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‫ﲢﻠﻴﻞ ﺍﻷﺳﺲ ﺍﻟﻨﻈﺮﻳﺔ ﳌﻔﻬﻮﻡ ﺍﻷﺩﺍﺀ‬
‫ﳎﻠﺔ ﺍﻟﺒﺎﺣﺚ ‪ -‬ﻋﺪﺩ ‪2010 - 2009 / 07‬‬
‫ﺃ‪.‬ﺩ‪ /‬ﺍﻟﺸﻴﺦ ﺍﻟﺪﺍﻭﻱ‪ ،‬ﺟﺎﻣﻌﺔ ﺍﳉﺰﺍﺋﺮ‬
‫ﻧﻈﺮﺍ ﳌﺎ ﻳﻜﺘﺴﻴﻪ ﻣﻦ ﺃﳘﻴﺔ ﳌﻨﻈﻤﺎﺕ ﺍﻷﻋﻤﺎﻝ؛ ﻟﺬﺍ ﻳﻬﺪﻑ ﻫﺬﺍ‬
‫ﻣﻠﺨﺺ ‪ :‬ﻳﻌﺘﱪ ﻣﻔﻬﻮﻡ ﺍﻷﺩﺍﺀ ﻣﻦ ﺍﳌﻔﺎﻫﻴﻢ ﻭﺍﺳﻌﺔ ﺍﻻﻧﺘﺸﺎﺭ ﰲ ﺍﻟﻌﻠﻮﻡ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ﻭﻋﻠﻮﻡ ﺍﻟﺘﺴﻴﲑ ﹰ‬
‫ﺍﳌﻘﺎﻝ ﺇﱃ ﲢﻠﻴﻞ ﺍﳌﻀﺎﻣﲔ ﺍﻟﻨﻈﺮﻳﺔ ﳍﺬﺍ ﺍﳌﻔﻬﻮﻡ ﺍﳍﺎﻡ ﻣﻦ ﺧﻼﻝ ﺗﺴﻠﻴﻂ ﺍﻟﻀﻮﺀ ﻋﻠﻰ ﻭﺟﻬﺎﺕ ﻧﻈﺮ ﻣﻔﻜﺮﻱ ﺍﻟﺘﺴﻴﲑ ﻓﻴﻤﺎ ﳜﺺ ﲢﺪﻳﺪ ﻣﺎﻫﻴﺘﻪ‪ ،‬ﺃﺑﻌﺎﺩﻩ‪ ،‬ﻣﻜﻮﻧﺎﺗﻪ‪،‬‬
‫ﻭﻣﺆﺷﺮﺍﺕ ﻗﻴﺎﺳﻪ‪ ،‬ﺃﻱ ﺗﺘﺒﻊ ﺗﻄﻮﺭ ﹸﺃﺳﺴﻪ ﺍﻟﻨﻈﺮﻳﺔ‪.‬‬
‫ﺍﻟﻜﻠﻤﺎﺕ ﺍﳌﻔﺘﺎﺡ ‪ :‬ﺍﻷﺩﺍﺀ‪ ،‬ﺍﻟﻔﻌﺎﻟﻴﺔ‪ ،‬ﺍﻟﻜﻔﺎﺀﺓ‪ ،‬ﺇﺩﺍﺭﺓ ﺍﻷﺩﺍﺀ‪ ،‬ﺑﻄﺎﻗﺔ ﺍﻷﺩﺍﺀ ﺍﳌﺘﻮﺍﺯﻧﺔ‪ ،‬ﻟﻮﺣﺔ ﺍﻟﻘﻴﺎﺩﺓ‪.‬‬
‫ﲤﻬﻴﺪ ‪ :‬ﳛﻈﻰ ﻣﻔﻬﻮﻡ ﺍﻷﺩﺍﺀ ﺑﺄﳘﻴﺔ ﻛﱪﻯ ﰲ ﺗﺴﻴﲑ ﺍﳌﺆﺳﺴﺎﺕ‪ ،‬ﻟﺬﺍ ﻧﺎﻝ ﻭﻻ ﻳﺰﺍﻝ ﺍﻻﻫﺘﻤﺎﻡ ﺍﳌﺘﺰﺍﻳﺪ ﻣﻦ ﻃﺮﻑ ﺍﻟﺒﺎﺣﺜﲔ ﻭﺍﳌﻔﻜﺮﻳﻦ‬
‫ﻭﺍﳌﻤﺎﺭﺳﲔ ﰲ ﳎﺎﻝ ﺍﻹﺩﺍﺭﺓ ﻭﺍﻟﺘﺴﻴﲑ‪ ،‬ﻭﻫﺬﺍ ﻣﻦ ﻣﻨﻄﻠﻖ ﺃﻥ ﺍﻷﺩﺍﺀ ﳝﺜﻞ ﺍﻟﺪﺍﻓﻊ ﺍﻷﺳﺎﺳﻲ ﻟﻮﺟﻮﺩ ﺃﻳﺔ ﻣﺆﺳﺴﺔ ﻣﻦ ﻋﺪﻣﻪ‪ ،‬ﻛﻤﺎ ﻳﻌﺘﱪ ﺍﻟﻌﺎﻣﻞ‬
‫ﺍﻷﻛﺜﺮ ﺇﺳﻬﺎﻣﺎ ﰲ ﲢﻘﻴﻖ ﻫﺪﻓﻬﺎ ﺍﻟﺮﺋﻴﺲ ﺃﻻ ﻭﻫﻮ ﺍﻟﺒﻘﺎﺀ ﻭﺍﻻﺳﺘﻤﺮﺍﺭﻳﺔ‪.‬‬
‫ﻳﺘﺼﻒ ﺍﻷﺩﺍﺀ ﺑﻜﻮﻧﻪ ﻣﻔﻬﻮﻣﺎ ﻭﺍﺳﻌﺎ ﻭﻣﺘﻄﻮﺭﺍ‪ ،‬ﻛﻤﺎ ﺃﻥ ﳏﺘﻮﻳﺎﺗﻪ ﺗﺘﻤﻴﺰ ﺑﺎﻟﺪﻳﻨﺎﻣﻴﻜﻴﺔ ﻧﻈﺮﺍ ﻟﺘﻐﲑ ﻭﺗﻄﻮﺭ ﻣﻮﺍﻗﻒ ﻭﻇﺮﻭﻑ‬
‫ﺍﳌﺆﺳﺴﺎﺕ ﺑﺴﺒﺐ ﺗﻐﲑ ﻇﺮﻭﻑ ﻭﻋﻮﺍﻣﻞ ﺑﻴﺌﺘﻬﺎ ﺍﳋﺎﺭﺟﻴﺔ ﻭﺍﻟﺪﺍﺧﻠﻴﺔ ﻋﻠﻰ ﺣﺪ ﺍﻟﺴﻮﺍﺀ؛ ﻭﻣﻦ ﺟﻬﺔ ﺃﺧﺮﻯ ﻓﻘﺪ ﺃﺳﻬﻤﺖ ﻫﺬﻩ ﺍﻟﺪﻳﻨﺎﻣﻴﻜﻴﺔ ﰲ‬
‫ﺍﻟﻜﺘﺎﺏ ﻭﺍﻟﺪﺍﺭﺳﲔ ﰲ ﺣﻘﻞ ﺍﻟﺘﺴﻴﲑ ﻓﻴﻤﺎ ﳜﺺ ﺍﶈﺘﻮﻯ ﺍﻟﺘﻌﺮﻳﻔﻲ ﳌﻔﻬﻮﻡ ﺍﻷﺩﺍﺀ ﺭﻏﻢ ﻛﺜﺮﺓ ﺍﻟﺒﺤﻮﺙ ﻭﺍﻟﺪﺭﺍﺳﺎﺕ‬
‫ﻋﺪﻡ ﻭﺟﻮﺩ ﺍﺗﻔﺎﻕ ﺑﲔ ﹸ‪‬‬
‫ﺍﻟﱵ ﺗﻨﺎﻭﻟﺖ ﻫﺬﺍ ﺍﳌﻔﻬﻮﻡ؛ ﻭﻳﺮﺟﻊ ﺫﻟﻚ ﺇﱃ ﺍﺧﺘﻼﻑ ﺍﳌﻌﺎﻳﲑ ﻭﺍﳌﻘﺎﻳﻴﺲ ﺍﳌﻌﺘﻤﺪﺓ ﰲ ﺩﺭﺍﺳﺔ ﺍﻷﺩﺍﺀ ﻭﻗﻴﺎﺳﻪ ﻭﺍﳌﺘﺒﻨﺎﺓ ﻣﻦ ﻗﺒﻞ ﻛﻞ ﻛﺎﺗﺐ ﺃﻭ‬
‫ﻃﺎﺋﻔﺔ ﻣﻦ ﺍﻟﻜﹸﺘﺎﺏ‪.‬‬
‫ﻳﺸﲑ ﻣﻔﻬﻮﻡ ﺍﻷﺩﺍﺀ ﰲ ﻋﻤﻮﻣﻪ ﺇﱃ ﺫﻟﻚ ﺍﻟﻔﻌﻞ ﺍﻟﺬﻱ ﻳﻘﻮﺩ ﺇﱃ ﺇﳒﺎﺯ ﺍﻷﻋﻤﺎﻝ ﻛﻤﺎ ﳚﺐ ﺃﻥ ‪‬ﺗﻨﺠﺰ‪ ،‬ﻭﺍﻟﺬﻱ ﻳﺘﺼﻒ ﺑﺎﻟﺸﻤﻮﻟﻴﺔ‬
‫ﻭﺍﻻﺳﺘﻤﺮﺍﺭ؛ ﻭﻣﻦ ﰒ ﻓﻬﻮ ‪‬ﺬﺍ ﺍﳌﻌﲎ ﻳﻌﺘﱪ ﺍﶈﺪﺩ ﻟﻨﺠﺎﺡ ﺍﳌﺆﺳﺴﺔ ﻭﺑﻘﺎﺋﻬﺎ ﰲ ﺃﺳﻮﺍﻗﻬﺎ ﺍﳌﺴﺘﻬﺪﻓﺔ‪ ،‬ﻛﻤﺎ ﻳﻌﻜﺲ ﰲ ﺍﻟﻮﻗﺖ ﻧﻔﺴﻪ ﻣﺪﻯ ﻗﺪﺭﺓ‬
‫ﺍﳌﺆﺳﺴﺔ ﻋﻠﻰ ﺍﻟﺘﻜﻴﻒ ﻣﻊ ﺑﻴﺌﺘﻬﺎ‪ ،‬ﺃﻭ ﻓﺸﻠﻬﺎ ﰲ ﲢﻘﻴﻖ ﺍﻟﺘﺄﻗﻠﻢ ﺍﳌﻄﻠﻮﺏ؛ ﻛﻤﺎ ﲡﺪﺭ ﺍﻹﺷﺎﺭﺓ ﺇﱃ ﺃﻥ ﻣﻔﻬﻮﻡ ﺍﻷﺩﺍﺀ ﻳﻘﺘﺮﻥ ﲟﺼﻄﻠﺤﲔ ﻫﺎﻣﲔ‬
‫ﰲ ﺍﻟﺘﺴﻴﲑ‪ ،‬ﳘﺎ ﺍﻟﻜﻔﺎﺀﺓ ﻭﺍﻟﻔﻌﺎﻟﻴﺔ‪.‬‬
‫ﺍﻟﺴﺆﺍﻝ ﺍﳉﻮﻫﺮﻱ ﰲ ﻫﺬﺍ ﺍﳌﻘﺎﻝ ﻳﺘﻤﺜﻞ ﰲ‪ :‬ﻫﻞ ﳝﻜﻦ ﲢﺪﻳﺪ ﻣﺎﻫﻴﺔ ﻣﻔﻬﻮﻡ ﺍﻷﺩﺍﺀ ﰲ ﻇﻞ ﺍﻟﺘﺒﺎﻳﻦ ﺑﲔ ﻭﺟﻬﺎﺕ ﻧﻈﺮ ﺍﳌﻔﻜﺮﻳﻦ‬
‫ﻭﺍﻟﺒﺎﺣﺜﲔ ﰲ ﺣﻘﻞ ﻋﻠﻮﻡ ﺍﻟﺘﺴﻴﲑ؟‬
‫ﺳﻨﺤﺎﻭﻝ ﺍﻹﺟﺎﺑﺔ ﻋﻦ ﻫﺬﺍ ﺍﻟﺴﺆﺍﻝ ﻣﻦ ﺧﻼﻝ ﺍﻟﻌﻨﺎﺻﺮ ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬
‫‪ -1‬ﳏﺎﻭﻟﺔ ﲢﺪﻳﺪ ﻣﺎﻫﻴﺔ ﺍﻷﺩﺍﺀ‪.‬‬
‫ﻳﻌﺘﱪ ﻣﻔﻬﻮﻡ ﺍﻷﺩﺍﺀ ﻣﻦ ﺃﻛﺜﺮ ﺍﳌﻔﺎﻫﻴﻢ ﺷﻴﻮﻋﺎ ﻭﺍﺳﺘﻌﻤﺎﻻ ﰲ ﺣﻘﻞ ﺍﻗﺘﺼﺎﺩ ﻭﺗﺴﻴﲑ ﺍﳌﺆﺳﺴﺎﺕ‪ ،‬ﺣﻴﺚ ﺣﻈﻲ ﺑﺎﻫﺘﻤﺎﻡ ﻭﺍﺳﻊ ﻣﻦ ﻗﺒﻞ ﺍﻟﺒﺎﺣﺜﲔ‬
‫ﻭﺍﳌﻔﻜﺮﻳﻦ ﺧﺎﺻﺔ ﰲ ﻋﻠﻢ ﺍﻻﻗﺘﺼﺎﺩ‪.‬‬
‫‪ 1-1‬ﺗﻌﺮﻳﻒ ﺃﺩﺍﺀ ﺍﳌﺆﺳﺴﺔ ‪ :‬ﻻ ﻳﻮﺟﺪ ﺍﺗﻔﺎﻕ ﺑﲔ ﺍﻟﺒﺎﺣﺜﲔ ﺑﺎﻟﻨﺴﺒﺔ ﻟﺘﻌﺮﻳﻒ ﻣﺼﻄﻠﺢ ﺍﻷﺩﺍﺀ‪ ،‬ﻭﻳﺮﺟﻊ ﻫﺬﺍ ﺍﻻﺧﺘﻼﻑ ﺇﱃ ﺗﺒﺎﻳﻦ ﻭﺟﻬﺎﺕ‬
‫ﺍﻟﻜﺘﺎﺏ ﺃﻋﺘﻤﺪ‬
‫ﻭﺍﻟﻜﺘﺎﺏ ﰲ ﻫﺬﺍ ﺍ‪‬ﺎﻝ‪ ،‬ﻭﺍﺧﺘﻼﻑ ﺃﻫﺪﺍﻓﻬﻢ ﺍﳌﺘﻮﺧﺎﺓ ﻣﻦ ﺻﻴﺎﻏﺔ ﺗﻌﺮﻳﻒ ﳏﺪﺩ ﳍﺬﺍ ﺍﳌﺼﻄﻠﺢ‪ ،‬ﻓﻔﺮﻳﻖ ﻣﻦ ‪‬‬
‫ﻧﻈﺮ ﺍﳌﻔﻜﺮﻳﻦ ‪‬‬
‫ﻋﻠﻰ ﺍﳉﻮﺍﻧﺐ ﺍﻟﻜﻤﻴﺔ) ﺃﻱ ﺗﻔﻀﻴﻞ ﺍﻟﻮﺳﺎﺋﻞ ﺍﻟﺘﻘﻨﻴﺔ ﰲ ﺍﻟﺘﺤﻠﻴﻞ( ﰲ ﺻﻴﺎﻏﺔ ﺗﻌﺮﻳﻔﻪ ﻟﻸﺩﺍﺀ‪ ،‬ﺑﻴﻨﻤﺎ ﺫﻫﺐ ﻓﺮﻳﻖ ﺃﺧﺮ ﺇﱃ ﺍﻋﺘﺒﺎﺭ ﺍﻷﺩﺍﺀ ﻣﺼﻄﻠﺢ‬
‫ﻳﺘﻀﻤﻦ ﺃﺑﻌﺎﺩﺍ ﺗﻨﻈﻴﻤﻴﺔ ﻭﺍﺟﺘﻤﺎﻋﻴﺔ ﻓﻀﻼ ﻋﻦ ﺍﳉﻮﺍﻧﺐ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‪ ،‬ﻭﻣﻦ ﰒ ﻻ ﳚﺐ ﺍﻻﻗﺘﺼﺎﺭ ﻋﻠﻰ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﻨﺴﺐ ﻭﺍﻷﺭﻗﺎﻡ ﻓﻘﻂ ﰲ‬
‫ﺑﺪﺍﻳﺔ ﺇﱃ ﺃﻥ ﺍﻻﺷﺘﻘﺎﻕ ﺍﻟﻠﻐﻮﻱ ﳌﺼﻄﻠﺢ ﺍﻷﺩﺍﺀ ﻣﺴﺘﻤﺪ ﻣﻦ ﺍﻟﻜﻠﻤﺔ ﺍﻻﳒﻠﻴﺰﻳﺔ )‪(To Perform‬‬
‫ﺍﻟﺘﻌﺒﲑ ﻋﻦ ﻫﺬﺍ ﺍﳌﺼﻄﻠﺢ‪ .‬ﻭﲡﺪﺭ ﺍﻹﺷﺎﺭﺓ ﹰ‬
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‫ﺃﺷﺘﻘﺖ‪ ‬ﻫﺬﻩ ﺍﻟﻜﻠﻤﺔ ﺑﺪﻭﺭﻫﺎ ﻣﻦ ﺍﻟﻠﻐﺔ ﺍﻟﻼﺗﻴﻨﻴﺔ )‪ ، (Performer‬ﻭﺍﻟﺬﻱ ﻳﻌﲏ ﺗﻨﻔﻴﺬ ﻣﻬﻤﺔ ﺃﻭ ﺗﺄﺩﻳﺔ ﻋﻤﻞ‪.‬‬
‫‪ ،‬ﻭﻗﺪ ﹸ ‪‬‬
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‫ﲢﻠﻴﻞ ﺍﻷﺳﺲ ﺍﻟﻨﻈﺮﻳﺔ ﳌﻔﻬﻮﻡ ﺍﻷﺩﺍﺀ‬
‫__________ _________________________________________________________________________________________ __________________________________‬
‫ﺍﻟﻜﺘﺎﺏ ﻭﺍﻟﺒﺎﺣﺜﲔ ﰲ ﺣﻘﻞ ﺍﻻﻗﺘﺼﺎﺩ ﻭﺍﻟﺘﺴﻴﲑ ﺑﺎﻟﻨﺴﺒﺔ ﻟﺘﻌﺮﻳﻒ ﻣﺼﻄﻠﺢ ﺍﻷﺩﺍﺀ‪،‬‬
‫ﻭﻻ ﻳﺴﻌﻨﺎ ﰲ ﻫﺬﺍ ﺍ‪‬ﺎﻝ ﻋﺮﺽ ﻭﲢﻠﻴﻞ ﺇﺳﻬﺎﻣﺎﺕ ﻛﻞ ﹸ‬
‫ﻳﺤﺘﻢ ﻋﻠﻴﻨﺎ ﺍﻻﻗﺘﺼﺎﺭ ﻋﻠﻰ ﺗﻘﺪﱘ ﳎﻤﻮﻋﺔ ﳏﺪﺩﺓ ﻣﻦ ﺍﻟﺘﻌﺎﺭﻳﻒ ﲟﺎ ﻳﻔﻲ ﺑﺎﻟﻐﺮﺽ ﻣﻦ ﺍﻟﺪﺭﺍﺳﺔ‪.‬‬
‫ﺍﻷﻣﺮ ﺍﻟﺬﻱ ‪ ‬‬
‫‪ -1.1.1‬ﺗﻌﺮﻳﻒ ﺍﻷﺩﺍﺀ ﺣﺴﺐ )‪ : (A.Kherakhem‬ﻣﻦ ﻭﺟﻬﺔ ﻧﻈﺮ ﻫﺬﺍ ﺍﻟﻜﺎﺗﺐ ﻓﺈﻥ ﺍﻷﺩﺍﺀ ﻳﺪﻝ ﻋﻠﻰ‪ ":‬ﺗﺄﺩﻳﺔ ﻋﻤﻞ ﺃﻭ ﺇﳒﺎﺯ ﻧﺸﺎﻁ‬
‫ﺃﻭ ﺗﻨﻔﻴﺬ ﻣﻬﻤﺔ‪ ،‬ﲟﻌﲎ ﺍﻟﻘﻴﺎﻡ ﺑﻔﻌﻞ ﻳﺴﺎﻋﺪ ﻋﻠﻰ ﺍﻟﻮﺻﻮﻝ ﺇﱃ ﺍﻷﻫﺪﺍﻑ ﺍﳌﺴﻄﺮﺓ"‪ 2.‬ﻧﻼﺣﻆ ﻣﻦ ﻫﺬﺍ ﺍﻟﺘﻌﺮﻳﻒ ﺃﻥ ﺍﻷﺩﺍﺀ ﻳﺘﺠﺴﺪ ﰲ ﺍﻟﻘﻴﺎﻡ‬
‫ﺑﺎﻷﻋﻤﺎﻝ ﻭﺍﻷﻧﺸﻄﺔ ﻭﺍﳌﻬﻤﺎﺕ ﲟﺎ ﳛﻘﻖ ﺍﻟﻮﺻﻮﻝ ﺇﱃ ﺍﻟﻐﺎﻳﺎﺕ ﻭﺍﻷﻫﺪﺍﻑ ﺍﳌﺮﺳﻮﻣﺔ ﻣﻦ ﻃﺮﻑ ﺇﺩﺍﺭﺓ ﺍﳌﺆﺳﺴﺔ‪.‬‬
‫‪ -2.1.1‬ﺗﻌﺮﻳﻒ ﺍﻷﺩﺍﺀ ﺣﺴﺐ )‪ : (D. Kaisergruber et J. handrieu‬ﻳﻌﱪ ﺍﻷﺩﺍﺀ ﺣﺴﺐ ﻫﺬﻳﻦ ﺍﻟﻜﺎﺗﺒﲔ ﻋﻦ‪ ":‬ﺇﺻﺪﺍﺭ ﺣﻜﻢ ﻋﻠﻰ‬
‫ﺍﻟﺸﺮﻋﻴﺔ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﻟﻨﺸﺎﻁ ﻣﻌﲔ"‪ 3.‬ﻧﺴﺘﻨﺘﺞ ﻣﻦ ﻫﺬﺍ ﺍﻟﺘﻌﺮﻳﻒ ﺃﻥ ﺍﻷﺩﺍﺀ ﻣﺮﺗﺒﻂ ﺑﻔﻌﻞ ﻭﻣﻌﺮﻓﺔ ﺍﺟﺘﻤﺎﻋﻴﺔ‪ ،‬ﲟﺎ ﻳﻘﻮﺩ ﺇﱃ ﺍﻛﺘﺴﺎﺏ ﹶﻗﺒﻮﻝ‬
‫ﺍﺟﺘﻤﺎﻋﻲ ﻟﻸﻧﺸﻄﺔ ﺍﻟﱵ ﺗﻘﻮﻡ ‪‬ﺎ ﺍﳌﺆﺳﺴﺔ ﺇﱃ ﺟﺎﻧﺐ ﺍﻟﺸﺮﻋﻴﺔ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‪.‬‬
‫‪ -3.1.1‬ﺗﻌﺮﻳﻒ ﺍﻷﺩﺍﺀ ﺣﺴﺐ )‪ : (Miller et Bromily‬ﻳﻨﻈﺮ ﻫﺬﺍﻥ ﺍﻟﻜﺎﺗﺒﺎﻥ ﺇﱃ ﺍﻷﺩﺍﺀ ﻋﻠﻰ ﺃﻧﻪ‪ ":‬ﺍﻧﻌﻜﺎﺱ ﻟﻜﻴﻔﻴﺔ ﺍﺳﺘﺨﺪﺍﻡ‬
‫ﺍﳌﺆﺳﺴﺔ ﻟﻠﻤﻮﺍﺭﺩ ﺍﳌﺎﻟﻴﺔ ﻭﺍﻟﺒﺸﺮﻳﺔ‪ ،‬ﻭﺍﺳﺘﻐﻼﳍﺎ ﺑﻜﻔﺎﺀﺓ ﻭﻓﻌﺎﻟﻴﺔ ﺑﺼﻮﺭﺓ ﲡﻌﻠﻬﺎ ﻗﺎﺩﺭﺓ ﻋﻠﻰ ﲢﻘﻴﻖ ﺃﻫﺪﺍﻓﻬﺎ"‪ 4.‬ﻧﻼﺣﻆ ﻣﻦ ﻫﺬﺍ ﺍﻟﺘﻌﺮﻳﻒ ﺃﻥ‬
‫ﺍﻷﺩﺍﺀ ﻫﻮ ﺣﺎﺻﻞ ﺗﻔﺎﻋﻞ ﻋﻨﺼﺮﻳﻦ ﺃﺳﺎﺳﻴﲔ ﳘﺎ ﺍﻟﻄﺮﻳﻘﺔ ﰲ ﺍﺳﺘﻌﻤﺎﻝ ﻣﻮﺍﺭﺩ ﺍﳌﺆﺳﺴﺔ‪ ،‬ﻭﻧﻘﺼﺪ ﺑﺬﻟﻚ ﻋﺎﻣﻞ ﺍﻟﻜﻔﺎﺀﺓ‪ ،‬ﻭﺍﻟﻨﺘﺎﺋﺞ) ﺍﻷﻫﺪﺍﻑ(‬
‫ﺍﶈﻘﻘﺔ ﻣﻦ ﺫﻟﻚ ﺍﻻﺳﺘﺨﺪﺍﻡ‪ ،‬ﻭﻧﻌﲏ ﺑﺬﻟﻚ ﻋﺎﻣﻞ ﺍﻟﻔﻌﺎﻟﻴﺔ‪ .‬ﺃﻳﻀﺎ ﳝﻜﻦ ﺃﻥ ﻧﺴﺘﺸﻒ ﻣﻦ ﺍﻟﺘﻌﺮﻳﻒ ﻧﻔﺴﻪ ﺃﻥ ﺃﳘﻴﺔ ﻫﺬﺍ ﺍﳌﻔﻬﻮﻡ ﺑﺎﻟﻨﺴﺒﺔ‬
‫ﳌﻨﻈﻤﺎﺕ ﻭﻣﺆﺳﺴﺎﺕ ﺍﻷﻋﻤﺎﻝ ﺗﻜﻤﻦ ﰲ ﺃﻥ ﺍﻷﺩﺍﺀ ‪‬ﻳﺴﺘﻌﻤﻞ ﻟﻠﺤﻜﻢ ﻋﻠﻰ ﻫﺬﻩ ﺍﳌﻨﻈﻤﺎﺕ ﻭﺍﳌﺆﺳﺴﺎﺕ ﻣﻦ ﺣﻴﺚ ﻗﺪﺭ‪‬ﺎ ﻋﻠﻰ ﲢﻘﻴﻖ‬
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‫ﺃﻫﺪﺍﻓﻬﺎ‪ ،‬ﻭﻣﺪﻯ ﺍﻟﺘﺰﺍﻣﻬﺎ ﺑﺎﻟﺮﺷﺎﺩﺓ ﰲ ﺍﻟﻮﺻﻮﻝ ﺇﱃ ﺫﻟﻚ) ﺃﻱ ﻣﺪﻯ ﻋﻘﻼﻧﻴﺔ ﺍﻟﻄﺮﻳﻘﺔ ﺍﳌﺘﺒﻌﺔ(‪.‬‬
‫‪ -4.1.1‬ﺗﻌﺮﻳﻒ ﺍﻷﺩﺍﺀ ﺣﺴﺐ )‪  : (Ph. LORRINO‬ﻳﻌﺘﱪ ﻫﺬﺍ ﺍﻟﻜﺎﺗﺐ ﺃﻥ ﺍﻷﺩﺍﺀ ﻳﺘﻤﺜﻞ ﰲ‪ ":‬ﺍﻟﻔﺮﻕ ﺑﲔ ﺍﻟﻘﻴﻤﺔ ﺍﳌﻘﺪﻣﺔ ﻟﻠﺴﻮﻕ )‪(V‬‬
‫ﻭﺗﺴﻬﻢ‬
‫ﻭﳎﻤﻮﻉ ﺍﻟﻘﻴﻢ ﺍﳌﺴﺘﻬﻠﻜﺔ )‪ ،(Ci‬ﻭﻫﻲ ﺗﻜﺎﻟﻴﻒ ﳐﺘﻠﻒ ﺍﻷﻧﺸﻄﺔ‪ ،‬ﻓﺒﻌﺾ ﺍﻟﻮﺣﺪﺍﺕ) ﻣﺮﺍﻛﺰ ﺗﻜﻠﻔﺔ( ﺗﻌﺘﱪ ﻣﺴﺘﻬﻠﻜﺔ ﻟﻠﻤﻮﺍﺭﺩ‪  ،‬‬
‫ﺳﻠﺒﻴﺎ ﰲ ﺍﻷﺩﺍﺀ ﺍﻟﻜﻠﻲ ﻋﻦ ﻃﺮﻳﻖ ﺗﻜﺎﻟﻴﻔﻬﺎ‪ ،‬ﻭﺍﻷﺧﺮﻯ ﺗﻌﺘﱪ ﻣﺮﺍﻛﺰ ﺭﺑﺢ‪ ،‬ﻭﻫﻲ ﰲ ﺍﻟﻮﻗﺖ ﻧﻔﺴﻪ ﻣﺴﺘﻬﻠﻜﺔ ﻟﻠﻤﻮﺍﺭﺩ ﻭﻣﺼﺪﺭ ﻋﻮﺍﺋﺪ‪،‬‬
‫ﻭﺗﺴﻬﻢ ‪‬ﺎﻣﺶ ﰲ ﺍﻷﺩﺍﺀ ﺍﻟﻜﻠﻲ ﻟﻠﻤﺆﺳﺴﺔ"‪ 6.‬ﺇﺫﺍﹰ ﳝﻜﻦ ﺃﻥ ﻧﺘﺮﺟﻢ ﻣﺎ ﺟﺎﺀ ﰲ ﺍﻟﺘﻌﺮﻳﻒ ﺃﻋﻼﻩ ﰲ ﺍﳌﻌﺎﺩﻟﺔ ﺍﻟﺘﺎﻟﻴﺔ ‪:‬‬
‫ﺍﻷﺩﺍﺀ ﺍﻟﻜﻠﻲ ﻟﻠﻤﺆﺳﺴﺔ = ﻫﻮﺍﻣﺶ ﻣﺮﺍﻛﺰ ﺍﻟﺮﺑﺢ ‪ -‬ﺗﻜﺎﻟﻴﻒ ﻣﺮﺍﻛﺰ ﺍﻟﺘﻜﻠﻔﺔ‪.‬‬
‫ﻭﻣﻦ ﰒ ﻓﺈﻥ ﺍﻷﺩﺍﺀ ﻳﻌﲏ ﺗﻌﻈﻴﻢ ﺍﻟﺪﺍﻟﺔ‪ ، Max V - Somme (Ci) :‬ﺃﻱ ﺇﻧﺘﺎﺝ ﻗﻴﻤﺔ ﺍﻛﱪ ﻣﻦ ﺍﳌﻮﺍﺩ ﺍﳌﺴﺘﻬﻠﻜﺔ‪ ،‬ﲟﻌﲎ ﺃﻥ ﺃﺩﺍﺀ ﺍﳌﺆﺳﺴﺔ‬
‫ﻳﺘﺠﺴﺪ ﰲ ﺍﻟﺰﻭﺝ ﺃﻭ ﺍﻟﺜﻨﺎﺋﻴﺔ )ﺗﻜﻠﻔﺔ‪ -‬ﻗﻴﻤﺔ(‪ ،‬ﺣﻴﺚ ‪‬ﺗﻌﱪ ﺍﻟﺘﻜﻠﻔﺔ ﻋﻦ ﺍﳌﻮﺍﺩ ﺍﳌﺴﺘﻌﻤﻠﺔ )ﺃﻱ ﺍﻻﺳﺘﻬﻼﻙ ﺍﻟﻮﺳﻴﻂ(‪ ،‬ﺑﻴﻨﻤﺎ ﺗﻌﻜﺲ ﺍﻟﻘﻴﻤﺔ‬
‫ﺍﳊﺎﺟﺎﺕ ﺍﻟﱵ ﰎﱠ ﺇﺷﺒﺎﻋﻬﺎ؛ ﻭﳝﻜﻦ ﺍﻹﺷﺎﺭﺓ ﺇﱃ ﺃﻥ ﻫﺬﻩ ﺍﻟﺜﻨﺎﺋﻴﺔ ﺃﻱ ﺍﻟﺰﻭﺝ) ﺗﻜﻠﻔﺔ‪ -‬ﻗﻴﻤﺔ( ﺗﻌﱪ ﻫﻲ ﺑﺪﻭﺭﻫﺎ ﻋﻦ ﺇﺣﺪﻯ ﺍﻟﺜﻨﺎﺋﻴﺎﺕ‬
‫ﲤﻴﺰ‪ -‬ﺗﻜﺎﻟﻴﻒ(‪.‬‬
‫ﺍﻟﺘﺎﻟﻴﺔ‪):‬ﺟﻮﺩﺓ‪ -‬ﺳﻌﺮ(‪) ،‬ﻣﻨﻔﻌﺔ‪ -‬ﺳﻌﺮ(‪) ،‬ﻛﻔﺎﺀﺓ‪ -‬ﻓﻌﺎﻟﻴﺔ(‪ ) ،‬‬
‫‪ -5.1.1‬ﺗﻌﺮﻳﻒ ﺍﻷﺩﺍﺀ ﺣﺴﺐ )‪ : (P. DRUKER‬ﻳﻨﻈﺮ" ﺩﺭﺍﻛﺮ" ﺇﱃ ﺍﻷﺩﺍﺀ ﻋﻠﻰ ﺃﻧﻪ‪ ":‬ﻗﺪﺭﺓ ﺍﳌﺆﺳﺴﺔ ﻋﻠﻰ ﺍﻻﺳﺘﻤﺮﺍﺭﻳﺔ ﻭﺍﻟﺒﻘﺎﺀ ﳏﻘﻘﺔ‬
‫ﺍﻟﺘﻮﺍﺯﻥ ﺑﲔ ﺭﺿﺎ ﺍﳌﺴﺎﳘﲔ ﻭﺍﻟﻌﻤﺎﻝ"‪ 7.‬ﻧﺴﺘﻨﺘﺞ ﻣﻦ ﻫﺬﺍ ﺍﻟﺘﻌﺮﻳﻒ ﺃﻥ ﺍﻷﺩﺍﺀ ‪‬ﻳﻌﺪ ﻣﻘﻴﺎﺳﺎﹰ ﻟﻠﺤﻜﻢ ﻋﻠﻰ ﻣﺪﻯ ﲢﻘﻴﻖ ﺍﳌﺆﺳﺴﺔ ﳍﺪﻓﻬﺎ‬
‫ﺍﻟﺮﺋﻴﺲ‪ ،‬ﻭﻫﻮ ﺍﻟﺒﻘﺎﺀ ﰲ ﺳﻮﻗﻬﺎ ﻭﺍﺳﺘﻤﺮﺍﺭﻫﺎ ﰲ ﻧﺸﺎﻃﻬﺎ ﰲ ﻇﻞ ﺍﻟﺘﻨﺎﻓﺲ‪ ،‬ﻭﻣﻦ ﰒ ﺗﺘﻤﻜﻦ ﺍﳌﺆﺳﺴﺔ ﻣﻦ ﺍﶈﺎﻓﻈﺔ ﻋﻠﻰ ﺍﻟﺘﻮﺍﺯﻥ ﰲ ﻣﻜﺎﻓﺄﺓ ﻛﻞ‬
‫ﻣﻦ ﺍﳌﺴﺎﳘﲔ ﻭﺍﻟﻌﻤﺎﻝ‪.‬‬
‫‪ -2‬ﺃﺑﻌﺎﺩ ﺍﻷﺩﺍﺀ‪.‬‬
‫ﺑﻌﺪ ﺃﻥ ﺗﻌﺮﺿﻨﺎ ﺳﺎﺑﻘﺎ ﺇﱃ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﻟﺘﻌﺎﺭﻳﻒ ﺍﳌﻔﺴﺮﺓ ﳌﻔﻬﻮﻡ ﺍﻷﺩﺍﺀ‪ ،‬ﻧﺘﻨﺎﻭﻝ ﻓﻴﻤﺎ ﻳﻠﻲ ﲢﻠﻴﻞ ﺍﻷﺑﻌﺎﺩ ﺍﻟﱵ ﻳﺘﻀﻤﻨﻬﺎ ﻫﺬﺍ ﺍﳌﻔﻬﻮﻡ‪ ،‬ﺣﻴﺚ‬
‫ﻳﺮﻛﺰ ﺍﻟﺒﻌﺾ ﻋﻠﻰ ﺍﳉﺎﻧﺐ ﺍﻻﻗﺘﺼﺎﺩﻱ ﰲ ﺍﻷﺩﺍﺀ‪ ،‬ﺑﻴﻨﻤﺎ ‪‬ﻳﻌﻤﺪ ﺍﻟﺒﻌﺾ ﺍﻷﺧﺮ ﺇﱃ ﺍﻷﺧﺬ ﰲ ﺍﳊﺴﺒﺎﻥ ﺍﳉﺎﻧﺐ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻭﺍﻻﺟﺘﻤﺎﻋﻲ‪ ،‬ﻭﻫﺬﺍ‬
‫ﺇﺫﺍ ﺗﺘﻤﺜﻞ ﻫﺬﻩ ﺍﻷﺑﻌﺎﺩ ﻓﻴﻤﺎ ﻳﻠﻲ‪:‬‬
‫ﻣﻦ ﻣﻨﻄﻠﻖ ﺃﻥ ﺍﻷﺩﺍﺀ ﻣﻔﻬﻮﻡ ﺷﺎﻣﻞ؛ ﹰ‬
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‫ﳎﻠﺔ ﺍﻟﺒﺎﺣﺚ ‪ -‬ﻋﺪﺩ ‪2010 - 2009 / 07‬‬
‫‪ -1.2‬ﺍﻟﺒﻌﺪ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻟﻸﺩﺍﺀ ‪ :‬ﻳﻘﺼﺪ ﺑﺎﻷﺩﺍﺀ ﺍﻟﺘﻨﻈﻴﻤﻲ ﺍﻟﻄﺮﻕ ﻭﺍﻟﻜﻴﻔﻴﺎﺕ ﺍﻟﱵ ﺗﻌﺘﻤﺪﻫﺎ ﺍﳌﺆﺳﺴﺔ ﰲ ﺍ‪‬ﺎﻝ ﺍﻟﺘﻨﻈﻴﻤﻲ ﺑﻐﻴﺔ ﲢﻘﻴﻖ‬
‫ﺃﻫﺪﺍﻓﻬﺎ‪ ،‬ﻭﻣﻦ ﰒ ﻳﻜﻮﻥ ﻟﺪﻯ ﻣﺴﲑﻱ ﺍﳌﺆﺳﺴﺔ ﻣﻌﺎﻳﲑ ﻳﺘﻢ ﻋﻠﻰ ﺃﺳﺎﺳﻬﺎ ﻗﻴﺎﺱ ﻓﻌﺎﻟﻴﺔ ﺍﻹﺟﺮﺍﺀﺍﺕ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﺍﳌﻌﺘﻤﺪﺓ ﻭﺃﺛﺮﻫﺎ ﻋﻠﻰ ﺍﻷﺩﺍﺀ؛ ﻣﻊ‬
‫ﺍﻹﺷﺎﺭﺓ ﺇﱃ ﺃﻥ ﻫﺬﺍ ﺍﻟﻘﻴﺎﺱ ﻳﺘﻌﻠﻖ ﻣﺒﺎﺷﺮﺓ ﺑﺎﳍﻴﻜﻠﺔ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﻭﻟﻴﺲ ﺑﺎﻟﻨﺘﺎﺋﺞ ﺍﳌﺘﻮﻗﻌﺔ ﺫﺍﺕ ﺍﻟﻄﺒﻴﻌﺔ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‪ ،‬ﻭﻫﺬﺍ ﻳﻌﲏ ﺃﻧﻪ‬
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‫ﺑﺈﻣﻜﺎﻥ ﺍﳌﺆﺳﺴﺔ ﺃﻥ ﺗﺼﻞ ﺇﱃ ﻣﺴﺘﻮﻯ ﻓﻌﺎﻟﻴﺔ ﺃﺧﺮ ﻧﺎﺗﺞ ﻋﻦ ﺍﳌﻌﺎﻳﲑ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﻭﺍﻻﻗﺘﺼﺎﺩﻳﺔ ﳜﺘﻠﻒ ﻋﻦ ﺫﺍﻙ ﺍﳌﺘﻌﻠﻖ ﺑﺎﻟﻔﻌﺎﻟﻴﺔ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ‪.‬‬
‫ﺇﺫﺍ ﻧﺴﺘﻨﺘﺞ ﳑﺎ ﺳﺒﻖ ﺃﻥ ﻫﺬﻩ ﺍﳌﻌﺎﻳﲑ ﺍﳌﻌﺘﻤﺪﺓ ﰲ ﻗﻴﺎﺱ ﺍﻟﻔﻌﺎﻟﻴﺔ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﺗﻠﻌﺐ ﺩﻭﺭﺍ ﻫﺎﻣﺎ ﰲ ﺗﻘﻮﱘ ﺍﻷﺩﺍﺀ‪ ،‬ﺣﻴﺚ ﺗﺘﻴﺢ ﻟﻠﻤﺆﺳﺴﺔ ﺇﺩﺭﺍﻙ‬
‫ﹰ‬
‫ﺍﻟﺼﻌﻮﺑﺎﺕ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﰲ ﺍﻟﻮﻗﺖ ﺍﳌﻼﺋﻢ ﻣﻦ ﺧﻼﻝ ﻣﻈﺎﻫﺮﻫﺎ ﺍﻷﻭﱃ‪ ،‬ﻗﺒﻞ ﺃﻥ ﻳﺘﻢ ﺇﺩﺭﺍﻛﻬﺎ ﻣﻦ ﺧﻼﻝ ﺗﺄﺛﲑﺍ‪‬ﺎ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‪.‬‬
‫‪ -2.2‬ﺍﻟﺒﻌﺪ ﺍﻻﺟﺘﻤﺎﻋﻲ ﻟﻸﺩﺍﺀ ‪ :‬ﻳﺸﲑ ﺍﻟﺒﻌﺪ ﺍﻻﺟﺘﻤﺎﻋﻲ ﻟﻸﺩﺍﺀ ﺇﱃ ﻣﺪﻯ ﲢﻘﻴﻖ ﺍﻟﺮﺿﺎ ﻋﻨﺪ ﺃﻓﺮﺍﺩ ﺍﳌﺆﺳﺴﺔ ﻋﻠﻰ ﺍﺧﺘﻼﻑ ﻣﺴﺘﻮﻳﺎ‪‬ﻢ‪،‬‬
‫ﻷﻥ ﻣﺴﺘﻮﻯ ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ﻳﻌﺘﱪ ﻣﺆﺷﺮﺍﹰ ﻋﻠﻰ ﻭﻓﺎﺀ ﺍﻷﻓﺮﺍﺩ ﳌﺆﺳﺴﺘﻬﻢ‪ .‬ﻭﺗﺘﺠﻠﻰ ﺃﳘﻴﺔ ﻭﺩﻭﺭ ﻫﺬﺍ ﺍﳉﺎﻧﺐ ﰲ ﻛﻮﻥ ﺃﻥ ﺍﻷﺩﺍﺀ ﺍﻟﻜﻠﻲ‬
‫ﻟﻠﻤﺆﺳﺴﺔ ﻗﺪ ﻳﺘﺄﺛﺮ ﺳﻠﺒﺎ ﻋﻠﻰ ﺍﳌﺪﻯ ﺍﻟﺒﻌﻴﺪ ﺇﺫﺍ ﺍﻗﺘﺼﺮﺕ ﺍﳌﺆﺳﺴﺔ ﻋﻠﻰ ﲢﻘﻴﻖ ﺍﳉﺎﻧﺐ ﺍﻻﻗﺘﺼﺎﺩﻱ‪ ،‬ﻭﺃﳘﻠﺖ ﺍﳉﺎﻧﺐ ﺍﻻﺟﺘﻤﺎﻋﻲ ﳌﻮﺍﺭﺩﻫﺎ‬
‫ﺍﻟﺒﺸﺮﻳﺔ‪ ،‬ﻓﻜﻤﺎ ﻫﻮ ﻣﻌﺮﻭﻑ ﰲ ﺃﺩﺑﻴﺎﺕ ﺍﻟﺘﺴﻴﲑ ﺃﻥ ﺟﻮﺩﺓ ﺍﻟﺘﺴﻴﲑ ﰲ ﺍﳌﺆﺳﺴﺔ ﺗﺮﺗﺒﻂ ﲟﺪﻯ ﺗﻼﺯﻡ ﺍﻟﻔﻌﺎﻟﻴﺔ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ﻣﻊ ﺍﻟﻔﻌﺎﻟﻴﺔ‬
‫ﻟﻠﻤﻨﺎﺥ ﺍﻻﺟﺘﻤﺎﻋﻲ ﺍﻟﺴﺎﺋﺪ ﺩﺍﺧﻞ ﺍﳌﺆﺳﺴﺔ‪ ،‬ﺃﻱ ﻟﻜﻞ ﻣﺎ ﻟﻪ ﺻﻠﺔ ﺑﻄﺒﻴﻌﺔ ﺍﻟﻌﻼﻗﺎﺕ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ‬
‫ﺍﻻﺟﺘﻤﺎﻋﻴﺔ؛ ﻟﺬﺍ ‪‬ﻳﻨﺼﺢ ﺑﺈﻋﻄﺎﺀ ﺃﳘﻴﺔ ﻣﻌﺘﱪﺓ ‪‬‬
‫ﺩﺍﺧﻞ ﺍﳌﺆﺳﺴﺔ) ﺻﺮﺍﻋﺎﺕ‪ ،‬ﺃﺯﻣﺎﺕ‪... ،‬ﺍﱁ(‪.‬‬
‫‪ -3‬ﻣﻜﻮﻧﺎﺕ ﺍﻷﺩﺍﺀ‪.‬‬
‫ﻳﺘﻜﻮﻥ ﻣﺼﻄﻠﺢ ﺍﻷﺩﺍﺀ ﻣﻦ ﻣﻜﻮﻧﲔ ﺭﺋﻴﺴﲔ ﳘﺎ ﺍﻟﻔﻌﺎﻟﻴﺔ ﻭﺍﻟﻜﻔﺎﺀﺓ‪ ،‬ﺃﻱ ﺃﻥ ﺍﳌﺆﺳﺴﺔ ﺍﻟﱵ ﺗﺘﻤﻴﺰ ﺑﺎﻷﺩﺍﺀ ﻫﻲ ﺍﻟﱵ ﲡﻤﻊ ﺑﲔ ﻋﺎﻣﻠﻲ ﺍﻟﻔﻌﺎﻟﻴﺔ‬
‫ﻭﺍﻟﻜﻔﺎﺀﺓ ﰲ ﺗﺴﻴﲑﻫﺎ؛ ﻭﻋﻠﻴﻪ ﺳﻨﻘﻮﻡ ﺑﺘﺤﻠﻴﻞ ﻭﺗﻔﺼﻴﻞ ﻫﺬﻳﻦ ﺍﳌﺼﻄﻠﺤﲔ ﺍﳍﺎﻣﲔ‪.‬‬
‫‪ -1.3‬ﺍﻟﻔﻌﺎﻟﻴﺔ )‪ : (Efficience, Effectiveness‬ﻳﻨﻈﺮ ﺍﻟﺒﺎﺣﺜﻮﻥ ﰲ ﻋﻠﻢ ﺍﻟﺘﺴﻴﲑ ﺇﱃ ﻣﺼﻄﻠﺢ ﺍﻟﻔﻌﺎﻟﻴﺔ ﻋﻠﻰ ﺃﻧﻪ ﺃﺩﺍﺓ ﻣﻦ ﺃﺩﻭﺍﺕ ﻣﺮﺍﻗﺒﺔ‬
‫ﺍﻟﺘﺴﻴﲑ ﰲ ﺍﳌﺆﺳﺴﺔ‪ ،‬ﻭﻫﺬﺍ ﻣﻦ ﻣﻨﻄﻠﻖ ﺃﻥ ﺍﻟﻔﻌﺎﻟﻴﺔ ﻫﻲ ﻣﻌﻴﺎﺭ ﻳﻌﻜﺲ ﺩﺭﺟﺔ ﲢﻘﻴﻖ ﺍﻷﻫﺪﺍﻑ ﺍﳌﺴﻄﺮﺓ‪ 9.‬ﻭﲡﺪﺭ ﺍﻹﺷﺎﺭﺓ ﻣﻦ ﺟﻬﺔ ﺃﺧﺮﻯ‬
‫ﺇﱃ ﺃﻧﻪ ﺗﻮﺟﺪ ﺇﺳﻬﺎﻣﺎﺕ ﻛﺜﲑﺓ ﳐﺘﻠﻔﺔ ﺣﺎﻭﻟﺖ ﲢﺪﻳﺪ ﻣﺎﻫﻴﺔ ﻫﺬﺍ ﺍﳌﺼﻄﻠﺢ‪ ،‬ﻓﻘﺪ ﺍﻋﺘﱪ ﺍﳌﻔﻜﺮﻭﻥ ﺍﻟﻜﻼﺳﻴﻚ ﺍﻟﻔﻌﺎﻟﻴﺔ ﲟﺜﺎﺑﺔ ﺍﻷﺭﺑﺎﺡ ﺍﶈﻘﻘﺔ‪،‬‬
‫‪10‬‬
‫ﻭﻣﻦ ﰒ‪ -‬ﺣﺴﺐ ﻧﻈﺮﻫﻢ‪-‬ﺗﻘﺎﺱ ﻓﻌﺎﻟﻴﺔ ﺍﳌﺆﺳﺴﺔ ﺑﻜﻤﻴﺔ ﺍﻷﺭﺑﺎﺡ ﺍﶈﻘﻘﺔ‪.‬‬
‫ﺳﻨﺘﻨﺎﻭﻝ ﲢﻠﻴﻞ ﻫﺬﺍ ﺍﳌﺼﻄﻠﺢ ﻣﻦ ﺧﻼﻝ ﺍﻟﺘﻌﺎﺭﻳﻒ ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬
‫‪ -1.1.3‬ﺗﻌﺮﻳﻒ ﺍﻟﻔﻌﺎﻟﻴﺔ ﺣﺴﺐ )‪ : (Vincent plauchet‬ﻳﻨﻈﺮ ﻫﺬﺍ ﺍﻟﻜﺎﺗﺐ ﺇﱃ ﺍﻟﻔﻌﺎﻟﻴﺔ ﻋﻠﻰ ﺃ‪‬ﺎ‪ ":‬ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﲢﻘﻴﻖ ﺍﻟﻨﺸﺎﻁ‬
‫‪11‬‬
‫ﺍﳌﺮﺗﻘﺐ‪ ،‬ﻭﺍﻟﻮﺻﻮﻝ ﺇﱃ ﺍﻟﻨﺘﺎﺋﺞ ﺍﳌﺮﺗﻘﺒﺔ"‪.‬‬
‫‪ -2.1.3‬ﺗﻌﺮﻳﻒ ﺍﻟﻔﻌﺎﻟﻴﺔ ﺣﺴﺐ )‪ : (Walker et Ruibert‬ﺗﺼﺐ ﻭﺟﻬﺔ ﻧﻈﺮ ﻫﺬﻳﻦ ﺍﻟﻜﺎﺗﺒﲔ ﰲ ﺃﻥ ﺍﻟﻔﻌﺎﻟﻴﺔ ﺗﺮﺗﺒﻂ ﺑﺎﻷﻫﺪﺍﻑ‬
‫ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻟﻠﻤﺆﺳﺴﺔ‪ ،‬ﻭﻣﻦ ﰒ ﻓﺎﻟﻔﻌﺎﻟﻴﺔ ﺣﺴﺒﻬﻤﺎ ﺗﺘﺠﺴﺪ ﰲ‪ ":‬ﻗﺪﺭﺓ ﺍﳌﺆﺳﺴﺔ ﻋﻠﻰ ﲢﻘﻴﻖ ﺃﻫﺪﺍﻓﻬﺎ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻣﻦ ﳕﻮ ﻣﺒﻴﻌﺎﺕ ﻭﺗﻌﻈﻴﻢ‬
‫ﺣﺼﺘﻬﺎ ﺍﻟﺴﻮﻗﻴﺔ ﻣﻘﺎﺭﻧﺔ ﺑﺎﳌﻨﺎﻓﺴﺔ‪....‬ﺍﱁ"‪ 12.‬ﺇﺫﺍﹰ ﻧﺴﺘﻨﺘﺞ ﳑﺎ ﺳﺒﻖ ﺃﻥ ﺍﻟﻔﻌﺎﻟﻴﺔ ﺗﻌﲏ ﻋﻤﻞ ﺍﻷﺷﻴﺎﺀ ﺍﻟﺼﺤﻴﺤﺔ‪ ،‬ﻛﻤﺎ ﳝﻜﻦ ﻣﻦ ﺟﻬﺔ ﺃﺧﺮﻯ‬
‫ﺭﺑﻂ ﺍﻟﻔﻌﺎﻟﻴﺔ ﲟﺨﺮﺟﺎﺕ ﺍﳌﺆﺳﺴﺔ‪ ،‬ﺣﻴﺚ ﳝﻜﻦ ﺍﻟﺘﻌﺒﲑ ﻋﻨﻬﺎ ﺑﻨﺴﺒﺔ ﻗﻴﻤﺔ ﺍﳌﺨﺮﺟﺎﺕ ﺍﻟﻔﻌﻠﻴﺔ ﺇﱃ ﺍﳌﺨﺮﺟﺎﺕ ﺍﳌﺘﻮﻗﻌﺔ ﺃﻭ ﺍﳌﺨﻄﻄﺔ‪ ،‬ﻭﻋﻠﻴﻪ‬
‫‪13‬‬
‫ﻓﺈﻥ‪:‬‬
‫ﻗﻴﻤﺔ ﺍﳌﺨﺮﺟﺎﺕ ﺍﻟﻔﻌﻠﻴﺔ‬
‫__________________________‬
‫× ‪100‬‬
‫ﺍﻟﻔﻌﺎﻟﻴﺔ =‬
‫ﻗﻴﻤﺔ ﺍﳌﺨﺮﺟﺎﺕ ﺍﳌﺘﻮﻗﻌﺔ‬
‫‪219‬‬
‫ﲢﻠﻴﻞ ﺍﻷﺳﺲ ﺍﻟﻨﻈﺮﻳﺔ ﳌﻔﻬﻮﻡ ﺍﻷﺩﺍﺀ‬
‫__________ _________________________________________________________________________________________ __________________________________‬
‫ﺇﺫﺍ ﻧﺴﺘﻨﺘﺞ ﳑﺎ ﺳﺒﻖ ﺃﻥ ﻣﺼﻄﻠﺢ ﺍﻟﻔﻌﺎﻟﻴﺔ ﻳﺘﻌﻠﻖ ﺑﺪﺭﺟﺔ ﺑﻠﻮﻍ ﺍﻟﻨﺘﺎﺋﺞ‪ ،‬ﺃﻱ ﺍﻟﻔﺮﻕ ﺑﲔ ﺍﻟﻨﺘﺎﺋﺞ ﺍﶈﻘﻘﺔ ﻭﺍﻟﻨﺘﺎﺋﺞ ﺍﳌﺘﻮﻗﻌﺔ‪ ،‬ﻭﻫﻲ ﰲ ﺍﻟﻮﻗﺖ‬
‫ﹰ‬
‫ﻧﻔﺴﻪ ﺗﺮﺗﺒﻂ ﺑﺪﺭﺟﺔ ﲢﻘﻴﻖ ﺍﻷﻫﺪﺍﻑ‪ ،‬ﻭﻋﻠﻴﻪ ﳝﻜﻦ ﺍﻟﻘﻮﻝ ﺃﻧﻪ ﻛﻠﻤﺎ ﻛﺎﻧﺖ ﺍﻟﻨﺘﺎﺋﺞ ﺍﶈﻘﻘﺔ) ﺃﻱ ﻣﺎ ﰎ ﲢﻘﻴﻘﻪ ﻣﻦ ﺃﻫﺪﺍﻑ( ﺃﻗﺮﺏ ﻣﻦ ﺍﻟﻨﺘﺎﺋﺞ‬
‫ﺍﳌﺘﻮﻗﻌﺔ) ﺃﻱ ﺍﻷﻫﺪﺍﻑ ﺍﳌﺴﻄﺮﺓ( ﻛﻠﻤﺎ ﻛﺎﻧﺖ ﺍﳌﺆﺳﺴﺔ ﺃﻛﺜﺮ ﻓﻌﺎﻟﻴﺔ‪ ،‬ﻭﺍﻟﻌﻜﺲ ﺑﺎﻟﻌﻜﺲ ﻭﺍﻟﻌﻜﺲ ﺻﺤﻴﺢ‪.‬‬
‫‪ -3.1.3‬ﻗﻴﺎﺱ ﺍﻟﻔﻌﺎﻟﻴﺔ ‪ :‬ﺗﻘﺎﺱ ﺍﻟﻔﻌﺎﻟﻴﺔ ﻋﺎﺩﺓ ﺑﺎﺳﺘﺨﺪﺍﻡ ﻃﺮﻳﻘﺘﲔ ﳘﺎ‪:‬‬
‫ ﺍﻟﻄﺮﻳﻘﺔ ﺍﻷﻭﱃ‪ :‬ﺗﻌﺘﻤﺪ ﰲ ﺍﻟﻘﻴﺎﺱ ﻋﻠﻰ ﻋﻨﺼﺮﻱ ﺍﻟﻨﺘﺎﺋﺞ ﺍﶈﻘﻘﺔ ﻭﺍﻟﻨﺘﺎﺋﺞ ﺍﳌﺘﻮﻗﻌﺔ‪ ،‬ﻭﻣﻦ ﰒ‪:‬‬‫‪Rm‬‬
‫ﺍﻟﻔﻌﺎﻟﻴﺔ )ﻧﺴﺒﺔ( =‬
‫‪Rp‬‬
‫ﺣﻴﺚ‪:‬‬
‫‪ :Rm‬ﺍﻟﻨﺘﺎﺋﺞ ﺍﶈﻘﻘﺔ‪.‬‬
‫‪ :Rp‬ﺍﻟﻨﺘﺎﺋﺞ ﺍﳌﺘﻮﻗﻌﺔ‪.‬‬
‫ﻭﻫﻲ ﺗﺴﻤﺢ ﺑﺎﳊﻜﻢ ﻋﻠﻰ ﺩﺭﺟﺔ ﲢﻘﻴﻖ ﺍﻷﻫﺪﺍﻑ‪.‬‬
‫ ﺍﻟﻄﺮﻳﻘﺔ ﺍﻟﺜﺎﻧﻴﺔ‪ :‬ﺗﺘﺒﲎ ﻫﺬﻩ ﺍﻟﻄﺮﻳﻘﺔ ﰲ ﺍﻟﻘﻴﺎﺱ ﻋﺎﻣﻠﻲ ﺍﻹﻣﻜﺎﻧﺎﺕ ﺍﳌﺴﺘﺨﺪﻣﺔ ﻭﺍﻹﻣﻜﺎﻧﺎﺕ ﺍﳌﺘﻮﻗﻌﺔ ﻟﺘﺤﻘﻴﻖ ﺍﻟﻨﺘﺎﺋﺞ ﺍﳌﺘﻮﻗﻌﺔ‪ ،‬ﻭﻣﻦ ﰒ‪:‬‬‫‪Mm‬‬
‫ﺍﻟﻔﻌﺎﻟﻴﺔ)ﻧﺴﺒﺔ( =‬
‫‪Mp‬‬
‫ﺣﻴﺚ‪:‬‬
‫‪ : Mm‬ﺍﻹﻣﻜﺎﻧﺎﺕ ﺍﳌﺴﺘﺨﺪﻣﺔ‪،‬‬
‫‪ :Mp‬ﺍﻹﻣﻜﺎﻧﺎﺕ ﺍﳌﺘﻮﻗﻌﺔ ﻟﺘﺤﻘﻴﻖ ﺍﻟﻨﺘﺎﺋﺞ ﺍﳌﺘﻮﻗﻌﺔ‪.‬‬
‫‪ -2.3‬ﺍﻟﻜﻔﺎﺀﺓ )‪ : (Efficacité, Efficiency‬ﻳﺘﻤﻴﺰ ﻣﺼﻄﻠﺢ ﺍﻟﻜﻔﺎﺀﺓ ﺷﺄﻧﻪ ﺷﺄﻥ ﺃﻏﻠﺐ ﻣﺼﻄﻠﺤﺎﺕ ﺍﻟﻌﻠﻮﻡ ﺍﻹﻧﺴﺎﻧﻴﺔ ﻭﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﺑﻌﺪﻡ‬
‫ﺇﻥ ﻭﻗﻔﻨﺎ ﻋﻠﻰ ﺣﺎﻟﺔ ﺍﻟﺘﻘﺎﻃﻊ ﺑﲔ ﻫﺬﺍ ﺍﳌﺼﻄﻠﺢ ﻭﺑﻌﺾ ﺍﳌﺼﻄﻠﺤﺎﺕ‬
‫ﺍﻟﻜﺘﺎﺏ ﻭﺍﻟﺒﺎﺣﺜﲔ ﺣﻮﻝ ﺗﻌﺮﻳﻔﻪ‪ ،‬ﻭﻣﻦ ﰒ ﻓﻼ ﻏﺮﺍﺑﺔ ﹾ‬
‫ﺍﻻﺗﻔﺎﻕ ﺑﲔ ‪‬‬
‫ﺍﻷﺧﺮﻯ ﺍﳌﺴﺘﺨﺪﻣﺔ ﰲ ﺍﻟﻌﻠﻮﻡ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ﻭﻋﻠﻮﻡ ﺍﻟﺘﺴﻴﲑ ﻣﺜﻞ‪ :‬ﺍﻹﻧﺘﺎﺟﻴﺔ‪ ،‬ﺍﳌﺮﺩﻭﺩﻳﺔ‪ ،‬ﺍﻷﻣﺜﻠﻴﺔ‪...،‬ﺍﱁ‪.‬‬
‫ﻭﻋﻠﻴﻪ ﺳﻨﻘﺘﺼﺮ ﻫﻨﺎ ﻋﻠﻰ ﺗﻨﺎﻭﻝ ﻭﲢﻠﻴﻞ ﺑﻌﺾ ﺍﻹﺳﻬﺎﻣﺎﺕ ﰲ ﳎﺎﻝ ﺗﻌﺮﻳﻒ ﺍﻟﻜﻔﺎﺀﺓ ﲟﺎ ﻳﻔﻲ ﺑﺎﻟﻐﺮﺽ ﻣﻦ ﺍﻟﺪﺭﺍﺳﺔ‪ ،‬ﻭﻫﻲ‪:‬‬
‫‪ -1.2.3‬ﺗﻌﺮﻳﻒ ﺍﻟﻜﻔﺎﺀﺓ ﺣﺴﺐ )‪ : (Wellber et Ruekertsz‬ﺍﻟﻜﻔﺎﺀﺓ ﻫﻲ‪ ":‬ﻗﺪﺭﺓ ﻣﺮﺩﻭﺩﻳﺔ ﺍﳌﺆﺳﺴﺔ "‪ 14.‬ﲟﻌﲎ ﺃﻥ ﺍﻟﻜﻔﺎﺀﺓ ﻫﻲ‬
‫ﻣﻘﻴﺎﺱ ﻟﻠﻤﺮﺩﻭﺩﻳﺔ ﰲ ﺍﳌﺆﺳﺴﺔ‪ ،‬ﺃﻱ ﺃ‪‬ﺎ ﺗﺘﻌﻠﻖ ﺑﺎﳌﺨﺮﺟﺎﺕ ﻣﻘﺎﺭﻧﺔ ﺑﺎﳌﺪﺧﻼﺕ‪ ،‬ﻭﻫﻮ ﻣﺎ ﻳﻘﺘﺮﺏ ﻣﻦ ﻣﻌﲎ ﺍﻹﻧﺘﺎﺟﻴﺔ‪.‬‬
‫‪ -2.2.3‬ﺗﻌﺮﻳﻒ ﺍﻟﻜﻔﺎﺀﺓ ﺣﺴﺐ )‪ : (Vincent plauchet‬ﺍﻟﻜﻔﺎﺀﺓ ﻫﻲ‪ ":‬ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺍﻟﻘﻴﺎﻡ ﺑﺎﻟﻌﻤﻞ ﺍﳌﻄﻠﻮﺏ ﺑﻘﻠﻴﻞ ﻣﻦ ﺍﻹﻣﻜﺎﻧﻴﺎﺕ‪،‬‬
‫ﻭﺍﻟﻨﺸﺎﻁ ﺍﻟﻜﻒﺀ ﻫﻮ ﺍﻟﻨﺸﺎﻁ ﺍﻷﻗﻞ ﺗﻜﻠﻔﺔ"‪ 15.‬ﻧﺴﺘﻨﺘﺞ ﻣﻦ ﻫﺬﺍ ﺍﻟﺘﻌﺮﻳﻒ ﺃﻥ ﺍﻟﻜﻔﺎﺀﺓ ﺗﺮﺗﺒﻂ ﺑﺘﺤﻘﻴﻖ ﻣﺎ ﻫﻮ ﻣﻄﻠﻮﺏ ﺑﺸﺮﻁ ﺗﺪﻧﻴﺔ‬
‫ﺍﻟﺘﻜﺎﻟﻴﻒ) ﺃﻱ ﺍﺳﺘﻌﻤﺎﻝ ﻣﺪﺧﻼﺕ ﺃﻗﻞ(‪ .‬ﻛﻤﺎ ﺗﻌﺮﻑ ﺍﻟﻜﻔﺎﺀﺓ ﻋﻠﻰ ﺃ‪‬ﺎ‪ ":‬ﺍﻻﺳﺘﺨﺪﺍﻡ ﺍﻷﻣﺜﻞ ﻟﻠﻤﻮﺍﺭﺩ ﺍﳌﺆﺳﺴﺎﺗﻴﺔ ﺑﺄﻗﻞ ﺗﻜﻠﻔﺔ ﳑﻜﻨﺔ ﺩﻭﻥ‬
‫‪16‬‬
‫ﺣﺼﻮﻝ ﺃﻱ ﻫﺪﺭ ﻳﺬﻛﺮ"‪.‬‬
‫ﻳﺘﻀﺢ ﻟﻨﺎ ﻣﻦ ﻫﺬﺍ ﺍﻟﺘﻌﺮﻳﻒ ﺃﻥ ﺍﻟﻜﻔﺎﺀﺓ ﺻﻔﺔ ﻣﻼﺯﻣﺔ ﻟﻜﻴﻔﻴﺔ ﺍﺳﺘﺨﺪﺍﻡ ﺍﳌﺆﺳﺴﺔ ﳌﺪﺧﻼ‪‬ﺎ ﻣﻦ ﺍﳌﻮﺍﺭﺩ ﻣﻘﺎﺭﻧﺔ ﲟﺨﺮﺟﺎ‪‬ﺎ‪ ،‬ﺣﻴﺚ ﻳﻨﺒﻐﻲ ﺃﻥ‬
‫ﻳﻜﻮﻥ ﻫﻨﺎﻙ ﺍﺳﺘﻐﻼﻝ ﻋﻘﻼﱐ ﻭﺭﺷﻴﺪ‪ ،‬ﺃﻱ ﺍﻟﻘﻴﺎﻡ ﺑﻌﻤﻠﻴﺔ ﻣﺰﺝ ﻋﻮﺍﻣﻞ ﺍﻹﻧﺘﺎﺝ ﺑﺄﻗﻞ ﺗﻜﻠﻔﺔ ﳑﻜﻨﺔ‪ .‬ﻭﻫﻨﺎﻙ ﺗﻌﺮﻳﻒ ﺃﺧﺮ ﻳﻨﻈﺮ ﻟﻠﻜﻔﺎﺀﺓ ﻋﻠﻰ‬
‫ﺃ‪‬ﺎ‪ ":‬ﺍﳊﺼﻮﻝ ﻋﻠﻰ ﻣﺎ ﻫﻮ ﻛﺜﲑ ﻧﻈﲑ ﻣﺎ ﻫﻮ ﺃﻗﻞ‪ ،‬ﺃﻱ ﺇﺑﻘﺎﺀ ﺍﻟﺘﻜﻠﻔﺔ ﰲ ﺣﺪﻭﺩﻫﺎ ﺍﻟﺪﻧﻴﺎ ﻭﺍﻷﺭﺑﺎﺡ ﰲ ﺣﺪﻭﺩﻫﺎ ﺍﻟﻘﺼﻮﻯ‪ ،‬ﻭﻫﻲ ﻣﻔﻬﻮﻡ‬
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‫______________________________________________________________________________________________________________________ __________‬
‫ﳎﻠﺔ ﺍﻟﺒﺎﺣﺚ ‪ -‬ﻋﺪﺩ ‪2010 - 2009 / 07‬‬
‫ﻳﻘﺘﺼﺮ ﻋﻠﻰ ﺍﺳﺘﺨﺪﺍﻡ ﺍﳌﻮﺍﺭﺩ ﺍﻹﻧﺘﺎﺟﻴﺔ ﺍﳌﺘﺎﺣﺔ ﻟﻠﻤﺆﺳﺴﺔ‪ ،‬ﺃﻱ ﺍﻧﻪ ﻳﺮﺗﺒﻂ ﺑﺎﻟﺪﺭﺟﺔ ﺍﻷﻭﱃ ﺑﻌﻨﺼﺮ ﺍﻟﺘﻜﻠﻔﺔ ﻭﺍﻟﻌﻼﻗﺔ ﺑﲔ ﺍﳌﺪﺧﻼﺕ‬
‫‪17‬‬
‫ﻭﺍﳌﺨﺮﺟﺎﺕ"‪.‬‬
‫ﻧﺴﺘﻨﺘﺞ ﻣﻦ ﻫﺬﺍ ﺍﻟﺘﻌﺮﻳﻒ ﺃﻥ ﺍﻟﻜﻔﺎﺀﺓ ﳝﻜﻦ ﺗﺮﲨﺘﻬﺎ ﻭﲤﺜﻴﻠﻬﺎ ﰲ ﺍﻟﺜﻨﺎﺋﻴﺔ) ﺗﻌﻈﻴﻢ ﺍﻷﺭﺑﺎﺡ‪ -‬ﺗﺪﻧﻴﺔ ﺍﻟﺘﻜﺎﻟﻴﻒ(‪.‬‬
‫‪18‬‬
‫ﺗﻌﺮﻑ ﺍﻟﻜﻔﺎﺀﺓ ﻋﻠﻰ ﺃ‪‬ﺎ‪ ":‬ﻛﻴﻔﻴﺔ ﺍﺳﺘﻌﻤﺎﻝ ﺍﳌﻮﺍﺭﺩ ﺑﻄﺮﻳﻘﺔ ﺃﺣﺴﻦ ﰲ ﺇﻧﺘﺎﺝ ﺷﻲﺀ ﻣﺎ "‪.‬‬
‫ﺃﻳﻀﺎ ‪  ‬‬
‫ﺗﻄﻠﺒﺖ ﺍﺳﺘﻌﻤﺎﻝ ﻛﻤﻴﺔ ﺃﻛﱪ ﻣﻦ ﺍﳌﺪﺧﻼﺕ ﻣﻘﺎﺭﻧﺔ ﺑﻜﻤﻴﺔ‬
‫‪‬‬
‫ﻣﻦ ﻫﺬﺍ ﺍﻟﺘﻌﺮﻳﻒ ﳝﻜﻦ ﺍﻻﺳﺘﻨﺘﺎﺝ ﺑﺄﻥ ﻋﻤﻠﻴﺔ ﺍﻹﻧﺘﺎﺝ ﺗﻌﺘﱪ ﻏﲑ ﻛﻔﺄﺓ ﻟﻮ ﺃ‪‬ﺎ‬
‫ﺃﻗﻞ ﻟﻠﻤﺪﺧﻼﺕ ﻹﻧﺘﺎﺝ ﻧﻔﺲ ﺍﻟﻜﻤﻴﺔ ﻣﻦ ﺍﻟﻨﺎﺗﺞ؛ ﻭﻫﻨﺎ ﻳﻨﺒﻐﻲ ﺍﻹﺷﺎﺭﺓ ﺇﱃ ﺃﻥ ﺍﻟﻜﻔﺎﺀﺓ ﰲ ﺍﳌﺆﺳﺴﺔ ﺗﺘﺄﺛﺮ ﲝﺠﻢ ﻣﺪﺧﻼ‪‬ﺎ‪ ،‬ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ‬
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‫ﻋﻮﺍﻣﻞ ﺃﺧﺮﻯ ﺃﳘﻬﺎ ﺍﶈﻴﻂ‪ ،‬ﺟﻮﺩﺓ ﺗﺴﻴﲑﻫﺎ ﻭﺗﻨﻈﻴﻤﻬﺎ‪....‬ﺍﱁ‪.‬‬
‫ﺇﺫﺍ ﻧﺴﺘﻨﺘﺞ ﳑﺎ ﺳﺒﻖ ﻣﻦ ﺗﻌﺮﻳﻔﺎﺕ ﳍﺬﺍ ﺍﳌﺼﻄﻠﺢ ﺃﻥ ﺍﻟﻜﻔﺎﺀﺓ ﺗﻌﲏ ﻋﻤﻞ ﺍﻷﺷﻴﺎﺀ ﺑﻄﺮﻳﻘﺔ ﺻﺤﻴﺤﺔ‪ ،‬ﻛﻤﺎ ﺟﻮﻫﺮ ﺍﻟﻜﻔﺎﺀﺓ ﻳﺘﻤﺜﻞ ﰲ ﺗﻌﻈﻴﻢ‬
‫ﹰ‬
‫ﺍﻟﻨﺎﺗﺞ‪ ،‬ﻭﺗﺪﻧﻴﺔ ﺍﻟﺘﻜﺎﻟﻴﻒ‪ ،‬ﲟﻌﲎ ﺃﺧﺮ ﳝﻜﻦ ﲤﺜﻴﻞ ﺍﻟﻜﻔﺎﺀﺓ ﲟﻌﺎﺩﻟﺔ ﳛﺘﻮﻱ ﺃﺣﺪ ﻃﺮﻓﻴﻬﺎ ﻋﻠﻰ ﺑﻠﻮﻍ ﺃﻗﺼﻰ ﻧﺎﺗﺞ ﺑﺘﻜﺎﻟﻴﻒ ﳏﺪﻭﺩﺓ ﻭﻣﻌﻴﻨﺔ‪،‬‬
‫ﺑﻴﻨﻤﺎ ﳛﺘﻮﻱ ﺍﻟﻄﺮﻑ ﺍﻷﺧﺮ ﻋﻠﻰ ﺑﻠﻮﻍ ﺍﳊﺪ ﺍﳌﻘﺮﺭ ﻣﻦ ﺍﻟﻨﺎﺗﺞ ﺑﺄﻗﻞ ﺗﻜﻠﻔﺔ‪.‬‬
‫‪ -3.2.3‬ﻗﻴﺎﺱ ﺍﻟﻜﻔﺎﺀﺓ ‪ :‬ﺗﻘﺎﺱ ﺍﻟﻜﻔﺎﺀﺓ ﻋﺎﺩﺓ ﻛﻤﺎ ﻳﻠﻲ‪:‬‬
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‫‪Rm‬‬
‫ﺍﻟﻜﻔﺎﺀﺓ )ﻧﺴﺒﺔ( =‬
‫‪Mr‬‬
‫= ﺍﳌﺨﺮﺟﺎﺕ ‪ /‬ﺍﳌﺪﺧﻼﺕ‪.‬‬
‫ﺣﻴﺚ‪:‬‬
‫‪ : Rm‬ﺍﻟﻨﺘﺎﺋﺞ ﺍﶈﻘﻘﺔ )ﺍﻷﻫﺪﺍﻑ ﺍﶈﻘﻘﺔ(‪.‬‬
‫‪ : Mr‬ﺍﳌﻮﺍﺭﺩ ﺍﳌﺴﺘﺨﺪﻣﺔ )ﺍﻟﻮﺳﺎﺋﻞ ﺍﳌﺴﺘﻌﻤﻠﺔ(‪.‬‬
‫ﻫﺬﻩ ﺍﻟﻨﺴﺒﺔ ﺗﻘﻴﺲ ﻟﻨﺎ ﺍﻟﻜﻔﺎﺀﺓ ﺍﳌﺘﺤﺼﻞ ﻋﻠﻴﻬﺎ‪.‬‬
‫ﻛﻤﺎ ﳝﻜﻦ ﺃﻥ ﺗﻘﺎﺱ ﺍﻟﻜﻔﺎﺀﺓ )ﻧﺴﺒﺔ( ﻭﻓﻘﺎ ﳌﺎ ﻳﻠﻲ‪:‬‬
‫ﺍﻟﻜﻔﺎﺀﺓ) ﻧﺴﺒﺔ( =‬
‫ﺣﻴﺚ‪:‬‬
‫‪Rp‬‬
‫‪Mp‬‬
‫‪ :Rp‬ﻫﻲ ﺍﻟﻨﺘﺎﺋﺞ ﺍﳌﺘﻨﺒﺄ ‪‬ﺎ‪.‬‬
‫‪ :Mp‬ﺍﳌﻮﺍﺭﺩ ﺍﳌﺘﻨﺒﺄ ﺍﺳﺘﺨﺪﺍﻣﻬﺎ ﻟﺘﺤﻘﻴﻖ ﺍﻟﻨﺘﺎﺋﺞ ﺍﳌﺘﻨﺒﺄ ‪‬ﺎ‪.‬‬
‫‪ -4‬ﺗﻄﻮﺭ ﻣﻔﻬﻮﻡ ﺍﻷﺩﺍﺀ ﻣﻦ ﺍﻟﻨﻈﺮﺓ ﺍﻟﺘﻘﻠﻴﺪﻳﺔ ﺇﱃ ﺍﻟﻨﻈﺮﺓ ﺍﳊﺪﻳﺜﺔ‪.‬‬
‫ﻳﻌﺘﱪ ﺍﻷﺩﺍﺀ ﻣﻦ ﺍﳌﻔﺎﻫﻴﻢ ﺍﻟﱵ ﺗﺘﺴﻢ ﺑﺎﻟﺪﻳﻨﺎﻣﻴﻜﻴﺔ ﻭﻋﺪﻡ ﺍﻟﺴﻜﻮﻧﻴﺔ ﰲ ﳏﺘﻮﺍﻫﺎ ﺍﳌﻌﺮﰲ‪ ،‬ﺣﻴﺚ ﻋﺮﻑ ﺗﻄﻮﺭﺍﹰ ﻣﻨﺬ ﺑﺪﺍﻳﺔ ﺍﺳﺘﻌﻤﺎﻻﺗﻪ ﺍﻷﻭﱃ ﺇﱃ‬
‫ﻭﻗﺘﻨﺎ ﺍﳊﺎﱄ‪ ،‬ﻭﻫﺬﺍ ﺑﻔﻌﻞ ﺍﻟﺘﻄﻮﺭﺍﺕ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ﻭﻏﲑﻫﺎ ﺍﻟﱵ ﻣﻴﺰﺕ ﺣﺮﻛﻴﺔ ﺍ‪‬ﺘﻤﻌﺎﺕ ﺍﻟﺒﺸﺮﻳﺔ‪ ،‬ﻭﺍﻟﱵ ﻛﺎﻧﺖ ﺑﺪﻭﺭﻫﺎ ﺩﺍﻓﻌﺎﹰ ﻗﻮﻳﺎﹰ ﻟﱪﻭﺯ‬
‫ﺇﺳﻬﺎﻣﺎﺕ ﺍﻟﺒﺎﺣﺜﲔ ﰲ ﻫﺬﺍ ﺍﳊﻘﻞ ﻣﻦ ﺍﳌﻌﺮﻓﺔ‪ .‬ﻭﺗﺘﺠﺴﺪ ﺍﻟﻨﻈﺮﺓ ﺍﻟﺘﻘﻠﻴﺪﻳﺔ) ﺃﻱ ﺍﻟﻘﺪﳝﺔ ( ﻟﻠﻤﻔﻜﺮﻳﻦ ﰲ ﻫﺬﺍ ﺍ‪‬ﺎﻝ ﻭﻣﻦ ﺑﻴﻨﻬﻢ‬
‫ﺍﳌﻬﻨﺪﺱ) ﺗﺎﻳﻠﻮﺭ( ﺭﺍﺋﺪ ﻣﺪﺭﺳﺔ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻤﻴﺔ ﰲ ﺇﻋﻄﺎﺀ ﻣﻔﻬﻮﻡ ﺩﻗﻴﻖ ﻟﻸﺩﺍﺀ ﻭﺍﻻﻫﺘﻤﺎﻡ ﺑﻘﻴﺎﺳﻪ‪ ،‬ﻭﻫﺬﺍ ﻣﻦ ﺧﻼﻝ ﺍﻟﺪﺭﺍﺳﺔ ﺍﻟﺪﻗﻴﻘﺔ ﻟﻠﺤﺮﻛﺔ‬
‫ﺍﻟﱵ ﻛﺎﻥ ﻳﺆﺩﻳﻬﺎ ﺍﻟﻌﻤﺎﻝ ﻭﺗﻮﻗﻴﺖ ﻛﻞ ﻣﻨﻬﺎ ﺑﻘﺼﺪ ﺍﻟﻮﺻﻮﻝ ﺇﱃ ﺍﻟﻮﻗﺖ ﺍﻟﻼﺯﻡ ﻹﺩﺍﺭﺓ ﺍﻵﻟﺔ ﻭﺇﻳﻘﺎﻓﻬﺎ‪ ،‬ﺃﻱ ﰲ ﺇﻃﺎﺭ ﻣﺎ ﻳﻌﺮﻑ ﺑﺪﺭﺍﺳﺔ"‬
‫ﺍﳊﺮﻛﺔ ﻭﺍﻟﺰﻣﻦ"‪.‬‬
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‫ﲢﻠﻴﻞ ﺍﻷﺳﺲ ﺍﻟﻨﻈﺮﻳﺔ ﳌﻔﻬﻮﻡ ﺍﻷﺩﺍﺀ‬
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‫ﻣﻊ ﺑﺪﺍﻳﺔ ﺍﻟﻘﺮﻥ ﺍﻟﻌﺸﺮﻳﻦ ﲢﻮﻝ ﺍﻫﺘﻤﺎﻡ ﺍﳌﺆﺳﺴﺎﺕ ﻣﻦ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺍﻟﻜﻤﻴﺎﺕ ﺍﳌﻤﻜﻦ ﺇﻧﺘﺎﺟﻬﺎ ﺇﱃ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬
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‫ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺍﻟﻜﻤﻴﺎﺕ ﺍﳌﻤﻜﻦ ﺑﻴﻌﻬﺎ‪ ،‬ﻭﲤﺜﻞ ﺍﻷﺩﺍﺀ ﺣﻴﻨﻬﺎ ﰲ ﺍﻟﺘﺤﻜﻢ ﰲ ﺃﺳﻌﺎﺭ ﺍﳌﻨﺘﺠﺎﺕ ﻋﻦ ﻃﺮﻳﻖ ﺍﻟﺘﺤﻜﻢ ﰲ ﺍﻟﺘﻜﺎﻟﻴﻒ ﺍﻟﺪﺍﺧﻠﻴﺔ‪.‬‬
‫ﺟﺪﻳﺪﺍ ﰲ ﳏﺘﻮﺍﻩ‪ ،‬ﻓﺒﺪﻻﹰ ﻣﻦ ﺍﻻﻋﺘﻤﺎﺩ ﻓﻘﻂ ﻋﻠﻰ ﺍﻟﺰﻣﻦ ﺍﳌﺴﺘﻐﺮﻕ ﻟﻸﻓﺮﺍﺩ ﻭﺍﳌﻌﺪﺍﺕ‬
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‫ﺗﻄﻮﺭﺍ‬
‫ﹰ‬
‫ﻏﲑ ﺃﻧﻪ ﻣﻊ ﻣﺮﻭﺭ ﺍﻟﺰﻣﻦ ﻋﺮﻑ ﻣﻔﻬﻮﻡ ﺍﻷﺩﺍﺀ‬
‫ﻟﺘﺤﺪﻳﺪ ﻣﻌﺪﻻﺕ ﺍﻷﺩﺍﺀ ﻭﺍﻟﺘﺤﻜﻢ ﰲ ﺍﻷﺳﻌﺎﺭ ﻛﺂﻟﻴﺔ ﻟﺘﺤﺪﻳﺪ ﻣﻔﻬﻮﻡ ﺍﻷﺩﺍﺀ ﻭﻃﺮﻕ ﻗﻴﺎﺳﻪ‪ ،‬ﱠﰎ ﺍﻻﻧﺘﻘﺎﻝ ﺇﱃ ﺍﻷﺧﺬ ﰲ ﺍﳊﺴﺒﺎﻥ ﺍﻟﺘﻄﻮﺭﺍﺕ‬
‫ﺍﻟﱵ ﺗﺸﻬﺪﻫﺎ ﺑﻴﺌﺔ ﺍﳌﺆﺳﺴﺎﺕ ﻋﻨﺪ ﲢﺪﻳﺪ ﻣﻔﻬﻮﻡ ﺍﻷﺩﺍﺀ‪.‬‬
‫ﺗﺘﻤﺜﻞ ﺃﻫﻢ ﻫﺬﻩ ﺍﻟﺘﻄﻮﺭﺍﺕ ﰲ ﺍﻟﺘﺤﺪﻳﺎﺕ ﺍﳉﺪﻳﺪﺓ ﺍﻟﱵ ﺃﺻﺒﺤﺖ ﺗﻮﺍﺟﻬﻬﺎ ﺍﳌﺆﺳﺴﺎﺕ ﻣﻊ ﺗﻄﻮﺭ ﺍﻟﺘﺴﻮﻳﻖ ﻛﻌﻠﻢ ﻭﻓﻦ‪ ،‬ﻭﻇﻬﻮﺭ‬
‫ﺍﻟﻔﻜﺮ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻲ ﰲ ﺍﻹﺩﺍﺭﺓ‪ ،‬ﻭﺍﻻﲡﺎﻩ ﺍﳌﺘﺰﺍﻳﺪ ﻟﺘﻄﺒﻴﻖ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍﳌﺨﺘﻠﻔﺔ ﰲ ﺍﻟﺘﺴﻴﲑ) ﺧﺼﻮﺻﺎ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﻤﺎﻳﺰ(؛ ﻛﻞ ﻫﺬﻩ‬
‫ﺃﺛﺮﺕ ﺑﺸﻜﻞ ﻭﺍﺿﺢ ﰲ ﻃﺮﻕ ﺍﻹﺩﺍﺭﺓ ﻭﺍﻟﺘﺴﻴﲑ‪ ،‬ﻭﻛﺬﺍ ﰲ ﺷﺮﻭﻁ ﺍﻟﻨﺠﺎﺡ ﰲ ﺍﻟﺴﻮﻕ؛ ﻭﻣﻦ ﰒ ﻓﺄﺩﺍﺀ ﺍﳌﺆﺳﺴﺔ ﱂ ﻳﻌﺪ‬
‫ﺍﳌﺴﺘﺠﺪﺍﺕ ﻭﻏﲑﻫﺎ ‪‬‬
‫ﻳﻌﱪ ﻋﻦ ﲣﻔﻴﺾ ﺍﻟﺘﻜﺎﻟﻴﻒ ﻓﻘﻂ ﺑﻞ ﻋﻦ ﺍﻟﻘﻴﻤﺔ ﺍﻟﱵ ﳚﻨﻴﻬﺎ ﺍﻟﺰﺑﻮﻥ ﻣﻦ ﺗﻌﺎﻣﻠﻪ ﻣﻊ ﺍﳌﺆﺳﺴﺔ‪ .‬ﻭﳝﻜﻦ ﺗﻠﺨﻴﺺ ﺍﻟﺘﻄﻮﺭ ﺍﻟﺬﻱ ﳊﻖ ﻣﻔﻬﻮﻡ‬
‫ﺍﻷﺩﺍﺀ ﰲ ﺍﻟﺸﻜﻞ ﺭﻗﻢ )‪ (01‬؛ ﺇﺫﺍﹰ ﻳﺘﺒﲔ ﻟﻨﺎ ﻣﻦ ﺍﻟﺸﻜﻞ ﺃﻥ ﻣﻔﻬﻮﻡ ﺍﻷﺩﺍﺀ ﺗﻮﺳﻊ ﻟﻴﺸﻤﻞ ﺇﻧﺘﺎﺝ ﺍﻟﻘﻴﻤﺔ ﻟﻠﺰﺑﻮﻥ‪ ،‬ﺑﻌﺪﻣﺎ ﺍﻗﺘﺼﺮ ﳌﺪﺓ ﻣﻦ ﺍﻟﺰﻣﻦ‬
‫ﲤﺜﻞ ﻫﺬﺍ ﺍﻟﺘﻄﻮﺭ ﰲ ﺗﻮﺳﻊ ﻣﻔﻬﻮﻡ ﺍﻷﺩﺍﺀ ﻟﻴﺸﻤﻞ ﺃﻳﻀﺎ) ﺇﺿﺎﻓﺔ ﺇﱃ ﺍﻟﻨﻘﻠﺔ ﺍﻟﻨﻮﻋﻴﺔ ﺍﻟﺴﺎﺑﻘﺔ(‬
‫ﻋﻠﻰ ﻋﺎﻣﻞ ﲣﻔﻴﺾ ﺍﻟﺘﻜﺎﻟﻴﻒ‪ ،‬ﻭﻣﻦ ﺟﻬﺔ ﺃﺧﺮﻯ ﹼ‬
‫ﻣﻘﺘﺼﺮﺍ ﳌﺪﺓ ﻣﻌﺘﱪﺓ ﻋﻠﻰ ﺍﳌﺮﺩﻭﺩﻳﺔ ﺍﳌﺎﻟﻴﺔ ﻭﺍﻻﻗﺘﺼﺎﺩﻳﺔ ﻟﻠﻤﺴﺎﳘﲔ ﺃﻱ ﻣﺎ ﻳﻌﺮﻑ‬
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‫ﺍﳌﺴﺘﻔﻴﺪﻳﻦ ﻣﻦ ﺍﻷﺩﺍﺀ‪ ،‬ﻭﻧﻌﲏ ﺑﺬﻟﻚ ﺃﻥ ﻣﻔﻬﻮﻡ ﺍﻷﺩﺍﺀ ﻇﻞ‬
‫ﺑـ)‪ ،(Shareholder value‬ﻟﻴﻨﺘﻘﻞ ﺑﻌﺪﻫﺎ ﰲ ﺇﻃﺎﺭ ﺍﻟﺘﻄﻮﺭ ﺇﱃ ﻣﻔﻬﻮﻡ ﺃﻭﺳﻊ ﻳﺄﺧﺬ ﰲ ﺍﳊﺴﺒﺎﻥ ﻣﺼﺎﱀ ﺃﻃﺮﺍﻑ ﺃﺧﺮﻯ ﻣﻦ)ﻣﺴﺎﳘﲔ‪،‬‬
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‫ﻣﻮﺭﺩﻳﻦ‪ ،‬ﻋﻤﺎﻝ‪ ،‬ﺍ‪‬ﺘﻤﻊ ﺑﺼﻔﺔ ﻋﺎﻣﺔ‪...‬ﺍﱁ(‪ ،‬ﻭﻫﻮ ﻣﺎ ﻳﻌﺮﻑ ﺑـ)‪.(Stakholder value‬‬
‫ﻛﻤﺎ ﻳﻀﺎﻑ ﺇﱃ ﻣﺎ ﺳﺒﻖ ﺃﻥ ﺍﻟﺘﻄﻮﺭﺍﺕ ﺍﻟﺴﺎﺑﻘﺔ ﻭﻏﲑﻫﺎ ﺃﻓﻀﺖ‪ ‬ﺇﱃ ﺇﻧﺘﺎﺝ ﻣﻔﻬﻮﻡ ﺟﺪﻳﺪ ﰲ ﺇﻃﺎﺭ ﺍﻟﺒﻨﺎﺀ ﺍﳌﻌﺮﰲ ﳌﻔﻬﻮﻡ ﺍﻷﺩﺍﺀ‪ ،‬ﻭﻫﻮ ﺇﺩﺍﺭﺓ‬
‫ﺍﻷﺩﺍﺀ‪ ،‬ﺃﻱ ﻣﻌﺎﻣﻠﺔ ﺍﻷﺩﺍﺀ ﻣﻦ ﻣﻨﻈﻮﺭ ﺍﻟﻮﻇﻴﻔﺔ ﺍﻹﺩﺍﺭﻳﺔ ﰲ ﺍﳌﺆﺳﺴﺔ‪.‬‬
‫‪ -5‬ﻣﻔﻬﻮﻡ ﺇﺩﺍﺭﺓ ﺍﻷﺩﺍﺀ‪.‬‬
‫ﻳﺘﻀﻤﻦ ﻫﺬﺍ ﺍﳌﻔﻬﻮﻡ ﺇﺳﻘﺎﻁ ﺍﻟﻮﻇﺎﺋﻒ ﺍﻹﺩﺍﺭﻳﺔ ﺍﳌﻌﺮﻭﻓﺔ ﰲ ﺃﺩﺑﻴﺎﺕ ﺍﻟﺘﺴﻴﲑ ﻋﻠﻰ ﻋﻤﻠﻴﺔ ﺍﻷﺩﺍﺀ ﻣﻦ ﻗﻴﺎﺩﺓ ﻭﲣﻄﻴﻂ ﻭﺗﻨﻈﻴﻢ ﻭﺗﻨﺴﻴﻖ ﻭﺗﻨﺒﺆ‬
‫ﻭﻣﺮﺍﻗﺒﺔ ﻭﺗﻘﻮﱘ‪ .‬ﻳﻨﻈﺮ ﺇﱃ ﺇﺩﺍﺭﺓ ﺍﻷﺩﺍﺀ ﻋﻠﻰ ﺃ‪‬ﺎ‪ ":‬ﺍﳉﻬﻮﺩ ﺍﳍﺎﺩﻓﺔ ﻣﻦ ﻗﺒﻞ ﺍﳌﺆﺳﺴﺎﺕ ﺍﳌﺨﺘﻠﻔﺔ ﻟﺘﺨﻄﻴﻂ ﻭﺗﻨﻈﻴﻢ ﻭﺗﻮﺟﻴﻪ ﺃﺩﺍﺀ ﺍﳌﺆﺳﺴﺔ‬
‫ﺇﺫﺍ ﻧﺴﺘﻨﺘﺞ ﺃﻥ ﻣﻔﻬﻮﻡ ﺇﺩﺍﺭﺓ ﺍﻷﺩﺍﺀ ﻳﺘﻀﻤﻦ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﻟﻌﻨﺎﺻﺮ ﺗﺘﻤﺜﻞ ﰲ‬
‫ﻭﻭﺿﻊ ﺍﳌﻌﺎﻳﲑ ﻭﻣﻘﺎﻳﻴﺲ ﻭﺍﺿﺤﺔ ﻭ ﻣﻘﺒﻮﻟﺔ ﻛﻬﺪﻑ"‪ 23.‬ﹰ‬
‫ﺍﻟﺘﺨﻄﻴﻂ‪ ،‬ﺍﻟﺘﻨﻈﻴﻢ‪ ،‬ﺍﻟﺘﻮﺟﻴﻪ‪ ،‬ﻭﺍﻟﺘﻘﻮﱘ‪.‬‬
‫ﺍﳌﺴﻴﺮ ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﺃﻥ ﺍﳉﻬﻮﺩ‬
‫ﺇﺫﺍ ﻧﻈﺮﻧﺎ ﻹﺩﺍﺭﺓ ﺍﻷﺩﺍﺀ ﻛـ" ﻋﻤﻠﻴﺔ " ﻓﻴﻤﻜﻦ ﺗﻌﺮﻳﻔﻬﺎ ﻋﻠﻰ ﺃ‪‬ﺎ‪ ":‬ﺍﻟﻮﺳﻴﻠﺔ ﺍﻟﱵ ﻳﻀﻤﻦ ﻣﻦ ﺧﻼﳍﺎ ‪‬‬
‫ﺍﻟﱵ ﻳﺒﺬﳍﺎ ﺍﻟﻌﺎﻣﻠﻮﻥ ﻭﺍﻟﻨﺘﺎﺋﺞ ﺍﻟﱵ ﳛﻘﻘﻮ‪‬ﺎ ﲢﻘﻖ ﺃﻫﺪﺍﻑ ﺍﳌﺆﺳﺴﺔ"‪ 24.‬ﻛﻤﺎ ﻳﻨﻈﺮ ﻹﺩﺍﺭﺓ ﺍﻷﺩﺍﺀ ﻣﻦ ﺟﺎﻧﺐ ﺃﺧﺮ ﻋﻠﻰ ﺃ‪‬ﺎ ﲤﺜﻞ ﻧﻈﺎﻣﺎ‬
‫ﻣﻔﺘﻮﺣﺎ ﺗﻨﻄﺒﻖ ﻋﻠﻴﻪ ﻓﻠﺴﻔﺔ ﺍﻟﻨﻈﻢ‪ ،‬ﻭﻳﺘﻜﻮﻥ ﻣﻦ ﺗﺪﻓﻘﺎﺕ ﺩﺍﺧﻠﺔ ﺑﺸﺮﻳﺔ ﻭﺗﻘﻨﻴﺔ ﻭﻣﺎﺩﻳﺔ ﲤﺜﻞ ﺍﳌﻮﺍﺭﺩ ﺍﻟﱵ ﺗﺴﺘﺨﺪﻡ ﰲ ﲢﻘﻴﻖ ﺍﻷﺩﺍﺀ ﺃﻱ‬
‫)ﺍﳌﺪﺧﻼﺕ(‪ ،‬ﻭﳎﻤﻮﻋﺔ ﻣﻦ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﳌﺘﻔﺎﻋﻠﺔ ﻓﻴﻤﺎ ﺑﻴﻨﻬﺎ‪ ،‬ﻣﻦ ﺃﺟﻞ ﺍﻟﻮﺻﻮﻝ ﺇﱃ ﻣﺎ ﻫﻮ ﻣﻨﺘﻈﺮ ﻣﻦ ﺗﺪﻓﻘﺎﺕ ﺧﺎﺭﺟﺔ) ﺃﻱ ﺍﳌﺨﺮﺟﺎﺕ(؛‬
‫ﻛﻤﺎ ﲡﺪﺭ ﺍﻹﺷﺎﺭﺓ ﺇﱃ ﺃﻥ ﻫﺬﻩ ﺍﻟﺼﲑﻭﺭﺓ ﺗﺘﻢ ﰲ ﺇﻃﺎﺭ ﻣﻦ ﺍﻟﺘﻜﺎﻣﻞ ﻓﻴﻤﺎ ﺑﲔ ﺍﳌﺪﺧﻼﺕ ﻭﺍﻟﻌﻤﻠﻴﺎﺕ ﻭﺍﳌﺨﺮﺟﺎﺕ ﻛﻨﻈﺎﻡ ﻭﺍﻟﺒﻴﺌﺔ ﺍﳋﺎﺭﺟﻴﺔ‬
‫ﺍﶈﻴﻄﺔ‪ ،‬ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﺍﻟﻌﻨﺼﺮ ﺍﻷﺳﺎﺳﻲ ﻭﻫﻮ ﺍﻟﺘﻐﺬﻳﺔ ﺍﻟﻌﻜﺴﻴﺔ) ﺃﻱ ﺇﻋﺎﺩﺓ ﺗﺰﻭﻳﺪ ﺍﻟﻨﻈﺎﻡ ﺑﺎﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﳌﻮﺍﺭﺩ ﺍﻟﻼﺯﻣﺔ ﻟﻨﻤﻮﻩ ﻭﺍﺳﺘﻤﺮﺍﺭﻩ‬
‫ﻭﺍﳌﺴﺘﻤﺪﺓ ﻣﻦ ﳐﺮﺟﺎﺕ ﺍﻟﻨﻈﺎﻡ(‪ ،‬ﻭﻫﺬﺍ ﻛﻠﻪ ﻣﻦ ﺃﺟﻞ ﺿﻤﺎﻥ ﺍﻟﻮﺻﻮﻝ ﺇﱃ ﻣﺎ ﻳﺴﻤﻰ ﺑـ " ﺗﻮﺍﺯﻥ ﺍﻷﺩﺍﺀ"‪ .‬ﺇﺫﻥ ﺑﻨﺎﺀﺍﹰ ﻋﻠﻰ ﻣﺎ ﺳﺒﻖ ﳝﻜﻦ‬
‫ﺍﻟﻘﻮﻝ ﺃﻥﱠ ﺇﺩﺍﺭﺓ ﺍﻷﺩﺍﺀ ﺗﺘﻀﻤﻦ ﺳﻠﺴﻠﺔ ﻣﺘﺪﺍﺧﻠﺔ ﻭﻣﺘﻔﺎﻋﻠﺔ ﻣﻦ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺗﺘﻤﺜﻞ ﰲ ‪ 25:‬ﲣﻄﻴﻂ ﺍﻷﺩﺍﺀ‪ ،‬ﺗﺴﻴﲑ ﺍﻷﺩﺍﺀ‪ ،‬ﻣﺘﺎﺑﻌﺔ ﻭﺗﻘﻮﱘ ﺍﻷﺩﺍﺀ‪،‬‬
‫ﲢﺴﲔ ﺍﻷﺩﺍﺀ‪ ،‬ﺗﻄﻮﻳﺮ ﺍﻷﺩﺍﺀ‪ ،‬ﲤﻜﲔ ﻭﺗﻌﻮﻳﺾ ﺍﻟﻘﺎﺋﻤﲔ ﺑﺎﻷﺩﺍﺀ‪.‬‬
‫ﻛﻤﺎ ﻳﻨﻈﺮ ﺍﻟﺒﻌﺾ ﺇﱃ ﺇﺩﺍﺭﺓ ﺍﻷﺩﺍﺀ ﻋﻠﻰ ﺃ‪‬ﺎ ﻋﻤﻠﻴﺔ ﺗﻮﺍﺻﻞ ﻭﺗﻔﺎﻋﻞ ﻣﺴﺘﻤﺮﺗﲔ ﺗﺘﻢ ﺑﺎﻻﺷﺘﺮﺍﻙ ﺑﲔ ﺍﳌﻮﻇﻒ ﻭﻣﺸﺮﻓﻪ ﺍﳌﺒﺎﺷﺮ‪،‬‬
‫ﻭ‪‬ﺪﻑ ﺇﱃ ﺍﻟﺘﻮﺻﻞ ﻟﺘﻮﻗﻌﺎﺕ ﻭﻓﻬﻢ ﻭﺍﺿﺤﲔ ﻟﻸﻋﻤﺎﻝ ﺍﻟﱵ ﳚﺐ ﺇﳒﺎﺯﻫﺎ‪ ،‬ﻭﻫﻲ ﻋﺒﺎﺭﺓ ﻋﻦ ﻧﻈﺎﻡ ﻳﺘﻜﻮﻥ ﻣﻦ ﻋﺪﺓ ﺃﺟﺰﺍﺀ ﳚﺐ ﺍﻟﻌﻨﺎﻳﺔ ‪‬ﺎ‬
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‫ﳎﻠﺔ ﺍﻟﺒﺎﺣﺚ ‪ -‬ﻋﺪﺩ ‪2010 - 2009 / 07‬‬
‫ﲨﻴﻌﺎ‪ ،‬ﺇﺫﺍ ﻣﺎ ﻛﺎﻧﺖ ﻫﻨﺎﻙ ﺭﻏﺒﺔ ﰲ ﺃﻥ ﺗﻜﻮﻥ ﻫﺬﻩ ﺍﻟﻌﻤﻠﻴﺔ ﺫﺍﺕ ﻗﻴﻤﺔ ﻟﻜﻞ ﻣﻦ ﺍﳌﺆﺳﺴﺔ ﻭﺍﳌﺪﺭﺍﺀ ﻭﺍﳌﻮﻇﻔﲔ‪ 26.‬ﻭﺗﻮﺟﺪ ﳎﻤﻮﻋﺔ ﻣﻦ‬
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‫ﺍﳌﺴﺘﻮﻳﺎﺕ ﻟﻸﺩﺍﺀ ﳝﻜﻦ ﻟﻠﻤﺆﺳﺴﺔ ﻣﻦ ﺧﻼﳍﺎ ‪‬ﺍﻟﺘﻌﺮﻑ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺃﺩﺍﺋﻬﺎ‪ ،‬ﻭﻫﻲ‪:‬‬
‫ﺍﻷﺩﺍﺀ ﺍﻻﺳﺘﺜﻨﺎﺋﻲ )‪ ،(Extraordinary performance‬ﺍﻷﺩﺍﺀ ﺍﻟﺒﺎﺭﺯ )‪ ،(Outstanding performance‬ﺍﻷﺩﺍﺀ ﺍﳉﻴﺪ ﺟﺪﺍﹰ ) ‪Very‬‬
‫‪ ،(Good performance‬ﺍﻷﺩﺍﺀ ﺍﳉﻴﺪ )‪ ،(Good performance‬ﺍﻷﺩﺍﺀ ﺍﳌﻌﺘﺪﻝ )‪ ،(Fair performance‬ﺍﻷﺩﺍﺀ ﺍﻟﻀﻌﻴﻒ ) ‪Weak‬‬
‫‪ ،(performance‬ﺍﻷﺩﺍﺀ ﺍﳌﺘﺄﺯﻡ )‪.(Crisis performance‬‬
‫ﻭ‪‬ﺪﻑ ﺍﳌﺆﺳﺴﺎﺕ ﻣﻦ ﺗﺒﲏ ﺇﺩﺍﺭﺓ ﺍﻷﺩﺍﺀ ﺇﱃ ﲢﻘﻴﻖ ﺍﻷﻫﺪﺍﻑ ﺍﻟﱵ ﺃﻧﺸﺌﺖ ﻣﻦ ﺃﺟﻠﻬﺎ‪ ،‬ﻭﻣﻦ ﺃﻫﻢ ﺗﻠﻚ ﺍﻷﻫﺪﺍﻑ ﻫﻮ ﺳﺪ ﻓﺠﻮﺓ ﺍﻷﺩﺍﺀ‪ ،‬ﺍﻟﱵ‬
‫ﺗﻌﺪ ﲟﺜﺎﺑﺔ ﺍﳌﺸﻜﻠﺔ ﺍﳊﻘﻴﻘﻴﺔ ﻟﻺﺩﺍﺭﺓ؛ ﻭﺳﺪ ﻫﺬﻩ ﺍﻟﻔﺠﻮﺓ ﳝﻜﻦ ﺃﻥ ﻳﺘﺤﻘﻖ ﺑﺄﺳﻠﻮﺑﲔ‪ ،‬ﺃﺣﺪﳘﺎ ﺇﳚﺎﰊ ﳏﻘﻖ ﻟﻠﻬﺪﻑ ﻭﻫﻮ ﺗﻄﻮﻳﺮ ﺍﻷﺩﺍﺀ ﺍﻟﻔﻌﻠﻲ‬
‫ﻟﻴﺼﻞ ﺇﱃ ﺍﻷﺩﺍﺀ ﺍﳌﺴﺘﻬﺪﻑ‪ ،‬ﻭﺍﻟﺜﺎﱐ ﺳﻠﱯ ﻭﻫﻮ ﲣﻔﻴﺾ ﺍﻷﺩﺍﺀ ﺍﳌﺴﺘﻬﺪﻑ ﻟﻴﺘﻌﺎﺩﻝ ﻣﻊ ﺍﻷﺩﺍﺀ ﺍﻟﻔﻌﻠﻲ‪.‬‬
‫‪ -7‬ﻗﻴﺎﺱ ﺃﺩﺍﺀ ﺍﳌﺆﺳﺴﺔ‪.‬‬
‫ﹸﺃﻋﺘﱪ ﺍﻟﺮﺑﺢ ﻟﻔﺘﺮﺓ ﻃﻮﻳﻠﺔ ﺍﳍﺪﻑ ﺍﻷﺳﺎﺳﻲ ﺍﻟﺬﻱ ﺗﺴﻌﻰ ﺍﳌﺆﺳﺴﺔ ﺇﱃ ﲢﻘﻴﻘﻪ) ﺧﺎﺻﺔ ﻣﻦ ﻃﺮﻑ ﻣﻔﻜﺮﻱ ﺍﻟﻨﻈﺮﻳﺔ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ﺍﳉﺰﺋﻴﺔ(‪ ،‬ﻭﻫﺬﺍ‬
‫ﻣﻦ ﻣﻨﻄﻠﻖ ﺃﻥ ﺍﳌﺆﺳﺴﺔ ﺗﻌﱪ ﻋﻦ ﺃﺩﺍﺀﻫﺎ ﻣﻦ ﺧﻼﻝ ﺍﻷﺭﺑﺎﺡ ﺍﻟﱵ ﲢﻘﻘﻬﺎ‪ ،‬ﺃﻱ ﺇﻳﺮﺍﺩﺍ‪‬ﺎ ﺍﻟﻜﻠﻴﺔ ﻣﻄﺮﻭﺡ ﻣﻨﻬﺎ ﺍﻟﺘﻜﺎﻟﻴﻒ ﺍﻟﻜﻠﻴﺔ ﺍﻟﱵ ﲢﻤﻠﺘﻬﺎ‪،‬‬
‫ﻭﻣﻦ ﰒ ﻓﺎﻟﺘﺼﻮﺭ ﺍﻟﺬﻱ ﻛﺎﻥ ﺳﺎﺋﺪﺍﹰ ﻫﻮ ﺃﻥ ﺍﳌﺆﺳﺴﺔ ﺍﻟﱵ ﲢﻘﻖ ﺃﺭﺑﺎﺣﺎﹰ ﺃﻛﱪ ﻫﻲ ﺍﻟﱵ ﻟﺪﻳﻬﺎ ﺃﺩﺍﺀ ﺟﻴﺪ‪ .‬ﻭﻓﻘﺎ ﳍﺬﻩ ﺍﻟﻨﻈﺮﺓ ﻛﺎﻥ ﺃﺩﺍﺀ ﺍﳌﺆﺳﺴﺔ‬
‫ﻳﻘﺎﺱ ﻣﻦ ﺧﻼﻝ ﺍﻟﻨﺘﺎﺋﺞ ﺍﳌﺎﻟﻴﺔ ﻭﺍﶈﺎﺳﺒﻴﺔ ﺍﻟﱵ ﺣﻘﻘﺘﻬﺎ‪ ،‬ﻏﲑ ﺃﻥ ﺗﻄﻮﺭﺍﺕ ﺍﶈﻴﻂ ﺩﻓﻌﺖ ﺍﳌﺴﲑﻳﻦ ﺇﱃ ﺍﻟﺒﺤﺚ ﻋﻦ ﺃﺩﻭﺍﺕ ﺟﺪﻳﺪﺓ ﻟﻘﻴﺎﺱ ﺃﺩﺍﺀ‬
‫ﻭﺗﺴﺘﺨﺪﻡ ﺍﳌﺆﺳﺴﺔ ﻟﻠﺘﻌﺮﻑ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺃﺩﺍﺀﻫﺎ ﺍﻟﻔﻌﻠﻲ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﳌﺆﺷﺮﺍﺕ ‪‬ﺗﻈﻬﺮ‬
‫ﺍﳌﺆﺳﺴﺔ‪ ،‬ﻭﺍﻟﱵ ‪‬ﺗﻌﱪ ﺑﺼﻔﺔ ﺃﺩﻕ ﻋﻦ ﺃﺩﺍﺋﻬﺎ‪  .‬‬
‫ﺍﻟﺘﻄﻮﺭ ﺍﻟﺬﻱ ﺣﻘﻘﺘﻪ ﰲ ﻣﺴﲑ‪‬ﺎ ﳓﻮ ﺍﻷﻓﻀﻞ ﺃﻭ ﳓﻮ ﺍﻷﺳﻮﺃ؛ ﻣﻊ ﺍﻹﺷﺎﺭﺓ ﺇﱃ ﻭﺟﻮﺩ ﻃﺮﻕ ﺗﻘﻠﻴﺪﻳﺔ ﰲ ﻗﻴﺎﺱ ﺍﻷﺩﺍﺀ‪ ،‬ﻭﺃﺧﺮﻯ ﺣﺪﻳﺜﺔ؛ ﺇﻻﱠ‬
‫ﺃﻧﻨﺎ ﺳﻨﺮﻛﺰ ﻫﻨﺎ ﻋﻠﻰ ﺍﻟﻄﺮﻕ ﺍﳊﺪﻳﺜﺔ‪ ،‬ﻣﻊ ﺍﻹﺷﺎﺭﺓ ﺑﺈﳚﺎﺯ ﺇﱃ ﺍﻟﻄﺮﻕ ﺍﻟﺘﻘﻠﻴﺪﻳﺔ‪.‬‬
‫ﺗﺘﻤﺜﻞ ﺃﻫﻢ ﺍﳌﺆﺷﺮﺍﺕ ﺍﻟﺘﻘﻠﻴﺪﻳﺔ ﺍﻟﱵ ‪‬ﺗﺴﺘﺨﺪﻡ ﰲ ﻗﻴﺎﺱ ﺃﺩﺍﺀ ﺍﳌﺆﺳﺴﺎﺕ ﰲ‪:‬‬
‫ﺍﻹﻧﺘﺎﺟﻴﺔ‪ ،‬ﺍﻟﻘﻴﻤﺔ ﺍﳌﻀﺎﻓﺔ‪ ،‬ﻓﺎﺋﺾ ﺍﻻﺳﺘﻐﻼﻝ ﺍﳋﺎﻡ‪ ،‬ﺍﻟﻨﺘﻴﺠﺔ ﺍﻟﺼﺎﻓﻴﺔ)ﺭﺑﺢ ﺃﻭ ﺧﺴﺎﺭﺓ(‪ ،‬ﺍﻟﻌﺎﺋﺪ ﻋﻠﻰ ﺍﻻﺳﺘﺜﻤﺎﺭ‪ ،‬ﺍﳌﺮﺩﻭﺩﻳﺔ ﺍﳌﺎﻟﻴﺔ‪ ،‬ﺍﳌﺮﺩﻭﺩﻳﺔ‬
‫ﻭﺍﺳﺘﻌﻤﺎﻻ ﺧﺼﻮﺻﺎﹰ ﰲ ﺍﻟﻮﻻﻳﺎﺕ‬
‫ﹰ‬
‫ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‪ ،‬ﺍﻟﻘﻴﻤﺔ ﺍﳌﻀﺎﻓﺔ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‪ .‬ﻭﻳﻌﺘﱪ ﻣﺆﺷﺮ ﺍﻟﻘﻴﻤﺔ ﺍﳌﻀﺎﻓﺔ ﻣﻦ ﺍﳌﺆﺷﺮﺍﺕ ﺍﻷﻛﺜﺮ ﺍﻧﺘﺸﺎﺭﺍﹰ‬
‫ﺍﳌﺘﺤﺪﺓ ﺍﻷﻣﺮﻳﻜﻴﺔ ﻷﻧﻪ ﻳﻘﻮﺩ ﺇﱃ ﻗﻴﺎﺱ ﺍﻷﺩﺍﺀ ﺍﻟﺼﺎﰲ ﻟﻠﻤﺆﺳﺴﺔ ﻣﻦ ﺧﻼﻝ ﺇﻇﻬﺎﺭ ﺍﻟﻔﺮﻕ ﺑﲔ ﻣﺮﺩﻭﺩﻳﺔ ﺍﻷﻣﻮﺍﻝ ﺍﳌﺴﺘﺜﻤﺮﺓ ﻭﺗﻜﻠﻔﺘﻬﺎ‪ ،‬ﺃﻱ‬
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‫ﺍﻷﺧﺬ ﺑﻌﲔ ﺍﻻﻋﺘﺒﺎﺭ ﺗﻜﺎﻟﻴﻒ ﺍﳌﻮﺍﺭﺩ ﺍﳌﺎﻟﻴﺔ ﺍﳋﺎﺻﺔ ﺑﻌﻤﻞ ﻧﺸﺎﻁ ﻣﻌﲔ‪.‬‬
‫ﻏﲑ ﺃﻥ ﻫﺬﻩ ﺍﳌﺆﺷﺮﺍﺕ ﺍﻟﱵ ﺗﺮﻛﺰ ﻋﻠﻰ ﺍﳉﺎﻧﺐ ﺍﳌﺎﱄ ﺗﻌﺮﺿﺖ ﺇﱃ ﺍﻟﻜﺜﲑ ﻣﻦ ﺍﻻﻧﺘﻘﺎﺩﺍﺕ ﺧﺎﺻﺔ ﻣﻊ ‪‬ﺎﻳﺔ ﺍﻟﺴﺒﻌﻴﻨﺎﺕ ﻣﻦ ﺍﻟﻘﺮﻥ ﺍﳌﺎﺿﻲ‬
‫ﻻﻫﺘﻤﺎﻣﻬﺎ ﺑﺘﻘﺪﱘ ﺍﻟﻘﻴﻤﺔ ﻟﻠﻤﺴﺎﳘﲔ ﻓﻘﻂ‪ ،‬ﻭﺇﳘﺎﳍﺎ ﳌﺎ ﻳﺴﻤﻰ ﺑـ)‪ (Stakholder value‬ﻣﺜﻞ ﺍﻟﺰﺑﺎﺋﻦ؛ ﻭﺑﺪﺍﻳﺔﹰ ﻣﻦ ﺗﺴﻌﻴﻨﺎﺕ ﺍﻟﻘﺮﻥ ﺍﳌﺎﺿﻲ‬
‫ﰎ ﺇﻋﺎﺩﺓ ﺍﻟﻨﻈﺮ ﰲ ﺍﳌﺆﺷﺮﺍﺕ ﺍﳌﺎﻟﻴﺔ‪ ،‬ﻭﻫﺬﺍ ﺑﻮﺿﻊ ﺍﻟﺘﺤﺴﻴﻨﺎﺕ ﻋﻠﻴﻬﺎ ﻭﺗﻄﻮﻳﺮﻫﺎ ﲟﺎ ﻳﺘﻼﺀﻡ ﻭﻣﺴﺘﺠﺪﺍﺕ ﺍﶈﻴﻂ‪ .‬ﻭﻛﻤﺤﺎﻭﻟﺔ ﻟﺘﺠﺎﻭﺯ‬
‫ﺍﻻﻧﺘﻘﺎﺩﺍﺕ ﺍﻟﺴﺎﺑﻘﺔ ﺍﳌﻮﺟﻬﺔ ﻟﻠﻄﺮﻕ ﺍﻟﺘﻘﻠﻴﺪﻳﺔ ﻟﻘﻴﺎﺱ ﺍﻷﺩﺍﺀ ﺍﲡﻪ ﺍﻟﻔﻜﺮ ﺍﻹﺩﺍﺭﻱ ﺍﳊﺪﻳﺚ ﰲ ﻇﻞ ﺗﺰﺍﻭﺝ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﻻﺗﺼﺎﻻﺕ‬
‫ﻧﻈﺮﺍ‬
‫ﻭﺍﻟﺘﻄﻮﺭ ﺍﻟﺴﺮﻳﻊ ﰲ ﻣﻌﺪﻻﺕ ﳕﻮ ﺍﻟﺼﻨﺎﻋﺔ ﻭﺍﻷﺳﻮﺍﻕ‪ ،‬ﺇﱃ ﺍﻷﺧﺬ ﺑﻌﲔ ﺍﻻﻋﺘﺒﺎﺭ ﺍﻟﺒﻌﺪ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻲ ﰲ ﻗﻴﺎﺱ ﺍﻷﺩﺍﺀ ﺩﺍﺧﻞ ﺍﳌﺆﺳﺴﺔ ﹰ‬
‫ﻷﳘﻴﺘﻪ ﰲ ﻋﻤﻠﻴﺔ ﺍﻟﻘﻴﺎﺱ‪ ،‬ﻭﻛﺬﺍ ﻣﻦ ﺃﺟﻞ ﺍﻟﺘﻮﺻﻞ ﻣﺎ ﺃﻣﻜﻦ ﺇﱃ ﺗﻮﺍﻓﻖ ﺍﻷﺩﺍﺀ ﺍﶈﻘﻖ ﻣﻊ ﺍﻷﻫﺪﺍﻑ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻟﻠﻤﺆﺳﺴﺔ‪ ،‬ﻭﻣﻦ ﰒ ﺍﻟﻌﻤﻞ‬
‫ﻋﻠﻰ ﺭﺑﻂ ﺍﻷﺩﺍﺀ ﺍﳊﺎﱄ ﻟﻠﻤﺆﺳﺴﺔ ﺑﺄﺩﺍﺋﻬﺎ ﺍﳌﺴﺘﻘﺒﻠﻲ ؛ ﻭﺗﺘﻤﺜﻞ ﺃﻫﻢ ﺍﻟﻄﺮﻕ ﺍﳊﺪﻳﺜﺔ ﻟﻘﻴﺎﺱ ﺍﻷﺩﺍﺀ ﰲ‪:‬‬
‫ﺃﻳﻀﺎ ﺗﺴﻤﻴﺔ ﺑﻄﺎﻗﺔ‬
‫ﻭﻳﻄﻠﻖ ﻋﻠﻴﻬﺎ ﹰ‬
‫‪ -1.7‬ﺑﻄﺎﻗﺔ ﻗﻴﺎﺱ ﺍﻷﺩﺍﺀ ﺍﳌﺘﻮﺍﺯﻧﺔ )‪ : (Balanced scorecard‬ﺗﻌﺘﱪ ﺑﻄﺎﻗﺔ ﻗﻴﺎﺱ ﺍﻷﺩﺍﺀ ﺍﳌﺘﻮﺍﺯﻧﺔ) ‪‬‬
‫ﺍﻷﻫﺪﺍﻑ ﺍﳌﻮﺯﻭﻧﺔ( ﻣﻦ ﺍﻟﻮﺳﺎﺋﻞ ﺍﳊﺪﻳﺜﺔ ﺫﺍﺕ ﺍﻟﻨﻈﺮﺓ ﺍﻟﺸﻤﻮﻟﻴﺔ ﰲ ﻗﻴﺎﺱ ﺃﻧﺸﻄﺔ ﻭﻣﺴﺘﻮﻯ ﺃﺩﺍﺀ ﺍﳌﺆﺳﺴﺔ‪ ،‬ﻭﻫﺬﺍ ﻣﻦ ﻣﻨﻄﻠﻖ ﺃﻥ ﳒﺎﺡ‬
‫ﺍﳌﺆﺳﺴﺎﺕ ﻳﺘﻮﻗﻒ ‪ -‬ﺇﱃ ﺣﺪ ﺑﻌﻴﺪ‪ -‬ﻋﻠﻰ ﻗﺪﺭ‪‬ﺎ ﰲ ﻗﻴﺎﺱ ﺃﺩﺍﺋﻬﺎ ﰲ ﳎﺎﻻﺕ) ﻋﻼﻗﺎﺕ ﺍﻟﺰﺑﺎﺋﻦ‪ ،‬ﺍﻷﻋﻤﺎﻝ ﺍﻟﺪﺍﺧﻠﻴﺔ‪... ،‬ﺍﱁ(‪ .‬ﻭﻗﺪ ﺑﺪﺃ‬
‫ﺍﻻﻫﺘﻤﺎﻡ ﺑﺎﺳﺘﻌﻤﺎﻝ ﺑﻄﺎﻗﺔ ﻗﻴﺎﺱ ﺍﻷﺩﺍﺀ ﺍﳌﺘﻮﺍﺯﻧﺔ ﺇﱃ ﺃﻭﺍﺋﻞ ﻋﺎﻡ ‪ 1990‬ﻋﻨﺪﻣﺎ ﻗﺮﺭﺕ ﻣﺆﺳﺴﺔ) ‪ ( Nolan Norton‬ﺍﻟﻘﻴﺎﻡ ﺑﺮﻋﺎﻳﺔ‬
‫ﺩﺭﺍﺳﺔ ﹸﺃﻋﺪﺕ ﻣﻦ ﻃﺮﻑ ﺍﳌﻜﺘﺐ ﺍﻻﺳﺘﺸﺎﺭﻱ ﺍﻟﻌﺎﳌﻲ) ‪ ،( KPMG‬ﻭﺍﻟﱵ ﺍﺳﺘﻐﺮﻗﺖ ﳌﺪﺓ ﺳﻨﺔ ﻛﺎﻣﻠﺔ‪ ،‬ﻭﻛﺎﻧﺖ ‪‬ﺪﻑ ﺇﱃ ﺗﻘﻮﱘ ﺃﺩﺍﺀ‬
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‫ﲢﻠﻴﻞ ﺍﻷﺳﺲ ﺍﻟﻨﻈﺮﻳﺔ ﳌﻔﻬﻮﻡ ﺍﻷﺩﺍﺀ‬
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‫ﻣﺆﺳﺴﺔ ﻣﺘﻌﺪﺩﺓ ﺍﳉﻨﺴﻴﺎﺕ؛ ﺑﻌﺪ ﺫﻟﻚ ﺗﻮﺍﺗﺮﺕ ﺍﻟﺪﺭﺍﺳﺎﺕ ﻭﺍﻷﲝﺎﺙ ﺍﻟﻌﻠﻤﻴﺔ ﺣﻮﻝ" ﺑﻄﺎﻗﺔ ﻗﻴﺎﺱ ﺍﻷﺩﺍﺀ ﺍﳌﺘﻮﺍﺯﻧﺔ" ﳑﺎ ﺩﻓﻊ ﻟﻠﻔﺖ ﺍﻷﻧﻈﺎﺭ ﺇﱃ‬
‫ﺃﳘﻴﺔ ﻫﺬﻩ ﺍﻟﻄﺮﻳﻘﺔ ﺍﳊﺪﻳﺜﺔ‪ ،‬ﺣﻴﺚ ﺗﻜﻤﻦ ﺃﳘﻴﺘﻬﺎ ﰲ ﺃ‪‬ﺎ ﺗﺘﻴﺢ ﺇﻣﻜﺎﻧﻴﺔ ﺗﻮﺿﻴﺢ ﺍﻟﺮﺅﻳﺔ ﻟﻠﻤﺆﺳﺴﺔ ﺑﺸﺄﻥ ﻛﻴﻔﻴﺔ ﺗﺮﲨﺔ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺘﻬﺎ ﺇﱃ‬
‫ﺃﻓﻌﺎﻝ؛ ﻛﻤﺎ ﲡﺪﺭ ﺍﻹﺷﺎﺭﺓ ﺇﱃ ﺃﻥ ﺑﻄﺎﻗﺔ ﻗﻴﺎﺱ ﺍﻷﺩﺍﺀ ﺍﳌﺘﻮﺍﺯﻧﺔ ﻣﻮﺟﻬﺔ ﻋﻠﻰ ﻭﺟﻪ ﺍﳋﺼﻮﺹ ﺇﱃ ﺍﳌﺪﻳﺮﻳﺔ ﺍﻟﻌﺎﻣﺔ ﺑﺎﻋﺘﺒﺎﺭﻫﺎ ﻭﺳﻴﻠﺔ ﻗﻴﺎﺩﺓ‬
‫ﻟﻠﻤﺆﺳﺴﺔ‪ 29.‬ﻭﻗﺪ ‪‬ﺑﻴﻦ ﻛﻞ ﻣﻦ ) ﻧﻮﺭﺗﻦ ﻭﻛﺎﺑﻠﻦ‪ ( Norton et Kaplan -‬ﺍﻟﻔﻮﺍﺋﺪ ﺍﻟﺘﺎﻟﻴﺔ ﻻﺳﺘﻌﻤﺎﻝ ﺑﻄﺎﻗﺔ ﻗﻴﺎﺱ ﺍﻷﺩﺍﺀ ﺍﳌﺘﻮﺍﺯﻧﺔ ‪:‬‬
‫‪ -1‬ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺍﻟﺘﻨﻈﻴﻢ ﻛﻜﻞ؛‬
‫‪ -2‬ﺗﺴﺎﻋﺪ ﻋﻠﻰ ﺗﻜﺎﻣﻞ ﺍﻟﱪﺍﻣﺞ ﺍﳌﺨﺘﻠﻔﺔ ﻟﻠﻤﺆﺳﺴﺔ ﻣﺜﻞ‪ :‬ﺍﳉﻮﺩﺓ‪ ،‬ﺇﻋﺎﺩﺓ ﺍﳍﻨﺪﺳﺔ‪ ،‬ﻭﻣﺒﺎﺩﺭﺍﺕ ﺧﺪﻣﺔ ﺍﻟﻌﻤﻼﺀ؛‬
‫‪ -3‬ﲢﺪﻳﺪ ﺍﳌﻘﺎﻳﻴﺲ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﳓﻮ ﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﻷﻗﻞ ﻣﺜﻞ ﻭﺣﺪﺓ ﺍﻟﻌﺎﻣﻠﲔ‪ ،‬ﻭﻛﻤﺎ ﳝﻜﻦ ﻟﻠﻤﻮﻇﻔﲔ ﲢﺪﻳﺪ ﺍﳌﻄﺎﻟﺐ ﺍﳋﺎﺻﺔ ﻟﺘﺤﻘﻴﻖ‬
‫ﺃﺩﺍﺀ ﺇﲨﺎﱄ ﳑﺘﺎﺯ‪.‬‬
‫‪ -2.7‬ﻟﻮﺣﺔ ﺍﻟﻘﻴﺎﺩﺓ )‪ : (Tableau de Bord‬ﺗﻌﺘﱪ ﻟﻮﺣﺔ ﺍﻟﻘﻴﺎﺩﺓ ﻣﻦ ﺑﲔ ﺍﻟﻄﺮﻕ ﺍﳊﺪﻳﺜﺔ ﻟﻘﻴﺎﺱ ﺍﻷﺩﺍﺀ‪ ،‬ﻟﻜﻦ ﺟﺬﻭﺭﻫﺎ ﺗﻌﻮﺩ ﺇﱃ ﺍﻟﻘﺮﻥ‬
‫ﺍﻟﻌﺸﺮﻳﻦ ﺣﻴﺚ ﻛﺎﻥ ﻳﺘﻢ ﺗﻄﺒﻴﻘﻬﺎ ﺑﺼﻔﺔ ﻏﲑ ﻣﺒﺎﺷﺮﺓ‪ ،‬ﰒ ﺇﱃ ﺍﻟﺜﻼﺛﻴﻨﻴﺎﺕ ﻣﻦ ﺍﻟﻘﺮﻥ ﺍﳌﺎﺿﻲ ﺣﻴﺚ ﻛﺎﻥ ﻳﺘﻢ ﺗﻄﺒﻴﻘﻬﺎ ﻣﻦ ﻗﺒﻞ ﺃﻛﱪ‬
‫ﺍﻟﺸﺮﻛﺎﺕ ﰲ ﺫﻟﻚ ﺍﻟﻮﻗﺖ‪ ،‬ﻟﺘﺸﻬﺪ ﻋﻮﺩ‪‬ﺎ ﺑﻘﻮﺓ ﰲ ﺳﻨﺔ ‪ 1980‬ﺑﻔﺮﻧﺴﺎ‪.‬‬
‫ﺗﻨﻄﻠﻖ ﻓﻜﺮﺓ ﺇﻋﺪﺍﺩ ﻟﻮﺣﺔ ﺍﻟﻘﻴﺎﺩﺓ ﻣﻦ ﺗﺸﺨﻴﺺ ﻭﺿﻌﻴﺔ ﺍﳌﺆﺳﺴﺔ‪ ،‬ﺃﻱ ﲢﺪﻳﺪ ﻛﺎﻓﺔ ﺍﻟﻌﻮﺍﻣﻞ ﺍﻟﱵ ﲢﻮﻝ ﺩﻭﻥ ﲢﻘﻴﻖ ﺍﻷﻫﺪﺍﻑ ﺍﳌﺴﻄﺮﺓ ﰲ‬
‫ﺍﻵﺟﺎﻝ ﺍﶈﺪﺩﺓ‪ ،‬ﻭﳏﺎﻭﻟﺔ ﺍﻟﺘﺤﻜﻢ ﻓﻴﻬﺎ ﻣﻦ ﺃﺟﻞ ﲢﺴﲔ ﺍﻟﻮﺿﻌﻴﺔ ﺍﻟﻌﺎﻣﺔ‪ .‬ﻭﺗﻮﺟﺪ ﻋﺪﺓ ﺗﻌﺮﻳﻔﺎﺕ ﻟﻠﻮﺣﺔ ﺍﻟﻘﻴﺎﺩﺓ ﺇﻻ ﺃﻧﻨﺎ ﻧﻘﺘﺼﺮ ﰲ ﻫﺬﺍ ﺍﳌﻘﺎﻝ‬
‫ﻋﻠﻰ ﺍﻟﺘﻌﺮﻳﻒ ﺍﻟﺘﺎﱄ ‪ :‬ﻟﻮﺣﺔ ﺍﻟﻘﻴﺎﺩﺓ ﻫﻲ‪ ":‬ﻋﺒﺎﺭﺓ ﻋﻦ ﻭﺳﻴﻠﺔ ﺗﺴﻴﲑ ﲡﻤﻊ ﺑﲔ ﻣﺆﺷﺮﺍﺕ ﻣﺎﻟﻴﺔ ﻭﻏﲑ ﻣﺎﻟﻴﺔ ﺍﳌﻨﺎﺳﺒﺔ ﻟﻠﻤﺴﺆﻭﻟﲔ ﻟﻘﻴﺎﺩﺓ ﺃﺩﺍﺀ‬
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‫ﺍﻟﻨﺸﺎﻁ ﺍﻟﺬﻱ ﳝﺎﺭﺳﻮﻧﻪ"‪.‬‬
‫ﺇﺫﺍ ﻧﺴﺘﻨﺘﺞ ﻣﻦ ﻫﺬﺍ ﺍﻟﺘﻌﺮﻳﻒ ﺃﻥ ﻟﻮﺣﺔ ﺍﻟﻘﻴﺎﺩﺓ ﺗﺘﻀﻤﻦ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﳌﺆﺷﺮﺍﺕ ﺍﳌﺘﻜﺎﻣﻠﺔ ﺍﻟﱵ ﺗﺴﻤﺢ ﻟﻠﻤﺴﺆﻭﻟﲔ ﲟﻌﺮﻓﺔ ﺩﺭﺟﺔ ﺗﻘﺪﻡ‬
‫ﹰ‬
‫ﺍﻟﻌﻤﻠﻴﺎﺕ ﻭﻣﻌﺮﻓﺔ ﺍﻟﻮﺿﻌﻴﺔ ﺍﳊﻘﻴﻘﻴﺔ ﻟﻠﻤﺆﺳﺴﺔ ﰲ ﻭﻗﺖ ﻣﻌﲔ‪ ،‬ﻭﻗﻴﺎﺱ ﺍﻻﳓﺮﺍﻓﺎﺕ ﲟﻘﺎﺭﻧﺔ ﺍﻷﻫﺪﺍﻑ ﺍﻟﻔﻌﻠﻴﺔ ﺑﺎﻷﻫﺪﺍﻑ ﺍﳌﻌﻴﺎﺭﻳﺔ‪ ،‬ﻭﺇﺟﺮﺍﺀ‬
‫ﺍﻟﺘﺼﺤﻴﺤﺎﺕ ﺍﳌﻨﺎﺳﺒﺔ‪.‬‬
‫ﻟﻜﻞ ﻣﺆﺳﺴﺔ ﻟﻮﺣﺔ ﻗﻴﺎﺩﺓ ﺧﺎﺻﺔ ‪‬ﺎ ﺗﺘﻐﲑ ﺑﺘﻐﲑ ﺍﻟﻐﺎﻳﺔ ﻭﺍﻷﻫﺪﺍﻑ‪ ،‬ﻭﻣﻦ ﰒ ﺗﺘﻐﲑ ﺍﳌﺆﺷﺮﺍﺕ ﺍﳌﻜﻮﻧﺔ ﻟﻠﻮﺣﺔ ﺍﻟﻘﻴﺎﺩﺓ ﺗﺒﻌﺎﹰ ﻟﺬﻟﻚ‪ ،‬ﻛﻤﺎ ﲤﻨﺢ‬
‫ﻟﻮﺣﺔ ﺍﻟﻘﻴﺎﺩﺓ ﻟﻠﻤﺴﲑ ﺻﻮﺭﺓ ﺣﻮﻝ ﺃﻭﺿﺎﻉ ﺍﳌﺆﺳﺴﺔ ﺑﺎﻋﺘﺒﺎﺭﻫﺎ ﻭﺳﻴﻠﺔ ﺗﺴﺎﻋﺪ ﻋﻠﻰ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ‪ .‬ﻭﺗﺴﺘﻄﻴﻊ ﺍﳌﺆﺳﺴﺔ ﺃﻥ ﲡﲏ ﻋﺪﺓ ﻓﻮﺍﺋﺪ ﻣﻦ‬
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‫ﺗﺒﻨﻴﻬﺎ ﻟﻠﻮﺣﺔ ﺍﻟﻘﻴﺎﺩﺓ ﻛﻤﻘﻴﺎﺱ ﻷﺩﺍﺋﻬﺎ‪ ،‬ﻣﻦ ﺃﳘﻬﺎ‪:‬‬
‫‪‬‬
‫ ﻣﻨﺢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﻨﺎﺳﺒﺔ ﻟﻸﺷﺨﺎﺹ ﺍﳌﻨﺎﺳﺒﲔ‪.‬‬‫ ﲤﻜﲔ ﳐﺘﻠﻒ ﺍﳌﺴﺆﻭﻟﲔ ﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﻟﻴﺲ ﻓﻘﻂ ﺍﳌﺪﻳﺮﻳﺔ ﺍﻟﻌﺎﻣﺔ‪.‬‬‫ ﺗﻮﻓﲑ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻟﻜﻞ ﺷﺨﺺ ﺍﻟﱵ ﻫﻮ ﲝﺎﺟﺔ ﺇﻟﻴﻬﺎ ﰲ ﺍﳌﺆﺳﺴﺔ ﻟﻘﻴﺎﺩﺓ ﺃﺩﺍﺀ ﺍﻟﻮﺣﺪﺓ ﺍﻟﱵ ﻳﺘﺮﺃﺳﻬﺎ‪ ،‬ﻣﻊ ﺿﻤﺎﻥ ﺗﻮﺍﻓﻖ ﰲ‬‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﻘﺪﻣﺔ ﳉﻤﻴﻊ ﺍﻟﻮﺣﺪﺍﺕ‪.‬‬
‫‪ -3.7‬ﺍﳌﻘﺎﻳﻴﺲ ﺍﻷﺳﺎﺳﻴﺔ ﺍﻷﺧﺮﻯ ﻟﻸﺩﺍﺀ ‪ :‬ﱂ ﻳﻜﺘﻒ ﺍﻟﺒﺎﺣﺜﻮﻥ ﰲ ﻣﻴﺪﺍﻥ ﺍﻟﺘﺴﻴﲑ ﲟﺆﺷﺮﻱ ﺑﻄﺎﻗﺔ ﻗﻴﺎﺱ ﺍﻷﺩﺍﺀ ﺍﳌﺘﻮﺍﺯﻧﺔ ﻭﻟﻮﺣﺔ ﺍﻟﻘﻴﺎﺩﺓ‬
‫ﰲ ﺩﺭﺍﺳﺎ‪‬ﻢ ﺍﳋﺎﺻﺔ ﺑﻘﻴﺎﺱ ﺃﺩﺍﺀ ﺍﳌﺆﺳﺴﺔ ﻓﺈﱃ ﺟﺎﻧﺐ ﺫﻟﻚ ﻋﻤﻞ ﻋﺪﺓ ﺑﺎﺣﺜﲔ ﻣﻦ ﺑﻴﻨﻬﻢ) ‪ Philppe crapart‬ﻭ‪ (clarck Rod‬ﻋﻠﻰ‬
‫ﺇﺿﺎﻓﺔ ﺳﺒﻌﺔ ﻣﻘﺎﻳﻴﺲ ﺃﺧﺮﻯ ﻟﻸﺩﺍﺀ ﺗﻌﺮﻑ ﺑﺎﳌﻘﺎﻳﻴﺲ ﺍﻷﺳﺎﺳﻴﺔ" ‪ " Centralisés Les Mesures‬ﳝﻜﻦ ﺗﻄﺒﻴﻘﻬﺎ ﻟﻘﻴﺎﺱ ﺃﺩﺍﺀ ﺍﳌﺆﺳﺴﺎﺕ‬
‫ﺍﻟﺼﻨﺎﻋﻴﺔ ﻭﺍﳋﺪﻣﻴﺔ‪ .‬ﻭﻗﺪ ﺗﻮﺻﻠﺖ‪ ‬ﻫﺬﻩ ﺍﻟﺪﺭﺍﺳﺎﺕ ﻭﺍﻷﲝﺎﺙ ﺇﱃ ﺃﻧﻪ ﻟﻮ ﰎ ﺗﻄﺒﻴﻖ ﻭﲢﻠﻴﻞ ﻫﺬﻩ ﺍﳌﻘﺎﻳﻴﺲ ﺍﻟﺴﺒﻌﺔ ﺑﺎﻟﻄﺮﻳﻘﺔ ﺍﻟﺼﺤﻴﺤﺔ‪ ،‬ﻓﺈﻥ‬
‫ﺃﺩﺍﺀ ﺍﳌﺆﺳﺴﺔ ﺳﻴﺘﺤﺴﻦ ﺣﺘﻤﺎ‪ ،‬ﻟﻜﻦ ﲢﺖ ﺷﺮﻁ ﻋﺪﻡ ﺍﻻﺳﺘﻐﻨﺎﺀ ﻋﻦ ﺃﻱ ﻣﺆﺷﺮ ﰲ ﻋﻤﻠﻴﺔ ﺍﻟﻘﻴﺎﺱ‪ ،‬ﺃﻱ ﳚﺐ ﺍﻟﻨﻈﺮ ﺇﻟﻴﻬﺎ ﻣﻦ ﻣﻨﻈﻮﺭ‬
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‫ﺍﻟﺘﻜﺎﻣﻞ‪ ،‬ﻭﺗﺘﻤﺜﻞ ﻫﺬﻩ ﺍﳌﻘﺎﻳﻴﺲ ﰲ‪:‬‬
‫ ﺍﳌﻘﻴﺎﺱ ﺍﻷﻭﻝ‪ :‬ﺗﺴﻠﻴﻢ ﺍﻟﻌﻤﻠﻴﺎﺕ‪.‬‬‫ﻭﻳﻘﺼﺪ ﺑﺬﻟﻚ ﺍﻟﺘﺴﻠﻴﻢ ﺍﳌﻤﺘﺎﺯ‪ ،‬ﻭﻳﺘﻢ ﺍﳊﻜﻢ ﻋﻠﻰ ﺫﻟﻚ ﻣﻦ ﺧﻼﻝ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﻟﻌﻨﺎﺻﺮ ﺗﺘﻤﺜﻞ ﰲ‪:‬‬
‫‪224‬‬
‫______________________________________________________________________________________________________________________ __________‬
‫ﳎﻠﺔ ﺍﻟﺒﺎﺣﺚ ‪ -‬ﻋﺪﺩ ‪2010 - 2009 / 07‬‬
‫ﺍﳉﻮﺩﺓ‪ ،‬ﺍﻵﺟﺎﻝ‪ ،‬ﺍﻟﻜﻤﻴﺔ‪ ،‬ﺍﳌﻜﺎﻥ‪ ،‬ﺍﻟﺸﻜﻞ‪ ،‬ﻭﺍﻟﻮﺛﺎﺋﻖ‪ .‬ﻭﻳﺘﻢ ﻗﻴﺎﺱ ﺍﻟﺘﺴﻠﻴﻢ ﺍﳌﻤﺘﺎﺯ ﻭﻓﻘﺎ ﳌﺎ ﻳﻠﻲ ‪:‬‬
‫ﻋﺪﺩ ﺍﻟﺘﺴﻠﻴﻤﺎﺕ ﺍﳌﺮﺿﻴﺔ ﳉﻤﻴﻊ ﺍﻟﻌﻨﺎﺻﺮ‬
‫____________________________________ × ‪100‬‬
‫ﻋﺪﺩ ﺍﻟﺘﺴﻠﻴﻤﺎﺕ ﰲ ﺍﳌﺪﺓ‬
‫ ﺍﳌﻘﻴﺎﺱ ﺍﻟﺜﺎﱐ‪ :‬ﺻﺤﺔ ﺍﻟﻌﻤﻠﻴﺎﺕ ﹸﺍﳌﺘﻨﺒﺄ ‪‬ﺎ‪.‬‬‫ﻳﺘﻢ ﺣﺴﺎﺏ ﻫﺬﺍ ﺍﳌﻘﻴﺎﺱ ﻛﻤﺎ ﻳﻠﻲ‪:‬‬
‫ﺍﳌﻘﺪﺭ – ﺍﻟﻄﻠﺐ ﺍﳊﻘﻴﻘﻲ(‬
‫) ﺍﻟﻄﻠﺐ ﹸ ‪‬‬
‫__________________________ × ‪100‬‬
‫ﺍﻟﻄﻠﺐ ﹸﺍﳌﺘﻨﺒﺄ ﺑﻪ ﻟﻠﻤﺪﺓ‬
‫ﻣﻊ ﺍﻟﻌﻠﻢ ﺃﻥ ﺍﻟﻄﻠﺐ ﺍﳊﻘﻴﻘﻲ ﻫﻮ ﺍﻟﻄﻠﺐ ﺍﻟﺬﻱ ﰎ ﺗﻨﻔﻴﺬﻩ ﻭﺗﻠﺒﻴﺘﻪ‪ ،‬ﻭﻟﻴﺲ ﺫﺍﻙ ﺍﳌﺘﻤﺜﻞ ﰲ ﺷﻜﻞ ﻃﻠﺒﻴﺎﺕ ﻓﻘﻂ‪.‬‬
‫ ﺍﳌﻘﻴﺎﺱ ﺍﻟﺜﺎﻟﺚ‪ :‬ﲣﻔﻴﺾ ﺍﻵﺟﺎﻝ‪.‬‬‫ﻳﻘﺼﺪ ‪‬ﺬﺍ ﺍﳌﻘﻴﺎﺱ ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺍﻟﺘﺨﻔﻴﺾ ﺍﳌﺴﺘﻤﺮ ﻵﺟﺎﻝ ﺍﻟﺒﻴﻊ‪ ،‬ﺍﻹﻧﺘﺎﺝ‪ ،‬ﺍﻟﺘﻮﺯﻳﻊ‪ ،‬ﻭﺍﻟﺸﺮﺍﺀ‪ ،‬ﻋﻦ ﻃﺮﻳﻖ ﲢﺪﻳﺪ ﺃﺟﺎﻝ ﲣﻔﻴﺾ ﻋﻠﻰ ﺍﻷﻗﻞ‬
‫ﻣﺮﺓ ﰲ ﻛﻞ ﺳﻨﺔ ﻭﳏﺎﻭﻟﺔ ﺍﻟﻮﺻﻮﻝ ﺇﻟﻴﻬﺎ‪ .‬ﻭﻳﺘﻢ ﺣﺴﺎﺑﻪ ﻛﻤﺎ ﻳﻠﻲ‪:‬‬
‫ﺍﻵﺟﺎﻝ ﺍﳌﺘﻮﺳﻄﺔ ﻟﻠﻤﺪﺓ ﺍﳌﻌﻴﻨﺔ‬
‫_____________________________‬
‫× ‪100‬‬
‫ﺍﻷﺟﻞ ﺍﳌﺘﻮﺳﻂ ﻟﻠﻔﺘﺮﺓ ﺍﳌﺎﺿﻴﺔ‬
‫ ﺍﳌﻘﻴﺎﺱ ﺍﻟﺮﺍﺑﻊ‪ :‬ﺍﳉﻮﺩﺓ‪.‬‬‫ﻳﺘﻢ ﺍﳊﻜﻢ ﻋﻠﻰ ﺍﳉﻮﺩﺓ ﻣﻦ ﺧﻼﻝ ﻋﺪﺩ ﺍﻟﻌﻴﻮﺏ ﺑﺎﻟﻨﺴﺒﺔ ﳌﻠﻴﻮﻥ ﻭﺣﺪﺓ ﰎ ﻣﻌﺎﳉﺘﻬﺎ؛ ﻭﲡﺪﺭ ﺍﻹﺷﺎﺭﺓ ﺇﱃ ﺃﻥ ﻫﺬﺍ ﺍﳌﺆﺷﺮ ﳝﻜﻦ ﺗﻄﺒﻴﻘﻪ ﻋﻠﻰ‬
‫ﻭﻇﺎﺋﻒ ﺍﳌﺆﺳﺴﺔ‪ ،‬ﻟﻴﺲ ﻓﻘﻂ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻮﻇﻴﻔﱵ ﺍﻟﺒﻴﻊ ﻭﺍﻟﺸﺮﺍﺀ‪.‬‬
‫ ﺍﳌﻘﻴﺎﺱ ﺍﳋﺎﻣﺲ‪ :‬ﺍﺣﺘﺮﺍﻡ ﺍﻟﱪﻧﺎﻣﺞ‪.‬‬‫ﻳﻘﺼﺪ ‪‬ﺬﺍ ﺍﳌﻘﻴﺎﺱ ﺃﻧﻪ ﳚﺐ ﻋﻠﻰ ﲨﻴﻊ ﺍﻟﻌﻤﺎﻝ ﺩﺍﺧﻞ ﺍﳌﺆﺳﺴﺔ ﺍﺣﺘﺮﺍﻡ ﻭﺗﻄﺒﻴﻖ ﺑﺮﺍﻣﺞ ﺍﻟﻌﻤﻞ ﺍﻟﱵ ﰎ ﺗﺴﻄﲑﻫﺎ ﰲ ﺍﳌﺆﺳﺴﺔ‪ ،‬ﻭﺗﺘﻤﺜﻞ ﻫﺬﻩ‬
‫ﺍﻟﱪﺍﻣﺞ ﻋﺎﺩﺓ ﰲ ﺑﺮﻧﺎﻣﺞ ﺍﻹﻧﺘﺎﺝ ﻭﺍﻟﺸﺮﺍﺀ‪ ،‬ﺍﻟﱪﺍﻣﺞ ﺍﳋﺎﺻﺔ ﺑﺎﳊﻤﻼﺕ ﺍﻹﻋﻼﻣﻴﺔ ﺃﻭ ﺑﺮﻧﺎﻣﺞ ﺑﻌﺚ ﻣﻨﺘﺞ ﺟﺪﻳﺪ‪.‬‬
‫ﻭﻳﺘﻢ ﺣﺴﺎﺏ ﻫﺬﺍ ﺍﳌﻘﻴﺎﺱ ﺑﺎﻟﻌﻼﻗﺔ ﺍﻟﺘﺎﻟﻴﺔ ‪:‬‬
‫ﻋﺪﺩ ﺍﻟﻨﺸﺎﻃﺎﺕ ﺃﻭ ﺍﻷﻭﺍﻣﺮ ﺍﳌﻨﺠﺰﺓ ﰲ ﺍﻟﺴﺎﻋﺔ‬
‫________________________________________________‬
‫ﻋﺪﺩ ﺍﻟﻨﺸﺎﻃﺎﺕ ﺃﻭ ﺍﻷﻭﺍﻣﺮ ﺍﳌﱪﻣﺞ ﺍﳒﺎﺯﻫﺎ ﰲ ﺍﳌﺪﺓ ﺍﶈﺪﺩﺓ‪.‬‬
‫ ﺍﳌﻘﻴﺎﺱ ﺍﻟﺴﺎﺩﺱ‪ :‬ﺇﺩﺧﺎﻝ ﻣﻨﺘﺠﺎﺕ ﺟﺪﻳﺪﺓ ﰲ ﺍﻟﺴﺎﻋﺔ‪.‬‬‫ﻳﺘﻢ ﺣﺴﺎﺏ ﻫﺬﺍ ﺍﳌﻘﻴﺎﺱ ﺑﺎﻟﻌﻼﻗﺔ ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬
‫ﻋﺪﺩ ﺍﻷﻭﺍﻣﺮ ﺍﳋﺎﺻﺔ ﲟﻨﺘﺠﺎﺕ ﺟﺪﻳﺪﺓ ﺍﳌﻨﺠﺰﺓ ﰲ ﺍﻟﺴﺎﻋﺔ‬
‫× ‪100‬‬
‫___________________________________________________‬
‫ﻋﺪﺩ ﺍﻷﻭﺍﻣﺮ ﺍﻟﻮﺍﺟﺐ ﺃﺩﺍﺋﻬﺎ ﰲ ﺍﳌﺪﺓ ﺍﶈﺪﺩﺓ‪.‬‬
‫‪225‬‬
‫× ‪100‬‬
‫ﲢﻠﻴﻞ ﺍﻷﺳﺲ ﺍﻟﻨﻈﺮﻳﺔ ﳌﻔﻬﻮﻡ ﺍﻷﺩﺍﺀ‬
‫__________ _________________________________________________________________________________________ __________________________________‬
‫ ﺍﳌﻘﻴﺎﺱ ﺍﻟﺴﺎﺑﻊ‪ :‬ﺍﻟﺴﺮﻋﺔ‪.‬‬‫ﻭﻳﺤﺪﺩ ﻫﺬﺍ ﺍﳌﻘﻴﺎﺱ ﻭﻓﻘﺎ ﻟﻠﻌﻼﻗﺔ ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬
‫ﻳﻘﺼﺪ ‪‬ﺬﺍ ﺍﳌﻘﻴﺎﺱ ﺳﺮﻋﺔ ﺗﻘﺪﱘ ﻗﻴﻤﺔ ﻣﻀﺎﻓﺔ‪ ،‬‬
‫ﺍﻟﺰﻣﻦ ﺍﳌﺴﺘﻐﺮﻕ ﻟﺘﻘﺪﱘ ﻗﻴﻤﺔ ﻣﻀﺎﻓﺔ‬
‫________________________________ × ‪100‬‬
‫ﺍﻟﺰﻣﻦ ﺍﻟﻜﻠﻲ ﻟﻠﻨﺸﺎﻁ‬
‫ﺍﳋﻼﺻﺔ‪ :‬ﺑﻌﺪ ﺃﻥ ﻗﻤﻨﺎ ﺑﺘﺤﻠﻴﻞ ﺍﻷﺳﺲ ﺍﻟﻨﻈﺮﻳﺔ ﳌﻔﻬﻮﻡ ﺍﻷﺩﺍﺀ ﳝﻜﻦ ﺍﻟﻘﻮﻝ ﺃﻥ ﺍﻷﺩﺍﺀ ﻳﻌﺘﱪ ﲟﺜﺎﺑﺔ ﺍﻟﻮﺳﻴﻠﺔ ﺍﻷﺳﺎﺳﻴﺔ ﻷﻳﺔ ﻣﺆﺳﺴﺔ ﺗﺮﻏﺐ ﰲ‬
‫ﺑﻠﻮﻍ ﻣﺮﺣﻠﺔ ﺍﻟﺘﻔﻮﻕ ﻭﺍﻟﺘﻤﻴﺰ‪ ،‬ﻭﲢﻘﻴﻖ ﺃﻫﺪﺍﻓﻬﺎ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ؛ ﻭﻋﻠﻴﻪ ﺃﺻﺒﺢ ﻣﺼﻄﻠﺢ ﺍﻷﺩﺍﺀ ﻣﻦ ﺍﳌﺼﻄﻠﺤﺎﺕ ﺍﻟﱵ ﻣﺎﺯﺍﻟﺖ ﺗﺸﻐﻞ ﺍﻫﺘﻤﺎﻡ‬
‫ﺍﻟﻜﺘﺎﺏ ﻭﺍﳌﻔﻜﺮﻳﻦ ﻭﺍﻟﺒﺎﺣﺜﲔ ﰲ ﺣﻘﻞ ﺍﻟﺘﺴﻴﲑ‪ ،‬ﻧﻈﺮﺍ ﳌﺎ ﻳﺘﺼﻒ ﺑﻪ ﻫﺬﺍ ﺍﳌﻔﻬﻮﻡ ﻣﻦ ﺩﻳﻨﺎﻣﻴﻜﻴﺔ ﻭﺗﻄﻮﺭ ﻣﻨﺬ ﺗﺎﺭﻳﺦ ﻇﻬﻮﺭﻩ‬
‫ﻋﺪﺩ ﻣﻌﺘﱪ ﻣﻦ ﹸ‪‬‬
‫ﺍﻷﻭﻝ‪.‬‬
‫ﻭﳝﻜﻦ ﺗﻠﺨﻴﺺ ﻣﻔﻬﻮﻡ ﺍﻷﺩﺍﺀ ﰲ ﺃﻧﻪ ﻋﻤﻞ ﺍﻷﺷﻴﺎﺀ ﺍﻟﺼﺤﻴﺤﺔ ﺑﻄﺮﻳﻘﺔ ﺻﺤﻴﺤﺔ‪ ،‬ﺃﻱ ﺍﳉﻤﻊ ﺑﲔ ﺍﻟﻔﻌﺎﻟﻴﺔ ﻭﺍﻟﻜﻔﺎﺀﺓ ﰲ ﺍﻟﺘﺴﻴﲑ‬
‫ﻭﺍﻹﻧﺘﺎﺝ؛ ﻛﻤﺎ ﺃﻧﻪ ﻻ ﻳﺘﻀﻤﻦ ﻓﻘﻂ ﺍﻟﺒﻌﺪ ﺍﻻﻗﺘﺼﺎﺩﻱ‪ ،‬ﺑﻞ ﻳﺘﻌﺪﺍﻩ ﺇﱃ ﺍﻟﺒﻌﺪ ﺍﻻﺟﺘﻤﺎﻋﻲ ﻭﺍﻟﺘﻨﻈﻴﻤﻲ‪ ،‬ﻭﻣﻦ ﰒ ﻓﻬﻮ ‪‬ﺬﻩ ﺍﻟﺼﻮﺭﺓ ‪‬ﻳﻌﺪ‪ ‬ﻣﻔﻬﻮﻣﺎ‬
‫ﻳﺘﻤﻴﺰ ﺑﺎﻟﺸﻤﻮﻟﻴﺔ ﻣﻦ ﺣﻴﺚ ﺍﻷﺑﻌﺎﺩ‪ .‬ﻭﻟﻜﻲ ﺗﺘﻤﻜﻦ ﺍﳌﺆﺳﺴﺔ ﻣﻦ ﺗﻄﻮﻳﺮ ﺃﺩﺍﺋﻬﺎ ﺑﺎﺳﺘﻤﺮﺍﺭ ﻳﻨﺒﻐﻲ ﻋﻠﻴﻬﺎ ﺍﻻﻋﺘﻤﺎﺩ ﻋﻠﻰ ﻧﻈﺎﻡ ﻣﺘﻜﺎﻣﻞ ﻟﻘﻴﺎﺱ‬
‫ﻭﺗﻘﻮﱘ ﺍﻷﺩﺍﺀ‪ ،‬ﻭﻋﺪﻡ ﺍﻻﻛﺘﻔﺎﺀ ﰲ ﺍﻟﻘﻴﺎﺱ ﺑﺎﳌﺆﺷﺮﺍﺕ ﺍﻟﺘﻘﻠﻴﺪﻳﺔ ﻓﻘﻂ) ﺃﻱ ﺍﳌﺎﻟﻴﺔ (‪ ،‬ﺑﻞ ﻻﺑﺪ ﻣﻦ ﺗﺪﻋﻴﻢ ﺫﻟﻚ ﺑﺎﳌﺆﺷﺮﺍﺕ ﺍﳊﺪﻳﺜﺔ ﻷ‪‬ﺎ ﺗﺄﺧﺬ‬
‫ﺑﻌﲔ ﺍﻻﻋﺘﺒﺎﺭ ﺍﻷﺑﻌﺎﺩ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻟﻠﻤﺆﺳﺴﺔ‪.‬‬
‫ﻤﻠﺤﻕ ﺍﻟﺠﺩﺍﻭل ﻭﺍﻷﺸﻜﺎل ﺍﻟﺒﻴﺎﻨﻴﺔ‬
‫ﺍﻟﺸﻜﻞ ﺭﻗﻢ )‪ :(01‬ﺗﻄﻮﺭ ﻣﻔﻬﻮﻡ ﺍﻷﺩﺍﺀ‪.‬‬
‫ﺍﻷﺩﺍﺀ‬
‫ﻗﻴﻤﺔ‬
‫ﺗﻜﺎﻟﻴﻒ‬
‫)ﻧﻮﻋﻴﺔ‪ ،‬ﺧﺪﻣﺎﺕ‪ ،‬ﺃﺟﺎﻝ(‬
‫)ﺍﺳﺘﻬﻼﻙ ﺍﳌﻮﺍﺭﺩ(‬
‫ﺇﻧﺘﺎﺝ‬
‫ﲢﻜﻢ‬
‫ﻗﻴﺎﺩﺓ‬
‫‪Source : Françoise Giroud et autres, contrôle de gestion et pilotage de la performance, 2eme édition,‬‬
‫‪Gualino éditeur, Paris, 2004, p 65.‬‬
‫ﺍﻹﺣﺎﻻﺕ ﻭﺍﳌﺮﺍﺟﻊ ‪:‬‬
‫‪1‬‬
‫‪. Ecosid « dialogues autour de la performance en entreprise », édition harmattan, Paris, 1999, p18.‬‬
‫‪. Hamadouche Ahmed, Critères de mesure de performance des entreprises publiques industrielles dans les P.V.D ,‬‬
‫‪Thèse de doctorat d’état, institut de sciences économiques- Université d’Alger( 1992), p 135.‬‬
‫‪3‬‬
‫‪. Danielle Kaisergruber et josee landrieu, Tout n’est pas économique , édition l’aube, Paris, 2000, p 119.‬‬
‫‪ .4‬ﻋﺪﺍﻱ ﺍﳊﺴﲔ ﻓﻼﺡ ﺣﺴﻦ‪ ،‬ﺍﻹﺩﺍﺭﺓ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ‪ ،‬ﺍﻟﻄﺒﻌﺔ ﺍﻷﻭﱃ‪ ،‬ﺩﺍﺭ ﻭﺍﺋﻞ ﻟﻠﻨﺸﺮ‪ ،‬ﻋﻤﺎﻥ‪-‬ﺍﻷﺭﺩﻥ‪ ،2000 :‬ﺹ ‪.231‬‬
‫‪2‬‬
‫‪5‬‬
‫‪. B. Doriath, contrôle de gestion, Dunod, Paris :1999, P125.‬‬
‫‪. Ph. Lorrino, comptes et récits de la performance, Editions d’organisations, Paris, 1996, p p 47- 48.‬‬
‫‪6‬‬
‫‪226‬‬
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‫ﳎﻠﺔ ﺍﻟﺒﺎﺣﺚ ‪ -‬ﻋﺪﺩ ‪2010 - 2009 / 07‬‬
‫‪7‬‬
‫‪. P. Druker, l’avenir du management selon Druker, Editions village mondial, Paris,1999, p73.‬‬
‫‪. Yves Simon et Patriche joffre, encyclopédie de gestion , 2eme édition, Economica, 1997, p 220.‬‬
‫‪9‬‬
‫‪. B. Dervaux, A . Coulaud, dictionnaires du management et de contrôle de gestion, 2eme édition, dunod, Paris, 1999,‬‬
‫‪p78.‬‬
‫‪10‬‬
‫‪. Ibid, p 66.‬‬
‫‪11‬‬
‫‪. Vincent plauchet, mesure et amélioration des performances industrielles, tome 2 UPMF, France, 2006, p6.‬‬
‫‪12‬‬
‫‪. Jean- emile denis et autres, orientation marche et performance , www.orient.fr, consulté le : 27-03-2009, p11.‬‬
‫‪ .13‬ﳏﻔﻮﻅ ﺟﻮﺩﺓ ﻭﺁﺧﺮﻭﻥ‪ ،‬ﻣﻨﻈﻤﺎﺕ ﺍﻷﻋﻤﺎﻝ‪ ،‬ﺩﺍﺭ ﻭﺍﺋﻞ ﻟﻠﻨﺸﺮ‪ ،‬ﻋﻤﺎﻥ‪ -‬ﺍﻷﺭﺩﻥ‪ ،‬ﺍﻟﻄﺒﻌﺔ ﺍﻷﻭﱃ‪ ،‬ﺹ ‪.71‬‬
‫‪8‬‬
‫‪. Jean- emile denis et autres, Op.cit, p11.‬‬
‫‪. Vincent plauchet, Op-cit, 2006, p7.‬‬
‫‪14‬‬
‫‪15‬‬
‫‪ .16‬ﺣﺴﻦ ﺇﺑﺮﺍﻫﻴﻢ ﺑﻠﻮﻁ‪ ،‬ﺍﳌﺒﺎﺩﺉ ﻭﺍﻻﲡﺎﻫﺎﺕ ﺍﳊﺪﻳﺜﺔ ﰲ ﺇﺩﺍﺭﺓ ﺍﳌﺆﺳﺴﺎﺕ‪ ،‬ﺍﻟﻄﺒﻌﺔ ﺍﻷﻭﱃ‪ ،‬ﺩﺍﺭ ﺍﻟﻨﻬﻀﺔ ﺍﻟﻌﺮﺑﻴﺔ‪ ،‬ﺑﲑﻭﺕ‪ ،2005 ،‬ﺹ ‪.41‬‬
‫‪ .17‬ﻋﻠﻲ ﻋﺒﺪ ﺍﷲ‪ " ،‬ﺃﺛﺮ ﺍﻟﺒﻴﺌﺔ ﻋﻠﻰ ﺃﺩﺍﺀ ﺍﳌﺆﺳﺴﺎﺕ ﺍﻟﻌﻤﻮﻣﻴﺔ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ"‪ ،‬ﺣﺎﻟﺔ ﺍﳉﺰﺍﺋﺮ‪ ،‬ﺃﻃﺮﻭﺣﺔ ﺩﻛﺘﻮﺭﺍﻩ‪ ،‬ﻛﻠﻴﺔ ﺍﻟﻌﻠﻮﻡ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ﻭﻋﻠﻮﻡ ﺍﻟﺘﺴـﻴﲑ‪ ،‬ﺟﺎﻣﻌـﺔ‬
‫ﺍﳉﺰﺍﺋﺮ‪ ،‬ﺍﳉﺰﺍﺋﺮ‪ ،2001 ،‬ﺹ ‪.6‬‬
‫‪18‬‬
‫‪. M.J. KORICHI, Measuring economic efficiency in manufacturing industry : a case study of electricity in Algeria‬‬
‫‪and some other countries( 1974-1983),London, 1988, P.1.‬‬
‫‪ .19‬ﺃﻧﻈﺮ‪ /‬ﺍﻟﺪﺍﻭﻱ ﺍﻟﺸﻴﺦ‪،‬ﳓﻮ ﺗﺴﻴﲑ ﺇﺳﺘﺮﺍﺗﻴﺠﻲ ﻓﻌﺎﻝ ﺑﺎﻟﻜﻔﺎﺀﺓ ﳌﺆﺳﺴﺎﺕ ﺍﻻﲰﻨﺖ ﰲ ﺍﳉﺰﺍﺋﺮ‪ ،‬ﺃﻃﺮﻭﺣﺔ ﺩﻛﺘﻮﺭﺍﻩ ﺩﻭﻟﺔ ﰲ ﺍﻟﻌﻠﻮﻡ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‪ ،‬ﲣﺼﺺ‪ :‬ﺗﺴﻴﲑ‪،‬‬
‫ﻛﻠﻴﺔ ﺍﻟﻌﻠﻮﻡ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ﻭﻋﻠﻮﻡ ﺍﻟﺘﺴﻴﲑ‪ -‬ﺟﺎﻣﻌﺔ ﺍﳉﺰﺍﺋﺮ‪ ،‬ﺍﳉﺰﺍﺋﺮ‪ ،1999،‬ﺹ‪.4‬‬
‫‪20‬‬
‫‪. B. Dervaux, A. Coulaud, Op- cit, p78.‬‬
‫‪. Françoise Giroud et autres, contrôle de gestion et pilotage de la performance , 2 eme édition, Gualino éditeur, Paris,‬‬
‫‪2004, p65.‬‬
‫‪22‬‬
‫‪. Ibid , p72.‬‬
‫‪21‬‬
‫‪ .23‬ﻋﺒﺪ ﺍﻟﺮﲪﻦ ﺗﻴﺸﻮﺭﻱ‪ " ،‬ﺇﺩﺍﺭﺓ ﺍﻷﺩﺍﺀ ﻭﺃﻫﺪﺍﻓﻪ ﻭﻣﻌﺎﻳﲑﻩ"‪.( , consulté le : 02/03/2009WWW.ahwar.org ) ،‬‬
‫‪ 24‬ﻋﺎﺩﻝ ﳏﻤﺪ ﺯﺍﻳﺪ‪ ،‬ﺇﺩﺍﺭﺓ ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ‪ :‬ﺭﺅﻳﺔ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ‪ ،‬ﻛﻠﻴﺔ ﺍﻟﺘﺠﺎﺭﺓ‪،‬ﺟﺎﻣﻌﺔ ﺍﻟﻘﺎﻫﺮﺓ‪ ،2003 ،‬ﺹ ‪.239‬‬
‫‪ .25‬ﻳﺮﻗﻲ ﺣﺴﲔ‪ ،‬ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺗﻨﻤﻴﺔ ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ﰲ ﺍﳌﺆﺳﺴﺔ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‪ ،‬ﺣﺎﻟﺔ ﺳﻮﻧﺎﻃﺮﺍﻙ‪ ،‬ﺃﻃﺮﻭﺣﺔ ﺩﻛﺘﻮﺭﺍﻩ ﺩﻭﻟﺔ ﰲ ﺍﻟﻌﻠﻮﻡ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‪ ،‬ﲣﺼﺺ ﺗﺴـﻴﲑ‪،‬‬
‫ﻛﻠﻴﺔ ﺍﻟﻌﻠﻮﻡ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ﻭﻋﻠﻮﻡ ﺍﻟﺘﺴﻴﲑ‪ -‬ﺟﺎﻣﻌﺔ ﺍﳉﺰﺍﺋﺮ‪ ،‬ﺍﳉﺰﺍﺋﺮ‪ ،2008 ،‬ﺹ ﺹ ‪.194-193‬‬
‫‪ .26‬ﺭﻭﺑﺮﺕ ﺑﻜﺎﻝ‪ ،‬ﺗﻘﻴﻴﻢ ﺍﻷﺩﺍﺀ‪ ،‬ﺗﺮﲨﺔ‪ :‬ﻣﻮﺳﻰ ﻳﻮﻧﺲ‪ ،‬ﺑﻴﺖ ﺍﻷﻓﻜﺎﺭ ﺍﻟﺪﻭﻟﻴﺔ‪ ،‬ﺍﻷﺭﺩﻥ‪ ،1999 ،‬ﺹ ‪.26‬‬
‫‪ 27‬ﺃﻧﻈﺮ‪ /‬ﺧﺎﻟﺪ ﳏﻤﺪ ﺑﲏ ﲪﺪﺍﻥ ﻭﻭﺍﺋﻞ ﳏﻤﺪ ﺻﺒﺤﻲ ﺇﺩﺭﻳﺲ‪ ،‬ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻭﺍﻟﺘﺨﻄﻴﻂ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻲ ﻣﻨﻬﺞ ﻣﻌﺎﺻﺮ‪ ،‬ﺩﺍﺭ ﺍﻟﻴﺎﺯﻭﺭﻱ ﺍﻟﻌﻠﻤﻴﺔ ﻟﻠﻨﺸـﺮ ﻭﺍﻟﺘﻮﺯﻳـﻊ‪،‬‬
‫ﻋﻤﺎﻥ‪ -‬ﺍﻷﺭﺩﻥ‪ ،2007 ،‬ﺹ ﺹ‪.386-385‬‬
‫‪. Gregory Denglos, la création de valeur, édition Dunod, Paris, 2003, p67.‬‬
‫‪28‬‬
‫‪ .29‬ﳏﻤﺪ ﳏﻤﻮﺩ ﻳﻮﺳﻒ‪ " ،‬ﺍﻟﺒﻌﺪ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻲ ﻟﻠﺘﻘﻴﻴﻢ ﺍﳌﺘﻮﺍﺯﻥ ﻟﻸﺩﺍﺀ"‪ ،‬ﺍﳌﻨﻈﻤﺔ ﺍﻟﻌﺮﺑﻴﺔ ﻟﻠﺘﻨﻤﻴﺔ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﺍﻟﻘﺎﻫﺮﺓ‪ ،‬ﻣﺼﺮ‪ ،2005 ،‬ﺹ ‪.126‬‬
‫‪30‬‬
‫‪. Françoise Giroud et autres ,Op.cit, p 105.‬‬
‫‪. Ibid , p 105.‬‬
‫‪32‬‬
‫‪. R.chark, et autres, 7 mesures de performance, édition, Afnor, Paris, 2004, pp 26-30.‬‬
‫‪31‬‬
‫‪227‬‬
‫__________________________ ____________________________________________________________ ___________________________________________‬
‫ﺇﺯﺩﻭﺍﺟﻴﺔ ﺍﻟﺴﻠﻄﺔ ﰲ ﺍﳌﺴﺘﺸﻔﻴﺎﺕ ‪ :‬ﺍﳌﻔﻬﻮﻡ ﻭﺍﻹﺷﻜﺎﻟﻴﺔ‬
‫ﳎﻠﺔ ﺍﻟﺒﺎﺣﺚ ‪ -‬ﻋﺪﺩ ‪2010-2009 / 07‬‬
‫ﺇﻋﺪﺍﺩ ﺍﻷﺳﺘﺎﺫ‪ :‬ﻋﺮﺍﺑﺔ ﺍﳊﺎﺝ ‪ -‬ﺟﺎﻣﻌﺔ ﻭﺭﻗﻠﺔ‬
‫ﻣﻠﺨﺺ ‪ :‬ﺇﻥ ﺍﳌﺴﺘﺸﻔﻴﺎﺕ ﻫﻲ ﻣﻨﻈﻤﺎﺕ ﺫﺍﺕ ﺃﳘﻴﺔ ﺑﺎﻟﻐﺔ ﰲ ﺍ‪‬ﺘﻤﻊ‪ ،‬ﳌﺎ ﺗﻘﺪﻣﻪ ﻣﻦ ﺧﺪﻣﺎﺕ ﺗﺴﺎﻫﻢ ﰲ ﺭﻋﺎﻳﺔ ﺍﻷﻓﺮﺍﺩ ﻭﺻﻮﻥ ﺣﻴﺎ‪‬ﻢ‪ .‬ﻭﺗﺘﻤﻴﺰ ﺍﳌﺴﺘﺸﻔﻴﺎﺕ ﻣﻦ‬
‫ﺣﻴﺚ ﺗﺮﻛﻴﺒﻬﺎ ﻭﺗﻨﻈﻴﻤﻬﺎ ﻋﻦ ﻏﲑﻫﺎ ﻣﻦ ﺍﳌﻨﻈﻤﺎﺕ ﲨﻴﻌﺎ‪ ،‬ﺑﻮﺟﻮﺩ ﺧﻄﲔ ﻟﻠﺴﻠﻄﺔ ﺩﺍﺧﻞ ﻧﺴﻘﻬﺎ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻧﺘﻴﺠﺔ ﻟﻮﺟﻮﺩ ﺳﻠﻄﺘﲔ ﳐﺘﻠﻔﺘﲔ ﺗﺪﻳﺮﺍﻥ ﺍﻟﻘﺮﺍﺭﺍﺕ ﻓﻴﻬﺎ‪،‬‬
‫ﻭﳘﺎ ﺍﻟﺴﻠﻄﺔ ﺍﻹﺩﺍﺭﻳﺔ )ﺍﻹﺩﺍﺭﻳﲔ( ﻣﻦ ﺟﻬﺔ‪ ،‬ﻭﺍﻟﺴﻠﻄﺔ ﺍﻟﻄﺒﻴﺔ )ﺍﻷﻃﺒﺎﺀ( ﻣﻦ ﺟﻬﺔ ﺃﺧﺮﻯ‪ .‬ﻭﻳﻄﺮﺡ ﻫﺬﺍ ﺍﻟﻮﺿﻊ ﺍﳌﻌﻘﺪ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﺘﺴﺎﺅﻻﺕ ﺧﺎﺻﺔ ﰲ ﻣﺎ ﻳﺘﻌﻠﻖ‬
‫ﺑﺎﻟﻌﻼﻗﺔ ﺍﻟﻘﺎﺋﻤﺔ ﺑﲔ ﺍﻟﺴﻠﻄﺘﲔ ﺩﺍﺧﻞ ﺍﳌﺴﺘﺸﻔﻰ ؟‪ ،‬ﻭﻛﺬﺍ ﲣﺼﺺ ﻣﺪﻳﺮ ﺍﳌﺴﺘﺸﻔﻰ ﺍﻹﺩﺍﺭﻱ ﺃﻭ ﺍﻟﻄﱯ ﺃﻭ ﻛﻼﳘﺎ ؟ ﻭﻫﻮ ﻣﺎ ﺳﻨﺤﺎﻭﻝ ﺗﺴﻠﻴﻂ ﺍﻟﻀﻮﺀ ﻋﻠﻴﻪ ﻣﻦ‬
‫ﺧﻼﻝ ﻫﺬﺍ ﺍﻟﺒﺤﺚ‪.‬‬
‫ﺍﻟﻜﻠﻤﺎﺕ ﺍﳌﻔﺘﺎﺡ ‪ :‬ﺍﻟﺴﻠﻄﺔ ‪ -‬ﺍﳌﺴﺘﺸﻔﻴﺎﺕ‪.‬‬
‫ﲤﻬﻴﺪ‪ :‬ﺇﻥ ﺍﻟﺘﻨﻈﻴﻢ ﻻ ﻳﻜﺘﻤﻞ ﲟﺠﺮﺩ ﲢﺪﻳﺪ ﺍﻟﻮﺣﺪﺍﺕ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﺍﻟﻀﺮﻭﺭﻳﺔ ﻭﺗﻮﻓﲑ ﺍﻟﻌﻮﺍﻣﻞ ﺍﳌﺎﺩﻳﺔ ﺍﳌﻨﺎﺳﺒﺔ ﻟﻠﺒﻴﺌﺔ‪ ،‬ﻭﺗﻌﻴﲔ ﺍﻷﻓﺮﺍﺩ ﺍﻷﻛﻔﺎﺀ ﰲ‬
‫ﻛﻞ ﻭﺣﺪﺓ ﺗﻨﻈﻴﻤﻴﺔ‪ ،‬ﻓﻬﺬﻩ ﺍﻟﻮﺣﺪﺍﺕ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﻳﻨﺒﻐﻲ ﺃﻳﻀﺎ ﺭﺑﻄﻬﺎ ﺑﺒﻌﻀﻬﺎ ﺍﻟﺒﻌﺾ‪ .‬ﻭﺗﺘﺤﻘﻖ ﻋﻤﻠﻴﺔ ﺍﻟﺮﺑﻂ ﻫﺬﻩ ﺑﺼﻮﺭﺓ ﺭﺃﺳﻴﺔ ﻭﺃﻓﻘﻴﺔ‬
‫ﺑﻮﺍﺳﻄﺔ ﻋﻼﻗﺎﺕ ﺍﻟﺴﻠﻄﺔ‪ ،‬ﺣﻴﺚ ﻳﻌﺪ ﻣﻔﻬﻮﻡ ﺍﻟﺴﻠﻄﺔ ﻭﺍﺣﺪﺍ ﻣﻦ ﺑﲔ ﺃﻫﻢ ﺍﳌﻔﺎﻫﻴﻢ ﺍﻹﺩﺍﺭﻳﺔ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻺﺩﺍﺭﺓ‪ ،‬ﻭﺇﺫﺍﻛﺎﻧﺖ ﻫﺬﻩ ﺍﻟﺴﻠﻄﺔ‬
‫ﺗﺘﺠﺴﺪ ﰲ ﺍﻟﻐﺎﻟﺐ ﰲ ﺍﻟﻘﻮﺓ ﺍﻟﻘﺎﻧﻮﻧﻴﺔ ﻭﺍﻟﺸﺮﻋﻴﺔ ﺍﻟﱵ ﳝﻠﻜﻬﺎ ﺷﺨﺺ ﻭﺣﻴﺪ‪ ،‬ﻭﺍﳌﻤﻨﻮﺣﺔ ﻟﻪ ﺑﻨﺎﺀﺍ ﻋﻠﻰ ﺻﻔﺎﺕ ﺷﺨﺼﻴﺔ ﺃﻭ ﻣﺮﻛﺰ ﻭﻇﻴﻔﻲ‬
‫ﻣﻌﲔ‪ ،‬ﻓﺈﻥ ﻇﺎﻫﺮﺓ ﺍﻟﺴﻠﻄﺔ ﰲ ﺍﳌﺴﺘﺸﻔﻴﺎﺕ ﺗﺘﻤﻴﺰ ﲞﺎﺻﻴﺔ ﻳﻨﺪﺭ ﻭﺟﻮﺩﻫﺎ ﰲ ﺃﻏﻠﺐ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﺃﻻ ﻭﻫﻲ ﻭﺟﻮﺩ ﻧﻮﻋﲔ ﺃﻭ ﻧﺴﻘﲔ‬
‫ﻣﻦ ﺍﻟﺴﻠﻄﺔ ﻓﻴﻬﺎ‪ .‬ﻭﳘﺎ ﺍﻟﺴﻠﻄﺔ ﺍﻹﺩﺍﺭﻳﺔ ﻭﻫﻲ ﺍﻟﺴﻠﻄﺔ ﺍﻟﱵ ﳝﺘﻠﻜﻬﺎ ﺃﺻﺤﺎﺏ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﰲ ﺍﳌﺴﺘﺸﻔﻰ‪ ،‬ﻭﺍﳌﺴﺘﻤﺪﺓ ﻣﻦ ﺍﳍﻴﻜﻞ ﺍﳍﺮﻣﻲ‬
‫ﻟﻠﺘﻨﻈﻴﻢ ﻓﻴﻪ‪ ،‬ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﺍﻟﺴﻠﻄﺔ ﺍﻟﻔﻨﻴﺔ )ﺍﻟﻄﺒﻴﺔ( ﺍﻟﱵ ﳝﺘﻠﻜﻬﺎ ﺍﻟﻘﺎﺋﻤﻮﻥ ﻋﻠﻰ ﺇﺩﺍﺭﺓ ﺍﻟﻌﻤﻞ ﺍﻟﻔﲏ ﰲ ﺍﳌﺴﺘﺸﻔﻰ‪ ،‬ﻭﻫﻢ ﺍﻷﻃﺒﺎﺀ ﲟﺨﺘﻠﻒ‬
‫ﺇﺧﺘﺼﺎﺻﺎ‪‬ﻢ ﻭﻣﻬﺎﺭﺍ‪‬ﻢ‪ .‬ﻫﺬﻩ ﺍﻹﺯﺩﻭﺍﺟﻴﺔ ﰲ ﺍﻟﺴﻠﻄﺔ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﳌﺴﺘﺸﻔﻴﺎﺕ ﱂ ﺗﺄﺕ ﰲ ﺍﳊﻘﻴﻘﺔ ﻣﻦ ﻓﺮﺍﻍ‪ ،‬ﺑﻞ ﺇﻥ ﻣﺼﺪﺭﻫﺎ ﻫﻮ‬
‫ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﳋﺼﺎﺋﺺ ﻭﺍﻟﺼﻔﺎﺕ ﺍﻟﱵ ﲤﻴﺰ ﺍﳌﺴﺘﺸﻔﻰ ﻋﻦ ﺑﻘﻴﺔ ﺍﳌﻨﻈﻤﺎﺕ‪ ،‬ﻟﻜﻨﻬﺎ ﻋﻠﻰ ﺍﻟﺮﻏﻢ ﻣﻦ ﺫﻟﻚ ﲣﻠﻖ ﻭﺿﻌﺎ ﻣﻌﻘﺪﺍ ﻋﻠﻰ ﲨﻴﻊ‬
‫ﺍﻟﻨﻮﺍﺣﻲ ﺩﺍﺧﻞ ﻫﺬﺍ ﺍﻟﺘﻨﻈﻴﻢ‪ ،‬ﺑﻔﻌﻞ ﺍﻟﺘﻘﺎﻃﻊ ﺃﻭ ﺍﻹﺻﻄﺪﺍﻡ ﺍﳌﺘﻮﻗﻊ ﺣﺪﻭﺛﻪ ﺑﲔ ﻫﺎﺗﲔ ﺍﻟﺴﻠﻄﺘﲔ‪.‬‬
‫ﻫﺬﺍ ﺍﻷﻣﺮ ﺩﻓﻌﻨﺎ ﺇﱃ ﺍﻟﺒﺤﺚ ﻋﻦ ﻣﻔﻬﻮﻡ ﻭﺃﺳﺒﺎﺏ ﻫﺬﻩ ﺍﻟﻈﺎﻫﺮﺓ ﺍﳌﻮﺟﻮﺩﺓ ﰲ ﺍﳌﺴﺘﺸﻔﻴﺎﺕ )ﻇﺎﻫﺮﺓ ﺇﺯﺩﻭﺍﺟﻴﺔ ﺍﻟﺴﻠﻄﺔ(‪ ،‬ﻣﻦ ﺃﺟﻞ ﺑﻠﻮﺭﺓ‬
‫ﻭﺗﻮﺿﻴﺢ ﺍﻹﺷﻜﺎﻟﻴﺔ ﺍﻟﱵ ﺗﻄﺮﺣﻬﺎ ﻫﺬﻩ ﺍﻷﺧﲑﺓ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺇﺩﺍﺭﺓ ﻭﺗﻨﻈﻴﻢ ﻫﺬﺍ ﺍﻟﻨﻮﻉ ﻣﻦ ﺍﳌﻨﻈﻤﺎﺕ‪ ،‬ﻭﳏﺎﻭﻟﺔ ﺇﳚﺎﺩ ﺣﻠﻮﻝ ﳍﺎ‪.‬‬
‫ﻭﻋﻠﻴﻪ ﻭﻣﻦ ﺃﺟﻞ ﺩﺭﺍﺳﺔ ﻫﺬﺍ ﺍﳌﻮﺿﻮﻉ ﻓﻠﻘﺪ ﺟﺎﺀﺕ ﺍﶈﺎﻭﺭ ﺍﻟﺮﺋﻴﺴﻴﺔ ﳍﺬﺍ ﺍﻷﺧﲑ ﻋﻠﻰ ﺍﻟﻨﺤﻮ ﺍﻟﺘﺎﱄ‪:‬‬
‫‪ .1‬ﻣﻔﻬﻮﻡ ﻭﺃﳘﻴﺔ ﺍﻟﺴﻠﻄﺔ؛‬
‫‪ .2‬ﺃﻧﻮﺍﻉ ﺍﻟﺴﻠﻄﺔ ﰲ ﺍﳌﻨﻈﻤﺔ؛‬
‫‪ .3‬ﻣﻔﻬﻮﻡ ﻭﺧﺼﺎﺋﺺ ﺍﳌﺴﺘﺸﻔﻰ؛‬
‫‪ .4‬ﺍﻟﺴﻠﻄﺔ ﺍﻹﺩﺍﺭﻳﺔ ﰲ ﺍﳌﺴﺘﺸﻔﻰ؛‬
‫‪ .5‬ﺍﻟﺴﻠﻄﺔ ﺍﻟﻄﺒﻴﺔ ﰲ ﺍﳌﺴﺘﺸﻔﻰ؛‬
‫‪ .6‬ﺍﻟﻌﻼﻗﺔ ﺑﲔ ﺍﻟﺴﻠﻄﺘﲔ ﰲ ﺍﻟﻘﺎﻧﻮﻥ ﺍﳉﺰﺍﺋﺮﻱ؛‬
‫‪ -1‬ﻣﻔﻬﻮﻡ ﻭﺃﳘﻴﺔ ﺍﻟﺴﻠﻄﺔ‪:‬‬
‫‪ -1-1‬ﻣﻔﻬﻮﻡ ﺍﻟﺴﻠﻄﺔ ‪ :‬ﻟﻘﺪ ﻗﺪﻣﺖ ﳎﻤﻮﻋﺔ ﻛﺒﲑﺓ ﻣﻦ ﺍﻟﺘﻌﺎﺭﻳﻒ ﻣﻦ ﻃﺮﻑ ﺃﺻﺤﺎﺏ ﺍﻟﻔﻜﺮ ﺍﻹﺩﺍﺭﻱ ﻟﻠﺴﻠﻄﺔ‪ ،‬ﻭﻣﻦ ﺿﻤﻦ ﻫﺎﺗﻪ‬
‫ﺍﻟﺘﻌﺎﺭﻳﻒ ﻣﺎ ﻳﻠﻲ‪:‬‬
‫ ﺗﻌﺮﻑ ﺍﻟﺴﻠﻄﺔ ’’‪ “Authority‬ﻋﻠﻰ ﺃ‪‬ﺎ‪ " :‬ﺍﻟﻘﻮﺓ ﺍﻟﻘﺎﻧﻮﻧﻴﺔ ﺃﻭ ﺍﻟﺸﺮﻋﻴﺔ ﺍﻟﱵ ﲤﻨﺢ ﺍﳊﻖ ﻟﻠﺮﺅﺳﺎﺀ ﰲ ﺇﺻﺪﺍﺭ ﺍﻷﻭﺍﻣﺮ ﻟﻠﻤﺮﺅﻭﺳﲔ‪،‬‬‫‪1‬‬
‫ﻭﺍﳊﺼﻮﻝ ﻋﻠﻰ ﺇﻣﺘﺜﺎﳍﻢ ﻟﻠﻘﺮﺍﺭﺍﺕ ﻭﺗﻨﻔﻴﺬ ﺍﻷﻋﻤﺎﻝ ﺍﳌﻜﻠﻔﲔ ‪‬ﺎ "‪.‬‬
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‫ﺇﺯﺩﻭﺍﺟﻴﺔ ﺍﻟﺴﻠﻄﺔ ﰲ ﺍﳌﺴﺘﺸﻔﻴﺎﺕ ‪ :‬ﺍﳌﻔﻬﻮﻡ ﻭﺍﻹﺷﻜﺎﻟﻴﺔ‬
‫_________________________________________________________________________________________________________________‬
‫ " ﺍﻟﺴﻠﻄﺔ ﻫﻲ ﺇﺻﺪﺍﺭ ﺍﻟﻔﺮﺩ ﻟﻘﺮﺍﺭﺍﺕ ﺗﻮﺟﻪ ﺃﻋﻤﺎﻝ ﻭﺃﻓﻌﺎﻝ ﻓﺮﺩ ﺁﺧﺮ‪ ،‬ﻓﻌﻼﻗﺔ ﺍﻟﺴﻠﻄﺔ ﺗﺆﻛﺪ ﺃﻥ ﻣﺎ ﻳﺼﺪﺭ ﺷﺨﺺ ﻣﻦ ﺍﻟﻘﺮﺍﺭﺍﺕ ﻭﻳﻘﻮﻡ‬‫ﺑﻨﻘﻠﻬﺎ‪ ،‬ﻣﺘﻮﻗﻌﺎ ﺃﻥ ﻫﺬﻩ ﺍﻟﻘﺮﺍﺭﺍﺕ ﻭﺍﻷﻭﺍﻣﺮ ﺳﻮﻑ ﲢﻀﻰ ﺑﺎﻟﻘﺒﻮﻝ ﻣﻦ ﺷﺨﺺ ﻵﺧﺮ‪ ،‬ﻭﺑﺎﻟﻄﺒﻊ ﻓﺈﻥ ﺍﻟﺸﺨﺺ ﺍﻵﺧﺮ ﻳﺘﻮﻗﻊ ﻫﺬﻩ ﺍﻷﻭﺍﻣﺮ‬
‫‪2‬‬
‫ﻭﳛﺪﺩ ﺳﻠﻮﻛﻪ ﻭﻓﻘﺎ ﳍﺎ "‪.‬‬
‫‪3‬‬
‫ " ﺍﻟﺴﻠﻄﺔ ﻫﻲ ﺍﻟﺼﻔﺔ ﺍﳌﻤﻴﺰﺓ ﻟﻸﻣﺮ ﰲ ﺍﻟﺘﻨﻈﻴﻢ ﺍﻟﺮﲰﻲ ﲝﻜﻢ ﻗﺒﻮﳍﺎ ﻣﻦ ﻋﻀﻮ ﺍﻟﺘﻨﻈﻴﻢ‪ ،‬ﻟﻜﻲ ﲢﻜﻢ ﺍﻷﻋﻤﺎﻝ ﺍﻟﱵ ﻳﺴﻬﻢ ‪‬ﺎ "‪.‬‬‫ " ﺍﻟﺴﻠﻄﺔ ﻫﻲ ﺍﻟﻘﻮﺓ ﺃﻭ ﺍﳊﻖ ﺍﻟﺸﺮﻋﻲ ﻟﻜﻞ ﻣﺮﻛﺰ ﺩﺍﺧﻞ ﺍﻟﺘﻨﻈﻴﻢ‪ ،‬ﻓﻬﻲ ﺗﻌﻄﻲ ﺍﳊﻖ ﰲ ﺇﻋﻄﺎﺀ ﺍﻷﻭﺍﻣﺮ‪ ،‬ﺍﻟﺘﻮﺟﻴﻪ ﻭﺍﻹﺻﻼﺡ ﻭﺇﲣﺎﺫ‬‫‪4‬‬
‫ﺍﻟﻘﺮﺍﺭﺍﺕ ﻭﺗﻮﺯﻳﻊ ﺍﳌﻮﺍﺭﺩ "‪.‬‬
‫ " ﺍﻟﺴﻠﻄﺔ ﻫﻲ ﻋﻼﻗﺔ ﺇﻧﺴﺎﻧﻴﺔ ﺗﺘﻀﻤﻦ ﺑﺪﺍﺧﻠﻬﺎ ﻧﻔﻮﺫ ﳛﻤﻞ ﺍﻟﺼﺒﻐﺔ ﺍﻟﺸﺮﻋﻴﺔ‪ ،‬ﻭﳝﻨﺢ ﻟﺒﻌﺾ ﺍﻷﻓﺮﺍﺩ ﻭﺍ‪‬ﻤﻮﻋﺎﺕ ﺇﻣﻜﺎﻧﻴﺔ ﺍﻟﺘﺤﻜﻢ ﰲ ﺃﻓﺮﺍﺩ‬‫‪5‬‬
‫ﳎﻤﻮﻋﺎﺕ ﺃﺧﺮﻯ‪ ،‬ﻋﻦ ﻃﺮﻳﻖ ﺇﲣﺎﺫ ﻗﺮﺍﺭﺍﺕ ﺗﻜﻮﻥ ﻣﺘﻮﻗﻌﺔ ﳚﺐ ﺍﳋﻀﻮﻉ ﳍﺎ ﻭﻃﺎﻋﺘﻬﺎ ﻭﲢﺪﻳﺪ ﺍﻟﺴﻠﻮﻙ ﻭﻓﻘﻬﺎ "‪.‬‬
‫ﻭﻳﻌﺪ ﻣﺸﺎﻝ ﻛﺮﻭﺯﻱ ’’‪ 6“M.Crosier‬ﻣﻦ ﺃﻫﻢ ﺍﳌﻬﺘﻤﲔ ﺑﻨﻈﺮﻳﺔ ﺍﻟﺴﻠﻄﺔ‪ ،‬ﻭﺫﻟﻚ ﻟﻘﻴﺎﻣﻪ ﺑﺪﺭﺍﺳﺔ ﻇﺎﻫﺮﺓ ﺍﻟﺒﲑﻭﻗﺮﺍﻃﻴﺔ ﻭﻋﻼﻗﺎﺕ ﺍﻟﺴﻠﻄﺔ‪،‬‬
‫‪‬ﺪﻑ ﺗﻔﺴﲑ ﻣﺸﻜﻞ ﺍﻟﺼﺮﺍﻉ ﰲ ﺍﻟﻌﻼﻗﺎﺕ ﺍﻹﺟﺘﻤﺎﻋﻴﺔ ﺍﳌﻬﻨﻴﺔ ﺩﺍﺧﻞ ﺍﻟﻨﺴﻖ ﺍﻹﺟﺘﻤﺎﻋﻲ‪ .‬ﻭﻗﺪ ﺍﺳﺘﻄﺎﻉ ﻛﺮﻭﺯﻱ ﺃﻥ ﳛﻠﻞ ﻋﻼﻗﺎﺕ ﺍﻟﺴﻠﻄﺔ‬
‫ﻋﻠﻰ ﺃﺳﺎﺱ ﺇﺳﺘﺮﺍﲡﻴﺎﺕ ﺍﻷﻓﺮﺍﺩ ﻭﺍ‪‬ﻤﻮﻋﺎﺕ ﺩﺍﺧﻞ ﲝﺜﲔ‪ :‬ﺍﻷﻭﻝ ﻳﺘﻤﺜﻞ ﰲ ﺩﺭﺍﺳﺘﻪ ﻟﻮﻛﺎﻟﺔ ﺍﶈﺎﺳﺒﺔ ﳌﺪﻳﻨﺔ ﺑﺎﺭﻳﺲ‪ ،‬ﺃﻣﺎ ﺍﻟﺜﺎﱐ ﻓﻴﺘﻤﺜﻞ ﰲ‬
‫ﺩﺭﺍﺳﺘﻪ ﻟﺜﻼﺛﺔ ﻣﺼﺎﻧﻊ ﳐﺘﻠﻔﺔ‪ ،‬ﻭﻗﺪ ﺗﻮﺻﻞ ﻛﺮﻭﺯﻱ ﺇﱃ ﺃﻥ ﻣﺼﺪﺭ ﺍﻟﺴﻠﻄﺔ ﻳﻌﻮﺩ ﺇﱃ ﺇﺣﺘﻜﺎﺭ ﺍﳌﻨﺎﺻﺐ ﺑﺎﻟﺪﺭﺟﺔ ﺍﻷﻭﱃ‪ ،‬ﻭﺇﱃ ﺍﳌﻨﺎﺻﺐ‬
‫ﺍﻟﻌﻠﻴﺎ ﰲ ﺍﻟﺘﻨﻈﻴﻢ ﺍﳍﺮﻣﻲ‪ ،‬ﻛﻤﺎ ﺍﺳﺘﻨﺘﺞ ﻛﺮﻭﺯﻱ ﰲ ‪‬ﺎﻳﺔ ﺩﺭﺍﺳﺎﺗﻪ ﺑﺄﻥ ﺍﻟﺴﻠﻄﺔ ﺗﺒﲏ ﻋﻠﻰ ﺃﺳﺎﺱ ﻣﻘﺪﺭﺓ ﺍﻟﻔﺎﻋﻞ ﻋﻠﻰ ﺍﻟﺘﺤﻜﻢ ﰲ ﻣﻨﺎﻃﻖ‬
‫ﺍﻟﺸﻚ‪ ،‬ﺃﻱ ﺍﳌﻨﺎﻃﻖ ﺍﻟﻐﲑ ﳏﺪﺩﺓ ﰲ ﺍﻹﻃﺎﺭ ﺍﻟﺮﲰﻲ ﺩﺍﺧﻞ ﺍﻟﺘﻨﺴﻴﻖ‪.‬‬
‫ﻭﺍﳌﻼﺣﻆ ﺃﻥ ﻫﻨﺎﻙ ﻋﻼﻗﺔ ﻃﺮﺩﻳﺔ ﺑﲔ ﻣﻨﻄﻘﺔ ﺍﻟﺸﻚ ﻭﻣﻘﺪﺍﺭ ﺍﻟﺴﻠﻄﺔ ﺍﻟﻨﺎﲡﺔ ﻋﻨﻬﺎ‪ ،‬ﻭﻳﺒﺪﺃ ﺍﻟﻔﺎﻋﻞ ﺣﺴﺐ ﻛﺮﻭﺯﻱ ﺑﻨﺎﺀ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺘﻪ ﻋﻠﻰ‬
‫ﺍﻟﺮﻫﺎﻧﺎﺕ ﺍﻟﻘﺎﺑﻠﺔ ﻟﻠﺘﺤﻮﻳﻞ ﻭﻓﻖ ﺍﳌﻌﲎ ﺍﻟﺬﻱ ﻳﻌﻄﻴﻪ ﳍﺎ‪ ،‬ﻭﻋﻠﻰ ﺣﺴﺐ ﻃﺮﻳﻘﺔ ﺃﻭ ﻗﻮﺍﻋﺪ ﺍﻟﻠﻌﺐ ﺍﻟﻘﺎﺑﻠﺔ ﻟﻠﺘﻐﻴﲑ‪ ،‬ﻭﺍﳌﺴﺘﻌﻤﻠﺔ ﻹﺑﻘﺎﺀ ﺍﻟﺴﻴﻄﺮﺓ‬
‫ﻋﻠﻰ ﻫﺬﻩ ﺍﻟﺮﻫﺎﻧﺎﺕ‪ .‬ﻭﻋﻤﻮﻣﺎ ﳝﻜﻦ ﺃﻥ ﻧﻘﻮﻝ ﻣﻦ ﺟﻬﺘﻨﺎ ﺑﺄﻥ ﺍﻟﺴﻠﻄﺔ ﻫﻲ ﺍﳊﻖ ﰲ ﺍﻟﺘﺼﺮﻑ‪ ،‬ﺃﻭ ﰲ ﺗﻮﺟﻴﻪ ﺗﺼﺮﻓﺎﺕ ﺍﻵﺧﺮﻳﻦ ﻟﺘﺤﻘﻴﻖ‬
‫ﺃﻫﺪﺍﻑ ﺍﻟﺘﻨﻈﻴﻢ‪ ،‬ﻭﻣﻦ ﻫﻨﺎ ﻳﺘﻀﺢ ﺃﻥ ﻫﻨﺎﻙ ﺛﻼﺛﺔ ﻣﻘﻮﻣﺎﺕ ﺃﺳﺎﺳﻴﺔ ﻟﻠﺴﻠﻄﺔ ﻭﻫﻲ ﺍﳊﻖ‪ ،‬ﺍﻟﺘﺼﺮﻑ‪ ،‬ﺍﻟﻘﻮﺓ‪.‬‬
‫‪ -2-1‬ﺃﳘﻴﺔ ﺍﻟﺴﻠﻄﺔ‪ :7‬ﻛﺜﲑﺍ ﻣﺎ ﳕﺎﺭﺱ ﺍﻟﺴﻠﻄﺔ ﺑﻘﺼﺪ ﺍﳊﺼﻮﻝ ﻋﻠﻰ ﻣﺰﺍﻳﺎ ﻣﻌﻴﻨﺔ ﻣﻦ ﲣﺼﺼﺎﺕ ﻣﻌﻴﻨﺔ ﺩﺍﺧﻞ ﺍﻟﺘﻨﻈﻴﻢ‪ ،‬ﻭﰲ ﺣﻴﺎﺗﻨﺎ ﺍﻟﻌﺎﺩﻳﺔ‬
‫ﺍﻟﻴﻮﻣﻴﺔ ﻧﻘﺒﻞ ﻣﻦ ﺍﻷﻃﺒﺎﺀ ﻋﻼﺟﺎ ﻣﻌﻴﻨﺎ ﺃﻭ ﻧﻘﺒﻞ ﺭﺃﻱ ﺍﶈﺎﻣﻲ‪ ،‬ﺃﻭ ﻗﺪ ﻳﺘﻀﻤﻦ ﺍﻟﻌﻘﺪ ﺍﻟﻘﺎﻧﻮﱐ ﺷﺮﻃﺎ ﻣﻌﻴﻨﺎ ﻓﻨﻘﺒﻠﻪ‪...‬ﺇﱁ‪ .‬ﻭﻃﺎﳌﺎ ﻛﺎﻥ ﺍﻹﻧﺴﺎﻥ‬
‫ﺍﻟﻌﺎﺩﻱ ﺑﻌﻴﺪﺍ ﻋﻦ ﺍﻟﺜﻘﺎﻓﺔ ﺍﻟﻄﺒﻴﺔ ﺃﻭ ﺍﻟﻘﺎﻧﻮﻧﻴﺔ‪ ،‬ﻓﺈﻧﻪ ﻳﺘﺤﺘﻢ ﻋﻠﻴﻨﺎ ﺃﻥ ﻧﻘﺒﻞ ﻣﻘﺘﺮﺣﺎﺕ ﺍﳌﺘﺨﺼﺼﲔ ﺃﻭ ﺫﻭﻱ ﺍﳋﱪﺓ‪ ،‬ﻭﻻ ﻧﺘﻮﻗﻊ ﺃﻥ ﻧﺘﻔﻬﻢ ﻛﻞ‬
‫ﺍﻷﺳﺒﺎﺏ ﺍﻟﱵ ﺗﻨﻄﻮﻱ ﻋﻠﻴﻬﺎ ﺍﳌﻘﺘﺮﺣﺎﺕ‪ ،‬ﺇﺫ ﻻ ﳕﻠﻚ ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺍﳊﻜﻢ ﻋﻠﻰ ﺻﺤﺔ ﻫﺬﻩ ﺍﳌﻘﺘﺮﺣﺎﺕ‪ .‬ﻭﳝﻜﻦ ﺃﻥ ﻧﻄﺒﻖ ﻫﺬﺍ ﺍﻟﻜﻼﻡ ﺍﻟﺬﻱ‬
‫ﳛﺪﺙ ﰲ ﺣﻴﺎﺗﻨﺎ ﺍﻟﻴﻮﻣﻴﺔ ﻋﻠﻰ ﻣﺎ ﳛﺪﺙ ﺩﺍﺧﻞ ﺍﻟﺘﻨﻈﻴﻤﺎﺕ‪ ،‬ﻭﺳﻮﻑ ﻧﺮﻯ ﺃﻥ ﺍﻟﺪﻭﺍﻓﻊ ﺍﻟﻨﻔﺴﻴﺔ ﻟﻘﺒﻮﻝ ﺍﳌﻘﺘﺮﺣﺎﺕ ‪ -‬ﻣﻬﻤﺎ ﻛﺎﻧﺖ ﻃﺒﻴﻌﺘﻬﺎ ‪-‬‬
‫ﻫﻲ ﻧﻔﺴﻬﺎ ﰲ ﻛﻠﺘﺎ ﺍﳊﺎﻟﺘﲔ‪ ،‬ﺇﻻ ﺃﻥ ﺍﻹﺧﺘﻼﻑ ﺍﻟﻮﺣﻴﺪ ﺑﲔ ﻗﺒﻮﻝ ﺍﳌﻘﺘﺮﺣﺎﺕ ﻣﻦ ﺃﺻﺤﺎﺏ ﺍﻟﺴﻠﻄﺔ ﺩﺍﺧﻞ ﺍﻟﺘﻨﻈﻴﻢ ﻭﺧﺎﺭﺝ ﺍﻟﺘﻨﻈﻴﻢ‪ ،‬ﻫﻲ ﺃﻥ‬
‫ﺍﻟﺴﻠﻄﺔ ﺗﺒﺎﺷﺮ ﺩﺍﺧﻞ ﺍﻟﺘﻨﻈﻴﻢ ﺑﺼﻔﺔ ﺩﻭﺭﻳﺔ ﻣﺴﺘﻤﺮﺓ ﻛﻄﺮﻳﻘﺔ ﻣﻦ ﻃﺮﻕ ﺍﻟﺘﺨﺼﺺ ﰲ ﻋﻤﻠﻴﺔ ﺇﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺃﻛﺜﺮ ﳑﺎ ﳛﺪﺙ ﺧﺎﺭﺝ ﺍﻟﺘﻨﻈﻴﻢ‪.‬‬
‫ﻭﻳﺴﺘﻨﺪ ﺍﳉﺰﺀ ﺍﻷﻛﱪ ﻣﻦ ﻋﻤﻞ ﺃﻋﻀﺎﺀ ﺍﻟﺘﻨﻈﻴﻢ ﻭﺧﺎﺻﺔ ﻣﻦ ﻧﻄﻠﻖ ﻋﻠﻴﻬﻢ ﺍﳌﺸﺮﻓﲔ‪ ،‬ﺍﻹﺩﺍﺭﻳﲔ‪ ،‬ﺍﻟﻘﻴﺎﺩﻳﲔ‪ ،‬ﺇﱃ ﺇﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺃﻭ ﺇﺻﺪﺍﺭ‬
‫ﺍﳌﻘﺘﺮﺣﺎﺕ ﺃﻭ ﺍﻷﻭﺍﻣﺮ ﺍﻟﱵ ﻳﻠﺘﺰﻡ ‪‬ﺎ ﺍﻵﺧﺮﻭﻥ‪.‬ﻋﻼﻭﺓ ﻋﻠﻰ ﻣﺎ ﺗﻘﺪﻡ ﻓﺈﻥ ﺃﻏﻠﺐ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﱵ ﻳﺘﺨﺬﻫﺎ ﺃﻋﻀﺎﺀ ﺍﻟﺘﻨﻈﻴﻢ‪ ،‬ﺗﺘﻢ ﻋﻦ ﻃﺮﻳﻖ ﺍﻟﻌﻤﻞ‬
‫ﺍﳉﻤﺎﻋﻲ ﺃﻱ ﺃ‪‬ﺎ ﻋﻤﻠﻴﺔ ﲨﺎﻋﻴﺔ‪ ،‬ﲟﻌﲎ ﺃﻥ ﻫﺬﻩ ﺍﻟﻘﺮﺍﺭﺍﺕ ﻟﻴﺴﺖ ﻧﺘﻴﺠﺔ ﺟﻬﻮﺩ ﺷﺨﺺ ﻭﺍﺣﺪ ﺩﺍﺧﻞ ﺍﻟﺘﻨﻈﻴﻢ‪ ،‬ﻭﻟﻜﻨﻬﺎ ﳏﺼﻠﺔ ﻟﻌﻤﻠﻴﺔ ﺿﺨﻤﺔ‬
‫ﻣﻦ ﺍﻟﺪﺭﺍﺳﺔ‪ ،‬ﺍﳌﻨﺎﻗﺸﺔ ﻭﺍﻹﺗﺼﺎﻝ‪.‬‬
‫‪ -2‬ﺃﻧﻮﺍﻉ ﺍﻟﺴﻠﻄﺔ ﰲ ﺍﳌﻨﻈﻤﺔ ‪:‬‬
‫ﺑﻌﺪ ﺃﻥ ﲢﺪﺛﻨﺎ ﻋﻦ ﻣﻔﻬﻮﻡ ﺍﻟﺴﻠﻄﺔ ﻭﺃﳘﻴﺘﻬﺎ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﻤﻨﻈﻤﺔ‪ ،‬ﻧﺄﰐ ﺍﻵﻥ ﺇﱃ ﺃﻧﻮﺍﻉ ﺃﻭ ﺃﺻﻨﺎﻑ ﺍﻟﺴﻠﻄﺔ ﺍﳌﻮﺟﻮﺩﺓ ﺩﺍﺧﻞ ﻫﺬﻩ ﺍﳌﻨﻈﻤﺔ‪ .‬ﻭﻗﺪ‬
‫ﺗﻜﻠﻢ ﺃﺻﺤﺎﺏ ﺍﻟﻔﻜﺮ ﺍﻹﺩﺍﺭﻱ ﻭﺍﻟﺘﻨﻈﻴﻤﻲ ﻋﻠﻰ ﺛﻼﺛﺔ ﺃﻧﻮﺍﻉ ﺭﺋﻴﺴﻴﺔ ﲢﺪﺩ ﺷﻜﻞ ﺍﻟﺴﻠﻄﺔ‪ ،‬ﻭﻫﺬﻩ ﺍﻷﻧﻮﺍﻉ ﻫﻲ‪ :‬ﺍﻟﺴﻠﻄﺔ ﺍﻟﺘﻨﻔﻴﺬﻳﺔ ﻭﺍﻟﺴﻠﻄﺔ‬
‫ﺍﻹﺳﺘﺸﺎﺭﻳﺔ ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﻧﻮﻉ ﺛﺎﻟﺚ ﳚﻤﻊ ﺑﲔ ﺍﻟﺘﻨﻔﻴﺬ ﻭﺍﻹﺳﺘﺸﺎﺭﺓ ﻭﻳﺴﻤﻰ ﺑﺎﻟﺴﻠﻄﺔ ﺍﻟﻮﻇﻴﻔﻴﺔ‪.‬‬
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‫ﳎﻠﺔ ﺍﻟﺒﺎﺣﺚ ‪ -‬ﻋﺪﺩ ‪2010-2009 / 07‬‬
‫‪ -1-2‬ﺍﻟﺴﻠﻄﺔ ﺍﻟﺘﻨﻔﻴﺬﻳﺔ‪" : Line Authority :‬ﺗﺸﲑ ﺍﻟﺴﻠﻄﺔ ﺍﻟﺘﻨﻔﻴﺬﻳﺔ ﺇﱃ ﺗﻠﻚ ﺍﻟﻌﻼﻗﺎﺕ ﺍﻟﱵ ﺗﻮﺟﺪ ﺑﲔ ﺍﻟﺮﺋﻴﺲ ﻭﻣﺮﺅﻭﺳﻴﻪ ﰲ‬
‫ﺍﳌﻨﻈﻤﺔ‪ ،‬ﻓﻤﺪﻳﺮ ﻭﺣﺪﺓ ﺍﳌﺸﺘﺮﻳﺎﺕ ﻣﺜﻼ ﳝﻠﻚ ﺳﻠﻄﺔ ﻭﻗﻮﻯ ﺷﺮﻋﻴﺔ ﻣﻌﻄﺎﺓ ﻟﻪ ﻣﻦ ﺍﳌﻨﻈﻤﺔ ﰲ ﺍﳌﺮﻛﺰ ﺍﻟﺬﻱ ﻳﺸﻐﻠﻪ‪ ،‬ﻟﻜﻲ ﻳﻮﺟﻪ ﻭﻳﺼﺪﺭ‬
‫ﺍﻷﻭﺍﻣﺮ ﻟﻜﻞ ﺍﳌﺮﺅﻭﺳﲔ ﺍﳌﻮﺟﻮﺩﻳﻦ ﰲ ﻭﺣﺪﺗﻪ‪ .‬ﻭﻣﺪﻳﺮ ﺍﻟﺘﺴﻮﻳﻖ ﺑﻨﻔﺲ ﺍﳌﻨﻄﻖ ﳝﺘﻠﻚ ﺳﻠﻄﺔ ﺇﺻﺪﺍﺭ ﺍﻷﻭﺍﻣﺮ ﻭﺗﻮﺟﻴﻪ ﻛﺎﻓﺔ ﺍﳌﺮﺅﻭﺳﲔ ﺍﻟﺬﻳﻦ‬
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‫ﻳﻌﻤﻠﻮﻥ ﰲ ﺍﻟﻮﺣﺪﺓ ﺍﳌﺴﺆﻭﻟﺔ ﻋﻦ ﺃﺩﺍﺀ ﺍﻟﻨﺸﺎﻁ ﺍﻟﺘﺴﻮﻳﻘﻲ ﺑﺎﳌﻨﻈﻤﺔ‪...‬ﻭﻫﻜﺬﺍ‪".‬‬
‫ﻓﺎﻟﺴﻠﻄﺔ ﺍﻟﺘﻨﻔﻴﺬﻳﺔ ﻫﻲ ﺍﻟﺴﻠﻄﺔ ﺍﻟﺮﲰﻴﺔ ﺃﻭ ﺍﻟﺸﺮﻋﻴﺔ ﻟﻠﺮﺋﻴﺲ ﻋﻠﻰ ﻣﺮﺅﻭﺳﻴﻪ ﺍﳌﺒﺎﺷﺮﻳﻦ‪ ،‬ﻭﺃﺻﺤﺎﺏ ﻫﺬﻩ ﺍﻟﺴﻠﻄﺔ ﻫﻢ ﺍﻟﺬﻳﻦ ﻟﺪﻳﻬﻢ ﺍﳊﻖ ﰲ‬
‫ﺍﻟﺘﻮﺟﻴﻪ ﻭﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻰ ﺃﻋﻤﺎﻝ ﻣﺮﺅﻭﺳﻴﻬﻢ‪ ،‬ﻭﺗﺴﻤﻰ ﻫﺬﻩ ﺍﻟﺴﻠﻄﺔ ﻛﺬﻟﻚ ﻋﻨﺪ ﺑﻌﺾ ﺍﻹﺩﺍﺭﻳﲔ ﺑﺎﻟﺴﻠﻄﺔ ﺍﻹﺩﺍﺭﻳﺔ‪ .‬ﻭﲟﻮﺟﺐ ﺍﻟﺴﻠﻄﺔ‬
‫ﺍﻟﺘﻨﻔﻴﺬﻳﺔ‪ ،‬ﻳﺘﻢ ﺗﺄﺳﻴﺲ ﻭﺗﺼﻤﻴﻢ ﺍﻟﻮﻇﺎﺋﻒ ﺍﻟﺘﻨﻔﻴﺬﻳﺔ’’‪ “Line Function‬ﰲ ﺍﳌﻨﻈﻤﺔ‪ ،‬ﻭﻫﻲ ﺍﻟﻮﻇﺎﺋﻒ ﺍﻟﱵ ﺗﻜﻮﻥ ﻣﺴﺆﻭﻟﺔ ﻋﻦ ﲢﻘﻴﻖ‬
‫ﺍﻷﻫﺪﺍﻑ ﺑﺼﻮﺭﺓ ﻣﺒﺎﺷﺮﺓ‪ ،‬ﺃﻱ ﺃ‪‬ﺎ ﺗﺮﺗﺒﻂ ﺑﺎﻟﻐﺮﺽ ﺍﻷﺳﺎﺳﻲ ﻟﻠﻤﻨﻈﻤﺔ ﻭﺍﻟﺬﻱ ﺃﻭﺟﺪﺕ ﻣﻦ ﺃﺟﻠﻪ ﰲ ﺍ‪‬ﺘﻤﻊ‪ .‬ﻭﻣﻦ ﺃﻣﺜﻠﺔ ﺗﻠﻚ ﺍﻟﻮﻇﺎﺋﻒ‪،‬‬
‫ﻭﻇﺎﺋﻒ ﺍﻹﻧﺘﺎﺝ ﺍﻟﺴﻠﻌﻲ ﺃﻭ ﺍﳋﺪﻣﻲ ﺃﻭ ﻭﻇﺎﺋﻒ ﺍﻟﺒﻴﻊ ﻭﺍﻟﺘﺴﻮﻳﻖ ﰲ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻋﻤﺎﻝ‪ .9‬ﻭﺑﺼﻮﺭﺓ ﻋﺎﻣﺔ ﻓﺈﻥ ﺃﺳﺎﺱ ﺍﻟﺴﻠﻄﺔ ﺍﻟﺘﻨﻔﻴﺬﻳﺔ ﻳﻜﻮﻥ‬
‫ﰲ ﻳﺪ ﳎﻠﺲ ﺍﻹﺩﺍﺭﺓ ﰲ ﺍﳌﻨﻈﻤﺔ‪ ،‬ﻭﻧﻈﺮﺍ ﻟﺘﻮﺳﻊ ﺍﻷﻋﻤﺎﻝ ﻭﺯﻳﺎﺩﺓ ﺗﻌﻘﻴﺪﻫﺎ‪ ،‬ﻓﺈﻧﻪ ﻳﺘﻢ ﺗﻔﻮﻳﺾ ﺟﺰﺀ ﻣﻦ ﻫﺬﻩ ﺍﻟﺴﻠﻄﺔ ﺇﱃ ﺍﻟﺮﺋﻴﺲ ﺃﻭ ﺍﳌﺪﻳﺮ‬
‫ﺍﻟﻌﺎﻡ‪ ،‬ﺍﻟﺬﻱ ﻳﻘﻮﻡ ﺑﺪﻭﺭﻩ ﺑﺘﻔﻮﻳﺾ ﺟﺰﺀ ﻣﻨﻬﺎ ﺇﱃ ﺭﺅﺳﺎﺀ ﺍﻷﻗﺴﺎﻡ ﻭﺍﻟﻮﺣﺪﺍﺕ ﰲ ﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﻷﻗﻞ‪ ،‬ﻭﻫﻜﺬﺍ ﻓﺈﻥ ﺍﻟﺴﻠﻄﺔ ﺍﻟﺘﻨﻔﻴﺬﻳﺔ ﲤﺎﺭﺱ‬
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‫ﻣﻦ ﻗﺒﻞ ﺍﳌﺪﺭﺍﺀ ﺃﻭ ﺍﻟﺮﺅﺳﺎﺀ ﻣﻬﻤﺎ ﺇﺧﺘﻠﻔﺖ ﺃﻋﻤﺎﳍﻢ‪.‬‬
‫‪ -2-2‬ﺍﻟﺴﻠﻄﺔ ﺍﻹﺳﺘﺸﺎﺭﻳﺔ‪" : Staff Authority :‬ﺇﻥ ﺍﻟﺴﻠﻄﺔ ﺍﻹﺳﺘﺸﺎﺭﻳﺔ ﺗﺘﻤﺜﻞ ﺃﺳﺎﺳﺎ ﰲ ﺗﻘﺪﱘ ﺍﻟﻨﺼﺢ‪ ،‬ﲟﻌﲎ ﺁﺧﺮ ﻓﺈﻥ‬
‫ﺍﻹﺳﺘﺸﺎﺭﻱ ﻫﻮ ﺃﺣﺪ ﺃﻋﻀﺎﺀ ﺍﻟﻔﺮﻳﻖ ﺍﻹﺩﺍﺭﻱ‪ ،‬ﻭﳝﻠﻚ ﺍﳊﻖ ﰲ ﺗﻮﺟﻴﻪ ﺍﻟﻨﺼﺢ ﻭﺍﻟﺘﻮﺻﻴﺎﺕ ﺇﱃ ﺍﳌﺪﻳﺮﻳﻦ ﺍﻟﺘﻨﻔﻴﺬﻳﲔ"‪ .11‬ﻓﺄﺻﺤﺎﺏ ﻫﺬﻩ‬
‫ﺍﻟﺴﻠﻄﺔ )ﺍﻟﺴﻠﻄﺔ ﺍﻹﺳﺘﺸﺎﺭﻳﺔ(‪ ،‬ﳝﻜﻨﻬﻢ ﺍﻟﻘﻴﺎﻡ ﺑﺘﻘﺪﱘ ﺗﻮﺻﻴﺎﺕ ﻏﲑ ﻣﻠﺰﻣﺔ ﺑﺎﻟﻀﺮﻭﺭﺓ ﺇﱃ ﺃﺻﺤﺎﺏ ﺍﻟﺴﻠﻄﺔ ﺍﻟﺘﻨﻔﻴﺬﻳﺔ‪ .‬ﻓﻬﻢ ﻻ ﳝﺘﻠﻜﻮﻥ‬
‫ﺳﻠﻄﺔ ﺃﻭ ﻗﻮﺓ ﻭﺿﻊ ﺗﻮﺻﻴﺎ‪‬ﻢ ﻣﻮﺿﻊ ﺍﻟﺘﻨﻔﻴﺬﻱ ﰲ ﺍﳌﻨﻈﻤﺔ‪ ،‬ﻓﻬﻢ ﰲ ﻣﻮﺿﻊ ﺧﺪﻣﺔ ﺍﻷﻓﺮﺍﺩ ﺃﺻﺤﺎﺏ ﺍﻟﺴﻠﻄﺔ ﺍﻟﺘﻨﻔﻴﺬﻳﺔ ﻋﻦ ﻃﺮﻳﻖ ﺗﻘﺪﱘ‬
‫ﺑﻌﺾ ﺍﻟﻨﺼﺎﺋﺢ ﳍﻢ‪ ،‬ﻭﺗﻘﺪﱘ ﺃﻓﻜﺎﺭ ﺗﺘﻌﻠﻖ ﺑﺒﻌﺾ ﺍﳋﺪﻣﺎﺕ ﺍﳋﺎﺻﺔ ﻣﺜﻞ ﺍﳋﺪﻣﺎﺕ ﺍﻟﻘﺎﻧﻮﻧﻴﺔ ﻭﺍﶈﺎﺳﺒﻴﺔ ﺃﻭ ﺍﻟﺘﻨﺒﺆ‪ ،‬ﻭﲟﺘﺎﺑﻌﺔ ﺗﻠﻚ ﺍﻷﻧﺸﻄﺔ‬
‫ﺍﳋﺎﺻﺔ ﺑﺎﻟﻮﺣﺪﺍﺕ ﺍﻟﺘﻨﻔﻴﺬﻳﺔ‪ .‬ﻭﳝﻜﻦ ﺍﻟﻘﻮﻝ ﺑﺄﻥ ﻣﺪﻳﺮﻱ ﺍﻟﻮﺣﺪﺍﺕ ﺍﻟﻘﺎﻧﻮﻧﻴﺔ ﻭﺍﶈﺎﺳﺒﻴﺔ‪ ،‬ﻭﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ‪ ،‬ﳝﺘﻠﻜﻮﻥ ﺳﻠﻄﺔ‬
‫ﺍﺳﺘﺸﺎﺭﻳﺔ ﺑﺎﻟﻨﺴﺒﺔ ﻟﺒﻘﻴﺔ ﺍﻟﻮﺣﺪﺍﺕ ﺍﻷﺧﺮﻯ ﰲ ﺍﳌﻨﻈﻤﺔ‪ .‬ﻭﻳﻨﺒﻐﻲ ﻣﻼﺣﻈﺔ ﺃﻥ ﻛﻞ ﻣﺪﻳﺮ ﻣﻨﻬﻢ ﳝﺘﻠﻚ ﺳﻠﻄﺔ ﺗﻨﻔﻴﺬﻳﺔ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻮﺣﺪﺍ‪‬ﻢ ﺍﻟﱵ‬
‫ﻳﺘﻮﻟﻮﻥ ﺭﺋﺎﺳﺘﻬﺎ‪ ،‬ﻏﲑ ﺃ‪‬ﻢ ﻳﻘﺪﻣﻮﻥ ﺍﻟﻨﺼﺢ ﻭﺍﻹﺭﺷﺎﺩ ﻟﻺﺩﺍﺭﺍﺕ ﺍﻷﺧﺮﻯ‪ .12‬ﻭﻫﻨﺎﻙ ﻧﻮﻋﲔ ﻣﻦ ﺍﻹﺳﺘﺸﺎﺭﻳﲔ ﳘﺎ‪ :‬ﺍﻹﺳﺘﺸﺎﺭﻱ ﺍﻟﺸﺨﺼﻲ‬
‫ﻭﺍﳌﺘﺨﺼﺺ‪ ،‬ﻭﺳﻨﺘﻌﺮﺽ ﺇﱃ ﻛﻞ ﻣﻨﻬﻤﺎ ﺑﻨﻮﻉ ﻣﻦ ﺍﻟﺘﻔﺼﻴﻞ ﰲ ﻣﺎ ﻳﻠﻲ‪:‬‬
‫ﺃﻭﻻ‪ :‬ﺍﻹﺳﺘﺸﺎﺭﻱ ﺍﻟﺸﺨﺼﻲ‪ : 13Personal Staff :‬ﻣﻦ ﺍﻟﻀﺮﻭﺭﻱ ﺃﻥ ﻧﻔﺮﻕ ﺗﻔﺮﻗﺔ ﻭﺍﺿﺤﺔ ﺑﲔ ﺗﻌﺒﲑﻱ )ﻣﺴﺎﻋﺪ ﺍﳌﺪﻳﺮ‪ ،‬ﻭﻧﺎﺋﺐ‬
‫ﺍﳌﺪﻳﺮ(‪ ،‬ﻓﺎﻷﻭﻝ ﻫﻮ ﻣﺴﺎﻋﺪ ﺷﺨﺼﻲ ﻟﺮﺋﻴﺴﻪ ﻭﲣﺘﻠﻒ ﻭﺍﺟﺒﺎﺗﻪ ﻣﻦ ﻣﻨﻈﻤﺔ ﻷﺧﺮﻯ ﺇﺧﺘﻼﻓﺎﺕ ﻭﺍﺳﻌﺔ‪ ،‬ﻛﻤﺎ ﲣﺘﻠﻒ ﻫﺬﻩ ﺍﻟﻮﺍﺟﺒﺎﺕ ﻣﻦ‬
‫ﻭﻗﺖ ﻵﺧﺮ ﺩﺍﺧﻞ ﻧﻔﺲ ﺍﳌﻨﻈﻤﺔ‪ ،‬ﻭﻫﻮ ﳛﺼﻞ ﻋﻠﻰ ﺍﻟﺴﻠﻄﺔ ﺍﻟﻼﺯﻣﺔ ﻹﳒﺎﺯ ﺗﻠﻚ ﺍﻟﻮﺍﺟﺒﺎﺕ ﻣﻦ ﺭﺋﻴﺴﻪ‪ .‬ﻭﻋﺎﺩﺓ ﻣﺎ ﳝﻨﺢ ﻫﺬﻩ ﺍﻟﺴﻠﻄﺔ ﻋﻠﻰ‬
‫ﺃﺳﺎﺱ ﳏﺪﺩ ﻭﳏﺪﻭﺩ ﻣﻦ ﺣﻴﺚ ﺍﻟﻌﻤﻞ ﻭﺍﻟﺰﻣﻦ‪ .‬ﻭﻫﺬﺍ ﻳﻌﲏ ﺃﻥ ﺍﻟﺴﻠﻄﺔ ﺍﳌﻤﻨﻮﺣﺔ ﻟﻪ ﺗﻜﻮﻥ ﳏﺼﻮﺭﺓ ﰲ ﻧﻄﺎﻕ ﻋﻤﻞ ﳏﺪﺩ‪ ،‬ﻭﻟﻔﺘﺮﺓ ﺯﻣﻨﻴﺔ‬
‫ﻗﺼﲑﺓ ﻧﺴﺒﻴﺎ‪.‬ﻭﻣﻦ ﺍﳌﻤﻜﻦ ﺃﻥ ﺗﺘﻔﺎﻭﺕ ﻭﺍﺟﺒﺎﺕ ﺍﻹﺳﺘﺸﺎﺭﻱ ﺍﻟﺸﺨﺼﻲ ﻣﻦ ﻋﻤﻞ ﺭﻭﺗﲏ ﰲ ﻃﺒﻴﻌﺘﻪ ﻣﺜﻞ‪ :‬ﻓﺘﺢ ﺭﺳﺎﺋﻞ ﺍﻟﺮﺋﻴﺲ ﻣﺜﻼ‪ ،‬ﺇﱃ‬
‫ﺍﻟﺘﻔﺎﻭﺽ ﰲ ﺻﻔﻘﺔ ﺷﺮﺍﺀ ﻣﺼﻨﻊ ﺟﺪﻳﺪ ﺑﺈﻋﺘﺒﺎﺭﻩ ﳑﺜﻼ ﺷﺨﺼﻴﺎ ﻟﻠﺮﺋﻴﺲ‪ ،‬ﳑﺎ ﺳﺒﻖ ﳝﻜﻦ ﺃﻥ ﻧﺴﺘﻨﺘﺞ ﺛﻼﺛﺔ ﺧﺼﺎﺋﺺ ﳑﻴﺰﺓ ﻟﻮﻇﻴﻔﺔ‬
‫ﺍﻹﺳﺘﺸﺎﺭﻱ ﺍﻟﺸﺨﺼﻲ ﻭﻫﻲ‪:‬‬
‫‪ -1‬ﺃﻥ ﺍﻹﺳﺘﺸﺎﺭﻱ ﺍﻟﺸﺨﺼﻲ ﻟﻴﺲ ﻟﻪ ﻭﻇﻴﻔﺔ ﳏﺪﺩﺓ ﻳﺆﺩﻳﻬﺎ‪ ،‬ﺇﺫ ﺃﻥ ﺫﻟﻚ ﻳﺘﻮﻗﻒ ﻋﻠﻰ ﻣﺎ ﳛﺪﺩﻩ ﻟﻪ ﺭﺋﻴﺴﻪ‪.‬‬
‫‪ -2‬ﺇﻥ ﻣﺮﻛﺰ ﺍﻹﺳﺘﺸﺎﺭﻱ ﻻ ﻳﺘﻤﺘﻊ ﺑﺄﻱ ﻧﻮﻉ ﻣﻦ ﳏﺪﺩ ﻣﻦ ﺃﻧﻮﺍﻉ ﺍﻟﺴﻠﻄﺔ‪ ،‬ﻭﻟﻜﻨﻪ ﻳﺴﺘﻤﺪ ﺍﻟﺴﻠﻄﺔ ﺍﻟﻼﺯﻣﺔ ﻣﻦ ﺍﻟﻌﻤﻞ‬
‫ﺍﻟﺬﻱ ﻳﻜﻠﻒ ﺑﻪ‪.‬‬
‫‪ -3‬ﺇﻥ ﺍﻹﺳﺘﺸﺎﺭﻱ ﺍﻟﺸﺨﺼﻲ ﻻ ﻳﺘﺼﺮﻑ ﺫﺍﺗﻴﺎ ﻭﳊﺎﺳﺒﻪ ﺑﻞ ﺑﺈﻋﺘﺒﺎﺭﻩ ﳑﺜﻼ ﻟﺮﺋﻴﺴﻪ‪ .‬ﻭﻋﻠﻰ ﻋﻜﺲ ﻣﺎ ﺳﺒﻖ‪ ،‬ﻓﺈﻥ ﻧﺎﺋﺐ‬
‫ﺍﳌﺪﻳﺮ ﻻ ﻳﻌﺘﱪ ﺇﺳﺘﺸﺎﺭﻳﺎ ﺑﻞ ﻫﻮ ﺟﺰﺀ ﻣﻦ ﺍﻟﺴﻠﻄﺔ ﺍﻟﺘﻨﻔﻴﺬﻳﺔ‪.‬‬
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‫ﺇﺯﺩﻭﺍﺟﻴﺔ ﺍﻟﺴﻠﻄﺔ ﰲ ﺍﳌﺴﺘﺸﻔﻴﺎﺕ ‪ :‬ﺍﳌﻔﻬﻮﻡ ﻭﺍﻹﺷﻜﺎﻟﻴﺔ‬
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‫ﻭﻛﻤﺎ ﻳﻮﺿﺢ ﺍﻟﺸﻜﻞ ﺭﻗﻢ )‪ ،(01‬ﻓﺈﻥ ﻣﺪﻳﺮ ﺍﻹﺩﺍﺭﺓ ﻳﺮﻓﻊ ﺗﻘﺎﺭﻳﺮ ﺍﻷﺩﺍﺀ ﺇﱃ ﻧﺎﺋﺐ ﺍﳌﺪﻳﺮ ﺍﻟﻌﺎﻡ‪ ،‬ﺍﻟﺬﻱ ﻳﺮﻓﻌﻬﺎ ﺑﺪﻭﺭﻩ ﺇﱃ ﺍﳌﺪﻳﺮ ﺍﻟﻌﺎﻡ‪ ،‬ﻭﻋﻨﺪ‬
‫ﻏﻴﺎﺏ ﻫﺬﺍ ﺍﻷﺧﲑ ﻓﺈﻥ ﻧﺎﺋﺐ ﺍﳌﺪﻳﺮ ﺍﻟﻌﺎﻡ ﳛﻞ ﳏﻠﻪ‪ .‬ﰲ ﺣﲔ ﻳﻮﺿﺢ ﻫﺬﺍ ﺍﻟﺸﻜﻞ ﺃﻳﻀﺎ‪ ،‬ﺑﺄﻥ ﻣﺴﺎﻋﺪ ﺍﳌﺪﻳﺮ ﺍﻟﻌﺎﻡ ﻟﻴﺲ ﻟﻪ ﺍﳊﻖ ﰲ ﺃﻥ ﳛﻞ‬
‫ﳏﻞ ﺍﳌﺪﻳﺮ ﺍﻟﻌﺎﻡ ﰲ ﺣﺎﻟﺔ ﻏﻴﺎﺑﻪ‪ ،‬ﻫﺬﺍ ﺍﳊﻖ ﻻ ﻳﺘﻤﺘﻊ ﺑﻪ ﻣﺴﺎﻋﺪ ﺍﳌﺪﻳﺮ‪ ،‬ﺇﻻ ﺑﻨﺎﺀﺍ ﻋﻠﻰ ﺭﻏﺒﺔ ﺍﳌﺪﻳﺮ ﻧﻔﺴﻪ ﻭﻳﻜﻮﻥ ﳏﺪﺩ ﺑﻌﻤﻞ ﻭﺍﺿﺢ‪ .‬ﻭﻣﻦ‬
‫ﺍﻟﺘﺮﺗﻴﺒﺎﺕ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﺍﳌﺄﻟﻮﻓﺔ‪ ،‬ﺃﻥ ﻳﻜﻮﻥ ﻧﺎﺋﺐ ﺍﳌﺪﻳﺮ ﺍﻟﻌﺎﻡ ﻣﺴﺆﻭﻻ ﻋﻦ ﻧﺸﺎﻁ ﺍﻹﻧﺘﺎﺝ ﻭﺗﻠﻘﻲ ﲨﻴﻊ ﺗﻘﺎﺭﻳﺮ ﺍﻷﺩﺍﺀ ﺍﳋﺎﺻﺔ ﺑﻪ‪ ،‬ﻋﻠﻰ ﺃﻥ‬
‫ﻳﺸﺮﻑ ﺍﳌﺪﻳﺮ ﺍﻟﻌﺎﻡ ﻋﻠﻰ ﻧﺸﺎﻁ ﺍﻟﺒﻴﻊ‪ ،‬ﺃﻭ ﺃﻥ ﻳﻘﻮﻡ ﺍﳌﺪﻳﺮ ﺍﻟﻌﺎﻡ ﲟﺒﺎﺷﺮﺓ ﺍﻟﻮﻇﺎﺋﻒ ﺍﻟﺘﻨﻔﻴﺬﻳﺔ‪ ،‬ﻋﻠﻰ ﺃﻥ ﻳﺘﻮﱃ ﻧﺎﺋﺒﻪ ﺍﻹﺷﺮﺍﻑ ﻋﻠﻰ ﺍﻟﻮﻇﺎﺋﻒ‬
‫ﺍﻹﺳﺘﺸﺎﺭﻳﺔ ﻣﺮﺓ ﺃﺧﺮﻯ‪.‬‬
‫ﺛﺎﻧﻴﺎ‪ :‬ﺍﻹﺳﺘﺸﺎﺭﻱ ﺍﳌﺘﺨﺼﺺ‪ : 14Specialized Staff :‬ﻋﻨﺪﻣﺎ ﺗﺘﻮﺳﻊ ﺍﳌﻨﻈﻤﺔ ﻭﻳﺰﻳﺪ ﺣﺠﻤﻬﺎ ﻭﺗﺼﺒﺢ ﻋﻤﻠﻴﺎ‪‬ﺎ ﺃﻛﺜﺮ ﺗﻌﻘﻴﺪﺍ‪ ،‬ﻳﺼﺒﺢ‬
‫ﻣﻦ ﺍﻟﻀﺮﻭﺭﻱ ﺗﻄﻮﻳﺮ ﺍﻟﺪﻭﺭ ﻏﲑ ﺍﳌﺘﻤﻴﺰ ﻟﻮﻇﻴﻔﺔ ﻣﺴﺎﻋﺪ ﺍﳌﺪﻳﺮ ﻛﻲ ﻳﺼﺒﺢ ﺃﻛﺜﺮ ﲣﺼﺼﺎ‪ .‬ﻭﺑﺪﺍﻳﺔ ﻻ ﺗﻮﺟﺪ ﺣﺪﻭﺩ ﻓﺎﺻﻠﺔ ﲢﺪﺩ ﺍﻷﻋﻤﺎﻝ‬
‫ﺍﳌﻤﻜﻦ ﺇﳒﺎﺯﻫﺎ ﺑﻮﺍﺳﻄﺔ ﺍﻹﺳﺘﺸﺎﺭﻳﲔ ﺍﳌﺘﺨﺼﺼﲔ‪ ،‬ﻛﻤﺎ ﻻ ﻳﻮﺟﺪ ﺇﺗﻔﺎﻕ ﻋﺎﻡ ﰲ ﻣﺎ ﻳﺘﻌﻠﻖ ﺑﻨﻮﻉ ﺍﻟﺴﻠﻄﺔ ﺍﻟﱵ ﳝﺎﺭﺳﻮ‪‬ﺎ‪ .‬ﺭﻏﻢ ﺫﻟﻚ ﻓﺈﻥ‬
‫ﻫﻨﺎﻙ ﺛﻼﺛﺔ ﳕﺎﺫﺝ ﺷﺎﺋﻌﺔ ﺍﻹﻧﺘﺸﺎﺭ ﰲ ﳑﺎﺭﺳﺎﺕ ﺍﻹﺩﺍﺭﺓ ﺍﳌﻌﺎﺻﺮﺓ ﻭﻫﻲ‪:‬‬
‫‪ -1‬ﺇﻥ ﺍﻹﺳﺘﺸﺎﺭﻱ ﺍﳌﺘﺨﺼﺺ ﳝﻜﻦ ﺃﻥ ﻳﺘﻤﺘﻊ ﺑﺴﻠﻄﺔ ﺗﺰﻭﻳﺪ ﺍﻟﺘﻨﻔﻴﺬﻱ ﲞﺪﻣﺔ ﻣﺎ‪ ،‬ﻋﻨﺪﺋﺬ ﻳﺘﻤﺘﻊ ﺍﻹﺳﺘﺸﺎﺭﻱ ﺑﺴﻠﻄﺔ‬
‫ﺧﺪﻣﻴﺔ‪.‬‬
‫‪ -2‬ﺃﻥ ﻳﺘﻤﺘﻊ ﺍﻹﺳﺘﺸﺎﺭﻱ ﺍﳌﺘﺨﺼﺺ ﺑﺴﻠﻄﺔ ﺗﻘﺪﱘ ﺍﻟﻨﺼﺢ ﺇﱃ ﺍﳌﺪﻳﺮ ﺍﻟﺘﻨﻔﻴﺬﻱ ﰲ ﻣﺎ ﻳﺘﻌﻠﻖ ﲟﺸﺎﻛﻞ ﻣﻌﻴﻨﺔ‪ ،‬ﻭﻋﻨﺪﺋﺬ ﳝﺎﺭﺱ‬
‫ﺳﻠﻄﺔ ﺍﳌﺸﻮﺭﺓ ﺃﻭ ﺍﻟﺘﻮﺟﻴﻪ‪.‬‬
‫‪ -3‬ﺷﻜﻞ ﺁﺧﺮ ﻣﻦ ﺃﺷﻜﺎﻝ ﺍﻟﺴﻠﻄﺔ ﺍﻹﺳﺘﺸﺎﺭﻳﺔ ﻭﻫﻮ ﺍﻟﺴﻠﻄﺔ ﺍﻟﻮﻇﻴﻔﻴﺔ‪ ،‬ﻭﻫﻲ ﺍﻟﱵ ﺗﺰﻭﺩ ﺍﻹﺳﺘﺸﺎﺭﻱ ﺍﳌﺘﺨﺼﺺ ﺑﻘﺪﺭ‬
‫ﻫﺎﺋﻞ ﻣﻦ ﺣﺮﻳﺔ ﺇﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻮﻇﻴﻔﺔ ﻣﻌﻴﻨﺔ )ﳑﺎﺭﺳﺔ ﺍﻟﻄﺐ ﰲ ﺍﳌﺴﺘﺸﻔﻴﺎﺕ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻸﻃﺒﺎﺀ ﻣﺜﻼ(‪ ،‬ﻭﳝﻜﻦ ﺃﻥ‬
‫ﻧﻄﻠﻖ ﻋﻠﻰ ﻫﺬﺍ ﺍﻟﻨﻮﻉ ﺍﻷﺧﲑ ﻣﻦ ﺍﻟﺴﻠﻄﺔ ﺍﻹﺳﺘﺸﺎﺭﻳﺔ ﺑﺎﻟﺴﻠﻄﺔ ﺍﳌﻬﻨﻴﺔ‪.‬‬
‫ﻭﻳﻀﻴﻒ ﺟﻼﻝ ﺇﺑﺮﺍﻫﻴﻢ ﺍﻟﻌﺒﺪ‪ 15‬ﺿﻤﻦ ﻫﺬﺍ ﺍﻹﻃﺎﺭ ﺃﻥ ﺍﻟﺴﻠﻄﺔ ﺍﻹﺳﺘﺸﺎﺭﻳﺔ ﰲ ﺍﳌﻨﻈﻤﺔ ﻗﺪ ﺗﺄﺧﺬ ﺷﻜﻠﲔ ﺭﺋﻴﺴﻴﲔ ﳘﺎ‪ :‬ﺷﻜﻞ ﺍﻟﻨﺼﺎﺋﺢ‬
‫ﺍﻹﺳﺘﺸﺎﺭﻳﺔ ﺃﻭ ﺷﻜﻞ ﺍﻟﻨﺼﺎﺋﺢ ﺍﻹﺟﺒﺎﺭﻳﺔ‪ .‬ﻓﺎﻟﺸﻜﻞ ﺍﻷﻭﻝ ﻳﻌﲏ ﺗﻘﺪﱘ ﺍﻟﻨﺼﺎﺋﺢ ﻭﺍﻹﺳﺘﺸﺎﺭﺍﺕ ’’‪ “Advises‬ﻭﰲ ﻫﺬﻩ ﺍﳊﺎﻟﺔ ﻓﺈﻥ ﺍﳌﺪﻳﺮ‬
‫ﺍﻟﺘﻨﻔﻴﺬﻱ ﻳﻜﻮﻥ ﻟﻪ ﺍﳊﺮﻳﺔ ﺍﳌﻄﻠﻘﺔ ﰲ ﻗﺒﻮﻝ ﺃﻭ ﻋﺪﻡ ﻗﺒﻮﻝ ﻣﺜﻞ ﻫﺬﻩ ﺍﻟﻨﺼﺎﺋﺢ‪ ،‬ﻭﺣﱴ ﺇﺫﺍ ﻃﻠﺐ ﺍﳌﺪﻳﺮ ﺍﻟﺘﻨﻔﻴﺬﻱ ﻣﺜﻞ ﻫﺬﻩ ﺍﻵﺭﺍﺀ ﻭﺍﻟﻨﺼﺎﺋﺢ‬
‫ﻣﻦ ﺍﻹﺳﺘﺸﺎﺭﻳﲔ‪ ،‬ﻓﺈﻧﻪ ﳝﻠﻚ ﺍﳊﻖ ﰲ ﺍﻷﺧﺬ ‪‬ﺎ ﺃﻭ ﲡﺎﻫﻠﻬﺎ‪ .‬ﺃﻣﺎ ﺍﻟﺸﻜﻞ ﺍﻟﺜﺎﱐ ﻓﻬﻮ ﺍﻟﻨﺼﺎﺋﺢ ﺍﻹﺟﺒﺎﺭﻳﺔ’’‪“Compuisory Advises‬‬
‫ﻭﻫﻮ ﻳﻌﲏ ﺿﺮﻭﺭﺓ ﺃﻥ ﻳﺴﺘﻤﻊ ﺍﳌﺪﻳﺮ ﺍﻟﺘﻨﻔﻴﺬﻱ ﺇﱃ ﺍﻟﻨﺼﺎﺋﺢ ﺍﳌﻘﺪﻣﺔ ﻟﻪ ﻣﻦ ﻃﺮﻑ ﺍﻹﺳﺘﺸﺎﺭﻳﲔ‪ ،‬ﻭﻟﻜﻦ ﺑﻌﺪ ﺫﻟﻚ ﻟﻪ ﺃﻥ ﻳﺒﺎﱄ ‪‬ﺎ ﻭﻳﺄﺧﺬﻫﺎ‬
‫ﰲ ﺍﻹﻋﺘﺒﺎﺭ ﺃﻭ ﻳﺘﺠﺎﻫﻠﻬﺎ‪ .‬ﻓﻌﻠﻰ ﺳﺒﻴﻞ ﺍﳌﺜﺎﻝ ﻓﺈﻥ ﺭﺋﻴﺲ ﳎﻠﺲ ﺍﻹﺩﺍﺭﺓ ﻣﺘﻮﻗﻊ ﻣﻨﻪ ﺃﻥ ﻳﺴﺘﻤﻊ ﺇﱃ ﺍﻟﻨﺼﻴﺤﺔ ﺍﳌﻘﺪﻣﺔ ﻟﻪ ﺑﻮﺍﺳﻄﺔ ﺍﳋﱪﺍﺀ‬
‫ﺍﳌﺎﻟﻴﲔ‪ ،‬ﻗﺒﻞ ﺃﻥ ﻳﻘﺮ ﻋﻤﻠﻴﺔ ﺇﻧﺪﻣﺎﺝ ﺍﻟﺸﺮﻛﺔ ﻣﻊ ﺷﺮﻛﺔ ﺃﺧﺮﻯ‪ ،‬ﻟﻜﻨﻪ ﻗﺪ ﻳﺘﺒﻊ ﺭﺃﻳﻪ ﺍﳋﺎﺹ ﻋﻨﺪﻣﺎ ﻳﺄﰐ ﺇﱃ ﻋﻤﻠﻴﺔ ﺇﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ‪.‬‬
‫‪ -3-2‬ﺍﻟﺴﻠﻄﺔ ﺍﻟﻮﻇﻴﻔﻴﺔ‪ : Functional Authority :‬ﺗﻌﺮﻑ ﺍﻟﺴﻠﻄﺔ ﺍﻟﻮﻇﻴﻔﻴﺔ ﺑﺄ‪‬ﺎ‪" :‬ﺍﻟﺼﻼﺣﻴﺎﺕ ﺍﳌﺨﻮﻟﺔ ﻷﺣﺪ ﺍﳌﺪﻳﺮﻳﻦ ﻋﻠﻰ‬
‫ﻋﻤﻠﻴﺎﺕ ﻣﻌﻴﻨﺔ‪ ،‬ﺃﻭ ﻃﺮﻕ ﻋﻤﻞ‪ ،‬ﺃﻭ ﺳﻴﺎﺳﺎﺕ ﻣﺘﻌﻠﻘﺔ ﺑﺄﻭﺟﻪ ﻧﺸﺎﻁ‪ ،‬ﻳﻘﻮﻡ ‪‬ﺎ ﺃﻓﺮﺍﺩ ﰲ ﺇﺩﺍﺭﺍﺕ ﺃﺧﺮﻯ ﺧﺎﺭﺝ ﻧﻄﺎﻕ ﺇﺩﺍﺭﺗﻪ‪ 16".‬ﻓﺈﻥ ﻛﺎﻥ‬
‫ﳌﺒﺪﺃ ﺗﻮﺣﻴﺪ ﻣﺼﺪﺭ ﺍﻷﻣﺮ ﺃﻥ ﻳﺘﺒﻊ ﻭﺑﺪﻭﻥ ﺃﻱ ﺇﺳﺘﺜﻨﺎﺀﺍﺕ‪ ،‬ﻓﺈﻧﻪ ﻛﺎﻥ ﳚﺐ ﺃﻥ ﺗﻜﻮﻥ ﺍﻟﺼﻼﺣﻴﺎﺕ ﻋﻠﻰ ﺃﻭﺟﻪ ﺍﻟﻨﺸﺎﻁ ﻫﺬﻩ‪ ،‬ﻣﻦ ﺇﺧﺘﺼﺎﺹ‬
‫ﺍﻟﺮﺅﺳﺎﺀ ﺍﻹﺩﺍﺭﻳﲔ ﺍﻵﺧﺮﻳﻦ ؛ ﻭﻟﻜﻦ ﻫﻨﺎﻙ ﺃﺳﺒﺎﺑﺎ ﻣﺘﻌﺪﺩﺓ ﻣﻨﻬﺎ ﺍﻟﻨﻘﺺ ﰲ ﺍﳌﻌﺮﻓﺔ ﻭﺍﳋﱪﺓ ﰲ ﻧﻮﺍﺡ ﻣﺘﺨﺼﺼﺔ‪ ،‬ﻭﻋﺪﻡ ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ‬
‫ﺍﻹﺷﺮﺍﻑ ﻋﻠﻰ ﻋﻤﻠﻴﺎﺕ ﻣﻌﻴﻨﺔ‪ ،‬ﻭﺧﻄﺮ ﺍﻟﺘﻔﺴﲑﺍﺕ ﺍﳌﺨﺘﻠﻔﺔ ﻟﺴﻴﺎﺳﺎﺕ ﻭﻃﺮﻕ ﺍﻟﻌﻤﻞ‪ ،‬ﳑﺎ ﻳﻔﺴﺮ ﻟﻨﺎ ﳌﺎﺫﺍ ﻻ ﻳﺘﻤﻜﻦ ﺍﻟﺮﺅﺳﺎﺀ ﺍﻹﺩﺍﺭﻳﲔ ﰲ‬
‫ﺑﻌﺾ ﺍﻷﺣﻴﺎﻥ ﻣﻦ ﺍﻟﻘﻴﺎﻡ ﺑﺄﻋﻤﺎﻝ ﻣﻌﻴﻨﺔ‪.‬‬
‫ﻭﰲ ﻣﺜﻞ ﻫﺬﻩ ﺍﳊﺎﻻﺕ ﺗﺴﺤﺐ ﺍﻟﺴﻠﻄﺔ ﻣﻦ ﺍﻟﺮﺋﻴﺲ ﺍﻹﺩﺍﺭﻱ‪ ،‬ﻭﺗﻔﻮﺽ ﺇﱃ ﻣﺪﻳﺮ ﺇﺩﺍﺭﺓ ﺃﺧﺮﻯ ﻋﻠﻰ ﺷﻜﻞ ﺳﻠﻄﺔ ﻣﺘﺨﺼﺼﺔ ﺃﻭ ﻭﻇﻴﻔﻴﺔ‪،‬‬
‫ﺑﻐﺮﺽ ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﺃﻥ ﺃﻭﺟﻪ ﻧﺸﺎﻁ ﻣﻌﻴﻨﺔ ﺳﺘﻨﻔﺬ ﻋﻠﻰ ﺍﻟﻮﺟﻪ ﺍﻟﺼﺤﻴﺢ‪ .17‬ﻭﻻ ﻳﻘﺘﺼﺮ ﻣﻨﺢ ﺍﻟﺴﻠﻄﺔ ﺍﻟﻮﻇﻴﻔﻴﺔ ﺇﱃ ﺍﳌﺪﻳﺮﻳﻦ ﺍﻟﻔﻨﻴﲔ‬
‫ﺍﻹﺳﺘﺸﺎﺭﻳﲔ‪ ،‬ﻓﻘﺪ ﻳﺰﺍﻭﳍﺎ ﺭﺅﺳﺎﺀ ﺇﺩﺍﺭﺍﺕ ﺇﺩﺍﺭﻳﺔ ﺃﻭ ﺇﺩﺍﺭﺍﺕ ﺧﺪﻣﻴﺔ‪ ،‬ﻭﻟﻜﻦ ﺍﳊﺎﻻﺕ ﺍﻷﻛﺜﺮ ﺃﳘﻴﺔ‪ ،‬ﻫﻲ ﺗﻠﻚ ﺍﻟﱵ ﺗﻌﻄﻲ ﻓﻴﻬﺎ ﺍﻟﺴﻠﻄﺔ‬
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‫ﳎﻠﺔ ﺍﻟﺒﺎﺣﺚ ‪ -‬ﻋﺪﺩ ‪2010-2009 / 07‬‬
‫ﺍﻟﻮﻇﻴﻔﻴﺔ ﳌﺪﻳﺮﻳﻦ ﰲ ﺇﺩﺍﺭﺍﺕ ﺧﺪﻣﻴﺔ ﺃﻭ ﺇﺩﺍﺭﺍﺕ ﻓﻨﻴﺔ ﺇﺳﺘﺸﺎﺭﻳﺔ‪ ،‬ﻷﻥ ﻫﺬﻩ ﺍﻹﺩﺍﺭﺍﺕ ﻋﺎﺩﺓ ﻣﺎ ﻳﻌﻤﻞ ﻓﻴﻬﺎ ﻣﺘﺨﺼﺼﻮﻥ ﺧﱪﺍﺀ‪ ،‬ﻋﻨﺪﻫﻢ ﺍﳌﻌﺮﻓﺔ‬
‫ﺍﻟﻼﺯﻣﺔ ﻛﺄﺳﺎﺱ ﻟﻠﺮﻗﺎﺑﺔ ﺍﻟﻮﻇﻴﻔﻴﺔ‪.‬‬
‫ﺃﻭﻻ‪ :‬ﻧﻄﺎﻕ ﺍﻟﺴﻠﻄﺔ ﺍﻟﻮﻇﻴﻔﺔ ‪ :‬ﺍﻟﺴﻠﻄﺔ ﺍﻟﻮﻇﻴﻔﻴﺔ ﻫﻲ ﻋﺎﺩﺓ ﺳﻠﻄﺔ ﳏﺪﻭﺩﺓ‪ ،‬ﺃﻱ ﺗﻨﺼﺐ ﻋﻠﻰ ﻧﻮﺍﺡ ﻣﻌﻴﻨﺔ ﻣﻦ ﺃﻭﺟﻪ ﺍﻟﻨﺸﺎﻁ ﺍﻟﺪﺍﺧﻠﺔ ﰲ‬
‫ﺇﺧﺘﺼﺎﺹ ﺃﺣﺪ ﺍﳌﺪﻳﺮﻳﻦ‪ ،‬ﻭﺍﻟﺴﺒﺐ ﰲ ﲢﺪﻳﺪ ﺍﻟﺴﻠﻄﺔ ﺍﻟﻮﻇﻴﻔﻴﺔ ﻫﻮ ﺃﻧﻨﺎ ﻟﻮ ﺳﻠﺒﻨﺎ ﺍﳌﺪﻳﺮ ﺳﻠﻄﺘﻪ ﰲ ﺍﻟﻘﻴﺎﻡ ﲜﻤﻴﻊ ﻭﻇﺎﺋﻔﻪ‪ ،‬ﻣﻦ ﲣﻄﻴﻂ ﻭﺗﻨﻈﻴﻢ‬
‫ﻭﺷﻐﻞ ﺍﳌﺮﺍﻛﺰ ﺑﺎﻷﻓﺮﺍﺩ ﻭﺗﻮﺟﻴﻪ ﻭﺭﻗﺎﺑﺔ‪ ،‬ﻓﺈﻧﻪ ﻳﻔﻘﺪ ﻗﺪﺭﺗﻪ ﻋﻠﻰ ﺍﻹﺩﺍﺭﺓ‪ .‬ﻭﺇﺫﺍ ﻛﺎﻧﺖ ﻫﺬﻩ ﺍﻟﺴﻠﻄﺔ )ﺍﻟﺴﻠﻄﺔ ﺍﻟﻮﻇﻴﻔﻴﺔ( ﲢﺪ ﻣﻦ ﺣﺮﻳﺔ ﺍﳌﺪﻳﺮ‬
‫ﺍﳌﻌﲔ ﰲ ﺍﻟﺘﺼﺮﻑ ﰲ ﻧﻮﺍﺡ ﻣﻌﻴﻨﺔ‪ ،‬ﻓﺈﻥ ﺍﳌﻨﺸﺂﺕ ﺫﺍﺕ ﺍﻹﺩﺍﺭﺓ ﺍﳉﻴﺪﺓ ﺗﺮﺍﻋﻲ ﺩﺍﺋﻤﺎ ﺇﺳﺘﺨﺪﺍﻡ ﺍﻟﺴﻠﻄﺔ ﺍﻟﻮﻇﻴﻔﻴﺔ ﰲ ﺃﺿﻴﻖ ﺍﳊﺪﻭﺩ ﻭﰲ‬
‫ﺣﺎﻻﺕ ﺍﻟﻀﺮﻭﺭﺓ ﺍﻟﻘﺼﻮﻯ‪ ،‬ﻭﻫﺬﻩ ﺍﻟﻀﺮﻭﺭﺓ ﻗﺪ ﺗﻌﻴﻘﻬﺎ ﻋﻮﺍﻣﻞ ﺧﺎﺭﺟﻴﺔ ﺃﻭ ﺩﺍﺧﻠﻴﺔ‪ .‬ﻓﺒﺎﻟﻨﺴﺒﺔ ﻟﻠﻌﻮﺍﻣﻞ ﺍﳋﺎﺭﺟﻴﺔ ﻫﻨﺎﻙ ﻣﺜﻼ ﺍﳍﻴﺌﺎﺕ‬
‫ﺍﳊﻜﻮﻣﻴﺔ ﻭﺍﻟﻨﻘﺎﺑﺎﺕ ﺍﻟﻌﺎﻣﻠﺔ ﺍﻟﱵ ﻗﺪ ﲢﺘﻢ ﲣﺼﻴﺺ ﻣﺪﻳﺮﻳﻦ ﻟﻠﺘﻌﺎﻣﻞ ﻣﻌﻬﺎ‪ .‬ﻭﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﻌﻮﺍﻣﻞ ﺍﻟﺪﺍﺧﻠﻴﺔ‪ ،‬ﻗﺪ ﺗﻜﻮﻥ ﻫﻨﺎﻙ ﻣﺴﺎﺋﻞ ﻋﻠﻰ ﺩﺭﺟﺔ‬
‫ﻣﻦ ﺍﻷﳘﻴﺔ ﺃﻭ ﺍﻟﺘﻌﻘﻴﺪ ﺗﺴﺘﻠﺰﻡ ﺇﲣﺎﺫ ﺇﺟﺮﺍﺀ ﻣﻮﺣﺪ ﲡﺎﻫﻬﺎ‪ ،‬ﳑﺎ ﻳﺪﻋﻮ ﺇﱃ ﺇﻋﻄﺎﺀ ﺍﻟﺴﻠﻄﺔ ﻟﻠﺨﱪﺍﺀ ﻓﻴﻬﺎ ﻟﻠﺘﺄﻛﺪ ﻣﻦ ﺃﻥ ﺍﻹﺟﺮﺍﺀﺍﺕ ﺍﳌﻄﻠﻮﺑﺔ ﻗﺪ‬
‫ﺍﺗﺒﻌﺖ‪ .‬ﻭﺣﻴﺚ ﻳﺜﻮﺭ ﺍﻟﺸﻚ ﰲ ﺇﺧﻀﺎﻉ ﺑﻌﺾ ﺍﳌﺴﺎﺋﻞ ﻟﺴﻠﻄﺔ ﺍﳌﺪﻳﺮ ﺍﻹﺩﺍﺭﻱ ﺃﻭ ﺍﻟﺴﻠﻄﺔ ﺍﻟﻮﻇﻴﻔﻴﺔ ﻟﻠﺨﺒﲑ‪ ،‬ﻓﺈﻥ ﺍﳊﻜﻤﺔ ﺗﺪﻋﻮ ﺇﱃ ﲢﺪﻳﺪ‬
‫ﻧﻄﺎﻕ ﺍﻟﺴﻠﻄﺔ ﺍﻟﻮﻇﻴﻔﻴﺔ ﲢﺪﻳﺪﺍ ﻭﺍﺿﺤﺎ‪ ،‬ﺣﱴ ﻻ ﺗﺘﺄﺛﺮ ﻣﻌﻨﻮﻳﺎﺕ ﺍﳌﺪﻳﺮﻳﻦ ﺍﻹﺩﺍﺭﻳﲔ‪.‬‬
‫ﺛﺎﻧﻴﺎ‪ :‬ﺍﻟﺴﻠﻄﺔ ﺍﻟﻮﻇﻴﻔﻴﺔ ﻭﻭﺣﺪﺓ ﻣﺼﺪﺭ ﺍﻷﻣﺮ‪ :‬ﺭﺃﻳﻨﺎ ﺃﻧﻪ ﻣﻦ ﺍﻟﻮﺍﺟﺐ ﺣﺼﺮ ﻭﲢﺪﻳﺪ ﺍﻟﺴﻠﻄﺔ ﺍﻟﻮﻇﻴﻔﻴﺔ‪ ،‬ﳏﺎﻓﻈﺔ ﻋﻠﻰ ﺍﳌﺮﻛﺰ ﺍﻷﺩﰊ ﻭﺍﻟﺮﻭﺡ‬
‫ﺍﳌﻌﻨﻮﻳﺔ ﻟﻠﻤﺪﻳﺮﻳﻦ ﺍﻹﺩﺍﺭﻳﲔ‪ ،‬ﻭﻟﻜﻦ ﰲ ﺍﳌﻨﺸﺂﺕ ﺍﻟﻜﺒﲑﺓ ﻭﺣﻴﺚ ﺗﻜﻮﻥ ﻫﻨﺎﻙ ﺳﻠﻄﺎﺕ ﻭﻇﻴﻔﻴﺔ ﻟﻠﻘﻴﺎﻡ ﺑﺎﻹﺟﺮﺍﺀﺍﺕ ﺍﳌﺘﻌﻠﻘﺔ ﺑﻨﻮﺍﺡ ﳐﺘﻠﻔﺔ‪،‬‬
‫ﻣﺜﻞ ﺍﻷﻓﺮﺍﺩ ﻭﺍﳌﺸﺘﺮﻳﺎﺕ ﻭﺍﳊﺴﺎﺑﺎﺕ‪ ،‬ﻭﺍﳌﻴﺰﺍﻧﻴﺔ ﻭﺍﻟﺸﺆﻭﻥ ﺍﳍﻨﺪﺳﻴﺔ‪ ،‬ﻭﺍﻟﺸﺆﻭﻥ ﺍﻟﻘﺎﻧﻮﻧﻴﺔ ﻭﺍﻟﺴﻴﺎﺳﺎﺕ ﺍﻟﺒﻴﻌﻴﺔ ﻭﺍﻟﻌﻼﻗﺎﺕ ﺍﻟﻌﺎﻣﺔ‪ ،‬ﻓﺈﻥ ﺫﻟﻚ‬
‫ﻗﺪ ﻳﺰﻳﺪ ﻣﻦ ﺍﻟﺘﻌﻘﻴﺪ ﰲ ﺧﻄﻮﻁ ﺍﻟﺴﻠﻄﺔ ﺩﺍﺧﻞ ﺍﻟﺘﻨﻈﻴﻢ‪ ،‬ﻭﳝﻜﻦ ﺍﶈﺎﻓﻈﺔ ﺇﱃ ﺣﺪ ﻛﺒﲑ ﻋﻠﻰ ﻣﺒﺪﺃ ﻭﺣﺪﺓ ﻣﺼﺪﺭ ﺍﻷﻣﺮ ﺇﺫﺍ ﻋﻤﻠﻨﺎ ﻋﻠﻰ ﺃﻥ‬
‫ﺗﺘﺤﺪﺩ ﺍﻟﺴﻠﻄﺔ ﺍﻟﻮﻇﻴﻔﻴﺔ ﻷﻱ ﻣﺪﻳﺮ‪ ،‬ﲝﻴﺚ ﻻ ﺗﺘﻌﺪﻯ ﺍﳌﺴﺘﻮﻯ ﺍﻟﺘﻨﻈﻴﻤﻲ ﺍﻟﺬﻱ ﻳﻠﻲ ﻣﺒﺎﺷﺮﺓ ﺍﳌﺴﺘﻮﻯ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻟﺮﺋﻴﺴﻪ‪ ،‬ﻭﺑﻌﺒﺎﺭﺓ ﺃﺧﺮﻯ‬
‫ﳚﺐ ﺃﻥ ﻳﺘﻢ ﺗﻨﺴﻴﻖ ﺍﻟﺴﻠﻄﺔ ﺍﻟﻮﻇﻴﻔﻴﺔ ﰲ ﺃﻗﺮﺏ ﻣﺴﺘﻮﻯ ﳑﻜﻦ ﻣﻦ ﺍﻟﺒﻨﺎﺀ ﺍﻟﺘﻨﻈﻴﻤﻲ‪ ،‬ﺣﱴ ﳝﻜﻦ ﺍﶈﺎﻓﻈﺔ ﻋﻠﻰ ﻭﺣﺪﺓ ﻣﺼﺪﺭ ﺍﻷﻭﺍﻣﺮ‬
‫ﻟﻠﻤﺪﻳﺮﻳﻦ ﺍﻹﺩﺍﺭﻳﲔ‪.‬‬
‫ﺑﻌﺪ ﺍﻟﻌﺮﺽ ﺍﻟﺴﺎﺑﻖ ﻳﺘﻀﺢ ﻟﻨﺎ ﺃﻥ ﻫﻨﺎﻙ ﺛﻼﺛﺔ ﺃﻧﻮﺍﻉ ﻣﻦ ﺍﻟﺴﻠﻄﺔ‪ :‬ﺗﻨﻔﻴﺬﻳﺔ‪ ،‬ﺇﺳﺘﺸﺎﺭﻳﺔ ﻭﻭﻇﻴﻔﻴﺔ‪ ،‬ﻭﺃﻧﻪ ﻻ ﻏﲎ ﺗﻘﺮﻳﺒﺎ ﻋﻨﻬﺎ ﲨﻴﻌﺎ‪ .‬ﻭﻳﺘﺒﻘﻰ‬
‫ﺇﺫﻥ ﻋﻠﻰ ﺃﻱ ﻣﻨﻈﻤﺔ ﻧﺎﺟﺤﺔ ﺃﻥ ﺗﻘﻴﻢ ﺍﻟﺘﻮﺍﺯﻥ ﰲ ﺍﺳﺘﺨﺪﺍﻡ ﻫﺬﻩ ﺍﻷﻧﻮﺍﻉ ﺍﻟﺜﻼﺛﺔ‪ ،‬ﻭﻳﺘﻢ ﺫﻟﻚ ﺍﻟﺘﻮﺍﺯﻥ ﻣﻦ ﺧﻼﻝ ﻣﻌﺮﻓﺔ ﻣﺰﺍﻳﺎ ﻭﻋﻴﻮﺏ ﻛﻞ‬
‫ﻣﻨﻬﺎ‪ ،‬ﻭﻫﻮ ﻣﺎ ﳒﺪﻩ ﰲ ﳏﺘﻮﻯ ﺍﻟﺸﻜﻞ ﺍﻟﺜﺎﱐ )ﺍﻟﺸﻜﻞ ﺭﻗﻢ ‪.(02‬‬
‫ﻭﺣﻴﺚ ﺃﻧﻪ ﻣﻦ ﺍﻟﻀﺮﻭﺭﻱ ﺃﻥ ﺗﺴﺘﺨﺪﻡ ﺍﳌﻨﻈﻤﺎﺕ ﻫﺬﻩ ﺍﻷﻧﻮﺍﻉ ﺍﻟﺜﻼﺛﺔ ﻣﻦ ﺍﻟﺴﻠﻄﺔ‪ ،‬ﻭﺟﺐ ﺇﺫﻥ ﺇﻋﻄﺎﺀ ﺑﻌﺾ ﺍﻟﻨﺼﺎﺋﺢ ﰲ ﻃﺮﻳﻘﺔ ﲢﺪﻳﺪﻫﺎ‬
‫ﻭﺍﺳﺘﺨﺪﺍﻣﻬﺎ ‪: 18‬‬
‫‪ -1‬ﻻﺑﺪ ﻣﻦ ﲢﺪﻳﺪ ﻛﻞ ﻧﻮﻉ ﻣﻦ ﺃﻧﻮﺍﻉ ﺍﻟﺴﻠﻄﺔ ﺑﺸﻜﻞ ﻣﻜﺘﻮﺏ‪ ،‬ﻭﺫﻟﻚ ﰲ ﺍﻟﺪﻟﻴﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻋﻨﺪ ﻭﺻﻒ ﺍﻟﺴﻠﻄﺎﺕ‬
‫ﻭﺍﻟﺼﻼﺣﻴﺎﺕ ﺍﳋﺎﺻﺔ ﲟﺮﻛﺰ ﺇﺩﺍﺭﻱ ﺃﻭ ﻣﺴﺘﻮﻯ ﻭﻇﻴﻔﻲ‪ ،‬ﺃﻭ ﻋﻨﺪ ﺇﻋﺪﺍﺩ ﺑﻄﺎﻗﺔ ﻭﺻﻒ ﺍﻟﻮﻇﺎﺋﻒ‪ ،‬ﻭﺫﻟﻚ ﻣﻦ ﺧﻼﻝ ﺍﻟﺒﺪﺀ‬
‫ﺑﻌﺒﺎﺭﺍﺕ ﻣﺜﻞ‪:‬‬
‫ﻳﺼﺪﺭ ﺗﻌﻠﻴﻤﺎﺕ‪...‬ﻳﻘﺮﺭ‪...‬ﻳﺴﺎﻋﺪ‪...‬ﻳﻘﺪﻡ ﺍﳌﺸﻮﺭﺓ‪...‬ﻳﺰﻭﺩ ﻣﻌﻠﻮﻣﺎﺕ‪...‬ﳛﺪﺩ‪...‬ﻳﻨﺴﻖ‪...‬ﻳﺘﺎﺑﻊ‪...‬ﻳﺮﺍﻗﺐ‪...‬ﻳﻌﻘﺪ ﺇﺟﺘﻤﺎﻋﺎﺕ‪.‬‬
‫‪ -2‬ﻻﺑﺪ ﺃﻥ ﺗﻜﻮﻥ ﻣﺜﻞ ﻫﺬﻩ ﺍﻟﺼﻴﺎﻏﺎﺕ ﺳﻬﻠﺔ ﻭﳏﺪﺩﺓ‪ ،‬ﺣﻴﺚ ﺗﺒﺪﺃ ﺑﻔﻌﻞ ﻣﺎ ﰒ ﺗﻨﺘﻘﻞ ﺇﱃ ﲢﺪﻳﺪ ﳎﺎﻝ ﺍﻟﻔﻌﻞ ﺑﻮﺿﻮﺡ ﻭﺳﻬﻮﻟﺔ‬
‫ﻣﺜﻞ‪ :‬ﻳﻀﻊ ﺧﻄﻂ ﺇﺩﺍﺭﺗﻪ‪ ،‬ﻭﻳﺘﺎﺑﻊ ﻋﻤﻞ ﺇﺩﺍﺭﺗﻪ ﻟﺪﻯ ﻭﺣﺪﺍﺕ ﺍﻟﺘﻨﻈﻴﻢ ﺍﻷﺧﺮﻯ‪ ،‬ﻭﳚﻤﻊ ﻣﺆﺷﺮﺍﺕ ﺍﻹﳒﺎﺯ ﻣﻦ ﺍﻟﻮﺣﺪﺍﺕ ﺍﻟﱵ‬
‫ﺗﺘﺒﻌﻪ ﻭﻇﻴﻔﻴﺎ ﰲ ﺍﻟﻔﺮﻭﻉ ﺍﻷﺧﺮﻯ‪ ،‬ﻳﻘﺪﻡ ﺍﳌﺸﻮﺭﺓ ﻟﻠﻤﺪﻳﺮ ﺍﻟﻌﺎﻡ‪...‬ﺇﱁ‪.‬‬
‫‪ -3‬ﺗﺪﺭﻳﺐ ﺍﳌﺪﻳﺮﻳﻦ ﻋﻠﻰ ﺃﻧﻮﺍﻉ ﺍﻟﺴﻠﻄﺔ ﺍﻟﺜﻼﺛﺔ ﻭﻋﻠﻰ ﻣﻌﻨﺎﻫﺎ ﺍﻟﻌﻤﻠﻲ ﰲ ﺍﻟﻮﺍﻗﻊ‪ ،‬ﻭﻋﻠﻰ ﺍﺳﺘﺨﺪﺍﻣﻬﺎ ﻭﻋﻠﻰ ﺇﻣﻜﺎﻧﻴﺔ ﺣﺪﻭﺙ‬
‫ﺇﺯﺩﻭﺍﺝ ﻭﺗﻀﺎﺭﺏ ﻭﺻﺮﺍﻉ‪ ،‬ﻭﻋﻠﻰ ﻛﻴﻔﻴﺔ ﺣﻞ ﻫﺬﺍ ﺍﻟﺘﻀﺎﺭﺏ ﻭﺍﻟﺼﺮﺍﻉ ﺍﶈﺘﻤﻞ‪.‬‬
‫‪ -4‬ﻣﺘﺎﺑﻌﺔ ﺇﺳﺘﺨﺪﺍﻡ ﻛﻞ ﻣﺪﻳﺮ ﻷﻧﻮﺍﻉ ﺍﻟﺴﻠﻄﺔ ﺍﳌﺨﺘﻠﻔﺔ ﻭﺇﻋﻄﺎﺀﻫﻢ ﻣﻌﻠﻮﻣﺎﺕ ﻋﻦ ﻣﺪﻯ ﻛﻔﺎﺀﺓ ﻫﺬﺍ ﺍﻹﺳﺘﺨﺪﺍﻡ‪ ،‬ﺣﱴ ﻳﺘﻢ‬
‫ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﺃﻥ ﻟﻪ ﺳﻠﻄﺎﺕ ﻣﻌﻴﻨﺔ ﻳﺴﺘﺨﺪﻣﻬﺎ ﻋﻠﻰ ﺧﲑ ﻭﺟﻪ‪.‬‬
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‫ﺇﺯﺩﻭﺍﺟﻴﺔ ﺍﻟﺴﻠﻄﺔ ﰲ ﺍﳌﺴﺘﺸﻔﻴﺎﺕ ‪ :‬ﺍﳌﻔﻬﻮﻡ ﻭﺍﻹﺷﻜﺎﻟﻴﺔ‬
‫_________________________________________________________________________________________________________________‬
‫ﻳﺒﻘﻰ ﰲ ﺍﻷﺧﲑ ﺃﻥ ﻧﺸﲑ ﺇﱃ ﺃﻥ ﻣﺎﻛﺲ ﻓﻴﲑ ’’‪ “Max Weber‬ﻋﺎﱂ ﺍﻹﺟﺘﻤﺎﻉ ﺍﻷﳌﺎﱐ‪ ،‬ﻻ ﻳﻘﺘﻨﻊ ﺑﺎﳌﻔﻬﻮﻡ ﺍﻟﻘﺎﻧﻮﱐ ﻟﻠﺴﻠﻄﺔ‬
‫‪19‬‬
‫ﻭﺣﺪﻩ‪ ،‬ﻭﻳﺮﻯ ﻣﻦ ﻭﺟﻬﺔ ﻧﻈﺮﻩ ﺃﻥ ﻫﻨﺎﻙ ﺛﻼﺛﺔ ﺃﻧﻮﺍﻉ ﺭﺋﻴﺴﻴﺔ ﻟﻠﺴﻠﻄﺔ ﻭﻫﻲ‪:‬‬
‫ﺃ‪ -‬ﺍﻟﺴﻠﻄﺔ ﺍﻟﺘﻘﻠﻴﺪﻳﺔ‪ : Traditional Authority :‬ﻭﻫﻲ ﺗﺮﻛﺰ ﺃﺳﺎﺳﺎ ﻋﻠﻰ ﺍﻟﺴﻦ ﻭﺍﳌﻜﺎﻧﺔ ﺍﻟﺘﻘﻠﻴﺪﻳﺔ ﺍﻟﱵ ﳛﺘﻠﻬﺎ ﺻﺎﺣﺐ ﺍﻟﺴﻠﻄﺔ‪،‬‬
‫ﻭﻳﻘﺒﻠﻬﺎ ﺃﻓﺮﺍﺩ ﺍﳉﻤﺎﻋﺔ ﻭﺗﺘﻤﻴﺰ ﺍ‪‬ﺘﻤﻌﺎﺕ ﺍﻟﺒﺪﺍﺋﻴﺔ ﺑﻮﺟﻮﺩ ﻫﺬﺍ ﺍﻟﻨﻤﻂ ﻣﻦ ﺍﻟﺴﻠﻄﺔ‪.‬‬
‫ﺏ‪ -‬ﺍﻟﺴﻠﻄﺔ ﺍﻟﻜﺎﺭﻳﺰﻣﺎﺗﻴﺔ‪ : Charismatic Authority :‬ﻭﻳﻌﺘﻤﺪ ﻫﺬﺍ ﺍﻟﻨﻮﻉ ﻣﻦ ﺍﻟﺴﻠﻄﺔ ﻋﻠﻰ ﺍﻟﺼﻔﺎﺕ ﻭﺍﳌﻤﻴﺰﺍﺕ ﻭﺍﻟﻘﺪﺭﺍﺕ‬
‫ﺍﻟﺸﺨﺼﻴﺔ ﻭﺍﳋﺼﺎﺋﺺ ﺍﻟﻘﻴﺎﺩﻳﺔ ﻭﺍﳉﺎﺫﺑﻴﺔ ﺍﻟﺸﺨﺼﻴﺔ‪ ،‬ﻭﻗﺪ ﻳﺼﺎﺣﺐ ﻫﺬﺍ ﺍﻟﻨﻤﻂ ﺷﻌﻮﺭ ﺑﺄﻥ ﺍﻟﻘﺎﺋﺪ ﺍﻟﻜﺎﺭﻳﺰﻣﺎﺗﻴﻜﻲ ﺑﻄﻞ ﺫﻭ ﻧﻔﻮﺫ ﺃﻭ ﻗﻮﻯ‬
‫ﺧﺎﺭﻗﺔ‪ ،‬ﻭﺍﻟﺴﻠﻄﺔ ﺍﻟﻜﺎﺭﻳﺰﻣﺎﺗﻴﺔ ﺗﺘﻤﺜﻞ ﰲ ﺍﻷﻧﺒﻴﺎﺀ ﻭﺃﺑﻄﺎﻝ ﺍﳊﺮﻭﺏ ﻭﺍﻟﺰﻋﻤﺎﺀ ﻭﺍﻟﻘﺎﺩﺓ ﺍﳌﻤﺘﺎﺯﻳﻦ‪.‬‬
‫ﺝ‪ -‬ﺍﻟﺴﻠﻄﺔ ﺍﻟﺮﺷﻴﺪﺓ‪ : Rational Authority :‬ﻭﻫﻲ ﺍﻟﺴﻠﻄﺔ ﺍﻟﻘﺎﻧﻮﻧﻴﺔ ﺍﻟﻘﺎﺋﻤﺔ ﻋﻠﻰ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﻟﻘﻮﺍﻋﺪ ﺍﳌﺘﻔﻖ ﻋﻠﻰ ﺃ‪‬ﺎ ﻣﺸﺮﻭﻋﺔ‬
‫ﺑﻮﺍﺳﻄﺔ ﺃﻋﻀﺎﺀ ﺍﳉﻤﺎﻋﺔ‪ ،‬ﻭﺗﺘﺮﻛﺰ ﺍﻟﺴﻠﻄﺔ ﺍﻟﻘﺎﻧﻮﻧﻴﺔ ﰲ ﺍﳌﻨﺼﺐ ﻻ ﰲ ﺷﺎﻏﻠﻪ‪ ،‬ﻭﳝﻜﻦ ﻷﻱ ﺷﺨﺺ ﻳﺼﻞ ﺇﱃ ﺍﳌﻨﺼﺐ ﺃﻥ ﳝﺎﺭﺳﻬﺎ ﻭﻓﻘﺎ‬
‫ﻟﻠﻘﻮﺍﻋﺪ ﺍﳌﻘﺮﺭﺓ‪.‬‬
‫‪ -3‬ﻣﻔﻬﻮﻡ ﻭﺧﺼﺎﺋﺺ ﺍﳌﺴﺘﺸﻔﻰ ‪:‬‬
‫‪ -1-3‬ﻣﻔﻬﻮﻡ ﺍﳌﺴﺘﺸﻔﻰ‪ :‬ﻳﻌﺘﱪ ﺍﳌﺴﺘﺸﻔﻰ ﺍﻟﻌﻤﻮﺩ ﺍﻟﻔﻘﺮﻱ ﻷﻱ ﻧﻈﺎﻡ ﺻﺤﻲ‪ ،‬ﻭﺫﻟﻚ ﻟﻘﺪﺭﺗﻪ ﻋﻠﻰ ﺗﻮﻓﲑ ﻛﺎﻓﺔ ﺃﻧﻮﺍﻉ ﺍﻟﺮﻋﺎﻳﺔ ﺍﻟﺼﺤﻴﺔ‬
‫ﻭﻫﻮ ﻣﺎ ﺗﻌﺠﺰ ﻋﻦ ﺗﻘﺪﳝﻪ ﺃﻱ ﻣﺆﺳﺴﺔ ﺻﺤﻴﺔ ﺃﺧﺮﻯ‪ ،‬ﻛﺎﻟﻮﺣﺪﺍﺕ ﺍﻟﺼﺤﻴﺔ‪ ،‬ﺍﻷﻗﺴﺎﻡ ﺍﻹﺳﺘﻌﺠﺎﻟﻴﺔ ﻭﻏﲑﻫﺎ‪ .‬ﻓﺎﳌﺴﺘﺸﻔﻰ ﻫﻮ ﺍﳌﻜﺎﻥ ﺍﳌﻔﻀﻞ‬
‫ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﻤﺮﻳﺾ ﻟﺘﻠﻘﻲ ﺍﻟﻌﻼﺝ‪ ،‬ﻭﻣﻜﺎﻥ ﺍﻟﻌﻤﻞ ﺍﳌﻔﻀﻞ ﻟﻠﻄﺒﻴﺐ ﻭﺑﺎﻗﻲ ﺍﻟﻘﻮﻯ ﺍﻟﻌﺎﻣﻠﺔ ﺍﻹﺳﺘﺸﻔﺎﺋﻴﺔ ﺍﻷﺧﺮﻯ‪ ،‬ﻛﻤﺎ ﻳﻌﺘﱪ ﺍﻟﻮﺍﺟﻬﺔ ﺍﳊﻀﺎﺭﻳﺔ‬
‫ﺍﻟﱵ ﺗﱪﺯ ﺗﻘﺪﻡ ﺍﻟﺒﻠﺪ ﺍﻟﺼﺤﻲ ﻭﺍﻟﻌﻠﻤﻲ ﻭﺍﻹﺟﺘﻤﺎﻋﻲ‪.‬‬
‫ﻭﱂ ﺗﺒﻖ ﳎﺎﻻﺕ ﺍﳌﺴﺘﺸﻔﻴﺎﺕ ﻣﻘﺘﺼﺮﺓ ﻋﻠﻰ ﺍﻷﻧﺸﻄﺔ ﺍﻟﺘﻘﻠﻴﺪﻳﺔ ﻣﺜﻞ ﺍﻟﻄﺐ ﻭ ﺍﻟﻌﻼﺝ‪ ،‬ﻭ ﺇﳕﺎ ﺗﻌﺪﺩﺕ ﻟﺘﺼﺒﺢ ﻣﺮﺍﻛﺰ ﻟﺘﻌﻠﻴﻢ ﻭﺗﺪﺭﻳﺐ ﻛﺎﻓﺔ‬
‫ﺍﳌﻬﻦ ﺍﻟﺼﺤﻴﺔ ﺍﻷﺧﺮﻯ‪ ،‬ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﻛﻮ‪‬ﺎ ﺃﺻﺒﺤﺖ ﻣﺮﺍﻛﺰ ﻟﻸﲝﺎﺙ ﺍﻟﻌﻠﻤﻴﺔ ﺍﻟﻄﺒﻴﺔ‪ ،‬ﻭ ﳍﺬﺍ ﺃﺻﺒﺤﺖ ﺍﳌﺴﺘﺸﻔﻴﺎﺕ ﰲ ﺍﻟﻌﺼﺮ ﺍﳊﺪﻳﺚ‬
‫ﳑﻴﺰﺓ ﻣﻦ ﺣﻴﺚ ﺍﻟﺘﺴﻴﲑ ﻭﺍﻟﺘﻨﻈﻴﻢ ﻭ ﺍﳋﺪﻣﺎﺕ ﻭ ﺍﻷﻫﺪﺍﻑ‪ .20‬ﻭﻗﺪ ﻗﺪﻣﺖ ﻋﺪﺓ ﺗﻌﺎﺭﻳﻒ ﻟﻠﻤﺴﺘﺸﻔﻰ ﻣﻨﻬﺎ ﺃﻥ ﺍﳌﺴﺘﺸﻔﻰ ﻫﻮ ﻋﺒﺎﺭﺓ ﻋﻦ‪:‬‬
‫"ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﳌﺘﺨﺼﺼﲔ ﻭﺍﳌﻬﻦ ﺍﻟﻄﺒﻴﺔ ﻭﻏﲑﺍﻟﻄﺒﻴﺔ‪ ،‬ﻭﺍﳌﺪﺧﻼﺕ ﺍﳌﺎﺩﻳﺔ ﻭ ﺍﳌﻮﺍﺩ‪ ،‬ﺗﻨﻈﻢ ﰲ ﳕﻂ ﻣﻌﲔ ‪‬ﺪﻑ ﺧﺪﻣﺔ ﺍﳌﺮﺿﻰ ﺍﳊﺎﻟﻴﲔ‬
‫ﻭﺍﳌﺮﺗﻘﻴﲔ ﻭ ﺇﺷﺒﺎﻉ ﺣﺎﺟﺎ‪‬ﻢ ﻭﺇﺳﺘﻤﺮﺍﺭ ﺍﳌﻨﻈﻤﺔ ﺍﻟﺼﺤﻴﺔ"‪ .21‬ﻛﺬﻟﻚ ﻳﻌﺮﻑ ﺍﳌﺴﺘﺸﻔﻰ ﺑﺄﻧﻪ‪" :‬ﺗﻨﻈﻴﻢ ﻳﻘﻮﻡ ﺑﺘﻌﺒﺌﺔ ﺍﳌﻬﺎﺭﺍﺕ ﻭﺍﳉﻬﻮﺩ ﻟﻌﺪﺩ‬
‫ﻛﺒﲑ ﻣﻦ ﺍﳉﻤﺎﻋﺎﺕ ﺍﳌﻬﻨﻴﺔ ﺍﶈﺘﺮﻓﺔ ﻭﺷﺒﻪ ﺍﳌﻬﻨﻴﺔ ﺍﶈﺘﺮﻓﺔ‪ ،‬ﻭﺍﳉﻤﺎﻋﺎﺕ ﻏﲑ ﺍﳌﻬﻨﻴﺔ ﺍﶈﺘﺮﻓﺔ ﻣﻦ ﺍﻷﻓﺮﺍﺩ‪ ،‬ﻣﻦ ﺃﺟﻞ ﺍﳊﺼﻮﻝ ﻋﻠﻰ ﺧﺪﻣﺎﺕ ﺫﺍﺕ‬
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‫ﻛﻔﺎﺀﺓ ﻋﺎﻟﻴﺔ ﺇﱃ ﺍﳌﺮﺿﻰ‪".‬‬
‫ﻭﻗﺪ ﻋﺮﻓﺖ ﲨﻌﻴﺔ ﺍﳌﺴﺘﺸﻔﻴﺎﺕ ﺍﻷﻣﺮﻳﻜﻴﺔ )‪ (American Hospital Association‬ﺍﳌﺴﺘﺸﻔﻰ ﺑﺄﻧﻪ‪" :‬ﻣﺆﺳﺴﺔ ﲢﺘﻮﻱ ﻋﻠﻰ ﺟﻬﺎﺯ‬
‫ﻃﱯ ﻣﻨﻈﻢ‪ ،‬ﻳﺘﻤﺘﻊ ﺑﺘﺴﻬﻴﻼﺕ ﻃﺒﻴﺔ ﺩﺍﺋﻤﺔ ﺗﺸﻤﻞ ﻋﻠﻰ ﺃﺳﺮﺓ ﻟﻠﻤﺮﺿﻰ ﺍﻟﺪﺍﺧﻠﻴﲔ ﻭﺧﺪﻣﺎﺕ ﻃﺒﻴﺔ ﺗﺸﻤﻞ ﺧﺪﻣﺎﺕ ﺍﻷﻃﺒﺎﺀ ﻭﺍﻟﺘﻤﺮﻳﺾ‬
‫)‪ ،(Nursing‬ﻭﺫﻟﻚ ﻣﻦ ﺃﺟﻞ ﺇﻋﻄﺎﺀ ﺍﳌﺮﺿﻰ ﺍﻟﺘﺸﺨﻴﺺ ﻭ ﺍﻟﻌﻼﺝ ﺍﻟﻼﺯﻣﲔ"‪.23‬‬
‫ﻛﻤﺎ ﻋﺮﻓﺘﻪ ﺍﳌﻨﻈﻤﺔ ﺍﻟﻌﺎﳌﻴﺔ ﻟﻠﺼﺤﺔ )‪ (World Health Organisation‬ﺑﺄﻧﻪ‪" :‬ﺟﺰﺀ ﺃﺳﺎﺳﻲ ﻣﻦ ﺗﻨﻈﻴﻢ ﺇﺟﺘﻤﺎﻋﻲ ﻃﱯ ﺗﺘﻠﺨﺺ‬
‫ﻭﻇﻴﻔﺘﻪ ﰲ ﺗﻘﺪﱘ ﺭﻋﺎﻳﺔ ﺻﺤﻴﺔ ﻛﺎﻣﻠﺔ ﻟﻠﺴﻜﺎﻥ‪ ،‬ﻋﻼﺟﻴﺔ ﺃﻭ ﻭﻗﺎﺋﻴﺔ‪ ،‬ﻭﲤﺘﺪ ﻋﻴﺎﺩﺍﺗﻪ ﺍﳋﺎﺭﺟﻴﺔ ﺇﱃ ﺍﻟﺒﻴﻮﺕ‪ ،‬ﻛﻤﺎ ﻳﻌﻤﻞ ﻛﻤﺮﻛﺰ ﻟﺘﺪﺭﻳﺐ‬
‫ﺍﻟﻘﻮﻯ ﺍﻟﻌﺎﻣﻠﺔ ﺍﻟﺼﺤﻴﺔ ﻭ ﺍﻟﻘﻴﺎﻡ ﺑﺒﺤﻮﺙ ﺇﺟﺘﻤﺎﻋﻴﺔ ﺣﻴﻮﻳﺔ‪ 24 ".‬؛ ﻭﻋﻠﻴﻪ ﳝﻜﻨﻨﺎ ﺍﻟﻘﻮﻝ ﰲ ﺍﻷﺧﲑ ﻭ ﻣﻦ ﺧﻼﻝ ﻣﺎ ﺳﺒﻖ‪ ،‬ﺑﺄﻥ ﺍﳌﺴﺘﺸﻔﻰ ﰲ‬
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‫ﳎﻠﺔ ﺍﻟﺒﺎﺣﺚ ‪ -‬ﻋﺪﺩ ‪2010-2009 / 07‬‬
‫ﺍﻟﻨﻬﺎﻳﺔ ﻫﻮ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﻹﻣﻜﺎﻧﻴﺎﺕ ﺍﻟﺒﺸﺮﻳﺔ ﻭ ﺍﳌﺎﻟﻴﺔ ﻭ ﺍﻟﻔﻨﻴﺔ‪ ،‬ﺍﻟﱵ ﺗﺴﻤﺢ ﺑﺘﻘﺪﱘ ﺧﺪﻣﺎﺕ ﺻﺤﻴﺔ ﻭﻃﺒﻴﺔ )ﺗﺸﺨﻴﺼﻴﺔ ﻭ ﻋﻼﺟﻴﺔ‬
‫ﻭﺟﺮﺍﺣﻴﺔ(‪ ،‬ﻛﻤﺎ ﺗﻌﻤﻞ ﻋﻠﻰ ﺗﺪﺭﻳﺐ ﺍﻟﻘﻮﻯ ﺍﻟﻌﺎﻣﻠﺔ ﺍﻟﺼﺤﻴﺔ ﻭﺍﻟﻘﻴﺎﻡ ﺑﺎﻟﺒﺤﻮﺙ ﻭ ﺍﻟﺪﺭﺍﺳﺎﺕ ﺍﻟﻄﺒﻴﺔ‪.‬‬
‫‪ -2-3‬ﺧﺼﺎﺋﺺ ﺍﳌﺴﺘﺸﻔﻰ‪ :‬ﺇﻥ ﺍﳌﺴﺘﺸﻔﻰ ﻫﻮ ﻇﺎﻫﺮﺓ ﻣﻌﻘﺪﺓ ﰲ ﺍﳊﻘﻴﻘﺔ‪ ،‬ﻓﻬﻮ ﻣﺆﺳﺴﺔ ﺇﻗﺘﺼﺎﺩﻳﺔ‪ ،‬ﺇﺟﺘﻤﺎﻋﻴﺔ‪ ،‬ﺑﻴﻮﻟﻮﺟﻴﺔ‪ ،‬ﻃﺒﻴﺔ‪...‬ﺗﺴﺒﺢ‬
‫ﻓﻴﻬﺎ ﺍﻟﻜﺜﲑ ﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﻭﺗﺘﻌﺪﺩ ‪‬ﺎ ﺍﳍﻴﺎﻛﻞ ﻭﺍﳌﺴﺆﻭﻟﻴﺎﺕ‪ ،‬ﻣﻮﺿﻮﻋﺎ ﻭﻫﺪﻓﺎ‪ .‬ﻭﳍﺬﻩ ﺍﻷﺳﺒﺎﺏ ﺑﺎﻟﺬﺍﺕ ﻓﺈﻥ ﻟﻠﻤﺴﺘﺸﻔﻰ ﳎﻤﻮﻋﺔ ﻣﻦ‬
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‫ﺍﳋﺼﺎﺋﺺ ﻭﺍﻟﱵ ﲤﻴﺰﻩ ﻋﻦ ﻏﲑﻩ ﻣﻦ ﺍﳌﻨﻈﻤﺎﺕ ﻭﻣﻦ ﻫﺬﻩ ﺍﳋﺼﺎﺋﺺ ﻣﺎ ﻳﻠﻲ‪:‬‬
‫‪ -1‬ﻳﻮﺻﻒ ﺍﳌﺴﺘﺸﻔﻰ ﺑﺎﻟﺘﻌﻘﻴﺪ‪ ،‬ﻛﻮﻧﻪ ﻳﻘﻮﻡ ﻋﻠﻰ ﺗﺮﺗﻴﺒﺎﺕ ﺗﻨﻈﻴﻤﻴﻪ ﻣﻌﻘﺪﺓ ﻹﺧﺘﻼﻑ ﺃﻫﺪﺍﻑ ﻭﻣﺴﺆﻭﻟﻴﺎﺕ ﺍﳉﻤﺎﻋﺎﺕ ﺍﳌﻬﻨﻴﺔ‬
‫ﺍﻟﻌﺎﻣﻠﺔ ﻓﻴﻪ‪ ،‬ﺍﻷﻣﺮ ﺍﻟﺬﻱ ﻳﺆﺩﻱ ﺇﱃ ﺻﻌﻮﺑﺔ ﰲ ﺍﻟﺘﻨﺴﻴﻖ ﺑﲔ ﺗﻠﻚ ﺍﳉﻤﺎﻋﺎﺕ ﺍﳌﺘﻔﺎﻭﺗﺔ ﻋﻠﻰ ﺍﳌﺴﺘﻮﻳﲔ ﺍﻟﺜﻘﺎﰲ ﻭﺍﻟﻮﻇﻴﻔﻲ‪،‬‬
‫ﻭﻟﻠﺤﺴﺎﺳﻴﺔ ﺍﻟﻨﺎﲨﺔ ﻋﻦ ﻃﺒﻴﻌﺔ ﺍﻟﻌﻤﻞ ﺍﻟﺬﻱ ﳝﺲ ﺣﻴﺎﺓ ﺍﻹﻧﺴﺎﻥ‪ ،‬ﻭﻣﺎ ﻳﺘﺒﻊ ﺫﻟﻚ ﻣﻦ ﺗﻮﺗﺮ ﻧﻔﺴﻲ ﻭﺟﺴﺪﻱ ﻃﻮﺍﻝ ﻓﺘﺮﺓ ﺍﻟﻌﻤﻞ‪ .‬ﳑﺎ‬
‫ﻳﺰﻳﺪ ﰲ ﺗﻌﻘﻴﺪ ﻧﻈﺎﻡ ﺍﳌﺴﺘﺸﻔﻰ‪ ،‬ﺑﺈﻋﺘﺒﺎﺭ ﺃﻥ ﻫﺬﻩ ﺍﻷﻣﻮﺭ ﻻ ﺗﺪﺧﻞ ﺿﻤﻦ ﺇﻃﺎﺭ ﺍﻟﺘﺮﺗﻴﺒﺎﺕ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﺍﻟﱵ ﻳﻘﻮﻡ ﻋﻠﻴﻬﺎ‪.‬‬
‫‪ -2‬ﻳﺘﻤﻴﺰ ﺍﳌﺴﺘﺸﻔﻰ ﺑﻨﻈﺎﻡ ﺧﺪﻣﺔ ﻣﺴﺘﻤﺮﺓ ﻋﻠﻰ ﻣﺪﺍﺭ ﺍﻟﺴﺎﻋﺔ‪.‬‬
‫‪ -3‬ﻳﺘﺴﻢ ﺍﳌﺴﺘﺸﻔﻰ ﺑﺄﻧﻪ ﻧﻈﺎﻡ ﻳﺘﺄﻟﻒ ﻣﻦ ﻋﻨﺎﺻﺮ ﺇﻧﺴﺎﻧﻴﺔ ﻟﺪﻳﻬﺎ ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺍﻟﺘﻔﺎﻋﻞ ﻭ ﺍﻟﺘﻌﺎﻃﻒ ﻭ ﺍﻹﺗﺼﺎﻝ ﺍﳉﻴﺪ‪ ،‬ﺇﱃ ﺟﺎﻧﺐ‬
‫ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺗﺸﺨﻴﺺ ﻭﺣﻞ ﺍﳌﺸﻜﻼﺕ ﺍﳌﻌﲏ ‪‬ﺎ‪.‬‬
‫‪ -4‬ﻳﺘﻤﻴﺰ ﺍﳌﺴﺘﺸﻔﻰ ﺑﺼﻌﻮﺑﺔ ﻗﻴﺎﺱ ﻭ ﲢﺪﻳﺪ ﳐﺮﺟﺎﺗﻪ‪.‬‬
‫‪ -5‬ﳚﺘﺎﺡ ﺍﻟﻌﻤﻞ ﰲ ﺍﳌﺴﺘﺸﻔﻰ ﺇﱃ ﺩﺭﺟﺔ ﻋﺎﻟﻴﺔ ﻣﻦ ﺍﻟﺘﺨﺼﺺ‪.‬‬
‫‪ -6‬ﻳﺘﻤﻴﺰ ﺍﳌﺴﺘﺸﻔﻰ ﺑﺈﺯﺩﻭﺍﺟﻴﺔ ﺍﻟﺴﻠﻄﺔ ‪ -‬ﺳﻠﻄﺔ ﺍﳉﻬﺎﺯ ﺍﻹﺩﺍﺭﻱ ﻭ ﺳﻠﻄﺔ ﺍﳉﻬﺎﺯ ﺍﻟﻄﱯ‪ -‬ﺍﻟﱵ ﻗﺪ ﺗﻨﺸﺄ ﻋﻨﻬﺎ ﻣﺸﺎﻛﻞ ﺗﻨﺴﻴﻘﻴﺔ‪،‬‬
‫ﻭﻋﺪﻡ ﺍﻟﻮﺿﻮﺡ ﰲ ﺃﺩﻭﺍﺭ ﺍﻟﻌﺎﻣﻠﲔ‪.‬‬
‫‪ -7‬ﻳﺘﻤﻴﺰ ﺍﳌﺴﺘﺸﻔﻰ ﺑﻨﻈﺎﻡ ﺩﻗﻴﻖ ﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ ﺑﺎﳌﻬﻦ ﺍﻟﻄﺒﻴﺔ ﻭﺍﳋﺪﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻭ ﻏﲑﻫﺎ ﻣﻦ ﺃﻗﺴﺎﻡ ﺍﳌﺴﺘﺸﻔﻰ‪ ،‬ﺍﻟﱵ ﺗﺘﻀﺎﻓﺮ ﰲ‬
‫ﺍﻟﻌﻤﻞ ﻣﻦ ﺃﺟﻞ ﲢﻘﻴﻖ ﻭ ﺇﺑﺮﺍﺯ ﺃﻫﺪﺍﻓﻪ‪.‬‬
‫‪ -8‬ﻣﻦ ﺧﺼﺎﺋﺺ ﺍﻟﻌﻤﻞ ﰲ ﺍﳌﺴﺘﺸﻔﻰ ﻧﻘﺺ ﺃﻭ ﺇﻧﻌﺪﺍﻡ ﺍﳊﺮﺍﻙ ﺍﻟﻮﻇﻴﻔﻲ‪ ،‬ﲝﻴﺚ ﻳﺒﻘﻰ ﺍﻟﻌﺎﻣﻞ ﰲ ﻧﻔﺲ ﺣﻘﻞ ﺍﻟﺘﺨﺼﺺ ﺍﻟﺬﻱ‬
‫ﻳﻠﺘﺤﻖ ﺑﻪ‪ .‬ﻓﺎﳌﻤﺮﺿﺔ ﻣﺜﻼ ﺗﺒﻘﻰ ﰲ ﺣﻘﻞ ﺍﻟﺘﻤﺮﻳﺾ ﻣﺎﺩﺍﻣﺖ ﲢﻤﻞ ﻣﺆﻫﻼ ﻟﺬﻟﻚ‪ ،‬ﻭ ﻫﺬﺍ ﻣﺎ ﻳﺴﺒﺐ ﺗﺪﺭﺟﺎ ﻃﺒﻘﻴﺎ ﻳﺜﲑ ﺍﻟﺼﺮﺍﻉ ﺑﲔ‬
‫ﺍﻟﺼﻔﻮﺓ ﺍﻟﻔﻨﻴﺔ ﻭﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﻭﺑﲔ ﺍﻟﻌﺎﻣﻠﲔ ﰲ ﺍﳌﺴﺘﺸﻔﻰ‪.‬‬
‫‪ -4‬ﺍﻟﺴﻠﻄـﺔ ﺍﻹﺩﺍﺭﻳـﺔ ﰲ ﺍﳌﺴﺘﺸﻔﻰ‪:‬‬
‫ﺗﺮﺗﻜﺰ ﺍﳌﺆﺳﺴﺔ ﻋﻠﻰ ﺳﻠﻄﺔ ‪‬ﺘﻢ ﺑﺎﻟﻘﻴﺎﻡ ﺑﻌﺪﺓ ﺃﻧﺸﻄﺔ ﻟﺘﺤﻘﻴﻖ ﺃﻫﺪﺍﻓﻬﺎ ﻭﺿﻤﺎﻥ ﺍﻟﺴﲑ ﺍﳊﺴﻦ ﳌﺼﺎﳊﻬﺎ‪ ،‬ﻭ ﻳﻘﺘﻀﻲ ﻫﺬﺍ ﻭﺟﻮﺩ ﻫﻴﺌﺔ ﺇﺩﺍﺭﻳﺔ‬
‫ﺗﺘﺮﻛﺰ ﻋﻠﻰ ﻫﺬﻩ ﺍﻟﺴﻠﻄﺔ‪ .‬ﻭﻫﻨﺎﻙ ﺭﺋﻴﺲ ﳍﺬﻩ ﺍﳍﻴﺌﺔ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﻭﺍﻟﺬﻱ ﻗﺪ ﻳﻜﻮﻥ ﻣﺪﻳﺮﺍ ﻋﺎﻣﺎ ﺃﻭ ﻣﺪﻳﺮﺍ‪ ،‬ﺣﺴﺐ ﺣﺠﻢ ﻭﻧﻮﻋﻴﺔ ﻧﺸﺎﻁ‬
‫ﺍﳌﺆﺳﺴﺔ‪ 26.‬ﻭﻫﻮ ﻳﺘﻤﺘﻊ ‪‬ﺬﻩ ﺍﻟﺴﻠﻄﺔ ﺍﻟﱵ ﻳﺴﺘﻤﺪﻫﺎ ﻣﻦ ﺍﻟﻮﻇﻴﻔﺔ ﺍﻟﱵ ﻳﺸﻐﻠﻬﺎ ﻭﻣﻦ ﺍﳌﻜﺎﻧﺔ ﺍﻟﱵ ﳛﺘﻠﻬﺎ ﰲ ﺍﳌﺆﺳﺴﺔ‪ ،‬ﺣﻴﺚ ﲣﻮﻝ ﻟﻪ ﺍﳊﻖ ﰲ‬
‫ﺍﻟﺘﺼﺮﻑ ﻭﺍﻟﺘﻮﺟﻴﻪ‪ ،‬ﻭﺇﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ‪ .‬ﻭﻫﻲ ﺻﻠﺔ ﺩﺍﺋﻤﺔ ﺑﲔ ﺍﻟﺮﺅﺳﺎﺀ ﻭﺍﳌﺮﺅﻭﺳﲔ‪ ،‬ﺍﻟﺬﻳﻦ ﳜﻀﻌﻮﻥ ﳍﺎ ﻷ‪‬ﺎ ﻗﺎﻧﻮﻧﻴﺔ ﻭﺷﺮﻋﻴﺔ‪ ،‬ﻭﻫﺬﻩ‬
‫ﺍﻟﺴﻠﻄﺔ ﺗﺴﻤﻰ ﺍﻟﺴﻠﻄﺔ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﻭ ﻻ ﳝﻜﻦ ﻷﻱ ﻣﺆﺳﺴﺔ ﺃﻭ ﻣﻨﻈﻤﺔ ﺃﻥ ﺗﻨﺸﻂ ﺑﺪﻭ‪‬ﺎ‪.‬‬
‫ﻭﺗﻌﺘﱪ ﺍﻟﺴﻠﻄﺔ ﺍﻹﺩﺍﺭﻳﺔ ﰲ ﺃﻱ ﻣﻨﻈﻤﺔ ﺃﻭ ﻣﺆﺳﺴﺔ ﻣﻔﺘﺎﺡ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ‪ ،‬ﻭ ﺍﻟﺴﻠﻄﺔ ﺍﻟﻌﻠﻴﺎ ﻓﻴﻬﺎ ﻫﻲ ﺍﻟﻮﺣﻴﺪﺓ ﺍﻟﱵ ﺗﺘﻤﺘﻊ ﲝﻖ ﺇﲣﺎﺫ‬
‫ﺍﻟﻘﺮﺍﺭﺍﺕ ﻭﺗﺮﺗﻜﺰ ﰲ ﻳﺪ ﺍﻟﺮﺋﻴﺲ‪ ،‬ﻣﺪﻳﺮ ﻋﺎﻡ ﻛﺎﻥ ﺃﻡ ﻣﺪﻳﺮ‪ ،‬ﻭﻫﻮ ﺣﻖ ﳜﻮﻝ ﻟﻪ ﺍﻟﻘﺎﻧﻮﻥ ﻃﺒﻘﺎ ﻟﻮﻇﻴﻔﺔ ﺍﻟﺘﻮﺟﻴﻪ ﻭﺍﻟﻘﻴﺎﺩﺓ ﻭﺍﻟﺘﺴﻴﲑ‪ ،‬ﻭﺍﻟﱵ‬
‫ﻳﺸﻐﻠﻬﺎ ﻋﻦ ﻃﺮﻳﻖ ﺇﺻﺪﺍﺭ ﻗﺮﺍﺭﺍﺕ‪" .‬ﻭﺍﻟﺴﻠﻄﺔ ﺍﻹﺩﺍﺭﻳﺔ ﻫﻲ ﺍﻟﺴﻠﻄﺔ ﺍﻟﱵ ﺗﻘﻮﺩ ﻭﺗﺴﲑ ﺍﳌﺆﺳﺴﺔ ﺣﻴﺚ ﺗﻘﻮﻡ ﺑﺘﺤﺪﻳﺪ ﺃﻫﺪﺍﻓﻬﺎ‪ ،‬ﻭ ﺇﺧﺘﻴﺎﺭ‬
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‫ﺍﻟﺴﻴﺎﺳﺔ ﻭﺍﻟﻮﺳﺎﺋﻞ ﻭﺍﻟﱪﺍﻣﺞ‪ ،‬ﻭﺍﻹﺟﺮﺍﺀﺍﺕ ﺍﻟﻼﺯﻣﺔ ﻟﻠﻮﺻﻮﻝ ﺇﱃ ﻫﺬﻩ ﺍﻷﻫﺪﺍﻑ‪".‬‬
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‫ﺇﺯﺩﻭﺍﺟﻴﺔ ﺍﻟﺴﻠﻄﺔ ﰲ ﺍﳌﺴﺘﺸﻔﻴﺎﺕ ‪ :‬ﺍﳌﻔﻬﻮﻡ ﻭﺍﻹﺷﻜﺎﻟﻴﺔ‬
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‫ﻛﻤﺎ ﺗﻘﻮﻡ ﲟﺮﺍﻗﺒﺔ ﺳﲑ ﺍﻟﻌﻤﻞ ﻭﻓﻖ ﺍﳋﻄﺔ ﺍﳌﻮﺿﻮﻋﺔ‪ ،‬ﻭﺗﻘﻮﻡ ﺑﺘﻘﻴﻴﻢ ﺃﺩﺍﺀ ﺃﻓﺮﺍﺩﻫﺎ ﻭﺍﳊﻜﻢ ﻋﻠﻴﻬﻢ‪ ،‬ﻭﺇﲣﺎﺫ ﺍﻹﺟﺮﺍﺀﺍﺕ ﺍﻟﻜﻔﻴﻠﺔ ﻭﺍﻟﻼﺯﻣﺔ‬
‫ﳌﻜﺎﻓﺌﺘﻬﻢ ﺃﻭ ﻋﻘﺎ‪‬ﻢ‪ ،‬ﺣﺴﺐ ﻣﺎ ﻳﻘﺘﻀﻴﻪ ﺳﻠﻮﻛﻬﻢ ﰲ ﺍﻟﻌﻤﻞ‪ .‬ﻭﺇﺫﺍ ﻧﻈﺮﻧﺎ ﺇﱃ ﺍﳌﺴﺘﺸﻔﻰ‪ ،‬ﳒﺪ ﺃ‪‬ﺎ ﺗﺘﻀﻤﻦ ﳕﻄﲔ ﻣﻦ ﺍﻹﺩﺍﺭﺓ‪ ،‬ﻭﻫﺬﺍ ﺍﻟﺬﻱ‬
‫ﻳﻀﻔﻲ ﻋﻠﻴﻬﺎ ﻃﺎﺑﻊ ﺍﳋﺼﻮﺻﻴﺔ ﻭﳘﺎ‪ :‬ﺍﻹﺩﺍﺭﺓ ﺍﻹﺩﺍﺭﻳﺔ ﻭﺍﻹﺩﺍﺭﺓ ﺍﻟﻄﺒﻴﺔ‪.‬‬
‫‪ -1-4‬ﺍﻹﺩﺍﺭﺓ ﺍﻹﺩﺍﺭﻳـﺔ‪ : 28‬ﻭﻫﻲ ﺍﻟﱵ ﺗﺘﻮﱃ ﺃﻋﻤﺎﻝ ﺇﺩﺍﺭﻳﺔ ﻛﺎﻹﻫﺘﻤﺎﻡ ﺑﺎﻟﻌﺎﻣﻠﲔ ﰲ ﺍﳌﺴﺘﺸﻔﻰ‪ ،‬ﻭﳐﺘﻠﻒ ﺷﺆﻭ‪‬ﻢ ﻭﺍﳊﺴﺎﺑﺎﺕ‬
‫ﻭﺍﻟﺼﻴﺎﻧﺔ ﻭﺣﻔﻆ ﺍﳌﺒﺎﱐ ﻭﻏﲑﻫﺎ‪ .‬ﻭﻋﺎﺩﺓ ﻣﺎ ﻳﻜﻮﻥ ﻣﺪﻳﺮ ﺍﳌﺴﺘﺸﻔﻰ ﺍﻹﺩﺍﺭﻱ‪ ،‬ﺭﺟﻞ ﳐﺘﺺ ﰲ ﻋﻠﻢ ﺍﻹﺩﺍﺭﺓ ﻳﺘﻢ ﺇﻋﺪﺍﺩﻩ ﻋﻦ ﻃﺮﻳﻖ ﻋﺪﺩ ﻣﻦ‬
‫ﺍﻟﺪﻭﺭﺍﺕ ﺍﻟﺘﺮﺑﺼﻴﺔ ﺍﻟﻄﺒﻴﺔ‪ ،‬ﻟﻴﻄﻠﻊ ﻋﻠﻰ ﻃﺒﻴﻌﺔ ﺍﳌﺸﺎﻛﻞ ﺍﻟﱵ ﳝﻜﻦ ﺃﻥ ﺗﻨﺸﺄ ﰲ ﺍﳌﺴﺘﺸﻔﻰ‪ ،‬ﻋﻠﻰ ﺇﻋﺘﺒﺎﺭ ﺍﳋﺼﻮﺻﻴﺔ ﻭﺍﳊﺴﺎﺳﻴﺔ ﺍﻟﱵ ﻳﺘﻤﻴﺰ ‪‬ﺎ‬
‫ﻫﺬﺍ ﺍﻷﺧﲑ‪ .‬ﺇﻻ ﺃﻧﻪ ﻭﺑﻌﺪ ﺍﻹﺻﻼﺣﺎﺕ ﺍﳍﻴﻜﻠﻴﺔ ﺍﻟﱵ ﺧﻀﻌﺖ ﳍﺎ ﺍﳌﺆﺳﺴﺎﺕ ﰲ ﺍﳉﺰﺍﺋﺮ ﺑﻨﻮﻋﻴﻬﺎ ﺍﻟﺼﻨﺎﻋﻴﺔ ﻭﺍﳋﺪﻣﺎﺗﻴﺔ‪ ،‬ﺑﻨﺎﺀﺍ ﻋﻠﻰ ﻗﺎﻧﻮﻥ‬
‫ﺇﻋﺎﺩﺓ ﺍﳍﻴﻜﻠﺔ ﻭﺍﻹﺳﺘﻘﻼﻟﻴﺔ‪ ،‬ﻓﻘﺪ ﺃﺻﺒﺤﺖ ﺍﳌﺆﺳﺴﺔ ﺍﻹﺳﺘﺸﻔﺎﺋﻴﺔ ﲢﺖ ﺇﺩﺍﺭﺓ ﳎﻠﺲ ﺍﻹﺩﺍﺭﺓ‪ ،‬ﻭﺍﻟﺬﻱ ﻳﺘﻜﻮﻥ ﻣﻦ ﳑﺜﻠﻲ ﲨﻴﻊ ﺍﻟﻔﺌﺎﺕ ﺍﳌﻬﻨﻴﺔ‬
‫ﺍﳌﺘﻮﺍﺟﺪﺓ ﰲ ﺍﳌﺴﺘﺸﻔﻰ‪.‬‬
‫‪ -2-4‬ﺍﻹﺩﺍﺭﺓ ﺍﻟﻄـﺒﻴﺔ‪ :29‬ﻭﻫﻲ ﻣﺴﺆﻭﻟﺔ ﻋﻦ ﺍﻟﻌﻼﺝ ﻭﺗﻘﺪﱘ ﺍﻟﺮﻋﺎﻳﺔ ﺍﻟﺼﺤﻴﺔ ﻭﺿﻤﺎﻥ ﺍﳋﺪﻣﺎﺕ ﺍﻟﻄﺒﻴﺔ‪ ،‬ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﺍﻟﺘﻮﺟﻴﻪ ﻭﻧﺸﺮ‬
‫ﺍﻟﻮﻋﻲ ﺍﻟﺼﺤﻲ ﻟﺪﻯ ﺍﻷﻓﺮﺍﺩ ﺍﳌﺘﺮﺩﺩﻳﻦ ﻋﻠﻰ ﺍﳌﺴﺘﺸﻔﻰ‪.‬ﻭﺗﺘﻜﻮﻥ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻄﺒﻴﺔ ﻣﻦ ﺭﺅﺳﺎﺀ ﺍﻷﻗﺴﺎﻡ ﺍﻟﻄﺒﻴﺔ ﺍﳌﺨﺘﻠﻔﺔ ﺍﳌﻮﺟﻮﺩﺓ ﰲ ﺍﳌﺴﺘﺸﻔﻰ‪،‬‬
‫ﻭﻫﻲ ﺍﳌﺴﺆﻭﻟﺔ ﻋﻦ ﺗﻌﻴﲔ ﺍﻷﻃﺒﺎﺀ ﻭﺍﳉﺮﺍﺣﲔ‪ .‬ﻭﺍﻟﻐﺮﺽ ﻣﻦ ﻭﺟﻮﺩ ﻫﺬﻳﻦ ﺍﻟﻨﻤﻄﲔ ﻣﻦ ﺍﻹﺩﺍﺭﺓ ﺩﺍﺧﻞ ﺍﳌﺴﺘﺸﻔﻰ‪ ،‬ﻫﻮ ﺗﻮﻓﲑ ﺃﺧﺼﺎﺋﻴﲔ ﻟﻜﻞ‬
‫ﺍﻟﻨﻮﺍﺣﻲ ﺍﳋﺎﺻﺔ ﺑﺎﳌﺴﺘﺸﻔﻰ‪ ،‬ﺳﻮﺍﺀ ﻛﺎﻧﺖ ﻫﺬﻩ ﺍﻟﻨﻮﺍﺣﻲ ﻋﻼﺟﻴﺔ‪ ،‬ﺧﺪﻣﺎﺗﻴﺔ ﺃﻭ ﺣﺴﺎﺑﻴﺔ‪ ،‬ﻟﻀﻤﺎﻥ ﺍﻟﺴﲑ ﺍﳊﺴﻦ ﻟﻠﻌﻤﻞ ﺑﺪﺍﺧﻠﻬﺎ‪.‬‬
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‫ﻭﳝﻜﻦ ﻭﺻﻒ ﺃﺳﺎﻟﻴﺐ ﺍﻟﺘﺴﻴﲑ ﻟﺪﻯ ﺍﻟﺴﻠﻄﺔ ﺍﻹﺩﺍﺭﻳﺔ ﰲ ﺍﳌﺴﺘﺸﻔﻰ ﻋﱪ ﺍﻷﺳﻠﻮﺑﲔ ﺍﻟﺘﺎﻟﻴﲔ‪:‬‬
‫ﺃ‪ -‬ﺍﻷﺳﻠﻮﺏ ﺍﻟﺘﺴﻠﻄﻲ ‪ :‬ﻳﺘﻤﺜﻞ ﻫﺬﺍ ﺍﻷﺳﻠﻮﺏ ﰲ ﺃﻥ ﺭﺋﻴﺲ ﺍﳌﺆﺳﺴﺔ ﻫﻮ ﺍﻟﺬﻱ ﻳﻘﺮﺭ ﻛﻞ ﺷﻲﺀ‪ ،‬ﻓﺄﺛﻨﺎﺀ ﻇﻬﻮﺭ ﺃﻱ ﻣﺸﻜﻞ ﻳﻌﻮﺩ ﺍﻷﻣﺮ‬
‫ﺩﺍﺋﻤﺎ ﺇﻟﻴﻪ‪ .‬ﻓﻤﺴﺎﻋﺪﻭﻩ ﺃﻭ ﻣﺮﺅﻭﺳﻮﻩ ﺍﳌﺒﺎﺷﺮﻭﻥ‪ ،‬ﻳﻘﻮﻣﻮﻥ ﲟﻬﺎﻣﻬﻢ ﻃﺒﻘﺎ ﻟﺘﻮﺟﻴﻬﺎﺗﻪ‪ ،‬ﻓﺼﺎﺣﺐ ﻫﺬﺍ ﺍﻷﺳﻠﻮﺏ ﻳﻌﺘﱪ ﻣﺮﺅﻭﺳﻴﻪ ﻛﻤﻨﻔﺬﻳﻦ‬
‫ﻓﻘﻂ‪ ،‬ﻭﻟﻴﺲ ﻛﻤﺴﺎﻋﺪﻳﻦ‪ .‬ﻓﻬﻮ ﻳﻘﻀﻲ ﻭﻗﺘﺎ ﻛﺒﲑﺍ ﰲ ﻣﺮﺍﻗﺒﺘﻬﻢ ﻭ ﻣﺘﺎﺑﻌﺔ ﻧﺸﺎﻃﺎ‪‬ﻢ‪ ،‬ﻭ ﺑﺎﻟﺘﺎﱄ ﻻ ﺗﻜﻮﻥ ﳍﻢ ﺃﻱ ﻣﺒﺎﺩﺭﺍﺕ ﺷﺨﺼﻴﺔ‪ ،‬ﻷ‪‬ﻢ‬
‫ﻻ ﻳﺴﺘﻄﻴﻌﻮﻥ ﺃﻥ ﻳﻘﺪﻣﻮﺍ ﻛﻞ ﻣﺎ ﻟﺪﻳﻬﻢ‪ .‬ﻭﻫﺬﺍ ﺍﻷﺳﻠﻮﺏ ﻻ ﻳﺴﻤﺢ ﺑﺎﻟﺴﲑ ﺍﻟﻨﺎﺟﺢ ﻟﻠﻤﺆﺳﺴﺔ‪ ،‬ﻷﻧﻪ ﻳﻘﻀﻲ ﻋﻠﻰ ﺍﳌﺒﺎﺩﺭﺍﺕ ﺍﻟﻔﺮﺩﻳﺔ ﻭ‬
‫ﺍﳉﻤﺎﻋﻴﺔ ﻟﻠﻤﺮﺅﻭﺳﲔ‪ ،‬ﻛﻤﺎ ﺃﻥ ﺭﺋﻴﺲ ﺍﳌﺆﺳﺴﺔ ﻣﻊ ﺗﻄﻮﺭ ﻫﺬﻩ ﺍﻷﺧﲑﺓ ﻭﺗﻮﺳﻊ ﻧﺸﺎﻃﺎ‪‬ﺎ‪ ،‬ﻳﺼﺒﺢ ﻏﲑ ﻗﺎﺩﺭ ﻋﻠﻰ ﺃﻥ ﻳﻬﺘﻢ ﺑﻜﻞ ﺍﻷﻣﻮﺭ‬
‫ﻓﻴﻬﺎ‪ ،‬ﻟﺬﺍ ﻳﺼﺒﺢ ﳎﱪﺍ ﻋﻠﻰ ﺗﻔﻮﻳﺾ ﺟﺰﺀ ﻣﻦ ﺳﻠﻄﺘﻪ ﳌﺮﺅﻭﺳﻴﻪ ﻭﺫﻟﻚ ﺑﺘﻮﺯﻳﻊ ﺑﻌﺾ ﺍﳌﻬﺎﻡ ﻋﻠﻴﻬﻢ‪ ،‬ﻭﺑﺎﻟﺘﺎﱄ ﻓﺈﻧﻪ ﻳﺘﺒﲎ ﺃﺳﻠﻮﺏ ﺍﻹﺩﺍﺭﺓ‬
‫ﺑﺎﻟﺘﻌﺎﻭﻥ‪.‬‬
‫ﺏ‪ -‬ﺃﺳﻠﻮﺏ ﺍﻹﺩﺍﺭﺓ ﺑﺎﻟﺘﻌـﺎﻭﻥ ‪ :‬ﰲ ﻫﺬﺍ ﺍﻟﻨﻤﻂ ﻳﻘﻮﻡ ﺭﺋﻴﺲ ﺍﳌﺆﺳﺴﺔ ﺑﺘﻔﻮﻳﺾ ﺟﺰﺀ ﻣﻦ ﺳﻠﻄﺘﻪ ﳌﺴﺎﻋﺪﻳﻪ‪ ،‬ﺣﻴﺚ ﻳﻮﺯﻉ ﻋﻠﻴﻬﻢ ﺑﻌﺾ‬
‫ﺍﳌﻬﺎﻡ‪ ،‬ﻓﻴﺼﺒﺢ ﻛﻞ ﻭﺍﺣﺪ ﻣﻨﻬﻢ ﻣﺴﺆﻭﻻ ﻋﻠﻰ ﻗﻄﺎﻉ ﺃﻭ ﻣﺼﻠﺤﺔ ﻣﻌﻴﻨﺔ‪ ،‬ﻭ ﺑﺎﻟﺘﺎﱄ ﻳﺼﺒﺢ ﺫﺍ ﺇﺳﺘﻘﻼﻟﻴﺔ ﰲ ﺇﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﱵ ﺗﺘﻤﺎﺷﻰ ﻭ‬
‫ﺍﳌﻬﺎﻡ ﺍﳌﻮﻛﻠﺔ ﺇﻟﻴﻪ‪ ،‬ﻃﺒﻘﺎ ﻟﻠﺨﻄﺔ ﺍﻟﻌﺎﻣﺔ ﺍﻟﱵ ﲢﺪﺩﻫﺎ ﺍﻟﺴﻠﻄﺔ ﺍﻹﺩﺍﺭﻳﺔ‪.‬ﻭﻳﺼﺒﺢ ﺭﺋﻴﺲ ﺍﳌﺆﺳﺴﺔ ﻳﺴﺘﻌﲔ ﺑﺈﺭﺷﺎﺩﺍﺕ ﻭﻧﺼﺎﺋﺢ ﻣﺴﺎﻋﺪﻳﻪ‪،‬‬
‫ﻭﻳﺴﺘﺸﲑﻫﻢ ﻗﺒﻞ ﺇﲣﺎﺫ ﺃﻱ ﻗﺮﺍﺭ‪ ،‬ﳑﺎ ﻳﺴﻤﺢ ﻟﻪ ﺑﺎﳊﺼﻮﻝ ﻋﻠﻰ ﻣﻌﻠﻮﻣﺎﺕ ﺃﻛﺜﺮ ﺣﻮﻝ ﻣﺎ ﻳﺪﻭﺭ ﰲ ﺍﳌﺆﺳﺴﺔ ﻭﺇﻳﺼﺎﻝ ﻗﺮﺍﺭﺍﺗﻪ ﺇﱃ ﺍﻟﻘﺎﻋﺪﺓ‬
‫ﺑﺼﻮﺭﺓ ﻓﻌﺎﻟﺔ ﻭﺳﺮﻳﻌﺔ‪ .‬ﻭﻛﻞ ﻫﺬﺍ ﻳﺆﺩﻱ ﺇﱃ ﺗﻨﺎﺳﻖ ﺍﳉﻬﻮﺩ‪ ،‬ﻭﻫﺬﺍ ﺍﻷﺳﻠﻮﺏ ﺍﻟﺬﻱ ﻳﺘﺠﺴﺪ ﻣﻦ ﺧﻼﻝ ﳎﻠﺲ ﺇﺩﺍﺭﺓ ﺍﳌﺆﺳﺴﺔ ﺍﻹﺳﺘﺸﻔﺎﺋﻴﺔ‪،‬‬
‫ﺑﺈﻋﺘﺒﺎﺭﻩ ﺍﻷﺩﺍﺓ ﻟﺼﻨﻊ ﺍﻟﻘﺮﺍﺭ ﻓﻴﻪ‪ ،‬ﻭﺑﺈﻋﺘﺒﺎﺭﻩ ﺍﳍﻴﺌﺔ ﺍﳌﺨﻮﻝ ﳍﺎ ﺫﻟﻚ ﻗﺎﻧﻮﻧﺎ‪.‬‬
‫‪ -5‬ﺍﻟﺴﻠﻄﺔ ﺍﻟﻄﺒﻴـﺔ )ﺍﻟﻔﻨﻴـﺔ( ﰲ ﺍﳌﺴﺘﺸﻔﻰ‪:‬‬
‫ﺇﻥ ﺇﺣﺘﻜﺎﺭ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﳋﱪﺍﺀ ﻭ ﺍﻟﻔﻨﻴﲔ ﻟﻠﺘﻘﻨﻴﺔ ﺩﺍﺧﻞ ﺍﳌﺆﺳﺴﺔ‪ ،‬ﻗﺪ ﻳﻜﺴﺒﻬﻢ ﺳﻠﻄﺔ ﻣﻮﺍﺯﻳﺔ ﻟﻠﺴﻠﻄﺔ ﺍﻟﺘﻨﻔﻴﺬﻳﺔ ﺃﻭ ﺍﻹﺩﺍﺭﻳﺔ ﻓﻴﻬﺎ )ﺍﳌﺆﺳﺴﺔ(‪.‬‬
‫ﻭﻫﻮ ﻧﻔﺲ ﺍﻟﺸﻴﺊ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻸﻃﺒﺎﺀ ﺍﻷﺧﺼﺎﺋﻴﲔ ﻭﺍﻷﻃﺒﺎﺀ ﺍﻟﻌﺎﻣﻮﻥ ﻭﺍﻟﺘﻘﻨﻴﲔ ﺩﺍﺧﻞ ﺍﳌﺴﺘﺸﻔﻰ‪ ،‬ﺇﺫ ﳒﺪ ﺃﻥ ﻫﺆﻻﺀ ﻳﺘﻤﺘﻌﻮﻥ ﺑﺴﻠﻄﺔ ﻃﺒﻴﺔ ﺃﻭ‬
‫ﻓﻨﻴﺔ ‪ -‬ﻭ ﻗﺪ ﻧﺴﻤﻴﻬﺎ ﻣﻬﻨﻴﺔ ﺃﻳﻀﺎ ‪ -‬ﺧﻼﻓﺎ ﻟﻠﻤﺪﺭﺍﺀ ﺍﻟﺬﻳﻦ ﻳﺘﻤﺘﻌﻮﻥ ﺑﺴﻠﻄﺔ ﺇﺩﺍﺭﻳﺔ ﺭﲰﻴﺔ‪ .‬ﻭﺑﺎﻟﺘﺎﱄ ﻓﻬﻢ ﻳﺸﻜﻠﻮﻥ )ﺍﻟﻔﻨﻴﻮﻥ ﺃﻭ ﺍﳌﻬﻨﻴﻮﻥ(‬
‫ﺧﻄﺎ ﻣﻮﺍﺯﻳﺎ ﻟﻠﺴﻠﻄﺔ ﺍﻹﺩﺍﺭﻳﺔ ﺩﺍﺧﻞ ﺍﳌﺴﺘﺸﻔﻰ‪ ،‬ﻳﻄﻠﻖ ﻋﻠﻴﻪ ﺧﻂ ﺍﻟﺴﻠﻄﺔ ﺍﻟﻄﺒﻴﺔ )ﺍﻟﻔﻨﻴﺔ( ﺃﻭ ﺍﳌﻬﻨﻴﺔ‪.‬‬
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‫ﳎﻠﺔ ﺍﻟﺒﺎﺣﺚ ‪ -‬ﻋﺪﺩ ‪2010-2009 / 07‬‬
‫ﻭﺗﻌﺮﻑ ﺍﻟﺴﻠﻄﺔ ﺍﳌﻬﻨﻴﺔ ﺃﻭ ﺍﻟﻔﻨﻴﺔ ﻋﻠﻰ ﺃ‪‬ﺎ‪" :‬ﺟﺪﺍﺭﺓ ﺃﺻﺤﺎﺏ ﺍﳌﻬﻦ ﺍﻟﻔﻨﻴﺔ ﺍﻟﻌﻠﻴﺎ ﰲ ﺍﳊﻜﻢ ﻋﻠﻰ ﺍﳌﺴﺎﺋﻞ ﺍﳌﺘﺼﻠﺔ ﲟﻬﻨﺘﻬﻢ ﺃﻭ ﲢﻠﻴﻠﻬﺎ‪".‬‬
‫ﻭﺑﺼﻔﺔ ﻋﺎﻣﺔ ﻳﻘﺼﺪ ﺑﺎﻟﺴﻠﻄﺔ ﺍﳌﻬﻨﻴﺔ‪ ،‬ﺗﻠﻚ ﺍﻟﺴﻠﻄﺔ ﺍﻟﱵ ﻳﺴﺘﻤﺪﻫﺎ ﺃﺻﺤﺎ‪‬ﺎ ﺃﺳﺎﺳﺎ ﻣﻦ ﺧﱪﺍ‪‬ﻢ ﺍﻟﻔﻨﻴﺔ ﻭﻣﺆﻫﻼ‪‬ﻢ ﺍﳋﺎﺻﺔ ﺍﳌﻌﺘﺮﻑ ‪‬ﺎ‪ ،‬ﻭﻫﻲ‬
‫ﺗﺮﻛﺰ ﻋﻠﻰ ﻋﻨﺼﺮﻳﻦ ﺃﺳﺎﺳﲔ ﳘﺎ‪ :‬ﺍﻟﻜﻔﺎﺀﺓ ﻭﺍﳌﺴﺆﻭﻟﻴﺔ‪ .‬ﻓﺒﺎﻟﻨﺴﺒﺔ ﻟﻠﻔﺌﺎﺕ ﺍﳌﻬﻨﻴﺔ‪ ،‬ﻓﺈﻥ ﺍﻟﻜﻔﺎﺀﺓ ﻻ ﺗﻌﲏ ﻓﻘﻂ ﺇﻣﺘﻼﻙ ﺍﳌﻌﺎﺭﻑ ﺍﻟﺘﻘﻨﻴﺔ ﺍﻟﱵ‬
‫ﺗﺴﻤﺢ ﳍﻢ ﲟﻌﺎﳉﺔ ﺍﳌﺴﺎﺋﻞ ﺍﻟﺘﻘﻨﻴﺔ ﻛﺈﺻﻼﺡ ﺍﻵﻻﺕ ﻭﺻﻴﺎﻧﺘﻬﺎ‪ ،‬ﺇﺫﺍ ﺗﻌﻠﻖ ﺍﻷﻣﺮ ﺑﺎﳌﺼﺎﻧﻊ ﻃﺒﻌﺎ ﻭﻛﺬﺍ ﺍﻟﺘﺤﻜﻢ ﰲ ﺍﻟﻌﻤﻠﻴﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ‪ ،‬ﺇﳕﺎ ﺗﻌﲏ‬
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‫ﻗﺪﺭﺓ ﻫﺆﻻﺀ ﺍﻟﺘﻘﻨﻴﲔ ﻋﻠﻰ ﺍﻟﺘﻨﻈﻴﻢ ﻭ ﺍﻟﺘﺴﻴﲑ ﻭﺍﻟﺘﻮﺟﻴﻪ‪ ،‬ﻭﻛﺬﺍ ﻋﻠﻰ ﺍﻟﺘﻨﺴﻴﻖ ﻭ ﺍﳌﺮﺍﻗﺒﺔ ﻟﻀﻤﺎﻥ ﺗﻨﻔﻴﺬ ﺍﻷﻭﺍﻣﺮ‪.‬‬
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‫ﻭﻧﻼﺣﻆ ﺃﻥ ﻓﺌﺔ ﺍﻟﺘﻘﻨﻴﲔ ﺍﳌﻬﻨﻴﲔ ﺗﺘﻤﻴﺰ ﻏﺎﻟﺒﺎ ﺑﺎﳌﺒﺎﺩﺭﺓ ﻭﺍﳌﺴﺆﻭﻟﻴﺔ‪ ،‬ﻭﻣﻦ ﰒ ﳑﺎﺭﺳﺔ ﺍﻟﺴﻠﻄﺔ ﻋﻠﻰ ﺍﻵﺧﺮﻳﻦ‪ .‬ﺃﻣﺎ ﻋﻦ ﺍﻟﺴﻠﻄﺔ ﺍﳌﻬﻨﻴﺔ )ﺍﻟﻔﻨﻴﺔ(‬
‫ﺍﻟﱵ ﺗﺪﻳﺮ ﺍﳌﺴﺘﺸﻔﻰ ﻓﻴﻤﺜﻠﻬﺎ ﺍﻷﻃﺒﺎﺀ‪ ،‬ﺳﻮﺍﺀ ﰲ ﺍﻟﻄﺐ ﺍﻟﻌﺎﻡ ﺃﻭ ﺍﻷﺧﺼﺎﺋﻴﲔ‪ ،‬ﻫﺬﻩ ﺍﻟﺴﻠﻄﺔ ﲤﻨﺤﻬﺎ ﳍﻢ ﺍﳋﱪﺓ ﻭﺍﳌﻬﺎﺭﺓ ﺍﻟﱵ ﲢﺼﻠﻮﺍ ﻋﻠﻴﻬﺎ‬
‫ﺧﻼﻝ ﻓﺘﺮﺓ ﺗﻜﻮﻳﻨﻬﻢ ﻭﺗﻌﻠﻴﻤﻬﻢ ﺍﻟﻄﻮﻳﻠﺔ ﻧﺴﺒﻴﺎ‪ ،‬ﻓﺈﻣﺘﻼﻛﻬﻢ ﻟﻠﻤﻬﺎﺭﺍﺕ ﻭﺍﳌﻌﺎﺭﻑ ﺍﻟﺘﻘﻨﻴﺔ ﰲ ﳎﺎﻝ ﺇﺧﺘﺼﺎﺻﺎ‪‬ﻢ‪ ،‬ﻳﺴﻤﺢ ﳍﻢ ﺑﺈﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ‬
‫ﺍﳋﺎﺻﺔ ﺑﺎﻟﺮﻋﺎﻳﺔ ﻭﺍﳌﺘﺎﺑﻌﺔ ﺍﻟﻄﺒﻴﺔ ﻭﳐﺘﻠﻒ ﻣﺘﻄﻠﺒﺎ‪‬ﺎ ﻭﻣﺴﺘﻠﺰﻣﺎ‪‬ﺎ‪ .‬ﻛﻞ ﻫﺬﺍ ﺃﻋﻄﻰ ﻟﻠﻄﺒﻴﺐ ﺍﳊﻖ ﰲ ﳑﺎﺭﺳﺔ ﺳﻠﻄﺘﻪ ﺍﳌﻬﻨﻴﺔ ﻋﻠﻰ ﻣﺮﺿﺎﻩ‪،‬‬
‫ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﺍﻟﺴﻠﻄﺔ ﻋﻠﻰ ﺍﳌﺼﺎﱀ ﺍﻟﺘﻘﻨﻴﺔ ﻟﻠﻤﺴﺘﺸﻔﻰ‪ .‬ﻓﻄﺒﻴﻌﺔ ﺍﻟﺘﻜﻮﻳﻦ ﻭﻃﺒﻴﻌﺔ ﺍﻟﻮﻇﻴﻔﺔ ﺍﻟﱵ ﻳﺸﻐﻠﻮ‪‬ﺎ ﺑﻔﻀﻞ ﺍﻟﺘﺄﻫﻴﻞ ﻭﻛﺬﺍ ﺍﳋﱪﺓ‬
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‫ﻭﺍﻟﻜﻔﺎﺀﺓ ﺍﳌﻌﺘﺮﻑ ﳍﻢ ‪‬ﺎ‪ ،‬ﲡﻌﻠﻬﻢ ﻳﺘﻤﺘﻌﻮﻥ ﺑﺎﻟﺴﻠﻄﺔ ﺍﳌﻬﻨﻴﺔ ﺩﺍﺧﻞ ﺍﳌﺆﺳﺴﺔ ﻭ ﻳﺆﺛﺮﻭﻥ ‪‬ﺎ ﻋﻠﻰ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﱵ ﺗﺼﺪﺭﻫﺎ ﺍﳍﻴﺌﺔ ﺍﻹﺩﺍﺭﻳﺔ‪.‬‬
‫ﻭﻳﺘﻤﻴﺰ ﺃﺻﺤﺎﺏ ﺍﻟﺴﻠﻄﺔ ﺍﳌﻬﻨﻴﺔ ﺩﺍﺧﻞ ﺍﳌﺴﺘﺸﻔﻰ ﲟﺠﻤﻮﻋﺔ ﻣﻦ ﺍﳋﺼﺎﺋﺺ ﺃﳘﻬﺎ‪:‬‬
‫‪ -1‬ﻭﺟﻮﺩ ﺍﳊﺎﻓﺰ ﻋﻠﻰ ﺍﻟﻘﻴﺎﻡ ﺑﺎﻟﻌﻤﻞ ﻭﺗﻨﻈﻴﻤﻪ ﻟﺪﻯ ﺃﺻﺤﺎﺏ ﺍﳋﱪﺓ ﺍﳌﻬﻨﻴﺔ ﻋﻠﻰ ﻭﺟﻪ ﺍﳋﺼﻮﺹ ﺑﺈﻋﺘﺒﺎﺭﻫﻢ ﺃﻫﻞ ﻣﻴﺪﺍﻥ‪.‬‬
‫‪ -2‬ﻳﺮﻏﺐ ﺃﺻﺤﺎﺏ ﺍﳋﱪﺓ ﺍﳌﻬﻨﻴﺔ ﻛﺎﻷﻃﺒﺎﺀ ﻣﺜﻼ‪ ،‬ﺑﺎﻟﺸﻌﻮﺭ ﺑﺄﳘﻴﺘﻬﻢ ﰲ ﺍﳌﺸﺎﺭﻛﺔ ﰲ ﺃﻋﻤﺎﻝ ﺍﳌﺴﺘﺸﻔﻰ‪ ،‬ﺣﻴﺚ ﺃﻥ ﻛﺜﲑ ﻣﻦ‬
‫ﺍﻷﻋﻤﺎﻝ ﺗﺘﻮﻗﻒ ﻋﻠﻰ ﺗﺪﺧﻼ‪‬ﻢ ﺍﳌﺒﺎﺷﺮﺓ ﺃﻭ ﺇﻗﺘﺮﺍﺣﺎ‪‬ﻢ‪.‬‬
‫‪ -3‬ﻃﺮﺡ ﺍﳌﺘﺨﺼﺺ ﺍﳌﻬﲏ ﳜﺘﻠﻒ ﻛﺜﲑﺍ ﻋﻦ ﺗﻔﻜﲑ ﺍﳌﺪﻳﺮ ﺍﻹﺩﺍﺭﻱ‪ ،‬ﻓﻬﻮ ﺇﺫﺍ ﺗﺪﺧﻞ ﻳﺘﺒﻊ ﺍﳌﺒﺎﺩﺉ ﻭﺍﻟﻘﻴﻢ ﺍﻟﱵ ﺗﻔﺮﺿﻬﺎ ﻃﺒﻴﻌﺔ ﻋﻤﻠﻪ‬
‫ﺍﳌﺘﻌﻠﻘﺔ ﺑﺎﳌﻬﻨﺔ ﺍﳌﺴﻨﺪﺓ ﺇﻟﻴﻪ‪.‬‬
‫‪ -4‬ﻳﺘﻤﺘﻊ ﺍﳌﺘﺨﺼﺺ ﺍﳌﻬﲏ ﺑﺎﳊﺮﻳﺔ‪ ،‬ﻭﺫﻟﻚ ﺑﺈﺗﺒﺎﻋﻪ ﺍﻟﻘﻮﺍﻋﺪ ﺍﻟﱵ ﳜﻄﻄﻬﺎ ﻟﻨﻔﺴﻪ ﰲ ﳎﺎﻝ ﻋﻤﻠﻪ‪ ،‬ﻓﺎﻷﺧﺼﺎﺋﻲ ﻳﺮﻳﺪ ﺃﻥ ﻳﻜﻮﻥ ﺣﺮﺍ‪،‬‬
‫ﻭﻳﻄﺎﻟﺐ ﺃﻗﺮﺍﻧﻪ ﻣﺜﻠﻪ ﲝﺮﻳﺔ ﺃﻛﺜﺮ ﻟﻴﺴﲑﻭﺍ ﻋﻤﻠﻬﻢ ﻭﻟﻴﺴﺘﻌﻤﻠﻮﺍ ﻃﺮﻗﻬﻢ ﺍﳋﺎﺻﺔ ﰲ ﺣﻞ ﻣﺸﺎﻛﻠﻬﻢ‪ ،‬ﻭﻟﻴﻌﻤﻠﻮﺍ ﳌﺸﺎﺭﻳﻌﻬﻢ ﺣﺴﺐ‬
‫ﺃﺳﺎﻟﻴﺒﻬﻢ ﻭﺧﻄﻮﺍ‪‬ﻢ ﺍﳋﺎﺻﺔ‪ .‬ﻭﻫﻢ ﺑﺬﻟﻚ ﻳﻘﺎﻭﻣﻮﻥ ﺍﻟﺘﻮﺟﻴﻬﺎﺕ ﺍﳌﻔﺼﻠﺔ ﻭﺍﻟﻜﺜﲑﺓ ﻣﻦ ﻗﺒﻞ ﺍﻹﺩﺍﺭﺓ ﻷ‪‬ﻢ ﺣﺴﺎﺳﻮﻥ ﺟﺪﺍ‪ ،‬ﻭﻻ‬
‫ﻳﻮﺩﻭﻥ ﺃﻥ ﻳﺸﻌﺮﻭﺍ ﺃ‪‬ﻢ ﻣﺴﲑﻭﻥ ﺃﻭ ﻣﻘﻴﺪﻭﻥ ﰲ ﺗﻨﻔﻴﺬ ﻣﻬﺎﻣﻬﻢ‪.‬‬
‫‪ -5‬ﻳﻬﺘﻢ ﺍﻷﺧﺼﺎﺋﻴﻮﻥ ﻭﺍﳌﺨﺘﺼﻮﻥ ﺍﳌﻬﻨﻴﻮﻥ ﺑﺎﻟﻘﺪﺭﺓ ﺍﳋﻼﻗﺔ ﻭﺍﻟﺘﺠﺪﻳﺪﻳﺔ‪ ،‬ﻭﻟﻴﺲ ﺑﻨﻤﻂ ﺍﻟﺮﻭﺗﲔ ﺍﳌﻤﻞ‪.‬‬
‫ﻣﻦ ﺧﻼﻝ ﺍﻟﻨﻘﺎﻁ ﺍﻟﺴﺎﺑﻘﺔ‪ ،‬ﻳﺘﺒﲔ ﻟﻨﺎ ﺃﳘﻴﺔ ﻭﺟﻮﺩ ﺍﻷﺧﺼﺎﺋﻴﲔ ﻭﺍﻟﺘﻘﻨﻴﲔ ﺍﳌﻬﻨﻴﲔ ﰲ ﺍﳌﺆﺳﺴﺔ ﺑﺼﻔﺔ ﻋﺎﻣﺔ‪ ،‬ﻭﺍﳌﺴﺘﺸﻔﻰ ﻋﻠﻰ ﻭﺟﻪ‬
‫ﺍﳋﺼﻮﺹ‪ ،‬ﺑﺈﻋﺘﺒﺎﺭ ﺃﻥ ﻋﻤﻠﻬﻢ ﻣﺮﺗﺒﻂ ﲝﻴﺎﺓ ﺍﻟﻔﺮﺩ ﺍﻟﻴﻮﻣﻴﺔ‪ ،‬ﻭﳐﺘﻠﻒ ﻣﺸﺎﻛﻠﻪ ﺍﻟﺼﺤﻴﺔ‪ ،‬ﺍﻟﱵ ﺗﺘﻄﻠﺐ ﺍﻟﺮﻋﺎﻳﺔ ﺍﻟﺼﺤﻴﺔ ﻭﺍﳌﺘﺎﺑﻌﺔ‬
‫ﺍﳌﺴﺘﻤﺮﺓ ﻣﻦ ﺩﻭﻥ ﻛﻞ ﺃﻭ ﻣﻠﻞ‪.‬‬
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‫‪ -6‬ﺍﻟﻌﻼﻗﺔ ﺑﲔ ﺍﻟﺴﻠﻄﺘﲔ ﰲ ﺍﻟﻘﺎﻧﻮﻥ ﺍﳉﺰﺍﺋﺮﻱ ‪:‬‬
‫ﺑﺸﻜﻞ ﻛﺒﲑ ﰲ ﺗﻮﺿﻴﺢ ﺍﻟﻌﻼﻗﺔ ﺑﲔ‬
‫ﺳﺎﻫﻢ ﻛﻞ ﻣﻦ ﺍﳌﺮﺳﻮﻡ ﺍﻟﺘﻨﻔﻴﺬﻱ ﺭﻗﻢ ‪ 106-91‬ﻭﺍﳌﺮﺳﻮﻡ ﺍﻟﺘﻨﻔﻴﺬﻱ ﺭﻗﻢ ‪108-91‬‬
‫ﺍﳌﺴﺆﻭﻝ ﺍﻹﺩﺍﺭﻱ ﻭﺍﻟﻄﺒﻴﺐ ﻭﺍﻟﻔﺼﻞ ﺑﲔ ﻣﻬﺎﻡ ﻛﻞ ﻣﻨﻬﻤﺎ ﺩﺍﺧﻞ ﺍﳌﺴﺘﺸﻔﻰ‪ ،‬ﻣﻊ ﲢﺪﻳﺪ ﺍﻟﺸﺮﻭﻁ ﺍﻟﻘﺎﻧﻮﻧﻴﺔ ﻭﺍﳌﺆﻫﻼﺕ ﺍﻟﻼﺯﻣﺔ ﻟﺸﻐﻞ ﻛﻞ‬
‫ﻣﻬﻤﺔ‪ ،‬ﺣﱴ ﻻ ﺗﺘﺪﺍﺧﻞ ﺳﻠﻄﺔ ﻭﻋﻤﻞ ﻛﻞ ﻣﻨﻬﻤﺎ ﻣﻊ ﺍﻵﺧﺮ‪.‬‬
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‫‪ -1-6‬ﻣﻬﺎﻡ ﻣﺪﻳﺮﻱ ﺍﻹﺩﺍﺭﺓ ﺍﻟﺼﺤﻴﺔ ‪ :‬ﺣﺴﺐ ﺍﳌﺎﺩﺓ ‪ 18‬ﻣﻦ ﺍﳌﺮﺳﻮﻡ ﺍﻟﺘﻨﻔﻴﺬﻱ ﺭﻗﻢ ‪ ،108-91‬ﻓﺈﻥ ﻣﺪﻳﺮﻱ ﺍﻹﺩﺍﺭﺓ ﺍﻟﺼﺤﻴﺔ‬
‫ﻣﺴﺆﻭﻟﻮﻥ ﻋﻦ ﺗﺴﻴﲑ ﺍﳌﺆﺳﺴﺎﺕ ﺍﻹﺳﺘﺸﻔﺎﺋﻴﺔ ﺍﳌﺘﺨﺼﺼﺔ ﻭﺍﻟﻘﻄﺎﻋﺎﺕ ﺍﻟﺼﺤﻴﺔ ﻭﺍﳌﺮﺍﻛﺰ ﺍﻹﺳﺘﺸﻔﺎﺋﻴﺔ ﺍﳉﺎﻣﻌﻴﺔ‪ ،‬ﻭﺍﳍﻴﺎﻛﻞ ﺍﻟﺼﺤﻴﺔ ﺍﻷﺧﺮﻯ‪،‬‬
‫ﻭﻫﻢ ﻣﻜﻠﻔﻮﻥ ﲟﺎ ﻳﻠﻲ‪:‬‬
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‫ﺇﺯﺩﻭﺍﺟﻴﺔ ﺍﻟﺴﻠﻄﺔ ﰲ ﺍﳌﺴﺘﺸﻔﻴﺎﺕ ‪ :‬ﺍﳌﻔﻬﻮﻡ ﻭﺍﻹﺷﻜﺎﻟﻴﺔ‬
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‫ ﺗﺮﲨﺔ ﺍﳌﺒﺎﺩﺉ ﺍﻟﻮﺍﺭﺩﺓ ﰲ ﺍﻟﻨﺼﻮﺹ ﺍﻟﺘﺸﺮﻳﻌﻴﺔ ﻭﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﺇﱃ ﺗﺪﺍﺑﲑ ﺗﻨﻔﻴﺬﻳﺔ‪ ،‬ﻭﺍﻟﺴﻬﺮ ﻋﻠﻰ ﺇﺣﺘﺮﺍﻡ ﺍﻟﻘﻮﺍﻋﺪ ﻭﺍﻹﺟﺮﺍﺀﺍﺕ‬‫ﺍﳌﻌﻤﻮﻝ ‪‬ﺎ‪.‬‬
‫ ﺩﺭﺍﺳﺔ ﺍﻟﻘﻀﺎﻳﺎ ﺍﻟﻌﺎﻣﺔ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺘﻄﺒﻴﻖ ﺍﻟﻘﻮﺍﻧﲔ ﻭﺍﻟﺘﻨﻈﻴﻤﺎﺕ ﺍﳋﺎﺻﺔ ﺑﻘﻄﺎﻉ ﺍﻟﺼﺤﺔ‪ ،‬ﻭﺇﻋﺪﺍﺩ ﺍﻟﺘﻌﻠﻴﻤﺎﺕ ﻟﺘﻨﻔﻴﺬ ﺍﻟﺘﻨﻈﻴﻢ‬‫ﻭﺍﻟﺴﻬﺮ ﻋﻠﻰ ﺗﻄﺒﻴﻘﻬﺎ‪.‬‬
‫ ﺗﺼﻮﺭ ﻛﻞ ﻣﺸﺮﻭﻉ ﺩﺭﺍﺳﺔ ﺃﻭ ﺃﺩﺍﺓ ﺃﻭ ﺇﺟﺮﺍﺀ ﻳﺮﺗﺒﻂ ﲟﺠﺎﻝ ﻧﺸﺎﻃﻬﻢ ﻭﺇﳒﺎﺯﻩ‪.‬‬‫ ﺍﻟﻘﻴﺎﻡ ﲟﻬﺎﻡ ﺇﺳﺘﺸﺎﺭﻳﺔ ﺃﻭ ﻣﺴﺎﻋﺪﺓ ﻟﺪﻯ ﺍﻹﺩﺍﺭﺓ ﺍﻟﺼﺤﻴﺔ‪.‬‬‫ ﺩﺭﺍﺳﺔ ﻛﻞ ﻣﺎ ﻣﻦ ﺷﺄﻧﻪ ﲢﺴﲔ ﺇﺩﺍﺭﺓ ﻣﺆﺳﺴﺎﺕ ﺍﻟﺼﺤﺔ ﻭﺇﻗﺘﺮﺍﺣﻪ‪.‬‬‫ ﺍﻟﻘﻴﺎﻡ ﲟﻬﺎﻡ ﺍﳋﱪﺓ ﻭﺍﻟﺘﻔﺘﻴﺶ ﻭﺍﳌﺮﺍﻗﺒﺔ ﻟﺪﻯ ﺍﳍﻴﺎﻛﻞ ﻭﺍﳌﺆﺳﺴﺎﺕ ﺍﻟﺘﺎﺑﻌﺔ ﻟﻺﺩﺍﺭﺓ ﺍﻟﺼﺤﻴﺔ‪.‬‬‫ﻭﺣﺴﺐ ﺍﳌﺎﺩﺓ ‪ 28‬ﻣﻦ ﻧﻔﺲ ﺍﳌﺮﺳﻮﻡ )‪ ،(108-91‬ﻓﺈﻥ ﻫﺆﻻﺀ ﻣﺴﺆﻭﻟﻮﻥ ﻋﻦ ﺍﶈﺎﻓﻈﺔ ﻋﻠﻰ ﺍﻟﻨﻈﺎﻡ ﻭﺍﻹﻧﻈﺒﺎﻁ ﻭﳝﺎﺭﺳﻮﻥ ﺍﻟﺴﻠﻄﺔ‬
‫ﺍﻟﺴﻠﻤﻴﺔ ﻋﻠﻰ ﻛﺎﻓﺔ ﺍﳌﺴﺘﺨﺪﻣﲔ ﺍﳌﻮﺿﻮﻋﲔ ﲢﺖ ﺳﻠﻄﺘﻬﻢ‪ .‬ﻛﺬﻟﻚ ﻓﻘﺪ ﺃﺿﺎﻑ ﺍﳌﺮﺳﻮﻡ ﺍﻟﺘﻨﻔﻴﺬﻱ ﺭﻗﻢ ‪ 37 466-97‬ﺑﻌﺾ ﺍﳌﻬﺎﻡ‬
‫ﺍﻷﺧﺮﻯ ﺍﳋﺎﺻﺔ ﲟﺪﻳﺮﻱ ﺍﻹﺩﺍﺭﺓ ﺍﻟﺼﺤﻴﺔ ﻭﻫﺬﻩ ﺍﳌﻬﺎﻡ ﻫﻲ‪:‬‬
‫ ﺃﻥ ﺍﳌﺪﻳﺮ ﳝﺜﻞ ﺍﳌﺆﺳﺴﺔ ﺍﻟﺼﺤﻴﺔ ﺃﻣﺎﻡ ﺍﻟﻌﺪﺍﻟﺔ ﰲ ﲨﻴﻊ ﺃﻋﻤﺎﻝ ﺍﳊﻴﺎﺓ ﺍﳌﺪﻧﻴﺔ‪.‬‬‫ ﺍﳌﺪﻳﺮ ﻫﻮ ﺍﻵﻣﺮ ﺑﺎﻟﺼﺮﻑ ﰲ ﻣﺎ ﳜﺺ ﻧﻔﻘﺎﺕ ﺍﳌﺆﺳﺴﺔ‪.‬‬‫ ﺍﳌﺪﻳﺮ ﻣﻜﻠﻒ ﺑﺘﺤﻀﲑ ﺍﳌﻴﺰﺍﻧﻴﺔ ﺍﻟﺘﻘﺪﻳﺮﻳﺔ ﻭﺇﻋﺪﺍﺩ ﺣﺴﺎﺑﺎﺕ ﺍﳌﺆﺳﺴﺔ ﺍﻟﺼﺤﻴﺔ‪.‬‬‫ ﺍﳌﺪﻳﺮ ﻣﻜﻠﻒ ﺑﻮﺿﻊ ﻣﺸﺮﻭﻉ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻭﺍﻟﻨﻈﺎﻡ ﺍﻟﺪﺍﺧﻠﻲ ﻟﻠﻤﺆﺳﺴﺔ ﺍﻟﺼﺤﻴﺔ‪.‬‬‫ ﺍﳌﺪﻳﺮ ﻣﻜﻠﻒ ﺑﺈﺑﺮﺍﻡ ﲨﻴﻊ ﺍﻟﻌﻘﻮﺩ‪ ،‬ﺍﻟﺼﻔﻘﺎﺕ ﻭﺍﻹﺗﻔﺎﻗﻴﺎﺕ ﰲ ﺇﻃﺎﺭ ﺍﻟﺘﻨﻈﻴﻢ ﺍﳌﻌﻤﻮﻝ ﺑﻪ‪.‬‬‫ ﳝﻜﻦ ﻟﻠﻤﺪﻳﺮ ﺗﻔﻮﻳﺾ ﺇﻣﻀﺎﺋﻪ ﻋﻠﻰ ﻣﺴﺆﻭﻟﻴﺘﻪ ﻟﺼﺎﱀ ﻣﺴﺎﻋﺪﻳﻪ‪.‬‬‫ﺇﺫﻥ ﻭﻛﻤﺎ ﻧﺮﻯ ﻓﺈﻥ ﺟﻞ ﺍﳌﻬﺎﻡ ﺍﳌﺮﺗﺒﻄﺔ ﲟﺪﻳﺮﻱ ﺍﻹﺩﺍﺭﺓ ﺍﻟﺼﺤﻴﺔ ﻫﻲ ﻣﻬﺎﻡ ﺇﺩﺍﺭﻳﺔ ﻭﻗﺎﻧﻮﻧﻴﺔ ﺑﺎﻟﺪﺭﺟﺔ ﺍﻷﻭﱃ ﻭﻟﻴﺴﺖ ﻃﺒﻴﺔ‪ ،‬ﻓﻬﻲ ﺗﺮﺗﺒﻂ‬
‫ﺑﺎﳌﺆﻫﻞ ﺍﻟﻌﻠﻤﻲ ﺃﻭ ﺍﻟﺘﻜﻮﻳﻦ ﺍﻟﺬﻱ ﺣﺼﻞ ﻋﻠﻴﻪ ﻫﺆﻻﺀ ﰲ ﳎﺎﻝ ﺇﺩﺍﺭﺓ ﺍﳌﺆﺳﺴﺎﺕ ﺍﻟﺼﺤﻴﺔ )ﺭﺍﺟﻊ ﺍﳌﻮﺍﺩ ‪ 22 ،21 ،20 ،19‬ﻣﻦ ﺍﳌﺮﺳﻮﻡ‬
‫ﺍﻟﺘﻨﻔﻴﺬﻱ ﺭﻗﻢ ‪.(108-91‬‬
‫‪ -2-6‬ﻣﻬﺎﻡ ﺍﳌﻤﺎﺭﺳﲔ ﺍﻟﻄﺒﻴﲔ ‪ :‬ﺍﳌﻤﺎﺭﺳﻮﻥ ﺍﻟﻄﺒﻴﻮﻥ ﺍﻟﻌﺎﻣﻮﻥ ﺃﻭ ﺍﳌﺘﺨﺼﺼﻮﻥ ﰲ ﺍﻟﺼﺤﺔ ﺍﻟﻌﻤﻮﻣﻴﺔ‪ ،‬ﳝﺎﺭﺳﻮﻥ ﻣﻬﺎﻣﻬﻢ ﻃﺒﻘﺎ ﻟﻠﻤﺮﺳﻮﻡ‬
‫ﺍﻟﺘﻨﻔﻴﺬﻱ ﺭﻗﻢ ‪ ،106-91‬ﻭﺑﺎﻟﺘﺎﱄ ﻓﻬﻢ ﻣﻠﺰﻣﻮﻥ ﲟﺎ ﻳﻠﻲ ‪:‬‬
‫ ﺍﻹﺳﺘﻌﺪﺍﺩ ﻟﻠﻌﻤﻞ ﺑﺼﻔﺔ ﺩﺍﺋﻤﺔ‪.‬‬‫ ﺍﻟﻘﻴﺎﻡ ﻭﺑﺸﻜﻞ ﺇﺟﺒﺎﺭﻱ ﺑﺎﳌﺪﺍﻭﻣﺔ ﺍﻟﻄﺒﻴﺔ ﺍﻟﻔﻌﻠﻴﺔ ﺍﳌﱪﳎﺔ ﺩﺍﺧﻞ ﺍﳌﺼﻠﺤﺔ ﺃﻭ ﺍﳌﺆﺳﺴﺔ ﺍﻟﺼﺤﻴﺔ‪.‬‬‫ ﺗﺴﻴﲑ ﻛﻞ ﻣﺼﻠﺤﺔ ﻃﺒﻴﺔ ﻳﻜﻮﻥ ﲢﺖ ﻣﺴﺆﻭﻟﻴﺔ ﺍﻹﺩﺍﺭﺓ ﺍﻟﺘﻘﻨﻴﺔ ﳌﻤﺎﺭﺱ ﻃﱯ ﻋﺎﻡ ﺃﻭ ﳐﺘﺺ ﰲ ﺍﻟﺼﺤﺔ ﺍﻟﻌﻤﻮﻣﻴﺔ ﺑﺼﻔﺘﻪ ﺭﺋﻴﺲ‬‫ﻣﺼﻠﺤﺔ‪.‬‬
‫ ﳜﻀﻊ ﻣﺴﺘﺨﺪﻣﻲ ﻛﻞ ﻣﺼﻠﺤﺔ ﻃﺒﻴﺔ ﻟﺴﻠﻄﺔ ﻫﺬﺍ ﺍﳌﻤﺎﺭﺱ ﺍﻟﻄﱯ ﺍﻟﻌﺎﻡ ﺃﻭ ﺍﳌﺨﺘﺺ‪.‬‬‫ﻭﻗﺪ ﰎ ﺗﻔﺼﻴﻞ ﺍﳌﻬﺎﻡ ﺍﻟﻄﺒﻴﺔ ﺍﳌﺘﻌﻠﻘﺔ ﺑﻨﺸﺎﻁ ﺍﳌﻤﺎﺭﺳﲔ ﺍﻟﻄﺒﻴﲔ ﺍﻟﻌﺎﻣﻮﻥ ﺃﻭ ﺍﳌﺘﺨﺼﺼﻮﻥ ﺩﺍﺧﻞ ﺍﳌﺴﺘﺸﻔﻰ ﰲ ﺍﳌﻮﺍﺩ )‪،20 ،19 ،18‬‬
‫‪ (21‬ﻣﻦ ﺍﳌﺮﺳﻮﻡ ﺍﻟﺘﻨﻔﻴﺬﻱ ﺭﻗﻢ ‪ .106-91‬ﻭﻛﻤﺎ ﻳﺘﻀﺢ ﻓﺈﻥ ﻣﻬﺎﻡ ﻫﺆﻻﺀ ﺗﻨﺤﺼﺮ ﺃﺳﺎﺳﺎ ﰲ ﺍﻟﺮﻋﺎﻳﺔ ﺍﻟﻄﺒﻴﺔ ﻭ ﺍﻟﺼﺤﻴﺔ ﻟﻠﻤﺮﺿﻰ‬
‫ﺍﻟﺪﺍﺧﻠﻴﲔ ﻭﺍﳋﺎﺭﺟﻴﲔ ﻟﻠﻤﺴﺘﺸﻔﻰ‪ ،‬ﺣﻴﺚ ﺃﻥ ﻣﻬﺎﻣﻬﻢ ﺗﺮﺗﺒﻂ ﻛﺬﻟﻚ ﺑﺎﳌﺆﻫﻞ ﺍﻟﻌﻠﻤﻲ ﺃﻭ ﺍﻟﺘﻜﻮﻳﻦ ﺍﻟﺬﻱ ﲢﺼﻞ ﻋﻠﻴﻪ ﻫﺆﻻﺀ )ﺭﺍﺟﻊ ﺍﳌﻮﺍﺩ‬
‫‪ (57 ،56 ،55 ،24 ،23 ،22‬ﻣﻦ ﺍﳌﺮﺳﻮﻡ ﺍﻟﺘﻨﻔﻴﺬﻱ ﺭﻗﻢ ‪.106-91‬‬
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‫ﳎﻠﺔ ﺍﻟﺒﺎﺣﺚ ‪ -‬ﻋﺪﺩ ‪2010-2009 / 07‬‬
‫ﺇﺫﻥ ﻭﻣﻦ ﺧﻼﻝ ﻣﺎ ﺳﺒﻖ ﻓﺈﻧﻨﺎ ﻧﺴﺘﻨﺘﺞ ﺑﺄﻥ ﺍﻟﺴﻠﻄﺔ ﺍﻹﺩﺍﺭﻳﺔ ﰲ ﺍﳌﺴﺘﺸﻔﻰ ﻫﻲ ﺑﻴﺪ ﻣﺪﻳﺮ ﺍﳌﺴﺘﺸﻔﻰ‪ ،‬ﻭﺍﻟﺬﻱ ﳝﻜﻨﻪ ﺗﻔﻮﻳﻀﻬﺎ ﺇﱃ ﻧﻮﺍﺑﻪ‬
‫ﺣﺴﺐ ﻧﺴﻖ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻟﻠﻤﺴﺘﺸﻔﻰ‪ ،‬ﻭﻭﻓﻖ ﺧﻄﻮﺍﺕ ﺍﻟﺘﻔﻮﻳﺾ ﺍﻹﺩﺍﺭﻱ ﻟﻠﺴﻠﻄﺔ‪ .‬ﺃﻣﺎ ﺍﻟﺴﻠﻄﺔ ﺍﻟﻄﺒﻴﺔ ﻓﻬﻲ ﺑﻴﺪ ﺍﳌﻤﺎﺭﺳﻮﻥ ﺍﻟﻄﺒﻴﻮﻥ‬
‫ﺍﻟﻌﺎﻣﻮﻥ ﺃﻭ ﺍﳌﺘﺨﺼﺼﻮﻥ‪ ،‬ﻭﺍﻟﱵ ﺇﻛﺘﺴﺒﻮﻫﺎ ﻧﺘﻴﺠﺔ ﻣﺆﻫﻼ‪‬ﻢ ﺍﻟﻌﻠﻤﻴﺔ ﻭﺩﻭﺭﻫﻢ ﺍﳊﻴﻮﻱ ﺩﺍﺧﻞ ﺍﳌﺴﺘﺸﻔﻰ‪ ،‬ﻭﺍﻟﺬﻱ ﻻ ﳝﻜﻦ ﺍﻹﺳﺘﻐﻨﺎﺀ ﻋﻨﻪ‪.‬‬
‫ﻟﻘﺪ ﺣﺎﻭﻝ ﺍﳌﺮﺳﻮﻡ ﺍﻟﺘﻨﻔﻴﺬﻱ ﺭﻗﻢ ‪ 466-97‬ﺃﻥ ﻳﻌﻄﻲ ﻟﻠﻤﺴﺘﺸﻔﻰ ﺍﻟﻌﻤﻮﻣﻲ ﺍﳉﺰﺍﺋﺮﻱ ﻫﻴﻜﻼ ﺗﻨﻈﻴﻤﻴﺎ ﺃﻛﺜﺮ ﻣﺮﻭﻧﺔ ﻭﺃﻗﻞ ﺗﻌﻘﻴﺪﺍ‪ ،‬ﻣﻦ‬
‫ﺧﻼﻝ ﳏﺎﻭﻟﺔ ﻓﺼﻞ ﺍﻟﺴﻠﻄﺔ ﺍﻹﺩﺍﺭﻳﺔ ﻋﻦ ﺍﻟﺴﻠﻄﺔ ﺍﻟﻄﺒﻴﺔ ﺩﺍﺧﻞ ﺍﳌﺴﺘﺸﻔﻰ )ﺍﻟﻘﻄﺎﻉ ﺍﻟﺼﺤﻲ(‪ ،‬ﻭﻓﺼﻞ ﻣﻬﺎﻡ ﻛﻞ ﺳﻠﻄﺔ ﻋﻦ ﺍﻷﺧﺮﻯ‪ ،‬ﺣﻴﺚ‬
‫ﻗﺴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻟﻠﻤﺆﺳﺴﺔ ﺍﻹﺳﺘﺸﻔﺎﺋﻴﺔ ﺍﻟﻌﻤﻮﻣﻴﺔ ﺇﱃ ﺛﻼﺙ ﻣﺪﻳﺮﻳﺎﺕ ﻓﺮﻋﻴﺔ ﻛﻠﻬﺎ ﺗﺘﺒﻊ ﺍﳌﺪﻳﺮ )ﻻﺣﻆ ﺍﻟﺸﻜﻞ ﺭﻗﻢ ‪ ،(03‬ﻭﻫﺬﻩ‬
‫ﺍﳌﺪﻳﺮﻳﺎﺕ ﻫﻲ ‪ :‬ﺍﳌﺪﻳﺮﻳﺔ ﺍﻟﻔﺮﻋﻴﺔ ﻟﻠﺸﺆﻭﻥ ﺍﻹﻗﺘﺼﺎﺩﻳﺔ ؛ ﺍﳌﺪﻳﺮﻳﺔ ﺍﻟﻔﺮﻋﻴﺔ ﻟﻺﺩﺍﺭﺓ ﻭﺍﻟﻮﺳﺎﺋﻞ ؛ ﺍﳌﺪﻳﺮﻳﺔ ﺍﻟﻔﺮﻋﻴﺔ ﻟﻠﻨﺸﺎﻃﺎﺕ ﺍﻟﺼﺤﻴﺔ‪.‬‬
‫ﺧﻼﺻﺔ ‪ :‬ﻣﻦ ﺧﻼﻝ ﻣﺎ ﺗﻄﺮﻗﻨﺎ ﺇﻟﻴﻪ ﺳﺎﺑﻘﺎ‪ ،‬ﳝﻜﻦ ﺃﻥ ﻧﻘﻮﻡ ﺑﺒﻠﻮﺭﺓ ﺧﻼﺻﺔ ﻫﺬﺍ ﺍﻟﺒﺤﺚ ﻋﻠﻰ ﺷﻜﻞ ﺗﺴﺎﺅﻝ ﺃﻭ ﺇﺷﻜﺎﻟﻴﺔ‪ ،‬ﲢﺎﻭﻝ ﺍﻟﺒﺤﺚ ﰲ‬
‫ﺍﻟﻨﻬﺎﻳﺔ ﰲ ﺍﻟﺘﺨﺼﺺ ﺍﳌﻨﺎﺳﺐ ﳌﺪﻳﺮ ﺍﳌﺴﺘﺸﻔﻰ ﺑﲔ ﺍﻟﺘﺨﺼﺼﲔ ﺍﻟﻄﱯ ﻭﺍﻹﺩﺍﺭﻱ‪ ،‬ﺣﻴﺚ ﺳﻨﻘﻮﻡ ﻧﻘﻮﻡ ﲟﻨﺎﻗﺸﺘﻬﺎ ‪‬ﺪﻑ ﺍﻟﺒﺤﺚ ﻋﻦ‬
‫ﺍﻹﺟﺎﺑﺎﺕ ﺍﳌﻨﺎﺳﺒﺔ ﳍﺎ‪ ،‬ﻭﺍﻟﱵ ﳝﻜﻦ ﺃﻥ ﺗﺸﻜﻞ ﻟﻨﺎ ﻧﺘﺎﺋﺞ ﳍﺬﺍ ﺍﻟﺒﺤﺚ‪ ،‬ﻭﻫﺬﻩ ﺍﻹﺷﻜﺎﻟﻴﺔ ﻫﻲ‪:‬‬
‫ﺍﳌﺪﻳﺮ ﺍﻟﻌﺎﻡ ﰲ ﺍﳌﺴﺘﺸﻔﻰ ﻫﻞ ﻳﻔﻀﻞ ﺃﻥ ﻳﻜﻮﻥ ﻃﺒﻴﺐ ﺃﻡ ﺇﺩﺍﺭﻱ؟ ﺇﻥ ﻫﺬﻩ ﺍﻹﺷﻜﺎﻟﻴﺔ ﻗﺎﻣﺖ ﺣﻮﳍﺎ ﰲ ﺍﳊﻘﻴﻘﺔ ﻋﺪﺓ ﺩﺭﺍﺳﺎﺕ ﻭﺗﻌﺪﺩﺕ‬
‫ﺣﻮﳍﺎ ﺍﻵﺭ ﺍﺀ ‪:‬‬
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‫ ﺍﻟﺮﺃﻱ ﺍﻷﻭﻝ‪ :‬ﻳﺮﻯ ﺃﺻﺤﺎﺑﻪ ﺿﺮﻭﺭﺓ ﺃﻥ ﺗﺴﻨﺪ ﺇﺩﺍﺭﺓ ﺍﳌﺴﺘﺸﻔﻰ ﺇﱃ ﻃﺒﻴﺐ ﻭﺣﺠﺘﻬﻢ ﰲ ﺫﻟﻚ‪:‬‬‫ ﺃﻥ ﺍﳌﺪﻳﺮ ﺍﻟﻄﺒﻴﺐ ﺃﻛﺜﺮ ﲡﺎﻭﺑﺎ ﻣﻊ ﺍﻟﻌﺎﻣﻠﲔ‪ ،‬ﻓﻬﻮ ﺍﻷﻗﺪﺭ ﻋﻠﻰ ﻓﻬﻢ ﻭﺟﻬﺔ ﻧﻈﺮ ﺍﳍﻴﺌﺔ ﺍﻟﻄﺒﻴﺔ ﻭﻋﻠﻰ ﺇﻗﻨﺎﻋﻬﻢ ﺑﺈﻣﻜﺎﻧﻴﺔ ﺗﻄﺒﻴﻖ ﻭﺟﻬﺔ ﻧﻈﺮ‬‫ﺍﻹﺩﺍﺭﺓ‪.‬‬
‫ ﺃﻧﻪ ﻳﻘﻠﻞ ﺍﻟﺼﺮﺍﻉ ﻋﻠﻰ ﺍﳍﺪﻑ‪ ،‬ﻓﺈﺳﻨﺎﺩ ﺇﺩﺍﺭﺓ ﺍﳌﺴﺘﺸﻔﻰ ﺇﱃ ﻃﺒﻴﺐ ﻳﻀﻤﻦ ﺇﻟﺘﺰﺍﻡ ﺍﳌﺪﻳﺮ ﺑﺄﻫﺪﺍﻑ ﺍﳌﺴﺘﺸﻔﻰ‪ ،‬ﻛﻤﺎ ﺃﻥ ﻭﺟﻮﺩ ﺍﻟﻄﺒﻴﺐ‬‫ﻋﻠﻰ ﺭﺃﺱ ﺟﻬﺎﺯ ﺍﻟﺴﻠﻄﺔ ﻳﻀﻤﻦ ﺃﻥ ﻳﻜﻮﻥ ﺍﻟﻨﺸﺎﻁ ﺍﻟﻄﱯ ﻫﻮ ﺍﳍﺪﻑ ﺍﻟﺮﺋﻴﺴﻲ ﻣﻦ ﺇﻗﺎﻣﺔ ﺍﳌﺴﺘﺸﻔﻰ‪.‬‬
‫ﻏﲑ ﺃﻥ ﻣﻌﻈﻢ ﺍﻷﻃﺒﺎﺀ ﻗﺪ ﻻ ﳝﻴﻠﻮﻥ ﺇﱃ ﻗﺒﻮﻝ ﺍﳌﺴﺆﻭﻟﻴﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺍﻟﱵ ﺗﺴﺘﻐﺮﻕ ﻭﻗﺘﻬﻢ ﺑﺄﻛﻤﻠﻪ‪ ،‬ﺇﻻ ﺃ‪‬ﻢ ﻗﺪ ﻳﻮﺍﻓﻘﻮﻥ ﻋﻠﻰ ﺍﻟﻘﻴﺎﻡ ﺑﺪﻭﺭ‬
‫ﺇﺩﺍﺭﻱ ﻟﺒﻌﺾ ﺍﻟﻮﻗﺖ‪.‬‬
‫ ﺍﻟـﺮﺃﻱ ﺍﻟﺜﺎﱐ‪ :‬ﻳﺮﻯ ﺃﺻﺤﺎﺑﻪ ﺿﺮﻭﺭﺓ ﺃﻥ ﺗﺴﻨﺪ ﺇﺩﺍﺭﺓ ﺍﳌﺴﺘﺸﻔﻰ ﺇﱃ ﺫﻭﻱ ﺍﻟﺘﻮﺟﻪ ﺍﻹﺩﺍﺭﻱ ﻭﺣﺠﺘﻬﻢ ﰲ ﺫﻟﻚ‪:‬‬‫ ﺃﻥ ﺑﻌﺾ ﺍﳌﻬﻨﻴﲔ )ﺍﻷﻃﺒﺎﺀ( ﳚﺪﻭﻥ ﻓﺮﺻﺘﻬﻢ ﰲ ﺍﻟﻨﺠﺎﺡ ﰲ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ ﺃﻛﺜﺮ ﻣﻦ ﺍﻟﻌﻤﻞ ﺍﻟﻄﱯ‪.‬‬‫‪ -‬ﺍﻟﺘﻮﺟﻪ ﺇﱃ ﺍﻟﺪﺭﺍﺳﺔ ﺍﳌﺘﺨﺼﺼﺔ ﻟﻠﻌﻠﻮﻡ ﺍﻹﺩﺍﺭﻳﺔ ﺍﻟﱵ ﻇﻬﺮﺕ ﺣﺪﻳﺜﺎ‪ ،‬ﻛﻌﻠﻢ ﺇﺩﺍﺭﺓ ﺍﳌﺴﺘﺸﻔﻴﺎﺕ‪.‬‬
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‫ﻭﳓﻦ ﻣﻦ ﺟﻬﺘﻨﺎ ﻧﻘﻮﻝ ﺃﻧﻪ ﺭﲟﺎ ﻳﻜﻮﻥ ﻣﻦ ﺍﻷﺟﺪﻯ ‪ -‬ﺣﺴﺐ ﺭﺃﻳﻨﺎ ﺍﻟﺸﺨﺼﻲ‪ -‬ﺃﻥ ﻳﻘﻮﻡ ﺍﻟﻄﺒﻴﺐ ﲟﻬﺎﻡ ﺍﻹﺩﺍﺭﺓ ﰲ ﺍﳌﺴﺘﺸﻔﻰ‪ ،‬ﺇﺫﺍ ﺗﻌﺰﺯﺕ‬
‫ﻛﻔﺎﺀﺗﻪ ﺍﻟﻄﺒﻴﺔ ﺑﺎﻟﻜﻔﺎﺀﺓ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﻷﻧﻪ ﺍﻷﻗﺪﺭ ﻋﻠﻰ ﺗﻔﻬﻢ ﺣﺎﺟﺎﺕ ﻭﻣﺸﻜﻼﺕ ﺍﻷﻃﺒﺎﺀ‪ ،‬ﻛﻮﻧﻪ ﳛﻤﻞ ﻧﻔﺲ ﺍﻟﻘﻴﻢ ﺍﳌﻬﻨﻴﺔ‪ ،‬ﺇﺿﺎﻓﺔ ﺇﱃ ﺧﱪﺗﻪ‬
‫ﺍﻹﺩﺍﺭﻳﺔ ﺍﻟﱵ ﲤﻜﻨﻪ ﻣﻦ ﺍﻟﺴﻴﻄﺮﺓ ﻋﻠﻰ ﺍﳌﺸﻜﻼﺕ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﺍﻷﻣﺮ ﺍﻟﺬﻱ ﻳﺴﺎﻋﺪﻩ ﻋﻠﻰ ﲢﻘﻴﻖ ﺍﻷﻫﺪﺍﻑ‪.‬‬
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‫ﺇﺯﺩﻭﺍﺟﻴﺔ ﺍﻟﺴﻠﻄﺔ ﰲ ﺍﳌﺴﺘﺸﻔﻴﺎﺕ ‪ :‬ﺍﳌﻔﻬﻮﻡ ﻭﺍﻹﺷﻜﺎﻟﻴﺔ‬
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‫ﻤﻠﺤﻕ ﺍﻟﺠﺩﺍﻭل ﻭﺍﻷﺸﻜﺎل ﺍﻟﺒﻴﺎﻨﻴﺔ‬
‫ﺍﻟﺸﻜﻞ ﺭﻗﻢ )‪ : (01‬ﺍﳌﺮﻛﺰ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻟﻨﺎﺋﺐ ﺍﳌﺪﻳﺮ ﺍﻟﻌﺎﻡ ﻭﻣﺴﺎﻋﺪ ﺍﳌﺪﻳﺮ ﺍﻟﻌﺎﻡ‬
‫ﺍﳌﺼﺪﺭ‪ :‬ﻋﻠﻲ ﺷﺮﻳﻒ ﻭﻣﻨﺎﻝ ﺍﻟﻜﺮﺩﻱ‪ ،‬ﻣﺮﺟﻊ ﺳﺎﺑﻖ‪ ،‬ﺹ ‪ ،353‬ﺑﺘﺼﺮﻑ ﺷﺪﻳﺪ‪.‬‬
‫ﻧﻮﻉ ﺍﻟﺴﻠﻄﺔ‬
‫ﺍﻟﺴﻠﻄﺔ ﺍﻟﺘﻨﻔﻴﺬﻳﺔ‬
‫ﺍﻟﺸﻜﻞ ﺭﻗﻢ )‪ : (02‬ﻣﺰﺍﻳـﺎ ﻭﻋﻴﻮﺏ ﺃﻧﻮﺍﻉ ﺍﻟﺴﻠﻄـﺔ‬
‫ﺍﻟﻌـﻴﻮﺏ‬
‫ﺍﳌـﺰﺍﻳﺎ‬
‫ ﻫﻲ ﻋﺐﺀ ﻋﻠﻰ ﻛﺎﻫﻞ ﺍﳌﺪﻳﺮﻳﻦ‪.‬‬‫ ﲢﺪﻳﺪ ﺣﺠﻢ ﺍﻟﺴﻠﻄﺔ ﺑﻮﺿﻮﺡ ﻭﺑﺴﺎﻃﺔ‪.‬‬‫ ﺗﺸﺠﻴﻊ ﻋﻠﻰ ﻣﻘﺎﻭﻣﺔ ﺍﻟﺴﻠﻄﺔ ﺍﻷﻋﻠﻰ‪.‬‬‫ ﺗﺸﺠﻴﻊ ﺍﳌﺪﻳﺮ ﻋﻠﻰ ﺍﻟﺘﺼﺮﻑ‪.‬‬‫ ﺗﺘﺠﺎﻫﻞ ﺳﻠﻄﺔ ﺍﳌﻌﺮﻓﺔ ﻭﺍﳋﱪﺓ ﻭﺍﻟﺘﺨﺼﺺ‪.‬‬‫‪ -‬ﺃﻛﺜﺮ ﺃﻧﻮﺍﻉ ﺍﻟﺴﻠﻄﺔ ﻓﻴﻬﺎ‪.‬‬
‫ ﺇﺗﺎﺣﺔ ﺍﻟﻔﺮﺻﺔ ﻟﻠﻤﺘﺨﺼﺼﲔ ﻟﺘﻘﺪﱘ ‪ -‬ﳝﻴﻞ ﺍﻹﺳﺘﺸﺎﺭﻳﻮﻥ ﻟﻠﺘﻤﺎﺩﻱ ﰲ ﺇﺳﺘﺨﺪﺍﻡ‬‫ﺳﻠﻄﺘﻬﻢ ﺍﻹﺳﺘﺸﺎﺭﻳﺔ‪.‬‬
‫ﺧﱪﺍ‪‬ﻢ‪.‬‬
‫ﺍﻟﺴﻠﻄﺔ‬
‫ ﻋﺪﻡ ﻓﻬﻢ ﺍﻹﺳﺘﺸﺎﺭﻳﲔ ﳊﺪﻭﺩﻫﻢ‪.‬‬‫ ﺗﺪﺭﻳﺐ ﺍﻟﺘﺨﺼﺼﺎﺕ ﺍﻟﺸﺎﺑﺔ ﻋﻠﻰ ﺍﻟﻌﻤﻞ‪.‬‬‫ﺍﻹﺳﺘﺸﺎﺭﻳﺔ‬
‫ ﺻﺮﺍﻉ ﺑﲔ ﺍﻟﺘﻨﻔﺬﻳﲔ ﻭﺍﻹﺳﺘﺸﺎﺭﻳﲔ‪.‬‬‫ ﺗﺴﺎﻋﺪ ﻋﻠﻰ ﺍﻹﺑﺘﻜﺎﺭ ﻭﺣﻞ ﺍﳌﺸﺎﻛﻞ‪.‬‬‫ ﲣﻔﻒ ﺍﻟﻌﺐﺀ ﻋﻠﻰ ﺍﻟﺘﻨﻔﻴﺬﻳﲔ‪.‬‬‫ ﻣﻌﻨﺎﻫﺎ ﻏﺎﻣﺾ ﻧﺴﺒﻴﺎ‪.‬‬‫ ﺗﺘﻴﺢ ﺍﻟﻔﺮﺻﺔ ﻟﺮﺑﻂ ﺍﳌﻨﻈﻤﺔ‪.‬‬‫ ﲡﻌﻞ ﺍﻟﻌﻼﻗﺎﺕ ﺃﻛﺜﺮ ﺗﻌﻘﺪﺍ‪.‬‬‫ﺍﻟﺴﻠﻄﺔ ﺍﻟﻮﻇﻴﻔﻴﺔ ‪ -‬ﺗﺴﺎﻋﺪ ﻋﻠﻰ ﺍﻟﺘﻨﺴﻴﻖ ﻭﺍﻟﺘﺤﻜﻢ‪.‬‬
‫ ﲢﺘﺎﺝ ﻣﺪﻳﺮﻳﻦ ﺫﻭﻱ ﻣﻬﺎﺭﺍﺕ ﻋﺎﻟﻴﺔ‪.‬‬‫ ﲣﻔﻒ ﻣﻦ ﺍﻟﻌﺐﺀ ﻋﻠﻰ ﺍﻟﺘﻨﻔﻴﺬﻳﲔ‪.‬‬‫ﺍﳌﺼﺪﺭ‪ :‬ﺃﲪﺪ ﻣﺎﻫﺮ‪" ،‬ﺍﻟﺘﻨﻈﻴﻢ‪ :‬ﺍﻟﺪﻟﻴﻞ ﺍﻟﻌﻤﻠﻲ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﺎﻛﻞ ﻭﺍﳌﻤﺎﺭﺳﺎﺕ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ"‪ ،‬ﺍﻟﺪﺍﺭ ﺍﳉﺎﻣﻌﻴﺔ‪ ،‬ﺍﻹﺳﻜﻨﺪﺭﻳﺔ‪ ،‬ﺹ ‪.96‬‬
‫‪240‬‬
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‫ﳎﻠﺔ ﺍﻟﺒﺎﺣﺚ ‪ -‬ﻋﺪﺩ ‪2010-2009 / 07‬‬
‫ﺍﻟﺸﻜﻞ ﺭﻗﻢ )‪ :(03‬ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻟﻠﻤﺆﺳﺴﺔ ﺍﻹﺳﺘﺸﻔﺎﺋﻴﺔ ﺍﻟﻌﻤﻮﻣﻴﺔ ﺑﺘﻘﺮﺕ – ﻭﻻﻳﺔ ﻭﺭﻗﻠﺔ ‪-‬‬
‫ﺍﳌﺪﻳﺮ‬
‫ﺃﻣﺎﻧﺔ ﺍﳌﺪﻳﺮ‬
‫ﺍﳌﺪﻳﺮﻳﺔ ﺍﻟﻔﺮﻋﻴﺔ‬
‫ﻟﻠﺸﻮﺅﻥ ﺍﻹﻗﺘﺼﺎﺩﻳﺔ‬
‫ﺍﳌﺪﻳﺮﻳﺔ ﺍﻟﻔﺮﻋﻴﺔ‬
‫ﻟﻺﺩﺍﺭﺓ ﻭﺍﻟﻮﺳﺎﺋﻞ‬
‫ﺍﳌﺪﻳﺮﻳﺔ ﺍﻟﻔﺮﻋﻴﺔ‬
‫ﻟﻠﻨﺸﺎﻃﺎﺕ ﺍﻟﺼﺤﻴﺔ‬
‫ﻣﻜﺘﺐ ﺍﳌﻨﺸﺂﺕ‬
‫ﻭﺍﻟﺘﺠﻬﻴﺰ‬
‫ﻣﻜﺘﺐ ﺗﺴﻴﲑ ﺍﳌﻮﺍﺭﺩ‬
‫ﺍﻟﺒﺸﺮﻳﺔ ﻭﺍﳌﻨﺎﺯﻋﺎﺕ‬
‫ﻣﻜﺘﺐ ﺍﻹﺗﺼﺎﻝ‬
‫ﻣﻜﺘﺐ ﺍﳌﺼﺎﱀ‬
‫ﺍﻹﻗﺘﺼﺎﺩﻳﺔ‬
‫ﻣﻜﺘﺐ ﺍﳌﻴﺰﺍﻧﻴﺔ‬
‫ﻭﺍﶈﺎﺳﺒﺔ‬
‫ﻣﻜﺘﺐ ﺍﻟﻮﻗﺎﻳﺔ‬
‫ﻣﻜﺘﺐ ﺍﻟﺘﻜﺎﻟﻴﻒ‬
‫ﺍﻟﺼﺤﻴﺔ‬
‫ﻣﻜﺘﺐ ﺍﻹﻋﻼﻡ‬
‫ﻭﺍﻹﺗﺼﺎﻝ‬
‫ﻣﻜﺘﺐ ﺗﻘﻴﻴﻢ‬
‫ﺍﻟﻨﺸﺎﻃﺎﺕ ﺍﻟﺼﺤﻴﺔ‬
‫ﻭﺍﻟﻌﻼﺝ‬
‫ﺍﳌﺼﺪﺭ‪ :‬ﺍﳌﺪﻳﺮﻳﺔ ﺍﻟﻔﺮﻋﻴﺔ ﻟﻺﺩﺍﺭﺓ ﻭﺍﻟﻮﺳﺎﺋﻞ ﻟﻠﻤﺆﺳﺴﺔ‪.‬‬
‫‪241‬‬
‫ﺇﺯﺩﻭﺍﺟﻴﺔ ﺍﻟﺴﻠﻄﺔ ﰲ ﺍﳌﺴﺘﺸﻔﻴﺎﺕ ‪ :‬ﺍﳌﻔﻬﻮﻡ ﻭﺍﻹﺷﻜﺎﻟﻴﺔ‬
‫_________________________________________________________________________________________________________________‬
‫ﺍﻹﺣﺎﻻﺕ ﻭﺍﳌﺮﺍﺟﻊ‪:‬‬
‫‪ -1‬ﻗﻴﺲ ﳏﻤﺪ ﺍﻟﻌﺒﻴﺪﻱ‪" ،‬ﺍﻟﺘﻨﻈﻴﻢ‪ :‬ﺍﳌﻔﻬﻮﻡ ﻭﺍﻟﻨﻈﺮﻳﺎﺕ ﻭﺍﳌﺒﺎﺩﺉ"‪ ،‬ﻣﻄﺎﺑﻊ ﺭﻭﻳﺎﻝ‪ ،‬ﺍﻹﺳﻜﻨﺪﺭﻳﺔ‪ ،1997 ،‬ﺹ ‪.174‬‬
‫‪2-Bernoux.p et autres," les nouvelles approches sociologique des organisations",‬‬
‫‪Ed Seuil, paris, 1996, p 50.‬‬
‫‪ -3‬ﳏﻤﺪ ‪‬ﺠﺖ ﺟﺎﺩ ﺍﷲ ﻛﺸﻚ‪" ،‬ﺍﳌﻨﻈﻤﺎﺕ ﻭﺃﺳﺲ ﺇﺩﺍﺭ‪‬ﺎ"‪ ،‬ﺍﳌﻜﺘﺐ ﺍﳉﺎﻣﻌﻲ ﺍﳊﺪﻳﺚ‪ ،‬ﺍﻹﺳﻜﻨﺪﺭﻳﺔ‪ ، 2003 ،‬ﺹ‪.225‬‬
‫‪ -4‬ﻋﺒﺪ ﺍﻟﻐﻔﺎﺭ ﺣﻨﻔﻲ‪" ،‬ﺃﺳﺎﺳﻴﺎﺕ ﺇﺩﺍﺭﺓ ﺍﳌﻨﻈﻤﺎﺕ"‪ ،‬ﺍﳌﻜﺘﺐ ﺍﻟﻌﺮﰊ ﺍﳊﺪﻳﺚ‪ ،‬ﺍﻹﺳﻜﻨﺪﺭﻳﺔ‪ ،1997 ،‬ﺹ ‪.291‬‬
‫‪-5‬ﻓﺎﺭﻭﻕ ﻣﺪﺍﺱ‪"،‬ﺗﻨﻈﻴﻢ ﻭﻋﻼﻗﺎﺕ ﺍﻟﻌﻤﻞ ﺑﲔ ﺍﻟﻔﺌﺎﺕ ﺍﻟﺴﻮﺳﻴﻮﻣﻬﻨﻴﺔ"‪ ،‬ﺭﺳﺎﻟﺔ ﻣﺎﺟﺴﺘﲑ ﻏﲑ ﻣﻨﺸﻮﺭﺓ‪ ،‬ﺟﺎﻣﻌﺔ ﺍﳉﺰﺍﺋﺮ‪،‬‬
‫‪ ،2001/2000‬ﺹ ‪.48‬‬
‫‪6-Lafaye.C," la sociologie des organisations", Ed Nathan, Paris, 1996, P 43.‬‬
‫‪ -7‬ﳏﻤﺪ ﺳﻌﻴﺪ ﻋﺒﺪ ﺍﻟﻔﺘﺎﺡ ﻭﳏﻤﺪ ﻓﺮﻳﺪ ﺍﻟﺼﺤﻦ‪" ،‬ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﺎﻣﺔ‪ :‬ﺍﳌﺒﺎﺩﺉ ﻭﺍﻟﺘﻄﺒﻴﻖ"‪ ،‬ﺍﻟﺪﺍﺭ ﺍﳉﺎﻣﻌﻴﺔ‪ ،‬ﺍﻹﺳﻜﻨﺪﺭﻳﺔ‪،2003 ،‬‬
‫ﺹ‪.296‬‬
‫‪ -8‬ﺟﻼﻝ ﺇﺑﺮﺍﻫﻴﻢ ﺍﻟﻌﺒﺪ‪" ،‬ﺇﺩﺍﺭﺓ ﺍﻷﻋﻤﺎﻝ‪ :‬ﻣﺪﺧﻞ ﺇﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﻭﺑﻨﺎﺀ ﺍﳌﻬﺎﺭﺍﺕ"‪ ،‬ﺩﺍﺭ ﺍﳉﺎﻣﻌﺔ ﺍﳉﺪﻳﺪﺓ‪ ،‬ﺍﻹﺳﻜﻨﺪﺭﻳﺔ‪ ،2003 ،‬ﺹ‬
‫‪207.‬‬
‫‪ -9‬ﻗﻴﺲ ﳏﻤﺪ ﺍﻟﻌﺒﻴﺪﻱ‪ ،‬ﺍﳌﺮﺟﻊ ﺍﻟﺴﺎﺑﻖ‪ ،‬ﺹ ‪196.‬‬
‫‪ -10‬ﻧﻔﺲ ﺍﳌﺮﺟﻊ‪ ،‬ﺹ ‪.197‬‬
‫‪ -11‬ﻋﻠﻲ ﺷﺮﻳﻒ ﻭﻣﻨﺎﻝ ﺍﻟﻜﺮﺩﻱ‪" ،‬ﺃﺳﺎﺳﻴﺎﺕ ﺗﻨﻈﻴﻢ ﻭﺇﺩﺍﺭﺓ ﺍﻷﻋﻤﺎﻝ"‪ ،‬ﺍﻟﺪﺍﺭ ﺍﳉﺎﻣﻌﻴﺔ‪ ،‬ﺍﻹﺳﻜﻨﺪﺭﻳﺔ‪ ،‬ﺩﻭﻥ ﺳﻨﺔ ﺍﻟﻨﺸﺮ‪ ،‬ﺹ ‪.351‬‬
‫‪ -12‬ﺟﻼﻝ ﺇﺑﺮﺍﻫﻴﻢ ﺍﻟﻌﺒﺪ‪ ،‬ﺍﳌﺮﺟﻊ ﺍﻟﺴﺎﺑﻖ‪ ،‬ﺹ ‪208.‬‬
‫‪ -13‬ﻋﻠﻲ ﺷﺮﻳﻒ ﻭﻣﻨﺎﻝ ﺍﻟﻜﺮﺩﻱ‪ ،‬ﺍﳌﺮﺟﻊ ﺍﻟﺴﺎﺑﻖ‪ ،‬ﺹ ﺹ ‪352. ،351‬‬
‫‪ -14‬ﻧﻔﺲ ﺍﳌﺮﺟﻊ‪ ،‬ﺹ ‪354.‬‬
‫‪ -15‬ﺟﻼﻝ ﺇﺑﺮﺍﻫﻴﻢ ﺍﻟﻌﺒﺪ‪ ،‬ﺍﳌﺮﺟﻊ ﺍﻟﺴﺎﺑﻖ‪ ،‬ﺹ ﺹ ‪209. ،208‬‬
‫‪ -16‬ﺻﻼﺡ ﺍﻟﺸﻨﻮﺍﱐ‪"،‬ﺍﻟﺘﻨﻈﻴﻢ ﻭﺍﻹﺩﺍﺭﺓ ﰲ ﻗﻄﺎﻉ ﺍﻷﻋﻤﺎﻝ‪ :‬ﻣﺪﺧﻞ ﺍﳌﺴﺆﻭﻟﻴﺔ ﺍﻹﺟﺘﻤﺎﻋﻴﺔ"‪ ،‬ﻣﺮﻛﺰ ﺍﻹﺳﻜﻨﺪﺭﻳﺔ ﻟﻠﻜﺘﺎﺏ‪،‬‬
‫ﺍﻹﺳﻜﻨﺪﺭﻳﺔ‪ ،1999 ،‬ﺹ ‪.625‬‬
‫‪ -17‬ﻧﻔﺲ ﺍﳌﺮﺟﻊ‪ ،‬ﺹ ‪625.‬‬
‫‪ -18‬ﺃﲪﺪ ﻣﺎﻫﺮ‪ ،‬ﺍﳌﺮﺟﻊ ﺍﻟﺴﺎﺑﻖ‪ ،‬ﺹ ‪96.‬‬
‫‪ -19‬ﳏﻤﺪ ‪‬ﺠﺖ ﺟﺎﺩ ﺍﷲ ﻛﺸﻚ‪ ،‬ﺍﳌﺮﺟﻊ ﺍﻟﺴﺎﺑﻖ‪ ،‬ﺹ ‪227.‬‬
‫‪ -20‬ﺑﻮﻣﻌﺮﺍﻑ ﺇﻟﻴﺎﺱ‪" ،‬ﺩﻭﺭ ﳏﺎﺳﺒﺔ ﺍﻟﺘﻜﺎﻟﻴﻒ ﺍﻹﺳﺘﺸﻔﺎﺋﻴﺔ ﰲ ﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻰ ﺍﳌﺴﺘﺸﻔﻴﺎﺕ ﺍﻟﻌﻤﻮﻣﻴﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ"‪ ،‬ﻣﺬﻛﺮﺓ ﻣﻘﺪﻣﺔ ﻟﻨﻴﻞ‬
‫ﺷﻬﺎﺩﺓ ﺍﳌﺎﺟﺴﺘﲑ‪ ،‬ﺟﺎﻣﻌﺔ ﺳﻄﻴﻒ‪ ،2000/1999 ،‬ﺹ ‪.02‬‬
‫‪ -21‬ﺻﻼﺡ ﳏﻤﻮﺩ ﺫﻳﺎﺏ‪ ،‬ﻭﺭﻗﺔ ﲝﺜﻴﺔ ﺑﻌﻨﻮﺍﻥ‪" :‬ﺩﺭﺟﺔ ﺍﻟﺮﺿﺎ ﺍﻟﻮﻇﻴﻔﻲ ﻟﺪﻯ ﺍﻷﻃﺒﺎﺀ ﺍﻟﻌﺎﻣﻠﲔ ﰲ ﻣﺴﺘﺸﻔﻰ ﺍﻟﺒﺸﲑ ﺍﳊﻜﻮﻣﻲ"‪ ،‬ﺍﳌﺆﲤﺮ‬
‫ﺍﻟﻌﺮﰊ ﺍﻟﺜﺎﱐ ﰲ ﺍﻹﲡﺎﻫﺎﺕ ﺍﳊﺪﻳﺜﺔ ﰲ ﺇﺩﺍﺭﺓ ﺍﳌﺴﺘﺸﻔﻴﺎﺕ ﺍﻟﻌﺮﺑﻴﺔ‪ 29/27 ،‬ﺳﺒﺘﻤﱪ ‪ ،2003‬ﺍﳌﻨﻈﻤﺔ ﺍﻟﻌﺮﺑﻴﺔ ﻟﻠﺘﻨﻤﻴﺔ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﺍﻟﻘﺎﻫﺮﺓ‪،‬‬
‫ﺹ ‪83.‬‬
‫‪ -22‬ﻋﺒﺪ ﺍﷲ ﳏﻤﺪ ﻋﺒﺪ ﺍﻟﺮﲪﺎﻥ‪" ،‬ﻣﻌﻮﻗﺎﺕ ﺍﻟﺒﻨﺎﺀ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻟﻠﻤﺴﺘﺸﻔﻰ‪ :‬ﺩﺭﺍﺳﺔ ﻣﻴﺪﺍﻧﻴﺔ ﰲ ﻋﻠﻢ ﺍﻻﺟﺘﻤﺎﻉ ﺍﻟﻄﱯ"‪ ،‬ﺩﺍﺭ ﺍﳌﻌﺮﻓﺔ‬
‫ﺍﳉﺎﻣﻌﻴﺔ‪ ،‬ﺍﻹﺳﻜﻨﺪﺭﻳﺔ‪.1990 ،‬‬
‫‪ -23‬ﻏﺎﺯﻱ ﻓﺮﺣﺎﻥ‪" ،‬ﺧﺪﻣﺎﺕ ﺍﻹﻳﻮﺍﺀ ﰲ ﺍﳌﺴﺘﺸﻔﻴﺎﺕ"‪ ،‬ﺩﺍﺭ ﺍﻟﺰﻫﺮﺍﻥ‪ ،‬ﻋﻤﺎﻥ‪ ،1999 ،‬ﺹ ‪.06‬‬
‫‪ -24‬ﻧﻔﺲ ﺍﳌﺮﺟﻊ‪ ،‬ﺹ ‪.06‬‬
‫‪ -25‬ﺃﺭﻭﻱ ﻣﺼﻄﻔﻰ ﺃﲪﺪ ﺳﻴﻒ‪" ،‬ﳕﻂ ﺍﻟﺴﻠﻄﺔ ﻭﺩﻭﺭﻫﺎ ﰲ ﺍﻟﻌﻼﻗﺎﺕ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﰲ ﺍﳌﺴﺘﺸﻔﻴﺎﺕ"‪ ،‬ﺭﺳﺎﻟﺔ ﻣﺎﺟﺴﺘﲑ ﻏﲑ ﻣﻨﺸﻮﺭﺓ‪،‬‬
‫ﻛﻠﻴﺔ ﺍﻟﺪﺭﺍﺳﺎﺕ ﺍﻟﻌﻠﻴﺎ‪ ،‬ﺍﳉﺎﻣﻌﺔ ﺍﻷﺭﺩﻧﻴﺔ‪ ،1996 ،‬ﺹ ﺹ ‪15. ،14‬‬
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‫ﳎﻠﺔ ﺍﻟﺒﺎﺣﺚ ‪ -‬ﻋﺪﺩ ‪2010-2009 / 07‬‬
‫‪ -26‬ﺃﲪﺪ ﻣﺎﻫﺮ‪" ،‬ﺇﺩﺍﺭﺓ ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ"‪ ،‬ﺍﻟﻄﺒﻌﺔ ﺍﻟﺜﺎﻧﻴﺔ‪ ،‬ﻣﺮﻛﺰ ﺍﻟﺘﻨﻤﻴﺔ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﻛﻠﻴﺔ ﺍﻟﺘﺠﺎﺭﺓ‪ ،‬ﺟﺎﻣﻌﺔ ﺍﻹﺳﻜﻨﺪﺭﻳﺔ‪ ،1995 ،‬ﺹ‬
‫‪.31‬‬
‫‪ -27‬ﻫﻠﲔ ﺗﻮﻣﺎﺱ ﻭ ﺩﺍﻓﻴﺪ ﻫﻨﺠﲑ‪"،‬ﺍﻹﺩﺍﺭﺓ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ"‪ ،‬ﺗﺮﲨﺔ‪ :‬ﻋﺒﺪ ﺍﳊﻤﻴﺪ ﻣﺮﺳﻲ ﻭﺁﺧﺮﻭﻥ‪ ،‬ﻣﻌﻬﺪ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﺎﻣﺔ‪ ،‬ﺍﻟﻘﺎﻫﺮﺓ‪،‬‬
‫‪ ،1990‬ﺹ ‪.40‬‬
‫‪ -28‬ﻧﻔﺲ ﺍﳌﺮﺟﻊ‪ ،‬ﺹ ‪.51‬‬
‫‪ -29‬ﺣﺴﺎﻥ ﳏﻤﺪ ﻧﺬﻳﺮ ﺣﺮﺳﺘﺎﱐ‪" ،‬ﺇﺩﺍﺭﺓ ﺍﳌﺴﺘﺸﻔﻴﺎﺕ"‪ ،‬ﻣﻌﻬﺪ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﺎﻣﺔ‪ ،‬ﺍﻟﺴﻌﻮﺩﻳﺔ‪ ،1990 ،‬ﺹ ‪.63‬‬
‫‪ -30‬ﻓﺎﺭﻭﻕ ﻣﺪﺍﺱ‪ ،‬ﺍﳌﺮﺟﻊ ﺍﻟﺴﺎﺑﻖ‪ ،‬ﺹ ‪.52‬‬
‫‪31-Bolman. L, "Repensez les Organisations", Ed Maxima, Paris, 1996, P 164.‬‬
‫‪32-Debonafos.G, "Les Identités Sociales des Techniciens", Information et‬‬
‫‪Emploi, Revue Trimestrielle, N°56, Ed Centre de Recherche sur la Qualification,‬‬
‫‪Paris, Octobre 1996, PP 55,56.‬‬
‫‪33-Sekiou et autres,"Gestion des Ressources Humaines", Deboek, Université de‬‬
‫‪Canada, 1993, P 390.‬‬
‫‪ -34‬ﺃﺭﻭﻱ ﻣﺼﻄﻔﻰ ﺃﲪﺪ ﺳﻴﻒ‪ ،‬ﺍﳌﺮﺟﻊ ﺍﻟﺴﺎﺑﻖ‪ ،‬ﺹ ﺹ ‪.36 ،35‬‬
‫‪ -35‬ﺍﳌﺮﺳﻮﻡ ﺍﻟﺘﻨﻔﻴﺬﻱ ﺭﻗﻢ ‪ 106-91‬ﺍﳌﺆﺭﺥ ﰲ ‪ ،1991/04/27‬ﻭﺍﳌﺘﻀﻤﻦ ﺍﻟﻘﺎﻧﻮﻥ ﺍﻷﺳﺎﺳﻲ ﺍﳋﺎﺹ ﺑﺎﳌﻤﺎﺭﺳﲔ ﺍﻟﻄﺒﻴﲔ‬
‫ﻭﺍﳌﺘﺨﺼﺼﲔ ﰲ ﺍﻟﺼﺤﺔ ﺍﻟﻌﻤﻮﻣﻴﺔ‪.‬‬
‫‪ -36‬ﺍﳌﺮﺳﻮﻡ ﺍﻟﺘﻨﻔﻴﺬﻱ ﺭﻗﻢ ‪ 108-91‬ﺍﳌﺆﺭﺥ ﰲ ‪ ،1991/04/27‬ﻭﺍﳌﺘﻀﻤﻦ ﺍﻟﻘﺎﻧﻮﻥ ﺍﻷﺳﺎﺳﻲ ﺍﳋﺎﺹ ﲟﺪﻳﺮﻱ ﺍﻹﺩﺍﺭﺓ ﺍﻟﺼﺤﻴﺔ‪.‬‬
‫‪ -37‬ﺍﳌﺮﺳﻮﻡ ﺍﻟﺘﻨﻔﻴﺬﻱ ﺭﻗﻢ ‪ 466-97‬ﺍﳌﺆﺭﺥ ﰲ ‪ ،1997/12/02‬ﺍﶈﺪﺩ ﻟﻘﻮﺍﻋﺪ ﺇﻧﺸﺎﺀ ﺍﻟﻘﻄﺎﻋﺎﺕ ﺍﻟﺼﺤﻴﺔ‪ ،‬ﺗﻨﻈﻴﻤﻬﺎ ﻭﺗﺴﻴﲑﻫﺎ‪.‬‬
‫‪ -38‬ﺃﺭﻭﻱ ﻣﺼﻄﻔﻰ ﺃﲪﺪ ﺳﻴﻒ‪ ،‬ﺍﳌﺮﺟﻊ ﺍﻟﺴﺎﺑﻖ‪ ،‬ﺹ ﺹ ‪.36 ،35‬‬
‫‪ -39‬ﻧﻔﺲ ﺍﳌﺮﺟﻊ‪ ،‬ﺹ ﺹ ‪.36 ،35‬‬
‫‪243‬‬