‫ﺍﻟﺷﺭﻛﺔ ﺍﻟﻌﺭﺑﻳﺔ‬ ‫ﺃﻳــﺎﺭ‬

‫ﻟﻺﻋـﻼﻡ ﺍﻟﻌﻠﻣﻲ‬ ‫ﻣﺎﻳﻭ )‪ 2010‬ﻡ(‬

‫) ﺷﻌﺎﻉ (‬ ‫ﺟﻣﺎﺩﻯ ﺍﻷﻭﻟﻰ )‪ 1431‬ﻫـ(‬

‫ﺍﻟﻘﺎﻫﺭﺓ‬ ‫ﺍﻟﺳﻧﺔ ﺍﻟﺛﺎﻣﻧﺔ ﻋﺷﺭﺓ‬

‫ﺝ‪.‬ﻡ‪.‬ﻉ‬ ‫ﺍﻟـــﻌــﺩﺩ ﺍﻟﻌﺎﺷﺭ‬

‫ﻟﻠﻣﺷﺗﺭﻛﻳﻥ ﻓﻘﻁ‬ ‫ﺍﻟــــﻌـﺩﺩ ‪418‬‬

‫‪editor@edara.com‬‬ ‫ﺭﺋﻴﺲ ﺍﻟﺘﺤﺮﻳﺮ ‪ :‬ﻧﺴﻴﻢ ﺍﻟﺼﻤﺎﺩﻱ‬ ‫‪www.edara.com‬‬
‫ﺇﺩﺍﺭﺓ ﻭﻗﻳﺎﺩﺓ‬

‫‪äGOÉ«≤dG É¡ª∏©àJ ¢ShQO 7‬‬

‫‪äÉeRC’G øe‬‬
‫ﺗﺄﻟﻳﻑ‪ :‬ﺑﻳﻝ ﺟﻭﺭﺝ‬

‫ﺟﻭ ﻫﺎﺩﺉ ﺃﻭ ﺑﻳﺋﺔ ﺧﺎﻭﻳﺔ‪ ،‬ﻷﻥ ﺍﻟﻌﻘﻝ ﺍﻹﻧﺳﺎﻧﻲ ﺍﻟﻣﺗﻘﺩ‬ ‫‪äÉeRC’G ºMQ øe äGOÉ«≤dG êôîJ‬‬
‫ﻻ ﻳﺗﺷﻛﻝ ﺇﻻ ﻣﻥ ﺧﻼﻝ ﺍﻟﺗﺄﻗﻠﻡ ﻣﻊ ﺍﻟﺗﺣﺩﻳﺎﺕ ﺍﻟﻣﺗﺗﺎﺑﻌﺔ‬
‫ﻭﺍﻟﻣﺗﻧﻭﻋﺔ‪ .‬ﻓﺎﻟﺣﺎﺟﺔ ﺍﻟﻣﻠﺣﺔ ﻫﻲ ﺍﻟﺗﻲ ﺗﻛﺷﻑ ﻣﻌﺩﻥ‬ ‫”ﺃﺩﻋﻭ ﺃﻥ ﻳﺑﺗﻠﻳﻛﻡ ﷲ ﺑﺄﻥ ﺗﻌﻳﺷﻭﺍ ﻓﻲ ﻋﺻﺭ ﻣﻬﻡ‪ ،‬ﺳﺭﻳﻊ‬
‫ﺍﻹﻧﺳﺎﻥ ﻭﺃﻋﻅﻡ ﺍﻟﻔﺿﺎﺋﻝ ﺍﻟﻣﻐﺭﻭﺳﺔ ﻓﻲ ﺿﻣﻳﺭﻩ‪“.‬‬ ‫ﺍﻟﺗﻐﻳﺭ‪ ،‬ﻭﻛﺛﻳﺭ ﺍﻷﺯﻣﺎﺕ‪ “.‬ﻫﺫﻩ ﻫﻲ ﺍﻟﺣﻛﻣﺔ ﺃﻭ ﺍﻟﻠﻌﻧﺔ‬
‫ﻓﻣﺎ ﻣﻥ ﺷﻙ ﻓﻲ ﺃﻥ ﺍﻹﻧﺳﺎﻥ ﺍﻟﻣﺛﺎﺑﺭ ﺍﻟﺫﻱ ﻳﺻﺭ ﻋﻠﻰ‬ ‫ﺍﻟﺻﻳﻧﻳﺔ ﻛﻣﺎ ﺟﺎءﺕ ﻋﻠﻰ ﻟﺳﺎﻥ ﺍﻷﺩﻳﺏ ﻭﺍﻟﻔﻳﻠﺳﻭﻑ‬
‫ﺍﻟﺳﻳﺭ ﻓﻲ ﺍﺗﺟﺎﻩ ﻣﻌﻳﻥ ﺳﻳﺗﻣﻛﻥ ﻓﻲ ﻧﻬﺎﻳﺔ ﺍﻟﻣﻁﺎﻑ ﻣﻥ‬ ‫ﺍﻟﻳﻭﻧﺎﻧﻲ ﺍﻟﻔﺎﺋﺯ ﺑﺟﺎﺋﺯﺓ ﻧﻭﺑﻝ ”ﻧﻳﻛﻭﺱ ﻛﺎﺯﺍﻧﺗﺯﺍﻛﻳﺱ“‬
‫ﺃﻥ ﻳﺷﻕ ﻁﺭﻳﻘﻪ ﻭﺳﻁ ﺿﺑﺎﺏ ﺍﻷﺯﻣﺎﺕ ﻭﻓﻲ ﻅﻠﻣﺔ‬ ‫ﻓﻲ ﺳﻳﺭﺗﻪ ﺍﻟﺫﺍﺗﻳﺔ‪ .‬ﻓﻬﻝ ﻳﻣﻛﻥ ﺃﻥ ﻳﺗﻭﻗﻊ ﺃﺣﺩﻧﺎ ﺃﻥ ﻳﻌﻳﺵ‬
‫ﺍﻟﻠﻳﺎﻟﻲ ﺍﻟﺣﺎﻟﻛﺔ‪ ،‬ﻭﺃﻥ ﻳﻛﺳﺏ ﺣﺏ ﻭﺍﺣﺗﺭﺍﻡ ﻭﻣﺳﺎﻧﺩﺓ‬ ‫ﻓﻲ ﻋﺻﺭ ﺃﻛﺛﺭ ﺍﻣﺗﻼ ًء ﻭﺍﺑﺗﻼ ًء ﻭﺧﺭﺍﺑًﺎ ﻭﺍﺿﻁﺭﺍﺑًﺎ‬
‫ﺍﻵﺧﺭﻳﻥ‪ .‬ﻭﻋﻠﻰ ﺍﻟﻌﻛﺱ ﻣﻥ ﺫﻟﻙ‪ ،‬ﻓﺈﻥ ﺍﻟﻣﺅﺳﺳﺎﺕ‬ ‫ﻭﺗﺄﺯﻣًﺎ ﻭﺗﺄﻟﻣًﺎ ﻣﻥ ﻫﺫﺍ ﺍﻟﻌﺻﺭ ﺍﻟﺫﻱ ﻧﻌﻳﺵ ﻓﻳﻪ؟!‬
‫ﺍﻟﺗﻲ ﻳﺩﻳﺭﻫﺎ ﺃﺷﺧﺎﺹ ﻻ ﻫﺩﻑ ﻟﻬﻡ ﺳﻭﻯ ﺍﻟﺣﻔﺎﻅ ﻋﻠﻰ‬
‫ﻧﻔﻭﺫﻫﻡ ﻭﻣﻧﻔﻌﺗﻬﻡ ﻭﺳﻁﻭﺗﻬﻡ ﻭﺳﻳﻁﺭﺗﻬﻡ‪ ،‬ﺳﻭﻑ ﺗﺳﻘﻁ‬ ‫ﺍﻷﺯﻣﺔ ﻫﻲ ﺍﻟﻠﺣﻅﺔ ﺍﻟﻔﺎﺻﻠﺔ ﻭﺍﻟﻣﺭﺣﻠﺔ ﺍﻟﻔﺎﺭﻗﺔ ﻓﻲ‬
‫ﻭﺗﻛﻭﻥ ﺃﺯﻣﺗﻬﺎ ﺍﻷﻭﻟﻰ ﻫﻲ ﺁﺧﺭ ﺍﻷﺯﻣﺎﺕ‪ ،‬ﻷﻧﻬﺎ ﻟﻥ‬ ‫ﺣﻳﺎﺓ ﻛﻝ ﻗﺎﺋﺩ ﺣﻘﻳﻘﻲ‪ ،‬ﻷﻧﻬﺎ‬
‫ﺗﻧﻬﺽ ﻣﻧﻬﺎ ﺃﺑ ًﺩﺍ‪.‬‬ ‫ﺗﺳﺗﻔﺯﻩ ﻟﻛﻲ ﻳﻌﺭﻑ ﻧﻔﺳﻪ ﺣﻕ‬
‫‘ ‪:á°UÓî`dG √òg‬‬ ‫ﺍﻟﻣﻌﺭﻓﺔ‪ ،‬ﻭﻳﻔﻬﻡ ﻧﻔﺳﻪ ﺣﻕ ﺍﻟﻔﻬﻡ‪،‬‬
‫‪:áeRC’G‬‬ ‫ﻭﻳﺳﺗﻁﻠﻊ ﺍﻟﻣﺳﺗﻘﺑﻝ ﻣﺳﺗﺧﺩﻣًﺎ‬
‫‪á°Uôah ójó¡J‬‬ ‫▼ ﺍﺑﺗﻌﺩ ﻋﻥ ﺍﻟﻘﻠﻕ ﻭﺭﻛﺯ ﻋﻠﻰ ﺍﻟﺗﻔﻛﻳﺭ ﺍﻹﺑﺩﺍﻋﻲ‬
‫ﺑﻭﺻﻠﺗﻪ ﺍﻟﺩﺍﺧﻠﻳﺔ ﻛﻭﻧﻬﺎ ﺍﻷﺩﺍﺓ‬
‫▼ ﻻ ﻳﻣﻛﻧﻙ ﺣﻝ ﺍﻟﻣﺷﻛﻠﺔ ﺇﻥ ﻟﻡ ﺗﺣﺩﺩ ﺟﺫﻭﺭﻫﺎ‬ ‫ﺍﻟﻣُﺛﻠﻰ ﻟﻺﺑﺣﺎﺭ ﻓﻲ ﻋﺎﻟﻡ‬
‫ﺃﺳﻘﻁﺕ ﺍﻷﺯﻣﺎﺕ ﺍﻟﻌﺩﻳﺩ ﻣﻥ‬ ‫▼ ﺍﺟﻌﻝ ﺍﻟﺗﻔﺭﺩ ﻭﺍﻟﺗﻣﻳﺯ ﻫﺩﻓﻙ ﺍﻷﻭﻝ ﻭﺍﻷﻭﺣﺩ‬ ‫ﻣﺗﻘﻠﺏ ﻭﻣﺿﻁﺭﺏ‪ .‬ﻓﻲ ﻋﺎﻡ‬
‫ﺍﻟﻘﺎﺩﺓ ﻭﻣﺅﺳﺳﺎﺗﻬﻡ‪ ،‬ﻓﻲ ﺍﻟﻭﻗﺕ‬ ‫‪ 1780‬ﻛﺗﺑﺕ ”ﺃﺑﻳﺟﻳﻝ ﺁﺩﺍﻣﺯ“‬
‫▼ ﺍﻟﻬﺟﻭﻡ ﺧﻳﺭ ﻭﺳﻳﻠﺔ ﻟﻠﺩﻓﺎﻉ ﻭﺍﻟﻔﻭﺯ‬
‫ﺍﻟﺫﻱ ﺻﻣﺩ ﺃﻣﺎﻡ ﺃﻣﻭﺍﺟﻬﺎ ﻗﺎﺩﺓ‬ ‫ﻻﺑﻧﻬﺎ ”ﺟﻭﻥ ﻛﻳﻧﺳﻲ“ ﺗﻘﻭﻝ‪:‬‬
‫▼ ﻻ ﺗﺗﺭﺩﺩ ﻓﻲ ﺇﻅﻬﺎﺭ ﺿﻌﻔﻙ‬
‫ﺁﺧﺭﻭﻥ‪ .‬ﻓﻔﻲ ﻭﺟﻪ ﺍﻷﺯﻣﺔ‬ ‫”ﺍﻟﺷﺧﺻﻳﺔ ﺍﻟﻌﻅﻳﻣﺔ ﻻ ﺗُﻭﻟﺩ ﻓﻲ‬

‫‪This copy is licensed to: yasora72@yahoo.com Edara.com User: 210148 and is not to be shared. Any illegal sharing constitutes infringement of‬‬
‫‪Edara.com intellectual property rights. Without further notice we will prosecute to the fullest extent allowed by law.‬‬
 ‫ﺍﻟﺳﻧﺔ ﺍﻟﺛﺎﻣﻧﺔ ﻋﺷﺭﺓ ‪ -‬ﺍﻟﻌﺩﺩ ﺍﻟﻌﺎﺷﺭ ‪) -‬ﻣﺎﻳﻭ ‪418 - (2010‬‬ ‫ﻋﻘﺎﺭ ”ﺃﺭﺍﻧﻳﺳﺏ“ ﺍﻟﺫﻱ ﻳﻌﺩ ﺃﻧﺟﺢ ﻋﻘﺎﻗﻳﺭﻫﺎ ﻟﻌﻼﺝ‬
‫ﺍﻷﻧﻳﻣﻳﺎ‪ ،‬ﻭﺍﻟﺫﻱ ﻛﺎﻥ ﻳﺣﻘﻕ ﻣﺑﻳﻌﺎﺕ ﺳﻧﻭﻳﺔ ﺗﺻﻝ ﺇﻟﻰ‬
‫‪ 4‬ﻣﻠﻳﺎﺭﺍﺕ ﺩﻭﻻﺭ‪ .‬ﻓﺑﻌﺩ ﺳﺕ ﺳﻧﻭﺍﺕ ﻣﻥ ﻁﺭﺡ‬
‫ﻫﺫﺍ ﺍﻟﻌﻘﺎﺭ ﻓﻲ ﺃﺳﻭﺍﻕ ﺍﻟﺩﻭﺍء ﺍﻟﻌﺎﻟﻣﻳﺔ‪ ،‬ﻛﺷﻔﺕ ﺳﻠﺳﻠﺔ‬
‫ﻣﻥ ﺍﻟﺩﺭﺍﺳﺎﺕ ﺃﻥ ﺍﺳﺗﺧﺩﺍﻣﻪ ﺑﺟﺭﻋﺎﺕ ﻏﻳﺭ ﻣﺩﺭﻭﺳﺔ‬
‫ﺭﺑﻣﺎ ﺗﻬﺩﺩ ﺳﻼﻣﺔ ﺍﻟﻣﺭﺿﻰ‪ ،‬ﻣﻣﺎ ﺩﻋﺎ ﺍﻟﻣﺩﻳﺭ ﺍﻟﺗﻧﻔﻳﺫﻱ‬
‫”ﻛﻳﻔﻳﻥ ﺷﻳﺭﻳﺭ“ ﺇﻟﻰ ﺗﻛﻠﻳﻑ ﺟﻣﻳﻊ ﻣﻭﻅﻔﻳﻪ ﺑﻭﺿﻊ‬
‫ﺧﻁﺔ ﻟﻣﻌﺎﻟﺟﺔ ﺍﻟﻣﺷﻛﻠﺔ‪ .‬ﻭﺣﻳﻥ ﺍﺟﺗﻣﻊ ﺑﻬﻡ ﻟﻣﻧﺎﻗﺷﺗﻬﺎ‪،‬‬
‫ﺃﺩﻫﺷﻬﻡ ﺍﻋﺗﺭﺍﻓﻪ ﺑﺄﺧﻁﺎﺋﻪ‪ ،‬ﺍﻷﻣﺭ ﺍﻟﺫﻱ ﺷﺟﻌﻬﻡ‬
‫ﺑﺩﻭﺭﻫﻡ ﻋﻠﻰ ﺍﻻﻋﺗﺭﺍﻑ ﺑﺄﺧﻁﺎﺋﻬﻡ ﻭﺍﻟﺑﺩء ﻓﻲ ﺍﺗﺧﺎﺫ‬
‫ﺍﻹﺟﺭﺍءﺍﺕ ﺍﻟﻼﺯﻣﺔ ﻟﻠﻧﻬﻭﺽ ﻭﺗﺟﺎﻭﺯ ﺍﻷﺯﻣﺔ‪.‬‬
‫ﺍﻟﺛﺎﻧﻲ ﺇﻟﻰ ﻭﺟﻭﺩ ”ﻓﺭﺻﺔ“‪ .‬ﻭﻫﺫﺍ ﻣﺎ ﻳﺟﺏ ﺃﻥ ﺗﻣﺛﻠﻪ‬
‫ﻗﺭﺭﺕ ﺍﻟﺷﺭﻛﺔ ﻋﻠﻰ ﺍﻟﻔﻭﺭ ﺃﻥ ﺗﻛﻭﻥ ﺃﻛﺛﺭ ﺗﺣﺩﻳ ًﺩﺍ ﻓﻲ‬
‫ﺍﻟﻧﺷﺭﺓ ﺍﻟﺩﻭﺍﺋﻳﺔ ﻋﻧﺩ ﻛﺗﺎﺑﺔ ﺍﻟﻣﻌﻠﻭﻣﺎﺕ ﻋﻥ ﺍﻟﺟﺭﻋﺎﺕ‬
‫ﺍﻟﻣﺳﻣﻭﺡ ﺑﻬﺎ ﻭﺗﺄﺛﻳﺭﻫﺎ‪ .‬ﻓﻛﺎﻧﺕ ﺍﻟﻧﺗﻳﺟﺔ ﺃﻥ ﺍﻧﺧﻔﺿﺕ‬
‫ﺍﻟﻣﺑﻳﻌﺎﺕ ﺑﻧﺳﺑﺔ ‪) ٪26‬ﺃﻱ ﻣﺎ ﻳﻧﺎﻫﺯ ﻣﻠﻳﺎﺭ ﺩﻭﻻﺭ(‪،‬‬
‫ﺇﻻ ﺃﻥ ﺍﻟﺷﺭﻛﺔ ﺍﺳﺗﻁﺎﻋﺕ ﺍﻹﻓﻼﺕ ﻣﻥ ﺑﺭﺍﺛﻥ ﺍﻷﺯﻣﺔ‪،‬‬
‫ﻭﻟﻡ ﻳﺯﻝ ﺍﻟﻌﻘﺎﺭ ﻣﻭﺟﻭ ًﺩﺍ ﻓﻲ ﺍﻟﺳﻭﻕ‪ ،‬ﻭﺇﻥ ﻛﺎﻥ ﺍﻟﻁﻠﺏ‬
‫ﻋﻠﻳﻪ ﻗﺩ ﺗﺭﺍﺟﻊ ﺑﻌﺽ ﺍﻟﺷﻲء‪ .‬ﺍﻟﻣﻬﻡ ﺃﻥ ﺍﻟﺷﺭﻛﺔ‬
‫ﺍﺳﺗﺭﺩﺕ ﺳﻣﻌﺗﻬﺎ ﻭﺛﻘﺔ ﻋﻣﻼﺋﻬﺎ‪ ،‬ﻭﻭﺍﺻﻠﺕ ﺃﺑﺣﺎﺛﻬﺎ‬
‫ﻭﺍﻛﺗﺷﻔﺕ ﺃﺩﻭﻳﺔ ﺟﺩﻳﺩﺓ‪.‬‬
‫ﻳﻧﺟﺢ ﺑﻌﺽ ﺍﻟﻘﺎﺩﺓ ﻓﻲ ﺍﺟﺗﻳﺎﺯ ﺍﺧﺗﺑﺎﺭ ﺍﻟﻣﻬﺎﺭﺍﺕ‪ ،‬ﺑﻝ‬
‫ﻭﺗﻘﻭﻯ ﻟﺩﻳﻬﻡ ﺭﻭﺡ ﺍﻟﻣﺑﺎﺩﺭﺓ ﻭﺗﺗﻌﻣﻕ ﻓﻳﻬﻡ ﺍﻟﻧﺯﻋﺔ‬
‫ﺍﻟﻘﻳﺎﺩﻳﺔ‪ .‬ﻳﻘﻭﻝ ”ﺟﻳﻑ ﺇﻳﻣﻳﻠﺕ“ ﻋﻥ ﺍﻷﺯﻣﺔ ﺍﻟﺗﻲ ﻣﺭﺕ‬
‫ﺑﻬﺎ ﺷﺭﻛﺔ ”ﺟﻧﺭﺍﻝ ﺇﻟﻛﺗﺭﻳﻙ“ ﻓﻲ ﻣﻁﻠﻊ ﺣﻳﺎﺗﻪ ﺍﻟﻣﻬﻧﻳﺔ‪:‬‬
‫”ﺍﻟﻘﻳﺎﺩﺓ ﺭﺣﻠﺔ ﻁﻭﻳﻠﺔ ﺩﺍﺧﻝ ﺍﻟﺫﺍﺕ‪ .‬ﻭﻓﻲ ﺍﻷﻭﻗﺎﺕ‬
‫ﺍﻟﻌﺻﻳﺑﺔ ﻟﻥ ﻳﺳﺗﻁﻳﻊ ﺃﺣﺩ ﺃﻥ ﻳﺧﺑﺭﻙ ﻛﻳﻑ ﺗﻣﺎﺭﺱ‬
‫ﺍﻟﻘﻳﺎﺩﺓ‪ ،‬ﻭﻛﻳﻑ ﺗﻛﻭﻥ ﻗﺎﺋ ًﺩﺍ ﻳﻌﺗﻣﺩ ﻋﻠﻳﻪ‪“.‬‬
‫ﻓﻲ ﻛﺗﺎﺑﺔ ﺍﻟﻠﻐﺔ ﺍﻟﺻﻳﻧﻳﺔ ﻳُﺳﺗﺧﺩَﻡ ﺭﻣﺯﺍﻥ ﺃﻭ ﺣﺭﻓﺎﻥ‬
‫ﻟﻠﺗﻌﺑﻳﺭ ﻋﻥ ﻛﻠﻣﺔ ﺃﺯﻣﺔ‪ ،‬ﺣﻳﺙ ﻳﺭﻣﺯ ﺍﻟﺣﺭﻑ ﺍﻷﻭﻝ‬
‫ﻣﻥ ﺍﻟﻛﻠﻣﺔ ﺇﻟﻰ ”ﺍﻟﺗﻬﺩﻳﺩ ﺃﻭ ﺍﻟﺧﻁﺭ“ ﻭﻳﺭﻣﺯ ﺍﻟﺣﺭﻑ‬
‫ﺍﻷﺯﻣﺔ ﺑﺎﻟﻧﺳﺑﺔ ﻟﻠﻘﺎﺋﺩ‪ .‬ﻓﻌﻠﻰ ﺍﻟﺭﻏﻡ ﻣﻥ ﺃﻥ ﺍﺣﺗﻣﺎﻻﺕ‬
‫ﺍﻟﻔﺷﻝ ﻗﺎﺋﻣﺔ‪ ،‬ﻓﺈﻥ ﺇﺭﺷﺎﺩ ﺗﺎﺑﻌﻳﻙ ﻋﺑﺭ ﺍﻟﺩﺭﻭﺏ ﺍﻟﻭﻋﺭﺓ‬
‫ﻫﻭ ﻓﺭﺻﺗﻙ ﺍﻟﻣﺛﻠﻰ ﻟﺗﻧﻣﻳﺔ ﻣﻬﺎﺭﺍﺗﻙ ﺍﻟﻘﻳﺎﺩﻳﺔ‪ .‬ﻟﺫﻟﻙ‬
‫ﻣﻥ ﺍﻟﺿﺭﻭﺭﻱ ﺃﻥ ﻳﻧﺯﻝ ﺍﻟﻘﺎﺋﺩ ﺇﻟﻰ ﺃﺭﺽ ﺍﻟﻣﻌﺭﻛﺔ‬
‫ﺑﺩﻻ ﻣﻥ ﺍﻟﺟﻠﻭﺱ ﻭﺭﺍء ﻣﻛﺗﺑﻪ ﻭﻣﺗﺎﺑﻌﺔ ﺍﻷﻣﻭﺭ ﻣﻥ‬ ‫ً‬
‫ً‬
‫ﻭﻣﻧﻔﺻﻼ ﻋﻥ ﺟﻧﻭﺩﻩ‪.‬‬ ‫ﺑﻌﻳﺩ ﻣﺗﻘﻭﻗﻌًﺎ ﺩﺍﺧﻝ ﺣﺩﻭﺩﻩ‪،‬‬
‫‪™Ñ°ùdG ájOÉ«≤dG äÉ°SQɪŸG‬‬
‫‘ ‪äÉeRC’G πX‬‬

‫ﻋﻧﺩﻣﺎ ﺗﺣﺩﺙ ”ﺷﻳﺭﻳﺭ“ ﻋﻥ ﺍﻟﺩﺭﺱ ﺍﻟﺫﻱ ﺗﻌﻠﻣﻪ ﻣﻥ‬
‫ﻫﺫﻩ ﺍﻷﺯﻣﺔ‪ ،‬ﺭﻛﺯ ﻋﻠﻰ ﺿﺭﻭﺭﺓ ﺍﻟﺗﺄﻗﻠﻡ ﻣﻊ ﺍﻟﻭﺍﻗﻊ‬
‫ﺍﻟﺟﺩﻳﺩ‪ ،‬ﻭﻫﻭ ﻳﺭﻯ ﺃﻥ ﺍﻟﻌﺩﻳﺩ ﻣﻥ ﺍﻟﻣﺩﻳﺭﻳﻥ ﺍﻟﺗﻧﻔﻳﺫﻳﻳﻥ‬
‫ﻳﻔﺷﻠﻭﻥ ﻓﻲ ﻫﺫﺍ ﺑﺳﺑﺏ ﺍﻧﺟﺭﺍﻓﻬﻡ ﻭﺭﺍء ﺗﺻﻭﺭﺍﺗﻬﻡ‬
‫ﺍﻟﺧﺎﺻﺔ ﻋﻥ ﺍﻟﻭﺍﻗﻊ‪ .‬ﻭﻳﻘﻭﻝ ﻣﺳﺗﻌﻳ ًﻧﺎ ﺑﺗﺷﺑﻳﻪ ﻣﻥ‬
‫ﻋﻠﻡ ﺍﻷﺣﻳﺎء‪” :‬ﻟﻣﻥ ﻳﺗﺣﻘﻕ ﺍﻟﺑﻘﺎء؟ ﻫﻝ ﻟﻸﻛﺑﺭ‪ ،‬ﺃﻡ‬
‫ﻟﻸﻗﻭﻯ‪ ،‬ﺃﻡ ﻟﻸﺳﺭﻉ؟ ﻛﻼ‪ .‬ﺇﻧﻪ ﻟﻸﺻﻠﺢ ﻭﺍﻷﻛﺛﺭ‬
‫ﻗﺩﺭﺓ ﻋﻠﻰ ﺍﻟﺗﺄﻗﻠﻡ ﻣﻊ ﻭﺍﻗﻌﻪ ﺍﻟﺟﺩﻳﺩ‪ “.‬ﻭﻫﻭ ﻳﺅﻛﺩ ﻋﻠﻰ‬
‫ﺃﻫﻣﻳﺔ ﺍﻟﺗﺣﻠﻲ ﺑﺎﻟﻣﺭﻭﻧﺔ ﻋﻠﻰ ﺍﻟﻣﺳﺗﻭﻳﻳﻥ ﺍﻟﻣﺅﺳﺳﻲ‬
‫ﻭﺍﻟﺷﺧﺻﻲ‪ ،‬ﻣﻣﺎ ﻳﻌﺯﺯ ﺍﻟﻘﺩﺭﺓ ﻋﻠﻰ ﻣﻭﺍﺟﻬﺔ ﺍﻟﻭﺍﻗﻊ‬
‫ﻭﺍﻟﺗﺄﻗﻠﻡ ﻣﻊ ﺍﻟﺗﻐﻳﺭﺍﺕ ﻭﺍﻟﻅﺭﻭﻑ ﺍﻟﺟﺩﻳﺩﺓ ﻭﺍﻟﺗﻭﺍﺻﻝ‬
‫ﻣﻊ ﺍﻵﺧﺭﻳﻥ ﺑﺳﻬﻭﻟﺔ ﺩﺍﺧﻝ ﺍﻟﻣﺅﺳﺳﺔ ﻭﺧﺎﺭﺟﻬﺎ‪.‬‬
‫ﺧﻼﺻﺎﺕ ﻛﺗﺏ ﺍﻟﻣﺩﻳﺭ ﻭﺭﺟﻝ ﺍﻷﻋﻣـﺎﻝ‬
‫❂ ﻣﺎ ﻫﻲ ﺍﻟﺗﺣﺩﻳﺎﺕ ﺍﻟﺗﻲ ﺗﻭﺍﺟﻬﻬﺎ ﻓﻲ ﻣﺅﺳﺳﺗﻙ؟‬
‫❂ ﻭﻣﺎ ﻫﻲ ﺍﻟﻁﺭﻕ ﺍﻟﻌﻣﻠﻳﺔ ﻭﺍﻟﻣﻣﺎﺭﺳﺎﺕ ﺍﻟﺗﻧﻔﻳﺫﻳﺔ‬
‫ﺍﻟﺗﻲ ﺳﺗﻘﻭﺩ ﺑﻬﺎ ﻣﺅﺳﺳﺗﻙ ﺩﻭﻥ ﺃﻥ ﺗﻌﺻﻑ ﺑﻙ‬
‫ﻭﺗﺫﺭﻭﻙ ﺭﻳﺎﺡ ﺍﻷﺯﻣﺎﺕ؟‬
‫❂ ﻭﻓﻲ ﻅﻝ ﺍﻟﺿﻐﻭﻁ ﺍﻟﺗﻲ ﺗﺣﺎﺻﺭﻙ‪ ،‬ﻛﻳﻑ‬
‫ﺳﺗﺣﺎﻓﻅ ﻋﻠﻰ ﻣﺳﺎﺭﻙ ﺍﻟﺻﺣﻳﺢ؟‬
‫ﻓﻳﻣﺎ ﻳﻠﻲ ﺑﻌﺽ ﺍﻟﺩﺭﻭﺱ ﻭﺍﻟﻣﻣﺎﺭﺳﺎﺕ ﻭﺍﻟﺗﺻﻭﺭﺍﺕ‬
‫ﺍﻟﺗﻲ ﺳﺎﻋﺩﺕ ﺍﻟﻛﺛﻳﺭﻳﻥ ﻭﻳﻣﻛﻥ ﺃﻥ ﺗﺳﺎﻋﺩﻙ ﻋﻠﻰ‬
‫ﺍﻟﻣﻭﺍﺟﻬﺔ ﻭﺍﻟﺛﺑﺎﺕ ﻓﻲ ﻅﻝ ﺍﻷﺯﻣﺎﺕ‪:‬‬
‫‪™bGƒdG ¬LGh :∫hC’G ¢SQódG‬‬

‫‪∂FÉ£NCÉH ±ÎYGh‬‬
‫ﻭﺗﺗﺣﻘﻕ ﺍﻟﻣﺭﻭﻧﺔ ﻣﻥ ﺧﻼﻝ‪:‬‬
‫❂ ﺍﻟﺣﻔﺎﻅ ﻋﻠﻰ ﺍﻟﻠﻳﺎﻗﺔ ﺍﻟﺟﺳﺩﻳﺔ؛‬ ‫ً‬
‫ﺃﻭﻻ ﺃﻧﻙ ﺃﻣﺎﻡ‬ ‫ﻟﻥ ﺗﺳﺗﻁﻳﻊ ﻣﻌﺎﻟﺟﺔ ﺍﻷﺯﻣﺔ ﻣﺎ ﻟﻡ ﺗﺩﺭﻙ‬
‫❂ ﺍﻟﺣﻔﺎﻅ ﻋﻠﻰ َﺗ َﻭ ﱡﻗﺩ ﺍﻟﺫﻫﻥ ﻭﺍﻟﺭﻭﺡ؛‬ ‫ً‬
‫ﻣﻭﻗﻑ ﻋﺻﻳﺏ ﻭﺃﻧﻙ ﻛﻧﺕ ﺳﺑﺑًﺎ ﻣﺣﺗﻣﻼ ﻓﻳﻪ‪ ،‬ﻭﻫﺫﺍ‬
‫❂ ﺍﻟﻣﺭﺡ ﻭﺍﻟﺩﻋﺎﺑﺔ ﻭﺍﻻﺳﺗﻣﺗﺎﻉ ﺑﺎﻟﺣﻳﺎﺓ‪.‬‬
‫ﻟﻥ ﻳﺗﻡ ﺇﻻ ﺇﺫﺍ ﻭﺍﺟﻬﺕ ﺍﻟﻭﺍﻗﻊ‪ .‬ﻭﻣﻭﺍﺟﻬﺔ ﺍﻟﻭﺍﻗﻊ ﺗﺑﺩﺃ‬
‫ﺑﺎﻋﺗﺭﺍﻓﻙ ﺑﻣﺳﺅﻭﻟﻳﺗﻙ ﻓﻲ ﻧﺷﻭء ﺍﻷﺯﻣﺔ ﺛﻡ ﺗﻭﺟﻳﻪ‬
‫‪øY ≥dG :ÊÉãdG ¢SQódG‬‬
‫ﻣﺅﺳﺳﺗﻙ ﻟﻣﻭﺍﺟﻬﺔ ﻫﺫﺍ ﺍﻟﻭﺍﻗﻊ‪.‬‬
‫‪Ωƒª¡dG ∂«∏gÉc‬‬
‫ﻓﻲ ﻋﺎﻡ ‪ 2007‬ﻛﺎﻧﺕ ﻟﺷﺭﻛﺔ ”ﺃﻣﺟﻳﻥ“ ﺍﻟﻌﺎﻣﻠﺔ ﻓﻲ‬
‫ﺩﻋﻧﺎ ﻧﺗﻔﻕ ﺃﻧﻙ ﻟﻥ ﺗﺳﺗﻁﻳﻊ ﺣﻝ ﺟﻣﻳﻊ ﺍﻟﻣﺷﻛﻼﺕ‬
‫‪2‬‬ ‫ﺑﻣﻔﺭﺩﻙ‪ .‬ﺍﺳﺗﻌﻥ ﺑﺎﻵﺧﺭﻳﻥ ﻣﻥ ﺩﺍﺧﻝ ﻣﺅﺳﺳﺗﻙ ﺃﻭ‬
‫ﻣﺟﺎﻝ ﺍﻟﺗﻛﻧﻭﻟﻭﺟﻳﺎ ﺍﻟﺣﻳﻭﻳﺔ ﻣﺧﺎﻭﻑ ﻛﺑﺭﻯ ﺑﺧﺻﻭﺹ‬

‫‪www.edara.com‬‬
‫‪This copy is licensed to: yasora72@yahoo.com Edara.com User: 210148 and is not to be shared. Any illegal sharing constitutes infringement of‬‬
‫‪Edara.com intellectual property rights. Without further notice we will prosecute to the fullest extent allowed by law.‬‬
 ‫‪:ådÉãdG ¢SQódG‬‬ ‫ﻣﻥ ﺣﻳﺎﺗﻙ ﺍﻟﺷﺧﺻﻳﺔ ﻟﻳﺷﺎﺭﻛﻭﻙ ﻫﻣﻭﻣﻙ ﻭﻳﺳﺎﻋﺩﻭﻙ‬

‫ﺍﻟﺳﻧﺔ ﺍﻟﺛﺎﻣﻧﺔ ﻋﺷﺭﺓ ‪ -‬ﺍﻟﻌﺩﺩ ﺍﻟﻌﺎﺷﺭ ‪) -‬ﻣﺎﻳﻭ ‪418 - (2010‬‬

‫‪á∏μ°ûŸG QhòL øY åëHG‬‬
‫ﻟﺗﻘﻭﻳﺔ ﻋﻼﻗﺎﺗﻙ ﺑﺄﻓﺭﺍﺩ ﻓﺭﻳﻘﻙ‪ ،‬ﻷﻥ ﺃﻗﻭﻯ ﺍﻟﺭﻭﺍﺑﻁ‬
‫ﺇﺫﺍ ﺳﻌﻳﺕ ﻟﻠﺑﺣﺙ ﻋﻥ ﺣﻝ ﺳﺭﻳﻊ ﻟﻠﻣﺷﻛﻠﺔ‪ ،‬ﻓﺈﻧﻙ‬
‫ﺳﺗﻘﻠﻝ ﻣﻥ ﻋﻣﻘﻬﺎ ﻭﺗﺄﺛﻳﺭﻫﺎ ﻭﻣﻥ ﺧﻁﻭﺭﺓ ﺍﻷﺳﺑﺎﺏ‬
‫ﻭﺗﺩﺍﻋﻳﺎﺕ ﺍﻟﻣﺗﻐﻳﺭﺍﺕ ﺍﻟﺗﻲ ﺃﺩﺕ ﺇﻟﻰ ﻧﺷﻭﺋﻬﺎ‪ .‬ﺇﺣﺎﻁﺔ‬
‫ﻧﻔﺳﻙ ﺑﺄﻓﺭﺍﺩ ﻻ ﻳﻁﻠﻌﻭﻧﻙ ﺇﻻ ﻋﻠﻰ ﺍﻷﻧﺑﺎء ﺍﻟﻣﻔﺭﺣﺔ‪ ،‬ﻟﻥ‬
‫ﻳﻌﺯﺯ ﻟﺩﻳﻙ ﺇﻻ ﻏﺭﺍﺋﺯﻙ ﺍﻟﻔﻁﺭﻳﺔ ﻓﻲ ﺣﻝ ﺍﻟﻣﺷﻛﻼﺕ‬
‫ﺩﻭﻥ ﺩﺭﺍﺳﺔ ﻣﺗﻌﻣﻘﺔ‪ .‬ﻫﺫﺍ ﻳﻌﻧﻲ ﺃﻧﻙ ﺗﺗﺟﻧﺏ ﺍﻟﺧﺿﻭﻉ‬
‫ﻟﻠﺟﺭﺍﺣﺔ ﻭﺗﺣﺎﻭﻝ ﺍﻻﻛﺗﻔﺎء ﺑﺗﺿﻣﻳﺩ ﺍﻟﺟﺭﺍﺡ ﺍﻟﺗﻲ ﻻ‬
‫ﺑﺩ ﻭﺃﻥ ﺗﺗﻘﻳﺢ ﻓﻲ ﺍﻟﻧﻬﺎﻳﺔ‪ ،‬ﺃﻭ ﺃﻧﻙ ﺗﺣﺎﻭﻝ ﺍﻟﺗﺧﻠﺹ‬
‫ﻣﻥ ﺍﻷﻋﺭﺍﺽ ﺑﺎﻟﻌﻼﺝ ﺍﻟﺳﺭﻳﻊ‪ ،‬ﺩﻭﻥ ﺍﻟﺗﻌﺎﻣﻝ ﻣﻊ‬
‫ﺍﻷﻣﺭﺍﺽ‪.‬‬
‫ﻓﻲ ﺗﺧﻁﻲ ﺍﻷﺯﻣﺔ‪ .‬ﻫﺫﻩ ﻓﺭﺻﺔ ﻻ ﻳﺟﺏ ﺃﻥ ﺗﻔﻭﺗﻬﺎ‬
‫ﻭﺃﻭﻁﺩ ﺍﻟﻌﻼﻗﺎﺕ ﻫﻲ ﺍﻟﺗﻲ ﺗﺗﺷﻛﻝ ﺃﻭﻗﺎﺕ ﺍﻷﺯﻣﺎﺕ‪.‬‬
‫‪äGòdG ≈∏Y ™bƒ≤àdG IQƒ£N‬‬
‫ﺣﻳﻥ ﻳﻭﺍﺟﻪ ﺑﻌﺽ ﺍﻟﻘﺎﺩﺓ ﺃﺯﻣﺔ ﻣﺎ‪ ،‬ﻓﺈﻧﻬﻡ ﻳﺣﻣﻠﻭﻥ‬
‫ﺍﻟﻌﺏء ﻛﻠﻪ ﻋﻠﻰ ﻛﺎﻫﻠﻬﻡ‪ ،‬ﻭﻳﻧﺳﺣﺑﻭﻥ ﺇﻟﻰ ﻣﻛﺎﺗﺑﻬﻡ‬
‫ﻟﻠﺗﻔﻛﻳﺭ ﻓﻲ ﺍﻟﻣﺷﻛﻠﺔ ﻭﻣﺣﺎﻭﻟﺔ ﺍﻟﺗﻭﺻﻝ ﺇﻟﻰ ﺣﻝ ﻟﻬﺎ‬
‫ﺑﻣﻔﺭﺩﻫﻡ‪ ،‬ﻓﻳﺗﺳﺎءﻝ ﺍﻟﻣﻭﻅﻔﻭﻥ ﻋﻣﺎ ﻳﺣﺩﺙ ﻟﺭﺋﻳﺳﻬﻡ‪.‬‬
‫ﻭﺣﻳﻧﻬﺎ ﺗﺑﺩﺃ ﺍﻹﺷﺎﻋﺎﺕ ﺍﻟﺗﻲ ﺗﻛﻭﻥ ﻓﻲ ﺍﻟﻌﺎﺩﺓ ﺃﺳﻭﺃ ﻣﻥ‬
‫ﺍﻟﻭﺍﻗﻊ‪.‬‬

‫‪áeRC’G QGôμJ‬‬ ‫ﻫﺫﺍ ﻣﺎ ﺣﺩﺙ ﻋﺎﻡ ‪ 2004‬ﻣﻊ ”ﻓﻳﻠﻳﺏ ﺑﻳﺭﺳﻳﻝ“ ﺍﻟﻣﺩﻳﺭ‬

‫ﺍﻟﺗﻧﻔﻳﺫﻱ ﻟﺷﺭﻛﺔ ”ﻣﻭﺭﺟﺎﻥ ﺳﺗﺎﻧﻠﻲ“ ﻟﻠﺧﺩﻣﺎﺕ ﺍﻟﻣﺎﻟﻳﺔ‬
‫ً‬
‫ﻓﺑﺩﻻ‬ ‫ﺣﻳﻥ ﻭﺍﺟﻬﺕ ﺷﺭﻛﺗﻪ ﻣﺷﻛﻼﺕ ﻻ ﺣﺻﺭ ﻟﻬﺎ‪.‬‬
‫ﻣﻥ ﺃﻛﺛﺭ ﺍﻷﻣﺛﻠﺔ ﺷﻳﻭﻋً ﺎ ﻋﻠﻰ ﻛﻳﻔﻳﺔ ﺇﺩﺍﺭﺓ ﺍﻷﺯﻣﺎﺕ‬
‫ﺍﻷﺳﻠﻭﺏ ﺍﻟﺫﻱ ﺗﻌﺎﻣﻝ ﺑﻪ ”ﺟﻳﻡ ﺑﻳﺭﻙ“ ﺍﻟﻣﺩﻳﺭ ﺍﻟﺗﻧﻔﻳﺫﻱ‬ ‫ﻣﻥ ﺃﻥ ﻳﺗﺣﺩﺙ ﻣﻊ ﻣﻭﻅﻔﻳﻪ ﻭﻳﺷﺭﻛﻬﻡ ﻓﻲ ﺣﻝ ﺍﻷﺯﻣﺔ‪،‬‬
‫ً‬
‫ﻣﻠﺣﻭﻅﺎ ﻓﺎﻧﻘﻠﺏ‬ ‫ﺍﻧﻌﺯﻝ ﻓﻲ ﻣﻛﺗﺑﻪ‪ ،‬ﺣﺗﻰ ﺑﺎﺕ ﻭﺿﻌﻪ‬
‫ﻟﺷﺭﻛﺔ ”ﺟﻭﻧﺳﻭﻥ ﺁﻧﺩ ﺟﻭﻧﺳﻭﻥ“ ﻣﻊ ﺃﺯﻣﺔ ﻛﺑﺳﻭﻻﺕ‬
‫”ﺗﺎﻳﻠﻳﻧﻭﻝ“ ﻋﺎﻡ ‪ .1982‬ﻓﻔﻲ ﻭﻻﻳﺔ ”ﺷﻳﻛﺎﻏﻭ“‪،‬‬ ‫ﻋﻠﻳﻪ ﻓﺭﻳﻕ ﻣﻥ ﻣﻭﻅﻔﻳﻪ ﺍﻟﺗﻧﻔﻳﺫﻳﻳﻥ ﺍﻟﺳﺎﺑﻘﻳﻥ ﻭﺣﺭﱠ ﺿﻭﺍ‬
‫ﺗﺳﺑﺏ ﺷﺧﺹ ﻣﺟﻬﻭﻝ ﻓﻲ ﻣﻘﺗﻝ ﺷﺧﺻﻳﻥ ﺑﺗﻐﻁﻳﺔ‬ ‫ﻣﺟﻠﺱ ﺇﺩﺍﺭﺓ ﺍﻟﺷﺭﻛﺔ ﻋﻠﻳﻪ ﻟﻳﻘﺻﻳﻪ ﻋﻥ ﻣﻧﺻﺑﻪ‪.‬‬
‫ﻫﺫﻩ ﺍﻟﻛﺑﺳﻭﻻﺕ ﺑﺳﻡ ﺍﻟﺳﻳﺎﻧﻳﺩ‪ .‬ﻭﺑﻌﺩ ﻣﻭﺕ ﺍﻟﺿﺣﻳﺔ‬ ‫ﻭﻋﻧﺩﻣﺎ ﺗﻭﻟﻰ ﻣﻛﺎﻧﻪ ”ﺟﻭﻥ ﻣﺎﻙ“ ﻓﻲ ﺍﻟﻌﺎﻡ ﺍﻟﺗﺎﻟﻲ‪،‬‬
‫ﺍﻟﺛﺎﻟﺛﺔ ﻓﻲ ”ﻟﻭﺱ ﺃﻧﺟﻠﻭﺱ“‪ ،‬ﺃﻣﺭ ”ﺑﻳﺭﻙ“ ﺑﺳﺣﺏ‬ ‫ﺃﻋﺎﺩ ﺗﺷﻛﻳﻝ ﺍﻟﻔﺭﻳﻕ ﺍﻟﺗﻧﻔﻳﺫﻱ ﻭﺍﺳﺗﺭﺩ ﺛﻘﺔ ﺍﻟﻣﻭﻅﻔﻳﻥ‪،‬‬
‫ﺍﻟﻣﻧﺗﺞ ﻣﻥ ﺟﻣﻳﻊ ﺍﻟﻣﺗﺎﺟﺭ ﻭﺍﻟﺻﻳﺩﻟﻳﺎﺕ‪ .‬ﻭﺧﻼﻝ ﺳﺗﺔ‬ ‫ﻓﺻﻣﺩﺕ ﺍﻟﺷﺭﻛﺔ ﺃﻣﺎﻡ ﺍﻷﺯﻣﺔ ﺍﻻﻗﺗﺻﺎﺩﻳﺔ ﺍﻟﻌﺎﻟﻣﻳﺔ‪.‬‬
‫ﺃﺳﺎﺑﻳﻊ ﻟﺟﺄﺕ ﺍﻟﺷﺭﻛﺔ ﺇﻟﻰ ﺣﻝ ﺑﺩﻳﻝ ﻟﺗﻌﺑﺋﺔ ﺍﻟﻣﻧﺗﺞ‬
‫ﻳﺛﺑﺕ ﺇﻥ ﻛﺎﻥ ﺃﺣﺩ ﻗﺩ ﻋﺑﺙ ﺑﻪ ﻗﺑﻝ ﺍﻻﺳﺗﺧﺩﺍﻡ‪ ،‬ﻣﻣﺎ‬ ‫‪»LQÉN ≥jôØH áfÉ©à°S’G‬‬
‫ﻣﻛﻧﻬﺎ ﻣﻥ ﺇﻋﺎﺩﺓ ”ﺗﺎﻳﻠﻳﻧﻭﻝ“ ﺇﻟﻰ ﺍﻷﺳﻭﺍﻕ ﻟﺗﺭﺗﻔﻊ ﻗﻳﻣﺔ‬
‫ﺃﺳﻬﻡ ﺍﻟﺷﺭﻛﺔ ﻣﻥ ﺟﺩﻳﺩ‪.‬‬ ‫ﺍﺣﺭﺹ ﻋﻠﻰ ﺃﻥ ﺗﺷﺭﻙ ﻣﻥ ﺣﻭﻟﻙ ﻓﻲ ﻋﻼﺝ ﺍﻟﻣﺷﻛﻠﺔ‪،‬‬
‫ﻻ ﺳﻳﻣﺎ ﺍﻟﺧﺑﺭﺍء ﻭﺍﻟﺣﻛﻣﺎء ﻭﺍﻷﻓﺭﺍﺩ ﻭﺍﻟﻔﺭﻕ ﻣﻥ ﺧﺎﺭﺝ‬
‫ً‬
‫ﺑﻁﻼ ﻗﻭﻣﻳًﺎ ﺑﻌﺩ ﻧﺟﺎﺣﻪ ﻓﻲ ﺇﺩﺍﺭﺓ ﻫﺫﻩ‬ ‫ﺻﺎﺭ ”ﺑﻳﺭﻙ“‬ ‫ﺍﻟﺷﺭﻛﺔ ﺍﻟﺫﻳﻥ ﻳﻬﺗﻣﻭﻥ ﺑﻣﺻﻠﺣﺗﻙ ﻋﻠﻰ ﺍﻟﻣﺳﺗﻭﻯ‬
‫ﺍﻷﺯﻣﺔ‪ .‬ﻭﻗﺩ ﻗﺎﻝ ﻭﻗﺗﺫﺍﻙ ﺇﻥ ﺃﺳﻠﻭﺏ ﺍﻟﺗﻌﺑﺋﺔ ﻫﺫﺍ ﻣﺎ‬ ‫ﺍﻟﺷﺧﺻﻲ‪ ،‬ﺃﻭ ﻳﺷﺎﺭﻛﻭﻧﻙ ﻣﺟﺎﻟﻙ ﺍﻟﻣﻬﻧﻲ‪ ،‬ﻭﺍﻟﺫﻳﻥ ﻟﻥ‬
‫ﺯﺍﻝ ﻻ ﻳﺿﻣﻥ ﻋﺩﻡ ﺍﻟﻌﺑﺙ ﺑﺎﻟﻣﻧﺗﺞ‪ ،‬ﻭﻟﻛﻧﻪ ﺃﺳﺭﱠ ﺇﻟﻰ‬ ‫ﻳﻧﺗﻘﺩﻭﺍ ﻗﺭﺍﺭﺍﺗﻙ ﺃﻭ ﺗﺻﺭﻓﺎﺗﻙ ﺩﺍﺧﻝ ﺍﻟﺷﺭﻛﺔ‪ .‬ﻓﻌﻠﻰ‬
‫ﺃﺣﺩ ﻣﻘﺭﺑﻳﻪ ﺃﻥ ﺍﻷﺯﻣﺔ ﺇﺫﺍ ﺗﻛﺭﺭﺕ ﻓﺳﻭﻑ ﻳﺻﺑﺢ‬ ‫ﺍﻟﺭﻏﻡ ﻣﻥ ﺃﻥ ﺍﻟﻧﺎﺻﺣﻳﻥ ﺍﻟﺧﺎﺭﺟﻳﻳﻥ ﻻ ﻳﻛﻭﻧﻭﺍ ﻣﻠﻣﻳﻥ‬
‫ﺍﻟﻣﻧﺗﺞ ﻓﻲ ﺧﺑﺭ ﻛﺎﻥ‪ .‬ﺑﻌﺩ ﺃﺭﺑﻊ ﺳﻧﻭﺍﺕ ﻣﺎﺗﺕ ﺍﻣﺭﺃﺓ‬ ‫ﺑﺗﻔﺎﺻﻳﻝ ﺍﻟﻣﺷﻛﻠﺔ‪ ،‬ﻓﺈﻧﻬﻡ ﻳﻘﺩﻣﻭﻥ ‪ -‬ﻓﻲ ﺍﻟﻌﺎﺩﺓ ‪ -‬ﻧﺻﺎﺋﺢ‬
‫ﻭﺣﻠﻭﻻ ﻣﻘﺗﺭﺣﺔ ﻟﻥ ﺗﺣﺻﻝ ﻋﻠﻳﻬﺎ ﻣﻥ ﻣﻭﻅﻔﻳﻙ‪.‬‬ ‫ً‬
‫ﺧﻼﺻﺎﺕ ﻛﺗﺏ ﺍﻟﻣﺩﻳﺭ ﻭﺭﺟﻝ ﺍﻷﻋﻣـﺎﻝ‬

‫ﻣﻥ ﺍﻟﺗﺳﻣﻡ ﺑﻛﺑﺳﻭﻻﺕ ”ﺗﺎﻳﻠﻳﻧﻭﻝ“‪ ،‬ﻭﻟﻛﻥ ﺍﻹﻋﻼﻡ ﻟﻡ‬

‫‪∂Ä«°ùj Éà ∑Èîjh á≤«≤◊ÉH ∂¡LGƒj øŸ ™ªà°SG‬‬

‫ﻳﺧﺷﻰ ﺍﻟﻛﺛﻳﺭ ﻣﻥ ﺍﻟﻣﻭﻅﻔﻳﻥ ﻧﻘﻝ ﺍﻷﺧﺑﺎﺭ ﺍﻟﺳﻳﺋﺔ ﻋﻥ ﺍﻟﻌﻣﻝ ﻭﺍﻷﺩﺍء ﻭﺍﻷﺧﻁﺎء ﺇﻟﻰ ﺭﺅﺳﺎﺋﻬﻡ‪ ،‬ﺭﺑﻣﺎ ﺑﺳﺑﺏ ﺧﻭﻓﻬﻡ ﻣﻥ‬
‫ﺍﻟﺗﻌﺭﺽ ﻟﻠﻌﻘﺎﺏ ﺇﻥ ﻟﻡ ﻳﺗﻘﺑﻝ ﺭﺅﺳﺎﺅﻫﻡ ﻫﺫﻩ ﺍﻷﺧﺑﺎﺭ‪ ،‬ﺃﻭ ﺑﺳﺑﺏ ﺇﺣﺳﺎﺱ ﻫﺅﻻء ﺍﻟﺭﺅﺳﺎء ﺃﻥ ﻣﻭﺍﺟﻬﺔ ﺍﻟﻭﺍﻗﻊ ﻗﺎﺳﻳﺔ‪ .‬ﺃﺑﺭﺯ‬
‫ﻣﺛﺎﻝ ﻋﻠﻰ ﺫﻟﻙ ﻣﺎ ﺣﺩﺙ ﺣﻳﻥ ﻧﻘﻠﺕ ﺍﻟﻣﻭﻅﻔﺔ ”ﺷﻳﺭﻭﻥ ﻭﺍﺗﻛﻳﻧﺯ“ ﻓﻲ ﺷﺭﻛﺔ ”ﺇﻧﺭﻭﻥ“ ﻣﺧﺎﻭﻓﻬﺎ ﺣﻭﻝ ﺍﻟﺑﻳﺎﻧﺎﺕ ﺍﻟﻣﺎﻟﻳﺔ ﻏﻳﺭ‬
‫ﺍﻟﺻﺣﻳﺣﺔ ﺇﻟﻰ ﺭﺋﻳﺱ ﻣﺟﻠﺱ ﺍﻹﺩﺍﺭﺓ ”ﻛﻳﻥ ﻻﻱ“‪ ،‬ﻓﻭﺑﺧﻬﺎ ﻭﻋﺎﻗﺑﻬﺎ ﻭﺻﺎﺭﺕ ﻣﻧﺑﻭﺫﺓ ﺩﺍﺧﻝ ﺍﻟﺷﺭﻛﺔ‪ .‬ﻓﻼ ﻋﺟﺏ ﺇﺫﻥ ﺃﻥ‬
‫ً‬
‫ﻋﺎﺭﻓﺎ ﺑﻣﺎ‬ ‫ﻳﺗﺭﺩﺩ ﺍﻟﻣﻭﻅﻔﻭﻥ ﻣﺎﺋﺔ ﻣﺭﺓ ﻗﺑﻝ ﺇﻁﻼﻉ ﺭﺅﺳﺎﺋﻬﻡ ﻋﻠﻰ ﻣﺎ ﻳﺟﺭﻱ ﺣﻭﻟﻬﻡ‪ .‬ﻛﻣﺎ ﻳﺧﺷﻰ ﺍﻟﻣﻭﻅﻑ ﺃﻥ ﻳﻛﻭﻥ ﻣﺩﻳﺭﻩ‬
‫ﻳﺟﺭﻱ‪ ،‬ﻟﻛﻧﻪ ﻳﺗﻐﺎﺿﻰ ﻋﻧﻪ ﻷﺳﺑﺎﺑﻪ ﺍﻟﺧﺎﺻﺔ‪.‬‬
‫‪3‬‬
‫‪www.edara.com‬‬
‫‪This copy is licensed to: yasora72@yahoo.com Edara.com User: 210148 and is not to be shared. Any illegal sharing constitutes infringement of‬‬
‫‪Edara.com intellectual property rights. Without further notice we will prosecute to the fullest extent allowed by law.‬‬
 ‫ﺍﻟﺳﻧﺔ ﺍﻟﺛﺎﻣﻧﺔ ﻋﺷﺭﺓ ‪ -‬ﺍﻟﻌﺩﺩ ﺍﻟﻌﺎﺷﺭ ‪) -‬ﻣﺎﻳﻭ ‪418 - (2010‬‬ ‫‪᪰SÉM äGAGôLEG PÉîJG‬‬
‫ﺍﻟﻳﻭﻡ ﺍﻟﺗﺎﻟﻲ ﻟﻠﺣﺎﺩﺙ‪ ،‬ﻭﺻﻑ ”ﺑﻳﺭﻙ“ ﺗﺳﻣﻳﻡ ﻣﻧﺗﺟﻪ ﺑﺄﻧﻪ‬
‫ﺃﺣﻳﺎ ًﻧﺎ ﺗﻛﻭﻥ ﺍﻟﻧﺯﻋﺔ ﺍﻟﺗﺷﺎﺅﻣﻳﺔ ﻭﺍﺣﺩﺓ ﻣﻥ ﻁﺭﻕ ﺗﺟﻧﺏ‬
‫ﺍﻷﺯﻣﺎﺕ‪ ،‬ﻋﻠﻰ ﺍﻷﻗﻝ ﻛﻣﺎ ﻻﺣﻅ ﻭﺍﻋﺗﺭﻑ ”ﺁﻧﺩﻱ‬
‫ﺟﺭﻭﻑ“ ﺍﻟﻣﺩﻳﺭ ﺍﻟﺗﻧﻔﻳﺫﻱ ﺍﻟﺳﺎﺑﻕ ﻓﻲ ﺷﺭﻛﺔ ”ﺇﻧﺗﻝ“‬
‫ﻟﻺﻟﻛﺗﺭﻭﻧﻳﺎﺕ‪ .‬ﻓﻘﺩ ﺟﻌﻠﻪ ﺍﻟﺧﻭﻑ ﺍﻟﺩﺍﺋﻡ ﻭﺍﻟﻣﺳﺗﻣﺭ ﻣﻥ‬
‫ﺗﺩﻫﻭﺭ ﺍﻷﺳﻭﺍﻕ ﺃﻭ ﺳﻘﻭﻁ ﺷﺭﻛﺗﻪ ﺃﻭ ﺩﺧﻭﻝ ﻣﻧﺎﻓﺳﻳﻥ‬
‫ً‬
‫ﻭﺟﺎﻫﺯﺍ ﻟﻠﺗﺻﺩﻱ ﻟﻸﺧﻁﺎﺭ ﻭﻣﺳﺗﻌ ًﺩﺍ ﻟﻛﻝ‬ ‫ﺃﻗﻭﻳﺎء ً‬
‫ﻳﻘﻅﺎ‬
‫ﺍﻟﺳﻳﻧﺎﺭﻳﻭﻫﺎﺕ ﺇﺫﺍ ﻣﺎ ﺳﺎءﺕ ﺍﻷﺣﻭﺍﻝ‪.‬‬
‫”ﺟﻭﻧﺳﻭﻥ ﺁﻧﺩ ﺟﻭﻧﺳﻭﻥ“ ﻣﺩﻯ ﺻﻌﻭﺑﺔ ﺍﻟﻭﺻﻭﻝ‬
‫ﻓﻲ ﻋﺎﻡ ‪ 1984‬ﺍﺳﺗﻁﺎﻉ ”ﺟﺭﻭﻑ“ ﺍﻟﺧﺭﻭﺝ ﺑﺷﺭﻛﺗﻪ‬
‫ﻣﻥ ﺃﺯﻣﺔ ﻁﺎﺣﻧﺔ‪ ،‬ﻋﻧﺩﻣﺎ ﺧﺳﺭﺕ ﻣﻛﺎﻧﺗﻬﺎ ﻓﻲ ﺳﻭﻕ‬
‫ﺍﻟﻠﻭﺣﺎﺕ ﻭﺍﻟﺫﺍﻛﺭﺍﺕ ﺍﻹﻟﻛﺗﺭﻭﻧﻳﺔ ﺃﻣﺎﻡ ﺃﻗﻭﻯ ﺍﻟﺷﺭﻛﺎﺕ‬
‫ﺍﻟﻳﺎﺑﺎﻧﻳﺔ ﺍﻟﻣﻧﺎﻓﺳﺔ‪ .‬ﻋﻣﻝ ”ﺟﺭﻭﻑ“ ﻣﻊ ﻣﺩﻳﺭﻳﻪ‬
‫ﻭﻣﻬﻧﺩﺳﻳﻪ ﻋﻠﻰ ﻣﺩﻯ ﻋﺎﻡ ﻛﺎﻣﻝ ﻟﺗﻘﻠﻳﺹ ﺍﻟﺗﻛﺎﻟﻳﻑ‬
‫ﻭﺗﺣﻘﻳﻕ ﺍﻻﺳﺗﻘﺭﺍﺭ‪ ،‬ﻟﻛﻧﻪ ﻟﻡ ﻳﻔﻠﺢ ﻓﻲ ﺍﻟﺗﻔﻭﻕ ﻋﻠﻰ‬
‫ﺍﻟﺷﺭﻛﺎﺕ ﺍﻟﻳﺎﺑﺎﻧﻳﺔ ﺍﻟﺗﻲ ﺍﺳﺗﻐﻠﺕ ﺣﺟﻣﻬﺎ ﻭﺃﺳﻌﺎﺭﻫﺎ‬
‫ﺍﻟﻣﻧﺧﻔﺿﺔ ﻓﻲ ﺟﺫﺏ ﺍﻟﻌﻣﻼء‪ ،‬ﻣﻣﺎ ﺳﺑﺏ ﺗﺭﺍﺟﻌًﺎ ﻓﻲ‬
‫ﻣﺑﻳﻌﺎﺕ ﻭﺃﺳﻬﻡ ﺷﺭﻛﺔ ”ﺇﻧﺗﻝ“‪ .‬ﻗﺿﻰ ”ﺟﺭﻭﻑ“‬
‫ً‬
‫ﻣﺣﺎﻭﻻ ﺇﻗﻧﺎﻉ ﻓﺭﻳﻘﻪ ﺑﺄﻧﻪ ﻋﻠﻰ ﺍﻟﺷﺭﻛﺔ‬ ‫ﻋﺎﻣًﺎ ﺁﺧﺭ‬
‫ﺗﻐﻳﻳﺭ ﻣﺟﺎﻝ ﻋﻣﻠﻬﺎ‪ ،‬ﻭﺳﺭﻋﺎﻥ ﻣﺎ ﺍﺗﺟﻬﺕ ”ﺇﻧﺗﻝ“‬
‫ﺑﺟﻣﻳﻊ ﻣﻭﺍﺭﺩﻫﺎ ﺇﻟﻰ ﻣﻳﺯﺓ ﺗﻧﺎﻓﺳﻳﺔ ﺟﺩﻳﺩﺓ ﻫﻲ ﺗﺻﻧﻳﻊ‬
‫”ﺍﻟﻣﻳﻛﺭﻭﺑﺭﻭﺳﻳﺳﻭﺭ“ ﺃﻭ ﺍﻟﻣﻌﺎﻟﺟﺎﺕ ﺍﻹﻟﻛﺗﺭﻭﻧﻳﺔ‪.‬‬
‫ﻛﺎﻥ ﻫﺫﺍ ﺍﻟﻘﺭﺍﺭ ﺳﺑﺑًﺎ ﻓﻲ ﻧﺟﺎﺡ ”ﺇﻧﺗﻝ“ ﻋﻠﻰ ﻣﺩﻯ‬
‫ﻋﻘﺩﻳﻥ ﻣﻥ ﺍﻟﺯﻣﺎﻥ‪ ،‬ﻷﻥ ﺍﻟﻣﻌﺎﻟﺟﺎﺕ ﺻﺎﺭﺕ ﻣﺣﻭﺭ‬
‫ﺗﺻﻧﻳﻊ ﺍﻟﻛﻣﺑﻳﻭﺗﺭ ﺍﻟﺷﺧﺻﻲ ﻭﻏﻳﺭﻩ ﻣﻥ ﺁﻻﻑ ﺍﻷﺟﻬﺯﺓ‬
‫ﺍﻹﻟﻛﺗﺭﻭﻧﻳﺔ‪ .‬ﻭﺑﺎﻟﺗﻁﻭﻳﺭ ﺍﻟﻣﺳﺗﻣﺭ ﻓﻲ ﻫﺫﺍ ﺍﻟﻣﻧﺗﺞ‬
‫ﺣﺎﻟﺕ ﺍﻟﺷﺭﻛﺔ ﺩﻭﻥ ﺗﺣﻭﻝ ”ﺍﻟﻣﻳﻛﺭﻭﺑﺭﻭﺳﻳﺳﻭﺭ“ ﺇﻟﻰ‬
‫ﻣﺟﺭﺩ ﺳﻠﻌﺔ ﻋﺎﺩﻳﺔ‪ .‬ﻭﻗﺩ ﺣﺩﺙ ﻛﻝ ﻫﺫﺍ ﺑﺳﺑﺏ ﺭﻳﺑﺔ‬
‫ﻳﺭﺣﻡ ”ﺑﻳﺭﻙ“ ﻫﺫﻩ ﺍﻟﻣﺭﺓ‪ .‬ﻭﻓﻲ ﻣﺅﺗﻣﺭ ﺻﺣﻔﻲ ﻓﻲ‬
‫”ﻋﻣﻝ ﺇﺭﻫﺎﺑﻲ“‪ .‬ﻟﺣﺳﻥ ﺍﻟﺣﻅ ﻛﺎﻧﺕ ﺍﻟﺷﺭﻛﺔ ﺟﺎﻫﺯﺓ‬
‫ﻫﺫﻩ ﺍﻟﻣﺭﺓ ﺑﺗﺻﻣﻳﻡ ﺟﺩﻳﺩ ﻣﺣﻣﻲ ﺿﺩ ﺍﻟﻌﺑﺙ‪ .‬ﻭﺗﺣﺕ‬
‫ﺧﺻﻭﺻﺎ ﺑﺳﺑﺏ‬
‫ً‬ ‫ﺍﻟﺿﻐﻁ ﺍﻟﺫﻱ ﺗﻌﺭﺽ ﻟﻪ ”ﺑﻳﺭﻙ“‪،‬‬
‫ﺍﻟﻔﺷﻝ ﻓﻲ ﺍﻟﻘﺑﺽ ﻋﻠﻰ ﺍﻟﺟﺎﻧﻲ‪ ،‬ﻗﺭﺭ ﺑﻌﺩ ﺳﺗﺔ ﺃﻳﺎﻡ‬
‫ﺳﺣﺏ ”ﺗﺎﻳﻠﻳﻧﻭﻝ“ ﻣﻥ ﺍﻷﺳﻭﺍﻕ ﻟﻳﺣﻝ ﻣﺣﻠﻪ ﺍﻟﺗﺻﻣﻳﻡ‬
‫ﺍﻟﺟﺩﻳﺩ ﻋﻠﻰ ﻫﻳﺋﺔ ﺃﻗﺭﺍﺹ ﻣﻐﻠﻔﺔ‪ ،‬ﺑﺗﻛﻠﻔﺔ ﺇﺿﺎﻓﻳﺔ ﺗﺻﻝ‬
‫ﺇﻟﻰ ‪ 150‬ﻣﻠﻳﻭﻥ ﺩﻭﻻﺭ‪ .‬ﻭﻫﻛﺫﺍ ﺗﻌﻛﺱ ﺗﺟﺭﺑﺔ ﺷﺭﻛﺔ‬
‫ﺇﻟﻰ ﺟﺫﻭﺭ ﺍﻟﻣﺷﻛﻠﺔ ﻭﺻﻌﻭﺑﺔ ﺍﺗﺧﺎﺫ ﺍﻟﻘﺭﺍﺭﺍﺕ ﻓﻲ‬
‫ﻅﻝ ﺍﻷﺯﻣﺎﺕ‪ .‬ﺍﻟﻣﻬﻡ ﺃﻥ ”ﺑﻳﺭﻙ“ ﺍﺳﺗﻁﺎﻉ ﺍﻟﻣﺣﺎﻓﻅﺔ‬
‫ﻋﻠﻰ ﺳﻣﻌﺔ ﺍﻟﺷﺭﻛﺔ ﻭﺩﺳﺗﻭﺭﻫﺎ ﺍﻟﻘﺎﺋﻡ ﻋﻠﻰ ﺍﻻﻫﺗﻣﺎﻡ‬
‫ﺑﺎﻟﻌﻣﻼء‪ .‬ﻭﺍﻟﻳﻭﻡ‪ ،‬ﻭﺑﻌﺩ ﻋﺷﺭﻳﻥ ﺳﻧﺔ ﻣﺎ ﺯﺍﻝ‬
‫”ﺗﺎﻳﻠﻳﻧﻭﻝ“ ﻫﻭ ﺍﻟﻣﻧﺗﺞ ﺍﻷﻭﻝ ﻓﻲ ﺍﻷﺳﻭﺍﻕ ﻟﺗﺳﻛﻳﻥ ﺍﻵﻻﻡ‪.‬‬
‫‪:™HGôdG ¢SQódG‬‬
‫‪á∏jƒW ácô©Ÿ ó©à°SG‬‬
‫ﻓﻲ ﺧﺿﻡ ﺍﻷﺯﻣﺎﺕ ﻳﺣﺳﺏ ﺑﻌﺽ ﺍﻟﻘﺎﺩﺓ ﺃﻥ ﺍﻷﺯﻣﺔ‬
‫ﻟﻥ ﺗﻁﻭﻝ ﻭﻳﺗﻭﻗﻌﻭﻥ ﻋﻭﺩﺓ ﺍﻷﻣﻭﺭ ﺇﻟﻰ ﻣﺟﺭﺍﻫﺎ‬
‫ﺍﻟﻁﺑﻳﻌﻲ ﺑﺳﺭﻋﺔ‪ ،‬ﻭﺃﻥ ﻛﻝ ﻣﺎ ﻋﻠﻳﻬﻡ ﻓﻌﻠﻪ ﻫﻭ ﺇﺟﺭﺍء‬
‫ﺑﻌﺽ ﺍﻟﺗﻐﻳﻳﺭﺍﺕ ﺍﻟﻣﺅﻗﺗﺔ‪ ،‬ﻣﺛﻝ ﺗﻘﻠﻳﻝ ﺣﺟﻡ ﺍﻹﻧﺗﺎﺝ‬
‫ﻟﺣﻳﻥ ﺍﺭﺗﻔﺎﻉ ﺍﻟﻁﻠﺏ ﻣﺟﺩ ًﺩﺍ‪ .‬ﻭﺑﻬﺫﺍ ﻳﺗﻌﺎﻣﻝ ﺍﻟﻣﺩﻳﺭﻭﻥ‬
‫ﻣﻊ ﺍﻟﻅﺭﻭﻑ ﺍﻟﺻﻌﺑﺔ ﻣﺛﻠﻣﺎ ﻳﻔﻌﻝ ﺍﻟﺑﺣﺎﺭﺓ ﻓﻲ ﺃﻋﺎﻟﻲ‬
‫ﺍﻟﺑﺣﺎﺭ ﺣﻳﻥ ﻳﺧﺗﺑﺋﻭﻥ ﺣﺗﻰ ﺗﻣﺭ ﺍﻟﻌﺎﺻﻔﺔ‪ .‬ﻭﻟﻛﻥ ﻣﺎﺫﺍ‬
‫ﻟﻭ ﺍﺳﺗﻣﺭﺕ ﺍﻟﻌﺎﺻﻔﺔ ﺃﻁﻭﻝ ﺑﻛﺛﻳﺭ ﻣﻣﺎ ﻳﺗﻭﻗﻌﻭﻥ؟‬
‫ً‬
‫ﻛﻠﻳﺔ ﻫﻭ ﺍﻟﺣﻝ؟‬ ‫ﻭﻣﺎﺫﺍ ﻟﻭ ﻛﺎﻥ ﺗﻐﻳﻳﺭ ﺍﻟﻣﺳﺎﺭ‬

‫’ ‪!∂Ø©°V QÉ¡XEG ‘ OOÎJ‬‬

‫ﺇﺑﺩﺍء ﺍﻟﺿﻌﻑ ﺃﻣﺎﻡ ﺍﻵﺧﺭﻳﻥ ﻣﻥ ﺍﻟﻣﺷﺎﻋﺭ ﻭﺍﻟﺳﻠﻭﻛﻳﺎﺕ ﺍﻟﺗﻲ ﻳﺗﺟﻧﺑﻬﺎ ﺍﻟﻘﺎﺩﺓ ﺣﺗﻰ ﺃﻧﻬﻡ ﻳﺗﻅﺎﻫﺭﻭﻥ ﺑﻌﻛﺳﻬﺎ؛ ﻣﻊ ﺃﻥ ﺇﻅﻬﺎﺭ‬
‫ﺍﻟﺿﻌﻑ ﻳﻌﺗﺑﺭ ﻣﻥ ﺃﻛﺛﺭ ﺍﻻﻧﻔﻌﺎﻻﺕ ﺍﻹﻧﺳﺎﻧﻳﺔ ﺗﺄﺛﻳﺭً ﺍ ﻭﻧﻔﻌًﺎ‪ .‬ﻓﻔﺭﺽ ﺍﻟﺳﻳﻁﺭﺓ ﻭﺍﻟﻧﻔﻭﺫ ﻣﻥ ﺧﻼﻝ ﺍﻷﻭﺍﻣﺭ ﺍﻟﻣﺑﺎﺷﺭﺓ ﻭﺍﻟﻅﻬﻭﺭ‬
‫ﺧﻼﺻﺎﺕ ﻛﺗﺏ ﺍﻟﻣﺩﻳﺭ ﻭﺭﺟﻝ ﺍﻷﻋﻣـﺎﻝ‬

‫ً‬
‫ﻣﺣﻔﺯﺍ ﻭﻻ ﺩﺍﻓﻌًﺎ ﻟﻶﺧﺭﻳﻥ‪ .‬ﻭﻟﻛﻥ ﻋﻧﺩﻣﺎ ﺗﺗﻭﺍﺻﻝ ﻣﻌﻬﻡ ﻭﺗﺷﺎﺭﻛﻬﻡ ﻣﺧﺎﻭﻓﻙ ﻭﻋﻳﻭﺑﻙ‪ ،‬ﻓﺈﻧﻙ ﺑﺫﻟﻙ ﺗﻘﻳﻡ‬ ‫ﻓﻲ ﺛﻭﺏ ﺍﻟﻘﻭﻱ ﻟﻳﺱ‬
‫ﻣﻌﻬﻡ ﺭﻭﺍﺑﻁ ﻭﺃﻭﺍﺻﺭ ﻗﻭﻳﺔ ﻟﻠﻐﺎﻳﺔ‪ .‬ﻳﻌﺩ ﺇﻅﻬﺎﺭ ﺿﻌﻔﻙ ﺑﻣﺛﺎﺑﺔ ﺩﻋﻭﺓ ﻋﺎﻣﺔ ﻟﻳﺷﺎﺭﻛﻙ ﺍﻵﺧﺭﻭﻥ ﻫﻣﻙ ﻭﺗﺷﺎﺭﻛﻬﻡ ﻫﻣﻬﻡ‪ ،‬ﻭﻣﻥ‬
‫ﺛﻡ ﺗﺣﻅﻰ ﺑﻣﺳﺎﻧﺩﺗﻬﻡ ﻭﺍﻟﺗﺯﺍﻣﻬﻡ ﻭﺍﺣﺗﺭﺍﻣﻬﻡ ﻟﻙ‪.‬‬

‫ﻋﻠﻰ ﺳﺑﻳﻝ ﺍﻟﻣﺛﺎﻝ ﻛﺎﻥ ”ﺟﻭﻥ ﻫﻭﺏ ﺑﺭﺍﻳﻧﺕ“ ﻣﺷﺭ ًﺩﺍ ﻓﻲ ﺍﻟﺷﻭﺍﺭﻉ ﻓﻲ ﻣﻁﻠﻊ ﺣﻳﺎﺗﻪ‪ ،‬ﺛﻡ ﺃﺳﺱ ﺑﻌﺩ ﺫﻟﻙ ﺷﺭﻛﺔ ”ﺃﻭﺑﻳﺭﻳﺷﻥ‬
‫ﻫﻭﺏ“‪ ،‬ﻭﺍﺳﺗﻁﺎﻉ ﺟﻣﻊ ‪ 500‬ﻣﻠﻳﻭﻥ ﺩﻭﻻﺭ ﻟﺗﻧﻣﻳﺔ ﺍﻟﻭﻋﻲ ﺍﻟﻣﺎﻟﻲ ﻟﺩﻯ ﺍﻟﻔﻘﺭﺍء‪ ،‬ﻭﻫﻭ ﺍﻵﻥ ﻧﺎﺋﺏ ﺭﺋﻳﺱ ﻣﺟﻠﺱ ﺇﺩﺍﺭﺓ ﺍﻟﻬﻳﺋﺔ‬
‫ﺍﻻﺳﺗﺷﺎﺭﻳﺔ ﻟﺗﻧﻣﻳﺔ ﺍﻟﻭﻋﻲ ﺍﻟﻣﺎﻟﻲ‪ .‬ﻳﻘﻭﻝ ”ﺑﺭﺍﻳﻧﺕ“‪” :‬ﺗﻛﻣﻥ ﺍﻟﻘﻭﺓ ﺍﻟﺣﻘﻳﻘﻳﺔ ﻓﻲ ﺍﻻﻋﺗﺭﺍﻑ ﺑﺎﻟﺿﻌﻑ ﻭﺗﺣﻣﻝ ﺍﻟﻣﺳﺅﻭﻟﻳﺔ ﻋﻥ‬
‫ﺻﺎﺩﻗﺎ‪ ،‬ﻳﻐﻔﺭ ﻟﻙ ﺍﻵﺧﺭﻭﻥ ﺯﻻﺗﻙ ﻭﻳﺗﻐﺎﺿﻭﻥ ﻋﻥ ﻋﻼﺗﻙ‬ ‫ً‬ ‫ﺍﻷﺧﻁﺎء‪ ،‬ﺍﻷﻣﺭ ﺍﻟﺫﻱ ﻳﻌﻭﺩ ﺑﺎﻟﻔﺎﺋﺩﺓ ﻋﻠﻰ ﺍﻹﻧﺳﺎﻥ‪ .‬ﻓﻌﻧﺩﻣﺎ ﺗﻛﻭﻥ‬
‫ﻭﻓﻠﺗﺎﺗﻙ ﻭﻧﻭﺍﻗﺹ ﺷﺧﺻﻳﺗﻙ‪ ،‬ﻓﺗﺻﺑﺢ ﻗﺎﺩﺭً ﺍ ﻋﻠﻰ ﺗﻛﻭﻳﻥ ﻋﻼﻗﺎﺕ ﺃﻗﻭﻯ ﻣﻌﻬﻡ‪ ،‬ﻭﺗﺳﺗﻁﻳﻊ ﺇﻗﻧﺎﻋﻬﻡ ﻭﺍﻟﺗﺄﺛﻳﺭ ﻋﻠﻳﻬﻡ ﻭﻫﺫﺍ ﻣﺎ‬
‫‪4‬‬ ‫ﻳﻌﺯﺯ ﻣﻬﺎﺭﺍﺗﻙ ﺍﻟﻘﻳﺎﺩﻳﺔ‪“.‬‬

‫‪www.edara.com‬‬
‫‪This copy is licensed to: yasora72@yahoo.com Edara.com User: 210148 and is not to be shared. Any illegal sharing constitutes infringement of‬‬
‫‪Edara.com intellectual property rights. Without further notice we will prosecute to the fullest extent allowed by law.‬‬
 ‫ﻧﻬﻭﺽ ﺍﻟﻣﺩﺭﺳﺔ ﻣﻥ ﺟﺩﻳﺩ‪ .‬ﻭﺑﺣﻠﻭﻝ ﻋﺎﻡ ‪،2008‬‬ ‫ﻭﺧﻭﻑ ”ﺟﺭﻭﻑ“ ﻣﻥ ﺗﻔﺎﻗﻡ ﺍﻷﺯﻣﺎﺕ ﻓﺄﺳﺭﻉ ﺑﺎﺗﺧﺎﺫ‬

‫ﺍﻟﺳﻧﺔ ﺍﻟﺛﺎﻣﻧﺔ ﻋﺷﺭﺓ ‪ -‬ﺍﻟﻌﺩﺩ ﺍﻟﻌﺎﺷﺭ ‪) -‬ﻣﺎﻳﻭ ‪418 - (2010‬‬

‫ﺯﺍﺩ ﻋﺩﺩ ﺍﻟﻣﺩﺭﺳﻳﻥ ﻓﻳﻬﺎ ﻋﺷﺭﺓ ﺃﺿﻌﺎﻑ ﻟﻳﺻﻝ‬
‫ﺇﻟﻰ ‪ 6600‬ﻣﺩﺭﺱ‪ ،‬ﻭﺃﺣﺭﺯﺕ ﺗﻘﺩﻣًﺎ ﺩﺍﺧﻝ ﻗﺎﻋﺎﺕ‬
‫ﺍﻟﺩﺭﺍﺳﺔ ﺑﻧﺳﺑﺔ ‪ .٪67‬ﻭﺍﻟﻳﻭﻡ ﻳﺗﺧﺭﺝ ﻓﻲ ﻫﺫﻩ‬
‫ﺍﻟﻣﺩﺭﺳﺔ ﻧﺣﻭ ‪ 22‬ﺃﻟﻑ ﻁﺎﻟﺏ ﺳﻧﻭﻳًﺎ‪ ٪60 ،‬ﻣﻧﻬﻡ‬
‫ﻳﻛﻣﻠﻭﻥ ﺗﻌﻠﻳﻣﻬﻡ ﺍﻟﺟﺎﻣﻌﻲ ﺑﻌﺩ ﺍﻟﺗﻁﻭﻉ ﻟﻠﻌﻣﻝ ﻟﻣﺩﺓ‬
‫ﺳﻧﺗﻳﻥ ﻓﻲ ﺍﻟﻣﺩﺭﺳﺔ‪.‬‬
‫ُﻭﺻﻔﺕ ”ﻛﻭﺏ“ ﺑﺄﻧﻬﺎ ﻭﺍﺣﺩﺓ ﻣﻥ ﺃﻓﺿﻝ ﺍﻟﻘﺎﺩﺓ‬
‫ﺍﻷﻣﺭﻳﻛﻳﻳﻥ‪ ،‬ﻭﺻﺎﺭﺕ ﻣﻌﺭﻭﻓﺔ ﻋﻠﻰ ﺍﻟﻣﺳﺗﻭﻯ ﺍﻟﻘﻭﻣﻲ‬
‫ﻛﻣﺗﺣﺩﺛﺔ ﻻ ﻳﺷﻕ ﻟﻬﺎ ﻏﺑﺎﺭ ﻓﻲ ﻣﺟﺎﻝ ﺗﻁﻭﻳﺭ ﺍﻟﺗﻌﻠﻳﻡ‪.‬‬
‫ﻓﻠﻭﻻ ﺇﺻﺭﺍﺭﻫﺎ ﻭﺍﻟﺗﺯﺍﻣﻬﺎ ﺑﻬﺩﻓﻬﺎ‪ ،‬ﻟﻣﺎ ﺻﻣﺩ ﻣﺷﺭﻭﻋﻬﺎ‬
‫ً‬
‫ﻓﺑﺩﻻ ﻣﻥ ﺍﻟﺳﻘﻭﻁ ﺍﺧﺗﺎﺭﺕ ”ﻛﻭﺏ“‬ ‫ﻓﻲ ﻅﻝ ﺍﻷﺯﻣﺔ‪.‬‬
‫ﻏﺎﺭﻗﺎ ﺑﺎﻟﻔﻌﻝ‬ ‫ﺗﻁﺑﻳﻕ ﻫﺫﺍ ﺍﻟﻣﺑﺩﺃ ﻋﻧﺩﻣﺎ ﻳﻛﻭﻥ ﺍﻟﻣﺭء‬
‫ﺗﺣﻭﻳﻝ ﺍﻷﺯﻣﺔ ﺇﻟﻰ ﻓﺭﺻﺔ ﻹﻋﺎﺩﺓ ﺗﺻﺣﻳﺢ ﺍﻷﻭﺿﺎﻉ‬
‫ﻭﺗﺣﻘﻳﻕ ﺍﻟﻧﺟﺎﺡ‪.‬‬
‫ﺇﺟﺭﺍءﺍﺕ ﻓﻭﺭﻳﺔ ﻭﺣﺎﺳﻣﺔ‪) .‬ﺭﺍﺟﻊ ﺧﻼﺻﺔ‪” :‬ﻣﻥ‬
‫ﺧـﺎﻑ ﺳﻠـﻡ“‪ ،‬ﺍﻟﻌﺩﺩ ﺭﻗﻡ‪) 110 :‬ﻳﻭﻟﻳﻭ( ‪،1997‬‬
‫ﺍﻟﺗﻲ ﺷﺭﺡ ﻓﻳﻬﺎ ”ﺁﻧﺩﻱ ﺟﺭﻭﻑ“ ﻛﻳﻑ ﺃﺩﺍﺭ ﺃﺯﻣﺔ‬
‫ﻣﻭﺍﺟﻬﺔ ﺷﺭﻛﺎﺕ ﺍﻹﻟﻛﺗﺭﻭﻧﻳﺎﺕ ﺍﻟﻳﺎﺑﺎﻧﻳﺔ(‬
‫‪:¢ùeÉÿG ¢SQódG‬‬
‫‪∂JÉeRCG πc øe óØà°SG‬‬
‫ﻓﻲ ﻛﺗﺎﺏ ”ﺍﻷﻣﻳﺭ“ ﻧﺻﺢ ﺍﻟﻔﻳﻠﺳﻭﻑ ﺍﻹﻳﻁﺎﻟﻲ‬
‫ﻗﺎﺋﻼ‪” :‬ﻻ ﺗُﺿﻊ ﺍﻟﻔﺭﺹ ﺍﻟﺗﻲ‬‫ً‬ ‫”ﻣﺎﻛﻳﺎﻓﻳﻠﻠﻲ“ ﺃﺗﺑﺎﻋﻪ‬
‫ﺗﺗﻳﺣﻬﺎ ﻟﻙ ﺍﻷﺯﻣﺎﺕ‪ “.‬ﻭﻋﻠﻰ ﺍﻟﺭﻏﻡ ﻣﻥ ﺻﻌﻭﺑﺔ‬
‫ً‬
‫ﻓﻲ ﺃﺯﻣﺔ ﻣﺎ‪ ،‬ﻓﻼ ﺑﺩ ﻣﻥ ﺇﺩﺭﺍﻙ ﺃﻥ ﻫﺫﻩ ﺍﻷﺯﻣﺔ ﻟﻳﺳﺕ‬
‫ﺇﻻ ﻓﺭﺻﺔ ﻟﻔﺭﺽ ﺍﻟﺗﻐﻳﻳﺭ ﺍﻟﺷﺎﻣﻝ‪.‬‬

‫‪‘ âfCGh :¢SOÉ°ùdG ¢SQódG‬‬
‫‪√ÉŒ’G òîJG ,çó◊G IQDƒH‬‬
‫‪í«ë°üdG‬‬
‫ﻓﻲ ﺃﻥ ﻳﺣﻅﻰ ﻛﻝ ﻁﻔﻝ ﺑﺗﻌﻠﻳﻡ ﻣﺗﻣﻳﺯ‪ .‬ﻭﻓﻲ ﻋﺎﻡ‬
‫ﻟﻳﺱ ﺿﺭﻭﺭﻳًﺎ ﺃﻥ ﺗﻛﻭﻥ ﺭﺟﻝ ﺳﻳﺎﺳﺔ ﺃﻭ ﻧﺟﻣًﺎ‬
‫ﻣﺷﻬﻭﺭً ﺍ ﻛﻲ ﻳﻌﺗﺑﺭﻙ ﺍﻟﻧﺎﺱ ﺷﺧﺻﻳﺔ ﻋﺎﻣﺔ‪ .‬ﻓﻣﺎ‬
‫ﺩﻣﺕ ﺗﻘﻭﺩ ﺇﺣﺩﻯ ﺍﻟﺷﺭﻛﺎﺕ ﺃﻭ ﺍﻟﻣﺅﺳﺳﺎﺕ ﺍﻟﺧﻳﺭﻳﺔ‪،‬‬
‫ﻓﺳﺗﻛﻭﻥ ﺍﻷﺿﻭﺍء ﻣﺳﻠﻁﺔ ﻋﻠﻳﻙ ً‬
‫ﺃﻳﺿﺎ‪ ،‬ﺳﻭﺍء ﺃﺣﺑﺑﺕ‬
‫ﺫﻟﻙ ﺃﻡ ﻛﺭﻫﺗﻪ‪ .‬ﺭﺍﺗﺑﻙ ﺍﻟﺿﺧﻡ ﺗﻧﺷﺭﻩ ﺍﻟﺻﺣﻑ‪،‬‬
‫ﻭﻣﻘﻭﻻﺗﻙ ﻳﻘﺗﺑﺳﻬﺎ ﺍﻟﻛﺛﻳﺭﻭﻥ‪ ،‬ﻭﺍﻟﻣﻭﻅﻔﻭﻥ ﻣﻥ ﺣﻭﻟﻙ‬
‫ﻳﺣﺎﻭﻟﻭﻥ ﻣﻌﺭﻓﺔ ﻣﺎ ﻳﺩﻭﺭ ﻓﻲ ﺭﺃﺳﻙ‪ .‬ﻓﻲ ﻭﺍﻗﻊ‬
‫ﺍﻷﻣﺭ ﺗﻣﺛﻝ ﻭﺳﺎﺋﻝ ﺍﻹﻋﻼﻡ ﺣﺎﻟﻳًﺎ – ﺑﺗﻧﻭﻉ ﻣﺻﺎﺩﺭﻫﺎ‬
‫ً‬
‫ﻭﻓﺧﺎ ﻓﻲ‬ ‫ﻓﻲ ﺍﻟﺣﺻﻭﻝ ﻋﻠﻰ ﺍﻟﻣﻌﻠﻭﻣﺎﺕ – ﻓﺭﺻﺔ‬
‫ﺁﻥ ﻭﺍﺣﺩ‪ .‬ﻓﻌﻧﺩﻣﺎ ﺗﻅﻬﺭ ﺃﺯﻣﺔ ﻣﺎ‪ ،‬ﻳﺗﻡ ﺗﺿﺧﻳﻡ ﻛﻝ‬
‫ﻣﻼﺑﺳﺎﺗﻬﺎ ﻣﺎﺋﺔ ﺿﻌﻑ‪.‬‬
‫ﺍﻷﺯﻣﺔ ﻟﺗﻌﻳﺩ ﺗﻭﺟﻳﻪ ﺍﻟﺩﻓﺔ ﻧﺣﻭ ﺗﺣﻘﻳﻕ ﺍﻟﻬﺩﻑ ﺍﻷﺳﺎﺳﻲ‬
‫ﻓﻲ ﺃﻭﻗﺎﺕ ﺍﻷﺯﻣﺎﺕ ﺗُﺳﻠﻁ ﺍﻷﺿﻭﺍء ﻋﻠﻰ ﺍﻟﻘﺎﺩﺓ‪ ،‬ﺣﻳﺙ‬
‫ﻳﺳﻌﻰ ﺍﻷﻓﺭﺍﺩ ﻭﺭﺍء ﻛﻝ ﻣﻌﻠﻭﻣﺔ ﻣﻥ ﻗﺎﺋﺩﻫﻡ‪ ،‬ﻭﻳﺗﺷﺑﺛﻭﻥ‬
‫ﺑﺄﻳﺔ ﻛﻠﻣﺔ ﻳﺗﻔﻭﻩ ﺑﻬﺎ‪ ،‬ﻭﻳﺣﺎﻭﻟﻭﻥ ﺃﻥ ﻳﺳﺗﺷﻔﻭﺍ ﺑﻭﺍﻁﻥ‬
‫ﻋﻧﺩﻣﺎ ﺗﺧﺭﺟﺕ ”ﻭﻳﻧﺩﻱ ﻛﻭﺏ“ ﻓﻲ ﺟﺎﻣﻌﺔ ”ﺑﺭﻳﻧﺳﺗﻭﻥ“‬
‫ﻓﻲ ﺳﻥ ﺍﻟﺛﺎﻧﻳﺔ ﻭﺍﻟﻌﺷﺭﻳﻥ‪ ،‬ﺃﻧﺷﺄﺕ ﻣﺩﺭﺳﺔ ”ﻋﻠﻡ ﻣﻥ‬
‫ﺃﺟﻝ ﺃﻣﺭﻳﻛﺎ“ ﻋﺎﻡ ‪ ،1989‬ﻭﻛﺎﻧﺕ ﺭﺅﻳﺗﻬﺎ ﺗﺗﻠﺧﺹ‬
‫‪ ،1995‬ﺃﻱ ﺑﻌﺩ ﻣﺭﻭﺭ ﺑﺿﻊ ﺳﻧﻭﺍﺕ ﻋﻠﻰ ﻧﺟﺎﺣﻬﺎ‪،‬‬
‫ﺗﺩﻫﻭﺭ ﻣﺷﺭﻭﻋﻬﺎ ﻭﺑﺩﺃ ﻳﺧﺳﺭ ﺍﻟﻛﺛﻳﺭ ﻣﻥ ﻣﻣﻭﻟﻳﻪ‬
‫ﻭﻭﺻﻝ ﺍﻟﻌﺟﺯ ﺍﻟﻣﺎﻟﻲ ﺇﻟﻰ ‪ 2.75‬ﻣﻠﻳﻭﻥ ﺩﻭﻻﺭ‪ ،‬ﺛﻡ‬
‫ﺗﻔﺎﻗﻣﺕ ﺍﻷﺯﻣﺔ ﺣﻳﻥ ﻫﺎﺟﻣﺕ ﺇﺩﺍﺭﺍﺕ ﺍﻟﺗﻌﻠﻳﻡ ﺍﻟﺗﻘﻠﻳﺩﻳﺔ‬
‫ﺍﻟﻣﺷﺭﻭﻉ ﻭﻛﺄﻧﻪ ﻻ ﻳﺣﻘﻕ ﻓﻭﺍﺋﺩ ﺑﺎﺭﺯﺓ ﻟﻸﻁﻔﺎﻝ‪.‬‬
‫ﻭﻋﻧﺩﻣﺎ ﺑﺩﺃﺕ ”ﻛﻭﺏ“ ﺗﻌﻣﻝ ﻟﻣﺩﺓ ‪ 100‬ﺳﺎﻋﺔ ﻓﻲ‬
‫ﺍﻷﺳﺑﻭﻉ‪ ،‬ﻭﻛﺎﻧﺕ ﺍﻟﻣﺷﻛﻼﺕ ﺗﺣﺎﺻﺭﻫﺎ ﻣﻥ ﻛﻝ‬
‫ﺍﺗﺟﺎﻩ‪ ،‬ﻓﻛﺭﺕ ﻓﻲ ﺇﻏﻼﻕ ﻣﺷﺭﻭﻋﻬﺎ ﻭﺍﻟﺗﻧﺣﻲ ﻋﻥ‬
‫ﻣﻧﺻﺑﻬﺎ ﺍﻹﺩﺍﺭﻱ‪.‬‬
‫ﻭﺑﻌﺩ ﺗﻔﻛﻳﺭ ﻁﻭﻳﻝ ﻭﻋﻣﻳﻕ ﻗﺭﺭﺕ ”ﻛﻭﺏ“ ﺍﺳﺗﻐﻼﻝ‬
‫ﻣﻥ ﺍﻟﻣﺷﺭﻭﻉ‪ ،‬ﻓﻘﻠﺻﺕ ﺭﻭﺍﺗﺏ ﺍﻟﻣﻭﻅﻔﻳﻥ ﺑﻧﺳﺑﺔ‬
‫‪ ،٪40‬ﻭﺃﻭﻗﻔﺕ ﻣﺑﺎﺩﺭﺗﻳﻥ ﺍﺳﺗﺭﺍﺗﻳﺟﻳﺗﻳﻥ ﻟﺗﻁﻭﻳﺭ ﻧﻅﺎﻡ‬
‫ﺍﻟﺗﻌﻠﻳﻡ‪ ،‬ﻭﻭﺿﻌﺕ ﺃﻭﻝ ﺧﻁﺔ ﺧﻣﺳﻳﺔ ﻟﻣﺩﺭﺳﺗﻬﺎ‪.‬‬
‫ﺧﻼﺻﺎﺕ ﻛﺗﺏ ﺍﻟﻣﺩﻳﺭ ﻭﺭﺟﻝ ﺍﻷﻋﻣـﺎﻝ‬

‫ﺍﻷﻣﻭﺭ ﻣﻥ ﺧﻼﻝ ﻗﺭﺍءﺓ ﻟﻐﺔ ﺟﺳﺩﻩ ﻭﺗﻌﺑﻳﺭﺍﺕ ﻭﺟﻬﻪ‪،‬‬

‫ﺑﻝ ﻭﺣﺗﻰ ﻟﻭﻥ ﻣﻼﺑﺳﻪ‪.‬‬ ‫ﻭﻋﻠﻰ ﺍﻟﺭﻏﻡ ﻣﻥ ﻛﻝ ﺍﻟﺻﻌﻭﺑﺎﺕ ﻓﻘﺩ ﺳﺎﻋﺩﺕ ﻓﻲ‬

‫‪Ú«LQÉÿG øjQÉ°ûà°ùŸG QhO‬‬

‫ﺑﺷﻛﻝ ﻣﺑﺎﺷﺭ ﻳﺳﺗﻁﻳﻌﻭﻥ ﺣﻝ ﺍﻷﺯﻣﺔ ﻓﻲ ﻭﻗﺕ ﻣﺑﻛﺭ‪ .‬ﻭﻟﻛﻥ ﻳﺟﺏ ﺃﻥ ﻧﺗﺫﻛﺭ ﺃﻥ‬ ‫ٍ‬ ‫ﺍﻷﻓﺭﺍﺩ ﺍﻟﺫﻳﻥ ﻟﻥ ﺗﻌﻭﺩ ﻋﻠﻳﻬﻡ ﺍﻟﻣﺧﺎﻁﺭﺓ‬
‫ﺍﻟﻣﺩﻳﺭﻳﻥ ﺍﻟﺗﻧﻔﻳﺫﻳﻳﻥ ﺍﻟﻣﻧﺗﺩﺑﻳﻥ ﻣﻥ ﺧﺎﺭﺝ ﺍﻟﺷﺭﻛﺔ ﻟﻳﺳﻭﺍ ﺃﻛﻔﺄ ﻣﻣﻥ ﻫﻡ ﺩﺍﺧﻠﻬﺎ‪ ،‬ﻟﻛﻥ ﺍﻟﺧﺑﺭﺍء ﺍﻟﻘﺎﺩﻣﻳﻥ ﻣﻥ ﺍﻟﺧﺎﺭﺝ ﻳﺗﻣﺗﻌﻭﻥ‬
‫ﺑﻣﻳﺯﺓ ﻣﻬﻣﺔ‪ ،‬ﻭﻫﻲ ﺃﻧﻬﻡ ﻻ ﻳﻛﻭﻧﻭﻥ ﻣﺛﻘﻠﻳﻥ ﺑﻌﺏء ﺍﻷﺣﻣﺎﻝ ﻭﺍﻟﺿﻐﻭﻁ ﺍﻟﻌﺎﻁﻔﻳﺔ ﺍﻟﻧﺎﺗﺟﺔ ﻋﻥ ﻣﻌﺎﻳﺷﺔ ﻫﻣﻭﻡ ﺍﻟﺷﺭﻛﺔ ﻭﺃﺯﻣﺎﺗﻬﺎ‪.‬‬
‫ﻛﻣﺎ ﺃﻧﻬﻡ ﻳﻧﻅﺭﻭﻥ ﺇﻟﻰ ﺍﻷﻣﻭﺭ ﺑﻣﻭﺿﻭﻋﻳﺔ ﻭﺣﻳﺎﺩﻳﺔ ﺃﻛﺛﺭ ﻣﻥ ﺃﺳﻼﻓﻬﻡ‪ ،‬ﻭﻟﺫﻟﻙ ﻗﺩ ﻳﻛﻭﻧﻭﺍ ﻫﻡ ﺍﻷﻗﺩﺭ ﻋﻠﻰ ﻋﻼﺝ ﺍﻟﻣﻭﻗﻑ‪.‬‬
‫‪5‬‬
‫‪www.edara.com‬‬
‫‪This copy is licensed to: yasora72@yahoo.com Edara.com User: 210148 and is not to be shared. Any illegal sharing constitutes infringement of‬‬
‫‪Edara.com intellectual property rights. Without further notice we will prosecute to the fullest extent allowed by law.‬‬
 ‫ﺍﻟﺳﻧﺔ ﺍﻟﺛﺎﻣﻧﺔ ﻋﺷﺭﺓ ‪ -‬ﺍﻟﻌﺩﺩ ﺍﻟﻌﺎﺷﺭ ‪) -‬ﻣﺎﻳﻭ ‪418 - (2010‬‬ ‫‪ÒN Ωƒé¡dG :™HÉ°ùdG ¢SQódG‬‬ ‫‪á«aÉØ°ûdG QhO‬‬
‫‪RƒØdGh ´Éaó∏d á∏«°Sh‬‬
‫ﺍﻟﺻﺭﺍﺣﺔ ﻭﺍﻟﺻﺩﻕ ﻭﺍﻟﺷﻔﺎﻓﻳﺔ ﻫﻲ ﻣﻔﺗﺎﺡ ﺍﻟﺗﻌﺎﻣﻝ‬
‫ﺗﻌﺗﺑﺭ ﺍﻷﺯﻣﺎﺕ ﻓﺭﺻﺔ ﺫﻫﺑﻳﺔ ﻗﺩ ﻻ ﺗﺗﻭﻓﺭ ﻟﻙ ﻛﺛﻳﺭً ﺍ‬ ‫ﻣﻊ ﺍﻟﻅﺭﻭﻑ ﻭﺍﻟﻭﺻﻭﻝ ﺇﻟﻰ ﻗﻠﻭﺏ ﺍﻟﻧﺎﺱ‪ .‬ﻓﻔﻲ‬
‫ﻟﺗﺻﺣﻳﺢ ﺍﻷﻭﺿﺎﻉ‪ ،‬ﻭﻋﻠﻳﻙ ﺃﻥ ﺗﺗﺣﻠﻰ ﺑﺎﻟﺷﺟﺎﻋﺔ‬ ‫ﻅﻝ ﺍﻷﺯﻣﺔ ﻳﺭﻓﺽ ﺍﻟﻣﻭﻅﻔﻭﻥ ﻭﺍﻟﻣﺗﺎﺑﻌﻭﻥ ﻟﻸﺣﺩﺍﺙ‬
‫ﻻﺳﺗﻐﻼﻟﻬﺎ‪.‬‬ ‫ﻣﻥ ﺧﺎﺭﺝ ﺍﻟﺷﺭﻛﺔ ﺃﻳﺔ ﻣﺣﺎﻭﻟﺔ ﻹﺧﻔﺎء ﺍﻟﺣﻘﻳﻘﺔ‬
‫ﺃﻭ ﺗﺣﺭﻳﻔﻬﺎ ﻭﺗﺷﻭﻳﺷﻬﺎ‪ .‬ﻓﺳﺭﻋﺎﻥ ﻣﺎ ﺳﺗﻧﻛﺷﻑ‪،‬‬
‫‪“õHƒL ∞«à°S” áHôŒ‬‬ ‫ﻻ ﺳﻳﻣﺎ ﺇﺫﺍ ﺃﺛﺑﺗﺕ ﺍﻷﺣﺩﺍﺙ ﻭﺍﻟﻭﻗﺎﺋﻊ ﺍﻟﻼﺣﻘﺔ‬
‫ﺃﻥ ﺗﺻﺭﻳﺣﺎﺗﻙ ﻛﺎﻧﺕ ﻣﺿﻠﻠﺔ ﺃﻭ ﻏﻳﺭ ﺩﻗﻳﻘﺔ‪.‬‬
‫ﺣﻘﻕ ”ﺳﺗﻳﻑ ﺟﻭﺑﺯ“ ﻣﺅﺳﺱ ﺷﺭﻛﺔ ”ﺃﺑﻝ“ ﻧﺟﺎﺣً ﺎ ﺑﺎﻫﺭً ﺍ‬
‫ﺑﻌﺩ ﻋﻭﺩﺗﻪ ﻋﺎﻡ ‪ 1997‬ﻟﺗﻘﻠﺩ ﻣﻧﺻﺏ ﺍﻟﻣﺩﻳﺭ ﺍﻟﺗﻧﻔﻳﺫﻱ‬ ‫‪á«aÉØ°ûdG áaÉ≤K õjõ©J‬‬
‫ﻟﻠﺷﺭﻛﺔ‪ .‬ﻛﺎﻥ ”ﺟﻭﺑﺯ“ ﻗﺩ ﺃﺳﺱ ﺷﺭﻛﺔ ”ﺃﺑﻝ“ ﻋﺎﻡ‬
‫‪ 1976‬ﻭﺍﻟﺗﻲ ﻟﻣﻊ ﺍﺳﻣﻬﺎ ﻓﻲ ﻣﺟﺎﻝ ﺗﺻﻧﻳﻊ ﻛﻣﺑﻳﻭﺗﺭ‬ ‫ﺃﻛﺩ ”ﻭﺍﺭﻳﻥ ﺑﻳﻧﻳﺱ“ ﻭ“ﺩﺍﻧﻳﺎﻝ ﺟﻭﻟﻣﻥ“ ﻭ“ﺟﻳﻣﺱ‬
‫”ﻣﺎﻛﻳﻧﺗﻭﺵ“ ﺍﻟﻣﻌﺭﻭﻑ ﺑﺭﺳﻭﻣﻪ ﺍﻟﺟﺭﺍﻓﻳﻛﻳﺔ ﺍﻟﻣﻠﻭﻧﺔ‬ ‫ﺃﻭﺗﻭﻝ“ ﻓﻲ ﻛﺗﺎﺑﻬﻡ ﺑﻌﻧﻭﺍﻥ ”ﺍﻟﺷﻔﺎﻓﻳﺔ“ ﻋﻠﻰ ﺃﻫﻣﻳﺔ‬
‫ﻭﻭﺍﺟﻬﺔ ﺍﻻﺳﺗﺧﺩﺍﻡ ﺍﻟﺳﻬﻠﺔ ﻭﺍﻟﻣﻣﻳﺯﺓ‪ .‬ﻭﻟﻛﻥ ﺗﻡ ﻋﺯﻟﻪ‬ ‫ﺧﻠﻕ ﺛﻘﺎﻓﺔ ﻣﺅﺳﺳﻳﺔ ﻋﻣﺎﺩﻫﺎ ﺍﻟﻭﺿﻭﺡ ﻭﺍﻟﺻﺭﺍﺣﺔ‪.‬‬
‫ﻣﻥ ﻣﻧﺻﺑﻪ ﻓﻲ ﻋﺎﻡ ‪ 1985‬ﺑﻌﺩ ﺻﺭﺍﻉ ﻋﻠﻰ ﺍﻟﺳﻠﻁﺔ‬ ‫ﻓﺑﺩﻭﻧﻬﺎ ﻟﻥ ﺗﺗﺩﻓﻕ ﺍﻟﻣﻌﻠﻭﻣﺎﺕ ﺑﺣﺭﻳﺔ ﺩﺍﺧﻝ ﺍﻟﻣﺅﺳﺳﺔ‬
‫ﻣﻊ ﺍﻟﻣﺩﻳﺭ ﺍﻟﺗﻧﻔﻳﺫﻱ ”ﺟﻭﻥ ﺳﻛﺎﻟﻲ“‪ .‬ﺑﻌﺩ ﺫﻟﻙ ﺃﺳﺱ‬ ‫ﻭﻟﻥ ﻳﻌﺭﻑ ﺍﻟﻘﺎﺩﺓ ﻣﺎ ﻳﺟﺭﻱ ﻓﻲ ﺃﺭﻭﻗﺗﻬﺎ‪ .‬ﺍﻟﺳﺑﻳﻝ‬
‫”ﺟﻭﺑﺯ“ ﺷﺭﻛﺔ ”ﻧﻳﻛﺳﺕ ﻛﻣﺑﻳﻭﺗﺭ“ ﻭﺍﺳﺗﺣﻭﺫ ﻋﻠﻰ‬ ‫ﺍﻟﻭﺣﻳﺩ ﻟﺧﻠﻕ ﻫﺫﻩ ﺍﻟﺛﻘﺎﻓﺔ ﻫﻭ ﺗﺑﻧﻲ ﺍﻟﻘﺎﺩﺓ ﺃﻧﻔﺳﻬﻡ‬
‫ﺷﺭﻛﺔ ”ﺑﻳﻛﺳﺎﺭ“‪ ،‬ﺣﻳﺙ ﻗﺎﻡ ﺑﺗﺻﻣﻳﻡ ﻭﺇﻧﺗﺎﺝ ‪ 11‬ﻓﻳﻠﻡ‬
‫ﻫﺫﺍ ﺍﻟﻣﺑﺩﺃ‪ .‬ﻓﻌﻠﻰ ﺍﻟﻘﺎﺋﺩ ﺃﻥ ﻳﺧﺑﺭ ﻣﻭﻅﻔﻳﻪ ﺑﻛﻝ‬
‫ﺭﺳﻭﻡ ﻣﺗﺣﺭﻛﺔ ﻻﻗﺕ ﺷﻬﺭﺓ ﻭﺍﺳﻌﺔ‪.‬‬ ‫ً‬
‫ﻭﺷﻔﺎﻓﺎ‪ ،‬ﻛﻠﻣﺎ ﺯﺍﺩﺕ‬ ‫ﺍﻟﻣﺳﺗﺟﺩﺍﺕ‪ ،‬ﻭﻛﻠﻣﺎ ﻛﺎﻥ ﺻﺭﻳﺣً ﺎ‬
‫ﺛﻘﺗﻬﻡ ﺑﻪ ﻭﺍﻋﺗﻣﺎﺩﻫﻡ ﻋﻠﻳﻪ ﻓﻲ ﺇﻁﻼﻋﻬﻡ ﻋﻠﻰ ﺍﻟﺣﻘﻳﻘﺔ‪،‬‬
‫ﺛﻡ ﻋﺎﺩ ”ﺟﻭﺑﺯ“ ﺇﻟﻰ ﺷﺭﻛﺗﻪ ﺍﻷﻭﻟﻰ ﺑﻌﺩ ﺃﻥ ﺍﺷﺗﺭﺕ‬
‫ﻓﻳﺑﺗﻌﺩﻭﻥ ﻋﻥ ﺍﻟﺷﺎﺋﻌﺎﺕ‪ .‬ﻓﺈﻥ ﻟﻡ ﻳﺣﺻﻠﻭﺍ ﻣﻥ ﻗﺎﺋﺩﻫﻡ‬
‫”ﺃﺑﻝ“ ﺷﺭﻛﺔ ”ﻧﻳﻛﺳﺕ“ ﻓﻲ ﺣﻳﻥ ﺑﻳﻌﺕ ”ﺑﻳﻛﺳﺎﺭ“‬
‫ﻋﻠﻰ ﺍﻹﺟﺎﺑﺎﺕ ﺍﻟﺗﻲ ﺗﻘﻧﻌﻬﻡ‪ ،‬ﻓﺳﻳﻧﺿﻣﻭﻥ ﺇﻟﻰ ﻓﺭﻳﻕ‬
‫ﻟﺷﺭﻛﺔ ”ﻭﺍﻟﺕ ﺩﻳﺯﻧﻲ“‪ .‬ﺃﺩﺭﻙ ”ﺟﻭﺑﺯ“ ﺃﻥ ﺷﺭﻛﺔ ”ﺁﻱ‬
‫ﺑﻲ ﺇﻡ“ ﺗﺳﻳﻁﺭ ﻋﻠﻰ ﺍﻷﺳﻭﺍﻕ ﺑﻣﻧﺗﺟﺎﺗﻬﺎ ﻣﻥ ﺃﺟﻬﺯﺓ‬ ‫ﻣﺭﻭﺟﻲ ﺍﻟﺷﺎﺋﻌﺎﺕ‪) .‬ﺭﺍﺟﻊ ﺧﻼﺻﺔ ”ﺍﻟﺷﻔﺎﻓﻳﺔ‪ :‬ﻛﻳﻑ‬
‫ﺍﻟﻛﻣﺑﻳﻭﺗﺭ ﺍﻟﺷﺧﺻﻲ‪ ،‬ﻓﻘﺭﺭ ﺗﻁﻭﻳﺭ ﺷﺭﻛﺗﻪ ﻭﺇﺣﺩﺍﺙ‬ ‫ﻳﻐﺭﺱ ﺍﻟﻘﺎﺩﺓ ﺛﻘﺎﻓﺔ ﺍﻟﻣﻛﺎﺷﻔﺔ“‪ ،‬ﺍﻟﻌﺩﺩ ﺭﻗﻡ‪ 377 :‬ﺷﻬﺭ‬
‫ﻧﻘﻠﺔ ﻫﺎﺋﻠﺔ ﻓﻲ ﻋﺎﻟﻡ ﺍﻟﻣﻭﺳﻳﻘﻰ ﺑﺎﻟﺧﺭﻭﺝ ﺇﻟﻰ ﺍﻟﻌﺎﻟﻡ‬ ‫ﺳﺑﺗﻣﺑﺭ ‪(2008‬‬

‫‪QGöSC’G »ë°VÉa ™e πeÉ©àdG‬‬

‫ﻣﺎ ﻫﻭ ﺍﻷﺳﻠﻭﺏ ﺍﻷﻣﺛﻝ ﻟﻠﺗﻌﺎﻣﻝ ﻣﻊ ﻛﺎﺷﻔﻲ ﺃﺳﺭﺍﺭﻙ ﺍﻟﺫﻳﻥ ﻳﻧﻘﻠﻭﻥ ﻣﻌﻠﻭﻣﺎﺕ ﺣﻳﻭﻳﺔ ﻋﻧﻬﺎ ﺇﻟﻰ ﻣﺣﺎﻣﻳﻥ ﺃﻭ ﻣﺳﺅﻭﻟﻳﻥ ﺣﻛﻭﻣﻳﻳﻥ‬
‫ﻣﻥ ﺧﺎﺭﺝ ﺍﻟﺷﺭﻛﺔ؟ ﻓﻲ ﺑﻌﺽ ﺍﻟﺣﺎﻻﺕ ﺗﻛﻭﻥ ﺍﻟﻭﺷﺎﻳﺔ ﻫﻲ ﺍﻟﻁﺭﻳﻕ ﺍﻟﻭﺣﻳﺩ ﺃﻣﺎﻡ ﺍﻟﻣﻭﻅﻔﻳﻥ ﺃﺻﺣﺎﺏ ﺍﻟﻧﻭﺍﻳﺎ ﺍﻟﺣﺳﻧﺔ ﻟﻠﻛﺷﻑ‬
‫ﻋﻥ ﺍﻟﻣﻌﺎﻣﻼﺕ ﻏﻳﺭ ﺍﻟﺷﺭﻳﻔﺔ ﺍﻟﺗﻲ ﺗﺗﻡ ﺩﺍﺧﻝ ﺍﻟﺷﺭﻛﺔ‪ .‬ﺇﻻ ﺃﻧﻪ ﻓﻲ ﺣﺎﻻﺕ ﺃﺧﺭﻯ‪ ،‬ﻗﺩ ﺗﻛﻭﻥ ﻫﺫﻩ ﺍﻟﻣﺯﺍﻋﻡ ﻣﺿﻠﻠﺔ ﺃﻭ ﺣﺗﻰ‬
‫ﻣُﻠَ َﻔﻘﺔ ﻭﻟﻛﻥ ﺍﻹﻋﻼﻡ ﻳﻧﺷﺭﻫﺎ ﻭﻳﺭﻭﺟﻬﺎ ﺑﺎﻋﺗﺑﺎﺭﻫﺎ ﻭﻗﺎﺋﻊ ﺣﻘﻳﻘﻳﺔ‪.‬‬
‫ﺧﻼﺻﺎﺕ ﻛﺗﺏ ﺍﻟﻣﺩﻳﺭ ﻭﺭﺟﻝ ﺍﻷﻋﻣـﺎﻝ‬

‫ﻛﻳﻑ ﻳﻣﻛﻥ ﻟﻠﻘﺎﺋﺩ ﺇﺫﻥ ﺃﻥ ﻳﺗﻌﺎﻣﻝ ﻣﻊ ﻛﺎﺷﻔﻲ ﺍﻷﺳﺭﺍﺭ؟ ﻋﻠﻳﻪ ﺗﻌﺯﻳﺯ ﺛﻘﺎﻓﺔ ﻣﺅﺳﺳﻳﺔ ﻗﺎﺋﻣﺔ ﻋﻠﻰ ﺍﻟﺻﺭﺍﺣﺔ ﺗﺗﺩﻓﻕ ﻓﻳﻬﺎ‬
‫ﺍﻟﻣﻌﻠﻭﻣﺎﺕ ﺑﺣﺭﻳﺔ ﻭﻳﺻﺑﺢ ﺃﻣﺎﻡ ﺍﻟﻣﻭﻅﻔﻳﻥ ﺍﻟﺳﺎﺧﻁﻳﻥ ﺳﺑﻳﻝ ﻟﻠﺗﻌﺑﻳﺭ ﻋﻥ ﻣﺧﺎﻭﻓﻬﻡ ﻭﻗﻠﻘﻬﻡ‪ .‬ﻋﻠﻰ ﺳﺑﻳﻝ ﺍﻟﻣﺛﺎﻝ‪ :‬ﺧﺻﺻﺕ‬
‫ﺧﻁﺎ ﺗﻠﻳﻔﻭﻧﻳًﺎ ﺳﺎﺧ ًﻧﺎ ﻻﺳﺗﻘﺑﺎﻝ ﺷﻛﺎﻭﻯ ﺍﻟﻣﻭﻅﻔﻳﻥ ﻭﻣﺧﺎﻭﻓﻬﻡ ﺩﻭﻥ ﺍﻟﻛﺷﻑ ﻋﻥ‬ ‫ﺷﺭﻛﺔ ”ﻣﻳﺩﺗﺭﻭﻧﻳﻙ“ ﻟﻠﺻﻧﺎﻋﺎﺕ ﺍﻟﺩﻭﺍﺋﻳﺔ ً‬
‫ً‬
‫ﻓﻣﺛﻼ ﺃﻋﻠﻥ‬ ‫ﻫﻭﻳﺗﻬﻡ‪ ،‬ﻳﻌﻘﺏ ﺫﻟﻙ ﺍﻟﻧﻅﺭ ﺭﺳﻣﻳًﺎ ﻓﻲ ﻫﺫﻩ ﺍﻟﻣﺧﺎﻭﻑ ﻭﺗﺣﺩﻳﺩ ﻣﺩﻯ ﺻﺣﺗﻬﺎ ﻭﺻﺩﻗﻬﺎ ﻭﻛﻳﻔﻳﺔ ﺍﻟﺗﻌﺎﻣﻝ ﻣﻌﻬﺎ‪.‬‬
‫ﻣﻭﻅﻑ ﻓﻲ ﺃﺣﺩ ﻓﺭﻭﻉ ﺍﻟﺷﺭﻛﺔ ﻋﻥ ﻣﺣﺎﻭﻟﺔ ﺍﺣﺗﻳﺎﻝ ﻋﻠﻰ ﻫﻳﺋﺔ ﺍﻟﻐﺫﺍء ﻭﺍﻟﺩﻭﺍء ﺍﻷﻣﺭﻳﻛﻳﺔ ﻗﺑﻝ ﺍﻻﺳﺗﺣﻭﺍﺫ ﻋﻠﻰ ﺷﺭﻛﺔ‬
‫ً‬
‫ﻻﺣﻘﺎ ﺃﻥ ﻫﺫﻩ ﺍﻟﻣﺯﺍﻋﻡ ﺣﻘﻳﻘﻳﺔ‪ ،‬ﻓﺗﻡ ﺍﺗﺧﺎﺫ ﺍﻹﺟﺭﺍءﺍﺕ ﺍﻟﻼﺯﻣﺔ ﻟﺳﺣﺏ ﻣﻧﺗﺟﺎﺕ ﻫﺫﺍ ﺍﻟﻔﺭﻉ ﻣﻥ‬ ‫”ﻣﻳﺩﺗﺭﻭﻧﻳﻙ“‪ .‬ﻭﻛﺷﻑ ﺍﻟﺗﺣﻘﻳﻕ‬
‫ﺍﻟﺳﻭﻕ‪ .‬ﻟﻡ ﻳﺗﻡ ﺍﻹﻋﻼﻥ ﻋﻥ ﻫﻭﻳﺔ ﺍﻟﻣﺳﺅﻭﻝ ﻋﻥ ﺍﻟﺗﺣﻘﻳﻕ ﻭﻟﻛﻥ ﻫﺫﻩ ﺍﻟﻭﺷﺎﻳﺔ ﻋﺎﺩﺕ ﺑﻧﺗﺎﺋﺞ ﺇﻳﺟﺎﺑﻳﺔ ﻋﻠﻰ ﺷﺭﻛﺔ ”ﻣﻳﺩﺗﺭﻭﻧﻳﻙ“‪،‬‬

‫‪6‬‬ ‫ﻻ ﺳﻳﻣﺎ ﻭﺃﻥ ﺍﻟﻬﻳﺋﺔ ﻗ ﱠﺩﺭﺕ ﻟﻬﺫﻩ ﺍﻟﺷﺭﻛﺔ ﺍﻋﺗﺭﺍﻓﻬﺎ ﺑﺧﻁﺋﻬﺎ ﻭﺇﺻﻼﺣﻪ‪.‬‬

‫‪www.edara.com‬‬
‫‪This copy is licensed to: yasora72@yahoo.com Edara.com User: 210148 and is not to be shared. Any illegal sharing constitutes infringement of‬‬
‫‪Edara.com intellectual property rights. Without further notice we will prosecute to the fullest extent allowed by law.‬‬
 ‫ﺍﻹﺳﺭﺍﻉ ﺑﺎﻻﺳﺗﺛﻣﺎﺭ ﻓﻲ ﺍﻷﺳﻭﺍﻕ ﺍﻟﺟﺩﻳﺩﺓ‪ .‬ﻭﻛﺫﻟﻙ‬ ‫ﺑﺟﻬﺎﺯﻱ ”ﺁﻱ ﺑﻭﺩ“ ﻭ“ﺁﻱ ﺗﻳﻭﻧﺯ“‪ ،‬ﻛﻣﺎ ﺑﺩﺃ ﻳﺗﻔﻭﻕ ﻓﻲ‬

‫ﺍﻟﺳﻧﺔ ﺍﻟﺛﺎﻣﻧﺔ ﻋﺷﺭﺓ ‪ -‬ﺍﻟﻌﺩﺩ ﺍﻟﻌﺎﺷﺭ ‪) -‬ﻣﺎﻳﻭ ‪418 - (2010‬‬

‫”ﺩﺍﻥ ﻓﺎﺯﻳﻠﻼ“ – ﺍﻟﻣﺩﻳﺭ ﺍﻟﺗﻧﻔﻳﺫﻱ ﻟﺷﺭﻛﺔ ”ﻧﻭﻓﺎﺭﺗﺱ“‬ ‫ﺳﻭﻕ ﺍﻟﻬﻭﺍﺗﻑ ﺍﻟﻣﺣﻣﻭﻟﺔ ﻣﻥ ﺧﻼﻝ ﺟﻬﺎﺯ ”ﺁﻱ ﻓﻭﻥ“‪.‬‬
‫ﻟﻠﺻﻧﺎﻋﺎﺕ ﺍﻟﺩﻭﺍﺋﻳﺔ – ﻓﻌﻧﺩﻣﺎ ﺭﺃﻯ ﺗﺑﺎﻁﺅ ﺍﻟﻧﻣﻭ‪،‬‬
‫ﺑﺎﺩﺭ ﺑﺎﺗﺧﺎﺫ ﺧﻁﻭﺍﺕ ﻓﻭﺭﻳﺔ ﻭﺑﺩﺃ ﺍﻟﺗﻭﺳﻊ ﻓﻲ ﺇﻧﺗﺎﺝ‬ ‫ﻭﻓﻲ ﻛﻝ ﻣﺣﻁﺔ ﻓﻲ ﺭﺣﻠﺗﻪ ﺍﻟﻣﺫﻫﻠﺔ‪ ،‬ﻛﺎﻥ ”ﺟﻭﺑﺯ“‬
‫ﺍﻟﻌﻘﺎﻗﻳﺭ ﻭﺍﻟﻠﻘﺎﺣﺎﺕ ﻭﻣﺣﺎﻭﻟﺔ ﺣﻣﺎﻳﺗﻬﺎ ﺑﻣﻭﺟﺏ‬ ‫ﻳﺳﺗﻐﻝ ﻋﺑﻘﺭﻳﺗﻪ ﺍﻟﻔﺫﺓ ﻓﻲ ﻋﺎﻟﻡ ﺍﻟﻛﻣﺑﻳﻭﺗﺭ ﻭﺻﻧﺎﻋﺔ‬
‫ﺑﺭﺍءﺍﺕ ﺍﻻﺧﺗﺭﺍﻉ‪ .‬ﺛﻡ ﻭﺟﻪ ﺗﺭﻛﻳﺯ ﺍﻟﺷﺭﻛﺔ ﻧﺣﻭ‬ ‫ﺃﻓﻼﻡ ﺍﻟﻛﺭﺗﻭﻥ ﻭﺍﻟﻣﻭﺳﻳﻘﻰ ﻭﺍﻻﺗﺻﺎﻻﺕ ﻟﺗﻁﻭﻳﺭ‬
‫ﺇﻧﺗﺎﺝ ﻋﻘﺎﻗﻳﺭ ﺗﺳﺗﻬﺩﻑ ﻓﺋﺔ ﻣﻌﻳﻧﺔ ﻣﻥ ﺍﻟﻌﻣﻼء‪.‬‬ ‫ﺻﻧﺎﻋﺎﺕ ﻛﺎﻣﻠﺔ ﻭﺗﻌﺯﻳﺯ ﺇﻣﻛﺎﻧﺎﺕ ﺷﺭﻛﺔ ”ﺃﺑﻝ“‬
‫ﺍﻹﺑﺩﺍﻋﻳﺔ ﻓﻲ ﻣﺟﺎﻝ ﺍﻟﺭﺳﻭﻡ ﺍﻟﺟﺭﺍﻓﻳﻛﻳﺔ ﺍﻟﻣﻠﻭﻧﺔ‬
‫‪ -5‬ﺩﻋﻡ ﻛﺑﺎﺭ ﺍﻟﻣﺩﻳﺭﻳﻥ ﻭﺍﻟﻣﻭﻅﻔﻳﻥ ﺍﻟﻣﺣﻭﺭﻳﻳﻥ‬ ‫ﻭﻭﺍﺟﻬﺎﺕ ﺍﻻﺳﺗﺧﺩﺍﻡ ﺍﻟﻣﻣﻳﺯﺓ‪.‬‬
‫ﻟﻳﺭﻛﺯﻭﺍ ﻋﻠﻰ ﺍﻟﻔﻭﺯ‬
‫ﺧﻼﻝ ﺍﻷﺯﻣﺔ ﻳﺗﺣﻭﻝ ﺍﻧﺗﺑﺎﻩ ﺍﻟﺟﻣﻳﻊ ﺇﻟﻰ ﻣﺣﺎﻭﻟﺔ‬ ‫‪RƒØdG ≈∏Y õ«cÎ∏d äGƒ£N 7‬‬
‫ﺍﻟﺣﻔﺎﻅ ﻋﻠﻰ ﺍﻟﺳﻔﻳﻧﺔ ﻋﺎﺋﻣﺔ‪ ،‬ﻓﻳﻌﺟﺯﻭﻥ ﻋﻥ ﺍﻟﺗﻔﻛﻳﺭ‬
‫ً‬
‫ﻓﺭﻳﻘﺎ ﺻﻐﻳﺭً ﺍ ﻣﻥ‬ ‫ﻓﻲ ﺍﻟﻣﺳﺗﻘﺑﻝ‪ .‬ﻋﻠﻳﻙ ﺃﻥ ﺗﻛﻠﻑ‬ ‫ﻛﻳﻑ ﻳﻣﻛﻧﻙ ﺍﺳﺗﻐﻼﻝ ﺍﻷﺯﻣﺔ ﺍﻻﻗﺗﺻﺎﺩﻳﺔ ﺍﻟﻌﺎﻟﻣﻳﺔ‬
‫ﺍﻟﻣﻭﻫﻭﺑﻳﻥ ﺑﻭﺿﻊ ﺍﺳﺗﺭﺍﺗﻳﺟﻳﺔ ﻟﻠﺗﻌﺎﻣﻝ ﻣﻊ ﺗﻭﺍﺑﻊ‬ ‫ﺃﻭ ﻏﻳﺭﻫﺎ ﻣﻥ ﺍﻷﺯﻣﺎﺕ ﻭﺗﺣﻭﻳﻠﻬﺎ ﺇﻟﻰ ﻓﺭﺻﺔ ﺫﻫﺑﻳﺔ‬
‫ﺍﻷﺯﻣﺔ‪ .‬ﻗﺩ ﻳﻛﻭﻥ ﻣﻥ ﺍﻟﻣﺧﺎﻁﺭﺓ ﺇﺑﻌﺎﺩ ﺍﻷﻓﺭﺍﺩ‬ ‫ﻟﺗﻁﻭﻳﺭ ﺃﺳﻭﺍﻗﻙ ﻭﺃﻋﻣﺎﻟﻙ؟ ﻫﺫﻩ ﺳﺑﻊ ﺧﻁﻭﺍﺕ ﻹﻋﺎﺩﺓ‬
‫ً‬
‫ﺑﺩﻻ ﻣﻥ‬ ‫ﺍﻟﻣﻬﻣﻳﻥ ﻋﻥ ﻋﻣﻠﻳﺔ ﺇﺩﺍﺭﺓ ﺍﻷﺯﻣﺔ ﻟﻳﻔﻛﺭﻭﺍ‬ ‫ﺗﻭﺟﻳﻪ ﺗﺭﻛﻳﺯ ﺷﺭﻛﺗﻙ ﻧﺣﻭ ﺍﻟﻧﺟﺎﺡ ﻭﺍﻟﻔﻭﺯ ﻓﻲ ﺧﺿﻡ‬
‫ﺫﻟﻙ ﻓﻲ ﺍﻟﻣﺳﺗﻘﺑﻝ‪ ،‬ﻭﻟﻛﻥ ﻫﺫﻩ ﺍﻟﺧﻁﻭﺓ ﺿﺭﻭﺭﻳﺔ ﻣﻥ‬ ‫ﺍﻷﺯﻣﺔ‪:‬‬
‫ﺃﺟﻝ ﺍﻟﻔﻭﺯ ﻋﻠﻰ ﺍﻟﻣﺩﻯ ﺍﻟﻁﻭﻳﻝ‪.‬‬
‫‪ -1‬ﺗﺣﺩﻳﺙ ﺍﺳﺗﺭﺍﺗﻳﺟﻳﺔ ﺍﻟﺗﺻﻧﻳﻊ ﻭﺗﻁﻭﻳﺭﻫﺎ‬
‫‪ -6‬ﺗﺷﻛﻳﻝ ﺻﻭﺭﺓ ﺭﻳﺎﺩﻳﺔ ﻭﺗﻧﺎﻓﺳﻳﺔ ﻟﻠﺷﺭﻛﺔ ﻓﻲ‬ ‫ﺍﻟﺗﻛﻬﻥ ﺑﺄﺣﻭﺍﻝ ﺍﻟﺳﻭﻕ ﺑﻌﺩ ﺍﻧﻘﺷﺎﻉ ﺍﻷﺯﻣﺔ ﻳﺗﻁﻠﺏ ﻣﻧﻙ‬
‫ﻣﺟﺎﻟﻬﺎ‬ ‫ﻭﻋﻳًﺎ ﺑﺎﺣﺗﻳﺎﺟﺎﺕ ﺍﻟﻌﻣﻼء ﺍﻟﻣﺗﻐﻳﺭﺓ‪ .‬ﻭﻟﻌﻝ ﻣﻥ ﺃﺷﻬﺭ‬
‫ﻣﻊ ﺗﺻﺎﻋﺩ ﺣﺩﺓ ﺍﻻﻧﺗﻘﺎﺩﺍﺕ ﺍﻟﻣﻭﺟﻬﺔ ﻟـ ”ﻭﻭﻝ‬ ‫ﺍﻷﻣﺛﻠﺔ ﻋﻠﻰ ﺫﻟﻙ ﻓﻲ ﻅﻝ ﺍﻷﺯﻣﺔ ﺍﻟﺭﺍﻫﻧﺔ ﻫﻭ ﺗﺣﻭﻝ‬
‫ﺳﺗﺭﻳﺕ“‪ ،‬ﻳﺭﻯ ﺑﻌﺽ ﻗﺎﺩﺓ ﺷﺭﻛﺎﺕ ﺍﻟﺧﺩﻣﺎﺕ ﺍﻟﻣﺎﻟﻳﺔ‬ ‫ﺍﻟﻣﺳﺗﻬﻠﻛﻳﻥ ﻣﻥ ﺷﺭﺍء ﺍﻟﻛﻣﺎﻟﻳﺎﺕ ﻭﺍﻟﺳﻠﻊ ﺍﻟﺗﺭﻓﻳﻬﻳﺔ‬
‫ﺿﺭﻭﺭﺓ ﺍﻟﻘﻳﺎﻡ ﺑﺗﻐﻳﻳﺭﺍﺕ ﻓﻲ ﺃﺳﻭﺍﻕ ﺭﺃﺱ ﺍﻟﻣﺎﻝ‪.‬‬ ‫ﺍﻟﺑﺎﻫﻅﺔ ﺇﻟﻰ ﺷﺭﺍء ﺍﻟﺳﻠﻊ ﺍﻟﺿﺭﻭﺭﻳﺔ ﻭﺍﻟﺭﺧﻳﺻﺔ‪.‬‬
‫ﻭﻓﻲ ﺧﻁﺎﺏ ﺷﻬﻳﺭ ﻓﻲ ﺷﻬﺭ ﺃﺑﺭﻳﻝ ﻣﻥ ﻋﺎﻡ ‪،2009‬‬
‫‪ -2‬ﺍﻟﺗﺧﻠﺹ ﻣﻥ ﻧﻘﺎﻁ ﺿﻌﻔﻙ‬
‫ﺣﺩﺩ ”ﺟﻭﻟﺩﻣﺎﻥ ﻟﻭﻳﺩ ﺑﻼﻧﻛﻔﺎﻳﻥ“ ﺍﻟﺧﻁﻭﺍﺕ ﺍﻟﻼﺯﻣﺔ‬
‫ﺗﺗﻳﺢ ﻟﻙ ﺍﻷﺯﻣﺔ ﻓﺭﺻﺔ ﻣﻭﺍﺟﻬﺔ ﻧﻘﺎﻁ ﺍﻟﺿﻌﻑ ﺍﻟﺗﻲ‬
‫ﻟﺗﻁﻭﻳﺭ ﺍﻟﺻﻧﺎﻋﺔ ﺑﻬﺩﻑ ﺍﺳﺗﻌﺎﺩﺓ ﺍﻟﻘﺩﺭﺓ ﻋﻠﻰ ﺗﺣﻣﻝ‬
‫ﺗﻌﺭﻗﻝ ﻣﺳﻳﺭﺗﻙ‪ ،‬ﻻ ﺳﻳﻣﺎ ﺳﻠﺑﻳﺎﺕ ﺍﻟﺑﻳﺭﻭﻗﺭﺍﻁﻳﺔ‬
‫ﺍﻟﻣﺧﺎﻁﺭ ﺍﻟﻣﺣﺳﻭﺑﺔ ﻭﻁﺭﺡ ﺍﻟﻘﻭﺍﻧﻳﻥ ﺍﻟﻣﻧﻅﻣﺔ ﻭﺩﺭﺍﺳﺔ‬
‫ﺍﻟﺣﺳﺎﺑﺎﺕ ﺑﻳﻥ ﺍﻷﺳﻭﺍﻕ ﻭﻭﺿﻊ ﺑﺭﻧﺎﻣﺞ ﺗﻌﻭﻳﺿﺎﺕ‬ ‫ﻭﺍﻟﻌﺟﺯ ﻋﻥ ﺍﻟﻣﻧﺎﻓﺳﺔ‪.‬‬
‫ﻁﻭﻳﻝ ﺍﻷﺟﻝ ﻳﺣﻘﻕ ﻣﻛﺎﺳﺏ ﺩﺍﺋﻣﺔ‪.‬‬
‫‪ -3‬ﺍﺳﺗﻐﻼﻝ ﻣﻭﺍﻁﻥ ﻗﻭﺗﻙ‬
‫ﺗﺗﻣﺛﻝ ﺍﻻﺳﺗﺭﺍﺗﻳﺟﻳﺔ ﺍﻟﻁﻣﻭﺣﺔ ﻓﻲ ﺃﻥ ﺗﻛﻭﻥ ﻣﻭﺍﻁﻥ‬
‫‪ -7‬ﻭﺿﻊ ﺧﻁﻁ ﺗﻧﻔﻳﺫﻳﺔ ﺣﺎﺯﻣﺔ‬
‫ﻣﻥ ﺍﻟﻣﺣﺗﻣﻝ ﺃﻥ ﻳﺗﺟﺎﻫﻝ ﺍﻟﻘﺎﺋﺩ ﻫﺫﻩ ﺍﻟﺧﻁﻭﺓ ﺍﻷﺧﻳﺭﺓ‪،‬‬ ‫ﻗﻭﺗﻙ ﻫﻲ ﺃﺳﺎﺱ ﻭﻣﺣﻭﺭ ﺍﻟﻣﻧﺎﻓﺳﺔ‪ ،‬ﻣﻊ ﺇﻅﻬﺎﺭ ﻧﻘﺎﻁ‬
‫ﺣﻳﺙ ﻳﺿﻊ ﺍﻻﺳﺗﺭﺍﺗﻳﺟﻳﺎﺕ ﺩﻭﻥ ﺩﻋﻣﻬﺎ ﺑﺧﻁﻁ‬ ‫ﺿﻌﻑ ﺍﻟﻣﻧﺎﻓﺳﻳﻥ‪.‬‬
‫ﺗﻔﺻﻳﻠﻳﺔ ﻟﺗﻧﻔﻳﺫﻫﺎ ﻋﻠﻰ ﺃﺭﺽ ﺍﻟﻭﺍﻗﻊ‪ .‬ﻻ ﻳﺗﻁﻠﺏ ﺍﻟﺗﻧﻔﻳﺫ‬
‫‪ -4‬ﺍﻟﻘﻳﺎﻡ ﺑﺎﻻﺳﺗﺛﻣﺎﺭﺍﺕ ﺍﻟﺿﺭﻭﺭﻳﺔ ﺧﻼﻝ ﺍﻷﺯﻣﺔ‬
‫ﺧﻼﺻﺎﺕ ﻛﺗﺏ ﺍﻟﻣﺩﻳﺭ ﻭﺭﺟﻝ ﺍﻷﻋﻣـﺎﻝ‬

‫ﺍﻟﻔﻌﺎﻝ ﻟﻼﺳﺗﺭﺍﺗﻳﺟﻳﺔ ﺍﻻﻫﺗﻣﺎﻡ ﺑﺎﻟﺗﻔﺎﺻﻳﻝ ﻓﻘﻁ‪ ،‬ﺑﻝ‬ ‫ً‬

‫ﻣﺛﺎﻻ ﻧﺳﺗﺩﻝ ﻣﻧﻪ ﻋﻠﻰ ﺿﺭﻭﺭﺓ‬ ‫ﺗﻌﺗﺑﺭ ﺷﺭﻛﺔ ”ﺇﻧﺗﻝ“‬

‫”ﺃﻳًﺎ ﻛﺎﻥ ﻣﺎ ﺑﻭﺳﻌﻙ ﻋﻣﻠﻪ ﺃﻭ ﺗﺣﻠﻡ ﺑﺄﻧﻙ ﻗﺎﺩﺭ ﻋﻠﻳﻪ‪ ،‬ﻓﺑﺎﺩﺭ ﺇﻟﻰ ﺍﻟﻘﻳﺎﻡ ﺑﻪ‪ .‬ﻓﺎﻟﺟﺭﺃﺓ ﺗﻌﻛﺱ ﺍﻟﻌﺑﻘﺭﻳﺔ ﻭﺍﻟﻘﻭﺓ ﻭﺍﻟﺳﺣﺭ‪“.‬‬
‫ﺩﺑﻠﻳﻭ ﺇﺗﺵ ﻣﻭﺭﺍﻱ‬
‫”ﻣﻥ ﻻ ﻳﺣﻔﻅ ﺍﻟﺗﺎﺭﻳﺦ‪ ،‬ﺳﻳﻅﻝ ﻳﻛﺭﺭ ﺃﺧﻁﺎءﻩ ﻣﺭﺍﺕ ﻭﻣﺭﺍﺕ ﻭﻻ ﻳﺗﻌﻠﻡ‪“.‬‬
‫ﺇﺩﻣﻭﻧﺩ ﺑﻳﺭﻙ‬
‫”ﻻ ﺗﺷﻛﻙ ﻓﻲ ﻣﻘﺩﺭﺓ ﻣﺟﻣﻭﻋﺔ ﺻﻐﻳﺭﺓ ﻣﻥ ﺍﻷﻓﺭﺍﺩ ﻋﻠﻰ ﺗﻐﻳﻳﺭ ﺍﻟﻌﺎﻟﻡ‪ .‬ﻓﺎﻟﺗﺎﺭﻳﺦ ﻳﺅﻛﺩ ﺃﻥ ﻫﻧﺎﻙ ﻓﺋﺎﺕ ﻗﻠﻳﻠﺔ ﻏﻠﺑﺕ ﻓﺋﺎﺕ‬
‫ﻛﺛﻳﺭﺓ‪“.‬‬
‫ﻣﺎﺭﺟﺭﻳﺕ ﻣﻳﺩ‬ ‫‪7‬‬
‫‪www.edara.com‬‬
‫‪This copy is licensed to: yasora72@yahoo.com Edara.com User: 210148 and is not to be shared. Any illegal sharing constitutes infringement of‬‬
‫‪Edara.com intellectual property rights. Without further notice we will prosecute to the fullest extent allowed by law.‬‬
 ‫ﺍﻟﺳﻧﺔ ﺍﻟﺛﺎﻣﻧﺔ ﻋﺷﺭﺓ ‪ -‬ﺍﻟﻌﺩﺩ ﺍﻟﻌﺎﺷﺭ ‪) -‬ﻣﺎﻳﻭ ‪418 - (2010‬‬ ‫ﻳﺗﻁﻠﺏ ً‬
‫ﺃﻳﺿﺎ ﺍﻟﻘﺩﺭﺓ ﻋﻠﻰ ﺍﻟﺗﺄﻗﻠﻡ ﻣﻊ ﻅﺭﻭﻑ ﺍﻟﺳﻭﻕ ﺍﻟﻣﺗﻐﻳﺭﺓ‬
‫ﺑﺣﻳﺙ ﻳﻣﻛﻥ ﺇﺟﺭﺍء ﺍﻟﺗﻌﺩﻳﻼﺕ ﻋﻠﻰ ﺍﻟﺧﻁﻁ ﺑﺎﻟﺷﻛﻝ ﺍﻟﺫﻱ‬
‫ﻳﻠﺑﻲ ﺍﺣﺗﻳﺎﺟﺎﺕ ﺍﻟﻌﻣﻼء ﺍﻟﺟﺩﻳﺩﺓ‪ .‬ﻓﻬﻝ ﺳﺄﻟﺕ ﻧﻔﺳﻙ ﻳﻭﻣًﺎ‬
‫ﻋﻥ ﻣﺩﻯ ﻓﻌﺎﻟﻳﺔ ﺷﺭﻛﺗﻙ ﻓﻲ ﺗﻧﻔﻳﺫ ﺧﻁﻁﻬﺎ؟ ﻭﻫﻝ ﺗﻛﻠﻑ‬
‫ﺃﻓﺿﻝ ﺍﻟﻣﻭﻅﻔﻳﻥ ﻟﺩﻳﻙ ﺑﻬﺫﻩ ﺍﻟﻣﻬﻣﺔ ﻭﺗﺗﺎﺑﻌﻬﻡ ﺑﻛﻝ ﺩﻗﺔ؟ ﻭﻫﻝ‬
‫ﺧﻁﻁﻙ ﻣﺭﻧﺔ ﺑﺣﻳﺙ ﻳﻣﻛﻥ ﺗﻌﺩﻳﻠﻬﺎ ﺣﺳﺏ ﻅﺭﻭﻑ ﺍﻟﺳﻭﻕ‬
‫ﺃﻳﺿﺎ ﻗﺩﺭﺓ ﻓﺎﺋﻘﺔ ﻋﻠﻰ ﺿﺑﻁ ﺍﻟﻧﻔﺱ؟ ﺇﻥ‬ ‫ﺍﻟﻣﺗﻐﻳﺭﺓ؟ ﻭﻫﻝ ﻟﺩﻳﻙ ً‬
‫‪ájõ«∏‚E’Gh á«Hô©dG Úà¨∏dÉH Iôaƒàe á°UÓÿG √òg‬‬ ‫ﺃﺟﺑﺕ ﺑﻧﻌﻡ ﻋﻥ ﺍﻷﺳﺋﻠﺔ ﺍﻟﺛﻼﺛﺔ ﺍﻟﺳﺎﺑﻘﺔ‪ ،‬ﻓﺳﺗﻛﻭﻥ ﻗﺎﺩﺭً ﺍ ﻋﻠﻰ‬
‫‪This publication is available in both Arabic & English‬‬
‫ﺍﻟﺧﺭﻭﺝ ﻣﻥ ﺍﻷﺯﻣﺔ ً‬
‫ﻓﺎﺋﺯﺍ‪.‬‬
‫‪:øY Qó°üJ ájô¡°T ∞°üf Iöûf‬‬
‫ﺧﻼﻝ ﺍﻟﺣﺭﺏ ﺍﻟﻌﺎﻟﻣﻳﺔ ﺍﻟﺛﺎﻧﻳﺔ ﻛﺎﻥ ”ﻭﻳﻧﺳﺗﻭﻥ ﺗﺷﻳﺭﺷﻳﻝ“‬
‫‪z´É©°T{ »ª∏©dG ΩÓYEÓd á«Hô©dG ácöûdG‬‬ ‫ً‬
‫ﻣﺛﺎﻻ ﻟﻠﻘﺎﺋﺩ ﺍﻟﻣﺗﻣﻳﺯ ﻓﻲ ﺧﺿﻡ ﺃﺯﻣﺔ ﻳﻣﻛﻥ ﺃﻥ ﻧﻌﺗﺑﺭﻫﺎ ﺍﻟﻠﺣﻅﺔ‬
‫ﺍﻟﻔﺎﺻﻠﺔ ﻓﻲ ﺣﻳﺎﺗﻪ‪ .‬ﻭﻫﻭ ﻳﻘﻭﻝ ﻣﺗﺫﻛﺭً ﺍ ﺃﺣﻠﻙ ﺍﻟﻠﺣﻅﺎﺕ ﺧﻼﻝ‬
‫ﺇﺣﺩﻯ ﺍﻟﻣﻌﺎﺭﻙ‪” :‬ﺃﺣﺳﺳﺕ ﻛﻣﺎ ﻟﻭ ﻛﻧﺕ ﺃﺧﻁﻭ ﻭﺃﺳﻳﺭ ﺑﺎﺗﺟﺎﻩ‬
‫‪(äÉ°UÓN) ‘ ∑GΰTÓd‬‬ ‫ﻗﺩﺭﻱ‪ ،‬ﻭﻛﺄﻥ ﻛﻝ ﻟﺣﻅﺔ ﻣﻥ ﻟﺣﻅﺎﺕ ﺣﻳﺎﺗﻲ ﺍﻟﻣﺎﺿﻳﺔ ﻛﺎﻧﺕ‬
‫‪¢ShDhô``e hCG ¢ù«Fôd É¡FGógE’ hCG ºμà°ù°SDƒŸ hCG ºμd‬‬ ‫ﺍﺳﺗﻌﺩﺍ ًﺩﺍ ﻟﻬﺫﻩ ﺍﻟﺳﺎﻋﺔ‪“.‬‬
‫‪º```μæμÁ ;π```«ªY hCG π``«eõd É`¡Áó≤àd hCG‬‬
‫ﻓﻣﺎ ﻫﻲ ﺍﻟﻠﺣﻅﺔ ﺍﻟﻔﺎﺭﻗﺔ ﻭﺍﻟﻔﺎﺻﻠﺔ ﻓﻲ ﺣﻳﺎﺗﻙ؟ ﻭﺣﻳﻥ ﺗﺄﺗﻳﻙ‬
‫‪.ø`«cΰûŸG äÉeóN IQGOEÉH ∫É``°üJ’G‬‬
‫ﻫﺫﻩ ﺍﻟﻠﺣﻅﺔ‪ ،‬ﻫﻝ ﺳﺗﻛﻭﻥ ﻣﺳﺗﻌ ًﺩﺍ ﻟﺗﻧﻬﺽ ﻭﺗﻘﻭﺩ ﻭﺗﺗﻘﺩﻡ؟‬
‫‪IôgÉ≤dG : á«Hô©dG öüe ájQƒ¡ªL‬‬ ‫ﺗﺄﺗﻲ ﺍﻟﻠﺣﻅﺔ ﺍﻟﻔﺎﺭﻗﺔ ﺣﻳﻥ ﺗﻭﺍﺟﻬﻙ ﻋﻘﺑﺔ ﺃﻭ ﺗﺻﻁﺩﻡ ﺑﺄﺯﻣﺔ‬
‫‪+ 2 02 24025324 - 24036657 - 22633897 : ∞JÉg‬‬ ‫ﻓﻲ ﻣﻧﺗﺻﻑ ﺍﻟﻁﺭﻳﻕ‪ ،‬ﻓﻬﺫﻩ ﺍﻷﺯﻣﺔ ﻫﻲ ﺍﻟﺗﻲ ﺗﺟﻌﻠﻙ ﺗﻌﺭﻑ‬
‫‪+2 02 22612521 : ¢ùcÉa‬‬
‫ﺣﻘﻳﻘﺗﻙ ﻭﻗﺩﺭﺍﺗﻙ ﻭﺇﻣﻛﺎﻧﺎﺗﻙ‪ .‬ﺇﺫﺍ ﺗﻌﺭﺿﺕ ﻟﺿﻐﻁ ﻫﺎﺋﻝ‬
‫‪‘ ÉæÑJÉμe øe …CÉH ∫É°üJÓd‬‬ ‫ﻭﻛﺎﻧﺕ ﺍﻟﻌﻭﺍﻗﺏ ﻭﺧﻳﻣﺔ‪ ،‬ﻓﻬﻝ ﺳﺗﻛﻭﻥ ﻣﺳﺗﻌ ًﺩﺍ ﻟﺗﺳﻳﺭ ﻓﻲ ﺍﺗﺟﺎﻩ‬
‫‪øª«dGh ¿OQC’Gh äGQÉeE’Gh ájOƒ©°ùdGh ÉjQƒ°S‬‬
‫ﺍﻟﺷﻣﺎﻝ ﺍﻟﺫﻱ ﺗﺷﻳﺭ ﺇﻟﻳﻪ ﺑﻭﺻﻠﺔ ﻗﺩﺭﻙ‪ ،‬ﺃﻱ ﺑﺎﺗﺟﺎﻩ ﺍﻟﺣﻘﻳﻘﺔ‬
‫‪,á«Hô©dG ∫hódG »bÉHh‬‬
‫‪:Éæ©bƒe IQÉjõH ΩôμàdG AÉLôdG‬‬ ‫ﺍﻟﺻﻌﺑﺔ ﺍﻟﺗﻲ ﺳﺗﺣﺗﺎﺝ ﺷﺟﺎﻋﺔ ﻭﺟﺭﺃﺓ ﺍﻷﺳﺩ ﻟﻣﻭﺍﺟﻬﺗﻬﺎ‬
‫ﻭﺗﺧﻁﻲ ﺻﻌﻭﺑﺗﻬﺎ ﻭﺍﻻﺳﺗﻣﺗﺎﻉ ﺑﺗﺣﺩﻳﺎﺗﻬﺎ؟‬
‫‪www.edara.com‬‬
‫‪k G “´É©°T” øY Qó°üJ‬‬
‫‪ÉàjQhO É°†jC‬‬ ‫‪∞`````dDƒŸG‬‬
‫‪…QGOE’G QÉàîŸG‬‬ ‫ﺑﻳﻝ ﺟﻭﺭﺝ‬
‫‪äÉbÓYh‬‬
‫”ﺟﻭﺭﺝ“ ﻫﻭ ﺃﺳﺗﺎﺫ ﺍﻹﺩﺍﺭﺓ ﻭﺍﻟﻘﻳﺎﺩﺓ ﻓﻲ ﺟﺎﻣﻌﺔ ”ﻫﺎﺭﻓﺎﺭﺩ“‪ .‬ﺗﻘﻠﺩ ﻣﻧﺻﺏ‬
‫‪™aódGh ∑GΰT’G ɪFGO‬‬ ‫‪ºμæμÁ‬‬ ‫ﺍﻟﻣﺩﻳﺭ ﺍﻟﺗﻧﻔﻳﺫﻱ ﻓﻲ ﺷﺭﻛﺔ ”ﻣﻳﺩﺗﺭﻭﻧﻳﻙ“ ﻣﻥ ﻋﺎﻡ ‪ 1991‬ﻭﺣﺗﻰ ‪،2001‬‬
‫‪k‬‬
‫‪:Éæ©bƒe ≈∏Y É«k fhÎμdEG‬‬ ‫ﻭﺭﺃﺱ ﻣﺟﻠﺱ ﺇﺩﺍﺭﺗﻬﺎ ﻣﺎ ﺑﻳﻥ ﻋﺎﻣﻲ ‪ 1996‬ﻭ‪ ،2002‬ﻭﺗﺣﺕ ﺇﺩﺍﺭﺗﻪ‬
‫ﺯﺍﺩﺕ ﺃﺻﻭﻝ ﺍﻟﺷﺭﻛﺔ ﻣﻥ ‪ 1.1‬ﻣﻠﻳﺎﺭ ﺩﻭﻻﺭ ﺇﻟﻰ ‪ 60‬ﻣﻠﻳﺎﺭ ﺩﻭﻻﺭ‪.‬‬
‫‪www.edara.com‬‬
‫ﺧﻼﺻﺎﺕ ﻛﺗﺏ ﺍﻟﻣﺩﻳﺭ ﻭﺭﺟﻝ ﺍﻷﻋﻣـﺎﻝ‬

‫‪ÜÉ`````à`μdG‬‬
‫‪(äÉ°UÓN) Qó°üJ‬‬
‫‪á`«ŸÉ©dG ÖàμdG π°†aCG ,á«Hô©dG á¨∏dÉH ¢üî∏Jh 1993 ΩÉY ™∏£e òæe‬‬
‫‪Author:‬‬ ‫‪Bill George‬‬
‫‪ÖàμdG ≈∏Y õ````«cÎdG ™``e ,∫É```ªYC’G ∫É````LQh ø````jôjóª∏d á`¡LƒŸG‬‬
‫‪±ó``¡`J .…QGOE’G ô`μ``Ø∏d G kójó`L ∞`«`°†J »`à`dGh É`©``«``Ñ`e‬‬
‫‪k‬‬ ‫‪Ì``cC’G‬‬ ‫‪Title:‬‬ ‫‪7 Lessons for Leading in Crisis‬‬
‫)‪ájQGOE’G äÉjô¶ædGh äÉ°SQɪŸG ÚH Iƒ```éØdG ó°S ≈dEG (äÉ``°UÓN‬‬
‫‪Publisher:‬‬ ‫)‪Jossey-Bass (August 24, 2009‬‬
‫‪ô``aƒJ å«M ;á```«Hô©dG IQGOE’G á```Ä«Hh ,á````eó≤àŸG ∫hódG ‘ á``ãjó◊G‬‬
‫›‪.≥````«Ñ£à∏d á```∏HÉbh á```Hô‬‬
‫‪q‬‬ ‫‪á````jQGOEG áaô©e º```¡d‬‬ ‫‪ISBN:‬‬ ‫‪978-0470531877‬‬
‫‪ÖcôŸG åëÑdG ∑ôfi ∫ÓN øe É¡JÉjƒàfi πc ‘ åëÑdG øμÁh‬‬ ‫‪Pages:‬‬ ‫‪160‬‬
‫‪.Éæ©bƒe ≈∏Y‬‬

‫‪6454 : ´GójE’G ºbQ‬‬ ‫‪To read more about this book, use this link:‬‬
‫‪http://www.amazon.com‬‬

‫‪8‬‬
‫‪ISSN: 110/2357‬‬

‫‪This copy is licensed to: yasora72@yahoo.com Edara.com User: 210148 and is not to be shared. Any illegal sharing constitutes infringement of‬‬
‫‪Edara.com intellectual property rights. Without further notice we will prosecute to the fullest extent allowed by law.‬‬