‫ﺧﻼﺻﺔ ﻛﺘﺎﺏ‬

‫ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‬

‫)ﺭﺍﻫﻨﻤﺎﻱ ﻋﻤﻞ(‬

‫ﻣﺎﻳﻜﻞ ﺁﺭﻣﺴﺘﺮﺍﻧﮓ‬

‫ﻣﺘﺮﺟﻤﺎﻥ‪ :‬ﺩﻛﺘﺮ ﺳﻴﺪﻣﺤﻤﺪ ﺍﻋﺮﺍﺑﻲ‬

‫ﺩﺍﻭﺩ ﺍﻳﺰﺩﻱ‬

‫ﺩﻓﺘﺮ ﭘﮋﻭﻫﺸﻬﺎﻱ ﻓﺮﻫﻨﮕﻲ‬

‫‪١٣٨١‬‬
‫‪2‬‬ ‫ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ‪/‬‬

‫ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‬

‫ﻣﻘﺪﻣﻪ‬
‫ﻣﻔﺎﻫﻴﻢ ﻭ ﺗﺌﻮﺭﻳﻬﺎﻱ ﻣﺪﻳﺮﻳﺖ ﺭﺍ ﻣﻲﺗﻮﺍﻥ ﺑﺮﺍﺳﺎﺱ ﻣﻮﺿﻮﻉ ﺩﺳﺘﻪﺑﻨﺪﻱ ﻛﺮﺩ‪ .‬ﺍﻧﺴﺎﻥ ﻣﻮﺿﻮﻋﻲ ﺍﺳﺖ ﻛـﻪ ﺩﺭ‬
‫ﻛﺎﻧﻮﻥ ﺗﻮﺟﻪ ﻧﮕﺮﺵ ﺭﻭﺍﺑﻂ ﺍﻧﺴﺎﻧﻲ ﺩﺭ ﻣﺪﻳﺮﻳﺖ ﻗﺮﺍﺭ ﻣﻲﮔﻴﺮﺩ‪ .‬ﺍﻳﻦ ﻧﮕﺮﺵ ﺑﻪ ﺩﻭ ﺷﺎﺧﻪ ﺍﺻﻠﻲ )ﺍﻣﺎ ﻣﺮﺗﺒﻂ ﻭ‬
‫ﻣﻜﻤﻞ ﻳﻜﺪﻳﮕﺮ( ﺑﻪ ﻧﺎﻡﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﺭﻓﺘﺎﺭ ﺳﺎﺯﻣﺎﻧﻲ ﻭ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺗﻘﺴﻴﻢ ﻣﻲﺷﻮﺩ‪.‬‬
‫ﺷﻨﺎﺧﺖ ﻭ ﺗﻐﻴﻴﺮ ﺭﻓﺘﺎﺭ ﻓﺮﺩﻱ‪ ،‬ﮔﺮﻭﻫﻲ ﻭ ﺳﺎﺯﻣﺎﻧﻲ ﺩﺭ ﺣﻮﺯﺓ ﻣﺪﻳﺮﻳﺖ ﺭﻓﺘﺎﺭ ﺳﺎﺯﻣﺎﻧﻲ ﻗـﺮﺍﺭ ﻣـﻲﮔﻴـﺮﺩ‪.‬‬
‫ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‪ ،‬ﺍﻧﺴﺎﻥ ﺭﺍ ﺑﻪ ﻋﻨﻮﺍﻥ ﻳﻚ ﻋﺎﻣﻞ ﺣﻴﺎﺗﻲ ﻭ ﻣﻤﺘـﺎﺯ ﺑـﺮﺍﻱ ﺑﻘـﺎ‪ ،‬ﺭﺷـﺪ‪ ،‬ﺭﻗﺎﺑـﺖ ﻭ ﺑﺮﺗـﺮﻱ‬
‫ﺳﺎﺯﻣﺎﻧﻲ ﻣﺪ ﻧﻈﺮ ﻗﺮﺍﺭ ﻣﻲﺩﻫﺪ‪.‬‬
‫ﺍﻳﻦ ﻛﺘﺎﺏ ﺗﺮﺟﻤﻪ ﻛﺎﻣﻠﻲ ﺍﺯ ﻛﺘﺎﺏ ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺍﺛﺮ ﻣﺎﻳﻜﻞ ﺁﺭﻣﺴﺘﺮﺍﻧﮓ ﻣﻲﺑﺎﺷـﺪ‪.‬‬
‫ﻣﺤﺘﻮﺍﻱ ﺁﻥ ﻋﺒﺎﺭﺕ ﺍﺳﺖ ﺍﺯ‪:‬‬
‫ﺑﺨﺶ ‪ -١‬ﻣﻔﻬﻮﻡ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‬
‫ﺑﺨﺶ ‪ -٢‬ﺭﻭﺵﻫﺎﻱ ﻃﺮﺍﺣﻲ ﻭ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‬
‫ﺑﺨﺶ ‪ -٣‬ﻣﻔﻬﻮﻡ ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‬
‫ﺑﺨﺶ ‪ -٤‬ﻓﺮﺁﻳﻨﺪ ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‬
‫ﺑﺨﺶ ‪ -٥‬ﻃﺮﺍﺣﻲ ﻭ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‬
‫ﺑﺨﺶ ‪ -٦‬ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺩﺭ ﻋﻤﻞ‬
‫ﺑﺨﺶ ‪ -٧‬ﻧﻘﺶ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺩﺭ ﻣﻮﻓﻘﻴﺖ ﺳﺎﺯﻣﺎﻥ‬
‫ﺑﺨﺶ ‪ -٨‬ﻧﻘﺶ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻛﺎﺭﻛﺮﺩ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‬
‫ﺑﺨﺶ ‪ -٩‬ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﺗﻮﺳﻌﻪ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‬
‫ﺑﺨﺶ ‪ -١٠‬ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﻓﺮﻫﻨﮓ‬
‫ﺑﺨﺶ ‪ -١١‬ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﺗﻐﻴﻴﺮ‬
‫ﺑﺨﺶ ‪ -١٢‬ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﺗﻮﺳﻌﻪ ﺭﻭﺍﺑﻂ ﻛﺎﺭﻱ‬
‫ﺑﺨﺶ ‪ -١٣‬ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﺟﺬﺏ ﻛﺎﺭﻛﻨﺎﻥ‬
‫ﺑﺨﺶ ‪ -١٤‬ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﻋﻤﻠﻜﺮﺩ‬
‫ﺑﺨﺶ ‪ -١٥‬ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﺗﻮﺳﻌﻪ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‬
‫ﺑﺨﺶ ‪ -١٦‬ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﭘﺎﺩﺍﺵ‬
‫ﺑﺨﺶ ‪ -١٧‬ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﺭﻭﺍﺑﻂ ﻛﺎﺭﻛﻨﺎﻥ‬
‫ﺑﺨﺶ ‪ -١٨‬ﺟﻤﻊ ﺑﻨﺪﻱ‬
‫‪3‬‬ ‫ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ‪/‬‬

‫ﺑﺨﺶ ‪١‬‬
‫ﻣﻔﻬﻮﻡ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‬
‫ﺩﺳﺖ ﺍﻧﺪﺭﻛﺎﺭﺍﻥ ﺍﻣﻮﺭ ﺑﺨﺸﻲ ﺍﺯ ﻣﻔﻬـﻮﻡ ﻣـﺪﻳﺮﻳﺖ ﻣﻨـﺎﺑﻊ ﺍﻧـﺴﺎﻧﻲ ‪Human Resource Management‬‬
‫)‪ (HRM‬ﺭﺍ ﺩﺭﻙ ﻛﺮﺩﻩ ﻭ ﺗﻼﺵ ﻛﺮﺩﻩﺍﻧﺪ ﺑﻪ ﺩﻻﻳﻞ ﻣﺨﺘﻠﻒ ﺁﻥ ﺭﺍ ﺑﻪ ﺍﺟﺮﺍ ﮔﺬﺍﺭﻧـﺪ‪ .‬ﺑﺮﺧـﻲ ﺍﺯ ﺩﻻﻳـﻞ ﺁﻧﻬـﺎ‬
‫ﻋﺒﺎﺭﺕ ﺍﺳﺖ ﺍﺯ‪:‬‬
‫ﺍﺳﺎﺳﺎ" ﻣﻌﺘﻘﺪﻧﺪ ﻛﻪ ‪ HRM‬ﺭﻭﺵ ﺻﺤﻴﺢ ﻭ ﺩﺭﺳﺖ ﺍﺩﺍﺭﻩ ﻛﺎﺭﻛﻨﺎﻥ ﺍﺳﺖ‪.‬‬ ‫•‬
‫ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺩﺭﺳﺖ ﺑﺎ ﺁﻧﭽﻪ ﻛﻪ ﺩﺭ ﺳﺎﺯﻣﺎﻥﻫـﺎ ﺭﻭﻱ ﻣـﻲﺩﻫـﺪ ﻣﻄﺎﺑﻘـﺖ ﺩﺍﺭﺩ‪ ،‬ﭼـﻪ ﺍﺯ‬ ‫•‬
‫ﺣﻴﺜﺖ ﺭﻗﺎﺑﺘﻲ ﺑﻮﺩﻥ‪ ،‬ﭼﻪ ﺍﺯ ﺣﻴﺚ ﺍﻓﺰﻭﺩﻥ ﺍﺭﺯﺵ ﻭ ﭼﻪ ﺍﺯ ﺣﻴﺚ ﻣﺪﻳﺮﻳﺖ ﻛﺎﺭﺍ‪.‬‬
‫‪ HRM‬ﻓﻜﺮ ﻭ ﺍﻳﺪﻩﺍﻱ ﺟﺪﻳﺪ ﺍﺳﺖ ﻛﻪ ﻧﻮﻳﺴﻨﺪﮔﺎﻥ ﻭ ﻣﺸﺎﻭﺭﺍﻥ ﺁﻥ ﺭﺍ ﺑـﻪ ﻃـﺮﺯﻱ ﺁﺭﺍﺳـﺘﻪ ﻭ ﺟـﺬﺍﺏ‬ ‫•‬
‫ﻣﻌﺮﻓﻲ ﻭ ﻋﺮﺿﻪ ﻣﻲﻛﻨﻨﺪ‪.‬‬
‫ﻣﻔﻬﻮﻡ ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺑﺮﻧﻔﺶ ﻣﻬـﻢ ﻣـﺪﻳﺮﻳﺖ ﻣﻨـﺎﺑﻊ ﺍﻧـﺴﺎﻧﻲ ﺍﺳـﺘﻮﺍﺭ ﺍﺳـﺖ ﻛـﻪ‬
‫ﺑﺮﻣﺎﻫﻴﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻭ ﺑﺮ ﻳﻜﭙﺎﺭﭼﻪ ﺷﺪﻥ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺑﺎ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺷﺮﻛﺖ ﺗﺄﻛﻴﺪ‬
‫ﻣﻲﻛﻨﺪ‪.‬‬
‫ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻭ ﻣﺴﺎﺋﻞ ﻫﻤﺮﺍﻩ ﺁﻥ ﺗﺤﺖ ﻋﻨﺎﻭﻳﻦ ﺯﻳﺮ ﻣﻮﺭﺩ ﺑﺤﺚ ﻭ ﺑﺮﺭﺳﻲ ﻗﺮﺍﺭ ﻣﻲﮔﻴﺮﺩ‪.‬‬
‫ﺗﻌﺮﻳﻒ ‪HRM‬‬ ‫•‬
‫ﺟﻨﺒﻪﻫﺎﻱ ﺳﺨﺖ ﻭ ﻧﺮﻡ ‪HRM‬‬ ‫•‬
‫ﺍﻫﺪﺍﻑ ‪HRM‬‬ ‫•‬
‫ﺗﻮﺳﻌﺔ ﻣﻔﻬﻮﻡ ‪HRM‬‬ ‫•‬
‫ﻭﻳﮋﮔﻲﻫﺎﻱ ‪HRM‬‬ ‫•‬
‫ﻧﻘﺪﻫﺎﻳﻲ ﺑﻪ ‪HRM‬‬ ‫•‬
‫‪ HRM‬ﻭ ﻣﺪﻳﺮﻳﺖ ﻛﺎﺭﻛﻨﺎﻥ‬ ‫•‬
‫ﻭﺍﻛﻨﺶﻫﺎ ﺑﻪ ‪HRM‬‬ ‫•‬
‫ﻓﻌﺎﻟﻴﺖﻫﺎﻱ ﻛﻠﻴﺪﻱ ‪HRM‬‬ ‫•‬
‫ﻧﻴﺎﺯﻫﺎﻱ ﻛﻠﻴﺪﻱ ‪HRM‬‬ ‫•‬
‫ﺟﻤﻊ ﺑﻨﺪﻱ‬ ‫•‬

‫ﺗﻌﺮﻳﻒ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‬

‫ﻋﺒﺎﺭﺕ ﺍﺳﺖ ﺍﺯ ﻣﺪﻳﺮﻳﺖ ﻭ ﺍﺩﺍﺭﺓ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻭ ﭘﺎﻳﺪﺍﺭ ﺑﺎ ﺍﺭﺯﺵﺗﺮﻳﻦ ﺩﺍﺭﺍﻳﻲﻫﺎﻱ ﺷﺮﻛﺖ ﻳﻌﻨـﻲ ﻛﺎﺭﻛﻨـﺎﻧﻲ‬
‫ﻛﻪ ﺩﺭ ﺁﻧﺠﺎ ﻛﺎﺭ ﻣﻲﻛﻨﻨﺪ ﻭ ﻣﻨﻔﺮﺩﺍ" ﺩﺭ ﻛﻨﺎﺭ ﻫﻢ ﺑﻪ ﺷﺮﻛﺖ ﺩﺭ ﻭﺻﻮﻝ ﺑﻪ ﺍﻫﺪﺍﻓﺶ ﻛﻤﻚ ﻣﻲﻛﻨﻨﺪ‪.‬‬
‫‪4‬‬ ‫ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ‪/‬‬

‫ﺟﻨﺒﻪﻫﺎﻱ ﺳﺨﺖ ﻭ ﻧﺮﻡ ‪HRM‬‬

‫ﺟﻨﺒﻪﻫﺎﻱ ﺳﺨﺖ ‪ HRM‬ﻫﺮ ﻭﺟﻮﻩ ﻛﻤﻲ‪ ،‬ﻣﺤﺎﺳﺒﺎﺗﻲ ﻭ ﺗﺠﺎﺭﻱ ﺑـﻪ ﺷـﻴﻮﻩﺍﻱ ﻋﻘﻼﻳـﻲ ﻫﻤﺎﻧﻨـﺪ ﺳـﺎﻳﺮ ﻋﻮﺍﻣـﻞ‬
‫ﺍﻗﺘﺼﺎﺩﻱ ﺗﺄﻛﻴﺪ ﻣﻲﻛﻨﺪ‪ .‬ﺟﻨﺒﺔ ﺳﺨﺖ ‪ HRM‬ﺑﺎ ﻓﻠﺴﻔﺔ ﻣﺒﺘﻨﻲ ﺑﺮ ﻛﺴﺐ ﻭ ﻛـﺎﺭ ﺳـﺎﺯﮔﺎﺭ ﺍﺳـﺖ ﻛـﻪ ﺗﺄﻛﻴـﺪ‬
‫ﻣﻲﻛﻨﺪ ﻛﺎﺭﻛﻨﺎﻥ ﺭﺍ ﺑﺎﻳﺪ ﺟﻮﺭﻱ ﻣﺪﻳﺮﻳﺖ ﻛﺮﺩ ﺗﺎ ﺑﺘﻮﺍﻥ ﺍﺯ ﺁﻧﻬﺎ ﺍﺭﺯﺵ ﺍﻓﺰﻭﺩﻩ ﺣﺎﺻﻞ ﻧﻤﻮﺩ‪.‬‬
‫ﺟﻨﺒﻪﻫﺎﻱ ﻧﺮﻡ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺍﺯ ﻣﻔﺎﻫﻴﻤﻲ ﭼـﻮﻥ ﻣﻜﺘـﺐ ﺭﻭﺍﺑـﻂ ﺍﻧـﺴﺎﻧﻲ‪ ،‬ﺗﺄﻛﻴـﺪ ﺑﺮﺍﺭﺗﺒﺎﻃـﺎﺕ‪،‬‬
‫ﺍﻧﮕﻴﺰﺵ‪ ،‬ﻭ ﺭﻫﺒﺮﻱ ﺭﻳﺸﻪ ﻭ ﻧﺸﺌﺖ ﮔﺮﻓﺘﻪ ﺍﺳﺖ‪ .‬ﺟﻨﺒـﺔ ﻧـﺮﻡ ‪ HRM‬ﻋﺒـﺎﺭﺕ ﺍﺳـﺖ ﺍﺯ ﺑـﺎ ﻛﺎﺭﻛﻨـﺎﻥ ﻣﺜـﻞ‬
‫ﺩﺍﺭﺍﻳﻲﻫﺎﻱ ﺑﺎ ﺍﺭﺯﺵ ﺭﻓﺘﺎﺭ ﻛﺮﺩﻥ ﻭ ﺗﻌﻬﺪ‪ ،‬ﺳﺎﺯﮔﺎﺭﻱ ﻭ ﻣﻬﺎﺭﺕﻫﺎﻱ ﺁﻧﻬﺎ ﺭﺍ ﻣﻮﺟـﺐ ﻭ ﻣﻨﺒـﻊ ﻣﺰﻳـﺖ ﺭﻗـﺎﺑﺘﻲ‬
‫ﺷﺮﻛﺖ ﺩﺍﻧﺴﺘﻦ‪.‬‬

‫ﺍﻫﺪﺍﻑ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‬

‫ﺍﻫﺪﺍﻑ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ‪:‬‬
‫ﺳﺎﺯﻣﺎﻥ ﻗﺎﺩﺭ ﺷﻮﺩ ﺗﺎ ﻛﺎﺭﻛﻨﺎﻥ ﻣﺎﻫﺮ ﻭ ﻣﺘﻌﻬﺪ ﻭ ﺑﺎ ﺍﻧﮕﻴﺰﻩ ﺭﺍ ﺟﺬﺏ ﻛﻨﺪ‪.‬‬ ‫•‬
‫ﺁﻣﻮﺯﺵ ﻛﺎﺭﻛﻨﺎﻥ ﻭ ﻓﺮﺍﻫﻢ ﺁﻭﺭﺩﻥ ﻣﺴﺘﻤﺮ ﻓﺮﺻﺖﻫﺎﻱ ﺍﺭﺗﻘﺎﻱ ﺷﻐﻞ‪.‬‬ ‫•‬
‫ﻃﺮﺍﺣﻲ ﺳﻴﺴﺘﻢﻫﺎﻱ ﻛﺎﺭﻱ ﺑﺎ ﻋﻤﻠﻜﺮﺩ ﺑﺎﻻ‪.‬‬ ‫•‬
‫ﺭﻭﺵﻫﺎﻱ ﻣﺪﻳﺮﻳﺘﻲ ﺑﺎ ﺗﻌﻬﺪ ﺑﺎﻻ ﺭﺍ ﺗﻮﺳﻌﻪ ﺩﻫﺪ‪.‬‬ ‫•‬
‫ﺍﻳﺠﺎﺩ ﺟﻮ ﻣﻨﺎﺳﺐ ﻛﻪ ﺑﺘﻮﺍﻥ ﺭﻭﺍﺑﻄﻲ ﻣﺆﺛﺮ ﻭ ﻫﻤﺎﻫﻨﮓ ﺑﻴﻦ ﻣﺪﻳﺮﺍﻥ ﻭ ﻛﺎﺭﻛﻨﺎﻥ ﺑﺮﻗﺮﺍﺭ ﺷﻮﺩ‪.‬‬ ‫•‬
‫ﻛﺎﺭ ﮔﺮﻭﻫﻲ ﺍﻣﻜﺎﻥ ﭘﺬﻳﺮ ﺷﻮﺩ‪.‬‬ ‫•‬
‫ﺑﻪ ﺳﺎﺯﻣﺎﻥ ﻛﻤﻚ ﻛﻨﺪ ﺗﺎ ﻧﻴﺎﺯﻫﺎﻱ ﮔﺮﻭﻩﻫﺎﻱ ﺫﻳﻨﻔﻌﺶ )ﻣﺎﻟﻜﺎﻥ‪ ،‬ﻧﻬﺎﺩﻫﺎ‪ ،‬ﺳﺎﺯﻣﺎﻥﻫﺎﻱ ﺩﻭﻟﺘﻲ‪ ،‬ﻣﺘﻮﻟﻴﺎﻥ‪،‬‬ ‫•‬
‫ﻣﺪﻳﺮﺍﻥ‪ ،‬ﻛﺎﺭﻛﻨﺎﻥ‪ ،‬ﻣﺸﺘﺮﻳﺎﻥ‪ ،‬ﻣﻨﺎﺑﻊ ﻓﺮﻭﺵ ﻭ ﺑﻪ ﻃﻮﺭ ﻛﻠﻲ ﻋﻤﻮﻡ ﻣﺮﺩﻡ( ﺭﺍ ﺷﻨﺎﺳﺎﻳﻲ ﻛﺮﺩﻩ‪ ،‬ﺗـﻮﺍﺯﻥ ﻭ‬
‫ﺗﻌﺎﺩﻝ ﺑﺨﺸﺪ ﻭ ﺳﭙﺲ ﺁﻧﻬﺎ ﺭﺍ ﺗﺄﻣﻴﻦ ﻛﻨﺪ‪.‬‬
‫ﺗﻀﻤﻴﻦ ﻛﻨﺪ ﻛﻪ ﺑﻪ ﻛﺎﺭﻛﻨﺎﻥ ﺑﻬﺎ ﻭ ﺍﺭﺯﺵ ﻣﻲﺩﻫﻨﺪ ﻭ ﺑﻪ ﺁﻧﻬﺎ ﺑﺎﺑﺖ ﺁﻧﭽﻪ ﻛﻪ ﺍﻧﺠـﺎﻡ ﻣـﻲﺩﻫﻨـﺪ ﻭ ﺑـﻪ‬ ‫•‬
‫ﺩﺳﺖ ﻣﻲﺁﻭﺭﻧﺪ ﭘﺎﺩﺍﺵ ﻣﻲﺩﻫﻨﺪ‪.‬‬
‫ﺑﺎ ﺩﺭ ﻧﻈﺮ ﮔﺮﻓﺘﻦ ﺗﻔﺎﻭﺕﻫﺎﻱ ﻓﺮﺩﻱ ﻭ ﮔﺮﻭﻫﻲ ﻛﺎﺭﻛﻨﺎﻥ ﺍﺯ ﺣﻴﺚ ﻣﻬﺎﺭﺕﻫﺎ‪ ،‬ﺳﻼﻳﻖ ﻭ ﺭﻭﺣﻴﺎﺕ‪ ،‬ﻧﻴﺮﻭﻱ‬ ‫•‬
‫ﻛﺎﺭﻱ ﻣﺘﻨﻮﻉ ﺭﺍ ﺍﻳﺠﺎﺩ ﻭ ﻣﺪﻳﺮﻳﺖ ﻛﻨﺪ‪.‬‬
‫ﺗﻀﻤﻴﻦ ﻛﻨﺪ ﻭ ﻣﻄﻤﺌﻦ ﺷﻮﺩ ﻛﻪ ﻓﺮﺻﺖﻫﺎ ﺑﺮﺍﻱ ﻫﻤﻪ ﺍﻋﻀﺎﻱ ﺳﺎﺯﻣﺎﻥ ﻳﻜﺴﺎﻥ ﺍﺳﺖ‪.‬‬ ‫•‬
‫ﻳﻚ ﺭﻭﺵ ﺍﺧﻼﻗﻲ ﺭﺍ ﺑﺮﺍﻱ ﻣﺪﻳﺮﻳﺖ ﻛﺎﺭﻛﻨﺎﻥ ﺑﺮﮔﺰﻳﻨﺪ ﻛﻪ ﺑﺮ ﻣﺤﻮﺭ ﺗﻮﺟـﻪ ﺑـﻪ ﻛﺎﺭﻛﻨـﺎﻥ‪ ،‬ﺍﻧـﺼﺎﻑ ﻭ‬ ‫•‬
‫ﺷﻔﺎﻓﻴﺖ ﺍﺳﺘﻮﺍﺭ ﺑﺎﺷﺪ‪.‬ﺭﻓﺎﻩ ﺟﺴﻤﻲ ﻭ ﺭﻭﺍﻧﻲ ﻛﺎﺭﻛﻨﺎﻥ ﺭﺍ ﻓﺮﺍﻫﻢ ﺁﻭﺭﺩ ﻭ ﺑﻬﺒﻮﺩ ﺑﺨﺸﺪ‪.‬‬

‫ﺗﻮﺳﻌﺔ ﻣﻔﻬﻮﻡ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‬

‫ﻣﻔﻬﻮﻡ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‪ ،‬ﻃﻲ ﺳﻪ ﻣﺮﺣﻠﺔ ﺯﻳﺮ ﺗﻜﺎﻣﻞ ﻳﺎﻓﺘﻪ ﺍﺳﺖ‪:‬‬
‫ﻣﻔﻬﻮﻡ ﺍﻭﻟﻴﺔ ﺧﻠﻖ ﺷﺪﻩ ﺗﻮﺳﻂ ﻧﻮﻳﺴﻨﺪﮔﺎﻥ ﺁﻣﺮﻳﻜﺎﻳﻲ ﺩﺭ ﺩﻫﺔ ﻫﺸﺘﺎﺩ ﻣﻴﻼﺩﻱ‪.‬‬ ‫‪.١‬‬
‫‪5‬‬ ‫ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ‪/‬‬

‫‪ .٢‬ﺗﻮﺳﻌﻪ ﻭ ﺗﻜﻤﻴﻞ ﺍﻳﻦ ﻣﻔﺎﻫﻴﻢ ﺗﻮﺳﻂ ﻧﻮﻳﺴﻨﺪﮔﺎﻥ ﺍﻧﮕﻠﻴﺴﻲ ﺩﺭ ﺍﻭﺍﺧﺮ ﺩﻫﺔ ﻫﺸﺘﺎﺩ ﻭ ﺍﻭﺍﻳﻞ ﺩﻫﺔ ﻧﻮﺩ‪ .‬ﺁﻧﻬـﺎ‬
‫ﺍﻏﻠﺐ ﻧﺴﺒﺖ ﺑﻪ ﻗﺎﺑﻠﻴﺖ ﺍﺟﺮﺍ ﻭ ﺍﺧﻼﻗﻲ ﺑﻮﺩﻥ ﻣﻔﻬﻮﻡ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺑﺪﺑﻴﻦ ﺑﻮﺩﻧﺪ‪.‬‬
‫‪ .٣‬ﺷﺒﻴﻪ ﺷﺪﻥ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺑﻪ ﻣﺪﻳﺮﻳﺖ ﻛﺎﺭﻛﻨﺎﻥ ﻛﻪ ﺗﺎ ﺁﻥ ﺯﻣﺎﻥ ﻣﺮﺳﻮﻡ ﺑﻮﺩ‪.‬‬

‫ﻭﻳﮋﮔﻲﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‬

‫ﻣﺸﺨﺼﺎﺕ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ‪:‬‬
‫ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺑﺮ ﺍﻫﻤﻴﺖ ﺟﻠﺐ ﺗﻌﻬﺪ ﻛﺎﺭﻛﻨﺎﻥ ﻧﺴﺒﺖ ﺑﻪ ﺳﺎﺯﻣﺎﻥ‪ ،‬ﻣﺄﻣﻮﺭﻳﺖ ﻭ ﺍﺭﺯﺵ ﻫـﺎﻱ‬ ‫•‬
‫ﺁﻥ ﺗﺄﻛﻴﺪ ﻣﻲﻛﻨﺪ‪ .‬ﻟﺬﺍ ﺗﻌﻬﺪﻣﺤﻮﺭ ﺍﺳﺖ‪.‬‬
‫ﺑﺮ ﻫﻤﺎﻫﻨﮕﻲ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﺑﻴﻦ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻭ ﺩﻳﮕﺮ ﻭﺍﺣﺪﻫﺎﻱ ﻣﺨﺘﻠﻒ ﺳﺎﺯﻣﺎﻥ ﺗﺄﻛﻴﺪ ﻣﻲﻛﻨﺪ‪.‬‬ ‫•‬
‫ﻓﻌﺎﻟﻴﺘﻲ ﺍﺳﺖ ﻛﻪ ﺗﻮﺳﻂ ﻣﺪﻳﺮﺍﻥ ﺍﺭﺷﺪ ﻫﺪﺍﻳﺖ ﻣﻲﺷﻮﺩ‪.‬‬ ‫•‬
‫ﻣﺪﻳﺮﺍﻥ ﺻﻒ‪ ،‬ﻣﺴﺌﻮﻝ ﺍﺟﺮﺍ ﻭ ﺩﺳﺘﺎﻭﺭﺩﻫﺎﻱ ﺁﻥ ﻫﺴﺘﻨﺪ‪.‬‬ ‫•‬
‫ﺑﻪ ﻃﺮﻕ ﻣﺨﺘﻠﻒ ﺑﻪ ﺧﻠﻖ ﻭ ﺣﻔﻆ ﻣﺰﻳﺖ ﺭﻗﺎﺑﺘﻲ ﺷﺮﻛﺖ ﻛﻤﻚ ﻣﻲﻛﻨﻨﺪ‪.‬‬ ‫•‬
‫ﺑﺎ ﺑﻴﻨﺸﻲ ﻓﺮﺍﮔﻴﺮ ﻭ ﺑﺎ ﺛﺒﺎﺕ ﺍﺯ ﻃﺮﺍﺣﻲ ﻭ ﺍﻋﻤﺎﻝ ﺳﻴﺎﺳﺖﻫﺎﻱ ﺍﺷﺘﻐﺎﻝ ﻛﻪ ﻣﻨﺎﻓﻊ ﺩﻭ ﻃـﺮﻑ )ﻣـﺪﻳﺮﺍﻥ ﻭ‬ ‫•‬
‫ﻛﺎﺭﻛﻨﺎﻥ( ﺭﺍ ﺗﺄﻣﻴﻦ ﻛﻨﺪ ﺣﻤﺎﻳﺖ ﻣﻲ ﻛﻨﺪ‪.‬‬
‫ﺩﺭ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺑﺮﺍﺭﺯﺵﻫﺎ ﻭ ﻓﺮﻫﻨﮓﻫﺎﻱ ﻗﻮﻱ ﺗﺄﻛﻴﺪ ﻣﻲﺷﻮﺩ‪.‬‬ ‫•‬
‫ﻋﻤﻠﻜﺮﺩﻣﺤﻮﺭ ﺍﺳﺖ ﻭ ﺑﺮﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﻣﻮﻓﻘﻴﺖﻫﺎﻱ ﺑﻴﺸﺘﺮ ﻭ ﺑﺰﺭﮒﺗﺮ ﺑﺮﺍﻱ ﻣﻘﺎﺑﻠـﻪ ﺑـﺎ ﭼـﺎﻟﺶﻫـﺎﻱ‬ ‫•‬
‫ﺟﺪﻳﺪ ﺗﺄﻛﻴﺪ ﻣﻲﻛﻨﺪ‪.‬‬
‫ﺭﻭﺍﺑﻂ ﻛﺎﺭﻛﻨﺎﻥ ﺑﻴﺸﺘﺮ ﺗﺴﺎﻭﻱ ﮔﺮﺍﻳﻨﺪ ﺗﺎ ﺗﻜﺜﺮﮔﺮﺍ ﻭ ﺑﻴﺸﺘﺮ ﻓﺮﺩﻱﺍﻧﺪ ﺗﺎ ﮔﺮﻭﻫﻲ‪.‬‬ ‫•‬
‫ﺍﺻﻮﻝ ﺳﺎﺯﻣﺎﻥﺩﻫﻲ‪ ،‬ﺍﺭﮔﺎﻧﻴﻚ ﻭ ﻏﻴﺮ ﻣﺘﻤﺮﻛﺰﻧﺪ ﻛﻪ ﺑﺮ ﻧﻘﺶﻫـﺎﻱ ﻣﻨﻌﻄـﻒ ﻭ ﺑـﺮ ﻓﺮﺁﻳﻨـﺪﻫﺎ )ﺭﻭﺵ‬ ‫•‬
‫ﺍﻧﺠﺎﻡ ﻛﺎﺭﻫﺎ‪ ،‬ﺑﻪ ﺧﺼﻮﺹ ﺩﺭ ﺳﺎﺯﻣﺎﻥﻫﺎﻱ ﺳﻨﺘﻲ( ﺗﺄﻛﻴﺪ ﻣﻲﻛﻨﻨﺪ‪.‬‬
‫ﺗﺄﻛﻴﺪ ﺑﺴﻴﺎﺭﻱ ﺑﺮ ﻛﻴﻔﻴﺖ ﻛﺎﻻﻫﺎﻱ ﻋﺮﺿﻪ ﺷﺪﻩ ﺑﻪ ﻣﺸﺘﺮﻳﺎﻥ ﻭ ﺑﺮ ﺟﻠﺐ ﺭﺿﺎﻳﺖ ﻛﺎﻣﻞ ﺁﻧﻬﺎ ﻣﻲﺷﻮﺩ‪.‬‬ ‫•‬
‫ﻧﻮﻉ ﻭ ﻣﻴﺰﺍﻥ ﭘﺎﺩﺍﺵﻫﺎ ﺑﺮﺍﺳﺎﺱ ﻋﻤﻠﻜﺮﺩ‪ ،‬ﺷﺎﻳﺴﺘﮕﻲ‪ ،‬ﻣﺸﺎﺭﻛﺖ ﻳﺎ ﻣﻬﺎﺭﺕ ﻛﺎﺭﻛﻨﺎﻥ ﻣﺘﻔﺎﻭﺕ ﺍﺳﺖ‪.‬‬ ‫•‬

‫ﻧﻘﺪﻫﺎﻳﻲ ﺑﻪ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‬

‫ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻳﻚ ﻧﻈﺮﻳﺔ ﻣﻌﺘﺒﺮ ﻳﺎ ﺷﻜﻞ ﺑﻬﺘﺮ ﻭ ﺟﺎﻳﮕﺰﻳﻨﻲ ﺑﺮﺍﻱ ﻣﺪﻳﺮﻳﺖ ﻛﺎﺭﻛﻨﺎﻥ ﺑﻪ ﺷﻤﺎﺭ‬ ‫•‬
‫ﻧﻤﻲﺭﻭﺩ‪(Alan Fowler) .‬‬
‫ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺍﺯ ﻧﻈﺮ ﮔﺴﺖ )‪ (١٩٩١‬ﻳﻚ ﻣﻔﻬﻮﻡ ﺧﻮﺵﺑﻴﻨﺎﻧﻪ ﺍﻣﺎ ﻣﺒﻬﻢ ﺍﺳﺖ‪ ،‬ﺟﺬﺍﺏ ﺍﺳﺖ ﻭ‬ ‫•‬
‫ﺍﻣﻴﺪﻭﺍﺭ ﻛﻨﻨﺪﻩ‪.‬‬
‫ﺣﺘﻲ ﺍﮔﺮ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺭﺍ ﺑﻪ ﻋﻨﻮﺍﻥ ﻓﺮﺁﻳﻨﺪﻱ ﻣﺘﻤﺎﻳﺰ ﺑﺪﺍﻧﻴﻢ‪ ،‬ﻛﻪ ﺍﻟﺒﺘﻪ ﺑﺴﻴﺎﺭﻱ ﺩﺭ ﺍﻳﻦ ﻣﻮﺭﺩ‬ ‫•‬
‫ﺗﺮﺩﻳﺪ ﺩﺍﺭﻧﺪ‪ ،‬ﭘﺮ ﺍﺳﺖ ﺍﺯ ﺗﻨﺎﻗﻀﺎﺕ ﻭ ﺩﺳﺘﻜﺎﺭﻱﻫﺎ ﻭ ﺑﻨﺎﺑﺮ ﺍﻋﺘﻘﺎﺩ ﭘﻴـﺮﻭﺍﻥ ﻣﻜﺘـﺐ ﻛـﺎﺭﺩﻳﻒ ‪(1992‬‬
‫)‪ Blyton & Tumbull‬ﺑﺴﻴﺎﺭ ﻣﺨﺮﺏ ﺍﺳﺖ‪.‬‬
‫‪6‬‬ ‫ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ‪/‬‬

‫ﺑﺎ ﺑﻬﺘﺮﻳﻦ ﺷﻜﻞ ﻭ ﺑﺎ ﺑﻬﺘﺮﻳﻦ ﻓﺮﺽ )ﺍﻫﺪﺍﻑ ﻣﻤﺘﺎﺯ( ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺛﺎﺑﺖ ﻧـﺸﺪﻩ ﺍﺳـﺖ ﻭ ﺩﺭ‬ ‫•‬
‫ﺑﻬﺘﺮﻳﻦ ﺣﺎﻟﺖ ﻗﺎﺑﻞ ﺗﺤﺼﻴﻞ ﻧﻤﻲ ﺑﺎﺷﺪ‪ Mabey ) .‬ﻭ ﻫﻤﻜﺎﺭﺍﻧﺶ ‪(١٩٩٨‬‬

‫ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻭ ﻣﺪﻳﺮﻳﺖ ﻛﺎﺭﻛﻨﺎﻥ‬

‫ﺷﺒﺎﻫﺖﻫﺎ‬
‫ﻣﻲﺗﻮﺍﻥ ﺷﺒﺎﻫﺖﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻭ ﻣﺪﻳﺮﻳﺖ ﻛﺎﺭﻛﻨﺎﻥ ﺭﺍ ﺑﻪ ﺷﺮﺡ ﺯﻳﺮ ﺑﺮﺷﻤﺮﺩ‪:‬‬
‫ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻣﺜﻞ ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﻛﺎﺭﻛﻨـﺎﻥ ﺑﺮﮔﺮﻓﺘـﻪ ﻭ ﻣﺘـﺄﺛﺮ ﺍﺯ‬ ‫•‬
‫ﺍﺳﺘﺮﺍﺗﮋﻱ ﻛﻞ ﺷﺮﻛﺖ ﻣﻲﺑﺎﺷﻨﺪ‪.‬‬
‫ﻣﺪﻳﺮﻳﺖ ﻛﺎﺭﻛﻨﺎﻥ ﻣﺜﻞ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻣﺪﻳﺮﺍﻥ ﺻﻒ ﺭﺍ ﻣﺴﺌﻮﻝ ﻣﺪﻳﺮﻳﺖ ﻭ ﺍﺩﺍﺭﺓ ﻛﺎﺭﻛﻨـﺎﻥ‬ ‫•‬
‫ﻣﻲﺩﺍﻧﺪ‪.‬‬
‫ﺍﺭﺯﺵﻫﺎﻱ ﻣﻮﺭﺩ ﻧﻈﺮ ﻣﺪﻳﺮﻳﺖ ﻛﺎﺭﻛﻨﺎﻥ ﻭ ﺣﺪﺍﻗﻞ ﺍﺭﺯﺵﻫﺎﻱ ﻣﻮﺭﺩ ﻗﺒﻮﻝ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺍﺯ‬ ‫•‬
‫ﭼﻨﺪ ﺟﻬﺖ ﻳﻜﺴﺎﻧﻨﺪ‪ :‬ﺍﺯ ﺣﺜﻴﺖ “ ﻟﺰﻭﻡ ﺍﺣﺘﺮﺍﻡ ﺑﻪ ﻓﺮﺩ”‪ ،‬ﺍﻳﺠﺎﺩ ﺗﻌﺎﺩﻝ ﺑﻴﻦ ﻧﻴﺎﺯﻫﺎﻱ ﻓﺮﺩﻱ ﻭ ﺳﺎﺯﻣﺎﻧﻲ ﻭ‬
‫ﭘﺮﻭﺭﺵ ﻛﺎﺭﻛﻨﺎﻥ‪.‬‬
‫ﻫﻢ ﻣﺪﻳﺮﻳﺖ ﻛﺎﺭﻛﻨﺎﻥ ﻭ ﻫﻢ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻗﺒﻮﻝ ﺩﺍﺭﻧﺪ ﻛﻪ ﻳﻜﻲ ﺍﺯ ﺍﺻـﻠﻲﺗـﺮﻳﻦ ﻭﻇـﺎﻳﻒ ﻭ‬ ‫•‬
‫ﻛﺎﺭﻫﺎﻱ ﺁﻧﻬﺎ ﻫﻤﺎﻫﻨﮓ ﻛﺮﺩﻥ ﻛﺎﺭﻛﻨﺎﻥ ﺑﺎ ﻧﻴﺎﺯﻫﺎﻱ ﻫﻤﻴﺸﻪ ﺩﺭ ﺗﻐﻴﻴﺮ ﺳﺎﺯﻣﺎﻥ ﻣﻲﺑﺎﺷﺪ‪.‬‬
‫ﻣﺪﻳﺮﻳﺖ ﻛﺎﺭﻛﻨﺎﻥ ﻭ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻫﺮ ﺩﻭ ﺍﺯ ﺭﻭﺵﻫﺎﻱ ﻳﻜﺴﺎﻧﻲ ﺑـﺮﺍﻱ ﺍﻧﺘﺨـﺎﺏ‪ ،‬ﺗﺠﺰﻳـﻪ ﻭ‬ ‫•‬
‫ﺗﺤﻠﻴﻞ ﺷﺎﻳﺴﺘﮕﻲ ﻫﺎ‪ ،‬ﻣﺪﻳﺮﻳﺖ ﻋﻤﻠﻜﺮﺩ‪ ،‬ﺁﻣﻮﺯﺵ‪ ،‬ﺗﻮﺳﻌﻪ ﻭ ﭘـﺮﻭﺭﺵ ﻣـﺪﻳﺮﻳﺖ‪ ،‬ﭘـﺎﺩﺍﺵﻫـﺎ ﺑﻬـﺮﻩ‬
‫ﻣﻲﮔﻴﺮﻧﺪ‪.‬‬
‫ﻣﺪﻳﺮﻳﺖ ﻛﺎﺭﻛﻨﺎﻥ ﻣﺜﻞ ﺟﻨﺒﺔ ﻧﺮﻡ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺗﺄﻛﻴﺪ ﺧﺎﺻـﻲ ﺑـﺮ ﻓﺮﺁﻳﻨـﺪﻫﺎﻱ ﺑﺮﻗـﺮﺍﺭﻱ‬ ‫•‬
‫ﺍﺭﺗﺒﺎﻁ ﻭ ﻣﺸﺎﺭﻛﺖ ﺑﻴﻦ ﻛﺎﺭﻛﻨﺎﻥ )ﺩﺭ ﻗﺎﻟﺐ ﻳﻚ ﺳﻴﺴﺘﻢ( ﻣﻲﻭﺭﺯﻧﺪ‪.‬‬

‫ﺗﻔﺎﻭﺕﻫﺎ‬
‫ﻟﮓ )‪ (١٩٨٩‬ﺳﻪ ﻭﻳﮋﮔﻲ ﺭﺍ ﺷﻨﺎﺳﺎﻳﻲ ﻛﺮﺩﻩ ﻛﻪ ﻇﺎﻫﺮﺍﹰ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺭﺍ ﺍﺯ ﻣﺪﻳﺮﻳﺖ ﻛﺎﺭﻛﻨﺎﻥ ﻣﺘﻤﺎﻳﺰ‬
‫ﻭ ﺑﺮﺟﺴﺘﻪ ﻣﻲﺳﺎﺯﺩ‪:‬‬
‫ﻣﺪﻳﺮﻳﺖ ﻛﺎﺭﻛﻨﺎﻥ ﻓﻌﺎﻟﻴﺘﻲ ﺍﺳﺖ ﻛﻪ ﺩﺭ ﻭﻫﻠﺔ ﺍﻭﻝ ﻏﻴﺮ ﻣﺪﻳﺮﺍﻥ ﺭﺍ ﻣﻮﺭﺩ ﺗﻮﺟـﻪ ﻗـﺮﺍﺭ ﻣـﻲﺩﻫـﺪ ﺩﺭ‬ ‫‪.١‬‬
‫ﺣﺎﻟﻲ ﻛﻪ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺑﻴﺸﺘﺮ ﺧﻮﺩ ﻣﺪﻳﺮﺍﻥ ﺭﺍ ﻫﺪﻑ ﻗﺮﺍﺭ ﻣﻲﺩﻫﺪ‪.‬‬
‫ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‪ ،‬ﻓﻌﺎﻟﻴﺘﻲ ﺍﺳﺖ ﻳﻜﭙﺎﺭﭼﻪ ﻭ ﻣﻨﺴﺠﻢ ﻛﻪ ﻋﻤﺪﺗﺎﹰ ﺑﻪ ﻋﻬﺪﺓ ﻣﺪﻳﺮﺍﻥ ﺻﻒ ﺳﺎﺯﻣﺎﻥ‬ ‫‪.٢‬‬
‫ﻣﻲﺑﺎﺷﺪ‪ ،‬ﺩﺭ ﺣﺎﻟﻲ ﻛﻪ ﻣﺪﻳﺮﻳﺖ ﻛﺎﺭﻛﻨﺎﻥ ﺑﻪ ﺩﻧﺒﺎﻝ ﺗﺄﺛﻴﺮ ﮔﺬﺍﺷﺘﻦ ﺑﺮﺭﻭﻱ ﺻﻒ ﺍﺳﺖ‪.‬‬
‫ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺑﺮ ﺍﻫﻤﻴﺖ ﻣﺪﻳﺮﻳﺖ ﺍﺭﺷﺪ‪ ،‬ﺑـﻪ ﻋﻨـﻮﺍﻥ ﻓـﺮﺩﻱ ﻛـﻪ ﺩﺭ ﻓﺮﺁﻳﻨـﺪ ﻣـﺪﻳﺮﻳﺖ‬ ‫‪.٣‬‬
‫ﻓﺮﻫﻨﮓ ﺳﺎﺯﻣﺎﻧﻲ ﺩﺭﮔﻴﺮ ﺍﺳﺖ‪ ،‬ﺗﺄﻛﻴﺪ ﻣﻲﻛﻨﺪ‪ ،‬ﺣﺎﻝ ﺁﻧﻜﻪ ﻣـﺪﻳﺮﻳﺖ ﻛﺎﺭﻛﻨـﺎﻥ ﻧـﺴﺒﺖ ﺑـﻪ ﺗﻮﺳـﻌﺔ‬
‫‪7‬‬ ‫ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ‪/‬‬

‫ﺳﺎﺯﻣﺎﻧﻲ ﻭ ﺍﻓﻜﺎﺭ ﺗﺴﺎﻭﻱ ﻧﮕﺮ ﻭ ﻣﺘﻤﺮﻛﺰ ﺑﺮ ﻣﺴﺎﺋﻞ ﺍﺟﺘﻤﺎﻋﻲ ﻭ ﺭﻭﺍﻥ ﺷﻨﺎﺳﻲ ﻣﺮﺑـﻮﻁ ﺑـﻪ ﺁﻥ ﺑـﺪﺑﻴﻦ‬
‫ﺍﺳﺖ‪.‬‬

‫ﻭﺍﻛﻨﺶﻫﺎ ﺑﻪ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‬

‫ﺑﻴﺸﺘﺮ ﺍﻇﻬﺎﺭﺍﺕ ﺧﺼﻤﺎﻧﻪ ﻭ ﻣﻨﺘﻘﺪﺍﻧﻪ ﻋﻠﻴﻪ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‪ ،‬ﺑﺮﺍﻳﻦ ﺑﺎﻭﺭ ﻣﺒﺘﻨﻲ ﺍﺳـﺖ ﻛـﻪ ﻣـﺪﻳﺮﻳﺖ‬
‫ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺩﺷﻤﻦ ﻣﻨﺎﻓﻊ ﻛﺎﺭﮔﺮﺍﻥ ﻭ ﻛﺎﺭﻛﻨﺎﻥ ﺍﺳﺖ‪ .‬ﻳﺎ ﺑﻪ ﻋﺒﺎﺭﺕ ﺩﻳﮕﺮ ﻣﺪﻳﺮﻳﺖﮔﺮﺍﺳﺖ‪ .‬ﻳﻌﻨﻲ ﺑﻪ ﺩﻧﺒـﺎﻝ‬
‫ﺗﺄﻣﻴﻦ ﻣﻨﺎﻓﻊ ﺁﻧﻬﺎﺳﺖ‪ .‬ﺗﺤﻘﻴﻘﺎﺕ ﺍﻧﺠﺎﻡ ﺷﺪﻩ ﺗﻮﺳﻂ ﮔـﺴﺖ ﻭ ﻛﹸﻨـﻮﻱ )‪ (١٩٩٧‬ﻛـﻪ ﺑـﻪ ﺭﻭﺵ ﻧﻤﻮﻧـﻪﮔﻴـﺮﻱ‬
‫ﺗﺼﺎﺩﻓﻲ ﻻﻳﻪﺍﻱ )‪ (Stratified random sample‬ﺭﻭﻱ ‪ ١٠٠‬ﻧﻔﺮ ﺍﺯ ﻛﺎﺭﮔﺮﺍﻥ ﺍﺟﺮﺍ ﺷـﺪﻩ ﺑـﻮﺩ‪ ،‬ﻧـﺸﺎﻥ ﺩﺍﺩ ﻛـﻪ‬
‫ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺑﻪ ﺷﻜﻞ ﮔﺴﺘﺮﺩﻩﺍﻱ ﺩﺭ ﺣﺎﻝ ﺍﺟﺮﺍ ﺑﻮﺩ‪ .‬ﺍﻳﻦ ﻧﺘﻴﺠﻪ ﺑﺎ ﺍﻳﻦ ﻧﻈﺮ ﻛﻪ ﻣﻲﮔﻮﻳـﺪ ﻣـﺪﻳﺮﺍﻥ‬
‫ﺩﺭ ﺧﺼﻮﺹ ﻣﺰﺍﻳﺎﻱ ‪ HRM‬ﺍﻏﺮﺍﻕ ﻣﻲﻛﻨﻨﺪ‪ ،‬ﺗﻨﺎﻗﺺ ﺩﺍﺭﺩ‪ .‬ﺁﻥ ﺩﺳﺘﻪ ﺍﺯ ﻣﺸﺨﺼﺎﺕ ﻣﺪﻳﺮﻳﺖ ﻣﻨـﺎﺑﻊ ﺍﻧـﺴﺎﻧﻲ‬
‫ﻛﻪ ﺩﺭ ﺗﺤﻘﻴﻖ ﻣﻮﺭﺩ ﺗﻮﺟﻪ ﻗﺮﺍﺭ ﮔﺮﻓﺘﻪ ﺑﻮﺩﻧﺪ ﻋﺒﺎﺭﺕ ﺑﻮﺩﻧﺪ ﺍﺯ‪ :‬ﻓﺮﺻﺖ ﺍﺑﺮﺍﺯ ﻧﺎﺭﺿﺎﻳﺘﻲﻫـﺎ ﻭ ﺷـﻜﺎﻳﺖﻫـﺎ ﻭ‬
‫ﺍﺑﺮﺍﺯ ﻧﮕﺮﺍﻧﻲ ﻫﺎﻱ ﺧﻮﺩ ﺩﺭ ﺧﺼﻮﺹ ﻣﺴﺎﺋﻠﻲ ﭼﻮﻥ ﻓﺮﺻﺖﻫﺎﻱ ﺁﻣﻮﺯﺷﻲ ﻭ ﺗﻮﺳـﻌﻪ‪ ،‬ﺍﺭﺗﺒﺎﻃـﺎﺕ ﻣﺮﺑـﻮﻁ ﺑـﻪ‬
‫ﻣﺴﺎﺋﻞ ﺷﺮﻛﺖ‪ ،‬ﻭﺿﻌﻴﺖ ﻭﺍﺣﺪ‪ ،‬ﺳﻴﺴﺘﻢﻫﺎﻱ ﻣﺆﺛﺮ ﻭ ﻛﺎﺭﺁﻣـﺪ ﺑـﺮﺍﻱ ﺑﺮﺧـﻮﺭﺩ ﻣﻨﺎﺳـﺐ ﺑـﺎ ﻣـﺴﺎﺋﻠﻲ ﭼـﻮﻥ‬
‫ﺯﻭﺭﮔﻮﻳﻲ ﻭ ﺗﻌﺎﺭﺿﺎﺕ ﺟﻨﺴﻲ ﺩﺭ ﻣﺤﻞ ﻛﺎﺭ‪ ،‬ﺟﺬﺍﺏ ﻭ ﻣﺘﻨﻮﻉ ﻛـﺮﺩﻥ ﺷـﻐﻞ‪ ،‬ﺍﺭﺗﻘـﺎﻱ ﻛﺎﺭﻛﻨـﺎﻥ‪ ،‬ﺑﺮﻧﺎﻣـﻪﻫـﺎ ﻭ‬
‫ﻃﺮﺡﻫﺎﻱ ﻣﺸﺎﺭﻛﺖ‪ ،‬ﭘﺮﺩﺍﺧﺖ ﺑﺮ ﺍﺳﺎﺱ ﻋﻤﻠﻜﺮﺩ‪ ،‬ﺗﺴﻬﻴﻢ ﺳﻮﺩ ﻭ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻧﻈﺮﺳﻨﺠﻲﻫﺎ‪.‬‬
‫ﮔﺰﺍﺭﺷﺎﺕ ﻛﺎﺭﻛﻨﺎﻥ ﺩﺭﺑﺎﺭﺓ ﻧﺘﺎﻳﺞ ﻭ ﺩﺳﺘﺎﻭﺭﺩﻫﺎ ﻧﺸﺎﻥ ﺩﺍﺩ ﻛﻪ ﺑﺎ ﺍﻋﻤﺎﻝ ﺭﻭﺵﻫﺎﻱ ﻣﻨﺎﺑﻊ ﺍﻧـﺴﺎﻧﻲ ﺭﻭﺍﺑـﻂ‬
‫ﺳﺎﺯﻣﺎﻧﻲ ﺳﺎﻟﻢﺗﺮ ﺷﺪﻩ‪ ،‬ﺍﻋﺘﻤﺎﺩ ﻛﺎﺭﻛﻨﺎﻥ ﺑﻪ ﻣﺪﻳﺮﺍﻥ ﺑﻴﺸﺘﺮ ﺷﺪﻩ ﺍﺳﺖ ﻭ ﻣﺪﻳﺮﺍﻥ ﺑﻪ ﻭﻋﺪﻩﻫﺎﻱ ﺧﻮﺩ ﻋﻤـﻞ‬
‫ﻛﺮﺩﻩﺍﻧﺪ‪ .‬ﺑﻪ ﻋﻼﻭﻩ ﺁﻥ ﺩﺳﺘﻪ ﺍﺯ ﻛﺎﺭﻛﻨﺎﻧﻲ ﻛﻪ ﺑﺎ ﺭﻭﺵﻫﺎﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺍﺩﺍﺭﻩ ﺷﺪﻩ ﺑﻮﺩﻧﺪ‪ ،‬ﺍﺣﺴﺎﺱ ﺍﻣﻨﻴﺖ‬
‫ﺑﻴﺸﺘﺮﻱ ﻣﻲﻛﺮﺩﻧﺪ ﻭ ﺍﺯ ﺷﻐﻞ ﺧﻮﺩ ﺭﺍﺿﻲﺗﺮ ﺑﻮﺩﻧﺪ‪.‬‬
‫ﺩﺭ ﺳﺎﺯﻣﺎﻥﻫﺎﻳﻲ ﻛﻪ ﺭﻭﺵﻫﺎﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺍﻋﻤﺎﻝ ﻣﻲﺷﺪ‪ ،‬ﻣﻴﺰﺍﻥ ﺍﻧﮕﻴﺰﺵ ﻧﻴﺰ ﺑﺎﻻﺗﺮ ﺑﻮﺩ‪.‬‬

‫ﻓﻌﺎﻟﻴﺖﻫﺎﻱ ﻛﻠﻴﺪﻱ ‪HRM‬‬

‫ﻓﻌﺎﻟﻴﺖﻫﺎﻱ ﻛﻠﻴﺪﻱ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ‪:‬‬
‫ﺳﺎﺯﻣﺎﻥ‬ ‫•‬
‫ﻃﺮﺍﺣﻲ ﺳﺎﺯﻣﺎﻥ‬ ‫‪-‬‬
‫ﻃﺮﺍﺣﻲ ﺷﻐﻞ‬ ‫‪-‬‬
‫ﺗﻮﺳﻌﻪ ﺳﺎﺯﻣﺎﻧﻲ‬ ‫‪-‬‬
‫ﺭﻭﺍﺑﻂ ﺷﻐﻠﻲ‬ ‫•‬
‫ﺗﺄﻣﻴﻦ ﻣﻨﺎﺑﻊ‬ ‫•‬
‫ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‬ ‫‪-‬‬
‫ﺟﺬﺏ ﻧﻴﺮﻭ )ﻛﺎﺭﻣﻨﺪ ﻳﺎﺑﻲ( ﻭ ﺍﻧﺘﺨﺎﺑﺖ‬ ‫‪-‬‬
‫ﻣﺪﻳﺮﻳﺖ ﻋﻤﻠﻜﺮﺩ‬ ‫•‬
‫‪8‬‬ ‫ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ‪/‬‬

‫ﺗﻮﺳﻌﺔ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‬ ‫•‬

‫ﻳﺎﺩﮔﻴﺮﻱ ﻓﺮﺩﻱ ﻭ ﺳﺎﺯﻣﺎﻧﻲ‬ ‫‪-‬‬
‫ﺗﻮﺳﻌﺔ ﻣﺪﻳﺮﻳﺖ‬ ‫‪-‬‬
‫ﻣﺪﻳﺮﻳﺖ ﻣﺴﻴﺮ ﺷﻐﻠﻲ‬ ‫‪-‬‬
‫ﻣﺪﻳﺮﻳﺖ ﭘﺎﺩﺍﺵ‬ ‫•‬
‫ﺳﻴﺴﺘﻢﻫﺎﻱ ﭘﺮﺩﺍﺧﺖ‬ ‫‪-‬‬
‫ﭘﺮﺩﺍﺧﺖ ﺑﻪ ﺍﻧﺪﺍﺯﻩ ﻣﻴﺰﺍﻥ ﻣﺸﺎﺭﻛﺖ‬ ‫‪-‬‬
‫ﭘﺎﺩﺍﺵﻫﺎﻱ ﻏﻴﺮ ﻣﺎﻟﻲ‬ ‫‪-‬‬
‫ﺭﻭﺍﺑﻂ ﻛﺎﺭﻛﻨﺎﻥ‬ ‫•‬
‫ﺭﻭﺍﺑﻂ ﺻﻨﻌﺘﻲ‬ ‫‪-‬‬
‫ﻣﺸﺎﺭﻛﺖ ﻛﺎﺭﻛﻨﺎﻥ‬ ‫‪-‬‬
‫ﺍﺭﺗﺒﺎﻃﺎﺕ‬ ‫‪-‬‬

‫ﻧﻴﺎﺯﻫﺎﻱ ﻛﻠﻴﺪﻱ‬
‫ﺍﻳﻦ ﻓﻌﺎﻟﻴﺖﻫﺎ ﺑﺎﻳﺪ ﺑﺮ ﻧﻴﺎﺯﻫﺎﻱ ﺍﺳﺎﺳﻲ ﺯﻳﺮ ﺗﺄﻛﻴﺪ ﻭﺭﺯﻧﺪ‪:‬‬
‫ﺣﻤﺎﻳﺖ ﺍﺯ ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎ ﻭ ﺍﻫﺪﺍﻑ ﺳﺎﺯﻣﺎﻧﻲ‪.‬‬ ‫•‬
‫ﺗﻀﻤﻴﻦ ﺍﻳﻨﻜﻪ ﻓﻌﺎﻟﻴـﺖ ﻫـﺎﻱ ﻣﻨـﺎﺑﻊ ﺍﻧـﺴﺎﻧﻲ‪ ،‬ﺍﻳﺠـﺎﺩ ﻭ ﺍﺭﺯﺵ ﺍﻓـﺰﻭﺩﻩ‬ ‫•‬
‫ﻣﻲﻛﻨﻨﺪ‪.‬‬
‫ﺣﻤﺎﻳﺖ ﺍﺯ ﻃﺮﺡﻫﺎﻱ ﺗﻐﻴﻴﺮ ﻓﺮﻫﻨﮕﻲ‪.‬‬ ‫•‬
‫ﻛﺸﻒ ﻭ ﺗﻮﺳﻌﺔ ﺍﺳﺘﻌﺪﺍﺩﻫﺎﻱ ﻧﻬﻔﺘﻪ ﻛﺎﺭﻛﻨﺎﻥ‪.‬‬ ‫•‬
‫ﻃﺮﺍﺣﻲ ﻓﺮﺁﻳﻨﺪﻫﺎﻳﻲ ﻛﻪ ﻣﻮﺟﺐ ﺣﺪﺍﻛﺜﺮ ﺷﺪﻥ ﻣﻴﺰﺍﻥ ﻣﺸﺎﺭﻛﺖ ﻛﺎﺭﻛﻨﺎﻥ ﺷﻮﺩ‪.‬‬ ‫•‬
‫ﻓﺮﺍﻫﻢ ﺁﻭﺭﺩﻥ ﻓﺮﺻﺖﻫﺎﻱ ﺍﺭﺗﻘﺎﻱ ﺷﻐﻠﻲ ﺑﺮﺍﻱ ﻛﺎﺭﻛﻨﺎﻥ ﻣﺴﺘﻌﺪ‪.‬‬ ‫•‬
‫ﺗﺄﻛﻴﺪ ﻣﺴﺘﻤﺮ ﺑﺮﺁﻣﻮﺯﺵ ﻭ ﺗﻮﺳﻌﻪ ﻛﻠﻴﻪ ﺍﻓﺮﺍﺩﻱ ﻛﻪ ﺩﺭ ﺳﺎﺯﻣﺎﻥ ﻣﺸﻐﻮﻝ ﺑﻪ ﻛﺎﺭ ﻫﺴﺘﻨﺪ‪.‬‬ ‫•‬
‫ﻃﺮﺍﺣﻲ‪ ،‬ﺍﺟﺮﺍ ﻭ ﻣﺪﻳﺮﻳﺖ ﺳﻴﺴﺘﻢﻫﺎﻳﻲ ﺑﺮﺍﻱ ﺗﻀﻤﻴﻦ ﺍﻣﻜﺎﻥ ﺩﺳﺘﺮﺳﻲ ﺑﻪ ﺗﺠﺎﺭﺏ ﻣﺮﺑﻮﻁ‪.‬‬ ‫•‬
‫ﺍﺭﺍﺋﻪ ﺁﻣﻮﺯﺵﻫﺎﻱ ﺣﺮﻓﻪﺍﻱ ﺧﺎﺹ‪.‬‬ ‫•‬
‫ﺟﺬﺏ ﻧﻴﺮﻭ‪ ،‬ﺁﻣﻮﺯﺵ ﻭ ﭘﺮﻭﺭﺵ ﻛﺎﺭﻛﻨﺎﻥ ﺑﺎ ﺗﺮﻛﻴﺒﻲ ﻣﻨﺎﺳﺐ ﺍﺯ ﺩﺍﻧـﺶ ﻓﻨـﻲ ﺧـﺎﺹ ﻭ ﻣﻬـﺎﺭﺕﻫـﺎﻱ‬ ‫•‬
‫ﮔﺴﺘﺮﺩﻩ ﻭ ﺩﻳﺪﮔﺎﻩﻫﺎﻱ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﺑﺮﺍﻱ ﺗﺄﻣﻴﻦ ﻧﻴﺎﺯﻫﺎﻱ ﺩﺭ ﺣﺎﻝ ﺗﻐﻴﻴﺮ ﺳﺎﺯﻣﺎﻥ‪.‬‬
‫ﻣﺪﻳﺮﻳﺖ ﻧﻴﺮﻭﻱ ﺍﻧﺴﺎﻧﻲ ﻛﻪ ﻫﺮ ﺭﻭﺯ ﺗﻨﻮﻉ ﺑﻴـﺸﺘﺮﻱ ﻣـﻲﻳﺎﺑـﺪ ﺑـﺎ ﺑﻬـﺮﻩﮔﻴـﺮﻱ ﺍﺯ ﺍﻟﮕﻮﻫـﺎﻱ ﺷـﻐﻠﻲ‪،‬‬ ‫•‬
‫ﺍﻧﮕﻴﺰﻩﻫﺎﻱ ﺷﻐﻠﻲ ﻭ ﻭﻓﺎﺩﺍﺭﻱ ﻛﺎﺭﻛﻨﺎﻥ‪.‬‬
‫ﻣﺪﻳﺮﻳﺖ ﺭﻭﺍﺑﻂ ﻛﺎﺭﻛﻨﺎﻥ‪ ،‬ﻫﻢ ﺭﻭﺍﺑﻂ ﮔﺮﻭﻫﻲ‪ ،‬ﻫﻢ ﺭﻭﺍﺑﻂ ﻓﺮﺩﻱ‪ ،‬ﻭ ﺟﻠـﺐ ﺗﻌﻬـﺪ ﺁﻧﻬـﺎ ﺣـﻴﻦ ﺍﻋﻤـﺎﻝ‬ ‫•‬
‫ﺗﻐﻴﻴﺮﺍﺕ‪.‬‬
‫‪9‬‬ ‫ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ‪/‬‬

‫ﻃﺮﺍﺣﻲ‪ ،‬ﺍﺟﺮﺍ ﻭ ﻣﺪﻳﺮﻳﺖ ﺳﻴﺴﺘﻢ ﻫﺎﻱ ﭘﺎﺩﺍﺵ ﻭ ﻣﺪﻳﺮﻳﺖ ﻋﻤﻠﻜﺮﺩ ﻛﻪ ﻣﻮﺟﺐ ﺗﺮﻏﻴﺐ ﻛﺎﺭﻛﻨﺎﻥ ﺑﺮﺍﻱ‬ ‫•‬
‫ﻫﻤﻜﺎﺭﻱ ﻓﺮﺩﻱ ﻭ ﮔﺮﻭﻫﻲ ﺩﺭ ﺟﻬﺖ ﺍﺟﺮﺍﻱ ﺍﻭﻟﻮﻳﺖﻫﺎﻱ ﺳﺎﺯﻣﺎﻥ ﻭ ﻛﺴﺐ ﻧﺘﺎﻳﺞ ﻣﻮﺭﺩ ﻧﻈﺮ‪.‬‬
‫ﺣﻔﻆ ﻭ ﺑﻬﺒﻮﺩ ﻭ ﺍﺭﺗﻘﺎﻱ ﺭﻓﺎﻩ ﺟﺴﻤﻲ ﻭ ﺭﻭﺍﻧﻲ ﻛﺎﺭﻛﻨﺎﻥ ﺍﺯ ﻃﺮﻳﻖ ﻓﺮﺍﻫﻢ ﺁﻭﺭﺩﻥ ﺷﺮﺍﻳﻂ ﻛﺎﺭﻱ ﻣﻨﺎﺳﺐ‬ ‫•‬
‫ﻭ ﺗﺄﻣﻴﻦ ﺳﻼﻣﺘﻲ ﻭ ﺍﻣﻨﻴﺖ ﻛﺎﺭﻛﻨﺎﻥ‪.‬‬

‫ﺟﻤﻊﺑﻨﺪﻱ‬
‫ﺷﺎﻳﺪ ﺩﺭﺳﺖ ﺑﺎﺷﺪ ﻛﻪ ﺑﮕﻮﻳﻴﻢ ﻳﻚ ﺷﻜﻞ ﺍﺳﺘﺎﻧﺪﺍﺭﺩ ﻭ ﺟﻬﺎﻧﻲ ﺑﺮﺍﻱ ﻣﺪﻝ ﻣـﺪﻳﺮﻳﺖ ﻣﻨـﺎﺑﻊ ﺍﻧـﺴﺎﻧﻲ ﻭﺟـﻮﺩ‬
‫ﻧﺪﺍﺭﺩ‪ .‬ﻣﺸﺨﺼﺎﹰ ﻭﻗﺘﻲ ﻛﻪ ﻣﻔﻬﻮﻡ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺑﺎ ﻣﺪﻳﺮﻳﺖ ﻛﺎﺭﻛﻨﺎﻥ ﻣﻘﺎﻳﺴﻪ ﻣﻲﺷـﻮﺩ‪ ،‬ﻣـﺸﺎﻫﺪﻩ‬
‫ﻣﻲﮔﺮﺩﺩ ﻛﻪ ﺍﻳﻦ ﺩﻭ ﻣﻔﻬﻮﻡ ﺗﻔﺎﻭﺗﻲ ﺑﺎ ﻳﻜﺪﻳﮕﺮ ﻧﺪﺍﺭﻧﺪ ﻓﻘﻂ ﺍﺯ ﺑﺮﺧﻲ ﺟﻬﺎﺕ ﺍﺯ ﻳﻜﺪﻳﮕﺮ ﻣﺘﻤﺎﻳﺰﻧﺪ‪ .‬ﻫﻤﺎﻥ ﻃﻮﺭ‬
‫ﻛﻪ ﮔﺴﺖ )‪ (١٩٨٩‬ﻧﻮﺷﺘﻪ ﺍﺳﺖ‪» :‬ﻣﺪﻝ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺗﻨﻬﺎ ﻳﻜﻲ ﺍﺯ ﭼﻨـﺪ ﺷـﻜﻞ ﻣﺨﺘﻠـﻒ ﻣـﺪﻳﺮﻳﺖ‬
‫ﻛﺎﺭﻛﻨﺎﻥ ﺍﺳﺖ ﻭ ﺑﺮﺍﻱ ﺑﺮﺧﻲ ﺍﺯ ﺷﺮﻛﺖﻫﺎ ﺍﻳﻦ ﺩﻭ ﺍﺻﻼﹰ ﺑﺎ ﻫﻢ ﻓﺮﻗﻲ ﻧﺪﺍﺭﻧﺪ‪«.‬‬

‫ﺑﺨﺶ ‪٢‬‬
‫ﺭﻭﺵﻫﺎﻱ ﻃﺮﺍﺣﻲ ﻭ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‬
‫ﻣﻔﻬﻮﻡ ﺍﺳﺘﺮﺍﺗﮋﻱ‬
‫ﺍﺳﺘﺮﺍﺗﮋﻱ ﺩﺭ ﺍﺑﺘﺪﺍ ﻳﻚ ﻭﺍﮊﺓ ﻧﻈﺎﻣﻲ ﺑﻮﺩ ﻛﻪ ﺩﺭ ﻓﺮﻫﻨﮓ ﻟﻐﺎﺕ ﺁﻛﺴﻔﻮﺭﺩ ﭼﻨﻴﻦ ﺗﻌﺮﻳﻒ ﺷﺪﻩ ﺍﺳـﺖ‪» :‬ﻫﻨـﺮ‬
‫ﻳﻚ ﻓﺮﻣﺎﻧﺪﻩ ﻛﻞ ﻗﻮﺍ‪ ،‬ﻫﻨﺮ ﻃﺮﺍﺣﻲ ﻭ ﻫﺪﺍﻳﺖ ﻋﻤﻠﻴﺎﺕ ﺑﺰﺭﮒ ﻧﻈﺎﻣﻲ ﻭ ﻣﺎﻧﻮﺭﻫﺎﻱ ﺑﺰﺭﮒ‪«.‬‬
‫ﺍﻳﻦ ﺗﻌﺮﻳﻒ ﺑﺎ ﻣﻔﻬﻮﻡ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻛﻪ ﺩﺭ ﺗﺠﺎﺭﺕ‪ ،‬ﺳﺎﺯﻣﺎﻥﻫﺎﻱ ﺩﻭﻟﺘﻲ ﻳﺎ ﺧﺼﻮﺻﻲ ﺍﺳﺘﻔﺎﺩﻩ ﻣﻲﺷﻮﺩ ﭼﻨﺪﺍﻥ‬
‫ﺍﺭﺗﺒﺎﻁ ﻧﺪﺍﺭﺩ‪ ،‬ﺍﻣﺎ ﺣﺪﺍﻗﻞ ﺣﺎﻭﻱ ﺍﻳﻦ ﭘﻴﺎﻡ ﺍﺳﺖ ﻛﻪ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻳﻚ ﻫﻨﺮ ﺍﺳـﺖ ﻭ ﺍﻳـﻦ ﻛـﻪ ﻣـﺴﺌﻮﻟﻴﺖ ﻧﻬـﺎﻳﻲ‬
‫ﻋﻮﺍﻗﺐ ﻭ ﺩﺳﺘﺎﻭﺭﺩﻫﺎﻱ ﺁﻥ ﻣﺘﻮﺟﻪ ﺭﺃﺱ ﺳﺎﺯﻣﺎﻥ ﺍﺳﺖ‪.‬‬
‫ﺩﺭﺍﻛﺮ )‪ (١٩٥٥‬ﺗﺼﻤﻴﻢ ﻫﺎﻱ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﺭﺍ ﭼﻨﻴﻦ ﺗﻌﺮﻳﻒ ﻣﻲﻛﻨﺪ‪» :‬ﻛﻠﻴﺔ ﺗﺼﻤﻴﻢﻫﺎﻱ ﻣﺮﺑﻮﻁ ﺑـﻪ ﺍﻫـﺪﺍﻑ‬
‫ﺷﺮﻛﺖ ﻭ ﺭﺍﻩﻫﺎﻱ ﺭﺳﻴﺪﻥ ﺑﻪ ﺁﻥ‪«.‬‬
‫ﭼﻨﺪﻟﺮ)‪» :(١٩٦٢‬ﺍﺳﺘﺮﺍﺗﮋﻱ ﻋﺒﺎﺭﺕ ﺍﺳﺖ ﺍﺯ ﺗﻌﻴـﻴﻦ ﺍﻫـﺪﺍﻑ ﻭ ﺁﺭﻣـﺎﻥﻫـﺎﻱ ﺑﻠﻨﺪﻣـﺪﺕ ﻭ ﺍﺳﺎﺳـﻲ ﻳـﻚ‬
‫ﺷﺮﻛﺖ‪«.‬‬
‫ﭼﺎﻳﻠﺪ )‪» :(١٩٧٢‬ﺍﺳﺘﺮﺍﺗﮋﻱ ﻣﺠﻤﻮﻋﻪﺍﻱ ﺍﺯ ﺍﻧﺘﺨﺎﺏ ﺑﻨﻴﺎﺩﻱ ﻳﺎ ﺣﺴﺎﺱ ﺍﺳﺖ ﺩﺭﺑﺎﺭﺓ ﻧﺘﺎﻳﺞ ﻳـﻚ ﻓﻌﺎﻟﻴـﺖ ﻭ‬
‫ﺍﺑﺰﺍﺭ ﺍﻧﺠﺎﻡ ﺁﻥ‪«.‬‬
‫ﻛﻲ )‪» :(١٩٩٩‬ﺍﺳﺘﺮﺍﺗﮋﻱ ﻛﺴﺐ ﻭ ﻛﺎﺭ ﺑﻪ ﻫﻤﺎﻫﻨﮕﻲ ﺑﻴﻦ ﻗﺎﺑﻠﻴﺖ ﻫﺎﻱ ﻧﻬﻔﺘﻪ ﻭ ﺩﺭﻭﻧﻲ ﺷـﺮﻛﺖ ﺑـﺎ ﻣﺤـﻴﻂ‬
‫ﺑﻴﺮﻭﻧﻲﺍﺵ ﻣﻲﭘﺮﺩﺍﺯﺩ‪«.‬‬
‫ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ‪10 /‬‬

‫ﻣﻔﺎﻫﻴﻢ ﻛﻠﻴﺪﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ‬

‫ﺳﻪ ﻣﻔﻬﻮﻡ ﻛﻠﻴﺪﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻋﺒﺎﺭﺕ ﺍﺳﺖ ﺍﺯ‪:‬‬
‫ﻣﺰﻳﺖ ﺭﻗﺎﺑﺘﻲ‪ :‬ﻧﺼﻴﺐ ﺷﺮﻛﺘﻲ ﻣﻲﺷﻮﺩ ﻛﻪ ﺑﺮﺍﻱ ﻣﺸﺘﺮﻳﺎﻧﺶ ﺍﺭﺯﺵ ﻗﺎﺋﻞ ﻣﻲﺷﻮﺩ‪.‬‬ ‫•‬
‫ﻗﺎﺑﻠﻴﺖ ﻫﺎﻱ ﻣﺘﻤﺎﻳﺰ‪ :‬ﻓﺮﺻﺖﻫﺎﻱ ﻓﺮﺍﺭﻭﻱ ﺷﺮﻛﺖ ﺑﺎﺭﻱ ﺣﻔﻆ ﻣﺰﻳﺖ ﺭﻗﺎﺑﺘﻲ ﺑﻪ ﻭﺳﻴﻠﺔ ﻗﺎﺑﻠﻴﺖﻫـﺎﻱ‬ ‫•‬
‫ﺁﻥ ﺗﻌﻴﻴﻦ ﻣﻲﮔﺮﺩﺩ‪.‬‬
‫ﻫﻤﺎﻫﻨﮕﻲ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ‪ :‬ﺑﻪ ﻣﻌﻨﺎﻱ ﺣﺪﺍﻛﺜﺮ ﻛﺮﺩﻥ ﻫﻤﺎﻫﻨﮕﻲ ﻣﺰﻳﺖ ﺭﻗﺎﺑﺘﻲ ﻳﻚ ﺷﺮﻛﺖ ﺑﺎ ﻗﺎﺑﻠﻴﺖﻫﺎﻱ‬ ‫•‬
‫ﺁﻥ ﺷﺮﻛﺖ ﻭ ﻫﻤﭽﻨﻴﻦ ﺑﻪ ﻣﻌﻨﺎﻱ ﺣﺪﺍﻛﺜﺮ ﻛﺮﺩﻥ ﻣﻨﺎﺑﻊ ﺑﺎ ﻓﺮﺻﺖﻫـﺎﻱ ﻣﻮﺟـﻮﺩ ﺩﺭ ﻣﺤـﻴﻂ ﺑﻴﺮﻭﻧـﻲ‬
‫ﺍﺳﺖ‪.‬‬

‫ﻗﺼﺪ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ‬
‫ﺩﺱ ﻭ ﻣﻴﻠﺮ )‪ (١٩٩٦‬ﺗﻮﺍﻟﻲ ﻗﺼﺪ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﺭﺍ ﺑﻪ ﺷﺮﺡ ﺯﻳﺮ ﺗﻌﺮﻳﻒ ﻛﺮﺩﻩﺍﻧﺪ‪:‬‬
‫ﭼﺸﻢﺍﻧﺪﺍﺯﻱ ﮔﺴﺘﺮﺩﻩ ﺩﺭ ﺧﺼﻮﺹ ﺍﻳﻨﻜﻪ ﺳﺎﺯﻣﺎﻥ ﭼﻄﻮﺭ ﺑﺎﻳﺪ ﺑﺎﺷﺪ‪.‬‬ ‫‪.١‬‬
‫ﻣﺄﻣﻮﺭﻳﺖ ﺳﺎﺯﻣﺎﻥ‬ ‫‪.٢‬‬
‫ﺁﺭﻣﺎﻥﻫﺎﻱ ﺧﺎﺻﻲ ﻛﻪ ﻋﻤﻠﻴﺎﺗﻲ ﻣﻲﺷﻮﻧﺪ‬ ‫‪.٣‬‬
‫ﺍﻫﺪﺍﻑ ﻋﻤﻠﻴﺎﺗﻲ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ‬ ‫‪.٤‬‬

‫ﺍﺳﺘﺮﺍﺗﮋﻱ ﻣﻨﺒﻊﻣﺤﻮﺭ‬
‫ﺩﻳﺪﮔﺎﻩ ﻣﻨﺒﻊﻣﺤﻮﺭ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﺗﻮﺍﻥ ﻭ ﻗﺎﺑﻠﻴﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻳﻚ ﺷﺮﻛﺖ ﺑﻪ ﻗﺎﺑﻠﻴـﺖ )ﻛﻴﻔﻴـﺖ ﻭ‬
‫ﻛﻤﻴﺖ( ﻣﻨﺎﺑﻌﺶ ﺑﺴﺘﮕﻲ ﺩﺍﺭﺩ‪.‬‬
‫ﻣﺰﻳﺖ ﺭﻗﺎﺑﺘﻲ ﭘﺎﻳﺪﺍﺭ ﻧﺎﺷﻲ ﺍﺯ ﺗﺤﺼﻴﻞ ﻭ ﺍﺳﺘﻔﺎﺩﻩ ﻛﺎﺭﺍ ﻭ ﺻﺤﻴﺢ ﺍﺯ ﻣﺠﻤﻮﻋﻪﺍﻱ ﺍﺯ ﻣﻨﺎﺑﻊ ﻣﺘﻤﺎﻳﺰ ﺍﺳﺖ ﻛـﻪ‬
‫ﺭﻗﺒﺎ ﻗﺎﺩﺭ ﺑﻪ ﺗﻘﻠﻴﺪ ﻭ ﻛﭙﻲ ﺁﻧﻬﺎ ﻧﻴﺴﺘﻨﺪ‪.‬‬

‫ﻗﺎﺑﻠﻴﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ‬
‫ﻗﺎﺑﻠﻴﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻔﻬﻮﻣﻲ ﺍﺳـﺖ ﻛـﻪ ﺑـﻪ ﺗـﻮﺍﻥ ﻳـﻚ ﺳـﺎﺯﻣﺎﻥ ﺩﺭ ﻃﺮﺍﺣـﻲ ﻭ ﺍﺟـﺮﺍﻱ ﺍﺳـﺘﺮﺍﺗﮋﻱﻫـﺎﻳﻲ‬
‫ﺑﺮﻣﻲﮔﺮﺩﺩ ﻛﻪ ﺑﺮﺍﻱ ﺷﺮﻛﺖ ﻣﺰﻳﺖ ﺭﻗﺎﺑﺘﻲ ﭘﺎﻳﺪﺍﺭ ﺍﻳﺠﺎﺩ ﻣﻲﻛﻨﻨﺪ‪ .‬ﺑﻨﺎﺑﺮﺍﻳﻦ ﻗﺎﺑﻠﻴـﺖ ﺍﺳـﺘﺮﺍﺗﮋﻳﻚ ﻋﺒـﺎﺭﺕ‬
‫ﺍﺳﺖ ﺍﺯ ﺗﻮﺍﻥ ﻭ ﻇﺮﻓﻴﺖ ﺍﻧﺘﺨﺎﺏ ﺑﻬﺘﺮﻳﻦ ﭼﺸﻢﺍﻧﺪﺍﺯ ﺑﺮﺍﻱ ﺗﻌﺮﻳﻒ ﻣﻘﺎﺻﺪ ﻭﺍﻗﻊﺑﻴﻨﺎﻧﻪ‪ ،‬ﺑﺮﺍﻱ ﻫﻤﺎﻫﻨﮓ ﻛـﺮﺩﻥ‬
‫ﻣﻨﺎﺑﻊ ﺑﺎ ﻓﺮﺻﺖﻫﺎ ﻭ ﻃﺮﺍﺣﻲ ﻭ ﺍﺟﺮﺍﻱ ﻃﺮﺡﻫﺎﻱ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ‪.‬‬
‫ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ‪11 /‬‬

‫ﻃﺮﺍﺣﻲ ﺍﺳﺘﺮﺍﺗﮋﻱ‬
‫ﻃﺮﺍﺣﻲ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺷﺮﻛﺖ ﺭﺍ ﻣﻲﺗﻮﺍﻥ ﺑﻪ ﻋﻨﻮﺍﻥ ﻓﺮﺁﻳﻨﺪ ﺧﻠﻖ ﺟﻬﺖ ﻭ ﺭﺍﺳﺘﺎﻱ ﺣﺮﻛﺖ ﺗﻌﺮﻳﻒ ﻛـﺮﺩ‪ .‬ﺍﻏﻠـﺐ‬
‫ﺁﻥ ﺭﺍ ﺑﻪ ﻋﻨﻮﺍﻥ ﺍﻣﺮﻱ ﻣﻨﻄﻘﻲ ﻭ ﺍﻗﺪﺍﻣﻲ ﮔﺎﻡ ﺑﻪ ﮔﺎﻡ ﺗﻮﺻﻴﻒ ﻛﺮﺩﻩﺍﻧـﺪ ﻛـﻪ ﻧﺘﻴﺠـﺔ ﺁﻥ ﺑﻴﺎﻧﻴـﻪﺍﻱ ﻣﻜﺘـﻮﺏ ﻭ‬
‫ﺭﺳﻤﻲ ﺍﺳﺖ ﻛﻪ ﺭﺍﻫﻨﻤﺎﻳﻲ ﻣﺸﺨﺺ ﻭ ﺩﻗﻴﻖ ﺑﻪ ﺳﻤﺖ ﺍﻫﺪﺍﻑ ﺑﻠﻨﺪﻣﺪﺕ ﺳﺎﺯﻣﺎﻥ ﻣﻲﺑﺎﺷﺪ‪.‬‬

‫ﻧﮕﺮﺵ ﺳﻴﺴﺘﻤﺎﺗﻴﻚ ﺑﻪ ﻃﺮﺍﺣﻲ ﺍﺳﺘﺮﺍﺗﮋﻱ‬

‫ﺍﺯ ﺣﻴﺚ ﻧﻈﺮﻱ ﻓﺮﺁﻳﻨﺪ ﻃﺮﺍﺣﻲ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺩﺭ ﺑﺮﮔﻴﺮﻧﺪﺓ ﺍﻗﺪﺍﻣﺎﺕ ﺯﻳﺮ ﺍﺳﺖ‪:‬‬
‫ﺗﻌﺮﻳﻒﻫﺎﻱ ﻣﺄﻣﻮﺭﻱ‬ ‫‪.١‬‬
‫ﺗﻌﻴﻴﻦ ﺍﻫﺪﺍﻑ‬ ‫‪.٢‬‬
‫ﺍﻧﺠﺎﻡ ﭘﻮﻳﺶ ﻫﺎﻱ ﻣﺤﻴﻂ ﺩﺍﺧﻠﻲ ﻭ ﺧﺎﺭﺟﻲ ﺳﺎﺯﻣﺎﻥ ﺑﺮﺍﻱ ﺍﺭﺯﻳﺎﺑﻲ ﻧﻘﺎﻁ ﻗﻮﺕ ﻭ ﻧﻘﺎﻁ ﺿـﻌﻒ ﺩﺍﺧﻠـﻲ ﻭ‬ ‫‪.٣‬‬
‫ﻓﺮﺻﺖﻫﺎ ﻭ ﺗﻬﺪﻳﺪﻫﺎﻱ ﺧﺎﺭﺟﻲ ﺍﺳﺖ‪.‬‬
‫ﺗﺠﺰﻳﻪ ﻭ ﺗﺤﻠﻴﻞ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻫﺎﻱ ﻣﻮﺟﻮﺩ ﺑﺮﺍﻱ ﺗﻌﻴﻴﻦ ﺍﻧﻄﺒﺎﻕ ﺁﻧﻬﺎ ﺑﺎ ﺗﻮﺟﻪ ﺑـﻪ ﺍﺭﺯﻳـﺎﺑﻲ ﻫـﺎﻱ ﺩﺍﺧﻠـﻲ ﻭ‬ ‫‪.٤‬‬
‫ﺧﺎﺭﺟﻲ‪.‬‬
‫ﺗﻌﺮﻳﻒ ﻗﺎﺑﻠﻴﺖﻫﺎﻱ ﻣﺘﻤﺎﻳﺰ ﺳﺎﺯﻣﺎﻥ ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﺍﻳﻦ ﺗﺠﺰﻳﻪ ﻭ ﺗﺤﻠﻴﻞ‪.‬‬ ‫‪.٥‬‬
‫ﺗﻌﺮﻳﻒ ﻣﺴﺎﺋﻞ ﺍﺻﻠﻲ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﺑﺮﺧﺎﺳﺘﻪ ﺍﺯ ﺗﺠﺰﻳﻪ ﻭ ﺗﺤﻠﻴﻞﻫﺎﻱ ﻗﺒﻠﻲ‪.‬‬ ‫‪.٦‬‬
‫ﺗﻌﻴﻴﻦ ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﻛﺎﺭﻱ )ﺩﺭ ﺳﻄﺢ ﻭﻇﻴﻔﻪ( ﻭ ﻛﻼﻥ )ﺩﺭ ﺳﻄﺢ ﺑﻨﮕﺎﻩ( ﺷـﺮﻛﺖ ﺑـﺮﺍﻱ ﺣـﺼﻮﻝ ﺑـﻪ‬ ‫‪.٧‬‬
‫ﺍﻫﺪﺍﻑ ﻭ ﻣﺰﻳﺖ ﺭﻗﺎﺑﺘﻲ ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﻣﺴﺎﺋﻞ ﺍﺻﻠﻲ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ‪.‬‬
‫ﺗﻬﻴﺔ ﻃﺮﺡﻫﺎﻱ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻳﻜﭙﺎﺭﭼﻪ ﺑﺮﺍﻱ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎ‪.‬‬ ‫‪.٨‬‬
‫ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎ‪.‬‬ ‫‪.٩‬‬
‫ﻧﻈﺎﺭﺕ ﺑﺮ ﺍﺟﺮﺍ ﻭ ﺑﺎﺯﺑﻴﻨﻲ ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﻣﻮﺟﻮﺩ ﻳﺎ ﻃﺮﺍﺣﻲ ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﺟﺪﻳﺪ ﺩﺭ ﺻﻮﺭﺕ ﻟﺰﻭﻡ‪.‬‬ ‫‪.١٠‬‬
‫ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ‪12 /‬‬

‫ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ‬
‫ﺍﻳﻦ ﻓﺮﺁﻳﻨﺪ ﻋﻤﻠﻴﺎﺗﻲ ﺑﻪ ﻋﻨﻮﺍﻥ ﻓﺮﺁﻳﻨﺪﻱ ﭘﻴﻮﺳﺘﻪ ﺗﻠﻘﻲ ﻣﻲﮔﺮﺩﺩ ﻛﻪ ﺩﺭ ﺗﺌﻮﺭﻱ ﺷﺎﻣﻞ ﺗﻮﺍﻟﻲ ﻓﻌﺎﻟﻴﺖﻫﺎﺳﺖ‪:‬‬
‫ﻃﺮﺍﺣﻲ ﺍﺳﺘﺮﺍﺗﮋﻱ‪ ،‬ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ‪ ،‬ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻣﺮﻭﺭ ﻭ ﺑﻪﺭﻭﺯﺁﻭﺭﻱ‪.‬‬
‫ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﺭﺍ ﭼﻨﻴﻦ ﺗﻌﺮﻳﻒ ﻛﺮﺩﻩﺍﻧﺪ‪» :‬ﻣـﺪﻳﺮﻳﺖ ﺍﺳـﺘﺮﺍﺗﮋﻳﻚ ﻣﺠﻤﻮﻋـﻪﺍﻱ ﺍﺯ ﺗـﺼﻤﻴﻢﻫـﺎ ﻭ‬
‫ﺍﻋﻤﺎﻝ ﺍﺳﺖ ﻛﻪ ﻣﻨﺠﺮ ﺑﻪ ﻃﺮﺍﺣﻲ ﻭ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻳﻲ ﻣﻲﺷﻮﺩ ﻛﻪ ﺑﺮﺍﻱ ﺣﺼﻮﻝ ﺑﻪ ﺍﻫﺪﺍﻑ ﻳﻚ ﺳـﺎﺯﻣﺎﻥ‬
‫ﻣﻮﺭﺩ ﺍﺳﺘﻔﺎﺩﻩ ﻗﺮﺍﺭ ﻣﻲﮔﻴﺮﻧﺪ‪«.‬‬
‫ﺑﺮﻧﺰ )‪ (١٩٩٢‬ﻣﻌﺘﻘﺪ ﺍﺳﺖ ﻛﻪ ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﺩﺭ ﻭﻫﻠﻪ ﺍﻭﻝ ﺑﻪ ﻣﺴﺎﺋﻞ ﺯﻳﺮ ﻣﻲﭘﺮﺩﺍﺯﺩ‪:‬‬
‫ﻃﻴﻒ ﻛﺎﻣﻠﻲ ﺍﺯ ﻓﻌﺎﻟﻴﺖﻫﺎﻱ ﺳﺎﺯﻣﺎﻥ‪ ،‬ﺷﺎﻣﻞ ﺍﻫﺪﺍﻑ ﺷﺮﻛﺖ ﻭ ﻣﺤﺪﻭﺩﻩﻫﺎﻱ ﺳﺎﺯﻣﺎﻧﻲ‪.‬‬ ‫•‬
‫ﻫﻤﺎﻫﻨﮓ ﻭ ﺳﺎﺯﮔﺎﺭ ﻛﺮﺩﻥ ﻓﻌﺎﻟﻴﺖﻫﺎﻱ ﻳﻚ ﺳﺎﺯﻣﺎﻥ ﺑﺎ ﻣﺤﻴﻄﻲ ﻛﻪ ﺩﺭ ﺁﻥ ﻗﺮﺍﺭ ﺩﺍﺭﺩ‪.‬‬ ‫•‬
‫ﺗﻀﻤﻴﻦ ﺍﻳﻦ ﻛﻪ ﺳﺎﺧﺘﺎﺭﻫﺎﻱ ﺩﺍﺧﻠﻲ‪ ،‬ﺭﻭﺵﻫﺎ ﻭ ﺭﻭﻳﻪﻫﺎﻱ ﻣﻮﺟﻮﺩ ﻣﻲﺗﻮﺍﻧﻨﺪ ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﺩﺭ ﻭﺻﻮﻝ ﺑـﻪ‬ ‫•‬
‫ﺍﻫﺪﺍﻓﺶ ﻳﺎﺭﻱ ﻛﻨﻨﺪ‪.‬‬
‫ﻫﻤﺎﻫﻨﮓ ﻭ ﺳﺎﺯﮔﺎﺭ ﻛﺮﺩﻥ ﻓﻌﺎﻟﻴﺖﻫﺎﻱ ﻳﻚ ﺳﺎﺯﻣﺎﻥ ﺑﺎ ﻗﺎﺑﻠﻴﺖ ﻣﻨﺎﺑﻌﺶ‪ ،‬ﺍﺭﺯﻳﺎﺑﻲ ﻣﻴﺰﺍﻥ ﻣﻨـﺎﺑﻊ ﺑـﺮﺍﻱ‬ ‫•‬
‫ﺑﻬﺮﻩﺑﺮﺩﺍﺭﻱ ﺍﺯ ﻓﺮﺻﺖﻫﺎ ﻳﺎ ﭘﺮﻫﻴﺰ ﺍﺯ ﺗﻬﺪﻳﺪﻫﺎﻱ ﻣﻮﺟﻮﺩ ﺩﺭ ﻣﺤﻴﻂ ﺳﺎﺯﻣﺎﻥ‪.‬‬
‫ﺗﺤﺼﻴﻞ‪ ،‬ﺟﺬﺏ ﻭ ﺗﺨﺼﻴﺺ ﻣﻨﺎﺑﻊ‪.‬‬ ‫•‬
‫ﺗﺮﺟﻤﺔ ﻣﺠﻤﻮﻋﻪﺍﻱ ﭘﻮﻳﺎ ﺍﺯ ﻣﺘﻐﻴﺮﻫﺎﻱ ﺩﺍﺧﻠﻲ ﻭ ﺧﺎﺭﺟﻲ ﻓـﺮﺍﺭﻭﻱ ﺳـﺎﺯﻣﺎﻥ ﺑـﻪ ﻣﺠﻤﻮﻋـﻪﺍﻱ ﻣـﻨﻈﻢ ﺍﺯ‬ ‫•‬
‫ﺍﻫﺪﺍﻑ ﻣﺸﺨﺺ ﺁﻳﻨﺪﻩ ﻛﻪ ﺑﺘﻮﺍﻥ ﺁﻥ ﺭﺍ ﺭﻭﺯ ﺑﻪ ﺭﻭﺯ ﺍﺟﺮﺍ ﻛﺮﺩ‪.‬‬
‫ﻛﻨﺘﺮ )‪ (١٩٨٤) (Kanter‬ﻫﺪﻑ ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﺭﺍ »ﺍﻧﺘﺨﺎﺏ ﺍﻋﻤﺎﻟﻲ ﻓﻌﻠـﻲ ﺑـﺮﺍﻱ ﺩﺳـﺖﻳـﺎﺑﻲ ﺑـﻪ‬
‫ﺍﻫﺪﺍﻑ ﺁﻳﻨﺪﻩ« ﻣﻲﺩﺍﻧﺪ ﻭ ﻣﻌﺘﻘﺪ ﺍﺳـﺖ ﻛـﻪ ﻣـﺪﻳﺮﺍﻥ ﺍﺳـﺘﺮﺍﺗﮋﻳﻚ ﺩﺭ ﻭﺍﻗـﻊ ﻣﺠـﺮﻱ ﺍﻗـﺪﺍﻣﺎﺗﻲﺍﻧـﺪ ﻛـﻪ‬
‫ﺳﺎﺯﻭﻛﺎﺭﻫﺎﻱ ﺗﻐﻴﻴﺮ ﺭﺍ ﻳﻜﭙﺎﺭﭼﻪ ﻭ ﻧﻬﺎﺩﻳﻨﻪ ﻣﻲﻛﻨﺪ‪.‬‬
‫ﺭﻫﺒﺮﺍﻥ ﻣﻘﺘﺪﺭ ﺟﻬﺖ ﺳـﺎﺯﻣﺎﻥ ﺭﺍ ﺗﻌﻴـﻴﻦ ﻣـﻲﻛﻨﻨـﺪ ﻭ ﺁﻥ ﺭﺍ ﺍﺯ ﮔﺰﻧـﺪ ﺗﻐﻴﻴﺮﻫـﺎﻱ ﻣﻬﻠـﻚ ﻣـﺼﻮﻥ ﻧﮕـﻪ‬
‫ﻣﻲ ﺩﺍﺭﻧﺪ‪ ...‬ﺁﻧﻬﺎ ﺑﻪ ﺁﻳﻨﺪﻩ ﻧﻈﺮ ﺩﺍﺭﻧﺪ ﻛﻪ ﻫﻤﻴﻦ ﺑﻴﻨﺶ ﺑﻪ ﺁﻧﻬﺎ ﺍﻣﻜﺎﻥ ﻣﻲﺩﻫـﺪ ﻗـﺪﻡﻫـﺎﻱ ﺑﻌـﺪﻱ ﺭﺍ ﺑﻬﺘـﺮ‬
‫ﺍﻧﺘﺨﺎﺏ ﻛﻨﻨﺪ ﻭ ﺑﺎ ﺍﺗﻜﺎ ﺑﻪ ﻇﺮﻓﻴﺖﻫﺎ‪ ،‬ﻗﺎﺑﻠﻴﺖﻫﺎ ﻭ ﻧﻘﺎﻁ ﻗﻮﺕ ﻓﻌﻠﻲ‪ ،‬ﺑﻪ ﺁﻳﻨﺪﻩ ﻧﻈﺮ ﺩﺍﺭﻧﺪ ﻛﻪ ﻫﻤﻴﻦ ﺑﻴﻨﺶ ﺑﻪ‬
‫ﺁﻧﻬﺎ ﺍﻣﻜﺎﻥ ﻣﻲﺩﻫﺪ ﻗﺪﻡﻫﺎﻱ ﺑﻌﺪﻱ ﺭﺍ ﺑﻬﺘﺮ ﺍﻧﺘﺨﺎﺏ ﻛﻨﻨﺪ ﻭ ﺑﺎ ﺍﺗﻜﺎ ﺑﻪ ﻇﺮﻓﻴﺖﻫﺎ‪ ،‬ﻗﺎﺑﻠﻴﺖﻫـﺎ ﻭ ﻧﻘـﺎﻁ ﻗـﻮﺕ‬
‫ﻓﻌﻠﻲ‪ ،‬ﺁﻳﻨﺪﺓ ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﻃﺮﺍﺣﻲ ﻛﻨﻨﺪ‪.‬‬

‫ﺑﺨﺶ ‪٣‬‬
‫ﻣﻔﻬﻮﻡ ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‬
‫ﻣﻔﻬﻮﻡ ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺩﺭ ﺍﻳﻦ ﺑﺨﺶ ﺗﺤﺖ ﻋﻨﺎﻭﻳﻦ ﺯﻳﺮ ﺑﺮﺭﺳﻲ ﺧﻮﺍﻫﺪ ﺷﺪ‪:‬‬
‫ﺗﻌﺮﻳﻒ‬ ‫•‬
‫ﻣﻔﻬﻮﻡ ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‬ ‫•‬
‫ﺍﻫﺪﺍﻑ ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‬ ‫•‬
‫ﻣﺪﻝﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ــ ﻣﺪﻝ ﻓﻌﺎﻟﻴﺖﻣﺤﻮﺭ ﻭ ﻫﻤﺎﻫﻨﮕﻲ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ‬ ‫•‬
‫ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ‪13 /‬‬

‫ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻭ ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‬ ‫•‬

‫ﻫﻤﺎﻫﻨﮕﻲ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ‬ ‫•‬
‫ﻫﻤﺎﻫﻨﮕﻲ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻭ ﺍﻧﻌﻄﺎﻑ ﭘﺬﻳﺮﻱ‬ ‫•‬

‫ﺗﻌﺮﻳﻒ ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‬

‫ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻋﺒﺎﺭﺗﺴﺖ ﺍﺯ‪ :‬ﻛﻠﻴﺔ ﻓﻌﺎﻟﻴﺖ ﻫﺎﻱ ﻣﺆﺛﺮ ﺑﺮ ﺭﻓﺘﺎﺭ ﺍﻓﺮﺍﺩ ﺩﺭ ﺑﺮﺍﻧﮕﻴﺨﺘﻦ ﺁﻧﻬﺎ‬
‫ﺑﻪ ﻃﺮﺍﺣﻲ ﻭ ﺍﺟﺮﺍﻱ ﻧﻴﺎﺯﻫﺎﻱ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﺷﺮﻛﺖ‪ .‬ﺷﻮﻟﺮ )‪(١٩٩٢) (Schuler‬‬
‫ﺍﻟﮕﻮﻱ ﺗﺨﺼﻴﺺ ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﺷﺪﺓ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻭ ﺍﻧﺠﺎﻡ ﻓﻌﺎﻟﻴﺖﻫﺎﻱ ﻣﻮﺭﺩ ﻧﻈﺮ ﺑﺮﺍﻱ ﻛﻤﻚ ﺑﻪ ﺷﺮﻛﺖ‬
‫ﺩﺭ ﻭﺻﻮﻝ ﺑﻪ ﺍﻫﺪﺍﻓﺶ‪ .‬ﺭﺍﻳﺖ ﻭ ﻣﻚﻣﺎﻫﺎﻥ )‪(١٩٩٢) (Wright & McMahan‬‬

‫ﻣﻔﻬﻮﻡ ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‬

‫ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﭼﻬﺎﺭ ﻣﻌﻨﻲ ﺩﺍﺭﺩ‪:‬‬
‫ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ‬ ‫‪-١‬‬
‫ﻧﮕﺮﺷﻲ ﺛﺎﺑﺖ ﺑﻪ ﻃﺮﺍﺣﻲ ﻭ ﻣﺪﻳﺮﻳﺖ ﺳﻴﺴﺘﻢﻫﺎﻱ ﭘﺮﺳﻨﻠﻲ‬ ‫‪-٢‬‬
‫ﻫﻤﺎﻫﻨﮓ ﻭ ﻫﻤﺨﻮﺍﻥ ﻛﺮﺩﻥ ﺳﻴﺎﺳﺖﻫﺎ ﻭ ﻓﻌﺎﻟﻴﺖﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺑﺎ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺷـﻔﺎﻑ ﻭ‬ ‫‪-٣‬‬
‫ﺭﻭﺷﻦ ﺷﺮﻛﺖ‪.‬‬
‫ﺑﻪ ﻛﺎﺭﻛﻨﺎﻥ ﺳﺎﺯﻣﺎﻥ ﺑﻪ ﺩﻳﺪﺓ ﻳﻚ “ﻣﻨﺒﻊ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ” ﺑﺮﺍﻱ ﺣﺼﻮﻝ ﺑﻪ “ﻣﺰﻳﺖ ﺭﻗﺎﺑﺘﻲ” ﻧﮕﺮﻳﺴﺘﻦ‪.‬‬ ‫‪-٤‬‬

‫ﺍﻫﺪﺍﻑ ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‬

‫ﻫﺪﻑ ﺍﺳﺎﺳﻲ ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‪ ،‬ﺧﻠﻖ ﻗﺎﺑﻠﻴﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﺍﺯ ﻃﺮﻳـﻖ ﺗـﻀﻤﻴﻦ ﻭ ﻣﻄﻤـﺌﻦ‬
‫ﺷﺪﻥ ﺍﺯ ﺍﻳﻦ ﻧﻜﺘﻪ ﺍﺳﺖ ﻛﻪ ﺳﺎﺯﻣﺎﻥ ﺍﺯ ﻛﺎﺭﻛﻨﺎﻥ ﻣﺎﻫﺮ‪ ،‬ﻣﺘﻌﻬﺪ ﻭ ﺑﺎﺍﻧﮕﻴﺰﻩ ﺑﺮﺍﻱ ﺗﻼﺵ ﺩﺭ ﺭﺍﺳﺘﺎﻱ ﺣـﺼﻮﻝ ﺑـﻪ‬
‫ﻣﺰﻳﺖ ﺭﻗﺎﺑﺘﻲ ﭘﺎﻳﺪﺍﺭ ﺑﺮﺧﻮﺭﺩﺍﺭ ﺍﺳﺖ‪ .‬ﻫﺪﻓﺶ ﺍﻳﺠﺎﺩ ﺣﺲ ﻫﺪﻓﻤﻨﺪ ﻭ ﺟﻬﺖﺩﺍﺭ ﺑﻮﺩﻥ ﺩﺭ ﻣﺤﻴﻂﻫﺎﻱ ﺍﻏﻠﺐ‬
‫ﭘﺮﺗﻼﻃﻢ ﺍﺳﺖ‪ ،‬ﺗﺎ ﺑﺪﻳﻦ ﻭﺳﻴﻠﻪ ﻧﻴﺎﺯﻫﺎﻱ ﺗﺠﺎﺭﻱ ﺳﺎﺯﻣﺎﻥ ﻭ ﻧﻴﺎﺯﻫﺎﻱ ﻓﺮﺩﻱ ﻭ ﮔﺮﻭﻫـﻲ ﻛﺎﺭﻛﻨـﺎﻧﺶ ﺍﺯ ﻃﺮﻳـﻖ‬
‫ﻃﺮﺍﺣﻲ ﻭ ﺍﺟﺮﺍﻱ ﺑﺮﻧﺎﻣﻪﻫﺎ ﻭ ﺳﻴﺎﺳﺖﻫﺎﻱ ﻣﻨﺴﺠﻢ ﻭ ﻋﻤﻠﻲ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺗﺄﻣﻴﻦ ﺷﻮﺩ‪.‬‬

‫ﻣﺪﻝﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‬

‫ﻣﺪﻝ ﻣﺒﺘﻨﻲ ﺑﺮ ﻛﺴﺐ ﻭ ﻛﺎﺭ )‪ : (the business oriented model‬ﺭﺍﻳﺖ ﻭﺍﺳﻨﻞ )‪ (١٩٩٨‬ﭘﻴﺸﻨﻬﺎﺩ ﻛﺮﺩﻩﺍﻧﺪ ﻛﻪ‬
‫ﺩﺭ ﻳﻚ ﺷﺮﻛﺖ ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺑﻪ ﺁﻥ ﺩﺳﺘﻪ ﺍﺯ ﻓﻌﺎﻟﻴﺖﻫﺎﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻣـﻲﭘـﺮﺩﺍﺯﺩ‬
‫ﻛﻪ ﺳﺎﺑﻘﺎﹰ ﺑﺮﺍﻱ ﺗﻘﻮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺭﻗﺎﺑﺘﻲ ﺷﺮﻛﺖ ﺍﺟﺮﺍ ﻣﻲﺷﺪﻩﺍﻧﺪ‪.‬‬
‫ﻣﺪﻝ ﻫﻤﺎﻫﻨﮕﻲ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ )‪ : (the strategic fit model‬ﻭﺍﻛـﺮ )‪ (١٩٩٢‬ﻣـﺪﻳﺮﻳﺖ ﺍﺳـﺘﺮﺍﺗﮋﻳﻚ ﻣﻨـﺎﺑﻊ‬
‫ﺍﻧﺴﺎﻧﻲ ﺭﺍ ﺑﻪ ﻋﻨﻮﺍﻥ ﺍﺑﺰﺍﺭ ﺍﻳﺠﺎﺩ ﺗﻌﺎﺩﻝ ﻭ ﺗﻮﺍﺯﻥ ﺑﻴﻦ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺑﺎ ﻣﺤﺘﻮﺍﻱ ﺍﺳـﺘﺮﺍﺗﮋﻳﻚ ﻛـﺴﺐ ﻭ‬
‫ﻛﺎﺭ ﺗﻌﺮﻳﻒ ﻣﻲﻛﻨﺪ‪.‬‬
‫ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ‪14 /‬‬

‫ﺩﺭ ﺯﺑﺎﻥ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‪ ،‬ﻫﻤﺎﻫﻨﮕﻲ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﺑﻪ ﻣﻌﻨﺎﻱ ﻃﺮﺍﺣﻲ ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﻣﻨـﺎﺑﻊ ﺍﻧـﺴﺎﻧﻲ‬
‫ﺍﺳﺖ ﻛﻪ ﺑﺎ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻛﺴﺐ ﻭ ﻛﺎﺭ ﻳﻜﭙﺎﺭﭼﻪ ﻣﻲﺷﻮﻧﺪ ﻭ ﻣﻮﻓﻘﻴﺖ ﺁﻥ ﺭﺍ ﺗﻀﻤﻴﻦ ﻣﻲﻛﻨﻨﺪ‪.‬‬

‫ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻭ ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‬

‫ﺍﻏﻠﺐ ﻭﺍﮊﻩﻫﺎﻱ “ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ” ﻭ “ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ” ﺑﻪ ﺟﺎﻱ ﻳﻜﺪﻳﮕﺮ ﺍﺳـﺘﻔﺎﺩﻩ‬
‫ﻣﻲﺷﻮﻧﺪ‪ ،‬ﺍﻣﺎ ﺑﻴﻦ ﺍﻳﻦ ﺩﻭ ﻭﺍﮊﻩ ﺗﻔﺎﻭﺗﻲ ﻭﺟﻮﺩ ﺩﺍﺭﺩ‪.‬‬
‫ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺭﺍ ﻣﻲﺗﻮﺍﻥ ﺑﻪ ﻋﻨﻮﺍﻥ ﺭﻭﺷﻲ ﻛﻠﻲ ﺑﺮﺍﻱ ﻣﺪﻳﺮﻳﺖ ﻛﺎﺭﻛﻨﺎﻥ ﻭ ﻫﻤﺎﻫﻨﮓ‬
‫ﺑﺎ ﻣﻘﺎﺻﺪ ﺳﺎﺯﻣﺎﻥ ﺩﺭ ﺁﻳﻨﺪﻩ ﺩﺭ ﻧﻈﺮ ﮔﺮﻓﺖ‪.‬‬
‫ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺑﺮﻣﻘﺎﺻﺪ ﺧﺎﺹ ﺳﺎﺯﻣﺎﻥ‪ ،‬ﺩﺭﺑﺎﺭﺓ ﺁﻧﭽﻪ ﻛﻪ ﺑﺎﻳﺪ ﺍﻧﺠﺎﻡ ﺑﺸﻮﺩ ﻭ ﺗﻐﻴﻴـﺮﻱ ﻛـﻪ‬
‫ﺑﺎﻳﺪ ﺍﻋﻤﺎﻝ ﺑﺸﻮﺩ‪ ،‬ﺗﻤﺮﻛﺰ ﺧﻮﺍﻫﺪ ﻛﺮﺩ‪ .‬ﻣﺴﺎﺋﻠﻲ ﻛﻪ ﺍﻳﻦ ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎ ﺑﻪ ﺁﻧﻬﺎ ﺧﻮﺍﻫﻨﺪ ﭘﺮﺩﺍﺧﺖ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ‪:‬‬
‫ﺍﻃﻤﻴﻨﺎﻥ ﺧﺎﻃﺮ ﺍﺯ ﺍﻳﻨﻜﻪ ﺳﺎﺯﻣﺎﻥ ﻛﺎﺭﻛﻨﺎﻥ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﺧﻮﺩ ﺭﺍ ﺩﺭ ﺍﺧﺘﻴﺎﺭ ﺩﺍﺩ‪ .‬ﺁﻣـﻮﺯﺵ‪ ،‬ﺍﻧﮕﻴـﺰﺵ‪ ،‬ﭘـﺎﺩﺍﺵ‪،‬‬
‫ﺍﻧﻌﻄﺎﻑ ﭘﺬﻳﺮﻱ‪ ،‬ﻛﺎﺭﮔﺮﻭﻫﻲ ﻭ ﺭﻭﺍﺑﻂ ﺑﺎﺛﺒـﺎﺕ ﻛﺎﺭﻛﻨـﺎﻥ‪ .‬ﺍﻳﻨﻬـﺎ ﻣـﺴﺎﺋﻠﻲ ﻫـﺴﺘﻨﺪ ﻛـﻪ ﺩﺳـﺖﻳـﺎﺑﻲ ﻣﻮﻓـﻖ‬
‫ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﺷﺮﻛﺖ ﺑﻪ ﺍﻫﺪﺍﻑ ﺧﻮﺩ ﺭﺍ ﺗﻀﻤﻴﻦ ﻣﻲﻛﻨﻨﺪ‪.‬‬

‫ﻫﻤﺎﻫﻨﮕﻲ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ‬
‫ﺍﻳﺪﺓ ﻫﻤﺎﻫﻨﮕﻲ ﻳﺎ ﻳﻜﭙﺎﺭﭼﮕﻲ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻛﻪ ﮔﺎﻫﻲ ﺍﺯ ﺁﻥ ﺑﺎ ﻧﺎﻡ “ﻣﺪﻝ ﺳﺎﺯﮔﺎﺭﻛﻨﻨﺪﻩ” ﻳـﺎﺩ ﻣـﻲﻛﻨﻨـﺪ‪ ،‬ﻣﺤـﻮﺭ‬
‫ﻣﻔﻬﻮﻡ ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧـﺴﺎﻧﻲ ﺍﺳـﺖ‪ .‬ﻳﻜﭙـﺎﺭﭼﮕﻲ ﺍﺳـﺘﺮﺍﺗﮋﻳﻚ ﺑـﺮﺍﻱ ﺍﻳﺠـﺎﺩ ﻫﻤﺨـﻮﺍﻧﻲ ﺑـﻴﻦ‬
‫ﺍﺳﺘﺮﺍﺗﮋﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻭ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺷﺮﻛﺖ ﺿﺮﻭﺭﻱ ﺍﺳﺖ ﺯﻳـﺮﺍ ﺍﻳـﻦ ﺩﻭ ﺍﺳـﺘﺮﺍﺗﮋﻱ ﻣﻜﻤـﻞ ﻳﻜﺪﻳﮕﺮﻧـﺪ‪.‬‬
‫ﻫﺪﻑ‪ ،‬ﺍﻳﺠﺎﺩ ﻫﻤﺎﻫﻨﮕﻲ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻭ ﻫﻤﮕﻮﻧﻲ ﺑﻴﻦ ﺍﻫﺪﺍﻑ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻭ ﺍﻫﺪﺍﻑ ﺷﺮﻛﺖ ﺍﺳﺖ‪.‬‬

‫ﻫﻤﺎﻫﻨﮕﻲ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻭ ﺍﻧﻌﻄﺎﻑﭘﺬﻳﺮﻱ‬

‫ﺩﺭ ﺍﻭﻟﻴﻦ ﻧﮕﺎﻩ‪ ،‬ﻣﻤﻜﻦ ﺍﺳﺖ ﺍﻫﺪﺍﻑ ﺍﻧﻌﻄﺎﻑﭘﺬﻳﺮﻱ ﻭ ﻫﻤﺎﻫﻨﮕﻲ ﻧﺎﺳﺎﺯﮔﺎﺭ ﺑﺎ ﻳﻜﺪﻳﮕﺮ ﺑﻪ ﻧﻈﺮ ﺑﺮﺳﺪ ﺍﻣﺎ ﺭﺍﻳﺖ‬
‫ﻭ ﺍﺳﻨﻞ )‪ (١٩٩٨‬ﻣﻌﺘﻘﺪﻧﺪ ﻛﻪ ﺍﻳﻦ ﺩﻭ ﻣﻜﻤﻞ ﻳﻜﺪﻳﮕﺮﻧﺪ‪.‬‬
‫ﭼﺎﻟﺶ ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻛﻨﺎﺭ ﺁﻣﺪﻥ ﺑﺎ ﺗﻐﻴﻴﺮ )ﻧﻴﺎﺯﻣﻨﺪ ﺍﻧﻌﻄﺎﻑﭘﺬﻳﺮﻱ ﺍﺳـﺖ( ﺍﺯ ﻃﺮﻳـﻖ ﺳـﺎﺯﮔﺎﺭﻱ‬
‫ﻣﺴﺘﻤﺮ ﺑﺮﺍﻱ ﺍﻳﺠﺎﺩ ﻫﻤﺎﻫﻨﮕﻲ ﺑﻴﻦ ﺷﺮﻛﺖ ﻭ ﺷﺮﺍﻳﻂ ﺧﺎﺭﺟﻲ ﺍﺵ ﺍﺳﺖ‪ .‬ﺍﻧﻄﻌﺎﻑﭘﺬﻳﺮﻱ ﻣﺸﺨـﺼﻪﺍﻱ ﺍﺳـﺖ‬
‫ﻛﻪ ﺩﺭ ﻃﻮﻝ ﺯﻣﺎﻥ ﺑﻪ ﻭﺟﻮﺩ ﻣﻲﺁﻳﺪ‪.‬‬

‫ﺟﻤﻊﺑﻨﺪﻱ‬
‫ﻣﻔﻬﻮﻡ ﺍﺳﺎﺳﻲ ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺑﺮﺍﻳﻦ ﻓﺮﺿﻴﻪ ﺍﺳﺘﻮﺍﺭ ﺍﺳﺖ ﻛﻪ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻣﻨﺎﺑﻊ ﺍﻧـﺴﺎﻧﻲ‬
‫ﻣﻮﺟﺐ ﺍﺭﺗﻘﺎﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺷﺮﻛﺖ ﻣﻲﺷﻮﺩ‪ .‬ﺍﺯ ﻃﺮﻓﻲ ﺍﺯ ﺁﻥ ﻧﻴﺰ ﺗﺄﺛﻴﺮ ﻣﻲﭘﺬﻳﺮﺩ‪ .‬ﺍﻋﺘﺒﺎﺭ ﺍﻳﻦ ﻣﻔﻬﻮﻡ ﺑﻪ ﺍﻧﺪﺍﺯﺓ‬
‫ﺍﻳﻦ ﺑﺎﻭﺭ ﺑﺴﺘﮕﻲ ﺩﺍﺭﺩ ﻛﻪ ﻛﺎﺭﻛﻨﺎﻥ ﭘﺎﻳﺔ ﻣﻮﻓﻘﻴﺖ ﺷﺮﻛﺖ ﺩﺭ ﻛﺴﺐ ﻣﺰﻳﺖ ﺭﻗﺎﺑﺘﻲ ﻭ ﺧﻠﻖ ﺍﺭﺯﺵ ﺍﻓﺰﻭﺩﻩﺍﻧﺪ‬
‫ﻭ ﺑﺎﻳﺪ ﺑﺎ ﺁﻧﻬﺎ ﻣﺜﻞ ﻳﻚ ﻣﻨﺒﻊ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﺑﺴﻴﺎﺭ ﻣﻬﻢ ﺑﺮﺧﻮﺭﺩ ﻛﺮﺩ‪ .‬ﺍﮔﺮ ﭼﻨﻴﻦ ﻓﺮﺿﻴﺎﺗﻲ ﺭﺍ ﺑﭙﺬﻳﺮﻳﻢ‪ ،‬ﺩﺭ ﻧﺘﻴﺠﻪ‬
‫ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ‪15 /‬‬

‫ﺭﻭﺍﻧﻲ ﻭ ﺍﻋﺘﺒﺎﺭ ﻣﻔﻬﻮﻡ ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺑﻪ ﻣﻴﺰﺍﻥ ﺍﻋﻤﺎﻝ ﺁﻥ ﺩﺭ ﺳـﺎﺯﻣﺎﻥ ﻭ ﻧﺘـﺎﻳﺞ ﺣﺎﺻـﻠﻪ‬
‫ﻭﺍﺑﺴﺘﻪ ﺧﻮﺍﻫﺪ ﺷﺪ‪ .‬ﺍﻳﻦ ﻣﻄﻠﺐ ﺑﻪ ﻣﻌﻨﺎﻱ ﺗﻮﺟﻪ ﺑﻪ ﻓﺮﺁﻳﻨﺪ ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻭ ﺭﻭﺵﻫﺎﻱ‬
‫ﻃﺮﺍﺣﻲ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻭ ﻭﺟﻮﻩ ﺧﺎﺹ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻣﻲﺑﺎﺷﺪ‪.‬‬

‫ﺑﺨﺶ ‪٤‬‬
‫ﻓﺮﺍﻳﻨﺪ ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‬
‫ﻣﺴﺎﺋﻞ ﻣﺆﺛﺮ ﺑﺮﻓﺮﺁﻳﻨﺪ ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ‪:‬‬
‫ﻣﺪﻝﻫﺎﻱ ﻣﺨﺘﻠﻔﻲ ﻛﻪ ﻣﻮﺟﻮﺩ ﻣﻲﺑﺎﺷﻨﺪ ﻭ ﺑﺮﺍﺳﺎﺱ ﺁﻧﻬﺎ ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺑﻨﺎ ﻣﻲﮔﺮﺩﺩ‪.‬‬ ‫‪-‬‬
‫ﻣﻔﻬﻮﻡ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻣﻨﺒﻊﻣﺤﻮﺭ ﺑﻪ ﻋﻨﻮﺍﻥ ﻧﮕﺮﺷﻲ ﺧﺎﺹ ﺑﻪ ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‬ ‫‪-‬‬
‫ﺳﻪ ﻧﮕﺮﺵ ﺍﺻﻠﻲ ﺑﻪ ﻃﺮﺍﺣﻲ ﻭ ﺗﻮﺳﻌﺔ ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‬ ‫‪-‬‬
‫ﺭﻭﺵﻫﺎﻱ ﺩﺳﺖﻳﺎﺑﻲ ﺑﻪ ﻫﻤﺎﻫﻨﮕﻲ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ‬ ‫‪-‬‬

‫ﻣﺪﻝﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ‬

‫ﺳﻪ ﻣﺪﻝ ﺍﺳﺎﺳﻲ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ‪:‬‬
‫ﻣﺪﻝ ﻣﺪﻳﺮﻳﺖ ﺗﻌﻬﺪ ﺑﺎﻻ )‪(the high-commitment management model‬‬
‫ﺷﻜﻠﻲ ﺍﺯ ﻣﺪﻳﺮﻳﺖ ﻛﻪ ﺑﺮﺍﻳﺠﺎﺩ ﺗﻌﻬﺪ ﺗﺄﻛﻴﺪ ﻣﻲﻛﻨﺪ‪ .‬ﺑﻨﺎﺑﺮﺍﻳﻦ ﺧﻮﺩ ﻛﺎﺭﻛﻨﺎﻥ ﺭﻓﺘﺎﺭ ﺧﻮﺩ ﺭﺍ ﺗﻌﺪﻳﻞ ﻣﻲﻛﻨﻨﺪ‬
‫ﻭ ﻛﺴﻲ ﺭﻓﺘﺎﺭ ﺁﻧﻬﺎ ﺭﺍ ﻛﻨﺘﺮﻝ ﻭ ﺍﺯ ﻃﺮﻳﻖ ﺗﻬﺪﻳﺪ ﻭ ﻓﺸﺎﺭ ﺗﻐﻴﻴﺮ ﻧﻤﻲﺩﻫﺪ‪ .‬ﺿﻤﻦ ﺍﻳﻨﻜﻪ ﺭﻭﺍﺑﻂ ﺩﺍﺧﻞ ﺳﺎﺯﻣﺎﻥ ﺑـﺮ‬
‫ﺳﻄﺢ ﺑﺎﻻﻳﻲ ﺍﺯ ﺍﻋﺘﻤﺎﺩ ﺍﺳﺘﻮﺍﺭ ﺍﺳﺖ‪.‬‬
‫ﻣﺪﻝ ﻣﺪﻳﺮﻳﺖ ﻋﻤﻠﻜﺮﺩ ﺑﺎﻻ )‪(the high- performance management model‬‬
‫ﻋﺒﺎﺭﺕ ﺍﺳﺖ ﺍﺯ ﺟﺬﺏ ﻧﻴﺮﻭ ﺑﺎ ﺩﻗﺖ ﺑﺴﻴﺎﺭ‪ ،‬ﺍﻧﺘﺨﺎﺏ ﺭﻭﻳﻪ ﻫﺎ‪ ،‬ﺁﻣﻮﺯﺵ ﻣﻔﻴﺪ ﻭ ﮔـﺴﺘﺮﺩﻩ‪ ،‬ﻓﻌﺎﻟﻴـﺖﻫـﺎﻱ‬
‫ﭘﺮﻭﺭﺵ ﻣﺪﻳﺮﺍﻥ‪ ،‬ﺳﻴﺴﺘﻢﻫﺎﻱ ﺍﻧﮕﻴﺰﺷﻲ ﭘﺮﺩﺍﺧﺖ ﻭ ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﻋﻤﻠﻜﺮﺩ‪.‬‬
‫ﻣﺪﻝ ﻣﺪﻳﺮﻳﺖ ﻣﺸﺎﺭﻛﺖ ﺑﺎﻻ )‪(the high- involvement management model‬‬
‫ﺍﻳﻦ ﺭﻭﺵ ﺷﺎﻣﻞ ﺑﺮﺧﻮﺭﺩ ﺑﺎ ﻛﺎﺭﻛﻨﺎﻥ ﺑﻪ ﻣﺜﺎﺑﻪ ﺷﺮﻛﺎ ﻣﻲﺷﻮﺩ ﻛﻪ ﻣﻨﺎﻓﻌﺸﺎﻥ ﻣﻮﺭﺩ ﺗﻮﺟﻪ ﻭ ﺍﺣﺘـﺮﺍﻡ ﻗـﺮﺍﺭ‬
‫ﺑﮕﻴﺮﺩ ﻭ ﺣﻖ ﺭﺍﻱ ﺩﺭ ﻣﺴﺎﺋﻞ ﻣﺮﺑﻮﻁ ﺑﻪ ﺧﻮﺩ ﺭﺍ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻨﺪ‪ .‬ﺍﻳﻦ ﺭﻭﺵ ﺑﺮ ﺍﺭﺗﺒﺎﻁ ﺑﺎ ﻛﺎﺭﻛﻨـﺎﻥ ﻭ ﻣـﺸﺎﺭﻛﺖ‬
‫ﺁﻧﻬﺎ ﺗﺄﻛﻴﺪ ﻣﻲﻛﻨﺪ‪.‬‬

‫ﻣﻔﻬﻮﻡ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻣﻨﺒﻊﻣﺤﻮﺭ‬

‫ﻣﻔﻬﻮﻡ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻣﻨﺒﻊﻣﺤﻮﺭ)ﻣﺒﺘﻨﻲ ﺑﺮ ﻣﻨﺎﺑﻊ( ﺩﻳﺪﮔﺎﻩ ﻭ ﻣﻨﻈﺮﻱ ﻣﺨﺘﻠﻒ ﺭﺍ ﺍﺭﺍﺋﻪ ﻣﻲﻛﻨﺪ‪ .‬ﺍﻳـﻦ‬
‫ﻣﻔﻬﻮﻡ ﺑﺮﺍﺳﺎﺱ ﺍﻳﻦ ﺑﺎﻭﺭ ﺧﻠﻖ ﺷﺪﻩ ﺍﺳﺖ ﻛﻪ ﻣﺰﻳﺖ ﺭﻗﺎﺑﺘﻲ ﺩﺭ ﺻﻮﺭﺗﻲ ﺣﺎﺻـﻞ ﻣـﻲﮔـﺮﺩﺩ ﻛـﻪ ﺷـﺮﻛﺖ‬
‫ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ‪16 /‬‬

‫ﺑﺘﻮﺍﻧﺪ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﺧﻮﺩ ﺭﺍ ﺟﺬﺏ ﻛﻨﺪ ﻭ ﻃﻮﺭﻱ ﺁﻥ ﺭﺍ ﭘﺮﻭﺭﺵ ﺩﻫﺪ ﻛﻪ ﺷﺮﻛﺖ ﺭﺍ ﻗـﺎﺩﺭ ﺳـﺎﺯﺩ‬
‫ﺳﺮﻳﻊﺗﺮ ﺍﺯ ﺭﻗﺒﺎ ﻳﺎﺩ ﺑﮕﻴﺮﺩ ﻭ ﺳﺮﻳﻊﺗﺮ ﺍﺯ ﺁﻧﻬﺎ ﺁﻣﻮﺧﺘﻪﻫﺎﻱ ﺧﻮﺩ ﺭﺍ ﺑﻪ ﺷﻜﻠﻲ ﺍﺛﺮﺑﺨﺶ ﻋﻤﻠﻲ ﺳﺎﺯﺩ‪.‬‬

‫ﺳﻪ ﻧﮕﺮﺵ ﺍﺻﻠﻲ ﺑﻪ ﻃﺮﺍﺣﻲ ﻭ ﺗﻮﺳﻌﺔ ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‬

‫ﺩﻟﺮﻱ ﻭ ﺩﺗﻲ )‪ (١٩٩٦‬ﺳﻪ ﺭﻭﺵ ﺍﺻﻠﻲ ﺭﺍ ﺑﺮﺍﻱ ﻃﺮﺍﺣﻲ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺷﺮﺡ ﺩﺍﺩﻩﺍﻧﺪ ﻛـﻪ ﻋﺒﺎﺭﺗﻨـﺪ‬
‫ﺍﺯ‪:‬‬
‫ﺭﻭﺵ ﺟﻬﺎﻥ ﺷﻤﻮﻝ )‪(universalistic‬‬
‫ﺭﻭﺵ ﺍﻗﺘﻀﺎﻳﻲ )‪(contingency‬‬
‫ﺭﻭﺵ ﺗﺮﻛﻴﺒﻲ )‪(configurationally‬‬
‫ﺭﻳﭽﺎﺭﺩﺳﻮﻥ ﻭ ﺗﺎﻣﭙﺴﻮﻥ )‪ (١٩٩٩‬ﺩﻭ ﺭﻭﺵ ﺍﻭﻝ ﺭﺍ ﺑﻪ ﺗﺮﺗﻴﺐ “ﺑﻬﺘﺮﻳﻦ ﺭﻭﺵ” )‪ (best practice‬ﻭ “ﺑﻬﺘﺮﻳﻦ‬
‫ﻫﻤﺎﻫﻨﮕﻲ” )‪ (best fit‬ﻧﺎﻣﻴﺪﻩﺍﻧﺪ ﻭ ﻧﺎﻡ ﺭﻭﺵ ﺁﺧﺮ ﺭﺍ ﺗﻐﻴﻴﺮ ﻧﺪﺍﺩﻩﺍﻧﺪ‪.‬‬
‫ﻋﻮﺍﻣﻞ “ﺑﻬﺘﺮﻳﻦ ﺭﻭﺵ” ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ ‪:‬‬
‫ﺍﻣﻨﻴﺖ ﺷﻐﻠﻲ‬ ‫‪-١‬‬
‫ﺍﺳﺘﺨﺪﺍﻡ ﺑﺎ ﺩﻗﺖ ﺑﺴﻴﺎﺭ‬ ‫‪-٢‬‬
‫ﮔﺮﻭﻫﺎﻱ ﺧﻮﺩ ﻣﺪﻳﺮ‬ ‫‪-٣‬‬
‫ﭘﺮﺩﺍﺧﺖ ﺑﺎﻻ ﺑﻪ ﺍﻗﺘﻀﺎ ﻭ ﺑﺮﺍﺳﺎﺱ ﻋﻤﻠﻜﺮﺩ‬ ‫‪-٤‬‬
‫ﺁﻣﻮﺯﺵ‬ ‫‪-٥‬‬
‫ﻛﺎﻫﺶ ﺗﻔﺎﻭﺕﻫﺎ ﻭ ﺗﺒﻌﻴﺾﻫﺎ‬ ‫‪-٦‬‬
‫ﺗﺴﻬﻴﻢ ﻳﺎ ﻧﺸﺮ ﺍﻃﻼﻋﺎﺕ‬ ‫‪-٧‬‬

‫ﺭﻭﺵﻫﺎﻱ ﺩﺳﺖﻳﺎﺑﻲ ﺑﻪ ﻫﻤﺎﻫﻨﮕﻲ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ‬

‫ﺭﻭﺵ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺭﻗﺎﺑﺘﻲ‬ ‫‪-‬‬
‫ﺭﻭﺵ ﻃﺒﻘﻪﺑﻨﺪﻱ ﺳﺎﺯﻣﺎﻥﻫﺎ‬ ‫‪-‬‬
‫ﺭﻭﺵ ﭼﺮﺧﺔ ﺣﻴﺎﺕ‬ ‫‪-‬‬
‫ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ‪17 /‬‬

‫ﺭﻭﺵ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺭﻗﺎﺑﺘﻲ‬

‫ﺍﻳﻦ ﺭﻭﺵ ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﻣﺨﺘﻠﻔﻲ ﺭﺍ ﺑﺮﺍﻱ ﺭﻭﺵﻫﺎ ﻭ ﺍﻗﺪﺍﻣﺎﺕ ﻧﻤﻮﻧﺔ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻣﻌﺮﻓﻲ ﻣﻲﻛﻨﺪ‪.‬‬

‫ﺭﻭﺵ ﻃﺒﻘﻪﺑﻨﺪﻱ ﺳﺎﺯﻣﺎﻥﻫﺎ‬

‫ﺳﻪ ﻧﻮﻉ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺭﺍ ﻣﻌﺮﻓﻲ ﻛﺮﺩﻩﺍﻧﺪ‪ .‬ﺩﺭ ﺳﺎﺯﻣﺎﻥﻫـﺎﻱ ﻣـﺪﺍﻓﻊ‪ ،‬ﺍﺳـﺘﺮﺍﺗﮋﻱ ﻣﻨـﺎﺑﻊ ﺍﻧـﺴﺎﻧﻲ ﺑـﻪ‬
‫ﺑﻬﺮﻩﮔﻴﺮﻱ ﻣﺤﺪﻭﺩ ﺍﺯ ﻣﻨﺎﺑﻊ ﺑﻴﺮﻭﻧﻲ‪ ،‬ﺍﺭﺗﻘﺎﻱ ﻛﺎﺭﻛﻨﺎﻥ ﺧﻮﺩ ﺳﺎﺯﻣﺎﻥ‪ ،‬ﺁﻣﻮﺯﺵ ﮔﺴﺘﺮﺩﻩ ﻭ ﺍﺟﺮﺍﻱ ﻳﻚ ﺳﻴـﺴﺘﻢ‬
‫ﭘﺎﺩﺍﺵ ﻛﻪ ﺑﺮ ﺍﻧﺴﺠﺎﻡ ﺩﺭﻭﻧﻲ ﻣﺒﺘﻨﻲ ﺑﺎﺷﺪ‪ ،‬ﺗﺄﻛﻴﺪ ﻣﻲﻛﻨﺪ‪.‬‬
‫ﺩﺭ ﺳﺎﺯﻣﺎﻥﻫﺎﻱ ﻓﺮﺻﺖﻃﻠﺐ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺑﺮ ﺟﺬﺏ ﻧﻴﺮﻭ ﺍﺯ ﻃﺮﻳﻖ ﺑﻬﺮﻩﮔﻴﺮﻱ ﺍﺯ ﺗﻜﻨﻴﻚﻫﺎﻱ‬
‫ﭘﻴﭽﻴﺪﺓ ﮔﺰﻳﻨﺶ ﻭ ﺟﺬﺏ ﻧﻴﺮﻭ ﺗﺄﻛﻴﺪ ﻣﻲﻛﻨﺪ‪.‬‬
‫ﺩﺭ ﺳﺎﺯﻣﺎﻥﻫﺎﻱ ﺗﺤﻠﻴﻞﮔﺮ ﻛﻪ ﺑﻪ ﺩﻧﺒﺎﻝ ﻛﺴﺐ ﻣﻨﺎﻓﻊ ﻭ ﻣﺰﺍﻳﺎﻱ ﻫﺮ ﺩﻭﻧﻮﻉ ﺑﺎﻻ ﻣﻲﺑﺎﺷﻨﺪ‪ ،‬ﺍﺳﺘﺮﺍﺗﮋﻱﻫـﺎﻱ‬
‫ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻣﻌﻤﻮﻻﹰ ﻣﺘﻨﻮﻉﺗﺮ ﻳﺎ ﺗﺮﻛﻴﺒﻲﺍﻧﺪ‪.‬‬

‫ﺑﺨﺶ ‪٥‬‬
‫ﻃﺮﺍﺣﻲ ﻭ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‬
‫ﺩﺭ ﺍﻳﻦ ﺑﺨﺶ ﻭ ﺗﺤﺖ ﻋﻨﺎﻭﻳﻦ ﺯﻳﺮ ﻓﺮﺁﻳﻨﺪ ﻃﺮﺍﺣﻲ ﻭ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱﻫـﺎﻱ ﻣﻨـﺎﺑﻊ ﺍﻧـﺴﺎﻧﻲ ﻣـﻮﺭﺩ ﺑﺤـﺚ ﻭ‬
‫ﺑﺮﺭﺳﻲ ﻗﺮﺍﺭ ﺧﻮﺍﻫﺪ ﮔﺮﻓﺖ‪:‬‬
‫ﻣﺒﺎﺣﺚ ﺑﻨﻴﺎﺩﻱ ﻓﺮﺁﻳﻨﺪ‬ ‫‪-‬‬
‫ﭼﺎﺭﭼﻮﺏﻫﺎﻱ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ‬ ‫‪-‬‬
‫ﻣﺪﻝﻫﺎﻱ ﻃﺮﺍﺣﻲ ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‬ ‫‪-‬‬
‫ﺭﻭﺵﻫﺎﻱ ﭘﺮﺩﺍﺧﺘﻦ ﺑﻪ ﻣﺴﺎﺋﻞ ﻛﻠﻴﺪﻱ ﻣﺮﺑﻮﻁ ﺑﻪ ﻫﻤﺎﻫﻨﮕﻲ‪ ،‬ﺍﻧﻌﻄﺎﻑﭘﺬﻳﺮﻱ ﻭ ﻛﺴﺐ ﺍﻧﺴﺠﺎﻡ‪.‬‬ ‫‪-‬‬
‫ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‬ ‫‪-‬‬

‫ﻣﺒﺎﺣﺚ ﺑﻨﻴﺎﺩﻱ ﻓﺮﺁﻳﻨﺪ‬

‫ﻓﺮﺁﻳﻨﺪﻱ ﻛﻪ ﺑﺮﺍﺳﺎﺱ ﺁﻥ ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎ ﭘﺪﻳﺪ ﻣﻲﺁﻳﻨﺪ ﻭ ﺗﺤﻘﻖ ﻣـﻲﻳﺎﺑﻨـﺪ‪ ،‬ﻟﺰﻭﻣـﺎﹰ ﺭﺳـﻤﻲ ﻳـﺎ ﺑـﺮ ﺍﺳـﺎﺱ‬
‫ﺩﺳﺘﻮﺭﺍﻟﻌﻤﻞ ﻫﺎﻱ ﻛﺘﺒﻲ ﺍﺟﺮﺍ ﻧﻤﻲ ﺷﻮﻧﺪ‪ ،‬ﻣﻤﻜﻦ ﺍﺳﺖ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺍﺯ ﺩﻝ ﺍﻗﺪﺍﻣﺎﺕ ﻣﺪﻳﺮﺍﻥ ﻭ ﺩﻳﮕـﺮﺍﻥ‪ ،‬ﺷـﻜﻞ‬
‫ﺑﮕﻴﺮﺩ ﻭ ﭘﺪﻳﺪ ﺁﻳﺪ‪ .‬ﺍﺯ ﺁﻧﺠﺎ ﻛﻪ ﻫﺮ ﻋﻤﻠﻲ ﻋﻜﺲﺍﻟﻌﻤﻠﻲ ﺭﺍ ﻣﻮﺟﺐ ﻣﻲﺷﻮﺩ )ﭘﺬﻳﺮﺵ‪ ،‬ﻣﻘﺎﻟﻪ‪ ،‬ﻣﺬﺍﻛﺮﻩ ﻭ ﻏﻴﺮﻩ(‬
‫ﺍﻳﻦ ﻭﺍﻛﻨﺶﻫﺎ ﻧﻴﺰ ﺧﻮﺩ ﺑﺨﺸﻲ ﺍﺯ ﻓﺮﺁﻳﻨﺪ ﻃﺮﺍﺣﻲ ﺍﺳﺘﺮﺍﺗﮋﻱﺍﻧﺪ‪.‬‬
‫ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ‪18 /‬‬

‫ﭼﺎﺭﭼﻮﺏﻫﺎﻱ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ‬
‫ﺍﮔﺮ ﻧﮕﺮﺵ ﻛﻼﻥ ﻭ ﻣﻘﺎﺻﺪ ﺳـﺎﺯﻣﺎﻥ ﺑـﺮﺍﻱ ﻣـﺪﻳﺮﻳﺖ ﻣﻨـﺎﺑﻊ ﺍﻧـﺴﺎﻧﻲ ﺑـﻪ ﺩﺭﺳـﺘﻲ ﺩﺭﻙ ﺷـﻮﺩ ﻃﺮﺍﺣـﻲ‬
‫ﺍﺳﺘﺮﺍﺗﮋﻱ ﻫﺎﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺁﺳﺎﻥﺗﺮ ﺧﻮﺍﻫﺪ ﺑﻮﺩ‪ .‬ﺳﭙﺲ ﺍﻳﻦ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻫﺎ ﻣﻲﺗﻮﺍﻧﻨﺪ ﺑـﻪ ﻋﻨـﻮﺍﻥ ﭼـﺎﺭﭼﻮﺑﻲ‬
‫ﻣﻮﺭﺩﺍﺳﺘﻔﺎﺩﻩ ﻗﺮﺍﺭ ﮔﻴﺮﻧﺪ ﻛﻪ ﺑﺮﺍﺳﺎﺱ ﺁﻥ ﺑﺘﻮﺍﻥ ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﺧـﺎﺹ ﺭﺍ ﻃﺮﺍﺣـﻲ ﻧﻤـﻮﺩ‪ .‬ﻣﺘـﺪﺍﻭﻝﺗـﺮﻳﻦ‬
‫ﺭﻭﺵﻫﺎ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ ‪:‬‬
‫ﺗﻮﺳﻌﺔ ﻗﺎﺑﻠﻴﺖ ﻣﻨﺎﺑﻊ‬ ‫•‬
‫ﻣﺪﻳﺮﻳﺖ ﺗﻌﻬﺪ ﺑﺎﻻ‬ ‫•‬
‫ﻣﺪﻳﺮﻳﺖ ﻋﻤﻠﻜﺮﺩ ﺑﺎﻻ‬ ‫•‬
‫ﺑﻬﺘﺮﻳﻦ ﺭﻭﺵ‬ ‫•‬

‫ﻣﺪﻝﻫﺎﻱ ﻃﺮﺍﺣﻲ ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‬

‫ﺍﺳﺎﺳﺎﹰ ﺑﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺑﺎﻳﺪ ﺑﻪ ﺳﻪ ﭘﺮﺳﺶ ﺯﻳﺮ ﭘﺎﺳﺦ ﮔﻔﺖ‪:‬‬
‫ﺍﻛﻨﻮﻥ ﻛﺠﺎ ﻫﺴﺘﻴﻢ؟‬ ‫‪-١‬‬
‫ﻣﺎ ﻣﻲﺧﻮﺍﻫﻴﻢ ﻇﺮﻑ ﻳﻚ‪ ،‬ﺩﻭ ﻳﺎ ﺳﻪ ﺳﺎﻝ ﺁﻳﻨﺪﻩ ﻛﺠﺎ ﺑﺎﺷﻴﻢ؟‬ ‫‪-٢‬‬
‫ﭼﮕﻮﻧﻪ ﺑﻪ ﻣﻘﺼﺪ ﺧﻮﺩ ﺑﺮﺳﻴﻢ؟‬ ‫‪-٣‬‬
‫ﺍﻣﺎ ﭘﺎﺳﺦ ﺑﻪ ﺍﻳﻦ ﭘﺮﺳﺶﻫﺎ ﭼﻨﺪﺍﻥ ﺳﺎﺩﻩ ﻧﻴﺴﺖ ﻭ ﻓﺮﺁﻳﻨﺪ ﻃﺮﺍﺣﻲ ﺭﺍ ﻣﻲﺗﻮﺍﻥ ﻣﺜﻞ ﺁﻧﭽﻪ ﺩﺭ ﻧﻤﻮﺩﺍﺭ ﺯﻳـﺮ‬
‫ﻧﻤﺎﻳﺶ ﺩﺍﺩﻩ ﺷﺪﻩ ﺍﺳﺖ ﺩﺭ ﻧﻈﺮ ﮔﺮﻓﺖ‪.‬‬
‫ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ‪19 /‬‬

‫ﺭﻭﺵﻫﺎﻱ ﭘﺮﺩﺍﺧﺘﻦ ﺑﻪ ﻣﺴﺎﺋﻞ ﻛﻠﻴﺪﻱ ﻣﺮﺑﻮﻁ ﺑﻪ ﻫﻤﺎﻫﻨﮕﻲ‬

‫ﺍﻧﻌﻄﺎﻑ ﭘﺬﻳﺮﻱ ﻭ ﻛﺴﺐ ﺍﻧﺴﺠﺎﻡ‬
‫ﻣﺴﺎﺋﻞ ﺗﺠﺎﺭﻱ ﻛﻠﻴﺪﻱ ﻛﻪ ﻣﻤﻜﻦ ﺍﺳﺖ ﺑﺮﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺍﺛﺮ ﺑﮕﺬﺍﺭﺩ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ‪:‬‬
‫ﻣﻘﺎﺻﺪ ﻣﺮﺑﻮﻁ ﺑﻪ ﺭﺷﺪ ﻳﺎ ﻛﺎﻫﺶ‪ ،‬ﺧﺮﻳﺪﺍﺭﻱ ﺷﺮﻛﺖﻫﺎﻱ ﺩﻳﮕﺮ‪ ،‬ﺍﺩﻏﺎﻡﻫﺎ‪ ،‬ﺗﻨﻮﻉ ﺩﺭ ﻣﺤﺼﻮﻝ‪ ،‬ﺗﻮﺳﻌﻪ‬ ‫‪-‬‬
‫ﺑﺎﺯﺍﺭ‪ /‬ﻣﺤﺼﻮﻝ‪.‬‬
‫ﭘﻴﺸﻨﻬﺎﺩﺍﺕ ﻣﺮﺑﻮﻁ ﺑﻪ ﺍﻓﺰﺍﻳﺶ ﻣﺰﻳﺖ ﺭﻗـﺎﺑﺘﻲ ﺑـﺎ ﺑﻬـﺮﻩﮔﻴـﺮﻱ ﺍﺯ ﺧﻼﻗﻴـﺖ ﻛـﻪ ﻣﻨﺠـﺮ ﺑـﻪ ﺗﻤـﺎﻳﺰ‬ ‫‪-‬‬
‫ﻣﺤﺼﻮﻻﺕ ﺷﺮﻛﺖ‪ ،‬ﺍﻓﺰﺍﻳﺶ ﺑﻬﺮﻩﻭﺭﻱ‪ ،‬ﺑﻬﺒﻮﺩ ﻛﻴﻔﻴﺖ‪ ،‬ﺧﺪﻣﺎﺕ ﻛﻴﻔﻲ‪ ،‬ﻛﺎﻫﺶ ﻫﺰﻳﻨﻪﻫﺎ ﮔﺮﺩﺩ‪.‬‬
‫ﺍﺣﺴﺎﺱ ﻧﻴﺎﺯ ﺑﻪ ﺍﻳﺠﺎﺩ ﻭ ﺗﻮﺳﻌﻪ ﻳﻚ ﻓﺮﻫﻨﮓ ﻣﺜﺒﺖ ﻭ ﻋﻤﻠﻜﺮﺩﮔﺮﺍﺗﺮ‪.‬‬ ‫‪-‬‬
‫ﺩﻳﮕﺮ ﺍﻟﺰﺍﻣﺎﺕ ﻣﺪﻳﺮﻳﺖ ﻓﺮﻫﻨﮓ ﻛﻪ ﺑﺎ ﺗﻐﻴﻴﺮﺍﺕ ﺩﺭ ﻓﻠﺴﻔﺔ ﺳﺎﺯﻣﺎﻥ ﺩﺭ ﺣـﻮﺯﻩﻫـﺎﻳﻲ ﭼـﻮﻥ ﻛـﺴﺐ‬ ‫‪-‬‬
‫ﺗﻌﻬﺪ‪ ،‬ﻣﻨﻔﻌﺖ ﺩﻭﺟﺎﻧﺒﻪ‪ ،‬ﺍﺭﺗﺒﺎﻃﺎﺕ‪ ،‬ﻣﺸﺎﺭﻛﺖ ﻭ ﻛﺎﺭﮔﺮﻭﻫﻲ ﺍﺳﺖ‪.‬‬

‫ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‬

‫ﺍﺯ ﺁﻧﺠﺎ ﻛﻪ ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎ ﺑﻪ ﺷﻜﻞ ﻣﺠﺮﺩ ﺑﻴﺎﻥ ﻣﻲﺷﻮﻧﺪ‪ ،‬ﺑﺎﻳﺪ ﺁﻧﻬﺎ ﺭﺍ ﺑﻪ ﺑﺮﻧﺎﻣـﻪﻫـﺎ ﺗﺒـﺪﻳﻞ ﻭ ﺗﺮﺟﻤـﻪ ﻛـﺮﺩ‪.‬‬
‫ﺑﺮﻧﺎﻣﻪﻫﺎﻳﻲ ﻛﻪ ﺍﻫﺪﺍﻑ ﺁﻥ ﺑﻪﺭﻭﺷﻨﻲ ﺗﻌﺮﻳﻒ ﺷﺪﻩ ﺍﺳﺖ ﻭ ﻗﺎﺑﻞ ﺩﺳﺖﻳﺎﺑﻲ ﻣﻲﺑﺎﺷﺪ‪ .‬ﻧﻜﺘﻪﺍﻱ ﻛﻪ ﺩﺭ ﺗﻤـﺎﻡ‬
‫ﺍﻳﻦ ﻛﺘﺎﺏ ﺑﻪﻭﺿﻮﺡ ﺑﻪ ﭼﺸﻢ ﻣﻲﺧﻮﺭﺩ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﺑﻴﻦ ﺁﻧﭽﻪ ﺩﺭ ﺧﺼﻮﺹ ﻣﺪﻳﺮﻳﺖ ﻣﻨـﺎﺑﻊ ﺍﻧـﺴﺎﻧﻲ ﮔﻔﺘـﻪ‬
‫ﻣﻲﺷﻮﺩ‪ ،‬ﻭ ﺁﻧﭽﻪ ﺩﺭ ﻋﻤﻞ ﻣﻲﺑﻴﻨﻴﻢ‪ ،‬ﺗﻔﺎﻭﺕ ﻭﺟﻮﺩ ﺩﺍﺭﺩ‪ .‬ﺑﻴﻦ ﻧﻈﺮﻳﺔ ﻣـﺪﻳﺮﻳﺖ ﻣﻨـﺎﺑﻊ ﺍﻧـﺴﺎﻧﻲ ﻭ ﻣـﺪﻳﺮﻳﺖ‬
‫ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺩﺭ ﻋﻤﻞ ﺗﻔﺎﻭﺕ ﻭﺟﻮﺩ ﺩﺍﺭﺩ‪.‬‬
‫ﺑﻴﻦ ﺁﻧﭽﻪ ﻛﻪ ﺑﺨﺶ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺷﻌﺎﺭ ﻣﻲﻫﺪ‪ ،‬ﻭ ﺁﻧﭽﻪ ﻛﻪ ﻛﺎﺭﻛﻨﺎﻥ ﺗﺠﺮﺑﻪ ﻣﻲﻛﻨﻨﺪ‪ ،‬ﺗﻔﺎﻭﺕ ﻭﺟﻮﺩ ﺩﺍﺭﺩ‪.‬‬
‫ﺑﻴﻦ ﺍﻧﺘﻈﺎﺭﺍﺕ ﻣﺪﻳﺮﺍﻥ ﺍﺭﺷﺪ ﺍﺯ ﻧﻘﺶ ﺑﺨﺶ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‪ ،‬ﻭﻋﻤﻞ ﺍﻳﻦ ﺑﺨﺶ ﺗﻔﺎﻭﺕ ﻭﺟﻮﺩ ﺩﺍﺭﺩ‪.‬‬

‫ﻋﻮﺍﻣﻞ ﻭ ﻋﻠﻞ ﺍﻳﻦ ﺗﻔﺎﻭﺕﻫﺎ‬

‫ﻛﺎﺭﻛﻨﺎﻥ ﺩﺭ ﺳﺎﺯﻣﺎﻥﻫﺎﻱ ﻣﺨﺘﻠﻒ‪ ،‬ﺗﻨﻬﺎ ﺁﻥ ﺭﻭﺵﻫﺎﻳﻲ ﺭﺍ ﻣﻲﭘﺬﻳﺮﻧﺪ ﻛﻪ ﻓﻜﺮ ﻣﻲﻛﻨﻨﺪ ﺑـﻪ ﻧـﻮﻋﻲ ﺑـﻪ‬ ‫‪-‬‬
‫ﺁﻧﻬﺎ ﻣﺮﺑﻮﻁ ﻣﻲﺷﻮﺩ‪.‬‬
‫ﻛﺎﺭﻛﻨﺎﻥ ﺑﺎ ﺳﺎﺑﻘﻪ ﻭﺿﻌﻴﺖ ﻣﻮﺟﻮﺩ ﺭﺍ ﺑﻴﺸﺘﺮ ﻣﻲﭘﺴﻨﺪﻧﺪ‪.‬‬ ‫‪-‬‬
‫ﻛﺎﺭﻛﻨﺎﻥ ﻣﻤﻜﻦ ﺍﺳﺖ ﺍﻗﺪﺍﻣﺎﺕ ﻣﺒﻬﻢ ﻳﺎ ﭘﻴﭽﻴﺪﻩ ﺭﺍ ﺩﺭﻙ ﻧﻜﻨﻨﺪ ﻳﺎ ﻣﻤﻜﻦ ﺍﺳـﺖ ﺑـﺪ ﻭ ﺍﺷـﺘﺒﺎﻩ ﺩﺭﻙ‬ ‫‪-‬‬
‫ﻛﻨﻨﺪ‪.‬‬
‫ﭘﺬﻳﺮﺵ ﻓﻌﺎﻟﻴﺖﻫﺎﻱ ﭘﻮﻳﺎ ﻭ ﻧﺎﻳﻜﻨﻮﺍﺧﺖ ﺩﺷﻮﺍﺭﺗﺮ ﺍﺳﺖ‪.‬‬ ‫‪-‬‬
‫ﺍﮔﺮ ﻛﺎﺭﻛﻨﺎﻥ ﺑﻪ ﺍﻳﻦ ﺑﺎﻭﺭ ﺑﺮﺳﻨﺪ ﻛﻪ ﺍﻗﺪﺍﻣﺎﺕ ﺟﺪﻳﺪ ﺩﺭ ﺗﻀﺎﺩ ﺑﺎ ﻫﻮﻳﺖ ﺳﺎﺯﻣﺎﻥﺍﻧـﺪ‪ ،‬ﺑـﺎ ﺁﻥ ﻣﻘﺎﺑﻠـﻪ‬ ‫‪-‬‬
‫ﻣﻲﻛﻨﻨﺪ‪ .‬ﻣﺜﻼﹰ ﻛﻮﭼﻚﺳﺎﺯﻱ ﺩﺭ ﺟﺎﻳﻲ ﻛﻪ ﺍﻓﺮﺍﺩ ﺑﺮﺍﻱ ﺯﻧﺪﮔﻲ ﻛﺎﺭ ﻣﻲﻛﻨﻨﺪ ﻭ ﺑﻪ ﺩﺭﺁﻣـﺪ ﻛـﺎﺭﻱ ﺧـﻮﺩ‬
‫ﺑﺴﻴﺎﺭ ﻭﺍﺑﺴﺘﻪﺍﻧﺪ‪.‬‬
‫ﺍﻳﻦ ﺍﻗﺪﺍﻣﺎﺕ ﺑﻪ ﻋﻨﻮﺍﻥ ﻳﻚ ﺗﻬﺪﻳﺪ ﺗﻠﻘﻲ ﻣﻲﺷﻮﺩ‪.‬‬ ‫‪-‬‬
‫ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ‪20 /‬‬

‫ﻧﺎﻫﻤﺎﻫﻨﮕﻲﻫﺎﻱ ﻣﻴﺎﻥ ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﺷﺮﻛﺖ ﻭ ﺍﺭﺯﺵﻫﺎ‪.‬‬ ‫‪-‬‬

‫ﻣﻴﺰﺍﻥ ﺍﻋﺘﻤﺎﺩ ﻛﺎﺭﻛﻨﺎﻥ ﺑﻪ ﻣﺪﻳﺮﺍﻥ ﺍﺭﺷﺪ‪.‬‬ ‫‪-‬‬
‫ﻧﻈﺮ ﻛﺎﺭﻛﻨﺎﻥ ﺩﺭ ﺧﺼﻮﺹ ﺧﻮﺏ ﻭ ﻣﻨﺼﻔﺎﻧﻪ ﺑﻮﺩﻥ ﺍﻗﺪﺍﻣﺎﺕ ﺟﺪﻳﺪ‪.‬‬ ‫‪-‬‬
‫ﻣﻴﺰﺍﻥ ﺗﺄﺛﻴﺮﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﻣﻮﺟﻮﺩ ﺩﺭ ﺍﺟﺮﺍﻱ ﺍﻗﺪﺍﻣﺎﺕ ﺟﺪﻳﺪ‪.‬‬ ‫‪-‬‬
‫ﻓﺮﻫﻨﮓ ﺑﻮﺭﻭﻛﺮﺍﺗﻴﻜﻲ ﻛﻪ ﺑﻪ ﻣﻘﺎﻭﻣﺖ ﻭ ﻣﺨﺎﻟﻔﺖ ﻛﺎﺭﻛﻨﺎﻥ ﻣﻨﺠﺮ ﻣﻲﺷﻮﺩ‪.‬‬ ‫‪-‬‬

‫ﺑﺨﺶ ‪٦‬‬
‫ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺩﺭ ﻋﻤﻞ‬
‫ﺷﺮﻛﺖ ﺍﻱ‪.‬ﺑﻲ‪.‬ﺳﻲ ‪ ABC Distribution‬ﻣﺤﺼﻮﻻﺕ ﻏﺬﺍﻳﻲ ﺭﺍ ﺑﻪ ﺧﺮﺩﻩﻓﺮﻭﺷﺎﻥ ﺑـﺰﺭﮒ ﺗﻮﺯﻳـﻊ ﻣـﻲﻛﻨـﺪ‪.‬‬
‫ﻣﺪﻳﺮﻋﺎﻣﻞ ﻭ ﻣﺪﻳﺮﺍﻣﻮﺭ ﻣﺎﻟﻲ ﺍﻳﻦ ﺷﺮﻛﺖ ﻋﻮﺍﻣﻞ ﺍﺻﻠﻲ ﻣﻮﻓﻘﻴﺖ ﺧﻮﺩ ﺭﺍ ﺍﻳﻨﭽﻨﻴﻦ ﺑﻴﺎﻥ ﻣﻲﻛﻨﺪ‪:‬‬
‫ﺗﻮﺍﻧﺎﻳﻲ ﺍﻳﻦ ﺷﺮﻛﺖ ﺩﺭ ﺗﺤﺼﻴﻞ ﺳﻮﺩ ﻫﺪﻑ‪.‬‬ ‫‪-١‬‬
‫ﺗﻮﺳﻌﺔ ﺷﺮﻛﺖ ﻭ ﻓﻌﺎﻟﻴﺖﻫﺎﻱ ﺁﻥ ﺑﻪ ﺷﻜﻠﻲ ﺛﺎﺑﺖ ﻭ ﺍﺯ ﻃﺮﻳﻖ ﺍﻳﺠﺎﺩ ﻭ ﺍﻓﺰﺍﻳﺶ ﺍﻋﺘﺒﺎﺭ‪.‬‬ ‫‪-٢‬‬
‫ﻣﺪﻳﺮﻋﺎﻣﻞ ﺷﺮﻛﺖ ﻣﻲ ﮔﻮﻳﺪ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻣﺎ ﺧﻴﻠﻲ ﺳﺎﺩﻩ ﺍﺳﺖ ﻭ ﺧﻴﻠﻲ ﮔﺴﺘﺮﺩﻩ‪ .‬ﺍﺳﺘﺮﺍﺗﮋﻱ ﻣﺎ ﺑـﺮ ﺁﻧﭽـﻪ‬
‫ﻛﻪ ﺑﺎﻳﺪ ﺑﺪﺳﺖ ﺑﻴﺎﻳﺪ ﺗﻤﺮﻛﺰ ﻣﻲﻛﻨﺪ‪.‬‬
‫ﻣﺎ ﺑﻪ ﺩﻧﺒﺎﻝ ﺁﻥ ﺑﻮﺩﻳﻢ ﻛﻪ ﺑﻪ ﺑﻘﻴﺔ ﺍﻋﻀﺎﻱ ﺷﺮﻛﺖ ﻧﺸﺎﻥ ﺑﺪﻫﻴﻢ ﻛﻪ ﻣﺎ )ﻫﻴﺌﺖ ﻣﺪﻳﺮﻩ( ﻳﻚ ﺗﻴﻢ ﻫـﺴﺘﻴﻢ‪.‬‬
‫ﺟﺎﻳﻲ ﻛﻪ ﻗﺒﻼﹰ ﺗﻴﻤﻲ ﻭﺟﻮﺩ ﻧﺪﺍﺷﺖ‪ ،‬ﺍﻛﻨﻮﻥ ﻳﻚ ﺗﻴﻢ ﺷﺮﻛﺖ ﺭﺍ ﻣﻲﮔﺮﺩﺍﻧﺪ‪ .‬ﻣﺎ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺧﻮﺩ ﺭﺍ ﺑﺎ ﺗﻮﺟـﻪ ﺑـﻪ‬
‫ﺍﻫﺪﺍﻑ ﻣﺎﻟﻲ ﻭ ﺍﺭﺯﺵﻫﺎﻱ ﻛﻴﻔﻴﺖ‪ ،‬ﻳﻜﭙﺎﺭﭼﮕﻲ ﻭ ﺑﻬﺒﻮﺩ ﺷﻴﻮﺓ ﻣﺪﻳﺮﻳﺖ ﻛﻪ ﺑـﻪ ﺩﻧﺒـﺎﻝ ﻛـﺴﺐ ﺁﻧﻬـﺎ ﺑـﻮﺩﻳﻢ‬
‫ﻃﺮﺍﺣﻲ ﻛﺮﺩﻳﻢ‪.‬‬
‫ﻓﺮﺍﻣﻮﺵ ﻧﻜﻨﻴﺪ ﻛﻪ ﻟﺰﻭﻣﺎﹰ ﺗﻤﺎﻡ ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎ ﻣﺴﺘﻠﺰﻡ ﺍﻋﻤﺎﻝ ﺗﻐﻴﻴﺮﺍﺕ ﮔﺴﺘﺮﺩﻩ ﻧﻴﺴﺘﻨﺪ‪ .‬ﺷﻤﺎ ﻣﻲﺗﻮﺍﻧﻴﺪ ﺍﺯ‬
‫ﻳﻚ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺛﺎﺑﺖ ﺍﺳﺘﻔﺎﺩﻩ ﻛﻨﻴﺪ‪ .‬ﺍﺳﺘﺮﺍﺗﮋﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻣﺎ ﺑﺎﻳﺪ ﺑﻪ ﻧﻴﺎﺯﻫﺎﻱ ﺗﺠﺎﺭﻱ ﻣﺎ ﭘﺎﺳﺦ ﺑﺪﻫـﺪ‪ .‬ﻣـﺎ‬
‫ﻣﻬﺎﺭﺕﻫﺎ ﺭﺍ ﺍﺭﺯﻳﺎﺑﻲ ﻣﻲﻛﻨﻴﻢ ﻭ ﭘﻴﺶﺑﻴﻨﻲ ﻣﻲﻛﻨﻴﻢ ﻛﻪ ﺑﻪ ﭼﻨﺪ ﻣـﺪﻳﺮ ﻧﻴـﺎﺯ ﺩﺍﺭﻳـﻢ‪ .‬ﻧﺘﻴﺠـﺔ ﺍﻳـﻦ ﺍﻗـﺪﻣﺎﺕ ﻭ‬
‫ﺑﺮﺭﺳﻲ ﻫﺎ‪ ،‬ﻃﺮﺍﺣﻲ ﺳﻴﺎﺳﺖ ﺗﻮﺳﻌﺔ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺷﺮﻛﺖ ﺑﺮ ﺍﺳﺎﺱ ﺁﻣﻮﺯﺵ ﻣﻬﺎﺭﺕ ﻫﺎ‪ ،‬ﺁﻣﻮﺯﺵ ﺭﻫﺒﺮﻱ ﻭ‬
‫ﺟﺬﺏ ﻧﻴﺮﻭﺳﺖ‪.‬‬
‫ﺍﺳﺘﺮﺍﺗﮋﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺑﺎﻳﺪ ﺗﻮﺳﻂ ﻣﺪﻳﺮﻳﺖ ﺍﺭﺷﺪ ﻳﻚ ﺳﺎﺯﻣﺎﻥ ﻃﺮﺍﺣﻲ ﻭ ﺧﻠﻖ ﺷﻮﺩ‪ .‬ﺁﻧﻬﺎ ﺑﺎﻳـﺪ ﻛـﺎﻣﻼﹰ‬
‫ﺑﻪ ﺍﻳﻦ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺍﻳﻤﺎﻥ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻨﺪ ﻭ ﮔﺮﻧﻪ ﺩﺭ ﻋﻤﻞ ﺟﻮﺍﺏ ﻧﺨﻮﺍﻫﺪ ﺩﺍﺩ‪.‬‬
‫ﻣﺪﻳﺮﻋﺎﻣﻞ ﺷﺮﻛﺖ ﻣﮕﺎﺳﺘﻮﺭﺯ )‪ (Megastores‬ﻣﻲﮔﻮﻳﺪ ﻣﺎ ﺑﺴﻴﺎﺭ ﺳﻮﺩﺁﻭﺭ ﻛﺎﺭ ﻣﻲﻛﻨﻴﻢ‪ ،‬ﺍﻣﺎ ﺩﺭ ﻋﻴﻦ ﺣﺎﻝ‬
‫ﺭﻭﻱ ﻛﺎﺭﻛﻨﺎﻥ ﺧﻮﺩ ﺳﺮﻣﺎﻳﻪﮔﺬﺍﺭﻱ ﺑﺴﻴﺎﺭ ﻣﻲﻛﻨﻴﻢ‪ .‬ﻣﺎ ﭘﻮﻝ ﺯﻳﺎﺩﻱ ﺻﺮﻑ ﺁﻣﻮﺯﺵ ﻭ ﭘﺮﻭﺭﺵ ﻛﺎﺭﻛﻨـﺎﻥ ﺧـﻮﺩ‬
‫ﻣﻲﻛﻨﻴﻢ‪ .‬ﻳﻜﻲ ﺍﺯ ﺩﻻﻳﻞ ﺍﺻﻠﻲ ﻣﻮﻓﻘﻴﺖ ﻣﺎ ﻫﻢ ﻫﻤﻴﻦ ﺍﺳﺖ‪.‬‬
‫ﺑﺰﺭﮔﺘﺮﻳﻦ ﭼﺎﻟﺶ ﻓﺮﺍﺭﻭﻱ ﻣﺎ ﺣﻔﻆ ﻣﺰﻳﺖ ﺭﻗﺎﺑﺘﻲ ﻭ ﺍﻧﺠﺎﻡ ﺁﻥ ﭼﻴﺰﻱ ﺍﺳﺖ ﻛﻪ ﻣﺎ ﺑﺎﻳﺪ ﺍﻧﺠﺎﻡ ﺑـﺪﻫﻴﻢ ﻛـﻪ‬
‫ﺟﺬﺏ ﻛﺎﺭﻛﻨﺎﻥ ﺑﺎ ﺍﺳﺘﻌﺪﺍﺩ ﺍﺳﺖ‪.‬‬
‫ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ‪21 /‬‬

‫ﻋﺎﻣﻞ ﺍﺻﻠﻲ ﺗﻤﺎﻳﺰ ﻳﻚ ﺷﺮﻛﺖ ﺍﺯ ﺩﻳﮕﺮ ﺷﺮﻛﺖﻫﺎ‪ ،‬ﻛﺎﺭﻛﻨﺎﻥ ﺁﻥ ﺷﺮﻛﺖ ﺍﺳﺖ‪ .‬ﺁﻧﻬﺎ ﻣﻬـﻢﺗـﺮﻳﻦ ﺩﺍﺭﺍﻳـﻲ‬
‫ﺷﺮﻛﺖ ﻣﻲﺑﺎﺷﻨﺪ‪ .‬ﭘﻮﻝ ﺭﺍ ﻣﻲﺷﻮﺩ ﺑﻪ ﺭﺍﺣﺘﻲ ﺑﻪ ﺩﺳﺖ ﺁﻭﺭﺩ ﺍﻣﺎ ﻛﺎﺭﻛﻨﺎﻥ ﺧﻮﺏ ﺭﺍ ﻧﻪ‪.‬‬
‫ﻣﺎ ﺑﺎﻳﺪ ﺑﻪ ﺷﺮﻛﺖ ﺩﺭ ﺣﺼﻮﻝ ﺑﻪ ﺍﻫﺪﺍﻓﺶ ﻛﻤﻚ ﻛﻨﻴﻢ ﻭ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺑﺎﻳﺪ ﺩﺭﺳﺖ ﺩﺭ ﺟﻬﺖ‬
‫ﺗﺤﻘﻖ ﺍﻳﻦ ﺍﻫﺪﺍﻑ ﻃﺮﺍﺣﻲ ﺷﻮﻧﺪ‪.‬‬
‫ﻣﺪﻳﺮ ﻋﺎﻣﻞ ﺷﺮﻛﺖ ﻭﻟﻨﺪ ﻭﺍﺗﺮ )‪ (Welland Water‬ﺩﺭﺑﺎﺭﺓ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻣﻨـﺎﺑﻊ ﺍﻧـﺴﺎﻧﻲ ﻣـﻲﮔﻮﻳـﺪ‪ :‬ﺗﻨﻬـﺎ‬
‫ﺍﺳﺘﺮﺍﺗﮋﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻛﻪ ﺷﻤﺎ ﻭﺍﻗﻌﺎﹰ ﺑﻪ ﺁﻥ ﻧﻴﺎﺯ ﺩﺍﺭﻳﺪ‪ ،‬ﺑﻴﺎﻥ ﻭ ﺍﺑﺮﺍﺯ ﻣﻠﻤﻮﺱ ﻭ ﺁﺷـﻜﺎﺭ ﺍﺭﺯﺵﻫـﺎ ﻭ ﺍﺟـﺮﺍﻱ‬
‫ﺍﺭﺯﺵﻫﺎﺳﺖ‪ ...‬ﺍﮔﺮ ﺷﻤﺎ ﺑﻪ ﺍﺭﺯﺵﻫﺎﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺩﺳﺖ ﻧﻴﺎﺑﻴﺪ‪ ،‬ﺑـﺎﻗﻲ ﺍﺭﺯﺵﻫـﺎ ﺭﺍ ﻓﺮﺍﻣـﻮﺵ ﺧﻮﺍﻫﻴـﺪ‬
‫ﻛﺮﺩ‪.‬‬
‫ﺍﻋﻀﺎﻱ ﻫﻴﺌﺖ ﻣﺪﻳﺮﻩ ﺷﺮﻛﺖ ﻗﺒﻞ ﻭ ﺣﻴﻦ ﺟﻠﺴﺎﺕ ﻫﻴﺌﺖ ﻣﺪﻳﺮﻩ‪ ،‬ﻣـﺪﺕ ﺯﻳـﺎﺩﻱ ﺩﺭ ﺧـﺼﻮﺹ ﻣـﺴﺎﺋﻞ‬
‫ﻓﺮﻫﻨﮕﻲ ﻭ ﺭﻭﺵﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﻛﺎﺭﻛﻨﺎﻥ ﺑﺎ ﻳﻜﺪﻳﮕﺮ ﺑﺤﺚ ﻭ ﺗﺒﺎﺩﻝ ﻧﻈﺮ ﻣﻲﻛﻨﻨﺪ‪.‬‬
‫ﺍﻳﻦ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺑﻪﺗﺪﺭﻳﺞ ﻭ ﺑﻪ ﺷﻜﻞ ﺗﻜﺎﻣﻠﻲ ﻃﺮﺍﺣﻲ ﺷﺪ‪ .‬ﺍﺳﺘﺮﺍﺗﮋﻱ ﻣﻨﺎﺑﻊ ﺍﻧـﺴﺎﻧﻲ ﺷـﺮﻛﺖ ﻣﺠﻤﻮﻋـﻪﺍﻱ‬
‫ﺍﺳﺖ ﺍﺯ ﭼﻴﺰﻫﺎﻳﻲ ﻛﻪ ﺑﻪ ﺷﻴﻮﻩﺍﻱ ﻧﻪ ﻟﺰﻭﻣﺎﹰ ﻣﻨﺎﺳﺐ ﻛﻨﺎﺭ ﻳﻜﺪﻳﮕﺮ ﻗﺮﺍﺭ ﮔﺮﻓﺘﻪﺍﻧﺪ‪.‬‬
‫ﺩﺭ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺍﻭﻟﻴﻪ‪ ،‬ﺳﻌﻲ ﻛﺮﺩﻳﻢ ﺍﺻﻮﻝ ﻭ ﺍﺭﺯﺵ ﻫﺎ ﻧﻮﻇﻬﻮﺭ ﻣﺆﺛﺮﺗﺮ ﺑـﺮ ﻧﺤـﻮﺓ ﻣـﺪﻳﺮﻳﺖ‬
‫ﻛﺎﺭﻛﻨﺎﻥ ﺭﺍ ﻣﻮﺭﺩ ﺗﻮﺟﻪ ﻗﺮﺍﺭ ﺑﺪﻫﻴﻢ‪ .‬ﺍﺳﺘﺮﺍﺗﮋﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺑﺮﺧﺎﺳﺘﻪ ﺍﺯ ﺍﻓﻜـﺎﺭ ﻣـﺸﺘﺮﻙ ﻣـﺎ ﻭ ﻣﻨﺒﻌـﺚ ﺍﺯ‬
‫ﻣﺸﻜﻼﺕ ﻭ ﻣﺴﺎﺋﻠﻲﺍﻧﺪ ﻛﻪ ﻣﺪﻳﺮﺍﻥ ﺭﻭﻱ ﺁﻧﻬﺎ ﻛﺎﺭ ﻣﻲﻛﻨﻨﺪ‪ .‬ﺍﻳﻦ ﺑﻴﺸﺘﺮ ﻳﻚ ﺗﻼﺵ ﻭ ﻛﺎﺭ ﮔﺮﻭﻫﻲ ﺍﺳﺖ‪ .‬ﻛﺎﺭ ﺑﺎ‬
‫ﻳﻜﺪﻳﮕﺮ ﺑﺮﺍﻱ ﺣﺼﻮﻝ ﺑﻪ ﻫﺪﻓﻲ ﻣﺸﺘﺮﻙ‪.‬‬
‫ﺩﺭ ﺗﻤﺎﻡ ﺳﺎﺯﻣﺎﻥﻫﺎ ﻭ ﺷﺮﻛﺖﻫﺎﻳﻲ ﻛﻪ ﺑﻪ ﺁﻧﻬﺎ ﺍﺷﺎﺭﻩ ﻛﺮﺩﻳﻢ‪:‬‬
‫ﻳﻚ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻛﻼﻥ ﻳﺎ ﻳﻚ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺗﺠﺎﺭﻱ ﻣﺸﺨﺺ ﻭ ﺑﻪ ﺧﻮﺑﻲ ﺗﻌﺮﻳﻒ ﺷﺪﻩ ﻭﺟﻮﺩ ﺩﺍﺭﺩ‪ ،‬ﺍﮔﺮ ﭼـﻪ‬ ‫‪-‬‬
‫ﻣﻴﺰﺍﻥ ﺭﺳﻤﻴﺖ ﺁﻧﻬﺎ ﺩﺭ ﺳﺎﺯﻣﺎﻥﻫﺎﻱ ﻣﺬﻛﻮﺭ ﻣﺘﻔﺎﻭﺕ ﺍﺳﺖ‪.‬‬
‫ﺍﺳﺘﺮﺍﺗﮋﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺑﻪ ﻋﻨﻮﺍﻥ ﺑﺨﺸﻲ ﺍﺯ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺗﺠﺎﺭﻱ ﻗﻠﻤﺪﺍﺩ ﻣﻲﺷﻮﺩ‪.‬‬ ‫‪-‬‬
‫ﻣﺴﺎﺋﻞ ﻣﺮﺑﻮﻁ ﺑﻪ ﺳﻴﺎﺳﺖﻫﺎ ﻳﺎ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‪ ،‬ﻛﻪ ﻇﺎﻫﺮﺍﹰ ﻣﻮﺭﺩ ﻋﻼﻗﺔ ﻫﻤﺔ ﺍﻋﻀﺎﻱ ﻫﻴﺌﺖ‬ ‫‪-‬‬
‫ﻣﺪﻳﺮﻩ ﺍﺳﺖ‪ ،‬ﻣﻤﻜﻦ ﺍﺳﺖ ﻣﺨﺎﻟﻒ ﻧﻈﺮ ﺑﻘﻴﺔ ﻛﺎﺭﻛﻨﺎﻥ ﺑﺎﺷﺪ‪.‬‬

‫ﺍﺳﺘﺮﺍﺗﮋﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻣﻲﺗﻮﺍﻧﺪ ﺑﻪ ﻣﺴﺎﺋﻞ ﺯﻳﺮ ﺑﭙﺮﺩﺍﺯﺩ‪:‬‬

‫ﻗﺎﺑﻠﻴﺖﻫﺎﻱ ﺳﺎﺯﻣﺎﻧﻲ‬ ‫‪-‬‬
‫ﺳﺎﺧﺘﺎﺭ ﺳﺎﺯﻣﺎﻧﻲ‬ ‫‪-‬‬
‫ﻛﺎﺭ ﮔﺮﻭﻫﻲ‬ ‫‪-‬‬
‫ﻋﻤﻠﻜﺮﺩ‬ ‫‪-‬‬
‫ﻛﻴﻔﻴﺖ ﻭ ﺗﻮﺟﻪ ﺑﻪ ﻣﺸﺘﺮﻱ‬ ‫‪-‬‬
‫ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ‪22 /‬‬

‫ﺧﻼﺻﺔ ﺑﺨﺶ‬
‫ﻣﻬﻢﺗﺮﻳﻦ ﻭﻳﮋﮔﻲﻫﺎﻱ ﻋﻤﻠﻲ ﻭ ﻣﺸﺎﻫﺪﻩ ﺷﺪﺓ ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ‪:‬‬
‫ﻳﻚ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺷﻔﺎﻑ ﻭ ﻫﺪﻓﻤﻨﺪ ﺩﺭ ﺳﻄﺢ ﺳﺎﺯﻣﺎﻥ ﻭﺟﻮﺩ ﺩﺍﺭﺩ‪.‬‬ ‫‪-‬‬
‫ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺩﺭ ﺑﻴﺸﺘﺮ ﺳﺎﺯﻣﺎﻥﻫﺎ ﻛﺎﻣﻼﹰ ﻳﻜﭙﺎﺭﭼﻪ ﻭ ﺗﺤﺖ ﻛﻨﺘﺮﻝ ﻫﺴﺘﻨﺪ‪.‬‬ ‫‪-‬‬
‫ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻋﻤﻮﻣﺎﹰ ﺑﻪ ﺗﻮﺳﻌﺔ ﺳﺎﺯﻣﺎﻥ ﻭ ﻛﺎﺭﻛﻨﺎﻥ ﺁﻥ ﻣﺮﺑﻮﻁ ﻣﻲﺷﻮﺩ‪.‬‬ ‫‪-‬‬
‫ﺑﻴﺸﺘﺮ‪ ،‬ﻭ ﺍﻟﺒﺘﻪ ﻧﻪ ﻫﻤﺔ ﺁﻧﻬﺎ‪ ،‬ﺩﺭ ﻧﮕﺮﺵ ﺧﻮﺩ “ﻭﺣﺪﺕ ﮔﺮﺍ” ﻫﺴﺘﻨﺪ‪.‬‬ ‫‪-‬‬
‫ﺍﺳﺘﺮﺍﺗﮋﻱ ﻫﺎﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺑﻪ ﻋﻮﺍﻣﻞ ﺍﺻﻠﻲ ﻣﻮﻓﻘﻴﺖ ﺳﺎﺯﻣﺎﻥ ﻣﺮﺑﻮﻁ ﻣﻲﺷـﻮﻧﺪ ﻭ ﻛﻴﻔﻴـﺖ ﺑـﺎﻻﻱ‬ ‫‪-‬‬
‫ﻣﺤﺼﻮﻻﺕ‪ ،‬ﺑﻪ ﻫﻤﺮﺍﻩ ﻣﺸﺎﺭﻛﺖ ﻛﺎﺭﻛﻨﺎﻥ‪ ،‬ﻣﻲﺗﻮﺍﻧﺪ ﺑﻪ ﻣﻮﻓﻘﻴﺖ ﺳﺎﺯﻣﺎﻥ ﺩﺭ ﻭﺻﻮﻝ ﺑﻪ ﺍﻫﺪﺍﻑ ﺧـﻮﺩ‬
‫ﻛﻤﻚ ﻛﻨﺪ‪.‬‬

‫ﺑﺨﺶ ‪٧‬‬
‫ﻧﻘﺶ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺩﺭ ﻣﻮﻓﻘﻴﺖ ﺳﺎﺯﻣﺎﻥ‬
‫ﺭﻭﺵﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻣﻲﺗﻮﺍﻧﺪ ﻣﻮﺟﺐ ﺑﻬﺒﻮﺩ ﻋﻤﻠﻜﺮﺩ ﺷﺮﻛﺖ ﮔﺮﺩﺩ ﺑﻪ ﻭﻳﮋﻩ ﺭﻭﺵﻫﺎﻱ ﺍﻋﻤﺎﻝ‬
‫ﺍﻳﻦ ﻣﺸﺎﺭﻛﺖ ﻳﺎ ﺩﺭ ﻭﺍﻗﻊ ﻧﻘﺶ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺷﺎﻣﻞ ﻣﻮﺍﺭﺩ ﺯﻳﺮ ﻣﻲﺷﻮﺩ‪:‬‬
‫ﺍﻳﺠﺎﺩ ﻳﻚ ﺗﻔﺎﻫﻢ ﺭﻭﺍﻥ ﺷﻨﺎﺧﺘﻲ ﻣﺜﺒﺖ‪.‬‬ ‫‪-‬‬
‫ﺍﻓﺰﺍﻳﺶ ﺍﻧﮕﻴﺰﺵ ﻭ ﺗﻌﻬﺪ ﻛﺎﺭﻛﻨﺎﻥ‪.‬‬ ‫‪-‬‬
‫ﺍﻓﺰﺍﻳﺶ ﻣﻬﺎﺭﺕﻫﺎﻱ ﻛﺎﺭﻛﻨﺎﻥ ﻭ ﺗﻮﺳﻌﻪ ﭘﺎﻳﻪ ﻣﻬﺎﺭﺕﻫﺎﻱ ﺁﻧﻬﺎ‪.‬‬ ‫‪-‬‬
‫ﻭﺍﮔﺬﺍﺭﻱ ﻣﺴﺌﻮﻟﻴﺖ ﻫـﺎﻱ ﮔـﺴﺘﺮﺩﻩ ﺑـﻪ ﻛﺎﺭﻛﻨـﺎﻥ ﺑـﻪ ﻃـﻮﺭﻱ ﻛـﻪ ﺑﺘﻮﺍﻧـﺪ ﺍﺯ ﺗﻤـﺎﻡ ﻣﻬـﺎﺭﺕﻫـﺎ ﻭ‬ ‫‪-‬‬
‫ﺗﻮﺍﻧﺎﻳﻲﻫﺎﻳﺸﺎﻥ ﺍﺳﺘﻔﺎﺩﻩ ﻛﻨﻨﺪ‪.‬‬
‫ﺷﻔﺎﻑ ﺷﺪﻥ ﻓﺮﺻﺖﻫﺎﻱ ﺍﺭﺗﻘﺎﻱ ﺷﻐﻠﻲ ﻭ ﺗﻌﺮﻳﻒ ﺍﻟﺰﺍﻣﺎﺕ ﺷﺎﻳﺴﺘﮕﻲ‪.‬‬ ‫‪-‬‬
‫ﺍﻳﺠﺎﺩ ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﻋﻤﻠﻜﺮﺩ ﻭ ﺗﻮﺳﻌﺔ ﻣﺴﺘﻤﺮ‪.‬‬ ‫‪-‬‬
‫ﺑﻬﺮﻩﮔﻴﺮﻱ ﺍﺯ ﺳﻴﺴﺘﻢﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﺑﻪ ﻣﻨﻈﻮﺭ ﺍﻧﺘﻘﺎﻝ ﭘﻴﺎﻡﻫـﺎﻱ ﻣﺮﺑـﻮﻁ ﺑـﻪ ﻣـﺴﺎﺋﻞ ﻣﻬـﻢ ﺍﺯ ﻧﻈـﺮ‬ ‫‪-‬‬
‫ﺳﺎﺯﻣﺎﻥ ﻭ ﺭﻭﺵ ﺳﺎﺯﻣﺎﻥ ﺩﺭ ﭘﺮﺩﺍﺧﺖ ﭘﺎﺩﺍﺵﻫﺎﻱ ﻧﻘﺪﻱ ﻭ ﻏﻴﺮﻧﻘﺪﻱ ﺑﻪ ﺗﻤﺎﻡ ﻛﺎﺭﻛﻨﺎﻥ‪.‬‬
‫ﻃﺮﺍﺣﻲ ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﺭﻭﺍﺑﻂ ﻛﺎﺭﻛﻨﺎﻥ ﻛﻪ ﺍﻣﻜﺎﻥ ﻣﺸﺎﺭﻛﺖ ﮔﺴﺘﺮﺩﻩﺗﺮ ﺁﻧﻬﺎ ﺭﺍ ﻣﻴﺴﺮ ﺳﺎﺯﺩ‪.‬‬ ‫‪-‬‬

‫ﺑﺨﺶ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻣﻲﺗﻮﺍﻧﺪ ﺑﻪ ﺷﺮﻛﺖ ﺩﺭ ﺩﺳﺖﻳﺎﺑﻲ ﺑﻪ ﻣﺰﻳـﺖ ﺭﻗـﺎﺑﺘﻲ ﻭ ﺍﻳﺠـﺎﺩ ﺍﺭﺯﺵ ﺍﻓـﺰﻭﺩﻩ ﻭ‬
‫ﺍﺟﺮﺍﻱ ﻃﺮﺡﻫﺎﻱ ﻛﻴﻔﻴﺖ ﺟﺎﻣﻊ ﻛﻤﻚ ﻛﻨﺪ‪.‬‬
‫ﻣﺸﺎﺭﻛﺖ ﺩﺭ ﺍﺭﺯﺵ ﺍﻓﺰﻭﺩﻩ‬ ‫‪-‬‬
‫ﻣﺸﺎﺭﻛﺖ ﺩﺭ ﺍﻳﺠﺎﺩ ﻣﺰﻳﺖ ﺭﻗﺎﺑﺘﻲ‬ ‫‪-‬‬
‫ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ‪23 /‬‬

‫ﻣﺸﺎﺭﻛﺖ ﺩﺭ ﺍﺭﺯﺵ ﺍﻓﺰﻭﺩﻩ‬

‫ﻛﺎﺭﻛﻨﺎﻥ ﺍﺭﺯﺵ ﺍﻓﺰﻭﺩﻩ ﺭﺍ ﺍﻳﺠﺎﺩ ﻣﻲﻛﻨﻨﺪ‪ .‬ﺍﻳﻦ ﻛﺎﺭﻛﻨـﺎﻥ ﻫـﺴﺘﻨﺪ ﻛـﻪ ﺩﺭ ﺳـﻄﻮﺡ ﻣﺨﺘﻠـﻒ ﺳـﺎﺯﻣﺎﻥ ﺑﻴـﻨﺶﻫـﺎ ﺭﺍ ﺧﻠـﻖ‬
‫ﻣﻲﻛﻨﻨﺪ‪ ،‬ﺍﺭﺯﺵﻫﺎ ﻭ ﻣﺄﻣﻮﺭﻳﺖ ﺭﺍ ﺗﻌﺮﻳﻒ ﻣﻲﻛﻨﻨﺪ‪ ،‬ﺍﻫﺪﺍﻑ ﺭﺍ ﺗﻌﻴﻴﻦ ﻣﻲﻛﻨﻨﺪ ﻭ ﻃﺮﺡﻫﺎﻱ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﺭﺍ ﻃﺮﺍﺣـﻲ ﻭ ﺁﻥ‬
‫ﻃﺮﺡﻫﺎ ﺭﺍ ﻣﻄﺎﺑﻖ ﺑﺎ ﺍﺭﺯﺵﻫﺎﻱ ﻣﺸﺨﺺ ﺷﺪﻩ ﺍﺟﺮﺍ ﻣﻲﻛﻨﻨﺪ‪ .‬ﺑﺎ ﻫﺮ ﻛﺎﺭﻱ ﻛﻪ ﺑـﻪ ﻣﻨﻈـﻮﺭ ﺟﻠـﺐ ﻭ ﭘـﺮﻭﺭﺵ ﻛﺎﺭﻛﻨـﺎﻥ‪،‬‬
‫ﺍﻧﮕﻴﺰﺵ ﻭ ﺑﻪ ﻛﺎﺭﮔﻴﺮﻱ ﺻﺤﻴﺢ ﻛﺎﺭﻛﻨﺎﻥ ﺻﻮﺭﺕ ﮔﻴﺮﺩ‪ ،‬ﻣﻲﺗﻮﺍﻥ ﺍﺭﺯﺵ ﺍﻓﺰﻭﺩﻩ ﺭﺍ ﺗﻘﻮﻳﺖ ﻧﻤﻮﺩ‪.‬‬
‫ﺑﺨﺶ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺑﻪ ﺧﻠﻖ ﺍﺭﺯﺵ ﺍﻓﺰﻭﺩﻩ ﺍﺯ ﻃﺮﻳﻖ ﺟﺬﺏ ﻛﺎﺭﻛﻨﺎﻥ ﺑﺎ ﺷﺎﻳﺴﺘﮕﻲﻫﺎﻱ ﻻﺯﻡ ﻭ ﺑﺎ ﺍﻧﮕﻴﺰﻩ ﻛﻤﻚ ﻣﻲﻛﻨﺪ‪.‬‬

‫ﻣﺸﺎﺭﻛﺖ ﺩﺭ ﺍﻳﺠﺎﺩ ﻣﺰﻳﺖ ﺭﻗﺎﺑﺘﻲ‬

‫ﺍﺳﺘﻌﺪﺍﺩﻫﺎﻱ ﻣﻨﺤﺼﺮ ﺑﻪ ﻓﺮﺩ ﻛﺎﺭﻛﻨﺎﻥ ﻣﺜﻞ ﻋﻤﻠﻜﺮﺩ ﺑﺮﺗﺮ‪ ،‬ﺑﻬﺮﻩ ﻭﺭﻱ‪ ،‬ﺍﻧﻌﻄﺎﻑﭘـﺬﻳﺮﻱ‪ ،‬ﺧﻼﻗﻴـﺖ ﻭ ﺗﻮﺍﻧـﺎﻳﻲ‬
‫ﺍﺭﺍﺋﺔ ﺳﻄﺢ ﺑﺎﻻﻳﻲ ﺍﺯ ﺧﺪﻣﺎﺕ ﻣﺴﺘﻘﻴﻢ ﺑﻪ ﻣﺸﺘﺮﻱ‪ ،‬ﺍﺯ ﺟﻤﻠﻪ ﺭﻭﺵﻫﺎﻳﻲ ﻫﺴﺘﻨﺪ ﻛﻪ ﻛﺎﺭﻛﻨﺎﻥ ﻣﻲﺗﻮﺍﻧﻨﺪ ﻧﻘﺶ‬
‫ﻛﻠﻴﺪﻱ ﺩﺭ ﺍﻳﺠﺎﺩ ﻣﻮﻗﻌﻴﺖ ﺭﻗﺎﺑﺘﻲ ﻳﻚ ﺳﺎﺯﻣﺎﻥ ﺍﻳﻔﺎ ﻛﻨﻨﺪ‪ .‬ﻛﺎﺭﻛﻨﺎﻥ ﻫﻤﭽﻨـﻴﻦ ﻧﻘـﺶ ﻣﻬﻤـﻲ ﺩﺭ ﻣـﺪﻳﺮﻳﺖ ﻭ‬
‫ﻫﻤﺎﻫﻨﮕﻲ ﻣﻴﺎﻥ ﻓﻌﺎﻟﻴﺖﻫﺎﻱ ﻭﺍﺑﺴﺘﻪ ﺑﻪ ﻳﻜﺪﻳﮕﺮ ﻭ ﻫﻤﭽﻨﻴﻦ ﺭﻭﺍﺑﻂ ﻣﻬﻢ ﺧﺎﺭﺝ ﺳﺎﺯﻣﺎﻧﻲ‪ ،‬ﺍﻳﻔﺎ ﻣﻲﻛﻨﻨﺪ‪ .‬ﻣﻲﺗﻮﺍﻥ‬
‫ﺍﺩﻋﺎ ﻧﻤﻮﺩ ﻛﻪ ﻳﻜﻲ ﺍﺯ ﻣﻨﺎﻓﻊ ﺑﺎﺭﺯ ﺣﺎﺻﻞ ﺍﺯ ﻣﺰﻳﺖ ﺭﻗﺎﺑﺘﻲ ﻣﺒﺘﻨﻲ ﺑﺮ ﻣﺪﻳﺮﻳﺖ ﻣﺆﺛﺮ ﻛﺎﺭﻛﻨـﺎﻥ ﺁﻥ ﺍﺳـﺖ ﻛـﻪ‬
‫ﭼﻨﻴﻦ ﻣﺰﻳﺘﻲ ﺭﺍ ﺑﻪﺩﺷﻮﺍﺭﻱ ﻣﻲﺗﻮﺍﻥ ﺗﻘﻠﻴﺪ ﻧﻤﻮﺩ‪ .‬ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‪ ،‬ﺳﻴﺎﺳﺖﻫﺎ ﻭ ﺭﻭﺵﻫﺎﻱ ﻣﻨﺎﺑﻊ‬
‫ﺍﻧﺴﺎﻧﻲ ﻳﻚ ﺳﺎﺯﻣﺎﻥ ﺗﺮﻛﻴﺒﻲ ﻣﻨﺤﺼﺮ ﺑﻪ ﻓﺮﺩ ﺍﺯ ﻓﺮﺁﻳﻨﺪﻫﺎ‪ ،‬ﺭﻭﻳﻪﻫﺎ‪ ،‬ﺷﺨﺼﻴﺖﻫـﺎ ﻭ ﻭﻳﮋﮔـﻲﻫـﺎ‪ ،‬ﺳـﺒﻚﻫـﺎ‪،‬‬
‫ﻗﺎﺑﻠﻴﺖﻫﺎ ﻭ ﻓﺮﻫﻨﮓ ﺳﺎﺯﻣﺎﻧﻲ ﺍﺳﺖ‪ .‬ﻳﻜﻲ ﺍﺯ ﻛﻠﻴﺪﻫﺎﻱ ﺩﺳﺖﻳﺎﺑﻲ ﺑﻪ ﻣﺰﻳﺖ ﺭﻗـﺎﺑﺘﻲ‪ ،‬ﺗﻮﺍﻧـﺎﻳﻲ ﺷـﺮﻛﺖ ﺩﺭ‬
‫ﻣﺘﻤﺎﻳﺰ ﻛﺮﺩﻥ ﻣﺤﺼﻮﻻﺕ ﺧﻮﺩ ﺍﺯ ﻣﺤﺼﻮﻻﺕ ﺭﻗﺒﺎ ﺍﺯ ﻃﺮﻳﻖ ﺟﺬﺏ ﻭ ﺣﻔﻆ ﻛﺎﺭﻛﻨﺎﻥ ﻣـﺴﺘﻌﺪﺗﺮ ﻭ ﻣـﺎﻫﺮﺗﺮ ﺍﺯ‬
‫ﻛﺎﺭﻛﻨﺎﻥ ﺭﻗﺒﺎ‪ ،‬ﺑﻪ ﻭﺳﻴﻠﺔ ﭘﺮﻭﺭﺵ ﻭ ﺗﻘﻮﻳﺖ ﺍﻳﻦ ﺳﺮﻣﺎﻳﺔ ﻣﻌﻨﻮﻱ ﻣﻲﺑﺎﺷﺪ‪.‬‬
‫ﻛﺴﺐ ﻣﺰﻳﺖ ﺭﻗﺎﺑﺘﻲ ﺍﺯ ﻃﺮﻳﻖ ﺍﻳﺠﺎﺩ ﻭ ﭘﺮﻭﺭﺵ ﺷﺎﻳﺴﺘﮕﻲﻫﺎﻱ ﺍﺻﻠﻲ ﺩﺭ ﻧﻴﺮﻭﻱ ﻛﺎﺭ‪ ،‬ﺑـﺎ ﺑﻬـﺮﻩﮔﻴـﺮﻱ ﺍﺯ‬
‫ﺭﻭﺵﻫﺎﻱ ﺳﻨﺘﻲ ﻭ ﻣﺮﺳﻮﻡ‪) ،‬ﺟﺬﺏ ﻧﻴﺮﻭ‪ ،‬ﭘﺎﺩﺍﺵ‪ ،‬ﻣﺴﻴﺮ ﺍﺭﺗﻘﺎﻱ ﺷﻐﻞ‪ ،‬ﺗﻮﺳﻌﺔ ﻛﺎﺭﻛﻨﺎﻥ( ﻭ ﺍﺯ ﻃﺮﻳﻖ ﺑﺮﺧـﻮﺭﺩ‬
‫ﻣﺆﺛﺮ ﺑﺎ ﻋﻮﺍﻣﻞ ﻭ ﻣﺴﺎﺋﻞ ﻛﻼﻥ‪ ،‬ﻫﻤﭽﻮﻥ ﻓﺮﻫﻨﮓ ﺳـﺎﺯﻣﺎﻧﻲ‪ ،‬ﺗﻮﺳـﻌﺔ ﻣـﺪﻳﺮﻳﺖ ﻭ ﺳـﺎﺧﺘﺎﺭ ﺳـﺎﺯﻣﺎﻥ ﻣﻤﻜـﻦ‬
‫ﻣﻲﮔﺮﺩﺩ‪.‬‬

‫ﺑﺨﺶ ‪٨‬‬
‫ﻧﻘﺶ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻛﺎﺭ ﻛﺮﺩ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‬
‫ﻃﺒﻖ ﻧﻈﺮ ﺍﻭﻟﺮﻳﺶ )‪ :(١٩٩٨‬ﻧﺒﺎﻳﺪ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺭﺍ ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﺁﻧﭽﻪ ﻛﻪ ﺍﻧﺠﺎﻡ ﻣﻲﺩﻫﺪ ﺗﻌﺮﻳـﻒ ﻧﻤـﻮﺩ‪ ،‬ﺑﻠﻜـﻪ‬
‫ﺑﺎﻳﺪ ﺁﻥ ﺭﺍ ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﺁﻧﭽﻪ ﺍﺭﺍﺋﻪ ﻣﻲﻛﻨﺪ ﺗﻌﺮﻳﻒ ﻛﺮﺩ‪ .‬ﻳﻌﻨﻲ ﻧﺘﺎﻳﺠﻲ ﻛﻪ ﺍﺭﺯﺵ ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﺑـﺮﺍﻱ ﻣـﺸﺘﺮﻳﺎﻥ‪،‬‬
‫ﺳﺮﻣﺎﻳﻪﮔﺬﺍﺭﺍﻥ ﻭ ﻛﺎﺭﻛﻨﺎﻥ ﺑﺎﻻ ﻣﻲﺑﺮﺩ‪.‬‬
‫ﺍﻭﻟﺮﻳﺶ ﻣﻌﺘﻘﺪ ﺍﺳﺖ ﻛﻪ ﺑﺨﺶ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺑﺮﺍﻱ ﺍﻳﻨﻜﻪ ﺑﺘﻮﺍﻧﺪ ﺑﻬﺘﺮﻳﻦ ﺑﺎﺯﺩﻩ ﺭﺍ ﺗﻮﻟﻴﺪ ﻛﻨﺪ ﺑﺎﻳﺪ‪:‬‬
‫ﺑﺎ ﻣﺪﻳﺮﺍﻥ ﺻﻒ ﻭ ﻣﺪﻳﺮﺍﻥ ﺍﺭﺷﺪ ﺩﺭ ﺍﻣﺮ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻫﻤﻜﺎﺭﻱ ﻭ ﻣﺸﺎﺭﻛﺖ ﻛﻨﺪ ﻭ ﺑﻪ ﺍﻳﻦ ﺗﺮﺗﻴﺐ‬ ‫•‬
‫ﺑﻪ ﺑﻬﺒﻮﺩ ﻓﺮﺁﻳﻨﺪ ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﺍﺯ ﺍﻃﺎﻕ ﻛﻨﻔﺮﺍﻧﺲ ﮔﺮﻓﺘﻪ ﺗﺎ ﺑﺎﺯﺍﺭ ﻛﻤﻚ ﻛﻨﺪ‪.‬‬
‫ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ‪24 /‬‬

‫ﺩﺭ ﺍﻣﺮ ﺳﺎﺯﻣﺎﻥﺩﻫﻲ ﻭ ﺷﻴﻮﺓ ﺍﺟﺮﺍﻱ ﻛﺎﺭﻫﺎ ﻣﺘﺨـﺼﺺ ﺷـﻮﺩ‪ .‬ﺑـﺎ ﺍﻓـﺰﺍﻳﺶ ﻛـﺎﺭﺁﻳﻲ ﺍﺩﺍﺭﻱ ﻛـﺎﻫﺶ‬ ‫•‬
‫ﻫﻤﺰﻣﺎﻥ ﻫﺰﻳﻨﻪﻫﺎ ﻭ ﺣﻔﻆ ﻛﻴﻔﻴﺖ ﺭﺍ ﺗﻀﻤﻴﻦ ﻛﻨﺪ‪.‬‬
‫ﻣﺤﺒﻮﺏ ﻛﺎﺭﻛﻨﺎﻥ ﺑﺸﻮﺩ ﻭ ﺑﺎ ﺟﺪﻳﺖ ﻧﮕﺮﺍﻧﻲﻫﺎ ﻭ ﻣﺸﻜﻼﺕ ﺁﻧﻬﺎ ﺭﺍ ﺑﻪ ﻣﺪﻳﺮﺍﻥ ﺍﺭﺷﺪ ﻣﻨﺘﻘﻞ ﻛﻨـﺪ ﻭ ﺩﺭ‬ ‫•‬
‫ﻫﻤﺎﻥ ﺯﻣﺎﻥ ﺑﺮﺍﻱ ﺟﻠﺐ ﻭ ﺍﻓﺰﺍﻳﺶ ﻣﺸﺎﺭﻛﺖ ﻛﺎﺭﻛﻨﺎﻥ ﻭ ﺩﺭ ﺣﻘﻴﻘﺖ ﺟﻠـﺐ ﺗﻌﻬـﺪ ﺁﻧﻬـﺎ ﻧـﺴﺒﺖ ﺑـﻪ‬
‫ﺳﺎﺯﻣﺎﻥ ﺗﻼﺵ ﻛﻨﺪ‪.‬‬
‫ﺑﻪ ﻋﺎﻣﻞ ﺗﻐﻴﻴﺮ ﺷﻜﻞ ﻣﺴﺘﻤﺮ ﺗﺒﺪﻳﻞ ﺷﻮﺩ‪ ،‬ﻳﻌﻨﻲ ﻓﺮﺁﻳﻨﺪﻫﺎ ﺭﺍ ﺷﻜﻞ ﺩﻫﺪ ﻭ ﻓﺮﻫﻨﮕﻲ ﺭﺍ ﻃﺮﺍﺣـﻲ ﻛﻨـﺪ‬ ‫•‬
‫ﻛﻪ ﺑﺎ ﻛﻤﻚ ﺁﻥ ﻓﺮﺁﻳﻨﺪﻫﺎ ﻇﺮﻓﻴﺖ ﺗﻐﻴﻴﺮﭘﺬﻳﺮﻱ ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﺍﻓﺰﺍﻳﺶ ﺩﻫﺪ‪.‬‬
‫ﺍﻫﻤﻴﺖ ﻣﺴﺎﺋﻞ ﻣﺮﺑﻮﻁ ﺑﻪ ﻛﺎﺭﻛﻨﺎﻥ ﻭﺟﻨﺒﻪﻫﺎﻱ ﻧﺮﻡ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺭﺍ ﺑﻪ ﻫﻢ ﻣﻨﺘﻘﻞ ﻛﻨﺪ‪.‬‬ ‫•‬
‫ﺧﺪﻣﺎﺕ ﻭ ﺷﺮﺡ ﻭﻇﺎﻳﻒ ﺑﺨﺶ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺭﺍ ﺗﻌﺮﻳﻒ ﻛﻨﺪ ﻭ ﺩﺭ ﻗﺒﺎﻝ ﺁﻧﻬﺎ ﭘﺎﺳﺨﮕﻮ ﺑﺎﺷﺪ‪.‬‬ ‫•‬
‫ﺩﺭ ﺭﻭﺵﻫﺎﻱ ﻧﻮﻳﻦ ﻭ ﺑﺪﻳﻊ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‪ ،‬ﺳﺮﻣﺎﻳﻪﮔﺬﺍﺭﻱ ﻛﻨﺪ‪.‬‬ ‫•‬

‫ﺍﻭﻟﺮﻳﺶ ﻣﻌﺘﻘﺪ ﺍﺳﺖ ﻣﺘﺨﺼﺼﺎﻥ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺑﻪ ﻋﻨﻮﺍﻥ ﺷﺮﻛﺎﻱ ﺍﺳـﺘﺮﺍﺗﮋﻳﻚ ﻭ ﺟـﺪﻱ ﺑـﺮﺍﻱ ﻣـﺪﻳﺮﺍﻥ‬
‫ﺍﺭﺷﺪ ﺑﻪ ﺣﺴﺎﺏ ﻣﻲﺁﻳﻨﺪ‪.‬‬

‫ﻣﻮﺯﺗﻮﻥ )‪ (١٩٩٩‬ﺑﺮﺍﻱ ﺑﺨﺶ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺑﻪ ﻋﻨﻮﺍﻥ ﻳﻚ ﺷﺮﻳﻚ ﺗﺠﺎﺭﻱ ﭼﻬـﺎﺭ ﻧﻘـﺶ ﺭﺍ ﺗﻌﺮﻳـﻒ ﻛـﺮﺩﻩ‬
‫ﺍﺳﺖ‪:‬‬
‫ﺷﺮﻳﻚ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ‪ :‬ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‪ ،‬ﻫﻤﺎﻫﻨﮓﻛﻨﻨﺪﺓ ﻣﻴﺎﻥ ﺍﺳـﺘﺮﺍﺗﮋﻱ ﺗﺠـﺎﺭﻱ ﻭ‬ ‫‪-١‬‬
‫ﺍﺳﺘﺮﺍﺗﮋﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‪.‬‬
‫ﻋﺎﻣﻞ ﺗﻐﻴﻴﺮ‪ :‬ﻣﺪﻳﺮﻳﺖ ﺗﻐﻴﻴﺮ ﺷﻜﻞ ﻭ ﺗﻐﻴﻴﺮ‪ ،‬ﺧﻠﻖ ﻳﻚ ﺳﺎﺯﻣﺎﻥ ﺍﺣﻴﺎ ﺷﺪﻩ‪.‬‬ ‫‪-٢‬‬
‫ﻛﺎﺭﺷﻨﺎﺱ ﺍﺩﺍﺭﻱ‪ :‬ﻣﺪﻳﺮﻳﺖ ﺯﻳﺮﺳﺎﺧﺘﺎﺭﻫﺎﻱ ﺷﺮﻛﺖ‪ ،‬ﻣﻬﻨﺪﺳﻲ ﻣﺠﺪﺩ ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﺳﺎﺯﻣﺎﻧﻲ‪.‬‬ ‫‪-٣‬‬
‫ﻣﺤﺒﻮﺑﻴﺖ ﻧﺰﺩ ﻛﺎﺭﻛﻨﺎﻥ‪ :‬ﻣﺪﻳﺮﻳﺖ ﻣﺸﺎﺭﻛﺖ ﻛﺎﺭﻛﻨﺎﻥ‪ ،‬ﺍﻓﺰﺍﻳﺶ ﺗﻌﻬﺪ ﻭ ﻗﺎﺑﻠﻴﺖﻫﺎﻱ ﻛﺎﺭﻛﻨﺎﻥ‪.‬‬ ‫‪-٤‬‬
‫ﻫﻤﺎﻧﻄﻮﺭﻛﻪ ﭘﺮﺳﻞ )‪ (١٩٩٩‬ﮔﻔﺘﻪ ﺍﺳﺖ‪ :‬ﻣﺎ ﺑﺎﻳﺪ ﻧﺴﺒﺖ ﺑﻪ ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﺗﻐﻴﻴﺮ ﺳﺎﺯﻣﺎﻧﻲ ﺣﺴﺎﺱﺗﺮ ﺑﺎﺷـﻴﻢ‬
‫ﻭ ﺍﺯ ﮔﺮﻓﺘﺎﺭ ﺷﺪﻥ ﺩﺭ ﺩﺍﻡ ﺍﻧﺘﺨﺎﺏ ﻣﻨﻄﻘﻲ ﺟﺪﺍﹰ ﭘﺮﻫﻴﺰ ﻛﻨﻴﻢ‪.‬‬
‫ﺟﺎﻧﺴﻮﻥ ﻭ ﺷﻮﻟﺰ )‪ (١٩٩٣‬ﺩﺭ ﻛﺘﺎﺏ ﺧﻮﺩ ﺩﺭﺑﺎﺭﺓ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻋﻨﻮﺍﻥ ﻣﻲﻛﻨﻨﺪ ﻛـﻪ‪» :‬ﺳـﺎﺯﻣﺎﻥﻫـﺎﻳﻲ ﻛـﻪ ﺑـﺎ‬
‫ﻣﻮﻓﻘﻴﺖ ﺗﻐﻴﻴﺮ ﺭﺍ ﻣﺪﻳﺮﻳﺖ ﻛﻨﻨﺪ‪ ،‬ﺁﻥ ﺳﺎﺯﻣﺎﻥﻫﺎﻳﻲ ﻫﺴﺘﻨﺪ ﻛﻪ ﺭﻭﺵﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧـﺴﺎﻧﻲ ﺧـﻮﺩ ﺭﺍ‬
‫ﺑﺎ ﻓﺮﺁﻳﻨﺪ ﺗﻐﻴﻴﺮ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻭ ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﺧﻮﺩ‪ ،‬ﻫﻤﺎﻫﻨﮓ ﻭ ﻳﻜﭙﺎﺭﭼﻪ ﺳﺎﺧﺘﻪﺍﻧﺪ‪.‬‬
‫ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﺗﻐﻴﻴﺮ ﺭﺍ ﺑﻪ ﻫﻤﺮﺍﻩ ﺩﺍﺭﻧﺪ ﻭ ﺷﻜﺴﺖ ﺩﺭ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎ ﺍﻏﻠﺐ ﺑﻪ ﺧﺎﻃﺮ ﺁﻥ ﺍﺳﺖ ﻛـﻪ‬
‫ﺗﻐﻴﻴﺮﻫﺎﻱ ﭘﻴﺸﻨﻬﺎﺩ ﺷﺪﻩ ﺩﺭ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺑﻪ ﺷﻜﻠﻲ ﻛﺎﺭﺁ ﻭ ﻣﺆﺛﺮ ﻣﺪﻳﺮﻳﺖ ﻧﺸﺪﻩﺍﻧﺪ‪ .‬ﺩﺳﺖﺍﻧـﺪﺭﻛﺎﺭﺍﻥ ﻣﻨـﺎﺑﻊ‬
‫ﺍﻧﺴﺎﻧﻲ ﻣﻲ ﺗﻮﺍﻧﻨﺪ ﺩﺭ ﻃﺮﺍﺣﻲ ﻭ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻫﺎﻱ ﺗﻐﻴﻴﺮ‪ ،‬ﻧﻘﺸﻲ ﺍﺳﺎﺳﻲ ﺍﻳﻔﺎ ﻛﻨﻨـﺪ‪ .‬ﺁﻧﻬـﺎ ﻫﻨﮕـﺎﻡ ﺍﺟـﺮﺍﻱ‬
‫ﻃﺮﺡﻫﺎﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺑﺎﻳﺪ ﺗﻮﺟﻪ ﻭﻳﮋﻩﺍﻱ ﺑﻪ ﻣﺪﻳﺮﻳﺖ ﺗﻐﻴﻴﺮ ﻣﺒﺬﻭﻝ ﻛﻨﻨﺪ‪ .‬ﻳﻌﻨﻲ ﺑﺎﻳﺴﺘﻲ ﻛﺴﺎﻧﻲ ﻛﻪ ﺗﺤـﺖ‬
‫ﺗﺄﺛﻴﺮ ﺗﻐﻴﻴﺮﺍﺕ ﻗﺮﺍﺭ ﺧﻮﺍﻫﻨﺪ ﮔﺮﻓﺖ‪ ،‬ﻧﺤﻮﺓ ﻭﺍﻛﻨﺶ ﺁﻧﻬﺎ‪ ،‬ﻣﻮﺍﻧﻊ ﺍﺟﺮﺍ‪ ،‬ﻣﻨﺎﺑﻊ ﻣﻮﺭﺩ ﻧﻴﺎﺯ‪ ،‬ﻛﺴﻲ ﻛﻪ ﺗﻐﻴﻴﺮ ﺭﺍ ﺍﻋﻤﺎﻝ‬
‫ﻣﻲﻛﻨﺪ‪ ،‬ﻧﺤﻮﺓ ﻣﺸﺎﺭﻛﺖ ﻛﺎﺭﻛﻨﺎﻥ ﺩﺭ ﻓﺮﺁﻳﻨﺪ ﺗﻐﻴﻴﺮ‪ ،‬ﻧﺤﻮﺓ ﻧﻈﺎﺭﺕ ﺑﺮﻓﺮﺁﻳﻨﺪ ﺗﻐﻴﻴﺮ‪ ،‬ﻧﺤﻮﺓ ﺍﺭﺯﻳﺎﺑﻲ ﺍﺛﺮﺑﺨـﺸﻲ‬
‫ﺗﻐﻴﻴﺮ ﻭ ﺍﻗﺪﺍﻣﺎﺗﻲ ﺭﺍ ﻛﻪ ﺑﺮﺍﻱ ﺍﺭﺯﻳﺎﺑﻲ ﺍﺛﺮﺍﺕ ﺗﻐﻴﻴﺮ ﺑﺎﻳﺪ ﺍﻧﺠﺎﻡ ﺩﺍﺩ‪ ،‬ﻣﻮﺭﺩ ﺗﻮﺟﻪ ﻭ ﺑﺮﺭﺳﻲ ﻗﺮﺍﺭ ﺩﻫﻨﺪ‪.‬‬
‫ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ‪25 /‬‬

‫ﺑﺨﺶ ‪٩‬‬
‫ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﺗﻮﺳﻌﺔ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‬
‫ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﺗﻮﺳﻌﺔ ﻣﻨﺎﺑﻊ ﺳﺎﺯﻣﺎﻧﻲ ﺑﻪ ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﻭ ﺍﺟﺮﺍﻱ ﺑﺮﻧﺎﻣﻪﻫﺎﻳﻲ ﻣﺮﺑـﻮﻁ ﻣـﻲﺷـﻮﻧﺪ ﻛـﻪ ﺑـﺮﺍﻱ‬
‫ﺍﻓﺰﺍﻳﺶ ﺍﺛﺮﺑﺨﺸﻲ ﻋﻤﻠﻜﺮﺩ ﺳﺎﺯﻣﺎﻥ ﻃﺮﺍﺣﻲ ﻣﻲﮔﺮﺩﻧﺪ‪.‬‬
‫ﺍﻳﻦ ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎ ﻣﻲﺗﻮﺍﻧﻨﺪ ﺷﺎﻣﻞ ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻳﻲ ﺑﺮﺍﻱ ﻃﺮﺍﺣـﻲ ﻓﺮﺍﻳﻨـﺪﻫﺎﻱ ﺳـﺎﺯﻣﺎﻧﻲ ﻭ ﺑﺮﻧﺎﻣـﻪﻫـﺎﻱ‬
‫ﺗﻮﺳﻌﻪ ﺳﺎﺯﻣﺎﻧﻲ ﺑﺮﺍﻱ ﺗﻐﻴﻴﺮ ﺷﻜﻞ ﺳﺎﺯﻣﺎﻧﻲ ﻭ ﻣﺪﻳﺮﻳﺖ ﺍﻧﺘﻘﺎﻝ ﺍﺯ ﻭﺿـﻌﻴﺖ ﻣﻮﺟـﻮﺩ ﺑـﻪ ﻭﺿـﻌﻴﺖ ﻣﻄﻠـﻮﺏ‬
‫ﺑﺎﺷﻨﺪ‪.‬‬
‫ﺑﻪ ﻃﻮﺭ ﻛﻠﻲ ﻫﺪﻑ ﺍﺯ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﺗﻮﺳﻌﺔ ﺳﺎﺯﻣﺎﻧﻲ ﭘﺬﻳﺮﺵ ﺭﻭﺷﻲ ﻣﻨـﺴﺠﻢ ﻭ ﺑﺮﻧﺎﻣـﻪﺭﻳـﺰﻱ‬
‫ﺷﺪﻩ ﺑﺮﺍﻱ ﺍﻓﺰﺍﻳﺶ ﺍﺛﺮﺑﺨﺸﻲ ﺳﺎﺯﻣﺎﻧﻲ ﺍﺳﺖ‪ .‬ﻳﻚ ﺳﺎﺯﻣﺎﻥ ﻛﺎﺭﺍ‪ ،‬ﺳﺎﺯﻣﺎﻧﻲ ﺍﺳﺖ ﻛﻪ ﺍﻫﺪﺍﻓﺶ ﺭﺍ ﺍﺯ ﻃﺮﻳـﻖ‬
‫ﺗﺄﻣﻴﻦ ﺧﻮﺍﺳﺘﻪﻫﺎ ﻭ ﻧﻴﺎﺯﻫﺎﻱ ﮔﺮﻭﻩﻫﺎﻱ ﺫﻳﻨﻔﻌﺶ‪ ،‬ﺗﻌﺪﻳﻞ ﻣﻨﺎﺑﻌﺶ ﺑـﺮﺍﻱ ﻛـﺴﺐ ﻓﺮﺻـﺖﻫـﺎﻱ ﻓـﺮﺍﺭﻭﻳﺶ‪،‬‬
‫ﺗﻌﺪﻳﻞ ﺍﻧﻌﻄﺎﻑﭘﺬﻳﺮﻱ ﺩﺭ ﺑﺮﺍﺑﺮ ﺗﻐﻴﻴﺮﺍﺕ ﻣﺤﻴﻄﻲ ﻭ ﺧﻠﻖ ﻓﺮﻫﻨﮕﻲ ﻣﺤﻘـﻖ ﻣـﻲﻛﻨـﺪ ﻛـﻪ ﺗﻌﻬـﺪ‪ ،‬ﺧﻼﻗﻴـﺖ‪،‬‬
‫ﺍﺭﺯﺵ ﻫﺎﻱ ﻣﺸﺘﺮﻙ ﻭ ﺍﻋﺘﻤﺎﺩ ﻣﺘﻘﺎﺑﻞ ﺭﺍ ﺗﺮﻭﻳﺞ ﻣﻲﻛﻨﺪ‪ .‬ﺍﺳﺘﺮﺍﺗﮋﻱ ﻫﺎﻱ ﺗﻮﺳـﻌﺔ ﺳـﺎﺯﻣﺎﻧﻲ ﺑـﺎ ﻓﺮﺁﻳﻨـﺪﻫﺎ ﻭ‬
‫ﻫﻤﭽﻨﻴﻦ ﺳﺎﺧﺘﺎﺭ ﻳﺎ ﺳﻴﺴﺘﻢﻫﺎ ﺳﺮﻭﻛﺎﺭ ﺩﺍﺭﻧﺪ‪ .‬ﺍﻳﻦ ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎ ﺑﻪ ﻧﺤﻮﺓ ﺍﻧﺠﺎﻡ ﻛﺎﺭﻫﺎ ﻭ ﻧﻮﻉ ﻛﺎﺭﻫﺎﻳﻲ ﻛﻪ ﺑﺎﻳﺪ‬
‫ﺍﻧﺠﺎﻡ ﺑﺸﻮﻧﺪ ﻣﻲﭘﺮﺩﺍﺯﻧﺪ ﻭ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ‪:‬‬
‫ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﺍﻓﺰﺍﻳﺶ ﺍﺛﺮﺑﺨﺸﻲ ﺳﺎﺯﻣﺎﻧﻲ‬ ‫‪-‬‬
‫ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﺗﻮﺳﻌﻪ ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﺳﺎﺯﻣﺎﻧﻲ‬ ‫‪-‬‬
‫ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﺗﺤﻮﻝ ﺳﺎﺯﻣﺎﻧﻲ‬ ‫‪-‬‬

‫ﻧﻘﺶ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺩﺭ ﺗﺤﻮﻝ ﺳﺎﺯﻣﺎﻧﻲ‬

‫ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻣﻲﺗﻮﺍﻧﺪ ﻭ ﺑﺎﻳﺪ ﻧﻘﺶ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻭ ﻛﻠﻴﺪﻱ ﺩﺭ ﻃﺮﺍﺣﻲ ﻭ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﺗﺤﻮﻝ ﻭ ﺍﻧﺘﻘـﺎﻝ‬
‫ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﻔﺎ ﻛﻨﺪ‪ .‬ﺑﺨﺶ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻣﻲﺗﻮﺍﻧﺪ ﺑﻪ ﺗﺠﺰﻳﻪ ﻭ ﺗﺤﻠﻴﻞ‪ ،‬ﺷﻨﺎﺳﺎﻳﻲ ﻣﺴﺎﺋﻞ ﻣﺮﺑﻮﻁ ﺑـﻪ ﻛﺎﺭﻛﻨـﺎﻥ‬
‫ﻛﻤﻚ ﻛﻨﺪ ﻭ ﺁﻥ ﺩﺳﺘﻪ ﺍﺯ ﻣﺴﺎﺋﻞ ﻣﺮﺑﻮﻁ ﺑﻪ ﻛﺎﺭﻛﻨﺎﻥ ﺭﺍ ﻛﻪ ﻧﻘﺸﻲ ﻗﺎﺑﻞ ﺗﻮﺟﻪ ﺩﺭ ﻣﻮﻓﻘﻴﺖ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺩﺍﺭﻧﺪ‬
‫ﻣﺸﺨﺺ ﻭ ﺑﺮﺟﺴﺘﻪ ﺳﺎﺯﺩ‪ .‬ﺑﺨﺶ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻣﻲﺗﻮﺍﻧﺪ ﺩﺭ ﺧﺼﻮﺹ ﻣﺴﺎﺋﻠﻲ ﭼﻮﻥ ﺟﺬﺏ ﻧﻴﺮﻭ ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ‬
‫ﻭ ﺍﺟﺮﺍﻱ ﺁﻣﻮﺯﺵﻫﺎﻱ ﺍﺳﺎﺳﻲ‪ ،‬ﭘﺎﺩﺍﺵ ﺍﺭﺗﺒﺎﻃﺎﺕ ﻭ ﺟﻠﺐ ﺗﻌﻬﺪ ﻛﺎﺭﻛﻨﺎﻥ‪ ،‬ﺗﻮﺻﻴﻪﻫﺎﻱ ﻣﻨﺎﺳﺐ ﺍﺭﺍﺋﻪ ﺩﻫﺪ‪.‬‬
‫ﺑﺨﺶ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻣﻲﺗﻮﺍﻧﺪ ﻣﺸﻜﻼﺕ ﻛﺎﺭﻛﻨﺎﻥ ﺭﺍ ﭘﻴﺶﺑﻴﻨﻲ ﻛﻨﺪ ﻭ ﻗﺒﻞ ﺍﺯ ﺍﻳﻨﻜﻪ ﺟﺪﻱ ﺑﺸﻮﻧﺪ ﺑـﻪ ﺁﻧﻬـﺎ‬
‫ﺑﭙﺮﺩﺍﺯﺩ‪ .‬ﺍﮔﺮ ﺩﺭ ﺑﺮﻧﺎﻣﻪ ﻣﺬﻛﻮﺭ‪ ،‬ﻃﺮﺍﺣﻲ ﻣﺠﺪﺩ ﺳﺎﺧﺘﺎﺭ ﻭ ﻛﻮﭼﻚﺳﺎﺯﻱ ﻧﻴﺰ ﭘﻴﺶﺑﻴﻨﻲ ﺷﺪﻩ ﺍﺳـﺖ‪ ،‬ﺑﺨـﺶ‬
‫ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻣﻲﺗﻮﺍﻧﺪ ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﺩﺭ ﺧﺼﻮﺹ ﻧﺤﻮﺓ ﺍﻧﺠﺎﻡ ﺻﺤﻴﺢ ﻭ ﺍﻧﺴﺎﻧﻲ ﺍﻳﻦ ﻛﺎﺭﻫﺎ‪ ،‬ﺑﺎ ﺣﺪﺍﻗﻞ ﺁﺳﻴﺐ ﺑـﻪ‬
‫ﺧﺎﻧﻮﺍﺩﻩﻫﺎ ﻭ ﺯﻧﺪﮔﻲ ﻛﺎﺭﻛﻨﺎﻥ ﻣﺘﺄﺛﺮ ﺍﺯ ﺍﻳﻦ ﺍﻗﺪﺍﻣﺎﺕ‪ ،‬ﺭﺍﻫﻨﻤﺎﻳﻲ ﻛﻨﺪ‪.‬‬
‫ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ‪26 /‬‬

‫ﺑﺨﺶ ‪١٠‬‬
‫ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﻓﺮﻫﻨﮓ‬
‫ﺍﺳﺘﺮﺍﺗﮋﻱ ﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﻓﺮﻫﻨﮓ ﭼﻴﺴﺖ؟ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﻓﺮﻫﻨﮓ ﺑﻪ ﻣﻨﻈﻮﺭ ﺩﺳﺖﻳﺎﺑﻲ ﻭ ﺗﺤﻘﻖ‬
‫ﺍﻫﺪﺍﻑ ﺑﻠﻨﺪﻣﺪﺕ ﺑﺮﺍﻱ ﻳﻜﻲ ﺍﺯ ﺩﻭ ﻣﻨﻈﻮﺭ ﺯﻳﺮ ﻃﺮﺍﺣﻲ ﻣﻲﺷﻮﻧﺪ‪:‬‬
‫ﺗﻐﻴﻴﺮ ﻓﺮﻫﻨﮓ ﺑﻪ ﺭﻭﺵﻫﺎﻱ ﺧﺎﺹ‬ ‫‪-١‬‬
‫ﺗﻘﻮﻳﺖ ﻓﺮﻫﻨﮓ ﻣﻮﺟﻮﺩ ﺳﺎﺯﻣﺎﻥ‪ ،‬ﻳﻌﻨﻲ ﺍﺭﺯﺵﻫﺎ ﻭ “ﺭﺍﻩﻫﺎﻱ ﺍﻧﺠﺎﻡ ﻛﺎﺭﻫﺎ”‬ ‫‪-٢‬‬

‫ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﺗﻐﻴﻴﺮ ﻓﺮﻫﻨﮓ ﺑﺮﺍﻱ ﺗﻐﻴﻴﺮ ﻭﺿﻌﻴﺖ ﻓﺮﻫﻨﮕﻲ ﻣﻮﺟﻮﺩ ﺳـﺎﺯﻣﺎﻥ ﻭ ﺗﺒـﺪﻳﻞ ﺁﻥ ﺑـﻪ ﻭﺿـﻌﻴﺖ‬
‫ﻓﺮﻫﻨﮕﻲ ﻣﻄﻠﻮﺏ ﻃﺮﺍﺣﻲ ﻭ ﺍﺟﺮﺍ ﻣﻲﺷﻮﻧﺪ‪ .‬ﺍﻳﻦ ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎ ﺑﺮﭘﺎﻳﺔ ﺗﺠﺰﻳﻪ ﻭ ﺗﺤﻠﻴﻞ ﻓﺮﻫﻨﮓ ﻣﻮﺟﻮﺩ‪ ،‬ﻭ ﻧﻘﺶ‬
‫ﻭ ﺗﺄﺛﻴﺮ ﺁﻥ ﺩﺭ ﻣﻮﻓﻘﻴﺖ ﺳﺎﺯﻣﺎﻥ ﺩﺭ ﺣﺼﻮﻝ ﺑﻪ ﺍﻫﺪﺍﻑ ﺧﻮﺩ‪ ،‬ﻣﺒﺘﻨﻲ ﻭ ﺍﺳﺘﻮﺍﺭ ﻣﻲﺑﺎﺷﻨﺪ‪ .‬ﻟﺬﺍ ﺑﺎﻳﺪ ﺣﻮﺯﻩﻫـﺎﻳﻲ‬
‫ﺭﺍ ﻛﻪ ﺍﻋﻤﺎﻝ ﺗﻐﻴﻴﺮ ﺩﺭ ﺁﻧﻬﺎ ﻣﻄﻠﻮﺏ ﺑﻪ ﻧﻈﺮ ﻣﻲﺳﺪ ﻣﺸﺨﺺ ﺳﺎﺧﺖ‪ ،‬ﺳﭙﺲ ﺑﺎﻳـﺪ ﺁﻥ ﺗﻐﻴﻴـﺮﺍﺕ ﻣـﺸﺨﺺ ﻭ‬
‫ﺗﻌﻴﻴﻦ ﺑﺸﻮﻧﺪ ﻭ ﻃﺮﺡﻫﺎﻳﻲ ﺟﻬﺖ ﺍﺟﺮﺍﻱ ﺁﻧﻬﺎ ﺗﻬﻴﻪ ﮔﺮﺩﺩ‪.‬‬
‫ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﺗﻘﻮﻳﺖ ﻓﺮﻫﻨﮓ ﻧﻴﺰ ﺑﺮﭘﺎﻳﺔ ﺗﺠﺰﻳﻪ ﻭ ﺗﺤﻠﻴﻞ ﻓﺮﻫﻨﮓ ﻣﻮﺟـﻮﺩ ﻭ ﻧﻘـﺶ ﺁﻥ ﺩﺭ ﺣـﺼﻮﻝ ﺑـﻪ‬
‫ﺍﻫﺪﺍﻑ ﺍﺳﺘﻮﺍﺭ ﺑﺎﺷﺪ‪ .‬ﺗﺎ ﻭﻗﺘﻲ ﻛﻪ ﻓﺮﻫﻨﮓ ﻣﻮﺟﻮﺩ ﻣﻨﺎﺳـﺐ ﺑـﻪ ﻧﻈـﺮ ﻣـﻲﺭﺳـﺪ‪ ،‬ﺑﺎﻳـﺪ ﺗـﻼﺵ ﻛـﺮﺩ ﻛـﻪ‬
‫ﻭﻳﮋﮔﻲﻫﺎﻱ ﻣﻄﻠﻮﺏ ﺁﻥ ﻓﺮﻫﻨﮓ ﺣﻔﻆ ﺑﺸﻮﺩ‪.‬‬
‫ﺗﺠﺰﻳﻪ ﻭ ﺗﺤﻠﻴﻞ ﻓﺮﻫﻨﮓ ﺳﺎﺯﻣﺎﻧﻲ‬
‫ﻫﺮﻳﺴﻮﻥ )‪ (١٩٧٢‬ﺁﻧﭽﻪ ﺭﺍﻛﻪ ﺍﻭ “ ﺍﻳﺪﺋﻮﻟﻮﮊﻱﻫﺎﻱ ﺳﺎﺯﻣﺎﻧﻲ” ﻣﻲﻧﺎﻣﺪ ﺑﻪ ﭼﻬـﺎﺭ ﺩﺳـﺘﻪ ﻃﺒﻘـﻪﺑﻨـﺪﻱ ﻛـﺮﺩﻩ‬
‫ﺍﺳﺖ‪:‬‬
‫ﻓﺮﻫﻨﮓ ﻗﺪﺭﺕﮔﺮﺍ‪ :‬ﺭﻗﺎﺑﺘﻲ‪ ،‬ﭘﺎﺳﺨﮕﻮ ﺑﻪ ﺷﺨﺺ ﻭ ﻧﻪ ﺑﻪ ﺗﺨﺼﺺ‪.‬‬ ‫‪-١‬‬
‫ﻓﺮﻫﻨﮓ ﻛﺎﺭﻣﻨﺪﮔﺮﺍ‪ :‬ﺍﺟﻤﺎﻋﻲ ﺍﺳﺖ‪ ،‬ﻛﻨﺘﺮﻝ ﻣﺪﻳﺮﻳﺖ ﺭﺩ ﻣﻲﺷﻮﺩ‪.‬‬ ‫‪-٢‬‬
‫ﻭﻇﻴﻔﻪﮔﺮﺍ‪ :‬ﺗﻤﺮﻛﺰ ﺭﻭﻱ ﻗﺎﻧﻮﻧﻲ ﺑﻮﺩﻥ‪ ،‬ﻣﺸﺮﻭﻋﻴﺖ ﻭ ﺑﻮﺭﻭﻛﺮﺍﺳﻲ‪.‬‬ ‫‪-٣‬‬

‫ﻫﻨﺪﻱ )‪ (١٩٨١‬ﻃﺒﻘﻪﺑﻨﺪﻱ ﻣﻮﺭﺩ ﻧﻈﺮ ﺧﻮﺩ ﺭﺍ ﺑﺮﭘﺎﻳﺔ ﻃﺒﻘﻪﺑﻨﺪﻱ ﻫﺮﻳﺴﻮﻥ ﺑﻨﺎ ﻧﻬﺎﺩﻩ ﺍﺳﺖ‪:‬‬
‫ﻓﺮﻫﻨﮓ ﻗﺪﺭﺕ‪ :‬ﻣﻨﺒﻊ ﻗﺪﺭﺕ ﻣﺮﻛﺰﻱ ﻭﺟﻮﺩ ﺩﺍﺭﺩ‪.‬‬ ‫‪-١‬‬
‫ﻓﺮﻫﻨﮓ ﻧﻘﺶ‪ :‬ﺍﻳﻦ ﭘﺴﺖﻫﺎ ﻫﺴﺘﻨﺪ ﻛﻪ ﻗﺪﺭﺕ ﺩﺍﺭﻧﺪ ﻧﻪ ﺍﻓﺮﺍﺩ‪.‬‬ ‫‪-٢‬‬
‫ﻓﺮﻫﻨﮓ ﻭﻇﻴﻔﻪ‪ :‬ﺟﺬﺏ ﻛﺎﺭﻛﻨﺎﻥ ﻣﻨﺎﺳﺐ‪.‬‬ ‫‪-٣‬‬
‫ﻓﺮﻫﻨﮓ ﻓﺮﺩ‪ :‬ﻓﺮﺩ ﻣﺤﻮﺭ ﺗﻮﺟﻪ ﺍﺳﺖ‪.‬‬ ‫‪-٤‬‬

‫ﺍﺭﺯﻳﺎﺑﻲ ﻓﺮﻫﻨﮓ ﺳﺎﺯﻣﺎﻧﻲ‬

‫ﺑﺮﺍﻱ ﺍﺭﺯﻳﺎﺑﻲ ﻓﺮﻫﻨﮓ ﺳﺎﺯﻣﺎﻧﻲ ﺍﺑﺰﺍﺭﻫﺎﻱ ﻣﺘﻌﺪﺩﻱ ﻭﺟﻮﺩ ﺩﺍﺭﺩ‪ .‬ﺍﺭﺯﻳﺎﺑﻲ ﻓﺮﻫﻨـﮓ ﺳـﺎﺯﻣﺎﻧﻲ ﻛـﺎﺭ ﺳـﺎﺩﻩﺍﻱ‬
‫ﻧﻴﺴﺖ ﺯﻳﺮﺍ ﻓﺮﻫﻨـﮓ ﻫـﻢ ﺑـﻪ ﺑﺎﻭﺭﻫـﺎﻱ ﺫﻫﻨـﻲ ﻭ ﻫـﻢ ﺑـﻪ ﻓﺮﺿـﻴﺎﺕ ﻛﻠـﻲ ﻣﺮﺑـﻮﻁ ﻣـﻲﺷـﻮﺩ‪ .‬ﻳﻜـﻲ ﺍﺯ‬
‫ﺷﻨﺎﺧﺘﻪﺷﺪﻩﺗﺮﻳﻦ ﺍﺑﺰﺍﺭﻫﺎﻱ ﺍﺭﺯﻳﺎﺑﻲ ﻓﺮﻫﻨﮓ‪ ،‬ﭘﺮﺳﺸﻨﺎﻣﺔ ﺍﻳﺪﺋﻮﻟﻮﮊﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﺳﺖ ﻛﻪ ﺑﺎ ﭼﻬﺎﺭ ﻫﺪﻓﻲ ﻛـﻪ‬
‫ﻗﺒﻼﹰ ﺑﻪ ﺁﻥ ﺍﺷﺎﺭﻩ ﻛﺮﺩﻳﻢ ﺳﺮﻭﻛﺎﺭ ﺩﺍﺭﺩ )ﻗﺪﺭﺕ‪ ،‬ﻧﻘﺶ‪ ،‬ﻭﻇﻴﻔﻪ‪ ،‬ﻓﺮﺩ( ﺍﻳﻦ ﭘﺮﺳﺸﻨﺎﻣﻪ ﺍﺯ ﻃﺮﻳﻖ ﺩﺭﺟﻪﺑﻨـﺪﻱ‬
‫ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ‪27 /‬‬

‫ﺍﻇﻬﺎﺭﺍﺕ ﺍﻳﺮﺍﺩ ﺷﺪﻩ ﺩﺭ ﺧﺼﻮﺹ ﺁﻥ ﭼﻴﺰﻱ ﻛﻪ ﺑﻪ ﻣﻮﻗﻌﻴـﺖ ﻭﺍﻗﻌـﻲ ﺳـﺎﺯﻣﺎﻥ ﻧﺰﺩﻳـﻚﺗـﺮ ﺍﺳـﺖ‪ ،‬ﺗﻜﻤﻴـﻞ‬
‫ﻣﻲﺷﻮﺩ‪ .‬ﺍﻳﻦ ﺍﻇﻬﺎﺭ ﻧﻈﺮﻫﺎ ﻋﺒﺎﺭﺕ ﻫﺴﺘﻨﺪ ﺍﺯ ‪:‬‬
‫ﻳﻚ ﺭﻳﻴﺲ ﺧﻮﺏ‪ ،‬ﻣﻘﺘﺪﺭ‪ ،‬ﻗﺎﻃﻊ ﻭ ﻣﺤﻜﻢ ﻭ ﺩﺭ ﻋﻴﻦ ﺣﺎﻝ ﻣﻨﺼﻒ ﺍﺳﺖ‪.‬‬ ‫•‬
‫ﻳﻚ ﻣﺮﺋﻮﺱ ﺧﻮﺏ‪ ،‬ﻣﻄﻴﻊ‪ ،‬ﻛﻮﺷﺎ ﻭ ﻭﻓﺎﺩﺍﺭ ﺍﺳﺖ‪.‬‬ ‫•‬
‫ﻛﺎﺭﻛﻨﺎﻧﻲ ﻛﻪ ﺩﺭ ﺳﺎﺯﻣﺎﻥ ﺧﻮﺏ ﻛﺎﺭ ﻣﻲﻛﻨﻨﺪ ﺟﺪﻱ‪ ،‬ﺭﻗﺎﺑﺖ ﻃﻠﺐ ﻭ ﻗﺪﺭﺕ ﻃﻠﺒﻨﺪ‪.‬‬ ‫•‬
‫ﻣﺒﻨﺎﻱ ﺗﻔﻮﻳﺾ ﻭﻇﺎﻳﻒ‪ ،‬ﻧﻴﺎﺯﻫﺎﻱ ﻓﺮﺩﻱ ﻭ ﻗﻀﺎﻭﺕ ﻭ ﻧﻘﻄﺔ ﻧﻈﺮﺍﺕ ﻣﺪﻳﺮﺍﻥ ﺍﺳﺖ‪.‬‬ ‫•‬
‫ﺍﻓﺮﺍﺩﻱ ﻛﻪ ﺁﮔﺎﻫﻲ ﻭ ﺗﺨﺼﺺ ﺑﻴﺸﺘﺮﻱ ﺩﺭ ﺧﺼﻮﺹ ﻣﺸﻜﻞ ﺩﺍﺭﻧﺪ ﺗﺼﻤﻴﻢﻫﺎ ﺭﺍ ﻣﻲﮔﻴﺮﻧﺪ‪.‬‬ ‫•‬

‫ﺍﺑﺰﺍﺭﻫﺎﻱ ﺗﻐﻴﻴﺮ‬
‫ﻋﻤﻠﻜﺮﺩ‪ ،‬ﻃﺮﺡﻫﺎﻱ ﭘﺮﺩﺍﺧﺖ ﺑﺮﺍﺳﺎﺱ ﻋﻤﻠﻜـﺮﺩ ﻳـﺎ ﺑﺮﺍﺳـﺎﺱ ﺷﺎﻳـﺴﺘﮕﻲ‪ ،‬ﻓﺮﺁﻳﻨـﺪﻫﺎﻱ ﻣـﺪﻳﺮﻳﺖ‬ ‫‪-‬‬
‫ﻋﻤﻠﻜﺮﺩ‪.‬‬
‫ﺗﻌﻬﺪ‪ ،‬ﺑﺮﻗﺮﺍﺭﻱ ﺍﺭﺗﺒﺎﻁ ﺑﺎ ﻛﺎﺭﻛﻨﺎﻥ‪ ،‬ﺑﺮﻧﺎﻣﻪﻫﺎﻱ ﺟﻠﺐ ﻣﺸﺎﺭﻛﺖ ﻭ ﻫﻤﻜﺎﺭﻱ ﻛﺎﺭﻛﻨﺎﻥ‪.‬‬ ‫‪-‬‬
‫ﻛﻴﻔﻴﺖ‪ ،‬ﺑﺮﻧﺎﻣﻪﻫﺎﻱ ﻛﻴﻔﻴﺖ ﺟﺎﻣﻊ‪.‬‬ ‫‪-‬‬
‫ﺧﺪﻣﺎﺕ ﻣﺸﺘﺮﻱ‪ ،‬ﺑﺮﻧﺎﻣﻪﻫﺎﻱ ﺗﻮﺟﻪ ﺑﻪ ﻣﺸﺘﺮﻱ‪.‬‬ ‫‪-‬‬
‫ﻛﺎﺭﮔﺮﻭﻫﻲ‪ ،‬ﺗﺸﻜﻴﻞ ﻭ ﺍﻳﺠﺎﺩ ﮔﺮﻭﻩ‪ ،‬ﻣﺪﻳﺮﻳﺖ ﻋﻤﻠﻜﺮﺩ ﮔﺮﻭﻩ‪ ،‬ﭘﺎﺩﺍﺵﻫﺎﻱ ﮔﺮﻭﻫﻲ‪.‬‬ ‫‪-‬‬
‫ﭘﻮﻳﺎﻳﻲ ﺳﺎﺯﻣﺎﻧﻲ‪ ،‬ﺍﻧﺠﺎﻡ ﺍﻗﺪﺍﻣﺎﺗﻲ ﺑﺮﺍﻱ ﺗﻘﻮﻳﺖ ﻭ ﺣﻤﺎﻳﺖ ﺍﺯ ﺳﺮﻣﺎﻳﺔ ﻣﻌﻨﻮﻱ‪.‬‬ ‫‪-‬‬
‫ﺍﺭﺯﺵﻫﺎ‪ ،‬ﺗﻔﻬﻴﻢ ﺍﺭﺯﺵﻫﺎ ﻭ ﻛﺴﺐ ﭘﺬﻳﺮﺵ ﻭ ﺗﻌﻬﺪ ﻛﺎﺭﻛﻨﺎﻥ ﺍﺯ ﻃﺮﻳﻖ ﻣﺸﺎﺭﻛﺖ ﺁﻧﻬﺎ‪.‬‬ ‫‪-‬‬

‫ﺑﺨﺶ ‪١١‬‬

‫ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﺗﻐﻴﻴﺮ‬

‫ﺗﻐﻴﻴﺮ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﺑﻪ ﺗﻐﻴﻴﺮ ﺷﻜﻞ ﺳﺎﺯﻣﺎﻥ ﻣﻲﭘﺮﺩﺍﺯﺩ‪ .‬ﺗﻐﻴﻴﺮ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﺑﻪ ﻣﺴﺎﺋﻞ ﺑﻠﻨﺪﻣﺪﺕ ﻛﻠـﻲ ﻭ ﻛـﻼﻥ‬
‫ﺳﺎﺯﻣﺎﻥ ﺑﺮﻣﻲﮔﺮﺩﺩ‪ .‬ﺗﻐﻴﻴﺮ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﺩﺭﺑﺎﺭﺓ ﺣﺮﻛﺖ ﺍﺯ ﻭﺿﻌﻴﺖ ﻓﻌﻠﻲ ﺑـﻪ ﻭﺿـﻌﻴﺖ ﺁﺗـﻲ ﺍﺳـﺖ‪ .‬ﺗﻐﻴﻴـﺮ‬
‫ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻫﺪﻑ ﻭ ﻣﺄﻣﻮﺭﻳﺖ ﺳﺎﺯﻣﺎﻥ‪ ،‬ﻓﻠﺴﻔﻪ ﻛﻼﻥ ﺁﻥ ﺩﺭ ﺧﺼﻮﺹ ﻣـﺴﺎﺋﻠﻲ ﻫﻤﭽـﻮﻥ ﺭﺷـﺪ‪ ،‬ﻛﻴﻔﻴـﺖ‪،‬‬
‫ﺧﻼﻗﻴﺖ ﻭ ﺍﺭﺯﺵﻫﺎﻱ ﻣﺮﺑﻮﻁ ﺑﻪ ﻛﺎﺭﻛﻨﺎﻥ‪ ،‬ﻧﻴﺎﺯﻫﺎﻱ ﺗﺄﻣﻴﻦ ﺷﺪﺓ ﻣﺸﺘﺮﻳﺎﻥ ﻭ ﺗﻜﻨﻮﻟﻮﮊﻱﻫﺎﻱ ﺑـﻪ ﻛـﺎﺭ ﮔﺮﻓﺘـﻪ‬
‫ﺷﺪﻩ ﺭﺍ ﺩﺭ ﺑﺮﻣﻲﮔﻴﺮﺩ‪.‬‬

‫ﻓﺮﺁﻳﻨﺪ ﺗﻐﻴﻴﺮ‬
‫ﻓﺮﺁﻳﻨﺪ ﺗﻐﻴﻴﺮ ﺑﺎ ﺁﮔﺎﻫﻲ ﺍﺯ ﻧﻴﺎﺯ ﻭ ﺿﺮﻭﺭﺕ ﺗﻐﻴﻴﺮ ﺁﻏﺎﺯ ﻣﻲﺷﻮﺩ‪ .‬ﺗﺠﺰﻳﻪ ﻭ ﺗﺤﻠﻴﻞ ﺍﻳﻦ ﻣﻮﻗﻌﻴﺖ ﻭ ﻋـﻮﺍﻣﻠﻲ ﻛـﻪ‬
‫ﺁﻥ ﺭﺍ ﺍﻳﺠﺎﺩ ﻛﺮﺩﻩﺍﻧﺪ‪ ،‬ﻣﺸﺨﺼﺎﺕ ﺑﺎﺭﺯ ﺁﻧﻬﺎ ﺭﺍ ﺁﺷﻜﺎﺭ ﻣﻲﺳﺎﺯﺩ ﻭ ﺟﻬﺘﻲ ﺭﺍ ﻛﻪ ﺍﻗﺪﺍﻣﺎﺕ ﺑﺎﻳﺪ ﺩﺭ ﺭﺍﺳـﺘﺎﻱ ﺁﻥ‬
‫ﺍﻧﺠﺎﻡ ﺑﺸﻮﻧﺪ ﻧﺸﺎﻥ ﻣﻲﺩﻫﺪ ﻭ ﺑﻪ ﻋﺒﺎﺭﺕ ﺑﻬﺘﺮ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺗﻐﻴﻴﺮ ﺭﺍ ﻣﺸﺨﺺ ﻣﻲﺳﺎﺯﺩ‪.‬‬
‫ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ‪28 /‬‬

‫ﻣﺪﻳﺮﻳﺖ ﺗﻐﻴﻴﺮ ﺩﺭ ﺍﻳﻦ ﻣﺮﺣﻠﺔ ﺍﻧﺘﻘﺎﻝ‪ ،‬ﻣﺮﺣﻠﻪﺍﻱ ﺍﺳﺎﺳﻲ ﺩﺭ ﻓﺮﺁﻳﻨﺪ ﺗﻐﻴﻴـﺮ ﺑـﻪ ﺷـﻤﺎﺭ ﻣـﻲﺭﻭﺩ‪ .‬ﻫﻤـﻴﻦ‬
‫ﺟﺎﺳﺖ ﻛﻪ ﻣﺸﻜﻼﺕ ﻣﺮﺑﻮﻁ ﺑﻪ ﻣﻌﺮﻓﻲ ﺗﻐﻴﻴﺮ ﺑﺮﻭﺯ ﻣﻲﻛﻨﺪ ﻭ ﺑﺎﻳﺪ ﺁﻧﻬﺎ ﺭﺍ ﻣـﺪﻳﺮﻳﺖ ﻛـﺮﺩ‪ .‬ﺍﻳـﻦ ﻣـﺸﻜﻼﺕ‬
‫ﻣﻲﺗﻮﺍﻧﻨﺪ ﺍﻳﻦ ﻣﻮﺍﺭﺩ ﺑﺎﺷﻨﺪ‪:‬‬
‫ﻣﻘﺎﻭﻣﺖ ﺩﺭ ﺑﺮﺍﺑﺮ ﺗﻐﻴﻴﺮ‪ ،‬ﺛﺒﺎﺕ ﻛﻢ‪ ،‬ﺳﻄﺢ ﺑﺎﻻﻳﻲ ﺍﺯ ﺑﺤﺮﺍﻥ ﻭ ﻧﮕﺮﺍﻧﻲ ﻣﻴـﺎﻥ ﺍﻋـﻀﺎﻱ ﺳـﺎﺯﻣﺎﻥ‪ ،‬ﺗﻌـﺎﺭﺽ ﻭ‬
‫ﻓﻘﺪﺍﻥ ﺍﻧﮕﻴﺰﻩ ﻭ ﺗﺤﺮﻙ ﻻﺯﻡ‪ .‬ﺑﻨﺎﺑﺮﺍﻳﻦ ﺑﺮﺍﻱ ﻣﻘﺎﺑﻠﻪ ﺑﺎ ﻭﺍﻛﻨﺶﻫﺎﻱ ﻣﻨﻔﻲ ﻭ ﻣﻘﺎﻭﻣﺖ ﺩﺭ ﻣﻘﺎﺑﻞ ﺗﻐﻴﻴﺮ‪ ،‬ﻫﻨﮕـﺎﻡ‬
‫ﻃﺮﺍﺣﻲ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺗﻐﻴﻴﺮ ﺑﺎﻳﺪ ﻫﺮ ﻛﺎﺭﻱ ﻛﻪ ﻣﻲﺗﻮﺍﻥ ﺍﻧﺠﺎﻡ ﺩﺍﺩ‪.‬‬

‫ﻣﻘﺎﻭﻣﺖ ﺩﺭ ﻣﻘﺎﺑﻞ ﺗﻐﻴﻴﺮ‬

‫ﭼﺮﺍ ﻛﺎﺭﻛﻨﺎﻥ ﺩﺭ ﻣﻘﺎﺑﻞ ﺗﻐﻴﻴﺮ ﻣﻘﺎﻭﻣﺖ ﻣﻲﻛﻨﺪ‪ .‬ﺩﻻﻳﻞ ﺍﺻﻠﻲ ﻣﻘﺎﻭﻣﺖ ﻛﺎﺭﻛﻨﺎﻥ ﺩﺭ ﻣﻘﺎﺑﻞ ﺗﻐﻴﻴﺮ‪:‬‬
‫ﺷﻮﻙ ﻧﺎﺷﻲ ﺍﺯ ﭼﻴﺰﻫﺎﻱ ﻧﻮ ﻭ ﺗﺎﺯﻩ‪.‬‬ ‫•‬
‫ﺗﺮﺱﻫﺎﻱ ﺍﻗﺘﺼﺎﺩﻱ‪ ،‬ﺍﺯ ﺩﺳﺖ ﺩﺍﺩﻥ ﺩﺭﺁﻣﺪ‪ ،‬ﺗﻬﺪﻳﺪﻱ ﺑﺮﺍﻱ ﺍﻣﻨﻴﺖ ﺷﻐﻠﻲ‪.‬‬ ‫•‬
‫ﺩﺷﻮﺍﺭﻱ‪ ،‬ﺗﻐﻴﻴﺮ ﻣﻤﻜﻦ ﺍﺳﺖ ﺯﻧﺪﮔﻲ ﺭﺍ ﺩﺷﻮﺍﺭﺗﺮ ﻛﻨﺪ‪.‬‬ ‫•‬
‫ﻋﺪﻡ ﺍﻃﻤﻴﻨﺎﻥ‪ ،‬ﺗﻐﻴﻴﺮ ﻣﻲﺗﻮﺍﻧﺪ ﻧﮕﺮﺍﻥ ﻛﻨﻨﺪﻩ ﺑﺎﺷﺪ‪.‬‬ ‫•‬
‫ﺗﺮﺱﻫﺎﻱ ﻧﻤﺎﺩﻳﻦ‪ ،‬ﺗﻐﻴﻴﺮﺍﺕ ﻛﻮﭼﻚ ﻣﻤﻜﻦ ﺍﺳﺖ ﺍﺯ ﻧﻈﺮ ﻛﺎﺭﻛﻨﺎﻥ ﺑﺰﺭﮒ ﺑﺎﺷﻨﺪ‪.‬‬ ‫•‬
‫ﺗﻬﺪﻳﺪﻱ ﺑﺮﺍﻱ ﺭﻭﺍﺑﻂ ﻣﻴﺎﻥ ﻓﺮﺩﻱ‪.‬‬ ‫•‬
‫ﺗﻬﺪﻳﺪ ﺑﺮﺍﻱ ﻭﺿﻌﻴﺖ ﻳﺎ ﻣﻬﺎﺭﺕ‪.‬‬ ‫•‬
‫ﺗﺮﺱﻫﺎﻱ ﺷﺎﻳﺴﺘﮕﻲ‪.‬‬ ‫•‬

‫ﻏﻠﺒﻪ ﺑﺮﻣﻘﺎﻭﻣﺖ ﺩﺭ ﻣﻘﺎﺑﻞ ﺗﻐﻴﻴﺮ‬

‫ﺍﻭﻟﻴﻦ ﻗﺪﻡ ﺑﺮﺍﻱ ﻏﻠﺒﻪ ﺑﺮﻣﻘﺎﻭﻣﺖ ﻛﺎﺭﻛﻨﺎﻥ ﺩﺭﺑﺮﺍﺑﺮ ﺗﻐﻴﻴﺮ‪ ،‬ﺗﺠﺰﻳـﻪ ﻭ ﺗﺤﻠﻴـﻞ ﺍﺛـﺮ ﺑـﺎﻟﻘﻮﺓ ﺗﻐﻴﻴﺮﺍﺳـﺖ‪ .‬ﺑﺎﻳـﺪ‬
‫ﺑﺮﺭﺳﻲ ﺷﻮﺩ ﻛﻪ ﺗﻐﻴﻴﺮ ﭼﮕﻮﻧﻪ ﺑﺮﺷﻐﻞ ﺁﻧﻬﺎ ﺗﺄﺛﻴﺮ ﻣﻲﮔﺬﺍﺭﺩ‪ .‬ﺍﻳﻦ ﺗﺠﺰﻳﻪ ﻭ ﺗﺤﻠﻴﻞ ﺑﺎﻳﺪ ﻧﺸﺎﻥ ﺑﺪﻫـﺪ ﻛـﻪ ﭼـﻪ‬
‫ﻭﺟﻮﻩ ﻭ ﺟﻨﺒﻪﻫﺎﻳﻲ ﺍﺯ ﺗﻐﻴﻴﺮ ﭘﻴﺸﻨﻬﺎﺩﻱ ﻣﻮﺭﺩ ﺣﻤﺎﻳﺖ ﻋﻤﻮﻣﻲ ﻛﺎﺭﻛﻨﺎﻥ ﻳﺎ ﮔﺮﻭﻩ ﺧﺎﺻﻲ ﺍﺯ ﺁﻧﻬﺎ ﻗﺮﺍﺭ ﻣﻲﮔﻴﺮﺩ ﻭ‬
‫ﺩﺭ ﺑﺮﺍﺑﺮ ﻛﺪﺍﻡ ﺟﻨﺒﻪﻫﺎ ﻣﻘﺎﻭﻣﺖ ﺧﻮﺍﻫﺪ ﺷﺪ‪.‬‬
‫ﻣﺸﺎﺭﻛﺖ ﻛﺎﺭﻛﻨﺎﻥ ﺩﺭ ﻓﺮﺁﻳﻨﺪ ﺗﻐﻴﻴﺮ‪ ،‬ﺍﻳﻦ ﺷﺎﻧﺲ ﺭﺍ ﺑﻪ ﺁﻧﻬﺎ ﻣﻲﺩﻫﺪ ﻛﻪ ﻧﮕﺮﺍﻧﻲﻫﺎﻱ ﺧﻮﺩ ﺭﺍ ﺍﺑﺮﺍﺯ ﻛﻨﻨﺪ ﻭ‬
‫ﺩﺭﺑﺎﺭﺓ ﺷﻜﻞ ﺗﻐﻴﻴﺮ ﻭ ﻧﺤﻮﺓ ﻣﻌﺮﻓﻲ ﻭ ﺍﺟﺮﺍﻱ ﺁﻥ ﭘﻴﺸﻨﻬﺎﺩ ﺑﺪﻫﻨﺪ ﻭ ﻧﻈﺮ ﺧﻮﺩ ﺭﺍ ﺍﻋﻼﻡ ﻛﻨﻨﺪ‪ .‬ﻫﺪﻑ ﺍﺯ ﺍﻳﻦ ﻛﺎﺭ‬
‫ﺍﻳﺠﺎﺩ ﺣﺲ “ﻣﺎﻟﻜﻴﺖ” ﺩﺭ ﺁﻧﻬﺎﺳﺖ‪ .‬ﻳﻌﻨﻲ ﺍﺣـﺴﺎﺱ ﻛﻨﻨـﺪ ﻛـﻪ ﺗﻐﻴﻴـﺮ ﭼﻴـﺰ ﺧـﻮﺑﻲ ﺍﺳـﺖ ﻭ ﭼـﻮﻥ ﺧـﻮﺩ ﺩﺭ‬
‫ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﻭ ﻣﻌﺮﻓﻲ ﻭ ﺍﺟﺮﺍﻱ ﺁﻥ ﻣﺸﺎﺭﻛﺖ ﺩﺍﺷﺘﻪ ﺍﻧﺪ ﭘﺲ ﻣﻲﺗﻮﺍﻥ ﺁﻥ ﺭﺍ ﭘﺬﻳﺮﻓﺖ‪ .‬ﺑﻪ ﺍﻳﻦ ﺗﺮﺗﻴﺐ ﺗﻐﻴﻴﺮ‬
‫ﻣﻮﺭﺩ ﻧﻈﺮ ﻣﺪﻳﺮﺍﻥ‪ ،‬ﺗﻐﻴﻴﺮ ﻣﻮﺭﺩ ﻧﻈﺮ ﺧﻮﺩ ﻛﺎﺭﻛﻨﺎﻥ ﻣﻲﺷﻮﺩ‪ .‬ﻛﺎﺭﻛﻨﺎﻥ ﺁﻧﭽﻪ ﺭﺍ ﻛﻪ ﺧﻮﺩ ﺩﺭ ﺍﻳﺠـﺎﺩﺵ ﺳـﻬﻴﻢ‬
‫ﺑﻮﺩﻩﺍﻧﺪ ﻣﻲﭘﺬﻳﺮﻧﺪ‪.‬‬
‫ﺑﺎﻳﺪ ﻃﻮﺭﻱ ﺗﻐﻴﻴﺮﺍﺕ ﭘﻴﺸﻨﻬﺎﺩﻱ ﺑﻪ ﺍﻃﻼﻉ ﻛﺎﺭﻛﻨﺎﻥ ﺑﺮﺳﺪ ﻭ ﺑﻪ ﻧﺤﻮﻱ ﺑﻴﺎﻥ ﺷﻮﺩ ﻛﻪ ﺗـﺮﺱﻫـﺎﻱ ﺑﻴﻬـﻮﺩﻩ‬
‫ﺁﻧﻬﺎ ﺭﺍ ﺯﺍﻳﻞ ﻛﻨﺪ‪ .‬ﺑﺎﻳﺪ ﺍﺯ ﺗﻤﺎﻡ ﺍﺑﺰﺍﺭﻫﺎ ﻭ ﻛﺎﻧﺎﻝﻫﺎﻱ ﺍﺭﺗﺒﺎﻃﻲ ﻣﺜﻞ ﺍﻃﻼﻋﻴﻪﻫﺎ‪ ،‬ﺧﺒﺮﻧﺎﻣﻪﻫﺎ ﻭ ﺍﻳﻨﺘﺮﻧﺖ ﺍﺳـﺘﻔﺎﺩﻩ‬
‫ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ‪29 /‬‬

‫ﻛﺮﺩ‪ .‬ﺍﻣﺎ ﺑﻬﺘﺮﻳﻦ ﺭﻭﺵ‪ ،‬ﺍﺭﺗﺒﺎﻁ ﻣﺴﺘﻘﻴﻢ ﻭ ﺭﻭﺩﺭﺭﻭﻱ ﻣﺪﻳﺮﺍﻥ ﺑﺎ ﻛﺎﺭﻛﻨﺎﻥ ﻳـﺎ ﺍﺯ ﻃﺮﻳـﻖ ﻳـﻚ ﺳﻴـﺴﺘﻢ ﺗﻴﻤـﻲ‬
‫ﮔﺰﺍﺭﺵ ﺭﺳﺎﻧﻲ ﺍﺳﺖ‪.‬‬

‫ﺑﺨﺶ ‪١٢‬‬
‫ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﺗﻮﺳﻌﺔ ﺭﻭﺍﺑﻂ ﻛﺎﺭﻱ‬
‫ﺭﻭﺍﺑﻂ ﻛﺎﺭﻱ ﺑﻴﻦ ﻣﺪﻳﺮﺍﻥ ﻭ ﻛﺎﺭﻛﻨﺎﻥ ﻋﺎﻣﻠﻲ ﺍﺳﺖ ﻛﻪ ﻣﻲﺗﻮﺍﻧﺪ ﺍﺛﺮﻱ ﺑﺴﺰﺍ ﺭﻭﻱ ﻣﻴـﺰﺍﻥ ﺍﻓـﺰﺍﻳﺶ ﺍﺛﺮﺑﺨـﺸﻲ‬
‫ﺳﺎﺯﻣﺎﻥ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ‪ .‬ﺍﮔﺮ ﭼﻪ ﺭﻭﺍﺑﻂ ﺑﻴﻦ ﻛﺎﺭﻓﺮﻣﺎﻳﺎﻥ ﻭ ﻛﺎﺭﻛﻨﺎﻥ ﻫﺮ ﺭﻭﺯ ﺗﻮﺳﻌﻪ ﻭ ﺗﺤـﻮﻝ ﻣـﻲﻳﺎﺑـﺪ‪ ،‬ﻣـﻮﺭﺩ‬
‫ﻣﺬﺍﻛﺮﻩ ﻗﺮﺍﺭ ﻣﻲﮔﻴﺮﺩ ﻭ ﺗﻐﻴﻴﺮ ﻣﻲﻛﻨﺪ‪ ،‬ﺍﻣﺎ ﺍﺗﺨﺎﺫ ﺩﻳﺪﮔﺎﻫﻲ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﺩﺭﺑﺎﺭﺓ ﻧﺤﻮﺓ ﺍﻳﺠﺎﺩ ﺭﻭﺍﺑﻄﻲ ﻣﺜﺒﺖ ﻭ‬
‫ﭘﺎﻳﺪﺍﺭ ﺿﺮﻭﺭﻱ‪ ،‬ﺍﺳﺖ‪ .‬ﺩﺭ ﺍﻳﻦ ﺑﺨﺶ ﻣﻄﺎﻟﺐ ﺯﻳﺮ ﺑﺮﺭﺳﻲ ﻣﻲﺷﻮﺩ‪:‬‬
‫ﺭﻭﺍﺑﻂ ﻛﺎﺭﻱ‬ ‫‪-‬‬
‫ﻭﻳﮋﮔﻲﻫﺎﻱ ﻳﻚ ﻗﺮﺍﺭﺩﺍﺩ ﺭﻭﺍﻥﺷﻨﺎﺧﺘﻲ‬ ‫‪-‬‬
‫ﺭﻭﺵﻫﺎﻱ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﺧﻠﻖ ﻭ ﺣﻔﻆ ﻳﻚ ﺗﻮﺍﻓﻖ ﻳﺎ ﻗﺮﺍﺭﺩﺍﺩ ﺭﻭﺍﻥﺷﻨﺎﺧﺘﻲ‬ ‫‪-‬‬

‫ﺭﻭﺍﺑﻂ ﻛﺎﺭﻱ‬
‫ﻭﺍﮊﺓ ﺭﻭﺍﺑﻂ ﻛﺎﺭﻱ ﺭﻭﺍﺑﻄﻲ ﺭﺍ ﺗﻮﺻﻴﻒ ﻣﻲﻛﻨﺪ ﻛﻪ ﺑﻴﻦ ﻛﺎﺭﻛﻨﺎﻥ ﻭ ﻛﺎﺭﻓﺮﻣﺎﻳﺎﻥ ﺩﺭ ﻣﺤﻴﻂ ﻛﺎﺭ ﻭﺟﻮﺩ ﺩﺍﺭﺩ‪ .‬ﺍﻳـﻦ‬
‫ﺭﻭﺍﺑﻂ ﻣﻤﻜﻦ ﺍﺳﺖ ﺭﺳﻤﻲ ﺑﺎﺷﺪ‪ ،‬ﻣﺜﻞ ﻗﺮﺍﺭﺩﺍﺩﻫﺎﻱ ﻛﺎﺭﻱ‪ .‬ﺗﻮﺍﻓﻖ ﻫﺎﻱ ﺭﻭﻳﻪﺍﻱ‪ ،‬ﻳﺎ ﻣﻤﻜﻦ ﺍﺳـﺖ ﻏﻴﺮﺭﺳـﻤﻲ‬
‫ﺑﺎﺷﺪ ﺑﻪ ﺷﻜﻞ ﻗﺮﺍﺭﺩﺍﺩﻫﺎﻱ ﺭﻭﺍﻥﺷﻨﺎﺧﺘﻲ ﻛﻪ ﻓﺮﺿﻴﺎﺕ ﻭ ﺍﻧﺘﻈﺎﺭﺍﺕ ﺧﺎﺻﻲ ﺭﺍ ﺑﻴﺎﻥ ﻣﻲﻛﻨـﺪ ﻛـﻪ ﻣـﺪﻳﺮﺍﻥ ﻭ‬
‫ﻛﺎﺭﻛﻨﺎﻥ ﺩﺍﺭﻧﺪ ﻭ ﻣﻲﺧﻮﺍﻫﻨﺪ ﺍﺑﺮﺍﺯ ﻛﻨﻨﺪ‪ .‬ﻣﻤﻜﻦ ﺍﺳﺖ ﺑﻌﺪﻱ ﻓﺮﺩﻱ ﺩﺍﺷـﺘﻪ ﺑﺎﺷـﻨﺪ ﻛـﻪ ﺑـﻪ ﻗﺮﺍﺭﺩﺍﺩﻫـﺎ ﻭ‬
‫ﺍﻧﺘﻈﺎﺭﺍﺕ ﻓﺮﺩﻱ ﺑﺮﻣﻲﮔﺮﺩﺩ ﻭ ﻳﺎ ﺑﻌﺪﻱ ﮔﺮﻭﻫﻲ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻨﺪ ﻛﻪ ﺑﻪ ﺭﻭﺍﺑﻂ ﺑﻴﻦ ﻣﺪﻳﺮﻳﺖ ﻭ ﺍﺗﺤﺎﺩﻳـﻪﻫـﺎﻱ‬
‫ﺗﺠﺎﺭﻱ‪ ،‬ﺍﺗﺤﺎﺩﻳﻪﻫﺎﻱ ﻛﺎﺭﻛﻨﺎﻥ ﻳﺎ ﺍﻋﻀﺎﻱ ﻣﺠﻤﻮﻋﻪﻫﺎﻱ ﻣﺸﻮﺭﺗﻲ ﻣﺸﺘﺮﻙ ﻣﺜﻞ ﺷﻮﺭﺍﻫﺎﻱ ﻛﺎﺭﻱ ﺑﺮﻣﻲﮔﺮﺩﺩ‪.‬‬

‫ﻭﻳﮋﮔﻲﻫﺎﻱ ﻗﺮﺍﺭﺩﺍﺩ ﺭﻭﺍﻥﺷﻨﺎﺧﺘﻲ‬

‫ﺭﻭﺍﺑﻂ ﻛﺎﺭﻱ ﺗﺎ ﺣﺪ ﺯﻳﺎﺩﻱ ﻣﺘﺄﺛﺮ ﺍﺯ ﻗﺮﺍﺭﺩﺍﺩ ﺭﻭﺍﻥﺷﻨﺎﺧﺘﻲ ﺍﺳﺖ‪ .‬ﻗﺮﺍﺭﺩﺍﺩ ﺭﻭﺍﻥﺷـﻨﺎﺧﺘﻲ ﺗﺮﻛﻴـﺐ ﺑﺎﻭﺭﻫـﺎﻱ‬
‫ﻣﻮﺭﺩ ﻗﺒﻮﻝ ﻳﻚ ﻓﺮﺩ ﻳﺎ ﻛﺎﺭﻓﺮﻣﺎﻳﺶ ﺩﺭﺑﺎﺭﺓ ﺍﻧﺘﻈﺎﺭﺍﺕ ﻭ ﺗﻮﻗﻌﺎﺕ ﺁﻥ ﺩﻭ ﺍﺯ ﻳﻜﺪﻳﮕﺮ ﺭﺍ ﺑﻴﺎﻥ ﻣﻲﻛﻨﺪ‪ .‬ﻗﺮﺍﺭﺩﺍﺩ‬
‫ﺭﻭﺍﻥﺷﻨﺎﺧﺘﻲ ﺭﺍ ﻣﻲﺗﻮﺍﻥ ﺑﻪ ﻋﻨﻮﺍﻥ ﺍﻧﺘﻈﺎﺭﺍﺕ ﻧﺎﻣﻜﺘﻮﺏ ﻃﺮﻓﻴﻦ ﻗﺮﺍﺭ ﺩﺍﺩ ﺍﺯ ﻳﻜﺪﻳﮕﺮ ﻧﺎﻣﻴﺪ‪.‬‬
‫ﻗﺮﺍﺭﺩﺍﺩ ﺭﻭﺍﻥﺷﻨﺎﺧﺘﻲ ﻣﻲﺗﻮﺍﻧﺪ ﺑﻪ ﺩﻭ ﭘﺮﺳﺶ ﺍﺳﺎﺳﻲ ﻛﺎﺭﻛﻨﺎﻥ ﺩﺭﺑﺎﺭﺓ ﺭﻭﺍﺑﻂ ﻛﺎﺭﻱ ﭘﺎﺳﺦ ﺩﻫﺪ‪.‬‬
‫ﻣﻦ ﭼﻪ ﺍﻧﺘﻈﺎﺭﺍﺕ ﻭ ﺗﻮﻗﻌﺎﺕ ﻣﻌﻘﻮﻟﻲ ﻣﻲﺗﻮﺍﻧﻢ ﺍﺯ ﺳﺎﺯﻣﺎﻥ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻢ؟‬
‫ﺁﻧﻬﺎ ﭼﻪ ﺍﻧﺘﻈﺎﺭﺍﺕ ﻣﻌﻘﻮﻟﻲ ﺍﺯ ﻣﻦ ﺩﺍﺭﻧﺪ؟‬

‫ﺭﻭﺵﻫﺎﻱ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﺧﻠﻖ ﻭ ﺣﻔﻆ ﻳﻚ ﺗﻮﺍﻓﻖ ﻳﺎ ﻗﺮﺍﺭﺩﺍﺩ ﺭﻭﺍﻥﺷﻨﺎﺧﺘﻲ ﻣﺜﺒﺖ‬

‫ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ‪30 /‬‬

‫ﺭﻭﺵﻫﺎﻱ ﺧﺎﺻﻲ ﺭﺍ ﻣﻲﺗﻮﺍﻥ ﺩﺭ ﻗﺎﻟﺐ ﺍﻳﻦ ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎ ﭘﻴﺸﻨﻬﺎﺩ ﻛﺮﺩ ﻛﻪ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ‪:‬‬
‫ﺣﻴﻦ ﺍﺟﺮﺍﻱ ﻣﺼﺎﺣﺒﻪﻫﺎﻱ ﺍﺳﺘﺨﺪﺍﻣﻲ‬ ‫‪-‬‬
‫ﺩﺭ ﻗﺎﻟﺐ ﺑﺮﻧﺎﻣﻪﻫﺎﻱ ﻣﻌﺮﻓﻲ ﻛﺎﺭﻛﻨﺎﻥ ﺟﺪﻳﺪ‬ ‫‪-‬‬
‫ﺍﺯ ﻃﺮﻳﻖ ﺻﺪﻭﺭ‪ ،‬ﺑﻪ ﺭﻭﺯﺁﻭﺭﻱ‪ ،‬ﺗﻮﺯﻳﻊ ﺭﺍﻫﻨﻤﺎﻱ ﻛﺎﺭﻛﻨﺎﻥ‬ ‫‪-‬‬
‫ﺍﺯ ﻃﺮﻳﻖ ﻃﺮﺍﺣﻲ ﻭ ﺗﻮﺳﻌﺔ ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﻋﻤﻠﻜﺮﺩ‬ ‫‪-‬‬
‫ﺍﺯ ﻃﺮﻳﻖ ﺗﺮﻏﻴﺐ ﺑﻪ ﺑﻬﺮﻩﮔﻴﺮﻱ ﺍﺯ ﻃﺮﺡﻫﺎﻱ ﺗﻮﺳﻌﺔ ﻓﺮﺩﻱ‬ ‫‪-‬‬
‫ﺍﺯ ﻃﺮﻳﻖ ﺑﻬﺮﻩﮔﻴﺮﻱ ﺍﺯ ﻃﺮﺡﻫﺎﻱ ﺗﻮﺳﻌﺔ ﻣﺪﻳﺮﻳﺖ ﻭ ﺁﻣﻮﺯﺵ‬ ‫‪-‬‬
‫ﺍﺯ ﻃﺮﻳﻖ ﺗﺮﻏﻴﺐ ﺑﻪ ﺣﺪﺍﻛﺜﺮ ﻣﻴﺰﺍﻥ ﺍﺭﺗﺒﺎﻁ ﺑﻴﻦ ﻣﺪﻳﺮﺍﻥ ﻭ ﺭﻫﺒﺮﺍﻥ ﮔﺮﻭﻩﻫﺎ‬ ‫‪-‬‬
‫ﺍﺯ ﻃﺮﻳﻖ ﭘﺬﻳﺮﺵ ﺳﻴﺎﺳﺖ ﻛﻠﻲ ﺷﻔﺎﻓﻴﺖ‬ ‫‪-‬‬
‫ﺍﺯ ﻃﺮﻳﻖ ﻃﺮﺍﺣﻲ ﺭﻭﻳﻪﻫﺎﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‬ ‫‪-‬‬

‫ﺑﺨﺶ ‪١٣‬‬

‫ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﺟﺬﺏ ﻛﺎﺭﻛﻨﺎﻥ‬

‫ﺍﺳﺘﺮﺍﺗﮋﻱ ﺟﺬﺏ ﻛﺎﺭﻛﻨﺎﻥ ﻣﺘﻀﻤﻦ ﺁﻥ ﺍﺳﺖ ﻛﻪ ﺳﺎﺯﻣﺎﻥ ﻛﺎﺭﻛﻨﺎﻥ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﺧﻮﺩ ﺑﻪ ﺩﺳﺖ ﻣﻲﺁﻭﺭﺩ ﻭ ﺣﻔﻆ‬
‫ﻣﻲﻛﻨﺪ ﻭ ﺍﺯ ﺁﻧﻬﺎ ﺑﻪ ﻧﺤﻮﻱ ﻣﺆﺛﺮ ﻭ ﻛﺎﺭﺍ ﺍﺳﺘﻔﺎﺩﻩ ﻣﻲﻛﻨﺪ‪ .‬ﺍﻳﻦ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺑﺨﺸﻲ ﻛﻠﻴﺪﻱ ﺍﺯ ﻓﺮﺁﻳﻨﺪ ﻣـﺪﻳﺮﻳﺖ‬
‫ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺍﺳﺖ‪.‬‬

‫ﻫﺪﻑ ﺍﺯ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺟﺬﺏ ﻛﺎﺭﻛﻨﺎﻥ‬

‫ﺍﺯ ﻧﻈﺮ ﻛﻴﭗ )‪ (١٩٨٩‬ﺑﻪ ﺩﺳﺖ ﺁﻭﺭﺩﻥ ﻭ ﺟﺬﺏ ﻛﺎﺭﻛﻨﺎﻥ ﻣﻨﺎﺳﺐ ﻛﻪ ﺍﺯ ﺷﺎﻳﺴﺘﮕﻲﻫﺎ‪ ،‬ﻣﻬـﺎﺭﺕﻫـﺎ‪ ،‬ﺩﺍﻧـﺶ ﻭ‬
‫ﭘﺘﺎﻧﺴﻴﻞ ﻻﺯﻡ ﺑﺮﺍﻱ ﺩﻳﺪﻥ ﺁﻣﻮﺯﺵﻫﺎﻱ ﺁﺗﻲ ﺑﺮﺧﻮﺭﺩﺍﺭ ﺑﺎﺷﻨﺪ‪ .‬ﺭﻭﺵﻫﺎﻱ ﺍﻧﺘﺨﺎﺏ ﻭ ﺟﺬﺏ ﻛﺎﺭﻛﻨﺎﻧﻲ ﻛﻪ ﺑـﻪ‬
‫ﺑﻬﺘﺮﻳﻦ ﺷﻜﻞ ﻣﻲﺗﻮﺍﻧﻨﺪ ﺍﻳﻦ ﺩﺳﺘﻪ ﺍﺯ ﻧﻴﺎﺯﻫﺎﻱ ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﺗﺄﻣﻴﻦ ﻛﻨﻨـﺪ‪ ،‬ﺑﺎﻳـﺪ ﺑـﻪ ﻋﻨـﻮﺍﻥ ﻓﻌﺎﻟﻴـﺖ ﺍﺳﺎﺳـﻲ‬
‫ﺳﺎﺯﻣﺎﻥ ﻗﻠﻤﺪﺍﺩ ﺷﻮﻧﺪ ﻭ ﺍﻛﺜﺮ ﺳﻴﺎﺳﺖ ﻫﺎﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻛﻪ ﺩﺭ ﺟﻬﺖ ﭘﺮﻭﺭﺵ ﻭ ﺍﻧﮕﻴﺰﺵ ﻛﺎﺭﻛﻨﺎﻥ ﻃﺮﺍﺣﻲ‬
‫ﻣﻲﺷﻮﻧﺪ ﺑﺎﻳﺪ ﺑﺮﺍﻳﻦ ﻓﻌﺎﻟﻴﺖﻫﺎ ﻣﺒﺘﻨﻲ ﺑﺎﺷﻨﺪ‪.‬‬

‫ﻧﮕﺮﺵ ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺑﻪ ﺟﺬﺏ ﻛﺎﺭﻛﻨﺎﻥ‬

‫ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺩﺭ ﻣﻘﺎﻳﺴﻪ ﺑﺎ ﻣﺪﻳﺮﻳﺖ ﺳﻨﺘﻲ ﻛﺎﺭﻛﻨﺎﻥ‪ ،‬ﺗﺄﻛﻴـﺪ ﺑﻴـﺸﺘﺮﻱ ﺭﻭﻱ ﻛﺎﺭﻛﻨـﺎﻧﻲ ﺩﺍﺭﺩ ﻛـﻪ‬
‫ﺩﻳﺪﮔﺎﻩﻫﺎ ﻭ ﺭﻓﺘﺎﺭﻫﺎﻳﺸﺎﻥ ﺑﺎ ﺩﻳﺪﮔﺎﻩﻫﺎ ﻭ ﺗﻔﻜﺮﺍﺕ ﻭ ﺑﺎﻭﺭﻫﺎﻱ ﻣﺪﻳﺮﺍﻥ ﻫﻤﺨﻮﺍﻥ ﺍﺳﺖ‪.‬‬
‫ﺳﺎﺯﻣﺎﻥﻫﺎ ﺑﻴﺸﺘﺮ ﺭﻭﻱ ﻭﻳﮋﮔﻲﻫﺎﻱ ﺭﻓﺘﺎﺭﻱ ﻭ ﺩﻳﺪﮔﺎﻩﻫﺎﻱ ﻛﺎﺭﻛﻨﺎﻥ ﺗﺄﻛﻴﺪ ﻣﻲﻛﻨﻨﺪ‪ .‬ﺍﻳﻦ ﮔﺮﺍﻳﺶ ﺳﺎﺯﻣﺎﻥ‪،‬‬
‫ﺧﻄﺮﺍﺕ ﺧﺎﺹ ﺧﻮﺩ ﺭﺍ ﺩﺍﺭﺩ‪ .‬ﺳﺎﺯﻣﺎﻥ ﻫﺎﻱ ﺧﻼﻕ ﻭ ﺳﺎﺯﮔﺎﺭ ﺑﻪ ﻛﺎﺭﻛﻨﺎﻧﻲ ﻧﺎﺳﺎﺯﮔﺎﺭ ﻧﻴـﺎﺯ ﺩﺍﺭﻧـﺪ ﻛـﻪ ﺑﺘﻮﺍﻧﻨـﺪ‬
‫ﺳﻴﺴﺘﻢ ﺭﺍ ﺗﻜﺎﻥ ﺑﺪﻫﻨﺪ‪.‬‬
‫ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ‪31 /‬‬

‫ﺍﮔﺮ ﻣﺪﻳﺮﻳﺖ‪ ،‬ﻛﺎﺭﻛﻨﺎﻥ ﺭﺍ ﻣﻄﺎﺑﻖ ﺳﻠﻴﻘﻪ ﺧﻮﺩ ﺍﻧﺘﺨﺎﺏ ﻛﻨﺪ‪ ،‬ﺍﻳﻦ ﺧﻄﺮ ﺭﺍ ﺑﻪ ﻫﻤﺮﺍﻩ ﺩﺍﺭﺩ ﻛﻪ ﺳـﺎﺯﻣﺎﻥ ﺑـﻪ‬
‫ﻳﻚ ﻛﻠﻨﻲ ﻣﺘﺸﻜﻞ ﺍﺯ ﺍﻓﺮﺍﺩ ﻫﻤﺎﻫﻨﮓ ﺗﺒﺪﻳﻞ ﺷﻮﺩ ﻭ ﻓﺮﻫﻨﮓ ﺳﺎﺯﻣﺎﻧﻲ ﻛﺎﺭﺁﻣﺪﻱ ﺧـﻮﺩ ﺭﺍ ﺍﺯ ﺩﺳـﺖ ﺑﺪﻫـﺪ‪.‬‬
‫ﺳﺎﺯﻣﺎﻧﻲ ﻛﻪ ﺩﺭ ﮔﺬﺷﺘﻪ ﻣﻮﻓﻖ ﺑﻮﺩﻩ ﺍﺳﺖ ﺩﻳﮕﺮ ﺩﺭ ﺑﺮﺍﺑﺮ ﭼﺎﻟﺶﻫﺎﻱ ﺟﺪﻳﺪ ﻣﻮﻓـﻖ ﻧﺨﻮﺍﻫـﺪ ﺑـﻮﺩ‪ .‬ﻫﻤـﺎﻥ‬
‫ﻃﻮﺭ ﻛﻪ ﭘﺎﺳﻜﺎﻝ ﻧﻴﺰ ﻣﻲﮔﻮﻳﺪ‪» :‬ﻫﻴﭻ ﭼﻴﺰ ﻣﺜﻞ ﻣﻮﻓﻘﻴﺖ ﺷﻜﺴﺖ ﻧﻤﻲﺧﻮﺭﺩ‪«.‬‬
‫ﺑﻨﺎﺑﺮﺍﻳﻦ ﻧﮕﺮﺵ ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺑﻪ ﻣﻮﺿﻮﻉ ﺟﺬﺏ ﻧﻴﺮﻭﻱ ﺍﻧﺴﺎﻧﻲ ﺗﺄﻛﻴﺪ ﻣﻲﻛﻨﺪ‪.‬‬
‫ﻫﻤﺎﻫﻨﮓ ﻛﺮﺩﻥ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺑﺎ ﻧﻴﺎﺯﻫﺎﻱ ﺳﺎﺯﻣﺎﻧﻲ‪ ،‬ﺑﻪ ﻣﻌﻨﺎﻱ ﺣﻔﻆ ﻭﺿﻌﻴﺖ ﻓﻌﻠﻲ ﻭ ﺍﺻـﺮﺍﺭ ﺑـﺮ ﺍﺩﺍﻣـﻪ ﻭ‬
‫ﺣﻔﻆ ﻳﻚ ﻓﺮﻫﻨﮓ ﻧﺎﻛﺎﺭﺍ ﻧﻴﺴﺖ ﺑﻠﻜﻪ ﺍﻏﻠﺐ ﺑﻪ ﻣﻌﻨﺎﻱ ﺍﻋﻤﺎﻝ ﺗﻐﻴﻴﺮﺍﺕ ﺍﺳﺎﺳﻲ ﺩﺭ ﺗﻔﻜﺮﺍﺕ ﺳـﺎﺯﻣﺎﻥ ﺩﺭﺑـﺎﺭﺓ‬
‫ﻣﻬﺎﺭﺕﻫﺎ ﻭ ﺭﻓﺘﺎﺭﻫﺎﻱ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﺩﺭ ﺁﻳﻨﺪﻩ ﺑﺮﺍﻱ ﺣﺼﻮﻝ ﺑﻪ ﺭﺷﺪ ﭘﺎﻳﺪﺍﺭ ﻭ ﺗﻐﻴﻴﺮ ﻓﺮﻫﻨﮓ ﻣﻲﺑﺎﺷﺪ‪.‬‬

‫ﻓﻠﻮﭼﺎﺭﺕ ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‬

‫ﭘﻴﺶﺑﻴﻨﻲ‬ ‫ﭘﻴﺶﺑﻴﻨﻲ‬
‫ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ‪32 /‬‬

‫ﺑﺨﺶ ‪١٤‬‬
‫ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﻋﻤﻠﻜﺮﺩ‬
‫ﻫﺪﻑ ﺍﺯ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﻋﻤﻠﻜﺮﺩ ﻋﺒﺎﺭﺕ ﺍﺳﺖ ﺍﺯ ﺍﻓﺰﺍﻳﺶ ﺍﺛﺮﺑﺨﺸﻲ ﺳﺎﺯﻣﺎﻧﻲ‪ ،‬ﺍﻓﺰﺍﻳﺶ ﺑﻬﺮﻩ ﻭﺭﻱ‬
‫ﻛﺎﺭﻛﻨﺎﻥ ﻭ ﮔﺮﻭﻩﻫﺎ ﻭ ﻛﺴﺐ ﺳﻄﺢ ﺑﺎﻻﺗﺮﻱ ﺍﺯ ﻣﻬﺎﺭﺕ‪ ،‬ﺷﺎﻳﺴﺘﮕﻲ‪ ،‬ﺗﻌﻬﺪ ﻭﺍﻧﮕﻴﺰﺓ ﻛﺎﺭﻛﻨﺎﻥ؛ ﻣﺪﻳﺮﻳﺖ ﻋﻤﻠﻜﺮﺩ‪،‬‬
‫ﻣﺴﺌﻮﻟﻴﺖ ﻫﻤﻴﺸﮕﻲ ﻭ ﺩﺍﺋﻤﻲ ﻣﺪﻳﺮﺍﻥ ﻭ ﺭﻫﺒﺮﺍﻥ ﮔﺮﻭﻩﻫﺎﺳﺖ‪ .‬ﻣﺪﻳﺮﻳﺖ ﻋﻤﻠﻜﺮﺩ ﺻﺮﻓﺎﹰ ﺑـﺎ ﺑﺮﮔـﺰﺍﺭﻱ ﻳـﻚ‬
‫ﺟﻠﺴﺔ ﺳﺎﻟﻴﺎﻧﺔ ﺍﺭﺯﻳﺎﺑﻲ ﻋﻤﻠﻜﺮﺩ ﻣﺤﻘﻖ ﻧﻤﻲﺷﻮﺩ‪ .‬ﺗﻚ ﺗﻚ ﻛﺎﺭﻛﻨﺎﻥ ﻣﺴﺌﻮﻝ ﻣﺪﻳﺮﻳﺖ ﻋﻤﻠﻜﺮﺩ ﺧﻮﺩ ﻫـﺴﺘﻨﺪ‪،‬‬
‫ﺍﻣﺎ ﺑﺎﻳﺪ ﺁﻧﻬﺎ ﺭﺍ ﺩﺭ ﺍﻧﺠﺎﻡ ﺍﻳﻦ ﻣﻬﻢ ﺭﺍﻫﻨﻤﺎﻳﻲ ﻭ ﺣﻤﺎﻳﺖ ﻧﻤﻮﺩ‪.‬‬
‫ﺑﻪ ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﻋﻤﻠﻜﺮﺩ ﺑﺎﻳﺪ ﺗﻮﺟﻪ ﺷﻮﺩ ﺧﺼﻮﺻﺎﹰ ﺩﺭ ﺷﺮﺍﻳﻄﻲ ﻛﻪ ﺗﻮﻟﻴـﺪ ﭼﻨـﺪﺍﻥ ﺳـﻮﺩﺁﻭﺭ‬
‫ﻧﻴﺴﺖ‪ ،‬ﻛﺎﺭﻛﻨﺎﻥ ﺑﻪ ﻃﻮﺭ ﺭﻭﺯﺍﻓﺰﻭﻧﻲ ﺑﻪ ﺩﻧﺒﺎﻝ ﻛﺴﺐ ﺩﺍﻧﺶ ﻭ ﻣﻬﺎﺭﺕﻫﺎﻳﻲ ﻣﻲﺭﻭﻧﺪ ﻛﻪ ﻣﺪﻳﺮﻳﺖ ﻓﺎﻗﺪ ﺁﻧﻬﺎ‬
‫ﻫﺴﺘﻨﺪ‪.‬‬
‫ﺑﺎﻳﺪ ﺑﻪ ﻛﺎﺭﻛﻨﺎﻥ ﺍﻧﮕﻴﺰﻩ ﺩﺍﺩ ﺗﺎ ﺑﻪ ﻃﻮﺭ ﺟﺪﻱ ﺍﺯ ﺍﻳﻦ ﻣﻬﺎﺭﺕﻫﺎ ﺍﺳﺘﻔﺎﺩﻩ ﻛﻨﻨـﺪ ﻭ ﮔـﺎﻫﻲ ﻳـﻚ ﺍﺳـﺘﺮﺍﺗﮋﻱ‬
‫ﺗﻮﻟﻴﺪ ﻳﺎ ﺗﺠﺎﺭﻱ ﺗﻨﻬﺎ ﺯﻣﺎﻧﻲ ﻣﺤﻘﻖ ﻣﻲﺷﻮﺩ ﻛﻪ ﺍﻳﻦ ﺗﻼﺵﻫﺎﻱ ﺟﺪﻱ ﻛﺎﺭﻛﻨﺎﻥ ﺻﻮﺭﺕ ﭘﺬﻳﺮﺩ‪.‬‬
‫ﺍﺳﺘﺮﺍﺗﮋﻱ ﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﻋﻤﻠﻜﺮﺩ ﺑﻪ ﻣﺴﺎﺋﻠﻲ ﭼﻮﻥ ﻧﺤﻮﺓ ﻣﺪﻳﺮﻳﺖ ﺷﺮﻛﺖ ﺑـﺮﺍﻱ ﺣـﺼﻮﻝ ﺑـﻪ ﺍﻫـﺪﺍﻑ‬
‫ﺗﻌﻴﻴﻦ ﺷﺪﻩ ﻣﻲ ﭘﺮﺩﺍﺯﻧﺪ‪ .‬ﺍﻳﻦ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻫﺎ ﺑﻪ ﺭﻭﺵ ﻫﺎﻱ ﺍﺭﺯﻳﺎﺑﻲ ﻋﻤﻠﻜﺮﺩﻱ ﺍﻃﻼﻕ ﻣﻲﮔﺮﺩﻧﺪ ﻛﻪ ﺑـﻪ ﭼﻬـﺎﺭ‬
‫ﭘﺮﺳﺶ ﺯﻳﺮ ﻣﻲﭘﺮﺩﺍﺯﻧﺪ‪.‬‬
‫ﻧﻈﺮ ﻣﺸﺘﺮﻳﺎﻥ ﺩﺭﺑﺎﺭﺓ ﻣﺎ ﭼﻴﺴﺖ؟‬ ‫‪-١‬‬
‫ﻣﺎ ﺑﺎﻳﺪ ﺩﺭ ﭼﻪ ﭼﻴﺰﻱ ﻣﻤﺘﺎﺯ ﺑﺸﻮﻳﻢ؟‬ ‫‪-٢‬‬
‫ﺁﻳﺎ ﻣﻲﺗﻮﺍﻧﻴﻢ ﺑﺎﺯ ﻫﻢ ﺑﻬﺘﺮ ﺷﻮﻳﻢ؟‬ ‫‪-٣‬‬
‫ﻧﻈﺮ ﻣﺎ ﺩﺭﺑﺎﺭﺓ ﺳﻬﺎﻣﺪﺍﺭﺍﻥ ﭼﻴﺴﺖ؟‬ ‫‪-٤‬‬

‫ﺍﻣﺎ ﻋﻤﻠﻜﺮﺩ ﻣﺮﺑﻮﻁ ﺑﻪ ﻛﺎﺭﻛﻨﺎﻥ ﺍﺳﺖ ﻭ ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﺭﻭﻱ ﻧﺤـﻮﺓ ﻋﻤﻠﻜـﺮﺩ ﺍﻓـﺮﺍﺩ ﻭ ﮔـﺮﻭﻩﻫـﺎ‬
‫ﺗﻤﺮﻛﺰ ﻣﻲﻛﻨﺪ‪ .‬ﻋﻤﻠﻜﺮﺩﻱ ﻛﻪ ﻣﻲﺗﻮﺍﻥ ﺁﻥ ﺭﺍ ﺍﺯ ﻃﺮﻳﻖ ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﺗﻮﺳﻌﺔ ﻓﺮﺩﻱ ﻭ ﻋﻤﻠﻜﺮﺩ ﺑﻬﺒﻮﺩ ﺑﺨﺸﻴﺪ‪.‬‬
‫ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ‪33 /‬‬

‫ﻣﺪﻳﺮﻳﺖ ﻋﻤﻠﻜﺮﺩ ﺑﻪ ﻋﻨﻮﺍﻥ ﻛﺎﻧﻮﻥ ﻳﻜﭙﺎﺭﭼﮕﻲ ﻓﻌﺎﻟﻴﺖﻫﺎﻱ ﺑﺨﺶ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‬

‫ﺑﺎﻳﺪ ﺗﺄﻛﻴﺪ ﻛﺮﺩ ﻛﻪ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻣﺪﻳﺮﻳﺖ ﻋﻤﻠﻜﺮﺩ‪ ،‬ﺩﺭﺑﺎﺭﺓ ﺍﺭﺯﻳﺎﺑﻲ ﻛﺎﺭﻛﻨﺎﻥ ﺗﻮﺳـﻂ ﻣـﺪﻳﺮﺍﻥ ﻭ ﺍﺭﺯﻳـﺎﺑﻲ‬
‫ﻋﻤﻠﻜﺮﺩ ﮔﺬﺷﺘﻪ ﺁﻧﻬﺎ ﻧﻤﻲﺑﺎﺷﺪ‪ .‬ﻣﺪﻳﺮﻳﺖ ﻋﻤﻠﻜﺮﺩ ﻓﺮﺁﻳﻨﺪﻱ ﺍﺳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﺯﻳﺮﺍ ﺑﻪ ﺁﻳﻨﺪﻩ ﻭ ﺑﻪ ﺗﻮﺳـﻌﻪ‬
‫ﻣﻲ ﻧﮕﺮﺩ‪ .‬ﻣﺪﻳﺮﻳﺖ ﻋﻤﻠﻜﺮﺩ ﭼﺎﺭﭼﻮﺑﻲ ﺍﺭﺍﺋﻪ ﻣﻲﻛﻨﺪ ﻛﻪ ﺑﺮﺍﺳﺎﺱ ﺁﻥ ﻣﺪﻳﺮﺍﻥ ﻣﻲ ﺗﻮﺍﻧﻨﺪ ﺑـﻪ ﺟـﺎﻱ ﺩﺳـﺘﻮﺭ‬
‫ﺩﺍﺩﻥ ﺑﻪ ﻛﺎﺭﻛﻨﺎﻥ ﺧﻮﺩ‪ ،‬ﺍﺯ ﺁﻧﻬﺎ ﺣﻤﺎﻳﺖ ﻛﻨﻨﺪ‪ .‬ﺍﻟﺒﺘﻪ ﺍﮔﺮ ﻣﺪﻳﺮﻳﺖ ﻋﻤﻠﻜﺮﺩ ﺭﺍ ﻓﺮﺁﻳﻨﺪﻱ ﺗﻐﻴﻴﺮ ﺩﻫﻨﺪﻩ ﺑﺪﺍﻧﻨـﺪ‬
‫ﻧﻪ ﺍﺭﺯﻳﺎﺑﻲ ﻛﻨﻨﺪﻩ‪.‬‬

‫ﺑﺨﺶ ‪١٥‬‬
‫ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﺗﻮﺳﻌﻪ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‬
‫ﺗﻮﺳﻌﺔ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺑﻪ ﻣﺴﺎﺋﻠﻲ ﭼﻮﻥ ﺍﻳﺠـﺎﺩ ﻳـﻚ ﺳـﺎﺯﻣﺎﻥ ﭘﻮﻳـﺎ )ﻳـﺎﺩﮔﻴﺮ( ﻭ ﻓـﺮﺍﻫﻢ ﺁﻭﺭﺩﻥ‬
‫ﻓﺮﺻﺖ ﻫﺎﻱ ﺁﻣﻮﺯﺵ ﻭ ﭘﺮﻭﺭﺵ ﻭ ﻳﺎﺩﮔﻴﺮﻱ ﻛﺎﺭﻛﻨﺎﻥ ﺑﻪ ﻣﻨﻈﻮﺭ ﺑﻬﺒﻮﺩ ﻋﻤﻠﻜﺮﺩ ﺳﺎﺯﻣﺎﻧﻲ‪،‬ﮔﺮﻭﻫـﻲ ﻭ ﻓـﺮﺩﻱ‬
‫ﻣﻲﭘﺮﺩﺍﺯﺩ‪.‬‬
‫ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ‪34 /‬‬

‫ﺍﻫﺪﺍﻑ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺗﻮﺳﻌﺔ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‬

‫ﻫﺪﻑ ﺍﺯ ﺗﻮﺳﻌﺔ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‪ ،‬ﺗﻮﻟﻴﺪ ﭼﺎﺭﭼﻮﺑﻲ ﺍﺳﺖ ﻓﺮﺍﮔﻴﺮ ﻭ ﻳﻜﭙﺎﺭﭼﻪ ﺑﺮﺍﻱ ﭘﺮﻭﺭﺵ ﻛﺎﺭﻛﻨﺎﻥ‪.‬‬
‫ﺑﺨﺶ ﺍﻋﻈﻢ ﻓﺮﺁﻳﻨﺪ ﺗﻮﺳﻌﺔ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻣﺘﻮﺟﻪ ﻓﺮﺍﻫﻢ ﺁﻭﺭﺩﻥ ﻣﺤﻴﻄﻲ ﺧﻮﺍﻫـﺪ ﺷـﺪ ﻛـﻪ ﺩﺭ ﺁﻥ ﻣﺤـﻴﻂ‬
‫ﻛﺎﺭﻛﻨﺎﻥ ﺑﻪ ﻳﺎﺩﮔﻴﺮﻱ ﻭ ﺗﻮﺳﻌﺔ ﺩﺍﻧﺶ ﻭ ﻣﻬﺎﺭﺕﻫﺎﻱ ﺧﻮﺩ ﺗﺮﻏﻴﺐ ﮔﺮﺩﻧﺪ‪.‬‬

‫ﻣﺴﺎﺋﻞ ﺍﺻﻠﻲ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺗﻮﺳﻌﺔ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‬

‫ﺗﻮﺳﻌﺔ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺑﻪ ﻣﺴﺎﺋﻞ ﺯﻳﺮ ﻣﻲﭘﺮﺩﺍﺯﺩ‪:‬‬
‫ﻃﺮﺍﺣﻲ ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﭘﻮﻳﺎﻳﻲ ﻓﺮﺩﻱ‬ ‫•‬
‫ﻃﺮﺍﺣﻲ ﻭ ﺗﻮﺳﻌﺔ ﭘﻮﻳﺎﻳﻲ ﺳﺎﺯﻣﺎﻧﻲ ﻭ ﺍﻳﺠﺎﺩ ﺳﺎﺯﻣﺎﻧﻲ ﭘﻮﻳﺎ‬ ‫•‬
‫ﻣﺪﻳﺮﻳﺖ ﺩﺍﻧﺶ ﻭ ﺁﮔﺎﻫﻲﻫﺎﻱ ﻛﺎﺭﻛﻨﺎﻥ‬ ‫•‬
‫ﺗﻮﺳﻌﺔ ﺳﺮﻣﺎﻳﺔ ﻣﻌﻨﻮﻱ‬ ‫•‬
‫ﺗﻮﺳﻌﻪ ﻭ ﭘﺮﻭﺭﺵ ﻣﺪﻳﺮﺍﻥ‬ ‫•‬
‫ﺗﻮﺳﻌﻪ ﻭ ﭘﺮﻭﺭﺵ ﺁﮔﺎﻫﻲ ﻋﺎﻃﻔﻲ‬ ‫•‬
‫ﺗﻮﺳﻌﺔ ﻗﺎﺑﻠﻴﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ‬ ‫•‬

‫ﺑﺨﺶ ‪١٦‬‬
‫ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﭘﺎﺩﺍﺵ‬
‫ﺍﺳﺘﺮﺍﺗﮋﻱ ﭘﺎﺩﺍﺵ ﺑﺮ ﻧﺤﻮﺓ ﺗﻬﻴﻪ ﻭ ﻃﺮﺍﺣﻲ ﺑﺮﻧﺎﻣﻪﻫﺎ ﺗﻮﺳﻂ ﺳﺎﺯﻣﺎﻥ‪ ،‬ﺑﻪ ﻣﻨﻈﻮﺭ ﻣﻄﻤـﺌﻦ ﺷـﺪﻥ ﺍﺯ ﺍﻳـﻦ ﻛـﻪ‬
‫ﺭﻓﺘﺎﺭﻫﺎ ﻭ ﻋﻤﻠﻜﺮﺩ ﻣﺆﺛﺮ ﻛﺎﺭﻛﻨﺎﻥ ﺩﺭ ﺗﺤﻘﻖ ﺍﻫﺪﺍﻑ ﺗﺠﺎﺭﻱ ﺷﺮﻛﺖ ﻣﻮﺭﺩ ﺗﻘﺪﻳﺮ ﻗﺮﺍﺭ ﻣـﻲﮔﻴﺮﻧـﺪ‪ ،‬ﺗﻤﺮﻛـﺰ‬
‫ﻣﻲﻛﻨﺪ‪.‬‬
‫ﺍﺳﺘﺮﺍﺗﮋﻱ ﭘﺎﺩﺍﺵ ﻋﺒﺎﺭﺕ ﺍﺳﺖ ﺍﺯ ﺑﻪ ﻛﺎﺭﮔﻴﺮﻱ ﻣﻄﻠﻮﺏ ﺳﻴـﺴﺘﻢ ﭘﺮﺩﺍﺧـﺖ ﺑـﻪ ﻋﻨـﻮﺍﻥ ﻳـﻚ ﺳـﺎﺯﻭﻛﺎﺭ‬
‫ﻳﻜﭙﺎﺭﭼﻪ ﻛﻨﻨﺪﺓ ﺍﺳﺎﺳﻲ ﻛﻪ ﺍﺯ ﻃﺮﻳﻖ ﺁﻥ ﺗﻼﺵﻫﺎﻱ ﻭﺍﺣﺪﻫﺎﻱ ﻓﺮﻋﻲ ﻣﺨﺘﻠﻒ ﻭ ﻛﺎﺭﻛﻨﺎﻥ ﺁﻧﻬﺎ ﺑﻪ ﺳﻤﺖ ﺗﺤﻘﻖ‬
‫ﺍﻫﺪﺍﻑ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻳﻚ ﺳﺎﺯﻣﺎﻥ ﺟﻬﺖ ﺩﺍﺩﻩ ﻣﻲﺷﻮﺩ‪.‬‬

‫ﻃﺮﺍﺣﻲ ﻳﻚ ﺍﺳﺘﺮﺍﺗﮋﻱ ﭘﺎﺩﺍﺵ‬

‫ﻫﺪﻑ ﻃﺮﺍﺣﻲ ﻳﻚ ﺍﺳﺘﺮﺍﺗﮋﻱ ﭘﺎﺩﺍﺵ ﺍﺳﺖ ﻛﻪ ﺗﻨﺎﺳﺐ ﻭ ﺗﻮﺍﺯﻥ ﻓﺮﺁﻳﻨﺪﻫﺎ ﻭ ﺳﻴﺎﺳﺖﻫﺎﻱ ﭘﺎﺩﺍﺵ ﺑﺎ ﺍﻫﺪﺍﻑ‬
‫ﺗﺠﺎﺭﻱ ﻭ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺳﺎﺯﻣﺎﻥ ﻭ ﻋﻤﻠﻲ ﺑﻮﺩﻥ ﺁﻧﻬﺎ ﺭﺍ ﺗﻀﻤﻴﻦ ﻛﻨﺪ‪ .‬ﺩﺭ ﺍﻳﻦ ﺭﺍﺑﻄﻪ ﭘﺮﺳﺶﻫﺎﻱ ﺯﻳـﺮ ﻣﻄـﺮﺡ‬
‫ﻣﻲﺷﻮﺩ‪:‬‬
‫ﺳﺎﺯﻣﺎﻥ ﺩﺍﺭﺩ ﺑﻪ ﻛﺠﺎ ﻣﻲﺭﻭﺩ؟‬ ‫•‬
‫ﺑﺮﻧﺎﻣﻪﻫﺎ ﻭ ﻃﺮﺡﻫﺎﻱ ﭘﺎﺩﺍﺵ ﭼﮕﻮﻧﻪ ﻣﻲﺗﻮﺍﻧﻨﺪ ﺑﻪ ﺳﺎﺯﻣﺎﻥ ﺩﺭ ﻭﺻﻮﻝ ﺑﻪ ﻣﻘـﺼﺪ ﻭ ﺣﻔـﻆ ﻣﻮﻓﻘﻴـﺖ‬ ‫•‬
‫ﺧﻮﺩ ﻛﻤﻚ ﻛﻨﻨﺪ؟‬
‫ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ‪35 /‬‬

‫ﻣﺎ ﭼﻪ ﻧﻮﻉ ﺭﻓﺘﺎﺭﻱ ﺭﺍ ﻣﻲﺧﻮﺍﻫﻴﻢ؟‬ ‫•‬

‫ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﭘﺎﺩﺍﺵ ﭼﮕﻮﻧﻪ ﻣﻲﺗﻮﺍﻧﻨﺪ ﺩﺭ ﺷﻨﺎﺳﺎﻳﻲ ﺭﻓﺘﺎﺭ ﻣﻨﺎﺳﺐ ﺑﻪ ﻣﺎ ﻛﻤﻚ ﻛﻨﻨﺪ؟‬ ‫•‬

‫ﺍﺳﺎﺱ ﻭ ﺑﻨﻴﺎﻥ ﺍﻳﻦ ﺍﺳﺘﺮﺍﺗﮋﻱ‪ ،‬ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﺗﺠﺎﺭﻱ ﻭ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‪ ،‬ﺟﻮ ﻭ ﺭﻭﺵﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﺳﺎﺯﻣﺎﻥ‪،‬‬
‫ﻓﺮﻫﻨﮓ‪ ،‬ﻧﻮﻉ ﻛﺎﺭﻛﻨﺎﻥ ﺍﺳﺘﺨﺪﺍﻡ ﺷﺪﻩ‪ ،‬ﺗﺎﺭﻳﺨﭽﻪ ﻭ ﺗﺮﺗﻴﺒﺎﺕ ﻛﻨﻮﻧﻲ ﺧﻮﺍﻫﺪ ﺑﻮﺩ‪ .‬ﺩﻭ ﻋﺎﻣـﻞ ﺍﺯ ﻋﻮﺍﻣـﻞ ﻋﻤـﺪﺓ‬
‫ﻣﺆﺛﺮ ﺑﺮ ﺗﻮﺳﻌﺔ ﺍﺳﺘﺮﺍﺗﮋﻱ ﭘﺎﺩﺍﺵ‪ ،‬ﻧﻴﺎﺯﻫﺎﻱ ﺍﻗﺘﻀﺎﻳﻲ ﻭ ﺣﺼﻮﻝ ﺑﻪ ﻳﻜﭙﺎﺭﭼﮕﻲ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻲﺑﺎﺷﻨﺪ‪.‬‬

‫ﺑﺨﺶ ‪١٧‬‬
‫ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﺭﻭﺍﺑﻂ ﻛﺎﺭﻛﻨﺎﻥ‬
‫ﺍﺳﺘﺮﺍﺗﮋﻱ ﺭﻭﺍﺑﻂ ﻛﺎﺭﻛﻨﺎﻥ ﺷﺎﻣﻞ ﺗﻤﺎﻡ ﺁﻥ ﺣﻮﺯﻩﻫﺎﻳﻲ ﺍﺯ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻣﻲﮔﺮﺩﺩ ﻛﻪ ﺩﺭ ﺑﺮﮔﻴﺮﻧـﺪﺓ‬
‫ﺭﻭﺍﺑﻂ ﻛﻠﻲ ﺑﺎ ﻛﺎﺭﻛﻨﺎﻥ ﺍﺳﺖ‪ .‬ﺭﻭﺍﺑﻄﻲ ﻛﻪ ﺑﺮﺍﺳﺎﺱ ﺗﻮﺍﻓﻘﺎﺕ ﮔﺮﻭﻫﻲ ﻭ ﻫﻤﭽﻨﻴﻦ ﺑﺮ ﺍﺳـﺎﺱ ﺳﻴﺎﺳـﺖ ﻫـﺎﻱ‬
‫ﻣﺘﺪﺍﻭﻝ ﻣﺸﺎﺭﻛﺖ ﻛﺎﺭﻛﻨﺎﻥ ﻭ ﺑﺮﻗﺮﺍﺭﻱ ﺍﺭﺗﺒﺎﻁ ﺑﺎ ﺁﻧﻬﺎ ﺍﻳﺠﺎﺩ ﺷﺪﻩ ﺍﺳﺖ ﻭ ﺩﺭ ﺁﻥ ﺭﻭﺍﺑﻂ ﺟﺎﻳﮕﺎﻩ ﺍﺗﺤﺎﺩﻳﻪﻫـﺎﻱ‬
‫ﺗﺠﺎﺭﻱ ﻣﺸﺨﺺ ﻭ ﭘﺬﻳﺮﻓﺘﻪ ﺷﺪﻩ ﺍﺳﺖ‪.‬‬

‫ﻧﻘﺶ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺭﻭﺍﺑﻂ ﻛﺎﺭﻛﻨﺎﻥ‬

‫ﺍﺳﺘﺮﺍﺗﮋﻱ ﺭﻭﺍﺑﻂ ﻛﺎﺭﻛﻨﺎﻥ ﻧﺸﺎﻥ ﻣﻲﺩﻫﺪ ﻛﻪ ﭼﮕﻮﻧﻪ ﻣﻲﺗﻮﺍﻥ‪:‬‬
‫ﺭﻭﺍﺑﻄﻲ ﭘﺎﻳﺪﺍﺭ ﻭ ﻣﺸﺎﺭﻛﺘﻲ ﺑﺎ ﻛﺎﺭﻛﻨﺎﻥ ﺍﻳﺠﺎﺩ ﻛﺮﺩ ﻭ ﺗﻌﺎﺭﺽﻫﺎ ﺭﺍ ﺣﺪﺍﻗﻞ ﻧﻤﻮﺩ؛‬ ‫•‬
‫ﺍﺯ ﻃﺮﻳﻖ ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﻣﺸﺎﺭﻛﺖ ﻭ ﻣﺪﺍﺧﻠﻪ ﻛﺎﺭﻛﻨﺎﻥ‪ ،‬ﺗﻌﻬﺪ ﺁﻧﻬﺎ ﻧﺴﺒﺖ ﺑﻪ ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﺍﻓﺰﺍﻳﺶ ﺩﺍﺩ‪.‬‬ ‫•‬
‫ﻣﻨﺎﻓﻊ ﺩﻭ ﺟﺎﻧﺒﻪ ﺭﺍ ﺗﻮﺳﻌﻪ ﺩﺍﺩ‪ :‬ﺍﻳﺠﺎﺩ ﻣﻨﺎﻓﻌﻲ ﻣﺸﺘﺮﻙ ﺩﺭ ﻛﻤﻚ ﺑﻪ ﺳﺎﺯﻣﺎﻥ ﺩﺭ ﺣﺼﻮﻝ ﺑﻪ ﺍﻫـﺪﺍﻓﺶ‬ ‫•‬
‫ﺍﺯ ﻃﺮﻳﻖ ﺍﻳﺠﺎﺩ ﻭ ﺗﻮﺳﻌﺔ ﻓﺮﻫﻨﮓﻫﺎﻱ ﺳـﺎﺯﻣﺎﻧﻲ ﻣﺒﺘﻨـﻲ ﺑـﺮﺍﺭﺯﺵﻫـﺎﻱ ﻣـﺸﺘﺮﻙ ﺑـﻴﻦ ﻣـﺪﻳﺮﺍﻥ ﻭ‬
‫ﻛﺎﺭﻛﻨﺎﻥ‪.‬‬

‫ﺑﺨﺶ ‪١٨‬‬
‫ﺟﻤﻊﺑﻨﺪﻱ‬
‫ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺗﻨﻬﺎ ﺯﻣﺎﻧﻲ ﺧﻮﺏ ﻭ ﻣﺆﺛﺮﻧﺪ ﻛﻪ ﺑﻪ ﻃﺮﺯﻱ ﺻـﺤﻴﺢ ﺑـﻪ ﺍﺟـﺮﺍ ﮔﺬﺍﺷـﺘﻪ ﺷـﻮﻧﺪ ﻭ‬
‫ﺍﻋﻤﺎﻝ ﻣﺜﺒﺘﻲ ﺭﺍ ﺍﻳﺠﺎﺩ ﻛﻨﻨﺪ‪ .‬ﻃﺮﺍﺣﻲ ﺍﻳﻦ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻫﺎ ﺑﺨﺶ ﺳﺎﺩﺓ ﻛﺎﺭ ﺍﺳﺖ‪ .‬ﻣﺸﻜﻼﺕ ﻭ ﺩﺷﻮﺍﺭﻱ ﻫﺎ ﻭﻗﺘـﻲ‬
‫ﺷﺮﻭﻉ ﻣﻲﺷﻮﻧﺪ ﻛﻪ ﺑﺨﻮﺍﻫﻴﻢ ﺁﻥ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺭﺍ ﺍﺟﺮﺍ ﻛﻨﻴﻢ‪ .‬ﺑﺮﺍﻱ ﺍﻳﻨﻜﻪ ﺑﺘﻮﺍﻧﻴﻢ ﺍﻳﻦ ﺍﺳﺘﺮﺍﺗﮋﻱﻫـﺎ ﺭﺍ ﺑـﻪ ﻃـﺮﺯ‬
‫ﻣﺆﺛﺮﻱ ﺍﺟﺮﺍ ﻛﻨﻴﻢ )ﻭ ﺣﺮﻑ ﺭﺍ ﺑﻪ ﻋﻤﻞ ﺑﺮﺳﺎﻧﻴﻢ( ﺑﺎﻳﺪ‪:‬‬
‫ﻣﻄﻤﺌﻦ ﺷﻮﻳﻢ ﻛﻪ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻣﺬﻛﻮﺭ ﺭﺍ ﺑﺮﺍﻱ ﻣﻮﺭﺩ ﺧﻮﺑﻲ ﺍﻧﺘﺨﺎﺏ ﻛﺮﺩﻩﺍﻳﻢ‪.‬‬ ‫‪-‬‬
‫ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ‪36 /‬‬

‫ﺑﺎﻳﺪ ﺩﺭﺑﺎﺭﺓ ﺁﻧﭽﻪ ﻛﻪ ﺑﻪ ﺩﺳﺖ ﻣﻲﺁﻭﺭﻳﻢ ﻭﺍﻗﻊ ﺑﻴﻦ ﺑﺎﺷﻴﻢ‪ .‬ﺳﻌﻲ ﻧﻜﻨﻴﻢ ﻛﻪ ﺑﻴﺶ ﺍﺯ ﺣﺪ ﻣﻌﻘﻮﻝ ﭼﻴﺰﻱ‬ ‫‪-‬‬
‫ﺑﻪ ﺩﺳﺖ ﺁﻭﺭﻳﻢ‪ .‬ﺗﻐﻴﻴﺮ ﺗﺪﺭﻳﺠﻲ ﻭ ﺁﻫﺴﺘﻪ ﺑﻬﺘﺮ ﺍﺯ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﺍﺻﻼﹰ ﺗﻐﻴﻴﺮﻱ ﺭﻭﻱ ﻧﺪﻫﺪ‪.‬‬
‫ﺩﺭﻙ ﻛﻨﻴﻢ ﻛﻪ ﻛﺎﺭﻛﻨﺎﻥ ﭼﻪ ﻣﻲﺧﻮﺍﻫﻨﺪ ﻭ ﺁﻧﻬﺎ ﺍﺯ ﮔﻔﺘﮕﻮ ﺑﺎ ﻣﺎ ﭼﻪ ﺑﻪ ﺩﺳﺖ ﺧﻮﺍﻫﻨﺪ ﺁﻭﺭﺩ‪.‬‬ ‫‪-‬‬
‫ﻣﻨﺎﻓﻊ ﺣﺎﺻﻞ ﺍﺯ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺭﺍ ﺑﺮﺍﻱ ﺳﺎﺯﻣﺎﻥ ﻭ ﻫﻤﺔ ﺍﻋﻀﺎﻱ ﺁﻥ ﺑﻪﻭﺿﻮﺡ ﺑﻴﺎﻥ ﻛﻨﻴﻢ‪.‬‬ ‫‪-‬‬
‫ﺁﻣﺎﺩﮔﻲ ﻣﻮﺍﺟﻬﻪ ﺑﺎ ﻣﺨﺎﻟﻔﺖﻫﺎ ﻭ ﻣﺸﻜﻼﺕ ﺭﺍ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻴﻢ‪.‬‬ ‫‪-‬‬
‫ﻣﻮﺍﻓﻘﺎﻥ ﻭ ﻣﺨﺎﻟﻔﺎﻥ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺭﺍ ﺷﻨﺎﺳﺎﻳﻲ ﻛﻨﻴﻢ‪ ،‬ﻣﻮﺍﻓﻘﺎﻥ ﺭﺍ ﺑﺎ ﺧﻮﺩ ﻫﻤﺮﺍﻩ ﻛﻨﻴﻢ ﻭ ﺗﻼﺵ ﻛﻨﻴﻢ‬ ‫‪-‬‬
‫ﻛﻪ ﺗﺎ ﺣﺪ ﺍﻣﻜﺎﻥ ﻣﺨﺎﻟﻔﺎﻥ ﺭﺍ ﻣﺘﻘﺎﻋﺪ ﺳﺎﺯﻳﻢ‪.‬‬
‫ﺑﻪ ﺧﺎﻃﺮ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻴﻢ ﻛﻪ ﻣﺪﻳﺮﺍﻥ ﺻﻒ ﺑﻪ ﺭﺍﺣﺘﻲ ﻣﻲﺗﻮﺍﻧﻨـﺪ ﺑﺮﻧﺎﻣـﺔ ﺍﺟـﺮﺍﻱ ﺍﺳـﺘﺮﺍﺗﮋﻱ ﺭﺍ ﺑـﺮﻫﻢ‬ ‫‪-‬‬
‫ﺑﺰﻧﻨﺪ‪.‬‬
‫ﺑﻪ ﺧﺎﻃﺮ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻴﻢ ﻛﻪ ﺑﺮﺍﻱ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻣﺪﻳﺮﺍﻥ ﺻﻒ ﻭ ﺩﻳﮕﺮﺍﻥ ﺑـﻪ ﺁﻣـﻮﺯﺵ‪ ،‬ﭘـﺸﺘﻴﺒﺎﻧﻲ‬ ‫‪-‬‬
‫ﻣﺴﺘﻤﺮ ﻭ ﭘﻴﻮﺳﺘﻪ ﻭ ﺭﺍﻫﻨﻤﺎﻳﻲ ﻧﻴﺎﺯ ﺩﺍﺭﻧﺪ‪.‬‬
‫ﻛﺎﺭﻛﻨﺎﻥ ﺭﺍ ﺩﺭ ﺗﻬﻴﺔ ﻃﺮﺡﻫﺎﻱ ﺍﺟﺮﺍ ﺳﻬﻴﻢ ﻛﻨﻴﻢ‪.‬‬ ‫‪-‬‬
‫ﺑﻪ ﻧﺤﻮﺓ ﺑﺮﻗﺮﺍﺭﻱ ﺍﺭﺗﺒﺎﻁ ﺧﻮﺩ ﺑﺎ ﻛﺎﺭﻛﻨﺎﻥ ﺑﻪﺩﻗﺖ ﺗﻮﺟﻪ ﻛﻨﻴﻢ‪.‬‬ ‫‪-‬‬
‫ﻣﻄﻤﺌﻦ ﺷﻮﻳﻢ ﻛﻪ ﻧﻴﺎﺯﻫﺎﻱ ﻣﻨﺎﺑﻊ ﺧﻮﺩ ﺭﺍ ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﻛﺮﺩﻩﺍﻳﻢ‪.‬‬ ‫‪-‬‬
‫ﺑﺮﺍﻱ ﻫﺮ ﺧﻼﻗﻴﺖ ﻭ ﺍﺑﺘﻜﺎﺭ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ‪ ،‬ﻳﻚ ﻃﺮﺡ ﭘﺮﻭﮊﻩ ﺁﻣﺎﺩﻩ ﻛﻨﻴﻢ ﻛﻪ ﺩﺭ ﺁﻥ ﻣﺸﺨﺺ ﺷﺪﻩ ﺑﺎﺷﺪ‬ ‫‪-‬‬
‫ﻛﻪ ﭼﻪ ﻛﺴﻲ‪ ،‬ﻛﻲ ﻭ ﻛﺠﺎ ﺁﻥ ﻃﺮﺡ ﺭﺍ ﺍﺟﺮﺍ ﺧﻮﺍﻫﺪ ﻛﺮﺩ‪.‬‬
‫ﺩﺭ ﻃﺮﺡ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﺧﻮﺩ ﺑﻪ ﺍﻫﺪﺍﻑ ﺩﻗﻴﻖ ﻧﻴﺰ ﺗﻮﺟﻪ ﻛﻨﻴﻢ‪.‬‬ ‫‪-‬‬
‫ﺑﺮ ﻓﺮﺁﻳﻨﺪ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﺑﻪ ﻃﻮﺭ ﭘﻴﻮﺳﺘﻪ ﻧﻈﺎﺭﺕ ﻛﻨﻴﻢ‪.‬‬ ‫‪-‬‬
‫ﻛﺎﺭﻛﻨﺎﻥ ﺭﺍ ﺩﺭ ﺟﺮﻳﺎﻥ ﭘﻴﺸﺮﻓﺖ ﺍﻣﻮﺭ ﻗﺮﺍﺭ ﺑﺪﻫﻴﻢ‪.‬‬ ‫‪-‬‬
‫ﺍﺛﺮ ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺭﺍ ﺩﺭ ﺍﻭﻟﻴﻦ ﻓﺮﺻﺖ ﻣﻨﺎﺳﺐ ﺍﺭﺯﻳﺎﺑﻲ ﻛﻨﻴﻢ‪.‬‬ ‫‪-‬‬
‫ﺟﻠﺴﺎﺕ ﺑﺮﺭﺳﻲ ﺭﺳﻤﻲ ﺑﺮﮔﺰﺍﺭ ﻛﻨﻴﻢ ﺗﺎ ﺑﺘﻮﺍﻧﻴﻢ ﭘﻴﺸﺮﻓﺖﻫﺎﻱ ﺣﺎﺻﻠﻪ ﺭﺍ ﺍﺭﺯﻳﺎﺑﻲ ﻭ ﺩﺭ ﺻﻮﺭﺕ ﻟـﺰﻭﻡ‬ ‫‪-‬‬
‫ﺍﻗﺪﺍﻣﺎﺕ ﺍﺻﻼﺣﻲ ﺭﺍ ﺍﻏﺎﺯ ﻛﻨﻴﻢ‪.‬‬
‫ﻛﺎﺭﻛﻨﺎﻥ ﺭﺍ ﺩﺭ ﺟﺮﻳﺎﻥ ﭘﻴﺸﺮﻓﺖ ﺍﻣﻮﺭ ﻗﺮﺍﺭ ﺑﺪﻫﻴﻢ‪.‬‬ ‫‪-‬‬
‫ﺍﺛﺮ ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺭﺍ ﺩﺭ ﺍﻭﻟﻴﻦ ﻓﺮﺻﺖ ﻣﻨﺎﺳﺐ ﺍﺭﺯﻳﺎﺑﻲ ﻛﻨﻴﻢ ﻭ ﺑـﻪ ﻫـﺮ ﻣـﺸﻜﻠﻲ ﻛـﻪ‬ ‫‪-‬‬
‫ﻫﻨﮕﺎﻡ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺑﺮﻭﺯ ﻣﻲﻛﻨﺪ‪ ،‬ﺭﺳﻴﺪﮔﻲ ﻛﻨﻴﻢ‪.‬‬