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Ketabton.com
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ﻣﺪﻳﺮ ﻮﻙ ﺩﻯ ؟
zﻣﺪﻳﺮ ﭘﻪ ﻟﻐﺖ ﻛﯥ ﺩﺍﺩﺍﺭﻱ ﭼﻠﻮﻧﻜﯥ ﺗﻪ ﻭﺍﻯ ﺍ ﻭﭘﻪ ﺍﺻﻄﻼﺡ ﻛﯥ ﻣﺪﻳﺮ ﻫﻐﻪ ﻮﻙ ﺩﻯ
ﭼﯥ ﺩ ﺧﭙﻞ ﺩ ﻴﻢ ﻛﻭﻧﻮ ﺍﻭ ﻋﻤﻠﻜﺮﺩﻭﻧﻮ ﻭﻧﻩ ﭘﻪ ﻏﺎﻩ 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 ﻻﺭﻮﻧﻪ ﻮﻝ ﺷﻮﻯ ﺩﻩ ﭼﯥ ﭘﻪ
ﺍﻭﺳﻴﻨۍ ﻣﻔﻬﻤﻮﻡ ﺩﻳﻮﻯ ﺍﺩﺍﺭﻯ ﻻﺭﻮﻧﻪ ،ﻣﺸﺮﻯ ﺍﻭ ﻫﺪﺍﻳﺖ ﻛﻮﻝ ﺩﻯ ۰ﺩﻛﺎﺭﻯ ﻮﺍﻙ
ﺍﻭ ﺩ ﺑﻴﻼ ﺑﻴﻠﻮ ﺳﺮ ﭼﻴﻨﻮ ﻟﻪ ﻟﻴﺎﺭﻯ ) ﺍﻧﺴﺎﻧﻰ ،ﻣﺎﻟﻰ ،ﻣﺤﺴﻮﺳﻲ ﺍﻭ ﻏﻴﺮ ﻣﺤﺴﻮﺱ (
ﺳﺮ ﭼﻴﻨﻰ ﺍﻭﺳﻴﻯ ۰
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ﺩﻣﺪﻳﺮﻳﺖ ﻳﻮ ﺳﺘﺮ ﻛﺎﺭ ﭘﻮﻩ ﭘﻪ ﺷﻠﻤﻪ ﭘﻴۍ ﻛﯥ ﺩ ﻣﺎﺭﻯ ﭘﺎﺭﻛﺮ ﻓﻮﻟﯿﺖ ﭘﻪ ﻧﺎﻣﻪ ﻣﺪﯾﺮﯾﺖ ﻳﻰ
ﭘﻪ ﻣﻔﻬﻮﻡ ﺩﻯ " ﺩﻧﻮﺭﻭ ﭘﻪ ﻣﺮﺳﺘﻪ ﺩﻛﺎﺭﻭﻧﻮ ﺳﺮ ﺗﻪ ﺭﺳﻮﻧﻪ ﭘﻪ ﻣﺎﻫﺮﺍﻧﻪ ﺗﻮﮔﻪ " ﺗﻌﺮﯾﻒ ﻛۍ
ﺩﻯ.
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ﺳﯿﺴﺘﻢ ﻪ ﺩﻩ ؟
zﺳﻴﺴﺘﻢ ﺩﻳﻮﻯ ﻮﻟﻨﻰ ﺨﻪ ﻋﺒﺎﺭﺕ ﺩﻩ ﭼﯥ ﺩﻯ ﻮ ﺗﻟﻮ 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 ﻛﻴﻯ 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 ﻟﺎﻛﻞ ﺷﻮﻳﻮﻣﻘﺮﺍﺭﺗﻮ
ﻧﻪ ﭘﻴﺮﻭﻯ ﻛﻮﻯ ﺍﻭ ﻳﻮ ﺎﻯ ﺳﺮﻩ ﻛﺎﺭ ﻛﻮﻯ ۰
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ﺩ ﺳﯿﺴﺘﻢ ﻭﻟﻮﻧﻪ
ﺗﻟﻲ ﭘﺮﺍﻧﻴﺴﺘﻲ
ﻟﻪ ﺑﻬﺮﻧﻲ ﭼﺎﭘﻴرﻳﺎﻝ ﺳﺮﻩ ﺍﻳﻜﯥ ﻧﻠﺮﻯ ﻟﻪ ﺑﻬﺮﻧﻲ ﭼﺎﭘﻴرﻳﺎﻝ ﺳﺮﻩ ﺍﻳﻜﯥ ﻟﺮﻯ
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ﺩﻛﺎﺭ ﻛﻮﻭﻧﻜﻮ
ﻣﺤﺼﻮﻝ
ﺩ ﺗﻮﻟﻴﺪﻯ ﺻﻨﻌﺖ ﻋﻮﺍﻣﻞ
ﺩ ﭘﺍﻭ ﺍﻭﻣﻪ ﻣﻮﺍﺩ
ﻣﺤﺼﻮﻻﺕ
ﻣﺎﺷﻴﻨﻲ ﺗﻮﻛﯥ
ﺍﻭ ﻳﻮ ﺎ ﻱ ﻛﻮﻝ
ﻣﺎﻟﻲ ﺳﺮ ﭼﻴﻨﻲ
ﺧﺪﻣﺎﺕ
ﺩﺍﺳﻲ ﻧﻮﺭ
ﺑﻬﺮﻧﻲ ﭼﺎﭘﻴرﻳﺎﻝ
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ﺳﺘﺮﺍﺗﯿﮋﯼ ﻪ ﺩﻩ ؟
-ﺳﺘﺮﺍﺗﻴﮋﻯ ﻟﻪ ﻳﻮﻯ ﺑﺸﭙﻩ ﭘﻮﺭﻩ ﻭﺍﺣﺪﻯ ﺑﺮﻧﺎﻣﻲ ﺨﻪ ﻋﺒﺎﺭﺕ ﺩﻩ ﭼﯥ ﺩ ﻫﻐﻰ ﭘﺮ ﺑﻨﺴ
ﺩﺍﺩﺍﺭﻱ ﺩ ﻣﻮﺧﻮ ﺭﺳﻴﺪﻟﻮ ﻻﺭﻯ ﺍ ﻜﻞ ﻛﻴﻯ ۰
-ﭘﻪ ﺑﻞ ﻋﺒﺎ ﺭ ﺳﺘﺮﺍﺗﻴﮋﻯ ﺩ ﭘﺎﻟﻴﺴﻴﻮ ﺑﺸﭙﻩ ﭘﻼﻥ ﺍﻭ ﺩﺍﺩﺍﺭﻯ ﭘﻮﺭﻩ ﻣﻮﺧﻮ ﺭﺳﻴﺪﻧﻮ ﺗﻪ
ﻓﻌﺎﻟﻴﺖ ﺑﻠﻞ ﻛﻴﻯ ۰
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ﭘﻼﻥ ﻪ ﺩﻩ ؟
zﭘﻼﻥ ﻣﺨﻜﻴﻨﻰ ﻃﺮ ﺣﻪ ﺩﻩ ﺍﻭ ﭘﻪ ﺳﻴﺴﺘﻤﺎﺗﻴﻜﻪ ﺍﻭ ﻣﻨﻈﻤﻪ ﺗﻮﮔﻪ ﻣﻮﺧﻮﺗﻪ ﺭﺳﻴﺪﻧﻪ ﭘﻪ
zﻟﻨ ﻣﻬﺎﻟﻪ
zﻣﻨ ﻣﻬﺎﻟﻪ
zﺍﻭ ﺍﻭﺩ ﻣﻬﺎﻟﻪ
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ﺗﺸﮑﯿﻞ ﻪ ﺩﻩ ؟
ﺩﺩﻧﺪﻭ ﻭﻳﺸﻞ ،ﺩ ﻭﺍﻙ ﺩ ﻭﺭ ﻛﻯ ﺩﺩﻧﺪﻭ ﺎﻛﻨﻪ ﺍﻭ ﭘﻪ ﻳﻮﻯ ﺍﺩﺍﺭﻱ ﻛﯥ ﺩ z
ﻭﺍﺣﺪﻭﻧﻮ ﻣﻨﻄﻘﻲ ﺍﻳﻜﻮ ﺎﻛﻨﻲ ﺨﻪ ﻋﺒﺎﺭﺕ ﺩﻩ ۰
zﺩﺩﻧﺪﻭ ﻭﻳﺸﻨﻪ
zﺩ ﻭﺍﻛﻮﻧﻮ ﺍﻭ ﺩﻧﺪﻭ ﺎ ﻛﻨﻪ ﺍﻭ ﭘﻴﮋﻧﺪﻧﻪ
zﺩ ﻭﺍﺣﺪﻭﻧﻮ ﻣﻨﻄﻘﻲ ﺍﻳﻜﯥ
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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 ﭘﺍﻭ 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 ﮔﻮﺭﻩ ﺍﻭ ﺍﻏﻴﺰﻣﻨﻪ ﺗﻮﮔﻪ ﻛﺎﺭ ﺍﺧﻴﺴﺘﻞ ﻛﻴﻯ ۰ﺍﻭ ﭘﻪ ﭘﺎﻳﻠﻪ ﻛﯥ ﺩ
ﺫ ﻳﺪﺧﻠﻮ ﺍﺧﻮﻧﻮﻗﻨﺎﻋﺖ ﺍﻭ ﺭﺿﺎﻳﺖ ﻻﺱ ﺗﻪ ﺭﺍﺷﻲ ۰
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ﻳﻮ ﻣﺪﻳﺮ
ﺳﺎﺯﻣﺎﻥ ﻭﺭﻛﻮﻧﻲ ،ﭘﻼﻧﮕﺬﺍﺭﯼ ،ﮔﻤﺎﺭﻝ ،ﻣﺸﺮﻯ ﺍ ﻭ ﮐﻨﺘﺮﻭﻝ
ﺎﻧﮕﻯ ﺍﻭﻣﻌﻠﻮﻣﻰ ﺩﻧﺪﻯ ﺳﺮ ﺗﻪ ﺭﺳﻮﻯ
ﺍﻧﺴﺎﻧﯽ ،ﻓﺰﯾﮑﯽ ﺍ ﻭ ﻣﺎﻟﯽ ﻧﻪ ﮔﻪ ﺍﺧﻠﻲ ﺎ ﻛﻠﻮ ﺳﺮ ﭼﻴﻨﻮ
ﺳﺘﻨﺪﺭﺩ ﻭﻧﻪ ،ﺍﺭﺯﯾﺎﺑﯽ ،ﮐﻨﺘﺮﻭﻝ ﺍﻭ ﻧﻮﺭ ﭘﻪ ﻛﺎﺭ ﻭﻯ ﺎ ﻛﻠﻲ ﺭﻭﺵ ﺍﻭ ﺗﻜﻨﻴﻚ
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ﮐﻨﺘﺮﻭﻝ
ﭘﻼﻥ ﺍﻳﻮﻧﻰ
ﻣﺸﺮﻯ ﺩﻣﺪﻳﺮﻳﺖ
ﻋﻤﺪﻩ ﺩﻧﺪﻯ
ﺳﺎﺯﻣﺎﻥ ﻭﺭﻛﻮﻧﻪ
ﮔﻤﺎﺭﻭﻝ
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ﺗﺨﻨﻴﮑﯽ
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ﺑﺸﺮﯼ
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ادارﮐﯽ
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ﻣﺪﻳﺮﺳﻄﺢ ﻋﺎﻟﯽ ﻣﺪﻳﺮﺳﻄﺢ ﻣﺘﻮﺳﻂ ﻣﺪﻳﺮﺳﻄﺢ ﭘﺎﺋﻴﻦ
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ﺗﺨﻨﯿﮑﯽ ﻣﻬﺎﺭﺗﻮﻧﻪ
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ﻣﻔﺎﻫﻤﻪ ﯾﺎ ﺍﻳﻜﻲ
ﺩﻭﻫﻢ ﻓﺼﻞ
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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ﺩﺍﻳﻜﻮ ﻣﺎﻫﻴﺖ ﭘﻪ ﺩﻯ ﻛﯥ ﺩﻯ "ﭼﯥ ﻮﻙ ﻧﺸﻰ ﻛﻮﻻۍ ﺑﻲ ﺍﻳﻜﻮ ﺍﻭﺳﻲ " ﻳﻌﻨﻲ
ﺩ ﻳﻮﻯ ﺍﺩﺍﺭﻯ ﺍﻭ ﻣﻮﺳﺴﻲ ﻛﺎﺭ ﻛﻮﻧﻜﯥ ﭘﻪ ﺩﺍﻳﻤﻲ ﺗﻮﮔﻪ ﻳﻮ ﻭﻝ ﻧﻪ ﻳﻮﻭﻝ ﻳﻮ ﻟﻪ ﺑﻠﻪ
ﺳﺮﻩ ﺍﻳﻜﯥ ﻧﻴﺴﻰ ﺣﺘﻰ ﻛﻪ ﺩﻭﻯ ﺩﺍﺳﻲ ﻜﺎﺭﻩ ﺷﻲ.ﭼﯥ ﮔﻮﺍﻛﯥ ﺍﻳﻜﯥ 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 ﻏﻮﺍۍ ﻪ ﻭﻭﺍﻳﯥ ﺧﻮ ﺑﻴﺎ ﻫﻢ ﺍﻳﻜﯥ ﺳﺮﻩ ﻟﺮﻯ ،
ﻳﻌﻨﻲ ﺍﻳﯥ ﻫﺮ ﺎﻯ ﺷﺘﻪ ۰
ﻭﺭﺗﻪ ﻗﻀﻴﻪ ﺩ ﺑﺎﻧﺪﻧۍ ﻧۍ ﺳﺮﻩ ﺩ ﺍﻳﻜﻮ 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 ﺍﻳﻜﯥ ﻣﻨﺘﻪ ﺭﺍﻰ ﻛﻪ ﻳﻮﻩ ﺍﺩﺍﺭﻩ ﻳﺎ ﻣﻮﺳﺴﻪ ﻪ ﻧﻪ ﻭﺍﻳﯥ ﻳﺎ ﻪ
ﻧﻪ ﻟﻴﻜﯥ ﺑﻴﺎ ﻫﻢ ﭘﻪ ﻏﻴﺮ ﻣﺴﺘﻴﻘﻪ ﺗﻮﮔﻪ ﻳﻮ ﭘﻴﺎﻡ ﻟﻴﺩﻭﻯ.
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ﻣﻔﺎﻫﻤﻪ/ﺍﻳﻜﻲ
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ﺩﻣﻔﺎﻫﻤﻲ
ﻭﻟﻮﻧﻪ
ﻏﯿﺮﮐﻠﻤﺎﺗﯽ ﮐﻠﻤﺎﺗﯽ
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ﻣﻌﻠﻮﻣﺎﺕ
ﻣﻮﺧﻪ /ﺍﻳﻜﻲ
ﺷﻔﺎﻫﻲ ﺍﻭ
ﻟﻴﺩﻭﻧﻜﻰ ﺍﺧﯿﺴﺘﻮﻧﮑﯽ
ﻏﻴﺮﺷﻔﺎﻫﻲ ﻣﻔﺎﻫﻴﻢ
ﻣﻮﺧﻪ /ﺍﻳﻜﻲ
ﻭﺭﮐﻮﻧﻪ
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ﺩﺍﻳﻜﻮ ﺍﺥ
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ﺩﻣﻮﺧﻰ ﺍﺥ
ﻫﺮ ﭘﻴﻐﺎﻡ ﺩ ﻣﻮﺧﻰ ﭘﻪ ﺍﻩ ﺩ ﻣﻌﻠﻮﻣﺎﺗﻮ ﻟﺮﻭﻧﻜﯥ ﺩﻩ ﭼﯥ ﭘﻪ ﺁﺳﺎﻧﻪ ﺗﻮﮔﻪ ﺣﻘﺎﻳﻖ ﺑﻴﺎﻧﻮﻯ ۰
ﺩﺍﻳﻜﻮ ﺍﺥ
ﻫﺮ ﭘﻴﻐﺎﻡ ﺩ ﻟﻴﺩﻭﻧﻜﯥ 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 ﺍﻳﻜﻮ ﺍﺥ ﺩ ﺍﻟﻔﺎﻇﻮ ﺩ ﻏ ، ﺩ ﺁﻫﻨﮓ ،ﺍﻭ ﻏﻴﺮ ﻟﻔﻈﻲ ﺍﺷﺎﺭﻭ ﭘﻪ ﻣﺮ ﺳﺘﻪ
ﻮﺩﻝ ﻛﻴﻯ ۰ﺩ ﭘﻴﻐﺎﻡ ﺍﺧﻴﺴﺘﻮﻧﻜﯥ ﺩ ﭘﻴﻐﺎﻡ ﺩﺩﻯ ﺍﺥ ﺳﺮﻩ ﻳﺮ ﺣﺴﺎﺱ ﻭﻯ ۰
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ﻪ ﻭﻝ ﺩ ﻫﻐﻪ ﺩ ﺧﺒﺮﻭ ﭘﻪ ﺭﻳﺘﻴﺎ ﺩ ﻫﻐﻪ ﺩ ﺧﺒﺮﻭ ﭘﻪ ﻭﺍﻧﺪﻯ 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 ﻏﻮﺍﻱ ﺧﺒﺮﻱ ﻭﻛﻱ ؟
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ﻠﻮﺭﺍﻭﺭﻳﺪﻭﻧﻜﻲ ﻏﻮﻭﻧﻪ
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ﻟﻪ ﻫﻐﻪ ﻧﻪ ﻭﺭﺳﺘﻪ ﺎﻏﻠﻲ ﺑﻴﺮﻭﻥ ﻮﻝ ﺑﻴﻼ ﺑﻴﻞ ﻮﻟﻨﻴﺰ ﻋﻜﺲ ﺍﻟﻌﻤﻠﻮﻧﻪ ﻳۍ ﺗﻮﭘﻴﺮ
ﻛﻩ ﭼﻲ ﺩ ﻫﻐﻪ ﻟﻪ ﻧﻈﺮﻩ ﺩﻏﻪ ﻋﻜﺲ ﺍﻟﻌﻤﻠﻮﻧﻪ ﻟﻪ ﻳﻮ ﺳﻠﺴﻠﻪ ﻣﺘﻘﺎﺑﻠﻮ ﺍﻋﻤﺎﻟﻮ ﺨﻪ
ﻋﺒﺎﺭﺕ ﺩﻩ ﭼﻲ ﭘﻪ ﻫﻐﻪ ﻳﯥ ﺩ ﻟﻮﺑﻮ ﻧﻮﻡ ﻛﻴﻮﺩ
ﺷﺨﺼﻴﺖ ﺩ ﺮﻧﮕﻮﺍﻟﻲ ﻣﻮﻝ )ﺩ ﻣﻮﺭﻭ ﭘﻼﺭ ﻛﭽﻪ –ﺩ ﻮﺍﻧﻲ ﻛﭽﻪ– ﺩ ﻛﻮﭼﻨﻲ
ﻭﺍﻟﻲ ﻛﭽﻪ (
ﺩ ﺑﺪﻟﻮﻥ ﻴﻧﻰ ﺩ ﺗﻴﻮﺭۍ ﭘﻪ ﻧﺴﺒﺖ ﭘﻪ ﻣﺠﻤﻮﻋﻰ ﺗﻮﮔﻪ ﺩ ﺷﺨﺼﻴﺖ ﺩﺭﯤ ﻛﭽﯥ
ﺷﺘﻪ ﭼﯥ ﻟﻪ ﺩﻏﻮ ﻛﭽﻮ ﺨﻪ ﻭﮔﻯ ﭘﻪ ﺩﻭﺍﻣﺪﺍﺭﻩ ﺗﻮﮔﻪ ﻛﺎﺭ ﺍﺧﻠﻰ ﭘﻪ ﺩﻯ ﻭﺭﺳﺘﻴﻮ
ﻛﯥ ﺩﻏﻪ ﻣﻮﻭﻟﻮﻧﻪ 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 ﻭﮔﻭ ﻛﯥ ﻳﻮ ﻭﻝ ﻧﺪﻩ ﺧﻮ ﺩ ﻭﮔﻯ ﭘﺮ ﻧﺴﺐ ﺍﻭ ﺩ ﻫﻐﻪ ﺩ ﺗﻴﺮﻭ ﻭ ﺗﺠﺎﺭﺑﻮ
ﭘﻪ ﺑﻨﺴ ﺗﻮﭘﻴﺮ ﻟﺮﻱ .
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ﺩﻣﺎﺷﻮﻣﺎﻧﻮ ﺩﻣﺎﺷﻮﻣﺎﻧﻮ
ﻛﭽﻪ ﻛﭽﻪ
ﻓﻌﺎﻟﻪ ﺍﻭﺭﻳﺪﻝ ﻧﻪ ﻳﻮﺍ.ﺯﻯ ﻣﻬﻤﻪ ﺩﻩ ﭼﯥ ﻪ ﺷﻰ ﻣﻮ ﺩﺭﻙ ﻛﻝ ) ﺩ ﻳﻮﻩ ﭘﻴﻐﺎﻡ ﻠﻮﺭ ﻯ
ﺧﻮﺍﻭﻯ (ﺑﻠﻜﯥ ﻟﻪ ﺩﯤ ﻧﻈﺮﻩ ﻫﻢ ﺍﺭﺯﺘﻨﺎﻛﻪ ﺩﻩ ﭼﯥ ﺮ ﻧﮕﻪ ﻣﻘﺎﺑﻞ ﻟﻮﺭﻯ ﺳﻯ ﺗﻪ
ﻭﺭﻭﻴﻰ ﭼﯥ ﺗﺎ ﺳﻮ ﻫﺮ ﻪ ﭼﯥ ﻫﻐﻪ ﻭﺍﻱ ﺩﺭﻙ ﻛﻱ .ﺩﻗﻴﻘﻪ ﺍﻭﺭﻳﺪﻧﻪ ﺳﺘﺎ ﺳﻮ ﺳﺮﻩ
ﻣﺮ ﺳﺘﻪ ﻛﻮﻯ ﭼﯥ ﺩ ﺑﺎﻭﺭ ﺍﻭ ﭘﻮ ﻫﻴﺪﻭ ﻓﻀﺎ ﻣﻨﺘﻪ ﺭﺍﻭﻯ ﭼﯥ ﺩﺍ ﺧﭙﻠﻪ ﺩ ﮔﻮﺭﻯ ﺍﻭ
ﻰ ﻣﻔﺎﻫﻤﻲ ﺍﻭ ﺍﻳﻜﻮ ﭘﻪ ﻫﻜﻠﻪ ﻳﻮ ﺑﻞ ﻻﺯﻣﻰ ﺷﺮﻁ ﮔڼﻞ ﻛﻴﻯ.
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ﺗﻌﺒﻴﺮ /ﺍﻭﺗﻔﺴﻴﺮﻛﻮﻧﻪ
ﻟﻨﻳﺰﻭﻝ
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ﺩﻓﻴﺪﺑﻚ ﻗﺎﻋﺪﻩ
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ﻳﻮﺍﺯﻱ ﻫﻐﻪ ﻭﺧﺖ ﻓﻴﺪ ﺑﻚ ﻭﺭﮐﻱ ﭼﻲ ﻣﻘﺎﺑﻞ ﻟﻮﺭﻯ ﻟﻪ ﺗﺎﺳﻲ ﻧﻪ ﻏﻮَﺘﻨﻪ ﻭﮐﻱ z
۰
ﺯﻳﺎﺭ ﻭﺑﺎﺳﻲ ﭼﻲ ﺩﺍﻣﻜﺎﻥ ﭘﻪ ﺻﻮﺭﺕ ﻛﯥ ﻳﺮ ﻟﻨ ﻓﻴﺪﺑﻚ ﻭﺭﻛﻯ ۰ z
ﻫﻪ ﻭﻛﻯ 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 ﻭﺍﻧﺪﻱ
ﻛﻯ ۰
ﺩﺍﺳﻲ ﻧﻪ ﭼﯥ ﻓﻴﺪ ﺑﻚ ﻣﺨﺎﻣﺦ ﻟﻮﺭﻱ ﺗﻪ ﺍﺭﺯﻭﻧﻲ ﻻﻧﺪﻱ ﻭﻧﻴﺴﻰ . ۰ z
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ﺩ ﭘﻮَﺘﻠﻮ ﺗﺨﻨﻴﻜﻮﻧﻪ
ﺩ ﻣﻔﺎ ﻫﻤﻰ ﺍﻭ ﺍﻳﻜﻮ ﺩ ﻻﺭﻮﻧﻲ ﭘﺍﻭ ﭘﻪ ﺩﻯ ﻣﻌﻨﻲ ﻧﻪ ﺩﻩ ﭼﯥ ﻳﻮ ﺳﻯ ﺩ ﺧﺒﺮﻭ ﺭ ﻳﻪ ﭘﻪ
ﻻﺱ ﻛﯥ ﻭﻟﺮﻯ ﺍﻭ ﻮﻟﻰ ﺧﺒﺮﻯ ﻭﻛۍ ۰ﺩﺩﻯ ﭘﻪ ﻋﻜﺲ ﻳﻮ ﻪ ﻣﻔﺎﻫﻤﻪ ﻛﻮ ﻭﻧﻜﯥ ﭘﻮ
ﻫﻴﻯ ﭼﯥ ﻪ ﺑﺎ ﻳﺪ ﻭﻭﺍﻳﯥ ،ﻪ ﻭﻝ ﻳﯥ ﻭﻭﺍﻳﯥ ،ﻪ ﻭﺧﺖ ﻳﯥ ﻭﻭﺍﻳﯥ ﺍﻭ ﻪ ﻭﺧﺖ ﻏﻠﻰ
ﻛﻴﻨﻲ ،ﻪ ﻭﺧﺖ ﭘﻮ ﺘﻨﻪ ﻭﻛﻯ ﺍﻭ ﻪ ﻭﻝ ﭘﻮ ﺘﻨﻲ ﻣﻄﺮ ﺡ ﻛﻯ
ﻻﻧﺪﻯ ﻜﯥ ﺩ ﻛﻠﻴﺪﻯ ﻓﻜﺘﻮﺭ ﺨﻪ ﺑﻠﻞ ﻛﻴﻱ .ﭼﯥ ﺗﺎﺳﻮ ﺑﻪ ﻭﺗﻮﺍﻧﻮﻯ ﺩ ﻣﻔﺎﻫﻤﻲ ﭘﺍﻭ ﭘﻪ
ﺩﻭﻩ ﺍﺧﻴﺰﻩ ﺍﻭ ﮔﻮﺭﻩ ﺗﻮﮔﻪ ﺗﻨﻈﻴﻢ ﺍﻭ ﺟﻮ ﻛﻯ .
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ﻻﻧﺪﻯ ﻜﯥ ﺩ ﻛﻠﻴﺪﻯ ﻓﻜﺘﻮﺭ ﺨﻪ ﺑﻠﻞ ﻛﻴﻱ .ﭼﯥ ﺗﺎﺳﻮ ﺑﻪ ﻭﺗﻮﺍﻧﻮﻯ ﺩ ﻣﻔﺎﻫﻤﻲ
ﭘﺍﻭ ﭘﻪ ﺩﻭﻩ ﺍﺧﻴﺰﻩ ﺍﻭ ﮔﻮﺭﻩ ﺗﻮﮔﻪ ﺗﻨﻈﻴﻢ ﺍﻭ ﺟﻮ ﻛﻯ .
ﻪ ﭘﻴﻞ z
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ﻭﯾﻞ
ﺍﻭﺭﯾﺪﻝ
ﻧﺸﺘﻪ .
ﺍﻭﺭﯾﺪﻝ .....
ﻣﻮﺍﻓﻘﻪ ﺍﻭﺳﯿﺪﻝ
ﻧﺸﺘﻪ .
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ﺑﺸﭙﻩ ﻳﻮﺍﻟﻰ
%۵۰ﻴﺮﻩ /ﺳﻴﻤﺎ،ﺍﺷﺎﺭﺍﺕ ،ﺟﺎﻣﻌﯽ ﺍﻭﺣﺮﮐﺎﺕ ﺩ ﺧﺒﺮﻭ
ﭘﻪ ﻭﺧﺖ ﻛﯥ
%۳۰ﺗﮑﻠﻢ ،ﺩﻏﻟﻮﺗﻴﺎ ﺍﻭ ﻴ ﻭﺍﻟﻲ
%۲۰ﺩﻣﻮﺿﻮﻉ ﺍﻭ ﮐﻠﻤﺎﺗﻮ ﻣﺤﺘﻮﺍ.
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ﺩﺍﺷﺎﺭﻱ ﮊﺑﻪ
• ﺩﻭﺳﺘﺎﻧﻪ ﻴﺮﻩ
• ﺩ ﺧﻮﻰ ﻮﺩﻝ
• ﺩ ﺳﺘﺮﮔﻮ ﺍﻳﻜﻮ ﻴﻨﮕﻮﻝ
• ﺍﻣﻨﻪ ﻴﺮﻩ
• ﺩ ﻭﺍﻦ ﭘﻪ ﭘﺎﻡ ﻛﻲ ﻧﻴﻮﻝ
• ﻏﻮ ﻧﯿﻮﻝ
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ﻣﺠﺴﻢ ﺟﻮﻭﻧﻮﻧﻪ ﻋﺒﺎﺭﺕ ﺩﻩ ﺩ ﻋﻜﺴﻮﻧﻮ ) ﺗﺼﺎ ﻭﻳﺮ ( ،ﻃﺮﺣﻰ ،ﺩ ﻳﺎ ﮔﺮﺍﻡ ﺗﺨﻨﻴﻚ
ﺟﻮﻭﻧﻰ ﺍﻭ ﺩ ﭘﻴﻐﺎﻡ ﺩ ﻫﺮ ﺍﺧﻴﺰﻩ ﻟﻴﺩﻭﻟﻮ ﺨﻪ ﻣﺠﺴﻢ ﺟﻮﻭﻧﻰ ﺩ ﻟﻴﺪﻧﻮ ) ﺑﺼﺮﻯ ( ﺩ
ﺑﺼﺮﻯ ﺗﺼﻮﺭﺍﺗﻮ ﻟﻪ ﻻﺭﻯ ﺩ ﻋﻴﻨﻰ ﺍﻭ ﺍﻧﺘﺰﺍﻋﻰ ﻧﻈﺮﻳﺎﺗﻮ ﮔﻮﺭ ﻟﻴﺩﻭﻝ ﻣﺠﺴﻢ ﺟﻮﻭﻧﻪ ﺩﻩ
) ﻳﺮ ﺷﻤﻴﺮ ﺗﺎﺭﻳﺨﻰ ﺑﻴﻠﮕﯥ ﺩ ﻧﻘﺎﺷﻰ ،ﺗﺼﻮﻳﺮﻯ ﻜﻮ ،ﻳﻮﻧﺎ ﻧﻰ ﻫﻨﺪﺳﻲ ﺑڼﻰ ﺍﻭ
ﺷﻜﻠﻮﻧﻪ ﺍﻭ ﺩﺍﺳﻲ ﻧﻮﺭ (
ﻣﺠﺴﻢ ﺟﻮﻭﻧﻰ ﭘﻪ ﺍﻭﺳﻨۍ ﻭﺧﺖ ﺯﻣﺎﻥ ﻛﯥ ﭘﻪ ﺑﻴﻼ ﺑﻴﻠﻮ ﺑﺮﺧﻮﻛﯥ ﻟﻜﻪ :ﺳﺎ ﻳﻨﺲ ،
ﺍﻋﻼﻧﺎﺗﻮ ﺍﻭ ﺍﺷﺘﻬﺎ ﺭﺍﺗﻮ ﺯﺩﻩ ﮔﻭ ﺍﻭ ﺭﻭﺯﻧﻰ ،ﺩ ﻣﻮﺿﻮﻋﺎﺗﻮ ﻭﺍﻧﺪﻯ ﻛﻮﻧﻰ ،ﻟﻴﺰﻯ
ﻏﻮﻧﻭ ﺍﻭ ﺩﺍﺳﻲ ﻧﻮﺭﻭﻛﯥ ﺩ ﭘﻴﺎﺩﻩ ﻛﻴﺪﻭ ﺍﻭ ﺗﻄﺒﻴﻖ
ﺳﺘﺮ ﻩ ﺯﻣﻴﻨﻪ ﺩﻩ .
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ﺍﺷﮑﺎﻝ ﺩﻳﺎﮔﺮﺍﻡ
ﻋﮑﺲ
ﻣﻮﻝ
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ﺩﺍ ﻭﻝ ﻧﻪ !
ﻳﺮ ﺯﻳﺎﺩ ﻣﺘﻦ
ﺩ ﻟﻮﺳﺘﻠﻮ ﺑﻪ ﻭﺧﺖ ﮐﯽ ﻋﯿﻨﮑﻮ ﺗﻪ ﺍﺗﻴﺎ
ﺩﻣﻮﺍﺩﻭ ﭘﻪ ﺟﻮﻭ 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 ﻛﻱ
ﻟﻪ ّﺑﻴﻼ ﺑﻴﻠﻮ ﻓﺎﺭﻣﺘﻮﻧﻮ ﺍﻭ ﺭﻧﻮﻧﻪ ﺨﻪ ﻛﺎﺭ ﺍﺧﻴﺴﺘﻨﻪ
ﭘﺮﺗﻪ ﻟﻪ ﺍﻏﻴﺰﯤ
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ﺩﺭﻳﻢ ﻓﺼﻞ
ﺩﺩﻓﺘﺮ ﺩﻣﺪﻳﺮﻳﺖ ﻣﻬﺎﺭﺗﻮﻧﻪ ﺩ ﻓﺘﺮ ﺩ ﺩﺍﺧﻠﻲ ﺗﻮﻛﻮ ﻭﺳﺎﻳﻠﻮ ﺳﺎﺯﻣﺎﻥ ﻭﺭﻛﻮﻧﻲ ﺍﻭ ﺩ ﺭﺳﻤﻲ ﺍﻭ
ﻣﻨﻄﻘﻲ ﺍﻳﻜﻮ ﺭﺍﻣﻨﺘﻪ 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 ﻣﻴﻨﻴﻱ
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ﺩﺩﻓﺘﺮﻣﺪﻳﺮﻳﺖ
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ﻏﻨﻩ
ﻏﻨﻩ ﻪ ﺗﻪ ﻭﻳﻞ ﻛﻴﻱ ؟
ﻏﻨﻩ ﺩﻣﻨﺠﻤﻨﺖ ﻟﻪ ﻟﺤﺎﻇﻪ ﻳﻮﺩﻭﻝ ﻮﻟﻨﻪ ﻳﺎ ﺭﺳﻤﻲ ﻧﺎﺳﺘﻰ ﺩﻩ ﭼﻰ ﺩﺍﺩﺍﺭﻱ ﻳﻮﺷﻤﻴﺮ
ﻛﺎﺭﻛﻮﻧﻜﻲ ﺩﻏﻨﻱ ﺩﺭﻳﺲ ﺩﻧﻈﺮ ﻻﻧﺪﻱ ﺳﺮﻩ ﺭﺍ ﻮﻟﻴﻱ .
ﭼﻪ ﭘﻪ ﻫﻐﻪ ﻛﻲ ﺩﻳﻮ ﻟ ﻣﺴﺎﻳﻠﻮ )ﺩﭼﺎﺭﻭ ﭘﺮ ﻣﺨﺘ ، ﺩﻣﺨﻮ ﻻﺳﺘﻪ ﺭﺍﻭﻧﻪ ﺍﻭ
ﺩﺳﺘﻮﻧﺰﻭ ﺩﺍﻭﺍﺭﻭﻟﻮ ﭘﻪ ﻫﻜﻠﻪ ﺧﺒﺮﻱ ﺍﻭ ﺍﺗﺮﻱ ﺳﺮﺗﻪ ﺭﺳﻴﻱ .ﺍﻭﺩﻫﻐﻮ ﺩﺭﺳﻴﺪﻟﻮ ﭘﻪ
ﺍﻭﻧﺪ ﺗﻮﺍﻓﻖ ﻛﻴﻱ .
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ﺍﻏﻴﺰﻣﻨﻲ ﻏﻮﻧﻱ
ﻳﯥ
ﺳﺮﻩﻳﯥ
ﺩﻭﺧﺖﺳﺮﻩ
ﺩﻭﺧﺖ ﻭﺿﻊ
ﻣﻘﺮﺭﺍﺕﻭﺿﻊ
•
ﻣﻮﺧﻪ
ﻱﻣﻮﺧﻪ
ﺩﻏﻮﻧﻱ ﻭﺧﺖ
ﻣﻨﺎﺳﺒﻪﺒﻪﻭﺧﺖ ﻛﻯ
ﺳﻢﭘﻴﻞ ﻛﻯ
ﭘﻴﻞ ﻛﻧﻰﺍﻭﺍﻭ
ﭘﻪﭘﻪﻛﻧﻰ ﻣﻘﺮﺭﺍﺕ
•
ۍ) )
ﮐﮐۍ
•
•
•
•
ﻧﻱ
ﺩﻏﻮﻧﻱ
ﺩﻏﻮ
ﻭﻟﻴﻜﻲ
ﺭﭘﻮﺭﻭﻟﻴﻜﻲ
ﺭﭘﻮﺭ
ﺑﺎﻳﺪ
ﻮﻙﺑﺎﻳﺪ
ﻮﻙ ﺍﻭﺍﻭﻳﺎﻳﺎﭼﺎﭼﺎﺗﻪﺗﻪ
ﻭﻱ ﺣﺎﺿﺮ
ﺣﺎﺿﺮ ﻭﻱ ﻭﺭﻛﻱ
ﺩﻧﺪﻩﻭﺭﻛﻱ ﺩﻧﺪﻩ
ﻭﻳﻠﻜﻲ
ﺟﻲ ﻭﻳﻠﻜﻲ ﺟﻲ
ﻧﻩﻟﻪﻟﻪ
•
ﻏﻮﻧﻩ
ﻏﻮ
ﺎﻥ
ﺧﭙﻞﺎﻥ ﺭﻭﺎﻧﻪﻧﻪ
•
•
ﺧﭙﻞ ﺭﻭﺎ
ﻛﻱ ﭼﻤﺘﻮ ﺳﺮﻩ ﻣﻮﺧﻮ
•
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ﺩ ﻣﻌﻠﻮﻣﺎﺗﻮ ﺗﺒﺎﺩﻟﻪ
ﺩﯾﻮﺍﻟﯽ ﭘﯿﺪﺍﻳﺖ
ﺑﺤﺜﻮﻧﻪ
ﺩ ﻧﻈﺮ ﺩﻳﻮﺍﻟﻲ ﻣﻨ ﺗﻪ ﺭﺍﺗﮓ
ﺩﭘﺮﻳﻜﻭ ﻧﻴﻮﻧﻪ
ﻳﺎ ﺩﻭﻧﻪ :ﻳﻮﺍﺯﻱ ﺩ ﻣﻌﻠﻮﻣﺎﺗﻮ ﻭﺭﻛﻩ ﺩﻏﻮﻧﻭ ﺩ ﺟﻮﻭﻟﻮ ﺩﻟﻴﻞ ﻧﺸﻲ !
ﻛﻴﺪﻟۍ
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ﺩ ﻏﻮﻧﻭ ﻣﺪﻳﺮﻳﺖ
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ﺩ ﺎﻥ ﺳﻤﺒﺎﻟﻮ ﻝ
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ﺁﻳﺎ ﺩ ﻳﻮﻩ
ْﯥ ﻛﺎﻝ ﺭﺍﺗﻠﻮﻧﻜ
ﹾ
ﹾﯥ ﺑﻪﭘﻪ ﺗﺮ ﻛ ﮐﻪ ﻭﻧﻪ ﺳﺎﺗﻞ ﺷﻲ
ﻫﻐﻪ ﺗﻪ ﺍﺗﻴﺎ ﻛﻮﻣﻪ ﺟﺪﻱ ﺳﺘﻮﻧﺰﻩ
ﭘﻴﺪﺍ ﺷﻲ ﺑﻪ ﻣﻨ ﺗﻪ ﺭﺍﻭﻱ ؟
د ﮐﻤﺒﯿﻮﺗﺮ ﺩ ﻣﺎﻧﯿﺘﻮﺭ ﻓﺎ ﺻﻠﻪ ﺳﺘﺎﺳﻮ ﻟﻪ ﺳﺘﺮﮔﻮ ﺳﺮﻩ ﺑﺎﻳﺪ ﻟﻪ۵۰ﺗﺮ ۶۰ﺳﺎﻧﺘﻲ ﻣﺘﺮﻩ ﭘﻮﺭﻱ ﻭﻯ ۰
ﺩﭘﻮ ﺍﻳﻮﻧﻮ ﺎﻯ ﻛﻢ ﺗﺮ ﻛﻤﻪ ۶۵ﺳﺎﻧﺘﻲ ﻣﺘﺮﻩ ﺟﮕﻮﺍﻟۍ ۵۸ﺳﺎﻧﺘﻲ ﻣﺘﺮﻩ ﺳﻮﺭ ﺍﻭ ۶۰ﺳﺎﻧﺘﻲ
ﻣﺘﺮﻩ ﮊﻭﺭﻭﺍﻟۍ ﻭﻟﺮﻱ
ﹾﯥ ﺩﻯ ﻭﻱ ۰
ﻮﻝ ﺩ ﺍﺗﻴﺎ ﻭ ﻟﻮﺍﺯﻡ ﺍﻭ ﺗﻮﻛﯥ ﭼﻲ ﻭﺭﺗﻪ ﺍ ﻳﺎﺳﺘۍ ﺳﺘﺎﺳﻮ ﭘﻪ ﻭﺍﻙ ﻛ •
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ﻫﻐﻪ ﻟﻮﺍﺯﻡ ﭼﻲ ﺩ ﻭﺭﻲ ﺍﻭ ﻫﻔﺘﻲ ﻟﭙﺎﺭﻩ ﭘﻜﺎﺭ ﻛﻴﻱ ﺻﺮﻑ ﻫﻐﻪ ﺍﺳﻨﺎﺩﭼﯽ ﻧﻦ ﻭﺭﻲ ﻟﺒﺎﺭﻩ ﺑﻪ ﮐﺎﺭ ﺩﯼ
ﺭﻭﮐﻮﮐﻮﻧﻪ
ﺩ ﻭﻭ ﺑﻜﺴﻮﻧﻮﭘﻪ ﻣﺮﺳﺘﻪ ﻳۍ ﻮ ﺑﺮﺧﻲ ﻛۍ ﻗﻠﻢ ﺩﺍﻧۍﺍﻭ ﺧﻼﺹ ﺩ ﻟﯿﮏ ﭘﺮﺍﻧﻴﺴﺘﻮﻧﻜۍ
ﺑﻪ ﻣﮑﺮﺭﻩ ﺗﻮﮔﻪ ﻳﻲ ﭼﻚ ﻛۍ ﭼﻲ ﻫﺮ ﺷﻲ ﭘﻪ ﺎﻱ ﻭﻱ ﻣﺨﮑﯽ ﺩﮐﺎﺭ ﻟﻪ ﭘﺎﻱ ﺗﻪ ﺭﺳﻮﻟﻮ ﺧﭙﻞ ﻣﻴﺰ ﭘﺎﻙ ﻛۍ
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ﺩ ﺩﻭﺳﯿﻪ ﺗﻟﻮ ﭘﻼﻥ ﺍﻭ ﺟﻮﻭﻧﻪ ﺩﻭﻩ ﻭﺍﺣﺪﻱ ﻗﺎﻋﺪﻱ ﻟﺮﻱ ﭼﻲ ﻭﺭﻴۍ ﻪ ﻭﻝ
ﻣﻜﺎﺗﻴﺐ ﺗﺮ ﺗﻴﺐ ﺍﻭ ﺩﻭﺳﻴﻪ ﺑﻨﺪﻱ ﺷﻲ ۰
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ﺳﻤﻪ ﺟﻮﻭﻧﻪ )ﺎﻧﮕﻱ ﮐﻠﻤﺎﺕ /ﺩ ﺩﻭﺳﻴﻪ ﺗﻟﻮ ﭘﻼﻥ /ﺩ ﺍﻟﻔﺒﺎ ﻳﺎ ﺍﻋﺪﺍﺩﻭ ﭘﻪ
ﺗﺮﺗﻴﺐ ﺳﺮﻩ (
ﺩﻭﺧﺖ ﺫﯾﺮﻣﻪ ﮐﻮﻧﻪ
ﺩﺭﯼ ﺳّﺒﺪﻩ ﺩﺍﺳﻨﺎﺩ ﻭﻟﭙﺎﺭﻩ ﭘﻪ ﻻﻧﺪﯼ ﻭﻝ ﭘﻪ ﻧﺎﻣﻪ ﻛﻯ 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
ﻛﻴﻜﺩۍ ﮐﻪ ﮐﻮﻡ ﺳﻨﺪ ﻟﻪ ﺩ ﺳﺒﺪ ﻧﻪ ﺍﺧﻠۍ ﭘﻪ ﻫﻐﻪ ﺻﻮﺭﺕ ﻛﻲ ﻓﻌﺎﻟﻴﺖ ﺗﻪ ﭘﻴﻞ
ﻛﻮۍ ﻭﺍﺭﺩﻩ ﺍﺳﻨﺎﺩ ﻧﻈﺮ ﭘﻪ ﻣﻮﺿﻮ ﻉ ﺍﻭ ﻟﻤﻱ ﺗﻮﺏ ﻭﺎ ﻛۍ ۰
Eingehend
وارده اﺳﻨﺎد
اﺳﻨﺎد
ﻫﻐﻪ ﺍﺳﻨﺎﺩ ﭼﯽ ﻏﻮﺍۍ ﭘﺮﻱ ﮐﺎﺭ ﻭﮐۍ ﺍﻭ ﻳﺎ ﻫﻢ ﻛﺎﺭﺗﻪ ﺩﻭﺍﻡ ﻭﺭ ﻛۍ ﺩ ﻛﺎﺭ ﭘﻪ
ﺳﺒﺪ ﻛﻲ ﻛﻴ ﺩٰﻯ ﻜﻪ ﺗﺮ ﺍﻭﺳﻪ ﺗﻮﺍﻧﻴﺪﻟﻲ ﻧﻴﺎﺳﺖ ﭼﻲ ﺑﺸﭙ ﻳﯥ ﻛۍ ۰
Laufendes
دﻛﺎر ﻻﻧﺪي اﺳﻨﺎد
ﭘﺎﻣﻠﺮﻧﻪ :ﻟﻪ ﺩ ﻱ ﺳﺒﺪ ﻧﻪ ﻫﻐﻪ ﻛﺎﺭﻭﻧﻪ ﭼﻲ ﻏﻮﺍۍ ﺷﺎﺗﻪ ﻭﻏﻮﺭﺯﻭٰﻯ ﺍﻭ ﻭﻨﻭﻝ
ﺷﻲ ﻛﺎﺭ ﻣﻪ ﺍﺧﻠۍ ﺎﻥ ﺍﻩ ﻛﻯ 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 ﻭﺭﻲ
اﺳﻨﺎ
Ausgehend
ﺻﺎدره د ﻮﻠﻪ ﺧﺎﻟﻲ ﻛۍ ۰
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ﹾﯥ ﺩ ﻫﻮﺳﺎﻳﻨﻲ
ﻫﻪ ﻭﻛۍ ﻟﻨ ﻩ ﺍﻭ ﺭﺍﻮﻟﻪ ﻟﻴﻜﻨﻪ ﻭﻛۍ ﺳﺘﺎﺳﻮ ﭘﻪ ﺩﻯ ﮐﺎﺭ ﺩ ﻣﻄﻠﺐ ﺍﺧﻴﺴﺘﻮﻧﻜ •
ﺍﺣﺴﺎﺱ ﻛﻮﻱ ..
ﻓﻮﺭﺁﻮﺍﺏ ﻭﺭﻛۍ :ﻟﻨ ﺍﻭ ﻣﺨﺘﺼﺮ ﻮﺍﺏ ﻭﺭﻛۍ ﺍﻭ ﻣﺮﺑﻮﻃﻪ ﺳﻨﺪ ﺑﺎﻧﺪﻱ ﺍﻣﻀﺎ ﺍﻭ ﻧﻴﻲ ﻫﻢ •
ﻭﻟﻴﻜۍ ﻫﻴﺮﻣﻮﻧﺸﻲ ﺩ ﺳﻨﺪ ﺍﺻﻞ ﻣﻘﺎﺑﻞ ﻟﻮﺭ ﺗﻪ ﺍﻭ ﮐﺎﭘﻲ ﺳﺘﺎﺳﻮ ﺳﺮﻩ ﭘﺎﺗﻲ ﻛﻴﻱ .۰
ﺧﭙﻞ ﻣﮑﺎﺗﯿﺐ ﻟﻪ ﻟﻨ ﻭ ﭘﺘﻨﻮ ﺍﻭﻮﺍﺑﻮﻧﻮ ﺳﺮﻩ ﺟﻮ ﻛۍ .ﻟﮑﻪ ﻣﺨﺘﺼﺮﯼ ﻓﻮﺭﻣﯽ ﭼﯽ ﺩ ﻮﺍﺏ ﭘﻪ •
ﺧﺎﻃﺮ ﭘﻪ ﻣﺨﺘﺼﺮ ﻭﻝ ﺟﻮﻳٰٰﻱ ﺍﻭﺩ ﻮﺍﺏ ﺩ )ﻫﻮ( ﺍﻭ ) ﻧﻪ( ﭘﻪ ﻣﻮﻧﺪﻟﻮ ﺳﺮﻩ ﻳﻮﺍﻲ ﻟﻪ ﺗﺸﻮ ﺧﺎﻧﻮ ﻧﻪ
ﻛﺎﺭ ﺍﺧﻴﺴﺘﻞ ﻛﻴﻱ 0
•
ﻟﻨ ﻣﮑﺎﺗﯿﺐ :ﺩﻟﻨ ﺍﻭ ﻣﻨﻞ ﺷﻮﻳﻮ ﻟﻴﻜﻮﻧﻮ ﻟﭙﺎﺭﻩ ﻟﻪ ﻧﻤﻮﻧﻮ ﻧﻪ ﻛﺎﺭ ﻭﺍﺧﻠۍ.
• ﺍﻧﻔﺮﺍﺩﻱ ﻣﮑﺎﺗﯿﺐ :ﻣﺨﮑﯽ ﺩ ﻣﻜﺘﻮﺏ ﻟﻪ ﺟﻮﻭﻟﻮ ﻧﻪ ﺯﻳﺎﺭ ﻭﺑﺎﺳۍ ﻣﻬﻢ ﺍﻭ ﻋﻤﺪﻩ
ﻣﺴﺎﻳﻞ ﻳﺎﺩﺍﺷﺖ ﻛٰۍ ،ﻭﻳﯥ ﻴۍ 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 ﻭﺭﻛۍ
Ausgehend
ﺧﺮوﺟﻲ
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ﺗﻞ ﺧﭙﻞ ﺍﺳﻨﺎﺩ ﺍﻭ ﻣﺪﺍﺭﻙ ﺩ ﺎﻧﮕﻳﻮ ،ﻣﺎﺭﻛﻮﻧﻮ ﭘﻪ ﻣﺮﺳﺘﻪ ﻧﻪ ﻛۍ 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 ﺍﺗﻴﺎ 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 ﺍﺗﻴﺎ ﻟﺮۍ ﺑﺎﻳﺪ ﺳﺘﺎﺳﻮ ﭘﻪ ﻻﺱ ﮐﯽ •
ﻭﻱ ﺗﺎﺳﯽ ﮐﻮﻻﯼ ﺷۍ ﭘﻪ ﺭﻭﻙ ﻳﺎ ﺍﻟﻤﺎﺭۍ ﻛﻲ ﺎﻱ ﭘﺮ ﺎﻱ ﻛۍ ۰
ﻫﻐﻪ ﺍﺳﻨﺎﺩ ﺍﻭ ﺩﻭﺳﯽ ﭼﯽ ﺍﺗﻴﺎ ﻭﺭﺗﻪ ﻧﻠﺮۍ ﻛﻮﻻﻱ ﺷۍ ﺩﻭﺭﻨﻲ ﺍﺗﻴﺎ ﻭ •
ْﯥ ﺎﻱ ﭘﺮ ﺎﻱ ﻛۍ ۰
ﺍﺳﻨﺎﺩﻭ ﺷﺎﺗﻪ ﻳ
ﻫﻐﻪ ﺍﺳﻨﺎﺩ ﭼﯽ ﺑﻪ ﺍﻭﺩ ﻣﻬﺎﻟﻪ ﻭﺧﺖ ﻛﯥ ﻧﻪ ﭘﻪ ﻛﺎﺭ ﻛﻴﻱ ﻳﻮﻱ ﺍﻟﻤﺎﺭۍ ﻛﯥ ﭼﻲ •
ﻗﻔﻞ ﻭﻟﺮﻱ ﻭﺳﺎﺗۍ ﺍﻭﻳﺎ ﻫﻢ ﻟﻪ ﺩﻓﺘﺮﻩ ﺑﻴﺮﻭﻥ ﻳﯥ ﻭﺳﺎﺗۍ ۰
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ﻳﺎﺩﺩﺍﺷﺘﻮﻧﻪ ﺍﻭ ﺍﻭﺭﺍﻕ
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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 ﻛۍ.
ﺧﭙﻞ ﺎﻥ ﺍﻩ ﻛۍ 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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ﺩﺳﺮﺗﻪ ﺭﺳﻮﻧﻮ ﻛﺎﺭﻭﻧﻮ ﻟﺴﺖ ﻣﻮ ﭼﻚ ﻛۍ ﺍﻭﺩ ﻳﻮﻱ ﺭﺍﺗﻠﻮﻧﻜﯥ ﻛﺎﺭﻱ ﻭﺭﻲ ﭘﻪ ﺧﺎﻃﺮﻳﯥ
ﺍﺭﺯﻳﺎﭘﻲ ﻛۍ ﻫﻐﻪ ﻭﻝ ﭼﻲ ﺧﭙﻞ ﻛﺎﺭﻭﻧﻪ ﺩ ﻟﻤﻱ ﺗﻮﺏ ﭘﻪ ﺑﻨﺴ ﺟﻮ ﺍﻭ ﺳﺮﺗﻪ
ﻭﺭﺳﻮۍ ۰
ﻫﻐﻪ ﺍﺳﻨﺎﺩ ﺍﻭ ﻣﺪﺍﺭﻙ ﭼﻲ ﻧﻮﺭ ﻭﺭﺗﻪ ﺍﺗﻴﺎ ﻧﻠﺮۍ ﺁﺭﺷﻴﻒ ﯦﻲ ﻛۍ ﺍﻭ ﻳﺎ ﻫﻢ ﻟﻪ ﻣﻨﻪ ﻳﻮ
ﺳۍ ۰
ﻫﻐﻪ ﻛﺎﺭﻭﻧﻪ ﭼﻲ ﺩ ﻭﺭﻲ ﭘﻪ ﺍﻭﺩﻭ ﻛﻲ ﺳﺘﺎ ﺳﻮ ﭘﺮ ﻣﻴﺰ ﻛﻮ ﺍﻭ ﺍﻧﺒﺎﺭ ﺷﻮﻱ ﺩﻱ ﻳﻮ ﻭﺍﺭ
ﻣﺮﻭﺭ ﺍﻭ ﻟﻪ ﻧﻈﺮﻩ ﺗﻴﺮ ﻛۍ ۰
ﻛﻪ ﻟﻪ ﻛﺎﺭﻯ ﻮ ﻭﺭﻮ ﻧﻪ ﻭﺭﺳﺘﻪ ﻭﻟﻴﺪﻝ ﺷﻰ ﭼﻲ ﻮﻛﺎﺭﻩ ﺳﺘﺎﺳﻮ ﭘﺮ ﻣﻴﺰ ﺍﻧﺒﺎﺭ ﺷﻮﻱ
ﺩﻱ ﭘﻪ ﻫﻐﻪ ﺻﻮﺭﺕ ﻛﻲ ﺗﻢ ﺷۍ ﺩﺍﺗﻴﺎ ﻭ ﻭﺧﺖ ﻣﻮﻫﻐﻪ ﺗﻪ ﻭﺎﻛۍ ﺍﻭ ﻮﻝ ﺷﻴﺎﻥ ﻟﻪ
ﺳﺮﻩ ﭘﺎﻙ ﺍﻭ ﻣﻨﻈﻢ ﻛۍ ۰
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ﺑﺮﻴﻨﺎ ﻟﻴﻚ ﻣﻮ ﭘﻪ ﻳﻮ ﺎﻛﻠﻲ ﺍﻭ ﻣﻌﻴﻦ ﻭﺧﺖ ﺩﻳﻮﻯ ﻭﺭﯥ ﭘﻪ ﺗﺮ ﻛﻲ ﺟﻮ ﺍﻭ ﺗﺮ
ﺗﻴﺐ ﻛۍ ۰
ﺧﭙﻞ ﺭﺍﻏﻠﻲ ﭘﻴﻐﺎﻣﻮﻧﻪ ﻳﺎ ﻟﻪ ﻣﻨ ﻳﻮﺳۍ ﺍﻭ ﻳﺎ ﻫﻢ ﭘﻪ ﻧﻮﻡ ﺍﻳﻮﺩﻝ ﺷﻮﻳﻮ ﺑﻜﺴﻮﻧﻮ ﻛﻲ ﻭﺳﺎﺗۍ۰
ﻫﻐﻪ ﻣﻌﻠﻮﻣﺎﺗﻲ ﺍﺳﻨﺎﺩ ﭼﻲ ﺩ ﻮ ﺭﺍﺗﻠﻮﻧﻜﻮ ﻭﺭﻮ ﭘﻪ ﺗﺮ ﻛﯥ ﻭﺭﺗﻪ ﺍﺗﻴﺎ ﻟﺮۍ ﭘﻪ ﻳﻮﻩ ﺑﻜﺲ ﻛﻲ
ﻣﻮﻗﺘﻲ ﺎﻱ ﭘﻪ ﺎﻱ ﻛۍ ﺍﻭ ﺩ ۵ﻭﺭﻮ ﻟﻪ ﺗﻴﺮﻳﺪ ﻭ ﻭﺭﺳﺘﻪ ﻳﯥ ﻟﻪ ﻣﻨﻪ ﻳﻮ ﺳۍ ۰
ﺎﻛﻞ ﺷﻮﻱ ﭘﺴﺘﻲ ﻟﺴﺘﻮﻧﻪ ﺎﻥ ﺗﻪ ﻣﻨ ﺗﻪ ﺭﺍﻭۍ – 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 ﺭﻭﺎﻧﻪ ﻛۍ ﭼﻲ ﻟﻪ ﻛﻮﻣﻲ ﭘﺎڼﻲ
ﻧﻪ ﭼﯥ ﻣﻮ ﻟﻴﺩﻭﻟﯥ ﺩﻩ ﻛﺎﻓﻲ ﺍﻭ ﺍﺭﺯﺘﻨﺎﻛﻪ ﻣﻌﻠﻮﻣﺎﺕ ﻻﺳﺘﻪ ﺭﺍﻭﻱ ۰
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ﺩﻏﻮﻧﻭ ﺩ ﻧﻴﻲ
ﺎﻛﻞ ﻟﻪ ﻣﻌﻴﻨﻮ ﺩﻏﻮﻧﻭ ﺭﺍﻮﻟﻮﻝ ﺍﻭ ﻟﻪ ﻳﺮ ﻭﺧﺖ ﻧﻴﻮﻧﻜﻮ
ﻏﻭ ﺳﺮﻩ ﺩ ﻏﻮﻧﻭ ﻣﺤﺘﻮﺍ ﻏﻭ ﺳﺮﻩ ﺩ ﻫﻐﻮﻱ ﭘﻪ
ﺧﭙﻞ ﺩﻓﺘﺮ ﻛﻲ
ﺩﻣﻮﺧﻲ ،ﻣﻮﺿﻮﻉ ﻣﻼﻗﺎﺕ ﻭﻛۍ
ﺍﻭﺩﻣﻼﻗﺎﺕ ﺩﻭﺧﺖ
ﺎﻛﻞ
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ﻼ :ﺧﻮﺷﺤﺎﻟﻪ ﻳﻢ ﭼﻲ ﻳﻮ ﺳﺎﻋﺖ
ﺩﻏﻮﻧﺪﻱ ﭘﻴﻞ ﻛﻲ ﺩﻏﻮﻧﻱ ﺩ ﭘﺎﻯ ﻭﺧﺖ ﻫﻢ ﺍﻋﻼﻥ ﻛۍ ) ﻣﺜ ﹰ •
ﻧﻮﻳﻮﻣﻮﺿﻮﻉ ﺍﻭ ﺩ ﻏﻮﻧﻱ ﺩ ﺍﺟﻨﺪﺍ ﻧﻪ ﺑﻬﺮﺑﺤﺚ ﺍﻭ ﺧﺒﺮﻱ ﻣﻜﻮۍ ﺍﻭ ﺑﻬﺮ ﻟﻪ ﺍﺟﻨﺪﺍ ﻧﻪ ﭘﻮﺘﻨﻮ ﺗﻪ •
ﻫﻢ ﻮﺍﺏ ﻣﻪ ﻭﺭﻛﻮۍ ﺍﻭ ﻛﻪ ﺟﻴﺮﻱ ﺍﺗﻴﺎ ﻭﻩ ﺩ ﻳﻮﻱ ﻧﻮﻱ ﻏﻮﻧﺪﻱ ﺟﻮﻳﺪﻭ ﺗﻪ ﭼﻲ ﻧﻮﻱ ﻣﺴﺎﻳﻞ ﭘﻪ
ﻛﻲ ﻭﻴﻝ ﺷﻲ ﺗﻮﺍﻓﻖ ﻭﻛۍ ﺗﺮ ﻮ ﺩﺍ ﻧﻮﻱ ﻣﻮﺿﻮﻉ ﻫﻢ ﺣﻞ ﺷﻲ ۰
ﺩﻏﻮﻧﻱ 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 ﻭﻛۍ :ﭘﻪ ﻳﺮﻱ ﺩﺭﻧﺎﻭۍ ﺳﺮﻩ ﻣﻨﻨﻪ ﻭﻛۍ ﺍﻭ ﭘﻪ ﻳﺮﻱ ﻣﻴﻨﻲ ﺳﺮﻩ ﻭﻥ ﻛﻮﻧﻜﻮ ﺗﻪ ﺩ ﻏﻮﻧﻱ ﺩ •
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ﺩﺭﺳﺘﻲ •
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ﺩﻓﺮﻫﻨﮓ ﺗﻌﺮﻳﻒ:
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ﺩﻪ ﭘﻮﻫﻴﺪ ﻭ ﺍﻭ ﺍﻳﻜﻮ ﭘﻪ ﺍﻭﻧﺪ ﺩ ﺑﻴﻼ ﺑﻴﻠﻮ ﻓﺮﻫﻨﻮﻧﻮ ﺩﺭﻟﻮﺩ ﻧﻜﻮ ﻏﻭ ﺳﺮﻩ
ﺷﭙ ﻣﻬﻢ ﻜﻲ ﭘﻪ ﭘﺎﻡ ﻛﻲ ﻭﻧﻴﺴۍ :
ﺩ ﻋﺎﻣﻴﺎﻧﻪ ﮊﺑﻲ ﺍﻭ ﺍﺻﻄﻼﺣﺎﺗﻮ ﻟﻪ ﻛﺎﺭ ﺍﺧﻴﺴﺘﻨﻲ ﻧﻪ ﻩ ﻩ ﻭﻛۍ ۰ •
ﺩ ﺑﻞ ﻟﻮﺭﻱ ﺍﻭ ﺧﭙﻞ ﺎﻥ ﺣﺮﺍﻛﺎﺗﻮ ﺍﻭ ﺳﻜﻨﺎﺗﻮ ﺗﻪ ﺩﻳﺮﻩ ﭘﺎﻣﻠﺮﻧﻪ ﻭﻟﺮۍ . •
ﺩﺍﻣﻜﺎﻥ ﭘﻪ ﺻﻮﺭﺕ ﻛﻲ ﻣﻬﻢ ﻜﯥ ﺩ ﺳﺘﺮﻭﻛﻮ ﻣﻮﺯﻭﻧﻮ ﺍﻭ ﻣﻨﺎ ﺳﺒﻮ ﺣﺮ ﻛﺎﺗﻮ ﭘﻪ •
ﻣﺮﺳﺘﻪ ﺍﺩﺍ ﻛۍ .
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ﺍﻣﻜﺎﻥ ﻟﺮﻱ ﺳﺘﺎﺳﻮ ﺩ ﻣﻜﺎﺗﻴﺒﻮ ﺍﻭ ﺍﺳﻨﺎﺩﻭ ﻟﻮﺳﺘﻮﻧﻜﻲ ﺩ ﭘﻮﻫﻲ ﺍﻭ ﺁﺎﻫۍ ﭘﻪ •
ﺑﻴﻼ ﺑﻴﻠﻮ ﻛﭽﻮ ﻛﯥ ﺎﻯ ﻭﻟﺮﻯ ۰
ﻭﻱ ﻣﻌﻤﻮﻵ ﺩﺩﻧﺪﻱ ﭘﻪ ﻭﺧﺖ ﻛﯥ ﻟﻨ ﻯ ﻟﻴﻜﻨﻲ ﺍﻭ ﺭﭘﻮﺭ ﻟﻮﻟﯥ •
ﻣﻤﮑﻦ ﺩﻩ ﺳﺘﺎﺳﻮ ﺍﺳﻨﺎﺩ ﺍﻭ ﻣﻜﺎﺗﻴﺐ ﺑﻴﻼ ﺑﻴﻠﻮ ﻭﻭ ﻻﺳﺘﻪ ﻭﺭﺷﻲ ﭼﻲ ﭘﻪ •
ﺭﺍﺗﻠﻮﻧﻜﯥ ﻛﯥ
ﺩﻗﺎﻧﻮﻧﻲ ﺳﻨﺪ ﭘﻪ ﺣﻴﺚ ﻭﺭﻨﻲ ﻛﺎﺭ ﻭﺍﺧﻠﻲ ﺍﻭ ﮔﻪ ﻭﺭﻨﻲ ﭘﻮﺭﺗﻪ ﻛﻱ۰ •
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ﺑﺎﻳﺪ ﻟﻴﻜﻞ ﺷﻮﻱ ﻣﺘﻨﻮﻧﻪ ﺗﺮ ﺗﻴﺐ ﺍﻭ ﺟﻮ ﻛﻯ ﺍﻭ ﻳﻮ ﻞ ﺑﻴﺎ ﻫﻐﻪ ﺗﻪ ﺑڼﻪ ﻭﺭﻛۍ z
ﺑﺎﻳﺪ ﺧﭙﻞ ﺩ ﺩﻓﺘﺮ ﻣﻨﻞ ﺷﻮﻯ ﻓﺎﺭﻣﻮﻧﻪ ﺍﻭ ﻣﻜﺘﻮﺑﻮﻧﻪ ﻭﺎﻛﯥ ۰ z
ﺩﻣﻜﺎﺗﻴﺒﻮ ﻣﺨﻜﯥ ﻟﻴﻜﻨﻲ ﺟﻮ ﻱ ﺍﻭ ﺑﻴﺎ ﻳﯥ ﺗﺼﺤﻴﺢ ﻛۍ ۰ z
ﺩ ﺍﻣﻜﺎﻥ ﺗﺮ ﺣﺪﻩ ﺧﭙﻞ ﺍﺳﻨﺎﺩ ﺩ ﺍﺟﺰﺍﻭ ﭘﻪ ﺗﺮﺗﻴﺐ ﺟﻮ ﻛﻯ ۰ z
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ﭘﻪ ﺑﻨﺴﻴﺰﻩ ﺍﻭ ﻋﻤﺪﻩ ﻣﺴﺎﻳﻠﻮ ﺗﻤﺮ ﻛﺰ ﻭﻛۍ ﺍﻭ ﻟﻪ ﮔﻮﻲ ﺗﻠﻠﻮ ﻧﻪ ﻩ ﻭﻛۍ . z
ﻟﻪ ﺭﻭﺎﻧﻪ ﺍﻓﻌﺎﻟﻮ ﻧﻪ ﻛﺎﺭ ﻭﺍﺧﻠۍ ﻧﻪ ﻟﻪ ﻨﮕﻮ ﺍﻭ ﭘﻴﭽﻠﻮ ﺍﻓﻌﺎﻟﻮ ﻧﻪ. z
ﺧﭙﻞ ﺍﺳﻨﺎﺩ ﻣﻮ ﭘﻪ ﺩﻭﺍﻣﺪﺍﺭﻩ ﺗﻮﮔﻪ ﺟﻮ ﺍﻭ ﻣﻨﻈﻢ ﻛۍ . z
ﺧﭙﻞ ﻣﻜﺎﺗﻴﺐ ﻣﻮ ﺩ ﮊﺑﭙﻮﻫﻨﻲ ،ﻧﻲ ﺍﻳﻮﻧﻮ ،ﺍﻭ ﺍﻣﻼﻱ ﻏﻠﻄﻲ ﮔﺎﻧﻮ ﻟﻪ ﻧﻈﺮﻩ z
ﺗﺼﺤﻴﺢ ﻛۍ .
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ﺩﺭﭘﻮ ﻟﻴﻜﻨﻪ
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ﺩﺭﺍﭘﻮ ﻟﻴﻜﻨﻪ
ﺭﺍﭘﻮ ﻟﻴﻜﻨﻪ ﺩ ﺎﺭﻟﻮ ﻳﻮﻩ ﺑﺮﺧﻪ ﺩﻩ ﺍﻭ ﺎﺭﻝ ﺩ ﭘﺮﻭﮊﻱ ﻟﻪ ﻣﻬﻤﻮ ﺎﻧﮕﻮ ﻧﻪ ﺷﻤﻴﺮﻝ
ﻛﻴﻱ ﻜﻪ ﻧﻮ ﺩ ﻳﻮﻱ ﭘﺮﻭﮊﻱ ﻟﻪ ﺑﻬﻴﺮ ﻧﻪ ﻟﻴﺪ ﻧﻪ ﻭﻛﻮﻯ.
ﺩﭘﺮﻭﮊﻱ ﺩ ﺑﻬﻴﺮ ﭘﻪ ﻫﻜﻠﻪ ﺑﺎﻳﺪ ﻟﻪ ﭘﺮﻳﻜﻭ ﻧﻴﻮﻧﻜﻮ ﻏﻭ ﺍﻭ ﺩ ﭘﺮﻭﮊﻱ ﻟﻪ ﺑﺮﺧﻪ ﻟﺮﻭﻧﻜﻮ
ﺳﺮﻩ ﺧﺒﺮﻱ ﻭﺷﻲ ﭼﻲ ﭘﻪ ﻫﻤﺪﻱ ﻣﻠﺤﻮﻅ ﺭﭘﻮ ﻟﻴﻜﻞ ﻛﻴﻱ .
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ﺭﺍﭘﻮ ﻟﻴﻜﻨﻪ
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ﺭﺍﭘﻮ ﻟﻴﻜﻨﻪ
ﺩ ﺭﺍﭘﻮ ﻃﺮﺣﻪ
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ﺭﭘﻮ ﻟﻴﻜﻞ
ﺩ ﺭﭘﻮ ﺟﻮﺖ
zﺩ ﺭﭘﻮ ﺳﺮ ﻟﻴﻚ
zﺩﻟﻴﻜﻮﻧﻜﯥ ﺑﺸﭙ ﻧﻮﻡ ﻟﻪ ﻛﺎﺭﻱ ﻣﻮﻗﻒ ﺳﺮﻩ
zﺩ ﺭﭘﻮ ﻣﻮﺿﻮﻉ
zﻋﻤﺪﻩ ﺍﻭ ﺍﺳﺎﺳﻲ ﻜﻲ
zﭘﺮﺍﺧﺘﻴﺎﻭﻱ
zﭘﺮﻣﺨﺘﮓ )ﺩ ﮐﺎﺭ ﺑﻬﻴﺮ (
zﺳﭙﺎ ﺭﺘﻨﻲ
zﺗﻟﻲ ) ﺿﻤﺎﻳﻢ ﻳﺎ ﭘﻴﻮﺳﺖ (
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ﻋﺎﻣﻪ ﺍﻳﻜﻲ
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ﺩﺩﻭﻟﺘﻲ ﺍﻭ ﻏﻴﺮﻱ ﺩﻭﻟﺘﻲ ﺍﺩﺍﺭﻭ ﭘﻪ ﻛﭽﯥ ﻋﺎﻣﻪ ﺍﻳﻜﯥ )ﺩ ﭘﻮﻫﻨﺘﻮﻧﻮﻧﻮ ، z
ﻮﻭﻧﻴﻮ ،ﺭﻭﻏﺘﻮﻧﻮﻧﻮ ،ﺩﻮﻟﻨﻴﻮﺯﺑﺸﺮﻱ ﺧﺪ ﻣﺘﻮﻧﻮ ﭘﻪ ﺷﻤﻮﻝ ۰
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ﺩ ﻗﺮﺍﺭﺩﺍﺩ ﻋﻨﺎﺻﺮﺍﻭﺧﻮﺍﻭﻱ
ﻣﺨﺎﻣﺦ ﻟﻮﺭﻱ ﺗﺮ ﻣﻨ ﺩ ﻻﺱ ﻟﻴﻚ ﭘﻪ ﺧﺎﻃﺮ ﺍﺭﺍﺩﻩ /ﺍﻭ ﻋﺰﻡ ﻧﻴﺖ ﻟﺮﻝ ۰ z
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ﺩ ﻗﺮﺍﺭﺩﺍﺩ ﺍﺟﺰﺍﻭﻱ
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ﺩ ﻗﺮﺍﺭﺩﺍﺩ ﺷﺮﻃﻮﻧﻪ
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ﻣﺸﺮﻯ )ﺭﻫﺒﺮﯼ(
ﻠﻮﺭﻡ ﻓﺼﻞ
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رﻳﺎﺳﺖ ﺗﺮﺑﻴﻪ واﻧﮑﺸﺎف ﺧﺪﻣﺎت ﻣﻠﮑﯽ
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ﻣﺸﺮ ﺍﻭ ﻣﺸﺮۍ ﺍﺻﻄﻼﺡ ﺩ ﺑﻴﻼ ﺑﻴﻠﻮ ﮊﺑﻮ ﭘﻪ ﻓﺮﻫﻨﮓ ﻛﯥ ﭘﻪ ﻣﺘﻔﺎﻭﺗﻪ ﺗﻮﮔﻪ ﭘﻪ
ﻛﺎﺭﻭﻝ ﻛﻴﻯ ۰
ﺩ ﺍﻧﮕﻠﻴﺴﻰ ﭘﻪ ﮊﺑﻪ ﻛﯥ ﻫﻐﻪ ﺗﻪ ﻟﻴﺭ ) (Leaderﺍﻭ ﻟﻴﺭ 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 ﻭﺍﻧﺪﻱ ﻛﻴﻯ
ﺭﻫﺒﺮ ،ﺭﻫﺒﺮﻱ ،ﻣﺪﻳﺮ ،ﻣﺪﻳﺮﻳﺖ ،ﺭﻳﺲ ،ﺭﻳﺎﺳﺖ ،ﻣﺴﻮﻝ ﺍﻭ ﻣﺴﻮﻟﻴﻦ ﺍﻭﺩﺍﺳﻲ
ﻧﻮﺭ ﺩﺍ ﻮﻝ ﺍﻟﻘﺎﺏ ﻫﻐﻪ ﭼﺎﺗﻪ ﻭﺭﻛﻮﻝ ﻛﻴﻱ ﭼﯥ ﺩ ﺗﺸﻜﻴﻼﺗﻲ ﻫﺮﻡ ﭘﻪ ﺳﺮ ﻛﯥ ﺎﻱ
ﻟﺮﻱ ﺍﻭ ﺩﻳﻮﺉ ﻟﻲ ﭘﻪ ﻟﻤﺉ ﺳﺮﻛﯥ ﻭﺉ ﺩ ﻟﻮ ﺍﺩﺍﺭﻭ ﺩ ﻣﺸﺮۍ ﻣﺴﻮﻟﻴﺖ ﭘﻪ ﻏﺎﻩ
ﻭﻟﺮﻱ .ﭘﻪ ﻛﺎﺭﻭﻝ ﻛﻴﻱ .
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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 ﮔﻭ ﻣﻮﺧﻮ ﺩ ﭘﻴﺎﺩﻩ ﻛﻴﺪﻭ ﻟﭙﺎﺭﻩ ﻳﻲ ﻳﻮ
ﻟﻮﺭﺗﻪ ﺭﻫﻨﻤﺎﻳﻲ ﻛﻱ .
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ﻣﺸﺮﻱ ﻛﻮﻻﻱ ﺷﻲ ﺭﺳﻤﻲ ﺍﺥ ﻭﻟﺮﻱ ﻟﻜﻪ –ﻣﺸﺮﻱ ﭘﻪ ﺍﻛﺜﺮﻩ ﻟﻮ ﺍﻭ ﻧﻬﺎﺩﻭﻧﻮ ﺍﻭ ﻣﻌﺎ
ﻣﻠﻮ ﻛﯥ ﺍﻭ ﻫﻢ ﻛﻮﻻﻱ ﺷﻲ ﻏﻴﺮ ﺭﺳﻤﻲ ﺩﻭﺳﺘﺎﻧﻪ ﺍﺥ ﻭﻟﺮﻱ ۰
ﻣﺸﺮﻱ ﻛﻴﺪﺍﻱ ﺷﻲ ﺩﻳﻮ ﻣﺸﺮ ﻳﺎ ﻣﺸﺮﺍﻧﻮ ﺩ ﻟﻲ ﻟﻪ ﺧﻮﺍ ﺳﺮﺗﻪ ﻭﺭﺳﻴﻯ
ﺍﻣﺎ ﭘﻪ ﻫﻐﻪ ﺻﻮﺭﺕ ﻛﻲ ﭼﻲ ﭘﻴﺮﻭﺍﻥ ﻟﻪ ﺍﻧﺪﺍﺯﻱ ﻭﺗﻠﻲ ﺩﺭﻧﺎﻭۍ ﺍﻭ ﺍﺣﺘﺮﺍﻡ ﻳﻌﻨﻲ ﭘﻪ
ﻋﻨﻌﻮﻱ ﻭﻝ ﺧﭙﻞ ﻣﺸﺮ ﺍﻭ ﻻﺭﻮﺩ ﺗﻪ ﻭﻟﺮﻱ ﻣﻄﺎ ﺑﻘﺖ ﻛﻮﻱ ۰
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ﺩ ﺍﺳﻼﻡ ﺩ ﻣﻘﺪﺱ ﺩﻳﻦ ﻟﻪ ﻧﻈﺮﻩ ﺩ ﻣﺸﺮۍ ﭘﻪ ﺍﻭﻧﺪ 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 ﻛﻴﻯ ﭼﯥ ﻮﻝ ﻣﺴﻠﻤﺎﻧﺎﻥ ﭘﻪ ﻳﻮ ﻭﻝ
ﻧﻪ ﭘﻪ ﻳﻮ ﻭﻝ ﺳﺮﻩ ﭘﻪ ﺭﺳﻤﻰ ﻳﺎ ﺷﺨﺼﻰ ﭼﺎﺭﻭ ﻛﯥ ﺩ ﻣﺸﺮ ﻳﺎ ﻟﻴﺭ ﻭﻧﻩ ﭘﻪ ﻏﺎﻩ
ﻟﺮﻯ .
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ﻣﺪﯾﺮﯾﺖ ﺍ ﻭ ﻣﺸﺮﻯ
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ﺩﻳﻮﻩ ﻣﺪ ﻳﺮ ﻭﻧﻩ
ﺩﭼﺎﺭﻭ ﺳﻤﺒﺎﻟﻮﻝ ﻟﻜﻪ ﺍﺳﻨﺎﺩ ﺍﻭ ﻣﺪﺍﺭﻙ ،ﺩ ﭘﺮﻭﮊﻭ ﺍﺣﺼﺎﺋﯽ )ﺷﻤﻴﺮ(،ﺳﺮ z
ﭼﻴﻨﻲ ،ﻭﺧﺖ .......
ﭘﻼﻥ ﺍ ﻭ ﺑﻮﺩﺟﻪ ﺟﻮﻭﻝ z
ﺩﻏﻭ ﭘﻜﺎﺭ ﺍﭼﻮﻝ z
ﺟﻮﻭﻧﻪ،ﻳﻮﺍﻟﻰ ﺍ ﻭ ﺩﺩﻧﺪﻭ ﻭﺭﻛﻩ z
ﭘﺮﺍﺧﺘﻴﺎﺍ ﻭ ﻭﺩﻩ z
ﭘﻪ ﭼﺎﺭﻭ ﺭﺍﻮﻟﻴﺪﻝ ﺍﻭ ﺩ ﺳﺘﻮﻧﺰﻭ ﺍﻭﺍﺭﻭﻝ z
ﺎﺭﻝ ،ﺧﺒﺮﻭﻝ ،ﺍﻭ ﺭﺍﭘﻮ ﻭﺭﻛﻮﻧﻪ z
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ﺍﺳﺎﺳﺂ ﺩﻳﻮﻩ ﻣﺪﻳﺮ ﺭﻫﺒﺮﻱ ﺍﻩ 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 ﻭﻧﻯ ﺍﻭ ﺩ ﻛﺎﺭﻛﻮﻧﻜﻮ ﻭﻧﻯ ﭘﻪ ﻧﺴﺒﺖ ﺩﻩ .
ﺩ ﻣﺸﺮۍ ﺩ ﻻﺭﻱ ﺩﺭﺳﺘﻪ ﺍﻭ ﺳﻤﻪ ﭘﻪ ﻛﺎﺭ ﻭﻧﻪ ﺍﻭ ﺎﻛﻨﻪ ﭼﯥ ﺩ ﺑﻬﺮﻧۍ ﺍﻧﮕﻴﺰﻯ ﺳﺮﻩ
ﻧﻴﻮﻝ ﻛﻴﻯ ﻛﻴﺪﺍﻱ ﺷﻰ ﺩ ﺍﺩﺍﺭﻯ ﺩ ﻣﻮﺧﻮ ﻻﺳﺘﻪ ﺭﺍﻭﻧﻮ ﺳﺮﻩ ﭘﻴ ﺷﻰ .ﺩﻳﻮﻩ
ﻣﺪﻳﺮ ﺩ ﻧﺎ ﺑﺮﺍﺑﺮﻯ ﺍﻭ ﻧﺎ ﻫﻤﺎﻫﻨﮕﻰ ﺍﻧﮕﻴﺰﻭ ﭘﻪ ﺩﺭﻟﻮﺩﻟﻮ ﺳﺮﻩ ﺩﺍﺩﺍﺭﻯ ﻣﻮﺧﻰ ﻟﻪ
ﺳﺘﻮﻧﺰﻭ ﺳﺮﻩ ﻣﺨﺎﻣﺦ ﻛﻴﻯ .ﺍﻭ ﻣﻤﻜﻨﻪ ﺩﻩ ﻛﺎﺭ ﻛﻮﻧﻜﻰ ﺩ ﺧﻮﺍ ﺑﺪۍ ،ﺑﻰ
ﻋﻼﻗﮕۍ ﺍﻭ ﻧﺎ ﺭﺍﺿﺎ ﻳﺘﻰ ﺍﺣﺴﺎﺱ ﻭﻛﻯ.
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ﺩﻣﺪﯾﺮﯾﺖ ﻻﺭﻯ
ﺍﻧﺴﺎﻥ ﻏﻮﺘﻨﻲ
ﺳﺎﺯﻣﺎﻥ ﻏﻮﺘﻨﻲ
ﺧﭙﻠﻮﺍﻙ ﺁﻣﺮﺍﻧﻪ
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ﺁﻣﺮﺍﻧﻪ ﻃﺮﻳﻘﻰ
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ﭘﺮﻳﻜﻯ ﮊﺭ ﺗﺮ ﮊﺭﻩ ﻧﻴﻮﻝ ﻛﻴﻯ ﻜﻪ ﺩ ﭘﺮﻳﻜﻭ 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 ﻛﻴﻯ ﺩﺍﺿﻄﺮﺍﺭﻯ ﺍﻭ
ﺳﺘﺮﺍﺗﻴﮋﻳﻜﻮ ﭘﺮﻳﻜﻭ ﭘﻪ ﻧﻴﻮﻧﻮ ﻛﯥ ﺩﻏﻪ ﻃﺮﻳﻘﻪ ﻣﻨﺎﺳﺒﻪ ﺍﻭ ﻪ ﺩﻩ .ﭘﻪ ﺁﻣﺮﺍﻧﻪ
ﻛﻧﻼﺭﻯ ﻛﯥ ﺣﺎﻛﻤﻴﺖ ﻋﺎﻡ ﺗﺎﻡ ﭘﻪ ﻻﺱ ﻻﻧﺪﻯ ﻭﮔﻭ ﺑﺎﻧﺪﻯ ﺣﺎﻛﻤﻪ ﻭﻯ .
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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 ﺍﻳﻜﯥ ﺩ ﻣﺸﺮ ﺍﻭ ﻻﺱ ﻻﻧﺪﻭ ﻛﺎﺭ
ﻛﻮﻧﻜﻮ ﺗﺮ ﻣﻨﻪ ﭘﻪ ﻮﻟﻮ ﭼﺎﺭﻭ ﻛﯥ ﻴﻨﮕﯥ ﻭﻯ
ﺩ ﻣﺸﺮۍ ﭘﻪ ﺩﻯ ﺳﺒﻚ ﻛﯥ ﭘﺮﻳﻜﻯ ﻧﻴﻮﻧﻰ ﭘﻪ ﺑﺸﭙﻩ ﺗﻮﻛﻪ ﮔﻭﻧﻴﺰﻯ ﻭﻯ ،ﺭﺳﻤﻲ
ﺍﻭ ﻏﻴﺮﻯ ﺭﺳﻤﻲ ﺍﺩﺍﺭﻯ ﺗﻘﺮﻳﭙﺂ ﻳﻮ ﺑﻞ ﺳﺮﻩ ﻳﻮ ﺎﻯ ﻛﻴﻯ ،ﭘﻪ ﺩﻯ ﺍﺳﺎﺱ ﻮﻝ
ﻮﺍﻙ ﺩ ﻳﻮﻯ ﻭﺍﺣﺪﻯ ﻣﻮﺧﻰ ﺩ ﭘﻴﺎﺩﻩ ﻛﻴﺪﻭ ﻟﭙﺎﺭﻩ ﭘﻪ ﻛﺎﺭ ﻭﻝ ﻛﻴﻯ .ﺍﻳﻜﯥ ﭘﻪ
ﻋﻤﻮﺩﻯ ﺗﻮﮔﻪ ﻣﻮﺟﻮﺩﻯ ﻭﻯ ﺍﻭ ﺩ ﭘﺮﻳﻜﻭ ﻧﻴﻮﻧﻮ ﻮﺍﻙ ﭘﻪ ﭘﺮﺍﺧﻪ ﭘﻴﻤﺎﻧﻪ ﭘﻪ ﻮﻟﻰ
ﺍﺩﺍﺭﻯ ﻛﯥ ﻫﻮﺍﺭﻳﻯ ﺩ ﻛﻨﺮﻭﻝ ﺍﻭ ﺎﺭﻧﻰ ﭘﻪ ﭘﺍﻭ ﻛﯥ ﺩﺍﺩﺍﺭﻯ ﻮﻟﻲ ﻛﭽﯥ ﮔﻭﻥ
ﻛﻮﻯ ﭘﻪ ﺩﻯ ﻃﺮﻳﻘﻰ ﻛﯥ ﻣﺸﺮ ﺧﭙﻞ ﺩ ﻛﺎﺭ ﻛﻮﻧﻜﻮ ﺩ ﭘﻮﻫﻰ ﺩ ﺳﻄﺢ ﺩ ﻟﻮﻭﺍﻟﻲ ﺍﻭ ﺩ
ﻫﻐﻮﻯ ﺩ ﻮﻟﻨﻴﺰﻭ ﺍﻭ ﺣﻘﻮﻗﻰ ﺍﺭﺯﺘﻮﻧﻮ ﻏﻮﺘﻮﻧﻜﯥ ﻭﻯ .
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ﻣﺸﺮ ﻳﺎ ﺭﻫﺒﺮ ﺧﭙﻞ ﻛﺎﺭ ﻛﻮﻧﻜﯥ ﺗﻭﻥ ﺍﻭ ﺗﻌﻬﺪ ﺗﻪ ﺭﺍﺑﻮﻟﻲ ،ﻟﻪ ﺩﻯ ﭼﯥ ﺩ ﭘﺮﻳﻜﻭ
ﻧﻴﻮﻧﻮ ﭘﻪ ﻭﺧﺖ ﻛﯥ ﻟﻪ ﻛﺎﺭ ﻛﻮﻧﻜﻮ ﺳﺮﻩ ﺻﻼﺡ ﺍﻭ ﻣﺸﻮﺭﻩ ﻛﻴﻯ ﻧﻮ ﻛﺎﺭ ﻛﻮﻧﻜﯥ
ﺳﺨﺖ ﻋﻼﻗﻤﻨﺪ ﻭﻯ ﺗﺮ ﻮ ﭘﻮﺭﻯ ﺩﻏﻪ ﭘﺮﻳﻜﻯ ﻭﻧﻴﻮﻝ ﺷﻰ ﺍﻭ ﺩ ﺳﺮﺗﻪ ﺭﺳﻮﻧﻮ ﻣﺮ
ﺣﻠﻲ ﺗﻪ ﻭﺭﺳﻴﻯ ﭘﻴﺎﺩﻩ ﺷﻰ ،ﺩ ﻣﺸﺮۍ ﭘﻪ ﺩﻯ ﻃﺮﻳﻘﻰ ﻛﯥ ﺩ ﻛﺎﺭ ﻛﻮﻧﻜﻮ ﻟﻪ
ﺍﺳﺘﻌﺪﺍﺩ ﺍﻭ ﺗﻮﺍﻧﺎﻳﻲ ﺨﻪ ﻛﺎﺭ ﺍﺧﻴﺴﺘﻞ ﻛﻴﻯ ﺍﻭ ﭘﺮﻳﻜﻭ ﻧﻴﻮﻧﻮ ﻛﯥ ﻳﺮﻩ ﻭﻧﻩ
ﻻﺱ ﻻﻧﺪﻭ ﻛﺎﺭ ﻛﻮﻧﻜﻮ ﺗﻪ ﺳﭙﺎﺭﻝ ﻛﻴﻯ ،ﻻﺱ ﻻﻧﺪﻯ ﻛﺎﺭ ﻛﻮﻧﻜﯥ ﻳﺮ ﻫﻮﻝ ﻛﻴﻯ
) ﺗﺸﻮﻳﻖ ( ﺩ ﻫﻐﻮ ﺭﻭﺣﻴﻪ ﻟﻮﻩ ﯥ ﻟﻪ ﺩﻧﺪﻭ ﺳﺮﻩ ﺩ ﻫﻐﻮ ﻣﻴﻨﻪ ﺍﻭ ﻣﺤﺒﺖ ﻭﺭ ﭘﻪ ﻭﺭ
ﺯﻳﺎﺗﻴﻯ ﭼﯥ ﭘﻪ ﭘﺎﻳﻠﻪ ﻛﯥ ﻳﺮﻯ ﻰ ﺍﻧﺴﺎﻧﻰ ﺍﻳﻜﯥ ﺭﺍﻣﻨﺘﻪ ﻛﻴﻯ .
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ﭘﻪ ﺩﻯ ﻃﺮﻳﻘﻰ ﻛﯥ ﻣﺸﺮ ﺩ ﭘﻼﺭ ﻏﻮﻧﺪﻯ ﻋﻤﻞ ﺍﺯ ﻛﻩ ﻭﻩ ﻟﻪ ﻛﺎﺭ ﻛﻮﻧﻜﻮ ﺳﺮﻩ ﻣﺨﺘﻪ
ﻭﻯ ﺍﻭ ﺩ ﻳﻮ ﭘﻼﺭ ﭘﻪ ﺳﻴﺮ ﻭﻧﻩ ﻟﻮﭘﻮﻯ ﺍﻭ ﻻﺱ ﻻﻧﺪﻭ ﻛﺎﺭ ﻛﻮﻧﻜﻮ ﺳﺘﻮﻧﺰﻭ ﺗﻪ ﻳﺮﻩ
ﭘﺎﻣﻠﺮﻧﻪ ﻛﻮﻯ ﺍﻭ ﺩ ﻫﻐﻮﻯ ﺳﺘﻮﻧﺰﻭ ﺩ ﺍﻭﺍﺭﻭﻟﻮ ﻟﭙﺎﺭﻩ ﻫﻪ ﻛﻮﻯ ،ﻣﺸﺮ ﺍﻭ ﻻﺱ ﻻﻧﺪﻯ
ﻛﺎﺭ ﻛﻮ ﻧﻜﯥ ﻳﻮ ﺗﻪ ﻳﺮ ﺩﺭ ﻧﺎﻭۍ ﺍﻭ ﺍﺣﺘﺮﺍﻡ ﻛﻮﻯ ﻭﻟﻲ ﺁﻣﺮﺍﻧﻪ ﺍﻳﻜﯥ 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 ﭘﺮﻳﻜﻯ ﺩ ﻣﺸﺮ ﭘﻪ
ﻏﺎﻩ 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 ﻏﻭ ﺩ ﻧﻨﮕﻴﻭﻧﻮ ﻟﭙﺎﺭﻩ
ﻛﺎﺭ ﺍﺧﻴﺴﺘﻞ ﻛﻴﻯ .ﺩ ﻣﺸﺮ ﺍﻭ ﻻﺱ ﻻﻧﺪﻭ ﻛﺎﺭ ﻛﻮﻭﻧﻜﻮ ﺗﺮ ﻣﻨ ﺍﻳﻜﯥ ﺩ ﺯﻩ
ﺳﻮﻱ ) ﺗﺮﺣﻢ( ﺍﻭ ﺍﺭ ﭘﻪ ﻣﺰﻭ ﺗﻟﻲ ﺩﻯ .ﮔﺮ ﻪ ﻏﻴﺮ ﺭﺳﻤﻰ ﺍﺩﺍﺭﻯ ﺟﻮﻳﻯ ﺍﻣﺎ ﺩ
ﺍﺩﺍﺭﻯ ﺩ ﺭﺳﻤﻰ ﻣﻮﺧﻮ ﭘﻪ ﺑﺮﺍﺑﺮ ﻛﯥ ﻟﻪ ﺧﭙﻞ ﺎﻥ ﻣﻘﺎﻭﻣﺖ ﻧﻪ ﻲ .
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ﭘﻪ ﻫﻐﻪ ﺻﻮﺭﺕ ﻛﯥ ﭼﯥ ﺩ ﻣﺘﻘﺎﺑﻞ ﻟﻮﺭﻯ ﻣﺸﺮ ﺍﻭ ﻻﺱ ﻻﻧﺪﻯ ﻏﻯ 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 ﻏﻭ 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 ﻏﻯ ﺳﻮ
ﺍﺳﺘﻔﺎﺩﻩ ﻭﻛﻯ
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ﺩﻏﻪ ﻃﺮﻳﻘﻪ ﺩ ﻣﺸﺮ ﻭﻧﻩ ﺍﻭ ﻧﻘﺶ ﻛﻢ ﺭﻧﮕﻪ ﻭﺭﻲ ﻫﻐﻪ ﻭﻝ ﭼﯥ ﺩ ﻻﺱ ﻻﻧﺪﻭ ﻏﻭ
ﭘﻪ ﻣﻨ ﻛﯥ ﻗﺪﺭ ﻣﻨﺰﻟﺖ ﻟﻪ ﻻﺳﻪ ﻭﺭﻛﻮﻯ
ﭘﻪ ﺩﻏﺴﻰ ﻛﻧﻼﺭﻯ ﻛﯥ ﺩ ﻻﺱ ﻻﻧﺪﻭ ﻏﻭ ﻓﻌﺎﻟﻴﺘﻮﻧﻪ ﻛﻤﺰﻭﺭﻯ ﻛﻴﻯ ،ﻜﻪ ﻣﺸﺮ
ﭘﺮ ﺍﻭﺿﺎﻉ ﺑﺸﭙﻩ ﻛﻨﺮﻭﻝ ﻧﻠﺮﻯ ﻧﻮ ﭘﻪ ﺩﻯ ﺍﺳﺎﺱ ﺧﭙﻞ ﻣﻬﺎﺭﺕ ﻧﺸﻰ ﻛﻮﻻﻱ ﻻﺱ
ﻻﻧﺪﻭ ﻏﻭﺗﻪ ﺩ ﻻﺭﻮﻧﻰ ﺍﻭ ﻫﺪﺍﻳﺖ ﻟﻴﺎﺭﻯ ﻭﻟﻴﺩﻭﻯ
ﺩﻏﻪ ﻛﻧﻼﺭﻩ ﺍﻭ ﻃﺮﻳﻘﻪ .ﺩ ﻫﻐﻮ ﻻﺱ ﻻﻧﺪﻭ ﻏﻭ 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 ﻛﻴﻯ ﻳﻌﻨﻰ ﻫﺮ ﻳﻮ ﺑﻪ ﭘﻪ ﺧﭙﻞ ﺳﺮ ﻛﺎﺭ ﻛﻮﻯ
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ﭘﻪ ﭘﺎﻳﻠﻪ ﻛﯥ ﻭﻳﻠۍ ﺷﻮ ﭼﯥ ﺩ ﻣﺸﺮۍ ﻟﭙﺎﺭﻩ ﻛﻮﻣﻪ ﺎ ﻧﮕﻯ ﺍﻭ ﺧﺎﺻﻪ ﻻﺭﻩ ﺍﻭ ﻃﺮﻳﻘﻪ
ﻧﺸﺘﻪ ﭼﯥ ﻣﺸﺮﺍﻥ ﻫﻐﻪ ﭘﻪ ﺧﭙﻞ ﻭﺭﻴﻨﻰ ﻓﻌﺎﻟﻴﺘﻮﻧﻮ ﻛﯥ ﭘﻪ ﻛﺎﺭ ﻭﺍﭼﻮﻯ ﺍﻭ ﻳﺎ ﻫﻢ ﺩ
ﻣﺸﺮﻯ ﭘﻪ ﻮﻝ ﻭﺧﺖ ﻭﺭﻨﻲ ﻛﺎﺭ ﻭﺍﺧﻠﻲ ﺑﻠﻜﻪ ﺩ ﻣﺸﺮۍ ﻃﺮﻳﻘﻲ ﻧﻈﺮ ﭘﻪ ﻭﺿﻴﻌﺖ ،
ﺷﺮﺍﻳﻄﻮ ،ﺍﻭ ﻏﻭ 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 ّﻧﻯ ﻣﻮﺩﻯ ﻟﭙﺎﺭﻩ ﻟﻪ ﺁﻣﺮﺍﻧﻪ ﻛﻧﻼﺭﻯ 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 ﻟﻮﻱ ﺗﻌﻬﺪ ﺩﺭﻟﻮﺩﻧﻜۍ ﺷﻪ ﻣﺸﺮ
ﻛﻮﻻﻯ ﺷﻰ ﺩ ﮔﻭﻧﻴﺰﻯ ) ﻣﺸﺎﺭﻛﺘﻰ ( ﻃﺮﻳﻘﻰ ﻧﻪ ﻛﺎﺭ ﻭﺍﺧﻠﻲ
ﻭﺭﺳﺘﻪ ﻛﯥ ﭼﯥ ﺩﺍ ﻣﻮﺿﻮﻉ ﻪ ﭘﻪ ﺍﺻﺒﺎﺕ ﻭﺭﺳﻴﺪﻩ ﻳﻌﻨﻰ ﺩ ﻛﺎﺭ ﻛﻮﻧﻜﯥ ﻣﻬﺎﺭﺕ ،
ﺗﺠﺮﺑﻪ ،ﺍﻭ ﭘﻮﻫﻪ ﭘﻪ ﺑﺸﭙﻩ ﺗﻮ ﮔﻪ ﺭﻭﺎﻧﻪ ﺷﻮﻩ ﻧﻮ ﻛﻴﺪﺍﻯ ﺷﻰ ﻣﺸﺮ ﺩ ﺧﭙﻠﻮﺍﻛﯥ )
ﺁﺯﺍﺩﻯ ( ﻃﺮﻳﻘﻰ ﻧﻪ ﻛﺎﺭ ﻭﺍﺧﻠﻲ
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C -Aufgaben
ﺝ ﺩﻧﺪﻯ ﺍﻟﻒ ﺩﻧﺪﻯ A -
ﻭﺳﭙﺎﺭﻝ ﺷﻲ
Delegieren ﭼﯥ ﺑﺎﻳﺪ ﭘﻪ ﺑﻴﻧﻲ ﺗﻮﮔﻪ ﺳﺮ ﺗﻪ
ﺑﻴﻧﻰ ﻭﺭﺳﻴﻯ
ﻣﻬﻢ
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ﺩ ﺷﺨﺼﯿﺖ ﺀ ﻫﻨﺪﺍﺭﻩ
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ﺮﮔﻨﺪﻩ ،ﺎﻧﮕﻪ:
ﺮﮔﻨﺪﻩ ﺀ ﺎﻧﮕﻪ ﺩﺩﻱ ﻣﻮﺍﺭﺩﻭ ﻭﺭﻮﻧﻜﻲ ﺩﻩ ﺀ ﭼﻲ ﻮﻙ ﺎﻥ ﭘﻪ ﻫﻜﻠﻪ ﭘﻮﻫﻴﻱ ﺀ
ﺍﻭ ﻧﻮﺭ ﻫﻢ ﺩﻫﻐﻪ ﭘﻪ ﻫﻜﻠﻪ ﭘﻮ ﻩ ﻭﻱ .ﺩﻏﻪ ﻣﻮﺍﺭﺩ ﻛﻮﻻﻯ ﺷﻲ ﺍﺣﺴﺎﺳﺎﺕ ،ﻋﻼﻳﻖ،
ﺍﻭ ﭘﻪ ﺭﺘﻨﻲ ﺗﻮﮔﻪ ﻛﻧﻪ ﺍﻭ ﻋﺎﺩﺕ ﻭﺭﻭﻲ .ﺩﺑﻴﻠﮕﻲ ﭘﻪ ﺗﻮﮔﻪ ﭘﻪ ﻳﻮﻩ ﻭﺯﺍﺭﺕ ﺧﺎﻧﻪ
ﻛﯥ ﻳﻮ ﻛﺎﺭ ﻛﻮﻧﻜۍ ﺳﮕﺮﺕ ﻜﻮﻱ ﺍﻭ ﻧﻮﺭ ﻫﻤﻜﺎﺭﺍﻥ ﻫﻢ ﭘﺮﻱ ﭘﻮﻫﻴﻱ ۰
ﻛﻠﻪ ﭼﻲ ﻳﻮﺷﺨﺺ ﺩ ﻟﻮﻣﻱ ﻞ ﻟﭙﺎﺭﻩ ﻣﻼﻗﺎﺕ ﻛﻮﻩ ﺩ ﺷﺨﺺ ﺮﮔﻨﺪﻩ ﺎﻧﮕﻪ
ﺗﻟﻲ 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 ﻏﻱ ﺗﻪ ﻣﻌﻠﻮﻣﻪ ﺩﻩ ﺍﻭ ﻫﻢ ﻧﻮﺭ ﺗﻪ .
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ﭘﻪ ﺀﺎﻧﮕﻪ:
ﻟﻪ ﺩﻱ ﺳﺎﺣﻲ ﻧﻪ ﻣﻮﺧﻪ ﺀ ﻫﻐﻪ ﻣﻮﺍﺭﺩ ﺩﻱ ﭼﻲ ﺧﭙﻠﻪ ﻏﻱ ﺗﻪ ﺮﮔﻨﺪﻩ ﻭﻱ ۰ﻭﻟﻲ
ﻧﻮﺭ ﻛﺴﺎﻧﻮ ﭘﺮﻱ ﻧﻪ ﭘﻮﻫﻴٰﻱ ﺩﺍ ﻫﻐﻪ ﻛﻧﯥ ﺩﻱ ﭼﻲ ﻳﻮ ﻏۍ ﻣﻤﻜﻨﻪ ﭘﻪ ﺧﺎﺹ
ﻣﻮﺍﺭﺩﻭ ﻛﯥ ﻟﻪ ﺎﻧﻪ ﻭﺭﻭ ﻲ ﻧﻪ ﺩﻧﺪﻱ ﭘﻪ ﻭﺧﺖ ﻛﯥ ۰ﺩﺳﺎﺭﻱ ﭘﻪ ﺗﻮﻪ ﻳﻮ ﻏۍ ﭘﻪ
ﭘﻪ ﻛﯥ ﻟﻪ ﻛﻮﭼﻨﻴﺎﻧﻮ ﺳﺮﻩ ﭘﻪ ﻏﺼﻲ ﺍﻭ ﻏﻀﺐ ﺳﺮﻩ ﺎﻥ ﻣﺨﺎﻣﺦ ﻛﻮﻱ ﻣﻮ ﻛﻮﻻ ﻯ
ﺷﻮ ﺩﻏﻪ ﺎﻧﮕﻪ ﻟﻪ ﻧﻮﺭﻭ ﺳﺮﻩ ﭘﻪ ﺟﺮﻳﺎﻥ ﭘﺮﻳﺩﻭ ﺍﻟﺒﺘﻪ ﺩ ﭘﻲ ﺳﺎﺣﻲ ﭘﻪ ﻣﻮﺭﺩ ﻛﯥ
ﺧﭙﻞ ﺷﺨﺼﻴﺖ ﺗﻪ ﻣﻮ ﻛﻤﺖ ﻭﺭﻛۍ ﻭﻱ ﺩﻏﻪ ﭘﺮﻭﺳﻪ ﺩ ﺍﻇﻬﺎﺭ ﺧﻮﺩﻱ ﻳﺎ ﺧﭙﻞ ﺩ
ﺷﺨﺼﻴﺖ ﺑﻴﺎﻧﻮﻝ ﺩﻱ ﭼﻲ ﺩﺍ ﭘﺮﻭﺳﻪ ﭘﻪ ﻛﺎﺭﻱ ﭼﺎﭘﻴرﻳﺎﻝ ﻛﯥ ﺩﺑﺎﻭﺭ ﻭ ﺮﻲ.
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دﻧﺪﻩ
ﻣﺪﯾﺮﯾﺖ ﺩ ﻣﺮ ﺧﻴﻳﻮ ) ﺳﻤﺎ ﺭﻭﻕ( ﻮﻟﻮﻟﻮ ﭘﺮ ﺑﻨﺴ:
ﭘﻪ ﺩﻯ ﻭﻝ ﻣﺪﻳﺮﻳﺖ ﻛﯥ ﻫﺮ ﻏۍ ﻟﻜﻪ ﻣﺮ ﺧﻴﻱ
ﻏﻮﻧﺪﻯ ﭘﻪ ﺧﻪ ﻛﯥ ﺑﻨﺪ ﻭﻯ ﻛﻠﻪ ﭼﯥ ﺑﻞ ﻮﻙ
ﻭﻏﻮﺍﻯ ﻫﻐﻪ ﺑﻬﺮ ﻭﻛﺎ ﻯ ،ﺩ ﻣﺮ ﺧﻴﻯ ﺳﺮ ﻟﻪ ﺗﻨﻪ
ﺟﻼ ﻛﻴﻯ
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“ ﭘﻪ ﺩﻯ ﻭﻝ ﻣﺪﻳﺮﻳﺖ ﻛﯥ ،ﻣﺪﻳﺮ ﺩ ﻮﻟﻮ ﭘﺮ ﺳﺮ ﻟﻜﻪ ﭼﻮﺭﻟﻜﻪ ﺍﻟﻮﺯﯤ ﺍﻭ ﭘﻪ ﺗﺪﺭﻳﺠﻲ ﻭﻝ ﻛﺘﻪ
ﺭﺍﻰ ﻳﺮﻯ ﺩﻭﻯ ﺍﻭ ﺧﺎ ﻭﺭﻯ ﭘﻮﺭﺗﻪ ﻛﻮﯤ ﺑﻴﺎ ﻠﯥ ﭘﻪ ﭼﻜﻪ ﺗﻮﮔﻪ ﻟﻮ ﻭﺍﻟﯥ ﻧﻴﺴﯥ
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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 ﻏﻭ ﺗﻪ ﺮﮔﻨﺪﻩ ﻭﻯ
ﺩﻣﺎﻣﻮﺭﻳﺖ ﺷﺮﺣﻪ ﺑﺎﻳﺪ ﺩﻯ ﺩﻏﻮ ﺎﻧﮕ ﺗﻴﺎﻭ ﺩﺭﻟﻮﺩﻧﻜﯥ ﻭﻯ ۰
zﺭﻭﺎﻧﺘﻴﺎ ﺍﻭ ﻭﺿﺎﺣﺖ
zﺩﺍﺟﺰﺍﻭ ﭘﻪ ﻭﻝ ﻟﻨ
zﻳﻮﺍﻟۍ ﺍﻭ ﺳﻤﻮﻥ
zﻣﻌﺘﺒﺮﻩ ﺍﻭ ﺩﻗﻴﻘﻪ
ﻣ ﻣﺎ
ﻳ ﻮر
ﺖ
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ﻟﻴﺪﻧﻪ /ﻟﻴﺮﻯ ﻟﻴﺪ ﺯﻣﻮ ﺩ ﻣﻨﻨﻲ ﭘﻮ ﻏﻮﺘﻮﻧﻮ ﺷﺮﺣﻪ ﺩﻩ ./ﻳﻮﺍﺯﻯ ﻫﻐﻪ ﻭﺧﺖ
ﻛﻮﻻﻱ ﺷﻮ ﺩ ﻳﻮﻩ ﻟﺮ ﻟﻴﺪ ﺩﺭﻟﻮﺩﻧﻜﯥ ﻭﻭﺳﻮ ﭼﯥ ﺧﭙﻠﻲ ﭘﻲ ﻏﻮﺘﻨﻰ ﺍﻭ ﺗﻔﻜﺮﺍﺕ
ﻣﺠﺴﻢ ﻛﻭ ۰
ﻟﻴﺮﻯ ﻟﻴﺪ ﺩ ﻳﻮﻯ ﺍﺩﺍﺭﯤ ﺩ ﻭﺭﻭﺳﺘۍ ﻣﻮﺧﻮ ﺷﺮﺣﻪ ﻟﻴﻚ ﻧﻪ ﻋﺒﺎﺭﺕ ﺩﻯ ﭼﯥ ﺩﻳﻮﻯ
ﺍﺩﺍﺭﯤ ﺩ ﻏﻭ ﺗﻭﻥ ﺩ ﻣﻨ ﺗﻪ ﺭﺍﺗﮓ ﺑﺎ ﻋﺚ ﻛﻴﻯ
ﺍﺭﺯﺘﻮﻧﻪ
ﻛﻮﻡ ﺷۍ ﺗﺎﺳﻰ ﺳﺮﻩ ﻣﺮﺳﺘﻪ ﻛﻮﻯ ﺗﺮ ﻮﭘﻮﺭﻯ ﺧﭙﻞ ﻣﺎﻣﻮﺭﻳﺖ ﺳﺮ ﺗﻪ ﻭﺭﺳﻮۍ ﺍﻭ ﺧﭙﻞ
ﺩ ﻟﻴﺮىﻠﻴﺪ ﻟﻴﺪﻧﻪ ﻻﺳﺘﻪ ﺭﺍﻭۍ
ﺑﻴﻠﮕﯥ :
• ﮐﺎﺭﯼ ﻭﺟﺪﺍﻥ /ﺻﺪﺍﻗﺖ /ﺑﺎﻭﺭ /ﺩﺭﻧﺎﻭۍ
• ﺩﻴﻢ ﺍﻭ ﻟﻴﺰ ﻛﺎﺭ ﺭﻭﺣﻴﻪ
• ﺣﺴﺎﺏ ﻭﺭﻛﻮﻧﻪ
• ﺍﻓﻬﺎﻡ ﻭ ﺗﻔﻬﯿﻢ/ﺍﻳﻜﯥ
• ﺩﻗﺎﻧﻮﻧﻤﻨﺪۍﻣﻨﺘﻪ ﺭﺍﻭﻧﻪ
• ﻟﻪ ﺍﺑﺘﻜﺎﺭﺍﺗﻮ ﻧﻪ ﻭﻳﺎﻧﻪ ﺍﻭ ﻫﻐﻮ ﺗﻪ ﺑﺪ ﻳﻞ
• ﺩ ﻛﺎﺭ ﻛﻮﻧﻜﻮ ﭘﺮﺍﺧﺘﻴﺎ ﺍﻭ ﻧﻮﺭ
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ﺩﺑﻠﻨﻰ ﭘﻪ ﺗﻮﮔﻪ ﺩ ﻭﺭﺳﭙﺎﺭﻝ ﺷﻮﻯ ﺩﻧﺪﻯ ﻣﺠﺴﻢ ﻛﻮﻝ ،ﺧﻮ ﺩﺍﺳﻲ ﺑﻠﻞ ﻧﻪ
ﭼﯥ ﻟﻪ ﺗﻮﺍﻧﻪ ﭘﻮﺭﺗﻪ ﻭﻯ ) ﺩﺯﻩ ﺳﻮﻭﺍﻟﯥ ﺍﻭ ﺎﻥ ﺭﺍﺿﻰ ﻛﻴﺪﻭ ﺩ
ﻣﺨﻨﻴﻮﻯ ﭘﻪ ﺧﺎﻃﺮ
ﺩﻣﻨﻈﻤﻲ ﺑﻴﺎ ﻭﺭﻛﻮﻧﻲ )ﻓﻴﺪ ﺑﻚ ( ﻏﻮﺘﻨﻪ ﺍﻭ ﺩ ﺍﺗﻴﺎﻭ ﭘﻪ ﻭﺧﺖ ﻛﯥ
ﻻﺭﻮﻧﻪ
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۱۰۰ %
ﺩﺩﻧﺪﻭ ﻓﻌﺎﻟﻴﺖ /ﺗﺨﻨﻴﻜﻰ
ﺩﻛﺎﺭ ﻓﻴﺼﺪي
ﺩﻣﺸﺮۍ ﺩﻧﺪﻱ
۰%
ﺩﻣﺮﺍﺗﺒﻮ ﺳﻠﺴﻠﻪ
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اړﻳﻜﯥ او ﻣﻔﺎهﻤﻪ
ﺗﻭﻥ ﻛﻮﻝ ﭘﻪ ﺧﺎﻃﺮ ﻟﺮﻭﻟﻮ ﻣﻔﻬﻮﻡ ﻧﻪ ﺭﺳﻮﻯ
ﮔﻭﻥ ﺍﻭ ﺍﻳﻜﯥ
ﭘﻪ ﻳﺎﺩ ﻟﺮﻝ ﺩ ﻛﻭﻧﻮ ﻣﻔﻬﻮﻡ ﻧﻪ ﺭﺳﻮﻯ
ﺩ ﻭﺍﻙ ﻭﺭﻛﻩ ﺍﻭ ﻻﺭﻮﻧﻪ
ﻛﻧﻲ ﺩ ﺩ ﻭﺍ ﻡ ﺩﺍﺭﻯ ﻣﻔﻬﻮﻡ ﻧﻪ ﺭﺳﻮﻯ
ﭘﻪ ﻳﺎﺩ ﺭﺍﻭﻝ ﺩ ﻣﺰﺍﻳﺎ ﻭﺎ ﻧﮕﻯ
ﻛﻴﺪﻝ
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ﭘﻪ ﻳﻮﻩ ﺍﺩﺍﺭﻩ ﻳﺎ ﻣﻮﺳﺴﻪ ﻛﯥ ﺩﻏﻮﺭﻩ ﺗﻮﺑﻮﻧﻮ ﻣﻨ ﺗﻪ ﺭﺍﻭﻟﻮ ﻻﺭﻯ ﭼﺎﺭﻯ ﻋﺒﺎﺭﺕ ﺩﻯ ﻟﻪ :
ﺍﺳﺘﻌﺪﺍﺩ ﻓﻄﺮﯼ ﺩﻩ ﻭﻟﻰ ﻛﻠﻪ ﭼﯥ ﭘﻪ ﮔﺮ ﻛﯥ ﻛﻴﻮﺩﻝ ﺷﻰ ﭘﻪ ﻇﺮ ﻓﻴﺖ ﺑﺎﻧﺪﻯ ﺑﺪ ﻟﻴﻯ ..
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ﻣﺸﺮﻱ ﺍﻭ ﻫﻮﻧﻲ
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ْﯥ ﭘﻪ ﻮﻟﻮ ﺣﺎﻻﺗﻮ ﻛﯥ ﻮﻝ ﺷﻴﺎﻥ ﻪﮐﻤﺎﻝ ﻏﻮﺘﻮﻧﻜۍ ) ﻴﻨﮕﺎﺭ ﭘﻪ ﺩٰﻯ ﭼ z
ﻭٰٰﻯ (
ﻟﻪ ﺣﺪﻩ ﻭﺗﻠﻲ ﺑﺴﻴﺎ ﻭﺍﻟۍ ﺍﻭ ﻣﺸﻐﻮﻟﺘﻴﺎ z
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ﻭ ﺍﺩﺍﺭﻩ ﮐﻮﻝﺩﺷﺨ
ﻢ ﻓﺼﻞﭘﻨ
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دب ﻣﻮﺧﻲ
اﻟﻒ ﻣﻮﺧﻰ
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رﺋﻴﺲ
!!!!
ﺩ ﺷﺨﻭ ﻛﭽﻰ
ﻳﻮ ﺗﺮ ﺑﻠﻪ ﺩ ﻳﻮﺍﻟﻲ ﺩ ﺭﻭﺣﻰ ﻟﻪ ﻣﻨﻪ ﺗﻠﻞ ﺩ ﮔﻮﺕ ﻨ ﻧﻰ ﺍﻭ ﻧﺎ
4 ﺑﺎﻭﺭۍ ﻟﻮ ﻭﺍﻟۍ ﺩ ﻳﺮﻭ ﺷﺨﻭ ﻟﻮ ﻭﺍﻟۍ ﺍﻭ ﺑﻨﺪ ﻳﺰﻭﻧﻮ ﺗﻪ ﺯﻭﺭ
ﻭﺭﻛﻮﻝ
ﺩ
ﺷ ﺨ ﻭ ﺭۍ
ﺩ ﺍﺧﺘﻼﻓﻮﻧﻮ ﺭﺍ ﻣﻨ ﺗﻪ ﻛﻴﺪﻝ ﺍﻭ
ﻟﻮ
ﺗﮓ
2 ﺩ ﻟﻤﻧﻲ ﺑﺪ ﻟﻴﺪﻧﻲ ﺍﺣﺴﺎﺱ
ﻣﻨ ﺗﻪ ﺭﺍ ﺗﻠﻞ
ﭘﻮﻫﻴﺪﻝ )ﺍﺩﺭﺍﻙ (
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ﺍﺩﺭﺍﮎ
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ﺍﺩﺭﺍﮎ
ﺯﻣﻮﻧ ﻛﻩ ﻭﻩ ﺩ ﺎﻥ ﭘﻪ ﺍﺯﻣﻮﻳﻠﻮ ﺍﻭ ﭘﺮ ﻧﻮﺭﻭ ﻏﺘﻠﻰ ﺍﻏﻴﺰﻩ ﻟﺮﻯ .
ﺩ ﻧﻮﺭ ﻭ ﭘﻪ ﻫﻜﻠﻪ ﻣﻨﻔﻰ ﺍﺣﺴﺎﺱ )ﻏﺼﻪ ( ﺩﺍﻳﻜﻮ ﺩ ﻛ ﻛﻴﭻ ﺗﻴﺎ ﻋﺎﻣﻞ ﮔﺮ ﻰ ،ﺩ
ﺎﻥ ﻟﻴﺪﻧﻲ ﺍﺣﺴﺎﺱ ﺩ ﻧﻮﺭﻭ ﭘﻪ ﻧﻈﺮ ﻛﻰ ﺩ ﻛﺒﺮ ﻜﺎﺭﻧﺪﻭﻯ ﺩﻯ
ﺩ ﻫﻐﻪ ﭼﺎ ﺳﺮﻩ ﻣﻌﺎﻣﻠﻪ ﻛﻮﻝ ﭼﻪ ﺩ ﺑﻴﻠﻮ ﺍﺭ ﺯﺘﻮﻧﻮ 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 ﻭﻏﺰﻳﻯ
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zﺍﺭﺯﻮﻧﻪ :
ﺳﺎﻟﻤﻪ ﺭﻭﻏﺘﻴﺎ ﺩ ﻪ ﮊﻭﻧﺪ ﺑﻨﺴ ﺟﻮﻭﻯ ۰ﺮﻧﮕﻪ ﭼﻪ ﻳﻮ ﻧﺎﻣﺘﻮ ﻣﺘﻞ
ﻟﺮﻭ )ﺳﺎﻟﻤﻪ ﭘﻮﻫﻪ ﭘﻪ ﺳﺎﻟﻢ ﺑﺪﻥ ﻛﯥ ﻭﻯ (۰
zﺍﻋﺘﻘﺎﺩﺍﺕ
ﭘﻪ ﻭﺭ ﻛﻰ ﺩ ﻳﻮﻯ ﻣڼﻰ ﺧﻮﻝ ،ﺩﺩﺍﻛﺘﺮ ﺗﮓ ﻧﻪ ﺳﻯ ﮊﻏﻮﺭﻯ .
ﮊﻭﺭ ﺍﻭ ﻧﺎﻭﻩ ﺍﺣﺴﺎ ﺳﺎﺕ ﺩﻫﻐﻪ ﭼﺎ ﭘﻪ ﻭﺍﻧﺪﻯ ﭼﯥ ﺭﻭﻏﺘﻴﺎ ﻳﯥ ﺣﺎﻟﺖ ﻧﻠﺮﻯ ﻳﺎﻟﻪ
ﺎﻧﮕﻭ ﺧﻮﺍﻭ ﻧﻪ ﻳﯥ ﺧﻮﺭﻯ ﺍﻭ ﻳﺎ ﻫﻐﻪ ﻮﻙ ﭼﯥ ﻟﻮﺑﯥ ﻧﻜﻮﻯ ٠
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ﻏﻮﺘﻨﻲ :
ﺧﭙﻞ ﺎﻥ ﺩ )ﻭﻟﻮ – ﻭﻟﻮ ( ﻛﻧﻼﺭﻭ ﺳﺮﻩ ﺁﺷﻨﺎ ﻛﻮﻝ
ﺩ ﺳﺨﺘﻮ ﺧﺒﺮﻭ ﺍﺗﺮﻭ ﭘﻪ ﺗﺮ ﻛﯥ ﺳﺘﺎ ﺳﻮ ﺩ ﺍﺧﻴﺴﺘﻨﻰ ﻛﭽﻪ ،ﭘﺎ ﻳﻠﻮ ﺗﻪ ﺩﺭﺳﻴﺪﻭ
ﻟﭙﺎﺭﻩ ﻟﻮﻳﻪ ﻭﻧﻩ ﻟﻮﺑﻮﻯ ۰
ﻣﻮ ﻓﻄﺮ ﺗﺂ ﭘﻪ ﻫﻐﻪ ﺍﻧﻮﺭ ﭼﻰ ﺫﻫﻦ ﺗﻪ ﻳﯥ ﺭﺍﻭﻭ ﺗﻜﻴﻪ ﻭﻛﻭ 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 ﻛﻯ ﺍﻭ ﻫﻪ ﻭﻛﻯ ﺗﺮ ﻮ ﺩ ﺍﻭﺍﺭﻭﻟﻮﻳﺮﻩ ﻪ ﺍﻭ
ﻏﻮﺭﻩ ﻻﺭﻩ ﻭﻣﻮﻣﻰ ۰
ﭼﻪ ﺗﺎﺳﻮ ﻟﭙﺎﺭﻩ ﺭﺘﻴﻨﻲ ﺍﻭ ﻪ ﻧﺎ ﻪ ﺩ ﻣﻨﻠﻮ ﻭ ﻭﻯ ۰
ﻧﻮﺭﻭ ﻛﻮﻣﻮ ﺮﮔﻨﺪﻭﻧﻮ ﺍﻭ ﺷﻮﺍﻫﺪﻭ ﺍﺗﻴﺎ ﺷﺘﻪ ۰
ﺧﭙﻞ ﻻﺭ ﻟﻴﻚ )ﺳﺘﺮ ﺍﺗﻴﮋۍ (ﭘﻪ ﻫﻜﻠﻪ ﻓﻜﺮ ﻭﻛۍ ۰
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وﺧﺖ :
ﺧﭙﻞ ﻮﺍﻙ ﺩ ﺷﺨﻯ ﭘﻴﻞ ﻛﯥ ﺩﻭﺧﺖ ﺩﺎﻛﻨﯥ ﭘﻪ ﭘﺎﻡ ﻛﯥ ﻧﻴﻮﻟﻮ ﺳﺮﻩ ﺗﺮ
ﻛﻨﺮﻭﻝ ﻻﻧﺪﻯ ﻭﻟﺮﻯ۰
ﺩﻏﻨﻯ ﭘﻪ ﭘﺎﻱ ﻳﺎ ﻭﺭﺳﺘﻴﻮ ﺩﻗﻴﻘﻮ ﻛﯥ ﺍﻭﻳﺎﻫﻢ ﻭﺭﺳﺘﻪ ﻟﻪ ﻭﺧﺘﻪ ﻮﺍﺏ ﻭﺭﻛﻮﻟﻮ
ﺨﻪ ﻩ ﻭﻛﻯ ﻫﻤﺪﺍﺭﻧﮕﻪ ﺩ ﺍﻭﻧﻰ ﭘﻪ ﻭﺭﺳﺘﻰ ﻭﺭ ) ﺩ ﭘﻨﺠﺸﻨﺒﻰ ﻭﺭ ﻭﺭﺳﺘﻪ ﻟﻪ ﻭﺧﺘﻪ (
ﻫﻢ ﻟﻪ ﻮﺍﺏ ﻭﺭﻛﻮﻟﻮ ﻩ ﻭﻛﻯ ﺗﺎﺳﻮﻧﻪ ﻏﻮﺍﻯ 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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ﻫﺮ ﻫﻐﻪ ﻪ ﭼﻰ ﻭﻭﻳﻞ ﺷﻮﻝ ﺭﺍﻮﻝ ﺍﻭ ﻟﻨ ﻳﯥ ﻛﻯ ﺩ ﻣﻘﺎﺑﻞ ﻟﻮﺭﻯ ﺑﺎﻳﺪ ﭘﻮﻩ ﺷﻰ ﭼﻪ ﺗﺎﺳﻰ
ﺩ ﻫﻐﻪ ﭘﻪ ﺧﺒﺮﻭ ﺳﻢ
ﭘﻮﻩ ﺷﻮﻯ ﻳﺎﺳﺖ ﯾﺎﺩﺩﺍﺷﺖ ﻳﯥ ﻛۍ.
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ﺩﻭﻫﻤﻪ ﻣﺮ ﺣﻠﻪ :ﺧﭙﻞ ﺩﻟﻴﺪ ﻟﻮ ﻭﻝ ﭘﻪ ﺮﮔڼﺪﻩ ﺍﻭ ﺭﻭﺎﻧﻪ ﺗﻮﮔﻪ ﺑﻴﺎﻥ ﻛﻯ ۰
ﻏﻮﺘﻨﻲ ،ﺍﺗﻴﺎ ﻭﻯ ﺍﻭ ﺧﭙﻞ ﺑﻨﺪ ﻳﺰﻭﻧﻪ ﭘﻪ ﺮ ﮔﻨﺪ ﻩ ﺗﻮ ﮔﻪ ﺑﻴﺎﻥ ﻛﻯ ۰
ﻣﻮﺷﮕﺎﻓﯥ ﻣﻪ ﻛﻮﻯ ﻟﻪ ﺑﺮﻳﺪ ﺨﻪ ﻩ ﻭﻛﻯ .۰
ﭘﻪ ﺩﻗﻴﻘﻪ ﺗﻮﮔﻪ ﺩ ﻣﻘﺎﺑﻞ ﻟﻮﺭﻯ ﺧﺒﺮﻭﺗﻪ ﻏﻮ ﻭﻧﻴﺴﻰ ﺍﻭ ﺩ ﻫﻐﻪ
ﺩﺭﻧﺎﻭﻯ ﻭﻛﻯ .
ﺍ ﺗﺮ ﻻﺳﻪ ﻛﻯ ﭼﻪ ﻣﻘﺎﺑﻞ ﻟﻮﺭﻯ ﺩﺧﭙﻠﻮ ﭘﻮﺘﻨﻮ ﭘﻪ ﺗﺮ ﻛﯥ ﺗﺎﺳﻮ ﺩﺭﻙ ﻛﻯ ﻳﺎﺳﺖ
۰
زﻣﺎ ﻧﻈﺮ
ﻳﻪ
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• ﺩ ﭘﺮﺍﺥ ﻧﻈﺮ ﺨﻪ ﻛﺎﺭ ﻭﺍﺧﻠۍ ﺍﻭ ﺩ ﺍﻣﺘﻴﺎﺯ ﻭﺭ ﻛﻮﻟﻮ ﻟﻪ ﭘﺎﺭﻩ ﭼﻤﺘﻮ ﺍﻭﺳۍ ﺍﻭ ﺧﭙﻠﻰ ﻏﻮ
ﺘﻨﻰ ﺍﻭ ﻫﻴﻠﻰ ﻳﻮﻯ ﺧﻮﺍﺗﻪ ﭘﺮﻳﺩﻯ . ۰
• ﻣﻘﺎﺑﻞ ﻟﻮﺭﻯ ﺳﺮﻩ ﺑﺎ ﺍﻧﺼﺎ ﻓﻪ ﺍﻭ ﻣﻌﻘﻮﻟﻪ ﺗﻮﮔﻪ ﺧﺒﺮﻯ ﺍﺗﺮﻯ ﻭﻛۍ
• ﺩﺩﺭﻳﻢ ﻱ ﻏﻯ ﺨﻪ ﭼﻪ ﺩ ﺗﺎﺳﻰ ﺍﻭ ﻣﻘﺎﺑﻞ ﻟﻮﺭﻯ ﺩ ﺩﺭﻧﺎﻭﻯ ﻭ ﻭﻯ ﺩ ﻣﺮ ﺳﺘﻰ ﺍﻭ ﻣﻠﮕﺮ ﺗﻴﺎ
ﻏﻮﺘﻨﻪ ﻭﻛﻯ ۰
A
اﻟﻒ جC B
ب
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ﺩﻋﻤﺮ ﺍﻭ ﺟﻨﺲ ﭘﻪ ﭘﺎﻡ ﻛﯥ ﻧﻴﻮﻟﻮ ﺳﺮﻩ ﻧﺎﻣﻨﺎﺳﺒﻪ ﺍﻭ ﻧﮋﺍﺩ ﭘﺮﺳﺘﺎﻧﻪ ﻛﻩ ﻭﻩ ﺍﻭ ﮔﻮﻰ 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
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وړوﻧﻜﻰ +
وړوﻧﻜﻰ +
ﺑﺎﻳﻠﻮﻧﮑﯽﺑﺎﻳﻠﻮﻧﮑﯽ
- -
ﻣﻨﻞ
ﺭﺩﻭﻝ ﺍﻭ ﻧﻪ ﻣﻨﻞ
- +
ﻧﻜۍ ﻧﻜۍ
ﻮ وړ
ﭘﺎﻳﻠ ﻧﻜۍ ﻧﻜۍ
- ﺎﻳﻠﻮ ﺎﻳﻠﻮ
ﺑ - ﭘ
ﺣﮑﻢ ﻛﻮﻝ
ﺗﻬﺪﯾﺪﻭﻝ
ﺳﭙﻜﺎﻭۍ
زﻩ ﻏﻮرﻩ ﻳﻢ
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ﺩﺍﻃﺎﻋﺖ ﻻﺭﻯ
ﻏﻠﻰ ﺍﻭ ﭼﭗ
ﻣﻄﯿﻊ ﺍ ﻭﻓﺮﻣﺎﻧﺒﺮﺩﺍﺭﻩ
ﺩ ﻣﺎﺷﻮﻡ ﭘﻪ ﻴﺮ
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zﺁﺭﺍﻡ
ﻮ ﻣ ﺯ
ﺑﺮ ﺩﺭﻳ zﻣﻮﺧﻪ ﻟﺮﻭﻧﻜۍ )ﻣﻮﺧﻪ ﺍﻳﺰ
ﺩ ﺮ ﺍﺑ
ﻯ! zﺑﺎ ﺍﻧﺼﺎ ﻓﻪ
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ﺩﻳﺮﻏﻠﻴﺰﻭ ﺍﻭ ﺩ ﻓﺎﻋﻲ ﺣﺎﻟﺖ ﺨﻪ ،ﮔ ﻭ ﻫﻮﺍﻭ ﺩ ﺷﺨﻭ ﺩ ﺑﺪﻟﻮﻥ ﻟﻪ ﭘﺍﻭﺨﻪ
ﻋﺒﺎﺭﺕ ﺩﻩ ﺩﺍ ﻳﻮ ﺍﻏﻴﺰﻣﻦ ﺑﺪﻟﻮﻥ ﺩﻩ ﭼﯥ ﺩ ﺍﻳﻜﻮ ﺗﮓ ﻟﻮﺭﻯ ﻣﺜﺒﺖ ﺍﻭ ﺟﻮﻭﻧﻜﯥ
ﺧﻮﺍﺗﻪ ﺑﺪﻟﻮﻯ ۰
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ﻭﻝ – ﻭﻝ
2 1
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ﻭﻝ – ﺑﺎ ﻳﻠﻞ:
ﺑﺎﻳﻠﻮﻧﻜۍ ﻧﺎ ﺧﻮﻪ ﺍﻭ ﺧﻮﺍﺷﻴﻨﻰ ﻭﻯ .
ﭘﻪ ِﻇﺎ ﻫﺮ ﻛﯥ ﺷﺨﻩ ﺣﻞ ﺷﻮﻯ ﭘﻪ ﻧﻈﺮ ﺭﺍﻰ ﺍﻣﺎ ﭘﻪ ﺑﺎﻃﻦ ﻛﯥ ﺩ ﺍ ﻳﺮﻭ ﻻ ﻧﺪﻯ
ﺳﻜﺮﻭﻰ ﻭﻯ ﭼﯥ ﺩﻟﻯ ﻫﻮﺍ ﭘﻪ ﺭﺳﻴﺪ ﻭ ﺳﺮﻩ ﻛﻴﺪﺍﻯ ﺷﻰ ﭘﻪ ﺍﻭﺭ ﺍﻭ ﻟﻤﺒﻮ ﺑﺪﻝ ﺷﻰ
.۰
ﺑﺎ ﻳﻠﻞ – ﺑﺎﻳﻠﻞ :
ﭘﻪ ﺷﺎﺗﮓ ،ﻧﺎ ﺳﻤﻪ ﺟﻮﺖ
ﺩﻏﻪ ﺩ ﺣﻞ ﻻﺭﻩ ﻣﻌﻤﻮﻵ ﺩ ﻳﻮ ﺎﻛﻠﻰ ﻣﻮﺩﻯ ﺩ ﭘﺎﺭﻩ ﻭﻯ ۰
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.٨ﺩ ﻜﻴﻠﻮ ﺧﻮﺍ ﻭ ﭘﻪ ﻣﺮﺳﺘﻪ ﺩ ﺷﺨﻯ ﺩ ﻛﻤﺖ ﺍﻣﻜﺎ ﻧﺎﺕ ﺮﻧﮕﻪ ﺩﻯ
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ﺩ ﺷﺨﻭ ﺩ ﺍﻭﺍﺭﻭﻟﻮﻻﺭﻯ
ﻟﻤﻧﻰ ﻓﻌﺎﻟﻴﺘﻮﻧﻪ :ﭘﻪ ﺷﺨﻭ ﻛﯥ ﺩ ﺍﻧﻭﻟﻮ ﺍﻭ ﺫﻳﺪﺧﻠﻮ ﺑﻴﻼ ﺑﻴﻠﻮ ﻧﻈﺮ ﻳﻮ ﻴﻧﻪ ﺍﻭ ﺗﺤﻠﻴﻞ
ﻏﻮﺘﻨﻰ ﺗﻬﺪﯾﺪﻭﻝ
ﺗﻘﺎﺿﺎ
ﻭﺍﻧﺪ
ﻳﺰﻭﻧﻪ
ﻭﺍﻧﻳﺰﻭﻧﻪ
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ﺯﻩ ﻪ ﺍﺣﺴﺎﺱ ﻛﻮﻡ ؟ ) ﺁﯾﺎ ﻳﺮ ﺍﺣﺴﺎﺳﺎﺗﯽ ﻳﻢ ؟ ﺁﯾﺎﻛﻮﻻﻯ ﺷﻢ ﻳﺮ ﺣﻘﻴﻘﺘﻮﻧﻪ ﭘﻴﺪﺍ ﻛﻡ ،
) ﺍﺭﺍﻡ ﺍﺳﺘﺮﺍﺣﺖ ﻭﻛﻯ ﺗﺮ ﻮ ﭘﻮﺭﻯ ﻫﻮﺳﺎ ﺷﻰ ( ﺧﭙﻞ ﺍﺣﺴﺎﺱ ﻟﻪ ﻧﻮﺭﻭ ﺳﺮﻩ ﮔﻛﻡ ؟(
ﻪ ﺗﻪ ﻏﻮﺍﻡ ﺑﺪﻟﻮﻥ ﻭﺭﻛﻡ ؟
)ﭘﺮ ﺳﺘﻮﻧﺰﻭ ﺑﺮﻳﺪ ﺍﻭ ﻳﺮﻏﻞ ﻭﻛۍ ﻧﻪ ﭘﺮ ﻣﻘﺎﺑﻞ ﻟﻮﺭﻯ (
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194
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GROWﺍﻭ STOP
R ﻭﺍﻗﻌﯿﺖ =
O ﺎﻛﻨﻰ =
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196
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ﺷﭙ ﻳﺮ ﻣﻬﻢ ﺗﻮﺭﻱ “ :ﺯﻩ ﻣﻨﻢ ﭼﯥ ﺗﻴﺮ ﻭﺗﻠۍ ﻳﻢ “. z
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ﭘﻼﻥ ﺍﻳﻮﺩﻧﻰ
ﺷﭙﻡ ﻓﺼﻞ
ﭘﻼﻥ ﺍﻳﻮﺩﻧﻰ ﺩ ﻣﺪﻳﺮﺍﻧﻮ ﻟﻪ ﻣﻬﻤﻮ ﺩﻧﺪﻭ ﻧﻪ ﺷﻤﻴﺮﻝ ﻛﻴﻯ ﺍﻭ ﺩﻫﻐﻮ ﻟﻪ ﺩﻧﺪﻭ ﺳﺮﻩ
ﺍﻳﻜﯥ ﻟﺮﻯ.
ﺩ ﺍﺩﺍﺭﻯ ﺍﻭ ﻓﺮﺩﻱ ﻣﻮﺧﻮ ﭘﻴﺎﺩﻩ ﻛﻴﺪﻝ ﻫﻢ ﭘﻼﻥ ﺍﻳﻮﺩ ﻧﻰ ﺗﻪ ﺍﺗﻴﺎ ﻟﺮﻯ .
ﭘﻼﻥ ﺍﻳﻮﺩﻧﻰ ﺗﻪ ﺍﺗﻴﺎ ﻟﻪ ﺩﯤ ﻣﺴﻠﻰ ﻧﻪ ﺳﺮﭼﻴﻨﻪ ﻧﻴﺴﻰ ﭼﯥ ﻮﻟﻰ ﺍﺩﺍﺭﻯ ﺩ
ﭼﺎﭘﻴﺮﻳﺎﻟﻰ ﻓﻌﺎﻟﻴﺖ ﺳﺮﻩ ﺩﺩﻯ ﭘﻪ ﻟﻪ ﻛﯥ ﻭﻯ ﭼﯥ ﺧﭙﻠﻰ ﻣﺤﺪﻭﺩﻯ ﺳﺮ ﭼﻴﻨﻰ ﺩ
ﭘﺮﻣﺨﺘﻠﻠﻮ ﺍﺗﻴﺎﻭ 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 ﮔﻮﺭ ﺗﻮﺏ )ﺩ ﻛﺎﺭﻭﻧﻮ ﺳﻤﻪ ﺳﺮﺗﻪ ﺭﺳﻮﻧﻮ ﻛﯥ ﻫﻢ (
ﺗﻮﭘﻴﺮ ﺷﺘﻪ ﻛﻪ ﻪ ﻫﻢ ﺩ ﻣﻮﺧﻮ ﺍﻳﻮﺩﻧﻰ ﺍﻭ ﺩ ﻫﻐﻰ ﺩ ﭘﻴﺎﺩﻩ ﻛﻴﺪﻭ ﭘﻪ ﭘﺍﻭ ﻛﯥ ﺩﺍ
ﻣﻔﺎ ﻫﻴﻢ ﭘﻪ ﭘﺎﻡ ﻛﯥ ﻧﻴﻮﻝ ﻛﻴﻯ.
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ﭘﻼﻥ ﺍﻳﻮﺩﻧﻮ ﻟﭙﺎﺭﻩ ﻳﺮ ﺗﻌﺮﻳﻔﻮﻧﻪ ﺷﺘﻪ :ﻫﻐﻪ ﻭﻝ ﭼﯥ ﻫﺮ ﻳﻮﻩ ﻧﻈﺮﻳﻪ ﻭﺭﻛﻮﻧﻜﯥ ﻫﻪ ﻛﻯ ﺩﻩ :ﺗﺮ
ﻮﭘﻮﺭﻯ ﺩ ﺧﭙﻠﻮ ﺗﺨﺼﺼﻰ ﺯﻣﻴﻨﻮ ﭘﻪ ﭘﺎﻡ ﻛﯥ ﻧﻴﻮﻟﻮﺳﺮﻩ ﻫﻐﻪ ﺗﻌﺮﻳﻒ ﻛﻯ ۰ﺩﻟﺘﻪ ﻮ ﻣﻄﻠﺒﻪ ﻟﻪ ﺩﻏﻮ
ﺗﻌﺮﻳﻔﻮﻧﻪ ﻭﺍﻧﺪﻯ ﻛﻴﻯ :
* ﭘﻼﻥ ﺍ ﻳﻮ ﺩ ﻧﻪ ﻣﻮﺧﻮ ﻟﻪ ﺎ ﻛﻨﻮ ﺨﻪ ﻋﺒﺎﺭﺕ ﺩﻩ ،ﺍﻭ ﺩ ﻫﻐﻰ ﺩ ﺩﭘﻠﻰ ﻛﻮﻟﻮ ﻟﻪ ﭘﺎﺭﻩ ﻭﺍﻧﺪ ﻟﻴﺪ ﺍﻭ
ﻣﻮﺩﻧﻪ ﺩﻩ .
* ﭘﻼﻥ ﺍﻳﻮﺩﻧﻪ ﻟﻪ ﻫﻐﻰ ﭘﺮﻳﻜﻯ ﻧﻴﻮﻟﻮ ﺨﻪ ﻋﺒﺎﺭﺕ ﺩﻩ ﭼﻲ ﺩﺩﻯ ﭘﻪ ﻫﻜﻠﻪ ﭘﺎﻡ ﻭﻛﻯ ﭼﻲ ﻪ ﻭﻝ
ﻛﺎﺭﻭﻧﻪ ﺑﺎﻳﺪ ﺳﺮﺗﻪ ﻭﺭﺳﻴﻯ ؛
* ﭘﻼﻥ ﺍﻳﻮﺩﻧﻰ ﺩ ﻣﻄﻠﻮﺑﻰ ﻭﺿﻴﺢ ﺩ ﻃﺮﺣﻪ ﻛﻮﻟﻮ ﺗﺼﻮﺭ ﻧﻪ ،ﺍﻭ ﺩﻫﻐﻮ ﻻﺭﻭ ﺍﻭ ﺗﻮﻛﻮ ﭘﻴﺪﺍﻛﻮﻧﻪ ﺍﻭ
ﭘﻴﺎﺩﻩ ﻛﻮﻧﻪ ﭼﯥ ﻫﻐﻰ ﺗﻪ ﺭﺳﻴﺪﻧﻪ ﻣﻴﺴﺮﻩ ﻛﻯ ﻋﺒﺎﺭﺕ ﺩﻩ ۰
* ﭘﻼﻥ ﺍﻳﻮﺩ ﻧﻪ ﺩﻳﻮﻩ ﻭﺿﻴﻌﺖ ﻳﺎ ﻣﻮﺿﻮﻉ ﺩ ﺑﺪﻟﻮﻥ ﻭﺭﻛﻮﻟﻮ ﺩ ﻋﻤﻠﻴﺎﺗﻮ ﻃﺮﺍﺣۍ ﻧﻪ ﻋﺒﺎﺭﺕ ﺩﻩ ،ﭼﯥ
ﺩ ﻭﺍﻧﺪ ﻟﻴﺪﻧﻰ ﺑﻴﻠﻰ 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 ﺍﻳﻮﻧﻰ ﺍﺻﻞ(
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ﭘﻪ ﺑﺸﭙﻩ ﺗﻮﮔﻪ ،ﻟﻪ ﻳﻮﻯ ﭘﻼﻥ ﺍﻳﻮﺩﻧﻰ ﺨﻪ ﻣﻮﺧﻪ ﻋﺒﺎﺭﺕ ﺩﻩ ﻟﻪ :
ﺩﻯ ﻓﻌﺎﻟﻴﺘﻮﻧﻮ ﺩ ﺗﻨﻈﻴﻢ ﻟﻪ ﻃﺮﻳﻘﻪ ﺩ ﻣﻮﺧﻮﺭﻳﺴﺪﻭﻧﻮﺗﻪ ﺍﺣﺘﻤﺎﻟﻰ ﺯﻳﺎﺕ ﻭﺍﻟﻰ ؛
ﭘﻪ ﻓﻌﺎﻟﻴﺘﻮﻧﻮﻛﻰ ﺩﻟﺘﻮﻧﻮ ﺩﻣﺨﻨﻮﻯ ﻟﻪ ﻟﻴﺎﺭﻯ ﺩﺍﻗﺘﺼﺎﺩﻯ ﻮﺯﻳﺎﺕ ﻭﺍﻟﻰ
ﻣﻮﺧﻮﺍﻭ ﻣﻘﺎ ﺻﺪﻭ ﺗﻪ ﺩﻻﺱ ﺭﺳﻴﺪﻭ ﭘﻪ ﺧﺎﻃﺮ ﺭﺍﻮﻟﻴﺪﻝ ،ﺍﻭ ﺗ ﻟﻮﺭﻯ ﺨﻪ
ﺩﺍﻧﺤﺮﺍﻑ ﭘﻪ ﺧﺎﻃﺮ ﺎﻥ ﺳﺎﺗﻞ .
ﺩﻛﻨﺮﻭﻝ ﻟﭙﺎﺭﻩ ﺩ ﺗﻮﻛﻮ ﺍﻭ ﺍﺑﺰﺍﺭﻭ ﺑﺮﺍﺑﺮﻭﻝ ۰
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ﺩ ﻣﺪﻳﺮﺍﻧﻮ ﭘﻪ ﺯﻳﺎﺗﻮ ﺩﻧﺪﻭ ﻛﯥ ﭘﻼﻥ ﺍﻳﻮﺩﻧﻰ ﻟﻮﻣﻱ ﺗﻮﺏ ﻟﺮﻯ ،ﺍﻭ ﭘﺮ ﻫﻐﻮ ﺑﺎﻧﺪﻯ
ﻟﻮﻣۍ ﺩﻯ ؛ ﭘﻪ ﺩﻯ ﻭﻝ ﭼﯥ ﻛﻪ ﻭﻏﻮﺍﻭ ﺩ ﻣﺪﻳﺮﺍﻧﻮ ﺩﻧﺪﻱ ﻛﻪ ﺩ ﻳﻮ ﻫﺮﻡ ﭘﻪ ﺳﺮ
ﻟﻴﻚ ﭘﻪ ﻧﻈﺮ ﻛﯥ ﻭﻧﻴﺴﻮ ﻪ ﺑﻪ ﺩﺍﻭﻯ ﭼﯥ ﭘﻼﻥ ﺍﻳﻮﺩﻧﻲ ﺩ ﻫﻐﻪ ﻫﺮﻡ ﭘﻪ ﺳﺮ ﻛﯥ
ﺎﻯ ﻛﻭ
ﺍﺭﺯﺘﻰ ﻧﻈﺎﻡ
ﭘﻼﻥ
ﺍﻳﻮﺩﻧﻪ
ﺳﺎﺯﻣﺎﻧﺪﻫﻲ
ﻛﻨﺘﺮﻝ
ﻫﺪﺍﻳﺖ ﺩﺳﺮﭼﻴﻨﻮ
ﺍﻭﺳﺮﭘﺮﺘﻰ ﺭﺍﻧﮋﺩﻯ ﻛﻮﻝ
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ﭘﻼﻧﻮﻧﻪ ﺩﻫﺮ ﻭﻝ ﻣﻮﺧﻮ ﻟﭙﺎﺭﻩ ﺗﻨﻈﻴﻤﻴﻯ ﺍﻭ ﭘﻪ ﻣﻨﺎ ﺳﺒﻪ ﺗﻮﮔﻪ ﻟﻪ ﻫﻐﻪ ﺳﺮﻩ ﺑڼﻪ ﻧﻴﺴﻰ ۰
ﺩﻟﺘﻪ ﺩﭘﻼﻥ ﺍﻳﻮﺩﻧﻰ ﻮ ﻭﻟﻮﻧﻪ ﺗﺮ ﻴﻧﻰ ﻻ ﻧﺪﻯ ﻧﻴﺴﻮ :
ﺍﺳﺘﺮﺍﺗﯿﮋﻳﻜﻪ ﭘﻼﻥ ﺍﻳﻮﺩﻧﻪ
ﻋﻤﻠﻴﺎﺗﻲ ﭘﻼﻥ ﺍﻳﻮﺩﻧﻰ )ﺍﺟﺮﺍﻳﯿﻮﯼ(
ﺗﺨﺼﺼﻲ.ﭘﻼﻥ ﺍﻳﻮﺩﻧﻰ
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ﺩﻛﻤﻰ ﺍﻭ ﻛﻴﻔﻰ ﻣﻌﻴﺎﺭﻭﻧﻮ ﺎﻛﻞ ﺩﻛﻭﻧﻮ ﺍﻜﻞ ﺍﻭ ﺩ ﺳﺮﺗﻪ ﺭﻭﺳﻮﻝ ﺷﻮﻳﻮ ﻋﻤﻠﻴﺎﺗﻰ .٢
ﭘﻪ ﺑﺮ ﻧﺎﻣﻮ ﺑﺎﻧﺪﻯ ﻛﺮﻩ ﻛﺘﻨﻪ ﺍﻭ ﺩ ﻧﻮﻳﻮ ﺑﺮﻧﺎﻣﻮ ﺟﻮﻭﻧﻪ ۰ .۴
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ﺩﺍﻧﺴﺎﻧﻰ ﺳﺮ ﭼﻴﻨﻮ ﭘﻼﻥ ﺍﻳﻮﺩﻧﻰ ﺩ ﺍﺗﻴﺎ ﻭ ﻏﻭ ﺩ ﺷﻤﻴﺮ ﻟﻪ ﺎﻛﻠﻮ ﺳﺮﻩ :
ﺍﺩﺍﺭﻩ ﭘﻪ ﺭﺍﺗﻠﻮﻧﻜﯥ ﻛﻠﻮﻧﻮ ،ﻛﯥ ﭘﻪ ﺩﻯ ﺎﻛﻮﻧﻮ ،ﺯﺩﻩ ﻛﻭ ،ﺗﺮﻓﻴﻊ ،ﺍﻭ ﻳﺎ ﺩﻛﺎﺭ
ﻛﻮﻭﻧﻜﻮ ﺩ ﺗﻘﺎﻋﺪ ﭘﻪ ﺧﺎﻃﺮ ﭘﻼﻧﻴﻯ ﺩﺍﻧﺴﺎﻧﻰ ﻮﺍﻙ ﺩﺩﻧﻨﻪ ﺍﻭﺑﻬﺮ ﺍﻧﺪﺍﺯﻩ ﻻﺳﺘﻪ
ﺭﺍﻰ ﻫﻐﻪ ﻭﻝ ﭼﯥ ﻭﻛﻮﻻﻱ ﺷﻰ ﺩ ﻫﻐﻪ ﭘﺮ ﺑﻨﺴ ﺩ ﺍﺩﺍﺭﻯ ﺁﺳﻨﺘﻴﺎﻭ ﺍﻭ ﺍﺗﻴﺎ ﻭ
ﺗﻮﻛﯥ ﺍﻭ ﻭﺳﺎﻳﻞ ﭘﻴﺶ ﺑﻴﻨﻰ ﻛﻱ۰
ﺩﺍﻧﺴﺎﻧﻰ ﻮﺍﻙ ﭘﻼﻥ ﺍﻳﻮﺩﻧﻰ ﺩ ﺍﺩﺍﺭﻯ ﺩ ﺗﺸﻜﻴﻞ ﺳﺮﻩ ﭘﻴﻠﻴﻯ ﺍﻭ ﺩﻣﻮﺍﺭﺩﻭ
ﺟﻮﺖ ﻭﻝ ،ﺗﺮ ﻓﻴﻊ ،ﻋﻠﻰ ﺍﻟﺒﺪﻝ ﺗﺸﻜﻴﻞ ﮔﻤﺎﺭﻳﺪﻟﻮ ﻣﻘﺮﺍﺭﺗﻮ ﺗﺪﻭﻳﻦ ﺍﻭ ﺩ
ﺧﺪﻣﺖ ﺗﺮ ﻨﮓ ﺩﺯﺩﻩ ﻛﻭ ﺩ ﺑﺮ ﻧﺎﻣﻮ ﺟﻮﻭﻧﻪ ﻟﻪ ﺎﻧﻪ ﺳﺮﻩ ﻟﺮﻯ ۰
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ﺩﺑﻴﻼ ﺑﻴﻠﻮ ﺍﺳﺘﺮﺗﻴﮋﻳﻮ ﻟﻪ ﻣﻨﻪ ﺩﭘﻼﻥ ﺍﻳﻮﺩﻧﻮ ﺩﻏﻪ ﻣﻮﺍﺭﺩﻭ ﺗﻪ ﺍﺷﺎﺭﻩ ﻛﻴﻯ
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ﻟﻪ ﺩﻧﻨﻪ ﻧﻪ ﺑﻬﺮﺗﻪ ﭘﻼﻥ ﺍﻳﻮﺩﻧﻲ ،ﭘﺮ ﻓﻌﺎﻟﻴﺘﻮﻧﻮ ﺑﺎﻧﺪﻯ ﺗﻢ ﻛﻴﻯ ﭼﯥ ﺍﺩﺍﺭﻩ ﻳﻰ
ﭘﻪ ﺍﻭﺳﻨﻲ ﺣﺎﻝ ﻛﯥ ﺳﺮﺗﻪ ﺭﺳﻮﻯ ۰ﺍﻭ ﻫﻪ ﻛﻴﻯ ﭼﯥ ﻫﻐﻮﻯ ﭘﻪ ﻪ ﺗﻮﮔﻪ ﺳﺮﺗﻪ
ﻭﺭﺳﻴﻯ ﭘﻼﻥ ﺍﻳﻮﺩﻧﻲ ﭘﻪ ﺩﻯ ﻭﻝ ﺍﺩﺍﺭﻩ ﻛﯥ ﻏﻮﺭﻩ ﺑﺪﻟﻮﻧﻮﻧﻪ ﻣﻨﺘﻪ ﻧﻪ ﺭﺍﻭﻯ
ﻭﻟﯥ ﻛﻴﺪﺍﻯ ﺷﻰ ﻟﻪ ﺳﺮﭼﻴﻨﻮ ﻧﻪ ﻛﺎﺭ ﺍﺧﻴﺴﺘﻨﻪ ﮔﻮﺭﻩ ﺍﻭ ﺍﻏﻴﺰﻣﻨﻪ ﻭﻯ
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ﻟﻪ ﺑﻬﺮ ﻧﻪ ﺩﻧﻨﻪ ﺗﻪ ﭘﻼﻥ ﺍﻳﻮﺩﻧﻲ ،ﭘﻪ ﻟﻮﻣﻯ ﺳﺮﻛﯥ ﺑﻬﺮﻧۍ ﭼﺎﭘﻴرﻳﺎﻝ ﻴﻯ ﺍﻭ
ﺗﺤﻠﻴﻠﻮﻯ ﺍﻭ ﺩﻭﺧﺖ ﻧﻪ ﭘﻪ ﻛﺎﺭ ﻭﻭﻟﻮﺳﺮﻩ ﻮﻝ ﻫﻐﻪ ﻣﺴﺎﻳﻞ ﭼﻲ ﻟﻪ ﻫﻐﻪ ﺨﻪ ﭘﻼﻥ
ﺍﻳﻮﺩﻝ ﻛﻴﻯ ﺣﺪﺍﻗﻞ ﺗﻪ ﺭﺳﻮﻝ ﻛﻴﻯ .
ﭘﻪ ﻳﺮﻭ ﺍﺩﺍﺭﻭ ﻛﻰ ﺩ ﺩﻯ ﻟﭙﺎﺭﻩ ﭼﻲ ﭘﺎﻳﻠﻰ ﻻﺳﺘﻪ ﺭﺍﺷﻰ ﻟﻪ ﺩﻭﺍﻭ ﻛﻧﻼ ﺭﻭﺨﻪ ﻛﺎﺭ
ﺍﺧﻠﻰ .
ﭘﻪ ﻋﻤﻮﻣﻰ ﺗﻮﻪ ﭘﻼﻥ ﺍﻳﻮﺩﻧﻪ ﻟﻪ ﺩﻧﻨﻪ ﺨﻪ ﺑﻬﺮﺗﻪ ﺩ ﺭﻭﺍﻧﻮ ﻛﺎﺭﻭﻧﻮ ﺩ ﻲ ﺳﺮﺗﻪ
ﺭﺳﻮﻧﻲ ﭘﻪ ﺧﺎﻃﺮ ﺻﻮﺭﺕ ﻣﻮﻣﻰ ﭘﻼﻥ ﺍﻳﻮﺩﻧﻪ ﻟﻪ ﺑﻬﺮ ﺨﻪ ﺩ ﻧﻨﻪ ﺗﻪ ﻫﻐﻪ ﻭﺧﺖ
ﻮﺭﻩ ﺩﻩ ﭼﻲ ﺍﺩﺍﺭﻩ ﻭﻏﻮﺍﻯ ﻫﻐﻪ ﻛﺎﺭ ﺳﺮﺗﻪ ﻭﺭﺳﻮﻯ ﭼﻲ ﻭﻯ ﭘﻮﺭﻯ ﺗﺍﻭ ﻭﻟﺮﻯ ﺍﻭ
ﺩ ﺩﻏﻰ ﭘﻼﻥ ﺍﻳﻮﺩﻧﻰ ﺨﻪ ﻣﻮﺧﻪ ﭘﻪ ﭼﺎﭘﻴرﻳﺎﻝ ﻛﻰ ﺩﻭﺧﺖ ﻣﻮﻧﺪﻝ ﺍﻭ ﻟﻪ ﻫﻐﻪ ﻪ
ﻪ ﺍﺧﻴﺴﺘﻨﻪ ﺩﻩ
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ﻟﻪ ﭘﻮﺭﺗﻪ ﻧﻪ ﻜﺘﻪ ﭘﻼﻥ ﺍﻳﻮﺩﻧﻲ :ﭘﻪ ﺩﯤ ﭘﻼﻥ ﺍﻳﻮﺩﻧﻪ ﻛﯥ ﻟﻮ ﻣۍ ﺟﮕﭙﻮﻯ
ﻣﺪﻳﺮﺍﻥ ﻏﻮﺭﻩ ﻣﻮﺧﻰ ﺎﻛﻰ ﺍﻭ ﺩﻏﻪ ﺍﻣﻜﺎﻥ ﺩ ﻧﻮﺭﻭ ﻛﭽﻮ ﻣﺪﻳﺮﺍﻧﻮ ﺗﻪ ﺭﺍﻣﻨﺘﻪ
ﻛﻮﻯ ،ﺗﺮ ﻮ ﭘﻮﺭﻯ ﺩﻋﻤﺪﻩ ﺍﻭ ﻏﻮﺭﻩ ﻣﻮﺧﻮﭘﻪ ﭼﻮﻛﺎ ﻛﯥ ﺧﭙﻠﻰ ﺑﺮ ﻧﺎﻣﻰ ﺟﻮﻱ
ﺍﻭ ﺗﺪ ﻭﻳﻦ ﻛﻯ ﻟﻪ ﻜﺘﻪ ﻧﻪ ﭘﻮﺭﺗﻪ ﺗﻪ ﭘﻼﻥ ﺍﻳﻮﺩﻧﻰ ﻟﻪ ﻫﻐﻮ ﺑﺮ ﻧﺎﻣﻮ ﺳﺮﻩ
ﭘﻴﻠﻴﻯ ﭼﯥ ﻋﻤﻠﻴﺎﺗﻰ ﻛﭽﻮ ﻛﯥ ﺑڼﻪ ﻧﻴﺴﻰ ﭘﺮﺗﻪ ﻟﻪ ﺩﻯ ﭼﯥ ﺩﺍﺩﺍﺭﻯ ﺑﺸﭙﻩ
ﻣﺤﺪﻭﻳﺘﻮﻧﻮ ﺗﻪ ﭘﺎﻡ ﻭﺷﻰ ﻫﻐﻪ ﻭﺧﺖ ﺩﻏﻪ ﺑﺮﻧﺎﻣﻰ ﺩ ﻣﺮﺍﺗﺒﻮ ﺩ ﻟﻯ ﻟﻪ ﻟﻴﺎﺭﻯ ﻳﻌﻨﻰ
ﺩ ﻣﺪﻳﺮﻳﺖ ﻟﻮﻯ ﻛﭽﯥ ﺗﻪ ﻭﺍﻧﺪﻯ ﻛﻴﻯ.
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ﻫﻐﻪ ﺑﺮﻧﺎﻣﻰ ﭼﯥ ﻟﻪ ﻛﻮﺯﻯ ﻧﻪ ﭘﻮﺭﺗﻪ ﭘﻼﻥ ﻛﻴﻱ .ﺩ ﭘﻼﻥ ﺍﻳﻮﺩﻧﻰ ﻃﺮﻳﻘﻪ ﺩ ﻛﺎﺭ
ﺍﺧﻴﺴﺘﻨﻰ ﻟﭙﺎﺭﻩ ﺗﻨﻈﻴﻤﻴﻯ ،ﻣﻤﻜﻨﻪ ﺩﻩ ﺩﺑﺸﭙﻩ ﺭﺍﻏﻮﻧﻭﻟﻮ ﺍﻭ ﺟﻬﺖ ﮔﻴﺮۍ ﻧﻪ
ﭘﺎﻛﻪ ﻭﻯ .ﭘﻪ ﺎﻧﮕﻯ 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 ﻛﻴﻯ ۰
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ﺩﺩﻱ ﻛﻧﻼﺭﻯ ﻟﻮﻳﻪ ﮔﻪ ،ﺩ ﻫﻐﻮ ﺍﻓﺮﺍﺩﻭ ﺗﺮ ﻣﻨ ﺩ ﻣﺎ ﻟﻜﻴﺖ ﺩ ﺍ ﺣﺴﺎﺱ ﺗﺸﺪﻳﺪ
ﺍﻭ ﺗﻬﺪ ﻳﺮ ﻭﺍﻟۍ ﺩﻯ ﭼﯥ ﭘﻪ ﭘﻼﻥ ﺍﻳﻮﺩﻧﻪ ﻛﯥ ﺩ ﺍﺩﺍﺭﻯ ﺩ ﻋﻤﻠﻴﺎﺗﻰ ﻛﭽﻮ ﻟﻪ ﭘﻮﺭﺗﻪ
ﺨﻪ ﻜﺘﻪ ﺩ ﻻ ﺱ ﺗﻪ ﺭﺍﻭﻟﻮ ﻭ ﺩﻩ
ﺷﺎﻳﺪ ﻏﻮﺭﻩ ﻛﻧﻼﺭﻩ ﭘﻪ ﭘﻼﻥ ﺍﻳﻮﺩ 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 ﮔﻭﻥ ﺩﻳﺮﻭﺍﻟﻰ ﻟﻪ ﻟﻴﺎﺭﻯ ﺩﺍﺩﺍﺭﻯ ﻟﻪ ﻮﻟﻮ ﻛﭽﻮ ﺨﻪ ﮔﻮﺭ
ﺍﻃﻼﻋﺎﺕ ﻻﺱ ﺗﻪ ﺭﺍﻭﻯ۰
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ﺩﺩﯤ ﻟﻴﺪﻧﻰ ﺍﻭﻧﮕﺮﺵ ﭘﺮ ﺑﻨﺴ ﺑﺎﻳﺪ ﺩ ﻣﻮﺧﻮ ﻟﻪ ﺎ ﻛﻨﻰ ﻭﺭﺳﺘﻪ ،ﺩ ﺳﺮﭼﻴﻨﻮ ﺩ
ﺗﺨﺼﺼﻰ ﺍﻭ ﻋﻤﻠﻴﺎﺗﻰ ﺎﻧﮕﺗﻴﺎﻭ 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
ﺟﮕﭙﻮﻯ ﻣﺪﻳﺮﺍ ﻥ ﻳﻮﺍﺯﻯ ﻫﻐﻪ ﻭﺧﺖ ﭘﻪ ﻛﺎﺭﻭﻧﻮﻛﯥ ﻣﺪﺍﺧﻠﻪ ﻛﻮﻯ ﭼﯥ ﻳﻮﻯ
ﻭﺍﺣﺪﻯ ﭘﻴﺶ ﺑﻴﻨﻰ ﺷﻮﻯ ﺑﺮﻧﺎﻣﻰ ﻋﻤﻠﻜﺮﺩ ﻟﻪ ﺎﻛﻠﻰ ﺣﺪﻩ ﻭﻭﻰ ﺍﻭ ﺗﻴﺮﻯ ﻭﻛﻯ
۰
ﺩﻛﺎﺭ ﺍﺧﻴﺴﺘﻨﻰ ﻭ ﻳﻮﺷﻤﻴﺮ ﺗﻮﻛﯥ ﺍﻭ ﺍﺑﺰﺍﺭ ﭘﻪ ﺩﻯ ﻛﻧﻼﺭﻯ ﻛﯥ ﺩ ﭼﺎﺭﻭ ﺩ
ﺑﻬﻴﺮ ﻛﻨﺮﻭﻝ ﺍﻭ ﺩﻭﺍﺣﺪﻭﻧﻮ ﻛﻧﻮ ﻧﻪ ﻋﺒﺎﺭﺕ ﺩﻯ :ﺑﻮﺩﻳﺠﻰ ﺍﺳﺘﻨﺪﺍﺭﺩ ﺷﻮﻯ
ﻟﮕﺘﻮﻧﻪ ﺩ ﻣﺪﻳﺮﻳﺖ ﺣﺴﺎﺑﺪﺍﺭﻯ ،ﺍﻭ ﺩ ﻟﮕﺖ ﻛﻮﻧﻜﻮ ﭘﻪ ﻣﺮﺍﻛﺰﻭ ﺎﺭ ﻧﻪ ﺍﻭ ﺩ
ﭘﺎﻧﮕﻮ ﺍﭼﻮﻧﻮ ﻣﺮﺍﻛﺰ
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ﺳﺘﺮﺍﺗﯿﮋﯾﮑﻰ ﺑﺮﻧﺎﻣﻰ
ﻋﻤﻠﻴﺎﺗﻲ ﺑﺮﻧﺎﻣﻰ
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ﻣﺎﻣﻮﺭﻳﺖ
ﺍﻭ ﺍﻭﺩ ﻣﻬﺎﻟﻪ ﻣﻮﺧﻰ
ﻋﻤﻠﻴﺎﺗﻲ ﺑﺮﻧﺎﻣﻰ
ﺑﻮﺩﺟﻪ
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ﺭﺳﻴﺪﻭﻧﻜﻮ ﺗﻭﻧﻮﻧﻮ ﭘﺮﻳﻜﻯ ﻟﻪ ﺗﻭﻥ ﺷﻮﻳﻮ ﭘﺮﻳﻜﻭ ﺨﻪ ﭘﻪ ﻫﻐﻪ ﻭﺧﺖ ﻛﯥ
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ﻫﺮ ﻭﺭ ﺳﻬﺎﺭ ﭼﯥ ﺯﻣﺮ ﻳﺎﻥ ﻟﻪ ﺧﻮﺑﻪ ﻭﻳ ﺷﻰ ﭘﻮﻫﻴﻯ ﭼﯥ
ﻟﻪ ﺗﺮ ﻮﻟﻮ ﭼﭙﻮ ﻏﺮ ﻮﻧﻪ ﺑﺎﻳﺪ ﻛﻧﺪﻯ ﻭﻯ
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ﺎﺭﻧﻪ ﺍﻭ ﻧﻈﺎﺭﺕ
ﺍﻭﻭﻡ ﻓﺼﻞ
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ﺎﺭﻝ ﺍﻭ ﻛﻨﺮﻭﻝ ﻋﺒﺎﺭﺕ ﻟﻪ ﻫﻐﻪ ﭘﺍﻭ 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 ﭘﺍﻭ ﺩ ﺍﺩﺍﺭﻱ ﺩ ﻓﻌﺎﻟﻴﺘﻮﻧﻮ ﭘﻪ ﭘﻼﻥ ﺍﻳﻮﺩﻧﻪ ﺩ ﺑﻨﺴﻴﺰﻩ
ﻣﻮﺧﻮ ﺭﺳﻴﺪﻭ ﻟﭙﺎﺭﻩ ﭘﻪ ﻛﺎﺭ ﻭﻝ ﻛﻴﻯ ،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 ﻭﺭﻭﻲ .ﻧﻮ ﺩﺍ ﻭﻳﻠۍ ﺷﻮ ﭼﯥ ﻛﻨﺮﻭﻝ ﺩ
ﺍﻭﺳﻴﺪﻭﻧﻮﺍﻭ ﺑﺎﻳﺪﻭﻧﻮ ﺗﺮ ﻣﻨ ﺑﺮﺍﺑﺮﻭﻧﻪ ﺍﻭ ﻣﻘﺎﻳﺴﻪ ﺩﻩ ،ﺍﻭ ﺩﺩﻯ ﺩﻭﺍﻭ 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 ﻛﻨﺮﻭﻝ 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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ﺩﺩﯤ ﻟﭙﺎﺭﻩ ﭼﯥ ﻳﻮ ﻣﺪﻳﺮ ﻭﻛﻮﻻﻱ ﺷﻰ ﭘﻪ ﺳﻤﻪ ﺗﻮﮔﻪ ﻛﺎﺭ ﻛﻮﻧﻜﯥ ﻭﺎﺭﻱ ﺍﻭ
ﺍﺻﻼﺣﻰ ﺍﻗﺪﺍﻣﺎﺕ ﺗﺮ ﺳﺮﻩ ﻛﻯ ،ﺑﺎﻳﺪ ﺩ ﻛﻨﺮﻭﻝ ﻳﻮ ﺷﻤﻴﺮ ﻭﺳﺎﻳﻠﻮ ﺨﻪ ﻟﻜﻪ :ﺩ
ﻋﻤﻠﻴﺎﺗﻮ ﻛﻨﺮﻭﻟﻮ ،ﺑﻮﺩﺟﻪ ،ﻛﻮﺭﻧۍ ﺍﺭﺯﻭﻧﻰ ﺁﻣﺎﺭ ﺍﻭ ﺩﺍﺳﻰ ﻧﻮﺭ ﻧﻪ ﻛﺎﺭ ﻭﺍﺧﻠﻲ .
ﻋﻤﻠﻴﺎﺗﻲ ﺎﺭﻧﻪ ﺍﻭ ﻛﻨﺮﻭﻝ :ﻋﻤﻠﻴﺎﺗﻲ ﺎﺭ ﭘﻪ ﺑﻴﻼ ﺑﻴﻠﻮ ﺩﻭﺭﻭﻛﯥ ﻟﻜﻪ ) ﻟﻨ ﻣﻬﺎﻟﻪ
،ﻣﻨ ﻣﻬﺎﻟﻪ ،ﺍﻭﺩ ﻣﻬﺎﻟﻪ ( ﺎﻛﻮﻧﻜۍ ﻧﻘﺶ ﺍﻭ ﻭﻧﻩ ﭘﻪ ﻋﻤﻠﻴﺎﺗﻰ ﺟﻮﻭﻧﻪ ﻛﯥ
ﻟﺮﻯ .ﭼﯥ ﺩﻏﻪ ﻭﺳﻴﻠﻪ ﺩ ﻛﻨﺮﻭﻝ ﺩ ﻛﻤﻰ ﺍﻭ ﻛﻴﻔﻰ ﻟﺤﺎﻇﻪ ﻣﺴﺘﻘﻴﻢ ﺍﻏﻴﺰﻯ ﺩ
ﺯﻳﺩﻭﺩ ) ﺗﻮﻟﻴﺪ ( ﭘﺮ ﻛﭽﻮ ﺩ ﺧﺎﺹ ﺍﺭﺯﺖ ﺩﺭﻟﻮﺩﻧﻜۍ ﺩﻯ .
ﺑﻮﺩﺟﻮﻯ ﺎﺭﻧﻪ ﻳﺎ ﻛﻨﺮﻭﻝ :ﻣﺪﻳﺮﻳﺎﻥ ﺩ ﺑﻮﺩﺟﻰ ﻟﻪ ﺎﻛﻠﻮ ﺳﺮﻩ ﭘﺮﻮﻟﻮ 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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ﺎﻧﮕۍ ﻛﻨﺮﻭﻝ
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ﭘﻠﻨﻪ ﯾﺎ ﻧﻈﺎﺭﺕ
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ﻫﻐﻪ ﻫﻪ ﭼﯥ ﻳﻮ ﻣﺪﻳﺮ ﺩ ﻳﻮﻯ ﺑﺮﻧﺎﻣﻰ ﻳﺎ ﻋﻤﻠﻴﺎﺗﻮ ﺩ ﭘﻴﺎﺩﻩ ﻛﻮﻟﻮ ﻟﭙﺎﺭﻩ ﺳﺮ ﺗﻪ ﺭﺳﻮﻯ ﺗﺮﻮ ﭘﻮﺭﻯ ﺩ ﺳﻢ
ﺍﻭ ﻧﺎ ﺳﻢ ﻓﻌﺎﻟﻴﺖ ﻣﻴﺰﺍﻥ ﻻﺱ ﺗﻪ ﺭﺍﻭﻯ .
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ﻭﺧﺖ :ﻫﻐﻪ ﻭﺧﺖ ﺍﻭ ﺯﻣﺎﻥ ﭼﯥ ﺩ ﭘﻠﻨﻰ ﺍﻭ ﺳﺮﭘﺮﺘﻰ ﻛﺎﺭ ﻟﭙﺎﺭﻩ ﭘﻪ ﻟﮕﺖ ﺭﺳﻴﻯ
؛ ﻳﻌﻨﻰ ﻣﺪﻳﺮ ﺗﺮ ﻛﻮﻣﻪ ﺍﻧﺪﺍﺯﻯ ﺩ ﭘﻠﻨﻰ ﻟﭙﺎﺭﻩ ﻭﺧﺖ ﻟﺮﻯ ؟
ﺩ ﻛﺎﺭ ﺍﻭ ﻓﻌﺎﻟﻴﺖ ﭘﻴﭽﻠﺘﻴﺎ ﺍﻭﺮﻧﮕﻮﺍﻟۍ :
ﺩﺍ ﻣﺴﻠﻪ ﺩﺩﻱ ﭘﻪ ﺧﺎﻃﺮ ﻣﻬﻤﻪ ﺩﻩ ﭼﯥ ﻮﻝ ﻛﺎﺭﻭﻧﻪ ﻳﻮ ﻭﻝ ﻧﺪﻯ ﺍﻭ ﺩ ﻫﻐﻮ ﭘﻠﻨﻪ ﻳﻮ
ﻟﻪ ﺑﻠﻪ ﺗﻮﭘﻴﺮ ﻟﺮﻯ .
ﺩ ﻋﻤﻠﻴﺎﺗﻮ ﻴﻨﮕﺖ ) ﺛﺒﺎﺕ( ﻛﻪ ﻋﻤﻠﻴﺎﺕ ﺛﺎﺑﺘﻪ ﺑڼﻪ ﻭﻧﻠﺮﻯ ﺩ ﻫﻐﻪ ﭘﻠﻨﻪ ﻫﻢ
ﺳﺘﻮﻧﺰﻣﻨﻪ ﺩﻩ .
ﺩ ﻻﺱ ﻻﻧﺪﻭ ﻛﺎﺭ ﻛﻮﻭﻧﻜﻮ ﻏﻮﺭﻩ ﻭﺍﻟۍ ) ﺷﺎﻳﺴﺘﮕۍ ( ﻫﺮ ﻮﻣﺮﻩ ﭼﯥ ﻏﻯ ﺩ ﻛﺎﺭ
ﺷﺎﻳﺴﺘﮕۍ ﻭﻟﺮﻯ ﭘﻪ ﻫﻤﺎ ﻏﻪ ﺍﻧﺪﺍﺯﻩ ﺩ ﻫﻐﻮﻧﻈﺎﺭﺕ ﺁﺳﺎﻧﻪ ﺩﻩ .
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ﺩ ﻭﺍﻙ ﺍﻭ ﺻﻼﺣﻴﺖ ﻭﺭﻛﻩ ﻳﺮﻯ ﮔﻰ ﻟﻪ ﺎﻧﻪ ﺳﺮﻩ ﻟﺮﻯ ﻟﻪ ﻳﻮ ﻟﻮﺭﻱ ﺗﺎﺳﻮﺗﻪ
ﻫﻮﺳﺎﻳﻨﻪ ﺩﺭ ﺑﻰ ﺍﻭ ﺩ ﺍﻭﻧﺪﻩ ﻓﻌﺎﻟﻴﺘﻮﻧﻮ ﻟﭙﺎﺭﻩ ﺯﻳﺎﺩ ﻭﺧﺖ ﺗﺎﺳﻮ ﭘﻪ ﻭﺍﻙ ﻛﯥ
ﺩﺭﻛﻮﻯ .ﺍﻭ ﻟﻪ ﺑﻞ ﻟﻮﺭﻯ ﺩﺍﺩﺍﺭﻯ ﻇﺮﻓﻴﺖ ﭘﻪ ﺑﺸﭙﻩ ﺗﻮﮔﻪ ﭘﻪ ﻛﺎﺭ ﺍﭼﻮﻝ ﻛﻴﻯ ﺍﻭ ﺩ
ﻛﺎﺭ ﻛﻮﻧﻜﻮ ﺩ ﭘﺮﺍﺧﺘﻴﺎ ﺯﻣﻴﻨﻪ ﺩﻛﺎﺭ ﻛﻮﻟﻮ ﻟﻪ ﻟﻴﺎﺭﻯ ﺩ ﻏﻮﺘﻞ ﺷﻮﻳﻮ ﺩﻧﺪﻭ ﭘﺮ ﻣﺦ
ﻣﺴﺎﻋﺪ ﻭﻯ ﻛﺎﺭ ﻛﻮﻧﻜﻮ ﺗﻪ ﺩ ﻳﺮﻭ ﻣﺴﻮﻭﻟﻴﺘﻨﻮ ﺳﭙﺎﺭﻝ ﺍﻭ ﻭﺭﻛﻩ ﻫﻐﻮ ﻯ ﺗﻪ
ﺩﻫﻮﻧﻰ ﺍﻭ ﺧﻮﺯﺖ ﺑﺎﻋﺚ ﻛﻴﻯ .
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ﺍﻳﺰﻳﻦ ﻫﺎﻭﺭ ﺩﺩﻱ ﭘﻪ ﺍﻭﻧﺪ ﻳﻮ ﺍﺻﻞ ﻟﺮﻱ ﺍﻭ ﺩﺍ ﺍﺻﻞ ﻟﻪ ﻣﻮ ﺳﺮﻩ ﻣﺮﺳﺘﻪ ﻛﻮﻯ ﭼﯥ ﺗﺮ
ﻮ ﭘﻮﺭﻯ ﺩﻏﻪ ﻟﻮﻣﻯ ﺗﻮﺏ ﺩﻛﺎﺭ ﺩ ﻭﻳﺶ ﺍﻭ ﻓﻌﺎﻟﻴﺖ ﻟﻪ ﻧﻈﺮﻩ ﭘﻪ ﻠﻮﺭ ﺑﺮﺧﻮ
ﻭﻭﻳﺸﻮ .ﺍﻭ ﺩﺍﻫﻢ ﺩ ﺩﻧﺪﻭ ﺩ ﺍﺭﺯﺖ ﺍﻭ ﺑﻴﻧۍ ﺗﻮﺏ ﭘﻮﺭﻯ ﺍﻩ ﻧﻴﺴﻰ
.۱ﻣﻬﻤﻪ ﺍﻭ ﺑﻴﻧﻰ ﺩﻱ ﺧﭙﻠﻪ ﻣﻮ ﺳﺮﺗﻪ ﻭﺭﺳﻮۍ .
.۲ﻣﻬﻤﻪ ﺩﻱ ﻭﻟﯥ ﺗﺮ ﺍﻭﺳﻪ ﺑﻴﻧﻰ ﻧﺪﻱ .ﻳﻮ ﺿﺮﺏ ﺍﻻﺟﻞ ﺩ ﻛﺎﺭ ﻟﭙﺎﺭﻩ ﻭﺎﻛﻞ 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 ﻣﻮﻟﻭﻯ ﺩﻭﺭﻰ ﭘﻪ ﺑﻬﻴﺮ ﻛﯥ ﺳﺮﺗﻪ ﻭﺭﺳﻮۍ (
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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 ﻭﮔﻭ ﺍﻭ ﭘﺮﺳﻮﻧﻞ ﻣﻬﺎﺭﺗﻮﻧﻪ ﭘﺮﺍﺧﺘﻴﺎﻭﻣﻮﻣﻲ ﺍﻭ ﻫﻐﻮﻯ ﭘﻪ ﺩﻯ ﻭﺗﻮﺍﻧﻴﻯ ﭼﯥ
ﺳﭙﺎﺭﻝ ﺷﻮﻯ ﺩﻧﺪﻯ ﭘﻪ ﻪ ﺗﻮﮔﻪ ﺳﺮ ﺗﻪ ﻭﺭﺳﻮﻱ ﺩ ﺍﻧﺴﺎﻧﻲ ﺳﺮ ﭼﻴﻨﻮ ﻣﺪﻳﺮﻳﺖ ﺩ
ﺍﻧﺴﺎﻧﻲ ﺍﺧﻮﻧﻮ ﺩﺩﺭﻛﻮﻟﻮ ﭘﻪ ﺧﺎﻃﺮ ﭘﻪ ﻳﻮﻩ ﺍﺩﺍﺭﻩ ﻛﯥ ﺍﻭ ﺩ ﻫﻐﻮ ﺩ ﺳﺘﺮﺍﺗﻴﮋﻳﻚ
ﺍﺭﺯﺖ ﭘﻪ ﺧﺎﻃﺮ ﺩ ﺍﻫﻤﻴﺖ ﻭ ﺩﻩ
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ﺩﻧﻮﻳﻮ ﻛﺎﺭ ﻛﻮﻧﻜﻮ ﮔﻤﺎﺭﻝ ) ﺩ ﺗﺸﻮ ﻮﻛﻴﻮ ﺍﻋﻼﻥ ،ﺩ ﻏﻮﺘﻨﻮ ﻳﺎ ﺩﺭ ﺧﻮﺍﺳﺖ
ﺗﺤﻠﻴﻞ ﺍﻭ ﺗﺠﺰﻳﻪ ﺁﺭﺯﻭﻧﻪ ﺍﻭ ﻣﺮ ﻛﯥ ۰
ﺩ ﻣﻬﺎﺭﺗﻮﻧﻮ ﭘﺮﺍﺧﺘﻴﺎ ﺍﻭ ﺍﺗﻴﺎ ) ﺩ ﻛﺎﺭ ﻛﻮﻧﻜﻮ ﺩ ﺯﺩﻩ ﻛﻯ ﺍﻭ ﺁﺯﻣﻮﻳﻨﻲ ﻟﻪ ﻟﻴﺎﺭﻯ ۰
ﺩ ﻫﺮ ﻛﺎﺭ ﻛﻮﻧﻜﯥ ﺩﺍﻃﻼﻋﺎﺗﻲ ﻣﺴﺎﻳﻠﻮ ﺗﺮ ﺗﻴﺐ ﺍﻭ ﺗﻨﻈﻴﻢ ) ﺩ ﭘﻴﺰﻧﺪﻧﻲ ﻟﻨﻳﺰ )ﺧﻠﺺ
ﺳﻮﺍﻧﺢ (ﺩ ﻣﻬﺎﺭﺗﻮﻧﻮ ﺍﻭ ﺗﻮﺍﻧﺎ ﻳﯥ ﭘﻪ ﻫﻜﻠﻪ ﻣﻌﻠﻮ ﻣﺎﺕ ،ﺩ ﻣﻌﺎﺷﺎﺗﻮ ﺩ ﺍﻧﺪﺍﺯﻯ ﺛﺒﺖ
ﺍﻭ ﺩﺍﺳﻰ ﻧﻮﺭ ۰
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ﻨﻰ ﻭﺧﺘﻮﻧﻪ ﺩ ﻣﻌﺎ ﺷﺎﺗﻮ ﺩ ﻭﺭﻛﻯ ﺎﻧﮕﻪ)ﺩﻛﺎﺭﻛﻮ ﻧﻜﻮ ﺩ ﺣﺎﺿﺮﻯ ﺍﻭ ﺩﻭﺧﺖ ﭘﻪ
ﻫﻜﻠﻪ ﺩﻣﻌﻠﻮﻣﺎﺗﻮ ﺭﺍ ﻮﻟﻮﻝ ﺩ ﻛﺴﺮﺍﺕ ﺍﻭ ﻣﺎﻟﻴﺎ ﺕ ﻣﺤﺎ ﺳﺒﻪ ،ﺩﺩﻭﺭﺍﻧﻰ ﭼﻜﻮﻧﻮ
ﺟﻮﻭﻝ ﺍﻭﺩﺭﻛﻮﻝ ﺩ ﻛﺎﺭ ﻛﻮﻧﻜﻮ ﺩ ﻣﺎﻟﻴﻰ ﺭﺍﭘﻮﺭ (ﺍﻧﺴﺎﻧﻲ ﺳﺮ ﭼﻴﻨﻮ .ﭘﻮﺭﻯ ﺍﻩ
ﻧﻴﺴﻰ ﺍﻭ ﭘﻪ ﻳﻮ ﺷﻤﻴﺮ ﺍﺩﺍﺭﻭ ﻛﯥ ﺩ ﻣﺎﻟﻲ ﺎﻧﮕﻮ ﻣﺮ ﺑﻮﻁ ﻛﻴﻯ ۰
ﺩ ﻭﺧﺖ ﺗﻨﻈﻴﻤﻮﻝ ﺩﻛﺎﺭ ﻮﺍﻙ ﺍﻭ ﻧﻴﺮﻭ )ﺩﻛﺎﺭ ﻛﻮﻧﻜﻮ ﺁﺭﺯﻳﺎﺑﻰ ﺩ ﻫﻐﻮ ﺩ ﻭﺧﺖ ﻧﻪ ﺩ
ﻛﺎﺭ ﺍﺧﻴﺴﺘﻨﻲ ﺍﻭ ﺍﺟﺮﺍﺍﺗﻮ ﭘﻪ ﺍﻭﻧﺪ ﺩﻯ ۰
ﺩ ﮔﻮ ﺍﻭ ﺍﻣﺘﻴﺎﺯﺍﺗﻮ ﺟﻮﻭﻧﻪ ﺍﻭ ﺗﻨﻈﻴﻢ ) ﭘﻪ ﮔﻮﺭﻭ ﭘﺮﻭ ﮔﺮﺍﻣﻮﻧﻮ ﻛﯥ ﮔﻭﻥ ﻟﻜﻪ :
ﺭﻭﻏﺘﻴﺎﻳﯥ ﺎﺭ ﺍﻭ ﻣﺮﺍﻗﺒﺖ ،ﺑﻴﻤﻪ ،ﺍﻭ ﺩﯤ ﺗﻘﺎﻋﺪ ﭘﻼﻥ ۰
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ﻛﻠﻴﺪﻱ ﻣﻮﺧﻰ
ﺍﻭ
ﺗﻘﺎﻋﺪ
ﻇﺮ ﻓﻴﺖ
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ﻣﻮﺧﻰ
ﺩﻛﺎﺭ ﻛﻮﻧﻜﻮ ﺩ ﻛﻠﻴﺪﻯ “ ﺑﺎﺯﺍﺭﻣﻮﻧﺪﻧﻪ ”
ﻇﺮﻓﻴﺘﻮﻧﻮ ﻟﻨﻩ ﭘﻴﮋﻧﺪﻧﻪ ﭘﻠﻨﻪ ﺍﻭ ﺩﻛﺎﺭ ﻛﻮﻧﻜﻮ ﺎﻛﻨﻪ
5%
10%
15%
ﺩﻛﺎﺭﻯ ﻮﺍﻙ ﭘﻼﻥ ﺟﻮﻭﻝ
ﺩ ﺍﺳﺘﺨﺪﺍﻣﻮﻟﻮ ﻣﺮ ﺣﻠﯥ
70%
ﺩﺑﺸﺮﻱ ﻮﺍﻙ ﭘﺮﺍﺧﺘﻴﺎ
ﺩ ﻇﺮ ﻓﻴﺘﻮﻧﻮ ﻟﻮ ﺑﻴﻮﻝ ﺍﻭ ﻻﺭﻮﻧﻪ
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ﻛﻧﻼﺭﻯ :ﺩﻣﻬﺎﺭﺕ
ﺩﺯﺩﻩ ﻛﻱ ﻟﻪ ﻟﻴﺎﺭﻯ ﺩ ﻇﺮ ﻓﻴﺘﻮﻧﻮ ﻟﻮﻭﺍﻟۍ ﭘﻼﻧﻮﻝ ﺍﻭ ﭘﺮﺍﺧﺘﻴﺎ
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ﺩﺩ ﻧﺪ ﻭ ﻻﯾﺤﻪ
ﭘﻪ ﺭﺍﺗﻠﻮﻧﻜﯥ ﻛﯥ ﺩ ﻛﺎﺭ ﻛﻮﻧﻜﻮ ﺩ ﭘﺮﺍﺧﺘﻴﺎ ﻟﻴﺮﻯ ﻟﻴﺪ ) ﺩ ﻣﻬﺎﺭﺕ ﭘﻼﻥ ﺍﻳﻮﻧﻲ (
ﺩﻧﺪﻱ ﺍﻭ ﻧﻮﺭ ﻯ ﻭﻧﻯ !!!
ﺩﺩﻧﺪﻭ ﻻﻳﺤﻪ ﻭﺧﺖ ﭘﻪ ﻭﺧﺖ ﺑﺎﻳﺪ ﻧﻮﻱ ﺷﻰ !
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ﭘﻴﮋﻧﺪﻧﻪ )ﻣﻌﺮﻓﯽ(
ﮐﺎﺭﯼ ﺍﺟﺮﺍﺍﺕ
ﺩﻗﻀﻴﻮ ﺩ ﻟﻮﺳﺘﻠﻮ ﭘﻪ ﺑﻬﻴﺮ ﻛﯥ ﺩﺍﺭﺯﻭﻧﻰ ﻣﺮ ﻛﺰ
ﺗﻠﯿﻔﻮﻧﯽ ﻜﺮ
ﻟﻤﻧۍﻭﺭﻰ ﺩ ﻧﻮﻳﻮ ﺩﻧﺪﻭ ﻳﺮﻯ ﺑﺎﺍﺭﺯﺘﻪ ﺍﻭ ﻣﻬﻤﻪ ﺩﻱ ۰ﻜﻪ ﭼﯥ ﻛﺎﺭ ﻛﻮﻧﻜﻰ ﻳﻮ
ﺎﻧﮕۍ 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 ﺍﻳﻜﻰ ﺩ ﻣﺸﺮۍ ﻟﻪ
ﻟﻴﺎﺭﻯ ﻪ ﻭﻝ ﻓﻜﺮ ﻛﻮﻯ ﺍﻭ ﺑﺮ ﺩﺍﺷﺖ ﻨﻰ ﺍﺧﻠﻰ ۰
ﺑﺎﻳﺪ ﻮﻟﻰ ﺍﺗﻴﺎﻭﻯ ﺩ ﻪ ﭘﻴﻞ ﻟﻴﺎﺭﻯ ﻭﺭﺗﻪ ﭼﻤﺘﻮ ﺍﻭ ﺁﻣﺎﺩﻩ ﺷﻰ ﺩﺩﻏﻮ ﺩﻭﺍﻣﺪﺍﺭﻩ ﺍﻭ
ﮔﻮﺭﻭ ﺍﺟﺮﺍﺍﺗﻮ ﺩ ﺑﺎﻭﺭﻯ ﻛﻴﺪﻟﻮ ﭘﻪ ﺧﺎﻃﺮ ﻳﻮﻩ ﺩﻭﺭﻩ ﺩ ﺁﺯﻣﻮ ﻳﺖ ﭘﻪ ﻟﻤﻧﻰ ﺳﺮ ﻛﯥ
ﻳﺮﻩ ﻣﻬﻤﻪ ﺩﻩ ﭘﻪ ﺩﻯ ﺗﻮﮔﻪ ﺩ ﺁﺯﻣﻮ ﻳﺖ ﺩﻭﺭﻩ ﻳﻮﻩ ﻳﺮﻩ ﺑﺎ ﺍﺭﺯﺘﻪ ﺍﻭ ﻣﻬﻤﻪ ﺧﻮﺍ ﺍﻭ
ﺟﻨﺒﻪ ﺩﺍﻧﺴﺎﻧﻰ ﺳﺮ ﭼﻴﻨﻮ ﺩ ﻣﺪﻳﺮﻳﺖ ﺑﻠﻞ ﻛﻴﻯ ۰
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ﻧﻮﻯ ﻛﺎﺭ ﻛﻮﻧﻜﻰ ﻟﻪ ﻧﻮﻱ ﺩﻧﺪﻱ ﺳﺮﻩ ﺁﺷﻨﺎ ﻛﻯ ﺩ ﻛﺎﺭﻱ ﭼﺎﭘﻴرﻳﺎﻝ ﭘﻪ ﺷﻤﻮﻝ
ﻭﻧﻱ ﺍﻭ ﻣﺴﻮﻟﻴﺘﻮﻧﻪ .ﭼﯥ ﻫﻐﻪ ﭘﻮﺭﻯ ﺍﻩ ﻟﺮﻯ ﻭﺭ ﻭﭘﻴﮋﻧۍ ۰
ﺩ ﻛﺎﺭ ﺩﻣﺤﻞ ﺎﻧﮕﻰ ﺍﻭ ﻮﻟﻰ ﺍﺩﺍﺭﻯ ﻧﻮﻳﻮ ﻫﻤﻜﺎﺭﺍﻧﻮ ﺗﻪ ﻭﺭ ﻭﭘﻴﮋﻧۍ ۰
ﺩﻏﻪ ﺍﺣﺴﺎﺱ ﭘﻪ ﻛﺎﺭ ﻛﻮﻧﻜﯥ ﻛﯥ ﭘﻴﺪﺍ ﻛۍ ﭼﯥ ﺧﭙﻞ ﺎﻥ ﮊﺯ ﺗﺮ ﮊﺭﻩ ﺩ ﻧﻮﻯ
ﺎﻧﮕﻰ ﻏۍ ﻭﺷﻤﻴﺮﻱ ۰ﺍﻭ ﻳﻮﻩ ﻓﻀﺎ ﺩ ﻪ ﺭﺍﻏﻼ ﺳﺖ ﺍﻭ ﺍﺳﺘﻘﺒﺎﻟﻴﻪ ﻭﺭﺗﻪ ﺟﻮﻩ
ﻛﻯ ﺍﻭ ﻫﻐﻪ ﺩﺩﻧﺪﻯ ﭘﻪ ﺍﻭﻧﺪ ﻭﻫﻮۍ ﺗﺸﻮﻳﻖ ﻳﯥ ﻛﻯ ۰
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ﻣﺎﻟﻰ ﻣﺪﻳﺮﻳﺖ
ﻧﻬﻢ ﻓﺼﻞ
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ﺑﻮﺩﺟﻪ ﺟﻮﻭﻝ
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-۱ﺍﺣﺼﺎﯾﯿﻪ
-۲ﭘﻼﻥ ﺍﻳﻮﺩﻧﻪ
-۳ﻣﺤﺎﺳﺒﻪ
-۴ﺩ ﻟﮕﺘﻮﻧﻮ ﻣﺤﺎﺳﺒﻪ ) ﮐﻠﮑﻮﻟﯿﺸﻦ(
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ﭘﻮﺭﻭﻧﻪ )ﻗﺮﻭﺽ( ﯾﺎ :Loansﭘﻮﺭﻭﻧﻪ ﻳﻮ ﻮ ﻭﮔﻭ ﺗﻪ ﺩﻭﺍﻙ ﻟﻪ ﺳﭙﺎﺭﻟﻮ ﺨﻪ ﻋﺒﺎﺭﺕ ﺩﻯ
۰ﭼﯥ ﭘﻪ ﺭﺍﺗﻠﻮﻧﻜﯥ ﻛﯥ ﺩ ﻫﻐﻪ ﭘﻪ ﺑﺪﻝ ﻟﻪ ﻳﻮ ﺍﻧﺪﺍﺯﻯ ﮔﻰ ﺳﺮﻩ ﻭﻯ ﭘﺮﺗﻪ ﻟﻪ ﺩﻯ ﻫﻐﻪ
ﺍﻟﺤﺴﻨﻪ ﭘﻮﺭ ﻭﻳﻞ ﻛﻴﻯ ﺍﻭ ﭘﻪ ﺩﻭ ﺑﺮﺧﻮ ﻭﻳﺸﻞ ﻛﻴﻯ 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 ﻭﺭﻛﻝ ﺷﻰ ۰ﻟﻜﻪ :ﺩﻭﺭﻛﻮﻟﻮ
ﻭ ﻣﺰﺩ ﺍﻭﺩﺍﺳﻰ ﻧﻮﺭ ۰
zﺍﻭﺩ ﻣﻬﺎﻟﻪ ﭘﻮﺭﻭﻧﻪ :Long Term Loansﺩ ﻮ ﻛﺎﻟﻮﻧﻮ ﺍﻭﻳﺎ ﻮ ﻣﺎﻟﻲ ﺩﻭﺭﻭ
ﻟﭙﺎﺭﻩ ﺩﻭﺍﻙ ﻟﻪ ﺳﭙﺎﺭﻟﻮﺨﻪ ﻋﭙﺎﺭﺕ ﺩﻩ ﭼﯥ ﻭﺭﺳﺘﻪ ﻟﻪ ﻫﻐﻪ ﺑﺎﻳﺪ ﻭﺭﻛﻝ 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
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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 ،ﭘﺎﻧﻰ ﺍﺟﻮﻧﻰ ﻓﻌﺎﻟﻴﺘﻮﻧﻮ ﺍﻭ
ﻣﺎﻟﻰ ﻓﻌﺎﻟﻴﺘﻮﻧﻮ ﭘﻪ ﺗﻮﻪ ﺟﻼ ﻛﻮﻱ .
ﺍﺟﺮﺍﺋﻴﻮﻯ ﻓﻌﺎﻟﻴﺘﻮﻧﻪ :ﻟﻪ ﻫﻐﻪ ﻓﻌﺎﻟﻴﺘﻮﻧﻮ ﺨﻪ ﻋﺒﺎﺭﺕ ﺩﻩ ﭼﻲ ﭘﻪ
ﺳﻮﺩﺍﺮﻯ ﻣﺎﻟﻮﻧﻮ ﺩ ﺭﺍﻧﻴﻮﻟﻮ ﺧﺮﻮﻟﻮ ﺍﻭ ﺗﻮﻟﻴﺪ ﻳﺎ ﺩ
ﺍﺧﻴﺴﺘﻮﻧﻜﻮ ﺗﻪ ﺩﺧﺪﻣﺘﻮﻧﻮ ﻭﺍﻧﺪﻯ ﻛﻮﻟﻮ ) ﺩﻳﻮﻯ ﺍﺩﺍﺭﻯ ﺩ ﻟﺘﻮ ﻧﻮ
ﭘﻪ ﻭﻥ( ﻟﭙﺎﺭﻩ ﺳﺮﺗﻪ ﺭﺳﻴﻯ .
ﺩﭘﺎﻧﻰ ﺍﭼﻮﻧﻰ ﻓﻌﺎﻟﻴﺘﻮﻧﻪ :ﻟﻪ ﻫﻐﻮ ﻓﻌﺎﻟﻴﺘﻮﻧﻮ ﺨﻪ ﻋﺒﺎﺭﺕ ﺩﻯ ﭼﻲ
ﻓﻌﺎﻟﻴﺘﻮﻧﻪ ﻟﻜﻪ ﺩ ) ﻭﺭﻛﻯ ،ﭘﻮﺭﻧﻮ ﻣﻮﻧﺪﻝ ،ﺩ ﻓﺎﺑﺮﻳﻜﻰ ﺩ ﻮﻝ
ﭘﻠﻮﺭﻝ ،ﻧﻮﺭﻯ ﺷﺘﻤﻨﻰ ،ﭘﺎﻧﻰ ﺍﭼﻮﻧﻰ ﺷﺘﻤﻨﻴﻮ ﺭﺍﻧﻴﻮﻝ ﺍﻭ
ﭘﺮﺗﻪ ﻟﻪ ﺑﺎﺍﺭﺯﺘﻪ ﺍﺳﻨﺎﺩﻭ ﺍﻭ ﺩﺍﺳﻰ ﻧﻮﺭ (...........ﭘﻜﻰ 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
ﻏۍ ﻭﮔﻯ ﺗﻪ ﺩ ﺍﺩﺍﺭﻯ ﺩ ﻓﻌﺎﻟﻴﺘﻮﻧﻮ ﭘﻪ ﻫﻜﻠﻪ ﻣﻌﻠﻮﻣﺎﺕ ﻭﺭﻛﻝ ﺷﻰ ﺍﻭ ﺗﺮ ﻮﻟﻮ ﻏﻮﺭﻩ ﻻﺭﻩ ﺩ ﻣﻌﻠﻮﻣﺎﺗﻮ
ﺩ ﻭﺍﻧﺪﻯ 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(
zﺩﮔﻰ ﺍﻭ ﺯﻳﺎﻧﻮﻧﻮ ﺩ ﺑﻴﺎﻥ ﺩ ﺣﺴﺎﺏ ﺷﺮﺣﻪ ) ﺩ ﮔﻰ ﺍﻭ ﺯﻳﺎﻧﻮﻧﻮ ﺣﺴﺎﺏ (
zﺩ ﻧﻐﺪﻯ ﺑﻬﻴﺮ ﺑﻴﺎﻥ ﺩ ﺣﺴﺎﺏ ﺷﺮﺣﻪ ) ﺩ ﭘﻴﺴﻮ ﺩ ﻧﻐﺪﻯ ﺑﻬﻴﺮ ﺑﻴﺎﻥ (
ﻳﺎﺩﻭﻧﻪ :ﻫﻐﻪ ﻭﮔﻯ ﭼﯥ ﺑﻬﺮ ﻧﻰ ﺣﺴﺎﺑﺪﺍﺭﻯ ﺗﻪ ﺍﺗﻴﺎ ﻟﺮﻯ ﻻﻧﺪﻯ ﻛﺴﺎﻥ ﺩﻯ :
zﺩ ﻛﻤﭙﻨﻴﻮ ﺧﺎﻭﻧﺪﺍﻥ
zﭘﻮﺭ ﻭﺭﻛﻮﻧﻜﯥ
zﺍﻭﻧﺪﻯ ﺍﺗﺤﺎﺩﻯ ) ﺳﻮ ﺩﺍﮔﺮﻯ ﺍﻭ ﻛﺎ ﺭ ﮔﺮﻯ (
zﺩﻭﻟﺘﻰ ﺍﺩﺍﺭﻯ
zﻣﺸﺘﺮﯾﺎﻥ ) ﺍﺧﻴﺴﺘﻮﻧﻜﯥ (
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ﺑﻬﺮﻧﻰ ﺣﺴﺎﺑﺪﺍﺭﻯ
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ﺷﺘﻤﻨﻰ
-۱ﺛﺎﺑﺘﻰ ﺷﺘﻤﻨﻰ -۲ﮔﺮﻨﺪﻩ ﺷﺘﻤﻨﻰ
ﻭﺭﻛﻝ ﺷﻮﻯ ﭘﻮﺭﻭﻧﻪ ﺩﺑﻴﻼﻧﺲ ﺷﻴﺚ ﺩ ﺣﺴﺎﺏ ﺷﺮﺣﻪ
-۱ﻟﻨ ﻣﻬﺎﻟﻪ ﺍﻭ ﺍﻭﺩ ﻣﻬﺎﻟﻪ ﭘﻮﺭﻭﻧﻪ
+ﭘﺎﻧﮕﻪ
ﻋﻮﺍﯾﺪ ﺩ ﺭﺍﻏﻠﻮ ﺣﺴﺎﺑﻮﻧﻮ ﺷﺮﺣﻪ
ﻟﮕﺘﻮﻧﻪ
ﺭﺍﻏﻠﻰ ،ﺭﺳﯿﺪﻟﻰ ﺩﭘﻴﺴﻮ ﻧﻐﺪﻯ ﺑﻬﻴﺮ ﺩ ﺣﺴﺎﺏ ﺷﺮﺣﻪ
ﻭﺭﻛﻮﻧﻰ
ﮔﻪ ﺩﮔﻰ ﺍﻭ ﻧﻘﺼﺎﻥ ﺣﺴﺎﺏ
ﺿﺮﺭ ) ﻧﻘﺼﺎﻥ (
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ﺩﺍﺩﺍﺭﻯ ﺍﻭ ﺩ ﻫﻐﻰ ﺩﺩﻧﻨﻪ ﺍﻭﺑﻬﺮ ﻭﮔﻭ ﭘﻪ ﻫﻜﻠﻪ ﻣﻌﻠﻮﻣﺎﺕ ﺩ ﻻﻧﺪﻧﻴﻰ ﺣﺴﺎﺏ ﺩ ﺷﺮﺣﻰ
ﭘﻪ ﻣﺮﺳﺘﻪ ﻛﻴﺪﺍﻯ ﺷﻰ :
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ﺗﻔﺘﯿﺶ:
ﺩ ﺗﻔﺘﯿﺶ ﻣﻌﻨﻰ :ﭘﻠﻨﻪ ،ﺍﻭ ﻟﻮﻝ ﺩﻯ ۰
ﺩ ﺗﻔﺘﯿﺶ ﺗﻌﺮﯾﻒ :ﺩ ﺭﺍ ﺗﻠﻮﻧﻜﯥ ﻛﻨﺮﻭﻝ ﻳﻮ ﻭﻝ ﺩﻯ ﭼﯥ ﺩ ﻣﺎﻟﻰ ﺍﻭ ﺣﺴﺎﺑﻰ ﻓﻌﺎﻟﻴﺘﻮﻧﻮ ﭘﻪ
ﭘﺎﻯ ﻛﯥ ﻣﻨ ﺗﻪ ﺭﺍﻰ 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 ﻭﺭﺳﻴﻯ ﺩ ﺗﻴﺮ ﺷﻮﻯ ،ﺭﻭﺍﻥ ﺍﻭ
ﺭﺍﺗﻠﻮﻧﻜﯥ ﻋﻤﻠﻴﻮ ﻓﻌﺎﻟﻴﺘﻮﻧﻮ ﺩ ﺎﻛﻞ ﺷﻮﻯ ﻣﻮﺧﻮ ﺍﻭ ﻣﻮﺍﺯﻳﻨﻮ ﻣﻄﺎﺑﻖ ﺍﻭ ﺩ ﻓﻌﺎﻟﻴﺘﻮﻧﻮ ﺩ
ﮔﻮﺭﺗﻴﺎ ،ﺍﻏﻴﺰﻣﻨﺘﻴﺎ ،ﺍﻭ ﺍﻗﺘﺼﺎﺩﻯ ﺮ ﻧﮕﻮﺍﻟﻲ ﺩﻩ ۰
ﺩﻛﻨﺮﻭﻝ ﺍﻭ ﺗﻔﺘﻴﺶ ﭘﻴﮋﻧﺪﻧﻪ :ﺩ ﻏﻮﺘﻞ ﺷﻮﻯ ﺍﻭ ﺎﻛﻞ ﺷﻮﻳﻮ ﻣﻌﻴﺎﺭﻭﻧﻮ ﺍﻭ ﺳﺘﻨﺪﺭﺩﻭﻧﻮ ﭘﻪ
ﻭﺍﻧﺪﻯ ﺩ ﻓﻌﺎﻟﻴﺘﻮﻧﻮ ﺩﻭﺍﻣﺪﺍﺭﻩ ﻴﻝ 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 ﺭﺳﻴﻯ .
ﺗﻴﺮ ﺗﻔﺘﻴﺶ ) ﻣﺨﻜﻴﻨﻰ ﺗﻔﺘﻴﺶ ( :ﺩﻏﻪ ﻭﻝ ﺗﻔﺘﻴﺶ ﻟﺘﻮﻧﻮ ﻟﻪ ﺳﺮﺗﻪ ﺭﺳﻴﺪﻭ ﺨﻪ .٢
ﺩﻣﺨﻪ ﺻﻮﺭﺕ ﻣﻮﻣﻰ.
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ﺗﻴﺮ ﺗﻔﺘﻴﺶ ) ﻣﺨﻜﻴﻨﻰ ﺗﻔﺘﻴﺶ ( :ﺩﻳﻮﻩ ﻓﻌﺎﻟﻴﺖ ﺩﺍﺟﺮﺍ ﭘﻴﻠﻮﻟﻮ ﺗﻪ ﻭﺍﺋﻰ ﺩﭘﻼﻥ .١
ﺍﻳﻮﺩﻧﻰ ،ﺑﺮﻧﺎﻣﻰ ﺟﻮﻭﻟﻮ ،ﺍﺟﺮﺁﺗﻮﺗﻪ ﺗﻴﺎﺭﻯ ﺍﻭ ﻓﻌﺎﻟﻴﺘﻮﻧﻮ ﻣﺮﺣﻠﻰ ﭘﻪ ﺩﻯ ﭘﺍﻭ 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 ﻛﻴﻯ .
ﻭﺭﻭﺳﺘﻰ ﺗﻔﺘﻴﺶ :ﺩﻣﺎﻟﻰ ﺍﻭ ﺍﻗﺘﺼﺎﺩﻯ ﻓﻌﺎﻟﻴﺖ ﭘﻪ ﭘﺎﻯ ﻛﻰ ﺻﻮﺭﺕ ﻣﻮﻣﻰ . .٣
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ﭘﻪ ﻓﻮﻕ ﺍﻟﻌﺎﺩﻩ ﺗﻮﻪ ﺍﻭ ﻳﺎ ﺩ ﭘﻼﻥ ﺳﺮﻩ ﺳﻢ ﺩ ﺗﻔﺘﻴﺶ ﻭ ﻣﺮﺟﻊ ﺎﻛﻨﻪ ﺍﻭ ﺩ ﻭﺍﻙ ﻟﻴﻚ
ﭘﺮﻧﺴﻴﺐ ﺩﻫﻴﺖ ﺗﻮﻇﻴﻔﻮﻝ ﺍﻭ ﺗﺮ ﻴﻧﻰ ﻻﻧﺪﻯ ﻣﺮﺍﺟﻌﻮ ﻟﻤﻧﻰ ﺳﺮﻭﻯ ﺩﻛﺎﺭ ﺩ ﺷﺮﺍﻳﻄﻮ
ﭘﻪ ﭘﺎﻡ ﻛﻰ ﻧﻴﻮﻟﻮ ﺳﺮﻩ ﺩ ﺗﻔﺘﻴﺶ ﺩﭘﻼﻥ ﺗﺮﺗﻴﺒﻮﻝ ﺩﻯ .
– ۱ﺩ ﺍﺩﺍﺭﻯ ﺟﻬﺎﺗﻮ ﻴﻝ
• ﺩﻣﻨﻈﻮﺭ ﺷﻮﻯ ﺗﺸﻜﻴﻞ ﺍﻭ ﺩﻳﻮﺍﺩﺍﺭﻯ ﺩﻛﺎﺭﻭﻧﻮ ﺮﻧﻮﺍﻟﻰ ﻟﭙﺎﺭﻩ ﺩ ﺩﻧﺪﻭ ﺩﻻﻳﺤﻰ
ﻣﻄﺎﻟﻌﻪ ﻛﻮﻝ ﺩﻯ .
• ﺣﺎﺿﺮﻯ ﺩ ﺩﻓﺘﺮ ﻛﺘﻞ ﺍﻭ ﺩﻣﻌﺎﺵ ﻟﻪ ﻟﻪ ﺭﺍﭘﻮﺭ ﺳﺮﻩ ﻫﻤﺪﺍﺭﻧﻪ ﺩ ) ﻡ – ( ۴۱ﻓﻮﺭﻡ
ﺳﺮﻩ ﺩﻫﻐﻰ ﺗﻄﺒﻴﻘﻮﻝ ﺩﻯ ﺩﺍ ﻛﺎﺭ ﺩ ﺩﻯ ﻟﭙﺎﺭﻩ ﻛﻮﻭ ﭼﻲ ﺎﻥ ﺍﺩﻩ ﻛﻭ ﺍﻭ ﻭﺭﺳﺘﻪ ﺩﻏﻪ
ﺭﺍﭘﻮﺭ ﺑﺎﻳﺪ ﺩ ﻣﻌﺎﺵ ﻟﻪ ﺍﺳﺘﺤﻘﺎﻕ ﺳﺮﻩ ﻣﻘﺎﻳﺴﻪ ﻛﻭ .
• ﺩ ﺗﺤﻮﻳﻠﺨﺎﻧﻮ ﺩ ﺷﻤﻴﺮﻯ ،ﺩ ﺟﻨﺴﻰ ﺍﻭ ﻧﻘﺪﻯ ﻣﻌﺘﻤﺪﻳﻨﻮ ﭘﻪ ﻫﻜﻠﻪ ﺩ ﻣﻌﻠﻮﻣﺎﺗﻮ ﻻﺳﺘﻪ
ﺭﺍﻭﻝ .
• ﺩﺗﺤﻮﻳﻠﺨﺎﻧﻰ ﺍﻭﺳﻴﻒ ﻣﻮﺟﻮﺩﻭﻝ ) ﺩﻗﻴﺪﻳﺖ ﭘﻪ ﻭﻝ ( ﺍﻭ ﻟﻪ ﺩﻓﺘﺮﺳﺮﻩ ﺩﻫﻐﻪ ﺗﻄﺒﻴﻘﻮﻝ ﺩ
ﺎﻥ ﺩ ﺍﻩ ﻛﻮﻟﻮﻟﭙﺎﺭﻩ ﺩ ﺍﻣﺎﻧﺖ ﺩﺍﺭﻯ ﺩ ﺍﺻﻞ ﭘﺮﻧﺴﻴﺐ ﺍﻭ ﺩ ﺩﻧﻤﻮﻧﻪ ﻭﻯ ﭘﺎﻳﻠﻮ ﺍﻭ
ﺣﺴﺎﺑﻰ ﻣﻘﺮﺭﺍﺗﻮ ﺗﺎﻣﻴﻨﻮﻝ ﺩﻯ .
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ﻴﻧﻰ ﺩ ﺗﺨﺼﻴﺼﺎﺗﻮ ﻟﻪ ﺩﻓﺘﺮ ﺨﻪ ﭼﻲ ) ﻡ – ( ۲۰ﻭﺭﺗﻪ ﻭﺍﺋﻰ ﺍﻭ ﻣﻨﻈﻮﺭ ﺷﻮﻯ ﺩﻯ ﺻﻮﺭﺕ •
ﻣﻮﻣﻰ ﺍﻭﻫﻤﺪﺍ ﺭﻧﻪ ﻟﺘﻮﻧﻪ ﭼﻲ ﺗﺨﺼﻴﺼﺎﺗﻮ ﺗﻪ ﭘﻪ ﻛﺘﻨﻰ ﺳﺮﻩ ﺳﺮﺗﻪ ﺭﺳﻴﻯ ﺍﻭ ﻭﺭﺳﺘﻪ ﻟﻪ ) ﻡ –
( ۲۲ﺩﻓﺘﺮ ﺳﺮﻩ ﺗﻄﺒﻴﻖ ﻛﻴﻯ ﭼﻲ ﺩﺍ ﺩﻓﺘﺮ ﺩ ﺩﻩ ﻟﺘﻮﻧﻮ ﺩﻓﺘﺮ ﺩﻩ .
ﺩﻗﻄﻌﻰ ﺭﺍﭘﻮﺭ ﻟﻪ ﺟﻮﻭﻟﻮ ﺨﻪ ﺎﻥ ﺍﻩ ﻛﻮﻝ ﺍﻭ ﻣﺎﻟﻴﻰ ﻭﺯﺍﺭﺕ ﺗﻪ ﺩﻫﻐﻪ ﻟﻴﺩﻭﻝ . •
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 ﺩﻓﺘﺮﻴﻧﻪ ﺷﺘﻤﻨﻴﻮ ﻭﺻﻮﻝ ﺍﻭ ﺩﻫﻐﻰ ﺍﺟﺮﺍﻛﻮﻝ ﺍﻭﻧﺪﻭ
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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ﮐﻨﺘﺮﻭﻝ
ﺛﺒﺘﻮﻝ
ﺭﺍﭘﻮﺭ ﻭﺭﻛﻮﻧﻪ
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ﮐﻨﺘﺮﻭﻟﻮﻝ
-۵ﺍﺟﺮﺍﺕ ) ﻛﻧﻰ (
-۴ﺩ ﻣﻨﻈﻤﻮ ﮔﺎﻣﻮﻧﻮ
ﺑﻨﺴ ﺍﻳﻮﺩﻧﻪ
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ﻭﺧﺖ
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ﻋﺎﻣﻪ ﺍﺩﺍﺭﻩ
ﻛﺎﺭ ﻛﻮﻧﻜﯥ
)ﻏﻮﺍﻯ ﭘﻪ ﻣﺴﻠﻜﯥ ﺗﻮﮔﻪ ﻛﺎﺭ ﻭﻛﻯ (
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ﺁﻳﺎ ﺯﻣﻮ ﻛﺎﺭﻯ ﭘﺎﻳﻠﻲ ﺯﻣﻮ ﺩ ﻛﺎﺭﻯ ﭘﺎﻳﻠﻮ ﭘﺎﻧﮕﻪ ﺁﻳﺎ ﺯﻣﻮ ﻛﺎﺭﻯ ﭘﺎﻳﻠﻲ ﺩ
ﻰ ﺩﻱ ﻮﻣﺮﻩ ﺩﻩ ؟ ﺍﻗﺘﺼﺎﺩﻯ ﭘﺍﻭ ﭘﺮ ﭘﻮ ﺑﻨﺴ
ﻭﻻﻯ ﺩﻯ ؟
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ﺩ ﻧﻈﺮﻭ ﺗﻌﺮﻳﻒ
ﺎﺭﻳﺎﻥ
ﺩﻣﻌﺎﻣﻠﻲ ﻟﻮﺭۍ ﻋﺎﻣﻪ ﻣﺪﻳﺮﻳﺖ
ﺳﻴﺎﺳﻰ ﻣﺴﺎﻳﻞ
ﺩ ﺧﺪﻣﺎﺗﻮ ﺗﻭﻥ ﺩ ﻛﻧﻮ ﺍﺟﺮﺍﺋﻴﻮﻯ
ﻣﻮﺧﻲ
ااﻏﻴﺰﻣﺘﻮﺏ
ﭘﻪ ﻋﻤﻠﻲ ﺗﻮﮔﻪ ﮐﻔﺎﯾﺖ
ﺍﻗﺘﺼﺎﺩﯼ ﮐﻔﺎﯾﺖ
ﺩ ﮐﻨﺘﺮﻭﻝ ﻓﻠﺴﻔﻪ
ﺭﺍﭘﻮﺭﻭﺭﻛﻮﻧﻲ
۵ﭘﻮﺘﻨﻰ
ﻪ ؟ ﻮﻙ ؟
ﻭﻟﻲ ؟
ﻣﻘﺼﺪ
ﻟﺴﻢ ﻓﺼﻞ
Presentation Material
ﺧﺪﻣﺖ ﭘﻪ ﻣﻨﺎﺳﺒﻪ ,ﺟﻮﻭﻧﻪ ﺍﻭ ﺗﺪﺍﺭﻙ ﺩ ﺗﻮﻛﻮ ﭘﻪ ﻣﻨﺎﺳﺒﻪ ﺗﻮﮔﻪ ﻓﺮﻣﺎﻳﺶ ﻭﺭﻛﻮﻧﻰ ،
ﻭﺧﺖ ﺍﻭﺍﻧﺪﺍﺯﻯ ﭘﻪ ﻣﻨﺎﺳﺒﻪ ﺎﻱ ﺩ ﮔﻰ ﺍﻭ ﻣﻔﺎﺩ ﺩ ﻛﺴﺐ ،ﺍﻭ ﻳﺎ ﻫﻢ ﺩ ﺣﻜﻮﻣﺖ ،
ﺷﺮﻛﺖ ﺍﻭ ﺍﻧﻔﺮﺍﺩﻱ ﻭﮔﻭ ﻣﺴﺘﻘﻤﻰ ﺍﺳﺘﻔﺎﺩﻱ ﺨﻪ ﻋﺒﺎﺭﺕ ﺩﻩ.
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ﺟﻮﻭﻝ ﺍﻭ ﺗﺪﺍﺭﻙ
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ﻏﻮﺘﻞ ﺷﻮﻯ ﻮﻟﻲ ﮔﻮ ﭘﻪ ﻭﺍﻧﺪﻯ ﺩ ﻏﻮﺘﻞ ﺷﻮﻯ ﻮﻟﻮ ﻟﮕﺘﻮﻧﻮ ﺩ ﺳﻨﺠﺶ ﻟﻪ ﭘﺍﻭ .١
ﺨﻪ ﻋﺒﺎﺭﺕ ﺩﻯ ۰
ﺗﺮ ﻮﻭﻛﻮﻻۍ ﺷﻮ ﻳﺮﻩ ﻪ ﺍﻭ ﮔﻮﺭﻩ ﻻﺭﻩ ﻭﺎﻛﻮ ﻳﺮ ﻭﺧﺘﻮﻧﻪ ﺩ ﻟﮕﺘﻮﻧﻮ ﮔﻮﺭ ﺗﺤﻠﻴﻞ .٢
،ﺩ ﻏﻮﺘﻞ ﺷﻮﻯ ﺭﺍﺗﮓ ﭘﻪ ﻭﺍﻧﺪﻯ ﻟﻤﻧﻰ ﻟﮕﺘﻮﻧﻪ ﭘﻪ ﭘﻮﻟﻲ ﻣﺤﺎﺳﺒﻪ ﻛﯥ ﻭﺭﮔ ﺩﻯ
د
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ﻟﻪ ﻳﻮ ﻭﻝ ﺍﻗﺘﺼﺎﺩﻯ ﻟﮕﺖ ﺨﻪ ﻋﺒﺎﺭﺕ ﺩﻩ ﭼﯥ ﺩ ﻳﻮ ﺟﻨﺲ ﻮﻟﻲ ﻫﻐﻰ ﮔﻰ ﭘﻪ
ﻭﺍﻧﺪﻯ ﭼﯥ ﺑﺎﻳﺪ ﭘﻪ ﻛﻴﻔﻰ ﺗﻮﮔﻪ ﻭﻭﻳﻞ ﺷﻰ ،ﺩ ﻏﻮﺘﻞ ﺷﻮﻳﻮ ﻮﻟﻮ ﻟﮕﺘﻮﻧﻮ ﭘﻪ
ﻣﺤﺎﺳﺒﻪ ﻛﯥ ﻭﺭﮔ ﺩﻯ ﭼﯥ ﺍﻛﺜﺮﺁ ﭘﻪ ﭘﻮﻟﻰ ﻭﺍﺣﺪﻭﻧﻮ ﺍﻧﺪﺍﺯﻩ ﻛﻴﻯ ۰ﺩ ﻟﮕﺘﻮﻧﻮ
ﮔﻮﺭ ﺗﺤﻠﻴﻞ ﺑﺮﻋﻜﺲ ﺩ ﻟﮕﺘﻮﻧﻮ ﺩ ﺍﻏﻴﺰﻣﻦ ﺗﺤﻠﻴﻞ ﻧﺒﺎﻳﺪ ﭘﻪ ﭘﻮﻟﻰ ﻣﻘﻴﺎﺱ ﺍﻧﺪﺍﺯﻩ
ﺷﻰ ۰
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ﺭﻗﺎﺑﺘﻲ ﺑﺮﺍﺑﺮﻭﻧﻪ ﺍﻭﺗﺪﺍﺭﻙ ﺩ ﺩﻭﺍﻃﻠﺒۍ ﺷﺎﻣﻞ ﺩﻯ ﻳﻮﻩ ﺍﺩﺍﺭﻩ ﺑﻪ ﻣﻤﻜﻨﻪ ﺗﻮﻛﻮ ﺍﻭ ﺍﺟﻨﺎﺳﻮ
ﺗﻪ ﺍﺗﻴﺎ ﻭﻟﺮﻯ ﻛﻪ ﺩﺩﻯ ﺧﺪﻣﺘﻮﻧﻮ ﺍﻭﺍﺟﻨﺎﺳﻮ ﭘﺎﻧﮕﻪ ﺯﻳﺎﺗﻪ ﺩ ﺎﻛﻠﻲ ﻣﺒﻠﻐﻪ ﻧﻮﻯ ﭼﯥ
ﺩﺍﺩﺍﺭﻯ ﺩ ﭘﺎﻟﺴﻰ ﺍﻭ ﺩ ﻗﺎﻧﻮﻥ ﺍﻭ ﻣﻘﺮﺍﺭﺗﻮ ﻟﻪ ﺧﻮﺍﻭﺍﻧﺪ ﻟﻴﺪ ﺷﻮﻯ ﻭﻯ ﺩﺑﻴﻠﮕﯥ ﭘﻪ ﺗﻮﮔﻪ :
ﻫﻐﻪ ﺧﺪﻣﺎﺗﻰ ﺍﺟﻨﺎﺱ ﺍﻭ ﺗﻮﻛﯥ ﭼﯥ ﺯﻳﺎﺕ ﺗﺮ ۵۰۰ﺩﺍﻟﺮﻭ ﺍﺭﺯﺖ ﻭﻟﺮﻯ ﻻﺯﻡ ﺩﻩ ﭼﯥ ﺩ
ﺩﻭﺍﻃﻠﺒۍ ﭘﻪ ﭘﺮﻭﺳﻪ ﻛﻪ ﻛﻴﺩﻭﻝ ﺷﻰ ﭘﻪ ﺩﻯ ﺻﻮﺭﺕ ﻛﯥ ﺩ ﺗﺪﺍﺭﻛﻮ ﺭﻗﺎﺑﺘﻰ ﭘﺍﻭ ﺑﺎﻳﺪ
ﭘﻴﻞ ﺷﻰ ﺗﺎﺳﻮ ﺑﺎﻳﺪ ﺩ ﺧﭙﻠﻰ ﺍﺩﺍﺭﻯ ﺩ ﻣﻘﺮﺍﺭﺗﻮ ﻣﺤﺪﻭﻳﺪﻭﻧﻪ ﻭ ﻴﻯ ﺍﻭ ﺑﺮﺳﻲ ﻳﻰ ﻛۍ
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ﺩ ﺍﺭﺯﺘﻮﻧﻮ ﻟۍ)(۱
ﺑﺮﺍﺑﺮﻭﻝ ﺍﻭ ﺗﺪﺍﺭﻙ ﺩ ﺍﺭﺯﺘﻮﻧﻮ ﺩ ﻟۍ ﻳﻮﻩ ﺑﺮﺧﻪ ﺩﻩ ﭼﯥ ﺩﯤ ﻣﺎﻳﻜﻞ ﭘﻮﺭﺗﺮ ﻟﻪ ﺧﻮﺍ ﭘﻪ
ﻛﺎﻝ ۱۹۸۵ﻛﯥ ﻭﺍﻧﺪﻱ ﺷﻮﻩ ﻫﻐﻪ ﻋﻘﻴﺪﻩ ﻣﻨﺪ ﻭﻩ ﭼﯥ ﻓﻌﺎﻟﻴﺘﻮﻧﻪ ﭘﻪ ﻳﻮﻩ ﺍﺩﺍﺭﻩ ﻛﯥ ﻫﻐﻪ
ﺧﺪﻣﺎﺕ ﻳﺎ ﻣﺤﺼﻮﻻﺕ ﭼﯥ ﺩ ﻳﻮﻩ ﺍﺩﺍﺭﻱ ﭘﻪ ﻣﺮﺳﺘﻪ ﺻﻮﺭﺕ ﻣﻮﻣﻰ ﺍﺭﺯﺘﻮﻧﻪ ﻋﻼﻭﻩ
ﻛﻮﻯ ۰ﻛﻪ ﻮﻝ ﻓﻌﺎﻟﻴﺘﻮﻧﻪ ﭘﻪ ﮔﻮﺭ ﻩ ﺗﻮﮔﻪ ﺳﺮﺗﻪ ﻭﺭﺳﻴﻯ ﻻﺳﺘﻪ ﺭﺍﻏﻠۍ ﺍﺭﺯﺖ ﺑﺎﻳﺪ
ﭘﻪ ﻻﺭﻩ ﺍﭼﻮﻧﯥ ﻟﮕﺖ ﻧﻪ ﺯﻳﺎﺩ ﻭﻯ ۰
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ﺩ ﺍ ﺭﺯﺘﻮﻧﻮ ﻟۍ)(۲
ﻟﻤﻧﻲ ﻓﻌﺎﻟﻴﺘﻮﻧﻪ
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ﺩﺍﺭﺯﺘﻮﻧﻮ ﻟۍ)(۳
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ﺩ ﺍﺭﺯﺘﻮﻧﻮﻟۍ)(۴
ﺩﺍﻧﺴﺎ ﻧﻰ ﺳﺮ ﭼﻴﻨﻮ ﻣﺪ ﻳﺮﻳﺖ :ﺍﺩﺍﺭﻯ ﺑﺎﻳﺪ ﻻﻳﻘﻪ ،ﻏﻮﺭﻩ ،ﻏﻱ ﻭﺎﻛﻰ ﺭﻭﺯﻧﻪ ﺍﺯ ﺍﻭ
ﭘﺮﺍﺧﺘﻴﺎ ﻭﺭﻛﻯ .
ﻣﻨﺎﺳﺐ ﺗﺸﮑﯿﻞ :ﻮﻟﻰ ﺍﺩﺍﺭﻯ ﺑﺎﻳﺪ ﺍ ﻻﺳﺘﻪ ﺭﺍﻭﻯ ﭼﯥ ﺩﺩﻭﻯ ﻗﺎﻧﻮﻧﻰ ،ﻣﺎﻟﻰ ،ﺍﻭ
ﻣﺪﻳﺮﻳﺘﻰ ﺗﺸﻜﻴﻞ ﭘﻪ ﮔﻮﺭﻩ ﺗﻮﮔﻪ ﻓﻌﺎﻟﻴﺖ ﻛﻮﻯ .
ﻫﻐﻪ ﻭﻝ ﭼﯥ ﻭﻳﻨﻮ ﺩ ﺍﺭﺯﺘﻮﻧﻮﻟۍ ﺩﺍﺩﺍﺭﻯ ﻮﻟﻰ ﺎﻧﮕﯥ ﻟﻪ ﺎﻧﻪ ﺳﺮﻩ ﻟﺮﻯ ﺍﻭ ﻟﻪ ﻣﻮ
ﺳﺮﻩ ﻣﺮﺳﺘﻪ ﻛﻮﻯ ﺗﺮ ﻮ ﭘﻮﻩ ﺷﻮ ﭼﯥ ﻪ ﻭﻝ ﻟﻤﻧﻰ ﺍﻭ ﺳﺎﺗﻨﺪﻭﻳﻪ ﻓﻌﺎﻟﻴﺘﻮﻧﻪ ﭘﻪ ﮔﻩ
ﺗﻮﮔﻪ ﮔﻮﺭ ﺍﻭ ﺍﻏﻴﺰﻣﻦ ﻛﺎﺭ ﻭﻛﻯ.
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ﺩﺍﺭﺯﺘﻮﻧﻮ ﻟۍ)(۵
ﺩﺍﺭﺯﺘﻮﻧﻮ ﻟﻯ
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ﺩ ﻏﻮﺘﻮﻧﻮ ﻟ ﻟﻴﻚ
ﺩﻏﻮﺘﻮﻧﻮ ﻟ ﻟﻴﻚ
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د ﻣﺠﻤﻮﻋﻰ ﻏﻮښﺘﻮﻧﻮ اﻧﺪازى
)ﭘﻪ ﻫﺮ ﻗﻴﻤﺘﻮﻧﻮ ﺑﺎﻧﺪﻯ ﺩ ﻏﻮﺘﻮﻧﻮ ﻣﺠﻤﻮ ﻋﻰ ﺍﻧﺪﺍﺯﻯ =
ﺩ ﺑﻴﻼ ﺑﻴﻠﻮ ﻏﻭ ﺩ ﻏﻮﺘﻮﻧﻮ ﭘﻪ ﻣﺠﻤﻮﻋﻰ ﺍﻧﺪﺍﺯﻯ (
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ﺩ ﻳﻮ ﺗﻟﻲ ﺳﻴﺴﺘﻢ ﻏﻮﺘﻨﻪ ﭘﻪ ﻻﻧﺪﻱ ﺷﻜﻞ ﻛﯥ ﺩ ﻗﻴﻤﺖ ﺩ ﺑﺪﻟﻮﻥ ﺍﻏﻴﺰﻱ ﺩ ﻏﻮﺘﻮﻧﻮ 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 ﺍﻭﺳﻴﻯ .
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ﻣﺠﻤﻮﻋﻲ ﻣﻘﺪار او
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اﻧﺪازى
ﺩﻏﻮﺘﻮﻧﻮ ﻳﺮﻭﺍﻟۍ ” :ﻫﺮ ﻣﻤﻜﻨﻪ ﻗﻴﻤﺖ ﺗﻪ ﺩ ﻏﻮﺘﻮﻧﻮ ﺩ ﻣﻘﺪﺍﺭ ﻳﺮﻭﺍﻟۍ ” ﻣﺜﺎﻟﻮﻧﻪ :
ﺩﻛﻤﭙﻴﻮﺗﺮ ﺩ ﻛﺎﺭ ﺍﺧﻴﺴﺘﻮﻧﻜﻮ ﺩ ﺷﻤﻴﺮ ﻳﺮﻭﺍﻟﻲ ﺑﺎﻋﺚ ﺷﻮۍ ﭼﯥ ﺩ ﻛﻤﭙﻴﻮﺗﺮ ﭘﻪ ﻏﻮﺘﻮﻧﻮ ﻛﯥ ﻫﻢ ﻳﺮ ﻭﺍﻟۍ
ﺭﺍﺷﻲ .
ﭘﻪ ﻏﻮﺘﻮﻧﻮ ﻛﯥ ﭘﺮ ﻭﺍﻟۍ ﺭﺍﻏﻠۍ .
ﺩ ﺧﻠﻜﻮ ﺩ ﻣﻌﺎﺵ ﺩ ﻳﺮﻭﺍﻟﻲ ﻟﻪ ﻛﺒﻠﻪ ﺩ ﻧﻮﻳﻮ ﺑﺎﻳﺴﻜﻴﻠﻮﻧﻮ329
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ﺩ ﻏﻮ ﺘﻨﻮ ﻛﻤﺖ ” :ﭘﻪ ﻫﺮﻩ ﻳﻮﻩ ﻣﻤﻜﻨﻪ ﻗﻴﻤﺖ ﺑﺎﻧﺪﻱ ﺩ ﻏﻮﺘﻮﻧﻮ ﺩ ﻣﻘﺪﺍﺭ ﻛﻤﺖ ”.
ﻣﺜﺎﻟﻮﻧﻪ :ﺩ ﻣﺴﺘﻤﻠﻮ ﺍﻭ ﺯﺍﻭ ﺑﺎﻳﺴﻜﻴﻠﻮﻧﻮ ﭘﻪ ﻏﻮﺘﻨﻪ ﻛﯥ ﻛﻤﻮﺍﻟۍ ﭘﻪ ﺧﺎﻃﺮ ﺩﺩﻯ ﭼﯥ ﺧﻠﻚ ﻗﺎﺩﺭ ﺩﻯ ﻧﻮﻱ ﺑﺎﻳﺴﻜﻠﻮﻧﻪ
ﺭﺍﻭﻧﻴﺴﻲ ﺍﻭ ﺧﺮﻳﺪﺍﺭﻱ ﻳﻲ ﻛﻯ ) ﺯﺍﻩ ﺍﻭ ﻣﺴﺘﻤﻞ ﺑﺎﻳﺴﻜﻴﻠﻮﻧﻪ ﺍﺳﺘﻨﺪﺭﺩ ﻧﺪﻱ (
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ﺩ ﻭﺍﻧﺪﻱ ﻛﻮﻟﻮ )ﻋﺮﺿﻪ ﻛﻮﻟﻮ ﺟﺪﻭﻝ ،ﺩ ﻋﺮ ﺿﻪ ﺷﻮﻯ ﻭﺍﺣﺪﻭﻧﻮ ﺍﺿﺎﻓﻲ ﺷﻴﻤﻴﺮ ﺍﻭ ﺩ ﻋﺮﺿﻮ ﺷﻮﻳﻮ
ﻭﺍﺣﺪﻭﻧﻮ ﻣﺠﻤﻮﻋﻰ ﺷﻤﻴﺮ ﭘﻪ ﻫﺮ ﻳﻮﻩ ﻗﻴﻤﺖ ﺑﺎﻧﺪﻱ ﻭﺭﻮﺩﻝ ﻛﻴﻯ .ﺩ ﻋﺮﺿﻮ ﻭﺍﻧﺪﻱ ﻛﻮﻟﻮ ﺟﺪﻭﻝ .ﺩ
ﻣﺠﻤﻮﻋﻰ ﻭﺍﺣﺪﻭﻧﻮ ﺷﻤﻴﺮﻩ ﻭﺭﻲ ﭼﯥ ﻛﻴﺪﺍﻱ ﺷﻲ ﭘﻪ ﻫﻐﻪ ﺻﻮﺭﺕ ﻛﯥ ﭼﯥ ﻭﺍﻧﺪﻱ ﺍﻭ ﻋﺮﺿﻪ ﺷﻲ ﮔﻮﺭ
ﺑﻪ ﻭﻱ .
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ﻣﻘﺪار او
اﻧﺪازى
ﭘﻮﺭ ﺗﻨۍ ﺷﻜﻞ ﺩ ﻋﺮﺿﻪ ﻛﻮ ﻟﻮ ﺩ ﺟﺪﻭﻝ ﮔﺮﺍﻑ ﻭﺭۍ ﭘﻪ ﺩﻯ ﺷﻜﻞ ﻛﯥ ﺩ ) )۱ﻜۍ ﺑﺎﻳﺪ ﺩ ﻋﺮﺿﻮ ﻛﻮﻟﻮ ﺩ
ﻣﻨﺤﻨۍ ﭘﺮ ﻣﺦ ﻳﻮ ﻣﻨﻔﺮﺩ ﻜۍ ﻭﻛﺘﻞ ﺷﻰ ﻜﻪ ﭼﯥ ﺩﺍ ﻜۍ ﻭﺭﻲ ﭼﯥ ﭘﻪ ۲ﻗﻴﻤﺘﻮﻧﻮ ﺑﺎﻧﺪﻯ ﻳﻮﺍﺯﻯ ﺩ ﻋﺮ
ﺿﻮﻛﻮﻟﻮ ۲ﻭﻣﺤﺼﻮﻝ ﻭﺍﺣﺪﻩ .ﮔﻮﺭ ﻭﻯ ﭘﻪ ﺩﻯ ﺍﺳﺎﺱ ﻫﻤﺪﺍ ﺩﻭﺍﻩ ﻭﺍﺣﺪﻭﻧﻪ ﺷﺎﻳﺪ ﻣﺤﺼﻮﻝ ﺩ ﻋﺮﺿﻮ ﻭﻯ .
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ﭘﻪ ﻋﺮﺿﻮ ﻛﯥ ﺯﻳﺎﺗﻮﺍﻟۍ ” :ﭘﻪ ﻫﺮ ﻳﻮ ﻣﻤﻜﻨﻪ ﻗﻴﻤﺘﻮﻧﻮ ﻛﯥ ﺩ ﻋﺮﺿﻮ ﺩ ﺍﻧﺪﺍﺯﻯ ﺯﻳﺎﺗﻮﺍﻟۍ
ﺩﺍ ﻛﻴﺪﺍۍ ﺷﻰ ﺩ ﺑﻴﻠﮕﯥ ﭘﻪ ﻭﻝ ﭼﯥ ﭘﻪ ﮔﻮ ﻛﯥ ﺯﻳﺎﺗﻮﺍﻟﻲ ﻧﺴﺒﺖ ﻭﺭﻛﻭ ﭼﯥ ﻭﺭﻛ ﺷﻮﻯ ﻗﻴﻤﺘﻮﻧﻮ ﺑﺎﻧﺪﻯ ﻳﺮ
ﻭﺍﺣﺪ ﻭﻧﻪ ﮔﻮﺭ ﺷﻰ ﻣﺜﻶ :ﺗﻜﻨﺎﻟﻮﮊۍ ﻪ ﻭﺍﻟۍ ﺩ ﺍﺗﻴﺎ ﻭ ﺳﺮ ﭼﻴﻨﻮ ﺷﻤﻴﺮﻩ ﭼﯥ ﺩ ﻓﻰ ﻭﺍﺣﺪ ﺗﻮﻟﻴﺪ ﻣﺤﺼﻮﻝ
ﺗﻪ ﻛﻤﺖ ﻭﺭ ﭘﻪ ﺑﺮﺧﻪ ﻛﻮﻯ ﭼﯥ ﭘﻪ ﭘﺎﻳﻠﻪ ﻛﯥ ﺩ ﻣﺤﺼﻮﻻﺗﻮ334ﻓﯥ ﻭﺍﺣﺪ ﻛﻤﺖ ﻣﻮﻣﻰ
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ﻛﻤﺖ ﭘﻪ ﻋﺮﺿﻪ ﻛﻮﻟﻮ ﻛﯥ ” :ﭘﻪ ﻫﺮﻩ ﻣﻤﻜﻨﻪ ﻗﻴﻤﺖ ﺑﺎﻧﺪﻯ ﺩ ﻋﺮﺿﻪ ﻛﻮﻟﻮ ﺩ ﻣﻘﺪﺍﺭ ﺍﻭ ﺍﻧﺪﺍﺯﻯ ﻛﻤﺖ ”
ﺩﺍ ﻛﻴﺪﺍﻱ ﺷﻰ ﺩ ﺑﻴﻠﮕﯥ ﭘﻪ ﻭﻝ ﭘﻪ ﮔﻮ ﻛﯥ ﺩ ﻛﻤﺖ ﻧﺴﺒﺖ ﻭﺭﻛﻝ ﺷﻰ ﭼﯥ ﭘﻪ ﻭﺭﻛﻝ ﺷﻮﻳﻮ ﻗﻴﻤﺘﻮﻧﻮ ﻛﯥ ﻛﻢ
ﻭﺍﺣﺪﻭﻧﻪ ﮔﻮﺭ ﻛﻯ ﻣﺜﻶ :ﺩ ﻳﻮﻩ ﻛﺎﺭ ﻛﻮﻧﻜﯥ ﺩ ﻟﮕﺖ ﺯﻳﺎﺗﻮﺍﻟۍ ،ﺗﻮﻟﻴﺪﻯ ﻟﮕﺖ ﺩ ﻣﺤﺼﻮﻝ ﻓﻲ ﻭﺍﺣﺪ
ﺑﺎﻧﺪﻯ ﮔﻮﺭ ﻭﺍﻗﻊ ﻛﻴﻯ
335 ﺯﻳﺎﺗﻮﻯ .ﭘﺲ ﻧﻮ ﺩ ﻭﺍﺣﺪﻭﻧﻮ ﻛﻢ ﻣﻘﺪﺍﺭ ﺑﻪ ﻫﺮ ﻳﻮ ﻗﻴﻤﺖ
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0 ﻣﺠﻤﻮﻋﯽ اﻧﺪازى ) ﻣﻘﺪار (
1 2 3 4 5
ﻛﻴﺪﺍﻱ ﺷﻰ ﭼﯥ ﺑﺎﺯﺍﺭ ﺩ ﺧﺮ ﻮﻧﻜﻮ ﺍﻭ ﺭﺍﻧﻴﻮﻧﻜﻮ ﺩ ﺭﺍﻮﻟﻴﺪﻭ ﺎﻱ ﺍﻭ ﻣﺤﻞ ﻭﮔڼﻮ ﺍﻭ ﻫﻢ ﺩ ﮔﻮ ﺩ ﻭﺭﻛﻱ ﺍﻭ
ﺑﺎﺯﺍﺭ ﻳﻲ ﻫﻢ ﻭﺷﻴﻤﻴﺮﻭ . ﺭﺍﻛﻱ ) ﺗﺒﺎﺩﻟﻲ ( ﺩ ﺭﻭﺎﻧﻪ ﻛﻴﺪﻟﻮ
1.ﺑﺎﺯﺍﺭ ﺧﺮ ﻮﻧﻜﯥ ﺍﻭ ﺭﺍﻧﻴﻮﻧﻜﯥ ﺗﻪ ﺍﺗﻴﺎ ﻟﺮﻱ . .
2.ﻛﻪ ﺗﺒﺎﺩﻟﻲ ﺩ ﺧﺮ ﻮﻧﻜﯥ ﺍﻭ ﺭﺍﻧﻴﻮﻧﻜﯥ ﭘﻪ ﮔﻪ ﻭﻯ ﭘﻪ ﻫﻐﻪ ﺻﻮﺭﺕ ﻛﯥ ﺩ ﺗﺒﺎﺩﻟﻲ ﻳﻮ ﻭﺍﺣﺪ ﻣﺤﺼﻮﻝ
336 ﺷﺎﻳﺪ ﻭ ﺍﻭ ﺳﻴﻯ .
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ﮐﻤﺖ
6
5
D S
4
3
ﻗﻴﻤﺖ
ﮐﻤﺒﻮد
2
1
0 Qd Qs
ﻣﺠﻤﻮﻋﻰ
1 2 3 4 5 ﺍﻧﺪﺍﺯﻯ ﺍﻭ
ﻣﻘﺪﺍﺭ
ﭘﻪ ﺩﻭﻫﻢ ﻗﻴﻤﺖ ،ﺩﺩﻭﻫﻢ ﻋﺮﺿﻰ ﺍﻭ ﻭﺍﻧﺪﻯ ﻛﻮﻧﻰ ﻭﺍﺣﺪﻯ ﻭﻯ ،ﺍﻭ ﺩ ﻠﻮﺭﻡ ﺍﻧﺪﺍﺯﻯ ﺍﻭ
ﻣﻘﺪﺍﺭ ﻏﻮﺘﻨﻪ ﻭﺍﺣﺪ ﻭﻯ ﺩﻏﻪ ﻋﻤﻞ ﺑﺎﻋﺚ ﻛﻴﻯ ﭼﯥ ﺗﺮ ﻮ ﺩ ﺩﺭﻳﻢ ﺍﻭ ﻠﻮﺭﻡ ﻭﺍﺣﺪ ﺩ
ﻣﺴﻮﻝ ﺯﻳﺎ ﺕ ﻛﻤﺖ ﺭﺍﻣﻨ ﺗﻪ ﺷﻰ .
337
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ﮐﻤﺖ
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 ﺭﺍﻭﻧﻰ ﺍﺗﻴﺎ ﻳﻮﻩ ﻣﻬﻤﻪ ﻣﺴﻠﻪ ﺑﻠﻞ ﻛﻴﻯ ،ﺩﻟﺘﻪ ﻳﺮﻱ ﻏﻮﺘﻨﻰ ﻣﻨ ﺗﻪ ﺭﺍﻰ .
ﺧﺮﻮﻭ ﻧﻜﯥ ﺧﭙﻞ ﻣﺤﺼﻮﻻﺕ ﻟﻪ ﺫﻳﺮﻣﻮ ﻧﻪ ﺑﻬﺮ ﺭﺍﺑﺎﺳﻲ ﺗﺮ ﻮ ﺩ ﻣﺸﺘﺮﻳﺎﻧﻮ ﺭﺿﺎﻳﺖ ﻻﺱ ﺗﻪ ﺭﺍﻭﻯ ﻧﺴﺒﺖ ﺗﺮ ﺩﺩﻯ ﭼﯥ ﻫﻐﻮ
ﺗﻪ ﻣﺤﺼﻮﻝ ﻭﺍﻧﺪﻯ ﻛﻯ .
ﭘﺎﻳﻠﻪ :ﻛﻤﺖ ﭘﻪ ﺫﻳﺮﻣﻮ ﻛﯥ ﺩ ﻭﺍﻧﺪﻯ ﻛﻮﻟﻮ ) ﻋﺮﺿﻪ ( ﺩ ﻣﻘﺪﺍﺭ ﺩ ﺯﻳﺎﺗﻮﺍﻟﻰ ﺍﺗﻴﺎ ﺩ ﻏﻮﺘﻮﻧﻮ ﺩ ﻣﻘﺪﺍﺭ ﻛﻤﺖ = ﺩ ﺧﺮ
ﻮﻧﻜﻮ ﻋﻜﺲ ﺍﻟﻌﻤﻞ ﺩ ﻗﻴﻤﺖ ﺩ ﻟﻮﻭﺍﻟﻲ ﭘﻪ ﻣﻘﺎﺑﻞ ﻛﯥ
338
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ﺩﺑﺎﺯﺍﺭ ﺩ ﺍﻗﺘﺼﺎﺩ ﺳﻴﺴﺘﻢ ﻫﻐﻪ ﺳﻴﺴﺘﻢ ﺗﻪ ﻭﻳﻞ ﻛﻴﻯ ﭼﯥ ﭘﻪ ﻫﻐﻪ ﻛﯥ ﺗﻮﻛﯥ ﺍﻭﺍﺟﻨﺎﺱ
ﺗﺮ ﺭﺍﻛﻯ ﻭﺭﻛﻯ ﻻﻧﺪﻯ ﺭﺍﻰ ﺍﻟﺒﺘﻪ ﺩ ﻣﻌﺎﻣﻼﺗﻮ ﺩ ﭘﺎﻳﻠﻮ ﭘﻪ ﻣﺮﺳﺘﻪ ﺩ ﺗﺒﺎﺩ ﻟﻲ ﻭ
ﺧﺪﻣﺎﺗﻮ ﺍﻭ ﺗﻮﻛﻮ ﺑﻴﻪ ﺎﻛﻞ ﻛﻴﻯ ﭼﯥ ﭘﻪ ﻫﻐﻪ ﻛﯥ ﺩ ﭘﻠﻮﺭﻭ ﻧﻜﻮ ﺩ ﻏﻮﺘﻨﻰ ﻭ ﺑﻴﻪ ﺩ
ﭘﻴﺮﻭﺩﻭﻧﻜﻮ ﻟﻪ ﻭﺍﻧﺪﻯ ﺷﻮﻯ ﺑﻴﻰ ﺳﺮﻩ ﺳﻤﻮﻥ ﻣﻮﻣﻰ .
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ﭘﻪ ﺩﻯ ﺑﺎﺯﺍﺭ ﻛﯥ ﺩ ﻋﺎﻣﻠﻴﻨﻮ ﻣﻮﺧﻪ ﺩ ﺧﭙﻠﻮﺩ ﻓﻌﺎﻟﻴﺘﻮﻧﻮ ﺩﮔﻮ ﻻﺳﺘﻪ ﺭﺍﻭﻧﻪ ﺩﻩ .
ﻣﻮﻛﻮﻻﻯ ﺷﻮ ﺩ ﺍﻗﺘﺼﺎﺩ ﺩ ﺑﺎﺯﺍﺭ ﻣﻌﺎﺩﻟﻪ ﺩﺍ ﻭﻝ ﻟﻨﻩ ﻛﻭ :
ﻟﮕﺖ )ﻣﺨﺎﺭﺝ ( – ﻋﻮﺍﻳﺪ ) ﺑﻴﺮﺗﻪ ﺭﺍﻏﻠﻰ ﭘﺎﻧﮕﻪ ( = ﮔﻪ
ﭘﺲ ﻧﻮ ﮔﻪ ﻫﻐﻪ ﻭﺧﺖ ﺯﻳﺎﺗﻮﺍﻟﻰ ﻣﻮﻣﻰ ﭼﯥ ﻋﻮﺍﻳﺪ ﺯﻳﺎﺩ ﺷﻰ ) ﭘﻪ ﺩﻯ ﺻﻮﺭﺕ ﻛﯥ ﭼﯥ
ﻟﮕﺘﻮﻧﻪ ﻳﻮ ﻭﻝ ﻭﻯ ( ﺍﻭ ﻳﺎ ﻟﮕﺘﻮﻧﻪ ﻴ ﺭﺍﻰ ) ﭘﻪ ﻫﻐﻪ ﺻﻮﺭﺕ ﻛﯥ ﭼﯥ ﻋﻮﺍﻳﺪ
ﻳﻮﻭﻝ ﻭﻯ (
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341
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ﺩ ﺑﺎﺯﺍﺭﻮﺍﻙ
343
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ﺭﻗﺎﺑﺘﻰ ﻮﺍﻛﻮﻧﻪ
ﺗﺎﺯﻩ ﺭﺍﻏﻠﻰ
ﻮﺍﻛﻤﻨﺪﻯ ﻟٰﻲ
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ﺩ ﻏﻮﺘﻮﻧﻜﻮ ﺭﺍﺑﻠﻞ