‫ﳎﻠﺔ ﺁﻓﺎﻕ ﻟﻠﻌﻠﻮﻡ‬ ‫ﺟﺎﻣﻌﺔ ﺍﳉﻠﻔﺔ‬

‫ﻟﻮﺣﺔ ﺍﻟﻘﻴﺎﺩﺓ ﻭﺍﻟﻤﺸﺎﺭﻛﺔ ﻓﻲ ﺍﺗﺨﺎﺫ ﺍﻟﻘﺮﺍﺭ ﻭﻣﻌﻮﻗﺎﺕ‬

.‫ﻧﺠﺎﺡ ﻧﻈﻢ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﻓﻲ ﺍﻟﻤﺆﺳﺴﺎﺕ ﺍﻟﺠﺰﺍﺋﺮﻳﺔ‬
‫ ﻧﻌﻴﻢ ﺑﻮﻋﻤﻮﺷﺔ‬.‫ﺃ‬ ‫ ﻛﻮﺳﺔ ﺑﻮﺟﻤﻌﺔ‬.‫ﺩ‬
‫ﺟﺎﻣﻌﺔ ﺟﻴﺠﻞ‬ 2 ‫ﺟﺎﻣﻌﺔ ﺳﻄﻴﻒ‬
:‫ﺍﳌﻠﺨﺺ‬
‫ ﻭﻣﻦ ﰒ‬،‫ﺗﻮﺍﺟﻪ ﺍﳌﻨﻈﻤﺎﺕ ﲢﺪﻳﺎﺕ ﻋﺪﻳﺪﺓ ﻓﺮﺿﺖ ﻋﻠﻴﻬﺎ ﺃﻥ ﻳﻜﻮﻥ ﻟﺪﻳﻬﺎ ﻣﻨﻬﺠﺎ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎ ﰲ ﻋﻤﻠﻬﺎ ﺑﺎﲡﺎﻩ ﲢﻘﻴﻖ ﺃﻫﺪﺍﻓﻬﺎ‬
‫ ﻭﻣﻦ ﻫﻨﺎ ﺑﺮﺯ ﺩﻭﺭ ﻭﺃﳘﻴﺔ ﻭﺟﻮﺩ ﻧﻈﺎﻡ ﻣﻌﻠﻮﻣﺎﺕ‬.‫ﺿﻤﺎﻥ ﺑﻘﺎﺀﻫﺎ ﻭﺍﺳﺘﻤﺮﺍﺭﻫﺎ ﰲ ﻇﻞ ﺑﻴﺌﺔ ﻣﺘﻐﲑﺓ ﻭﻣﻌﻘﺪﺓ ﻣﻠﻴﺌﺔ ﺑﺎﻟﺘﺤﺪﻳﺎﺕ‬
‫ﺍﺳﺘﺮﺍﺗﻴﺠﻲ ﻟﻴﻤﺜﻞ ﺳﻼﺣﺎ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎ ﺑﻴﺪ ﺍﳌﻨﻈﻤﺎﺕ ﳌﻮﺍﺟﻬﺔ ﻫﺬﻩ ﺍﻟﺘﺤﺪﻳﺎﺕ ﻣﻦ ﺧﻼﻝ ﺍﻋﺘﻤﺎﺩﻩ ﻛﺄﺩﺍﺓ ﻟﺘﻮﻓﲑ ﻣﻌﻠﻮﻣﺎﺕ‬
‫ﺎ ﺗﻠﻌﺐ ﺩﻭﺭﺍ ﺭﺋﻴﺴﻴﺎ ﻭﺣﺎﻛﻤﺎ ﻟﺒﻘﺎﺀ ﺃﻱ ﻣﻨﻈﻤﺔ ﺳﻮﺍﺀ‬‫ ﺇﺫ ﺃﺻﺒﺤﺖ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺗﻜﻨﻮﻟﻮﺟﻴﺎ‬.‫ﻟﻠﺘﺨﻄﻴﻂ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ‬
.‫ ﻭﳒﺎﺣﻬﺎ ﰲ ﺃﺩﺍﺀ ﺃﻋﻤﺎﳍﺎ ﺑﻔﻌﺎﻟﻴﺔ ﻭﻛﻔﺎﺀﺓ ﻭﺟﻮﺩﺓ ﻋﺎﻟﻴﺔ‬،‫ﻛﺎﻧﺖ ﻋﺎﻣﺔ ﺃﻭ ﺧﺎﺻﺔ‬
‫ﺇﺫ ﺗﻌﻤﻞ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻋﻠﻰ ﲢﻘﻴﻖ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺆﻛﺪﺓ ﻭﺫﻟﻚ ﺑﺎﻋﺘﺒﺎﺭﻫﺎ ﺍﻷﺩﺍﺓ ﺍﳌﺜﻠﻰ ﰲ ﲢﻠﻴﻞ ﻣﺼﺎﺩﺭ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﰲ‬
‫ ﻓﺎﳊﺎﺟﺔ ﺇﱃ ﺇﳚﺎﺩ ﻧﻈﺎﻡ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ‬.‫ ﻛﻤﺎ ﺗﻌﻤﻞ ﺃﻳﻀﺎ ﻋﻠﻰ ﲢﺴﲔ ﻋﻤﻠﻴﺎﺕ ﺻﻨﻊ ﺍﻟﻘﺮﺍﺭ ﺑﺎﳌﻨﻈﻤﺔ‬،‫ﺩﺍﺧﻞ ﺍﳌﻨﻈﻤﺔ ﻭﺧﺎﺭﺟﻬﺎ‬
‫ ﻭﻟﻪ ﻋﻼﻗﺔ ﻣﺒﺎﺷﺮﺓ ﺑﻨﻤﻮ ﻭﺗﻄﻮﻳﺮ ﺍﻟﻌﻤﻞ ﺑﺎﳌﻨﻈﻤﺔ ﻭﺭﺳﻢ‬،‫ﺃﺻﺒﺤﺖ ﻣﻦ ﺍﳌﺘﻄﻠﺒﺎﺕ ﺍﻷﻭﻟﻴﺔ ﻭﺍﻷﺳﺎﺳﻴﺔ ﻟﻠﺒﻘﺎﺀ ﻭﺍﻻﺳﺘﻤﺮﺍﺭ‬
.‫ﺎ‬ ‫ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻓﻌﺎﻟﺔ‬
:‫ﻭﻋﻠﻴﻪ ﻭﻣﻦ ﺧﻼﻝ ﻫﺬﻩ ﺍﻟﻮﺭﻗﺔ ﺍﻟﺒﺤﺜﻴﺔ ﺳﻨﺤﺎﻭﻝ ﺍﻟﺘﻄﺮﻕ ﻟﺒﻌﺾ ﺍﻟﻨﻘﺎﻁ ﺍﻟﱵ ﻧﺮﺍﻫﺎ ﲣﺪﻡ ﺍﳌﻮﺿﻮﻉ ﻛﺎﻟﺘﺎﱄ‬
.‫ ﻣﺎﻫﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ‬Ø
.‫ ﻣﺎﻫﻴﺔ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ‬Ø
.‫ ﺃﳘﻴﺔ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺩﺭﻩ ﰲ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﻭﺭﺳﻢ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﳌﺆﺳﺴﺔ‬Ø
.‫ ﻟﻮﺣﺔ ﺍﻟﻘﻴﺎﺩﺓ ﻭﺍﳌﺸﺎﺭﻛﺔ ﰲ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﻭﻣﻌﻮﻗﺎﺕ ﳒﺎﺡ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﺍﳌﺆﺳﺴﺔ‬Ø
Abstract:
Organizations face many challenges that imposed on to have a strategic approach in their work
towards the achievement of its objectives, thus, for the insurance of its survival and continuity in the
light of a challenging, complex and changing environment which lead to the emergence of the role and
importance of a strategic information system which serves as a strategic weapon, however; organizations
meet these challenges through its adoption as a tool to provide information for strategic planning. The
information systems and technologies play a key role as governor for the survival of any organization,
whether it is public or private, and its success in the performance of their work effectively and efficiently
with a high quality.
Information systems work to achieve competitive advantage and confirmed since it is the ultimate
tool in the analysis of the competitive advantage’s sources, in inside and outside the organization, as well
as working to improve the decision-making processes of the organization. The need to find an
information system has become of primary and essential for the survival and continuity requirements, and
has a direct relationship with the growth and development of work and drawing an effective strategy in
the organization.
It is through this paper we will try to focus on some points that serve the topic addressed as follow:
- The essence of decision-making.
- The nature of information system.
- The importance of information system and its role in decision-making and drawing the organization’s
strategy.
- Dashboard and participation in decision-making and constraints of the success of information systems in
the organization.

130 -2017 ‫ ﻣﺎﺭﺱ‬-‫ﺍﻟﻌﺪﺩ ﺍﻟﺴﺎﺑﻊ‬

‫ﳎﻠﺔ ﺁﻓﺎﻕ ﻟﻠﻌﻠﻮﻡ‬ ‫ﺟﺎﻣﻌﺔ ﺍﳉﻠﻔﺔ‬

‫ﻣﻘﺪﻣﺔ‪:‬‬
‫ﻗﺪ ﻳﺘﺒﺎﺩﺭ ﺇﱃ ﺃﺫﻫﺎﻥ ﺍﻟﻜﺜﲑ ﺳﺆﺍﻝ ﻣﻔﺎﺩﻩ‪ :‬ﻣﺎ ﻫﻮ ﺍﻟﺴﺮ ﰲ ﳒﺎﺡ ﺑﻌﺾ ﺍﳌﺆﺳﺴﺎﺕ ﻭﻓﺸﻞ ﺍﻟﺒﻌﺾ ﺍﻵﺧﺮ؟ ﻭﻣﺎ ﻫﻮ ﺍﻟﺴﺒﺐ ﰲ‬
‫ﺍﻷﺩﺍﺀ ﺍﳌﺘﻤﻴﺰ ﻭﺍﳌﺘﻮﺍﺻﻞ ﻟﻌﺪﺩ ﻣﻦ ﺍﳌﺆﺳﺴﺎﺕ؟‪.‬‬
‫ﺇﻥ ﺍﻹﺟﺎﺑﺔ ﺗﻜﻤﻦ ﰲ ﳒﺎﺡ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺘﻬﺎ‪ ،‬ﻓﻬﻨﺎﻙ ﻛﺜﲑ ﻣﻦ ﺍﳌﺰﺍﻳﺎ ﺍﻟﱵ ﺗﻌﻮﺩ ﻋﻠﻰ ﺍﳌﺆﺳﺴﺎﺕ ﻣﻦ ﺍﻟﺘﻔﻜﲑ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎ‪ ،‬ﻭﻫﺎﺗﻪ‬
‫ﺍﳌﺆﺳﺴﺎﺕ ﻫﻲ ﺍﻟﱵ ﺗﺘﻔﻬﻢ ﻇﺮﻭﻑ ﺑﻴﺌﺘﻬﺎ ﺍﳋﺎﺭﺟﻴﺔ ﻭﻗﻮﻯ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﻟﺴﺎﺋﺪﺓ ﰲ ﺍﻷﻋﻤﺎﻝ ﺍﻟﱵ ﲤﺎﺭﺳﻬﺎ ﻭﺃﻳﻀﺎ ﺗﺘﻌﺮﻑ ﻋﻠﻰ‬
‫ﺟﻮﺍﻧﺐ ﺍﻟﻀﻌﻒ ﺍﻟﺪﺍﺧﻠﻴﺔ ﺣﱴ ﳝﻜﻨﻬﺎ ﻣﻦ ﺗﻜﻮﻳﻦ ﻭﺗﻨﻔﻴﺬ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺑﻨﺠﺎﺡ‪ .‬ﻓﺎﻟﺘﻔﻜﲑ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﻳﻌﺘﻤﺪ ﻋﻠﻰ ﻓﻬﻢ‬
‫ﻭﺍﺣﺘﺮﺍﻡ ﻫﺬﻩ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﳌﻌﺘﻤﺪﺓ ﻣﻦ ﻃﺮﻑ ﺍﳌﺆﺳﺴﺔ ﺃﻭ ﺍﻟﺒﺤﺚ ﻋﻦ ﺗﻐﻴﲑ ﺍﻟﻘﻮﺍﻋﺪ ﺍﻟﱵ ﲢﺪﺩ ﻋﻼﻗﺎ‪‬ﺎ ﻣﻊ ﺍﻟﺘﻐﲑﺍﺕ‬
‫ﺍﳋﺎﺭﺟﻴﺔ‪ :‬ﺍﻟﺴﻮﻕ‪ ،‬ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ‪...‬ﺍﱁ‪ .‬ﻓﻌﻨﺪﻣﺎ ﺗﻌﺘﻤﺪ ﺍﳌﺆﺳﺴﺔ ﻋﻠﻰ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺘﻬﺎ ﻓﻬﻲ ﺗﺘﺴﺎﺀﻝ ﻋﻦ ﻣﺴﺘﻘﺒﻠﻬﺎ‪ ،‬ﻭﻋﻦ‬
‫ﺍﻻﺧﺘﻴﺎﺭﺍﺕ ﺍﻟﱵ ﺳﻮﻑ ﺗﺴﺘﻌﻤﻠﻬﺎ ﻭﺗﺴﺘﻐﻠﻬﺎ‪ ،‬ﻭﻋﻦ ﺍﻟﻘﻮﻯ ﺍﻟﱵ ﲤﺘﻠﻜﻬﺎ ﻭﻋﻦ ﻣﺼﲑﻫﺎ‪.‬‬
‫ﻭﺗﻌﺘﱪ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻣﻮﺭﺩﺍ ﻫﺎﻣﺎ ﻻ ﻳﻘﻞ ﺃﳘﻴﺔ ﺑﻞ ﻳﺰﻳﺪ ﻋﻦ ﺍﳌﻮﺍﺭﺩ ﺍﳌﺎﺩﻳﺔ ﻭﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ﺍﳌﺘﺎﺣﺔ ﻟﻠﻤﻨﻈﻤﺎﺕ‪ .‬ﻓﻔﻲ ﻋﺼﺮ‬
‫ﻳﺘﺴﻢ ﺑﺎﻟﺘﻐﲑ ﺍﳌﺴﺘﻤﺮ ﻭﺑﻌﺪﻡ ﺍﻻﺳﺘﻘﺮﺍﺭ ﺃﺻﺒﺤﺖ ﻋﻠﻤﻴﺔ ﺇﺩﺍﺭﺓ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺃﻣﺮﺍ ﺿﺮﻭﺭﻳﺎ ﻭﺃﺳﺎﺳﻴﺎ ﻟﻠﻤﻨﻈﻤﺔ ﺇﺫﺍ ﻛﺎﻧﺖ ﳍﺎ ﺭﻏﺒﺔ‬
‫ﰲ ﲢﻘﻴﻖ ﺩﺭﺟﺔ ﻋﺎﻟﻴﺔ ﻣﻦ ﺍﻟﺮﺷﺪ ﻭﺍﳉﻮﺩﺓ ﰲ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﱵ ﺗﺘﺨﺬ ‪‬ﺎ ﻭﰲ ﺍﳋﻄﻂ ﻭﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍﻟﱵ ﻳﺘﻢ ﻭﺿﻌﻬﺎ‬
‫ﺑﻮﺍﺳﻄﺔ ﺍﻹﺩﺍﺭﻳﲔ ‪‬ﺎ‪.‬‬
‫ﻟﺬ ﺍ ﺃﺻﺒﺢ ﻟﺰﺍﻣﺎ ﻋﻠﻰ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﻴﻮﻡ ﺃﻥ ﺗﻌﻴﺪ ﺗﻨﻈﻴﻢ ﻧﻔﺴﻬﺎ ﻭﺗﻌﻴﺪ ﺗﺼﻤﻴﻢ ﻋﻤﻠﻴﺎ‪‬ﺎ ﻟﻼﺳﺘﻔﺎﺩﺓ ﻣﻦ ﺗﻠﻚ ﺍﻟﺘﻄﻮﺭﺍﺕ‪ ،‬ﻭﺍﻥ ﺗﺴﻌﻰ‬
‫ﺇﱃ ﺍﻟﺘﻐﻠﺐ ﻋﻠﻰ ﺍﳌﻨﺎﻓﺴﺔ ﻭﺍﻟﻘﻴﺎﻡ ﺑﺘﻄﻮﻳﺮ ﺇﻧﺘﺎﺟﻬﺎ ﻭﻋﻤﻠﻴﺎ‪‬ﺎ ﻣﻦ ﺧﻼﻝ ﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻦ ﺍﻟﺘﻘﺪﻡ ﺍﳌﺬﻫﻞ ﰲ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻟﻜﺴﺐ‬
‫ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﳌﺰﺍﻳﺎ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ‪.‬‬
‫ﻭﻋﻠﻰ ﻫﺬﺍ ﺍﻷﺳﺎﺱ ﻓﺈﻥ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻫﻲ ﳏﺎﻭﻟﺔ ﻗﺪﻣﻬﺎ ﺍﳌﺸﺘﻐﻠﻮﻥ ﺑﻨﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻟﺘﺰﻭﻳﺪ ﺍﳌﺪﻳﺮﻳﻦ ﻭﻏﲑﻫﻢ ﻣﻦ ﺻﺎﻧﻌﻲ‬
‫ﺍﻟﻘﺮﺍﺭﺍﺕ ﲟﺎ ﳛﺘﺎﺟﻮﻧﻪ ﻣﻦ ﻣﻌﻠﻮﻣﺎﺕ ﻟﻜﻲ ﻳﺆﺩﻭﻥ ﻋﻤﻠﻬﻢ ﺑﻜﻔﺎﺀﺓ ﻭﻓﻌﺎﻟﻴﺔ‪ .‬ﻓﻨﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﻟﻌﻨﺎﺻﺮ ﺍﳌﺘﺪﺍﺧﻠﺔ ﺃﻭ‬
‫ﺍﳌﺘﻔﺎﻋﻠﺔ ﺑﻌﻀﻬﺎ ﻣﻊ ﺑﻌﺾ ﻭﺍﻟﱵ ﺗﻌﻤﻞ ﻋﻠﻰ ﲨﻊ ﳐﺘﻠﻒ ﺃﻧﻮﺍﻉ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺗﻌﻤﻞ ﻋﻠﻰ ﻣﻌﺎﳉﺘﻬﺎ ﻭﲣﺰﻳﻨﻬﺎ ﻭﺑﺜﻬﺎ‬
‫ﻭﺗﻮﺯﻳﻌﻬﺎ ﻋﻠﻰ ﺍﳌﺴﺘﻔﻴﺪﻳﻦ ﻟﻐﺮﺽ ﺩﻋﻢ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﻭﺗﺄﻣﲔ ﺍﻟﺴﻴﻄﺮﺓ ﻋﻠﻰ ﺍﳌﻨﻈﻤﺔ‪ ،‬ﺇﺿﺎﻓﺔ ﺇﱃ ﺃﻥ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻳﻘﻮﻡ‬
‫ﺑﺘﺤﻠﻴﻞ ﺍﳌﺸﻜﻼﺕ ﻭ ﲢﺪﻳﺪ ﺍﻟﺒﺪﺍﺋﻞ ﺍﳌﻼﺋﻤﺔ ﳊﻠﻬﺎ ﻛﻤﺎ ﻳﻘﻮﻡ ﺑﺘﻮﻓﲑ ﻗﺎﻋﺪﺓ ﺑﻴﺎﻧﺎﺕ ﻷﻧﺸﻄﺔ ﺍﳌﻨﻈﻤﺔ ﻭﺍﻟﺒﻴﺌﺔ ﺍﶈﻴﻄﺔ ‪‬ﺎ ﻟﺪﻋﻢ‬
‫ﻣﺘﺨﺬﻱ ﺍﻟﻘﺮﺍﺭ‪.‬‬
‫ﺃﻭﻻ‪ :‬ﻣﺎﻫﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ‬
‫ﻳﻌﺪ ﺍﻟﻘﺮﺍﺭ ﺟﻮﻫﺮ ﺍﻟﻌﻤﻠﻴﺔ ﺍﻹﺩﺍﺭﻳﺔ ﻭ ﻭﺳﻴﻠﺘﻬﺎ ﺍﻷﺳﺎﺳﻴﺔ ﰲ ﲢﻘﻴﻖ ﺃﻫﺪﺍﻑ ﺍﳌﻨﻈﻤﺔ ﻭ ﻗﺪ ﺣﻈﻲ ﺍﻟﻘﺮﺍﺭ ﲟﻜﺎﻧﺔ ﺍﺳﺘﺜﻨﺎﺋﻴﺔ ﰲ‬
‫ﺍ‪‬ﺎﻻﺕ ﺍﳌﺨﺘﻠﻔﺔ ﻟﻺﺩﺍﺭﺓ ﻷﻧﻪ ﻳﺴﻤﺢ ﺑﺸﻜﻞ ﺃﺳﺎﺳﻲ ﰲ ﲤﻜﲔ ﺍﳌﻨﻈﻤﺔ ﻣﻦ ﻣﻮﺍﺻﻠﺔ ﺃﻧﺸﻄﺘﻬﺎ ﺍﻹﺩﺍﺭﻳﺔ ﺑﻜﻔﺎﺀﺓ ﻭ ﻓﺎﻋﻠﻴﺔ‪ .‬ﻭﻋﻠﻴﻪ‬
‫ﻓﺈﻥ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻣﻦ ﺍﳌﻬﺎﻡ ﺍﳉﻮﻫﺮﻳﺔ ﻟﻠﻤﺪﻳﺮ‪ ،‬ﻛﻮ‪‬ﺎ ﳏﻮﺭ ﺍﻟﻌﻤﻠﻴﺔ ﺍﻹﺩﺍﺭﻳﺔ‪ .‬ﻭﺃﺻﺒﺢ ﻣﻘﺪﺍﺭ ﺍﻟﻨﺠﺎﺡ ﺍﻟﺬﻱ ﲢﻘﻘﻪ ﺃﻳﺔ‬
‫ﻣﺆﺳﺴﺔ ﺇﱃ ﺣﺪ ﺑﻌﻴﺪ ﻋﻠﻰ ﻗﺪﺭﺓ ﻭﻛﻔﺎﺀﺓ ﻗﻴﺎﺩ‪‬ﺎ ﻋﻠﻰ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳌﻨﺎﺳﺒﺔ‪ ،‬ﻭﺫﻟﻚ ﺃﻥ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺗﺸﻤﻞ ﻣﻦ‬
‫ﺍﻟﻨﺎﺣﻴﺔ ﺍﻟﻌﻤﻠﻴﺔ ﻛﺎﻓﺔ ﺍﳉﻮﺍﻧﺐ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺎﻟﺘﻨﻈﻴﻢ ﺍﻹﺩﺍﺭﻱ‪ ،‬ﻭﺃ‪‬ﺎ ﻻ ﺗﻘﻞ ﺃﳘﻴﺔ ﻋﻦ ﻋﻤﻠﻴﺔ ﺍﻟﺘﻨﻔﻴﺬ‪ ،‬ﻭﺗﺮﺗﺒﻂ ‪‬ﺎ ﺍﺭﺗﺒﺎﻃﺎ ﻭﺛﻴﻘﺎ‪ ،‬ﻭﺃﻥ‬
‫ﺃﻱ ﺗﻔﻜﲑ ﰲ ﺍﻟﻌﻤﻠﻴﺔ ﺍﻹﺩﺍﺭﻳﺔ ﻳﻨﺒﻐﻲ ﺃﻥ ﻳﺮﻛﺰ ﻋﻠﻰ ﺃﺳﺲ ﻭﺃﺳﺎﻟﻴﺐ ﻻﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ‪ ،‬ﻛﻤﺎ ﻳﺮﻛﺰ ﻋﻠﻰ ﺃﺳﺲ ﻭﺇﺟﺮﺍﺀﺍﺕ‬
‫ﺗﻨﻔﻴﺬﻫﺎ‪.‬‬

‫‪131‬‬ ‫ﺍﻟﻌﺪﺩ ﺍﻟﺴﺎﺑﻊ‪ -‬ﻣﺎﺭﺱ ‪-2017‬‬

‫ﳎﻠﺔ ﺁﻓﺎﻕ ﻟﻠﻌﻠﻮﻡ‬ ‫ﺟﺎﻣﻌﺔ ﺍﳉﻠﻔﺔ‬

‫‪ .1‬ﺗﻌﺮﻳﻒ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ‪:‬‬

‫ﺍﻟﻘﺮﺍﺭ ﻫﻮ "ﻋﻤﻠﻴﺔ ﻋﻘﻼﻧﻴﺔ ﺭﺷﻴﺪﺓ ﺗﺘﺒﻠﻮﺭ ﰲ ﺍﻻﺧﺘﻴﺎﺭ ﺑﲔ ﺑﺪﺍﺋﻞ ﻣﺘﻌﺪﺩﺓ ﺫﺍﺕ ﻣﻮﺍﺻﻔﺎﺕ ﺗﺘﻨﺎﺳﺐ ﻣﻊ ﺍﻹﻣﻜﺎﻧﻴﺎﺕ ﺍﳌﺘﺎﺣﺔ‬
‫ﻭﺍﻷﻫﺪﺍﻑ ﺍﳌﻄﻠﻮﺑﺔ")‪.(1‬‬
‫ﻭﻳﻌﺮﻑ ﺍﻟﻘﺮﺍﺭ ﺃﻳﻀﺎ ﺑﺄﻧﻪ "ﻋﻤﻠﻴﺔ ﺍﳌﻔﺎﺿﻠﺔ ﺑﲔ ﺍﳊﻠﻮﻝ ﺍﻟﺒﺪﻳﻠﺔ ﺍﳌﺘﺎﺣﺔ ﻭﺍﺧﺘﻴﺎﺭ ﺃﻛﺜﺮ ﻫﺬﻩ ﺍﳊﻠﻮﻝ ﺻﻼﺣﻴﺔ ﻟﺘﺤﻘﻴﻖ ﺍﳍﺪﻑ ﻣﻦ‬
‫ﺣﻞ ﺍﳌﺸﻜﻠﺔ‪ ،‬ﻛﻤﺎ ﻳﻌﺮﻑ ﺑﺄﻧﻪ ﻓﻌﻞ ﳜﺘﺎﺭﻩ ﺍﻟﻔﺮﺩ ﺑﻮﺻﻔﻪ ﺃﻧﺴﺐ ﻭﺳﻴﻠﺔ ﻣﺘﺎﺣﺔ ﻹﳒﺎﺯ ﺍﳍﺪﻑ ﺃﻭ ﺍﻷﻫﺪﺍﻑ ﺍﻟﱵ ﻳﺒﺘﻐﻴﻬﺎ ﻣﻦ ﺣﻞ‬
‫ﺍﳌﺸﻜﻠﺔ ﺍﻟﱵ ﺗﺸﻐﻠﻪ")‪.(2‬‬
‫ﻭﻳﻌﺮﻑ "ﺍﳍﻤﺸﺮﻱ" ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﺑﺄﻧﻪ "ﻋﻤﻞ ﻓﻜﺮﻱ ﻭ ﻣﻮﺿﻮﻋﻲ ﻳﺴﻌﻰ ﺇﱃ ﺍﺧﺘﻴﺎﺭ ﺍﻟﺒﺪﻳﻞ ﺍﻷﻧﺴﺐ ﳊﻞ ﻣﺸﻜﻠﺔ ﻣﻌﻴﻨﺔ ﻣﻦ‬
‫ﺑﲔ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﻟﺒﺪﺍﺋﻞ ﺍﳌﺘﺎﺣﺔ ﺃﻣﺎﻡ ﻣﺘﺨﺬ ﺍﻟﻘﺮﺍﺭ ﻭﺫﻟﻚ ﺑﺎﳌﻔﺎﺿﻠﺔ ﺑﻴﻨﻬﻤﺎ ﺑﺎﺳﺘﺨﺪﺍﻡ ﻣﻌﺎﻳﲑ ﳏﺪﺩﺓ‪ ،‬ﻭﲟﺎ ﻳﺘﻤﺎﺷﻰ ﻣﻊ ﺍﻟﻈﺮﻭﻑ‬
‫ﺍﻟﺪﺍﺧﻠﻴﺔ ﻭﺍﳋﺎﺭﺟﻴﺔ ﺍﻟﱵ ﺗﻮﺍﺟﻪ ﻣﺘﺨﺬ ﺍﻟﻘﺮﺍﺭ‪ .‬ﺃﻭ ﻫﻮ ﺍﳊﻞ ﺃﻭ ﺍﻟﺘﺼﺮﻑ ﺃﻭ ﺍﻟﺒﺪﻳﻞ ﺍﻷﻓﻀﻞ ﺍﻟﺬﻱ ﰎ ﺍﺧﺘﻴﺎﺭﻩ ﻣﻦ ﺑﲔ ﻋﺪﺓ‬
‫ﺣﻠﻮﻝ ﺃﻭ ﺗﺼﺮﻓﺎﺕ ﺃﻭ ﺑﺪﺍﺋﻞ ﻣﺘﺎﺣﺔ ﺃﻣﺎﻡ ﻣﺘﺨﺬ ﺍﻟﻘﺮﺍﺭ ﳊﻞ ﻣﺸﻜﻠﺔ ﻣﻌﻴﻨﺔ")‪.(3‬‬
‫ﺇﺫﻥ ﻓﺎﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﻳﻘﺼﺪ ﺑﻪ ﻛﻞ ﺍﻷﻓﻌﺎﻝ ﺍﻟﱵ ﳚﺐ ﺃﻥ ﺗﺘﻢ ﻗﺒﻞ ﺃﻥ ﳝﻜﻦ ﻋﻤﻞ ﺍﺧﺘﻴﺎﺭ ‪‬ﺎﺋﻲ‪ ،‬ﺇﺫ ﺃﻧﻪ ﺍﻻﺧﺘﻴﺎﺭ ﺍﻷﻧﺴﺐ ﺑﲔ‬
‫ﺍﻟﺒﺪﺍﺋﻞ ﺍﳌﺘﺎﺣﺔ ﰲ ﻣﻮﻗﻒ ﻣﻌﲔ ﻣﻊ ﺍﻷﺧﺬ ﰲ ﺍﻻﻋﺘﺒﺎﺭ ﺍﻟﻨﺘﺎﺋﺞ ﺍﳌﺘﺮﺗﺒﺔ ﻋﻨﻪ ﻗﺒﻞ ﺍﻟﻘﻴﺎﻡ ﺑﻪ‪ ،‬ﺇﺫ ﺗﻌﺪ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﺟﻮﻫﺮ‬
‫ﻭﻇﻴﻔﺔ ﺍﳌﺪﺭﺍﺀ ﰲ ﳐﺘﻠﻒ ﺍﳌﻮﺍﻗﻊ ﺍﻹﺩﺍﺭﻳﺔ ﻭﺗﺘﺼﻞ ﺍﺗﺼﺎﻻ ﻣﺒﺎﺷﺮﺍ ﺑﺎﻟﻌﻤﻠﻴﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺍﻷﺧﺮﻯ‪.‬‬
‫ﻭﻋﻠﻴﻪ ﻓﺈﻥ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﺍﻹﺩﺍﺭﻱ ﰲ ﻧﻄﺎﻕ ﻋﻠﻢ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﺎﻣﺔ ﻣﻦ ﺃﻫﻢ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﻓﺎﻟﻘﺮﺍﺭ ﻋﻤﻞ ﲨﺎﻋﻲ ﻳﺘﻄﻠﺐ‬
‫ﺍﻹﻓﺎﺩﺓ ﻣﻦ ﻭﺟﻬﺎﺕ ﻧﻈﺮ ﻣﺘﻌﺪﺩﺓ ﻣﻦ ﺍﻟﻌﺎﻣﻠﲔ ﰲ ﺍﳌﺆﺳﺴﺔ‪ ،‬ﻓﺒﻮﺍﺳﻄﺔ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﻳﺘﻢ ﺍﻟﻘﻴﺎﻡ ﺑﺎﻟﻌﻤﻠﻴﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‬
‫ﺍﻷﺳﺎﺳﻴﺔ ﻣﺜﻞ‪ :‬ﺍﻟﺘﺨﻄﻴﻂ‪ ،‬ﺍﻟﺘﻨﻈﻴﻢ‪ ،‬ﺍﻟﺮﻗﺎﺑﺔ‪ ،‬ﻟﺘﺤﻘﻴﻖ ﺃﻫﺪﺍﻑ ﺍﻟﻮﻇﻴﻔﺔ ﺍﻹﺩﺍﺭﻳﺔ ﺍﳌﻮﺟﻮﺩﺓ‪ .‬ﻭﻗﺪ ﺃﺻﺒﺢ ﻣﻦ ﺍﻟﺜﺎﺑﺖ ﺍﻵﻥ ﻣﺸﺎﺭﻛﺔ‬
‫ﺍﻷﻓﺮﺍﺩ ﰲ ﻭﺿﻊ ﺍﻟﻘﺮﺍﺭ ﲡﻌﻠﻪ ﺃﻛﺜﺮ ﳒﺎﺣﺎ ﻟﻴﺲ ﰲ ﻣﺮﺣﻠﺔ ﺍﻟﺼﻴﺎﻏﺔ ﻓﺤﺴﺐ ﻭﺇﳕﺎ ﻛﺬﻟﻚ ﰲ ﻣﺮﺣﻠﺔ ﺍﻟﺘﻨﻔﻴﺬ ﻷﻥ ﺍﻷﻓﺮﺍﺩ‬
‫ﻳﺘﺤﻤﺴﻮﻥ ﻟﺘﻨﻔﻴﺬ ﻣﺎ ﺃﺳﻬﻤﻮﺍ ﰲ ﺻﻴﺎﻏﺘﻪ ﻭﻟﻮ ﻛﺎﻥ ﻣﺎ ﺃﺧﺪ ﻣﻦ ﺁﺭﺍﺋﻬﻢ ﺟﺰﺋﻴﺎ‪.‬‬
‫‪ .2‬ﺃﳘﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ‬
‫ﻟﻘﺪ ﺃﺻﺒﺤﺖ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺍﻟﻴﻮﻡ ﲟﺜﺎﺑﺔ ﺍﻷﺩﺍﺓ ﺍﳍﺎﺩﻓﺔ ﻭﺍﳌﻌﱪﺓ ﺑﺸﻜﻞ ﺃﺳﺎﺳﻲ ﻋﻦ ﻣﺪﻯ ﲢﻘﻴﻖ ﺍﻟﻨﺠﺎﺡ ﺃﻭ ﺍﻟﻔﺸﻞ ﺍﻟﺬﻱ‬
‫ﲤﺎﺭﺳﻪ ﻗﻴﺎﺩﺓ ﺍﳌﻨﻈﻤﺔ ﰲ ﺗﻮﺟﻴﻪ ﳐﺘﻠﻒ ﺍﳉﻬﻮﺩ ﺍﻹﻧﺴﺎﻧﻴﺔ ﳓﻮ ﺍﺳﺘﺜﻤﺎﺭ ﺍﳌﻮﺍﺭﺩ ﺍﳌﺘﺎﺣﺔ ﻭﺍﺳﺘﻐﻼﻝ ﺍﻟﻮﻗﺖ ﻟﻠﻮﺻﻮﻝ ﺇﱃ‬
‫ﺍﻷﻫﺪﺍﻑ‪ .‬ﻭﻏﺎﻟﺒﺎ ﻣﺎ ﳛﻘﻖ ﺍﻟﻘﺮﺍﺭ ﺍﻟﻌﻠﻤﻲ ﺍﻟﺮﺻﲔ ﺃﻋﻠﻰ ﺇﳒﺎﺯ ﻣﺎﺩﻱ ﻭﻣﻌﻨﻮﻱ ﻟﻠﻤﻨﻈﻤﺔ ﺍﻟﻌﺎﻣﻠﺔ ﻭﲜﻬﺪ ﺃﺩﱏ ﻭﻛﻠﻒ ﺃﻗﻞ‪ ،‬ﻗﻴﺎﺳﺎ‬
‫ﺑﺎﻟﻘﺮﺍﺭﺍﺕ ﻏﲑ ﺍﻟﻌﻠﻤﻴﺔ ﺍﻟﱵ ﻻ ﺗﺮﺗﻜﺰ ﰲ ﺣﻘﻴﻘﺘﻬﺎ ﻋﻠﻰ ﺍﻷﺳﺎﻟﻴﺐ ﺍﻟﻌﻠﻤﻴﺔ ﺍﳌﻌﺘﻤﺪﺓ ﰲ ﺇﻃﺎﺭ ﺫﻟﻚ‪ .‬ﻭﻟﺪﺍ ﻓﺈﻥ ﺍﻷﳘﻴﺔ ﺍﻟﺮﺋﻴﺴﻴﺔ‬
‫ﰲ ﺍﻟﻘﺮﺍﺭ ﺍﳌﺘﺨﺬ ﺗﻜﻤﻦ ﰲ "ﻣﺪﻯ ﺍﺳﺘﻌﺪﺍﺩ ﺍﳌﻌﻨﻴﲔ ﺇﱃ ﻗﺒﻮﻟﻪ ﻭﺍﻟﺴﲑ ﻭﻓﻖ ﺧﻄﺎﻩ ﳏﻘﻘﲔ ﻣﻦ ﺧﻼﻝ ﺫﻟﻚ ﺍﻹﺳﻬﺎﻡ ﺍﻟﻔﺎﻋﻞ ﰲ‬
‫ﺃﻧﺸﻄﺔ ﺍﳌﻨﻈﻤﺔ ‪ .‬ﻛﻤﺎ ﺃﻥ ﺍﻹﳝﺎﻥ ﺑﻨﺠﺎﺡ ﺍﻟﻘﺮﺍﺭ ﻭﺻﻮﺍﺑﻪ ﻳﻌﺰﺯ ﰲ ﺍﻟﻮﻗﺖ ﺫﺍﺗﻪ ﻣﻦ ﺫﻟﻚ ﻳﺆﺩﻱ ﺇﱃ ﺧﻠﻖ ﻗﻴﻢ ﻭﻗﻮﺍﻋﺪ ﺛﺎﺑﺘﺔ ﰲ‬
‫ﺍﻟﻨﻀﺞ ﺍﻟﻔﻜﺮﻱ‪ ،‬ﻭﻛﺪﺍ ﺍﻟﺮﺅﻳﺎ ﺍﻟﻮﺍﺿﺤﺔ ﻭﺍﻟﺴﲑ ﲞﻄﻰ ﻣﺘﻮﺍﺯﻧﺔ ﻭﻣﺴﺘﻘﺮﺓ")‪.(4‬‬
‫ﻭﺗﺄﺳﻴﺴﺎ ﻋﻠﻰ ﻣﺎ ﺳﺒﻖ ﻓﺈﻥ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﻫﻲ ﻋﻤﻠﻴﺔ ﻣﻬﻤﺔ ﻭﺃﺳﺎﺳﻴﺔ ﻟﻺﺩﺍﺭﺓ ﻓﻬﻲ ﺍﶈﺮﻙ ﳉﻬﻮﺩ ﻭﻧﺸﺎﻁ ﺍﳌﻮﺍﺭﺩ‬
‫ﺍﻟﺒﺸﺮﻳﺔ ﻭﻭﺳﻴﻠﺘﻬﺎ ﺍﻷﺳﺎﺳﻴﺔ ﰲ ﲢﻘﻴﻖ ﺃﻫﺪﺍﻑ ﺍﳌﻨﻈﻤﺔ‪ ،‬ﺣﻴﺚ ﺃﻥ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﻫﻲ ﻋﻤﻠﻴﺔ ﲨﺎﻋﻴﺔ ﻭﺃﻥ ﻓﻌﺎﻟﻴﺔ ﺍﳉﻤﺎﻋﺔ‬
‫ﺿﺮﻭﺭﺓ ﺣﺘﻤﻴﺔ ﰲ ﳒﺎﺡ ﻓﻌﺎﻟﻴﺔ ﺍﻟﻘﺮﺍﺭ ﻭﺳﻬﻮﻟﺔ ﺗﻄﺒﻴﻘﻪ‪ ،‬ﻭﺃﻥ ﺟﻮﺩﺓ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﱵ ﻳﺘﻢ ﺍﲣﺎﺫﻫﺎ ﺑﻮﺍﺳﻄﺔ ﺍﳌﺪﻳﺮ ﰲ ﺃﻱ ﻣﺆﺳﺴﺔ‬
‫ﺗﻌﺘﱪ ﺍﳌﺆﺷﺮ ﺍﳊﻘﻴﻘﻲ ﳌﺪﻯ ﻭﻗﻴﻤﺔ ﺍﳌﺴﺎﳘﺔ ﺍﻟﱵ ﻳﻘﺪﻣﻬﺎ ﻟﺘﺤﻘﻴﻖ ﺍﻟﻨﺠﺎﺡ ﻭﺍﻟﻔﻌﺎﻟﻴﺔ ﳌﻨﻈﻤﺘﻪ‪.‬‬

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‫ﳎﻠﺔ ﺁﻓﺎﻕ ﻟﻠﻌﻠﻮﻡ‬ ‫ﺟﺎﻣﻌﺔ ﺍﳉﻠﻔﺔ‬

‫‪ .3‬ﺧﻄﻮﺍﺕ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ‪:‬‬

‫‪ Ø‬ﲢﺪﻳﺪ ﺍﳌﺸﻜﻠﺔ ‪:‬‬
‫ﻭﻫﻲ ﺍﳋﻄﻮﺓ ﺍﻷﻭﱃ ﻭﺍﳌﻬﻤﺔ ﻻﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ‪ ،‬ﻭﻓﻴﻬﺎ ﻳﺸﻌﺮ ﺍﳌﺪﻳﺮ ﺃﻭ ﻣﺘﺨﺬ ﺍﻟﻘﺮﺍﺭ ﺑﺎﳌﺸﻜﻠﺔ ﻣﻦ ﺧﻼﻝ ﻋﺪﺩ ﻣﻦ ﺍﳌﺆﺷﺮﺍﺕ ﺃﻭ‬
‫ﺍﳌﺘﻐﲑﺍﺕ‪ .‬ﻭﺑﻌﺪ ﺍﻟﺸﻌﻮﺭ ﺑﺎﳌﺸﻜﻠﺔ ﳚﺐ ﲢﺪﻳﺪ ﺟﻮﺍﻧﺒﻬﺎ ﻭﺃﺑﻌﺎﺩﻫﺎ ﺍﳌﺨﺘﻠﻔﺔ ﺑﺸﻜﻞ ﺩﻗﻴﻖ ﻭﻭﺍﺿﺢ‪ .‬ﻭﳝﻜﻦ ﺃﻥ ﻳﺘﻢ ﺫﻟﻚ ﻣﻦ‬
‫ﺧﻼﻝ ﻃﺮﺡ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻷﺳﺌﻠﺔ ﺍﻟﱵ ﺗﺴﻬﻢ ﰲ ﲢﺪﻳﺪ ﺍﳌﺸﻜﻠﺔ ﻭﻓﻬﻤﻬﺎ‪ .‬ﻭﳚﺐ ﺃﻥ ﻳﺘﻢ ﺻﻴﺎﻏﺔ ﺍﳌﺸﻜﻠﺔ ﺑﻌﺒﺎﺭﺍﺕ ﻭﺍﺿﺤﺔ‬
‫ﻭﻣﻔﻬﻮﻣﺔ ﳉﻤﻴﻊ ﺍﻷﻃﺮﺍﻑ ﺫﺍﺕ ﺍﻟﻌﻼﻗﺔ‪ .‬ﻭﻳﺴﺘﻄﻴﻊ ﺍﻹﺩﺍﺭﻱ ﺃﻭ ﻣﺘﺨﺬ ﺍﻟﻘﺮﺍﺭ ﺃﻥ ﻳﻘﺪﺭ ﻣﺎ ﺗﺴﺘﺤﻖ ﺍﳌﺸﻜﻠﺔ ﻣﻦ ﺍﻫﺘﻤﺎﻡ ﻣﻦ‬
‫ﺧﻼﻝ ﺍﻹﺟﺎﺑﺔ ﻋﻠﻰ ﺃﺳﺌﻠﺔ ﺃﳘﻬﺎ ‪:‬‬
‫‪ -‬ﻣﺎ ﻫﻲ ﺣﺪﺓ ﺍﳌﺸﻜﻠﺔ؟‪.‬‬
‫‪ -‬ﻫﻞ ﺍﻵﺛﺎﺭ ﺍﻟﱵ ﺗﺘﺮﺗﺐ ﻋﻠﻰ ﻋﺪﻡ ﺣﻠﻬﺎ ﻛﺒﲑﺓ ﻭﺧﻄﲑﺓ؟‪.‬‬
‫‪ -‬ﻣﺎ ﻫﻲ ﺣﺪﺓ ﺍﳌﺸﻜﻠﺔ؟‪.‬‬
‫‪ -‬ﻫﻞ ﺍﻵﺛﺎﺭ ﺍﻟﱵ ﺗﺘﺮﺗﺐ ﻋﻠﻰ ﻋﺪﻡ ﺣﻠﻬﺎ ﻛﺒﲑﺓ ﻭﺧﻄﲑﺓ؟‪.‬‬
‫‪ -‬ﻣﺎ ﻫﻲ ﺩﺭﺟﺔ ﺇﳊﺎﺡ ﺍﳌﺸﻜﻠﺔ؟‪.‬‬
‫‪ -‬ﻣﺎﺫﺍ ﳝﻜﻦ ﺃﻥ ﳛﺪﺙ ﺇﺫﺍ ﱂ ﺗﺘﻢ ﻣﻌﺎﳉﺔ ﺍﳌﺸﻜﻠﺔ؟‪.‬‬
‫‪ Ø‬ﲨﻊ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺣﻮﻝ ﺍﳌﺸﻜﻠﺔ ﻭ ﲢﻠﻴﻠﻬﺎ ﻭ ﺗﻔﺴﲑﻫﺎ ‪:‬‬
‫ﺗﻌﺪ ﻋﻤﻠﻴﺔ ﺗﻮﻓﲑ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﻨﺎﺳﺒﺔ ﻣﻦ ﺣﻴﺚ ﺍﻟﻜﻢ ﻭﺍﻟﻜﻴﻒ ﻭﺍﻟﻮﻗﺖ ﺍﳌﻨﺎﺳﺐ ﻗﻀﻴﺔ ﺃﺳﺎﺳﻴﺔ ﰲ ﲢﺪﻳﺪ ﺍﳌﺸﻜﻠﺔ ﻭﺑﺎﻟﺘﺎﱄ ﰲ‬
‫ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﺍﻟﺴﻠﻴﻢ ﻭﺍﳌﻨﺎﺳﺐ‪" .‬ﻭﳝﻜﻦ ﳌﺘﺨﺬ ﺍﻟﻘﺮﺍﺭ ﺃﻥ ﳚﻤﻊ ﻣﺎ ﳛﺘﺎﺟﻪ ﻣﻦ ﺑﻴﺎﻧﺎﺕ ﺃﻭ ﻣﻌﻠﻮﻣﺎﺕ ﺑﺎﻟﻄﺮﻕ ﺍﻟﻌﺪﻳﺪﺓ ﺍﳌﺘﻮﺍﻓﺮﺓ‬
‫ﻫﺬﻩ ﺍﻷﻳﺎﻡ ﻣﺜﻞ‪ :‬ﺍﳌﻘﺎﺑﻼﺕ ﻭ ﺍﳌﻼﺣﻈﺎﺕ ﺍﻟﺸﺨﺼﻴﺔ ﻭﺍﳌﻠﻔﺎﺕ ﻭﺍﻟﺘﻘﺎﺭﻳﺮ ﻭﻣﺮﺍﻛﺰ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺨﺘﻠﻔﺔ ﻭ ﺷﺒﻜﺎﺕ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﻭﻏﲑﻫﺎ ﻣﻦ ﺍﻷﺳﺎﻟﻴﺐ‪ .‬ﻭﺑﻌﺪ ﺃﻥ ﺗﺘﻢ ﻋﻤﻠﻴﺔ ﺍﳉﻤﻊ ﻻﺑﺪ ﻣﻦ ﻋﻤﻠﻴﺎﺕ ﺃﺧﺮﻯ ﻣﻬﻤﺔ ﻣﺜﻞ‪ :‬ﺗﺮﺗﻴﺐ ﻭﺗﺼﻨﻴﻒ ﻫﺬﻩ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ‬
‫ﺟﺪﺍﻭﻝ ﰒ ﲢﻠﻴﻠﻬﺎ ﺑﺎﺳﺘﺨﺪﺍﻡ ﺍﻷﺳﺎﻟﻴﺐ ﺍﻹﺣﺼﺎﺋﻴﺔ ﺍﳌﻨﺎﺳﺒﺔ ﻭﺗﻔﺴﲑﻫﺎ")‪.(5‬‬
‫‪ Ø‬ﺇﳚﺎﺩ ﺑﺪﺍﺋﻞ ﻣﻨﺎﺳﺒﺔ ﳊﻞ ﺍﳌﺸﻜﻠﺔ ‪:‬‬
‫ﲢﺘﺎﺝ ﺍﳌﺸﻜﻼﺕ ﺍﻟﺮﻭﺗﻴﻨﻴﺔ ﺍﻟﱵ ﺗﺼﺎﺩﻑ ﺍﳌﺪﻳﺮﻳﻦ ﺃﺛﻨﺎﺀ ﻗﻴﺎﻣﻬﻢ ﺑﻮﺍﺟﺒﺎ‪‬ﻢ ﺍﻟﻮﻇﻴﻔﻴﺔ ﺍﳌﺨﺘﻠﻔﺔ ﺇﱃ ﺳﺮﻋﺔ ﺍﻟﺘﺪﺧﻞ ﳊﻠﻬﺎ ﺣﱴ ﻻ‬
‫ﺗﺘﺤﻮﻝ ﻣﻊ ﻣﺮﻭﺭ ﺍﻟﻮﻗﺖ ﺇﱃ ﺃﺯﻣﺎﺕ ﻳﺼﻌﺐ ﺗﺪﺍﺭﻛﻬﺎ ﺃﻭ ﺣﻠﻬﺎ‪ .‬ﰲ ﻫﺬﻩ ﺍﳌﺮﺣﻠﺔ ﻳﺘﻢ ﺗﻄﻮﻳﺮ ﺃﻛﱪ ﻗﺪﺭ ﳑﻜﻦ ﻣﻦ ﺍﻟﺒﺪﺍﺋﻞ ﳊﻞ‬
‫ﺍﳌﺸﻜﻠﺔ‪ ،‬ﻭﳝﻜﻦ ﳌﺘﺨﺬ ﺍﻟﻘﺮﺍﺭ ﺃﻥ ﻳﻌﺘﻤﺪ ﰲ ﻫﺬﻩ ﺍﳋﻄﻮﺓ ﻋﻠﻰ ﺧﱪﺍﺗﻪ ﺍﻟﺸﺨﺼﻴﺔ ﰲ ﺍ‪‬ﺎﻝ ﻛﻤﺎ ﳝﻜﻦ ﺇﺷﺮﺍﻙ ﺑﻌﺾ ﺍﻟﻌﺎﻣﻠﲔ‬
‫ﳑﻦ ﻟﺪﻳﻬﻢ ﺍﳋﱪﺓ ﺍﻟﻜﺎﻓﻴﺔ ﻭﺍﳌﺘﻤﻴﺰﺓ ﻭﻳﺘﻄﻠﺐ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﺍﻟﻨﺎﺟﺢ ﻭﺍﻟﻔﻌﺎﻝ ﺑﺪﺍﺋﻞ ﻋﺪﺓ ﻻﺧﺘﻴﺎﺭ ﺍﻟﺒﺪﻳﻞ ﻣﻦ ﺑﻴﻨﻬﺎ‪ ،‬ﻭﺃﻥ ﻭﺟﻮﺩ‬
‫ﻋﺪﺓ ﺑﺪﺍﺋﻞ ﻳﻌﺪ ﺷﺮﻃﺎ ﺃﺳﺎﺳﻴﺎ ﻟﻠﻘﺮﺍﺭ ﺍﻟﻨﺎﺟﺢ‪ ،‬ﻓﻔﻲ ﺑﻌﺾ ﺍﻷﺣﻴﺎﻥ ﺗﻜﻮﻥ ﺃﻣﺎﻡ ﻣﺘﺨﺬ ﺍﻟﻘﺮﺍﺭ ﺑﺪﺍﺋﻞ ﻋﺪﻳﺪﺓ ﺟﻴﺪﺓ ﻭﰲ ﺃﺣﻴﺎﻥ‬
‫ﺃﺧﺮﻯ ﺗﻜﻮﻥ ﺍﻟﺒﺪﺍﺋﻞ ﳏﺪﻭﺩﺓ ﺟﺪﺍ ﻭﺗﺼﺒﺢ ﻋﻤﻠﻴﺔ ﺍﻻﺧﺘﻴﺎﺭ ﻟﻴﺴﺖ ﺑﺎﻷﻣﺮ ﺍﻟﺴﻬﻞ‪" .‬ﻭ ﻣﻦ ﺍﻷﺳﺌﻠﺔ ﺍﳌﻬﻤﺔ ﺍﻟﱵ ﳝﻜﻦ ﺃﻥ ﻳﺴﺘﻌﲔ‬
‫)‪(6‬‬
‫‪‬ﺎ ﻣﺘﺨﺬ ﺍﻟﻘﺮﺍﺭ ﻋﻨﺪ ﺗﻄﻮﻳﺮﻩ ﻟﻠﺒﺪﺍﺋﻞ ﺍﶈﺘﻤﻠﺔ ﳊﻞ ﺍﳌﺸﻜﻠﺔ ﻣﺎ ﻳﻠﻲ‪:‬‬
‫‪ -‬ﻣﺎﺫﺍ ﺳﺘﺤﻘﻖ ﻫﺬﻩ ﺍﻟﺒﺪﺍﺋﻞ؟ ﻭﻣﺎ ﻫﻲ ﻛﻔﺎﺀ‪‬ﺎ؟‬
‫‪ -‬ﻫﻞ ﻳﺘﻄﻠﺐ ﺗﻨﻔﻴﺬﻫﺎ ﻃﺮﻗﺎ ﺃﻭ ﻣﻮﺍﺭﺩ ﺟﺪﻳﺪﺓ؟‬
‫‪ -‬ﻣﺎ ﻫﻲ ﺻﻌﻮﺑﺎﺕ ﺍﻟﺘﻨﻔﻴﺬ ﻣﻦ ﺣﻴﺚ ﳐﺎﻃﺮ ﺍﻟﻌﻤﻞ ﺃﻭ ﺭﺩﻭﺩ ﻓﻌﻞ ﺍﻟﻌﺎﻣﻠﲔ؟‬
‫‪ -‬ﻣﺎ ﺍﻟﻮﻗﺖ ﺍﳌﻼﺋﻢ ﻟﺘﻄﺒﻴﻖ ﺍﻟﺒﺪﻳﻞ ﺍﳌﻘﺘﺮﺡ؟"‪.‬‬

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‫ﳎﻠﺔ ﺁﻓﺎﻕ ﻟﻠﻌﻠﻮﻡ‬ ‫ﺟﺎﻣﻌﺔ ﺍﳉﻠﻔﺔ‬

‫‪ Ø‬ﺗﻘﺪﱘ ﺍﻟﺒﺪﺍﺋﻞ ﺍﳌﻄﺮﻭﺣﺔ ﻭ ﺍﺧﺘﻴﺎﺭ ﺍﻟﺒﺪﻳﻞ ﺍﻷﻧﺴﺐ ‪:‬‬

‫ﺇﻥ ﻋﻤﻠﻴﺔ ﺍﺧﺘﻴﺎﺭ ﺍﻟﺒﺪﻳﻞ ﺍﳌﻨﺎﺳﺐ ﺗﻌﺘﱪ ﻣﻦ ﺃﻫﻢ ﻭﺃﺻﻌﺐ ﺍﳋﻄﻮﺍﺕ ﰲ ﺍﻟﻘﺮﺍﺭ ﺍﻹﺩﺍﺭﻱ ﺣﻴﺚ ﺃﻥ ﲢﺪﻳﺪ ﺍﻷﺻﻠﺢ ﻣﻦ ﺍﻟﺒﺪﺍﺋﻞ‬
‫ﻭﺍﺳﺘﺒﻌﺎﺩ ﻏﲑ ﺍﻟﺼﺎﱀ ﻣﻦ ﺍﻟﺒﺪﺍﺋﻞ ﻳﺘﺄﺛﺮ ﺇﱃ ﺣﺪ ﻛﺒﲑ ﻣﻊ ﺳﻠﻮﻛﻴﺎﺕ ﻣﺘﺨﺬ ﺍﻟﻘﺮﺍﺭ ﻭﻛﺬﻟﻚ ﺧﱪﺗﻪ ﻭ ﻣﻬﺎﺭﺗﻪ ﺍﻟﱵ ﺗﺘﻔﺎﻭﺕ ﻣﻦ‬
‫ﺷﺨﺺ ﻵﺧﺮ ﻭﻟﻜﻦ ﻓﺮﲟﺎ ﻣﺎ ﻳﺮﺍﻩ ﻣﺪﻳﺮ ﻣﺎ ﻣﻨﺎﺳﺒﺎ ﻣﻦ ﺍﻟﺒﺪﺍﺋﻞ ﻻ ﻳﺮﺍﻩ ﺁﺧﺮ ﻭﻟﻜﻦ ﺇﱃ ﺣﺪ ﻣﺎ ﺩﺍﻣﺖ ﻫﻨﺎﻙ ﻣﻌﺎﻳﲑ ﲢﻜﻢ ﻫﺬﺍ‬
‫ﺍﻻﺧﺘﻴﺎﺭ ﻓﺈﻧﻪ ﻻ ﺑﺪ ﺃﻥ ﻳﻜﻮﻥ ﻣﺒﻨﻴﺎ ﻋﻠﻰ ﺃﺳﺲ ﺻﺤﻴﺤﺔ‪" .‬ﻭﻫﻨﺎﻟﻚ ﻋﺪﺓ ﺍﻋﺘﺒﺎﺭﺍﺕ ﻻﺑﺪ ﻣﻦ ﺃﺧﺪﻫﺎ ﺑﻌﲔ ﺍﻻﻋﺘﺒﺎﺭ ﻋﻨﺪ‬
‫)‪(7‬‬
‫ﺍﻻﺧﺘﻴﺎﺭ ﻟﻠﺒﺪﻳﻞ ﺍﳌﻨﺎﺳﺐ ﻋﻠﻰ ﺍﻟﻨﺤﻮ ﺍﻟﺘﺎﱄ‪:‬‬
‫‪ -‬ﳏﺎﻭﻟﺔ ﺍﳌﻮﺍﺯﻧﺔ ﻣﺎ ﺑﲔ ﲢﻘﻴﻖ ﺍﳌﻄﻠﻮﺏ ﻧﺘﻴﺠﺔ ﻻﺧﺘﻴﺎﺭ ﺍﻟﺒﺪﻳﻞ‪ ،‬ﻭﻣﺎ ﻳﺘﻮﻗﻊ ﻣﻦ ﺍﳊﺼﻮﻝ ﻋﻠﻴﻪ ﻧﺘﻴﺠﺔ ﻟﺘﻨﻔﻴﺬ ﺍﺧﺘﻴﺎﺭ ﻫﺬﺍ ﺍﻟﺒﺪﻳﻞ‪،‬‬
‫‪ -‬ﺍﺧﺘﻴﺎﺭ ﺍﻟﺒﺪﻳﻞ ﺍﻷﻣﺜﻞ ﺍﻟﺬﻱ ﳛﻘﻖ ﺍﳌﻄﻠﻮﺏ ﻭﺑﺄﻗﻞ ﺍﻟﺘﻜﺎﻟﻴﻒ ﻭﺿﻤﻦ ﺍﻹﻣﻜﺎﻧﻴﺎﺕ ﺍﳌﺘﺎﺣﺔ‪،‬‬
‫‪ -‬ﺍﺧﺘﻴﺎﺭ ﺍﻟﺒﺪﻳﻞ ﺍﳌﻨﺎﺳﺐ ﻭﺍﻟﺬﻱ ﻳﻨﺴﺠﻢ ﻣﻊ ﺍﻷﻫﺪﺍﻑ ﺍﳌﺨﻄﻂ ﻟﺘﺤﻘﻴﻘﻬﺎ ﻣﻦ ﻗﺒﻞ ﺍﳌﻨﻈﻤﺔ"‪.‬‬
‫‪ Ø‬ﺗﻨﻔﻴﺬ ﺍﻟﻘﺮﺍﺭ ‪:‬‬
‫ﻭ ﰲ ﻫﺬﻩ ﺍﳌﺮﺣﻠﺔ ﻳﻘﻮﻡ ﻣﺘﺨﺬ ﺍﻟﻘﺮﺍﺭ ﺃﻭ ﺍﳌﺪﻳﺮ ﺑﺘﺤﺪﻳﺪ ﺍﳉﻬﺎﺕ ﻭﺍﻷﻃﺮﺍﻑ ﻣﻦ ﺩﻭﺍﺋﺮ ﻭﺃﻗﺴﺎﻡ ﻭﺃﻓﺮﺍﺩ ﺍﳌﺴﺌﻮﻟﲔ ﻋﻦ ﻋﻤﻠﻴﺔ‬
‫ﺍﻟﺘﻨﻔﻴﺬ‪ ،‬ﻭﲢﺪﻳﺪ ﻣﺴﺆﻭﻟﻴﺎﺕ ﻛﻞ ﺟﻬﺔ ﺑﺪﻗﺔ ﻭﻭﺳﺎﺋﻞ ﺍﻻﺗﺼﺎﻝ ﺍﻟﻼﺯﻣﺔ ﺑﻴﻨﻬﺎ ﻭﺑﲔ ﺍﻹﺩﺍﺭﺓ‪ ،‬ﻛﻤﺎ ﳚﺐ ﻋﻠﻰ ﺍﳌﺪﻳﺮ ﺃﻥ ﻳﻠﺘﻘﻲ‬
‫ﺑﺎﳉﻬﺎﺕ ﺍﳌﺴﺆﻭﻟﻴﺔ ﻋﻦ ﺍﻟﺘﻨﻔﻴﺬ ﻟﻴﻮﺿﺢ ﳍﻢ ﺍﻟﻘﺮﺍﺭ ﻭﻳﻨﺎﻗﺸﻬﻢ ﻓﻴﻪ ﻭﻳﺴﺘﻘﺒﻞ ﺃﺳﺌﻠﺘﻬﻢ ﻭﺍﺳﺘﻔﺴﺎﺭﺍ‪‬ﻢ ﺣﻮﻟﻪ‪ ،‬ﻟﻴﻨﺘﻘﻞ ﺍﻟﻘﺮﺍﺭ ﺑﻌﺪ‬
‫ﺫﻟﻚ ﺇﱃ ﻣﺮﺣﻠﺔ ﺍﻟﺘﻨﻔﻴﺬ ﺍﻟﻔﻌﻠﻲ‪ .‬ﻭﺗﻌﲏ ﻫﺬﻩ ﺍﳋﻄﻮﺓ ﻭﺿﻊ ﺍﻟﻘﺮﺍﺭ ﻣﻮﺿﻊ ﺍﻟﺘﻨﻔﻴﺬ‪ ،‬ﺃﻱ ﲢﻮﻳﻠﻪ ﺇﱃ ﻋﻤﻞ ﻓﻌﻠﻲ ﻋﻠﻰ ﺃﺭﺽ ﺍﻟﻮﺍﻗﻊ‪.‬‬
‫‪ Ø‬ﻣﺘﺎﺑﻌﺔ ﺗﻨﻔﻴﺬ ﺍﻟﻘﺮﺍﺭ ﻭ ﺗﻘﻴﻴﻤﻪ ‪:‬‬
‫ﳚﺐ ﻋﻠﻰ ﻣﺘﺨﺬ ﺍﻟﻘﺮﺍﺭ ﺃﻭ ﺍﻹﺩﺍﺭﺓ ﺫﺍﺕ ﺍﻟﻌﻼﻗﺔ ﺍﻟﻘﻴﺎﻡ ﲟﺘﺎﺑﻌﺔ ﻋﻤﻠﻴﺎﺕ ﺗﻨﻔﻴﺬ ﺍﻟﻘﺮﺍﺭ ﺑﻐﺮﺽ ﺍﻟﺘﻌﺮﻑ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﻻﳒﺎﺯ ﻭ‬
‫ﺍﳌﺸﻜﻼﺕ ﺍﻟﱵ ﺗﻮﺍﺟﻪ ﺍﳌﻨﻔﺬﻳﻦ ﻭﳏﺎﻭﻟﺔ ﺣﻠﻬﺎ‪ .‬ﺇﻥ ﺍﳌﺘﺎﺑﻌﺔ ﻟﻜﻞ ﻣﺮﺣﻠﺔ ﻣﻦ ﻣﺮﺍﺣﻞ ﺍﻟﻘﺮﺍﺭ ﺗﺴﻬﻢ ﰲ ﻣﻌﺎﳉﺔ ﻛﻞ ﺍﻟﻈﺮﻭﻑ ﻭ‬
‫ﺍﳌﺸﻜﻼﺕ ﺍﻟﱵ ﻗﺪ ﺗﺆﺛﺮ ﻋﻠﻰ ﻋﻤﻠﻴﺔ ﺍﻟﺘﻨﻔﻴﺬ ﰲ ﺃﻱ ﻣﺮﺣﻠﺔ ﻣﻦ ﻣﺮﺍﺣﻠﻬﺎ‪ ،‬ﻭﻫﺬﺍ ﻳﺴﻬﻢ ﰲ ﺍﻟﺘﻘﻴﻴﻢ ﺍﳌﺴﺘﻤﺮ ﻟﻠﻘﺮﺍﺭ ﻭﳌﺮﺍﺣﻞ‬
‫ﺗﻨﻔﻴﺬﻩ ﺍﳌﺨﺘﻠﻔﺔ ﰲ ﺍﻟﻮﻗﺖ ﺍﳌﻨﺎﺳﺐ‪ ،‬ﺪﻑ ﺍﻟﺘﻌﺮﻑ ﻋﻠﻰ ﺍﳌﺪﻯ ﺍﻟﺬﻱ ﻭﺻﻠﺖ ﺇﻟﻴﻪ ﻋﻤﻠﻴﺔ ﺗﻨﻔﻴﺬ ﺍﻟﻘﺮﺍﺭ ﰲ ﲢﻘﻴﻖ ﺍﳍﺪﻑ ﻣﻦ‬
‫ﺍﲣﺎﺫﻩ‪ .‬ﻭﺗﻌﺪ ﻋﻤﻠﻴﺔ ﺍﻟﺘﻘﻴﻴﻢ ﺍﳌﺴﺘﻤﺮ ﻋﻠﻰ ﺩﺭﺟﺔ ﻛﺒﲑﺓ ﻣﻦ ﺍﻷﳘﻴﺔ ﺧﺎﺻﺔ ﺇﺫﺍ ﻇﻬﺮﺕ ﺍﳊﺎﺟﺔ ﺇﱃ ﺗﻌﺪﻳﻞ ﺍﻟﻘﺮﺍﺭ ﺃﻭ ﺗﻄﻮﻳﺮﻩ ﺃﻭ‬
‫ﺍﻟﺘﺮﺍﺟﻊ ﻋﻨﻪ ﰲ ﺑﻌﺾ ﺍﻷﺣﻴﺎﻥ")‪.(8‬‬
‫‪ .4‬ﺃﻧﻮﺍﻉ ﺍﻟﻘﺮﺍﺭﺍﺕ‪:‬‬
‫ﳝﻜﻦ ﺗﻘﺴﻴﻢ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺇﱃ ﺃﻧﻮﺍﻉ ﻭﺃﳕﺎﻁ ﳐﺘﻠﻔﺔ‪ ،‬ﻭﻳﻌﺘﻤﺪ ﺍﻟﺘﻘﺴﻴﻢ ﻋﻠﻰ ﺍﳌﻌﻴﺎﺭ ﺃﻭ ﺍﻷﺳﺎﺱ ﺍﻟﺬﻱ ﻳﺴﺘﺨﺪﻡ‪ ،‬ﻭﻣﻦ ﻫﺬﻩ ﺍﳌﻌﺎﻳﲑ‬
‫)‪(9‬‬
‫ﻭﺍﻷﺳﺲ‪:‬‬
‫‪ -1‬ﻣﻦ ﺣﻴﺚ ﺍﳉﻬﺪ ﺍﳌﺒﺬﻭﻝ ﰲ ﺍﲣﺎﺫﻫﺎ ) ﻗﺮﺍﺭﺍﺕ ﻣﱪﳎﺔ ﻻ ﲢﺘﺎﺝ ﺇﱃ ﺟﻬﺪ ﺩﻫﲏ‪ ،‬ﻭﻗﺮﺍﺭﺍﺕ ﻏﲑ ﻣﱪﳎﺔ ﲢﺘﺎﺝ ﺇﱃ ﺟﻬﺪ‬
‫ﻋﻘﻠﻲ ﻭﺍﺿﺢ (‬
‫‪ -2‬ﻣﻦ ﺣﻴﺚ ﺍﻷﳘﻴﺔ ) ﻗﺮﺍﺭﺍﺕ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺃﻭ ﺗﻜﺘﻴﻜﻴﺔ‪ ،‬ﻭﻗﺮﺍﺭﺍﺕ ﺭﻭﺗﻴﻨﻴﺔ ﺃﻭ ﺃﺳﺎﺳﻴﺔ (‬
‫‪ -3‬ﻣﻦ ﺣﻴﺚ ﺍﳌﻀﻤﻮﻥ ﻭﺍﶈﺘﻮﻯ ) ﻗﺮﺍﺭﺍﺕ ﺗﻨﻈﻴﻤﻴﺔ ﻭﻗﺮﺍﺭﺍﺕ ﻓﺮﺩﻳﺔ (‬
‫‪ -4‬ﻣﻦ ﺣﻴﺚ ﻃﺮﻳﻘﺔ ﺍﲣﺎﺫﻫﺎ ) ﻗﺮﺍﺭﺍﺕ ﺩﳝﻘﺮﺍﻃﻴﺔ ﻭﻗﺮﺍﺭﺍﺕ ﺑﲑﻭﻗﺮﺍﻃﻴﺔ (‬
‫‪ -5‬ﻣﻦ ﺣﻴﺚ ﳎﺎﻝ ﺍﻻﻫﺘﻤﺎﻡ ) ﻗﺮﺍﺭﺍﺕ ﺍﻗﺘﺼﺎﺩﻳﺔ‪ ،‬ﺳﻴﺎﺳﻴﺔ‪ ،‬ﺍﺟﺘﻤﺎﻋﻴﺔ‪...‬ﺍﱁ (‬
‫‪ -6‬ﻣﻦ ﺣﻴﺚ ﻧﻮﻉ ﺍﳌﺸﻜﻠﺔ ﻭﺩﺭﺟﺔ ﺗﻌﻘﻴﺪﻫﺎ ) ﻗﺮﺍﺭﺍﺕ ﺳﺎﻛﻨﺔ ﻭﻗﺮﺍﺭﺍﺕ ﺩﻳﻨﺎﻣﻴﻜﻴﺔ (‬
‫‪ -7‬ﻣﻦ ﺣﻴﺚ ﻗﻮ‪‬ﺎ ﻭﻣﺪﻯ ﺧﻀﻮﻋﻬﺎ ﻹﻋﺎﺩﺓ ﺍﻟﻨﻈﺮ ) ﻗﺮﺍﺭﺍﺕ ﺃﻭﻟﻴﺔ‪ ،‬ﻗﺮﺍﺭﺍﺕ ‪‬ﺎﺋﻴﺔ ﺃﻭ ﻗﻄﻌﻴﺔ (‬

‫‪134‬‬ ‫ﺍﻟﻌﺪﺩ ﺍﻟﺴﺎﺑﻊ‪ -‬ﻣﺎﺭﺱ ‪-2017‬‬

‫ﳎﻠﺔ ﺁﻓﺎﻕ ﻟﻠﻌﻠﻮﻡ‬ ‫ﺟﺎﻣﻌﺔ ﺍﳉﻠﻔﺔ‬

‫‪ -8‬ﻣﻦ ﺣﻴﺚ ﺍﻟﻌﻘﻼﻧﻴﺔ ﻭﺍﻟﺮﺷﺪ ) ﻗﺮﺍﺭﺍﺕ ﺭﺷﻴﺪﺓ ﻭﻗﺮﺍﺭﺍﺕ ﻏﲑ ﺭﺷﻴﺪﺓ ﺃﻭ ﻣﺮﲡﻠﺔ (‬

‫‪ -9‬ﻣﻦ ﺣﻴﺚ ﺍﳌﺪﻯ ﺃﻭ ﺍﻟﻌﻤﻮﻣﻴﺔ ) ﻗﺮﺍﺭﺍﺕ ﻓﺮﺩﻳﺔ ﻭﻗﺮﺍﺭﺍﺕ ﺗﻨﻈﻴﻤﻴﺔ (‬
‫‪ -10‬ﻣﻦ ﺣﻴﺚ ﺭﻗﺎﺑﺔ ﺍﻟﻘﺎﻧﻮﻥ ) ﻗﺮﺍﺭﺍﺕ ﲣﻀﻊ ﻟﻠﻘﻀﺎﺀ ﻭﻗﺮﺍﺭﺍﺕ ﻻ ﲣﻀﻊ ﻟﻠﻘﻀﺎﺀ (‬
‫‪ -11‬ﺣﺴﺐ ﺍﳉﻬﺔ ﺍﻟﱵ ﺃﺻﺪﺭ‪‬ﺎ ) ﺷﺨﺼﻴﺔ ﻭﺗﻨﻈﻴﻤﻴﺔ (‬
‫‪ -12‬ﺣﺴﺐ ﻃﺮﻳﻘﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ) ﻓﺮﺩﻳﺔ ﻭﲨﺎﻋﻴﺔ (‬
‫‪ -13‬ﺣﺴﺐ ﺍﻟﻮﻗﺖ ﺍﳌﺘﺎﺡ ) ﻗﺮﺍﺭﺍﺕ ﺍﻷﺯﻣﺔ ﻭﻗﺮﺍﺭﺍﺕ ﺍﻟﻔﺮﺻﺔ (‬
‫‪ -14‬ﺣﺴﺐ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺘﺎﺣﺔ ) ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳌﺆﻛﺪﺓ‪ ،‬ﻋﺪﻡ ﺍﻟﺘﺄﻛﺪ‪ ،‬ﻭﺍﳌﺨﺎﻃﺮﺓ (‪.‬‬
‫ﻭﺳﻨﺮﻛﺰ ﻫﻨﺎ ﻋﻠﻰ ﻋﺮﺽ ﺍﻟﺘﺼﻨﻴﻒ ﺍﻷﺧﲑ‪ ،‬ﺃﻱ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳌﺆﻛﺪﺓ ﻭﻗﺮﺍﺭﺍﺕ ﻋﺪﻡ ﺍﻟﺘﺄﻛﺪ ﻭﺍﳌﺨﺎﻃﺮﺓ‪ .‬ﻓﺒﺎﻟﻨﺴﺒﺔ ﻟﻠﻘﺮﺍﺭ ﺍﳌﺘﺨﺬ‬
‫ﰲ ﻇﻞ ﻇﺮﻭﻑ ﺍﻟﺘﺄﻛﺪ ﳒﺪ ﺃﻥ ﻛﻞ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﻼﺯﻣﺔ ﻻﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﺗﻜﻮﻥ ﻣﻌﺮﻭﻓﺔ ﺑﺘﺄﻛﺪ ﻛﺎﻣﻞ ﻣﻊ ﻭﺟﻮﺩ ﺍﺳﺘﻘﺮﺍﺭ‪ ،‬ﻭﺑﺎﻟﺘﺎﱄ‬
‫ﺗﻜﻮﻥ ﺍﻟﻨﺘﺎﺋﺞ ﻣﻀﻤﻮﻧﺔ ﻭﻣﺆﻛﺪﺓ ﻛﺬﻟﻚ‪" .‬ﺇﻥ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﱵ ﻳﺘﻢ ﺍﲣﺎﺫﻫﺎ ﰲ ﻇﻞ ﻇﺮﻭﻑ ﺍﻟﻴﻘﲔ ﺃﻭ ﺍﻟﺘﺄﻛﺪ ﻧﺎﺩﺭﺍ ﻣﺎ ﲢﺘﺎﺝ ﺇﱃ‬
‫ﺩﺭﺍﺳﺔ ﻓﺎﳌﺪﻳﺮ ﻋﻠﻴﻪ ﻓﻘﻂ ﺍﳌﻘﺎﺭﻧﺔ ﺑﲔ ﺍﻟﺒﺪﺍﺋﻞ ﺍﳌﺘﺎﺣﺔ ﳊﻞ ﺍﳌﺸﻜﻠﺔ ﰒ ﺍﺧﺘﻴﺎﺭ ﺍﻟﺒﺪﻳﻞ ﺍﻷﻧﺴﺐ ﻭﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﺍﻟﻼﺯﻡ‪ .‬ﺃﻣﺎ‬
‫ﺍﻟﻘﺮﺍﺭﺍﺕ ﰲ ﺣﺎﻟﺔ ﺍﳌﺨﺎﻃﺮﺓ ﻓﺘﻨﺘﺸﺮ ﻋﻨﺪﻣﺎ ﻻ ﳝﻠﻚ ﺍﳌﺪﻳﺮﻭﻥ ﻣﻌﻠﻮﻣﺎﺕ ﻛﺎﻓﻴﺔ ﺗﺴﺎﻋﺪﻫﻢ ﻋﻠﻰ ﲢﺪﻳﺪ ﺃﻭ ﺍﻟﺘﻨﺒﺆ ﺑﺎﻟﻨﺘﻴﺠﺔ ﻋﻨﺪﻣﺎ‬
‫ﻳﺘﻢ ﺗﻄﺒﻴﻖ ﺍﻟﻘﺮﺍﺭ‪ ،‬ﻭﰲ ﻇﻞ ﻫﺬﻩ ﺍﻟﻈﺮﻭﻑ ﻳﺘﻢ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺑﻄﺮﻳﻘﺔ ﻋﺸﻮﺍﺋﻴﺔ‪ ،‬ﻭﻟﺪﺍ ﻓﺈﻥ ﺣﺎﻻﺕ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﰲ ﻣﺜﻞ ﻫﺬﻩ‬
‫ﺍﻟﻈﺮﻭﻑ ﺗﻌﺪ ﻗﻠﻴﻠﺔ ﺟﺪﺍ‪ ،‬ﻭﻳﻜﻮﻥ ﺍﺣﺘﻤﺎﻝ ﺣﺪﻭﺙ ﻛﻞ ﺣﺎﻟﺔ ﻣﻌﺮﻭﻓﺎ ﺃﻭ ﳝﻜﻦ ﺗﻘﺪﻳﺮﻩ ﻭﺑﺬﻟﻚ ﻳﺴﺘﻄﻴﻊ ﻣﺘﺨﺬ ﺍﻟﻘﺮﺍﺭ ﲢﺪﻳﺪ‬
‫ﺩﺭﺟﺔ ﺍﳌﺨﺎﻃﺮﺓ ﰲ ﻗﺮﺍﺭﻩ ﺑﺪﻻﻟﺔ ﺍﻟﺘﻮﺯﻳﻌﺎﺕ ﺍﻻﺣﺘﻤﺎﻟﻴﺔ‪ .‬ﺃﻣﺎ ﻓﻴﻤﺎ ﳜﺺ ﺍﻟﻘﺮﺍﺭﺍﺕ ﰲ ﺣﺎﻟﺔ ﻋﺪﻡ ﺍﻟﺘﺄﻛﺪ ﺗﻌﺘﻤﺪ ﻋﻨﺪﻣﺎ ﺗﻜﻮﻥ‬
‫ﺍﺣﺘﻤﺎﻻﺕ ﲢﻘﻴﻖ ﺍﻟﻨﺘﺎﺋﺞ ﻟﻠﺒﺪﺍﺋﻞ ﺍﳌﺘﺎﺣﺔ ﻏﲑ ﻣﻌﺮﻭﻓﺔ ﻭﻻ ﳝﻜﻦ ﺗﻘﺪﻳﺮﻫﺎ ﻓﺈﻥ ﺍﳌﺪﻳﺮ ﳚﺐ ﺃﻥ ﻳﺘﺨﺬ ﺍﻟﻘﺮﺍﺭ ﰲ ﻇﺮﻭﻑ ﻋﺪﻡ‬
‫ﺍﻟﻴﻘﲔ ﻭﻋﺪﻡ ﺍﻟﺘﺄﻛﺪ‪ ،‬ﺣﻴﺚ ﺗﺘﺨﺬ ﺍﻟﻘﺮﺍﺭﺍﺕ ﰲ ﻇﻞ ﺍﻟﻈﺮﻭﻑ ﻏﲑ ﺍﳌﺆﻛﺪﺓ ﻋﻠﻰ ﺃﺳﺎﺱ ﻣﻦ ﺍﻟﻐﻤﻮﺽ ﺍﻟﺘﺎﻡ‪ ،‬ﺣﻴﺚ ﻻ ﺗﺘﻮﺍﻓﺮ‬
‫ﻣﻌﻠﻮﻣﺎﺕ ﻛﺎﻓﻴﺔ ﻭﺻﺤﻴﺤﺔ ﻭﺑﺎﻟﺘﺎﱄ ﻓﺈﻥ ﺍﻟﻨﺘﺎﺋﺞ ﺍﳌﺘﻮﻗﻊ ﺍﳊﺼﻮﻝ ﻋﻠﻴﻬﺎ ﻣﻦ ﻫﺬﺍ ﺍﻟﻨﻮﻉ ﻣﻦ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺗﻜﻮﻥ ﻏﲑ ﻣﺆﻛﺪﺓ")‪.(10‬‬
‫ﻭﺗﺄﺳﻴﺴﺎ ﻋﻠﻰ ﻣﺎ ﺳﺒﻖ ﻓﺈﻥ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﲤﺜﻞ ﺃﺣﺪ ﺍﻷﻧﺸﻄﺔ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﰲ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ ﺍﻟﺸﺎﻣﻞ‪ ،‬ﻓﻬﻲ ﻋﻤﻠﻴﺔ‬
‫ﺍﳌﻔﺎﺿﻠﺔ ﺑﲔ ﺍﻟﺒﺪﺍﺋﻞ ﺍﳌﺘﺎﺣﺔ ﳊﻞ ﻣﺸﻜﻠﺔ ﺇﺩﺍﺭﻳﺔ ﲢﺘﺎﺝ ﺇﱃ ﺿﺮﻭﺭﺓ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﰲ ﻭﻗﺘﻪ ﺍﳌﻨﺎﺳﺐ‪ .‬ﻭﻋﻤﻠﻴﺔ ﺍﻻﺧﺘﻴﺎﺭ ﰲ ﺣﺪ‬
‫ﺫﺍ‪‬ﺎ ﻟﻴﺴﺖ ﺳﻬﻠﺔ ﻭﺑﺴﻴﻄﺔ ﻓﺎﳌﺪﻳﺮ ﻭﺣﺪﻩ ﻻ ﻳﺴﺘﻄﻴﻊ ﺍﻟﻮﺻﻮﻝ ﺇﱃ ﺍﻟﻘﺮﺍﺭ ﺍﻟﺼﺎﺋﺐ ﻣﻬﻤﺎ ﺑﻠﻎ ﻣﻦ ﺇﺩﺭﺍﻙ ﻭﺧﱪﺓ ﳑﺎ ﻳﺘﻄﻠﺐ‬
‫ﺍﳌﺸﺎﺭﻛﺔ ﺍﻟﻔﻌﺎﻟﺔ ﳉﻤﻴﻊ ﺍﻟﻔﺎﻋﻠﲔ ﰲ ﺍﳌﺆﺳﺴﺔ ﻟﻠﺨﺮﻭﺝ ﺑﺎﻟﺒﺪﻳﻞ ﺍﻷﻧﺴﺐ ﻟﺘﺠﺎﻭﺯ ﺍﳌﺸﻜﻞ ﺍﳌﻄﺮﻭﺡ‪.‬‬
‫ﺛﺎﻧﻴﺎ‪ :‬ﻣﺎﻫﻴﺔ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫‪ .1‬ﺍﻟﻨﻈﺎﻡ‪:‬‬
‫ﻳﺘﻤﻴﺰ ﻋﺎﱂ ﺍﻟﻴﻮﻡ ﺑﺘﻌﻘﺪ ﺃﻧﻈﻤﺘﻪ ﺍﻟﱵ ﻳﻬﺘﻢ ﺍﻹﻧﺴﺎﻥ ﺑﺪﺭﺍﺳﺘﻬﺎ ﺑﻐﺮﺽ ﺍﻟﺘﻌﺮﻑ ﻋﻠﻴﻬﺎ ﻭﲢﺴﲔ ﺇﻣﻜﺎﻧﻴﺎﺕ ﺍﻟﺘﻨﺒﺆ ﺑﺴﻠﻮﻛﻬﺎ ﻭﺍﻟﻘﺪﺭﺓ‬
‫ﻋﻠﻰ ﺍﻟﺘﺤﻜﻢ ﻓﻴﻬﺎ‪.‬‬
‫ﻳﻌﺮﻑ ﺍﻟﻨﻈﺎﻡ ﺑﺄﻧﻪ "ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﳌﻜﻮﻧﺎﺕ ﺍﻟﱵ ﺗﺮﺑﻄﻬﺎ ﺑﺒﻌﻀﻬﺎ ﺍﻟﺒﻌﺾ ﻭﺑﻴﺌﺘﻬﺎ ﻋﻼﻗﺎﺕ ﺗﻔﺎﻋﻠﻴﺔ ﲤﻜﻨﻬﺎ ﻣﻦ ﺗﻜﻮﻳﻦ ﻛﻞ‬
‫ﻣﺘﻜﺎﻣﻞ")‪.(11‬‬
‫ﻳﺮﺗﻜﺰ ﻣﻔﻬﻮﻡ ﺍﻟﻨﻈﺎﻡ ﰲ ﻣﺪﺭﺳﺔ ﺍﻟﻨﻈﻢ ﻋﻠﻰ ﻧﻈﺮﻳﺔ ﺍﻟﻨﻈﺎﻡ ﺍﻟﻌﺎﻡ ﳌﺆﺳﺴﻬﺎ ﻋﺎﱂ ﺍﻟﻔﻴﺰﻳﺎﺀ ﻭﺍﻷﺣﻴﺎﺀ "ﻟﻮﺩﻭﻳﺞ ﻓﻮﻥ ﺑﲑﺗﺎﻻﻧﻔﻲ"‬
‫ﻭﺍﻟﱵ ﺗﺘﺒﻠﻮﺭ ﻓﻜﺮ‪‬ﺎ ﺍﻷﺳﺎﺳﻴﺔ ﰲ ﺍﳌﻘﻮﻟﺔ ﺍﻵﺗﻴﺔ‪" :‬ﻣﻦ ﺃﺟﻞ ﺃﻥ ﺗﻔﻬﻢ ﻋﻤﻞ ﺃﻱ ﻛﻴﺎﻥ ﺑﺸﻜﻞ ﻋﺎﻡ ﳚﺐ ﺃﻥ ﺗﻨﻈﺮ ﺇﻟﻴﻪ ﻛﻨﻈﺎﻡ‪،‬‬
‫ﻭﺍﻟﻨﻈﺎﻡ ﻫﻮ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﻷﺟﺰﺍﺀ ﺍﳌﺘﺮﺍﺑﻄﺔ ﻭﺍﻟﱵ ﺗﻌﻤﻞ ﻣﻌﺎ ﻟﻐﺮﺽ ﻣﺎ")‪.(12‬‬

‫‪135‬‬ ‫ﺍﻟﻌﺪﺩ ﺍﻟﺴﺎﺑﻊ‪ -‬ﻣﺎﺭﺱ ‪-2017‬‬

‫ﳎﻠﺔ ﺁﻓﺎﻕ ﻟﻠﻌﻠﻮﻡ‬ ‫ﺟﺎﻣﻌﺔ ﺍﳉﻠﻔﺔ‬

‫ﻭﻳﺮﻯ "ﺗﺸﺮﴰﺎﻥ" ﻭ "ﻭﻳﺘﱪﺝ" ﺃﻥ ﺍﻟﻨﻈﺎﻡ ﻫﻮ "ﺗﻜﺎﻣﻞ ﻣﻨﻈﻢ ﻟﻸﺟﺰﺍﺀ ﺍﳌﺘﺮﺍﺑﻄﺔ‪ ،‬ﻭﺗﺘﺄﺛﺮ ﻫﺬﻩ ﺍﻷﺟﺰﺍﺀ ﺑﻮﺟﻮﺩﻫﺎ ﰲ ﺍﻟﻨﻈﺎﻡ ﻭﺗﺘﻐﲑ‬
‫ﰲ ﺣﺎﻟﺔ ﺗﺮﻛﻬﺎ ﻟﻪ‪ ،‬ﻛﻤﺎ ﺃﻥ ﺗﻜﺎﻣﻞ ﺍﻷﺟﺰﺍﺀ ﻳﺆﺩﻱ ﺇﱃ ﻓﺎﻋﻠﻴﺔ ﻭﺣﺮﻛﻴﺔ ﻫﺬﻩ ﺍﻷﺟﺰﺍﺀ ﻭﺍﻟﱵ ﻗﺪ ﺗﻜﻮﻥ ﻏﲑ ﻓﻌﺎﻟﺔ ﻭﺧﺎﻣﺪﺓ‬
‫ﲟﻔﺮﺩﻫﺎ")‪.(13‬‬
‫ﻭﻋﻠﻴﻪ ﳝﻜﻦ ﺗﻌﺮﻳﻒ ﺍﻟﻨﻈﺎﻡ ‪ System‬ﺑﺄﻧﻪ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﻟﻌﻨﺎﺻﺮ ﺍﳌﺘﺮﺍﺑﻄﺔ ﻭﺍﳌﺘﻔﺎﻋﻠﺔ ﻭﺍﳌﺘﻜﺎﻣﻠﺔ ﺍﻟﱵ ‪‬ﺪﻑ ﺇﱃ ﲢﻘﻴﻖ ﻫﺪﻑ‬
‫ﻭﺍﺣﺪ‪.‬‬
‫)‪(14‬‬
‫ﻭﻳﺘﻜﻮﻥ ﺍﻟﻨﻈﺎﻡ ﻣﻦ ﺃﺭﺑﻌﺔ ﺃﺟﺰﺍﺀ ﺭﺋﻴﺴﻴﺔ ﻫﻲ‪:‬‬
‫· ﺍﳌﺪﺧﻼﺕ ‪ :input‬ﻭﺗﺸﻤﻞ ﲨﻴﻊ ﻣﺎ ﻳﺪﺧﻞ ﺍﻟﻨﻈﺎﻡ ﻣﻦ ﺍﻟﺒﻴﺌﺔ ﺍﶈﻴﻄﺔ ﻣﺜﻞ‪ :‬ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ‪ ،‬ﻭﺍﳌﻮﺍﺭﺩ ﺍﳌﺎﺩﻳﺔ‪ ،‬ﻭﺍﻟﺒﻴﺎﻧﺎﺕ‬
‫ﻭﺍﳌﻌﻠﻮﻣﺎﺕ‪،‬‬
‫· ﺍﳌﻌﺎﳉﺔ ‪ :processing‬ﻭﻫﻲ ﻋﻤﻠﻴﺔ ﲢﻮﻳﻞ ﺍﳌﺪﺧﻼﺕ ﺇﱃ ﺍﳌﺨﺮﺟﺎﺕ ﻣﺜﻞ‪ :‬ﺍﻟﺴﻠﻊ‪ ،‬ﺍﳋﺪﻣﺎﺕ‪ ،‬ﻭﺍﳌﻌﻠﻮﻣﺎﺕ‪،‬‬
‫· ﺍﳌﺨﺮﺟﺎﺕ ‪ :output‬ﻭﻫﻲ ﲨﻴﻊ ﻣﺎ ﳜﺮﺝ ﻣﻦ ﺍﻟﻨﻈﺎﻡ ﻛﻨﺘﻴﺠﺔ ﻟﻠﻤﻌﺎﳉﺔ ﺇﱃ ﺍﻟﺒﻴﺌﺔ ﺍﶈﻴﻄﺔ ﻭﺍﳌﺴﺘﻔﻴﺪ‪،‬‬
‫· ﺍﻟﺘﻐﺬﻳﺔ ﺍﻟﻌﻜﺴﻴﺔ ‪ :feedback‬ﻭﻫﻮ ﺍﻟﻌﻨﺼﺮ ﺍﻟﺬﻱ ﻳﺘﻮﱃ ﻣﻬﻤﺔ ﺍﳌﻘﺎﺭﻧﺔ ﺑﲔ ﳐﺮﺟﺎﺕ ﺍﻟﻨﻈﺎﻡ ﺍﻟﻔﻌﻠﻴﺔ ﻭﺍﳌﺨﻄﻂ ﳍﺎ‪.‬‬
‫ﻭﻗﺪ ﻳﻜﻮﻥ ﺍﻟﻨﻈﺎﻡ ﺑﺸﻜﻞ ﻋﺎﻡ ﻧﻈﺎﻡ ﻓﺮﻋﻲ ﻟﻨﻈﺎﻡ ﺃﻛﱪ ﻣﻨﻪ‪ ،‬ﻭﰲ ﺍﻟﻮﻗﺖ ﻧﻔﺴﻪ ﳛﺘﻮﻱ ﺃﻧﻈﻤﺔ ﻓﺮﻋﻴﺔ ﺃﺻﻐﺮ ﺗﻜﻮﻥ ﺍﻟﻨﻈﺎﻡ‪ .‬ﻣﺜﻞ‪:‬‬
‫ﺍﻷﻧﻈﻤﺔ‪ ،‬ﺟﺴﻢ ﺍﻹﻧﺴﺎﻥ ﻭﻏﲑﻫﺎ‪.‬‬
‫‪ .2‬ﺍﳌﻌﻠﻮﻣﺎﺕ‪:‬‬
‫ﺇﻥ ﻣﺼﻄﻠﺢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻫﻮ ﻣﺼﻄﻠﺢ ﻏﲑ ﳏﺪﺩ ﺑﺪﻗﺔ‪ .‬ﻓﻬﻨﺎﻙ ﻋﺪﺓ ﺃﻓﻜﺎﺭ ﺧﺎﺻﺔ ﺑﺎﳌﻌﻠﻮﻣﺎﺕ ﻋﻨﺪﻣﺎ ﺗﺮﺗﺒﻂ ﺑﻨﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﺍﻹﺩﺍﺭﻳﺔ‪" .‬ﻓﺎﳌﻌﻠﻮﻣﺎﺕ ﻗﺪ ﺗﺴﺘﺨﺪﻡ ﻟﻺﺿﺎﻓﺔ ﺇﱃ ﻣﺎ ﻫﻮ ﻣﻮﺟﻮﺩ ﺃﻭ ﺗﺴﺘﺨﺪﻡ ﻟﺘﺼﺤﻴﺢ ﺃﻭ ﻟﺘﺆﻛﺪ ﻣﻌﻠﻮﻣﺎﺕ ﺳﺎﺑﻘﺔ"‪ .‬ﻛﻤﺎ‬
‫ﺗﻌﺮﻑ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺃﻳﻀﺎ ﺑﺄ‪‬ﺎ "ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﻟﱵ ﰎ ﺇﻋﺪﺍﺩﻫﺎ ﻟﺘﺼﺒﺢ ﰲ ﺷﻜﻞ ﺃﻛﺜﺮ ﻧﻔﻌﺎ ﻟﻠﻔﺮﺩ ﻣﺴﺘﻘﺒﻠﻬﺎ ﻭﺍﻟﱵ ﳍﺎ ﺇﻣﺎ ﻗﻴﻤﺔ ﻣﺪﺭﻛﺔ‬
‫ﰲ ﺍﻻﺳﺘﺨﺪﺍﻡ ﺍﳊﺎﱄ ﺃﻭ ﺍﳌﺘﻮﻗﻊ ﺃﻭ ﰲ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﱵ ﻳﺘﻢ ﺍﲣﺎﺫﻫﺎ")‪.(15‬‬
‫‪ .3‬ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ‪:‬‬
‫ﻳﻌﺮﻑ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﺄﻧﻪ "ﺍﻟﻨﻈﺎﻡ ﺍﻟﺬﻱ ﻳﻘﻮﻡ ﻳﺪﻭﻳﺎ ﺃﻭ ﺁﻟﻴﺎ ﲜﻤﻊ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺗﻨﻈﻴﻤﻬﺎ ﻭﲣﺰﻳﻨﻬﺎ ﻭﻣﻌﺎﳉﺘﻬﺎ ﻭﻋﺮﺿﻬﺎ ﰲ‬
‫ﺃﺷﻜﺎﳍﺎ‪ :‬ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﳋﺎﻡ‪ ،‬ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﶈﻠﻠﺔ‪ ،‬ﺍﳌﻌﺮﻓﺔ‪ ،‬ﺍﻟﻨﻈﻢ ﺍﳋﺒﲑﺓ‪ ،‬ﻭﺑﺄﻱ ﻣﻦ ﺍﻟﻮﺳﺎﺋﻞ ﺍﻟﻨﺼﻴﺔ ﻭﺍﳌﺮﺋﻴﺔ ﻭﺍﻟﺼﻮﺗﻴﺔ‪ .‬ﺑﻜﻼﻡ ﺁﺧﺮ‪،‬‬
‫ﺃﻱ ﻧﻈﺎﻡ ﻟﻠﺘﺴﺠﻴﻞ ﻭﺍﻻﺳﺘﺮﺟﺎﻉ ﻳﻌﺪ ﻧﻈﺎﻣﺎ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﻣﺜﻞ ﺩﻓﺘﺮ ﺍﻟﻌﻨﺎﻭﻳﻦ ﻭﺃﺭﻗﺎﻡ ﺍﳍﺎﺗﻒ‪ .‬ﻭﻟﻜﻦ ﻳﱪﺯ ﺍﻟﺒﻌﺪ ﺍﳊﻘﻴﻘﻲ ﻟﻨﻈﻢ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳊﺪﻳﺜﺔ ﻣﻦ ﺧﻼﻝ ﺍﺳﺘﺨﺪﺍﻡ ﺗﻘﻨﻴﺎﺕ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ ﺗﺴﻤﺢ ﺑﻮﺳﺎﻃﺔ ﺍﳊﻮﺍﺳﻴﺐ ﲜﻤﻊ ﻛﻤﻴﺔ ﻛﺒﲑﺓ ﻣﻦ ﺍﻟﺒﻴﺎﻧﺎﺕ‬
‫ﻭﲣﺰﻳﻨﻬﺎ ﻭﻣﻌﺎﳉﺘﻬﺎ ﺑﺴﺮﻋﺔ ﻭﺩﻗﺔ ﻋﺎﻟﻴﺔ")‪.(16‬‬
‫ﻭﻳﻌﺮﻑ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺃﻳﻀﺎ ﺑﺄﻧﻪ "ﺗﻨﻈﻴﻢ ﻣﻦ ﺍﻟﺒﺸﺮ ﻭﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﻟﻌﻤﻠﻴﺎﺕ ﻭﺍﻟﺘﻔﺎﻋﻼﺕ ﻭﺍﻟﺸﺒﻜﺎﺕ ﻭﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﻟﱵ ﺗﺘﻔﺎﻋﻞ‬
‫ﻭﺗﺘﻜﺎﻣﻞ ﻣﻌﺎ ﳌﺴﺎﻧﺪﺓ ﻭﲢﺴﲔ ﻛﻼ ﻣﻦ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻟﻴﻮﻣﻴﺔ ﺍﳉﺎﺭﻳﺔ ﰲ ﺃﻱ ﻋﻤﻞ‪ ،‬ﻭﺗﺴﻬﻢ ﺃﻳﻀﺎ ﰲ ﺩﻋﻢ ﺍﺣﺘﻴﺎﺟﺎﺕ ﺣﻞ‬
‫ﺍﳌﺸﻜﻼﺕ ﻭﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻹﺩﺍﺭﻳﺔ ﰲ ﺍﳌﻨﻈﻤﺔ")‪.(17‬‬
‫ﻭﻋﻨﺪ ﺍﳊﺪﻳﺚ ﻋﻦ ﺧﺼﺎﺋﺺ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ ﲤﺜﻞ ﺍﻟﻌﻤﻮﺩ ﺍﻟﻔﻘﺮﻱ ﻷﻱ ﻧﻈﺎﻡ ﻣﻌﻠﻮﻣﺎﺕ‪ ،‬ﻓﺈ‪‬ﺎ ﺗﺘﺴﻢ ﺑﺎﳋﺼﺎﺋﺺ ﻭﺍﳌﻘﻮﻣﺎﺕ‬
‫)‪(18‬‬
‫ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬
‫‪ Ø‬ﺣﺪﺍﺛﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺮﺗﺒﻄﺔ ﺑﺎﻟﺘﺼﺮﻓﺎﺕ‪،‬‬
‫‪ Ø‬ﺩﻗﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‪،‬‬
‫‪ Ø‬ﺻﺤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‪،‬‬

‫‪136‬‬ ‫ﺍﻟﻌﺪﺩ ﺍﻟﺴﺎﺑﻊ‪ -‬ﻣﺎﺭﺱ ‪-2017‬‬

‫ﳎﻠﺔ ﺁﻓﺎﻕ ﻟﻠﻌﻠﻮﻡ‬ ‫ﺟﺎﻣﻌﺔ ﺍﳉﻠﻔﺔ‬

‫‪ Ø‬ﺍﻛﺘﻤﺎﻝ ﻭﺗﺮﺍﺑﻂ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻣﻌﺎ‪،‬‬

‫‪ Ø‬ﻣﺼﺪﺍﻗﻴﺔ ﻭﻣﻮﺛﻮﻗﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‪،‬‬
‫‪ Ø‬ﺍﻟﺘﻮﻗﻴﺖ ﺍﻟﻔﻮﺭﻱ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ‪.‬‬
‫)‪(19‬‬
‫ﻭﺗﺘﻤﺜﻞ ﻣﺴﺘﻮﻳﺎﺕ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬
‫* ﺍﳌﺴﺘﻮﻯ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ‪ :‬ﳝﺜﻞ ﺍﳌﺴﺘﻮﻯ ﺍﻷﻋﻠﻰ ﰲ ﺃﻱ ﻣﻨﻈﻤﺔ ﺣﻜﻮﻣﻴﺔ‪ ،‬ﻭﻳﻜﻮﻥ ﻫﺬﺍ ﺍﳌﺴﺘﻮﻯ ﻣﺴﺆﻭﻻ ﻋﻦ ﺳﻴﺎﺳﺔ ﻭﺗﻮﺟﻴﻪ‬
‫ﺍﳌﻨﻈﻤﺔ ﺍﳌﻌﻨﻴﺔ ﻛﻜﻞ‪ ،‬ﻛﻤﺎ ﺃﻧﻪ ﻣﻮﺟﻪ ﰲ ﺍﻷﺻﻞ ﳓﻮ ﺍﻟﻮﻇﺎﺋﻒ ﺍﻟﺮﺋﻴﺴﻴﺔ ﺑﺪﻻ ﻣﻦ ﺍﻟﺘﻮﺟﻪ ﳓﻮ ﺍﻟﻌﻤﻠﻴﺎﺕ ﻭﺍﳌﻬﺎﻡ‪ ،‬ﻭﺗﺮﺗﻜﺰ‬
‫ﻣﻌﻠﻮﻣﺎﺕ ﻫﺬﺍ ﺍﳌﺴﺘﻮﻯ ﻋﻠﻰ ﻋﻮﺍﻣﻞ ﺍﻟﻨﺠﺎﺡ ﺍﳊﺮﺟﺔ‪ ،‬ﺃﻱ ﺗﻠﻚ ﺍﻟﱵ ﺗﻌﺮﺽ ﻣﻌﺎﱂ ﺍﻟﻮﺿﻊ ﺍﳊﺎﱄ ﻭﺍﲡﺎﻫﺎﺕ ﺍﳌﺴﺘﻘﺒﻞ ﺍﻟﺒﻌﻴﺪ‪.‬‬
‫* ﺍﳌﺴﺘﻮﻯ ﺍﻹﺩﺍﺭﻱ ‪ /‬ﺍﻟﺘﻜﺘﻴﻜﻲ‪ :‬ﻳﻨﻈﻢ ﻫﺬﺍ ﺍﳌﺴﺘﻮﻯ ﺗﺼﺮﻓﺎﺕ ﻭﺃﻓﻌﺎﻝ ﺍﳌﻨﻈﻤﺔ‪ ،‬ﻛﻤﺎ ﻳﺆﺩﻱ ﺃﻧﺸﻄﺔ ﺇﺷﺮﺍﻓﻴﺔ ﻭﺭﻗﺎﺑﻴﺔ ‪‬ﺪﻑ ﺇﱃ‬
‫ﺗﺄﻛﻴﺪ ﻣﻌﺎﳉﺔ ﺍﻟﺘﺼﺮﻑ ﺑﻄﺮﻳﻘﺔ ﺻﺤﻴﺔ ﻭﺑﺪﻗﺔ ﻭﺟﻮﺩﺓ ﻋﺎﻟﻴﺔ ﻭﻳﺮﺍﺟﻊ ﻣﻌﺪﻻﺕ ﺍﳌﻌﺎﳉﺔ ﻭﺟﻮﺩ‪‬ﺎ‪ .‬ﻭﺗﻌﺘﱪ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﰲ‬
‫ﻫﺬﺍ ﺍﳌﺴﺘﻮﻯ ﺃﻛﺜﺮ ﳏﺪﻭﺩﻳﺔ ﻭﺗﺘﺴﻢ ﺑﺎﻟﺴﻼﺳﺔ‪ ،‬ﻛﻤﺎ ﺃﻥ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺍﳌﻨﺒﺜﻘﺔ ﰲ ﻫﺬﺍ ﺍﳌﺴﺘﻮﻯ ﺗﺮﺗﻜﺰ ﻛﻠﻴﺎ ﺗﻘﺮﻳﺒﺎ ﻋﻠﻰ‬
‫ﺍﳌﺼﺎﺩﺭ ﺍﻟﺪﺍﺧﻠﻴﺔ ﰲ ﺍﳌﻨﻈﻤﺔ‪.‬‬
‫* ﺍﳌﺴﺘﻮﻯ ﺍﻟﺘﺸﻐﻴﻠﻲ‪ :‬ﻳﻮﺟﻪ ﻫﺬﺍ ﺍﳌﺴﺘﻮﻯ ﳓﻮ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﳌﻌﺎﳉﺔ‪ ،‬ﻭﺗﻜﻮﻥ ﻣﺪﺧﻼﺗﻪ ﳏﺪﺩﺓ ﻭﺗﻨﺒﻊ ﻣﻦ ﺃﺣﺪﺍﺙ ﺍﻟﺒﻴﺎﻧﺎﺕ‬
‫ﺍﳉﺎﺭﻳﺔ‪.‬‬
‫)‪(20‬‬
‫ﻭﳝﻜﻦ ﺗﻘﺴﻴﻢ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺣﺴﺐ "ﻣﻜﻠﻴﻮﺩ" ﺇﱃ‪:‬‬
‫* ﺍﻟﻨﻈﻢ ﺍﻟﻴﺪﻭﻳﺔ‪ :‬ﻭﻫﻲ ﺍﻟﻨﻈﻢ ﺍﻟﺒﺴﻴﻄﺔ ﺍﻟﻘﺪﳝﺔ ﺍﻟﱵ ﻻ ﺗﺴﺘﺨﺪﻡ ﺃﻱ ﺃﺩﺍﺓ ﻣﻴﻜﺎﻧﻴﻜﻴﺔ ﺃﻭ ﺍﻟﻜﺘﺮﻭﻧﻴﺔ‪ ،‬ﺑﻞ ﻳﺘﻢ ﺃﺩﺍﺀ ﺍﻟﻌﻤﻞ ﺍﳌﻌﻠﻮﻣﺎﰐ‬
‫ﻋﻦ ﻃﺮﻳﻖ ﺍﳉﻬﺪ ﺍﻟﻌﻘﻠﻲ ﻭﺍﻟﻌﻀﻠﻲ ﺑﺎﺳﺘﺨﺪﺍﻡ ﺍﻟﻘﻠﻢ ﻭﺍﻟﻮﺭﻕ‪،‬‬
‫* ﺍﻟﻨﻈﻢ ﺷﺒﻪ ﺍﻵﻟﻴﺔ‪ :‬ﻭﻫﻲ ﺍﻟﻨﻈﻢ ﺍﻟﱵ ﺗﺴﺘﺨﺪﻡ ﺑﻌﺾ ﺍﻵﻻﺕ ﺍﻟﱵ ﺗﻌﻤﻞ ﺑﻮﺍﺳﻄﺔ ﺍﻟﻀﻐﻂ ﻋﻠﻰ ﺍﳌﻔﺎﺗﻴﺢ ﻣﺜﻞ‪ :‬ﺍﻵﻻﺕ ﺍﳊﺎﺳﺒﺔ‪،‬‬
‫ﺍﻵﻻﺕ ﺍﻟﻜﺎﺗﺒﺔ ﻭﻣﺴﺠﻼﺕ ﺍﻟﻨﻘﻮﺩ‪ ،‬ﺣﻴﺚ ﺃﻥ ﻫﺬﻩ ﺍﻷﺟﻬﺰﺓ ﻻ ﺗﺘﺼﻞ ﺑﺎﳊﺎﺳﻮﺏ‪ ،‬ﻭﺗﻌﺘﱪ ﻫﺬﻩ ﺍﻟﻨﻈﻢ ﺧﻠﻴﻄﺎ ﻣﻦ ﺍﻷﻧﻈﻤﺔ‬
‫ﺍﻟﻴﺪﻭﻳﺔ ﻭﺷﺒﻪ ﺍﻟﻴﺪﻭﻳﺔ‪،‬‬
‫* ﺍﻟﻨﻈﻢ ﺍﶈﻮﺳﺒﺔ‪ :‬ﻭﻫﻲ ﺍﻟﻨﻈﻢ ﺍﻟﱵ ﺗﻌﺘﻤﺪ ﺑﺸﻜﻞ ﺃﺳﺎﺳﻲ ﻋﻠﻰ ﺍﳊﻮﺍﺳﻴﺐ ﺍﻟﺪﺍﺧﻠﻴﺔ ﺃﻭ ﺷﺒﻜﺔ ﺍﳊﻮﺍﺳﻴﺐ ﺍﳋﺎﺭﺟﻴﺔ‪.‬‬
‫ﺃﻣﺎ ﺍﻟﻔﺮﻕ ﺑﲔ ﻧﻈﻢ ﺍﻟﻌﻤﻞ ﻭﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻓﻴﻜﻤﻦ ﰲ ﺃﻥ "ﻧﻈﺎﻡ ﺍﻟﻌﻤﻞ ﻫﻮ ﺍﻟﻨﻈﺎﻡ ﺍﻟﺬﻱ ﻳﺆﺩﻱ ﻓﻴﻪ ﳎﻤﻮﻋﺔ ﺍﻷﻓﺮﺍﺩ ﻣﻦ ﺍﻟﻘﻮﻯ‬
‫ﺍﻟﻌﺎﻣﻠﺔ ﺍﻟﺬﻳﻦ ﻳﺸﺘﺮﻛﻮﻥ ﻣﻌﺎ ﲟﻌﺎﻭﻧﺔ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﻵﻻﺕ ﻭﺍﻷﺩﻭﺍﺕ ﻋﻤﻠﻴﺔ ﻣﻌﻴﻨﺔ ﻣﻦ ﻋﻤﻠﻴﺎﺕ ﺍﻷﻋﻤﺎﻝ ﺍﻟﱵ ﺗﺴﺘﺨﺪﻡ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﻭﺍﳌﻮﺍﺭﺩ ﺍﻷﺧﺮﻯ ﺍﶈﺘﺎﺝ ﳍﺎ ﻹﻧﺘﺎﺝ ﻣﻨﺘﺠﺎﺕ ﺃﻭ ﺧﺪﻣﺎﺕ ﻣﻌﻴﻨﺔ ﺗﻮﺟﻪ ﻟﻠﻤﺴﺘﻬﻠﻜﲔ ﺃﻭ ﺍﳌﺴﺘﺨﺪﻣﲔ‬
‫ﻣﻦ ﺩﺍﺧﻞ ﺍﳌﻨﻈﻤﺔ ﺃﻭ ﻣﻦ ﺧﺎﺭﺟﻬﺎ‪ .‬ﺃﻣﺎ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻓﻬﻮ ﻧﻮﻉ ﻣﻌﲔ ﻣﻦ ﻧﻈﻢ ﺍﻟﻌﻤﻞ ﺍﻟﱵ ﺗﻘﺘﺼﺮ ﻭﻇﺎﺋﻔﻬﺎ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻋﻠﻰ‬
‫ﻣﻌﺎﳉﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﻮﺍﺳﻄﺔ ﺃﺩﺍﺀ ﺳﺖ ﻋﻤﻠﻴﺎﺕ ﺭﺋﻴﺴﻴﺔ ﺗﺘﻤﺜﻞ ﰲ‪ :‬ﺍﻟﺘﻘﺎﻁ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺃﻭ ﲡﻤﻴﻌﻬﺎ‪ ،‬ﻭﲣﺰﻳﻨﻬﺎ ﻭﺍﺳﺘﺮﺟﺎﻋﻬﺎ‬
‫ﻭﺗﺪﺍﻭﳍﺎ ﻭﻋﺮﺿﻬﺎ‪ .‬ﻭﻳﻮﺟﻪ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻹﻧﺘﺎﺝ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺃﻭ ﳌﺴﺎﻧﺪﺓ ﺍﻹﺩﺍﺭﺓ ﺃﻭ ﻵﻟﻴﺔ ﺍﻟﻌﻤﻞ ﺍﳌﺆﺩﻱ ﺑﻮﺍﺳﻄﺔ ﻧﻈﻢ ﺍﻟﻌﻤﻞ‬
‫ﻷﺧﺮﻯ")‪.(21‬‬
‫‪ .4‬ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪:‬‬
‫ﻳﻌﺮﻑ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺑﺄﻧﻪ "ﻧﻈﺎﻡ ﻣﺘﻜﺎﻣﻞ ﻟﻜﻞ ﻣﻦ ﺍﻟﻌﻨﺼﺮ ﺍﻟﺒﺸﺮﻱ ﻭﺍﻵﻟﺔ ﻭﺍﻟﺬﻱ ﻳﻬﺪﻑ ﺇﱃ ﺗﺰﻭﻳﺪ ﺍﳌﻨﻈﻤﺔ‬
‫ﺑﺎﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﻼﺯﻣﺔ ﻟﺘﺪﻋﻴﻢ ﻭﺍﺳﺘﻤﺮﺍﺭ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻟﻌﺎﺩﻳﺔ ﻭﺍﻟﻴﻮﻣﻴﺔ ﻟﻠﻤﺸﺮﻭﻉ ﺳﻮﺍﺀ ﻛﺎﻧﺖ ﺗﻠﻚ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺗﺘﻌﻠﻖ ﺑﺎﻟﻌﻤﻠﻴﺎﺕ‬
‫ﺍﻟﺪﺍﺧﻠﻴﺔ ﻟﻠﻤﻨﻈﻤﺔ ﻷﻃﺮﺍﻑ ﺍﻟﺒﻴﺌﺔ ﺍﳋﺎﺭﺟﻴﺔ ﺍﻟﱵ ﺗﺘﻌﺎﻣﻞ ﻣﻌﻬﺎ ﺍﳌﻨﻈﻤﺔ ﻹﺩﺍﺭﺓ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺩﺍﺧﻞ‬
‫ﺍﳌﺸﺮﻭﻉ")‪.(22‬‬

‫‪137‬‬ ‫ﺍﻟﻌﺪﺩ ﺍﻟﺴﺎﺑﻊ‪ -‬ﻣﺎﺭﺱ ‪-2017‬‬

‫ﳎﻠﺔ ﺁﻓﺎﻕ ﻟﻠﻌﻠﻮﻡ‬ ‫ﺟﺎﻣﻌﺔ ﺍﳉﻠﻔﺔ‬

‫ﻳﻌﺮﻓﻬﺎ "ﻣﺮﺩﻭﻙ ‪ "Murdick‬ﻭ "ﺭﻭﺯ ‪ "Ross‬ﺑﺄ‪‬ﺎ "ﻧﻈﺎﻡ ﻣﻦ ﺍﻟﺒﺸﺮ ﻭﺍﻟﺘﺠﻬﻴﺰﺍﺕ ﻭﺍﻹﺟﺮﺍﺀﺍﺕ ﻭﺍﻟﻮﺛﺎﺋﻖ ﻭﺍﻻﺗﺼﺎﻻﺕ ﺍﻟﱵ ﲡﻤﻊ‬
‫ﻭﺗﻠﺨﺺ ﻭﺗﻌﺎﰿ ﻭﲣﺰﻥ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻻﺳﺘﺨﺪﺍﻣﻬﺎ ﰲ ﺍﻟﺘﺨﻄﻴﻂ ﻭﺍﳌﻮﺍﺯﻧﺔ ﻭﺍﳊﺴﺎﺑﺎﺕ ﻭﺍﻟﺴﻴﻄﺮﺓ ﻭﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺍﻷﺧﺮﻯ"‪.‬‬
‫ﻭﻳﻌﺮﻓﻬﺎ "ﻛﻨﻴﻔﺎﻥ ‪ "Kennevan‬ﺑﺄ‪‬ﺎ "ﺃﺳﻠﻮﺏ ﻣﻨﻈﻢ ﳉﻤﻊ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻣﻦ ﺍﳌﺎﺿﻲ ﻭﺍﳊﺎﺿﺮ ﻭﻣﻌﻠﻮﻣﺎﺕ ﺗﺴﺎﻋﺪ ﰲ ﺍﻟﺘﻨﺒﺆ‬
‫ﺑﺎﳌﺴﺘﻘﺒﻞ ﻭﺍﳋﺎﺻﺔ ﺑﻌﻤﻠﻴﺎﺕ ﺍﳌﻨﻈﻤﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻭﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻷﺧﺮﻯ ﺫﺍﺕ ﺍﻟﻌﻼﻗﺔ ﺑﺎﻟﺒﻴﺌﺔ ﺍﳋﺎﺭﺟﻴﺔ ﳌﺴﺎﻋﺪﺓ ﺍﻹﺩﺍﺭﺓ ﰲ ﺍﲣﺎﺫ‬
‫ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳋﺎﺻﺔ ﺑﺎﻟﺘﺨﻄﻴﻂ ﻭﺍﻟﺮﻗﺎﺑﺔ")‪.(23‬‬
‫ﻭﳝﻜﻦ ﺗﻌﺮﻳﻒ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺑﺄ‪‬ﺎ ﻧﻈﺎﻡ ﻣﺘﻜﺎﻣﻞ ﻳﺘﻜﻮﻥ ﻣﻦ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﻷﻓﺮﺍﺩ ﻭﺍﻷﺟﻬﺰﺓ ﻭﺍﻹﺟﺮﺍﺀﺍﺕ ﻭﺍﻟﱪﳎﻴﺎﺕ‬
‫ﻭﻗﻮﺍﻋﺪ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﻟﺸﺒﻜﺎﺕ ﺍﻟﱵ ﺗﻘﻮﻡ ﺑﻌﻤﻠﻴﺔ ﲨﻊ ﻭﲣﺰﻳﻦ ﻭﻣﻌﺎﳉﺔ ﻭﺍﺳﺘﺮﺟﺎﻉ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﻭﺫﻟﻚ ﺑﻐﺮﺽ ﺗﺰﻭﻳﺪ ﺍﻹﺩﺍﺭﺓ ﺑﻜﻞ‬
‫ﻣﺎ ﲢﺘﺎﺟﻪ ﻣﻦ ﻣﻌﻠﻮﻣﺎﺕ ﺩﻗﻴﻘﺔ ﻭﻛﺎﻓﻴﺔ ﻻﳒﺎﺯ ﺍﻟﻮﻇﺎﺋﻒ ﺍﻹﺩﺍﺭﻳﺔ ﻭﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳌﻨﺎﺳﺒﺔ‪.‬‬
‫)‪(24‬‬
‫ﻭﳝﻜﻦ ﺇﲨﺎﻝ ﺍﻟﻌﻨﺎﺻﺮ ﺍﻷﺳﺎﺳﻴﺔ ﺍﳌﻜﻮﻧﺔ ﻟﻨﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﰲ ﺍﻟﻨﻘﺎﻁ ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬
‫§ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻫﻮ ﻧﻈﺎﻡ ﻣﺘﻜﺎﻣﻞ ﻟﻜﻞ ﻣﻦ ﺍﻵﻟﺔ ﻭﺍﻟﻌﻨﺼﺮ ﺍﻟﺒﺸﺮﻱ‪،‬‬
‫§ ﺍﳍﺪﻑ ﺍﻷﺳﺎﺳﻲ ﻣﻦ ﺍﻟﻨﻈﺎﻡ ﻫﻮ ﺗﺰﻭﻳﺪﻧﺎ ﺑﺎﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻭﺍﳋﺎﺭﺟﻴﺔ‪،‬‬
‫§ ﺍﳍﺪﻑ ﺍﻷﺳﺎﺱ ﻣﻦ ﻫﺬﻩ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻫﻮ ﺩﻓﻊ ﻭﺗﺄﻳﻴﺪ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﳋﺎﺻﺔ ﺑﺎﳌﺸﺮﻭﻉ‪ ،‬ﺇﺩﺍﺭﺗﻪ ﻭﻭﻇﺎﺋﻒ ﺍﻟﺘﺤﻠﻴﻞ ﻟﻠﺒﻴﺎﻧﺎﺕ‪،‬‬
‫ﻭﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻭﻓﻘﺎ ﻟﻨﺘﺎﺋﺞ ﻫﺬﺍ ﺍﻟﺘﺤﻠﻴﻞ‪،‬‬
‫§ ﻻ ﺑﺪ ﺃﻥ ﻳﻮﺟﺪ ﻫﺬﺍ ﺍﻟﻨﻈﺎﻡ ﰲ ﺗﻨﻈﻴﻢ ﻣﻌﲔ ‪-‬ﻣﺸﺮﻭﻉ ﻣﻌﲔ‪،-‬‬
‫§ ﻳﺴﺘﺨﺪﻡ ﻫﺬﺍ ﺍﻟﻨﻈﺎﻡ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﻌﻨﺎﺻﺮ ﻭﺍﻟﱵ ﺃﳘﻬﺎ‪:‬‬
‫‪ ü‬ﺍﳊﺎﺳﺐ ﺍﻵﱄ ﻭﺃﺟﻬﺰﺗﻪ ﺍﻟﻼﺯﻣﺔ ﻟﺘﺤﻀﲑ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﲢﻠﻴﻞ ﺍﻟﺒﻴﺎﻧﺎﺕ‪،‬‬
‫‪ ü‬ﺍﻹﺟﺮﺍﺀﺍﺕ ﺍﻟﻴﺪﻭﻳﺔ ﺍﻟﻼﺯﻣﺔ ﻟﻠﺘﻌﺎﻣﻞ ﻣﻊ ﺍﳊﺎﺳﺐ ﺍﻵﱄ ﻭﺍﻟﺒﻴﺎﻧﺎﺕ ﺫﺍ‪‬ﺎ‪،‬‬
‫‪ ü‬ﳕﺎﺫﺝ ﺧﺎﺻﺔ ﺑﺘﺤﻠﻴﻞ ﺍﻟﺒﻴﺎﻧﺎﺕ‪ ،‬ﺍﻟﺘﺨﻄﻴﻂ‪ ،‬ﺍﻟﺮﻗﺎﺑﺔ‪ ،‬ﻭﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻹﺩﺍﺭﻳﺔ‪،‬‬
‫‪ ü‬ﳎﻤﻮﻋﺔ ﺍﻻﺻﻄﻼﺣﺎﺕ ﻭﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﳌﻨﺴﻘﺔ ﻭﺍﻟﱵ ﺗﻜﻮﻥ ﺳﻬﻠﺔ ﺍﳌﻨﺎﻝ ﻭﻳﺰﻭﺩ ‪‬ﺎ ﺍﳊﺎﺳﺐ ﺍﻵﱄ‪.‬‬
‫ﻭﺑﺎﺳﺘﺨﺪﺍﻡ ﻣﺪﺧﻞ ﺍﻟﻨﻈﻢ ﰲ ﲢﻠﻴﻞ ﻣﻜﻮﻧﺎﺕ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﳝﻜﻦ ﺍﻟﺘﻤﻴﻴﺰ ﺑﲔ ﺛﻼﺛﺔ ﻋﻨﺎﺻﺮ ﺃﺳﺎﺳﻴﺔ ﻣﻜﻮﻧﺔ ﻟﻨﻈﺎﻡ‬
‫)‪(25‬‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﻭﻫﻲ‪:‬‬
‫· ﺍﳌﺪﺧﻼﺕ‪ :‬ﻭﺗﺘﻜﻮﻥ ﻣﺪﺧﻼﺕ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻣﻦ ﺛﻼﺛﺔ ﻧﻈﻢ ﻓﺮﻋﻴﺔ ﻫﻲ‪ :‬ﺍﻟﻨﻈﺎﻡ ﺍﻟﻔﺮﻋﻲ ﳌﻌﺎﳉﺔ ﺍﻟﺒﻴﺎﻧﺎﺕ‪ ،‬ﺍﻟﻨﻈﺎﻡ‬
‫ﺍﻟﻔﺮﻋﻲ ﻟﻠﺒﺤﻮﺙ ﻭﺍﻟﺪﺭﺍﺳﺎﺕ ﺍﳌﺘﺨﺼﺼﺔ‪ ،‬ﺍﻟﻨﻈﺎﻡ ﺍﻟﻔﺮﻋﻲ ﻟﻠﻤﺨﺎﺑﺮﺍﺕ ﺍﳋﺎﺭﺟﻴﺔ‪،‬‬
‫· ﺍﳌﺨﺮﺟﺎﺕ‪ :‬ﻭﺗﺘﻜﻮﻥ ﳐﺮﺟﺎﺕ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻣﻦ ﺛﻼﺛﺔ ﺃﻧﻮﺍﻉ ﻣﻦ ﺍﻟﺘﻘﺎﺭﻳﺮ ﻫﻲ‪ :‬ﺍﻟﺘﻘﺎﺭﻳﺮ ﺍﻟﺪﻭﺭﻳﺔ‪ ،‬ﺍﻟﺘﻘﺎﺭﻳﺮ‬
‫ﺍﳋﺎﺻﺔ‪ ،‬ﻭﳐﺮﺟﺎﺕ ﺍﻟﻨﻤﺎﺫﺝ ﺍﻟﺮﻳﺎﺿﻴﺔ ﺍﻟﱵ ﲢﺎﻛﻲ ﺍﻟﻮﺍﻗﻊ ﺍﻟﻔﻌﻠﻲ‪ .‬ﻭﳚﺐ ﺍﻹﺷﺎﺭﺓ ﺇﱃ ﺃﻥ ﳏﺘﻮﻯ ﻫﺬﻩ ﺍﻟﺘﻘﺎﺭﻳﺮ ﳜﺘﻠﻒ ﻣﻦ ﳎﺎﻝ‬
‫ﻭﻇﻴﻔﻲ ﻵﺧﺮ‪،‬‬
‫· ﺍﳌﻌﺎﳉﺎﺕ ﺍﻟﺪﺍﺧﻠﻴﺔ‪ :‬ﻭﻳﻘﺼﺪ ‪‬ﺎ ﻣﻌﺎﳉﺔ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﻟﱵ ﰎ ﺍﳊﺼﻮﻝ ﻋﻠﻴﻬﺎ ﻣﻦ ﻣﺼﺎﺩﺭﻫﺎ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻭﺍﳋﺎﺭﺟﻴﺔ‪ ،‬ﻭﺍﻟﱵ ﺗﺘﻤﺜﻞ ﰲ‬
‫ﲡﻤﻴﻊ ﻭﺇﻋﺪﺍﺩ ﻭﻣﺮﺍﺟﻌﺔ ﻭﻣﻌﺎﳉﺔ ﻭﲣﺰﻳﻦ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺇﻋﺪﺍﺩ ﺍﻟﺘﻘﺎﺭﻳﺮ‪.‬‬
‫‪ .5‬ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ‪:‬‬
‫ﻳﻌﺮﻑ "‪ "O’brien‬ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﺑﺄﻧﻪ "ﺫﻟﻚ ﺍﻟﻨﻈﺎﻡ ﺍﻟﺬﻱ ﻳﺮﻓﺪ ﺍﻟﺸﺮﻛﺔ ﺑﺎﳌﻨﺘﺠﺎﺕ ﻭﺍﳋﺪﻣﺎﺕ ﻭﺍﻟﻘﺪﺭﺍﺕ ﺍﻟﱵ‬
‫ﺗﻌﻄﻴﻬﺎ ﺍﳌﻴﺰﺓ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻋﻠﻰ ﻣﻨﺎﻓﺴﻴﻬﺎ ﰲ ﺳﻮﻕ ﺍﻷﻋﻤﺎﻝ ﻭﻳﺸﺠﻊ ﻋﻠﻰ ﺍﺑﺘﻜﺎﺭ ﺍﻷﻋﻤﺎﻝ ﻭﳛﺴﻦ ﻣﻦ ﻋﻤﻠﻴﺎ‪‬ﺎ ﻭﻳﺴﺎﻫﻢ ﰲ‬

‫‪138‬‬ ‫ﺍﻟﻌﺪﺩ ﺍﻟﺴﺎﺑﻊ‪ -‬ﻣﺎﺭﺱ ‪-2017‬‬

‫ﳎﻠﺔ ﺁﻓﺎﻕ ﻟﻠﻌﻠﻮﻡ‬ ‫ﺟﺎﻣﻌﺔ ﺍﳉﻠﻔﺔ‬

‫ﺑﻨﺎﺀ ﻣﻮﺍﺭﺩ ﻣﻌﻠﻮﻣﺎﺗﻴﺔ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻟﻠﺸﺮﻛﺔ‪ .‬ﻭﺑﻌﺒﺎﺭﺓ ﺃﺧﺮﻯ ﻫﻮ ﺍﻟﻨﻈﺎﻡ ﺍﻟﺬﻱ ﻳﺪﻋﻢ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻛﻤﺎ‬
‫ﻳﺪﻋﻢ ﺍﳌﻨﺎﻓﺴﺔ ﻟﻠﻤﻨﻈﻤﺔ ﺃﻭ ﻳﺪﻋﻤﻬﻤﺎ ﻣﻌﺎ")‪.(26‬‬
‫)‪(27‬‬
‫ﻭﻗﺪ ﺣﺪﺩﺕ ﻣﻌﻈﻢ ﺍﻟﺪﺭﺍﺳﺎﺕ ﺃﻫﺪﺍﻑ ﺍﻟﺘﺨﻄﻴﻂ ﻟﻨﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﲟﺎ ﻳﻠﻲ‪:‬‬
‫· ﳏﺎﻭﻟﺔ ﺍﳌﻮﺍﺋﻤﺔ ﺑﲔ ﺍﻻﺳﺘﺜﻤﺎﺭ ﰲ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺃﻫﺪﺍﻑ ﺍﻷﻋﻤﺎﻝ‪،‬‬
‫· ﺍﺳﺘﻐﻼﻝ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻟﺘﺤﻘﻴﻖ ﻣﻴﺰﺓ ﺗﻨﺎﻓﺴﻴﺔ‪،‬‬
‫· ﺍﻟﺘﻮﺟﻴﻪ ﺍﻟﻜﻒﺀ ﻭﺍﻹﺩﺍﺭﺓ ﺍﻟﻔﻌﺎﻟﺔ ﳌﻮﺍﺭﺩ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ‪،‬‬
‫· ﺗﻄﻮﻳﺮ ﺳﻴﺎﺳﺎﺕ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺑﻨﻴﺘﻬﺎ ﺍﻟﺘﺤﺘﻴﺔ‪.‬‬
‫ﺛﺎﻟﺜﺎ‪ :‬ﺃﳘﻴﺔ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺩﺭﻩ ﰲ ﺭﺳﻢ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﳌﺆﺳﺴﺔ‬
‫ﺗﺴﺎﻫﻢ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﰲ ﺗﻌﺰﻳﺰ ﻓﺮﺹ ﺍﻷﻋﻤﺎﻝ ﺍﳉﺪﻳﺪﺓ ﻭﺍﺳﺘﻜﺸﺎﻑ ﺍﻟﻔﺮﺹ ﺍﳉﺪﻳﺪﺓ‪ ،‬ﻭﻫﻨﺎ ﻻﺑﺪ ﺃﻥ ﻧﺸﲑ ﺇﱃ ﺃﻥ‬
‫ﻣﻨﻈﻤﺎﺕ ﺍﻷﻋﻤﺎﻝ ﺍﻟﻜﺒﲑﺓ ﻻ ﺗﻨﺘﻈﺮ ﺍﻟﻔﺮﺹ ﰲ ﺑﻴﺌﺔ ﺍﻷﻋﻤﺎﻝ ﺑﻞ ﻫﻲ ﰲ ﻣﻌﻈﻢ ﺍﻷﺣﻴﺎﻥ ﺗﺒﺤﺚ ﻋﻨﻬﺎ ﻭﲣﺼﺺ ﻣﻮﺍﺭﺩ ﺿﺨﻤﺔ‬
‫ﳋﻠﻖ ﺍﻟﻔﺮﺻﺔ ﻭﺍﺳﺘﺜﻤﺎﺭﻫﺎ ﻭﺗﻌﻈﻴﻢ ﺍﳌﻨﺎﻓﻊ ﺍﳌﺘﺮﺗﺒﺔ ﻋﻠﻰ ﺍﻣﺘﻼﻛﻬﺎ ﻣﻦ ﺧﻼﻝ ﺍﻟﺪﺧﻮﻝ ﺑﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﺟﺪﻳﺪﺓ ﺇﱃ ﺍﻟﺴﻮﻕ‪ .‬ﺣﻴﺚ‬
‫ﺗﻌﻤﻞ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻋﻠﻰ ﲢﻘﻴﻖ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺆﻛﺪﺓ ﻭﺫﻟﻚ ﻣﻦ ﺧﻼﻝ ﻣﺎ ﺗﻘﺪﻣﻪ ﻣﻦ ﻣﻌﻠﻮﻣﺎﺕ ﻋﻦ ﻗﻮﻯ ﺍﳌﻨﺎﻓﺴﺔ ﺍﻟﺮﺋﻴﺴﻴﺔ‬
‫ﰲ ﺍﻟﺒﻴﺌﺔ ﺍﳋﺎﺭﺟﻴﺔ‪.‬‬
‫ﻭﻳﺘﻀﺢ ﺍﻟﺪﻭﺭ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﻟﻨﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻣﻦ ﺧﻼﻝ ﺗﺄﺛﲑﻫﺎ ﺍﳉﻮﻫﺮﻱ ﰲ ﺍ‪‬ﺎﻻﺕ ﻭﺍﻷﻧﺸﻄﺔ ﺍﻟﺮﺋﻴﺴﻴﺔ ﺍﻟﺘﺎﻟﻴﺔ ‪:‬‬
‫‪ ü‬ﺍﳌﺸﺎﺭﻛﺔ ﰲ ﺻﻴﺎﻏﺔ ﺍﻟﺮﺅﻳﺎ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ‪ Strategic Vision‬ﻟﻠﻤﻨﻈﻤﺔ ﻣﻦ ﺧﻼﻝ ﺇﺿﻔﺎﺀ ﺧﺼﺎﺋﺺ ﺍﻟﺒﺴﺎﻃﺔ‪ ،‬ﺍﻟﻮﺿﻮﺡ‪،‬‬
‫ﺍﻟﻌﻤﻖ‪ ،‬ﻭﺍﻟﺸﻤﻮﻝ ﻋﻠﻰ ﻫﺬﻩ ﺍﻟﺮﺅﻳﺔ ﻭ ﺍﳌﺴﺎﻋﺪﺓ ﰲ ﲢﻘﻴﻖ ﺃﻋﻠﻰ ﻗﺪﺭ ﻣﻦ ﺍﳌﺸﺎﺭﻛﺔ ﺍﻟﻔﺎﻋﻠﺔ ﰲ ﻋﻤﻠﻴﺔ ﺻﻴﺎﻏﺔ ﻭﺇﻧﻀﺎﺝ ﺍﻟﺮﺅﻳﺔ‬
‫ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ‪.‬‬
‫‪ ü‬ﺩﻋﻢ ﻋﻤﻠﻴﺔ ﺻﻴﺎﻏﺔ ﺭﺳﺎﻟﺔ ﺍﳌﻨﻈﻤﺔ ﻭﺫﻟﻚ ﻋﻦ ﻃﺮﻳﻖ ﲢﺪﻳﺪ ﺃﻧﻮﺍﻉ ﺍﻷﻧﺸﻄﺔ ﺍﳉﻮﻫﺮﻳﺔ ﻭﺗﻘﺪﱘ ﻣﻌﻠﻮﻣﺎﺕ ﻋﻦ ﺍﻷﺳﻮﺍﻕ‬
‫ﺍﳌﺴﺘﻬﺪﻓﺔ ‪.‬‬
‫‪ ü‬ﺻﻴﺎﻏﺔ ﺍﻷﻫﺪﺍﻑ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻟﻠﻤﻨﻈﻤﺔ ﻣﻦ ﺧﻼﻝ ﲢﻠﻴﻞ ﻋﻨﺎﺻﺮ ﺍﻟﻘﻮﺓ ﻭﺍﻟﻀﻌﻒ ﰲ ﺩﺍﺧﻞ ﺍﳌﻨﻈﻤﺔ ﻭﻣﻘﺎﺭﻧﺘﻬﺎ ﺑﺎﻟﻔﺮﺹ‬
‫ﻭﺍﻟﺘﻬﺪﻳﺪﺍﺕ ﺍﳊﺎﻟﻴﺔ ﻭﺍﳌﺘﻮﻗﻌﺔ ﰲ ﺍﻟﺒﻴﺌﺔ ﺍﳋﺎﺭﺟﻴﺔ‪ .‬ﻭﻣﻘﺎﺭﻧﺔ ﻫﺬﻩ ﺍﻟﻨﺘﺎﺋﺞ ﻣﻊ ﺍﳌﻮﺍﺭﺩ ﺍﳉﻮﻫﺮﻳﺔ ﻭﺍﻟﻘﺪﺭﺍﺕ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﺍﳌﻮﺟﻮﺩﺓ‪.‬‬
‫‪ ü‬ﺍﳌﺴﺎﻋﺪﺓ ﰲ ﺍﺧﺘﻴﺎﺭ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻷﻋﻤﺎﻝ ﺍﻟﺸﺎﻣﻠﺔ ﻣﻦ ﺑﲔ ﺍﻟﺒﺪﺍﺋﻞ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﳌﻤﻜﻨﺔ ‪ ،‬ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﺍﻻﻧﺪﻣﺎﺝ ﺍﻟﺒﻨﻴﻮﻱ‬
‫ﻣﻊ ﺍﻷﻧﺸﻄﺔ ﺍﳉﻮﻫﺮﻳﺔ ﻟﻠﺮﻗﺎﺑﺔ ﻭﺍﻟﺘﻘﻴﻴﻢ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﺍﳌﻮﺟﻪ ﳓﻮ ﻣﻌﺎﻳﺮﺓ ﺍﻷﺩﺍﺀ ﺍﻟﻜﻠﻲ ﻟﻠﻤﻨﻈﻤﺔ ﻭ ﻣﻘﺎﺭﻧﺘﻪ ﺑﺄﺩﺍﺀ ﺍﳌﻨﻈﻤﺎﺕ‬
‫ﺍﳌﻨﺎﻓﺴﺔ ﰲ ﻗﻄﺎﻉ ﺍﻟﺼﻨﺎﻋﺔ‪.‬‬
‫ﻓﻘﺪ ﺃﻭﺿﺢ "ﻣﺎﻛﻠﻴﻮﺩ" ﺃﻥ "ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﳝﻜﻦ ﺃﻥ ﺗﺴﻬﻢ ﰲ ﺣﻞ ﺍﳌﺸﻜﻼﺕ ﺑﻄﺮﻗﺘﲔ ﺃﺳﺎﺳﻴﺘﲔ‪ :‬ﺍﻷﻭﱃ ﺃ‪‬ﺎ ﺗﻮﻓﺮ‬
‫ﻣﻌﻠﻮﻣﺎﺕ ﻋﻦ ﺃﻋﻤﺎﻝ ﺍﳌﻨﻈﻤﺔ ﻛﻜﻞ‪ ،‬ﻭﺍﻟﺜﺎﻧﻴﺔ ﺃ‪‬ﺎ ﺗﺴﻬﻢ ﺑﺸﻜﻞ ﻣﺒﺪﺋﻲ ﰲ ﺍﻟﺘﻌﺮﻑ ﻋﻠﻰ ﺍﳌﺸﻜﻼﺕ ﻭﻓﻬﻤﻬﺎ")‪.(28‬‬
‫ﻓﻨﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﲟﺎ ﲢﻘﻘﻪ ﻣﻦ ﺗﻜﺎﻣﻞ ﺑﲔ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﻮﻇﻴﻔﻴﺔ ﺍﳌﺨﺘﻠﻔﺔ‪ ،‬ﻳﺘﻮﺍﻓﺮ ﻟﺪﻳﻬﺎ ﺃﺳﺎﺱ ﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻋﻦ‬
‫ﺃﻋﻤﺎﻝ ﺍﳌﻨﻈﻤﺔ ﻛﻜﻞ‪ .‬ﻓﻬﻲ ﺗﻮﻓﺮ ﻟﻠﻤﺪﻳﺮﻳﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ ﳛﺘﺎﺟﻮ‪‬ﺎ ﻭﺍﻟﱵ ﲤﻜﻨﻬﻢ ﻣﻦ ﺍﻟﺘﻌﺮﻑ ﻋﻠﻰ ﺍﳌﺸﻜﻼﺕ ﻭﻓﻬﻤﻬﺎ‪،‬‬
‫ﻭﲢﺪﻳﺪ ﺣﺠﻤﻬﺎ ﻭﺍﻟﻌﻮﺍﻣﻞ ﺍﳌﺴﺒﺒﺔ ﳍﺎ‪ ،‬ﻭﻫﻲ ﻛﻠﻬﺎ ﺃﻣﻮﺭ ﺿﺮﻭﺭﻳﺔ ﻟﻠﺤﻞ‪.‬‬
‫ﻓﻘﺪ ﺃﺩﺭﻛﺖ ﺍﳌﻨﻈﻤﺎﺕ ﺃﻥ ﲢﺪﻳﺪ ﺍﻟﻔﺮﺹ ﻭﺍﻟﺘﻬﺪﻳﺪﺍﺕ ﻳﺘﻮﻗﻒ ﻋﻠﻰ ﺇﻣﻜﺎﻧﻴﺔ ﺍﳌﻨﻈﻤﺎﺕ ﰲ ﲢﺪﻳﺪ ﻧﻘﺎﻁ ﺍﻟﻘﻮﺓ ﻭﺍﻟﻀﻌﻒ‪ .‬ﺇﺫ‬
‫ﺗﻮﺍﺟﻪ ﺍﳌﻨﻈﻤﺎﺕ ﻋﺪﺓ ﲢﺪﻳﺎﺕ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻻ ﳝﻜﻦ ﻣﻮﺍﺟﻬﺘﻬﺎ ﻭﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻨﻬﺎ ﺇﻻ ﺇﺫﺍ ﺃﺩﻳﺮﺕ ﺍﳌﻨﻈﻤﺔ ﺇﺩﺍﺭﺓ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ‪ ،‬ﻭﺍﻫﻢ‬
‫)‪(29‬‬
‫ﻫﺬﻩ ﺍﻟﺘﺤﺪﻳﺎﺕ‪:‬‬

‫‪139‬‬ ‫ﺍﻟﻌﺪﺩ ﺍﻟﺴﺎﺑﻊ‪ -‬ﻣﺎﺭﺱ ‪-2017‬‬

‫ﳎﻠﺔ ﺁﻓﺎﻕ ﻟﻠﻌﻠﻮﻡ‬ ‫ﺟﺎﻣﻌﺔ ﺍﳉﻠﻔﺔ‬

‫§ ﺍﺯﺩﻳﺎﺩ ﺳﺮﻋﺔ ﺍﻟﺘﻐﲑﺍﺕ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ﻭﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﻭﺍﻟﺴﻴﺎﺳﻴﺔ ﻭﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺔ‪،‬‬

‫§ ﺍﺯﺩﻳﺎﺩ ﺣﺪﺓ ﺍﳌﻨﺎﻓﺴﺔ ﻟﺘﺸﻤﻞ ﻛﻞ ﺃﻧﺸﻄﺔ ﺍﳌﻨﻈﻤﺔ‪،‬‬
‫§ ﺗﻐﲑ ﻫﻴﻜﻞ ﺍﻟﻌﻤﺎﻟﺔ ﻣﻦ ﺧﻼﻝ ﺍﻻﻋﺘﻤﺎﺩ ﻋﻠﻰ ﺍﳋﱪﺍﺀ ﺩﻭﻱ ﺍﳌﻌﺮﻓﺔ ﺍﳌﺘﺨﺼﺼﺔ ﻭﺍﻟﺬﻳﻦ ﳝﺘﻠﻜﻮﻥ ﺍﳌﻌﺮﻓﺔ ﻭﺍﳋﱪﺓ ﻟﻮﺿﻊ‬
‫ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﻓﻌﺎﻟﺔ‪،‬‬
‫§ ﻧﺪﺭﺓ ﺍﳌﻮﺍﺭﺩ ﻭﺍﻟﻜﻔﺎﺀﺍﺕ ﺍﻟﻨﺎﺩﺭﺓ‪،‬‬
‫§ ﺍﺯﺩﻳﺎﺩ ﺃﳘﻴﺔ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻭﺍﻻﻫﺘﻤﺎﻡ ‪‬ﺎ‪.‬‬
‫ﻭﻋﻠﻴﻪ ﻓﺈﻥ ﺍﻟﺘﺨﻄﻴﻂ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻲ ﺿﺮﻭﺭﺓ ﺣﺘﻤﻴﺔ ﰲ ﺍﳌﻨﻈﻤﺎﺕ ﺳﻮﺍﺀ ﻛﺎﻧﺖ ﺻﻐﲑﺓ ﺃﻡ ﻛﺒﲑﺓ‪ ،‬ﺇﺫ ﻳﻠﻌﺐ ﺍﻟﺘﺨﻄﻴﻂ‬
‫ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻲ ﻟﻨﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺩﻭﺭﺍ ﻫﺎﻣﺎ ﰲ ﺍﳌﻨﻈﻤﺔ ﺇﺫﺍ ﻛﺎﻥ ﻣﺘﻮﺍﻓﻘﺎ ﻣﻊ ﺛﻘﺎﻓﺘﻬﺎ‪ .‬ﻓﺘﻄﻮﻳﺮ ﻭﺑﻨﺎﺀ ﻧﻈﻢ ﺟﻴﺪﺓ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﻟﻪ‬
‫ﻋﻼﻗﺔ ﻣﺒﺎﺷﺮﺓ ﺑﻨﻤﻮ ﻭﺗﻄﻮﻳﺮ ﺍﻟﻌﻤﻞ ﺑﺎﳌﻨﻈﻤﺔ‪.‬‬
‫ﺣﻴﺚ ﺃﻥ ﺍﻻﲡﺎﻩ ﺇﱃ ﺇﻧﺘﺎﺝ ﻧﻈﺎﻡ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﺃﺻﺒﺢ ﻣﻦ ﺍﳌﺘﻄﻠﺒﺎﺕ ﺍﻷﻭﻟﻴﺔ ﻭﺍﻷﺳﺎﺳﻴﺔ ﻟﻠﺒﻘﺎﺀ ﻭﺍﻻﺳﺘﻤﺮﺍﺭ‪ ،‬ﻛﻤﺎ ﺃﻥ ﺍﳋﻄﺔ‬
‫ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻟﻨﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺟﺰﺀ ﻣﻦ ﺍﳋﻄﻂ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﳌﺘﻜﺎﻣﻠﺔ ﺍﻟﱵ ‪‬ﺪﻑ ﰲ ﳎﻤﻠﻬﺎ ﺇﱃ ﺗﻄﻮﻳﺮ ﺍﻟﻌﻤﻞ ﻭﺍﻷﺩﺍﺀ ﲟﺎ‬
‫ﳛﻘﻖ ﺃﻫﺪﺍﻑ ﻭﻏﺎﻳﺎﺕ ﺍﳌﻨﻈﻤﺔ‪ ،‬ﻟﺬﻟﻚ ﻻﺑﺪ ﺃﻥ ﺗﻘﻮﻡ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﺑﺘﺒﲏ ﲣﻄﻴﻂ ﺍﺳﺘﺮﺍﺗﻴﺠﻲ ﺭﲰﻲ ﻟﻨﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻳﻮﻓﺮ ﺧﻄﺔ‬
‫ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﺗﻨﺴﺠﻢ ﻣﻊ ﺍﳋﻄﺔ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﻌﺎﻣﺔ ﻟﻠﻤﻨﻈﻤﺔ ﲟﺎ ﻳﺘﺮﺟﻢ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎ‪‬ﺎ ﻭ ﻳﻌﻤﻞ ﻋﻠﻰ ﲢﻘﻴﻖ ﺃﻫﺪﺍﻑ‬
‫ﻭﻏﺎﻳﺎﺕ ﺍﳌﻨﻈﻤﺔ‪ .‬ﲝﻴﺚ ﺗﺴﺘﻄﻴﻊ ﺍﳌﻨﻈﻤﺎﺕ ﺃﻥ ﲢﻘﻖ ﻟﻨﻔﺴﻬﺎ ﻋﺪﺓ ﻣﺰﺍﻳﺎ ﺗﻨﺎﻓﺴﻴﺔ ﻋﻦ ﻃﺮﻳﻖ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﺨﺘﻠﻔﺔ‬
‫ﻭﺍﻟﺴﻴﻄﺮﺓ ﻋﻠﻴﻬﺎ‪ ،‬ﻓﻨﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﻟﺘﺨﻄﻴﻂ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻲ ﺍﻟﺴﻠﻴﻢ ﻳﺴﺎﻫﻢ ﰲ ﺍﻟﺘﺤﺼﻞ ﻋﻠﻰ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﻀﺮﻭﺭﻳﺔ ﻟﻌﻤﻠﻴﺎﺕ‬
‫ﺍﻟﺘﺤﻠﻴﻞ ﺍﳌﺨﺘﻠﻔﺔ ﻟﺘﻜﻮﻥ ﻗﺎﻋﺪﺓ ﻻﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﺍﳌﻨﺎﺳﺐ ﻋﻨﺪ ﺍﳌﻔﺎﺿﻠﺔ ﺑﲔ ﺍﻟﺒﺪﺍﺋﻞ ﺍﳌﺨﺘﻠﻔﺔ‪ ،‬ﻛﻤﺎ ﳝﻜﻦ ﺃﻥ ﲢﺴﻦ ﻣﻦ ﺃﺩﺍﺋﻬﺎ‬
‫ﻋﻤﻮﻣﺎ ﺑﺎﺳﺘﺨﺪﺍﻡ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺧﺎﺻﺔ ﻋﻨﺪ ﺍﺧﺘﺮﺍﻕ ﺃﺳﻮﺍﻕ ﺟﺪﻳﺪﺓ‪ ،‬ﻭﺍﻟﻮﺻﻮﻝ ﺇﱃ ﻋﺎﱂ ﺃﻭﺳﻊ ﻣﻦ ﺍﳌﺴﺘﻬﻠﻜﲔ‪ ،‬ﻭﻓﻬﻢ‬
‫ﺍﺣﺘﻴﺎﺟﺎ‪‬ﻢ ﻭﺗﻮﻗﻌﺎ‪‬ﻢ‪ ،‬ﻭﻛﺬﻟﻚ ﺯﻳﺎﺩﺓ ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺗﻘﺪﱘ ﺍﳋﺪﻣﺔ ﻟﻠﻤﺴﺘﻬﻠﻚ ﺑﺸﻜﻞ ﺃﺳﺮﻉ ﳑﺎ ﻳﺆﺩﻱ ﺇﱃ ﺯﻳﺎﺩﺓ ﺭﺿﺎ‬
‫ﺍﳌﺴﺘﻬﻠﻚ‪ ،‬ﻭﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺍﳊﺼﻮﻝ ﻋﻠﻰ ﺣﺼﺔ ﺳﻮﻗﻴﺔ ﺃﻛﱪ‪ .‬ﻛﻤﺎ ﺃﻥ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺗﻌﻤﻞ ﻋﻠﻰ ﺗﻮﻓﲑ ﻣﻌﻠﻮﻣﺎﺕ ﺩﻗﻴﻘﺔ‬
‫ﻛﻘﺎﻋﺪﺓ ﻻﲣﺎﺫ ﻗﺮﺍﺭﺍﺕ ﺗﺆﺩﻱ ﺇﱃ ﲢﺴﲔ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺍﳌﺨﺘﻠﻔﺔ‪.‬‬
‫ﻭﻋﻠﻰ ﻫﺬﺍ ﺍﻷﺳﺎﺱ ﻓﺈﻥ ﻣﻔﺘﺎﺡ ﺍﳌﻨﺎﻓﺴﺔ ﺍﳊﻘﻴﻘﻴﺔ ﻟﻴﺲ ﰲ ﺣﺠﻢ ﺍﳌﻨﻈﻤﺔ‪ ،‬ﻭﻟﻜﻦ ﰲ ﻗﺪﺭ‪‬ﺎ ﻋﻠﻰ ﺑﻨﺎﺀ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻣﺸﺎﺭﻛﺔ‪،‬‬
‫ﻭﺇﳚﺎﺩ ﻃﺮﻕ ﺃﻛﺜﺮ ﺇﺑﺪﺍﻋﻴﺔ ﻟﺘﻘﺪﱘ ﺍﳌﻨﺘﺞ ﻭﺍﳋﺪﻣﺔ‪ ،‬ﺇﺫ ﺃﻥ ﻣﻦ ﺃﻫﻢ ﺍﻟﺘﺤﺪﻳﺎﺕ ﺍﻟﱵ ﺗﻮﺍﺟﻬﻬﺎ ﺍﳌﻨﻈﻤﺎﺕ ﻫﻲ ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺍﺳﺘﺨﺪﺍﻡ‬
‫ﺍﳌﻬﺎﺭﺍﺕ ﺍﳉﺪﻳﺪﺓ ﻭﺍﺳﺘﺨﺪﺍﻡ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺨﺘﻠﻔﺔ‪ ،‬ﻭﺗﻮﻇﻴﻔﻬﺎ ﳋﺪﻣﺔ ﺍﻟﻌﻤﻞ‪.‬‬
‫ﺭﺍﺑﻌﺎ‪ :‬ﻟﻮﺣﺔ ﺍﻟﻘﻴﺎﺩﺓ ﻭﺍﳌﺸﺎﺭﻛﺔ ﰲ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﻭﻣﻌﻮﻗﺎﺕ ﳒﺎﺡ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﺍﳌﺆﺳﺴﺔ‬
‫ﺇﻥ ﲢﻘﻴﻖ ﺃﻫﺪﺍﻑ ﺍﻟﺘﻨﻤﻴﺔ ﺍﻹﺩﺍﺭﻳﺔ ﻳﻌﺘﻤﺪ ﰲ ﺍﳌﻘﺎﻡ ﺍﻷﻭﻝ ﻋﻠﻰ ﺍﻟﻌﻨﺼﺮ ﺍﻟﺒﺸﺮﻱ ﺍﻟﺬﻱ ﳝﺜﻞ ﺣﺠﺮ ﺍﻷﺳﺎﺱ ﰲ ﺍﻟﻌﻤﻠﻴﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ‪.‬‬
‫ﻓﻔﻲ ﺇﺣﺪﻯ ﺍﻟﺪﺭﺍﺳﺎﺕ ﺍﳌﻴﺪﺍﻧﻴﺔ ﺍﻟﱵ ﻗﺎﻡ ‪‬ﺎ ﻣﻌﻬﺪ ﺍﻟﺒﺤﻮﺙ ﺍﻟﺘﺎﺑﻊ ﳌﻨﻈﻤﺔ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﺑﺎﻻﺷﺘﺮﺍﻙ ﻣﻊ ﺧﱪﺍﺀ ﻣﻦ ﻣﻨﻈﻤﺔ ﺍﻟﻌﻤﻞ‬
‫ﺍﻟﺪﻭﻟﻴﺔ ﺣﻮﻝ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﰲ ‪ 45‬ﺩﻭﻟﺔ ﻧﺎﻣﻴﺔ ﰲ ﺍﻟﺴﻨﻮﺍﺕ ﺍﻷﺧﲑﺓ‪" ،‬ﺍﺗﻀﺢ ﺃﻥ ‪ %76‬ﻣﻦ ﺍﳊﺎﻻﺕ ﺗﺘﺨﺬ ﻗﺮﺍﺭﺍ‪‬ﺎ‬
‫ﺑﻨﺎﺀ ﻋﻠﻰ ﺑﻴﺎﻧﺎﺕ ﻭﻣﻌﻠﻮﻣﺎﺕ ﰲ ﻛﺜﲑ ﻣﻦ ﺍﻷﺣﻮﺍﻝ ﻏﲑ ﻛﺎﻓﻴﺔ‪ ،‬ﻭﻳﻮﺿﺢ ﺫﻟﻚ ﻣﺪﻯ ﺍﻟﻨﻘﺺ ﰲ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ ﺗﺒﲎ‬
‫ﻋﻠﻴﻬﺎ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻹﺩﺍﺭﻳﺔ ﰲ ﻛﺜﲑ ﻣﻦ ﺍﻟﺪﻭﻝ ﺍﻟﻨﺎﻣﻴﺔ‪ ،‬ﻭﺃﻧﻪ ﺣﱴ ﰲ ﺣﺎﻻﺕ ﺗﻮﺍﻓﺮ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﻓﻘﺪ ﻻ ﻳﺘﻢ ﺗﻨﻈﻴﻤﻬﺎ‬
‫ﻭﲢﻠﻴﻠﻬﺎ ﻭﺻﻴﺎﻏﺘﻬﺎ ﺑﺎﻟﺸﻜﻞ ﺍﻟﺬﻱ ﻳﺆﺩﻱ ﺇﱃ ﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻨﻬﺎ ﺑﺼﻮﺭﺓ ﻣﻨﺎﺳﺒﺔ")‪.(30‬‬
‫ﰲ ﺣﲔ ﻛﺸﻔﺖ ﺍﺣﺪﻱ ﺍﻟﺪﺭﺍﺳﺎﺕ ﺍﳌﻴﺪﺍﻧﻴﺔ ﺍﻟﱵ ﺃﺟﺮﺍﻫﺎ ﺃﺣﺪ ﺍﻟﺒﺎﺣﺜﲔ ﰲ ﺍﳌﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ ﻭﴰﻠﺖ ‪ 76‬ﻣﺪﻳﺮﺍ‬
‫ﺳﻌﻮﺩﻳﺎ ﺃﻥ "ﺃﻫﻢ ﺍﻟﺼﻌﻮﺑﺎﺕ ﻭﺍﳌﺸﺎﻛﻞ ﺍﻟﱵ ﺗﻮﺍﺟﻪ ﺍﳌﺪﻳﺮﻳﻦ ﰲ ﲨﻊ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﻼﺯﻣﺔ ﻻﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺣﺴﺐ ﺗﺮﺗﻴﺒﻬﺎ‪ :‬ﻧﻘﺺ‬

‫‪140‬‬ ‫ﺍﻟﻌﺪﺩ ﺍﻟﺴﺎﺑﻊ‪ -‬ﻣﺎﺭﺱ ‪-2017‬‬

‫ﳎﻠﺔ ﺁﻓﺎﻕ ﻟﻠﻌﻠﻮﻡ‬ ‫ﺟﺎﻣﻌﺔ ﺍﳉﻠﻔﺔ‬

‫ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺘﺎﺣﺔ‪ ،‬ﻃﻮﻝ ﺍﻟﻮﻗﺖ ﺍﻟﻼﺯﻡ ﳉﻤﻊ ﻫﺬﻩ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﻋﺪﻡ ﺗﻮﻓﺮ ﺍﻟﻨﻮﻉ ﺍﳌﻄﻠﻮﺏ ﻣﻦ ﺍﻟﺒﻴﺎﻧﺎﺕ‬
‫ﻭﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﻧﻘﺺ ﺍﻟﻮﻋﻲ ﻋﻨﺪ ﺍﳌﻮﻇﻔﲔ ﺍﳌﺨﺘﺼﲔ‪ ،‬ﻫﺬﺍ ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﻣﺸﻜﻼﺕ ﺃﺧﺮﻯ ﺃﳘﻬﺎ‪ :‬ﻛﺜﺮﺓ ﺍﻟﻘﻮﺍﻋﺪ ﻭﺍﻟﺘﻌﻠﻴﻤﺎﺕ‬
‫ﺍﻟﱵ ﺗﺼﺪﺭ ﻣﻦ ﺟﻬﺎﺕ ﳐﺘﻠﻔﺔ‪ ،‬ﻭﻋﺪﻡ ﻭﺟﻮﺩ ﻣﺮﻛﺰ ﻭﺛﺎﺋﻖ ﳊﻔﻆ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺘﺪﺍﻭﻟﺔ ﰲ ﺍﳉﻬﺎﺯ ﺍﻟﻮﺍﺣﺪ‪ ،‬ﻭﻗﺼﻮﺭ‬
‫ﻃﺮﻕ ﺍﳊﻔﻆ ﻭﺗﺪﺍﻭﻝ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﻭﻋﺪﻡ ﺗﻮﻓﺮ ﺍﻵﻻﺕ ﺍﳊﺪﻳﺜﺔ ﳌﻌﺎﳉﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﻭﻋﺪﻡ ﺩﻗﺔ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺘﻮﻓﺮﺓ‬
‫ﻭﺍﳊﺎﺟﺔ ﻟﺘﻤﺤﻴﺼﻬﺎ")‪.(31‬‬
‫ﻭﺇﺫﺍ ﻗﻤﻨﺎ ﺑﺘﺴﻠﻴﻂ ﺍﻟﻀﻮﺀ ﻋﻠﻰ ﺍﻟﺼﻌﻮﺑﺎﺕ ﻭﺍﻟﻌﻘﺒﺎﺕ ﺍﻟﱵ ﺗﻮﺍﺟﻪ ﻣﺘﺨﺬﻱ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺑﺎﳌﺆﺳﺴﺎﺕ ﺍﳉﺰﺍﺋﺮﻳﺔ ﰲ ﺍﳊﺼﻮﻝ ﻋﻠﻰ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﻼﺯﻣﺔ ﻻﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ‪ ،‬ﻓﺈ‪‬ﺎ ﺗﻈﻬﺮ ﰲ ﻋﺪﺓ ﻧﻘﺎﻁ ﺃﳘﻬﺎ‪ :‬ﻗﺼﻮﺭ ﺃﺟﻬﺰﺓ ﺍﻹﺣﺼﺎﺀ ﻭﺍﻷﺟﻬﺰﺓ ﺍﻟﺘﻨﻔﻴﺬﻳﺔ ﰲ ﺇﻋﺪﺍﺩ‬
‫ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﻀﺮﻭﺭﻳﺔ ﻭﺗﻨﻈﻴﻤﻬﺎ ﻭﻣﺮﺍﺟﻌﺘﻬﺎ‪ ،‬ﻭﺗﺮﺩﺩ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﳌﺆﺳﺴﺎﺕ ﻭﺍﻟﺪﻭﺍﺋﺮ ﻋﻦ ﺗﻘﺪﱘ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﳌﺮﺍﻛﺰ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﻭﻋﺪﻡ ﺗﻌﺎﻭ‪‬ﺎ ﰲ ﺗﺴﻬﻴﻞ ﻣﻬﻤﺔ ﺍﻟﺒﺎﺣﺜﲔ ﺃﻭ ﺍﳌﺴﺌﻮﻟﲔ ﻭﺇﺣﺠﺎﻡ ﺍﳌﺨﺘﺼﲔ ﻋﻦ ﺇﻋﻄﺎﺀ ﺍﻟﺒﻴﺎﻧﺎﺕ‬
‫ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﻞ ﻭﺇﻧﻜﺎﺭ ﻭﺟﻮﺩﻫﺎ ﰲ ﺑﻌﺾ ﺍﻷﺣﻴﺎﻥ ﻋﻦ ﺷﻌﻮﺭ ﺧﺎﻃﺊ ﺑﺘﻤﻠﻜﻬﺎ ﺃﻭ ﻻﺩﻋﺎﺋﻬﻢ ﺳﺮﻳﺔ ﻫﺬﻩ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻟﻄﺎﺑﻌﻬﺎ‬
‫ﺍﻷﻣﲏ ﺃﻭ ﻋﺪﻡ ﺗﻮﺍﻓﺮﻫﺎ‪ ،‬ﺃﻭ ﺭﻏﺒﺔ ﻣﻨﻢ ﰲ ﺍﻟﺘﻈﺎﻫﺮ ﺑﺎﻷﳘﻴﺔ‪ ،‬ﺃﻭ ﺍﳋﻮﻑ ﻣﻦ ﺍﻟﻨﺘﺎﺋﺞ ﻏﲑ ﺍﻟﺴﺎﺭﺓ ﺍﻟﱵ ﻗﺪ ﺗﻌﻜﺴﻬﺎ ﺑﻌﺾ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﺃﻭ ﺑﻔﻌﻞ ﺍﻟﻀﻐﻮﻁ ﺍﻟﻨﻔﺴﻴﺔ ﻭﺍﻻﺟﺘﻤﺎﻋﻴﺔ‪ .‬ﻭﺍﺧﺘﺼﺎﺭ ﻣﺘﺨﺬﻱ ﺍﻟﻘﺮﺍﺭﺍﺕ ﻣﻌﻠﻮﻣﺎ‪‬ﻢ ﻋﻠﻰ ﺗﻠﻚ ﺍﳌﻮﺟﻮﺩﺓ ﰲ ﺳﺠﻼﺕ‬
‫ﺍﳌﻨﻈﻤﺔ ﻓﻘﻂ ﺭﻏﻢ ﺿﺂﻟﺔ ﻫﺬﻩ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺘﻮﻓﺮﺓ ﻭﻗﺪﻣﻬﺎ ﻭﺍﻓﺘﻘﺎﺭﻫﺎ ﻟﻠﺪﻗﺔ ﻭﺍﻟﻮﺿﻮﺡ‪.‬‬
‫ﻭﳝﻜﻦ ﺇﺭﺟﺎﻉ ﺃﺳﺒﺎﺏ ﻇﻬﻮﺭ ﻫﺬﻩ ﺍﻟﻌﻮﺍﺋﻖ ﻭﺍﻟﻌﻘﺒﺎﺕ ﺍﻟﱵ ﺗﻌﺮﻗﻞ ﳒﺎﺡ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﺩﻋﻢ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﺑﺎﳌﺆﺳﺴﺔ‬
‫ﺇﱃ ﺍﻷﺳﺒﺎﺏ ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬
‫‪ -‬ﺗﻌﺪﺩ ﻣﺴﺘﻮﻳﺎﺕ ﺍﻟﺘﻨﻈﻴﻢ ﻭﺿﻴﻖ ﻧﻄﺎﻕ ﺍﻟﺘﻤﻜﻦ ﻟﻠﻤﺴﲑﻳﻦ ﻋﻠﻰ ﺍﳌﺮﺅﻭﺳﲔ‪ ،‬ﺫﻟﻚ ﺃﻥ ﺗﻌﺪﺩ ﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﰲ ﺍﻟﺘﻨﻈﻴﻢ‬
‫ﻳﺆﺩﻱ ﺇﱃ ﻛﺜﺮﺓ ﺍﻟﻔﻮﺍﺻﻞ ﺑﲔ ﻫﺬﻩ ﺍﳌﺴﺘﻮﻳﺎﺕ‪ ،‬ﻭﻛﺬﻟﻚ ﺑﲔ ﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻭﻗﻤﺔ ﺍﳍﺮﻡ ﺍﻟﺘﻨﻈﻴﻤﻲ‪ .‬ﻭﻳﺘﺮﺗﺐ ﻋﻠﻰ ﺫﻟﻚ‬
‫ﺻﻌﻮﺑﺔ ﺇﺣﻜﺎﻡ ﻋﻤﻠﻴﺔ ﺍﻟﺘﻮﺟﻴﻪ ﻭﺻﻌﻮﺑﺔ ﺍﺳﺘﺨﺪﺍﻡ ﺃﺩﻭﺍﺕ ﻭﻗﻨﻮﺍﺕ ﺍﻻﺗﺼﺎﻝ ﺍﳌﺨﺘﻠﻔﺔ‪ ،‬ﳑﺎ ﻳﺆﺩﻱ ﺇﱃ ﺇﻋﺎﻗﺔ ﻭﺻﻮﻝ ﺍﻟﺒﻴﺎﻧﺎﺕ‬
‫ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﺇﱃ ﻣﺮﺍﻛﺰ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺑﺎﻟﺸﻜﻞ ﺍﳌﻄﻠﻮﺏ ﻭﰲ ﺍﻟﻮﻗﺖ ﺍﳌﻨﺎﺳﺐ‪.‬‬
‫‪ -‬ﻋﺪﻡ ﻭﻓﺮﺓ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﻼﺯﻣﺔ ﻻﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ‪ ،‬ﻭﻫﻲ ﺗﻌﺪ ﺍﳌﺮﺣﻠﺔ ﺍﳋﺎﺻﺔ ﲜﻤﻊ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﻼﺯﻣﺔ ﻻﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ‪ ،‬ﻭﺃﻥ ﺳﻼﻣﺔ‬
‫ﻭﻓﻌﺎﻟﻴﺔ ﺍﻟﻘﺮﺍﺭ ﺍﻹﺩﺍﺭﻱ ﻳﺘﻮﻗﻒ ﺑﺎﻟﺪﺭﺟﺔ ﺍﻷﻭﱃ ﻋﻠﻰ ﺳﻼﻣﺔ ﻭﺩﻗﺔ ﻭﻛﻔﺎﺀﺓ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ ﺳﻴﺒﲎ ﻋﻠﻰ ﺃﺳﺎﺳﻬﺎ ﺍﻟﻘﺮﺍﺭ‪.‬‬
‫‪ -‬ﻋﺪﻡ ﺗﻮﻓﺮ ﺍﻟﻨﻮﻉ ﺍﳌﻄﻠﻮﺏ ﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﻟﺒﻴﺎﻧﺎﺕ‪ ،‬ﻭﻛﺜﺮﺓ ﺍﻟﻘﻮﺍﻋﺪ ﻭﺍﻟﺘﻌﻠﻴﻤﺎﺕ ﺍﻟﱵ ﺗﺼﺪﺭ ﻣﻦ ﺟﻬﺎﺕ ﳐﺘﻠﻔﺔ‪ ،‬ﻭﻛﺪﺍ‬
‫ﻃﻮﻝ ﺍﻟﻮﻗﺖ ﺍﻟﻼﺯﻡ ﳉﻤﻊ ﻫﺬﻩ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﻧﻘﺼﻬﺎ ﻻﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ‪ ،‬ﻭﻋﺪﻡ ﺩﻗﺘﻬﺎ ﺃﻭ ﺣﺪﺍﺛﺘﻬﺎ‪.‬‬
‫‪ -‬ﺗﻌﻘﺪ ﺍﻹﺟﺮﺍﺀﺍﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺍﻟﱵ ﺗﻮﺍﺟﻪ ﻣﺘﺨﺬﻱ ﺍﻟﻘﺮﺍﺭﺍﺕ‪ ،‬ﺫﻟﻚ ﺃﻥ ﺗﻌﻘﺪ ﺍﻹﺟﺮﺍﺀﺍﺕ ﻳﺆﺩﻱ ﺇﱃ ﻓﺮﺽ ﻗﻴﻮﺩ ﻋﻠﻰ ﻣﺘﺨﺬﻱ‬
‫ﺍﻟﻘﺮﺍﺭﺍﺕ‪ ،‬ﻭ ﻗﺪ ﻳﻘﻀﻲ ﰲ ﺃﺣﻴﺎﻥ ﻛﺜﲑﺓ ﻋﻠﻰ ﺭﻭﺡ ﺍﳌﺒﺎﺩﺭﺓ ﻭﺍﻻﺑﺘﻜﺎﺭ ﻟﺪﻳﻬﻢ ﻭﻛﻞ ﺫﻟﻚ ﻳﺆﺩﻱ ﺇﱃ ﻋﺪﻡ ﺻﻮﺍﺏ ﺍﻟﻘﺮﺍﺭﺍﺕ‬
‫ﺍﳌﺘﺨﺬﺓ ﺣﱴ ﺃﻧﻪ ﻗﻴﻞ ﲝﻖ ﺃﻥ ﺍﻟﺮﻭﺗﲔ ﻫﻮ ﺍﳌﻨﺎﻓﺲ ﺍﻟﻘﻮﻱ ﻟﻠﻘﺮﺍﺭ ﺍﻹﺩﺍﺭﻱ ﺍﻟﻮﺍﻋﻲ ‪.‬‬
‫ﻭﳑﺎ ﺳﺒﻖ‪ ،‬ﻓﺈﻥ ﺍﻟﻌﺼﺮ ﺍﻟﺬﻱ ﻧﻌﻴﺶ ﻓﻴﻪ ﻳﺘﺴﻢ ﺑﺎﻋﺘﻤﺎﺩﻩ ﺍﻟﻜﺒﲑ ﻋﻠﻰ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﺇﺫ ﺃﻥ ﺃﻱ ﻧﺸﺎﻁ ﻧﺎﺟﺢ ﻭﻣﺒﺪﻉ ﻻ ﳝﻜﻦ ﺃﻥ‬
‫ﻳﺘﺤﻘﻖ ﺇﻻ ﺇﺫﺍ ﺍﻋﺘﻤﺪ ﻋﻠﻰ ﻗﺪﺭ ﻛﺎﻑ ﻭﻣﻨﺎﺳﺐ ﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﻓﺒﻘﺪﺭ ﺗﻮﻓﺮ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﻨﺎﺳﺒﺔ ﰲ ﺍﻟﻮﻗﺖ ﺍﳌﻨﺎﺳﺐ ﻟﻠﻤﺴﺌﻮﻟﲔ‬
‫ﺑﻘﺪﺭ ﻣﺎ ﻳﻨﺘﺞ ﻋﻨﻪ ﺍﲣﺎﺫ ﻗﺮﺍﺭ ﻣﻨﺎﺳﺐ ﻭﺻﺎﺋﺐ‪ .‬ﺣﻴﺚ ﺃﺻﺒﺤﺖ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻣﻮﺭﺩﹰﺍ ﺃﺳﺎﺳﻴﹰﺎ ﻣﻦ ﺍﳌﻮﺍﺭﺩ ﺍﳌﺆﺛﺮﺓ ﰲ ﳕﻮ ﻭﺗﻄﻮﺭ‬
‫ﺍ‪‬ﺘﻤﻌﺎﺕ‪ ،‬ﻭﻗﺎﻋﺪﺓ ﺃﺳﺎﺳﻴﺔ ﻷﻱ ﺗﻘﺪﻡ ﺣﻀﺎﺭﻱ ﰲ ﳐﺘﻠﻒ ﺍ‪‬ﺎﻻﺕ ﰲ ﺃﻱ ﳎﺘﻤﻊ ﻣﻦ ﺍ‪‬ﺘﻤﻌﺎﺕ ﺍﳌﻌﺎﺻﺮﺓ‪ .‬ﻓﻨﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﰲ ﺍﻟﻌﺼﺮ ﺍﳊﺎﺿﺮ ﻣﻦ ﺃﻋﻈﻢ ﺍﻻﳒﺎﺯﺍﺕ ﺍﻟﱵ ﲢﻘﻘﺖ ﰲ ﳎﺎﻝ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ ﻭﻣﻔﺘﺎﺣﺎ ﻟﻠﻤﻨﺎﻓﺴﺔ ﺍﳊﻘﻴﻘﻴﺔ ﻭﺧﻠﻖ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬
‫ﻓﻌﺎﻟﺔ ﻟﻠﻤﻨﻈﻤﺔ ﺗﻀﻤﻦ ﺑﻘﺎﺀﻫﺎ ﻭﺍﺳﺘﻤﺮﺍﺭﻫﺎ‪.‬‬

‫‪141‬‬ ‫ﺍﻟﻌﺪﺩ ﺍﻟﺴﺎﺑﻊ‪ -‬ﻣﺎﺭﺱ ‪-2017‬‬

‫ﳎﻠﺔ ﺁﻓﺎﻕ ﻟﻠﻌﻠﻮﻡ‬ ‫ﺟﺎﻣﻌﺔ ﺍﳉﻠﻔﺔ‬

‫ﺧﺎﲤـﺔ‪:‬‬
‫ﻭﺑﻨﺎﺀ ﻋﻠﻰ ﻣﺎ ﺗﻘﺪﻡ‪ ،‬ﻭﺗﺄﺳﻴﺴﹰﺎ ﻋﻠﻰ ﺫﻟﻚ‪ ،‬ﳝﻜﻦ ﺍﻟﻘﻮﻝ ﺃﻥ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺃﺻﺒﺤﺖ ﰲ ﺍﳌﺆﺳﺴﺎﺕ ﺍﳊﺪﻳﺜﺔ ﻣﻮﺭﺩﺍ ﺍﻗﺘﺼﺎﺩﻳﺎ‬
‫ﻭﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎ ﳜﻠﻖ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺣﻴﺚ ﺗﻌﺘﱪ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻫﻲ ﺍﳌﺎﺩﺓ ﺍﻷﻭﻟﻴﺔ ﻟﻠﻮﻇﻴﻔﺔ ﺍﻹﺩﺍﺭﻳﺔ ﺍﳌﺘﻤﺜﻠﺔ ﺃﺳﺎﺳﺎ ﰲ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ‬
‫ﻭﻧﺘﻴﺠﺔ ﺍﺭﺗﻔﺎﻉ ﺍﻟﻄﻠﺐ ﻋﻠﻰ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻣﻦ ﺣﻴﺚ ﻛﻤﻴﺘﻬﺎ ﻭﻧﻮﻋﻴﺎ‪‬ﺎ ﺍﻗﺘﻀﻰ ﺑﺎﻟﻀﺮﻭﺭﺓ ﻭﺟﻮﺩ ﻧﻈﺎﻡ ﻣﻌﻠﻮﻣﺎﺕ ﻳﺴﻤﺢ ﲟﻌﺎﳉﺔ‬
‫ﻭﲣﺰﻳﻦ ﻭﺇﻳﺼﺎﻝ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﻓﺘﻮﻓﺮ ﻧﻈﺎﻡ ﻣﻌﻠﻮﻣﺎﺕ ﺩﻭﻥ ﻣﺮﺍﻋﺎﺓ ﺇﻧﺘﺎﺟﻪ ﳌﻌﻠﻮﻣﺎﺕ ﺩﻗﻴﻘﺔ ﻭﻧﺎﻓﻌﺔ ﰲ ﺍﻟﻮﻗﺖ ﺍﳌﻨﺎﺳﺐ ﺳﻮﻑ‬
‫ﻳﻜﻮﻥ ﻋﺐﺀ ﻭﺗﻜﻠﻔﺔ ﺇﺿﺎﻓﻴﺔ ﻭﻟﻦ ﻳﻜﻮﻥ ﲟﺜﺎﺑﺔ ﺍﶈﺮﻙ ﻟﻨﻤﻮ ﺍﳌﺆﺳﺴﺔ ﻭﺿﻤﺎﻥ ﺑﻘﺎﺋﻬﺎ ﺇﻻ ﺇﺫﺍ ﺍﻛﺘﺴﻰ ﻃﺎﺑﻊ ﺍﻟﻔﻌﺎﻟﻴﺔ ﻭﺗﺄﻗﻠﻤﻪ ﻣﻊ‬
‫ﺍﶈﻴﻂ ﺍﻟﱵ ﺗﺘﻮﺍﺟﺪ ﺑﻪ ﺍﳌﺆﺳﺴﺔ‪ .‬ﻛﻤﺎ ﺃﻥ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﻏﲑ ﺍﻟﻔﻌﺎﻟﺔ ﺗﻘﻀﻲ ﺑﺰﻭﺍﻝ ﺍﳌﺆﺳﺴﺔ ﻻ ﳏﺎﻝ‪ ،‬ﻭﻫﺬﺍ ﻣﺎ ﻳﻔﺮﺽ‬
‫ﻋﻠﻰ ﺍﳌﺆﺳﺴﺔ ﺃﻥ ﲡﻌﻞ ﻧﻈﺎﻡ ﻣﻌﻠﻮﻣﺎ‪‬ﺎ ﺃﻛﺜﺮ ﻛﻔﺎﺀﺓ ﺃﻱ ﺃﻥ ﳐﺮﺟﺎﺕ ﺍﻟﻨﻈﺎﻡ ﺗﻜﻮﻥ ﺃﻛﺜﺮ ﻣﻦ ﻣﺪﺧﻼﺗﻪ ﻭﻫﺬﺍ ﻧﻈﺮﺍ ﻟﻠﺘﻜﺎﻟﻴﻒ‬
‫ﺍﻟﻨﺎﲡﺔ ﻋﻨﻪ ﻭﺍﳌﻨﻔﻌﺔ ﺍﳌﻨﺘﻈﺮﺓ ﻣﻨﻪ‪.‬‬
‫ﺍﳍﻮﺍﻣﺶ‪:‬‬
‫)‪ (1‬ﳏﻤﺪ ﻋﺒﺪ ﺍﻟﻔﺘﺎﺡ ﺍﻟﺼﲑﰲ‪ :‬ﻣﻔﺎﻫﻴﻢ ﺇﺩﺍﺭﻳﺔ ﺣﺪﻳﺜﺔ‪ ،‬ﺍﻟﺪﺍﺭ ﺍﻟﻌﻠﻤﻴﺔ ﺍﻟﺪﻭﻟﻴﺔ ﻭﺩﺍﺭ ﺍﻟﺜﻘﺎﻓﺔ‪ ،‬ﻋﻤﺎﻥ‪ ،‬ﻁ‪ ،2003 ،1‬ﺹ‪.60‬‬
‫)‪ (2‬ﺳﻼﻣﺔ ﻋﺒﺪ ﺍﻟﻌﻈﻴﻢ ﺣﺴﲔ‪ :‬ﺍﳌﺸﺎﺭﻛﺔ ﺍ‪‬ﺘﻤﻌﻴﺔ ﻭﺻﻨﻊ ﺍﻟﻘﺮﺍﺭ ﺍﻟﺘﺮﺑﻮﻱ‪ ،‬ﺩﺍﺭ ﺍﳉﺎﻣﻌﺔ ﺍﳉﺪﻳﺪﺓ‪ ،‬ﺍﻹﺳﻜﻨﺪﺭﻳﺔ‪،2007 ،‬‬
‫ﺹ‪.12‬‬
‫)‪ (3‬ﺭﲝﻲ ﻣﺼﻄﻔﻰ ﻋﻠﻴﺎﻥ‪ :‬ﺃﺳﺲ ﺍﻹﺩﺍﺭﺓ ﺍﳌﻌﺎﺻﺮﺓ‪ ،‬ﺩﺍﺭ ﺻﻔﺎﺀ‪ ،‬ﻋﻤﺎﻥ‪ ،‬ﻁ‪ ،2007 ،1‬ﺹ‪.69‬‬
‫)‪ (4‬ﻋﻠﻲ ﻋﻴﺎﺻﺮﺓ ﻭﻫﺸﺎﻡ ﻋﺪﻧﺎﻥ ﻣﻮﺳﻰ ﺣﺠﺎﺯﻱ‪ :‬ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻹﺩﺍﺭﻳﺔ ﰲ ﺍﻹﺩﺍﺭﺓ ﺍﻟﺘﺮﺑﻮﻳﺔ‪ ،‬ﺩﺍﺭ ﺍﳊﺎﻣﺪ‪ ،‬ﻋﻤﺎﻥ‪ ،‬ﻁ‪،1‬‬
‫‪ ،2006‬ﺹ‪.24‬‬
‫)‪ (5‬ﺭﲝﻲ ﻣﺼﻄﻔﻰ ﻋﻠﻴﺎﻥ‪ :‬ﻣﺮﺟﻊ ﺳﺎﺑﻖ‪ ،‬ﺹ‪.‬ﺹ‪74.73‬‬
‫)‪ (6‬ﺭﲝﻲ ﻣﺼﻄﻔﻰ ﻋﻠﻴﺎﻥ‪ :‬ﻣﺮﺟﻊ ﺳﺎﺑﻖ‪ ،‬ﺹ‪.75‬‬
‫)‪ (7‬ﻋﻠﻲ ﺍﳊﺴﲔ‪ :‬ﻧﻈﺮﻳﺔ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﺩﺍﺭ ﺯﻫﺮﺍﻥ‪ ،‬ﻋﻤﺎﻥ‪ ،2008 ،‬ﺹ‪.‬ﺹ‪24.23‬‬
‫)‪ (8‬ﺭﲝﻲ ﻣﺼﻄﻔﻰ ﻋﻠﻴﺎﻥ‪ :‬ﻣﺮﺟﻊ ﺳﺎﺑﻖ‪ ،‬ﺹ‪.‬ﺹ‪77.76‬‬
‫)‪ (9‬ﺍﳌﺮﺟﻊ ﻧﻔﺴﻪ‪ ،‬ﺹ‪.79‬‬
‫)‪ (10‬ﺳﻼﻣﺔ ﻋﺒﺪ ﺍﻟﻌﻈﻴﻢ ﺣﺴﲔ‪ :‬ﻣﺮﺟﻊ ﺳﺎﺑﻖ‪ ،‬ﺹ‪.‬ﺹ‪53.52‬‬
‫)‪ (11‬ﳏﻤﺪ ﺃﲪﺪ ﺣﺴﺎﻥ‪ :‬ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﺍﻟﺪﺍﺭ ﺍﳉﺎﻣﻌﻴﺔ‪ ،‬ﺍﻹﺳﻜﻨﺪﺭﻳﺔ‪ ،2009 ،‬ﺹ‪.50‬‬
‫)‪ (12‬ﳏﻤﺪ ﺩﺑﺎﺱ ﺍﳊﻤﻴﺪ ﻭﻣﺎﺭﻛﻮ ﺇﺑﺮﺍﻫﻴﻢ ﻧﻴﻨﻮ‪ :‬ﲪﺎﻳﺔ ﺃﻧﻈﻤﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﺩﺍﺭ ﺍﳊﺎﻣﺪ‪ ،‬ﻋﻤﺎﻥ‪ ،‬ﻁ‪ ،2007 ،1‬ﺹ‪.15‬‬
‫)‪ (13‬ﳏﻤﺪ ﺃﲪﺪ ﺣﺴﺎﻥ‪ :‬ﻣﺮﺟﻊ ﺳﺎﺑﻖ‪ ،‬ﺹ‪.51‬‬
‫)‪ (14‬ﳏﻤﺪ ﺩﺑﺎﺱ ﺍﳊﻤﻴﺪ ﻭﻣﺎﺭﻛﻮ ﺇﺑﺮﺍﻫﻴﻢ ﻧﻴﻨﻮ‪ :‬ﺍﳌﺮﺟﻊ ﻧﻔﺴﻪ‪ ،‬ﺹ‪.‬ﺹ‪16.15‬‬
‫)‪ (15‬ﳏﻤﺪ ﺃﲪﺪ ﺣﺴﺎﻥ‪ :‬ﺍﳌﺮﺟﻊ ﻧﻔﺴﻪ‪ ،‬ﺹ‪.112‬‬
‫)‪ (16‬ﳏﻤﺪ ﺩﺑﺎﺱ ﺍﳊﻤﻴﺪ ﻭﻣﺎﺭﻛﻮ ﺇﺑﺮﺍﻫﻴﻢ ﻧﻴﻨﻮ‪ :‬ﻣﺮﺟﻊ ﺳﺎﺑﻖ‪ ،‬ﺹ‪.‬ﺹ‪18.17‬‬
‫)‪ (17‬ﳏﻤﺪ ﳏﻤﺪ ﺍﳍﺎﺩﻱ‪ :‬ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﺘﻌﻠﻴﻤﻴﺔ ﺍﻟﻮﺍﻗﻊ ﻭﺍﳌﺄﻣﻮﻝ‪ ،‬ﺍﻟﺪﺍﺭ ﺍﳌﺼﺮﻳﺔ ﺍﻟﻠﺒﻨﺎﻧﻴﺔ‪ ،‬ﻁ‪ ،2008 ،1‬ﺹ‪.49‬‬
‫)‪ (18‬ﺍﳌﺮﺟﻊ ﻧﻔﺴﻪ‪ ،‬ﺹ‪.58‬‬
‫)‪ (19‬ﺍﳌﺮﺟﻊ ﻧﻔﺴﻪ‪ ،‬ﺹ‪.‬ﺹ‪68.67‬‬
‫)‪ (20‬ﳏﻤﺪ ﺩﺑﺎﺱ ﺍﳊﻤﻴﺪ ﻭﻣﺎﺭﻛﻮ ﺇﺑﺮﺍﻫﻴﻢ ﻧﻴﻨﻮ‪ :‬ﻣﺮﺟﻊ ﺳﺎﺑﻖ‪ ،‬ﺹ‪.18‬‬

‫‪142‬‬ ‫ﺍﻟﻌﺪﺩ ﺍﻟﺴﺎﺑﻊ‪ -‬ﻣﺎﺭﺱ ‪-2017‬‬

‫ﳎﻠﺔ ﺁﻓﺎﻕ ﻟﻠﻌﻠﻮﻡ‬ ‫ﺟﺎﻣﻌﺔ ﺍﳉﻠﻔﺔ‬

‫)‪ (21‬ﳏﻤﺪ ﳏﻤﺪ ﺍﳍﺎﺩﻱ‪ :‬ﻣﺮﺟﻊ ﺳﺎﺑﻖ‪ ،‬ﺹ‪.‬ﺹ‪46.45‬‬

‫)‪ (22‬ﳏﻤﺪ ﺃﲪﺪ ﺣﺴﺎﻥ‪ :‬ﻣﺮﺟﻊ ﺳﺎﺑﻖ‪ ،‬ﺹ‪.‬ﺹ‪17.16‬‬
‫)‪ (23‬ﳏﻤﺪ ﺩﺑﺎﺱ ﺍﳊﻤﻴﺪ ﻭﻣﺎﺭﻛﻮ ﺇﺑﺮﺍﻫﻴﻢ ﻧﻴﻨﻮ‪ :‬ﻣﺮﺟﻊ ﺳﺎﺑﻖ‪ ،‬ﺹ‪.20‬‬
‫)‪ (24‬ﳏﻤﺪ ﺃﲪﺪ ﺣﺴﺎﻥ‪ :‬ﻣﺮﺟﻊ ﺳﺎﺑﻖ‪ ،‬ﺹ‪.‬ﺹ‪18.17‬‬
‫)‪ (25‬ﺍﳌﺮﺟﻊ ﻧﻔﺴﻪ‪ ،‬ﺹ‪-‬ﺹ‪189-187‬‬
‫)‪ (26‬ﻏﺴﺎﻥ ﻋﻴﺴﻰ ﺍﻟﻌﻤﺮﻱ ﻭﺳﻠﻮﻯ ﺃﻣﲔ ﺍﻟﺴﺎﻣﺮﺍﺋﻲ‪ :‬ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻣﺪﺧﻞ ﺍﺳﺘﺮﺍﺗﻴﺠﻲ ﻣﻌﺎﺻﺮ‪ ،‬ﺩﺍﺭ‬
‫ﺍﳌﺴﲑﺓ‪ ،‬ﻋﻤﺎﻥ‪ ،‬ﻁ‪ ،2008 ،1‬ﺹ‪.126‬‬
‫)‪ (27‬ﺍﳌﺮﺟﻊ ﻧﻔﺴﻪ‪ ،‬ﺹ‪.88‬‬
‫)‪ (28‬ﳏﻤﺪ ﺃﲪﺪ ﺣﺴﺎﻥ‪ :‬ﻣﺮﺟﻊ ﺳﺎﺑﻖ‪ ،‬ﺹ‪.192‬‬
‫)‪ (29‬ﻋﺎﺩﻝ ﺛﺎﺑﺖ‪ :‬ﺳﻴﻜﻮﻟﻮﺟﻴﺔ ﺍﻹﺩﺍﺭﺓ ﺍﳌﻌﺎﺻﺮﺓ‪ ،‬ﺩﺍﺭ ﺃﺳﺎﻣﺔ‪ ،‬ﻋﻤﺎﻥ‪ ،‬ﻁ‪ ،2008 ،1‬ﺹ‪.203‬‬
‫)‪ (30‬ﻋﻠﻲ ﺧﻠﻒ ﺣﺠﺎﺣﺠﺔ‪ :‬ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﺩﺍﺭ ﻗﻨﺪﻳﻞ‪ ،‬ﻋﻤﺎﻥ‪ ،‬ﻁ‪ ،2010 ،1‬ﺹ‪.248‬‬
‫)‪ (31‬ﺍﳌﺮﺟﻊ ﻧﻔﺴﻪ‪ ،‬ﺹ‪.249‬‬

‫‪143‬‬ ‫ﺍﻟﻌﺪﺩ ﺍﻟﺴﺎﺑﻊ‪ -‬ﻣﺎﺭﺱ ‪-2017‬‬