١

 
‫اﻟﺘﺤﻠﻴﻞ اﻟﺮﺑﺎﻋﻰ‬
SWOT Analysis

   ..

 
  –  

‫ﺟﺎﻣﻌﺔ اﻟﻤﻨﺼﻮرة‬
‫اﻟﻤﻨﺼﻮرة‬ ‫ﺟﺎﻣﻌﺔ‬
 
 

 





 

 

 
 
 ‫‪  ‬‬
‫‪5‬‬
‫ﺘﺤﻘﻴﻕ ﺍﻟﺫﺍﺕ‬
‫ﺘﻨﻤﻴﺔ ﻭﺍﺜﺒﺎﺕ ﺍﻟﺫﺍﺕ‬

‫‪4‬‬ ‫ﺍﻟﺤﺎﺠﺔ ﻟﻠﺘﻘﺩﻴﺭ‬

‫ﺍﺤﺘﺭﺍﻡ ﺍﻟﺫﺍﺕ‪ ،‬ﺍﻻﻋﺘﺭﺍﻑ ﻤﻥ ﺍﻵﺨﺭﻴﻥ‬
‫ﺍﻟﺤﺎﺠﺎﺕ ﺍﻻﺠﺘﻤﺎﻋﻴﺔ‬
‫‪3‬‬ ‫)ﺍﻟﺸﻌﻭﺭ ﺒﺎﻻﻨﺘﻤﺎﺀ‪ ،‬ﺍﻟﺤﺏ (‬

‫‪2‬‬ ‫ﺍﻟﺤﺎﺠﺔ ﻟﻸﻤﻥ‬

‫)ﺍﻻﻤﺎﻥ‪ ،‬ﺍﻟﺤﻤﺎﻴﺔ(‬
‫ﺍﻟﺤﺎﺠﺎﺕ ﺍﻻﺴﺎﺴﻴﺔ‬
‫‪1‬‬ ‫)ﺍﻟﻁﻌﺎﻡ‪ ،‬ﺍﻟﻤﺎﺀ‪ ،‬ﺍﻟﺴﻜﻥ (‬


 .١
  .٢
    .٣
   .٤
‫ﻣﻌﺎﻳﻴﺮ اﻟﻘﺪرة اﻟﻤﺆﺳﺴﻴﺔ‬
‫ﻣﻌﺎﻳﻴﺮ اﻟﻔﺎﻋﻠﻴﺔ اﻟﺘﻌﻠﻴﻤﻴﺔ‬
  
  
 
()

 

  

    

 

   

 
  
(SMART) …………………   
Specific  -
Measurable   -
Attainable   -
Realistic  -
Timely   -


  



 
  
 


 
 
 

  
 
:: 

:   – 

‫ﻟﻠﻤﺆﺳﺴﺔاﻟﺘﻌﻠﻴﻤﻴﺔ‬
‫اﻟﺘﻌﻠﻴﻤﻴﺔ‬ ‫اﻟﻤﺆﺳﺴﻴﺔﻟﻠﻤﺆﺳﺴﺔ‬
‫اﻟﻘﺪرةاﻟﻤﺆﺳﺴﻴﺔ‬
‫ﺗﻄﻮﻳﺮاﻟﻘﺪرة‬
‫ﺗﻄﻮﻳﺮ‬
 
:: 

:   –  


 






::



:(   ) –  


 



 ?..  

  

 


‫أﻳﻦ ﻧﺮﻳﺪ‬ ‫أﻳﻦ ﻧﺤـــﻦ اﻵن‬

S.W.O.T
‫اﻟﻮﺻﻮل؟‬

   
?
        
.    

       :  

          

  
 
    
  (46)      

   
       
     
  
 
    
  



  
  
    
     
 
  
 
    
  
 
  
  (47)
  
  
    
  
 
  
  (48) 
 
 
 
  
....  "(49) 
 
 
    
  
 
 ‫إذا آﺎن اﻟﻬﺪف هﻮ اﻟﻨﻬﺎﻳﺔ‬
‫اﻟﻤﻄﻠﻮب اﻟﻮﺻﻮل إﻟﻴﻬﺎ ﻓﺈن‬
‫اﻻﺳﺘﺮاﺗﻴﺠﻴﺔ هﻲ اﻟﻄﺮﻳﻖ‬
‫اﻟﻤﻮﺻﻞ إﻟﻰ هﺬﻩ اﻟﻨﻬﺎﻳﺔ‪.‬‬
????  
 ‫‪:  ‬‬

‫أﻳﻦ ﻧﺤﻦ اﻵن؟‬

‫آﻴﻒ ﻧﺼﻞ اﻟﻰ ﻣﺎ ﻧﺮﻳﺪ؟‬

‫أﻳﻦ ﻧﻮد أن ﻧﻜﻮن؟‬

‫‪١٦‬‬
 ‫اﻟﺘﺨﻄﻴﻂ اﻻﺳﺘﺮاﺗﻴﺠﻲ‬

‫إﻟﻰ أﻳﻦ ﻧﺬهﺐ ؟‬ ‫آﻴــــﻒ ؟‬ ‫أﻳﻦ ﻧﺤﻦ اﻵن ؟‬

‫اﻟﺘﺨﻄﻴﻂ‬ ‫ﺗﺤﻠﻴﻞ اﻟﻮﺿﻊ‬

‫اﻟﺮؤﻳــــــﺔ‬ ‫اﻻﺳﺘﺮاﺗﻴﺠﻲ‬ ‫اﻟﺮاهﻦ‬
 ?  

       

)      
.      ( 
 ‫‪     ‬‬
‫‪‬‬

‫اﻻدارة اﻻﺳﺘﺮاﺗﻴﺠﻴﺔ ﺗﻬﺘﻢ ﺑﺎﻟﻌﻤﻴﻞ‬ ‫اﻻدارة اﻟﻌﺎدﻳﺔ ﺗﻬﺘﻢ ﺑﺎﻟﻤﻨﻈﻤﺔ‬

‫واﻟﺒﻴﺌﺔ اﻟﺨﺎرﺟﻴﺔ ‪.‬‬ ‫ﻣﻦ اﻟﺪاﺧﻞ ‪.‬‬

‫وﻣﻔﻬﻮم اﻹدارة اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ ﻟﻢ ﻳﻄﺒﻖ ﻓﻲ‬

‫اﻟﻌﺎﻟﻢ اﻟﻌﺮﺑﻲ واﻹﺳﻼﻣﻲ إﻻ ﻓﻲ اﻟﺴﻨﻮات اﻟﻘﻠﻴﻠﺔ‬
‫اﻟﻤﺎﺿﻴﺔ وﻟﻜﻨﻪ ﻃﺒﻖ وﻻ ﻳﺰال ﻳﻄﺒﻖ ﺑﺸﻜﻞ‬
‫أﺳﺎﺳﻲ ﻓﻲ ﻣﻌﻈﻢ ﺑﻠﺪان اﻟﻌﺎﻟﻢ اﻟﻤﺘﻘﺪم ‪.‬‬
  

    

    
     
    
  
  /
 :  
   •
 ™    •
:  :   ™ 
        •
.      .   •
:    ™
   
.  
. /    ™ : ™
:   ™
. –  –  – 
.     ™
:  
.      ™
.   ™
.     ™
.  ™
.   ™
. ™
........     ™
.  ™
 
 

Analysis
Analysis of
of Environment
Environment

‫ﻳﻘﺼﺪ ﺑﺎﻟﺒﻴﺌﺔ‬
      
         
.  
 
 

Analysis
Analysis of
of Environment
Environment
( )
       
      
       
.   
( )
       
      
.   
 ‫اﻟﺘﺤﻠﻴﻞ اﻟﺒﻴﺌﻰ‬
SWOT Analysis

:   „

     Weakness „

،     Strengths „

:   „

        Opportunities „

.       Threats „

 SWOT ‫آﻴﻒ ﻧﺸﺄت‬

  Sun-Tzu      „

‘Art of War  
“Know your enemy,   „

know yourself,   „

your victory will not be .    „

threatened.”
 SWOT ‫آﻴﻒ ﻧﺸﺄت‬

„ Stanford Research Institute from 1960-1970.

Funded by fortune 500 companies.
.‫اراد اﻟﻘﺎﺋﻤﻴﻦ ﻋﻠﻰ هﺬا اﻟﻤﻌﻬﺪ ﻣﻌﺮﻓﺔ اﺳﺒﺎب ﻓﺸﻞ آﻞ ﻣﺎ ﺧﻄﻂ ﻟﻪ‬ „

.‫ ﺷﺮآﺔ‬١١٠٠ ‫ ﻣﺪﻳﺮ اﻧﺘﺎج ﻓﻰ‬٥٠٠٠ ‫ ( ﻟﺤﻮاﻟﻰ‬٢٥٠ ) ‫اﺳﺘﺒﻴﺎﻧﺎت‬ „

..................... ‫و ﻣﻦ ﺛﻢ آﺎﻧﺖ‬ „

SWOT

Credited to Albert Humphrey leader of

Stanford project 1960-1970
 SWOT  

        „

.
         „
          
.  
         „
.   ............ 
.         „

  ........         
.       ...........  
 ‫‪?   ‬‬

‫ﻻ ﻳﻨﺒﻐﻰ اﺟﺮاء ﺗﺤﻠﻴﻞ ﺑﻴﺌﻰ واﺣﺪ ﻟﻤﺆﺳﺴﺔ آﺒﻴﺮة‪.‬‬ ‫‪.١‬‬

‫اﻟﺒﺤﺚ ﺑﺪﻗﺔ و إﺗﻘﺎن ﻟﻠﺤﺼﻮل ﻋﻠﻰ ﻣﻌﻠﻮﻣﺎت ﻋﻦ ﺟﻤﻴﻊ‬ ‫‪.٢‬‬

‫اﻟﻤﻨﺎﻓﺴﻴﻦ ﻓﻰ ﺷﺘﻰ اﻟﻤﺠﺎﻻت‪......‬ﺛﻢ ﻗﺎرن ‪ ......‬وﺣﺪد‬
‫ﻣﺴﺘﺨﺪﻣﺎ ‪ .......‬اﺳﻮء ﻣﻦ ‪ ......‬اﺣﺴﻦ ﻣﻦ‪.‬‬
‫ﺗﻌﺎون ﻣﻊ آﻞ اﻟﻤﺆﺳﺴﺎت اﻟﺘﻰ ﺗﺸﺎرآﻚ ﻧﻔﺲ اﻟﻬﻤﻮم‪.‬‬ ‫‪.٣‬‬

‫اﻟﻨﻈﺮ اﻟﻰ اﻷﺳﺒﺎب و ﻟﻴﺲ اﻟﻨﺘﺎﺋﺞ‪.‬‬ ‫‪.٤‬‬

‫ﻳﺠﺐ ان ﺗﻔﺮق ﺑﻴﻦ ﻣﺎ اﻧﺖ ﻋﻠﻴﺔ اﻟﻴﻮم و ﻣﺎ ﺗﺮﻳﺪ ان ﺗﻜﻮن‬ ‫‪.٥‬‬

‫ﻋﻠﻴﺔ ﻓﻰ اﻟﻤﺴﺘﻘﺒﻞ‪.‬‬
 ‫‪?   ‬‬

‫آﻦ دﻗﻴﻖ ﻓﻰ ﺗﺤﺪﻳﺪ اﻟﻨﻘﺎط وﺗﺠﻨﺐ اﻟﺘﺪاﺧﻼت‪.‬‬ ‫‪.١‬‬

‫ﺣﺪد رؤﻳﺔ ﺟﻤﻴﻊ اﻟﻤﺴﺘﻔﻴﺪﻳﻦ ‪ .....‬ﻓﻰ ﻣﺆﺳﺴﺘﻚ‪:‬‬ ‫‪.٢‬‬
‫وﺟﻬﺔ ﻧﻈﺮهﻢ ﻋﻦ اداء اﻟﻤﺆﺳﺴﺔ‬ ‫‪.١‬‬
‫رأﻳﻬﻢ ﻓﻰ اﻟﺨﺮﻳﺠﻴﻦ و ﻧﻮﻋﻴﺎﺗﻬﻢ و ﺗﺨﺼﺼﺎﺗﻬﻢ و آﻞ ﻣﺎ هﻮ‬ ‫‪.٢‬‬
‫ﻣﺘﻌﻠﻖ ﺑﻬﻢ‪.‬‬
‫ﻣﺎ ﻣﺪى اهﻤﻴﺔ آﻞ ﻣﺎ ﺳﺒﻖ ﻟﻬﻢ‪.‬‬ ‫‪.٣‬‬

‫ﻳﺠﺐ ان ﻳﻜﻮن اﻟﺘﺤﻠﻴﻞ ﺑﺴﻴﻂ و ﻗﺼﻴﺮ ‪ ......‬ﺗﺠﻨﺐ اﻟﺘﻌﻘﻴﺪ‬ ‫‪.٣‬‬

‫‪       ‬‬

‫‪‬‬
  
SWOT Analysis

   

   

(O) 
(T)

   


(W) (S) 
 ‫اوﻻ‪::‬‬
‫اوﻻ‬
‫ﺗﺤﻠﻴﻞ اﻟﺒﻴﺌﺔ‬
‫اﻟﺒﻴﺌﺔ‬ ‫ﺗﺤﻠﻴﻞ‬
‫اﻟﺪاﺧﻠﻴﺔ‬
‫اﻟﺪاﺧﻠﻴﺔ‬
  
What do we do well
.         „

         „

.       
.    „

-----      

     

-        •

.         •
.    
       
: 

          

        
.     

:    

 
 
 
  
  
.      
 ?    

?    „

• What are your ?         „

advantages?
• What do you do
?      „

well?        „

• What relevant
resources do you
? 
have?       „
• What do other ?  
people see as your
strengths?
  
What is wrong now

     :   

.       „
         „
. 
        
: 

          
.           

.  

    
.         
    
.        
()          

‫اﻟﺴﻠﺒﻲﻋﻋﻠﻰﻠﻰﻧﻤﻮ‬
‫ﻧﻤﻮ‬ ‫اﻟﺘﺄﺛﻴﺮاﻟﺴﻠﺒﻲ‬
‫وذاتاﻟﺘﺄﺛﻴﺮ‬
‫وذات‬،،‫اﻟﻤﺸﺎﺑﻬﺔ‬
‫اﻟﻤﺸﻜﻼتاﻟﻤﺸﺎﺑﻬﺔ‬
‫اﻟﺠﻮاﻧﺐأوأواﻟﻤﺸﻜﻼت‬
‫ﻣﻦاﻟﺠﻮاﻧﺐ‬
‫ذﻟﻚﻣﻦ‬
‫وﻏﻴﺮذﻟﻚ‬
‫وﻏﻴﺮ‬
.‫اﻟﺘﻌﻠﻴﻤﻴﺔوﺳﻤﻌﺘﻬﺎ‬
.‫وﺳﻤﻌﺘﻬﺎ‬ ‫اﻟﻤﺆﺳﺴﺔاﻟﺘﻌﻠﻴﻤﻴﺔ‬
‫اﻟﻤﺆﺳﺴﺔ‬
 ‫آﻴﻒ ﻳﺘﻢ ﺗﺤﺪﻳﺪ ﻧﻘﺎط اﻟﻀﻌﻒ‬

‫ﻣﺎذا ﻳﻔﻌﻞ ﺑﺴﻮء ؟‬ ‫„‬

‫ﻣﺎ اﻟﺸﻲء اﻟﺬى ﻳﻤﻜﻦ ﺗﺤﺴﻴﻨﻪ ؟‬ ‫„‬

‫?‪What do you do badly‬‬
‫‪What could you‬‬
‫ﻣﺎ اﻟﺸﻲء اﻟﺬى ﻳﻤﻜﻦ ﺗﺠﻨﺒﻪ؟‬ ‫„‬

‫?‪improve‬‬
‫‪What should you‬‬
‫?‪avoid‬‬

‫هﻞ اى ﻣﻦ ﻣﻨﺎﻓﺴﻴﻚ ﻳﻔﻌﻞ ﻣﺎ هﻮ اﻓﻀﻞ ﻣﻨﻚ‪....‬‬

‫ﻻﺑﺪ ان ﺗﻜﻮن واﻗﻌﻴﺎ و ﺗﻮاﺟﻪ اى ﺣﻘﻴﻘﺔ ﻣﺮة‬
 ‫ﺛﺎﻧﻴﺎ‪::‬‬
‫ﺛﺎﻧﻴﺎ‬
‫ﺗﺤﻠﻴﻞ اﻟﺒﻴﺌﺔ‬
‫اﻟﺒﻴﺌﺔ‬ ‫ﺗﺤﻠﻴﻞ‬
‫اﻟﺨﺎرﺟﻴﺔ‬
‫اﻟﺨﺎرﺟﻴﺔ‬
  
Analysis of External Environment

:(PEST)   

(Political and Legal   .١
forces)
(Economic)  .١
(Social)   .٢
(Technological) ‫ اﻟﺘﻜﻨﻮﻟﻮﺟﻴﺔ‬.٣
:  
.  .١
.   .٢
   .٣
 
What possibilities exist

  )        

        (   
.           

: 
:       -
 .. .  -

  - ----     -

 :   

:   

   •

       •
   
      •
. 

:        •

          •
? 
 ‫آﻴﻒ ﻳﺘﻢ ﺗﺤﺪﻳﺪ اﻟﻔﺮص‬

‫ﻣﺎ هﻰ اﻟﻔﺮص اﻟﺠﻴﺪة اﻟﻤﺘﺎﺣﺔ ﻟﻚ؟‬ .١

1. Where are the good
opportunities facing you?
‫ﻣﺎ هﻮ اﺗﺠﺎﻩ اﻟﻤﺆﺳﺴﺔ ؟‬ .٢
2. What are the interesting
trend you are aware of?
: ‫اﻟﻔﺮص اﻟﺠﻴﺪة ﺗﺄﺗﻰ ﻣﻦ‬ .٣
3. Useful opportunities can
come from such things as:
1. Changes in technology .‫اﻟﺘﻐﻴﺮات اﻟﺘﻜﻨﻮﻟﻮﺟﻴﺔ‬ .١
2. Changes in
government policy
.‫اﻟﺘﻐﻴﺮات اﻟﺴﻴﺎﺳﺎت اﻟﺤﻜﻮﻣﻴﺔ‬ .٢
3. Changes in .‫اﻟﺘﻐﻴﺮات ﻓﻰ هﻴﻜﻞ اﻟﻤﺆﺳﺴﺔ‬ .٣
organizational
structure .‫اﻟﺘﻐﻴﺮات اوﻟﻮﻳﺎت اﻟﻌﻤﻞ‬ .٤
4. Changes in business
priorities?
 :‫أﻣﺜﻠﺔ ﻟﻠﻔﺮص ﻟﻤﺆﺳﺴﺎت اﻟﺘﻌﻠﻴﻢ اﻟﻌﺎﻟﻲ‬

.     .١

        .٢

.  

          .٣

 /  /  /   
. / 

.           .٤

           .٥

     
 
What can go wrong

.. 

 
 




: -
:      
 .. . 
 
     

       

.        

:        

?       

         
? 
    

„ What obstacles
do you face?
„ What is your ‫ﻣﺎ هﻰ اﻟﻤﺨﺎﻃﺮ و اﻟﻤﻌﻮﻗﺎت اﻟﺘﻰ ﺗﻮاﺟﻬﻚ؟‬ „
competition
doing? ‫ﻣﺎ هﻮ ﻣﺮدود اﻟﺘﻨﺎﻓﺲ؟‬ „
„ Is changing
technology ‫هﻞ اﻟﺘﻐﻴﺮات اﻟﺘﻜﻨﻮﻟﻮﺟﻴﺔ ذات ﺗﺄﺛﻴﺮ ﺳﻠﺒﻰ؟‬ „
threatening your
position? ‫هﻞ هﻨﺎك ﻣﺸﺎآﻞ ﻣﺎﻟﻴﺔ؟‬ „
Do you have bad
„
debt or cash- ‫هﻞ اى ﻣﻦ اوﺟﺔ اﻟﻀﻌﻒ ﻋﻨﺪك ﺗﻬﺪد ﻣﺆﺳﺴﺘﻚ؟‬ „
flow problems?
„ Could any of
your weaknesses
seriously
threaten your
business?
 :‫أﻣﺜﻠﺔ اﻟﺘﻬﺪﻳﺪات ﻟﻤﺆﺳﺴﺎت اﻟﺘﻌﻠﻴﻢ اﻟﻌﺎﻟﻲ‬

.   .١

(   )       .٢
          .٣
. 
.         .٤
.       .٥
.       .٦
.      .٧
.      .٨
)         .٩
.(     
 ‫اﻟﻤﺤﻴﻄﺔ ﺑﺎﻟﻤﺆﺳﺴﺔ‬
‫ﺑﺎﻟﻤﺆﺳﺴﺔ‬ ‫اﻟﺒﻴﺌﺔ اﻟﻤﺤﻴﻄﺔ‬
‫اﻟﺒﻴﺌﺔ‬
‫اﻹﻗﺘﺼﺎدﻳﺔ‪::‬‬
‫اﻟﺒﻴﺌﺔاﻹﻗﺘﺼﺎدﻳﺔ‬
‫اﻟﺒﻴﺌﺔ‬
‫واﻟﺜﻘﺎﻓﻴﺔ‪::‬‬
‫اﻻﺟﺘﻤﺎﻋﻴﺔواﻟﺜﻘﺎﻓﻴﺔ‬
‫اﻟﺒﻴﺌﺔاﻻﺟﺘﻤﺎﻋﻴﺔ‬
‫اﻟﺒﻴﺌﺔ‬
‫اﻟﻘﻮﻣﻲاﻹﺟﻤﺎﻟﻲ‬
‫اﻟﻨﺎﺗﺞاﻟﻘﻮﻣﻲ‬
‫‪ .١‬اﻟﻨﺎﺗﺞ‬‫‪.١‬‬
‫وﻗﻴﻢاﻟﻤﺠﺘﻤﻊ‬
‫اﺗﺠﺎهﺎتوﻗﻴﻢ‬
‫‪ .١‬اﺗﺠﺎهﺎت‬‫‪.١‬‬ ‫اﻹﺟﻤﺎﻟﻲ‬
‫اﻟﻤﺠﺘﻤﻊ‬ ‫اﻟﺪﺧﻞاﻟﻔﺮدي‬
‫ﻣﺘﻮﺳﻂاﻟﺪﺧﻞ‬
‫‪ .٢‬ﻣﺘﻮﺳﻂ‬ ‫‪.٢‬‬
‫اﻟﻌﻤﺮﻳﺔﻟﻠﺴﻜﺎن‬
‫اﻷﻧﻤﺎطاﻟﻌﻤﺮﻳﺔ‬ ‫‪.٢‬‬
‫‪ .٢‬اﻷﻧﻤﺎط‬ ‫اﻟﻔﺮدي‬
‫ﻟﻠﺴﻜﺎن‬ ‫اﻟﻤﺮﺗﺒﺎتواﻷﺟﻮر‬
‫ﻣﺴﺘﻮﻳﺎتاﻟﻤﺮﺗﺒﺎت‬
‫‪ .٣‬ﻣﺴﺘﻮﻳﺎت‬ ‫‪.٣‬‬
‫ﻗﻮةاﻟﻌﻤﻞ‬
‫ﺗﺮآﻴﺐﻗﻮة‬
‫‪ .٣‬ﺗﺮآﻴﺐ‬‫‪.٣‬‬ ‫واﻷﺟﻮر‬
‫اﻟﻌﻤﻞ‬ ‫ﻟﻼدﺧﺎرواﻻﺳﺘﻬﻼك‬
‫اﻟﻤﻴﻞﻟﻼدﺧﺎر‬ ‫‪.٤‬‬
‫‪ .٤‬اﻟﻤﻴﻞ‬
‫ﻗﻴﻤﺔاﻟﻌﻤﻞ‬ ‫‪.٤‬‬
‫‪ .٤‬ﻗﻴﻤﺔ‬ ‫واﻻﺳﺘﻬﻼك‬
‫اﻟﻌﻤﻞ‬ ‫ﻣﻌﺪﻻتاﻟﻔﺎﺋﺪة‬
‫‪ .٥‬ﻣﻌﺪﻻت‬ ‫‪.٥‬‬
‫‪.٥‬‬
‫‪ .٥‬اﻟﻤﻌﺘﻘﺪات‬ ‫اﻟﻔﺎﺋﺪة‬
‫اﻟﻤﻌﺘﻘﺪات‬ ‫‪ .٦‬اﻟﺘﻀﺨﻢ‬ ‫‪.٦‬‬
‫ﻧﺤﻮاﻟﺼﻨﺎﻋﺔ‬ ‫اﻟﻤﺠﺘﻤﻊﻧﺤﻮ‬
‫اﺗﺠﺎهﺎتاﻟﻤﺠﺘﻤﻊ‬
‫‪ .٦‬اﺗﺠﺎهﺎت‬‫‪.٦‬‬ ‫اﻟﺘﻀﺨﻢ‬
‫اﻟﺼﻨﺎﻋﺔ‬ ‫ﻣﺴﺘﻮﻳﺎتاﻟﺒﻄﺎﻟﺔ‬
‫‪ .٧‬ﻣﺴﺘﻮﻳﺎت‬ ‫‪.٧‬‬
‫ﻣﺘﻮﺳﻂاﻟﻌﻤﺮ‬
‫‪ .٧‬ﻣﺘﻮﺳﻂ‬ ‫‪.٧‬‬ ‫اﻟﺒﻄﺎﻟﺔ‬
‫اﻟﻌﻤﺮ‬ ‫واﻟﻤﻮاداﻟﺨﺎم‬
‫اﻟﻄﺎﻗﺔواﻟﻤﻮاد‬ ‫‪.٨‬‬
‫‪ .٨‬اﻟﻄﺎﻗﺔ‬
‫اﻟﺘﻮزﻳﻊاﻟﺠﻐﺮاﻓﻲ‬ ‫‪.٨‬‬
‫‪ .٨‬اﻟﺘﻮزﻳﻊ‬ ‫اﻟﺨﺎم‬
‫اﻟﺠﻐﺮاﻓﻲ‬
‫اﻟﺒﻴﺌﺔاﻟﺘﻜﻨﻮﻟﻮﺟﻴﺔ‬
‫اﻟﺘﻜﻨﻮﻟﻮﺟﻴﺔ‬ ‫اﻟﺒﻴﺌﺔ‬ ‫اﻟﺴﻴﺎﺳﻴﺔواﻟﻘﺎﻧﻮﻧﻴﺔ‬
‫واﻟﻘﺎﻧﻮﻧﻴﺔ‬ ‫ﺑﻴﺌﺔاﻟﺴﻴﺎﺳﻴﺔ‬
‫ﺑﻴﺌﺔ‬
‫اﻟﻌﻠﻤﻴﺔواﻟﺘﺠﺪﻳﺪات‬
‫واﻟﺘﺠﺪﻳﺪات‬ ‫اﻻآﺘﺸﺎﻓﺎتاﻟﻌﻠﻤﻴﺔ‬ ‫‪.١‬‬
‫‪ .١‬اﻻآﺘﺸﺎﻓﺎت‬ ‫اﻟﻨﻈﺎماﻟﺴﻴﺎﺳﻲ‬
‫اﻟﺴﻴﺎﺳﻲ‬ ‫‪.١‬‬
‫‪ .١‬اﻟﻨﻈﺎم‬
‫اﻟﺘﻜﻨﻮﻟﻮﺟﻴﺔﻓﻲ‬
‫ﻓﻲاﻟﺒﺤﺚ‬
‫اﻟﺒﺤﺚ‬ ‫اﻟﺘﻄﻮراتاﻟﺘﻜﻨﻮﻟﻮﺟﻴﺔ‬ ‫‪.٢‬‬
‫‪ .٢‬اﻟﺘﻄﻮرات‬ ‫اﻟﻤﺤﻠﻲواﻟﻘﻮﻣﻲ‬
‫واﻟﻘﻮﻣﻲ‬ ‫اﻟﻤﺴﺘﻮىاﻟﻤﺤﻠﻲ‬
‫ﻋﻠﻰاﻟﻤﺴﺘﻮى‬
‫اﻟﺘﺸﺮﻳﻌﺎتﻋﻠﻰ‬
‫‪ .٢‬اﻟﺘﺸﺮﻳﻌﺎت‬‫‪.٢‬‬
‫اﻟﺒﺤﺚواﻟﺘﻄﻮﻳﺮ‬
‫واﻟﺘﻄﻮﻳﺮ‬ ‫ﻋﻠﻰاﻟﺒﺤﺚ‬
‫اﻟﺤﻜﻮﻣﻲﻋﻠﻰ‬
‫اﻻﺗﻔﺎقاﻟﺤﻜﻮﻣﻲ‬ ‫‪.٣‬‬
‫‪ .٣‬اﻻﺗﻔﺎق‬ ‫اﻟﺴﻴﺎﺳﻴﺔواﻟﺘﺸﺮﻳﻌﻴﺔ‬
‫واﻟﺘﺸﺮﻳﻌﻴﺔ‬ ‫اﻻﺗﺠﺎهﺎتاﻟﺴﻴﺎﺳﻴﺔ‬
‫‪ .٣‬اﻻﺗﺠﺎهﺎت‬ ‫‪.٣‬‬
‫ﺗﺤﺴﻴﻦاﻹﻧﺘﺎﺟﻴﺔ‪.‬‬
‫اﻹﻧﺘﺎﺟﻴﺔ‪.‬‬ ‫‪ .٤‬ﺗﺤﺴﻴﻦ‬‫‪.٤‬‬ ‫ﺣﻤﺎﻳﺔاﻟﺒﻴﺌﺔ‬
‫اﻟﺒﻴﺌﺔ‬ ‫ﻗﻮاﻧﻴﻦﺣﻤﺎﻳﺔ‬ ‫‪.٤‬‬
‫‪ .٤‬ﻗﻮاﻧﻴﻦ‬
‫اﻟﺘﺠﺎرةاﻟﺨﺎرﺟﻴﺔ‬
‫اﻟﺨﺎرﺟﻴﺔ‬ ‫ﻗﻮاﻧﻴﻦاﻟﺘﺠﺎرة‬ ‫‪.٥‬‬
‫‪ .٥‬ﻗﻮاﻧﻴﻦ‬

‫‪٢٠٠٨‬‬ ‫ﺗﺤﻠﻴﻞ اﻷوﺿﺎع اﻟﻘﺎﺋﻤﺔ‪ .‬ﻓﺎرﺳﻴﻦ أﻏﺎﺑﻴﻜﺎن‬

     
:  

       

     
        
       
       
:    

?       

?    
 ‫ﺗﺸﺨﻴﺺ وﺗﻘﻴﻴﻢ‬
‫اﻷوﺿﺎع اﻟﺤﺎﻟﻴﺔ و اﻟﻤﺴﺘﻘﺒﻠﻴﺔ‬

‫دراﺳﺔ وﺗﺤﻠﻴﻞ اﻟﻤﺘﻐﻴﺮات اﻟﺒﻴﺌﻴﺔ )اﻟﺪاﺧﻠﻴﺔ واﻟﺨﺎرﺟﻴﺔ(‬

‫واﻟﻌﻮاﻣﻞ اﻟﺘﻨﻈﻴﻤﻴﺔ اﻟﺘﻲ ﺗﺆﺛﺮ ﻋﻠﻰ أداء اﻟﻤﺆﺳﺴﺔ اﻟﺘﻌﻠﻴﻤﻴﺔ أو‬
‫ﻗﺪرﺗﻬﺎ اﻟﺘﻨﺎﻓﺴﻴﺔ‬

‫‪SWOT :‬‬ ‫ﺑﺎﺳﺘﺨﺪام ﺗﺤﻠﻴﻞ‬

‫ ﻣﺠﻤﻮﻋﺎت‬٤ ‫ ﻣﻦ‬swot ‫ﻳﺘﻜﻮن ﺗﺤﻠﻴﻞ‬

  .١

  .٢

 .٣

 .٤
 .١

 .٢

 .٣

 .٤

 .٥
 ‫آﻴﻔﻴﺔ إﺟﺮاء ﺗﺤﻠﻴﻞ ‪SWOT‬‬

‫ﻳﺘﻢ ﻓﻰ ‪ ٨‬ﺧﻄﻮات اﺳﺎﺳﻴﺔ‬

‫ﻻﺑﺪ ﻣﻦ ﺗﺤﺪﻳﺪ اﻟﻌﻮاﻣﻞ اﻟﺪاﺧﻠﻴﺔ و اﻟﺨﺎرﺟﻴﺔ ﺑﺈﺗﻘﺎن‬
‫اآﺘﺐ اﻟﻔﺮص اﻟﺨﺎرﺟﻴﺔ‬ ‫‪.١‬‬
‫اآﺘﺐ اﻟﺘﻬﺪﻳﺪات اﻟﺨﺎرﺟﻴﺔ‬ ‫‪.٢‬‬
‫اآﺘﺐ ﻧﻘﺎط اﻟﻘﻮة داﺧﻞ اﻟﻤﺆﺳﺴﺔ‪.‬‬ ‫‪.٣‬‬
‫اآﺘﺐ ﻧﻘﺎط اﻟﻀﻌﻒ داﺧﻞ اﻟﻤﺆﺳﺴﺔ‬ ‫‪.٤‬‬
‫ﻧﺠﻤﻊ ﺑﻴﻦ ﻧﻘﺎط اﻟﻘﻮة و اﻟﻔﺮص ‪ ......‬اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ اﻟﻤﻨﺎﺳﺒﺔ ‪S-O strategies.‬‬ ‫‪.٥‬‬
‫ﻧﺠﻤﻊ ﺑﻴﻦ ﻧﻘﺎط اﻟﻀﻌﻒ و اﻟﻔﺮص‪ ......‬اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ اﻟﻤﻨﺎﺳﺒﺔ ‪W-O‬‬ ‫‪.٦‬‬
‫‪strategies.‬‬
‫‪ .٧‬ﻧﺠﻤﻊ ﺑﻴﻦ ﻧﻘﺎط اﻟﻘﻮة و اﻟﺘﻬﺪﻳﺪات ‪ ......‬اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ اﻟﻤﻨﺎﺳﺒﺔ ‪S-T‬‬
‫‪Strategies.‬‬
‫‪ .٨‬ﻧﺠﻤﻊ ﺑﻴﻦ ﻧﻘﺎط اﻟﻀﻌﻒ و اﻟﺘﻬﺪﻳﺪات ‪ ......‬اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ اﻟﻤﻨﺎﺳﺒﺔ ‪W-T‬‬
‫‪Strategies‬‬
  SWOT
 SWOT’s
(  )  SWOT
Filter (One version of the truth)
Strengths    
Strengths
Weaknesses
Weaknesses
 
Strengths Strengths Weaknesses
Weaknesses
Strengths Weaknesses
Strengths Weaknesses


Opportunities Strengths
Weaknesses
Opportunities Threats
P

Opportunities Threats Opportunities
Opportunities Threats Threats
Opportunities Threats
Threats
Opportunities
Threats

..................      •

 ........... ...........  ...   •
 •
.        •
It’s the people that make service happen!•
 ‫‪‬‬
‫‪ ‬‬
‫‪ ‬‬
‫‪‬‬
‫!‪Make it all people centric‬‬

‫ﻧﻘﺎط اﻟﻀﻌﻒ‬ ‫ﻧﻘﺎط اﻟﻘﻮة‬

‫أي ﻋﺎﻣﻞ ﻣﻦ داﺧﻞ اﻟﻤﻨﻈﻮﻣﺔ‬
‫أي ﻋﺎﻣﻞ ﻣﻦ داﺧﻞ اﻟﻤﻨﻈﻮﻣﺔ‬
‫ﻳﺆﺛﺮ ﻓﻴﻬﺎ وﻳﻤﻜﻦ اﺳﺘﺨﺪاﻣﻪ‬
‫وﻳﺆﺛﺮ ﻓﻴﻬﺎ ﺳﻠﺒﻴ ًﺎ‪.‬‬
‫‪P‬‬ ‫ﻓﻲ ﺗﺤﻘﻴﻖ أهﺪاف اﻟﺨﻄﺔ ‪.‬‬

‫اﻟﻔﺮص‬
‫اﻟﺘﻬﺪﻳﺪات‬ ‫أي ﻋﺎﻣﻞ ﻣﻦ ﺧﺎرج اﻟﻤﻨﻈﻮﻣﺔ ﻳﺆﺛﺮ‬
‫أي ﻋﺎﻣﻞ ﻣﻦ ﺧﺎرج اﻟﻤﻨﻈﻮﻣﺔ‬ ‫ﻓﻴﻬﺎ ﺑﺸﻜﻞ إﻳﺠﺎﺑﻲ وﻳﻤﻜﻦ‬
‫وﻳﺆﺛﺮ ﻓﻴﻬﺎ ﺑﺸﻜﻞ ﺳﻠﺒﻲ ‪.‬‬ ‫اﺳﺘﺨﺪاﻣﻪ ﻓﻲ ﺗﺤﻘﻴﻖ أهﺪاف اﻟﺨﻄﺔ‪.‬‬
 SWOT ‫ﻣﺼﻔﻮﻓﺔ‬

Minimize//avoid
Minimize avoid

Internal Analysis
‫ﻧﻘﺎط اﻟﻘﻮة‬ ‫ﻧﻘﺎط اﻟﻀﻌﻒ‬




match
match


External Analysis


‫اﻟﻔﺮص‬ ‫اﻟﺘﻬﺪﻳﺪات‬

Minimize//avoid
Minimize avoid
 TOWS ‫ﻣﺼﻔﻮﻓﺔ‬

STRENGTHS WEAKNESSES
List strengths List weaknesses
   
OPPORTUNITIES SO STARTEGY WO STRATEGY
List opportunities Use S to take Overcome W by taking
advantage of O advantage of O
       
     
THREATS ST STARTEGY WT STRATEGY
List threats Use S to avoid T (turnover strategy)
   Minimize W & avoid T
      
 
 ‫‪SWOT strategies‬‬

‫‪S-O strategies:‬‬
‫ﺗﺴﺘﺨﺪم اﻟﻔﺮص اﻟﻤﺘﺎﺣﺔ ﻟﺰﻳﺎدة اﻟﻘﻮى ﻟﺪى ﻟﻠﻤﺆﺳﺴﺔ‬
‫‪S-T strategies:‬‬
‫ﺗﺴﺘﺨﺪم اﻟﻨﺠﺎح ﻟﻠﺤﺪ ﻣﻦ اﻟﺘﻬﺪﻳﺪات‬
‫‪W-O strategies:‬‬
‫ﺗﺴﺘﺨﺪم اﻟﻔﺮص اﻟﻤﺘﺎﺣﺔ ﻓﻰ ﻣﻌﺎﻟﺠﺔ ﻧﻘﺎط اﻟﻀﻌﻒ‬
‫‪W-T strategies:‬‬
‫ﺗﺤﺪ ﻣﻦ ﻧﻘﺎط اﻟﻀﻌﻒ وﺗﺘﺠﻨﺐ ا ﻟﺘﻬﺪﻳﺪات‬
 TOWS 

(W)   (S)   

١٠-٥ ‫ﺿﻊ ﻗﺎﺋﻤﺔ ﻣﻦ‬ ‫ﺿﻊ ﻗﺎﺋﻤﺔ ﻣﻦ‬ 
‫ﻣﺠﺎﻻت ﺿﻌﻒ داﺧﻠﻴﺔ‬ ‫ ﻣﺠﺎﻻت ﻗﻮة داﺧﻠﻴﺔ‬١٠-٥ 
‫ﻓﻲ هﺬا اﻟﻤﻜﺎن‬ ‫ﻓﻲ هﺬا اﻟﻤﻜﺎن‬ 
 

  (O) 

    ‫ﺿﻊ ﻗﺎﺋﻤﺔ ﻣﻦ‬
‫ ﻓﺮص ﺧﺎرﺟﻴﺔ ﻓﻲ هﺬا‬١٠-٥
‫اﻟﻤﻜﺎن‬
  (T) 
   ‫ﺿﻊ ﻗﺎﺋﻤﺔ ﻣﻦ‬
‫ ﺗﻬﺪﻳﺪا ﺧﺎرﺟﻴﺔ ﻓﻲ هﺬا‬١٠-٥
‫اﻟﻤﻜﺎن‬
 ‫اﻟﻨﺘﺎﺋﺞ‬

‫ﻗﺎﺋﻤﺔ ﻣﻦ اﻹﺳﺘﺮاﺗﺠﻴﺎت‪.‬‬ ‫‪.١‬‬

‫ﺗﺤﺪﻳﺪ ﻣﺪى ﺗﺄﺛﻴﺮ اﻟﻌﻮاﻣﻞ اﻟﻤﺨﺘﻠﻔﺔ اﻟﻤﺤﺪدة ﻓﻰ اﻟﺘﺤﻠﻴﻞ و ﻣﻦ ﺛﻢ‬ ‫‪.٢‬‬
‫وﺿﻊ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ اﻟﻤﻨﺎﺳﺒﺔ ﻟﻠﺘﻄﺒﻴﻖ‪.‬‬
‫ﺗﻌﺘﺒﺮ اﺳﺘﺮاﺗﻴﺠﻴﺔ ‪ S-O‬هﻰ اﻧﺴﺐ اﻹﺳﺘﺮاﺗﺠﻴﺎت‪.‬‬ ‫‪.٣‬‬
‫إﻻ اﻧﻨﺎ ﻗﺪ ﻧﺤﺘﺎج ﻟﺘﻄﺒﻴﻖ اﺣﺪ اﻟﺜﻼث اﺳﺘﺮاﺗﻴﺠﻴﺎت اﻷﺧﺮى ﻟﻠﺘﻄﺒﻴﻖ‬ ‫‪.٤‬‬
‫ﺣﺘﻰ ﻳﺘﻢ اﻟﺘﻐﻠﺐ ﻋﻠﻰ ﻧﻘﺎط اﻟﻀﻌﻒ او ﻧﻌﺮف اﻟﺘﻬﺪﻳﺪ ﻗﺒﻞ ان ﻧﻄﺒﻖ‬
‫اﺳﺘﺮاﺗﻴﺠﻴﺔ ‪S-O‬‬
 ‫آﻴﻔﻴﺔ ﺗﺤﻮﻳﻞ ﺳﻮات اﻟﻰ ﺧﻄﺔ اﺳﺘﺮاﺗﻴﺠﻴﺔ‬
‫‪Turn NEGATIVES into POSITIVES‬‬

‫‪ .١‬ﺗﻘﻴﻢ ﻧﻘﺎط اﻟﻀﻌﻒ و اﻟﻘﻮة‪.‬‬

‫‪ .٢‬ﻗﺪم اﻟﺤﻠﻮل ﻟﻠﻤﺸﺎآﻞ اﻟﺘﻰ ﻳﺤﺘﺎج اﻟﻤﺴﺘﻔﻴﺪﻳﻦ اﻟﻰ ﺣﻠﻬﺎ‪.‬‬
‫‪ .٣‬ﺗﺤﻘﻴﻖ اﻷهﺪاف و اﻟﻐﺎﻳﺎت ﺑﺘﺤﻮﻳﻞ ﻧﻘﺎط اﻟﻘﻮة اﻟﻰ ﻗﺪرات ﺑﺎﺳﺘﺨﺪام‬
‫اﻟﻔﺮص اﻟﻤﺘﺎﺣﺔ‪.‬‬
‫‪ .٤‬ﻧﻘﺎط اﻟﻀﻌﻒ ﻳﻤﻜﻦ ﺗﺤﻮﻳﻠﻬﺎ اﻟﻰ ﻧﻘﺎط ﻗﻮة‪.............‬ﺗﺨﻄﻴﻂ‪.‬‬
‫‪ .٥‬اﻟﺘﻬﺪﻳﺪات ﻳﻤﻜﻦ ﺗﺤﻮﻟﻬﺎ ﻟﻔﺮص‪ ..........‬ﺑﺘﻘﺪﻳﻢ اﻟﺪﻋﻢ اﻟﻼزم‪.‬‬
‫‪ -‬ﻧﻘﺎط اﻟﻀﻌﻒ اﻟﺘﻰ ﻻ ﻳﻤﻜﻦ ﺗﺤﻮﻳﻠﻬﺎ ﺗﻌﺘﺒﺮ ﻧﻘﺎط ﻋﺠﺰ و ﻗﺼﻮر ﺑﺤﻴﺚ‬
‫ﻳﻤﻜﻦ ﺗﺨﻔﻴﻀﻬﺎ اﻟﻰ اﻗﺼﻰ ﻣﺎ ﻳﻤﻜﻦ إذا آﺎﻧﺖ ﻣﻠﺤﻮﻇﺔ‪.‬‬
 ‫آﻴﻔﻴﺔ اﻻﺳﺘﻔﺎدة ﻣﻦ ﻧﻘﺎط اﻟﻘﻮة واﻟﻔﺮص ﻟﻠﺘﻐﻠﺐ ﻋﻠﻰ ﻧﻘﺎط‬
‫اﻟﻀﻌﻒ واﻟﺘﻬﺪﻳﺪات‬

‫وﺟﻮد ﻋﺪد )‪ (٤٠‬ﻣﻦ اﻋﻀﺎء هﻴﺌﺔ‬ ‫ﺿﻌﻒ ﻣﺴﺘﻮى ﻋﺪد )‪ (٢٠‬ﻣﻦ اﻋﻀﺎء‬
‫اﻟﺘﺪرﻳﺲ اﻟﻤﺪرﺑﻴﻦ ﻋﻠﻰ ﺑﺮاﻣﺞ اﻟﻌﺮض‬ ‫هﻴﺌﺔ اﻟﺘﺪرﻳﺲ ﻓﻲ اﺳﺘﺨﺪام اﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ‬
‫اﻟﺤﺪﻳﺜﺔ‬ ‫اﻟﺤﺪﻳﺜﺔ ﻓﻲ اﻟﺘﺪرﻳﺲ‬

‫وﺟﻮد ﻋﺪد )‪ (٢‬ورﺷﺔ ﺣﺪﻳﺜﺔ‬ ‫وﺟﻮد ﻋﺠﺰ ﺑﻨﺴﺒﺔ ‪ % ٣‬ﻣﻦ اﻷﺛﺎث‬

‫اﻟﻤﺘﻬﺎﻟﻚ‬

‫وﺟﻮد ﻋﺪد )‪ (٢‬ﻣﻌﻤﻞ ﻣﺮآﺰى‬ ‫وﺟﻮد ﻋﺪد )‪ (١٣‬ﻣﻌﻤﻞ ﻏﻴﺮ ﻣﺠﻬﺰ‬

 ‫‪   ‬‬

‫• اﻟﺠﺰء اﻷول‪:‬‬
‫اﻟﺮؤﻳﺔ واﻟﺮﺳﺎﻟﺔ واﻷهﺪاف اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ ﻟﻠﻤﺆﺳﺴﺔ‪.‬‬ ‫•‬
‫اﻟﺘﺤﻠﻴﻞ اﻟﺒﻴﺌﻲ ﺑﺎﺳﺘﺨﺪام أﺳﻠﻮب )‪(SWOT‬‬ ‫•‬

‫اﻟﺠﺰء اﻟﺜﺎﻧﻲ‪:‬‬ ‫•‬

‫ﺗﺤﻠﻴﻞ ﻟﻠﻔﺠﻮة ﺑﻴﻦ اﻟﻮﺿﻊ اﻟﺤﺎﻟﻲ واﻷهﺪاف اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬ ‫•‬
‫ﺻﻴﺎﻏﺔ اﻻﺳﺘﺮاﺗﻴﺠﻴﺎت اﻟﻤﻨﺎﺳﺒﺔ وﺗﺼﻤﻴﻢ اﻟﺨﻄﺔ اﻟﺘﻨﻔﻴﺬﻳﺔ‬ ‫•‬

‫ﻣﺎ ﺑﻌﺪ ﺗﺼﻤﻴﻢ اﻟﺨﻄﺔ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‪:‬‬ ‫•‬

‫اﻟﺘﻘﺪم ﻟﻤﺸﺮوع اﻟﺘﻄﻮﻳﺮ اﻟﻤﺴﺘﻤﺮ واﻟﺘﺄهﻴﻞ ﻟﻼﻋﺘﻤﺎد‬ ‫•‬
‫ﻣﺘﺎﺑﻌﺔ وﺗﻘﻮﻳﻢ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬ ‫•‬
 ‫‪Vision ‬‬

‫اﻟﺮؤﻳﺔ ﺗﻮﺿﺢ اﻻﺗﺠﺎﻩ واﻟﻬﺪف‪.‬‬

‫ﺣﻠﻢ أو ﺗﻤﻴﺰ ﻣﻄﻠﻮب ﺗﺤﻘﻴﻘﺔ وﺗﺠﻤﻊ اﻟﻨﺎس ﺣﻮل هﺪف ﻣﺸﺘﺮك‪.‬‬
‫اﻟﺮؤﻳﺔ اﻟﻨﺎﺟﺤﺔ ﺗﺘﻜﻮن ﺑﺎﻻﺣﺴﺎس واﻟﺸﻌﻮر واﻟﺘﻔﻜﻴﺮ اﻻﺑﺘﻜﺎري واﻻﺑﺪاﻋﻲ‪.‬‬

‫“‪        ‬‬

‫‪  -   - ‬‬
‫‪     ‬‬
‫ﺟﻮن آﻨﺪي ‪.١٩٦٠‬‬
 Mission 

:        

(77 :2000 )

.    :    -1

.  :   -2
.      :    -3
      :     -4
.
:    
        .١
.     
.       .٢
  

.    SWOT    .١

)       .٢

    

   ( 
(    ) 

.         .٣

 ‫‪ ‬‬

‫‪       ‬‬

‫‪         ‬‬
‫‪.  ‬‬

‫هﻲ اﻟﻔﺠﻮة اﻟﻘﺎﺋﻤﺔ ﺑﻴﻦ أداء اﻟﻤﻨﻈﻤﺔ ﻓﻲ‬

‫اﻟﻔﺘﺮة اﻟﺤﺎﻟﻴﺔ واﻷداء اﻟﻤﻄﻠﻮب ﻣﺴﺘﻘﺒﻼ ﻓﻲ‬
‫ﺿﻮء اﻷهﺪاف اﻟﺘﻲ ﺣﺪدﺗﻬﺎ‪،‬‬
‫هﻲ اﻟﻤﺴﺎﻓﺔ اﻟﺘﻲ ﺗﻔﺼﻞ ﺑﻴﻦ اﻟﻮﺿﻊ اﻟﺮاهﻦ‬
‫واﻟﻮﺿﻊ اﻟﻤﺮﻏﻮب ﻓﻴﻪ‪.‬‬
 ‫هﻨﺎ ﻧﺮﻳﺪ‬
‫أن ﻧﻜﻮن‬
‫ﻓﻲ‬
‫اﻻﺗﺠﺎﻩ‬ ‫‪٢٠٢٢‬‬
‫ﺣﻞ‬ ‫ﺑﺪون‬ ‫اﻟﻔﺠﻮة‬
‫اﻟﻤﺸﻜﻼت‬ ‫اﻟ‬
‫ﺗﺨﻄﻴﻂ‬
‫اﻟﻴﻮﻣﻴﺔ‬ ‫ز‬
‫ﺑﺪون‬ ‫ﻣ‬
‫ﺗﺨﻄﻴﻂ‬ ‫اﻟﻮﺿﻊ اﻟﺤﺎﻟﻲ‬
‫اﻟﺨﻄﺔ‬ ‫ن‬
‫ﻟﻠﻤﺆﺳﺴﺔ‬
‫اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬ ‫‪٢٠٠٩‬‬
‫ﺗﺎرﻳﺦ‬
‫اﻟﻤﺆﺳﺴﺔ‬

‫ﻣﺤﻮر اﻟﺘﻘﺪم واﻟﺘﻄﻮﻳﺮ‬

 ‫‪  ‬‬

‫وﺟﻮد ﻓﺠﻮة‬ ‫ﻋﺪم وﺟﻮد ﻓﺠﻮة‬

‫اﻷداء اﻟﻤﻄﻠﻮب‬ ‫اﻷداء اﻟﻤﻄﻠﻮب أآﺒﺮ‬

‫أﺻﻐﺮ ﻣﻦ اﻷداء‬
‫ﻣﻦ اﻷداء اﻟﺤﺎﻟﻲ‬
‫اﻟﺤﺎﻟﻲ‬
 ‫‪ ‬‬

‫اﻷداء اﻟﻤﻄﻠﻮب أﺻﻐﺮ‬ ‫اﻷداء اﻟﻤﻄﻠﻮب أآﺒﺮ ﻣﻦ‬ ‫ﻋﺪم وﺟﻮد ﻓﺠﻮة‬
‫اﻷداء اﻟﺤﺎﻟﻲ‬
‫ﻣﻦ اﻷداء اﻟﺤﺎﻟﻲ‬

‫‪ ‬‬ ‫‪ ‬‬ ‫‪ ‬‬

‫‪ ‬‬ ‫‪‬‬ ‫‪  ‬‬
‫ﺗﺨﻔﻴﺾ ﺣﺠﻢ اﻟﻌﻤﻠﻴﺎت‬ ‫اﺳﺘﺮاﺗﻴﺠﻴﺔ اﻟﺘﺮآﻴﺰ‬ ‫‪  ‬‬

‫اﻻﺳﺘﺴﻼم ﻟﺸﺮآﺔ أﺧﺮى‬ ‫اﺳﺘﺮاﺗﻴﺠﻴﺔ اﻟﺘﻨﻮﻳﻊ‬

‫اﻟﺘﺤﻮل اﻟﻜﻠﻲ ﻟﻨﺸﺎط أﺧﺮ‬ ‫اﺳﺘﺮاﺗﻴﺠﻴﺔ‬
‫اﻟﺘﺼﻔﻴﺔ وﺑﻴﻊ اﻷﺻﻮل‬ ‫اﻟﻤﺸﺎرآﺔ‬
    
  

     

.     
     
.      
  

.        9

:       9
.    *
.      *
‫أﻣﺜﻠﺔ‬ .    *
.     *
.       *
   

‫اﺳﺘﺮاﺗﻴﺠﻴﺔ اﻟﺘﺮآﻴﺰ‬
: •
           •
.      
.        9
.      9
‫ﻠ‬‫ﺜ‬ ‫ﻣ‬‫ أ‬.        9
‫ﺔ‬
   

:  •
    •
:      •
       •
‫أ‬ .     •
‫ﺔ‬ ‫ﻠ‬‫ﺜ‬ ‫ﻣ‬
       •
.
   

:  •
:       •
.    •
.        •
         •
.  
‫ﻠ‬‫ﺜ‬ ‫ﻣ‬‫أ‬
‫ﺔ‬
 
      
.  

:      

.         o

.     o
.          o
            o
. 
  
   

       

.   
        
.        

:        

.       
.       

:      

.   
.      
.  
  

      

.     

      

.     
  

        

        
.        
       
       
.      
       
      
.    

‫ﺗﺠﺮي اﻟﺮﻳﺎح ﺑﻤﺎ ﻻ ﺗﺸﺘﻬﻲ اﻟﺴﻔﻦ‬

  

      

   
(   )       
       
       
.
    
          
.    
   

       

    
      
.  

      

     
 
    

    

  
 
 
 
   
       
      

    

    