‫ﻛﺎﺭﻛﻨﺎﻥ‬

‫ﻧﻘﺶ ﺗﻔﺎﻭﺕﻫﺎﻯ ﻓﺮﺩﻯ ﻭ ﻭﻳﮋﮔﻰﻫﺎﻯ ﺷﺨﺼﻴﺘﻰ‬

‫ﻛﺎﺭﻛﻨﺎﻥ ﺩﺭ ﺭﻓﺘﺎﺭ ﺳﺎﺯﻣﺎﻧﻰ ﺁﻧﺎﻥ‬
‫ﺩﻛﺘﺮ ﻣﺤﻤﻮﺩ ﻧﻜﻮﻳﻰ ﻣﻘﺪﻡ‬
‫ﻣﺪﺭﺱ ﻭ ﻋﻀﻮ ﻫﻴﺌﺖ ﻋﻠﻤﻰ ﺩﺍﻧﺸﮕﺎﻩ ﻋﻠﻮﻡ ﭘﺰﺷﻜﻰ ﻛﺮﻣﺎﻥ‬
‫ﻧﺮﮔﺲ ﭘﻴﺮﻣﺮﺍﺩﻯ ﺑﺰﻧﺠﺎﻧﻰ‬
‫ﻛﺎﺭﺷﻨﺎﺱ ﺍﺭﺷﺪ ﻣﺪﻳﺮﻳﺖ ﺩﻭﻟﺘﻰ‬

‫ﭼﻜﻴﺪﻩ‬
‫ﺍﻣﺮﻭﺯﻩ ﺍﻧﺴﺎﻥﻫﺎ ﮐﻠﻴﺪﯼﺗﺮﻳﻦ ﻭ ﺣﺴﺎﺱﺗﺮﻳﻦ ﻋﻨﺼﺮ ﺳﺎﺯﻣﺎﻧﯽ ﻣﺤﺴﻮﺏ ﻣﻲﺷﻮﻧﺪ ﻭ ﺍﮐﺜﺮ ﻧﻈﺮﻳﻪﻫﺎﯼ ﺟﺪﻳﺪ ﺳﺎﺯﻣﺎﻧﯽ ﻭ ﻣﺪﻳﺮﻳﺖ‪ ،‬ﺍﺷﺎﺭﻩ ﺑﻪ‬
‫ﭼﻨﻴﻦ ﻋﺎﻣﻞ ﺣﺴﺎﺳﯽ ﺩﺍﺭﻧﺪ‪ .‬ﺍﻣﺎ ﺁﻧﭽﻪ ﻣﺴﻠﻢ ﺍﺳﺖ ﺍﻧﺴﺎﻥﻫﺎ ﺫﺍﺗﺎ ﺑﺎ ﻫﻢ ﺗﻔﺎﻭﺕ ﺩﺍﺭﻧﺪ‪ .‬ﺗﻔﺎﻭﺕﻫﺎﯼ ﻓﺮﺩﯼ ﺩﺭ ﺳﺎﺯﻣﺎﻥ ﻭ ﺑﻴﻦ ﮐﺎﺭﮐﻨﺎﻥ ﺭﺩﻩﻫﺎﯼ‬
‫ﻣﺨﺘﻠﻒ ﻣﺤﻴﻂﻫﺎﯼ ﮐﺎﺭﯼ‪ ،‬ﻣﻮﺿﻮﻋﻲ ﺍﺳﺖ ﻛﻪ ﺗﻮﺟﻪ ﭘﮋﻭﻫﺸﮕﺮﺍﻥ ﻋﻠﻮﻡ ﺭﻓﺘﺎﺭﯼ ﺭﺍ ﺑﻪ ﺧﻮﺩ ﻣﻌﻄﻮﻑ ﺳﺎﺧﺘﻪ ﺍﺳﺖ‪ .‬ﮐﺎﺭﮐﻨﺎﻥ ﻭ ﻣﺪﻳﺮﺍﻥ ﺳﺎﺯﻣﺎﻥﻫﺎ‬
‫ﺍﮔﺮﭼﻪ ﺷﺒﺎﻫﺖﻫﺎﻳﯽ ﺑﺎ ﻫﻢ ﺩﺍﺭﻧﺪ‪ ،‬ﻭﻟﯽ ﺍﺯ ﻧﻘﻄﻪ ﻧﻈﺮﺍﺕ ﻣﺘﻌﺪﺩﯼ ﺑﺎ ﻳﮑﺪﻳﮕﺮ ﻣﺘﻔﺎﻭﺗﻨﺪ ﻭ ﺍﻳﻦ ﺗﻔﺎﻭﺕﻫﺎ‪ ،‬ﻣﺪﻳﺮﻳﺖ ﺑﺮ ﺍﻧﺴﺎﻥﻫﺎ ﺭﺍ ﻣﺸﮑﻞﺗﺮ ﻣﯽﮐﻨﺪ‪.‬‬
‫ﻫﺮﭼﻪ ﺁﮔﺎﻫﯽ ﻣﺪﻳﺮﺍﻥ ﻧﺴﺒﺖ ﺑﻪ ﺗﻨﻮﻉ ﻭ ﮔﻮﻧﺎﮔﻮﻧﯽ ﺍﻳﻦ ﺗﻔﺎﻭﺕﻫﺎ ﻭ ﺍﺳﺎﺱ ﺁﻥ ﺑﻴﺸﺘﺮ ﺑﺎﺷﺪ‪ ،‬ﺍﺣﺘﻤﺎﻝ ﺍﻳﻨﮑﻪ ﺑﺘﻮﺍﻧﻨﺪ ﺗﻼﺵﻫﺎﯼ ﺍﻓﺮﺍﺩ ﺗﺤﺖ ﻧﻈﺎﺭﺕ‬
‫ﺧﻮﺩ ﺭﺍ ﺩﺭ ﺟﻬﺖ ﺩﺳﺘﻴﺎﺑﯽ ﺑﻪ ﻫﺪﻑﻫﺎﯼ ﺳﺎﺯﻣﺎﻥ ﻭ ﺍﻓﺰﺍﻳﺶ ﺑﻬﺮﻩﻭﺭﯼ ﻓﺮﺩﯼ ﻭ ﺷﻐﻠﯽ‪ ،‬ﺑﻬﺘﺮ ﻫﻤﺎﻫﻨﮓ ﺳﺎﺯﻧﺪ‪ ،‬ﺑﻴﺸﺘﺮ ﺧﻮﺍﻫﺪ ﺑﻮﺩ‪ ،‬ﻟﺬﺍ ﺑﺎ ﺗﻮﺟﻪ‬
‫ﺑﻪ ﺍﻫﻤﻴﺖ ﻭ ﺟﺎﻳﮕﺎﻩ ﺗﻔﺎﻭﺕﻫﺎﯼ ﻓﺮﺩﯼ ﻭ ﻭﻳﮋﮔﻲﻫﺎﯼ ﺷﺨﺼﻴﺘﯽ ﮐﺎﺭﮐﻨﺎﻥ ﺩﺭ ﺳﺎﺯﻣﺎﻥﻫﺎ‪ ،‬ﺩﺭ ﺍﻳﻦ ﻣﻘﺎﻟﻪ ﺳﻌﯽ ﺑﺮ ﺁﻥ ﺍﺳﺖ ﺗﺎ ﺿﻤﻦ ﺑﻴﺎﻥ ﻣﻔﺎﻫﻴﻢ‬
‫ﺗﻔﺎﻭﺕﻫﺎﯼ ﻓﺮﺩﯼ ﻭ ﺷﺨﺼﻴﺘﯽ‪ ،‬ﻣﻨﺸﺎ ﺗﻔﺎﻭﺕﻫﺎﯼ ﻓﺮﺩﯼ ﻭ ﺷﺨﺼﻴﺘﯽ ﮐﺎﺭﮐﻨﺎﻥ ﻭ ﺗﺎﺛﻴﺮ ﺁﻥ ﺩﺭ ﺭﻓﺘﺎﺭ ﺳﺎﺯﻣﺎﻧﯽ‪ ،‬ﺑﻪ ﺑﻴﺎﻥ ﺗﻌﺪﺍﺩﯼ ﺍﺯ ﻭﻳﮋﮔﻲﻫﺎﯼ‬
‫ﺷﺨﺼﻴﺘﯽ ﺧﺎﺹ ﮐﻪ ﺑﺮ ﺭﻓﺘﺎﺭ ﺳﺎﺯﻣﺎﻧﯽ ﺍﺛﺮﮔﺬﺍﺭ ﻫﺴﺘﻨﺪ‪ ،‬ﭘﺮﺩﺍﺧﺘﻪ ﺷﻮﺩ‪.‬‬

‫ﻭﺍﮊﮔﺎﻥ ﻛﻠﻴﺪﻱ‬
‫ﺗﻔﺎﻭﺕﻫﺎﯼ ﻓﺮﺩﯼ )‪ ،(Individual Differences‬ﺷﺨﺼﻴﺖ )‪ ،(Personality‬ﻭﻳﮋﮔﯽﻫﺎﯼ ﺷﺨﺼﻴﺘﯽ )‪ ،(Traits Personality‬ﮐﺎﻧﻮﻥ ﮐﻨﺘﺮﻝ )‪،(Locus of control‬‬
‫ﻋﺰﺕ ﻧﻔﺲ )‪ ،(Self-esteem‬ﻗﺪﺭﺕ ﻃﻠﺒﯽ )‪ ،(Authoritarianism‬ﺳﺎﺯﮔﺎﺭﯼ ﺑﺎ ﻣﻮﻗﻌﻴﺖ )‪(Self-monitoring‬‬

‫‪١٢٦‬‬
‫ﺳﺎﻝ ﭼﻬﺎﺭﻡ‪ /‬ﺷﻤﺎﺭﻩ ﭼﻬﺎﺭﺩﻫﻢ‬
‫ﺧــﺮﺩﺍﺩ ‪١٣٨٩‬‬
‫ﻭﺿﻊ ﻭ ﺣﺎﻟﺖ ﻧﺴﺒﺘﺎ ﭘﺎﻳﺪﺍﺭ ﺑﺮﺍﯼ ﺭﻓﺘﺎﺭ ﺑﻪ ﺭﻭﺵﻫﺎﯼ‬ ‫ﻣﻘﺪﻣﻪ‬
‫ﺧﺎﺹ‪ ،‬ﺩﺭ ﺍﻭﺿﺎﻉ ﻳﺎ ﻣﻮﻗﻌﻴﺖﻫﺎﯼ ﮔﻮﻧﺎﮔﻮﻥ ﺍﻃﻼﻕ‬ ‫»ﺳﺎﻟﻮﺍﺗﻮﺭﻣﺎﺭﻯ« )‪ (1989‬ﺷﺨﺼﻴﺖ‬ ‫ﺭﻓﺘﺎﺭ ﺍﻧﺴﺎﻥ ﺩﺍﺭﺍﯼ ﺟﻨﺒﻪﻫﺎﯼ ﮔﻮﻧﺎﮔﻮﻧﯽ ﺍﺳﺖ ﮐﻪ ﻣﻮﺟﺐ‬
‫ﻣﻲﺷﻮﺩ‪ .‬ﺑﻪ ﻋﺒـﺎﺭﺕ ﺩﻳﮕـﺮ‪ ،‬ﺍﻟﮕــﻮﯼ ﻣﺸﺨﺺ ﻭ ﻧﺴﺒﺘﺎ‬ ‫ﺷﺪﻩ ﻫﻤﻮﺍﺭﻩ ﺑﻪ ﻋﻨﻮﺍﻥ ﻳﮏ ﻣﻮﺟﻮﺩ ﭘﻴﭽﻴﺪﻩ ﺷﻨﺎﺧﺘﻪ ﺷﻮﺩ‬
‫ﺛﺎﺑﺖ ﺭﻓﺘﺎﺭﻫﺎ‪ ،‬ﺗﻔﮑﺮ‪ ،‬ﺗﺼـﻮﺭ‪ ،‬ﺍﻧﮕﻴﺰﺵﻫﺎ‪ ،‬ﻫﻴﺠﺎﻥﻫﺎ ﻭ‬
‫ﺭﺍ ﺍﻳﻨﮕﻮﻧﻪ ﺗﻌﺮﻳﻒ ﻛﺮﺩﻩ ﺍﺳﺖ‪:‬‬
‫ﻭ ﭘﻴﺶﺑﻴﻨﻲ ﺣﺮﮐﺎﺗﺶ ﺭﺍ ﻣﺸﮑﻞ ﻳﺎ ﻏﻴﺮﻣﻤﮑﻦ ﺳﺎﺯﺩ‪.‬‬
‫ﻋﻮﺍﻃﻔﯽ ﮐﻪ ﻳﮏ ﻓﺮﺩ ﺭﺍ ﺍﺯ ﺩﻳﮕﺮﺍﻥ ﻣﺘﻤﺎﻳﺰ ﻣﯽﻧﻤﺎﻳﺪ‪،‬‬ ‫“ﺷﺨﺼﻴﺖ‪ ،‬ﻣﺠﻤﻮﻋﻪ ﭘﺎﻳﺪﺍﺭ ﻭ ﺛﺎﺑﺘﻰ ﺍﺯ‬ ‫ﺍﻳﻦ ﻧﺎﺗﻮﺍﻧﯽ‪ ،‬ﺑﻴﺸﺘﺮ ﻧﺎﺷﯽ ﺍﺯ ﻋﺪﻡ ﺷﻨﺎﺧﺖ ﮐﺎﻓﯽ ﺩﺭ ﻣﻮﺭﺩ‬
‫ﻭﻳﮋﮔﯽ ﻣﻲﻧﺎﻣﻨﺪ‪ .‬ﻭﻳﮋﮔﯽﻫﺎ ﻳﺎ ﺧﺼﻮﺻﻴــﺎﺕ ﺍﻧﺤﺼﺎﺭﯼ‬ ‫ﺻﻔﺎﺕ ﻭ ﺧﺼﻮﺻﻴﺎﺕ ﻭ ﮔﺮﺍﻳﺶﻫﺎﻳﻰ‬ ‫ﻃﺒﻴﻌﺖ ﺷﺨﺼﻴﺖ ﺍﻓﺮﺍﺩ ﻭ ﺗﻔﺎﻭﺕﻫﺎﯼ ﻓﺮﺩﯼ ﺁﻧﻬﺎﺳﺖ؛‬
‫ﻓﺮﺩ‪ ،‬ﻣﻤﮑﻦ ﺍﺳﺖ ﻣﻮﺭﻭﺛﯽ )ﻧﺎ ﺁﻣﻮﺧﺘﻪ( ﻳﺎ ﺍﮐﺘﺴﺎﺑﯽ‬ ‫ﺍﺳﺖ ﻛﻪ ﻭﺟﻮﻩ ﺍﺷﺘﺮﺍﻙ ﻭ ﺍﺧﺘﻼﻑ‬ ‫ﺷﺨﺼﻴﺘﯽ ﮐﻪ ﺩﺭ ﮐﻮﺩﮐﯽ ﺷﮑﻞ ﮔﺮﻓﺘﻪ ﻭ ﺭﻓﺘﺎﺭ ﺍﻧﺴﺎﻥ‬
‫)ﺁﻣﻮﺧﺘﻪ(‪ ،‬ﻳﻌﻨﯽ ﺭﻓﺘﺎﺭﻫﺎ ﻳﺎ ﺍﻓﮑﺎﺭ ﻭ ﺍﻋﻤﺎﻝ ﻭ ﺗﺠﺎﺭﺏ‬ ‫ﺭﺍ ﺩﺭ ﻗﺎﻟﺐ ﺧﻮﺩ ﻗﺮﺍﺭ ﻣﻲﺩﻫﺪ‪ .‬ﭘﻴﭽﻴﺪﮔﯽﻫﺎﯼ ﺍﻳﻦ ﻗﺎﻟﺐ‬
‫ﻓﺮﺩ ﺭﺍ ﺑﺎ ﺩﻳﮕﺮﺍﻥ ﻣﺸﺨﺺ ﻣﻰﻛﻨﺪ‬
‫ﺍﺧﺘﺼﺎﺻﯽ ﻳﺎ ﻧﺘﻴﺠﻪ ﺗﻌﺎﻣﻞ ﺷﺒﮑﻪﺍﯼ ﻭﺭﺍﺛﺖ ﻭ ﻣﺤﻴﻂ‬ ‫ﺑﻪ ﺣﺪﯼ ﺍﺳﺖ ﮐﻪ ﺑﺎﻋﺚ ﺍﻳﺠﺎﺩ ﺭﻓﺘﺎﺭﻫﺎﯼ ﻣﺘﻨﻮﻋﯽ‬
‫ﺑﺎﺷﺪ )ﺷﻌﺎﺭﯼ ﻧﮋﺍﺩ ‪.(١٣٨٥ : ٤١٨-١٩،‬‬ ‫ﻣﻲﺷﻮﺩ ﻭ ﭼﺎﻟﺶﻫﺎﯼ ﺟﺪﻳﺪﯼ ﺭﺍ ﭘﻴﺶ ﺭﻭﯼ ﻣﺪﻳﺮﺍﻥ‬
‫ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﺗﻌﺎﺭﻳﻒ ﻓﻮﻕ‪ ،‬ﺍﻣﺮﻭﺯﻩ ﻣﺎ ﻣﻌﺘﻘﺪ ﻫﺴﺘﻴﻢ‬ ‫ﺩﻳﺪﮔﺎﻩﻫﺎ‪ ،‬ﻧﮕﺮﺵﻫﺎ ﻭ ﮔﺮﺍﻳﺶﻫﺎﯼ ﮔﻮﻧﺎﮔﻮﻥ ﻧﻴﺰ ﻣﯽﺷﻮﺩ‬ ‫ﻗﺮﺍﺭ ﻣﯽﺩﻫﺪ‪ ،‬ﭼﺮﺍ ﮐﻪ ﺁﮔﺎﻫﯽ ﺍﺯ ﺗﻔﺎﻭﺕﻫﺎﯼ ﻓﺮﺩﯼ ﻭ‬
‫ﮐﻪ ﺷﺨﺼﻴﺖ‪ ،‬ﺗﺤﻮﻟﯽ ﺍﺳﺖ ﻭ ﻫﺮ ﻧﻮﻉ ﺗﻌﺮﻳﻔﯽ ﺩﺭﺑﺎﺭﻩ‬ ‫)ﻏﻔــﺎﺭﯼ ‪ .(١٣٧٦ : ٨٣ ،‬ﻟــﺬﺍ ﻣﻲﺗﻮﺍﻥ ﮔﻔــﺖ‪ ،‬ﺍﻓﺮﺍﺩ ﺍﺯ‬ ‫ﺷﺨﺼﻴﺘﯽ ﺍﻓﺮﺍﺩ ﻳﮏ ﺳﺎﺯﻣﺎﻥ‪ ،‬ﻣﻲﺗﻮﺍﻧﺪ ﻣﺪﻳﺮﺍﻥ ﺍﺩﺍﺭﺍﺕ‬
‫ﺷﺨﺼﻴﺖ‪ ،‬ﺑﻪ ﻣﻨﺰﻟﻪ ﺗﻮﻗﻒ ﺩﺭﺑﺎﺭﻩ ﻳﮏ ﻓﺮﺁﻳﻨﺪ ﺍﺳﺖ ﻭ‬ ‫ﺟﻬﺎﺕ ﺳﺎﺧﺘﻤﺎﻥ ﺑﺪﻧﯽ ﻭ ﺍﻧﺪﺍﻡﻫﺎ‪ ،‬ﭼﻬﺮﻩ ﻭ ﺯﻳﺒﺎﻳﯽ‪ ،‬ﻗﺪﺭﺕ‬ ‫ﻭ ﺳﺎﺯﻣﺎﻥﻫﺎ ﺭﺍ ﺩﺭ ﺣﻞ ﺑﺴﻴﺎﺭﯼ ﺍﺯ ﻣﺴﺎﻳﻞ ﻳﺎﺭﯼ ﺩﻫﺪ‪.‬‬
‫ﺷﺨﺼﻴﺖ ﻓﺮﺩ ﺭﺍ ﺩﺭ ﻫﺮ ﻟﺤﻈﻪﺍﯼ ﺍﺯ ﺗﺤﻮﻝ ﻭﯼ‪ ،‬ﺑﻪ‬ ‫ﻋﻀﻼﻧــﯽ ﻭ ﻧﻴﺮﻭﻫﺎﯼ ﺟﺴــﻤﺎﻧﯽ‪ ،‬ﺗﻮﺍﻧﺎﻳﯽﻫﺎﯼ ﻋﻤﻮﻣﯽ‬ ‫ﻫﻨﮕﺎﻣﻲﻛﻪ ﻣﺪﻳﺮﺍﻥ ﺑﭙﺬﻳﺮﻧﺪ ﺍﻧﺴﺎﻥﻫﺎ ﺍﺯ ﻧﻈﺮ ﺗﻮﺍﻧﺎﻳﯽﻫﺎﯼ‬
‫ﻣﻨﺰﻟﻪ ﺗﻈﺎﻫﺮ ﻳﺎ ﺗﺠﻠﯽ ﻇﺮﻓﻴﺖ ﺳﺎﺯﺵ ﻓﺮﺍﮔﻴﺮ ﺍﻭ ﻗﻠﻤﺪﺍﺩ‬ ‫ﺫﻫﻨﯽ ﻭ ﺍﺳــﺘﻌﺪﺍﺩﻫﺎﯼ ﺧﺎﺹ‪ ،‬ﺛﺒــﺎﺕ ﻭ ﻫﻴﺠﺎﻥﭘﺬﻳﺮﯼ‪،‬‬ ‫ﺫﺍﺗﯽ ﻭ ﺍﮐﺘﺴﺎﺑﯽ ﺗﻔﺎﻭﺕ ﺩﺍﺭﻧﺪ‪ ،‬ﺍﺯ ﻫﻤﻪ ﮐﺎﺭﮐﻨﺎﻥ‪ ،‬ﺍﻧﺘﻈﺎﺭ‬
‫ﻣﯽﮐﻨﻴﻢ‪ ،‬ﻳﻌﻨﯽ ﺍﮔﺮ ﺷﺨﺼﻴﺖ ﺑﻪ ﻋﻨﻮﺍﻥ ﮐﺎﻣﻞﺗﺮﻳﻦ‬ ‫ﻋﻮﺍﻃﻒ ﻭ ﮔﺮﺍﻳﺶﻫﺎ ﻭ ﺳــﺎﺯﮔﺎﺭﯼ ﺑــﺎ ﻣﺤﻴﻂ ﺍﺟﺘﻤﺎﻋﯽ‬ ‫ﺭﻓﺘﺎﺭ ﻳﮑﺴﺎﻧﯽ ﻧﺨﻮﺍﻫﻨﺪ ﺩﺍﺷﺖ‪ ،‬ﺯﻳﺮﺍ ﻫﺮ ﺭﻓﺘﺎﺭ ﺍﻧﺴﺎﻥ‬
‫ﮔﺴﺘﺮﻩ ﺭﻭﺍﻥﺷﻨﺎﺧﺘﯽ ﺍﻧﺴﺎﻥ ﺷﻨﺎﺧﺘﻪ ﻣﻲﺷﻮﺩ‪ ،‬ﺩﺭ ﺣﮑﻢ‬ ‫ﻣﺘﻔﺎﻭﺗﻨﺪ ﮐﻪ ﻣﺠﻤﻮﻉ ﺍﻳﻦ ﺗﻔﺎﻭﺕﻫﺎ ﮐﻼ ﺩﺭ ﺭﻓﺘﺎﺭ ﻭ ﺗﻮﺍﻧﺎﻳﯽ‬ ‫ﻋﻠﺘﯽ ﺩﺍﺭﺩ ﻭ ﺑﺪﻭﻥ ﺷﻨﺎﺧﺖ ﮐﺎﻓﯽ ﺍﺯ ﺣﺎﻟﺖ ﻭ ﺷﺨﺼﻴﺖ‬
‫ﺭﻓﺘﺎﺭﯼ ﺍﺳﺖ ﮐﻪ ﺑﻪ ﺻﻮﺭﺕ ﺍﻧﮕﻴﺨﺘﻪ ﻭ ﺟﻬﺖ ﻳﺎﻓﺘﻪ‬ ‫ﻓﺮﺩ ﺍﺛﺮ ﻣﯽﮔﺬﺍﺭﺩ ﻭ ﻣﻮﺟﺐ ﻣﻲﺷــﻮﺩ ﮐﻪ ﭘﺲ ﺍﺯ ﺷﻨﺎﺧﺖ‬ ‫ﻓﺮﺩ ﻧﻤﻲﺗﻮﺍﻥ ﺑﻪ ﺍﺩﺍﺭﻩ ﻣﺆﺛﺮ ﺁﻥ ﭘﺮﺩﺍﺧﺖ ﻭ ﺍﻧﺘﻈﺎﺭ ﺭﻓﺘﺎﺭ‬
‫ﺩﺭ ﺍﻭ ﻣﯽﺑﻴﻨﻴﻢ‪ .‬ﭘﺲ ﺩﺭ ﻫﺮ ﻟﺤﻈﻪﺍﯼ ﺍﺯ ﺗﺤﻮﻝ ﻓﺮﺩ‪،‬‬ ‫ﻭﯼ‪ ،‬ﺍﻧﺘﻈﺎﺭﺍﺕ ﻣﻌﻴﻨﯽ ﺍﺯ ﺍﻭ ﺩﺍﺷﺖ )ﻣﻘﺪﻣﯽ ﭘﻮﺭ ‪.(١٣٧٨،‬‬ ‫ﻳﮑﺴﺎﻥ ﺍﺯ ﻫﻤﻪ‪ ،‬ﺭﻭﻳﺎﻳﯽ ﺑﻴﺶ ﻧﻴﺴﺖ‪.‬‬
‫ﻣﺎ ﺩﺭ ﺣﻘﻴﻘﺖ ﺑﺎ ﻧﻮﻋﯽ ﺍﺯ ﺗﺠﻠﻴﺎﺕ ﺭﻭﺍﻧﯽ ﻭﯼ ﺭﻭﺑﻪﺭﻭ‬ ‫ﺩﺭ ﻳﮏ ﻣﻮﻗﻌﻴﺖ ﻣﻌﻴﻦ‪ ،‬ﻭﻳﮋﮔﻲﻫﺎﯼ ﻓﺮﺩﯼ ﻫﺮ ﺷﺨﺺ‬ ‫ﺑﻪ ﻫﻤﻴﻦ ﺩﻟﻴﻞ ﺩﺭ ﻋﺼﺮ ﮐﻨﻮﻧﯽ‪ ،‬ﺷﻨﺎﺧﺖ ﺗﻔﺎﻭﺕﻫﺎﯼ‬
‫ﻫﺴﺘﻴﻢ ﮐﻪ ﺍﻳﻦ ﺗﺠﻠﻴﺎﺕ ﺑﻪ ﻣﻨﺰﻟﻪ ﺳﺎﺯﺵ ﻓﺮﺍﮔﻴﺮ ﺍﻭ ﺗﻠﻘﯽ‬ ‫ﻣﻮﺟﺐ ﻣﻲﺷﻮﺩ ﮐﻪ ﺍﻭ ﺭﻓﺘﺎﺭﯼ ﻣﺘﻨﺎﺳﺐ ﺑﺎ ﺧﻮﺩ ﺍﺗﺨﺎﺫ‬ ‫ﻓﺮﺩﯼ ﻭ ﻭﻳﮋﮔﻲﻫﺎﯼ ﺷﺨﺼﻴﺘﯽ ﺍﻓﺮﺍﺩ ﺩﺭ ﺑﺴﻴﺎﺭﯼ ﺍﺯ‬
‫ﻣﻲﺷﻮﺩ )ﻓﺘﺤﯽ ﺁﺷﺘﻴﺎﻧﯽ ‪.(١٣٧٧ : ٣٦-٣٧ ،‬‬ ‫ﮐﻨﺪ‪ .‬ﭼﻮﻥ ﻭﻳﮋﮔﻲﻫﺎﯼ ﻓﺮﺩﯼ ﻣﻲﺗﻮﺍﻧﻨﺪ ﺑﻪ ﺻﻮﺭﺕﻫﺎﯼ‬ ‫ﻣﻮﻗﻌﻴﺖﻫﺎﯼ ﺯﻧﺪﮔﯽ ﺿﺮﻭﺭﺕ ﭘﻴﺪﺍ ﻣﯽﮐﻨﺪ‪ .‬ﮐﺎﺭﺁﻳﯽ‬
‫ﮐﺎﻣﻼ ﻣﺘﻔﺎﻭﺕ ﻭ ﭼﻨﺪﮔﺎﻧﻪ ﺟﻔﺖﻭﺟﻮﺭ ﺷﻮﻧﺪ‪ ،‬ﺑﻨﺎﺑﺮﺍﻳﻦ‬ ‫ﺍﻓﺮﺍﺩ ﺩﺭ ﺷﻐﻞ‪ ،‬ﻣﻮﻓﻘﻴﺖ ﺁﻧﻬﺎ ﺩﺭ ﺗﺤﺼﻴﻞ‪ ،‬ﺍﺛﺮﺑﺨﺸﯽ‬
‫ﻣﻨﺸﺎ ﺗﻔﺎﻭﺕﻫﺎﯼ ﻓﺮﺩﯼ ﻭ ﻋﻮﺍﻣﻞ ﺗﻌﻴﻴﻦ ﮐﻨﻨﺪﻩ‬ ‫ﻣﻲﺗﻮﺍﻥ ﺍﻧﺘﻈﺎﺭ ﺩﺍﺷﺖ ﮐﻪ ﺩﺭ ﻳﮏ ﻣﻮﻗﻌﻴﺖ ﻣﻌﻴﻦ‪،‬‬ ‫ﺭﻭﺵﻫﺎﯼ ﺩﺭﻣﺎﻧﯽ ﻭ ﺑﻪﻃﻮﺭ ﮐﻠﯽ ﺳﺎﺯﮔﺎﺭﯼ ﺍﻧﺴﺎﻥ‬
‫ﺷﺨﺼﻴﺖ‬ ‫ﻭﺍﮐﻨﺶﻫﺎﯼ ﻣﺘﻔﺎﻭﺗﯽ ﻭﺟﻮﺩ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ ﻭ ﺍﻳﻨﺠﺎﺳﺖ ﮐﻪ‬ ‫ﺩﺭ ﺗﻤﺎﻣﯽ ﻣﻮﻗﻌﻴﺖﻫﺎﻱ ﺯﻧﺪﮔﯽ ﺑﺎ ﺧﺼﺎﻳﺺ ﺷﺨﺼﯽ‬
‫ﻣﻨﺸﺎ ﺗﻔﺎﻭﺕﻫﺎﯼ ﻓﺮﺩﯼ ﺭﺍ ﺑﺎﻳﺪ ﺩﺭ ﻭﺭﺍﺛﺖ ﺍﻓﺮﺍﺩ ﻭ ﻣﺤﻴﻂ‬ ‫ﻣﻔﻬﻮﻡ ﺷﺨﺼﻴﺖ ﻭﺍﺭﺩ ﻋﻤﻞ ﻣﻲﺷﻮﺩ‪.‬‬ ‫ﺍﻭ ﺭﺍﺑﻄﻪ ﺩﺍﺭﺩ‪،‬؛ ﻟﺬﺍ ﺩﺭ ﺍﻳﻦ ﻣﻘﺎﻟﻪ ﺑﺎﺗﻮﺟﻪ ﺑﻪ ﺍﻫﻤﻴﺖ‬
‫ﺯﻧﺪﮔﯽ ﺁﻧﺎﻥ ﺟﺴﺘﺠﻮ ﮐﺮﺩ‪ » .‬ﮐﻠﻮﮎ« )‪ (C.Cluck‬ﻭ‬ ‫ﺩﺭ ﻓﺮﻫﻨﮓ ﻟﻐﺎﺕ ﻭ ﺍﺻﻄﻼﺣﺎﺕ ﺭﻭﺍﻧﺸﻨﺎﺳﯽ‪ ،‬ﺷﺨﺼﻴﺖ‬ ‫ﻣﻮﺿﻮﻉ‪ ،‬ﺗﻼﺵ ﺑﺮ ﺁﻥ ﺍﺳﺖ ﺗﺎ ﭘﺲ ﺍﺯ ﺑﺮﺭﺳﯽ ﻣﻔﻬﻮﻡ‬
‫»ﻣﻮﺭﯼ« )‪ (H.A.Murray‬ﺩﺭ ﺳﺎﻝ ‪ ١٩٥٣‬ﺑﻪ ﺍﻳﻦ‬ ‫ﺑﺪﻳﻨﮕﻮﻧﻪ ﺗﻌﺮﻳﻒ ﺷﺪﻩ‪“ :‬ﺗﮑﺎﻣﻞ ﻳﺎﻓﺘﻦ ﺻﻔﺎﺕ ﻣﺸﺨﺺ‬ ‫ﺗﻔﺎﻭﺕﻫﺎﯼ ﻓﺮﺩﯼ ﻭ ﺷﺨﺼﻴﺖ‪ ،‬ﻣﻨﺸﺎ ﺗﻔﺎﻭﺕﻫﺎﯼ ﻓﺮﺩﯼ‬
‫ﻧﺘﻴﺠﻪ ﺭﺳﻴﺪﻧﺪ ﮐﻪ ﭘﺲ ﺍﺯ ﻓﻌﺎﻝ ﺷﺪﻥ ﻣﺤﻴﻂ‪ ،‬ﺩﻭ ﻋﺎﻣﻞ‬ ‫ﺟﺴﻢ ﻭﺧﻠﻖ‪ ،‬ﻫﻤﮕﺎﻡ ﺑﺎ ﺗﮑﺎﻣﻞ ﺳﺎﺧﺘﺎﺭ ﺑﺪﻥ‪ ،‬ﺭﻓﺘﺎﺭ‪،‬‬ ‫ﻭ ﻋﻮﺍﻣﻞ ﺗﻌﻴﻴﻦﮐﻨﻨﺪﻩ ﺷﺨﺼﻴﺖ‪ ،‬ﻭﻳﮋﮔﻲﻫﺎﯼ ﺷﺨﺼﻴﺘﯽ‬
‫ﺗﻌﻴﻴﻦ ﮐﻨﻨﺪﻩ ﺭﺍ ﺑﻪ ﻧﺪﺭﺕ ﻣﻲﺗﻮﺍﻥ ﺍﺯ ﻳﮑﺪﻳﮕﺮ ﺗﻔﮑﻴﮏ‬ ‫ﺗﻮﺟﻬﺎﺕ‪ ،‬ﻣﻮﺿﻊ‪ ،‬ﺗﻮﺍﻧﻤﻨﺪﯼ ﻭ ﺍﻣﮑﺎﻧﺎﺕ ﻭ ﮐﻠﻴﻪ ﺟﻬﺎﺕ‬ ‫ﺍﻓﺮﺍﺩ ﻭ ﻧﻘﺶ ﺁﻧﻬﺎ ﺑﺮ ﺭﻓﺘﺎﺭ ﺳﺎﺯﻣﺎﻧﯽ‪ ،‬ﻣﻮﺭﺩ ﺑﺮﺭﺳﯽ ﻗﺮﺍﺭ‬
‫ﮐﺮﺩ‪ .‬ﺍﻳﻦ ﺩﻭ ﻣﺴﺎﻟﻪ ﺍﺳﺎﺳﯽ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ‪:‬‬ ‫ﻭ ﻣﻮﺍﺭﺩﯼ ﺍﺳﺖ ﮐﻪ ﺑﻪ ﻋﻨﻮﺍﻥ ﺟﻨﺒﻪ ﺗﮑﺎﻣﻞ ﻭ ﮐﻤﺎﻝ‬ ‫ﮔﻴﺮﺩ‪ .‬ﭼﺮﺍ ﮐﻪ ﺩﺭ ﻋﺼﺮ ﮐﻨﻮﻧﯽ ﻭ ﺩﺭ ﻗﻠﻤﺮﻭ ﺳﺎﺯﻣﺎﻧﯽ‪،‬‬
‫ﮐﺪﺍﻡ ﻳﮏ ﺍﺯ ﺗﻮﺍﻧﺎﻳﯽﻫﺎﯼ ﺑﺎﻟﻘﻮﻩ ﮊﻧﺘﻴﮏ ﺩﺭ ﻧﺘﻴﺠﻪ‬ ‫ﺷﻨﺎﺧﺘﻪ ﺷﺪﻩ ﺍﺳﺖ‪) ”.‬ﻋﺎﻗﻞ ‪ ،‬ﺗﺮﺟﻤﻪ ﻓﺎﺭﺳﯽ ‪.(١٣٦٨ ،‬‬ ‫ﻣﺪﻳﺮﺍﻥ ﻣﻮﻓﻖ‪ ،‬ﻣﺪﻳﺮﺍﻧﯽ ﻫﺴﺘﻨﺪ ﮐﻪ ﺑﺎ ﺷﻨﺎﺧﺖ ﮐﺎﻣﻞ ﺍﺯ‬
‫ﺭﻭﻳﺪﺍﺩﻫﺎﯼ ﺧﺎﺹ ﺯﻧﺪﮔﯽ ﺩﺭ ﻣﺤﻴﻂ ﻣﻔﺮﻭﺽ ﻓﻴﺰﻳﮑﯽ‪،‬‬ ‫»ﺳﺎﻟﻮﺍﺗﻮﺭﻣﺎﺭﯼ« )‪ (١٩٨٩‬ﺷﺨﺼﻴﺖ ﺭﺍ ﺍﻳﻨﮕﻮﻧﻪ ﺗﻌﺮﻳﻒ‬ ‫ﺧﺼﻮﺻﻴﺎﺕ ﻭ ﺻﻔﺎﺕ ﺷﺨﺼﻴﺘﯽ ﮐﺎﺭﮐﻨﺎﻥ ﺧﻮﺩ‪ ،‬ﺭﺍﻩ ﺭﺍ‬
‫ﺍﺟﺘﻤﺎﻋﯽ ﻭ ﻓﺮﻫﻨﮕﯽ ﻓﻌﺎﻝ ﻣﻲﺷﻮﻧﺪ؟‬ ‫ﮐﺮﺩﻩ ﺍﺳﺖ‪“ :‬ﺷﺨﺼﻴﺖ‪ ،‬ﻣﺠﻤﻮﻋﻪ ﭘﺎﻳﺪﺍﺭ ﻭ ﺛﺎﺑﺘﯽ ﺍﺯ‬ ‫ﺩﺭ ﺟﻬﺖ ﻫﺪﺍﻳﺖ ﻭ ﺍﺩﺍﺭﻩ ﺻﺤﻴﺢﺗﺮ ﺁﻧﺎﻥ ﻫﻤﻮﺍﺭ ﺳﺎﺯﻧﺪ‪.‬‬
‫ﺳﺎﺧﺘﺎﺭ ﮊﻧﺘﻴﮏ ﭼﻪ ﻣﺤﺪﻭﺩﻳﺖﻫﺎﻳﯽ ﺩﺭ ﭘﺮﻭﺭﺵ‬ ‫ﺻﻔﺎﺕ ﻭ ﺧﺼﻮﺻﻴﺎﺕ ﻭ ﮔﺮﺍﻳﺶﻫﺎﻳﯽ ﺍﺳﺖ ﮐﻪ ﻭﺟﻮﻩ‬
‫ﺷﺨﺼﻴﺖ ﺍﻳﺠﺎﺩ ﻣﯽﮐﻨﺪ؟‬ ‫ﺍﺷﺘﺮﺍﮎ ﻭ ﺍﺧﺘﻼﻑ ﻓﺮﺩ ﺭﺍ ﺑﺎ ﺩﻳﮕﺮﺍﻥ ﻣﺸﺨﺺ ﻣﯽﮐﻨﺪ”‬ ‫ﻣﻔﻬـﻮﻡ ﺗﻔﺎﻭﺕﻫـﺎﯼ ﻓـﺮﺩﯼ ﻭ ﻭﻳﮋﮔﻲﻫـﺎﯼ‬
‫ﺑﻪ ﻋﺒﺎﺭﺕ ﺩﻳﮕﺮ ﺩﺭ ﺑﺤﺚ ﺷﺨﺼﻴﺖ‪ ،‬ﻣﺤﻘﻘﻴﻦ ﻫﻢ‬ ‫)ﺳﻠﻄﺎﻧﯽ ﻭ ﺭﻭﺣﺎﻧﯽ ‪.(١٣٨١:٨،‬‬ ‫ﺷﺨﺼﻴﺘﯽ ﺩﺭ ﺳﺎﺯﻣﺎﻥ‬
‫ﺑﺮ ﺗﻮﺍﺭﺙ ﻭ ﻫﻢ ﺑﺮ ﻣﺤﻴﻂ ﻭ ﺗﻌﺎﻣﻞ ﺑﻴﻦ ﺍﻳﻦ ﺩﻭ‪ ،‬ﺩﺭ‬ ‫»ﺁﻟﭙﻮﺭﺕ )‪ (Allport‬ﺷﺨﺼﻴﺖ ﺭﺍ ﺳﺎﺯﻣﺎﻥ ﭘﻮﻳﺎﻳﯽ ﺍﺯ‬ ‫ﮐﺎﺭﮐﻨﺎﻥ ﺳﺎﺯﻣﺎﻥﻫﺎ ﺍﺯ ﺟﻨﺒﻪﻫﺎﯼ ﻣﺨﺘﻠﻒ ﺭﻓﺘﺎﺭ ﻭ ﺷﺮﺍﻳﻂ‬
‫ﻃﻮﻝ ﺯﻣﺎﻥ ﺗﮑﻴﻪ ﻣﯽﮐﻨﻨﺪ‪) .‬ﻣﺤﻤﺪﺯﺍﺩﻩ ﻭ ﻣﻬﺮﻭﮊﺍﻥ‪،‬‬ ‫ﻣﻨﻈﻮﻣﻪﻫﺎﯼ ﺭﻭﺍﻧﯽ ﻭ ﺑﺪﻧﯽ ﺩﺭ ﺩﺭﻭﻥ ﻓﺮﺩ ﮐﻪ ﺳﺒﺐ‬ ‫ﺟﺴــﻤﺎﻧﯽ ﺑﺎ ﻳﮑﺪﻳﮕﺮ ﺗﻔﺎﻭﺕ ﺩﺍﺭﻧﺪ‪ .‬ﻣﻨﻈﻮﺭ ﺍﺯ ﺗﻔﺎﻭﺕﻫﺎﯼ‬
‫‪ (١٣٧٥ :١٠١‬ﺩﺭ ﻫﻤﻴﻦ ﺭﺍﺳﺘﺎ »ﺭﻭﻳﺲ« )‪Joseph.‬‬ ‫ﺳﺎﺯﮔﺎﺭﯼ ﺑﯽﻫﻤﺘﺎ ﻭ ﺑﯽﻧﻈﻴﺮ ﺍﻭ ﺑﺎ ﻣﺤﻴﻂ ﻣﻲﺷﻮﺩ‪،‬‬ ‫ﻓﺮﺩﯼ‪ ،‬ﺍﻳﻦ ﺍﺳــﺖ ﮐﻪ ﻫﺮﻓﺮﺩ ﻣﻮﺟﻮﺩﯼ ﺍﺳﺖ ﻣﻨﺤﺼﺮ ﺑﻪ‬
‫‪ ،((١٩٨٣) Royce‬ﺷﺨﺼﻴﺖ ﺭﺍ ﺗﺮﮐﻴﺒﯽ ﺍﺯ ﻭﻳﮋﮔﻲﻫﺎﯼ‬ ‫ﻣﯽﺩﺍﻧﺪ )ﺳﺘﻮﺩﻩ‪ .(١٣٧٨ : ٨١ ،‬ﺍﺯ ﺩﻳﺪﮔﺎﻩ »ﺷﺎﻣﻠﻮ«‬ ‫ﻓﺮﺩ‪ ،‬ﺍﺳــﺘﺜﻨﺎﻳﯽ ﻭ ﻳﮕﺎﻧﻪ‪ ،‬ﺑﻪ ﮔﻮﻧﻪﺍﯼ ﮐﻪ ﺍﺯ ﭘﺮﻭﺗﺌﻴﻦﻫﺎﯼ‬
‫ﻓﻴﺰﻳﮑﯽ ﻭ ﺫﻫﻨﯽ ﻣﯽﺩﺍﻧﺪ ﮐﻪ ﺑﻪ ﻓﺮﺩ ﻫﻮﻳﺖ ﻣﯽﺑﺨﺸﺪ‬ ‫ﺷﺨﺼﻴﺖ‪ ،‬ﻣﺠﻤﻮﻋﻪﺍﯼ ﺳﺎﺯﻣﺎﻥ ﻳﺎﻓﺘﻪ ﻭ ﻭﺍﺣﺪﯼ ﻣﺘﺸﮑﻞ‬ ‫ﺳــﺎﺯﻧﺪﻩ ﻣﻮﯼ ﻫﺮﮐﺲ ﺗﺎ ﺷــﻴﺎﺭﻫﺎﯼ ﺭﻭﯼ ﺍﻧﮕﺸــﺘﺶ‪،‬‬
‫ﻭ ﺍﻳﻦ ﻭﻳﮋﮔﻲﻫﺎ ﻳﺎ ﺧﺼﻠﺖ ﺍﺯ ﺟﻤﻠﻪ ﻣﻨﻈﺮ‪ ،‬ﻃﺮﺯ ﺗﻔﮑﺮ ﻭ‬ ‫ﺍﺯ ﺧﺼﻮﺻﻴﺎﺕ ﻧﺴﺒﺘﺎ ﭘﺎﻳﺪﺍﺭ ﻭ ﻣﺪﺍﻭﻡ ﮐﻪ ﺍﻟﮕﻮﯼ ﻣﻨﺤﺼﺮﺑﻪ‬ ‫ﺑﺪﻭﻥ ﻫﻤﺎﻧﻨﺪ ﺍﺳــﺖ‪ .‬ﺍﻟﺒﺘﻪ ﺷــﺎﻳﺪ ﮐﺴــﺎﻧﯽ ﺭﺍ ﺑﺒﻴﻨﻴﻢ ﮐﻪ‬
‫ﺍﺣﺴﺎﺱ ﺁﺩﻣﯽ‪ ،‬ﺣﺎﺻﻞ ﺗﻌﺎﻣﻞ ﻋﻮﺍﻣﻞ ﻭﺭﺍﺛﺘﯽ ‪ /‬ﻓﻄﺮﯼ‬ ‫ﻓﺮﺩ ﺻﻔﺎﺕ ﺷﺨﺼﻴﺖ ﺍﺳﺖ ﻭ ﻫﺮ ﻓﺮﺩ ﺭﺍ ﺍﺯ ﺍﻓﺮﺍﺩ ﺩﻳﮕﺮ‬ ‫ﺩﺍﺭﺍﯼ ﺷﺒﺎﻫﺖﻫﺎﯼ ﺑﺴــﻴﺎﺭﯼ ﻧﺴﺒﺖ ﺑﻪ ﻫﻢ ﺑﺎﺷﻨﺪ‪ ،‬ﻭﻟﯽ‬
‫ﻭ ﻣﺤﻴﻄﯽ ﺍﺳﺖ )ﺭﺿﺎﺋﻴﺎﻥ‪.(١٣٨١ : ١٩٨ ،‬‬ ‫ﻣﺘﻤﺎﻳﺰ ﻣﯽﮐﻨﺪ‪ ،‬ﻣﻲﺑﺎﺷﺪ )ﺷﺎﻣﻠﻮ‪.(١٣٧٤ : ١٣،‬‬ ‫ﺑﺪﻭﻥ ﺷــﮏ‪ ،‬ﺑﻪ ﻃﻮﺭ ﺩﻗﻴﻖ‪ ،‬ﻳﮑﺴﺎﻥ ﻭ ﺑﺮﺍﺑﺮ ﻧﻴﺴﺘﻨﺪ ﻭ ﺑﺎ‬
‫ﺑﻨﺎﺑﺮﺍﻳﻦ ﻣﻲﺗﻮﺍﻥ ﮔﻔﺖ‪ :‬ﻫﺮ ﺻﻔﺖ ﺷﺨﺼﻴﺘﯽ‪ ،‬ﺑﻪ ﻭﺍﺳﻄﻪ‬ ‫ﺭﻭﺍﻧﺸﻨﺎﺳﺎﻥ ﺩﺭ ﺗﻌﺮﻳﻒ ﺷﺨﺼﻴﺖ‪ ،‬ﻏﺎﻟﺒﺎ ﺍﺻﻄﻼﺡ ﻳﺎ‬ ‫ﺍﻃﻤﻴﻨﺎﻥ ﻣﻲﺗﻮﺍﻥ ﮔﻔﺖ ﮐﻪ ﺍﺯ ﻟﺤﺎﻅ ﺷﺨﺼﻴﺖ ﻭ ﺷﻨﺎﺧﺖ‪،‬‬
‫ﺍﺛﺮ ﻣﺘﻘﺎﺑﻞ ﻣﺤﻴﻂ ﻭ ﻭﺭﺍﺛﺖ ﺷﮑﻞ ﻣﯽﮔﻴﺮﺩ‪ .‬ﺗﻔﺎﻭﺕ‬ ‫ﮐﻠﻤــﻪ »ﻭﻳﮋﮔﯽ« )‪ (Trait‬ﺭﺍ ﺑﻪ ﮐﺎﺭ ﻣﯽﺑﺮﻧﺪ ﮐﻪ ﺑﻪ‬ ‫ﺩﺍﺭﺍﯼ ﺗﻔﺎﻭﺕﻫﺎﻳﯽ ﻫﺴﺘﻨﺪ ﮐﻪ ﺍﻳﻦ ﺗﻔﺎﻭﺕﻫﺎ ﺩﺭﺑﺮﮔﻴﺮﻧﺪﻩ‬

‫‪١٢٧‬‬
‫ﺳﺎﻝ ﭼﻬﺎﺭﻡ‪ /‬ﺷﻤﺎﺭﻩ ﭼﻬﺎﺭﺩﻫﻢ‬
‫ﺧــﺮﺩﺍﺩ ‪١٣٨٩‬‬
‫ﺍﻓﺮﺍﺩ ﻭﺟﻮﺩ ﺩﺍﺭﺩ‪ -٢ .‬ﻣﺸﺎﻏﻞ‪ ،‬ﺍﻧﻮﺍﻉ ﮔﻮﻧﺎﮔﻮﻥ ﺩﺍﺭﻧﺪ‪.‬‬ ‫ﻧﺒﻮﺩﻥ ﻭﻳﮋﮔﻲﻫﺎﯼ ﺷﺨﺼﻴﺘﯽ ﺁﻧﺎﻥ ﻭ ﺷﻐﻠﯽ ﺍﺳﺖ ﮐﻪ ﺑﻪ‬ ‫ﺑﻴﻦ ﺍﻓﺮﺍﺩ ﻣﻲﺗﻮﺍﻧﺪ ﺩﺭ ﻧﺘﻴﺠﻪ ﺗﻔﺎﻭﺕﻫﺎﯼ ﻣﺤﻴﻄﯽ‪،‬‬
‫‪ -٣‬ﺍﻓﺮﺍﺩﯼ ﮐﻪ ﺩﺭ ﻣﺤﻴﻂ ﮐﺎﺭﯼ ﺳﺎﺯﮔﺎﺭﺗﺮ ﺑﺎ ﺳﻨﺦ‬ ‫ﻋﻬﺪﻩ ﺩﺍﺭﻧﺪ‪ .‬ﺗﺤﻘﻴﻘﺎﺕ ﮔﻮﻧﺎﮔﻮﻥ ﺩﺭ ﺯﻣﻴﻨﻪ ﻭﻳﮋﮔﻲﻫﺎﯼ‬ ‫ﺗﻔﺎﻭﺕﻫﺎﯼ ﺍﺭﺛﯽ ﻳﺎ ﻣﺤﺼﻮﻝ ﻫﺮ ﺩﻭ ﻋﺎﻣﻞ ﺑﺎﺷﺪ‪ .‬ﺑﺪﻳﻦ‬
‫ﺷﺨﺼﻴﺘﯽﺷﺎﻥ ﮐﺎﺭ ﻣﯽﮐﻨﻨﺪ‪ ،‬ﻧﺴﺒﺖ ﺑﻪ ﺍﻓﺮﺍﺩﯼ ﮐﻪ ﻧﻮﻉ‬ ‫ﺷﺨﺼﻴﺘﯽ ﺑﺎ ﻋﻤﻠﮑﺮﺩ ﺷﻐﻠﯽ ﻧﺸﺎﻥ ﻣﻲﺩﻫﻨﺪ ﻛﻪ ﺑﻴﻦ‬ ‫ﺗﺮﺗﻴﺐ ﺗﻔﺎﻭﺕﻫﺎﯼ ﻣﻮﺟﻮﺩ ﺩﺭ ﺭﻧﮓ ﭼﺸﻢ‪ ،‬ﺍﺭﺛﯽ ﺍﺳﺖ‪.‬‬
‫ﺷﻐﻞ ﺭﺍ ﻣﻨﺎﺳﺐ ﺑﺎ ﺷﺨﺼﻴﺖ ﺧﻮﺩ ﻧﻤﯽﺩﺍﻧﻨﺪ‪ ،‬ﺭﺿﺎﻳﺖ‬ ‫ﺍﻳﻦ ﺩﻭ ﻣﻘﻮﻟﻪ ﻫﻤﺒﺴﺘﮕﯽ ﻭﺟﻮﺩ ﺩﺍﺭﺩ ﻭ ﺯﻣﺎﻧﻲ ﺍﻳﻦ‬ ‫ﺗﻔﺎﻭﺕﻫﺎﯼ ﻣﻮﺟﻮﺩ ﺩﺭ ﻧﮕﺮﺵﻫﺎﯼ ﺍﺟﺘﻤﺎﻋﯽ‪ ،‬ﻣﺤﻴﻄﯽ‬
‫ﺑﻴﺸﺘﺮﯼ ﺩﺍﺭﻧﺪ ﻭ ﮐﻤﺘﺮ ﻣﺎﻳﻞ ﻫﺴﺘﻨﺪ ﮐﻪ ﺩﺍﻭﻃﻠﺒﺎﻧﻪ ﺁﻥ‬ ‫ﻫﻤﺒﺴﺘﮕﯽ ﻗﻮﯼﺗﺮ ﺍﺳﺖ ﮐﻪ ﻳﮏ ﻋﺎﻣﻞ ﺷﺨﺼﻴﺘﯽ‪،‬‬ ‫ﺍﺳﺖ ﻭ ﺗﻔﺎﻭﺕﻫﺎﯼ ﻣﻮﺟﻮﺩ ﺩﺭ ﻫﻮﺵ ﺍﻓﺮﺍﺩ ﻧﻴﺰ ﺍﺭﺛﯽ ﻭ‬
‫ﺭﺍ ﺗﺮﮎ ﮐﻨﻨﺪ‪.‬‬ ‫ﺑﺎ ﺷﺮﺡ ﺷﻐﻞ ﻓﺮﺩ‪ ،‬ﻣﺮﺗﺒﻂ ﺑﺎﺷﺪ )ﺗِﺖ« )‪ (R.P.Tett‬ﻭ‬ ‫ﻣﺤﻴﻄﯽ ﺍﺳﺖ )ﺳﺎﻋﺘﭽﯽ‪.(١٣٨٣ : ٥٦،‬‬
‫ﻫﺮﮔﺎﻩ ﺑﻪ ﺳﺎﺯﮔﺎﺭﯼ ﻭﻳﮋﮔﯽ ﺷﺨﺼﻴﺘﯽ ﻭ ﺷﻐﻞ ﺗﻮﺟﻪ‬ ‫ﺩﻳﮕﺮﺍﻥ ‪.(١٩٩١،‬‬ ‫ﺑﻪﻃﻮﺭ ﮐﻞ ﺩﺭ ﻣﺒﺎﺣﺚ ﺭﻓﺘﺎﺭ ﺳﺎﺯﻣﺎﻧﯽ‪ ،‬ﭘﻨﺞ ﻣﻘﻮﻟﻪ ﻋﻤﺪﻩ‬
‫ﮐﺎﻓﯽ ﺷﻮﺩ‪ ،‬ﺑﻪ ﻧﻈﺮ ﻣﯽﺭﺳﺪ ﻣﺪﻳﺮﺍﻥ ﻣﯽﺧﻮﺍﻫﻨﺪ ﺑﻬﺘﺮﻳﻦ‬ ‫ﺑﻬﺘﺮﻳﻦ ﻧﻈﺮﻳﻪ ﻣﺴﺘﻨﺪ ﺗﻨﺎﺳﺐ ﺷﻐﻞ ﺑﺎ ﺷﺨﺼﻴﺖ ﺭﺍ ﻳﮏ‬ ‫ﺑﻪ ﻋﻨﻮﺍﻥ ﺗﻌﻴﻴﻦﮐﻨﻨﺪﻩﻫﺎﯼ ﺻﻔﺎﺕ ﺷﺨﺼﻴﺘﯽ ﻣﻄﺮﺡ‬
‫ﻧﻘﺶ ﻭ ﺭﺍﺿﯽﺗﺮﻳﻦ ﮐﺎﺭﮐﻨﺎﻥ ﺭﺍ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻨﺪ‪ .‬ﺑﻪ ﻋﻼﻭﻩ‬ ‫ﺭﻭﺍﻥﺷﻨﺎﺱ ﺑﻪ ﻧﺎﻡ »ﺟﺎﻥ ﻫﺎﻟﻨﺪ« )‪(John.Holland‬‬ ‫ﺍﺳﺖ ﮐﻪ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ‪:‬‬
‫ﺍﻳﻦ ﮐﺎﺭ ﻣﻤﮑﻦ ﺍﺳﺖ ﻣﻨﺎﻓﻊ ﺩﻳﮕﺮﯼ ﻫﻢ ﺩﺭ ﭘﯽ ﺩﺍﺷﺘﻪ‬ ‫ﻋﺮﺿﻪ ﮐﺮﺩ‪ .‬ﺑﺮ ﺍﺳﺎﺱ ﺍﻳﻦ ﻧﻈﺮﻳﻪ ﻣﺮﺩﻡ ﺗﻤﺎﻳﻞ ﺩﺍﺭﻧﺪ‬ ‫ﺗﻌﻴﻴﻦﮐﻨﻨﺪﻩﻫﺎﯼ ﻓﻴﺰﻳﻮﻟﻮﮊﻳﮏ‬
‫ﺑﺎﺷﺪ‪ .‬ﺑﺎ ﭘﯽ ﺑﺮﺩﻥ ﺑﻪ ﺍﻳﻦ ﻭﺍﻗﻌﻴﺖ ﮐﻪ ﻣﺮﺩﻡ ﺑﻪ ﺷﻴﻮﻩﻫﺎﯼ‬ ‫ﺷﻐﻠﯽ ﺭﺍ ﺍﻧﺘﺨﺎﺏ ﮐﻨﻨﺪ ﮐﻪ ﺑﺎ ﺷﺨﺼﻴﺖ ﺁﻧﺎﻥ ﻫﻤﺨﻮﺍﻧﯽ‬ ‫ﺗﻌﻴﻴﻦﮐﻨﻨﺪﻩﻫﺎﯼ ﻓﺮﻫﻨﮕﯽ‬
‫ﻣﺘﻔﺎﻭﺕ ﺑﻪ ﺣﻞ ﻣﺸﮑﻼﺕ‪ ،‬ﺗﺼﻤﻴﻢﮔﻴﺮﯼ ﻭ ﮐﻨﺶ ﻣﺘﻘﺎﺑﻞ‬ ‫ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ‪ .‬ﺍﻳﻦ ﻧﻈﺮﻳﻪ‪ ،‬ﺷﺶ ﻧﻮﻉ ﻭﻳﮋﮔﯽ ﺷﺨﺼﻴﺘﯽ‬ ‫ﺗﻌﻴﻴﻦﮐﻨﻨﺪﻩﻫﺎﯼ ﺧﺎﻧﻮﺍﺩﮔﯽ ﻭ ﮔﺮﻭﻫﯽ‬
‫ﺷﻐﻠﯽ ﻣﯽﭘﺮﺩﺍﺯﻧﺪ‪ ،‬ﻳﮏ ﻣﺪﻳﺮ ﺑﻬﺘﺮ ﻣﻲﺗﻮﺍﻧﺪ ﺩﺭﮎ ﮐﻨﺪ ﮐﻪ‬ ‫ﺍﺭﺍﺋﻪ ﻣﯽﮐﻨﺪ ﻭ ﻣﯽﮔﻮﻳﺪ ﮐﻪ ﺭﺿﺎﻳﺖ ﺷﺨﺺ ﻳﺎ ﺗﻤﺎﻳﻞ‬ ‫ﺗﻌﻴﻴﻦﮐﻨﻨﺪﻩﻫﺎﯼ ﻣﺮﺑﻮﻁ ﺑﻪ ﻧﻘﺶ‬
‫ﻣﺜﻼ ﭼﺮﺍ ﻳﮏ ﮐﺎﺭﻣﻨﺪ ﻣﺎﻳﻞ ﻧﻴﺴﺖ ﺳﺮﻳﻌﺎ ﺗﺼﻤﻴﻢﮔﻴﺮﯼ‬ ‫ﻭﯼ ﺑﻪ ﺗﺮﮎ ﺷﻐﻞ ﺑﻪ ﺩﺭﺟﻪ ﻳﺎ ﻣﻴﺰﺍﻥ ﺗﻨﺎﺳﺐ ﺷﺨﺼﻴﺖ‬ ‫ﺗﻌﻴﻴﻦﮐﻨﻨﺪﻩﻫﺎﯼ ﻣﻮﻗﻌﻴﺘﯽ )ﺳﻠﻄﺎﻧﯽ ﻭ ﺭﻭﺣﺎﻧﯽ‪: ٨ ،‬‬
‫ﮐﻨﺪ ﻳﺎ ﭼﺮﺍ ﮐﺎﺭﻣﻨﺪﯼ ﮐﻮﺷﺶ ﻣﯽﮐﻨﺪ ﻗﺒﻞ ﺍﺯ ﭘﺮﺩﺍﺧﺘﻦ‬ ‫ﺍﻭ ﺑﺎ ﻣﺤﻴﻂ ﺷﻐﻠﯽﺍﺵ ﺑﺴﺘﮕﯽ ﺩﺍﺭﺩ‪ .‬ﻫﺮﻳﮏ ﺍﺯ ﺍﻳﻦ ﺷﺶ‬ ‫‪.(١٣٨١‬‬
‫ﺑﻪ ﺣﻞ ﻳﮏ ﻣﺴﺄﻟﻪ ﺣﺪﺍﮐﺜﺮ ﺍﻃﻼﻋﺎﺕ ﻣﻤﮑﻦ ﺭﺍ ﮔﺮﺩ‬ ‫ﻧﻮﻉ ﻭﻳﮋﮔﯽ ﺷﺨﺼﻴﺘﯽ‪ ،‬ﻣﻨﺎﺳﺐ ﻣﺤﻴﻂ ﺷﻐﻠﯽ ﺧﺎﺹ‬
‫ﺁﻭﺭﺩ‪) .‬ﺭﺍﺑﻴﻨﺰﻭ ﺩﯼ ﺳﻨﺰﻭ‪ ،(١٣٧٩: ٢٧٥-٦ ،‬ﺑﻨﺎﺑﺮﺍﻳﻦ‬ ‫ﺧﻮﺩ ﺍﺳﺖ‪ .‬ﻧﻤﻮﻧﻪﻫﺎﻳﯽ ﺍﺯ ﺷﻐﻞﻫﺎﯼ ﻣﺘﻨﺎﺳﺐ ﺑﺎ ﺍﻳﻦ‬ ‫ﺗﻔﺎﻭﺕﻫﺎﯼ ﻓﺮﺩﯼ ﻭ ﺷﺨﺼﻴﺖ‬
‫ﺑﺮﺍﯼ ﺍﻧﺘﺨﺎﺏ ﺍﻓﺮﺍﺩ ﻣﻨﺎﺳﺐ ﺟﻬﺖ ﻣﺸﺎﻏﻞ ﻣﻌﻴﻦ‪ ،‬ﺑﺎﻳﺪ‬ ‫ﺷﺶ ﻧﻮﻉ ﻭﻳﮋﮔﯽ ﺷﺨﺼﻴﺘﯽ ﺩﺭ ﺟﺪﻭﻝ ‪ ١‬ﻗﺎﺑﻞ ﻣﺸﺎﻫﺪﻩ‬ ‫ﺩﺭ ﺑﺴﻴﺎﺭﯼ ﻣﻮﺍﺭﺩ‪ ،‬ﺩﻟﻴﻞ ﺷﮑﺴﺖ ﺍﻓﺮﺍﺩ ﺩﺭ ﺍﻧﺠﺎﻡ ﺩﺍﺩﻥ‬
‫ﺗﻮﺍﻥ ﺁﻧﻬﺎ ﺳﻨﺠﻴﺪﻩ ﻭ ﺑﺮﺍﯼ ﻫﺮ ﺷﻐﻞ ﻓﺮﺩﯼ ﺭﺍ ﺑﺮﮔﺰﻳﻨﺪ‬ ‫ﺍﺳﺖ‪.‬‬ ‫ﺍﺛﺮﺑﺨﺶ ﻭﻇﺎﻳﻒ ﺷﻐﻠﯽ ﺧﻮﺩ ﺩﺭ ﺳﺎﺯﻣﺎﻥ‪ ،‬ﮐﻤﺒﻮﺩ ﻫﻮﺵ‬
‫ﮐﻪ ﺑﺘﻮﺍﻧﺪ ﺍﺯ ﻋﻬﺪﻩ ﺍﻧﺠﺎﻡ ﺁﻥ ﺑﺮﺁﻳﺪ ﻳﺎ ﻻﺍﻗﻞ ﺗﻮﺍﻧﺎﻳﯽ‬ ‫ﭘﮋﻭﻫﺶﻫﺎﯼ »ﻫﺎﻟﻨﺪ« ﺷﺶ ﺿﻠﻌﯽ ﺯﻳﺮ ﺭﺍ ﮐﺎﻣﻼ ﺗﺎﻳﻴﺪ‬ ‫ﻳﺎ ﻓﻘﺪﺍﻥ ﻣﻬﺎﺭﺕﻫﺎﯼ ﻓﻨﯽ ﺁﻧﺎﻥ ﻧﻴﺴﺖ‪ ،‬ﺑﻠﮑﻪ ﻫﻤﺴﻮ‬
‫ﺑﺎﻟﻘﻮﻩ ﻳﺎﺩﮔﻴﺮﯼ ﻭ ﺍﻧﺠﺎﻡ ﺁﻥ ﺭﺍ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ‪.‬‬ ‫ﻣﯽﮐﻨﺪ‪ .‬ﺍﻳﻦ ﺷﮑﻞ ﻧﺸﺎﻥ ﻣﻲﺩﻫﺪ ﮐﻪ ﻫﺮﻗﺪﺭ ﺩﻭ ﺳﻨﺦ‪،‬‬
‫ﺩﺭ ﺍﻳﻦ ﭼﻨﺪﺿﻠﻌﯽ ﺑﻪ ﻫﻢ ﻧﺰﺩﻳﮏﺗﺮ ﺑﺎﺷﻨﺪ‪ ،‬ﺳﺎﺯﮔﺎﺭﺗﺮﻧﺪ‪.‬‬ ‫ﻧﻤﻮﺩﺍﺭ ‪ -٢‬ﺭﺍﺑﻄﻪ ﺑﻴﻦ ﻣﺸﺎﻏﻞ ﻭ ﻭﻳﮋﮔﻲﻫﺎﯼ ﺷﺨﺼﻴﺘﯽ‬

‫ﺷﺨﺼﻴﺖ ﻭ ﺭﻓﺘﺎﺭ ﺳﺎﺯﻣﺎﻧﯽ‬ ‫ﮔﺮﻭﻩﻫﺎﯼ ﻣﺠﺎﻭﺭ ﻣﺸﺎﺑﻪﺍﻧﺪ‪ ،‬ﺩﺭ ﺣﺎﻟﯽﮐﻪ ﺳﻨﺦﻫﺎﻳﯽ ﮐﻪ‬
‫ﺳﺆﺍﻟﯽ ﮐﻪ ﻣﻄﺮﺡ ﻣﻲﺷﻮﺩ ﺍﻳﻦ ﺍﺳﺖ ﮐﻪ ﺑﺤﺚ ﭘﻴﺮﺍﻣﻮﻥ‬ ‫ﻣﻘﺎﺑﻞ ﻳﮑﺪﻳﮕﺮ ﻗﺮﺍﺭ ﮔﺮﻓﺘﻪﺍﻧﺪ‪ ،‬ﺍﺧﺘﻼﻑ ﺯﻳﺎﺩﯼ ﺑﺎ ﻫﻢ‬
‫ﺷﺨﺼﻴﺖ ﭼﻪ ﺍﺭﺗﺒﺎﻃﯽ ﺑﺎ ﺭﻓﺘﺎﺭ ﺳﺎﺯﻣﺎﻧﯽ ﺩﺍﺭﺩ؟ ﺑﻪ‬ ‫ﺩﺍﺭﻧﺪ‪.‬‬
‫ﻋﺒﺎﺭﺕ ﺩﻳﮕﺮ ﺁﻳﺎ ﻣﻄﺎﻟﻌﻪ ﻭ ﺑﺤﺚ ﺷﺨﺼﻴﺖ ﺑﻪ ﻣﺎ ﺩﺭ‬ ‫ﺍﻳﻦ ﻧﻈﺮﻳﻪ‪ ،‬ﺑﻴﺎﻧﮕﺮ ﺍﻳﻦ ﺍﺳﺖ ﮐﻪ ﺍﮔﺮ ﺷﺨﺼﻴﺖ ﻓﺮﺩ‬
‫ﺩﺭﮎ ﻣﺴﺎﻳﻞ ﺭﻓﺘﺎﺭ ﺳﺎﺯﻣﺎﻧﯽ ﮐﻤﮏ ﻣﯽﮐﻨﺪ؟ ﺑﺎ ﺍﻧﺪﮐﯽ‬ ‫ﺑﺎ ﺷﻐﻞ ﻭﯼ ﺳﺎﺯﮔﺎﺭ ﺑﺎﺷﺪ‪ ،‬ﺭﺿﺎﻳﺖ ﺷﻐﻠﯽ ﺑﺴﻴﺎﺭ ﺯﻳﺎﺩ‬
‫ﺗﺎﻣﻞ ﺧﻮﺍﻫﻴﻢ ﺩﻳﺪ ﮐﻪ ﺟﻮﺍﺏ ﻣﺜﺒﺖ ﺍﺳﺖ‪ .‬ﻣﻄﺎﻟﻌﺎﺕ‬ ‫ﻣﻲﺑﺎﺷﺪ ﻭ ﻣﻴﺰﺍﻥ ﺗﺮﮎ ﺧﺪﻣﺖ ﺑﻪ ﺣﺪﺍﻗﻞ ﻣﻲﺭﺳﺪ‪.‬‬
‫ﻣﺘﻌﺪﺩ ﻧﺸﺎﻥ ﺩﺍﺩﻩ ﺍﺳﺖ ﮐﻪ ﺷﺨﺼﻴﺖ ﺍﻓﺮﺍﺩ ﺗﺎ ﺣﺪ ﺑﺴﻴﺎﺭ‬ ‫ﻧﮑﺎﺕ ﮐﻠﻴﺪﯼ ﺍﻳﻦ ﺍﻟﮕﻮ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ‪:‬‬
‫ﺯﻳﺎﺩﯼ ﺑﺮ ﮔﺰﻳﻨﺶ ﻋﻤﻠﮑﺮﺩﻫﺎ‪ ،‬ﻏﻴﺒﺖﻫﺎ‪ ،‬ﺍﺳﺘﺨﺪﺍﻡ ﻭ‪...‬‬ ‫‪-١‬ﮐﺎﻣﻼ ﻣﺸﻬﻮﺩ ﺍﺳﺖ ﮐﻪ ﺍﺧﺘﻼﻓﯽ ﺫﺍﺗﯽ ﺩﺭ ﺷﺨﺼﻴﺖ‬
‫ﮐﺎﺭﮐﻨﺎﻥ ﺗﺎﺛﻴﺮ ﺩﺍﺭﺩ )ﻣﺸﺒﮑﯽ‪.(١٣٨٥ : ١٢٤ ،‬‬
‫ﺟﺪﻭﻝ ‪ -١‬ﺳﻨﺦﺷﻨﺎﺳﻲ ﺷﺨﺼﻴﺘﻲ ﻭ ﻧﻤﻮﻧﻪ ﺷﻐﻠﻲ ﻫﺎﻟﻨﺪ‬
‫»ﺭﺍﺑﻴﻨﺰ« ﺗﻌﺪﺍﺩﯼ ﺍﺯ ﻭﻳﮋﮔﯽﻫﺎﯼ ﺷﺨﺼﻴﺘﯽ ﺧﺎﺹ ﺭﺍ ﮐﻪ‬
‫ﻣﻲﺗﻮﺍﻧﻨﺪ ﺗﻌﻴﻴﻦ ﮐﻨﻨﺪﻩ ﺭﻓﺘﺎﺭ ﻓﺮﺩ ﺩﺭ ﺳﺎﺯﻣﺎﻥ ﺑﺎﺷﻨﺪ‪ ،‬ﺩﺭ‬ ‫ﻧﻤﻮﻧﻪ ﺷﻐﻞ‬ ‫ﻭﻳﮋﮔﻰﻫﺎﻯ ﺷﺨﺼﻴﺘﻰ‬ ‫ﻧﻮﻉ ﺷﺨﺼﻴﺖ‬
‫ﻗﺎﻟﺐ ﻳﮏ ﮔﺮﻭﻩ ﺧﺎﺹ ﻭ ﻣﺘﻤﺎﻳﺰ ﺍﺯ ﺑﻘﻴﻪ ﻣﺸﺨﺺ ﮐﺮﺩﻩ‬
‫ﺍﺳﺖ ﮐﻪ ﺍﻳﻦ ﻭﻳﮋﮔﻲﻫﺎ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ‪ :‬ﮐﺎﻧﻮﻥ ﮐﻨﺘﺮﻝ‪ ،‬ﻋﺰﺕ‬ ‫ﻣﻜﺎﻧﻴﻚ‪ ،‬ﻛﺎﺭﮔﺮ ﭘﺮﺱ‪ ،‬ﻛﺎﺭﮔﺮ‬ ‫ﻛﻤﺮﻭ‪ ،‬ﺍﺻﻴﻞ‪ ،‬ﭘﺎﻳﺪﺍﺭ‪ ،‬ﺍﺳﺘﻮﺍﺭ‪،‬‬ ‫‪ -1‬ﻭﺍﻗﻊﮔﺮﺍ‪ :‬ﻓﻌﺎﻟﻴﺖﻫﺎﻯ ﻓﻴﺰﻳﻜﻰ ﺭﺍ ﺗﺮﺟﻴﺢ ﻣﻰﺩﻫﺪ ﻛﻪ‬
‫ﺧﻂ ﻣﻮﻧﺘﺎژ‪ ،‬ﻛﺸﺎﻭﺭﺯ‬ ‫ﻣﻄﻴﻊ‪ ،‬ﺍﻫﻞ ﻋﻤﻞ‬ ‫ﻧﻴﺎﺯ ﺑﻪ ﻣﻬﺎﺭﺕ‪ ،‬ﺗﻮﺍﻧﺎﻳﻰ ﻭ ﻫﻤﺎﻫﻨﮕﻰ ﺩﺍﺭﻧﺪ‪.‬‬
‫ﻧﻔﺲ‪ ،‬ﻗﺪﺭﺕﻃﻠﺒﯽ‪ ،‬ﺳﺎﺯﮔﺎﺭﯼ ﺑﺎ ﻣﻮﻗﻌﻴﺖ ﻭ‪) ...‬ﺭﺍﺑﻴﻨﺰ ‪،‬‬
‫ﺗﺮﺟﻤﻪ ﻓﺎﺭﺳﯽ‪ (١٣٨٣ : ١٤٣ ،‬ﮐﻪ ﺫﻳﻼ ﺑﻪ ﺷﺮﺡ ﻣﺨﺘﺼﺮ‬ ‫ﺯﻳﺴﺖ ﺷﻨﺎﺱ‪ ،‬ﺍﻗﺘﺼﺎﺩﺩﺍﻥ‪،‬‬ ‫ﺗﺤﻠﻴﻞﮔﺮ‪ ،‬ﻣﺒﺘﻜﺮ‪ ،‬ﻛﻨﺠﻜﺎﻭ‪،‬‬ ‫‪ -2‬ﻛﺎﻭﺷﮕﺮﺍ‪ :‬ﻓﻌﺎﻟﻴﺖﻫﺎﻳﻰ ﺭﺍ ﺗﺮﺟﻴﺢ ﻣﻲﺩﻫﺪ ﻛﻪ ﺑﻪ‬
‫ﻫﺮﻳﮏ ﺍﺯ ﺁﻧﻬﺎ ﻭ ﻧﻘﺶ ﺁﻧﻬﺎ ﺩﺭ ﺭﻓﺘﺎﺭ ﺳﺎﺯﻣﺎﻧﯽ ﭘﺮﺩﺍﺧﺘﻪ‬ ‫ﺭﻳﺎﺿﻰﺩﺍﻥ‪ ،‬ﮔﺰﺍﺭﺷﮕﺮ‬ ‫ﻣﺴﺘﻘﻞ‬ ‫ﺗﻔﻜﺮ ﺳﺎﺯﻣﺎﻧﺪﻫﻰ ﻭ ﺩﺭﻙ ﻣﻮﺿﻮﻉ ﻧﻴﺎﺯ ﺩﺍﺭﺩ‪.‬‬
‫ﻣﻲﺷﻮﺩ‪.‬‬
‫ﻣﺪﺩﻛﺎﺭ ﺍﺟﺘﻤﺎﻋﻰ‪ ،‬ﻣﻌﻠﻢ‪ ،‬ﻣﺸﺎﻭﺭ‪،‬‬ ‫ﻣﻌﺎﺷﺮﺗﻰ‪ ،‬ﺍﻫﻞ ﺩﻭﺳﺘﻰ‪ ،‬ﺍﻫﻞ‬ ‫‪ -3‬ﺍﺟﺘﻤﺎﻋﻰ‪ :‬ﻓﻌﺎﻟﻴﺖﻫﺎﻳﻰ ﺭﺍ ﺗﺮﺟﻴﺢ ﻣﻰﺩﻫﺪ ﻛﻪ ﺷﺎﻣﻞ‬
‫ﺭﻭﺍﻥﺷﻨﺎﺱ ﺑﺎﻟﻴﻨﻰ‬ ‫ﻫﻤﻜﺎﺭﻯ ﻓﻬﻴﻢ‬ ‫ﻛﻤﻚ ﺑﻪ ﺩﻳﮕﺮﺍﻥ ﻭ ﺑﻬﺒﻮﺩ ﺣﺎﻝ ﺁﻧﻬﺎ ﻣﻲﺷﻮﺩ‪.‬‬
‫‪-١‬ﮐﺎﻧﻮﻥ ﮐﻨﺘﺮﻝ )‪(Locus of control‬‬
‫ﻣﻔﻬﻮﻡ ﮐﺎﻧﻮﻥ ﮐﻨﺘﺮﻝ‪ ،‬ﺑﻪ ﻋﻨﻮﺍﻥ ﻳﮏ ﻭﻳﮋﮔﯽ ﺷﺨﺼﻴﺘﯽ‪،‬‬ ‫ﺣﺴﺎﺑﺪﺍﺭ ‪ ،‬ﻣﺪﻳﺮ ﺷﺮﻛﺖ ‪،‬‬ ‫‪ -4‬ﺳﻨﺖ ﮔﺮﺍ ‪ :‬ﻓﻌﺎﻟﻴﺘﻬﺎﻯ ﺁﺋﻴﻦ ﻧﺎﻣﻪ ﺍﻯ ‪ ،‬ﺩﺳﺘﻮﺭﺍﻟﻌﻤﻠﻰ ﻣﻄﻴﻊ ‪ ،‬ﻛﺎﺭﺁﻣﺪ ‪ ،‬ﻋﻤﻞ ﮔﺮﺍ‪ ،‬ﺭﻙ‬
‫ﺗﺤﻮﻳﻠﺪﺍﺭ ﺑﺎﻧﻚ ‪ ،‬ﻛﺎﺭﻣﻨﺪ ﺑﺎﻳﮕﺎﻧﻰ‬ ‫ﻭ ﺭﺍﺳﺖ‬ ‫ﻭ ﻏﻴﺮ ﺟﺎﻩ ﻃﻠﺒﺎﻧﻪ ﺭﺍ ﺗﺮﺟﻴﺢ ﻣﻲﺩﻫﺪ‬
‫ﻧﺨﺴﺘﻴﻦ ﺑﺎﺭ ﺗﻮﺳﻂ »ﺭﺍﺗﺮ«)‪ (٩‬ﺩﺭ ﺳﺎﻝ ‪ ١٩٥٤‬ﻣﻄﺮﺡ ﺷﺪ‪.‬‬
‫ﮐﺎﻧﻮﻥ ﮐﻨﺘﺮﻝ ﺑﻪ ﻣﻌﻨﺎﯼ ﺍﻋﺘﻘﺎﺩ ﺷﺨﺺ ﺩﺭ ﻣﻮﺭﺩ ﮐﻨﺘﺮﻝ‬ ‫ﺣﻘﻮﻗﺪﺍﻥ‪ ،‬ﻛﺎﺭﺷﻨﺎﺱ ﺭﻭﺍﺑﻂ‬ ‫‪ -5‬ﺳﻮﺩﺍﮔﺮﺍ‪ :‬ﻓﻌﺎﻟﻴﺖﻫﺎﻯ ﻛﻼﻣﻰ ﻭ ﻟﻔﻈﻰ ﺭﺍ ﺗﺮﺟﻴﺢ‬
‫ﻣﺘﻜﻰ ﺑﻪ ﺧﻮﺩ‪ ،‬ﺑﻠﻨﺪﭘﺮﻭﺍﺯ‪ ،‬ﭘﺮﺗﻮﺍﻥ‬
‫ﻋﻤﻮﻣﻰ‪،‬‬ ‫ﻣﻰﺩﻫﺪ ﻛﻪ ﻓﺮﺻﺖ ﺗﺤﺖ ﺗﺎﺛﻴﺮ ﻗﺮﺍﺭﺩﺍﺩﻥ ﺩﻳﮕﺮﺍﻥ ﻭ‬
‫ﺭﻭﻳﺪﺍﺩﻫﺎﺳﺖ؛ ﺑﻪ ﻋﺒﺎﺭﺕ ﺩﻳﮕﺮ‪ ،‬ﺷﺨﺺ ﺗﺎ ﭼﻪ ﻣﻴﺰﺍﻥ‪،‬‬ ‫ﻣﺴﺌﻮﻝ ﺑﻨﮕﺎﻩ ﻣﻌﺎﻣﻼﺗﻰ‬
‫ﺳﻠﻄﻪﺟﻮ‬
‫ﻛﺴﺐ ﻗﺪﺭﺕ ﺭﺍ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ‪.‬‬
‫ﻭﻗﻮﻉ ﺭﻭﻳﺪﺍﺩﻫﺎ ﺭﺍ ﺩﺭ ﮐﻨﺘﺮﻝ ﺧﻮﺩ ﻣﻲﺑﻴﻨﺪ ﻳﺎ ﭼﻪ ﺍﻧﺪﺍﺯﻩ ﺑﻪ‬
‫ﻧﻘﺎﺵ‪ ،‬ﻣﻮﺳﻴﻘﻰﺩﺍﻥ‪ ،‬ﻧﻮﻳﺴﻨﺪﻩ‪،‬‬ ‫ﺧﻴﺎﻝﭘﺮﺩﺍﺯ‪ ،‬ﻧﺎﻣﺮﺗﺐ‪ ،‬ﺁﺭﻣﺎﻧﮕﺮﺍ‪،‬‬ ‫‪ -6‬ﻫﻨﺮﮔﺮﺍ‪ :‬ﻓﻌﺎﻟﻴﺖﻫﺎﻯ ﻣﺒﻬﻢ ﻭ ﻏﻴﺮ ﻣﻨﻈﻢ ﺭﺍ ﻛﻪ ﺑﻴﺎﻥ‬
‫ﻋﻮﺍﻣﻠﻲ ﻣﺎﻧﻨﺪ ﺷﺎﻧﺲ‪ ،‬ﺳﺮﻧﻮﺷﺖ ﻭ ﺩﻳﮕﺮﺍﻥ ﺑﺮ ﺭﻭﻳﺪﺍﺩﻫﺎﻱ‬ ‫ﺩﻛﻮﺭﺍﺗﻮﺭ ﺩﺍﺧﻠﻰ‬ ‫ﻋﺎﻃﻔﻰ‬ ‫ﺧﻼﻗﻴﺖ ﺩﺭ ﺁﻥ ﺭﻭﺍ ﺩﺍﺷﺘﻪ ﻣﻲﺷﻮﺩ‪ ،‬ﺗﺮﺟﻴﺢ ﻣﻰﺩﻫﺪ‪.‬‬

‫‪١٢٨‬‬
‫ﺳﺎﻝ ﭼﻬﺎﺭﻡ‪ /‬ﺷﻤﺎﺭﻩ ﭼﻬﺎﺭﺩﻫﻢ‬
‫ﺧــﺮﺩﺍﺩ ‪١٣٨٩‬‬
 ‫ﮐﻨﻨﺪ‪ ،‬ﺣﺴﺎﺑﺪﺍﺭﯼ‪ ،‬ﮐﺎﻣﭙﻴﻮﺗﺮ ﻭ‪ ....‬ﺍﺯ ﺟﻤﻠﻪ ﺍﻳﻦ ﻣﺸﺎﻏﻞ‬ ‫ﻣﺮﺑﻮﻁ ﺑﻪ ﺧﻮﺩ ﻣﻌﺘﻘﺪ ﺍﺳﺖ )ﺍﺷﺮﻑ‪.(١٣٨٣ :١٨،‬‬
‫ﻣﺤﺴﻮﺏ ﻣﻲﺷﻮﺩ‪.‬‬ ‫»ﺭﻳﭽﺎﺭﺩﺳﻮﻥ« )‪ (Rotter‬ﻣﻌﺘﻘﺪ ﺍﺳﺖ ﮐﺎﻧﻮﻥ ﮐﻨﺘﺮﻝ ﺑﻪ‬
‫ﺑﻪﻃﻮﺭ ﺧﻼﺻﻪ‪ ،‬ﺑﻪ ﻧﻈﺮ ﻣﯽﺭﺳﺪ ﮐﻪ ﮐﺎﻧﻮﻥ ﮐﻨﺘﺮﻝ‬ ‫ﺍﺭﺯﺷﻴﺎﺑﯽ ﻓﺮﺩ ﺍﺯ ﺧﻮﺩ ﺩﺭ ﮐﻨﺘﺮﻝ ﻣﺴﺌﻮﻟﻴﺖ ﺟﺮﻳﺎﻥ ﻭﻗﺎﻳﻊ‬
‫ﻣﻲﺗﻮﺍﻧﺪ ﺩﺭ ﺳﺎﺯﻣﺎﻥﻫﺎﯼ ﺍﻣﺮﻭﺯﯼ‬ ‫ﺧﻮﺷﺎﻳﻨﺪ ﻭ ﻧﺎﺧﻮﺷﺎﻳﻨﺪ ﺯﻧﺪﮔﯽ ﻭ ﺗﺠﺮﺑﻴﺎﺕ ﺍﻭ ﺍﺭﺗﺒﺎﻁ ﺩﺍﺭﺩ‬
‫ﺑﻪ ﻋﻨﻮﺍﻥ ﭘﺎﻳﻪﺍﯼ ﺑﺮﺍﯼ ﺍﻓﺰﺍﻳﺶ‬ ‫ﻳﺎ ﺑﻪ ﻋﺒﺎﺭﺗﯽ ﺩﻳﮕﺮ‪ ،‬ﺗﺼﻮﻳﺮﯼ ﺍﺳﺖ ﮐﻪ ﻓﺮﺩ ﺍﺯ ﺍﻋﺘﻘﺎﺩﯼ‬
‫ﺑﻬﺮﻩﻭﺭﯼ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﯽ ﻭ ﻋﻤﻠﮑﺮﺩ‬ ‫ﮐﻪ ﺩﺭﺑﺎﺭﻩ ﮐﻨﺘﺮﻝ ﻋﻨﺎﺻﺮ ﺯﻧﺪﮔﻴﺶ ﺩﺍﺭﺩ‪ ،‬ﻳﻌﻨﯽ ﻓﺮﺩ ﺍﻋﺘﻘﺎﺩ‬
‫ﺳﺎﺯﻣﺎﻥ ﺍﺯ ﻃﺮﻳﻖ ﺁﻣﻮﺯﺵ‪ ،‬ﺍﻳﺠﺎﺩ‬ ‫ﺩﺍﺭﺩ ﮐﻪ ﻭﺿﻌﻴﺖﻫﺎ ﻭ ﻣﻮﻗﻌﻴﺖﻫﺎﯼ ﺯﻧﺪﮔﯽ ﺍﻭ ﺩﺭ ﮐﻨﺘﺮﻝ‬
‫ﺍﻧﮕﻴﺰﺵ ﮐﺎﺭﯼ‪ ،‬ﺑﻬﺒﻮﺩ ﺳﻼﻣﺖ‬ ‫ﺭﻭﻳﺪﺍﺩﻫﺎﯼ ﺑﺮﻭﻧﯽ ﺍﺳﺖ ﻳﺎ ﺩﺭ ﮐﻨﺘﺮﻝ ﺭﻭﻳﺪﺍﺩﻫﺎﯼ ﺩﺭﻭﻧﯽ‬
‫ﺭﻭﺍﻧﯽ ﻭ ﺟﺴﻤﺎﻧﯽ‪ ،‬ﻓﻬﻢ‪،‬‬ ‫ﮐﻪ ﺍﻭ ﻗﺎﺩﺭ ﺍﺳﺖ ﺁﻧﻬﺎ ﺭﺍ ﺗﻌﻴﻴﻦ ﻧﻤﺎﻳﺪ )ﺭﻳﭽﺎﺭﺩﺳﻮﻥ ‪٢٠٠٠،‬‬
‫ﮐﻨﺘﺮﻝ ﻭ ﺗﻔﺴﻴﺮ ﺑﺴﻴﺎﺭﯼ‬ ‫( ﻳﺎ ﺑﻪ ﻋﺒﺎﺭﺕ ﺩﻳﮕﺮ‪ ،‬ﮐﺎﻧﻮﻥ ﮐﻨﺘﺮﻝ ﺩﺭ ﻭﺍﻗﻊ ﺷﺎﺧﺼﯽ‬
‫ﺍﺯ ﺭﻓﺘﺎﺭﻫﺎﯼ ﻣﻮﺟﻮﺩ ﺩﺭ‬ ‫ﺍﺳﺖ ﮐﻪ ﺍﻧﺴﺎﻥ ﭼﮕﻮﻧﻪ ﺩﺭﺑﺎﺭﻩ ﺳﺮﻧﻮﺷﺖ ﻭ ﻋﺎﻗﺒﺖ ﮐﺎﺭ‬
‫ﺳﺎﺯﻣﺎﻥ‪ ،‬ﺍﻧﺘﺨﺎﺏ ﻭ ﺍﻧﺘﺼﺎﺏ ﺍﻓﺮﺍﺩ ﺑﺮﺍﯼ‬ ‫ﺧﻮﻳﺶ ﻓﮑﺮ ﻣﯽﮐﻨﺪ‪ .‬ﺑﺮ ﺍﻳﻦ ﺍﺳﺎﺱ‪ ،‬ﺍﻓﺮﺍﺩ ﺭﺍ ﻣﻲﺗﻮﺍﻥ ﺑﻪ‬
‫ﻣﺴﺌﻮﻟﻴﺖﻫﺎ ﻭ ﻣﺸﺎﻏﻞ ﺧﺎﺹ‪ ،‬ﺍﻳﺠﺎﺩ ﻧﻈﺎﻡ‬ ‫ﺩﻭ ﮔﺮﻭﻩ ﺩﺭﻭﻧﮕﺮﺍ ﻭ ﺑﺮﻭﻧﮕﺮﺍ ﺗﻘﺴﻴﻢ ﮐﺮﺩ‪:‬‬
‫ﺗﺸﻮﻳﻖ ﻭ ﭘﺎﺩﺍﺵ ﻣﻨﺎﺳﺐ‪ ،‬ﺍﺭﺯﻳﺎﺑﯽ ﺻﺤﻴﺢ‬ ‫ﺍﻟﻒ( ﺍﻓــﺮﺍﺩ ﺩﺭﻭﻧﮕﺮﺍ‪ ،‬ﺧــﻮﺩ ﺭﺍ ﺣﺎﮐﻢ ﺑﺮ ﺳﺮﻧﻮﺷﺖ ﺧﻮﺩ‬
‫ﻣﺪﻳﺮﺍﻥ ﻭ ﮐﺎﺭﮐﻨﺎﻥ ﺍﺯ ﺩﻻﻳﻞ ﺭﻓﺘﺎﺭ ﺧﻮﺩ ﻭ ﺩﻳﮕﺮﺍﻥ ﻭ ‪...‬‬ ‫ﻣﯽﺩﺍﻧﻨﺪ ﻭ ﻣﺴﺌﻮﻟﻴﺖ ﻣﻮﻓﻘﻴﺖﻫﺎ ﻭ ﺷﮑﺴﺖﻫﺎﯼ ﺧﻮﺩ‬
‫ﮐﺎﺭﺑﺮﺩ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ )ﺍﺷﺮﻑ‪.(١٣٧٩ : ٢٣،‬‬ ‫ﺭﺍ ﺑــﻪ ﮔﺮﺩﻥ ﻣﯽﮔﻴﺮﻧﺪ‪ .‬ﮐﺎﻧﻮﻥ ﮐﻨﺘﺮﻝ ﺩﺭﻭﻧﯽ ﺑﺎ ﻭﺍﻗﻊ‬
‫ﺑﻴﻨﯽ‪ ،‬ﺷﻨﺎﺧﺖ ﻭ ﻣﻨﻄﻘﯽ ﺑﻮﺩﻥ ﻫﻤﺮﺍﻩ ﺍﺳﺖ‪.‬‬
‫‪-٢‬ﻋﺰﺕ ﻧﻔﺲ )‪(Self-esteem‬‬ ‫ﺏ( ﺍﻓــﺮﺍﺩ ﺑﺮﻭﻧﮕــﺮﺍ‪ ،‬ﺗﻤـــﺎﻳـﻞ ﺩﺍﺭﻧــﺪ ﺷﮑﺴﺖﻫـــﺎ‬
‫ﻣﻲﺷﻮﺩ )ﺑﺮﺍﻧﺪﻥ ‪ ،‬ﺗﺮﺟﻤﻪ ﻓﺎﺭﺳﯽ ‪.(١٣٨٤ : ٢٥ ،‬‬ ‫ﻋﺰﺕ ﻧﻔﺲ ﻋﺒﺎﺭﺕ ﺍﺳﺖ ﺍﺯ‪ :‬ﻣﻴﺰﺍﻥ ﻭ ﺩﺭﺟﻪﺍﯼ ﮐﻪ‬ ‫ﻭ ﻣﻮﻓﻘﻴﺖﻫﺎﯼ ﺧﻮﺩ ﺭﺍ ﺑﻪ ﺍﻓﺮﺍﺩ ﻳﺎ ﭼﻴﺰﻫﺎﯼ ﻏﻴﺮ ﺍﺯ ﺧﻮﺩ‬
‫ﺍﻓﺮﺍﺩﯼ ﮐﻪ ﺍﺯ ﻋﺰﺕ ﻧﻔﺲ ﺑﺎﻻﻳﯽ ﺑﺮﺧﻮﺭﺩﺍﺭﻧﺪ‪ ،‬ﺍﻓﺮﺍﺩﯼ‬ ‫ﺷﺨﺺ ﺑﺮﺍﯼ ﺧﻮﺩ ﺍﺭﺯﺵ ﻗﺎﻳﻞ ﺍﺳﺖ )ﺳﺎﻋﺘﭽﯽ‪:٣٦٣،‬‬ ‫ﺍﺳﺘﻨﺎﺩ ﺩﻫﻨﺪ‪ .‬ﺁﻧﻬﺎ ﻧﻪ ﺑﻪ ﺧﻮﺩﺷﺎﻥ ﭘﺎﺩﺍﺵ ﻣﯽﺩﻫﻨﺪ ﻭ ﻧﻪ ﺧﻮﺩ‬
‫ﺩﺍﺭﺍﯼ ﺍﺑﺮﺍﺯ ﻭﺟﻮﺩ‪ ،‬ﻣﺴﺘﻘﻞ ﻭ ﺧﻼﻕ ﻫﺴﺘﻨﺪ‪ ،‬ﺁﻧﻬﺎ ﺍﻫﺪﺍﻑ‬ ‫‪ .(١٣٧٥‬ﻋﺰﺕ ﻧﻔﺲ ﻳﻌﻨﯽ ﺍﺣﺴﺎﺳﺎﺕ ﻭ ﻋﻘﺎﻳﺪ ﻓﺮﺩ ﺩﺭﺑﺎﺭﻩ‬ ‫ﺭﺍ ﺳﺮﺯﻧﺶ ﻭ ﺷﻤﺎﺗﺖ ﻣﯽﮐﻨﻨﺪ‪ ،‬ﻟﺬﺍ ﭼﻨﻴﻦ ﺍﻓﺮﺍﺩﯼ ﭼﻨﺎﻧﭽﻪ‬
‫ﻭﺍﻻﻳﯽ ﺭﺍ ﺳﺮﻟﻮﺣﻪ ﮐﺎﺭ ﺧﻮﺩ ﻗﺮﺍﺭ ﻣﯽﺩﻫﻨﺪ ﻭ ﺑﻪ ﺩﻧﺒﺎﻝ‬ ‫ﺗﻮﺍﻧﺎﻳﯽﻫﺎ‪ ،‬ﺷﺎﻳﺴﺘﮕﯽﻫﺎ ﻭ ﻭﻳﮋﮔﯽﻫﺎﯼ ﺧﻮﺩ؛ ﻋﺰﺕ ﻧﻔﺲ‬ ‫ﺩﺭ ﮐﺎﺭ ﺧﻮﺩ ﻣﻮﻓﻖ ﺷﻮﻧﺪ‪ ،‬ﺁﻥ ﺭﺍ ﺩﻟﻴﻞ ﺑﺮ ﺳﺎﺩﻩ ﺑﻮﺩﻥ ﺗﮑﻠﻴﻒ‬
‫ﭘﻴﺸﺮﻓﺖ ﻭ ﺗﺮﻗﯽ ﻣﺸﺨﺼﯽ ﻫﺴﺘﻨﺪ‪ ،‬ﺑﻪ ﺩﻧﺒﺎﻝ ﻣﺸﺎﻏﻞ‬ ‫ﻣﻄﻠﻮﺏ ﻳﻌﻨﯽ ﺍﺯ ﺗﻮﺍﻧﺎﻳﯽﻫﺎ ﻭ ﺿﻌﻒﻫﺎﯼ ﺧﻮﺩ ﺁﮔﺎﻫﯽ‬ ‫ﻣﯽﺩﺍﻧﻨﺪ ﻭ ﺷﮑﺴﺖ ﺧﻮﺩ ﺭﺍ ﺑﻪ ﺳﺨﺘﯽ ﻭ ﺩﺷﻮﺍﺭﯼ ﮐﺎﺭ ﻧﺴﺒﺖ‬
‫ﻭ ﭘﺴﺖﻫﺎﯼ ﺳﺎﺯﻣﺎﻧﯽ ﺑﺎﻻﺗﺮ ﻣﯽﺑﺎﺷﻨﺪ ﻭ ﺍﻫﻞ ﺭﻳﺴﮑﻨﺪ‪.‬‬ ‫ﺩﺍﺷﺘﻦ‪ ،‬ﻣﺴﺌﻮﻟﻴﺖﻫﺎﯼ ﺧﻮﺩ ﺭﺍ ﺑﻪ ﻋﻬﺪﻩ ﮔﺮﻓﺘﻦ‪ ،‬ﺧﻮﺩ ﺭﺍ‬ ‫ﻣﯽﺩﻫﻨﺪ )ﺳﻠﻄﺎﻧﯽ ﻭ ﺭﻭﺣﺎﻧﯽ‪. (١٣٨١ : ٩ ،‬‬
‫ﻋﺰﺕ ﻧﻔﺲ‪ ،‬ﻧﻮﻉ ﺷﻐﻞ ﻭ ﺣﺮﻓﻪ ﻭ ﻣﻮﻗﻌﻴﺖ ﺷﺨﺺ‬ ‫ﺗﺎﻳﻴﺪ ﮐﺮﺩﻥ ﻭ ﺑﻪ ﻧﻴﺎﺯﻫﺎﯼ ﺧﻮﺩ ﭘﺎﺳﺦ ﺩﺍﺩﻥ‪ .‬ﻋﺰﺕ ﻧﻔﺲ‬ ‫ﮐﺎﻧﻮﻥ ﮐﻨﺘﺮﻝ ﺩﺭ ﺗﻔﺴﻴﺮ ﺭﻓﺘﺎﺭﻫﺎﯼ ﺳﺎﺯﻣﺎﻧﯽ ﮐﺎﺭﺑﺮﺩ‬
‫ﺭﺍ ﺩﺭ ﺳﺎﺯﻣﺎﻥ ﺗﺤﺖ ﺍﻟﺸﻌﺎﻉ ﺧﻮﺩ ﻗﺮﺍﺭ ﻣﻲﺩﻫﺪ ﻭ ﺩﺭ‬ ‫ﻣﻄﻠﻮﺏ‪ ،‬ﻳﻌﻨﯽ ﻫﺪﻑﻫﺎﻳﯽ ﺩﺍﺷﺘﻦ ﻭ ﺑﺮﺍﯼ ﻧﻴﻞ ﺑﻪ ﺁﻧﻬﺎ‪،‬‬ ‫ﺑﺴﻴﺎﺭﯼ ﺩﺍﺭﺩ؛ »ﻣﺸﺒﮑﯽ« ﻣﻌﺘﻘﺪ ﺍﺳﺖ‪ :‬ﺍﻓﺮﺍﺩﯼ ﮐﻪ‬
‫ﻫﻨﮕﺎﻡ ﺍﻧﺠﺎﻡ ﻭﻇﻴﻔﻪ‪ ،‬ﮐﻤﻴﺖ ﻭ ﮐﻴﻔﻴﺖ ﮐﺎﺭ ﻭﻱ ﺭﺍ ﺗﺤﺖ‬ ‫ﺭﺍﻩﻫﺎﻳﯽ ﺭﺍ ﺑﺮﮔﺰﻳﺪﻥ )ﺯﻣﺎﻧﯽ ‪(١٣٨٤ : ١ ،‬‬ ‫ﺩﺍﺭﺍﯼ ﻣﻮﺿﻊ ﮐﻨﺘﺮﻝ ﺩﺍﺧﻠﯽ ﻫﺴﺘﻨﺪ‪ ،‬ﺗﻤﺎﻳﻠﺸﺎﻥ ﺑﻪ ﺍﻧﺠﺎﻡ‬
‫ﺗﺄﺛﻴﺮ ﻗﺮﺍﺭ ﻣﻲﺩﻫﺪ )ﺳﻠﻄﺎﻧﯽ ﻭ ﺭﻭﺣﺎﻧﯽ ‪.(١٣٨١ : ٩ ،‬‬ ‫»ﺭﺍﺑﻴﻨﺰ« ﻣﻴﺰﺍﻥ ﻳﺎ ﺩﺭﺟﻪﺍﯼ ﮐﻪ ﺍﻓﺮﺍﺩ ﺧﻮﺩ ﺭﺍ ﺩﻭﺳﺖ‬ ‫ﺍﻣﻮﺭ ﺟﻬﺖ ﺑﻪﺩﺳﺖ ﺁﻭﺭﺩﻥ ﻧﺘﻴﺠﻪ ﮐﺎﺭﻫﺎ ﺑﺴﻴﺎﺭ ﺯﻳﺎﺩ‬
‫ﺍﻓﺮﺍﺩﯼ ﮐﻪ ﺩﺍﺭﺍﯼ ﻋﺰﺕ ﻧﻔﺲ ﺳﺎﺯﻣﺎﻧﯽ ﺑﺎﻻ ﻫﺴﺘﻨﺪ‪،‬‬ ‫ﺩﺍﺭﻧﺪ )ﻳﺎ ﺩﻭﺳﺖ ﻧﺪﺍﺭﻧﺪ( ﺭﺍ ﻣﻨﺎﻋﺖ ﻃﺒﻊ ﻳﺎ ﻋﺰﺕ ﻧﻔﺲ‬ ‫ﺍﺳﺖ ﻭ ﺩﺍﺭﺍﯼ ﺍﻧﮕﻴﺰﻩ ﺑﺎﻻﻳﯽ ﻫﺴﺘﻨﺪ ﻭ ﺑﺎﻟﻌﮑﺲ ﺍﻓﺮﺍﺩﯼ‬
‫ﻧﻮﻋﺎ ﺧﻮﺩ ﺭﺍ ﻣﻬﻢ‪ ،‬ﻣﻌﻨﯽﺩﺍﺭ ﻭ ﺍﺭﺯﺷﻤﻨﺪ ﻣﯽﺩﺍﻧﻨﺪ ﻭ ﺑﻪﻃﻮﺭ‬ ‫ﻣﯽﺩﺍﻧﺪ )ﺭﺍﺑﻴﻨﺰ ‪ ،‬ﺗﺮﺟﻤﻪ ﻓﺎﺭﺳﯽ ‪ .(١٣٨٣ : ١٤٩ ،‬ﺑﺎ ﺗﻮﺟﻪ‬ ‫ﮐﻪ ﻣﻮﺿﻊ ﮐﻨﺘﺮﻝ ﺧﺎﺭﺟﯽ ﻫﺴﺘﻨﺪ‪ ،‬ﻣﻌﻤﻮﻻ ﻧﺘﻴﺠﻪ‬
‫ﻣﺘﻮﺳﻂ ﺍﺛﺮﺑﺨﺶﺗﺮ ﺍﺯ ﮐﺎﺭﮐﻨﺎﻧﯽ ﻫﺴﺘﻨﺪ ﮐﻪ ﻋﺰﺕ ﻧﻔﺲ‬ ‫ﺑﻪ ﺑﺮﺭﺳﯽﻫﺎﯼ ﺑﻪﻋﻤﻞ ﺁﻣﺪﻩ‪ ،‬ﺍﺷﺨﺎﺻﯽ ﮐﻪ ﺍﺯ ﻋﺰﺕ‬ ‫ﻋﻤﻠﮑﺮﺩﺷﺎﻥ ﺿﻌﻴﻒ ﺑﻮﺩﻩ ﻭ ﺍﻧﮕﻴﺰﻩ ﮐﺎﺭﯼ ﺿﻌﻴﻔﯽ‬
‫ﺳﺎﺯﻣﺎﻧﯽ ﮐﻤﺘﺮﯼ ﺩﺍﺭﻧﺪ‪ ،‬ﺁﻧﻬﺎ ﺑﻬﺘﺮ ﮐﺎﺭ ﻣﯽﮐﻨﻨﺪ؛ ﺩﺭ ﻣﻮﺭﺩ‬ ‫ﻧﻔﺲ ﺑﻴﺸﺘﺮﻱ ﺑﺮﺧﻮﺭﺩﺍﺭﻧﺪ‪ ،‬ﺩﺭ ﻣﻘﺎﻳﺴﻪ ﺑﺎ ﺍﺷﺨﺎﺹ ﻓﺎﻗﺪ‬ ‫ﺩﺍﺭﻧﺪ‪ ،‬ﺯﻳﺮﺍ ﺧﻮﺩ ﺭﺍ ﺩﺭ ﺑﻪﻭﺟﻮﺩ ﺁﻭﺭﺩﻥ ﻧﺘﺎﻳﺞ ﮐﺎﺭ‪ ،‬ﺩﺧﻴﻞ‬
‫ﮐﺎﺭﻓﺮﻣﺎﯼ ﺧﻮﺩ ﻧﮕﺮﺵ ﻣﺴﺎﻋﺪﺗﺮﯼ ﺩﺍﺭﻧﺪ ﻭ ﮐﻤﺘﺮ ﺑﻪ‬ ‫ﻋﺰﺕ ﻧﻔﺲ ﺩﺭ ﺑﺮﺍﺑﺮ ﺷﺪﺍﻳﺪ ﺯﻧﺪﮔﯽ ﻭ ﻣﺸﮑﻼﺕ ﻣﻘﺎﻭﻣﺖ‬ ‫ﻧﻤﯽﺩﺍﻧﻨﺪ )ﻣﺸﺒﮑﯽ‪.(١٣٨٥: ١٢٦،‬‬
‫ﺭﻫﺎﮐﺮﺩﻥ ﮐﺎﺭ ﺧﻮﺩ ﻓﮑﺮ ﻣﯽﮐﻨﻨﺪ‪.‬‬ ‫ﺑﻴﺸﺘﺮﻱ ﺍﺯ ﺧﻮﺩ ﻧﺸﺎﻥ ﻣﻲﺩﻫﻨﺪ ﻭ ﻫﺮﮐﺲ ﻣﻘﺎﻭﻣﺖ‬ ‫»ﺳﻨﺘﻮ« ﻣﻲﮔﻮﻳﺪ‪ ،‬ﮐﺎﻧﻮﻥ ﮐﻨﺘﺮﻝ ﺑﺮ ﻣﻮﻓﻘﻴﺖ ﺍﻓﺮﺍﺩ‬
‫ﻭ ﻣﺪﺍﻭﻣﺖ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ‪ ،‬ﺍﻣﮑﺎﻥ ﻣﻮﻓﻘﻴﺘﺶ ﻧﻴﺰ ﺑﻴﺸﺘﺮ‬ ‫ﺗﺎﺛﻴﺮ ﻣﯽﮔﺬﺍﺭﺩ‪ .‬ﺍﻓﺮﺍﺩﯼ ﮐﻪ ﺩﺍﺭﺍﯼ ﻣﺮﮐﺰ ﮐﻨﺘﺮﻝ ﺩﺭﻭﻧﯽ‬
‫‪-٣‬ﻗﺪﺭﺕﻃﻠﺒﯽﻭﺍﻗﺘﺪﺍﺭﮔﺮﺍﻳﯽ)‪(Authoritarianism‬‬ ‫ﻫﺴﺘﻨﺪ‪ ،‬ﺩﺭ ﺍﻳﻦ ﺗﻀﺎﺩ ﻣﻮﻓﻘﻴﺖ ﻫﺴﺘﻨﺪ ﻭ ﺑﻪ ﺩﻧﺒﺎﻝ ﻫﻴﺠﺎﻥ‬
‫»ﺍﻗﺘﺪﺍﺭﮔﺮﺍﻳﯽ«‪ ،‬ﺷﺎﻣﻞ ﭘﺬﻳﺮﺵ ﮐﻮﺭﮐﻮﺭﺍﻧﻪ ﻗﺪﺭﺕ ﺍﺳﺖ‪.‬‬ ‫ﺑﻴﺸﺘﺮﯼ ﻣﻲﺑﺎﺷﻨﺪ ﻭ ﻳﺎﺩﮔﻴﺮﯼ ﺭﺍ ﺩﻭﺳﺖ ﺩﺍﺭﻧﺪ‪ .‬ﺍﻳﻨﻬﺎ ﺑﻪ‬
‫ﺍﻓﺮﺍﺩ ﻗﺪﺭﺕ ﻃﻠﺐ‪ ،‬ﺍﻋﺘﻘﺎﺩ ﺑﻪ ﺍﻃﺎﻋﺖ ﻭ ﻓﺮﻣﺎﻧﺒﺮﺩﺍﺭﯼ‬ ‫ﺗﻔﺎﻭﺕ ﺑﻴﻦ ﺍﻓﺮﺍﺩ ﻣﻲﺗﻮﺍﻧﺪ ﺩﺭ ﻧﺘﻴﺠﻪ‬ ‫ﺩﻧﺒﺎﻝ ﺑﻪ ﺩﺳﺖ ﺁﻭﺭﺩﻥ ﺍﻃﻼﻋﺎﺕ ﻫﺴﺘﻨﺪ‪ ،‬ﺍﻣﺎ ﺍﻓﺮﺍﺩﯼ‬
‫ﺍﺯ ﻗﺪﺭﺕ ﺭﺍ ﺩﺍﺭﻧﺪ )ﺣﻘﻴﻘﯽ ﻭ ﺩﻳﮕﺮﺍﻥ‪.(١٣٨٤ : ١٠٩ ،‬‬ ‫ﺗﻔﺎﻭﺕﻫﺎﻯ ﻣﺤﻴﻄﻰ‪ ،‬ﺗﻔﺎﻭﺕﻫﺎﻯ ﺍﺭﺛﻰ‬ ‫ﮐﻪ ﺩﺍﺭﺍﯼ ﮐﺎﻧﻮﻥ ﮐﻨﺘﺮﻝ ﺑﺮﻭﻧﯽ ﻫﺴﺘﻨﺪ‪ ،‬ﺑﺮﺍﯼ ﻳﺎﺩﮔﻴﺮﯼ‪،‬‬
‫ﺁﺛﺎﺭ ﺍﻭﻟﻴﻪ »ﺁﺩﻭﺭﻧﻮ«)‪ (T.W.Adorno‬ﻭ ﻫﻤﮑﺎﺭﺍﻥ ﻭﯼ‬ ‫ﻳﺎ ﻣﺤﺼﻮﻝ ﻫﺮ ﺩﻭ ﻋﺎﻣﻞ ﺑﺎﺷﺪ‪ .‬ﺑﺪﻳﻦ‬ ‫ﺗﻼﺵ ﮐﻤﺘﺮﯼ ﺧﻮﺍﻫﻨﺪ ﺩﺍﺷﺖ )ﺳﻨﺘﻮ‪.(٢٠٠٥،‬‬
‫)‪ (١٩٥٠‬ﻧﺸﺎﻥ ﻣﻲﺩﻫﺪ ﮐﻪ ﺍﻳﻦ ﺻﻔﺖ ﺍﻗﺘﺪﺍﺭﮔﺮﺍﻳﯽ ﺩﺭ‬ ‫ﺗﺮﺗﻴﺐ ﺗﻔﺎﻭﺕﻫﺎﻯ ﻣﻮﺟﻮﺩ ﺩﺭ ﺭﻧﮓ‬ ‫ﺑﺮﻭﻥﮔﺮﺍﻫﺎ ﺩﺭ ﻧﻘﺶﻫﺎﯼ ﻣﺪﻳﺮﻳﺘﯽ ﺭﺩﻩ ﺑﺎﻻ ﻣﻮﻓﻖﺗﺮ‬
‫ﻣﺮﺩﻡ ﺑﺴﻴﺎﺭ ﻣﺘﻔﺎﻭﺕ ﺍﺳﺖ‪ .‬ﮔﺮﺍﻳﺶ ﺍﻗﺘﺪﺍﺭﻃﻠﺒﺎﻧﻪ‪ ،‬ﺩﺍﺭﺍﯼ‬ ‫ﻋﻤﻞ ﻣﯽﮐﻨﻨﺪ‪ .‬ﺁﻧﻬﺎ ﺍﻏﻠﺐ ﺩﺭ ﮐﺎﺭﻫﺎ ﻭ ﺗﮑﺎﻟﻴﻒ ﻣﻴﺪﺍﻧﯽ‪،‬‬
‫ﭼﺸﻢ‪ ،‬ﺍﺭﺛﻰ ﺍﺳﺖ‪ .‬ﺗﻔﺎﻭﺕﻫﺎﻯ ﻣﻮﺟﻮﺩ‬
‫ﭼﻨﺪﻳﻦ ﻭﻳﮋﮔﯽ ﺍﺳﺖ ﮐﻪ ﺗﻤﺎﻣﯽ ﺁﻧﻬﺎ ﺑﺮ ﻣﺸﺨﺼﻪﻫﺎﯼ‬ ‫ﻧﻈﻴﺮ ﻣﺪﻳﺮ ﻓﺮﻭﺵ‪ ،‬ﻣﺪﻳﺮ ﺧﺮﻳﺪ ﻭ‪ ....‬ﺑﻬﺘﺮ ﺭﻓﺘﺎﺭ‬
‫ﻗﺪﺭﺕ ﻭ ﻣﻮﻗﻌﻴﺖ ﻣﺘﻔﺎﻭﺕ ﺍﻓﺮﺍﺩ ﺗﮑﻴﻪ ﻣﯽﮐﻨﺪ‪ .‬ﺷﺨﺼﻴﺖ‬ ‫ﺩﺭ ﻧﮕﺮﺵﻫﺎﻯ ﺍﺟﺘﻤﺎﻋﻰ‪ ،‬ﻣﺤﻴﻄﻰ‬ ‫ﻣﯽﻧﻤﺎﻳﻨﺪ‪ ،‬ﺩﺭ ﺻﻮﺭﺗﯽ ﮐﻪ ﺍﻓﺮﺍﺩ ﺩﺭﻭﻥﮔﺮﺍ ﺗﻤﺎﻳﻞ ﺩﺍﺭﻧﺪ ﺩﺭ‬
‫ﺍﻗﺘﺪﺍﺭﻃﻠﺐ ﺩﺭ ﺑﺮﺍﺑﺮ ﻣﺮﺋﻮﺳﺎﻥ‪ ،‬ﺯﻳﺎﺩﻩﻃﻠﺐ‪ ،‬ﺯﻭﺭﮔﻮ ﻭ‬ ‫ﺍﺳﺖ ﻭ ﺗﻔﺎﻭﺕﻫﺎﻯ ﻣﻮﺟﻮﺩ ﺩﺭ ﻫﻮﺵ‬ ‫ﭘﺴﺖﻫﺎﻳﯽ ﮐﻪ ﻻﺯﻣﻪ ﺍﻧﺠﺎﻡ ﺁﻥ‪ ،‬ﺗﻔﮑﺮ‪ ،‬ﺗﻌﻤﻖ ﻭ ﺗﻤﺮﮐﺰ‬
‫ﮐﻨﺘﺮﻝ ﮐﻨﻨﺪﻩ ﺍﺳﺖ‪ .‬ﺩﺭ ﺑﺮﺍﺑﺮ ﺭﻭﺳﺎ‪ ،‬ﻣﻄﻴﻊ ﻭ ﻓﺮﻣﺎﻧﺒﺮﺩﺍﺭ‪،‬‬ ‫ﺍﻓﺮﺍﺩ ﻧﻴﺰ ﺍﺭﺛﻰ ﻭ ﻣﺤﻴﻄﻰ ﺍﺳﺖ‬ ‫ﺣﻮﺍﺱ ﺑﻴﺸﺘﺮ ﻭ ﺗﺠﺰﻳﻪ ﻭ ﺗﺤﻠﻴﻞ ﺑﻴﺸﺘﺮ ﻭ ﺣﺴﺎﺳﻴﺖ‬
‫ﺍﺯ ﻧﻈﺮ ﺫﻫﻨﯽ ﺧﺸﮏ ﻭ ﺍﻧﻌﻄﺎﻑﻧﺎﭘﺬﻳﺮ‪ ،‬ﺑﻴﻤﻨﺎﮎ ﺍﺯ ﺗﻐﻴﻴﺮ‬ ‫ﻧﺴﺒﺖ ﺑﻪ ﺍﺣﺴﺎﺳﺎﺕ ﺩﺭﻭﻧﯽ ﻣﺮﺩﻡ ﺍﺳﺖ‪ ،‬ﺍﻧﺠﺎﻡ ﻭﻇﻴﻔﻪ‬

‫‪١٢٩‬‬
‫ﺳﺎﻝ ﭼﻬﺎﺭﻡ‪ /‬ﺷﻤﺎﺭﻩ ﭼﻬﺎﺭﺩﻫﻢ‬
‫ﺧــﺮﺩﺍﺩ ‪١٣٨٩‬‬
 ‫ﭘﺮﺧﺎﺷﮕﺮﯼ ﺁﺷﮑﺎﺭ ﺍﺳﺖ‪.‬‬ ‫ﻭ ﺗﺤﻮﻝ‪ ،‬ﺑﯽﺍﻋﺘﻤﺎﺩ ﻧﺴﺒﺖ ﺑﻪ ﺩﻳﮕﺮﺍﻥ ﻭ ﺳﺮﺍﻧﺠﺎﻡ ﺍﻳﻨﮑﻪ‬
‫ﺗﻴﭗ ‪ :٤‬ﺍﻓﺮﺍﺩﯼ ﮐﻪ ﻣﺸﺨﺼﻪ ﺍﺻﻠﯽ ﺁﻧﻬﺎ ﻭﺍﺑﺴﺘﮕﯽ )ﻋﺪﻡ‬ ‫ﻛﺎﻧﻮﻥ ﻛﻨﺘﺮﻝ ﺑﻪ ﻣﻌﻨﺎﻯ ﺍﻋﺘﻘﺎﺩ ﺷﺨﺺ‬ ‫ﺑﻪ ﺟﺎﯼ ﺍﻧﺘﻘﺎﺩ‪ ،‬ﻭﺍﮐﻨﺶ ﺧﺼﻤﺎﻧﻪ ﺩﺍﺭﺩ‪ .‬ﺩﺭ ﻣﺤﻴﻂﻫﺎﯼ‬
‫ﺍﺳﺘﻘﻼﻝ( ﺍﺳﺖ‪ .‬ﺍﺯ ﻣﺸﺨﺼﺎﺕ ﭼﻨﻴﻦ ﺍﻓﺮﺍﺩﯼ‪ ،‬ﺍﻇﻬﺎﺭ‬ ‫ﮐﺎﺭﯼ‪ ،‬ﭘﻴﺎﻣﺪﻫﺎ ﻭ ﻧﺘﺎﻳﺞ ﺍﻳﻨﮕﻮﻧﻪ ﺗﻔﺎﻭﺕﻫﺎﯼ ﻓﺮﺩﯼ‬
‫ﻋﺠﺰ‪ ،‬ﺩﺭﺧﻮﺍﺳﺖ ﻣﺸﻮﺭﺕ ﺩﺍﻳﻤﯽ ﺍﺯ ﺩﻳﮕﺮﺍﻥ ﻭ ﻧﺎﺗﻮﺍﻧﯽ‬
‫ﺩﺭ ﻣـﻮﺭﺩ ﻛﻨﺘــﺮﻝ ﺭﻭﻳﺪﺍﺩﻫـﺎﺳﺖ؛‬ ‫ﻣﻲﺗﻮﺍﻧﺪ ﺑﺴﻴﺎﺭ ﻣﻬﻢ ﺑﺎﺷﺪ‪ .‬ﺑﺮﺍﯼ ﻣﺜﺎﻝ »ﻭﺭﻭﻡ«‬
‫ﺩﺭ ﺍﺑﺘﮑﺎﺭ ﻋﻤﻞ ﻣﻲﺑﺎﺷﺪ‪.‬‬ ‫ﺑﻪ ﻋﺒــﺎﺭﺕ ﺩﻳﮕﺮ‪ ،‬ﺷﺨﺺ ﺗﺎ ﭼﻪ‬ ‫)‪ (V.H.Vrom‬ﭘﯽ ﺑﺮﺩ ﮐﻪ ﮐﺎﺭﮐﻨﺎﻥ ﻗﺪﺭﺕ ﻃﻠﺐ‪ ،‬ﺗﺤﺖ‬
‫ﺗﻴﭗ ‪ :٥‬ﺍﻓﺮﺍﺩﯼ ﮐﻪ ﻓﺎﻗﺪ ﺍﺩﺭﺍﮎ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﺑﻪ ﺍﺟﺘﻨﺎﺏ‬ ‫ﻣﻴــﺰﺍﻥ‪ ،‬ﻭﻗﻮﻉ ﺭﻭﻳﺪﺍﺩﻫﺎ ﺭﺍ ﺩﺭ‬ ‫ﺷﺮﺍﻳﻂ ﻧﻈﺎﺭﺕ ﻣﻄﻠﻖ‪ ،‬ﮐﺎﺭﺁﻣﺪﺗﺮ ﻫﺴﺘﻨﺪ‪ » .‬ﺷﺎﻭ« ﭘﯽ‬
‫ﺍﺯ ﺩﻳﮕﺮﺍﻧﻨﺪ ﻭ ﺩﺭﮎ ﻧﻤﯽﮐﻨﻨﺪ ﮐﻪ ﺭﻓﺘﺎﺭ ﺁﻧﻬﺎ ﻣﻮﺟﺐ‬ ‫ﻛﻨﺘﺮﻝ ﺧﻮﺩ ﻣﻲﺑﻴﻨﺪ ﻳﺎ ﭼﻪ ﺍﻧﺪﺍﺯﻩ‬ ‫ﺑﺮﺩ ﮐﻪ ﺍﻓﺮﺍﺩ ﻗﺪﺭﺕ ﻃﻠﺐ ﺍﺯ ﻗﻮﺍﻋﺪ ﻭ ﻫﻨﺠﺎﺭﻫﺎﯼ ﮔﺮﻭﻩ‬
‫ﻋﮑﺲﺍﻟﻌﻤﻞ ﻭ ﺗﺎﺛﻴﺮ ﻧﺎﻣﻄﻠﻮﺏ ﺑﺮ ﺩﻳﮕﺮﺍﻥ ﺍﺳﺖ‪ .‬ﺍﻳﻦ‬ ‫ﻣﺘﻌﻠﻘﻪ ﺧﻮﺩ ﺑﻬﺘﺮ ﺗﺒﻌﻴﺖ ﻣﯽﮐﻨﻨﺪ‪ .‬ﺍﻳﻦ ﺍﻓﺮﺍﺩ ﺩﺭ ﺑﺮﺍﺑﺮ‬
‫ﺑﻪ ﻋﻮﺍﻣﻠﻲ ﻣﺎﻧﻨﺪ ﺷﺎﻧﺲ‪ ،‬ﺳﺮﻧﻮﺷﺖ‬
‫ﺍﻓﺮﺍﺩ ﺍﺯ ﺍﺳﺘﻌﺪﺍﺩ ﺍﺟﺘﻤﺎﻋﯽ ﺑﯽﺑﻬﺮﻩ ﻭ ﺍﺯ ﺭﻓﺘﺎﺭ ﻣﻨﺎﺳﺐ ﺩﺭ‬ ‫ﺍﺟﺘﻤﺎﻉ ﮔﺮﻭﻫﯽ ﺑﻬﺘﺮ ﺍﺯ ﺍﻓﺮﺍﺩ ﺩﻣﻮﮐﺮﺍﺕ‪ ،‬ﺳﺎﺯﺵ ﻧﺸﺎﻥ‬
‫ﻣﻮﻗﻌﻴﺖﻫﺎﯼ ﺍﺟﺘﻤﺎﻋﯽ ﻧﺎﺁﮔﺎﻩ ﻫﺴﺘﻨﺪ‪.‬‬ ‫ﻭ ﺩﻳﮕﺮﺍﻥ ﺑﺮ ﺭﻭﻳﺪﺍﺩﻫﺎﻱ ﻣﺮﺑﻮﻁ ﺑﻪ‬ ‫ﻣﯽﺩﻫﻨﺪ )ﻣﺤﻤﺪﺯﺍﺩﻩ ﻭ ﻣﻬﺮﻭﺯﺍﻥ ‪.(١٣٧٥ : ١٠٥ ،‬‬
‫ﻧﺘﺎﻳﺞ ﺣﺎﺻﻞ ﺍﺯ ﺗﺠﺰﻳﻪ ﻭ ﺗﺤﻠﻴﻞ »ﻧﻒ« ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ‪:‬‬ ‫ﺧﻮﺩ ﻣﻌﺘﻘﺪ ﺍﺳﺖ‬ ‫»ﺭﺍﺑﻴﻨﺰ« ﻣﻌﺘﻘﺪ ﺍﺳﺖ‪ :‬ﺩﺭ ﺟﺎﻳﯽ ﮐﻪ ﺷﻐﻠﯽ ﻧﺴﺒﺖ ﺑﻪ‬
‫ﺍﻭﻝ‪ ،‬ﺁﻧﮑﻪ ﻧﺎﺳﺎﺯﮔﺎﺭﯼ ﺑﺎ ﺷﻐﻞ ﺑﺎ ﺟﺪﻭﻝ ﺗﻨﻈﻴﻤﯽ ﮐﺎﺭ‪،‬‬ ‫ﺍﺣﺴﺎﺳﺎﺕ ﺩﻳﮕﺮﺍﻥ ﺣﺴﺎﺱ ﺑﺎﺷﺪ ﻭ ﺑﺎ ﻣﻮﻗﻌﻴﺖﻫﺎﯼ ﺩﺭ‬
‫ﻣﻨﺤﺼﺮﺍ ﺑﻪ ﺍﻳﻦ ﻣﻌﻨﯽ ﻧﻴﺴﺖ ﮐﻪ ﻓﺮﺩ‪ ،‬ﺗﻨﺒﻞ ﻳﺎ ﺍﺣﻤﻖ‬ ‫ﺣﺎﻝ ﺗﻐﻴﻴﺮ ﻭ ﭘﻴﭽﻴﺪﻩ‪ ،‬ﺗﻮﺍﻧﺎﻳﯽ ﺗﻄﺒﻴﻖ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ‪ ،‬ﺑﻴﻦ‬
‫ﺍﺳﺖ‪ .‬ﺑﺮﺧﯽ ﻣﺴﺎﻳﻞ ﻋﻤﻴﻖ ﺭﻭﺍﻧﯽ ﺍﺯ ﺳﺎﺯﮔﺎﺭﯼ ﻋﺎﺩﯼ‬ ‫ﻫﻤﺮﺍﻩ ﺑﺎ ﺭﻓﺎﻩ ﺍﺟﺘﻤﺎﻋﯽ‪ ،‬ﺿﻤﻦ ﺭﻋﺎﻳﺖ ﺣﻘﺎﻳﻖ ﺧﺎﺭﺟﯽ‪،‬‬ ‫ﺷﺨﺼﻴﺖ ﺍﻗﺘﺪﺍﺭﮔﺮﺍ ﻭ ﻋﻤﻠﮑﺮﺩ‪ ،‬ﺭﺍﺑﻄﻪﺍﯼ ﻣﻨﻔﯽ ﺑﻪﻭﺟﻮﺩ‬
‫ﺍﻓﺮﺍﺩ‪ ،‬ﺩﺭ ﺑﺴﻴﺎﺭﯼ ﺍﺯ ﻣﻮﺍﺭﺩ ﺟﻠﻮﮔﻴﺮﯼ ﻣﯽﮐﻨﺪ‪.‬‬ ‫ﺍﻣﮑﺎﻥﭘﺬﻳﺮ ﺳﺎﺯﺩ‪ .‬ﺑﻪ ﺍﻳﻦ ﺗﺮﺗﻴﺐ‪ ،‬ﺳﺎﺯﮔﺎﺭﯼ ﺑﻪ ﻣﻌﻨﯽ‬ ‫ﻣﯽﺁﻳﺪ‪ .‬ﺍﺯ ﻃﺮﻑ ﺩﻳﮕﺮ ﺩﺭ ﺟﺎﻳﯽ ﮐﻪ ﺗﻌﺪﺍﺩ ﻣﺸﺎﻏﻞ‬
‫ﺩﻭﻡ‪ ،‬ﻓﻘﻂ ﺩﺭ ﺗﻴﭗ ‪) ١‬ﺍﺯ ﭘﻨﺞ ﺗﻴﭗ( ﻣﺴﺎﻟﻪ ﺍﻧﮕﻴﺰﺵ‬ ‫ﻫﻤﺮﻧﮓ ﺷﺪﻥ ﺑﺎ ﺟﻤﺎﻋﺖ ﻧﻴﺴﺖ‪ ،‬ﺳﺎﺯﮔﺎﺭﯼ ﺑﻪ ﻣﻌﻨﯽ‬ ‫ﻓﺮﺍﻭﺍﻥ ﺍﺳﺖ ﻭ ﻣﻮﻓﻘﻴﺖ ﺑﻪ ﺍﻧﻄﺒﺎﻕ ﺑﺴﻴﺎﺭ ﺑﺎ ﻗﻮﺍﻧﻴﻦ‬
‫ﻭﺟﻮﺩ ﺩﺍﺭﺩ‪.‬‬ ‫ﺷﻨﺎﺧﺖ ﺍﻳﻦ ﺣﻘﻴﻘﺖ ﺍﺳﺖ ﮐﻪ ﻫﺮ ﻓﺮﺩ ﺑﺎﻳﺪ ﻫﺪﻑﻫﺎﯼ‬ ‫ﻭ ﺁﻳﻴﻦﻧﺎﻣــﻪﻫﺎ ﺑﺴﺘﮕﯽ ﺩﺍﺷﺘـــﻪ ﺑﺎﺷﺪ‪ ،‬ﺑﯽ ﮔﻤﺎﻥ‬
‫ﺳﻮﻡ‪ ،‬ﻳﮏ ﺗﻴﭗ )ﺗﻴﭗ ﭘﻨﺠﻢ( ﻧﺸﺎﻧﮕﺮ ﻧﻮﻋﯽ ﺍﺧﺘﻼﻝ‬ ‫ﺧﻮﺩ ﺭﺍ ﺑﺎﺗﻮﺟﻪ ﺑﻪ ﭼﻬﺎﺭﭼﻮﺏﻫﺎﯼ ﺍﺟﺘﻤﺎﻋﯽ ﻭ ﻓﺮﻫﻨﮕﯽ‬ ‫ﻋﻤﻠﮑﺮﺩ ﮐﺎﺭﻣﻨﺪﺍﻥ ﺍﻗﺘﺪﺍﺭﮔﺮﺍ‪ ،‬ﻋﺎﻟﯽ ﺧﻮﺍﻫﺪ ﺑﻮﺩ )ﺭﺍﺑﻴﻨﺰ‪،‬‬
‫ﺷﺨﺼﻴﺖ ﻳﺎ ﺣﺪﺍﻗﻞ ﻋﺪﻡ ﺑﻠﻮﻍ ﺍﺟﺘﻤﺎﻋﯽ ﺍﺳﺖ‪ .‬ﺳﻪ ﺗﻴﭗ‬ ‫ﺗﻌﻘﻴﺐ ﻧﻤﺎﻳﺪ )ﺷﻌﺎﺭﯼ ﻧﮋﺍﺩ‪.(١٣٧٢ : ٢٢ ،‬‬ ‫ﺗﺮﺟﻤﻪ ﻓﺎﺭﺳﯽ ‪.(١٣٧٣ : ٣٦ ،‬‬
‫ﺩﻳﮕﺮ‪ ،‬ﺍﺿﻄﺮﺍﺏ‪ ،‬ﭘﺮﺧﺎﺷﮕﺮﯼ ﻭ ﻭﺍﺑﺴﺘﮕﯽ ﺑﻪ ﺷﺨﺼﻴﺖ‬ ‫ﻣﻲﺗﻮﺍﻥ ﮔﻔﺖ‪ ،‬ﻧﺎﺗﻮﺍﻧﯽ ﺩﺭ ﺳﺎﺯﮔﺎﺭﯼ ﺷﻐﻠﯽ ﻣﺴﺄﻟﻪ‬ ‫ﺑﻪﻃﻮﺭ ﮐﻞ ﺍﺯ ﻧﻘﻄﻪ ﻧﻈﺮ ﺭﻓﺘﺎﺭ ﺳﺎﺯﻣﺎﻧﯽ ﻣﻲﺗﻮﺍﻥ ﮔﻔﺖ‪،‬‬
‫ﻣﺮﺗﺒﻂ ﻫﺴﺘﻨﺪ ﻭ ﺑﻴﺸﺘﺮ ﺑﻪ ﻣﺎﻫﻴﺖ ﺗﺎﺛﻴﺮ ﺷﻐﻞ ﺑﺮ ﺷﺨﺼﻴﺖ‬ ‫ﺍﺳﺎﺳﯽ ﺩﺭ ﺳﺎﺯﻣﺎﻥﻫﺎﯼ ﺍﻣﺮﻭﺯﯼ ﺍﺳﺖ‪ .‬ﺗﺨﻤﻴﻦ ﺯﺩﻩ‬ ‫ﮐﺎﺭﮐﻨﺎﻧﯽ ﮐﻪ ﺩﺭ ﺣﺪ ﺑﺎﻻﻳﯽ ﺩﺍﺭﺍﯼ ﻗﺪﺭﺕ ﻃﻠﺒﯽ ﻫﺴﺘﻨﺪ‪،‬‬
‫ﺍﺭﺗﺒﺎﻁ ﺩﺍﺭﻧﺪ‪ ،‬ﺑﻨﺎﺑﺮﺍﻳﻦ ﺳﻪ ﻋﻠﺖ ﺍﺯ ﭘﻨﺞ ﻋﻠﺖ ﻧﺎﺳﺎﺯﮔﺎﺭﯼ‬ ‫ﻣﻲﺷﻮﺩ ﮐﻪ ﺑﻴﻦ ‪ ٨٠‬ﺗﺎ ‪ ٩٠‬ﺩﺭﺻﺪ ﺳﻮﺍﻧﺢ ﺻﻨﻌﺘﯽ ﺑﺎ‬ ‫ﺍﻏﻠﺐ ﺗﺤﺖ ﺷﺮﺍﻳﻂ ﮐﻨﺘﺮﻝ ﺑﺎﻻﯼ ﻣﺪﻳﺮﻳﺖ ﻳﺎ ﻣﺪﻳﺮﻳﺖ‬
‫ﻣﺮﺑﻮﻁ ﺑﻪ ﺷﻐﻞ ﻣﻲﺑﺎﺷﺪ ﮐﻪ ﻣﻨﺠﺮ ﺑﻪ ﮐﻨﺎﺭﻩﺟﻮﻳﯽ ﻓﺮﺩ‬ ‫ﻋﻮﺍﻣﻞ ﺷﺨﺼﯽ ﻣﺮﺗﺒﻂ ﺍﺳﺖ‪ .‬ﺗﺮﮎ ﺧﺪﻣﺖ‪ ،‬ﻏﻴﺒﺖ‬ ‫ﻏﻴﺮﻣﻨﻌﻄﻒ ﺑﻬﺘﺮ ﻋﻤﻞ ﻣﯽﮐﻨﻨﺪ‪ .‬ﺩﺭ ﺣﺎﻟﯽ ﮐﻪ ﺍﻓﺮﺍﺩﯼ‬
‫ﻣﻲﺷﻮﺩ )ﻣﺤﻤﺪﺯﺍﺩﻩ ﻭ ﻣﻬﺮﻭﺯﺍﻥ‪.(١٣٧٥ : ٤٤٥ ،‬‬ ‫ﺍﺯ ﮐﺎﺭ‪ ،‬ﺍﻋﺘﻴﺎﺩ ﺑﻪ ﻣﻮﺍﺩ ﻣﺨﺪﺭ ﻭ‪ ...‬ﺍﺯ ﻣﺴﺎﻳﻞ ﺭﺍﻳﺞ ﺩﺭ‬ ‫ﮐﻪ ﺍﺯ ﻟﺤﺎﻅ ﺧﺼﻴﺼﻪ ﻣﺬﮐﻮﺭ‪ ،‬ﺩﺭ ﺣﺪ ﭘﺎﻳﻴﻨﯽ ﻣﯽﺑﺎﺷﻨﺪ‪،‬‬
‫ﺑﻪ ﻫﺮﺣﺎﻝ‪ ،‬ﻣﺠﻤﻮﻋﻪ ﺻﻔﺎﺕ ﻭ ﺧﺼﻮﺻﻴﺎﺕ ﺷﺨﺼﻴﺘﯽ‬ ‫ﺑﺴﻴﺎﺭﯼ ﺍﺯ ﺳﺎﺯﻣﺎﻥﻫﺎﯼ ﻣﻌﺎﺻﺮ ﺍﺳﺖ‪ .‬ﺍﮔﺮ ﺍﻓﺮﺍﺩ ﻧﺘﻮﺍﻧﻨﺪ‬ ‫ﺗﺤﺖ ﻣﺪﻳﺮﻳﺖ ﻣﺸﺎﺭﮐﺘﯽ ﺑﻬﺘﺮ ﻭ ﻣﻄﻠﻮﺏﺗﺮ ﺭﻓﺘﺎﺭ‬
‫ﮐﻪ ﺩﺭ ﺑﺎﻻ ﻣﻮﺭﺩ ﺑﺤﺚ ﻗﺮﺍﺭ ﮔﺮﻓﺘﻨﺪ‪ ،‬ﻧﻘﺶ ﻋﻤﺪﻩﺍﻱ‬ ‫ﺑﺎ ﻣﺤﻴﻂ ﮐﺎﺭ ﺳﺎﺯﮔﺎﺭﯼ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻨﺪ‪ ،‬ﺍﻳﻦ ﺭﻓﺘﺎﺭ ﻏﻴﺮ‬ ‫ﻣﯽﮐﻨﻨﺪ )ﺳﻠﻄﺎﻧﯽ ﻭ ﺭﻭﺣﺎﻧﯽ ‪.(١٣٨١ : ١٠ ،‬‬
‫ﺭﺍ ﺩﺭ ﺗﻌﻴﻴﻦ ﺭﻓﺘﺎﺭ ﮐﺎﺭﻱ ﺑﺎﺯﯼ ﻣﯽﮐﻨﻨﺪ‪ .‬ﺑﺪﻭﻥ ﺩﺭﮎ‬ ‫ﻣﻮﻟﺪ ﺍﺩﺍﻣﻪ ﺧﻮﺍﻫﺪ ﺩﺍﺷﺖ‪ .‬ﺩﺭ ﺑﺮﺭﺳﯽ ﺍﻳﻨﮑﻪ ﭼﺮﺍ ﺍﻓﺮﺍﺩ ﺑﺎ‬
‫ﻭ ﻓﻬﻢ ﺍﺻﻄﻼﺡ ﺷﺨﺼﻴﺖ‪ ،‬ﻧﻤﻲﺗﻮﺍﻥ ﺍﻗﺪﺍﻡ ﺑﻪ ﺩﺭﮎ‬ ‫ﻣﺴﺎﻳﻞ ﺳﺎﺯﮔﺎﺭﯼ ﺩﺭ ﻣﺤﻴﻂ ﮐﺎﺭ ﻣﻮﺍﺟﻪ ﻣﻲﺷﻮﻧﺪ‪» ،‬ﻧﻒ«‬ ‫‪ -٤‬ﺳﺎﺯﮔﺎﺭﯼ ﺑﺎ ﻣﻮﻗﻌﻴﺖ )‪(Self-monitoring‬‬
‫ﺭﻓﺘﺎﺭ ﮐﺎﺭﮐﻨﺎﻥ ﺩﺭ ﺳﺎﺯﻣﺎﻥ ﻧﻤﻮﺩ‪ .‬ﺑﻪ ﻋﺒﺎﺭﺕ ﺳﺎﺩﻩﺗﺮ ﺑﺮﺍﯼ‬ ‫)‪ (١٩٦٨ ) (W.S.Neff‬ﭼﻬﺎﺭ ﻋﻠﺖ ﺭﺍ ﻣﺸﺨﺺ ﻣﯽﮐﻨﺪ‪.‬‬ ‫ﺳﺎﺯﮔﺎﺭﯼ ﺑﺎ ﻣﻮﻗﻌﻴﺖ ﻳﻌﻨﯽ ﺗﻮﺍﻧﺎﻳﯽ ﻓﺮﺩ ﺩﺭ ﻫﻢ ﺳﻮ‬
‫ﺩﺭﮎ ﺭﻓﺘﺎﺭ ﺳﺎﺯﻣﺎﻧﯽ ﻣﺪﻳﺮﺍﻥ ﻭ ﮐﺎﺭﮐﻨﺎﻥ ﺳﺎﺯﻣﺎﻥﻫﺎ‪ ،‬ﺍﺑﺘﺪﺍ‬ ‫ﺑﻪ ﺗﺒﻊ ﺗﺌﻮﺭﯼ ﺗﻴﭗ ﺷﺨﺼﻴﺖ‪» ،‬ﻧﻒ« ﻣﯽﮔﻮﻳﺪ ﮐﻪ ﻫﺮ‬ ‫ﮐﺮﺩﻥ ﺭﻓﺘﺎﺭ ﺧﻮﺩ ﺑﺎ ﻋﻮﺍﻣﻞ ﺧﺎﺭﺟﯽ ﻭ ﻣﻮﻗﻌﻴﺘﯽ‪ .‬ﮐﺴﺎﻧﯽ‬
‫ﺑﺎﻳﺪ ﻣﻔﻬﻮﻡ ﺷﺨﺼﻴﺖ ﺑﻪ ﺧﻮﺑﯽ ﻓﻬﻤﻴﺪﻩ ﺷﻮﺩ‪ .‬ﻣﮑﺎﻧﻴﺴﻢ‬ ‫ﭘﻨﺞ ﺗﻴﭗ ﻣﻌﺮﻑ ﺗﺼﻮﻳﺮﯼ ﺑﺎﻟﻴﻨﯽ ﺍﺯ ﺍﻧﻮﺍﻉ ﮔﻮﻧﺎﮔﻮﻥ‬ ‫ﮐﻪ ﭼﻨﻴﻦ ﺧﺼﻮﺻﻴﺘﯽ ﺩﺍﺭﻧﺪ‪ ،‬ﻣﻲﺗﻮﺍﻧﻨﺪ ﺭﻓﺘﺎﺭ ﺧﻮﺩ ﺭﺍ ﺑﺎ‬
‫ﺗﺎﺛﻴﺮﮔﺬﺍﺭﯼ ﻋﻮﺍﻣﻞ ﺭﺷﺪ ﺷﺨﺼﻴﺖ ﺑﺮ ﻭﻳﮋﮔﯽﻫﺎﯼ‬ ‫»ﺭﻭﺍﻥ ﺩﺭﻣﺎﻥﺷﻨﺎﺳﯽ« ﻫﺴﺘﻨﺪ‪:‬‬ ‫ﻋﻮﺍﻣﻞ ﻣﺤﻴﻄﯽ ﻭ ﻣﻮﻗﻌﻴﺘﯽ ﻭﻓﻖ ﺩﻫﻨﺪ‪ .‬ﺁﻧﺎﻥ ﻧﺴﺒﺖ ﺑﻪ‬
‫ﺷﺨﺼﻴﺘﯽ ﻭ ﺗﻔﺎﻭﺕﻫﺎﯼ ﻓﺮﺩﯼ ﮐﻪ ﺍﺯ ﺍﻳﻦ ﺑﺎﺑﺖ ﺩﺭ ﺭﻓﺘﺎﺭ‬ ‫ﺗﻴﭗ ‪ :١‬ﺍﻓﺮﺍﺩﯼ ﮐﻪ ﻓﺎﻗﺪ ﺍﻧﮕﻴﺰﺵ ﻧﺴﺒﺖ ﺑﻪ ﮐﺎﺭ ﻫﺴﺘﻨﺪ‪.‬‬ ‫ﻋﻼﻳﻢ ﻭ ﻧﺸﺎﻧﻪﻫﺎﯼ ﺧﺎﺭﺟﯽ‪ ،‬ﺣﺴﺎﺳﻴﺖ ﺯﻳﺎﺩﯼ ﻧﺸﺎﻥ‬
‫ﭘﺮﺳﻨﻞ ﺳﺎﺯﻣﺎﻥﻫﺎ ﻣﻲﺗﻮﺍﻥ ﻣﺸﺎﻫﺪﻩ ﮐﺮﺩ‪ ،‬ﺑﻪ ﺧﻮﺑﯽ ﺩﺭ‬ ‫ﺍﻳﻦ ﺍﻓﺮﺍﺩ ﻣﻔﻬﻮﻣﯽ ﻣﻨﻔﯽ ﺍﺯ ﻧﻘﺶ ﮐﺎﺭ ﺩﺍﺭﻧﺪ ﻭ ﺳﻌﯽ‬ ‫ﻣﯽﺩﻫﻨﺪ ﻭ ﺩﺭ ﻣﻮﻗﻌﻴﺖﻫﺎﯼ ﮔﻮﻧﺎﮔﻮﻥ‪ ،‬ﺭﻓﺘﺎﺭ ﻣﺘﻔﺎﻭﺗﯽ‬
‫ﺍﻟﮕﻮﯼ ﺷﻤﺎﺭﻩ )‪ (٢‬ﻧﺸﺎﻥ ﺩﺍﺩﻩ ﺷﺪﻩ ﺍﺳﺖ‪) :‬ﺳﻠﻄﺎﻧﯽ‬ ‫ﻣﯽﮐﻨﻨﺪ ﺍﺯ ﺁﻥ ﺍﺟﺘﻨﺎﺏ ﮐﻨﻨﺪ‪.‬‬ ‫ﺩﺍﺭﻧﺪ )ﺭﺍﺑﻴﻨﺰ‪» .(١٣٨٣ : ١٤٩ ،‬ﺭﺍﺟﺮﺯ« ﺳﺎﺯﮔﺎﺭﯼ‬
‫ﻭﺭﻭﺣﺎﻧﯽ‪(١٣٨١،‬‬ ‫ﺗﻴﭗ ‪ :٢‬ﺍﻓﺮﺍﺩﯼ ﮐﻪ ﭘﺎﺳﺦ ﻏﺎﻟﺐ ﺩﺭ ﺁﻧﻬﺎ ﺩﺭ ﺑﺮﺍﺑﺮ‬ ‫ﺭﺍ ﺍﻳﻨﮕﻮﻧﻪ ﺗﻌﺮﻳﻒ ﮐﺮﺩﻩ ﺍﺳﺖ‪ :‬ﻣﻨﻈﻮﺭ ﺍﺯ ﺳﺎﺯﮔﺎﺭﯼ‪،‬‬
‫ﺑﻨﺎﺑﺮﺍﻳﻦ ﻣﻲﺗﻮﺍﻥ ﮔﻔﺖ‪ ،‬ﻫﻨﺮ ﻣﺪﻳﺮﻳﺖ ﺩﺭ ﻭﺍﻗﻊ ﮐﺎﺭﮐﺮﺩﻥ‬ ‫ﺗﻘﺎﺿﺎﻫﺎﯼ ﻣﻮﻟﺪ ﺑﻮﺩﻥ‪ ،‬ﺗﺮﺱ ﻭ ﺍﺿﻄﺮﺍﺏ ﺍﺳﺖ‪.‬‬ ‫ﺍﻧﻄﺒﺎﻕ ﻣﺘﻮﺍﻟﯽ ﺑﺎ ﺗﻐﻴﻴﺮﺍﺕ ﻭ ﺍﻳﺠﺎﺩ ﺍﺭﺗﺒﺎﻁ ﺑﻴﻦ ﺧﻮﺩ ﻭ‬
‫ﺑﺎ ﺩﻳﮕﺮﺍﻥ ﻭ ﺗﻮﺳﻂ ﺩﻳﮕﺮﺍﻥ ﺍﺳﺖ‪ .‬ﺑﺮﺍﯼ ﺍﻳﻨﮑﻪ ﺑﺘﻮﺍﻥ ﺑﺎ‬ ‫ﺗﻴﭗ ‪ :٣‬ﺍﻓﺮﺍﺩﯼ ﮐﻪ ﭘﺎﺳﺦ ﻏﺎﻟﺐ ﺩﺭ ﺁﻧﻬﺎ‪ ،‬ﺧﺼﻮﻣﺖ ﻭ‬ ‫ﻣﺤﻴﻂ ﺑﻪ ﻧﺤﻮﯼ ﺍﺳﺖ ﮐﻪ ﺣﺪﺍﮐﺜﺮ ﺧﻮﻳﺸﺘﻦﺳﺎﺯﯼ ﺭﺍ‬
‫ﺩﻳﮕﺮﺍﻥ ﺧﻮﺏ ﮐﺎﺭ ﮐﺮﺩ ﻭ ﺁﻧﺎﻥ ﺭﺍ ﺑﻪ ﮐﺎﺭ ﻭﺍﺩﺍﺷﺖ‪ ،‬ﺑﺎﻳﺪ‬
‫ﺩﺭﺳﺖ ﺍﺳﺘﺨﺪﺍﻡ ﮐﺮﺩ‪ ،‬ﺧﻮﺏ ﭘﺮﻭﺭﺵ ﺩﺍﺩ ﻭ ﻫﺮﮐﺲ ﺭﺍ‬ ‫ﺍﻟﮕﻮﯼ ‪ -٣‬ﺭﺍﺑﻄﻪ ﺷﺨﺼﻴﺖ ﺑﺎ ﻧﮕﺮﺵﻫﺎ ﻭ ﺭﻓﺘﺎﺭﻫﺎﯼ ﮐﺎﺭﮐﻨﺎﻥ ﺳﺎﺯﻣﺎﻥ‬

‫ﺩﺭ ﺟﺎﯼ ﺻﺤﻴﺢ ﺧﻮﺩ ﺑﻪ ﮐﺎﺭ ﮔﻤﺎﺭﺩ‪ .‬ﻋﻼﻭﻩ ﺑﺮ ﺍﻳﻦ‪ ،‬ﻻﺯﻡ‬

‫ﺍﺳﺖ ﮐﻪ ﻧﻴﺎﺯﻫﺎ‪ ،‬ﺧﻮﺍﺳﺘﻪﻫﺎ ﻭ ﺁﺭﺯﻭﻫﺎﯼ ﺍﻓﺮﺍﺩ ﺩﺭ ﻣﺤﻴﻂ ﮐﺎﺭ‬
‫ﺩﺭ ﻧﻈﺮ ﮔﺮﻓﺘﻪ ﺷﻮﺩ‪ .‬ﺩﺳﺖ ﺯﺩﻥ ﺑﻪ ﭼﻨﻴﻦ ﮐﺎﺭﻫﺎﻳﯽ ﺑﺪﻭﻥ‬
‫ﺷﻨﺎﺧﺖ ﺍﺳﺘﻌﺪﺍﺩﻫﺎ‪ ،‬ﻋﻮﺍﻃﻒ‪ ،‬ﻧﻮﻉ ﻭ ﺳﻄﺢ ﻧﻴﺎﺯ ﺍﻧﮕﻴﺰﻩﻫﺎ‬
‫ﻭ ﺷﺨﺼﻴﺖ ﺍﻓﺮﺍﺩ ﺍﻣﮑﺎﻥﭘﺬﻳﺮ ﻧﻴﺴﺖ‪ ،‬ﺯﻳﺮﺍ ﺭﻓﺘﺎﺭ ﻫﺮ ﻓﺮﺩ‬
‫ﺑﺎ ﺩﻳﮕﺮﯼ ﻣﺘﻔﺎﻭﺕ ﺍﺳﺖ ﻭ ﻧﺤﻮﻩ ﺑﺮﺧﻮﺭﺩ ﺑﺎ ﻭﯼ ﻧﻴﺎﺯﻣﻨﺪ‬
‫ﺩﻗﺖ ﻭ ﺷﻨﺎﺧﺖ ﮐﺎﻓﯽ ﺍﺯ ﺍﻭﺳﺖ )ﻋﻠﻮﯼ‪.(١٣٧٤ ،‬‬

‫‪١٣٠‬‬
‫ﺳﺎﻝ ﭼﻬﺎﺭﻡ‪ /‬ﺷﻤﺎﺭﻩ ﭼﻬﺎﺭﺩﻫﻢ‬
‫ﺧــﺮﺩﺍﺩ ‪١٣٨٩‬‬
‫ﻣﺪﻳﺮﺍﻥ ﻣﻮﻓﻖ‪ ،‬ﻣﺪﻳﺮﺍﻧﯽ ﻫﺴﺘﻨﺪ ﮐﻪ ﺑﺎ ﺷﻨﺎﺧﺖ ﮐﺎﻣﻞ ﺍﺯ‬ ‫ﻧﺘﻴﺠﻪﮔﻴﺮﯼ‬
‫ﺧﺼﻮﺻﻴﺎﺕ ﻭ ﺻﻔﺎﺕ ﺷﺨﺼﻴﺘﯽ ﮐﺎﺭﮐﻨﺎﻥ ﺧﻮﺩ‪ ،‬ﺭﺍﻩ ﺭﺍ‬ ‫ﺍﻓﺮﺍﺩﻯ ﻛﻪ ﺩﺍﺭﺍﻯ ﻋﺰﺕ ﻧﻔﺲ‬ ‫ﻫﺮﭼﻨﺪ ﮐﺎﺭﮐﻨﺎﻥ ﺳﺎﺯﻣﺎﻥ ﺍﺯ ﺑﺴﻴﺎﺭﯼ ﺟﻬﺎﺕ ﺑﺎ ﻳﮑﺪﻳﮕﺮ‬
‫ﺩﺭ ﺟﻬﺖ ﻫﺪﺍﻳﺖ ﻭ ﺍﺩﺍﺭﻩ ﺻﺤﻴﺢﺗﺮ ﺁﻧﺎﻥ ﻫﻤﻮﺍﺭ ﺳﺎﺯﻧﺪ‪.‬‬ ‫ﺷﺒﺎﻫﺖﻫﺎﻳﯽ ﺩﺍﺭﻧﺪ‪ ،‬ﺍﻣﺎ ﻣﺠﻤﻮﻋﻪ ﻭﻳﮋﮔﯽﻫﺎﯼ ﺷﺨﺼﻴﺘﯽ‬
‫ﺷﻨﺎﺧﺖ ﻭ ﺳﻨﺠﺶ ﺧﺼﺎﻳﺺ ﺷﺨﺼﻴﺘﯽ ﺑﺮﺍﯼ ﺑﺴﻴﺎﺭﯼ‬
‫ﺳﺎﺯﻣﺎﻧﻰ ﺑﺎﻻ ﻫﺴﺘﻨﺪ‪ ،‬ﻧﻮﻋﺎ ﺧﻮﺩ ﺭﺍ‬
‫ﻫﺮ ﻓﺮﺩ ﻣﻮﺟﺐ ﻣﻲﺷﻮﺩ ﺩﺭ ﻧﻮﻉ ﺧﻮﺩ ﻳﮑﺘﺎ ﺑﺎﺷﺪ ﻭ ﺍﺯ‬
‫ﺍﺯ ﻫﺪﻑﻫﺎ ﻣﺎﻧﻨﺪ ﮔﺰﻳﻨﺶ‪ ،‬ﻫﺪﺍﻳﺖ‪ ،‬ﺭﻫﺒﺮﯼ ﻭ‪ ...‬ﺍﻣﺮﯼ‬ ‫ﻣﻬﻢ‪ ،‬ﻣﻌﻨﻰﺩﺍﺭ ﻭ ﺍﺭﺯﺷﻤﻨﺪ ﻣﻰﺩﺍﻧﻨﺪ‬ ‫ﺍﻳﻦ ﺟﻬﺖ ﮔﻔﺘﻪ ﻣﻲﺷﻮﺩ ﮐﻪ ﻫﻴﭻ ﺩﻭ ﻓﺮﺩﯼ ﺍﺯ ﺁﻏﺎﺯ‬
‫ﺍﺳﺖ ﺍﺳﺎﺳﯽ‪ .‬ﺯﻳﺮﺍ ﮐﺎﺭﺁﻳﯽ ﺍﻓﺮﺍﺩ ﺩﺭ ﺷﻐﻞ ﻭ ﻣﻮﻗﻌﻴﺖ‬ ‫ﻭ ﺑﻪﻃﻮﺭ ﻣﺘﻮﺳﻂ ﺍﺛﺮﺑﺨﺶﺗﺮ ﺍﺯ‬ ‫ﺣﻴﺎﺕ ﺁﺩﻣﯽ ﺑﺎ ﻳﮑﺪﻳﮕﺮ ﮐﺎﻣﻼ ﻳﮑﺴﺎﻥ ﻧﺒﻮﺩﻩﺍﻧﺪ‪ .‬ﺍﺻﻞ‬
‫ﺁﻧﺎﻥ ﺩﺭ ﮐﺎﺭﻫﺎ ﻭ ﺑﻪ ﻃﻮﺭ ﮐﻠﯽ ﺳﺎﺯﮔﺎﺭﯼ ﺍﻧﺴﺎﻥ ﺩﺭ‬ ‫ﻛﺎﺭﻛﻨﺎﻧﻰ ﻫﺴﺘﻨﺪ ﻛﻪ ﻋﺰﺕ ﻧﻔﺲ‬ ‫ﺗﻔﺎﻭﺕﻫﺎﯼ ﻓﺮﺩﯼ‪ ،‬ﻳﮑﯽ ﺍﺯ ﺍﺻﻮﻝ ﻣﺴﻠﻢ ﻭ ﭘﺬﻳﺮﻓﺘﻪ ﺷﺪﻩ‬
‫ﺗﻤﺎﻣﯽ ﻣﻮﻗﻌﻴﺖﻫﺎﯼ ﺯﻧﺪﮔﯽ ﺑﺎ ﺧﺼﺎﻳﺺ ﺷﺨﺼﻴﺘﯽ‬ ‫ﻋﻠﻮﻡ ﺭﻓﺘﺎﺭﯼ ﺍﺳﺖ‪ .‬ﺑﺎ ﻗﺒﻮﻝ ﺍﺻﻞ ﻣﺬﮐﻮﺭ‪ ،‬ﻻﺯﻡ ﺍﺳﺖ‬
‫ﺳﺎﺯﻣﺎﻧﻰ ﻛﻤﺘﺮﻯ ﺩﺍﺭﻧﺪ‪ ،‬ﺁﻧﻬﺎ ﺑﻬﺘﺮ ﻛﺎﺭ‬
‫ﺍﻭ ﺭﺍﺑﻄﻪ ﺩﺍﺭﺩ ﻭ ﺷﻨﺎﺧﺖ ﺗﻔﺎﻭﺕ ﻧﮕﺮﺵﻫﺎ‪ ،‬ﺍﺩﺭﺍﮐﺎﺕ‪،‬‬ ‫ﺑﺮ ﺗﻔﺎﻭﺕﻫﺎﯼ ﻓﻴﺰﻳﻮﻟﻮﮊﻳﮑﻲ‪ ،‬ﻫﻮﺷﯽ‪ ،‬ﺫﻫﻨﯽ ﻭ ﺭﻓﺘﺎﺭﯼ‬
‫ﺗﻮﺍﻧﺎﻳﯽﻫﺎﯼ ﺫﻫﻨﯽ ﻭ ﻓﻴﺰﻳﮑﯽ ﻭ ﺧﺼﺎﻳﺺ ﺷﺨﺼﻴﺘﯽ ﺑﺎ‬ ‫ﻣﻰﻛﻨﻨﺪ؛ ﺩﺭ ﻣﻮﺭﺩ ﻛﺎﺭﻓﺮﻣﺎﻯ ﺧﻮﺩ‬ ‫ﺍﻓﺮﺍﺩ ﺑﻪ ﺷﮑﻞ ﺻﺤﻴﺢ ﻭ ﻣﻨﻄﻘﯽ ﻣﺪﻳﺮﻳﺖ ﻧﻤﻮﺩ ﻭ‬
‫ﻳﮑﺪﻳﮕﺮ‪ ،‬ﺟﻬﺖ ﻓﻬﻢ ﻭ ﺩﺭﮎ ﺳﻄﻮﺡ ﻣﺨﺘﻠﻒ ﻋﻤﻠﮑﺮﺩ‬ ‫ﻧﮕﺮﺵ ﻣﺴﺎﻋﺪﺗﺮﻯ ﺩﺍﺭﻧﺪ ﻭ ﻛﻤﺘﺮ ﺑﻪ‬ ‫ﻣﺪﻳﺮﻳﺖ ﺻﺤﻴﺢ‪ ،‬ﺯﻣﺎﻧﯽ ﺍﻋﻤﺎﻝ ﻣﻲﺷﻮﺩ ﮐﻪ ﺗﻔﺎﻭﺕﻫﺎﯼ‬
‫ﮐﺎﺭﮐﻨﺎﻥ ﮐﻤﮏ ﺷﺎﻳﺎﻧﯽ ﺧﻮﺍﻫﺪ ﻛﺮﺩ؛ ﭼﺮﺍ ﮐﻪ ﻏﻔﻠﺖ‬ ‫ﺭﻫﺎﻛﺮﺩﻥ ﻛﺎﺭ ﺧﻮﺩ ﻓﻜﺮ ﻣﻰﻛﻨﻨﺪ‬ ‫ﻓﺮﺩﯼ ﺩﺭ ﺍﺑﻌﺎﺩ ﻣﺨﺘﻠﻒ ﺷﻨﺎﺧﺘﻪ ﺷﻮﺩ‪ ،‬ﭼﺮﺍ ﮐﻪ ﺩﺭ ﺍﻳﻦ‬
‫ﺍﺯ ﻭﺍﻗﻌﻴﺖﻫﺎﯼ ﻣﺮﺑﻮﻁ ﺑﻪ ﺑﺤﺚ ﺗﻔﺎﻭﺕﻫﺎﯼ ﻓﺮﺩﯼ ﻭ‬ ‫ﺻﻮﺭﺕ ﺍﺳﺖ ﮐﻪ ﺍﻧﻮﺍﻉ ﺧﺼﻮﺻﻴﺎﺕ ﻭ ﻭﻳﮋﮔﯽﻫﺎﯼ‬
‫ﺷﺨﺼﻴﺖ ﺍﻓﺮﺍﺩ ﺑﺎﻋﺚ ﻣﻲﺷﻮﺩ ﻣﺪﻳﺮﺍﻥ ﺩﺭ ﻫﻤﺎﻫﻨﮓ‬ ‫ﺷﺨﺼﻴﺘﯽ ﺍﻓﺮﺍﺩ ﺑﻪ ﻧﺤﻮ ﺧﺎﺻﯽ ﺩﺭ ﺳﺎﺯﻣﺎﻥ ﺗﺒﺪﻳﻞ ﺑﻪ‬
‫ﺳﺎﺧﺘﻦ ﻓﻌﺎﻟﻴﺖﻫﺎﯼ ﺍﻓﺮﺍﺩ ﺗﺤﺖ ﻧﻈﺎﺭﺕ ﺧﻮﺩ ﺑﺎ ﻣﺸﮑﻞ‬ ‫ﺳﺎﺯﻣﺎﻥ ﻭ ﺍﻓﺰﺍﻳﺶ ﺑﻬﺮﻩﻭﺭﯼ ﻓﺮﺩﯼ ﻭ ﺷﻐﻠﯽ ﺑﻬﺘﺮ‬ ‫ﺭﻓﺘﺎﺭ ﻣﻲﺷﻮﻧﺪ ﻭ ﭘﺲ ﺍﺯ ﻣﺪﺗﯽ ﺍﻳﻦ ﺭﻓﺘﺎﺭﻫﺎﯼ ﻣﺘﻔﺎﻭﺕ‬
‫ﻣﻮﺍﺟﻪ ﺷﻮﻧﺪ ﻭ ﻫﺮﮔﺰ ﻧﻴﺰ ﻣﺘﻮﺟﻪ ﻧﺸﻮﻧﺪ ﮐﻪ ﺍﺷﮑﺎﻝ ﮐﺎﺭ‬ ‫ﻫﻤﺎﻫﻨﮓ ﺳﺎﺯﻧﺪ‪ ،‬ﺑﻴﺸﺘﺮ ﺧﻮﺍﻫﺪ ﺑﻮﺩ‪ .‬ﺩﺭ ﺻﻮﺭﺗﯽ ﻣﺪﻳﺮﺍﻥ‪،‬‬ ‫ﻭ ﺑﺎ ﻣﺪﻳﺮﻳﺖ ﺻﺤﻴﺢ‪ ،‬ﺗﺒﺪﻳﻞ ﺑﻪ ﺭﻓﺘﺎﺭﻫﺎﯼ ﮔﺮﻭﻫﯽ‬
‫ﺁﻧﺎﻥ ﺩﺭ ﮐﺠﺎ ﺑﻮﺩﻩ ﺍﺳﺖ‪.‬‬ ‫ﻗﺎﺩﺭ ﺑﻪ ﻣﺪﻳﺮﻳﺖ ﺍﺛﺮﺑﺨﺶ ﺩﺭ ﻭﺍﺣﺪ ﺗﺤﺖ ﻧﻈﺎﺭﺕ ﺧﻮﺩ‬ ‫ﻫﻤﺎﻫﻨﮓ ﻭ ﻫﻤﺴﺎﺯ ﻣﯽﮔﺮﺩﺩ‪.‬‬
‫ﺩﺭ ﺍﻳﻦ ﻣﻘﺎﻟﻪ ﺗﻔﺎﻭﺕﻫﺎﯼ ﻓﺮﺩﯼ‪ ،‬ﭘﺮﺳﻨﻠﯽ ﺳﺎﺯﻣﺎﻥ ﺍﺯ‬ ‫ﺧﻮﺍﻫﻨﺪ ﺑﻮﺩ ﮐﻪ ﺑﺎ ﺍﺳﺎﺱ ﺗﻔﺎﻭﺕﻫﺎﯼ ﻓﺮﺩﯼ ﺁﺷﻨﺎ ﺑﺎﺷﻨﺪ‬ ‫ﺑﻨﺎﺑﺮﺍﻳﻦ‪ ،‬ﻣﺪﻳﺮﺍﻥ ﺑﺎ ﺗﺠﺮﺑﻪ ﻣﯽﺩﺍﻧﻨﺪ ﮐﻪ ﺑﻴﻦ ﮐﺎﺭﮐﻨﺎﻥ‬
‫ﻧﻈﺮ ﻭﻳﮋﮔﯽﻫﺎﯼ ﺷﺨﺼﻴﺘﯽ ﻣﻮﺭﺩ ﺑﺤﺚ ﻭ ﺑﺮﺭﺳﯽ ﻗﺮﺍﺭ‬ ‫ﻭ ﺩﺭ ﻫﻤﻪ ﻣﺮﺍﺣﻞ ﺍﻧﺘﺨﺎﺏ‪ ،‬ﺍﺳﺘﺨﺪﺍﻡ‪ ،‬ﺁﻣﻮﺯﺵ‪ ،‬ﺍﺭﺯﻳﺎﺑﯽ‬ ‫ﺗﺤﺖ ﻧﻈﺎﺭﺕ ﺁﻧﻬﺎ ﺗﻔﺎﻭﺕ ﻭﺟﻮﺩ ﺩﺍﺭﺩ‪ .‬ﻫﺮﭼﻪ ﺁﮔﺎﻫﻲ‬
‫ﮔﺮﻓﺖ ﺗﺎ ﻣﺪﻳﺮﺍﻥ ﺳﺎﺯﻣﺎﻥﻫﺎ ﺑﺘﻮﺍﻧﻨﺪ ﺍﺯ ﺗﻮﺍﻧﻤﻨﺪﯼﻫﺎﯼ‬ ‫ﻋﻤﻠﮑﺮﺩ ﻭ ﺑﻪﮐﺎﺭﮔﻴﺮﯼ ﺍﺛﺮﺑﺨﺶ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﯽ ﻭﺍﺣﺪ‬ ‫ﻣﺪﻳﺮﺍﻥ ﺍﺯ ﺗﻨﻮﻉ ﻭ ﮔﻮﻧﺎﮔﻮﻧﯽ ﺍﻳﻦ ﺗﻔﺎﻭﺕﻫﺎ ﻭ ﺍﺳﺎﺱ‬
‫ﻣﺘﻔﺎﻭﺕ ﮐﺎﺭﮐﻨﺎﻥ ﺑﻴﺸﺘﺮ ﺑﻬﺮﻩ ﺑﺒﺮﻧﺪ ﻭ ﺩﺭ ﺭﺍﺳﺘﺎﯼ ﺍﻫﺪﺍﻑ‬ ‫ﻣﺤﻞ ﮐﺎﺭ ﺧﻮﺩ‪ ،‬ﺍﺯ ﺍﻳﻦ ﻳﺎﻓﺘﻪﻫﺎﯼ ﻋﻠﻤﯽ ﺑﻬﺮﻩ ﮔﻴﺮﻧﺪ ﻭ‬ ‫ﺁﻥ ﺑﻴﺸﺘﺮ ﺑﺎﺷﺪ‪ ،‬ﺍﺣﺘﻤﺎﻝ ﺍﻳﻨﮑﻪ ﺑﺘﻮﺍﻧﻨﺪ ﺗﻼﺵﻫﺎﯼ ﺍﻓﺮﺍﺩ‬
‫ﺳﺎﺯﻣﺎﻥﻫﺎ ﺣﺮﮐﺖ ﻧﻤﺎﻳﻨﺪ‪.‬‬ ‫ﺑﻪ ﭘﻴﺶﺑﻴﻨﻲ ﺭﻓﺘﺎﺭ ﺍﻓﺮﺍﺩ ﺑﭙﺮﺩﺍﺯﻧﺪ‪.‬‬ ‫ﺗﺤﺖ ﻧﻈﺎﺭﺕ ﺧﻮﺩ ﺭﺍ ﺩﺭ ﺟﻬﺖ ﺩﺳﺘﻴﺎﺑﯽ ﺑﻪ ﻫﺪﻑﻫﺎﯼ‬

‫ﻣﻨﺎﺑﻊ‬
‫‪-١‬ﺍﺷﺮﻑ‪ ،‬ﮔﻴﺘﯽ‪ ،‬ﻫﺴﺘﻪ ﮐﻨﺘﺮﻝ‪ ،‬ﻓﺼﻠﻨﺎﻣﻪ ﻣﺪﻳﺮﻳﺖ ﺩﺭ ﺁﻣﻮﺯﺵ ﻭ ﭘﺮﻭﺭﺵ‪ ،‬ﺷﻤﺎﺭﻩ ﻣﺴﻠﺴﻞ ‪ ،٢٥‬ﺩﻭﺭﻩ ﻫﻔﺘﻢ‪ ،‬ﺑﻬﺎﺭ‪١٣٧٩‬‬
‫‪-٢‬ﺑﺮﺍﻧﺪﻥ‪ ،‬ﻧﺎﺗﺎﺋﻴﻞ‪ ،‬ﺭﻭﺍﻥ ﺷﻨﺎﺳﯽ ﻋﺰﺕ ﻧﻔﺲ‪ ،‬ﺗﺮﺟﻤﻪ ﻣﻬﺪﯼ ﻗﺮﺍﭼﻪ ﺩﺍﻏﯽ‪ ،‬ﭼﺎﭖ ﭼﻬﺎﺭﻡ‪ ،‬ﺗﻬﺮﺍﻥ‪ ،‬ﻧﺸﺮ ﻧﺨﺴﺘﻴﻦ‪١٣٨٤ ،‬‬
‫‪-٣‬ﺣﻘﻴﻘﯽ‪ ،‬ﻣﺤﻤﺪﻋﻠﯽ ﻭ ﺩﻳﮕﺮﺍﻥ‪ ،‬ﻣﺪﻳﺮﻳﺖ ﺭﻓﺘﺎﺭ ﺳﺎﺯﻣﺎﻧﯽ‪ ،‬ﭼﺎﭖ ﭼﻬﺎﺭﻡ‪ ،‬ﺗﻬﺮﺍﻥ‪ ،‬ﺍﻧﺘﺸﺎﺭﺍﺕ ﺗﺮﻣﻪ‪١٣٨٤ ،‬‬
‫‪-٤‬ﺭﺍﺑﻴﻨﺰ‪ ،‬ﺍﺳﺘﻴﻔﻦ ﭘﯽ‪ ،‬ﻣﺒﺎﻧﯽ ﺭﻓﺘﺎﺭ ﺳﺎﺯﻣﺎﻧﯽ‪ ،‬ﺗﺮﺟﻤﻪ ﺩﮐﺘﺮﻗﺎﺳﻢ ﮐﺒﻴﺮﯼ‪ ،‬ﭼﺎﭖ ﺩﻭﻡ ﺗﻬﺮﺍﻥ‪ ،‬ﺍﻧﺘﺸﺎﺭﺍﺕ ﺩﺍﻧﺸﮕﺎﻩ ﺁﺯﺍﺩ ﺍﺳﻼﻣﯽ‪١٣٧٣ ،‬‬
‫‪-٥‬ﺭﺍﺑﻴﻨﺰ‪ ،‬ﺍﺳﺘﻴﻔﻦ ﭘﯽ‪ ،‬ﺩﯼ ﺳﻨﺰﻭ‪ ،‬ﺩﻳﻮﻳﺪﺍﯼ‪ ،‬ﻣﺒﺎﻧﯽ ﻣﺪﻳﺮﻳﺖ‪ ،‬ﺗﺮﺟﻤﻪ ﺍﻋﺮﺍﺑﯽ‪ ،‬ﺭﺣﻴﻤﯽ‪ ،‬ﺍﺳﺮﺍﺭﯼ ﺍﺭﺷﺎﺩ‪ ،‬ﭼﺎﭖ ﺍﻭﻝ‪ ،‬ﺗﻬﺮﺍﻥ‪ ،‬ﺩﻓﺘﺮ ﭘﮋﻭﻫﺶﻫﺎﯼ ﻓﺮﻫﻨﮕﯽ‪١٣٨٣ ،‬‬
‫‪ -٦‬ﺭﺍﺑﻴﻨﺰ‪ ،‬ﺍﺳﺘﻴﻔﻦ ﭘﯽ‪ ،‬ﺭﻓﺘﺎﺭ ﺳﺎﺯﻣﺎﻧﯽ‪ ،‬ﻣﻔﺎﻫﻴﻢ‪ ،‬ﻧﻈﺮﻳﻪﻫﺎ ﻭ ﮐﺎﺭﺑﺮﺩﻫﺎ‪ ،‬ﺗﺮﺟﻤﻪ ﭘﺎﺭﺳﺎﺋﻴﺎﻥ ﻭ ﺍﻋﺮﺍﺑﯽ‪ ،‬ﺟﻠﺪ ﺍﻭﻝ‪ ،‬ﭼﺎﭖ ﭘﻨﺠﻢ‪ ،‬ﺗﻬﺮﺍﻥ‪ ،‬ﺩﻓﺘﺮ ﭘﮋﻭﻫﺶﻫﺎﯼ ﻓﺮﻫﻨﮕﯽ‪١٣٨٣ ،‬‬
‫‪ -٧‬ﺭﺿﺎﺋﻴﺎﻥ‪ ،‬ﻋﻠﯽ‪ ،‬ﻣﺒﺎﻧﯽ ﻣﺪﻳﺮﻳﺖ ﺭﻓﺘﺎﺭ ﺳﺎﺯﻣﺎﻧﯽ‪ ،‬ﭼﺎﭖ ﺳﻮﻡ‪ ،‬ﺗﻬﺮﺍﻥ‪ ،‬ﺍﻧﺘﺸﺎﺭﺍﺕ ﻓﺮﻫﻨﮓ ﻭ ﺍﺭﺷﺎﺩ ﺍﺳﻼﻣﯽ‪١٣٨١ ،‬‬
‫‪ -٨‬ﺯﻣﺎﻧﯽ‪ ،‬ﺁﺯﺍﺩﻩ‪ ،‬ﻋﺰﺕ ﻧﻔﺲ ﻣﻌﻴﺎﺭ ﺍﻧﺘﺨﺎﺏ ﺑﻬﺘﺮﻳﻦ‪ ،‬ﻓﺼﻠﻨﺎﻣﻪ ﺩﺍﻧﺶ ﻣﺪﻳﺮﻳﺖ ﺳﺎﺯﻣﺎﻧﯽ )ﻭﻳﺰﻩ ﺍﻧﺘﺨﺎﺏ ﻣﺪﻳﺮ(‪ ،‬ﺷﻤﺎﺭﻩ ‪١٣٨٤ ،١٠‬‬
‫‪ -٩‬ﺳﺎﻋﺘﭽﯽ‪ ،‬ﻣﺤﻤﻮﺩ‪ ،‬ﺭﻭﺍﻧﺸﻨﺎﺳﯽ ﮐﺎﺭﺑﺮﺩﯼ ﺑﺮﺍﯼ ﻣﺪﻳﺮﺍﻥ ﺩﺭ ﺧﺎﻧﻪ‪ ،‬ﻣﺪﺭﺳﻪ ﻭ ﺳﺎﺯﻣﺎﻥ )ﺑﺎ ﺗﺎﮐﻴﺪ ﺑﺮ ﻣﺒﺎﺣﺚ ﺭﻭﺍﻥ ﺷﻨﺎﺳﯽ ﺻﻨﻌﺘﯽ ﻭ ﺑﺎﻟﻴﻨﯽ( ﭼﺎﭖ ﺩﻭﻡ‪ ،‬ﺗﻬﺮﺍﻥ‪ ،‬ﻣﻮﺳﺴﻪ‬
‫ﻧﺸﺮ ﻭ ﻭﻳﺮﺍﻳﺶ‪١٣٧٥ ،‬‬
‫‪ -١٠‬ﺳﺎﻋﺘﭽﯽ‪ ،‬ﻣﺤﻤﻮﺩ‪ ،‬ﺭﻭﺍﻧﺸﻨﺎﺳﯽ ﮐﺎﺭ )ﮐﺎﺭﺑﺮﺩ ﺭﻭﺍﻧﺸﻨﺎﺳﯽ ﺩﺭ ﮐﺎﺭ‪ ،‬ﺳﺎﺯﻣﺎﻥ ﻭ ﻣﺪﻳﺮﻳﺖ(‪ ،‬ﭼﺎﭖ ﺑﻨﺠﻢ‪ ،‬ﺗﻬﺮﺍﻥ‪ ،‬ﻧﺸﺮ ﻭﻳﺮﺍﻳﺶ‪١٣٨٣ ،‬‬
‫‪ -١١‬ﺳﺘﻮﺩﻩ‪ ،‬ﻫﺪﺍﻳﺖ ﺍ‪ ،...‬ﺭﻭﺍﻥ ﺷﻨﺎﺳﯽ ﺍﺟﺘﻤﺎﻋﯽ‪ ،‬ﭼﺎﭖ ﭼﻬﺎﺭﻡ‪ ،‬ﺗﻬﺮﺍﻥ‪ ،‬ﺍﻧﺘﺸﺎﺭﺍﺕ ﺳﺎﺭﻧﮓ‪١٣٧٨ ،‬‬
‫‪ -١٢‬ﺳﻠﻄﺎﻧﯽ‪ ،‬ﺍﻳﺮﺝ ﻭ ﺭﻭﺣﺎﻧﯽ‪ ،‬ﻋﺒﺎﺱ‪ ،‬ﻣﺪﻳﺮﻳﺖ ﺑﺮ ﺗﻔﺎﻭﺕﻫﺎﯼ ﻓﺮﺩﯼ ﮐﺎﺭﮐﻨﺎﻥ‪ ،‬ﻧﺸﺮﻳﻪ ﻋﻠﻤﯽ‪ ،‬ﭘﮋﻭﻫﺸﯽ‪ ،‬ﺍﻃﻼﻉ ﺭﺳﺎﻧﯽ ﻣﺪﻳﺮﻳﺖ‪ ،‬ﺷﻤﺎﺭﻩ ‪ ٦٨‬ﻭ ‪ ،٦٧‬ﺳﺎﻝ ﺩﻭﺍﺯﺩﻫﻢ‪ ،‬ﺁﺫﺭ ﻭ‬
‫ﺩﯼ ‪١٣٨١‬‬
‫‪ -١٣‬ﺷﺎﻣﻠﻮ‪ ،‬ﺳﻌﻴﺪ‪ ،‬ﻣﮑﺘﺐﻫﺎ ﻭ ﻧﻈﺮﻳﻪﻫﺎ ﻭ ﺭﻭﺍﻥ ﺷﻨﺎﺳﯽ ﺷﺨﺼﻴﺖ‪ ،‬ﭼﺎﭖ ﭘﻨﺠﻢ‪ ،‬ﺗﻬﺮﺍﻥ‪ ،‬ﺍﻧﺘﺸﺎﺭﺍﺕ ﺭﺷﺪ‪١٣٧٤ ،‬‬
‫‪ -١٤‬ﺷﻌﺎﺭﯼ ﻧﮋﺍﺩ‪ ،‬ﻋﻠﯽ ﺍﮐﺒﺮ‪ ،‬ﻧﮕﺎﻩ ﻧﻮ ﺑﻪ ﺭﻭﺍﻧﺸﻨﺎﺳﯽ ﺍﻧﺴﺎﻥ ﺳﺎﻟﻢ )ﺳﻔﺮﯼ ﮐﻮﺗﺎﻩ ﺩﺭ ﺷﺨﺼﻴﺖ ﺍﻧﺴﺎﻥ(‪ ،‬ﭼﺎﭖ ﺍﻭﻝ‪ ،‬ﺗﻬﺮﺍﻥ‪ ،‬ﺍﻧﺘﺸﺎﺭﺍﺕ ﺍﻃﻼﻋﺎﺕ‪١٣٨٥ ،‬‬
‫‪ -١٥‬ﻋﺎﻗﻞ‪ ،‬ﻓﺎﺧﺮ‪ ،‬ﻓﺮﻫﻨﮓ ﻟﻐﺎﺕ ﻭ ﺍﺻﻄﻼﺣﺎﺕ ﺭﻭﺍﻧﺸﻨﺎﺳﯽ‪ ،‬ﺗﺮﺟﻤﻪ ﺩﮐﺘﺮ ﻋﺒﺪﺍﻟﻤﻬﺪﯼ ﻳﺎﺩﮔﺎﺭﯼ‪ ،‬ﭼﺎﭖ ﺍﻭﻝ‪ ،‬ﺗﻬﺮﺍﻥ‪ ،‬ﺍﻧﺘﺸﺎﺭﺍﺕ ﻃﻠﻮﻉ ﺁﺯﺍﺩﯼ‪١٣٦٨ ،‬‬
‫‪ -١٦‬ﻋﻠﻮﯼ‪ ،‬ﺳﻴﺪﺍﻣﻴﻦ ﺍ‪ ،...‬ﺭﻭﺍﻧﺸﻨﺎﺳﯽ ﻣﺪﻳﺮﻳﺖ ﻭ ﺳﺎﺯﻣﺎﻥ )ﺭﻓﺘﺎﺭ ﺳﺎﺯﻣﺎﻧﯽ(‪ ،‬ﭼﺎﭖ ﺩﻭﻡ‪ ،‬ﺗﻬﺮﺍﻥ‪ ،‬ﺍﻧﺘﺸﺎﺭﺍﺕ ﻣﺮﮐﺰ ﺁﻣﻮﺯﺵ ﻣﺪﻳﺮﻳﺖ ﺩﻭﻟﺘﯽ‪١٣٧٤ ،‬‬
‫‪ -١٧‬ﻏﻔﺎﺭﯼ‪ ،‬ﻣﺴﻌﻮﺩ‪ ،‬ﺑﻨﻴﺎﺩ ﺷﻨﺎﺳﯽ ﺭﻓﺘﺎﺭ‪ ،‬ﺗﻬﺮﺍﻥ‪ ،‬ﺍﻧﺘﺸﺎﺭﺍﺕ ﻣﺮﮐﺰ ﺁﻣﻮﺯﺵ ﻭ ﭘﮋﻭﻫﺶ ﺯﻧﺪﺍﻥﻫﺎ‪١٣٧٦ ،‬‬
‫‪ -١٨‬ﻓﺘﺤﯽ ﺁﺷﺘﻴﺎﻧﯽ‪ ،‬ﻋﻠﯽ‪ ،‬ﻣﻘﺪﻣﻪﺍﯼ ﺑﺮ ﺭﻭﺍﻧﺸﻨﺎﺳﯽ ﺳﻴﺎﺳﯽ‪ ،‬ﭼﺎﭖ ﺍﻭﻝ‪ ،‬ﺗﻬﺮﺍﻥ‪ ،‬ﺍﻧﺘﺸﺎﺭﺍﺕ ﺑﻌﺜﺖ‪ ،‬ﺯﻣﺴﺘﺎﻥ ‪١٣٧٧‬‬
‫‪ -١٩‬ﻣﺤﻤﺪﺯﺍﺩﻩ‪ ،‬ﻋﺒﺎﺱ ﻭ ﻣﻬﺮﻭﮊﺍﻥ‪ ،‬ﺁﺭﻣﻦ‪ ،‬ﺭﻓﺘﺎﺭ ﺳﺎﺯﻣﺎﻧﯽ‪ ،‬ﻧﮕﺮﺵ ﺍﻗﺘﻀﺎﻳﯽ‪ ،‬ﭼﺎﭖ ﺍﻭﻝ‪ ،‬ﺗﻬﺮﺍﻥ‪ ،‬ﺍﻧﺘﺸﺎﺭﺍﺕ ﺩﺍﻧﺸﮕﺎﻩ ﻋﻼﻣﻪ ﻃﺒﺎﻃﺒﺎﻳﯽ‪١٣٧٥ ،‬‬
‫‪20. Saved from www.Jkdunlimited.com/off 13.htm. Richardson,Burton:(2000),»Locus of control». 20‬‬
‫‪21.Santo,susan.A:(2005), « Locus of control»,university of south dacota . saved from:www.usd.edu/~ssanto/styles.htmi.‬‬
‫‪22. Tett,Robert P.Douglas N.Jacksen,and Rothstein Mitchell ,personality measures as predictors of job performance:A meta-Analyt-‬‬
‫‪ic Review ,personel psychology.Winter 1991‬‬

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‫ﺳﺎﻝ ﭼﻬﺎﺭﻡ‪ /‬ﺷﻤﺎﺭﻩ ﭼﻬﺎﺭﺩﻫﻢ‬
‫ﺧــﺮﺩﺍﺩ ‪١٣٨٩‬‬