706 1419 1 SM

‫‪ ،‬ﺍﻟﻤﺠﻠﹼﺩ ‪ ،4‬ﺍﻟﻌﺩﺩ ‪2008 ،3‬‬ ‫א‬ ‫א‬ ‫א‬ ‫א‬
‫ﻗﻴﺎﺱ ﻭﺘﺤﺩﻴﺩ ﺴﻤﺎﺕ ﺍﻹﺩﺍﺭﺓ ﻭﺍﻟﺘﻨﻅﻴﻡ ﻓﻲ ﺍﻟﺒﻴﺌﺔ ﺍﻷﺭﺩﻨﻴﺔ ﺍﻋﺘﻤﺎﺩﺍ ﻋﻠﻰ ﺍﺒﻌﺎﺩ ﻫﻭﻓﺴﺘﺩ ﺍﻟﺜﻘﺎﻓﻴﺔ‪:‬‬
‫"ﺩﺭﺍﺴﺔ ﻤﻴﺩﺍﻨﻴﺔ" ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ‬
‫ﻨﺎﻓﺫ ﻓﺎﻴﺯ ﺍﻟﻬﺭﺵ‬
‫ﻤﻠﺨـﺹ‬
‫ﺍﺴﺘﻬﺩﻓﺕ ﻫﺫﻩ ﺍﻟﺩﺭﺍﺴﺔ ﺍﻟﺘﻌﺭﻑ ﻋﻠﻰ ﺴﻤﺎﺕ ﻋﺎﻤﺔ ﻟﻼﺩﺍﺭﺓ ﺍﻟﻌﺭﺒﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ ﺍﻋﺘﻤﺎﺩﺍ ﻋﻠﻰ ﺍﺒﻌﺎﺩ ﻫﻭﻓﺴﺘﺩ ﺍﻟﺜﻘﺎﻓﻴﺔ ﻓﻲ ﺍﻹﺩﺍﺭﺓ‬
‫ﻭﺍﻟﺘﻨﻅﻴﻡ‪ ،‬ﻭﺍﻟﺘﻌﺭﻑ ﻋﻠﻰ ﻤﺩﻯ ﺘﺄﺜﻴﺭ ﻫﺫﻩ ﺍﻻﺒﻌﺎﺩ ﻋﻠﻰ ﺍﺘﺠﺎﻫﺎﺕ ﺍﻻﻓﺭﺍﺩ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ‪ .‬ﺘﻡ ﺘﻁﻭﻴﺭ ﺍﺴﺘﺒﺎﻨﺔ‬
‫ﺍﻋﺩﺕ ﺨﺼﻴﺼﺎ ﻟﻬﺫﺍ ﺍﻟﻐﺭﺽ ﻭﻭﺯﻋﺕ ﻋﻠﻰ )‪ (6‬ﻤﺼﺎﺭﻑ ﺘﺠﺎﺭﻴﺔ‪ .‬ﻭﻗﺩ ﺘﻡ ﺍﺴﺘﺨﺩﺍﻡ ﻤﺠﻤﻭﻋﺔ ﻤﻥ ﺍﺴﺎﻟﻴﺏ ﺍﻻﺤﺼﺎﺌﻴﺔ ﺍﻟﻤﻨﺎﺴﺒﺔ‬
‫ﻜﺘﺤﻠﻴل ﺍﻟﺜﺒﺎﺕ‪ ،‬ﻭﺍﻟﺘﻜﺭﺍﺭﺍﺕ‪ ،‬ﻭﺍﻟﻨﺴﺏ ﺍﻟﻤﺌﻭﻴﺔ‪ ،‬ﻭﺍﻻﺤﺼﺎﺀﺍﺕ ﺍﻟﻭﺼﻔﻴﺔ‪ ،‬ﻭﺍﻟﺠﺩﺍﻭل ﺍﻟﺘﻘﺎﻁﻌﻴﺔ‪ ،‬ﻭﺍﺨﺘﺒﺎﺭﺍﺕ ﻤﺩﻯ ﺼﻼﺤﻴﺔ‬
‫ﺍﻟﺒﻴﺎﻨﺎﺕ ﻟﻠﺘﺤﻠﻴل ﺍﻻﺤﺼﺎﺌﻲ‪ ،‬ﻭﺍﺨﺘﺒﺎﺭ ﺫﺍﺕ ﺍﻟﺤﺩﻴﻥ‪ .‬ﻤﻥ ﺍﺒﺭﺯ ﺍﻟﻨﺘﺎﺌﺞ ﺍﻟﺘﻲ ﺘﻡ ﺍﻟﺘﻭﺼل ﺍﻟﻴﻬﺎ‪:‬‬
‫‪ -1‬ﻴﺸﻌﺭ ﺍﻟﻌﺎﻤﻠﻭﻥ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ ﺒﺩﺭﺠﺔ ﻤﺭﺘﻔﻌﺔ ﻤﻥ ﺘﺒﺎﻋﺩ ﺍﻟﻨﻔﻭﺫ ﺍﻟﻭﻅﻴﻔﻲ‪.‬‬
‫‪ -2‬ﻴﺸﻌﺭ ﺍﻟﻌﺎﻤﻠﻭﻥ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ ﺒﺩﺭﺠﺔ ﻤﺭﺘﻔﻌﺔ ﻤﻥ ﺘﺠﻨﺏ ﺍﻟﻤﺠﻬﻭل‪.‬‬
‫‪ -3‬ﻴﻤﻴل ﺍﻟﻌﺎﻤﻠﻭﻥ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ ﺍﻟﻰ ﺍﻟﺠﻤﺎﻋﻴﺔ ﻓﻲ ﺍﻻﺩﺍﺀ‪.‬‬
‫‪ -4‬ﻴﻤﻴل ﺍﻟﻌﺎﻤﻠﻭﻥ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ ﺍﻟﻰ ﺍﻟﺫﻜﻭﺭﻴﺔ ﻓﻲ ﺍﻻﺩﺍﺀ ﻭﺍﻟﻘﻴﺎﺩﺓ‪.‬‬
‫‪ -5‬ﻻ ﺘﻭﺠﺩ ﻟﺩﻯ ﺍﻻﻓﺭﺍﺩ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ ﻨﻅﺭﺓ ﻁﻭﻴﻠﺔ ﺍﻻﺠل ﻨﺤﻭ ﺍﻟﻤﺴﺘﻘﺒل‪.‬‬
‫ﻭﺍﻭﺼﺕ ﺍﻟﺩﺭﺍﺴﺔ ﺒﻀﺭﻭﺭﺓ ﺍﺩﺨﺎل ﻋﻠﻡ ﺍﻹﺩﺍﺭﺓ ﻤﻥ ﺨﻼل ﺍﻟﻤﺅﺴﺴﺎﺕ ﺍﻟﺘﻌﻠﻴﻤﻴﺔ‪ ،‬ﻭﺘﺒﻨﻲ ﺘﻁﺒﻴﻘﺎﺕ ﻭﺍﺴﺎﻟﻴﺏ ﺘﻤﻴل ﺍﻟﻰ ﺍﻻﺴﺘﻘﻼﻟﻴﺔ‬
‫ﻭﺍﻟﻼﻤﺭﻜﺯﻴﺔ ﻭﺍﻟﺠﻤﺎﻋﻴﺔ‪ ،‬ﻜﻤﺎ ﺍﻭﺼﺕ ﺒﺘﻔﻌﻴل ﺩﻭﺍﺌﺭ ﺍﻟﺒﺤﺙ ﻭﺍﻟﺘﻁﻭﻴﺭ ﻓﻲ ﺍﻟﺒﻨﻭﻙ‪ ،‬ﻭﺘﺒﻨﻲ ﺍﺴﺘﺭﺍﺘﻴﺠﻴﺎﺕ ﺘﻘﻭﻡ ﻋﻠﻰ ﺍﻟﺘﻨﺒﺅ‬
‫ﻭﺍﻟﺘﺨﻁﻴﻁ ﺍﻻﺴﺘﺭﺍﺘﻴﺠﻲ‪.‬‬
‫ﺍﻟﻜﻠﻤـﺎﺕ ﺍﻟﺩﺍﻟـﺔ‪ :‬ﺍﺒﻌﺎﺩ ﻫﻭﻓﺴﺘﺩ ﺍﻟﺜﻘﺎﻓﻴﺔ‪ ،‬ﺍﻟﻨﻔﻭﺫ ﺍﻟﻭﻅﻴﻔﻲ‪ ،‬ﺘﺠﻨﺏ ﺍﻟﻤﺠﻬﻭل‪ ،‬ﺍﻟﺠﻤﺎﻋﻴﺔ‪ ،‬ﺍﻟﻔﺭﺩﻴﺔ‪ ،‬ﺍﻟﺫﻜﻭﺭﻴﺔ‪ ،‬ﺍﻻﻨﺜﻭﻴﺔ‪.‬‬
‫ﻟﻠﻤﻴﺯﺓ ﺍﻟﻨﺴﺒﻴﺔ ﻭﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻋﻠﻰ ﻏﻴﺭﻫﺎ ﻤﻥ ﺍﻟﻤﻨﻅﻤﺎﺕ ﺍﻷﺨﺭﻯ‬ ‫ﺍﻟﻤﻘﺩﻤـﺔ‬

‫ﺠﺭﺍﺀ ﺍﻟﺘﻁﻭﺭﺍﺕ ﺍﻟﻤﺘﺴﺎﺭﻋﺔ‪ ،‬ﻭﺴﻴﺎﺩﺓ ﻤﻔﻬﻭﻡ ﺍﻟﻌﻭﻟﻤﺔ‪،‬‬
‫ﻭﺍﺴﺘﺠﺎﺒﺔ ﻟﻠﺒﻴﺌﺔ ﺍﻟﺤﺩﻴﺜﺔ ﺍﻟﻤﻌﻘﺩﺓ ﺍﻟﺘﻲ ﺘﻤﺘﺎﺯ ﺒﺎﻟﺩﻴﻨﺎﻤﻴﻜﻴﺔ‬ ‫ﺘﻌﻭﺩ ﺠﺫﻭﺭ ﺍﺩﺍﺭﺓ ﺍﻻﻋﻤﺎل ﺍﻟﺩﻭﻟﻴﺔ‪/‬ﺍﻻﺩﺍﺭﺓ ﺍﻟﻤﻘﺎﺭﻨﺔ‬
‫ﻭﺍﻟﺘﻐﻴﻴﺭ ﺍﻟﻤﺴﺘﻤﺭ‪.‬‬ ‫ﺒﻤﻔﻬﻭﻤﻬﺎ ﺍﻟﺤﺩﻴﺙ ﻭﺨﺼﺎﺌﺼﻬﺎ ﺍﻟﻤﻤﻴﺯﺓ ﺇﻟﻰ ﺍﻟﺴﺘﻴﻨﺎﺕ ﻤﻥ‬
‫ﻭﺘﻌﺩ ﺍﻻﺒﻌﺎﺩ ﺍﻟﺜﻘﺎﻓﻴﺔ ﻭﺍﺤﺩﺓ ﻤﻥ ﺍﺴﺱ ﻭﺭﻜﺎﺌﺯ ﺍﺩﺍﺭﺓ‬ ‫ﺍﻟﻘﺭﻥ ﺍﻟﻤﺎﻀﻲ‪ ،‬ﻋﻨﺩﻤﺎ ﻭﻀﻊ ﻫﻭﻓﺴﺘﺩ ﻋﺎﻟﻡ ﺍﻹﺩﺍﺭﺓ ﻓﻲ ﺸﺭﻜﺔ‬
‫ﺍﻻﻋﻤﺎل ﺍﻟﺩﻭﻟﻴﺔ‪ /‬ﺍﻟﻤﻘﺎﺭﻨﺔ‪ ،‬ﺍﺫ ﺍﻥ ﺍﻻﺨﺘﻼﻓﺎﺕ ﺍﻟﺜﻘﺎﻓﻴﺔ ﺒﻴﻥ ﺩﻭل‬ ‫‪ IBM‬ﺤﺠﺭ ﺍﻷﺴﺎﺱ ﻓﻲ ﻋﻠﻡ ﺍﺩﺍﺭﺓ ﺍﻻﻋﻤﺎل ﺍﻟﺩﻭﻟﻴﺔ‪ ،‬ﻭﻗﺩ ﺒﺩﺃ‬
‫ﺍﻟﻌﺎﻟﻡ ﺠﻌﻠﺕ ﻤﻥ ﻓﻬﻡ ﻭ ﺘﺄﺜﻴﺭ ﻫﺫﻩ ﺍﻻﺨﺘﻼﻓﺎﺕ ﻋﻠﻰ ﺴﻠﻭﻜﻴﺎﺕ‬ ‫ﻫﺫﺍ ﺍﻟﻤﻔﻬﻭﻡ ﻓﻲ ﺍﻟﺘﻁﻭﺭ ﻤﻨﺫ ﺫﻟﻙ ﺍﻟﺤﻴﻥ ﺤﺘﻰ ﺍﺼﺒﺢ ﻤﻭﻀﻭﻉ‬
‫ﺍﻻﻓﺭﺍﺩ ﻀﺭﻭﺭﺓ ﺒﺎﻟﻨﺴﺒﺔ ﻟﻼﺩﺍﺭﺓ ﺍﻟﺩﻭﻟﻴﺔ‪ ،‬ﻓﺎﺫﺍ ﻟﻡ ﻴﻜﻥ ﺍﻟﻤﺩﻴﺭ‬ ‫ﺍﺩﺍﺭﺓ ﺍﻻﻋﻤﺎل ﺍﻟﺩﻭﻟﻴﺔ ﻤﻥ ﺍﻟﻤﻭﺍﻀﻴﻊ ﺍﻟﻬﺎﻤﺔ ﻭﺍﻟﻤﺘﺠﺩﺩﺓ ﻓﻲ‬
‫ﺍﻟﺩﻭﻟﻲ ﻋﻠﻰ ﻤﻌﺭﻓﺔ ﻭﺩﺭﺍﻴﺔ ﺒﺜﻘﺎﻓﺎﺕ ﺍﻟﺩﻭل ﺍﻟﺘﻲ ﻴﺘﻌﺎﻤل ﻤﻌﻬﺎ‬ ‫ﻋﻠﻡ ﺍﻹﺩﺍﺭﺓ ﻭﺘﻨﺒﻊ ﺃﻫﻤﻴﺔ ﺍﺩﺍﺭﺓ ﺍﻻﻋﻤﺎل ﺍﻟﺩﻭﻟﻴﺔ ﻜﺈﺩﺍﺭﺓ ﺤﺩﻴﺜﺔ‬
‫ﺍﻭ ﻴﻌﻤل ﻓﻴﻬﺎ‪ ،‬ﻓﺎﻥ ﻫﺫﺍ ﺴﻴﺅﺜﺭ ﺤﺘﻤﺎ ﻋﻠﻰ ﻤﺅﺴﺴﺘﻪ‪ ،‬ﻭﻤﻥ ﻫﻨﺎ‬ ‫ﺘﺴﺘﺨﺩﻤﻬﺎ ﻤﻨﻅﻤﺎﺕ ﺍﻷﻋﻤﺎل ﻓﻲ ﺩﻭل ﺍﻟﻌﺎﻟﻡ ﺍﻟﻤﺘﻘﺩﻤﺔ ﺘﺤﻘﻴﻘﺎ‬
‫ﻜﺎﻨﺕ ﺍﻟﺜﻘﺎﻓﺔ ﺘﺅﺜﺭ ﻋﻠﻰ ﺍﻟﻨﺸﺎﻁﺎﺕ ﺍﻟﻤﺭﺘﺒﻁﺔ ﺒﺎﻨﺠﺎﺯ ﺍﻻﻋﻤﺎل‬
‫ﻓﻲ ﺍﻟﺩﻭﻟﺔ ﺍﻟﻤﻀﻴﻔﺔ‪ ،‬ﻜﻤﺎ ﺍﻨﻬﺎ ﺘﺤﺩﺩ ﺍﻻﻁﺎﺭ ﺍﻟﻌﺎﻡ ﻟﺤﻀﺎﺭﺓ‬ ‫ﺘﺎﺭﻴﺦ ﺍﺴﺘﻼﻡ ﺍﻟﺒﺤﺙ ‪ 2007/4/1‬ﻭﺘﺎﺭﻴﺦ ﻗﺒﻭﻟﻪ ‪.2008/6/10‬‬
‫© ‪ 2008‬ﻋﻤﺎﺩﺓ ﺍﻟﺒﺤﺚ ﺍﻟﻌﻠﻤﻲ‪ /‬ﺍﳉﺎﻣﻌﺔ ﺍﻷﺭﺩﻧﻴﺔ‪ .‬ﲨﻴﻊ ﺍﳊﻘﻮﻕ ﳏﻔﻮﻇﺔ‪.‬‬ ‫‪-332-‬‬

‫ﻨﺎﻓﺫ ﻓﺎﻴﺯ ﺍﻟﻬﺭﺵ‬ ‫ﻗﻴﺎﺱ ﻭﺘﺤﺩﻴﺩ ﺴﻤﺎﺕ ﺍﻹﺩﺍﺭﺓ‪...‬‬
‫ﻭﻴﻘﺼﺩ ﺒﻬﺎ ﺇﻟﻰ ﺃﻱ ﻤﺩﻯ ﻴﻌﻤل ﺍﻷﻓﺭﺍﺩ ﺩﺍﺨل ﺍﻟﺘﻨﻅﻴﻤﺎﺕ‬ ‫ﺍﻟﻤﺅﺴﺴﺎﺕ ﻭﺭﺴﺎﻻﺘﻬﺎ ﻭﺘﻌﻜﺱ ﺴﻠﻭﻜﻴﺎﺕ ﺍﻻﻓﺭﺍﺩ ﻓﻲ‬
‫ﺒﺸﻜل ﺠﻤﺎﻋﻲ ﺃﻭ ﺒﺸﻜل ﻓﺭﺩﻱ؟ ﻭﻫﺫﺍ ﻴﺭﺠﻊ ﺇﻟﻰ ﺍﻟﺜﻘﺎﻓﺔ ﺍﻟﻌﺎﻤﺔ‬ ‫ﺍﻟﻤﺠﺘﻤﻌﺎﺕ‪.‬‬
‫ﻟﻜل ﺩﻭﻟﺔ‪ ،‬ﻓﻤﺜﻼ ﻓﻲ ﺍﻟﻭﻗﺕ ﺍﻟﺫﻱ ﻴﻤﻴل ﻓﻴﻪ ﺍﻟﻴﺎﺒﺎﻨﻴﻭﻥ ﺇﻟﻰ‬ ‫ﺇﻥ ﻤﻭﻀﻭﻉ ﺍﺩﺍﺭﺓ ﺍﻻﻋﻤﺎل ﺍﻟﺩﻭﻟﻴﺔ ‪/‬ﺍﻟﻤﻘﺎﺭﻨﺔ ﻻ ﻴﺯﺍل ﻤﻐﻴﺒﺎ‬
‫ﺍﻷﺩﺍﺀ ﺍﻟﺠﻤﺎﻋﻲ‪ ،‬ﻴﻤﻴل ﺍﻷﻤﺭﻴﻜﻴﻭﻥ ﺇﻟﻰ ﺍﻷﺩﺍﺀ ﺍﻟﻔﺭﺩﻱ‪.‬‬ ‫ﻟﺩﻯ ﺍﻟﻜﺜﻴﺭ ﻤﻥ ﺍﻟﺒﺎﺤﺜﻴﻥ ﺍﻟﻌﺭﺏ ﺨﺎﺼﺔ ﻓﻲ ﻅل ﻨﺩﺭﺓ ﺍﻟﺩﺭﺍﺴﺎﺕ‬
‫‪ -4‬ﺍﻟﺫﻜﻭﺭﻴﺔ ﺒﺨﻼﻑ ﺍﻻﻨﺜﻭﻴﺔ‪:(Muscularity/Femininity) :‬‬ ‫ﻭﺍﻷﺒﺤﺎﺙ ﺍﻟﺘﻲ ﺸﺨﺼﺕ ﻤﻼﻤﺢ ﺍﻟﻔﻜﺭ ﺍﻹﺩﺍﺭﻱ ﺍﻟﻌﺭﺒﻲ ﺍﻷﺭﺩﻨﻲ‪،‬‬
‫ﺇﺫﺍ ﻜﺎﻥ ﺍﻟﺘﻨﻅﻴﻡ ﻴﻤﻨﺢ ﺍﻟﻨﺴﺎﺀ ﺃﺩﻭﺍﺭﺍ ﺃﻜﺒﺭ ﻓﻲ ﻤﺠﺎﻻﺕ‬ ‫ﻭﻋﺩﻡ ﻤﻘﺎﺭﻨﺔ ﻫﺫﻩ ﺍﻟﻤﻼﻤﺢ ﻤﻊ ﺍﻹﺩﺍﺭﺍﺕ ﺍﻟﻤﺘﻘﺩﻤﺔ ﻋﺎﻟﻤﻴﺎ ﻟﻠﻭﻗﻭﻑ‬
‫ﺍﻟﺴﻴﻁﺭﺓ ﻭﺍﻟﻘﻴﺎﺩﺓ ﺍﻟﻌﻠﻴﺎ ﻓﺫﻟﻙ ﻴﻤﺜل ﺍﻻﻨﺜﻭﻴﺔ‪ /‬ﺍﻟﻠﻴﻭﻨﺔ‬ ‫ﻋﻠﻰ ﺠﻭﺍﻨﺏ ﺍﻟﻀﻌﻑ ﻭﺍﻟﻘﺼﻭﺭ ﻓﻲ ﺍﻟﻔﻜﺭ ﺍﻟﻌﺭﺒﻲ‪ ،‬ﻟﺫﺍ ﺠﺎﺀﺕ ﻫﺫﻩ‬
‫)‪ ،(Femininity‬ﺃﻤﺎ ﺇﺫﺍ ﻟﻡ ﻴﻤﻨﺢ ﺍﻟﺘﻨﻅﻴﻡ ﺍﻟﻨﺴﺎﺀ ﺍﻷﺩﻭﺍﺭ‬ ‫ﺍﻟﺩﺭﺍﺴﺔ ﻟﺘﺤﺩﻴﺩ ﺴﻤﺎﺕ ﻋﺎﻤﺔ ﻟﻼﺩﺍﺭﺓ ﺍﻟﻌﺭﺒﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ ﻤﻥ ﻤﻨﻅﻭﺭ‬
‫ﺍﻟﻼﺯﻤﺔ ﻓﻲ ﻤﺠﺎﻻﺕ ﺍﻟﻘﻴﺎﺩﺓ ﻭﺍﻟﺴﻴﻁﺭﺓ ﻓﺫﻟﻙ ﻴﻤﺜل ﺍﻟﺫﻜﻭﺭﻴﺔ‪/‬‬ ‫ﺜﻘﺎﻓﻲ‪ ،‬ﻭﻋﻨﺩﻫﺎ ﻨﺴﺘﻁﻴﻊ ﺍﺨﺘﺭﺍﻕ ﺤﺎﺠﺯ ﺍﻟﺘﻤﻴﺯ ﻭﻤﻭﺍﻜﺒﺔ ﺍﻟﺘﺤﺩﻴﺎﺕ‬
‫ﺍﻟﺼﺭﺍﻤﺔ )‪.(Muscularity‬‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﻭﻤﻌﺩﻻﺕ ﺍﻟﻨﻤﻭ ﻭﺼﻭﻻ ﺇﻟﻰ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻓﻲ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﺭﺒﻴﺔ‪،‬‬
‫‪-5‬ﺍﻟﻨﻅﺭﺓ ﻁﻭﻴﻠﺔ ﺍﻻﺠل ﻟﻠﻤﺴﺘﻘﺒل‪Long-Term ):‬‬ ‫ﻭﺒﺎﻟﺘﺎﻟﻲ ﺴﻨﺩﺨل ﻤﻊ ﺍﻟﺸﺭﻕ ﻭﺍﻟﻐﺭﺏ ﻓﻲ ﺭﺤﻠﺔ ﺍﻷﻟﻑ ﻤﻴل‬
‫‪:(Orientation‬‬ ‫ﻟﺼﻴﺎﻏﺔ ﻨﻅﺭﻴﺔ ﻋﻥ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﺭﺒﻴﺔ‪.‬‬
‫ﻭﺘﺒﻴﻥ ﻭﺠﻬﺔ ﻨﻅﺭ ﺍﻓﺭﺍﺩ ﺍﻟﻤﺠﺘﻤﻊ ﻨﺤﻭ ﺍﻟﻤﺴﺘﻘﺒل ﻤﻥ ﺤﻴﺙ‬ ‫ﻭﻓﻲ ﻫﺫﺍ ﺍﻻﻁﺎﺭ‪ ،‬ﺘﻡ ﺍﻻﻋﺘﻤﺎﺩ ﻋﻠﻰ ﺩﺭﺍﺴﺎﺕ ﻫﻭﻓﺴﺘﺩ ﻷﻨﻬﺎ‬
‫ﺍﻟﺘﺭﻜﻴﺯ ﻋﻠﻰ ﺍﻟﺠﺎﻨﺏ ﻁﻭﻴل ﺍﻻﺠل ‪Long Term-‬‬ ‫ﺍﻻﺴﺎﺱ ﺍﻟﺫﻱ ﺒﻨﻴﺕ ﻋﻠﻴﻪ ﻜل ﺍﻟﺩﺭﺍﺴﺎﺕ ﻻﺤﻘﺎ‪ ،‬ﻭﻫﻲ ﻤﺠﻤﻭﻋﺔ ﻤﻥ‬
‫‪ Orientation‬ﻭﺘﻘﺒﻠﻬﻡ ﻟﻠﺘﻐﻴﻴﺭ‪ ،‬ﺍﻭ ﺍﻟﺘﺭﻜﻴﺯ ﻋﻠﻰ ﺍﻟﺠﺎﻨﺏ ﻗﺼﻴﺭ‬ ‫ﺍﻻﺒﻌﺎﺩ ﺍﻟﺜﻘﺎﻓﻴﺔ ﺍﻟﺘﻲ ﻴﻤﻜﻥ ﻤﻥ ﺨﻼﻟﻬﺎ ﺍﻟﺤﻜﻡ ﻋﻠﻰ ﺍﺘﺠﺎﻫﺎﺕ ﺍﻻﻓﺭﺍﺩ‬
‫ﺍﻻﺠل ‪ Short Term-Orientation‬ﻤﻥ ﺨﻼل ﺘﻤﺴﻜﻬﻡ‬ ‫ﻓﻲ ﻤﺠﺘﻤﻊ ﻤﻥ ﺍﻟﻤﺠﺘﻤﻌﺎﺕ ﻭﺘﻤﻴﻴﺯﻫﻡ ﻋﻥ ﻏﻴﺭﻫﻡ ﻤﻥ ﺍﻟﻤﺠﺘﻤﻌﺎﺕ‬
‫ﺒﺎﻟﺠﻭﺍﻨﺏ ﺍﻟﺘﻘﻠﻴﺩﻴﺔ ﻭﺍﻋﺘﺯﺍﺯﻫﻡ ﺒﺎﻟﻤﺎﻀﻲ ﻭﺍﻻﺴﺘﻘﺭﺍﺭ‪ ،‬ﻭﻋﺩﻡ‬ ‫ﺍﻻﺨﺭﻯ‪ ،‬ﺤﻴﺙ ﺍﻋﺘﻤﺩﺕ ﺍﻟﺩﺭﺍﺴﺔ ﻋﻠﻰ ﺴﺤﺏ ﺃﺒﻌﺎﺩ ﻫﻭﻓﺴﺘﺩ‬
‫ﺘﻘﺒل ﺍﻟﺘﻐﻴﻴﺭ ﺒﺴﻬﻭﻟﺔ‪.‬‬ ‫ﺍﻟﺨﻤﺴﺔ ﻋﻠﻰ ﺠﺎﻨﺏ ﺍﻟﺩﺭﺍﺴﺔ ﺍﻟﻤﻴﺩﺍﻨﻴﺔ ﻓﻲ ﻤﺤﺎﻭﻟﺔ ﻟﺘﺤﺩﻴﺩ ﺴﻤﺎﺕ‬
‫ﻋﺎﻤﺔ ﻭﻨﻅﺭﻴﺔ ﻋﻥ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﺭﺒﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ‪.‬‬
‫ﻤﻨﻬﺠﻴﺔ ﺍﻟﺩﺭﺍﺴﺔ‬ ‫ﻭﻓﻴﻤﺎ ﻴﻠﻲ ﺸﺭﺡ ﻷﺒﻌﺎﺩ ﻫﻭﻓﺴﺘﺩ )‪:(Hofstede, 1984, 1991‬‬
‫ﻤﺸﻜﻠﺔ ﺍﻟﺩﺭﺍﺴﺔ‬ ‫‪ -1‬ﺍﻟﻨﻔﻭﺫ ﺍﻟﻭﻅﻴﻔﻲ‪ :(Power Distance) :‬ﺍﻟﺒﻌﺩ ﺍﻟﺫﻱ ﻴﺒﺭﺯ ﻓﻴﻪ‬
‫ﻴﻌﺩ ﻤﻭﻀﻭﻉ ﺍﺩﺍﺭﺓ ﺍﻻﻋﻤﺎل ﺍﻟﺩﻭﻟﻴﺔ ﻤﻥ ﺍﻟﻤﻔﺎﻫﻴﻡ ﺍﻟﺤﺩﻴﺜﺔ ﺍﻟﺘﻲ‬ ‫ﻤﺩﻯ ﻭﺠﻭﺩ ﺘﺒﺎﻋﺩ ﻓﻲ ﺍﻟﻤﺭﺍﻜﺯ ﺍﻹﺩﺍﺭﻴﺔ‪ ،‬ﻭﻴﻌﺒﺭ ﻜﺫﻟﻙ ﻋﻥ ﻤﺩﻯ‬
‫ﺃﺼﺒﺤﺕ ﻤﺤل ﺍﻫﺘﻤﺎﻡ ﻜﺜﻴﺭ ﻤﻥ ﺍﻟﺩﺍﺭﺴﻴﻥ ﻭﺍﻟﺒﺎﺤﺜﻴﻥ ﻓﻲ ﻤﺠﺎل‬ ‫ﻭﺠﻭﺩ ﺍﻟﻤﺭﻜﺯﻴﺔ ﻭﺍﻟﻘﺎﻋﺩﻴﺔ ﻭﺍﻟﻬﺭﻤﻴﺔ ﺩﺍﺨل ﺍﻟﺘﻨﻅﻴﻡ‪ ،‬ﻭﻤﺩﻯ ﻭﺠﻭﺩ‬
‫ﺍﻹﺩﺍﺭﺓ‪ ،‬ﻓﻌﻠﻰ ﺍﻟﺭﻏﻡ ﻤﻥ ﻭﺠﻭﺩ ﺍﻟﻜﺜﻴﺭ ﻤﻥ ﺍﻟﺩﺭﺍﺴﺎﺕ ﺍﻟﺘﻲ‬ ‫ﺘﺒﺎﻋﺩ ﺒﻴﻥ ﺍﻟﺭﺌﻴﺱ ﻭﺍﻟﻤﺭﺅﻭﺱ‪ ،‬ﻭﻤﺩﻯ ﺒﺭﻭﺯ ﺍﻟﻤﻨﺼﺏ ﻭﺍﻟﺴﻠﻁﺔ‬
‫ﺘﻁﺭﻗﺕ ﻟﺠﺯﺌﻴﺎﺕ ﻤﻌﻴﻨﺔ ﻓﻲ ﺘﺤﺩﻴﺩ ﺴﻤﺎﺕ ﻋﺎﻤﺔ ﻟﻠﻔﻜﺭ ﺍﻹﺩﺍﺭﻱ‬ ‫ﺩﺍﺨل ﺍﻟﻤﻨﻅﻤﺔ‪.‬‬
‫ﺍﻟﻌﺭﺒﻲ‪ ،‬ﺇﻻ ﺃﻥ ﺍﻟﻤﺸﻜﻠﺔ ﺍﻟﺭﺌﻴﺴﻴﺔ ﻓﻲ ﻫﺫﻩ ﺍﻟﺩﺭﺍﺴﺔ ﺘﻜﻤﻥ ﻓﻲ ﻋﺩﻡ‬ ‫‪-2‬ﺘﺠﻨﺏ ﺍﻟﻤﺠﻬﻭل‪:(Uncertainty Avoidance) :‬‬
‫ﻭﺠﻭﺩ ﺩﺭﺍﺴﺎﺕ ﺤﺩﻴﺜﺔ ﺸﺨﺼﺕ ﺍﻟﺴﻤﺎﺕ ﺍﻟﻌﺎﻤﺔ ﻟﻠﻔﻜﺭ ﺍﻹﺩﺍﺭﻱ‬ ‫ﻭﻴﻘﺼﺩ ﺒﻪ ﺇﻟﻰ ﺃﻱ ﻤﺩﻯ ﻴﺘﻌﺎﻤل ﺍﻷﻓﺭﺍﺩ ﻓﻲ ﻤﻭﺍﺠﻬﺔ ﺍﻟﻤﺴﺘﻘﺒل‬
‫ﺍﻟﻌﺭﺒﻲ )ﺍﻷﺭﺩﻨﻲ( ﺍﻋﺘﻤﺎﺩﺍ ﻋﻠﻰ ﺃﺒﻌﺎﺩ ﻫﻭﻓﺴﺘﺩ ﺍﻟﺜﻘﺎﻓﻴﺔ ﻓﻲ ﺍﻹﺩﺍﺭﺓ‬ ‫ﻭﺍﻟﻤﺠﻬﻭل؟ ﺒﻤﻌﻨﻰ ﻫل ﻴﻤﻴل ﺍﻷﻓﺭﺍﺩ ﻨﺤﻭ ﺍﻟﻤﺨﺎﻁﺭﺓ ﻭﺍﻟﻤﻐﺎﻤﺭﺓ‬
‫ﻭﺍﻟﺘﻨﻅﻴﻡ‪ ،‬ﻭﺒﺎﻟﺘﺎﻟﻲ ﺘﻨﺒﻊ ﺃﻫﻤﻴﺔ ﺘﺤﻘﻴﻕ ﺃﻫﺩﺍﻑ ﺍﻟﺩﺭﺍﺴﺔ ﻤﻥ ﺃﻨﻬﺎ‬ ‫)‪ (RISK‬ﻭﺍﺘﺨﺎﺫ ﺍﻟﻘﺭﺍﺭﺕ ﻓﻲ ﺤﺎﻻﺕ ﻋﺩﻡ ﺍﻟﺘﺎﻜﺩ؟ ﺍﻭ ﻴﻤﻴﻠﻭﻥ ﺍﻟﻰ‬
‫ﺘﻤﻜﻨﻨﺎ ﻤﻥ ﺍﻟﺘﻌﺭﻑ ﻋﻠﻰ ﺍﻟﻔﻜﺭ ﺍﻹﺩﺍﺭﻱ ﻟﻺﺩﺍﺭﺓ ﺍﻟﻌﺭﺒﻴﺔ ﺍﻋﺘﻤﺎﺩﺍ‬ ‫ﺘﺠﻨﺏ ﺍﻟﻤﺨﺎﻁﺭﺓ ﻭﺍﻟﻤﻐﺎﻤﺭﺓ ﻭﻴﺠﺩﻭﻥ ﺼﻌﻭﺒﺔ ﻓﻲ ﺍﻟﺘﻌﺎﻤل ﻤﻊ‬
‫ﻋﻠﻰ ﻤﺤﺎﻭﺭ‪ :‬ﺇﺩﺍﺭﺓ ﺍﻟﺴﻠﻁﺔ‪ ،‬ﺇﺩﺍﺭﺓ ﺍﻟﻌﻼﻗﺎﺕ‪ ،‬ﺇﺩﺍﺭﺓ ﺍﻟﺫﺍﺕ‪ ،‬ﺇﺩﺍﺭﺓ‬ ‫ﺤﺎﻻﺕ ﻋﺩﻡ ﺍﻟﺘﺎﻜﺩ؟ ﻭﻴﺭﺘﺒﻁ ﻫﺫﺍ ﺍﻟﺒﻌﺩ ﺒﺎﻟﻘﺎﻋﺩﻴﺔ ﻭﺍﻟﻬﺭﻤﻴﺔ ﻓﻲ‬
‫ﺍﻟﻭﻗﺕ )ﺍﻟﻤﺠﻬﻭل( ﻭﺒﻨﺎﺀ ﻋﻠﻰ ﺩﺭﺍﺴﺔ ﺍﻟﻌﺎﻟﻡ ﻫﻭﻓﺴﺘﺩ )ﺍﻟﺩﺭﺍﺴﺔ‬ ‫ﺍﻟﺘﻨﻅﻴﻡ‪ ،‬ﻓﻜﻠﻤﺎ ﺍﺯﺩﺍﺩﺕ ﺍﻟﻘﻭﺍﻋﺩ ﻭﺍﻻﺠﺭﺍﺀﺍﺕ ﺩﺍﺨل ﺍﻟﺘﻨﻅﻴﻡ ﺒﺸﻜل‬
‫ﺍﻷﺴﺎﺱ( ﻓﻲ ﻋﻠﻡ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻤﻘﺎﺭﻨﺔ‪/‬ﺍﺩﺍﺭﺓ ﺍﻻﻋﻤﺎل ﺍﻟﺩﻭﻟﻴﺔ‪ ،‬ﻟﺫﺍ‬ ‫ﻜﺒﻴﺭ‪ ،‬ﺯﺍﺩ ﺘﺠﻨﺏ ﺍﻷﻓﺭﺍﺩ ﻟﻠﻤﺠﻬﻭل‪ ،‬ﻭﻜﻠﻤﺎ ﻗﻠﺕ ﺍﻟﻘﻭﺍﻋﺩ‬
‫ﺘﺤﺎﻭل ﻫﺫﻩ ﺍﻟﺩﺭﺍﺴﺔ ﺍﻹﺠﺎﺒﺔ ﻋﻥ ﺍﻟﺘﺴﺎﺅﻻﺕ ﺍﻟﺘﺎﻟﻴﺔ ‪:‬‬ ‫ﻭﺍﻹﺠﺭﺍﺀﺍﺕ ﻓﻲ ﺍﻟﺘﻨﻅﻴﻡ‪ ،‬ﻗل ﺘﺠﻨﺏ ﺍﻷﻓﺭﺍﺩ ﻟﻠﻤﺠﻬﻭل‪.‬‬
‫‪ -1‬ﻤﺎ ﺩﺭﺠﺔ ﺇﺩﺍﺭﺓ ﺍﻟﺴﻠﻁﺔ ﻭ ﺍﻟﺘﺒﺎﻋﺩ ﻓﻲ ﺍﻟﻨﻔﻭﺫ ﺍﻟﻭﻅﻴﻔﻲ‬ ‫‪-3‬ﺍﻟﻔﺭﺩﻴﺔ ﺒﺨﻼﻑ ﺍﻟﺠﻤﺎﻋﻴﺔ‪:(Individuality/Collectivity) :‬‬
‫‪-333-‬‬
‫ﺘﺤﺩﻴﺩ ﺴﻤﺎﺕ ﻋﺎﻤﺔ ﻟﻺﺩﺍﺭﺓ ﺍﻟﻌﺭﺒﻴﺔ ﻭﻤﻘﺎﺭﻨﺔ ﻫﺫﻩ ﺍﻟﺴﻤﺎﺕ ﻤﻊ‬ ‫ﻟﺩﻯ ﺍﻟﻌﺎﻤﻠﻴﻥ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ؟‬
‫ﺍﻟﻨﻤﺎﺫﺝ ﺍﻹﺩﺍﺭﻴﺔ ﺍﻟﻤﺘﻘﺩﻤﺔ‪ ،‬ﻤﻥ ﺸﺎﻨﻪ ﺃﻥ ﻴﺴﻬل ﺤﺩﻭﺙ‬ ‫‪ -2‬ﻤﺎ ﻤﺩﻯ ﺇﺩﺍﺭﺓ ﺍﻟﻤﺠﻬﻭل ﻭﺇﺩﺍﺭﺓ ﺍﻟﻭﻗﺕ ﻟﺩﻯ ﺍﻟﻌﺎﻤﻠﻴﻥ ﻓﻲ‬
‫ﺍﻟﻤﺸﺎﺭﻴﻊ ﺍﻟﻤﺸﺘﺭﻜﺔ ﻭﺍﻻﺘﺤﺎﺩﺍﺕ ﻭﺍﻻﻨﺩﻤﺎﺠﺎﺕ ﻤﺎ ﺒﻴﻥ ﻤﻨﻅﻤﺎﺕ‬ ‫ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ؟‬
‫ﺍﻷﻋﻤﺎل ﺍﻟﻌﺭﺒﻴﺔ )ﺍﻷﺭﺩﻨﻴﺔ( ﻭﻤﻨﻅﻤﺎﺕ ﺍﻷﻋﻤﺎل ﺍﻷﺠﻨﺒﻴﺔ‬ ‫‪ -3‬ﻤﺎ ﻤﺩﻯ ﺇﺩﺍﺭﺓ ﺍﻟﻌﻼﻗﺎﺕ ﺩﺍﺨل ﺍﻟﺘﻨﻅﻴﻡ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ‬
‫ﺍﻷﺨﺭﻯ‪ ،‬ﺴﻭﺍﺀ ﻋﻠﻰ ﺍﻟﺼﻌﻴﺩ ﺍﻟﺤﻜﻭﻤﻲ ﺍﻟﻌﺎﻡ ﺃﻭ ﻋﻠﻰ ﺍﻟﺼﻌﻴﺩ‬ ‫ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ ؟‬
‫ﺍﻟﺨﺎﺹ‪ ،‬ﻭﺨﺎﺼﺔ ﺇﺫﺍ ﻤﺎ ﻋﻠﻤﻨﺎ ﺍﻨﻪ ﻻ ﻴﻤﻜﻥ ﺃﻥ ﺘﻨﺠﺢ ﺘﺠﺎﺭﺏ‬ ‫‪- 4‬ﻜﻴﻑ ﺘﺘﻡ ﺇﺩﺍﺭﺓ ﺍﻟﺫﺍﺕ ﺩﺍﺨل ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ‬
‫ﺍﻟﻤﺸﺎﺭﻴﻊ ﺍﻟﻤﺸﺘﺭﻜﺔ ﻤﺎ ﻟﻡ ﺘﺭﺍﻉ ﺍﻟﻔﻭﺍﺭﻕ ﻭﺍﻻﺨﺘﻼﻓﺎﺕ ﺍﻟﺜﻘﺎﻓﻴﺔ‬ ‫ﺍﻷﺭﺩﻨﻴﺔ؟‬
‫ﺒﻴﻥ ﺍﻷﻁﺭﺍﻑ ﺍﻟﻤﺸﺘﺭﻜﺔ ﻓﻲ ﻫﺫﻩ ﺍﻟﻤﺸﺎﺭﻴﻊ‪ .‬ﻭﻴﻤﻜﻥ ﺃﻥ ﺘﻜﻭﻥ‬ ‫‪ -5‬ﻫل ﻫﻨﺎﻙ ﻨﻅﺭﺓ ﻁﻭﻴﻠﺔ ﺍﻷﺠل ﻨﺤﻭ ﺍﻟﻤﺴﺘﻘﺒل ﻤﻥ ﻗﺒل‬
‫ﻫﺫﻩ ﺍﻟﺩﺭﺍﺴﺔ ﺫﺍﺕ ﻓﺎﺌﺩﺓ ﻟﻤﻨﻅﻤﺎﺕ ﺍﻷﻋﻤﺎل ﺍﻷﺭﺩﻨﻴﺔ ﻭﺨﺎﺼﺔ‬ ‫ﺍﻷﻓﺭﺍﺩ ﺍﻟﻌﺎﻤﻠﻴﻥ ﻓﻲ ﻫﺫﻩ ﺍﻟﻤﺼﺎﺭﻑ؟‬
‫ﺍﻟﺩﻭﻟﻴﺔ ﻤﻨﻬﺎ‪ ،‬ﻭﺫﻟﻙ ﻟﻭﻀﻊ ﺨﻁﻁﻬﺎ ﻭﺘﻁﻭﻴﺭ ﺍﺴﺘﺭﺍﺘﻴﺠﻴﺎﺘﻬﺎ ﺒﻤﺎ‬ ‫‪-6‬ﻫل ﺘﺘﻔﻕ ﺍﻟﻨﺘﺎﺌﺞ ﺍﻟﺘﻲ ﺘﻡ ﺍﻟﺘﻭﺼل ﺇﻟﻴﻬﺎ ﻓﻲ ﻫﺫﻩ ﺍﻟﺩﺭﺍﺴﺔ‬
‫ﻴﻨﺴﺠﻡ ﻤﻊ ﺍﻟﺒﻌﺩ ﺍﻟﺩﻭﻟﻲ ﻓﻲ ﺍﻹﺩﺍﺭﺓ‪ ،‬ﻤﻥ ﺨﻼل ﺍﻹﻁﻼﻉ ﻋﻠﻰ‬ ‫ﻤﻊ ﻤﺎ ﺘﻭﺼل ﺇﻟﻴﻪ ﻫﻭﻓﺴﺘﺩ ﻤﺴﺒﻘﺎ ﻋﻥ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﺭﺒﻴﺔ ؟‬
‫ﺍﻟﻤﻔﺎﻫﻴﻡ ﺍﻟﻌﻠﻤﻴﺔ ﺍﻟﺤﺩﻴﺜﺔ ﻓﻲ ﺍﺩﺍﺭﺓ ﺍﻻﻋﻤﺎل ﺍﻟﺩﻭﻟﻴﺔ‪ ،‬ﻜﻤﺎ ﺍﻥ‬
‫ﻤﻌﺭﻓﺔ ﺍﻟﺒﻌﺩ ﺍﻟﺜﻘﺎﻓﻲ ﺍﻟﺨﺎﺹ ﺒﺎﻟﻤﺠﺘﻤﻌﺎﺕ ﻴﺴﻬل ﻤﻥ ﻓﻬﻡ‬ ‫ﺃﻫﺩﺍﻑ ﺍﻟﺩﺭﺍﺴﺔ‬
‫ﺘﺼﺭﻓﺎﺕ ﻭﻋﺎﺩﺍﺕ ﻭﺘﻘﺎﻟﻴﺩ ﺍﻷﻓﺭﺍﺩ ﻓﻲ ﻫﺫﻩ ﺍﻟﻤﺠﺘﻤﻌﺎﺕ‪ ،‬ﺍﻷﻤﺭ‬ ‫ﺘﻬﺩﻑ ﻫﺫﻩ ﺍﻟﺩﺭﺍﺴﺔ ﺇﻟﻰ ﻗﻴﺎﺱ ﻭﺘﺤﺩﻴﺩ ﺴﻤﺎﺕ ﺍﻹﺩﺍﺭﺓ‬
‫ﺍﻟﺫﻱ ﻴﺘﻴﺢ ﻤﻌﺎﻟﺠﺔ ﺃﻱ ﺨﻠل ﻨﺎﺘﺞ ﻋﻥ ﺘﻁﺒﻴﻕ ﺒﺭﺍﻤﺞ ﺃﻭ ﺃﺴﺎﻟﻴﺏ‬ ‫ﻭﺍﻟﺘﻨﻅﻴﻡ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ ﺍﻋﺘﻤﺎﺩﺍ ﻋﻠﻰ ﺃﺒﻌﺎﺩ‬
‫ﺃﻭ ﺍﺴﺘﺭﺍﺘﻴﺠﻴﺎﺕ ﺇﺩﺍﺭﻴﺔ ﻏﺭﻴﺒﺔ ﻋﻥ ﺍﻟﻤﺠﺘﻤﻌﺎﺕ‬ ‫ﻫﻭﻓﺴﺘﺩ ﺍﻟﺜﻘﺎﻓﻴﺔ‪ ،‬ﻭﻴﻤﻜﻥ ﺘﻠﺨﻴﺹ ﺃﻫﺩﺍﻑ ﺍﻟﺩﺭﺍﺴﺔ ﺘﺤﺩﻴﺩﺍ ﻓﻲ‬
‫ﺍﻟﻌﺭﺒﻴﺔ‪.‬ﻭﺒﺎﻟﺘﺎﻟﻲ ﻓﺎﻥ ﺍﻫﻤﻴﺔ ﺍﻟﺩﺭﺍﺴﺔ ﺘﻨﺒﻊ ﻤﻥ ﺍﻟﻨﻘﺹ ﺍﻟﻜﺒﻴﺭ‬ ‫ﺍﻟﻨﻘﺎﻁ ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬
‫ﺍﻟﺤﺎﺼل ﻟﻠﺩﺭﺍﺴﺎﺕ ﻭﺍﻷﺒﺤﺎﺙ ﻓﻲ ﻤﺠﺎل ﺍﺩﺍﺭﺓ ﺍﻻﻋﻤﺎل ﺍﻟﺩﻭﻟﻴﺔ‬ ‫* ﺘﺤﺩﻴﺩ ﻤﺴﺘﻭﻯ ﺩﺭﺠﺔ ﺍﻟﺘﺒﺎﻋﺩ ﻓﻲ ﺍﻟﻨﻔﻭﺫ ﺍﻟﻭﻅﻴﻔﻲ ﻟﺩﻯ‬
‫‪ /‬ﺍﻟﻤﻘﺎﺭﻨﺔ ﻋﻠﻰ ﻤﺴﺘﻭﻯ ﺍﻟﻭﻁﻥ ﺍﻟﻌﺭﺒﻲ ﺒﺸﻜل ﻋﺎﻡ ﻭﺍﻷﺭﺩﻥ‬ ‫ﺍﻟﻌﺎﻤﻠﻴﻥ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ‪.‬‬
‫ﺒﺸﻜل ﺨﺎﺹ ﺤﺴﺏ ﻋﻠﻡ ﺍﻟﺒﺎﺤﺙ‪ ،‬ﻭﺒﺎﻟﺘﺎﻟﻲ ﻓﺎﻨﻪ ﻴﺅﻤل ﺃﻥ ﺘﺴﺩ‬ ‫* ﺘﺤﺩﻴﺩ ﻤﺴﺘﻭﻯ ﺇﺩﺍﺭﺓ ﺍﻟﻭﻗﺕ ﻭ ﺍﻟﻤﺠﻬﻭل ﻟﺩﻯ ﺍﻟﻌﺎﻤﻠﻴﻥ ﻓﻲ‬
‫ﻫﺫﻩ ﺍﻟﺩﺭﺍﺴﺔ ﺠﺯﺀﺍ ﻤﻥ ﻫﺫﺍ ﺍﻟﻨﻘﺹ ﺍﻟﺤﺎﺼل‪ ،‬ﻭﺍﻥ ﺘﺭﻓﺩ‬ ‫ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ ﻤﻥ ﺤﻴﺙ ﺘﺠﻨﺏ ﺍﻷﻓﺭﺍﺩ ﻟﻠﻤﺠﻬﻭل‬
‫ﺍﻟﻤﻜﺘﺒﺔ ﺍﻹﺩﺍﺭﻴﺔ ﺍﻟﻌﺭﺒﻴﺔ ﻓﻲ ﻫﺫﺍ ﺍﻟﻤﺠﺎل‪.‬‬ ‫ﺃﻭ ﺇﻗﺒﺎل ﺍﻷﻓﺭﺍﺩ ﻋﻠﻰ ﺍﻟﻤﺠﻬﻭل )ﺭﻭﺡ ﺍﻟﻤﻐﺎﻤﺭﺓ ﻭﺍﻟﻤﺨﺎﻁﺭﺓ(‬
‫)‪.(RISK‬‬
‫ﻓﺭﻀﻴﺎﺕ ﺍﻟﺩﺭﺍﺴﺔ‬ ‫*ﺘﺤﺩﻴﺩ ﻤﺩﻯ ﺇﺩﺍﺭﺓ ﺍﻟﻌﻼﻗﺎﺕ ﻟﺩﻯ ﺍﻟﻌﺎﻤﻠﻴﻥ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ‬
‫* ﺍﻟﻤﺤﻭﺭ ﺍﻷﻭل‪) :‬ﺍﻟﻨﻔﻭﺫ ﺍﻟﻭﻅﻴﻔﻲ(‪:‬‬ ‫ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ ﻤﻥ ﺤﻴﺙ ﺍﻟﺠﻤﺎﻋﻴﺔ ﺃﻭ ﺍﻟﻔﺭﺩﻴﺔ ﻓﻲ ﺍﻻﺩﺍﺀ‬
‫ﺍﻟﻔﺭﻀﻴﺔ ﺍﻷﻭل ‪ : H0 :‬ﻻ ﻴﺸﻌﺭ ﺍﻟﻌﺎﻤﻠﻭﻥ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ‬ ‫* ﻤﻌﺭﻓﺔ ﻤﺴﺘﻭﻯ ﺇﺩﺍﺭﺓ ﺍﻟﺫﺍﺕ ﻟﺩﻯ ﺍﻟﻌﺎﻤﻠﻴﻥ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ‬
‫ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ ﺒﺩﺭﺠﺔ ﻤﺭﺘﻔﻌﺔ ﻤﻥ ﺘﺒﺎﻋﺩ ﺍﻟﻨﻔﻭﺫ ﺍﻟﻭﻅﻴﻔﻲ‪.‬‬ ‫ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ ﻤﻥ ﺤﻴﺙ ﻤﻴل ﺍﻷﻓﺭﺍﺩ ﺇﻟﻰ ﺇﻋﻁﺎﺀ ﺍﻟﻤﺭﺃﺓ‬
‫ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﺜﺎﻨﻴﺔ‪ :H0 :‬ﻻ ﻴﺸﻌﺭ ﺍﻟﻌﺎﻤﻠﻭﻥ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ‬ ‫ﺃﺩﻭﺍﺭﺍ ﺍﻗل ﺃﻭ ﺍﺩﻭﺍﺭﺍ ﺍﻜﺒﺭ ﻓﻲ ﻤﺠﺎﻻﺕ ﺍﻟﻘﻴﺎﺩﺓ ﻭﺍﻟﺴﻴﻁﺭﺓ‬
‫ﻤﻥ ﺘﺒﺎﻋﺩ ﺍﻟﻨﻔﻭﺫ‬ ‫ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ ﺒﺩﺭﺠﺔ ﻤﻨﺨﻔﻀﺔ‬ ‫)ﺍﻟﺫﻜﻭﺭﻴﺔ ﺒﺨﻼﻑ ﺍﻻﻨﺜﻭﻴﺔ(‪.‬‬
‫ﺍﻟﻭﻅﻴﻔﻲ‪.‬‬ ‫* ﺒﻴﺎﻥ ﻨﻅﺭﺓ ﺍﻷﻓﺭﺍﺩ ﻨﺤﻭ ﺍﻟﻤﺴﺘﻘﺒل ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ‬
‫*ﺍﻟﻤﺤﻭﺭ ﺍﻟﺜﺎﻨﻲ‪ ) :‬ﺘﺠﻨﺏ ﺍﻟﻤﺠﻬﻭل(‪:‬‬ ‫ﺍﻷﺭﺩﻨﻴﺔ‪.‬‬
‫ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﺜﺎﻟﺜﺔ‪ : H0:‬ﻻ ﻴﺸﻌﺭ ﺍﻟﻌﺎﻤﻠﻭﻥ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ‬ ‫ﺍﻫﻤﻴﺔ ﺍﻟﺩﺭﺍﺴﺔ‬
‫ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ ﺒﺩﺭﺠﺔ ﻤﺭﺘﻔﻌﺔ ﻤﻥ ﺘﺠﻨﺏ ﺍﻟﻤﺠﻬﻭل‪.‬‬ ‫ﺘﺒﺭﺯ ﺃﻫﻤﻴﺔ ﺍﻟﺩﺭﺍﺴﺔ ﻤﻥ ﺍﻷﻫﺩﺍﻑ ﺍﻟﺘﻲ ﺘﺴﻌﻰ ﺇﻟﻴﻬﺎ‪ ،‬ﺫﻟﻙ‬
‫ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﺭﺍﺒﻌﺔ‪ :H0 :‬ﻻ ﻴﺸﻌﺭ ﺍﻟﻌﺎﻤﻠﻭﻥ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ‬ ‫ﺃﻥ ﺭﺒﻁ ﺍﻟﻤﻔﺎﻫﻴﻡ ﺍﻟﻨﻅﺭﻴﺔ ﺒﺎﻟﺩﺭﺍﺴﺔ ﺍﻟﻤﻴﺩﺍﻨﻴﺔ ﻤﻥ ﺸﺎﻨﻪ ﺃﻥ‬
‫ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ ﺒﺩﺭﺠﺔ ﻤﻨﺨﻔﻀﺔ ﻤﻥ ﺘﺠﻨﺏ ﺍﻟﻤﺠﻬﻭل‪.‬‬ ‫ﻴﺴﻬﻡ ﻓﻲ ﺒﻠﻭﺭﺓ ﻭﺘﺤﺩﻴﺩ ﺴﻤﺎﺕ ﻋﺎﻤﺔ ﻟﻺﺩﺍﺭﺓ ﺍﻟﻌﺭﺒﻴﺔ‪.‬ﺇﻥ‬
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‫ﻭﻏﻴﺭﻫﺎ‪.‬‬ ‫*ﺍﻟﻤﺤﻭﺭ ﺍﻟﺜﺎﻟﺙ ‪) :‬ﺍﻟﻔﺭﺩﻴﺔ ﺒﺨﻼﻑ ﺍﻟﺠﻤﺎﻋﻴﺔ(‪:‬‬

‫ﺍﻥ ﺍﻟﻘﻴﻡ ﻭﺍﻟﻤﻌﺘﻘﺩﺍﺕ ﺍﻟﻘﻭﻤﻴﺔ ﻟﻠﻌﺎﻤﻠﻴﻥ ﺘﺅﺜﺭ ﺒﺩﺭﺠﺔ ﺫﺍﺕ‬ ‫ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﺨﺎﻤﺴﺔ‪ :H0 :‬ﻻ ﻴﻤﻴل ﺍﻟﻌﺎﻤﻠﻭﻥ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ‬
‫ﺩﻻﻟﺔ ﻋﻠﻰ ﺍﺩﺍﺌﻬﻡ ﺍﻟﺘﻨﻅﻴﻤﻲ ﻓﻲ ﺍﻟﺸﺭﻜﺎﺕ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺍﻻﺠﻨﺒﻴﺔ‪،‬‬ ‫ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ ﺇﻟﻰ ﺍﻟﺠﻤﺎﻋﻴﺔ ﻓﻲ ﺍﻷﺩﺍﺀ‪.‬‬
‫ﻜﻤﺎ ﺍﻥ ﻫﺫﻩ ﺍﻟﻘﻴﻡ ﺍﻟﺘﻲ ﻴﺤﻤﻠﻬﺎ ﺍﻟﻌﺎﻤﻠﻭﻥ ﻓﻲ ﻤﻨﻅﻤﺎﺕ ﺍﻻﻋﻤﺎل‬ ‫ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﺴﺎﺩﺴﺔ‪ :H0 :‬ﻻ ﻴﻤﻴل ﺍﻟﻌﺎﻤﻠﻭﻥ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ‬
‫ﺍﻟﺩﻭﻟﻴﺔ ﻤﻥ ﺍﻟﺼﻌﺏ ﺘﻐﻴﻴﺭﻫﺎ )‪.(Janssens etal., 1995‬‬ ‫ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ ﺇﻟﻰ ﺍﻟﻔﺭﺩﻴﺔ ﻓﻲ ﺍﻷﺩﺍﺀ‪.‬‬
‫ﻭﻤﻥ ﺍﺠل ﺍﺩﺭﺍﻙ ﺠﻭﺍﻨﺏ ﺍﻟﺘﺸﺎﺒﻪ ﻭ ﺍﻻﺨﺘﻼﻑ ﻓﻲ ﺜﻘﺎﻓﺎﺕ‬ ‫*ﺍﻟﻤﺤﻭﺭ ﺍﻟﺭﺍﺒﻊ‪) :‬ﺍﻟﺼﺭﺍﻤﺔ ﺒﺨﻼﻑ ﺍﻟﻠﻴﻭﻨﺔ( ‪:‬‬
‫ﺍﻟﺸﻌﻭﺏ ﻋﻨﺩ ﻤﻤﺎﺭﺴﺔ ﻨﺸﺎﻁﺎﺕ ﺍﻻﻋﻤﺎل ﻭ ﺍﺩﺍﺭﺘﻬﺎ ﻋﻠﻰ‬ ‫ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﺴﺎﺒﻌﺔ ‪ :H0:‬ﻻ ﻴﻤﻴل ﺍﻟﻌﺎﻤﻠﻭﻥ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ‬
‫ﺍﻟﺼﻌﻴﺩ ﺍﻟﻜﻭﻨﻲ ﻭﺒﺎﻟﺘﺎﻟﻲ ﺍﺴﺘﻐﻼل ﺠﻭﺍﻨﺏ ﺍﻟﺘﺸﺎﺒﻪ ﺒﺠﺩﻴﺔ‪،‬‬ ‫ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ ﺇﻟﻰ ﺍﻟﺫﻜﻭﺭﻴﺔ ﻓﻲ ﺍﻷﺩﺍﺀ‪.‬‬
‫ﻭﺍﻟﺘﻌﺎﻤل ﻤﻊ ﺍﻻﺨﺘﻼﻓﺎﺕ ﺍﻟﺜﻘﺎﻓﻴﺔ ﻟﻠﺸﻌﻭﺏ ﺒﺤﺼﺎﻓﺔ ﺸﺩﻴﺩﺓ‪ ،‬ﻓﻘﺩ‬ ‫ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﺜﺎﻤﻨﺔ‪ : H0:‬ﻻ ﻴﻤﻴل ﺍﻟﻌﺎﻤﻠﻭﻥ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ‬
‫ﺼﻨﻑ ﻜل ﻤﻥ )‪ (Ronen & Shenker, 1985‬ﺍﻟﺩﻭل ﻁﺒﻘﺎ‬ ‫ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ ﺇﻟﻰ ﺍﻻﻨﺜﻭﻴﺔ ﻓﻲ ﺍﻷﺩﺍﺀ‪.‬‬
‫ﻟﺘﺸﺎﺒﻪ ﺍﻻﺘﺠﺎﻫﺎﺕ ﻭﺍﻟﺨﺼﺎﺌﺹ ﺍﻟﺜﻘﺎﻓﻴﺔ ﻓﻴﻬﺎ ﺍﻟﻰ ﺘﺴﻊ‬ ‫*ﺍﻟﻤﺤﻭﺭ ﺍﻟﺨﺎﻤﺱ‪) :‬ﺍﻟﻨﻅﺭﺓ ﻁﻭﻴﻠﺔ ﺍﻷﺠل ﻟﻠﻤﺴﺘﻘﺒل(‪:‬‬
‫ﻤﺠﻤﻭﻋﺎﺕ ﺍﺴﺎﺴﻴﺔ ﻫﻲ ‪:‬‬ ‫ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﺘﺎﺴﻌﺔ ‪ :H0:‬ﻻ ﺘﻭﺠﺩ ﻟﺩﻯ ﺍﻷﻓﺭﺍﺩ ﻓﻲ‬
‫‪-1‬ﺜﻘﺎﻓﺔ ﺍﻟﺩﻭل ﺍﻟﻌﺭﺒﻴﺔ ‪:‬ﻭﺘﺸﻤل ﺩﻭل ﺍﻟﺨﻠﻴﺞ ﺍﻟﻌﺭﺒﻲ ﻜﺎﻓﺔ‪،‬‬ ‫ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ ﻨﻅﺭﺓ ﻁﻭﻴﻠﺔ ﺍﻷﺠل ﻨﺤﻭ‬
‫ﻭﻤﺼﺭ ﻭﺴﻭﺭﻴﺎ ﻭﺍﻻﺭﺩﻥ‪.‬‬ ‫ﺍﻟﻤﺴﺘﻘﺒل‪.‬‬
‫‪-2‬ﺍﻟﺜﻘﺎﻓﺔ ﺍﻟﺸﺭﻗﻴﺔ ‪:‬ﻭﺘﺸﻤل ﺍﻴﺭﺍﻥ‪،‬ﺘﺭﻜﻴﺎ‪ ،‬ﺍﻟﻴﻭﻨﺎﻥ‪،‬‬ ‫ﺍﻻﻁﺎﺭ ﺍﻟﻨﻅﺭﻱ‬
‫ﻭﻗﺒﺭﺹ‪.‬‬ ‫ﺘﻌﺭﻑ ﺍﻟﺜﻘﺎﻓﺔ ﺒﺎﻨﻬﺎ ﻤﺠﻤﻭﻋﺔ ﻤﻥ ﺍﻟﻘﻴﻡ ﺍﻭ ﺘﺼﺭﻓﺎﺕ ﺍﻻﻓﺭﺍﺩ‬
‫‪ -3‬ﺍﻟﺜﻘﺎﻓﺔ ﺍﻻﻟﻤﺎﻨﻴﺔ‪ :‬ﻭﺘﺸﻤل ﺍﻟﻤﺎﻨﻴﺎ‪ ،‬ﺍﻟﻨﻤﺴﺎ‪ ،‬ﻭﺴﻭﻴﺴﺭﺍ‪.‬‬ ‫ﺩﺍﺨل ﺩﻭﻟﺔ ﻤﺎ ﺍﻭ ﺘﻨﻅﻴﻡ ﻤﻌﻴﻥ‪ ،‬ﻭﺘﺘﺼﻑ ﺒﻌﺩﺓ ﺨﺼﺎﺌﺹ ﻫﻲ‪:‬‬
‫‪ -4‬ﺍﻟﺜﻘﺎﻓﺔ ﺍﻻﻨﺠﻠﻴﺯﻴﺔ ‪:‬ﻭﺘﺸﻤل ﺒﺭﻴﻁﺎﻨﻴﺎ‪،‬ﺍﻤﺭﻴﻜﻴﺎ‪،‬ﻜﻨﺩﺍ‪،‬‬ ‫ﺍﻨﻬﺎ ﻤﺠﻤﻭﻋﺔ ﻤﻥ ﺍﻟﻤﻌﺎﻨﻲ ﺍﻟﻤﺸﺘﺭﻜﺔ ﺍﻟﺘﻲ ﺘﺨﺹ ﻤﺠﻤﻭﻋﺔ ﻤﻥ‬
‫ﻨﻴﻭﺯﻴﻠﻨﺩﺓ‪ ،‬ﻭﺍﻴﺭﻟﻨﺩﺍ‪.‬‬ ‫ﺍﻻﻓﺭﺍﺩ ﻭﺘﺘﺼﻑ ﺒﺎﻟﻨﺴﺒﻴﺔ‪ ،‬ﻜﻤﺎ ﺍﻨﻬﺎ ﻤﻜﺘﺴﺒﺔ ‪Hoecklin,‬‬
‫‪ -5‬ﺍﻟﺜﻘﺎﻓﺔ ﺍﻻﺴﻜﻨﺩﻨﺎﻓﻴﺔ ‪:‬ﻭﺘﺸﻤل ﺍﻟﺴﻭﻴﺩ‪ ،‬ﺍﻟﺩﻨﻤﺎﺭﻙ‪،‬‬ ‫)‪ .(1995‬ﻭﺘﻌﺘﺒﺭ ﺍﻟﻘﻴﻡ ﺍﻟﺜﻘﺎﻓﻴﺔ ﺍﺤﺩ ﺍﻻﺒﻌﺎﺩ ﺍﻟﺭﺌﻴﺴﻴﺔ ﻟﺜﻘﺎﻓﺔ‬
‫ﺍﻟﻨﺭﻭﻴﺞ‪ ،‬ﻭﻓﻨﻠﻨﺩﺍ‪.‬‬ ‫ﺍﻟﺸﻌﻭﺏ‪ ،‬ﻓﺎﻟﻘﻴﻡ ﻫﻲ ﻋﺒﺎﺭﺓ ﻋﻥ ﺍﻟﻤﻌﺘﻘﺩﺍﺕ ﺍﻻﺴﺎﺴﻴﺔ ﻟﻼﻓﺭﺍﺩ ﻭﻫﻲ‬
‫‪ -6‬ﺜﻘﺎﻓﺔ ﺍﻭﺭﻭﺒﺎ ﺍﻟﻼﺘﻴﻨﻴﺔ‪ :‬ﻭﺘﺸﻤل ﻓﺭﻨﺴﺎ‪ ،‬ﺍﻴﻁﺎﻟﻴﺎ‪،‬‬ ‫ﺍﻟﺘﻲ ﺘﺤﺩﺩ ﻤﺎ ﻫﻭ ﺼﺤﻴﺢ ﻭﻤﺎ ﻫﻭ ﺨﺎﻁﻲﺀ‪ ،‬ﻭﻤﺎﻫﻭ ﺠﻴﺩ ﻭﻤﻘﺒﻭل‬
‫ﺍﺴﺒﺎﻨﻴﺎ‪ ،‬ﺒﻠﺠﻴﻜﻴﺎ‪ ،‬ﻭﺍﻟﺒﺭﺘﻐﺎل‪.‬‬ ‫ﻭﻤﺎ ﻫﻭ ﺴﻲﺀ ﻭﻤﺭﻓﻭﺽ‪ ،‬ﻭﻤﺎ ﻫﻭ ﻫﺎﻡ ﺍﻭ ﻏﻴﺭ ﻫﺎﻡ ﻤﻥ‬
‫‪-7‬ﺜﻘﺎﻓﺔ ﺍﻤﺭﻴﻜﻴﺎ ﺍﻟﻼﺘﻴﻨﻴﺔ ‪:‬ﻭﺘﺸﻤل ﺍﻻﺭﺠﻨﺘﻴﻥ‪ ،‬ﺍﻟﻤﻜﺴﻴﻙ‪،‬‬ ‫ﺍﻟﺘﺼﺭﻓﺎﺕ ﻭﺍﻻﻓﻌﺎل )ﺍﺒﻭ ﻗﺤﻑ‪ ،(2005 ،‬ﻓﺎﻟﻤﻌﺘﻘﺩﺍﺕ ﻭﺍﻟﻘﻴﻡ‬
‫ﻓﻨﺯﻭﻴﻼ‪،‬ﺘﺸﻴﻠﻲ‪ ،‬ﻜﻭﻟﻭﻤﺒﻴﺎ‪ ،‬ﻭﺒﻴﺭﻭ‪.‬‬ ‫ﺍﻟﺜﻘﺎﻓﻴﺔ ﺘﻭﺠﻪ ﺴﻠﻭﻙ ﺍﻻﻓﺭﺍﺩ ﻭﻏﺎﻟﺒﺎ ﻤﺎ ﻴﻨﺘﺞ ﻋﻨﻬﺎ ﺘﺒﺎﻴﻥ ﻓﻲ‬
‫‪-8‬ﺜﻘﺎﻓﺔ ﺩﻭل ﺍﻟﺸﺭﻕ ﺍﻻﻗﺼﻰ‪ :‬ﻭﺘﺸﻤل ﺍﻨﺩﻭﻨﻴﺴﻴﺎ‪ ،‬ﻤﺎﻟﻴﺯﻴﺎ‪،‬‬ ‫ﺍﻟﻤﻤﺎﺭﺴﺎﺕ ﺍﻻﺩﺍﺭﻴﺔ ﻤﻥ ﺩﻭﻟﺔ ﻻﺨﺭﻯ‪ ،‬ﻭﺘﻌﺘﺒﺭ ﺍﻟﻤﻨﻅﻭﻤﺔ ﺍﻟﺜﻘﺎﻓﻴﺔ‬
‫ﺘﺎﻴﻭﺍﻥ‪ ،‬ﺘﺎﻴﻼﻨﺩ‪ ،‬ﻫﻭﻨﻎ ﻜﻭﻨﻎ‪.‬‬ ‫ﺒﻤﺎ ﺘﺤﻭﻴﻪ ﻤﻥ ﻗﻴﻡ ﻭﺍﺘﺠﺎﻫﺎﺕ ﺍﻟﻤﺅﺜﺭ ﺍﻟﺭﺌﻴﺴﻲ ﻋﻠﻰ ﺍﻟﻤﻤﺎﺭﺴﺎﺕ‬
‫‪-9‬ﺜﻘﺎﻓﺎﺕ ﻤﺴﺘﻘﻠﺔ ﻋﻥ ﺍﻟﻤﺠﻤﻭﻋﺎﺕ ﺍﻟﺴﺎﺒﻘﺔ ‪:‬ﺍﻟﺒﺭﺍﺯﻴل‪،‬‬ ‫ﺍﻻﺩﺍﺭﻴﺔ ﺍﻟﻤﺨﺘﻠﻔﺔ ﻟﻼﻓﺭﺍﺩ‪ ،‬ﻭﻫﻨﺎ ﻴﻘﻊ ﻋﻠﻰ ﺍﻟﻤﺩﻴﺭ ﺍﻟﺩﻭﻟﻲ ﻤﻬﻤﺔ‬
‫ﺍﻟﻬﻨﺩ‪ ،‬ﺍﻟﻴﺎﺒﺎﻥ‪.‬‬ ‫ﺘﺸﺨﻴﺹ ﺍﻟﻘﻴﻡ ﺍﻟﺘﻲ ﺘﺴﻭﺩ ﻓﻲ ﺍﻟﺩﻭﻟﺔ ﺍﻻﺨﺭﻯ ﺍﻟﺘﻲ ﻴﻨﻭﻱ ﻤﻤﺎﺭﺴﺔ‬
‫ﻭﻗﺩ ﺭﺘﺏ )‪ (Elashmawi & Harris, 1993‬ﺍﻟﻘﻴﻡ‬ ‫ﺍﻟﻨﺸﺎﻁ ﻓﻴﻬﺎ ﻭﺫﻟﻙ ﺤﺘﻰ ﻴﺘﻤﻜﻥ ﻤﻥ ﻓﺘﺢ ﻗﻨﻭﺍﺕ ﺍﻻﺘﺼﺎل ﻭﺘﺒﺎﺩل‬
‫ﺍﻟﺜﻘﺎﻓﻴﺔ ﺘﺒﺎﻋﺎ ﻁﺒﻘﺎ ﻷﻭﻟﻭﻴﺎﺘﻬﺎ ﻓﻲ ﺍﻟﺩﻭل ﺍﻟﻌﺭﺒﻴﺔ ﻜﻤﺎ ﻴﻠﻲ‪:‬‬ ‫ﺍﻟﻤﻌﻠﻭﻤﺎﺕ ﻤﻊ ﺍﻻﺨﺭﻴﻥ )ﺠﻭﺍﺩ‪.(2002 ،‬‬
‫‪ -1‬ﺍﻻﻤﺎﻥ ﺍﻟﻌﺎﺌﻠﻲ‪ -2 ،‬ﺘﻌﻠﻴﻤﺎﺕ ﻭﻨﺼﺎﺌﺢ ﺍﻻﺒﺎﺀ‪ -3 ،‬ﺍﻟﺴﻥ‪-4 ،‬‬ ‫ﺍﻥ ﺍﻟﺘﺒﺎﻴﻥ ﺍﻟﺜﻘﺎﻓﻲ ﻴﻤﻜﻥ ﻤﻌﺭﻓﺔ ﺍﻨﻤﺎﻁﻪ ﻭﺘﺄﺜﻴﺭﻩ ﻋﻠﻰ ﺍﺩﺍﺭﺓ‬
‫ﺍﻟﺴﻠﻁﺔ‪ -5 ،‬ﺍﻻﺨﻼﺹ ﻭﺍﻟﻭﻻﺀ‪.‬‬ ‫ﺍﻻﻋﻤﺎل ﺍﻟﺩﻭﻟﻴﺔ ﺒﻌﺩﺓ ﻁﺭﻕ )‪(Chaot & Linger, 1994‬‬
‫ﻭﺘﻌﺘﺒﺭ ﺩﺭﺍﺴﺎﺕ )‪ (Hofestede, 1984, 1991‬ﻤﻥ‬ ‫ﺍﻫﻤﻬﺎ ﺍﻟﺘﻜﻨﻭﻟﻭﺠﻴﺎ ﻭﺍﻻﺘﺠﺎﻫﺎﺕ ﺍﻻﺩﺍﺭﻴﺔ ﻭﻓﻠﺴﻔﺔ ﺍﻻﺩﺍﺭﺓ‬
‫ﺃﻓﻀل ﺍﻟﺩﺭﺍﺴﺎﺕ ﺍﻟﺘﻲ ﺸﺨﺼﺕ ﻤﻼﻤﺢ ﺍﻟﻔﻜﺭ ﺍﻹﺩﺍﺭﻱ ﻓﻲ‬ ‫ﻭﻋﻼﻗﺎﺕ ﺍﻟﻌﻤل ﻤﻊ ﺍﻟﺤﻜﻭﻤﺔ‪ ،‬ﻭﻁﺭﻕ ﺍﻟﺴﻠﻭﻙ ﻭﺍﻟﺘﺼﺭﻑ‬
‫‪-335-‬‬
‫ﺍﻟﻬﻭﻟﻨﺩﻱ ﺘﺭﻤﺒﻨﺎﺭﺱ )‪ ( Trompenares, 1993‬ﻭﻫﻭ ﺘﻠﻤﻴﺫ‬ ‫ﺍﻟﻤﺠﺘﻤﻌﺎﺕ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺍﻋﺘﻤﺎﺩﺍ ﻋﻠﻰ ﺍﻟﻤﻨﻅﻭﺭ ﺍﻟﺜﻘﺎﻓﻲ‪ ،‬ﺤﻴﺙ ﺃﻥ‬
‫ﻤﻥ ﺘﻼﻤﻴﺫ ‪ Hofstede‬ﻨﻅﺭﻴﺔ ﺠﺩﻴﺩﺓ ﺍﻜﺘﺸﻑ ﻤﻥ ﺨﻼﻟﻬﺎ ‪7‬‬ ‫ﺍﻟﻨﻅﻡ ﻭﺍﻟﻤﻤﺎﺭﺴﺎﺕ ﺍﻹﺩﺍﺭﻴﺔ ﺘﺘﺒﺎﻴﻥ ﻭﺘﺨﺘﻠﻑ ﺒﻨﺎﺀ ﻋﻠﻰ ﺘﺒﺎﻴﻥ‬
‫ﺃﺒﻌﺎﺩ‪ ،‬ﺒﻴﻥ ﻤﻥ ﺨﻼﻟﻬﺎ ﻜﻴﻑ ﺃﻥ ﺍﻟﺜﻘﺎﻓﺎﺕ ﺘﺨﺘﻠﻑ ﻭﺍﻥ ﻫﺫﺍ‬ ‫ﺍﻟﺜﻘﺎﻓﺎﺕ‪ ،‬ﻓﻜل ﻨﻤﻭﺫﺝ ﺇﺩﺍﺭﻱ ﺴﻴﺘﺄﺜﺭ ﺒﺎﻟﺜﻘﺎﻓﺔ ﺍﻟﻭﻁﻨﻴﺔ ﺍﻟﺘﻲ‬
‫ﺍﻻﺨﺘﻼﻑ ﻴﺅﺜﺭ ﺤﺘﻤﺎ ﻋﻠﻰ ﻤﻨﻅﻤﺎﺕ ﺍﻷﻋﻤﺎل ﻭﻋﻠﻰ ﻤﻤﺎﺭﺴﺔ‬ ‫ﺘﻨﺘﻤﻲ ﺇﻟﻴﻬﺎ ﻜل ﻤﺅﺴﺴﺔ‪ .‬ﻫﻭﻓﺴﺘﺩ ﻋﺎﻟﻡ ﺇﺩﺍﺭﻱ ﻫﻭﻟﻨﺩﻱ ﺃﻋﻁﻰ‬
‫ﺍﻟﺘﻁﺒﻴﻘﺎﺕ ﺍﻹﺩﺍﺭﻴﺔ ﺍﻟﻤﺨﺘﻠﻔﺔ‪،‬ﻭﻫﺫﻩ ﺍﻷﺒﻌﺎﺩ ﻫﻲ‪:‬‬ ‫ﻤﻬﻤﺔ ﺘﻁﻭﻴﺭ ﺍﻟﻭﻀﻊ ﺍﻹﺩﺍﺭﻱ ﻓﻲ ﺸﺭﻜﺔ ‪ IBM‬ﻋﻥ ﻁﺭﻴﻕ‬
‫‪-1‬ﻋﺎﻟﻤﻴﺔ ﺍﻟﺜﻘﺎﻓﺔ ﺒﺨﻼﻑ ﺨﺼﻭﺼﻴﺔ ﺍﻟﺜﻘﺎﻓﺔ‪.‬‬ ‫ﺘﺤﺴﻴﻥ ﺍﺩﺍﺀ ﺍﻟﻌﺎﻤﻠﻴﻥ ﻓﻲ ﺍﻟﺸﺭﻜﺔ ﺒﻴﻥ ﻋﺎﻤﻲ ‪-1967‬‬
‫‪-2‬ﺍﻟﻔﺭﺩﻴﺔ ﺒﺨﻼﻑ ﺍﻟﺠﻤﺎﻋﻴﺔ‪.‬‬ ‫‪1975‬ﻡ‪ ،‬ﺤﻴﺙ ﻗﺎﻡ ﺒﺘﻭﺯﻴﻊ ﺤﻭﺍﻟﻲ )‪ (100,000‬ﺍﺴﺘﺒﻴﺎﻨﺔ ﻋﻠﻰ‬
‫‪-3‬ﺍﻟﺤﻴﺎﺩﻴﺔ ﺒﺨﻼﻑ ﺍﻟﻌﺎﻁﻔﻴﺔ‪.‬‬ ‫ﺍﻟﻌﺎﻤﻠﻴﻥ‪ ،‬ﻭﺘﺒﻴﻥ ﻟﻪ ﻤﻥ ﺨﻼل ﻫﺫﻩ ﺍﻟﺩﺭﺍﺴﺔ ﺍﻟﻀﺨﻤﺔ ‪ 4‬ﺃﺒﻌﺎﺩ‬
‫‪-4‬ﺍﻟﻌﻼﻗﺎﺕ ﺍﻟﻤﺤﺩﺩﺓ ﺒﺨﻼﻑ ﺍﻟﻌﻼﻗﺎﺕ ﺍﻟﺸﻤﻭﻟﻴﺔ‪.‬‬ ‫ﺴﺎﻋﺩﺕ ﻓﻴﻤﺎ ﺒﻌﺩ ﻋﻠﻰ ﺘﺸﺨﻴﺹ ﻭﺘﻔﺴﻴﺭ ﺃﺴﺒﺎﺏ ﻭﺠﻭﺩ‬
‫‪-5‬ﺍﻹﻨﺠﺎﺯ ﺒﺨﻼﻑ ﺍﻟﺼﺒﻐﺔ ﺍﻟﻌﺸﺎﺌﺭﻴﺔ‪.‬‬ ‫ﺍﻻﺨﺘﻼﻓﺎﺕ ﺍﻟﻅﺎﻫﺭﺓ ﻭﺍﻟﻤﻨﺘﺸﺭﺓ ﻓﻲ ﻜﺎﻓﺔ ﺍﻟﻤﻜﺎﺘﺏ ﺍﻟﻌﺎﻤﻠﺔ‬
‫‪-6‬ﻤﺎ ﺘﻌﻜﺴﻪ ﺍﻟﺜﻘﺎﻓﺔ ﻤﻥ ﺨﻼل ﺍﻟﻭﻗﺕ )ﺘﻌﺎﻗﺒﻲ‪ /‬ﻤﺘﺩﺍﺨل(‪.‬‬ ‫ﻟﺸﺭﻜﺎﺕ ‪ ،IBM‬ﺤﻴﺙ ﻜﺎﻨﺕ ﻫﺫﻩ ﺍﻟﺸﺭﻜﺔ ﺍﻟﻌﻤﻼﻗﺔ ﻤﻥ ﺃﻜﺜﺭ‬
‫‪-7‬ﻤﺎ ﺘﻌﻜﺴﻪ ﺍﻟﺜﻘﺎﻓﺔ ﻤﻥ ﺨﻼل ﺍﻟﺒﻴﺌﺔ )ﺍﻟﺴﻴﻁﺭﺓ ﻋﻠﻴﻬﺎ‪،‬‬ ‫ﺍﻟﺸﺭﻜﺎﺕ ﻨﺠﺎﺤﺎ ﻓﻲ ﺍﻟﻌﺎﻟﻡ ﻓﻲ ﺫﻟﻙ ﺍﻟﻭﻗﺕ‪.‬ﻭﻜﺎﻨﺕ ﺘﻠﻙ ﺍﻷﺒﻌﺎﺩ‬
‫ﺍﻟﺨﻀﻭﻉ ﻟﻬﺎ(‪.‬‬ ‫ﺍﻻﻜﺘﺸﺎﻑ ﺍﻷﺴﺎﺱ ﺍﻟﺫﻱ ﺍﺴﺘﻁﺎﻉ ﻫﻭﻓﺴﺘﺩ ﻤﻥ ﺨﻼﻟﻪ ﺘﺼﻨﻴﻔﻪ‬
‫‪ 53‬ﺩﻭﻟﺔ ﻭﺍﻟﺘﻲ ﺍﺸﺘﻤﻠﺕ ﻋﻠﻴﻬﺎ ﺩﺭﺍﺴﺘﻪ ﻓﻲ ﺠﺩﺍﻭل ﺒﻨﺎﺀ ﻋﻠﻰ‬
‫ﺍﻟﺩﺭﺍﺴﺎﺕ ﺍﻟﺴﺎﺒﻘﺔ‬ ‫ﺃﺒﻌﺎﺩﻩ ﺍﻷﺭﺒﻌﺔ‪ ،‬ﻭﺍﻟﺘﻲ ﻤﻜﻨﺕ ﻤﻥ ﺘﻔﺴﻴﺭ ﺃﺴﺒﺎﺏ ﻭﺠﻭﺩ‬
‫ﻟﻘﺩ ﺤﻅﻲ ﻫﺫﺍ ﺍﻟﻤﻭﻀﻭﻉ ﺒﺎﻫﺘﻤﺎﻡ ﺍﻟﺩﺍﺭﺴﻴﻥ ﻭﺍﻟﺒﺎﺤﺜﻴﻥ ﻓﻲ‬ ‫ﺍﻻﺨﺘﻼﻓﺎﺕ ﺍﻟﺜﻘﺎﻓﻴﺔ ﻭﻓﺴﺭ ﻤﻥ ﺨﻼﻟﻬﺎ ﻤﺴﺄﻟﺔ ﺘﻌﺩﺩ ﺍﻟﺜﻘﺎﻓﺎﺕ‬
‫ﺍﻟﺩﻭل ﺍﻟﻐﺭﺒﻴﺔ‪،‬ﻓﻲ ﺤﻴﻥ ﻟﻡ ﺘﺘﻭﻓﺭ ﺩﺭﺍﺴﺎﺕ ﻤﺘﺨﺼﺼﺔ‬ ‫ﻭﺍﺨﺘﻼﻓﺎﺘﻬﺎ‪.‬ﻭﻗﺩﻡ ﻫﻭﻓﺴﺘﺩ ﻨﻅﺭﻴﺘﻪ ﺃﻫﻤﻴﺔ ﺍﻷﺨﺫ ﺒﺎﻻﻋﺘﺒﺎﺭﺍﺕ‬
‫ﺒﺎﻟﻤﻭﻀﻭﻉ ﺒﺎﻟﻠﻐﺔ ﺍﻟﻌﺭﺒﻴﺔ‪ .‬ﻭﺒﺎﻟﻨﺴﺒﺔ ﻷﻫﻡ ﺍﻟﺩﺭﺍﺴﺎﺕ ﺍﻟﺘﻲ‬ ‫ﺍﻟﺜﻘﺎﻓﻴﺔ‪) ،‬ﺃﺜﺭ ﺍﻻﺨﺘﻼﻓﺎﺕ ﺍﻟﺜﻘﺎﻓﻴﺔ( ﻓﻲ ﻓﻬﻡ ﺴﻠﻭﻜﻴﺎﺕ‬
‫ﺘﻨﺎﻭﻟﺕ ﻤﻭﻀﻭﻉ ﺘﺸﺨﻴﺹ ﻭﺒﻠﻭﺭﺓ ﺍﻟﻔﻜﺭ ﺍﻹﺩﺍﺭﻱ ﺍﻟﻌﺭﺒﻲ ﻤﺎ‬ ‫ﻭﺍﻨﻁﺒﺎﻋﺎﺕ ﺍﻷﻓﺭﺍﺩ ﺩﺍﺨل ﺍﻟﺘﻨﻅﻴﻤﺎﺕ ﺒﻨﺎﺀ ﻋﻠﻰ ﺍﻷﺒﻌﺎﺩ ﺍﻷﺭﺒﻌﺔ‬
‫ﻴﻠﻲ‪:‬‬ ‫ﺍﻟﺘﺎﻟﻴﺔ ‪:‬‬
‫‪ -‬ﻓﻲ ﻤﺠﺎل ﺇﺩﺍﺭﺓ ﺍﻟﺴﻠﻁﺔ ﻭﺍﻟﻨﻔﻭﺫ ﺍﻟﻭﻅﻴﻔﻲ‪:‬‬ ‫‪ -1‬ﺍﻟﺘﺒﺎﻋﺩ ﻓﻲ ﺍﻟﻨﻔﻭﺫ ﺍﻟﻭﻅﻴﻔﻲ )‪(Power Distance‬‬
‫ﺒﻴﻥ )ﺍﺒﻭ ﻗﺤﻑ‪ (2005 ،‬ﻓﻲ ﺩﺭﺍﺴﺔ ﻨﻅﺭﻴﺔ ﻟﻪ ﺒﻌﻨﻭﺍﻥ‪:‬‬ ‫ﻭﺴﻴﺭﻤﺯ ﻟﻪ ﺒﺎﻟﺭﻤﺯ )‪.(PD‬‬
‫"ﺍﻟﺴﻠﻭﻙ ﺍﻟﺘﻨﻅﻴﻤﻲ ﻭﺍﺩﺍﺭﺓ ﺍﻟﻤﻭﺍﺭﺩ ﺍﻟﺒﺸﺭﻴﺔ – ﺍﻟﺩﺍﻓﻌﻴﺔ ﻭﺍﻟﻘﻴﺎﺩﺓ‬ ‫‪-2‬ﺘﺠﻨﺏ ﺍﻟﻤﺠﻬﻭل )‪ (Uncertainty Avoidance‬ﻭﺴﻴﺭﻤﺯ‬
‫ﺍﺸﺎﺭ ﺍﻟﻴﻬﺎ ﻓﻲ ﻜﺘﺎﺒﻪ " ﺍﺩﺍﺭﺓ ﺍﻻﻋﻤﺎل ﺍﻟﺩﻭﻟﻴﺔ " ﻭﺍﺠﺭﻴﺕ ﻓﻲ‬ ‫ﻟﻪ ﺒﺎﻟﺭﻤﺯ )‪.(UD‬‬
‫ﺩﻭل ﺍﻟﺨﻠﻴﺞ ﺍﻟﻌﺭﺒﻲ‪ ،‬ﺍﻥ ﻨﺘﺎﺌﺞ ﺍﻟﺩﺭﺍﺴﺎﺕ ﺍﻟﻤﻴﺩﺍﻨﻴﺔ ﺍﻟﺘﻲ‬ ‫)‪(Individuality/Collectivity‬‬ ‫‪-3‬ﺍﻟﻔﺭﺩﻴﺔ‪/‬ﺍﻟﺠﻤﺎﻋﻴﺔ‬
‫ﺍﺠﺭﻴﺕ ﻗﻲ ﻤﻌﻅﻡ ﺍﻟﺩﻭل ﺍﻟﻌﺭﺒﻴﺔ ﺍﻅﻬﺭﺕ ﺍﻥ ﻨﻤﻁ ﺍﻟﺴﻠﻭﻙ‬ ‫ﻭﺴﺘﺭﻤﺯ ﺒﺎﻟﺭﻤﺯ)‪.(IND/COLL‬‬
‫ﺍﻟﻘﻴﺎﺩﻱ ﺍﻟﻤﺘﺴﻠﻁ ﻫﻭ ﺍﻟﻨﻤﻁ ﺍﻻﻜﺜﺭ ﺸﻴﻭﻋﺎ ﻓﻲ ﺍﻻﺩﺍﺭﺓ ﺍﻟﻌﺭﺒﻴﺔ‪،‬‬ ‫‪-4‬ﺍﻟﺫﻜﻭﺭﻴﺔ ﺒﺨﻼﻑ ﺍﻻﻨﺜﻭﻴﺔ )‪(Mascunality/Femininity‬‬
‫ﺤﻴﺙ ﺘﺘﻡ ﻋﻤﻠﻴﺔ ﺍﺘﺨﺎﺫ ﺍﻟﻘﺭﺍﺭﺍﺕ ﻓﻲ ﺍﻋﻠﻰ ﺍﻟﻤﺴﺘﻭﻴﺎﺕ‬ ‫ﻭﺴﺘﺭﻤﺯ ﺒﺎﻟﺭﻤﺯ )‪.(MAS/FEM‬‬
‫ﺍﻻﺩﺍﺭﻴﺔ‪ ،‬ﻜﻤﺎ ﺘﺘﻤﺭﻜﺯ ﺍﻟﺴﻠﻁﺔ ﻭﺍﻟﻘﻭﺓ ﻓﻲ ﻫﺫﻩ ﺍﻟﻤﺴﺘﻭﻴﺎﺕ‪،‬‬ ‫ﺜﻡ ﻗﺎﻡ ﻫﻭﻓﺴﺘﺩ ﺒﺎﻟﻌﺩﻴﺩ ﻤﻥ ﺍﻟﺩﺭﺍﺴﺎﺕ ﺍﻟﻤﺘﻌﺎﻗﺒﺔ ﻓﻲ ﻤﺠﺎل‬
‫ﻭﻴﺘﺼﻑ ﺍﻟﻬﻴﻜل ﺍﻟﺘﻨﻅﻴﻤﻲ ﺒﺎﻟﺒﻴﺭﻭﻗﺭﺍﻁﻴﺔ ﺍﻟﺸﺩﻴﺩﺓ ﻭﺘﺘﻡ ﺍﻟﺭﻗﺎﺒﺔ‬ ‫ﺍﺩﺍﺭﺓ ﺍﻻﻋﻤﺎل ﺍﻟﺩﻭﻟﻴﺔ ﻓﻲ ﺍﻟﻌﺩﻴﺩ ﻤﻥ ﺩﻭل ﺍﻟﻌﺎﻟﻡ ﻜﺎﻥ ﺍﺨﺭﻫﺎ‬
‫ﺍﻟﺩﺍﺨﻠﻴﺔ ﺒﺸﻜل ﺭﻭﺘﻴﻨﻲ ﻓﻀﻼ ﻋﻥ ﺍﻻﻋﺘﻤﺎﺩ ﻋﻠﻰ ﺍﻟﻌﻼﻗﺎﺕ‬ ‫ﺍﻟﺩﺭﺍﺴﺔ ﺍﻟﺘﻲ ﺍﺠﺭﺍﻫﺎ ﻋﻠﻰ ﺍﻟﻤﺩﻴﺭﻴﻥ ﻭﺍﻟﻤﻭﻅﻔﻴﻥ ﺍﻟﺼﻴﻨﻴﻴﻥ‪،‬‬
‫ﺍﻟﺸﺨﺼﻴﺔ ﻭﺼﻼﺕ ﺍﻟﻘﺭﺒﻰ ﻟﺸﻐل ﺍﻟﻤﻨﺎﺼﺏ ﺍﻻﺩﺍﺭﻴﺔ ﺍﻟﻌﻠﻴﺎ‪.‬‬ ‫ﻭﺍﻟﺘﻲ ﺍﻓﻀﺕ ﻻﺤﻘﺎ ﺍﻟﻰ ﺍﻀﺎﻓﺔ ﺍﻟﺒﻌﺩ ﺍﻟﺨﺎﻤﺱ ‪Hofstede ,‬‬
‫ﻭﻓﻲ ﺩﺭﺍﺴﺔ ﻗﺎﻤﺕ ﺒﻬﺎ )‪ (Alhelsi, 2004‬ﺒﻌﻨﻭﺍﻥ‪:‬‬ ‫)‪ (2006‬ﻭﻫﻭ ﺍﻟﻨﻅﺭﺓ ﻁﻭﻴﻠﺔ ﺍﻻﺠل ﻟﻠﻤﺴﺘﻘﺒل ) ‪Long‬‬
‫‪"The Cultural Dimensions of The Palestinian‬‬ ‫‪ (Term-Orientation‬ﻭﺭﻤﺯ ﻟﻬﺎ ﺍﻟﺭﻤﺯ )‪ ،(LTO‬ﻭﺍﻟﺘﻲ‬
‫‪Society & Their Effects on Individual‬‬ ‫ﻁﺒﻘﺕ ﻋﻠﻰ ﺍﻜﺜﺭ ﻤﻥ ‪ 23‬ﺩﻭﻟﺔ ﻓﻲ ﺍﻟﻌﺎﻟﻡ‪.‬ﻜﻤﺎ ﻗﺩﻡ ﺍﻟﻌﺎﻟﻡ‬
‫‪-336-‬‬
‫ﻴﻐﻠﺏ ﻋﻠﻴﻬﺎ ﺍﻟﺭﺴﻤﻴﺔ )‪ (Formalistic‬ﻭﺨﺼﻭﺼﺎ ﻓﻲ‬ ‫"‪،Performance in Palestinian National Authority‬‬

‫ﺍﻟﻤﺅﺴﺴﺎﺕ ﺍﻟﺤﻜﻭﻤﻴﺔ ﻤﻊ ﻭﺠﻭﺩ ﺭﻗﺎﺒﺔ ﻭﺍﻨﺴﺠﺎﻡ ﻓﻲ ﺍﻟﻘﻭﺍﻋﺩ‬ ‫ﺤﻴﺙ ﻫﺩﻓﺕ ﺍﻟﺩﺭﺍﺴﺔ ﻟﺒﻴﺎﻥ ﺍﺜﺭ ﺍﻻﺒﻌﺎﺩ ﺍﻟﺜﻘﺎﻓﻴﺔ ﻋﻠﻰ ﺴﻠﻭﻜﻴﺎﺕ‬
‫ﻭﺍﻟﺘﻌﻠﻴﻤﺎﺕ‪،‬ﻜﻤﺎ ﺍﺸﺎﺭ ﺍﻟﻰ ﺍﻥ ﻨﻅﺎﻡ ﺍﻟﺴﻠﻁﺔ ﺘﺤﻜﻤﻲ ﻭﺍﻟﻘﺭﺍﺭﺍﺕ‬ ‫ﺍﻻﻓﺭﺍﺩ ﺍﻟﻌﺎﻤﻠﻴﻥ ﻓﻲ ﺍﻟﻘﻁﺎﻉ ﺍﻟﻌﺎﻡ ﺍﻟﻔﻠﺴﻁﻴﻨﻲ‪ ،‬ﻭﻤﺤﺎﻭﻟﺔ‬
‫ﻤﺭﻜﺯﻴﺔ ﺘﺘﺭﻜﺯ ﺒﻴﺩ ﺃﺸﺨﺎﺹ ﻭﺘﻌﺘﻤﺩ ﻋﻠﻰ ﺍﻋﺘﺒﺎﺭﺍﺕ ﺸﺨﺼﻴﺔ‪،‬‬ ‫ﺘﺸﺨﻴﺹ ﺍﺴﺒﺎﺏ ﺍﻟﻀﻌﻑ ﻭﺍﻟﻘﺼﻭﺭ ﻓﻲ ﻗﻁﺎﻉ ﺍﻻﺩﺍﺭﺓ ﺍﻟﻌﺎﻤﺔ‬
‫ﻭﻭﺼﻑ ﺍﻻﺩﺍﺭﺓ ﺍﻟﻌﺭﺒﻴﺔ ﺒﺎﻟﻀﻌﻑ ﻓﻲ ﻤﺠﺎل ﺍﻟﺘﺨﻁﻴﻁ‪ ،‬ﻭﻋﺯﺍ‬ ‫ﻓﻲ ﺍﻟﺴﻠﻁﺔ ﺍﻟﻭﻁﻨﻴﺔ ﺍﻟﻔﻠﺴﻁﻴﻨﻴﺔ‪ ،‬ﻭﻗﺩ ﺒﻴﻨﺕ ﺍﻟﺩﺭﺍﺴﺔ ﺍﻫﻤﻴﺔ ﻓﻬﻡ‬
‫ﻫﺫﺍ ﺍﻟﻀﻌﻑ ﺇﻟﻰ ﻨﻘﺹ ﺍﻻﺨﺘﺼﺎﺼﻴﻴﻥ ﻭﺍﻟﻰ ﻨﺩﺭﺓ‬ ‫ﺍﻟﻘﻴﻡ ﺍﻟﺜﻘﺎﻓﻴﺔ ﻟﻼﻓﺭﺍﺩ ﻭﺍﻟﻤﺩﻴﺭﻴﻥ ﺍﻻﺠﺎﻨﺏ ﺍﻟﻌﺎﻤﻠﻴﻥ ﻓﻲ‬
‫ﺍﻟﻤﻌﻠﻭﻤﺎﺕ‪.‬‬ ‫ﻤﻨﻅﻤﺎﺕ ﺍﻻﻋﻤﺎل ﺍﻟﺩﻭﻟﻴﺔ‪ ،‬ﻜﻤﺎ ﺘﻭﺼﻠﺕ ﺍﻟﻰ ﺍﻥ ﻗﻁﺎﻉ ﺍﻻﺩﺍﺭﺓ‬
‫ﻭ ﻗﺩ ﺍﻜﺩ )ﺍﻟﺼﺎﺌﻎ‪ (1986 ،‬ﻓﻲ ﻭﺭﻗﺔ ﺒﺤﺜﻴﺔ ﻋﻥ "ﻤﺸﺎﻜل‬ ‫ﺍﻟﻌﺎﻤﺔ ﺍﻟﻔﻠﺴﻁﻴﻨﻲ ﻴﺘﻤﻴﺯ ﺒﻭﺠﻭﺩ ﺘﺒﺎﻋﺩ ﻓﻲ ﺍﻟﻨﻔﻭﺫ ﺍﻟﻭﻅﻴﻔﻲ‪،‬‬
‫ﺍﻻﺩﺍﺭﺓ ﺍﻟﻌﺎﻤﺔ ﻭﺍﻻﺼﻼﺡ ﺍﻻﺩﺍﺭﻱ ﻓﻲ ﺍﻟﻭﻁﻥ ﺍﻟﻌﺭﺒﻲ "‬ ‫ﻭﺘﺠﻨﺏ ﻟﻠﻤﺠﻬﻭل‪ ،‬ﻜﻤﺎ ﻴﻤﻴل ﺍﻻﻓﺭﺍﺩ ﻓﻲ ﻫﺫﺍ ﺍﻟﻘﻁﺎﻉ ﺍﻟﻰ‬
‫ﺍﺠﺭﺍﻫﺎ ﻓﻲ ﺍﻟﻜﻭﻴﺕ‪ ،‬ﺍﻥ ﺍﻟﻤﺭﻜﺯﻴﺔ ﺍﻟﺸﺩﻴﺩﺓ ﻓﻲ ﺍﻟﺠﻬﺎﺯ ﺍﻻﺩﺍﺭﻱ‬ ‫ﺍﻟﺠﻤﺎﻋﻴﺔ ﻓﻲ ﺍﻻﺩﺍﺀ ﻭ ﺍﻟﺫﻜﻭﺭﻴﺔ‪ ،‬ﻭﺍﻭﺼﺕ ﺍﻟﺩﺭﺍﺴﺔ ﻓﻲ ﻨﻬﺎﻴﺔ‬
‫ﺍﻟﻌﺭﺒﻲ ﻭﺍﺤﺩﺓ ﻤﻥ ﺍﻜﺒﺭ ﺍﻟﻅﻭﺍﻫﺭ ﺍﻟﻤﺭﻀﻴﺔ ﺍﻟﺘﻲ ﺘﻌﺎﻨﻲ ﻤﻨﻬﺎ‬ ‫ﺍﻟﻤﻁﺎﻑ ﺒﻀﺭﻭﺭﺓ ﺍﺠﺭﺍﺀ ﺍﻟﻤﺯﻴﺩ ﻤﻥ ﺍﻟﺩﺭﺍﺴﺎﺕ ﺍﻟﺘﺠﺭﻴﺒﻴﺔ ﻓﻲ‬
‫ﺍﻻﺩﺍﺭﺓ ﺍﻟﻌﺭﺒﻴﺔ ﺤﻴﺙ ﻤﺎﺯﺍﻟﺕ ﺩﻭﺍﺌﺭ ﺍﻟﻘﺭﺍﺭﺍﺕ ﺘﺤﺘﻔﻅ‬ ‫ﻗﻁﺎﻋﺎﺕ ﺍﺨﺭﻯ ﻓﻲ ﻤﺠﺎل ﺍﺩﺍﺭﺓ ﺍﻻﻋﻤﺎل ﺍﻟﺩﻭﻟﻴﺔ‪.‬‬
‫ﺒﻤﺭﻜﺯﻴﺘﻬﺎ ﺍﺩﺍﺭﻴﺎ ﻭﻗﻴﺎﺩﻴﺎ ﻭﻭﻅﻴﻔﻴﺎ ﻓﻲ ﻤﻌﻅﻡ ﺍﻟﻤﺠﺎﻻﺕ‪،‬ﻜﻤﺎ‬ ‫ﻭﺃﺠﺭﻯ )‪ (Alrasheed, 1994,a‬ﺩﺭﺍﺴﺔ ﻤﻘﺎﺭﻨﺔ ﺒﻌﻨﻭﺍﻥ‬
‫ﺍﺩﻯ ﺫﻟﻙ ﺍﻟﻰ ﺍﻫﻤﺎل ﺘﻨﻤﻴﺔ ﺍﻟﻤﺩﻴﺭﻴﻥ ﻓﻲ ﺍﻟﻤﺴﺘﻭﻴﺎﺕ ﺍﻟﻭﺴﻁﻰ‪،‬‬ ‫‪"Bank Managers In Jordan: A Study of‬‬
‫ﺍﻻﻤﺭ ﺍﻟﺫﻱ ﺍﺩﻯ ﺍﻟﻰ ﻏﻴﺎﺏ ﺍﻟﻤﺸﺎﺭﻜﺔ ﻭﺍﻟﺘﻔﻭﻴﺽ‪ ،‬ﻭ ﺃﺠﻬﺽ‬ ‫‪Motivation, Job Satisfaction and Comparative‬‬
‫ﺭﻭﺡ ﺍﻟﻤﺒﺎﺩﺭﺓ ﺒﻴﻥ ﺍﻟﻌﺎﻤﻠﻴﻥ ﻭﺍﻀﻌﻑ ﻤﻥ ﺍﻻﺘﺼﺎل ﻭﺍﻟﺘﻨﺴﻴﻕ‬ ‫"‪ ،Organizational Practices‬ﻗﺎﺭﻥ ﻓﻴﻬﺎ ﺒﻴﻥ ﺒﻌﺽ‬
‫ﻓﻲ ﻤﺨﺘﻠﻑ ﺍﻟﻤﺴﺘﻭﻴﺎﺕ‪.‬‬ ‫ﺍﻟﻤﻤﺎﺭﺴﺎﺕ ﺍﻟﺘﻨﻅﻴﻤﻴﺔ ﻟﻠﻤﺩﻴﺭﻴﻥ ﺍﻟﻌﺎﻤﻠﻴﻥ ﻓﻲ ﺍﻻﺭﺩﻥ ﻤﺎ ﺒﻴﻥ‬
‫ﻭﻗﺎﻡ ﻜل ﻤﻥ)‪ (Badran & Hinings, 1981‬ﺒﺩﺭﺍﺴﺔ‬ ‫ﺍﻟﺒﻨﻭﻙ ﺍﻷﺭﺩﻨﻴﺔ ﻭﺍﻟﺒﻨﻭﻙ ﺍﻻﺠﻨﺒﻴﺔ‪ ،‬ﻭﺘﻭﺼل ﺍﻟﻰ ﺍﻥ ﺍﻟﻤﺩﻴﺭﻴﻥ‬
‫ﻤﻘﺎﺭﻨﺔ ﺒﻌﻨﻭﺍﻥ"‪The State & Managerial Decision :‬‬ ‫ﻓﻲ ﻜﻼ ﺍﻟﺠﺎﻨﺒﻴﻥ ﻴﺨﺘﻠﻔﻭﻥ ﻜﺜﻴﺭﺍ ﻓﻲ ﻤﻤﺎﺭﺴﺎﺘﻬﻡ ﺍﻟﻤﺘﻌﻠﻘﺔ ﺒﺎﺩﺍﺭﺓ‬
‫‪ Making‬ﺍﺠﺭﻴﺎﻫﺎ ﻓﻲ ﻤﺼﺭ ﺒﻴﻥ ﺍﻟﻤﺅﺴﺴﺎﺕ ﺍﻟﺼﻨﺎﻋﻴﺔ‬ ‫ﺍﻟﺴﻠﻁﺔ ﻭﺍﻟﻨﻔﻭﺫ ﺍﻟﻭﻅﻴﻔﻲ‪ ،‬ﻓﺎﻟﻤﺩﻴﺭﻭﻥ ﺍﻻﺭﺩﻨﻴﻭﻥ ﻻ ﻴﻘﻭﻤﻭﻥ‬
‫ﺍﻟﻌﺎﻤﺔ ﺍﻟﻤﺼﺭﻴﺔ ﻭ ﺒﻴﻥ ﺍﻟﻤﺅﺴﺴﺎﺕ ﺍﻟﺼﻨﺎﻋﻴﺔ ﺍﻟﺒﻭﻟﻨﺩﻴﺔ ﻓﻲ‬ ‫ﺒﻔﻌل ﺸﻲﺀ ﺩﻭﻥ ﺍﻟﺭﺠﻭﻉ ﺍﻟﻰ ﺍﻟﻤﺴﺅﻭل ﻭﺍﻟﻤﺩﻴﺭ ﺍﻟﻤﺒﺎﺸﺭ‪،‬‬
‫ﻗﻁﺎﻋﺎﺕ ﻤﺸﺘﺭﻜﺔ‪ ،‬ﺤﻴﺙ ﺍﺸﺎﺭﺍ ﺍﻟﻰ ﺍﻥ ﺍﻻﺩﺍﺭﺓ ﻓﻲ ﺍﻟﺸﺭﻜﺎﺕ‬ ‫ﻓﺎﻟﻤﺭﻜﺯﻴﺔ ﺸﺩﻴﺩﺓ ﻭﻤﻔﺭﻁﺔ ﻭﺍﻻﺴﺘﻘﻼﻟﻴﺔ ﻀﻌﻴﻔﺔ‪.‬‬
‫ﺍﻟﻤﺼﺭﻴﺔ ﻤﺴﻴﻁﺭ ﻋﻠﻴﻬﺎ ﺒﺎﻟﻜﺎﻤل ﻤﻥ ﻗﺒل ﺍﻟﺤﻜﻭﻤﺔ ﻭﺍﻟﺘﻲ‬ ‫ﻭﻋﻠﻰ ﻨﺤﻭ ﻤﻐﺎﻴﺭ ﻓﺎﻥ ﺍﻻﺴﺘﻘﻼﻟﻴﺔ ﻗﻭﻴﺔ ﻟﻠﻐﺎﻴﺔ ﻟﺩﻯ‬
‫ﺘﺩﻴﺭﻫﺎ ﺒﺸﻜل ﻤﺭﻜﺯﻱ ﻭﺘﺤﺩ ﻤﻥ ﺼﻼﺤﻴﺎﺕ ﺍﻟﻌﺎﻤﻠﻴﻥ ﻓﻴﻬﺎ‪ ،‬ﻓﻲ‬ ‫ﺍﻟﻤﺩﻴﺭﻴﻥ ﺍﻻﺠﺎﻨﺏ ﻭﻟﺩﻴﻬﻡ ﺍﻟﻘﺩﺭﺓ ﻋﻠﻰ ﺍﺘﺨﺎﺫ ﺍﻟﻘﺭﺍﺭﺍﺕ ﺒﺸﻜل‬
‫ﺤﻴﻥ ﻭﺠﺩ ﺍﻟﺒﺎﺤﺜﺎﻥ ﺍﻥ ﺍﻟﻘﺭﺍﺭﺍﺕ ﺘﻘﺒل ﻤﻥ ﻤﺨﺘﻠﻑ ﺍﻟﻤﺴﺘﻭﻴﺎﺕ‬ ‫ﻜﺒﻴﺭ ﻨﺘﻴﺠﺔ ﺍﻟﻼﻤﺭﻜﺯﻴﺔ ﻭﺘﻔﻭﻴﺽ ﺍﻟﺼﻼﺤﻴﺎﺕ‪ ،‬ﻜﻤﺎ ﺘﻭﺼﻠﺕ‬
‫ﺍﻻﺩﺍﺭﻴﺔ ﻓﻲ ﺍﻟﻤﺅﺴﺴﺎﺕ ﺍﻟﺒﻭﻟﻨﺩﻴﺔ‪ ،‬ﻜﻤﺎ ﺘﺘﺠﺴﺩ ﺍﻟﻼﻤﺭﻜﺯﻴﺔ ﻓﻴﻬﺎ‬ ‫ﺍﻟﺩﺭﺍﺴﺔ ﺍﻟﻰ ﺍﻥ ﺍﻻﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﻓﻲ ﺍﻟﺒﻨﻭﻙ ﺍﻷﺭﺩﻨﻴﺔ ﻻ ﺘﻤﻨﺢ‬
‫ﺒﺸﻜل ﻭﺍﻀﺢ‪.‬‬ ‫ﺍﻟﺜﻘﺔ ﻟﻼﺨﺭﻴﻥ‪ ،‬ﻭﺍﻥ ﺍﻟﺨﻁﺄ ﻀﺩ ﻤﺼﻠﺤﺔ ﺍﻟﻤﻭﻅﻑ‪ ،‬ﺒﻴﻨﻤﺎ‬
‫ﻴﺸﻌﺭ ﺍﻟﻤﺩﻴﺭﻭﻥ ﺍﻻﺠﺎﻨﺏ ﺒﺎﻻﻫﻤﻴﺔ ﻭﺍﻟﺜﻘﺔ ﻭﺍﻟﻘﺩﺭﺓ ﻋﻠﻰ ﺍﺘﺨﺎﺫ‬
‫‪ -‬ﻓﻲ ﻤﺠﺎل ﺇﺩﺍﺭﺓ ﺍﻟﻭﻗﺕ ﻭﺍﻟﻤﺠﻬﻭل ‪:‬‬ ‫ﺍﻟﻘﺭﺍﺭﺍﺕ ﺒﺤﻴﺙ ﺍﻥ ﺍﻟﻔﺭﺩ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ ﺍﻻﺠﻨﺒﻴﺔ ﻴﻘﻭﺩ‬
‫ﻭﻓﻲ ﺩﺭﺍﺴﺔ ﻗﺎﻡ ﺒﻬﺎ )‪ (Mustafa, 2005‬ﺒﻌﻨﻭﺍﻥ‪:‬‬ ‫ﺍﻻﺨﺭﻴﻥ ﻭﻻ ﻴﻘﺎﺩ ﻤﻥ ﻗﺒﻠﻬﻡ‪.‬‬
‫" ‪"Factors Affecting Organizational Creativity‬‬ ‫ﻭﻓﻲ ﺩﺭﺍﺴﺔ ﺍﺠﺭﺍﻫﺎ )‪ (Attiyeh, 1993‬ﻓﻲ ﺍﻟﻤﺅﺴﺴﺎﺕ‬
‫‪and Innovativeness in Egyptian Business‬‬ ‫ﺍﻟﻌﺭﺍﻗﻴﺔ ﻟﺘﺤﺩﻴﺩ ﺍﺴﺒﺎﺏ ﺍﻟﻤﺸﺎﻜل ﺍﻟﺘﻲ ﺘﻌﺎﻨﻲ ﻤﻨﻬﺎ ﺍﻻﺩﺍﺭﺓ‬
‫"‪ Organizations‬ﺠﺎﺀﺕ ﻟﻠﺘﻌﺭﻑ ﺍﻟﻰ ﺍﻨﻁﺒﺎﻋﺎﺕ ﺍﻻﻓﺭﺍﺩ‬ ‫ﺍﻟﻌﺭﺒﻴﺔ ﻭﻜﺎﻨﺕ ﺒﻌﻨﻭﺍﻥ " & ‪"Roots of Organization‬‬
‫ﺍﻟﻤﺼﺭﻴﻴﻥ ﻨﺤﻭ ﺍﻟﺨﻠﻕ ﻭﺍﻻﺒﺩﺍﻉ ﻭﺍﻟﺘﺭﻜﻴﺯ ﻋﻠﻰ ﺍﻻﺴﺒﺎﺏ‬ ‫‪Management Problems in Arab Countries:‬‬
‫ﺍﻟﻤﻌﻴﻘﺔ ﻟﻠﺘﻁﻭﻴﺭ ﻓﻲ ﻤﻨﻅﻤﺎﺕ ﺍﻻﻋﻤﺎل ﺍﻟﻤﺼﺭﻴﺔ‪ ،‬ﻭﻟﺘﺤﻘﻴﻕ‬ ‫? ‪ ،Cultural or Otherwise‬ﺒﻴﻥ ﻓﻴﻬﺎ ﺍﻥ ﺍﻻﺩﺍﺭﺓ ﺍﻟﻌﺭﺒﻴﺔ‬
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‫ﻤﻌﺭﺽ ﺤﺩﻴﺜﻪ ﻋﻥ ﺍﺩﺍﺭﺓ ﺍﻟﻭﻗﺕ ﺍﺸﺎﺭ ﻓﻲ ﺘﻭﺼﻴﺎﺘﻪ ﻟﻼﺠﺎﻨﺏ‬ ‫ﻫﺫﺍ ﺍﻟﻬﺩﻑ ﺘﻡ ﺘﻁﻭﻴﺭ ﺍﺴﺘﺒﺎﻨﺔ ﻭﺯﻋﺕ ﻋﻠﻰ ﻋﻴﻨﺔ ﻤﻜﻭﻨﺔ ﻤﻥ‬
‫ﺍﻟﻌﺎﻤﻠﻴﻥ ﻤﻊ ﺍﻻﻓﺭﺍﺩ ﺍﻟﻌﺭﺏ ﺍﻟﻰ ﻀﺭﻭﺭﺓ ﺍﻟﺘﻌﺎﻤل ﺒﻤﺭﻭﻨﺔ ﻓﻲ‬ ‫‪ 170‬ﻤﺩﻴﺭﹰﺍ ﻓﻲ ﺍﻟﻤﺴﺘﻭﻴﺎﺕ ﺍﻻﺩﺍﺭﻴﺔ ﺍﻟﻌﻠﻴﺎ‪ ،‬ﻭﻗﺩ ﺘﺒﻴﻥ ﻤﻥ‬
‫ﻤﻭﻀﻭﻉ ﺍﻟﻭﻗﺕ‪ ،‬ﻓﺎﻟﻭﻗﺕ ﻟﻪ ﺃﻫﻤﻴﺔ ﻤﺨﺘﻠﻔﺔ ﻟﺩﻯ ﺍﻟﻌﺭﺏ‪،‬‬ ‫ﺍﻟﺩﺭﺍﺴﺔ ﻭﺠﻭﺩ ﻋﻼﻗﺔ ﺒﻴﻥ ﺘﻭﺠﻬﺎﺕ ﺍﻻﻓﺭﺍﺩ ﻨﺤﻭ ﺍﻻﺒﺩﺍﻉ‬
‫ﻭﺍﻟﺘﺎﺨﺭ ﻋﻥ ﺍﻟﻤﻭﺍﻋﻴﺩ ﺍﻤﺭ ﻁﺒﻴﻌﻲ ﻓﻲ ﺍﻻﺩﺍﺭﺓ ﺍﻟﻌﺭﺒﻴﺔ‪.‬‬ ‫ﺍﻟﻤﺅﺴﺴﻲ ﻭﺍﻟﻤﻨﺎﺼﺏ ﺍﻟﻭﻅﻴﻔﻴﺔ ﻟﻠﻤﺩﻴﺭﻴﻥ‪ ،‬ﻜﻤﺎ ﺘﺒﻴﻥ ﻭﺠﻭﺩ‬
‫ﻭﻗﺩ ﺃﺸﺎﺭ )ﺍﻟﻌﻜﺎﻴﻠﺔ‪ (1986 ،‬ﻓﻲ ﺩﺭﺍﺴﺔ ﻨﻅﺭﻴﺔ ﻟﻪ ﺒﺎﻻﺭﺩﻥ‬ ‫ﻋﻼﻗﺔ ﻁﺭﺩﻴﺔ ﺒﻴﻥ ﺍﻟﻤﺴﺘﻭﻯ ﺍﻟﺘﻌﻠﻴﻤﻲ ﻤﻥ ﺠﻬﺔ ﻭﺍﻻﺒﺩﺍﻉ‬
‫ﺒﻌﻨﻭﺍﻥ‪" :‬ﻨﺤﻭ ﻤﺩﺨل ﺍﺴﻼﻤﻲ ﻟﻼﺼﻼﺡ ﺍﻻﺩﺍﺭﻱ "ﻋﻥ ﻤﻔﻬﻭﻡ‬ ‫ﻭﺍﻻﺒﺘﻜﺎﺭ ﻤﻥ ﺠﻬﺔ ﺍﺨﺭﻯ‪ ،‬ﻜﻤﺎ ﺒﻴﻨﺕ ﺍﻟﺩﺭﺍﺴﺔ ﻭﺠﻭﺩ ﺘﻭﺠﻬﺎﺕ‬
‫ﺍﻟﻭﻗﺕ ﻭﺇﺩﺍﺭﺘﻪ ﺇﻟﻰ ﺃﻫﻤﻴﺔ ﻫﺫﺍ ﺍﻟﻤﻔﻬﻭﻡ ﻟﺩﻯ ﺍﻟﺤﻀﺎﺭﺓ ﺍﻟﻐﺭﺒﻴﺔ‪،‬‬ ‫ﺍﻴﺠﺎﺒﻴﺔ ﻟﻠﺫﻜﻭﺭ ﻨﺤﻭ ﺍﻻﺒﺩﺍﻉ ﻭﺍﻻﺒﺘﻜﺎﺭ ﺍﻜﺜﺭ ﻤﻥ ﺍﻻﻨﺎﺙ ﻓﻲ‬
‫ﻤﺅﻜﺩﺍ ﺍﻥ ﺍﻟﻐﺭﺏ ﺤﻠﻕ ﺒﻌﻴﺩﺍ ﻓﻲ ﺍﺴﺘﻐﻼل ﻋﻨﺼﺭ ﺍﻟﻭﻗﺕ‬ ‫ﺍﻟﻤﺅﺴﺴﺎﺕ ﺍﻟﻤﺼﺭﻴﺔ‪ ،‬ﻭﺍﻭﺼﺕ ﺍﻟﺩﺭﺍﺴﺔ ﺒﻀﺭﻭﺭﺓ ﺘﺒﻨﻲ‬
‫ﺍﺴﺘﻐﻼﻻ ﻜﺒﻴﺭﺍ ﻤﻜﻨﻪ ﻤﻥ ﺍﻟﺘﻌﺎﻤل ﻤﻊ ﺍﻟﻭﻗﺕ ﺒﻤﻨﺘﻬﻰ ﺍﻟﺩﻗﺔ‬ ‫ﺍﺴﺎﻟﻴﺏ ﺍﻟﺨﻠﻕ ﻭﺍﻻﺒﺘﻜﺎﺭ ﺩﺍﺨل ﺍﻟﻤﺅﺴﺴﺎﺕ ﺍﻟﻤﺼﺭﻴﺔ ﻭﺍﻟﺤﺩ‬
‫ﻭﺍﻟﺘﻘﺩﻴﺭ‪ ،‬ﺤﺘﻰ ﺃﺼﺒﺤﺕ ﻋﻤﻠﻴﺔ ﺒﺭﻤﺠﺔ ﺍﻟﻨﺸﺎﻁ ﺘﺒﻌﺎ ﻟﻠﻨﻁﺎﻕ‬ ‫ﻤﻥ ﺍﻟﻌﻭﺍﺌﻕ ﺍﻟﺘﻨﻅﻴﻤﻴﺔ ﺍﻟﺘﻲ ﺘﻌﻴﻕ ﺘﻁﺒﻴﻘﻬﺎ‪.‬‬
‫ﺍﻟﺯﻤﻨﻲ ﺃﻤﺭﺍ ﻤﺄﻟﻭﻓﺎ ﻟﺩﻯ ﺍﻟﻤﻨﻅﻤﺔ ﺍﻟﻐﺭﺒﻴﺔ‪ ،‬ﻓﻲ ﺤﻴﻥ ﺘﺴﺭﺏ‬ ‫ﻭﻓﻲ ﺩﺭﺍﺴﺔ ﺃﺠﺭﺍﻫﺎ ﻜل ﻤﻥ )ﺤﻤﺎﻤﻲ ﻭﺍﻟﺸﻴﺦ‪(1995 ،‬‬
‫ﺍﻟﻔﺴﺎﺩ ﻭﺍﻹﻓﺴﺎﺩ ﻟﻤﻔﻬﻭﻡ ﺍﻟﻭﻗﺕ ﺇﻟﻰ ﺩﺍﺨل ﺍﻟﺘﻨﻅﻴﻤﺎﺕ ﺍﻟﻌﺭﺒﻴﺔ‬ ‫ﺒﻌﻨﻭﺍﻥ‪" :‬ﺍﻟﺘﺨﻁﻴﻁ ﺍﻻﺴﺘﺭﺍﺘﻴﺠﻲ ﻤﻥ ﻭﺠﻬﺔ ﻨﻅﺭ ﻤﺩﻴﺭﻱ‬
‫ﺒﺼﻭﺭ ﻋﺩﻴﺩﺓ ﺘﻤﺜل ﺃﻫﻤﻬﺎ ﺒﻘﺘل ﺍﻟﻭﻗﺕ‪ ،‬ﻭﻋﺩﻡ ﺍﺤﺘﺭﺍﻡ ﺍﻷﻓﺭﺍﺩ‬ ‫ﺸﺭﻜﺎﺕ ﺍﻷﻋﻤﺎل ﺍﻷﺭﺩﻨﻴﺔ "‪ ،‬ﺤﻴﺙ ﻭﺯﻋﺕ ‪ 182‬ﺍﺴﺘﺒﺎﻨﺔ ﻋﻠﻰ‬
‫ﻟﻠﻭﻗﺕ‪ ،‬ﻭﻋﺩﻡ ﺍﺴﺘﻐﻼﻟﻪ ﺍﺜﻨﺎﺀ ﺴﺎﻋﺎﺕ ﺍﻟﻌﻤل‪ ،‬ﻭﺍﻟﺘﻬﺭﺏ ﻤﻥ‬ ‫ﻫﺅﻻﺀ ﺍﻟﻤﺩﻴﺭﻴﻥ ﻟﺒﻴﺎﻥ ﻤﺩﻯ ﺘﺄﺜﻴﺭ ﺒﻌﺽ ﺍﻟﻌﻭﺍﻤل ﺍﻟﺘﻨﻅﻴﻤﻴﺔ‬
‫ﺍﻟﻌﻤل‪ ،‬ﻭﺍﻻﻨﺼﺭﺍﻑ ﺍﻟﻤﺒﻜﺭ ﻤﻨﻪ ﺃﻭ ﺍﻟﻘﺩﻭﻡ ﺍﻟﻤﺘﺄﺨﺭ ﺇﻟﻴﻪ‪.‬‬ ‫ﻋﻠﻰ ﺍﻟﺘﺨﻁﻴﻁ ﺍﻻﺴﺘﺭﺍﺘﻴﺠﻲ ﻓﻲ ﺸﺭﻜﺎﺕ ﺍﻻﻋﻤﺎل ﺍﻷﺭﺩﻨﻴﺔ‪،‬‬
‫‪ -‬ﻓﻲ ﻤﺠﺎل ﺇﺩﺍﺭﺓ ﺍﻟﻌﻼﻗﺎﺕ ‪:‬‬ ‫ﻭﻟﻤﻌﺭﻓﺔ ﺍﺘﺠﺎﻫﺎﺕ ﺍﻟﻤﺩﻴﺭﻴﻥ ﻨﺤﻭ ﺍﻟﺘﺨﻁﻴﻁ ﺍﻻﺴﺘﺭﺍﺘﻴﺠﻲ‪ ،‬ﻭﻗﺩ‬
‫ﻭﻓﻲ ﺩﺭﺍﺴﺔ ﻤﻘﺎﺭﻨﺔ ﻟـ‪(Hatem & Parnell :‬‬ ‫ﺘﻭﺼل ﺍﻟﺒﺎﺤﺜﺎﻥ ﺇﻟﻰ ﺍﻨﻪ ﺒﺎﻟﺭﻏﻡ ﻤﻥ ﻭﺠﻭﺩ ﺍﺘﺠﺎﻫﺎﺕ ﺍﻴﺠﺎﺒﻴﺔ‬
‫‪"Cultural‬‬ ‫‪Antecedents‬‬ ‫‪of‬‬ ‫)‪,1999‬ﺒﻌﻨﻭﺍﻥ‪:‬‬ ‫ﻨﺤﻭ ﺍﻟﺘﺨﻁﻴﻁ ﺍﻻﺴﺘﺭﺍﺘﻴﺠﻲ ﻟﺩﻯ ﺍﻟﻤﺩﻴﺭﻴﻥ ﺍﻟﻌﺭﺏ‪ ،‬ﺇﻻ ﺃﻥ ﻟﺩﻯ‬
‫‪Behavioural Differences Between American‬‬ ‫ﻨﺴﺒﺔ ﻫﺎﻤﺔ ﻤﻨﻬﻡ )‪ (% 41‬ﻏﻤﻭﻀﹰﺎ ﺃﻭ ﻋﺩﻡ ﻭﻀﻭﺡ ﻓﻲ ﻫﺫﺍ‬
‫‪And Egyptian Managers‬‬ ‫ﺍﻟﻤﻔﻬﻭﻡ‪ ،‬ﻜﺫﻟﻙ ﻓﻘﺩ ﺒﻴﻨﺕ ﺍﻟﺩﺭﺍﺴﺔ ﺃﻥ ﺍﻟﻤﺭﻜﺯﻴﺔ ﻫﻲ ﺍﻟﻨﻤﻁ‬
‫ﺍﺠﺭﻴﺕ ﻓﻲ ﻤﺼﺭ ﻭﻫﺩﻓﺕ ﺍﻟﺩﺭﺍﺴﺔ ﺍﻟﻰ ﻤﻘﺎﺭﻨﺔ ﺒﻌﺽ‬ ‫ﺍﻟﺴﺎﺌﺩ ﻓﻲ ﻭﻀﻊ ﺍﻟﺨﻁﻁ ﺍﻻﺴﺘﺭﺍﺘﻴﺠﻴﺔ ﺍﻟﺘﻲ ﺘﻘﺘﺼﺭ ﻋﻠﻰ‬
‫ﺍﻻﻨﻤﺎﻁ ﺍﻻﺩﺍﺭﻴﺔ ﻟﻠﻤﺩﻴﺭﻴﻥ ﺍﻟﺘﻨﻔﻴﺫﻴﻴﻥ ﻓﻲ ﻜل ﻤﻥ ﺍﻤﺭﻴﻜﺎ‬ ‫ﺍﻟﻤﺩﻴﺭ ﺍﻟﻌﺎﻡ ﻭﺃﻋﻀﺎﺀ ﻤﺠﻠﺱ ﺍﻹﺩﺍﺭﺓ‪،‬ﻜﻤﺎ ﺃﻥ ﺍﻟﺘﺨﻁﻴﻁ‬
‫ﻭﻤﺼﺭ‪ ،‬ﻭﺘﻭﺼﻠﺕ ﺍﻟﻰ ﺍﻥ ﺍﻟﺴﻠﻭﻜﻴﺎﺕ ﺍﻻﺩﺍﺭﻴﺔ ﻟﻬﺅﻻﺀ‬ ‫ﺍﻻﺴﺘﺭﺍﺘﻴﺠﻲ ﻴﺭﺘﻜﺯ ﻋﻠﻰ ﺍﻟﻌﻭﺍﻤل ﺫﺍﺕ ﺍﻟﺼﺒﻐﺔ ﺍﻟﻤﺎﻟﻴﺔ ﺍﻜﺜﺭ‬
‫ﺍﻟﻤﺩﻴﺭﻴﻥ ﺘﺘﺎﺜﺭ ﺒﺎﻟﺜﻘﺎﻓﺔ ﺍﻟﻤﺤﻠﻴﺔ ﻟﻜل ﻤﻥ ﺍﻟﺒﻠﺩﻴﻥ‪ ،‬ﻜﻤﺎ ﺒﻴﻨﺕ ﺍﻥ‬ ‫ﻤﻥ ﺍﻟﺠﻭﺍﻨﺏ ﺍﻷﺨﺭﻯ ﻜﺎﻟﻤﻨﺎﻓﺴﺔ ﻭﺍﻟﻌﻭﺍﻤل ﺍﻻﺠﺘﻤﺎﻋﻴﺔ‬
‫ﺍﻨﻁﺒﺎﻋﺎﺕ ﺍﻻﻓﺭﺍﺩ ﻨﺤﻭ ﻗﻴﻤﻬﻡ ﺍﻟﺜﻘﺎﻓﻴﺔ ﻭﺴﻠﻭﻜﻴﺎﺘﻬﻡ ﻭﺍﻟﺘﻲ ﻴﻨﻅﺭ‬ ‫ﻭﺍﻟﺘﻜﻨﻭﻟﻭﺠﻴﺔ ﻭﺍﻟﺴﻜﺎﻨﻴﺔ‪.‬‬
‫ﺍﻟﻴﻬﺎ ﺒﻨﻅﺭﺓ ﺍﻴﺠﺎﺒﻴﺔ ﻋﻠﻰ ﻤﺴﺘﻭﻯ ﺍﻟﺜﻘﺎﻓﺔ ﻨﻔﺴﻬﺎ ﺘﺨﺘﻠﻑ‬ ‫ﻭﺒﻴﻥ )ﺘﻭﻓﻴﻕ‪ (1995 ،‬ﻓﻲ ﺩﺭﺍﺴﺔ ﻨﻅﺭﻴﺔ ﺒﻌﻨﻭﺍﻥ‪:‬‬
‫ﻭﺘﺘﻐﻴﺭ‪ ،‬ﻭﻴﻨﻅﺭ ﺍﻟﻴﻬﺎ ﺒﻨﻅﺭﺓ ﻤﺨﺘﻠﻔﺔ ﻋﻨﺩ ﻤﻘﺎﺭﻨﺘﻬﺎ ﻤﻊ ﺍﻟﺜﻘﺎﻓﺎﺕ‬ ‫"ﻤﻭﺍﺠﻬﺔ ﻤﻊ ﻋﻘل ﺍﻻﺩﺍﺭﺓ ﺍﻟﻌﺭﺒﻴﺔ "ﻗﺎﻡ ﺒﻬﺎ ﻓﻲ ﻤﺼﺭ‪ ،‬ﺍﻥ‬
‫ﺍﻻﺨﺭﻯ‪.‬‬ ‫ﺍﻟﻌﻘل ﺍﻟﻌﺭﺒﻲ ﻟﻴﺱ ﻟﺩﻴﻪ ﻤﻴل ﺍﻟﻰ ﺍﻟﺘﺨﻁﻴﻁ ﻭﺍﻟﺘﻔﻜﻴﺭ ﻭﺍﻟﺘﻨﺒﺅ‬
‫ﻭﻴﺸﻴﺭ )‪ (Hickson and Pugh, 1996‬ﻓﻲ ﺩﺭﺍﺴﺔ ﻟﻬﻤﺎ‬ ‫ﻭﺘﺤﺩﻴﺩ ﺍﻟﻤﺴﺎﺭﺍﺕ ﺍﻟﻤﺴﺘﻘﺒﻠﻴﺔ‪ ،‬ﻓﻲ ﺤﻴﻥ ﺍﻥ ﻟﺩﻴﻪ ﺍﻟﺭﻏﺒﺔ ﻓﻲ‬
‫ﺒﻌﻨﻭﺍﻥ‪" Management World Wide- The Arabs :‬‬ ‫ﺍﻻﻨﺠﺎﺯ ﻭﺍﻟﻭﺼﻭل ﺍﻟﺴﺭﻴﻊ ﻋﻠﻰ ﺤﺴﺎﺏ ﺍﻟﺩﻗﺔ ﻭﺍﻟﺠﻭﺩﺓ‬
‫‪Of The Middle East- With Illustrative‬‬ ‫ﻭﺍﻟﺘﻜﻠﻔﺔ‪ ،‬ﻭﻫﻭ ﻤﺎ ﻴﺠﻌل ﺍﻟﻌﻘل ﺍﻟﻌﺭﺒﻲ ﻴﺨﻠﻁ ﺒﻴﻥ ﺍﻟﻨﺸﺎﻁ‬
‫"‪ "Societies: Saudia Arabia, Egybt‬ﺤﻴﺙ ﻫﺩﻓﺕ‬ ‫ﻭﺍﻟﻨﺘﻴﺠﺔ‪ .‬ﻭﺍﺸﺎﺭ )‪ (Dadfar , 1993‬ﻓﻲ ﺩﺭﺍﺴﺘﻪ " ‪"Major‬‬
‫ﺍﻟﺩﺭﺍﺴﺔ ﻟﻠﻭﻗﻭﻑ ﻋﻠﻰ ﺴﻤﺎﺕ ﺍﻻﺩﺍﺭﺓ ﻓﻲ ﻜل ﻤﻥ ﺍﻟﺴﻌﻭﺩﻴﺔ‬ ‫‪Causes Of Joint Venture Failure in The Arab‬‬
‫ﻭﻤﺼﺭ ﻭﺘﻭﺼﻠﺕ ﺍﻟﻰ ﺍﻥ ﺍﻟﻌﺭﺏ ﻴﻤﻴﻠﻭﻥ ﺍﻟﻰ ﺴﻴﺎﺴﺔ ﺍﻟﺒﺎﺏ‬ ‫"‪ Nations‬ﻭﺍﻟﺘﻲ ﺍﺠﺭﺍﻫﺎ ﻓﻲ ﻤﺸﺎﺭﻴﻊ ﻤﺸﺘﺭﻜﺔ ﻓﻲ ﺍﻟﻤﻤﻠﻜﺔ‬
‫ﺍﻟﻤﻔﺘﻭﺡ ﻭﺍﻟﻤﺸﻭﺭﺓ ﻭﺘﻜﻭﻴﻥ ﺍﻟﻠﺠﺎﻥ ﻭﺍﻻﺠﺘﻤﺎﻋﺎﺕ ﺍﻟﻌﺎﻤﺔ ﻭﺍﻟﺭﻏﺒﺔ‬ ‫ﺍﻟﻌﺭﺒﻴﺔ ﺍﻟﺴﻌﻭﺩﻴﺔ ﺍﻟﻰ ﻋﺩﻡ ﺍﻫﺘﻤﺎﻡ ﺍﻟﻌﺭﺏ ﺒﺎﻟﻭﻗﺕ‪ ،‬ﻭ ﻓﻲ‬
‫‪-338-‬‬
‫ﻗﺭﺍﺭﺍﺘﻬﻡ ﺒﺄﻨﻔﺴﻬﻡ ﻭﺩﻭﻥ ﻤﺸﻭﺭﺓ ﺍﻵﺨﺭﻴﻥ‪ ،‬ﻓﻲ ﺤﻴﻥ ﺍﻥ ‪%55‬‬ ‫ﻓﻲ ﺍﻻﺘﺼﺎل ﻤﻊ ﺍﻵﺨﺭﻴﻥ ﺴﻭﺍﺀ ﻜﺎﻥ ﺫﻟﻙ ﻓﻲ ﺍﻟﺒﻴﺕ ﺍﻭ ﻤﻜﺎﻥ‬
‫ﻤﻥ ﺍﻟﻤﺩﻴﺭﻴﻥ ﻴﻘﻭﻤﻭﻥ ﺒﺎﺴﺘﺸﺎﺭﺓ ﺍﻵﺨﺭﻴﻥ‪ ،‬ﺍﻤﺎ ‪%13‬ﻤﻥ ﻫﺅﻻﺀ‬ ‫ﺍﻟﻌﻤل‪ ،‬ﻭﻋﻠﻰ ﺍﻟﺭﻏﻡ ﻤﻥ ﻭﺠﻭﺩ ﺍﻫﺘﻤﺎﻤﺎﺕ ﻓﺭﺩﻴﺔ ﻭﺸﺨﺼﻴﺔ ﻟﺩﻯ‬
‫ﺍﻟﻤﺩﻴﺭﻴﻥ ﻓﺎﺸﺎﺭﻭﺍ ﺍﻟﻰ ﺍﻨﻬﻡ ﻴﻘﻭﻤﻭﻥ ﺒﺘﺤﻠﻴل ﺍﻟﻤﺸﻜﻠﺔ ﻤﻊ ﺍﻵﺨﺭﻴﻥ‬ ‫ﺍﻟﻌﺭﺏ‪،‬ﺇﻻ ﺍﻨﻬﻡ ﻴﺘﺨﺫﻭﻥ ﻁﺎﺒﻊ ﺍﻟﺠﻤﺎﻋﻴﺔ ﻓﻲ ﺍﻷﺩﺍﺀ ﺒﺸﻜل ﺃﻜﺒﺭ‬
‫ﻭ‪ %10‬ﻴﻔﻭﻀﻭﻥ ﻗﺭﺍﺭﺍﺘﻬﻡ ﻟﻤﺩﻴﺭﻴﻥ ﺍﺨﺭﻴﻥ‪.‬‬ ‫ﻤﻥ ﺍﻟﻁﺎﺒﻊ ﺍﻟﻔﺭﺩﻱ ﻭﺒﺸﻜل ﻨﺴﺒﻲ‪.‬‬
‫‪ -‬ﻓﻲ ﻤﺠﺎل ﺇﺩﺍﺭﺓ ﺍﻟﺫﺍﺕ ‪:‬‬ ‫ﺍﻤﺎ )‪ (Alfaleh, 1987‬ﻓﻘﺩ ﺍﺠﺭﻯ ﺩﺭﺍﺴﺔ ﺤﺎﻟﺔ ﻓﻲ ﺍﻻﺭﺩﻥ‬
‫ﻓﻲ ﺩﺭﺍﺴﺔ ﺍﺴﺘﻁﻼﻋﻴﺔ ﻗﺎﻡ ﺒﻬﺎ )‪( Al-Habib etal., 2002‬‬ ‫ﺒﻌﻨﻭﺍﻥ‪"Cultural Influences on Arab Management :‬‬
‫ﻓﻲ ﺍﻟﻤﻤﻠﻜﺔ ﺍﻟﻌﺭﺒﻴﺔ ﺍﻟﺴﻌﻭﺩﻴﺔ ﺒﻌﻨﻭﺍﻥ ‪"The Relationship‬‬ ‫" ‪ ،Development‬ﺤﻴﺙ ﺒﻴﻨﺕ ﺍﻟﺩﺭﺍﺴﺔ ﺍﻥ ﺍﻟﻤﺩﻴﺭﻴﻥ ﺍﻷﺭﺩﻨﻴﻴﻥ‬
‫‪between Arab Values and Work Beliefs: An‬‬ ‫ﻴﻌﺘﻤﺩﻭﻥ ﻋﻠﻰ ﺍﻟﺭﻭﺍﺒﻁ ﺍﻟﻌﺎﺌﻠﻴﺔ ﻭﺍﻟﺼﺩﺍﻗﺔ ﺍﻟﻌﺎﺌﻠﻴﺔ ﻹﻨﺠﺎﺯ ﺍﻷﻤﻭﺭ‬
‫"‪ ،Exploratory Examination‬ﺤﻴﺙ ﺍﺠﺭﻴﺕ ﺍﻟﺩﺭﺍﺴﺔ ﻋﻠﻰ‬ ‫ﺩﺍﺨل ﺍﻟﻤﻨﻅﻤﺔ ﻭﻓﻲ ﺍﻟﻤﺠﺘﻤﻊ ﻜﻜل‪ .‬ﻭﻗﺩ ﻭﺼﻑ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﺭﺒﻴﺔ‬
‫‪ 365‬ﻤﺩﻴﺭﹰﺍ ﻤﻥ ‪ 3‬ﺩﻭل ﻋﺭﺒﻴﺔ ﻫﻲ ﺍﻟﺴﻌﻭﺩﻴﺔ ﻭﺍﻟﻜﻭﻴﺕ ﻭﻋﻤﺎﻥ‪،‬‬ ‫ﺍﻷﺭﺩﻨﻴﺔ ﺒﺎﺩﺍﺭﺓ ﺍﻻﺯﻤﺎﺕ ﻭﺭﺩﻭﺩ ﺍﻻﻓﻌﺎل ﺤﻴﺙ ﺍﻥ ﺠﻭ ﺍﻟﻤﻨﻅﻤﺔ‬
‫ﻭﻜﺎﻥ ﻤﻥ ﺍﻫﺩﺍﻓﻬﺎ ﺍﻟﺭﺌﻴﺴﻴﺔ ﻤﻌﺭﻓﺔ ﻤﺩﻯ ﺘﺎﺜﺭ ﺜﻘﺎﻓﺎﺕ ﻫﺫﻩ ﺍﻟﺩﻭل‬ ‫ﻴﺘﺼﻑ ﺒﻘﻠﺔ ﺍﻟﺜﻘﺔ‪ ،‬ﻭﻫﻨﺎﻙ ﻤﺴﺘﻭﻯ ﻀﻌﻴﻑ ﻤﻥ ﺍﻹﻓﺼﺎﺡ‬
‫ﻤﻊ ﺍﻟﺜﻘﺎﻓﺎﺕ ﺍﻻﺨﺭﻯ ﺍﻟﺨﺎﺭﺠﻴﺔ ﺒﺴﺒﺏ ﻭﺠﻭﺩ ﻗﻭﻯ ﻋﺎﻤﻠﺔ ﺍﺠﻨﺒﻴﺔ‬ ‫ﻭﺍﻻﻨﻔﺘﺎﺡ ﻷﻋﻀﺎﺀ ﺍﻟﻤﻨﻅﻤﺔ‪ ،‬ﻜﻤﺎ ﺍﻥ ﺍﻟﺘﻐﻴﻴﺭ ﻤﺴﺘﻤﺭ ﻭﻫﻨﺎﻙ‬
‫ﻓﻴﻬﺎ‪ ،‬ﻭﻤﻌﺭﻓﺔ ﻤﺩﻯ ﺍﺜﺭ ﺍﻻﺒﻌﺎﺩ ﺍﻟﺜﻘﺎﻓﻴﺔ ﻋﻠﻰ ﻗﻴﻡ ﻭﻤﻌﺘﻘﺩﺍﺕ‬ ‫ﺩﺭﺠﺔ ﻜﺒﻴﺭﺓ ﻤﻥ ﻋﺩﻡ ﺍﻟﺘﺄﻜﺩ ﻓﻲ ﺍﻟﻌﻤل‪ .‬ﺍﻤﺎ ﺒﺎﻟﻨﺴﺒﺔ ﻟﻠﻌﻼﻗﺎﺕ‬
‫ﺍﻟﻌﻤل‪ ،‬ﻭﺨﻠﺼﺕ ﺍﻟﺩﺭﺍﺴﺔ ﺍﻟﻰ ﺍﻥ ﺍﻟﻤﺩﻴﺭﻴﻥ ﺍﻟﺴﻌﻭﺩﻴﻴﻥ ﺍﻜﺜﺭ‬ ‫ﺍﻻﺠﺘﻤﺎﻋﻴﺔ ﻓﻴﺘﻡ ﺍﻷﺨﺫ ﺒﻌﻼﻗﺎﺕ ﺍﻟﻘﺭﺍﺒﺔ ﻭﺭﻭﺍﺒﻁ ﺍﻟﻨﺴﺏ ﻭﺨﺎﺼﺔ‬
‫ﺘﻤﺴﻜﺎ ﺒﺎﻟﻘﻴﻡ ﻭﺍﻟﻤﻌﺘﻘﺩﺍﺕ ﺍﻟﺜﻘﺎﻓﻴﺔ ﺍﻟﻌﺭﺒﻴﺔ ﻤﻥ ﺍﻟﻤﺩﻴﺭﻴﻥ ﻓﻲ ﻜل ﻤﻥ‬ ‫ﻓﻲ ﻤﺠﺎل ﺍﻻﻨﺘﻤﺎﺀ ﻭﺍﻻﻨﺘﺴﺎﺏ ﻟﻠﻤﺅﺴﺴﺔ‪ ،‬ﻟﺫﺍ ﺘﻌﺩ ﺍﻷﻁﺭ‬
‫ﻋﻤﺎﻥ ﻭﺍﻟﻜﻭﻴﺕ‪ ،‬ﻤﻊ ﺍﻟﻌﻠﻡ ﺍﻥ ﺍﻟﺩﻭل ﺍﻟﺜﻼﺙ ﺘﻨﺘﻤﻲ ﺍﻟﻰ ﻨﻔﺱ‬ ‫ﺍﻻﺠﺘﻤﺎﻋﻴﺔ ﻫﺎﻤﺔ ﺠﺩﺍ ﻟﺩﻯ ﺍﻟﻤﻨﻅﻤﺔ ﺍﻷﺭﺩﻨﻴﺔ‪،‬ﻜﻤﺎ ﺒﻴﻥ ﺍﻥ ﻤﺤﺎﺒﺎﺓ‬
‫ﺍﻟﻤﺠﻤﻭﻋﺔ ﺍﻟﺜﻘﺎﻓﻴﺔ ﺍﻟﻌﺭﺒﻴﺔ‪ ،‬ﻭﻗﺩ ﻋﺯﺍ ﺍﻟﺒﺎﺤﺜﻭﻥ ﺫﻟﻙ ﺍﻟﻰ ﺍﻨﻔﺘﺎﺡ‬ ‫ﺍﻷﻗﺭﺒﺎﺀ ﺸﻲﺀ ﻤﻘﺒﻭل ﻭﻤﺭﻏﻭﺏ ﻓﻴﻪ‪ ،‬ﻭﻴﻔﻀل ﺍﻟﻤﺩﻴﺭﻭﻥ ﺍﻟﻭﻻﺀ‬
‫ﺍﻟﺒﻴﺌﺔ ﺍﻻﺩﺍﺭﻴﺔ ﺍﻟﻜﻭﻴﺘﻴﺔ ﻭﺍﻟﻌﻤﺎﻨﻴﺔ ﻋﻠﻰ ﺍﻟﺜﻘﺎﻓﺎﺕ ﺍﻻﺠﻨﺒﻴﺔ ﺍﻻﺨﺭﻯ‪،‬‬ ‫ﻋﻠﻰ ﺍﻟﻜﻔﺎﺀﺓ ‪.‬ﻭﺒﺎﻟﻨﺴﺒﺔ ﻻﺩﺍﺭﺓ ﺍﻟﻭﻗﺕ ﻓﻬﻨﺎﻙ ﺍﻫﺘﻤﺎﻡ ﺍﻗل ﺒﺎﻟﺯﻤﻥ‬
‫ﻭﺒﻴﻨﺕ ﺍﻟﺩﺭﺍﺴﺔ ﻜﺫﻟﻙ ﻭﺠﻭﺩ ﻋﻼﻗﺔ ﺫﺍﺕ ﺩﻻﻟﺔ ﺍﺤﺼﺎﺌﻴﺔ ﺒﻴﻥ‬ ‫ﻭﺍﻟﻭﻗﺕ ﻭﺍﻟﻤﺤﺎﻓﻅﺔ ﻋﻠﻰ ﺍﻟﻤﻭﺍﻋﻴﺩ ﻟﺩﻯ ﺍﻟﺜﻘﺎﻓﺔ ﺍﻟﻌﺭﺒﻴﺔ ﻤﻘﺎﺭﻨﺔ‬
‫ﺍﻟﺫﻜﻭﺭﻴﺔ ﻭﺍﻟﻔﺭﺩﻴﺔ ﻤﻥ ﺠﻬﺔ ﻭﻗﻨﺎﻋﺎﺕ ﺍﻻﻓﺭﺍﺩ ﻨﺤﻭ ﺍﻻﻟﺘﺯﺍﻡ‬ ‫ﻤﻊ ﺍﻟﺜﻘﺎﻓﺔ ﺍﻟﻐﺭﺒﻴﺔ ‪.‬‬
‫ﺍﻟﻤﺅﺴﺴﻲ ﻭﺍﺨﻼﻗﻴﺎﺕ ﺍﻟﻌﻤل ﻤﻥ ﺠﻬﺔ ﺍﺨﺭﻯ‪.‬‬ ‫ﺍﻤﺎ ﺩﺭﺍﺴﺔ )‪ ( Muna, 1980‬ﺒﻌﻨﻭﺍﻥ‪"The Arab :‬‬
‫ﻭﻓﻲ ﺩﺭﺍﺴﺔ ﻤﻘﺎﺭﻨﺔ ﻗﺎﻡ ﺒﻬﺎ ‪(Allinson & Hayes,‬‬ ‫"‪ Executives‬ﻓﻘﺩ ﻫﺩﻓﺕ ﺍﻟﻰ ﻤﻌﺭﻓﺔ ﻓﺘﺭﺍﺕ ﺍﻟﺘﺨﻁﻴﻁ‬
‫)‪ 2000‬ﺒﻌﻨﻭﺍﻥ‪Cross–National Differences in " :‬‬ ‫ﺍﻻﺴﺘﺭﺍﺘﻴﺠﻲ ﻟﻠﻤﺩﻴﺭﻴﻥ ﺍﻟﺘﻨﻔﻴﺫﻴﻴﻥ ﺍﻟﻌﺭﺏ ﻓﻲ ﻗﻁﺎﻋﻲ ﺍﻟﺼﻨﺎﻋﺔ‬
‫‪"Cognitive Style: Implications for Management‬‬ ‫ﻭﺍﻟﺨﺩﻤﺎﺕ‪ ،‬ﻭﺍﺠﺭﻴﺕ ﻓﻲ ‪ 6‬ﺩﻭل ﻋﺭﺒﻴﺔ ﻓﻲ ﻤﻨﻁﻘﺔ ﺍﻟﺸﺭﻕ‬
‫ﻭﺃﺠﺭﻴﺕ ﻓﻲ ﺒﺭﻴﻁﺎﻨﻴﺎ‪ ،‬ﻫﺩﻓﺕ ﺍﻟﺩﺭﺍﺴﺔ ﻟﻤﻌﺭﻓﺔ ﻤﺩﻯ ﻭﺠﻭﺩ ﺘﺒﺎﻴﻥ‬ ‫ﺍﻻﻭﺴﻁ ﻭ ﻫﻲ )ﺍﻟﻜﻭﻴﺕ‪ ،‬ﺍﻟﺴﻌﻭﺩﻴﺔ‪ ،‬ﺍﻻﻤﺎﺭﺍﺕ‪ ،‬ﻤﺼﺭ‪ ،‬ﺍﻻﺭﺩﻥ‪،‬‬
‫ﻭﺍﺨﺘﻼﻑ ﺒﻴﻥ ﺍﻟﻔﻜﺭ ﺍﻟﻌﻘﻼﻨﻲ ﺍﻟﺤﺩﺴﻲ ﻭﺒﻴﻥ ﺍﻟﻔﻜﺭ ﺍﻟﺘﺤﻠﻴﻠﻲ‪.‬‬ ‫ﻟﺒﻨﺎﻥ ( ﻻﺒﻌﺎﺩ ﻭﻤﺤﺎﻭﺭ ﻤﻌﻴﻨﺔ ﻜﻔﺘﺭﺍﺕ ﺍﻟﺘﺨﻁﻴﻁ ﻟﻠﻤﺴﺘﻘﺒل‪،‬‬
‫ﻭﺍﺠﺭﻴﺕ ﺍﻟﺩﺭﺍﺴﺔ ﻋﻠﻰ ‪ 394‬ﻤﺩﻴﺭﹰﺍ ﻤﻥ ‪ 6‬ﻗﻭﻤﻴﺎﺕ ﻤﺨﺘﻠﻔﺔ‬ ‫ﻭﺍﻟﺘﻁﻭﻴﺭ ﺍﻹﺩﺍﺭﻱ ﻭﺍﻟﺘﺨﻁﻴﻁ ﺍﻻﺴﺘﺭﺍﺘﻴﺠﻲ‪ ،‬ﻭﻓﺘﺭﺓ ﺍﺴﺘﺭﺩﺍﺩ ﺭﺃﺱ‬
‫)ﺍﻟﻔﻜﺭ ﺍﻻﻨﺠﻠﻴﺯﻱ‪ /‬ﺒﺭﻴﻁﺎﻨﻴﺎ‪ ،‬ﺍﻟﻔﻜﺭ ﺍﻟﻌﺭﺒﻲ‪ /‬ﺍﻻﺭﺩﻥ‪ ،‬ﺍﻟﻔﻜﺭ‬ ‫ﺍﻟﻤﺎل ﺍﻟﻤﺴﺘﺜﻤﺭ‪ ،‬ﻭﻗﺩ ﺍﺸﺎﺭﺕ ﺍﻟﺩﺭﺍﺴﺔ ﺍﻟﻰ ﺃﻥ ﺍﻟﻤﺩﺓ ﺍﻟﺯﻤﻨﻴﺔ‬
‫ﺍﻻﺴﻴﻭﻱ‪ /‬ﺴﻨﻐﺎﻓﻭﺭﺓ‪ ،‬ﺍﻟﺩﻭل ﺍﻟﻨﺎﻤﻴﺔ‪/‬ﺍﻟﻬﻨﺩ ﻭﻨﻴﺒﺎل‪ ،‬ﻭﺸﺭﻕ ﺍﻭﺭﻭﺒﺎ‪/‬‬ ‫ﻟﻠﻤﺤﺎﻭﺭ ﺍﻟﺴﺎﺒﻘﺔ ﺘﺘﺭﺍﻭﺡ ﻤﻥ )‪ (5-3‬ﺴﻨﻭﺍﺕ ﻤﻥ ﻭﺠﻬﺔ ﻨﻅﺭ‬
‫ﺭﻭﺴﻴﺎ(‪ ،‬ﻜﻤﺎ ﺍﺠﺭﻴﺕ ﺍﻟﺩﺭﺍﺴﺔ ﻋﻠﻰ‪ 360‬ﻁﺎﻟﺏ ﺍﺩﺍﺭﺓ ﻤﻥ ‪5‬‬ ‫ﺍﻟﻤﺩﻴﺭﻴﻥ ﺍﻟﻌﺭﺏ‪ ،‬ﻭﻫﺫﺍ ﺩﻟﻴل ﻋﻠﻰ ﻗﺼﺭ ﺍﻟﻨﻅﺭ ﻟﻠﻤﺴﺘﻘﺒل ﻟﺩﻯ‬
‫ﻗﻭﻤﻴﺎﺕ ﻫﻲ )ﺒﺭﻴﻁﺎﻨﻴﺎ‪ ،‬ﻓﺭﻨﺴﺎ‪ ،‬ﻫﻭﻨﻎ ﻜﻭﻨﻎ‪ ،‬ﺍﻟﻤﺎﻨﻴﺎ‪ ،‬ﺍﺴﺘﺭﺍﻟﻴﺎ (‬ ‫ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﺭﺒﻴﺔ‪ ،‬ﻭﻟﺩﻯ ﺴﺅﺍل ﻫﺅﻻﺀ ﺍﻟﻤﺩﻴﺭﻴﻥ ﻋﻥ ﻜﻴﻔﻴﺔ ﺍﺘﺨﺎﺫ‬
‫ﺒﻨﺎﺀ ﻋﻠﻰ ﻤﻌﺎﻴﻴﺭ ﺍﻻﺴﻠﻭﺏ ﺍﻻﺩﺭﺍﻜﻲ ﻓﻲ ﻓﻬﻡ ﻭﺘﻘﻴﻴﻡ ﺍﻟﻤﻌﻠﻭﻤﺎﺕ‬ ‫ﻗﺭﺍﺭﺍﺕ ﺍﺴﺘﺭﺍﺘﻴﺠﻴﺔ ﻜﺘﺭﻗﻴﺔ ﺍﻭ ﺘﺩﺭﻴﺏ ﺍﻭ ﺍﻨﻬﺎﺀ ﺨﺩﻤﺎﺕ ﻤﻭﻅﻔﻴﻥ‬
‫)ﺍﻻﺴﻠﻭﺏ ﺍﻟﺘﺤﻠﻴﻠﻲ‪ ،‬ﺍﻻﺴﻠﻭﺏ ﺍﻟﻌﻘﻼﻨﻲ ﺍﻟﻤﺒﺎﺩﺭ ﺍﻟﺤﺩﺴﻲ( ﻭﺒﻴﻨﺕ‬ ‫ﺍﻭ ﺘﺨﻔﻴﺽ ﺍﻟﻘﻭﻯ ﺍﻟﻌﺎﻤﻠﺔ ﺒﻨﺴﺒﺔ ‪ %20‬ﺃﻭ ﺯﻴﺎﺩﺓ ﺍﻟﻘﻭﻯ ﺍﻟﻌﺎﻤﻠﺔ‬
‫ﺍﻟﻨﺘﺎﺌﺞ ﺍﻥ ﺍﻟﻤﺠﻤﻭﻋﺎﺕ ﺍﻟﺘﻲ ﺘﻤﻴل ﺍﻟﻰ ﺍﻻﺴﻠﻭﺏ ﺍﻟﺤﺩﺴﻲ ﺍﻟﻤﺒﺎﺩﺭ‬ ‫ﺒﻨﺴﺒﺔ ﻤﻌﻴﻨﺔ ﺍﻭ ﻁﺭﺡ ﻭﺘﻘﺩﻴﻡ ﻤﻨﺘﺞ ﺠﺩﻴﺩ ﺃﻭ ﺘﻘﺩﻴﻡ ﻤﺸﺭﻭﻉ ﺠﺩﻴﺩ‬
‫ﻫﻲ ﺍﻻﻨﺠﻠﻭ )ﺒﺭﻴﻁﺎﻨﻴﺎ ( ﻭﺸﻤﺎل ﺍﻭﺭﻭﺒﺎ )ﺍﻟﻤﺎﻨﻴﺎ( ﻭﺍﻭﺭﻭﺒﺎ‬ ‫ﺃﻭ ﺩﺨﻭل ﺴﻭﻕ ﺠﺩﻴﺩﺓ‪ ،‬ﻜﺎﻥ ﺭﺩﻫﻡ ﺍﻥ ‪ %22‬ﻤﻨﻬﻡ ﻴﺼﻨﻌﻭﻥ‬
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‫ﺤﻴﺙ ﺍﻟﻨﺯﻋﺔ ﻨﺤﻭ ﺍﻟﺫﻜﻭﺭﻴﺔ‪ ،‬ﻭﺒﺎﻟﺘﺎﻟﻲ ﻴﻤﻜﻥ ﺍﻟﻘﻭل ﺍﻥ ﺍﻟﻤﺠﻤﻌﺎﺕ‬ ‫ﺍﻟﻼﺘﻴﻨﻴﺔ )ﻓﺭﻨﺴﺎ(‪ ،‬ﻓﻲ ﺤﻴﻥ ﺍﻥ ﺍﻟﻤﺠﻤﻭﻋﺔ ﺍﻻﻜﺜﺭ ﺍﺴﺘﺨﺩﺍﻤﺎ‬
‫ﺍﻟﻌﺭﺒﻴﺔ ﺘﺘﻤﻴﺯ ﺒﺎﻟﻨﻔﻭﺫ ﺍﻟﻭﻅﻴﻔﻲ‪ ،‬ﻭﺘﺠﻨﺏ ﺍﻟﻤﺠﻬﻭل‪ ،‬ﻭﺘﻤﻴل ﺍﻟﻰ‬ ‫ﻟﻼﺴﻠﻭﺏ ﺍﻟﺘﺤﻠﻴﻠﻲ ﻓﻲ ﻓﻬﻡ ﻭﺘﻘﻴﻴﻡ ﺍﻟﻤﻌﻠﻭﻤﺎﺕ ﻫﻡ ﺍﻟﻌﺭﺏ‬
‫ﺍﻟﺠﻤﺎﻋﻴﺔ ﻓﻲ ﺍﻻﺩﺍﺀ ﻭﺍﻟﺫﻜﻭﺭﻴﺔ ﻓﻲ ﺍﻟﻘﻴﺎﺩﺓ ﻭﺍﻟﺴﻴﻁﺭﺓ‪ ،‬ﻭﻜل ﺫﻟﻙ‬ ‫)ﺍﻟﻤﺩﻴﺭﻭﻥ ﺍﻻﺭﺩﻨﻴﻭﻥ (‪ ،‬ﻭﺒﻨﺎﺀ ﻋﻠﻰ ﺫﻟﻙ ﻓﻘﺩ ﺍﻭﺼﻰ ﺍﻟﺒﺎﺤﺜﺎﻥ‬
‫ﻴﺨﻀﻊ ﻟﻠﻤﻔﻬﻭﻡ ﺍﻟﻨﺴﺒﻲ‪.‬‬ ‫ﺒﻀﺭﻭﺭﺓ ﺘﻐﻴﻴﺭ ﺘﺼﻨﻴﻑ ﺍﻟﺩﻭل ﻭﻓﻘﺎ ﻟﻠﺨﺼﺎﺌﺹ ﻭﺍﻟﺴﻤﺎﺕ‬
‫‪ -‬ﻤﺎ ﻴﻤﻴﺯ ﻫﺫﻩ ﺍﻟﺩﺭﺍﺴﺔ‬ ‫ﺍﻟﺜﻘﺎﻓﻴﺔ ﻤﻥ ﺍﻟﺘﺼﻨﻴﻑ ﺍﻟﺠﻐﺭﺍﻓﻲ ﺍﻟﻰ ﺍﻟﺘﺼﻨﻴﻑ ﺍﻟﻘﺎﺌﻡ ﻋﻠﻰ ﺍﻟﺘﻁﻭﺭ‬
‫ﺘﻨﻤﺎﺯ ﻫﺫﻩ ﺍﻟﺩﺭﺍﺴﺔ ﻋﻥ ﻏﻴﺭﻫﺎ ﻤﻥ ﺍﻟﺩﺭﺍﺴﺎﺕ ﺍﻟﺴﺎﺒﻘﺔ ﺒﻜﻭﻨﻬﺎ‬ ‫ﺍﻟﺼﻨﺎﻋﻲ ﻭﺍﻟﺘﻘﺩﻡ ﺍﻟﻔﻜﺭﻱ ﻓﻲ ﺍﻟﺩﻭل‪.‬‬
‫ﺍﻟﺩﺭﺍﺴﺔ ﺍﻟﻭﺤﻴﺩﺓ ﺤﺴﺏ ﻋﻠﻡ ﺍﻟﺒﺎﺤﺙ ﺍﻟﺘﻲ ﺃﺨﺫﺕ ﺒﻌﻴﻥ ﺍﻻﻋﺘﺒﺎﺭ‬ ‫ﻭﻓﻲ ﺩﺭﺍﺴﺔ ﺍﺠﺭﺍﻫﺎ )‪ (Alrasheed, 1994, b‬ﺒﻌﻨﻭﺍﻥ‪:‬‬
‫)ﺃﺒﻌﺎﺩ ﻫﻭﻓﺴﺘﺩ ﺍﻟﺜﻘﺎﻓﻴﺔ ﺍﻟﺨﻤﺴﺔ( ﻭﻫﻲ ﺍﻟﻨﻔﻭﺫ ﺍﻟﻭﻅﻴﻔﻲ‪،‬ﺘﺠﻨﺏ‬ ‫"‪ "Traditional Arab Management‬ﻋﻥ ﺍﻟﺴﻤﺎﺕ ﺍﻟﻌﺎﻤﺔ‬
‫ﺍﻟﻤﺠﻬﻭل‪ ،‬ﺍﻟﻔﺭﺩﻴﺔ ﺒﺨﻼﻑ ﺍﻟﺠﻤﺎﻋﻴﺔ‪ ،‬ﺍﻟﺫﻜﻭﺭﻴﺔ ﺒﺨﻼﻑ ﺍﻻﻨﺜﻭﻴﺔ‪،‬‬ ‫ﻟﻼﺩﺍﺭﺓ ﺍﻟﻌﺭﺒﻴﺔ ﻓﻲ ﺍﻻﺭﺩﻥ‪ ،‬ﻭﻀﺤﺕ ﺍﻟﺩﺭﺍﺴﺔ ﺃﻥ ﻫﻨﺎﻙ ﻤﻼﻤﺢ‬
‫ﻭﺍﻟﻨﻅﺭﺓ ﻁﻭﻴﻠﺔ ﺍﻻﺠل ﻟﻠﻤﺴﺘﻘﺒل ﻀﻤﻥ ﺩﺭﺍﺴﺔ ﻭﺍﺤﺩﺓ ﺘﺒﺤﺙ ﻓﻲ‬ ‫ﺭﺌﻴﺴﻴﺔ ﻟﻺﺩﺍﺭﺓ ﻭﺍﻟﺘﻨﻅﻴﻡ ﺍﻟﻌﺭﺒﻲ ﻭﻤﻥ ﻫﺫﻩ ﺍﻟﻤﻼﻤﺢ ﻤﺤﺩﻭﺩﻴﺔ‬
‫ﺴﻤﺎﺕ ﻋﺎﻤﺔ ﻟﻺﺩﺍﺭﺓ ﺍﻟﻌﺭﺒﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ‪ ،‬ﻭﻫﻭ ﻤﺎ ﻴﻤﻴﺯ ﻫﺫﻩ‬ ‫ﺩﻭﺭ ﺍﻟﻤﺭﺃﺓ ﺍﻟﻤﺩﻴﺭﺓ ﻓﻲ ﺍﻟﻤﻨﻅﻤﺔ ﺍﻟﻌﺭﺒﻴﺔ‪ ،‬ﺤﻴﺙ ﺘﻘﺘﺼﺭ ﺃﺩﻭﺍﺭ‬
‫ﺍﻟﺩﺭﺍﺴﺔ ﻋﻠﻰ ﻏﻴﺭﻫﺎ ﻤﻥ ﺍﻟﺩﺭﺍﺴﺎﺕ ﺍﻟﺴﺎﺒﻘﺔ ﺍﻟﺘﻲ ﺘﻨﺎﻭﻟﺕ ﺒﻌﺽ‬ ‫ﺍﻟﻤﺭﺃﺓ ﻋﻠﻰ ﺍﻟﻤﺴﺘﻭﻴﺎﺕ ﺍﻹﺩﺍﺭﻴﺔ ﺍﻟﺩﻨﻴﺎ ﻭﺍﻟﻭﺴﻁﻰ‪ ،‬ﻓﻲ ﺤﻴﻥ ﺘﻐﻴﺏ‬
‫ﻫﺫﻩ ﺍﻻﺒﻌﺎﺩ ﻭﻟﻡ ﺘﺘﻨﺎﻭﻟﻬﺎ ﻤﺠﺘﻤﻌﺔ‪.‬‬ ‫ﺍﻟﻤﺭﺃﺓ ﺍﻟﻌﺭﺒﻴﺔ ﻋﻥ ﺃﺩﻭﺍﺭ "ﺍﻟﻤﺩﻴﺭ ﺍﻟﺘﻨﻔﻴﺫﻱ‪ ،‬ﺍﻟﻤﺩﻴﺭ ﺍﻟﻌﺎﻡ"‪ .‬ﻜﻤﺎ‬
‫ﻜﻤﺎ ﺘﻨﺎﻭﻟﺕ ﺍﻟﺩﺭﺍﺴﺔ ﺍﻟﺒﻌﺩ ﺍﻟﺠﺩﻴﺩ ﻟﻬﻭﻓﺴﺘﺩ )ﺍﻟﻨﻅﺭﺓ ﻁﻭﻴﻠﺔ‬ ‫ﺍﺸﺎﺭ ﺍﻟﻰ ﺒﻘﻴﺔ ﻫﺫﻩ ﺍﻟﻤﻼﻤﺢ ﻭﺍﻟﺘﻲ ﺠﻌﻠﺕ ﻤﻥ ﺍﻻﺩﺍﺭﺓ ﺍﻟﻌﺭﺒﻴﺔ‬
‫ﺍﻷﺠل ﻟﻠﻤﺴﺘﻘﺒل( ﻭﺍﻟﺫﻱ ﻟﻡ ﻴﺒﺤﺙ ﻤﻥ ﻗﺒل ﻫﻭﻓﺴﺘﺩ ﻓﻲ ﺍﻻﺩﺍﺭﺓ‬ ‫ﺍﺩﺍﺭﺓ ﺘﻘﻠﻴﺩﻴﺔ ﻭﻫﻲ‪ :‬ﺍﻟﻨﻅﺭﺓ ﺍﻟﻤﺴﺘﻘﺒﻠﻴﺔ ﺍﻟﻤﺤﺩﻭﺩﺓ‪ ،‬ﻭﺍﻻﻁﺎﺭ ﺍﻟﻀﻴﻕ‬
‫ﺍﻟﻌﺭﺒﻴﺔ‪ ،‬ﻭﻟﻌل ﺴﺒﺏ ﺍﺴﺘﺨﺩﺍﻡ ﻤﻨﻬﺠﻴﺔ ﻫﻭﻓﺴﺘﺩ ﻫﻭ ﺍﻥ ﺍﺒﻌﺎﺩﻩ ﺍﺒﻌﺎﺩ‬ ‫ﻓﻲ ﺘﻔﻭﻴﺽ ﺍﻟﺼﻼﺤﻴﺎﺕ‪ ،‬ﻭﺍﻟﻌﻼﻗﺔ ﺍﻟﺸﺨﺼﻴﺔ ﺒﻴﻥ ﺍﻟﺭﺌﻴﺱ‬
‫ﻋﺎﻟﻤﻴﺔ ﻴﻤﻜﻥ ﻤﻥ ﺨﻼﻟﻬﺎ ﺘﺤﺩﻴﺩ ﻫﻭﻴﺔ ﺃﻱ ﻤﺠﺘﻤﻊ ﻤﻥ‬ ‫ﻭﺍﻟﻤﺭﺅﻭﺱ‪ ،‬ﻭﻤﺤﺩﻭﺩﻴﺔ ﺴﻴﺎﺴﺔ ﺍﻟﺘﺩﺭﻴﺏ‪،‬ﻭﺒﺩﺍﺌﻴﺔ ﺴﻴﺎﺴﺎﺕ ﺍﺩﺍﺭﺓ‬
‫ﺍﻟﻤﺠﺘﻤﻌﺎﺕ‪،‬ﻜﻤﺎ ﺍﻥ ﺍﻟﺩﺭﺍﺴﺔ ﺍﻻﺴﺎﺴﻴﺔ ﻟﻬﻭﻓﺴﺘﺩ ﻟﻡ ﺘﺸﺘﻤل ﻋﻠﻰ‬ ‫ﺍﻟﻤﻭﺍﺭﺩ ﺍﻟﺒﺸﺭﻴﺔ‪ ،‬ﻭﻋﺩﻡ ﻭﻀﻭﺡ ﺍﻟﻬﻴﻜل ﺍﻟﺘﻨﻅﻴﻤﻲ ﻭﺍﻻﻫﺩﺍﻑ‬
‫ﻋﻴﻨﺔ ﻤﻥ ﺍﻻﺭﺩﻥ‪ ،‬ﺍﻻﻤﺭ ﺍﻟﺫﻱ ﻴﺴﻠﻁ ﺍﻟﻀﻭﺀ ﻋﻠﻰ ﺍﻫﻤﻴﺔ ﺍﺠﺭﺍﺀ‬ ‫ﺍﻟﻤﻭﻀﻭﻋﺔ‪ ،‬ﻭﻨﻘﺹ ﻓﺭﺹ ﺍﻟﺘﻘﺩﻡ ﻭﺍﻟﺘﺭﻗﻴﺔ‪.‬ﻭﻗﺩ ﺒﺭﺭ ﻫﺫﻩ ﺍﻟﺴﻤﺎﺕ‬
‫ﻫﺫﻩ ﺍﻟﺩﺭﺍﺴﺔ ﻓﻲ ﺍﻟﺒﻴﺌﺔ ﺍﻷﺭﺩﻨﻴﺔ ﻋﻥ ﻁﺭﻴﻕ ﺍﺴﺘﺨﺩﺍﻡ ﻫﺫﻩ‬ ‫ﻤﻥ ﺨﻼل ﻤﺤﺎﻭﺭ ﺜﻼﺜﺔ ﻫﻲ‪ :‬ﺍﻟﻤﺤﻭﺭ ﺍﻟﻤﺅﺴﺴﻲ ﻤﻤﺜﻼ ﺒﺼﻐﺭ‬
‫ﺍﻟﻤﻨﻬﺠﻴﺔ ﻭﺘﻁﺒﻴﻘﻬﺎ ﻓﻲ ﺍﻟﺒﻨﻭﻙ ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ‪،‬ﻜﻤﺎ ﺍﻥ ﺘﻁﺒﻴﻕ‬ ‫ﺤﺠﻡ ﺍﻟﻤﻨﻅﻤﺔ‪ ،‬ﻭﺴﻴﺎﺩﺓ ﺍﻟﻁﺎﺒﻊ ﺍﻟﻌﺎﺌﻠﻲ ﻋﻠﻰ ﻤﻠﻜﻴﺔ ﺍﻟﻤﻨﻅﻤﺔ ﻭﻋﺩﻡ‬
‫ﻤﻨﻬﺠﻴﺔ ﻫﻭﻓﺴﺘﺩ ﻓﻲ ﺍﻟﺒﻴﺌﺔ ﺍﻷﺭﺩﻨﻴﺔ ﻤﻥ ﺸﺎﻨﻪ ﺘﺤﺩﻴﺩ ﻫﻭﻴﺔ ﺜﻘﺎﻓﻴﺔ‬ ‫ﺍﻫﻠﻴﺔ ﺍﻟﻤﺩﻴﺭﻴﻥ ﻓﻲ ﺍﻟﻤﺴﺘﻭﻴﺎﺕ ﺍﻻﺩﺍﺭﺓ ﺍﻟﻭﺴﻁﻰ‪ ،‬ﻭﺍﻟﻤﺤﻭﺭ‬
‫ﻭﻁﻨﻴﺔ ﻟﻼﺩﺍﺭﺓ ﺍﻷﺭﺩﻨﻴﺔ‪ ،‬ﻭﺘﺸﺨﻴﺹ ﺴﻤﺎﺕ ﻫﺫﻩ ﺍﻻﺩﺍﺭﺓ ﻭﺘﻘﺩﻴﻤﻬﺎ‬ ‫ﺍﻻﺠﺘﻤﺎﻋﻲ ﻤﻤﺜﻼ ﺒﺎﻟﺒﻨﺎﺀ ﺍﻻﺠﺘﻤﺎﻋﻲ ﻭﺍﻟﺒﻌﺩ ﺍﻟﺴﻴﺎﺴﻲ ﻭﺍﻟﺒﻌﺩ‬
‫ﺍﻟﻰ ﺍﻟﻨﻤﺎﺫﺝ ﺍﻻﺩﺍﺭﻴﺔ ﺍﻻﺨﺭﻯ‪.‬‬ ‫ﺍﻟﺘﻌﻠﻴﻤﻲ‪ ،‬ﻭﺍﻟﻤﺤﻭﺭ ﺍﻟﺜﻘﺎﻓﻲ ﺒﻤﺎ ﻴﺤﻭﻴﻪ ﻤﻥ ﻤﻨﻅﻭﻤﺔ ﻗﻴﻤﻴﺔ ﻭﺜﻘﺎﻓﻴﺔ‬
‫ﻤﻨﻬﺠﻴﺔ ﺍﻟﺩﺭﺍﺴﺔ‬ ‫ﻭﻋﺎﺩﺍﺕ ﻭﺘﻘﺎﻟﻴﺩ‪.‬‬
‫*ﺍﻟﺘﻌﺭﻴﻔﺎﺕ ﺍﻻﺠﺭﺍﺌﻴﺔ‬ ‫ﻭﻓﻲ ﺩﺭﺍﺴﺔ )‪ (Hofstede , 1991‬ﺒﻌﻨﻭﺍﻥ‪"Cultures & :‬‬
‫ﺍﻟﻰ ﺠﺎﻨﺏ ﺍﻟﺘﻌﺭﻴﻔﺎﺕ ﺍﻟﺘﻲ ﺘﻡ ﺘﻘﺩﻴﻤﻬﺎ ﻓﻲ ﺍﻻﻁﺎﺭ ﺍﻟﻨﻅﺭﻱ‬ ‫"‪ Organization‬ﻭﺃﺠﺭﻴﺕ ﻓﻲ ﺍﻟﻭﻻﻴﺎﺕ ﺍﻟﻤﺘﺤﺩﺓ ﻟﻼﻓﺭﺍﺩ‬
‫ﺒﺨﺼﻭﺹ ﺍﺒﻌﺎﺩ ﻫﻭﻓﺴﺘﺩ‪ ،‬ﻴﺠﺩ ﺍﻟﺒﺎﺤﺙ ﻀﺭﻭﺭﺓ ﺭﺒﻁ ﻫﺫﻩ‬ ‫ﺍﻟﻌﺎﻤﻠﻴﻥ ﻓﻲ ‪ IBM‬ﻭﻴﻤﺜﻠﻭﻥ ‪ 53‬ﺩﻭﻟﺔ ﻤﻥ ﻤﺨﺘﻠﻑ ﺩﻭل ﺍﻟﻌﺎﻟﻡ‪،‬‬
‫ﺍﻟﻤﺘﻐﻴﺭﺍﺕ ﻤﻊ ﺍﺴﺌﻠﺔ ﺍﻻﺴﺘﺒﺎﻨﺔ‪ ،‬ﻭﺍﻟﺘﻰ ﺍﻋﺘﻤﺩﺘﻬﺎ ﺍﻟﺩﺭﺍﺴﺔ ﺍﻟﺤﺎﻟﻴﺔ‬ ‫ﻓﻘﺩ ﺼﻨﻑ ﺍﻟﺩﻭل ﺍﻟﻌﺭﺒﻴﺔ ﻓﻲ ﺍﻟﻤﺭﺘﺒﺔ ‪ 7‬ﻤﻥ ‪ 53‬ﺩﻭﻟﺔ ﻤﺸﻤﻭﻟﺔ‬
‫ﻜﻤﺘﻐﻴﺭﺍﺕ ﺭﺌﻴﺴﺔ ﻭﻫﻲ ﺍﻟﻨﻔﻭﺫ ﺍﻟﻭﻅﻴﻔﻲ‪ ،‬ﻭﺘﺠﻨﺏ ﺍﻟﻤﺠﻬﻭل‪،‬‬ ‫ﺒﺎﻟﺩﺭﺍﺴﺔ ﻤﻥ ﺤﻴﺙ ﺍﻟﺘﺒﺎﻋﺩ ﻓﻲ ﺍﻟﻨﻔﻭﺫ ﺍﻟﻭﻅﻴﻔﻲ ﺒﻴﻥ ﺍﻟﺭﺌﻴﺱ‬
‫ﻭﺍﻟﻔﺭﺩﻴﺔ ﺒﺨﻼﻑ ﺍﻟﺠﻤﺎﻋﻴﺔ‪ ،‬ﻭﺍﻟﺫﻜﻭﺭﻴﺔ ﺒﺨﻼﻑ ﺍﻻﻨﺜﻭﻴﺔ‪،‬‬ ‫ﻭﺍﻟﻤﺭﺅﻭﺱ‪ ،‬ﻭﻫﻭ ﺩﻟﻴل ﻋﻠﻰ ﻭﺠﻭﺩ ﺘﺒﺎﻋﺩ ﻓﻲ ﺍﻟﺴﻠﻁﺔ ﺒﻴﻥ‬
‫ﻭﺍﻟﻨﻅﺭﺓ ﻁﻭﻴﻠﺔ ﺍﻻﺠل ﻟﻠﻤﺴﺘﻘﺒل‪ ،‬ﻭﻓﻴﻤﺎ ﻴﻠﻲ ﻫﺫﺓ ﺍﻟﻤﺘﻐﻴﺭﺍﺕ ‪:‬‬ ‫ﺍﻟﻤﺴﺘﻭﻴﺎﺕ ﺍﻻﺩﺍﺭﻴﺔ ﺍﻟﻤﺨﺘﻠﻔﺔ‪ ،‬ﻜﻤﺎ ﺠﺎﺀﺕ ﻓﻲ ﺍﻟﻤﺭﺘﺒﺔ ‪ 27‬ﻤﻥ‬
‫‪-1‬ﺍﻟﻨﻔﻭﺫ ﺍﻟﻭﻅﻴﻔﻲ )‪ :(PD‬ﺘﻡ ﻗﻴﺎﺴﻪ ﻤﻥ ﺨﻼل ﺍﻻﺴﺌﻠﺔ )‪(8-1‬‬ ‫ﺤﻴﺙ ﺘﺠﻨﺏ ﺍﻟﻤﺠﻬﻭل‪ ،‬ﻭﻫﺫﺍ ﻴﻌﻨﻰ ﺃﻥ ﺍﻟﻤﺠﻬﻭل ﻴﺘﻡ ﺘﺠﻨﺒﻪ ﺒﺸﻜل‬
‫ﻋﻠﻰ ﻤﺤﻭﺭﻴﻥ‪ ،‬ﻓﺎﻻﺴﺌﻠﺔ )‪ (4-1‬ﻤﺜﻠﺕ ﻤﺤﻭﺭ ﺍﻟﻨﻔﻭﺫ ﺍﻟﻭﻅﻴﻔﻲ‬ ‫ﻜﺒﻴﺭ ﻟﺩﻯ ﺍﻟﻌﺭﺏ‪ ،‬ﻭﺒﻴﻥ ﺍﻥ ﺍﻟﺩﻭل ﺍﻟﻌﺭﺒﻴﺔ ﺠﺎﺀﺕ ﻓﻲ ﺍﻟﻤﺭﺘﺒﺔ‬
‫ﺍﻟﻤﻨﺨﻔﺽ )‪ ،(LOW PD‬ﻭﺍﻻﺴﺌﻠﺔ )‪ (8-5‬ﻤﺜﻠﺕ ﻤﺤﻭﺭ ﺍﻟﻨﻔﻭﺫ‬ ‫)‪ (27/26‬ﻤﻥ ﺤﻴﺙ ﺍﻟﻔﺭﺩﻴﺔ‪ ،‬ﻜﻤﺎ ﺠﺎﺀﺕ ﻓﻲ ﺍﻟﻤﺭﺘﺒﺔ ‪ 23‬ﻤﻥ‬
‫‪-340-‬‬
‫ﻴﻌﺎﻟﺠﻬﺎ ﺍﻟﺒﺎﺤﺙ‪.‬‬ ‫ﺍﻟﻭﻅﻴﻔﻲ ﺍﻟﻤﺭﺘﻔﻊ )‪.(HIGH PD‬‬

‫‪ -2‬ﺘﺠﻨﺏ ﺍﻟﻤﺠﻬﻭل )‪ :(UA‬ﺘﻡ ﻗﻴﺎﺴﻪ ﻤﻥ ﺨﻼل ﺍﻻﺴﺌﻠﺔ )‪-9‬‬
‫ﻁﺭﻕ ﺠﻤﻊ ﺍﻟﺒﻴﺎﻨﺎﺕ ﻭﺃﺩﺍﺓ ﺍﻟﺩﺭﺍﺴﺔ‪:‬‬ ‫‪ (15‬ﻋﻠﻰ ﻤﺤﻭﺭﻴﻥ‪ ،‬ﻓﺎﻻﺴﺌﻠﺔ )‪ (12-9‬ﻋﻜﺴﺕ ﻤﺤﻭﺭ ﺍﺭﺘﻔﺎﻉ‬
‫ﺘﻡ ﺍﻋﺘﻤﺎﺩ ﻤﺼﺩﺭﻴﻥ ﺍﺴﺎﺴﻴﻴﻥ ﻟﻠﺤﺼﻭل ﻋﻠﻰ ﺍﻟﺒﻴﺎﻨﺎﺕ ﺫﺍﺕ‬ ‫ﺘﺠﻨﺏ ﺍﻟﻤﺠﻬﻭل )‪ ،(HIGH UA‬ﻓﻴﻤﺎ ﻋﻜﺴﺕ ﺍﻻﺴﺌﻠﺔ )‪-13‬‬
‫ﺍﻟﻌﻼﻗﺔ ﺒﺎﻟﺩﺭﺍﺴﺔ ﺍﻟﺤﺎﻟﻴﺔ ﻫﻤﺎ ‪:‬‬ ‫‪ (15‬ﻤﺤﻭﺭ ﺍﻨﺨﻔﺎﺽ ﺘﺠﻨﺏ ﺍﻟﻤﺠﻬﻭل )‪.(LOW UA‬‬
‫‪-1‬ﺍﻟﻤﺼﺎﺩﺭ ﺍﻟﺜﺎﻨﻭﻴﺔ‪ :‬ﻭﺘﺸﻤل ﺍﻟﻜﺘﺏ ﻭﺍﻟﻤﻘﺎﻻﺕ ﻭﺍﻻﺒﺤﺎﺙ‬ ‫‪ -3‬ﺍﻟﻔﺭﺩﻴﺔ ﺒﺨﻼﻑ ﺍﻟﺠﻤﺎﻋﻴﺔ )‪ :(IND/COLL‬ﺘﻡ ﻗﻴﺎﺴﻬﺎ ﻤﻥ‬
‫ﻭﺍﻟﺩﺭﺍﺴﺎﺕ ﺍﻟﺴﺎﺒﻘﺔ ﺫﺍﺕ ﺍﻟﻌﻼﻗﺔ ﺒﻤﻭﻀﻭﻉ ﺍﻟﺩﺭﺍﺴﺔ ﻭﻫﻲ‬ ‫ﺨﻼل ﺍﻻﺴﺌﻠﺔ )‪ (20-17‬ﻋﻠﻰ ﻤﺤﻭﺭﻴﻥ‪ ،‬ﺍﻟﻤﺤﻭﺭ ﺍﻻﻭل ﻴﻤﺜل‬
‫ﺘﺭﺘﺒﻁ ﺒﺠﻤﻊ ﺍﻟﻤﺎﺩﺓ ﺍﻟﻌﻠﻤﻴﺔ ﺍﻟﺨﺎﺼﺔ ﺒﺎﻻﻁﺎﺭ ﺍﻟﻨﻅﺭﻱ‪.‬‬ ‫ﺍﻟﻔﺭﺩﻴﺔ ﻤﻤﺜﻠﺔ ﺒﺎﻟﺴﺅﺍل )‪ ،(17‬ﻭﺍﻟﻤﺤﻭﺭ ﺍﻟﺜﺎﻨﻲ ﻴﻤﺜل ﺍﻟﺠﻤﺎﻋﻴﺔ ﻤﻥ‬
‫‪-2‬ﺍﻟﻤﺼﺎﺩﺭ ﺍﻻﻭﻟﻴﺔ‪ :‬ﺘﺘﻤﺜل ﻓﻲ ﺠﻤﻊ ﺍﻟﺒﻴﺎﻨﺎﺕ ﺒﻭﺍﺴﻁﺔ‬ ‫ﺨﻼل ﺍﻻﺴﺌﻠﺔ )‪.(20-18‬‬
‫ﺍﺴﺘﺒﺎﻨﺔ ﺘﻡ ﺍﻋﺩﺍﺩﻫﺎ ﻭﺘﻭﺯﻴﻌﻬﺎ ﻟﺘﻐﻁﻴﺔ ﺍﻟﺠﺎﻨﺏ ﺍﻟﻤﻴﺩﺍﻨﻲ‬ ‫‪ -4‬ﺍﻟﺫﻜﻭﺭﻴﺔ‪ /‬ﺍﻟﺼﺭﺍﻤﺔ ﺒﺨﻼﻑ ﺍﻻﻨﺜﻭﻴﺔ‪ /‬ﺍﻟﻠﻴﻭﻨﺔ‬
‫ﻟﻠﺩﺭﺍﺴﺔ‪.‬ﻭﻫﺫﻩ ﺍﻻﺴﺘﺒﺎﻨﺔ ﺍﻟﺘﻲ ﺼﻤﻤﺕ ﻟﻠﺤﺼﻭل ﻋﻠﻰ ﺒﻴﺎﻨﺎﺕ‬ ‫)‪ :(MASC/FEMIN‬ﺘﻡ ﻗﻴﺎﺴﻬﺎ ﻤﻥ ﺨﻼل ﺍﻻﺴﺌﻠﺔ )‪(22،21‬‬
‫ﺍﻟﺩﺭﺍﺴﺔ ﺍﻷﻭﻟﻴﺔ‪،‬ﺍﻋﺘﻤﺩﺕ ﻋﻠﻰ ﺍﻟﻤﻔﺎﻫﻴﻡ ﺍﻷﺴﺎﺴﻴﺔ ﻓﻲ ﻫﺫﺍ‬ ‫ﻋﻠﻰ ﻤﺤﻭﺭﻴﻥ‪ ،‬ﺤﻴﺙ ﻋﻜﺱ ﺍﻟﺴﺅﺍل )‪ (21‬ﻤﺤﻭﺭ ﺍﻻﻨﺜﻭﻴﺔ‪ ،‬ﻓﻴﻤﺎ‬
‫ﺍﻟﻤﺠﺎل ﻭﺘﻡ ﺍﺴﺘﺨﺩﺍﻡ ﺍﻟﻤﻘﻴﺎﺱ ﻤﻥ )‪ (1‬ﺇﻟﻰ )‪ (4‬ﻟﻺﺸﺎﺭﺓ ﺇﻟﻰ‬ ‫ﻋﻜﺱ ﺍﻟﺴﺅﺍل )‪ (22‬ﻤﺤﻭﺭ ﺍﻟﺫﻜﻭﺭﻴﺔ‪.‬‬
‫ﺍﻟﻭﺯﻥ ﺍﻟﺫﻱ ﻴﻌﻁﻴﻪ ﺍﻟﻤﺴﺘﺠﻴﺏ ﻟﻠﺴﺅﺍل ﻋﻠﻰ ﺍﻟﻨﺤﻭ ﺍﻟﺘﺎﻟﻲ‪:‬‬ ‫‪-5‬ﺍﻟﻨﻅﺭﺓ ﻁﻭﻴﻠﺔ ﺍﻻﺠل ﻟﻠﻤﺴﺘﻘﺒل )‪ :(LTO‬ﺘﻡ ﻗﻴﺎﺴﻬﺎ ﻤﻥ ﺨﻼل‬
‫* ﻨﺎﺩﺭﺍ ‪ :‬ﺍﻋﻁﻴﺕ ﺩﺭﺠﺔ ﻭﺍﺤﺩﺓ )‪.(1‬‬ ‫ﺍﻟﺴﺅﺍل )‪ (16‬ﻭﻋﻠﻰ ﻤﺤﻭﺭ ﻭﺍﺤﺩ‪ ،‬ﻭﻴﻼﺤﻅ ﺍﻥ ﺍﻻﺒﻌﺎﺩ ﺍﻻﺭﺒﻌﺔ‬
‫* ﻓﻲ ﺒﻌﺽ ﺍﻻﺤﻴﺎﻥ ‪ :‬ﺘﻌﻁﻰ ﺩﺭﺠﺘﻴﻥ )‪.(2‬‬ ‫ﺍﻻﻭﻟﻰ ﻜﺎﻨﺕ ﺒﺸﻘﻴﻥ ﻭﺫﻟﻙ ﻟﺒﻴﺎﻥ ﻭﺘﺤﺩﻴﺩ ﺍﺘﺠﺎﻫﺎﺕ ﺍﻓﺭﺍﺩ ﻋﻴﻨﺔ‬
‫* ﻓﻲ ﺍﻏﻠﺏ ﺍﻻﺤﻴﺎﻥ ‪ :‬ﺘﻌﻁﻰ ﺜﻼﺙ ﺩﺭﺠﺎﺕ )‪.(3‬‬ ‫ﺍﻟﺩﺭﺍﺴﺔ ﻨﺤﻭ ﺍﻟﺸﻲﺀ ﻭﻀﺩﻩ‪ ،‬ﻭﻟﺒﻴﺎﻥ ﻓﻴﻤﺎ ﺍﺫﺍ ﻜﺎﻥ ﻫﻨﺎﻟﻙ ﺘﻘﺎﻁﻊ‬
‫*ﺩﺍﺌﻤﺎ ‪ :‬ﺘﻌﻁﻰ ﺍﺭﺒﻊ ﺩﺭﺠﺎﺕ )‪.(4‬‬ ‫ﻭﺘﺩﺍﺨل ﻤﺎﺒﻴﻥ ﺍﻟﻤﺤﻭﺭﻴﻥ‪ ،‬ﻓﻴﻤﺎ ﻜﺎﻥ ﺍﻟﻤﺘﻐﻴﺭ ﺍﻟﺨﺎﻤﺱ )‪(LTO‬‬
‫ﻋﻠﻤﺎ ﺒﺎﻨﻪ ﺘﻡ ﺍﻟﺘﺎﻜﺩ ﻤﻥ ﺍﻟﻨﺴﻕ ﺍﻟﻌﺎﻡ ﺍﻭ ﺍﺘﺠﺎﻩ ﻓﻘﺭﺍﺕ ﺍﻟﺩﺭﺍﺴﺔ‬ ‫ﻋﻠﻰ ﻤﺤﻭﺭ ﻭﺍﺤﺩ ﻜﻭﻨﻪ ﻤﺤﺩﺩ ﺒﺎﻟﻨﻅﺭﺓ ﻁﻭﻴﻠﺔ ﺍﻻﺠل ﻤﻥ ﺨﻼل‬
‫ﻟﺘﻜﻭﻥ ﻓﻲ ﺍﺘﺠﺎﻩ ﻭﺍﺤﺩ‪ ،‬ﻭﺨﺎﺼﺔ ﻟﻼﺴﺌﻠﺔ ﺫﺍﺕ ﺍﻻﺘﺠﺎﻩ ﺍﻟﺴﻠﺒﻲ‬ ‫ﺍﻟﻤﻔﻬﻭﻡ ﻨﻔﺴﻪ‪.‬‬
‫ﻭﻫﻲ )‪ ،(12،10،8،5‬ﻭﺘﻡ ﺍﻋﺘﻤﺎﺩ ﺍﻟﺘﻘﺴﻴﻡ ﺍﻟﺘﺎﻟﻲ ﻋﻠﻰ ﺍﺴﺎﺱ‬
‫ﻁﻭل ﺍﻟﻔﺘﺭﺓ ﺤﻴﺙ ﺍﻥ ﻁﻭل ﻜل ﻓﺘﺭﺓ ﻴﺴﺎﻭﻱ ‪ 0.75‬ﻤﻥ ﺍﻟﻭﺤﺩﺓ‬ ‫ﺍﺴﻠﻭﺏ ﺍﻟﺩﺭﺍﺴﺔ‬
‫ﻭﺒﺎﻟﺘﺎﻟﻲ ﻻ ﻴﻭﺠﺩ ﺘﺤﻴﺯ ﻓﻲ ﺃﻱ ﻤﻥ ﺍﻟﺘﻘﺩﻴﺭﺍﺕ ﺍﻟﻤﻌﻁﺎﺓ‬ ‫ﺍﻋﺘﻤﺩﺕ ﺍﻟﺩﺭﺍﺴﺔ ﺍﻟﺤﺎﻟﻴﺔ ﺍﻟﻤﻨﻬﺞ ﺍﻟﻭﺼﻔﻲ ﻤﻥ ﻤﻨﻁﻠﻕ‬
‫ﻟﻠﻔﺘﺭﺍﺕ‪ ،‬ﺒل ﺍﻥ ﻫﺫﺍ ﻴﻌﻁﻲ ﻋﺩﺍﻟﺔ ﻓﻲ ﺘﻘﺩﻴﺭ ﺍﻟﺭﺍﻱ ﺍﻟﻌﺎﻡ‪.‬‬ ‫ﻭﺼﻑ ﺍﻟﻤﻤﺎﺭﺴﺎﺕ ﻭﺍﻟﻅﻭﺍﻫﺭ ﻜﻤﺎ ﻫﻲ ﻋﻠﻰ ﺍﺭﺽ ﺍﻟﻭﺍﻗﻊ‬
‫ﻭﻴﺒﻴﻥ ﺍﻟﺠﺩﻭل )‪ (1‬ﻫﺫﺍ ﺍﻟﺘﻘﺴﻴﻡ ﻜﻤﺎ ﻴﻠﻲ‪:‬‬ ‫ﺍﻟﺤﻲ‪ ،‬ﺒﺎﻻﻀﺎﻓﺔ ﺍﻟﻰ ﺍﻨﻪ ﻴﺘﺠﺎﻭﺯ ﺠﻤﻊ ﺍﻟﺒﻴﺎﻨﺎﺕ ﻭﻭﺼﻑ‬
‫ﺍﻟﻅﻭﺍﻫﺭ ﺍﻟﻰ ﺍﺨﺘﺒﺎﺭ ﺍﻟﻔﺭﻀﻴﺎﺕ ﺍﻟﺘﻲ ﺘﺭﺘﺒﻁ ﺒﺎﻟﻤﺸﻜﻠﺔ ﺍﻟﺘﻲ‬
‫ﺍﻟﺠﺩﻭل ﺭﻗﻡ )‪ : (1‬ﺠﺩﻭل ﺘﻭﺯﻴﻊ ﺍﻻﻫﻤﻴﺔ ﺍﻟﻨﺴﺒﻴﺔ‬

‫ﺍﻫﻤﻴﺔ ﺍﻟﺴﺅﺍل ﺤﺴﺏ ﺍﺘﺠﺎﻫﺎﺕ ﺍﻓﺭﺍﺩ ﺍﻟﻌﻴﻨﺔ‬ ‫ﺍﻟﻭﺴﻁ ﺍﻟﺤﺴﺎﺒﻲ‬
‫ﻨﺎﺩﺭﺍ‬ ‫‪1.75-1.00‬‬
‫ﻓﻲ ﺒﻌﺽ ﺍﻻﺤﻴﺎﻥ‬ ‫‪2.50-1.76‬‬
‫ﻓﻲ ﺍﻏﻠﺏ ﺍﻻﺤﻴﺎﻥ‬ ‫‪3.25-2.51‬‬
‫ﺩﺍﺌﻤﺎ‬ ‫‪4.00-3.26‬‬
‫‪-341-‬‬
‫ﺍﺴﻠﻭﺏ ﺍﻟﻌﻴﻨﺔ ﺍﻟﻌﺸﻭﺍﺌﻴﺔ ﺍﻟﺒﺴﻴﻁﺔ ‪Simple Random‬‬ ‫ﻤﺠﺘﻤﻊ ﺍﻟﺩﺭﺍﺴﺔ ﻭﻋﻴﻨﺘﻬﺎ‬

‫‪ Sample‬ﻤﻥ ﺍﻷﻓﺭﺍﺩ ﺍﻟﻌﺎﻤﻠﻴﻥ ﻓﻲ ﻫﺫﻩ ﺍﻟﺒﻨﻭﻙ‪ ،‬ﻨﺘﻴﺠﺔ ﻭﺠﻭﺩ‬ ‫ﺘﻜﻭﻥ ﻤﺠﺘﻤﻊ ﺍﻟﺩﺭﺍﺴﺔ ﺍﻟﺤﺎﻟﻴﺔ ﻤﻥ ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ‬
‫ﺘﺠﺎﻨﺱ ﺒﻴﻥ ﺍﻓﺭﺍﺩ ﺍﻟﻤﺠﺘﻤﻊ )ﻤﻭﻅﻔﻲ ﺍﻟﺒﻨﻭﻙ(‪ ،‬ﻭﻟﺘﻁﺒﻴﻕ ﺍﻫﺩﺍﻑ‬ ‫ﺍﻷﺭﺩﻨﻴﺔ ﺍﻟﺒﺎﻟﻎ ﻋﺩﺩﻫﺎ ‪ 16‬ﻤﺼﺭﻓﺎ‪ ،‬ﻭﻟﺒﻠﻭﻍ ﻏﺎﻴﺎﺕ ﺍﻟﺩﺭﺍﺴﺔ ﻓﻘﺩ‬
‫ﺍﻟﺩﺭﺍﺴﺔ ﺍﺨﺫﺕ ﻨﺴﺒﺔ ﻋﺩﺩ ﺍﻟﻤﻭﻅﻔﻴﻥ ﻓﻲ ﺍﻟﺒﻨﻙ ﺍﻟﻭﺍﺤﺩ ﺍﻟﻰ ﺍﺠﻤﺎﻟﻲ‬ ‫ﺘﻡ ﺍﺨﺘﻴﺎﺭ ﻋﻴﻨﺔ ﻤﺅﻟﻔﺔ ﻤﻥ ﺴﺘﺔ ﻤﺼﺎﺭﻑ ﺸﻜﻠﺕ ﻤﺎ ﻨﺴﺒﺘﻪ‬
‫ﻋﺩﺩ ﻤﻭﻅﻔﻲ ﺍﻟﻌﻴﻨﺔ ﻭﺘﻡ ﺍﻟﺘﻭﺯﻴﻊ ﺒﻨﺎﺀ ﻋﻠﻰ ﺫﻟﻙ‪ ،‬ﻭﺒﻠﻎ ﻋﺩﺩ‬ ‫)‪ (%37.5‬ﻤﻥ ﻤﺠﺘﻤﻊ ﺍﻟﺩﺭﺍﺴﺔ ﻭﻫﻲ ﻨﺴﺒﺔ ﻜﺎﻓﻴﺔ ﻟﺘﻌﻤﻴﻡ ﻨﺘﺎﺌﺞ‬
‫ﺍﻻﺴﺘﺒﻴﺎﻨﺎﺕ ﺍﻟﻤﻌﺒﺄﺓ ﻭﺍﻟﻤﻌﺎﺩﺓ ﻟﻠﺒﺎﺤﺙ )‪ (85‬ﺍﺴﺘﺒﻴﺎﻥ‪ ،‬ﺃﻱ ﺃﻥ ﻨﺴﺒﺔ‬ ‫ﺍﻟﺩﺭﺍﺴﺔ‪ ،‬ﻭﻫﺫﻩ ﺍﻟﺒﻨﻭﻙ ﻫﻲ ﺍﻟﺒﻨﻙ ﺍﻟﻌﺭﺒﻲ‪ ،‬ﺍﻟﺒﻨﻙ ﺍﻻﻫﻠﻲ ﺍﻻﺭﺩﻨﻲ‪،‬‬
‫ﻋﺩﺩ ﺍﻟﻤﺴﺘﺠﻴﺒﻭﻥ ﺇﻟﻰ ﺍﻟﻌﺩﺩ ﺍﻟﻜﻠﻲ ﻟﻤﺠﺘﻤﻊ ﺍﻟﺩﺭﺍﺴﺔ ﻗﺩ ﺒﻠﻎ‬ ‫ﺒﻨﻙ ﺍﻻﺴﻜﺎﻥ‪ ،‬ﺒﻨﻙ ﺍﻟﺼﺎﺩﺭﺍﺕ ﻭﺍﻟﺘﻤﻭﻴل‪ ،‬ﺍﻟﺒﻨﻙ ﺍﻻﺴﻼﻤﻲ‬
‫)‪ ،%(71‬ﻭﻴﺒﻴﻥ ﺍﻟﺠﺩﻭل ﺍﻟﺘﺎﻟﻲ )‪ (2‬ﺘﻭﺯﻴﻊ ﺍﻟﻌﻴﻨﺔ ﻋﻠﻰ ﺍﻟﺒﻨﻭﻙ‬ ‫ﺍﻻﺭﺩﻨﻲ‪ ،‬ﻭﺍﻟﺒﻨﻙ ﺍﻟﻌﺭﺒﻲ ﺍﻻﺴﻼﻤﻲ ﺍﻟﺩﻭﻟﻲ‪ ،‬ﻭﻗﺩ ﺘﻜﻭﻨﺕ ﻭﺤﺩﺓ‬
‫ﺍﻷﺭﺩﻨﻴﺔ ﻭﺤﺼﺔ ﻜل ﺒﻨﻙ ﻤﻥ ﺍﻻﺴﺘﺒﺎﻨﺎﺕ ﺍﻟﻤﻭﺯﻋﺔ ﻭﻜﻤﺎ ﻴﻠﻲ‪:‬‬ ‫ﺍﻟﻤﻌﺎﻴﻨﺔ ﻤﻥ ﺍﻻﻓﺭﺍﺩ ﺍﻟﻌﺎﻤﻠﻴﻥ ﻓﻲ ﻫﺫﻩ ﺍﻟﻤﺼﺎﺭﻑ ﻭﺍﻟﺒﺎﻟﻎ ﻋﺩﺩﻫﻡ‬
‫‪ 11009‬ﻤﻭﻅﻔﻴﻥ ﻭﻗﺩ ﺘﻡ ﺘﻭﺯﻴﻊ )‪ (120‬ﺍﺴﺘﺒﺎﻨﺔ ﺍﻋﺘﻤﺎﺩﺍ ﻋﻠﻰ‬
‫ﺍﻟﺠﺩﻭل ﺭﻗﻡ )‪ :(2‬ﺘﻭﺯﻴﻊ ﻋﻴﻨﺔ ﺍﻟﺩﺭﺍﺴﺔ ﻋﻠﻰ ﺍﻟﺒﻨﻭﻙ ﺍﻷﺭﺩﻨﻴﺔ‬
‫ﻋﺩﺩ ﺍﻻﺴﺘﺒﺎﻨﺎﺕ ﺍﻟﻤﻭﺯﻋﺔ‬ ‫ﻨﺴﺒﺔ ﺍﻟﺘﻤﺜﻴل‬ ‫ﻋﺩﺩ ﺍﻟﻤﻭﻅﻔﻴﻥ‬ ‫ﺍﻟﺒﻨﻭﻙ ﺍﻟﻤﺨﺘﺎﺭﺓ‬
‫‪57‬‬ ‫‪%‬‬ ‫‪47.43‬‬ ‫‪5222‬‬ ‫ﺍﻟﺒﻨﻙ ﺍﻟﻌﺭﺒﻲ‬

‫‪27‬‬ ‫‪%‬‬ ‫‪22.73‬‬ ‫‪2503‬‬ ‫ﺒﻨﻙ ﺍﻻﺴﻜﺎﻥ‬
‫‪16‬‬ ‫‪%‬‬ ‫‪13.28‬‬ ‫‪1463‬‬ ‫ﺍﻟﺒﻨﻙ ﺍﻻﻫﻠﻲ‬
‫‪14‬‬ ‫‪%‬‬ ‫‪11.95‬‬ ‫‪1316‬‬ ‫ﺍﻟﺒﻨﻙ ﺍﻻﺴﻼﻤﻲ ﺍﻻﺭﺩﻨﻲ‬
‫‪3‬‬ ‫‪% 2.31‬‬ ‫‪255‬‬ ‫ﺍﻟﺒﻨﻙ ﺍﻟﻌﺭﺒﻲ ﺍﻻﺴﻼﻤﻲ‬
‫‪3‬‬ ‫‪% 2.27‬‬ ‫‪250‬‬ ‫ﺒﻨﻙ ﺍﻟﺼﺎﺩﺭﺍﺕ ﻭﺍﻟﺘﻤﻭﻴل‬
‫‪120‬‬ ‫‪% 100‬‬ ‫‪11009‬‬ ‫ﺍﻟﻤﺠﻤﻭﻉ‬
‫ﺍﻷﺒﻌﺎﺩ )‪.(Binomial Test‬‬
‫‪ -6‬ﺍﻟﺠﺩﺍﻭل ﺍﻟﺘﻘﺎﻁﻌﻴﺔ )‪.(Cross Tabulation‬‬
‫ﺍﻟﺘﺤﻠﻴل ﺍﻹﺤﺼﺎﺌﻲ‬
‫ﺃﻭ ﹰﻻ* ﺘﺤﻠﻴل ﺍﻟﺜﺒﺎﺕ )‪(Reliability‬‬ ‫ﻟﺘﺤﻠﻴل ﺒﻴﺎﻨﺎﺕ ﺍﻟﺩﺭﺍﺴﺔ ﺘﻡ ﺍﺴﺘﺨﺩﺍﻡ ﺍﻟﻨﻅﺎﻡ ﺍﻻﺤﺼﺎﺌﻲ ﻟﻠﻌﻠﻭﻡ‬
‫ﻴﺴﺘﺨﺩﻡ ﻤﻘﻴﺎﺱ ﺍﻟﺜﺒﺎﺕ ﻟﻠﺩﻻﻟﺔ ﻋﻠﻰ ﻤﺩﻯ ﺜﺒﺎﺕ ﺍﻻﺩﺍﺓ‬ ‫ﺍﻻﺠﺘﻤﺎﻋﻴﺔ ﻭﺍﻟﺩﺭﺍﺴﺎﺕ ﺍﻻﻨﺴﺎﻨﻴﺔ )‪ (SPSS‬ﺍﻋﺘﻤﺎﺩﺍ ﻋﻠﻰ ﺍﻻﺴﺎﻟﻴﺏ‬
‫ﺍﻟﻤﺴﺘﺨﺩﻤﺔ )ﺍﻻﺴﺘﺒﺎﻨﺔ( ﻓﻲ ﻗﻴﺎﺱ ﺍﻟﻤﺘﻐﻴﺭﺍﺕ ﺍﻟﺘﻲ ﺘﺸﺘﻤل ﻋﻠﻴﻬﺎ‬ ‫ﺍﻻﺤﺼﺎﺌﻴﺔ ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬
‫ﺍﻟﺩﺭﺍﺴﺔ‪ ،‬ﻭﻴﻌﺩ ﻫﺫﺍ ﺍﻟﻤﻘﻴﺎﺱ ﻤﻘﺒﻭﻻ ﺍﺫﺍ ﻜﺎﻨﺕ ﻗﻴﻤﺔ ﺍﻟﻔﺎ ﺍﻋﻠﻰ ﻤﻥ‬ ‫‪-1‬ﺘﺤﻠﻴل ﺍﻟﺜﺒﺎﺕ )‪.(Reliability Analysis‬‬
‫)‪ .(% 60‬ﻭﻟﺩﻯ ﺍﺠﺭﺍﺀ ﺍﻻﺨﺘﺒﺎﺭ ﻨﺠﺩ ﺍﻥ ﻗﻴﻤﺔ ﻤﻌﺎﻤل ﻜﺭﻭﻨﺒﺎﺥ ﺍﻟﻔﺎ‬ ‫‪ -2‬ﺍﻟﺘﻜﺭﺍﺭﺍﺕ ﻭﺍﻟﻨﺴﺏ ﺍﻟﻤﺌﻭﻴﺔ )‪.(Frequencies‬‬
‫)‪ ،(% 80.30‬ﻭﻴﻌﻨﻲ ﺫﻟﻙ ﺍﻥ ﺍﻻﺴﺘﺒﺎﻨﺔ ﺘﺘﺼﻑ ﺒﺩﺭﺠﺔ ﺜﺒﺎﺕ‬ ‫‪ -3‬ﺍﻻﺴﺎﻟﻴﺏ ﺍﻻﺤﺼﺎﺌﻴﺔ ﺍﻟﻭﺼﻔﻴﺔ )‪(Descriptive Statistics‬‬
‫ﻋﺎﻟﻴﺔ‪.‬‬ ‫ﻜﺎﻟﻤﺘﻭﺴﻁﺎﺕ ﺍﻟﺤﺴﺎﺒﻴﺔ ﻭﺍﻻﻨﺤﺭﺍﻓﺎﺕ ﺍﻟﻤﻌﻴﺎﺭﻴﺔ‪.‬‬
‫ﺜﺎﻨﻴ ﹰﺎ *ﺍﻟﺨﺼﺎﺌﺹ ﺍﻟﺸﺨﺼﻴﺔ ﻭﺍﻟﻭﻅﻴﻔﻴﺔ ﻻﻓﺭﺍﺩ ﺍﻟﻌﻴﻨﺔ‬ ‫‪-4‬ﺍﺨﺘﺒﺎﺭ ‪ (Kolmogorov-Smirnov) Explore‬ﻻﻜﺘﺸﺎﻑ‬
‫)ﺠﺩﻭل ‪:(3‬‬ ‫ﻤﺩﻯ ﺼﻼﺤﻴﺔ ﺍﻟﺒﻴﺎﻨﺎﺕ ﻟﻠﺘﺤﻠﻴل ﺍﻻﺤﺼﺎﺌﻲ‪.‬‬
‫‪ -5‬ﺍﺨﺘﺒﺎﺭ ﺍﻟﻔﺭﻀﻴﺎﺕ ﺒﺎﺴﺘﺨﺩﺍﻡ ﺍﺨﺘﺒﺎﺭ ﺫﺍﺕ ﺍﻟﺤﺩﻴﻥ‪ -‬ﺜﻨﺎﺌﻲ‬
‫‪-342-‬‬
‫ﺍﻟﺠﺩﻭل ﺭﻗﻡ )‪ :(3‬ﺍﻟﺨﺼﺎﺌﺹ ﺍﻟﺸﺨﺼﻴﺔ ﻭﺍﻟﻭﻅﻴﻔﻴﺔ ﻻﻓﺭﺍﺩ ﺍﻟﻌﻴﻨﺔ‬

‫ﺍﻟﻨﺴﺒﺔ ﺍﻟﻤﺌﻭﻴﺔ‬ ‫ﺍﻟﺘﻜﺭﺍﺭ‬ ‫ﺍﻟﺘﺼﻨﻴﻑ‬ ‫ﺍﻟﻤﺘﻐﻴﺭ‬
‫‪%29.4‬‬ ‫‪25‬‬ ‫ﺍﻻﺩﺍﺭﺓ ﺍﻟﺩﻨﻴﺎ‬
‫ﺍﻟﻤﺴﺘﻭﻯ ﺍﻻﺩﺍﺭﻱ‬
‫‪%56.5‬‬ ‫‪48‬‬ ‫ﺍﻻﺩﺍﺭﺓ ﺍﻟﻭﺴﻁﻰ‬
‫‪%14.1‬‬ ‫‪12‬‬ ‫ﺍﻻﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ‬
‫‪%77.6‬‬ ‫‪66‬‬ ‫ﺫﻜﺭ‬
‫ﺍﻟﺠﻨﺱ‬
‫‪%22.4‬‬ ‫‪19‬‬ ‫ﺍﻨﺜﻰ‬
‫‪%25.9‬‬ ‫‪22‬‬ ‫‪25-20‬‬
‫‪%31.8‬‬ ‫‪27‬‬ ‫‪30-26‬‬
‫‪%22.4‬‬ ‫‪19‬‬ ‫‪35-31‬‬
‫ﺍﻟﻌﻤﺭ‬
‫‪%8.2‬‬ ‫‪7‬‬ ‫‪40-36‬‬
‫‪%5.9‬‬ ‫‪5‬‬ ‫‪45-41‬‬
‫‪%5.9‬‬ ‫‪5‬‬ ‫‪ 51‬ﺴﻨﺔ ﻓﺎﻜﺜﺭ‬
‫‪%1.2‬‬ ‫‪1‬‬ ‫ﺜﺎﻨﻭﻱ‬
‫‪%15.3‬‬ ‫‪13‬‬ ‫ﺩﺒﻠﻭﻡ‬
‫ﺍﻟﻤﺴﺘﻭﻯ ﺍﻟﺘﻌﻠﻴﻤﻲ‬
‫‪%64.7‬‬ ‫‪55‬‬ ‫ﺒﻜﺎﻟﻭﺭﻴﻭﺱ‬
‫‪%2.4‬‬ ‫‪2‬‬ ‫ﺩﺒﻠﻭﻡ ﻋﺎﻟﻲ‬
‫‪%16.5‬‬ ‫‪14‬‬ ‫ﻤﺎﺠﺴﺘﻴﺭ‬
‫‪%36.5‬‬ ‫‪31‬‬ ‫‪ 5-1‬ﺴﻨﻭﺍﺕ‬
‫‪%32.9‬‬ ‫‪28‬‬ ‫‪ 10-6‬ﺴﻨﻭﺍﺕ‬
‫ﺍﻟﺨﺒﺭﺓ‬
‫‪%17.6‬‬ ‫‪15‬‬ ‫‪ 15-11‬ﺴﻨﺔ‬
‫‪%4.7‬‬ ‫‪4‬‬ ‫‪ 20-16‬ﺴﻨﺔ‬
‫‪%8.2‬‬ ‫‪7‬‬ ‫‪ 21‬ﺴﻨﺔ ﻓﺎﻜﺜﺭ‬
‫* ﺍﻟﺠﺩﻭل ﻤﻥ ﻋﻤل ﺍﻟﺒﺎﺤﺙ ﺒﻨﺎﺀ ﻋﻠﻰ ﻨﺘﺎﺌﺞ ﺍﻟﺘﺤﻠﻴل ﺍﻻﺤﺼﺎﺌﻲ‬
‫ﻭﺒﻨﺴﺒﺔ )‪ (%22.4‬ﻭ‪ 7‬ﺍﻓﺭﺍﺩ ﻟﻠﻌﻴﻨﺔ )‪ 40-36‬ﺴﻨﺔ( ﻭﺒﻨﺴﺒﺔ‬ ‫ﻴﺒﻴﻥ ﺍﻟﺠﺩﻭل ﺭﻗﻡ )‪ (3‬ﺘﻭﺯﻴﻊ ﻋﻴﻨﺔ ﺍﻟﺩﺭﺍﺴﺔ ﺤﺴﺏ‬
‫‪ ،%8.2‬ﻓﻴﻤﺎ ﻜﺎﻨﺕ ﺍﻟﻔﺌﺘﺎﻥ )‪ 45-41‬ﺴﻨﺔ( ﻭ )‪ 51‬ﺴﻨﺔ‬ ‫ﺍﻟﺨﺼﺎﺌﺹ ﺍﻟﺸﺨﺼﻴﺔ )ﺍﻟﺠﻨﺱ‪ ،‬ﺍﻟﻌﻤﺭ‪ ،‬ﺍﻟﻤﺴﺘﻭﻯ ﺍﻟﺘﻌﻠﻴﻤﻲ(‬
‫ﻓﺎﻜﺜﺭ( ﺒﻭﺍﻗﻊ ‪ 5‬ﺍﻓﺭﺍﺩ ﻭ ﺒﻨﺴﺒﺔ )‪ (%5.9‬ﻟﻜل ﻤﻨﻬﻤﺎ‪ .‬ﻭﻋﻨﺩ‬ ‫ﻭﺍﻟﻭﻅﻴﻔﻴﺔ )ﺍﻟﻤﺴﺘﻭﻯ ﺍﻻﺩﺍﺭﻱ‪ ،‬ﻋﺩﺩ ﺴﻨﻭﺍﺕ ﺍﻟﺨﺒﺭﺓ(‪ ،‬ﻭﻤﻨﻪ‬
‫ﺍﻟﺘﺩﻗﻴﻕ ﻓﻲ ﺍﻟﻤﺅﻫﻼﺕ ﺍﻟﻌﻠﻤﻴﺔ ﻻﻓﺭﺍﺩ ﺍﻟﻌﻴﻨﺔ ﻨﻼﺤﻅ ﺍﻥ ﺍﻏﻠﺒﻬﻡ‬ ‫ﻴﺘﺒﻴﻥ ﺍﻥ )‪ (%77.6‬ﻤﻥ ﺍﻓﺭﺍﺩ ﺍﻟﻌﻴﻨﺔ ﺫﻜﻭﺭ ﻭﺍﻟﺒﺎﻗﻰ ﺍﻨﺎﺙ‬
‫ﻴﺤﻤﻠﻭﻥ ﺩﺭﺠﺔ ﺍﻟﺒﻜﺎﻟﻭﺭﻴﻭﺱ ‪ 55‬ﻓﺭﺩﺍ ﻭﺒﻨﺴﺒﺔ )‪،(%64.7‬‬ ‫)‪ ،(%22.4‬ﻭﺘﻅﻬﺭ ﺍﻟﻨﺘﺎﺌﺞ ﺍﻥ ﻏﺎﻟﺒﻴﺔ ﺍﻓﺭﺍﺩ ﺍﻟﻌﻴﻨﺔ ﻫﻡ ﻤﻥ‬
‫ﻜﻤﺎ ﺒﻠﻎ ﺤﻤﻠﺔ ﺍﻟﺸﻬﺎﺩﺍﺕ ﺍﻟﻌﻠﻴﺎ )ﺍﻟﻤﺎﺠﺴﺘﻴﺭ( ‪ 14‬ﻓﺭﺩﺍ ﻭﺒﻨﺴﺒﺔ‬ ‫ﺠﻴل ﺍﻟﺸﺒﺎﺏ ﺤﻴﺙ ﺍﻥ ‪ 22‬ﻓﺭﺩﺍ )‪ (%25.9‬ﺘﺘﺭﺍﻭﺡ ﺍﻋﻤﺎﺭﻫﻡ‬
‫)‪ (%16.5‬ﻭ)ﺍﻟﺩﺒﻠﻭﻡ ﺍﻟﻌﺎﻟﻲ( ﻓﺭﺩﻴﻥ ﻭﺒﻨﺴﺒﺔ ‪ ،%2.4‬ﻭﻫﻭ ﻤﺎ‬ ‫ﺒﻴﻥ )‪ 25-20‬ﺴﻨﺔ(‪ ،‬ﺒﻴﻨﻤﺎ ﺘﺒﻠﻎ ﺍﻟﻔﺌﺔ )‪ 30-26‬ﺴﻨﺔ( ‪ 27‬ﻓﺭﺩﺍ‬
‫ﻴﺩل ﻋﻠﻰ ﺍﺭﺘﻔﺎﻉ ﺍﻟﻤﺴﺘﻭﻯ ﺍﻟﻌﻠﻤﻲ ﻻﻓﺭﺍﺩ ﻋﻴﻨﺔ ﺍﻟﺩﺭﺍﺴﺔ‪،‬‬ ‫)‪ ،(%31.8‬ﺍﻤﺎ ﻓﺌﺔ )‪ 35-31‬ﺴﻨﺔ ( ﻓﻘﺩ ﻜﺎﻨﺕ ‪ 19‬ﻓﺭﺩﺍ‬
‫‪-343-‬‬
‫ﺍﺴﺘﺨﺩﻡ ﺍﻟﻭﺴﻁ ﺍﻟﺤﺴﺎﺒﻲ ﻭﺍﻻﻨﺤﺭﺍﻑ ﺍﻟﻤﻌﻴﺎﺭﻱ‪ ،‬ﻭﻴﻌﺩ ﻫﺫﺍ ﻤﻥ‬ ‫ﻭﻜﺎﻥ ﻫﻨﺎﻙ ﻓﺭﺩ ﻭﺍﺤﺩ ﺤﺎﺼل ﻋﻠﻰ ﺍﻟﺜﺎﻨﻭﻴﺔ ﺍﻟﻌﺎﻤﺔ ﺒﻨﺴﺒﺔ‬
‫ﺍﺴﺎﻟﻴﺏ ﺍﻻﺤﺼﺎﺀ ﺍﻟﻭﺼﻔﻲ ﺍﻟﻨﺎﺠﺤﺔ ﻻﺴﺘﻌﺭﺍﺽ ﻨﺘﺎﺌﺞ ﺍﺭﺍﺀ‬ ‫)‪ ،(%1.2‬ﺍﻤﺎ ﺍﻟﺤﺎﺼﻠﻭﻥ ﻋﻠﻰ ﺸﻬﺎﺩﺓ ﺍﻟﺩﺒﻠﻭﻡ )ﻜﻠﻴﺔ ﺍﻟﻤﺠﺘﻤﻊ(‬
‫ﺍﻟﻌﻴﻨﺔ‪.‬‬ ‫‪ 13‬ﻓﺭﺩﺍ ﻭﺒﻨﺴﺒﺔ ﻤﺌﻭﻴﺔ )‪ .(%15.3‬ﺍﻤﺎ ﺒﺎﻟﻨﺴﺒﺔ ﻟﻌﺩﺩ ﺴﻨﻭﺍﺕ‬
‫ﺜﺎﻟﺜ ﹰﺎ*ﺍﻻﺤﺼﺎﺀ ﺍﻟﻭﺼﻔﻲ ﻟﻠﻤﺘﻐﻴﺭﺍﺕ ) ‪(Descriptive‬‬ ‫ﺍﻟﺨﺒﺭﺓ ﻓﺎﻥ ‪ 31‬ﻓﺭﺩﺍ )‪ (%36.5‬ﺘﺒﻠﻎ ﺨﺩﻤﺘﻬﻡ ﻓﻰ ﺍﻟﻔﺌﺔ )‪5-1‬‬
‫‪:Statistics‬‬ ‫ﺴﻨﺔ(‪ ،‬ﻓﻲ ﺤﻴﻥ ﺍﻥ ‪ 28‬ﻓﺭﺩﺍ )‪ (%32.9‬ﺘﺒﻠﻎ ﺨﺩﻤﺘﻬﻡ )‪10-6‬‬
‫ﻭﻴﺒﻴﻥ ﺍﻟﺠﺩﻭل )‪ (4‬ﺍﻟﻤﺘﻭﺴﻁﺎﺕ ﺍﻟﺤﺴﺎﺒﻴﺔ ﻭﺍﻻﻨﺤﺭﺍﻓﺎﺕ‬ ‫ﺴﻨﻭﺍﺕ(‪ ،‬ﻓﻲ ﺤﻴﻥ ﺒﻠﻎ ﻋﺩﺩ ﺍﻻﻓﺭﺍﺩ ﺍﻟﺫﻴﻥ ﺒﻠﻐﺕ ﺨﺩﻤﺘﻬﻡ‬
‫ﺍﻟﻤﻌﻴﺎﺭﻴﺔ ﻭﺍﻟﺘﻘﺩﻴﺭ ﺍﻟﻌﺎﻡ ﻻﺠﺎﺒﺎﺕ ﺍﻻﺴﺌﻠﺔ ﻭﺍﻟﻤﺘﻐﻴﺭﺍﺕ ﻭﻜﻤﺎ‬ ‫)‪15-11‬ﺴﻨﺔ( ‪ 15‬ﻓﺭﺩﺍ )‪ ،(%17.6‬ﺍﻤﺎ ﺍﻟﻔﺌﺔ )‪ 20-16‬ﺴﻨﺔ(‬
‫ﻴﻠﻲ ‪:‬‬ ‫ﻓﺒﻠﻐﺕ ‪ 4‬ﺍﻓﺭﺍﺩ ﻭﺒﻨﺴﺒﺔ )‪ (%4.7‬ﻭﺒﻠﻐﺕ ﺍﻟﺨﺩﻤﺔ ﺍﻻﻁﻭل ‪21‬‬
‫ﺴﻨﺔ ﻓﺎﻜﺜﺭ ‪ 7‬ﺍﻓﺭﺍﺩ ﻭﺒﻨﺴﺒﺔ ﻤﺌﻭﻴﺔ ﺒﻠﻐﺕ )‪ ،(% 8.2‬ﻫﺫﺍ ﻭﻗﺩ‬
‫ﺠﺩﻭل ﺭﻗﻡ )‪ :(4‬ﺍﻟﻤﺘﻭﺴﻁﺎﺕ ﺍﻟﺤﺴﺎﺒﻴﺔ ﻭﺍﻻﻨﺤﺭﺍﻓﺎﺕ ﺍﻟﻤﻌﻴﺎﺭﻴﺔ ﻭﺍﻟﺘﻘﺩﻴﺭ ﺍﻟﻌﺎﻡ ﻻﺠﺎﺒﺎﺕ ﺍﻓﺭﺍﺩ ﺍﻟﻌﻴﻨﺔ‬
‫ﺍﻻﻨﺤﺭﺍﻑ‬ ‫ﺍﻟﻭﺴﻁ‬
‫ﺍﻟﺘﻘﺩﻴﺭ ﺍﻟﻌﺎﻡ‬ ‫ﺍﻟﻌﺒﺎﺭﺓ‬ ‫ﻤﺤﺎﻭﺭ ﺍﻟﺩﺭﺍﺴﺔ‬
‫ﺍﻟﻤﻌﻴﺎﺭﻱ‬ ‫ﺍﻟﺤﺴﺎﺒﻲ‬
‫ﻓﻲ ﺒﻌﺽ‬ ‫‪-1‬ﺘﻤﻨﺤﻨﻲ ﺍﻻﺩﺍﺭﺓ )ﺍﻟﻤﺩﻴﺭ‪/‬ﺍﻟﻤﺴﺅﻭل(‬
‫ﺍﻻﺤﻴﺎﻥ‬
‫‪0.779‬‬ ‫‪2.15‬‬ ‫ﻤﺭﻭﻨﺔ ﺍﻜﺒﺭ ﻓﻲ ﺍﺘﺨﺎﺫ ﺍﻟﻘﺭﺍﺭﺍﺕ‪.‬‬
‫ﻓﻲ ﺒﻌﺽ‬ ‫‪-2‬ﺘﻤﻨﺤﻨﻲ ﺍﻻﺩﺍﺭﺓ ﻗﺩﺭﺍ ﺍﻜﺒﺭ ﻤﻥ‬
‫‪0.737‬‬ ‫‪2.13‬‬
‫ﺍﻻﺴﺘﻘﻼﻟﻴﺔ‪.‬‬ ‫ﺍﻟﻨﻔﻭﺫ ﺍﻟﻭﻅﻴﻔﻲ ﺍﻟﻤﻨﺨﻔﺽ‬
‫ﻓﻲ ﺒﻌﺽ‬ ‫‪-3‬ﺘﻤﻨﺤﻨﻲ ﺍﻻﺩﺍﺭﺓ ﺘﻔﻭﻴﻀﺎ ﺍﻜﺒﺭ ﻓﻲ‬ ‫‪Low Power Distance‬‬
‫‪0.784‬‬ ‫‪2.07‬‬
‫ﺍﻻﺤﻴﺎﻥ‬ ‫ﺍﻟﺼﻼﺤﻴﺎﺕ‪.‬‬
‫ﻓﻲ ﺍﻏﻠﺏ‬ ‫‪-4‬ﻴﻤﻜﻨﻨﻰ ﻤﻨﺎﻗﺸﺔ ﻤﺴﺅﻭﻟﻲ ﺒﺴﻬﻭﻟﺔ ﻭﻴﺴﺭ‬
‫‪0.698‬‬ ‫‪2.96‬‬
‫ﺍﻻﺤﻴﺎﻥ‬ ‫ﻋﻥ ﻋﻤﻠﻲ‪.‬‬
‫ﻓﻲ ﺍﻏﻠﺏ‬ ‫‪-5‬ﻻ ﺃﺴﺘﻁﻴﻊ ﺍﺘﺨﺎﺫ ﺍﻟﻘﺭﺍﺭﺍﺕ ﺩﻭﻥ ﺍﻟﺭﺠﻭﻉ‬
‫‪0.894‬‬ ‫‪2.53‬‬
‫ﺍﻻﺤﻴﺎﻥ‬ ‫ﺍﻟﻰ ﺍﻟﻤﺴﺅﻭل‪ /‬ﺍﻟﻤﺩﻴﺭ ﺍﻟﻤﺒﺎﺸﺭ‪.‬‬
‫ﻓﻲ ﺍﻏﻠﺏ‬ ‫‪-6‬ﺍﺸﻌﺭ ﺒﺎﻥ ﻫﻨﺎﻙ ﺘﺒﺎﻋﺩﺍ ﻓﻲ ﺍﻟﻤﺭﺍﻜﺯ‬
‫‪0.758‬‬ ‫‪2.74‬‬
‫ﺍﻻﺤﻴﺎﻥ‬ ‫ﺍﻻﺩﺍﺭﻴﺔ ﻤﺎ ﺒﻴﻥ ﺍﻟﻤﻭﻅﻑ ﻭ ﺍﻟﻤﺴﺅﻭل‪.‬‬ ‫ﺍﻟﻨﻔﻭﺫ ﺍﻟﻭﻅﻴﻔﻲ ﺍﻟﻤﺭﺘﻔﻊ‬
‫ﻓﻲ ﺍﻏﻠﺏ‬ ‫‪-7‬ﺘﻤﺎﺭﺱ ﺍﻻﺩﺍﺭﺓ ﺍﻟﺭﻗﺎﺒﺔ ﻋﻠﻰ ﻨﺸﺎﻁﺎﺕ‬ ‫‪High Power Distance‬‬
‫‪0.701‬‬ ‫‪2.91‬‬
‫ﺍﻻﺤﻴﺎﻥ‬ ‫ﻭﺍﻋﻤﺎل ﺍﻟﺘﻨﻅﻴﻡ‪.‬‬
‫ﻓﻲ ﺒﻌﺽ‬ ‫‪-8‬ﻻ ﺘﻤﻨﺢ ﺍﻻﺩﺍﺭﺓ ﺍﻟﺜﻘﺔ ﻭﺍﻻﺴﺘﻘﻼﻟﻴﺔ‬
‫‪0.734‬‬ ‫‪2.49‬‬
‫ﺍﻻﺤﻴﺎﻥ‬ ‫ﻟﻼﺨﺭﻴﻥ‪.‬‬
‫ﻓﻲ ﺍﻏﻠﺏ‬ ‫‪-9‬ﻫﻨﺎﻙ ﻗﻭﺍﻋﺩ ﻭﺍﺠﺭﺍﺀﺍﺕ ﻋﻤل ﻤﻜﺘﻭﺒﺔ‬
‫‪0.968‬‬ ‫‪2.78‬‬
‫ﺍﻻﺤﻴﺎﻥ‬ ‫ﺩﺍﺨل ﻤﺅﺴﺴﺘﻲ‪.‬‬
‫‪-10‬ﺃﻓﻀل ﺍﻟﻭﻀﻊ ﺍﻟﺤﺎﻟﻲ ‪/‬ﺍﻟﻘﺎﺌﻡ ﻭﻻ‬
‫ﺩﺍﺌﻤﺎ‬ ‫‪0.799‬‬ ‫‪3.29‬‬
‫ﺍﺭﻏﺏ ﻓﻲ ﺘﺤﺩﻱ ﺍﻟﻤﺠﻬﻭل‪.‬‬ ‫ﺍﺭﺘﻔﺎﻉ ﺘﺠﻨﺏ ﺍﻟﻤﺠﻬﻭل‬
‫ﻓﻲ ﺍﻏﻠﺏ‬ ‫‪-11 High Uncertainty Avoidance‬ﺘﺭﻓﺽ ﻤﺅﺴﺴﺘﻲ ﺍﻻﻓﻜﺎﺭ ﻭﺍﻻﻗﺘﺭﺍﺤﺎﺕ‬
‫‪0.779‬‬ ‫‪3.15‬‬
‫ﺍﻻﺤﻴﺎﻥ‬ ‫ﺍﻟﻤﻘﺩﻤﺔ ﻤﻥ ﻗﺒل ﺍﻟﻌﺎﻤﻠﻴﻥ‪.‬‬
‫ﻓﻲ ﺍﻏﻠﺏ‬ ‫‪-12‬ﻻ ﻴﻬﺘﻡ ﺍﻻﻓﺭﺍﺩ ﺩﺍﺨل ﻤﺅﺴﺴﺘﻲ ﺒﺎﻟﻭﻗﺕ‬
‫‪0.844‬‬ ‫‪2.95‬‬
‫ﺍﻻﺤﻴﺎﻥ‬ ‫ﻭﺍﺩﺍﺭﺓ ﺍﻟﻭﻗﺕ‪.‬‬
‫ﻓﻲ ﺒﻌﺽ‬ ‫‪-13‬ﻟﺩﻯ ﺍﻟﻌﺎﻤﻠﻴﻥ ﺩﺍﺨل ﻤﺅﺴﺴﺘﻲ ﺭﻭﺡ‬ ‫ﺍﻨﺨﻔﺎﺽ ﺘﺠﻨﺏ ﺍﻟﻤﺠﻬﻭل‬
‫‪0.737‬‬ ‫‪1.87‬‬
‫ﺍﻻﺤﻴﺎﻥ‬ ‫‪ Low Uncertainty Avoidance‬ﺍﻟﻤﻐﺎﻤﺭﺓ ﻭﺍﻟﻤﺨﺎﻁﺭﺓ‪.‬‬
‫ﻓﻲ ﺒﻌﺽ‬ ‫‪-14‬ﺘﻁﺒﻕ ﻤﺅﺴﺴﺘﻲ ﺍﻻﻓﻜﺎﺭ ﻭﺍﻻﻗﺘﺭﺍﺤﺎﺕ‬
‫‪0.627‬‬ ‫‪1.99‬‬
‫ﺍﻻﺤﻴﺎﻥ‬ ‫ﺍﻟﻤﻘﺩﻤﺔ ﻤﻥ ﻗﺒل ﺍﻟﻌﺎﻤﻠﻴﻥ‬
‫‪-344-‬‬
‫ﺍﻻﻨﺤﺭﺍﻑ‬ ‫ﺍﻟﻭﺴﻁ‬
‫ﺍﻟﺘﻘﺩﻴﺭ ﺍﻟﻌﺎﻡ‬ ‫ﺍﻟﻌﺒﺎﺭﺓ‬ ‫ﻤﺤﺎﻭﺭ ﺍﻟﺩﺭﺍﺴﺔ‬
‫ﺍﻟﻤﻌﻴﺎﺭﻱ‬ ‫ﺍﻟﺤﺴﺎﺒﻲ‬
‫ﻓﻲ ﺍﻏﻠﺏ‬ ‫‪-15‬ﻟﺩﻯ ﺍﻟﻘﺩﺭﺓ ﻟﻠﺘﻌﺎﻤل ﻤﻊ ﻜل ﻤﺎ ﻫﻭ‬
‫‪0.784‬‬ ‫‪2.93‬‬
‫ﺍﻻﺤﻴﺎﻥ‬ ‫ﺠﺩﻴﺩ ﻭﻤﺠﻬﻭل‪.‬‬
‫ﻓﻲ ﺒﻌﺽ‬ ‫ﻟﻠﺘﺨﻁﻴﻁ‬ ‫ﺒﺭﺍﻤﺞ‬ ‫‪-16‬ﻟﻤﺅﺴﺴﺘﻲ‬
‫‪0.888‬‬ ‫‪2.39‬‬ ‫ﺍﻟﻨﻅﺭﺓ ﻁﻭﻴﻠﺔ ﺍﻻﺠل )‪(LTO‬‬
‫ﺍﻻﺤﻴﺎﻥ‬ ‫ﺍﻻﺴﺘﺭﺍﺘﻴﺠﻲ ﻭﺍﻟﺘﺨﻁﻴﻁ ﻁﻭﻴل ﺍﻻﻤﺩ‪.‬‬
‫ﻓﻲ ﺒﻌﺽ‬ ‫‪-17‬ﺍﻓﻀل ﺍﻟﻌﻤل ﺍﻟﻔﺭﺩﻱ ﺍﻜﺜﺭ ﻤﻥ ﺍﻟﻌﻤل‬
‫‪0.789‬‬ ‫‪1.86‬‬ ‫ﺍﻟﻔﺭﺩﻴﺔ )‪(Individuality‬‬
‫ﺍﻻﺤﻴﺎﻥ‬ ‫ﺍﻟﺠﻤﺎﻋﻲ‪.‬‬
‫ﻓﻲ ﺍﻏﻠﺏ‬ ‫‪-18‬ﺍﻓﻀل ﺍﻟﻌﻤل ﺍﻟﺠﻤﺎﻋﻲ ﺍﻟﺫﻱ ﻻ ﻴﺘﻁﻠﺏ‬
‫‪0.910‬‬ ‫‪2.93‬‬ ‫ﺍﻟﻌﺯﻟﺔ ﻭﺍﻻﻨﻔﺭﺍﺩ‬
‫ﻓﻲ ﺍﻏﻠﺏ‬ ‫‪-19‬ﺍﻓﻀل ﺍﻟﻌﻤل ﺍﻟﺠﻤﺎﻋﻲ ﺍﻟﺫﻱ ﻴﺘﻁﻠﺏ‬ ‫ﺍﻟﺠﻤﺎﻋﻴﺔ)‪(Collectivity‬‬

‫‪0.838‬‬ ‫‪3.01‬‬ ‫ﺍﻟﻌﻼﻗﺎﺕ ﺍﻻﺠﺘﻤﺎﻋﻴﺔ‪.‬‬
‫ﻓﻲ ﺍﻏﻠﺏ‬ ‫‪-20‬ﻴﺸﺠﻊ ﺍﻟﺘﻨﻅﻴﻡ ﺍﻟﻌﺎﻤﻠﻴﻥ ﺩﺍﺨل ﻤﺅﺴﺴﺘﻲ‬
‫‪0.839‬‬ ‫‪2.66‬‬
‫ﺍﻻﺤﻴﺎﻥ‬ ‫ﻟﻠﻌﻤل ﻀﻤﻥ ﻓﺭﻴﻕ ﻭﺍﺤﺩ‬
‫ﻓﻲ ﺒﻌﺽ‬ ‫‪-21‬ﻴﻤﻨﺢ ﺍﻟﺘﻨﻅﻴﻡ ﻭ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻤﺭﺃﺓ ﺃﺩﻭﺍﺭﺍ‬
‫‪0.748‬‬ ‫‪2.01‬‬ ‫ﺍﻜﺒﺭ ﻓﻲ ﻤﺠﺎﻻﺕ ﺍﻟﻘﻴﺎﺩﺓ ﺍﻟﻌﻠﻴﺎ ﻭﺍﻟﺴﻴﻁﺭﺓ‪.‬‬ ‫ﺍﻷﻨﺜﻭﻴﺔ )‪(Femininity‬‬
‫ﻓﻲ ﺍﻏﻠﺏ‬ ‫‪-22‬ﻴﻤﻨﺢ ﺍﻟﺘﻨﻅﻴﻡ ﻭﺍﻹﺩﺍﺭﺓ ﺍﻟﻤﺭﺃﺓ ﺃﺩﻭﺍﺭﺍ‬
‫‪0.797‬‬ ‫‪2.65‬‬ ‫ﺍﻗل ﻓﻲ ﻤﺠﺎﻻﺕ ﺍﻟﻘﻴﺎﺩﺓ ﺍﻟﻌﻠﻴﺎ ﻭﺍﻟﺴﻴﻁﺭﺓ‪.‬‬ ‫ﺍﻟﺫﻜﻭﺭﻴﺔ )‪(Mascunality‬‬
‫* ﺍﻟﺠﺩﻭل ﻤﻥ ﻋﻤل ﺍﻟﺒﺎﺤﺙ ﺒﻨﺎﺀ ﻋﻠﻰ ﻨﺘﺎﺌﺞ ﺍﻟﺘﺤﻠﻴل ﺍﻻﺤﺼﺎﺌﻲ‬
‫ﺍﻟﻨﺘﺎﺌﺞ ﻓﻲ ﻜﻠﺘﺎ ﺍﻟﺩﺭﺍﺴﺘﻴﻥ‪.‬ﻓﻌﻠﻰ ﺴﺒل ﺍﻟﻤﺜﺎل ﺠﺎﺀ ﻤﻌﺩل‬ ‫ﻭﻟﺩﻯ ﺍﺠﺭﺍﺀ ﺘﺤﻠﻴل ﻟﻤﻌﺭﻓﺔ ﺍﻟﺘﻘﺩﻴﺭ ﺍﻟﻌﺎﻡ ﻟﻤﺠﻤﻭﻉ‬
‫ﺘﺼﻨﻴﻑ ﻫﻭﻓﺴﺘﺩ ﻟﻼﺩﺍﺭﺓ ﺍﻟﻌﺭﺒﻴﺔ )‪ (80‬ﺍﻋﻠﻰ ﻤﻥ ﺍﻟﻤﻌﺩل‬ ‫ﺍﻟﻤﺘﻐﻴﺭﺍﺕ ﻜﻜل )ﺍﻻﺒﻌﺎﺩ ﺍﻟﺭﺌﻴﺴﻴﺔ( ﻭ ﻤﺤﺎﻭﻟﺔ ﺭﺒﻁ ﻫﺫﻩ ﺍﻟﻨﺘﺎﺌﺞ‬
‫ﺍﻟﻌﺎﻟﻤﻲ )‪ (55‬ﻭﻫﻭ ﻤﺎ ﻴﺩل ﻋﻠﻰ ﺍﺭﺘﻔﺎﻉ ﺘﺠﻨﺏ ﺍﻟﻤﺠﻬﻭل‪ ،‬ﻭﻗﺩ‬ ‫ﻤﻊ ﻤﺎ ﺘﻭﺼل ﺍﻟﻴﻪ ﻫﻭﻓﺴﺘﺩ ﻓﻲ ﺘﺼﻨﻴﻔﻪ ﺍﻻﺩﺍﺭﺓ ﻓﻲ ﺍﻟﺩﻭل‬
‫ﺍﻟﺘﻘﺕ ﻫﺫﻩ ﺍﻟﺩﺭﺍﺴﺔ ﻤﻊ ﻫﻭﻓﺴﺘﺩ ﻤﻥ ﺤﻴﺙ ﺍﻥ ﻤﺅﺸﺭ ﺍﺭﺘﻔﺎﻉ‬ ‫ﺍﻟﻌﺭﺒﻴﺔ‪ ،‬ﻓﻘﺩ ﺤﺼﻠﻨﺎ ﻋﻠﻰ ﺍﻟﻨﺘﺎﺌﺞ ﺍﻟﺘﺎﻟﻴﺔ‪) ،‬ﺍﻟﺠﺩﻭل )‪ ، (5‬ﺤﻴﺙ‬
‫ﺘﺠﻨﺏ ﺍﻟﻤﺠﻬﻭل ﺠﺎﺀ ﺒﻭﺴﻁ ﺤﺴﺎﺒﻲ ﻤﺭﺘﻔﻊ ‪ 2.67‬ﻭﺒﺘﻘﺩﻴﺭ ﻓﻲ‬ ‫ﻴﻼﺤﻅ ﺍﺠﻤﺎﻉ ﺍﻓﺭﺍﺩ ﻋﻴﻨﺔ ﺍﻟﺩﺭﺍﺴﺔ ﻋﻠﻰ ﻤﺤﺎﻭﺭ )ﺍﺭﺘﻔﺎﻉ ﺘﺒﺎﻋﺩ‬
‫ﺍﻏﻠﺏ ﺍﻻﺤﻴﺎﻥ‪ ،‬ﻭﻗﺩ ﺠﺎﺀ ﺘﺼﻨﻴﻑ ﻫﻭﻓﺴﺘﺩ ﻟﺘﺠﻨﺏ ﺍﻟﻤﺠﻬﻭل‬ ‫ﺍﻟﻨﻔﻭﺫ ﺍﻟﻭﻅﻴﻔﻲ‪ /‬ﺍﻟﺴﻠﻁﺔ‪ ،‬ﺘﺠﻨﺏ ﺍﻟﻤﺠﻬﻭل‪ ،‬ﺍﻟﺠﻤﺎﻋﻴﺔ‪،‬‬
‫ﻟﻼﺩﺍﺭﺓ ﺍﻟﻌﺭﺒﻴﺔ )‪ (68‬ﺍﻋﻠﻰ ﻤﻥ ﺍﻟﻤﻌﺩل ﺍﻟﻌﺎﻟﻤﻲ )‪ (43‬ﻭﻫﻭ‬ ‫ﺍﻟﺫﻜﻭﺭﻴﺔ( ﺒﺎﻟﺘﻘﺩﻴﺭ ﺍﻟﻌﺎﻡ )ﻓﻲ ﺍﻏﻠﺏ ﺍﻻﺤﻴﺎﻥ(‪ ،‬ﻓﻲ ﺤﻴﻥ ﺠﺎﺀﺕ‬
‫ﻤﺎ ﻴﺘﻔﻕ ﻭﻨﺘﺎﺌﺞ ﺍﻟﺩﺭﺍﺴﺔ ﺍﻟﺤﺎﻟﻴﺔ ﻤﻥ ﺤﻴﺙ ﺍﺭﺘﻔﺎﻉ ﺘﺠﻨﺏ‬ ‫ﺍﻟﻤﺘﻐﻴﺭﺍﺕ )ﺍﻨﺨﻔﺎﺽ ﺘﺒﺎﻋﺩ ﺍﻟﻨﻔﻭﺫ ﺍﻟﻭﻅﻴﻔﻲ‪ /‬ﺍﻟﺴﻠﻁﺔ‪،‬‬
‫ﺍﻟﻤﺠﻬﻭل ﻭﺍﻟﺘﻲ ﺠﺎﺀﺕ ﺒﻭﺴﻁ ﺤﺴﺎﺒﻲ ‪ 3.04‬ﻭﺒﺘﻘﺩﻴﺭ ﻓﻲ‬ ‫ﻭﺍﻨﺨﻔﺎﺽ ﺘﺠﻨﺏ ﺍﻟﻤﺠﻬﻭل‪ ،‬ﻭﺍﻟﻔﺭﺩﻴﺔ‪ ،‬ﻭﺍﻻﻨﺜﻭﻴﺔ ﻭﺍﻟﻨﻅﺭﺓ‬
‫ﺍﻏﻠﺏ ﺍﻻﺤﻴﺎﻥ‪.‬ﻭﺒﺎﻟﻨﺴﺒﺔ ﻟﻤﺅﺸﺭ ﺍﻟﻔﺭﺩﻴﺔ‪ ،‬ﻓﻘﺩ ﺼﻨﻑ ﻫﻭﻓﺴﺘﺩ‬ ‫ﻁﻭﻴﻠﺔ ﺍﻻﺠل( ﺒﺘﻘﺩﻴﺭ )ﻓﻲ ﺒﻌﺽ ﺍﻻﺤﻴﺎﻥ(‪ ،‬ﻭﻋﻠﻰ ﺍﻟﺭﻏﻡ ﻤﻥ‬
‫ﺍﻻﺩﺍﺭﺓ ﺍﻟﻌﺭﺒﻴﺔ ﺒﻤﻌﺩل ‪ 38‬ﻭﻫﻭ ﺍﻗل ﻤﻥ ﺍﻟﻤﻌﺩل ﺍﻟﻌﺎﻟﻤﻲ‬ ‫ﻭﺠﻭﺩ ﺍﺨﺘﻼﻑ ﺒﻴﻥ ﺍﻟﻤﻨﻬﺠﻴﺘﻴﻥ ﺤﻴﺙ ﺍﻥ ﻫﻭﻓﺴﺘﺩ ﺍﻋﺘﻤﺩ ﻋﻠﻰ‬
‫)‪ (64‬ﻭﻫﻭ ﺍﻴﻀﺎ ﻤﺎ ﻴﺘﻔﻕ ﻤﻊ ﻤﺘﻐﻴﺭ ﺍﻟﻔﺭﺩﻴﺔ ﻓﻲ ﺍﻟﺩﺭﺍﺴﺔ‬ ‫ﺘﻘﻴﻴﻡ ﺍﻻﺩﺍﺭﺓ ﺍﻟﻌﺭﺒﻴﺔ ﻋﺒﺭ ﻤﻌﺩل ﺭﻗﻤﻲ ‪ score‬ﻟﻜل ﻤﺅﺸﺭ ﻤﻥ‬
‫ﺍﻟﺤﺎﻟﻴﺔ ﺍﻟﺫﻱ ﺠﺎﺀ ﺒﻭﺴﻁ ﺤﺴﺎﺒﻲ ‪ 1.80‬ﻭﺘﻘﺩﻴﺭ ﻓﻲ ﺒﻌﺽ‬ ‫ﺍﻟﻤﺅﺸﺭﺍﺕ ﻤﻭﻀﻊ ﺍﻟﺩﺭﺍﺴﺔ‪ ،‬ﻭﺍﻋﺘﻤﺩﺕ ﺍﻟﺩﺭﺍﺴﺔ ﺍﻟﺤﺎﻟﻴﺔ ﻓﻲ‬
‫ﺍﻻﺤﻴﺎﻥ‪.‬ﺍﻤﺎ ﻤﺅﺸﺭ ﺍﻟﺼﺭﺍﻤﺔ‪/‬ﺍﻟﺫﻜﻭﺭﻴﺔ )‪ (52‬ﻭﺍﻟﺫﻱ ﺠﺎﺀ‬ ‫ﺘﻭﺼﻴﻑ ﻤﺅﺸﺭﺍﺕ ﻫﻭﻓﺴﺘﺩ ﻋﺒﺭ ﺍﻻﺤﺼﺎﺀ ﺍﻟﻭﺼﻔﻲ )ﺍﻟﻭﺴﻁ‬
‫ﻤﺭﺘﻔﻌﺎ ﻨﺴﺒﻴﺎ ﻋﻥ ﺍﻟﻤﻌﺩل ﺍﻟﻌﺎﻟﻤﻲ )‪ (50‬ﻗﺩ ﺍﻟﺘﻘﻰ ﺍﻴﻀﺎ ﻤﻊ‬ ‫ﺍﻟﺤﺴﺎﺒﻲ ﻋﺒﺭ ﻤﺩﻟﻭل ﻗﻭﺓ ﺍﻻﺒﻌﺎﺩ(‪ ،‬ﺍﻻ ﺍﻨﻪ ﻴﻼﺤﻅ ﺘﻼﻗﻲ‬
‫‪-345-‬‬
‫ﺍﻟﻌﺭﺏ ﺍﻟﻌﺎﻤﻠﻴﻥ ﻓﻲ ﺸﺭﻜﺔ ‪) IBM‬ﺤﻴﺙ ﺸﻤﻠﺕ ﺩﺭﺍﺴﺔ‬ ‫ﻨﺘﺎﺌﺞ ﺍﻟﺩﺭﺍﺴﺔ ﺍﻟﺘﻲ ﺠﺎﺀ ﻓﻴﻬﺎ ﺍﻟﻭﺴﻁ ﺍﻟﺤﺴﺎﺒﻲ ﻟﻠﺫﻜﻭﺭﻴﺔ ﺒﻭﺴﻁ‬
‫ﻫﻭﻓﺴﺘﺩ ﻋﻠﻰ ﺍﻓﺭﺍﺩ ﻤﻥ ﻤﺼﺭ‪،‬ﻟﺒﻨﺎﻥ‪،‬ﻟﻴﺒﻴﺎ‪،‬ﺍﻟﻜﻭﻴﺕ‪،‬ﺍﻟﻌﺭﺍﻕ‪،‬‬ ‫ﺤﺴﺎﺒﻲ ‪ 2.65‬ﻭﺘﻘﺩﻴﺭ ﻓﻲ ﺍﻏﻠﺏ ﺍﻻﺤﻴﺎﻥ‪.‬ﻭﻗﺩ ﺠﺎﺀ ﻤﺅﺸﺭ‬
‫ﺍﻟﺴﻌﻭﺩﻴﺔ ﻭﺍﻻﻤﺎﺭﺍﺕ ﺍﻟﻌﺭﺒﻴﺔ ﺍﻟﻤﺘﺤﺩﺓ(‪ .‬ﻭﺘﺒﻴﻥ ﺍﺭﺘﻔﺎﻉ ﺍﻟﺘﺒﺎﻋﺩ‬ ‫ﺍﻟﻨﻅﺭﺓ ﻁﻭﻴﻠﺔ ﺍﻻﺠل ﺒﻭﺴﻁ ﺤﺴﺎﺒﻲ ﻗﺩﺭﻩ ‪ 2.39‬ﻭﺒﺘﻘﺩﻴﺭ ﻓﻲ‬
‫ﻓﻲ ﺍﻟﻨﻔﻭﺫ ﺍﻟﻭﻅﻴﻔﻲ‪ /‬ﺍﻟﺴﻠﻁﺔ‪ ،‬ﺍﺭﺘﻔﺎﻉ ﺘﺠﻨﺏ ﺍﻟﻤﺠﻬﻭل‪،‬‬ ‫ﺒﻌﺽ ﺍﻻﺤﻴﺎﻥ ﻭﻫﺫﺍ ﺍﻟﺒﻌﺩ ﻟﻡ ﻴﺠﺭ ﻫﻭﻓﺴﺘﺩ ﺩﺭﺍﺴﺔ ﻋﻠﻴﻪ‪.‬‬
‫ﺍﻟﺠﻤﺎﻋﻴﺔ ﺒﺩﻻ ﻤﻥ ﺍﻟﻔﺭﺩﻴﺔ‪ ،‬ﺍﻟﺼﺭﺍﻤﺔ ﺒﺩﻻ ﻤﻥ ﺍﻟﻠﻴﻭﻨﺔ‪ .‬ﺍﻀﺎﻓﺔ‬ ‫ﻭﻨﻼﺤﻅ ﺍﻥ ﻫﺫﻩ ﺍﻟﻨﺘﺎﺌﺞ ﺍﻟﺘﻰ ﺘﻡ ﺍﻟﺤﺼﻭل ﻋﻠﻴﻬﺎ ﻤﻥ ﻋﻴﻨﺔ‬
‫ﺍﻟﻰ ﻤﺎ ﺘﻘﺩﻡ ﻓﻘﺩﺘﻡ ﺘﺤﺩﻴﺩ ﺍﻟﺒﻌﺩ ﺍﻟﺨﺎﻤﺱ ﻟﻬﻭﻓﺴﺘﺩ ﻤﻥ ﺨﻼل ﻫﺫﻩ‬ ‫ﺍﻟﺩﺭﺍﺴﺔ ﻓﻲ )ﻗﻁﺎﻉ ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ( ﺘﻠﺘﻘﻲ ﻤﻊ‬
‫ﺍﻟﺩﺭﺍﺴﺔ )ﻀﻌﻑ ﺍﻟﻨﻅﺭﺓ ﻁﻭﻴﻠﺔ ﺍﻻﺠل ﻟﻠﻤﺴﺘﻘﺒل (‪.‬‬ ‫ﻤﺎ ﺘﻭﺼل ﺍﻟﻴﻪ ﺍﻟﻌﺎﻟﻡ ﺍﻟﻬﻭﻟﻨﺩﻯ ﻫﻭﻓﺴﺘﺩ ﺴﺎﺒﻘﺎ ﻋﻥ ﺍﻻﻓﺭﺍﺩ‬
‫ﺠﺩﻭل ﺭﻗﻡ )‪ :(5‬ﻤﻘﺎﺭﻨﺔ ﻤﺘﻐﻴﺭﺍﺕ ﺍﻟﺩﺭﺍﺴﺔ ﻤﻊ ﺍﺒﻌﺎﺩ ﻫﻭﻓﺴﺘﺩ ﺍﻟﺜﻘﺎﻓﻴﺔ‬

‫ﻨﺘﺎﺌﺞ ﺍﻟﺩﺭﺍﺴﺔ‬ ‫ﻨﺘﺎﺌﺞ ﻫﻭﻓﺴﺘﺩ‬
‫ﺍﻟﻤﻌﺩل‬
‫ﻤﻌﺩل‪ /‬ﺘﺼﻨﻴﻑ‬
‫ﺍﻻﻫﻤﻴﺔ‬ ‫ﺍﻻﻨﺤﺭﺍﻑ‬ ‫ﺍﻟﻭﺴﻁ‬ ‫ﺍﻟﻌﺎﻟﻤﻲ‬
‫ﻤﺘﻐﻴﺭﺍﺕ ﺍﻟﺩﺭﺍﺴﺔ‬ ‫ﻫﻭﻓﺴﺘﺩ ﻟﻼﺩﺍﺭﺓ‬ ‫ﺍﻟﺒﻌﺩ‬
‫ﺍﻟﻨﺴﺒﻴﺔ‬ ‫ﺍﻟﻤﻌﻴﺎﺭﻱ‬ ‫ﺍﻟﺤﺴﺎﺒﻲ‬ ‫ﻟﻤﻌﺎﻴﻴﺭ‬
‫ﺍﻟﻌﺭﺒﻴﺔ‬
‫ﻫﻭﻓﺴﺘﺩ‬
‫ﺍﺭﺘﻔﺎﻉ ﺘﺒﺎﻋﺩ‬
‫ﻓﻲ ﺍﻏﻠﺏ‬
‫‪0.498‬‬ ‫‪2.67‬‬ ‫ﺍﻟﺴﻠﻁﺔ‪ /‬ﺍﻟﻨﻔﻭﺫ‬
‫ﺍﻟﻭﻅﻴﻔﻲ‬ ‫ﺍﻟﻨﻔﻭﺫ ﺍﻟﻭﻅﻴﻔﻲ‬
‫ﻤﺭﺘﻔﻊ‬ ‫‪80‬‬ ‫‪55‬‬
‫ﺍﻨﺨﻔﺎﺽ ﺘﺒﺎﻋﺩ‬ ‫)‪(PD‬‬
‫ﻓﻲ ﺒﻌﺽ‬
‫‪0.590‬‬ ‫‪2.33‬‬ ‫ﺍﻟﺴﻠﻁﺔ‪ /‬ﺍﻟﻨﻔﻭﺫ‬
‫ﺍﻟﻭﻅﻴﻔﻲ‬
‫ﻓﻲ ﺍﻏﻠﺏ‬ ‫ﺍﺭﺘﻔﺎﻉ ﺘﺠﻨﺏ‬
‫‪0.488‬‬ ‫‪3.04‬‬
‫ﺍﻻﺤﻴﺎﻥ‬ ‫ﺍﻟﻤﺠﻬﻭل‬ ‫ﺘﺠﻨﺏ‬
‫ﻤﺭﺘﻔﻊ‬ ‫‪68‬‬ ‫‪43‬‬
‫ﻓﻲ ﺒﻌﺽ‬ ‫ﺍﻨﺨﻔﺎﺽ ﺘﺠﻨﺏ‬ ‫ﺍﻟﻤﺠﻬﻭل)‪(UA‬‬
‫‪0.563‬‬ ‫‪2.08‬‬
‫ﺍﻻﺤﻴﺎﻥ‬ ‫ﺍﻟﻤﺠﻬﻭل‬
‫ﻓﻲ ﺒﻌﺽ‬
‫‪0.651‬‬ ‫‪1.80‬‬ ‫ﺍﻟﻔﺭﺩﻴﺔ‬
‫ﻤﻨﺨﻔﻀﺔ‬ ‫‪38‬‬ ‫‪64‬‬ ‫ﺍﻟﻔﺭﺩﻴﺔ)‪(ind‬‬
‫ﻓﻲ ﺍﻏﻠﺏ‬
‫‪0.726‬‬ ‫‪2.87‬‬ ‫ﺍﻟﺠﻤﺎﻋﻴﺔ‬
‫ﻓﻲ ﺍﻏﻠﺏ‬ ‫ﺍﻟﺫﻜﻭﺭﻴﺔ‪/‬‬
‫‪0.797‬‬ ‫‪2.65‬‬
‫ﺍﻻﺤﻴﺎﻥ‬ ‫ﺍﻟﺼﺭﺍﻤﺔ‬ ‫ﻤﺭﺘﻔﻌﺔ‬ ‫ﺍﻟﺼﺭﺍﻤﺔ‬
‫‪52‬‬ ‫‪50‬‬
‫ﻓﻲ ﺒﻌﺽ‬ ‫ﻗﻠﻴﻼ‬ ‫)‪(MAS‬‬
‫‪0.748‬‬ ‫‪2.01‬‬ ‫ﺍﻻﻨﺜﻭﻴﺔ ‪ /‬ﺍﻟﻠﻴﻭﻨﺔ‬
‫ﻟﻡ ﻴﺠﺭ ﻫﻭﻓﺴﺘﺩ‬
‫ﻓﻲ ﺒﻌﺽ‬ ‫ﺍﻟﻨﻅﺭﺓ ﻁﻭﻴﻠﺔ‬ ‫ﺩﺭﺍﺴﺔ ﻋﻠﻰ ﻫﺫﺍ‬ ‫ﺍﻟﻨﻅﺭﺓ ﻁﻭﻴﻠﺔ‬
‫‪0.888‬‬ ‫‪2.39‬‬ ‫‪45‬‬
‫ﺍﻻﺤﻴﺎﻥ‬ ‫ﺍﻻﺠل‬ ‫ﺍﻟﺒﻌﺩ ﻓﻲ ﺍﻻﺩﺍﺭﺓ‬ ‫ﺍﻻﺠل)‪(LTO‬‬
‫ﺍﻟﻌﺭﺒﻴﺔ‬
‫* ﺍﻟﻤﺼﺩﺭ ‪ :‬ﺍﻟﺠﺩﻭل ﻤﻥ ﺍﻋﺩﺍﺩ ﺍﻟﺒﺎﺤﺙ ﺒﻨﺎﺀ ﻋﻠﻰ ﺘﺼﻨﻴﻑ ﻫﻭﻓﺴﺘﺩ ﻟﻼﺩﺍﺭﺓ ﺍﻟﻌﺭﺒﻴﺔ ﻤﻘﺎﺭﻨﺔ ﻤﻊ ﺍﻟﻤﻌﺩل ﺍﻟﻌﺎﻟﻤﻲ ﻟﻼﺩﺍﺭﺍﺕ ﺍﻟﻤﺨﺘﻠﻔﺔ ﻭﺒﻨﺎﺀ ﻋﻠﻰ ﻨﺘﺎﺌﺞ‬
‫ﺍﻟﺘﺤﻠﻴل ﺍﻻﺤﺼﺎﺌﻲ‪.‬‬
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‫ﻗﻴﻤﺔ ‪ SIG‬ﺍﻗل ﻤﻥ ‪ 0.05‬ﻓﻔﻲ ﻫﺫﻩ ﺍﻟﺤﺎﻟﺔ ﻨﺴﺘﺨﺩﻡ ﺍﻻﺨﺘﺒﺎﺭﺍﺕ‬ ‫ﺭﺍﺒﻌﺎ‪ :‬ﺍﺨﺘﺒﺎﺭ ‪:(Kolmogorov-Smirnov) /Explore‬‬
‫ﺍﻟﻼﻤﻌﻠﻤﻴﺔ )‪ ،(Nonparametric–Test‬ﻭﺤﻴﺙ ﺍﻥ ﻋﺩﺩ‬ ‫ﻗﺒل ﺍﺨﺘﺒﺎﺭ ﺍﻟﻔﺭﻀﻴﺎﺕ ﺘﻡ ﺍﺴﺘﺨﺩﺍﻡ ‪ Explore‬ﻟﻤﻌﺭﻓﺔ‬
‫ﺍﻟﻤﺸﺎﻫﺩﺍﺕ )ﺍﻓﺭﺍﺩ ﺍﻟﻌﻴﻨﺔ( ﺍﻋﻠﻰ ﻤﻥ ‪ ،(85) 50‬ﻓﺎﻨﻪ ﺴﻴﺼﺎﺭ‬ ‫ﻤﺩﻯ ﺼﻼﺤﻴﺔ ﺍﻟﺒﻴﺎﻨﺎﺕ ﻟﻠﺘﺤﻠﻴل ﺍﻻﺤﺼﺎﺌﻲ‪ ،‬ﺤﻴﺙ ﺍﺴﺘﺨﺩﻡ‬
‫ﺍﻟﻰ ﺍﺨﺘﺒﺎﺭ ﺍﺨﺘﺒﺎﺭ)‪ ،(Kolmogorov-Smirnov‬ﻭﻤﻨﻪ ﻴﺘﺒﻴﻥ‬ ‫ﺍﺨﺘﺒﺎﺭ)‪ (Kolmogorov-Smirnov‬ﻭﺍﻟﺫﻱ ﻴﺴﺘﺨﺩﻡ ﻋﻨﺩﻤﺎ‬
‫ﺍﻥ ﻗﻴﻤﺔ ‪ SIG‬ﺍﻗل ﻤﻥ ‪ ،0.05‬ﻓﻴﻤﻜﻥ ﺍﻟﻘﻭل ﺍﻥ ﺍﻟﺘﻭﺯﻴﻊ ﻏﻴﺭ‬ ‫ﻴﻜﻭﻥ ﻋﺩﺩ ﺍﻟﺤﺎﻻﺕ ﺍﻜﺒﺭ ﻤﻥ ‪ 50‬ﻤﺸﺎﻫﺩﺓ‪ ،‬ﻭﺍﺨﺘﺒﺎﺭ‬
‫ﻁﺒﻴﻌﻲ ﻟﻜﺎﻓﺔ ﻤﺘﻐﻴﺭﺍﺕ ﺍﻟﺩﺭﺍﺴﺔ ﻭﺍﻻﺴﺘﺨﺩﺍﻡ ﺍﻻﻤﺜل ﻫﻨﺎ ﻴﻜﻤﻥ‬ ‫)‪ (Shapiro –Wilk‬ﺍﻟﺫﻱ ﻴﺴﺘﺨﺩﻡ ﻋﻨﺩﻤﺎ ﻴﻜﻭﻥ ﻋﺩﺩ ﺍﻟﺤﺎﻻﺕ‬
‫ﻓﻲ ﺍﻻﺨﺘﺒﺎﺭﺍﺕ ﺍﻟﻼﻤﻌﻠﻤﻴﺔ )ﺍﺒﻭ ﺯﻴﺩ‪ ، (2005 ،‬ﻭﻴﺒﻴﻥ‬ ‫ﺍﻗل ﻤﻥ ‪ 50‬ﻤﺸﺎﻫﺩﺓ‪ ،‬ﻭﺘﻜﻭﻥ ﻗﺎﻋﺩﺓ ﺍﻟﻘﺭﺍﺭ ﻗﺒﻭل ﺍﻥ ﺍﻟﺒﻴﺎﻨﺎﺕ‬
‫ﺍﻟﺠﺩﻭل )‪ (6‬ﺫﻟﻙ ﻋﻠﻰ ﺍﻟﻨﺤﻭ ﺍﻟﺘﺎﻟﻲ‪:‬‬ ‫ﺘﺘﺒﻊ ﺍﻟﺘﻭﺯﻴﻊ ﺍﻟﻁﺒﻴﻌﻲ ﺍﺫﺍ ﻜﺎﻨﺕ ﻗﻴﻤﺔ ‪ SIG‬ﺍﻋﻠﻰ ﻤﻥ ‪0.05‬‬
‫ﻭﺒﺎﻟﺘﺎﻟﻲ ﻨﺴﺘﺨﺩﻡ ﺍﺨﺘﺒﺎﺭﺍﺕ ﺍﻟﺘﻭﺯﻴﻊ ﺍﻟﻁﺒﻴﻌﻲ‪ ،‬ﺍﻤﺎ ﺍﺫﺍ ﻜﺎﻨﺕ‬
‫ﺠﺩﻭل ﺭﻗﻡ )‪ :(6‬ﺠﺩﻭل ﺍﺨﺘﺒﺎﺭ ﺍﻟﺘﻭﺯﻴﻊ ﺍﻟﻁﺒﻴﻌﻲ‬

‫‪Shapiro-Wilk‬‬ ‫‪Kolmogorov-Smirnov‬‬ ‫ﺍﻟﻤﻌﻴﺎﺭ‬
‫ﺩﺭﺠﺎﺕ‬
‫ﺍﺤﺼﺎﺌﻴﺎﺕ‬ ‫ﻤﺴﺘﻭﻯ‬ ‫ﺍﺤﺼﺎﺌﻴﺎﺕ‬ ‫ﺩﺭﺠﺎﺕ ﺍﻟﺤﺭﻴﺔ‬ ‫ﻤﺴﺘﻭﻯ‬
‫ﺍﻟﺤﺭﻴﺔ‬
‫‪Statistic‬‬ ‫ﺍﻟﺩﻻﻟﺔ‬ ‫‪Statistic‬‬ ‫‪DF‬‬ ‫ﺍﻟﺩﻻﻟﺔ‬
‫‪DF‬‬
‫ﺍﻟﻨﻔﻭﺫ ﺍﻟﻭﻅﻴﻔﻲ‬
‫‪0.970‬‬ ‫‪85‬‬ ‫‪0.042‬‬ ‫‪0.124‬‬ ‫‪85‬‬ ‫‪0.002‬‬ ‫ﺍﻟﻤﺭﺘﻔﻊ‬
‫ﺍﻟﻨﻔﻭﺫ ﺍﻟﻭﻅﻴﻔﻲ‬
‫‪0.974‬‬ ‫‪85‬‬ ‫‪0.087‬‬ ‫‪0.118‬‬ ‫‪85‬‬ ‫‪0.005‬‬ ‫ﺍﻟﻤﻨﺨﻔﺽ‬
‫ﺍﺭﺘﻔﺎﻉ ﺘﺠﻨﺏ‬
‫‪0.964‬‬ ‫‪85‬‬ ‫‪0.19‬‬ ‫‪0.122‬‬ ‫‪85‬‬ ‫‪0.003‬‬ ‫ﺍﻟﻤﺠﻬﻭل‬
‫ﺍﻨﺨﻔﺎﺽ ﺘﺠﻨﺏ‬
‫‪0.960‬‬ ‫‪85‬‬ ‫‪0.010‬‬ ‫‪0.154‬‬ ‫‪85‬‬ ‫‪0.000‬‬ ‫ﺍﻟﻤﺠﻬﻭل‬
‫‪0.783‬‬ ‫‪85‬‬ ‫‪0.000‬‬ ‫‪0.291‬‬ ‫‪85‬‬ ‫‪0.000‬‬ ‫ﺍﻟﻔﺭﺩﻴﺔ‬
‫‪0.954‬‬ ‫‪85‬‬ ‫‪0.004‬‬ ‫‪0.161‬‬ ‫‪85‬‬ ‫‪0.000‬‬ ‫ﺍﻟﺠﻤﺎﻋﻴﺔ‬

‫ﺍﻟﻠﻴﻭﻨﺔ‬
‫‪0.825‬‬ ‫‪85‬‬ ‫‪0.000‬‬ ‫‪0.295‬‬ ‫‪85‬‬ ‫‪0.000‬‬
‫ﺍﻟﺼﺭﺍﻤﺔ‬
‫‪0.840‬‬ ‫‪85‬‬ ‫‪0.000‬‬ ‫‪0.306‬‬ ‫‪85‬‬ ‫‪0.000‬‬
‫‪0.874‬‬ ‫‪85‬‬ ‫‪0.000‬‬ ‫‪0.246‬‬ ‫‪85‬‬ ‫‪0.000‬‬ ‫ﺍﻟﻨﻅﺭﺓ ﻁﻭﻴﻠﺔ ﺍﻻﺠل‬
‫* ﺍﻟﺠﺩﻭل ﻤﻥ ﻋﻤل ﺍﻟﺒﺎﺤﺙ ﺒﻨﺎﺀ ﻋﻠﻰ ﻨﺘﺎﺌﺞ ﺍﻟﺘﺤﻠﻴل ﺍﻻﺤﺼﺎﺌﻲ‪.‬‬
‫ﺍﻟﺭﺃﻴﻴﻥ )ﻨﺎﺩﺭﺍ )‪ + (1‬ﻓﻲ ﺒﻌﺽ ﺍﻻﺤﻴﺎﻥ )‪ .((2‬ﺍﻤﺎ ﺍﻟﻤﺴﺘﻭﻯ‬ ‫ﺨﺎﻤﺴﺎ *ﺍﺨﺘﺒﺎﺭ ﻓﺭﻀﻴﺎﺕ ﺍﻟﺩﺭﺍﺴﺔ‬
‫ﺍﻟﺜﺎﻨﻲ )ﻋﺎﻟﻲ ﺍﻟﺘﺄﻴﻴﺩ( ﻭﻴﺸﻤل ﺍﻟﺭﺃﻴﻴﻥ )ﺩﺍﺌﻤﺎ )‪ + (3‬ﻓﻲ ﺍﻏﻠﺏ‬ ‫ﺒﻤﺎ ﺍﻥ ﺍﻟﺒﻴﺎﻨﺎﺕ ﺘﺘﺒﻊ ﺍﻟﺘﻭﺯﻴﻊ ﻏﻴﺭ ﺍﻟﻁﺒﻴﻌﻲ‪ ،‬ﻟﺫﺍ ﺴﻴﺘﻡ ﺍﺴﺘﺨﺩﺍﻡ‬
‫ﺍﻻﺤﻴﺎﻥ )‪ ،( (4‬ﻭﺤﺘﻰ ﻨﻘﺒل ﻓﺭﻀﻴﺎﺕ ﺍﻟﺩﺭﺍﺴﺔ ﺍﻟﺒﺩﻴﻠﺔ ‪ H1‬ﻴﺠﺏ‬ ‫ﺍﺨﺘﺒﺎﺭ "ﺫﺍﺕ ﺍﻟﺤﺩﻴﻥ" )‪ (Binomial Test‬ﻭﻫﻭ ﻤﻥ ﺍﻻﺨﺘﺒﺎﺭﺍﺕ‬
‫ﺘﻭﻓﺭ ﺸﺭﻁﻴﻥ ﺍﺴﺎﺴﻴﻥ ﻭﻫﻤﺎ ﺍﻥ ﺘﻜﻭﻥ ﻗﻴﻤﺔ ﻤﺴﺘﻭﻯ ﺍﻟﺩﻻﻟﺔ ‪SIG‬‬ ‫ﺍﻟﻼﻤﻌﻠﻤﻴﺔ‪ ،‬ﺤﻴﺙ ﺘﻡ ﺇﻋﺎﺩﺓ ﺘﺭﻤﻴﺯ ﺍﻟﻤﺘﻐﻴﺭﺍﺕ ﻟﺘﺼﺒﺢ ﺜﻨﺎﺌﻴﺔ ﺍﻷﺒﻌﺎﺩ‬
‫ﺍﻗل ﻤﻥ ‪ 0.05‬ﻭﺍﻥ ﺘﻜﻭﻥ ﺍﻟﻨﺴﺒﺔ ﺍﻟﻔﻌﻠﻴﺔ ﻟﻠﻤﺴﺘﻭﻯ ﺍﻻﻭل )ﻗﻠﻴل‬ ‫ﻻ ﻤﻥ ﺭﺒﺎﻋﻴﺔ ﺍﻷﺒﻌﺎﺩ‪ ،‬ﻓﺎﻟﻤﺴﺘﻭﻯ ﺍﻷﻭل ) ﻗﻠﻴل ﺍﻟﺘﺄﻴﻴﺩ( ﻭﻴﺸﻤل‬ ‫ﺒﺩ ﹰ‬
‫‪-347-‬‬
‫ﺍﻟﻔﺭﻀﻴﺔ ﺍﻻﻭﻟﻰ‪ :‬ﻻ ﻴﺸﻌﺭ ﺍﻟﻌﺎﻤﻠﻭﻥ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ‬ ‫ﺍﻟﺘﺎﻴﻴﺩ ( ﺍﻗل ﻤﻥ ﺍﻟﻨﺴﺒﺔ ﺍﻻﺨﺘﺒﺎﺭﻴﺔ ﻭﻫﻲ )‪ ،(%50‬ﺍﻤﺎ ﺍﺫﺍ ﻟﻡ‬
‫ﺍﻷﺭﺩﻨﻴﺔ ﺒﺩﺭﺠﺔ ﻤﺭﺘﻔﻌﺔ ﻤﻥ ﺘﺒﺎﻋﺩ ﺍﻟﻨﻔﻭﺫ ﺍﻟﻭﻅﻴﻔﻲ‪.‬‬ ‫ﻴﺘﺤﻘﻕ ﺍﺤﺩ ﺸﺭﻁﻲ ﺍﺨﺘﺒﺎﺭ ﺫﺍﺕ ﺍﻟﺤﺩﻴﻥ ﻓﺴﻴﺘﻡ ﻗﺒﻭل ﺍﻟﻔﺭﻀﻴﺔ‬
‫ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﺜﺎﻨﻴﺔ ‪ :‬ﻻ ﻴﺸﻌﺭ ﺍﻟﻌﺎﻤﻠﻭﻥ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ‬ ‫ﺍﻟﻌﺩﻤﻴﺔ‪.‬‬
‫ﺍﻷﺭﺩﻨﻴﺔ ﺒﺩﺭﺠﺔ ﻤﻨﺨﻔﻀﺔ ﻤﻥ ﺘﺒﺎﻋﺩ ﺍﻟﻨﻔﻭﺫ ﺍﻟﻭﻅﻴﻔﻲ‪.‬‬ ‫* ﻓﺭﻀﻴﺎﺕ ﺍﻟﻤﺤﻭﺭ ﺍﻻﻭل ‪:‬‬
‫ﺠﺩﻭل ﺭﻗﻡ )‪ :(7‬ﻨﺘﺎﺌﺞ ﺍﺨﺘﺒﺎﺭ "ﺫﺍﺕ ﺍﻟﺤﺩﻴﻥ" ﻟﻠﻤﺤﻭﺭ ﺍﻻﻭل‬

‫ﺍﻟﻨﺴﺒﺔ ﺍﻟﻜﻠﻴﺔ ﻟﻠﺭﺃﻱ‬
‫ﺍﻟﻨﺘﻴﺠﺔ‬ ‫ﻗﻠﻴل ﺍﻟﺘﺄﻴﻴﺩ‪ /‬ﺍﻟﻤﺠﻤﻭﻋﺔ‬ ‫‪sig‬‬ ‫ﺍﻟﻔﺭﻀﻴﺎﺕ‬
‫ﺍﻻﻭﻟﻰ‬
‫ﻻ‪:‬‬
‫ﺃﻭ ﹰ‬
‫ﺍﻷﺭﺩﻨﻴﺔ‬ ‫‪ :H0‬ﻻﻴﺸﻌﺭ ﺍﻟﻌﺎﻤﻠﻭﻥ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ‬
‫ﻨﺭﻓﺽ ‪H0‬‬
‫‪0.13‬‬ ‫‪0.000‬‬ ‫ﺒﺩﺭﺠﺔ ﻤﺭﺘﻔﻌﺔ ﻤﻥ ﺘﺒﺎﻋﺩ ﺍﻟﻨﻔﻭﺫ ﺍﻟﻭﻅﻴﻔﻲ‪.‬‬
‫ﻭﻨﻘﺒل ‪H1‬‬
‫ﺍﻷﺭﺩﻨﻴﺔ‬ ‫‪ : H1‬ﻴﺸﻌﺭ ﺍﻟﻌﺎﻤﻠﻭﻥ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ‬
‫ﺒﺩﺭﺠﺔ ﻤﺭﺘﻔﻌﺔ ﻤﻥ ﺘﺒﺎﻋﺩ ﺍﻟﻨﻔﻭﺫ ﺍﻟﻭﻅﻴﻔﻲ‪.‬‬
‫ﺜﺎﻨﻴﺎ ‪:‬‬
‫ﺍﻷﺭﺩﻨﻴﺔ‬ ‫‪ :H0‬ﻻﻴﺸﻌﺭ ﺍﻟﻌﺎﻤﻠﻭﻥ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ‬
‫ﻨﻘﺒل ‪H0‬‬ ‫ﺒﺩﺭﺠﺔ ﻤﻨﺨﻔﻀﺔ ﻤﻥ ﺘﺒﺎﻋﺩ ﺍﻟﻨﻔﻭﺫ ﺍﻟﻭﻅﻴﻔﻲ‪.‬‬
‫‪0.40‬‬ ‫‪0.083‬‬
‫ﻭﻨﺭﻓﺽ ‪H1‬‬ ‫ﺍﻷﺭﺩﻨﻴﺔ‬ ‫‪ : H1‬ﻴﺸﻌﺭ ﺍﻟﻌﺎﻤﻠﻭﻥ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ‬
‫ﺒﺩﺭﺠﺔ ﻤﻨﺨﻔﻀﺔ ﻤﻥ ﺘﺒﺎﻋﺩ ﺍﻟﻨﻔﻭﺫ ﺍﻟﻭﻅﻴﻔﻲ‪.‬‬
‫ﻟﺩﻯ ﺍﻓﺭﺍﺩ ﺍﻟﻌﻴﻨﺔ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ‪ ،‬ﻭﻫﻲ ﻨﺘﻴﺠﺔ‬ ‫ﺘﺒﻴﻥ ﺍﻟﻤﻌﻁﻴﺎﺕ ﺍﻻﺤﺼﺎﺌﻴﺔ ﺍﻟﻭﺍﺭﺩﺓ ﻓﻲ ﺍﻟﺠﺩﻭل )‪ ،(7‬ﺍﻥ ﻗﻴﻤﺔ‬
‫ﺘﺘﻔﻕ ﻭﺍﻟﺴﻤﺎﺕ ﺍﻟﻌﺎﻤﺔ ﻟﻼﺩﺍﺭﺓ ﺍﻟﻌﺭﺒﻴﺔ ﻭﺍﻟﻤﺘﻤﺜﻠﺔ ﻓﻲ ﺍﻟﻤﺭﻜﺯﻴﺔ‬ ‫‪ SIG‬ﻜﺎﻨﺕ ﺍﻗل ﻤﻥ ‪ (0.000)0.05‬ﻓﻲ ﺍﻟﻔﺭﻀﻴﺔ ﺍﻻﻭﻟﻰ‪ ،‬ﻜﻤﺎ ﺍﻥ‬
‫ﺍﻟﻤﻔﺭﻁﺔ ﻭﻋﺩﻡ ﺘﻔﻭﻴﺽ ﺍﻟﺼﻼﺤﻴﺎﺕ ﻭﻋﺩﻡ ﺍﻻﺴﺘﻘﻼﻟﻴﺔ ﻤﻥ ﻭﺠﻬﺔ‬ ‫ﺍﻟﻨﺴﺒﺔ ﺍﻟﻔﻌﻠﻴﺔ ﻟﻠﻤﺴﺘﻭﻯ ﺍﻻﻭل ﻫﻲ )‪ ،(0.13‬ﻭﻫﻲ ﺍﻗل ﻤﻥ ﺍﻟﻨﺴﺒﺔ‬
‫ﻨﻅﺭ ﺍﻟﺒﺎﺤﺙ‪.‬‬ ‫ﺍﻻﺨﺘﺒﺎﺭﻴﺔ ‪ ،0.50‬ﻭﻨﺘﻴﺠﺔ ﺘﺤﻘﻕ ﺸﺭﻁﻲ ﺍﺨﺘﺒﺎﺭ ﺫﺍﺕ ﺍﻟﺤﺩﻴﻥ‪ ،‬ﻟﺫﺍ‬
‫* ﻓﺭﻀﻴﺎﺕ ﺍﻟﻤﺤﻭﺭ ﺍﻟﺜﺎﻨﻲ‪:‬‬ ‫ﻨﺭﻓﺽ ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﻌﺩﻤﻴﺔ ﻭ ﻨﻘﺒل ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﺒﺩﻴﻠﺔ " ﻴﺸﻌﺭ ﺍﻟﻌﺎﻤﻠﻭﻥ‬
‫ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﺜﺎﻟﺜﺔ‪ :‬ﻻ ﻴﺸﻌﺭ ﺍﻟﻌﺎﻤﻠﻭﻥ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ‬ ‫ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ ﺒﺩﺭﺠﺔ ﻤﺭﺘﻔﻌﺔ ﻤﻥ ﺘﺒﺎﻋﺩ ﺍﻟﻨﻔﻭﺫ‬
‫ﺍﻷﺭﺩﻨﻴﺔ ﺒﺩﺭﺠﺔ ﻤﺭﺘﻔﻌﺔ ﻤﻥ ﺘﺠﻨﺏ ﺍﻟﻤﺠﻬﻭل‪.‬‬ ‫ﺍﻟﻭﻅﻴﻔﻲ "‪ ،‬ﻭﺒﺎﻟﻨﺴﺒﺔ ﻟﻠﻔﺭﻀﻴﺔ ﺍﻟﺜﺎﻨﻴﺔ ﻓﻘﺩ ﺠﺎﺀ ﻤﺴﺘﻭﻯ ﺍﻟﺩﻻﻟﺔ ﻓﻴﻬﺎ‬
‫ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﺭﺍﺒﻌﺔ‪ :‬ﻻ ﻴﺸﻌﺭ ﺍﻟﻌﺎﻤﻠﻭﻥ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ‬ ‫ﺍﻋﻠﻰ ﻤﻥ ‪ ،(0.083) 0.05‬ﺍﻻﻤﺭ ﺍﻟﺫﻱ ﻴﻘﺘﻀﻲ ﻗﺒﻭل ﺍﻟﻔﺭﻀﻴﺔ‬
‫ﺍﻷﺭﺩﻨﻴﺔ ﺒﺩﺭﺠﺔ ﻤﻨﺨﻔﻀﺔ ﻤﻥ ﺘﺠﻨﺏ ﺍﻟﻤﺠﻬﻭل‪.‬‬ ‫ﺍﻟﻌﺩﻤﻴﺔ ﻭﻫﻲ‪" :‬ﻻ ﻴﺸﻌﺭ ﺍﻟﻌﺎﻤﻠﻭﻥ ﺒﺩﺭﺠﺔ ﻤﻨﺨﻔﻀﺔ ﻤﻥ ﺘﺒﺎﻋﺩ‬
‫ﺍﻟﻨﻔﻭﺫ ﺍﻟﻭﻅﻴﻔﻲ"‪ .‬ﻭﻫﺫﺍ ﻴﺩل ﻋﻠﻰ ﻭﺠﻭﺩ ﺘﺒﺎﻋﺩ ﻓﻲ ﺍﻟﻨﻔﻭﺫ ﺍﻟﻭﻅﻴﻔﻲ‬
‫‪-348-‬‬
‫ﺠﺩﻭل ﺭﻗﻡ )‪ :(8‬ﻨﺘﺎﺌﺞ ﺍﺨﺘﺒﺎﺭ "ﺫﺍﺕ ﺍﻟﺤﺩﻴﻥ" ﻟﻠﻤﺤﻭﺭ ﺍﻟﺜﺎﻨﻲ‬

‫ﺜﺎﻟﺜﺎ‪:‬‬
‫ﻨﺭﻓﺽ‬
‫‪ :H0‬ﻻ ﻴﺸﻌﺭ ﺍﻟﻌﺎﻤﻠﻭﻥ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ ﺒﺩﺭﺠﺔ‬
‫‪H0‬‬
‫‪0.06‬‬ ‫‪0.000‬‬ ‫ﻤﺭﺘﻔﻌﺔ ﻤﻥ ﺘﺠﻨﺏ ﺍﻟﻤﺠﻬﻭل‪.‬‬
‫‪ :H1‬ﻴﺸﻌﺭ ﺍﻟﻌﺎﻤﻠﻭﻥ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ ﺒﺩﺭﺠﺔ‬
‫ﻤﺭﺘﻔﻌﺔ ﻤﻥ ﺘﺠﻨﺏ ﺍﻟﻤﺠﻬﻭل‪.‬‬
‫ﺭﺍﺒﻌﺎ‪:‬‬
‫ﻨﻘﺒل ‪H0‬‬ ‫‪ :H0‬ﻻ ﻴﺸﻌﺭ ﺍﻟﻌﺎﻤﻠﻭﻥ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ ﺒﺩﺭﺠﺔ‬
‫ﻭﻨﺭﻓﺽ‬ ‫‪0.52‬‬ ‫‪0.828‬‬ ‫ﻤﻨﺨﻔﻀﺔ ﻤﻥ ﺘﺠﻨﺏ ﺍﻟﻤﺠﻬﻭل‪.‬‬
‫‪H1‬‬ ‫‪ :H1‬ﻴﺸﻌﺭ ﺍﻟﻌﺎﻤﻠﻭﻥ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ ﺒﺩﺭﺠﺔ‬
‫ﻤﻨﺨﻔﻀﺔ ﻤﻥ ﺘﺠﻨﺏ ﺍﻟﻤﺠﻬﻭل‪.‬‬
‫ﺍﻟﻤﺠﻬﻭل"‪ .‬ﻭﺍﺴﺘﻨﺎﺩﺍ ﺍﻟﻰ ﺫﻟﻙ ﻴﻤﻜﻥ ﺍﻻﺸﺎﺭﺓ ﺍﻟﻰ ﻭﺠﻭﺩ ﺘﺠﻨﺏ‬ ‫ﺘﻭﻀﺢ ﺍﻟﻨﺘﺎﺌﺞ ﻓﻲ ﺍﻟﺠﺩﻭل )‪ (8‬ﺍﻥ ﻗﻴﻤﺔ ﻤﺴﺘﻭﻯ ﺍﻟﺩﻻﻟﺔ‬
‫ﻤﺭﺘﻔﻊ ﻟﻠﻤﺠﻬﻭل ﻟﺩﻯ ﺍﻓﺭﺍﺩ ﺍﻟﻌﻴﻨﺔ ﺒﺴﺒﺏ ﻭﺠﻭﺩ ﺍﻟﻘﺎﻋﺩﻴﺔ ﻭﺍﻟﻬﺭﻤﻴﺔ‬ ‫ﻟﻠﻔﺭﻀﻴﺔ ﺍﻟﺜﺎﻟﺜﺔ ﻜﺎﻨﺕ ‪ ،0.000‬ﻜﻤﺎ ﺍﻥ ﺍﻟﻨﺴﺒﺔ ﺍﻟﻜﻠﻴﺔ ﻟﻠﺭﺍﻱ ﻗﻠﻴﻠﺔ‬
‫ﻭﻜﺜﺭﺓ ﺍﻻﺠﺭﺍﺀﺍﺕ ﻓﻲ ﺍﻟﺘﻨﻅﻴﻡ ﺍﻟﻌﺭﺒﻲ‪ ،‬ﺍﻻﻤﺭ ﺍﻟﺫﻱ ﻴﻔﺴﺭ ﺍﺴﺒﺎﺏ‬ ‫ﺍﻟﺘﺄﻴﻴﺩ ‪ 0.06‬ﻭﻫﻲ ﺍﻗل ﻤﻥ ﺍﻟﻨﺴﺒﺔ ﺍﻻﺨﺘﺒﺎﺭﻴﺔ ‪ ،0.50‬ﻟﺫﺍ ﻴﻨﺒﻐﻲ‬
‫ﻀﻌﻑ ﺍﻟﺨﻠﻕ ﻭﺍﻹﺒﺩﺍﻉ ﻭﻋﺩﻡ ﺍﻻﻫﺘﻤﺎﻡ ﺒﺎﻟﻭﻗﺕ ﻟﺩﻯ ﺍﻟﻌﺭﺏ‬ ‫ﺭﻓﺽ ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﻌﺩﻤﻴﺔ ﻭ ﻗﺒﻭل ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﺒﺩﻴﻠﺔ " ﻴﺸﻌﺭ ﺍﻟﻌﺎﻤﻠﻭﻥ‬
‫ﻋﻤﻭﻤﺎ‪.‬‬ ‫ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ ﺒﺩﺭﺠﺔ ﻤﺭﺘﻔﻌﺔ ﻤﻥ ﺘﺠﻨﺏ‬
‫* ﻓﺭﻀﻴﺎﺕ ﺍﻟﻤﺤﻭﺭ ﺍﻟﺜﺎﻟﺙ‪:‬‬ ‫ﺍﻟﻤﺠﻬﻭل‪ ،‬ﺍﻤﺎ ﺒﺎﻟﻨﺴﺒﺔ ﻟﻠﻔﺭﻀﻴﺔ ﺍﻟﺭﺍﺒﻌﺔ ﻓﻨﻼﺤﻅ ﺍﻥ ﻗﻴﻤﺔ ﻤﺴﺘﻭﻯ‬
‫ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﺨﺎﻤﺴﺔ‪ :‬ﻻ ﻴﻤﻴل ﺍﻟﻌﺎﻤﻠﻭﻥ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ‬ ‫ﺍﻟﺩﻻﻟﺔ ﻜﺎﻨﺕ ﺍﻋﻠﻰ ﻤﻥ ‪ ،(0.828) 0.05‬ﻜﻤﺎ ﺍﻥ ﺍﻟﻨﺴﺒﺔ ﺍﻟﻔﻌﻠﻴﺔ‬
‫ﺍﻷﺭﺩﻨﻴﺔ ﺍﻟﻰ ﺍﻟﺠﻤﺎﻋﻴﺔ ﻓﻲ ﺍﻻﺩﺍﺀ‪.‬‬ ‫)‪ (0.52‬ﺍﻋﻠﻰ ﻤﻥ ﺍﻟﻨﺴﺒﺔ ﺍﻻﺨﺘﺒﺎﺭﻴﺔ )‪ ،(0.50‬ﻟﺫﺍ ﺘﻜﻭﻥ ﻗﺎﻋﺩﺓ‬
‫ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﺴﺎﺩﺴﺔ‪ :‬ﻻ ﻴﻤﻴل ﺍﻟﻌﺎﻤﻠﻭﻥ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ‬ ‫ﺍﻟﻘﺭﺍﺭ ﻗﺒﻭل ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﻌﺩﻤﻴﺔ ﻭﻫﻲ "ﻻ ﻴﺸﻌﺭ ﺍﻟﻌﺎﻤﻠﻭﻥ ﻓﻲ‬
‫ﺍﻷﺭﺩﻨﻴﺔ ﺍﻟﻰ ﺍﻟﻔﺭﺩﻴﺔ ﻓﻲ ﺍﻻﺩﺍﺀ‪.‬‬ ‫ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ ﺒﺩﺭﺠﺔ ﻤﻨﺨﻔﻀﺔ ﻤﻥ ﺘﺠﻨﺏ‬
‫ﺠﺩﻭل ﺭﻗﻡ )‪ :(9‬ﻨﺘﺎﺌﺞ ﺍﺨﺘﺒﺎﺭ "ﺫﺍﺕ ﺍﻟﺤﺩﻴﻥ" ﻟﻠﻤﺤﻭﺭ ﺍﻟﺜﺎﻟﺙ‬

‫ﺍﻟﻨﺴﺒﺔ ﺍﻟﻜﻠﻴﺔ ﻟﻠﺭﺃﻱ ﻗﻠﻴل‬
‫ﺍﻟﻨﺘﻴﺠﺔ‬ ‫‪sig‬‬ ‫ﺍﻟﻔﺭﻀﻴﺎﺕ‬
‫ﺍﻟﺘﺄﻴﻴﺩ‪ /‬ﺍﻟﻤﺠﻤﻭﻋﺔ ﺍﻻﻭﻟﻰ‬
‫ﺨﺎﻤﺴﺎ‪:‬‬
‫‪ :H0‬ﻻﻴﻤﻴل ﺍﻟﻌﺎﻤﻠﻭﻥ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ ﺍﻟﻰ ﺍﻟﺠﻤﺎﻋﻴﺔ‬
‫ﻨﺭﻓﺽ ‪H0‬‬
‫‪0.19‬‬ ‫‪0.000‬‬ ‫ﻓﻲ ﺍﻻﺩﺍﺀ‪.‬‬
‫‪ :H1‬ﻴﻤﻴل ﺍﻟﻌﺎﻤﻠﻭﻥ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ ﺍﻟﻰ ﺍﻟﺠﻤﺎﻋﻴﺔ‬
‫ﻓﻲ ﺍﻻﺩﺍﺀ‬
‫ﺴﺎﺩﺴﺎ‪:‬‬
‫‪ :H0‬ﻻﻴﻤﻴل ﺍﻟﻌﺎﻤﻠﻭﻥ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ ﺍﻟﻰ ﺍﻟﻔﺭﺩﻴﺔ‬
‫ﻨﻘﺒل ‪H0‬‬
‫‪0.87‬‬ ‫‪0.000‬‬ ‫ﻓﻲ ﺍﻻﺩﺍﺀ‪.‬‬
‫ﻭﻨﺭﻓﺽ ‪H1‬‬
‫‪ :H1‬ﻴﻤﻴل ﺍﻟﻌﺎﻤﻠﻭﻥ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ ﺍﻟﻰ ﺍﻟﻔﺭﺩﻴﺔ‬
‫ﻓﻲ ﺍﻻﺩﺍﺀ‪.‬‬
‫‪-349-‬‬
‫ﺍﻻﺩﺍﺀ "‪.‬ﻭﻫﺫﺍ ﻴﺩل ﻋﻠﻰ ﻤﻴل ﺃﻓﺭﺍﺩ ﺍﻟﻌﻴﻨﺔ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ‬ ‫ﺘﺸﻴﺭ ﺍﻟﻤﻌﻁﻴﺎﺕ ﻓﻲ ﺍﻟﺠﺩﻭل )‪ (9‬ﺍﻥ ﻗﻴﻤﺔ ﻤﺴﺘﻭﻯ ﺍﻟﺩﻻﻟﺔ‬
‫ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ ﻨﺤﻭ ﺍﻟﺠﻤﺎﻋﻴﺔ ﻭﺍﺒﺘﻌﺎﺩﻫﻡ ﻋﻥ ﺍﻟﻔﺭﺩﻴﺔ‪ ،‬ﻭﺫﻟﻙ‬ ‫ﻟﻠﻔﺭﻀﻴﺔ ﺍﻟﺨﺎﻤﺴﺔ ﻜﺎﻨﺕ ‪ 0.000‬ﻭﻫﻲ ﺍﻗل ﻤﻥ ‪ ،0.05‬ﻜﻤﺎ‬
‫ﻴﺭﺘﺒﻁ ﻭﺘﺸﺨﻴﺹ ﺍﻟﻭﺍﻗﻊ ﺍﻟﻌﺸﺎﺌﺭﻯ ﻟﻠﻤﺠﺘﻤﻊ ﺍﻻﺭﺩﻨﻲ ﺍﻟﺫﻱ‬ ‫ﺍﻥ ﺍﻟﻨﺴﺒﺔ ﺍﻟﻜﻠﻴﺔ ﻟﻠﺭﺍﻱ ﻗﻠﻴﻠﺔ ﺍﻟﺘﺎﻴﻴﺩ ‪ 0.19‬ﻭﻫﻲ ﺍﻗل ﻤﻥ‬
‫ﻴﻌﺘﺯ ﺒﺎﻟﻌﻼﻗﺎﺕ ﻭﺍﻟﺭﻭﺍﺒﻁ ﺍﻻﺠﺘﻤﺎﻋﻴﺔ ﻭﺍﻻﻁﺭ ﻭﺍﻟﺼﺩﺍﻗﺎﺕ‬ ‫ﺍﻟﻨﺴﺒﺔ ﺍﻻﺨﺘﺒﺎﺭﻴﺔ ‪ ،0.50‬ﺍﻻﻤﺭ ﺍﻟﺫﻱ ﻴﺅﺩﻱ ﺍﻟﻰ ﻗﺒﻭل‬
‫ﺍﻟﻌﺎﺌﻠﻴﺔ ﻤﻥ ﻭﺠﻬﺔ ﻨﻅﺭ ﺍﻟﺒﺎﺤﺙ‪.‬‬ ‫ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﺒﺩﻴﻠﺔ " ﻴﻤﻴل ﺍﻟﻌﺎﻤﻠﻭﻥ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ‬
‫* ﻓﺭﻀﻴﺎﺕ ﺍﻟﻤﺤﻭﺭ ﺍﻟﺭﺍﺒﻊ‪:‬‬ ‫ﺍﻷﺭﺩﻨﻴﺔ ﺍﻟﻰ ﺍﻟﺠﻤﺎﻋﻴﺔ ﻓﻲ ﺍﻻﺩﺍﺀ‪ ،‬ﺒﻴﻨﻤﺎ ﻟﻡ ﻴﺘﺤﻘﻕ ﺍﺤﺩ ﺸﺭﻁﻲ‬
‫ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﺴﺎﺒﻌﺔ‪ :‬ﻻ ﻴﻤﻴل ﺍﻟﻌﺎﻤﻠﻭﻥ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ‬ ‫ﺍﺨﺘﺒﺎﺭ ﺫﺍﺕ ﺍﻟﺤﺩﻴﻥ ﻓﻲ ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﺴﺎﺩﺴﺔ ﺤﻴﺙ ﻜﺎﻨﺕ ﺍﻟﻨﺴﺒﺔ‬
‫ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ ﺍﻟﻰ ﺍﻟﺫﻜﻭﺭﻴﺔ ﻓﻲ ﺍﻻﺩﺍﺀ‪.‬‬ ‫ﺍﻟﻔﻌﻠﻴﺔ )‪ (0.87‬ﻭﻫﻲ ﺍﻋﻠﻰ ﻤﻥ ﺍﻟﻨﺴﺒﺔ ﺍﻻﺨﺘﺒﺎﺭﻴﺔ )‪،(0.50‬‬
‫ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﺜﺎﻤﻨﺔ‪ :‬ﻻ ﻴﻤﻴل ﺍﻟﻌﺎﻤﻠﻭﻥ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ‬ ‫ﻟﺫﺍ ﺘﻜﻭﻥ ﻗﺎﻋﺩﺓ ﺍﻟﻘﺭﺍﺭ ﻗﺒﻭل ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﻌﺩﻤﻴﺔ ﻭﻫﻲ " ﻻ ﻴﻤﻴل‬
‫ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ ﺍﻟﻰ ﺍﻻﻨﺜﻭﻴﺔ ﻓﻲ ﺍﻻﺩﺍﺀ‪.‬‬ ‫ﺍﻟﻌﺎﻤﻠﻭﻥ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ ﺍﻟﻰ ﺍﻟﻔﺭﺩﻴﺔ ﻓﻲ‬
‫ﺠﺩﻭل ﺭﻗﻡ )‪ :(10‬ﻨﺘﺎﺌﺞ ﺍﺨﺘﺒﺎﺭ ﺫﺍﺕ ﺍﻟﺤﺩﻴﻥ ﻟﻠﻤﺤﻭﺭ ﺍﻟﺭﺍﺒﻊ‬

‫ﺴﺎﺒﻌﺎ‪:‬‬
‫ﻨﺭﻓﺽ‬ ‫‪ :H0‬ﻻﻴﻤﻴل ﺍﻟﻌﺎﻤﻠﻭﻥ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ ﺍﻟﻰ‬
‫‪H0‬‬ ‫‪0.36‬‬ ‫‪0.017‬‬ ‫ﺍﻟﺫﻜﻭﺭﻴﺔ ﻓﻲ ﺍﻻﺩﺍﺀ‬
‫ﻭﻨﻘﺒل ‪H1‬‬ ‫‪ :H1‬ﻴﻤﻴل ﺍﻟﻌﺎﻤﻠﻭﻥ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ ﺍﻟﻰ ﺍﻟﺫﻜﻭﺭﻴﺔ‬
‫ﻓﻲ ﺍﻻﺩﺍﺀ‬
‫ﺜﺎﻤﻨﺎ‪:‬‬
‫ﻨﻘﺒل ‪H0‬‬ ‫‪ :H0‬ﻻﻴﻤﻴل ﺍﻟﻌﺎﻤﻠﻭﻥ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ ﺍﻟﻰ ﺍﻻﻨﺜﻭﻴﺔ‬
‫ﻭﻨﺭﻓﺽ‬ ‫‪0.79‬‬ ‫‪0.000‬‬ ‫ﻓﻲ ﺍﻻﺩﺍﺀ‪.‬‬
‫‪H1‬‬ ‫‪ :H1‬ﻴﻤﻴل ﺍﻟﻌﺎﻤﻠﻭﻥ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ ﺍﻟﻰ ﺍﻻﻨﺜﻭﻴﺔ‬
‫ﻓﻲ ﺍﻻﺩﺍﺀ‪.‬‬
‫)‪ (0.79‬ﻭﻫﻲ ﺍﻋﻠﻰ ﻤﻥ ﺍﻟﻨﺴﺒﺔ ﺍﻻﺨﺘﺒﺎﺭﻴﺔ )‪ ،(0.50‬ﻟﺫﺍ ﻨﻘﺒل‬ ‫ﺘﺒﻴﻥ ﺍﻟﻤﻌﻁﻴﺎﺕ ﺍﻻﺤﺼﺎﺌﻴﺔ ﺍﻟﻭﺍﺭﺩﺓ ﻓﻲ ﺍﻟﺠﺩﻭل )‪ ،(10‬ﺍﻥ ﻗﻴﻤﺔ‬
‫ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﻌﺩﻤﻴﺔ ﻭﻫﻲ" ﻻ ﻴﻤﻴل ﺍﻟﻌﺎﻤﻠﻭﻥ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ‬ ‫‪ SIG‬ﻜﺎﻨﺕ ﺍﻗل ﻤﻥ ‪ 0.05‬ﻓﻲ ﺍﻟﻔﺭﻀﻴﺔ ﺍﻻﻭﻟﻰ ﻭﻫﻲ ‪،0.017‬‬
‫ﺍﻷﺭﺩﻨﻴﺔ ﺍﻟﻰ ﺍﻻﻨﺜﻭﻴﺔ ﻓﻲ ﺍﻻﺩﺍﺀ‪ .‬ﻭﻫﺫﺍ ﻴﺩل ﻋﻠﻰ ﺍﻥ ﺍﻻﺩﺍﺭﺓ ﻓﻲ‬ ‫ﻜﻤﺎ ﺍﻥ ﺍﻟﻨﺴﺒﺔ ﺍﻟﻔﻌﻠﻴﺔ ﻟﻠﻤﺴﺘﻭﻯ ﺍﻻﻭل ﻫﻲ )‪ ،(0.36‬ﻭﻫﻲ ﺍﻗل ﻤﻥ‬
‫ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ ﺘﻌﻁﻲ ﻅﻬﻭﺭﺍ ﻟﻠﺫﻜﻭﺭ ﻓﻲ ﺍﻟﻤﺴﺘﻭﻴﺎﺕ‬ ‫ﺍﻟﻨﺴﺒﺔ ﺍﻻﺨﺘﺒﺎﺭﻴﺔ ‪ ،0.50‬ﻭﺍﺴﺘﻨﺎﺩﺍ ﺍﻟﻰ ﺫﻟﻙ ﻓﺎﻨﻪ ﻴﻨﺒﻐﻲ ﺭﻓﺽ‬
‫ﺍﻻﺩﺍﺭﻴﺔ ﺍﻟﻌﻠﻴﺎ ﻭﺍﻟﻭﺴﻁﻰ ﻋﻠﻰ ﺤﺴﺎﺏ ﺍﻻﻨﺎﺙ‪.‬‬ ‫ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﻌﺩﻤﻴﺔ ﻭﻗﺒﻭل ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﺒﺩﻴﻠﺔ ﺍﻟﺘﻲ ﺘﻨﺹ ﻋﻠﻰ " ﻴﻤﻴل‬
‫* ﻓﺭﻀﻴﺔ ﺍﻟﻤﺤﻭﺭ ﺍﻟﺨﺎﻤﺱ ‪:‬‬ ‫ﺍﻟﻌﺎﻤﻠﻭﻥ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ ﺍﻟﻰ ﺍﻟﺫﻜﻭﺭﻴﺔ ﻓﻲ‬
‫ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﺘﺎﺴﻌﺔ‪ :‬ﻻ ﺘﻭﺠﺩ ﻟﺩﻯ ﺍﻻﻓﺭﺍﺩ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ‬ ‫ﺍﻻﺩﺍﺀ"‪ .‬ﻭﻤﻥ ﻨﺘﺎﺌﺞ ﺍﺨﺘﺒﺎﺭ ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﺜﺎﻤﻨﺔ ﻨﻼﺤﻅ ﺍﻨﻪ ﻟﻡ ﻴﺘﺤﻘﻕ‬
‫ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ ﻨﻅﺭﺓ ﻁﻭﻴﻠﺔ ﺍﻻﺠل ﻨﺤﻭ ﺍﻟﻤﺴﺘﻘﺒل‪.‬‬ ‫ﺍﺤﺩ ﺸﺭﻁﻲ ﺍﺨﺘﺒﺎﺭ ﺫﺍﺕ ﺍﻟﺤﺩﻴﻥ‪ ،‬ﺤﻴﺙ ﻜﺎﻨﺕ ﺍﻟﻨﺴﺒﺔ ﺍﻟﻔﻌﻠﻴﺔ‬
‫‪-350-‬‬
‫ﺍﻟﺠﺩﻭل ﺭﻗﻡ )‪ :(11‬ﻨﺘﺎﺌﺞ ﺍﺨﺘﺒﺎﺭ ﺫﺍﺕ ﺍﻟﺤﺩﻴﻥ ﻟﻠﻤﺤﻭﺭ ﺍﻟﺨﺎﻤﺱ‬

‫ﺘﺎﺴﻌﺎ‪:‬‬
‫ﻨﻘﺒل ‪H0‬‬ ‫‪:H0‬ﻻ ﺘﻭﺠﺩ ﻟﺩﻯ ﺍﻻﻓﺭﺍﺩ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ ﻨﻅﺭﺓ‬
‫ﻭﻨﺭﻓﺽ‬ ‫‪0.58‬‬ ‫‪0.193‬‬ ‫ﻁﻭﻴﻠﺔ ﺍﻻﺠل ﻨﺤﻭ ﺍﻟﻤﺴﺘﻘﺒل‪.‬‬
‫‪H1‬‬ ‫‪:H1‬ﺘﻭﺠﺩ ﻟﺩﻯ ﺍﻻﻓﺭﺍﺩ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ ﻨﻅﺭﺓ‬
‫ﻁﻭﻴﻠﺔ ﺍﻻﺠل ﻨﺤﻭ ﺍﻟﻤﺴﺘﻘﺒل‪.‬‬
‫ﺍﻻﺠل ﻨﺤﻭ ﺍﻟﻤﺴﺘﻘﺒل ﻟﺩﻯ ﺍﻻﻓﺭﺍﺩ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ‬ ‫ﻴﻼﺤﻅ ﻤﻥ ﺨﻼل ﻨﺘﺎﺌﺞ ﺍﺨﺘﺒﺎﺭ ﺫﺍﺕ ﺍﻟﺤﺩﻴﻥ ﻓﻲ ﺍﻟﺠﺩﻭل‬
‫ﺍﻷﺭﺩﻨﻴﺔ ﻴﻤﻜﻥ ﺍﻥ ﻨﺭﺒﻁﻪ ﻤﻊ ﺍﺭﺘﻔﺎﻉ ﻤﺅﺸﺭ ﺘﺠﻨﺏ ﺍﻟﻤﺠﻬﻭل‬ ‫)‪ ،(11‬ﺍﻥ ﻗﻴﻤﺔ ﻤﺴﺘﻭﻯ ﺍﻟﺩﻻﻟﺔ ﻜﺎﻨﺕ ‪ 0.193‬ﻭﻫﻲ ﺍﻋﻠﻰ ﻤﻥ‬
‫ﺍﻟﺫﻱ ﺘﻤﺕ ﺍﻻﺸﺎﺭﺓ ﺍﻟﻴﻪ ﻤﺴﺒﻘﺎ ﺍﻻﻤﺭ ﺍﻟﺫﻱ ﻴﻌﺯﺯ ﻏﻴﺎﺏ‬ ‫‪ ،0.05‬ﻜﻤﺎ ﺍﻥ ﺍﻟﻨﺴﺒﺔ ﺍﻟﻔﻌﻠﻴﺔ ‪ 0.58‬ﺍﻋﻠﻰ ﻤﻥ ﺍﻟﻨﺴﺒﺔ‬
‫ﺍﻟﺘﺨﻁﻴﻁ ﻭﻗﺼﺭ ﺍﻟﻨﻅﺭ ﻟﻠﻤﺴﺘﻘﺒل ﻨﺘﻴﺠﺔ ﺘﺠﻨﺏ ﺍﻟﻤﺠﻬﻭل‬ ‫ﺍﻻﺨﺘﺒﺎﺭﻴﺔ ‪ ،0.50‬ﻤﻤﺎ ﻴﻠﺯﻡ ﻗﺒﻭل ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﻌﺩﻤﻴﺔ ﺍﻟﺘﻲ‬
‫ﻭﺍﻟﺨﻭﻑ ﻤﻨﻪ ﻭﻋﺩﻡ ﺍﻻﻗﺒﺎل ﻋﻠﻴﻪ‪.‬‬ ‫ﺘﻨﺹ ﻋﻠﻰ ﺍﻨﻪ "‬
‫ﺴﺎﺩﺴﺎ ‪ :‬ﺍﺨﺘﺒﺎﺭ ﺍﻟﺠﺩﺍﻭل ﺍﻟﺘﻘﺎﻁﻌﻴﺔ ‪:‬‬ ‫ﻻ ﺘﻭﺠﺩ ﻟﺩﻯ ﺍﻻﻓﺭﺍﺩ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ‬
‫ﻨﻅﺭﺓ ﻁﻭﻴﻠﺔ ﺍﻻﺠل ﻨﺤﻭ ﺍﻟﻤﺴﺘﻘﺒل"‪ .‬ﺍﻥ ﻏﻴﺎﺏ ﻨﻅﺭﺓ ﻁﻭﻴﻠﺔ‬
‫ﺍﻟﺠﺩﻭل ﺭﻗﻡ )‪ :(12‬ﺍﺨﺘﺒﺎﺭ ﺍﻟﺠﺩﺍﻭل ﺍﻟﺘﻘﺎﻁﻌﻴﺔ ﻟﻤﺘﻐﻴﺭﻱ ﺍﻟﺠﻨﺱ ﻭﺍﻟﻤﺴﺘﻭﻯ ﺍﻻﺩﺍﺭﻱ‬

‫ﺍﻟﻤﺠﻤﻭﻉ‬ ‫ﺍﻻﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ‬ ‫ﺍﻻﺩﺍﺭﺓ ﺍﻟﻭﺴﻁﻰ‬ ‫ﺍﻻﺩﺍﺭﺓ ﺍﻟﺩﻨﻴﺎ‬ ‫ﺍﻟﺒﻴﺎﻥ‬
‫‪66‬‬ ‫‪9‬‬ ‫‪42‬‬ ‫‪15‬‬ ‫ﺍﻟﺫﻜﻭﺭ‪ /‬ﺍﻟﺘﻜﺭﺍﺭ‬
‫‪% 100‬‬ ‫‪% 13.6‬‬ ‫‪%63.6‬‬ ‫‪% 22.7‬‬ ‫ﺍﻟﻨﺴﺒﺔ ﺍﻟﻰ ﺍﻟﺠﻨﺱ‬
‫‪% 77.6‬‬ ‫‪% 75‬‬ ‫‪% 87.5‬‬ ‫‪% 60‬‬ ‫ﺍﻟﻨﺴﺒﺔ ﺍﻟﻰ ﺍﻟﻤﺴﺘﻭﻯ ﺍﻻﺩﺍﺭﻱ‬
‫‪19‬‬ ‫‪3‬‬ ‫‪6‬‬ ‫‪10‬‬ ‫ﺍﻻﻨﺎﺙ ‪ /‬ﺍﻟﺘﻜﺭﺍﺭ‬

‫‪% 100‬‬ ‫‪% 15.8‬‬ ‫‪% 31.6‬‬ ‫‪% 52.6‬‬ ‫ﺍﻟﻨﺴﺒﺔ ﺍﻟﻰ ﺍﻟﺠﻨﺱ‬
‫‪% 22.4‬‬ ‫‪% 25‬‬ ‫‪% 12.5‬‬ ‫‪% 40‬‬ ‫ﺍﻟﻨﺴﺒﺔ ﺍﻟﻰ ﺍﻟﻤﺴﺘﻭﻯ ﺍﻻﺩﺍﺭﻱ‬
‫‪85‬‬ ‫‪12‬‬ ‫‪48‬‬ ‫‪25‬‬ ‫ﺍﻟﻤﺠﻤﻭﻉ )ﺫﻜﻭﺭ ﻭ ﺍﻨﺎﺙ (‬

‫‪% 100‬‬ ‫‪%14.1‬‬ ‫‪% 56.5‬‬ ‫‪% 29.4‬‬ ‫ﺍﻟﻨﺴﺒﺔ ﺍﻟﻰ ﺍﻟﺠﻨﺱ‬
‫‪% 100‬‬ ‫‪% 100‬‬ ‫‪% 100‬‬ ‫‪% 100‬‬ ‫ﺍﻟﻨﺴﺒﺔ ﺍﻟﻰ ﺍﻟﻤﺴﺘﻭﻯ ﺍﻻﺩﺍﺭﻱ‬
‫‪ -1‬ﺸﻜﻠﺕ ﺍﻻﻨﺎﺙ ﻤﺎ ﻨﺴﺒﺘﻪ ‪ 19) %22.4‬ﻤﺸﺎﻫﺩﺓ ( ﻤﻥ‬ ‫ﻴﺒﻴﻥ ﺍﻟﺠﺩﻭل )‪ (12‬ﺍﺨﺘﺒﺎﺭ ﺍﻟﺠﺩﺍﻭل ﺍﻟﺘﻘﺎﻁﻌﻴﺔ ﻟﻤﺘﻐﻴﺭﻱ‬
‫ﺍﺠﻤﺎﻟﻲ ﺍﻓﺭﺍﺩ ﺍﻟﻌﻴﻨﺔ ﺍﻟﺒﺎﻟﻎ ﻋﺩﺩﻫﺎ )‪ 85‬ﻤﺸﺎﻫﺩﺓ (‪ ،‬ﻓﻴﻤﺎ ﺸﻜل‬ ‫ﺍﻟﺠﻨﺱ ﻭﺍﻟﻤﺴﺘﻭﻴﺎﺕ ﺍﻻﺩﺍﺭﻴﺔ‪ ،‬ﻭﺍﻟﻬﺩﻑ ﻤﻨﻪ ﻤﻌﺭﻓﺔ ﻤﺩﻯ ﺘﻭﺍﺠﺩ‬
‫ﺍﻟﺫﻜﻭﺭ ﻤﺎ ﻨﺴﺒﺘﻪ ‪ 66) %77.6‬ﻤﺸﺎﻫﺩﺓ (‪.‬‬ ‫ﺍﻻﻨﺎﺙ ﻓﻲ ﺍﻟﻤﺴﺘﻭﻴﺎﺕ ﺍﻻﺩﺍﺭﻴﺔ ﺍﻟﻤﺨﺘﻠﻔﺔ ﻭﺨﺎﺼﺔ ﺍﻟﻤﺴﺘﻭﻴﺎﺕ‬
‫‪ -2‬ﺸﻜﻠﺕ ﺍﻻﻨﺎﺙ ﻤﺎ ﻨﺴﺒﺘﻪ ‪ %25‬ﻓﻘﻁ ﻤﻥ ﻤﺴﺘﻭﻯ‬ ‫ﺍﻻﺩﺍﺭﻴﺔ ﺍﻟﻌﻠﻴﺎ ﻭﺍﻟﻭﺴﻁﻰ‪ ،‬ﻭﻴﻼﺤﻅ ﻤﻥ ﺍﻟﺠﺩﻭل ﻤﺎ ﻴﻠﻲ ‪:‬‬
‫‪-351-‬‬
‫ﻤﺴﺘﻭﻯ ﺍﻻﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﻫﻡ ﻤﻥ ﺍﻻﻨﺎﺙ‪،‬ﺒﻴﻨﻤﺎ ﺸﻜل ﺍﻟﺫﻜﻭﺭ ﻤﺎ‬ ‫ﺍﻻﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﻭﺒﻭﺍﻗﻊ ‪ 3‬ﺍﻨﺎﺙ‪ ،‬ﻓﻲ ﺤﻴﻥ ﺸﻜل ﺍﻟﺫﻜﻭﺭ ﻤﺎ ﻨﺴﺒﺘﻪ‬
‫ﻨﺴﺒﺘﻪ ‪ % 75‬ﻤﻥ ﻫﺫﺍ ﺍﻟﻤﺴﺘﻭﻯ‪ ،‬ﻭﻋﻠﻰ ﺼﻌﻴﺩ ﺍﻟﻌﻴﻨﺔ ﻤﻥ‬ ‫‪ % 75‬ﻤﻥ ﻤﺴﺘﻭﻯ ﺍﻻﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﻭﺒﻭﺍﻗﻊ ‪ 9‬ﺫﻜﻭﺭ‪.‬‬
‫ﺍﻻﻨﺎﺙ ﻭﺍﻟﺒﺎﻟﻎ ﻋﺩﺩﻫﺎ ‪ 19‬ﻤﻔﺭﺩﺓ‪ ،‬ﺒﻴﻨﺕ ﺍﻟﻨﺘﺎﺌﺞ ﺍﻥ ‪% 15.8‬‬ ‫‪-3‬ﺒﺎﻟﻨﺴﺒﺔ ﻟﻤﺴﺘﻭﻯ ﺍﻻﺩﺍﺭﺓ ﺍﻟﻭﺴﻁﻰ‪ ،‬ﻓﻘﺩ ﺸﻜﻠﺕ ﺍﻻﻨﺎﺙ‬
‫ﻤﻥ ﺍﻻﻨﺎﺙ ﻴﺘﻭﺍﺠﺩﻥ ﻓﻲ ﻤﺴﺘﻭﻯ ﺍﻻﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ‪ ،‬ﺒﻴﻨﻤﺎ ﺘﺘﻭﺍﺠﺩ‬ ‫ﻤﺎ ﻨﺴﺒﺘﻪ ‪ % 12.5‬ﻤﻥ ﻫﺫﺍ ﺍﻟﻤﺴﺘﻭﻯ ﻭﺒﻭﺍﻗﻊ )‪ 6‬ﺍﻨﺎﺙ(‪ ،‬ﻓﻴﻤﺎ‬
‫‪ % 31.6‬ﻤﻨﻬﻥ ﻓﻲ ﻤﺴﺘﻭﻯ ﺍﻻﺩﺍﺭﺓ ﺍﻟﻭﺴﻁﻰ‪ ،‬ﻭ ‪% 52.6‬‬ ‫ﺸﻜل ﺍﻟﺫﻜﻭﺭ ﻤﺎ ﻨﺴﺒﺘﻪ ‪ % 87.5‬ﻤﻥ ﻫﺫﺍ ﺍﻟﻤﺴﺘﻭﻯ ﻭﺒﻭﺍﻗﻊ‬
‫ﻤﻨﻬﻥ ﻓﻲ ﻤﺴﺘﻭﻯ ﺍﻻﺩﺍﺭﺓ ﺍﻟﺩﻨﻴﺎ‪.‬‬ ‫‪ 42‬ﻓﺭﺩﺍ‪.‬‬
‫‪-5‬ﺍﺸﺎﺭﺕ ﺍﺘﺠﺎﻫﺎﺕ ﺍﻓﺭﺍﺩ ﻋﻴﻨﺔ ﺍﻟﺩﺭﺍﺴﺔ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ‬ ‫ﺍﻟﻨﺘﺎﺌﺞ‬
‫ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ ﺍﻟﻰ ﺍﻨﻪ ﻻ ﺘﻭﺠﺩ ﻟﺩﻯ ﻫﺅﻻﺀ ﺍﻻﻓﺭﺍﺩ ﻨﻅﺭﺓ‬ ‫ﻴﻤﻜﻥ ﺘﻠﺨﻴﺹ ﺍﻫﻡ ﺍﻟﻨﺘﺎﺌﺞ ﺍﻟﺘﻰ ﺘﻭﺼﻠﺕ ﺍﻟﻴﻬﺎ ﺍﻟﺩﺭﺍﺴﺔ‬
‫ﻁﻭﻴﻠﺔ ﺍﻻﺠل ﻨﺤﻭ ﺍﻟﻤﺴﺘﻘﺒل‪.‬ﻨﺴﺘﺨﻠﺹ ﻤﻥ ﺍﻟﻨﺘﺎﺌﺞ ﺍﻟﺴﺎﺒﻘﺔ ﺍﻥ‬ ‫ﺒﺎﻻﺘﻲ ‪:‬‬
‫ﺘﺒﺎﻋﺩ ﺍﻟﻨﻔﻭﺫ ﺍﻟﻭﻅﻴﻔﻲ ﻴﻌﻜﺱ ﺍﻟﺴﻤﺎﺕ ﻭﺍﻟﺘﻁﺒﻴﻘﺎﺕ ﺍﻟﻌﺎﻤﺔ‬ ‫‪-1‬ﻴﺸﻌﺭ ﺍﻟﻌﺎﻤﻠﻭﻥ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ‬
‫ﻟﻼﺩﺍﺭﺓ ﺍﻟﻌﺭﺒﻴﺔ ﺍﻟﻤﺘﻤﺜﻠﺔ ﺒﺎﻟﻤﺭﻜﺯﻴﺔ‪ ،‬ﻭﻋﺩﻡ ﺘﻔﻭﻴﺽ‬ ‫ﺒﺩﺭﺠﺔ ﻤﺭﺘﻔﻌﺔ ﻤﻥ ﺘﺒﺎﻋﺩ ﺍﻟﻨﻔﻭﺫ ﺍﻟﻭﻅﻴﻔﻲ ) ‪high- power‬‬
‫ﺍﻟﺼﻼﺤﻴﺎﺕ‪ ،‬ﻭﻭﺠﻭﺩ ﺍﻟﺘﺒﺎﻋﺩ ﻓﻲ ﺍﻟﻨﻔﻭﺫ ﺍﻟﻭﻅﻴﻔﻲ‪ ،‬ﻭﻫﻭ ﻤﺎ‬ ‫‪ (distance‬ﺤﻴﺙ ﺘﺒﺭﺯ ﺍﻟﻤﺭﻜﺯﻴﺔ ﻭﺍﻟﻘﺎﻋﺩﻴﺔ ﻭﺍﻟﻬﺭﻤﻴﺔ ﻓﻲ ﻫﺫﻩ‬
‫ﻴﺘﻔﻕ ﻤﻊ ﻨﺘﺎﺌﺞ ﺩﺭﺍﺴﺔ )‪ (Alhelsi, 2004‬ﺍﻟﺘﻲ ﺒﻴﻨﺕ ﻭﺠﻭﺩ‬ ‫ﺍﻟﻤﺼﺎﺭﻑ‪ ،‬ﻜﻤﺎ ﺍﻥ ﻫﻨﺎﻙ ﺘﺒﺎﻋﺩﹰﺍ ﻓﻲ ﺍﻟﻤﺭﺍﻜﺯ ﺍﻟﻭﻅﻴﻔﻴﺔ ﺒﻴﻥ‬
‫ﺘﺒﺎﻋﺩ ﻓﻲ ﺍﻟﻨﻔﻭﺫ ﺍﻟﻭﻅﻴﻔﻲ ﻟﻼﺩﺍﺭﺓ ﻓﻲ ﺍﻟﺴﻠﻁﺔ ﺍﻟﻭﻁﻨﻴﺔ‬ ‫ﺍﻟﺭﺌﻴﺱ ﻭﺍﻟﻤﺭﺅﻭﺱ‪ ،‬ﻭﻴﻼﺤﻅ ﺒﺭﻭﺯ ﺍﻟﺴﻠﻁﺔ ﻭﺍﻟﻤﻨﺼﺏ ﺩﺍﺨل‬
‫ﺍﻟﻔﻠﺴﻁﻴﻨﻴﺔ‪ ،‬ﻜﻤﺎ ﺘﻠﺘﻘﻲ ﻤﻊ ﺩﺭﺍﺴﺔ )‪(Alrasheed, 1994, A‬‬ ‫ﻫﺫﻩ ﺍﻟﺒﻨﻭﻙ‪ ،‬ﻓﻲ ﺤﻴﻥ ﻟﻡ ﻴﺸﻌﺭ ﻫﺅﻻﺀ ﺍﻟﻌﺎﻤﻠﻭﻥ ﺒﺩﺭﺠﺔ‬
‫ﺍﻟﺘﻲ ﺍﺸﺎﺭﺕ ﺍﻟﻰ ﻭﺠﻭﺩ ﺍﻟﺴﻠﻁﺔ ﻭﺍﻟﻨﻔﻭﺫ ﺍﻟﻭﻅﻴﻔﻲ ﻓﻲ ﺍﻟﺒﻨﻭﻙ‬ ‫ﻤﻨﺨﻔﻀﺔ ﻤﻥ ﺘﺒﺎﻋﺩ ﺍﻟﻨﻔﻭﺫ ﺍﻟﻭﻅﻴﻔﻲ ﻭﺍﻟﺘﻲ ﺘﻌﻜﺱ ﺒﺎﺒﻌﺎﺩ‬
‫ﺍﻷﺭﺩﻨﻴﺔ‪ .‬ﻭﺒﺎﻟﻨﺴﺒﺔ ﻻﺭﺘﻔﺎﻉ ﺘﺠﻨﺏ ﺍﻟﻤﺠﻬﻭل ﻓﺎﻨﻪ ﻴﺎﺘﻲ ﻨﺘﻴﺠﺔ‬ ‫ﺍﻟﻼﻤﺭﻜﺯﻴﺔ ﻭﺘﻔﻭﻴﺽ ﺍﻟﺼﻼﺤﻴﺎﺕ‪.‬‬
‫ﺍﻟﻘﺎﻋﺩﻴﺔ ﻭﺍﻟﻬﺭﻤﻴﺔ ﻓﻲ ﺍﻟﺘﻨﻅﻴﻡ ﺍﻟﻌﺭﺒﻲ‪ ،‬ﻓﻜﻠﻤﺎ ﻜﺎﻨﺕ ﻫﻨﺎﻙ‬ ‫‪-2‬ﻴﺸﻌﺭ ﺍﻟﻌﺎﻤﻠﻭﻥ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ‬
‫ﻗﻭﺍﻋﺩ ﻭﺍﺠﺭﺍﺀﺍﺕ ﻜﺜﻴﺭﺓ ﻓﻲ ﺍﻟﺘﻨﻅﻴﻡ ﺯﺍﺩ ﺘﺠﻨﺏ ﺍﻻﻓﺭﺍﺩ ﻓﻴﻪ‬ ‫ﺒﺩﺭﺠﺔ ﻤﺭﺘﻔﻌﺔ ﻤﻥ ﺤﻴﺙ ﺘﺠﻨﺏ ﺍﻟﻤﺠﻬﻭل ) ‪high‬‬
‫ﻟﻠﻤﺠﻬﻭل‪ ،‬ﻭﻫﻭ ﻤﺎ ﻴﻤﻜﻥ ﺍﻥ ﻴﻔﺴﺭ ﺤﺴﺏ ﺭﺍﻱ ﺍﻟﺒﺎﺤﺙ ﺍﺴﺒﺎﺏ‬ ‫‪ ،( uncertainty avoidance‬ﻓﺎﻓﺭﺍﺩ ﺍﻟﻌﻴﻨﺔ ﻟﺩﻴﻬﻡ ﺘﺠﻨﺏ‬
‫ﻀﻌﻑ ﺍﻟﺨﻠﻕ ﻭﺍﻻﺒﺩﺍﻉ ﻓﻲ ﺍﻻﺩﺍﺭﺓ ﺍﻟﻌﺭﺒﻴﺔ ﺍﻟﻤﺼﺭﻴﺔ ﻜﻤﺎ ﻓﻲ‬ ‫ﻤﺭﺘﻔﻊ ﻟﻠﻤﺠﻬﻭل‪.‬‬
‫ﺩﺭﺍﺴﺔ )‪ ،(Mustafa, 2005‬ﻭ ﻴﻔﺴﺭ ﻭﻴﺒﺭﺭ ﻜﺫﻟﻙ ﻋﺩﻡ‬ ‫‪-3‬ﻴﻤﻴل ﺍﻟﻌﺎﻤﻠﻭﻥ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ ﺍﻟﻰ‬
‫ﺍﻫﺘﻤﺎﻡ ﺍﻟﻌﺭﺏ ﺒﺎﻟﻭﻗﺕ ﻓﻲ ﺩﺭﺍﺴﺘﻲ )‪(Dadfar, 1993‬‬ ‫ﺍﻟﺠﻤﺎﻋﻴﺔ ﻓﻲ ﺍﻻﺩﺍﺀ‪ ،‬ﻭﻻ ﻴﻤﻴﻠﻭﻥ ﺍﻟﻰ ﺍﻟﻔﺭﺩﻴﺔ‪ ،‬ﺤﻴﺙ ﻓﻀل‬
‫ﻭ)ﺍﻟﻌﻜﺎﻴﻠﺔ‪.(1986 ،‬‬ ‫ﺍﻓﺭﺍﺩ ﻋﻴﻨﺔ ﺍﻟﺩﺭﺍﺴﺔ ﺍﻟﻌﻤل ﺍﻟﺠﻤﺎﻋﻲ ﺍﻟﺫﻱ ﻴﺘﻁﻠﺏ ﺍﺠﺭﺍﺀ‬
‫ﺍﻥ ﻤﻨﺤﻰ ﺍﻻﻓﺭﺍﺩ ﻨﺤﻭ ﺍﻟﺠﻤﺎﻋﻴﺔ ﻓﻲ ﺍﻻﺩﺍﺀ ﻴﺘﻔﻕ ﻤﻊ‬ ‫ﺍﻟﻤﺯﻴﺩ ﻤﻥ ﺍﻟﻌﻼﻗﺎﺕ ﺍﻻﺠﺘﻤﺎﻋﻴﺔ ﻭﺍﻟﻌﻤل ﺒﺭﻭﺡ ﺍﻟﻔﺭﻴﻕ ﺍﻟﻭﺍﺤﺩ‪،‬‬
‫ﺩﺭﺍﺴﺔ )‪ (Hickson & Pugh, 1996‬ﻭﺍﻟﺘﻲ ﺒﻴﻨﺕ ﺍﻥ‬ ‫ﻭﺍﻟﻌﻤل ﺍﻟﺫﻱ ﻻﻴﺘﻁﻠﺏ ﺍﻟﻌﺯﻟﺔ ﻭﺍﻻﻨﻔﺭﺍﺩ‪،‬ﻓﻘﺩ ﺠﺎﺀﺕ ﻤﺅﺸﺭﺍﺕ‬
‫ﺍﻟﻌﺭﺏ ﻴﻤﻴﻠﻭﻥ ﺍﻟﻰ ﺍﻟﺠﻤﺎﻋﻴﺔ ﻭﺘﻜﻭﻴﻥ ﺍﻟﻠﺠﺎﻥ ﻭﺍﻻﺠﺘﻤﺎﻋﺎﺕ‬ ‫ﻤﺘﻐﻴﺭ ﺍﻟﺠﻤﺎﻋﻴﺔ ﺒﻭﺴﻁ ﺤﺴﺎﺒﻲ )‪ (2.87‬ﻭﺒﺘﻘﺩﻴﺭ )ﻓﻲ ﺍﻏﻠﺏ‬
‫ﺍﻟﻌﺎﻤﺔ ﻭﺍﻟﺭﻏﺒﺔ ﺒﺎﻻﺘﺼﺎل ﻤﻊ ﺍﻻﺨﺭﻴﻥ‪ ،‬ﻜﻤﺎ ﺘﺘﻔﻕ ﻤﻊ ﺩﺭﺍﺴﺔ‬ ‫ﺍﻻﺤﻴﺎﻥ(‪ ،‬ﺒﻴﻨﻤﺎ ﺠﺎﺀﺕ ﻤﺅﺸﺭﺍﺕ ﻤﺘﻐﻴﺭ ﺍﻟﻔﺭﺩﻴﺔ ﺒﻭﺴﻁ ﺤﺴﺎﺒﻲ‬
‫)‪ (Alfaleh, 1987‬ﺍﻟﺘﻲ ﺍﺸﺎﺭﺕ ﺍﻟﻰ ﺍﻫﻤﻴﺔ ﺍﻻﻁﺭ‬ ‫)‪ (1.80‬ﻭﺒﺘﻘﺩﻴﺭ )ﻓﻲ ﺒﻌﺽ ﺍﻻﺤﻴﺎﻥ (‪.‬‬
‫ﺍﻻﺠﺘﻤﺎﻋﻴﺔ ﻭﺭﻭﺍﺒﻁ ﺍﻟﻘﺭﺍﺒﺔ ﻭﺍﻟﻨﺴﺏ ﻭﻤﺤﺎﺒﺎﺓ ﺍﻻﻗﺭﺒﺎﺀ ﻓﻲ‬ ‫‪-4‬ﻴﻤﻴل ﺍﻟﻌﺎﻤﻠﻭﻥ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ ﺍﻟﻰ‬
‫ﺍﻻﺩﺍﺭﺓ ﺍﻷﺭﺩﻨﻴﺔ‪ ،‬ﻭﻫﻭ ﻤﺎ ﻴﺘﻔﻕ ﺍﻴﻀﺎ ﻤﻊ ﺭﺍﻱ ﺍﻟﺒﺎﺤﺙ‪ .‬ﻜﻤﺎ‬ ‫ﺍﻟﺫﻜﻭﺭﻴﺔ‪ /‬ﺍﻟﺼﺭﺍﻤﺔ‪ ،‬ﻭﻻ ﻴﻤﻴﻠﻭﻥ ﺍﻟﻰ ﺍﻷﻨﺜﻭﻴﺔ‪ /‬ﺍﻟﻠﻴﻭﻨﺔ‪ ،‬ﺒﻤﻌﻨﻰ‬
‫ﻴﺘﻀﺢ ﻤﻥ ﺨﻼل ﻤﺅﺸﺭ ﺍﻟﺫﻜﻭﺭﻴﺔ ﻓﻲ ﺍﻻﺩﺍﺀ ﺍﻥ ﻫﻨﺎﻙ‬ ‫ﺍﻥ ﺍﻟﺘﻨﻅﻴﻡ ﺍﻟﻌﺭﺒﻲ ﻴﻌﻁﻲ ﻅﻬﻭﺭﺍ ﺍﻜﺒﺭ ﻟﻠﺫﻜﻭﺭ ﻋﻠﻰ ﺤﺴﺎﺏ‬
‫ﻤﺤﺩﻭﺩﻴﺔ ﻟﺩﻭﺭ ﺍﻻﻨﺎﺙ ﻓﻲ ﺍﻟﻤﻨﻅﻤﺔ ﺍﻟﻌﺭﺒﻴﺔ ﻭﺍﻗﺘﺼﺎﺭ ﻫﺫﻩ‬ ‫ﺍﻻﻨﺎﺙ‪ ،‬ﻜﻤﺎ ﻴﻌﻁﻲ ﺍﻟﺫﻜﻭﺭ ﺍﺩﻭﺍﺭﹰﺍ ﺍﻜﺒﺭ ﻓﻲ ﻤﺠﺎﻻﺕ ﺍﻟﻘﻴﺎﺩﺓ‬
‫ﺍﻻﺩﻭﺍﺭ ﻋﻠﻰ ﻤﺴﺘﻭﻯ ﺍﻻﺩﺍﺭﺓ ﺍﻟﺩﻨﻴﺎ ﻭﺍﻟﻭﺴﻁﻰ ﻭﻫﻴﻤﻨﺔ ﺍﻟﺫﻜﻭﺭ‬ ‫ﻭﺍﻟﺴﻴﻁﺭﺓ ﻓﻲ ﺍﻻﺩﺍﺭﺘﻴﻥ ﺍﻟﻌﻠﻴﺎ ﻭﺍﻟﻭﺴﻁﻰ‪ ،‬ﻓﻲ ﺤﻴﻥ ﻻﺘﻌﻁﻰ‬
‫ﻋﻤﻭﻤﺎ ﻋﻠﻰ ﺍﻟﻤﺴﺘﻭﻴﺎﺕ ﺍﻻﺩﺍﺭﻴﺔ ﺍﻟﻌﻠﻴﺎ‪ ،‬ﻭﻫﻭ ﻤﺎ ﺍﻜﺩﺘﻪ ﺩﺭﺍﺴﺔ‬ ‫ﺍﻻﻨﺎﺙ ﻫﺫﻩ ﺍﻻﺩﻭﺍﺭ‪ ،‬ﺍﺫ ﺍﺸﺎﺭﺕ ﺍﻟﻨﺘﺎﺌﺞ ﺍﻟﻰ ﺍﻥ ‪ % 25‬ﻤﻥ‬
‫‪-352-‬‬
‫ﻓﻁﺒﻘﺎ ﻟﺩﺭﺍﺴﺔ ﺍﻟﻌﺎﻟﻡ ﻫﻭﻓﺴﺘﺩ ﺠﺎﺀﺕ ﺍﻟﺩﻭل ﺍﻟﻌﺭﺒﻴﺔ ﻓﻲ‬ ‫)‪ .(Alrasheed, 1994, B‬ﻜﻤﺎ ﺍﻥ ﻏﻴﺎﺏ ﻨﻅﺭﺓ ﻁﻭﻴﻠﺔ‬
‫ﺍﻟﻤﺭﺘﺒﺔ )‪ (27‬ﻤﻥ ﺍﺼل )‪ (53‬ﺩﻭﻟﺔ ﻤﺸﻤﻭﻟﺔ ﻓﻲ ﺍﻟﺒﺤﺙ ﻤﻥ‬ ‫ﺍﻻﺠل ﻨﺤﻭ ﺍﻟﻤﺴﺘﻘﺒل ﻟﺩﻯ ﺍﻻﻓﺭﺍﺩ ﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ‬
‫ﺤﻴﺙ ﺘﺠﻨﺏ ﺍﻟﻤﺠﻬﻭل‪ ،‬ﻓﻌﻠﻰ ﺍﻟﺭﻏﻡ ﻤﻥ ﺍﻥ ﺍﻟﻴﺎﺒﺎﻥ ﺠﺎﺀﺕ ﻓﻲ‬ ‫ﺍﻷﺭﺩﻨﻴﺔ ﻴﻠﺘﻘﻰ ﻤﻊ ﻨﺘﺎﺌﺞ ﺩﺭﺍﺴﺔ )ﺤﻤﺎﻤﻲ ﻭﺍﻟﺸﻴﺦ‪(1995 ،‬‬
‫ﺍﻟﻤﺭﺘﺒﺔ )‪ (7‬ﻤﻥ ﺤﻴﺙ ﺘﺠﻨﺏ ﺍﻟﻤﺠﻬﻭل‪ ،‬ﻭﺒﻤﻌﻨﻰ ﺍﻥ ﺍﻟﻴﺎﺒﺎﻨﻴﻴﻥ‬ ‫ﺍﻟﺘﻲ ﺍﺸﺎﺭﺕ ﺍﻟﻰ ﻏﻤﻭﺽ ﻭﻋﺩﻡ ﻭﻀﻭﺡ ﻓﻲ ﻤﻔﻬﻭﻡ ﺍﻟﺘﺨﻁﻴﻁ‬
‫ﺍﻜﺜﺭ ﺘﺠﻨﺒﺎ ﻟﻠﻤﺠﻬﻭل ﻤﻥ ﺍﻟﻌﺭﺏ‪ ،‬ﺍﻻ ﺍﻥ ﻫﻨﺎﻙ ﺒﻭﻨﺎ ﺸﺎﺴﻌﺎ ﺒﻴﻥ‬ ‫ﺍﻻﺴﺘﺭﺍﺘﻴﺠﻲ‪ ،‬ﻭﻜﺫﻟﻙ ﻤﻊ ﺩﺭﺍﺴﺔ )‪ (Muna, 1980‬ﺍﻟﺘﻲ ﺒﻴﻨﺕ‬
‫ﺍﻟﻔﻜﺭ ﺍﻟﻌﺭﺒﻲ ﻭﺍﻟﻔﻜﺭ ﺍﻟﻴﺎﺒﺎﻨﻲ ﻓﻲ ﺠﺎﻨﺏ ﺍﻻﺒﺩﺍﻉ‪ ،‬ﻓﺎﻟﻌﻘل‬ ‫ﻗﺼﺭ ﺍﻟﻨﻅﺭ ﻟﻠﻤﺴﺘﻘﺒل ﻟﺩﻯ ﺍﻻﺩﺍﺭﺓ ﺍﻟﻌﺭﺒﻴﺔ‪ ،‬ﻭﻴﺭﻯ ﺍﻟﺒﺎﺤﺙ ﺍﻥ‬
‫ﺍﻟﻌﺭﺒﻲ ﻴﺤﻤل ﺍﻟﻜﺜﻴﺭ ﻤﻥ ﺍﻻﻓﻜﺎﺭ ﺍﻻﺒﺘﻜﺎﺭﻴﺔ ﺍﻟﺭﺍﺌﺩﺓ‪ ،‬ﺍﻻﺍﻥ‬ ‫ﺫﻟﻙ ﻴﻤﻴل ﻤﻊ ﺍﻟﻌﻘﻠﻴﺔ ﺍﻟﻌﺭﺒﻴﺔ ﺍﻟﺘﻲ ﺘﻤﻴل ﻋﻤﻭﻤﺎ ﺍﻟﻰ ﺍﻟﺘﻤﺴﻙ‬
‫ﻨﺴﺒﺔ ﻤﺎ ﻴﻁﺒﻕ ﻤﻨﻬﺎ ﻤﺤﺩﻭﺩ ﻟﻠﻐﺎﻴﺔ‪ ،‬ﻭﻏﺎﻟﺒﺎ ﻤﺎ ﻴﻨﺘﻬﻲ ﻋﻨﺩ ﺤﺩﻭﺩ‬ ‫ﺒﺎﻟﺠﻭﺍﻨﺏ ﺍﻟﺘﻘﻠﻴﺩﻴﺔ‪ ،‬ﻭﺍﻻﻋﺘﺯﺍﺯ ﺒﺎﻟﻤﺎﻀﻲ ﻭﺍﻟﻤﻭﺭﻭﺙ ﺍﻟﻘﺩﻴﻡ‬
‫ﺍﻟﻔﻜﺭﺓ‪ ،‬ﻟﺫﺍ ﺘﻭﺼﻲ ﺍﻟﺩﺭﺍﺴﺔ ﺍﻟﻰ ﻀﺭﻭﺭﺓ ﺘﻔﻌﻴل ﺩﻭﺍﺌﺭ ﺍﻟﺒﺤﺙ‬ ‫ﻭﺍﻻﺴﺘﻘﺭﺍﺭ‪ ،‬ﻭﻋﺩﻡ ﺘﻘﺒل ﺍﻟﺘﻐﻴﻴﺭ ﺒﺴﻬﻭﻟﺔ‪.‬‬
‫ﻭﺍﻟﺘﻁﻭﻴﺭ ﻓﻲ ﻜﺎﻓﺔ ﺍﻟﻤﺅﺴﺴﺎﺕ ﻋﻤﻭﻤﺎ ﻭﺘﻘﺒل ﺍﻻﻗﺘﺭﺍﺤﺎﺕ ﻤﻬﻤﺎ‬ ‫ﺍﻟﺘﻭﺼﻴﺎﺕ‬
‫ﻜﺎﻨﺕ‪ ،‬ﻭﺘﻁﺒﻴﻕ ﻤﺎ ﻫﻭ ﺒﻨﺎﺀ ﻭﻓﻌﺎل ﻤﻨﻬﺎ‪.‬‬ ‫ﻓﻲ ﻀﻭﺀ ﻤﺎ ﺘﻭﺼﻠﺕ ﺍﻟﻴﻪ ﺍﻟﺩﺭﺍﺴﺔ ﻤﻥ ﻨﺘﺎﺌﺞ‪ ،‬ﻴﻭﺼﻲ‬
‫‪ -4‬ﻁﺎﻟﻤﺎ ﺍﻥ ﺍﺘﺠﺎﻫﺎﺕ ﺍﻓﺭﺍﺩ ﻋﻴﻨﺔ ﺍﻟﺩﺭﺍﺴﺔ ﺘﻤﻴل ﻨﺤﻭ‬ ‫ﺍﻟﺒﺎﺤﺙ ﺒﻤﺎ ﻴﻠﻲ‪:‬‬
‫ﺍﻟﺠﻤﺎﻋﻴﺔ ﻓﻲ ﺍﻻﺩﺍﺀ‪ ،‬ﻓﻴﻭﺼﻲ ﺍﻟﺒﺎﺤﺙ ﺩﻭﺍﺌﺭ ﺍﻟﺘﻨﻅﻴﻡ ﻭﺍﻟﻨﻅﻡ‬ ‫‪ -1‬ﻀﺭﻭﺭﺓ ﺍﻟﺘﻌﺩﻴل ﻓﻲ ﺍﻟﻔﻜﺭ ﺍﻻﺩﺍﺭﻱ ﺍﻟﻌﺭﺒﻲ‪ ،‬ﻭﻓﻲ‬
‫ﺍﻟﻤﺼﺭﻓﻴﺔ ﻓﻲ ﻫﺫﻩ ﺍﻟﻤﺼﺎﺭﻑ ﺒﺘﺒﻨﻲ ﺍﺴﺎﻟﻴﺏ ﻭﺘﻁﺒﻴﻘﺎﺕ ﺘﻌﺘﻤﺩ‬ ‫ﺍﻟﻌﻘﻠﻴﺔ ﺍﻟﻌﺭﺒﻴﺔ ﻋﻥ ﻁﺭﻴﻕ ﺍﺨﺫ ﺍﻻﺩﺍﺭﺓ ﺒﺄﻫﻤﻴﺔ ﺍﻜﺒﺭ‪ ،‬ﻓﺎﻻﺩﺍﺭﺓ‬
‫ﻋﻠﻰ ﺍﻟﺠﻤﺎﻋﻴﺔ ﻓﻲ ﺍﻻﺩﺍﺀ‪ ،‬ﻭﺘﺸﻜﻴل ﺍﻟﻬﻴﺎﻜل ﺍﻟﺘﻨﻅﻴﻤﻴﺔ ﻋﻠﻰ‬ ‫ﻋﻠﻡ ﺍﻟﺤﻴﺎﺓ ﻭﻓﻨﻬﺎ ﻭﺍﻟﻘﻴﻡ ﺍﻻﺩﺍﺭﻴﺔ ﻫﻲ ﻨﻘﻁﺔ ﺍﻻﻨﻁﻼﻕ ﺍﻟﻰ‬
‫ﺍﺴﺎﺱ ﺍﻟﺠﻤﺎﻋﻴﺔ‪ ،‬ﻭﺒﻤﺎ ﻴﻘﻭﻱ ﺍﻟﻨﺴﻴﺞ ﺍﻻﺠﺘﻤﺎﻋﻲ‪ ،‬ﻭﺭﻭﺡ‬ ‫ﺍﻨﺠﺎﺯ ﻀﺨﻡ‪ ،‬ﻟﺫﺍ ﻴﺠﺏ ﺍﻥ ﻴﺼﺎﺭ ﺍﻟﻰ ﺍﺩﺨﺎل ﻋﻠﻡ ﺍﻻﺩﺍﺭﺓ ﻤﻥ‬
‫ﺍﻟﻔﺭﻴﻕ‪ ،‬ﻭﻗﻴﻡ ﺍﻟﻤﺸﺎﺭﻜﺔ ﻭﺍﻟﻌﻤل ﺍﻟﺠﻤﺎﻋﻲ ﻭﺒﻤﺎ ﻴﺼﺏ ﻓﻲ‬ ‫ﺨﻼل ﺍﻟﻤﺅﺴﺴﺎﺕ ﺍﻟﺘﻌﻠﻴﻤﻴﺔ ﻭﻤﻥ ﺨﻼل ﻤﻨﺎﻫﺞ ﺘﺭﺒﻭﻴﺔ ﻤﺤﺩﺩﺓ‪،‬‬
‫ﻤﺼﻠﺤﺔ ﺍﻟﻌﻤل‪ ،‬ﺍﻨﺴﺠﺎﻤﺎ ﻤﻊ ﺍﻟﻌﻘﻠﻴﺔ ﺍﻟﻌﺭﺒﻴﺔ ﺍﻟﺘﻲ ﺘﻌﺘﺯ ﺒﺎﻟﻨﺴﻴﺞ‬ ‫ﺫﻟﻙ ﺍﻥ ﺍﺩﺨﺎل ﺍﻻﺩﺍﺭﺓ ﺘﺤﺕ ﻤﺴﻤﻰ )ﺍﻟﺘﺭﺒﻴﺔ ﺍﻻﺩﺍﺭﻴﺔ( ﻤﻥ‬
‫ﺍﻻﺠﺘﻤﺎﻋﻲ ﻭﺭﻭﺍﺒﻁ ﺍﻟﻘﺭﺍﺒﺔ ﻭﺍﻟﺩﻡ‪.‬‬ ‫ﺸﺎﻨﻪ ﺘﺒﻨﻲ ﻗﻴﻡ ﺍﺩﺍﺭﻴﺔ ﺴﻠﻴﻤﺔ‪ ،‬ﻜﺘﻘﺒل ﺍﻟﻨﻘﺩ ﻭﻓﻥ ﺍﻟﺤﻭﺍﺭ‪،‬‬
‫‪-5‬ﻴﺸﺠﻊ ﺍﻟﺒﺎﺤﺙ ﺍﻻﺩﺍﺭﺓ ﺍﻟﻌﺭﺒﻴﺔ ﻓﻲ ﺍﻟﻤﺅﺴﺴﺎﺕ ﻋﻤﻭﻤﺎ‬ ‫ﻭﺍﻻﻗﻨﺎﻉ ﻭﺍﻻﻨﺼﺎﺕ ﻭﺍﺤﺘﺭﺍﻡ ﻤﺸﺎﻋﺭ ﺍﻻﺨﺭﻴﻥ‪ ،‬ﻭﺤﺭﻴﺔ ﺍﻟﺭﺍﻱ‬
‫ﻭﻓﻲ ﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﺘﺠﺎﺭﻴﺔ ﺨﺼﻭﺼﺎ ﻨﺤﻭ ﺘﺒﻨﻲ ﺍﺴﺘﺭﺍﺘﻴﺠﻴﺎﺕ‬ ‫ﻭﺍﻟﺘﻌﻠﻴﻡ ﻭﺍﻟﺘﻭﺠﻴﻪ ﻭﺍﻟﺘﻌﺒﻴﺭ‪ ،‬ﻭﺒﺎﻟﺘﺎﻟﻲ ﺍﻟﺤﺩ ﻤﻥ ﺍﻟﺘﺒﺎﻋﺩ ﻓﻲ‬
‫ﺘﻘﻭﻡ ﻋﻠﻰ ﺍﻟﺘﺨﻁﻴﻁ ﺍﻻﺴﺘﺭﺍﺘﻴﺠﻲ ﻭﺍﻟﺘﻌﺎﻤل ﻤﻊ ﺍﻻﺩﻭﺍﺕ‬ ‫ﺍﻟﻨﻔﻭﺫ ﺍﻟﻭﻅﻴﻔﻲ ﻭﺍﻟﺴﻠﻁﺔ ﻭﺍﻟﺫﻱ ﻴﺤﺩ ﻤﻥ ﺍﻟﺘﻘﺩﻡ ﻭﺍﻻﻨﺠﺎﺯ‬
‫ﺍﻟﻌﻠﻤﻴﺔ ﺍﻟﺨﺎﺼﺔ ﺒﺎﻟﺘﻨﺒﺅ ﻭﺘﺤﺩﻴﺩ ﺍﻟﻤﺴﺎﺭﺍﺕ ﺍﻟﻤﺴﺘﻘﺒﻠﻴﺔ‪ ،‬ﻻﻥ‬ ‫ﻭﺍﻟﺘﻁﻭﺭ‪.‬‬
‫ﺍﻟﻌﻘﻠﻴﺔ ﺍﻟﻌﺭﺒﻴﺔ ﻴﻐﻴﺏ ﻋﻨﻬﺎ ﺍﻟﺘﺎﻤل ﻭﺍﻟﺘﺨﻁﻴﻁ ﻋﻤﻭﻤﺎ‪ ،‬ﻜﻤﺎ ﺘﺒﻴﻥ‬ ‫‪ -2‬ﻀﺭﻭﺭﺓ ﻗﻴﺎﻡ ﺍﻻﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﻓﻲ ﺍﻟﻤﺅﺴﺴﺎﺕ ﺍﻟﻌﺭﺒﻴﺔ‬
‫ﻟﻨﺎ ﻤﻥ ﺨﻼل ﻀﻌﻑ ﻤﺘﻐﻴﺭ ﺍﻟﻨﻅﺭﺓ ﻁﻭﻴﻠﺔ ﺍﻻﺠل ﺒﺎﻟﻨﺴﺒﺔ‬ ‫ﺒﺘﺒﻨﻲ ﺍﺴﺎﻟﻴﺏ ﻭﺘﻁﺒﻴﻘﺎﺕ ﺘﺒﺘﻌﺩ ﻋﻥ ﺍﻟﻤﺭﻜﺯﻴﺔ ﺍﻟﻤﻔﺭﻁﺔ‪ ،‬ﻭﻋﺩﻡ‬
‫ﻻﻓﺭﺍﺩ ﻋﻴﻨﺔ ﺍﻟﺩﺭﺍﺴﺔ‪.‬‬ ‫ﺘﻔﻭﺽ ﺍﻟﺼﻼﺤﻴﺎﺕ ﻭﻋﺩﻡ ﺍﻻﺴﺘﻘﻼﻟﻴﺔ‪ ،‬ﺍﻟﻰ ﺘﺒﻨﻲ ﺘﻁﺒﻴﻘﺎﺕ‬
‫‪-6‬ﺒﻤﺎ ﺍﻥ ﺍﻟﺩﺭﺍﺴﺔ ﺍﻟﺤﺎﻟﻴﺔ ﺘﻌﺩ ﻤﻥ ﺍﻭﺍﺌل ﺍﻟﺩﺭﺍﺴﺎﺕ ﺍﻟﺘﻲ‬ ‫ﺘﻤﻴل ﺍﻟﻰ ﺍﻟﻼﻤﺭﻜﺯﻴﺔ ﻭﺘﻔﻭﻴﺽ ﺍﻟﺼﻼﺤﻴﺎﺕ ﻭﺍﻟﻰ ﺍﻋﻁﺎﺀ‬
‫ﺘﻨﺎﻭﻟﺕ ﺘﻁﺒﻴﻕ ﻤﻨﻬﺠﻴﺔ ﺍﺒﻌﺎﺩ ﻫﻭﻓﺴﺘﺩ ﺍﻟﺜﻘﺎﻓﻴﺔ ﻓﻲ ﺍﺩﺍﺭﺓ‬ ‫ﻤﺯﻴﺩ ﻤﻥ ﺍﻻﺴﺘﻘﻼﻟﻴﺔ ﻭﺍﻟﻘﺩﺭﺓ ﻋﻠﻰ ﺍﺘﺨﺎﺫ ﺍﻟﻘﺭﺍﺭﺍﺕ‪.‬‬
‫ﺍﻻﻋﻤﺎل ﺍﻟﺩﻭﻟﻴﺔ ﻋﻠﻰ ﺍﻟﺘﻨﻅﻴﻡ ﻭﺍﻟﻤﺅﺴﺴﺔ ﻓﻲ ﺍﻟﺒﻴﺌﺔ ﺍﻻﺩﺍﺭﻴﺔ‬ ‫‪-3‬ﻀﺭﻭﺭﺓ ﺘﻔﻌﻴل ﺩﻭﺍﺌﺭ ﺍﻟﺒﺤﺙ ﻭﺍﻟﺘﻁﻭﻴﺭ ﻓﻲ ﺍﻟﻤﺅﺴﺴﺎﺕ‬
‫ﺍﻷﺭﺩﻨﻴﺔ‪ ،‬ﻭﻋﻠﻰ ﻀﻭﺀ ﻤﺎ ﺘﻀﻤﻨﺘﻪ ﻤﻥ ﻗﻀﺎﻴﺎ ﻭﻤﺎ ﺘﻭﺼﻠﺕ‬ ‫ﺍﻟﻌﺭﺒﻴﺔ ﻋﻤﻭﻤﺎ ﻭﺍﻟﻤﺼﺎﺭﻑ ﺍﻟﻌﺭﺒﻴﺔ ﺨﺼﻭﺼﺎ‪ ،‬ﻻﻥ ﻫﺫﺍ ﻤﻥ‬
‫ﺍﻟﻴﻪ ﻤﻥ ﻨﺘﺎﺌﺞ‪ ،‬ﻓﺈﻥ ﺍﻟﺒﺎﺤﺙ ﻴﺭﻯ ﻀﺭﻭﺭﺓ ﺍﺠﺭﺍﺀ ﺍﻟﻤﺯﻴﺩ ﻤﻥ‬ ‫ﺸﺎﻨﻪ ﺍﻥ ﻴﺘﻐﻠﺏ ﻋﻠﻰ ﺍﺭﺘﻔﺎﻉ ﻤﺅﺸﺭ ﺘﺠﻨﺏ ﺍﻟﻤﺠﻬﻭل ﻭﺍﻟﺫﻱ‬
‫ﺍﻟﺩﺭﺍﺴﺎﺕ ﻋﻠﻰ ﻗﻁﺎﻋﺎﺕ ﺍﺨﺭﻯ ﻜﺎﻟﺸﺭﻜﺎﺕ ﺍﻟﺼﻨﺎﻋﻴﺔ‬ ‫ﻴﻀﻌﻑ ﺒﺩﻭﺭﻩ ﺍﻻﺒﺘﻜﺎﺭ ﻭﺍﻟﺨﻠﻕ ﻭﺍﻻﺒﺩﺍﻉ‪ ،‬ﻓﺎﻟﻌﻘل ﺍﻟﻌﺭﺒﻲ ﻴﻤﻴل‬
‫ﻭﺸﺭﻜﺎﺕ ﺍﻟﺘﺎﻤﻴﻥ ﻭﺍﻟﺨﺩﻤﺎﺕ‪ ،‬ﺍﻭ ﺩﺭﺍﺴﺔ ﺍﺜﺭ ﺍﻟﻤﺘﻐﻴﺭﺍﺕ‬ ‫ﻋﻤﻭﻤﺎ ﺍﻟﻰ ﻁﺭﺩ ﻤﺎ ﻫﻭ ﺠﺩﻴﺩ ﻭﻤﺒﺘﻜﺭ‪ ،‬ﺤﻴﺙ ﻴﻤﻴل ﺍﻟﻰ ﺍﻟﺘﺤﻔﻅ‬
‫ﺍﻟﺩﻴﻤﻭﻏﺭﺍﻓﻴﺔ )ﻜﺎﻟﺠﻨﺱ ﻭﺍﻟﻌﻤﺭ ﻭﺍﻟﻤﺅﻫل ﺍﻟﻌﻠﻤﻲ( ﻋﻠﻰ ﺍﺒﻌﺎﺩ‬ ‫ﻭﺍﻟﺤﺭﺹ ﻭﺍﻻﻓﺭﺍﻁ ﻓﻲ ﺍﻟﺩﻗﺔ ﻭﺍﻟﻰ ﻋﺩﻡ ﺘﺤﻤل ﻤﺨﺎﻁﺭ‬
‫ﻫﻭﻓﺴﺘﺩ ﺍﻟﺜﻘﺎﻓﻴﺔ ﻓﻲ ﺍﻻﺩﺍﺭﺓ ﻭﺍﻟﺘﻨﻅﻴﻡ ﻓﻲ ﺍﻟﻤﺅﺴﺴﺎﺕ ﺍﻟﻌﺭﺒﻴﺔ‪.‬‬ ‫ﺍﻻﻓﻜﺎﺭ ﺍﻟﺠﺩﻴﺩﺓ‪.‬‬
‫‪-353-‬‬
2008 ،3 ‫ ﺍﻟﻌﺩﺩ‬،4 ‫ ﺍﻟﻤﺠﻠﹼﺩ‬، ‫א‬ ‫א‬ ‫א‬ ‫א‬
‫ﺍﻟﻤﺭﺍﺠـﻊ‬
‫ﺍﻟﻤﺭﺍﺠﻊ ﺍﻟﻌﺭﺒﻴﺔ‬
.990 ‫ "ﺍﺴﺎﻟﻴﺏ ﺍﻟﺘﺤﻠﻴل ﺍﻻﺤﺼﺎﺌﻲ‬،2005 ،"‫ "ﻤﺤﻤﺩ ﺨﻴﺭ‬،‫ﺍﺒﻭ ﺯﻴﺩ‬
‫ "ﻤﻭﺍﺠﻬﺔ ﻤﻊ ﻋﻘل ﺍﻻﺩﺍﺭﺓ‬،1995 ،‫ ﻋﺒﺩ ﺍﻟﺭﺤﻤﻥ‬،‫ﺘﻭﻓﻴﻕ‬ ‫ ﺩﺍﺭ‬،‫ ﻋﻤﺎﻥ‬،"spss version (10-12) ‫ﺒﺎﺴﺘﺨﺩﺍﻡ ﺒﺭﻤﺠﻴﺔ‬
.60-56 ،435 ‫ ﺍﻟﻌﺩﺩ‬،‫ ﻤﺠﻠﺩ ﺍﻟﻌﺭﺒﻲ‬،"‫ﺍﻟﻌﺭﺒﻴﺔ‬ .‫ﺠﺭﻴﺭ ﻟﻠﻨﺸﺭ ﻭﺍﻟﺘﻭﺯﻴﻊ‬
،"‫ "ﺍﺩﺍﺭﺓ ﺍﻻﻋﻤﺎل ﺍﻟﺩﻭﻟﻴﺔ ﻤﺩﺨل ﺘﺘﺎﺒﻌﻲ‬،2002 ،‫ ﻨﺎﺠﻲ‬،‫ﺠﻭﺍﺩ‬ ،" ‫ "ﺍﺩﺍﺭﺓ ﺍﻻﻋﻤﺎل ﺍﻟﺩﻭﻟﻴﺔ‬،2005 ، ‫ ﻋﺒﺩ ﺍﻟﺴﻼﻡ‬،‫ﺍﺒﻭ ﻗﺤﻑ‬
.‫ ﺍﻻﻫﻠﻴﺔ ﻟﻠﻨﺸﺭ ﻭﺍﻟﺘﻭﺯﻴﻊ‬،1‫ ﻁ‬،‫ﻋﻤﺎﻥ‬ .367-347 ، ‫ ﺍﻟﺩﺍﺭ ﺍﻟﺠﺎﻤﻌﻴﺔ‬،‫ﺍﻻﺴﻜﻨﺩﺭﻴﺔ‬
‫ "ﺍﻟﺘﺨﻁﻴﻁ ﺍﻻﺴﺘﺭﺍﺘﻴﺠﻲ ﻤﻥ‬،1995 ،‫ ﻴﻭﺴﻑ ﻭﻓﺅﺍﺩ ﺍﻟﺸﻴﺦ‬،‫ﺤﻤﺎﻤﻲ‬ ‫ "ﺍﻻﺩﺍﺭﺓ ﺍﻟﻌﺎﻤﺔ ﻭﺍﻻﺼﻼﺡ ﺍﻻﺩﺍﺭﻱ ﻓﻲ‬،1986 ،‫ ﻨﺎﺼﺭ‬،‫ﺍﻟﺼﺎﺌﻎ‬
‫ ﻤﺠﻠﺔ ﻤﺅﺘﺔ‬،"‫ﻭﺠﻬﺔ ﻨﻅﺭ ﻤﺩﻴﺭﻱ ﺸﺭﻜﺎﺕ ﺍﻷﻋﻤﺎل ﺍﻷﺭﺩﻨﻴﺔ‬ ،‫ ﻤﺠﻠﺩ ﺍﻟﻤﻨﻅﻤﺔ ﺍﻟﻌﺭﺒﻴﺔ ﻟﻠﻌﻠﻭﻡ ﺍﻻﺩﺍﺭﻴﺔ‬،"‫ﺍﻟﻭﻁﻥ ﺍﻟﻌﺭﺒﻲ‬
،‫ ﺍﻟﻌﺩﺩ ﺍﻟﺴﺎﺩﺱ‬،‫ ﺍﻟﻤﺠﻠﺩ ﺍﻟﻌﺎﺸﺭ‬،‫ﻟﻠﺒﺤﻭﺙ ﻭﺍﻟﺩﺭﺍﺴﺎﺕ‬ .40-19 ، 1986 ‫ﻤﻨﺸﻭﺭﺍﺕ‬
.143-123،‫ﻋﻤﺎﻥ‬ ‫ "ﻨﺤﻭ ﻤﺩﺨل ﺍﺴﻼﻤﻲ ﻟﻼﺼﻼﺡ‬،1986 ،‫ ﻋﺒﺩ ﺍﷲ‬،‫ﺍﻟﻌﻜﺎﻴﻠﺔ‬
-954 ،‫ ﻤﺠﻠﺩ ﺍﻟﻤﻨﻅﻤﺔ ﺍﻟﻌﺭﺒﻴﺔ ﻟﻠﻌﻠﻭﻡ ﺍﻻﺩﺍﺭﻴﺔ‬،"‫ﺍﻻﺩﺍﺭﻱ‬
‫ﺍﻟﻤﺭﺍﺠﻊ ﺍﻷﺠﻨﺒﻴﺔ‬
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1996, (49-51). Janssens M., Et Al .1995. Confirmatory Cross-Cultural

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-355-
2008 ،3 ‫ ﺍﻟﻌﺩﺩ‬،4 ‫ ﺍﻟﻤﺠﻠﹼﺩ‬، ‫א‬ ‫א‬ ‫א‬ ‫א‬
Measuring and Determining Aspects of Management and

Organization in the Jordanian Environment Depending on
Hofstede’s Cultural Dimension: "Field Study" in the Jordanian
Commercial Banks
Nafez F. AL-Hersh
ABSTRACT
This study aimed to clarify some general aspects of the Jordanian Arab management depending on the
influence of Hofstede’s cultural dimensions in management and organization over individual orientations
in the Jordanian banks. A questionnaire, which was specially prepared for this purpose, was distributed on
(6) commercial banks. A group of statistical methods, like data reliability analysis, percentages,
frequencies, descriptive, cross tabulation, testing data validity (explore analysis) and binominal test, were
used.
Among the most important results which were reached are:
1) Workers in the Jordanian commercial banks do feel a high degree of power distance.
2) Workers in the Jordanian commercial banks do feel a high degree of uncertainty avoidance.
3) Workers in the Jordanian commercial banks do incline collectivity in conduct.
4) Workers in the Jordanian commercial banks do incline toward masculinity in conduct.
5) There exist no long-term orientations among workers in the Jordanian commercial banks.
The study recommended the inclusion of management sciences through educational institutions and the
adoption of applications and methods, which tend to be autonomous, decentralized, collective and
authority deligent. Also, it recommended the activation of the department of research & development (R &
D) in the banks and the adoption of strategies based on forecasting and planning.
KEYWORDS: Hofstede’s Cultural dimensions, Power distance, Uncertainty avoidance,

collectivity, Individuality, Masculinity, Femininity.
‫ﻨﺎﻓﺫ ﻓﺎﻴﺯ ﺍﻟﻬﺭﺵ‬

.‫ ﻤﺭﻜﺯ ﺍﻟﺒﺸﺭ ﻟﻠﺘﻨﻤﻴﺔ ﻭﺍﻟﺘﻁﻭﻴﺭ ﺍﻻﺩﺍﺭﻱ‬،‫ﻭﺤﺩﺓ ﺍﻟﺩﺭﺍﺴﺎﺕ ﻭﺍﻻﺒﺤﺎﺙ‬
__________________________________________________
Received on 1/4/2007 and Accepted for Publication on 10/6/2008.
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‫‪ ،‬ﺍﻟﻤﺠﻠﹼﺩ ‪ ،4‬ﺍﻟﻌﺩﺩ ‪2008 ،3‬‬ ‫א‬ ‫א‬ ‫א‬ ‫א‬

‫ﻨﺎﻓﺫ ﻓﺎﻴﺯ ﺍﻟﻬﺭﺵ‬

‫ﻟﻠﻤﻴﺯﺓ ﺍﻟﻨﺴﺒﻴﺔ ﻭﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻋﻠﻰ ﻏﻴﺭﻫﺎ ﻤﻥ ﺍﻟﻤﻨﻅﻤﺎﺕ ﺍﻷﺨﺭﻯ‬ ‫ﺍﻟﻤﻘﺩﻤـﺔ‬

‫© ‪ 2008‬ﻋﻤﺎﺩﺓ ﺍﻟﺒﺤﺚ ﺍﻟﻌﻠﻤﻲ‪ /‬ﺍﳉﺎﻣﻌﺔ ﺍﻷﺭﺩﻧﻴﺔ‪ .‬ﲨﻴﻊ ﺍﳊﻘﻮﻕ ﳏﻔﻮﻇﺔ‪.‬‬ ‫‪-332-‬‬

‫ﻭﻏﻴﺭﻫﺎ‪.‬‬ ‫*ﺍﻟﻤﺤﻭﺭ ﺍﻟﺜﺎﻟﺙ ‪) :‬ﺍﻟﻔﺭﺩﻴﺔ ﺒﺨﻼﻑ ﺍﻟﺠﻤﺎﻋﻴﺔ(‪:‬‬

‫ﻴﻐﻠﺏ ﻋﻠﻴﻬﺎ ﺍﻟﺭﺴﻤﻴﺔ )‪ (Formalistic‬ﻭﺨﺼﻭﺼﺎ ﻓﻲ‬ ‫"‪،Performance in Palestinian National Authority‬‬

‫ﻴﻌﺎﻟﺠﻬﺎ ﺍﻟﺒﺎﺤﺙ‪.‬‬ ‫ﺍﻟﻭﻅﻴﻔﻲ ﺍﻟﻤﺭﺘﻔﻊ )‪.(HIGH PD‬‬

‫ﺍﻟﺠﺩﻭل ﺭﻗﻡ )‪ : (1‬ﺠﺩﻭل ﺘﻭﺯﻴﻊ ﺍﻻﻫﻤﻴﺔ ﺍﻟﻨﺴﺒﻴﺔ‬

‫ﺍﺴﻠﻭﺏ ﺍﻟﻌﻴﻨﺔ ﺍﻟﻌﺸﻭﺍﺌﻴﺔ ﺍﻟﺒﺴﻴﻁﺔ ‪Simple Random‬‬ ‫ﻤﺠﺘﻤﻊ ﺍﻟﺩﺭﺍﺴﺔ ﻭﻋﻴﻨﺘﻬﺎ‬

‫ﺍﻟﺠﺩﻭل ﺭﻗﻡ )‪ :(2‬ﺘﻭﺯﻴﻊ ﻋﻴﻨﺔ ﺍﻟﺩﺭﺍﺴﺔ ﻋﻠﻰ ﺍﻟﺒﻨﻭﻙ ﺍﻷﺭﺩﻨﻴﺔ‬

‫ﻋﺩﺩ ﺍﻻﺴﺘﺒﺎﻨﺎﺕ ﺍﻟﻤﻭﺯﻋﺔ‬ ‫ﻨﺴﺒﺔ ﺍﻟﺘﻤﺜﻴل‬ ‫ﻋﺩﺩ ﺍﻟﻤﻭﻅﻔﻴﻥ‬ ‫ﺍﻟﺒﻨﻭﻙ ﺍﻟﻤﺨﺘﺎﺭﺓ‬

‫‪57‬‬ ‫‪%‬‬ ‫‪47.43‬‬ ‫‪5222‬‬ ‫ﺍﻟﺒﻨﻙ ﺍﻟﻌﺭﺒﻲ‬

‫ﺍﻟﺠﺩﻭل ﺭﻗﻡ )‪ :(3‬ﺍﻟﺨﺼﺎﺌﺹ ﺍﻟﺸﺨﺼﻴﺔ ﻭﺍﻟﻭﻅﻴﻔﻴﺔ ﻻﻓﺭﺍﺩ ﺍﻟﻌﻴﻨﺔ‬

‫ﻓﻲ ﺍﻏﻠﺏ‬ ‫‪-19‬ﺍﻓﻀل ﺍﻟﻌﻤل ﺍﻟﺠﻤﺎﻋﻲ ﺍﻟﺫﻱ ﻴﺘﻁﻠﺏ‬ ‫ﺍﻟﺠﻤﺎﻋﻴﺔ)‪(Collectivity‬‬

‫ﺠﺩﻭل ﺭﻗﻡ )‪ :(5‬ﻤﻘﺎﺭﻨﺔ ﻤﺘﻐﻴﺭﺍﺕ ﺍﻟﺩﺭﺍﺴﺔ ﻤﻊ ﺍﺒﻌﺎﺩ ﻫﻭﻓﺴﺘﺩ ﺍﻟﺜﻘﺎﻓﻴﺔ‬

‫ﺠﺩﻭل ﺭﻗﻡ )‪ :(6‬ﺠﺩﻭل ﺍﺨﺘﺒﺎﺭ ﺍﻟﺘﻭﺯﻴﻊ ﺍﻟﻁﺒﻴﻌﻲ‬

‫‪0.954‬‬ ‫‪85‬‬ ‫‪0.004‬‬ ‫‪0.161‬‬ ‫‪85‬‬ ‫‪0.000‬‬ ‫ﺍﻟﺠﻤﺎﻋﻴﺔ‬

‫ﺠﺩﻭل ﺭﻗﻡ )‪ :(7‬ﻨﺘﺎﺌﺞ ﺍﺨﺘﺒﺎﺭ "ﺫﺍﺕ ﺍﻟﺤﺩﻴﻥ" ﻟﻠﻤﺤﻭﺭ ﺍﻻﻭل‬

‫ﺠﺩﻭل ﺭﻗﻡ )‪ :(8‬ﻨﺘﺎﺌﺞ ﺍﺨﺘﺒﺎﺭ "ﺫﺍﺕ ﺍﻟﺤﺩﻴﻥ" ﻟﻠﻤﺤﻭﺭ ﺍﻟﺜﺎﻨﻲ‬

‫ﺠﺩﻭل ﺭﻗﻡ )‪ :(9‬ﻨﺘﺎﺌﺞ ﺍﺨﺘﺒﺎﺭ "ﺫﺍﺕ ﺍﻟﺤﺩﻴﻥ" ﻟﻠﻤﺤﻭﺭ ﺍﻟﺜﺎﻟﺙ‬

‫ﺠﺩﻭل ﺭﻗﻡ )‪ :(10‬ﻨﺘﺎﺌﺞ ﺍﺨﺘﺒﺎﺭ ﺫﺍﺕ ﺍﻟﺤﺩﻴﻥ ﻟﻠﻤﺤﻭﺭ ﺍﻟﺭﺍﺒﻊ‬

‫ﺍﻟﺠﺩﻭل ﺭﻗﻡ )‪ :(11‬ﻨﺘﺎﺌﺞ ﺍﺨﺘﺒﺎﺭ ﺫﺍﺕ ﺍﻟﺤﺩﻴﻥ ﻟﻠﻤﺤﻭﺭ ﺍﻟﺨﺎﻤﺱ‬

‫ﺍﻟﺠﺩﻭل ﺭﻗﻡ )‪ :(12‬ﺍﺨﺘﺒﺎﺭ ﺍﻟﺠﺩﺍﻭل ﺍﻟﺘﻘﺎﻁﻌﻴﺔ ﻟﻤﺘﻐﻴﺭﻱ ﺍﻟﺠﻨﺱ ﻭﺍﻟﻤﺴﺘﻭﻯ ﺍﻻﺩﺍﺭﻱ‬

‫‪19‬‬ ‫‪3‬‬ ‫‪6‬‬ ‫‪10‬‬ ‫ﺍﻻﻨﺎﺙ ‪ /‬ﺍﻟﺘﻜﺭﺍﺭ‬

‫‪85‬‬ ‫‪12‬‬ ‫‪48‬‬ ‫‪25‬‬ ‫ﺍﻟﻤﺠﻤﻭﻉ )ﺫﻜﻭﺭ ﻭ ﺍﻨﺎﺙ (‬

1996, (49-51). Janssens M., Et Al .1995. Confirmatory Cross-Cultural

Measuring and Determining Aspects of Management and

KEYWORDS: Hofstede’s Cultural dimensions, Power distance, Uncertainty avoidance,

‫ﻨﺎﻓﺫ ﻓﺎﻴﺯ ﺍﻟﻬﺭﺵ‬

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