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‫ﺩﺍﺩﺍﺭﻱ ﺍﻭﻣﺪﯾﺮﯾﺖ ﺑﻨﺴ‪‬ﻮﻧﻪ‬
‫‪Ketabton.com‬‬
‫‪(c) ketabton.com: The Digital Library‬‬
‫ﻣﺪﻳﺮ ‪‬ﻮﻙ ﺩﻯ ؟‬
‫‪ z‬ﻣﺪﻳﺮ ﭘﻪ ﻟﻐﺖ ﻛﯥ ﺩﺍﺩﺍﺭﻱ ﭼﻠﻮﻧﻜﯥ ﺗﻪ ﻭﺍﻯ ﺍ ﻭﭘﻪ ﺍﺻﻄﻼﺡ ﻛﯥ ﻣﺪﻳﺮ ﻫﻐﻪ ‪‬ﻮﻙ ﺩﻯ‬
‫ﭼﯥ ﺩ ﺧﭙﻞ ﺩ ‪‬ﻴﻢ ﻛ‪‬ﻭﻧﻮ ﺍﻭ ﻋﻤﻠﻜﺮﺩﻭﻧﻮ ﻭﻧ‪‬ﻩ ﭘﻪ ﻏﺎ‪‬ﻩ ﻟﺮﻯ ‪۰‬‬
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‫ﭘﻪ ﺑﻞ ﻗﻮﻝ!‬
‫‪" z‬ﻣﺪﯾﺮﯾﺖ" ﺩ ﻳﻮﻯ ﻓﺮﺍﻧﺴﻮﻯ ﻗﺪ ﻣﻰ ﻛﻠﻤﻰ ‪ménagement‬ﭘﻪ ﻣﻌﻨﯽ ﺩﻩ ﭼﯥ ﺩﻻﺭ‬
‫‪‬ﻮﻧﻰ ﺍﻭ ‪‬ﺎﺭﻧﻰ ﻻﺭ ﺍﭼﻮﻧﻰ‪ ،‬ﻧﻪ ﺍﺧﻴﺴﺘﻞ ﺷﻮﻯ ﺩﻩ ﭼﯥ ﺑﻴﺎ ﺩﺍ ﮐﻠﻤﻪ ﺩﻯ ﺩﻭ ﻻ ﺗﻴﻨﻮ‬
‫‪‬ﻠﻤﻮ ‪ manu agere‬ﻳﻌﻨﻰ ﺩ ﻻﺱ ﭘﻪ ﻣﺮﺳﺘﻪ ﻻﺭ‪‬ﻮﻧﻪ ‪‬ﻮﻝ ﺷﻮﻯ ﺩﻩ ﭼﯥ ﭘﻪ‬
‫ﺍﻭﺳﻴﻨۍ ﻣﻔﻬﻤﻮﻡ ﺩﻳﻮﻯ ﺍﺩﺍﺭﻯ ﻻﺭ‪‬ﻮﻧﻪ ‪ ،‬ﻣﺸﺮﻯ ﺍﻭ ﻫﺪﺍﻳﺖ ﻛﻮﻝ ﺩﻯ ‪ ۰‬ﺩﻛﺎﺭﻯ ‪‬ﻮﺍﻙ‬
‫ﺍﻭ ﺩ ﺑﻴﻼ ﺑﻴﻠﻮ ﺳﺮ ﭼﻴﻨﻮ ﻟﻪ ﻟﻴﺎﺭﻯ ) ﺍﻧﺴﺎﻧﻰ‪ ،‬ﻣﺎﻟﻰ ‪ ،‬ﻣﺤﺴﻮﺳﻲ ﺍﻭ ﻏﻴﺮ ﻣﺤﺴﻮﺱ (‬
‫ﺳﺮ ﭼﻴﻨﻰ ﺍﻭﺳﻴ‪‬ﻯ ‪۰‬‬
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‫ﻣﺪﯾﺮﯾﺖ ﯾﺎ ﻣﻨﺠﻤﻨﺖ ‪‬ﻪ ﺩﻯ ؟‬
‫ﻣﻨﺠﻤﻨﺖ ﻟﻪ ﺩﻭ ﮐﻠﻤﻮ ‪ Manage‬ﭘﻪ ﻣﻌﻨﯽ ﺩ ﺗﻨﻈﯿﻢ ﻛﻮﻟﻮ ﺍ ﻭ ‪ Men‬ﭘﻪ ﻣﻌﻨﺎ ﺩ ﻏ‪‬ﻭ‬

‫ﺍﺧﻴﺴﺘﻞ ﺷﻮﻯ ﺩﻯ ﭼﯥ ﭘﻪ ﻛﻠﻲ ﻣﻔﻬﻮﻡ ﺳﺮﻩ ﺗﻨﻈﯿﻤﻮﻝ ﺍ ﻭ ﺍﺩﺍﺭﻩ ﻛﻮﻝ ﺩ ﻏ‪‬ﻭ ﭘﻪ ﻣﺎﻫﺮﺍﻧﻪ‬
‫ﺑڼﮥ ﺍﻭﺳﻴ‪‬ﻯ‬
‫ﺩﻣﺪﻳﺮﻳﺖ ﻳﻮ ﺳﺘﺮ ﻛﺎﺭ ﭘﻮﻩ ﭘﻪ ﺷﻠﻤﻪ ﭘﻴ‪‬ۍ ﻛﯥ ﺩ ﻣﺎﺭﻯ ﭘﺎﺭﻛﺮ ﻓﻮﻟﯿﺖ ﭘﻪ ﻧﺎﻣﻪ ﻣﺪﯾﺮﯾﺖ ﻳﻰ‬
‫ﭘﻪ ﻣﻔﻬﻮﻡ ﺩﻯ " ﺩﻧﻮﺭﻭ ﭘﻪ ﻣﺮﺳﺘﻪ ﺩﻛﺎﺭﻭﻧﻮ ﺳﺮ ﺗﻪ ﺭﺳﻮﻧﻪ ﭘﻪ ﻣﺎﻫﺮﺍﻧﻪ ﺗﻮﮔﻪ " ﺗﻌﺮﯾﻒ ﻛ‪‬ۍ‬
‫ﺩﻯ‪.‬‬
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‫ﺳﯿﺴﺘﻢ ‪‬ﻪ ﺩﻩ ؟‬
‫‪ z‬ﺳﻴﺴﺘﻢ ﺩﻳﻮﻯ ‪‬ﻮﻟﻨﻰ ‪‬ﺨﻪ ﻋﺒﺎﺭﺕ ﺩﻩ ﭼﯥ ﺩﻯ ‪‬ﻮ ﺗ‪‬ﻟﻮ ﺍﻭ ﺳﺮﻩ ﺗﺸﻜﻴﻞ ﺷﻮﻳﻮ ﺑﺮﺧﻮ‬
‫‪‬ﺨﻪ ﭼﯥ ﻳﻮ ‪‬ﺎﻯ ﺳﺮﻩ ﻛﺎﺭ ﻛﻮﻯ ﻫﻐﻪ ‪‬ﻭﻝ ﭼﯥ ﻛﻪ ﺗﺎﻭﺍﻥ ﭘﻪ ﻳﻮﻩ ﺑﺮﺧﻪ ﻛﯥ ﭘﻴﺪﺍ ﺷﻰ‬
‫‪‬ﻮﻝ ﺳﻴﺴﺘﻢ ﺯﻳﺎﻥ ﻣﻨﺪ ﻛﻴ‪‬ﻯ ‪۰‬‬
‫ﺍﻣﺎ ﺩ ﺍﺩﺍﺭﻱ ﺍﻭ ﻣﻨﺠﻤﻨﺖ ﻟﻪ ﻧﻈﺮﻩ ‪ :‬ﺩﻳﻮﻯ ﺍﺩﺍﺭﻯ ﺩ ﺩﺍﺧﻠﻲ ‪‬ﺎﻧﮕﻮ ‪ ،‬ﺍﺭﮔﺎﻧﻮﻧﻮ ﻧﻪ‬ ‫‪z‬‬
‫ﻋﺒﺎﺭﺕ ﺩﻩ ﭼﯥ ﺩﻯ ‪‬ﺎﻛﻞ ﺷﻮﻳﻮ ﻳﻮ ‪‬ﺎﻯ ﻣﻮﺧﻮ ﺭﺳﻴﺪﻟﻮ ﺗﻪ ﺩ ﻳﻮ ﻟ‪‬ﺎﻛﻞ ﺷﻮﻳﻮﻣﻘﺮﺍﺭﺗﻮ‬
‫ﻧﻪ ﭘﻴﺮﻭﻯ ﻛﻮﻯ ﺍﻭ ﻳﻮ ‪‬ﺎﻯ ﺳﺮﻩ ﻛﺎﺭ ﻛﻮﻯ ‪۰‬‬
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‫ﺩ ﺳﯿﺴﺘﻢ ‪‬ﻭﻟﻮﻧﻪ‬
‫ﺗ‪‬ﻟﻲ‬ ‫ﭘﺮﺍﻧﻴﺴﺘﻲ‬
‫ﻟﻪ ﺑﻬﺮﻧﻲ ﭼﺎﭘﻴرﻳﺎﻝ ﺳﺮﻩ ﺍ‪‬ﻳﻜﯥ ﻧﻠﺮﻯ‬ ‫ﻟﻪ ﺑﻬﺮﻧﻲ ﭼﺎﭘﻴرﻳﺎﻝ ﺳﺮﻩ ﺍ‪‬ﻳﻜﯥ ﻟﺮﻯ‬
‫ﺍﻭﺱ ﺩﻱ ﺗ‪‬ﻟﻲ ﺳﻴﺴﺘﻢ ﺍﻭﺳﻴﺪﻧﻪ ﭘﻪ ﻧﻈﺮ ﻧﻪ ﺭﺍ‪‬ﻲ‬
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‫ﺩﻛﺎﺭ ﻛﻮﻭﻧﻜﻮ‬
‫ﻣﺤﺼﻮﻝ‬
‫ﺩ ﺗﻮﻟﻴﺪﻯ ﺻﻨﻌﺖ‬ ‫ﻋﻮﺍﻣﻞ‬
‫ﺩ ﭘ‪‬ﺍﻭ‬ ‫ﺍﻭﻣﻪ ﻣﻮﺍﺩ‬
‫ﻣﺤﺼﻮﻻﺕ‬
‫ﻣﺎﺷﻴﻨﻲ ﺗﻮﻛﯥ‬
‫ﺍﻭ‬ ‫ﻳﻮ ‪‬ﺎ ﻱ ﻛﻮﻝ‬
‫ﻣﺎﻟﻲ ﺳﺮ ﭼﻴﻨﻲ‬
‫ﺧﺪﻣﺎﺕ‬
‫ﺩﺍﺳﻲ ﻧﻮﺭ‬
‫ﺑﻬﺮﻧﻲ ﭼﺎﭘﻴرﻳﺎﻝ‬
‫ﺩﺍﺩﺍﺭﻱ ﻣﻮ‪‬ﻝ ﺩ ﻳﻮﻩ ﭘﺮﺍﻧﺴﻴﺘﻰ ﺳﻴﺴﺘﻢ ﭘﻪ ﺗﻮ ﮔﻪ‬
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‫ﺳﺘﺮﺍﺗﯿﮋﯼ ‪‬ﻪ ﺩﻩ ؟‬
‫‪ -‬ﺳﺘﺮﺍﺗﻴﮋﻯ ﻟﻪ ﻳﻮﻯ ﺑﺸﭙ‪‬ﻩ ﭘﻮﺭﻩ ﻭﺍﺣﺪﻯ ﺑﺮﻧﺎﻣﻲ ‪‬ﺨﻪ ﻋﺒﺎﺭﺕ ﺩﻩ ﭼﯥ ﺩ ﻫﻐﻰ ﭘﺮ ﺑﻨﺴ‪‬‬
‫ﺩﺍﺩﺍﺭﻱ ﺩ ﻣﻮﺧﻮ ﺭﺳﻴﺪﻟﻮ ﻻﺭﻯ ﺍ ‪‬ﻜﻞ ﻛﻴ‪‬ﻯ ‪۰‬‬
‫‪ -‬ﭘﻪ ﺑﻞ ﻋﺒﺎ ﺭ‪ ‬ﺳﺘﺮﺍﺗﻴﮋﻯ ﺩ ﭘﺎﻟﻴﺴﻴﻮ ﺑﺸﭙ‪‬ﻩ ﭘﻼﻥ ﺍﻭ ﺩﺍﺩﺍﺭﻯ ﭘﻮﺭﻩ ﻣﻮﺧﻮ ﺭﺳﻴﺪﻧﻮ ﺗﻪ‬
‫ﻓﻌﺎﻟﻴﺖ ﺑﻠﻞ ﻛﻴ‪‬ﻯ ‪۰‬‬
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‫ﭘﻼﻥ ‪‬ﻪ ﺩﻩ ؟‬
‫‪ z‬ﭘﻼﻥ ﻣﺨﻜﻴﻨﻰ ﻃﺮ ﺣﻪ ﺩﻩ ﺍﻭ ﭘﻪ ﺳﻴﺴﺘﻤﺎﺗﻴﻜﻪ ﺍﻭ ﻣﻨﻈﻤﻪ ﺗﻮﮔﻪ ﻣﻮﺧﻮﺗﻪ ﺭﺳﻴﺪﻧﻪ ﭘﻪ‬
‫ﺑﻴﻼ ﺑﻴﻠﻮ ﺯﻣﺎﻧﻰ ﭘ‪‬ﺍﻭﻧﻮ ﻛﯥ ﻳﻌﻨﻰ‬ ‫‪z‬‬
‫‪ z‬ﻟﻨ‪ ‬ﻣﻬﺎﻟﻪ‬
‫‪ z‬ﻣﻨ‪ ‬ﻣﻬﺎﻟﻪ‬
‫‪ z‬ﺍﻭ ﺍﻭ‪‬ﺩ ﻣﻬﺎﻟﻪ‬
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‫ﺗﺸﮑﯿﻞ ‪‬ﻪ ﺩﻩ ؟‬
‫ﺩﺩﻧﺪﻭ ﻭﻳﺸﻞ‪ ،‬ﺩ ﻭﺍﻙ ﺩ ﻭﺭ ﻛ‪‬ﻯ ﺩﺩﻧﺪﻭ ‪‬ﺎﻛﻨﻪ ﺍﻭ ﭘﻪ ﻳﻮﻯ ﺍﺩﺍﺭﻱ ﻛﯥ ﺩ‬ ‫‪z‬‬
‫ﻭﺍﺣﺪﻭﻧﻮ ﻣﻨﻄﻘﻲ ﺍ‪‬ﻳﻜﻮ ‪‬ﺎﻛﻨﻲ ‪‬ﺨﻪ ﻋﺒﺎﺭﺕ ﺩﻩ ‪۰‬‬
‫‪ z‬ﺩﺩﻧﺪﻭ ﻭﻳﺸﻨﻪ‬
‫‪ z‬ﺩ ﻭﺍﻛﻮﻧﻮ ﺍﻭ ﺩﻧﺪﻭ ‪‬ﺎ ﻛﻨﻪ ﺍﻭ ﭘﻴﮋﻧﺪﻧﻪ‬
‫‪ z‬ﺩ ﻭﺍﺣﺪﻭﻧﻮ ﻣﻨﻄﻘﻲ ﺍ‪‬ﻳﻜﯥ‬
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‫ﺍﺩﺍﺭﻩ ‪‬ﻪ ﺩﻩ ؟‬
‫‪ z‬ﺍﺩﺍﺭﻩ ﺩ ‪‬ﻮﻟﻨﻴﺰ ﻧﻈﺎﻡ ﺍﻭﺧﺎﺻﻮ ﻻﺭﻭ ﻟﻪ ﻃﺮ ﺣﻰ ‪‬ﺨﻪ ﻋﺒﺎﺭﺕ ﺩﻩ ﭼﯥ ﭘﻪ ﻫﻐﻪ ﻛﯥ ﻳﻮ‬
‫ﺷﻤﻴﺮ ﺯﻳﺎﺩ ﺧﻠﻚ ﺩ ﻳﻮ ﻟ‪ ‬ﺎﻛﻠﻮ ﺍﻭ ﭘﻴﭽﻠﻮ ﺩﻗﻴﻘﻮ ﺩﻧﺪﻭ ﺩ ﺳﺮﺗﻪ ﺭﺳﻮﻧﻮ ﭘﻪ ﺧﺎﻃﺮ‬
‫ﺑﺴﻴﺎ ﻭﻯ ‪۰‬‬
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‫ﺍﻭ ﻳﺎ ﭘﻪ ﺑﻞ ﻋﺒﺎﺭﺕ !‬
‫ﺍﺩﺍﺭﻩ ﺩﻱ ﻳﻮ ﺑﻞ ﺗﺮ ‪‬ﻨﮕﻪ ﺩ ﺧﻠﻜﻮ ﺩ ﻳﻮ ‪‬ﺎﻯ ﻛﻮﻟﻮ ﭘ‪‬ﺍﻭ ‪‬ﺨﻪ ﻋﺒﺎ ﺭﺕ ﺩﻩ ﭼﯥ ﺩﯤ‬ ‫‪z‬‬
‫ﻛﺎﺭﻭﻧﻮ ﺩ ﺁﺳﻨﺘﻴﺎ ﺍﻭ ﻛﺎﺭﻭﻧﻮ ﻛﯥ ‪‬ﺎﻛﻠﻮ ﻣﻮﺧﻮ ﺗﻪ ﺭﺳﻴﺪﻧﻪ ﺩﻩ ﭼﯥ ﭘﻪ ﻫﻐﻪ ﻛﯥ ﻟﻪ ﺑﻴﻼ‬
‫ﺑﻴﻠﻮ ﺳﺮ ﭼﻴﻨﻮ ﻧﻪ ﭘﻪ ﮔ‪‬ﻮﺭﻩ ﺍﻭ ﺍﻏﻴﺰﻣﻨﻪ ﺗﻮﮔﻪ ﻛﺎﺭ ﺍﺧﻴﺴﺘﻞ ﻛﻴ‪‬ﻯ ‪ ۰‬ﺍﻭ ﭘﻪ ﭘﺎﻳﻠﻪ ﻛﯥ ﺩ‬
‫ﺫ ﻳﺪﺧﻠﻮ ﺍ‪‬ﺧﻮﻧﻮﻗﻨﺎﻋﺖ ﺍﻭ ﺭﺿﺎﻳﺖ ﻻﺱ ﺗﻪ ﺭﺍﺷﻲ ‪۰‬‬
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‫ﺩﺍﺩﺍﺭﻱ ﺍﻭ ﻣﻨﺠﻤﻨﺖ ﻣﻬﻢ ﻋﻨﺎ ﺻﺮ ‪:‬‬

‫‪ z‬ﻣﻮﺧﻰ )ﺍﻫﺪﺍﻑ (‬
‫‪ z‬ﺳﺮﭼﻴﻨﻰ‬
‫‪ z‬ﺍﻏﻴﺰﻧﺎﻛﯥ )ﻣﻮ ﺛﺮ ﻳﺖ ( ‪Effectiveness‬‬
‫‪ z‬ﮔ‪‬ﻮﺭ ﺗﻮﺏ ) ﻣﺜﻤﺮﯾﺖ( ‪Efficiency‬‬
‫‪ z‬ﮔ‪ ‬ﺍ‪ ‬ﺧﻮﻧﻪ ) ﺟﻮﺍﻧﺐ ﺫﯾﺪﺧﻞ )‪((Stakeholders‬‬
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‫ﺩ ﻣﺪﻳﺮﻳﺖ ﻟﻪ ﻧﻈﺮﻩ ﺩ ﻣﻮﺧﻮ ﺗﻌﺮﻳﻒ ‪:‬‬

‫‪ z‬ﻣﻮﺧﻰ ﺩ ﻣﻄﻠﻮﺑﻮ ﭘﺎﻳﻠﻮ ﺳﺮ ﺗﻪ ﺭﺳﻮﻧﻪ ﺩﻩ ﭼﯥ ‪‬ﻮﻝ ﻓﻌﺎ ﻟﻴﺘﻮﻧﻪ ﻫﻐﻰ ﺧﻮﺍﺗﻪ ﺑﻠﻞ ﻛﻴ‪‬ﻯ‬
‫ﺍﻭ ﺳﻮﻕ ﻛﻴ‪‬ﻯ ‪۰‬‬
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‫ﺩ ﻣﻮﺧﻮ ‪‬ﺎ ﻧﮕ‪ ‬ﺗﻴﺎﻭﻯ ‪:‬‬

‫ﻣﻮﺧﻰ ﺑﺎﻳﺪ ﺩﺩﻏﻮ ‪‬ﺎﻧﮕ‪‬ﺗﻴﺎﻭ ﺩﺭﻟﻮﺩﻧﻜﯥ ﻭﻯ ‪:‬‬
‫ﺭﻭ‪‬ﺎﻧﻪ ﺍﻭ ‪‬ﺎﻛﻠﻲ ﻭﻯ ‪.‬‬ ‫‪z‬‬
‫ﺩ ﺍ‪‬ﻜﻞ ﺍﻭ ﺳﻨﺠﺶ ﻭ‪ ‬ﻭﻯ ‪.‬‬ ‫‪z‬‬
‫ﺩ ﻻﺳﺘﻪ ﺭﺍﻭ‪‬ﻧﻰ ﻭ‪ ‬ﻭﻯ ‪.‬‬ ‫‪z‬‬
‫ﺣﻘﻴﻘﺖ ﺍﻭ ﺭ‪‬ﺘﻴﺎ ﺗﻪ ﻭ‪‬ﺍﻧﺪﻱ ﻭﻱ‬ ‫‪z‬‬
‫ﺩﻭﺧﺖ ﺩﻣﺤﺪ ﻭﺩ ﻳﺪ ﺩﺭﻟﻮﺩﻧﻜﻲ ﻭﻱ‪.‬‬ ‫‪z‬‬
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‫ﺳﺮﭼﻴﻨۍ ) ﻣﻨﺎﺑﻊ ( ‪:‬‬

‫ﺳﺮﭼﻴﻨۍ ﺩ ﻳﻮﻱ ﺍﺩﺍﺭﻱ ﻣﺎﺩﻱ ﺍﻭ ﻣﻌﻨﻮﻱ ﭘﺎﻧ‪‬ﻮﻧﻪ ﻋﺒﺎﺭﺕ ﺩﻩ ﭼﯥ ﭘﻪ ﻻﻧﺪﯤ ‪‬ﻭﻝ ﻭﻳﺸﻞ‬
‫ﻛ‪‬ﯤ ‪:‬‬
‫‪ z‬ﻓﺰﯦﻜﯥ ﺳﺮ ﭼﯧﻨﯥ‬
‫‪ z‬ﻣﺎﻟﯥ ﺳﺮ ﭼﯧﻨﯥ‬
‫‪ z‬ﺍﻧﺴﺎﻧﯥ ﺳﺮ ﭼﯧﻨﯥ‬
‫‪ z‬ﻏﯿﺮﻣﺤﺴﻮﺱ ﺳﺮ ﭼﯧﻨﯥ‬
‫‪16‬‬
‫ﻣﻮﺛﺮﻳﺖ ﭘﻪ ﺍﺩﺍﺭﻩ ﻛﯥ ‪‬ﻪ ﺩﻩ ؟‬

‫ﺩﻯ ﻓﻌﺎﻟﻴﺘﻮﻧﻮ ﻟﻪ ﺳﺮ ﺗﻪ ﺭﺳﻮﻧﻮ ‪‬ﺨﻪ ﻋﺒﺎﺭﺕ ﺩﻩ ﭼﯥ ﺩ ﺍﺩﺍﺭﻱ ﺩ ﻣﻮﺧﻮ ﻻﺳﺘﻪ ﺭﺍﻭ‪‬ﻧﻮ‬ ‫‪z‬‬
‫ﻟﭙﺎﺭﻩ ﻣﻮ‪ ‬ﺳﺮﻩ ﻣﺮ ﺳﺘﻪ ﻛﻮﻯ‬
‫ﮔ‪‬ﻮﺭ ﺗﻮﺏ ﭘﻪ ﺍﺩﺍﺭﻩ ﻛﯥ ‪‬ﻪ ﺩﻩ ؟‬ ‫‪z‬‬
‫ﺩ ﻓﻌﺎﻟﻴﺘﻮﻧﻮ ﻟﻪ ﺳﺮ ﺗﻪ ﺭﺳﻮﻧﻮ ﻧﻪ ﻋﺒﺎﺭﺕ ﺩﻩ ﭼﯥ ﺩ ﻫﻐﻰ ﭘﻪ ﻛﺎﺭ ﺍﺧﻴﺴﺘﻨﻰ ﺳﺮﻩ ﻟﻪ ﻛﻤﻰ‬ ‫‪z‬‬

‫ﭘﺎﻧﮕﯥ ﻧﻪ ‪‬ﻳﺮﻩ ﭘﺎﻳﻠﻪ ﺍﻭ ﻣﺤﺼﻮﻝ ﻻﺱ ﺗﻪ ﺭﺍ‪‬ﻰ ﻳﻌﻨﻰ ﻣﺤﺼﻮﻝ ﭘﺮ ﭘﺎﻧﮕﯥ ‪‬ﻳﺮ ﻭﻯ ‪۰‬‬
‫‪17‬‬
‫ﭘﻪ ﺍﺩﺍﺭﻱ ﺍ ﻭ ﻣﻨﺠﻤﻨﺖ ﻛﯥ ‪‬ﻜﻴﻞ ﺍ‪‬ﺧﻮﻧﻪ ‪:‬‬

‫‪ z‬ﻋﺒﺎﺭﺕ ﻟﻪ ﻫﻐﻮ ﻭﮔ‪‬ﻭ ‪‬ﺨﻪ ﺩﻱ ﭼﯥ ﺩ ﺍﺩﺍﺭﻱ ﻳﺎ ﻫﻐﻰ ﭘﻪ ﻓﻌﺎﻟﻴﺘﻮﻧﻮ ﻛﯥ ﺑﺮﺧﻪ ‪ ،‬ﻳﺎ ﭘﻪ‬
‫ﺯ‪‬ﻩ ﭘﻮﺭﻯ ﻭﺍﻟۍ ﻭﻟﺮﻯ ﻳﺎ ﺩﺍ ﭼﯥ ﺩﺍﺩﺍﺭﻯ ﻓﻌﺎﻟﻴﺘﻮﻧﻪ ﺩ ﻫﻐﻮﻯ ﭘﻪ ﮔ‪‬ﻪ ﺍﻭ ﺗﺎﻭﺍﻥ ﺍﻏﻴﺰﻩ‬
‫ﻭﻟﺮﻯ ‪۰‬‬
‫‪ z‬ﺩ ﭼﺎﺭﻭ ﮔ‪‬ﻭﻧﻜﻮﻧﻜﯥ ﻻﻧﺪﻧﻲ ﺧﻠﻚ ﺩﻯ ‪:‬‬
‫‪ z‬ﺑﺮﺧﻪ ﺍﺧﻴﺴﺘﻮﻧﻜﯥ‬
‫‪ z‬ﻛﺎﺭ ﻛﻮﻭﻧﻜﯥ ﯾﺎ ﻣﺎﻣﻮﺭﯾﻦ‬
‫‪ z‬ﻣﺸﺘﺮﯾﺎﻥ‪/‬ﺗﻤﻮﯾﻞ ﻛﻮﻧﻜﯥ‬
‫‪ z‬ﻭ‪‬ﺍﻧﺪﻯ ﻛﻮﻧﻜﯥ )ﻋﺮﺿﻪ (‬
‫‪ z‬ﺩ ﺳﻴﻤﻰ ﺧﻠﻚ‬
‫‪18‬‬
‫ﺩ ﻳﻮﻯ ﺭﻭﻏﻰ ﺍﻭ ﺳﺎﻟﻤﻰ ﺍﺩﺍﺭﻯ ‪‬ﺎ ﻧﮕ‪‬ﺗﻴﺎﻭﻯ ‪:‬‬

‫‪ z‬ﭘﻪ ﻳﻮﻯ ﺍﺩﺍﺭﻱ ﻛﯥ ﻟﻪ ‪‬ﻮﻟﻮ ﺍﺩﺍﺭﻱ ﻗﻮﺍﻧﻴﻨﻮ ‪ ،‬ﻣﻘﺮﺍﺭﺗﻮ ﺍﻭ ﺍﺻﻮﻟﻮ ﻧﻪ ﭘﻴﺮﻭﻯ ﭘﻪ ﻛﺎﺭ ﺩﻩ‬
‫‪ z‬ﺗﺸﻜﻴﻞ ﺑﺎﻳﺪ ﺩ ﺍﺩﺍﺭﻱ ﺩ ﺍﺻﻞ ﺍﻭ ﺍ‪‬ﺗﻴﺎ ﻭ ﺳﺮﻩ ﺑﺮﺍﺑﺮﻭﻯ ﺍﻭ ﺩﺍﺩﺍﺭﻯ ﺍﺻﻞ ﻟﻪ ﻣﻮﺧﻮ ﺍﻭ‬
‫ﺩﻧﺪﻭ ﺳﺮﻩ ﻳﻮﺍﻟۍ ﻭﻟﺮﻯ ﺩﻯ ﺗﺸﻜﻴﻞ ﻟﻪ ﭘ‪ ‬ﺳﻮﺏ ﺍﻭ ﺗﻮﺭﻡ ﻧﻪ ﻣﺨﻨﻴﻮﻯ ﻭﺷﻰ ‪۰‬‬
‫‪ z‬ﺍﺩﺍﺭﻩ ﺑﺎﻳﺪ ﻟﻪ ﺗﻘﻠﺐ ﻛﺎﺭۍ ‪ ،‬ﻛﺎﻏﺬ ﭘﺮﺍﻧۍ ‪ ،‬ﺑ‪‬ﻩ ﺍﺧﻴﺴﺘﻨﻲ ﻧﻪ ﭘﺎﻛﻪ ﻭﻯ ‪۰‬‬
‫‪ z‬ﺩﻛﺎﺭ ﻭ‪ ‬ﺧﻠﻜﻮﺗﻪ ﺩ ﻛﺎﺭ ﺳﭙﺎ ﺭ‪‬ﺘﻨﻪ ‪.‬‬
‫‪ z‬ﭘﻪ ﺍﺩﺍﺭﻩ ﻛﯥ ﻳﻮﺍﻟۍ ‪ ،‬ﺩ ﻛﻨ‪‬ﺮﻭﻝ ﺍﻭ ﻣﺸﺮۍ ‪‬ﻪ ﺳﻴﺴﺘﻢ ﺍﻭ ﺩ ﻣﺪﻳﺮﻳﺖ ﻟﻪ ﺍﺻﻮﻟﻮ ‪‬ﺨﻪ‬
‫ﭘﻴﺮﻭﻯ ﻣﻨ‪ ‬ﺗﻪ ﺭﺍﺷﻰ ‪۰‬‬
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‫ﺩ ﺍﺩﺍﺭﻯ ﺑﻨﺴ‪‬ﻴﺰﻩ ﺍﺻﻮﻝ ‪:‬‬ ‫‪z‬‬
‫ﺩ ﻣﻮﺧﻮ ﻳﻮﺍﻟۍ ﺍﻭ ﺩ ﺑﺮﺍﺑﺮۍ ﺍﺻﻞ‬ ‫‪z‬‬
‫ﺩ ﻣﺮﺍﺗﺒﻮ ﺩ ﻟ‪‬ۍ ﺍﺻﻞ‬ ‫‪z‬‬
‫ﺩ ﺗﺨﺼﺺ ﺍﺻﻞ‬ ‫‪z‬‬
‫ﺩ ﺩﺳﺘﻮﺭ ﻭﺭﻛﻮﻟﻮ ﺍﻭ ﻭﺣﺪﺕ ﺍﺻﻞ‬ ‫‪z‬‬
‫ﺩ ﭼﺎﭘﻴﺮ ﻳﺎﻝ ‪‬ﺎﺭﻧﻰ ﺍﺻﻞ‬ ‫‪z‬‬
‫ﺩ ﻭﺍﻙ ﺍﻭ ﻭﻧ‪‬ﻯ ﺍﺧﻴﺴﺘﻨﻰ ﺍﺻﻞ‬ ‫‪z‬‬
‫ﺩ ﺑﺮﺍﺑﺮۍ) ﺗﻌﺎﺩ ﻝ ( ﺍﺻﻞ‬ ‫‪z‬‬
‫ﺩﺑﺪﻟﻮﻥ ﻣﻨﻠﻮ ﺍﻭ ﻣﺪﺍ ﻭ ﻣﺖ ﺍﺻﻞ‬ ‫‪z‬‬
‫ﺩ ﻛﺎﺭ ﺩ ﻣﻨ‪ ‬ﺗﻪ ﺭﺍﺗﻠﻮ ) ﻛﺎﺭ ﺁﻳﻰ (‬ ‫‪z‬‬
‫‪20‬‬
‫ﺩ ﻣﺪﻳﺮﻳﺖ ﻛﺎﺭﻯ ﭼﻮﻛﺎ‪‬‬
‫ﻳﻮ ﻣﺪﻳﺮ‬
‫ﺳﺎﺯﻣﺎﻥ ﻭﺭﻛﻮﻧﻲ ‪ ،‬ﭘﻼﻧﮕﺬﺍﺭﯼ ‪ ،‬ﮔﻤﺎﺭﻝ ‪ ،‬ﻣﺸﺮﻯ ﺍ ﻭ ﮐﻨﺘﺮﻭﻝ‬
‫‪‬ﺎﻧﮕ‪‬ﻯ ﺍﻭﻣﻌﻠﻮﻣﻰ ﺩﻧﺪﻯ ﺳﺮ ﺗﻪ ﺭﺳﻮﻯ‬
‫ﺍﻧﺴﺎﻧﯽ ‪ ،‬ﻓﺰﯾﮑﯽ ﺍ ﻭ ﻣﺎﻟﯽ‬ ‫ﻧﻪ ﮔ‪‬ﻪ ﺍﺧﻠﻲ‬ ‫‪‬ﺎ ﻛﻠﻮ ﺳﺮ ﭼﻴﻨﻮ‬
‫ﺳﺘﻨﺪﺭﺩ ﻭﻧﻪ‪ ،‬ﺍﺭﺯﯾﺎﺑﯽ‪ ،‬ﮐﻨﺘﺮﻭﻝ ﺍﻭ ﻧﻮﺭ‬ ‫ﭘﻪ ﻛﺎﺭ ﻭ‪‬ﻯ‬ ‫‪‬ﺎ ﻛﻠﻲ ﺭﻭﺵ ﺍﻭ ﺗﻜﻨﻴﻚ‬
‫ﺍﻓﻬﺎﻡ ﺍﻭ ﺗﻔﻬﯿﻢ ‪ ،‬ﻣﺸﺮﻯ ‪ ،‬ﺗﺸﻮﯾﻖ ﺍ ﻭ ﺧﻮﺯ‪‬ﺖ ‪ ،‬ﺩﺷﺨ‪‬ﻭ‬ ‫ﭘﻴﮋﻧﻲ‬ ‫‪‬ﺎﻛﻠﻲ ﻣﻔﺎﻫﻴﻢ‬

‫ﺍﻭﺍﺭﻭﻝ‬
‫ﻳﻮﺍﺯﻯ ‪ ،‬ﻟﻴﺰ ‪ ،‬ﻳﻮ ‪‬ﺎﻯ‬ ‫‪‬ﺎﺭﻱ ﺍﻭ ﺗﻌﻘﻴﺐ ﻭﻯ‬ ‫‪‬ﺎﻛﻠﻲ ﻣﻔﺎﻫﻴﻢ‬
‫‪‬ﻟﻴﺰﻩ ﻣﺮﺳﺘﻪ‬ ‫ﺯﻣﯿﻨﻪ ﺟﻮ‪‬ﻭﻯ‬ ‫ﻭﺩﻩ ﺍﻭ ﭘﺮﺍﺧﺘﻴﺎ ﺗﻪ‬
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‫ﮐﻨﺘﺮﻭﻝ‬
‫ﭘﻼﻥ ﺍﻳ‪‬ﻮﻧﻰ‬
‫ﻣﺸﺮﻯ‬ ‫ﺩﻣﺪﻳﺮﻳﺖ‬
‫ﻋﻤﺪﻩ ﺩﻧﺪﻯ‬
‫ﺳﺎﺯﻣﺎﻥ ﻭﺭﻛﻮﻧﻪ‬
‫ﮔﻤﺎﺭﻭﻝ‬
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‫ﺩﺑﻴﻼ ﺑﻴﻠﻮ ﻛﭽﻮ ﻣﺪﻳﺮﺍﻧﻮ ﺩﻧﺪﻯ‬
‫ﺩ ﻟﻮ‪‬ﻯ ﻛﭽﻰ ﻣﺪﻳﺮﺍﻥ ‪:‬‬

‫‪ z‬ﺍﻭ‪‬ﺩ ﻣﻬﺎﻟﻪ ﭘﻼﻧﻮﻧﻪ ﺍﻭ ﺳﺘﺮﺍﺗﻴﮋۍ ‪‬ﻴ‪‬ﻯ ﺍﻭ ﭘﺮﺍﺧﺘﻴﺎ ﻭﺭﻛﻮﻯ ‪۰‬‬
‫‪ z‬ﺩ ﺑﻴﻼ ﺑﻴﻠﻮ ‪‬ﺎﻧﮕﻮ ﻛﺎﺭ ﻯ ﭘ‪‬ﺍﻭ ﺍﻭ ﺩﻧﺪﻱ ﺍﺭﺯﻳﺎﺑﻰ ﻛﻮﻱ ﺍﻭ ﻟﻪ ﻫﻐﻮ ﺳﺮﻩ ﻣﺮﺳﺘﻪ‬
‫ﻛﻮﻱ‬
‫‪ z‬ﺩ ﻛﻠﻴﺪﻯ ﻏ‪‬ﻭ ﺍﻭ ﻛﺎﺭ ﻛﻮﻭﻧﻜﻮ ﺩ ‪‬ﺎ ﻛﻨﻲ ﺣﻖ ﭘﻪ ﺍﺩﺍﺭﻩ ﻛﯥ ﻟﺮﻱ ﺩﺩﻏﻮ ‪‬ﻟﻮ ﭘﻪ‬
‫ﮔﻤﺎﺭﻭﻟﻮ ﻛﯥ ﻣﺴﻠﻢ ﺣﻖ ﻟﺮﻱ‪.‬‬
‫‪ z‬ﻣﻨ‪‬ﻨﻴﺰﻭ ﻣﺪﻳﺮﺍﻧﻮ ﺗﻪ ﺩﻫﻐﻮ ﺩ ﺳﺘﻮﻧﺰﻭ ﭘﻪ ﺍ‪‬ﻭﻧﺪ ﻻﺭ‪‬ﻮﻧﻲ ﻛﻮﻱ‪.‬‬
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‫ﺩ ﻣﻨ‪‬ﻨۍ ﻛﭽﻰ ﻣﺪﻳﺮﺍﻥ ‪:‬‬

‫‪ z‬ﺩ ﻣﺘﻮ ﺳﻄﻰ ﻛﭽﻰ ﭘﻼﻧﻮﻧﻪ ﺟﻮ‪‬ﻭﻯ ﺍﻭ ﺍﻭ‪‬ﺩ ﻣﻬﺎﻟﻪ ﭘﻼﻧﻮﻧﻪ ﺩ ‪‬ﻴ‪‬ﻧﻰ ﺍﻭ ﻛﻨ‪‬ﺮﻭﻝ‬
‫ﻟﭙﺎﺭﻩ ﻟﻮ‪‬ﻯ ﻛﭽﻰ ﻣﺪﻳﺮﻳﺎﻧﻮ ﺗﻪ ﻭ‪‬ﺍﻧﺪﯤ ﻛﻮﻱ ﺍﻭ ﺗﺮ ﺗﻴﺐ ﻭﺭﻛﻮﻱ‬
‫‪ z‬ﺑﻴﻼ ﺑﻴﻠﻮ ‪‬ﺎﻧﮕﻮ ﺗﻪ ﭘﺎﻟﻴﺴۍ ﺟﻮ‪‬ﻭﻯ ‪.‬‬
‫‪ z‬ﻭﺭ ‪‬ﻨﻰ ﺍﻭ ﺍﻭﻧﻴﺰﻩ ﺭﺍﭘﻮ‪‬ﻮﻧﻪ ﻛﻨ‪‬ﺮﻭﻝ ﺍﻭ ﺍﺭﺯﻳﺎﺑﻰ ﻛﻮﻯ ‪.‬‬
‫‪ z‬ﻴ‪‬ﻮ ﻛﭽﻮ ﻣﺪﻳﺮﻳﺎﻧﻮ ﺗﻪ ﺩﻫﻐﻮ ﺩ ﺳﺘﻮﻧﺰﻭ ﭘﻪ ﺍ‪‬ﻭﻧﺪ ﻻﺭ‪‬ﻮﻧﻰ ﻛﻮﻱ ﺍﻭ ﻣﺸﻮﺭﻱ‬
‫ﻭﺭﻛﻮﻱ ‪.‬‬
‫‪ z‬ﺩﻛﺎﺭ ﻛﻮﻭﻧﻜﻮ ‪‬ﻤﺎﺭﻝ ﺍﻭ ‪‬ﺎ ﻛﻠﻮ ﺩﻧﺪﻩ ﭘﻪ ﻏﺎ‪‬ﻩ ﻟﺮﻯ ‪۰‬‬
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‫‪‬ﻴ‪‬ﻰ ﻛﭽﯥ ﻣﺪﻳﺮﺍﻥ ‪:‬‬

‫‪ z‬ﻟﻨ‪ ‬ﻣﻬﺎﻟﻪ ﻛﺎﺭﻯ ﭘﻼﻧﻮﻧﻪ ﺟﻮ‪‬ﻭﻯ ﻣﻨ‪‬ﻨۍ ﻛﭽﻰ ﻣﺪﻳﺮﻳﺎﻧﻮ ﺗﻪ ﻳﻰ ﻭ‪‬ﺍﻧﺪﻱ ﻛﻮﻱ ﺍﻭ‬
‫ﺩﻫﻐﻪ ﺩ ﺟﺰﺋﻴﺎﺗﻮ ﭘﻪ ﺍ‪‬ﻭﻧﺪ ﺍﺿﺎﻓﻪ ﻣﻌﻠﻮﻣﺎﺕ ﻭﺭﻛﻮﻱ‬
‫‪ z‬ﺩ ﻻﺱ ﻻﻧﺪﻭ ﻛﺎﺭ ﻛﻮﻧﻜﻮ ﻛ‪‬ﻧﻼﺭﻯ ‪ ،‬ﻛ‪‬ﻧﻰ ‪ ،‬ﺍﻭ ﻃﺮ ﺯ ﺍﻟﻌﻤﻠﻮﻧﻪ ‪‬ﺎﺭﻯ ﺍﻭ ‪‬ﻴ‪‬ﻯ ‪۰‬‬
‫‪ z‬ﻭﺭ‪‬ﻨﻲ ﻛﺎﺭﻭﻧﻪ ﻋﻤﻞ ﻛ‪‬ﻧﻰ ﺟﻮ‪‬ﻭﻯ ‪۰‬‬
‫‪ z‬ﺩﺩﻧﺪﻭ ﻻﻳﺤﻪ ﭘﻪ ‪‬ﺎ ﻛﻠﻰ ﺗﻮﮔﻪ ﺟﻮ‪‬ﻭﻱ ﺍﻭ ﺗﺮ ﺗﻴﺐ ﻭﺭﻛﻮﻯ ‪۰‬‬
‫‪ z‬ﻟﻪ ﻛﺎﺭ ﻛﻮﻧﻜﻮﺳﺮﻩ ﻫﻤﻴﺸﻨۍ ﺍﻭ ﻭ‪‬ﺍﻧﺪﻯ ﺍ‪‬ﻳﻜﯥ ﻟﺮﻯ ﺍﻭ ﺗﻤﺎ ﺱ ﻭﺳﺮ ﻩ ﻟﺮﻯ‬
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(c) ketabton.com: The Digital Library
‫ﻯ ﻛﭽﯥ ﻣﺪﻳﺮ‬‫ﻟﻮ‬
‫ﻨﻴۍ ﻛﭽﻰ ﻣﺪﻳﺮ‬‫ﻣﻨ‬
‫ﻰ ﻛﭽﯥ ﻣﺪﻳﺮ‬‫ﻴ‬ ‫ﺩ‬
26
‫ﻣﺪﻳﺮﻳﺘﻰ ﻣﻬﺎﺭﺗﻮﻧﻮ ﻣﻮ‪‬ﻝ‬
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‫‪35‬‬
‫‪30‬‬
‫ﺗﺨﻨﻴﮑﯽ‬
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‫ﺑﺸﺮﯼ‬
‫‪20‬‬
‫ادارﮐﯽ‬
‫‪15‬‬
‫‪10‬‬
‫‪5‬‬
‫‪0‬‬
‫ﻣﺪﻳﺮﺳﻄﺢ ﻋﺎﻟﯽ‬ ‫ﻣﺪﻳﺮﺳﻄﺢ ﻣﺘﻮﺳﻂ‬ ‫ﻣﺪﻳﺮﺳﻄﺢ ﭘﺎﺋﻴﻦ‬
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‫ﺗﺨﻨﯿﮑﯽ ﻣﻬﺎﺭﺗﻮﻧﻪ‬
‫ﺍﺩﺭﺍﮐﯽ ﻣﻬﺎ ﺭﺗﻮﻧﻪ‬ ‫ﺍﻧﺴﺎﻧﯽ ﻣﻬﺎﺭﺗﻮﻧﻪ‬
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‫ﺩ ﻣﺪﻳﺮ ﻭﻧ‪‬ﻯ ﺍﻭ ﻣﺴﻮﻟﻴﺘﻮﻧﻪ‬
‫ﺩ ﺧﭙﻞ ‪‬ﺎﻥ ﭘﻪ ﺍ‪‬ﻭﻧﺪ ﻣﺴﻮﻟﻴﺖ‬ ‫‪z‬‬
‫ﺩ ﺧﭙﻞ ﻻﺱ ﻻﻧﺪﻯ ﻛﺎﺭ ﻛﻮﻭﻧﻜﻮ ﭘﻪ ﺍ‪‬ﻭﻧﺪ ﻣﺴﻮﻟﻴﺖ ﺍﻭ ﻭڼﺪﻩ‬ ‫‪z‬‬
‫ﺩ ﺧﭙﻠﻰ ﺍﺩﺍﺭﻱ ﭘﻪ ﺍ‪‬ﻭﻧﺪﻭ ﻣﺴﻮﻟﻴﺖ‬ ‫‪z‬‬
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‫ﻣﻔﺎﻫﻤﻪ ﯾﺎ ﺍ‪‬ﻳﻜﻲ‬
‫ﺩﻭﻫﻢ ﻓﺼﻞ‬
‫رﻳﺎﺳﺖ ﺗﺮﺑﻴﻪ واﻧﮑﺸﺎف ﺧﺪﻣﺎت ﻣﻠﮑﯽ‬

‫ﻣﻔﺎهﻤﻪ‪/‬اړﻳﻜﯥ څﻪ دي ؟‬
‫هﻐﻪ ﻋﻤﻞ او آړﻧﻪ دﻩ ﭼﯽ ﻳﻮ ﻏړى دﺧﭙﻞ اړﺗﻴﺎو‪ ،‬ﻏﻮښﺘﻨﻮٌ‪ ،‬ادراآﺎﺗﻮ‬
‫‪،‬ﻧﻈﺮﻳﺎﺗﻮ ﭘﻪ هﻜﻠﻪ ﺑﻞ ﻏړي ﺗﻪ ﻣﻌﻠﻮﻣﺎت ورآﻮي اوﻳﺎ هﻢ د ﺑﻞ ﻏړي ﭘﻪ‬
‫هﻜﻠﻪ ﻣﻌﻠﻮﻣﺎت ﻻس ﺗﻪ راوړي‪ ،‬ﻣﻔﺎهﻤﻪ‪/‬اړﻳﮑﯽ ّﺑﻠﻞ آﻴږي‬
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‫ﺩ ﻣﻔﺎﻫﻤﻰ ‪ /‬ﺍﻭ ﺍ‪‬ﻳﻜﻮ ﻣﺎﻫﻴﺖ‬
‫ﺩﺍ‪‬ﻳﻜﻮ ﻣﺎﻫﻴﺖ ﭘﻪ ﺩﻯ ﻛﯥ ﺩﻯ "ﭼﯥ ‪‬ﻮﻙ ﻧﺸﻰ ﻛﻮﻻۍ ﺑﻲ ﺍ‪‬ﻳﻜﻮ ﺍﻭﺳﻲ " ﻳﻌﻨﻲ‬
‫ﺩ ﻳﻮﻯ ﺍﺩﺍﺭﻯ ﺍﻭ ﻣﻮﺳﺴﻲ ﻛﺎﺭ ﻛﻮﻧﻜﯥ ﭘﻪ ﺩﺍﻳﻤﻲ ﺗﻮﮔﻪ ﻳﻮ ‪‬ﻭﻝ ﻧﻪ ﻳﻮ‪‬ﻭﻝ ﻳﻮ ﻟﻪ ﺑﻠﻪ‬
‫ﺳﺮﻩ ﺍ‪‬ﻳﻜﯥ ﻧﻴﺴﻰ ﺣﺘﻰ ﻛﻪ ﺩﻭﻯ ﺩﺍﺳﻲ ‪‬ﻜﺎﺭﻩ ﺷﻲ‪.‬ﭼﯥ ﮔﻮﺍﻛﯥ ﺍ‪‬ﻳﻜﯥ ﺳﺮﻩ ﻧﻠﺮﻯ‬
‫‪ ،‬ﺑﻴﺎ ﻫﻢ ﺳﺮﻩ ﺍ‪ ‬ﻳﻜﯥ ﻟﺮﻯ ‪ ۰‬ﭼﭙﺘﻴﺎ ﻫﻢ ﺩ ﻳﻮﻩ ﺷﻰ ﻣﻌﻨﻲ ﻭﺭﻛﻮﻱ ﺩﺍﭼﯥ ﺗﺎﺳﻮ ﻭﻳﻠﻮ‬
‫ﺗﻪ ‪‬ﻪ ﺷﻰ ﻧﻪ ﻟﺮۍ ﺍﻭ ﻳﺎ ﻫﻢ ﻧﻪ ﻏﻮﺍ‪‬ۍ ‪‬ﻪ ﻭﻭﺍﻳﯥ ﺧﻮ ﺑﻴﺎ ﻫﻢ ﺍ‪‬ﻳﻜﯥ ﺳﺮﻩ ﻟﺮﻯ ‪،‬‬
‫ﻳﻌﻨﻲ ﺍ‪‬ﻳ‪‬ﯥ ﻫﺮ ‪‬ﺎﻯ ﺷﺘﻪ ‪۰‬‬
‫ﻭﺭﺗﻪ ﻗﻀﻴﻪ ﺩ ﺑﺎﻧﺪﻧۍ ﻧ‪‬ۍ ﺳﺮﻩ ﺩ ﺍ‪‬ﻳﻜﻮ ﭘﻪ ﻫﻜﻠﻪ ﺻﺪﻕ ﻛﻮﻯ ‪۰‬‬
‫ﺩﺍ ﭼﯥ ﻳﻮﻩ ﺍﺩﺍﺭﻩ ﻳﺎ ﻣﻮ ﺳﺴﻪ ﻳﻮ ﺷﻰ ﻭﺍﻱ ﻳﺎ ﻳﯥ ﻟﻴﻜﯥ ‪ ،‬ﺍﻭ ﺩﺍ ﭼﯥ ﺁﻳﺎ ﺳﻮﺩﺍﮔﺮﻯ‬
‫ﺍﻋﻼﻥ ‪‬ﻪ ﺩﻯ ﻳﺎ ﻧﻪ ﻳﺎ ﺩﺍ ﭼﯥ ﻋﺎﻣﻪ ﻣﻨﺎﺳﺒﺎﺕ ﺍﻭ ﺩ ﺑﺎﺯﺍﺭ ﻣﻮﻧﺪﻟﻮ ﻣﻨﺎﺳﺒﺎﺕ ‪‬ﻪ ﺩﻯ‬
‫ﻳﺎ ﺧﺮﺍﺏ ﺑﻴﺎ ﻫﻢ ﺍ‪‬ﻳﻜﯥ ﻣﻨ‪‬ﺘﻪ ﺭﺍ‪‬ﻰ ﻛﻪ ﻳﻮﻩ ﺍﺩﺍﺭﻩ ﻳﺎ ﻣﻮﺳﺴﻪ ‪‬ﻪ ﻧﻪ ﻭﺍﻳﯥ ﻳﺎ ‪‬ﻪ‬
‫ﻧﻪ ﻟﻴﻜﯥ ﺑﻴﺎ ﻫﻢ ﭘﻪ ﻏﻴﺮ ﻣﺴﺘﻴﻘﻪ ﺗﻮﮔﻪ ﻳﻮ ﭘﻴﺎﻡ ﻟﻴ‪‬ﺩﻭﻯ‪.‬‬
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‫ﺩﺍ‪‬ﻳﻜﻮ ‪/‬ﻣﻔﺎﻫﻤﻰ ﺧﻮﺍﻭﻯ‬
‫ﻣﻔﺎﻫﻤﻪ‪/‬ﺍ‪‬ﻳﻜﻲ‬
‫ﻏﯿﺮ ﻣﺴﺘﻘﯿﻢ‬ ‫ﻣﺴﺘﻘﯿﻢ‬
‫ﺧﺒﺮﯼ ﺭﺳﺎﻧﻲ ﺍﻭﻧﻮﺭﻭﺳﺎﻳﻞ‬ ‫ﻣﺨﺎﻣﺦ ﺍ‪‬ﻳﻜﻲ‬
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‫ﺩ ﻣﻔﺎﻫﻤﻲ ﺍﻭﺍ‪‬ﻳﻜﻮ ‪ ‬ﻭﻟﻮﻧﻪ )‪(۲‬‬
‫ﺩﻣﻔﺎﻫﻤﻲ‬
‫‪‬ﻭﻟﻮﻧﻪ‬
‫ﻏﯿﺮﮐﻠﻤﺎﺗﯽ‬ ‫ﮐﻠﻤﺎﺗﯽ‬
‫ﺗﺼﻮﯾﺮﯼ‬ ‫ﺍﺷﺎﺭﯼ‬ ‫ﺷﻔﺎﻫﯽ‬ ‫ﺗﺤﺮﯾﺮﯼ‬
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‫ﺩﺍ‪‬ﻳﻜﻮ ﭼﻴﻨﻠﻮﻧﻪ ﻳﺎ ﺧﻮﺍﻭﻱ‬
‫ﺩ ﻳﻮﻩ ﺳ‪‬ﻯ ﻧﻪ ﺑﻞ ﺳ‪‬ﻯ ﺗﻪ ) ﻳﺎ ﺩ ﻟﻴ‪‬ﺩﻭﻧﻜﯥ ﻧﻪ ﺍﺧﻴﺴﺘﻮﻧﻜﯥ ﺗﻪ ( ﺩ ﻣﻌﻠﻮﻣﺎﺗﻮ ﺩ‬

‫ﻟﻴ‪‬ﺩﻭﻟﻮ ﻟﻪ ﭘﺎﺭﻩ ﺩ ﺍ‪‬ﻳﻜﻮ ﭘ‪‬ﺍﻭ ﺩ ﺑﻴﻼ ﺑﻴﻠﻮ ﭼﻴﻨﻠﻮﻧﻮ ﻟﻪ ﻻﺭﻯ ﺳﺮ ﺗﻪ ﺭﺳﻴ‪‬ﻯ ‪۰‬ﻫﻐﻪ‬
‫ﭼﻴﻨﻠﻮﻧﻪ ﭼﯥ ﻭﮔ‪‬ﻯ ﻳﯥ ﺩ ﻣﻔﺎﻫﻤﻰ ﭘﻪ ﻭﺧﺖ ﭘﻪ ﻓﻜﺮ ﻛﯥ ﺳﺎﺗﯥ ﺧﺒﺮﻯ ﻛﻮﻝ ﺍﻭ ﻏﻮ‪‬‬
‫ﻧﻴﻮﻝ ﺩﻯ ‪۰‬‬
‫ﺑﻞ ﭼﻴﻨﻞ ﻟﻴﺪﻝ ﺩ ﻟﻮﺳﺘﻠﻮ ﭘﻪ ﺧﺎﻃﺮ ) ﺩﻳﻮﻩ ﻛﺘﺎﺏ ‪ ،‬ﻣﻜﺘﻮﺏ ‪،‬ﻳﻮ ﺳﻨﺪ ﺍﻭ ﺩﺍﺳﻲ ﻧﻮﺭ‬
‫( ‪‬ﺨﻪ ﻋﺒﺎﺭﺕ ﺩﻯ‬
‫ﻟﻴﺪﻧﻪ ﺩ ﻧﻨﺪﺍﺭﻯ ﻣﻔﻬﻮﻡ ﻫﻢ ﺭﺳﻮﻯ ) ﺩﻳﻮﻩ ﻓﻠﻢ ‪ ،‬ﺧﺒﺮﻭﻧﻮ ﺍﻭ ﺣﺘﻰ ﻧﻮﺭﻭ ﻭﮔ‪‬ﻭ ﻧﻨﺪﺍﺭﻩ‬
‫(‬
‫ﺩ ﺍ‪‬ﻳﻜﻮ ﻭﺭﺳﺘۍ ﺧﺒﺮﻩ ﭘﻪ ﻳﻮ ﺑﻞ ﭼﻴﻨﻞ ﻳﺎ ﻣﺰﻯ ﭘﻮﺭﻯ ﺍ‪‬ﻩ ﭘﻴﺪﺍ ﻛﻮﻯ ﭼﯥ ﺩ ﻏﻴﺮ‬
‫ﻟﻔﻈﻲ ﺍ‪‬ﻳﻜﻮ ﭘﻪ ﻧﺎﻣﻪ ﻳﺎﺩ ﻳ‪‬ﻯ ﺍﻭ ﺩﺍ ‪‬ﻭﻝ ﺍ‪‬ﻳﻜﯥ ﺩ ﻛﺘﻨﻲ ‪ ،‬ﺗﻘﻠﻴﺪ ﺍﻭ ﺍﺷﺎﺭﻭ ﺍﻫﻤﻴﺖ‬
‫ﺗﺮ ﺍﺭﺯﻭﻧﻲ ﻻ ﻧﺪﻯ ﻧﻴﺴﻰ ‪۰‬‬
‫‪‬ﻮﻝ ﻳﺎﺩ ﺷﻮﻯ ﭼﻴﻨﻠﻮﻧﻪ ﻣﻬﻢ ﮔڼﻞ ﻛﻴ‪‬ﻯ ﻟﻪ ﺩﻯ ﺍﻣﻠﻪ ﭼﯥ ﺩ ﻳﻮﻩ ﭘﻴﺎﻡ ﭘﻪ ﻟﻴ‪ ‬ﺩﻟﻮ ﺍﻭ‬
‫ﺍﺧﻴﺴﺘﻠﻮ ﻛﯥ ﺳﺘﺮﮔﯥ ‪ ،‬ﻏﻮ‪‬ﻭﻧﻪ ‪ ،‬ﺧﻮﻟﻪ ﺍﻭ ﺩ ﺑﺪﻥ ﻧﻮﺭ ﻏ‪‬ﻯ ﭘﻪ ﻛﺎﺭ ﻟﻮ ﻳ‪‬ﻯ ‪.۰‬‬
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‫ﺍﺧﻴﺴﺘﻮﻧﻜﹾﯥ ﺍﻭ ﺩ ﻟﻴ‪ ‬ﺩ ﻭﻧﻜﯥ ﻣﻮ‪ ‬ﻟﻮﻧﻪ‬
‫ﻣﻌﻠﻮﻣﺎﺕ‬
‫ﻣﻮﺧﻪ ‪ /‬ﺍ‪‬ﻳﻜﻲ‬
‫ﺷﻔﺎﻫﻲ ﺍﻭ‬
‫ﻟﻴ‪‬ﺩﻭﻧﻜﻰ‬ ‫ﺍﺧﯿﺴﺘﻮﻧﮑﯽ‬
‫ﻏﻴﺮﺷﻔﺎﻫﻲ ﻣﻔﺎﻫﻴﻢ‬
‫ﻣﻮﺧﻪ ‪ /‬ﺍ‪‬ﻳﻜﻲ‬
‫ﻭﺭﮐﻮﻧﻪ‬
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‫ﺩﻟﻴ‪‬ﺩﻭﻧﻜﻰ ﺍﻭ ﺍﺧﻴﺴﺘﻮﻧﻜﻲ ﻣﻮ‪ ‬ﻝ‬
‫ﭘﻪ ﺍﺧﻴﺴﺘﻮﻧﻜﻮ ﺍﻭ ﻟﻴ‪‬ﺩﻭﻧﻜﻮ ﻣﻮ‪‬ﻟﻮﻧﻜﯥ ﺑﻨﺴ‪‬ﻴﺰﻩ ﻋﻨﺎ ﺻﺮ ﺩﺍﺩﻱ ‪:‬‬

‫ﻟﻴ‪‬ﺩﻭﻧﻜﻰ ‪ ،‬ﺍﺧﻴﺴﺘﻮﻧﻜﻰ ﭘﻴﻐﺎﻡ ﺍﻭ ﻓﻴﺪ ﺑﻚ ; ﭼﻲ ﻟﻴ‪‬ﺩﻭﻧﻜﻲ ﻏ‪‬ﻱ ﺩ ﺧﭙﻞ ﻧﻈﺮ ﻭ‪‬‬
‫ﭘﻴﻐﺎﻡ ﺩ ﺍ‪‬ﻳﻜﻮ ﺩ ﻣﺰﻳﻮ ﺍﻭ ﭼﻴﻨﻠﻮﻧﻮ ﭘﻪ ﻣﺮﺳﺘﻪ ﺍﺧﻴﺴﺘﻮﻧﻜﻲ ﻏ‪‬ﻱ ﺗﻪ ﻭﻟﻴ‪‬ﺩﻭﻯ ‪ ۰‬ﺍﻭ‬
‫ﺍﺧﻴﺴﺘﻮﻧﻜۍ ﻏ‪‬ﻱ ﭘﺲ ﻟﻪ ﺍﺧﻴﺴﺘﻠﻮ ﺩ ﭘﻴﻐﺎﻡ ﻧﻪ ﺩ ﻫﻤﻐﻪ ﭼﻴﻨﻞ ﻟﻴﺎﺭﻱ ﻟﻴ‪‬ﺩﻭﻧﻜﻰ‬
‫ﻏ‪‬ﻱ ﺗﻪ ﺩ ﭘﻴﻐﺎﻡ ‪‬ﻮﺍﺏ ﻭﺭﻛﻮﻱ ‪۰‬‬
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‫ﺩﻟﻴ‪‬ﺩﻟﻮ ﺍﻭ ﺍﺧﻴﺴﺘﻠﻮ ﻣﻮ‪‬ﻝ‬
‫ﺩﻟﻴ‪‬ﺩﻭﻟﻮ ﺍﻭ ﺍﺧﻴﺴﺘﻠﻮ ﻣﻮ‪‬ﻝ ﺩﺍ ﭘﻪ ﺯ‪‬ﻩ ﭘﻮﺭﻯ ‪‬ﻜﯥ ‪‬ﺮﮔﻨﺪ ﻭﻯ ﭼﯥ ﻫﺮ ﭘﻴﻐﺎﻡ ‪‬ﻠﻮﺭ‬

‫ﺍ‪‬ﺧﻮﻧﻪ ﻟﺮﻯ ‪ ۰‬ﺩ ﭘﻴﻐﺎﻡ ﻟﻴ‪‬ﺩﻭ ﻧﻜﯥ ﺍﻭ ﺍﺧﻴﺴﺘﻮﻧﻜﯥ ﺑﺎ ﻳﺪ ﭘﻮﻩ ﺷﻰ ﭼﯥ ﺩ ﻳﻮ ﭘﻴﻐﺎ ﻡ ﺩ‬
‫‪‬ﻠﻮﺭ ﺍ‪‬ﺧﻮﻧﻮ ﭘﻪ ﻫﻜﻠﻪ ﺩ ﻫﻐﻮﻯ ﺷﺨﺼﻲ ﺗﻌﺒﻴﺮﻭﻧﻪ ﻳﻮ ﺗﺮ ﺑﻠﻪ ﺗﻮﭘﻴﺮ ﻟﺮﻯ ﺩﺍ ﺗﻮﭘﻴﺮ‬
‫ﻛﻴﺪﺍﻯ ﺷﻰ ﺩ ﻟﻴﺪﻭ ﻭ‪ ‬ﻧﺎ ‪‬ﻭ ﻩ ﺗﻔﺎ ﻫﻤﻮﻧﻮ ﺍﻭ ﻟﻪ ﻫﻐﻮ ﻧﻪ ﺩﺭﺍﭘﻴﺪﺍ ﺷﻮﻭ ﺳﺘﻮﻧﺰﻭ‬
‫ﺩﺭﺍﻣﻨ‪‬ﺘﻪ ﻛﻴﺪﻭ ﺳﺒﺐ ﺷﻰ ﭘﻪ ﻳﺎ ﺩ ﻣﻮ ﻭﻯ ﻛﻪ ﭘﺎﻡ ﻣﻮﻧﻪ ﻭﻯ ﭼﯥ ﺩ ﻣﻔﺎﻫﻤﻰ ﺩ ﻛﻮﻡ‬
‫‪‬ﻭﻝ ﭼﻴﻨﻞ ﻧﻪ ﻛﺎﺭ ﺍﺧﻠۍ ‪ ،‬ﻧﺎ ﺳﻢ ﺗﻌﺒﻴﺮﻭﻧﻪ ﺑﻪ ﺗﺎﺳﻮ ﺩ ﺳﺘﻮﻧﺰﻭ ﺳﺮﻩ ﻣﺨﺎﻣﺦ ﻛ‪‬ﻯ ‪۰‬‬
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‫ﺩﻳﻮﭘﻴﻐﺎﻡ ‪‬ﻠﻮﺭﺍ‪‬ﺧﻪ )‪(۲‬‬
‫ﺩﻣﻮﺧﻲ ﻳﺎﻫﺪﻑ ﺍ‪‬ﺥ‬
‫ﺧﭙﻞ ‪‬ﺎﻥ‬ ‫ﭘﻴﻐﺎ ﻡ‬ ‫ﺩﻏﻮ‪‬ﺘﻨﻲ‬

‫‪‬ﻮﺩﻭﻧﻲ ﺍ‪‬ﺥ‬ ‫ﺍ‪‬ﺥ‬
‫ﺩﺍ‪‬ﻳﻜﻮ ﺍ‪‬ﺥ‬
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‫ﺩﻳﻮﭘﻴﻐﺎﻡ ‪‬ﻠﻮﺭ ﺍ‪‬ﺧﻪ )‪(۳‬‬
‫ﺩﻣﻮﺧﻰ ﺍ‪‬ﺥ‬
‫ﻫﺮ ﭘﻴﻐﺎﻡ ﺩ ﻣﻮﺧﻰ ﭘﻪ ﺍ‪‬ﻩ ﺩ ﻣﻌﻠﻮﻣﺎﺗﻮ ﻟﺮﻭﻧﻜﯥ ﺩﻩ ﭼﯥ ﭘﻪ ﺁﺳﺎﻧﻪ ﺗﻮﮔﻪ ﺣﻘﺎﻳﻖ ﺑﻴﺎﻧﻮﻯ ‪۰‬‬
‫ﺩﺍ‪‬ﻳﻜﻮ ﺍ‪‬ﺥ‬
‫ﻫﺮ ﭘﻴﻐﺎﻡ ﺩ ﻟﻴ‪‬ﺩﻭﻧﻜﯥ ﺍﻭ ﺍﺧﻴﺴﺘﻮﻧﻜﯥ ‪.‬ﺗﺮ ﻣﻨ‪ ‬ﻣﻨﺎ ﺳﺒﺎﺕ ‪‬ﺮ ﮔﻨﺪﻭﻯ ﺍﻭ ﺩﺍ ﭼﯥ‬
‫ﻫﻐﻮﻯ ﺩ ﻳﻮ ﺑﻞ ﭘﻪ ﺑﺎﺏ ‪‬ﻪ ﻓﻜﺮ ﻛﻮﻯ ﻳﻌﻘﻴﻨﻲ ﺩﻩ ﭼﯥ ﺩ ﻓﻜﺮ ‪‬ﻭﻝ ﻳﯥ ﺳﺮﻩ ﺗﻮﭘﻴﺮ‬
‫ﻟﺮﻯ ‪۰‬ﺩ ﺍ‪‬ﻳﻜﻮ ﺍ‪‬ﺥ ﺩ ﺍﻟﻔﺎﻇﻮ ﺩ ﻏ‪ ، ‬ﺩ ﺁﻫﻨﮓ ‪ ،‬ﺍﻭ ﻏﻴﺮ ﻟﻔﻈﻲ ﺍﺷﺎﺭﻭ ﭘﻪ ﻣﺮ ﺳﺘﻪ‬
‫‪‬ﻮﺩﻝ ﻛﻴ‪‬ﻯ ‪ ۰‬ﺩ ﭘﻴﻐﺎﻡ ﺍﺧﻴﺴﺘﻮﻧﻜﯥ ﺩ ﭘﻴﻐﺎﻡ ﺩﺩﻯ ﺍ‪‬ﺥ ﺳﺮﻩ ‪‬ﻳﺮ ﺣﺴﺎﺱ ﻭﻯ ‪۰‬‬
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‫ﺩﻳﻮﭘﻴﻐﺎﻡ ‪‬ﻠﻮﺭ ﺍ‪‬ﺧﻪ )‪(۴‬‬
‫ﺩ‪‬ﺎﻥ ‪‬ﺮ ﮔﻨﺪﻭﻧﻲ ﺍ‪‬ﺥ‬

‫ﻳﻮ ﭘﻴﻐﺎﻡ ﻧﻪ ﻳﻮﺍﺯﻯ ﺩ ﺣﻘﺎﻳﻘﻮ ﭘﻪ ﻫﻜﻠﻪ ﻣﻌﻠﻮﻣﺎﺕ ﻟﺮﻯ ﺑﻠﻜﯥ ﭘﺨﭙﻠﻪ ﺩ ﻟﻴ‪ ‬ﺩﻭﻧﻜﯥ‪.‬ﭘﻪ‬
‫ﺑﺎﺏ ﻫﻢ ﻣﻌﻠﻮﻣﺎﺕ ﻭﺭ ﻛﻮﻯ ‪ :‬ﺎﻥ ‪‬ﺮﮔﻨﺪ ﻭﻧﻪ ﻣﻘﺎﺑﻞ ﻟﻮﺭﻯ ﺗﻪ ﺩ ﺧﭙﻞ ﺿﻤﻴﺮ ﻩ ‪‬ﺮ‬
‫ﮔﻨﺪﻭ ﻝ ﺩﻯ ‪۰‬‬
‫ﺩ ﻏﻮ‪‬ﺘﻨﻮ ﺍ‪‬ﺧﻮﻧﻪ ‪:‬‬
‫ﻭﮔ‪‬ﻯ ﺯ ﻳﺎ ﺗﺮﻩ ﻭﺧﺘﻮﻧﻮﻧﻪ ﺩ ﺧﭙﻠﻮ ‪‬ﺎﻧﮕ‪‬ﻭ ﻣﻘﺼﺪﻭﻧﻮ ﺩ ﻻﺱ ﺗﻪ ﺭﺍﻭ‪‬ﻟﻮ ﻟﻪ ﭘﺎﺭﻩ ﻣﻔﺎ ﻫﻤﻪ‬
‫ﻛﻮﻯ ‪ ،‬ﻧﻮ ﭘﻴﻐﺎﻡ ﭘﻪ ﺩﺍﺳﻲ ﺑڼﻪ ﭘﻪ ﻧﻈﺮ ﻛﯥ ﻧﻴﻮﻝ ﻛﻴ‪‬ﻯ ﭼﯥ ﭘﻪ ﻳﻮ ‪‬ﻭﻝ ﻧﻪ ‪‬ﻭﻝ ﭘﻪ‬
‫ﻣﺨﺎ ﻣﺦ ﻟﻮﺭﻯ ﺍﻏﻴﺰﻩ ﻭﺷﻨﻴﺪﻯ ‪۰‬‬
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‫ﺍﻭﺭﯾﺪ ﻭﻧﻜﯥ ‪‬ﻠﻮﺭ ﻏﻮ‪‬ﻩ‬
‫‪‬ﻪ ‪‬ﻭﻝ ﺩ ﻫﻐﻪ ﺩ ﺧﺒﺮﻭ ﭘﻪ ﺭﻳ‪‬ﺘﻴﺎ‬ ‫ﺩ ﻫﻐﻪ ﺩ ﺧﺒﺮﻭ ﭘﻪ ﻭ‪‬ﺍﻧﺪﻯ ‪‬ﻪ ‪‬ﻭﻝ ﺍﺣﺴﺎﺱٌ‬
‫ﭘﻮﻩ ﺷﻮ‬ ‫‪ ،‬ﺍﻭﺩ ﻓﻜﺮﻃﺮﺯﺍﻭ ﻋﻜﺲ ﺍﻟﻌﻤﻞ ﻭﻟﺮﻭ‬
‫ﻫﻐﻪ ‪‬ﻪ ‪‬ﻭﻝ ﺍﻧﺴﺎﻥ ﺩﻯ ؟‬ ‫ﻫﻐﻪ ‪‬ﻪ ‪‬ﻭﻝ ﻟﻪ ﻣﻮ‪ ‬ﺳﺮﻩ ﺧﺒﺮﻱ ﻛﻮﻯ؟‬
‫ﺍﻭ ‪‬ﻪ ﺑڼﻪ ﻟﺮﻱ ؟‬ ‫ﺍﻭ ﻟﻪ ﭼﺎﺳﺮﻩ ﻏﻮﺍ‪‬ﻱ ﺧﺒﺮﻱ ﻭﻛ‪‬ﻱ ؟‬
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‫‪‬ﻠﻮﺭﺍﻭﺭﻳﺪﻭﻧﻜﻲ ﻏﻮ‪‬ﻭﻧﻪ‬
‫ﺩﺍﻣﻮ‪‬ﻝ ﺭﻭ‪‬ﺎﻧﻪ ﻛﻮﻱ ﭼﻲ ﺍﺧﻴﺴﺘﻮﻧﻜﻲ ﻫﻢ ﭘﻴﻐﺎﻡ ﻟﻪ ‪‬ﻠﻮﺭﻭ ﺍ‪‬ﺧﻮﻧﻮﻧﻪ ﺩ‪‬ﻴ‪‬ﻧﻲ ﻻﻧﺪﻱ‬

‫ﻧﻴﺴﻲ‪.‬‬
‫ﺩﻣﻮﺧﻲ ﺍ‪‬ﺥ‪:‬‬
‫‪‬ﻪ ‪‬ﻭﻝ ﺩﻫﻐﻪ ﺩﺧﺒﺮﻭ ﺭﻳ‪‬ﺘﻴﺎﻭ ﺑﺎﻧﺪﻱ ﭘﻮﺷﻢ؟‬
‫ﺩﺍ‪‬ﻳﻜﻮ ﺍ‪‬ﺥ‪:‬‬
‫ﻫﻐﻪ ‪‬ﻪ ‪‬ﻭﻝ ﻟﻪ ﻣﺎﺳﺮﻩ ﺧﺒﺮﻱ ﻛﻮﻱ ﺍﻭﻟﻪ ﭼﺎﺳﺮﻩ ﻏﻮﺍ‪‬ﻱ ﺧﺒﺮﻱ ﻭﻛ‪‬ﻱ ؟‬
‫ﺧﭙﻞ ‪‬ﺎﻥ ‪‬ﻮﻭﻧﻲ ﺍ‪‬ﺥ‪:‬‬
‫ﺩﻫﻐﻪ ﺩﺧﺒﺮﻭ ﭘﻪ ﺑﺮﺍﺑﺮﻛﯥ ‪‬ﻪ ﺍﺣﺴﺎﺱ ‪،‬ﺩﻓﻜﺮ‪‬ﻭﻝ ﺍﻭ ﻋﻜﺲ ﺍﻟﻌﻤﻞ ﻭﻟﺮﻡ ؟‬
‫ﺩﻏﻮ‪‬ﺘﻨﻲ ﺍ‪‬ﺥ‪:‬‬
‫ﻫﻐﻪ ‪‬ﻪ ﺩﻭﻝ ﺳ‪‬ﻱ ﺩﻯ ﺍﻭ ‪‬ﻪ ﻏﻮﺍ‪‬ﻱ ؟‬
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‫ﺩ ﺗﺤﻠﻴﻞ ﺩﺑﺪﻟﻮﻥ ﭘﻪ ﺍ‪‬ﻭﻧﺪ ﻣﻌﻠﻮﻣﺎﺕ‬
‫ﺩ ﺑﺪﻟﻮﻥ ﺗﺤﻠﻴﻞ ﭼﻲ ‪TA‬ﭘﻪ ﻧﺎﻣﻪ ﻫﻢ ﻳﺎﺩﻳ‪‬ﻱ ﺩ ‪‬ﻴ‪‬ﻧﻴﺰ ﺍﻭ ﺭﻭﺍﻧﺸﺎﺳۍ ﺗﻴﻮﺭۍ ‪‬ﺨﻪ‬

‫ﻋﺒﺎﺭﺕ ﺩﻩ‬
‫ﭼﻲ ﭘﻪ ﻛﺎﻝ ‪۱۹۵۰‬ﻛﻲ ﺩ ﻳﻮﻩ ﺭﻭﺍﻧﺸﻨﺎﺱ ﺩ )ﺍﻳﺮﻙ ﺑﻴﺮﻭﻥ (ﭘﻪ ﻧﺎﻣﻪ ﻣﻄﺮﺡ ﺷﻮﻱ‬
‫ﺩﺍﺳﻲ ﭼﻲ ﺩﻏﻪ ﺭﻭﺍﻧﺸﻨﺎﺱ ‪۳‬ﺑﻴﻼ ﺑﻴﻠﻲ ﻛﭽﯥ ﺩ ﺑﺪﻟﻮﻥ ﺍﻭ ﺗﺤﻠﻴﻞ ﺩﺍﺳﻲ ﺷﺮ ﺡ‬
‫ﻛ‪‬ﻱ ﺩﻱ‪۰‬‬
‫)ﺩ ﻣﻮﺭﺍﻭ ﭘﻼﺭ ﻛﭽﻪ ‪،‬ﺩ ﻟﻮﻳﺎﻧﻮ ﻛﭽﻪ ﺍﻭ ﺩ ﻛﻮﭼﻨﻲ ﻭﺍﻟﻲ ﻛﭽﻪ (‬
‫ﭼﻰ ﺩﺍ ‪‬ﻮﻝ ﺩ ﺍﻧﺴﺎﻧﺎﻧﻮ ﺩ ﻛﻮﭼﻨﻰ ﻭﺍﻟۍ ﻟﻪ ﺗﺠﺎﺭ ﺑﻮ ‪‬ﺨﻪ ﺳﺮ ﭼﻴﻨﻪ ﻧﻴﺴﻰ ‪۰‬‬
‫ﻫﻤﺪﺍ ﺭﻧﮕﻪ ﻫﻐﻪ ﻭ ‪‬ﻴ‪‬ﻟﻪ ﭼﯥ ﺑﻴﻼ ﺑﻴﻞ ﻭﮔ‪‬ﻯ ‪‬ﺮﻧﮕﻪ ﺧﭙﻞ ﻣﻨ‪ ‬ﻛﯥ ﻣﺘﻘﺎﺑﻞ ﺍﻋﻤﺎﻝ‬
‫ﻟﺮﻯ ﺍﻭ ﺩ ﺑﻴﻼ ﺑﻴﻠﻮ ﺷﺨﺼﻴﺘﻮﻧﻮ ‪‬ﺮﻧﮕﻮﺍﻟﻰ ‪‬ﺮ ﻧﮕﻪ ﻛﻮﻻﻯ ﺷﻰ ﺩ ﻭﮔ‪‬ﻭ ﭘﺮ‬
‫ﻣﻌﺎﻣﻼﺗﻮ ﺍﻏﻴﺰﻩ ﻭﺍﭼﻮﻯ ‪۰‬‬
‫‪‬ﺎﻏﻠﻲ ﺑﻴﺮﻭﻥ ﻟﻪ ﻧﻈﺮﻩ ﺩ ﺍﻓﻬﺎﻡ ﺍﻭ ﺗﻔﻬﻴﻢ ‪‬ﻮﻝ ﺑﻬﻴﺮ ﺑﺎﻧﺪﻯ ﭘﺎﻡ ﻟﺮﻝ ﺍﻭ ﺍﺭﺯﻭﻧﻪ ﺧﻮﺭﺍ‬
‫‪‬ﻳﺮﻩ ﺍﺭﺯ‪‬ﺖ ﻟﺮﻱ ﻫﻤﺪﺍﺭ ﻧﮕﻪ ﻫﻐﻪ ﭘﺮ ﺩﻯ ﻋﻘﻴﺪﻯ ﻭﭼﻰ ﺩ ﺍﻓﻬﺎﻡ ﺍﻭ ﺗﻔﻬﻴﻢ ﭘﻪ ﺑﻬﻴﺮ‬
‫ﻛﯥ ﻫﺮﻭ ﻣﺮﻭ ﺩ ﻣﻔﺎﻫﻤﻰ ﺩﻭﺍ‪‬ﻭ ﺍ‪‬ﺧﻮﻧﻮ ﺗﻪ ﭘﺎﻣﻠﺮﻧﻪ ﻭﺷﻰ ﻧﻪ ﻳﻮﺍﺯﻯ ﻳﻮ ﺍ‪‬ﺥ ﺗﻪ ‪.‬‬
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‫ﺩ ﺗﺤﻠﻴﻞ ﺩﺑﺪﻟﻮﻥ ﭘﻪ ﺍ‪‬ﻭﻧﺪ ﻣﻌﻠﻮﻣﺎﺕ)‪(۲‬‬
‫ﻟﻪ ﻫﻐﻪ ﻧﻪ ﻭﺭﺳﺘﻪ ‪‬ﺎﻏﻠﻲ ﺑﻴﺮﻭﻥ ‪‬ﻮﻝ ﺑﻴﻼ ﺑﻴﻞ ‪‬ﻮﻟﻨﻴﺰ ﻋﻜﺲ ﺍﻟﻌﻤﻠﻮﻧﻪ ﻳۍ ﺗﻮﭘﻴﺮ‬
‫ﻛ‪‬ﻩ ﭼﻲ ﺩ ﻫﻐﻪ ﻟﻪ ﻧﻈﺮﻩ ﺩﻏﻪ ﻋﻜﺲ ﺍﻟﻌﻤﻠﻮﻧﻪ ﻟﻪ ﻳﻮ ﺳﻠﺴﻠﻪ ﻣﺘﻘﺎﺑﻠﻮ ﺍﻋﻤﺎﻟﻮ ‪‬ﺨﻪ‬
‫ﻋﺒﺎﺭﺕ ﺩﻩ ﭼﻲ ﭘﻪ ﻫﻐﻪ ﻳﯥ ﺩ ﻟﻮﺑﻮ ﻧﻮﻡ ﻛﻴ‪‬ﻮﺩ‬
‫ﺷﺨﺼﻴﺖ ﺩ ‪‬ﺮﻧﮕﻮﺍﻟﻲ ﻣﻮ‪‬ﻝ )ﺩ ﻣﻮﺭﻭ ﭘﻼﺭ ﻛﭽﻪ –ﺩ ‪‬ﻮﺍﻧﻲ ﻛﭽﻪ– ﺩ ﻛﻮﭼﻨﻲ‬
‫ﻭﺍﻟﻲ ﻛﭽﻪ (‬
‫ﺩ ﺑﺪﻟﻮﻥ ‪‬ﻴ‪‬ﻧﻰ ﺩ ﺗﻴﻮﺭۍ ﭘﻪ ﻧﺴﺒﺖ ﭘﻪ ﻣﺠﻤﻮﻋﻰ ﺗﻮﮔﻪ ﺩ ﺷﺨﺼﻴﺖ ﺩﺭﯤ ﻛﭽﯥ‬
‫ﺷﺘﻪ ﭼﯥ ﻟﻪ ﺩﻏﻮ ﻛﭽﻮ ‪‬ﺨﻪ ﻭﮔ‪‬ﻯ ﭘﻪ ﺩﻭﺍﻣﺪﺍﺭﻩ ﺗﻮﮔﻪ ﻛﺎﺭ ﺍﺧﻠﻰ ﭘﻪ ﺩﻯ ﻭﺭﺳﺘﻴﻮ‬
‫ﻛﯥ ﺩﻏﻪ ﻣﻮ‪‬ﻭﻟﻮﻧﻪ ﭘﻪ ‪‬ﻮ ﻧﻮﺭﻭ ﺑﺮﺧﻮ ﻟﻜﻪ ﻭ ﻣﻮﺭ ﺍﻭ ﭘﻼﺭ ﺗﻮﺏ ﺩ ﻛﭽﻰ ﺍﻭ ﺩﻛﻮ‬
‫ﭼﻨﻴﻮﺍﻟﻰ ﺩ ﻛﭽﻰ ﭘﻪ ﻫﻜﻠﻪ ﭘﺮﺍﺧﺘﻴﺎ ﻣﻮﻧﺪﻟﻰ ﺩﻩ ﺩ ﻳﺎﺩﻭﻟﻮ ﻭ‪ ‬ﺩﻩ ﭼﻰ ﺩ ﺷﺨﺼﻴﺖ‬
‫ﻛﭽﻪ ﭘﻪ ‪‬ﻮﻟﻮ ﻭﮔ‪‬ﻭ ﻛﯥ ﻳﻮ ‪‬ﻭﻝ ﻧﺪﻩ ﺧﻮ ﺩ ﻭﮔ‪‬ﻯ ﭘﺮ ﻧﺴﺐ ﺍﻭ ﺩ ﻫﻐﻪ ﺩ ﺗﻴﺮﻭ ﻭ ﺗﺠﺎﺭﺑﻮ‬
‫ﭘﻪ ﺑﻨﺴ‪ ‬ﺗﻮﭘﻴﺮ ﻟﺮﻱ ‪.‬‬
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‫ﻣﻌﺎﻣﻼﺗﻲ ﻣﺘﺒﺎﺩﻟﻪ ﺗﺤﻠﻴﻞ )‪(۳‬‬
‫ﻣﻮﺭ= ﺑﺎ ﺍﺣﺘﻴﺎﻃﻪ ‪،‬ﺯ‪‬ﻩ ﺳﻮﻧﺪﻩ ﺍﻭ ﺑﺨ‪‬ﻮﻧﻜﻲ‬ ‫ﺩﻣﻮﺭ ﺍﻭﭘﻼﺭ‬

‫ﭘﻼﺭ = ﭘﺎﺑﻨﺪﻩ‪ ،‬ﺍﺻﻮﻟﻲ ﺍ ﻭ ﺟﺪﻱ‬ ‫ﻛﭽﻪ )ﻭﺍﻟﺪﻳﻦ(‬
‫ﻫﺪﻓﻤﻨﺪﻩ ‪ ،‬ﺗﺤﻠﻴﻞ ﻛﻮﻧﻜﻲ ‪ ،‬ﻣﻌﻠﻮﻣﺎﺕ‬ ‫ﺩﺑﺎﻟﻐﻮ ﻏ‪‬ﻭ‬

‫ﻭﺭﻛﻮﻧﻜﻲ‬ ‫ﻛﭽﻪ‬
‫ﻋﺎﺩﻱ ﻣﺎﺷﻮﻡ‪ /‬ﻧﻮﺭﻣﺎﻝ = ﻣﻌﻤﻮﻟﻲ ﻃﺒﻴﻌﻲ ‪ ،‬ﭼﻠﻨﺪ ﻛﻮﻧﻜﻰ‬

‫ﺍﻭﺑﺎﺯﻳ‪‬ﻮﺷﻪ‬
‫ﺳﺮﻛﺸﻪ ﺍﻭﺳﺮﻏ‪‬ﻭﻧﻜﻲ ﻣﺎﺷﻮﻡ = ﻟﺠﻮﺝ ﺍﻭ ﺧﻮﺩ ﺳﺮﻩ‬ ‫ﺩﻣﺎﺷﻮﻣﺎﻧﻮ‬
‫ﻓﺮﻣﺎﻥ ﻭ‪‬ﻭﻧﻜﻲ ﻣﺎ ﺷﻮﻡ = ﺁﺭﺍﻣﻪ ﺍ ﻭ ﺧﺒﺮﻩ ﺍﺧﻴﺴﺘﻮﻧﻜﻲ‬ ‫ﻛﭽﻪ‬
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‫ﻣﻌﺎﻣﻼﺗﻲ ﻣﺘﺒﺎﺩﻟﻪ ﺗﺤﻠﻴﻞ )‪(۴‬‬
‫ﺩﻭﺍﻟﺪﻳﻨﻮ ﻛﭽﻪ‬ ‫ﺩﻭﺍﻟﺪﻳﻨﻮ ﻛﭽﻪ‬ ‫ﺩﻏ‪‬ﻭ ﻛﻮﻣﻪ ﻛﭽﻪ ﻳﻮﺑﻞ ﺳﺮﻩ‬

‫؟‬ ‫ﻣﻔﺎﻫﻤﻪ ﻛﻮﻱ ؟‬
‫ﺩﺑﺎﻟﻐﻮ ﻏ‪‬ﻭ‬ ‫ﺩﺑﺎﻟﻐﻮ ﻏ‪‬ﻭ‬

‫ﻛﭽﻪ‬ ‫ﻛﭽﻪ‬
‫ﺩﻣﺎﺷﻮﻣﺎﻧﻮ‬ ‫ﺩﻣﺎﺷﻮﻣﺎﻧﻮ‬
‫ﻛﭽﻪ‬ ‫ﻛﭽﻪ‬
‫ﺩﻭﻫﻢ ﻏ‪‬ﻱ‬ ‫ﻟﻮﻣ‪‬ﻯ ﻏ‪‬ﻯ‬

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‫ﻓﻌﺎﻟﻪ ﺍﻭﺭﻳﺪﻝ )‪(۱‬‬
‫ﻓﻌﺎﻟﻪ ﺍﻭﺭﻳﺪﻝ ﻧﻪ ﻳﻮﺍ‪.‬ﺯﻯ ﻣﻬﻤﻪ ﺩﻩ ﭼﯥ ‪‬ﻪ ﺷﻰ ﻣﻮ ﺩﺭﻙ ﻛ‪‬ﻝ ) ﺩ ﻳﻮﻩ ﭘﻴﻐﺎﻡ ‪‬ﻠﻮﺭ ﻯ‬
‫ﺧﻮﺍﻭﻯ (ﺑﻠﻜﯥ ﻟﻪ ﺩﯤ ﻧﻈﺮﻩ ﻫﻢ ﺍﺭﺯ‪‬ﺘﻨﺎﻛﻪ ﺩﻩ ﭼﯥ ‪‬ﺮ ﻧﮕﻪ ﻣﻘﺎﺑﻞ ﻟﻮﺭﻯ ﺳ‪‬ﻯ ﺗﻪ‬
‫ﻭﺭﻭ‪‬ﻴﻰ ﭼﯥ ﺗﺎ ﺳﻮ ﻫﺮ ‪‬ﻪ ﭼﯥ ﻫﻐﻪ ﻭﺍﻱ ﺩﺭﻙ ﻛ‪‬ﻱ‪ .‬ﺩﻗﻴﻘﻪ ﺍﻭﺭﻳﺪﻧﻪ ﺳﺘﺎ ﺳﻮ ﺳﺮﻩ‬
‫ﻣﺮ ﺳﺘﻪ ﻛﻮﻯ ﭼﯥ ﺩ ﺑﺎﻭﺭ ﺍﻭ ﭘﻮ ﻫﻴﺪﻭ ﻓﻀﺎ ﻣﻨ‪‬ﺘﻪ ﺭﺍﻭ‪‬ﻯ ﭼﯥ ﺩﺍ ﺧﭙﻠﻪ ﺩ ﮔ‪‬ﻮﺭﻯ ﺍﻭ‬
‫‪‬ﻰ ﻣﻔﺎﻫﻤﻲ ﺍﻭ ﺍ‪‬ﻳﻜﻮ ﭘﻪ ﻫﻜﻠﻪ ﻳﻮ ﺑﻞ ﻻﺯﻣﻰ ﺷﺮﻁ ﮔڼﻞ ﻛﻴ‪‬ﻯ‪.‬‬
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‫ﻓﻌﺎﻟﻪ ﺍﻭﺭﻳﺪﻝ )‪(۲‬‬
‫ﺩﺩﻗﻴﻘﻰ ﺍﻭﺭﻳﺪﻧﻰ ﺑﻴﻼ ﺑﻴﻠﻰ ﻻﺭﻱ ﺩﺍﺳﻰ ﺩﻱ ‪:‬‬

‫ﺩﺩﻗﺖ ﺳﺮﻩ ﻣﻠﻪ ﺍﻭﺭﻳﺪﻧﻪ‬
‫ﺩ ﻋﺒﺎﺭﺍﺗﻮ ﭘﻪ ﺩﻭﻫﻢ ‪‬ﻠﻰ ﺑﻴﺎﻥ ﺳﺮﻩ ﺗﺸﺮ ﻳﺤﻰ ﺍﻭﺭﻳﺪﻧﻪ‬
‫ﻓﻌﺎﻟﻪ ﺍﻭﺭﻳﺪﻧﻪ ﺍﻭ ﭘﺎﻳﻠﻪ ﺍﺧﻴﺴﺘﻨﻪ ‪:‬‬
‫ﺳﺘﺎﺳﻮ ﺩﻗﺖ ﺍﻭ ﭘﺎﻡ ﻣﻘﺎﺑﻞ ﻟﻮﺭﻯ ﺗﻪ ﺩﺍ ﺍﺣﺴﺎﺱ ﻭﺭﻛﻮﻯ ﭼﯥ ﺗﺎﺳﻮ ﭘﺎﻣﻠﺮﻧﻪ ﺩﺩﻩ‬
‫ﺧﺒﺮﻭ ﺗﻪ ﺍﻭ‪‬ﺘﻰ ﺩﻩ ﺍﻭ ﭘﻪ ﺑﻞ ﺷﻰ ﻧﻪ ﻳﻲ ﺑﻮ ﺧﺖ ‪ ۰‬ﺩﺍ ‪‬ﻜﻰ ﺩ ‪‬ﻰ ﻣﻔﺎﻫﻤﻰ ﺍﻭ ﺩﻭﻩ‬
‫ﺍ‪‬ﺧﻴﺰﻩ ﺩﺭﻙ ﺑﻨﺴ‪ ‬ﺟﻮ‪‬ﻭﻯ ‪۰‬‬
‫ﺩﺩﻯ ﻟﻪ ﭘﺎﺭﻩ ﭼﯥ ﻭﻟﻴﺪﻝ ﺷﻰ ﭼﯥ ﺍﺧﻴﺴﺘﻮﻧﻜﻰ ﺳ‪‬ﻯ ﺩ ﻟﻴ‪‬ﺩﻭﻧﻜﯥ ﺩ ﭘﻴﻐﺎﻡ ﺍ‪‬ﺧﻮﻧﻪ‬
‫ﭘﻪ ﻋﻴﻦ ﺑڼﻪ ﺩﺭ ﻙ ﻛﻮﻱ ‪ ،‬ﻫﻐﻪ ﺑﺎﻳﺪ ﻻﺱ ﺗﻪ ﺭﺍﻭ‪‬ﻯ ﭘﻴﻐﺎﻡ ﺗﺸﺮﻳﺢ ﻛ‪‬ﻯ ﺍﻭ ﭘﺨﭙﻠﻮ‬
‫ْﻇﻮ ﻳﯥ ﺑﻴﺎﻥ ﻛ‪‬ﻯ ‪۰‬‬ ‫ﺍﻟﻔﺎ‬
‫ﹾ‬
‫)) ﻧﻮ ﺗﺎﺳﻮ ﻭﺍﻳﯥ ﭼﯥ ‪((۰۰۰۰۰۰‬‬
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‫ﻓﻌﺎﻟﻪ ﺍﻭﺭﻳﺪﻝ )‪(۳‬‬

‫))ﭘﻪ ﺑﻞ ﻋﺒﺎﺭﺕ ‪((......‬‬
‫ﻟﻴ‪‬ﺩﻭﻧﻜﯥ ﻫﻢ ﺑﺎﻳﺪ ﺩ ﺍﺧﻴﺴﺘﻮﻧﻜﯥ ‪‬ﺨﻪ ﻳﻮ ﻟ‪ ‬ﭘﻮ ‪‬ﺘﻨﻲ ﻭ ﭘﻮ ‪‬ﺘﻲ ‪‬ﻮ ﭘﻴﻐﺎﻡ ﺩﻭﻫﻢ‬
‫‪‬ﻠﻲ ﻭﻭﻳﻞ ﺷﻰ ﺍﻭ ‪‬ﺍ‪ ‬ﺗﺮ ﻻﺳﻪ ﻛ‪‬ﻯ ﭼﯥ ﺍﺧﻴﺴﺘﻮﻧﻜۍ ﺩ ﭘﻴﻐﺎﻡ ‪‬ﻮﻝ ﺍ‪‬ﺧﻮﻧﻪ ﭘﻪ ﻋﻴﻦ‬
‫ﺑڼﻪ ﺩﺭﻙ ﻛ‪‬ﻯ ﻭﻯ ‪۰‬‬
‫))ﺁﻳﺎ ﺗﺎﺳﻮ ﻭﺍﻳﯥ ﭼﯥ ‪((......‬‬
‫))ﺗﺎﺳﻮ ﻣﻨﻈﻮﺭ ﺩﺍﺩﻯ ‪((......‬‬
‫ﭘﻪ ﭘﺎﻱ ﻛﯥ ﻓﻌﺎ ﻝ ﺍﻭﺭ ﻳﺪﻭﻧﻜﯥ ﻧﻪ ﻳﻮﺍﺯﻯ ﺧﭙﻞ ﻭﺧﺖ ‪‬ﻰ ﺑﻠﻜﯥ ﺩ ﺍﺧﻴﺴﺘﻮﻧﻜﯥ ﺩ‬
‫ﻣﻔﻜﻮﺭﻯ ﭘﻪ ﻫﻜﻠﻪ ﻫﻢ ﺧﭙﻠﻪ ﺷﺨﺼﻰ ﭘﺎ ﻳﻠﻰ ﻭ‪‬ﺍﻧﺪﻯ ﻛﻮﻯ ‪۰‬‬
‫ﺩ ﺑﻴﻠﮕﯥ ﭘﻪ ﺗﻮﮔﻪ ‪:‬‬
‫ﻧﻮﺗﺎﺳﻮ ﻗﺼﺪ ﻧﻪ ﻟﺮۍ ﭼﯥ ‪ ......‬ﺳﺮ ﺗﻪ ﻭﺭ ﺳﻮﻯ ‪ ،‬ﺑﻠﻜﯥ ﺗﺎﺳﻮ ﻏﻮﺍ‪‬ﻯ ﭼﯥ ‪ ......‬ﭘﻪ‬
‫ﺑﺎ ﺏ ﻫ‪‬ﻪ ﻭﻛ‪‬ﻯ ‪......‬؟‬
‫ﺩ ﭘﺎﻣﻠﺮﻧﻰ ﻭ‪ : ‬ﺩﺍ ﺧﺒﺮﻩ ﺩ ﺧﭙﻞ ﻋﺎﺩﺕ ﺟﺰ ﻭﮔﺮ‪‬ﻮﻯ ﭼﯥ ﺩ ﭘﻮ ‪‬ﺘﻨﻰ ﻧﻪ ﭘﺮﺗﻪ ‪‬ﻮﺍﺏ‬
‫ﻣﻪ ﻭﺭﻛﻮﻯ‬
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‫ﺩﻓﻌﺎﻟﻪ ﺍﻭﺭﻳﺪﻧﻲ ﻧ‪‬ﻲ )‪(۴‬‬
‫ﺍ‪‬ﻭﻧﺪﻭ ﭘﻮ‪‬ﺘﻮﻧﻮ ﻃﺮﺣﻪ‬
‫ﺗﻌﺒﻴﺮ ‪ /‬ﺍﻭﺗﻔﺴﻴﺮﻛﻮﻧﻪ‬
‫ﺗﻮﺿﻴﺤﺎﺕ ‪/‬ﺩﻧﻈﺮﻻﻧﺪﯼ ﮐﻮﻧﻪ‬
‫ﺩﻭﯾﻮﻧﮑﯽ ﻧﻈﺮﻳﺎﺗﻮﺗﻪ ﺩﺭﻧﺎﻭﻯ‬
‫ﻟﻨ‪‬ﻳﺰﻭﻝ‬
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‫ﺩﻏﻮ‪ ‬ﻧﻴﻮﻟﻮ ﺩﺭﻱ ‪‬ﻭﻟﻪ‬
‫ﭘﻪ ﻏﻮﺭﺳﺮﻩ ﻏﻮ‪ ‬ﻧﻴﻮﻧﻪ‬

‫ﺩﻫﻐﻮ ﻫﺠﺎ‪‬ﺎﻧﻮ ﭘﻪ ﻛﺎﺭﻭ‪‬ﻧﻪ ﭼﻲ ﺩﻭﻳﻮﻧﻜﻲ ﺩﭘﺎﻡ ﻭ‪ ‬ﻭﻱ ﻟﻜﻪ – ﺍﻡ ‪،‬‬
‫ﻫﺎ ‪ ،‬ﻫﻮ )ﺑﻠﻲ (‬
‫ﺩﻛﻠﻤﺎﺗﻮ ﻟﻪ ﺗﻌﺒﻴﺮ ﻭﺍﻭﺗﻔﺴﻴﺮﺳﺮﻩ ﻳﻮ‪‬ﺎﻱ ﻏﻮ‪ ‬ﻧﻴﻮﻧﻪ‬
‫ﺩﻭﻳﻮﻧﻜﻲ ﻏ‪‬ﻱ ﺩﺟﻤﻠﻮ ﺑﻴﺎ ﺗﻜﺮﺍﺭﻭﻧﻪ ﺍﻭﺩﺩﻱ ﭘﻠ‪‬ﻨﻪ ﭼﻲ ﺁﻳﺎ ﻫﻐﻪ ﻫﻢ ﻋﻴﻦ ﻣﻄﻠﺐ‬
‫‪‬ﺎﺭﻱ ﻳﺎﻧﻪ‬
‫”ﺁﻳﺎﺗﺎﺳﻮ ﻣﻄﻠﺐ ﻣﻲ ﭘﻪ ﺳﻤﻪ ﺗﻮ‪‬ﻪ ﺍﺧﻴﺴﺘﻲ ﺩﻯ ﭼﻲ ‪“....‬‬
‫ﻓﻌﺎﻟﻪ ﺍﻭﺭﻳﺪﻧﻪ ﺍﻭ ﺩﻫﻐﻪ ﭘﺎﻳﻠﻪ ﺍﺧﺴﺘﻴﻨﻪ‬
‫ﺁﻳﺎ ﺩ ﺍﭼﻲ ﺧﺒﺮﻱ ﺍﻭ ﺍﺗﺮﻱ ﺗﺎﺳﻮ ﭘﻪ ﻏﻮﺭﺳﺮﻩ ‪‬ﺎﺭﻱ ﺍﻭﭘﻪ ﭘﺎﻳﻠﻪ ﻛﻲ ﺗﺎﺳﻮ ﻛﻮﻟﻲ ﺷﻲ‬
‫ﺧﭙﻞ ﻭﻻﺩﻳﺰ ﺩﺩﻱ ﭘﻪ ﺍ‪‬ﻭﻧﺪ ﭼﻲ ‪‬ﺮﻧ‪‬ﻪ ﻣﺨﺘﻪ ﻭﻻ‪‬ﺷﻲ ﺍﺑﺮﺍﺯ ﻛ‪‬ﻱ‬
‫ﭘﺲ ﻧﻮﻣﻮﺿﻮﻉ ﺩﺍﻧﻪ ﺩﻩ ﭼﻲ ‪....‬ﻣﻮ‪.... ‬‬
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‫‪)Feedback‬ﻓﯿﺪﺑﮏ( ‪‬ﻪ ﺗﻪ ﻭﯾﻞ ﻛﻴ‪‬ﻯ‬
‫ﻓﻴﺪ ﺑﻚ ﺩ ﭘﻴﻐﺎﻡ ﺩ ﺍﺧﻴﺴﺘﻮﻧﻜﯥ ﻋﻜﺲ ﺍﻟﻌﻤﻞ ﺩ ﭘﻴﻐﺎﻡ ﺩ ﻟﻴ‪‬ﺩﻭﻧﻜﯥ ﭘﻪ ﻣﻘﺂ ﺑﻞ‬

‫ﭼﯥ ﻟﻴ‪ ‬ﺩﻭﻧﻜۍ ﺩ ﭘﻴﻐﺎﻡ ﺩ ‪‬ﺮ ﻧﮕﻮﺍﻟﻰ ﭘﻪ ﺍ‪‬ﻭﻧﺪ ﺑﺎ ﺧﺒﺮﻭﻯ‬
‫ﻓﻴﺪ ﺑﻚ ﻛﻴﺪﺍﻯ ﺷﻰ ﭘﻪ ﭘﻪ ‪‬ﻠﻮﺭﻭ ﺍ‪‬ﺧﻮﻧﻮ ) ﻟﻜﻪ ﺩ ﭘﻴﻐﺎﻡ ‪‬ﻠﻮﺭ ﺍ‪‬ﺧﻪ ( ﻭﻟﻴ‪‬ﺩﻭﻝ ﺍﻭ‬
‫ﻭﺍﺧﻴﺴﺘﻞ ﺷﻰ ﻫﻐﻪ ‪‬ﻭﻝ ﭼﯥ ﻟﻴ‪‬ﺩﻭﻧﻜۍ ﺍﻭ ﺍﺧﻴﺴﺘﻮﻧﻜۍ ﺑﺎﻳﺪ ﺑﺎ ﻭﺭﻯ ﺷﻰ ﭼﯥ‬
‫ﺩﻭﺍ‪‬ﻭ ﺧﻮﺍﻭ ﻟﻴ‪‬ﺩﻭﻝ ﺷﻮﻯ ﻓﻴﺪ ﺑﻚ ﺩ ﭘﻴﻐﺎﻡ ﺩ ‪‬ﻠﻮﺭ ﺍ‪‬ﺧﻮ ﭘﺮ ﺑﻨﺴ‪ ‬ﻳﻮ ‪‬ﻭﻝ ﻻﺱ ﺗﻪ‬
‫ﺭﺍﻭ‪‬ﻯ ﺩﻯ ‪.‬‬
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‫ﺩﻓﻴﺪﺑﻚ ﻗﺎﻋﺪﻩ‬
‫)ﺯﻣﺎﭘﻪ ﻧﻈﺮ( ﻛﻠﻤﻮﭘﻪ ﻛﺎﺭﻭ‪‬ﻧﻪ‬

‫)ﺑﺮﺧﻼﻑ ﺩﻣﺨﺎﻣﺦ ﻟﻮﺭﻱ ﻣﺴﺘﻘﻴﻤﻪ ﻣﺨﺎﻃﺒﻪ ﻭﻧﻪ‬
‫ﻣﺜﺒﺘﻪ ﻏﻮ‪‬ﺘﻨﻪ ) ﺩ ﻣﻨﻔﻲ ﻏﻮ‪‬ﺘﻮﻧﻜﻮ ﭘﺮ ﺧﻼﻑ (‬
‫ﻓﻮﺭﻱ ﻓﻴﺪ ﺑﻚ) ﻧﻪ ﺩﺍ ﭼﯥ ‪‬ﻮﻝ ﻣﺴﺎﻳﻞ ﻟﻮﻣ‪‬ﻯ ﭘﻪ ﺧﭙﻞ ﺫ ﻫﻦ ﻛﯥ ﻭﺳﭙﺎﺭﻯ‬
‫ﻭﺭﺳﺘﻪ ﭘﻪ ﻋﺼﺒﺎ ﻧﻴﺖ ﺳﺮﻩ ﺩ ﻣﻘﺎﺑﻞ ﻟﻮﺭﻱ ﭘﺮ ﻣﺦ ﻳﯥ ﻭﻛﺎ‪‬ﻯ‪.‬‬
‫ﺩﻭﻩ ﺍ‪‬ﺧﻴﺰﻩ ﻓﻴﺪ ﺑﻚ ﻭﺭﻛﻮﻧﻪ ) ﻟﻪ ﻟﻮ‪‬ﻱ ﻧﻪ ﻛ‪‬ـﺘﻪ ﺗﻪ ﺍﻭ ﻛﺘﻪ ﻧﻪ ﻟﻮ‪‬ﻱ ﺗﻪ (‬
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‫‪‬ﻪ ‪‬ﻭﻝ ﻛﻮﻻٰﻯ ﺷﻲ ﭘﻪ ﺍﻏﻴﺰ ﻣﻨﻪ ﺗﻮﮔﻪ )ﻓﻴﺪ ﺑﻚ ( ﻭﺭﻛ‪‬ﻱ‬
‫ﻳﻮﺍﺯﻱ ﻫﻐﻪ ﻭﺧﺖ ﻓﻴﺪ ﺑﻚ ﻭﺭﮐ‪‬ﻱ ﭼﻲ ﻣﻘﺎﺑﻞ ﻟﻮﺭﻯ ﻟﻪ ﺗﺎﺳﻲ ﻧﻪ ﻏﻮَ‪‬ﺘﻨﻪ ﻭﮐ‪‬ﻱ‬ ‫‪z‬‬
‫‪۰‬‬
‫ﺯﻳﺎﺭ ﻭﺑﺎﺳﻲ ﭼﻲ ﺩﺍﻣﻜﺎﻥ ﭘﻪ ﺻﻮﺭﺕ ﻛﯥ ‪‬ﻳﺮ ﻟﻨ‪ ‬ﻓﻴﺪﺑﻚ ﻭﺭﻛ‪‬ﻯ ‪۰‬‬ ‫‪z‬‬
‫ﻫ‪‬ﻪ ﻭﻛ‪‬ﻯ ﺗﺮ ‪‬ﻮ ﺧﭙﻞ ﻓﻴﺪ ﺑﻚ ﺧﭙﻞ ﺍﺩﺍﺭﻙ ﺩ ﺍﺩﺍﺭﻛﻮ ﭘﻪ ﺗﻮﮔﻪ ‪ ،‬ﺧﭙﻞ ﻟﻴﺪﻝ ﺩ‬ ‫‪z‬‬
‫ﻟﻴﺪﻧﻲ ﭘﻪ ﺗﻮﮔﻪ ﺍﻭ ﺧﭙﻞ ﺍﺣﺴﺎﺳﺎﺕ ﺩ ﺍﺣﺴﺎﺳﺎﺗﻮ ﭘﻪ ﺗﻮﮔﻪ ﻣﺨﺎﻣﺦ ﻟﻮﺭﻱ ﺗﻪ ﻭ‪‬ﺍﻧﺪﻱ‬
‫ﻛ‪‬ﻯ ‪۰‬‬
‫ﺩﺍﺳﻲ ﻧﻪ ﭼﯥ ﻓﻴﺪ ﺑﻚ ﻣﺨﺎﻣﺦ ﻟﻮﺭﻱ ﺗﻪ ﺍﺭﺯﻭﻧﻲ ﻻﻧﺪﻱ ﻭﻧﻴﺴﻰ ‪. ۰‬‬ ‫‪z‬‬
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‫ﻭﺭﺳﺘﻪ ﺩ ﻓﻴﺪ ﺑﻚ ﻟﻪ ﺍﻭﺭﻳﺪﻟﻮ ‪‬ﺨﻪ ‪‬ﻪ ﺑﺎﻳﺪ ﻭﻛ‪‬ﻭ ؟‬

‫ﻫﻐﻪ ﻭﺧﺖ ‪ ،‬ﭼﯽ ﻣﻮ ﻟﻪ ﻣﻘﺎ ّﺑﻞ ﻟﻮﺭﻱ ﻧﻪ ﻓﻴﺪ ﺑﻚ ﻭﻣﻮﻧﺪ ﭘﻪ ‪‬ﻳﺮﻱ ﺳ‪‬ﻩ ﺳﻴﻨﻪ ﻭﺭﺗﻪ‬ ‫‪z‬‬
‫ﻏﻮ‪ ‬ﻭﻧﻴﺴﻴﻰ ﺍ ﻭ ﻫ‪‬ﻪ ﻣﻪ ﮐﻮﻯ ﭼﯽ ﮊﺭ ﺗﺮ ﮊﺭﻩ ﺩ ﺧﭙﻞ ‪‬ﺎﻥ ﺩﻓﺎﻉ ﻟﭙﺎﺭﻩ ﺗﻮﺟﻴﻬﺎﺕ‬
‫ﻭ‪‬ﺍﻧﺪﻱ ﻛ‪‬ﻯ ﻟﮑﻪ ﺩﺍ ﭼﯽ ﻭﻭﺍﻳۍ‪“ ) :‬ﻫﻮﻛﯥ ‪ ۰۰۰‬ﻭﻟﻲ ‪.( ”...‬‬
‫ﺩ ﻣﻘﺎﹼّﺑﻞ ﻟﻮﺭﯼ ﻧﯿﻮﮐﯥ ﺑﻪ ﺧﭙﻠﻪ ﮊﺑﻪ ﺗﻜﺮﺍﺭ ﺍﻭ ﺩﺍ‪‬ﺗﻴﺎ ﭘﻪ ﺻﻮﺭﺕ ﻛﻲ ‪‬ﻳﺮﻱ ﭘﻮ‪‬ﺘﻨﻲ‬ ‫‪z‬‬
‫) “َ‪‬ﻪ ﺩﻩ ﺳﺘﺎ ﺳﻮ ﻣﻨﻈﻮﺭ ﺩﺍﺩﻩ ﭼﯥ ‪( ”...‬‬ ‫ﺩ ﺳﺎﺭﯼ ﺑﻪ ﺗﻮﮔﻪ‬ ‫ﻭﻛ‪‬ۍ ‪.‬‬
‫ﻟﻪ ﻧﻮﺭﻭ ﻭﮔ‪‬ﻭ ﻧﻪ ﺩ ﺑﻴﺎ ﻭﺭﻛ‪‬ﻱ ﻏﻮ‪‬ﺘﻨﻪ ﻭﻛ‪‬ﻯ ﺩ ﺑﻴﻠﮕﻲ ﭘﻪ ﺗﻮﮔﻪ ‪:‬‬ ‫‪z‬‬
‫) “ ﻏﻮﺍ‪‬ﻡ ﭘﻮﻩ ﺷﻢ ﭘﺪﻱ ﺍ‪‬ﻭﻧﺪ ‪‬ﻪ ﻓﻜﺮ ﻛﻮﻯ ‪( “ ...‬‬
‫ﺩ ﻣﻘﺎﹼﺑﻞ ﻟﻮﺭﯼ ﺑﻪ ﺩﺭﮎ ﺍﻭ ّﺑﺮ ﺩﺍﺷﺖ ﺑﺎﻧﺪﯼ ﺷﮏ ﺍﻭ ”ﮔﻤﺎﻥ ﻣﻜﻮﻯ ‪ .‬ﻣﺜﻶ ﻭﻭﺍﯾﺎﺳﺖ‬ ‫‪z‬‬
‫ﭼﯽ ‪::‬‬
‫) “ ﺳﺘﺎ ﺳﻮ ﺍﺧﯿﺴﺘﻨﻪ ﻟﻪ ﺩ ﻣﻮﺿﻮﻉ ﻧﻪ ﻏﻠﻄﻪ ﺩﻩ ﭘﻪ ﺩ ﺧﺎﻃﺮ ‪( “ ..........‬‬ ‫‪z‬‬
‫ﻫﻐﻪ ﻭﺧﺖ ﺩ ﻓﯿﺪ ﺑﻚ ﻏﻮ‪‬ﺘﻮﻧﻜﻰ ﺷﻰ ﭼﻲ ﺩ ﻣﻨﻠﻮ ﺗﻴﺎﺭﻱ ﻭﻟﺮﻱ‬ ‫‪z‬‬
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‫ﺩ ﭘﻮَ‪‬ﺘﻠﻮ ﺗﺨﻨﻴﻜﻮﻧﻪ‬
‫• ﻣﺤﺪﻭﺩﻩ ﺍﻭﻳﺎ ﺗ‪‬ﻟﻲ ﭘﻮ ‪‬ﺘﻨﻲ‬

‫?‬ ‫• ‪‬ﺮﮔﻨﺪﻩ ﺍﻭﻳﺎ ﺧﻼﺻﻲ ﭘﻮ‪‬ﺘﻨﻲ‬
‫• ﺍ‪ ‬ﺍﻳﺴﺘﻮﻧﻜﯥ ﭘﻮ‪‬ﺘﻨﻲ‬
‫• ﻭ ‪‬ﺍﻧﺪﻳﺰﻯ ﭘﻮ‪‬ﺘﻨﻲ‬
‫• ﺗﺎﯾﯿﺪﯼ ﯾﺎ ﺑﺎﻭﺭﻯ ﭘﻮ‪‬ﺘﻨﻲ‬
‫• ﺗﮑﺮﺍﺭﯼ ﭘﻮ‪‬ﺘﻨﻲ‬
‫• ﺗﻤﺠﯿﺪﯼ ﯾﺎ ﺳﺘﺎ ﻳﻨﻴﺰﻩ‬
‫ﭘﻮ‪‬ﺘﻨﻲ‬
‫• ﺣﻴﺮﺍﻧﻮﻧﻜﯥ ﭘﻮ‪‬ﺘﻨﻲ‬
‫• ﻣﺠﺎﺯﯼ ﭘﻮ‪‬ﺘﻨﻲ‬
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‫ﻓﺼﺎﺣﺖ ﺍﻭ ﺳﻢ ﺍﻟﻔﺎﻅ ﺩﻣﻔﺎﻫﻤﻲ ﺩ ﺍ‪‬ﻳﻜﻮ ﭘ‪‬ﺍﻭ ﺭﻫﺒﺮﻱ ﻛﻮﻯ‬
‫ﺩ ﻣﻔﺎ ﻫﻤﻰ ﺍﻭ ﺍ‪‬ﻳﻜﻮ ﺩ ﻻﺭ‪‬ﻮﻧﻲ ﭘ‪‬ﺍﻭ ﭘﻪ ﺩﻯ ﻣﻌﻨﻲ ﻧﻪ ﺩﻩ ﭼﯥ ﻳﻮ ﺳ‪‬ﻯ ﺩ ﺧﺒﺮﻭ ﺭ ﻳ‪‬ﻪ ﭘﻪ‬
‫ﻻﺱ ﻛﯥ ﻭﻟﺮﻯ ﺍﻭ ‪‬ﻮﻟﻰ ﺧﺒﺮﻯ ﻭﻛ‪‬ۍ ‪۰‬ﺩﺩﻯ ﭘﻪ ﻋﻜﺲ ﻳﻮ ‪‬ﻪ ﻣﻔﺎﻫﻤﻪ ﻛﻮ ﻭﻧﻜﯥ ﭘﻮ‬
‫ﻫﻴ‪‬ﻯ ﭼﯥ ‪‬ﻪ ﺑﺎ ﻳﺪ ﻭﻭﺍﻳﯥ ‪ ،‬ﻪ ‪‬ﻭﻝ ﻳﯥ ﻭﻭﺍﻳﯥ ‪ ،‬ﻪ ﻭﺧﺖ ﻳﯥ ﻭﻭﺍﻳﯥ ﺍﻭ ‪‬ﻪ ﻭﺧﺖ ﻏﻠﻰ‬
‫ﻛ‪‬ﻴﻨﻲ ‪ ،‬ﻪ ﻭﺧﺖ ﭘﻮ ‪‬ﺘﻨﻪ ﻭﻛ‪‬ﻯ ﺍﻭ ‪‬ﻪ ‪‬ﻭﻝ ﭘﻮ ‪‬ﺘﻨﻲ ﻣﻄﺮ ﺡ ﻛ‪‬ﻯ‬
‫ﻻﻧﺪﻯ ‪‬ﻜﯥ ﺩ ﻛﻠﻴﺪﻯ ﻓﻜﺘﻮﺭ ‪‬ﺨﻪ ﺑﻠﻞ ﻛﻴ‪‬ﻱ‪ .‬ﭼﯥ ﺗﺎﺳﻮ ﺑﻪ ﻭﺗﻮﺍﻧﻮﻯ ﺩ ﻣﻔﺎﻫﻤﻲ ﭘ‪‬ﺍﻭ ﭘﻪ‬
‫ﺩﻭﻩ ﺍ‪‬ﺧﻴﺰﻩ ﺍﻭ ﮔ‪‬ﻮﺭﻩ ﺗﻮﮔﻪ ﺗﻨﻈﻴﻢ ﺍﻭ ﺟﻮ‪ ‬ﻛ‪‬ﻯ ‪.‬‬
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‫ﻓﺼﺎﺣﺖ ﺍﻭ ﺳﻢ ﺍﻟﻔﺎﻅ ﺩﻣﻔﺎﻫﻤﻲ‬

‫ﺩ ﺍ‪‬ﻳﻜﻮ ﭘ‪‬ﺍﻭ ﺭﻫﺒﺮﻱ ﻛﻮﻯ)‪(۲‬‬
‫ﻻﻧﺪﻯ ‪‬ﻜﯥ ﺩ ﻛﻠﻴﺪﻯ ﻓﻜﺘﻮﺭ ‪‬ﺨﻪ ﺑﻠﻞ ﻛﻴ‪‬ﻱ‪ .‬ﭼﯥ ﺗﺎﺳﻮ ﺑﻪ ﻭﺗﻮﺍﻧﻮﻯ ﺩ ﻣﻔﺎﻫﻤﻲ‬
‫ﭘ‪‬ﺍﻭ ﭘﻪ ﺩﻭﻩ ﺍ‪‬ﺧﻴﺰﻩ ﺍﻭ ﮔ‪‬ﻮﺭﻩ ﺗﻮﮔﻪ ﺗﻨﻈﻴﻢ ﺍﻭ ﺟﻮ‪ ‬ﻛ‪‬ﻯ ‪.‬‬
‫‪‬ﻪ ﭘﻴﻞ‬ ‫‪z‬‬
‫ﺩ ﻣﻴﻨﻲ ﺍﻭ ﻳﻮﺍﻟﯥ ﻓﻀﺎ ﻣﻨ‪ ‬ﺗﻪ ﺭﺍﻭ‪‬ﻧﻪ ‪.‬‬ ‫‪z‬‬
‫ﺩﻗﻴﻘﻪ ﺍﻭ ﻓﻌﺎﻟﻪ ﺍﻭﺭﻳﺪﻝ ‪۰‬‬ ‫‪z‬‬
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‫ﻓﺼﺎﺣﺖ ﺍﻭ ﺳﻢ ﺍﻟﻔﺎﻅ ﺩﻣﻔﺎﻫﻤﻲ‬

‫ﺩ ﺍ‪‬ﻳﻜﻮ ﭘ‪‬ﺍﻭ ﺭﻫﺒﺮﻱ ﻛﻮﻯ)‪(۳‬‬
‫ﺩ ﭘﻮ‪‬ﺘﻨﻮ ﻣﻄﺮ ﺡ ﻛﻮﻝ ‪۰‬‬ ‫‪z‬‬
‫ﺩ ﺳﻢ ﺩﺭ ﻙ ﻟﭙﺎﺭﻩ ﺩ ﻣﻮﺿﻮﻉ ﺗﻔﺴﻴﺮﻭﻝ‬ ‫‪z‬‬
‫ﺩ ﺳﻤﻮ ﺗﺸﺒﻴﻬﺎﺗﻮ ‪‬ﺎﻛﻞ ﺍﻭ ﻣﻨﺎ ﺳﺐ ﻭﺧﺖ ﻛﯥ ﺩ ﺳﻤﻮ ﻣﺒﺎﺣﺜﻮ ﻧﻪ ﻛﺎﺭ ﺍﺧﻴﺴﺘﻨﻪ ‪۰‬‬ ‫‪z‬‬
‫ﺩﺀ " ﻣﺎ" ﺍﻭ ﺀ " ﭼﺎ " ﺩ ﻛﻠﻤﻮ ﭘﻪ ‪‬ﺎﻯ ﺩ ﺗﺎﺳﻮ ﭘﻪ ﻛﻠﻤﻪ ﺑﺎﻧﺪﻯ ﭘﻪ ﺗﺎﻛﻴﺪ ﺳﺮﻩ ﻣﺨﺎﻃﺐ‬ ‫‪z‬‬
‫ﺗﻪ ﺯﻳﺎ ﺗﻪ ﭘﺎﻣﻠﺮﻧﻪ‬
‫ﺩ ﺑﻴﻠﮕﯥ ﭘﻪ ﺗﻮﮔﻪ ‪:‬‬ ‫‪z‬‬
‫" ﺳﺘﺎ ﺳﻮ ﮔ‪‬ﻪ ﭘﻪ ﺩﻯ ﻛﯥ ﺩﻩ ﭼﯥ ‪".....‬‬ ‫‪z‬‬
‫" ﺗﺎﺳﻮ ﻛﻮﻻﻯ ﺷﻰ ﻭﮔﻮﺭﻯ ‪".....‬‬ ‫‪z‬‬
‫ﻧﻪ ﺩﺍ ﭼﯥ ‪ " :‬ﺯﻩ ﻓﻜﺮ ﻛﻮﻡ ‪" ....‬‬ ‫‪z‬‬
‫" ﻫﺮ ‪‬ﻮﻙ ﻛﻮﻻﻯ ﺷﻰ ﻭﻯ ﮔﻮﺭﻯ ﭼﯥ ‪( ".....‬‬ ‫‪z‬‬
‫ﺩﺍﻋﺘﺮﺍﺽ ‪‬ﺎﺭﻧﻪ ﺣﺘﻰ ﻣﺨﻜﯥ ﻟﻪ ﺩﻯ ﭼﯥ ﻣﻄﺮﺡ ﺷﻰ )ﺩ ﺍﻣﻜﺎﻥ ﭘﻪ ﺻﻮﺭﺕ ﻛﯥ (‬ ‫‪z‬‬
‫ﺩ ﺗﺎﻛﻴﺪﻯ ﻛﻠﻤﻮ ﻧﻪ ﻛﺎﺭ ﺍﺧﻴﺴﺘﻨﻪ ﻧﻪ ﺩﺍﺳﻰ ﻛﻠﻤﻮ ﻧﻪ ﭼﯥ ﺳﺘﺎﺳﻮ ﻧﻈﺮﻳﻪ ﻛﻤﺰﻭﺭﻯ‬ ‫‪z‬‬
‫ﻛ‪‬ﻯ ﺩ ﺧﺒﺮﻭ ﺩ ﭘﺎﻯ ﺗﻪ ﺭﺳﻴﺪﻭ ﻟﻪ ﭘﺎﺭﻩ ﺩ ﻣﻨﺎ ﺳﺒﻮ ﺟﻤﻠﻮ ﻣﻮﻧﺪﻧﻪ ‪۰‬‬
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‫ﺩ ﻓﻴﺪ ﺑﻚ ﺗﺒﺎﺩﻟﻪ‬ ‫‪z‬‬
‫ﻟﻪ ﺣﺮﺍﻛﺎﺗﻮ ﺳﺮﻩ ﺩ ﺧﺒﺮﻭ ﺳﻤﻮﻥ ﺍﻭ ﺩ ﻫﻐﻮ ﻧﻪ ﺳﻤﻮﻥ‬
‫ﻧﻪ ﺳﻤﻮﻥ‬ ‫ﺳﻤﻮﻥ‬

‫ﺳﺘﺎﺳﻮ ﻟﻪ ﻟﯿﺪﻧﯽ ﻧﻪ ﺧﻮَ‪ ‬ﺷﻮﻡ‬
‫ﻻ ﺗﺮ ﺍﻭﺳﻪ ﻫﻢ ﺩ ﺍﻭﺿﺎﻉ ﻛﻨ‪‬ﺮﻭﻝ‬ ‫ﺧﻼﺻﻪ ‪‬ﻨ‪‬ﻩ‪ ،‬ﻣﻮﺳﻜﺎ ﻟﻪ ﻣﻨﺎﺳﺒﻮ‬
‫ﭘﻪ ﻻﺱ ﻛﯥ ﻟﺮﻡ!‬ ‫ﺣﺮﮐﺎﺗﻮﺳﺮﻩ‬
‫ﭘﻪ ‪‬ﻨﺪﻩ ﻛﯥ ﺧﻮﻟﻲ ‪،‬ﻣﺎﻳﻮﺳﻪ ‪‬ﻴﺮﻩ‬
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‫ﺷﻔﺎﻫﻲ ﺍﻭ ﻏﻴﺮ ﺷﻔﺎﻫﻲ ﻣﻔﺎﻫﻴﻢ‬
‫ﺩ ﻏﻴﺮ ﺷﻔﺎﻫﻲ ﻣﻔﺎﻫﻴﻢ‬

‫ﺷﻔﺎﻫﻲ ﻧﻴﻤﮕ‪‬ﻱ‬
‫• ‪‬ﺎﻥ ‪‬ﻮﺭﻭﻧﻪ ﺍﻭ ﺍﺷﺎﺭﻯ‬
‫• ﺩﻭﻳﻠﻮ ‪‬ﻭﻝ ‪/‬ﺧﺒﺮﻱ‬
‫• ‪‬ﻨﺪﻩ ‪ -‬ﺍﻭ ‪‬ﻴﺮﻩ‬
‫• ﺳﺎﻩ ﺍﯾﺴﺘﻞ‬
‫• ﺍﻭﺩﺭﻳﺪﻝ ‪ ،‬ﺩﺍﻭﺩﺭﯾﺪﻟﻮ‬
‫‪‬ﻭﻝ ‪” ،‬ﺎﻡ ﺍﺧﻴﺴﺘﻞ‬ ‫• ﺩ ﻏ‪‬ﺟﮕﻮﺍﻟﻰ ﺍﻭ ‪‬ﻴ‪‬ﻮﺍﻟﻰ‬
‫• ﺩﺳﺘﺮﻭﮔﻮ ﺍ‪‬ﻳﻜﻲ‬ ‫• ﺩﻭﻳﻠﻮ ”ﮔ‪‬ﻧﺪﻱ ﺗﻮﺏ‬
‫• ﻇﺎﻫﺮﯼ ﺑڼﻪ‬ ‫•ّﺑﻲ ﻣﻔﻬﻮﻣﻪ ﺍﻭ ﺧﻮﺷﻲ ﺧﺒﺮﻱ‬
‫• ﺩ ﻣﻘﺎﺑﻞ ﻟﻮﺭﻱ ﻭﺍ‪‬ﻦ‬
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‫ﻭﻳﻞ ﺩ ﺍﻭﺭﻳﺪ ﻟﻮ ﻣﻔﻬﻮﻡ ﻧﻪ ﺍﻓﺎﺩﻩ ﻛﻮﻯ‬
‫ﻭﯾﻞ‬
‫ﺍﻭﺭﯾﺪﻝ‬
‫ﻧﺸﺘﻪ ‪.‬‬
‫ﺍﻭﺭﯾﺪﻝ ‪.....‬‬
‫ﭘﻮ ﻫﯿﺪﻝ ﻧﺸﺘﻪ‬

‫ﭘﻮ ﻫﯿﺪﻝ‬
‫ﻣﻮﺍﻓﻘﻪ ﺍﻭﺳﯿﺪﻝ‬
‫ﻧﺸﺘﻪ ‪.‬‬
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‫ﻫﻐﻪ ﺍ‪‬ﻜﻞ ﺷﻮﻱ ﻓﻴﺼﺪﻱ ﭼﻲ ﭘﻪ ﻣﻔﺎﻫﻤﻪ ﻛﻲ ﺩﺗﻮﺍﻓﻖ ﺑﺎﻋﺚ ﻛﻴ‪‬ﻱ‬
‫ﺑﺸﭙ‪‬ﻩ ﻳﻮﺍﻟﻰ‬
‫‪ %۵۰‬ﻴﺮﻩ ‪ /‬ﺳﻴﻤﺎ‪،‬ﺍﺷﺎﺭﺍﺕ ‪ ،‬ﺟﺎﻣﻌﯽ ﺍﻭﺣﺮﮐﺎﺕ ﺩ ﺧﺒﺮﻭ‬
‫ﭘﻪ ﻭﺧﺖ ﻛﯥ‬
‫‪ %۳۰‬ﺗﮑﻠﻢ ‪ ،‬ﺩﻏ‪‬ﻟﻮ‪‬ﺗﻴﺎ ﺍﻭ ‪‬ﻴ‪ ‬ﻭﺍﻟﻲ‬
‫‪ %۲۰‬ﺩﻣﻮﺿﻮﻉ ﺍﻭ ﮐﻠﻤﺎﺗﻮ ﻣﺤﺘﻮﺍ‪.‬‬
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‫ﺩﺍﺷﺎﺭﻱ ﮊﺑﻪ‬
‫• ﺩﻭﺳﺘﺎﻧﻪ ‪‬ﻴﺮﻩ‬
‫• ﺩ ﺧﻮ‪‬ﻰ ‪‬ﻮﺩﻝ‬
‫• ﺩ ﺳﺘﺮﮔﻮ ﺍ‪‬ﻳﻜﻮ ‪‬ﻴﻨﮕﻮﻝ‬
‫• ‪‬ﺍ‪‬ﻣﻨﻪ ‪‬ﻴﺮﻩ‬
‫• ﺩ ﻭﺍ‪‬ﻦ ﭘﻪ ﭘﺎﻡ ﻛﻲ ﻧﻴﻮﻝ‬
‫• ﻏﻮ‪ ‬ﻧﯿﻮﻝ‬
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‫ﺩ ﻣﺠﺴﻢ ﺟﻮ‪‬ﻭﻧﻰ ) ﺑﺼﺮﻯ ﺟﻮ‪‬ﻭﻧﻰ ( ﭘﻪ ﺍ‪‬ﻭﻧﺪ ﻣﻌﻠﻮﻣﺎﺕ‬
‫ﻣﺠﺴﻢ ﺟﻮ‪‬ﻭﻧﻮﻧﻪ ﻋﺒﺎﺭﺕ ﺩﻩ ﺩ ﻋﻜﺴﻮﻧﻮ ) ﺗﺼﺎ ﻭﻳﺮ ( ‪ ،‬ﻃﺮﺣﻰ ‪ ،‬ﺩ ﻳﺎ ﮔﺮﺍﻡ ﺗﺨﻨﻴﻚ‬
‫ﺟﻮ‪‬ﻭﻧﻰ ﺍﻭ ﺩ ﭘﻴﻐﺎﻡ ﺩ ﻫﺮ ﺍ‪‬ﺧﻴﺰﻩ ﻟﻴ‪‬ﺩﻭﻟﻮ ‪‬ﺨﻪ ﻣﺠﺴﻢ ﺟﻮ‪‬ﻭﻧﻰ ﺩ ﻟﻴﺪﻧﻮ ) ﺑﺼﺮﻯ ( ﺩ‬
‫ﺑﺼﺮﻯ ﺗﺼﻮﺭﺍﺗﻮ ﻟﻪ ﻻﺭﻯ ﺩ ﻋﻴﻨﻰ ﺍﻭ ﺍﻧﺘﺰﺍﻋﻰ ﻧﻈﺮﻳﺎﺗﻮ ﮔ‪‬ﻮﺭ ﻟﻴ‪‬ﺩﻭﻝ ﻣﺠﺴﻢ ﺟﻮ‪‬ﻭﻧﻪ ﺩﻩ‬
‫) ‪‬ﻳﺮ ﺷﻤﻴﺮ ﺗﺎﺭﻳﺨﻰ ﺑﻴﻠﮕﯥ ﺩ ﻧﻘﺎﺷﻰ ‪ ،‬ﺗﺼﻮﻳﺮﻯ ‪‬ﻜﻮ ‪ ،‬ﻳﻮﻧﺎ ﻧﻰ ﻫﻨﺪﺳﻲ ﺑڼﻰ ﺍﻭ‬
‫ﺷﻜﻠﻮﻧﻪ ﺍﻭ ﺩﺍﺳﻲ ﻧﻮﺭ (‬
‫ﻣﺠﺴﻢ ﺟﻮ‪‬ﻭﻧﻰ ﭘﻪ ﺍﻭﺳﻨۍ ﻭﺧﺖ ﺯﻣﺎﻥ ﻛﯥ ﭘﻪ ﺑﻴﻼ ﺑﻴﻠﻮ ﺑﺮﺧﻮﻛﯥ ﻟﻜﻪ ‪ :‬ﺳﺎ ﻳﻨﺲ ‪،‬‬
‫ﺍﻋﻼﻧﺎﺗﻮ ﺍﻭ ﺍﺷﺘﻬﺎ ﺭﺍﺗﻮ ﺯﺩﻩ ﮔ‪‬ﻭ ﺍﻭ ﺭﻭﺯﻧﻰ ‪ ،‬ﺩ ﻣﻮﺿﻮﻋﺎﺗﻮ ﻭ‪‬ﺍﻧﺪﻯ ﻛﻮﻧﻰ ‪ ،‬ﻟﻴﺰﻯ‬
‫ﻏﻮﻧ‪‬ﻭ ﺍﻭ ﺩﺍﺳﻲ ﻧﻮﺭﻭﻛﯥ ﺩ ﭘﻴﺎﺩﻩ ﻛﻴﺪﻭ ﺍﻭ ﺗﻄﺒﻴﻖ‬
‫ﺳﺘﺮ ﻩ ﺯﻣﻴﻨﻪ ﺩﻩ ‪.‬‬
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‫ﭘﻪ ﺳﺘﺮﮔﻮ ﺩ ﺗﻮﺿﻴﺢ ﻛﻮﻟﻮ ﻣﻌﻨﺎ ﮔﺎﻧﻲ‬
‫ﺟﺪﻭﻝ‬ ‫‪ -‬ﻟﻴﻜﻮﻧﻪ ﺍﻭ ﺧﻄﻮﻧﻪ‬ ‫ﻣﺘﻦ‬

‫‪ -‬ﻭﺭ‪‬ﭙﺎﻧﻪ ﺍﺧﺒﺎﺭ‬
‫ﺍﺷﮑﺎﻝ‬ ‫ﺩﻳﺎﮔﺮﺍﻡ‬
‫ﻋﻜﺴﻮﻧﻪ ﺍﻭ‬ ‫ﻧ‪‬ﻲ ﺍ ﻭ‬

‫ﻃﺮﺣﻰ‬ ‫ﺳﻤﺒﻮﻝ‬
‫ﻋﮑﺲ‬
‫ﻣﻮ‪‬ﻝ‬
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‫ﺩﯾﻮﻩ ﭘﺮﺯﻧﺘﻴﺸﻦ ﺟﻮ‪‬ﺖ ‪/‬ﺗﺮﮐﻴﺐ‬
‫ﺩ ﭘﺎﻳﻠﻮ ﺍﺧﻴﺴﻨﻪ‬ ‫ﺑﻨﺴ‪‬ﻴﺰﻩ ﺑﺮﺧﻪ‬ ‫ﭘﻴﮋﻧﺪﻧﻪ‬
‫ﺩ ﮐﻠﻴﺪ ﻱ ﻧﻈﺮﻳﺎﺕ ﺑﻴﺎ ﻟﻴﺪﻧﻪ‬ ‫ﺭﻭ‪‬ﺎﻧﻪ ﺟﻮ‪‬ﺖ‬ ‫ﺩ ﻏ‪‬ﻱ ﭘﻴﮋﺩ ﻧﻪ‬
‫ﻟﻨ‪‬ﻭﻝ ‪،‬ﺟﻮ‪‬ﺖ‬ ‫ﺩ ﮐﻠﻴﺪﻱ ﻧﻄﺮﻳﺎﺗﻮ ﺟﻮ‪‬ﺖ‬ ‫ﺩ‪‬ﻭﻧﻜﻮﻧﻜﻮ ﻫ‪‬ﻮﻧﻪ‬
‫ﺩﭘﺎﻳﻠﻮ ﺍﺭﺯﻭﻧﻪ ) ﻓﯿﺪ ﺑﻚ (‬ ‫ﺩ ﻣﻮﺿﻮﻉ ﻭ‪‬ﺍﻧﺪﻱ ﻛﻮﻝ‬
‫ﭘﻮ‪‬ﺘﻨﻲ ‪ /‬ﻣﺒﺎﺣﺜﻪ‬ ‫ﺩﺗﺮﺗﻴﺐ ﺷﻮﻯ ﺟﻮ‪‬ﺖ ﺷﺎ ﻧﻴﻮﻧﻪ‬

‫ﺩﻣﻮﺧﻮ ﺗﻮﺿﻴﺢ‬
‫ﺩﺍ‪‬ﻳﻜﻮ ﺩ ‪‬ﺎﻱ ﭘﻪ ﺍ‪‬ﻭﻧﺪ‬ ‫ﻫﺮ ﮐﻠﻪ ﭘﺎﻡ ‪ ،‬ﺍ ﻭﭘﯿﮕﯿﺮﯼ‬

‫ﺟﻮ‪‬ﺖ ﺗﻮﺿﻴﺢ ﺍﻭ ﺗﺮﮐﯿﺐ‬
‫ﻣﻨﻨﻪ ‪ /‬ﺩ ﺧﺪﺍﻯ ﭘﻪ ﺍﻣﺎﻧﻲ‬ ‫ﭘﻮ‪‬ﺘﻨﻲ ﺍﻭ ﺩ ﺯﺩﻩ ﻛ‪‬ﻱ ﻣﻮﺍﺩ‬

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‫ﺩﻣﺮﺳﺘﻪ ﻛﻮﻧﻜﻮ ﻭﺳﺎﻳﻠﻮ ﭘﻪ ﺗﻮﮔﻪ‬

‫ﻟﻪ ﺍﻭﺭﻳﺪﻭﻧﻜﻮﺍﻭ ﻟﻴﺪﻭﻧﻜﻮ ﺗﻮﻛﻮ ‪‬ﺨﻪ ﻛﺎﺭ ﺍﺧﻴﺴﺘﻞ‬
‫ﺩﺍ ‪‬ﻭﻝ ﻧﻪ !‬
‫ ‪‬ﻳﺮ ﺯﻳﺎﺩ ﻣﺘﻦ‬
‫ﺩ ﻟﻮﺳﺘﻠﻮ ﺑﻪ ﻭﺧﺖ ﮐﯽ ﻋﯿﻨﮑﻮ ﺗﻪ ﺍ‪‬ﺗﻴﺎ‬ ‫‬
‫ﺩﻣﻮﺍﺩﻭ ﭘﻪ ﺟﻮ‪‬ﻭ ﻟﻮ ﻛﯥ ﻟﻪ ﻋﻜﺴﻮﻧﻮ ﻧﻪ ﻛﺎﺭ ﺍﺧﻴﺴﺘﻨﻪ‬ ‫‬
‫ﺩﺟﻮ‪ ‬ﺷﻮﻳﻮ ﻣﻮﺍﺩﻟﻪ ﺗﺼﺤﻴﺢ ﻛﻮﻟﻮ ﻭﺭﺳﺘﻪ ﺩ ﻫﻐﻪ ﻣﺨﻜﯥ‬ ‫‬
‫ﻟﻴﻜﻨﻲ‬
‫ﺩ ﻣﻐﻠﻘﻮ ﺍﻭ ﺑﯿﭽﻴﻠﻮ ﺷﻮﻳﻮ ﺟﻤﻼﺗﻮ ﻛﺎﺭ ﺍﺧﻴﺴﺘﻨﻪ ﭼﻲ ﺩ ﻣﻮﺿﻮﻉ ﺩﺭﻙ‬
‫ﺗﺎﺳﻮ ﺗﻪ ﺳﺘﻮﻧﺰﻣﻨﺪ ﻛ‪‬ﻱ‬
‫ﻟﻪ ّﺑﻴﻼ ﺑﻴﻠﻮ ﻓﺎﺭﻣﺘﻮﻧﻮ ﺍﻭ ﺭﻧ‪‬ﻮﻧﻪ ‪‬ﺨﻪ ﻛﺎﺭ ﺍﺧﻴﺴﺘﻨﻪ‬
‫ﭘﺮﺗﻪ ﻟﻪ ﺍﻏﻴﺰﯤ‬
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‫ﺩﺩﻓﺘﺮ ﺩﺍﺩﺍﺭﻩ ﮐﻮﻟﻮ)ﺩﻓﺘﺮﺩﺍﺭﯼ( ﺑﻨﺴ‪‬ﻴﺰ ﻣﻬﺎﺭﺗﻮﻧﻪ‬
‫ﺩﺭﻳﻢ ﻓﺼﻞ‬

‫ﺩﺩﻓﺘﺮﺩﻣﻬﺎﺭﺕ ﺑﻨﺴﺘﻴﺰﻩ ﻣﻬﺎﺭﺗﻮﻧﻪ ‪‬ﻪ ﺩﻱ ؟‬
‫ﺩﺩﻓﺘﺮ ﺩﻣﺪﻳﺮﻳﺖ ﻣﻬﺎﺭﺗﻮﻧﻪ ﺩ ﻓﺘﺮ ﺩ ﺩﺍﺧﻠﻲ ﺗﻮﻛﻮ ﻭﺳﺎﻳﻠﻮ ﺳﺎﺯﻣﺎﻥ ﻭﺭﻛﻮﻧﻲ ﺍﻭ ﺩ ﺭﺳﻤﻲ ﺍﻭ‬
‫ﻣﻨﻄﻘﻲ ﺍ‪‬ﻳﻜﻮ ﺭﺍﻣﻨ‪‬ﺘﻪ ﻛﻮﻝ ﺩ ﯤ ﺍﺩﺍﺭﻱ ﺩ ﺑﻬﺮﻧﻴﻮ ﺍﻭ ﻛﻮﺭﻧﻴﻮ ﻭﺍﺣﺪﻭﻧﻮ ﭘﻪ ﻣﻨ‪ ‬ﻭﻱ ﭼﯥ ﺩ‬
‫ﻫﻐﻲ ﭘﻪ ﻧﺘﻴﺠﻪ ﻛﯥ ﻳﻮﻩ ‪‬ﻳﺮﻩ ‪‬ﻪ ﻛﺎﺭﻱ ﻓﻀﺎ ﭘﻪ ﺩﻓﺘﺮ ﻛﯥ ﺗﺎ ﻣﻴﻨﻴ‪‬ﻱ‬
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‫ﺩﺩﻓﺘﺮ ﺩﺍﺩﺍﺭﻩ ﮐﻮﻟﻮ)ﺩﻓﺘﺮﺩﺍﺭﯼ( ﺑﻨﺴ‪‬ﻴﺰ ﻣﻬﺎﺭﺗﻮﻧﻪ‬
‫ﺩﺩﻓﺘﺮﻣﺪﻳﺮﻳﺖ‬
‫‪Show Desktop.scf‬‬
‫ﺩﺩﻓﺘﺮﺗﺮﺗﻴﺐ ﺍﻭﺗﻨﻈﻴﻢ‬ ‫ﺭﺳﻤﻲ ﺍ‪‬ﻳﻜﻲ‬
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‫ﻏﻨ‪‬ﻩ‬
‫ﻏﻨ‪‬ﻩ ‪‬ﻪ ﺗﻪ ﻭﻳﻞ ﻛﻴ‪‬ﻱ ؟‬
‫ﻏﻨ‪‬ﻩ ﺩﻣﻨﺠﻤﻨﺖ ﻟﻪ ﻟﺤﺎﻇﻪ ﻳﻮﺩﻭﻝ ‪‬ﻮﻟﻨﻪ ﻳﺎ ﺭﺳﻤﻲ ﻧﺎﺳﺘﻰ ﺩﻩ ﭼﻰ ﺩﺍﺩﺍﺭﻱ ﻳﻮﺷﻤﻴﺮ‬
‫ﻛﺎﺭﻛﻮﻧﻜﻲ ﺩﻏﻨ‪‬ﻱ ﺩﺭﻳﺲ ﺩﻧﻈﺮ ﻻﻧﺪﻱ ﺳﺮﻩ ﺭﺍ ‪‬ﻮﻟﻴ‪‬ﻱ ‪.‬‬
‫ﭼﻪ ﭘﻪ ﻫﻐﻪ ﻛﻲ ﺩﻳﻮ ﻟ‪ ‬ﻣﺴﺎﻳﻠﻮ )ﺩﭼﺎﺭﻭ ﭘﺮ ﻣﺨﺘ‪ ، ‬ﺩﻣﺨﻮ ﻻﺳﺘﻪ ﺭﺍﻭ‪‬ﻧﻪ ﺍﻭ‬
‫ﺩﺳﺘﻮﻧﺰﻭ ﺩﺍﻭﺍﺭﻭﻟﻮ ﭘﻪ ﻫﻜﻠﻪ ﺧﺒﺮﻱ ﺍﻭ ﺍﺗﺮﻱ ﺳﺮﺗﻪ ﺭﺳﻴ‪‬ﻱ ‪ .‬ﺍﻭﺩﻫﻐﻮ ﺩﺭﺳﻴﺪﻟﻮ ﭘﻪ‬
‫ﺍ‪‬ﻭﻧﺪ ﺗﻮﺍﻓﻖ ﻛﻴ‪‬ﻱ ‪.‬‬
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‫ﺍﻏﻴﺰﻣﻨﻲ ﻏﻮﻧ‪‬ﻱ‬
‫ﻳﯥ‬
‫ﺳﺮﻩﻳﯥ‬
‫ﺩﻭﺧﺖﺳﺮﻩ‬
‫ﺩﻭﺧﺖ‬ ‫ﻭﺿﻊ‬
‫ﻣﻘﺮﺭﺍﺕﻭﺿﻊ‬
‫•‬
‫ﻣﻮﺧﻪ‬
‫‪‬ﻱﻣﻮﺧﻪ‬
‫ﺩﻏﻮﻧ‪‬ﻱ‬ ‫ﻭﺧﺖ‬
‫ﻣﻨﺎﺳﺒﻪﺒﻪﻭﺧﺖ‬ ‫ﻛ‪‬ﻯ‬
‫ﺳﻢﭘﻴﻞ ﻛ‪‬ﻯ‬
‫ﭘﻴﻞ‬ ‫ﻛ‪‬ﻧﻰﺍﻭﺍﻭ‬
‫ﭘﻪﭘﻪﻛ‪‬ﻧﻰ‬ ‫ﻣﻘﺮﺭﺍﺕ‬
‫•‬
‫ﺩﻏﻮﻧ‬ ‫ﻣﻨﺎﺳ‬ ‫ﺳﻢ‬

‫•‬
‫‪‬ۍ) )‬
‫ﮐﮐ‪‬ۍ‬
‫•‬
‫•‬
‫•‬
‫ﻛ‪‬ﻱ‬ ‫ﻣﻌﻠﻮﻣﻪ‬ ‫ﻛﻲ‬ ‫ﻭ‪‬ﺎ‬ ‫ﭘﺎﻳﻠﻮ‬

‫ﺩﻛ‪‬ﻭﻧﻮﭘﺎﻳﻠﻮ‬
‫•‬
‫•‬
‫ﻣﻌﻠﻮﻣﻪ ﻛ‪‬ﻱ‬ ‫ﻭ‪‬ﺎ ﻛﻲ‬ ‫ﺩﻛ‪‬ﻭﻧﻮ‬ ‫ﻏﻠﯽ‬

‫ﺟﻮ‪‬ﻩ‬ ‫ﭘﺎﻡ‬
‫ﺗﻪﺗﻪﺧﭙﻞ ﭘﺎﻡ‬
‫ﺧﭙﻞ‬ ‫ﻠﻮﻧﻪﻏﻠﯽ‬
‫ﻣﻮﺑﺎﻳﻠﻮﻧﻪ‬
‫ﻣﻮﺑﺎﻳ‬
‫ﺍﺟﻨﺪﺍﺟﻮ‪‬ﻩ‬
‫ﺍﻭﺍﻭﺍﺟﻨﺪﺍ‬ ‫ﺩﺍﺳﻲ‬
‫ﻛ‪‬ﻱ‬ ‫ﺍ‪‬ﻭﻝ‬
‫ﺍ‪‬ﻭﻝ‬ ‫ﮐﮐ‪‬ﻱ ﺍﻭ ﺩﺍﺳﻲ‬
‫ﺍﻭ‬ ‫‪‬ﻱ‬
‫ﻛ‪‬ﻱ‬ ‫ﻧﻮﺭ( (‬
‫ﻧﻮﺭ‬
‫ﻧ‪‬ﻱ‬
‫ﺩﻏﻮﻧ‪‬ﻱ‬
‫ﺩﻏﻮ‬
‫ﻭﻟﻴﻜﻲ‬
‫ﺭﭘﻮﺭ‪‬ﻭﻟﻴﻜﻲ‬
‫ﺭﭘﻮﺭ‪‬‬
‫ﺑﺎﻳﺪ‬
‫‪‬ﻮﻙﺑﺎﻳﺪ‬
‫‪‬ﻮﻙ‬ ‫ﺍﻭﺍﻭﻳﺎﻳﺎﭼﺎﭼﺎﺗﻪﺗﻪ‬
‫ﻭﻱ‬ ‫ﺣﺎﺿﺮ‬
‫ﺣﺎﺿﺮ ﻭﻱ‬ ‫ﻭﺭﻛ‪‬ﻱ‬
‫ﺩﻧﺪﻩﻭﺭﻛ‪‬ﻱ‬ ‫ﺩﻧﺪﻩ‬
‫ﻭﻳﻠﻜﻲ‬
‫ﺟﻲ ﻭﻳﻠﻜﻲ‬ ‫ﺟﻲ‬
‫ﻧ‪‬ﻩﻟﻪﻟﻪ‬
‫•‬
‫ﻏﻮﻧ‪‬ﻩ‬
‫ﻏﻮ‬
‫‪‬ﺎﻥ‬
‫ﺧﭙﻞ‪‬ﺎﻥ‬ ‫ﺭﻭ‪‬ﺎﻧﻪﻧﻪ‬
‫•‬
‫•‬
‫ﺧﭙﻞ‬ ‫ﺭﻭ‪‬ﺎ‬
‫ﻛ‪‬ﻱ‬ ‫ﭼﻤﺘﻮ‬ ‫ﺳﺮﻩ‬ ‫ﻣﻮﺧﻮ‬
‫•‬
‫ﭼﻤﺘﻮ ﻛ‪‬ﻱ‬ ‫ﻣﻮﺧﻮ ﺳﺮﻩ‬

‫ﻛ‪‬ﻱ‬
‫ﺗﻤﺎﻣﻪﻣﻪﻛ‪‬ﻱ‬‫ﺗﻤﺎ‬
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‫ﺩﻏﻮﻧ‪‬ﻭ ﺩ ﺟﻮ‪‬ﻭﻟﻮ ﺩﻻﻳﻞ‬
‫ﺩ ﻣﻌﻠﻮﻣﺎﺗﻮ ﺗﺒﺎﺩﻟﻪ‬
‫ﺩﯾﻮﺍﻟﯽ ﭘﯿﺪﺍﻳ‪‬ﺖ‬
‫ﺑﺤﺜﻮﻧﻪ‬
‫ﺩ ﻧﻈﺮ ﺩﻳﻮﺍﻟﻲ ﻣﻨ‪ ‬ﺗﻪ ﺭﺍﺗﮓ‬
‫ﺩﭘﺮﻳﻜ‪‬ﻭ ﻧﻴﻮﻧﻪ‬
‫ﻳﺎ ﺩﻭﻧﻪ ‪ :‬ﻳﻮﺍﺯﻱ ﺩ ﻣﻌﻠﻮﻣﺎﺗﻮ ﻭﺭﻛ‪‬ﻩ ﺩﻏﻮﻧ‪‬ﻭ ﺩ ﺟﻮ‪‬ﻭﻟﻮ ﺩﻟﻴﻞ ﻧﺸﻲ‬ ‫!‬
‫ﻛﻴﺪﻟۍ‬
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‫ﺩ ﻏﻮﻧ‪‬ﻭ ﻣﺪﻳﺮﻳﺖ‬
‫‪‬ﻮﮐۍ ﻟﯿﺮﯼ ﮐﻴ‪‬ﺩﻯ !‬

‫ﻭﺧﺖ ﺍﻭ ﻣﻌﻤﻮﻝ ﻧﻮﺭ ﻣﻨﻞ ﺷﻮﯼ ﻣﻘﺮﺭﺍﺕ )ﺩ ﺗﻴﻠﻔﻮﻥ ﭼﻮﭘﻮﻝ‬
‫‪ ،‬ﭘﻪ ﻧﻮﺑﺖ ﺧﺒﺮﻱ ﻛﻮﻝ ﺍﻭﺩﺍﺳﻲ ﻧﻮﺭ ( ﻣﺮﺍﻋﺎﺕ ﮐ‪‬ﻱ‬
‫ﯾﻮﺍﺯﻱ ﺩ ﻣﻌﻠﻮﻣﺎﺗﻮ ﻭﺭﻛ‪‬ﻩ ﺩﻏﻮﻧ‪‬ﻭ ﺩ ﺟﻮ‪‬ﺖ ‪‬ﻪ ﺩﻟﻴﻞ ﻧﺸﻲ ﻛﻴﺪﺍﻱ‬
‫ﺩﻏﻮﻧ‪‬ﻱ ﺩ ﺭﭘﻮﺭﺕ ﻟﭙﺎﺭﻩ ﻳﺎﺩﺍﺷﺖ ﻭﻧﻴﺴۍ ﺍ ﻭﻣﻌﻠﻮﻣﺎﺗﻲ ﻣﻮﺿﻮﻋﺎﺕ‪،‬‬

‫ﺑﺤﺜﻮﻧﻪ‪ ،‬ﭘﺮﻳ‪‬ﻱ ‪ ،‬ﺍﻭ ﺗﺼﺎﻣﻴﻢ ﭘﻪ ﺭﻭ‪‬ﺎﻧﻪ ﺗﻮ‪‬ﻪ ﻳﺎﺩﺩﺍﺷﺖ ﺍﻭﻧَ‪‬ﻪ ﻛ‪‬ۍ‬
‫ﺩ ﻧﻈﺮ ﻭ‪ ‬ﻣﻮﺧﻲ ﺗﻪ ﭘﺎﻣﻠﺮﻧﻪ ﻭﻛ‪‬ۍ ‪۰‬‬
‫ﺩﻏﻮﻧ‪‬ﻱ ﺩ ﻻﺭ‪‬ﻮﻧﻲ ﺳﺮﻩ ﺳﻢ ﻋﻤﻞ ﻭﻛ‪‬ﻯ‬
‫ﺩ ﻻﺱ ﺗﻪ ﺭﺍﻭ‪‬ﻟﻮ ﺍﻭ ﻋﻤﻞ ﭘﻪ ﻟﻮﺭ ﻭ ﺧﻮﺯﻳ‪‬ﻯ‬

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( ‫ﻭﻧﻪ )ﺳﻤﺒﺎﻟﻮﻝ‬‫ﺩﺩﻓﺘﺮ ﺟﻮ‬
77
‫ﺩ ﺩ ﻓﺘﺮ ﺟﻮ‪‬ﻭﻧﻪ ﺍﻭ ﻋﻤﻮﻣﻲ ﻋﻨﺎﺻﺮ‬
‫ﺩﺩﻭﺳﻴﻮ ﻣﺠﻤﻮﻋﻪ ‪ ،‬ﺩﻣﻌﻠﻮﻣﺎﺕ ﻣﻴﺰ‬

‫ﻻﺭَ‪‬ﻮﻧﻲ ﺍﺷﺎﺭﻱ ﺩﻓﺮﺵ ﺑﺮ ﻣﺦ‬
‫ﺩﻓﺘﺮﻱ ﻧ‪‬ﻲ )ﺩ ‪‬ﺎﻧ‪‬ﻲ ﻧﻮﻡ‪ ،‬ﺍﺳﺘﻮ ﮔﻨﻪ ‪ ،‬ﻧﻮﻣﻮﻧﻪ (‬
‫ﮐﺎﺭﻱ ﭼﻮﮐﺎﺕ )ﺩ ﮐﺎﺭ ‪‬ﺎﻛﻠﯥ ﺳﺎﻋﺘﻮﻧﻪ ‪ ،‬ﺩ ﺻﻼﺣﻴﺖ ﻭﺭﮐ‪‬ﻩ ‪ ،‬ﭘﺮ‪‬ﺎﻱ ﻛﻮﻝ (‬
‫ﺩ ﺩﻓﺘﺮ ﻟﻮﺍﺯﻡ ) ﻣﻴﺰﺍﻭ ‪‬ﻮﮐﻲ ‪ ،‬ﮐﻤﭙﻴﻮﺗﺮ‪ ،‬ﺭﻭﮐﻮﻧﻪ ‪ ،‬ﺩﺍﺳﻨﺎﺩﻭ ﺍﻟﻤﺎﺭﻯ ‪،‬ﺩﺯﻳﻨﺖ‬
‫ﻭﺭﻛﻮﻟﻮ ﺗﻮﻛﯥ ‪ ،‬ﻫﺮ ﻏ‪‬ﻯ ﺗﻪ ﺩ ﭘﻴﮋﻧﺪﻧﻲ ﻛﺎﺭ‪ ، ‬ﺗﻴﻠﻔﻮﻥ ‪ ،‬ﺍﻧﺘﺮﻧﺖ ‪ ،‬ﺩﻏﻮﻧ‪‬ﻯ‬
‫ﻣﻴﺰ ﺍﻭﺩﺍﺳﯽ ﻧﻮﺭ (‬
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‫ﺩ ﺩ ﻓﺘﺮ ﺟﻮ‪‬ﻭﻧﻪ ﺍﻭ ﻋﻤﻮﻣﻲ ﻋﻨﺎﺻﺮ‪۲‬‬
‫ﺩﻭﺍﺭﺩﯼ ﺍﻭ ﺻﺎﺩﺭﯼ ﻣﺪﺍﺭﮐﻮ ﺍﻭ ﺍﺳﻨﺎﺩﻭ ﺗﻪ ﻣﻨﻈﻢ ﺳﻴﺴﺘﻢ‬

‫ﺩﻛﺎﺭ ﭘ‪‬ﺍﻭﻧﻪ ﭘﻪ ﻳﻮﻩ ﺩﻓﺘﺮﻛﯥ ) ﺩ ﻧﺪﯼ ‪ ،‬ﺩﻧﺪﻭ ‪‬ﺎﻛﻞ ‪ ،‬ﺩ ﮐﺎﺭ ﻭﯾﺶ (‬
‫ﺧﭙﻞ ‪‬ﺎﻥ ﺟﻮ‪‬ﻭﻧﻪ ‪۰‬‬
‫ﻣﻌﻴﺎﺭﻭﻧﻪ ) ﻟﺴﺘﻮﻧﻪ ‪ ،‬ﻣﻜﺘﻮﺑﻮﻧﻪ ‪ ،‬ﺍﺳﻨﺎﺩ ﺍﻭ ﻣﺪﺍﺭﮎ ‪،‬ﭼﮏ ﻟﺴﺘﻮﻧﻪ ﺍ ﻭ ﺩﺍﺳﯽ ﻧﻮﺭ(‬
‫ﺍﺳﺘﻮﮔﻨﻪ‬
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‫ﺩ ‪‬ﺎﻥ ﺳﻤﺒﺎﻟﻮ ﻝ‬
‫• ﺩ ﯾﻮﻩ ﺩﻓﺘﺮ ﺑﻨﺴ‪‬ﻴﺰﻩ ﺟﻮ‪‬ﻭﻧﻪ ﭘﻪ ﻟﻮﻣ‪‬ﻯ ﮔﺎﻡ ﻛﯥ ﺩ ‪‬ﺎﻥ‬

‫ﺳﻤﺒﺎﻟﻮﻟﻮ ﭘﻮﺭﻯ ﺍ‪‬ﻩ ﻧﻴﺴﻲ ‪۰‬‬
‫• ﺩ ﯾﻮﯼ ﺩﺭﺳﺘﯽ ﺍﻭ‪‬ﻲ ﺩﻧﺪﻱ ﺳﺮ ﺗﻪ ﺭﺳﻮﻧﻲ ﻟﭙﺎﺭﻩ ﻳﻮﻩ ﻣﻨﻈﻢ‬
‫ﺟﻮ‪‬ﺖ ﺗﻪ ﺩﻳﻮﻩ ﻛﺎﺭﻱ ﺑﻨـﺴ‪ ‬ﭘﻪ ﺗﻮﮔﻪ ﺍ‪‬ﺗﻴﺎ ﺷﺘﻪ ‪۰‬‬
‫• ﻳﻮ ﻣﻨﻈﻤﻪ ﻣﻴﺰ ﻛﻮﻻﻱ ﺷﻲ ﺳﺘﺎﺳﻮ ﺩ ﻧﺎﺗﻤﺎﻣﻪ ﻛﺎﺭﻭﻧﻮ ‪‬ﻪ ﻟﺮﻱ‬
‫ﻟﻴﺪ ﺩﻳﻮﻯ ﻣﻮﺩﻯ ﭘﻪ ﺗﺮ‪ ‬ﻛﯥ ﻭﺭﻭ‪‬ﻴﻰ‪.‬‬
‫• ﺩﺧﭙﻞ ‪‬ﺎﻥ ﺟﻮ‪‬ﻭﻧﻪ ﺍﻭ ﭘﺎﻙ ﻣﻴﺰ ﺳﺘﺎﺳﻮ ﺩ ﻛﺎﺭ ﻛﻴﻔﻴﺖ ﺗﻪ ﺯﻳﺎﺩ‬
‫ﻭﺍﻟۍ ﻭﺭ ﺑﺨ‪‬ﻲ ‪‬ﻜﻪ ﭼﻲ ﺗﺎﺳﻲ ﻛﻮﻻﻯ ﺷۍ ﺧﭙﻞ ﻛﺎﺭﻱ ﻭﺧﺖ‬
‫ﭘﺮ ﻣﻬﻤﻮ ﻣﺴﺎﻳﻠﻮ ﻭﻟﮕﻮﻯ ‪۰‬‬
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‫ﺳﺘﺎﺳﻮ ﺩ ﺩﻓﺘﺮ ﻣﻴﺰ‬
‫„ﺩ ﺳﺮﺗﻪ ﺭﺳﻮﻟﻮ ﻟﭙﺎﺭﻩ‬ ‫‪ 6‬ﻣﯿﺎﺷﺘﯽ‬

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‫ﺩ ﭘﺎڼﻮﻟﻪ ﻣﻨ‪‬ﻪ ﻭ‪‬ﻟﻮ ﻧﻪ ﻣﺨﮑﯽ ‪‬ﻮ ﺿﺮﻭﺭﻱ ﭘﻮ‪‬ﺘﻨﻲ‬
‫ﺁﯾﺎ ﮐﻮﻻﯼ ﺷﻮ‬ ‫ﺁﻳﺎ ﺩ ﻫﻐﻪ ﻣﻴﻨﻮ‪ ‬ﻳﺎ‬

‫ﺩﻏﻪ ﻣﻌﻠﻮﻣﺎﺕ‬ ‫ﻛﺎﭘﻲ ﻣﻮﺟﻮﺩﻩ ﺩﻩ ؟‬ ‫ﺁﯾﺎ ﺩﻫﻐﻪ ﺳﺎﺗﻨﻲ‬
‫ﻟﻪ ﺑﻞ ‪‬ﺎﻳﻪ ﻻﺱ‬ ‫ﻟﭙﺎﺭﻩ ﻛﻮﻡ ﺍﺻﻮﻝ‬
‫ﺗﻪ ﺭﺍﻭ‪‬ﻭ ؟‬ ‫ﺷﺘﻪ؟‬
‫ﺁﻳﺎ ﺩ ﻳﻮﻩ‬
‫ْﯥ ﻛﺎﻝ‬ ‫ﺭﺍﺗﻠﻮﻧﻜ‬
‫ﹾ‬
‫ﹾﯥ ﺑﻪ‬‫ﭘﻪ ﺗﺮ‪ ‬ﻛ‬ ‫ﮐﻪ ﻭﻧﻪ ﺳﺎﺗﻞ ﺷﻲ‬
‫ﻫﻐﻪ ﺗﻪ ﺍ‪‬ﺗﻴﺎ‬ ‫ﻛﻮﻣﻪ ﺟﺪﻱ ﺳﺘﻮﻧﺰﻩ‬
‫ﭘﻴﺪﺍ ﺷﻲ‬ ‫ﺑﻪ ﻣﻨ‪ ‬ﺗﻪ ﺭﺍﻭ‪‬ﻱ ؟‬
‫ﺩﺍ ﻻﻧﺪﯼ ﺑﻮَ‪‬ﺘﻨﻲ ﻟﻪ ﺧﭙﻞ ‪‬ﺎﻧﻪ ﻭﻛ‪‬ۍ‬

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‫ﺳﺘﺎﺳﻮ ﺩ ﺩﻓﺘﺮ ﻣﻴﺰ‬
‫ﺳﺘﺎﺳﻮ ﻣﻴﺰ ﺑﺎﻳﺪ ﺩﯤ ﻻﻧﺪﻱ ‪‬ﺎﻧﮕ‪‬ﺗﻴﺎﻭﻟﺮﻭﻧﻜﯥ‬

‫ﻭٰٰﻯ ‪:‬‬
‫ﺩﻛﺎﺭ ﻟﭙﺎﺭﻩ ﺗﺸﻪ ﻓﻀﺎ ﺑﺎﻳﺪ ﺣﺪ ﺍﻗﻞ ‪ ۱,۵‬ﻣﺘﺮ ﻣﺮﺑﻊ ﻭﯼ ‪۰‬‬
‫ﹾﻲ ﭘﺮ ﺍﺳﺎﺱ ﻭﻱ‬

‫ﺩﻣﻴﺰ ﺳﻮﺭ ﺑﺎﻳﺪ ﺩ ﻛﻤﭙﻴﻮﺗﺮﺩ ﻣﺎﻧﻴﺘﻮﺭ ﺩﺍﻭ‪‬ﺩﻭﺍﻟ‬ ‫•‬
‫د ﮐﻤﺒﯿﻮﺗﺮ ﺩ ﻣﺎﻧﯿﺘﻮﺭ ﻓﺎ ﺻﻠﻪ ﺳﺘﺎﺳﻮ ﻟﻪ ﺳﺘﺮﮔﻮ ﺳﺮﻩ ﺑﺎﻳﺪ ﻟﻪ‪۵۰‬ﺗﺮ ‪ ۶۰‬ﺳﺎﻧﺘﻲ ﻣﺘﺮﻩ ﭘﻮﺭﻱ ﻭﻯ ‪۰‬‬
‫ﺩﭘ‪‬ﻮ ﺍﻳ‪‬ﻮﻧﻮ ‪‬ﺎﻯ ﻛﻢ ﺗﺮ ﻛﻤﻪ ‪۶۵‬ﺳﺎﻧﺘﻲ ﻣﺘﺮﻩ ﺟﮕﻮﺍﻟۍ ‪۵۸‬ﺳﺎﻧﺘﻲ ﻣﺘﺮﻩ ﺳﻮﺭ ﺍﻭ ‪۶۰‬ﺳﺎﻧﺘﻲ‬
‫ﻣﺘﺮﻩ ﮊﻭﺭﻭﺍﻟۍ ﻭﻟﺮﻱ‬
‫ﹾﯥ ﺩﻯ ﻭﻱ ‪۰‬‬
‫‪‬ﻮﻝ ﺩ ﺍ‪‬ﺗﻴﺎ ﻭ‪ ‬ﻟﻮﺍﺯﻡ ﺍﻭ ﺗﻮﻛﯥ ﭼﻲ ﻭﺭﺗﻪ ﺍ‪ ‬ﻳﺎﺳﺘۍ ﺳﺘﺎﺳﻮ ﭘﻪ ﻭﺍﻙ ﻛ‬ ‫•‬
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‫ﺳﺘﺎﺳﻮﺩ ﺩﻓﺘﺮ ﻣﻴﺰ )‪(۳‬‬

‫ﭼﭗ ﻟﻮﺭۍ= ﺩﺑﯿﺴﻮ ‪‬ﺎﻱ‬
‫ﺩﮐ‪‬ﻛﻴۍ ﺍﻭ ﺩﺭﻭﺍﺯﻱ ﭘﻪ ﻣﻨ‪‬ﻜﻲ ﻧﺒﺎ ﻳﺪ ﻛﻴ‪‬ﺩٰﻯ‬ ‫ّ ﺑﺎ ﺍﺭﺯ‪‬ﺘﻪ ﻣﻮﺍﺩ‬
‫ﺩﺭﻭﺍﺯﻩ ﻣﻮ ﺷﺎﺗﻪ ﻧﻮﯼ‬ ‫ﺭﺍﺳﺘﻪ = ‪‬ﻮﻟﻨﻴﺰ ﻣﺴﺎﺋﻞ‬
‫ﮐﻮﺭﻧۍ ﻋﮑﺴﻮﻧﻪ‬
‫ﺩﺭﻭﺍﺯﻩ ﻧﺒﺎﻳﺪ ﻣﻴﺰﻟﻮﺭﺗﻪ ﺧﻼﺻﻪ ﺷﯽ ‪.‬‬ ‫)ﺭﺍﺳﺘﻪ‬ ‫ﻣﻮﻗﻌﻴﺘﻮﻧﻪ‬
‫ﻻﺱ ﻟﻮﺭ ﺗﻪ(‪.‬‬
‫ﺩﯾﻮאﻝ ﻣﺨﺎﻣﺦ ﻧﻪ ﺑﺎﻳﺪ ﺍﻭﺳﻴ‪‬ۍ‬ ‫ﻣﻨﻈﻢ ﻣﺤﻞ‬
‫ﺩ ﻫﻐﻮ ﮐﺎﺭﻭﻧﻮ ﻟﺴﺖ ﭼﯽ ﺑﺎﻳﺪ ﺳﺮ ﺗﻪ ﻭﺭﺳﻴ‪‬ﻱ‬
‫ﺁﺟﻨﺪﺍ ‪-‬‬
‫‪۳‬ﺑﺮﺧﻪ‬ ‫‪‬ﺎﻱ‬
‫ﻛﭽﻪ‬ ‫ﺣﺪ ﺍﮐﺜﺮ‪ ۳‬ﺭﻭﮐﻪ ﺍﺳﻨﺎﺩﻭ ﻟﺒﺎﺭﻩ‬
‫ﺩ ﮐﻤﭙﻴﻮﺗﺮ ﻣﻴﺰ‪ /‬ﺩﮐﺎﺭ ﻣﻴﺰ ‪ /‬ﺩﺑﻲ ﻧﻈﻤﻪ ﮐﺎ ﺭﻭﻧﻮ ﻣﻴﺰ‬
‫ﻭﺍﺭﺩﻩ ‪-‬‬
‫ﺩﺭﯼ ﺳﻄﺤﻪ ‪‬ﻭﻟﻪ ﻣﯿﺰﺧﭙﻞ ‪‬ﺎﻥ ﻟﭙﺎﺭﻩ ﺟﻮ‪ ‬ﻛ‪‬ۍ ‪.‬‬ ‫ﮊﺭ ﺭﺍﺗﻠﻮﻧﮑﯽ‬
‫ﺩﺩﻓﺘﺮ ﻣﻴﺰ‬ ‫ﺻﺎﺩﺭﻩ‪-‬‬
‫ﻫﻐﻪ ﻟﻮﺍﺯﻡ ﭼﻲ ﺩ ﻭﺭ‪‬ﻲ ﺍﻭ ﻫﻔﺘﻲ ﻟﭙﺎﺭﻩ ﭘﻜﺎﺭ ﻛﻴ‪‬ﻱ‬ ‫ﺻﺮﻑ ﻫﻐﻪ ﺍﺳﻨﺎﺩﭼﯽ ﻧﻦ ﻭﺭ‪‬ﻲ ﻟﺒﺎﺭﻩ ﺑﻪ ﮐﺎﺭ ﺩﯼ‬
‫ﺭﻭﮐﻮﮐﻮﻧﻪ‬
‫ﺩ ﻭ‪‬ﻭ ﺑﻜﺴﻮﻧﻮﭘﻪ ﻣﺮﺳﺘﻪ ﻳۍ ‪‬ﻮ ﺑﺮﺧﻲ ﻛ‪‬ۍ‬ ‫ﻗﻠﻢ ﺩﺍﻧۍﺍﻭ ﺧﻼﺹ ﺩ ﻟﯿﮏ ﭘﺮﺍﻧﻴﺴﺘﻮﻧﻜۍ‬
‫ﺑﻪ ﻣﮑﺮﺭﻩ ﺗﻮﮔﻪ ﻳﻲ ﭼﻚ ﻛ‪‬ۍ ﭼﻲ ﻫﺮ ﺷﻲ ﭘﻪ ‪‬ﺎﻱ ﻭﻱ‬ ‫ﻣﺨﮑﯽ ﺩﮐﺎﺭ ﻟﻪ ﭘﺎﻱ ﺗﻪ ﺭﺳﻮﻟﻮ ﺧﭙﻞ ﻣﻴﺰ ﭘﺎﻙ ﻛ‪‬ۍ‬
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‫ﺩﺍﺳﻨﺎﺩﻭ ﺍﻭ ﺩﻭﺳﻴﻮ ﺗ‪‬ﻟﻮ ﺳﻴﺴﺘﻢ )‪(۱‬‬
‫ﺩ ﺩﻭﺳﯿﻪ ﺗ‪‬ﻟﻮ ﭘﻼﻥ ﺍﻭ ﺟﻮ‪‬ﻭﻧﻪ ﺩﻭﻩ ﻭﺍﺣﺪﻱ ﻗﺎﻋﺪﻱ ﻟﺮﻱ ﭼﻲ ﻭﺭ‪‬ﻴۍ ‪‬ﻪ ‪‬ﻭﻝ‬
‫ﻣﻜﺎﺗﻴﺐ ﺗﺮ ﺗﻴﺐ ﺍﻭ ﺩﻭﺳﻴﻪ ﺑﻨﺪﻱ ﺷﻲ ‪۰‬‬
‫ﻫﺮﻩ ﺩﻭﺳﻴﻪ ﺩﺍﻧﻴۍ ﺑﺎﻳﺪ ﯾﻮ ﺛﺎﺑﺖ ‪‬ﺎﻯ ﻭﻟﺮﻯ ‪.‬‬
‫ﻫﺮ ﻩ ﺩﻭﺳﻴﻪ ﺩﺍﻧﻴۍ ﺑﺎﻳﺪ ﭘﻪ ﻫﻐﻪ ‪‬ﻭﻝ ﭘﻪ ﻧ‪‬ﻪ ﺷﯽ ﭼﯽ ﺩ‬

‫ﺩﻓﺘﺮﺑﻴﺮﻭﻥ ﺧﻠﮑﻮ ﺗﻪ ﻫﻢ ﺳﺘﻮﻧﺰﻩ ﭘﻴﺪﺍ ﻧﻜ‪‬ﻱ‬
‫ﺩ ﺍﺳﻨﺎﺩ ﻭﺩ ﺩ ﻭﺳﻴﻪ ﺑﻨﺪﻳۍ ﺳﻴﺴﺘﻢ ﺑﺎﻳﺪ ﻣﻨﻈﻢ ﻭﯼ‬
‫ﺩﺍ‪‬ﺗﻴﺎ ﻭ‪ ‬ﺍﺳﻨﺎﺩ ﺑﺎﻳﺪ ﭘﻪ ﺁﺳﺎﻧﻪ ﺍﻭ ﻟﻪ ﻟ‪‬ﻮﻟﻮ ﭘﺮﺗﻪ ﺩ ﺍﺳﻨﺎﺩ ﻭ ﺩ ﺛﺒﺖ ﻟﻪ‬

‫ﺩﻭﺳﯿﻮ ﻧﻪ ﭘﻴﺪﺍ ﺷﯽ‬
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‫ﺳﺘﺎﺳﻮ ﺩ ﺍﺳﻨﺎﺩ ﻭﺍﻭ ﺩ ﺩﻭﺳﯿﻮﺗ‪‬ﻟﻮ ﺳﻴﺴﺘﻢ )‪(۲‬‬
‫ﻟﻄﻔﺎ ﺩﺍ ‪‬ﺎﻧﮕﻪ ” ﺩ ﻓﻌﺎﻟﻪ ﺁﺭﺷﻴﻒ “ ﭘﻪ ﻧﺎﻣﻪ ﻳﺎﺩﻩ ﻛ‪‬ۍ‬

‫ﻫﺮ‪‬ﻭﻝ ﺳﻴﺴﺘﻢ ﭼﯽ ﺗﺎﺳﻮْﯤ ﻏﻮﺍ‪ٰ‬ۍ ﻭ‪‬ﺎﻛۍ ‪۰‬‬
‫ﺩﻭﺳﻴﻪ ﺑﻨﺪﯼ ﭘﻪ ﻟﻮ‪ ‬ﮐﻴﻔﻴﺖ ﺳﺮﻩ ﺍﻣﺎ ﻟﻪ ﻟ‪ ‬ﻟﮕ‪‬ﺖ ﺳﺮﻩ‬
‫ﺳﻤﻪ ﺟﻮ‪‬ﻭﻧﻪ )‪‬ﺎﻧﮕ‪‬ﻱ ﮐﻠﻤﺎﺕ ‪ /‬ﺩ ﺩﻭﺳﻴﻪ ﺗ‪‬ﻟﻮ ﭘﻼﻥ ‪ /‬ﺩ ﺍﻟﻔﺒﺎ ﻳﺎ ﺍﻋﺪﺍﺩﻭ ﭘﻪ‬
‫ﺗﺮﺗﻴﺐ ﺳﺮﻩ (‬
‫ﺩﻭﺧﺖ ﺫﯾﺮﻣﻪ ﮐﻮﻧﻪ‬
‫ﺩ ﺍﺳﻨﺎﺩﻭ ﻟﻮﺳﺘﻞ ﻳﺎ ﻟﻪ ﻣﻨ‪‬ﻪ ﻭ‪‬ﻝ ‪۰‬‬
‫ﺭﺍﮔﺮ ‪‬ﻴﺪ ﻝ ﺍ ﻭ ﮐﻨ‪‬ﺮﻭﻝ‪۰‬‬

‫ﺧﭙﻞ ﺩﺍﺳﻨﺎﺩﻭ ﺩﺩﻭﺳﻴﻪ ﺗ‪‬ﻟﻮ ﺳﻴﺴﺘﻢ ﻫﺮﻩ ﻭﺭ‪ ‬ﺟﻮ‪ ‬ﻛ‪‬ۍ ‪۰‬‬
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‫ﺳﺘﺎﺳﻮ ﺩ ﺍﺳﻨﺎﺩ ﻭ ﺩ ﺩﻭﺳﯿﻮ ﺗ‪‬ﻟﻮ ﺳﻴﺴﺘﻢ )‪(۳‬‬
‫ﺩﺭﯼ ﺳّﺒﺪﻩ ﺩﺍﺳﻨﺎﺩ ﻭﻟﭙﺎﺭﻩ ﭘﻪ ﻻﻧﺪﯼ ‪‬ﻭﻝ ﭘﻪ ﻧﺎﻣﻪ ﻛ‪‬ﻯ ‪ ۰‬ﺩ ﻭﺍﺭﺩﻩ ﺍﺳﻨﺎﺩﻭ ﺳﺒﺪ ‪ ،‬ﺩﻛﺎﺭ ﻻﻧﺪﻱ ﺍﺳﻨﺎﺩﻭ ﺳﺒﺪٌ‪،‬‬
‫ﺍﻭ ﺩ ﺻﺎﺩﺭﻱ ﺍﺳﻨﺎﺩﻭ ﺳﺒﺪ ‪۰‬‬
‫ﻳﺎﺩﺩﺍﺷﺘﻮﻧﻪ ﺍﻭ ﻣﮑﺎﺗﯿﺐ ﭼﻪ ﻻﺗﺮ ﺍﻭﺳﻪ ﻟﻮﺳﺘﻞ ﺷﻮﯼ ﻧﻮﯼ ﺩ ﻭﺍﺭﺩﯼ ﭘﻪ ﺳﺒﺪ ﻛﻲ‬
‫ﻛﻴﻜ‪‬ﺩۍ ﮐﻪ ﮐﻮﻡ ﺳﻨﺪ ﻟﻪ ﺩ ﺳﺒﺪ ﻧﻪ ﺍﺧﻠۍ ﭘﻪ ﻫﻐﻪ ﺻﻮﺭﺕ ﻛﻲ ﻓﻌﺎﻟﻴﺖ ﺗﻪ ﭘﻴﻞ‬
‫ﻛﻮۍ ﻭﺍﺭﺩﻩ ﺍﺳﻨﺎﺩ ﻧﻈﺮ ﭘﻪ ﻣﻮﺿﻮ ﻉ ﺍﻭ ﻟﻤ‪‬ﻱ ﺗﻮﺏ ﻭ‪‬ﺎ ﻛۍ ‪۰‬‬
‫‪Eingehend‬‬
‫وارده اﺳﻨﺎد‬
‫اﺳﻨﺎد‬
‫ﻫﻐﻪ ﺍﺳﻨﺎﺩ ﭼﯽ ﻏﻮﺍ‪‬ۍ ﭘﺮﻱ ﮐﺎﺭ ﻭﮐ‪‬ۍ ﺍﻭ ﻳﺎ ﻫﻢ ﻛﺎﺭﺗﻪ ﺩﻭﺍﻡ ﻭﺭ ﻛ‪‬ۍ ﺩ ﻛﺎﺭ ﭘﻪ‬
‫ﺳﺒﺪ ﻛﻲ ﻛﻴ‪ ‬ﺩٰﻯ ‪‬ﻜﻪ ﺗﺮ ﺍﻭﺳﻪ ﺗﻮﺍﻧﻴﺪﻟﻲ ﻧﻴﺎﺳﺖ ﭼﻲ ﺑﺸﭙ‪ ‬ﻳﯥ ﻛ‪‬ۍ ‪۰‬‬
‫‪Laufendes‬‬
‫دﻛﺎر ﻻﻧﺪي اﺳﻨﺎد‬
‫ﭘﺎﻣﻠﺮﻧﻪ ‪:‬ﻟﻪ ﺩ ﻱ ﺳﺒﺪ ﻧﻪ ﻫﻐﻪ ﻛﺎﺭﻭﻧﻪ ﭼﻲ ﻏﻮﺍ‪‬ۍ ﺷﺎﺗﻪ ﻭﻏﻮﺭﺯﻭٰﻯ ﺍﻭ ﻭ‪‬ﻨ‪‬ﻭﻝ‬
‫ﺷﻲ ﻛﺎﺭ ﻣﻪ ﺍﺧﻠۍ ‪‬ﺎﻥ ‪‬ﺍ‪‬ﻩ ﻛ‪‬ﻯ ﭼﯥ ﺍﺳﻨﺎﺩ ﻣﻮ ﭘﻪ ﺳﺒﺪ ﻛﯥ ﻧﻪ ﺩﻯ ‪ ‬ﻳﺮۍ‬
‫ﺷﻮﻯ ‪۰‬‬
‫ﺩ ﺑﺸﭙ‪ ‬ﺷﻮﻳﻮ ﺍﺳﻨﺎﺩﻭ ﻟﭙﺎﺭﻩ ﺩ ﺻﺎﺩ ﺭﻱ ﺳﺒﺪ ﻧﻪ ﻛﺎﺭ ﻭﺍﺧﻠۍ ﺩﺍ ﺳﺒﺪ ﺩ ﻭﺭ‪‬ﻲ‬
‫اﺳﻨﺎ‬
‫‪Ausgehend‬‬
‫ﺻﺎدره د‬ ‫‪‬ﻮ‪‬ﻠﻪ ﺧﺎﻟﻲ ﻛ‪‬ۍ ‪۰‬‬
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‫ﺍﻏﻴﺰﻣﻨﻪ ﻣﻜﺎﺗﺒﻪ –ﺩﻟﻴ‪‬ﺩﻭﻟﻮ ﻭ‪‬‬
‫ﹾﯥ ﺩ ﻫﻮﺳﺎﻳﻨﻲ‬
‫ﻫ‪‬ﻪ ﻭﻛ‪‬ۍ ﻟﻨ‪ ‬ﻩ ﺍﻭ ﺭﺍ‪‬ﻮﻟﻪ ﻟﻴﻜﻨﻪ ﻭﻛ‪‬ۍ ﺳﺘﺎﺳﻮ ﭘﻪ ﺩﻯ ﮐﺎﺭ ﺩ ﻣﻄﻠﺐ ﺍﺧﻴﺴﺘﻮﻧﻜ‬ ‫•‬
‫ﺍﺣﺴﺎﺱ ﻛﻮﻱ ‪..‬‬
‫ﻓﻮﺭﺁ‪‬ﻮﺍﺏ ﻭﺭﻛ‪‬ۍ ‪ :‬ﻟﻨ‪ ‬ﺍﻭ ﻣﺨﺘﺼﺮ ‪‬ﻮﺍﺏ ﻭﺭﻛ‪‬ۍ ﺍﻭ ﻣﺮﺑﻮﻃﻪ ﺳﻨﺪ ﺑﺎﻧﺪﻱ ﺍﻣﻀﺎ ﺍﻭ ﻧﻴ‪‬ﻲ ﻫﻢ‬ ‫•‬
‫ﻭﻟﻴﻜۍ ﻫﻴﺮﻣﻮﻧﺸﻲ ﺩ ﺳﻨﺪ ﺍﺻﻞ ﻣﻘﺎﺑﻞ ﻟﻮﺭ ﺗﻪ ﺍﻭ ﮐﺎﭘﻲ ﺳﺘﺎﺳﻮ ﺳﺮﻩ ﭘﺎﺗﻲ ﻛﻴ‪‬ﻱ ‪.۰‬‬
‫ﺧﭙﻞ ﻣﮑﺎﺗﯿﺐ ﻟﻪ ﻟﻨ‪ ‬ﻭ ﭘ‪‬ﺘﻨﻮ ﺍﻭ‪‬ﻮﺍﺑﻮﻧﻮ ﺳﺮﻩ ﺟﻮ‪ ‬ﻛ‪‬ۍ‪ .‬ﻟﮑﻪ ﻣﺨﺘﺼﺮﯼ ﻓﻮﺭﻣﯽ ﭼﯽ ﺩ ‪‬ﻮﺍﺏ ﭘﻪ‬ ‫•‬
‫ﺧﺎﻃﺮ ﭘﻪ ﻣﺨﺘﺼﺮ ‪‬ﻭﻝ ﺟﻮ‪‬ﻳ‪ٰٰ‬ﻱ ﺍﻭﺩ ‪‬ﻮﺍﺏ ﺩ )ﻫﻮ( ﺍﻭ ) ﻧﻪ( ﭘﻪ ﻣﻮﻧﺪﻟﻮ ﺳﺮﻩ ﻳﻮﺍ‪‬ﻲ ﻟﻪ ﺗﺸﻮ ﺧﺎﻧﻮ ﻧﻪ‬
‫ﻛﺎﺭ ﺍﺧﻴﺴﺘﻞ ﻛﻴ‪‬ﻱ ‪0‬‬
‫•‬
‫ﻟﻨ‪ ‬ﻣﮑﺎﺗﯿﺐ ‪ :‬ﺩﻟﻨ‪ ‬ﺍﻭ ﻣﻨﻞ ﺷﻮﻳﻮ ﻟﻴﻜﻮﻧﻮ ﻟﭙﺎﺭﻩ ﻟﻪ ﻧﻤﻮﻧﻮ ﻧﻪ ﻛﺎﺭ ﻭﺍﺧﻠۍ‪.‬‬
‫• ﺍﻧﻔﺮﺍﺩﻱ ﻣﮑﺎﺗﯿﺐ ‪ :‬ﻣﺨﮑﯽ ﺩ ﻣﻜﺘﻮﺏ ﻟﻪ ﺟﻮ‪‬ﻭﻟﻮ ﻧﻪ ﺯﻳﺎﺭ ﻭﺑﺎﺳۍ ﻣﻬﻢ ﺍﻭ ﻋﻤﺪﻩ‬
‫ﻣﺴﺎﻳﻞ ﻳﺎﺩﺍﺷﺖ ﻛ‪ٰ‬ۍ ‪،‬ﻭﻳﯥ ‪‬ﻴ‪‬ۍ ﭼﯥ ﺁﻳﺎ ﺗﻴﻠﻔﻮﻥ ﻛﻮﻝ ﺑﻪ ‪‬ﻮﺭ ﻭﻱ ﻳﺎ ﺩ‬
‫ﻣﻜﺘﻮﺏ ﻟﻴ‪ ‬ﺩ ﻭﻝ ‪۰‬‬
‫ﭘﻪ ﻳﺎﺩ ﻭﻟﺮۍ ‪‬ﻨﻲ ﻣﺴﺎﻳﻞ ﺑﺎﻳﺪ ﭘﻪ ﻟﻴﻜﻠﻲ ﺗﻮ ﮔﻪ ‪‬ﻮﺍﺏ ﻭﺭﻛ‪‬ۍ‬
‫‪Ausgehend‬‬
‫ﺧﺮوﺟﻲ‬
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‫ﺩﺍﺳﻨﺎﺩ ﻭ ﺩ ﺳﺎﺗﻨﯽ ﺳﯿﺴ‪‬ﻢ‬
‫ﺗﻞ ﺧﭙﻞ ﺍﺳﻨﺎﺩ ﺍﻭ ﻣﺪﺍﺭﻙ ﺩ ‪‬ﺎﻧﮕ‪‬ﻳﻮ ‪،‬ﻣﺎﺭﻛﻮﻧﻮ ﭘﻪ ﻣﺮﺳﺘﻪ ﻧ‪‬ﻪ ﻛ‪‬ۍ ﺗﺮ ‪‬ﻮ ﭘﻮﻩ‬ ‫•‬
‫ﺷﻲ ﺩ ﻫﻐﻮ ﭘﻪ ﻣﻨ‪ ‬ﻛﯥ ‪‬ﻪ ﺷﺘﻪ ﺩﻯ ‪۰‬‬
‫ﻫﻐﻪ ﺍﺳﻨﺎﺩ ﺍﻭ ﻣﺪﺍﺭﮎ ﭼﯽ ﺩﺍﻟﻔﺒﺎ ﺍﻭ ﻳﺎ ﺩﺣﺮﻭﻑ ﭘﻪ ﺍﻋﺪﺍﺩ ﺗﺮﺗﻴﺐ ﺷﻮﯼ ﻭﯼ‬ ‫•‬
‫ﺗﺸﺮﻳﺢ ﺗﻪ ﺍ‪‬ﺗﻴﺎ ﻟﺮﻱ ﺗﺮ ‪‬ﻮ ﺗﺎﺳﻮ ﺍﻭ ﺳﺘﺎﺳﻮ ﻣﻠﮕﺮﻭ ﺗﻪ ﺩ ﭘﻮ ﻫﯿﺪﻟﻮ ﻭ‪ ‬ﻭﻱ ‪.۰‬‬
‫ﺩ ﺍﺳﻨﺎﺩ ﺳﺎﺗﻨﻪ‬
‫ﻫﻐﻪ ﺍﺳﻨﺎﺩ ﺍ ﻭ ﻣﺪﺍﺭﮎ ﭼﯽ ﻫﺮﮐﻠﻪ ﻭﺭﺗﻪ ﺍ‪‬ﺗﻴﺎ ﻟﺮۍ ﺑﺎﻳﺪ ﺳﺘﺎﺳﻮ ﭘﻪ ﻻﺱ ﮐﯽ‬ ‫•‬
‫ﻭﻱ ﺗﺎﺳﯽ ﮐﻮﻻﯼ ﺷۍ ﭘﻪ ﺭﻭﻙ ﻳﺎ ﺍﻟﻤﺎﺭۍ ﻛﻲ ‪‬ﺎﻱ ﭘﺮ ‪‬ﺎﻱ ﻛ‪‬ۍ ‪۰‬‬
‫ﻫﻐﻪ ﺍﺳﻨﺎﺩ ﺍﻭ ﺩﻭﺳﯽ ﭼﯽ ﺍ‪‬ﺗﻴﺎ ﻭﺭﺗﻪ ﻧﻠﺮۍ ﻛﻮﻻﻱ ﺷۍ ﺩﻭﺭ‪‬ﻨﻲ ﺍ‪‬ﺗﻴﺎ ﻭ‪‬‬ ‫•‬
‫ْﯥ ‪‬ﺎﻱ ﭘﺮ ‪‬ﺎﻱ ﻛ‪‬ۍ ‪۰‬‬
‫ﺍﺳﻨﺎﺩﻭ ﺷﺎﺗﻪ ﻳ‬
‫ﻫﻐﻪ ﺍﺳﻨﺎﺩ ﭼﯽ ﺑﻪ ﺍﻭ‪‬ﺩ ﻣﻬﺎﻟﻪ ﻭﺧﺖ ﻛﯥ ﻧﻪ ﭘﻪ ﻛﺎﺭ ﻛﻴ‪‬ﻱ ﻳﻮﻱ ﺍﻟﻤﺎﺭۍ ﻛﯥ ﭼﻲ‬ ‫•‬
‫ﻗﻔﻞ ﻭﻟﺮﻱ ﻭﺳﺎﺗۍ ﺍﻭﻳﺎ ﻫﻢ ﻟﻪ ﺩﻓﺘﺮﻩ ﺑﻴﺮﻭﻥ ﻳﯥ ﻭﺳﺎﺗۍ ‪۰‬‬
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‫ﻳﺎﺩﺩﺍﺷﺘﻮﻧﻪ ﺍﻭ ﺍﻭﺭﺍﻕ‬
‫• ﺩ ﻧﻈﺮ ﻳﺎﺗﻮ ﻟﻴﻜﻨﻪ ﻳﻮ ﺑﻠﻪ ﺍﻏﻴﺰﻣﻨﻪ ﻻﺭﻩ ﺩﻩ ﭼﻲ ﺗﺎﺳﻲ ﺳﺮﻩ‬

‫ﻣﺮﺳﺘﻪ ﻛﻮﻱ ﺗﺮ ‪‬ﻮﭘﻮﺭﻱ ﺳﭙﺎﺭﻝ ﺷﻮﻱ ﭼﺎﺭﻱ ﺛﺒﺖ ﺍﻭ ﺩ ﻫﻐﻪ‬
‫ﺑﻪ ﻣﺦ ﻋﻤﻞ ﻭﮐ‪‬ۍ‪.۰‬‬
‫• ﻭﻟﯽ ﭘﺎﻡ ﻣﻮ ﻭﻱ ﭼﻲ ﺩ ﻛﻮﭼﻨﻴﻮ ﭘﺎڼﻮ ﭘﺮ ﻣﺦ ﻳﺎﺩﺍﺷﺖ ﻣﻪ ﻧﻴﺴۍ‬
‫ﺍﻭ ﻳﺎﻫﻢ ﺩﺍ ﻛﻮﭼﻨۍ ﭘﺎڼﻲ ﺩ ﺗﺨﺘﻲ ﺍﻭ ﺩﻳﻮאﻝ ﭘﺮ ﻣﺦ ﻣﻪ ﺯ‪‬ﻭﻯ ‪۰‬‬
‫ﮐﻪ ﭘﺎڼﻲ ﻭ‪‬ﻱ ﻭ‪‬ﻱ ﻭﻱ ‪‬ﻳﺮ ﮊﺭ ﻟﻪ ﻳﺎﺩﺍﺷﺘﻮﻧﻮ ‪‬ﺨﻪ ‪‬ﻙ ﻛﻴ‪‬ﻱ‬
‫ﺍﻭ ﺗﺎﺳﻲ ﻭﺭﺗﻪ ﭘﺎﻡ ﻧﻜﻮۍ ﻧﻮ ﭘﻪ ﺩ ﺻﻮﺭﺕ ﻛﻲ ﻫﻐﻪ ﭘﺎڼﻲ ﺧﭙﻞ‬
‫ﺍﺭﺯ‪‬ﺖ ﻟﻪ ﻻﺳﻪ ﻭﺭﻛﻮﻱ ‪۰‬ﺍﻭ ﻣﻮﺿﻮﻉ ﺳﺘﺎﺳﻮ ﻟﻪ ﻓﮑﺮﻩ ﻭ‪‬ﻲ ‪۰‬‬
‫ﺩ ﺣﻞ ﻻﺭﻩ ‪ :‬ﺳﭙﺎﺭﻝ ﺷﻮﻱ ﺩﻧﺪﯼ ﺩﺗﻤﺎﻡ ﺷﻮﻳﻮ ﻛﺎﺭﻭﻧﻮ ﭘﻪ ﻟﺴﺖ‬
‫ﻛﯥ ﻭﻟﻴﻜۍ ﻳﻮﻩ ﭘﺎڼﻪ ﺳﭙﻴﻦ ﻛﺎﻏﺬ ﻛﻮﻻﻱ ﺷﻲ ﺗﻘﺮﻳﺒﺎ ‪ ۳۰‬ﻭ‪‬ﻭ‬
‫‪‬ﻮ ‪‬ﻮ ‪‬ﺎﻱ ﻭﻧﻴﺴﻲ ‪۰‬‬
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‫ﺩﻣﺪﺍﺭﮐﻮﺍﻭ ﺍﺳﻨﺎﺩﻭ ﻭ‪‬ﺍﻧﺪﻱ ﻛﻮﻝ‬
‫ﻫﺮ ﮐﻠﻪ ﭘﻪ ﺧﭙﻠﻮ ﻳﺎﺩﺩﺍﺷﺘﻮﻧﻮ ﮐﯥ ﻧﯿﺘﻪ ﻭﻟﻴﻜۍ ) ﻣﺜﻼ ﺗﻴﻠﻔﻮﻧﻲ‬

‫ﺧﺒﺮﯼ‪ ،‬ﺩﻏﻮﻧ‪‬ﻭ ﮔﺰﺍﺭﺵ ﺍﻭﺩﺍﺳﯽ ﻧﻮﺭ (‬
‫ﺧﭙﻞ ﻳﺎﺩﺍﺷﺘﻮﻧﻪ ﺩ ﻣﻀﻤﻮﻥ ﭘﺮ ﺑﻨﺴ‪ ‬ﺳﺮﻩ ﺭﺍ‪‬ﻮﻝ ﻛ‪‬ۍ ‪۰‬‬
‫ﺧﭙﻞ ﻳﺎﺩﺍﺷﺘﻮﻧﻪ ﭘﻪ ﻣﻨﻄﻘﻲ ﺗﻮﮔﻪ ﺩﻭﺳﻴﻪ ﺑﻨﺪﻱ ﺍﻭ ﺛﺒﺖ ﻛ‪‬ۍ ‪.‬‬
‫ْ ﻛﻮﻡ ﻣﻜﻠﻔﻴﺖ ﻭﻱ ﭼﻲ ﺳﺮ ﺗﻪ‬
‫ﻫﺮ ﮐﻠﻪ ﺳﺘﺎﺳﻮ ﭘﻪ ﻳﺎﺩﺍﺷﺘﻮﻧﻮ ﻛﯥ‬
‫ﻭﺭﺳﻴ‪‬ﻱ ﭘﻪ ﻫﻐﻪ ﺻﻮﺭﺕ ﻛﻲ ﻫﻐﻪ ﻛﺎﺭﻭﻧﻪ ﭼﻲ ﺑﺎﻳﺪ ﺳﺮﺗﻪ‬
‫ﻭﺭﺳﻴ‪‬ﻱ ﺩﺍ ﻫﻢ ﭘﻜﯥ ‪‬ﺎﻱ ﻛ‪‬ۍ ‪۰‬‬
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‫ﺩﮐﻤﭙﻴﻮﺗﺮﭘﻪ ﻣﺮﺳﺘﻪ ﺩ ﺍﺳﻨﺎﺩﻭ ﺍﻭ ﻣﺪﺍﺭﻛﻮ ﺟﻮ‪‬ﻭﻝ‬
‫ﺩ ﮐﻤﭙﻴﻮﺗﺮ ﺣﺎﻓﻈﻪ ﺳﺘﺎﺳﻮ ﺩ ﺍﺳﻨﺎﺩﻭ ﺍﻭ ﻣﺪﺍﺭﮐﻮ ﺑﺮ‪‬ﻨﺎﻳﯥ )ﺍﻟﮑﺘﺮﻭﻧﯿﮑﯽ‬

‫(ﺫﻳﺮﻣﻪ ﺩﻩ ﭼﯽ ﮐﯿﺪﺍﯼ ﺷﯽ ﻫﻐﻪ ﺗﺎﺳﻮ ﺩﺍﺩﺍﺭﯼ ﺣﺎﻓﻈﻪﺀ ﻭﻧﻮﻣﻮ ﻭ‪۰‬‬
‫ﺩﺍﻭﺳﻨﻴﻰ ﺗ‪‬ﻝ ﺷﻮﻯ ﭘﻼﻥ ﭘﻪ ﺍﺳﺎﺱ ﺧﭙﻞ ﺟﻮ‪‬ﺷﻮﻱ ﺍﻭ ﺩﺍ‪‬ﺗﻴﺎ ﻭ‪ ‬ﺍﺳﻨﺎﺩ‬

‫ﻭ ﻟﭙﺎﺭﻩ ﺩ ﻛﻤﭙﻴﻮﺗﺮ ﭘﻪ ﺣﺎﻓﻈﻪ ﻳﻮﻩ ﺩﺍﻳﺮ ﻛﺘﺮﻱ ﻳﺎ ﺩﺩ ﻭﺳﻴﻮ ﺍﻳ‪‬ﻮﻧﻲ‬
‫‪‬ﺎﻱ ﻣﻨ‪ ‬ﺗﻪ ﺭﺍﻭ‪‬ۍ‬
‫ﮐﻪ ﻟﻪ ﮐﻮﻡ ﻫﻤﮑﺎﺭ ﯾﺎ ﺩ ﻣﻌﺎﻣﻠﯽ ﻟﻮﺭﯼ ﺳﺮﻩ ‪‬ﻳﺮﻩ ﻣﻜﺎﺗﺒﻪ ﻟﺮۍ ﭘﺲ ﻧﻮ ﺩ ﻫﻤﻐﻪ ﻏ‪‬ﻱ ﭘﻪ‬
‫ﻧﺎﻣﻪ ﻳﻮ ﺟﺪﺍ‪‬ﺎﻧﻪ ﻓﺎﻳﻞ ﺟﻮ‪ ‬ﻛ‪‬ۍ ‪۰‬‬
‫ﮐﻪ ﯾﻮﻩ ﺩﺍﯾﺮﮐﺘﺮﯼ ﻟﻪ ﺣﺪﻩ ﺯﻳﺎﺗﻪ ﭘﺮﺍﺧﻪ ﺍﻭ ﺑﻲ ﻧﻈﻤﻪ ﺷﻲ ﭘﻪ ﻫﻐﻪ ﺻﻮﺭﺕ ﻛﻲ ‪‬ﻮﻝ ﺍﺳﻨﺎﺩ‬
‫ﺍﻭ ﻓﺎﻳﻠﻮﻧﻪ ﺍﻧﺘﺨﺎﺏ ﺍﻭ ﻳﻮﻩ ﺑﻠﻪ ﻧﻮﻱ ﺩﺍﻳﺮﻛﺘﺮﻱ ﺳﺮﻩ ﺟﻮ‪ ‬ﻛ‪‬ۍ‪.‬‬
‫ﺧﭙﻞ ‪‬ﺎﻥ ‪‬ﺍ‪‬ﻩ ﻛ‪‬ۍ ﭼﻲ ﻳﻮﻩ ﻛﺎﭘﻲ ﺩ ﺍﺳﻨﺎﺩ ﻭ ) ﻣﺜﻼ ﭘﻪ ﺳﯽ ‪‬ﯼ ﯾﺎ ﭘﻪ ‪‬ﯼ ﻭﯼ ‪‬ﯼ ( ﻛﯥ‬
‫ﺧﭙﻞ ‪‬ﺎﻥ ﺳﺮﻩ ﻭﻟﺮۍ ‪۰‬‬
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‫ﺩﻳﻮﻱ ﻛﺎﺭﻱ ﻭﺭ‪‬ﻲ ﭘﻪ ﭘﺎﻳﻠﻪ ﻛﯥ‬
‫ﺩﺳﺮﺗﻪ ﺭﺳﻮﻧﻮ ﻛﺎﺭﻭﻧﻮ ﻟﺴﺖ ﻣﻮ ﭼﻚ ﻛ‪‬ۍ ﺍﻭﺩ ﻳﻮﻱ ﺭﺍﺗﻠﻮﻧﻜﯥ ﻛﺎﺭﻱ ﻭﺭ‪‬ﻲ ﭘﻪ ﺧﺎﻃﺮﻳﯥ‬
‫ﺍﺭﺯﻳﺎﭘﻲ ﻛ‪‬ۍ ﻫﻐﻪ ‪‬ﻭﻝ ﭼﻲ ﺧﭙﻞ ﻛﺎﺭﻭﻧﻪ ﺩ ﻟﻤ‪‬ﻱ ﺗﻮﺏ ﭘﻪ ﺑﻨﺴ‪ ‬ﺟﻮ‪ ‬ﺍﻭ ﺳﺮﺗﻪ‬
‫ﻭﺭﺳﻮۍ ‪۰‬‬
‫ﻫﻐﻪ ﺍﺳﻨﺎﺩ ﺍﻭ ﻣﺪﺍﺭﻙ ﭼﻲ ﻧﻮﺭ ﻭﺭﺗﻪ ﺍ‪‬ﺗﻴﺎ ﻧﻠﺮۍ ﺁﺭﺷﻴﻒ ﯦﻲ ﻛ‪‬ۍ ﺍﻭ ﻳﺎ ﻫﻢ ﻟﻪ ﻣﻨ‪‬ﻪ ﻳﻮ‬
‫ﺳۍ ‪۰‬‬
‫ﻫﻐﻪ ﻛﺎﺭﻭﻧﻪ ﭼﻲ ﺩ ﻭﺭ‪‬ﻲ ﭘﻪ ﺍﻭ‪‬ﺩﻭ ﻛﻲ ﺳﺘﺎ ﺳﻮ ﭘﺮ ﻣﻴﺰ ﻛﻮ‪ ‬ﺍﻭ ﺍﻧﺒﺎﺭ ﺷﻮﻱ ﺩﻱ ﻳﻮ ﻭﺍﺭ‬
‫ﻣﺮﻭﺭ ﺍﻭ ﻟﻪ ﻧﻈﺮﻩ ﺗﻴﺮ ﻛ‪‬ۍ ‪۰‬‬
‫ﻛﻪ ﻟﻪ ﻛﺎﺭﻯ ‪‬ﻮ ﻭﺭ‪‬ﻮ ﻧﻪ ﻭﺭﺳﺘﻪ ﻭﻟﻴﺪﻝ ﺷﻰ ﭼﻲ ‪‬ﻮﻛﺎﺭﻩ ﺳﺘﺎﺳﻮ ﭘﺮ ﻣﻴﺰ ﺍﻧﺒﺎﺭ ﺷﻮﻱ‬
‫ﺩﻱ ﭘﻪ ﻫﻐﻪ ﺻﻮﺭﺕ ﻛﻲ ﺗﻢ ﺷۍ ﺩﺍ‪‬ﺗﻴﺎ ﻭ‪ ‬ﻭﺧﺖ ﻣﻮﻫﻐﻪ ﺗﻪ ﻭ‪‬ﺎﻛۍ ﺍﻭ ‪‬ﻮﻝ ﺷﻴﺎﻥ ﻟﻪ‬
‫ﺳﺮﻩ ﭘﺎﻙ ﺍﻭ ﻣﻨﻈﻢ ﻛ‪‬ۍ ‪۰‬‬
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‫ﺩﺍﻏﻴﺰﻣﻨﻮ ﺑﺮ‪‬ﻨﺎﻟﻴﻜﻮ ﻟﻴ‪‬ﺩ ﻭﻝ‬
‫ﺑﺮ‪‬ﻴﻨﺎ ﻟﻴﻚ ﻣﻮ ﭘﻪ ﻳﻮ ‪‬ﺎﻛﻠﻲ ﺍﻭ ﻣﻌﻴﻦ ﻭﺧﺖ ﺩﻳﻮﻯ ﻭﺭ‪‬ﯥ ﭘﻪ ﺗﺮ‪ ‬ﻛﻲ ﺟﻮ‪ ‬ﺍﻭ ﺗﺮ‬
‫ﺗﻴﺐ ﻛ‪‬ۍ ‪۰‬‬
‫ﺩ ﺭﺍﻏﻠﻮ ﭘﻴﻐﺎﻣﻮﻧﻮ ﻟﻪ ﺑﻜﺲ ﻧﻪ ﺩ ﭘﻴﻐﺎﻡ ﺳﺎﺗﻠﻮ ﺩ ﺑﻜﺲ ﭘﻪ ﺗﻮﮔﻪ‬

‫‪‬ﻪ ﻣﻪ ﺍﺧﻠۍ ‪۰‬‬
‫ﺧﭙﻞ ﺭﺍﻏﻠﻲ ﭘﻴﻐﺎﻣﻮﻧﻪ ﻳﺎ ﻟﻪ ﻣﻨ‪ ‬ﻳﻮﺳۍ ﺍﻭ ﻳﺎ ﻫﻢ ﭘﻪ ﻧﻮﻡ ﺍﻳ‪‬ﻮﺩﻝ ﺷﻮﻳﻮ ﺑﻜﺴﻮﻧﻮ ﻛﻲ ﻭﺳﺎﺗۍ‪۰‬‬
‫ﻫﻐﻪ ﻣﻌﻠﻮﻣﺎﺗﻲ ﺍﺳﻨﺎﺩ ﭼﻲ ﺩ ‪‬ﻮ ﺭﺍﺗﻠﻮﻧﻜﻮ ﻭﺭ‪‬ﻮ ﭘﻪ ﺗﺮ ‪ ‬ﻛﯥ ﻭﺭﺗﻪ ﺍ‪‬ﺗﻴﺎ ﻟﺮۍ ﭘﻪ ﻳﻮﻩ ﺑﻜﺲ ﻛﻲ‬
‫ﻣﻮﻗﺘﻲ ‪‬ﺎﻱ ﭘﻪ ‪‬ﺎﻱ ﻛ‪‬ۍ ﺍﻭ ﺩ ‪ ۵‬ﻭﺭ‪‬ﻮ ﻟﻪ ﺗﻴﺮﻳﺪ ﻭ ﻭﺭﺳﺘﻪ ﻳﯥ ﻟﻪ ﻣﻨ‪‬ﻪ ﻳﻮ ﺳۍ ‪۰‬‬
‫‪‬ﺎﻛﻞ ﺷﻮﻱ ﭘﺴﺘﻲ ﻟﺴﺘﻮﻧﻪ ‪‬ﺎﻥ ﺗﻪ ﻣﻨ‪ ‬ﺗﻪ ﺭﺍﻭ‪‬ۍ – ‪‬ﻜﻪ ﭼﻲ ﻫﺮ ﻣﻌﻠﻮﻣﺎﺕ ﻳﺎ ﻓﺎﻳﻞ ﻳﻮ ﺷﺨﺺ‬
‫ﻳﺎ ﺍﺩﺍﺭﻱ ﭘﻮﺭﻱ ﻣﺮﺑﻮﻁ ﻭﻱ ﻧﻪ ‪‬ﻮﻟﻮ ﭘﻮﺭﻱ ‪۰ ۰‬‬
‫ﻫﺮ ﻛﻠﻪ ﭼﻲ ﭼﺎﺗﻪ ﺿﻤﻴﻤﻲ ﭘﻴﻐﺎﻡ ﺍﺳﺘﻮۍ ﺍﺧﻴﺴﺘﻮﻧﻜﻲ ﻛﺲ ﺗﻪ ﺭﻭ‪‬ﺎﻧﻪ ﻛ‪‬ۍ ﭼﻲ ﻟﻪ ﻛﻮﻣﻲ ﭘﺎڼﻲ‬
‫ﻧﻪ ﭼﯥ ﻣﻮ ﻟﻴ‪‬ﺩﻭﻟﯥ ﺩﻩ ﻛﺎﻓﻲ ﺍﻭ ﺍﺭﺯ‪‬ﺘﻨﺎﻛﻪ ﻣﻌﻠﻮﻣﺎﺕ ﻻﺳﺘﻪ ﺭﺍﻭ‪‬ﻱ ‪۰‬‬
‫‪95‬‬
‫ﻟﻪ ﻛﺘﻮﻧﻜﻮ ﺳﺮﻩ ﺍﻏﻴﺰﻣﻦ ﺳﻠﻮﻙ‬
‫ﺩﻏﻮﻧ‪‬ﻭ ﺩ ﻧﻴ‪‬ﻲ‬
‫‪‬ﺎﻛﻞ ﻟﻪ ﻣﻌﻴﻨﻮ‬ ‫ﺩﻏﻮﻧ‪‬ﻭ ﺭﺍ‪‬ﻮﻟﻮﻝ ﺍﻭ‬ ‫ﻟﻪ ‪‬ﻳﺮ ﻭﺧﺖ ﻧﻴﻮﻧﻜﻮ‬
‫ﻏ‪‬ﻭ ﺳﺮﻩ‬ ‫ﺩ ﻏﻮﻧ‪‬ﻭ ﻣﺤﺘﻮﺍ‬ ‫ﻏ‪‬ﻭ ﺳﺮﻩ ﺩ ﻫﻐﻮﻱ ﭘﻪ‬
‫ﺧﭙﻞ ﺩﻓﺘﺮ ﻛﻲ‬
‫ﺩﻣﻮﺧﻲ‪ ،‬ﻣﻮﺿﻮﻉ‬ ‫ﻣﻼﻗﺎﺕ ﻭﻛ‪‬ۍ‬
‫ﺍﻭﺩﻣﻼﻗﺎﺕ ﺩﻭﺧﺖ‬
‫‪‬ﺎﻛﻞ‬
‫ﻟﻪ ‪‬ﻳﺮ ﻭﺧﺖ ﻧﻴﻮﻧﻜﻮ‬

‫ﻏ‪‬ﻭ ﺳﺮﻩ ﭘﻪ‬
‫ﺩﻣﻼﻗﺎﺕ ﻟﭙﺎﺭﻩ ﺩ ﻳﻮﻩ‬ ‫ﻭﺩﺭﻳﺪﻟﻮﺗﻮ‪‬ﻪ ﻣﻼﻗﺎﺕ‬
‫ﻣﻨﻈﻢ ﭘﻼﻥ ﺟﻮ‪‬ﻭﻧﻪ‬ ‫ﻭﻛ‪‬ۍ‬
‫‪96‬‬
‫ﻟﻪ ﻛﺘﻮ ﻧﻜﻮ ﺳﺮﻩ ﺍﻏﻴﺰﻣﻦ ﺳﻠﻮﻙ‬
‫ﻼ ‪ :‬ﺧﻮﺷﺤﺎﻟﻪ ﻳﻢ ﭼﻲ ﻳﻮ ﺳﺎﻋﺖ‬
‫ﺩﻏﻮﻧﺪﻱ ﭘﻴﻞ ﻛﻲ ﺩﻏﻮﻧ‪‬ﻱ ﺩ ﭘﺎﻯ ﻭﺧﺖ ﻫﻢ ﺍﻋﻼﻥ ﻛ‪‬ۍ ) ﻣﺜ ﹰ‬ ‫•‬
‫ﻭﺧﺖ ﻟﺮﻭ ﺗﺮ ‪‬ﻮ ﺩ ‪ ................‬ﭘﻪ ﻫﻜﻠﻪ ﺧﺒﺮﻱ ﻭﻛ‪‬ﻭ ‪(.‬‬

‫ﻭﺭﺳﺘﻪ ﻟﺪﻱ ﭼﯥ ﺩﻏﻮﻧ‪‬ﻱ ﺩﺭﻳﻤﻪ ﺑﺮﺧﻪ ﺗﻴﺮﻩ ﺷﻮﻩ ﺩﻏﻮﻧ‪‬ﻱ ﭘﺎﺗﯥ ﻭﺧﺖ ﻫﻢ ﺍﻋﻼﻥ ﻛ‪‬ۍ ‪ ) .‬ﻣﺜﻼ‬
‫‪ ۲۰ :‬ﺩﻗﻴﻘﻪ ﻧﻮﺭ ﻭﺧﺖ ﻟﺮﻭ ‪(...‬‬
‫ﭘﻪ ﭘﺎﻱ ﻛﻲ ﺩ ﻏﻮﻧﺪﻱ ﻣﻬﻢ ﺍﻭ ﻓﺸﺮﺩﻩ ﻣﺴﺎﻳﻞ ﻳﻮ ﻭﺍﺭ ﺑﻴﺎ ﻭ‪‬ﻴ‪‬ۍ ﺍﻭ ﭘﻪ ﻟﻨ‪‬ﻩ ﺗﻮ‪‬ﻪ ﺗﻜﺮﺍﺭ ﻛ‪‬ۍ ﺍﻭ‬
‫ﻏﻮﻧ‪‬ﻩ ﻣﻮ ﭘﺎﻱ ﺗﻪ ﻭﺭﺳﻮۍ‪۰‬‬
‫ﻧﻮﻳﻮﻣﻮﺿﻮﻉ ﺍﻭ ﺩ ﻏﻮﻧ‪‬ﻱ ﺩ ﺍﺟﻨﺪﺍ ﻧﻪ ﺑﻬﺮﺑﺤﺚ ﺍﻭ ﺧﺒﺮﻱ ﻣﻜﻮۍ ﺍﻭ ﺑﻬﺮ ﻟﻪ ﺍﺟﻨﺪﺍ ﻧﻪ ﭘﻮ‪‬ﺘﻨﻮ ﺗﻪ‬ ‫•‬
‫ﻫﻢ ‪‬ﻮﺍﺏ ﻣﻪ ﻭﺭﻛﻮۍ ﺍﻭ ﻛﻪ ﺟﻴﺮﻱ ﺍ‪‬ﺗﻴﺎ ﻭﻩ ﺩ ﻳﻮﻱ ﻧﻮﻱ ﻏﻮﻧﺪﻱ ﺟﻮ‪‬ﻳﺪﻭ ﺗﻪ ﭼﻲ ﻧﻮﻱ ﻣﺴﺎﻳﻞ ﭘﻪ‬
‫ﻛﻲ ﻭ‪‬ﻴ‪‬ﻝ ﺷﻲ ﺗﻮﺍﻓﻖ ﻭﻛ‪‬ۍ ﺗﺮ ‪‬ﻮ ﺩﺍ ﻧﻮﻱ ﻣﻮﺿﻮﻉ ﻫﻢ ﺣﻞ ﺷﻲ ‪۰‬‬
‫ﺩﻏﻮﻧ‪‬ﻱ ﺩ ﭘﺎﻱ ﺗﻪ ﺭﻳﺴﺪﻭ ﻟﭙﺎﺭﻩ ﻏﻴﺮﻱ ﻟﻔﻈﻲ ﺍﺷﺎﺭﻱ ﺩﺍﺳﻨﺎﺩﻭ ﻟﻪ ‪‬ﻮﻟﻮ ﻟﻮ ‪ ،‬ﺩ ﺩﺭﻳﺪﻟﻮ ﻟﭙﺎﺭﻩ‬ ‫•‬
‫ﺗﻴﺎﺭۍ ‪ ،‬ﺳﺎﻋﺖ ﺗﻪ ﻛﺘﻨﻪ ﺍﻭ ﺩﺍﺳﻲ ﻧﻮﺭ ‪‬ﺨﻪ ﻋﺒﺎﺭﺕ ﻛﺎﺭ ﻭﺍﺧﻠﻰ ‪۰‬‬
‫ﭘﺎﻣﻠﺮﻧﻪ ﻭﻛ‪‬ۍ‪ :‬ﭘﻪ ‪‬ﻳﺮﻱ ﺩﺭﻧﺎﻭۍ ﺳﺮﻩ ﻣﻨﻨﻪ ﻭﻛ‪‬ۍ ﺍﻭ ﭘﻪ ‪‬ﻳﺮﻱ ﻣﻴﻨﻲ ﺳﺮﻩ ‪‬ﻭﻥ ﻛﻮﻧﻜﻮ ﺗﻪ ﺩ ﻏﻮﻧ‪‬ﻱ ﺩ‬ ‫•‬
‫ﺧﺘﻢ ﺍﻋﻼﻥ ﻭﻛ‪‬ۍ‬
‫‪97‬‬
‫ﺩﺭﺳﻤﻲ ﺍ‪‬ﻳﻜﻮ ﭘﻪ ﺍ‪‬ﻭﻧﺪ ‪۷‬ﻣﻬﻢ ‪‬ﻜﻲ‬
‫ﺭﻭ‪‬ﺎﻧﻮﻝ ﺍﻭ ﻭﺿﺎﺣﺖ‬ ‫•‬
‫ﺍﮐﻤﺎﻝ ﻳﺎ ﭘﻮﺭﻩ ﻛﻴﺪ ﻝ‬ ‫•‬
‫ﻟﻨ‪ ‬ﻭﻝ‬ ‫•‬
‫ﺩﺭﺳﺘﻲ‬ ‫•‬
‫ﻭﺍﻗﻌﻴﺖ ﻳﺎ ﺭﻳ‪‬ﺘﻴﻦ ﻭﺍﻟۍ‬ ‫•‬
‫‪‬ﻴﺮﻧﻪ ‪ /‬ﭘﺎﻣﻠﺮﻧﻪ‬ ‫•‬
‫ﺗﻮﺍﺿﻊ ‪ /‬ﺍﺩﺏ ﺍﻭ ﺷﻜﺴﺘﻪ ﻧﻔﺴﻲ‬ ‫•‬
‫‪98‬‬
‫ﺩﺑﻴﻼ ﺑﻴﻠﻮ ﻓﺮﻫﻨ‪‬ﻮﻧﻮ ﺩﺭﻙ ﺍﻭ ﭘﻴﮋﻧﺪ ﻧﻪ‬
‫ﺩﻓﺮﻫﻨﮓ ﺗﻌﺮﻳﻒ‪:‬‬
‫ﻓﺮﻫﻨﮓ ﺩﯤ ﻳﻮﻱ ‪‬ﻮﻟﻨﻲ ﻟﻪ ﻣﺎﺩﻱ ﺍﻭ ﻣﻌﻨﻮﻱ ﺍﺭﺯ‪‬ﺘﻮﻧﻮ ‪‬ﺨﻪ ﻋﺒﺎﺭﺕ ﺩﻩ ‪.‬‬

‫ﻭﻟﻲ ﺩ ﻧﻮﺭﻭ ﻓﺮ ﻫﻨ‪‬ﻮﻧﻮ ﭘﻪ ﺍ‪‬ﻭﻧﺪ ﻣﻌﻠﻮﻣﺎﺕ ﻻﺳﺘﻪ ﺭﺍﻭ‪‬ﻭ ؟‬
‫ﺩﺑﻴﻼ ﺑﻴﻠﻮ ﻓﺮ ﻫﻨ‪‬ﻮﻧﻮ ﺩﺭﻟﻮﺩﻧﻜﻮ ﻏ‪‬ﻭ ﺳﺮﻩ ﺩ ﺗﻤﺎﺱ ﻟﻪ ﻛﺒﻠﻪ ﺍﺣﺘﻤﺎﻟﻲ ﺳﻬﻮﻱ ﺍﻭ ﺧﻄﺎ‬
‫‪‬ﺎﻧﻲ ‪:‬‬
‫‪ -‬ﮊﺑﻪ‬
‫‪ -‬ﻓﺮ ﻫﻨ‪‬ﻲ ﺍﺭﺯ‪‬ﺘﻮﻧﻪ‬
‫‪ -‬ﻓﺮﺿﻴﺎﺕ ﺍﻭ ﺗﺼﻮﺭﺍﺕ‬
‫‪99‬‬
‫‪‬ﺮﻧﮕﻪ ﻛﻮﻻﻯ ﺷﻮ ﺧﭙﻞ ﻣﻨ‪‬ﻲ ﻓﺮ ﻫﻨﮓ ‪‬ﻮﺍﻛﻤﻦ ﻛ‪‬ﻭ ؟‬
‫ﺩ‪‬ﻪ ﭘﻮﻫﻴﺪ ﻭ ﺍﻭ ﺍ‪‬ﻳﻜﻮ ﭘﻪ ﺍ‪‬ﻭﻧﺪ ﺩ ﺑﻴﻼ ﺑﻴﻠﻮ ﻓﺮﻫﻨ‪‬ﻮﻧﻮ ﺩﺭﻟﻮﺩ ﻧﻜﻮ ﻏ‪‬ﻭ ﺳﺮﻩ‬
‫ﺷﭙ‪ ‬ﻣﻬﻢ ‪‬ﻜﻲ ﭘﻪ ﭘﺎﻡ ﻛﻲ ﻭﻧﻴﺴۍ ‪:‬‬
‫ﺩ ﻋﺎﻣﻴﺎﻧﻪ ﮊﺑﻲ ﺍﻭ ﺍﺻﻄﻼﺣﺎﺗﻮ ﻟﻪ ﻛﺎﺭ ﺍﺧﻴﺴﺘﻨﻲ ﻧﻪ ‪‬ﻩ ‪‬ﻩ ﻭﻛ‪‬ۍ ‪۰‬‬ ‫•‬
‫ﻓﻌﺎﻟﻪ ﺍﻭ ‪‬ﻪ ﺀ ﺍﻭﺭﻳﺪﻭﻧﻜۍ ﻭ ﺍﻭﺳﻴ‪‬ۍ ‪۰‬‬ ‫•‬
‫ﺩﺧﭙﻞ ﺩﻏ‪ ‬ﻟﺤﻦ ﺍﻭ ﺗﻠﻆ ﭘﻪ ﺑﺮﺧﻪ ﻛﯥ ﺩﻗﺖ ﻭﻛ‪‬ۍ ‪.‬‬ ‫•‬
‫ﺩ ﺑﻞ ﻟﻮﺭﻱ ﺍﻭ ﺧﭙﻞ ‪‬ﺎﻥ ﺣﺮﺍﻛﺎﺗﻮ ﺍﻭ ﺳﻜﻨﺎﺗﻮ ﺗﻪ ﺩﻳﺮﻩ ﭘﺎﻣﻠﺮﻧﻪ ﻭﻟﺮۍ ‪.‬‬ ‫•‬
‫ﺩﺧﺒﺮﻭ ﻣﻬﻢ ‪‬ﻜﻲ ﭘﻪ ﻟﻨ‪‬ﻩ ﺗﻮ‪‬ﻪ ﺗﻜﺮﺍﺭ ﻛ‪‬ۍ ‪.‬‬ ‫•‬
‫ﺩﺍﻣﻜﺎﻥ ﭘﻪ ﺻﻮﺭﺕ ﻛﻲ ﻣﻬﻢ ‪‬ﻜﯥ ﺩ ﺳﺘﺮﻭﻛﻮ ﻣﻮﺯﻭﻧﻮ ﺍﻭ ﻣﻨﺎ ﺳﺒﻮ ﺣﺮ ﻛﺎﺗﻮ ﭘﻪ‬ ‫•‬
‫ﻣﺮﺳﺘﻪ ﺍﺩﺍ ﻛ‪‬ۍ ‪.‬‬
‫‪100‬‬
‫ﺩ ﻟﻴﻜﻠﻮﻣﻬﺎﺭﺕ ﭘﻪ ﺩﻓﺘﺮ ﻛﯥ‬
‫ﻭﻟﯥ ﻣﻬﺎﺭﺗﻮﻧﻪ ﭘﻪ ﻟﻴﻜﻠﻮ ﻳﺎ ﺗﺤﺮﻳﺮ ﻛﯥ ﻣﻬﻢ ﺩﻱ ؟‬
‫ﺍﻣﻜﺎﻥ ﻟﺮﻱ ﺳﺘﺎﺳﻮ ﺩ ﻣﻜﺎﺗﻴﺒﻮ ﺍﻭ ﺍﺳﻨﺎﺩﻭ ﻟﻮﺳﺘﻮﻧﻜﻲ ﺩ ﭘﻮﻫﻲ ﺍﻭ ﺁ‪‬ﺎﻫۍ ﭘﻪ‬ ‫•‬
‫ﺑﻴﻼ ﺑﻴﻠﻮ ﻛﭽﻮ ﻛﯥ ‪‬ﺎﻯ ﻭﻟﺮﻯ ‪۰‬‬
‫ﻭ‪‬ﻱ ﻣﻌﻤﻮﻵ ﺩﺩﻧﺪﻱ ﭘﻪ ﻭﺧﺖ ﻛﯥ ﻟﻨ‪ ‬ﻯ ﻟﻴﻜﻨﻲ ﺍﻭ ﺭﭘﻮﺭ‪ ‬ﻟﻮﻟﯥ‬ ‫•‬
‫ﻣﻤﮑﻦ ﺩﻩ ﺳﺘﺎﺳﻮ ﺍﺳﻨﺎﺩ ﺍﻭ ﻣﻜﺎﺗﻴﺐ ﺑﻴﻼ ﺑﻴﻠﻮ ﻭ‪‬ﻭ ﻻﺳﺘﻪ ﻭﺭﺷﻲ ﭼﻲ ﭘﻪ‬ ‫•‬
‫ﺭﺍﺗﻠﻮﻧﻜﯥ ﻛﯥ‬
‫ﺩﻗﺎﻧﻮﻧﻲ ﺳﻨﺪ ﭘﻪ ﺣﻴﺚ ﻭﺭ‪‬ﻨﻲ ﻛﺎﺭ ﻭﺍﺧﻠﻲ ﺍﻭ ﮔ‪‬ﻪ ﻭﺭ‪‬ﻨﻲ ﭘﻮﺭﺗﻪ ﻛ‪‬ﻱ‪۰‬‬ ‫•‬
‫‪101‬‬
‫‪‬ﺮﻧﮕﻪ ﻛﻮﻻﻯ ﺷﻰ ﺧﭙﻠﯥ ﻟﻴﻜﻨﻲ ﺳﺎﺩﻩ ﻛ‪‬ﻯ ؟‬
‫ﺑﺎﻳﺪ ﭘﻮﻩ ﺷۍ ﭼﯥ ﻭﻟﻲ ﻟﻴﻜۍ ‪۰‬‬ ‫‪z‬‬
‫ﺑﺎﻳﺪ ﺧﭙﻠﻪ ﻣﻔﻜﻮﺭﻩ ‪‬ﺎﻧﮕ‪‬ﻱ ﺍﻭ ﺭﻭ‪‬ﺎﻧﻪ ﻛ‪‬ۍ ‪۰‬‬ ‫‪z‬‬
‫ﺑﺎﻳﺪ ﻟﻴﻜﻞ ﺷﻮﻱ ﻣﺘﻨﻮﻧﻪ ﺗﺮ ﺗﻴﺐ ﺍﻭ ﺟﻮ‪ ‬ﻛ‪‬ﻯ ﺍﻭ ﻳﻮ ‪‬ﻞ ﺑﻴﺎ ﻫﻐﻪ ﺗﻪ ﺑڼﻪ ﻭﺭﻛ‪‬ۍ‬ ‫‪z‬‬
‫ﺑﺎﻳﺪ ﭘﻮﻩ ﺷﻰ ﭼﻲ ﭼﺎ ﺗﻪ ﻳﯥ ﻟﻴﻜۍ‪.‬‬ ‫‪z‬‬
‫ﺑﺎﻳﺪ ﺧﭙﻞ ﺩ ﺩﻓﺘﺮ ﻣﻨﻞ ﺷﻮﻯ ﻓﺎﺭﻣﻮﻧﻪ ﺍﻭ ﻣﻜﺘﻮﺑﻮﻧﻪ ﻭ‪‬ﺎﻛﯥ ‪۰‬‬ ‫‪z‬‬
‫ﺩﻣﻜﺎﺗﻴﺒﻮ ﻣﺨﻜﯥ ﻟﻴﻜﻨﻲ ﺟﻮ‪ ‬ﻱ ﺍﻭ ﺑﻴﺎ ﻳﯥ ﺗﺼﺤﻴﺢ ﻛ‪‬ۍ ‪۰‬‬ ‫‪z‬‬
‫ﺩ ﺍﻣﻜﺎﻥ ﺗﺮ ﺣﺪﻩ ﺧﭙﻞ ﺍﺳﻨﺎﺩ ﺩ ﺍﺟﺰﺍﻭ ﭘﻪ ﺗﺮﺗﻴﺐ ﺟﻮ‪ ‬ﻛ‪‬ﻯ ‪۰‬‬ ‫‪z‬‬
‫‪102‬‬
‫‪‬ﺮﻧﮕﻪ ﻛﻮﻻﻯ ﺷﻰ ﺧﭙﻠﻲ ﺭﺳﻤﻲ ﻟﻴﻜﻨﻲ ﺳﺎﺩﻩ ﻛ‪‬ﻯ ؟‬
‫ﭘﻪ ﺑﻨﺴ‪‬ﻴﺰﻩ ﺍﻭ ﻋﻤﺪﻩ ﻣﺴﺎﻳﻠﻮ ﺗﻤﺮ ﻛﺰ ﻭﻛ‪‬ۍ ﺍﻭ ﻟﻪ ﮔﻮ‪‬ﻲ ﺗﻠﻠﻮ ﻧﻪ ‪‬ﻩ ﻭﻛ‪‬ۍ ‪.‬‬ ‫‪z‬‬
‫ﻟﻪ ﺭﻭ‪‬ﺎﻧﻪ ﺍﻓﻌﺎﻟﻮ ﻧﻪ ﻛﺎﺭ ﻭﺍﺧﻠۍ ﻧﻪ ﻟﻪ ‪‬ﻨﮕﻮ ﺍﻭ ﭘﻴﭽﻠﻮ ﺍﻓﻌﺎﻟﻮ ﻧﻪ‪.‬‬ ‫‪z‬‬
‫ﺩﻟﻴﻜﻨﻮ ﻟﺤﻦ ﺗﻪ ﻣﻮ ﭘﺎﻣﻠﺮﻧﻪ ﻭﻛ‪‬ۍ ‪.‬‬ ‫‪z‬‬
‫ﺧﭙﻞ ﺍﺳﻨﺎﺩ ﻣﻮ ﭘﻪ ﺩﻭﺍﻣﺪﺍﺭﻩ ﺗﻮﮔﻪ ﺟﻮ‪ ‬ﺍﻭ ﻣﻨﻈﻢ ﻛ‪‬ۍ ‪.‬‬ ‫‪z‬‬
‫ﺧﭙﻞ ﻣﻜﺎﺗﻴﺐ ﻣﻮ ﺩ ﮊﺑﭙﻮﻫﻨﻲ ‪ ،‬ﻧ‪‬ﻲ ﺍﻳ‪‬ﻮﻧﻮ‪ ،‬ﺍﻭ ﺍﻣﻼﻱ ﻏﻠﻄﻲ ﮔﺎﻧﻮ ﻟﻪ ﻧﻈﺮﻩ‬ ‫‪z‬‬
‫ﺗﺼﺤﻴﺢ ﻛ‪‬ۍ ‪.‬‬
‫‪103‬‬
‫ﺩﺭﭘﻮ‪ ‬ﻟﻴﻜﻨﻪ‬
‫ﺭﭘﻮﺕ ﻟﻴﻜﻨﻪ ‪‬ﻪ ﺩﻩ ؟‬
‫ﺩﺭﭘﻮ‪‬ﻮﻧﻮ ‪‬ﺎﻧﮕ‪ ‬ﺗﻴﺎﻭﻱ‬ ‫‪z‬‬
‫ﺩﺭﭘﻮ‪ ‬ﻟﭙﺎﺭﻩ ﺩﭘﻼﻥ ﻃﺮ ﺣﻪ ﻛﻴﺪﻝ‬ ‫‪z‬‬
‫ﺩﺭﭘﻮ‪ ‬ﺟﻮ‪‬ﺖ‬ ‫‪z‬‬
‫‪104‬‬
‫ﺩﺭﺍﭘﻮ‪ ‬ﻟﻴﻜﻨﻪ‬
‫ﺭﺍﭘﻮ ‪ ‬ﻟﻴﻜﻨﻪ ﺩ ‪‬ﺎﺭﻟﻮ ﻳﻮﻩ ﺑﺮﺧﻪ ﺩﻩ ﺍﻭ ‪‬ﺎﺭﻝ ﺩ ﭘﺮﻭﮊﻱ ﻟﻪ ﻣﻬﻤﻮ ‪‬ﺎﻧﮕﻮ ﻧﻪ ﺷﻤﻴﺮﻝ‬
‫ﻛﻴ‪‬ﻱ ‪‬ﻜﻪ ﻧﻮ ﺩ ﻳﻮﻱ ﭘﺮﻭﮊﻱ ﻟﻪ ﺑﻬﻴﺮ ﻧﻪ ﻟﻴﺪ ﻧﻪ ﻭﻛﻮﻯ‪.‬‬
‫ﺩﭘﺮﻭﮊﻱ ﺩ ﺑﻬﻴﺮ ﭘﻪ ﻫﻜﻠﻪ ﺑﺎﻳﺪ ﻟﻪ ﭘﺮﻳﻜ‪‬ﻭ ﻧﻴﻮﻧﻜﻮ ﻏ‪‬ﻭ ﺍﻭ ﺩ ﭘﺮﻭﮊﻱ ﻟﻪ ﺑﺮﺧﻪ ﻟﺮﻭﻧﻜﻮ‬
‫ﺳﺮﻩ ﺧﺒﺮﻱ ﻭﺷﻲ ﭼﻲ ﭘﻪ ﻫﻤﺪﻱ ﻣﻠﺤﻮﻅ ﺭﭘﻮ‪ ‬ﻟﻴﻜﻞ ﻛﻴ‪‬ﻱ ‪.‬‬
‫‪105‬‬
‫ﺭﺍﭘﻮ‪ ‬ﻟﻴﻜﻨﻪ‬
‫ﺩﺭﭘﻮ‪ ‬ﻟﻴﻜﻠﻮ ‪‬ﺎﻧﮕ‪‬ﺗﻴﺎﻭﻯ‬
‫ﺩﺭﻳ‪‬ﺘﻴﺎ ﻭﻳﻞ‬ ‫‪z‬‬
‫ﺩﻣﻌﻠﻮﻣﺎﺕ ﻭﺭﻛ‪‬ﻩ‬ ‫‪z‬‬
‫ﻟﻪ ﭘﺮ ﻣﺨﺘﮓ ﻧﻪ ﺩ ﻣﺴﻮﻟﻴﻨﻮ ﺧﺒﺮﻭﻝ‬ ‫‪z‬‬
‫ﺩﺍ‪‬ﻭﻧﺪﻭ ﻏ‪‬ﻭ ﭘﺎﻡ ﺭﺍ‪‬ﻭﻝ‬ ‫‪z‬‬
‫‪106‬‬
‫ﺭﺍﭘﻮ‪ ‬ﻟﻴﻜﻨﻪ‬
‫ﺩ ﺭﺍﭘﻮ‪ ‬ﻃﺮﺣﻪ‬
‫ﻣﻘﺎﺑﻞ ﻟﻮﺭۍ‬ ‫‪z‬‬
‫ﺩ ﺭﺍﭘﻮﺭ ﻣﻮﺧﻪ‬ ‫‪z‬‬
‫ﻭﺭﻛ‪‬ﻝ ﺷﻮﻯ ﻣﺴﻮﻟﻴﺘﻮﻧﻪ‬ ‫‪z‬‬
‫‪107‬‬
‫ﺭﭘﻮ ‪ ‬ﻟﻴﻜﻞ‬
‫ﺩ ﺭﭘﻮ‪ ‬ﺟﻮ‪‬ﺖ‬
‫‪ z‬ﺩ ﺭﭘﻮ‪ ‬ﺳﺮ ﻟﻴﻚ‬
‫‪ z‬ﺩﻟﻴﻜﻮﻧﻜﯥ ﺑﺸﭙ‪ ‬ﻧﻮﻡ ﻟﻪ ﻛﺎﺭﻱ ﻣﻮﻗﻒ ﺳﺮﻩ‬
‫‪ z‬ﺩ ﺭﭘﻮ‪ ‬ﻣﻮﺿﻮﻉ‬
‫‪ z‬ﻋﻤﺪﻩ ﺍﻭ ﺍﺳﺎﺳﻲ ‪‬ﻜﻲ‬
‫‪ z‬ﭘﺮﺍﺧﺘﻴﺎﻭﻱ‬
‫‪ z‬ﭘﺮﻣﺨﺘﮓ )ﺩ ﮐﺎﺭ ﺑﻬﻴﺮ (‬
‫‪ z‬ﺳﭙﺎ ﺭ‪‬ﺘﻨﻲ‬
‫‪ z‬ﺗ‪‬ﻟﻲ ) ﺿﻤﺎﻳﻢ ﻳﺎ ﭘﻴﻮﺳﺖ (‬
‫‪108‬‬
‫ﻋﺎﻣﻪ ﺍ‪‬ﻳﻜﻲ‬
‫ﭘﻴﮋﻧﺪﻝ )ﺗﻌﺮﻳﻒ( ‪:‬‬

‫ﻋﺎﻣﻪ ﺍ‪‬ﻳﻜﻲ ﺩ ﻳﻮﻯ ﺍﺩﺍﺭﻱ ﺍﻭ ﻣﺮﺍﺟﻌﻴﻨﻮ ﺗﺮ ﻣﻨ‪ ‬ﺩ ﭘﻮﻫﯥ ﺍﻭ ﻓﻦ ﭘﻪ ﻣﺮﺳﺘﻪ ﺩﺍ‪‬ﻳﻜﻮ‬
‫ﭘﻴﺪﺍ ﻛﻴﺪ ﻝ ﺩﻯ ‪۰‬‬
‫‪109‬‬
‫ﺩﻋﺎﻣﻪ ﺍ‪‬ﻳﻜﻮ ﺑﻴﻼ ﺑﻴﻠﻲ ﺳﺎﺣﻲ‬
‫ﺩ ﺑﺎﺯﺍﺭ ﻣﻮﻧﺪ ﻟﻮ ﭘﻪ ﺧﺎﻃﺮ ﻋﺎﻣﻪ ﺍ‪‬ﻳﻜﻲ ‪۰‬‬ ‫‪z‬‬
‫ﺍ‪‬ﻳﻜﻲ ﭘﻪ ﺳﻴﺎﺳﻲ ﭼﺎﺭﻭ ﻛﯥ ‪۰‬‬ ‫‪z‬‬
‫ﺩﺩﻭﻟﺘﻲ ﺍﻭ ﻏﻴﺮﻱ ﺩﻭﻟﺘﻲ ﺍﺩﺍﺭﻭ ﭘﻪ ﻛﭽﯥ ﻋﺎﻣﻪ ﺍ‪‬ﻳﻜﯥ )ﺩ ﭘﻮﻫﻨﺘﻮﻧﻮﻧﻮ ‪،‬‬ ‫‪z‬‬
‫‪‬ﻮﻭﻧ‪‬ﻴﻮ ‪،‬ﺭﻭﻏﺘﻮﻧﻮﻧﻮ‪ ،‬ﺩ‪‬ﻮﻟﻨﻴﻮﺯﺑﺸﺮﻱ ﺧﺪ ﻣﺘﻮﻧﻮ ﭘﻪ ﺷﻤﻮﻝ ‪۰‬‬
‫‪110‬‬
‫ﺩﻋﺎﻣﻪ ﺍ‪‬ﻳﻜﻮ ﭘﻪ ﺍ‪‬ﻭﻧﺪ ﺑﻴﻼ ﺑﻴﻞ ﺗﺨﻨﻴﻜﻮﻧﻪ‬
‫ﺩﻋﺎﻣﻪ ﺍ‪‬ﻳﻜﻮ ﻣﺘﺨﺼﺼﻴﻦ ﻟﻪ ﺑﻴﻼ ﺑﻴﻠﻮ ﺗﺨﻨﻴﻜﻮﻧﻮ ﻧﻪ ﻛﺎﺭ ﺍﺧﻠﻲ ‪.‬‬

‫ﺩ ﺑﻴﻠﮕﻲ ﭘﻪ ﺗﻮﮔﻪ‪:‬‬
‫‪ -‬ﺩﻧﻈﺮ ﻭ‪ ‬ﻟﻲ ﭘﻴﮋﻧﺪ ﻧﻪ ﺍﻭ ﺩ ﺍﻏﻴﺰﻭ ﻻﻧﺪﻱ ﺩﻫﻐﻮ ﺭﺍﻭ‪‬ﻧﻪ ‪۰‬‬

‫‪ -‬ﻣﻄﺒﻮﻋﺎﺗﻲ ﮐﻨﻔﺮﺍﻧﺴﻮﻧﻪ‬
‫‪ -‬ﻣﻄﺒﻮﻋﺎﺗﻲ ﭘﺎڼﻲ‬
‫‪ -‬ﻣﻄﺒﻮﻋﺎﺗﻲ ﺍﻭ ﺑﺮﻳ‪‬ﻨﺎ ﻟﻴﻜﻨﯥ ﺧﭙﺮﻭﻧﺊ‬
‫‪ -‬ﺩ ﻓﺸﺎﺭ ‪‬ﻟﻲ‬
‫‪111‬‬
‫ﺩﻋﺎﻣﻪ ﺍ‪‬ﻳﻜﻮ ﺑﻴﻼ ﺑﻴﻞ ﺗﺨﻨﻴﻜﻮﻧﻪ‬
‫ﺧﺞ ﺩﻓﺸﺎﺭ ‪‬ﻟﻲ‬

‫ﻣﻮﺿﻮﻉ ﮔﺎﻧﻮ ﺗﻪ ﺑڼﻪ ﻭﺭﻛﻮﻝ ‪ ،‬ﺩ ﻫﻐﻮ ﻣﻬﻢ ‪‬ﻮﺩﻝ ﺍﻭ ﺩﺍﺳﯥ ﻧﻮﺭ ﺗﺨﻨﻴﻜﻮﻧﻪ‬
‫ﻟﻜﻪ ‪:‬‬
‫)ﺭﺍﺩﻳﻮﻳﻲ ﺍ ﻭﺗﻠﻮﻳﺰﻳﻮﻧﻲ ﻣﺮﻛﯥ‪ ،‬ﺩﻛﺘﺎﺑﻮﻧﻮ ﻧﺸﺮ ﺍﻭ ﻧﻮﺭ ﻧﺸﺮﺍﺕ (‬
‫‪112‬‬
‫ﺗ‪‬ﻭﻥ) ﻗﺮﺍﺭ ﺩﺍﺩ (‬
‫ﺩﺗ‪‬ﻭﻥ ﺗﻌﺮﻳﻒ ‪:‬‬

‫ﺗ‪‬ﻭﻥ ﻫﻐﻪ ﺗﺤﺮﻳﺮﻱ ﻣﻮﺍﻓﻘﺘﻨﺎﻣﻪ ﺩﻩ ﭼﻲ ﺩ ﺩ ﻭ ﻳﺎ ‪‬ﻮﻛﺴﺎﻧﻮ ﭘﻪ ﻣﻨ‪ ‬ﻛﻲ ﻻﺳﻠﻴﻚ ﻛﻴ‪‬ﻱ‬
‫ﺍﻭ ﺩ ﺳﺮ ﻏ‪‬ﻭﻧﻲ ﭘﻪ ﺻﻮﺭﺕ ﻛﯥ ﺩﻳﻮﻩ ﺧﻮﺍ ﻣﻮﺿﻮﻉ ﻣﺤﻜﻤﻲ ﺍﻭ ﻋﺪﺍﻟﺖ ﺗﻪ ﻭ‪‬ﺍﻧﺪﻱ‬
‫ﻛﻴﺪﺍﻱ ﺷﻲ ‪ ۰‬ﻗﺮﺍﺭ ﺩﺍﺩ ﺩ ﻳﻮ ﻟ‪ ‬ﻛ‪‬ﻭﻧﻮ ﺩ ﺍﺟﺮﺍ ﺍﻭ ﺩ ﺳﺮ ﻏ‪‬ﻭﻧﻮ ﻟﭙﺎﺭﻩ ﺩ ﺍﻭﺱ ﺍﻭ‬
‫ﺭﺍﺗﻠﻮﻧﻜﯥ ﻛﯥ ﻻﺳﻠﻴﻚ ﻛﻴ‪‬ﻱ ‪۰‬‬
‫‪113‬‬
‫ﺩ ﻗﺮﺍﺭﺩﺍﺩ ﻋﻨﺎﺻﺮﺍﻭﺧﻮﺍﻭﻱ‬
‫ﺩ ﺩﻭﺍ‪‬ﻭ ﺧﻮﺍﻭ ﺗﺮ ﻣﻨ‪ ‬ﻳﻮﺍﻟۍ ) ﻭ‪‬ﺍﻧﺪﻳﺰ ﺍﻭ ﻣﻨﻞ (‬ ‫‪z‬‬
‫ﻣﻼﺣﻈﺎﺕ ﺍﻭﻛﺘﻨﯥ‬ ‫‪z‬‬
‫ﻣﺨﺎﻣﺦ ﻟﻮﺭﻱ ﺗﺮ ﻣﻨ‪ ‬ﺩ ﻻﺱ ﻟﻴﻚ ﭘﻪ ﺧﺎﻃﺮ ﺍﺭﺍﺩﻩ ‪ /‬ﺍﻭ ﻋﺰﻡ ﻧﻴﺖ ﻟﺮﻝ ‪۰‬‬ ‫‪z‬‬
‫‪114‬‬
‫ﺩ ﻗﺮﺍﺭﺩﺍﺩ ﺍﺟﺰﺍﻭﻱ‬
‫ﺩﺗ‪‬ﻭﻥ ﺍﺟﺰﺍﻭﻱ ﺩﻏﻪ ﻣﺴﺎﻳﻞ ﻟﻪ ‪‬ﺎﻧﻪ ﺳﺮﻩ ﻟﺮﻱ ‪:‬‬

‫‪ z‬ﺩﺗ‪‬ﻭﻥ ﺑڼﻪ ) ﺷﻔﺎﻫﻲ ﺍﻭ ﺗﺤﺮﻳﺮﻱ (‬
‫‪ z‬ﻗﺮﺍﺭ ﺩﺍﺩ ﺩ ﺩﻭﺍ‪‬ﻭ ﺧﻮﺍﻭ ﻇﺮﻓﻴﺖ ‪۰‬‬
‫‪ z‬ﺩ ﻧﻈﺮ ﻳﻮﺍﻟۍ ‪۰‬‬
‫‪ z‬ﻣﺸﺮﻭﻋﻴﺖ ‪۰‬‬
‫‪ z‬ﺩ ﻏﻮ‪‬ﺘﻨﻲ ﺣﻖ ﺀ ﺩﻭﺭﺍﻧﻴﻮ ) ﺧﺴﺎﺭﺍﺗﻮ (ﺟﺒﺮﺍﻧﻮﻝ ‪۰‬‬
‫‪ z‬ﺩ ﺩﻭﺍ‪‬ﻭ ﺧﻮﺍﻭ ﻣﻜﻠﻔﻴﺘﻮﻧﻪ ‪۰‬‬
‫‪115‬‬
‫ﺩ ﻗﺮﺍﺭﺩﺍﺩ ﺷﺮﻃﻮﻧﻪ‬
‫ﺩ ﺩﺍﻭ‪‬ﻭ ﺧﻮﺍﻭ ﭘﻴﮋﻧﺪﻧﻪ ﻳﺎ ﻫﻮﻳﺖ‬ ‫•‬
‫ﺩ ﺗ‪‬ﻭﻥ ﺩ ﻣﻮﺿﻮﻉ ‪‬ﺎﻧﮕ‪‬ﺗﻴﺎ ‪۰‬‬ ‫•‬
‫ﻭﺭﻛ‪‬ﻩ ﺍﻭ ﺩ ﻫﻐﻪ ‪‬ﺎﻛﻠۍ ﻭﺧﺖ ‪۰‬‬ ‫•‬
‫ﺩ ﺧﺪ ﻣﺎﺗﻮ ‪‬ﺎﻧﮕ‪‬ﺗﻴﺎﻭﻯ )ﻭﺧﺖ‪ ،‬ﺯﻣﺎﻥ ﺍﻭ ﻣﺴﻮﻝ ﻭﮔ‪‬ﻱ(‬ ‫•‬
‫ﭘ‪‬ﻮﺍﻟۍ )ﻣﺤﺮﻣﻴﺖ(‬ ‫•‬
‫ﺩ ﺗ‪‬ﻭﻥ ﻟﻪ ﻣﻨ‪‬ﻪ ﻭ‪‬ﻝ ﺩ ﺟﺎﻧﺒﻴﻨﻮ ﻟﻪ ﺧﻮﺍ‬ ‫•‬
‫ﺗ‪‬ﻭﻥ ﻳﺎ ﻗﺮﺍﺭ ﺩﺍﺩ ﺩ ﻛﻮﻡ ﻫﻴﻮﺍﺩ ﺗﺮ ﻗﻮﺍﻧﻴﻨﻮ ﻻﻧﺪﻱ‬ ‫•‬
‫ﺩﻗﺮﺍﺭﺩﺍﺩ ﻳﺎﺗ‪‬ﻭﻥ ﻣﻮﺩﻩ‬ ‫•‬
‫‪116‬‬
‫ﻣﺸﺮﻯ )ﺭﻫﺒﺮﯼ(‬
‫‪‬ﻠﻮﺭﻡ ﻓﺼﻞ‬
‫‪117‬‬
‫ﺩ ﻣﺸﺮ ﺍﻭ ﻣﺸﺮﻯ ﺍﺻﻄﻼﺡ‬
‫ﻣﺸﺮ ﺍﻭ ﻣﺸﺮۍ ﺍﺻﻄﻼﺡ ﺩ ﺑﻴﻼ ﺑﻴﻠﻮ ﮊﺑﻮ ﭘﻪ ﻓﺮﻫﻨﮓ ﻛﯥ ﭘﻪ ﻣﺘﻔﺎﻭﺗﻪ ﺗﻮﮔﻪ ﭘﻪ‬
‫ﻛﺎﺭﻭ‪‬ﻝ ﻛﻴ‪‬ﻯ ‪۰‬‬
‫ﺩ ﺍﻧﮕﻠﻴﺴﻰ ﭘﻪ ﮊﺑﻪ ﻛﯥ ﻫﻐﻪ ﺗﻪ ﻟﻴ‪‬ﺭ ) ‪ (Leader‬ﺍﻭ ﻟﻴ‪‬ﺭ ﺷﻴﭗ (‬
‫)‪LEADEDERSHIP‬ﻭﺍﻱ ﺍﻭ ﭘﻪ ﻓﺮﺍﻧﺴﻮ ﻱ ﮊﭘﻪ ﻛﻲ ﻣﺪﻳﺮ ﺍﻭ ﻣﺪﻳﺮﻳﺖ ﺍﻭﻛﻠﻪ ﻫﻢ‬
‫ﻓﺮﻣﺎﻥ ﻭﺭﻛﻮﻧﻜﻲ ﺍﻭ ﻓﺮﻣﺎﻥ ﻭﺭﻛﻮﻧﻪ ﻳﻲ ﺑﻮﻟﻲ ‪ .‬ﺩﻓﺎﺭﺳﻲ ﮊﺑﻲ ﭘﻪ ﺍﺻﻄﻼﺡ ﻛﯥ ﭘﻪ‬
‫ﺑﻴﺸﻤﻴﺮﻩ ﺗﻮﮔﻪ ﻳﺎﺩ ﺷﻮﻱ ﺩﻱ ﭼﯥ ﺩ ﺑﻴﻠﮕﯥ ﭘﻪ ﺗﻮﮔﻪ ﻭ‪‬ﺍﻧﺪﻱ ﻛﻴ‪‬ﻯ‬
‫ﺭﻫﺒﺮ ‪ ،‬ﺭﻫﺒﺮﻱ ‪ ،‬ﻣﺪﻳﺮ ‪ ،‬ﻣﺪﻳﺮﻳﺖ ‪ ،‬ﺭﻳﺲ ‪ ،‬ﺭﻳﺎﺳﺖ ‪ ،‬ﻣﺴﻮﻝ ﺍﻭ ﻣﺴﻮﻟﻴﻦ ﺍﻭﺩﺍﺳﻲ‬
‫ﻧﻮﺭ ﺩﺍ ‪‬ﻮﻝ ﺍﻟﻘﺎﺏ ﻫﻐﻪ ﭼﺎﺗﻪ ﻭﺭﻛﻮﻝ ﻛﻴ‪‬ﻱ ﭼﯥ ﺩ ﺗﺸﻜﻴﻼﺗﻲ ﻫﺮﻡ ﭘﻪ ﺳﺮ ﻛﯥ ‪‬ﺎﻱ‬
‫ﻟﺮﻱ ﺍﻭ ﺩﻳﻮﺉ ‪‬ﻟﻲ ﭘﻪ ﻟﻤ‪‬ﺉ ﺳﺮﻛﯥ ﻭﺉ ﺩ ‪‬ﻟﻮ ﺍﺩﺍﺭﻭ ﺩ ﻣﺸﺮۍ ﻣﺴﻮﻟﻴﺖ ﭘﻪ ﻏﺎ‪‬ﻩ‬
‫ﻭﻟﺮﻱ ‪ .‬ﭘﻪ ﻛﺎﺭﻭ‪‬ﻝ ﻛﻴ‪‬ﻱ ‪.‬‬
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‫ﺩﻣﺸﺮﻯ ﺗﻌﺮﻳﻒ )‪(۱‬‬
‫ﺩﻣﺸﺮۍ ﭘﻪ ﻫﻜﻠﻪ ﺑﻴﻼ ﺑﻴﻞ ﺗﻌﺮﻳﻔﻮﻧﻪ ﻣﻮﺟﻮﺩ ﺩﻱ ﭼﯥ ﻏﻮﺭﻩ ﺗﻌﺮﻳﻔﻮﻧﻪ ﻳﻲ ﺩﺍﺩﻱ ‪:‬‬
‫ﻣﺸﺮﻱ ﻋﺒﺎﺭﺕ ﺩﻩ ﺩ ‪‬ﻟﻮ ﭘﺮ ﻣﻨ‪ ‬ﻛﯥ ﻧﻔﻮﺫ ﻛﻮﻝ ﺗﺮ ‪‬ﻮﻭﻛﻮﻻﻱ ﺷﻰ ﺩ ﻫﻐﻮﻱ ﭘﻪ‬
‫ﻓﻌﺎﻟﻴﺘﻮﻧﻮ ﺑﺎﻧﺪﻱ ﺍﻏﻴﺰﻱ ﻭﻟﺮﻱ ﺍﻭﺩ ﻯ ﮔ‪‬ﻭ ﻣﻮﺧﻮ ﺩ ﭘﻴﺎﺩﻩ ﻛﻴﺪﻭ ﻟﭙﺎﺭﻩ ﻳﻲ ﻳﻮ‬
‫ﻟﻮﺭﺗﻪ ﺭﻫﻨﻤﺎﻳﻲ ﻛ‪‬ﻱ ‪.‬‬
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‫ﺩﻣﺸﺮﻯ ﺗﻌﺮﻳﻒ )‪(۲‬‬
‫ﻧﻔﻮﺫ ﻟﺮﻝ ﺍﻭ ﺍﻏﻴﺰﻯ ﺍﻳ‪‬ﻮﺩﻧﻰ ﺩ ﻣﺸﺮۍ ﻳﻮ ﻧﻪ ﺑﻴﻠﻮﺩﻧﻜۍ ﺟﺰ ﺩﻯ ‪‬ﻪ ﻣﺸﺮﻯ ﺩ‬

‫ﺍﺩﺍﺭﻯ ﭘﻪ ﭼﻮﻛﺎ‪ ‬ﻛﯥ ﻣﻄﺮﺣﻪ ﺷﻰ ﻳﺎ ﺑﻬﺮ ﻟﻪ ﻫﻐﻰ ﻧﻪ ﭘﻪ ﺩﻯ ﺍﺳﺎﺱ ﻣﺸﺮﻯ ﻛﻮﻝ‬
‫ﻳﻮﺍﺯﻯ ﺩ ﭘﺮﻣﺨﺘﮓ ﭘﻪ ﻣﻔﻬﻮﻡ ﻧﻪ ﺑﻠﻞ ﻛﻴ‪‬ﻯ ﺑﻠﻜﻪ ﻧﻔﻮﺫ ﻳﻌﻨﻰ ﺍﻏﻴﺰﻯ ﺩ ﻧﻮﺭﻭ ﭘﺮ ﺳﺮ‬
‫ﺩﺭﻟﻮﺩﻧﻪ ﻟﻪ ‪‬ﺎﻧﻪ ﺳﺮﻩ ﻟﺮﻱ ﺍﻭﺩ ‪‬ﻮﺍﻙ ﺩﺭﻟﻮﺩﻧﻪ ﺩ ﻧﻮﺭﻭ ﺩ ﻻﺭ ‪‬ﻮﻧﻰ ﻟﭙﺎﺭﻩ ‪..‬‬
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‫ﺭﺳﻤﻲ ﺍﻭ ﻏﻴﺮﻱ ﺭﺳﻤﻲ ﻣﺸﺮﻱ‬
‫ﻣﺸﺮﻱ ﻛﻮﻻﻱ ﺷﻲ ﺭﺳﻤﻲ ﺍ‪‬ﺥ ﻭﻟﺮﻱ ﻟﻜﻪ –ﻣﺸﺮﻱ ﭘﻪ ﺍﻛﺜﺮﻩ ‪‬ﻟﻮ ﺍﻭ ﻧﻬﺎﺩﻭﻧﻮ ﺍﻭ ﻣﻌﺎ‬
‫ﻣﻠﻮ ﻛﯥ ﺍﻭ ﻫﻢ ﻛﻮﻻﻱ ﺷﻲ ﻏﻴﺮ ﺭﺳﻤﻲ ﺩﻭﺳﺘﺎﻧﻪ ﺍ‪‬ﺥ ﻭﻟﺮﻱ ‪۰‬‬
‫ﻣﺸﺮﻱ ﻛﻴﺪﺍﻱ ﺷﻲ ﺩﻳﻮ ﻣﺸﺮ ﻳﺎ ﻣﺸﺮﺍﻧﻮ ﺩ ‪‬ﻟﻲ ﻟﻪ ﺧﻮﺍ ﺳﺮﺗﻪ ﻭﺭﺳﻴ‪‬ﻯ‬
‫ﺍﻣﺎ ﭘﻪ ﻫﻐﻪ ﺻﻮﺭﺕ ﻛﻲ ﭼﻲ ﭘﻴﺮﻭﺍﻥ ﻟﻪ ﺍﻧﺪﺍﺯﻱ ﻭﺗﻠﻲ ﺩﺭﻧﺎﻭۍ ﺍﻭ ﺍﺣﺘﺮﺍﻡ ﻳﻌﻨﻲ ﭘﻪ‬
‫ﻋﻨﻌﻮﻱ ‪‬ﻭﻝ ﺧﭙﻞ ﻣﺸﺮ ﺍﻭ ﻻﺭ‪‬ﻮﺩ ﺗﻪ ﻭﻟﺮﻱ ﻣﻄﺎ ﺑﻘﺖ ﻛﻮﻱ ‪۰‬‬
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‫ﺩ ﻣﺸﺮۍ ﭘﻪ ﺍ‪‬ﻭﻧﺪ ﺩ ﻧﺒﻲ ﻛﺮﻳﻢ) ﺹ( ﺣﺪﻳﺚ‬
‫ﺩ ﺍﺳﻼﻡ ﺩ ﻣﻘﺪﺱ ﺩﻳﻦ ﻟﻪ ﻧﻈﺮﻩ ﺩ ﻣﺸﺮۍ ﭘﻪ ﺍ‪‬ﻭﻧﺪ ﺩ ﻧﺒﻲ ﻛﺮﻳﻢ ﻣﺒﺎﺭﻙ ﺣﺪﻳﺚ ﭼﯥ‬
‫ﻣﺴﻠﻤﺎﻧﺎﻧﻮ ﺗﻪ ﻳﻲ ﺩﺍﺳﻲ ﻓﺮﻣﺎﻳﻠﻲ‬
‫ﻫﺮ ﻳﻮ ﻟﻪ ﺗﺎﺳﻮ ‪‬ﺨﻪ ﭘﻪ ﺣﻴﺚ ﺩﻯ ﺭﺍﻋﻲ ) ﺷﭙﻮﻥ ( ﻳﺎﺳﺖ ﺍﻭ ﻫﺮ ﻳﻮ ﻣﻮ ﺩ ﺭﻋﻴﺖ )‬
‫ﻻﺱ ﻻﻧﺪﻱ ( ﺗﻪ ﻣﺴﻮﻝ ﻳﺎﺳﺘۍ ‪.‬‬
‫ﻟﻪ ﺩﻯ ﻣﺒﺎﺭﻙ ﺣﺪﻳﺚ ‪‬ﺨﻪ ﺩﺍﺳﻲ ﺍﺳﺘﻨﺒﺎﻁ ﻛﻴ‪‬ﻯ ﭼﯥ ‪‬ﻮﻝ ﻣﺴﻠﻤﺎﻧﺎﻥ ﭘﻪ ﻳﻮ ‪‬ﻭﻝ‬
‫ﻧﻪ ﭘﻪ ﻳﻮ ‪‬ﻭﻝ ﺳﺮﻩ ﭘﻪ ﺭﺳﻤﻰ ﻳﺎ ﺷﺨﺼﻰ ﭼﺎﺭﻭ ﻛﯥ ﺩ ﻣﺸﺮ ﻳﺎ ﻟﻴ‪‬ﺭ ﻭﻧ‪‬ﻩ ﭘﻪ ﻏﺎ‪‬ﻩ‬
‫ﻟﺮﻯ ‪.‬‬
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‫ﺩ ﻭﺭﺗﻪ ﻭﺍﻟﻰ ﺍﻭ ﺗﻮﭘﻴﺮ ﺩﻣﺪﻳﺮﻳﺖ ﺍﻭ ﻣﺸﺮۍ ﭘﻪ ﻣﻨ‪ ‬ﻛﯥ‬

‫ﻭﺟﻮﻩ‬
‫ﻛﻪ ‪‬ﻪ ﻫﻢ ﺩﺍ ﺩﻭﺍ‪‬ﻩ ﺍﺻﻄﻼﺡ ‪‬ﺎﻧﻲ ‪‬ﻳﺮﻱ ﻧﻴ‪‬ﺩﻯ ﺍ‪‬ﻳﻜﯥ ﻟﻪ ﻳﻮ ﺑﻞ ﺳﺮﻩ ﻟﺮﻱ ‪ .‬ﺧﻮ‬
‫ﻣﻌﻤﻮﻵ ﻣﺪﻳﺮﻳﺖ ﺩ ﭼﺎﺭﻭ ﺳﻤﺒﺎﻟﻮﻟﻮ ﭘﻪ ﻣﻔﻬﻮﻡ ﺍﻭ ﻣﺸﺮﻱ ) ﺭﻫﺒﺮﻱ ( ﺩ ﻭﮔ‪‬ﻭ ﺩ ﺳﻤﺒﺎﻟﻮﻟﻮ‬
‫ﭘﻪ ﻣﻔﻬﻮﻡ ﭘﻪ ﻛﺎﺭ ﻭ‪‬ﻝ ﻛﻴ‪‬ﻯ ‪.‬‬
‫ﻣﺸﺮﻱ ﻛﻴﺪﺍﻱ ﺷﻰ ﺑﻬﺮ ﺩ ﺍﺩﺍﺭﻱ ﺗﺸﻜﻴﻞ ﺩ ﻣﺮﺍﺗﺒﻮ ﻟ‪‬ۍ ﻛﯥ ﻣﻼﺣﻈﻪ ﺷﻰ ﻭﻟﻲ ﻣﺪﻳﺮﻳﺖ‬
‫ﻣﻌﻤﻮﻵ ﭘﻪ ﺍﺩﺍﺭﻩ ﻛﯥ ﻣﻄﺮﺣﻪ ﻛﻴ‪‬ﻯ ‪‬ﻳﺮﻩ ﺟﺎﻟﺒﻪ ﻣﻮﺿﻮﻉ ﭘﻪ ﺩﻯ ‪‬ﻜﯥ ﻛﯥ ﺩﻩ ﭼﯥ ‪‬ﻳﺮ‬
‫ﻣﺸﺮﺍﻥ ﻣﺪﻳﺮﺍﻥ ﻧﺪﻯ ‪.‬‬
‫ﻳﻮ ﻣﺸﺮ ﻣﻤﻜﻦ ﺩ ‪‬ﻮﺍﻙ ﺍﻭ ﻧﻔﻮﺫ ﺧﺎﻭﻧﺪ ﻭﻯ ﻭﻟﻲ ﺩ ﺭﺳﻤﻰ ‪‬ﻮﻛۍ ﺩﺭﻟﻮﺩﻧﻜۍ ﻧﻪ ﻭﻯ‬
‫ﻣﻤﻜﻦ ﺩ ﻳﻮﻯ ﻣﺬﻫﺒﻰ ‪ ،‬ﻗﻮﻣﻰ ‪ ،‬ﻗﺒﻴﻠﻮﻯ ‪ ،‬ﻣﺸﺮ ﻭﻯ ﻟﻪ ﺑﻠﻲ ﺧﻮﺍ ﭘﻪ ﺍﺩﺍﺭﻩ ﻛﯥ ‪‬ﻳﺮ‬
‫ﻣﺪﻳﺮﺍ ﻥ ﺩ ﻣﺸﺮۍ ﻭﻧ‪‬ﻩ ﺳﺮﺗﻪ ﺭﺳﻮﻯ ﻳﻌﻨﻰ ﺩ ﻣﺸﺮۍ ﻭﻧ‪‬ﻩ ﻫﻐﻪ ﺗﻪ ﺳﭙﺎﺭﻝ ﺷﻮﻯ ﻭﻯ ﭼﯥ‬
‫ﻳﻮﺍﺯﻯ ﺩ ﻫﻐﻮ ﺩ ﻣﺪﻳﺮﻳﺖ ﻳﻮﻩ ﻣﻬﻤﻪ ﺑﺮﺧﻪ ﺩﻩ ‪.‬‬
‫ﻟﻪ ﺑﻞ ﭘﻠﻮﻩ ﭘﻪ ﺍﺩﺍﺭﻩ ﻛﯥ ﺍﻛﺜﺮﺁ ﻣﺪﻳﺮﺍﻥ ‪ ،‬ﺩ ﻣﺸﺮۍ ﻳﺎ ﺭﻫﺒﺮۍ ﻭﻧ‪‬ﻩ ﻫﻢ ﭘﻪ ﻏﺎ‪‬ﻩ ﻟﺮﻯ ﭘﻪ ﺩﻯ‬
‫ﻣﻌﻨﻰ ﭼﯥ‬
‫ﺩ ﻣﺸﺮۍ ﻭﺭﻛ‪‬ﻝ ﺷﻮﻯ ﺩﻧﺪﻯ ﻫﻐﻮ ﺗﻪ ﻳﻮﺍﺯﻯ ﺩ ﻣﺪﻳﺮﻳﺖ ﻟﻪ ﻣﻬﻤﻮ ﺩﻧﺪﻭ ‪‬ﺨﻪ ﺑﻠﻞ ﻛﻴ‪‬ﻯ‬
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‫ﻣﺪﯾﺮﯾﺖ ﺍ ﻭ ﻣﺸﺮﻯ‬
‫ﻣﺪﻳﺮﻳﺖ ﭘﻪ ﻋﺎﻡ ﻣﻔﻬﻮﻡ ﻣﺸﺮﻯ ﻟﻪ ‪‬ﺎﻧﻪ ﺳﺮﻩ ﻟﺮﻱ‬

‫ﻭﻟﯥ ﭘﻪ ﺧﺎﺹ ﻣﻔﻬﻮﻡ ﺳﺮﻩ ﻣﺸﺮﻯ ﻧﻪ ﺍﺣﺘﻮﺍ ﻛﻮﻱ‬
‫ﻣﺪﯾﺮﯾﺖ ﺍ ﻭﺭﻫﺒﺮﯼ ﻟﻜﻪ ﺩ ﻳﻮﻯ ﺳﻜﻲ ﺩﻭﻩ ﻣﺨﻪ ﺩﻱ‬
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‫ﺩ ﻣﺸﺮ ﺗﺎﺑﻪ ﻟﭙﺎﺭﻩ ﻏﻮﺭﻩ ‪‬ﻮﺍﻛﻤﻨﺪۍ‬
‫ﺧﭙﻞ ‪‬ﺎﻥ ﺗﻪ ﻻﺭ ‪‬ﻮﻧﻪ ﺍﻭﻣﺸﺮﻯ ﻛﻮﻧﻪ‬
‫ﺩ ﻏ‪‬ﻭ ‪ ،‬ﻟﻮ ‪ ،‬ﺍﻭ ﺍﺩﺍﺭﻱ ﺩﻣﺸﺮۍ ﺍﻭ ﺭﻫﺒﺮﻯ ‪‬ﻮﺍﻙ ﻭﻟﺮۍ‬
‫ﺩﻳﻮﻱ ﺍﺩﺍﺭﻯ ﭘﻪ ﻛﭽﻪ ﺩﻧﻮﺭﻭ ﻣﺸﺮ ﺗﻮﺏ‬
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‫ﺩﻳﻮﻩ ﻣﺸﺮ ﻭﻧ‪‬ﻩ )ﻧﻘﺶ(‬
‫ﻻﺭ ‪‬ﻮﻧﻪ ﻛﻮﻝ‬ ‫‪z‬‬
‫ﺩ ﺧﻮﺯ‪‬ﺖ ﻣﻨ‪‬ﺘﻪ ﺭﺍﻭ‪‬ﻝ‬ ‫‪z‬‬
‫ﺩ ﻟﻴﺮﻯ ﻟﻴﺪ ﻣﻨ‪‬ﺘﻪ ﺭﺍﻭ‪‬ﻧﻪ )ﻟﻴﺪﻧﻪ (‬ ‫‪z‬‬
‫ﺩ ﭘﺮﻳﻜ‪‬ﻭ ﻧﻴﻮﻧﻪ‬ ‫‪z‬‬
‫ﺩﺳﺘﻮﻧﺰﻭ ﺍﻭﺍﺭﻭﻝ‬ ‫‪z‬‬
‫ﻫ‪‬ﻮﻧﻪ ﺍﻭ ﺳﺎﺗﻨﻪ‬ ‫‪z‬‬
‫ﺩﻭﮔ‪‬ﻭ ﺍﺩﺍﺭﻩ ﻛﻮﻝ ﺍﻭ ﺟﻮ‪‬ﻭﻝ‬ ‫‪z‬‬
‫‪‬ﺎﻧﻲ ﺟﻮ‪‬ﺖ‬ ‫‪z‬‬
‫ﺩ ‪‬ﻟﻮ ﺟﻮ‪‬ﻭﻧﻪ‬ ‫‪z‬‬
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‫ﺩﻳﻮﻩ ﻣﺪ ﻳﺮ ﻭﻧ‪‬ﻩ‬
‫ﺩﭼﺎﺭﻭ ﺳﻤﺒﺎﻟﻮﻝ ﻟﻜﻪ ﺍﺳﻨﺎﺩ ﺍﻭ ﻣﺪﺍﺭﻙ ‪،‬ﺩ ﭘﺮﻭﮊﻭ ﺍﺣﺼﺎﺋﯽ )ﺷﻤﻴﺮ(‪،‬ﺳﺮ‬ ‫‪z‬‬
‫ﭼﻴﻨﻲ ‪،‬ﻭﺧﺖ ‪.......‬‬
‫ﭘﻼﻥ ﺍ ﻭ ﺑﻮﺩﺟﻪ ﺟﻮ‪‬ﻭﻝ‬ ‫‪z‬‬
‫ﺩﻏ‪‬ﻭ ﭘﻜﺎﺭ ﺍﭼﻮﻝ‬ ‫‪z‬‬
‫ﺟﻮ‪‬ﻭﻧﻪ‪،‬ﻳﻮﺍﻟﻰ ﺍ ﻭ ﺩﺩﻧﺪﻭ ﻭﺭﻛ‪‬ﻩ‬ ‫‪z‬‬
‫ﭘﺮﺍﺧﺘﻴﺎﺍ ﻭ ﻭﺩﻩ‬ ‫‪z‬‬
‫ﭘﻪ ﭼﺎﺭﻭ ﺭﺍ‪‬ﻮﻟﻴﺪﻝ ﺍﻭ ﺩ ﺳﺘﻮﻧﺰﻭ ﺍﻭﺍﺭﻭﻝ‬ ‫‪z‬‬
‫‪‬ﺎﺭﻝ ‪ ،‬ﺧﺒﺮﻭﻝ ‪ ،‬ﺍﻭ ﺭﺍﭘﻮ‪ ‬ﻭﺭﻛﻮﻧﻪ‬ ‫‪z‬‬
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‫ﺩ ﻣﺸﺮﻯ ﻳﺎ ﺭﻫﺒﺮﻯ ﻃﺮﻳﻘﻲ )‪(۱‬‬
‫ﺍﺳﺎﺳﺂ ﺩﻳﻮﻩ ﻣﺪﻳﺮ ﺭﻫﺒﺮﻱ ﺍ‪‬ﻩ ﻧﻴﺴﻰ ﺩﻛﺎﺭ ﻛﻮﻧﻜﻮ ﭘﻪ ﻧﺴﺒﺖ ﺩ ﻫﻐﻪ ﻧﻈﺮﻟﻴﺪ ﺗﻪ ﭘﻪ‬
‫ﺑﻞ ﻋﺒﺎﺭﺕ ﻫﻐﻪ ﻋﻤﺪﻩ ﺍﻭ ﻏﻮﺭﻩ ﻋﻮﺍﻣﻞ ﭼﯥ ﻣﺸﺮﻱ ﺗﺮ ﺍﻏﻴﺰﻭ ﻻﻧﺪﻯ ﺭﺍﻭﻟﻲ ﺩ ﻳﻮﻩ‬
‫ﻣﺪﻳﺮ ﻧﻈﺮﻟﻴﺪ ﺩﺧﭙﻠﻲ ﻭﻧ‪‬ﻯ ﺍﻭ ﺩ ﻛﺎﺭﻛﻮﻧﻜﻮ ﻭﻧ‪‬ﻯ ﭘﻪ ﻧﺴﺒﺖ ﺩﻩ ‪.‬‬
‫ﺩ ﻣﺸﺮۍ ﺩ ﻻﺭﻱ ﺩﺭﺳﺘﻪ ﺍﻭ ﺳﻤﻪ ﭘﻪ ﻛﺎﺭ ﻭ‪‬ﻧﻪ ﺍﻭ ‪‬ﺎﻛﻨﻪ ﭼﯥ ﺩ ﺑﻬﺮﻧۍ ﺍﻧﮕﻴﺰﻯ ﺳﺮﻩ‬
‫ﻧﻴﻮﻝ ﻛﻴ‪‬ﻯ ﻛﻴﺪﺍﻱ ﺷﻰ ﺩ ﺍﺩﺍﺭﻯ ﺩ ﻣﻮﺧﻮ ﻻﺳﺘﻪ ﺭﺍﻭ‪‬ﻧﻮ ﺳﺮﻩ ﭘﻴ‪ ‬ﺷﻰ ‪ .‬ﺩﻳﻮﻩ‬
‫ﻣﺪﻳﺮ ﺩ ﻧﺎ ﺑﺮﺍﺑﺮﻯ ﺍﻭ ﻧﺎ ﻫﻤﺎﻫﻨﮕﻰ ﺍﻧﮕﻴﺰﻭ ﭘﻪ ﺩﺭﻟﻮﺩﻟﻮ ﺳﺮﻩ ﺩﺍﺩﺍﺭﻯ ﻣﻮﺧﻰ ﻟﻪ‬
‫ﺳﺘﻮﻧﺰﻭ ﺳﺮﻩ ﻣﺨﺎﻣﺦ ﻛﻴ‪‬ﻯ ‪ .‬ﺍﻭ ﻣﻤﻜﻨﻪ ﺩﻩ ﻛﺎﺭ ﻛﻮﻧﻜﻰ ﺩ ﺧﻮﺍ ﺑﺪۍ ‪ ،‬ﺑﻰ‬
‫ﻋﻼﻗﮕۍ ﺍﻭ ﻧﺎ ﺭﺍﺿﺎ ﻳﺘﻰ ﺍﺣﺴﺎﺱ ﻭﻛ‪‬ﻯ‪.‬‬
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‫ﺩ ﻣﺸﺮﻯ ﻳﺎ ﺭﻫﺒﺮﻯ ﻃﺮﻳﻘﻲ )‪(۳‬‬
‫ﻫﻐﻮ ‪‬ﻴ‪‬ﻭﻧﻮ ) ﺗﺤﻘﻴﻘﺎﺗﻮ ( ﻛﯥ ﭼﯥ ﺳﺮﺗﻪ ﺭﺳﻴﺪﻟﻲ ﻛﺎﺭ ﻛﻮﻭﻧﻜﯥ ﺯﻳﺎﺗﺮﻩ ﺩ ﺍﻧﺴﺎﻥ‬

‫ﻏﻮ‪‬ﺘﻮﻧﻜﻮ ﺭﻫﺒﺮﺍﻧﻮ ﻏﻮ‪‬ﺘﻮﻧﻜﯥ ﺩﻯ ﺍﻭ ﻫﻐﻪ ﺭﻫﺒﺮﺍﻥ ﭼﯥ ﺩﻱ ﺍﺩﺍﺭﻱ ﻳﺎ )ﺳﺎﺯﻣﺎﻥ (‬
‫ﻏﻮ‪‬ﺘﻮﻧﻜﯥ ﺩﻱ ﺩ ﻛﺎﺭ ﻛﻮﻭﻧﻜﻮ ﻟﻪ ﻛﺎﺭ ﺷﻜﻨۍ ﺍﻭ ﺑﻰ ﻋﻼﻗﻪ ﮔۍ ﺳﺮﻩ ﻣﺨﺎﻣﺦ‬
‫ﻛﻴ‪‬ﻯ ﭘﻪ ﺑﻠﻪ ﻧﻈﺮ ﻳﻪ ﻛﯥ ﺩﻣﺸﺮۍ ﻳﺎ ﺭﻫﺒﺮۍ ﺳﻴﺴﺘﻤﻮﻧﻮ ﻃﺮﻳﻘﻲ ﭘﻪ ‪‬ﻠﻮﺭ ‪‬ﻭﻟﻪ‬
‫ﻭﻳﺸﻠﻰ ﺷﻮﻯ ﺩﻯ ‪ .‬ﺍﻭ ﻫﺮ ‪‬ﻭﻝ ﺗﻪ ﻳﻲ ﺩ ﺳﻴﺴﺘﻢ ﻧﻮﻡ ﻭﺭﻛ‪‬ۍ ﺩﻯ ‪.‬‬
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‫ﺩﻣﺪﯾﺮﯾﺖ ﻻﺭﻯ‬
‫ﺍﻧﺴﺎﻥ ﻏﻮ‪‬ﺘﻨﻲ‬
‫ﺧﻴﺮ ﻏﻮ‪‬ﺘﻮﻧﻜۍ ﺍﻭ‬ ‫ﺩﯾﻤﻮﮐﺮﺍﺗﯿﮏ‬

‫ﭘﻼﺭﮔﻠﻮۍ‬
‫ﺳﺎﺯﻣﺎﻥ ﻏﻮ‪‬ﺘﻨﻲ‬
‫ﺧﭙﻠﻮﺍﻙ‬ ‫ﺁﻣﺮﺍﻧﻪ‬
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‫ﺁﻣﺮﺍﻧﻪ ﻃﺮﻳﻘﻰ‬
‫ﭘﻪ ﺩﻯ ﻃﺮﻳﻘﻰ ﻛﯥ ﺩ ﺍﺩﺍﺭﻯ ‪‬ﻮﻟﻰ ﭘﺮﻳﻜ‪‬ﻯ ﺩ ﺗﺸﻜﻴﻞ ﺩ ﻫﺮﻡ ﭘﻪ ﺳﺮ ﻛﯥ ﻧﻴﻮﻝ ﻛﻴ‪‬ﻯ‬

‫ﭼﯥ ﭘﻪ ﺑﺸﭙ‪‬ﻩ ﺗﻮﮔﻪ ﺁﻣﺮﺍﻧﻪ ﺍﻭ ﺍﺩﺍﺭﻱ ﻏﻮ‪‬ﺘﻮﻧﻜﯥ ﺩﻯ ﺍﻭ ﭘﺮﻳﻜ‪‬ﻯ ﺩ ﻣﺮﺍﺗﺒﻮ ﺩ ﻟ‪‬ۍ‬
‫ﻟﻪ ﻻﺭﻯ ﻟﻪ ﭘﻮﺭﺗﻪ ﻧﻪ ‪‬ﻜﺘﻪ ﺗﻪ ﻟﻴ‪‬ﺩﻭﻝ ﻛﻴ‪‬ﻯ ﻣﺸﺮ ﺧﭙﻞ ﻻﺱ ﻻﻧﺪﻯ ﻭﮔ‪‬ﻭ ﺑﺎﻧﺪﻯ ﻛﻢ‬
‫ﺍﻋﺘﺒﺎﺭ ﺍﻭ ﺑﺎﻭﺭ ﻛﻮﻯ ‪ .‬ﺩ ﻣﺸﺮ )ﺭﻫﺒﺮ( ﺍ‪‬ﻳﻜﯥ ﻋﻤﻮﻣﺂ ﺩ ﻭﻳﺮﻯ ‪ ،‬ﺗﻬﺪﻳﺪ ‪ ،‬ﭘ‪ ‬ﻛﻮﻟﻮ ﺍﻭ‬
‫ﻣﻼﻣﺖ ﻛﻮﻟﻮ ﭘﺮﺑﻨﺴ‪ ‬ﻭﻻ‪‬ﻯ ﻭﻯ ‪ .‬ﺍ‪‬ﻳﻜﯥ ﻟﻪ ﭘﻮﺭﺗﻪ ﻧﻪ ‪‬ﻜﺘﻪ ﺗﻪ ﻋﻤﻮﺩﻯ ﺍﻭ ﻳﻮ‬
‫ﺍ‪‬ﺧﻴﺰﻩ ﻭﻯ ‪.‬‬
‫ﺩﻋﺎﻟﻲ ﻣﺪﻳﺮﻳﺖ ﭘﻪ ﻛﭽﻪ ﻛﯥ ﺟﺪﻯ ﻛﻨ‪‬ﺮﻭﻝ ﺍﺳﺘﻮﮒ ﻣﻌﻤﻮﻵ ﭘﻪ ﺩﻯ ﺷﺮﺍﻳﻄﻮ ﻛۍ ﻳﻮ‬
‫ﻏﻴﺮ ﺭﺳﻤﻰ ﺍﺩﺍﺭﻩ ﺭﺍﻣﻨ‪ ‬ﺗﻪ ﻛﻴ‪‬ﻯ ﭼﯥ ﺩ ﺍﺩﺍﺭﻯ ﻟﻪ ﻣﻮﺧﻮ ﺳﺮﻩ ﻣﺨﺎﻟﻔﺖ ﻛﻮﻯ ﺩﻏﻪ‬
‫ﻏﻴﺮ ﻯ ﺭﺳﻤﻰ ﺍﺩﺍﺭﻩ ﭘﻪ ﻛﻠﻲ ﺗﻮﮔﻪ ﺩ ﺍﺩﺍﺭﻯ ﻟﻪ ﻣﻮﺧﻮ ﺳﺮﻩ ﻣﺨﺎﻟﻔﻪ ﺷﻤﻴﺮ ﻝ ﻛﻴ‪‬ﻯ ‪.‬‬
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‫ﺩﺁﻣﺮﺍﻧﻪ ﻣﺸﺮۍ ﮔ‪‬ﻰ) ﻣﺰﺍﻳﺎﻭﻱ(‬
‫ﭘﺮﻳﻜ‪‬ﻯ ﮊﺭ ﺗﺮ ﮊﺭﻩ ﻧﻴﻮﻝ ﻛﻴ‪‬ﻯ ‪‬ﻜﻪ ﺩ ﭘﺮﻳﻜ‪‬ﻭ ﻧﻴﻮﻧﻮ ﻣﺮﺟﻊ ﺧﭙﻠﻪ ﻣﺸﺮ ) ﺭﻫﺒﺮ (‬
‫ﺩﻯ ‪.‬‬
‫ﺩﻏﻪ ﻃﺮﻳﻘﻪ ﺩ ﺍﺩﺍﺭﻯ ﭘﻪ ‪‬ﻜﺘﻪ ﻛﭽﻪ ﻣﻨﺎﺳﺒﻪ ﺩﻩ ‪‬ﻜﻪ ﺩ ﻫﻐﻪ ﻛﺎﺭ ﻛﻮﻭﻧﻜﯥ ﻟﻪ ﻛﻤﻰ‬
‫ﭘﻮﻫﻰ ﺍﻭ ﺩﺍﻧﺶ ‪‬ﺨﻪ ﺑﺮﺧﻤﻨﺪ ﺩﻯ ﺩ ﻟﻮ‪ ‬ﻣﻘﺎﻡ ﺩ ‪‬ﺍﺭ ﺍﻭ ﻭﻳﺮﻯ ﻧﻪ ﭘﺮﺗﻪ ﺧﭙﻠﻪ ﺩﻧﺪﻩ ﭘﻪ‬
‫ﺳﻤﻪ ﺗﻮﮔﻪ ﺳﺮﺗﻪ ﻧﻪ ﺭﺳﻮﻯ ‪.‬‬
‫ﻟﻪ ﺩﻏﻰ ﻃﺮﻳﻘﻰ ﻧﻪ ﭘﻪ ﺍﺿﻄﺮﺍﺭﻯ ﺣﺎﻟﺖ ﻛﺎﺭ ﺍﺧﻴﺴﺘﻞ ﻛﻴ‪‬ﻯ ﺩﺍﺿﻄﺮﺍﺭﻯ ﺍﻭ‬
‫ﺳﺘﺮﺍﺗﻴﮋﻳﻜﻮ ﭘﺮﻳﻜ‪‬ﻭ ﭘﻪ ﻧﻴﻮﻧﻮ ﻛﯥ ﺩﻏﻪ ﻃﺮﻳﻘﻪ ﻣﻨﺎﺳﺒﻪ ﺍﻭ ‪‬ﻪ ﺩﻩ ‪ .‬ﭘﻪ ﺁﻣﺮﺍﻧﻪ‬
‫ﻛ‪‬ﻧﻼﺭﻯ ﻛﯥ ﺣﺎﻛﻤﻴﺖ ﻋﺎﻡ ﺗﺎﻡ ﭘﻪ ﻻﺱ ﻻﻧﺪﻯ ﻭﮔ‪‬ﻭ ﺑﺎﻧﺪﻯ ﺣﺎﻛﻤﻪ ﻭﻯ ‪.‬‬
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‫ﺩ ﺁﻣﺮﺍﻧﻪ ﻣﺸﺮۍ ﻣﺤﺪﻭﻳﺘﻮﻧﻪ‬
‫ﺩ ﻻﺱ ﻻﻧﺪﻭ ﻏ‪‬ﻭ ﺍ‪‬ﻳﻜﯥ ﻟﻪ ﻟﻪ ﺧﭙﻞ ﺁﻣﺮ ﻳﺎ ﻣﺸﺮ ﺳﺮﻩ ﭘﻪ ﺩ‪‬ﻤﻨۍ ﺍﻭ ﺧﺼﻮﻣﺖ‬

‫ﺑﺎﻧﺪﻯ ﺑﺪﻟﻴ‪‬ﻯ ﺍﻭ ﻛﺎﺭ ﻛﻮﻧﻜﻮ ﻣﻴﻨﻪ ﺍﻭ ﻋﻼﻗﻪ ﻟﻪ ﻛﺎﺭ ﺳﺮﻩ ﻣﺦ ﭘﻪ ﻛﻤﻴﺪﻭﻭﻯ ‪.‬‬
‫ﻻﺱ ﻻﻧﺪﻯ ﻛﺎﺭ ﻛﻮﻧﻜﯥ ﻟﻪ ﻛﺎﺭ ‪‬ﺨﻪ ﺍﻭ‪‬ﻩ ﺧﺎﻟﻲ ﻛﻮﻯ ﺍﻭ ﻛﺎﺭ ﻫﻢ ﻭﻛ‪‬ﻯ ﻣﺴﻮﻭﻟﻴﺖ‬
‫ﭘﻪ ﻏﺎ‪‬ﻩ ﻧﻪ ﺍﺧﻠﻲ‬
‫ﻟﻪ ﺩﻯ ﭼﯥ ﻻﺱ ﻻﻧﺪﻯ ﻛﺎﺭ ﻛﻮﻧﻜﯥ ﭘﻪ ﭘﺮﻳﻜ‪‬ﻭﻧﻴﻮﻧﻮ ﻛﯥ ﮔ‪‬ﻭﻥ ﻧﺸﻰ ﻛﻮﻻۍ ﺍﻭ ﺩ‬
‫ﻫﻐﻮ ﺍﺳﺘﻌﺪﺍﺩ ﺍﻭ ﺗﻮﺍﻧﺎﻳﻲ ﻧﻪ ﻛﺎﺭ ﻧﻪ ﺍﺧﻴﺴﺘﻞ ﻛﻴ‪‬ﻯ ﭘﻪ ﻫﻤﺪﻯ ﺧﺎﻃﺮ ﺩ ﺍﻧﺴﺎﻧﻰ ﺳﺮ‬
‫ﭼﻴﻨﻮ ﭘﺮﺍﺧﺘﻴﺎ ﺍﻭ ﻭﺩﻩ ﻟﻪ ﻛﻨﺪۍ ﺍﻭ ﺑﻄﻰ ﻭﺍﻟﻲ ﺳﺮﻩ ﻣﺨﺎﻣﺦ ﻛﻴ‪‬ﻯ‬
‫ﭘﻪ ﻟﻨ‪ ‬ﻣﻬﺎﻟﻪ ﻣﻮﺩﻩ ﻛﯥ ﺷﺎﻳﺪ ﻣﺸﺮ ﻛﺎﻣﻴﺎ ﺑﻪ ﻭﻯ ﻭﻟﻲ ﻛﻪ ﺩﺍ ﺑﻬﻴﺮ ﺍﻭ‪‬ﺩ ﻣﻬﺎﻟﻪ‬
‫ﻣﻮﺩﻯ ﺗﻪ ‪‬ﺎﻝ ﺷﻰ ﻧﻮ ‪‬ﻳﺮﻯ ﻧﺎ ﺧﻮﺍﻟﻲ ﺍﻭ ﺳﺘﻮﻧﺰﻯ ﺑﻪ ﻟﻪ ‪‬ﺎﻧﻪ ﺳﺮﻩ ﻭﻟﺮﻯ ‪.‬‬
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‫ﮔ‪‬ﻭﻧﻴﺰﻯ ﻣﺸﺮۍ ﻃﺮﻳﻘﻰ‬
‫ﭘﻪ ﺩﻯ ﻃﺮﻳﻘﻰ ﺍﻭ ﻻﺭﻯ ﻛﯥ ﺩ ﻣﺸﺮ ﺍﻋﺘﻤﺎﺩ ﺍﻭ ﺑﺎﻭﺭ ﭘﻪ ﻻﺱ ﻻﻧﺪﻭ ﻛﺎﺭ ﻛﻮﻧﻜﻮ ﺑﺎﻧﺪﻯ‬
‫ﻟﻪ ﺣﺪﻩ ﺯﻳﺎﺩ ﻭﻯ ﻟﻪ ﻣﻴﻨﻰ ﺍﻭ ﺗﺰﺍﻛﺖ ﻧﻪ ‪‬ﻛﯥ ﺍ‪‬ﻳﻜﯥ ﺩ ﻣﺸﺮ ﺍﻭ ﻻﺱ ﻻﻧﺪﻭ ﻛﺎﺭ‬
‫ﻛﻮﻧﻜﻮ ﺗﺮ ﻣﻨ‪‬ﻪ ﭘﻪ ‪‬ﻮﻟﻮ ﭼﺎﺭﻭ ﻛﯥ ‪‬ﻴﻨﮕﯥ ﻭﻯ‬
‫ﺩ ﻣﺸﺮۍ ﭘﻪ ﺩﻯ ﺳﺒﻚ ﻛﯥ ﭘﺮﻳﻜ‪‬ﻯ ﻧﻴﻮﻧﻰ ﭘﻪ ﺑﺸﭙ‪‬ﻩ ﺗﻮﻛﻪ ﮔ‪‬ﻭﻧﻴﺰﻯ ﻭﻯ ‪ ،‬ﺭﺳﻤﻲ‬
‫ﺍﻭ ﻏﻴﺮﻯ ﺭﺳﻤﻲ ﺍﺩﺍﺭﻯ ﺗﻘﺮﻳﭙﺂ ﻳﻮ ﺑﻞ ﺳﺮﻩ ﻳﻮ ‪‬ﺎﻯ ﻛﻴ‪‬ﻯ ‪ ،‬ﭘﻪ ﺩﻯ ﺍﺳﺎﺱ ‪‬ﻮﻝ‬
‫‪‬ﻮﺍﻙ ﺩ ﻳﻮﻯ ﻭﺍﺣﺪﻯ ﻣﻮﺧﻰ ﺩ ﭘﻴﺎﺩﻩ ﻛﻴﺪﻭ ﻟﭙﺎﺭﻩ ﭘﻪ ﻛﺎﺭ ﻭ‪‬ﻝ ﻛﻴ‪‬ﻯ ‪ .‬ﺍ‪‬ﻳﻜﯥ ﭘﻪ‬
‫ﻋﻤﻮﺩﻯ ﺗﻮﮔﻪ ﻣﻮﺟﻮﺩﻯ ﻭﻯ ﺍﻭ ﺩ ﭘﺮﻳﻜ‪‬ﻭ ﻧﻴﻮﻧﻮ ‪‬ﻮﺍﻙ ﭘﻪ ﭘﺮﺍﺧﻪ ﭘﻴﻤﺎﻧﻪ ﭘﻪ ‪‬ﻮﻟﻰ‬
‫ﺍﺩﺍﺭﻯ ﻛﯥ ﻫﻮﺍﺭﻳ‪‬ﻯ ﺩ ﻛﻨ‪‬ﺮﻭﻝ ﺍﻭ ‪‬ﺎﺭﻧﻰ ﭘﻪ ﭘ‪‬ﺍﻭ ﻛﯥ ﺩﺍﺩﺍﺭﻯ ‪‬ﻮﻟﻲ ﻛﭽﯥ ﮔ‪‬ﻭﻥ‬
‫ﻛﻮﻯ ﭘﻪ ﺩﻯ ﻃﺮﻳﻘﻰ ﻛﯥ ﻣﺸﺮ ﺧﭙﻞ ﺩ ﻛﺎﺭ ﻛﻮﻧﻜﻮ ﺩ ﭘﻮﻫﻰ ﺩ ﺳﻄﺢ ﺩ ﻟﻮ‪‬ﻭﺍﻟﻲ ﺍﻭ ﺩ‬
‫ﻫﻐﻮﻯ ﺩ ‪‬ﻮﻟﻨﻴﺰﻭ ﺍﻭ ﺣﻘﻮﻗﻰ ﺍﺭﺯ‪‬ﺘﻮﻧﻮ ﻏﻮ‪‬ﺘﻮﻧﻜﯥ ﻭﻯ ‪.‬‬
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‫ﺩ ﮔ‪‬ﻭﻧﻴﺰﻯ ) ﻣﺸﺎﺭﻛﺘﻰ (ﻣﺸﺮۍ ﮔ‪‬ﻰ ﺍﻭ ‪‬ﻴﮕﻨﻰ‬
‫ﻣﺸﺮ ﻳﺎ ﺭﻫﺒﺮ ﺧﭙﻞ ﻛﺎﺭ ﻛﻮﻧﻜﯥ ﺗ‪‬ﻭﻥ ﺍﻭ ﺗﻌﻬﺪ ﺗﻪ ﺭﺍﺑﻮﻟﻲ ‪ ،‬ﻟﻪ ﺩﻯ ﭼﯥ ﺩ ﭘﺮﻳﻜ‪‬ﻭ‬
‫ﻧﻴﻮﻧﻮ ﭘﻪ ﻭﺧﺖ ﻛﯥ ﻟﻪ ﻛﺎﺭ ﻛﻮﻧﻜﻮ ﺳﺮﻩ ﺻﻼﺡ ﺍﻭ ﻣﺸﻮﺭﻩ ﻛﻴ‪‬ﻯ ﻧﻮ ﻛﺎﺭ ﻛﻮﻧﻜﯥ‬
‫ﺳﺨﺖ ﻋﻼﻗﻤﻨﺪ ﻭﻯ ﺗﺮ ‪‬ﻮ ﭘﻮﺭﻯ ﺩﻏﻪ ﭘﺮﻳﻜ‪‬ﻯ ﻭﻧﻴﻮﻝ ﺷﻰ ﺍﻭ ﺩ ﺳﺮﺗﻪ ﺭﺳﻮﻧﻮ ﻣﺮ‬
‫ﺣﻠﻲ ﺗﻪ ﻭﺭﺳﻴ‪‬ﻯ ﭘﻴﺎﺩﻩ ﺷﻰ ‪ ،‬ﺩ ﻣﺸﺮۍ ﭘﻪ ﺩﻯ ﻃﺮﻳﻘﻰ ﻛﯥ ﺩ ﻛﺎﺭ ﻛﻮﻧﻜﻮ ﻟﻪ‬
‫ﺍﺳﺘﻌﺪﺍﺩ ﺍﻭ ﺗﻮﺍﻧﺎﻳﻲ ‪‬ﺨﻪ ﻛﺎﺭ ﺍﺧﻴﺴﺘﻞ ﻛﻴ‪‬ﻯ ﺍﻭ ﭘﺮﻳﻜ‪‬ﻭ ﻧﻴﻮﻧﻮ ﻛﯥ ‪‬ﻳﺮﻩ ﻭﻧ‪‬ﻩ‬
‫ﻻﺱ ﻻﻧﺪﻭ ﻛﺎﺭ ﻛﻮﻧﻜﻮ ﺗﻪ ﺳﭙﺎﺭﻝ ﻛﻴ‪‬ﻯ ‪ ،‬ﻻﺱ ﻻﻧﺪﻯ ﻛﺎﺭ ﻛﻮﻧﻜﯥ ‪‬ﻳﺮ ﻫ‪‬ﻮﻝ ﻛﻴ‪‬ﻯ‬
‫) ﺗﺸﻮﻳﻖ ( ﺩ ﻫﻐﻮ ﺭﻭﺣﻴﻪ ﻟﻮ‪‬ﻩ ‪‬ﯥ ﻟﻪ ﺩﻧﺪﻭ ﺳﺮﻩ ﺩ ﻫﻐﻮ ﻣﻴﻨﻪ ﺍﻭ ﻣﺤﺒﺖ ﻭﺭ‪ ‬ﭘﻪ ﻭﺭ‪‬‬
‫ﺯﻳﺎﺗﻴ‪‬ﻯ ﭼﯥ ﭘﻪ ﭘﺎﻳﻠﻪ ﻛﯥ ‪‬ﻳﺮﻯ ‪‬ﻰ ﺍﻧﺴﺎﻧﻰ ﺍ‪‬ﻳﻜﯥ ﺭﺍﻣﻨ‪‬ﺘﻪ ﻛﻴ‪‬ﻯ ‪.‬‬
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‫ﺩ ﮔ‪‬ﻭﻧﻴﺰﻯ ﻣﺸﺮۍ ﻣﺤﺪﻭﻳﺘﻮﻧﻪ‬
‫ﻟﻪ ﺩﻯ ﭼﯥ ﺩ ﭘﺮﻳﻜ‪‬ﻭ ﭘﻪ ﻧﻴﻮﻧﻮ ﻛﯥ ﺯﻳﺎﺗﺮﻩ ﻛﺎﺭ ﻛﻮﻧﻜﻮ ﮔ‪‬ﻭﻥ ﻛﻮﻯ ﻧﻮ ﺩ ﭘﺮﻳﻜ‪‬ﻭ‬

‫ﻧﻴﻮﻧﻮ ﭘ‪‬ﺍﻭ ‪‬ﻳﺮ ﭘﻪ ﻛﻨﺪۍ ﺳﺮﻩ ﻣﺦ ﺗﻪ ‪‬ﯥ ﺍﻭ ﻳﺎ ﻫﻢ ﺷﺎﻳﺪ ﺩ ﭘﺮﻳﻜ‪‬ﻭ ﻧﻴﻮﻧﻪ ﻟﻪ ﻛﺎﺭ‬
‫ﻛﻮﻧﻜﻮ ﺳﺮﻩ ﺩ ﻣﺸﺮ ﺩ ﻟﻴﺎﻗﺖ ﺍﻭ ﻛﺎﺭ ﭘﻮﻫۍ ﻧﻪ ﺩﺭﻟﻮﺩﻧﻪ ﻧﻮﺭﻭﺗﻪ ﻋﻨﻮﺍﻥ ﺷﻰ ﺩﻏﻪ‬
‫ﻃﺮﻳﻘﻪ ﻛﻪ ﺍﻭ‪‬ﺩ ﻣﻬﺎﻟﻪ ﭘ‪‬ﺍﻭ ﺗﻪ ﭘﺎ ﺗﻰ ﺷﻰ ﺩ ﻛﺎﺭ ﻛﻮﻧﻜﻮ ﻛﻨ‪‬ﺮﻭﻝ ‪‬ﺎﺭﻧﻪ ﺿﻌﻴﻔﻪ‬
‫ﻛﻮﻯ ﺍﻭ ﻣﻤﻜﻨﻪ ﺩ ﻛﻨ‪‬ﺮﻭﻝ ﻧﺸﺘﻮﺍﻟۍ ‪‬ﺮ ﮔڼﺪ ﻛ‪‬ﻯ ‪.‬‬
‫ﻛﻪ ﭘﺮﻳﻜ‪‬ﻯ ﻧﺎ ﺩﺭﺳﺘﻪ ﻭﻧﻴﻮﻝ ﺷﻰ ﭘﻪ ﺩﻯ ﺻﻮﺭﺕ ﻛﯥ ﻣﺸﺮ ﺍﻭ ﻻﺱ ﻻﻧﺪﻯ ﻛﺎﺭ‬
‫ﻛﻮﻧﻜﯥ ﻳﻮ ﺑﻞ ﭘ‪ ‬ﺍﻭ ﻣﺴﻮﻭﻝ ﮔڼﻲ ﻟﺪﻯ ﭼﯥ ﭘﻪ ﭘﺮﻳﻜ‪‬ﻭ ﻧﻴﻮﻧﻮ ﻛﯥ ﺩﻭﺍ‪‬ﻩ ﺧﻮﺍﻭﻯ‬
‫ﻻﺱ ﻟﺮﻯ ﺩ ﻣﻬﻤﻮ ﺍﻭ ﺍﺳﺘﺮﺗﻴﮋﻳﻜﻮ ﻣﺴﺎﻳﻠﻮ ﺩ ﭘﺮﻳﻜ‪‬ﻭ ﻧﻴﻮﻧﻮ ﭘﻪ ﻭﺧﺖ ﻛﯥ ﻣﻨﺎﺳﺒﻪ‬
‫ﻃﺮﻳﻘﻪ ﻧﺪﻩ‬
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‫ﻃﺮﻳﻘﻰ ﺩ ﭘﻼﺭ ﮔﻮﻧﻲ ﻣﺸﺮۍ ) ﭘﺪﺭﺍﻧﻪ (‬
‫ﭘﻪ ﺩﻯ ﻃﺮﻳﻘﻰ ﻛﯥ ﻣﺸﺮ ﺩ ﭘﻼﺭ ﻏﻮﻧﺪﻯ ﻋﻤﻞ ﺍﺯ ﻛ‪‬ﻩ ﻭ‪‬ﻩ ﻟﻪ ﻛﺎﺭ ﻛﻮﻧﻜﻮ ﺳﺮﻩ ﻣﺨﺘﻪ‬
‫ﻭ‪‬ﻯ ﺍﻭ ﺩ ﻳﻮ ﭘﻼﺭ ﭘﻪ ﺳﻴﺮ ﻭﻧ‪‬ﻩ ﻟﻮﭘﻮﻯ ﺍﻭ ﻻﺱ ﻻﻧﺪﻭ ﻛﺎﺭ ﻛﻮﻧﻜﻮ ﺳﺘﻮﻧﺰﻭ ﺗﻪ ‪‬ﻳﺮﻩ‬
‫ﭘﺎﻣﻠﺮﻧﻪ ﻛﻮﻯ ﺍﻭ ﺩ ﻫﻐﻮﻯ ﺳﺘﻮﻧﺰﻭ ﺩ ﺍﻭﺍﺭﻭﻟﻮ ﻟﭙﺎﺭﻩ ﻫ‪‬ﻪ ﻛﻮﻯ ‪ ،‬ﻣﺸﺮ ﺍﻭ ﻻﺱ ﻻﻧﺪﻯ‬
‫ﻛﺎﺭ ﻛﻮ ﻧﻜﯥ ﻳﻮ ﺗﻪ ‪‬ﻳﺮ ﺩﺭ ﻧﺎﻭۍ ﺍﻭ ﺍﺣﺘﺮﺍﻡ ﻛﻮﻯ ﻭﻟﻲ ﺁﻣﺮﺍﻧﻪ ﺍ‪‬ﻳﻜﯥ ﺩ ﻣﺸﺮ ﺍﻭ ﻛﺎﺭ‬
‫ﻛﻮﻧﻜﻮ ﺗﺮ ﻣﻨ‪ ‬ﺑﺮ ﻗﺮﺍﺭﻩ ﻭﻯ ﺍﻭ ﻳﻮ ﺑﻞ ﺗﻪ ﻣﺮﺍﻋﺖ ﺍﻭ ﻣﺪﺍﺭ ﻛﻮﻯ ﻟﻜﻪ ‪ :‬ﺩ ﺧﺎﻥ ) ﺍﺭ‬
‫ﺑﺎﺏ ( ﺍﻭ ﺧﺪﻣﺘﮕﺮﺍﻧﻮ ﻃﺮﻳﻘﻪ ‪ .‬ﭘﻪ ﺩﻏﻰ ﭘﻼﺭ ﮔﻠﻮۍ ﻃﺮﻳﻘﻰ ﻛﯥ ﭘﺮﻳﻜ‪‬ﻯ ﺩ ﻣﺸﺮ ﭘﻪ‬
‫ﻏﺎ‪‬ﻩ ﺩﻯ ﺍﻭ ﭘﻴﺮﻭﺍﻥ ﺳﺮﺗﻪ ﺭﺳﻮﻧﻜﯥ ﻭﻯ ﺍﻭ ﺑﻰ ﭼﻮﻥ ﭼﺮﺍ ﺍﻭﺍﻣﺮ ﻣﻨﻲ‪ ،‬ﺩ ﻭﺍﻗﻌﻰ‬
‫ﻣﻼﻣﺖ ﻛﻮﻟﻮ ﺍﻭ ﭘﺎ ﺩﺍﺵ ﻧﻪ ﺩ ﻛﺎﺭ ﻛﻮﻭﻧﻜﻮ ﺍﻭ ﻻﺱ ﻻﻧﺪﻭ ﻏ‪‬ﻭ ﺩ ﻧﻨﮕﻴ‪‬ﻭﻧﻮ ﻟﭙﺎﺭﻩ‬
‫ﻛﺎﺭ ﺍﺧﻴﺴﺘﻞ ﻛﻴ‪‬ﻯ ‪ .‬ﺩ ﻣﺸﺮ ﺍﻭ ﻻﺱ ﻻﻧﺪﻭ ﻛﺎﺭ ﻛﻮﻭﻧﻜﻮ ﺗﺮ ﻣﻨ‪ ‬ﺍ‪‬ﻳﻜﯥ ﺩ ﺯ‪‬ﻩ‬
‫ﺳﻮﻱ ) ﺗﺮﺣﻢ( ﺍﻭ ‪‬ﺍﺭ ﭘﻪ ﻣﺰﻭ ﺗ‪‬ﻟﻲ ﺩﻯ ‪ .‬ﮔﺮ ‪‬ﻪ ﻏﻴﺮ ﺭﺳﻤﻰ ﺍﺩﺍﺭﻯ ﺟﻮ‪‬ﻳ‪‬ﻯ ﺍﻣﺎ ﺩ‬
‫ﺍﺩﺍﺭﻯ ﺩ ﺭﺳﻤﻰ ﻣﻮﺧﻮ ﭘﻪ ﺑﺮﺍﺑﺮ ﻛﯥ ﻟﻪ ﺧﭙﻞ ‪‬ﺎﻥ ﻣﻘﺎﻭﻣﺖ ﻧﻪ ‪‬ﻲ ‪.‬‬
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‫ﺩ ﻃﺮﻳﻘﻰ ﮔ‪‬ﻲ ‪‬ﻴﮕﻨﻰ ﺍﻭ ﻣﺰﻳﺘﻮﻧﻪ ﺩ ﭘﻼﺭ ‪‬ﻮﻧﻲ ﻣﺸﺮﻯ‬
‫ﭘﻪ ﺩﻯ ﻃﺮﻳﻘﻰ ﻛﯥ ﻻﺱ ﻻﻧﺪﻯ ﻏ‪‬ﻯ ﺩ ﺍﺩﺍﺭﻯ ﺍﻭ ﻣﺸﺮ ﭘﻪ ﻣﻘﺎﺑﻞ ﻛﯥ ﺻﺎﺩﻕ ﺍﻭ‬

‫ﻭﻓﺎﺩﺍﺭﻩ ﻭﻯ‬
‫ﭘﻪ ﺍﺩﺍﺭﻩ ﻛﯥ ﺍﻧﺴﺎﻧﻰ ‪‬ﻰ ﺍ‪‬ﻳﻜﯥ ‪‬ﺎﻯ ﻟﺮﻯ ‪.‬‬
‫ﺩ ﻻﺱ ﻻﻧﺪﻯ ﻏ‪‬ﻭ ﻓﻌﺎﻟﻴﺖ ﺑﻬﺘﺮﻩ ﻭﻯ ؛ ‪‬ﻜﻪ ‪‬ﺍﺭ ﺍﻭ ﺗﺮ ﺣﻢ ﺩﺩﻭ ﻣﻮﺍﺯﻧﻮ ﭘﻪ ﻣﻨ‪ ‬ﻛﯥ‬
‫ﺍﺳﺘﻮﮔﻨﻪ ﻟﺮﻯ‬
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‫ﺩ ﭘﻼﺭ ‪‬ﻮﻧﻲ ﻣﺸﺮ ﻯ ﻣﺤﺪﻭﻳﺘﻮﻧﻪ‬
‫ﭘﻪ ﻫﻐﻪ ﺻﻮﺭﺕ ﻛﯥ ﭼﯥ ﺩ ﻣﺘﻘﺎﺑﻞ ﻟﻮﺭﻯ ﻣﺸﺮ ﺍﻭ ﻻﺱ ﻻﻧﺪﻯ ﻏ‪‬ﻯ ﺗﺮ ﻣﻨ‪ ‬ﺑﺎﻭﺭ ﺍﻭ‬
‫ﺍﻋﺘﻤﺎﺩ ﻣﻮﺟﻮﺩ ﻧﻮﻯ ﺩﻏﻪ ﻃﺮﻳﻘﻪ ﺩ ﻣﺸﺮۍ ﻧﺎ ﻣﻨﺎﺳﺒﻪ ﺩﻩ‬
‫ﭘﻪ ﺍﺻﻄﺮﺍﺭﻯ ﺣﺎﻟﺖ ﻛﯥ ﻛﻪ ﭼﻴﺮﻯ ﻳﻮ ﻣﺸﺮ ﺩ ﺗﺸﺪﺩ ﺍﻭ ﺑﺪﻯ ﺭﻭﻳﻰ ‪‬ﺨﻪ ﻛﺎﺭ ﻭﺍﺧﻠﻲ‬
‫ﻣﻤﻜﻨﻪ ﺩ ﻻﺱ ﻻﻧﺪﻭ ﻏ‪‬ﻭ ﻟﻪ ﻣﻘﺎﻭﻣﺖ ﺳﺮﻩ ﻣﺨﺎﻣﺦ ﺷﻰ‪.‬‬
‫ﺩ ﻣﺸﺮ ﭘﺎﻣﻠﺮﻧﻪ ﻧﺴﺒﺖ ﺗﺮ ﺍﺩﺍﺭﻯ ﺷﺨﺼﻰ ﻣﺴﺎﻳﻠﻮ ﺗﻪ ‪‬ﻳﺮﻩ ﺩﻩ‬
‫ﺩﺍ ﻫﻢ ﺍﻣﻜﺎﻥ ﻟﺮﻯ ﭼﯥ ﺩ ﻣﺸﺮ ﺩ ‪‬ﻰ ﺭﻭﻱ ﺍﻭ ﺳﻠﻮﻙ ﻧﻪ ‪ ،‬ﻻﺱ ﻻﻧﺪﻯ ﻏ‪‬ﻯ ﺳﻮ‬
‫ﺍﺳﺘﻔﺎﺩﻩ ﻭﻛ‪‬ﻯ‬
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‫ﺩ ﺁﺯﺍﺩﻯ ﻣﺸﺮۍ ﻳﺎ ﺭﻫﺒﺮۍ ‪‬ﻴﮕﻨﻲ ﺍﻭ ﮔ‪‬ﻰ‬
‫ﭘﻪ ﺩﻯ ﻃﺮﻳﻘﻰ ﻛﯥ ﻻﺱ ﻻﻧﺪﻯ ﻏ‪‬ﻯ ﻛﻮﻻﻱ ﺷﻰ ﭘﻪ ﺁﺯﺍﺩﻯ ﺑڼﻰ ﺍﻭ ﺩﻭﺍﻣﺪﺍﺭﻩ ﺗﻮ ﮔﻪ ﻟﻪ‬

‫ﺧﭙﻠﻮ ﺍﺳﺘﻌﺪﺍﺩﻭﻧﻮ ﻧﻪ ﻛﺎﺭ ﻭﺍﺧﻠﻲ ﺩ ‪‬ﺍ‪ ‬ﺍﻭ ﺍﻃﻴﻤﻴﻨﺎﻥ ﻋﺎﻟﻲ ﺍﺣﺴﺎﺱ ﻟﻪ ﺩﻧﺪﻯ ﺳﺮﻩ‬
‫ﻣﻮﺟﻮﺩ ﺩﻯ ﺩ ﺁﺯﺍﺩﻯ ﻣﺸﺮۍ ﭘﻪ ﻃﺮﻳﻘﻪ ﻛﯥ ﺩ ﻻﺱ ﻻﻧﺪﻯ ﻏ‪‬ﻭ ﻟﻪ ﺗﻮﺍﻥ ﺍﻭ ﺍﺳﺘﻌﺪﺍﺩ ‪،‬‬
‫ﺗﺠﺮﻭﺑﻮ ﻧﻪ ﭘﻪ ﺑﺸﭙ‪‬ﻩ ﺗﻮ ﮔﻪ ﻛﺎﺭ ﺍﺧﻴﺴﺘﻞ ﻛﻴ‪‬ﻯ ‪ .‬ﻻﺱ ﻻﻧﺪﻯ ﻏ‪‬ﻯ ﻛﻮﻻﻱ ﺷﻰ ﺩ‬
‫ﻓﻌﺎﻟﻴﺘﻮﻧﻮ ﭘﻪ ﺳﺮﺗﻪ ﺭﺳﻮﻧﻮ ﻛﯥ ﺧﭙﻞ ﭘﻴﺎﻭ‪‬ﻱ ﺍﺳﺘﻌﺪﺍﺩ ﻧﻪ ﻛﺎﺭ ﻭﺍﺧﻠﻲ ‪.‬‬
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‫ﺩ ﺁﺯﺍﺩﻯ ﻣﺸﺮۍ ﻳﺎ ﺭﻫﺒﺮۍ ‪‬ﻴﮕﻨﻲ ﺍﻭ ﮔ‪‬ﻰ‬
‫ﭘﻪ ﺩﻯ ﻃﺮﻳﻘﻰ ﻛﯥ ﻻﺱ ﻻﻧﺪﻯ ﻏ‪‬ﻯ ﻛﻮﻻﻱ ﺷﻰ ﭘﻪ ﺁﺯﺍﺩﻯ ﺑڼﻰ ﺍﻭ ﺩﻭﺍﻣﺪﺍﺭﻩ ﺗﻮ ﮔﻪ ﻟﻪ‬

‫ﺧﭙﻠﻮ ﺍﺳﺘﻌﺪﺍﺩﻭﻧﻮ ﻧﻪ ﻛﺎﺭ ﻭﺍﺧﻠﻲ ﺩ ‪‬ﺍ‪ ‬ﺍﻭ ﺍﻃﻴﻤﻴﻨﺎﻥ ﻋﺎﻟﻲ ﺍﺣﺴﺎﺱ ﻟﻪ ﺩﻧﺪﻯ ﺳﺮﻩ‬
‫ﻣﻮﺟﻮﺩ ﺩﻯ ﺩ ﺁﺯﺍﺩﻯ ﻣﺸﺮۍ ﭘﻪ ﻃﺮﻳﻘﻪ ﻛﯥ ﺩ ﻻﺱ ﻻﻧﺪﻯ ﻏ‪‬ﻭ ﻟﻪ ﺗﻮﺍﻥ ﺍﻭ ﺍﺳﺘﻌﺪﺍﺩ ‪،‬‬
‫ﺗﺠﺮﻭﺑﻮ ﻧﻪ ﭘﻪ ﺑﺸﭙ‪‬ﻩ ﺗﻮ ﮔﻪ ﻛﺎﺭ ﺍﺧﻴﺴﺘﻞ ﻛﻴ‪‬ﻯ ‪ .‬ﻻﺱ ﻻﻧﺪﻯ ﻏ‪‬ﻯ ﻛﻮﻻﻱ ﺷﻰ ﺩ‬
‫ﻓﻌﺎﻟﻴﺘﻮﻧﻮ ﭘﻪ ﺳﺮﺗﻪ ﺭﺳﻮﻧﻮ ﻛﯥ ﺧﭙﻞ ﭘﻴﺎﻭ‪‬ﻱ ﺍﺳﺘﻌﺪﺍﺩ ﻧﻪ ﻛﺎﺭ ﻭﺍﺧﻠﻲ ‪.‬‬
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‫ﺩ ﺁﺯﺍﺩﻯ ﻣﺸﺮۍ ﺩ ﻃﺮﻳﻘﻰ ﻣﺤﺪﻭﻳﺘﻮﻧﻪ‬
‫ﺩﻏﻪ ﻃﺮﻳﻘﻪ ﺩ ﻣﺸﺮ ﻭﻧ‪‬ﻩ ﺍﻭ ﻧﻘﺶ ﻛﻢ ﺭﻧﮕﻪ ﻭﺭ‪‬ﻲ ﻫﻐﻪ ‪‬ﻭﻝ ﭼﯥ ﺩ ﻻﺱ ﻻﻧﺪﻭ ﻏ‪‬ﻭ‬
‫ﭘﻪ ﻣﻨ‪ ‬ﻛﯥ ﻗﺪﺭ ﻣﻨﺰﻟﺖ ﻟﻪ ﻻﺳﻪ ﻭﺭﻛﻮﻯ‬
‫ﭘﻪ ﺩﻏﺴﻰ ﻛ‪‬ﻧﻼﺭﻯ ﻛﯥ ﺩ ﻻﺱ ﻻﻧﺪﻭ ﻏ‪‬ﻭ ﻓﻌﺎﻟﻴﺘﻮﻧﻪ ﻛﻤﺰﻭﺭﻯ ﻛﻴ‪‬ﻯ ‪ ،‬ﻜﻪ ﻣﺸﺮ‬
‫ﭘﺮ ﺍﻭﺿﺎﻉ ﺑﺸﭙ‪‬ﻩ ﻛﻨ‪‬ﺮﻭﻝ ﻧﻠﺮﻯ ﻧﻮ ﭘﻪ ﺩﻯ ﺍﺳﺎﺱ ﺧﭙﻞ ﻣﻬﺎﺭﺕ ﻧﺸﻰ ﻛﻮﻻﻱ ﻻﺱ‬
‫ﻻﻧﺪﻭ ﻏ‪‬ﻭﺗﻪ ﺩ ﻻﺭ‪‬ﻮﻧﻰ ﺍﻭ ﻫﺪﺍﻳﺖ ﻟﻴﺎﺭﻯ ﻭﻟﻴ‪‬ﺩﻭﻯ‬
‫ﺩﻏﻪ ﻛ‪‬ﻧﻼﺭﻩ ﺍﻭ ﻃﺮﻳﻘﻪ ‪.‬ﺩ ﻫﻐﻮ ﻻﺱ ﻻﻧﺪﻭ ﻏ‪‬ﻭ ﻟﭙﺎﺭﻩ ﭼﯥ ﺩ ﻣﻬﺎﺭﺕ ﺍﻭ ﭘﻮﻫﯥ ﻧﻪ‬
‫ﺑﺮﺧﻤﻨﺪ ﻧﺪﻯ ﺍﻭ ﻳﺎ ﺍﺻﻶ ﻫﻴ‪ ‬ﭘﻮﻫﻪ ﻧﻠﺮﻯ ﺍﻭ ﺩ ‪‬ﻴ‪ ‬ﻇﺮ ﻓﻴﺖ ﺩﺭﻟﻮﺩﻧﻜﯥ ﻭﻯ‬
‫ﻣﻨﺎﺳﺒﻪ ﻧﺪﻩ ﺍﻭ ‪‬ﻪ ﭘﺎﻳﻠﻪ ﺑﻪ ﻭﻧﻠﺮﻯ ‪ .‬ﭘﻪ ﺩﻏﻪ ﻣﺸﺮۍ ﻛﯥ ﺩ ﻻﺱ ﻻﻧﺪﻯ ﻛﺎﺭ ﻛﻮﻧﻜﻮ ﭘﻪ‬
‫ﻓﻌﺎﻟﻴﺖ ﻛﯥ ﺧﻮﺩ ﺳﺮۍ ﻟﻴﺪﻝ ﻛﻴ‪‬ﻯ ﻳﻌﻨﻰ ﻫﺮ ﻳﻮ ﺑﻪ ﭘﻪ ﺧﭙﻞ ﺳﺮ ﻛﺎﺭ ﻛﻮﻯ‬
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‫ﭘﺎﻳﻠﻪ ﺍﺧﺴﺘﻨﻲ )ﻧﺘﻴﺠﻪ (‬
‫ﭘﻪ ﭘﺎﻳﻠﻪ ﻛﯥ ﻭﻳﻠۍ ﺷﻮ ﭼﯥ ﺩ ﻣﺸﺮۍ ﻟﭙﺎﺭﻩ ﻛﻮﻣﻪ ‪‬ﺎ ﻧﮕ‪‬ﻯ ﺍﻭ ﺧﺎﺻﻪ ﻻﺭﻩ ﺍﻭ ﻃﺮﻳﻘﻪ‬
‫ﻧﺸﺘﻪ ﭼﯥ ﻣﺸﺮﺍﻥ ﻫﻐﻪ ﭘﻪ ﺧﭙﻞ ﻭﺭ‪‬ﻴﻨﻰ ﻓﻌﺎﻟﻴﺘﻮﻧﻮ ﻛﯥ ﭘﻪ ﻛﺎﺭ ﻭﺍﭼﻮﻯ ﺍﻭ ﻳﺎ ﻫﻢ ﺩ‬
‫ﻣﺸﺮﻯ ﭘﻪ ‪‬ﻮﻝ ﻭﺧﺖ ﻭﺭ‪‬ﻨﻲ ﻛﺎﺭ ﻭﺍﺧﻠﻲ ﺑﻠﻜﻪ ﺩ ﻣﺸﺮۍ ﻃﺮﻳﻘﻲ ﻧﻈﺮ ﭘﻪ ﻭﺿﻴﻌﺖ ‪،‬‬
‫ﺷﺮﺍﻳﻄﻮ ‪ ،‬ﺍﻭ ﻏ‪‬ﻭ ﺗﻮﭘﻴﺮ ﻟﺮﻯ ﺍﻭ ﺑﺪﻟﻮﻥ ﻣﻨﻮ ﻧﻜﯥ ﻭﻯ ﺩ ﺑﻴﻠﮕﯥ ﭘﻪ ﺗﻮﮔﻪ ‪ :‬ﻣﻤﻜﻨﻪ ﺩﻩ‬
‫ﺩ ﻧﻮﻯ ﺭﺍﻏﻠﻲ ﻛﺎﺭ ﻛﻮﻧﻜﯥ ﭼﯥ ﺩﻫﻐﻪ ﭘﻮﻫﻪ ‪ ،‬ﻣﻬﺎﺭﺕ ‪ ،‬ﺗﺠﺮﺑﻪ ‪ ،‬ﺗﻌﻬﺪ‪ ،‬ﭘﻪ ‪‬ﻴﺘﻪ‬
‫ﻛﭽﻪ ﻛﯥ ﻭﻯ ﻣﺸﺮ ﺩ ﻳﻮﻯ ّﻧ‪‬ﻯ ﻣﻮﺩﻯ ﻟﭙﺎﺭﻩ ﻟﻪ ﺁﻣﺮﺍﻧﻪ ﻛ‪‬ﻧﻼﺭﻯ ‪‬ﺨﻪ ﻛﺎﺭ ﻭﺍﺧﻠﻲ‬
‫‪ ،‬ﻛﻠﻪ ﭼﯥ ﻭﺭﺳﺘﻪ ﻛﺎﺭ ﻛﻮﻧﻜﯥ ﻟ‪ ‬ﻪ ﻭﺩﻩ ﺍﻭ ﺭﺷﺪ ﻭﻛ‪ ‬ﻛﻴﺪﺍﻯ ﺷﻰ ﺩ ﭘﻼﺭ ﻏﻮﻧﺪﻯ‬
‫ﺳﻠﻮﻙ ﺩ ﻫﻐﻪ ﭘﻪ ﺑﺮﺍﺑﺮ ﻛﯥ ﻭﺷﻰ ﻫﺮ ﻛﻠﻪ ﭼﯥ ﻛﺎﺭ ﻛﻮﻧﻜۍ ﺩ ﻛﺎﻓﻰ ﺗﺠﺮﺑﻰ ‪،‬‬
‫ﻣﻬﺎﺭﺕ ‪ ،‬ﺩﻧﺪﻯ ﺗﻪ ﻭﻓﺎﺩﺍﺭﻩ ‪ ،‬ﺍﻭ ﺩ ‪‬ﻮﺍﻛﻤﻨﺪﻯ ﻟﻮ‪‬ﻱ ﺗﻌﻬﺪ ﺩﺭﻟﻮﺩﻧﻜۍ ﺷﻪ ﻣﺸﺮ‬
‫ﻛﻮﻻﻯ ﺷﻰ ﺩ ﮔ‪‬ﻭﻧﻴﺰﻯ ) ﻣﺸﺎﺭﻛﺘﻰ ( ﻃﺮﻳﻘﻰ ﻧﻪ ﻛﺎﺭ ﻭﺍﺧﻠﻲ‬
‫ﻭﺭﺳﺘﻪ ﻛﯥ ﭼﯥ ﺩﺍ ﻣﻮﺿﻮﻉ ‪‬ﻪ ﭘﻪ ﺍﺻﺒﺎﺕ ﻭﺭﺳﻴﺪﻩ ﻳﻌﻨﻰ ﺩ ﻛﺎﺭ ﻛﻮﻧﻜﯥ ﻣﻬﺎﺭﺕ ‪،‬‬
‫ﺗﺠﺮﺑﻪ ‪ ،‬ﺍﻭ ﭘﻮﻫﻪ ﭘﻪ ﺑﺸﭙ‪‬ﻩ ﺗﻮ ﮔﻪ ﺭﻭ‪‬ﺎﻧﻪ ﺷﻮﻩ ﻧﻮ ﻛﻴﺪﺍﻯ ﺷﻰ ﻣﺸﺮ ﺩ ﺧﭙﻠﻮﺍﻛﯥ )‬
‫ﺁﺯﺍﺩﻯ ( ﻃﺮﻳﻘﻰ ﻧﻪ ﻛﺎﺭ ﻭﺍﺧﻠﻲ‬
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‫ﭘﺎﻳﻠﻪ ﺍﺧﺴﺘﻨﻲ )ﻧﺘﻴﺠﻪ (‬
‫ﺑﺮﺳﻴﺮﻩ ﭘﻪ ﺩﻯ ﻧﻈﺮ ﭘﻪ ﻭﹺﻇﻴﻔﻮﻯ ﺍﻳﺠﺎﺑﺎﺗﻮ ﺍﻭ ﻏﻮ‪‬ﺘﻮﻧﻮ ﻣﻤﻜﻨﻪ ﺩﻩ ﻣﺸﺮ ﺩ ﻣﺨﺘﻠﻄﻰ‬

‫ﻣﺸﺮۍ ﻧﻪ ﻛﺎﺭ ﻭﺍﺧﻠﻲ ﺍﻭ ﻳﺎ ﺩﺍ ﭼﯥ ﺩ ﺑﻴﻼ ﺑﻴﻠﻮ ﻏ‪‬ﻭ ﭘﻪ ﺑﺮﺍﺑﺮ ﻛﯥ ﻟﻪ ﺑﻴﻠﻮ ﺑﻴﻠﻮ‬
‫ﻃﺮﻳﻘﻮ ﺍﻭ ﻛ‪‬ﻧﻼﺭﻭ ‪‬ﺨﻪ ﻛﺎﺭ ﻭﺍﺧﻠﻲ ﺩﺩﻯ ﺍﺣﺘﻤﺎﻝ ﻫﻢ ﻛﻴ‪‬ﻯ ﭼﯥ ﻳﻮ ﻣﺸﺮ ﺩ ﻫﺮ ﻛﺎﺭ‬
‫ﻛﻮﻧﻜﯥ ﺩ ﺑﻴﻼ ﺑﻴﻠﻮ ﺩﻧﺪﻭ ﭘﻪ ﻣﻘﺎﺑﻞ ﻛﯥ ﻟﻪ ﺑﻴﻼ ﺑﻴﻠﻮ ﻃﺮﻳﻘﻮ ﺍﻭ ﺷﻴﻮ ﻧﻪ ﻛﺎﺭ ﻭﺍﺧﻲ‬
‫‪.‬‬
‫ﺳﺘﺮﻩ ﺍﺷﺘﺒﺎﻩ ﭘﻪ ﺩﻯ ﻛﯥ ﺩﻩ ﭼﯥ ﻫﺮ ﻛﻠﻪ ﻳﻮ ﻣﺸﺮ ﻳﻮﺍﺯﻯ ﻟﻪ ﻳﻮﻯ ﻳﺎ ﺩﻭ ﻃﺮﻳﻘﻮ ﺍﻭ‬
‫ﻛ‪‬ﻧﻼﺭﻭ ﻧﻪ ﭘﻪ ﻣﺸﺮۍ ﻛﯥ ﻛﺎﺭ ﻭﺍﺧﻠﻲ ﺍﻭ ﻳﺎ ﺩﺍﭼﯥ ﺩ ‪‬ﻮﻟﻮ ﻛﺎﺭ ﻛﻮﻧﻜﻮ ﭘﻪ ﻣﻘﺎﺑﻞ‬
‫ﻛﯥ ﻳﻮﻩ ﻃﺮﻳﻘﻪ ﭘﻪ ﻛﺎﺭ ﻭﺍﭼﻮﻯ ‪.‬‬
‫‪‬ﻳﺮﻯ ﺗﺮﺧﻲ ﺍﻭ ﺳﺘﻮﻧﺰﻣﻨﻰ ﭘﺎﻳﻠﻲ ﺑﻪ ﻟﻪ ‪‬ﺎﻧﻪ ﺳﺮﻩ ﻭﻟﻴ‪‬ﺩﻭﻯ ﭼﯥ ﻫﻢ ﺩ ﺍﺩﺍﺭﻯ ﻣﻮﺧﻮ‬
‫ﺗﻪ ﺍﻭ ﺩ ﻫﻐﻪ ﺭﺳﻴﺪﻭ ﺗﻪ ﺯﻳﺎﻥ ﻭﺭﺳﻮﻯ ﺍﻭ ﺍ‪‬ﻳﻜﯥ ﺑﻪ ﭘﻪ ﺑﺸﭙ‪‬ﻩ ﺗﻮﮔﻪ ﻟﻪ ﻣﻨ‪‬ﻪ ﻳﻮﺳﻲ‬
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‫ﺑﻴ‪‬ﻧﻲ ﺍﻭ ﻣﻬﻢ‪ - ،‬ﺩ“ﺍﯾﺰﻥ ﻫﺎﻭﺭ” ﺍﺻﻞ‬
‫‪C -Aufgaben‬‬
‫ﺝ ﺩﻧﺪﻯ‬ ‫ﺍﻟﻒ ﺩﻧﺪﻯ ‪A -‬‬
‫ﻭﺳﭙﺎﺭﻝ ﺷﻲ‬
‫‪Delegieren‬‬ ‫ﭼﯥ ﺑﺎﻳﺪ ﭘﻪ ﺑﻴ‪‬ﻧﻲ ﺗﻮﮔﻪ ﺳﺮ ﺗﻪ‬
‫ﺑﻴ‪‬ﻧﻰ‬ ‫ﻭﺭﺳﻴ‪‬ﻯ‬
‫ﺯﺑﺎﻟﻪ ﺩﺍﻧۍ‬ ‫‪B - Aufgaben‬‬

‫ﺏ ﺩﻧﺪﻱ‬
‫‪ Terminieren‬ﺍﻭ‬
‫ﺩ ﻭﺭﺳﺘﻰ ﻧﻴ‪‬ﻰ ‪‬ﺎﻛﻞ‬
‫‪oder‬‬ ‫ﺳﭙﺎﺭﻝ‬
‫‪delegieren‬‬
‫ﻣﻬﻢ‬
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‫ﺩ ﺷﺨﺼﯿﺖ ﺀ ﻫﻨﺪﺍﺭﻩ‬
‫‪‬ﺮﮔﻨﺪﻩ‬ ‫ﻧﺎ ‪‬ﺮﮔﻨﺪﻩ‬

‫‪‬ﻧﺪﻩ ﺀ ﺳﺎﺣﻪ‬ ‫‪‬ﺮﮔﻨﺪﻩ ﺀ ﺳﺎﺣﻪ‬
‫)ﻣﺎﺗﻪ ﻧﺎ‪‬ﺮﮔﻨﺪﻩ ﺍﻭ ﻧﻮﺭﻭ ﺗﻪ‬ ‫)ﻣﺎ ﺗﻪ ﺍﻭ ﻧﻮﺭﺗﻪ ‪‬ﺮﮔﻨﺪﻩ ((‬
‫‪‬ﺮﮔﻨﺪﻩ (‬
‫ﺗﻴﺎﺭﻩﺀ ﺳﺎﺣﻪ‬ ‫ﭘ‪‬ﻪ ﺀ ﺳﺎﺣﻪ‬

‫)ﻣﺎﺗﻪ ﺍﻭ ﻧﻮﺭﻭﺗﻪ ﻧﺎ‪‬ﺮﮔﻨﺪﻩ (‬ ‫)ﻣﺎﺗﻪ ‪‬ﺮﮔﻨﺪﻩ ﺍﻭ ﻧﻮﺭﻭﺗﻪ‬
‫ﻧﺎ‪‬ﺮﮔﻨﺪﻩ (‬
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‫ﺩﺷﺨﺼﻴﺖ ﻫﻨﺪﺍﺭﻩﺀ )‪(۲‬‬
‫‪‬ﺮﮔﻨﺪﻩ‪ ،‬ﺎﻧﮕﻪ‪:‬‬
‫‪‬ﺮﮔﻨﺪﻩ ﺀ ‪‬ﺎﻧﮕﻪ ﺩﺩﻱ ﻣﻮﺍﺭﺩﻭ ﻭﺭ‪‬ﻮﻧﻜﻲ ﺩﻩ ﺀ ﭼﻲ ‪‬ﻮﻙ ‪‬ﺎﻥ ﭘﻪ ﻫﻜﻠﻪ ﭘﻮﻫﻴ‪‬ﻱ ﺀ‬
‫ﺍﻭ ﻧﻮﺭ ﻫﻢ ﺩﻫﻐﻪ ﭘﻪ ﻫﻜﻠﻪ ﭘﻮ ﻩ ﻭﻱ ‪ .‬ﺩﻏﻪ ﻣﻮﺍﺭﺩ ﻛﻮﻻﻯ ﺷﻲ ﺍﺣﺴﺎﺳﺎﺕ ‪،‬ﻋﻼﻳﻖ‪،‬‬
‫ﺍﻭ ﭘﻪ ﺭ‪‬ﺘﻨﻲ ﺗﻮﮔﻪ ﻛ‪‬ﻧﻪ ﺍﻭ ﻋﺎﺩﺕ ﻭﺭﻭ‪‬ﻲ ‪.‬ﺩﺑﻴﻠﮕﻲ ﭘﻪ ﺗﻮﮔﻪ ﭘﻪ ﻳﻮﻩ ﻭﺯﺍﺭﺕ ﺧﺎﻧﻪ‬
‫ﻛﯥ ﻳﻮ ﻛﺎﺭ ﻛﻮﻧﻜۍ ﺳﮕﺮﺕ ‪‬ﻜﻮﻱ ﺍﻭ ﻧﻮﺭ ﻫﻤﻜﺎﺭﺍﻥ ﻫﻢ ﭘﺮﻱ ﭘﻮﻫﻴ‪‬ﻱ ‪۰‬‬
‫ﻛﻠﻪ ﭼﻲ ﻳﻮﺷﺨﺺ ﺩ ﻟﻮﻣ‪‬ﻱ ‪‬ﻞ ﻟﭙﺎﺭﻩ ﻣﻼﻗﺎﺕ ﻛﻮﻩ ﺩ ﺷﺨﺺ ‪‬ﺮﮔﻨﺪﻩ ‪‬ﺎﻧﮕﻪ‬
‫ﺗ‪‬ﻟﻲ ﻭﻯ ‪‬ﻜﻪ ﺩﻣﻌﻠﻮﻣﺎﺗﻮﺩ ﺗﺒﺎﺩﻟﻲ ﻟﭙﺎﺭﻩ ﻭﺧﺖ ‪‬ﻳﺮ ﻛﻢ ﻭﻱ‪.‬ﻭﻟﻰ ﻳﻮﺑﻞ ﺳﺮﻩ ‪‬ﻳﺮﻩ‬
‫ﭘﻴﮋﻧﺪ ‪‬ﻠﻮﻱ ﺩﻏﻪ ﺳﺎﺣﻪ ﺗﻪ ﻭﺳﻌﺖ ﻭﺭﻛﻮﻱ ‪ .‬ﺧﻼﺻﻪ ﺩﺍﭼﻲ ‪‬ﺮﮔﻨﺪﻩ ‪‬ﺎﻧﮕﻪ ﺀﺩ‬
‫ﺷﺨﺼﻴﺖ ﻫﻐﻪ ﺑﺮﺧﻪ ﺩﻩ ﭼﻲ ﺩ ﺍﻧﺴﺎﻥ ﺩﺷﺨﺼﻴﺖ ﻳﻮﻩ ﺑﺮﺧﻪ ‪‬ﻜﺎﺭﻩ ﻛﻮﻱ ﭼﻲ ﻫﻢ‬
‫ﺧﭙﻠﻪ ﻏ‪‬ﻱ ﺗﻪ ﻣﻌﻠﻮﻣﻪ ﺩﻩ ﺍﻭ ﻫﻢ ﻧﻮﺭ ﺗﻪ ‪.‬‬
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‫ﺩﺷﺨﺼﻴﺖ ﻫﻨﺪﺍﺭﻩﺀ )‪(۳‬‬
‫‪‬ﻧﺪﻩﺀ ‪‬ﺎﻧﮕﻪ ) ﺳﺎﺣﻪ ﻛﻮﺭ(‬

‫‪‬ﻧﺪﻩﺀ‪‬ﺎﻧﮕﻪ ﺩﻫﻐﻪ ﭘﻴ‪‬ﻮ ‪‬ﻮﻧﻜﻲ ﺩﻩ ﭼﻲ ﺧﭙﻠﻪ ﻏ‪‬ﻱ ﺩ‪‬ﺎﻥ ﭘﻪ ﻫﻜﻠﻪ ﻧﻪ ﭘﻮﻫﻴ‪‬ﻯ‬
‫ﻭﻟﻲ ﻧﻮﺭ ﺩﺩﻩ ﭘﻪ ﻫﻜﻠﻪ ﭘﻮﻫﻴ‪‬ﻯ ‪ .‬ﻣﺜﻼ ﻳﻮ ﻏ‪‬ۍ ﺩﺧﺒﺮﻭ ﺑﻬﻴﺮ ﻛﯥ ‪‬ﻨﻲ ﺍﻟﻔﺎﻅ ﺳﻢ‬
‫ﻧﻪ ﭘﺮ‪‬ﺎٰ ٰٰﻯ ﻛﻮﻱ ﯾﺎﺩ ﻣﮑﺎﻟﻤﻲ ﭘﻪ ﻭﺧﺖ ﻛﯥ ﺧﭙﻠﻮ ‪‬ﻮﺗﻮ ﺳﺮﻩ ﺑﻮﺧﺖ ﻭﻱ ﻟﻮﺑﻲ ﻛﻮﻱ‬
‫ﺍﻭﻣﻘﺎﺑﻞ ﻟﻮﺭ ﺗﻪ ﭘﺎﻣﻠﺮﻧﻪ ﻧﻜﻮﻱ‪ .‬ﻟﻮ ﻣ‪‬ۍ ﺷﺨﺺ ﭘﻪ ﺩﻱ ﻧﻪ ﭘﻮﻫﻴ‪‬ﻱ ﭼﻲ ﻣﻘﺎﺑﻞ‬
‫ﻟﻮﺭﻱ ﻟﻪ ﻣﻮﺿﻮﻉ ﻧﻪ ﺍ‪‬ﺎﻫﻲ ﭘﻴﺪﺍ ﻛ‪‬ﻱ ﺩﻩ ﻛﻪ ﻧﻪ ﺗﺮ ‪‬ﻮ ﭘﻮﺭﻱ ﭼﻲ ﻫﻐﻪ ﺗﻪ‬
‫ﻓﻴﺪﺑﮏ ﻭﺭﻧﻪ ﮐ‪‬ﻱ ‪ .‬ﺩﺍﺩ ﻭﻳﻨﻜﻮ ﻟﭙﺎﺭﻩ ﻳﻮﻩ ﻣﻬﻤﻪ ﺩﻧﺪﻩ ﺩﻩ ﺀ ﺗﺮ ‪‬ﻮ ﭘﻮﺭﻱ ﺩ‪‬ﻧﺪﻱ‬
‫ﺳﺎﺣﻲ ﺩ ﻭ‪‬ﻛﺘﻮﺏ ﻟﭙﺎﺭﻩ ﺩ ‪‬ﻮﻧﻴﺰ ﮐﻮﺭﺱ ﭘﻪ ﻟ‪ ‬ﻛﻲ ﺯﻳﺎﺭ ﻭﺑﺎﺳﻲ‬
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‫ﺩﺷﺨﺼﻴﺖ ﻫﻨﺪﺍﺭﻩﺀ )‪(۴‬‬
‫ﭘ‪‬ﻪ ﺀ‪‬ﺎﻧﮕﻪ‪:‬‬
‫ﻟﻪ ﺩﻱ ﺳﺎﺣﻲ ﻧﻪ ﻣﻮﺧﻪ ﺀ ﻫﻐﻪ ﻣﻮﺍﺭﺩ ﺩﻱ ﭼﻲ ﺧﭙﻠﻪ ﻏ‪‬ﻱ ﺗﻪ ‪‬ﺮﮔﻨﺪﻩ ﻭﻱ ‪ ۰‬ﻭﻟﻲ‬
‫ﻧﻮﺭ ﻛﺴﺎﻧﻮ ﭘﺮﻱ ﻧﻪ ﭘﻮﻫﻴ‪ٰ‬ﻱ ﺩﺍ ﻫﻐﻪ ﻛ‪‬ﻧﯥ ﺩﻱ ﭼﻲ ﻳﻮ ﻏ‪‬ۍ ﻣﻤﻜﻨﻪ ﭘﻪ ﺧﺎﺹ‬
‫ﻣﻮﺍﺭﺩﻭ ﻛﯥ ﻟﻪ ‪‬ﺎﻧﻪ ﻭﺭﻭ ‪‬ﻲ ﻧﻪ ﺩﻧﺪﻱ ﭘﻪ ﻭﺧﺖ ﻛﯥ ‪ ۰‬ﺩﺳﺎﺭﻱ ﭘﻪ ﺗﻮ‪‬ﻪ ﻳﻮ ﻏ‪‬ۍ ﭘﻪ‬
‫ﭘ‪‬ﻪ ﻛﯥ ﻟﻪ ﻛﻮﭼﻨﻴﺎﻧﻮ ﺳﺮﻩ ﭘﻪ ﻏﺼﻲ ﺍﻭ ﻏﻀﺐ ﺳﺮﻩ ‪‬ﺎﻥ ﻣﺨﺎﻣﺦ ﻛﻮﻱ ﻣﻮ‪ ‬ﻛﻮﻻ ﻯ‬
‫ﺷﻮ ﺩﻏﻪ ‪‬ﺎﻧﮕﻪ ﻟﻪ ﻧﻮﺭﻭ ﺳﺮﻩ ﭘﻪ ﺟﺮﻳﺎﻥ ﭘﺮﻳ‪‬ﺩﻭ ﺍﻟﺒﺘﻪ ﺩ ﭘ‪‬ﻲ ﺳﺎﺣﻲ ﭘﻪ ﻣﻮﺭﺩ ﻛﯥ‬
‫ﺧﭙﻞ ﺷﺨﺼﻴﺖ ﺗﻪ ﻣﻮ ﻛﻤ‪‬ﺖ ﻭﺭﻛ‪‬ۍ ﻭﻱ ﺩﻏﻪ ﭘﺮﻭﺳﻪ ﺩ ﺍﻇﻬﺎﺭ ﺧﻮﺩﻱ ﻳﺎ ﺧﭙﻞ ﺩ‬
‫ﺷﺨﺼﻴﺖ ﺑﻴﺎﻧﻮﻝ ﺩﻱ ﭼﻲ ﺩﺍ ﭘﺮﻭﺳﻪ ﭘﻪ ﻛﺎﺭﻱ ﭼﺎﭘﻴرﻳﺎﻝ ﻛﯥ ﺩﺑﺎﻭﺭ ﻭ‪ ‬ﺮ‪‬ﻲ‪.‬‬
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‫ﺩﺷﺨﺼﻴﺖ ﻫﻨﺪﺍﺭﻩﺀ )‪(۴‬‬
‫ﺗﻴﺎﺭﻩ ﺀ ‪‬ﺎﻧﮕﻪ ‪:‬‬

‫ﺩﺍ ﺩﺍﻧﺴﺎﻥ ﺩ ﺷﺨﺼﻴﺖ ﻫﻐﻪ ‪‬ﺎﻧﮕﻪ ﺩﻩ ﭼﻲ ﻧﻪ ﺧﭙﻠﻪ ﻟﻪ ﻫﻐﻪ ﻧﻪ ﺧﺒﺮ ﻭﻱ ﺍﻭ ﻧﻪ ﻧﻮﺭ‬
‫ﻛﺴﺎﻥ ‪.‬ﺩﻧﻮﻱ ﻭﺿﻴﺖ ﻟﻪ ﻣﺨﺎﻣﺦ ﻛﻴﺪﻭ ﺳﺮﻩ ﻫﻐﻪ ﻣﻌﻠﻮﻣﺎﺕ ﺭﻭ‪‬ﺎﻧﻪ ﻛﻴ‪‬ﻱ ﭼﻲ ﺗﺮ‬
‫ﺍﻭﺳﻪ ﻧﻪ ﺧﭙﻠﻪ ﻏ‪‬ﻱ ﺗﻪ ﻣﻌﻠﻮﻡ ﻭﻩ ﺍﻭ ﻧﻪ ﻧﻮﺭﻭ ﻛﺴﺎﻧﻮ ﺗﻪ ﺩﺍ ﻣﻤﻜﻨﻪ ﻳﻮ ﺳﺘﻮﻧﺰﻣﻨﺪ‬
‫ﻭﺿﻌﻴﺖ ﻭﻱ ﭼﻲ ﻳﻮ ﻏ‪‬ۍ ﻟﻮ ﻣ‪‬ۍ ‪‬ﻞ ﻟﭙﺎﺭﻩ ﭘﻪ ﮊﻭﻧﺪ ﻛﻲ ﻟﻪ ﻫﻐﻪ ﺳﺮﻩ ﻣﺨﺎﻣﺦ‬
‫ﻛﻴ‪‬ﻱ ﻟﻪ ﺑﻠﻲ ﺧﻮﺍ ﺩﺍ ﻣﻤﻜﻨﻪ ﺩﻩ ﭼﻲ ﻳﻮ ﺍﻧﺴﺎﻥ ﺩ ﺷﺨﺼﻴﺖ ﺗﻴﺮ ﺗﺎﺭﻳﺦ ﭘ‪ ‬ﻭﺳﺎﺗﻞ‬
‫ﺷﻲ ﭼﻲ ﻫﻴ‪ ‬ﻛﻠﻪ ﺧﭙﻠﻪ ﺷﺨﺺ ﺍﻭ ﻧﻮﺭﻭ ﺗﻪ ﺭﻭ‪‬ﺎﻧﻪ ﺍﻭ ﻣﻌﻠﻮﻣﻪ ﻧﻮﻱ ﺍﻭ ﻫﻴ‪ ‬ﻛﻠﻪ ﭘﻪ‬
‫ﭼﺎﺗﻪ ﺩ ﻻﺳﺘﻪ ﺭﺍﻭ‪‬ﻭ ﻭ‪ ‬ﻧﻮﻱ ‪۰‬‬
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‫ﻣﺪﯾﺮﯾﺖ ﺩﺍﺻﻮﻟﻮﻟﻮ ﺍ ﻭ ﻣﻘﺮﺭﺍﺕ ﭘﺮﺑﻨﺴ‪‬‬
‫ﻣﺪﯾﺮﯾﺖ ﺩﻣﻮﺧﻮ ﭘﺮ ﺑﻨﺴ‪‬‬

‫‪:‬‬
‫ ﻣﺪﯾﺮﯾﺖ ﺩ ‪‬ﺎﺭ ﺍﻭ ﻛﻨ‪‬ﺮﻭﻝ ﭘﺮ ﺑﻨﺴ‪ / ‬ﻛﺎﺭﻯ‬

‫ﺗﮓ ﻟﻮﺭۍ‬
‫ ﻣﺪﯾﺮﯾﺖ ﺩﻭﺍﻙ ﺩﻭﺭﻛ‪‬ﻱ ﭘﺮﺑﻨﺴ‪‬‬

‫دﻧﺪﻩ‬
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‫ﺩﻣﺪﻳﺮﻳﺖ ﺑﻴﻼﺑﻴﻠﻮ ﺭﻭﺷﻮﻧﻪ )‪(۲‬‬
‫ ﻣﺪﯾﺮﯾﺖ ﺩﻭﺍﻙ ﺩﻭﺭﻛ‪‬ﻱ ﭘﺮﺑﻨﺴ‪‬‬
‫دﻧﺪﻩ‬
‫ ﻣﺪﯾﺮﯾﺖ ﺩ ﻣﺮ ﺧﻴ‪‬ﻳﻮ ) ﺳﻤﺎ ﺭﻭﻕ( ‪‬ﻮﻟﻮﻟﻮ ﭘﺮ ﺑﻨﺴ‪: ‬‬
‫ﭘﻪ ﺩﻯ ‪‬ﻭﻝ ﻣﺪﻳﺮﻳﺖ ﻛﯥ ﻫﺮ ﻏ‪‬ۍ ﻟﻜﻪ ﻣﺮ ﺧﻴ‪‬ﻱ‬
‫ﻏﻮﻧﺪﻯ ﭘﻪ ﺧ‪‬ﻪ ﻛﯥ ﺑﻨﺪ ﻭﻯ ﻛﻠﻪ ﭼﯥ ﺑﻞ ‪‬ﻮﻙ‬
‫ﻭﻏﻮﺍ‪‬ﻯ ﻫﻐﻪ ﺑﻬﺮ ﻭﻛﺎ ‪‬ﻯ ‪ ،‬ﺩ ﻣﺮ ﺧﻴ‪‬ﻯ ﺳﺮ ﻟﻪ ﺗﻨﻪ‬
‫ﺟﻼ ﻛﻴ‪‬ﻯ‬
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‫ﻣﺪﯾﺮﯾﺖ ﺩ ﺍﺻﻮﻟﻮ ﺍﻭ ﻣﻘﺮﺭﺍﺗﻮ ﭘﻪ ﻧﺸﺘﻮﺍﻟﻲ ﻛﯥ‬
‫ ﻣﺪﯾﺮﯾﺖ ﺩ ﭼﻮﺭ ﻟﻜﯥ ﭘﺮﺑﻨﺴ‪: ‬‬
‫“ ﭘﻪ ﺩﻯ ‪‬ﻭﻝ ﻣﺪﻳﺮﻳﺖ ﻛﯥ ‪ ،‬ﻣﺪﻳﺮ ﺩ ‪‬ﻮﻟﻮ ﭘﺮ ﺳﺮ ﻟﻜﻪ ﭼﻮﺭﻟﻜﻪ ﺍﻟﻮﺯﯤ ﺍﻭ ﭘﻪ ﺗﺪﺭﻳﺠﻲ ‪‬ﻭﻝ ﻛﺘﻪ‬
‫ﺭﺍ‪‬ﻰ ‪ ‬ﻳﺮﻯ ﺩﻭ‪‬ﻯ ﺍﻭ ﺧﺎ ﻭﺭﻯ ﭘﻮﺭﺗﻪ ﻛﻮﯤ ﺑﻴﺎ ‪‬ﻠﯥ ﭘﻪ ﭼ‪‬ﻜﻪ ﺗﻮﮔﻪ ﻟﻮ‪ ‬ﻭﺍﻟﯥ ﻧﻴﺴﯥ‬
‫ ﻣﺪﯾﺮﯾﺖ ﺩ ﺗﻴﻨﺲ ﻣﻴﺰ ﭘﺮ ﺑﻨﺴ‪: ‬‬
‫“ ﭘﻪ ﺩﻯ ‪‬ﻭﻝ ﻣﺪﻳﺮﻳﺖ ﻛﯥ ﻏ‪‬ﻯ ‪‬ﻮﻝ ﻛﺎﺭﻭﻧﻪ ﻟﻜﻪ ﺩ ﺗﻴﻨﺲ ﺗﻮﭖ ﻳﻮ ﺑﻞ ﺗﻪ‬

‫ﻭﺭ ﺍﭼﻮﻯ ﻛﻪ ﻛﺎﺭﻭﻧﻪ ﺳﺮﺗﻪ ﻭﺭﺳﻴ‪‬ﻯ ﺍﻭ ﻛﻪ ﻭﻧﻪ ﺳﻴ‪‬ﻯ‬
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‫ﺩ ﻣﺎﻣﻮﺭﯾﺖ ﺷﺮﺣﻪ‬
‫ﻣﺎﻣﻮﺭﯾﺖ “ﺩ ﺍﺩﺍﺭﻯ ﺩ ﺷﺘﻮﺍﻟﻰ ﻟﭙﺎﺭﻩ ﺯﻣﻮ‪ ‬ﺩ ﻟﻴﻞ ‪ ،،‬ﺍﻭ ﻫﺮ ﻫﻐﻪ ‪‬ﻪ ﭼﻲ ﺳﺮ ﺗﻪ ﺭﺳﻴ‪‬‬
‫ﻱ‪۰‬‬
‫ﺩﺍ ﺩ ﺍﺩﺍﺭﻯ ﺩ ﻣﻮﺧﻮ ﻳﻮﻩ ﺳﺎﺩﻩ ﺷﺮﺣﻪ ﺩﻩ ﭼﯥ ﺩ ‪‬ﻴﻢ ‪‬ﻮﻟﻮ ﻏ‪‬ﻭ ﺗﻪ ‪‬ﺮﮔﻨﺪﻩ ﻭﻯ‬
‫ﺩﻣﺎﻣﻮﺭﻳﺖ ﺷﺮﺣﻪ ﺑﺎﻳﺪ ﺩﻯ ﺩﻏﻮ ‪‬ﺎﻧﮕ‪ ‬ﺗﻴﺎﻭ ﺩﺭﻟﻮﺩﻧﻜﯥ ﻭﻯ ‪۰‬‬
‫‪ z‬ﺭﻭ‪‬ﺎﻧﺘﻴﺎ ﺍﻭ ﻭﺿﺎﺣﺖ‬
‫‪ z‬ﺩﺍﺟﺰﺍﻭ ﭘﻪ ‪‬ﻭﻝ ﻟﻨ‪‬‬
‫‪ z‬ﻳﻮﺍﻟۍ ﺍﻭ ﺳﻤﻮﻥ‬
‫‪ z‬ﻣﻌﺘﺒﺮﻩ ﺍﻭ ﺩﻗﻴﻘﻪ‬
‫ﻣ‬ ‫ﻣﺎ‬
‫ﻳ‬ ‫ﻮر‬
‫ﺖ‬
‫‪154‬‬
‫ﻟﻴﺪﻧﻪ ‪/‬ﻟﺮ ﻟﻴﺪ‬
‫ﻟﻴﺪﻧﻪ ‪/‬ﻟﻴﺮﻯ ﻟﻴﺪ ﺯﻣﻮ‪ ‬ﺩ ﻣﻨ‪‬ﻨﻲ ﭘ‪‬ﻮ ﻏﻮ‪‬ﺘﻮﻧﻮ ﺷﺮﺣﻪ ﺩﻩ ‪ ./‬ﻳﻮﺍﺯﻯ ﻫﻐﻪ ﻭﺧﺖ‬
‫ﻛﻮﻻﻱ ﺷﻮ ﺩ ﻳﻮﻩ ﻟﺮ ﻟﻴﺪ ﺩﺭﻟﻮﺩﻧﻜﯥ ﻭﻭﺳﻮ ﭼﯥ ﺧﭙﻠﻲ ﭘ‪‬ﻲ ﻏﻮ‪‬ﺘﻨﻰ ﺍﻭ ﺗﻔﻜﺮﺍﺕ‬
‫ﻣﺠﺴﻢ ﻛ‪‬ﻭ ‪۰‬‬
‫ﻟﻴﺮﻯ ﻟﻴﺪ ﺩ ﻳﻮﻯ ﺍﺩﺍﺭﯤ ﺩ ﻭﺭﻭﺳﺘۍ ﻣﻮﺧﻮ ﺷﺮﺣﻪ ﻟﻴﻚ ﻧﻪ ﻋﺒﺎﺭﺕ ﺩﻯ ﭼﯥ ﺩﻳﻮﻯ‬
‫ﺍﺩﺍﺭﯤ ﺩ ﻏ‪‬ﻭ ﺗ‪‬ﻭﻥ ﺩ ﻣﻨ‪ ‬ﺗﻪ ﺭﺍﺗﮓ ﺑﺎ ﻋﺚ ﻛﻴ‪‬ﻯ‬
‫ﻟﻴﺮﻯ ﻟﻴﺪ ﺑﺎﻳﺪ ﺍﺣﺴﺎﺱ ﺷﻰ‬
‫ﺩﭘﺎﻡ ﻭ‪ : ‬ﻟﻴﺪﻧﻪ ﻟﻜﻪ ﺩ ﻳﻮﻩ ‪‬ﺮﺍﻍ ﺍﻭ ﻣﺸﻌﻞ ﭘﻪ ‪‬ﻴﺮ‬

‫ﺩﻩ ﭼﯥ ﺍﺩﺍﺭﻯ ﺗﻪ ﺭڼﺎ ﻭﺭ ﺑﺨﻲ‬
‫‪155‬‬
‫ﺍﺭﺯ‪‬ﺘﻮﻧﻪ‬
‫ﻛﻮﻡ ﺷۍ ﺗﺎﺳﻰ ﺳﺮﻩ ﻣﺮﺳﺘﻪ ﻛﻮﻯ ﺗﺮ ‪‬ﻮﭘﻮﺭﻯ ﺧﭙﻞ ﻣﺎﻣﻮﺭﻳﺖ ﺳﺮ ﺗﻪ ﻭﺭﺳﻮۍ ﺍﻭ ﺧﭙﻞ‬
‫ﺩ ﻟﻴﺮىﻠﻴﺪ ﻟﻴﺪﻧﻪ ﻻﺳﺘﻪ ﺭﺍﻭ‪‬ۍ‬
‫ﺑﻴﻠﮕﯥ ‪:‬‬
‫• ﮐﺎﺭﯼ ﻭﺟﺪﺍﻥ ‪ /‬ﺻﺪﺍﻗﺖ ‪ /‬ﺑﺎﻭﺭ ‪ /‬ﺩﺭﻧﺎﻭۍ‬
‫• ﺩ‪‬ﻴﻢ ﺍﻭ ‪‬ﻟﻴﺰ ﻛﺎﺭ ﺭﻭﺣﻴﻪ‬
‫• ﺣﺴﺎﺏ ﻭﺭﻛﻮﻧﻪ‬
‫• ﺍﻓﻬﺎﻡ ﻭ ﺗﻔﻬﯿﻢ‪/‬ﺍ‪‬ﻳﻜﯥ‬
‫• ﺩﻗﺎﻧﻮﻧﻤﻨﺪۍﻣﻨ‪‬ﺘﻪ ﺭﺍﻭ‪‬ﻧﻪ‬
‫• ﻟﻪ ﺍﺑﺘﻜﺎﺭﺍﺗﻮ ﻧﻪ ﻭﻳﺎ‪‬ﻧﻪ ﺍﻭ ﻫﻐﻮ ﺗﻪ ﺑﺪ ﻳﻞ‬
‫• ﺩ ﻛﺎﺭ ﻛﻮﻧﻜﻮ ﭘﺮﺍﺧﺘﻴﺎ ﺍﻭ ﻧﻮﺭ‬
‫‪156‬‬
‫ﺩﻭﺍﻙ ﺩﺳﭙﺎﺭﻟﻮ ﺍﺻﻮﻝ‬
‫ﺩﺳﭙﺎﺭﻟﻮ ﻭ‪ ‬ﻭﺍﻙ ﺍﻭ ﻭﻧ‪‬ﻯ ﺩ ﻛﭽﻲ ‪‬ﺎﻛﻞ ﺍﻭ ‪‬ﺎﻧﮕ‪‬ىﻜﻴﺪﻝ‬ ‫ﺩ ﺻﻼﺣﻴﺖ‬

‫ﺩﻭﺭﻛ‪‬ﻱ‬
‫ﻃﺮ ﺯﺍﻟﻌﻤﻞ ﺑﻞ‬
‫ﺩ ﭘﺸﭙ‪‬ﻩ ﻫﻮ‪ ‬ﺍﺧﻴﺴﺘﻨﻪ‬ ‫ﻛﺲ ﺗﻪ‬
‫ﺩﺣﺴﺎﺏ ﻭﺭ ﻛﻮﻧﻲ ﺍﻭ ﻭﻧ‪‬ﻩ ﻣﻨﻠﻮ ﺗﻪ ﺗﻴﺎﺭۍ‬
‫ﺩﺑﻠﻨﻰ ﭘﻪ ﺗﻮﮔﻪ ﺩ ﻭﺭﺳﭙﺎﺭﻝ ﺷﻮﻯ ﺩﻧﺪﻯ ﻣﺠﺴﻢ ﻛﻮﻝ ‪ ،‬ﺧﻮ ﺩﺍﺳﻲ ﺑﻠﻞ ﻧﻪ‬
‫ﭼﯥ ﻟﻪ ﺗﻮﺍﻧﻪ ﭘﻮﺭﺗﻪ ﻭﻯ ) ﺩﺯ‪‬ﻩ ﺳﻮ‪‬ﻭﺍﻟﯥ ﺍﻭ ‪‬ﺎﻥ ﺭﺍﺿﻰ ﻛﻴﺪﻭ ﺩ‬
‫ﻣﺨﻨﻴﻮﻯ ﭘﻪ ﺧﺎﻃﺮ‬
‫ﺩﻣﻨﻈﻤﻲ ﺑﻴﺎ ﻭﺭﻛﻮﻧﻲ )ﻓﻴﺪ ﺑﻚ ( ﻏﻮ‪‬ﺘﻨﻪ ﺍﻭ ﺩ ﺍ‪‬ﺗﻴﺎﻭ ﭘﻪ ﻭﺧﺖ ﻛﯥ‬
‫ﻻﺭ‪‬ﻮﻧﻪ‬
‫‪157‬‬
‫ﺩﺩ ﻧﺪﻭ ﺑﺮﺍﺑﺮﻯ ‪ /‬ﺩﻣﺸﺮۍ ﺩ ﻧﺪﯤ‬
‫‪۱۰۰ %‬‬
‫ﺩﺩﻧﺪﻭ ﻓﻌﺎﻟﻴﺖ ‪ /‬ﺗﺨﻨﻴﻜﻰ‬
‫ﺩﻛﺎﺭ ﻓﻴﺼﺪي‬
‫ﺩﻣﺸﺮۍ ﺩﻧﺪﻱ‬
‫‪۰%‬‬
‫‪‬ﻴ‪ ‬ﻣﻮﻗﻒ‬ ‫ﻟﻮ‪ ‬ﻣﻮﻗﻒ‬
‫ﺩﻣﺮﺍﺗﺒﻮ ﺳﻠﺴﻠﻪ‬
‫‪158‬‬
‫ﺩﻫ‪‬ﻮﻧﻲ ﺍﻭ ﺧﻮﺯ‪‬ﺖ ﺩ ﻣﻨ‪ ‬ﺗﻪ ﺭﺍﻭ‪‬ﻟﻮ ﭘ‪‬ﺍﻭﻧﻪ‬

‫ﻭﻳﻞ ﺩ ﺍﻭﺭﻳﺪﻟﻮ ﻣﻔﻬﻮﻡ ﻧﻪ ﺭﺳﻮﻯ‬
‫ﺍﻭﺭﻳﺪﻝ ﺩ ﺩﺭﻙ ﻛﻮﻟﻮ ﻣﻔﻬﻮﻡ ﻧﻪ ﺍﻓﺎﺩﻩ ﻛﻮﻯ‬
‫ﺳﺎﺗﻨﻪ‬
‫)ﺣﻤﺎﯾﺖ(‬ ‫ﺩﺭﻙ ﻛﻮﻝ ﺩ ﻧﻈﺮﺩﻳﻮﺍﻟﯥ ﻣﻔﻬﻮﻡ ﻧﻪ ﺭﺳﻮﻯ‬
‫اړﻳﻜﯥ او ﻣﻔﺎهﻤﻪ‬
‫ﺗ‪‬ﻭﻥ ﻛﻮﻝ ﭘﻪ ﺧﺎﻃﺮ ﻟﺮﻭﻟﻮ ﻣﻔﻬﻮﻡ ﻧﻪ ﺭﺳﻮﻯ‬
‫ﮔ‪‬ﻭﻥ ﺍﻭ ﺍ‪‬ﻳﻜﯥ‬
‫ﭘﻪ ﻳﺎﺩ ﻟﺮﻝ ﺩ ﻛ‪‬ﻭﻧﻮ ﻣﻔﻬﻮﻡ ﻧﻪ ﺭﺳﻮﻯ‬
‫ﺩ ﻭﺍﻙ ﻭﺭﻛ‪‬ﻩ ﺍﻭ ﻻﺭ‪‬ﻮﻧﻪ‬
‫ﻛ‪‬ﻧﻲ ﺩ ﺩ ﻭﺍ ﻡ ﺩﺍﺭﻯ ﻣﻔﻬﻮﻡ ﻧﻪ ﺭﺳﻮﻯ‬
‫ﭘﻪ ﻳﺎﺩ ﺭﺍﻭ‪‬ﻝ ﺩ ﻣﺰﺍﻳﺎ ﻭ‪‬ﺎ ﻧﮕ‪‬ﻯ‬
‫ﻛﻴﺪﻝ‬
‫‪159‬‬
‫ﺩﺍﺳﺘﻌﺪﺍﺩﻭﻧﻮ ﻟﻮ‪‬ﻭﺍﻟۍ ‪ +‬ﺩﻛﺎﺭ ﻛﻮﻧﻜﻮ ﻇﺮﻓﯿﺖ‬
‫ﭘﻪ ﻳﻮﻩ ﺍﺩﺍﺭﻩ ﻳﺎ ﻣﻮﺳﺴﻪ ﻛﯥ ﺩﻏﻮﺭﻩ ﺗﻮﺑﻮﻧﻮ ﻣﻨ‪ ‬ﺗﻪ ﺭﺍﻭ‪‬ﻟﻮ ﻻﺭﻯ ﭼﺎﺭﻯ ﻋﺒﺎﺭﺕ ﺩﻯ ﻟﻪ ‪:‬‬
‫• ﺩﺩﻧﺪﻯ ﭼﺎﭘﻴﺮ ﻳﺎﻝ ﭘﺮﺍﺧﺘﻴﺎ‬
‫• ﺩﺩﻧﺪﻭ ﺑﺪﺍﻳﯥ ﺗﻮﺏ‬
‫• ﺩﺩﻧﺪﻭ ‪‬ﺮ ﺧﻴﺪﻝ‬
‫ﺍﺳﺘﻌﺪﺍﺩ ﻓﻄﺮﯼ ﺩﻩ ﻭﻟﻰ ﻛﻠﻪ ﭼﯥ ﭘﻪ ‪‬ﮔﺮ ﻛﯥ ﻛﻴ‪‬ﻮﺩﻝ ﺷﻰ ﭘﻪ ﻇﺮ ﻓﻴﺖ ﺑﺎﻧﺪﻯ ﺑﺪ ﻟﻴ‪‬ﻯ ‪..‬‬
‫‪160‬‬
‫ﻣﺸﺮﻱ ﺍﻭ ﻫ‪‬ﻮﻧﻲ‬
‫‪‬ﺎﻧﯥ ﻣﻮﺧﻰ‬ ‫ﮔ‪‬ﻯ ﻣﻮﺧﻰ‬
‫ﺑﻬﺮﻧﻲ ﻫ‪‬ﻮﻧﻲ ﺩ ﺧﻮﺯ‪‬ﺖ ﺍﻭ ﻫ‪‬ﻮﻧﻮ ﻟﭙﺎﺭﻩ‬
‫ﮔ‪‬ﻱ ﻣﻮﺧﻰ =‪‬ﺎﻧﻰ ﻣﻮﺧﻰ‬
‫ﺩ ﺭ‪‬ﺘﻴﻨﻲ ﻫ‪‬ﻮﻧﻲ ﺍﻭ‬

‫ﺧﻮﺯ‪‬ﺖ ﻣﻨ‪ ‬ﺗﻪ ﺭﺍﻭ‪‬ﻝ‬
‫ﻫﻴ‪‬ﻮﻙ ﻧﺸﻲ ﻛﻮﻻﻱ ﺧﻮﺯ‪‬ﺖ ﺍﻭ ﻫ‪‬ﻮﻧﻲ ﺩ ﺑﻞ ﭼﺎ ﭘﻪ ‪‬ﺎﻥ ﻛﯥ ﻣﻨ‪ ‬ﺗﻪ ﺭﺍﻭ‪‬ﻯ‬
‫ﻣ‪‬ﺮ ﺩﺍ ﭼﯥ ﺧﭙﻠﻪ ﻏ‪‬ۍ ﺩ ﻣﻨﻠﻮﻟﭙﺎﺭﻩ ﺗﻴﺎﺭﯤ ﻭﻟﺮﻱ‬
‫‪161‬‬
‫ﻟﻪ ‪‬ﺎﻧﻪ ﺭﺍﺿﻲ ‪ /‬ﺯ‪‬ﻩ ﻣﺎﺗﻲ‬
‫د ﻧﻔﺲ ﻋﺰت‬ ‫ﻟﻮ‪‬‬

‫‪‬ﺎﻧﺘﻪ ﺩ ﺍﺭﺯ‪‬ﺖ ﺍﺣﺴﺎﺳﻮﻝ‬
‫ﻟﻪ ‪‬ﺎﻧﻪ ﺭﺍﺿﻲ‬ ‫ﺑﺮﻳﺎﻟﻰ‬

‫)ﻣﺘﮑﺒﺮ(‬
‫ﺯ‪‬ﻩ ﻣﺎﺗۍ ﺍﻭ ﺟﮕﺮ‬

‫ﻛﺘﻪ‬ ‫ﻧﺎﮐﺎﻡ‬
‫ﺧﻮﻧﻪ‬
‫ﻏﻮ‪‬ﺘﻨﻰ‬
‫‪‬ﻴ‪‬‬ ‫ﻟﻮړ‬
‫‪162‬‬
‫ﺩﻛﺎﺭ ﻛﻮﻧﻜﻮ ﺍ‪‬ﺗﻴﺎﻭﻯ‬
‫ﺩﻭﺍﻙ ﺍﻭﺻﻼﺧﻴﺖ ﻭﺭﻛ‪‬ﻩ ﺍﻭ ﺩ ﻭﻧ‪‬ﻱ ﻣﻨﻞ‬ ‫•‬

‫ﻳﻮﻯ ﺍﺩﺍﺭﻱ ﻳﺎ ﻣﻮﺳﺴﻰ ﺳﺮﻩ ﺩ ﺗ‪‬ﺍﻭ ﻭﻳﺎ‪ ‬ﺩﺭﻟﻮﺩﻧﻪ‬ ‫•‬
‫ﻟﻪ ﺭﻳﺴﺎﻧﻮ ﺍﻭ ﻛﺎﺭ ﻛﻮﻧﻜﻮ ﺳﺮﻩ ﺩ ‪‬ﻮ ﺍ‪‬ﻳﻜﻮ ﺩﺭﻟﻮﺩﻝ‬ ‫•‬
‫ﻟﻪ ﻛ‪‬ﻭﻧﻮ ﺍﻭ ﻧﻮ‪‬ﺘﻮﻧﻮ ﻧﻪ ﺳﺘﺎﻳﻨﻪ ﺍﻭ ﭘﻴﮋﻧﺪﻧﻪ‬ ‫•‬
‫•‪…..‬‬
‫! ﻻﻧﺪﻧﻲ ﻣﺴﺎﻳﻞ ﺑﺎﻳﺪ ﺩ ﻣﺪﻳﺮ ﻟﻪ ﺧﻮﺍ‬

‫ﻣﻮ‪ ‬ﻛﺎﺭ ﻛﻮﻧﻜﯥ ﻳﻮ‬ ‫ﺗﺸﺨﻴﺺ ﺍﻭ ﻭﭘﻴﮋﻧﺪﻝ ﺷﻲ ﺍﻭ ﭘﻪ ﭘﺎﻡ ﻛﯥ‬
‫ﻭﻧﻴﻮﻝ ﺷﻲ ﺗﺮ ‪‬ﻮ ﻛﺎﺭﻯ ﻓﻀﺎ ﻣﻨ‪ ‬ﺗﻪ‬
‫ﺭﺍﺷﻰ‬
‫‪163‬‬
‫ﻭﻟﯥ ﻣﺪﻳﺮﺍﻥ ﭘﺎﺗﯥ ﺭﺍ‪‬ﻰ ؟‬
‫ﺑﻴﯥ ‪‬ﺎﻳﻪ ﻣﻐﺮﻭﺭﻳﺪﻝ‬ ‫‪z‬‬
‫‪‬ﺎﻥ ﻟﻴﺪ ﻧﻪ ﺍﻭ ﻟﻪ ﺣﺪﻩ ﻭﺗﻠﻲ ﺍﺣﺴﺎﺳﺎ ﺗﯥ ﻛﻴﺪﻝ‬ ‫‪z‬‬
‫ﹾﯥ ﺍﻭ ﻟﻪ ﺭﻳ‪‬ﺘﻴﻨﻮﻟۍ ﺍﻭ ﻭﺍﻗﻌﻴﺖ ﻧﻪ ﺗﻴ‪‬ﺘﻪ‬ ‫ﺑﯥ ﻭﺍﻛ‬ ‫‪z‬‬
‫ﻟﻪ ﺣﺪﻩ ﻭﺗﻠﻲ ‪‬ﺎﻥ ﺳﺎﺗﻨﻪ ﺍﻭ ﭘﻪ ‪‬ﻴﺮ ﻟﻴﺪ ﻧﻪ‬ ‫‪z‬‬
‫ﻪ‬‫ﻧ‬ ‫ﺭ‬ ‫ﺎ‬‫ﻛ‬ ‫ﻪ‬‫ﻟ‬ ‫ﺑﺎﺭﻭﺭ ﻧﻪ ﻛﻮﻝ‬ ‫‪z‬‬

‫‪‬ﺘﻪ‬‫ﻴ‬ ‫ﺗ‬
‫ﺭﻓﺘﺎﺭ‪ /‬ﻧﺎﻣﻨﺎﺳﺒﻪ ﺑﺮﺧﻮﺭﺩ‬ ‫‪z‬‬
‫ﻟﻪ ﻗﻮﺍﻧﯿﻨﻮ ‪‬ﺨﻪ ﺳﺮ ﻏ‪‬ﻭﻧﻪ‬ ‫‪z‬‬
‫ﺭﺳﻢ ﺍﻭ ﺭﻭﺍﺝ ﻣﺎﺗﻮﻧﻪ‬ ‫‪z‬‬
‫ﺑﻲ ﺍﻏﻴﺰﻯ ﺍﻭ ﻟﺠﻮﺟﺎﻧﻪ ﻣﺨﺎﻟﻔﺖ‬ ‫‪z‬‬
‫ْﯥ ﭘﻪ ‪‬ﻮﻟﻮ ﺣﺎﻻﺗﻮ ﻛﯥ ‪‬ﻮﻝ ﺷﻴﺎﻥ ‪‬ﻪ‬‫ﮐﻤﺎﻝ ﻏﻮ‪‬ﺘﻮﻧﻜۍ ) ‪‬ﻴﻨﮕﺎﺭ ﭘﻪ ﺩٰﻯ ﭼ‬ ‫‪z‬‬
‫ﻭٰٰﻯ (‬
‫ﻟﻪ ﺣﺪﻩ ﻭﺗﻠﻲ ﺑﺴﻴﺎ ﻭﺍﻟۍ ﺍﻭ ﻣﺸﻐﻮﻟﺘﻴﺎ‬ ‫‪z‬‬
‫‪164‬‬
‫ﻭ ﺍﺩﺍﺭﻩ ﮐﻮﻝ‬‫ﺩﺷﺨ‬
‫ﻢ ﻓﺼﻞ‬‫ﭘﻨ‬
165
‫ﺩﺑﻴﻼ ﺑﻴﻠﻮ ﺷﺨ‪‬ﻭ ﭘﻪ ﻫﻜﻠﻪ ﺑﻴﻠﮕﯥ‬
‫ﺩﺳﺮ ﭼﻴﻨﻮ ﭘﺮ ﺳﺮ ﺷﺨ‪‬ﻯ ﺍﻭ ﺩ ﻫﻐﻮ ﺩﻭﻳﺶ ‪‬ﺮﻧﮕﻮﺍﻟۍ‬
‫دب ﻣﻮﺧﻲ‬
‫اﻟﻒ ﻣﻮﺧﻰ‬
‫ﺩﺑﻴﻼ ﺑﻴﻠﻮ ﻣﻮﺧﻮ ﭘﺮ ﺳﺮ ﺷﺨ‪‬ﻯ‬
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‫‪ ٢‬ﺩﺑﻴﻼ ﺑﻴﻠﻮ ﺷﺨ‪‬ﭘﻪ ﻫﻜﻠﻪ ﺑﻴﻠﮕﻰ‬
‫ﺩ ﺣﺎ ﻻ ﺗﻮ ﭘﺮ ﺑﻨﺴ‪ ‬ﺷﺨ‪‬ﻯ ﺍﻭ ﺩ‬ ‫ﺩ ﻧﻘﺸﻮﻧﻮ ﭘﺮ ﺳﺮ ﺷﺨ‪‬ﻯ‬

‫ﭘﺎﻳﻠﻮ ﻻﺳﺘﻪ ﺭﺍﻭ‪‬ﻧﻪ‬
‫رﺋﻴﺲ‬
‫!!!!‬
‫ﺩﺍ‪‬ﻳﻜﻮ –ﺧﭙﻠﻮﻯ ﭘﺮ ﺳﺮ ﺷﺨ‪‬ﻯ‬

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‫ﺩ ﺷﺨ‪‬ﻭ ﻛﭽﻰ‬
‫ﺩﺷﺨ‪‬ﻭ ﺷﺪ ﺕ ﺩ ﺟﮕ‪‬ﻯ ﺗﺮ ﭘﻮﻟﻲ ‪ ،‬ﺩ ﺷﺎ ﺗﮓ ﻧﻪ ﻣﻨﻞ ‪ ،‬ﺩﮔﻮﺕ‬ ‫‪-‬‬

‫‪5‬‬ ‫‪‬ﻨ‪‬ﻧﻮ ﺍﻭ ﺑﻨﺪﻳﺰﻭﻧﻮ ﺍﻋﻼ ﻧﻮﻝ ‪۰‬‬
‫ﻳﻮ ﺗﺮ ﺑﻠﻪ ﺩ ﻳﻮﺍﻟﻲ ﺩ ﺭﻭﺣﻰ ﻟﻪ ﻣﻨ‪‬ﻪ ﺗﻠﻞ ﺩ ﮔﻮﺕ ‪‬ﻨ‪ ‬ﻧﻰ ﺍﻭ ﻧﺎ‬
‫‪4‬‬ ‫ﺑﺎﻭﺭۍ ﻟﻮ‪ ‬ﻭﺍﻟۍ ﺩ ‪‬ﻳﺮﻭ ﺷﺨ‪‬ﻭ ﻟﻮ‪ ‬ﻭﺍﻟۍ ﺍﻭ ﺑﻨﺪ ﻳﺰﻭﻧﻮ ﺗﻪ ﺯﻭﺭ‬
‫ﻭﺭﻛﻮﻝ‬
‫ﻛﻠﻚ ﻧﻴﻮﻧﻜﻰ ﻣﻮﻗﻔﻮﻧﻪ ‪ ،‬ﺧ‪‬ﻩ ‪ ،‬ﻓﻀﺎ ‪،‬‬

‫‪3‬‬ ‫ﻟﻤ‪‬ﻧﻲ ﮊﺑﻨﻲ ﺯﻭﺭﻭﺭ ﺗﻴﺮۍ ﺍﻭ ﮔﻮ ‪ ‬ﻨ‪‬ﻧﻰ‬
‫ﺩ‬
‫ﺷ ﺨ ‪‬ﻭ ﺭۍ‬
‫ﺩ ﺍﺧﺘﻼﻓﻮﻧﻮ ﺭﺍ ﻣﻨ‪ ‬ﺗﻪ ﻛﻴﺪﻝ ﺍﻭ‬
‫ﻟﻮ‬
‫ﺗﮓ‬
‫‪2‬‬ ‫ﺩ ﻟﻤ‪‬ﻧﻲ ﺑﺪ ﻟﻴﺪﻧﻲ ﺍﺣﺴﺎﺱ‬
‫ﻣﻨ‪ ‬ﺗﻪ ﺭﺍ ﺗﻠﻞ‬
‫ﺧﺒﺮﻱ ‪ ،‬ﺍﺗﺮﻯ ﺍﻭ ﻣﺸﺎﺟﺮﻯ‬

‫‪1‬‬ ‫‪+‬‬
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‫ﭘﻮﻫﻴﺪﻝ )ﺍﺩﺭﺍﻙ (‬
‫ﺍﺭﺯ‪‬ﺘﻮﻧﻪ ‪ ،‬ﻣﻔﻜﻮﺭﻯ ﻋﻘﻴﺪﻯ ‪ ،‬ﺩ‬

‫ﺑﺮﺧﻮﺭﺩﻭﻧﻮ ‪‬ﺮ ﻧﮕﻮﺍﻟۍ ﺩ ‪‬ﺎﻛﻠﻮ‬
‫ﻫﻴﻠﻮ ﺳﺒﺐ ﮔﺮ ‪‬ﻰ ‪۰‬‬
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‫ﺍﺩﺭﺍﮎ‬
‫ﺩﺍ ‪‬ﻭﻝ ﻫﻴﻠﻰ ﭘﻪ ﻭﮔ‪‬ﻭ ﻛﯥ‬

‫ﺩ ﻳﻮ ‪‬ﻭﻝ ‪‬ﺎ ﻛﻠﻰ ﺑﺮ ﺧﻮﺭﺩ ﺩ‬
‫ﭘﺎ‪‬ﻮﻥ ﺳﺒﺐ ﮔﺮ ‪‬ﻰ‬
‫ﺩﺍ ﻋﻮﺍﻣﻞ ﺯﻣﻮ‪‬‬

‫ﭘﺨﻮﺍﻧﻲ ﺍﺣﺴﺎﺳﺎﺕ ﺍﻭ‬
‫ﺗﻔﻜﺮﺍﺕ ﺭﺍﭘﺎﺭﻭﻯ ‪.‬‬
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‫ﺍﺩﺭﺍﮎ‬
‫ﺯﻣﻮﻧ‪ ‬ﻛ‪‬ﻩ ﻭ‪‬ﻩ ﺩ ‪‬ﺎﻥ ﭘﻪ ﺍﺯﻣﻮﻳﻠﻮ ﺍﻭ ﭘﺮ ﻧﻮﺭﻭ ﻏ‪‬ﺘﻠﻰ ﺍﻏﻴﺰﻩ ﻟﺮﻯ ‪.‬‬
‫ﺩ ﻧﻮﺭ ﻭ ﭘﻪ ﻫﻜﻠﻪ ﻣﻨﻔﻰ ﺍﺣﺴﺎﺱ )ﻏﺼﻪ ( ﺩﺍ‪‬ﻳﻜﻮ ﺩ ﻛ‪ ‬ﻛﻴﭻ ﺗﻴﺎ ﻋﺎﻣﻞ ﮔﺮ ‪‬ﻰ ‪ ،‬ﺩ‬
‫‪‬ﺎﻥ ﻟﻴﺪﻧﻲ ﺍﺣﺴﺎﺱ ﺩ ﻧﻮﺭﻭ ﭘﻪ ﻧﻈﺮ ﻛ‪‬ﻰ ﺩ ﻛﺒﺮ ‪‬ﻜﺎﺭﻧﺪﻭﻯ ﺩﻯ‬
‫ﺩ ﻫﻐﻪ ﭼﺎ ﺳﺮﻩ ﻣﻌﺎﻣﻠﻪ ﻛﻮﻝ ﭼﻪ ﺩ ﺑﻴﻠﻮ ﺍﺭ ﺯ‪‬ﺘﻮﻧﻮ ﻟﺮﻭﻧﻜﯥ ﻭﻯ ﺑﻴﻼ ﺑﻴﻞ ﺩﻯ ﭼﯥ‬
‫ﻛﻮﻻﻯ ﺷﻰ ﺩ ﻋﺼﺒﺎ ﻧﻴﺖ ﻟﻪ ﭘﻮﻟﯥ ‪‬ﺨﻪ ﭘﻴﻞ ﺍﻭ ﺩ ﻣﺨﺎﻣﺦ ﻟﻮﺭﻱ ﺩ ﻧﻪ ﻣﻨﻠﻮ ﺗﺮ ﭘﻮﻟﻰ‬
‫ﭘﻮﺭﻯ ﻭﻏﺰﻳ‪‬ﻯ‬
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‫ﺩ ﺍﺩﺭﺍﻛﺎﺗﻮ ﭘﻪ ﻫﻜﻠﻪ ﺑﻴﻠﮕﻰ‬
‫‪ z‬ﺍﺭﺯ‪‬ﻮﻧﻪ ‪:‬‬
‫ﺳﺎﻟﻤﻪ ﺭﻭﻏﺘﻴﺎ ﺩ ‪‬ﻪ ﮊﻭﻧﺪ ﺑﻨﺴ‪ ‬ﺟﻮ‪‬ﻭﻯ ‪۰‬ﺮﻧﮕﻪ ﭼﻪ ﻳﻮ ﻧﺎﻣﺘﻮ ﻣﺘﻞ‬
‫ﻟﺮﻭ )ﺳﺎﻟﻤﻪ ﭘﻮﻫﻪ ﭘﻪ ﺳﺎﻟﻢ ﺑﺪﻥ ﻛﯥ ﻭﻯ (‪۰‬‬
‫‪ z‬ﺍﻋﺘﻘﺎﺩﺍﺕ‬
‫ﭘﻪ ﻭﺭ‪ ‬ﻛ‪‬ﻰ ﺩ ﻳﻮﻯ ﻣڼﻰ ﺧﻮ‪‬ﻝ ‪ ،‬ﺩﺩﺍﻛﺘﺮ ﺗﮓ ﻧﻪ ﺳ‪‬ﻯ ﮊﻏﻮﺭﻯ ‪.‬‬
‫ﺍﻧﮕﻴﺮﻧﻪ ‪ /‬ﺫﻫﻨﯿﺖ‬ ‫‪z‬‬
‫ﮊﻭﺭ ﺍﻭ ﻧﺎﻭ‪‬ﻩ ﺍﺣﺴﺎ ﺳﺎﺕ ﺩﻫﻐﻪ ﭼﺎ ﭘﻪ ﻭ‪‬ﺍﻧﺪﻯ ﭼﯥ ﺭﻭﻏﺘﻴﺎ ﻳﯥ ﺣﺎﻟﺖ ﻧﻠﺮﻯ ﻳﺎﻟﻪ‬
‫‪‬ﺎﻧﮕ‪‬ﻭ ﺧﻮﺍ‪‬ﻭ ﻧﻪ ﻳﯥ ﺧﻮﺭﻯ ﺍﻭ ﻳﺎ ﻫﻐﻪ ‪‬ﻮﻙ ﭼﯥ ﻟﻮﺑﯥ ﻧﻜﻮﻯ ‪٠‬‬
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‫ﺩ ﺷﺨ‪‬ﻭ ﭘﻪ ﺍﻭﺍﺭﻭﻟﻮ ﻛﯥ ﻟﺲ ﺑﻨﺴ‪‬ﻴﺰﻩ ‪‬ﻜﯥ‬
‫ﻏﻮ‪‬ﺘﻨﻲ ‪:‬‬
‫ﺧﭙﻞ ‪‬ﺎﻥ ﺩ )ﻭ‪‬ﻟﻮ – ﻭ‪‬ﻟﻮ ( ﻛ‪‬ﻧﻼﺭﻭ ﺳﺮﻩ ﺁﺷﻨﺎ ﻛﻮﻝ‬
‫ﺩ ﺳﺨﺘﻮ ﺧﺒﺮﻭ ﺍﺗﺮﻭ ﭘﻪ ﺗﺮ‪ ‬ﻛﯥ ﺳﺘﺎ ﺳﻮ ﺩ ﺍﺧﻴﺴﺘﻨﻰ ﻛﭽﻪ ‪،‬ﭘﺎ ﻳﻠﻮ ﺗﻪ ﺩﺭﺳﻴﺪﻭ‬
‫ﻟﭙﺎﺭﻩ ﻟﻮﻳﻪ ﻭﻧ‪‬ﻩ ﻟﻮﺑﻮﻯ ‪۰‬‬
‫ﻣﻮ‪ ‬ﻓﻄﺮ ﺗﺂ ﭘﻪ ﻫﻐﻪ ﺍﻧ‪‬ﻮﺭ ﭼﻰ ﺫﻫﻦ ﺗﻪ ﻳﯥ ﺭﺍﻭ‪‬ﻭ ﺗﻜﻴﻪ ﻭﻛ‪‬ﻭ ﻫﺮﻭ ﻣﺮﻭ ﺑﺎﻳﺪ ﭘﻪ‬
‫ﻣﺜﺒﺘﻪ ﺗﻮﮔﻪ ﻭﻯ ‪۰‬‬
‫ﭘﻼﻥ‪:‬‬
‫ﻟﻪ ﺧﺒﺮﻭ ﻛﻮﻟﻮ ﻧﻪ ﻣﺨﻜﯥ ﺗﻴﺎﺭ ﻭﻭﺳۍ ‪. ۰‬‬
‫ﺩﺧﭙﻞ ‪‬ﺎﻯ ﺍﻭ ﻣﻮﺧﻮ ‪‬ﺨﻪ ‪‬ﺍ‪ ‬ﻣﻨﻲ ﺗﺮ ﻻﺳﻪ ﻛ‪‬ﻯ ﺍﻭ ﻫ‪‬ﻪ ﻭﻛ‪‬ﻯ ﺗﺮ ‪‬ﻮ ﺩ ﺍﻭﺍﺭﻭﻟﻮ‪‬ﻳﺮﻩ ‪‬ﻪ ﺍﻭ‬
‫ﻏﻮﺭﻩ ﻻﺭﻩ ﻭﻣﻮﻣﻰ ‪۰‬‬
‫ﭼﻪ ﺗﺎﺳﻮ ﻟﭙﺎﺭﻩ ﺭ‪‬ﺘﻴﻨﻲ ﺍﻭ ‪‬ﻪ ﻧﺎ ‪‬ﻪ ﺩ ﻣﻨﻠﻮ ﻭ‪ ‬ﻭﻯ ‪۰‬‬
‫ﻧﻮﺭﻭ ﻛﻮﻣﻮ ‪‬ﺮﮔﻨﺪﻭﻧﻮ ﺍﻭ ﺷﻮﺍﻫﺪﻭ ﺍ‪‬ﺗﻴﺎ ﺷﺘﻪ ‪۰‬‬
‫ﺧﭙﻞ ﻻﺭ ﻟﻴﻚ )ﺳﺘﺮ ﺍﺗﻴﮋۍ (ﭘﻪ ﻫﻜﻠﻪ ﻓﻜﺮ ﻭﻛ‪‬ۍ ‪۰‬‬
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‫ﺩ ﺷﺨ‪‬ﻭ ﺩ ﺣﻞ ﻟﭙﺎﺭﻩ ﺩ ﭘﺎﻡ ﻭ‪ ‬ﻟﺲ ﺑﻨﺴ‪‬ﻴﺰﻩ ‪‬ﻜﯥ‬

‫ﺳﺎﺗﻞ ﺷﻮﻯ ‪‬ﻜﯥ ﺩ ﻳﻮﻯ ﺑﺮﺍﺑﺮﺍﻳﺰﻯ ﻣﺬﺍﻛﺮﻯ ﻟﭙﺎﺭﻩ ﻏﻮﺭﻩ ‪‬ﺎﻛﻨﻪ (‪:‬‬
‫ﺑﺪﻳﻞ ﺭﻭ‪‬ﺎﻧﻪ ﻛ‪‬ۍ ‪ ) .‬ﺩ ﺑﻴﺮﻭﻥ ﻭﺗﻠﻮ ‪‬ﻜﯥ (‬
‫ﻭ ﭘﻮ ﻫﻴ‪‬ۍ ﭼﯥ ﭘﻪ ‪‬ﻪ ﻣﻮﺍﻓﻘﻪ ﻭﻛ‪‬ﻯ ‪.‬‬
‫ﺯﻳﺎﺭ ﻭ ﺑﺎﺳﻰ ﭼﻪ ﺩ ﻣﻘﺎ ﺑﻞ ﻟﻮﺭﻯ ﺑﺪﻳﻞ ﻣﻌﻠﻮﻡ ﻛ‪‬ﻯ ‪.۰‬‬
‫ﭘﻪ ﺧﺒﺮﻭ ﺍﺗﺮﻭ ﺍﻭ ﺩ ﺷﺨ‪‬ﻭ ﺩ ﺣﻠﻮﻟﻮ ﭘﻪ ﺗﺮ ‪ ‬ﻛﯥ ﻏﻮ ‪‬ﺘﻨﻪ ﺩﺍﺩﻩ ﭼﻪ ﺩ ﻣﻘﺎ ﺑﻞ ﻟﻮﺭﻯ‬
‫ﺑﺪﻝ ﺩ ﺍﻣﻜﺎﻥ ﺗﺮ ﺣﺪﻩ ﻧ‪‬ﺩﻯ ﻭﺍﻟۍ ﻭﻛ‪‬ﻯ ‪۰‬‬
‫وﺧﺖ ‪:‬‬
‫ﺧﭙﻞ ‪‬ﻮﺍﻙ ﺩ ﺷﺨ‪‬ﻯ ﭘﻴﻞ ﻛﯥ ﺩﻭﺧﺖ ﺩ‪‬ﺎﻛﻨﯥ ﭘﻪ ﭘﺎﻡ ﻛﯥ ﻧﻴﻮﻟﻮ ﺳﺮﻩ ﺗﺮ‬
‫ﻛﻨ‪‬ﺮﻭﻝ ﻻﻧﺪﻯ ﻭﻟﺮﻯ‪۰‬‬
‫ﺩﻏﻨ‪‬ﻯ ﭘﻪ ﭘﺎﻱ ﻳﺎ ﻭﺭﺳﺘﻴﻮ ﺩﻗﻴﻘﻮ ﻛﯥ ﺍﻭﻳﺎﻫﻢ ﻭﺭﺳﺘﻪ ﻟﻪ ﻭﺧﺘﻪ ‪‬ﻮﺍﺏ ﻭﺭﻛﻮﻟﻮ‬
‫‪‬ﺨﻪ ‪‬ﻩ ﻭﻛ‪‬ﻯ ﻫﻤﺪﺍﺭﻧﮕﻪ ﺩ ﺍﻭﻧﻰ ﭘﻪ ﻭﺭﺳﺘﻰ ﻭﺭ‪ ) ‬ﺩ ﭘﻨﺠﺸﻨﺒﻰ ﻭﺭ‪ ‬ﻭﺭﺳﺘﻪ ﻟﻪ ﻭﺧﺘﻪ (‬
‫ﻫﻢ ﻟﻪ ‪‬ﻮﺍﺏ ﻭﺭﻛﻮﻟﻮ ‪‬ﻩ ﻭﻛ‪‬ﻯ ﺗﺎﺳﻮﻧﻪ ﻏﻮﺍ‪‬ﻯ ﭼﯥ ﺩﺑﯥ ﭘﺎﻳﻠﻮ ﺧﺒﺮﻭﺍﺗﺮﻭ ﺧﻄﺮ ﻟﻪ ‪‬ﺎﻧﻪ‬
‫ﺳﺮﻩ ﻛﻮﺭ ﺗﻪ ﻳﻮﺳﻲ ﺍﻭ ﻳﺎ ﭘﻪ ﺭﺧﺼﺘﻰ ﻛﯥ ﺗﺮ ﻓﺸﺎﺭ ﻻﻧﺪﻯ ﺍﻭﺳﻰ ‪۰‬‬
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‫ﺩﺷﺨ‪‬ﻭ ﭘﻪ ﻫﻜﻠﻪ ﻟﺲ ﺑﻨﺴ‪‬ﻴﺰﻩ ‪‬ﻜﯥ‬
‫ﺣﺎﺿﺮ اوﺳۍ ‪:‬‬

‫ﺩﺧﺒﺮﻭ ﺍﻭ ﺍﺗﺮﻭ ﻟﭙﺎﺭﻩ ﻣﻨﺎﺳﺒﻪ ﭼﺎﭘﻴرﻳﺎﻝ ﻏﻮﺭﻩ ﻛ‪‬ﻯ ‪۰‬‬
‫ﭘﺮﺗﻪ ﻟﻪ ﻣﺰﺍﺣﻤﺘﻪ ‪ ،‬ﭘﺮﺗﻪ ﻟﻪ ﺗﻠﻴﻔﻮﻧﻪ ‪ ،‬ﭘﺮﺗﻪ ﻟﻪ ﻣﺮﺍﺟﻌﻴﻨﻮ ﺍﻭ ﭘﺮﺗﻪ ﺩ ﺑﺮ‪‬ﻨﺎ ﻟﻴﻜﻪ‬
‫ﻟﻪ ﭼﻚ ﻛﻮﻟﻮ ﻣﺨﺎﻣﺦ ﺧﺒﺮﻯ ﻭﻛ‪‬ﻯ ﺩﺍﻣﻜﺎﻥ ﺗﺮ ﺣﺪﻩ ﻣﻮﺿﻮﻉ ﭘﺮﺗﻪ ﻟﻪ ﺗﻴﻠﻴﻔﻮﻧﻪ ﺧﺒﺮﻭ ﺍﻭ‬
‫ﺑﺮﻳ‪‬ﺎ ﻟﻴﻚ ‪‬ﺨﻪ ﺳﺮﺗﻪ ﻭﺭﺳﻮﻯ ‪٠٠‬‬
‫ﺳﺘﻮﻧﺰى ﺟﻼ آړى ‪:‬‬
‫ﺳﺘﻮﻧﺰﻩ ﻟﻪ ﻭﮔ‪‬ﻭ ﺟﻼ ﻛ‪‬ﻯ ‪ ۰‬ﻣﻬﻤﻪ ﺩﻩ ﭼﯥ ﭘﻪ ﺳﺘﻮﻧﺰﻩ ﺭﺍ‪‬ﻮﻝ ﺷﻰ ﻧﻪ ﺩﻭﮔ‪‬ﻭ ﭘﻪ‬
‫ﺷﺨﺼﻴﺖ ‪۰‬‬
‫ﭘﺮ ﻣﻘﺎﺑﻞ ﻟﻮﺭﻯ ﺑﺎﻧﺪﻯ ﺩ ﮊﺑﻨﻰ ﻳﺮ ﻏﻞ ‪‬ﺨﻪ ‪‬ﻩ ﻭﻛ‪‬ۍ ‪.‬‬
‫ﻛﻪ ﭼﻴﺮﻯ ﻣﻘﺎﺑﻞ ﻟﻮﺭۍ ﭘﻪ ﺩﻯ ﭘﻮﻩ ﺷﻰ ﭼﻪ ﺗﻬﺪﻳﺪﻳ‪‬ﻯ ﺩ ﺧﭙﻞ ‪‬ﺎﻥ ﭘﻪ ﮊﻭﻏﻮﺭﻧﻪ‬
‫ﻻﺱ ﻭﻫﻰ ﺍﻭ ﺩ ﺳﺘﻮﻧﺰﻭ ﺭﻳ‪‬ﻮ ﺗﻪ ﻧﺸﻮ ﺭﺳﻴﺪ ﻻﻯ‬
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‫ﺩﺷﺨ‪‬ﻭ ﺩ ﺣﻞ ﻣﻬﻢ ‪‬ﻜﻰ‬
‫‪:‬‬ ‫ﻟﻪ ﺍ‪‬ﻜﻠﻞ ‪‬ﺨﻪ ‪‬ﻩ ﻭﻛ‪‬ﻯ‬

‫ﻣﺨﺎﻣﺦ ﺧﺒﺮﻯ ﻭﻛ‪‬ۍ ﺩ ﻣﺜﺎﻟﻮﻧﻮ ﺍﻭﺣﺎﺷﻴﻪ ﺭﻭﻯ ﻧﻪ ‪‬ﻩ ﻭﻛ‪‬ﻯ ‪ ،‬ﺗﺸﺒﯿﻬﺎﺕ‬
‫ﺟﺎﻟﺐ ﺩﻯ ‪ ،‬ﺍﻣﺎ ﻛﻴﺪﺍﻯ ﺷﻰ ﭼﻪ ﺩ ﺑﻴﻠﻮ ﺧﻠﻜﻮ ﻟﻪ ﺧﻮﺍ ﺑﻴﻞ ﻣﻌﺎﻧﻰ ﻭﺭ ﻛ‪ ‬ﺷﻰ ﺍﻭ ﺗﻌﺒﻴﺮ‬
‫ﺷﻰ ‪ .‬ﻫﻐﻪ ‪‬ﻪ ﭼﯥ ﺗﺎﺳﻮ ﻳﯥ ﻭﺍﻳﯥ ﭘﻪ ﺩﻯ ﻣﻌﻨﺎ ﻧﺪﻯ ﭼﯥ ﭘﻪ ﺷﺨ‪‬ﻩ ﻛﯥ ﺳﺘﺎﺳﻮ ﻣﺨﺎﻣﺦ‬
‫ﻟﻮﺭﻯ ﭘﻪ ﻫﻐﻮ ‪‬ﻮﻟﻮ ﻭﭘﻮﻫﻴ‪‬ﻯ ‪۰‬‬
‫ﺩ”ﺯﻩ“ ﭘﻜﺎﺭﻭﻝ ‪:‬‬

‫ﻟﻪ ﺧﭙﻞ ﻟﻪ ﻟﻴﺪ ﻟﻮﺭ ﻯ ﻧﻪ ﺧﺒﺮﻯ ﻭﻛ‪‬ﻯ ‪،‬ﺧﭙﻠﻲ ﺧﺒﺮﻯ ﺩ ﺗﺎﺳﻰ ﭘﻪ ‪‬ﺎﻯ ﺩ ﺯﻩ‬
‫ﭘﻪ ﺗﻮﺭﻯ ﭘﻴﻞ ﻛ‪‬ﻯ ‪۰‬‬
‫ﺩ ﺑﻴﻠﮕﻰ ﭘﻪ ﺗﻮﮔﻪ ﺯﻩ ﺳﻮﭺ ﻛﻮﻡ ‪ ،‬ﺯﻩ ﺍﺣﺴﺎﺱ ﻛﻮﻡ ﺍﻭ ﺩﺍﺳﻰ ﻧﻮﺭ ‪۰‬‬
‫ﻧﻪ ﺩﺍ ﭼﻰ )) ﺗﺎﺳﻰ ﻭﻭﻳﻞ (()) ﺗﺎﺳﻰ ﺳﻮﭺ ﻛﻮۍ (( ﻛﻪ ﭼﻴﺮﻯ ﻣﻘﺎﺑﻞ ﻟﻮﺭۍ ﮔﺮﻡ ﺍﻭ ﻣﻼ‬
‫ﻣﺖ ﻛ‪‬ﻯ ﻧﻮ ﺳﺘﺎ ﺳﻮ ﺳﺘﻮﻧﺰﻯ ﺑﻪ ﺯﻳﺎﺗﻰ ﺷﻰ ‪۰‬‬
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‫ﺩ ﺷﺨ‪‬ﻭ ﺩ ﺣﻞ ﻟﭙﺎﺭﻩ ﻟﺲ ﻣﻬﻢ ‪‬ﻜﻰ‬
‫ﻓﻌﺎﻟﻪ ﺍﻭﺭﻳﺪﻝ ‪:‬‬

‫ﺩ ﻓﻌﺎﻟﻪ ﺍﻭﺭﻳﺪﻟﻮ ﻟﻪ ﻣﻬﺎﺭﺕ ﻧﻪ ﻛﺎﺭ ﻭﺍﺧﻠۍ ‪ .‬ﺩﺍ ﻣﻬﺎﺭﺕ ﺩﻭﺍﻣﺪﺍﺭﻩ ‪‬ﻴ‪‬ﻧﻪ ﻟﻪ‬
‫‪‬ﺎﻧﻪ ﺳﺮﻩ ﻟﺮﻯ ﺗﺮ ‪‬ﻮ ﺑﺎﻭﺭ ﻭﻣﻮﻣﻮ ﭼﯥ ﻣﺨﺎﻣﺦ ﻟﻮﺭۍ ﻣﻮ ﺳﻢ ﺩﺭﻙ ﻛ‪‬ۍ ﺩﻩ ‪ ۰‬ﺩ‬
‫ﻣﻘﺎﺑﻞ ﻟﻮﺭﻯ ﺧﺒﺮﻯ ﺗﻜﺮﺍﺭ ﻛ‪‬ﻯ ﺗﺮ ‪‬ﻮ ﭘﻪ ﺩﻯ ﭘﻮﻩ ﺷﻰ ﭼﻪ ﺩ ﻫﻐﻪ ﭘﻪ ﺧﺒﺮﻭ ‪‬ﻪ ﭘﻮﻩ ﺷﻮﻯ‬
‫ﻳﺎﺳﺖ ‪ ۰‬ﻳﺮ ﺯﻳﺎﺩ ﺩ ﺭﺍﺗﻠﻮﻧﻜﯥ ﭘﻪ ﻫﻜﻠﻪ ﻭ ﻏ‪‬ﻳ‪‬ۍ ﭼﻪ ‪‬ﻪ ﺑﺎﻳﺪ ﻭﻛ‪‬ۍ ‪۰‬ﭘﺮ ﻟﻪ ﭘﺴﻰ‬
‫ﭘﻮ ‪‬ﺘﻨﻪ ﻭﻛ‪‬ﻯ ﺗﺮ ‪‬ﻮ‪‬ﺍ‪ ‬ﺗﺮ ﻻﺳﻪ ﻛ‪‬ﻯ ﭼﯥ ﻣﺨﺎﻣﺦ ﻟﻮﺭﻯ ﻣﻮﺳﻢ ﺩﺭﻙ ﻛ‪‬ﻯ ﺩﻯ‪۰‬‬
‫ﻭﺭﺳﺘﻪ ﻳﯥ ﻭﺍﭼﻮﻯ ‪:‬‬
‫ﻛﻪ ﭼﻴﺮﻯ ﺩﺍ ﺍﺣﺴﺎﺱ ﻛﻮﻯ ﭼﻪ ﻧﺸﻰ ﻛﻮﻻﻱ ﺧﭙﻞ ﻣﻨ‪‬ﻲ ﺩﺭﻧﺎﻭﻯ ﺩ ﺧﺒﺮﻭ ﭘﻪ ﻃﺮ ‪‬‬
‫ﻛﯥ ﻭﺳﺘﺎﺗﻰ ﻧﻮ ‪‬ﻪ ﺑﻪ ﺩﺍﻭﻯ ﭼﻪ ﺧﭙﻠﻰ ﺧﺒﺮﻯ ﺷﺎﺗﻪ ﻭﺍﭼﻮﻯ ﺍﻭ ﺩ ﺑﻴﺎ ﻟﻴﺪ ﻭ ﻭﻋﺪﻩ ﺩ ﻣﻘﺎﭘﻞ‬
‫ﻟﻮﺭﻯ ﭘﻪ ﺧﻮ‪‬ﻪ ﻭ ‪‬ﺎﻛﻰ ‪۰‬‬
‫ﺩﻏﻪ ‪‬ﻨ‪‬ﻳﺪﻝ ﺑﻪ ﺩﻭﺍ‪‬ﻭ ﺧﻮﺍ ﻭﻭﺗﻪ ﺩﺍ ﻭﺧﺖ ﻭﺭ ﻛ‪‬ﻯ ﭼﻪ ﺧﺒﺮﻯ ﺍﺗﺮ ﻯ ﭘﺮﺗﻪ ﻟﻪ ﻣﺸﺎ ﺟﺮﻯ ﺍﻭ‬
‫ﺗﺎﻭ ﺗﺮﻳﺨﻮﺍﻟﻰ ﻭﺩﺭﻳ‪‬ﻯ ‪۰ ۰‬‬
‫‪177‬‬
‫ﺩ ﺷﺨ‪‬ﻭ ﭘﻪ ﺍﻭﺍﺭﻭﻟﻮ ﻛﯥ ﺩﺭﻯ ﭘ‪‬ﺍﻭﻩ‬
‫ﻟﻮﻣ‪‬ﻯ ﭘ‪‬ﺍﻭ )ﻣﺮﺣﻠﻪ ‪ :‬ﺩﻣﺨﺎﻣﺦ ﻟﻮﺭﻯ ﺩ ﻟﻴﺪ ﻟﻮ ﺩ‪‬ﻭﻝ ﻣﻮﻧﺪﻝ ‪۰‬‬

‫• ﻳﻮﺍﺯﻯ ﺩ ﻣﻮ ﺿﻮﻉ ﺍ‪‬ﻭﻧﺪ ﻭﭘﻮ ‪‬ﺘﻞ ﺷﻰ ‪۰‬‬
‫• ﻟﻪ ﻳﺮﻏﻞ ﺍﻭ ﺑﻲ ‪‬ﺎﻳﻪ ﺍﺷﺎﺭﻭ ‪‬ﺨﻪ ‪‬ﻩ ﻭﻛ‪‬ﻯ‬
‫• ﭘﻪ ﻓﻌﺎﻟﻪ ﺗﻮﮔﻪ ﻏﻮ‪ ‬ﻭﻧﻴﺴۍ ﺍﻭ ﻫﻐﻪ ‪‬ﻪ ﭼﯥ ﻭﻳﻞ ﺷﻮﻯ ﭘﻪ ‪‬ﻴﺮ ﻭﺭﺗﻪ ﭘﺎﻡ ﻭﻛ‪‬ﻯ‬
‫ﻫﺮ ﻫﻐﻪ ‪‬ﻪ ﭼﻰ ﻭﻭﻳﻞ ﺷﻮﻝ ﺭﺍ‪‬ﻮﻝ ﺍﻭ ﻟﻨ‪ ‬ﻳﯥ ﻛ‪‬ﻯ ﺩ ﻣﻘﺎﺑﻞ ﻟﻮﺭﻯ ﺑﺎﻳﺪ ﭘﻮﻩ ﺷﻰ ﭼﻪ ﺗﺎﺳﻰ‬
‫ﺩ ﻫﻐﻪ ﭘﻪ ﺧﺒﺮﻭ ﺳﻢ‬
‫ﭘﻮﻩ ﺷﻮﻯ ﻳﺎﺳﺖ ﯾﺎﺩﺩﺍﺷﺖ ﻳﯥ ﻛ‪‬ۍ‪.‬‬
‫‪178‬‬
‫ﺩﺷﺨ‪‬ﻭ ﺩ ﺣﻞ ﻟﭙﺎﺭﻩ ﺩﺭﻯ ﭘ‪‬ﺍﻭﻩ‬
‫ﺩﻭﻫﻤﻪ ﻣﺮ ﺣﻠﻪ ‪ :‬ﺧﭙﻞ ﺩﻟﻴﺪ ﻟﻮ ‪‬ﻭﻝ ﭘﻪ ‪‬ﺮﮔڼﺪﻩ ﺍﻭ ﺭﻭ‪‬ﺎﻧﻪ ﺗﻮﮔﻪ ﺑﻴﺎﻥ ﻛ‪‬ﻯ ‪۰‬‬
‫ﻏﻮ‪‬ﺘﻨﻲ ‪ ،‬ﺍ‪‬ﺗﻴﺎ ﻭﻯ ﺍﻭ ﺧﭙﻞ ﺑﻨﺪ ﻳﺰﻭﻧﻪ ﭘﻪ ‪‬ﺮ ﮔﻨﺪ ﻩ ﺗﻮ ﮔﻪ ﺑﻴﺎﻥ ﻛ‪‬ﻯ ‪۰‬‬
‫ﻣﻮﺷﮕﺎﻓﯥ ﻣﻪ ﻛﻮﻯ ﻟﻪ ﺑﺮﻳﺪ ‪‬ﺨﻪ ‪‬ﻩ ﻭﻛ‪‬ﻯ ‪.۰‬‬
‫ﭘﻪ ﺩﻗﻴﻘﻪ ﺗﻮﮔﻪ ﺩ ﻣﻘﺎﺑﻞ ﻟﻮﺭﻯ ﺧﺒﺮﻭﺗﻪ ﻏﻮ‪ ‬ﻭﻧﻴﺴﻰ ﺍﻭ ﺩ ﻫﻐﻪ‬
‫ﺩﺭﻧﺎﻭﻯ ﻭﻛ‪‬ﻯ ‪.‬‬
‫‪‬ﺍ‪ ‬ﺗﺮ ﻻﺳﻪ ﻛ‪‬ﻯ ﭼﻪ ﻣﻘﺎﺑﻞ ﻟﻮﺭﻯ ﺩﺧﭙﻠﻮ ﭘﻮ‪‬ﺘﻨﻮ ﭘﻪ ﺗﺮ‪ ‬ﻛﯥ ﺗﺎﺳﻮ ﺩﺭﻙ ﻛ‪‬ﻯ ﻳﺎﺳﺖ‬
‫‪۰‬‬
‫زﻣﺎ ﻧﻈﺮ‬
‫ﻳﻪ‬
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‫ﺩ ﺷﺨ‪‬ﻭ ﺩ ﺣﻞ ﺩﺭﻯ ﭘ‪‬ﺍﻭﻩ‬
‫ﺩﺭﻳﻤﻪ ﻣﺮ ﺣﻠﻪ ‪ :‬ﺩ ﮔ‪ ‬ﻯ ﻻﺭﻯ ﻣﻮﻧﺪﻝ ‪:‬‬

‫• ﺯﻳﺎﺭ ﻭﺑﺎﺳﻲ ﺗﺮ ‪‬ﻮ ﺩ ﺑﻴﻠﻮ ﺍﻭ ﺟﻼ ﻏﻮ‪‬ﺘﻨﻮ ‪‬ﺨﻪ ﻳﻮﻩ ﮔﺪﻩ ﻣﻮﺧﻪ ﻻﺱ ﺗﻪ ﺭﺍﻭ‪‬ﻯ ‪۰‬‬
‫• ﺯﻳﺎﺭ ﻭﺑﺎﺳﻰ ﺗﺮ ‪‬ﻮ ﺩ ﺣﻞ ﻳﻮﻩ ﮔ‪‬ﻩ ﻻﺭﻩ ﺩ ﺧﭙﻞ ﺍﻭ ﻣﻘﺎﺑﻞ ﻟﻮﺭﻯ ﺩ ﻏﻮ‪‬ﺘﻨﻮ ﻟﭙﺎﺭﻩ ﻭﻣﻮﻣﻰ ‪۰‬‬
‫• ﺩ ﭘﺮﺍﺥ ﻧﻈﺮ ‪‬ﺨﻪ ﻛﺎﺭ ﻭﺍﺧﻠۍ ﺍﻭ ﺩ ﺍﻣﺘﻴﺎﺯ ﻭﺭ ﻛﻮﻟﻮ ﻟﻪ ﭘﺎﺭﻩ ﭼﻤﺘﻮ ﺍﻭﺳۍ ﺍﻭ ﺧﭙﻠﻰ ﻏﻮ‬
‫‪‬ﺘﻨﻰ ﺍﻭ ﻫﻴﻠﻰ ﻳﻮﻯ ﺧﻮﺍﺗﻪ ﭘﺮﻳ‪‬ﺩﻯ ‪. ۰‬‬
‫• ﻣﻘﺎﺑﻞ ﻟﻮﺭﻯ ﺳﺮﻩ ﺑﺎ ﺍﻧﺼﺎ ﻓﻪ ﺍﻭ ﻣﻌﻘﻮﻟﻪ ﺗﻮﮔﻪ ﺧﺒﺮﻯ ﺍﺗﺮﻯ ﻭﻛ‪‬ۍ‬
‫• ﺩﺩﺭﻳﻢ ‪‬ﻱ ﻏ‪‬ﻯ ‪‬ﺨﻪ ﭼﻪ ﺩ ﺗﺎﺳﻰ ﺍﻭ ﻣﻘﺎﺑﻞ ﻟﻮﺭﻯ ﺩ ﺩﺭﻧﺎﻭﻯ ﻭ‪ ‬ﻭﻯ ﺩ ﻣﺮ ﺳﺘﻰ ﺍﻭ ﻣﻠﮕﺮ ﺗﻴﺎ‬
‫ﻏﻮ‪‬ﺘﻨﻪ ﻭﻛ‪‬ﻯ ‪۰‬‬
‫‪A‬‬
‫اﻟﻒ‬ ‫ج‪C‬‬ ‫‪B‬‬
‫ب‬
‫‪180‬‬
‫ﺩ ﺷﺨ‪‬ﻭ ﭘﻪ ﺍﻭﺍﺭﻭﻟﻮ ﻛﯥ ﺗﻴﺮ ﻭﺗﻨﻲ‬
‫ﭘﻪ ﺳﭙﻜﺎﻭﻯ ﺳﺮﻩ ﻣﻘﺎﺑﻞ ﻟﻮﺭﻱ ﺗﻪ ﻏ‪‬ﻛﻮﻝ‪.‬‬ ‫‪z‬‬
‫ﺩﻋﻤﺮ ﺍﻭ ﺟﻨﺲ ﭘﻪ ﭘﺎﻡ ﻛﯥ ﻧﻴﻮﻟﻮ ﺳﺮﻩ ﻧﺎﻣﻨﺎﺳﺒﻪ ﺍﻭ ﻧﮋﺍﺩ ﭘﺮﺳﺘﺎﻧﻪ ﻛ‪‬ﻩ ﻭ‪‬ﻩ ﺍﻭ ﮔﻮ‪‬ﻰ ﺗﮓ ﺗﻮﺭﻥ ﻛﻮﻝ‬ ‫‪z‬‬
‫‪۰‬‬
‫ﺩﻣﺨﺎﻣﺦ ﻟﻮﺭﻯ ﭘﺮﺍﻧﻴﺴﺘﻮ ﻧﻜﻮ ﻧﻈﺮ ﻳﺎﺗﻮ ﺗﻪ ﻧﻪ ﭘﺎﻣﻠﺮﻧﻪ‪.‬‬ ‫‪z‬‬
‫ﮊﺑﻨۍ ﺗﻬﺪﻳﺪﻭﻧﻪ ﺍﻭ ﻳﺎ ﻟﻪ ﻫﻐﻮ ﻧﺎﻣﻮﺯﻧﻮ ‪‬ﺎﻳﯥ ﺣﺮﻛﺎﺗﻮ ‪‬ﺨﻪ ﭼﯥ ﻟﻪ ﺗﻬﺪﻳﺪﻩ ‪‬ﻙ ﺩﻯ ﻛﺎﺭ ﺍﺧﻴﺴﺘﻞ‪.‬‬ ‫‪z‬‬
‫ﺩﻣﻘﺎﺑﻞ ﻟﻮﺭﻯ ﺩ ﺧﺒﺮﻭ ﻏﻮ ‪‬ﻮﻝ‪.‬‬ ‫‪z‬‬
‫ﺩ ﻣﻮﺿﻮﻉ ﻧﻪ ﺑﻬﺮ ﺩﺧﺒﺮﻭ ﻃﺮ ﺣﻪ ﻛﻮﻝ‪.‬‬ ‫‪z‬‬
‫‪181‬‬
‫ﺩﺷﺨ‪‬ﻭ ﺩ ﺣﻞ ﻟﭙﺎﺭﻩ ﻛ‪‬ﻧﻼﺭﻯ )ﺍﺳﺘﺮﺍﺗﻴﮋۍ (‬
‫ﻓﺸﺎﺭ‬ ‫ﺩﺳﺘﻮﻧﺰﻭ ﺣﻞ‬

‫‪-‬‬ ‫‪+‬‬
‫ﻧﻜۍ‬
‫ﭘﺎﻳﻠﻮ ﻧﻜۍ‬ ‫ﻰ‬
‫وړوﻧﻜ ﻧﻜﻰ‬
‫وړو‬ ‫ﺟﻮ‪‬ﻳﺪﻧﻪ‬ ‫و‬
‫‪+‬‬ ‫وړ ‪+‬‬
‫ﺩﺧﭙﻞ ﺩ ﺍ‪‬ﺗﻴﺎﻭ ﻋﻤﻠﻰ ﻛﻴﺪ ﭘﻪ ﻟﻮﺭ‬
‫وړوﻧﻜﻰ‬ ‫‪+‬‬
‫وړوﻧﻜﻰ ‪+‬‬
‫ﺑﺎﻳﻠﻮﻧﮑﯽﺑﺎﻳﻠﻮﻧﮑﯽ‬
‫‪-‬‬ ‫‪-‬‬
‫ﻣﻨﻞ‬
‫ﺭﺩﻭﻝ ﺍﻭ ﻧﻪ ﻣﻨﻞ‬
‫‪-‬‬ ‫‪+‬‬
‫ﻧﻜۍ‬ ‫ﻧﻜۍ‬
‫ﻮ‬ ‫وړ‬
‫ﭘﺎﻳﻠ ﻧﻜۍ‬ ‫ﻧﻜۍ‬
‫‪-‬‬ ‫ﺎﻳﻠﻮ‬ ‫ﺎﻳﻠﻮ‬
‫ﺑ‬ ‫‪-‬‬ ‫ﭘ‬
‫د ﻧﻮﺭﻭ ﺩ ﺍ‪‬ﺗﻴﺎﻭ ﺩ ﻋﻤﻠﻰ ﻛﻴﺪﻭ ﭘﻪ ﻟﻮﺭ‬

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‫ﺩ ‪‬ﺎﻥ ﻏﻮ‪‬ﺘﻨﻲ ﺍﻭ ﺗﻜﺒﺮ ﺣﺎﻟﺖ‬
‫ﺯﻩ ﺳﻢ ﻭﺍﻳﻢ – ﺗﺎﺳﻮ ﺳﻢ ﻧﻪ ﻭﺍﻳﻲ‬
‫ﺣﮑﻢ ﻛﻮﻝ‬
‫ﺗﻬﺪﯾﺪﻭﻝ‬
‫ﺳﭙﻜﺎﻭۍ‬
‫زﻩ ﻏﻮرﻩ ﻳﻢ‬
‫‪183‬‬
‫ﺩﺍﻃﺎﻋﺖ ﻻﺭﻯ‬
‫ﺯﻩ ﺳﻢ ﻧﻪ ﻭﺍﻳﻢ – ﺗﺎﺳﻮ ﺳﻢ ﻭﺍﻳﻲ‬
‫ﻏﻠﻰ ﺍﻭ ﭼﭗ‬
‫ﻣﺤﺘﺎﻁ‪ ،‬ﺍﻭ ﻏﻮ‪‬ﺘﻮﻧﻜﯥ‬
‫ﻣﻄﯿﻊ ﺍ ﻭﻓﺮﻣﺎﻧﺒﺮﺩﺍﺭﻩ‬
‫ﺩ ﻣﺎﺷﻮﻡ ﭘﻪ ‪‬ﻴﺮ‬
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‫ﺑﺮﺍﺑﺮ ﺍﻭ ﻣﺴﺎﻭﻯ ﺩﺭﻳ‪‬‬
‫ﺯﻩ ﺳﻢ ﻭﺍﻳﻢ – ﺗﺎﺳﻮ ﻫﻢ ﺳﻢ ﻭﺍﻳﯥ‬
‫‪ z‬ﺁﺭﺍﻡ‬
‫‪‬‬ ‫ﻮ‬ ‫ﻣ‬ ‫ﺯ‬
‫ﺑﺮ ﺩﺭﻳ‪‬‬ ‫‪ z‬ﻣﻮﺧﻪ ﻟﺮﻭﻧﻜۍ )ﻣﻮﺧﻪ ﺍﻳﺰ‬
‫ﺩ‬ ‫ﺮ‬ ‫ﺍﺑ‬
‫ﻯ!‬ ‫‪ z‬ﺑﺎ ﺍﻧﺼﺎ ﻓﻪ‬
‫‪ z‬ﺩ ﭘﺮﺍﺧﻪ ﻧﻈﺮ ﻟﺮﻭﻧﻜﯥ‬
‫‪185‬‬
‫ﺩ ﻭ‪‬ﻟﻮ – ﻭ‪‬ﻟﻮ ﺳﻠﻮﻙ‬
‫ﺩﻳﺮﻏﻠﻴﺰﻭ ﺍﻭ ﺩ ﻓﺎﻋﻲ ﺣﺎﻟﺖ ‪‬ﺨﻪ‪ ،‬ﮔ‪ ‬ﻭ ﻫ‪‬ﻮﺍﻭ ﺩ ﺷﺨ‪‬ﻭ ﺩ ﺑﺪﻟﻮﻥ ﻟﻪ ﭘ‪‬ﺍﻭ‪‬ﺨﻪ‬
‫ﻋﺒﺎﺭﺕ ﺩﻩ ﺩﺍ ﻳﻮ ﺍﻏﻴﺰﻣﻦ ﺑﺪﻟﻮﻥ ﺩﻩ ﭼﯥ ﺩ ﺍ‪‬ﻳﻜﻮ ﺗﮓ ﻟﻮﺭﻯ ﻣﺜﺒﺖ ﺍﻭ ﺟﻮ‪‬ﻭﻧﻜﯥ‬
‫ﺧﻮﺍﺗﻪ ﺑﺪﻟﻮﻯ ‪۰‬‬
‫‪186‬‬
‫ﻭ‪‬ﻝ – ﻭ‪‬ﻝ‬
‫ﺩ ﻭ‪‬ﻟﻮ ﻭ‪‬ﻟﻮ ﺳﻠﻮﻙ ﺗﻪ ﻧﮋﺩﻯ ﻛﻴﺪﻝ ﺩﺩﻏﻮ ﺍﺳﺘﺮﺍﺗﻴﮋﻳﻮ ﺩﺭﻟﻮﺩﻧﻜﯥ ﺩﻱ ‪:‬‬
‫ﺑﻨﺴ‪‬ﻴﺰﻩ ﺍ‪‬ﺗﻴﺎﻭ ﺗﻪ ﻳﻮ ‪‬ﻞ ﺑﻴﺎ ﭘﺎﻣﻠﺮﻧﻪ ‪۰‬‬

‫ﺩﻓﺮ ﺩﻯ ﺗﻮﭘﻴﺮ ﻭﻧﻮﭘﻪ ﭘﺎﻡ ﻛﯥ ﻧﻴﻮﻝ ﺍﻭ ﭘﻴﮋﻧﺪﻝ ‪۰‬‬
‫ﺩ ﻣﻘﺎﺑﻞ ﻟﻮﺭﻯ ﺩ ‪‬ﺎﻱ ﺍﻭ ﻣﻮﻗﻒ ﭘﻪ ﻣﻨﻠﻮ ﻛﯥ ﺩ ﻧﻈﺮ ﭘﺮﺍﺧﻮﺍﻟۍ ﺩ ﻣﻌﻠﻮﻣﺎﺗﻮ ﺍﻭ‬
‫ﮔ‪‬ﻯ ﻣﺮ ﺳﺘﻰ ﭘﻪ ﺭڼﺎ ﻛﯥ‪.‬‬
‫ﻳﺮﻏﻞ ﺍﻭ ﺑﺮﻳﺪ ﭘﺮ ﺳﺘﻮﻧﺰﻭ ﻧﻪ ﭘﻪ ﻣﻘﺎﺑﻞ ﻟﻮﺭﻯ‪.‬‬
‫‪2‬‬ ‫‪1‬‬
‫‪187‬‬
‫)ﻭ‪‬ﻝ – ﻭ‪‬ﻝ ( )ﻭ‪‬ﻝ – ﺑﺎﻳﻠﻞ ( ﺍﻭ )ﺑﺎﻳﻠﻞ – ﺑﺎﻳﻠﻞ (‬
‫ﻭ‪‬ﻝ – ﻭ‪‬ﻝ ‪:‬‬

‫ﺩ ﻣﺨﺎﻟﻔﺖ ﺟﻮ‪‬ﻭﻧﻜۍ ﺣﻞ‬
‫ﺩﺍ ﺩﺍﻭﺍﺭﻭﻟﻮ ﻏﻮﺭﻩ ﻻﺭﻩ ﺩﻩ ﭼﯥ ﺩﻭﺍ‪‬ﻩ ﺧﻮﺍﻭﻯ ﻭ‪‬ﻭﻧﻜﯥ ﺍﻭ ﺧﻮ‪‬ﻰ ﻭﻯ ‪۰‬‬
‫ﻭ‪‬ﻝ – ﺑﺎ ﻳﻠﻞ‪:‬‬
‫ﺑﺎﻳﻠﻮﻧﻜۍ ﻧﺎ ﺧﻮ‪‬ﻪ ﺍﻭ ﺧﻮﺍﺷﻴﻨﻰ ﻭﻯ ‪.‬‬
‫ﭘﻪ ِﻇﺎ ﻫﺮ ﻛﯥ ﺷﺨ‪‬ﻩ ﺣﻞ ﺷﻮﻯ ﭘﻪ ﻧﻈﺮ ﺭﺍ‪‬ﻰ ﺍﻣﺎ ﭘﻪ ﺑﺎﻃﻦ ﻛﯥ ﺩ ﺍ ﻳﺮﻭ ﻻ ﻧﺪﻯ‬
‫ﺳﻜﺮﻭ‪‬ﻰ ﻭﻯ ﭼﯥ ﺩﻟ‪‬ﻯ ﻫﻮﺍ ﭘﻪ ﺭﺳﻴﺪ ﻭ ﺳﺮﻩ ﻛﻴﺪﺍﻯ ﺷﻰ ﭘﻪ ﺍﻭﺭ ﺍﻭ ﻟﻤﺒﻮ ﺑﺪﻝ ﺷﻰ‬
‫‪.۰‬‬
‫ﺑﺎ ﻳﻠﻞ – ﺑﺎﻳﻠﻞ ‪:‬‬
‫ﭘﻪ ﺷﺎﺗﮓ ‪ ،‬ﻧﺎ ﺳﻤﻪ ﺟﻮ‪‬ﺖ‬
‫ﺩﻏﻪ ﺩ ﺣﻞ ﻻﺭﻩ ﻣﻌﻤﻮﻵ ﺩ ﻳﻮ ‪‬ﺎﻛﻠﻰ ﻣﻮﺩﻯ ﺩ ﭘﺎﺭﻩ ﻭﻯ ‪۰‬‬
‫‪188‬‬
‫ﺩ ﺷﺨ‪‬ﻭ ﺩ ﻻﺭ ﻟﻴﻚ ﭼﻚ ﻟﺴﺖ‬
‫‪ .١‬ﺩ ﺷﺨ‪‬ﻭ ﭘﺲ ﻣﻨﻈﺮ ﺍﻭ ﭘﺎﻳﻠﻪ ‪‬ﻪ ‪‬ﻭﻝ ﺩﻩ ؟‬

‫‪ .٢‬ﺩ ﺷﺨ‪‬ﻭ ﺩ ﺭﺍﮔﺮ ‪‬ﻴﺪ ﻭ ﭘﻪ ﻻﺭ ﺭﻟﻴﻚ ﻛﯥ ﻣﻬﻢ ‪‬ﻜﯥ ﻣﻮﺟﻮﺩ ﺩﻯ ﺍﻭ ﻛﻪ ﻧﻪ ؟‬
‫‪ .٣‬ﺁﻳﺎ ﺷﺨ‪‬ﻯ ﺑﺪﻟﻮﻥ ﻣﻮﻧﺪﻟﻰ؟ ﺁﯾﺎ ﺷﺨ‪‬ﻩ ﮔ‪‬ﻧﺪﻯ ﺷﻮﻯ ﺩﻩ؟ ﺁﯾﺎ ﺷﺨ‪‬ﻯ ﻛﻤ‪‬ﺖ ﻣﻮﻧﺪﻟۍ ؟‬
‫‪۴‬ﭘﻪ ﻛﻮﻡ ﺣﺎﻟﺖ ﻛﯥ ﺷﺨ‪‬ﻩ ﮔ‪‬ﻧﺪﻯ ﻛﻴ‪‬ﻯ ؟ ﺍﻭ ﻛﻮﻡ ﺣﺎﻟﺖ ﻛﯥ ﺷﺨ‪‬ﻩ ﻛﻤﻴ‪‬ﻯ؟‬
‫‪ .۵‬ﻛﻮﻡ ﺗﻮﻛﯥ ﺍﻭ ﺍﺑﺰﺍﺭ ﺷﺨ‪‬ﻭ ﺗﻪ ﺷﺪ ﺕ ﻭﺭ ﻛﻮﻯ ﺍﻭ ﻛﻮﻡ ﺗﻮﻛﯥ ﻳﯥ ﺩ ﻛﻤ‪‬ﺖ ﺑﺎﻋﺚ ﮔﺮ ‪‬ﻰ ؟‬
‫‪ .۶‬ﺁﻳﺎ ﺩﺍﺳﻰ ﻳﻮ ﺣﺎﻟﺖ ﺷﺘﻪ ﭼﯥ ﻟﻪ ﺷﺨ‪‬ﻭ ﻧﻪ ﻟﻴﺮﻯ ﻭﺍﻟۍ ﻭﺷﻰ ؟‬
‫‪ .٧‬ﭘﻪ ﻛﻮﻡ ﺣﺎﻟﺖ ﻛﯥ ﺷﺨ‪‬ﻩ ﻛﻤ‪‬ﺖ ﭘﻴﺪﺍ ﻛﻮﻯ ؟‬
‫‪ .٨‬ﺩ ‪‬ﻜﻴﻠﻮ ﺧﻮﺍ ﻭ ﭘﻪ ﻣﺮﺳﺘﻪ ﺩ ﺷﺨ‪‬ﻯ ﺩ ﻛﻤ‪‬ﺖ ﺍﻣﻜﺎ ﻧﺎﺕ ‪‬ﺮﻧﮕﻪ ﺩﻯ‬
‫‪189‬‬
‫ﺩ ﺷﺨ‪‬ﻭ ﺩ ﺍﻭﺍﺭﻭﻟﻮﻻﺭﻯ‬
‫ﻟﻤ‪‬ﻧﻰ ﻓﻌﺎﻟﻴﺘﻮﻧﻪ ‪ :‬ﭘﻪ ﺷﺨ‪‬ﻭ ﻛﯥ ﺩ ﺍﻧ‪‬ﻭﻟﻮ ﺍﻭ ﺫﻳﺪﺧﻠﻮ ﺑﻴﻼ ﺑﻴﻠﻮ ﻧﻈﺮ ﻳﻮ ‪‬ﻴ‪‬ﻧﻪ ﺍﻭ ﺗﺤﻠﻴﻞ‬
‫ﺩ ﻣﻘﺎﺑﻞ ﻟﻮﺭﻯ ﻧﻈﺮ ‪:‬‬ ‫ﺯﻣﺎ ﻧﻈﺮ ‪:‬‬
‫ﺩ ﺑﻰ ﻃﺮﻓﻪ ﺩﺭﻳﻢ ﮔ‪‬ﻯ ﻧﻈﺮ‬

‫‪190‬‬
‫ﺩ ﻣﻘﺎﺑﻞ ﻟﻮﺭﻯ ‪‬ﻴ‪‬ﻧﻪ ﺍﻭ ﺗﺤﻠﻴﻞ‬
‫ﻏﻮ‪‬ﺘﻨﻰ‬ ‫ﺗﻬﺪﯾﺪﻭﻝ‬
‫ﺗﻘﺎﺿﺎ‬
‫ﻭ‪‬ﺍﻧﺪ‬
‫ﻳﺰﻭﻧﻪ‬
‫ﻭ‪‬ﺍﻧ‪‬ﻳﺰﻭﻧﻪ‬
‫‪191‬‬
‫ﺩ ﺣﻞ ﻋﺎﺩﻻ ﻧﻪ ﻻﺭﻩ )‪(۱‬‬
‫ﺁﻳﺎ ﺯﻩ ﺩ ﺷﺨ‪‬ﻭ ﺩ ﺣﻞ ﻏﻮ‪‬ﺘﻮﻧﻜﻰ ﻳﻢ ؟‬

‫)ﺩ ﺳﺘﻮﻧﺰﻭ ﺩ ﺣﻞ ﻟﭙﺎﺭﻩ ﻧﮋﺩﻯ ﻛﻴﺪﻝ (‬
‫ﺁﻳﺎ ﺩ ﺷﺨ‪‬ﻭ ﺩ ‪‬ﻮﻟﻮ ﺍﻧ‪‬ﻮﺭﻭﻧﻮ ﭘﻪ ﻟﻴﺪﻭ ﻗﺎﺩﺭ ﻳﻢ ﺍﻭ ﻛﻪ ﻳﻮﺍﺯﻯ ﺧﭙﻞ ﻭ‪‬ﺍﻧﺪﻳﺰ ﻭﻳﻨﻢ ؟‬
‫)ﺩ ﻧﻈﺮ ﭘﺮﺍﺧﻮﺍﻟۍ ﻭﻟﺮۍ (‬
‫ﺩ ‪‬ﻜﻴﻠﻮ ‪‬ﻟﻮ ﺍ‪‬ﺗﻴﺎ ﺍﻭ ﺍﻧﺪﻳ‪‬ﻨﻲ ‪‬ﻪ ﺩﻯ ؟‬
‫) ‪‬ﻮﻝ ﻭﻟﻴﻜۍ (‬
‫‪‬ﻪ ﺍﻣﻜﺎﻧﺎﺕ ﻣﻮ ﺟﻮﺩ ﺩﻯ ؟‬
‫)ﺩ ﺣﻞ ‪‬ﻳﺮﻯ ﻻﺭﻯ ﻭﻣﻮﻣﻰ ﺍﻭ ﭘﻜ‪‬ﻰ ﺩﺍ ﺳﻲ ﻳﻮﻩ ﻻﺭﻩ ﻏﻮﺭﻩ ﻛ‪‬ۍ ﭼﻪ ﺩﺩﻭﺍ‪‬ﻭ ﺧﻮﺍﻭ ﻏﻮ‪‬ﺘﻨﻰ ‪‬ﻳﺮ ﺗﺮ‬
‫ﻫﻐﻪ ﺣﺪﻩ ﭼﯥ ﻏﻮﺍ‪‬ﻯ ﺭﻓﻊ ﻛ‪‬ﻯ ‪(.۰‬‬
‫ﺍﻳﺎ ﻛﻮﻻﻱ ﺷﻮ ﭘﻪ ﮔ‪‬ﻩ ﺳﺮﻩ ﻳﯥ ﺣﻞ ﻛ‪‬ﻭ ؟‬
‫)ﻟﻪ ﻳﻮ ﺑﻞ ﺳﺮﻩ ﻣﺴﺎﻭﻳﺎﻧﻪ ﺑﺮﺧﻮﺭﺩ ﺍﻭ ﻋﻤﻞ ﻭﻛ‪‬ﻯ (‬
‫‪192‬‬
‫ﺩ ﺣﻞ ﻋﺎﺩﻻﻧﻪ ﻻﺭﻯ )‪(۲‬‬
‫ﺯﻩ ‪‬ﻪ ﺍﺣﺴﺎﺱ ﻛﻮﻡ ؟ ) ﺁﯾﺎ ‪‬ﻳﺮ ﺍﺣﺴﺎﺳﺎﺗﯽ ﻳﻢ ؟ ﺁﯾﺎﻛﻮﻻﻯ ﺷﻢ ‪‬ﻳﺮ ﺣﻘﻴﻘﺘﻮﻧﻪ ﭘﻴﺪﺍ ﻛ‪‬ﻡ ‪،‬‬
‫) ﺍﺭﺍﻡ ﺍﺳﺘﺮﺍﺣﺖ ﻭﻛ‪‬ﻯ ﺗﺮ ‪‬ﻮ ﭘﻮﺭﻯ ﻫﻮﺳﺎ ﺷﻰ ( ﺧﭙﻞ ﺍﺣﺴﺎﺱ ﻟﻪ ﻧﻮﺭﻭ ﺳﺮﻩ ﮔ‪‬ﻛ‪‬ﻡ ؟(‬
‫‪‬ﻪ ﺗﻪ ﻏﻮﺍ‪‬ﻡ ﺑﺪﻟﻮﻥ ﻭﺭﻛ‪‬ﻡ ؟‬
‫)ﭘﺮ ﺳﺘﻮﻧﺰﻭ ﺑﺮﻳﺪ ﺍﻭ ﻳﺮﻏﻞ ﻭﻛ‪‬ۍ ﻧﻪ ﭘﺮ ﻣﻘﺎﺑﻞ ﻟﻮﺭﻯ (‬
‫ﻛﻮﻡ ﻓﺮ ﺻﺖ ﻛﻮﻻﻯ ﺷﻮ ﻣﻨ‪ ‬ﺗﻪ ﺭﺍﻭ‪‬ﻭ ؟‬

‫) ﺩ ﻣﺜﺒﺘﻮ ﺧﻮﺍﻭ ﻏﻮ‪‬ﺘﻮﻧﻜۍ ﻭﻭﺳﻰ ﻧﻪ ﻣﻨﻔﻰ ﻏﻮ‪‬ﺘﻮﻧﻜۍ (‬
‫‪193‬‬
‫ﺩ ﺣﻞ ﻋﺎﺩﻻﻧﻪ ﻻﺭﻯ )‪(۳‬‬
‫ﺩ ﻫﻐﻮﻯ ﭘﻪ ﺫﻫﻦ ﻛﯥ ﺑﻪ ‪‬ﻪ ﻭﻯ ؟‬

‫) ﺁﻳﺎ ﻫﻐﻮﻯ ﭘﻮﻫﻴ‪‬ﻯ ﭼﯥ ﺯﻩ ﻫﻐﻮﻯ ﺩﺭﻙ ﻛﻮﻡ ‪۰‬‬
‫ﺁﻳﺎ ﺩﺭﻳﻢ ﺍﻭ ﺑﻰ ﻃﺮ ﻓﻪ ﻛﺲ ﺗﻪ ﺍ‪‬ﺗﻴﺎ ﺷﺘﻪ ؟‬
‫)ﺁﻳﺎ ﺩﺭﻳﻢ ﮔ‪‬ﻯ ﻏ‪‬ﻯ ﺑﻪ ﺯﻣﻮ‪ ‬ﺳﺮﻩ ﻣﺮ ﺳﺘﻪ ﻭﻛ‪‬ﻯ ﺗﺮ ‪‬ﻮ ﻭ ﻛﻮﻻﻯ ﺷﻮ ﻳﻮ ﺑﻞ ﻭﭘﻴﮋﻧﻮ ﺍﻭ ﺩ ﺧﭙﻞ‬
‫ﺩﺣﻞ ﻻﺭﻩ ﻭﻣﻮﻣﻮ ؟(‬
‫‪‬ﻪ ‪‬ﻭﻝ ﻛﻮﻻﻯ ﺷﻮ ﺩﻭﺍ‪‬ﻩ ﺧﻮﺍﻭ ﻯ ﻭ‪‬ﻭﻧﻜﻰ ﺷﻮ ؟‬
‫)ﭘﻪ ﺍﻭﺍﺭﻭﻟﻮ ﺑﻪ ﻫﻐﻪ ﻭﺧﺖ ﺭﺍ‪‬ﻮﻝ ﺷﻮ ﭼﯥ ﺩﺩﻭﺍ‪‬ﻭ ﺧﻮﺍﻭ ﺩ ﻏﻮ‪‬ﺘﻨﻮ ‪‬ﻮﺍﺏ ﻭﺭ ﻛﻮﻧﻜﯥ ﻭﻯ (‬
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‫‪ GROW‬ﺍﻭ ‪STOP‬‬
‫‪S‬‬ ‫ﻳﻮ ﮔﺎﻡ ﺷﺎﺗﻪ =‬
‫‪STOP‬‬ ‫‪T‬‬ ‫ﻓﻜﺮ ﻛﻮﻝ ﺍﻭ ﮊﻭﺭ ﻛﻴﺪﻝ =‬
‫‪O‬‬ ‫ﺩ ﺍﻓﻜﺎﺭﻭ ﺭﻏﻮﻝ ﺍﻭ ﻟﻴﺪﻧﻲ =‬
‫‪P‬‬ ‫‪ G‬ﻣﺦ ﭘﻪ ﻭ‪‬ﺍﻧﺪﻯ ﺧﻮ‪‬ﻴﺪﻝ =‬ ‫=‬ ‫ﻣﻮﺧﻪ‬
‫‪R‬‬ ‫ﻭﺍﻗﻌﯿﺖ =‬
‫‪O‬‬ ‫‪‬ﺎﻛﻨﻰ =‬
‫‪GROW‬‬ ‫‪W‬‬ ‫=‬ ‫‪‬ﻪ‬
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‫ﺷﺨ‪‬ﻩ ﻳﻮ ﭼﺎﻧﺲ ﺩﻯ‬
‫ﺩ ﻣﻮﺧﻮ ﭘﻪ ﻛﭽﻪ ﺩ ﺍﻣﻜﺎﻥ ﭘﻪ ﺻﻮﺭﺕ ﻛﯥ ﻏﻮ‪‬ﺘﻮﻧﻮ‪۰۰۰‬‬
‫ﺩﮔ‪‬ﻭ ﻛ‪‬ﻭﻧﻮ ﺍﻭ ﻃﺮ ﺯﺍﻟﻌﻤﻠﻮﻧﻮ ﻣﻨ‪‬ﺘﻪ ﺭﺍﻭ‪‬ﻧﻪ ﺍﻭ ﺩﺳﺘﻮﻧﺰﻭ ﺩ‬

‫ﺍﻭﺍﺭﻭﻟﻮ ﻻﺭﻯ ‪۰‬‬
‫ﺩ ﻧﻮﻳﻮﺍﻭ ﻣﻨﻞ ﺷﻮﻳﻮ ﻣﻘﺮﺭﺍﺗﻮ ﻣﻨ‪‬ﺘﻪ ﺭﺍﻭ‪‬ﻝ ﺩ‪‬ﻮﻟﻮ ﭘﻪ ﻣﺮﺳﺘﻪ ‪۰‬‬

‫ﺩﻭﺭﺳﺘﻴﻮ ﻻﺳﺘﻪ ﺭﺍﻏﻠﻮ ﭘﺮﻳﻜ‪‬ﻭ ﻣﻨﻞ ﺩ ‪‬ﻮﻟﻮ ﻟﻪ ﺧﻮﺍﻧﻪ ﺍﻭ ﺩ ﻳﻮﺍﻟﻰ ﻣﻨ‪‬ﺘﻪ‬
‫ﺭﺍﺗﮓ ‪٠‬‬
‫ﺩﻭﺭﺳﺘﻴﻮ ﭘﺮﻳﻜ‪‬ﻭ ﻧﻴﻮﻝ ‪ ،‬ﺩ ﻣﺴﺎﻳﻠﻮ ﻟﻪ ﺷﺎﺗﻪ ﺍﭼﻮﻧﯥ ‪‬ﺨﻪ ﻣﺨﻨﻴﻮﻯ ‪۰‬‬
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‫ﺷﺨ‪‬ﻩ ﻳﻮ ﭼﺎﻧﺲ ﺩﻯ‬
‫ﺩ ﺍ‪‬ﻳﻜﻮ ﭘﻪ ﻛﭽﻪ ﻛﯥ ﻣﻤﻜﻨﻪ ﻣﺜﺒﺘﻪ ﭘﺮﺍﺧﺘﻴﺎ ‪۰‬‬
‫ﺩﻛﺎﺭ ﻛﻮﻧﻜﻮ ﻏﺼﻪ ﺍﻭ ﻧﺎ ﺧﻮ‪‬ﻴﻰ ﻛﻴﺪﺍﻱ ﺷﻰ ﻃﺮ ﺣﻪ ﺍﻭ ﻟﻪ‬

‫ﻣﻨ‪‬ﻪ ﻻ‪‬ﻩ ﺷﻰ ‪.‬‬
‫ﺩ ﻧﻈﺮ ﺍﺧﺘﻼ ﻑ ﻛﻴﺪﺍﻱ ﺷﻰ ﭘﻪ ﻋﺎﺩﻻﻧﻪ ﺗﻮﮔﻪ ﻃﺮ ﺣﻪ ﺗﺮ ﺧﺒﺮﻭ ﺍﺗﺮﻭ‬
‫ﻻﻧﺪﻯ ﻭﻧﻴﻮﻝ ﺷﻰ ‪۰‬‬
‫ﻧﻮﻯ ﺍﻭ ﺟﻮ‪‬ﻭﻧﻜﻲ ﻧﻈﺮ ﻳﺎﺕ ﻣﻄﺮﺡ ﺍﻭ ﺟﺪﺁ ﭘﻪ ﭘﺎﻡ ﻛﯥ ﻭﻧﻴﻮﻝ ﺷﻰ ‪.‬‬
‫ﻧﺎﻭ‪‬ﻩ ﺍﻭ ﻧﻪ ﺧﻮ‪‬ﻴﺪﻭﻧﻜﻲ ﺭﻭﻳﻪ ﻛﻴﺪﺍﻯ ﺷﻰ ﻣﻄﺮ ﺣﻪ ﺍﻭ ﻭ‪‬ﻴ‪‬ﻝ ﺷﻰ ‪۰‬‬
‫ﺩ ﺳﻮﻟﻲ ﺍﻭ ﭘﻴﻮﺳﺘﻮﻥ ﭘﻪ ﻫﻜﻠﻪ ﺩﯤ ﭘﺎﻣﻠﺮﻧﻪ ﺍﻭ ﻏﻮﺭ ﻭﺷﻰ ‪.‬‬
‫ﺩﺑﺎﻭﺭ ﺩ ﺯﻳﺎﺗﻮﻟﻮ ﻟﭙﺎﺭﻩ ﺩﭼﺎﻧﺲ ﻣﻨ‪ ‬ﺗﻪ ﺭﺍﺷﻰ ‪۰‬‬
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‫ﺩ ﺍﻧﺴﺎﻧﺎﻧﻮ ﺩ ﺍ‪‬ﻳﻜﻮ ﭘﻪ ﻫﻜﻠﻪ ﻏﻮﺭﻩ ﺗﻮﺭﻱ‬
‫ﺷﭙ‪ ‬ﻳﺮ ﻣﻬﻢ ﺗﻮﺭﻱ ‪ “ :‬ﺯﻩ ﻣﻨﻢ ﭼﯥ ﺗﻴﺮ ﻭﺗﻠۍ ﻳﻢ ‪“.‬‬ ‫‪z‬‬
‫ﭘﻴﻨ‪‬ﻪ ﻣﻬﻢ ﺗﻮﺭﻱ ‪ “ :‬ﺯﻩ ﭘﻪ ﺗﺎﺳﻮ ﺑﺎﻭﺭﻛﻮﻡ“‬ ‫‪z‬‬
‫ﺩﺭﻯ ﻣﻬﻢ ﺗﻮﺭﻱ ‪ “ :‬ﺗﺎﺳﻮ ﻧﻈﺮ ‪‬ﻪ ﺩﻩ “‬ ‫‪z‬‬
‫ﺩﺭﻱ ‪‬ﻳﺮ ﻣﻬﻢ ﺗﻮﺭﻯ ‪ “ :‬ﻟﻄﻔﺂ ﻛﻪ ﺗﺎﺳﻰ ”‬ ‫‪z‬‬
‫ﺩﺭﻯ ‪‬ﻳﺮ ﻣﻬﻢ ﺗﻮﺭﻱ ‪ “ :‬ﻟﻪ ﺗﺎﺳﻮ ﻧﻪ ﻣﻨﻨﻪ “‬ ‫‪z‬‬
‫ﻳﻮﻩ ‪‬ﻳﺮ ﻣﻬﻢ ﺗﻮﺭۍ ‪ “ :‬ﻣﻮ‪“ ‬‬ ‫‪z‬‬
‫ﻭﺭﺳﺘۍ ﻣﻬﻢ ﻛﻼﻡ ‪ “ :‬ﺯﻩ “‬ ‫‪z‬‬
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‫ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻰ‬
‫ﺷﭙ‪‬ﻡ ﻓﺼﻞ‬

‫ﺩﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻮ ﺍﺭﺯ‪‬ﺖ ﺍﻭ ﺍ‪‬ﺗﻴﺎ‬
‫ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻰ ﺩ ﻣﺪﻳﺮﺍﻧﻮ ﻟﻪ ﻣﻬﻤﻮ ﺩﻧﺪﻭ ﻧﻪ ﺷﻤﻴﺮﻝ ﻛﻴ‪‬ﻯ ﺍﻭ ﺩﻫﻐﻮ ﻟﻪ ﺩﻧﺪﻭ ﺳﺮﻩ‬
‫ﺍ‪‬ﻳﻜﯥ ﻟﺮﻯ‪.‬‬
‫ﺩ ﺍﺩﺍﺭﻯ ﺍﻭ ﻓﺮﺩﻱ ﻣﻮﺧﻮ ﭘﻴﺎﺩﻩ ﻛﻴﺪﻝ ﻫﻢ ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩ ﻧﻰ ﺗﻪ ﺍ‪‬ﺗﻴﺎ ﻟﺮﻯ ‪.‬‬
‫ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻰ ﺗﻪ ﺍ‪‬ﺗﻴﺎ ﻟﻪ ﺩﯤ ﻣﺴﻠﻰ ﻧﻪ ﺳﺮﭼﻴﻨﻪ ﻧﻴﺴﻰ ﭼﯥ ‪‬ﻮﻟﻰ ﺍﺩﺍﺭﻯ ﺩ‬
‫ﭼﺎﭘﻴﺮﻳﺎﻟﻰ ﻓﻌﺎﻟﻴﺖ ﺳﺮﻩ ﺩﺩﻯ ﭘﻪ ﻟ‪‬ﻪ ﻛﯥ ﻭﻯ ﭼﯥ ﺧﭙﻠﻰ ﻣﺤﺪﻭﺩﻯ ﺳﺮ ﭼﻴﻨﻰ ﺩ‬
‫ﭘﺮﻣﺨﺘﻠﻠﻮ ﺍ‪‬ﺗﻴﺎﻭ ﺩ ﻟﻴﺮﻯ ﻛﻴﺪﻭ ﻟﻮﻟﭙﺎﺭﻩ ﻭﻟﮕﻮﻯ ‪۰‬‬
‫ﭘﻴﺘﺮ ﺩﺭﺍﻛﺮ ﻋﻘﻴﺪﻩ ﻟﺮﻯ ﭼﯥ ﺩ ﺍﻏﻴﺰﻣﻨﺘﻮﺏ ﭘﻪ ﻣﻨ‪ ‬ﻛﯥ )ﺩ ﻣﻮﺧﻮ ﭘﻴﺎﺩﻩ ﻛﻴﺪﻝ‬
‫ﺍﻭﺳﻤﻮ ﭼﺎﺭﻭ ﺳﺮﺗﻪ ﺭﺳﻴﺪﻝ ( ﺍﻭ ﮔ‪‬ﻮﺭ ﺗﻮﺏ )ﺩ ﻛﺎﺭﻭﻧﻮ ﺳﻤﻪ ﺳﺮﺗﻪ ﺭﺳﻮﻧﻮ ﻛﯥ ﻫﻢ (‬
‫ﺗﻮﭘﻴﺮ ﺷﺘﻪ ﻛﻪ ‪‬ﻪ ﻫﻢ ﺩ ﻣﻮﺧﻮ ﺍﻳ‪‬ﻮﺩﻧﻰ ﺍﻭ ﺩ ﻫﻐﻰ ﺩ ﭘﻴﺎﺩﻩ ﻛﻴﺪﻭ ﭘﻪ ﭘ‪‬ﺍﻭ ﻛﯥ ﺩﺍ‬
‫ﻣﻔﺎ ﻫﻴﻢ ﭘﻪ ﭘﺎﻡ ﻛﯥ ﻧﻴﻮﻝ ﻛﻴ‪‬ﻯ‪.‬‬
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‫ﺩﭘﻼﻥ ﺍﻳ‪‬ﻮ ﺩﻧﻰ ﭘﻴﮋﻧﺪﻧﻪ )ﺗﻌﺮﻳﻒ(‬
‫ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻮ ﻟﭙﺎﺭﻩ ‪‬ﻳﺮ ﺗﻌﺮﻳﻔﻮﻧﻪ ﺷﺘﻪ ‪ :‬ﻫﻐﻪ ‪‬ﻭﻝ ﭼﯥ ﻫﺮ ﻳﻮﻩ ﻧﻈﺮﻳﻪ ﻭﺭﻛﻮﻧﻜﯥ ﻫ‪‬ﻪ ﻛ‪‬ﻯ ﺩﻩ ‪ :‬ﺗﺮ‬
‫‪‬ﻮﭘﻮﺭﻯ ﺩ ﺧﭙﻠﻮ ﺗﺨﺼﺼﻰ ﺯﻣﻴﻨﻮ ﭘﻪ ﭘﺎﻡ ﻛﯥ ﻧﻴﻮﻟﻮﺳﺮﻩ ﻫﻐﻪ ﺗﻌﺮﻳﻒ ﻛ‪‬ﻯ‪ ۰‬ﺩﻟﺘﻪ ‪‬ﻮ ﻣﻄﻠﺒﻪ ﻟﻪ ﺩﻏﻮ‬
‫ﺗﻌﺮﻳﻔﻮﻧﻪ ﻭ‪‬ﺍﻧﺪﻯ ﻛﻴ‪‬ﻯ ‪:‬‬
‫* ﭘﻼﻥ ﺍ ﻳ‪‬ﻮ ﺩ ﻧﻪ ﻣﻮﺧﻮ ﻟﻪ ‪‬ﺎ ﻛﻨﻮ ‪‬ﺨﻪ ﻋﺒﺎﺭﺕ ﺩﻩ ‪ ،‬ﺍﻭ ﺩ ﻫﻐﻰ ﺩ ﺩﭘﻠﻰ ﻛﻮﻟﻮ ﻟﻪ ﭘﺎﺭﻩ ﻭ‪‬ﺍﻧﺪ ﻟﻴﺪ ﺍﻭ‬
‫ﻣﻮﺩﻧﻪ ﺩﻩ ‪.‬‬
‫* ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻪ ﻟﻪ ﻫﻐﻰ ﭘﺮﻳﻜ‪‬ﻯ ﻧﻴﻮﻟﻮ ‪‬ﺨﻪ ﻋﺒﺎﺭﺕ ﺩﻩ ﭼﻲ ﺩﺩﻯ ﭘﻪ ﻫﻜﻠﻪ ﭘﺎﻡ ﻭﻛ‪‬ﻯ ﭼﻲ ‪‬ﻪ ‪ ‬ﻭﻝ‬
‫ﻛﺎﺭﻭﻧﻪ ﺑﺎﻳﺪ ﺳﺮﺗﻪ ﻭﺭﺳﻴ‪‬ﻯ ؛‬
‫* ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻰ ﺩ ﻣﻄﻠﻮﺑﻰ ﻭﺿﻴﺢ ﺩ ﻃﺮﺣﻪ ﻛﻮﻟﻮ ﺗﺼﻮﺭ ﻧﻪ‪ ،‬ﺍﻭ ﺩﻫﻐﻮ ﻻﺭﻭ ﺍﻭ ﺗﻮﻛﻮ ﭘﻴﺪﺍﻛﻮﻧﻪ ﺍﻭ‬
‫ﭘﻴﺎﺩﻩ ﻛﻮﻧﻪ ﭼﯥ ﻫﻐﻰ ﺗﻪ ﺭﺳﻴﺪﻧﻪ ﻣﻴﺴﺮﻩ ﻛ‪‬ﻯ ﻋﺒﺎﺭﺕ ﺩﻩ ‪۰‬‬
‫* ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩ ﻧﻪ ﺩﻳﻮﻩ ﻭﺿﻴﻌﺖ ﻳﺎ ﻣﻮﺿﻮﻉ ﺩ ﺑﺪﻟﻮﻥ ﻭﺭﻛﻮﻟﻮ ﺩ ﻋﻤﻠﻴﺎﺗﻮ ﻃﺮﺍﺣۍ ﻧﻪ ﻋﺒﺎﺭﺕ ﺩﻩ ‪ ،‬ﭼﯥ‬
‫ﺩ ﻭ‪‬ﺍﻧﺪ ﻟﻴﺪﻧﻰ ﺑﻴﻠ‪‬ﻰ ﭘﺮﺑﻨﺴ‪ ‬ﻭﻻ‪ ‬ﻭﻯ ‪۰‬‬
‫ﭘﺎﻳﻠﻰ ‪ :‬ﺩ ﻣﻮﺧﻮ ﺩ ﭘﻴﺎﺩﻩ ﻛﻴﺪﻭ ‪ ،‬ﻟﻪ ﻓﺰﻳﻜﻰ ﭘﻴﻞ ﻧﻪ ﺩﻣﺨﻪ ‪ ،‬ﺑﺎﻳﺪ ﭘﻪ ﺯﻳﺎﺗﻪ ﭘﻴﻤﺎﻧﻪ ﺩ ﺫﻫﻨﻰ ‪‬ﻮﺍﻛﻤﻨﻰ‬
‫ﻧﻪ ﻛﺎﺭ ﻭﺍﺧﻴﺴﺘﻞ ﺷﻰ ‪۰‬‬
‫) ﺩﭘﻼﻥ ﺍﻳ‪‬ﻮﻧﻰ ﺍﺻﻞ(‬
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‫ﺩﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻭﻧﻮ ‪‬ﺨﻪ ﻣﻮﺧﻪ‬
‫ﭘﻪ ﺑﺸﭙ‪‬ﻩ ﺗﻮﮔﻪ ‪ ،‬ﻟﻪ ﻳﻮﻯ ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻰ ‪‬ﺨﻪ ﻣﻮﺧﻪ ﻋﺒﺎﺭﺕ ﺩﻩ ﻟﻪ ‪:‬‬
‫ﺩﻯ ﻓﻌﺎﻟﻴﺘﻮﻧﻮ ﺩ ﺗﻨﻈﻴﻢ ﻟﻪ ﻃﺮﻳﻘﻪ ﺩ ﻣﻮﺧﻮﺭﻳﺴﺪﻭﻧﻮﺗﻪ ﺍﺣﺘﻤﺎﻟﻰ ﺯﻳﺎﺕ ﻭﺍﻟﻰ ؛‬
‫ﭘﻪ ﻓﻌﺎﻟﻴﺘﻮﻧﻮﻛﻰ ﺩﻟ‪‬ﺘﻮﻧﻮ ﺩﻣﺨﻨﻮﻯ ﻟﻪ ﻟﻴﺎﺭﻯ ﺩﺍﻗﺘﺼﺎﺩﻯ ‪‬ﻮﺯﻳﺎﺕ ﻭﺍﻟﻰ‬
‫ﻣﻮﺧﻮﺍﻭ ﻣﻘﺎ ﺻﺪﻭ ﺗﻪ ﺩﻻﺱ ﺭﺳﻴﺪﻭ ﭘﻪ ﺧﺎﻃﺮ ﺭﺍ‪‬ﻮﻟﻴﺪﻝ ‪ ،‬ﺍﻭ ﺗ‪ ‬ﻟﻮﺭﻯ ‪‬ﺨﻪ‬
‫ﺩﺍﻧﺤﺮﺍﻑ ﭘﻪ ﺧﺎﻃﺮ ‪‬ﺎﻥ ﺳﺎﺗﻞ ‪.‬‬
‫ﺩﻛﻨ‪‬ﺮﻭﻝ ﻟﭙﺎﺭﻩ ﺩ ﺗﻮﻛﻮ ﺍﻭ ﺍﺑﺰﺍﺭﻭ ﺑﺮﺍﺑﺮﻭﻝ ‪۰‬‬
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‫ﺩﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻲ ﻟﻤ‪‬ﻱ ﺗﻮﺏ‬
‫ﺩ ﻣﺪﻳﺮﺍﻧﻮ ﭘﻪ ﺯﻳﺎﺗﻮ ﺩﻧﺪﻭ ﻛﯥ ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻰ ﻟﻮﻣ‪‬ﻱ ﺗﻮﺏ ﻟﺮﻯ ‪ ،‬ﺍﻭ ﭘﺮ ﻫﻐﻮ ﺑﺎﻧﺪﻯ‬
‫ﻟﻮﻣ‪‬ۍ ﺩﻯ ؛ ﭘﻪ ﺩﻯ ‪‬ﻭﻝ ﭼﯥ ﻛﻪ ﻭﻏﻮﺍ‪‬ﻭ ﺩ ﻣﺪﻳﺮﺍﻧﻮ ﺩﻧﺪﻱ ﻛﻪ ﺩ ﻳﻮ ﻫﺮﻡ ﭘﻪ ﺳﺮ‬
‫ﻟﻴﻚ ﭘﻪ ﻧﻈﺮ ﻛﯥ ﻭﻧﻴﺴﻮ ‪‬ﻪ ﺑﻪ ﺩﺍﻭﻯ ﭼﯥ ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻲ ﺩ ﻫﻐﻪ ﻫﺮﻡ ﭘﻪ ﺳﺮ ﻛﯥ‬
‫‪‬ﺎﻯ ﻛ‪‬ﻭ‬
‫ﺍﺭﺯ‪‬ﺘﻰ ﻧﻈﺎﻡ‬
‫ﭘﻼﻥ‬
‫ﺍﻳ‪‬ﻮﺩﻧﻪ‬
‫ﺳﺎﺯﻣﺎﻧﺪﻫﻲ‬
‫ﻛﻨﺘﺮﻝ‬
‫ﻫﺪﺍﻳﺖ‬ ‫ﺩﺳﺮﭼﻴﻨﻮ‬
‫ﺍﻭﺳﺮﭘﺮ‪‬ﺘﻰ‬ ‫ﺭﺍﻧﮋﺩﻯ ﻛﻮﻝ‬
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‫ﺩﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻰ ﻟﻮﻣ‪‬ۍ ﺗﻮﺏ‬
‫ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩ ﻧﻪ‬

‫ﺳﺎﺯﻣﺎﻥ‬
‫ﻭﺭﻛﻮﻧﻪ‬ ‫ﺩﻧﺪﻭ ﭘﺮ‬
‫ﺩﺳﺎﺯﻣﺎﻧﺪﻫﻲ‬ ‫‪‬ﺎﻯ ﻛﻮﻝ‬
‫ﺩﻻﺭﻭ ‪‬ﺎﻛﻞ‬ ‫ﺩﻣﻨﺎﺳﺒﻮ ﻏ‪‬ﻭ‬ ‫ﻣﺸﺮﻯ‬
‫‪‬ﺎﻛﻞ ﺍﻭ ﭘﻪ ﻛﺎﺭ‬ ‫ﺩ ﻣﺸﺮۍ‬
‫ﻧﻴﻮﻧﻰ‬ ‫ﺍﻭﻻﺭ‪‬ﻮﻧﻰ‬ ‫ﻛﻨﺘﺮﻝ‬
‫ﮔ‪‬ﻮﺭ ﺳﺒﻚ‬ ‫ﺩﻋﻤﻠﻴﺎﺗﻰ ﻛﻨ‪‬ﺮﻭﻝ ﺩ‬
‫‪‬ﺎﻛﻞ‬ ‫‪‬ﻭﻝ ﺍﻭ ﻣﻌﻴﺎﺭﻭﻧﻮ‬
‫‪‬ﺎﻛﻞ‬
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‫ﺩﭘﻼﻥ ﺍﻳ‪‬ﻮﺩ ﻧﻮ ‪‬ﻭﻟﻮﻧﻪ‬
‫ﭘﻼﻧﻮﻧﻪ ﺩﻫﺮ ‪‬ﻭﻝ ﻣﻮﺧﻮ ﻟﭙﺎﺭﻩ ﺗﻨﻈﻴﻤﻴ‪‬ﻯ ﺍﻭ ﭘﻪ ﻣﻨﺎ ﺳﺒﻪ ﺗﻮﮔﻪ ﻟﻪ ﻫﻐﻪ ﺳﺮﻩ ﺑڼﻪ ﻧﻴﺴﻰ ‪۰‬‬
‫ﺩﻟﺘﻪ ﺩﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻰ ‪‬ﻮ ‪‬ﻭﻟﻮﻧﻪ ﺗﺮ ‪‬ﻴ‪‬ﻧﻰ ﻻ ﻧﺪﻯ ﻧﻴﺴﻮ ‪:‬‬
‫ﺍﺳﺘﺮﺍﺗﯿﮋﻳﻜﻪ ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻪ‬
‫ﻋﻤﻠﻴﺎﺗﻲ ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻰ )ﺍﺟﺮﺍﻳﯿﻮﯼ(‬
‫ﺗﺨﺼﺼﻲ‪.‬ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻰ‬
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‫ﺍﺳﺘﺮﺍﺗﯿﮋﻳﻜﯥ ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻰ‬
‫ﺳﺘﺮﺍﺗﻴﮋﻳﻜﯥ ‪ :‬ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻰ ﻟﻪ ﻟﻴﺮﻯ ﺍ‪‬ﻜﻠﻮﻧﻮﺍﻭ ﺩﻣﻨﻈﻤﻮ ﭘ‪‬ﺍﻭﻧﻮ ﭘﻪ ﺑﻬﻴﺮ ﻛﻰ‬

‫ﺻﻮﺭﺕ ﻣﻮﻣﻰ ﺩﻏﻪ ﭘ‪‬ﺍﻭ ﻻﻧﺪﻯ ﻣﺮ ﺣﻠﻰ ﻟﺮﻯ ‪:‬‬
‫ﺍﻟﻒ( ﺩﻟﻴﺮﻳﻮ ﻣﺎﻣﻮﺭﻳﺘﻮﻧﻮﺍﻭ ﻣﻮﺧﻮ ‪‬ﺎﻛﻞ ﺍﺩﺍﺭﻯ ﻭﻧ‪‬ﻱ ﺍﻭ ﺭﺳﺎﻟﺘﻮﻧﻪ ؛‬
‫ﺏ( ﺩﻛﻤﻲ ﺍﻭ ﻛﻴﻔﻲ ﻣﻮﺧﻮ ﭘﻪ ﻟڼﺪ ﻣﺤﺎﻟﻪ ﻣﻮﺧﻮ ﺗﺠﺰﻳﻪ ﺍﻭ ﺗﻮﭘﻴﺮ ﻛﻮﻝ‬
‫)ﺩﻏﻪ ﻣﺮﺣﻠﯥ ﺗﻪ ﻣﻮﺧﻰ ﺍﻳ‪‬ﻮﺩﻧﻰ ﻭﻳﻞ ﻛﻴ‪‬ﻱ (‬
‫ﺝ( ﺩﻛ‪‬ﻧﻼﺭﻭ ﺳﻤﺒﺎﻟﻮﻝ ﺍﻭ ﺩ ﺑﺸﭙ‪‬ﻩ ﭘﺎﻟﻴﺴﻮﻳﻮ ﻧﻴﻮﻧﻪ ؛‬
‫ﺩ( ﺩﻋﻤﻠﻴﺎﺗﻰ ﭘﻼﻧﻮﻧﻮ ﺟﻮ‪‬ﻭﻧﻪ ﺍﻭ ﻃﺮﺣﻪ ﻛﻮﻝ )ﺗﺎﻛﺘﻴﻜﻲ(‪.‬‬
‫ﺩﺍﺳﺘﺮﺍﺗﻴﮋﻳﻜﻮ ﭘﻼﻥ ﺍﻳ‪‬ﻮﻧﻮ ﺑﺸﭙ‪‬ﻩ ﺷﺮﺣﻪ‬

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‫ﻋﻤﻠﻴﺎﺗﻲ ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻰ )ﺍﺟﺮﺍﻳﻴﻮﯼ(‬
‫ﺩﻋﻤﻠﻴﺎﺗﻰ ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻮ ﻣﺮﺣﻠﻰ ﻋﺒﺎﺭﺕ ﺩﻱ‪:‬‬

‫ﺩ ﻟﻨ‪ ‬ﻣﻬﺎﻟﻪ ﺑﺮﻧﺎﻣﻮﺗﺪﻭﻳﻦ )ﺩ ﺑﻮﺩﻳﺠﻰ ﺟﻮ‪‬ﻭﻝ ﺍﻭ ﻣﺤﺎﻝ ﻭﻳﺶ (؛‬ ‫‪.١‬‬
‫ﺩﻛﻤﻰ ﺍﻭ ﻛﻴﻔﻰ ﻣﻌﻴﺎﺭﻭﻧﻮ ‪‬ﺎﻛﻞ ﺩﻛ‪‬ﻭﻧﻮ ﺍ‪‬ﻜﻞ ﺍﻭ ﺩ ﺳﺮﺗﻪ ﺭﻭﺳﻮﻝ ﺷﻮﻳﻮ ﻋﻤﻠﻴﺎﺗﻰ‬ ‫‪.٢‬‬
‫ﭘﺎﻧﮕﻮ ﺍﺭﺯﻭﻧﻪ ‪۰‬‬

‫ﺩﺑﺮﻧﺎﻣﻮ ﺍﺭﺯﻭﻧﻪ ﺍﻭ ﺩﻫﻐﻮ ﻧﻪ ﺩﻋﻤﻞ ﻛ‪‬ﻭﻧﻮ ﺩ ﺍﻧﺤﺮﺍﻑ ﻣﻮﺍﺭﺩ ‪‬ﺎﻛﻞ ؛‬ ‫‪.٣‬‬
‫ﭘﻪ ﺑﺮ ﻧﺎﻣﻮ ﺑﺎﻧﺪﻯ ﻛﺮﻩ ﻛﺘﻨﻪ ﺍﻭ ﺩ ﻧﻮﻳﻮ ﺑﺮﻧﺎﻣﻮ ﺟﻮ‪‬ﻭﻧﻪ ‪۰‬‬ ‫‪.۴‬‬
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‫ﺗﺨﺼﺼﻲ ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻰ‬
‫ﻛﻠﻪ ﻫﻢ ﺩ ﻣﺪﻳﺮﻳﺖ ﺩﻧﺪﻭ ﺍﻭ ﺗﺨﺼﺼﻰ ﺑﺮﺧﻮ ‪‬ﺮﻧﮕﻮﺍﻟﻰ ﺍﻭ ﻣﺎﻫﻴﺖ ﺗﻪ ﭘﺎﻣﻠﺮﻧﻪ ‪،‬‬

‫ﺩ ﺩﻭﻯ ﺩ ﺍﺟﺮﺍ ﻟﭙﺎﺭﻩ ﭘﻼﻥ ﺍﻳ‪‬ﻮﻝ ﻛﻴ‪‬ﻯ ﺩﻏﻮ ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻮ ﺗﻪ ) ﺗﺨﺼﺼﻰ ﭘﻼﻥ‬
‫ﺍﻳ‪‬ﻮﺩ ﻧﻰ ( ﻭﻳﻞ ﻛﻴ‪‬ﻯ ‪۰‬‬
‫د ﺗﻮﻟﻴﺪ ﭘﻼن اﻳښﻮدﻧﻰ او آﻨټﺮول ‪:‬‬
‫ﺩﺗﻮﻟﻴﺪ ﭘﻪ ﭘﻼﻥ ﺍﻳ‪‬ﻮﻧﻮ ﻛﯥ ‪ ،‬ﺩ ﺍ‪‬ﺗﻴﺎﻭ ﺩ ‪‬ﺎﻛﻨﻰ ﻟﻪ ﻟﻴﺎﺭﻯ ﺩﺗﻮﻛﻮ ﻭ ﺍﻭ ﺍﺑﺰﺍﺭﻭ‬

‫ﻣﻨ‪‬ﺘﻪ ﺭﺍﻭ‪‬ﻝ ﺍﻭﺁﺳﺎ ﻧﺘﻴﺎﻭىﺪﺍﻧﺴﺎﻧﻰ ‪‬ﻮﺍﻙ ﭘﺎﻟﻨﻪ‪،‬ﺩ ‪‬ﻮﻟﻨﻰ ﺩ ﺗﻮﻛﻮ‬
‫ﺍﻭﻣﺤﺼﻮﻻﺗﻮ ﺩ ﺗﻮﻟﻴﺪ ﻟﭙﺎﺭﻩ ﻭ‪‬ﺍﻧﺪ ﻟﻴﺪ ﺷﻮﻳﻮ ﺍ‪‬ﺗﻴﺎﻭ ﺍﻭﺩﺑﺎﺯﺍﺭ ﺩ ﻏﻮ‪‬ﺘﻮﻧﻮ ﭘﻪ ﭘﺎ‬
‫ﻡ ﻧﻴﻮﻟﻮ ﺳﺮﻩ ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩ ﻝ ﻛﻴ‪‬ﻯ ‪۰‬‬
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‫ﺩ ﻣﻮﺧﻮ ﻳﻮ ﺷﻤﻴﺮ ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻲ ﺍﻭ ﺩﺗﻮﻟﻴﺪ ﻛﻨ‪‬ﺮﻭﻝ ﻋﺒﺎﺭﺕ ﺩﻱ ‪:‬‬

‫ﺩ ﺗﻮﻟﻴﺪ ﻇﺮﻓﻴﺖ ﺍﻭ ﭘﻪ ﺍﺩﺍﺭﻩ ﻛﯥ ﺩﻣﺤﺼﻮﻝ ﺩﻭﺧﺖ ﺗﺮ ﻣﻨ‪ ‬ﺩﻳﻮﺍﻟﻰ ﻣﻨ‪ ‬ﺗﻪ ﺭﺍﻭ‪‬ﻝ ‪۰‬‬
‫ﺩﻛﺎﺭ ﻛﻮﻧﻜﻮ ﺍﻭ ﻣﻮﺟﻮﺩﻩ ﻣﺎﺷﻴﻦ ﺁﻻ ﺗﻮ ﺩﺑﻴﻜﺎﺭۍ ﻭﺧﺖ ﺣﺪ ﺍﻗﻞ ﺗﻪ ‪‬ﻴ‪‬ﻪ ﻭﻝ ؛‬
‫ﺩ ﻟﻤ‪‬ﻧﻴﻮ ﺍ‪‬ﺗﻴﺎ ﻭ‪ ‬ﻣﻮﺍﺩﻭ ‪ ،‬ﺗﻮﻛﻮ ﺍﻭ ﻭﺳﺎﻳﻠﻮﻣﻬﻴﺎ ﻛﻮﻧﻪ ﭘﻪ ﻣﻨﺎﺳﺐ ﻭﺧﺖ ﻛﯥ ؛‬
‫ﺩﻣﻮﺟﻮﺩﻳﺘﻮﻧﻮ ﺍﻭ ﻟﻪ ﭼﺎﭘﻴرﻳﺎﻝ ﺳﺮﻩ ﺩ ﺳﺮ ﭼﻴﻨﻮ ﺑﺪﻟﻮﻟﻮ ﭘﻪ ﻛﺎﺭ ﺍﺧﻴﺴﺘﻨﻪ ﻛﯥ ﺑﺪﻟﻮﻥ ﺍﻭ‬
‫ﺩ ﺣﺪ ﺍﻛﺜﺮﺗﻪ ﺭﺳﻮﻝ‬
‫ﺩﻣﺤﺼﻮﻻﺗﻮ ﺩ ﺟﻮ‪‬ﻭﻧﻰ ﻳﻮ ‪‬ﻭﻝ ﺟﻮ‪‬ﻭﻝ ﭘﻪ ‪‬ﻮﻟﻮ ﻭﺍﺣﺪﻭﻧﻮ ﻛﯥ ‪۰‬‬
‫ﺩﻣﻨﺎﺳﺒﻮ ﻛ‪‬ﻧﻼﺭﻭ ﺗﺪﻭﻳﻨﻮﻝ ﺩﺗﻮﻟﻴﺪﻯ ﻓﻌﺎﻟﻴﺘﻮﻧﻮ ﺩ ﺳﺮﺗﻪ ﺭﺳﻮﻧﻮ ﭘﻪ ﺧﺎﻃﺮ ﭘﻪ ﻫﻐﻪ ‪‬ﻭﻝ‬
‫ﭼﯥ ﻣﺪﻳﺮﺍﻥ ﺩﺩﻓﺘﺮﻯ ﻛﺎﺭﻭﻧﻮ ﻟﻪ ﺍﻭﺯﮔﺎﺭﺗﻴﺎ ﻭﻧﻪ ﻭﻛﻮﻻﻯ ﺷﻰ ﺧﭙﻞ ﺩ ﻭﺧﺖ ﻳﻮﻩ ﺑﺮﺧﻪ‬
‫ﺩ ﻛﺎﺭ ﻛﻮﻧﻜﻮ ﺯﺩﻩ ﻛ‪‬ﻯ ﺍﻭ ﻣﺪﻳﺮﻳﺖ ﺗﻪ ﻭﻗﻒ ﻛ‪‬ﻯ‬
‫ﻣﺪﻳﺮﺍﻧﻮ ﺍﻭ ﺍ‪‬ﻭﻧﺪﻩ ﻛﺴﺎﻧﻮ ﺗﻪ ﺩ ﺭﭘﻮ‪ ‬ﻭﺭﻛ‪‬ﻩ ‪ ،‬ﺍﻭ ﺩ ﻣﻮﺟﻮﺩﻯ ﻭﺿﻴﻊ ﻧﻪ ﺩ ﻫﻐﻮﻯ ﺑﺎ‬
‫ﺧﺒﺮﻩ ﻛﻮﻝ‬
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‫ﺩﺍﻧﺴﺎﻧﻰ ﺳﺮﭼﻴﻨﻮ ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻰ‬
‫ﺩﺍﻧﺴﺎﻧﻰ ﺳﺮ ﭼﻴﻨﻮ ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻰ ﺩ ﺍ‪‬ﺗﻴﺎ ﻭ‪ ‬ﻏ‪‬ﻭ ﺩ ﺷﻤﻴﺮ ﻟﻪ ‪‬ﺎﻛﻠﻮ ﺳﺮﻩ ‪:‬‬
‫ﺍﺩﺍﺭﻩ ﭘﻪ ﺭﺍﺗﻠﻮﻧﻜﯥ ﻛﻠﻮﻧﻮ ‪ ،‬ﻛﯥ ﭘﻪ ﺩﻯ ‪‬ﺎﻛﻮﻧﻮ ‪ ،‬ﺯﺩﻩ ﻛ‪‬ﻭ ‪ ،‬ﺗﺮﻓﻴﻊ ‪ ،‬ﺍﻭ ﻳﺎ ﺩﻛﺎﺭ‬
‫ﻛﻮﻭﻧﻜﻮ ﺩ ﺗﻘﺎﻋﺪ ﭘﻪ ﺧﺎﻃﺮ ﭘﻼﻧﻴ‪‬ﻯ ﺩﺍﻧﺴﺎﻧﻰ ‪‬ﻮﺍﻙ ﺩﺩﻧﻨﻪ ﺍﻭﺑﻬﺮ ﺍﻧﺪﺍﺯﻩ ﻻﺳﺘﻪ‬
‫ﺭﺍ‪‬ﻰ ﻫﻐﻪ ‪‬ﻭﻝ ﭼﯥ ﻭﻛﻮﻻﻱ ﺷﻰ ﺩ ﻫﻐﻪ ﭘﺮ ﺑﻨﺴ‪ ‬ﺩ ﺍﺩﺍﺭﻯ ﺁﺳﻨﺘﻴﺎﻭ ﺍﻭ ﺍ‪‬ﺗﻴﺎ ﻭ‪‬‬
‫ﺗﻮﻛﯥ ﺍﻭ ﻭﺳﺎﻳﻞ ﭘﻴﺶ ﺑﻴﻨﻰ ﻛ‪‬ﻱ‪۰‬‬
‫ﺩﺍﻧﺴﺎﻧﻰ ‪‬ﻮﺍﻙ ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻰ ﺩ ﺍﺩﺍﺭﻯ ﺩ ﺗﺸﻜﻴﻞ ﺳﺮﻩ ﭘﻴﻠﻴ‪‬ﻯ ﺍﻭ ﺩﻣﻮﺍﺭﺩﻭ‬
‫ﺟﻮ‪‬ﺖ ‪‬ﻭﻝ ‪ ،‬ﺗﺮ ﻓﻴﻊ ‪ ،‬ﻋﻠﻰ ﺍﻟﺒﺪﻝ ﺗﺸﻜﻴﻞ ﮔﻤﺎﺭﻳﺪﻟﻮ ﻣﻘﺮﺍﺭﺗﻮ ﺗﺪﻭﻳﻦ ﺍﻭ ﺩ‬
‫ﺧﺪﻣﺖ ﺗﺮ ‪‬ﻨﮓ ﺩﺯﺩﻩ ﻛ‪‬ﻭ ﺩ ﺑﺮ ﻧﺎﻣﻮ ﺟﻮ‪‬ﻭﻧﻪ ﻟﻪ ‪‬ﺎﻧﻪ ﺳﺮﻩ ﻟﺮﻯ ‪۰‬‬
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‫ﻣﺎﻟﻲ ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻰ ﺍﻭ ﺩ ﺑﻮﺩﻳﺠﻰ ﺗﻨﻈﻴﻤﻮﻝ ‪:‬‬

‫ﭘﻪ ﻣﺎﻟﻲ ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻰ ﻛﯥ ﺩ ﭘﺎﻧﮕﻮ ﺍﻭ ﻋﻮﺍﻳﺪﻭ ﺑﺮﺁﺭﻭﺭﺩ ﺩ ﻣﺎﻟﻲ ﺳﺮ ﭼﻴﻨﻮ ‪‬ﺎﻛﻞ ﺍﻭ ﺩ‬
‫ﻣﺎﻟﻲ ﺳﺮﭼﻴﻨﻮ ﺩ ﻟﮕ‪‬ﺖ ﻃﺮ ﻳﻘﻰ ﺩﺍﺩﺍﺭﻯ ﺩ ﻣﻮﺧﻮﺭﺳﻴﺪﻭﻧﻮ ﺗﻪ ﭘﻼﻧﻴ‪‬ﻯ ‪.‬‬
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‫ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻮ ﺗﻪ ﺑﻴﻼ ﺑﻴﻠﻰ ﺍﺳﺘﺮﺍﺗﻴﮋۍ ‪:‬‬
‫ﺩﺑﻴﻼ ﺑﻴﻠﻮ ﺍﺳﺘﺮﺗﻴﮋﻳﻮ ﻟﻪ ﻣﻨ‪‬ﻪ ﺩﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻮ ﺩﻏﻪ ﻣﻮﺍﺭﺩﻭ ﺗﻪ ﺍﺷﺎﺭﻩ ﻛﻴ‪‬ﻯ‬
‫ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻰ ﻟﻪ ﺩﻧﻨﻪ ﺑﻬﺮﺗﻪ ﺍﻭﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻰ ﻟﻪ ﺑﻬﺮ ﻧﻪ ﺩﻧﻨﻪ ﺗﻪ ؛‬ ‫‪z‬‬

‫ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻰ ﻟﻪ ﻟﻮ‪‬ﻯ ﻧﻪ ‪‬ﻜﺘﻪ ﺍﻭ ﻟﻪ ‪‬ﻜﺘﻪ ﻧﻪ ﻟﻮ‪‬ﻯ ﺗﻪ‬ ‫‪z‬‬
‫ﺩ ﻣﻮﺧﻮ ﭘﺮ ﺑﻨﺴ‪ ‬ﭘﻼﻥ ﺍﻳ‪‬ﻮﻧﻲ ؛‬ ‫‪z‬‬
‫ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻲ ﺩ ﺍﺳﺘﺜﻨﺎ ﺀﭘﺮﺑﻨﺴ‪ ‬؛‬ ‫‪z‬‬
‫ﺍﺿﻄﺮﺍﺭﻱ ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻲ ؛‬ ‫‪z‬‬
‫ﺍﻗﺘﺼﺎﺩﻱ ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻲ ؛‬ ‫‪z‬‬
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‫ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻰ ﻟﻪ ﺩﻧﻨﻪ ‪‬ﺨﻪ ﺑﻬﺮ ﺗﻪ‬
‫ﻟﻪ ﺩﻧﻨﻪ ﻧﻪ ﺑﻬﺮﺗﻪ ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻲ ‪ ،‬ﭘﺮ ﻓﻌﺎﻟﻴﺘﻮﻧﻮ ﺑﺎﻧﺪﻯ ﺗﻢ ﻛﻴ‪‬ﻯ ﭼﯥ ﺍﺩﺍﺭﻩ ﻳﻰ‬
‫ﭘﻪ ﺍﻭﺳﻨﻲ ﺣﺎﻝ ﻛﯥ ﺳﺮﺗﻪ ﺭﺳﻮﻯ ‪۰‬ﺍﻭ ﻫ‪‬ﻪ ﻛﻴ‪‬ﻯ ﭼﯥ ﻫﻐﻮﻯ ﭘﻪ ‪‬ﻪ ﺗﻮﮔﻪ ﺳﺮﺗﻪ‬
‫ﻭﺭﺳﻴ‪‬ﻯ ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻲ ﭘﻪ ﺩﻯ ‪‬ﻭﻝ ﺍﺩﺍﺭﻩ ﻛﯥ ﻏﻮﺭﻩ ﺑﺪﻟﻮﻧﻮﻧﻪ ﻣﻨ‪‬ﺘﻪ ﻧﻪ ﺭﺍﻭ‪‬ﻯ‬
‫ﻭﻟﯥ ﻛﻴﺪﺍﻯ ﺷﻰ ﻟﻪ ﺳﺮﭼﻴﻨﻮ ﻧﻪ ﻛﺎﺭ ﺍﺧﻴﺴﺘﻨﻪ ﮔ‪‬ﻮﺭﻩ ﺍﻭ ﺍﻏﻴﺰﻣﻨﻪ ﻭﻯ‬
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‫ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻰ ﻟﻪ ﺩﻧﻨﻪ ‪‬ﺨﻪ ﺑﻬﺮ ﺗﻪ‬
‫ﻟﻪ ﺑﻬﺮ ﻧﻪ ﺩﻧﻨﻪ ﺗﻪ ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻲ ‪،‬ﭘﻪ ﻟﻮﻣ‪‬ﻯ ﺳﺮﻛﯥ ﺑﻬﺮﻧۍ ﭼﺎﭘﻴرﻳﺎﻝ ‪‬ﻴ‪‬ﻯ ﺍﻭ‬
‫ﺗﺤﻠﻴﻠﻮﻯ ﺍﻭ ﺩﻭﺧﺖ ﻧﻪ ﭘﻪ ﻛﺎﺭ ﻭ‪‬ﻭﻟﻮﺳﺮﻩ ‪‬ﻮﻝ ﻫﻐﻪ ﻣﺴﺎﻳﻞ ﭼﻲ ﻟﻪ ﻫﻐﻪ ‪‬ﺨﻪ ﭘﻼﻥ‬
‫ﺍﻳ‪‬ﻮﺩﻝ ﻛﻴ‪‬ﻯ ﺣﺪﺍﻗﻞ ﺗﻪ ﺭﺳﻮﻝ ﻛﻴ‪‬ﻯ ‪.‬‬
‫ﭘﻪ ‪‬ﻳﺮﻭ ﺍﺩﺍﺭﻭ ﻛﻰ ﺩ ﺩﻯ ﻟﭙﺎﺭﻩ ﭼﻲ ﭘﺎﻳﻠﻰ ﻻﺳﺘﻪ ﺭﺍﺷﻰ ﻟﻪ ﺩﻭﺍ‪‬ﻭ ﻛ‪‬ﻧﻼ ﺭﻭ‪‬ﺨﻪ ﻛﺎﺭ‬
‫ﺍﺧﻠﻰ ‪.‬‬
‫ﭘﻪ ﻋﻤﻮﻣﻰ ﺗﻮ‪‬ﻪ ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻪ ﻟﻪ ﺩﻧﻨﻪ ‪‬ﺨﻪ ﺑﻬﺮﺗﻪ ﺩ ﺭﻭﺍﻧﻮ ﻛﺎﺭﻭﻧﻮ ﺩ ‪‬ﻲ ﺳﺮﺗﻪ‬
‫ﺭﺳﻮﻧﻲ ﭘﻪ ﺧﺎﻃﺮ ﺻﻮﺭﺕ ﻣﻮﻣﻰ ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻪ ﻟﻪ ﺑﻬﺮ ‪‬ﺨﻪ ﺩ ﻧﻨﻪ ﺗﻪ ﻫﻐﻪ ﻭﺧﺖ‬
‫‪‬ﻮﺭﻩ ﺩﻩ ﭼﻲ ﺍﺩﺍﺭﻩ ﻭﻏﻮﺍ‪‬ﻯ ﻫﻐﻪ ﻛﺎﺭ ﺳﺮﺗﻪ ﻭﺭﺳﻮﻯ ﭼﻲ ﻭ‪‬ﻯ ﭘﻮﺭﻯ ﺗ‪‬ﺍﻭ ﻭﻟﺮﻯ ﺍﻭ‬
‫ﺩ ﺩﻏﻰ ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻰ ‪‬ﺨﻪ ﻣﻮﺧﻪ ﭘﻪ ﭼﺎﭘﻴرﻳﺎﻝ ﻛﻰ ﺩﻭﺧﺖ ﻣﻮﻧﺪﻝ ﺍﻭ ﻟﻪ ﻫﻐﻪ ‪‬ﻪ‬
‫‪‬ﻪ ﺍﺧﻴﺴﺘﻨﻪ ﺩﻩ‬
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‫ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻲ ﻟﻪ ﭘﻮﺭﺗﻪ ﻧﻪ ‪‬ﻜﺘﻪ ﺍﻭ ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻲ ﻟﻪ‬

‫‪‬ﻜﺘﻪ ﻧﻪ ﭘﻮﺭﺗﻪ‬
‫ﻟﻪ ﭘﻮﺭﺗﻪ ﻧﻪ ‪‬ﻜﺘﻪ ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻲ ‪ :‬ﭘﻪ ﺩﯤ ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻪ ﻛﯥ ﻟﻮ ﻣ‪‬ۍ ﺟﮕﭙﻮ‪‬ﻯ‬
‫ﻣﺪﻳﺮﺍﻥ ﻏﻮﺭﻩ ﻣﻮﺧﻰ ‪‬ﺎﻛﻰ ﺍﻭ ﺩﻏﻪ ﺍﻣﻜﺎﻥ ﺩ ﻧﻮﺭﻭ ﻛﭽﻮ ﻣﺪﻳﺮﺍﻧﻮ ﺗﻪ ﺭﺍﻣﻨ‪‬ﺘﻪ‬
‫ﻛﻮﻯ ‪ ،‬ﺗﺮ ‪‬ﻮ ﭘﻮﺭﻯ ﺩﻋﻤﺪﻩ ﺍﻭ ﻏﻮﺭﻩ ﻣﻮﺧﻮﭘﻪ ﭼﻮﻛﺎ‪ ‬ﻛﯥ ﺧﭙﻠﻰ ﺑﺮ ﻧﺎﻣﻰ ﺟﻮ‪‬ﻱ‬
‫ﺍﻭ ﺗﺪ ﻭﻳﻦ ﻛ‪‬ﻯ ﻟﻪ ‪‬ﻜﺘﻪ ﻧﻪ ﭘﻮﺭﺗﻪ ﺗﻪ ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻰ ﻟﻪ ﻫﻐﻮ ﺑﺮ ﻧﺎﻣﻮ ﺳﺮﻩ‬
‫ﭘﻴﻠﻴ‪‬ﻯ ﭼﯥ ﻋﻤﻠﻴﺎﺗﻰ ﻛﭽﻮ ﻛﯥ ﺑڼﻪ ﻧﻴﺴﻰ ﭘﺮﺗﻪ ﻟﻪ ﺩﻯ ﭼﯥ ﺩﺍﺩﺍﺭﻯ ﺑﺸﭙ‪‬ﻩ‬
‫ﻣﺤﺪﻭﻳﺘﻮﻧﻮ ﺗﻪ ﭘﺎﻡ ﻭﺷﻰ ﻫﻐﻪ ﻭﺧﺖ ﺩﻏﻪ ﺑﺮﻧﺎﻣﻰ ﺩ ﻣﺮﺍﺗﺒﻮ ﺩ ﻟ‪‬ﻯ ﻟﻪ ﻟﻴﺎﺭﻯ ﻳﻌﻨﻰ‬
‫ﺩ ﻣﺪﻳﺮﻳﺖ ﻟﻮ‪‬ﻯ ﻛﭽﯥ ﺗﻪ ﻭ‪‬ﺍﻧﺪﻯ ﻛﻴ‪‬ﻯ‪.‬‬
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‫ﻟﻪ ﭘﻮﺭﺗﻪ ﻧﻪ ‪‬ﻜﺘﻪ ﺗﻪ ﺩﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻰ ﮔ‪‬ﻰ ﺍﻭ ﺯﻳﺎﻧﻮﻧﻪ ﺍﻭ‬

‫‪‬ﻜﺘﻪ ﻧﻪ ﭘﻮﺭﺗﻪ ﺗﻪ ﺩ ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻰ ﮔ‪‬ﻰ ﺍﻭﺯﻳﺎﻧﻮﻧﻪ‬
‫ﻫﻐﻪ ﺑﺮﻧﺎﻣﻰ ﭼﯥ ﻟﻪ ﻛﻮﺯﻯ ﻧﻪ ﭘﻮﺭﺗﻪ ﭘﻼﻥ ﻛﻴ‪‬ﻱ ‪ .‬ﺩ ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻰ ﻃﺮﻳﻘﻪ ﺩ ﻛﺎﺭ‬
‫ﺍﺧﻴﺴﺘﻨﻰ ﻟﭙﺎﺭﻩ ﺗﻨﻈﻴﻤﻴ‪‬ﻯ ‪ ،‬ﻣﻤﻜﻨﻪ ﺩﻩ ﺩﺑﺸﭙ‪‬ﻩ ﺭﺍﻏﻮﻧ‪‬ﻭﻟﻮ ﺍﻭ ﺟﻬﺖ ﮔﻴﺮۍ ﻧﻪ‬
‫ﭘﺎﻛﻪ ﻭﻯ‪ .‬ﭘﻪ ‪‬ﺎﻧﮕ‪‬ﻯ ﺗﻮﮔﻪ ﻫﺮ ﻛﻠﻪ ﭼﯥ ﺗﺪﻭﻳﻦ ﺷﻮﻯ ﺑﺮﻧﺎﻣﻰ ﭘﻪ ﺑﻴﻼ ﺑﻴﻠﻮ ﻛﻮﭼﻨﻴﻮ‬
‫ﺳﻴﺴﺘﻤﻮﻧﻮ ﻛﯥ ﭼﯥ ﺩ ﻟﻮﺭ ﻧﻴﻮﻧﻮ ﺍﻭ ﻋﻤﻠﻴﺎﺗﻮ ﻣﻘﺎﺻﺪﻭﻛﯥ ﻣﺘﻀﺎﺩﻯ ﺍﻭ ﻧﺎ ﻫﻤﺎ‬
‫ﻫﻨﮕﯥ ﻭﻯ ﺩﺩﻯ ﻣﺴﺎﻟﻰ ﺩ ﺯﻳﺎﺗﻮﺍﻟﻰ ﺍﺣﺘﻤﺎﻝ ﻛﻴ‪‬ﻯ ‪۰‬‬
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‫ﻟﻪ ﭘﻮﺭﺗﻪ ﻧﻪ ‪‬ﻜﺘﻪ ﺗﻪ ﺩﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻰ ﮔ‪‬ﻰ ﺍﻭ ﺯﻳﺎﻧﻮﻧﻪ ﺍﻭ‬

‫‪‬ﻜﺘﻪ ﻧﻪ ﭘﻮﺭﺗﻪ ﺗﻪ ﺩ ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻰ ﮔ‪‬ﻰ ﺍﻭﺯﻳﺎﻧﻮﻧﻪ‪۲‬‬
‫ﺩﺩﻱ ﻛ‪‬ﻧﻼﺭﻯ ﻟﻮﻳﻪ ﮔ‪‬ﻪ ‪ ،‬ﺩ ﻫﻐﻮ ﺍﻓﺮﺍﺩﻭ ﺗﺮ ﻣﻨ‪ ‬ﺩ ﻣﺎ ﻟﻜﻴﺖ ﺩ ﺍ ﺣﺴﺎﺱ ﺗﺸﺪﻳﺪ‬
‫ﺍﻭ ﺗﻬﺪ ‪‬ﻳﺮ ﻭﺍﻟۍ ﺩﻯ ﭼﯥ ﭘﻪ ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻪ ﻛﯥ ﺩ ﺍﺩﺍﺭﻯ ﺩ ﻋﻤﻠﻴﺎﺗﻰ ﻛﭽﻮ ﻟﻪ ﭘﻮﺭﺗﻪ‬
‫‪‬ﺨﻪ ‪‬ﻜﺘﻪ ﺩ ﻻ ﺱ ﺗﻪ ﺭﺍﻭ‪‬ﻟﻮ ﻭ‪ ‬ﺩﻩ‬
‫ﺷﺎﻳﺪ ﻏﻮﺭﻩ ﻛ‪‬ﻧﻼﺭﻩ ﭘﻪ ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩ ﻧﻰ ﻛﯥ ﻫﻐﻪ ﻻﺭﻩ ﻭﻯ ﭼﯥ ﻟﻪ ﭘﻮﺭﺗﻪ ﻧﻪ ﭘﻴﻞ‬
‫ﺷﻮﻯ ﻭﻯ ﻭﻟﯥ ﺩ ﺑﻴﻼ ﺑﻴﻠﻮ ﻭﺍﺣﺪﻭﻧﻮ ﺩ ﻛﺎﺭ ﻛﻮﻧﻜﻮ ﺭﺍ ‪‬ﻜﻴﻞ ﻛﻴﺪﻝ ﺍﻭ ﺩ ﺍﻣﻜﺎﻥ ﭘﻪ‬
‫ﺻﻮﺭﺕ ﻛﯥ ﺩ ﺩﻭﻯ ﺩ ﮔ‪‬ﻭﻥ ﺩ‪‬ﻳﺮﻭﺍﻟﻰ ﻟﻪ ﻟﻴﺎﺭﻯ ﺩﺍﺩﺍﺭﻯ ﻟﻪ ‪‬ﻮﻟﻮ ﻛﭽﻮ ‪‬ﺨﻪ ﮔ‪‬ﻮﺭ‬
‫ﺍﻃﻼﻋﺎﺕ ﻻﺱ ﺗﻪ ﺭﺍﻭ‪‬ﻯ‪۰‬‬
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‫ﭘﻼﻥ ﺍﻳ‪‬ﻮ ﺩ ﻧﻰ ﺍﻭ ﻣﺪﻳﺮﻳﺖ ﺩ ﻣﻮﺧﻮ ﺍﻭ ﭘﺎﻳﻠﻮ ﭘﺮ ﺑﻨﺴ‪‬‬
‫‪:‬‬ ‫ﺩﭘﻼﻥ ﺍﻳ‪‬ﻮﻧﻰ ﭘ‪‬ﺍﻭﻧﻪ ﺩ ﻣﻮﺧﻮﺍﻭ ﭘﺎﻳﻠﻮ ﭘﺮ ﺑﻨﺴ‪‬‬
‫ﺍﺩﺍﺭﻱ ﺍﻭ ﻓﺮﺩﻱ‬ ‫ﺩﻣﻮﺧﻮ ﺩ ﭘﻴﺎﺩﻩ‬ ‫ﺩ ﻣﻮﺧﻮ‬ ‫ﻟﻪ ﻣﺪﻳﺮﺍﻧﻮ ﺳﺮﻩ ﺩ‬

‫ﻋﻤﻞ ﻛ‪‬ﻭﻧﻮ‬ ‫ﻛﻴﺪﻟﻮ ﭘﻪ‬ ‫ﺗﺪﻭﻳﻨﻮﻝ ﺍﻭ‬ ‫ﻛﺎﺭ ﻛﻮﻭﻧﻜﻮ ﮔ‪‬ﻭﻥ‬
‫‪‬ﻮﺍﻟﻰ‬ ‫ﻣﻨﻈﻮﺭ ﺩ ﻛﺎﺭ‬ ‫ﻣﻨﻞ ﺩ ﻣﺘﻘﺎﺑﻠﻪ‬ ‫ﭘﻪ ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻪ‬
‫ﻛﻮﻭﻧﻜﻮ ﻫ‪‬ﻪ‬ ‫ﺗﻮﺍﻓﻖ ﭘﺮ ﺑﻨﺴ‪‬‬ ‫ﻛﯥ‬
‫ﺩﺗ‪‬ﻭﻥ ﺩ‬
‫ﺯﻳﺎﺗﻮﺍﻟﻰ ﭘﻪ‬
‫ﺧﺎﻃﺮ‬
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‫ﺩﻣﺪﻳﺮﻳﺖ ‪‬ﻴﮕڼﻰ ﺍﻭ ﻋﻴﺒﻮﻧﻪ ﺩ ﻣﻮﺧﻰ ﭘﺮ ﺑﻨﺴ‪‬‬
‫ﺩﺩﻱ ﻛ‪‬ﻧﻼﺭﻯ ‪‬ﻴﮕڼﻰ ﻋﺒﺎﺭﺕ ﺩﻱ ‪:‬‬

‫ﺩﻛﺎﺭ ﻛﻮﻭﻧﻜﻮ ﺍﻭﻣﺪﻳﺮﻳﺎﻧﻮ ﺀ ﺩﺍ‪‬ﻳﻜﻮ ﺩﭘ‪‬ﺍﻭ ﻧﻮ ﭘﺮﺍﺧﺘﻴﺎ ‪۰‬‬
‫ﺩﻳﻮﺍﻟﻲ ﺍﻭ ﺗﻮﺍﻓﻖ ﻣﻨ‪ ‬ﺗﻪ ﺭﺍﻭ‪‬ﻧﻪ ﺩ ﻛﺎﺭﻛﻮﻭﻧﻜﻮﺍﻭﻣﺪﻳﺮﺍﻧﻮ ﭘﻪ ﻣﻨ‪ ‬ﻛﯥ ﺩ ﻧﺴﺒﻰ‬
‫ﺩﻧﺪﻭ ﻛﺎﺭ ﺍﻭ ﺍﺭﺯ‪‬ﺖ ﺩ ﻣﺤﺘﻮﺍ ﭘﻪ ﺍ‪‬ﻭﻧﺪ ؛‬
‫ﺩﻛﺎﺭ ﻛﻮﻭﻧﻜﻮ ﺍﻭ ﺍﻧﺴﺎﻧﻲ ﺳﺮﭼﻴﻨﻮ ﺩ ﺑﻬﺮﻩ ﻭﺭﻯ ﺩ ﻃﺮﻳﻘﻮ ‪‬ﻪ ﻭﺍﻟۍ ؛‬
‫ﺩﻛﺎﺭ ﻛﻮﻭﻧﻜﻮ ﺩ ‪‬ﻮ ﮔ‪‬ﻮ ﻟﭙﺎﺭﻩ ﺍﻭ ﺩ ﺍﻧﺴﺎ ﻧﻲ ﺳﺮ ﭼﻴﻨﻮ ‪‬ﺨﻪ ﺩ ﻛﺎﺭ ﺍﺧﻴﺴﺘﻠﻮ ﺩ‬
‫ﻛ‪‬ﻧﻼﺭﻭ ‪‬ﻪ ﻭﺍﻟۍ ‪۰ ۰‬‬
‫ﺩ ﻛﺎﺭ ﻛﻮﻭﻧﻜﻮ ﺩ ﻛ‪‬ﻭﻧﻮ ‪‬ﻪ ﻭﺍﻟۍ ﺍﻭ ﺩﻣﻮﺧﻮ ﺩ ﭘﻴﺎﺩﻩ ﻛﻴﺪﻭﻟﻮ ﺳﺮﻩ ﺩﻫﻐﻮ ﺗ‪‬ﻭﻥ‬
‫ﺩﻛﺎﺭ ﻛﻮﻭﻧﻜﻮ ﺩ ﻛ‪‬ﻭﻧﻮ ﺩﺍﺭﺯﻳﺎﺑﻰ ﺩﻣﻴﻌﺎﺭﻭﻧﻮ ‪‬ﻪ ﻭﺍﻟۍ ؛‬
‫ﺩﻛﺎﺭ ﻛﻮﻭﻧﻜﻮ ﺩ ﺧﻼﻗﻴﺖ ﺍﻭ ﻧﻮ ‪‬ﺘﻮﻧﻮ ﻟﻪ ‪‬ﻮﺍﻛﻪ ﺩ ﺍﺩﺍﺭﻯ ﮔ‪‬ﻪ ﺍﺧﻴﺴﺘﻞ ‪ ،‬؛‬
‫ﭘﻪ ﺍﺩﺍﺭﻩ ﻛﯥ ﺩ ﺑﺸﭙ‪‬ﻩ ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﯥ ﭘ‪‬ﺍﻭ ‪‬ﻪ ﻭﺍﻟۍ ‪۰‬‬
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‫ﺩﻣﺪﻳﺮﻳﺖ ‪‬ﻴﮕڼﻰ ﺍﻭ ﻋﻴﺒﻮﻧﻪ ﺩ ﻣﻮﺧﻰ ﭘﺮﺑﻨﺴ‪‬‬
‫ﺩﺩﯤ ﻛ‪‬ﻧﻼﺭﻯ ﻋﻴﺒﻮﻧﻪ ﺍﻭ ﻧﻘﺼﻮﻧﻪ ﻋﺒﺎﺭﺕ ﺩﻱ ﻟﻪ ‪:‬‬

‫ﻟﻪ ﺣﺪﻩ ﻭﺗﻠﻰ ﻭﺧﺖ ﻧﻴﻮﻝ ؛‬
‫ﺩ ﻣﻜﺘﻮﺑﻮﻧﻮ ﭘﻪ ﻣﺴﺘﻨﺪ ﺟﻮ‪‬ﻭﻧﻰ ﺑﺎﻧﺪﻯ ﻟﻪ ﺣﺪﻩ ﺯﻳﺎﺕ ‪‬ﻴﻨﮕﺎﺭ ؛‬
‫ﺩﻫﻐﻮ ﻣﻮﺧﻮ ﻧﻪ ﮔ‪‬ﻧﺪﻯ ﺑﺪﻟﻮﻧﻮﻧﻪ ﭼﯥ ﻏﻴﺮﻯ ﻣﻨﻄﻘﻰ ﭘﻪ ﻧﻈﺮ ﺭﺍ‪‬ﻰ ؛‬
‫ﺩﻣﻮﺧﻮ ﺩ ﻭﺍﻗﻌﻰ ﻛﺎﻣﻴﺎ ﺑﻴﻮ ﻋﻤﻠﻰ ﻛﻴﺪﻭﻧﻮ ﺩ ﻛﭽﻰ ﺍﺭﺯﻳﺎﺑﻰ ﻧﺸﺖ ﻭﺍﻟۍ ؛‬
‫ﺩﺩﻯ ﺭﻭﺵ ﺩﻣﻮﻓﻘﻴﺖ ﺩ ﻛﭽﻰ ﺗ‪‬ﻭﻥ ﺩ ﺟﮕﭙﻮ‪‬ﻭ ﻣﺪﻳﺮﺍﻧﻮ ﺩ ﺣﻤﺎﻳﺖ ﻟﻪ ﻛﭽﻰ ﺳﺮﻩ‪.‬‬
‫ﭘﻪ ﻣﻄﻠﻮﺏ ﺣﺪ ﻛﯥ ﺩﻣﻮﺧﻮ ﺩ ﺗﻌﺮﻳﻒ ﻧﺸﺖ ﻭﺍﻟۍ ) ﺩﻛﺎﺭﻛﻮﻭﻧﻜﻮ ﺩ ﺗﻮﺍﻧﺎﻳﻰ‬
‫ﺩﻣﻴﺰﺍﻥ ﺗ‪‬ﻭﻥ ﺩﻣﻮﺧﻮ ﺩ ‪‬ﺎﻛﻨﻰ ﭘﻪ ﺩﻟﻴﻞ (‬
‫ﺩ‪‬ﺎﺭﻧﺪﻭﻳﻪ ﺍﻭ ﻻﺭ‪‬ﻮﻧﻜﻮ ﺳﻴﺴﺘﻤﻮﻧﻮ ﻧﺸﺖ ﻭﺍﻟۍ ﺩ ﻛﺎﺭ ﺩ ﭘﺮﻣﺨﺘﮓ ﺍﻭ ﺩﻣﻮﺧﻮ‬
‫ﺗﻪ ﺗﻮﺍﻓﻖ ﻟﭙﺎﺭﻩ ‪۰‬‬
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‫ﺩ ﺍﺳﺘﺴﻨﺎ ﭘﺮ ﺑﻨﺴ‪ ‬ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻪ ﺍﻭ ﻣﺪﻳﺮﻳﺖ‬
‫ﺩﺩﯤ ﻟﻴﺪﻧﻰ ﺍﻭﻧﮕﺮﺵ ﭘﺮ ﺑﻨﺴ‪ ‬ﺑﺎﻳﺪ ﺩ ﻣﻮﺧﻮ ﻟﻪ ‪‬ﺎ ﻛﻨﻰ ﻭﺭﺳﺘﻪ‪ ،‬ﺩ ﺳﺮﭼﻴﻨﻮ ﺩ‬
‫ﺗﺨﺼﺼﻰ ﺍﻭ ﻋﻤﻠﻴﺎﺗﻰ ‪‬ﺎﻧﮕ‪‬ﺗﻴﺎﻭ ﺗﻪ ﺍﻗﺪﺍﻡ ﻭﺷﻰ ﺍﻭ ﺩ ﭼﺎﺭﻭﺩ ﺳﺮﺗﻪ ﺭﺳﻮﻟﻮ‬
‫ﻃﺮﻳﻘﻰ ﺩ ﻭﺍﺣﺪﻭﻧﻮ ﭼﺎﺭﻭﺍﻛﻮ ﺗﻪ ﻭﺳﭙﺎﺭﻝ ﺷﻰ ؛‬
‫ﭘﻪ ﺩﻱ ‪‬ﻭﻝ ‪،‬ﺑﻪ ﺩ ﻭﺍ ﺣﺪﻭﻧﻮ ﭼﺎﺭﻭﺍﻛﯥ ﺩ ﻋﻤﻞ ﺍﺑﺘﻜﺎﺭ ﭘﻪ ﻭﺍﻙ ﻭﻟﺮﻯ ‪ ،‬ﺍﻭ‬
‫ﺟﮕﭙﻮ‪‬ﻯ ﻣﺪﻳﺮﺍ ﻥ ﻳﻮﺍﺯﻯ ﻫﻐﻪ ﻭﺧﺖ ﭘﻪ ﻛﺎﺭﻭﻧﻮﻛﯥ ﻣﺪﺍﺧﻠﻪ ﻛﻮﻯ ﭼﯥ ﻳﻮﻯ‬
‫ﻭﺍﺣﺪﻯ ﭘﻴﺶ ﺑﻴﻨﻰ ﺷﻮﻯ ﺑﺮﻧﺎﻣﻰ ﻋﻤﻠﻜﺮﺩ ﻟﻪ ‪‬ﺎﻛﻠﻰ ﺣﺪﻩ ﻭﻭ‪‬ﻰ ﺍﻭ ﺗﻴﺮﻯ ﻭﻛ‪‬ﻯ‬
‫‪۰‬‬
‫ﺩﻛﺎﺭ ﺍﺧﻴﺴﺘﻨﻰ ﻭ‪ ‬ﻳﻮﺷﻤﻴﺮ ﺗﻮﻛﯥ ﺍﻭ ﺍﺑﺰﺍﺭ ﭘﻪ ﺩﻯ ﻛ‪‬ﻧﻼﺭﻯ ﻛﯥ ﺩ ﭼﺎﺭﻭ ﺩ‬
‫ﺑﻬﻴﺮ ﻛﻨ‪‬ﺮﻭﻝ ﺍﻭ ﺩﻭﺍﺣﺪﻭﻧﻮ ﻛ‪‬ﻧﻮ ﻧﻪ ﻋﺒﺎﺭﺕ ﺩﻯ ‪ :‬ﺑﻮﺩﻳﺠﻰ ﺍﺳﺘﻨﺪﺍﺭﺩ ﺷﻮﻯ‬
‫ﻟﮕ‪‬ﺘﻮﻧﻪ ﺩ ﻣﺪﻳﺮﻳﺖ ﺣﺴﺎﺑﺪﺍﺭﻯ‪ ،‬ﺍﻭ ﺩ ﻟﮕ‪‬ﺖ ﻛﻮﻧﻜﻮ ﭘﻪ ﻣﺮﺍﻛﺰﻭ ‪‬ﺎﺭ ﻧﻪ ﺍﻭ ﺩ‬
‫ﭘﺎﻧﮕﻮ ﺍﭼﻮﻧﻮ ﻣﺮﺍﻛﺰ‬
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‫ﺑﻴ‪‬ﻧﻰ)ﻋﺎﺟﻠﻲ( ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻪ ﺍﻭ ﺍﻗﺘﻀﺎﻳﻰ ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻪ‬
‫ﺑﻴ‪‬ﻧﻰ ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻪ ‪:‬‬

‫ﺩﺩﻱ ﻛ‪‬ﻧﻼﺭﻯ ﭘﺮ ﺑﻨﺴ‪ ، ‬ﭘﻴ‪‬ﻰ ﺍﻭ ﺩ ﻧﻮﻳﻮ ﺣﺎ ﻻﺗﻮ ﺍ‪‬ﻜﻞ ﻛﻴ‪‬ﻯ ﺍﻭ ﺩ ﻫﻐﻮ ﻟﭙﺎﺭﻩ‬
‫ﻋﻜﺲ ﺍﻟﻌﻤﻠﻮﻧﻪ ﺍﻭ ﻣﻨﺎ ﺳﺐ ‪‬ﻮﺍﺑﻮﻧﻪ ﭘﻪ ﭘﺎﻡ ﻛﯥ ﻧﻴﻮﻝ ﻛﻴ‪‬ﻯ‬
‫ﺍﻗﺘﻀﺎﻳﻲ ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻪ ‪:‬‬
‫ﺩﻏﻪ ‪‬ﻭﻝ ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻪ ﻣﺨﻜﯥ ﻟﻪ ﻋﻤﻠﻰ ﻛﻮﻟﻮ ‪‬ﺨﻪ ﭘﺮ ﻓﻜﺮ ﻛﻮﻟﻮ ﺑﺎﻧﺪﻯ ﻭﻻ‪‬ﻩ‬
‫ﺩﻩ ﺑﻬﺘﺮﻩ ﻟﻪ ﺩﻯ ﭼﯥ ﺩ ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻰ ﭼﺎﭘﻴرﻳﺎﻝ ﻧﺎ ﻣﻄﻤﻴﻨﻪ ﻭﻯ ﺩ ﻣﻔﺮﻭﺿﺎﺗﻮ ﻧﺎ ﻣﻨﺎ‬
‫ﺳﺒﻪ ﺍﺣﺘﻤﺎﻟﻰ ﺍﻭﺳﻴﺪﻝ ﻟﻪ ﻭ‪‬ﺍﻧﺪ ﻟﻴﺪﻧﻰ ﺍﻭﺣﺘﻰ ﻟﻤ‪‬ﻧﻴﻮ ﻣﻮﺧﻰ ‪ ،‬ﻳﺮﻭﺍﻟﻰ ﻣﻮﻣﻰ ﭘﻪ‬
‫ﺩﺍﺳﻰ ﭼﺎﭘﻴرﻳﺎﻝ ﻛﯥ ﻣﺜﺎﻟﻰ ﺍﻭ ﭘﻴ‪‬ﻰ ﭘﻪ ﻏﻴﺮ ﻣﻨﺘﻈﺮﻩ ﺗﻮﮔﻪ ﺻﻮﺭﺕ ﻣﻮﻣﻰ ﺍﻭ ﭘﻪ‬
‫ﭘﺎﻳﻠﻪ ﻛﯥ ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻪ ﻛﯥ ﺑﺪﻟﻮﻥ ﺣﺘﻤﻰ ﺭﺍﮔﺮ ‪‬ﻮﻯ ‪.‬ﻟﻪ ﺩﻯ ﻛﺒﻠﻪ ‪‬ﻪ ﺩﻩ ﭼﯥ ﺗﻞ ﺩ‬
‫ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻰ ﭘﻪ ﻭﺧﺖ ﻛﯥ ﻭ‪‬ﺍﻧﺪ ﻟﻴﺪﻧﻪ ﻭﻛ‪‬ﻭ ﭼﯥ ﻛﺎﺭﻭﻧﻪ ‪‬ﺮﻧﮕﻪ ﭼﯥ ﺍﻧﺘﻈﺎﺭ ﻟﺮﻭ‬
‫ﻣﺨﻜﯥ ﻭﻻ‪ ‬ﻧﺸﻰ ‪‬ﻪ ﺑﺪﻟﻮﻧﻪ ﺑﺎﻳﺪ ﭘﻪ ﺑﺮﻧﺎﻣﻪ ﻛﯥ ﻣﻨ‪ ‬ﺗﻪ ﺭﺍﺷﻰ ﺍﻭ ﻳﺎ ﺩ ﻫﻐﻰ ﺑﺮ‬
‫ﻧﺎﻣﻰ ﺑﺪﻳﻞ ﺟﻮ‪ ‬ﻛ‪‬ﻭ ﺗﺮ ‪‬ﻮ ﻣﺪﻳﺮ ﭘﻪ ﺣﻴﺮﺍﻧﻪ ﺗﻮﮔﻪ ﻟﻪ ﺩﺍ ﺳﻰ ﭘﻴ‪‬ﻮ ﺳﺮﻩ ﻣﺨﺎﻣﺦ‬
‫‪222‬‬ ‫ﻧﺸﻰ ‪۰‬‬
‫ﺩ ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻰ ﻟﻮﻯ ﭘ‪‬ﺍﻭ ﻧﻪ‬
‫ﺩ ﻣﻮﺟﻮﺩﻩ ﺍ‪‬ﺗﻴﺎﻭ ﭘﻴﮋﻧﺪﻝ )ﻭﺧﺘﻮﻧﻪ ﺍﻭ ﻣﺤﺪﻭﻳﺘﻮﻧﻪ (‬

‫ﺩ ﻟﻨ‪ ‬ﻣﻬﺎﻟﻪ ﻣﻮﺧﻮ ‪‬ﺎﻛﻞ‬
‫ﺩ ﺿﺮﻭﺭﻯ ﻓﻌﺎﻟﻴﺘﻮﻧﻮ ﭘﻪ ﻫﻜﻠﻪ ﺩ ﺍ ﻃﻼ ﻋﺎﺗﻮ ﻻﺱ ﺗﻪ ﺭﺍﻭ‪‬ﻝ ‪۰‬‬
‫ﺩ ﺍﻃﻼﻋﺎﺗﻮ ﺗﺤﻠﻴﻞ ﺍﻭ ﺩ ﻫﻐﻮ ﺟﻼ ﻛﻮﻝ ‪۰‬‬
‫ﺩ ﺭﺍﺗﻠﻮﻧﻜﯥ ﻭﺿﻴﻌﺖ ﺩ ﻭ‪ ‬ﺍ ﻧﺪ ﻟﻴﺪﻧﻰ ﭘﺮ ﺑﻨﺴ‪ ‬ﺩ ﻓﺮ ﺿﻴﻮ ﻭ‪‬ﺍﻧﺪﻯ ﻛﻮﻝ‬
‫ﺩ ﺑﺪﻳﻞ ﭘﻠ‪‬ﻨﻪ ﺍﻭ ﺩ ﺑﺮ ﻧﺎﻣﻮ ﭘﺮ‪‬ﺎﻱ ﺩ ﻧﻮﺭﻭ ﺑﺮﻧﺎﻣﻮ ‪‬ﺎﻯ ﭘﺮ ‪‬ﺎﻱ ﻛﻮﻝ‬
‫ﺩ ﻣﻨﺎﺳﺐ ﺑﺪﻳﻞ ‪‬ﺎ ﻛﻞ‬
‫ﺩ ﺳﺎﺗﻨﺪﻭﻳﻪ ﺍﻭ ﻓﺮ ﻋﻰ ﺑﺮ ﻧﺎﻣﻮ ﺟﻮ‪‬ﻭﻝ‬
‫ﺩ ﭘﺮﻟﻪ ﭘﺴﻲ ﻓﻌﺎﻟﻴﺘﻮﻧﻮ ﺗﻨﻈﻴﻤﻮﻝ ﺍﻭ ﺩ ﻣﻬאﻝ ﻭﻳﺶ ﺟﺪﻭﻟﻮﻧﻪ ) ﭘﻪ ﺗﻔﺼﻴﻠﻰ (‬
‫ﺗﻮ‪‬ﻪ ‪۰‬‬
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‫ﺩﭘﻼﻥ ﺍﻳ‪‬ﻮﻧﻮ ﺍﻏﻴﺰﻣﻨﺘﻮﺏ‬
‫ﺩ ﻓﻌﺎﻟﻴﺘﻮﻧﻮ ﺩ ﻭﺧﺖ ﻣﺨﻜﯥ ﻭﺍﻟﻰ‪.‬‬
‫ﺍ‪‬ﻳﻜﯥ ﺍﻭ ﻳﻮﺍﻟﻰ ‪.‬‬
‫ﻳﻮ‪‬ﺎﻯ ﻛﺎﺭ ﻛﻮﻧﻰ‪.‬‬
‫ﺩ ﺷﺮﺍﻳﻄﻮ ﭼﻤﺘﻮ ﻭﺍﻟﻰ‪.‬‬
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‫ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩ ﻧﻰ‬
‫ﺩ ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻲ ‪‬ﻴﮕﻨﻰ‬
‫ﺩ ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩ ﻧﻲ ﻋﻴﺒﻮﻧﻪ‬
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‫ﺩ ﻛﺎﻣﻴﺎﺑﻰ ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩ ﻧﻰ ﭘﻪ ﻭ‪‬ﺍﻧﺪﻯ ﻟﻮﻯ ﺳﺘﻮﻧﺰﻯ‬
‫ﺩ ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻰ ﺑﺸﭙ‪‬ﻩ ﺳﭙﺎﺭ‪‬ﺘﻨﻪ ﻟﻪ ﭼﮕﭙﻮ‪‬ﻭ ﻣﺪﻳﺮﺍﻧﻮ ﻧﻪ ﻧﻮﺭﻭ ﻣﺪﻳﺮﺍﻧﻮﺗﻪ‬

‫ﭘﻪ ﺍﺟﺮﺍﻳﻮﻯ ﻛﺎﺭﻭﻧﻮﻛﯥ ﻟﻪ ﺣﺪﻩ ﻭﺗﻠﻰ ﺑﺴﻴﺎ ﺗﻮﺏ‬
‫ﺩ ﻣﻮﺧﻮ ﻧﻪ ‪‬ﺮ ﮔﻨﺪ ﻭﺍﻟۍ ﭘﻪ ﺑﺸﭙ‪‬ﻩ ﺗﻮﮔﻪ‬
‫ﺩ ﺍﻃﻼﻋﺎﺗﻮ ﺟﻼ ﻛﻮﻝ ﺍﻭ ﺩ ﻫﻐﻪ ﺗﺤﻠﻴﻞ‬
‫ﺩ ﺍﺟﺮﺍﻳﻴﻮﻯ ﻣﺪﻳﺮﺍﻧﻮ ﻧﻪ ﮔ‪‬ﻭﻥ‬
‫ﺩ ﻛ‪‬ﻧﻮ ﻟﻪ ﺍﺭﺯﻭﻧﻰ ﺳﺮﻩ ﺩ ﺑﺮﻧﺎﻣﻮ ﺩﺍ‪‬ﻳﻜﻮ ﻧﻪ ﻟﺮﻝ‬
‫ﺩ ﺑﺮﻧﺎﻣﻮ ﻟﻪ ﺣﺪﻩ ﻭﺗﻠﻰ ﭘﻴﭽﻠﺘﻴﺎ‬
‫ﺩ ﺑﺮﻧﺎﻣﻮ ﻧﻪ ﻟﻴﺪﻧﻪ‬
‫ﭘﻪ ﺧﭙﻞ ‪‬ﺎﻥ ﺗﻜﻴﻪ ﻟﺮﻧﻪ‬
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‫ﺩ ﺑﺮﻧﺎﻣﻮ ﺩﻣﺮﺍﺗﺒﻮ ﻟ‪‬ۍ ﺍﻭ ‪‬ﻭﻟﻮﻧﻪ‬
‫ﺳﺘﺮﺍﺗﯿﮋﯾﮑﻰ ﺑﺮﻧﺎﻣﻰ‬
‫ﻋﻤﻠﻴﺎﺗﻲ ﺑﺮﻧﺎﻣﻰ‬
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‫ﺩ ﺑﺮﻧﺎﻣﻮ ﺩﻣﺮﺍﺗﺒﻮ ﻟ‪‬ۍ ﺍﻭ ‪‬ﻭﻟﻮﻧﻪ‬
‫ﻣﺎﻣﻮﺭﻳﺖ‬
‫ﺍﻭ ﺍﻭ‪‬ﺩ ﻣﻬﺎﻟﻪ ﻣﻮﺧﻰ‬
‫ﻟﻨ‪ ‬ﻣﻬﺎﻟﻪ ﻣﻮﺧﻰ‬

‫ﺍﺳﺘﺮﺍﺗﻴﮋۍ‬
‫ﻛ‪‬ﻧﻼﺭﻯ‬
‫ﻃﺮﺯﺍﻟﻌﻤﻠﻮﻧﻪ ﺍﻭ ﻣﻘﺮﺭﺍﺕ‬
‫ﻋﻤﻠﻴﺎﺗﻲ ﺑﺮﻧﺎﻣﻰ‬
‫ﺑﻮﺩﺟﻪ‬
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‫ﺩ ﺑﺮﻧﺎﻣﻮ ﺩﺳﺮﺗﻪ ﺭﺳﻮﻧﻮ ﺩ ﻭﺧﺖ ﻣﻮﺩﻩ ﺍﻭ ﺗﻬﺪﺍﺗﻮ ﺍﺻﻞ‬
‫ﻣﻨﻄﻘﻰ ﺑﺮﻧﺎﻣﻲ ﺑﺎﻳﺪ ﻫﻐﯥ ﻣﻮﺩﯤ ﺗﻪ ﺗﻨﻈﻴﻢ ﺍﻭﺟﻮ‪‬ﻯ ﺷﻰ ﭼﯥ ﺩﯤ ﺳﺮﺗﻪ‬
‫ﺭﺳﻴﺪﻭﻧﻜﻮ ﺗ‪‬ﻭﻧﻮﻧﻮ ﭘﺮﻳﻜ‪‬ﻯ ﻟﻪ ﺗ‪‬ﻭﻥ ﺷﻮﻳﻮ ﭘﺮﻳﻜ‪‬ﻭ ‪‬ﺨﻪ ﭘﻪ ﻫﻐﻪ ﻭﺧﺖ ﻛﯥ‬
‫ﺍﻣﻜﺎﻥ ﻣﻨﻨﻮﻛﯥ ﻭﻯ‬
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‫ﭘﻪ ﺑﺮﻧﺎﻣﻪ ﻛﯥ ﺩ ﺑﺪﻟﻮﻥ ﻣﻨﻠﻮ ﺍﺭﺯ‪‬ﺖ‬
‫ﺑﺎﻳﺪ ﺑﺪﻟﻮﻥ ﻣﻨﻮ ﻧﻜﯥ ﺑﺮﻧﺎﻣﻰ ﻃﺮﺍﺣﻰ ﻛ‪‬ﻭ ﻭﻟﯥ ‪:‬‬
‫ﺩ ﺑﺮﻧﺎﻣﻮ ﺩ ﺑﺪﻟﻮﻥ ﻟﮕ‪‬ﺘﻮﻧﻮ ﻧﻪ ﻧﺒﺎﻳﺪ ﺩ ﺑﺮﻧﺎﻣﻮ ﻟﻪ ﮔ‪‬ﻮ ﻧﻪ ﺯﻳﺎﺗﻰ ﻭﻯ ‪۰‬‬
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‫ﺩ ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻲ ﭘﻪ ﺍ‪‬ﻭﻧﺪ ‪‬ﻮ ﻭﺟﻴﺰﻯ‬
‫ﻫﺮ ﻭﺭ‪ ‬ﺳﻬﺎﺭ ﭼﯥ ﻏﺮ ‪‬ﯥ ﻟﻪ ﺧﻮﺑﻪ ﺭﺍﻭﻳ‪‬ﻰ ﺷﻰ‬

‫ﭘﻮﻫﻴ‪‬ﻯ ﭼﯥ ﻟﻪ‪.‬ﮔ‪‬ﻧﺪﻭﻳﻮ ﺯﻣﺮﻳﻮ ‪‬ﺨﻪ ﮔ‪‬ﻧﺪﻯ ﺯﻏﺎ ﺳﺘﻪ ﻭﻭﻫﻰ‬
‫ﻫﺮ ﻭﺭ‪ ‬ﺳﻬﺎﺭ ﭼﯥ ﺯﻣﺮ ﻳﺎﻥ ﻟﻪ ﺧﻮﺑﻪ ﻭﻳ‪ ‬ﺷﻰ ﭘﻮﻫﻴ‪‬ﻯ ﭼﯥ‬
‫ﻟﻪ ﺗﺮ ‪‬ﻮﻟﻮ ﭼﭙﻮ ﻏﺮ ‪‬ﻮﻧﻪ ﺑﺎﻳﺪ ﻛ‪‬ﻧﺪﻯ ﻭﻯ‬
‫ﻣﻬﻤﻪ ﺩﺍ ﻧﺪﻩ ﭼﯥ ﺯﻣﺮﻯ ﻳﻰ ﻳﺎ ﻏﺮ‪‬ﻪ‬

‫ﺩﺍ ﻣﻬﻤﻪ ﺩﻩ ﭼﯥ‬
‫ﻫﺮﻩ ﻭﺭ‪ ‬ﺑﺎﻳﺪ ﻛ‪‬ﻧﺪﻯ ﺯﻏﺎﺳﺘﻪ ﻭﻛ‪‬ﻯ‬
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‫ﺎﺭﻧﻪ ﺍﻭ ﻧﻈﺎﺭﺕ‬
‫ﺍﻭﻭﻡ ﻓﺼﻞ‬
232
‫ﺩ ‪‬ﺎﺭﻧﻲ ﺍﻭ ﻛﻨ‪‬ﺮﻭﻝ ﭘﻴﮋﻧﺪﻧﻪ )ﺗﻌﺮﻳﻒ(‬
‫‪‬ﺎﺭﻝ ﺍﻭ ﻛﻨ‪‬ﺮﻭﻝ ﻋﺒﺎﺭﺕ ﻟﻪ ﻫﻐﻪ ﭘ‪‬ﺍﻭ ﺍﻭ ﻣﺮﺣﻠﻰ ‪‬ﺨﻪ ﺩﻩ ﭼﯥ ﻳﻮ ﻣﺪﻳﺮ ﺩ ﻫﻐﻪ ﭘﻪ‬
‫ﻣﺮﺳﺘﻪ ﺩ ﺳﺮﺗﻪ ﺭﺳﻮﻝ ﺷﻮﻳﻮ ﻋﻤﻠﻴﺎﺗﻮ ﻳﻮﺍﻟۍ ﻟﻪ ﭘﻼﻧﻴﺰﻩ ﺷﻮﻳﻮ ﻓﻌﺎﻟﻴﺘﻮﻧﻮ ﺳﺮﻩ‬
‫ﺳﻨﺠﻮﻯ ‪ .‬ﺍﻭ ﻳﺎﻫﻢ ﭘﻪ ﺑﻞ ﻋﺒﺎﺭﺕ ﺩ ﻫﺮ ﺳﺮﺗﻪ ﺭﺳﻮﻝ ﺷﻮﻱ ﻋﻤﻞ ‪‬ﺎﺭﻧﻪ ﺍﻭ ﻣﺮﺍﻗﺒﺖ ﺩ‬
‫ﻧﻘﺸﻰ ﺳﺮﻩ ﺩﺍﺳﻰ ﺳﻢ ﻭﻱ ﭼﯥ ﺩ ﻫﻐﻲ ﺩ ﺳﺮﺗﻪ ﺭﺳﻮﻧﻲ ﻟﭙﺎﺭﻩ ﻃﺮﺣﻪ ﺷﻮﻱ ﻭﻱ ‪ .‬ﻧﻮ‬
‫ﭘﻪ ﺩﯤ ﺍﺳﺎﺱ ﺩ ‪‬ﺎﺭﻧﻲ ﭘ‪‬ﺍﻭ ﺩ ﺍﺩﺍﺭﻱ ﺩ ﻓﻌﺎﻟﻴﺘﻮﻧﻮ ﭘﻪ ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻪ ﺩ ﺑﻨﺴ‪‬ﻴﺰﻩ‬
‫ﻣﻮﺧﻮ ﺭﺳﻴﺪﻭ ﻟﭙﺎﺭﻩ ﭘﻪ ﻛﺎﺭ ﻭ‪‬ﻝ ﻛﻴ‪‬ﻯ ‪ ،‬ﻫﻤﺪﺍ ‪‬ﻭﻝ ﺩﻏﻪ ﺗﺮ ﺗﻴﺐ ﺩ ﭘﺮﻣﺨﺘﮓ ﺗﻠﻪ‬
‫) ﻣﻴﺰﺍﻥ ( ﺩ ﻣﻮﺧﻮﺩ ﻟﻮﺭ ﺍﻭ ﺩ ﻣﺪﻳﺮﻳﺖ ﺩ ‪‬ﻮﺍﻙ ﺩ ﺑﺮﻧﺎﻣﻮ ﺩ ﺍﺻﻼﺡ ﺍﻭ ﻃﺮﺣﻰ ﭘﻪ‬
‫ﭘﻴﮋﻧﺪﻧﻪ ﻛﯥ ﻣﺨﻜﯥ ﻟﻪ ﺩﻱ ﭼﯥ ﺯﻧ‪ ‬ﺷﻰ ﻭﺭﻭ‪‬ﻲ ‪ .‬ﻧﻮ ﺩﺍ ﻭﻳﻠۍ ﺷﻮ ﭼﯥ ﻛﻨ‪‬ﺮﻭﻝ ﺩ‬
‫ﺍﻭﺳﻴﺪﻭﻧﻮﺍﻭ ﺑﺎﻳﺪﻭﻧﻮ ﺗﺮ ﻣﻨ‪ ‬ﺑﺮﺍﺑﺮﻭﻧﻪ ﺍﻭ ﻣﻘﺎﻳﺴﻪ ﺩﻩ ‪،‬ﺍﻭ ﺩﺩﻯ ﺩﻭﺍ‪‬ﻭ ﻟﻪ ﻣﻘﺎﻳﺴﻰ ﻧﻪ‬
‫ﺩﺍ ﭘﺎﻳﻠﻪ ﺍﺧﻠﻮ ﭼﯥ ﺯﻣﻮ‪ ‬ﻣﺨﻜﯥ ﻟﻴﺪﻧﻪ ﺩﺭﺳﺘﻪ ﺩﻩ ﺍﻭ ﻫﺮ ﻫﻐﻪ ‪‬ﻪ ﭼﯥ ﻣﻮ ﺍﻧﺘﻈﺎﺭ‬
‫ﺩﺭﻟﻮﺩﻝ ﻻﺳﺘﻪ ﺭﺍﻏﻠﻲ ﺍﻭ ﻛﻪ ﻧﻪ ؟ ﺩﺍ ﻋﻤﻞ ﭘﻪ ﺣﻘﻴﻘﺖ ﺳﺮﻩ ﺩ ‪‬ﺎﺭ ﺍﻭ ﻛﻨ‪‬ﺮﻭﻝ ﭘﻪ‬
‫ﺍﻏﻴﺰﻣﻨﺪﺗﻮﺏ ﺍﻭ ﻫﺮﻛﻠﻪ ﻭﺍﻟﻲ ‪‬ﻴﻨﮕﺎﺭﺩﻩ ﭼﯥ ﺩ ﺑﺮﻧﺎﻣﻰ ﻟﻪ ﭘﻴﻠﻪ ﺗﺮ ﭘﺎﻳﻪ ﺍﻭ ﻛﻠﻪ ﻫﻢ ﺗﺮ‬
‫ﺧﺘﻤﻪ ﺩﻭﺍﻡ ﭘﻴﺪﺍ ﻛﻮﻯ ‪.‬‬
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‫ﺩ ﻛﻨ‪‬ﺮﻭﻝ ﭘ‪‬ﺍﻭﻧﻪ ) ﻣﺮﺍﺣﻞ(‬
‫ﻛﻨ‪‬ﺮﻭﻝ ﻛﻴﺪﺍۍ ﺷﻰ ﭘﻪ ‪‬ﻠﻮﺭﻭ ﭘ‪‬ﺍﻭﻧﻮ ﻛﯥ ﺳﺮﺗﻪ ﻭﺭﺳﻴ‪‬ﻯ ‪:‬‬

‫ﺩ ﻣﻌﻴﺎﺭﻭﻧﻮ‪‬ﺎﻛﻞ‬
‫ﺩ ﻋﻤﻠﻜ‪‬ﻧﻮ ﭘﻴﮋﻧﺪﻧﻪ‬
‫ﺍﺻﻼﺣﻰ ﭘﻴﻠﻲ ) ﺍﻗﺪﺍﻣﺎﺕ (‬
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‫ﺩ ‪‬ﺎﺭﻧﻲ ﺍﻭ ﻛﻨ‪‬ﺮﻭﻝ ﻃﺮﻳﻘﻲ‬
‫ﻣﻘﺎﻳﺴﻮﻱ ﺑﻨﺴ‪‬ﻴﺰﻩ ﻃﺮﻳﻘﻰ ﺍﻭ ﻏﻴﺮ ﺭﺳﻤﻲ ﻟﻴﺪﻧﻲ ﺍﻭ ﻣﺸﺎﻫﺪﻱ ‪:‬‬

‫ﭘﻪ ﺩﻯ ﻃﺮﻳﻘﻰ ﻛﯥ ﺩ ﻛﻨ‪‬ﺮﻭﻝ ﺩ ﻋﻤﻠﻴﺎﺗﻮ ﺳﺮﺗﻪ ﺭﺳﻮﻧﻪ ﺍﻭ ﻟﻪ ﻛﺎﺭ ﻛﻮﻭﻧﻜﻮ ﺳﺮﻩ ﻏﻴﺮ‬
‫ﺭﺳﻤﻲ ﺧﺒﺮﻱ ﺍﺗﺮﻱ ﺻﻮﺭﺕ ﻣﻮﻣﻰ ﺩﺍ ﻋﺒﺎﺭﺕ ﺩﻯ ﻟﻪ ‪:‬‬
‫ﺩ ﻭ‪‬ﺍﻧﺪﻟﻴﺪﻭﻧﻮ ﻃﺮﻳﻘﻰ ‪ :‬ﻏﺎﻟﺒﺎ ﺩ ﺍﺣﺘﻤﺎﻟﻲ ﭘﺎﻳﻠﻮ ﻳﺎ )ﻧﺘﺎﻳﺠﻮ( ﺩﺍﻧﺪﺍﺯﻩ ﮔﻴﺮۍ‬
‫ﺳﻴﺴﺘﻢ ﭘﻪ ﻋﻨﻮﺍﻥ ﭘﻪ ﻛﺎﺭ ﻭ‪‬ﻝ ﻛﻴ‪‬ﻯ ‪.‬‬
‫ﺩ ﺭﺍﭘﻮ‪ ‬ﺩ ﻭ‪‬ﺍﻧﺪﻯ ﻛﻮﻟﻮ ﻃﺮﻳﻘﻪ ‪ :‬ﺩﻏﻪ ﻃﺮﻳﻘﻪ ﺑﺎﻳﺪ ﺩ ﻧﻮﺭﻭ ﻃﺮﻳﻘﻮ ﺳﺮﻩ ﭘﻪ ‪‬ﺎﻧﮕ‪‬ﻯ‬
‫ﺗﻮﮔﻪ ﻟﻪ ﻏﻴﺮ ﺭﺳﻤﻰ ﺑﺤﺜﻮﻧﻮ ﺍﻭ ﻣﺸﺎﻫﺪﻭ ﺳﺮ ﻳﻮ ‪‬ﺎﻯ ﻭﻯ ‪.‬‬
‫ﺩ ﺑﻴﻠﮕﯥ ﺍﺧﻴﺴﺘﻨﻰ )ﻧﻤﻮﻧﻪ ( ﻃﺮﻳﻘﻰ ‪ :‬ﻟﻪ ﺩﻯ ﭼﯥ ‪‬ﻮﻝ ﺗﻮﻛﯥ ﺍﻭ ﻣﺤﺼﻮﻻﺕ ﻳﺎ‬
‫ﺧﺪﻣﺎﺕ ﻭ‪ ‬ﺩﻯ ﺗﺤﻠﻴﻞ ﺍﻭ ﺑﺮﺳﻲ ﻧﺪﻯ ﻧﻮ ﭘﻪ ﺩﻯ ﺗﻮﮔﻪ ﺑﻴﻠﮕﯥ ﺍﺧﻴﺴﺘﻨﻰ ) ﻧﻤﻮﻧﻪ‬
‫ﮔﻴﺮﻯ ( ﺗﻪ ﺍﻛﺘﻔﺎ ﻛﻴ‪‬ﻯ ‪.‬‬
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‫ﺩ‪‬ﺎﺭﺍﻭ ﻛﻨ‪‬ﺮﻭ ﻝ ﻭﺳﺎﻳﻞ ﺍﻭ ﺗﺪﺍﺑﻴﺮ‬
‫ﺩﺩﯤ ﻟﭙﺎﺭﻩ ﭼﯥ ﻳﻮ ﻣﺪﻳﺮ ﻭﻛﻮﻻﻱ ﺷﻰ ﭘﻪ ﺳﻤﻪ ﺗﻮﮔﻪ ﻛﺎﺭ ﻛﻮﻧﻜﯥ ﻭ‪‬ﺎﺭﻱ ﺍﻭ‬
‫ﺍﺻﻼﺣﻰ ﺍﻗﺪﺍﻣﺎﺕ ﺗﺮ ﺳﺮﻩ ﻛ‪‬ﻯ ‪ ،‬ﺑﺎﻳﺪ ﺩ ﻛﻨ‪‬ﺮﻭﻝ ﻳﻮ ﺷﻤﻴﺮ ﻭﺳﺎﻳﻠﻮ ‪‬ﺨﻪ ﻟﻜﻪ ‪ :‬ﺩ‬
‫ﻋﻤﻠﻴﺎﺗﻮ ﻛﻨ‪‬ﺮﻭﻟﻮ ‪ ،‬ﺑﻮﺩﺟﻪ ‪ ،‬ﻛﻮﺭﻧۍ ﺍﺭﺯﻭﻧﻰ ﺁﻣﺎﺭ ﺍﻭ ﺩﺍﺳﻰ ﻧﻮﺭ ﻧﻪ ﻛﺎﺭ ﻭﺍﺧﻠﻲ ‪.‬‬
‫ﻋﻤﻠﻴﺎﺗﻲ ‪‬ﺎﺭﻧﻪ ﺍﻭ ﻛﻨ‪‬ﺮﻭﻝ ‪ :‬ﻋﻤﻠﻴﺎﺗﻲ ‪‬ﺎﺭ ﭘﻪ ﺑﻴﻼ ﺑﻴﻠﻮ ﺩﻭﺭﻭﻛﯥ ﻟﻜﻪ ) ﻟﻨ‪ ‬ﻣﻬﺎﻟﻪ‬
‫‪ ،‬ﻣﻨ‪ ‬ﻣﻬﺎﻟﻪ ‪ ،‬ﺍﻭ‪‬ﺩ ﻣﻬﺎﻟﻪ ( ‪‬ﺎﻛﻮﻧﻜۍ ﻧﻘﺶ ﺍﻭ ﻭﻧ‪‬ﻩ ﭘﻪ ﻋﻤﻠﻴﺎﺗﻰ ﺟﻮ‪‬ﻭﻧﻪ ﻛﯥ‬
‫ﻟﺮﻯ ‪ .‬ﭼﯥ ﺩﻏﻪ ﻭﺳﻴﻠﻪ ﺩ ﻛﻨ‪‬ﺮﻭﻝ ﺩ ﻛﻤﻰ ﺍﻭ ﻛﻴﻔﻰ ﻟﺤﺎﻇﻪ ﻣﺴﺘﻘﻴﻢ ﺍﻏﻴﺰﻯ ﺩ‬
‫ﺯﻳ‪‬ﺩﻭﺩ ) ﺗﻮﻟﻴﺪ ( ﭘﺮ ﻛﭽﻮ ﺩ ﺧﺎﺹ ﺍﺭﺯ‪‬ﺖ ﺩﺭﻟﻮﺩﻧﻜۍ ﺩﻯ ‪.‬‬
‫ﺑﻮﺩﺟﻮﻯ ‪‬ﺎﺭﻧﻪ ﻳﺎ ﻛﻨ‪‬ﺮﻭﻝ‪ :‬ﻣﺪﻳﺮﻳﺎﻥ ﺩ ﺑﻮﺩﺟﻰ ﻟﻪ ‪‬ﺎﻛﻠﻮ ﺳﺮﻩ ﭘﺮ‪‬ﻮﻟﻮ ﻓﻌﺎﻟﻴﺘﻮﻧﻮ‬
‫‪‬ﺎﺭ ﺍﻭ ﻧﻈﺎﺭﺕ ﻛﻮﻯ ﺳﺮ ﺑﻴﺮﻩ ﭘﺮﺩﻯ ﻛﻴﺪﺍﻯ ﺷﻰ ﻟﻪ ﺑﻮﺩﺟﻰ ﻧﻪ ﺩ ﺳﺮﺗﻪ ﺭﺳﻴﺪﻭﻧﻜﻮ‬
‫ﺑﺮﻧﺎﻣﻮ ﺑﺮﻳﺎﻟﻲ ﺗﻮﺏ ﺍﻧﺪﺍﺯﻩ ﺩ ﺍﺩﺍﺭﻱ ﺩ ﻣﻮﺧﻮ ﺭﺳﻴﺪﻭﻧﻮ ﻳﺎ ﺩ ﻣﺨﻜﯥ ﻟﻴﺪ ﺷﻮﻳﻮ‬
‫ﺑﺮﻧﺎﻣﻮ ﺩ ﺍﻧﺤﺮﺍﻑ ﺣﺪﻭﺩ ﻟﭙﺎﺭﻩ ﻫﻢ ﻛﺎﺭ ﻭﺍﺧﻴﺴﺘﻞ ﺷﻰ ‪.‬‬
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‫ﺩ‪‬ﺎﺭﺍﻭ ﻛﻨ‪‬ﺮﻭ ﻝ ﻭﺳﺎﻳﻞ ﺍﻭ ﺗﺪﺍﺑﻴﺮ‪.....‬‬
‫ﺩ ﺑﻮﺩﺟﻮﻯ ‪‬ﺎﺭ ﻣﺰﻳﺘﻮﻧﻪ ﺩﺍ ﺩﻱ ﭼﯥ ﺩ ﻳﻮ ﺍﺩﺍﺭﻱ ﻳﺎ ﻣﻮﺳﺴﻲ ﺩ ﺑﻴﻼ ﺑﻴﻠﻮ ﻓﻌﺎﻟﻴﺘﻮﻧﻪ‬

‫ﻟﻪ ﻃﺮﻳﻘﻪ ﻳﻌﻨﻰ ﺩ ﮔ‪‬ﻯ ﺍﻧﺪﺍﺯﻩ ﮔﻴﺮﻯ ﺍﻭ ‪‬ﺎﺭ ﭘﺮ ﺑﻨﺴ‪ ‬ﭘﻪ ﻛﺎﺭ ﻭ‪‬ﻧﻪ ﻛﯥ ﻣﺮﺳﺘﻪ‬
‫ﻛﻮﻯ ‪.‬‬
‫ﺁﻣﺎﺭﻯ ﺍﻭ ﺍﺭﻗﺎﻣﻰ ‪‬ﺎﺭ ﻧﻰ ‪ :‬ﺩ ﻛﻨ‪‬ﺮﻭﻝ ﻳﻮﻩ ﺑﻠﻪ ﻭﺳﻴﻠﻪ ﻋﺒﺎﺭﺕ ﺩﻩ ﻟﻪ ﮔ‪‬ﻮﺭﺩﻭﺭﻩ ﻳﻲ‬
‫ﺭﭘﻮ‪ ‬ﺨﻪ ﻟﻜﻪ ‪ ) :‬ﺍﻭﻧﻴﺰﻩ ‪ ،‬ﻣﻴﺎﺷﺘﻨۍ ‪ ،‬ﺍﻭ ﺩﺍﺳﻲ ﻧﻮﺭ ‪ ( ....‬ﭼﯥ ﻣﺪﻳﺮ ﻛﻮﻻﻱ ﺷﻰ‬
‫ﺩ ﻫﻐﻪ ﻏﻮ‪‬ﺘﻮﻧﻜۍ ﺷﻰ ‪ .‬ﻣﺪﻳﺮﺩﻫﻐﻮ ﺩ ﻣﻘﺎﻳﺴﻰ ‪ ،‬ﺗﺠﺰﻳﻰ‪ ،‬ﺍﻭ ﺗﺤﻠﻴﻞ ﭘﻪ ‪‬ﻨﮓ‬
‫ﻛﯥ ﺩ ﻣﺨﻜﻨۍ ﺩﻭﺭﻯ ﻭﺭﺗﻪ ﻭﺍﻟﻲ ﺳﺮﻩ ﻛﻮﻻﻱ ﺷﻰ ﻟﻪ ﻫﻐﻮ ﻧﻪ ﮔ‪‬ﻪ ﻭﺍﺧﻠﻲ ‪ .‬ﺍﻭ ﺩ‬
‫ﻣﺨﻜﻨﻴﻮ ﺍﻭ ﻭﺭﺳﺘﻨﻴﻮ ﺑﺪﻟﻮﻧﻮﻧﻮ ﭘﻪ ﻣﻼﺣﻈﻰ ﺳﺮﻩ ﻻﺯﻡ ﺍﺻﻼﺣﻰ ﺍﻗﺪﺍﻣﺎﺕ ﻋﻤﻠﻲ‬
‫ﻛ‪‬ﻯ ‪ .‬ﻜﻪ ﻧﻮ ﺩ ﺁﻣﺎﺭﻯ ﻛﻨ‪‬ﺮﻭﻝ ﺭﭘﻮ‪‬ﻮﻧﻮ ‪‬ﻴ‪‬ﻧﻰ ﻣﺪﻳﺮﺍﻥ ﭘﻪ ﺩﻯ ﺗﻮﺍﻧﻮﻯ ‪ ،‬ﺗﺮ ‪‬ﻮ‬
‫ﭘﻮﺭﻯ ﭘﺮ ﻓﻌﺎﻟﻴﺘﻮﻧﻮ ‪ ،‬ﻣﺴﺎﻳﻠﻮ ‪ ،‬ﺩ ﺍﺩﺍﺭﻯ ﭘﺮ ﺳﺘﻮﻧﺰﻭ ﻧﻈﺎﺭﺕ ﺍﻭ ‪‬ﺎﺭﻧﻪ ﻭﻛ‪‬ﻯ ﺍﻭ ﭘﻪ‬
‫ﻭﺧﺖ ﻻﺯﻡ ﭘﺮﻳﻜ‪‬ﻯ ﻭﻧﻴﺴﻰ ‪.‬‬
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‫‪‬ﺎﻧﮕ‪‬ۍ ﻛﻨ‪‬ﺮﻭﻝ‬
‫ﺩ ‪‬ﺎ ﻧﮕ‪‬ﻱ ﻛﻨ‪‬ﺮﻭﻝ ﺭﭘﻮ‪‬ﻮﻧﻪ ﻣﻤﻜﻨﻪ ﺩ ﻣﺨﺼﻮﺻﻮﺍﻃﻼﻋﺎﺗﻰ ﻭﺍﺣﺪﻭﻧﻮ ﻟﻪ ﺧﻮﺍ ﺗﻴﺎﺭ‬

‫ﺍﻭ ﭼﻤﺘﻮ ﺷﻰ ﺩﺩﻯ ‪‬ﻭﻝ ﺭﭘﻮ‪‬ﻮﻧﻮ ﺟﻮ‪‬ﻭﻧﻪ ﭘﻪ ﻣﺴﺘﻤﺮﻩ ﺍﻭ ﺍﺳﺘﺴﻨﺎﻳﻲ ﺣﺎﻻﺗﻮ ﻛﯥ‬
‫ﺳﺮﺗﻪ ﻭﺭﺳﻴ‪‬ﻯ ‪ .‬ﺩ ‪‬ﺎ ﻧﮕ‪‬ﻭ ﺭﭘﻮ‪‬ﻮﻧﻮ ﺍﺭﺯ‪‬ﺖ ﺩﺍ ﺩﻯ ﻫﻐﻪ ﻋﻤﻠﻴﺎﺕ ﭼﯥ ﭘﻪ ﻧﻈﺮ ﺭﺍ‪‬ﻰ‬
‫ﺩ ﺍﻧﺘﻈﺎﺭ ﻭ‪ ‬ﺍﺳﺘﺎﻧﺪﺍﺭﺩ ﻧﻪ ﺍﻧﺤﺮﺍﻑ ﭘﻴﺪﺍ ﻛ‪‬ۍ ﺩ ﺯﻳﺎﺗﻰ ﭘﺎﻣﻠﺮﻧﻰ ﻻﻧﺪﻯ ﻧﻴﺴﻰ ‪.‬‬
‫ﺑﺎﻳﺪ ﻭﻭﻳﻞ ﺷﻰ ﭼﯥ ﺩ ﻛﻨ‪‬ﺮﻭﻝ ﻟﭙﺎﺭﻩ ‪‬ﻳﺮ ﺗﺪﺍﺑﻴﺮ ﺍﻭ ﻭﺳﺎﻳﻞ ﻣﻌﻤﻮﻝ ﺩﻯ ﭼﯥ ﺩ‬
‫ﺗﻮﭘﻴﺮﻭﻧﻮ ﭘﻪ ﺑﺎﻭﺭ ﺳﺮﻩ ﺩﺍﺩﺍﺭﻯ ﺩ ﻓﻌﺎﻟﻴﺘﻮﻧﻮ ﭘﻪ ‪‬ﺮﻧﮕﻮﺍﻟﻲ ﻛﯥ ﻳﻮ ﻟﻪ ﺑﻠﻪ ﺗﻮﭘﻴﺮ ﻛﻮﻯ‬
‫ﺍﻭ ﺩﻟﺘﻪ ﺩ ﻭﺧﺖ ﺩ ﻛﻤ‪‬ﺖ ﻟﻪ ﻋﻤﻠﻪ ﺩﻫﻐﻮ ﻟﻪ ﻳﺎﺩﻭﻟﻮ ‪‬ﺨﻪ ‪‬ﻩ ﻛﻮﻩ‬
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‫ﭘﻪ ﺍﺩﺍﺭﻩ ﻛﯥ ﻫﻐﻪ ﺳﺘﻮﻧﺰﻯ ﭼﯥ ﻣﺪﻳﺮﺍﻥ ﻭﺭﺳﺮﻩ ﻣﺦ ﺩﻱ‬
‫ﺩ ﻛﺎﺭ ﻛﻮﻧﻜﻮ ﻣﻘﺎﻭﻣﺖ ﺩ ﻛﻨ‪‬ﺮﻭﻝ ﭘﻪ ﺑﺮﺍﺑﺮ ﻛﯥ ‪ ،‬ﻟﺪﻯ ﭼﯥ ‪‬ﺎﺭ ﻧﻪ ﺍﻭ ﻛﻨ‪‬ﺮﻭﻝ ﻫﺮ‬

‫ﻛﻠﻪ ﻟﻪ ﻫ‪‬ﻮﻧﻰ ﺍﻭ ﻣﻼﻣﺘﻴﺎ ﺳﺮﻩ ﻣﻠﮕﺮﻱ ﺩﻯ ‪ ،‬ﻧﻮ ﺑﺎﻳﺪ ﻛﻨ‪‬ﺮﻭﻝ ﺩ ﭼﺎﺭﻭ ﺩ ﺍﺻﻼﺡ ﺩ‬
‫ﻳﻮﻯ ﺗﻮﻛﯥ ﭘﻪ ﻋﻨﻮﺍﻥ ﻭﭘﻴﮋﻧﺪﻝ ﺷﻰ ‪.‬‬
‫ﺍﻭ ﻣﺪﻳﺮ ﻫﻢ ﺑﺎﻳﺪ ﻧﻪ ﻳﻮﺍﺯﻯ ﺩ ﻧﺎﺗﻮﺍﻧۍ ﺑﻠﻜﯥ ﺩ ﻗﻮﺕ ‪‬ﻜﯥ ﻫﻢ ﺩ ‪‬ﺎﺭ ﻧﻰ ﭘﻪ ﻣﺮﺳﺘﻪ‬
‫ﻭﻭﺍﻱ ﺗﺮ ‪‬ﻮﭘﻮﺭﻯ ﺩﻏﻪ ﻧﻴﻤﮕ‪‬ﺗﻴﺎ ﻟﻪ ﻣﻨ‪‬ﻪ ﻻ‪‬ﻩ ﺷﻰ ‪.‬‬
‫ﺩ ﻣﺪﻳﺮﺍﻧﻮ ﺍﻭ ﭘﻼﻥ ﺟﻮ‪‬ﻭﻧﻜﻮ ﺩ ﻧﻪ ﻻﺱ ﺭﺳﻲ ﺳﺘﻮﻧﺰﻭﻯ ﺩ ﻛﻨ‪‬ﺮﻭﻝ ﭘﺎﻳﻠﻮﺗﻪ ‪:‬‬
‫ﻛﻠﻪ ﻭﺧﺘﻮﻧﻪ ﺩ ‪‬ﺎﺭﻧﻰ ﭘﺎﻳﻠﻲ ﭘﻪ ‪‬ﺎﻛﻠﻲ ﻭﺧﺖ ﺩ ﻣﺴﻮﻟﻴﻨﻮ ﭘﻪ ﻭﺍﻙ ﻛﯥ ﻧﻪ ﺳﭙﺎﺭﻝ‬
‫ﻛﻴ‪‬ﻯ ‪ ،‬ﺑﻠﻜﯥ ﺩﺍﺳﻲ ﻭﺧﺖ ﻭﺭﺗﻪ ﺳﭙﺎﺭﻝ ﻛﻴ‪‬ﻯ ﭼﯥ ﺩ ﻫﻐﻪ ﻧﻪ ﻛﺎﺭ ﻧﻪ ﺍﺧﻴﺴﺘﻨﻰ‬
‫ﻭﺧﺖ ﺗﻴﺮ ﺷﻮﻯ ﻭﻯ ﭘﻪ ﺩﻯ ﺍﺳﺎﺱ ﺩ ‪‬ﺎﺭ ﺍﻭﻛﻨ‪‬ﺮﻭﻝ ﺳﻴﺴﺘﻢ ﭘﻪ ﺩﺍﺳﻲ ‪‬ﻭﻝ ﻋﻴﺎﺭ ﺍﻭ‬
‫ﺟﻮ‪ ‬ﺷﻰ ﭼﯥ ﺩﯤ ﺍﺻﻼﺡ ﻛﻮﻧﻰ ﻓﺮﺻﺖ ﻣﺪﻳﺮﺍﻧﻮ ﺍﻭ ﭘﻼﻥ ﺟﻮ‪‬ﻭﻧﻜﻮ ﺗﻪ ﻭﺭﻛ‪‬ﻯ ‪.‬‬
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‫ﺩ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻭﻧﻮ ﻏﻴﺮﺭﻳ‪‬ﺘﻨﻲ ﺍﻭ ﻏﻴﺮ ﻣﻨﺼﻔﺎﻧﻪ ﺳﺘﻮﻧﺰﻯ‬
‫ﺩ ﺍﺳﺘﻨﺪﺍﺭﺩﻭﻧﻮ ﺍﻭ ﻣﻌﻴﺎﺭﻭﻧﻮ ﺩ ﻛﻨ‪‬ﺮﻭﻝ ﭘﻪ ‪‬ﺎﻛﻨﻪ ﻛﯥ ﺑﺎﻳﺪ ﺑﺸﭙ‪‬ﻩ ﻏﻮﺭ ﺍﻭ ﺩﻗﺖ‬

‫ﻭﺷﻰ ﺗﺮ ‪‬ﻮ ﻭﻛﻮﻻﻱ ﺷﻮ ﭘﻪ ﺑﺸﭙ‪‬ﻩ ﺗﻮﮔﻪ ﻟﻪ ﻫﻐﻰ ﻧﻪ ﮔ‪‬ﻪ ﻭﺍﺧﻠﻮ ‪ ،‬ﻏﻴﺮ ﻟﻪ ﻫﻐﻰ‬
‫‪‬ﺎﺭﻧﻪ ﺩ ﺳﺘﻮﻧﺰﻭ ﺳﺮﻩ ﻣﺨﺎﻣﺦ ﻛﻴ‪‬ﻯ ؛ ‪‬ﻜﻪ ﺩﺍﺩﺍﺭﻯ ﻏ‪‬ﻯ ﺍﺳﺘﺎﻧﺪﺍﺩﻭﻧﻪ ﻏﻴﺮ‬
‫ﺭﻳ‪‬ﺘﻨﻲ ﺍﻭ ﻏﻴﺮ ﻣﻨﺼﻔﺎﻧﻪ ﺷﻤﻴﺮﻯ ﺗﺮ ﻫﻐﻪ ‪‬ﺎﻳﻪ ﭼﯥ ﺗﻦ ‪‬ﺎﺭ ﺍﻭ ﻛﻨ‪‬ﺮﻭﻝ ﻧﻪ‬
‫ﻭﺭﻛﻮﻯ ‪.‬‬
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‫ﭘﻠ‪‬ﻨﻪ ﯾﺎ ﻧﻈﺎﺭﺕ‬
‫ﻫﺎﻧﺮﻱ ﻓﺎﻳﻮﻝ ﻣﻌﺘﻘﺪ ﭘﻪ ﺩﯤ ﻭﻩ ﭼﯥ ﺩ ﺗﻮﻟﻴﺪ ﻫﺮﺳﺮ ﭘﺮ‪‬ﺖ ﺗﻪ ‪ ،‬ﭼﯥ ﻧﺴﺒﺘﺂ ﺳﺎﺩﻩ‬

‫ﺩﻧﺪﻭ ﻧﻪ ﻟﻴﺪﻧﻪ ﺍﻭ ﻧﻈﺎﺭﺕ ﻛﻮﻯ ‪ ،‬ﺩ ‪‬ﺎﺭﻧﻪ ﺍﻭ ﻟﻴﺪﻧﻰ ﭘﻪ ﺟﺎﭘﻴﺮ ﻳﺎﻝ ﻛﯥ ‪۲۰‬ﻟﻪ ﺗﺮ‬
‫‪ ۳۰‬ﺷﻤﻴﺮﻭ ﺩ ﻻﺱ ﻻﻧﺪﻯ ﻛﺎﺭ ﻛﻮﻧﻜﻮ ﻟﻴﺪﻧﻪ ﺍﻣﻜﺎﻥ ﻟﺮﻭﻧﻜﯥ ﻭﻯ ‪ .‬ﭘﻪ ﺩﻫﻐﻪ ﺣﺎﻝ‬
‫ﻛﯥ ﭼﯥ ﻣﺪﻳﺮ ﻳﺎ ﻟﻪ ﻫﻐﻪ ﻧﻪ ﻟﻮ‪ ‬ﺍﺳﺘﺎﺯۍ ﻣﻤﻜﻨﻪ ﻳﻮﺍﺯﻯ ﺩﺭﻱ ﻳﺎ ‪‬ﻠﻮﺭ ﻏ‪‬ﻭ ﻧﻪ ﻟﻴﺪﻧﻪ‬
‫ﺍﻭ ﻧﻈﺎﺭﺕ ﻭﻛ‪‬ﻯ ‪ .‬ﭘﻪ ﺩﻯ ﺍﺳﺎﺱ ﺩ ﻓﺎﻳﻮﻝ ﻟﻪ ﻧﻈﺮﻩ ﻫﺮ ﺩﺭﻯ ﻳﺎ ‪‬ﻠﻮﺭ ﺳﺮ ﭘﺮ‪‬ﺘﻪ ﻳﺎ‬
‫ﻣﺪﻳﺮ ﺑﺎﻳﺪ ﻳﻮ ‪,‬ﺟﮕﭙﻮ‪‬ۍ ﻣﺪﻳﺮ ﻭﻟﺮﻯ ‪.‬‬
‫ﺩ ﭘﻠ‪‬ﻨﻰ ﺍﻭ ﻧﻈﺎﺭﺕ ﺩ ﭼﺎﭘﻴﺮ ﻳﺎﻝ ﺻﺎ ﺣﺒﻨﻈﺮ ﺍﻥ ﭘﻪ ﺳﺎﺩﻩ ﮊﺑﻪ ﺩ ﻻﺱ ﻻﻧﺪﻯ ﻏ‪‬ﻭ‬
‫ﺷﻤﻴﺮﻯ ﺗﻪ ﺍﺷﺎﺭﻩ ﻛﻮﻯ ﭼﯥ ﻣﺴﺘﻘﻴﻤﻪ ﺩ ﻳﻮ ﻣﺪﻳﺮ ﺩ ﻧﻈﺮ ﻻﻧﺪﻯ ﺩﻧﺪﻩ ﺗﺮ ﺳﺮﻩ ﻛﻮﻯ ﺍﻭ‬
‫ﻫﻐﻪ ﺗﻪ ﺭﭘﻮ‪ ‬ﻭﺭﻛﻮﻯ ‪ .‬ﭘﻪ ﺩﻯ ﺍﺳﺎﺱ ﺩ ﻧﻈﺎﺭﺕ ﺩﻏﻪ ﭼﺎﭘﻴرﻳﺎﻝ ﺩ ﻛﺎﺭ ﺩ ﻭﺍﺣﺪﻭﻧﻮ‬
‫ﺍﻧﺪﺍﺯﻩ ﺍﻭ ﭘﺮﺍﺥ ﻭﺍﻟۍ ‪‬ﺎﻛﻲ ‪ .‬ﺩ ﻛﻼﺳﻴﻚ ﻣﺪﻳﺮﻳﺖ ﺩ ﺁﺭﻭﻧﻮ ) ﺍﺻﻮﻟﻮ ( ﭘﻪ ﺑﺮﺍﺑﺮ ﺩ‬
‫ﭘﻠ‪‬ﻨﻰ ﺩ ﭼﺎﭘﻴرﻳﺎﻝ ﻣﺪﻳﺮ ﺑﺎﻳﺪ ﺩ ﻭﺳﻌﺖ ﺍﻭ ﺍﻧﺪﺍﺯﻯ ﻟﻪ ﻟﺤﺎﻇﻪ ﺣﺘﻰ ﺍﻻﺍﻣﻜﺎﻧﻪ‬
‫ﻛﻮﭼﻨۍ ﺍﻭ ﺩ ﻛﻤﻰ ﭘﺮﺍﺧﻮﺍﻟﻲ ﺩﺭﻟﻮﺩﻧﻜۍ ﻭۍ ‪ ،‬ﻜﻪ ﻫﺮ ‪‬ﻮﻣﺮ ﭼﯥ ﺩ ﻏ‪‬ﻭ ﺷﻤﻴﺮﻩ‬
‫ﭼﯥ ﻣﺴﺘﻘﻴﻤﺂ ﺩ ﻳﻮ ﻩ ﻣﺪﻳﺮ ﺩ ﺳﺮ ﭘﺮ‪‬ﺘۍ ﻻﻧﺪﻯ ﻛﺎﺭ ﻛﻮﻯ ﺯﻳﺎﺩ ﻭﻯ ‪ ،‬ﻳﻮﺍﻟۍ‬
‫) ﻫﻤﺎﻫﻨﮕﻰ ( ﻛﻨ‪‬ﺮﻭﻝ ﺩ ﻫﻐﻮ ﺩ ﻓﻌﺎﻟﻴﺘﻮﻧﻮ ﺑﻪ ﺳﺘﻮﻧﺰﻣﻨﻪ ﻭﻯ ‪.‬‬
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‫ﺩ ﭘﻠ‪‬ﻨﻰ ﭘﻴﮋﻧﺪﻧﻪ ) ﺗﻌﺮﻳﻒ(‪:‬‬
‫ﻫﻐﻪ ﻫ‪‬ﻪ ﭼﯥ ﻳﻮ ﻣﺪﻳﺮ ﺩ ﻳﻮﻯ ﺑﺮﻧﺎﻣﻰ ﻳﺎ ﻋﻤﻠﻴﺎﺗﻮ ﺩ ﭘﻴﺎﺩﻩ ﻛﻮﻟﻮ ﻟﭙﺎﺭﻩ ﺳﺮ ﺗﻪ ﺭﺳﻮﻯ ﺗﺮ‪‬ﻮ ﭘﻮﺭﻯ ﺩ ﺳﻢ‬
‫ﺍﻭ ﻧﺎ ﺳﻢ ﻓﻌﺎﻟﻴﺖ ﻣﻴﺰﺍﻥ ﻻﺱ ﺗﻪ ﺭﺍﻭ‪‬ﻯ ‪.‬‬
‫ﭘﻪ ﭘﻠټﻨﻪ آﯥ دﻏﻪ ﻻﻧﺪي ﻓﻌﺎﻟﻴﺘﻮﻧﻪ د ﭘﺎم وړدي ‪:‬‬

‫‪ z‬ﭘﻠټﻨﻪ ‪ ،‬ﻋﻤﻠﻴﺎت او ﺑﺮﻧﺎﻣﻰ ﺳﺮﻩ ﺗﻄﺒﻴﻘﻮى ‪.‬‬
‫‪ z‬ﭘﻠټﻨﻪ د ﻓﻌﺎﻟﻴﺘﻮﻧﻮ ﺳﻼﻣﺘﻰ او ﻳﺎ ﻧﺎﺟﻮړﻳﻮ ) ﺑﻴﻤﺎرى ( ﻣﻴﺰان روښﺎﻧﻪ آﻮى ‪.‬‬
‫‪ z‬ﭘﻠټﻨﻪ ‪ ،‬د آﺎروﻧﻮ ﭘﻪ ﺳﺮﺗﻪ رﺳﻮﻧﻮ آﯥ د ﺑﻴﻼ ﺑﻴﻞ واﺣﺪوﻧﻮ ﺗﻮان ﺑﻴﺎﻧﻮى ‪.‬‬
‫‪ z‬ﭘﻠټﻨﻪ ‪ ،‬د ﻋﻤﻠﻴﺎﺗﻮد ﭘﺮﻣﺨﺘﮓ اﻧﺪازﻩ او واټﻦ ) ﻓﺎﺻﻠﻪ ( ﺗﺮ ﻣﻮﺧﻰ روښﺎﻧﻪ‬
‫آﻮى ‪.‬‬
‫‪ z‬ﭘﻠټﻨﻪ ‪ ،‬د هﺪاﻳﺖ ﻏﻮښﺘﻨﻰ ﻻزم واﻟۍ او د هﺪاﻳﺖ ﻣﻨﻠﻮ ﻇﺮﻓﻴﺖ ﻻﺳﺘﻪ راوړى ‪.‬‬
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‫ﺩ ﭘﻠ‪‬ﻨﻲ ﺩ ﭼﺎﭘﻴﺮ ﻳﺎﻝ ﺩ ﻣﻨﺎﺳﺒﻰ ﺍﻧﺪﺍﺯﻯ ﺍﺭﺯ‪‬ﺖ‬
‫ﻟﻤ‪‬ۍ ‪ :‬ﺩﭘﻠ‪‬ﻨﻰ ﺍﻭ ﻧﻈﺎ ﺭﺕ ﭼﺎﭘﻴرﻳﺎﻝ ﺩ ﻣﺪﻳﺮ ﭘﻪ ﺑﺮﻳﺎﻟﻲ ﺍﺟﺮﺍﺍﺗﻮ ﺍﻭ ﺩﻻﺱ ﻻﻧﺪﻭﻏ‪‬ﻭ‬

‫ﭘﻪ ﮔ‪‬ﻮﺭﻭ ﻋﻤﻞ ﻛ‪‬ﻭﻧﻮ ﺍﻏﻴﺰﻯ ﻛﻮﻯ ‪ .‬ﻛﻪ ﺩ ﭘﻠ‪‬ﻨﻰ ﺍﻭ ﻧﻈﺎﺭﺕ ﭼﺎﭘﻴﺮ ﻳﺎﻝ ‪‬ﻳﺮ ﭘﺮﺍﺧﻪ‬
‫ﻭﻯ ‪ ،‬ﺩ ﻫﻐﻪ ﻛﻨ‪‬ﺮﻭﻝ ﺩ ﻣﺪﻳﺮ ﻟﻪ ﺗﻮﺍﻧﻪ ﺑﻬﺮ ﺩﻯ ؛ ‪‬ﻜﻪ ﻻﺱ ﻻﻧﺪﻯ ﻏ‪‬ﻯ ‪‬ﻳﺮﻯ‬
‫ﺍﻧﺪﺍﺯﻯ ﺳﺮﻩ ﻛﻨ‪‬ﺮﻭﻝ ﺍﻭﻧﻪ ﻻﺭ‪‬ﻮﻧﻪ ﻛﻴ‪‬ﻯ ‪ .‬ﺍﻭ ﻛﻪ ﺩ ﭘﻠ‪‬ﻨﻰ ﭼﺎﭘﻴرﻳﺎﻝ ﻛﻮﭼﻨۍ ﺍﻭ‬
‫ﻣﺤﺪﻭﺩ ﻭﻯ ﺩﺍ ﻛﺎﺭ ﺩﺩﻯ ﺑﺎﻋﺚ ﻛﻴ‪‬ﻯ ﭼﯥ ﺩ ﻣﺪﻳﺮﺍﻧﻮ ﻟﻪ ‪‬ﻮﺍﻙ ﺍﻭ ﺗﻮﺍﻥ ﻧﻪ ﻟ‪ ‬ﻛﺎﺭ‬
‫ﻭﺍﺧﻴﺴﺘﻞ ﺷﻰ ‪.‬‬
‫ﺩﻭﻫﻢ ‪ :‬ﺩ ﭘﻠ‪‬ﻨﻰ ﺩ ﭼﺎﭘﻴرﻳﺎﻝ ﺍﻭ ﺍﺩﺍﺭﻯ ﺟﻮ‪‬ﺖ ﺗﺮ ﻣﻨ‪‬ﻪ ﺍ‪‬ﻳﻜﯥ ‪‬ﺎﻱ ﻟﺮﻯ ﭼﯥ ﺩ‬
‫ﭘﻠ‪‬ﻨﻰ ﺍﻭ ﻧﻈﺎﺭﺕ ﭼﺎﭘﻴرﻳﺎﻝ ﺩ ﻣﺪﻳﺮﻳﺖ ﺍﻭ ﺍﺩﺍﺭﻯ ﺟﻮ‪‬ﺖ ﭘﻪ ﺩ ﻻﺭﻭ ﭘﻪ ‪‬ﺎﻛﻨﻪ ﻛﯥ‬
‫ﻣﺴﺘﻘﻴﻤﻰ ﺍﻏﻴﺰﻯ ﻟﺮﻯ ‪ ،‬ﻜﻪ ﻫﺮ ‪‬ﻮﻣﺮﻩ ﭼﯥ ﺩ ﭘﻠ‪‬ﻨﻰ ﭼﺎﭘﻴرﻳﺎﻝ ﻣﻨﺎﺳﺐ ﻭﻯ ﭘﻪ‬
‫ﻫﻤﺎﻏﻪ ﺍﻧﺪﺍﺯﻯ ﺩﺍﺩﺍﺭﻯ ﺟﻮ‪‬ﺖ ﺩ ﺗﻨﺎﺳﺐ ﺑﺎﻋﺚ ﻛﻴ‪‬ﻯ ‪.‬‬
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‫ﺩ ﭘﻠ‪‬ﻨﻰ ﺩ ﭼﺎﭘﻴرﻳﺎﻝ ‪‬ﺎﻛﻨﻰ ﻋﻮﺍﻣﻞ‬
‫ﺩ ﭘﻠ‪‬ﻨﻰ ﺩ ﭼﺎﭘﻴرﻳﺎﻝ ﭘﺮﺍﺧﺘﻴﺎ ﺍﻭ ﺍﻧﺪﺍﺯﻩ ﺩ ﺍﺩﺍﺭﻯ ﻳﺎ ﺳﺎﺯﻣﺎﻥ ﺩ ﻛﺎﺭ ﭘﻪ ﺭﻗﻢ ﺍﻭ ﻃﺮﺯ‬

‫ﺑﺎﻧﺪﻯ ﮔ‪‬ﻮﺭ ﺛﺎﺑﺖ ﺷﻮﻯ ﺩﻱ ‪ .‬ﭘﻪ ﺩﻯ ﺍﺳﺎﺱ ﺩ ﭘﻠ‪‬ﻨﻰ ﻣﻨﺎﺳﺐ ﭼﺎﭘﻴرﻳﺎﻝ ﭘﻪ ﻣﺪﻳﺮﻳﺖ‬
‫ﺍﻭ ﺳﺎﺯﻣﺎﻥ ﻭﺭﻛﻮﻧﻰ ﻛﯥ ﺧﺎﺹ ﺍﺭ ﺯ‪‬ﺖ ﻟﺮﻯ ‪ ،‬ﺑﺎﻳﺪ ﺩ ﭘﻠ‪‬ﻨﻰ ﺩ ﭼﺎﭘﻴرﻳﺎﻝ ﺩ ‪‬ﺎﻛﻨﻰ‬
‫ﭘﻪ ﻭﺧﺖ ﺑﻴﻼ ﺑﻴﻠﻮ ﻋﻮﺍﻣﻠﻮ ﺗﻪ ﭼﯥ ﭘﻪ ﺩﻯ ﺍ‪‬ﻭﻧﺪ ﻧﻘﺶ ﻟﺮﻯ ﭘﺎﻣﻠﺮﻧﻪ ﻭﺷﻰ ‪.‬‬
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‫ﺩﻣﻨﺎﺳﺒﻰ ﭘﻠ‪‬ﻨﻰ ﺩ ﭼﺎﭘﻴرﻳﺎﻝ ﭘﻪ ‪‬ﺎﻛﻨﻪ ﻛﯥ ﮔ‪‬ﻮﺭ ﻋﻮﺍﻣﻞ‬
‫ﻭﺧﺖ ‪ :‬ﻫﻐﻪ ﻭﺧﺖ ﺍﻭ ﺯﻣﺎﻥ ﭼﯥ ﺩ ﭘﻠ‪‬ﻨﻰ ﺍﻭ ﺳﺮﭘﺮ‪‬ﺘﻰ ﻛﺎﺭ ﻟﭙﺎﺭﻩ ﭘﻪ ﻟﮕ‪‬ﺖ ﺭﺳﻴ‪‬ﻯ‬
‫؛ ﻳﻌﻨﻰ ﻣﺪﻳﺮ ﺗﺮ ﻛﻮﻣﻪ ﺍﻧﺪﺍﺯﻯ ﺩ ﭘﻠ‪‬ﻨﻰ ﻟﭙﺎﺭﻩ ﻭﺧﺖ ﻟﺮﻯ ؟‬
‫ﺩ ﻛﺎﺭ ﺍﻭ ﻓﻌﺎﻟﻴﺖ ﭘﻴﭽﻠﺘﻴﺎ ﺍﻭ‪‬ﺮﻧﮕﻮﺍﻟۍ ‪:‬‬
‫ﺩﺍ ﻣﺴﻠﻪ ﺩﺩﻱ ﭘﻪ ﺧﺎﻃﺮ ﻣﻬﻤﻪ ﺩﻩ ﭼﯥ ‪‬ﻮﻝ ﻛﺎﺭﻭﻧﻪ ﻳﻮ ‪‬ﻭﻝ ﻧﺪﻯ ﺍﻭ ﺩ ﻫﻐﻮ ﭘﻠ‪‬ﻨﻪ ﻳﻮ‬
‫ﻟﻪ ﺑﻠﻪ ﺗﻮﭘﻴﺮ ﻟﺮﻯ ‪.‬‬
‫ﺩ ﻋﻤﻠﻴﺎﺗﻮ ‪‬ﻴﻨﮕ‪‬ﺖ ) ﺛﺒﺎﺕ( ﻛﻪ ﻋﻤﻠﻴﺎﺕ ﺛﺎﺑﺘﻪ ﺑڼﻪ ﻭﻧﻠﺮﻯ ﺩ ﻫﻐﻪ ﭘﻠ‪‬ﻨﻪ ﻫﻢ‬
‫ﺳﺘﻮﻧﺰﻣﻨﻪ ﺩﻩ ‪.‬‬
‫ﺩ ﻻﺱ ﻻﻧﺪﻭ ﻛﺎﺭ ﻛﻮﻭﻧﻜﻮ ﻏﻮﺭﻩ ﻭﺍﻟۍ ) ﺷﺎﻳﺴﺘﮕۍ ( ﻫﺮ ‪‬ﻮﻣﺮﻩ ﭼﯥ ﻏ‪‬ﻯ ﺩ ﻛﺎﺭ‬
‫ﺷﺎﻳﺴﺘﮕۍ ﻭﻟﺮﻯ ﭘﻪ ﻫﻤﺎ ﻏﻪ ﺍﻧﺪﺍﺯﻩ ﺩ ﻫﻐﻮﻧﻈﺎﺭﺕ ﺁﺳﺎﻧﻪ ﺩﻩ ‪.‬‬
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‫) ﺗﻔﻮﻳﺾ ﺩ ﻭﺍﻙ ﺍﻭ ﺻﻼﺣﻴﺖ ﻭﺭﻛ‪‬ﻩ(‬
‫ﺩ ﻭﺍﻙ ﺍﻭ ﺻﻼﺣﻴﺖ ﻭﺭﻛ‪‬ﻩ ‪‬ﻳﺮﻯ ﮔ‪‬ﻰ ﻟﻪ ‪‬ﺎﻧﻪ ﺳﺮﻩ ﻟﺮﻯ ﻟﻪ ﻳﻮ ﻟﻮﺭﻱ ﺗﺎﺳﻮﺗﻪ‬
‫ﻫﻮﺳﺎﻳﻨﻪ ﺩﺭ ﺑ‪‬ﻰ ﺍﻭ ﺩ ﺍ‪‬ﻭﻧﺪﻩ ﻓﻌﺎﻟﻴﺘﻮﻧﻮ ﻟﭙﺎﺭﻩ ﺯﻳﺎﺩ ﻭﺧﺖ ﺗﺎﺳﻮ ﭘﻪ ﻭﺍﻙ ﻛﯥ‬
‫ﺩﺭﻛﻮﻯ ‪ .‬ﺍﻭ ﻟﻪ ﺑﻞ ﻟﻮﺭﻯ ﺩﺍﺩﺍﺭﻯ ﻇﺮﻓﻴﺖ ﭘﻪ ﺑﺸﭙ‪‬ﻩ ﺗﻮﮔﻪ ﭘﻪ ﻛﺎﺭ ﺍﭼﻮﻝ ﻛﻴ‪‬ﻯ ﺍﻭ ﺩ‬
‫ﻛﺎﺭ ﻛﻮﻧﻜﻮ ﺩ ﭘﺮﺍﺧﺘﻴﺎ ﺯﻣﻴﻨﻪ ﺩﻛﺎﺭ ﻛﻮﻟﻮ ﻟﻪ ﻟﻴﺎﺭﻯ ﺩ ﻏﻮ‪‬ﺘﻞ ﺷﻮﻳﻮ ﺩﻧﺪﻭ ﭘﺮ ﻣﺦ‬
‫ﻣﺴﺎﻋﺪ ﻭﻯ ﻛﺎﺭ ﻛﻮﻧﻜﻮ ﺗﻪ ﺩ ‪‬ﻳﺮﻭ ﻣﺴﻮﻭﻟﻴﺘﻨﻮ ﺳﭙﺎﺭﻝ ﺍﻭ ﻭﺭﻛ‪‬ﻩ ﻫﻐﻮ ﻯ ﺗﻪ‬
‫ﺩﻫ‪‬ﻮﻧﻰ ﺍﻭ ﺧﻮﺯ‪‬ﺖ ﺑﺎﻋﺚ ﻛﻴ‪‬ﻯ ‪.‬‬
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‫ﺩﺩﻧﺪﻭ ﺩ ﻟﻮﻣ‪‬ﻯ ﺗﻮﺏ ‪‬ﻟﻪ ﺑﻨﺪۍ‬
‫ﺍﻳﺰﻳﻦ ﻫﺎﻭﺭ ﺩﺩﻱ ﭘﻪ ﺍ‪‬ﻭﻧﺪ ﻳﻮ ﺍﺻﻞ ﻟﺮﻱ ﺍﻭ ﺩﺍ ﺍﺻﻞ ﻟﻪ ﻣﻮ‪ ‬ﺳﺮﻩ ﻣﺮﺳﺘﻪ ﻛﻮﻯ ﭼﯥ ﺗﺮ‬
‫‪‬ﻮ ﭘﻮﺭﻯ ﺩﻏﻪ ﻟﻮﻣ‪‬ﻯ ﺗﻮﺏ ﺩﻛﺎﺭ ﺩ ﻭﻳﺶ ﺍﻭ ﻓﻌﺎﻟﻴﺖ ﻟﻪ ﻧﻈﺮﻩ ﭘﻪ ‪‬ﻠﻮﺭ ﺑﺮﺧﻮ‬
‫ﻭﻭﻳﺸﻮ ‪ .‬ﺍﻭ ﺩﺍﻫﻢ ﺩ ﺩﻧﺪﻭ ﺩ ﺍﺭﺯ‪‬ﺖ ﺍﻭ ﺑﻴ‪‬ﻧۍ ﺗﻮﺏ ﭘﻮﺭﻯ ﺍ‪‬ﻩ ﻧﻴﺴﻰ‬
‫‪ .۱‬ﻣﻬﻤﻪ ﺍﻭ ﺑﻴ‪‬ﻧﻰ ﺩﻱ ﺧﭙﻠﻪ ﻣﻮ ﺳﺮﺗﻪ ﻭﺭﺳﻮۍ ‪.‬‬
‫‪ .۲‬ﻣﻬﻤﻪ ﺩﻱ ﻭﻟﯥ ﺗﺮ ﺍﻭﺳﻪ ﺑﻴ‪‬ﻧﻰ ﻧﺪﻱ ‪ .‬ﻳﻮ ﺿﺮﺏ ﺍﻻﺟﻞ ﺩ ﻛﺎﺭ ﻟﭙﺎﺭﻩ ﻭ‪‬ﺎﻛﻞ ﺷﻰ ﺗﺮ‬
‫‪‬ﻮﭘﻮﺭﻯ ﭘﻪ ﻣﻨﺎﺳﺒﻪ ﻭﺧﺖ ﺍﻭ ﭘﻪ ﺩﺭﺳﺘﻪ ﺗﻮﮔﻪ ﺩ ﻫﻐﻪ ﭘﺮﻣﺦ ﻛﺎﺭ ﻭﺷﻰ ‪ .‬ﻳﺎ ﺩﺍ ﭼﯥ ﻳﻮﻩ‬
‫ﻛﺎﺭ ﭘﻮﻩ ﻛﺎﺭ ﻛﻮﻧﻜﯥ ﺗﻪ ﻭﺳﭙﺎﺭﻝ ﺷﻰ ‪.‬‬
‫‪ .۳‬ﻣﻬﻤﻪ ﻧﺪﻱ ﻭﻟﯥ ﻋﺎﺟﻠﻪ ﺩﻱ‬
‫‪ .۴‬ﺩﻏﻪ ﻛﺎﺭﻭﻧﻪ ﻓﻮﺭﺁ ﺑﺎﻳﺪ ﻧﻮﺭﺗﻪ ﻭﺳﭙﺎﺭﻝ ﺷﻰ ﺍﻭ ﻛﻪ ﻻﺯﻣﻪ ﻭﻯ ﭼﯥ ﺗﺎﺳﻮ ﺧﭙﻠﻪ ﻳﻲ‬
‫ﺳﺮﺗﻪ ﻭﺭﺳﻮۍ ﭘﻪ ﻫﻐﻪ ﺻﻮﺭﺕ ﻛﯥ ﺩ ﻛﺎﺭ ﻣﻨ‪ ‬ﻛﯥ ﻣﻮ ) ﺩ ﻳﻮﻯ ﻛﺎﺭ ﻯ ﻭﺭ‪ ‬ﭘﻪ ﺁﺧﯥ‬
‫ﻛﯥ ﻳﺎﻫﻢ ﻫﻐﻪ ﻭﺧﺖ ﭼﯥ ﻛﺎﺭ ﻣﻮﻟ‪‬ﻭﻯ ﺩﻭﺭ‪‬ﻰ ﭘﻪ ﺑﻬﻴﺮ ﻛﯥ ﺳﺮﺗﻪ ﻭﺭﺳﻮۍ (‬
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‫ﺩﺍﻧﺴﺎﻧﻲ ﺳﺮ ﭼﻴﻨﻮ ﻣﺪﻳﺮﻳﺖ‬

‫ﺍﺗﻢ ﻓﺼﻞ‬

‫ﺩ ﺍﻧﺴﺎﻧﻲ ﺳﺮ ﭼﻴﻨﻮ ﻣﺪﻳﺮﻳﺖ ﻣﻔﻬﻮﻡ‬
‫ﺩ ﺍﻧﺴﺎﻧﻲ ﺳﺮ ﭼﻴﻨﻮ ﻣﺪﻳﺮﻳﺖ ﺩ ﻓﻜﺮ ﭘﻪ ﺑﻨﺴ‪ ‬ﻭﻻ‪ ‬ﺩﻩ ﭼﯥ ﻛﺎﺭ ﻛﻮﻧﻜﻲ ﺑﺎﻳﺪ ﺩ‬
‫ﺍﻧﺴﺎﻥ ﭘﻪ ﺗﻮﮔﻪ ﭘﻪ ﭘﺎﻡ ﻛﯥ ﻭﻧﻴﻮﻝ ﺷﻰ‬
‫ﺩ ﺍﻧﺴﺎﻧﻲ ﺳﺮ ﭼﻴﻨﻮ ﺩ ﻣﺪﻳﺮﺍﻧﻮ ﻟﻪ ﻣﻮﺧﻮ ﻧﻪ ﻳﻮﻩ ﺩﺍﺩﻩ ﭼﯥ ﺩ ﺷﺮﺍﻳﻄﻮ ﻭ‪ ‬ﺧﻠﻚ ﺩ ﭘﺎﻡ‬
‫ﻭ‪ ‬ﭘﺴﺘﻮﻧﻮ ﺗﻪ ﻭﮔﻤﺎﺭﻝ ﺷﻲ‬
‫ﺍﻭﺩ ﻭﮔ‪‬ﻭ ﺍﻭ ﭘﺮﺳﻮﻧﻞ ﻣﻬﺎﺭﺗﻮﻧﻪ ﭘﺮﺍﺧﺘﻴﺎﻭﻣﻮﻣﻲ ﺍﻭ ﻫﻐﻮﻯ ﭘﻪ ﺩﻯ ﻭﺗﻮﺍﻧﻴ‪‬ﻯ ﭼﯥ‬
‫ﺳﭙﺎﺭﻝ ﺷﻮﻯ ﺩﻧﺪﻯ ﭘﻪ ‪‬ﻪ ﺗﻮﮔﻪ ﺳﺮ ﺗﻪ ﻭﺭﺳﻮﻱ ﺩ ﺍﻧﺴﺎﻧﻲ ﺳﺮ ﭼﻴﻨﻮ ﻣﺪﻳﺮﻳﺖ ﺩ‬
‫ﺍﻧﺴﺎﻧﻲ ﺍ‪‬ﺧﻮﻧﻮ ﺩﺩﺭﻛﻮﻟﻮ ﭘﻪ ﺧﺎﻃﺮ ﭘﻪ ﻳﻮﻩ ﺍﺩﺍﺭﻩ ﻛﯥ ﺍﻭ ﺩ ﻫﻐﻮ ﺩ ﺳﺘﺮﺍﺗﻴﮋﻳﻚ‬
‫ﺍﺭﺯ‪‬ﺖ ﭘﻪ ﺧﺎﻃﺮ ﺩ ﺍﻫﻤﻴﺖ ﻭ‪ ‬ﺩﻩ‬
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‫ﺩ ﺍﻧﺴﺎﻧﻲ ﺳﺮ ﭼﻴﻨﻮ ﻏﻮﺭﻩ ﺍﻭ ﻋﻤﺪﻩ ﺩﻧﺪﻱ‬
‫ﺩﻧﻮﻳﻮ ﻛﺎﺭ ﻛﻮﻧﻜﻮ ﮔﻤﺎﺭﻝ ) ﺩ ﺗﺸﻮ ‪‬ﻮﻛﻴﻮ ﺍﻋﻼﻥ ‪ ،‬ﺩ ﻏﻮ‪‬ﺘﻨﻮ ﻳﺎ ﺩﺭ ﺧﻮﺍﺳﺖ‬
‫ﺗﺤﻠﻴﻞ ﺍﻭ ﺗﺠﺰﻳﻪ ﺁﺭﺯﻭﻧﻪ ﺍﻭ ﻣﺮ ﻛﯥ ‪۰‬‬
‫ﺩ ﻣﻬﺎﺭﺗﻮﻧﻮ ﭘﺮﺍﺧﺘﻴﺎ ﺍﻭ ﺍ‪‬ﺗﻴﺎ ) ﺩ ﻛﺎﺭ ﻛﻮﻧﻜﻮ ﺩ ﺯﺩﻩ ﻛ‪‬ﻯ ﺍﻭ ﺁﺯﻣﻮﻳﻨﻲ ﻟﻪ ﻟﻴﺎﺭﻯ ‪۰‬‬
‫ﺩ ﻫﺮ ﻛﺎﺭ ﻛﻮﻧﻜﯥ ﺩﺍﻃﻼﻋﺎﺗﻲ ﻣﺴﺎﻳﻠﻮ ﺗﺮ ﺗﻴﺐ ﺍﻭ ﺗﻨﻈﻴﻢ ) ﺩ ﭘﻴﺰﻧﺪﻧﻲ ﻟﻨ‪‬ﻳﺰ )ﺧﻠﺺ‬
‫ﺳﻮﺍﻧﺢ (ﺩ ﻣﻬﺎﺭﺗﻮﻧﻮ ﺍﻭ ﺗﻮﺍﻧﺎ ﻳﯥ ﭘﻪ ﻫﻜﻠﻪ ﻣﻌﻠﻮ ﻣﺎﺕ ‪ ،‬ﺩ ﻣﻌﺎﺷﺎﺗﻮ ﺩ ﺍﻧﺪﺍﺯﻯ ﺛﺒﺖ‬
‫ﺍﻭ ﺩﺍﺳﻰ ﻧﻮﺭ ‪۰‬‬
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‫ﺩ ﺍﻧﺴﺎﻧﻲ ﺳﺮ ﭼﻴﻨﻮ ﻏﻮﺭﻩ ﺍﻭ ﻋﻤﺪﻩ ﺩﻧﺪﻱ ‪.....‬‬
‫‪‬ﻨﻰ ﻭﺧﺘﻮﻧﻪ ﺩ ﻣﻌﺎ ﺷﺎﺗﻮ ﺩ ﻭﺭﻛ‪‬ﻯ ‪‬ﺎﻧﮕﻪ)ﺩﻛﺎﺭﻛﻮ ﻧﻜﻮ ﺩ ﺣﺎﺿﺮﻯ ﺍﻭ ﺩﻭﺧﺖ ﭘﻪ‬
‫ﻫﻜﻠﻪ ﺩﻣﻌﻠﻮﻣﺎﺗﻮ ﺭﺍ ‪‬ﻮﻟﻮﻝ ﺩ ﻛﺴﺮﺍﺕ ﺍﻭ ﻣﺎﻟﻴﺎ ﺕ ﻣﺤﺎ ﺳﺒﻪ ‪ ،‬ﺩﺩﻭﺭﺍﻧﻰ ﭼﻜﻮﻧﻮ‬
‫ﺟﻮ‪‬ﻭﻝ ﺍﻭﺩﺭﻛﻮﻝ ﺩ ﻛﺎﺭ ﻛﻮﻧﻜﻮ ﺩ ﻣﺎﻟﻴﻰ ﺭﺍﭘﻮﺭ‪ (‬ﺍﻧﺴﺎﻧﻲ ﺳﺮ ﭼﻴﻨﻮ ‪.‬ﭘﻮﺭﻯ ﺍ‪‬ﻩ‬
‫ﻧﻴﺴﻰ ﺍﻭ ﭘﻪ ﻳﻮ ﺷﻤﻴﺮ ﺍﺩﺍﺭﻭ ﻛﯥ ﺩ ﻣﺎﻟﻲ ‪‬ﺎﻧﮕﻮ ﻣﺮ ﺑﻮﻁ ﻛﻴ‪‬ﻯ ‪۰‬‬
‫ﺩ ﻭﺧﺖ ﺗﻨﻈﻴﻤﻮﻝ ﺩﻛﺎﺭ ‪‬ﻮﺍﻙ ﺍﻭ ﻧﻴﺮﻭ )ﺩﻛﺎﺭ ﻛﻮﻧﻜﻮ ﺁﺭﺯﻳﺎﺑﻰ ﺩ ﻫﻐﻮ ﺩ ﻭﺧﺖ ﻧﻪ ﺩ‬
‫ﻛﺎﺭ ﺍﺧﻴﺴﺘﻨﻲ ﺍﻭ ﺍﺟﺮﺍﺍﺗﻮ ﭘﻪ ﺍ‪‬ﻭﻧﺪ ﺩﻯ ‪۰‬‬
‫ﺩ ﮔ‪‬ﻮ ﺍﻭ ﺍﻣﺘﻴﺎﺯﺍﺗﻮ ﺟﻮ‪‬ﻭﻧﻪ ﺍﻭ ﺗﻨﻈﻴﻢ ) ﭘﻪ ﮔ‪‬ﻮﺭﻭ ﭘﺮﻭ ﮔﺮﺍﻣﻮﻧﻮ ﻛﯥ ﮔ‪‬ﻭﻥ ﻟﻜﻪ ‪:‬‬
‫ﺭﻭﻏﺘﻴﺎﻳﯥ ‪‬ﺎﺭ ﺍﻭ ﻣﺮﺍﻗﺒﺖ ‪ ،‬ﺑﻴﻤﻪ ‪ ،‬ﺍﻭ ﺩﯤ ﺗﻘﺎﻋﺪ ﭘﻼﻥ ‪۰‬‬
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‫ﺩﺍﻧﺴﺎﻧﻲ ﺳﺮ ﭼﻴﻨﻮ ﻣﺪﻳﺮﻳﺖ – ﺩﻛ‪‬ﻳﻮ )ﺣﻠﻘﻮﻯ ( ﭘ‪‬ﺍﻭ‬
‫ﻛﻠﻴﺪﻱ ﻣﻮﺧﻰ‬
‫ﺍﻭ‬
‫ﺗﻘﺎﻋﺪ‬
‫ﻇﺮ ﻓﻴﺖ‬
‫ﺩﺍﻧﺴﺎﻧﻲ ﺳﺮ ﭼﻴﻨﻮ ﭘﺮﺍﺧﺘﻴﺎ‬ ‫ﺩﺍﻧﺴﺎﻧﻲ ﺳﺮ ﭼﻴﻨﻮ‬

‫ﺩ ﺍ‪‬ﺗﻴﺎﻭ‬
‫ﺍﺭﺯﻭﻧﻪ‬ ‫ﭘﻼﻥ ﺟﻮ‪‬ﻭﻧﻰ‬
‫ﺍﺳﺘﺨﺪﺍﻡ‬
‫ﭘﻴﮋﻧﺪﻧﻪ‬
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‫ﺍﺩﺍﺭﻱ ﺍﻭ ﭘﻪ ﻫﻐﻮ ﻛﯥ ﻣﻮ ﺟﻮﺩﻩ ﭘﻮﻫﻲ‬
‫ﻫﻐﻪ ﭘﻮ ‪‬ﺘﻨﻲ ﭼﯥ ﺩ ﭘﻮﻫﻲ ﺩ ﺳﺎﺗﻠﻮ ﻟﭙﺎﺭﻩ ﭘﻪ ﻳﻮﻱ ﺍﺩﺍﺭﻱ ﻛﯥ ﻭ ﭘﻮ ‪‬ﺘﻞ ﺷﻰ ﭘﻪ ﻻﻧﺪﻯ‬

‫‪‬ﻭﻝ ﺩﻱ‪:‬‬
‫‪ z‬ﺩ ﭘﻮﻫﻰ ﺩ ﺳﺎﺗﻠﻮ ﻟﭙﺎﺭﻩ ﻛ‪‬ﻧﻼﺭﻯ ﺍﻭ ﻻﺭ‪‬ﻮﻧﻲ ﻛﻮﻣﻲ ﺩﻱ ؟‬
‫‪ z‬ﻛﻮﻡ ﻣﻌﻠﻮﻣﺎﺕ ﺩ ﻛﻮﻡ ﻏ‪‬ﻯ ﭘﻪ ﻣﺮ ﺳﺘﻪ ﻭ ﺳﺎﺗﻞ ﺷﻲ ؟‬
‫‪ z‬ﻪ ‪‬ﻭﻝ ﻭﺷﻲ ﻛﻪ ﻳﻮﻩ ﻛﺎﺭ ﻛﻮﻧﻜۍ ﭼﯥ ﺩﻧﺪﻩ ﭘﺮﻳ‪‬ﺩﻯ ﺩ ﻫﻐﻪ ﭘﻮﻫﻪ ﻧﻮﺭﻭ‬
‫ﻛﺎﺭﻛﻮﻧﻜﻮ ﺗﻪ ﻭﻟﻴ‪‬ﺩﻭ ؟‬
‫‪ z‬ﻪ ‪‬ﻭﻝ ﻛﻮﻻﻱ ﺷﻮ ﮊﺭ ﺗﺮ ﮊﺭﻩ ﭘﻪ ﻛﻢ ﻭﺧﺖ ﻛﯥ ﭘﻮ ﻫﻪ ﻭﺳﺎﺗﻮ ‪۰‬ﭼﯥ ﺩ ﺑﺎﻭﺭ ﻭ‪‬‬
‫ﻭﻯ (‬
‫‪ z‬ﻪ ‪‬ﻭﻝ ﻛﻮﻻﻱ ﺷﻮ ﭼﯥ ﭘﻮﻫﻪ ﺩﻏﻴﺮ ﻣﺠﺎﺯ ﻛﺎﺭ ﺍﺧﻴﺴﺘﻨﻲ ﺍﻭ ﻟﻪ ﻣﻨ‪‬ﻪ ﺗﻠﻠﻮ ﻧﻪ‬
‫ﻭﮊﻏﻮﺭﻭ ؟‬
‫‪ z‬ﻛﻪ ﻻﺯﻣﻪ ﻭﻯ ﭼﯥ ﻻﺳﺘﻪ ﺭﺍﻏﻠﻲ ﭘﻮ ﻫﻪ ﻟﻪ ﻣﻨ‪‬ﻪ ﻳﻮ ﺳﻮ ‪‬ﻪ ‪‬ﻭﻝ ‪‬ﺍ‪‬ﻣﻦ ﺷﻮ ﭼﯥ‬
‫ﻧﻮﺭﻩ ﭘﻪ ﺩﺭﺩ ﻧﻪ ﺭﺍ‪‬ﻲ ؟‬
‫‪ z‬ﻮﻙ ﺩﺩﻱ ﻛﺎﺭ ﻣﺴﻮﻝ ﺩﻩ ﺍﻭ ﻟﻪ ﭼﺎ ﻧﻪ‪253‬ﺩ ﻣﺮﺳﺘﻲ ﻏﻮ‪‬ﺘﻨﻪ ﻛﻮﻻ ﻯ ﺷﻮ ؟‬
‫ﺩﺍﻧﺴﺎﻧﻲ ﺳﺮ ﭼﻴﻨﻮ ﻣﺪﻳﺮﻳﺖ‬
‫ﻣﻮﺧﻰ‬
‫ﺩﻛﺎﺭ ﻛﻮﻧﻜﻮ ﺩ ﻛﻠﻴﺪﻯ‬ ‫“ ﺑﺎﺯﺍﺭﻣﻮﻧﺪﻧﻪ ”‬
‫ﻇﺮﻓﻴﺘﻮﻧﻮ ﻟﻨ‪‬ﻩ ﭘﻴﮋﻧﺪﻧﻪ‬ ‫ﭘﻠ‪‬ﻨﻪ ﺍﻭ ﺩﻛﺎﺭ ﻛﻮﻧﻜﻮ ‪‬ﺎﻛﻨﻪ‬
‫‪5%‬‬
‫‪10%‬‬
‫‪15%‬‬
‫ﺩﻛﺎﺭﻯ ‪‬ﻮﺍﻙ ﭘﻼﻥ ﺟﻮ‪‬ﻭﻝ‬
‫ﺩ ﺍﺳﺘﺨﺪﺍﻣﻮﻟﻮ ﻣﺮ ﺣﻠﯥ‬
‫‪70%‬‬
‫ﺩﺑﺸﺮﻱ ‪‬ﻮﺍﻙ ﭘﺮﺍﺧﺘﻴﺎ‬
‫ﺩ ﻇﺮ ﻓﻴﺘﻮﻧﻮ ﻟﻮ‪ ‬ﺑﻴﻮﻝ ﺍﻭ ﻻﺭ‪‬ﻮﻧﻪ‬
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‫ﺩﺍﻧﺴﺎﻧﻲ ﺳﺮ ﭼﻴﻨﻮ ﺳﺘﺮﺍﺗﻴﮋۍ‬
‫ﻫﻐﻪ ﺟﻮ‪‬ﺘﻮﻧﻪ ﭼﯥ ﺩﺍﺩﺍﺭﻯ ﻟﻮﻳﻮ ﻣﻮﺧﻮﺳﺮ ﻩ‬ ‫ﻛ‪‬ﻧﻼﺭﻯ‬

‫ﺳﻤﻮﻥ ﻭﻟﺮﻯ‬ ‫ﺩﺩﻧﺪ ﻭ ﺗﺤﻠﯿﻞ‬
‫ﺩﻛﺎﺭ ﻛﻮﻧﻜﻮ ﻫﻐﻪ ﭘﻮﺳﺘﻮﻧﻪ ﭼﯥ ﺩﺍﺩﺍﺭﻯ‬ ‫ﻛ‪‬ﻧﻼﺭﻯ‪ :‬ﺩﺩﻧﺪﻭ‬

‫ﺟﻮ‪‬ﺖ ﺳﺮﻩ ﺳﻤﻮﻥ ﻭﻟﺮﻯ ‪.‬‬ ‫ﻻ ﻳﺤﻰ‬
‫ﻛ‪‬ﻧﻼﺭﻯ ‪:‬‬
‫ﺩﻫﻐﻪ ﻏ‪‬ﻱ ‪‬ﺎﻛﻨﻪ ﭼﯥ ﺩ ﭘﺴﺖ ﻟﭙﺎﺭﻩ ﻣﻨﺎﺳﺐ ﺍﻧﺴﺎﻧﻲ‬ ‫ﺩﺍﺳﺘﺨﺪﺍﻣﻮﻟﻮ‬
‫ﻭﻯ‬
‫ﺳﺮﭼﻴﻨﻲ‬ ‫ﻣﻘﺮﺍﺭﺕ‬
‫ﻛ‪‬ﻧﻼﺭﻯ ‪ :‬ﺩﻣﻬﺎﺭﺕ‬
‫ﺩﺯﺩﻩ ﻛ‪‬ﻱ ﻟﻪ ﻟﻴﺎﺭﻯ ﺩ ﻇﺮ ﻓﻴﺘﻮﻧﻮ ﻟﻮ‪‬ﻭﺍﻟۍ‬ ‫ﭘﻼﻧﻮﻝ ﺍﻭ ﭘﺮﺍﺧﺘﻴﺎ‬
‫‪255‬‬
‫ﺩﺩﻧﺪﻭ ﻻﻳﺤﻪ ‪‬ﻪ ﺩﻩ ؟‬
‫ﺩﺩﻧﺪﻭ ﻻﻳﺤﻪ ﻫﻐﻪ ﻣﺪﺍﺭﻙ ﺩﻱ ﭼﯥ ﭘﻪ ﻳﻮﻩ ﺍﺩﺍﺭﻩ ﻛﯥ ﺩ ﭘﺴﺘﻮﻧﻮ )‪‬ﻮﻛۍ ( ﭘﻪ ﺷﺘﻮﺍﻟﯥ‬

‫ﺑﺎﻧﺪﻯ ﺩﻻﻟﺖ ﻛﻮﻯ ‪۰‬ﺍﻭ ﺩ ﺩ ﻏﻮ ﻣﺴﺎ ﻳﻠﻮ ﺩﺭ ﻟﻮﺩﻧﻜۍ ﻭﻯ ‪۰‬‬
‫• ﻟﻪ ﻛﺎﺭ ﻛﻮﻧﻜﻮ ‪‬ﺨﻪ ﺩﭘﻼ ﻥ ﺷﻮﻯ ﺩﻧﺪﻯ ﻟﭙﺎﺭﻩ ﺩﻏﻮ ‪‬ﺘﻮﻧﻮ ‪‬ﻮﺍﻛﻤﻨﻰ ‪‬ﻪ ﺩﻩ ؟‬
‫• ﻟﻪ ﻛﺎﺭﻭﻧﻜﻮ ‪‬ﺨﻪ ‪‬ﻪ ﻏﻮ‪‬ﺘﻨﻪ ﻛﻴ‪‬ﻯ ﭼﯥ ﺳﺮ ﺗﻪ ﻳﯥ ﻭﺭﺳﻮﻯ ؟‬
‫• ‪‬ﻪ ‪‬ﻭﻝ ﺑﺎﻳﺪ ﺩﻧﺪﻱ ﺳﺮ ﺗﻪ ﻭﺭﺳﻮﻱ ؟‬
‫؟‬ ‫• ﺗﺮ ﻛﻮﻣﻮ ﺣﺎﻻﺗﻮ ﻻ ﻧﺪﻯ ﺩﻧﺪﻯ ﺑﺎﻳﺪ ﺳﺮﺗﻪ ﻭﺭﺳﻴ‪‬ﻯ‬
‫‪256‬‬
‫ﺩﺩ ﻧﺪ ﻭ ﻻﯾﺤﻪ‬
‫ﺩﺩﻧﺪﻭ ﻻﻳﺤﻪ ﺑﺎﻳﺪ ﻻﻧﺪﻯ ‪‬ﻜﻲ ﺗﻮﺿﻴﺢ ﻛ‪‬ﻱ ‪:‬‬

‫ﺩ ﻣﺮﺍﺗﺒﻮ ﺩ ﻟ‪‬ﻯ ﭘﺮ ﺑﻨﺴ‪ ‬ﭘﻮﺳﺘﻮﻧﻪ‬
‫ﺩﻧﺪﻱ ) ﻟﻴﺮﻯ ﻟﻴﺪ ‪/‬ﻣﺎﻣﻮﺭﯾﺖ(‬
‫ﻣﮑﻠﻔﯿﺘﻮﻧﻪ‪ ،‬ﻣﺴﻮﻟﯿﺘﻮﻧﻪ ‪ /‬ﺣﺴﺎﺏ ﻭﺭﻛﻮﻧﻲ‬
‫ﻣﻮﺧﻲ ‪/‬ﻻﺳﺘﻪ ﺭﺍﻭ‪‬ﻧﻲ‬

‫ﻣﻮﺍﺩ‪ ،‬ﺗﻮﻛﻲ ﺍ ﻭﺗﺠﻬﯿﺰﺍﺕ‬
‫ﭘ‪‬ﺍﻭﻧﻪ ﺍﻭ ﺗﮓ ﻻﺭﻩ‬
‫ﭼﻠﻨﺪﻭﻧﻪ ﻣﻬﺎﺭﺗﻮﻧﻪ ﺍﻭ ﻣﻬﻤﻪ ﺧﺒﺮﺗﻴﺎﻭﻯ‬
‫ﭘﻪ ﺭﺍﺗﻠﻮﻧﻜﯥ ﻛﯥ ﺩ ﻛﺎﺭ ﻛﻮﻧﻜﻮ ﺩ ﭘﺮﺍﺧﺘﻴﺎ ﻟﻴﺮﻯ ﻟﻴﺪ ) ﺩ ﻣﻬﺎﺭﺕ ﭘﻼﻥ ﺍﻳ‪‬ﻮﻧﻲ (‬
‫ﺩﻧﺪﻱ ﺍﻭ ﻧﻮﺭ ﻯ ﻭﻧ‪‬ﻯ !!!‬
‫ﺩﺩﻧﺪﻭ ﻻﻳﺤﻪ ﻭﺧﺖ ﭘﻪ ﻭﺧﺖ ﺑﺎﻳﺪ ﻧﻮﻱ ﺷﻰ !‬
‫‪257‬‬
‫ﺩﺩﻧﺪﻭ ﺗﺤﻠﻴﻞ ﺍﻭ ﺗﺠﺰﻳﻪ‬
‫ﺩﺩﻧﺪﻭ ﺗﺤﻠﻴﻞ ﺍﻭ ﺗﺠﺰﻳﻪ ﻫﻐﻪ ﭘ‪‬ﺍﻭ ﺩﻩ ﭼﯥ ﺩﺍﻧﺴﺎﻧﻰ ﺳﺮﭼﻴﻨﻮ ﺩ ﻣﺘﺨﺼﻴﺼﻮﻧﻮ ﭘﻪ‬

‫ﻣﺮﺳﺘﻪ ﺩﻳﻮﻩ ‪‬ﺎﻯ )ﻣﻮﻗﻒ( ﺩ ﻣﺎﻫﻴﺖ ﺩﺭﻭ‪‬ﺎﻧﻪ ﻛﻮﻟﻮ ﻟﭙﺎﺭﻩ ﺳﺮﺗﻪ ﺭﺳﻴ‪‬ﻯ ﺩﺍ ﻻ ﻧﺪﻯ‬
‫ﺗﺤﻠﻴﻞ ﺍﻭﺗﺠﺰﻳﻪ ﺩ ﻛﺎﺭ ﻛﻮﻭﻧﻜﻮ ﺩ ‪‬ﺎﻛﻨﻰ ﻟﭙﺎﺭﻩ ﺩ ﻣﻌﻠﻮﻣﺎﺗﻮ ﺩ ﺭﺍ‪‬ﻮﻟﻮ ‪ ،‬ﻭﻳﺸﻠﻮ ﺍﻭ‬
‫ﺗﺎﺩﻳﻪ ﻛﻮﻟﻮ ﭘﻪ ﺧﺎﻃﺮ ﭘﻜﺎﺭﻭ‪‬ﻝ ﻛﻴ‪‬ﻯ ‪۰‬‬
‫ﺩﺩﻧﺪﻱ ﺩﺗﺤﻠﻴﻞ ﺍﻭ ﺗﺠﺰﻱ ﻟﭙﺎﺭﻩ ﺑﻴﻼ ﺑﻴﻠﻰ ﻛ‪‬ﻧﻼﺭﻯ ﺷﺘﻪ ﺩﻯ ﭼﯥ ﺑﻲ ﺷﻤﻴﺮﻯ‬
‫ﭘﺎﻳﻠﻰ ﻣﻨ‪ ‬ﺗﻪ ﺭﺍﻭ‪‬ﻯ ﺩﻳﻮﻯ ﺩﻧﺪﻯ ﭘﻪ ﺍ‪‬ﻭﻧﺪ ﺩ ﻣﻌﻠﻮﻣﺎﺗﻮ ﺩ ﺭﺍ‪‬ﻮﻟﻮ ﻣﻌﻤﻮﻟﻰ‬
‫ﻛ‪‬ﻧﻼﺭﻯ ﻋﺒﺎﺭﺕ ﺩﻯ ﻟﻪ ‪:‬‬
‫ﺩ ﭼﺎﺭﻭ ﻟﻪ ﻣﺴﻮﻟﻴﻨﻮ ﺳﺮﻩ ﺧﺒﺮﻯ‪ ،‬ﭘﻮ‪‬ﺘﻨﻠﻴﻚ‪،‬ﺩﺩﻧﺪﻯ ﻟﻴﺪﻝ ﺍﻭ ﺩ ﻣﺨﻜﻴﻨﻮﻳﻮ‬
‫ﻣﻌﻠﻮﻣﺎﺗﻮ ﺭﺍ‪‬ﻮﻟﻮﻝ ﻟﻜﻪ ‪ :‬ﺩ ﻣﻜﻠﻔﻴﻨﻮ ﻳﺎ ﺩﻭﻳﺸﻠﻮ ‪‬ﺎﻧﮕ‪‬ﺗﻴﺎ ﻭ ‪‬ﻮﻧﻠﻴﻚ ﺩﻩ ﺩﺩﻧﺪﻯ ﻟﻪ‬
‫ﺗﺤﻠﻴﻞ ﺍﻭﺗﺠﺰﻯ ‪‬ﺨﻪ ﺍﺻﻠﻰ ﻣﻮﺧﻪ ﺩ ﻻﻳﺤﻰ ﺟﻮ‪‬ﻭﻝ ﺩﻯ ‪۰‬‬
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‫ﺩ ﻧﻮﻳﻮ ﻛﺎﺭ ﻛﻮﻧﻜﻮ ﺩ ﺁﺯﻣﻮ ﻳﻠﻮ ﭘ‪‬ﺍﻭ‬
‫ﭘﻴﮋﻧﺪﻧﻪ )ﻣﻌﺮﻓﯽ(‬
‫ﺍﺳﺘﺨﺪﺍﻡ ‪/‬ﺩ ﮐﺎﺭ ﺗ‪‬ﻭﻥ‬
‫ﮐﺎﺭﯼ ﺍﺟﺮﺍﺍﺕ‬
‫ﺩﻗﻀﻴﻮ ﺩ ﻟﻮﺳﺘﻠﻮ ﭘﻪ ﺑﻬﻴﺮ ﻛﯥ ﺩﺍﺭﺯﻭﻧﻰ ﻣﺮ ﻛﺰ‬
‫ﺩﺩﻧﺪﻭ ﭘﻪ ﺧﺎﻃﺮ ﻣﺮﻛﻪ‬
‫ﺷﺨﺼﻰ ‪‬ﻴﺮﻩ )ﺑڼﻪ(‬
‫ﺗﻠﯿﻔﻮﻧﯽ ‪‬ﻜﺮ‬
‫ﺩﺩﺭ ﺧﻮﺍﺳﺘﻜﻮﻧﻜﯥ ﻟﻨ‪‬ﻯ ﺳﻮﺍﻧﺢ‬

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‫ﺩ ﻧﻮﻳﻮ ﻛﺎﺭ ﻛﻮﻧﻜﻮ ﺩ ﺁﺯﻣﻮ ﻳﻠﻮ ﭘ‪‬ﺍﻭ‪....‬‬
‫ﻟﻤ‪‬ﻧۍﻭﺭ‪‬ﻰ ﺩ ﻧﻮﻳﻮ ﺩﻧﺪﻭ ‪‬ﻳﺮﻯ ﺑﺎﺍﺭﺯ‪‬ﺘﻪ ﺍﻭ ﻣﻬﻤﻪ ﺩﻱ ‪۰‬ﻜﻪ ﭼﯥ ﻛﺎﺭ ﻛﻮﻧﻜﻰ ﻳﻮ‬
‫‪‬ﺎﻧﮕ‪‬ۍ ﺑﺮﺩﺍﺷﺖ ﻟﻪ ﺍﺩﺍﺭﻯ ﻧﻪ ﭘﻴﺪﺍ ﻛﻮﻯ ‪،۰‬ﭘﻪ ﺩﻯ ﻣﻌﻨﺎ ﭼﯥ ﻫﻐﻪ ﭘﻪ ﻋﺎﻣﻪ ﺗﻮﮔﻪ ﺩ‬
‫ﻛﺎﺭﻯ ﭼﺎﭘﻴﺮ ﻳﺎﻝ ‪ ،‬ﻣﺴﻠﻜﻰ ﺍﻭﺳﻴﺪﻧﻰ ‪ ،‬ﺩ ﻛﺎﺭ ﻛﻮﻧﻜﻮ ﺩ ﻣﻨ‪ ‬ﺍ‪‬ﻳﻜﻰ ﺩ ﻣﺸﺮۍ ﻟﻪ‬
‫ﻟﻴﺎﺭﻯ ‪‬ﻪ ‪‬ﻭﻝ ﻓﻜﺮ ﻛﻮﻯ ﺍﻭ ﺑﺮ ﺩﺍﺷﺖ ‪‬ﻨﻰ ﺍﺧﻠﻰ ‪۰‬‬
‫ﺑﺎﻳﺪ ‪‬ﻮﻟﻰ ﺍ‪‬ﺗﻴﺎﻭﻯ ﺩ ‪‬ﻪ ﭘﻴﻞ ﻟﻴﺎﺭﻯ ﻭﺭﺗﻪ ﭼﻤﺘﻮ ﺍﻭ ﺁﻣﺎﺩﻩ ﺷﻰ ﺩﺩﻏﻮ ﺩﻭﺍﻣﺪﺍﺭﻩ ﺍﻭ‬
‫ﮔ‪‬ﻮﺭﻭ ﺍﺟﺮﺍﺍﺗﻮ ﺩ ﺑﺎﻭﺭﻯ ﻛﻴﺪﻟﻮ ﭘﻪ ﺧﺎﻃﺮ ﻳﻮﻩ ﺩﻭﺭﻩ ﺩ ﺁﺯﻣﻮ ﻳ‪‬ﺖ ﭘﻪ ﻟﻤ‪‬ﻧﻰ ﺳﺮ ﻛﯥ‬
‫‪‬ﻳﺮﻩ ﻣﻬﻤﻪ ﺩﻩ ﭘﻪ ﺩﻯ ﺗﻮﮔﻪ ﺩ ﺁﺯﻣﻮ ﻳ‪‬ﺖ ﺩﻭﺭﻩ ﻳﻮﻩ ‪‬ﻳﺮﻩ ﺑﺎ ﺍﺭﺯ‪‬ﺘﻪ ﺍﻭ ﻣﻬﻤﻪ ﺧﻮﺍ ﺍﻭ‬
‫ﺟﻨﺒﻪ ﺩﺍﻧﺴﺎﻧﻰ ﺳﺮ ﭼﻴﻨﻮ ﺩ ﻣﺪﻳﺮﻳﺖ ﺑﻠﻞ ﻛﻴ‪‬ﻯ ‪۰‬‬
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‫ﻳﻮﻩ ﺩﻭﺭﻩ ﺩ ﺁﺯﻣﻮ ﻳ‪‬ﺖ ﺑﺎﻳﺪ ﺩﺩﻏﻮ ‪‬ﻜﻮ ﭘﺮ ﻣﺦ ﺗﻤﺮ ﻛﺰ‬

‫ﻭﻟﺮﻯ‪:‬‬
‫ﻧﻮﻯ ﻛﺎﺭ ﻛﻮﻧﻜﻰ ﻟﻪ ﻧﻮﻱ ﺩﻧﺪﻱ ﺳﺮﻩ ﺁﺷﻨﺎ ﻛ‪‬ﻯ ﺩ ﻛﺎﺭﻱ ﭼﺎﭘﻴرﻳﺎﻝ ﭘﻪ ﺷﻤﻮﻝ‬
‫ﻭﻧ‪‬ﻱ ﺍﻭ ﻣﺴﻮﻟﻴﺘﻮﻧﻪ ‪.‬ﭼﯥ ﻫﻐﻪ ﭘﻮﺭﻯ ﺍ‪‬ﻩ ﻟﺮﻯ ﻭﺭ ﻭﭘﻴﮋﻧۍ ‪۰‬‬
‫ﺩ ﻛﺎﺭ ﺩﻣﺤﻞ ‪‬ﺎﻧﮕﻰ ﺍﻭ ‪‬ﻮﻟﻰ ﺍﺩﺍﺭﻯ ﻧﻮﻳﻮ ﻫﻤﻜﺎﺭﺍﻧﻮ ﺗﻪ ﻭﺭ ﻭﭘﻴﮋﻧۍ ‪۰‬‬
‫ﺩﻏﻪ ﺍﺣﺴﺎﺱ ﭘﻪ ﻛﺎﺭ ﻛﻮﻧﻜﯥ ﻛﯥ ﭘﻴﺪﺍ ﻛ‪‬ۍ ﭼﯥ ﺧﭙﻞ ‪‬ﺎﻥ ﮊﺯ ﺗﺮ ﮊﺭﻩ ﺩ ﻧﻮﻯ‬
‫‪‬ﺎﻧﮕﻰ ﻏ‪‬ۍ ﻭﺷﻤﻴﺮﻱ ‪ ۰‬ﺍﻭ ﻳﻮﻩ ﻓﻀﺎ ﺩ ‪‬ﻪ ﺭﺍﻏﻼ ﺳﺖ ﺍﻭ ﺍﺳﺘﻘﺒﺎﻟﻴﻪ ﻭﺭﺗﻪ ﺟﻮ‪‬ﻩ‬
‫ﻛ‪‬ﻯ ﺍﻭ ﻫﻐﻪ ﺩﺩﻧﺪﻯ ﭘﻪ ﺍ‪‬ﻭﻧﺪ ﻭﻫ‪‬ﻮۍ ﺗﺸﻮﻳﻖ ﻳﯥ ﻛ‪‬ﻯ ‪۰‬‬
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‫ﻳﻮﻩ ﺩﻭﺭﻩ ﺩ ﺁﺯﻣﻮ ﻳ‪‬ﺖ ﺑﺎﻳﺪ ﺩﺩﻏﻮ ‪‬ﻜﻮ ﭘﺮ ﻣﺦ ﺗﻤﺮ ﻛﺰ‬

‫ﻭﻟﺮﻯ‪.....:‬‬
‫ﺩ ﻭﺍﻙ ﺍﻭ ﻣﺎﻟﻜﻴﺖ ﺍﺣﺴﺎﺱ ﭘﻪ ﻛﺎﺭ ﻛﻮﻧﻜﻰ ﻛﯥ ﭘﻴﺪﺍ ﻛ‪‬ﻯ ﺍﻭ ﭘﻪ ﭘﺎﻳﻠﻪ ﻛﯥ‬

‫ﺩﺍﺩﺍﺭﻯ ﭘﻪ ﻧﺴﺒﺖ ﺩ ﻭﻓﺎﺩﺍﺭﻯ ﺭﻭﺣﻴﻪ ﭘﻪ ﻫﻐﻪ ﻛﯥ ﺭﺍﮊﻭﻧﺪﻯ ﻛ‪‬ﻯ ‪۰‬‬
‫ﺩ ﻳﻮﻯ ﻣﻮﺧﻰ ﻟﺮﻭﻧﻜﻰ ‪ ،‬ﻣﺴﻮﻟﻴﺖ ‪ ،‬ﺍﻭﺩ ﺑﺎﻭﺭ ﺍﺣﺴﺎﺱ ﺩ ﻧﻮﻳﻮ ﻛﺎﺭ ﻛﻮﻧﻜﻮ ﭘﻪ‬
‫ﻣﻨ‪ ‬ﻛﯥ ﻏ‪‬ﺘﻠﻰ ﻛ‪‬ﻯ ‪۰‬‬
‫ﭘﻪ ﺭﺍﺗﻠﻮﻧﻜﯥ ﻛﺎﺭﻯ ﭘ‪‬ﺍﻭﻧﻮﻛﯥ ﺩ ﺷﺨ‪‬ﻯ ﺍﻭﻧﺎﻭ‪‬ﻩ ﭘﻮﻫﻴﺪ ﻭ ﺍﻣﻜﺎﻧﺎﺕ ﻛﻢ ﻛ‪‬ﻯ ‪۰‬‬
‫ﻛﻪ ﺗﺎﺳﻮ ﭘﻪ ﺧﭙﻠﻪ ﺍﺩﺍﺭﻩ ﻛﯥ ﺩ ﻧﻮﻳﻮ ﻛﺎﺭ ﻛﻮﻧﻜﻮ ﺩ ﺁﺯﻣﻮﻳ‪‬ﺘﻰ ﺩﻭﺭﻯ ﻣﺴﻮﻝ‬
‫ﻳﺎﺳﺖ ﻻﻧﺪﻧﻰ ﻟﺴﺖ ﺑﻪ ﺩ ﻳﻮ ﻩ ﻻﺭ ‪‬ﻮﺩ ﭘﻪ ﺗﻮﮔﻪ ﺗﺎﺳﻮ ﺳﺮﻩ ﻣﺮ ﺳﺘﻪ ﻭﻛ‪‬ﻯ ﭼﯥ ﺩﺍ‬
‫‪‬ﻭﻝ ﻣﻬﻢ ﺍ‪‬ﺧﻮﻧﻪ ﭘﻪ ﻳﻮﻯ ﺁﺯﻣﻮ ﻳ‪‬ﺘﻰ ﺩﻭﺭﻩ ﻛﯥ ﭘﻪ ﭘﺎﻡ ﻛﯥ ﻭﻧﻴﺴﻰ ‪۰‬‬
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‫ﺩﺩ ﻧﺪﻱ ﻟﭙﺎﺭﻩ ﻣﺮ ﻛﻪ ‪١‬‬
‫ﭘﻪ ﺩﻗﻴﻘﻪ ﺗﻮ ﮔﻪ ﭼﻤﺘﻮ ﻭﺍﻭﺳﻰ } ﺩ ﻭﮔ‪‬ﻭ ﻏﻮ ‪‬ﺘﻨﻠﻴﻚ ﺳﻮﺍﺑﻖ ﺍﻭ ﻟﻨ‪‬ﻱ ﺳﻮﺍﻧﺢ‬

‫ﻭ‪‬ﻴ‪‬ﻟۍ‪ ،‬ﭘﻪ ‪‬ﻴﺮ ﺳﺮﻩ ﭘﻮﻩ ﺷۍ ﭼﯥ ﺩ ‪‬ﻪ ‪‬ﻭﻝ )ﻛﺎﺭﻛﻮﻧﻜﯥ({ ﭘﻪ ﻟ‪‬ﻪ ﻛﯥ ﻳﺎﺳﺖ ‪.‬‬
‫ﺩﺍﻋﻼﻥ ﺷﻮﻱ ﭘﺴﺖ ﻟﭙﺎﺭﻩ ﺑﺎﻳﺪ ﺩﺩﻧﺪﻭ ﻻﻳﺤﻪ ﻭﻟﺮۍ ‪(۰‬‬
‫‪‬ﺎﻛﻞ ﺷﻮﻱ ﭘﻮ‪‬ﺘﻨﻲ ﻭﭘﻮ‪‬ﺘۍ ﺗﺮ ‪‬ﻮﺩﻏﻮ ‪‬ﺘﻮﻧﻜﯥ ﻣﻬﺎﺭﺗﻮﻧﻪ‪ ،‬ﺎﻧﮕ‪‬ﺗﻴﺎﻭﻯ ﺍ ﻭ‬
‫ﺧﻮﺯ‪‬ﺖ ﻭﺍﺭﺯﻭﻝ ﺷﻰ ‪۰‬‬
‫‪ “ z‬ﭘﻴﻨ‪‬ﻪ ﻛﺎﻟﻪ ﻭﺭ ﻭﺳﺘﻪ ﭘﻪ ﻛﻮﻡ ﺣﺎﻟﺖ ﻛﯥ ﻏﻮﺍ‪‬ﻯ ﻭﺍﻭﺳﻰ ؟ “‬
‫‪ “ z‬ﻮﻣﺮﻩ ﺗﻨﺨﻮﺍ )ﻣﻌﺎﺵ ( ﻏﻮﺍ‪‬ﻯ ؟ “‬
‫‪ “ z‬ﺧﭙﻞ ﭘﻪ ﻫﻜﻠﻪ ﺧﺒﺮﻱ ﻭﻛ‪‬ۍ“‬
‫‪ ”“ z‬ﺗﺮ ‪‬ﻮﻟﻮ ﻟﻮﻳﻪ ﻛﻤﺰﻭﺭﻯ ﺳﺘﺎ ﺳﻮ ‪‬ﻪ ﺩﻩ ؟ “‬
‫‪“ z‬‬
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‫ﺩﺩ ﻧﺪﻱ ﻟﭙﺎﺭﻩ ﻣﺮ ﻛﻪ‪۲‬‬
‫ﺩﻛﺎﺭﻱ ﻓﺸﺎﺭ ﭘﻪ ﻭ‪‬ﺍﻧﺪﯤ ‪‬ﻪ ‪‬ﻭﻝ ﭼﻠﻨﺪ ﻛﻮﻯ ؟ “‬

‫“ ﻟﻪ ﺳﺘﻮﻧﺰﻭ ﺧﻮ ‪‬ﻮﻧﻜﻮ ﺧﻠﻜﻮ ﺳﺮﻩ ‪‬ﺨﻪ ‪‬ﻭﻝ ﭼﻠﻨﺪ ﻛﻮۍ ؟ “‬
‫ﭘﺮﺍﻧﻴﺴﺘﻲ ﭘﻮ ‪‬ﺘﻨﻲ ﻣﻄﺮ ﺣﻪ ﻛ‪‬ۍ ﺍﻭ ﻟﻪ ﻣﻮﺿﻮﻉ ﻧﻪ ﭘﺮ ‪‬ﻨ‪‬ﻩ ﺗﻠﻠﻮ ‪‬ﺨﻪ ‪‬ﻩ ﻭﻛ‪‬ﻯ‬
‫‪۰‬‬
‫ﺟﺰﻳﺎﺗﻮ ﺗﻪ ﭘﺎﻡ ﻭﻛ‪‬ۍ ﺩ ﺑﻴﻠﮕﯥ ﭘﻪ ﺗﻮﮔﻪ ‪ :‬ﻴﺮﻩ ‪ ،‬ﻏ‪ ، ‬ﺣﺮﻛﺎﺕ ‪ ،‬ﺍﻭ ﺳﻜﻨﺎﺕ ﺍﻭ ﺩ‬
‫ﻛﺎﻧﺪﻳﺪ ﺷﻮﻱ ﻏ‪‬ﻯ ﻋﻼ ﻗﻪ ﻣﻨﺪﻯ ‪.‬‬
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‫ﺩﻳﻮﻩ ﻏﻮ‪‬ﺘﻮﻧﻜﯥ ﻧﺎﺳﻤﻪ ﭼﻠﻨﺪ‬
‫ﺩﭘﻮ‪‬ﺘﻨﻮ ﻧﻪ ﻣﻄﺮﺣﻪ ﻛﻮﻝ‬ ‫‪z‬‬
‫ﺩ ﺧﭙﻞ ﻣﺨﻜﻨﻲ ﻻﺭ‪‬ﻮﺩ )ﻣﺸﺮ ( ﻏﻨﺪﻝ‬ ‫‪z‬‬
‫ﺩ ﻧﻴﻮﻛﻮ ﻧﻪ ﻣﻨﻞ‬ ‫‪z‬‬
‫ﻛﻤﺰﻭﺭﯤ ‪‬ﻴﺮﻩ ﺀ ﺍ ﻭ ﺑﯽ ﺧﻮﺯ‪‬ﺘﻪ‬ ‫‪z‬‬
‫ﺷﻜﻤﻦ ﻟﻪ ﺣﺪﻩ ﻭﺗﻠۍ ﭘﻠ‪‬ﻨﻪ ﺍﻭ ﺳﺘﻮﻣﺎﻧﻪ‬ ‫‪z‬‬
‫ﻟﻪ ﺣﺪﻩ ﺯﻳﺎﺗﻪ ﺗﻮﺍﺿﻊ ﺍﻭ ﺑﺮﺩﻩ ﺑﺎﺭﻱ ‪،‬‬ ‫‪z‬‬

‫‪‬ﻳﺮﺑﺎ ﺟﺮﺋﺘﻪ ” ﺟﺎﻣﻊ ﺍﻟﮑﻤﺎﻻﺕ ”‬
‫ﻣﺮ ﻛﯥ ﺗﻪ ﻧﺎﻭﺧﺘﻪ ﺭﺳﻴﺪﻧﻪ‬ ‫‪z‬‬
‫ﻟﻪ ﻣﺮﻛﯥ ﻛﻮﻧﻜﻲ ﺳﺮﻩ ﺩ ﺳﺘﺮﻭﻛﻮ ﭘﻪ‬ ‫‪z‬‬

‫ﺳﺘﺮﻭﻛﻮ ﺩﺍ‪‬ﻳﻜﻮ ﻧﻪ ﺗﺎﻣﻴﻨﻮﻝ ﻛﻴﺪﻭ‬
‫ﺩﺧﺒﺮﻭ ﻧﻪ ﻭﺍﺿﻊ ﻛﻮﻝ‬ ‫‪z‬‬
‫ﭘﻪ ﻣﻌﺎﺵ ﺑﺎﻧﺪﻯ ﻟﻪ ﺣﺪﻩ ﻭﺗﻠﻰ ‪‬ﻴﻨﮕﺎﺭ‬ ‫‪z‬‬

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‫ﺩﻧﻮﻱ ﻛﺎﺭ ﻛﻮﻧﻜﯥ ﺩ ﭘﻴﮋﻧﺪﻧﻲ ﻛ‪‬ﻧﻼﺭﻩ ﺀ‬
‫ﺩﻳﻮﻩ ﻧﻮﻱ ﻛﺎﺭﻛﻮﻧﻜﯥ ﭘﻴﮋﻧﺪﻧﻪ ﺩ ﺩﻏﻮ ‪‬ﻜﻮ ﺩﺭﻟﻮﺩﻧﻜﯥ ﺩﻯ ‪:‬‬

‫‪ z‬ﺍﺭﺍ‪‬ﺧﻴﺰﻩ ﭘﻴﮋﻧﺪﻧﻪ‬
‫‪ z‬ﻫﻐﻪ ﺗﻪ ﺩ ﻣﺴﻮﻟﻴﻨﻮ ﻭﺭ ﭘﻴﮋﻧﺪﻧﻪ ‪ /‬ﻫﻤﮑﺎﺭﺍﻥ ‪ /‬ﻴ‪ ‬ﭘﻮ‪‬ﻯ ﻛﺎﺭ ﻛﻮﻧﻜﯥ ﺍ ﻭﺩﺍﺳﻲ‬
‫ﻧﻮﺭ‪۰‬‬
‫‪ z‬ﺩﻛﺎﺭ ﭼﺎﭘﻴرﻳﺎﻝ ﻛﯥ ﺩﻫﻐﻪ ﻭﺭﭘﻴﮋﻧﺪﻧﻪ ‪۰‬‬
‫‪ z‬ﺩﻛﺎﺭ ‪‬ﺎﻯ ﻣﻌﻠﻮﻣﻮﻝ‬
‫‪ z‬ﺩ ﺗﺨﻨﻴﻜﻰ ﺗﻮﻛﻮ ﺗﻴﺎﺭﻭﻝ ‪۰‬‬
‫‪ z‬ﻧﻮﻯ ﻛﺎﺭ ﻛﻮﻧﻜﻲ ﺗﻪ ﺩﻣﺴﺘﻘﻴﻢ ﺁﻣﺮ ﻭﺭﭘﻴﮋﻧﺪﻧﻪ‬
‫‪ z‬ﭘﻪ ﺩﻭﺳﻴﻮ ﻛﯥ ﺩ ﺿﺮﻭﺭﻯ ﻣﻮﺍﺭﺩﻭ ﻭﺭ ﭘﻴﮋﻧﺪﻧﻪ‬
‫‪ z‬ﺩﻟﻮﻣ‪‬ﻱ ﻭﺭ‪‬ﻲ ‪،‬ﺩﺍ ﻭﻧۍ ‪ ،‬ﺍﻭ ﻣﻴﺎﺷﺘﻰ ﻛﺎﺭﻱ ﭘﻼﻥ ﺳﭙﺎﺭ‪‬ﺘﻨﻪ‬
‫ﺩﺯﻳﺎﺗﻮ ﺗﻮ ﺿﻴﺤﺎﺗﻮ ﭘﻪ ﺧﺎﻃﺮ ﺩ ﭘﻴﮋﻧﺪﻧﻲ ﻻﺭ‪‬ﻮﺩﻧﻮ ﺗﻪ ﻣﺮﺍﺟﻌﻪ ﻭﺷﻰ ‪.‬‬
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‫ﺩﯤ ﻛﺎﺭ ﻛﻮﻧﻜﯥ ﻛﺎﺭﻯ ﻛ‪‬ﻧﻲ )ﺍﺟﺮﺍﺍﺕ (‬
‫ﺍﺭﺍﺩﻱ ‪‬ﻮﺍﻙ ‪ +‬ﺗﻮﺍﻧﻤﻨﺪۍ= ﻛ‪‬ﻧﻲ) ﺍﺟﺮﺍﺍﺕ (‬

‫ﺗﻮﺍﻧﻤﻨﺪﯼ‪ :‬ﻓﺰﻳﻜﯥ ‪‬ﻮﺍﻙ ﺍﻭ ﻓﻄﺮﻯ ﺗﻮﺍﻧﻤﻨﺪﻯ ﺩ ﺳﺘﺎﺳﻮ ﺩ‪‬ﻮﻟﻮ ﺣﻮﺍﺳﻮ ﺩ ﭘﻜﺎﺭﻭﻟﻮ ﭘﻪ‬
‫ﺧﺎﻃﺮ ﺩ ﻫﺮ ‪‬ﻭﻝ ﻓﻴﺰﻳﻜﯥ ﻓﻌﺎﻟﻴﺖ ﺩ ﺳﺮﺗﻪ ﺭﺳﻮﻧﻲ ﻟﭙﺎﺭﻩ ‪۰‬‬
‫ﺍﺭﺍﺩﯼ ‪‬ﻮﺍﻙ = ﭘﻪ ﻭﮔ‪‬ﻱ ﺑﺎﻧﺪﻱ ﺩ ‪‬ﺎﻥ ﻟﻪ ﺧﻮﺍ ﺭﺍﻏﻞ ﺷﻮﻱ ﻓﺸﺎ ﺭ ﻏﻮ ‪‬ﺘﻞ ﺷﻮﻳﻮ‬
‫ﻣﻮﺧﻮﺗﻪ ﺩ ﺭﺳﻴﺪﻭ ﺍﻭ ﭼﺎﺭﻭ ﺩ ‪‬ﻲ ﺳﺮ ﺗﻪ ﺭﺳﻮﻧﯥ ﻟﭙﺎﺭﻩ ‪۰‬‬
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‫ﻣﺎﻟﻰ ﻣﺪﻳﺮﻳﺖ‬
‫ﻧﻬﻢ ﻓﺼﻞ‬
268
‫ﺩﻣﺎﻟﻰ ﭼﺎﺭﻭ ﻭﻳﺸﻞ ﭘﻪ ‪٠٠٠٠‬‬
‫ﺣﺴﺎﺑﺪﺍﺭۍ) ﺣﺴﺎﺏ ﻟﺮﻝ (‬

‫ﺑﻬﺮﻧﻰ ﺣﺴﺎﺑﺪﺍﺭۍ ‪ /‬ﻟﻴﻜﻞ ﺍﻭ ﺭﺍﭘﻮﺭ ﻭﺭﻛﻮﻝ‬
‫ﻛﻮﺭﻧﻰ )ﺩﺍﺧﻠﯽ ) ﺣﺴﺎﺑﺪﺍﺭﯼ ‪ /‬ﺩﻟﮕ‪‬ﺘﻮﻧﻮ ﺍﻭﻫﺰﻳﻨﻰ‬
‫ﺣﺴﺎﺑﺪﺍﺭﻯ‬
‫ﮐﻨ‪‬ﺮﻭﻟﻮﻝ‬
‫ﺩﺍﺧﻠﯽ ﮐﻨ‪‬ﺮﻭﻝ‬
‫ﺑﻬﺮﻧﻰ ﮐﻨﺘﺮﻭﻝ‬
‫ﺑﻮﺩﺟﻪ ﺟﻮ‪‬ﻭﻝ‬
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‫ﺣﺴﺎﺑﺪﺍﺭﻯ ﭘﻪ ﻣﺠﻤﻮﻋﻰ ﺗﻮﮔﻪ ﭘﻪ ‪‬ﻠﻮﺭ ﺑﺮﺧﻮ ﻭﻳﺸﻞ ﻛﻴ‪‬ﻯ‬
‫‪ -۱‬ﺍﺣﺼﺎﯾﯿﻪ‬
‫‪ -۲‬ﭘﻼﻥ ﺍﻳ‪‬ﻮﺩﻧﻪ‬
‫‪ -۳‬ﻣﺤﺎﺳﺒﻪ‬
‫‪ -۴‬ﺩ ﻟﮕ‪‬ﺘﻮﻧﻮ ﻣﺤﺎﺳﺒﻪ ) ﮐﻠﮑﻮﻟﯿﺸﻦ(‬
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‫ﺩﻣﺤﺎﺳﺒﻰ ﺍﻭ ﻣﺎﻟﻰ ﺑﺮﺧﻰ ‪‬ﻨﻰ ﺍﺻﻄﻼﺣﺎﺕ ‪۱‬‬
‫ﻣﻌﺎﻣﻠﻪ ﯾﺎ ‪ : Transaction‬ﺩﭘﻴﺴﻮ ﻳﺎ ﻧﻮﺭﻭ ﺗﻮﻛﻮ ﻭﺭﻛ‪‬ﻩ ﺍﻭ ﺭﺍﻛ‪‬ﻩ ﺩ ‪ ‬ﻳﺮﻭ ﻳﺎ ﺩﻭﻩ ﻏ‪‬ﻭ‬

‫ﺗﺮ ﻣﻨ‪ ‬ﻣﻌﺎﻣﻠﯽ ﺗﻪ ﻭﻳﻞ ﻛﻴ‪‬ﻯ‬
‫ﭘﺎﻧﮕﻪ )ﺳﺮﻣﺎﯾﻪ ( ﯾﺎ ‪ :Capital‬ﻫﻐﻪ ﭘﻴﺴﻰ ﭼﯥ ﻳﻮ ﺳﻮﺩﺍﮔﺮﻳﺰ ﻳﺎ ﺗﺠﺎﺭﺗﻰ ‪ ،‬ﺧﺪﻣﺎﺗﻰ‬
‫ﺍﻭﻧﻮﺭﻯ ﺍﺩﺍﺭﻯ ﭘﺮﻯ ﺩ ﺗﺠﺎﺭﺕ ) ﻛﺎﺭ ﺑﺎﺭ (ﭘﻴﻞ ﻛ‪‬ﻯ ﺩ ﭘﺎﻧﮕﯥ ﭘﻪ ﻧﺎﻣﻪ ﻳﺎﺩﻳ‪‬ﻯ ‪۰‬‬
‫ﺷﺘﻤﻨﻰ ﻳﺎ ‪ :Assets‬ﺷﺘﻤﻨﻰ ﻟﻪ ﻫﻐﻪ ﺑﺎﺍﺭﺯ‪‬ﺘﻪ ﺷﻴﺎﻧﻮ ﺍﻭ ﻣﺎ ﻟﻮﻧﻮ ‪‬ﺨﻪ ﻋﺒﺎﺭﺕ ﺩﻩ ﭼﯥ‬
‫ﭘﻪ ﺩﻭﻩ ﺑﺮﺧﻮ ﻭﻳﺸﻞ ﻛﻴ‪‬ﻯ ‪۰‬‬
‫‪‬ﺎﻯ ﭘﺮ‪‬ﺎﻯ ) ﺛﺎﺑﺘﻪ ( ﺷﺘﻤﻨﻰ‬
‫ﮔﺮ‪‬ﻨﺪﻩ ﺷﺘﻤﻨﻰ‬
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‫ﺩﻣﺤﺎﺳﺒﻰ ﺍﻭ ﻣﺎﻟﻰ ﺑﺮﺧﻰ ‪‬ﻨﻰ ﺍﺻﻄﻼﺣﺎﺕ‪۲‬‬
‫‪‬ﺎﻱ ﭘﺮ‪‬ﺎﻱ ﺷﺘﻤﻨﻰ ﯾﺎ ‪ :Fixed Assets‬ﻫﻐﻮ ﺷﺘﻤﻨﻰ ﺗﻪ ﻭﻳﻞ ﻛﻴ‪‬ﻯ ﭼﯥ ﺩ‬

‫ﺑﻴﻼﻧﺲ ﺩﺷﺘﻤﻨﻰ ﭘﻪ ﺧﻮﺍ ﻛﯥ ‪‬ﺎﻯ ﭘﺮ‪‬ﺎﻯ ﺩﻯ ﺍﻭ ﭘﺮﺍﻭ‪‬ﺩ ﻣﻬﺎﻟﻪ ﺷﺘﻤﻨﻰ ﻛﯥ ﺷﺎﻣﻠﻲ‬
‫ﺩﻱ ﭘﻪ ﻭﺭ‪‬ﻴﻨﻴﻮ ﭼﺎﺭﻭ ﻛﯥ ﻛﺎﺭﻭﻝ ﻛﻴ‪‬ﻯ ﺍﻭ ‪‬ﻳﺮ ﻛﻠﻮﻧﻪ ﻟﻪ ﻫﻐﻰ ﻧﻪ ﻛﺎﺭ ﺍﺧﺴﺘﻞ ﻛﻴ‪‬ﻯ ﺍﻭ‬
‫ﭘﻪ ‪‬ﻳﺮ ﮊﺭ ﻭﺧﺖ ﻛﯥ ﭘﺮﭘﻴﺴﻮ ﺩ ﺑﺪﻟﻮﻟﻮ ﻳﺎ ) ﺭﺍﻛ‪‬ﻯ ﻭﺭﻛ‪‬ﻯ ( ﻭ‪ ‬ﻧﻪ ﻭﻯ ‪ ۰‬ﻟﻜﻪ ‪ :‬ﻤﻜﻪ ‪،‬‬
‫ﻣﺎڼﻰ ﺩﻣﺎﺷﻴﻨﻮﻧﻮ ﻭﺩﺍﻧﻰ ﻟﻴ‪‬ﺩﻭﻧﻜﯥ ﻭﺳﺎﻳﻞ ‪۰‬‬
‫ﮔﺮ‪‬ﻨﺪﻩ ﺷﺘﻤﻨﻰ ﯾﺎ ‪ :Current Assets‬ﻫﻐﻮ ﺷﺘﻤﻨﻰ ﺗﻪ ﻭﻳﻞ ﻛﻴ‪‬ﻯ ﭼﯥ ﺑﻴﻼﻧﺲ ﺩ‬
‫ﺷﺘﻤﻨﻰ ﭘﻪ ﺧﻮﺍ ﻛﯥ ‪‬ﺎﻯ ﭘﺮ‪‬ﺎﻯ ﺩﻯ ﺍﻭ ﭘﺮ ﻟﻨ‪ ‬ﻣﻬﺎﻟﻪ ﺷﺘﻤﻨﻰ ﻛﯥ ﻭﺭﮔ‪ ‬ﻭﻯ ﺍﻭ ﭘﻪ ‪‬ﻳﺮ‬
‫ﮊﺭ ﻭﺧﺖ ﻛﯥ ﺩ ﻻﺳﺘﻪ ﺭﺍﻭ‪‬ﻟﻮ ﻭ‪ ‬ﺣﺴﺎﺑﻮﻧﻮ ﺩﻯ ‪۰‬‬
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‫ﺩﻣﺤﺎﺳﺒﻰ ﺍﻭ ﻣﺎﻟﻰ ﺑﺮﺧﻰ ‪‬ﻨﻰ ﺍﺻﻄﻼﺣﺎﺕ‪۳‬‬
‫ﭘﻮﺭﻭﻧﻪ )ﻗﺮﻭﺽ( ﯾﺎ ‪:Loans‬ﭘﻮﺭﻭﻧﻪ ﻳﻮ ‪‬ﻮ ﻭﮔ‪‬ﻭ ﺗﻪ ﺩﻭﺍﻙ ﻟﻪ ﺳﭙﺎﺭﻟﻮ ‪‬ﺨﻪ ﻋﺒﺎﺭﺕ ﺩﻯ‬
‫‪۰‬ﭼﯥ ﭘﻪ ﺭﺍﺗﻠﻮﻧﻜﯥ ﻛﯥ ﺩ ﻫﻐﻪ ﭘﻪ ﺑﺪﻝ ﻟﻪ ﻳﻮ ﺍﻧﺪﺍﺯﻯ ﮔ‪‬ﻰ ﺳﺮﻩ ﻭﻯ ﭘﺮﺗﻪ ﻟﻪ ﺩﻯ ﻫﻐﻪ‬
‫ﺍﻟﺤﺴﻨﻪ ﭘﻮﺭ ﻭﻳﻞ ﻛﻴ‪‬ﻯ ﺍﻭ ﭘﻪ ﺩﻭ ﺑﺮﺧﻮ ﻭﻳﺸﻞ ﻛﻴ‪‬ﻯ ‪۰‬‬
‫‪ z‬ﺭﻭﺍﻥ ﻳﺎ ﻟﻨ‪ ‬ﻣﻬﺎﻟﻪ ﭘﻮﺭﻭﻧﻪ ‪ :Short Term Loans‬ﻟﻪ ﻫﻐﻮ ﭘﻮﺭﻭﻧﻮ ‪‬ﺨﻪ ﻋﺒﺎﺭﺕ‬
‫ﺩﻯ ﭼﯥ ﭘﻪ ﻳﻮﻩ ﻣﻮﺩﻩ ﻳﺎ ﻣﺎﻟﻲ ﺩﻭﺭﻩ ﻛﯥ ) ﻳﻮ ﻛﺎﻝ ( ﺑﺎﻳﺪ ﻭﺭﻛ‪‬ﻝ ﺷﻰ ‪ ۰‬ﻟﻜﻪ ‪ :‬ﺩﻭﺭﻛﻮﻟﻮ‬
‫ﻭ‪ ‬ﻣﺰﺩ ﺍﻭﺩﺍﺳﻰ ﻧﻮﺭ ‪۰‬‬
‫‪ z‬ﺍﻭ‪‬ﺩ ﻣﻬﺎﻟﻪ ﭘﻮﺭﻭﻧﻪ ‪ :Long Term Loans‬ﺩ ‪‬ﻮ ﻛﺎﻟﻮﻧﻮ ﺍﻭﻳﺎ ‪‬ﻮ ﻣﺎﻟﻲ ﺩﻭﺭﻭ‬
‫ﻟﭙﺎﺭﻩ ﺩﻭﺍﻙ ﻟﻪ ﺳﭙﺎﺭﻟﻮ‪‬ﺨﻪ ﻋﭙﺎﺭﺕ ﺩﻩ ﭼﯥ ﻭﺭﺳﺘﻪ ﻟﻪ ﻫﻐﻪ ﺑﺎﻳﺪ ﻭﺭﻛ‪‬ﻝ ﺷﻰ ﻟﻜﻪ ‪:‬‬
‫ﺑﺎﻧﻜﯥ ﭘﻮﺭﻭﻧﻪ ﺍﻭ ﺩﺍﺳﻰ ﻧﻮﺭ ‪۰‬‬
‫ﺯﻳﺎﺗﻮﺍﻟۍ )ﺗﺰﯾﯿﺪ ( ﯾﺎ ‪ :Debit‬ﭘﻪ ﻣﺤﺎﺳﺒﻪ ﻛﯥ ﺩ ﺑﻴﺖ ﺩ ‪‬ﻳﺮﻭﺍﻟﻲ ﺯﻳﺎ ﺗﻴﺪﻭ ﭘﻪ ﻣﻌﻨﻰ‬
‫ﺩﻩ ﻛﻪ ﻣﻮ‪ ‬ﻛﻠﻪ ﻟﻪ ﺩ ﺑﻴﺖ ‪‬ﺨﻪ ﺧﭙﺮﻯ ﻛﻮﻭ ﭘﻪ ﺣﻘﻴﻘﺖ ﻛﯥ ﺯﻳﺎﺗﻮﺍﻟۍ ﻳﺎ ﺩﻭﻭ ﺍﻭ‬
‫ﺯﻳﺎﺗﻮﺍﻟﻰ ﺩ ﺷﺘﻤﻨﻴﻮ ﭘﻪ ﺣﺴﺎﺑﻮﻧﻮ ﻛﯥ ﻭﻯ ﺍﻭ ﭘﻮﺭﻭﻧﻮ ) ﺑﺪﻫﻰ ( ﭘﻪ ﺣﺴﺎﺑﻮﻧﻮ ﻛﯥ ﺳﺮ‬
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‫ﭼﭙﻪ ﻣﻌﻨﻰ ﻟﺮﻯ ‪۰‬‬
‫ﺩﻣﺤﺎﺳﺒﻰ ﺍﻭ ﻣﺎﻟﻰ ﺑﺮﺧﻰ ‪‬ﻨﻰ ﺍﺻﻄﻼﺣﺎﺕ‪۴‬‬

‫ﻛﻤﻮﺍﻟۍ )ﮐﺎﻫﺶ ( ﯾﺎ ‪ :Credit‬ﭘﻪ ﻣﺤﺎ ﺳﭙﻪ ﻛﯥ ﻛﺮ ﻳﺪﺕ ﺩ ﻛﻤ‪‬ﺖ ﻳﺎ‬
‫ﻛﻤﻮﺍﻟﻲ ﻣﻌﻨﻰ ﻟﺮﻯ ‪۰‬ﺩﺍ ﭘﻪ ﺩﻯ ﻣﻌﻨﻰ ﺩﻩ ﻛﻪ ﭼﻴﺮ ﺗﻪ ﻣﻮ‪ ‬ﻟﻪ ﻛﺮ ﻳﺪﻳﺖ ‪‬ﺨﻪ‬
‫ﺧﺒﺮﻯ ﻛﻮﻭ ﭘﻪ ﺣﻘﻴﻘﺖ ﻛﯥ ﻛﻤ‪‬ﺖ ﻳﺎ ﻛﻤﻮﺍﻟﻰ ﻳﺎ ﺩﻭﻭ ﺍﻭ ﺩ ﻛﻤ‪‬ﺖ ﭘﻪ ﻓﻌﺎﻟﻪ‬
‫ﺣﺴﺎﺑﻮﻧﻮ ﻛﯥ ) ﺩ ﺍﻛﺘﻴﻔﻰ ﺣﺴﺎﺑﻮﻧﻮ ﻛﯥ ( ﺻﺪﻕ ﻛﻮﻯ ﺍﻭ ﭘﻪ ﻏﻴﺮ ﻓﻌﺎﻟﻪ‬
‫ﺣﺴﺎﺑﻮﻧﻮ ﻛﯥ ﭘﺴﻴﻔﻰ ﺣﺴﺎﺑﻮﻧﻮ ﻛﯥ ﺳﺮ ﭼﭙﻪ ﻣﻌﻨﻰ ﻟﺮﻯ ‪۰‬‬
‫ﭘﻮﺭﻭ‪‬ﻯ )ﺩﯾﺒﺘﻮﺭ ( ‪ :Debtor‬ﭘﻪ ﺍﻛﺘﻴﻔﻰ ﻳﺎ ﻓﻌﺎﻟﻪ ﺍﻗﻼﻣﻮ ﻛﯥ ﺩ ﺯﻳﺎﺗﻴﺪﻭﻧﻜﻮ‬
‫ﭘﻪ ﻣﻌﻨﻰ ﺍﻭ ﭘﻪ ﻏﻴﺮ ﻓﻌﺎﻟﻪ ﻳﺎ ﭘﺴﻴﻔﻰ ﺍ ﻗﻼﻣﻮﻛﯥ ﺩ ﻛﻤﻮ ﻭﻧﻜﯥ ﻳﺎ ﻛﻢ ﺷﻮﻯ ﭘﻪ‬
‫ﻣﻌﻨﻰ ﺩﻩ ‪۰‬‬
‫ﭘﻮﺭ ﻭﺭﻛﻮﻧﻜﻰ )ﮐﺮﯾﺪﺗﻮﺭ ( ‪ :Creditor‬ﭘﻪ ﺍﻛﺘﻴﻔﻰ ﻳﺎ ﻓﻌﺎﻟﻪ ﺍﻗﻼﻣﻮﻛﻰ ﺩﻛﻢ‬
‫ﺷﻮﻯ ﭘﻪ ﻣﻌﻨﻰ ﺍﻭ ﭘﻪ ﻏﻴﺮ ﻓﻌﺎﻟﻪ ﻳﺎ ﭘﺴﻴﻔﻰ ﺍﻗﻼﻣﻮﻛﻰ ﺩﺯﻳﺎﺭﺕ ﺷﻮﻯ ﭘﻪ ﻣﻌﻨﻰ‬
‫ﺭﺍﻏﻠﻰ ﺩﻩ ‪.‬‬
‫ﺳﻮﺩﺍ‪‬ﺮﻯ ) ﺭﺍﻛ‪‬ﻩ ﻭﺭﻛ‪‬ﻩ ( ‪ :Business‬ﺩﻫﻐﻮ ﻓﻌﺎﻟﻴﺘﻮﻧﻮ ‪‬ﺮ‪‬ﻨﺪﻭﻧﻪ ﺩﻩ ﭼﻲ‬
‫ﺩ‪‬ﻰ ﺩﻻﺳﺘﻪ ﺭﺍﻭ‪‬ﻧﻰ ﭘﻪ ﻣﻮﺧﻪ ﻭﻯ ﻟﻜﻪ ﺳﻮﺩﺍ‪‬ﺮﻳﺰ ﺑﺎﻧﻜﻮﻧﻪ ‪ ،‬ﺗﻮﻟﻴﺪﻯ‬
‫ﺷﺮﻛﺘﻮﻧﻪ ﺍﻭ ﺩﺍﺳﻰ ﻧﻮﺭ ﻛﻪ ﭘﻜ‪‬ﻰ ﻛ‪‬ﻪ ﻣﻄﺮﺡ ﻧﻪ ﻭﻯ ﻫﻐﻪ ﺗﻪ ﺳﻮﺩﺍ‪‬ﺮﻯ‬
‫ﻧﺸﻮﻭﻳﻼﻯ ‪.‬‬
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‫ﺩﻣﺤﺎﺳﺒﻰ ﺍﻭ ﻣﺎﻟﻰ ﺑﺮﺧﻰ ‪‬ﻨﻰ ﺍﺻﻄﻼﺣﺎﺕ‪۵‬‬
‫ﺩﻓﺘﺮﻭﻧﻪ ‪ :Accounts‬ﺩﭘﺎﻧ‪‬ﻰ ﺷﺘﻤﻨﻴﻮ ﻟﻪ ﻳﻮ ﻣﺸﺮﺡ ﻳﺎ ﺷﺮﺡ ﺷﻮﻯ ﺍﻭ ﺛﺒﺖ‬

‫ﺷﻮﻯ ﻟﺴﺖ ‪‬ﺨﻪ ﻋﺒﺎﺭﺕ ﺩﻩ ﭼﻲ ﻟﻪ ﺍﺷﺨﺎﺻﻮ ﺍﻭ ﺷﻴﺎﻧﻮ ﺳﺮﻩ ﺗ‪‬ﺍﻭ ﻟﺮﻯ ﻟﻜﻪ‬
‫ﺩﺍﺣﻤﺪ ﺩﻓﺘﺮ ‪ ،‬ﺩﻧﻘﺪﻭ ﭘﻴﺴﻮ ﺩﻓﺘﺮ ﺩﺗﺠﻬﻴﺰﺍﺗﻮ ﺩﻓﺘﺮ ﺍﻭ ﺩﺍﺳﻰ ﻧﻮ ﺭ ‪.......‬‬
‫ﻣ‪‬ﺖ ﻳﺎ ﺗﺨﻔﻴﻒ ‪ :Discount‬ﻟﻪ ﻫﻐﻪ ﭘﻴﺴﻮ ‪‬ﺨﻪ ﻋﺒﺎﺭﺕ ﺩﻩ ﭼﻲ ﻳﻮ ﻣﻌﺎﻣﻠﻪ‬
‫ﻟﺮﻭﻧﻜﻰ ﺋﻰ ﺑﻞ ﻣﻌﺎﻣﻠﻪ ﻟﺮﻭﻧﻜﻰ ﺗﻪ ﻳﻌﻨﻰ ﻳﻮ ﭘﻠﻮﺭﻧﻜﻰ ﺋﻰ ﻳﻮﻩ ﺍﺧﺴﺘﻮﻧﻜﻰ ﺗﻪ‬
‫ﺩﻛﻤ‪‬ﺖ ﭘﻪ ﺗﻮ‪‬ﻪ ﺣﺴﺎﺑﻮﻯ ﺍﻭ ﭘﻪ ﺩﻭﻩ ‪‬ﻭﻟﻪ ﺩﻯ ‪.‬‬
‫ﺳﻮﺩﺍ‪‬ﺮﻳﺰ ﻛﻤ‪‬ﺖ ‪ :Trade discount‬ﻛﻠﻪ ﭼﻲ ﭘﻠﻮﺭﻧﻜﻰ ﭘﻪ ﺧﭙﻠﻮ‬
‫ﻣﺸﺘﺮﻳﺎﻧﻮ ﺑﺎﻧﺪﻯ ﻳﻮ ﺷﻰ ﭘﻠﻮﺭﻯ ﺩﻫﻐﻪ ﻟﭙﺎﺭﻩ ﻛﻤ‪‬ﺖ ﻣﻨﻰ ﭼﻲ ﺩ ﺳﻮﺩﺍ‪‬ﺮﻳﺰ‬
‫ﻛﻤ‪‬ﺖ ﭘﻪ ﻧﺎﻣﻪ ﻳﺎﺩﻳ‪‬ﻯ ‪.‬‬
‫ﻧﻘﺪﯼ ﻛﻤ‪‬ﺖ ﯾﺎ ‪ :Cash discount‬ﻛﻠﻪ ﭼﻲ ﭘﻮﺭ ﻭﺭﻛﻮﻧﻜﻰ ﭘﻪ ﭘﻮﺭ ﻭ‪‬ﻯ‬
‫ﺑﺎﻧﺪﻯ ﭘﻴﺴﻰ ﻭﻟﺮﻯ ﺍﻭ ﻭﺧﺖ ﺋﻰ ﻫﻢ ‪‬ﺎﻛﻞ ﻭﻯ ﺑﻴﺎﻛﻪ ﭘﻮﺭﻭ‪‬ﻯ ﻟﻪ ‪‬ﺎﻛﻠﻰ‬
‫ﻣﻮﺩﻯ ‪‬ﺨﻪ ﺩﻣﺨﻪ ﭘﻴﺴﻰ ﻭﺭﻛ‪‬ﻯ ﻫﻐﻪ ﭘﻴﺴﻰ ﭼﻲ ﻭﺭﺗﻪ ﻛﻤﻰ ﺷﻤﻴﺮﻝ ﻛﻴ‪‬ﻯ‬
‫ﻫﻐﻪ ﺗﻪ ﻧﻘﺪﻯ ﻛﻤ‪‬ﺖ ﻭﺍﺋﻲ ‪.‬‬
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‫ﺩﻣﺤﺎﺳﺒﻰ ﺍﻭ ﻣﺎﻟﻰ ﺑﺮﺧﻰ ‪‬ﻨﻰ ﺍﺻﻄﻼﺣﺎﺕ ‪۶‬‬
‫ﺑﻞ ﯾﺎ ‪ :Voucher‬ﻟﻪ ﻫﻐﻪ ﻟﻴﻜﻞ ﺷﻮﻯ ﺳﻨﺪ ‪‬ﺨﻪ ﻋﺒﺎﺭﺕ ﺩﻩ ﭼﻲ ﺩ ﭘﻠﻮﺭﻧﻜﻰ‬

‫ﻟﻪ ﺧﻮﺍ ﺍﺧﻴﺴﺘﻮﻧﻜﻰ ﺗﻪ ﻭﺭﻛﻮﻝ ﻛﻴ‪‬ﻯ ﺍﻭ ﺩﻳﻮ ﺟﻨﺲ ﺩ ‪‬ﻮﻟﻮ ‪‬ﺎ ﻧ‪‬ﺗﻴﺎﻭ ﻟﻜﻪ ‪‬ﻭﻝ‬
‫‪ ،‬ﻣﻘﺪﺍﺭ ‪ ،‬ﺩﺟﻮ‪‬ﻭﻟﻮ ‪‬ﺎﻯ ‪ ،‬ﺑﻴﻪ ﺍﻭ ﺩﺍﺳﻰ ﻧﻮﺭﻭ ‪‬ﺮ‪‬ﻨﺪﻭﻧﻰ ﺩﻯ ﭼﻲ ﺩ ‪‬ﻨﻰ‬
‫ﺷﺮﻛﺘﻮﻧﻮ ﺍﻭ ﺍﺩﺍﺭﻭ ‪‬ﺎﻧ‪‬ﻭ ﻣﻮﺧﻮ ﻟﺮﻭﻧﻜﻰ ﻫﻢ ﻭﻯ ‪.‬‬
‫ﺩﺯﻳﺮﻣﻮ ‪‬ﺎﻯ ) ‪‬ﺪﺍﻡ ( ‪ :Stock‬ﻟﻪ ﻫﻐﻪ ‪‬ﺎﻯ ‪‬ﺨﻪ ﻋﺒﺎﺭﺕ ﺩﻩ ﭼﻲ ﻫﻠﺘﻪ ﻳﻮ‬
‫ﺍﺩﺍﺭﻩ ﻛﻮﻭﻧﻜﻰ ‪‬ﻨﻰ ﺷﺘﻤﻨﻰ ﻳﺎ ﺷﻴﺎﻥ ﺳﺎﺗﻰ ‪.‬‬
‫ﺩﻭﻩ ﺍ‪‬ﺧﻴﺰﻩ ﺳﻴﺴﺘﻢ ﻳﺎ ‪ :Double entrée‬ﻟﻪ ﻫﻐﻪ ﺳﻴﺴﺘﻢ ‪‬ﺨﻪ ﻋﺒﺎﺭﺕ ﺩﻩ‬
‫ﭼﻲ ﭘﻪ ﻫﻐﻪ ﺩﻭﻩ ﺑﻨﺴ‪‬ﻴﺰﻩ ﺍ‪‬ﺧﻮﻧﻪ ﭼﻲ ﭘﻪ ﻣﻮﻧﺪﻟﻮ ) ﺩﻳﺒﺖ ( ﺩ ﻭﺭﻛﻮﻟﻮ ) ﻛﺮﻳﺪ ﺕ (‬
‫ﻛﻰ ﻭﺭ‪ ‬ﺩﻯ ﻟﻴﻜﻞ ﻛﻴ‪‬ﻯ ﻫﺮ ﻫﻐﻪ ﺳﻮﺩ‪‬ﺮﻳﺰﻩ ﺭﺍﻛ‪‬ﻩ ﻭﺭﻛ‪‬ﻩ ﻛﻰ ﭼﻲ ﻫﻐﻪ ﺗﻪ‬
‫ﭘﻮﺭﻭ‪‬ﻯ ﻳﺎ ﺩﺑﻴﺘﻮﺭ ﻭﺍﺋﻰ ﺍﻭ ﺑﻞ ﻫﻐﻪ ‪‬ﻮﻙ ﺩﻯ ﭼﻲ ﭘﻮﺭ ﻭﺭﻛﻮﻯ ﻫﻐﻪ ﺗﻪ‬
‫ﭘﻮﺭﻭﺭﻛﻮﻧﻜﻰ ﻳﺎ ﻛﺮﻳﺪﻳﺘﻮﺭ ﻭﺍﺋﻰ ﭼﻲ ﭘﻪ ﺩﻭﻩ ﺍ‪‬ﺧﻴﺰﻩ ﺳﻴﺴﺘﻢ ﺩ ﺩﻭﺍ‪‬ﻭ ﺣﺴﺎﺑﻮﻧﻪ‬
‫ﻟﻴﻜﻞ ﻛﻴ‪‬ﻯ ‪.‬‬
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‫ﺩﻣﺤﺎﺳﺒﻰ ﺍﻭ ﻣﺎﻟﻰ ﺑﺮﺧﻰ ‪‬ﻨﻰ ﺍﺻﻄﻼﺣﺎﺕ ‪۷‬‬
‫ﺩﺣﺴﺎﺑﻮﻧﻮ ﺗﺼﻨﯿﻒ ) ﭘﻪ ﺑﺮﺧﻮﻭﻳﺴﺸﻞ( ‪:‬‬

‫ﺩﻳﻮﻩ ﺍﺭ‪‬ﺎﻥ ﻳﺎ ﻳﻮﻩ ﺍﺩﺍﺭﻯ ﭘﻪ ﻣﺤﺎﺳﺒﺎﺗﻰ ﻛﺘﺎﺏ ﻛﻰ ﺩ ﻣﻌﺎﻣﻼﺗﻮ ﺩ ﻟﻴﻜﻨﻰ ﻟﭙﺎﺭﻩ‬
‫ﻟﻤ‪‬ﻧﻰ ‪‬ﺎﻡ ﭼﻲ ﺑﺎﻳﺪ ﭘﻪ ﻋﻤﻞ ﻛﻰ ﭘﻠﻰ ﺷﻰ ﺩﺍﺩﻩ ﭼﻲ ‪‬ﺮ‪‬ﻨﺪﻩ ﺷﻰ ﻛﻮﻡ ﺣﺴﺎﺏ‬
‫ﺩﺑﺖ ﺷﻰ ﺍﻭ ﻛﻮﻡ ﺣﺴﺎﺏ ﻛﺮﻳﺪﺕ ﺷﻰ ﺩ ﺩﻏﻪ ﺣﺴﺎﺏ ﺩﭘﻮﻫﻴﺪﻟﻮ ﭘﻪ ﺧﺎﻃﺮ ﻛﻪ ﻛﻮﻡ‬
‫ﺩﺑﺖ ﺍﻭ ﻛﻮﻡ ﻛﺮﻳﺪ ﺕ ﺷﻰ ‪ ،‬ﺩﻏﻪ ﺣﺴﺎ ﺑﻮﻧﻪ ﭘﻪ ﺩﺭﻯ ﻻﻧﺪﻯ ﺑﺮﺧﻮ ﻭﻳﺸﻞ ﻛﻴ‪‬ﻯ‬
‫‪.‬ﺩﺷﺨﺼﻰ ﺣﺴﺎﺑﻮﻧﻮ ﺷﺮﺡ ‪:‬ﻫﻐﻪ ﺣﺴﺎ ﺑﻮﻧﻪ ﭼﻲ ﭘﻪ ﺷﺨﺺ ﻳﺎ ﺷﺮﻛﺖ ﭘﻮﺭﻯ ﺍ‪‬ﻩ‬
‫ﻭﻟﺮﻯ ﺩ ﺷﺨﺼﻰ ﺣﺴﺎ ﺑﻮﻧﻮ ﭘﻪ ﺷﺮﺡ ﭘﻪ ﻧﺎﻣﻪ ﻳﺎﺩﻳ‪‬ﻯ ﻟﻜﻪ ﺍﺣﻤﺪ ﺩﺣﺴﺎﺏ ﺷﺮﺡ ﻳﺎ‬
‫‪.‬‬ ‫ﺣﺴﺎﺏ‬ ‫ﺻﻮﺭﺕ‬
‫ﻛﻰ ﺩ ﻛ‪‬ﻮﻣﻮﻧﺪﻝ ﺩﻯ ﺍﻭ ﻛﺮﻳﺪﺕ ﺩ ﺷﺨﺼﻰ ﺣﺴﺎﺑﻮﻧﻮ ﭘﻪ ﺷﺮﺡ ﻛﻰ ﺩ ﻛ‪‬ﻮ ﻣﻮﻧﺪﻝ‬
‫ﺩﻯ ﭘﺎﻣﻠﺮﻧﻪ ‪ :‬ﺩﺑﺖ ﺩﺷﺨﺼﻰ ﺣﺴﺎﺑﻮﻧﻮ ﭘﻪ ﺷﺮﺡ ﻛﻰ ﺩ ﻛ‪‬ﻮﻣﻮﻧﺪﻝ ﺩﻯ ﺍﻭ ﻛﺮﻳﺪﺕ‬
‫ﺍﻭ ﻧﻮﺭ ﺩﺷﺨﺼﻰ ﺣﺴﺎﺑﻮﻧﻮ ﭘﻪ ﺷﺮﺡ ﻛﻰ ﺩ ‪‬ﻮ ﺭﺳﻮﻟﻮ ﺗﻪ ﻭﺍﺋﻰ ﺷﺘﻤﻨﻰ ‪:‬ﺩﺳﻨﺎ‬
‫ﺩﻭ ‪ ،‬ﺟﺎﻳﺪﺍﺩﻭﻧﻮ ﺍﻭ ﻫﻐﻪ ﺷﻴﺎ ﻧﻮ ﻟﻪ ﺳﺎﺗﻨﻰ ﺍﻭ ‪‬ﺎﺭﻧﻰ ‪‬ﺨﻪ ﻋﺒﺎﺭﺕ ﺩﻩ ﭼﻲ ﺗﺠﺎﺭ‬
‫ﭘﻮﺭﻯ ﺍ‪‬ﻩ ﻭﻟﺮﻯ ﻟﻜﻪ ﻧﻘﺪﻯ ﭘﻴﺴﻰ ‪ ،‬ﻣﺎ ڼﻰ ‪ ،‬ﻣﺎﺷﻴﻨﻮﻧﻪ ﺍﻭ ﺩﺍﺳﻰ ﻧﻮﺭ ‪.‬‬
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‫ﺩﻣﺤﺎﺳﺒﻰ ﺍﻭ ﻣﺎﻟﻰ ﺑﺮﺧﻰ ‪‬ﻨﻰ ﺍﺻﻄﻼﺣﺎﺕ ‪۸‬‬
‫ﭘﺎﻣﻠﺮﻧﻪ ‪ :‬ﺩﯾﺒﺖ ﺩﺟﻨﺴﻮﻧﻮ ﺩ ﺣﺴﺎ ﺏ ﺷﺘﻤﻨﻴﻮ ﺍﻭ ﺧﺪ ﻣﺘﻨﻮ ‪‬ﺨﻪ ﭼﻲ ﺩ ﻳﻮ ﺍﺩﺍﺭﻯ ﻳﺎ‬

‫ﺍﺭ‪‬ﺎﻥ ﻟﻪ ﺧﻮﺍ ﻻﺱ ﺗﻪ ﺭﺍ‪‬ﻰ ﻋﺒﺎﺭﺕ ﺩﻩ ﺍﻭ ﻛﺮﻳﺪﺕ ﺩ ﺟﻨﺴﻮﻧﻪ ﺩ ﺣﺴﺎﺏ ﭘﻪ ﺷﺮﺣﻰ‬
‫ﺷﺘﻤﻨﻴﻮ ﺍﻭ ﺧﺪﻣﺘﻮﻧﻮ ‪‬ﺨﻪ ﭼﻲ ﺩﻳﻮﻯ ﺍﺩﺍﺭﻯ ﻟﻪ ﺧﻮﺍ ﻭﺭﻛﻮﻝ ﻛﻴ‪‬ﻯ ﻋﺒﺎﺭﺕ ﺩﻩ ‪.‬‬
‫ﻧﻮﻣﻴﺰ ﺣﺴﺎ ﺑﻮﻧﻪ ) ﻧﻮﻣﻪ ﺍﻳﺰ ﺣﺴﺎﺑﻮﻧﻪ ( ‪ :‬ﺩﻫﻐﻮ ﺣﺴﺎﺑﻮﻧﻮ ﻟﻪ ﺷﺮﺣﻰ ‪‬ﺨﻪ ﻋﺒﺎﺭﺕ ﺩﻩ‬
‫ﭼﻲ ﭘﻪ ﻫﻐﻮﻛﻰ ﻳﺎﺩﺍﺷﺘﻮﻧﻪ ) ﻟﻴﻜﻨﻰ ( ‪ ،‬ﻟ‪‬ﺘﻮﻧﻪ ‪ ،‬ﻪ ﺍﻭ ﺗﺎ ﻭﺍﻥ ﻟﻜﻪ ﻣﻌﺎﺵ ‪ ،‬ﻣﺰﺩ‬
‫‪ ،‬ﺳﻮﺩ ﺩﻛﻤ‪‬ﺖ ﻣﺤﺎﺳﺒﻪ ﺍﻭ ﺩﺍﺳﻰ ﻧﻮﺭ ﺻﻮﺭﺕ ﻣﻮﻣﻰ ‪.‬‬
‫ﻳﺎﺩﻭﻧﻪ ‪ :‬ﭘﻪ ﻧﻮﻣﻪ ﺍﻳﺰ ﻳﺎ ﺍﺳﻤﻰ ﺣﺴﺎ ﺑﻮﻧﻪ ﻛﻰ ﺩﻳﺒﺖ ﺩ ﻟ‪‬ﺘﻮﻧﻮ ﺍﻭ ﺯﻳﺎﻥ ﺩ ﺣﺴﺎﺑﻮﻧﻪ‬
‫ﻟﻪ ﺷﺮﺣﻰ ﺍﻭ ﻛﺮ ﻳﺪﺕ ﺩ ‪‬ﻮ ﺍﻭﻋﻮﺍﻳﺪﻭ ﺩﺣﺴﺎ ﺑﻮﻧﻮ ﻟﻪ ﺷﺮﺣﻰ ‪‬ﺨﻪ ﻋﺒﺎﺭﺕ ﺩﻩ ‪.‬‬
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‫ﺩﻣﺤﺎﺳﺒﻰ ﺍﻭ ﻣﺎﻟﻰ ﺑﺮﺧﻰ ‪‬ﻨﻰ ﺍﺻﻄﻼﺣﺎﺕ ‪۹‬‬
‫ﺣﺴﺎﺑﻰ ﭼﺎﺭ‪ ) ‬ﺮﺍﻑ ( ﻳﺎ ‪ :Chart of Accounts‬ﻟﻪ ﺩﺍﺳﻰ ﻳﻮ‬

‫ﻫﺮﺍ‪‬ﺧﻴﺰﻩ ﻟﺴﺖ ‪‬ﺨﻪ ﻋﺒﺎﺭﺕ ﺩﻯ ﭼﻲ ﭘﻪ ﻫﻐﻪ ﻛﻰ ﺩ ‪‬ﻮﻟﻮ ﺣﺴﺎﺑﻮﻧﻮ ﺷﺮﺣﻪ‬
‫ﻣﻮﺟﻮﺩﻩ ﻭﻯ ﺍﻭ ﻣﺎﻟﻰ ﻭﺯﺍﺭﺕ ﺩ ﺧﺰﺍﻳﻨﻮ ﺩﺭﻳﺎﺳﺖ ﻟﻪ ﺧﻮﺍ ﺟﻮ‪‬ﻳ‪‬ﻯ ﺍﻭ ‪‬ﻮﻟﻮ‬
‫ﻫﻐﻮ ﺍﺩﺍﺭﻭﺗﻪ ﭼﻲ ﺣﺴﺎ ﺑﻰ ﻣﺴﺎﻳﻞ ﺳﺮﺗﻪ ﺭﺳﻮﻯ ﺗﻮ ﺿﻴﺢ ﻛﻴ‪‬ﻯ ﭼﻲ ﭘﻪ ﻫﻐﻪ‬
‫ﻛﻰ ﺩ ‪‬ﺎﻧ‪‬ﻯ ﺷﻤﻴﺮﻯ ‪‬ﺎﻛﻨﻪ ﺍﻭ ﻳﺎ ﻛﻮﺩ ﺩﻫﺮ ﺩﻓﺘﺮ ﻟﻪ ﻟﭙﺎﺭﻩ ‪‬ﺎﻧﺘﻪ ﺷﻮﻯ ﺩﻯ‬
‫‪.‬‬
‫ﺣﺴﺎﺑﻰ ﻣﻌﺎﻣﻠﻰ ﻳﺎ ﺑﺮﺍﺑﺮﻯ ‪ :Accounting Equation‬ﻟﻪ ﻻ ﻧﺪﻳﻨﻴﻮ‬
‫ﻣﻌﺎﺩﻻﺗﻮ ‪‬ﺨﻪ ﻋﺒﺎﺭﺕ ﺩﻯ ‪:‬‬
‫ﭘﺎﻧ‪‬ﻪ ‪ +‬ﭘﻮﺭﻭﻧﻪ =ﺷﺘﻤﻨﻰ‬
‫ﺷﺘﻤﻨﻰ –ﭘﻮﺭﻭﻧﻪ = ﭘﺎﻧ‪‬ﻪ‬
‫ﺷﺘﻤﻨﻰ –ﭘﺎﺗ‪‬ﻪ =ﭘﻮﺭﻭﻧﻪ‬
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‫ﻭﺗﻠﻰ ﻟ‪‬ﺘﻮﻧﻪ ﻳﺎ ‪ :Expenditure‬ﺩﻳﻮﻯ ﺍﺩﺍﺭﻯ ﺩﺷﺘﻤﻨﻴﻮ ﭘﻪ ﺍﺭﺯ‪‬ﺖ ﻛﻰ‬

‫ﻟﻪ ﻛﻤ‪‬ﺖ ‪‬ﺨﻪ ﻋﺒﺎﺭﺕ ﺩﻩ ﭼﻲ ﭘﻪ ﻳﻮﻩ ‪‬ﺎﻛﻠﻰ ﻣﻮﺩﻩ ﻛﻰ ‪‬ﻮﺩﻝ ﻛﻴ‪‬ﻯ ﻟﻪ ﻋﺎﺩﻯ‬
‫ﻟ‪‬ﺘﻮﻧﻮ ﺳﺮﻩ ﺋﻰ ﻟﻮﻯ ﺗﻮﭘﻴﺮ ﺩﺍﺩﻩ ﭼﻲ ﻭﺗﻠﻰ ﻟ‪‬ﺘﻮﻧﻪ ﺩ ‪‬ﻰ ﭘﻪ ﺧﺎﻃﺮ ﻧﻪ‬
‫ﭘﻜﺎﺭﻭﻝ ﻛﻴ‪‬ﻯ ‪.‬‬
‫ﻟ‪‬ﺘﻮﻧﻪ ﻳﺎ ‪ :Expenses‬ﺩﺷﺘﻤﻨﻴﻮ ﭘﻪ ﺍﺭﺯ‪‬ﺖ ﻛﻰ ﻟﻪ ﻛﻤﻮﺍﻟﻰ ﺍﻭ‬
‫ﺩﺧﺪﻣﺘﻮﻧﻮ ﻟﻪ ﭘﻜﺎﺭ ﺍﭼﻮﻟﻮ ‪‬ﺨﻪ ﻋﺒﺎﺭﺕ ﺩﻩ ﭼﻲ ﭘﻪ ﻳﻮﻩ ﺗﺼﺪﻯ ﺩ ﺍﻗﺘﺼﺎﺩ‬
‫ﻓﻌﺎﻟﻴﺘﻮﻧﻪ ﺍﻭ ﺩﺗﻮﻟﻴﺪ ﺍ ﺗﻮ ﺩ ﻣﻨ‪‬ﺘﻪ ﺭﺍ ﻭ ‪ ‬ﻟﻮ ﭘﻪ ﺧﺎﻃﺮ ‪‬ﻮﺩﻝ ﻛﻴ‪‬ﻯ ‪.‬‬
‫ﻋﻮﺍﯾﺪ ﯾﺎ ‪ :Revenue‬ﻟﻪ ﻫﻐﻪ ﻳﻮﻩ ﺍﻧﺪﺍﺯﻩ ﭘﻴﺴﻮ ‪‬ﺨﻪ ﻋﺒﺎﺭﺕ ﺩﻩ ﭼﻲ ﺩﻫﻐﻪ ﭘﻪ‬
‫ﺍﺧﺴﺘﻠﻮ ﺳﺮﻩ ﺩﻳﻮ ﻯ ﺗﺼﺪﻯ ﺩ ﭘﻴﺴﻮ ﭘﻪ ﺍﻧﺪﺍﺯﻩ ﻛﻰ ﺯﻳﺎﺗﻮﺍﻟﻰ ﻣﻨ‪‬ﺘﻪ ﺭﺍﺷﻰ‬
‫ﻟﻜﻪ ﺩ ﺣﺎ ﺻﻼﺗﻮ ﺧﺮ‪‬ﻼﻭ ‪ ،‬ﺩ ﻛﺮﺍﺋﻰ ﺍﺧﺴﺘﻞ ﺍﻭ ﺩﺍﺳﻰ ﻧﻮﺭ ‪.‬‬
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‫ﺩﺣﺴﺎﺑﻮﻧﻮ ﺷﺮﺣﻰ ﭘﻪ ‪‬ﻮﻟﻪ ﺗﻮ‪‬ﻪ ﺩﺭﻯ ‪‬ﻭﻟﻪ ﺩﻩ‬

‫ﺩ‪‬ﻰ ﺍﻭ ﺯﻳﺎﻥ ﺩ ﺣﺴﺎ ﺑﻮﻧﻮ ﺷﺮﺣﻪ ﯾﺎ ‪ :Profit & Losses a/c‬ﺩﻣﺎﻟﻰ‬
‫ﺣﺴﺎ ﺑﻮﻧﻮ ﻟﻪ ﺷﺮﺣﻰ ‪‬ﺨﻪ ﻋﺒﺎﺭﺕ ﺩﻩ ﭼﻲ ﺩﻳﻮﻯ ﺗﺼﺪﻯ ﺩ ‪‬ﻰ ﺍﻭ ﺯﻳﺎﻥ‬
‫‪‬ﻜﺎﺭﻧﺪﻭﻯ ﺩﻩ ﺍﻭ ‪‬ﻮﻝ ﻋﺎﻳﺪﺍﺕ ﺩﻛﺮﻳﺪﺕ ﭘﻪ ﺍ‪‬ﺥ ﻛﻰ ﻫﻤﺪﺍ ﺭﻧ‪‬ﻪ ﻟ‪‬ﺘﻮﻧﻪ ﺩ‬
‫ﺩﻳﺒﺖ ﭘﻪ ﺍ‪‬ﺥ ﻛﻰ ﻟﻴﻜﻞ ﻛﻴ‪‬ﻯ ‪.‬‬
‫ﺑﻴﻼﻧﺲ ﺷﻴﭗ ) ﺩﻣﻮﺍﺯﻧﻰ ﻭﺭﻗﻰ ( ‪ :Balance Sheet‬ﻟﻪ ﻫﻐﻪ ﻣﺎﻟﻰ ﺷﺮﺣﻰ‬
‫‪‬ﺨﻪ ﻋﺒﺎﺭﺕ ﺩﻩ ﺍﻭ ﺩﻛﺎﺭ ﺍﺧﻴﺴﺘﻮﻧﻜﻮ ﻟﭙﺎﺭﻩ ﻫﻐﻪ ﻣﻌﻠﻮﻣﺎﺕ ﻭ‪‬ﺍﻧﺪﻯ ﻛﻮﻯ‬
‫ﭼﻲ ﺩﻳﻮ ﻯ ﺍﺩﺍﺭﻯ ﭘﻪ ﻣﺎﻟﻰ ﻭ ﺿﻌﻪ ﺑﺎﻧﺪﻯ ﻭﭘﻮﻫﻴ‪‬ﻯ ﻫﻤﺪﺍﺭﻧ‪‬ﻪ ﺩﺍ ﺭﺯ‪‬ﺘﻮﻧﻮ‬
‫‪‬ﻭﻝ ‪ ،‬ﺷﺘﻤﻨﻰ ‪ ،‬ﻭﺭ‪‬ﻯ ﺍﻭ ﻣﺎﻟﻜﻴﺖ ﭘﻪ ﻳﻮﻩ ‪‬ﺎﻛﻠﻰ ﻭﺧﺖ ﻛﻰ ﻭﺭ‪‬ﺊ ‪.‬‬
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‫ﺩﭘﻮﻟﻰ ﺑﻬﻴﺮ ﺷﺮﺣﻪ ‪ :‬ﻟﻪ ﻫﻐﻪ ﻣﺎﻟﻰ ﺑﻴﺎﻥ ‪‬ﺨﻪ ﻋﺒﺎﺭﺕ ﺩﻩ ﭼﻲ ﻳﻮﻯ‬
‫ﺣﺴﺎ ﺑﻰ ﺩﻭﺭﻯ ﻟﭙﺎﺭﻩ ﺩ ﺑﻬﺮﻧﻰ ﺍﻭ ﻛﻮﺭﻧﻰ ﭘﻮﻟﻰ ﺑﻬﻴﺮ ﺭﺍﭘﻮﺭ ﻭﺭﻛﻮﻯ ﺍﻭ‬
‫ﭘﻮﻟﻰ ﺑﻬﻴﺮ ﺩ ﺍﺟﺮﺍﺋﻴﻮﻯ ﻓﻌﺎ ﻟﻴﺘﻮﻧﻮ ‪ ،‬ﭘﺎﻧ‪‬ﻰ ﺍﺟﻮﻧﻰ ﻓﻌﺎﻟﻴﺘﻮﻧﻮ ﺍﻭ‬
‫ﻣﺎﻟﻰ ﻓﻌﺎﻟﻴﺘﻮﻧﻮ ﭘﻪ ﺗﻮ‪‬ﻪ ﺟﻼ ﻛﻮﻱ ‪.‬‬
‫ﺍﺟﺮﺍﺋﻴﻮﻯ ﻓﻌﺎﻟﻴﺘﻮﻧﻪ ‪ :‬ﻟﻪ ﻫﻐﻪ ﻓﻌﺎﻟﻴﺘﻮﻧﻮ ‪‬ﺨﻪ ﻋﺒﺎﺭﺕ ﺩﻩ ﭼﻲ ﭘﻪ‬
‫ﺳﻮﺩﺍ‪‬ﺮﻯ ﻣﺎﻟﻮﻧﻮ ﺩ ﺭﺍﻧﻴﻮﻟﻮ ﺧﺮ‪‬ﻮﻟﻮ ﺍﻭ‬ ‫ﺗﻮﻟﻴﺪ ﻳﺎ ﺩ‬
‫ﺍﺧﻴﺴﺘﻮﻧﻜﻮ ﺗﻪ ﺩﺧﺪﻣﺘﻮﻧﻮ ﻭ‪‬ﺍﻧﺪﻯ ﻛﻮﻟﻮ ) ﺩﻳﻮﻯ ﺍﺩﺍﺭﻯ ﺩ ﻟ‪‬ﺘﻮ ﻧﻮ‬
‫ﭘﻪ ‪‬ﻭﻥ( ﻟﭙﺎﺭﻩ ﺳﺮﺗﻪ ﺭﺳﻴ‪‬ﻯ ‪.‬‬
‫ﺩﭘﺎﻧ‪‬ﻰ ﺍﭼﻮﻧﻰ ﻓﻌﺎﻟﻴﺘﻮﻧﻪ ‪:‬ﻟﻪ ﻫﻐﻮ ﻓﻌﺎﻟﻴﺘﻮﻧﻮ ‪‬ﺨﻪ ﻋﺒﺎﺭﺕ ﺩﻯ ﭼﻲ‬
‫ﻓﻌﺎﻟﻴﺘﻮﻧﻪ ﻟﻜﻪ ﺩ ) ﻭﺭﻛ‪‬ﻯ ‪ ،‬ﭘﻮﺭﻧﻮ ﻣﻮﻧﺪﻝ ‪ ،‬ﺩ ﻓﺎﺑﺮﻳﻜﻰ ﺩ‬ ‫‪‬ﻮﻝ‬
‫ﭘﻠﻮﺭﻝ ‪ ،‬ﻧﻮﺭﻯ ﺷﺘﻤﻨﻰ ‪ ،‬ﭘﺎﻧ‪‬ﻰ ﺍﭼﻮﻧﻰ‬ ‫ﺷﺘﻤﻨﻴﻮ ﺭﺍﻧﻴﻮﻝ ﺍﻭ‬
‫ﭘﺮﺗﻪ ﻟﻪ ﺑﺎﺍﺭﺯ‪‬ﺘﻪ ﺍﺳﻨﺎﺩﻭ ﺍﻭ ﺩﺍﺳﻰ ﻧﻮﺭ ‪ (...........‬ﭘﻜ‪‬ﻰ ﻭﺭ‪ ‬ﺩﻯ ‪.‬‬
‫ﻣﺎﻟﻰ ﻓﻌﺎﻟﻴﺘﻮﻧﻪ ‪:‬ﺩ ﺍﺩﺍﺭﻭ ﺧﺎﻭﻧﺪﺍﻧﻮ ﺳﺮﻩ ﻟﻪ ﻣﻌﺎ ﻣﻠﻪ ﻛﻮﻟﻮ ‪‬ﺨﻪ‬
‫ﻳﺎ ﻟﻪ ﻫﻐﻮ ﭘﻮﺭﻭ ﻛﻮﻧﻜﻮ ﺳﺮﻩ ﻣﻌﺎﻣﻠﻪ ﻛﻮﻝ ﺩﻯ ﭼﻲ ﻟﻪ‬ ‫ﻋﺒﺎﺭﺕ ﺩﻩ ﺍﻭ‬
‫ﻫﻐﻮ ‪‬ﺨﻪ ﭘﻮﺭ ﺍﺧﻠﻰ ﺍﻭ ﺑﻴﺮﺗﻪ ﺋﻰ ﻭﺭﻛﻮﻯ ‪. ۰‬‬
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‫ﺣﺴﺎﺑﺪﺍﺭﯼ‬
‫ﺑﻬﺮﻧۍ ﺣﺴﺎﺑﺪﺍﺭﻯ ‪ :‬ﺑﻬﺮﻧۍ ﺣﺴﺎﺑﺪﺍﺭۍ ﻟﻪ ﻫﻐﻰ ﺣﺴﺎﺑﺪﺍﺭﻯ ‪‬ﺨﻪ ﻋﺒﺎﺭﺕ ﺩﻩ ﭼﯥ ﻳﻮ ﻟﻪ ﺍﺩﺍﺭﻯ ‪‬ﺨﻪ ﻭﺗﻠۍ‬
‫ﻏ‪‬ۍ ﻭﮔ‪‬ﻯ ﺗﻪ ﺩ ﺍﺩﺍﺭﻯ ﺩ ﻓﻌﺎﻟﻴﺘﻮﻧﻮ ﭘﻪ ﻫﻜﻠﻪ ﻣﻌﻠﻮﻣﺎﺕ ﻭﺭﻛ‪‬ﻝ ﺷﻰ ﺍﻭ ﺗﺮ ‪‬ﻮﻟﻮ ﻏﻮﺭﻩ ﻻﺭﻩ ﺩ ﻣﻌﻠﻮﻣﺎﺗﻮ‬
‫ﺩ ﻭ‪‬ﺍﻧﺪﻯ ﻛﻮﻟﻮ ﻟﭙﺎﺭﻩ ﻛﻠﻨﻰ ﺭﺍﭘﻮﺭ ﺩﻩ ﭼﯥ ﺩ ﻻﻧﺪﻯ ﺩﺭﻳﻮ ﺣﺴﺎﺑﻮﻧﻮ ﺩﺭﻟﻮﺩﻧﻜﯥ ﺩﻯ‬
‫‪ z‬ﺩﺑﻴﻼﻧﺲ ) ﺩﻣﻮﺍﺯﻧﻰ ( ﺩ ﺣﺴﺎﺏ ﺷﺮﺣﻪ‬
‫‪ z‬ﺻﻮﺭﺕ ﺣﺴﺎﺏ ﺑﯿﺎﻥ ﻧﻔﻊ ﻭﺿﺮﺭ ) ﺣﺴﺎﺏ ﻣﻔﺎﺩ ﻭ ﺿﺮﺭ(‬
‫‪ z‬ﺩﮔ‪‬ﻰ ﺍﻭ ﺯﻳﺎﻧﻮﻧﻮ ﺩ ﺑﻴﺎﻥ ﺩ ﺣﺴﺎﺏ ﺷﺮﺣﻪ ) ﺩ ﮔ‪‬ﻰ ﺍﻭ ﺯﻳﺎﻧﻮﻧﻮ ﺣﺴﺎﺏ (‬
‫‪ z‬ﺩ ﻧﻐﺪﻯ ﺑﻬﻴﺮ ﺑﻴﺎﻥ ﺩ ﺣﺴﺎﺏ ﺷﺮﺣﻪ ) ﺩ ﭘﻴﺴﻮ ﺩ ﻧﻐﺪﻯ ﺑﻬﻴﺮ ﺑﻴﺎﻥ (‬
‫ﻳﺎﺩﻭﻧﻪ ‪ :‬ﻫﻐﻪ ﻭﮔ‪‬ﻯ ﭼﯥ ﺑﻬﺮ ﻧﻰ ﺣﺴﺎﺑﺪﺍﺭﻯ ﺗﻪ ﺍ‪‬ﺗﻴﺎ ﻟﺮﻯ ﻻﻧﺪﻯ ﻛﺴﺎﻥ ﺩﻯ ‪:‬‬
‫‪ z‬ﺩ ﻛﻤﭙﻨﻴﻮ ﺧﺎﻭﻧﺪﺍﻥ‬
‫‪ z‬ﭘﻮﺭ ﻭﺭﻛﻮﻧﻜﯥ‬
‫‪ z‬ﺍ‪‬ﻭﻧﺪﻯ ﺍﺗﺤﺎﺩﻯ ) ﺳﻮ ﺩﺍﮔﺮﻯ ﺍﻭ ﻛﺎ ﺭ ﮔﺮﻯ (‬
‫‪ z‬ﺩﻭﻟﺘﻰ ﺍﺩﺍﺭﻯ‬
‫‪ z‬ﻣﺸﺘﺮﯾﺎﻥ ) ﺍﺧﻴﺴﺘﻮﻧﻜﯥ (‬
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‫ﻛﻮﺭﻧﻰ ﺣﺴﺎﺑﺪﺍﺭﻯ ‪ :‬ﻛﻮﺭﻧﻰ ﺣﺴﺎﺑﺪﺍﺭﻯ ﻟﻪ ﻫﻐﻰ ﺣﺴﺎﺑﺪﺍﺭﻯ ‪‬ﺨﻪ ﻋﺒﺎﺭﺕ ﺩﻩ ‪ ۰‬ﭼﯥ‬

‫ﻛﻮﺭﻧﻴﻮ ﻛﺎﺭ ﺍﺧﻴﺴﺘﻮﻧﻜﻮ ) ﺍﺳﺘﻔﺎﺩﻩ ﻛﻮﻧﻜﯥ ( ﺗﻪ ﻣﺤﺎﺳﺒﻮﻯ ﻣﻌﻠﻮﻣﺎﺕ ﻭ‪‬ﺍﻧﺪﻯ ﻛﻮﻯ ‪۰‬‬
‫ﺭﯾﺲ‬
‫ﻋﺎﻣﻞ ﻫﯿﺖ) ﺍﺳﺘﺎﺯﻯ(‬
‫ﺭﻳﺴﺎ ﻥ‬
‫ﺩﯾﺮﺍﻥ‬
‫ﻛﺎﺭ ﻛﻮﻧﻜﯥ‬
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‫ﺑﻬﺮﻧﻰ ﺣﺴﺎﺑﺪﺍﺭﻯ‬
‫ﺑﻬﺮﻧﻰ ﺣﺴﺎﺑﺪﺍﺭﻯ ﺩ ﻛﻮﺭﻳﻨﻮ ﻣﻌﻴﺎﺭﻭﻧﻮ ﻟﻪ ﻛﺒﻠﻪ ﻟﻜﻪ ‪:‬‬

‫‪ :US-GAAP‬ﺩﺣﺴﺎﺑﺪﺍﺭﻯ ﻣﻨﻞ ﺷﻮﻯ ﺍﺻﻮﻝ )‪ (GAAP‬ﺩﻳﻮﻯ ﺗﺨﺼﺼﻰ ﺍﺩﺍﺭﻯ ﻧﻮﻡ‬
‫ﺩﻩ ﭼﯥ ﺩﺍﻣﺮﻳﻜﺎ ﭘﻪ ﻣﺘﺤﺪﻩ ﺍﻳﺎﻻﺗﻮ ﻛﯥ ﻣﻮﻗﻴﻌﺖ ﻟﺮﻯ ‪ ۰‬ﺍﻭ ﻫﻐﻰ ﺩﻧﺪﻩ ﺩﻗﻮﺍﻋﺪﻭ‬
‫ﺍﻭ ﻣﻘﺮﺍﺭﺗﻮ ‪ ،‬ﻻﺭ‪‬ﻮﻭﻧﻰ ﺍﻭ ﺍﺻﻮﻝ ﺩﻯ ‪ ۰‬ﺩ ﻫﻐﻪ ﭼﺎ ﻟﭙﺎﺭﻩ ﭼﯥ ﺩﺭﺍﻛ‪‬ﻯ ﻭﺭﻛ‪‬ﻯ ﭘﻪ‬
‫ﻣﺎﻟﻲ ﺳﺎﺣﻪ ﻛﯥ ﺩ ﺭﺍﭘﻮﺭ ﻭﺭﻛﻮﻟﻮ ﻭﻧ‪‬ﻩ ﭘﻪ ﻏﺎ‪‬ﻩ ﻟﺮﻯ ‪۰‬‬
‫‪: ISFR‬ﺩﻣﺎﻟﻲ ﺭﺍﭘﻮﺭ ﻭﺭﻛﻮﻟﻮ ﻧ‪‬ﻳﻮאﻝ ﻣﻌﻴﺎﺭﻭﻧﻪ ‪ :‬ﺩ ﻣﺎﻟﻲ ﺭﺍﭘﻮﺭ ﻭﺭﻛﻮﻟﻮ ﻧ‪‬ﻳﻮאﻝ‬
‫ﻣﻌﻴﺎﺭﻭﻧﻪ ‪‬ﻳﺮﻯ ﻭﺧﺖ ﺗﺮ ﺧﭙﻞ ﭘﺨﻮﺍﻧﻰ ﺳﺮﻟﻴﻚ ﻻﻧﺪﻯ ) ﺩﻣﺤﺎﺳﺒﻰ ﻧ‪‬ﻳﻮאﻝ‬
‫ﻣﻌﻴﺎﺭﻭﻧﻪ ‪ ( IAS‬ﺩﻣﺤﺎﺳﺒﻰ ﻳﻮ ﺷﻤﻴﺮ ﻫﻐﻪ ﻣﻌﻴﺎﺭﻭﻧﻪ ﺩﻯ ﭼﯥ ﺩ ﻣﺎﻟﻲ ﻣﻌﻴﺎﺭﻭﻧﻮ‬
‫ﻧ‪‬ﻳﻮאﻝ ﻫﻴﺖ ﻟﻪ ﺧﻮﺍ ﺧﭙﺎﺭﻩ ﺷﻮﻯ ﺩﻯ ‪ . (IASB‬ﺩﻣﺎﻟﻲ ﺭﺍﭘﻮﺭ ﻭﺭﻛﻮﻟﻮ ﻣﻌﻴﺎﺭﻭﻧﻪ ﺩ‬
‫ﻧ‪‬ﻯ ﭘﻪ ‪‬ﻳﺮﻯ ﻫﻴﻮﺍﺩﻭﻧﻮ ﻛﯥ ﻟﻜﻪ ﻫﺎﻧﮓ ﻛﺎﻧﮓ ﺍﻭ ﺭﻭﺳﻴﻪ ﻛﯥ ﻛﺎﺭﻭﻝ ﻛﻴ‪‬ﻯ ﻟﻪ ‪‬ﻮﻟﻮ‬
‫ﻟﻴﻜﻞ ﺷﻮﻯ ) ﻣﺘﺮﺍﻛﻤﻮ ( ﺣﺴﺎﺑﻮﻧﻮ ﻟﻪ ﭘﺎﺭﻩ ﺩ ‪ ٢٠٠٥‬ﻛﺎﻝ ﺩ ﻣﺎﻟﻲ ﺭﺍﭘﻮﺭ ﻭﺭﻛﻮﻟﻮ‬
‫ﻟﻪ ﻧ‪‬ﻳﻮﺍ ﻟﻮ ﻣﻌﻴﺎﺭﻭﻧﻮ ‪‬ﺨﻪ ﻛﺎﺭ ﻭﺍ ﺧﻠﻲ ‪۰‬‬
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‫ﺷﺘﻤﻨﻰ‬
‫‪ -۱‬ﺛﺎﺑﺘﻰ ﺷﺘﻤﻨﻰ ‪ -۲‬ﮔﺮ‪‬ﻨﺪﻩ ﺷﺘﻤﻨﻰ‬
‫ﻭﺭﻛ‪‬ﻝ ﺷﻮﻯ ﭘﻮﺭﻭﻧﻪ‬ ‫ﺩﺑﻴﻼﻧﺲ ﺷﻴﺚ ﺩ ﺣﺴﺎﺏ ﺷﺮﺣﻪ‬
‫‪ -۱‬ﻟﻨ‪ ‬ﻣﻬﺎﻟﻪ ﺍﻭ ﺍﻭ‪‬ﺩ ﻣﻬﺎﻟﻪ ﭘﻮﺭﻭﻧﻪ‬
‫‪+‬ﭘﺎﻧﮕﻪ‬
‫ﻋﻮﺍﯾﺪ‬ ‫ﺩ ﺭﺍﻏﻠﻮ ﺣﺴﺎﺑﻮﻧﻮ ﺷﺮﺣﻪ‬
‫ﻟﮕ‪‬ﺘﻮﻧﻪ‬
‫ﺭﺍﻏﻠﻰ ‪ ،‬ﺭﺳﯿﺪﻟﻰ‬ ‫ﺩﭘﻴﺴﻮ ﻧﻐﺪﻯ ﺑﻬﻴﺮ ﺩ ﺣﺴﺎﺏ ﺷﺮﺣﻪ‬
‫ﻭﺭﻛﻮﻧﻰ‬
‫ﮔ‪‬ﻪ‬ ‫ﺩﮔ‪‬ﻰ ﺍﻭ ﻧﻘﺼﺎﻥ ﺣﺴﺎﺏ‬
‫ﺿﺮﺭ ) ﻧﻘﺼﺎﻥ (‬
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‫ﺑﻬﺮﻧﻰ ﺣﺴﺎ ﺑﺪﺍﺭﻯ‬
‫ﺩﺍﺩﺍﺭﻯ ﺍﻭ ﺩ ﻫﻐﻰ ﺩﺩﻧﻨﻪ ﺍﻭﺑﻬﺮ ﻭﮔ‪‬ﻭ ﭘﻪ ﻫﻜﻠﻪ ﻣﻌﻠﻮﻣﺎﺕ ﺩ ﻻﻧﺪﻧﻴﻰ ﺣﺴﺎﺏ ﺩ ﺷﺮﺣﻰ‬
‫ﭘﻪ ﻣﺮﺳﺘﻪ ﻛﻴﺪﺍﻯ ﺷﻰ ‪:‬‬
‫ﺩ ﺑﻴﻼﻧﺲ ﺷﻴﺚ ﺩ ﺣﺴﺎﺏ ﺷﺮﺣﻪ‬

‫ﺩﺭﺍﻏﻠﻮ ﺑﻴﺎﻧﻮﻧﻮ ﺩ ﺣﺴﺎﺏ ﺷﺮﺣﻪ‬
‫ﺩ ﭘﻴﺴﻮ ﻧﻐﺪﻯ ﺑﻬﻴﺮﻭﻧﻮﺩ ﺑﻴﺎﻧﻮﻟﻮ ﺩ‬
‫ﺣﺴﺎﺏ ﺷﺮﺣﻪ‬
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‫ﺩ ﺗﻔﺘﻴﺶ ﺍﻭ ﻛﻨ‪‬ﺮﻭﻝ ﭘﻴﮋﻧﺪﻧﻰ‬
‫ﺗﻔﺘﯿﺶ‪:‬‬
‫ﺩ ﺗﻔﺘﯿﺶ ﻣﻌﻨﻰ ‪ :‬ﭘﻠ‪‬ﻨﻪ ‪ ،‬ﺍﻭ ﻟ‪‬ﻮﻝ ﺩﻯ ‪۰‬‬
‫ﺩ ﺗﻔﺘﯿﺶ ﺗﻌﺮﯾﻒ ‪ :‬ﺩ ﺭﺍ ﺗﻠﻮﻧﻜﯥ ﻛﻨ‪‬ﺮﻭﻝ ﻳﻮ ‪‬ﻭﻝ ﺩﻯ ﭼﯥ ﺩ ﻣﺎﻟﻰ ﺍﻭ ﺣﺴﺎﺑﻰ ﻓﻌﺎﻟﻴﺘﻮﻧﻮ ﭘﻪ‬
‫ﭘﺎﻯ ﻛﯥ ﻣﻨ‪ ‬ﺗﻪ ﺭﺍ‪‬ﻰ ‪۰‬‬
‫ﮐﻨﺘﺮﻭﻝ‪:‬‬
‫ﺩ ﮐﻨﺘﺮﻭﻝ ﻣﻌﻨﯽ ‪ :‬ﻳﻮﻩ ﻓﺮﺍﻧﺴﻮﻯ ﻛﻠﻤﻪ ﺩﻩ )ﻟﻮ‪ ‬ﻟﻴﺪﻧﻪ (‬
‫ﺩ ﮐﻨﺘﺮﻭﻝ ﺗﻌﺮﯾﻒ ‪ :‬ﻛﻨﺘﺮﻭﻝ ﺩ ﻓﻌﺎﻟﻴﺘﻮﻧﻮ ﻟﻪ ﺗﻨﻈﻴﻤﻮ ﻟﻮ ‪‬ﺨﻪ ﻋﺒﺎﺭﺕ ﺩﻩ ﭘﻪ ﺩٰﻯ ‪‬ﻭﻝ ﭼﯥ‬
‫ﻣﻮﺧﻰ ﺍﻭ ﺍﻫﺪﺍﻑ ﺩ ﻃﺮﺡ ﺷﻮﻯ ﭘﻼﻥ ﺳﺮ ﺳﻢ ﺳﺮﺗﻪ ﻭﺭﺳﻴ‪‬ﻯ ﺩ ﺗﻴﺮ ﺷﻮﻯ ‪ ،‬ﺭﻭﺍﻥ ﺍﻭ‬
‫ﺭﺍﺗﻠﻮﻧﻜﯥ ﻋﻤﻠﻴﻮ ﻓﻌﺎﻟﻴﺘﻮﻧﻮ ﺩ ‪‬ﺎﻛﻞ ﺷﻮﻯ ﻣﻮﺧﻮ ﺍﻭ ﻣﻮﺍﺯﻳﻨﻮ ﻣﻄﺎﺑﻖ ﺍﻭ ﺩ ﻓﻌﺎﻟﻴﺘﻮﻧﻮ ﺩ‬
‫ﮔ‪‬ﻮﺭﺗﻴﺎ ‪ ،‬ﺍﻏﻴﺰﻣﻨﺘﻴﺎ ‪ ،‬ﺍﻭ ﺍﻗﺘﺼﺎﺩﻯ ‪‬ﺮ ﻧﮕﻮﺍﻟﻲ ﺩﻩ ‪۰‬‬
‫ﺩﻛﻨ‪‬ﺮﻭﻝ ﺍﻭ ﺗﻔﺘﻴﺶ ﭘﻴﮋﻧﺪﻧﻪ ‪ :‬ﺩ ﻏﻮ‪‬ﺘﻞ ﺷﻮﻯ ﺍﻭ ‪‬ﺎﻛﻞ ﺷﻮﻳﻮ ﻣﻌﻴﺎﺭﻭﻧﻮ ﺍﻭ ﺳﺘﻨﺪﺭﺩﻭﻧﻮ ﭘﻪ‬
‫ﻭ‪‬ﺍﻧﺪﻯ ﺩ ﻓﻌﺎﻟﻴﺘﻮﻧﻮ ﺩﻭﺍﻣﺪﺍﺭﻩ ‪‬ﻴ‪‬ﻝ ﺩﻯ ‪۰‬‬
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‫ﺩﺗﻔﺘﻴﺶ ‪‬ﻭﻟﻮﻧﻪ‬
‫ﺭﺍﺗﻠﻮﻧﻜﯥ ﺗﻔﺘﻴﺶ ‪:‬ﻟﻪ ﻫﻐﻪ ﺗﻔﺘﻴﺶ ‪‬ﺨﻪ ﻋﺒﺎﺭﺕ ﺩﻩ ﭼﻲ ﺩ ﺣﺴﺎﺑﻰ ﻣﻌﺎﻣﻠﻮ ﺩﺷﺮﺣﻰ‬ ‫‪.١‬‬
‫‪‬ﺨﻪ ﻭﺭﻭﺳﺘﻪ ﺳﺮﺗﻪ ﺭﺳﻴ‪‬ﻯ ‪.‬‬
‫ﺗﻴﺮ ﺗﻔﺘﻴﺶ ) ﻣﺨﻜﻴﻨﻰ ﺗﻔﺘﻴﺶ ( ‪ :‬ﺩﻏﻪ ‪‬ﻭﻝ ﺗﻔﺘﻴﺶ ﻟ‪‬ﺘﻮﻧﻮ ﻟﻪ ﺳﺮﺗﻪ ﺭﺳﻴﺪﻭ ‪‬ﺨﻪ‬ ‫‪.٢‬‬
‫ﺩﻣﺨﻪ ﺻﻮﺭﺕ ﻣﻮﻣﻰ‪.‬‬
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‫ﺗﻔﺘﻴﺶ ﭘﻪ ﺳﺎﺣﻪ ﻛﻰ ﭘﻠﻰ ﻛﻴ‪‬ﻯ‬
‫ﺗﻴﺮ ﺗﻔﺘﻴﺶ ) ﻣﺨﻜﻴﻨﻰ ﺗﻔﺘﻴﺶ ( ‪ :‬ﺩﻳﻮﻩ ﻓﻌﺎﻟﻴﺖ ﺩﺍﺟﺮﺍ ﭘﻴﻠﻮﻟﻮ ﺗﻪ ﻭﺍﺋﻰ ﺩﭘﻼﻥ‬ ‫‪.١‬‬
‫ﺍﻳ‪‬ﻮﺩﻧﻰ ‪ ،‬ﺑﺮﻧﺎﻣﻰ ﺟﻮ‪‬ﻭﻟﻮ ‪ ،‬ﺍﺟﺮﺁﺗﻮﺗﻪ ﺗﻴﺎﺭﻯ ﺍﻭ ﻓﻌﺎﻟﻴﺘﻮﻧﻮ ﻣﺮﺣﻠﻰ ﭘﻪ ﺩﻯ ﭘ‪‬ﺍﻭ ﻛﻰ‬
‫ﻭﺭ‪ ‬ﺩﻯ ‪.‬‬
‫ﺭﻭﺍﻥ ﺗﻔﺘﻴﺶ ‪ :‬ﻛﻠﻪ ﭼﻲ ﺑﺮﻧﺎﻣﻪ ﺍﻭ ﭘﻼﻥ ﭘﻪ ﻋﻤﻞ ﻛﻰ ﭘﻠﻰ ﺷﻰ ﻫﻤﺎﻏﻪ ﻭﺧﺖ ﺭﻭﺍﻥ ﺗﻔﺘﻴﺶ‬ ‫‪.٢‬‬
‫ﻣﻮﻣﻰ ‪ ،‬ﻟﻪ ﻧﺎ ﺳﻤﻮ ﺍﺟﺮﺍﺗﻮﻧﻪ ﻣﺨﻨﻴﻮﻯ ﻛﻴ‪‬ﻯ ‪.‬‬
‫ﻭﺭﻭﺳﺘﻰ ﺗﻔﺘﻴﺶ ‪ :‬ﺩﻣﺎﻟﻰ ﺍﻭ ﺍﻗﺘﺼﺎﺩﻯ ﻓﻌﺎﻟﻴﺖ ﭘﻪ ﭘﺎﻯ ﻛﻰ ﺻﻮﺭﺕ ﻣﻮﻣﻰ ‪.‬‬ ‫‪.٣‬‬
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‫ﻟﻪ ﻧ‪‬ﻳﻮאﻝ ﻣﻌﻴﺎﺭﻭﻧﻮ ﺳﺮﻩ ﺳﻢ ﺣﺴﺎ ﺑﻰ ﺗﻔﺘﻴﺶ‬
‫ﺩﻏﻪ ‪‬ﻭﻝ ﺗﻔﺘﻴﺶ ﭘﻪ ﺩﺭﻳﻮ ﻛﭽﻮ ﻛﯥ ﻭ‪‬ﺍﻧﺪﻯ ﺑﻴﻮﻝ ﻛﻴ‪‬ﻯ ‪:‬‬

‫ﻟﻤ‪‬ﻯ ﻛﭽﻪ ‪ :‬ﺩ ﻗﻮﺍﻧﻴﻨﻮ ﺩ ﺭﻋﺎﻳﺖ ‪ ،‬ﻣﻘﺮﺍﺭﺗﻮ ‪ ،‬ﻓﺮ ﻣﺎﻧﻮﻧﻪ ‪ ،‬ﻣﺼﻮ ﺑﺎﺕ ﺍﻭ ﺩﺍﺳﻰ ﻧﻮﺭ‬
‫ﺍﺳﻨﺎﺩﻭ ‪‬ﺮﻧﮕﻮﺍﻟۍ ﺍﻭ ‪‬ﻴ‪‬ﻧﻰ ‪‬ﺨﻪ ﻋﺒﺎﺭﺕ ﺩﻩ ‪۰‬‬
‫ﺩﻭﻫﻤﻪ ﻛﭽﻪ ‪ :‬ﺩﺍﻗﺘﺼﺎﺩﻯ ﺗﻮﺏ ﺍﻭ ﺭﻳ‪‬ﺘﻨﻮﺍﻟﻰ ﻛﭽﻪ ﺩﻩ ‪۰‬‬
‫ﺩﺭﻳﻤﻪ ﻛﭽﻪ ‪ :‬ﺩﻣﻮﺧﻮ ﺩ ﭘﻠﻲ ﻛﻮﻟﻮ ﺍﻏﻴﺰﻣﻨﺘﻮﺏ ﻛﭽﻪ ﺩﻩ ‪۰‬‬
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‫ﺩ ﺗﻔﺘﻴﺶ ) ﭘﻠ‪‬ﻨﻰ ( ﺍﻭ ﻛﻨ‪‬ﺮﻭﻝ ﻣﻮﺧﯥ‬
‫ﺩﻻﻧﺪﻧﻰ ﻣﺮﺍﺗﺒﻮ ﺩ ﺗﺎ ﻣﻴﻨﻮﻟﻮ ﭘﻪ ﺧﺎﻃﺮ ﭘﻪ ﺍﺩﺍﺭﺍﺗﻮ ﺍﻭ ﻣﻮﺳﺴﻮ ﻛﯥ ﺩ ﻣﺎﻟﻲ ﻓﻌﺎﻟﻴﺘﻮﻧﻮ ) ﻣﺎﻟﻲ‬

‫ﺷﺮﺣﻰ ( ﻟﻪ ‪‬ﻴ‪‬ﻧﻰ ‪‬ﺨﻪ ﻋﺒﺎﺭﺕ ﺩﻩ ‪:‬‬
‫‪ .١‬ﭘﻪ ﺣﺴﺎﺏ ﻧﻴﻮﻟﻮ ﺍﻭ ﻭﺭﻛﻮﻟﻮ ﻛﯥ ﺳﻮﭼﻪ ﻭﺍﻟۍ ) ﺷﻔﺎﻓﻴﺖ (‬
‫‪ .٢‬ﺩﺍﻏﻴﺰﻣﻦ ﺍﻭﻣﻨﻞ ﺷﻮﻯ ) ﺳﺘﻨﺪﺭﺩ ( ﺗﻔﺘﻴﺶ ﻟﻪ ﺍﺟﺮﺍ ﻛﻮﻟﻮ ‪‬ﺨﻪ ‪‬ﺎﻥ ‪‬ﺍ‪‬ﻩ ﻛﻮﻝ ﺍﻭ ﭘﻪ‬
‫ﻋﻤﻮﻣﻰ ﺗﻮﮔﻪ ﺩ ﻳﻮﻯ ﻧ‪‬ﻳﻮﺍﻟﻰ ﺍﻭ ﻣﻌﻴﺎﺭﻯ ﻛ‪‬ﻧﻼﺭﻯ ﭘﻪ ﻣﺮﺳﺘﻪ ﺩﺩﻏﻪ ﺗﻔﺘﻴﺶ ﺍﺟﺮﺍ ﻛﻮﻝ‬
‫‪ .٣‬ﺩﺟﻨﺴﻰ ﺷﺘﻤﻨﻴﻮ ﺍﻗﺘﺼﺎﺩﻯ ﺍﻭ ﻗﺎﻧﻮﻧﻰ ﻟ‪‬ﺖ‬
‫‪ .۴‬ﺩﺟﻨﺴﻰ ﺷﺘﻤﻨﻴﻮ ﺍﻭ ﻧﻐﺪﻯ ﻭﺟﻮﻫﺎﺗﻮ ﺳﺎﺗﻨﻪ‬
‫‪ .۵‬ﺩ ﺭﺍﭘﻮﺭ ﻭﺭﻛﻮﻟﻮ ﺍﻭ ﺣﺴﺎﺑﻰ ﭼﺎﺭﻭ ﺭﻳ‪‬ﺘﻨﻮﺍﻟﻰ ) ﻣﻮﺛﻘﻴﺖ (‬
‫‪ .۶‬ﺩ‪‬ﻮﻟﻨﻴﺰﻭ ﺍﻭ ﺍﻗﺘﺼﺎﺩﻯ ﭘﺮﺍﺧﺘﻴﺎ ﭘﻼﻥ ﺩﺷﺎﺧﺼﻮ ﭘﻠﻰ ﻛﻮﻝ ‪.‬‬
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‫د ﺗﻔﺘﻴﺶ ﺍﻭ ﻛﻨ‪‬ﺮﻭﻝ ﺑﻨﺴ‪‬ﻴﺰﻩ ﺩﻧﺪﻯ ﺍﻭ ﭘﺮﻧﺴﻴﭙﻮﻧﻪ‬
‫ﺩ ﻻﻧﺪﻯ ﻣﺮﺍﺗﺐ ﺗﺎﻣﻴﻦ ﺷﻮﻯ ﺑﻨﺴ‪‬ﻴﺰﻩ ﺍﻭ ﭘﺮﺍﻧﻴﺴﺘﻮﻧﻜﻰ ﺩﻧﺪﻯ ﺟﻮ‪‬ﻭﻯ ‪.‬‬

‫‪.١‬ﺩﻋﺎﻣﻪ ﺷﺘﻤﻨﻴﻮ ﻟﻪ ﺩﻗﺖ ﺍﻭ ﺻﺤﻴﺢ ﺣﺴﺎﺏ ﺍﺧﺴﺘﻠﻮ ‪‬ﺨﻪ ‪‬ﺎﻥ ‪‬ﺁ‪‬ﻩ ﻛﻮﻝ‬
‫‪.٢‬ﺩﻭﺯﺍﺭﺗﻮﻧﻮ‪ ،‬ﺍﺩﺍﺭﻭ ‪ ،‬ﺎﺭﻭﺍﻟﻴﻮ ‪ ،‬ﺗﺼﺪﻯ ‪‬ﺎﻧﻮ ‪ ،‬ﺑﺎﻧﻜﻮﻧﻮ ‪ ،‬ﻛﻤﭙﻨﻴﻮ ﺍﻭ ﺩﻭﻟﺘﻰ ﺷﺮﻛﺘﻮﻧﻮ ﺳﺮﻩ ﮔ‪ ‬ﺩﻣﺎﻟﻰ ﺍﻭ‬
‫ﺣﺴﺎﺑﻰ ﭼﺎﺭﻭ ﭘﻪ ﺍﻏﻴﺰﻣﻨﻪ ﺗﻮ‪‬ﻪ ﻛﻨ‪‬ﺮﻭﻟﻮﻝ ‪.‬‬
‫‪.٣‬ﺩ ﺩﻭﻟﺖ ﺩﺧﺪﻣﺘﻮﻧﻮ ﻟﻪ ﺗﺤﻘﻖ ‪‬ﺨﻪ ﻛﻨ‪‬ﺮﻭﻝ ‪.‬‬
‫‪.۴‬ﺩﭘﺮﺍﺧﺘﻴﺎﺋﻰ ﺍﻭ ﻋﺎﺩﻯ ﺑﻮﺩﺟﻰ ﻟ‪‬ﺘﻮﻧﻪ ﺍﻭ ‪‬ﻮﻟﻨﻴﺰ ‪ ،‬ﺍﻗﺘﺼﺎﺩﻯ ﻭﺩﻯ ﺩﭘﻼﻥ ﺩ ﺗﺤﻘﻖ ﻟﻪ ‪‬ﺮﻧ‪‬ﻮﺍﻟﻰ ‪‬ﺨﻪ‬
‫ﻛﻨ‪‬ﺮﻭﻝ ‪.‬‬
‫‪.۵‬ﺩ ﺩﺍﺳﻰ ﻛﻨ‪‬ﺮﻭﻝ ﺍﻭ ﺗﻔﺘﻴﺶ ﺍﺟﺮﺍ ﻛﻮﻝ ﭼﻲ ﭘﻪ ﻳﻮﻩ ‪‬ﻭﻝ ﺩﻣﻠﻰ ﺍﻗﺘﺼﺎﺩﻯ ‪ ،‬ﺧﺼﻮﺻﻰ ﺳﻜﺘﻮﺭ ﺍﻭ ‪‬ﻮﻟﻨﻴﺰﻯ‬
‫ﻭﺩﻯ ﺩﭘﺮﺍﺧﺘﻴﺎ ﺍﻭ ﺗﻘﻮﻳﺖ ﺳﺒﺐ ﻭ ‪‬ﺮ‪‬ﻰ ‪.‬‬
‫‪.۶‬ﺩ ﺗﻔﺘﻴﺶ ﺍﻭﻛﻨ‪‬ﺮﻭﻝ ﻟﻪ ﻻﺭﻯ ﺩﻋﺎﻣﻪ ﺷﺘﻤﻨﻴﻮ ﺳﺎﺗﻨﻪ‬
‫‪.٧‬ﺩ ﺩﻭﻟﺖ ﺍﺣﻜﺎﻣﻮ ‪ ،‬ﻓﺮﺍﻣﻴﻨﻮ ‪ ،‬ﻣﺼﻮﺑﻮ ﺍﻭ ﭘﺮﻳ‪‬ﻭ ﻟﻪ ﭘﻠﻰ ﻛﻮﻟﻮ ‪‬ﺨﻪ ﺗﺤﻘﻖ ﺍﻭ ﻛﻨ‪‬ﺮﻭﻟﻮﻝ ‪.‬‬
‫‪.٨‬ﺩﻣﺎﺩﻯ ﺷﺘﻤﻨﻴﻮ ﺍﻭ ﺗﺨﺼﻴﺼﺎﺗﻮ ﺩ ﺍﻏﻴﺰﻣﻨﻮ ﭘﻜﺎﺭﻭﻟﻮ ‪‬ﺮﻧﻜﻮﺍﻟﻰ ‪.‬‬
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‫ﺩ ‪‬ﻴ‪‬ﻧﻰ ) ﺑﺮﺭﺳﻰ ( ﺍﻭ ﺗﻔﺘﻴﺶ ﻟﻮﻯ ‪‬ﻜﻰ‬
‫ﭘﻪ ﻓﻮﻕ ﺍﻟﻌﺎﺩﻩ ﺗﻮ‪‬ﻪ ﺍﻭ ﻳﺎ ﺩ ﭘﻼﻥ ﺳﺮﻩ ﺳﻢ ﺩ ﺗﻔﺘﻴﺶ ﻭ‪ ‬ﻣﺮﺟﻊ ‪‬ﺎﻛﻨﻪ ﺍﻭ ﺩ ﻭﺍﻙ ﻟﻴﻚ‬
‫ﭘﺮﻧﺴﻴﺐ ﺩﻫﻴﺖ ﺗﻮﻇﻴﻔﻮﻝ ﺍﻭ ﺗﺮ ‪‬ﻴ‪‬ﻧﻰ ﻻﻧﺪﻯ ﻣﺮﺍﺟﻌﻮ ﻟﻤ‪‬ﻧﻰ ﺳﺮﻭﻯ ﺩﻛﺎﺭ ﺩ ﺷﺮﺍﻳﻄﻮ‬
‫ﭘﻪ ﭘﺎﻡ ﻛﻰ ﻧﻴﻮﻟﻮ ﺳﺮﻩ ﺩ ﺗﻔﺘﻴﺶ ﺩﭘﻼﻥ ﺗﺮﺗﻴﺒﻮﻝ ﺩﻯ ‪.‬‬
‫‪ – ۱‬ﺩ ﺍﺩﺍﺭﻯ ﺟﻬﺎﺗﻮ ‪‬ﻴ‪‬ﻝ‬
‫• ﺩﻣﻨﻈﻮﺭ ﺷﻮﻯ ﺗﺸﻜﻴﻞ ﺍﻭ ﺩﻳﻮﺍﺩﺍﺭﻯ ﺩﻛﺎﺭﻭﻧﻮ ‪‬ﺮﻧ‪‬ﻮﺍﻟﻰ ﻟﭙﺎﺭﻩ ﺩ ﺩﻧﺪﻭ ﺩﻻﻳﺤﻰ‬
‫ﻣﻄﺎﻟﻌﻪ ﻛﻮﻝ ﺩﻯ ‪.‬‬
‫• ﺣﺎﺿﺮﻯ ﺩ ﺩﻓﺘﺮ ﻛﺘﻞ ﺍﻭ ﺩﻣﻌﺎﺵ ﻟﻪ ﻟﻪ ﺭﺍﭘﻮﺭ ﺳﺮﻩ ﻫﻤﺪﺍﺭﻧ‪‬ﻪ ﺩ ) ﻡ – ‪ ( ۴۱‬ﻓﻮﺭﻡ‬
‫ﺳﺮﻩ ﺩﻫﻐﻰ ﺗﻄﺒﻴﻘﻮﻝ ﺩﻯ ﺩﺍ ﻛﺎﺭ ﺩ ﺩﻯ ﻟﭙﺎﺭﻩ ﻛﻮﻭ ﭼﻲ ‪‬ﺎﻥ ‪‬ﺍﺩﻩ ﻛ‪‬ﻭ ﺍﻭ ﻭﺭﺳﺘﻪ ﺩﻏﻪ‬
‫ﺭﺍﭘﻮﺭ ﺑﺎﻳﺪ ﺩ ﻣﻌﺎﺵ ﻟﻪ ﺍﺳﺘﺤﻘﺎﻕ ﺳﺮﻩ ﻣﻘﺎﻳﺴﻪ ﻛ‪‬ﻭ ‪.‬‬
‫• ﺩ ﺗﺤﻮﻳﻠﺨﺎﻧﻮ ﺩ ﺷﻤﻴﺮﻯ ‪ ،‬ﺩ ﺟﻨﺴﻰ ﺍﻭ ﻧﻘﺪﻯ ﻣﻌﺘﻤﺪﻳﻨﻮ ﭘﻪ ﻫﻜﻠﻪ ﺩ ﻣﻌﻠﻮﻣﺎﺗﻮ ﻻﺳﺘﻪ‬
‫ﺭﺍﻭ‪‬ﻝ ‪.‬‬
‫• ﺩﺗﺤﻮﻳﻠﺨﺎﻧﻰ ﺍﻭﺳﻴﻒ ﻣﻮﺟﻮﺩﻭﻝ ) ﺩﻗﻴﺪﻳﺖ ﭘﻪ ‪‬ﻭﻝ ( ﺍﻭ ﻟﻪ ﺩﻓﺘﺮﺳﺮﻩ ﺩﻫﻐﻪ ﺗﻄﺒﻴﻘﻮﻝ ﺩ‬
‫‪‬ﺎﻥ ﺩ ‪‬ﺍ‪‬ﻩ ﻛﻮﻟﻮﻟﭙﺎﺭﻩ ﺩ ﺍﻣﺎﻧﺖ ﺩﺍﺭﻯ ﺩ ﺍﺻﻞ ﭘﺮﻧﺴﻴﺐ ﺍﻭ ﺩ ﺩﻧﻤﻮﻧﻪ ﻭﻯ ﭘﺎﻳﻠﻮ ﺍﻭ‬
‫ﺣﺴﺎﺑﻰ ﻣﻘﺮﺭﺍﺗﻮ ﺗﺎﻣﻴﻨﻮﻝ ﺩﻯ ‪.‬‬
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‫ﺩﺗﺤﻮﻳﻠﺨﺎﻧﻮ ﺩ ﺗﻨﻈﻴﻢ ﺍﻭ ﺑﺮﺍﺑﺮﻭﻟﻮ ﺩ ﺗﻌﻠﻴﻤﺎﺕ ﻧﺎﻣﻰ ﺩ ‪ ۴۹‬ﻣﺎﺩﻩ ﺳﺮﺳﻢ ﺍﻭ ﻣﺎﻟﻰ‬ ‫•‬

‫ﻛﺎﻝ ﭘﻪ ﻭﺭﻭﺳﺘﻴﻮ ﻛﻰ ﻣﻮﺟﻮﺩﻯ ﺍﻭ ‪‬ﺍ‪‬ﻣﻨﻰ ﺗﺮ ﻻﺳﻪ ﻛﻮﻝ ‪،‬‬
‫ﺩ ﻓﺮﺍﻣﻴﻨﻮ ﺗﺼﻮﻳﺒﻮﻧﻮ ﻟﻮﺍﻳﺤﻮ ﺍﻭ ﻧﻮﺭﻭ ﺣﻜﻮﻣﺘﻰ ﺩﺳﺘﻮﺭﻭﻧﻮ ﻟﻪ ﭘﻠﻰ ﻛﻮﻟﻮ ‪‬ﺨﻪ ‪‬ﺎﻥ‬ ‫•‬
‫‪‬ﺍ‪‬ﻩ ﻛﻮﻝ ‪.‬‬
‫ﺩﺗﻔﺘﻴﺶ ﺩﭘﺨﻮﺍﻧﻰ ﺍﺳﺘﺎﺯﻯ ﺩﻧﻈﺮ ﻳﺎ ﻗﻮﻝ ﭘﻠﻰ ﻛﻮﻟﻮ ‪‬ﺨﻪ ‪‬ﺎﻥ ‪‬ﺍ‪‬ﻩ ﻛﻮﻝ ‪.‬‬ ‫•‬
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‫‪ – ۲‬ﺩﻣﺤﺎﺳﺒﻰ ‪‬ﺎﻧ‪‬ﻪ ‪:‬‬

‫• ﺩﻣﻌﺎﺷﺎﺗﻮ ﻟﻪ ﺍﺟﺮﺍ ﻛﻮﻟﻮ ‪‬ﺨﻪ ‪‬ﻴ‪‬ﻧﻪ ﺍﻭ ﺩ ﻣﺤﺎﺳﺒﻰ ﻟﻪ ﻟﺤﺎﻅ ‪ ،‬ﺩﺣﺴﺎﺑﻰ ﺳﻨﺠﺸﻮﻧﻮﺻﺤﺖ ‪،‬‬
‫ﻛﺴﺮﺍﺕ ﺍﻭ ﺩﻫﻐﻪ ﺗﻄﺒﻴﻘﻮﻝ ﻟﻪ ﻣﻨﻈﻮﺭ ﺷﻮﻯ ﺷﻜﻞ ﺗﺸﻜﻴﻞ ﺳﺮﻩ ‪.‬‬
‫ﻡ‪ ۴۱-‬ﺩﺧﺮﻳﺪﺍﺭﻯ ﺩ ﺣﻮﺍﻟﻮﺍﻭ ﻧﻮﺭﻭ ﻟ‪‬ﺘﻮﻧﻮ ﻣﻄﺎﻟﻌﻪ ﻛﻮﻝ ﺩﻗﻴﺪﻯ ﭘﻪ ‪‬ﻭﻝ ‪ .‬ﺍﻭ ﺩﻏﻮ ﺍﺳﻨﺎﺩﻭ‬ ‫•‬
‫ﺩﺧﺮﻳﺪﺍﺭﻯ ﺍﺻﻮﻟﻰ ﺍﻭ ﻗﺎﻧﻮﻧﻰ ﻣﺮﺍﺣﻠﻮ ﺑﺸﭙ‪‬ﻩ ﻛﻮﻝ ﺩﺑﻴﻠ‪‬ﻰ ﭘﻪ ﺗﻮ‪‬ﻪ ﻛﻪ ﺩﻯ ﭘﻴﺮﻭﺩﻝ ﺷﻮﻯ ﺟﻨﺲ‬
‫ﺍﺳﻨﺎﺩ ﭼﻲ ﺩﻗﺮﺍﺭﺩﺍﺩ ﭘﻪ ﺗﻮ‪‬ﻪ ﺭﺍﻭ‪‬ﻝ ﺷﻮﻯ ﻭﻯ ﻭ‪‬ﻴ‪‬ﻝ ﺷﻰ ﻭﺩﻏﻪ ﺍﺳﻨﺎﺩﻭ ﺗﻔﺘﻴﺶ ﺗﻪ ﻭ‪‬ﺍﻧﺪﻯ ﺷﻰ ﻧﻮ‬
‫ﺗﻔﺘﻴﺶ ﺑﻪ ﺩﺩﻩ ﺩ ﺩﺍﻭﻃﻠﺒﻰ ﺍﺳﻨﺎﺩ ﺍﻋﻼﻥ ﺩ ﭼﻨﻮ ﻭﻫﻠﻮ ﻭﺭﻗﻰ ﺍﻭ ﺩﺍﺳﻰ ﻧﻮﺭﻭ ﺍﺳﻨﺎ ﺩ ﻏﻮ‪‬ﺘﻮﻧ‪‬ﻰ ﺩﻯ ‪.‬‬
‫‪‬ﻴ‪‬ﻧﻰ ﺩ ﺗﺨﺼﻴﺼﺎﺗﻮ ﻟﻪ ﺩﻓﺘﺮ ‪‬ﺨﻪ ﭼﻲ ) ﻡ – ‪ ( ۲۰‬ﻭﺭﺗﻪ ﻭﺍﺋﻰ ﺍﻭ ﻣﻨﻈﻮﺭ ﺷﻮﻯ ﺩﻯ ﺻﻮﺭﺕ‬ ‫•‬
‫ﻣﻮﻣﻰ ﺍﻭﻫﻤﺪﺍ ﺭﻧ‪‬ﻪ ﻟ‪‬ﺘﻮﻧﻪ ﭼﻲ ﺗﺨﺼﻴﺼﺎﺗﻮ ﺗﻪ ﭘﻪ ﻛﺘﻨﻰ ﺳﺮﻩ ﺳﺮﺗﻪ ﺭﺳﻴ‪‬ﻯ ﺍﻭ ﻭﺭﺳﺘﻪ ﻟﻪ ) ﻡ –‬
‫‪ ( ۲۲‬ﺩﻓﺘﺮ ﺳﺮﻩ ﺗﻄﺒﻴﻖ ﻛﻴ‪‬ﻯ ﭼﻲ ﺩﺍ ﺩﻓﺘﺮ ﺩ ﺩﻩ ﻟ‪‬ﺘﻮﻧﻮ ﺩﻓﺘﺮ ﺩﻩ ‪.‬‬
‫ﺩﻗﻄﻌﻰ ﺭﺍﭘﻮﺭ ﻟﻪ ﺟﻮ‪‬ﻭﻟﻮ ‪‬ﺨﻪ ‪‬ﺎﻥ ‪‬ﺍ‪‬ﻩ ﻛﻮﻝ ﺍﻭ ﻣﺎﻟﻴﻰ ﻭﺯﺍﺭﺕ ﺗﻪ ﺩﻫﻐﻪ ﻟﻴ‪‬ﺩﻭﻝ ‪.‬‬ ‫•‬
‫ﺩ ﺑﺎﻗﯿﺎﺗﻮﺩ ﺩﻓﺘﺮ )ﻡ‪ ( ۹۰-‬ﻓﻮﺭﻡ ﺗﺮﺗﯿﺐ ﺍ ﻭ ﺩﻫﻐﻪ ﺭﺍﭘﻮﺭ ﻭﺯﺍﺭﺕ ﻣﺎﻟﻴﻰ ﺗﻪ ﻭﺍﺳﺘﻮﻝ ﺷﻰ ‪۰‬‬ ‫•‬
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‫‪ – ۳‬ﺗﺎﺩﯾﺎﺕ‪:‬‬
‫ﺩ ) ﻡ – ‪ ( ۳۰‬ﺩﺗﺎﺩﻳﺎﺗﻮ ﺩ ﺩﻓﺘﺮ‪‬ﻴ‪‬ﻧﻪ ﺷﺘﻤﻨﻴﻮ ﻭﺻﻮﻝ ﺍﻭ ﺩﻫﻐﻰ ﺍﺟﺮﺍﻛﻮﻝ ﺍ‪‬ﻭﻧﺪﻭ‬
‫ﻭﺍﺣﺪﻭﻧﻮﺗﻪ ﺩ ﺗﺨﺼﻴﺼﺎﺗﻮ ﺩ ﺩﻓﺘﺮ‬
‫) ﻓﻮﺭﻡ –ﻡ ‪ ۲۳‬ﻟﻪ ﻡ – ‪ ( ۳۰‬ﺳﺮﻩ ﺍﻭ ﺩﻭﺭﺳﺘﻰ ﺑﺎﻧﻜﻰ ﺣﺴﺎﺏ ﺩﺷﺮﺣﻰ ﺩ ﺭﺍﭘﻮﺭ‬
‫ﺩﺗﻄﺒﻴﻘﻮﻟﻮ ﭘﻪ ﺧﺎﻃﺮ ﺩ ) ﺕ – ‪ ( ۸‬ﻓﻮﺭﻡ ﺗﺮﺗﻴﺒﻮﻝ ‪.‬‬
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‫‪ – ۴‬ﺩﻋﻮﺍﻳﺪﻭ ‪‬ﺎﻧ‪‬ﻪ ‪:‬‬

‫ﺩﻣﺎﻟﻰ ﻛﺎﻝ ﭘﻼﻥ ﻏﻮ‪‬ﺘﻨﻪ ‪ ،‬ﺩ ﻭﺭﺳﺘﻰ ﺑﺎﻧﻜﻰ ﺣﺴﺎﺏ ﺷﺮﺣﻰ ﺍﻭﺩ ) ﻡ – ‪ ( ۲۹‬ﻓﻮﺭﻡ‬
‫ﭘﻪ ﻛﺘﻨﻰ ﺳﺮﻩ ﺩ ﻫﻐﻰ ‪‬ﻴ‪‬ﻧﻪ ﺍﻭ ﻋﻮﺍﻳﺪ ‪.‬‬
‫ﺩﻫﻐﻪ ﺯﻳﺎﺗﻮﺍﻟﻰ ﺍﻭ ﻛﺴﺮ ) ﻣﺎﺗﻮﺍﻟﻰ ( ﻭﺭﻭﺳﺘﻰ ﻣﻄﺎ ﻟﻌﻪ ‪.‬‬
‫ﺩﻋﻮﺍﻳﺪﻭ ﺩ ﺑﺎﻗﻴﺎﺗﻮ ﻣﻄﺎﻟﻌﻪ ﻛﻮﻝ ﺍﻭ ﺗﺮ ﺑﺮﺭﺳﻰ ) ‪‬ﻴ‪‬ﻧﻰ ( ﻻﻧﺪﻯ ﻛﺎﻝ ﻛﻰ ﺩﻫﻐﻮ ﻻﺱ‬
‫ﺗﻪ ﺭﺍﻭ‪‬ﻧﻪ ‪.‬‬
‫ﺩﻋﺎﻳﺪﺍﺗﻰ ﺳﺮﺟﻴﻨﻮ ‪‬ﻴ‪‬ﻝ ﺍﻭ ﻣﻄﺎﻟﻌﻪ ﻛﻮﻝ ) ﺩ ﺷﺮﻛﺘﻮﻧﻮ ‪ ،‬ﻮﻟ‪‬ﻴﻮ ‪ ،‬ﺍﻧﻔﺮﺍﺩﻯ ﺗﺎﺟﺮﺍﻧﻮ‬
‫‪ ،‬ﻗﺮﺍﺭﺩﺍﺩﻭﻧﻮ ‪ ،‬ﺮ‪‬ﻨﺪﻩ ﻭﺳﺎﻳﻞ ) ﻋﺮﺍﺩﻩ ﺟﺎﺗﻮ ( ‪ ،‬ﻛﺮﺍﺋﻰ ﺟﺎﻳﺪﺍﺩﻭﻧﻮ ‪ ،‬ﭘﻤﭗ‬
‫ﺳﺘﻴﺸﻨﻮﻧﻪ ﺩ ﻃﺐ ﺩ ‪‬ﺍﻛﺘﺮﺍﻧﻮ ‪ ،‬ﻛﻠﻴﻨﻜﻮﻧﻮ ‪‬ﻤﻜﻮ ﺍﻭ ﺩﺍﺳﻰ ﻧﻮﺭﻭ ﻣﺎﻟﻴﻲ ‪.‬‬
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‫ﮐﻨﺘﺮﻭﻝ‬
‫ﺩﭘﻼﻥ ﺟﻮ‪‬ﻭﻧﻰ ﺍﻭ ﻣﻮﺧﻰ ‪‬ﺎﻛﻞ‬
‫ﺛﺒﺘﻮﻝ‬
‫ﺭﺍﭘﻮﺭ ﻭﺭﻛﻮﻧﻪ‬
‫ﺗﺤﻠﯿﻞ ﺍﻭ ﺗﺠﺰﯾﻪ ﻛﻮﻝ ) ﭘﻼﻧﻰ ﺗﻮﭘﻴﺮﻭﻧﻪ (‬
‫ﺗﮓ ﻟﻮﺭۍ )ﻭ‪‬ﺍﻧﺪ ﻟﻴﺪﻧﻪ (‬
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‫ﭘﻪ ﻋﺎﻣﻪ ﺍﺩﺍﺭﻩ ﻛﯥ ﻛﻨ‪‬ﺮﻭﻝ‬
‫ﮐﻨﺘﺮﻭﻟﻮﻝ‬
‫ﺳﺘﺮﺍﺗﯿﮋﯾﻚ ﮐﻨﺘﺮﻭﻝ‬ ‫ﺍﻏﻴﺰ ﻣﻦ ﻛﻨ‪‬ﺮﻭﻝ‬

‫ﺍﻏﻴﺰﻣﻨﻰ ﻣﻮﺧﯥ‬
‫ﺩ‪‬ﻮﻟﻨﻰ ﺩﭘﺮﺍﺧﺘﻴﺎ ﭘﻪ ﻫﻜﻠﻪ ﻭ‪‬ﺍﻧﺪ‬
‫ﻟﻴﺪﻧﻰ ﺍﻭ ‪‬ﻴ‪‬ﻧﻪ‬ ‫ﺩﺭﻳ‪‬ﺘﻨﻰ ﺍﺭﺯ‪‬ﺘﻮﻧﻮ ﭘﺎﻳﻠﻮ ﺍﻭ‬
‫ﭘﻼﻧﻰ ﻣﺴﺎﻳﻠﻮ ﺳﻴﺴﺘﻤﺎﺗﻴﻚ‬
‫ﺳﻴﺎﺳﻰ ﺳﺘﺮﺍﺗﻴﮋﻳﻜﯥ ﻣﻮﺧﯥ‬ ‫ﻣﻘﺎﻳﺴﻪ ‪۰‬‬
‫ﺩﻋﺎﻣﻪ ﺍﺩﺍﺭﻯ ﻟﭙﺎﺭﻩ ﺩ ﻳﻮﻩ ﻣﻮ‪‬ﻝ )‬ ‫ﺩﺗﻮﭘﻴﺮﻭﻧﻮ ﺗﺠﺰﻳﻪ ﺍﻭ ‪‬ﻴ‪‬ﻝ‬

‫ﺑﻴﻠﮕﯥ ( ﺟﺰ ﺋﻴﺎﺕ‬
‫ﺩ ﻣﻌﻠﻮﻣﺎﺗﻮ ﺳﻴﺴﺘﻤﺎﺗﻴﻚ‬
‫ﺑﻬﻴﺮ‬
‫ﺩﻛﻨ‪‬ﺮﻭ ﻟﻮ ﺩﻭﺭﺍﻥ ) ﺳﺎﻳﻜﻞ (‬
‫‪ -۱‬ﺩﻏﻮ‪‬ﺘﻞ ﺷﻮﻳﻮ ﺍﺭﺯ‪‬ﺘﻮﻧﻮ ‪‬ﺎﻛﻞ‬

‫‪ -۷‬ﺩﺭ‪‬ﺘﻨﻰ ﺍﺭﺯ‪‬ﺘﻮﻧﻮ ﺍﻭ ﻏﻮ‪‬ﺘﻞ‬
‫‪ -۲‬ﺩﺍﻧﺪﺍﺯﻯ ﻛﻮﻟﻮ ‪‬ﺎﻛﻨﻪ‬
‫ﺷﻮﻳﻮ ﺍﺭﺯ‪‬ﺘﻮﻧﻮ ﻣﻘﺎﻳﺴﻪ ﻛﻮﻝ‬
‫ﺩﻛﻨ‪‬ﺮﻭ ﻟﻮ ﺩﻭﺭﺍﻥ ) ﺳﺎﻳﻜﻞ (‬

‫‪ -۳‬ﻻﺭ‪‬ﻮﻧﻪ ﺍﻭ ﺳﻮﻕ ﻭﺭﻛﻮﻝ‬
‫‪ -۶‬ﺩﺭﻳ‪‬ﺘﻨﻰ ﺍﺭﺯ‪‬ﺘﻮﻧﻮ ﻟﻴﻜﻞ‬
‫‪ -۵‬ﺍﺟﺮﺍﺕ ) ﻛ‪‬ﻧﻰ (‬
‫‪ -۴‬ﺩ ﻣﻨﻈﻤﻮ ﮔﺎﻣﻮﻧﻮ‬
‫ﺑﻨﺴ‪ ‬ﺍﻳ‪‬ﻮﺩﻧﻪ‬
‫ﺩ )‪ (BEP‬ﺩﺑﻮﺩ ﺟﯥ ﺍﻭ ﭘﺎﻧﮕﯥ ﺩﭘﺎﻡ ﻭ‪) ‬ﻋﻄﻒ( ‪‬ﻜۍ‬
‫ﻟﻪ ﻫﻤﺪﻯ ‪‬ﻜﯥ ﻧﻪ‬

‫ﻭﺭﺳﺘﻪ ﺍﺩﺍﺭﻩ ﻣﺎﻟﻲ‬ ‫ﭘﺎﻳﻠﻪ‬
‫ﺩﭘﺎﻧﮕﯥ ﻟﻪ ‪‬ﻴﺘ‪‬ﻭ ﺳﺮﻩ ﺍﺩﺍﺭﻩ‬
‫ﺑﻮﺩﺟﻪ‬ ‫ﺗﻤﻮﻳﻠﺪﺍﻯ ﻧﺸﻰ‬
‫ﻫﻢ ﺑﺎﻳﺪ ﺑﺪﻟﻮﻥ ﻭ ﻛ‪‬ﻯ‬
‫ﭘﺎﻧﮕﻪ‬
‫ﭘﺎﻧﮕﯥ‬ ‫ﺩ ﺣﻞ ﻻﺭﻩ ‪:‬‬

‫ﺑﻮﺩﺟﻪ ﺯﻳﺎﺗﻮﺍﻟۍ ﭘﻴﺪﺍﻛ‪‬ﻯ‬
‫ﻭﺧﺖ‬
‫ﻟﻪ ﻋﺎﻣﻪ ﺍﺩﺍﺭﻯ ‪‬ﺨﻪ ﻏﻮ‪‬ﺘﻨﻰ‬

‫ﺑﻮﺩﺟﻪ‬
‫د ﻣﺸﺘﺮﻯ ﻭﺿﻊ‬
‫)ﺩﻭﻟﺖ ﺑﺎ ﻳﺪ ﻣﺎﻟﻲ ﺳﺮﭼﻴﻨﻰ ﻭﻟﺮﻯ ﺗﺮ‬
‫)ﺩﻣﺎﻟﻴﻰ ﻭﺭﻛﻮﻭﻧﻜﯥ ﺍﻭ ﺳﺎ ﺳﺘﻤﺪﺍﺭﻥ ﺩ‬
‫‪‬ﻮ ﻭﻛﻮﻻﻯ ﺷﻰ ﺩ ﺧﭙﻠﻮ ﻛﺎﺭ‬
‫ﺧﭙﻠﻮ ﭘﻴﺴﻮ ﭘﻪ ﻣﻘﺎﺑﻞ ﻛﯥ ﺩ ﺧﺪﻣﺖ‬
‫ﻛﻮﻭﻧﻜﻮﺍ‪‬ﺗﻴﺎﻭ ﺗﻪ ‪‬ﻮﺍﺏ ﻭﺭﻛ‪‬ﻯ ﺍﻭ ﺩ‬
‫ﻏﻮ‪‬ﺘﻨﻪ ﻛﻮﻯ (‬
‫ﻣﺸﺘﺮﻳﺎﻧﻮ ﻭﺿﻊ ﺗﻪ ‪‬ﻪ ﻭﺍﻟۍ ﻭﺭﻭﺑ‪‬ﻰ‬
‫ﻋﺎﻣﻪ ﺍﺩﺍﺭﻩ‬
‫ﻛﺎﺭ ﻛﻮﻧﻜﯥ‬
‫)ﻏﻮﺍ‪‬ﻯ ﭘﻪ ﻣﺴﻠﻜﯥ ﺗﻮﮔﻪ ﻛﺎﺭ ﻭﻛ‪‬ﻯ (‬
‫ﺳﻨﺘﻰ ﺳﻴﺴﺘﻢ ﺍﻭ ﺩ ﺟﻮ‪‬ﻟﻮ ﻧﻮﻯ ﺳﻴﺴﺘﻢ‬

‫دﺳﻤﺒﺎﻟﻮﻟﻮ )ﻣﻨﻈﻢ ﺳﺎﺯۍ ( ﺳﻨﺘﻰ ﺳﻴﺴﺘﻢ‬ ‫د ﺟﻮ‪‬ﻭﻧﻰ ﻧﻮﻯ ﺳﻴﺴﺘﻢ‬
‫د ﻋﺎﻣﻞ ﭘﻪ ﻣﺮﺳﺘﻪ ﻣﺪﻳﺮﻳﺖ‬ ‫ﺩﻣﺤﺼﻮﻝ ﭘﻪ ﻣﺮﺳﺘﻪ ﻣﺪﻳﺮﻳﺖ‬
‫ﻣﺪﻳﺮﻳﺖ ﻟﻪ ﻳﻮﻯ ﻓﺎﺻﻠﻲ ﺍﻭ ﺩ ﻣﻮﺧﻮ ﻟﻪ ﭘ‪‬ﺍﻭ ﭘﻪ ﻛﺎﺭﻯ ‪‬ﺎﻧﮕﯥ ﺩﺍﻣﺪﺍﺭﻩ ﻣﺪﺍﺧﻠﻪ‬
‫ﺳﺮﻩ‬
‫ﺧﻮﺩﻯ ﻣﺪﻳﺮﻳﺖ ﺩ ﻏﻴﺮﻭ ﻣﺮﻛﺰﻯ ‪‬ﺎﻧﮕﻮ ﺳﺮﻩ ﻣﺘﻤﺮﮐﺰﻩ ﻣﺪﯾﺮﯾﺖ‬
‫د ﻭ‪‬ﺍﻧﺪﻯ ﻛﻮﻭﻧﻜﻮ ﺗﻪ ﺩ ﻭﻧ‪‬ﻭ ﻣﺴﻮﻟﻴﺘﻮﻧﻮ‬ ‫ﺩﻣﺴﻮﻟﻴﺖ ﻳﻮ ‪‬ﺎﻯ ﻛﻮﻧﻪ ﺍﻭ ﺩ ﺗﺨﺼﺺ‬
‫ﺍﻭ ﺳﺮ ﭼﻴﻨﻮ ﺑﻴﻠﻮﻝ‬ ‫ﺩﻭ‪‬ﺍﻧﺪﻯ ﻛﻮﻟﻮ ﻟﭙﺎﺭﻩ ﺳﺮ ﭼﻴﻨﻰ‬
‫ﺩﺩﻧﺪﻭ ﺍﻭ ﺗﺨﺼﺺ ﻭﻳﺸﻨﻪ ) ﺗﻘﺴﻴﻢ (‬ ‫ﻳﻮ ﺑﻞ ﺳﺮﻩ ﺗ‪‬ﻟﻲ ﺩﻧﺪﻭ ﻳﻮ ‪‬ﺎﻯ ﻛﻮﻧﻪ‬
‫ﻛﻮﺭﻧﻰ ﺍ‪‬ﺗﻴﺎﻭ ﻟﻮﺭﺗﻪ ﭘﺎﻣﻠﺮﻧﻪ‬

‫ﭘﺮ ﻣﺸﺘﺮﻳﺎﻧﻮ ﭘﺎﻣﻠﺮﻧﻪ‬
‫ﺩ ﻓﺸﺎﺭ ﺍﻭ ﺧﭻ ﭘﺮ ﻭ‪‬ﺍﻧﺪﻯ ﺳﺎﺗﻨﻪ ﭘﺮﺗﻪ ﻟﻪ‬ ‫ﭘﻪ ﺑﺎﺯﺍﺭ ﺍﻭ ﺭﻗﺎﺑﺖ ﺑﺎﻧﺪﻯ ﭘﺎﻣﻠﺮﻧﻪ‬
‫ﺭﻗﺎﺑﺘﻪ‬
‫ﺩ ﺣﺴﺎﺑﺎﺗﻮ ﻏﺒﺮﮔﻮ ﻧﻰ ﺳﻴﺴﺘﻤﻮﻧﻮ ﺩﺟﺪﻭﻝ‬
‫ﻣﺎﻟﯽ‬
‫ﺩﭘﺎﻧﮕﻮ ﺍﻭ ﺍﺟﺮﺍﺍﺗﻮ ﻣﺤﺎ ﺳﺒﻪ‬
‫ﺩ ﺍﻧﺴﺎﻧﻰ ﺳﺮ ﭼﻴﻨﻮ ﻣﺘﻤﺮ ﻛﺰﻩ ﻣﺪﻳﺮﻳﺖ‬ ‫ﺩﺍﻧﺴﺎﻧﻰ ﺳﺮﭼﻴﻨﻮ ﻓﻌﺎﻝ ﻣﺪﻳﺮﻳﺖ‬
‫)ﻣﮑﺎﻓﺎﺕ ‪ ،‬ﺩﺍﻧﺴﺎﻧﻰ ﺳﺮﭼﻴﻨﻮ ﭘﺮﺍﺧﺘﻴﺎ (‬
‫ﺩﺍﻏﻴﺰﻣﻨﺘﻮﺏ ﺍﻭ ﮔ‪‬ﻮﺭ ﺗﻴﺎ ﭼﻚ ﻟﺴﺘﻮﻧﻪ‬
‫ﺍﻏﻴﺰﻯ ﭘﻪ ﻣﺪﻳﺮﻳﺖ ﻛﯥ‬

‫) ﺁﻳﺎ ﻣﻮ‪ ‬ﻪ ﻛﺎﺭﻭﻧﻪ ﺳﺮﺗﻪ ﺭﺳﻮ ؟(‬
‫ﺁﻳﺎ ﺩ ﭘﺎﻡ ﻭ‪ ‬ﻟﻪ ﭘﻪ‬ ‫ﺁﻳﺎ ﻣﻮ‪ ‬ﻛﻮﻻﻯ ﺷﻮ ﺧﭙﻠﻰ‬

‫ﻛﻮﻡ ﺍﻫﺪﺍﻑ ﺑﺎﻳﺪ ﻻﺳﺘﻪ‬
‫ﻣﻨﻈﻤﻪ ﺍﻭ ﺩﺭﺳﺘﻪ ﺗﻮﮔﻪ‬ ‫ﻣﻮﺧﯥ ﺍﻭ ﺍﻫﺪﺍﻑ ﻟﻪ ﺍﻭﺳﻨۍ‬
‫ﺭﺍﺷﻰ‬
‫‪‬ﺎﺭﻟۍ ﺷﻮ‬ ‫ﭘﺎﻳﻠﻮ ﻧﻪ ﻻﺳﺘﻪ ﺭﺍﻭ‪‬ﻭ‬
‫ﮐﻔﺎﯾﺖ ﭘﻪ ﻣﺪﯾﺮﯾﺖ ﻛﯥ ) ﺁﻳﺎ ﻣﻮ‪‬‬

‫‪‬ﻪ ﻛﺎﺭﻭﻧﻪ ﺳﺮﺗﻪ ﺭﺳﻮ‬
‫ﺁﻳﺎ ﺯﻣﻮ‪ ‬ﻛﺎﺭﻯ ﭘﺎﻳﻠﻲ‬ ‫ﺯﻣﻮ‪ ‬ﺩ ﻛﺎﺭﻯ ﭘﺎﻳﻠﻮ ﭘﺎﻧﮕﻪ‬ ‫ﺁﻳﺎ ﺯﻣﻮ‪ ‬ﻛﺎﺭﻯ ﭘﺎﻳﻠﻲ ﺩ‬
‫‪‬ﻰ ﺩﻱ‬ ‫‪‬ﻮﻣﺮﻩ ﺩﻩ ؟‬ ‫ﺍﻗﺘﺼﺎﺩﻯ ﭘ‪‬ﺍﻭ ﭘﺮ ﭘﻮ ﺑﻨﺴ‪‬‬
‫ﻭ‪‬ﻻ‪‬ﻯ ﺩﻯ ؟‬
‫ﺩﻣﻨﻈﻢ ﺟﻮ‪‬ﻭﻧﻰ ﻧﻮﻯ ﻧﻤﻮﻧﻰ ﺍﻭ ﺩ ﭼﺎﺭﻭ ﻛﻨ‪‬ﺮﻭﻝ‬
‫ﺩ ﻣﻨﻈﻢ ﺟﻮ‪‬ﻭﻧﻰ ﻧﻮﻯ ﻧﻤﻮﻧﻪ‬

‫ﺩ ﻣﺪﯾﺮﯾﺖ ﺍﺩﺍﺭﻩ‬
‫ﺩﻣﻮﺧﻮ ‪‬ﺎﻛﻨﻪ‬
‫ﺩ ﭘﺎﻡ ﻭ‪ ‬ﺑﺮﻳﺎﻟﻴﺘﻮﺏ‬
‫ﺩﺩﻧﺪﻭ ﭘﻴﮋﻧﺪﻧﻪ‬
‫ﭘﻼﻧﺴﺎﺯﯼ ﺍﻭﮐﻨﺘﺮﻭﻟﻮﻝ‬ ‫ﺩ ﻣﻌﻠﻮﻣﺎﺗﻮ ﻣﻨ‪ ‬ﺗﻪ ﺭﺍﻭ‪‬ﻧﻪ‬
‫ﻟﻨ‪ ‬ﻣﻬﺎﻟﻪ ﺍﻭ ﻣﻨ‪ ‬ﻣﻬﺎﻟﻪ‬

‫ﭘﻼﻥ ﺟﻮ‪‬ﻭﻧﻰ‬ ‫ﻛﻠﻴﺪﻯ ﺍﺭﻗﺎﻡ‬
‫‪ CPC‬راﭘﻮروﻧﻪ‬
‫ﺍﻭ‪‬ﺩ ﻣﻬﺎﻟﻪ ﭘﻼﻥ‬ ‫ﺩﺍﻗﺘﺼﺎﺩﻯ ﺍﻏﻴﺰﻭ‬
‫ﺟﻮ‪‬ﻭﻧﻰ‬ ‫ﺗﺤﻠﻴﻞ ﻛﻮﻝ‬
‫ﺩ ﻧﻈﺮﻭ‪ ‬ﺗﻌﺮﻳﻒ‬
‫ﺩﺩﻧﺪﻭ ﺗﺤﻠﻴﻞ ﺍﻭ ﺗﺠﺰﻳﻪ ﭘﻪ ﺳﻴﺘﻤﺎﺗﻴﻜﻪ ﺗﻮﮔﻪ‬

‫ﺩ ﺳﻴﺎﺳﻰ ﭼﺎﺭﻭ ﻣﺘﻘﺎﺑﻠﻪ ﺍﻏﻴﺰﻩ ‪ /‬ﻣﺪﯾﺮﺕ ﺍﻭ ﺍﻏﻴﺰﻩ‬

‫‪ /‬ﻛ‪‬ﻧﻰ‬
‫‪‬ﺎﺭﻳﺎﻥ‬
‫ﺩﻣﻌﺎﻣﻠﻲ ﻟﻮﺭۍ‬ ‫ﻋﺎﻣﻪ ﻣﺪﻳﺮﻳﺖ‬
‫ﺳﻴﺎﺳﻰ ﻣﺴﺎﻳﻞ‬
‫ﺩ ﺧﺪﻣﺎﺗﻮ ﺗ‪‬ﻭﻥ‬ ‫ﺩ ﻛ‪‬ﻧﻮ ﺍﺟﺮﺍﺋﻴﻮﻯ‬
‫ﻣﻮﺧﻲ‬
‫ااﻏﻴﺰﻣﺘﻮﺏ‬
‫ﭘﻪ ﻋﻤﻠﻲ ﺗﻮﮔﻪ‬ ‫ﮐﻔﺎﯾﺖ‬
‫ﺍﻗﺘﺼﺎﺩﯼ ﮐﻔﺎﯾﺖ‬
‫د ﺑﻮﺩﺟﻰ ﭘﻠﻲ ﻛﻮﻝ‬

‫ﻣﺎﻟﻲ ﺑﻴﻼﻧﺲ‬
‫ﻧ‪‬ﻳﻮﺍﻟﻪ ﺑﻮ ﺩﺟﻪ ﺍﻭ ﻣﻮﺧﻰ ﺩ ﻣﻠﻲ‬
‫ﺍﻗﺘﺼﺎﺩ‬ ‫ﻣﺤﺼﻮﻻﺕ ﺍﻭ‬ ‫ﻣﻌﺎﻣﻠﻰ ﻟﻮﺭۍ‬
‫ﭘﻪ‬ ‫ﺧﺪﻣﺎﺕ‬ ‫)ﻣﺸﺘﺮﯾﺎﻥ(‬
‫ﻣﺮﺳﺘﻪ ‪‬ﺎﻛﻞ ﻛﻴ‪‬ﻯ‬
‫‪‬ﺎﺭﻳﺎﻥ‬
‫ﺩ ﻣﻨﻈﻢ ﺟﻮ‪‬ﻭﻟﻮ ﺩﻧﻮﻯ ﺳﻴﺴﺘﻢ ﻣﻮﺧﻲ‬
‫ﭘﻪ ﻋﺎﻣﻪ ﺍﺩﺍﺭﻩ ﻛﯥ ﺩﮔ‪‬ﻮﺭ ﺗﻮﺏ ﺍﻭﺍﻏﻴﺰﻣﻨﺘﻮﺏ ﻟﻮ‪‬ﻭﻝ‬

‫ﻟﭙﺎﺭﻩ‬
‫ﺩ ﻟﮕ‪‬ﺘﻮﻧﻮ‪‬ﺮﮔﻨﺪﻩ‬ ‫ﺩﭘﺮﻳﻜ‪‬ﻭ ﺩ ﺑﻨﺴ‪ ‬ﺗﻪ ‪‬ﻪ ﻭﺍﻟۍ‬

‫د ﭘﺎﻳﻠﻮ ﻟﻮﺭﺗﻪ ‪‬ﺎﺭﻧﻪ ﺍﻭ ﻛﻨ‪‬ﺮﻭﻝ‬
‫ﺍﻭ ﺳﭙﻴ‪‬ﻠﺘﻴﺎ‬ ‫ﻭﺭﺑﺨﻞ‬
‫ﺩﻣﺎﻧﻮﺭﻭﻧﻮ ﻟﭙﺎﺭﻩ ‪‬ﻳﺮﻩ ﺯﻣﻴﻨﻰ‬

‫ﺩ‪‬ﻳﺮ ﺑﺪ ﻟﻮﻧﻮ ﻣﻨﻞ‬ ‫‪‬ﻳﺮ ﺧﻮﺯ‪‬ﺖ ﺍﻭ ﻫ‪‬ﻮﻧﻰ‬
‫ﺑﺮﺍﺑﺮﻭﻝ )ﺁﺯﻣﺎﻳﺸﻰ ﺗﻤﺮﻳﻨﺎﺕ‬
‫ﺩ ﮐﻨﺘﺮﻭﻝ ﻓﻠﺴﻔﻪ‬
‫ﻣﺪﻳﺮﺍﻥ )ﺭﻫﺒﺮﺍﻥ ( ﺩ ﻟﮕ‪‬ﺘﻮﻧﻮ ﻛ‪‬ﻧﻮ ﺍﻭ ﺍﻧﺪﺍﺯﻯ‬

‫ﻟﻪ ﻣﻮﺧﻮﺳﺮﻩ ﻣﺸﺮﻯ ﻛﻮﻝ‬
‫)ﻛﭽﯥ ( ﻭﻧ‪‬ﻩ ﭘﻪ ﻏﺎ‪‬ﻩ ﻟﺮﻯ‬
‫ﻭﺯﺍﺭﺗﻮﻧﻪ ‪ ،‬ﻟﻮ‪ ‬ﻣﻘﺎﻣﺎﺕ ‪،‬‬

‫ﺩ ﺗﺨﺼﺼﻰ ﺳﺎﺣﻮ ﺍﻭ ﺑﻮﺩﺟﯥ‬ ‫ﺍﺩﺍﺭﻯ ﺍﺭﮔﺎﻧﻮﻧﻪ ‪ ،‬ﺍﻭ ‪‬ﺎﻧﮕﯥ‬
‫ﻟﭙﺎﺭﻩ ﺩ ﻣﺴﻮﻟﻴﺘﻮﻧﻮ ﺳﭙﺎﺭﻝ‬ ‫ﺩﺧﭙﻠﻲ ﺍﺟﺮﺍﺋﻴﻮﻯ ﭼﺎﺭﻭ ﻭﻧ‪‬ﻩ ﭘﻪ‬
‫ﺍﻭ ﻏﻴﺮﻯ ﻣﺘﻤﺮ ﻛﺰ ﻛﻮﻝ‬ ‫ﻏﺎ‪‬ﻩ ﺍﺧﻠﻲ ﺍﻭ ﺁﺯﻣﺎﻳﺸﻰ ﭼﺎﺭﻭ ﻟﭙﺎﺭﻩ‬
‫ﺩﻛﻨ‪‬ﺮﻭﻝ ﻓﻠﺴﻔﻪ‬ ‫ﺯﻣﻴﻨﻪ ﺑﺮﺍﺑﺮﻭﻯ‬
‫ﺩﺍﺩﺍﺭﯤ ﺩ‪‬ﻮﻟﻮ ‪‬ﺎﻧﮕﻮ ﻛﺘﻞ‬

‫ﺩ ﺗﺨﺼﺼﻰ ﺳﺎﺣﻮ ﭘﻮﺭﻯ ﺍ‪‬ﻭﻧﺪ‬
‫ﺍﻭ ﺍﺭﺯﻭﻝ‬
‫ﭘﺎﻳﻠﻮ ﺗﻪ ﭘﺎﻣﻠﺮﻧﻪ‬ ‫ﺩ ﻣﺤﺼﻮﻻﺗﻮ ) ﺧﺪﻣﺎﺕ ( ﭘﺮﺑﻨﺴ‪ ‬ﻛﻨ‪‬ﺮﻭﻝ‬

‫‪‬ﻠﻮﺭ ‪‬ﻭﻟﻪ ﮐﻨﺘﺮﻭﻝ‬
‫ﻏﯿﺮ ﻣﺘﻤﺮﮐﺰ‬ ‫ﻣﺘﻤﺮﮐﺰ‬ ‫ﮐﻨﺘﺮﻭﻟﻮﻝ‬
‫ﺩﻳﻮﻩ ﻟﻨ‪ ‬ﻣﻬﺎﻟﻪ ﺑﻨﻴﺎﺩ‬ ‫ﺩ‪‬ﻮﻟﻮ ﺗﺨﺼﺼﻰ ﺳﺎﺣﻮ‬ ‫ﻣﻮﺛﺮ ) ﻋﻤﻠﯽ (‬

‫ﭘﺮﺑﻨﺴ‪ ‬ﺩ ﻓﺮﺩﻯ‬ ‫ﺩ ﺟﺰﺋﻴﺎﺗﻮ ﻛﻨ‪‬ﺮﻭﻝ ﺩ‬
‫ﺗﺨﺼﺺ‬ ‫ﻳﻮﻩ ﻟﻨ‪ ‬ﻣﻬﺎﻟﻪ ﺑﻨﻴﺎﺩ ﭘﺮ‬
‫ﺩ ﺟﺰﺋﻴﺎﺗﻮ ﻛﻨ‪‬ﺮﻭﻝ‬ ‫ﺑﻨﺴ‪‬‬
‫ﺩ ﺍﺯ‪‬ﺩ ﻣﻬﺎﻟﻪ ﻣﻮﺧﻮ ﺩ‬ ‫ﺩﻳﻮﻯ ﺍﺩﺍﺭﻯ ﻣﻮﺧﯥ ﺩ‬ ‫ﺳﺘﺮﺍﺗﯿﮋﯾﮏ‬
‫ﺗﺨﺼﺼﻰ ﺳﺎ ﺣﻮ‬ ‫ﻫﻐﻰ ﺩ ﻣﺮﻛﺰﻯ ‪‬ﺎﻧﮕﯥ‬
‫ﻧﻤﻮﻧﻪ‬ ‫ﻟﻪ ﺧﻮﺍ ‪‬ﺎﻛﻞ ﻛﻴ‪‬ﻯ ‪۰‬‬
‫ﺭﺍﭘﻮﺭﻭﺭﻛﻮﻧﻲ‬
‫‪ ۵‬ﭘﻮ‪‬ﺘﻨﻰ‬
‫‪‬ﻪ ؟‬ ‫‪‬ﻮﻙ ؟‬
‫ﻣﺤﺘﻮﺍ‬ ‫ﻟﻴ‪‬ﺩﻭﻧﻜﯥ ‪ /‬ﺍﺧﻴﺴﺘﻮﻧﻜۍ‬
‫ﻭﻟﻲ ؟‬
‫ﻣﻘﺼﺪ‬
‫‪‬ﻪ ‪‬ﻭﻝ ؟‬ ‫‪‬ﻪ ﻭﺧﺖ ﺍﻭ ‪‬ﻮ‪‬ﻠﻲ ؟‬
‫ﻭ‪‬ﺍﻧﺪﻳﺰﻭﻧﻪ )ﭘﻴﺸﻜﺶ (‬ ‫ﻧﻴ‪‬ﻪ ‪ /‬ﻧﻮﺑﺖ‬

‫ﺟﻮ‪‬ﻭﻧﻪ ﺍﻭ ﺗﺪﺍﺭﻙ)ﺗﻬﻴﻪ ﺍﻭ ﺗﺪﺍﺭﻙ (‬
‫ﻟﺴﻢ ﻓﺼﻞ‬
‫‪Presentation Material‬‬

‫ﺩ ﺟﻮ‪‬ﻭﻧﻰ ﺍﻭ ﺗﺪﺍﺭﻙ ﭘﻴﮋﻧﺪﻧﻪ‬
‫ﺧﺪﻣﺖ ﭘﻪ ﻣﻨﺎﺳﺒﻪ ‪,‬ﺟﻮ‪‬ﻭﻧﻪ ﺍﻭ ﺗﺪﺍﺭﻙ ﺩ ﺗﻮﻛﻮ ﭘﻪ ﻣﻨﺎﺳﺒﻪ ﺗﻮﮔﻪ ﻓﺮﻣﺎﻳﺶ ﻭﺭﻛﻮﻧﻰ ‪،‬‬
‫ﻭﺧﺖ ﺍﻭﺍﻧﺪﺍﺯﻯ ﭘﻪ ﻣﻨﺎﺳﺒﻪ ‪‬ﺎﻱ ﺩ ﮔ‪‬ﻰ ﺍﻭ ﻣﻔﺎﺩ ﺩ ﻛﺴﺐ ‪ ،‬ﺍﻭ ﻳﺎ ﻫﻢ ﺩ ﺣﻜﻮﻣﺖ ‪،‬‬
‫ﺷﺮﻛﺖ ﺍﻭ ﺍﻧﻔﺮﺍﺩﻱ ﻭﮔ‪‬ﻭ ﻣﺴﺘﻘﻤﻰ ﺍﺳﺘﻔﺎﺩﻱ ‪‬ﺨﻪ ﻋﺒﺎﺭﺕ ﺩﻩ‪.‬‬
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‫ﺟﻮ‪‬ﻭﻝ ﺍﻭ ﺗﺪﺍﺭﻙ‬
‫ﺩﺟﻮ‪‬ﻭﻧﻰ ﺍﻭ ﺗﺪﺍﺭﻙ ﭘﻪ ﺍ‪‬ﻭﻧﺪ ﻣﻬﻤﻰ ﭘﻮ‪‬ﺘﻨﻰ ﺩﺍ ﺩﻱ ‪.‬ﭼﯥ ﻟﻪ ﻣﺤﺪﻭﺩﻯ ﺑﻮﺩﺟﻰ ﺳﺮﻩ‬

‫ﺩﻗﻴﻘﺂ ‪‬ﻪ ﺭﺍﻭﻧﻴﺴﻮ ‪ ۰‬ﺍﻭ‪‬ﻪ ﺷۍ ﺧﺮﻳﺪﺍﺭﻯ ﻛ‪‬ﻭ ؟‬
‫ﺩﺑﻴﻠﮕﯥ ﭘﻪ ﺗﻮﮔﻪ ‪ :‬ﺩﻳﻮﻩ ﺩﻓﺘﺮ ﻣﺪﻳﺮ ﺑﺎﻳﺪ ﭘﺮﻳﻜ‪‬ﻩ ﻭﻧﻴﺴﻰ ﭼﯥ ﺁﻳﺎ ﻳﻮ ﭘﺎﻳﻪ ﻧﻮﻯ ﭘﺮﻧﺘﺮ‬
‫ﺧﭙﻞ ﺩﻓﺘﺮ ﺗﻪ ﻭﺍﺧﻠﻲ ﺍﻭ ﻳﺎ ﺍﺳﻜﻨﺮ ‪۰‬‬
‫ﭘﻪ ﺩﻯ ﺍ‪‬ﻭﻧﺪ ﺩ ﺍﻗﺘﺼﺎﺩﻯ ﺗﺤﻠﻴﻞ ﻟﻪ ﻣﻴﺘﻮﺩ ﻧﻪ ﻛﺎﺭ ﻭﺍ ﺧﻠﻲ ‪۰‬‬
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‫ﺩ ﺍﻗﺘﺼﺎﺩﻯ ﺗﺤﻠﻴﻞ ﻣﻴﺘﻮﺩﻭﻧﻪ)‪(۱‬‬
‫ﻏﻮ‪‬ﺘﻞ ﺷﻮﻯ ‪‬ﻮﻟﻲ ﮔ‪‬ﻮ ﭘﻪ ﻭ‪‬ﺍﻧﺪﻯ ﺩ ﻏﻮ‪‬ﺘﻞ ﺷﻮﻯ ‪‬ﻮﻟﻮ ﻟﮕ‪‬ﺘﻮﻧﻮ ﺩ ﺳﻨﺠﺶ ﻟﻪ ﭘ‪‬ﺍﻭ‬ ‫‪.١‬‬
‫‪‬ﺨﻪ ﻋﺒﺎﺭﺕ ﺩﻯ ‪۰‬‬
‫ﺗﺮ ‪‬ﻮﻭﻛﻮﻻۍ ﺷﻮ ‪‬ﻳﺮﻩ ‪‬ﻪ ﺍﻭ ﮔ‪‬ﻮﺭﻩ ﻻﺭﻩ ﻭ‪‬ﺎﻛﻮ ‪‬ﻳﺮ ﻭﺧﺘﻮﻧﻪ ﺩ ﻟﮕ‪‬ﺘﻮﻧﻮ ﮔ‪‬ﻮﺭ ﺗﺤﻠﻴﻞ‬ ‫‪.٢‬‬
‫‪ ،‬ﺩ ﻏﻮ‪‬ﺘﻞ ﺷﻮﻯ ﺭﺍﺗﮓ ﭘﻪ ﻭ‪‬ﺍﻧﺪﻯ ﻟﻤ‪‬ﻧﻰ ﻟﮕ‪‬ﺘﻮﻧﻪ ﭘﻪ ﭘﻮﻟﻲ ﻣﺤﺎﺳﺒﻪ ﻛﯥ ﻭﺭﮔ‪ ‬ﺩﻯ‬
‫د‬
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‫ﺩ ﺍﻗﺘﺼﺎﺩﻯ ﺗﺤﻠﻴﻞ ﻣﻴﺘﻮﻧﻮﻧﻪ)‪(۲‬‬
‫ﺩ ﺍﻏﻴﺰﻣﻦ ﻟﮕ‪‬ﺖ ﺗﺤﻠﻴﻞ ‪:‬‬ ‫‪.٢‬‬
‫ﻟﻪ ﻳﻮ ‪‬ﻭﻝ ﺍﻗﺘﺼﺎﺩﻯ ﻟﮕ‪‬ﺖ ‪‬ﺨﻪ ﻋﺒﺎﺭﺕ ﺩﻩ ﭼﯥ ﺩ ﻳﻮ ﺟﻨﺲ ‪‬ﻮﻟﻲ ﻫﻐﻰ ﮔ‪‬ﻰ ﭘﻪ‬
‫ﻭ‪‬ﺍﻧﺪﻯ ﭼﯥ ﺑﺎﻳﺪ ﭘﻪ ﻛﻴﻔﻰ ﺗﻮﮔﻪ ﻭﻭﻳﻞ ﺷﻰ ‪ ،‬ﺩ ﻏﻮ‪‬ﺘﻞ ﺷﻮﻳﻮ ‪‬ﻮﻟﻮ ﻟﮕ‪‬ﺘﻮﻧﻮ ﭘﻪ‬
‫ﻣﺤﺎﺳﺒﻪ ﻛﯥ ﻭﺭﮔ‪ ‬ﺩﻯ ﭼﯥ ﺍﻛﺜﺮﺁ ﭘﻪ ﭘﻮﻟﻰ ﻭﺍﺣﺪﻭﻧﻮ ﺍﻧﺪﺍﺯﻩ ﻛﻴ‪‬ﻯ ‪ ۰‬ﺩ ﻟﮕ‪‬ﺘﻮﻧﻮ‬
‫ﮔ‪‬ﻮﺭ ﺗﺤﻠﻴﻞ ﺑﺮﻋﻜﺲ ﺩ ﻟﮕ‪‬ﺘﻮﻧﻮ ﺩ ﺍﻏﻴﺰﻣﻦ ﺗﺤﻠﻴﻞ ﻧﺒﺎﻳﺪ ﭘﻪ ﭘﻮﻟﻰ ﻣﻘﻴﺎﺱ ﺍﻧﺪﺍﺯﻩ‬
‫ﺷﻰ ‪۰‬‬
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‫ﺩﺑﺮﺍﺑﺮﻭﻟﻮ ﺍﻭ ﺗﺪﺍﺭﻙ ﭘ‪‬ﺍﻭ‬
‫ﺭﻗﺎﺑﺘﻲ ﺑﺮﺍﺑﺮﻭﻧﻪ ﺍﻭﺗﺪﺍﺭﻙ ﺩ ﺩﻭﺍﻃﻠﺒۍ ﺷﺎﻣﻞ ﺩﻯ ﻳﻮﻩ ﺍﺩﺍﺭﻩ ﺑﻪ ﻣﻤﻜﻨﻪ ﺗﻮﻛﻮ ﺍﻭ ﺍﺟﻨﺎﺳﻮ‬
‫ﺗﻪ ﺍ‪‬ﺗﻴﺎ ﻭﻟﺮﻯ ﻛﻪ ﺩﺩﻯ ﺧﺪﻣﺘﻮﻧﻮ ﺍﻭﺍﺟﻨﺎﺳﻮ ﭘﺎﻧﮕﻪ ﺯﻳﺎﺗﻪ ﺩ ‪‬ﺎﻛﻠﻲ ﻣﺒﻠﻐﻪ ﻧﻮﻯ ﭼﯥ‬
‫ﺩﺍﺩﺍﺭﻯ ﺩ ﭘﺎﻟﺴﻰ ﺍﻭ ﺩ ﻗﺎﻧﻮﻥ ﺍﻭ ﻣﻘﺮﺍﺭﺗﻮ ﻟﻪ ﺧﻮﺍﻭ‪‬ﺍﻧﺪ ﻟﻴﺪ ﺷﻮﻯ ﻭﻯ ﺩﺑﻴﻠﮕﯥ ﭘﻪ ﺗﻮﮔﻪ ‪:‬‬
‫ﻫﻐﻪ ﺧﺪﻣﺎﺗﻰ ﺍﺟﻨﺎﺱ ﺍﻭ ﺗﻮﻛﯥ ﭼﯥ ﺯﻳﺎﺕ ﺗﺮ ‪ ۵۰۰‬ﺩﺍﻟﺮﻭ ﺍﺭﺯ‪‬ﺖ ﻭﻟﺮﻯ ﻻﺯﻡ ﺩﻩ ﭼﯥ ﺩ‬
‫ﺩﻭﺍﻃﻠﺒۍ ﭘﻪ ﭘﺮﻭﺳﻪ ﻛﻪ ﻛﻴ‪‬ﺩﻭﻝ ﺷﻰ ﭘﻪ ﺩﻯ ﺻﻮﺭﺕ ﻛﯥ ﺩ ﺗﺪﺍﺭﻛﻮ ﺭﻗﺎﺑﺘﻰ ﭘ‪‬ﺍﻭ ﺑﺎﻳﺪ‬
‫ﭘﻴﻞ ﺷﻰ ﺗﺎﺳﻮ ﺑﺎﻳﺪ ﺩ ﺧﭙﻠﻰ ﺍﺩﺍﺭﻯ ﺩ ﻣﻘﺮﺍﺭﺗﻮ ﻣﺤﺪﻭﻳﺪﻭﻧﻪ ﻭ ‪‬ﻴ‪‬ﻯ ﺍﻭ ﺑﺮﺳﻲ ﻳﻰ ﻛ‪‬ۍ‬
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‫ﺩﺑﺮﺍﺑﺮﻭﻧﻰ ﺍﻭ ﺗﺪﺍﺭﻙ ‪‬ﻭﻟﻮﻧﻪ )‪(١‬‬
‫ﺩ ﺍﺟﻨﺎﺳﻮ ﺍﻭ ﺧﺪﻣﺎﺗﻮ ﺩ ﮔ‪‬ﻪ ﺍﺧﻴﺴﺘﻨﻰ ﭘﻪ ﺍ‪‬ﻭﻧﺪ ﺩ ﺑﺮﺍﺑﺮﻭﻧﻰ ﺍﻭ ﺗﺪﺍﺭﮎ ﻓﻌﺎﻟﻴﺘﻮﻧﻪ‬

‫ﺍﻛﺜﺮﺁ ﭘﻪ ﺩﺩﻭ ﻛﺘﮕﻮﺭۍ ﻭﻳﺸﻞ ﻛﻴ‪‬ﻯ ‪۰‬‬
‫‪ .۱‬ﺗﻮﻟﻴﺪ ﺳﺮﻩ ﺗ‪‬ﻟﻲ ﺍﻭ ﻣﺴﺘﻘﻴﻤﻪ ﺑﺮﺍﺑﺮﻧﻪ ﺍﻭﺗﺪﺍﺭﻙ‬
‫‪ .۲‬ﻧﺎﺗ‪‬ﻟﻲ ﺍﻭ ﻏﻴﺮ ﻣﺴﺘﻘﻴﻤﻪ ﺑﺮﺍﺑﺮﻭﻧﻪ ﺍﻭﺗﺪﺍﺭﻙ‬
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‫ﺩﺑﺮﺍﺑﺮﻭﻧﻰ ﺍﻭﺗﺪﺍﺭﻙ ‪‬ﻭﻟﻮﻧﻪ)‪(۲‬‬
‫‪ .۱‬ﺗﻮﻟﻴﺪ ﭘﻮﺭﻯ ﺗ‪‬ﻟﻲ ‪:‬‬

‫ﺗﻬﯿﻪ ﻭ ﺗﺪﺍﺭﮐﺎﺕ ﻳﻮﺍﺯﻱ ﺍﻭ ﻣﺴﺘﻘﻴﻤﻪ ﺩ ﺗﻮﻟﻴﺪ ﭘﻪ ﻫﻜﻠﻪ ﻣﻨ‪ ‬ﺗﻪ ﺭﺍ‪‬ﯥ ﺩﻫﻐﻮ ﺍﻗﻼﻣﻮ‬
‫ﺷﺎﻣﻞ ﺩﻱ ﭼﯥ ﺩ ﻛﺎﺭ ﺩ ﻣﺤﺼﻮﻝ ﺗﻤﺎﻣﻪ ‪‬ﺎﻧﮕﻪ ﺟﻮ‪‬ﻭﻱ ‪ ،‬ﺩ ﺑﻴﻠﮕﯥ ﭘﻪ ﺗﻮﮔﻪ ‪ :‬ﺍﻭﻣﻪ‬
‫ﻣﻮﺍﺩ ‪ ،‬ﺑﻴﻼﺑﻴﻞ ﺍﺟﺰﺍ ﺍﻭ ﺗﺮﻛﻴﺒﻮﻧﻪ ‪۰‬‬
‫ﺑﺮﺍﺑﺮﻭﻝ ﺍ ﻭ ﺗﺪﺍﺭﮐﺎﺕ ﻣﺴﺘﻘﯿﻤﻪ ﺩ ﺗﻮﻟﻴﺪ ﭘﻪ ﭘ‪‬ﺍﻭ ﺑﺎﻧﺪﻱ ﺍﻏﻴﺰﻩ ﻟﺮﻱ ‪۰‬‬
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‫ﺩ ﺑﺮﺍﺑﺮﻭﻧﻲ ﺍﻭ ﺗﺪﺍﺭﻙ ‪‬ﻭﻟﻮﻧﻪ)‪(۳‬‬
‫‪ .٢‬ﭘﻪ ﺗﻮﻟﻴﺪ ﭘﻮﺭﻱ ﻧﻪ ﺗ‪‬ﻟﻲ ﺍﻭ ﻏﻴﺮ ﻣﺴﺘﻘﻴﻢ ﺑﺮﺍﺑﺮﻭﻝ ﺍﻭ ﺗﺪﺍﺭﻙ ‪:‬‬

‫ﺩﺍ ‪‬ﻭﻝ ﺑﺮﺍﺑﺮﻭﻝ ﺍﻭﺗﺪﺍﺭﻙ ﻋﻤﻠﻴﺎﺗﻲ ﺳﺮ ﭼﻴﻨﻮ ﺳﺮﻩ ﺗ‪‬ﺍﻭ ﻟﺮﻱ ‪۰‬ﭼﯥ ﻳﻮﻩ ﺍﺩﺍﺭﻩ ﭘﻪ ﻋﻤﻠﻴﺎﺗﻮ‬
‫ﺑﺎﻧﺪﻱ ﺩ ﺗﻮﺍﻧﻴﺪ ﻭ ﻟﭙﺎﺭﻩ ﺧﺮﻳﺪﺍﺭﻱ ﻛﻮﻱ ﺩﺍ ‪‬ﻮﻝ ﺩ ﺑﻴﻼ ﺑﻴﻠﻮ ﺧﺪﻣﺘﻮﻧﻮ ﺍﺟﻨﺎﺳﻮ ﺍﻭﻟﻪ‬
‫ﻛﻮﭼﻨﻴﻮ ﺍﻗﻼ ﻣﻮ ‪‬ﺨﻪ ﻧﻴﻮﻝ ﻟﻜﻪ ‪ :‬ﺩ ﺩﻓﺘﺮ ﺍ‪‬ﺗﻴﺎﻭﻱ ) ﻗﺮ ﻃﺎﺳﻴﻪ ( ﺗﺮ ﻗﻴﻤﺖ ﻟﺮﻭﻧﻜﻮ ﺍﻭ‬
‫ﭘﻴﭽﻠﻮ ﻣﺤﺼﻮﻻﺗﻮ ﻳﻌﻨﻲ ﻏ‪ ‬ﺳﺎﻣﺎﻥ ﺍﻻﺕ ) ﺍﺳﻜﻨﺮ ‪ ،‬ﻓﻮﺗﻮ ﻛﺎﭘﻰ ﺍﻭ ﺩﺍﺳﻲ ﻧﻮﺭ ( ﺍﻭ‬
‫ﻫﻤﺪﺍ ‪‬ﻭﻝ ﻣﺸﻮﺭﺗﻰ ﺧﺪ ﻣﺘﻮﻧﻮ ﺷﺎﻣﻞ ﺩﻱ ‪۰‬‬
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‫ﺩ ﺍﺭﺯ‪‬ﺘﻮﻧﻮ ﻟ‪‬ۍ)‪(۱‬‬
‫ﺑﺮﺍﺑﺮﻭﻝ ﺍﻭ ﺗﺪﺍﺭﻙ ﺩ ﺍﺭﺯ‪‬ﺘﻮﻧﻮ ﺩ ﻟ‪‬ۍ ﻳﻮﻩ ﺑﺮﺧﻪ ﺩﻩ ﭼﯥ ﺩﯤ ﻣﺎﻳﻜﻞ ﭘﻮﺭﺗﺮ ﻟﻪ ﺧﻮﺍ ﭘﻪ‬
‫ﻛﺎﻝ ‪۱۹۸۵‬ﻛﯥ ﻭ‪‬ﺍﻧﺪﻱ ﺷﻮﻩ ﻫﻐﻪ ﻋﻘﻴﺪﻩ ﻣﻨﺪ ﻭﻩ ﭼﯥ ﻓﻌﺎﻟﻴﺘﻮﻧﻪ ﭘﻪ ﻳﻮﻩ ﺍﺩﺍﺭﻩ ﻛﯥ ﻫﻐﻪ‬
‫ﺧﺪﻣﺎﺕ ﻳﺎ ﻣﺤﺼﻮﻻﺕ ﭼﯥ ﺩ ﻳﻮﻩ ﺍﺩﺍﺭﻱ ﭘﻪ ﻣﺮﺳﺘﻪ ﺻﻮﺭﺕ ﻣﻮﻣﻰ ﺍﺭﺯ‪‬ﺘﻮﻧﻪ ﻋﻼﻭﻩ‬
‫ﻛﻮﻯ ‪ ۰‬ﻛﻪ ‪‬ﻮﻝ ﻓﻌﺎﻟﻴﺘﻮﻧﻪ ﭘﻪ ﮔ‪‬ﻮﺭ ﻩ ﺗﻮﮔﻪ ﺳﺮﺗﻪ ﻭﺭﺳﻴ‪‬ﻯ ﻻﺳﺘﻪ ﺭﺍﻏﻠۍ ﺍﺭﺯ‪‬ﺖ ﺑﺎﻳﺪ‬
‫ﭘﻪ ﻻﺭﻩ ﺍﭼﻮﻧ‪‬ﯥ ﻟﮕ‪‬ﺖ ﻧﻪ ﺯﻳﺎﺩ ﻭﻯ ‪۰‬‬
‫‪321‬‬
‫ﺩ ﺍ ﺭﺯ‪‬ﺘﻮﻧﻮ ﻟ‪‬ۍ)‪(۲‬‬
‫ﻟﻤ‪‬ﻧﻲ ﻓﻌﺎﻟﻴﺘﻮﻧﻪ‬
‫ﺩﺍﺩﺍﺭﻯ ﻛﻮﺭﻧﻰ ﺑﺸﭙ‪‬ﺗﻴﺎ ﻭ ﻯ ‪ :‬ﺩ ﻫﻐﻮ ﻣﺤﺼﻮﻻﺗﻮ ﺍﻭ ﺧﺪﻣﺘﻮﻧﻮ ﺩﺭﻟﻮﺩﻧﻜﯥ ﻭﻯ ﭼﯥ‬

‫ﺩﻯ ﺍﺩﺍﺭﻯ ﻛﻮﺭﻳﻨﻮ ﻭ‪‬ﺍﻧﺪﻯ ﻛﻮﻧﻜﻮ ﻟﻪ ﺧﻮﺍ ﻣﻨ‪ ‬ﺗﻪ ﺭﺍ‪‬ﻰ ‪۰‬‬
‫ﻋﻤﻠﯿﺎﺕ ‪ :‬ﻟﻪ ﻫﻐﻰ ﭘ‪‬ﺍﻭ ﻧﻪ ﻋﺒﺎﺭﺕ ﺩﻩ ﭼﯥ ﺩ ﺧﺪﻣﺘﻮﻧﻮ ﺍﻭ ﻣﺤﺼﻮﻻﺗﻮ ﺍﺭﺯ‪‬ﺖ ﺗﻪ‬
‫ﺯﻳﺎﺗﻮﺍﻟۍ ﻭﺭ ﺑ‪‬ﻰ ‪ .‬ﺩﻯ ﺑﻴﻠﮕﯥ ﭘﻪ ‪‬ﻭﻝ ) ﺩ ﺗﻮﻟﻴﺪ ﭘﻪ ﻛﺮ‪‬ﻪ ﺩ ﻣﺤﺼﻮﻝ ﮔﺮ‪‬ﻴﺪﻧﻪ (ﺩﺍﻭﻣﻪ‬
‫ﻣﻮﺍﺩﻭ‪ ،‬ﺩ ﻻﺳﺘﻪ ﺭﺍﻏﻠﻮ ﺧﺪﻣﺘﻮﻧﻮ ﺍﻭ ﻣﺤﺼﻮﻻﺗﻮ ﻧﻪ ﭘﻪ ﻭﺭﻭﺳﺘﻲ ﻣﺤﺼﻮﻝ ﺍﻭ ﻳﺎ ﺧﺪﻣﺎﺗﻮ‬
‫ﻛﯥ ﻛﺎﺭ ﺍﺧﻴﺴﺘﻞ ﻛﻴ‪‬ﻱ ‪.‬‬
‫ﺩﺍﺩﺍﺭﻯ ﺑﻬﺮﻧﻰ ﺑﺸﭙ‪‬ﺗﻴﺎ ﻭﻯ ‪ :‬ﻫﺮ ﻛﻠﻪ ﭼﯥ ﺩ ﺧﺪﻣﺎﺗﻮ ﻭﺭﻭﺳﺘﻰ ﻣﺮﺣﻠﻪ ﺳﺮﺗﻪ ﻭﺭﺳﻴ‪‬ﻯ‬
‫ﺩﻭﻳﺸﻠﻮ ﻟﭙﺎﺭﻩ ﭼﻤﺘﻮ ﻛﻴ‪‬ﻯ‪.‬‬
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‫ﺩﺍﺭﺯ‪‬ﺘﻮﻧﻮ ﻟ‪‬ۍ)‪(۳‬‬
‫ﺳﺎﺗﻨﺪﻭﻳﻪ ﺍﻭ ﺣﻤﺎ ﻳﺘﻰ ﻓﻌﺎﻟﻴﺘﻮﻧﻪ‬

‫ﺳﺎﺗﻨﺪﻭﻳﻪ ﻓﻌﺎﻟﻴﺘﻮﻧﻪ ﻟﻮﻣ‪‬ﻧﻰ ﻓﻌﺎﻟﻴﺘﻮﻧﻪ ﺗﻘﻮﻳﻪ ﻛﻮﻱ ﺍﻭ ﭘﻪ ﻻﻧﺪﻯ ‪‬ﻭﻝ ﺩﻯ ‪:‬‬
‫ﺑﺮﺍﺑﺮﻭﻝ ﺍ ﻭ ﺗﺪﺍﺭﮐﺎﺕ ‪ :‬ﺩﺍ ‪‬ﺎﻧﮕﻪ ﻣﻜﻠﻔﻪ ﺩﻩ ﺗﺮ ‪‬ﻮﭘﻮﺭﻯ ﺍﺩﺍﺭﻯ ﺗﻪ‪ ،‬ﻣﺤﺼﻮﻻﺕ ﺍﻭ‬
‫ﺧﺪﻣﺘﻮﻧﻪ ﭘﻪ ﻣﻨﺎﺳﺒﻪ ﺑﻴﻪ ﺍﻭ ﻛﻴﻔﻴﺖ ﻭ‪‬ﺍﻧﺪﻯ ﻛ‪‬ﻯ ‪.‬‬
‫ﺩﺗﮑﻨﺎﻟﻮﮊﯼ ﭘﺮﺍﺧﺘﻴﺎ‪ :‬ﺩ ﺗﻜﻨﺎﻟﻮﮊۍ ﭘﺮﺍﺧﺘﻴﺎ ﭘﻪ ﻳﻮﻩ ﺍﺩﺍﺭﻩ ﻛﯥ ﻟﻪ ﺗﻜﻨﺎﻟﻮﮊۍ ‪‬ﺨﻪ ﻛﺎﺭ‬
‫ﺍﺧﻴﺴﺘﻠﻮ ﭘﻮﺭﻯ ﺍ‪‬ﻩ ﻟﺮﻯ ﭼﯥ ﺩ ﻣﻌﺎﺻﺮﻯ ﺗﻜﻨﺎﻟﻮﮊﻯ ﮔ‪‬ﻧﺪﻱ ﺑﺪﻟﻮﻥ ﻛﯥ ‪‬ﻳﺮ ﻣﻬﻢ ﺩﻯ ﻟﻪ‬
‫ﺗﻜﻨﺎﻟﻮﮊۍ ‪‬ﺨﻪ ﺩ ﻛﺎﺭ ﺍﺧﻴﺴﺘﻠﻮ ﭘﻪ ﺻﻮﺭﺕ ﻛﻮﻻﻱ ﺷﻮ ﭘﻪ ﺗﻮﻟﻴﺪ ﻛﯥ ﺩ ﻟﮕ‪‬ﺘﻮﻧﻮ ﺩ‬
‫ﻛﻤ‪‬ﺖ ‪ ،‬ﻴ‪‬ﻧﻰ ﺍﻭ ﭘﺮﺍﺧﺘﻴﺎ ﺍﻭ ﺩﻣﺸﺘﺮ ﻳﺎﻧﻮ ﻟﭙﺎﺭﻩ ﺩ‪‬ﻳﺮﻭ ﺁﺳﻨﺘﻴﺎﻭ ﻻﺱ ﺗﻪ ﺭﺍﻭ‪‬ﻝ ﻟﻜﻪ ﺩ‬
‫ﺍ ﻧﺘﺮ ﻧ‪ ‬ﭘﻜﺎﺭﻭﻝ ﻳﺎﺩ ﻛ‪‬ﻭ ‪.‬‬
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‫ﺩ ﺍﺭﺯ‪‬ﺘﻮﻧﻮﻟ‪‬ۍ)‪(۴‬‬
‫ﺩﺍﻧﺴﺎ ﻧﻰ ﺳﺮ ﭼﻴﻨﻮ ﻣﺪ ﻳﺮﻳﺖ ‪ :‬ﺍﺩﺍﺭﻯ ﺑﺎﻳﺪ ﻻﻳﻘﻪ ‪ ،‬ﻏﻮﺭﻩ ‪ ،‬ﻏ‪‬ﻱ ﻭ‪‬ﺎﻛﻰ ﺭﻭﺯﻧﻪ ﺍﺯ ﺍﻭ‬
‫ﭘﺮﺍﺧﺘﻴﺎ ﻭﺭﻛ‪‬ﻯ ‪.‬‬
‫ﻣﻨﺎﺳﺐ ﺗﺸﮑﯿﻞ ‪ :‬ﻮﻟﻰ ﺍﺩﺍﺭﻯ ﺑﺎﻳﺪ ‪‬ﺍ‪ ‬ﻻﺳﺘﻪ ﺭﺍﻭ‪‬ﻯ ﭼﯥ ﺩﺩﻭﻯ ﻗﺎﻧﻮﻧﻰ ‪ ،‬ﻣﺎﻟﻰ ‪ ،‬ﺍﻭ‬
‫ﻣﺪﻳﺮﻳﺘﻰ ﺗﺸﻜﻴﻞ ﭘﻪ ﮔ‪‬ﻮﺭﻩ ﺗﻮﮔﻪ ﻓﻌﺎﻟﻴﺖ ﻛﻮﻯ ‪.‬‬
‫ﻫﻐﻪ ‪‬ﻭﻝ ﭼﯥ ﻭﻳﻨﻮ ﺩ ﺍﺭﺯ‪‬ﺘﻮﻧﻮﻟ‪‬ۍ ﺩﺍﺩﺍﺭﻯ ‪‬ﻮﻟﻰ ‪‬ﺎﻧﮕﯥ ﻟﻪ ‪‬ﺎﻧﻪ ﺳﺮﻩ ﻟﺮﻯ ﺍﻭ ﻟﻪ ﻣﻮ‪‬‬
‫ﺳﺮﻩ ﻣﺮﺳﺘﻪ ﻛﻮﻯ ﺗﺮ ‪‬ﻮ ﭘﻮﻩ ﺷﻮ ﭼﯥ ‪‬ﻪ ‪ ‬ﻭﻝ ﻟﻤ‪‬ﻧﻰ ﺍﻭ ﺳﺎﺗﻨﺪﻭﻳﻪ ﻓﻌﺎﻟﻴﺘﻮﻧﻪ ﭘﻪ ﮔ‪‬ﻩ‬
‫ﺗﻮﮔﻪ ﮔ‪‬ﻮﺭ ﺍﻭ ﺍﻏﻴﺰﻣﻦ ﻛﺎﺭ ﻭﻛ‪‬ﻯ‪.‬‬
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‫ﺩﺍﺭﺯ‪‬ﺘﻮﻧﻮ ﻟ‪‬ۍ)‪(۵‬‬
‫ﺩﺍﺭﺯ‪‬ﺘﻮﻧﻮ ﻟ‪‬ﻯ‬
‫ﺯﻳﺮ ﺑﻨﺎﻳﻲ ﺗﺼﺪۍ‬

‫ﺍﻧﺴﺎﻧﻰ ﺳﺮ ﭼﻴﻨﻮ ﻣﺪﻳﺮﻳﺖ‬
‫‪Harm‬‬
‫ﺩﺗﻜﻨﺎﻟﻮ ﮊﻯ ﺑﺮﺧﺘﻴﺎ‬
‫ﺑﺮﺍﺑﺮﻭﻧﻪ ﺍﻭ ﺗﺪﺍﺭﻛﺎﺕ‬
‫ﺑﺎﺯﺍﺭ‬
‫ﺧﺪﻣﺎﺕ ﻣﻮﻧﺪﻧﻪ ﺍﻭ‬
‫ﺧﺮ‪‬ﻮﻧﻪ‬
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‫ﺩ ﻏﻮ‪‬ﺘﻮﻧﻮ ﻟ‪ ‬ﻟﻴﻚ‬
‫د ﻏﻮښﺘﻨﻮ ﻣﺠﻤﻮﻋﻰ‬ ‫واﺣﺪ اﻧﺪازﻩ‬ ‫ﺑﻴﻪ‬

‫اﻧﺪازﻩ‬
‫‪١‬‬ ‫‪١‬‬ ‫‪۵‬‬

‫‪٢‬‬ ‫‪١‬‬ ‫‪۴‬‬
‫‪٣‬‬ ‫‪١‬‬ ‫‪٣‬‬
‫‪۴‬‬ ‫‪١‬‬ ‫‪٢‬‬
‫‪۵‬‬ ‫‪١‬‬ ‫‪١‬‬
‫‪ .١‬ﻏﻮ‪‬ﺘﻞ ﺷﻮﻯ ‪‬ﻟﻪ ﺍﻳﺰﻩ ﺍﻧﺪﺍﺯﻯ ﺩ ﻫﺮ ﻳﻮ ﮔ‪‬ﻭ ﺑﻴﻮ ) ﻗﻴﻤﺖ ( ﻏﻮ‪‬ﺘﻞ ﺷﻮﻳﻮ ‪‬ﻟﻴﺰﻭ‬
‫ﺍﻧﺪﺍﺯﻯ ﺩﺩﻯ ‪‬ﻮﻟﻮ ﻭﮔ‪‬ﻭ ﭼﯥ ﻏﻮﺍ‪‬ﻯ ﺗﺮ ‪‬ﻮ ﻫﻤﺎﻏﻪ ﺑﻴﻪ ﻳﺎ ﺯﻳﺎﺗﻪ ﻟﻪ ﻫﻐﻰ ﻧﻪ ﻭﺍﭼﻮﻯ ‪.‬‬
‫‪ .٢‬ﺩ ﻏﻮ‪‬ﺘﻨﻮ ﻧﻮ ﭘﻪ ﺟﺪﻭﻝ ﻛﯥ ﻏﻮ‪‬ﺘﻞ ﺷﻮﻯ ‪‬ﻮﻟﻪ ﺍﻧﺪﺍﺯﻩ ﻫﺮ ﻳﻮ ﻟﻪ ﻟﻮ‪ ‬ﻗﻴﻤﺖ ‪‬ﺨﻪ ﺗﺮ ‪‬ﻴ‪‬‬
‫ﻗﻴﻤﺖ ﭘﻮﺭﻯ ﻛﺘﻞ ﻛﻴ‪‬ﻯ ﺩﻏﻪ ﺭﻭﺵ ﺍﻭ ﻻﺭﻩ ﺩ ﮔﺮﺍﻑ ﺗ‪‬ﻟﻮ ﭘﻪ ﻭﺧﺖ ﻛﯥ ﺩ ﻏﻮ‪‬ﺘﻮﻧﻮ‬
‫ﺟﺪﻭﻝ ﺑﻪ ﺗﺎﺳﻮ ﺳﺮﻩ ﻣﺮﺳﺘﻪ ﻛﻮﻯ ‪‬ﻜﻪ ﺩ ﻏﻮ ‪‬ﺘﻮﻧﻮ ﻣﻨ‪‬ﻨﻲ ﺳﺮﻩ ﻟﻮ‪ ‬ﺗﺮﻳﻨﻪ ﻗﻴﻤﺖ ‪‬ﺨﻪ‬
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‫‪‬ﻴ‪ ‬ﻗﻴﻤﺖ ﭘﻮﺭﻱ ﭘﻪ ﻧﻈﺮ ﻛﯥ ﻧﻴﻮﻝ ﻛﻴ‪‬ﻯ ‪.‬‬
‫ﺩﻏﻮ‪‬ﺘﻮﻧﻮ ﻟ‪ ‬ﻟﻴﻚ‬
‫‪6‬‬
‫‪5‬‬
‫‪D‬‬
‫‪4‬‬
‫‪3‬‬
‫ﻗﻴﻤﺖ‬
‫‪2‬‬
‫‪1‬‬
‫‪0‬‬
‫‪1‬‬ ‫‪2‬‬ ‫‪3‬‬ ‫‪4‬‬ ‫‪5‬‬
‫د ﻣﺠﻤﻮﻋﻰ ﻏﻮښﺘﻮﻧﻮ اﻧﺪازى‬
‫)ﭘﻪ ﻫﺮ ﻗﻴﻤﺘﻮﻧﻮ ﺑﺎﻧﺪﻯ ﺩ ﻏﻮ‪‬ﺘﻮﻧﻮ ﻣﺠﻤﻮ ﻋﻰ ﺍﻧﺪﺍﺯﻯ =‬
‫ﺩ ﺑﻴﻼ ﺑﻴﻠﻮ ﻏ‪‬ﻭ ﺩ ﻏﻮ‪‬ﺘﻮﻧﻮ ﭘﻪ ﻣﺠﻤﻮﻋﻰ ﺍﻧﺪﺍﺯﻯ (‬
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‫ﺩﻗﻴﻤﺖ ﺩ ﺑﺪﻟﻮﻥ ﺍﻏﻴﺰﻯ‬
‫‪6‬‬
‫‪5‬‬
‫‪D‬‬
‫‪I‬‬
‫‪4‬‬
‫‪3‬‬
‫ﻗﻴﻤﺖ‬
‫‪II‬‬
‫‪2‬‬
‫‪1‬‬
‫ﺩﻏﻮ‪‬ﺘﻮﻧﻮ‬
‫‪0‬‬ ‫ﻣﺠﻤﻮﻋﻲ‬
‫‪1‬‬ ‫‪2‬‬ ‫‪3‬‬ ‫‪4‬‬ ‫‪5‬‬ ‫ﺍﻧﺪﺍﺯﻯ‬
‫ﺩ ﻳﻮ ﺗ‪‬ﻟﻲ ﺳﻴﺴﺘﻢ ﻏﻮ‪‬ﺘﻨﻪ ﭘﻪ ﻻﻧﺪﻱ ﺷﻜﻞ ﻛﯥ ﺩ ﻗﻴﻤﺖ ﺩ ﺑﺪﻟﻮﻥ ﺍﻏﻴﺰﻱ ﺩ ﻏﻮ‪‬ﺘﻮﻧﻮ ﺩ‬
‫ﻣﻘﺪﺍﺭ ﭘﺮﺳﺮ ﻟﻴﺪﻟۍ ﺷﻮ ‪ .‬ﺩ ﻏﻮ ‪‬ﺘﻮﻧﻮ ﺩ ﻣﻘﺪﺍﺭ ‪‬ﻳﺮﻭﺍﻟۍ ﻟﻪ ‪ ۲‬ﻭﺍﺣﺪﻭﻧﻮ ‪‬ﺨﻪ ‪۴‬‬
‫ﻭﺍﺣﺪﻭﻧﻮ ﭘﻪ ﺍﺳﺎﺱ ﺍﻭ ﻛﻤﻮﺍﻟۍ ﺩ ﻗﻴﻤﺖ ﻟﻪ ‪ ۴‬ﺨﻪ ‪۲‬ﺗﻪ ) ﻟﻪ ‪ ۱‬ﻜﯥ ﻧﻪ ﺗﺮ ‪ ۲‬ﻜﯥ (‬
‫ﭘﻮﺭﻱ ﺍﻭﺳﻴ‪‬ﻯ ‪.‬‬
‫‪328‬‬
‫ﺩﻏﻮ‪‬ﺘﻮﻧﻮ ﻣﻨﺤﻨﻲ ﺭﺍﺳﺘﻪ ﻟﻮﺭﺗﻪ ‪‬ﺎﻱ ﺑﺪﻟﻮﻱ‬
‫‪6‬‬
‫‪5‬‬
‫‪D‬‬
‫‪4‬‬
‫‪3‬‬
‫ﻗﻴﻤﺖ‬
‫‪2‬‬
‫‪1‬‬
‫‪0‬‬ ‫د ﻏﻮښﺘﻮﻧﻮ‬
‫ﻣﺠﻤﻮﻋﻲ ﻣﻘﺪار او‬
‫‪1‬‬ ‫‪2‬‬ ‫‪3‬‬ ‫‪4‬‬ ‫‪5‬‬
‫اﻧﺪازى‬
‫ﺩﻏﻮ‪‬ﺘﻮﻧﻮ ‪‬ﻳﺮﻭﺍﻟۍ ‪” :‬ﻫﺮ ﻣﻤﻜﻨﻪ ﻗﻴﻤﺖ ﺗﻪ ﺩ ﻏﻮ‪‬ﺘﻮﻧﻮ ﺩ ﻣﻘﺪﺍﺭ ‪‬ﻳﺮﻭﺍﻟۍ ” ﻣﺜﺎﻟﻮﻧﻪ ‪:‬‬
‫ﺩﻛﻤﭙﻴﻮﺗﺮ ﺩ ﻛﺎﺭ ﺍﺧﻴﺴﺘﻮﻧﻜﻮ ﺩ ﺷﻤﻴﺮ ‪‬ﻳﺮﻭﺍﻟﻲ ﺑﺎﻋﺚ ﺷﻮۍ ﭼﯥ ﺩ ﻛﻤﭙﻴﻮﺗﺮ ﭘﻪ ﻏﻮ‪‬ﺘﻮﻧﻮ ﻛﯥ ﻫﻢ ‪‬ﻳﺮ ﻭﺍﻟۍ‬
‫ﺭﺍﺷﻲ ‪.‬‬
‫ﭘﻪ ﻏﻮ‪‬ﺘﻮﻧﻮ ﻛﯥ ‪‬ﭘﺮ ﻭﺍﻟۍ ﺭﺍﻏﻠۍ ‪.‬‬
‫ﺩ ﺧﻠﻜﻮ ﺩ ﻣﻌﺎﺵ ﺩ ‪‬ﻳﺮﻭﺍﻟﻲ ﻟﻪ ﻛﺒﻠﻪ ﺩ ﻧﻮﻳﻮ ﺑﺎﻳﺴﻜﻴﻠﻮﻧﻮ‪329‬‬
‫ﺩ ﻏﻮ‪‬ﺘﻮﻧﻮ ﻣﻨﺤﻨۍ ﻛﻴ‪ ) ‬ﭼﭗ ( ﻟﻮﺭﺗﻪ ‪‬ﺎﻱ ﺑﺪﻟﻮﻯ‬
‫‪6‬‬
‫‪5‬‬
‫‪D‬‬
‫‪4‬‬
‫‪3‬‬
‫ﻗﻴﻤﺖ‬
‫‪2‬‬
‫‪1‬‬
‫ﺩ ﻏﻮ‪‬ﺘﻮﻧﻮ‬
‫‪0‬‬ ‫ﻣﺠﻤﻮﻋﻲ ﻣﻘﺪﺍﺭ‬
‫‪1‬‬ ‫‪2‬‬ ‫‪3‬‬ ‫‪4‬‬ ‫‪5‬‬
‫ﺩ ﻏﻮ ‪‬ﺘﻨﻮ ﻛﻤ‪‬ﺖ ‪ ” :‬ﭘﻪ ﻫﺮﻩ ﻳﻮﻩ ﻣﻤﻜﻨﻪ ﻗﻴﻤﺖ ﺑﺎﻧﺪﻱ ﺩ ﻏﻮ‪‬ﺘﻮﻧﻮ ﺩ ﻣﻘﺪﺍﺭ ﻛﻤ‪‬ﺖ ”‪.‬‬
‫ﻣﺜﺎﻟﻮﻧﻪ ‪ :‬ﺩ ﻣﺴﺘﻤﻠﻮ ﺍﻭ ﺯﺍ‪‬ﻭ ﺑﺎﻳﺴﻜﻴﻠﻮﻧﻮ ﭘﻪ ﻏﻮ‪‬ﺘﻨﻪ ﻛﯥ ﻛﻤﻮﺍﻟۍ ﭘﻪ ﺧﺎﻃﺮ ﺩﺩﻯ ﭼﯥ ﺧﻠﻚ ﻗﺎﺩﺭ ﺩﻯ ﻧﻮﻱ ﺑﺎﻳﺴﻜﻠﻮﻧﻪ‬
‫ﺭﺍﻭﻧﻴﺴﻲ ﺍﻭ ﺧﺮﻳﺪﺍﺭﻱ ﻳﻲ ﻛ‪‬ﻯ ) ﺯﺍ‪‬ﻩ ﺍﻭ ﻣﺴﺘﻤﻞ ﺑﺎﻳﺴﻜﻴﻠﻮﻧﻪ ﺍﺳﺘﻨﺪﺭﺩ ﻧﺪﻱ (‬
‫‪330‬‬
‫ﺩﻭ‪‬ﺍﻧﺪﻱ ﻛﻮﻟﻮ ) ﻋﺮﺿﻪ ( ﺟﺪﻭﻝ‬
‫د ﻋﺮﺿﻮ ﻣﺠﻤﻮﻋﻲ ﻣﻘﺪار‬ ‫د واﺣﺪﻣﻘﺪار‬ ‫ﻗﻴﻤﺖ‬
‫‪١‬‬ ‫‪١‬‬ ‫‪١‬‬

‫‪٢‬‬ ‫‪١‬‬ ‫‪٢‬‬
‫‪٣‬‬ ‫‪١‬‬ ‫‪٣‬‬
‫‪۴‬‬ ‫‪١‬‬ ‫‪۴‬‬
‫‪۶‬‬ ‫‪١‬‬ ‫‪۵‬‬
‫ﺩ ﻭ‪‬ﺍﻧﺪﻱ ﻛﻮﻟﻮ )ﻋﺮﺿﻪ ﻛﻮﻟﻮ ﺟﺪﻭﻝ‪ ،‬ﺩ ﻋﺮ ﺿﻪ ﺷﻮﻯ ﻭﺍﺣﺪﻭﻧﻮ ﺍﺿﺎﻓﻲ ﺷﻴﻤﻴﺮ ﺍﻭ ﺩ ﻋﺮﺿﻮ ﺷﻮﻳﻮ‬
‫ﻭﺍﺣﺪﻭﻧﻮ ﻣﺠﻤﻮﻋﻰ ﺷﻤﻴﺮ ﭘﻪ ﻫﺮ ﻳﻮﻩ ﻗﻴﻤﺖ ﺑﺎﻧﺪﻱ ﻭﺭ‪‬ﻮﺩﻝ ﻛﻴ‪‬ﻯ ‪ .‬ﺩ ﻋﺮﺿﻮ ﻭ‪‬ﺍﻧﺪﻱ ﻛﻮﻟﻮ ﺟﺪﻭﻝ ‪ .‬ﺩ‬
‫ﻣﺠﻤﻮﻋﻰ ﻭﺍﺣﺪﻭﻧﻮ ﺷﻤﻴﺮﻩ ﻭﺭ‪‬ﻲ ﭼﯥ ﻛﻴﺪﺍﻱ ﺷﻲ ﭘﻪ ﻫﻐﻪ ﺻﻮﺭﺕ ﻛﯥ ﭼﯥ ﻭ‪‬ﺍﻧﺪﻱ ﺍﻭ ﻋﺮﺿﻪ ﺷﻲ ﮔ‪‬ﻮﺭ‬
‫ﺑﻪ ﻭﻱ ‪.‬‬
‫‪331‬‬
‫ﺩﻭ‪‬ﺍﻧﺪﻱ ﻛﻮﻟﻮ )ﻋﺮﺿﻮ ( ﻣﻨﺤﻨۍ‬
‫‪6‬‬
‫‪5‬‬
‫‪S‬‬
‫‪4‬‬
‫‪3‬‬
‫ﻗﻴﻤﺖ‬
‫‪I‬‬
‫‪2‬‬
‫‪1‬‬
‫‪0‬‬ ‫د ﻋﺮﺿﻪ آﻮﻟﻮ‬
‫ﻣﺠﻤﻮﻋﻰ‬
‫‪1‬‬ ‫‪2‬‬ ‫‪3‬‬ ‫‪4‬‬ ‫‪5‬‬
‫ﻣﻘﺪار او‬
‫ﭘﻮﺭ ﺗﻨۍ ﺷﻜﻞ ﺩ ﻋﺮﺿﻪ ﻛﻮ ﻟﻮ ﺩ ﺟﺪﻭﻝ ﮔﺮﺍﻑ ﻭﺭ‪‬ۍ ﭘﻪ ﺩﻯ ﺷﻜﻞ ﻛﯥ ﺩ )‪ )۱‬ﻜۍ ﺑﺎﻳﺪ ﺩ ﻋﺮﺿﻮ ﻛﻮﻟﻮ ﺩ‬
‫ﻣﻨﺤﻨۍ ﭘﺮ ﻣﺦ ﻳﻮ ﻣﻨﻔﺮﺩ ‪‬ﻜۍ ﻭﻛﺘﻞ ﺷﻰ ‪‬ﻜﻪ ﭼﯥ ﺩﺍ ‪‬ﻜۍ ﻭﺭ‪‬ﻲ ﭼﯥ ﭘﻪ ‪۲‬ﻗﻴﻤﺘﻮﻧﻮ ﺑﺎﻧﺪﻯ ﻳﻮﺍﺯﻯ ﺩ ﻋﺮ‬
‫ﺿﻮﻛﻮﻟﻮ ‪ ۲‬ﻭﻣﺤﺼﻮﻝ ﻭﺍﺣﺪﻩ ‪.‬ﮔ‪‬ﻮﺭ ﻭﻯ ﭘﻪ ﺩﻯ ﺍﺳﺎﺱ ﻫﻤﺪﺍ ﺩﻭﺍ‪‬ﻩ ﻭﺍﺣﺪﻭﻧﻪ ﺷﺎﻳﺪ ﻣﺤﺼﻮﻝ ﺩ ﻋﺮﺿﻮ ﻭﻯ ‪.‬‬
‫‪332‬‬
‫ﺩ ‪‬ﺎﻯ ﺑﺪﻟﻮﻥ ﺩﻏﻮ‪‬ﺘﻨﻮﺍﻭ ﻭ‪‬ﺍﻧﺪﻯ ﻛﻮﻟﻮ ﭘﻪ ﻣﻨﺤﻨﻰ ﻛﯥ‬
‫ﭘﻪ ﮔ‪‬ﻮﺭﺗﻮﺏ ﺑﺎﻧﺪﻯ ﻧﻮﺭ ﺑﺪﻟﻮﻧﻮﻧﻪ ) ﻫﻐﻪ ﮔ‪‬ﻪ ﭼﯥ ﻏﻮ‪‬ﺘﻨﻪ ﻳﻲ ﻟﺮﻭ (‬

‫ﺍﻏﻴﺰﻯ ﻛﻮﻯ ﺍﻭ ﻛﻴﺪﺍﻯ ﺷﻰ ﺩ ﻣﻨﺤﻨﻰ ﻋﺮﺿﻮ ﺍﻭ ﻋﻮ‪‬ﺘﻨﻮ ﺩ ‪‬ﺎﻯ ﺩ ﺗﮓ‬
‫ﺑﺎﻋﺚ ﺷﻰ ﭼﯥ ﭘﻪ ﻻﻧﺪﻯ ‪‬ﻭﻝ ﺩﻯ‪:‬‬
‫ﺩﻟﮕ‪‬ﺘﻮﻧﻮ ﺑﺪﻟﻮﻥ ﺩ ﺳﺮ ﭼﻴﻨﻮ ﺩ ﺑﻴﻰ ﺩ ﺑﺪﻟﻮﻥ ﭘﻪ ﺧﺎﻃﺮ ‪۰‬‬ ‫‪z‬‬
‫ﺩ ﺗﻜﻨﺎﻟﻮﮊۍ ﺑﺪﻟﻮﻥ ) ﺩﺗﻮﻟﻴﺪ ﻣﻮﺟﻮﺩﻩ ﻛ‪‬ﻧﻼﺭﻯ (‬ ‫‪z‬‬
‫ﺩ ﻣﺎﻟﯿﺎﺗﻮ ﺑﺪﻟﻮﻥ ) ﭘﻪ ‪‬ﺎ ﻧﮕ‪‬ﻯ ﺗﻮﮔﻪ ﺀ ﺩ ﺧﺮ‪‬ﻼﻭ ﻣﺎﻟﻴﺎﺕ (‬ ‫‪z‬‬
‫ﺩ ﻣﺸﺘﺮﻳﺎﻧﻮ ﻋﻮﺍﻳﺪ‬ ‫‪z‬‬
‫ﺩ‪‬ﻮﻟﻮ ﺗﻮﻟﻴﺪ ﻛﻮﻧﻜﻮ ﻳﻮ ‪‬ﻭﻝ ﺗﻮﻛﯥ ﺍﻭ ﺍﺟﻨﺎﺱ‬ ‫‪z‬‬
‫ﺩﻣﺸﺘﺮﻳﺎﻧﻮ ﺳﻠﻴﻘﻪ‬ ‫‪z‬‬
‫ﺩ ﻣﺴﺘﻬﻠﮑﯿﻨﻮ ﺷﻤﻴﺮ‬ ‫‪z‬‬
‫ﺩﻭ‪‬ﺍﻧﺪﻯ ﻛﻮﻧﻜﻮ ﺷﻤﻴﺮ‬ ‫‪z‬‬
‫ﺩﺭﺍﺗﻠﻮﻧﻜۍ ﺑﻴﻰ ﻟﭙﺎﺭﻩ ﻫﻴﻠﻰ ﺍﻭ ﻏﻮ‪‬ﺘﻨﻰ‬ ‫‪z‬‬
‫‪333‬‬
‫ﺩ ﻋﺮﺿﻮ ﻳﺎ ﻭ‪‬ﺍﻧﺪﻯ ﻛﻮﻟﻮ ﻛﺮ ‪‬ﻪ ﻳﺎ ﺧﻂ ﺷﻲ )ﺭﺍﺳﺘﻪ(‬

‫ﻟﻮﺭﺗﻪ ‪‬ﺎﻯ ﺑﺪﻟﻮﻱ‬
‫‪6‬‬
‫‪5‬‬
‫‪S‬‬
‫‪4‬‬
‫‪3‬‬
‫ﻗﻴﻤﺖ‬
‫‪2‬‬
‫‪1‬‬
‫‪0‬‬ ‫د ﻋﺮﺿﻪ آﻮﻟﻮ‬
‫‪1‬‬ ‫‪2‬‬ ‫‪3‬‬ ‫‪4‬‬ ‫‪5‬‬
‫ﭘﻪ ﻋﺮﺿﻮ ﻛﯥ ﺯﻳﺎﺗﻮﺍﻟۍ ‪ ” :‬ﭘﻪ ﻫﺮ ﻳﻮ ﻣﻤﻜﻨﻪ ﻗﻴﻤﺘﻮﻧﻮ ﻛﯥ ﺩ ﻋﺮﺿﻮ ﺩ ﺍﻧﺪﺍﺯﻯ ﺯﻳﺎﺗﻮﺍﻟۍ‬
‫ﺩﺍ ﻛﻴﺪﺍۍ ﺷﻰ ﺩ ﺑﻴﻠﮕﯥ ﭘﻪ ‪‬ﻭﻝ ﭼﯥ ﭘﻪ ﮔ‪‬ﻮ ﻛﯥ ﺯﻳﺎﺗﻮﺍﻟﻲ ﻧﺴﺒﺖ ﻭﺭﻛ‪‬ﻭ ﭼﯥ ﻭﺭﻛ‪ ‬ﺷﻮﻯ ﻗﻴﻤﺘﻮﻧﻮ ﺑﺎﻧﺪﻯ ‪‬ﻳﺮ‬
‫ﻭﺍﺣﺪ ﻭﻧﻪ ﮔ‪‬ﻮﺭ ﺷﻰ ﻣﺜﻶ ‪ :‬ﺗﻜﻨﺎﻟﻮﮊۍ ‪‬ﻪ ﻭﺍﻟۍ ﺩ ﺍ‪‬ﺗﻴﺎ ﻭ‪ ‬ﺳﺮ ﭼﻴﻨﻮ ﺷﻤﻴﺮﻩ ﭼﯥ ﺩ ﻓﻰ ﻭﺍﺣﺪ ﺗﻮﻟﻴﺪ ﻣﺤﺼﻮﻝ‬
‫ﺗﻪ ﻛﻤ‪‬ﺖ ﻭﺭ ﭘﻪ ﺑﺮﺧﻪ ﻛﻮﻯ ﭼﯥ ﭘﻪ ﭘﺎﻳﻠﻪ ﻛﯥ ﺩ ﻣﺤﺼﻮﻻﺗﻮ‪334‬ﻓﯥ ﻭﺍﺣﺪ ﻛﻤ‪‬ﺖ ﻣﻮﻣﻰ‬
‫ﺩﻏﺮﺿﻮ ﻳﺎ ﻭ‪‬ﺍﻧﺪﻯ ﻛﻮﻟﻮ ﻣﻨﺤﻨﻲ‬

‫ﻛﻴﻦ ﺗﻮﺭﺗﻪ ‪‬ﺎﻱ ﺑﺪﻟﻮﻱ‬
‫‪6‬‬
‫‪5‬‬
‫‪S‬‬
‫‪4‬‬
‫‪3‬‬
‫ﻗﻴﻤﺖ‬
‫‪2‬‬
‫‪1‬‬
‫‪0‬‬ ‫د ﻣﺠﻤﻮﻋﻰ‬
‫وړاﻧﺪى آﻮﻟﻮ‬
‫‪1‬‬ ‫‪2‬‬ ‫‪3‬‬ ‫‪4‬‬ ‫‪5‬‬
‫ﻣﻘﺪار‬
‫ﻛﻤ‪‬ﺖ ﭘﻪ ﻋﺮﺿﻪ ﻛﻮﻟﻮ ﻛﯥ ‪ ” :‬ﭘﻪ ﻫﺮﻩ ﻣﻤﻜﻨﻪ ﻗﻴﻤﺖ ﺑﺎﻧﺪﻯ ﺩ ﻋﺮﺿﻪ ﻛﻮﻟﻮ ﺩ ﻣﻘﺪﺍﺭ ﺍﻭ ﺍﻧﺪﺍﺯﻯ ﻛﻤ‪‬ﺖ ”‬
‫ﺩﺍ ﻛﻴﺪﺍﻱ ﺷﻰ ﺩ ﺑﻴﻠﮕﯥ ﭘﻪ ‪‬ﻭﻝ ﭘﻪ ﮔ‪‬ﻮ ﻛﯥ ﺩ ﻛﻤ‪‬ﺖ ﻧﺴﺒﺖ ﻭﺭﻛ‪‬ﻝ ﺷﻰ ﭼﯥ ﭘﻪ ﻭﺭﻛ‪‬ﻝ ﺷﻮﻳﻮ ﻗﻴﻤﺘﻮﻧﻮ ﻛﯥ ﻛﻢ‬
‫ﻭﺍﺣﺪﻭﻧﻪ ﮔ‪‬ﻮﺭ ﻛ‪‬ﻯ ﻣﺜﻶ ‪ :‬ﺩ ﻳﻮﻩ ﻛﺎﺭ ﻛﻮﻧﻜﯥ ﺩ ﻟﮕ‪‬ﺖ ﺯﻳﺎﺗﻮﺍﻟۍ ‪ ،‬ﺗﻮﻟﻴﺪﻯ ﻟﮕ‪‬ﺖ ﺩ ﻣﺤﺼﻮﻝ ﻓﻲ ﻭﺍﺣﺪ‬
‫ﺑﺎﻧﺪﻯ ﮔ‪‬ﻮﺭ ﻭﺍﻗﻊ ﻛﻴ‪‬ﻯ‬
‫‪335‬‬ ‫ﺯﻳﺎﺗﻮﻯ ‪ .‬ﭘﺲ ﻧﻮ ﺩ ﻭﺍﺣﺪﻭﻧﻮ ﻛﻢ ﻣﻘﺪﺍﺭ ﺑﻪ ﻫﺮ ﻳﻮ ﻗﻴﻤﺖ‬
‫ﺩﻋﺮﺿﻪ ﻛﻮﻟﻮ ﻏﻮ‪‬ﺘﻨﻰ ﺍﻭ ﺩ ﺑﺎﺯﺍﺭ ﺑﺮﺍﺑ‪‬ﺖ )ﺗﻮﺍﺯﻥ (‬
‫‪6‬‬
‫‪5‬‬
‫‪D‬‬ ‫‪S‬‬
‫‪4‬‬
‫‪3‬‬
‫ﻗﻴﻤﺖ‬
‫‪2‬‬
‫‪1‬‬
‫‪0‬‬ ‫ﻣﺠﻤﻮﻋﯽ اﻧﺪازى ) ﻣﻘﺪار (‬
‫‪1‬‬ ‫‪2‬‬ ‫‪3‬‬ ‫‪4‬‬ ‫‪5‬‬
‫ﻛﻴﺪﺍﻱ ﺷﻰ ﭼﯥ ﺑﺎﺯﺍﺭ ﺩ ﺧﺮ ‪‬ﻮﻧﻜﻮ ﺍﻭ ﺭﺍﻧﻴﻮﻧﻜﻮ ﺩ ﺭﺍ‪‬ﻮﻟﻴﺪﻭ ‪‬ﺎﻱ ﺍﻭ ﻣﺤﻞ ﻭﮔڼﻮ ﺍﻭ ﻫﻢ ﺩ ﮔ‪‬ﻮ ﺩ ﻭﺭﻛ‪‬ﻱ ﺍﻭ‬
‫ﺑﺎﺯﺍﺭ ﻳﻲ ﻫﻢ ﻭﺷﻴﻤﻴﺮﻭ ‪.‬‬ ‫ﺭﺍﻛ‪‬ﻱ ) ﺗﺒﺎﺩﻟﻲ ( ﺩ ﺭﻭ‪‬ﺎﻧﻪ ﻛﻴﺪﻟﻮ‬
‫‪ 1.‬ﺑﺎﺯﺍﺭ ﺧﺮ ‪‬ﻮﻧﻜﯥ ﺍﻭ ﺭﺍﻧﻴﻮﻧﻜﯥ ﺗﻪ ﺍ‪‬ﺗﻴﺎ ﻟﺮﻱ ‪. .‬‬
‫‪ 2.‬ﻛﻪ ﺗﺒﺎﺩﻟﻲ ﺩ ﺧﺮ ‪‬ﻮﻧﻜﯥ ﺍﻭ ﺭﺍﻧﻴﻮﻧﻜﯥ ﭘﻪ ﮔ‪‬ﻪ ﻭﻯ ﭘﻪ ﻫﻐﻪ ﺻﻮﺭﺕ ﻛﯥ ﺩ ﺗﺒﺎﺩﻟﻲ ﻳﻮ ﻭﺍﺣﺪ ﻣﺤﺼﻮﻝ‬
‫‪336‬‬ ‫ﺷﺎﻳﺪ ﻭ ﺍﻭ ﺳﻴ‪‬ﻯ ‪.‬‬
‫ﮐﻤ‪‬ﺖ‬
‫‪6‬‬
‫‪5‬‬
‫‪D‬‬ ‫‪S‬‬
‫‪4‬‬
‫‪3‬‬
‫ﻗﻴﻤﺖ‬
‫ﮐﻤﺒﻮد‬
‫‪2‬‬
‫‪1‬‬
‫‪0‬‬ ‫‪Qd‬‬ ‫‪Qs‬‬
‫‪1‬‬ ‫‪2‬‬ ‫‪3‬‬ ‫‪4‬‬ ‫‪5‬‬ ‫ﺍﻧﺪﺍﺯﻯ ﺍﻭ‬
‫ﻣﻘﺪﺍﺭ‬
‫ﭘﻪ ﺩﻭﻫﻢ ﻗﻴﻤﺖ ‪ ،‬ﺩﺩﻭﻫﻢ ﻋﺮﺿﻰ ﺍﻭ ﻭ‪‬ﺍﻧﺪﻯ ﻛﻮﻧﻰ ﻭﺍﺣﺪﻯ ﻭﻯ ‪ ،‬ﺍﻭ ﺩ ‪‬ﻠﻮﺭﻡ ﺍﻧﺪﺍﺯﻯ ﺍﻭ‬
‫ﻣﻘﺪﺍﺭ ﻏﻮ‪‬ﺘﻨﻪ ﻭﺍﺣﺪ ﻭﻯ ﺩﻏﻪ ﻋﻤﻞ ﺑﺎﻋﺚ ﻛﻴ‪‬ﻯ ﭼﯥ ﺗﺮ ‪‬ﻮ ﺩ ﺩﺭﻳﻢ ﺍﻭ ‪‬ﻠﻮﺭﻡ ﻭﺍﺣﺪ ﺩ‬
‫ﻣﺴﻮﻝ ﺯﻳﺎ ﺕ ﻛﻤ‪‬ﺖ ﺭﺍﻣﻨ‪ ‬ﺗﻪ ﺷﻰ ‪.‬‬
‫‪337‬‬
‫ﮐﻤ‪‬ﺖ‬
‫‪6‬‬
‫‪5‬‬
‫‪D‬‬ ‫‪S‬‬
‫‪4‬‬
‫‪3‬‬
‫ﻗﻴﻤﺖ‬
‫‪2‬‬
‫‪1‬‬
‫ﻣﺠﻤﻮﻋﯽ‬
‫‪0‬‬ ‫‪Qd‬‬ ‫‪Qs‬‬
‫ﻣﻘﺪار‬
‫‪1‬‬ ‫‪2‬‬ ‫‪3‬‬ ‫‪4‬‬ ‫‪5‬‬
‫ﺩ ﻣﺸﺘﺮ ﻳﺎﻧﻮ ﺩ ﺭﺿﺎﻳﺖ ﺩﻻﺱ ﺗﻪ ﺭﺍﻭ‪‬ﻧﻰ ﺍ‪‬ﺗﻴﺎ ﻳﻮﻩ ﻣﻬﻤﻪ ﻣﺴﻠﻪ ﺑﻠﻞ ﻛﻴ‪‬ﻯ ‪ ،‬ﺩﻟﺘﻪ ‪‬ﻳﺮﻱ ﻏﻮ‪‬ﺘﻨﻰ ﻣﻨ‪ ‬ﺗﻪ ﺭﺍ‪‬ﻰ ‪.‬‬
‫ﺧﺮ‪‬ﻮﻭ ﻧﻜﯥ ﺧﭙﻞ ﻣﺤﺼﻮﻻﺕ ﻟﻪ ﺫﻳﺮﻣﻮ ﻧﻪ ﺑﻬﺮ ﺭﺍﺑﺎﺳﻲ ﺗﺮ ‪‬ﻮ ﺩ ﻣﺸﺘﺮﻳﺎﻧﻮ ﺭﺿﺎﻳﺖ ﻻﺱ ﺗﻪ ﺭﺍﻭ‪‬ﻯ ﻧﺴﺒﺖ ﺗﺮ ﺩﺩﻯ ﭼﯥ ﻫﻐﻮ‬
‫ﺗﻪ ﻣﺤﺼﻮﻝ ﻭ‪‬ﺍﻧﺪﻯ ﻛ‪‬ﻯ ‪.‬‬
‫ﭘﺎﻳﻠﻪ ‪ :‬ﻛﻤ‪‬ﺖ ﭘﻪ ﺫﻳﺮﻣﻮ ﻛﯥ ﺩ ﻭ‪‬ﺍﻧﺪﻯ ﻛﻮﻟﻮ ) ﻋﺮﺿﻪ ( ﺩ ﻣﻘﺪﺍﺭ ﺩ ﺯﻳﺎﺗﻮﺍﻟﻰ ﺍ‪‬ﺗﻴﺎ ﺩ ﻏﻮ‪‬ﺘﻮﻧﻮ ﺩ ﻣﻘﺪﺍﺭ ﻛﻤ‪‬ﺖ = ﺩ ﺧﺮ‬
‫‪‬ﻮﻧﻜﻮ ﻋﻜﺲ ﺍﻟﻌﻤﻞ ﺩ ﻗﻴﻤﺖ ﺩ ﻟﻮ‪‬ﻭﺍﻟﻲ ﭘﻪ ﻣﻘﺎﺑﻞ ﻛﯥ‬
‫‪338‬‬
‫ﺩﺑﺎﺯﺍﺭ ﺩﺍﻗﺘﺼﺎﺩ ﺑﻨﺴ‪‬ﻮﻧﻪ‬
‫ﺩﺑﺎﺯﺍﺭ ﺩ ﺍﻗﺘﺼﺎﺩ ﺳﻴﺴﺘﻢ ﻫﻐﻪ ﺳﻴﺴﺘﻢ ﺗﻪ ﻭﻳﻞ ﻛﻴ‪‬ﻯ ﭼﯥ ﭘﻪ ﻫﻐﻪ ﻛﯥ ﺗﻮﻛﯥ ﺍﻭﺍﺟﻨﺎﺱ‬
‫ﺗﺮ ﺭﺍﻛ‪‬ﻯ ﻭﺭﻛ‪‬ﻯ ﻻﻧﺪﻯ ﺭﺍ‪‬ﻰ ﺍﻟﺒﺘﻪ ﺩ ﻣﻌﺎﻣﻼﺗﻮ ﺩ ﭘﺎﻳﻠﻮ ﭘﻪ ﻣﺮﺳﺘﻪ ﺩ ﺗﺒﺎﺩ ﻟﻲ ﻭ‪‬‬
‫ﺧﺪﻣﺎﺗﻮ ﺍﻭ ﺗﻮﻛﻮ ﺑﻴﻪ ‪‬ﺎﻛﻞ ﻛﻴ‪‬ﻯ ﭼﯥ ﭘﻪ ﻫﻐﻪ ﻛﯥ ﺩ ﭘﻠﻮﺭﻭ ﻧﻜﻮ ﺩ ﻏﻮ‪‬ﺘﻨﻰ ﻭ‪ ‬ﺑﻴﻪ ﺩ‬
‫ﭘﻴﺮﻭﺩﻭﻧﻜﻮ ﻟﻪ ﻭ‪‬ﺍﻧﺪﻯ ﺷﻮﻯ ﺑﻴﻰ ﺳﺮﻩ ﺳﻤﻮﻥ ﻣﻮﻣﻰ ‪.‬‬
‫‪339‬‬
‫ﺩ ﺑﺎﺯﺍﺭ ﺩﺍﻗﺘﺼﺎﺩ ﺑﻨﺴ‪‬ﻮﻧﻪ‬
‫ﭘﻪ ﺩﻯ ﺑﺎﺯﺍﺭ ﻛﯥ ﺩ ﻋﺎﻣﻠﻴﻨﻮ ﻣﻮﺧﻪ ﺩ ﺧﭙﻠﻮﺩ ﻓﻌﺎﻟﻴﺘﻮﻧﻮ ﺩﮔ‪‬ﻮ ﻻﺳﺘﻪ ﺭﺍﻭ‪‬ﻧﻪ ﺩﻩ ‪.‬‬
‫ﻣﻮ‪‬ﻛﻮﻻﻯ ﺷﻮ ﺩ ﺍﻗﺘﺼﺎﺩ ﺩ ﺑﺎﺯﺍﺭ ﻣﻌﺎﺩﻟﻪ ﺩﺍ ‪‬ﻭﻝ ﻟﻨ‪‬ﻩ ﻛ‪‬ﻭ ‪:‬‬
‫ﻟﮕ‪‬ﺖ )ﻣﺨﺎﺭﺝ ( – ﻋﻮﺍﻳﺪ ) ﺑﻴﺮﺗﻪ ﺭﺍﻏﻠﻰ ﭘﺎﻧﮕﻪ ( = ﮔ‪‬ﻪ‬
‫ﭘﺲ ﻧﻮ ﮔ‪‬ﻪ ﻫﻐﻪ ﻭﺧﺖ ﺯﻳﺎﺗﻮﺍﻟﻰ ﻣﻮﻣﻰ ﭼﯥ ﻋﻮﺍﻳﺪ ﺯﻳﺎﺩ ﺷﻰ ) ﭘﻪ ﺩﻯ ﺻﻮﺭﺕ ﻛﯥ ﭼﯥ‬
‫ﻟﮕ‪‬ﺘﻮﻧﻪ ﻳﻮ ‪‬ﻭﻝ ﻭﻯ ( ﺍﻭ ﻳﺎ ﻟﮕ‪‬ﺘﻮﻧﻪ ‪‬ﻴ‪ ‬ﺭﺍ‪‬ﻰ ) ﭘﻪ ﻫﻐﻪ ﺻﻮﺭﺕ ﻛﯥ ﭼﯥ ﻋﻮﺍﻳﺪ‬
‫ﻳﻮ‪‬ﻭﻝ ﻭﻯ (‬
‫‪340‬‬
‫ﺩﺑﺎﺯﺍﺭ ﺩﺍﻗﺘﺼﺎﺩ ﺑﻨﺴ‪‬ﻮﻧﻪ‬
‫ﺩ ﺑﺎﺯﺍﺭ ﭘﻪ ﺍﻗﺘﺼﺎﺩ ﻛﯥ ﺩ ﻋﺎﻣﻠﻴﻨﻮ ﻣﻮﺧﻪ ﻟﻪ ﺧﭙﻠﻮ ﻓﻌﺎﻟﻴﺘﻮﻧﻮﻧﻪ ﺩ ﮔ‪‬ﻮ ﻻﺳﺘﻪ ﺭﺍﻭ‪‬ﻧﻪ‬

‫ﺩﻩ ﭼﯥ ﻣﻮ‪ ‬ﻛﻮﻻﻯ ﺷﻮ ﺩ ﺑﺎﺯﺍﺭ ﺩﺍﻗﺘﺼﺎﺩ ﻣﻌﺎﺩﻟﻪ ﺩﺍﺳﻰ ﺭﻭ‪‬ﺎﻧﻪ ﻛ‪‬ﻭ ‪:‬‬
‫ﻟﮕ‪‬ﺖ – ﻋﻮﺍﯾﺪ = ﮔ‪‬ﻪ‬
‫ﭘﺲ ﻧﻮ ﮔ‪‬ﻪ ﻫﻐﻪ ﻭﺧﺖ ﺯﻳﺎﺗﻮﺍﻟۍ ﭘﻴﺪﺍ ﻛﻮﻯ ﭼﯥ ﻋﻮﺍﻳﺪ ﺯﻳﺎﺩ ﺷﻰ ﭘﻪ ﻫﻐﻪ ﺻﻮﺭﺕ ﻛﯥ‬
‫ﭼﯥ ﻟﮕ‪‬ﺘﻮﻧﻪ ﻳﻮ ‪‬ﻭﻝ ﻭﻯ ( ﻳﺎ ﻟﮕ‪‬ﺘﻮﻧﻪ ‪‬ﻴ‪ ‬ﺭﺍ‪‬ﻰ ) ﭘﻪ ﻫﻐﻪ ﺻﻮﺭﺕ ﻛﯥ ﭼﯥ ﻋﻮﺍﻳﺪ‬
‫ﻳﻮ ‪‬ﻭﻝ ﻭﻯ‬
‫‪341‬‬
‫ﺩ ﺑﺎﺯﺍﺭ ‪‬ﻮﺍﻙ ﺍﻭ ﻗﺪﺭﺕ‬
‫ﺩ ﺭﺍﻧﻴﻮﻭﻧﻜﻮ ﺑﺎﺯﺍﺭ ‪ ) :‬ﺧﺮﻳﺪﺍﺭﺍﻥ (‬

‫ﺩ ﺭﺍﻧﻴﻮﻭﻧﻜﻮ ‪‬ﻮﺍﻙ ‪ ،‬ﺩ ﺧﺮ ‪‬ﻮﻭﻧﻜﻮ ﺩ ‪‬ﻮﺍﻙ ﺑﺎﻋﺚ ﻛﻴ‪‬ﻯ ‪.‬‬
‫ﻛﻠﻪ ﭼﯥ ﺑﻴﻪ ‪‬ﻴ‪‬ﻪ ﺭﺍﺷﻰ ‪ ،‬ﻧﻮ ﺩ ﺧﺮ‪‬ﻮﻟﻮ ﻋﻮﺍﻳﺪ ﻫﻢ ‪‬ﻴ‪ ‬ﺭﺍ‪‬ﻰ‬
‫ﺍﻣﻜﺎﻥ ﻟﺮﻯ ﭘﻪ ﻻﻧﺪﻯ ﺣﺎ ﻻﺗﻮ ﻛﯥ ﮔ‪‬ﻰ ‪‬ﻴ‪‬ﻰ ﺭﺍﺷﻰ ‪:‬‬
‫ﻫﺮﻛﻠﻪ ﭼﯥ ﺩ ﺍﻧﺪﺍﺯﻭ ﭘﻪ ﺣﺠﻢ ﻛﯥ ﺯﻳﺎﺗﻮﺍﻟۍ ﻣﻨ‪ ‬ﺗﻪ ﺭﺍﻧﺸﻰ ‪.‬‬
‫ﻫﺮ ﻛﻠﻪ ﭼﯥ ﭘﻪ ﺗﻮﻟﻴﺪ ﻛﯥ ﻟﻪ ﺳﻴﺎﻻﻧﻮ ﺍﻭ ﺭﻗﻴﺒﺎﻧﻮ ﻧﻪ ﺩ ﺗﻴ‪‬ﺘﻴﻰ ﻟﭙﺎﺭﻩ ﺑﺪﻟﻮﻥ ﻣﻨ‪ ‬ﺗﻪ‬
‫ﺭﺍﺷﻰ ﺍﻭ ﺧﺮ‪‬ﻮﻧﻪ ﭘﻪ ﻟﻮ‪‬ﻗﻴﻤﺖ ﭘﻪ ﻧﻈﺮ ﻛﯥ ﻭﻧﻪ ﻧﻴﻮﻝ ﺷﻰ ‪.‬‬
‫‪342‬‬
‫ﺩ ﺑﺎﺯﺍﺭ‪‬ﻮﺍﻙ‬
‫ﺩ ﺧﺮ‪‬ﻮﻧﻜﻮ ﺑﺎﺯﺍﺭ ‪ ) :‬ﻓﺮﻭﺷﻨﺪﻩ‬

‫ﺩﺧﺮ‪‬ﻮﻧﻜﻮ ‪‬ﻮﺍﻙ ‪ ،‬ﺩ ﺭﺍﻧﻴﻮ ﻧﻜﻮ ﭘﻪ ‪‬ﻮﺍﻙ ﻛﯥ ‪‬ﻳﺮ ﻭﺍﻟۍ ﺭﺍﻣﻨ‪ ‬ﺗﻪ ﻛﻮﻯ ‪.‬‬
‫ﻛﻠﻪ ﭼﯥ ﺑﻴﻪ ﻟﻮ‪‬ﻩ ﺷﻰ ﺩ ﺧﺮ ‪‬ﻮﻟﻮ ﻋﻮﺍﻳﺪ ﻫﻢ ﻟﻮ‪ ‬ﺷﻰ ﺍﻭ ﺍﺣﺘﻤﺎﻝ ﻟﺮﻯ ﭼﯥ ﮔ‪‬ﻪ ﻫﻢ ﻟﻮ‪‬ﻩ‬
‫ﻻ‪‬ﻩ ﺷﻰ ‪.‬‬
‫ﺩﮔ‪‬ﻰ ﻟﻮ‪‬ﻭﺍﻟۍ ﺩ ﺳﻴﺎﻻﻧﻮ ﺍﻭ ﺭﻗﻴﺒﺎﻧﻮ ﺩ ﺟﺬﺏ ﺍﻭ ﺟﻠﺐ ﺑﺎﻋﺚ ﻛﻴ‪‬ﻯ ﭼﯥ ﻏﻮﺍ‪‬ﻯ ﭘﻪ‬
‫ﺑﺎﺯﺍﺭ ﻛﯥ ﮔ‪‬ﻭﻥ ﻭﻟﺮﻯ ﺍﻭ ﻧﻐﺪﻯ ﭘﻴﺴﻰ ﻻﺳﺘﻪ ﺭﺍﻭ‪‬ﻯ ‪.‬‬
‫ﻛﻠﻪ ﭼﯥ ﺩﻧﻨﻪ ﻛﻴﺪﻝ ﺍﻭ ﺑﻬﺮ ﻛﻴﺪﻝ ﭘﻪ ﺑﺎﺯﺍﺭ ﻛﯥ ﺁﺯﺍﺩ ﻭﻯ ‪ ،‬ﭘﻪ ﻫﻐﻪ ﺻﻮﺭﺕ ﻛﯥ ﺍﺣﺘﻤﺎﻝ‬
‫ﻟﺮﻯ ﻣﺨﻜﻨۍ ﺑﺮﺍﺑﺮ‪‬ﺖ ﺍﻭ ﺗﻌﺎﺩﻝ ﻣﻨ‪‬ﺘﻪ ﺭﺍﺷﻰ ‪.‬‬
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‫ﺭﻗﺎﺑﺘﻰ ‪‬ﻮﺍﻛﻮﻧﻪ ﺍﻭ ﺗﻬﺪﻳﺪﺍﺕ‬
‫ﺩ ﺗﻬﻴﻪ ﻛﻮﻭﻧﻜﻮ ﺩ ﭼﺎﻧﻰ ﻭﻫﻠﻮ ‪‬ﻮﺍﻙ‬

‫ﺩ ﺍﺧﻴﺴﺘﻮﻧﻜﻮ ﺩ ﭼﺎﻧﻰ ﻭﻫﻠﻮ ‪‬ﻮﺍﻙ ‪.‬‬
‫‪‬ﺎﻱ ﭘﺮ ‪‬ﺎﻳﻲ ﺗﻬﺪﻳﺪﻭﻧﻪ‬
‫ﭘﻪ ﻣﺎﺭﻛﻴ‪ ‬ﻛﯥ ﺩ ﺗﺎﺯﻩ ﺭﺍﻏﻠﻮ ﺳﻴﺎﻻﻧﻮ ﻟﻪ ﺧﻮﺍ ﺗﻬﺪﻳﺪ ﺍﻭ ﺧﻄﺮ‬
‫ﭘﻪ ﻣﺎﺭﻛﻴ‪ ‬ﻛﯥ ﺩ ﻣﻮﺟﻮﺩﻩ ﺗﺼﺪﻳﻮ ﭘﻪ ﻣﻨ‪ ‬ﻛﯥ ﺳﻴﺎﻟﻰ ﺍﻭ ﺭﻗﺎﺑﺖ‬
‫‪344‬‬
‫ﺭﻗﺎﺑﺘﻰ ‪‬ﻮﺍﻛﻮﻧﻪ‬
‫ﺗﺎﺯﻩ ﺭﺍﻏﻠﻰ‬
‫‪‬ﻮﺍﻛﻤﻨﺪﻯ ‪‬ﻟٰﻲ‬
‫ﺩ ﺗﺎﺯﻩ ﺭﺍﻏﻠﻮ ﻟﻪ ﺧﻮﺍ ﺗﻬﺪﻳﺪ ﺍﻭ ﺧﻄﺮ‬

‫ﺷﻐﻠﯽ ﺳﻴﺎﻻﻥ‬
‫ﺩ ﻣﻮﺟﻮﺩﻩ ﺗﺼﺪﻳﻮ ﭘﻪ ﺩ ﭼﺎﻧﻰ ﻭﻫﻠﻮ ‪‬ﻮﺍﻙ‬ ‫ﺩ ﭼﺎﻧﻰ ﻭﻫﻠﻮ ‪‬ﻮﺍﻙ‬

‫ﻋﺮﺿﻪ ﻛﻮﻭﻧﻜﯥ‬ ‫ﺍﺧﻴﺴﺘﻮﻧﻜﯥ‬
‫ﻋﺮﺿﻪ ﻛﻮﻧﻜﻰ‬ ‫ﻣﻨ‪ ‬ﻛﯥ‬ ‫ﺍﺧﻴﺴﺘﻮﻧﻜﯥ‬
‫ﺳﻴﺎ ﻟﻲ‬
‫ﺩ ﻣﺤﺼﻮﻻﺗﻮ ﺩ ‪‬ﺎﻯ ﭘﺮ‪‬ﺎﻯ ﻛﻴﺪﻭ ﺗﻬﺪﻳﺪ‬
‫‪‬ﺎﻯ ﭘﺮ‪‬ﺎﻯ ﺷﻮﻯ‬
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‫ﺩﺑﺮﺍﺑﺮﻭﻧﻰ ﺍﻭ ﺗﺪﺍﺭﮐﺎﺗﻮ ‪‬ﻭﻟﻮﻧﻪ‬
‫ﺭﻗﺎﺑﺘﻰ ﺑﺮﺍﺑﺮﻭﻧﻪ ﺍﻭﺗﺪﺍﺭﻙ‬ ‫ﻏﻴﺮ ﺭﻗﺎﺑﺘﻰ ﺑﺮﺍﭘﺮﻭﻧﻪ)ﺗﻬﻴﻪ ( ﺍﻭ ﺗﺪﺍﺭﻙ‬

‫ﺑﻴﻼ ﺑﻴﻞ ﻭ‪‬ﺍﻧﺪﻯ ﻛﻮﻭﻧﻜﯥ ‪،‬‬ ‫ﺍﺧﻴﺴﺘﻮﻭﻧﻜﯥ ﻳﻮﺍﺯﻯ ﻳﻮ ﻭﺍﺣﺪﻩ ﺳﺮ‬
‫ﻳﻮ ‪‬ﻭﻝ ﻣﺤﺼﻮﻻﺕ ﻳﺎ‬ ‫ﭼﻴﻨﻪ ﻳﺎ ﻣﻨﺒﻊ ﺩ ﺗﻮﻛﻮ ﺍﻭ ﺍﺟﻨﺎﺳﻮ ﺩ‬
‫ﺧﺪﻣﺎﺕ ﭘﻪ ﻋﻴﻦ ﻧﻮﻋ‪‬ﺖ‬ ‫ﺑﺮﺍﺑﺮﻭﻧﻰ ﻟﭙﺎﺭﻩ ‪‬ﺎﻛﯥ ﻣﻤﻜﻦ ﺩﺩﻯ ﻛﺎﺭ‬
‫ﺳﺮﻩ ﻭ‪‬ﺍﻧﺪﻯ ﻛﻮﻯ ﭼﯥ ﺩ ﻫﻐﻪ‬ ‫ﺩﻟﻴﻞ ﺩ ﻳﻮﻩ ﺑﺮﺍﺑﺮﻭﻧﻜﯥ ) ﺗﻬﻴﻪ‬
‫ﭘﻪ ﻣﻨ‪ ‬ﻛﯥ ﺍﺭﺯﺍﻥ ﺗﺮﻳﻨﻪ‬ ‫ﻛﻮﻭﻧﻜﯥ ( ﻣﻮﺟﻮﺩﻳﺖ ﻭﻯ ﺍﻭ ﻳﺎ ﻫﻢ‬
‫ﻭ‪‬ﺍﻧﺪﻳﺰﻯ ﻧﺮﺥ ‪‬ﺎﻛﻞ ﻛﻴ‪‬ﻯ ‪.‬‬ ‫ﻛﻮﻡ ﺑﻞ ﺩﻟﻴﻞ‬
‫ﺩ ﺑﺎﺯﺍﺭ ﺩ ﺍﺧﻴﺴﺘﻮﻧﻜﯥ ﻳﺎ‬
‫)ﺧﺮﻳﺪﺍﺭ( ﻛ‪‬ﻧﻼﺭﻯ‬
‫‪346‬‬
‫ﺩﺭﻗﺎﺑﺘﻰ ﺑﺮﺍﺑﺮﻭﻧﻰ ﺍﻭ ﺗﺪﺍﺭﻙ ﭘ‪‬ﺍﻭ‬
‫ﺩ ﺑﺮﺍﺑﺮﻭﻧﻰ ﺍﻭ ﺗﺪﺍﺭﻙ ﭘﻼﻥ ﺟﻮ‪‬ﻭﻧﻪ‬
‫ﺩ ﻏﻮ‪‬ﺘﻮﻧﻜﻮ ) ﺩﻭﺍﻃﻠﺒﺎﻥ ( ﺭﺍﺑﻠﻨﻪ ﺍﻭ ﺩ ﻭ‪‬ﺍﻧﺪﻳﺰﻭﻧﻮ ﺍﺧﻴﺴﺘﻨﻪ‬
‫ﺩﻭ‪‬ﺍﻧﺪﻳﺰﻭﻧﻮ ﺍﺭﺯﻭﻧﻪ ) ﺍﺭﺯﻳﺎﺑﻰ (‬
‫ﺩ ﻏﻮ‪‬ﺘﻮﻧﻜﻮ ﺭﺍﺑﻠﻞ‬
‫ﺩ ﺗ‪‬ﻭﻥ ﺍﻭ ﻗﺮﺍﺭ ﺩﺍﺩ ﻣﺬﺍﻛﺮﻯ ﺍﻭ ﺗ‪‬ﻝ‬
‫د ﻛﺎﺭﻱ ﺗ‪‬ﻭﻥ ) ﻗﺮﺍﺭﺩﺍﺩ ( ﻟﻪ ﺍﺟﺮﺍﺍﺗﻮ ﻧﻪ ‪‬ﺎﺭﻧﻪ‬

‫‪347‬‬
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‫ﺩﺍﺩﺍﺭﻱ ﺍﻭﻣﺪﯾﺮﯾﺖ ﺑﻨﺴ‪‬ﻮﻧﻪ‬

‫ﻣﺪﯾﺮﯾﺖ ﯾﺎ ﻣﻨﺠﻤﻨﺖ ‪‬ﻪ ﺩﻯ ؟‬

‫ﻣﻨﺠﻤﻨﺖ ﻟﻪ ﺩﻭ ﮐﻠﻤﻮ ‪ Manage‬ﭘﻪ ﻣﻌﻨﯽ ﺩ ﺗﻨﻈﯿﻢ ﻛﻮﻟﻮ ﺍ ﻭ ‪ Men‬ﭘﻪ ﻣﻌﻨﺎ ﺩ ﻏ‪‬ﻭ‬

‫ﺍﻭﺱ ﺩﻱ ﺗ‪‬ﻟﻲ ﺳﻴﺴﺘﻢ ﺍﻭﺳﻴﺪﻧﻪ ﭘﻪ ﻧﻈﺮ ﻧﻪ ﺭﺍ‪‬ﻲ‬

‫ﺩﺍﺩﺍﺭﻱ ﻣﻮ‪‬ﻝ ﺩ ﻳﻮﻩ ﭘﺮﺍﻧﺴﻴﺘﻰ ﺳﻴﺴﺘﻢ ﭘﻪ ﺗﻮ ﮔﻪ‬

‫ﺑﻴﻼ ﺑﻴﻠﻮ ﺯﻣﺎﻧﻰ ﭘ‪‬ﺍﻭﻧﻮ ﻛﯥ ﻳﻌﻨﻰ‬ ‫‪z‬‬

‫ﺩﺍﺩﺍﺭﻱ ﺍﻭ ﻣﻨﺠﻤﻨﺖ ﻣﻬﻢ ﻋﻨﺎ ﺻﺮ ‪:‬‬

‫ﺩ ﻣﺪﻳﺮﻳﺖ ﻟﻪ ﻧﻈﺮﻩ ﺩ ﻣﻮﺧﻮ ﺗﻌﺮﻳﻒ ‪:‬‬

‫ﺩ ﻣﻮﺧﻮ ‪‬ﺎ ﻧﮕ‪ ‬ﺗﻴﺎﻭﻯ ‪:‬‬

‫ﺭﻭ‪‬ﺎﻧﻪ ﺍﻭ ‪‬ﺎﻛﻠﻲ ﻭﻯ ‪.‬‬ ‫‪z‬‬

‫ﺩ ﺍ‪‬ﻜﻞ ﺍﻭ ﺳﻨﺠﺶ ﻭ‪ ‬ﻭﻯ ‪.‬‬ ‫‪z‬‬

‫ﺩ ﻻﺳﺘﻪ ﺭﺍﻭ‪‬ﻧﻰ ﻭ‪ ‬ﻭﻯ ‪.‬‬ ‫‪z‬‬

‫ﺣﻘﻴﻘﺖ ﺍﻭ ﺭ‪‬ﺘﻴﺎ ﺗﻪ ﻭ‪‬ﺍﻧﺪﻱ ﻭﻱ‬ ‫‪z‬‬

‫ﺩﻭﺧﺖ ﺩﻣﺤﺪ ﻭﺩ ﻳﺪ ﺩﺭﻟﻮﺩﻧﻜﻲ ﻭﻱ‪.‬‬ ‫‪z‬‬

‫ﺳﺮﭼﻴﻨۍ ) ﻣﻨﺎﺑﻊ ( ‪:‬‬

‫ﻣﻮﺛﺮﻳﺖ ﭘﻪ ﺍﺩﺍﺭﻩ ﻛﯥ ‪‬ﻪ ﺩﻩ ؟‬

‫ﺩ ﻓﻌﺎﻟﻴﺘﻮﻧﻮ ﻟﻪ ﺳﺮ ﺗﻪ ﺭﺳﻮﻧﻮ ﻧﻪ ﻋﺒﺎﺭﺕ ﺩﻩ ﭼﯥ ﺩ ﻫﻐﻰ ﭘﻪ ﻛﺎﺭ ﺍﺧﻴﺴﺘﻨﻰ ﺳﺮﻩ ﻟﻪ ﻛﻤﻰ‬ ‫‪z‬‬

‫ﭘﻪ ﺍﺩﺍﺭﻱ ﺍ ﻭ ﻣﻨﺠﻤﻨﺖ ﻛﯥ ‪‬ﻜﻴﻞ ﺍ‪‬ﺧﻮﻧﻪ ‪:‬‬

‫ﺩ ﻳﻮﻯ ﺭﻭﻏﻰ ﺍﻭ ﺳﺎﻟﻤﻰ ﺍﺩﺍﺭﻯ ‪‬ﺎ ﻧﮕ‪‬ﺗﻴﺎﻭﻯ ‪:‬‬

‫ﺩ ﺍﺩﺍﺭﻯ ﺑﻨﺴ‪‬ﻴﺰﻩ ﺍﺻﻮﻝ ‪:‬‬ ‫‪z‬‬

‫ﺩ ﻣﻮﺧﻮ ﻳﻮﺍﻟۍ ﺍﻭ ﺩ ﺑﺮﺍﺑﺮۍ ﺍﺻﻞ‬ ‫‪z‬‬

‫ﺩ ﻣﺮﺍﺗﺒﻮ ﺩ ﻟ‪‬ۍ ﺍﺻﻞ‬ ‫‪z‬‬

‫ﺩ ﺗﺨﺼﺺ ﺍﺻﻞ‬ ‫‪z‬‬

‫ﺩ ﺩﺳﺘﻮﺭ ﻭﺭﻛﻮﻟﻮ ﺍﻭ ﻭﺣﺪﺕ ﺍﺻﻞ‬ ‫‪z‬‬

‫ﺩ ﭼﺎﭘﻴﺮ ﻳﺎﻝ ‪‬ﺎﺭﻧﻰ ﺍﺻﻞ‬ ‫‪z‬‬

‫ﺩ ﻭﺍﻙ ﺍﻭ ﻭﻧ‪‬ﻯ ﺍﺧﻴﺴﺘﻨﻰ ﺍﺻﻞ‬ ‫‪z‬‬

‫ﺩ ﺑﺮﺍﺑﺮۍ) ﺗﻌﺎﺩ ﻝ ( ﺍﺻﻞ‬ ‫‪z‬‬

‫ﺩﺑﺪﻟﻮﻥ ﻣﻨﻠﻮ ﺍﻭ ﻣﺪﺍ ﻭ ﻣﺖ ﺍﺻﻞ‬ ‫‪z‬‬

‫ﺩ ﻛﺎﺭ ﺩ ﻣﻨ‪ ‬ﺗﻪ ﺭﺍﺗﻠﻮ ) ﻛﺎﺭ ﺁﻳﻰ (‬ ‫‪z‬‬

‫ﺩ ﻣﺪﻳﺮﻳﺖ ﻛﺎﺭﻯ ﭼﻮﻛﺎ‪‬‬

‫ﺍﻓﻬﺎﻡ ﺍﻭ ﺗﻔﻬﯿﻢ ‪ ،‬ﻣﺸﺮﻯ ‪ ،‬ﺗﺸﻮﯾﻖ ﺍ ﻭ ﺧﻮﺯ‪‬ﺖ ‪ ،‬ﺩﺷﺨ‪‬ﻭ‬ ‫ﭘﻴﮋﻧﻲ‬ ‫‪‬ﺎﻛﻠﻲ ﻣﻔﺎﻫﻴﻢ‬

‫‪‬ﻟﻴﺰﻩ ﻣﺮﺳﺘﻪ‬ ‫ﺯﻣﯿﻨﻪ ﺟﻮ‪‬ﻭﻯ‬ ‫ﻭﺩﻩ ﺍﻭ ﭘﺮﺍﺧﺘﻴﺎ ﺗﻪ‬

‫ﺩﺑﻴﻼ ﺑﻴﻠﻮ ﻛﭽﻮ ﻣﺪﻳﺮﺍﻧﻮ ﺩﻧﺪﻯ‬

‫ﺩ ﻟﻮ‪‬ﻯ ﻛﭽﻰ ﻣﺪﻳﺮﺍﻥ ‪:‬‬

‫ﺩﺑﻴﻼ ﺑﻴﻠﻮ ﻛﭽﻮ ﻣﺪﻳﺮﺍﻧﻮ ﺩﻧﺪﻯ‬

‫ﺩ ﻣﻨ‪‬ﻨۍ ﻛﭽﻰ ﻣﺪﻳﺮﺍﻥ ‪:‬‬

‫ﺩﺑﻴﻼ ﺑﻴﻠﻮ ﻛﭽﻮ ﻣﺪﻳﺮﺍﻧﻮ ﺩﻧﺪﻯ‬

‫‪‬ﻴ‪‬ﻰ ﻛﭽﯥ ﻣﺪﻳﺮﺍﻥ ‪:‬‬

‫ﻨﻴۍ ﻛﭽﻰ ﻣﺪﻳﺮ‬‫ﻣﻨ‬

‫ﻰ ﻛﭽﯥ ﻣﺪﻳﺮ‬‫ﻴ‬ ‫ﺩ‬

‫ﻣﺪﻳﺮﻳﺘﻰ ﻣﻬﺎﺭﺗﻮﻧﻮ ﻣﻮ‪‬ﻝ‬

‫ﺍﺩﺭﺍﮐﯽ ﻣﻬﺎ ﺭﺗﻮﻧﻪ‬ ‫ﺍﻧﺴﺎﻧﯽ ﻣﻬﺎﺭﺗﻮﻧﻪ‬

‫ﺩ ﻣﺪﻳﺮ ﻭﻧ‪‬ﻯ ﺍﻭ ﻣﺴﻮﻟﻴﺘﻮﻧﻪ‬

‫ﺩ ﺧﭙﻞ ‪‬ﺎﻥ ﭘﻪ ﺍ‪‬ﻭﻧﺪ ﻣﺴﻮﻟﻴﺖ‬ ‫‪z‬‬

‫ﺩ ﺧﭙﻞ ﻻﺱ ﻻﻧﺪﻯ ﻛﺎﺭ ﻛﻮﻭﻧﻜﻮ ﭘﻪ ﺍ‪‬ﻭﻧﺪ ﻣﺴﻮﻟﻴﺖ ﺍﻭ ﻭڼﺪﻩ‬ ‫‪z‬‬

‫ﺩ ﺧﭙﻠﻰ ﺍﺩﺍﺭﻱ ﭘﻪ ﺍ‪‬ﻭﻧﺪﻭ ﻣﺴﻮﻟﻴﺖ‬ ‫‪z‬‬

‫رﻳﺎﺳﺖ ﺗﺮﺑﻴﻪ واﻧﮑﺸﺎف ﺧﺪﻣﺎت ﻣﻠﮑﯽ‬

‫ﺩ ﻣﻔﺎﻫﻤﻰ ‪ /‬ﺍﻭ ﺍ‪‬ﻳﻜﻮ ﻣﺎﻫﻴﺖ‬

‫ﺩﺍ‪‬ﻳﻜﻮ ‪/‬ﻣﻔﺎﻫﻤﻰ ﺧﻮﺍﻭﻯ‬

‫ﻏﯿﺮ ﻣﺴﺘﻘﯿﻢ‬ ‫ﻣﺴﺘﻘﯿﻢ‬

‫ﺧﺒﺮﯼ ﺭﺳﺎﻧﻲ ﺍﻭﻧﻮﺭﻭﺳﺎﻳﻞ‬ ‫ﻣﺨﺎﻣﺦ ﺍ‪‬ﻳﻜﻲ‬

‫ﺩ ﻣﻔﺎﻫﻤﻲ ﺍﻭﺍ‪‬ﻳﻜﻮ ‪ ‬ﻭﻟﻮﻧﻪ )‪(۲‬‬

‫ﺗﺼﻮﯾﺮﯼ‬ ‫ﺍﺷﺎﺭﯼ‬ ‫ﺷﻔﺎﻫﯽ‬ ‫ﺗﺤﺮﯾﺮﯼ‬

‫ﺩﺍ‪‬ﻳﻜﻮ ﭼﻴﻨﻠﻮﻧﻪ ﻳﺎ ﺧﻮﺍﻭﻱ‬

‫ﺩ ﻳﻮﻩ ﺳ‪‬ﻯ ﻧﻪ ﺑﻞ ﺳ‪‬ﻯ ﺗﻪ ) ﻳﺎ ﺩ ﻟﻴ‪‬ﺩﻭﻧﻜﯥ ﻧﻪ ﺍﺧﻴﺴﺘﻮﻧﻜﯥ ﺗﻪ ( ﺩ ﻣﻌﻠﻮﻣﺎﺗﻮ ﺩ‬

‫ﺍﺧﻴﺴﺘﻮﻧﻜﹾﯥ ﺍﻭ ﺩ ﻟﻴ‪ ‬ﺩ ﻭﻧﻜﯥ ﻣﻮ‪ ‬ﻟﻮﻧﻪ‬

‫ﺩﻟﻴ‪‬ﺩﻭﻧﻜﻰ ﺍﻭ ﺍﺧﻴﺴﺘﻮﻧﻜﻲ ﻣﻮ‪ ‬ﻝ‬

‫ﭘﻪ ﺍﺧﻴﺴﺘﻮﻧﻜﻮ ﺍﻭ ﻟﻴ‪‬ﺩﻭﻧﻜﻮ ﻣﻮ‪‬ﻟﻮﻧﻜﯥ ﺑﻨﺴ‪‬ﻴﺰﻩ ﻋﻨﺎ ﺻﺮ ﺩﺍﺩﻱ ‪:‬‬

‫ﺩﻟﻴ‪‬ﺩﻟﻮ ﺍﻭ ﺍﺧﻴﺴﺘﻠﻮ ﻣﻮ‪‬ﻝ‬

‫ﺩﻟﻴ‪‬ﺩﻭﻟﻮ ﺍﻭ ﺍﺧﻴﺴﺘﻠﻮ ﻣﻮ‪‬ﻝ ﺩﺍ ﭘﻪ ﺯ‪‬ﻩ ﭘﻮﺭﻯ ‪‬ﻜﯥ ‪‬ﺮﮔﻨﺪ ﻭﻯ ﭼﯥ ﻫﺮ ﭘﻴﻐﺎﻡ ‪‬ﻠﻮﺭ‬

‫ﺩﻳﻮﭘﻴﻐﺎﻡ ‪‬ﻠﻮﺭﺍ‪‬ﺧﻪ )‪(۲‬‬

‫ﺩﻣﻮﺧﻲ ﻳﺎﻫﺪﻑ ﺍ‪‬ﺥ‬

‫ﺧﭙﻞ ‪‬ﺎﻥ‬ ‫ﭘﻴﻐﺎ ﻡ‬ ‫ﺩﻏﻮ‪‬ﺘﻨﻲ‬