺎ ﻧﺴﺒﺘﻪ )‪ (%56.25‬ﺑﺄﻥ‬
‫ﻫﻨﺎﻙ ﺍﺭﺗﺒﺎﻃﺎ ﺑﲔ ﺍﶈﺎﻓﻈﺔ ﻋﻠﻰ ﺳﺮﻳﺔ ﺍﳌﻌﻠﻮﻣﺔ ﻭﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻟﻠﺸﺮﻛﺔ )ﺃﻧﻈﺮ ﺍﳉﺪﻭﻝ ﺭﻗﻢ )‪،((09‬‬
‫ﻭﻳﻌﻠﻠﻮﻥ ﺭﺃﻳﻬﻢ ﻣﻦ ﺧﻼﻝ ﺍﻹﺟﺎﺑﺔ ﻋﻠﻰ ﺍﻟﺴﺆﺍﻝ )‪ (28‬ﻣﻦ ﺍﻻﺳﺘﻤﺎﺭﺓ ﺑﺄﻥ ﺍﻟﺸﺮﻛﺔ ﺗﻌﺎﱐ ﻣﻨﺎﻓﺴﺔ ﺣﺎﺩﺓ‬
‫ﰲ ﺍﻷﻋﻮﺍﻡ ﺍﻷﺧﲑﺓ ﺇﺛﺮ ﺍﻧﻔﺘﺎﺡ ﺍﳉﺰﺍﺋﺮ ﺗﺪﺭﳚﻴﺎ ﻋﻠﻰ ﺍﻷﺳﻮﺍﻕ ﺍﻟﻌﺎﳌﻴﺔ ﻭﻣﺎ ﺻﺎﺣﺒﻬﺎ ﻣﻦ ﺇﺟﺮﺍﺀﺍﺕ ﲢﺮﻳﺮ‬
‫ﺍﻟﺘﺠﺎﺭﺓ‪..‬ﻭﻏﲑﻫﺎ‪ ،‬ﺧﺎﺻﺔ ﻣﻦ ﻃﺮﻑ ﺑﻌﺾ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﻌﺮﺑﻴﺔ‪ ،‬ﳑﺎ ﻳﺰﻳﺪ ﻣﻦ ﺍﻷﳘﻴﺔ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻟﻠﻌﺪﻳﺪ‬
‫ﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﻛﺄﺳﻌﺎﺭ ﺍﻟﺘﻜﻠﻔﺔ ﳌﻨﺘﺠﺎﺕ ﺍﻟﺸﺮﻛﺔ‪ ،‬ﻭﻛﺬﺍ ﺍﻟﻌﻤﻼﺀ ﻭﺍﳌﻮﺭﺩﻳﻦ ﺍﻟﺮﺋﻴﺴﻴﲔ ﻟﻠﺸﺮﻛﺔ‪ ،‬ﻭﺭﻗﻢ‬
‫ﺃﻋﻤﺎﻝ ﻭﺃﺭﺑﺎﺡ ﺍﻟﺸﺮﻛﺔ‪...‬ﻭﻏﲑﻫﺎ ﻣﻦ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ ﺗﻜﺸﻒ ﻫﺎﻣﺶ ﺍﳌﻨﺎﻭﺭﺓ ﺍﻟﺬﻱ ﺗﺘﻤﺘﻊ ﺑﻪ‬
‫ﺍﻟﺸﺮﻛﺔ‪ ،‬ﳑﺎ ﳛﺘﻢ ﻋﻠﻰ ﻫﺬﻩ ﺍﻷﺧﲑﺓ ﺍﲣﺎﺫ ﺇﺟﺮﺍﺀﺍﺕ ﺍﻷﻣﻦ ﺍﻷﻛﺜﺮ ﺻﺮﺍﻣﺔ ﻭﺍﻷﺭﻗﻰ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﻟﻠﺤﻔﺎﻅ‬
‫ﻋﻠﻰ ﻣﻴﺰ‪‬ﺎ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻭﺑﺎﻟﺘﺎﱄ ﺑﻘﺎﺋﻬﺎ ﻭﺭﻳﺎﺩ‪‬ﺎ ﰲ ﺍﻟﺴﻮﻕ‪.‬‬

‫ﺍﳉﺪﻭﻝ ﺭﻗﻢ )‪ :(09‬ﺁﺭﺍﺀ ﺃﻓﺮﺍﺩ ﺍﻟﻌﻴﻨﺔ ﺣﻮﻝ ﻋﻼﻗﺔ ﻛﺘﻤﺎﻥ ﺍﳌﻌﻠﻮﻣﺔ ﻭﺍﶈﺎﻓﻈﺔ ﻋﻠﻴﻬﺎ ﺑﺎﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻟﻠﺸﺮﻛﺔ‬
‫)ﻥ=‪(48‬‬
‫ﺍﻟﻨﺘﺎﺋﺞ ‪%‬‬ ‫ﺍﻷﺳﺌﻠﺔ‬
‫ﻻ‬ ‫ﻧﻌﻢ‬ ‫‪ (27‬ﻫﻞ ﻳﺮﺗﺒﻂ ﻛﺘﻤﺎﻥ ﺍﳌﻌﻠﻮﻣﺔ ﻭﺍﶈﺎﻓﻈﺔ ﻋﻠﻴﻬﺎ‬
‫‪43.75‬‬ ‫‪56.25‬‬ ‫ﺑﺎﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻟﻠﺸﺮﻛﺔ ؟‬

‫ﻭﳑﺎ ﺳﺒﻖ ﳝﻜﻦ ﺍﻻﺳﺘﺨﻼﺹ ﺑﺄﻧﻪ ﻟﻜﺘﻤﺎﻥ ﺍﳌﻌﻠﻮﻣﺔ ﻭﺍﶈﺎﻓﻈﺔ ﻋﻠﻴﻬﺎ ﺑﺎﻟﻎ ﺍﻷﺛﺮ ﻋﻠﻰ ﺍﳌﻴﺰﺓ‬
‫ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻟﻠﺸﺮﻛﺔ‪ ،‬ﻭﺑﺎﻟﺘﺎﱄ ﻋﻠﻰ ﺇﻣﻜﺎﻧﻴﺔ ﺍﺳﺘﻤﺮﺍﺭﻫﺎ ﻭﺭﻳﺎﺩ‪‬ﺎ ﰲ ﺍﻟﺴﻮﻕ‪.‬‬

‫‪167‬‬
‫ﺧﻼﺻﺔ ﺍﻟﻔﺼﻞ ﺍﻟﺮﺍﺑﻊ‬

‫‪168‬‬
 ‫ﺧﻼﺻﺔ ﺍﻟﻔﺼﻞ ﺍﻟﺮﺍﺑﻊ‬

‫ﻗﺼﺪ ﺍﻹﻃﻼﻉ ﻋﻠﻰ ﻭﺍﻗﻊ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﺍﳌﺆﺳﺴﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ‪ ،‬ﻭﻣﺪﻯ ﺗﺄﺛﲑﻩ ﰲ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ‬
‫ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﰎ ﺍﺧﺘﻴﺎﺭ ﺍﻟﺸﺮﻛﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ ﻟﻸﳌﻨﻴﻮﻡ ﺫﺍﺕ ﺍﻟﻄﺎﺑﻊ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﰲ ﺍﻻﻗﺘﺼﺎﺩ ﺍﻟﻮﻃﲏ؛ ﺇﺫ ﺃ‪‬ﺎ‬
‫ﺍﳌﺆﺳﺴﺔ ﺍﻟﻮﻃﻨﻴﺔ ﺍﻟﻮﺣﻴﺪﺓ ﺍﳌﺨﺘﺼﺔ ﰲ ﺇﻧﺘﺎﺝ ﻭﺗﺼﻨﻴﻊ ﻭﺗﺴﻮﻳﻖ ﺍﻷﳌﻨﻴﻮﻡ ﻭﻛﺎﻓﺔ ﺍﳍﻴﺎﻛﻞ ﻭﺍﻟﻠﻮﺍﺣﻖ‬
‫ﺍﳌﺼﻨﻮﻋﺔ ﻣﻨﻪ‪ ،‬ﻣﻌﺘﻤﺪﺓ ﰲ ﺫﻟﻚ ﻋﻠﻰ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﳍﻴﺎﻛﻞ؛ ﺃﻭﳍﺎ ﺍﳌﺪﻳﺮﻳﺔ ﺍﻟﻌﺎﻣﺔ‪ ،‬ﺛﺎﻧﻴﻬﺎ ﻭﺣﺪﺓ ﺑﺜﻖ ﻭﺃﻧﻮﺩﺓ‬
‫ﻭﺗﺬﻭﻳﺐ ﺍﻷﳌﻨﻴﻮﻡ ﺑﺎﳌﺴﻴﻠﺔ )‪ (EARA‬ﺍﻟﱵ ﻳﺘﻢ ﻋﻠﻰ ﻣﺴﺘﻮﺍﻫﺎ ﺇﻧﺘﺎﺝ ﺍﻷﳌﻨﻴﻮﻡ ﺍﳋﺎﻡ ﻭﺗﺮﻛﻴﺒﻪ ﻭﻛﺬﺍ ﻋﻤﻠﻴﺔ‬
‫ﺇﻧﺘﺎﺝ ﺍﻟﻠﻮﺍﺣﻖ )‪ ،(Les Accessoires‬ﻭﺍﻟﻘﻴﺎﻡ ﺑﻨﺠﺎﺭﺓ ﺍﻷﳌﻨﻴﻮﻡ ﻭﻏﲑﻫﺎ‪ ،‬ﻭﺛﺎﻟﺜﻬﺎ ﻭﺣﺪﺍﺕ ﳒﺎﺭﺓ‬
‫ﻭﺇﻋﺎﺩﺓ ﺑﻴﻊ ﺍﻷﳌﻨﻴﻮﻡ )‪ (MRA‬ﺍﳌﺘﻮﺯﻋﺔ ﻋﻠﻰ ﻃﻮﻝ ﺍﻟﺴﺎﺣﻞ ﺍﻟﻮﻃﲏ ﻟﺘﺴﻬﻴﻞ ﺗﺼﺮﻳﻒ ﺍﳌﻨﺘﺠﺎﺕ ﺧﺎﺭﺟﻴﺎ‬
‫ﺃﻭ ﺩﺍﺧﻠﻴﺎ ﰲ ﺷﱴ ﺃﳓﺎﺀ ﺍﻟﺒﻼﺩ‪ ،‬ﺃﻭ ﻟ‪‬ﺘﺴﱡﻠﻢ ﺍﳌﺎﺩﺓ ﺍﻷﻭﻟﻴﺔ ﺍﳌﺴﺘﻮﺭﺩﺓ ﻣﻦ ﺍﳋﺎﺭﺝ‪.‬‬
‫ﺗﺘﺪﻓﻖ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﺍﻟﺸﺮﻛﺔ ﻋﱪ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﻘﻨﻮﺍﺕ ﺃﳘﻬﺎ ﺍﻟﻨﻈﺎﻡ ﺍﻵﱄ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﺍﻟﺬﻱ ﻳﺮﺗﻜﺰ‬
‫ﺑﺸﻜﻞ ﺭﺋﻴﺴﻲ ﰲ ﻭﺣﺪﺓ )‪ (EARA‬ﻭﺍﳌﺰﻭﺩ ﺑﺎﻟﻌﺪﻳﺪ ﻣﻦ ﺗﻘﻨﻴﺎﺕ ﻭﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﻻﺗﺼﺎﻻﺕ ﻭﻣﻌﺎﳉﺔ‬
‫ﺍﻟﺒﻴﺎﻧﺎﺕ‪.‬‬
‫ﻟﻺﻃﻼﻉ ﺃﻛﺜﺮ ﻋﻠﻰ ﺣﻴﺜﻴﺎﺕ ﻫﺬﺍ ﺍﻟﻨﻈﺎﻡ ﺍﻵﱄ ﻭﻋﻼﻗﺘﻪ ﺑﺎﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﺑﺎﻟﺸﺮﻛﺔ ﰎ ﺍﻻﺳﺘﻌﺎﻧﺔ ﺑﻌﺪﺓ‬
‫ﺃﺩﻭﺍﺕ ﺃﳘﻬﺎ ﺍﻻﺳﺘﻤﺎﺭﺓ ﺍﻟﱵ ﺃﺟﺎﺏ ﻋﻠﻴﻬﺎ ﺃﻏﻠﺐ ﻣﺴﲑﻱ ﺍﻟﺸﺮﻛﺔ‪ ،‬ﻭﻣﻘﺎﺑﻠﺔ ﻣﻊ ﻧﺎﺋﺐ ﻣﺪﻳﺮ ﻭﺣﺪﺓ‬
‫)‪ (EARA‬ﺍﳌﻜﻠﻒ ﺑﺎﻹﻋﻼﻡ ﺍﻵﱄ‪ ،‬ﻭﺍﳌﻼﺣﻈﺔ ﺍﻟﺸﺨﺼﻴﺔ ﻟﻠﺒﺎﺣﺚ‪ .‬ﻭﻗﺪ ﰎ ﺍﻟﺘﻮﺻﻞ ﺇﱃ ﺍﻟﻌﺪﻳﺪ ﻣﻦ‬
‫ﺍﻟﻨﺘﺎﺋﺞ ﺍﻟﱵ ﺳﻴﺘﻢ ﺍﻟﺘﻄﺮﻕ ﺇﻟﻴﻬﺎ ﰲ ﺍﻟﻌﻨﺼﺮ ﺍﻟﻘﺎﺩﻡ ﻣﻦ ﻫﺬﻩ ﺍﻟﺪﺭﺍﺳﺔ‪.‬‬

‫‪168‬‬
‫ﺑﻌﺪ ﻋﺮﺽ ﺃﻫﻢ ﺍﳌﻔﺎﻫﻴﻢ ﺍﻟﻨﻈﺮﻳﺔ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺄﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﻋﻼﻗﺘﻬﺎ ﺑﺎﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﰲ ﺍﳌﻨﻈﻤﺔ‪،‬‬
‫ﻭﺑﻌﺪ ﲢﻠﻴﻞ ﻭﻣﻨﺎﻗﺸﺔ ﺃﺳﺌﻠﺔ ﻭﻓﺮﺿﻴﺎﺕ ﺍﻟﺪﺭﺍﺳﺔ ﻣﻦ ﺧﻼﻝ ﺩﺭﺍﺳﺔ ﻣﻴﺪﺍﻧﻴﺔ ﻟﻠﺸﺮﻛﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ ﻟﻸﳌﻨﻴﻮﻡ؛‬
‫ﺃﻣﻜﻦ ﺍﻟﺘﻮﺻﻞ ﺇﱃ ﲨﻠﺔ ﻣﻦ ﺍﻟﻨﺘﺎﺋﺞ ﳝﻜﻦ ﻋﺮﺿﻬﺎ ﺑﺎﻟﺸﻜﻞ ﺍﻟﺘﺎﱄ‪:‬‬
‫‪ -‬ﺗﺪﱐ ﻧﺴﺒﺔ ﺗﻮﱄ ﺍﳌﺮﺃﺓ ﳌﻨﺎﺻﺐ ﺍﳌﺴﺆﻭﻟﻴﺔ ﻭﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﰲ ﺍﻟﺸﺮﻛﺔ؛ ﻭ ﻳﺮﺟﻊ ﺫﻟﻚ ﻃﺒﻴﻌﺔ ﺍﻟﺸﺮﻛﺔ‬
‫ﺑﻮﺻﻔﻬﺎ ﺻﻨﺎﻋﻴﺔ ﺃﻳﻦ ﻳﺘﻢ ﻋﺎﺩﺓ ﺗﻮﻇﻴﻒ ﺍﻟﺮﺟﺎﻝ‪.‬‬
‫‪ -‬ﳝﻴﻞ ﻣﺘﻮﺳﻂ ﻋﻤﺮ ﻣﺘﺨﺬﻱ ﺍﻟﻘﺮﺍﺭ ﰲ ﺍﻟﺸﺮﻛﺔ ﺇﱃ ﻓﺌﺎﺕ ﺍﻟﻌﻤﺮ ﺍﳌﺘﻮﺳﻄﺔ )ﻣﻦ ‪ 41‬ﺇﱃ ‪ 50‬ﺳﻨﺔ(‪.‬‬
‫‪ -‬ﳝﻠﻚ ﻣﺘﺨﺬﻭ ﺍﻟﻘﺮﺍﺭﺍﺕ ﰲ ﺍﻟﺸﺮﻛﺔ ﻣﺴﺘﻮﻯ ﺗﻌﻠﻴﻤﻲ ﻣﻘﺒﻮﻝ‪ ،‬ﻭﻛﺎﰲ ﻟﺘﻘﺒﻞ ﻭﺍﺳﺘﻴﻌﺎﺏ ﻓﻜﺮﺓ ﺇﺩﺧﺎﻝ‬
‫ﻧﻈﻢ ﻣﻌﻠﻮﻣﺎﺕ ﺇﺩﺍﺭﻳﺔ ﻣﺒﻨﻴﺔ ﻋﻠﻰ ﺍﳊﺎﺳﺐ ﺍﻵﱄ ﻭﺍﻻﻋﺘﻤﺎﺩ ﻋﻠﻴﻬﺎ ﰲ ﺩﻋﻢ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ‪.‬‬
‫‪ -‬ﻟﺪﻯ ﻣﺘﺨﺬﻱ ﺍﻟﻘﺮﺍﺭ ﰲ ﺍﻟﺸﺮﻛﺔ ﺧﱪﺓ ﻛﺎﻓﻴﺔ ﰲ ﺍﻟﻘﻄﺎﻉ‪ ،‬ﻭﰲ ﺍﻟﺸﺮﻛﺔ ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ ﺑﺎﳋﺼﻮﺹ‪ ،‬ﳑﺎ‬
‫ﻳﺴﻬﻞ ﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻦ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺍﳌﺒﻨﻴﺔ ﻋﻠﻰ ﺍﳊﺎﺳﺐ ﺍﻵﱄ ﰲ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ‪ ،‬ﳑﺎ ﻳﺰﻳﺪ ﻣﻦ‬
‫ﻓﻌﺎﻟﻴﺔ ﻫﺬﻩ ﺍﻷﺧﲑﺓ‪.‬‬
‫‪ -‬ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳌﺘﺨﺬﺓ ﰲ ﺍﻟﺸﺮﻛﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ ﻟﻸﳌﻨﻴﻮﻡ ﻫﻲ ﻗﺮﺍﺭﺍﺕ ﺫﺍﺕ ﻓﻌﺎﻟﻴﺔ ﻋﺎﻟﻴﺔ ﻧﺴﺒﻴﺎ؛ ﺇﺫ ﺃ‪‬ﺎ ﺗﺘﻤﺘﻊ‬
‫ﲜﻮﺩﺓ ﻋﺎﻟﻴﺔ؛ ﻓﺄﻏﻠﺒﻬﺎ ﲢﻘﻖ ﺍﻷﻫﺪﺍﻑ ﺍﳌﺘﻮﺧﺎﺓ ﻣﻨﻬﺎ‪ ،‬ﻛﻤﺎ ﺃﻥ ﺃﻏﻠﺒﻴﺔ ﻣﺘﺨﺬﻳﻬﺎ ﳛﺮﺻﻮﻥ ﻋﻠﻰ ﺗﻮﺍﻓﺮ ﲨﻴﻊ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺎﳌﺸﻜﻼﺕ ﻗﺒﻞ ﺍﲣﺎﺫ ﻗﺮﺍﺭﺍﺕ ﺑﺸﺄ‪‬ﺎ؛ ﻭﻫﺬﺍ ﻣﺎ ﻋﻜﺴﻪ ﺍﺭﺗﻔﺎﻉ ﺩﺭﺟﺔ ﺭﺿﺎ ﺍﳌﺴﺆﻭﻟﲔ‬
‫ﻋﻠﻰ ﻧﺘﺎﺋﺞ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﱵ ﺍﲣﺬﻭﻫﺎ‪.‬ﻛﻤﺎ ﺃﻥ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺑﺎﻟﺸﺮﻛﺔ ﻳﺘﻢ ﺑﺸﻜﻞ ﺳﺮﻳﻊ‪ ،‬ﺃﻣﺎ ﺗﻨﻔﻴﺬﻫﺎ ﻓﻴﺘﻢ‬
‫ﺑﺴﺮﻋﺔ ﻣﺘﻮﺳﻄﺔ ﻣﻊ ﺃﻧﻪ ﺳﻬﻞ ﻭﳑﻜﻦ ﻧﺴﺒﻴﺎ ﻷﻧﻪ ﻗﻠﱠﻤﺎ ﺗﻮﺍﺟﻪ ﺍﳌﺴﺆﻭﻟﲔ ﻣﺸﺎﻛﻞ ﻋﻮﻳﺼﺔ ﻭﺭﺋﻴﺴﻴﺔ ﻋﻨﺪ‬
‫ﺗﻨﻔﻴﺬﻫﺎ‪ ،‬ﺇﺿﺎﻓﺔ ﺇﱃ ﺃﻥ ﺍﳌﺮﺅﻭﺳﲔ ﳝﺘﻠﻜﻮﻥ ﺍﳌﻌﺮﻓﺔ ﺍﳌﻨﺎﺳﺒﺔ ﻟﺘﻨﻔﻴﺬ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺑﺸﻜﻞ ﻣﻘﺒﻮﻝ‪ ،‬ﻭﲨﻴﻌﻬﻢ‬
‫ﳝﺘﻠﻜﻮﻥ ﺍﻟﻘﺪﺭﺓ ﺍﻟﻼﺯﻣﺔ ﻟﺘﻨﻔﻴﺬﻫﺎ‪.‬‬
‫‪ -‬ﺃﻣﺎ ﰲ ﳎﺎﻝ ﻗﺒﻮﻝ ﺍﻟﻘﺮﺍﺭ ﻣﻦ ﻃﺮﻑ ﺍﳌﺮﺅﻭﺳﲔ ﻓﺈﻥ ﺍﻟﺸﺮﻛﺔ ﺗﺘﺒﻊ ﺍﻷﺳﻠﻮﺏ ﺍﻟﺪﳝﻘﺮﺍﻃﻲ ﰲ ﺍﻟﺘﺴﻴﲑ؛ ﺇﺫ‬
‫ﺃﻥ ﺃﻏﻠﺒﻴﺔ ﺍﳌﺴﲑﻳﻦ ﳛﺪﺩﻭﻥ ﳌﺮﺅﻭﺳﻴﻬﻢ ﺁﻟﻴﺔ ﺗﻨﻔﻴﺬ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳌﻮﻛﻠﺔ ﺇﻟﻴﻬﻢ‪ ،‬ﻭﻳﻘﻮﻣﻮﻥ ﺑﺎﺳﺘﺸﺎﺭ‪‬ﻢ ﻗﺒﻞ‬
‫ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ؛ ﺧﺎﺻﺔ ﻣﻨﻬﺎ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻭﻏﲑ ﺍﳍﻴﻜﻠﻴﺔ‪ ،‬ﺃﻭ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺫﺍﺕ ﺍﻟﻄﺎﺑﻊ ﺍﻟﺘﻘﲏ‪.‬‬
‫ﺇﺿﺎﻓﺔ ﺇﱃ ﺃﻥ ﺃﻏﻠﺒﻬﻢ ﻳﺴﻤﺤﻮﻥ ﳌﺮﺅﻭﺳﻴﻬﻢ ﲟﻨﺎﻗﺸﺔ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﱵ ﻳﺘﺨﺬﻭ‪‬ﺎ‪.‬‬
‫‪ -‬ﺃﺛﱠﺮ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺍﻟﺬﻱ ﰎ ﺍﻋﺘﻤﺎﺩﻩ‪ ،‬ﺑﺸﻜﻞ ﺇﳚﺎﰊ ﻋﻠﻰ ﺗﻨﻈﻴﻢ ﺍﻟﻌﻤﻞ ﺑﺎﻟﺸﺮﻛﺔ ﻣﻦ ﺧﻼﻝ‬
‫ﺗﻨﻮﻳﻊ ﺍﺧﺘﺼﺎﺻﺎﺕ ﺍﳌﻮﻇﻔﲔ ﻭﲢﻮﻳﻞ ﺍﻟﻔﺎﺋﺾ ﻣﻨﻬﻢ ﺇﱃ ﻣﻮﺍﻗﻊ ﺃﺧﺮﻯ ﻣﻦ ﺍﻟﺸﺮﻛﺔ ﻛﺎﻧﺖ ﺗﻌﺎﱐ ﻧﻘﺼﺎ ﰲ‬
‫ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ‪.‬‬

‫‪169‬‬
‫‪ -‬ﺭﺩ ﻓﻌﻞ ﺍﳌﻮﻇﻔﲔ ﻛﺎﻥ ﺳﻠﺒﻴﺎ ﻧﻮﻋﺎ ﻣﺎ ﰲ ﺍﻟﺒﺪﺍﻳﺔ ﲡﺎﻩ ﺇﺩﺧﺎﻝ ﺃﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ؛ ﻭﺫﻟﻚ ﺧﻮﻓﺎ ﻣﻦ‬
‫ﺍﻟﺒﻄﺎﻟﺔ‪ ،‬ﻣﻊ ﺃﻧﻪ ﻋﻠﻰ ﺍﻟﺼﻌﻴﺪ ﺍﻟﻌﻤﻠﻲ ﱂ ﳛﺪﺙ ﻫﻨﺎﻙ ﺗﺴﺮﻳﺢ ﻟﻠﻌﻤﺎﻝ ﺟﺮﺍﺀ ﻋﻤﻠﻴﺔ ﺍﳊﻮﺳﺒﺔ‪ ،‬ﻷ‪‬ﺎ ﰲ‬
‫ﺍﻷﺳﺎﺱ ﻛﺎﻧﺖ ﺣﻮﺳﺒﺔ ﺗﺴﻴﲑﻳﺔ )‪ (Informatisation de Gestion‬ﻭﻟﻴﺴﺖ ﺣﻮﺳﺒﺔ ﺻﻨﺎﻋﻴﺔ‬
‫)‪ .(Informatisation Industrielle‬ﺇﺿﺎﻓﺔ ﺇﱃ ﻋﻘﺪﺓ ﺍﻟﺴﺮﻳﺔ ﺍﻟﱵ ﻳﻌﺎﱐ ﻣﻨﻬﺎ ﻣﻮﻇﻔﻮ ﺍﻟﺸﺮﻛﺔ‬
‫ﻭﺍﻟﱵ ﺣﺎﻟﺖ ﺩﻭﻥ ﺍﻻﺳﺘﺨﺪﺍﻡ ﺍﻷﻣﺜﻞ ﻟﻠﻨﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﰐ‪.‬‬
‫‪ -‬ﺑﻌﺪ ﻋﺎﻣﲔ ﻣﻦ ﺍﺳﺘﻐﻼﻝ ﺍﻟﻨﻈﺎﻡ‪ ،‬ﱂ ﺗﻈﻬﺮ ﺃﻳﺔ ﻣﺆﺷﺮﺍﺕ ﻋﻠﻰ ﺍﺭﺗﻔﺎﻉ ﺍﳌﺮﺩﻭﺩﻳﺔ ﺍﳌﺎﻟﻴﺔ ﻟﻠﺸﺮﻛﺔ ﺧﺎﺻﺔ‬
‫ﻣﻊ ﺍﻟﺘﺪﱐ ﺍﻟﻜﺒﲑ ﻟﻠﻤﺒﻴﻌﺎﺕ ﻭﺍﻟﺬﻱ ﻳﻐﻄﻲ ﻋﻠﻰ ﺍﻟﻨﺘﺎﺋﺞ ﺍﳌﺎﻟﻴﺔ ﺍﻹﳚﺎﺑﻴﺔ ﺍﻟﱵ ﻗﺪ ﲢﻘﻘﻬﺎ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﻌﻮﺍﻣﻞ‬
‫ﺍﻷﺧﺮﻯ‪.‬‬
‫‪ -‬ﱂ ﻳ‪‬ﺴﺠ‪‬ﻞ ﺗﻮﺍﺟﺪ ﺃﻭ ﺍﺳﺘﺨﺪﺍﻡ ﺃﻱ ﺃﺳﻠﻮﺏ ﻣﻦ ﺍﻷﺳﺎﻟﻴﺐ ﺍﻟﻜﻤﻴﺔ ﻻﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﺑﺎﻟﺸﺮﻛﺔ‪ ،‬ﻭﻻ ﺣﱴ‬
‫ﺍﻟﺒﺴﻴﻄﺔ ﻣﻨﻬﺎ ﻛﻄﺮﻳﻘﺔ ﺍﻟﺴﻤﺒﻠﻜﺲ ﺃﻭ )‪ (Pert‬ﺃﻭ ﻏﲑﻫﺎ؛ ﳑﺎ ﻳﻨﻌﻜﺲ ﺳﻠﺒﺎ ﻋﻠﻰ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ‪.‬‬
‫‪ -‬ﺍﻟﻨﻈﺎﻡ ﺍﻵﱄ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﺍﳌﻌﺘﻤﺪ ﰲ ﺍﻟﺸﺮﻛﺔ ﻻ ﳜﺪﻡ ﺑﺸﻜﻞ ﻛﺒﲑ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ؛ ﻭﺫﻟﻚ‬
‫ﻟﻐﻴﺎﺏ ﺃﻧﻈﻤﺔ ﺩﻋﻢ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﺃﻭ ﺍﻟﻨﻈﻢ ﺍﳋﺒﲑﺓ‪ ،‬ﻭﻻ ﺣﱴ ﻧﻈﻢ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭ‪ ،‬ﻭﺇﳕﺎ ﻳﺮﻛﺰ ﻋﻠﻰ ﺩﻋﻢ‬
‫ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﻮﻇﻴﻔﻴﺔ ﻭﺍﻟﺘﺸﻐﻴﻠﻴﺔ‪ ،‬ﻭﻣﻦ ﺧﻼﳍﺎ ﳝﻜﻨﻪ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ‪.‬‬
‫‪ -‬ﻏﻴﺎﺏ ﻭﻋﻲ ﺍﳌﺴﺆﻭﻟﲔ ﺑﺄﳘﻴﺔ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﻟﱵ ﻳﻮﻓﺮﻫﺎ ﺍﻟﻨﻈﺎﻡ ﰲ ﳎﺎﻝ ﺍﻻﺗﺼﺎﻻﺕ ﻭﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ‬
‫ﻭﺍﻟﺬﻱ ﲡﺴﺪ ﰲ ﺑﺮﻭﺯ ﻣﻘﺎﻭﻣﺔ ﻟﻠﺘﻐﻴﲑ؛ ﻣﻦ ﺧﻼﻝ ﺍﻻﻣﺘﻨﺎﻉ ﻋﻦ ﺍﺳﺘﺨﺪﺍﻡ ﺑﻌﺾ ﺍﳌﺰﺍﻳﺎ ﺍﻟﱵ ﻳﻘﺪﻣﻬﺎ ﺍﻟﻨﻈﺎﻡ‬
‫)ﻛﺎﻟﻌﻠﺐ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ )‪ ((les boites de messages‬ﻭﺍﻻﺳﺘﻤﺮﺍﺭ ﰲ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻷﺳﺎﻟﻴﺐ‬
‫ﺍﻟﺘﻘﻠﻴﺪﻳﺔ ﰲ ﺍﻹﻋﻼﻧﺎﺕ ﻭﺍﻻﺗﺼﺎﻻﺕ ﻭﻋﻘﺪ ﺍﻻﺟﺘﻤﺎﻋﺎﺕ‪.‬‬
‫‪ -‬ﺍﻟﻨﻈﺎﻡ ﺍﻵﱄ ﺍﳌﻌﺘﻤﺪ ﰲ ﺍﻟﺸﺮﻛﺔ ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ ﻫﻮ ﻧﻈﺎﻡ ﺑﺴﻴﻂ ﻷﲤﺘﺔ ﺍﳌﻜﺎﺗﺐ؛ ﻷﻧﻪ ﳛﺘﻮﻱ ﰲ ﺟﺎﻧﺐ‬
‫ﻛﺒﲑ ﻣﻨﻪ ﻋﻠﻰ ﺧﺼﺎﺋﺺ ﺃﻧﻈﻤﺔ ﲡﻬﻴﺰ ﺍﳌﻜﺎﺗﺐ ﻻﺣﺘﻮﺍﺋﻪ ﻋﻠﻰ ﺑﺮﺍﻣﺞ ﻣﻌﺎﳉﺔ ﺍﻟﻨﺼﻮﺹ ﻭﺗﻨﺴﻴﻘﻬﺎ ﻭﺍﻟﱪﻳﺪ‬
‫ﺍﻻﻟﻜﺘﺮﻭﱐ ﻭﺍﻟﺘﻨﻈﻴﻢ ﺍﻻﻟﻜﺘﺮﻭﱐ ﻟﻠﻤﻮﺍﻋﻴﺪ ﻭﺍﻟﻨﺎﺷﺮ ﺍﳌﻜﺘﱯ‪...‬ﻭﻏﲑﻫﺎ‪ ،‬ﻟﻜﻨﻪ ﻳﻔﺘﻘﺪ ﺇﱃ ﺧﺼﺎﺋﺺ ﺃﺧﺮﻯ‬
‫ﻛﺎﻻﺟﺘﻤﺎﻋﺎﺕ ﺍﻟﺴﻤﻌﻴﺔ ﻭﺍﻟﺘﻠﻔﺰﻳﻮﻧﻴﺔ‪..‬ﻭﻏﲑﻫﺎ‪.‬‬
‫‪ -‬ﰲ ﺍﻟﺸﺮﻛﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ ﻟﻸﳌﻨﻴﻮﻡ ﻳﻌﺘﱪ ﺗﻮﻓﺮ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﻼﺋﻤﺔ ﻭﺍﻟﻜﺎﻓﻴﺔ‪ ،‬ﺍﻟﺪﻗﻴﻘﺔ ﻭﰲ ﻭﻗﺘﻬﺎ ﺍﳌﻨﺎﺳﺐ ﺃﻫﻢ‬
‫ﳏﺪﺩ ﻟﺰﻳﺎﺩﺓ ﻓﻌﺎﻟﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻹﺩﺍﺭﻳﺔ‪.‬‬
‫‪ -‬ﺃﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺍﳌﻌﺘﻤﺪﺓ ﰲ ﺍﻟﺸﺮﻛﺔ ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ ﺗﺴﺎﻫﻢ ﺑﻘﺪﺭ ﻛﺒﲑ ﰲ ﺯﻳﺎﺩﺓ ﺩﻗﺔ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﺍﻟﺸﺮﻛﺔ‪ ،‬ﻭﺗﻮﻓﺮ ﻣﻌﻠﻮﻣﺎﺕ ﺃﻏﻠﺒﻬﺎ ﺿﺮﻭﺭﻱ ﻻﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﰲ ﻭﻗﺖ ﺳﺮﻳﻊ ﻧﺴﺒﻴﺎ‪ ،‬ﻛﻤﺎ‬
‫ﺗﻌﻄﻲ ﺷﻜﻼ ﺃﺣﺴﻦ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﳑﺎ ﻳﺴﻬﻞ ﺍﻟﺘﻌﺎﻣﻞ ﻣﻌﻬﺎ ﻭﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻨﻬﺎ‪ ،‬ﻛﻤﺎ ﺗﺴﺎﻫﻢ ﰲ ﺟﻌﻞ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﺃﻛﺜﺮ ﻗﺎﺑﻠﻴﺔ ﻟﻠﻘﻴﺎﺱ ﺍﻟﻜﻤﻲ‪.‬‬

‫‪170‬‬
‫‪ -‬ﺗ‪‬ﺒﲔ ﺍﻟﻨﺘﺎﺋﺞ ﺃﻥ ﺃﻫﻢ ﺍﳌﺰﺍﻳﺎ ﺍﻟﱵ ﻳﻘﺪﻣﻬﺎ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﺍﻟﺸﺮﻛﺔ ﻻﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﳝﻜﻦ ﺗﺮﺗﻴﺒﻬﺎ ﻋﻠﻰ‬
‫ﺍﻟﺸﻜﻞ ﺍﻟﺘﺎﱄ‪:‬‬
‫‪ -‬ﺗﻮﻓﲑ ﺍﻟﻮﻗﺖ‪.‬‬
‫‪ -‬ﺗﺴﻬﻴﻞ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪.‬‬
‫‪ -‬ﲢﺴﲔ ﺍﻻﺗﺼﺎﻻﺕ ﺍﳋﺎﺻﺔ ﺑﺎﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﺑﲔ ﳐﺘﻠﻒ ﺍﳌﺼﺎﱀ ﻭﺍﻷﻗﺴﺎﻡ‪.‬‬
‫‪ -‬ﲡﻨﺐ ﺍﻟﱰﺍﻋﺎﺕ ﻭﺗﺼﺎﺩﻡ ﺍﻟﺼﻼﺣﻴﺎﺕ ﰲ ﺍﻟﺸﺮﻛﺔ‪.‬‬
‫‪ -‬ﺍﺳﺘﺨﺪﺍﻡ ﺃﻓﻀﻞ ﻟﻠﻤﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ﺍﳌﺘﻮﻓﺮﺓ‪.‬‬
‫‪ -‬ﲢﺴﲔ ﺻﻮﺭﺓ ﺍﳌﺆﺳﺴﺔ ﻭﲰﻌﺘﻬﺎ‪.‬‬
‫‪-‬ﺗﻄﻮﻳﺮ ﻭﲢﺴﲔ ﺍﻹﺟﺮﺍﺀﺍﺕ ﻭﺍﻟﺴﻴﺎﺳﺎﺕ‪.‬‬
‫‪-‬ﺗﺮﺷﻴﺪ ﺍﻟﺘﻜﺎﻟﻴﻒ‪.‬‬
‫‪ -‬ﻳﺴﺎﻫﻢ ﻧﻈﺎﻡ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺸﺮﻛﺔ ﺑﻘﺪﺭ ﻭﺍﻓﺮ ﰲ ﺑﻠﻮﺭﺓ ﺭﺅﻳﺔ ﺃﻭﺿﺢ ﻟﻠﻤﺸﺎﻛﻞ ﻭﺑﺪﺍﺋﻞ ﺣﻠﻮﳍﺎ‪ ،‬ﻭﺑﺎﻟﺘﺎﱄ‬
‫ﺇﻧﺘﺎﺝ ﻗﺮﺍﺭﺍﺕ ﺃﻛﺜﺮ ﺩﻗﺔ ﻭﻣﺮﻭﻧﺔ ﻭﻓﻌﺎﻟﻴﺔ ﲜﻬﺪ ﻭﻭﻗﺖ ﺃﻗﻞ‪ ،‬ﻛﻤﺎ ﻳﺴﺎﻫﻢ ﰲ ﲢﺴﲔ ﺍﻹﺟﺮﺍﺀﺍﺕ‬
‫ﻭﺍﻟﺴﻴﺎﺳﺎﺕ ﻭﳛﺎﻓﻆ ﻋﻠﻰ ﻋﻼﻗﺔ ﺍﻟﺸﺮﻛﺔ ﲟﺤﻴﻄﻬﺎ‪.‬‬
‫‪ -‬ﺍﻟﺘﻜﻮﻳﻦ ﺍﻟﺬﻱ ﻭﻓﺮﺗﻪ ﺍﳌﺆﺳﺴﺔ ﳌﺴﺘﻌﻤﻠﻲ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳊﺎﱄ ﻳﻌﺘﱪ ﻣﻘﺒﻮﻻ ﻟﻜﻨﻪ ﻏﲑ ﺟﻴﺪ‬
‫ﻻﺳﺘﺨﺪﺍﻣﻪ ﰲ ﺍﲣﺎﺫ ﻗﺮﺍﺭﺍﺕ ﻓﻌﺎﻟﺔ‪.‬‬
‫‪ -‬ﻟﻸﻣﻦ ﻭﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻰ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺗﺄﺛﲑ ﻗﻮﻱ ﻋﻠﻰ ﻓﻌﺎﻟﻴﺔ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺑﺎﻟﺸﺮﻛﺔ ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ‪ ،‬ﺑﺪﻟﻴﻞ‬
‫ﺍﳋﺴﺎﺋﺮ ﺍﳍﺎﺋﻠﺔ ﺍﻟﱵ ﺗﻜﺒﺪ‪‬ﺎ ﺍﻟﺸﺮﻛﺔ ﺟﺮﺍﺀ ﺗﻌﺮﺿﻬﺎ ﻟﻸﻋﻄﺎﺏ ﺍﻟﻔﲑﻭﺳﻴﺔ‪.‬‬
‫‪ -‬ﺗﺘﺨﺬ ﺍﻟﺸﺮﻛﺔ ﲨﻠﺔ ﻣﻦ ﺍﻻﺣﺘﻴﺎﻃﺎﺕ ﳊﻤﺎﻳﺔ ﻧﻈﺎﻣﻬﺎ ﺍﳌﻌﻠﻮﻣﺎﰐ‪ ،‬ﻣﻨﻬﺎ‪:‬‬
‫‪ -‬ﻭﺿﻊ ﺑﺮﺍﻣﺞ ﺧﺎﺻﺔ ﳊﻤﺎﻳﺔ ﺃﺟﻬﺰﺓ ﻭﺑﺮﺍﻣﺞ ﺍﻟﻨﻈﺎﻡ ﻣﻦ ﺣﻮﺍﺳﻴﺐ ﻭﻏﲑﻫﺎ‪.‬‬
‫‪ -‬ﺍﳌﺘﺎﺑﻌﺔ ﺍﻟﻴﻮﻣﻴﺔ ﻣﻦ ﺧﻼﻝ ﺷﺒﻜﺔ ﺍﻹﻧﺘﺮﻧﺖ ﳉﻤﻴﻊ ﺃﻧﻮﺍﻉ ﺍﻟﻔﲑﻭﺳﺎﺕ ﺍﻟﱵ ﺗﻈﻬﺮ ﻳﻮﻣﻴﺎ‪ ،‬ﻭﻛﺬﺍ‬
‫ﺍﻟﱪﺍﻣﺞ ﺍﳌﻀﺎﺩﺓ ﳍﺬﻩ ﺍﻟﻔﲑﻭﺳﺎﺕ‪ ،‬ﻭﺍﻟﻌﻤﻞ ﻋﻠﻰ ﺍﻗﺘﻨﺎﺋﻬﺎ ﻭﺗﺰﻭﻳﺪ ﺍﻟﻨﻈﺎﻡ ‪‬ﺎ‪.‬‬
‫‪ -‬ﺯﻳﺎﺩﺓ ﺍﻻﻫﺘﻤﺎﻡ ﺑﺎﻟﻜﻤﺒﻴﻮﺗﺮ ﺍﳌﻀﻴﻒ ﺍﳌﺴﺎﻋﺪ )‪ (Le Serveur Secondaire‬ﰲ‬
‫ﺣﺎﻝ ﺗﻌﻄﻞ ﺍﻟﻜﻤﺒﻴﻮﺗﺮ ﺍﳌﻀﻴﻒ ﺍﻟﺮﺋﻴﺴﻲ )‪.(Le Serveur Principale‬‬
‫‪ -‬ﻧﺴﺦ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﺼﻔﺔ ﺩﻭﺭﻳﺔ ﻣﻦ ﻗﺎﻋﺪﺓ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﳋﺎﺻﺔ ﺑﺎﻟﻨﻈﺎﻡ ﻭﺣﻔﻈﻬﺎ ﰲ ﺃﻗﺮﺍﺹ ﺻﻠﺒﺔ‬
‫)‪ (cd-rom‬ﻣﻜﻮﻧﲔ ﺑﺬﻟﻚ ﺧﺰﺍﻧﺔ ﻟﻸﺭﺷﻴﻒ ﺍﻻﻟﻜﺘﺮﻭﱐ ﳝﻜﻦ ﺍﻟﺮﺟﻮﻉ ﳍﺎ ﻭﻗﺖ ﺍﳊﺎﺟﺔ‪.‬‬
‫‪ -‬ﺍﻋﺘﻤﺎﺩ ﺍﳌﻮﺩﻡ )‪ (Modem‬ﺑﺪﻝ ﺍﻟﱪﻳﺪ ﺍﻻﻟﻜﺘﺮﻭﱐ ﻓﻴﻤﺎ ﳜﺺ ﺍﻧﺘﻘﺎﻝ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺇﱃ‬
‫ﺍﳌﺪﻳﺮﻳﺔ ﺍﻟﻌﺎﻣﺔ ﺃﻭ ﻣﺮﺍﻛﺰ ﺍﻟﺘﻮﺯﻳﻊ ﳊﻤﺎﻳﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻣﻦ ﺟﺮﺍﺋﻢ ﺍﻟﻘﺮﺻﻨﺔ‪.‬‬

‫‪171‬‬
‫‪ -‬ﺍﻻﻋﺘﻤﺎﺩ ﺃﻛﺜﺮ ﻋﻠﻰ ﻧﻈﻢ ﻣﺮﺍﻗﺒﺔ ﺍﻟﺒﻴﺎﻧﺎﺕ )‪ (Data Control Systems‬ﻭﻧﻈﻢ‬
‫ﻣﺮﺍﻗﺒﺔ ﺍﻻﺗﺼﺎﻝ )‪.(Communication Control Systems‬‬
‫‪ -‬ﺍﲣﺎﺫ ﺇﺟﺮﺍﺀﺍﺕ ﺃﻛﺜﺮ ﺻﺮﺍﻣﺔ )ﻛﺎﺳﺘﺨﺪﺍﻡ ﻛﻠﻤﺎﺕ ﺍﻟﻌﺒﻮﺭ( ﻣﻊ ﺍﻟﺘﺤﺪﻳﺪ ﺍﻟﺪﻗﻴﻖ ﻟﻠﺼﻼﺣﻴﺎﺕ‬
‫ﻓﻴﻤﺎ ﳜﺺ ﺍﻹﻃﻼﻉ ﺃﻭ ﺗﻐﻴﲑ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ ﳛﺘﻮﻳﻬﺎ ﺍﻟﻨﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﰐ‪.‬‬
‫‪ -‬ﱂ ﻳﺘﻌﺮﺽ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﰲ ﺍﻟﺸﺮﻛﺔ ﻷﻱ ﺟﺮﺍﺋﻢ ﻗﺮﺻﻨﺔ؛ ﻟﻜﻦ ﰲ ﻇﺮﻭﻑ ﺍﳌﻨﺎﻓﺴﺔ ﺍﻟﺸﺪﻳﺪﺓ‬
‫ﺍﻟﱵ ﲤﺮ ‪‬ﺎ ﺍﻟﺸﺮﻛﺔ؛ ﻛﺘﻤﺎﻥ ﺍﳌﻌﻠﻮﻣﺔ ﻭﺍﶈﺎﻓﻈﺔ ﻋﻠﻴﻬﺎ ﳍﻤﺎ ﺑﺎﻟﻎ ﺍﻷﺛﺮ ﻋﻠﻰ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻟﻠﺸﺮﻛﺔ‪،‬‬
‫ﻭﺑﺎﻟﺘﺎﱄ ﻋﻠﻰ ﺇﻣﻜﺎﻧﻴﺔ ﺍﺳﺘﻤﺮﺍﺭﻫﺎ ﻭﺭﻳﺎﺩ‪‬ﺎ ﰲ ﺍﻟﺴﻮﻕ‪.‬‬

‫‪172‬‬
‫ﺑﻌﺪ ﺩﺭﺍﺳﺔ ﻭﲢﻠﻴﻞ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﺎﻟﺸﺮﻛﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ ﻟﻸﳌﻨﻴﻮﻡ‪ ،‬ﻭﺑﻌﺪ ﺍﻹﻃﻼﻉ ﻋﻠﻰ ﻧﺘﺎﺋﺞ‬
‫ﺍﻟﺪﺭﺍﺳﺔ ﻭﻣﺎ ﲢﻤﻠﻪ ﻣﻦ ﻧﻘﺎﻁ ﺍﻟﻘﻮﺓ ﻭﺍﻟﻀﻌﻒ ﰲ ﻫﺬﺍ ﺍﻟﻨﻈﺎﻡ‪ ،‬ﳝﻜﻦ ﺗﻘﺪﱘ ﺍﻻﻗﺘﺮﺍﺣﺎﺕ ﻭﺍﻟﺘﻮﺻﻴﺎﺕ‬
‫ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬
‫ﺿﺮﻭﺭﺓ ﺍﻟﺴﻌﻲ ﻭﺭﺍﺀ ﻣﻮﺍﻛﺒﺔ ﺍﻟﺘﻄﻮﺭ ﰲ ﻧﻈﻢ ﻭﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺴﺘﺨﺪﻣﺔ ﰲ ﺍﳌﺆﺳﺴﺎﺕ‬ ‫‪-‬‬
‫ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ﺍﳌﺘﻄﻮﺭﺓ‪ ،‬ﻭﺫﻟﻚ ﻣﻦ ﺧﻼﻝ ﺗﻄﻮﻳﺮ ﻧﻈﺎﻡ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺸﺮﻛﺔ ﺍﳊﺎﱄ ﺑﺈﺩﺧﺎﻝ ﻋﻨﺎﺻﺮ ﺃﻧﻈﻤﺔ‬
‫ﲡﻬﻴﺰ ﺍﳌﻜﺎﺗﺐ ﻭﻧﻈﻢ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭﺍﺕ ﻭﻧﻈﻢ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ؛ ﺑﺪﺀﺍ ﺑﺎﺳﺘﻐﻼﻝ ﺍﻹﻣﻜﺎﻧﻴﺎﺕ ﻏﲑ‬
‫ﺍﳌﺴﺘﻐﻠﺔ ﻟﻠﻨﻈﺎﻡ ﺍﳊﺎﱄ ﻭﻣﺮﻭﺭﺍ ﺑﺘﺰﻭﻳﺪﻩ ﺑﺘﺠﻬﻴﺰﺍﺕ ﻭﺑﺮﺍﻣﺞ ﺃﻛﺜﺮ ﺗﻄﻮﺭﺍ‪ ،‬ﻭﻫﺬﺍ ﻟﻼﺳﺘﻔﺎﺩﺓ ﻣﻦ ﻣﻴﺰﺍﺕ ﻫﺬﻩ‬
‫ﺍﻟﻨﻈﻢ ﻭﻫﺬﻩ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﰲ ﺇﻧﺘﺎﺝ ﻗﺮﺍﺭﺍﺕ ﺫﺍﺕ ﻓﻌﺎﻟﻴﺔ ﻋﺎﻟﻴﺔ‪.‬‬
‫ﺗﻜﺜﻴﻒ ﺍﻟﺪﻭﺭﺍﺕ ﺍﻟﺘﻜﻮﻳﻨﻴﺔ ﻭﺍﻟﺘﺪﺭﻳﺒﻴﺔ‪ ،‬ﻭﺟﻌﻠﻬﺎ ﺑﺼﻔﺔ ﺩﻭﺭﻳﺔ ﻟﺰﻳﺎﺩﺓ ﻛﻔﺎﺀﺓ ﻣﺴﺘﺨﺪﻣﻲ ﺍﻟﻨﻈﺎﻡ ﰲ‬ ‫‪-‬‬
‫ﺍﻟﺘﻌﺎﻣﻞ ﻣﻊ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﻭﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺒﻨﻴﺔ ﻋﻠﻰ ﺍﳊﺎﺳﺐ ﺍﻵﱄ‪ ،‬ﻭﺍﻟﱵ ﺗﺸﻬﺪ ﺗﻄﻮﺭﺍﺕ ﺳﺮﻳﻌﺔ‬
‫ﻭﻣﺴﺘﻤﺮﺓ‪ ،‬ﻭﺗﻜﺮﻳﺴﻬﺎ ﰲ ﺇﻧﺘﺎﺝ ﻗﺮﺍﺭﺍﺕ ﺃﻛﺜﺮ ﻓﻌﺎﻟﻴﺔ‪ .‬ﺃﻱ ﺿﺮﻭﺭﺓ ﺍﻟﺮﺑﻂ ﻭﺍﻟﺘﻨﺴﻴﻖ ﺑﲔ ﺍﳉﺎﻧﺐ ﺍﻹﻧﺴﺎﱐ‬
‫ﻭﺍﳉﺎﻧﺐ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻲ ﻟﻀﻤﺎﻥ ﻗﻴﺎﻡ ﺍﻟﻨﻈﺎﻡ ﺍﻵﱄ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﺑﻮﻇﺎﺋﻔﻪ ﻋﻠﻰ ﺃﺣﺴﻦ ﻣﺎ ﻳﺮﺍﻡ ﻟﺘﺤﻘﻴﻖ‬
‫ﺍﻷﻫﺪﺍﻑ ﺍﻟﱵ ﺻﻤﻢ ﻣﻦ ﺃﺟﻠﻬﺎ‪.‬‬
‫ﺯﻳﺎﺩﺓ ﺍﻋﺘﻤﺎﺩ ﺍﻷﺳﺎﻟﻴﺐ ﺍﻟﻜﻤﻴﺔ ﻻﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﺿﻤﻦ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻟﺰﻳﺎﺩﺓ ﺳﺮﻋﺔ ﻭﺩﻗﺔ‬ ‫‪-‬‬
‫ﻭﻛﻔﺎﺀﺓ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﱵ ﺗﺒﲎ ﻋﻠﻰ ﻧﺘﺎﺋﺠﻬﺎ‪.‬‬
‫ﺗﻮﻓﲑ ﺣﺎﺳﺒﺎﺕ ﺇﻟﻜﺘﺮﻭﻧﻴﺔ ﺇﺿﺎﻓﻴﺔ ﻏﲑ ﻣﻮﺻﻠﺔ ﺑﻨﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﻛﻲ ﻳﺴﺘﺨﺪﻣﻬﺎ ﺍﳌﻮﻇﻔﻮﻥ ﰲ‬ ‫‪-‬‬
‫ﺃﻭﻗﺎﺕ ﺍﻟﺮﺍﺣﺔ ﻭﺍﻟﻔﺮﺍﻍ؛ ﻭﺫﻟﻚ ﻟﻠﺤﺪ ﻣﻦ ﻇﺎﻫﺮﺓ ﺍﺳﺘﺨﺪﺍﻡ ﺃﺟﻬﺰﺓ ﻭﺑﺮﺍﻣﺞ ﺍﻟﻨﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﰐ ﻟﻸﻏﺮﺍﺽ‬
‫ﺍﻟﺸﺨﺼﻴﺔ ﺃﻭ ﺍﻟﺘﺮﻓﻴﻪ ﺃﻭ ﻷﻏﺮﺍﺽ ﺃﺧﺮﻯ ﻻ ﻋﻼﻗﺔ ﳍﺎ ﺑﺎﻟﻌﻤﻞ‪ .‬ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﻛﺴﺮ ﻋﻘﺪﺓ "ﺍﻟﺴﺮﻳﺔ‬
‫ﻭﺍﻟﺸﺨﺼﻴﺔ" ﺍﻟﱵ ﻳﻌﺎﱐ ﻣﻨﻬﺎ ﺍﳌﻮﻇﻔﻮﻥ ﻭﺯﻳﺎﺩﺓ ﺛﻘﺘﻬﻢ ﺑﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ؛ ﳑﺎ ﻳﻨﻌﻜﺲ ﺑﺎﻹﳚﺎﺏ ﻋﻠﻰ‬
‫ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳌﺘﺨﺬﺓ ﰲ ﺍﻟﺸﺮﻛﺔ‪.‬‬
‫ﺍﻟﻘﻴﺎﻡ ﲝﻤﻼﺕ ﲢﺴﻴﺴﻴﺔ ﻭﺗﻮﻋﻴﺔ‪ ،‬ﻭﺃﻳﺎﻡ ﺩﺭﺍﺳﻴﺔ ﻟﺘﻌﺮﻳﻒ ﻣﺴﺘﺨﺪﻣﻲ ﺍﻟﻨﻈﺎﻡ ﺑﺄﳘﻴﺔ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ‬ ‫‪-‬‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ ﻳﻮﻓﺮﻫﺎ ﺍﻟﻨﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﰐ ﰲ ﺗﺴﻬﻴﻞ ﻋﻤﻠﻴﺎ‪‬ﻢ ﺍﻹﺩﺍﺭﻳﺔ ﻭﺯﻳﺎﺩﺓ ﻓﻌﺎﻟﻴﺔ ﻗﺮﺍﺭﺍ‪‬ﻢ‪.‬‬
‫‪ -‬ﺍﻟﺴﻌﻲ ﻭﺭﺍﺀ ﺍﶈﺎﻓﻈﺔ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﻷﻣﻦ ﻭﺍﻟﺮﻗﺎﺑﺔ ﺍﻟﺬﻱ ﻳﺘﻤﺘﻊ ﺑﻪ ﺍﻟﻨﻈﺎﻡ ﺍﳊﺎﱄ ﻭﺍﻟﻌﻤﻞ ﻋﻠﻰ‬
‫ﺗﻄﻮﻳﺮ ﺇﺟﺮﺍﺀﺍﺕ ﺍﻟﺴﻼﻣﺔ ﺗﺒﻌﺎ ﻟﺘﻄﻮﺭ ﺍﻟﻨﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﰐ ﺑﺎﻟﺸﺮﻛﺔ ﻛﺎﺳﺘﺨﺪﺍﻡ ﺍﻟﺒﻄﺎﻗﺔ ﺍﻟﺬﻛﻴﺔ ﻭﺑﻄﺎﻗﺔ‬

‫‪173‬‬
‫ﺍﻟﺘﻌﺮﻳﻒ ﺍﻟﺒﻼﺳﺘﻴﻜﻴﺔ ﻭﻧﻈﻢ ﻣﺮﺍﻗﺒﺔ ﺍﻻﺗﺼﺎﻻﺕ ﺍﳌﺘﻄﻮﺭﺓ‪ ،‬ﻭﻧﻈﻢ ﻣﺮﺍﻗﺒﺔ ﺍﻟﺒﻴﺎﻧﺎﺕ‪ ،‬ﻭﻛﺬﺍ ﺃﻧﻈﻤﺔ‬
‫)‪ (Biometrics‬ﻭﻣﺎ ﲤﺜﻠﻪ ﻣﻦ ﻓﺤﺺ ﻟﻠﺒﺼﻤﺎﺕ ﻭﻏﲑﻫﺎ‪.‬‬
‫‪ -‬ﺍﻟﺴﻌﻲ ﺇﱃ ﺗﻮﺳﻴﻊ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺟﻐﺮﺍﻓﻴﺎ ﺇﱃ ﻛﺎﻣﻞ ﻫﻴﺎﻛﻞ ﺍﻟﺸﺮﻛﺔ ﻟﻠﻘﻀﺎﺀ ﻋﻠﻰ ﻇﺎﻫﺮﺓ ﻧﻘﻞ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﻋﱪ ﻭﺳﺎﺋﻂ ﻧﻘﻞ ﺗﻨﻘﻠﻬﺎ ﻭﺳﺎﺋﻞ ﻣﻜﻠﻔﺔ ﺃﺳﺎﺳﺎ ﺑﻨﻘﻞ ﺍﻟﺒﻀﺎﺋﻊ )ﺷﺎﺣﻨﺎﺕ ﻋﺎﺩﺓ(‪ ،‬ﻭﺑﺎﻟﺘﺎﱄ ﲡﻨﺐ‬
‫ﺍﳌﺨﺎﻃﺮ ﺍﻟﱵ ﺗﻨﻄﻮﻱ ﻋﻠﻴﻬﺎ ﻫﺬﻩ ﺍﻟﻄﺮﻳﻘﺔ‪ ،‬ﻭﺍﳊﺼﻮﻝ ﻋﻠﻰ ﺍﳌﻴﺰﺍﺕ ﺍﻟﱵ ﻳﻮﻓﺮﻫﺎ ﺍﻟﻨﻈﺎﻡ؛ ﻣﻦ ﻭﻗﺖ‪ ،‬ﻭﺃﻣﻦ‬
‫ﻭﺍﻗﺘﺼﺎﺩ ﰲ ﺗﻜﻠﻔﺔ ﺍﳍﺎﺗﻒ )ﻋﻨﺪ ﺍﺳﺘﺨﺪﺍﻡ ﺍﳌﻮﺩﻡ( ﻭﻏﲑﻫﺎ‪.‬‬
‫‪ -‬ﺍﻟﺴﻌﻲ ﺇﱃ ﺇﺩﺧﺎﻝ ﻣﻘﻴﺎﺱ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻛﻤﻘﻴﺎﺱ ﺇﺟﺒﺎﺭﻱ ﰲ ﺍﻟﱪﺍﻣﺞ ﺍﻟﺘﻌﻠﻴﻤﻴﺔ‬
‫ﺍﳉﺎﻣﻌﻴﺔ‪ ،‬ﺧﺎﺻﺔ ﰲ ﺍﻻﺧﺘﺼﺎﺻﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﺍﻟﻘﺎﻧﻮﻧﻴﺔ ﻭﺍﻻﻗﺘﺼﺎﺩﻳﺔ ﳌﻨﺢ ﺍﻟﻄﻠﺒﺔ )ﻣﺴﲑﻭ ﺍﳌﺴﺘﻘﺒﻞ( ﺧﻠﻔﻴﺔ‬
‫ﻋﻠﻤﻴﺔ ﺣﻮﻝ ﺍﻟﻮﻇﺎﺋﻒ ﺍﻹﺩﺍﺭﻳﺔ )ﺧﺎﺻﺔ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ( ﻭﺩﻭﺭ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺗﻜﻨﻮﻟﻮﺟﻴﺎ‪‬ﺎ ﰲ‬
‫ﺯﻳﺎﺩﺓ ﻛﻔﺎﺀﺓ ﻭﻓﻌﺎﻟﻴﺔ ﻫﺬﻩ ﺍﻟﻮﻇﺎﺋﻒ‪.‬‬

‫‪174‬‬
175
‫ﻟﻘﺪ ﺍﻛﺘﺴﺖ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﺃﳘﻴﺔ ﺑﺎﻟﻐﺔ ﰲ ﺍﻟﻌﺼﺮ ﺍﳊﺪﻳﺚ ﺧﺎﺻﺔ ﺑﻌﺪ ﺃﻥ ﺃﺻﺒﺤﺖ ﺍﳌﻨﺸﺂﺕ‬
‫ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ﺗﻌﻤﻞ ﲟﻮﺍﺭﺩ ﻛﺜﲑﺓ ﻭﲟﻌﺪﺍﺕ ﺿﺨﻤﺔ ﻭﺗﺴﺘﺜﻤﺮ ﺃﻣﻮﺍﻻ ﻃﺎﺋﻠﺔ‪ ،‬ﻭﻏﺪﺕ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ‬
‫ﰲ ﳎﺎﻝ ﺇﺩﺍﺭﺓ ﺍﻷﻋﻤﺎﻝ ﲟﺜﺎﺑﺔ ﺍﶈﺮﻙ ﺍﳊﻘﻴﻘﻲ ﻟﻨﺸﺎﻁ ﺍﳌﻨﻈﻤﺎﺕ‪ ،‬ﻭﻧﻘﻄﺔ ﺍﻻﻧﻄﻼﻕ ﳓﻮ ﲢﻘﻴﻖ ﺍﻷﻫﺪﺍﻑ‬
‫ﺍﳌﺮﺟﻮﺓ‪ ،‬ﻣﺎ ﺃﻓﺮﺯ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﳌﺴﺎﳘﺎﺕ ﺍﻟﻔﻜﺮﻳﺔ ﰲ ﻫﺬﺍ ﺍ‪‬ﺎﻝ‪ ،‬ﺑﻞ ﻭﺑﺮﻭﺯ ﻣﺪﺭﺳﺔ ﺑﺄﻛﻤﻠﻬﺎ ﺗﺴﻤﻰ‬
‫"ﺍﳌﺪﺭﺳﺔ ﺍﻟﻘﺮﺍﺭﻳﺔ"‪ .‬ﻛﻤﺎ ﺃﻥ ﻗﺪﺭﺓ ﺃﻱ ﻣﺆﺳﺴﺔ ﻋﻠﻰ ﲢﻘﻴﻖ ﺃﻫﺪﺍﻓﻬﺎ ﺗﻌﺘﻤﺪ ﻋﻠﻰ ﻣﺪﻯ ﳒﺎﺣﻬﺎ ﰲ ﲣﻄﻴﻂ‬
‫ﻭﺗﻨﻈﻴﻢ ﺃﻋﻤﺎﳍﺎ‪ ،‬ﻭﻋﻠﻰ ﻣﺪﻯ ﻗﻴﺎﻣﻬﺎ ﺑﺈﺩﺍﺭﺓ ﻣﻮﺍﺭﺩﻫﺎ ﻭﻣﻮﻇﻔﻴﻬﺎ ﻭﺍﻟﺘﻨﺴﻴﻖ ﺑﻴﻨﻬﻢ‪ ،‬ﻣﻊ ﲢﻘﻴﻖ ﺍﻟﺮﻗﺎﺑﺔ ﺍﻟﻔﻌﺎﻟﺔ‬
‫ﻋﻠﻰ ﳐﺘﻠﻒ ﺍﻷﻋﻤﺎﻝ ﺍﻟﱵ ﺗﻘﻮﻡ ‪‬ﺎ‪ .‬ﻭﻫﺬﺍ ﻣﺎ ﳚﻌﻞ ﻣﻦ ﺍﻟﻀﺮﻭﺭﻱ ﺃﻥ ﺗﻌﻤﻞ ﺍﳌﻨﻈﻤﺔ ﻋﻠﻰ ﺗﻮﻓﲑ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﺍﻟﺪﻗﻴﻘﺔ ﻭﺍﳌﻼﺋﻤﺔ‪ ،‬ﺍﻟﺸﺎﻣﻠﺔ ﻭﺍﳌﺘﻜﺎﻣﻠﺔ ﻭﰲ ﻭﻗﺘﻬﺎ ﺍﳌﻨﺎﺳﺐ ﻭﺑﺎﻟﺘﻜﻠﻔﺔ ﺍﳌﻨﺎﺳﺒﺔ ﻷﻧﻪ ﻋﻠﻰ ﺃﺳﺎﺳﻬﺎ ﺗﺒﲎ‬
‫ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﺮﺷﻴﺪﺓ‪ .‬ﺇﻥ ﺍﻟﺘﻄﻮﺭ ﺍﻟﺴﺮﻳﻊ ﳊﺠﻢ ﻭﺃﻧﻮﺍﻉ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ ﻳﺘﻢ ﺗﺪﺍﻭﳍﺎ ﰲ ﺍﳌﺆﺳﺴﺔ ﺃﺩﻯ ‪‬ﺬﻩ‬
‫ﺍﻷﺧﲑﺓ ﺇﱃ ﺍﻟﺒﺤﺚ ﻋﻠﻰ ﻧﻈﺎﻡ ﻳﻜﻔﻞ ﳍﺎ ﺍﻟﺴﻴﻄﺮﺓ ﻋﻠﻰ ﺫﻟﻚ ﺍﻟﻜﻢ ﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ ﲣﺰﻳﻨﺎ‪ ،‬ﻣﻌﺎﳉﺔ‪ ،‬ﻧﺸﺮﺍ‬
‫ﻭﺍﺳﺘﺮﺟﺎﻋﺎ‪ ،‬ﳑﺎ ﻳﻜﻔﻞ ﺗﻮﺍﻓﺮ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﻄﻠﻮﺑﺔ ﳌﺴﺘﻮﻳﺎﺕ ﺍﻹﺩﺍﺭﺓ ﺣﱴ ﺗﺴﺘﻄﻴﻊ ﺍﲣﺎﺫ ﻗﺮﺍﺭﺍ‪‬ﺎ ﻋﻠﻰ‬
‫ﺃﺣﺴﻦ ﻭﺟﻪ‪ .‬ﻭﻟﻘﺪ ﺗﻄﻮﺭﺕ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺗﻄﻮﺭﺍ ﻛﺒﲑﺍ ﲤﺎﺷﻴﺎ ﻣﻊ ﺍﻟﺘﻄﻮﺭ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻲ‪ ،‬ﻣﻦ ﺍﻟﻨﻈﺎﻡ‬
‫ﺍﻟﻴﺪﻭﻱ ﺍﻟﺒﺴﻴﻂ ﺇﱃ ﺍﻟﺸﺒﻜﺎﺕ ﺍﻟﻌﺼﺒﻴﺔ ﻭﺍﻟﻨﻈﻢ ﺍﳋﺒﲑﺓ‪ ،‬ﻭﺑﺮﻭﺯ ﻣﻔﻬﻮﻡ ﺍﻟﺬﻛﺎﺀ ﺍﻟﺼﻨﺎﻋﻲ ﻛﺒﺪﻳﻞ ﻟﻺﻧﺴﺎﻥ‬
‫ﰲ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺟﻮﺍﻧﺐ ﺍﻟﺘﺨﻄﻴﻂ ﻭﺍﻟﺮﻗﺎﺑﺔ‪.‬‬
‫ﻭﻛﻠﻤﺎ ﺍﺳﺘﻄﺎﻋﺖ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﲢﻘﻴﻖ ﻣﺴﺘﻮﻯ ﻋﺎﱄ ﻣﻦ ﺍﻟﺘﻌﺎﺿﺪ ﺑﲔ ﻧﻈﻢ ﻣﻜﻮﻧﺎﺕ‬
‫ﻭﺑﺮﺍﻣﺞ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳊﺪﻳﺜﺔ‪ ،‬ﻛﻠﻤﺎ ﺍﺳﺘﻄﺎﻋﺖ ﻫﺬﻩ ﺍﻟﻨﻈﻢ ﺃﻥ ﲢﻘﻖ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ‬
‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﳌﺆﻛﺪﺓ ﺍﻟﱵ ﻻ ﺗﺘﺤﻘﻖ ﺇﻻ ﻣﻦ ﺧﻼﻝ ﺍﻛﺘﺴﺎﺏ ﻭﺇﻧﺘﺎﺝ ﻣﻌﻠﻮﻣﺎﺕ ﺫﺍﺕ ﻗﻴﻤﺔ ﻣﻀﺎﻓﺔ ﺇﱃ‬
‫ﺍﻟﻘﻴﻤﺔ ﺍﻟﻜﻠﻴﺔ ﳌﺨﺮﺟﺎﺕ ﺍﳌﻨﻈﻤﺔ ﻣﻦ ﻣﻨﺘﺠﺎﺕ ﻭﺳﻠﻊ ﻭﺧﺪﻣﺎﺕ‪.‬‬
‫ﻭﰲ ﻭﺍﻗﻊ ﺍﻷﻋﻤﺎﻝ ﺍﻟﻴﻮﻡ ﳝﻜﻦ ﺍﻟﻘﻮﻝ ﻭﺑﺪﻭﻥ ﺗﺮﺩﺩ ﺑﺄﻥ ﻏﻴﺎﺏ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﰲ ﻣﻨﻈﻤﺎﺕ‬
‫ﺍﻷﻋﻤﺎﻝ ﺍﳊﺪﻳﺜﺔ ﻳﻌﲏ ﻏﻴﺎﺏ ﺃﻭ ﺍﺳﺘﺤﺎﻟﺔ ﺍﺳﺘﻤﺮﺍﺭ ﺃﻧﺸﻄﺔ ﺍﳌﺆﺳﺴﺎﺕ ﺍﻟﺮﺋﻴﺴﻴﺔ‪ ،‬ﻛﻤﺎ ﻳﻌﲏ ﺻﻌﻮﺑﺔ ﲢﻘﻴﻖ‬
‫ﻣﺴﺘﻮﻳﺎﺕ ﻣﻘﺒﻮﻟﺔ ﻣﻦ ﺍﻟﻜﻔﺎﺀﺓ ﻭﺍﻟﻔﻌﺎﻟﻴﺔ ﰲ ﺑﻌﺾ ﺍﻷﻧﺸﻄﺔ؛ ﻭﺗﻜﻔﻲ ﺍﻹﺷﺎﺭﺓ ﰲ ﻫﺬﺍ ﺍﻟﺼﺪﺩ ﺇﱃ‬
‫ﺍﳌﺆﺳﺴﺎﺕ ﺍﻟﺒﻨﻜﻴﺔ ﻭﺷﺮﻛﺎﺕ ﺍﻟﺘﺄﻣﲔ‪ ،‬ﻭﺷﺮﻛﺎﺕ ﺧﺪﻣﺎﺕ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﻟﱪﳎﻴﺎﺕ‪ ،‬ﻓﻬﻲ ﻣﺆﺳﺴﺎﺕ ﻻ‬
‫ﳝﻜﻨﻬﺎ ﺃﻥ ﺗﺴﺘﻤﺮ ﻣﻦ ﺩﻭﻥ ﻭﺟﻮﺩ ﻧﻈﺎﻡ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ‪ ،‬ﻭﻫﺬﻩ ﺍﳊﺎﺟﺔ ﺗﺘﻮﺍﺟﺪ ﻛﺬﻟﻚ ﻟﻜﻦ ﺑﺄﻗﻞ ﺣﺪﺓ ﰲ‬
‫ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻨﺎﻋﻴﺔ ﻭﺍﳋﺪﻣﻴﺔ ﻭﺣﱴ ﺷﺮﻛﺎﺕ ﺍﻟﺒﻨﺎﺀ‪،‬‬
‫ﻛﻤﺎ ﺃﻥ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺃﺻﺒﺤﺖ ﺗﺸﻜﻞ ﳏﻮﺭ ﺗﻜﺎﻣﻞ ﻭﲡﺎﻧﺲ ﻭﺗﻨﺴﻴﻖ ﺑﲔ ﺍﻟﻌﻨﺎﺻﺮ‬
‫ﺍﻷﺳﺎﺳﻴﺔ ﳌﻨﻈﻤﺔ ﺍﻷﻋﻤﺎﻝ‪ ،‬ﺇﺫ ﺃﻥ ﳍﺎ ﺗﺄﺛﲑﺍ ﺣﻴﻮﻳﺎ ﰲ ﺗﺸﻜﻴﻞ ﺑﻨﻴﺔ ﺍﻟﺘﻨﻈﻴﻢ ﻭﰲ ﺍﻟﺘﺄﺛﲑ ﻋﻠﻰ ﺍﺧﺘﻴﺎﺭ ﻧﻮﻉ‬
‫ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﺍﳌﻨﺎﺳﺐ ﳍﺬﺍ ﺍﻟﻨﻈﺎﻡ ﻭﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻷﻋﻤﺎﻝ ﺃﻳﻀﺎ‪ ،‬ﻭﺫﻟﻚ ﺍﻧﻄﻼﻗﺎ ﻣﻦ ﺍﻓﺘﺮﺍﺽ ﺃﻥ‬

‫‪176‬‬
‫ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻳﻨﺒﻐﻲ ﺃﻥ ﻳﺘﺒﻊ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻭﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﻟﻴﺲ ﺍﻟﻌﻜﺲ‪ ،‬ﺃﻭ ﻋﻠﻰ ﺍﻷﻗﻞ ﺗﻜﻮﻳﻦ‬
‫ﻋﻼﻗﺔ ﻣﻦ ﺍﻟﺘﻜﺎﻣﻞ ﻭﺍﻟﺘﻄﻮﺭ ﺍﳌﺘﻮﺍﺯﻥ ﺑﲔ ﺑﻨﻴﺔ ﺍﻟﺘﻨﻈﻴﻢ ﻭﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍﻷﻋﻤﺎﻝ ﺍﻟﺸﺎﻣﻠﺔ؛‬
‫ﻭﺑﺎﻟﻨﺘﻴﺠﺔ ﺗﻜﻮﻥ ﻟﻨﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺻﻠﺔ ﻣﺒﺎﺷﺮﺓ ﰲ ﺗﺸﻜﻴﻞ ﺛﻘﺎﻓﺔ ﺍﳌﻨﻈﻤﺔ‪ ،‬ﺫﻟﻚ ﻷﻥ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﲤﺜﻞ ﰲ ﺍﻟﻮﺍﻗﻊ ﺇﺣﺪﻯ ﺍﳌﺼﺎﺩﺭ ﺍﳌﻬﻤﺔ ﺍﻟﱵ ﺗﻨﻬﻞ ﻣﻨﻬﺎ ﺍﻹﺩﺍﺭﺓ ﰲ ﺗﺄﺳﻴﺲ ﺛﻘﺎﻓﺘﻬﺎ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﺃﻭ‬
‫ﺇﻋﺎﺩﺓ ﺻﻴﺎﻏﺔ ﻫﺬﻩ ﺍﻟﺜﻘﺎﻓﺔ‪.‬‬
‫ﻛﻤﺎ ﺗﺮﺗﺒﻂ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﺜﻘﺎﻓﺔ ﺍﳉﻮﺩﺓ ﻭﻋﻨﺎﺻﺮ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺆﻛﺪﺓ؛ ﺇﺫ ﺃﻥ‬
‫ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺑﻮﺟﻮﺩﻫﺎ ﰲ ﺍﳌﻨﻈﻤﺔ ﻭﻋﻤﻠﻬﺎ ﺍﳌﺒﺎﺷﺮ ﻣﻊ ﺍﳌﺪﻳﺮ ﻭﺍﻹﺩﺍﺭﺓ ﺗﻌﻤﻞ ﻋﻠﻰ ﺗﻌﺰﻳﺰ ﺛﻘﺎﻓﺔ‬
‫ﺍﳌﻨﻈﻤﺔ ﺍﻟﱵ ﺗﺴﺘﻨﺪ ﻋﻠﻰ ﺍﳌﻌﺮﻓﺔ ﻭﺍﳌﻌﻠﻮﻣﺔ ﻭﺍﳌﺸﺎﺭﻛﺔ ﺍﳉﻤﺎﻋﻴﺔ ﰲ ﺻﻨﻊ ﺍﻟﻘﺮﺍﺭ‪ .‬ﻛﻤﺎ ﺃﻥ ﻧﻮﻉ ﻭﳕﻂ‬
‫ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎﺕ ﺍﳌﻌﻠﻮﻣﺎﺗﻴﺔ ﺍﳌﺘﺎﺣﺔ ﰲ ﺍﳌﻨﻈﻤﺔ ﳛﺪﺩ ﺇﱃ ﺣﺪ ﻣﺎ ﻧﻮﻉ ﻭﳕﻂ ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ﺍﳌﻮﺟﻮﺩﺓ ﺃﻭ ﺍﻟﱵ‬
‫ﲢﺘﺎﺟﻬﺎ ﺍﳌﻨﻈﻤﺔ‪.‬‬
‫ﻭﺍﳌﺆﺳﺴﺔ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ ﻟﻴﺴﺖ ﲟﻌﺰﻝ ﻋﻦ ﻫﺬﻩ ﺍﻟﺘﻄﻮﺭﺍﺕ ﺧﺎﺻﺔ ﰲ ﻇﻞ ﺍﳌﻨﺎﻓﺴﺔ ﺍﻟﱵ‬
‫ﺃﺻﺒﺤﺖ ﺗﻌﺎﱐ ﻣﻨﻬﺎ‪ ،‬ﻭﺍﻟﱵ ﻳﺘﻮﻗﻊ ﺃﻥ ﺗﺰﻳﺪ ﻓﻮﺭ ﺗﻮﻓﺮ ﺍﻟﺸﺮﻭﻁ ﺍﳌﻨﺎﺳﺒﺔ‪ .‬ﻭﻫﺬﺍ ﻣﺎ ﺗﻮﺻﻠﺖ ﺇﻟﻴﻪ ﻫﺬﻩ‬
‫ﺍﻟﺪﺭﺍﺳﺔ ﻣﻦ ﺧﻼﻝ ﺃﺧﺬ ﺣﺎﻟﺔ ﺍﻟﺸﺮﻛﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ ﻟﻸﳌﻨﻴﻮﻡ ﺃﻳﻦ ﰎ ﺇﺛﺒﺎﺕ ﺃﻥ ﻟﻨﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ‪‬ﺎ‬
‫ﺃﺛﺮ ﻛﺒﲑ ﻋﻠﻰ ﻓﻌﺎﻟﻴﺔ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳌﺘﺨﺬﺓ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﻟﺸﺮﻛﺔ ﻭﺫﻟﻚ ﲟﺴﺎﳘﺘﻬﺎ ﺑﻘﺪﺭ ﻛﺒﲑ ﰲ ﺯﻳﺎﺩﺓ ﺩﻗﺔ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﺍﻟﺸﺮﻛﺔ‪ ،‬ﻭﺗﻮﻓﲑ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﻀﺮﻭﺭﻳﺔ ﻻﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﰲ ﻭﻗﺖ ﺳﺮﻳﻊ‪ ،‬ﻛﻤﺎ ﺗﻌﻄﻲ ﺷﻜﻼ‬
‫ﺃﺣﺴﻦ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﳑﺎ ﻳﺴﻬﻞ ﺍﻟﺘﻌﺎﻣﻞ ﻣﻌﻬﺎ ﻭﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻨﻬﺎ‪ ،‬ﻭﲡﻌﻠﻬﺎ ﺃﻛﺜﺮ ﻗﺎﺑﻠﻴﺔ ﻟﻠﻘﻴﺎﺱ ﺍﻟﻜﻤﻲ‪ .‬ﻛﻤﺎ‬
‫ﺃﺛﺒﺘﺖ ﺍﻟﺪﺭﺍﺳﺔ ﺃﻥ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺑﺎﻟﺸﺮﻛﺔ ﺗﺆﺛﺮ ﺑﺸﻜﻞ ﺇﳚﺎﰊ ﻋﻠﻰ ﺗﻨﻈﻴﻢ ﺍﻟﻌﻤﻞ ‪‬ﺎ‪ ،‬ﻭﺃ‪‬ﺎ‬
‫ﺗﺘﻤﺘﻊ ﺑﺈﺟﺮﺍﺀﺍﺕ ﺃﻣﻦ ﻭﺭﻗﺎﺑﺔ ﻋﺎﻟﻴﺔ ﻋﻠﻰ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﻛﻤﺎ ﺃ‪‬ﺎ ﺗﺴﺎﻫﻢ ﺑﺸﻜﻞ ﻛﺒﲑ ﰲ ﺑﻠﻮﺭﺓ ﺭﺅﻳﺔ ﺃﻭﺿﺢ‬
‫ﻟﻠﻤﺸﺎﻛﻞ ﻭﺑﺪﺍﺋﻞ ﺣﻠﻮﳍﺎ‪ ،‬ﻭﺑﺎﻟﺘﺎﱄ ﺇﻧﺘﺎﺝ ﻗﺮﺍﺭﺍﺕ ﺃﻛﺜﺮ ﺩﻗﺔ ﻭﻣﺮﻭﻧﺔ ﻭﻓﻌﺎﻟﻴﺔ ﲜﻬﺪ ﻭﻭﻗﺖ ﺃﻗﻞ‪ ،‬ﻭﻛﺬﺍ‬
‫ﲢﺴﲔ ﺍﻹﺟﺮﺍﺀﺍﺕ ﻭﺍﻟﺴﻴﺎﺳﺎﺕ ﻭﺍﶈﺎﻓﻈﺔ ﻋﻠﻰ ﻋﻼﻗﺔ ﺍﻟﺸﺮﻛﺔ ﲟﺤﻴﻄﻬﺎ‪.‬‬
‫ﻛﻤﺎ ﻛﺸﻔﺖ ﺍﻟﺪﺭﺍﺳﺔ ﻋﻠﻰ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺗﻘﺎﻁ ﺍﻟﻀﻌﻒ ﰲ ﺍﻟﻨﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﰐ ﺃﺑﺮﺯﻫﺎ ﻋﺠﺰﻩ ﻋﻦ‬
‫ﺧﺪﻣﺔ ﺍﻟﻘﻀﺎﻳﺎ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻟﻠﺸﺮﻛﺔ ﻭﺍﻓﺘﻘﺎﺭﻩ ﻟﻸﺳﺎﻟﻴﺐ ﺍﻟﻜﻤﻴﺔ ﻻﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ‪ ،‬ﻭﻏﻴﺎﺏ ﺍﻟﻮﻋﻲ‬
‫ﻭﺍﻟﺘﻜﻮﻳﻦ ﺍﳌﻨﺎﺳﺐ ﳌﺴﺘﺨﺪﻣﻲ ﺍﻟﻨﻈﺎﻡ‪ .‬ﳑﺎ ﻳﻔﺘﺢ ﺁﻓﺎﻗﺎ ﺟﺪﻳﺪﺓ ﻟﺪﺭﺍﺳﺎﺕ ﺃﺧﺮﻯ ﺗ‪‬ﻌﲎ ﺑﺘﺤﻠﻴﻞ ﻭﺩﺭﺍﺳﺔ‬
‫ﻧﻘﺎﻁ ﺍﻟﺼﻌﻒ ﻫﺬﻩ‪ ،‬ﻣﺴﺒﺒﺎ‪‬ﺎ ﻭﺍﻟﻌﻮﺍﺋﻖ ﺍﻟﱵ ﺗﻘﻒ ﺃﻣﺎﻡ ﺇﻣﻜﺎﻧﻴﺔ ﺗﻄﻮﻳﺮ ﻫﺬﻩ ﺍﻷﻧﻈﻤﺔ‪ ،‬ﻭﻛﺬﺍ ﺍﻷﺳﺒﺎﺏ‬
‫ﻭﺍﳊﻠﻮﻝ ﺍﳌﻤﻜﻨﺔ ﳌﺸﻜﻠﺔ ﺍﳌﻘﺎﻭﻣﺔ ﺍﻟﱵ ﻳﻠﻘﺎﻫﺎ ﺍﻟﻨﻈﺎﻡ ﻣﻦ ﻃﺮﻑ ﺍﳌﺴﺘﺨﺪﻣﲔ‪.‬‬

‫‪177‬‬
178
179
‫ﺍﻝﻤﻠﺤﻕ ﺭﻗﻡ )‪(02‬‬

‫ﺠﺎﻤﻌﺔ ﻤﺤﻤﺩ ﺒﻭﻀﻴﺎﻑ ﺍﻝﻤﺴﻴﻠﺔ‬

‫ﻜﻠﻴﺔ ﺍﻝﻌﻠﻭﻡ ﺍﻻﻗﺘﺼﺎﺩﻴﺔ ﻭﺍﻝﻌﻠﻭﻡ ﺍﻝﺘﺠﺎﺭﻴﺔ‬
‫ﻭﻋﻠﻭﻡ ﺍﻝﺘﺴﻴﻴﺭ‬
‫ﻗﺴﻡ ﺍﻝﻌﻠﻭﻡ ﺍﻝﺘﺠﺎﺭﻴﺔ‬
‫ﻓﺭﻉ ﻤﺎﺠﺴﺘﻴﺭ ﺇﺩﺍﺭﺓ ﺍﻷﻋﻤﺎل‬

‫ﺍﺴﺘﻤﺎﺭﺓ ﻝﺩﺭﺍﺴﺔ ﺩﻭﺭ ﻨﻅﺎﻡ ﻤﻌﻠﻭﻤﺎﺕ ﺍﻝﺸﺭﻜﺔ‬

‫ﺍﻝﺠﺯﺍﺌﺭﻴﺔ ﻝﻸﻝﻤﻨﻴﻭﻡ )‪ (ALGAL‬ﻓﻲ ﺍﻝﺭﻓﻊ ﻤﻥ ﻓﻌﺎﻝﻴﺔ‬
‫ﻋﻤﻠﻴﺔ ﺍﺘﺨﺎﺫ ﺍﻝﻘﺭﺍﺭ ﺒﻬﺎ‬

‫ﺘﺤﺕ ﺇﺸﺭﺍﻑ ﺍﻝﺩﻜﺘﻭﺭ‪:‬‬ ‫ﻤﻥ ﺇﻋﺩﺍﺩ ﺍﻝﻁﺎﻝﺏ‪:‬‬

‫ﻋﺜﻤﺎﻥ ﺤﺴﻥ ﻋﺜﻤﺎﻥ‬ ‫ﺇﺴﻤﺎﻋﻴل ﻤﻨﺎﺼﺭﻴﺔ‬

‫ﺍﻝﺴﻨﺔ ﺍﻝﺠﺎﻤﻌﻴﺔ‪2003/2002 :‬‬

‫‪180‬‬
 ‫ﺴﻴﺎﺩﺓ ﺍﻝﻤﺩﻴﺭ‪:‬‬

‫ﻝﻘﺩ ﺠﺎﺀﺕ ﻫﺫﻩ ﺍﻝﺩﺭﺍﺴﺔ ﺒﻌﻨﻭﺍﻥ "ﺩﻭﺭ ﻨﻅﺎﻡ ﺍﻝﻤﻌﻠﻭﻤﺎﺕ ﺍﻹﺩﺍﺭﻴﺔ ﻓﻲ ﺍﻝﺭﻓﻊ ﻤﻥ‬
‫ﻓﻌﺎﻝﻴﺔ ﻋﻤﻠﻴﺔ ﺍﺘﺨﺎﺫ ﺍﻝﻘﺭﺍﺭﺍﺕ ﺍﻹﺩﺍﺭﻴﺔ"‪ ،‬ﺁﺨﺫﻴﻥ ﻜﺩﺭﺍﺴﺔ ﺤﺎﻝﺔ ﺸﺭﻜﺘﻜﻡ ﺒﻭﺼﻔﻬﺎ ﺫﺍﺕ‬
‫ﻁﺎﺒﻊ ﺍﺴﺘﺭﺍﺘﻴﺠﻲ ﻭﻝﺴﻤﻌﺘﻬﺎ ﺍﻝﻁﻴﺒﺔ ﻓﻲ ﻤﺠﺎل ﺩﻋﻡ ﺍﻝﺒﺤﺙ ﺍﻝﻌﻠﻤﻲ‪ .‬ﺤﻴﺙ ﺘﻬﺩﻑ ﻫﺫﻩ‬
‫ﺍﻝﺩﺭﺍﺴﺔ ﺇﻝﻰ ﺘﺤﺩﻴﺩ ﺃﻨﻭﺍﻉ ﺘﻜﻨﻭﻝﻭﺠﻴﺎ ﺍﻝﻤﻌﻠﻭﻤﺎﺕ‪ ،‬ﻭﻨﻅﻡ ﺍﻝﻤﻌﻠﻭﻤﺎﺕ ﺍﻝﻤﻌﺘﻤﺩﺓ ﻓﻲ‬
‫ﺸﺭﻜﺘﻜﻡ ﻭﺃﺜﺭﻫﻤﺎ ﻋﻠﻰ ﻓﻌﺎﻝﻴﺔ ﺍﻝﻘﺭﺍﺭﺍﺕ ﺒﺎﻝﺸﺭﻜﺔ‪.‬‬
‫ﻝﺫﺍ ﻨﺭﺠﻭ ﺍﻝﺘﻜﺭﻡ ﺒﺎﻝﻤﺴﺎﻋﺩﺓ ﻓﻲ ﺇﺘﻤﺎﻡ ﻫﺫﺍ ﺍﻝﺒﺤﺙ ﻋﻥ ﻁﺭﻴﻕ ﺍﻹﺠﺎﺒﺔ ﻋﻠﻰ‬
‫ﺍﻷﺴﺌﻠﺔ ﺍﻝﺘﻲ ﺘﺘﻀﻤﻨﻬﺎ ﺍﻻﺴﺘﻤﺎﺭﺓ ﺍﻝﻤﺭﻓﻘﺔ‪ ،‬ﻤﺅﻜﺩﻴﻥ ﻝﻜﻡ ﺒﺄﻥ ﺠﻤﻴﻊ ﺍﻝﻤﻌﻠﻭﻤﺎﺕ ﺍﻝﺘﻲ‬
‫ﺴﻭﻑ ﻴﺘﻡ ﺍﻝﺤﺼﻭل ﻋﻠﻴﻬﺎ ﺴﺘﻌﺎﻤل ﺒﺴﺭﻴﺔ ﺘﺎﻤﺔ ﻭﻝﻥ ﺘﺴﺘﺨﺩﻡ ﺇﻻ ﻷﻏﺭﺍﺽ ﺍﻝﺒﺤﺙ‬
‫ﺍﻝﻌﻠﻤﻲ ﻓﻘﻁ‪.‬‬
‫ﺸﺎﻜﺭﻴﻥ ﻝﻜﻡ ﺤﺴﻥ ﺘﻌﺎﻭﻨﻜﻡ‬

‫ﻤﻼﺤﻅﺔ‪:‬‬
‫ﺍﻟﺮﺟﺎﺀ ﻭﺿﻊ ﻋﻼﻣﺔ )‪ (X‬ﰲ ﺍﳋﺎﻧﺔ ﺍﻟﱵ ﺗﺮﻭ‪‬ﺎ ﻣﻨﺎﺳﺒﺔ‪.‬‬

‫‪181‬‬
 ‫ﻫﻞ ﲢﻘﻖ ﻗﺮﺍﺭﺍﺗﻚ ﺍﻟﻨﺘﺎﺋﺞ ﺍﳌﺮﺟﻮﺓ ﻣﻨﻬﺎ‪ ،‬ﺑﺸﻜﻞ؟‬ ‫‪(1‬‬
‫ﺿﻌﻴﻒ‬ ‫ﻣﺘﻮﺳﻂ‬ ‫ﻛﺒﲑ‬

‫ﻫﻞ ﲢﺮﺹ ﻋﻨﺪ ﺍﲣﺎﺫ ﻗﺮﺍﺭﺍﺗﻚ ﻋﻠﻰ ﺗﻮﺍﻓﺮ ﲨﻴﻊ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺣﻮﻝ ﺍﳌﻮﺿﻮﻉ؟‬ ‫‪(2‬‬
‫ﰲ ﺑﻌﺾ ﺍﻷﺣﻴﺎﻥ‬ ‫ﰲ ﻏﺎﻟﺐ ﺍﻷﺣﻴﺎﻥ‬ ‫ﺩﺍﺋﻤﺎ‬

‫ﻣﺎ ﻫﻲ ﺩﺭﺟﺔ ﺭﺿﺎﻙ ﻋﻠﻰ ﻧﺘﺎﺋﺞ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﱵ ﺍﲣﺬ‪‬ﺎ؟‬ ‫‪(3‬‬

‫ﺻﻐﲑﺓ‬ ‫ﻣﺘﻮﺳﻄﺔ‬ ‫ﻛﺒﲑﺓ‬

‫ﻫﻞ ﺗﺘﺨﺬ ﻗﺮﺍﺭﺍﺗﻚ ﺑﺸﻜﻞ ﺳﺮﻳﻊ؟‬ ‫‪(4‬‬

‫ﺃﺣﻴﺎﻧﺎ‬ ‫ﻻ‬ ‫ﻧﻌﻢ‬

‫ﻫﻞ ﺗﻨﻔﻴﺬ ﻗﺮﺍﺭﺍﺗﻚ ﻳﺘﻢ ﺑﺸﻜﻞ؟‬ ‫‪(5‬‬

‫ﺑﻄﻲﺀ‬ ‫ﻣﺘﻮﺳﻂ‬ ‫ﺳﺮﻳﻊ‬

‫ﻫﻞ ﺗﻮﺍﺟﻬﻚ ﻣﺸﺎﻛﻞ ﺭﺋﻴﺴﻴﺔ ﻋﻨﺪ ﺗﻄﺒﻴﻖ ﺑﻌﺾ ﺍﻟﻘﺮﺍﺭﺍﺕ؟‬ ‫‪(6‬‬

‫ﻗﻠﱠﻤﺎ‬ ‫ﺃﺣﻴﺎﻧﺎ‬ ‫ﻏﺎﻟﺒﺎ‬

‫ﻫﻞ ﳝﻠﻚ ﻣﺮﺅﻭﺳﻮﻙ ﺍﳌﻌﺮﻓﺔ ﺍﻟﻼﺯﻣﺔ ﻟﺘﻨﻔﻴﺬ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳌﻮﻛﻠﺔ ﺇﻟﻴﻬﻢ‪ ،‬ﺑﺸﻜﻞ؟‬ ‫‪(7‬‬
‫ﻏﲑ ﻣﻘﺒﻮﻝ‬ ‫ﻣﻘﺒﻮﻝ‬ ‫ﺟﻴﺪ‬

‫ﻫﻞ ﳝﻠﻚ ﻣﺮﺅﻭﺳﻮﻙ ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺗﻨﻔﻴﺬﻫﺎ؟‬ ‫‪(8‬‬

‫ﺃﺣﻴﺎﻧﺎ‬ ‫ﻻ‬ ‫ﻧﻌﻢ‬

‫ﻫﻞ ﲢﺪﺩ ﳌﺮﺅﻭﺳﻴﻚ ﺁﻟﻴﺔ ﺗﻨﻔﻴﺬ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳌﻮﻛﻠﺔ ﺇﻟﻴﻬﻢ؟‬ ‫‪(9‬‬

‫ﺃﺑﺪﺍ‬ ‫ﺃﺣﻴﺎﻧﺎ‬ ‫ﻏﺎﻟﺒﺎ‬

‫‪(10‬ﻫﻞ ﺗﻘﻮﻡ ﺑﺎﺳﺘﺸﺎﺭﺓ ﻣﺮﺅﻭﺳﻴﻚ ﻋﻨﺪ ﺍﲣﺎﺫﻙ ﻟﻠﻘﺮﺍﺭﺍﺕ؟‬

‫ﺃﺑﺪﺍ‬ ‫ﺃﺣﻴﺎﻧﺎ‬ ‫ﻏﺎﻟﺒﺎ‬

‫‪182‬‬
 ‫‪(11‬ﺇﺫﺍ ﻛﺎﻧﺖ ﺍﻹﺟﺎﺑﺔ "ﻏﺎﻟﺒﺎ ﺃﻭ ﺃﺣﻴﺎﻧﺎ" ﻓﻤﺎﻫﻲ ﻃﺒﻴﻌﺔ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﱵ ﻳ‪‬ﺘﺸﺎﻭﺭ ﻓﻴﻬﺎ؟‬
‫‪..................................................................-‬‬

‫‪(12‬ﻫﻞ ﺗﺴﻤﺢ ﳌﺮﺅﻭﺳﻴﻚ ﲟﻨﺎﻗﺸﺔ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﱵ ﺗﺘﺨﺬﻫﺎ؟‬

‫ﺃﺑﺪﺍ‬ ‫ﺃﺣﻴﺎﻧﺎ‬ ‫ﻏﺎﻟﺒﺎ‬

‫‪(13‬ﻣﺎﻫﻮ ﺃﻫﻢ ﳏﺪﺩ ﻻﲣﺎﺫﻙ ﻗﺮﺍﺭﺍﺕ ﺳﻠﻴﻤﺔ؟‬

‫ﺗﻮﻓﺮ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﻼﺋﻤﺔ‪.‬‬
‫ﺗﻮﻓﺮ ﺍﻟﺼﻼﺣﻴﺎﺕ ﺍﳌﻨﺎﺳﺒﺔ‪.‬‬
‫ﺗﻮﻓﺮ ﺍﻟﺘﺤﻔﻴﺰﺍﺕ ﺍﳌﻨﺎﺳﺒﺔ )ﻣﺜﻼ‪(...............................:‬‬
‫ﳏﺪﺩﺍﺕ ﺃﺧﺮﻯ )‪(..........................................‬‬

‫‪(14‬ﻫﻞ ﺗﺘﺨﺬ ﻗﺮﺍﺭﺍﺗﻚ ﺑﺘﻮﻓﺮ؟‬

‫ﺑﻌﺾ ﺍﳌﻌﻠﻮﻣﺎﺕ‬ ‫ﺃﻏﻠﺐ ﺍﳌﻌﻠﻮﻣﺎﺕ‬ ‫ﻛﻞ ﺍﳌﻌﻠﻮﻣﺎﺕ‬

‫‪(15‬ﻫﻞ ﺗﺴﺘﻌﲔ ﲟﻌﻠﻮﻣﺎﺕ ﻣﻦ ﺧﺎﺭﺝ ﺍﻟﺸﺮﻛﺔ ﻻﲣﺎﺫ ﻗﺮﺍﺭﺍﺗﻚ؟‬

‫ﻻ‬ ‫ﻧﻌﻢ‬

‫‪(16‬ﻫﻞ ﺗﻮﻓﹸﺮ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﻼﺋﻤﺔ ﻭﺍﻟﻜﺎﻓﻴﺔ ﻳﺰﻳﺪ ﻣﻦ ﻓﻌﺎﻟﻴﺔ ﻗﺮﺍﺭﺍﺗﻚ؟‬

‫ﰲ ﺑﻌﺾ ﺍﻷﺣﻴﺎﻥ‬ ‫ﰲ ﻏﺎﻟﺐ ﺍﻷﺣﻴﺎﻥ‬ ‫ﺩﺍﺋﻤﺎ‬

‫‪(17‬ﻫﻞ ﺗﻮﻓﺮ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﺪﻗﻴﻘﺔ ﻳﺰﻳﺪ ﻣﻦ ﻓﻌﺎﻟﻴﺔ ﻗﺮﺍﺭﺍﺗﻚ؟‬

‫ﰲ ﺑﻌﺾ ﺍﻷﺣﻴﺎﻥ‬ ‫ﰲ ﻏﺎﻟﺐ ﺍﻷﺣﻴﺎﻥ‬ ‫ﺩﺍﺋﻤﺎ‬

‫‪(18‬ﻫﻞ ﺣﺼﻮﻟﻚ ﻋﻠﻰ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﻭﻗﺘﻬﺎ ﺍﳌﻨﺎﺳﺐ ﻳﺰﻳﺪ ﻣﻦ ﻓﻌﺎﻟﻴﺔ ﻗﺮﺍﺭﺍﺗﻚ؟‬

‫ﰲ ﺑﻌﺾ ﺍﻷﺣﻴﺎﻥ‬ ‫ﰲ ﻏﺎﻟﺐ ﺍﻷﺣﻴﺎﻥ‬ ‫ﺩﺍﺋﻤﺎ‬

‫‪(19‬ﻫﻞ ﺃﺩﻯ ﺍﺳﺘﺨﺪﺍﻡ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﺍﻟﺸﺮﻛﺔ ﺇﱃ ﺯﻳﺎﺩﺓ ﺩﻗﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﺑﺸﻜﻞ؟‬
‫ﺿﻌﻴﻒ‬ ‫ﻣﺘﻮﺳﻂ‬ ‫ﻛﺒﲑ‬

‫‪183‬‬
 ‫‪(20‬ﻫﻞ ﻛﻞ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ ﺗﺼﻠﻚ ﻣﻦ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺿﺮﻭﺭﻳﺔ ﻻﲣﺎﺫ ﻗﺮﺍﺭﺍﺗﻚ؟‬
‫ﺑﻌﻀﻬﺎ ﻓﻘﻂ ﺿﺮﻭﺭﻱ‬ ‫ﺃﻏﻠﺒﻬﺎ ﺿﺮﻭﺭﻱ‬ ‫ﻛﻠﻬﺎ ﺿﺮﻭﺭﻳﺔ‬

‫‪(21‬ﻫﻞ ﺃﺩﻯ ﺇﺩﺧﺎﻝ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺇﱃ ﺇﻋﻄﺎﺀ ﺷﻜﻞ ﺃﺣﺴﻦ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ‪ ،‬ﳑﺎ ﻳﺴﻬﻞ ﺍﻟﺘﻌﺎﻣﻞ ﻣﻌﻬﺎ؟‬
‫ﻻ‬ ‫ﻧﻌﻢ‬

‫‪(22‬ﻫﻞ ﺃﺩﻯ ﺍﺳﺘﺨﺪﺍﻡ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺇﱃ ﺟﻌﻞ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺃﻛﺜﺮ ﻗﺎﺑﻠﻴﺔ ﻟﻠﻘﻴﺎﺱ ﺍﻟﻜﻤﻲ؟‬
‫ﻻ‬ ‫ﻧﻌﻢ‬

‫‪(23‬ﻫﻞ ﺗﻮﻓﺮ ﻟﻚ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺴﺘﺨﺪﻣﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺿﺮﻭﺭﻳﺔ ﻻﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﰲ ﻭﻗﺖ؟‬
‫ﺑﻄﻲﺀ‬ ‫ﻣﻘﺒﻮﻝ‬ ‫ﺳﺮﻳﻊ‬

‫‪(24‬ﻫﻞ ﺍﻟﺘﻜﻮﻳﻦ ﺍﻟﺬﻱ ﻭﻓﺮﺗﻪ ﻟﻚ ﺍﳌﺆﺳﺴﺔ ﰲ ﳎﺎﻝ ﺍﺳﺘﺨﺪﺍﻡ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﻳﻌﺘﱪ ﺗﻜﻮﻳﻨﺎ؟‬
‫ﻏﲑ ﻛﺎﰲ‬ ‫ﻣﻘﺒﻮﻻ‬ ‫ﺟﻴﺪﺍ‬

‫‪(25‬ﺑﺮﺃﻳﻚ‪ ،‬ﻣﺎﻫﻲ ﺍﳌﺰﺍﻳﺎ ﺍﻟﱵ ﻳﻘﺪﻣﻬﺎ ﺍﺳﺘﺨﺪﺍﻡ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﰲ ﳎﺎﻝ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻹﺩﺍﺭﻳﺔ؟‬
‫‪..................... -‬‬ ‫‪..................... -‬‬
‫‪..................... -‬‬ ‫‪..................... -‬‬

‫‪ (26‬ﻫﻞ ﺗﺴﺒﺐ ﺍﻟﻔﲑﻭﺳﺎﺕ ﰲ ﺇﺗﻼﻑ ﺍﳌﻠﻔﺎﺕ ﺃﻭ ﺗﻌﻄﻴﻞ ﺍﻟﻨﻈﺎﻡ ﻳﺆﺩﻱ ﺇﱃ ﺍﻹﺧﻼﻝ ﺑﻌﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ‪،‬‬
‫ﺑﺸﻜﻞ؟‬
‫ﺿﻌﻴﻒ‬ ‫ﻣﺘﻮﺳﻂ‬ ‫ﻛﺒﲑ‬

‫‪ (27‬ﻫﻞ ﻳﺮﺗﺒﻂ ﻛﺘﻤﺎﻥ ﺍﳌﻌﻠﻮﻣﺔ ﻭﺍﶈﺎﻓﻈﺔ ﻋﻠﻴﻬﺎ ﺑﺎﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻟﻠﺸﺮﻛﺔ ؟‬

‫ﻻ‬ ‫ﻧﻌﻢ‬

‫‪ (28‬ﺇﺫﺍ ﻛﺎﻧﺖ ﺍﻹﺟﺎﺑﺔ "ﻧﻌﻢ" ﻓﻜﻴﻒ ﺫﻟﻚ؟‬

‫‪........……………………-‬‬

‫‪184‬‬
‫ﺍﻝﻤﻠﺤﻕ ﺭﻗﻡ )‪(03‬‬

‫ﻗﺎﺋﻤﺔ ﺍﻷﺳﺌﻠﺔ ﺍﻟﱵ ﺗﻀﻤﻨﺘﻬﺎ ﺍﳌﻘﺎﺑﻠﺔ ﻣﻊ ﻧﺎﺋﺐ ﻣﺪﻳﺮ ﻭﺣﺪﺓ )‪ (EARA‬ﺍﳌﻜﻠﻒ ﺑﺎﻹﻋﻼﻡ ﺍﻵﱄ‬
‫ﻭﺇﺟﺎﺑﺎﺗﻪ ﻋﻠﻴﻬﺎ‬
‫ﺍﻟﺴﺆﺍﻝ ﺭﻗﻢ )‪ :(01‬ﺳﻴﺎﺩﺓ ﻧﺎﺋﺐ ﺍﳌﺪﻳﺮ ﺍﳌﻜﻠﻒ ﺑﺎﻹﻋﻼﻡ ﺍﻵﱄ‪ ،‬ﻫﻞ ﲤﺖ ﻋﻤﻠﻴﺔ ﺩﺭﺍﺳﺔ ﻭﺗﺼﻤﻴﻢ ﻭﻭﺿﻊ‬
‫ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﺍﻟﺸﺮﻛﺔ ﻣﻦ ﻃﺮﻑ ﻣﻬﻨﺪﺳﻴﻬﺎ ﻭﺇﻃﺎﺭﺍ‪‬ﺎ؟‬
‫ﺍﳉﻮﺍﺏ ﺭﻗﻢ )‪ :(01‬ﻻ‪ ،‬ﻭﰲ ﺍﳊﻘﻴﻘﺔ ﻫﻨﺎﻙ ﺟﺎﻧﺒﺎﻥ ﻟﺬﻟﻚ؛ ﺃﻭﳍﻤﺎ ﺗﻨﻈﻴﻤﻲ‪ :‬ﺇﺫ ﺃﻥ ﻋﺪﺩ ﺍﳌﺨﺘﺼﲔ ﰲ‬
‫ﺍﻹﻋﻼﻡ ﺍﻵﱄ ﰲ ﺍﻟﺸﺮﻛﺔ ﻗﻠﻴﻞ ﺟﺪﺍ‪ ،‬ﻭﻻ ﳝﻜﻨﻬﻢ ﺍﻟﻘﻴﺎﻡ ﺑﺬﻟﻚ‪ ،‬ﻭﳍﺬﺍ ﺍﺳﺘﻌﺎﻧﺖ ﺍﻟﺸﺮﻛﺔ ﲟﺆﺳﺴﺔ ﺧﺎﺻﺔ‬
‫ﺗﻌﻤﻞ ﰲ ﻫﺬﺍ ﺍ‪‬ﺎﻝ ﻭﻟﺪﻳﻬﺎ ﺧﱪﺓ ﰲ ﺩﺭﺍﺳﺔ ﻭﺗﺼﻤﻴﻢ ﻭﻭﺿﻊ ﺃﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﺸﺮﻛﺎﺕ‬
‫ﺍﻟﻮﻃﻨﻴﺔ )ﺷﺮﻛﺔ ﺳﻮﻧﺎﻃﺮﺍﻙ ﻣﺜﻼ(‪ ،‬ﻭﻫﻲ ﺗﺴﻤﻰ )‪ .(M.S.I.I‬ﻭﺛﺎﻧﻴﻬﻤﺎ ﺗﻘﲏ ﺍﻗﺘﺼﺎﺩﻱ ‪ :‬ﻭﻫﻮ ﺃﻥ‬
‫ﺍﻟﺸﺮﻛﺔ ﻻ ﺗﺘﻮﻓﺮ ﻋﻠﻰ ﲡﻬﻴﺰﺍﺕ ﺍﻟﺘﻌﺎﻣﻞ ﻣﻊ ﺍﻷﻟﻴﺎﻑ ﺍﻟﺒﺼﺮﻳﺔ )‪ ،(Les Fibres Optique‬ﻭﻫﻲ‬
‫ﲡﻬﻴﺰﺍﺕ ﺑﺎﻫﻈﺔ ﺍﻟﺘﻜﺎﻟﻴﻒ ﻭﺿﺮﻭﺭﻳﺔ ﰲ ﻣﺜﻞ ﻫﺬﻩ ﺍﻷﻧﻈﻤﺔ‪.‬‬
‫ﺍﻟﺴﺆﺍﻝ ﺭﻗﻢ )‪ :(02‬ﻋﻠﻰ ﺃﻱ ﺃﺳﺎﺱ ﰎ ﺗﻘﺴﻴﻢ ﺍﻟﺸﺒﻜﺔ ﺍﳌﻌﻠﻮﻣﺎﺗﻴﺔ ﺇﱃ ﺃﺭﺑﻌﺔ ﺷﺒﻜﺎﺕ ﻓﺮﻋﻴﺔ؟‬
‫ﺍﳉﻮﺍﺏ ﺭﻗﻢ )‪ :(02‬ﻫﻨﺎﻙ ﺳﺒﺒﲔ ﺃﺳﺎﺳﻴﲔ‪ ،‬ﺃﻭﳍﺎ ﺃﻣﲏ‪ :‬ﻓﻔﻲ ﺣﺎﻟﺔ ﻋﻄﺐ ﺇﺣﺪﻯ ﺍﻟﺸﺒﻜﺎﺕ ﺍﻟﻔﺮﻋﻴﺔ‪،‬‬
‫ﻳﺘﻮﻗﻒ ﺍﻟﻌﻤﻞ ‪‬ﺎ ﻓﻘﻂ‪ ،‬ﻭﻻ ﻳﻨﺘﻘﻞ ﺍﳋﻠﻞ ﺇﱃ ﺑﺎﻗﻲ ﻧﻮﺍﺣﻲ ﺍﻟﻨﻈﺎﻡ‪ .‬ﻭﺛﺎﻧﻴﻬﻤﺎ ﺟﻐﺮﺍﰲ‪ :‬ﻓﻜﻞ ﺷﺒﻜﺔ ﻓﺮﻋﻴﺔ‬
‫ﺗﻀﻢ ﳎﻤﻮﻋﺔ ﺩﻭﺍﺋﺮ ﺃﻭ ﻣﺼﺎﱀ ﻣﺘﻘﺎﺭﺑﺔ ﺟﻐﺮﺍﻓﻴﺎ ﻭﺗﻘﻊ ﰲ ﻧﺎﺣﻴﺔ ﻣﻌﻴﻨﺔ ﻣﻦ ﺍﻟﺸﺮﻛﺔ )ﴰﺎﻝ‪ ،‬ﺟﻨﻮﺏ‪.(...‬‬
‫ﺍﻟﺴﺆﺍﻝ ﺭﻗﻢ )‪ :(03‬ﻫﻞ ﲰﺤﺖ ﺍﳊﻮﺳﺒﺔ ﺑﺘﺴﻬﻴﻞ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻟﺼﻌﺒﺔ؟‬
‫ﺍﳉﻮﺍﺏ ﺭﻗﻢ )‪ :(03‬ﺃﻛﻴﺪ‪ ،‬ﻭﺫﻟﻚ ﻋﻦ ﻃﺮﻳﻖ ﺍﻟﺘﻜﻔﻞ ﺑﺎﻟﻌﻤﻠﻴﺎﺕ ﺍﳊﺴﺎﺑﻴﺔ ﺍﳌﻌﻘﺪﺓ ﻭﳐﺘﻠﻒ ﺍﳌﻌﺎﳉﺎﺕ‬
‫ﺍﻻﻧﺪﻣﺎﺟﻴﺔ‪ ،‬ﻭﺗﻘﻠﻴﻞ ﺃﻛﻮﺍﻡ ﺍﻷﻭﺭﺍﻕ ﺍﻟﱵ ﻛﺎﻧﺖ ﲤﻸ ﺍﳌﻜﺎﺗﺐ‪.‬‬
‫ﺍﻟﺴﺆﺍﻝ ﺭﻗﻢ )‪ :(04‬ﺳﻴﺎﺩﺓ ﻧﺎﺋﺐ ﺍﳌﺪﻳﺮ‪ ،‬ﻫﻞ ﺣﺪﺙ ﺗﻄﻮﺭ ﰲ ﺗﻨﻈﻴﻢ ﺍﻟﻌﻤﻞ ﺟﺮﺍﺀ ﺍﻋﺘﻤﺎﺩ ﻧﻈﺎﻡ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﺎﻟﺸﺮﻛﺔ؟‬
‫ﺍﳉﻮﺍﺏ ﺭﻗﻢ )‪ :(04‬ﺑﺎﻟﻔﻌﻞ‪ ،‬ﺣﺪﺙ ﺗﻄﻮﺭ ﻣﻦ ﺧﻼﻝ ﺍﻟﺘﻔﺮﻍ ﻟﻸﻋﻤﺎﻝ ﻏﲑ ﺍﻟﺮﻭﺗﻴﻨﻴﺔ ﻭﺍﻟﻘﻀﺎﺀ ﻋﻠﻰ‬
‫ﻇﺎﻫﺮﺓ ﺗﻜﺮﺍﺭ ﻣﻌﺎﳉﺔ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﻟﻌﺪﺓ ﻣﺮﺍﺕ‪ ،‬ﻭﻗﺪ ﲰﺤﺖ ﺍﳊﻮﺳﺒﺔ ﺑﺈﻧﻘﺎﺹ ﻋﺪﺩ ﺍﻟﻌﻤﺎﻝ‬
‫ﻭﺍﳌﻮﻇﻔﲔ ﺍﻟﺬﻳﻦ ﻛﺎﻧﻮﺍ ﻳﻘﻮﻣﻮﻥ ﺑﺎﻷﻋﻤﺎﻝ ﺍﻹﺩﺍﺭﻳﺔ ﺍﻟﻴﺪﻭﻳﺔ‪ ،‬ﳑﺎ ﲰﺢ ﺑﺘﺤﻮﻳﻠﻬﻢ ﺇﱃ ﻣﻮﺍﻗﻊ ﺃﺧﺮﻯ ﻣﻦ‬
‫ﺍﻟﺸﺮﻛﺔ ﻛﺎﻧﺖ ﺗﻌﺎﱐ ﻧﻘﺼﺎ ﰲ ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ‪.‬‬
‫ﺍﻟﺴﺆﺍﻝ ﺭﻗﻢ )‪ :(05‬ﻛﻴﻒ ﻛﺎﻥ ﺭﺩ ﻓﻌﻞ ﺍﳌﻮﻇﻔﲔ ﻋﻠﻰ ﻋﻤﻠﻴﺔ ﺍﳊﻮﺳﺒﺔ؟‬

‫‪185‬‬
‫ﺍﳉﻮﺍﺏ ﺭﻗﻢ )‪:(05‬ﻛﺎﻥ ﻫﻨﺎﻙ ﻗﺒﻮﻝ ﻟﻠﺤﻮﺳﺒﺔ‪ ،‬ﻟﻜﻦ ﺑﺸﻲﺀ ﻣﻦ ﺍﻟﺘﺮﺩﺩ ﺧﻮﻓﺎ ﻣﻦ ﺍﻟﻮﻗﻮﻉ ﰲ ﺍﻟﺒﻄﺎﻟﺔ‪.‬‬
‫ﺇﺿﺎﻓﺔ ﺇﱃ ﻋﻘﺪﺓ "ﺍﻟﺴﺮﻳﺔ" ﺍﻟﱵ ﻏﺎﻟﺒﺎ ﻣﺎ ﻳﻌﺎﱐ ﻣﻨﻬﺎ ﻣﻮﻇﻔﻮ ﻭﻋﻤﺎﻝ ﺩﻭﻝ ﺍﻟﻌﺎﱂ ﺍﻟﺜﺎﻟﺚ‪ ،‬ﺇﺫ ﺃ‪‬ﻢ ﻳﻨﻈﺮﻭﻥ‬
‫ﺇﱃ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻋﻠﻰ ﺃﻧﻪ ﻭﺳﻴﻠﺔ ﰲ ﻳﺪ ﺍﻟﻐﲑ ﻟﻺﻃﻼﻉ ﻋﻠﻰ ﻣﺎ ﻳﻘﻮﻣﻮﻥ ﺑﻪ ﻣﻦ ﺃﻋﻤﺎﻝ ﺧﺎﺻﺔ ﺍﻟﱵ ﻻ‬
‫ﺗﺘﻌﻠﻖ ﲟﺠﺎﻻﺕ ﺍﻟﻌﻤﻞ‪.‬‬
‫ﺍﻟﺴﺆﺍﻝ ﺭﻗﻢ )‪ :(06‬ﺇﺫﺍ‪ ،‬ﻛﻴﻒ ﻛﺎﻧﺖ ﺁﺛﺎﺭ ﺍﳊﻮﺳﺒﺔ ﻋﻠﻰ ﻗﺮﺍﺭﺍﺕ ﺍﻟﺘﻮﻇﻴﻒ ﺑﺎﻟﺸﺮﻛﺔ؟‬
‫ﺍﳉﻮﺍﺏ ﺭﻗﻢ )‪:(06‬ﰲ ﳎﺎﻝ ﺍﻟﺘﻮﻇﻴﻒ ﱂ ﻳﺘﻢ ﺗﺴﺮﻳﺢ ﺃﻱ ﻋﺎﻣﻞ ﺃﻭ ﻣﻮﻇﻒ ﺟﺮﺍﺀ ﻋﻤﻠﻴﺔ ﺍﳊﻮﺳﺒﺔ‪ ،‬ﺑﻞ ﺇﻥ‬
‫ﺍﻟﺸﺮﻛﺔ ﺗﻔﻜﺮ ﰲ ﺗﻮﻇﻴﻒ ﺃﺧﺼﺎﺋﻴﲔ ﺇﺿﺎﻓﻴﲔ ﰲ ﳎﺎﻝ ﺍﻹﻋﻼﻡ ﺍﻵﱄ‪.‬‬
‫ﺍﻟﺴﺆﺍﻝ ﺭﻗﻢ )‪ :(07‬ﻫﻞ ﻇﻬﺮﺕ ﻣﺆﺷﺮﺍﺕ ﺗﻮﺣﻲ ﺑﺎﺭﺗﻔﺎﻉ ﺍﳌﺮﺩﻭﺩﻳﺔ ﺍﳌﺎﻟﻴﺔ ﻟﻠﻤﺆﺳﺴﺔ ﻧﺘﻴﺠﺔ ﻹﺩﺧﺎﻝ‬
‫ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ؟‬
‫ﺍﳉﻮﺍﺏ ﺭﻗﻢ )‪ :(07‬ﳊﺪ ﺍﻵﻥ ﱂ ﺗﻈﻬﺮ ﺃﻳﺔ ﻣﺆﺷﺮﺍﺕ ﻋﻠﻰ ﺫﻟﻚ‪ ،‬ﺃﻭﻻ ﻷﻥ ﺍﻟﻨﻈﺎﻡ ﺃﻋﺘ‪‬ﻤﺪ ﻣﻨﺬ ﺳﻨﺔ‬
‫‪ 2001‬ﻓﻘﻂ‪ ،‬ﻭﺃﻋﺘﻘﺪ ﺃﻧﻪ ﱂ ﻳﻌﻂ ﲦﺎﺭﻩ ﺑﻌﺪ‪ ،‬ﻭﺛﺎﻧﻴﺎ ﻷﻥ ﺧﺴﺎﺋﺮ ﺗﺪﱐ ﺍﳌﺒﻴﻌﺎﺕ ﻣﺆﺧﺮﺍ ﺗﻐﻄﻲ ﻋﻠﻰ ﺃﻱ‬
‫ﲢﺴﻦ ﻣﺎﱄ ﻗﺪ ﺗﻔﺮﺯﻩ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﻌﻮﺍﻣﻞ ﺍﻷﺧﺮﻯ‪.‬‬
‫ﺍﻟﺴﺆﺍﻝ ﺭﻗﻢ )‪ :(08‬ﻫﻞ ﲢﺴﻨﺖ ﻧﻮﻋﻴﺔ ﺍﳋﺪﻣﺎﺕ ﺍﳌﻘﺪﻣﺔ ﻟﻠﻌﻤﻼﺀ؟‬
‫ﺍﳉﻮﺍﺏ ﺭﻗﻢ )‪ :(08‬ﺃﻛﻴﺪ‪ ،‬ﻭﺫﻟﻚ ﻣﻦ ﻧﺎﺣﻴﺔ ﺗﻘﻠﻴﺺ ﻭﻗﺖ ﺍﳌﻌﺎﻣﻼﺕ ﻭﺍﻻﻧﺘﻘﺎﻝ ﺑﲔ ﺍﳌﺼﺎﱀ‪ ،‬ﻭﻛﺬﺍ‬
‫ﲢﺴﲔ ﺟﻮﺩﺓ ﺍﻟﻮﺛﺎﺋﻖ ﺍﳌﻘﺪﻣﺔ ﺇﻟﻴﻬﻢ‪.‬‬
‫ﺍﻟﺴﺆﺍﻝ ﺭﻗﻢ )‪ :(09‬ﻫﻞ ﺃﺛﺮ ﺍﻟﻨﻈﺎﻡ ﰲ ﻋﻤﻠﻴﺔ ﺍﻧﺘﻘﺎﻝ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﺍﻟﺸﺮﻛﺔ؟‬
‫ﺍﳉﻮﺍﺏ ﺭﻗﻢ )‪ :(09‬ﻟﻘﺪ ﺃﺛﺮ ﺑﺸﻜﻞ ﻛﺒﲑ ﺟﺪﺍ‪ ،‬ﺇﺫ ﺃﻧﻪ ﺃﺻﺒﺢ ﻳﻮﻓﺮ ﺍﳌﻌﻠﻮﻣﺔ ﺍﳌﻨﺎﺳﺒﺔ ﰲ ﺍﻟﻮﻗﺖ ﺍﳌﻨﺎﺳﺐ‪،‬‬
‫ﻭﻟﻠﺸﺨﺺ ﺍﳌﻨﺎﺳﺐ ﻛﺬﻟﻚ‪.‬‬
‫ﺍﻟﺴﺆﺍﻝ ﺭﻗﻢ )‪ :(10‬ﻫﻞ ﻳﺘﻮﻓﺮ ﺍﻟﻨﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﰐ ﺑﺎﻟﺸﺮﻛﺔ ﻋﻠﻰ ﺍﻷﺳﺎﻟﻴﺐ ﺍﻟﻜﻤﻴﺔ ﻻﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ‪،‬‬
‫ﻛﺎﻟﺴﻤﺒﻠﻜﺲ ﻭﻃﺮﻳﻘﺔ )‪ (Pert‬ﻭﻏﲑﻫﺎ؟‬
‫ﺍﳉﻮﺍﺏ ﺭﻗﻢ )‪ :(10‬ﻻ ﻳﺘﻮﻓﺮ ﺍﻟﻨﻈﺎﻡ ﻋﻠﻰ ﺃﻱ ﻣﻦ ﻫﺬﻩ ﺍﻷﺳﺎﻟﻴﺐ‪.‬‬
‫ﺍﻟﺴﺆﺍﻝ ﺭﻗﻢ )‪ :(11‬ﻫﻞ ﻳﺘﻮﻓﺮ ﺍﻟﻨﻈﺎﻡ ﻋﻠﻰ ﻧﻈﻢ ﺧﺒﲑﺓ ﺗﺴﺎﻋﺪ ﰲ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ؟‬
‫ﺍﳉﻮﺍﺏ ﺭﻗﻢ )‪ :(11‬ﻻ ﻳﺘﻮﻓﺮ ﺍﻟﻨﻈﺎﻡ ﻋﻠﻰ ﺃﻳﺔ ﻧﻈﻢ ﺧﺒﲑﺓ‪ ،‬ﻭﻻ ﺣﱴ ﻧﻈﻢ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭ‪.‬‬
‫ﺍﻟﺴﺆﺍﻝ ﺭﻗﻢ )‪ :(12‬ﻟﻜﻦ ﺍﳌﻼﺣﻆ ﻫﻮ ﺃﻥ ﺍﻟﻨﻈﺎﻡ ﳛﺘﻮﻱ ﻋﻠﻰ ﺻﻨﺎﺩﻳﻖ ﺇﻟﻜﺘﺮﻭﻧﻴﺔ ) ‪Boites de‬‬
‫‪ (Messages‬ﳝﻜﻦ ﺍﺳﺘﻐﻼﳍﺎ ﰲ ﺍﻻﺗﺼﺎﻻﺕ ﺍﳌﺒﺎﺷﺮﺓ‪ ،‬ﻭﺍﻹﻋﻼﻧﺎﺕ ﻭﻟﻼﺟﺘﻤﺎﻋﺎﺕ‪..‬ﻭﻏﲑﻫﺎ ؟‬

‫‪186‬‬
‫ﺍﳉﻮﺍﺏ ﺭﻗﻢ)‪ :(12‬ﺻﺤﻴﺢ‪ ،‬ﻫﻨﺎﻙ ﺇﻣﻜﺎﻧﻴﺔ ﻟﻼﺗﺼﺎﻝ‪ ،‬ﻟﻜﻨﻪ ﻏﲑ ﻣﺴﺘﻐﻞ‪ ،‬ﺃﻭﻻ ﻟﻐﻴﺎﺏ ﺍﻟﻮﻋﻲ ﻟﺪﻯ‬
‫ﺍﳌﻮﻇﻔﲔ ﺑﺄﳘﻴﺘﻬﺎ‪ ،‬ﻭﺛﺎﻧﻴﺎ ﻷﻥ ﺍﳌﻮﻇﻔﲔ ﺍﻟﺬﻳﻦ ﻋﻤﻠﻮﺍ ﻭﺗﻌﺎﻣﻠﻮﺍ ﻟﻌﺪﺓ ﺳﻨﻮﺍﺕ ﺑﺎﳌﺮﺍﺳﻼﺕ ﺍﻟﻮﺭﻗﻴﺔ ﻭﺍﻷﺧﺘﺎﻡ‬
‫ﺻﻌﺐ ﺟﺪﺍ ﺃﻥ ﻳﻐﲑﻭﺍ ﻫﺬﻩ ﺍﻟﻌﺎﺩﺓ ﺑﺴﻬﻮﻟﺔ‪.‬‬
‫ﺍﻟﺴﺆﺍﻝ ﺭﻗﻢ )‪ :(13‬ﻣﺎ ﻫﻲ ﺃﻧﻮﺍﻉ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﻌﺘﻤﺪﺓ ﰲ ﺷﺮﻛﺘﻜﻢ ؟‬
‫ﺍﳉﻮﺍﺏ ﺭﻗﻢ )‪ :(13‬ﺑﺎﻟﻨﻈﺮ ﺇﱃ ﺍﳋﺼﺎﺋﺺ ﺍﻟﱵ ﻳﺘﻤﺘﻊ ‪‬ﺎ ﺍﻟﻨﻈﺎﻡ ﺍﳊﺎﱄ ﳝﻜﻦ ﺍﻟﻘﻮﻝ ﺑﺄﻧﻪ ﻧﻈﺎﻡ ﺁﱄ ﻳﺘﻤﺜﻞ‬
‫ﺩﻭﺭﻩ ﺍﻷﺳﺎﺳﻲ ﰲ ﺇﺯﺍﻟﺔ ﺍﻷﻋﺒﺎﺀ ﺍﻹﺩﺍﺭﻳﺔ ﻭﺩﻋﻢ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳍﻴﻜﻠﻴﺔ ﻭﺷﺒﻪ ﺍﳍﻴﻜﻠﻴﺔ‪.‬‬
‫ﺍﻟﺴﺆﺍﻝ ﺭﻗﻢ )‪ :(14‬ﻫﻞ ﳝﻜﻦ ﻷﻱ ﺷﺨﺺ ﻏﲑ ﳐﻮﻝ ﺇﺣﺪﺍﺙ ﺗﻐﻴﲑﺍﺕ ﻋﻠﻰ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﻭﺍﻟﱪﺍﻣﺞ ﺩﺍﺧﻞ ﺍﻟﺸﺮﻛﺔ؟‬
‫ﺍﳉﻮﺍﺏ ﺭﻗﻢ )‪ :(14‬ﻻ ﳝﻜﻦ ﻷﻱ ﺷﺨﺺ ﻏﲑ ﳐﻮﻝ ﺍﻹﻃﻼﻉ ﺃﻭ ﺇﺣﺪﺍﺙ ﺗﻐﻴﲑﺍﺕ ﻋﻠﻰ ﺃﻱ ﺑﻴﺎﻥ ﺃﻭ‬
‫ﻣﻌﻠﻮﻣﺔ ﻟﻴﺲ ﻟﻪ ﺍﳊﻖ ﰲ ﺍﻹﻃﻼﻉ ﻋﻠﻴﻬﺎ‪ ،‬ﻭﺫﻟﻚ ﺑﻔﻀﻞ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ ﺫﻛﺮ‪‬ﺎ ﺳﺎﺑﻘﺎ؛ ﺣﱴ‬
‫ﺃﻧﻪ ﻋﻨﺪ ﺇﺟﺮﺍﺀ ﺗﻐﻴﲑﺍﺕ ﻋﻠﻰ ﺍﳌﻨﺎﺻﺐ ﻳﺘﻢ ﺍﺳﺘﺒﺪﺍﻝ ﻛﻠﻤﺎﺕ ﺍﳌﺮﻭﺭ )‪ (Password‬ﺑﺄﺧﺮﻯ ﺟﺪﻳﺪﺓ ﰲ‬
‫ﺇﻃﺎﺭ ﺻﻼﺣﻴﺎﺕ ﺍﳌﺴﺆﻭﻝ ﺍﳌﻌﲔ‪.‬‬
‫ﺍﻟﺴﺆﺍﻝ ﺭﻗﻢ )‪ :(15‬ﻫﻞ ﺃﺻﻴﺐ ﺍﻟﻨﻈﺎﻡ ﺑﺄﻋﻄﺎﺏ ﻓﲑﻭﺳﻴﺔ؟‬
‫ﺍﳉﻮﺍﺏ ﺭﻗﻢ )‪ :(15‬ﻧﻌﻢ‪ ،‬ﺃﺻﻴﺐ ﻓﻴﻤﺎ ﺳﺒﻖ ﺑﺄﻋﻄﺎﺏ ﻓﲑﻭﺳﻴﺔ‪ ،‬ﺇﻻ ﺃﻧﻨﺎ ﺗﺪﺍﺭﻛﻨﺎ ﺍﻟﻮﺿﻊ ﺑﺎﲣﺎﺫ ﲨﻠﺔ ﻣﻦ‬
‫ﺍﻟﺘﺪﺍﺑﲑ ﻭﺍﻻﺣﺘﻴﺎﻃﺎﺕ ﻟﺘﻔﺎﺩﻱ ﻭﻗﻮﻉ ﺃﺧﻄﺎﺀ ﳑﺎﺛﻠﺔ‪.‬‬
‫ﺍﻟﺴﺆﺍﻝ ﺭﻗﻢ )‪ :(16‬ﻣﺎ ﻫﻲ ﻣﺼﺎﺩﺭ ﺗﻠﻚ ﺍﻟﻔﲑﻭﺳﺎﺕ؟‬
‫ﺍﳉﻮﺍﺏ ﺭﻗﻢ )‪ :(16‬ﻏﺎﻟﺒﺎ ﻣﺎ ﺗﻨﺠﻢ ﻋﻦ ﺳﻮﺀ ﺍﺳﺘﻌﻤﺎﻝ ﺍﳌﻮﻇﻔﲔ ﻷﺟﻬﺰﺓ ﻭﺑﺮﺍﻣﺞ ﺍﻟﻨﻈﺎﻡ‪ ،‬ﺃﻭ ﺑﺴﺒﺐ‬
‫ﺍﺳﺘﻌﻤﺎﻝ ﻧﻔﺲ ﻭﺳﺎﺋﻂ ﺍﻟﺘﺨﺰﻳﻦ ﻟﻌﺪﺓ ﻣﺮﺍﺕ‪ ،‬ﺃﻭ ﺟﻠﺐ ﻭﺳﺎﺋﻂ ﲣﺰﻳﻦ ﻣﻦ ﺧﺎﺭﺝ ﺍﻟﺸﺮﻛﺔ ﲢﻤﻞ‬
‫ﻣﻌﻠﻮﻣﺎﺕ ﺃﻭ ﺑﺮﺍﻣﺞ ﻣﻌﻴﻨﺔ ﻭﻋﺪﻡ ﻓﺤﺼﻬﺎ ﲟﻀﺎﺩ ﺍﻟﻔﲑﻭﺳﺎﺕ )‪.(Anti-Virus Programs‬‬
‫ﺍﻟﺴﺆﺍﻝ ﺭﻗﻢ )‪ :(17‬ﻫﻞ ﺗﺴﺒﺐ ﺍﻟﻔﲑﻭﺳﺎﺕ ﰲ ﺇﺗﻼﻑ ﺍﳌﻠﻔﺎﺕ ﺃﻭ ﺗﻌﻄﻴﻞ ﺍﻟﻨﻈﺎﻡ ﻳﺆﺩﻱ ﺇﱃ ﺍﻹﺧﻼﻝ‬
‫ﺑﻌﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﺑﺎﻟﺸﺮﻛﺔ ؟‬
‫ﺍﳉﻮﺍﺏ ﺭﻗﻢ )‪ :(17‬ﺃﻛﻴﺪ‪ ،‬ﻓﻔﻲ ﻋﺎﻡ ‪ 2000‬ﻣﺜﻼ ﺗﻌﺮﺽ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻟﺪﻳﻨﺎ ﺇﱃ ﻓﲑﻭﺱ‬
‫)‪ (Chernobyl‬ﺍﻟﺬﻱ ﻳﺼﻴﺐ ﺃﺟﻬﺰﺓ ﺍﳊﺎﺳﻮﺏ ﰲ ‪ 24‬ﺃﻓﺮﻳﻞ‪ ،‬ﻭﺍﶈﻤﻮﻝ ﰲ ﺑﺮﻧﺎﻣﺞ ) ‪Windows‬‬
‫‪ ،(98‬ﳑﺎ ﺃﺩﻯ ﺇﱃ ﺇﺗﻼﻑ ﻋﻤﻞ ﺣﻮﺍﱄ "ﺷﻬﺮ" ﻣﻦ ﺍﳌﻌﺎﳉﺔ ﺍﻵﻟﻴﺔ ﻟﻠﺒﻴﺎﻧﺎﺕ‪ ،‬ﳑﺎ ﻋﻄﻞ ﺑﺸﻜﻞ ﻛﺒﲑ ﺍﻧﺘﻘﺎﻝ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺧﺎﺻﺔ ﰲ ﺍ‪‬ﺎﻝ ﺍﶈﺎﺳﱯ ﻭﺍﳌﺎﱄ‪.‬‬
‫ﺍﻟﺴﺆﺍﻝ ﺭﻗﻢ )‪ :(18‬ﻣﺎ ﻫﻲ ﺍﻻﺣﺘﻴﺎﻃﺎﺕ ﺍﻟﱵ ﺗﺘﺨﺬﻭ‪‬ﺎ ﺍﻵﻥ ﻟﺘﻔﺎﺩﻱ ﻭﻗﻮﻉ ﺃﺧﻄﺎﺀ ﻛﺎﻟﱵ ﺳﺒﻘﺖ؟‬

‫‪187‬‬
‫ﺍﳉﻮﺍﺏ ﺭﻗﻢ )‪ :(18‬ﻣﻨﺬ ﺍﳋﺴﺎﺭﺓ ﺍﻟﻜﺒﲑﺓ ﺍﻟﱵ ﻭﻗﻌﺖ ﻓﻴﻬﺎ ﺍﻟﺸﺮﻛﺔ ﻗﻤﻨﺎ ﺑﺎﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻻﺣﺘﻴﺎﻃﺎﺕ؛‬
‫ﺃﻭﳍﺎ‪ :‬ﻭﺿﻊ ﺑﺮﺍﻣﺞ ﺧﺎﺻﺔ ﳊﻤﺎﻳﺔ ﺃﺟﻬﺰﺓ ﻭﺑﺮﺍﻣﺞ ﺍﻟﻨﻈﺎﻡ ﻣﻦ ﺣﻮﺍﺳﻴﺐ ﻭﻏﲑﻫﺎ‪ .‬ﻭﺛﺎﻧﻴﻬﺎ‪ :‬ﺍﳌﺘﺎﺑﻌﺔ ﺍﻟﻴﻮﻣﻴﺔ‬
‫ﻣﻦ ﺧﻼﻝ ﺷﺒﻜﺔ ﺍﻹﻧﺘﺮﻧﺖ ﳉﻤﻴﻊ ﺃﻧﻮﺍﻉ ﺍﻟﻔﲑﻭﺳﺎﺕ ﺍﻟﱵ ﺗﻈﻬﺮ ﻳﻮﻣﻴﺎ‪ ،‬ﻭﻛﺬﺍ ﺍﻟﱪﺍﻣﺞ ﺍﳌﻀﺎﺩﺓ ﳍﺬﻩ‬
‫ﺍﻟﻔﲑﻭﺳﺎﺕ‪ ،‬ﻭﺍﻟﻌﻤﻞ ﻋﻠﻰ ﺍﻗﺘﻨﺎﺋﻬﺎ ﻭﺗﺰﻭﻳﺪ ﺍﻟﻨﻈﺎﻡ ‪‬ﺎ‪ .‬ﻭﺛﺎﻟﺜﻬﺎ‪ :‬ﺯﻳﺎﺩﺓ ﺍﻻﻫﺘﻤﺎﻡ ﺑﺎﻟﻜﻤﺒﻴﻮﺗﺮ ﺍﳌﻀﻴﻒ‬
‫ﺍﳌﺴﺎﻋﺪ )‪ (Le Serveur Secondaire‬ﰲ ﺣﺎﻝ ﺗﻌﻄﻞ ﺍﻟﻜﻤﺒﻴﻮﺗﺮ ﺍﳌﻀﻴﻒ ﺍﻟﺮﺋﻴﺴﻲ ) ‪Le‬‬
‫‪ .(Serveur Principale‬ﻭﺭﺍﺑﻌﻬﺎ‪ :‬ﻧﺴﺦ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﺼﻔﺔ ﺩﻭﺭﻳﺔ ﻣﻦ ﻗﺎﻋﺪﺓ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﳋﺎﺻﺔ‬
‫ﺑﺎﻟﻨﻈﺎﻡ ﻭﺣﻔﻈﻬﺎ ﰲ ﺃﻗﺮﺍﺹ ﺻﻠﺒﺔ )‪ (cd-rom‬ﻣﻜﻮﻧﲔ ﺑﺬﻟﻚ ﺧﺰﺍﻧﺔ ﻟﻸﺭﺷﻴﻒ ﺍﻻﻟﻜﺘﺮﻭﱐ ﳝﻜﻦ‬
‫ﺍﻟﺮﺟﻮﻉ ﳍﺎ ﻭﻗﺖ ﺍﳊﺎﺟﺔ‪ .‬ﺃﻣﺎ ﻓﻴﻤﺎ ﳜﺺ ﺍﻧﺘﻘﺎﻝ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺇﱃ ﺍﳌﺪﻳﺮﻳﺔ ﺍﻟﻌﺎﻣﺔ ﺃﻭ ﻣﺮﺍﻛﺰ ﺍﻟﺘﻮﺯﻳﻊ ﻓﻴﺘﻢ‬
‫ﺍﻋﺘﻤﺎﺩ ﺍﳌﻮﺩﻡ )‪ (Modem‬ﺑﺪﻝ ﺍﻟﱪﻳﺪ ﺍﻻﻟﻜﺘﺮﻭﱐ ﲪﺎﻳﺔ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﻣﻦ ﺟﺮﺍﺋﻢ ﺍﻟﻘﺮﺻﻨﺔ‪ .‬ﻭﺧﺎﻣﺴﻬﺎ‬
‫ﺍﻻﻋﺘﻤﺎﺩ ﺃﻛﺜﺮ ﻋﻠﻰ ﻧﻈﻢ ﻣﺮﺍﻗﺒﺔ ﺍﻟﺒﻴﺎﻧﺎﺕ )‪ (Data Control Systems‬ﻭﻧﻈﻢ ﻣﺮﺍﻗﺒﺔ ﺍﻻﺗﺼﺎﻝ‬
‫)‪.(Communication Control Systems‬‬

‫ﺍﻟﺴﺆﺍﻝ ﺭﻗﻢ )‪ :(19‬ﻫﻞ ﺗﻌﺮﺿﺖ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺴﺘﺨﺪﻣﺔ ﰲ ﺍﳌﺆﺳﺴﺔ ﺇﱃ ﺟﺮﺍﺋﻢ ﺃﻭ ﻗﺮﺻﻨﺔ ﻋﻠﻰ‬
‫ﺍﳊﺎﺳﻮﺏ؟‬
‫ﺍﳉﻮﺍﺏ ﺭﻗﻢ )‪ :(19‬ﳊﺪ ﺍﻵﻥ ﱂ ﲢﺪﺙ ﺃﻳﺔ ﺟﺮﺍﺋﻢ ﺃﻭ ﻋﻤﻠﻴﺔ ﻗﺮﺻﻨﺔ ﻋﻠﻰ ﺍﻟﺸﺒﻜﺔ ﺍﳌﻌﻠﻮﻣﺎﺗﻴﺔ ﻟﻠﺸﺮﻛﺔ‪.‬‬

‫‪188‬‬
 ‫ﺃﻭﻻ‪ :‬ﻗﺎﺋﻤﺔ ﺍﳌﺮﺍﺟﻊ ﺑﺎﻟﻠﻐﺔ ﺍﻟﻌﺮﺑﻴﺔ‬

‫‪ /I‬ﺍﻟﻜﺘـﺐ‬
‫‪ .1‬ﺃﺑﻮ ﺍﳊﺴﻦ‪ ،‬ﻋﻠﻲ ﺃﲪﺪ‪ ،‬ﺍﶈﺎﺳﺒﺔ ﺍﻹﺩﺍﺭﻳﺔ ﺍﳌﺘﻘﺪﻣﺔ‪ ،‬ﺍﻟﺪﺍﺭ ﺍﳉﺎﻣﻌﻴﺔ ﻟﻠﻨﺸﺮ‪ ،‬ﺍﻹﺳﻜﻨﺪﺭﻳﺔ‪.1997 ،‬‬
‫‪ .2‬ﺇﺩﺭﻳﺲ‪ ،‬ﺛﺎﺑﺖ ﻋﺒﺪ ﺍﻟﺮﲪﺎﻥ؛ ﺍﳌﺮﺳﻲ‪ ،‬ﲨﺎﻝ ﺍﻟﺪﻳﻦ ﳏﻤﺪ‪ ،‬ﺍﻹﺩﺍﺭﺓ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ)ﻣﻔﺎﻫﻴﻢ ﻭﳕﺎﺫﺝ‬
‫ﺗﻄﺒﻴﻘﻴﺔ(‪ ،‬ﺍﻟﺪﺍﺭ ﺍﳉﺎﻣﻌﻴﺔ ﻟﻠﻨﺸﺮ‪ ،‬ﺍﻹﺳﻜﻨﺪﺭﻳﺔ‪ ،‬ﻁ‪.2002 ،1‬‬
‫‪ .3‬ﺍﻟﺒﻜﺮﻱ‪ ،‬ﺳﻮﻧﻴﺎ ﳏﻤﺪ‪ ،‬ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ) ﺍﳌﻔﺎﻫﻴﻢ ﺍﻷﺳﺎﺳﻴﺔ(‪ ،‬ﺍﻟﺪﺍﺭ ﺍﳉﺎﻣﻌﻴﺔ ﻟﻠﻨﺸﺮ‪،‬‬
‫ﺍﻹﺳﻜﻨﺪﻳﺔ‪.1999 ،‬‬
‫‪ .4‬ﺍﻟﺒﻜﺮﻱ‪ ،‬ﺳﻮﻧﻴﺎ ﳏﻤﺪ‪ ،‬ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﺍﳌﻜﺘﺐ ﺍﻟﻌﺮﰊ ﺍﳊﺪﻳﺚ ﻟﻠﻨﺸﺮ‪ ،‬ﺑﺪﻭﻥ ﺳﻨﺔ ﺃﻭ‬
‫ﺑﻠﺪ ﺍﻟﻨﺸﺮ‪.‬‬
‫‪ .5‬ﺍﻟﺒﻜﺮﻱ‪ ،‬ﺳﻮﻧﻴﺎ ﳏﻤﺪ‪ ،‬ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﺩﺍﺭ ﺍﻹﺷﻌﺎﻉ ﻟﻠﻨﺸﺮ‪ ،‬ﺍﻹﺳﻜﻨﺪﺭﻳﺔ‪.1997،‬‬
‫‪ .6‬ﺍﻟﺒﻜﺮﻱ‪ ،‬ﺳﻮﻧﻴﺎ ﳏﻤﺪ؛ ﺳﻠﻄﺎﻥ‪ ،‬ﺇﺑﺮﺍﻫﻴﻢ‪ ،‬ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﺍﻟﺪﺍﺭ ﺍﳉﺎﻣﻌﻴﺔ ﻟﻠﻄﺒﻊ ﻭﺍﻟﻨﺸﺮ‬
‫ﻭﺍﻟﺘﻮﺯﻳﻊ‪ ،‬ﺍﻹﺳﻜﻨﺪﺭﻳﺔ‪.2001 ،‬‬
‫‪ .7‬ﺗﻮﺭﺑﺎﻥ‪ ،‬ﺇﻳﻔﺮﺍﻡ‪ ،‬ﻧﻈﻢ ﺩﻋﻢ ﺍﻹﺩﺍﺭﺓ )ﻧﻈﻢ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭﺍﺕ ﻭﻧﻈﻢ ﺍﳋﱪﺓ(‪)،‬ﺗﻌﺮﻳﺐ‪ :‬ﺳﺮﻭﺭ ﻋﻠﻲ‬
‫ﺇﺑﺮﺍﻫﻴﻢ(‪،‬ﺩﺍﺭ ﺍﳌﺮﻳﺦ‪،‬ﺍﻟﺮﻳﺎﺽ‪.2000،‬‬
‫‪ .8‬ﺗﻮﻓﻴﻖ‪ ،‬ﲨﻴﻞ ﺃﲪﺪ‪ ،‬ﻣﺬﻛﺮﺍﺕ ﰲ ﺇﺩﺍﺭﺓ ﺍﻷﻋﻤﺎﻝ‪ ،‬ﺩﺍﺭ ﺍﻟﻨﻬﻀﺔ ﺍﻟﻌﺮﺑﻴﺔ‪ ،‬ﺑﲑﻭﺕ‪ ،‬ﻟﺒﻨﺎﻥ‪.1975 ،‬‬
‫‪ .9‬ﺟﻮﺍﺩ‪ ،‬ﺷﻮﻗﻲ ﻧﺎﺟﻲ‪ ،‬ﺇﺩﺍﺭﺓ ﺍﻷﻋﻤﺎﻝ)ﻣﻨﻈﻮﺭ ﻛﻠﻲ(‪ ،‬ﺩﺍﺭ ﺍﳊﺎﻣﺪ ﻟﻠﻨﺸﺮ‪.2000 ،‬‬
‫‪ .10‬ﺍﳉﻴﻮﺳﻲ‪ ،‬ﳏﻤﺪ ﺭﺳﻼﻥ؛ ﺟﺎﺩ ﺍﷲ‪ ،‬ﲨﻴﻠﺔ‪ ،‬ﺍﻹﺩﺍﺭﺓ ﻋﻠﻢ ﻭﺗﻄﺒﻴﻖ‪ ،‬ﺩﺍﺭ ﺍﳌﺴﲑﺓ‪ ،‬ﻋﻤﺎﻥ‪ ،‬ﺍﻷﺭﺩﻥ‪،‬‬
‫ﻁ‪.2000 ،1‬‬
‫‪ .11‬ﺍﳊﺎﻣﺪﻱ‪ ،‬ﻋﻠﻲ‪ ،‬ﺛﻼﺛﻮﻥ ﻃﺮﻳﻘﺔ ﻟﺘﻮﻟﻴﺪ ﺍﻷﻓﻜﺎﺭ ﺍﻹﺑﺪﺍﻋﻴﺔ‪ ،‬ﺩﺍﺭ ﺍﺑﻦ ﺣﺰﻡ‪ ،‬ﺑﺪﻭﻥ ﺑﻠﺪ ﺍﻟﻨﺸﺮ ﻭﻻ‬
‫ﺳﻨﺔ ﺍﻟﻨﺸﺮ‪.‬‬
‫‪ .12‬ﺣﺴﻦ‪ ،‬ﺃﻣﲔ ﻋﺒﺪ ﺍﻟﻌﺰﻳﺰ‪ ،‬ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍﻟﺘﺴﻮﻳﻖ ﰲ ﺍﻟﻘﺮﻥ ﺍﳊﺎﺩﻱ ﻭﺍﻟﻌﺸﺮﻳﻦ‪ ،‬ﺩﺍﺭ ﻗﺒﺎﺀ ﻟﻠﻄﺒﺎﻋﺔ‬
‫ﻭﺍﻟﻨﺸﺮ ﻭﺍﻟﺘﻮﺯﻳﻊ‪ ،‬ﺍﻟﻘﺎﻫﺮﺓ‪.2001 ،‬‬
‫‪ .13‬ﺍﳊﺴﻨﻴﺔ‪ ،‬ﺳﻠﻴﻢ‪ ،‬ﻣﺒﺎﺩﻯﺀ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﺍﻟﻮﺭﺍﻕ ﻟﻠﻨﺸﺮ ﻭﺍﻟﺘﻮﺯﻳﻊ‪ ،‬ﻋﻤﺎﻥ‪.2000 ،‬‬

‫‪189‬‬
‫‪ .14‬ﺍﳊﺴﻨﻴﺔ‪ ،‬ﺳﻠﻴﻢ‪ ،‬ﻣﺒﺎﺩﻯﺀ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﻣﺆﺳﺴﺔ ﺍﻟﻮﺭﺍﻕ ﻟﻠﻨﺸﺮ ﻭﺍﻟﺘﻮﺯﻳﻊ‪ ،‬ﻁ‪،1‬‬
‫‪ ،1998‬ﻋﻤﺎﻥ‪ ،‬ﺍﻷﺭﺩﻥ‪.‬‬
‫‪ .15‬ﺣﻨﻔﻲ‪ ،‬ﻋﺒﺪ ﺍﻟﻐﻔﺎﺭ؛ ﺃﺑﻮ ﻗﺤﻒ‪ ،‬ﻋﺒﺪ ﺍﻟﺴﻼﻡ‪ ،‬ﺗﻨﻈﻴﻢ ﻭﺇﺩﺍﺭﺓ ﺍﻷﻋﻤﺎﻝ‪ ،‬ﺍﳌﻜﺘﺐ ﺍﻟﻌﺮﰊ ﺍﳊﺪﻳﺚ‬
‫ﻟﻠﻨﺸﺮ‪ ،‬ﺍﻹﺳﻜﻨﺪﺭﻳﺔ‪.1993 ،‬‬
‫‪ .16‬ﺍﻟﺴﺎﳌﻲ‪ ،‬ﻋﻼﺀ ﻋﺒﺪ ﺍﻟﺮﺯﺍﻕ‪ ،‬ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﺩﺍﺭ ﺍﳌﻨﺎﻫﺞ‪ ،‬ﻋﻤﺎﻥ‪ ،‬ﺍﻷﺭﺩﻥ‪ ،‬ﻁ‪،2‬‬
‫‪.2000‬‬
‫ﺍﻟﺴ‪‬ﺎﳌﻲ‪ ،‬ﻋﻼﺀ ﻋﺒﺪ ﺍﻟﺮﺯﺍﻕ؛ ﺍﻟﺪ‪‬ﺑﺎﻍ‪ ،‬ﺭﻳﺎﺽ ﺣﺎﻣﺪ‪ ،‬ﺗﻘﻨﻴﺎﺕ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﺩﺍﺭ ﻭﺍﺋﻞ‬ ‫‪.17‬‬
‫ﻟﻠﻄﺒﺎﻋﺔ ﻭﺍﻟﻨﺸﺮ‪ ،‬ﻁ‪ ،2001 ،1‬ﻋﻤﺎﻥ‪ ،‬ﺍﻷﺭﺩﻥ‪.‬‬
‫ﺳﻠﻄﺎﻥ‪ ،‬ﺇﺑﺮﺍﻫﻴﻢ‪ ،‬ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ)ﻣﺪﺧﻞ ﺇﺩﺍﺭﻱ(‪ ،‬ﺍﻟﺪﺍﺭ ﺍﳉﺎﻣﻌﻴﺔ ﺍﻟﻄﺒﻊ ﻭﺍﻟﻨﺸﺮ‬ ‫‪.18‬‬
‫ﻭﺍﻟﺘﻮﺯﻳﻊ‪ ،‬ﺍﻹﺳﻜﻨﺪﺭﻳﺔ‪.2000 ،‬‬
‫ﺍﻟﺴﻠﻤﻲ‪ ،‬ﻋﻠﻲ‪ ،‬ﺍﻟﺴﻴﺎﺳﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﰲ ﻋﺼﺮ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﺩﺍﺭ ﻏﺮﻳﺐ ﻟﻠﻄﺒﺎﻋﺔ ﻭﺍﻟﻨﺸﺮ ﻭﺍﻟﺘﻮﺯﻳﻊ‪،‬‬ ‫‪.19‬‬
‫ﺍﻟﻘﺎﻫﺮﺓ‪ ،‬ﺑﺪﻭﻥ ﺳﻨﺔ ﺍﻟﻨﺸﺮ‪.‬‬
‫ﺳﻮﻳﻠﻢ‪ ،‬ﳏﻤﺪ‪ ،‬ﺍﻹﺩﺍﺭﺓ‪ ،‬ﺩﺍﺭ ﺍﳍﺎﱐ ﻟﻠﻄﺒﺎﻋﺔ‪ ،‬ﺑﺪﻭﻥ ﺑﻠﺪ ﻭﺳﻨﺔ ﺍﻟﻨﺸﺮ‪.‬‬ ‫‪.20‬‬
‫ﺍﻟﺴﻴﺪ‪ ،‬ﺇﲰﺎﻋﻴﻞ‪ ،‬ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻻﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﺍﳌﻜﺘﺐ ﺍﻟﻌﺮﰊ ﺍﳊﺪﻳﺚ ﻟﻠﻨﺸﺮ‪،‬‬ ‫‪.21‬‬
‫ﺍﻻﺳﻜﻨﺪﺭﻳﺔ‪ ،‬ﺑﺪﻭﻥ ﺳﻨﺔ ﺍﻟﻨﺸﺮ‪.‬‬
‫ﺷﺤﺎﺗﺔ‪ ،‬ﺃﲪﺪ ﺑﺴﻴﻮﱐ؛ ﻭﺁﺧﺮﻭﻥ‪ ،‬ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﶈﺎﺳﺒﻴﺔ ﰲ ﺷﺮﻛﺎﺕ ﺍﻟﺘﺄﻣﲔ ﻭﺍﻟﺒﻨﻮﻙ‬ ‫‪.22‬‬
‫ﺍﻟﺘﺠﺎﺭﻳﺔ‪ ،‬ﺍﻟﺪﺍﺭ ﺍﳉﺎﻣﻌﻴﺔ ﻟﻠﻨﺸﺮ‪ ،‬ﲨﻬﻮﺭﻳﺔ ﻣﺼﺮ ﺍﻟﻌﺮﺑﻴﺔ‪ ،‬ﺑﺪﻭﻥ ﺳﻨﺔ ﺍﻟﻨﺸﺮ‪.‬‬
‫ﺍﻟﺸﻤﺎﻉ‪ ،‬ﺧﻠﻴﻞ ﺣﺴﻦ؛ ﲪﻮﺩ‪ ،‬ﺧﻀﲑ ﻛﺎﻇﻢ‪ ،‬ﻧﻈﺮﻳﺔ ﺍﳌﻨﻈﻤﺔ‪ ،‬ﺩﺍﺭ ﺍﳌﺴﲑﺓ ﻟﻠﻨﺸﺮ‪ ،‬ﻋﻤ‪‬ﺎﻥ‪ ،‬ﻁ‪،1‬‬ ‫‪.23‬‬
‫‪.2000‬‬
‫ﺍﻟﺸﻤﺎﻉ‪ ،‬ﺧﻠﻴﻞ ﳏﻤﺪ ﺣﺴﻦ‪ ،‬ﻣﺒﺎﺩﻯﺀ ﺍﻹﺩﺍﺭﺓ)ﻣﻊ ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺇﺩﺍﺭﺓ ﺍﻷﻋﻤﺎﻝ(‪ ،‬ﺩﺍﺭ ﺍﳌﺴﲑﺓ‬ ‫‪.24‬‬
‫ﻟﻠﻨﺸﺮ ﻭﺍﻟﺘﻮﺯﻳﻊ‪ ،‬ﻋﻤ‪‬ﺎﻥ‪ ،‬ﺍﻷﺭﺩﻥ‪ ،‬ﻁ‪.1999 ،1‬‬
‫ﺍﻟﺼﺒﺎﺡ‪ ،‬ﻋﺒﺪ ﺍﻟﺮﲪﺎﻥ‪ ،‬ﻣﺒﺎﺩﻯﺀ ﺍﻟﺮﻗﺎﺑﺔ ﺍﻹﺩﺍﺭﻳﺔ)ﺍﳌﻌﺎﻳﲑ ﻭﺍﻟﺘﻘﻴﻴﻢ ﻭﺍﻟﺘﺼﺤﻴﺢ(‪ ،‬ﺩﺍﺭ ﺯﻫﺮﺍﻥ ﻟﻠﻨﺸﺮ‬ ‫‪.25‬‬
‫ﻭﺍﻟﺘﻮﺯﻳﻊ‪.1997 ،‬‬
‫ﺍﻟﺼﺒﺎﻍ‪ ،‬ﻋﻤﺎﺩ‪ ،‬ﻣﺪﺧﻞ ﻟﺘﺤﻠﻴﻞ ﻭﺗﺼﻤﻴﻢ ﻧﻈﻢ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻷﻋﻤﺎﻝ‪ ،‬ﺍﻟﺪﺍﺭ ﺍﻟﻌﻠﻤﻴﺔ ﺍﻟﺪﻭﻟﻴﺔ ﻭﺩﺍﺭ‬ ‫‪.26‬‬
‫ﺍﻟﺜﻘﺎﻓﺔ ﻟﻠﻨﺸﺮ‪ ،‬ﻋ‪‬ﻤﺎﻥ‪.2000،‬‬
‫ﺍﻟﺼﺒﺎﻍ‪ ،‬ﻋﻤﺎﺩ‪ ،‬ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ)ﻣﺎﻫﻴﺘﻬﺎ ﻭﻣﻜﻮﻧﺎ‪‬ﺎ(‪ ،‬ﺍﻟﺪﺍﺭ ﺍﻟﻌﻠﻤﻴﺔ ﺍﻟﺪﻭﻟﻴﺔ ﻭﺩﺍﺭ ﺍﻟﺜﻘﺎﻓﺔ ﻟﻠﻨﺸﺮ‪،‬‬ ‫‪.27‬‬
‫ﻋ‪‬ﻤﺎﻥ‪ ،‬ﻁ‪.2000 ،1‬‬

‫‪190‬‬
 ‫‪ .28‬ﺍﻟﺼﺤﻦ‪ ،‬ﳏﻤﺪ ﻓﺮﻳﺪ؛ ﺍﻟﺴﻴﺪ‪ ،‬ﺇﲰﺎﻋﻴﻞ‪ ،‬ﺍﻟﺘﺴﻮﻳﻖ‪ ،‬ﺍﻟﺪﺍﺭ ﺍﳉﺎﻣﻌﻴﺔ ﻟﻠﻨﺸﺮ‪ ،‬ﺍﻻﺳﻜﻨﺪﺭﻳﺔ‪.2000 ،‬‬
‫‪ .29‬ﻋﺒﺪ ﺍﻟﺒﺎﻗﻲ‪ ،‬ﺻﻼﺡ ﺍﻟﺪﻳﻦ ﳏﻤﺪ‪ ،‬ﺍﳉﻮﺍﻧﺐ ﺍﻟﻌﻠﻤﻴﺔ ﻭﺍﻟﺘﻄﺒﻴﻘﻴﺔ ﰲ ﺇﺩﺍﺭﺓ ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ‬
‫ﺑﺎﳌﻨﻈﻤﺎﺕ‪ ،‬ﺍﻟﺪﺍﺭ ﺍﳉﺎﻣﻌﻴﺔ ﺍﻟﻄﺒﻊ ﻭﺍﻟﻨﺸﺮ ﻭﺍﻟﺘﻮﺯﻳﻊ‪ ،‬ﺍﻹﺳﻜﻨﺪﺭﻳﺔ‪.2001 ،‬‬
‫‪ .30‬ﻋﺒﺪ ﺍﻟﻌﺎﻝ‪ ،‬ﺃﲪﺪ ﺭﺟﺐ‪ ،‬ﺍﳌﺪﺧﻞ ﺍﳌﻌﺎﺻﺮ ﰲ ﺍﶈﺎﺳﺒﺔ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﻣﺮﻛﺰ ﺍﳌﻄﺒﻮﻋﺎﺕ ﺍﳉﺎﻣﻌﻴﺔ‪،‬‬
‫ﺍﻹﺳﻜﻨﺪﺭﻳﺔ‪.1987 ،‬‬
‫ﻋﻠﻴﺎﻥ‪ ،‬ﺭﲝﻲ ﻣﺼﻄﻔﻰ؛ ﻏﻨﻴﻢ‪ ،‬ﻋﺜﻤﺎﻥ ﳏﻤﺪ‪ ،‬ﻣﻨﺎﻫﺞ ﻭﺃﺳﺎﻟﻴﺐ ﺍﻟﺒﺤﺚ ﺍﻟﻌﻠﻤﻲ)ﺍﻟﻨﻈﺮﻳﺔ‬ ‫‪.31‬‬
‫ﻭﺍﻟﺘﻄﺒﻴﻖ(‪ ،‬ﺩﺍﺭ ﺻﻔﺎﺀ ﻟﻠﻨﺸﺮ ﻭﺍﻟﺘﻮﺯﻳﻊ‪ ،‬ﻋﻤﺎﻥ‪ ،‬ﻁ‪.2000 ،1‬‬
‫ﻏﺮﺍﺏ‪ ،‬ﻛﺎﻣﻞ ﺍﻟﺴﻴﺪ؛ ﺣﺠﺎﺯﻱ‪ ،‬ﻓﺎﺩﻳﺔ ﳏﻤﺪ‪ ،‬ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪:‬ﻣﺪﺧﻞ ﲢﻠﻴﻠﻲ‪ ،‬ﻧﺸﺮ‬ ‫‪.32‬‬
‫ﺟﺎﻣﻌﺔ ﺍﳌﻠﻚ ﺳﻌﻮﺩ‪ ،‬ﺍﻟﺮﻳﺎﺽ‪ ،‬ﻁ‪.1997 ،1‬‬
‫ﺍﻟﻔﻴﻮﻣﻲ‪ ،‬ﳏﻤﺪ‪ ،‬ﻣﻘﺪﻣﺔ ﺍﳊﺎﺳﺒﺎﺕ ﺍﻻﻟﻴﻜﺘﺮﻭﻧﻴﺔ ﻭﺗﻄﺒﻴﻘﺎ‪‬ﺎ ﰲ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﶈﺎﺳﺒﻴﺔ‪ ،‬ﻣﺆﺳﺴﺔ‬ ‫‪.33‬‬
‫ﺷﺒﺎﺏ ﺍﳉﺎﻣﻌﺔ ﻟﻠﻨﺸﺮ‪ ،‬ﺍﻻﺳﻜﻨﺪﺭﻳﺔ‪.1992 ،‬‬
‫ﺍﻟﻜﻼﻟﺪﺓ‪ ،‬ﻇﺎﻫﺮ‪ ،‬ﺍﻟﻘﻴﺎﺩﺓ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﺩﺍﺭ ﺯﻫﺮﺍﻥ ﻟﻠﻨﺸﺮ ﻭﺍﻟﺘﻮﺯﻳﻊ‪ ،‬ﻋﻤﺎﻥ‪ ،‬ﺍﻷﺭﺩﻥ‪.1997 ،‬‬ ‫‪.34‬‬
‫ﻛﻨﺖ‪ ،‬ﺁﻟﻦ‪ ،‬ﺍﳊﺎﺳﺒﺎﺕ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ﻭﺍﺧﺘﺰﺍﻥ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﺳﺘﺮﺟﺎﻋﻬﺎ‪) ،‬ﺗﺮﲨﺔ ﺣﺸﻤﺖ ﻗﺎﺳﻢ‬ ‫‪.35‬‬
‫ﻭﺷﻮﻗﻲ ﺳﺎﱂ(‪ ،‬ﻭﻛﺎﻟﺔ ﺍﳌﻄﺒﻮﻋﺎﺕ‪ ،‬ﺍﻟﻜﻮﻳﺖ‪ ،‬ﻁ‪.1979 ،2‬‬
‫ﺍﻟﻜﻴﻼﱐ‪ ،‬ﻋﺜﻤﺎﻥ؛ ﻭﺁﺧﺮﻭﻥ‪ ،‬ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﺩﺍﺭ ﺍﳌﻨﺎﻫﺞ ﻟﻠﻨﺸﺮ ﻭﺍﻟﺘﻮﺯﻳﻊ‪ ،‬ﻋﻤﺎﻥ‪،‬‬ ‫‪.36‬‬
‫ﺍﻷﺭﺩﻥ‪ ،‬ﻁ‪.2000 ،1‬‬
‫ﺍﻟﻠﻮﺯﻱ‪ ،‬ﻣﻮﺳﻰ‪ ،‬ﺍﻟﺘﻄﻮﻳﺮ ﺍﻟﺘﻨﻈﻴﻤﻲ)ﺃﺳﺎﺳﻴﺎﺕ ﻭﻣﻔﺎﻫﻴﻢ ﺣﺪﻳﺜﺔ(‪ ،‬ﺩﺍﺭ ﻭﺍﺋﻞ ﻟﻠﻨﺸﺮ‪ ،‬ﻋﻤﺎﻥ‪،‬‬ ‫‪.37‬‬
‫ﺍﻷﺭﺩﻥ‪ ،‬ﻁ‪.1999 ،1‬‬
‫ﺍﻟﻠﻮﺯﻱ‪ ،‬ﻣﻮﺳﻰ‪ ،‬ﺍﻟﺘﻨﻤﻴﺔ ﺍﻹﺩﺍﺭﻳﺔ)ﺍﳌﻔﺎﻫﻴﻢ ﻭﺍﻷﺳﺲ ﻭﺍﻟﺘﻄﺒﻴﻘﺎﺕ(‪ ،‬ﺩﺍﺭ ﻭﺍﺋﻞ ﻟﻠﻨﺸﺮ‪ ،‬ﻋﻤﺎﻥ‪،‬‬ ‫‪.38‬‬
‫ﺍﻷﺭﺩﻥ‪ ،‬ﻁ‪.2000 ،1‬‬
‫ﻣﺎﻫﺮ‪ ،‬ﺃﲪﺪ‪ ،‬ﺍﻹﺩﺍﺭﺓ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ‪ ،‬ﺍﻟﺪﺍﺭ ﺍﳉﺎﻣﻌﻴﺔ ﻟﻠﻄﺒﻊ ﻭﺍﻟﻨﺸﺮ ﻭﺍﻟﺘﻮﺯﻳﻊ‪ ،‬ﺍﻹﺳﻜﻨﺪﺭﻳﺔ‪،‬‬ ‫‪.39‬‬
‫‪.1999‬‬
‫ﻣﺎﻫﺮ‪ ،‬ﺃﲪﺪ‪ ،‬ﻛﻴﻒ ﺗﺮﻓﻊ ﻣﻬﺎﺭﺍﺗﻚ ﺍﻹﺩﺍﺭﻳﺔ ﰲ ﺍﻻﺗﺼﺎﻝ‪ ،‬ﺍﻟﺪﺍﺭ ﺍﳉﺎﻣﻌﻴﺔ ﻟﻠﻨﺸﺮ‪ ،‬ﺍﻹﺳﻜﻨﺪﺭﻳﺔ‪،‬‬ ‫‪.40‬‬
‫‪.2000‬‬
‫ﻣﺎﻫﺮ‪ ،‬ﺃﲪﺪ‪ ،‬ﺍﻟﺴﻠﻮﻙ ﺍﻟﺘﻨﻈﻴﻤﻲ)ﻣﺪﺧﻞ ﺑﻨﺎﺀ ﺍﳌﻬﺎﺭﺍﺕ(‪ ،‬ﺍﻟﺪﺍﺭ ﺍﳉﺎﻣﻌﻴﺔ ﻟﻠﻄﺒﻊ ﻭﺍﻟﻨﺸﺮ ﻭﺍﻟﺘﻮﺯﻳﻊ‪،‬‬ ‫‪.41‬‬
‫ﻁ ‪ ،07‬ﺍﻹﺳﻜﻨﺪﺭﻳﺔ‪.2000 ،‬‬

‫‪191‬‬
‫‪ .42‬ﻣﺒﺎﺭﻙ‪ ،‬ﺻﻼﺡ ﺍﻟﺪﻳﻦ ﻋﺒﺪ ﺍﳌﻨﻌﻢ‪ ،‬ﺍﻗﺘﺼﺎﺩﻳﺎﺕ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﶈﺎﺳﺒﻴﺔ ﻭﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﺩﺍﺭ ﺍﳉﺎﻣﻌﺔ‬
‫ﺍﳉﺪﻳﺪﺓ ﻟﻠﻨﺸﺮ‪ ،‬ﺍﻹﺳﻜﻨﺪﺭﻳﺔ‪.2001 ،‬‬
‫‪ .43‬ﻣﺴﻠﻢ‪ ،‬ﻋﻠﻲ ﻋﺒﺪ ﺍﳍﺎﺩﻱ‪ ،‬ﻣﺬﻛﺮﺍﺕ ﰲ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﻣﺮﻛﺰ ﺍﻟﺘﻨﻤﻴﺔ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﻣﺼﺮ‪،‬‬
‫‪.1994‬‬
‫‪ .44‬ﺍﳌﺸﺮﻗﻲ‪ ،‬ﺣﺴﻦ‪ ،‬ﻧﻈﺮﻳﺔ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻹﺩﺍﺭﻳﺔ)ﻣﺪﺧﻞ ﻛﻤﻲ ﰲ ﺍﻹﺩﺍﺭﺓ(‪ ،‬ﺩﺍﺭ ﺍﳌﺴﲑﺓ ﻟﻠﻨﺸﺮ‬
‫ﻭﺍﻟﺘﻮﺯﻳﻊ‪ ،‬ﻋﻤﺎﻥ‪ ،‬ﺍﻷﺭﺩﻥ‪ ،‬ﻁ‪.1997 ،1‬‬
‫ﺍﳌﺼﺮﻱ‪ ،‬ﺃﲪﺪ ﳏﻤﺪ‪ ،‬ﺍﻹﺩﺍﺭﺓ ﺍﳊﺪﻳﺜﺔ)ﺍﻻﺗﺼﺎﻻﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﻟﻘﺮﺍﺭﺍﺕ(‪ ،‬ﻣﺆﺳﺴﺔ ﺷﺒﺎﺏ‬ ‫‪.45‬‬
‫ﺍﳉﺎﻣﻌﺔ ﻟﻠﻨﺸﺮ‪ ،‬ﺍﻹﺳﻜﻨﺪﺭﻳﺔ‪.2000 ،‬‬
‫ﺍﳌﺼﺮﻱ‪ ،‬ﺳﻌﻴﺪ ﳏﻤﺪ‪ ،‬ﺍﻟﺘﻨﻈﻴﻢ ﻭﺍﻹﺩﺍﺭﺓ‪ ،‬ﺍﻟﺪﺍﺭ ﺍﳉﺎﻣﻌﻴﺔ ﻟﻠﻄﺒﻊ ﻭﺍﻟﻨﺸﺮ ﻭﺍﻟﺘﻮﺯﻳﻊ‪ ،‬ﺍﻹﺳﻜﻨﺪﺭﻳﺔ‪،‬‬ ‫‪.46‬‬
‫‪.1999‬‬
‫ﻣﻜﻠﻴﻮﺩ‪ ،‬ﺭﺍﳝﻮﻧﺪ‪ ،‬ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪) ،‬ﺗﺮﲨﺔ‪ :‬ﺳﺮﻭﺭ ﻋﻠﻲ ﺇﺑﺮﺍﻫﻴﻢ ﺳﺮﻭﺭ(‪ ،‬ﺩﺍﺭ ﺍﳌﺮﻳﺦ‬ ‫‪.47‬‬
‫ﻟﻠﻨﺸﺮ‪ ،‬ﺍﻟﺮﻳﺎﺽ‪.2000 ،‬‬
‫ﻣﻮﺳﻜﻮﻑ‪ ،‬ﺳﺘﻴﻔﻦ‪.‬ﺃ؛ ﺳﻴﻤﻜﻦ‪ ،‬ﻣﺎﺭﻙ‪.‬ﺝ‪ ،‬ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﶈﺎﺳﺒﻴﺔ ﻻﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ)ﻣﻔﺎﻫﻴﻢ‬ ‫‪.48‬‬
‫ﻭﺗﻄﺒﻴﻘﺎﺕ(‪ )،‬ﺗﺮﲨﺔ‪:‬ﻛﻤﺎﻝ ﺍﻟﺪﻳﻦ ﺳﻌﻴﺪ ﻭﺁﺧﺮﻭﻥ(‪ ،‬ﺩﺍﺭ ﺍﳌﺮﻳﺦ ﻟﻠﻨﺸﺮ‪ ،‬ﺍﻟﺮﻳﺎﺽ‪.2002 ،‬‬
‫ﺍﳍﻮﺍﺭﻱ‪ ،‬ﺳﻴﺪ‪ ،‬ﺍﻟﺘﻨﻈﻴﻢ‪ ،‬ﻣﻜﺘﺒﺔ ﻋﲔ ﴰﺲ‪ ،‬ﻁ‪.1988 ،4‬‬ ‫‪.49‬‬
‫ﺍﳍﻮﺍﺭﻱ‪ ،‬ﺳﻴﺪ‪ ،‬ﺍﳌﻮﺟﺰ ﰲ ﺷﺮﺡ ﻋﻨﺎﺻﺮ ﻋﻤﻠﻴﺔ ﺍﻹﺩﺍﺭﺓ‪ ،‬ﻣﻜﺘﺒﺔ ﻋﲔ ﴰﺲ‪ ،‬ﺍﻟﻘﺎﻫﺮﺓ‪.1996 ،‬‬ ‫‪.50‬‬
‫ﻳﺎﺳﲔ‪ ،‬ﺳﻌﺪ ﻏﺎﻟﺐ‪ ،‬ﲢﻠﻴﻞ ﻭﺗﺼﻤﻴﻢ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﺩﺍﺭ ﺍﳌﻨﺎﻫﺞ‪ ،‬ﻋﻤﺎﻥ‪ ،‬ﺍﻷﺭﺩﻥ‪ ،‬ﻁ‪،1‬‬ ‫‪.51‬‬
‫‪.2000‬‬

‫‪ /II‬ﺍﳌﺬﻛﺮﺍﺕ‬
‫‪ .52‬ﺣﺪﻳﺪ‪ ،‬ﻧﻮﻓﻴﻞ‪ ،‬ﺃﳘﻴﺔ ﺍﻟﻨﻈﺎﻡ ﺍﻵﱄ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﰲ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﺑﺎﳌﺆﺳﺴﺔ )ﺩﺭﺍﺳﺔ ﺣﺎﻟﺔ‬
‫ﺍﻟﺪﻳﻮﺍﻥ ﺍﻟﻮﻃﲏ ﻟﻠﻤﻮﺍﺩ ﺍﳌﺘﻔﺠﺮﺓ(‪ ،‬ﻣﺬﻛﺮﺓ ﻣﺎﺟﺴﺘﲑ ﻏﲑ ﻣﻨﺸﻮﺭﺓ‪ ،‬ﺟﺎﻣﻌﺔ ﺍﳉﺰﺍﺋﺮ‪.1996 ،‬‬
‫‪ .53‬ﺯﻳﺮ‪ ،‬ﺻﱪﻳﻨﺔ ﻋﺰ ﺍﻟﺪﻳﻦ‪ ،‬ﺃﺛﺮ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻋﻠﻰ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﰲ ﺍﻟﺒﻨﻮﻙ ﺍﻟﺘﺠﺎﺭﻳﺔ ﺍﻷﺭﺩﻧﻴﺔ‪ ،‬ﺭﺳﺎﻟﺔ‬
‫ﻣﺎﺟﺴﺘﲑ ﻏﲑ ﻣﻨﺸﻮﺭﺓ‪ ،‬ﺟﺎﻣﻌﺔ ﺍﻟﲑﻣﻮﻙ‪ ،‬ﺍﻷﺭﺩﻥ‪.2002 ،‬‬
‫‪ /III‬ﺍﻟﺪﻭﺭﻳﺎﺕ‬
‫‪ .54‬ﻟﻌﻤﺎﺭﻱ‪ ،‬ﺃﲪﺪ‪ ،‬ﻃﺒﻴﻌﺔ ﻭﺃﳘﻴﺔ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﰲ ﳎﻠﺔ ﺍﻟﻌﻠﻮﻡ ﺍﻹﻧﺴﺎﻧﻴﺔ‪ ،‬ﺟﺎﻣﻌﺔ ﳏﻤﺪ‬
‫ﺧﻴﻀﺮ ﺑﺴﻜﺮﺓ‪ ،‬ﺍﻟﻌﺪﺩ ﺍﻷﻭﻝ‪ ،‬ﻧﻮﻓﻤﱪ ‪.2001‬‬

‫‪192‬‬
،1995 ‫ ﻳﻮﻟﻴﻮ‬،440 ‫ ﺍﻟﻌﺪﺩ‬،‫ ﳎﻠﺔ ﺍﻟﻌﺮﰊ‬،‫ ﺟﺮﺍﺋﻢ ﺍﳊﺎﺳﻮﺏ ﻭﺃﻣﻦ ﺍﻟﺒﻴﺎﻧﺎﺕ‬،‫ ﻋﺎﺩﻝ ﺭﻳﺎﻥ‬،‫ ﳏﻤﺪ‬.55
.‫ﻭﺯﺍﺭﺓ ﺍﻹﻋﻼﻡ ﺍﻟﻜﻮﻳﺘﻴﺔ‬

‫ ﻗﺎﺋﻤﺔ ﺍﳌﺮﺍﺟﻊ ﺑﺎﻟﻠﻐﺔ ﺍﻷﺟﻨﺒﻴﺔ‬:‫ﺛﺎﻧﻴﺎ‬

I// les ouvrages

1. Apothéloz, Bernard ; Stettler, Alfred, Maîtriser

l'Information Comptable, volume 01, Presses Polytechniques
et Universitaires Romandes, Deuxième édition, Lausanne,
Suisse, 1995.
2. Coopers; Lybrand, La Nouvelle Pratique du Contrôle
Interne, Editions d'Organisation, Cinquiéme tirage, 2000.
3. Courtois, Alain ; Pillet, Maurice ; Martin, Chantal,
Gestion de production, les Editions d'Organisation, Paris,
1992.
4. Gardarin, Georges, Bases De Données, Edition
EYROLLES, Paris, 1983.
5. Gerbier, Jean, Organisation & Fonctionnement de
l’Entreprise, Edition Tec Doc-Lavoisier, Paris, 1993.
6. Grenier, C ; Bonnebouche, J, Système d'Information
Comptable, Edition FOUCHER, 1998.
7. Hamdi, Kamel, L’art d’être chef, Éditions Rouibah,
Alger, 1998.
8. J.Arrow, Kenneth, Théorie De L’information Et Des
Organisations, Edition Dunod, Paris, 2000, p 28.
9. Koontz, Harold; O’donnell, Cyril, Management :
principes et méthodes de gestion, (traduit et adapté par Gilles
Ducharme), édition MC Graw-hill, Québec, Canada, 1980.
10. Kotler, Philip; Dubois, Bernard, Marketing Management,
Publi-Union, Dixième édition, Paris, 2000.
11. Lamiri, Abdelhak, Management De L’information
(Redressement Et Mise à Niveau Des Entreprises), Office Des
Publications Universitaires, Alger, 2003.
12. Lasary, Economie d’entreprise, Imprimerie Essalem,
Alger, 2001.

193
13. M.Lipschutz, Martin ; Lipschutz, Seymour, Traitement
De L’information, Édition McGraw-Hill, Paris,Troisième Tirage,
1985.
14. Martinet, Alain Charles, Diagnostique Stratégique,
Édition Vuibert, Paris, 1990.
15. Micheaux, Andréa, Marketing Et Bases De Données,
Les Editions CHIHAB & Les Editions EYROLLES, Batna,
1997.
16. Quang, Pham Thu ; Chartier-Kastler, Cyrille, Merise
Appliquée (Conception Des Système D’information : De La
Théorie À La Pratique), Edition Chihab-Eyrolles, Alger, 1995.
17. Reix, Robert, Dictionnaire des Systèmes d'Information,
Edition VUIBERT, Paris, 1999.
18. Renaud De Maricourt, Les Samouraïs du Management,
Edition VUIBERT, Paris, 1993.
19. Sillero, Alberto, Audit & Révision Légale : Guide
Pratique, Edition ESKA, 2000.
20. Simon, Herbert, administration et processus de
décision :(traduit par Pierre Emmanuel Dauzat), Edition
Economica, 1983.
21. Taouri, Dalila ; Belaid, M.C, Introduction Aux Systèmes
D’informayions, Edition Les Pages Bleues De Rims, Bouira,
Sans Date De Publication.
22. Tournois, Nadine, Le Marketing Bancaire Face Aux
Nouvelles Technologies, Edition MASSON, Paris, 1989.
23. Turgeon, Bernard, La Pratique du Management, Edition
McGraw-Hill, Deuxième édition, Montréal (Québec), Canada,
1989.
24. Vincent, Alain, Concevoir le Système d'Information de
l'Entreprise, les Edition d'organisation, Paris, 1993.
25. VOLLE, Michel, Économie Des Nouvelles
Technologies, Édition ECONOMICA , Paris,1999.
II// les périodiques :

26. Akki Alouani, Aoumeur, Le Système D’information

Comptable Et La Compétitivité De L’entreprise, Une
Intervention Au Séminaire Internationale Sur La Compétitivité
Des Entreprises Économiques Et Mutations De
L’environnement, Université Med Khider Biskra, Algerie, Du
29 Au 30 Octobre 2002.

194
27. Sadaoui, Khaled, Elément Pour La Prise De Décision
Au Sein De L’entreprise, Article Cité Au Revue Des Sciences
Economiques Et De Gestion, N° 01, 2002.

III// les documents officiels de la société ALGAL :

28. Le Guide De Présentation De La Société Algérienne De

L’aluminium, Septembre 2000.
29. le manuel d’organisation de la société ALGAL,
septembre 2001.

IV / le site web de la société :

30. http// www.metanof.algal.com

195
 ‫ﺃﻭﻻ‪ :‬ﺍﳉﺪﺍﻭﻝ‬

‫ﺍﻝﺼﻔﺤﺔ‬ ‫ﻋﻨﻭﺍﻥ ﺍﻝﺠﺩﻭل‬ ‫ﺭﻗﻡ ﺍﻝﺠﺩﻭل‬ ‫ﺍﻝﻔﺼل‬

‫‪06‬‬ ‫ﻣﻘﺎﺭﻧﺔ ﺑﲔ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳌﱪﳎﺔ ﻭﺍﻟﻘﺮﺍﺭﺍﺕ ﻏﲑ ﺍﳌﱪﳎﺔ‬ ‫‪01‬‬ ‫ﺍﻷﻭﻝ‬
‫‪17‬‬ ‫ﺑﻌﺾ ﺍﻷﻋﻤﺎﻝ ﻭﺍﻟﻘﺮﺍﺭﺍﺕ ﻭﺇﻣﻜﺎﻧﻴﺔ ﺗﻔﻮﻳﻀﻬﺎ‬ ‫‪02‬‬
‫‪149‬‬ ‫ﺍﳋﺼﺎﺋﺺ ﺍﻟﺸﺨﺼﻴﺔ ﻭﺍﻟﻮﻇﻴﻔﻴﺔ ﻷﻓﺮﺍﺩ ﺍﻟﻌﻴﻨﺔ‬ ‫‪03‬‬ ‫ﺍﻟﺮﺍﺑﻊ‬
‫‪151‬‬ ‫ﺇﺟﺎﺑﺎﺕ ﺃﻓﺮﺍﺩ ﺍﻟﻌﻴﻨﺔ ﺣﻮﻝ ﻓﻌﺎﻟﻴﺔ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺑﺎﻟﺸﺮﻛﺔ‬ ‫‪04‬‬
‫ﺇﺟﺎﺑﺎﺕ ﺃﻓﺮﺍﺩ ﺍﻟﻌﻴﻨﺔ ﺣﻮﻝ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﻋﻼﻗﺘﻬﺎ ﺑﻔﻌﺎﻟﻴﺔ‬
‫‪159‬‬ ‫‪05‬‬
‫ﺍﻟﻘﺮﺍﺭﺍﺕ‬
‫ﺇﺟﺎﺑﺎﺕ ﺃﻓﺮﺍﺩ ﺍﻟﻌﻴﻨﺔ ﺣﻮﻝ ﻋﻼﻗﺔ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫‪160‬‬ ‫‪06‬‬
‫ﺍﻹﺩﺍﺭﻳﺔ ﺍﳌﺒﻨﻴﺔ ﻋﻠﻰ ﺍﳊﺎﺳﺐ ﺍﻵﱄ ﺑﻔﻌﺎﻟﻴﺔ ﺍﻟﻘﺮﺍﺭﺍﺕ‬
‫‪162‬‬ ‫ﺇﺟﺎﺑﺎﺕ ﺃﻓﺮﺍﺩ ﺍﻟﻌﻴﻨﺔ ﺣﻮﻝ ﻓﻮﺍﺋﺪ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ‬ ‫‪07‬‬
‫ﺁﺭﺍﺀ ﺃﻓﺮﺍﺩ ﺍﻟﻌﻴﻨﺔ ﺣﻮﻝ ﺃﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﻋﻼﻗﺘﻪ ﺑﺎﲣﺎﺫ‬
‫‪165‬‬ ‫‪08‬‬
‫ﺍﻟﻘﺮﺍﺭﺍﺕ‬
‫ﺁﺭﺍﺀ ﺃﻓﺮﺍﺩ ﺍﻟﻌﻴﻨﺔ ﺣﻮﻝ ﻋﻼﻗﺔ ﻛﺘﻤﺎﻥ ﺍﳌﻌﻠﻮﻣﺔ ﻭﺍﶈﺎﻓﻈﺔ‬
‫‪167‬‬ ‫‪09‬‬
‫ﻋﻠﻴﻬﺎ ﺑﺎﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻟﻠﺸﺮﻛﺔ‬

‫ﺛﺎﻧﻴﺎ‪ :‬ﺍﻷﺷﻜﺎﻝ‬

‫ﺍﻝﺼﻔﺤﺔ‬ ‫ﻋﻨﻭﺍﻥ ﺍﻝﺸﻜل‬ ‫ﺭﻗﻡ ﺍﻝﺸﻜل‬ ‫ﺍﻝﻔﺼل‬

‫‪07‬‬ ‫ﺗﺼﻨﻴﻒ ﺍﻟﻘﺮﺍﺭ ﺗﺒﻌﺎ ﻟﺪﺭﺟﺎﺕ ﺍﻟﺘﺄﻛﺪ‬ ‫‪01‬‬ ‫ﺍﻷﻭﻝ‬
‫‪09‬‬ ‫ﺗﺼﻨﻴﻒ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺣﺴﺐ ﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‬ ‫‪02‬‬
‫‪10‬‬ ‫ﺍﻟﺘﺤﺪﻳﺪ ﺍﳌﺴﺒﻖ ﻟﻌﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ‬ ‫‪03‬‬
‫‪25‬‬ ‫ﻧﻈﺎﻡ ﻣﻌﺎﳉﺔ ﺍﻟﺒﻴﺎﻧﺎﺕ‬ ‫‪05‬‬
‫‪26‬‬ ‫ﻧﻈﺎﻡ ﻣﺘﻜﺎﻣﻞ ﳌﻌﺎﳉﺔ ﺍﻟﺒﻴﺎﻧﺎﺕ‬ ‫‪06‬‬
‫‪33‬‬ ‫ﺍﻟﺘﻨﻈﻴﻢ ﻛﻮﺣﺪﺓ ﳌﻌﺎﳉﺔ ﺍﻟﺒﻴﺎﻧﺎﺕ‬ ‫‪07‬‬
‫‪36‬‬ ‫ﺍﳌﻔﺎﺿﻠﺔ ﺑﲔ ﻃﺮﻳﻘﺘﲔ ﻟﻠﺘﺸﻐﻴﻞ ﻋﻠﻰ ﺃﺳﺎﺱ ﺍﻟﺘﻜﻠﻔﺔ‬ ‫‪08‬‬
‫‪196‬‬
‫‪37‬‬ ‫ﻋﻼﻗﺔ ﺍﻟﻘﻴﻤﺔ ﺍﳊﺪﻳﺔ ﺑﺎﻟﺘﻜﻠﻔﺔ ﺍﳊﺪﻳﺔ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ‬ ‫‪09‬‬
‫‪45‬‬ ‫ﻋﻨﺎﺻﺮ ﺍﻟﻨﻈﺎﻡ‬ ‫‪10‬‬ ‫ﺍﻟﺜﺎﱐ‬
‫‪47‬‬ ‫ﳕﻮﺫﺝ ﻟﻨﻈﺎﻡ ﳚﻤﻊ ﺑﲔ ﺍﻟﺘﻮﺍﺯﻱ ﻭﺍﻟﺘﺴﻠﺴﻞ‬ ‫‪11‬‬
‫ﻣﺜﺎﻝ ﻟﻨﻈﺎﻡ ﺍﻟﺮﻗﺎﺑﺔ ﻟﺸﺮﻛﺔ ﲡﺎﺭﻳﺔ ﻭﺃﺛﺮ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫‪49‬‬ ‫‪12‬‬
‫ﺍﳌﺮﺗﺪﺓ‬
‫‪54‬‬ ‫ﳕﻮﺫﺝ ﻟﻨﻈﺎﻡ ﻣﻌﻠﻮﻣﺎﺕ ﺇﺩﺍﺭﻳﺔ‬ ‫‪13‬‬
‫ﺗﻄﻮﺭ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺗﺄﺛﲑﻫﺎ ﻋﻠﻰ ﺍﳍﻴﻜﻞ‬
‫‪58‬‬ ‫‪14‬‬
‫ﺍﻟﺘﻨﻈﻴﻤﻲ ﻟﻠﻤﻨﻈﻤﺔ‬
‫‪62‬‬ ‫ﺗﻄﻮﺭ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ‬ ‫‪15‬‬
‫‪64‬‬ ‫ﻣﺮﺍﺣﻞ ﺗﻄﻮﻳﺮ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ‬ ‫‪16‬‬
‫ﺧﺮﻳﻄﺔ ﺗﺪﻓﻖ ﻣﺮﺍﺣﻞ ﻭﻋﻤﻠﻴﺎﺕ ﺗﻄﻮﻳﺮ ﻭﺗﺸﻐﻴﻞ‬
‫‪68‬‬ ‫‪17‬‬
‫ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‬
‫‪74‬‬ ‫ﺧﺮﻳﻄﺔ ﺗﺪﻓﻖ ﳉﺰﺀ ﻣﻦ ﻧﻈﺎﻡ ﺍﳌﺸﺘﺮﻳﺎﺕ‬ ‫‪18‬‬
‫ﻋﻨﺎﺻﺮ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﻇﻞ ﺍﳊﺎﺳﺐ‬
‫‪76‬‬ ‫‪19‬‬
‫ﺍﻻﻟﻜﺘﺮﻭﱐ‬
‫‪83‬‬ ‫ﻣﻜﻮﻧﺎﺕ ﻧﻈﺎﻡ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭﺍﺕ‬ ‫‪20‬‬
‫‪86‬‬ ‫ﻣﻜﻮﻧﺎﺕ ﻧﻈﺎﻡ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ‬ ‫‪21‬‬
‫‪88‬‬ ‫ﻣﻜﻮﻧﺎﺕ ﺍﻟﻨﻈﻢ ﺍﳋﺒﲑﺓ‬ ‫‪22‬‬
‫‪92‬‬ ‫ﻋﻼﻗﺔ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﺎﳌﺴﺘﻮﻳﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‬ ‫‪23‬‬ ‫ﺍﻟﺜﺎﻟﺚ‬
‫‪94‬‬ ‫ﺍﻟﺘﻜﺎﻣﻞ ﺑﲔ ‪ MIS‬ﻭ ‪TPS‬‬ ‫‪24‬‬
‫‪96‬‬ ‫ﺍﻟﻨﻈﺎﻡ ﺍﳌﺘﻜﺎﻣﻞ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‬ ‫‪25‬‬
‫‪99‬‬ ‫ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﺘﺴﻮﻳﻘﻴﺔ‬ ‫‪26‬‬
‫‪103‬‬ ‫ﺍﻟﺒﻨﻴﺔ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﺍﳌﺘﻜﺎﻣﻠﺔ ﻟﻨﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‬ ‫‪27‬‬
‫‪105‬‬ ‫ﳕﻮﺫﺝ ﺑﻮﺭﺗﺮ )‪(PORTER‬‬ ‫‪28‬‬
‫‪116‬‬ ‫ﺍﻷﻧﻮﺍﻉ ﺍﻟﺮﺋﻴﺴﻴﺔ ﳉﺮﺍﺋﻢ ﺍﻟﻜﻤﺒﻴﻮﺗﺮ‬ ‫‪29‬‬
‫ﺩﻭﺭﺓ ﺗﺪﻓﻖ ﳎﻨﺒﺎﺕ ﺍﻷﳌﻨﻴﻮﻡ )ﺍﻟﺼﻔﺎﺋﺢ( ﰲ ﻭﺣﺪﺓ‬
‫‪127‬‬ ‫‪30‬‬ ‫ﺍﻟﺮﺍﺑﻊ‬
‫ﺑﺜﻖ ﻭﺃﻧﻮﺩﺓ ﻭﺗﺬﻭﻳﺐ ﺍﻷﳌﻨﻴﻮﻡ )‪(EARA‬‬

‫‪197‬‬
‫‪130‬‬ ‫ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻟﻠﻤﺪﻳﺮﻳﺔ ﺍﻟﻌﺎﻣﺔ‬ ‫‪31‬‬
‫‪133‬‬ ‫ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻟﻮﺣﺪﺓ )‪(EARA‬‬ ‫‪32‬‬
‫ﺍﻟﻨﻈﺎﻡ ﺍﻵﱄ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﻟﺸﺮﻛﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ ﻟﻸﳌﻨﻴﻮﻡ‬
‫‪139‬‬ ‫‪33‬‬
‫)‪(ALGAL‬‬
‫ﺍﻟﱪﺍﻣﺞ ﺍﻟﻮﻇﻴﻔﻴﺔ ﺍﻟﱵ ﻳﺘﻜﻮﻥ ﻣﻨﻬﺎ ﺍﻟﻨﻈﺎﻡ ﺍﻵﱄ‬
‫‪142‬‬ ‫‪34‬‬
‫ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﺍﳋﺎﺹ ﺑﺎﻟﺸﺮﻛﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ ﻟﻸﳌﻨﻴﻮﻡ‬
‫‪148‬‬ ‫ﻣﺘﻐﲑ ﺍﳉﻨﺲ ﰲ ﻋﻴﻨﺔ ﺍﻟﺪﺭﺍﺳﺔ‬ ‫‪35‬‬
‫‪148‬‬ ‫ﻣﺘﻐﲑ ﺍﻟﺴﻦ ﰲ ﻋﻴﻨﺔ ﺍﻟﺪﺭﺍﺳﺔ‬ ‫‪36‬‬
‫‪149‬‬ ‫ﻣﺘﻐﲑ ﺍﳌﺴﺘﻮﻯ ﺍﻟﺘﻌﻠﻴﻤﻲ ﰲ ﻋﻴﻨﺔ ﺍﻟﺪﺭﺍﺳﺔ‬ ‫‪37‬‬
‫‪149‬‬ ‫ﻣﺘﻐﲑ ﺍﳌﻨﺼﺐ ﺍﻹﺩﺍﺭﻱ ﰲ ﻋﻴﻨﺔ ﺍﻟﺪﺭﺍﺳﺔ‬ ‫‪38‬‬
‫‪149‬‬ ‫ﻣﺘﻐﲑ ﺍﻷﻗﺪﻣﻴﺔ ﰲ ﻋﻴﻨﺔ ﺍﻟﺪﺭﺍﺳﺔ‬ ‫‪39‬‬

‫‪198‬‬
 ‫ﺍﻝﺸﺭﺡ‬ ‫ﺍﻻﺨﺘﺼﺎﺭ‬
‫ﺍﳊﺎﺳﻮﺏ ﺍﻟﺸﺨﺼﻲ‬ ‫‪PC‬‬
‫ﻧﻈﻢ ﺇﺩﺍﺭﺓ ﻗﻮﺍﻋﺪ ﺍﻟﺒﻴﺎﻧﺎﺕ‬ ‫‪DBMS‬‬
‫ﻧﻈﻢ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭﺍﺕ‬ ‫‪DSS‬‬
‫ﻧﻈﻢ ﺩﻋﻢ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳉﻤﺎﻋﻴﺔ‬ ‫‪GDSS‬‬
‫ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‬ ‫‪MIS‬‬
‫ﻧﻈﻢ ﲡﻬﻴﺰ ﺍﳌﻜﺎﺗﺐ ﺁﻟﻴﺎ‬ ‫‪OAS‬‬
‫ﻧﻈﻢ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ‬ ‫‪EIS‬‬
‫ﺍﻟﻨﻈﻢ ﺍﳋﺒﲑﺓ‬ ‫‪ES‬‬
‫ﻧﻈﺎﻡ ﻣﻌﺎﳉﺔ ﺍﻷﺣﺪﺍﺙ‬ ‫‪TPS‬‬
‫ﺍﻟﺸﺮﻛﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ ﻟﻸﳌﻨﻴﻮﻡ‬ ‫‪ALGAL‬‬
‫ﺍﳌﺆﺳﺴﺔ ﺍﻟﻮﻃﻨﻴﺔ ﻟﻠﻌﺪﺍﻧﺔ ﻭﲢﻮﻳﻞ ﺍﳌﻌﺎﺩﻥ‬
‫‪METANOF‬‬
‫ﻏﲑ ﺍﳊﺪﻳﺪﻳﺔ‬
‫ﻭﺣﺪﺓ ﺑﺜﻖ ﻭﺃﻧﻮﺩﺓ ﻭﺗﺬﻭﻳﺐ ﺍﻷﳌﻨﻴﻮﻡ‬ ‫‪EARA‬‬
‫ﻭﺣﺪﺓ ﺍﻟﻨﺠﺎﺭﺓ ﻭﺇﻋﺎﺩﺓ ﺑﻴﻊ ﺍﻷﳌﻨﻴﻮﻡ‬ ‫‪MRA‬‬
‫ﻣﻮﺩﻡ )ﳏﻮ‪‬ﻝ(‬ ‫‪MODEM‬‬
‫ﻣﺼﻠﺤﺔ ﺑﺮﳎﺔ ﻭﻣﺘﺎﺑﻌﺔ ﺍ‪‬ﻨﺒﺎﺕ ﺍﳌﻨﺘﺠﺔ‬ ‫‪PSPP‬‬
‫ﳏﻮ‪‬ﻝ‬ ‫‪HUB‬‬

‫‪199‬‬