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‫ﻣﺴﺎﻫﻤﺔ اﻹدارة اﻹﻟﻜﺘﺮوﻧﻴﺔ ﻓﻲ ﺗﻄﻮﻳﺮ اﻟﻌﻤﻞ اﻹداري ﺑﻤﺆﺳﺴﺎت اﻟﺘﻌﻠﻴﻢ اﻟﻌﺎﻟﻲ‬

Article · December 2011

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Mohamed Grichi
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‫________________________________________________________________________________________________________________________________________ ﳎﻠﺔ ﺍﻟﺒﺎﺣﺚ ‪ -‬ﻋﺪﺩ ‪2011 / 09‬‬

‫ﻣﺴﺎﳘﺔ ﺍﻹﺩﺍﺭﺓ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ﰲ ﺗﻄﻮﻳﺮ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ ﲟﺆﺳﺴﺎﺕ ﺍﻟﺘﻌﻠﻴﻢ ﺍﻟﻌﺎﱄ‬

‫)ﺩﺭﺍﺳﺔ ﺣﺎﻟﺔ ﻛﻠﻴﺔ ﺍﻟﻌﻠﻮﻡ ﻭﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﲜﺎﻣﻌﺔ ‪ -‬ﺑﺴﻜﺮﺓ ‪ -‬ﺍﳉﺰﺍﺋﺮ(‬
‫ﺩ‪.‬ﻣﻮﺳﻲ ﻋﺒﺪ ﺍﻟﻨﺎﺻﺮ‪ ،‬ﺃﺳﺘﺎﺫ ﳏﺎﺿﺮ ‪ -‬ﺃ ‪ -‬ﺟﺎﻣﻌﺔ ﺑﺴﻜﺮﺓ – ﺍﳉﺰﺍﺋﺮ‬
‫‪[email protected]‬‬
‫‪ -‬ﳏﻤﺪ ﻗﺮﻳﺸﻲ‪ ،‬ﺃﺳﺘﺎﺫ ﻣﺴﺎﻋﺪ ‪ -‬ﺃ ‪ -‬ﺟﺎﻣﻌﺔ ﺑﺴﻜﺮﺓ – ﺍﳉﺰﺍﺋﺮ‬
‫‪[email protected]‬‬

‫ﻣﻠﺨﺺ ‪ :‬ﻟ‪‬ﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳊﺪﻳﺜﺔ ﺩﻭﺭﺍ ﺭﺋﻴﺴﻴﺎ ﰲ ﺇﺣﺪﺍﺙ ﺍﻟﺘﺤﻮﻻﺕ ﺍﳌﺨﺘﻠﻔﺔ ﰲ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ‪ ،‬ﺣﻴﺚ ﺳﺎﳘﺖ ﰲ ﺗﻄﻮﻳﺮ ﺍﻟﻜﺜﲑ ﻣﻦ ﻣﺮﺍﺣﻞ ﺍﻟﻌﻤﻞ‬
‫ﺍﻹﺩﺍﺭﻱ ﻭﺗﻄﻮﻳﺮ ﺃﺳﺎﻟﻴﺒﻪ ﻭﺗﻮﻓﲑ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﺍﻟﻮﻗﺖ ﺍﳌﻨﺎﺳﺐ ﻭﺑﺄﻗﻞ ﻭﺗﻜﻠﻔﺔ‪ ،‬ﺇ‪‬ﺎ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﳌﺰﺍﻳﺎ ﺍﻟﱵ ﲤﻨﺤﻬﺎ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳊﺪﻳﺜﺔ ﻟﻠﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ ﻣﻦ‬
‫ﺧﻼﻝ ﺗﻄﺒﻴﻖ ﺍﻹﺩﺍﺭﺓ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ﺻﺒﻐﺔ ﺍﳉﻮﺩﺓ ﻋﻠﻰ ﺃﻋﻤﺎﻝ ﻭﻧﺸﺎﻃﺎﺕ ﺍﳌﺆﺳﺴﺔ ﺍﳌﺨﺘﻠﻔﺔ‪ ،‬ﺍﻷﻣﺮ ﺍﻟﺬﻱ ﺑﺪﻭﺭﻩ ﳝﻜﻨﻬﺎ ﻣﻦ ﲢﺴﲔ ﺃﺩﺍﺋﻬﺎ ﻭﲢﻘﻴﻖ ﺍﳉﻮﺩﺓ ﺑﺸﻜﻞ‬
‫ﺃﻓﻀﻞ‪ .‬ﻭﰲ ﻫﺬﺍ ﺍﳌﻘﺎﻝ ‪‬ﺪﻑ ﺇﱃ ﺍﻟﺘﻌﺮﻑ ﻋﻠﻰ ﻣﺪﻯ ﻣﺴﺎﳘﺔ ﺍﻹﺩﺍﺭﺓ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ﰲ ﺗﻄﻮﻳﺮ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ ﲟﺆﺳﺴﺎﺕ ﺍﻟﺘﻌﻠﻴﻢ ﺍﻟﻌﺎﱄ ﰲ ﺍﳉﺰﺍﺋﺮ‪ .‬ﻭﻟﺘﺤﻘﻴﻖ ﺫﻟﻚ‬
‫ﺻﻴﻐﺖ ﺃﺭﺑﻊ ﻓﺮﺿﻴﺎﺕ‪ ،‬ﺍﺧﺘﱪﺕ ﺑﻮﺍﺳﻄﺔ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﻷﺳﺎﻟﻴﺐ ﺍﻹﺣﺼﺎﺋﻴﺔ‪ ،‬ﻭﺍﺳﺘﺨﺪﻣﺖ ﺍﻻﺳﺘﺒﺎﻧﺔ ﻛﺄﺩﺍﺓ ﺭﺋﻴﺴﺔ ﳉﻤﻊ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﻣﻦ ﻋﻴﻨﺔ ﺍﻟﺪﺭﺍﺳﺔ‪.‬‬
‫ﺍﻟﻨﺘﺎﺋﺞ ﺍﳌﺘﺤﺼﻞ ﻋﻠﻴﻬﺎ ﺗﺸﲑ ﺇﱃ ﻭﺟﻮﺩ ﻋﻼﻗﺎﺕ ﺍﺭﺗﺒﺎﻁ ﺩﺍﻟﺔ ﻭﻣﻮﺟﺒﺔ ﺑﲔ ﺃﺑﻌﺎﺩ ﺍﻹﺩﺍﺭﺓ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ﺑﺸﻜﻞ ﻣﻨﻔﺮﺩ‪ ،‬ﻣﻊ ﺃﺑﻌﺎﺩ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ ﳎﺘﻤﻌﺔ‪.‬‬
‫ﺍﻟﻜﻠﻤﺎﺕ ﺍﻟﺪﺍﻟﺔ ‪ :‬ﺍﻹﺩﺍﺭﺓ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ‪ ،‬ﺍﻷﺟﻬﺰﺓ ﻭﺍﳌﻌﺪﺍﺕ‪ ،‬ﺷﺒﻜﺔ ﺍﻻﺗﺼﺎﻻﺕ‪ ،‬ﺻﻨﺎﻉ ﺍﳌﻌﺮﻓﺔ‪ ،‬ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ‪ ،‬ﺟﺎﻣﻌﺔ ﺑﺴﻜﺮﺓ‪.‬‬

‫ﲤﻬﻴﺪ ‪ :‬ﻳﻮﺍﺟﻪ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ ﲢﺪﻳﺎﺕ ﻭﺗﻐﲑﺍﺕ ﺳﺮﻳﻌﺔ ﻭﻣﺘﻌﺪﺩﺓ ﻭﻋﻠﻰ ﺭﺃﺳﻬﺎ ﺍﻟﺘﻐﲑﺍﺕ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺔ ﺍﻟﱵ ﺃﺗﺎﺣﺘﻬﺎ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﲟﻜﻮﻧﺎ‪‬ﺎ ﺍﳌﺨﺘﻠﻔﺔ‪ ،‬ﻭﺧﺎﺻﺔ ﺍﻹﻧﺘﺮﻧﺖ‪ ،‬ﺍﻹﻧﺘﺮﺍﻧﺖ ﻭﺍﻹﻛﺴﺘﺮﺍﻧﺖ‪ ،‬ﺗﺰﺍﻳﺪ ﺍﺳﺘﺨﺪﺍﻡ ﺍﳊﺎﺳﺐ ﺍﻵﱄ‪ ،‬ﺛﻮﺭﺓ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﻭﺍﻟﺘﻄـﻮﺭ ﰲ ﺍﻟﻔﻜـﺮ‬
‫ﺍﻹﺩﺍﺭﻱ‪ .‬ﻓﻘﺪ ﻏﺰﺕ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﳐﺘﻠﻒ ﺟﻮﺍﻧﺐ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ ﰲ ﲨﻴﻊ ﺍﳌﺆﺳﺴﺎﺕ؛ ﺇﺫ ﻻ ﳒﺪ ﻣﺆﺳﺴﺔ ﲣﻠﻮ ﻣـﻦ ﻗﻮﺍﻋـﺪ‬
‫ﺑﻴﺎﻧﺎﺕ ﻟﻮﻇﺎﺋﻒ ﺇﺩﺍﺭﻳﺔ ﳐﺘﻠﻔﺔ‪ ،‬ﻭﺃﺻﺒﺤﺖ ﻗﻮﺍﻋﺪ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻣﻦ ﺿﺮﻭﺭﻳﺎﺕ ﺍﳌﺆﺳﺴﺔ ﺍﻟﻌﺼﺮﻳﺔ ﻭﺑﺪﻭ‪‬ﺎ ﻻ ﺗﺴﺘﻄﻴﻊ ﺍﳌﺆﺳﺴﺔ ﺍﻻﺳـﺘﻤﺮﺍﺭ ﰲ‬
‫ﺍﻟﻌﻤﻞ‪ ،‬ﻟﺬﺍ ﺃﺻﺒﺢ ﺍﻟﺘﻐﻴﲑ ﺍﻹﺩﺍﺭﻱ ﻣﻦ ﺃﻫﻢ ﲰﺎﺕ ﺍﻟﻮﻗﺖ ﺍﳊﺎﺿﺮ ﻭﺍﻟﺬﻱ ﻳﻨﺒﻐﻲ ﺍﻟﺘﻌﺎﻣﻞ ﻣﻌﻪ ﻭﺗﻮﻇﻴﻔﻪ ﺑﻜﻔﺎﺀﺓ ﻋﺎﻟﻴﺔ ﻷﻧﻪ ﺃﺻﺒﺢ ﺿـﺮﻭﺭﺓ‬
‫ﺣﺘﻤﻴﺔ‪ .‬ﻭﻗﺪ ﻛﺎﻥ ﺫﻟﻚ ﲟﺜﺎﺑﺔ ﺗﻨﺒﻴﻪ ﳌﺴﲑﻱ ﺍﳌﺆﺳﺴﺎﺕ ﺑﺄﳘﻴﺔ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻤﺴﺘﺠﺪﺍﺕ ﻣﻦ ﺣﻮﳍﻢ ﺣﱴ ﻳﺴﺘﻄﻴﻊ ﺍﳌﺴﲑ ﺃﻥ ﻳﻔﻬﻢ ﺑﻴﺌﺔ ﺍﻟﺘﻐﻴﲑ‬
‫ﻭﻣﻦ ﲦﺔ ﺣﺴﻦ ﺇﺩﺍﺭ‪‬ﺎ ﻭﺍﻟﺘﻌﺎﻣﻞ ﻣﻌﻬﺎ ﺑﺎﳚﺎﺑﻴﺔ‪ ،‬ﻭﻧﺘﻴﺠﺔ ﳍﺬﺍ ﺍﻟﺘﻐﻴﲑ ﻓﻘﺪ ﺍﻧﺘﻘﻞ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ ﻣﺴﺘﻔﻴﺪﺍ ﻣﻦ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳـﺔ‬
‫ﻣﻦ ﺍﻷﺳﺎﻟﻴﺐ ﺍﻟﺘﻘﻠﻴﺪﻳﺔ ﺍﻟﱵ ﺗﻌﺘﻤﺪ ﻋﻠﻰ ﺍﳌﻌﺎﻣﻼﺕ ﺍﻟﻮﺭﻗﻴﺔ ﻭﺍﻹﺟـﺮﺍﺀﺍﺕ ﺍﻟﺮﻭﺗﻴﻨﻴـﺔ ﺇﱃ ﺍﻷﺳـﺎﻟﻴﺐ ﺍﻹﻟﻜﺘﺮﻭﻧﻴـﺔ ﰲ ﺍﻹﺩﺍﺭﺓ‪ .‬ﻭﺍﻹﺩﺍﺭﺓ‬
‫ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ﻫﻨﺎ ﲤﺜﻞ ﻧﻮﻋﺎ ﻣﻦ ﺍﻻﺳﺘﺠﺎﺑﺔ ﺍﻟﻘﻮﻳﺔ ﻟﺘﺤﺪﻳﺎﺕ ﻋﺎﱂ ﺍﻟﻘﺮﻥ ﺍﻟﻮﺍﺣﺪ ﻭﺍﻟﻌﺸﺮﻳﻦ ﺍﻟﱵ ﲣﺘﺼﺮ ﺍﻟﻌﻮﳌﺔ ﻭﺍﻟﻔﻀﺎﺀ ﺍﻟﺮﻗﻤـﻲ ﻭﺍﳌﻌﺮﻓـﺔ‬
‫ﻭﺛﻮﺭﺓ ﺍﻹﻧﺘﺮﻧﺖ ﻛﻞ ﻣﺘﻐﲑﺍﺗﻪ ﻭﺣﺮﻛﺔ ﺍﲡﺎﻫﺎﺗﻪ‪ .‬ﻫﺬﻩ ﺍﻹﺩﺍﺭﺓ ﺍﻟﱵ ﺗﻌﻮﺩ ﻓﻜﺮ‪‬ﺎ ﺇﱃ ﺳﻨﺔ ‪ 1973‬ﰲ ﺍﻟﻮﻻﻳﺎﺕ ﺍﳌﺘﺤﺪﺓ ﰒ ﺑـﺪﺃﺕ ﺗﻨﻤـﻮ‬
‫ﻭﺗﺘﻄﻮﺭ ﻻ ﺳﻴﻤﺎ ﺑﻌﺪ ﺍﺳﺘﺨﺪﺍﻡ ﺷﺒﻜﺔ ﺍﻹﻧﺘﺮﻧﺖ ﺣﱴ ﺃﺻﺒﺢ ﺍﻵﻥ ﺍﻟﻜﺜﲑ ﻣﻦ ﺍﳌﺆﺳﺴﺎﺕ ﺑﻞ ﻭﺍﻟﺪﻭﻝ ﺗﺪﻳﺮ ﺃﻧﺸﻄﺘﻬﺎ ﺍﳌﺘﻨﻮﻋﺔ ﺩﻭﻥ ﺍﳊﺎﺟـﺔ‬
‫ﺇﱃ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻷﺳﺎﻟﻴﺐ ﺍﻟﺮﻭﺗﻴﻨﻴﺔ ﺍﳌﺨﺘﻠﻔﺔ‪.‬‬
‫ﻓﺎﳊﺎﺟﺔ ﺇﱃ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﻮﺭﻕ ﺗﻨﺎﻗﺼﺖ ﻧﻮﻋﺎ ﻣﺎ‪ ،‬ﻭﺃﺻﺒﺢ ﺍﳌﺴﲑ ﳝﺎﺭﺱ ﺃﻧﺸﻄﺘﻪ ﰲ ﺃﻱ ﻭﻗﺖ ﻭﰲ ﺃﻱ ﻣﻜﺎﻥ ﻭﺑﻜﻔﺎﺀﺓ ﻋﺎﻟﻴﺔ ﳑﺎ ﻛﺎﻥ ﰲ‬
‫ﺍﻟﺴﺎﺑﻖ‪ .‬ﻭﻋﻠﻴﻪ ﻓﺎﻹﺩﺍﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﻫﻲ ﺍﳌﺪﺭﺳﺔ ﺍﻷﺣﺪﺙ ﰲ ﺍﻹﺩﺍﺭﺓ‪ ،‬ﺗﻘﻮﻡ ﻋﻠﻰ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻹﻧﺘﺮﻧﺖ ﻭﺷﺒﻜﺎﺕ ﺍﻷﻋﻤﺎﻝ ﰲ ﺍﳒﺎﺯ ﺍﻟﻌﻤﻞ‬
‫ﺍﻹﺩﺍﺭﻱ ﻣﻦ ﲣﻄﻴﻂ‪ ،‬ﺗﻨﻈﻴﻢ‪ ،‬ﺗﻮﺟﻴﻪ‪ ،‬ﻭﺭﻗﺎﺑﺔ ﺍﻟﻜﺘﺮﻭﻧﻴﺎ‪ .‬ﻭﺳﻨﺤﺎﻭﻝ ﰲ ﻫﺬﺍ ﺍﳌﻘﺎﻝ ﲢﻠﻴﻞ ﺍﻟﻌﻼﻗﺔ ﺑﲔ ﺍﳌﺘﻐﲑﻳﻦ ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ‪.‬‬

‫‪ -1‬ﺍﻹﻃﺎﺭ ﺍﻟﻌﺎﻡ ﻟﻠﺒﺤﺚ ﻭﺇﺟﺮﺍﺀﺍﺗﻪ‬

‫‪ .1-1‬ﺇﺷﻜﺎﻟﻴﺔ ﺍﻟﺒﺤﺚ ‪ :‬ﺃﺧﺬ ﻣﻮﺿﻮﻋﺎ "ﺍﻹﺩﺍﺭﺓ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ" ﻭ "ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ" ﻳﺴﺘﺤﻮﺫﺍﻥ ﻋﻠﻰ ﺍﻫﺘﻤﺎﻡ ﳐﺘﻠﻒ ﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‬
‫ﰲ ﺍﳌﺆﺳﺴﺎﺕ ﻭﺍﻟﺪﻭﻝ‪ ،‬ﻭﺫﻟﻚ ﻷﳘﻴﺘﻬﻤﺎ ﰲ ﺗﻄﻮﻳﺮ ﺗﻠﻚ ﺍﳌﺆﺳﺴﺎﺕ‪ .‬ﻭﻣﻦ ﻫﻨﺎ ﺟﺎﺀﺕ ﺇﺷﻜﺎﻟﻴﺔ ﲝﺜﻨﺎ ﻫﺬﺍ ﻋﻠﻰ ﺍﻟﻨﺤﻮ ﺍﻟﺘﺎﱄ ‪:‬‬
‫ﻣﺎ ﻣﺪﻯ ﻣﺴﺎﳘﺔ ﺍﻹﺩﺍﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﰲ ﺗﻄﻮﻳﺮ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ ﲟﺆﺳﺴﺎﺕ ﺍﻟﺘﻌﻠﻴﻢ ﺍﻟﻌﺎﱄ ﺍﳉﺰﺍﺋﺮﻳﺔ ؟‬
‫ﻭ ﳝﻜﻦ ﺍﻟﺘﻌﺮﻑ ﻋﻠﻰ ﻣﻀﺎﻣﲔ ﻫﺬﻩ ﺍﻹﺷﻜﺎﻟﻴﺔ ﻣﻦ ﺧﻼﻝ ﻃﺮﺡ ﺍﻟﺘﺴﺎﺅﻻﺕ ﺍﻵﺗﻴﺔ ‪:‬‬

‫‪ −‬ﻫﻞ ﻫﻨﺎﻙ ﺗﺼﻮﺭ ﻭﺍﺿﺢ ﻋﻦ ﺍﻹﺩﺍﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﻟﺪﻯ ﺇﺩﺍﺭﺓ ﺍﻟﻜﻠﻴﺔ ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ ؟‬
‫‪ −‬ﻛﻴﻒ ﺗﺴﺎﻫﻢ ﺍﻹﺩﺍﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﰲ ﺗﻄﻮﻳﺮ ﻋﻤﻠﻴﺎﺕ ﺍﻟﺘﺨﻄﻴﻂ‪ ،‬ﺍﻟﺘﻨﻈﻴﻢ‪ ،‬ﺍﻟﺘﻮﺟﻴﻪ‪ ،‬ﺍﻟﺮﻗﺎﺑﺔ‪ ،‬ﻭﰲ ﻋﻤﻠﻴﺔ ﺍﻟﺮﻗﺎﺑﺔ ؟‬

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‫ﺍﳉﺰﺍﺋﺮ(‬ ‫ﻣﺴﺎﳘﺔ ﺍﻹﺩﺍﺭﺓ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ﰲ ﺗﻄﻮﻳﺮ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ ﲟﺆﺳﺴﺎﺕ ﺍﻟﺘﻌﻠﻴﻢ ﺍﻟﻌﺎﱄ )ﺩﺭﺍﺳﺔ ﺣﺎﻟﺔ ﻛﻠﻴﺔ ﺍﻟﻌﻠﻮﻡ ﻭﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﲜﺎﻣﻌﺔ ‪ -‬ﺑﺴﻜﺮﺓ –‬

‫‪ .2-1‬ﺃﳘﻴﺔ ﺍﻟﺒﺤﺚ ‪ :‬ﻳﻜﺘﺴﻲ ﲝﺜﻨﺎ ﺃﳘﻴﺔ ﺑﺎﻟﻐﺔ ﻭﺫﻟﻚ ﻟﻸﺳﺒﺎﺏ ﺍﻟﺘﺎﻟﻴﺔ ‪:‬‬

‫‪ −‬ﺗﺘﻀﺢ ﺃﳘﻴﺔ ﺍﻟﺒﺤﺚ ﻣﻦ ﺗﻨﺎﻭﻟﻨﺎ ﻣﻮﺿﻮﻉ ﻳﺘﻌﻠﻖ ﺑﺘﻮﻇﻴﻒ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﻻﺗﺼﺎﻻﺕ ﻟﺼﺎﱀ ﺗﻄﻮﻳﺮ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ ﰲ‬
‫ﺍﳉﺎﻣﻌﺔ‪.‬‬
‫‪ −‬ﻳﻀﻴﻒ ﻫﺬﺍ ﺍﻟﺒﺤﺚ ﻣﻌﺮﻓﺔ ﺟﺪﻳﺪﺓ ﺗﺴﻬﻢ ﰲ ﺗﻘﺪﻡ ﻭﺗﻄﻮﺭ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ ﰲ ﺍﳌﺆﺳﺴﺎﺕ‪.‬‬
‫‪ −‬ﺃﳘﻴﺔ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ ﰲ ﺍﳌﺆﺳﺴﺎﺕ ﻣﻦ ﺧﻼﻝ ﺇﺳﻬﺎﻣﻪ ﰲ ﲢﻘﻴﻖ ﺃﻫﺪﺍﻑ ﺍﳌﺆﺳﺴﺔ ﺑﺎﻹﺷﺎﺭﺓ ﺇﱃ ﻛﻴﻔﻴﺔ ﺗﻄﻮﻳﺮﻩ ﻭﺗﻔﻌﻴﻠﻪ‪.‬‬
‫‪ .3-1‬ﺃﻫﺪﺍﻑ ﺍﻟﺒﺤﺚ ‪ :‬ﻧﺴﻌﻰ ﺇﱃ ﲢﻘﻴﻖ ﺍﻷﻫﺪﺍﻑ ﺍﻟﺘﺎﻟﻴﺔ ‪:‬‬

‫ﺇﺑﺮﺍﺯ ﺃﳘﻴﺔ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ ﻭﺯﻳﺎﺩﺓ ﻓﻌﺎﻟﻴﺘﻪ ﻣﻦ ﺧﻼﻝ ﺍﺳﺘﺨﺪﺍﻡ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ‪.‬‬ ‫‪−‬‬
‫ﺗﺴﻠﻴﻂ ﺍﻟﻀﻮﺀ ﻋﻠﻰ ﻭﺍﻗﻊ ﺍﻹﺩﺍﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﰲ ﺍﳌﺆﺳﺴﺔ ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ‪.‬‬ ‫‪−‬‬
‫ﺍﻟﺘﻌﺮﻑ ﻋﻠﻰ ﺩﺭﺟﺔ ﺗﻄﺒﻴﻖ ﺍﻹﺩﺍﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﰲ ﺍﻟﻜﻠﻴﺔ ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ ﻭﻣﺪﻯ ﻣﺴﺎﳘﺘﻬﺎ ﰲ ﺗﻄﻮﻳﺮ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ‪.‬‬ ‫‪−‬‬
‫ﺗﻘﺪﱘ ﺑﻌﺾ ﺍﻟﺘﻮﺻﻴﺎﺕ ﺍﳌﻨﺎﺳﺒﺔ ﰲ ﻫﺬﺍ ﺍ‪‬ﺎﻝ‪.‬‬ ‫‪−‬‬
‫‪ .4-1‬ﻓﺮﺿﻴﺎﺕ ﺍﻟﺒﺤﺚ ‪ :‬ﳝﻜﻦ ﻭﺿﻊ ﺍﻟﻔﺮﺿﻴﺔ ﺍﻟﺮﺋﻴﺴﻴﺔ ﺍﻟﺘﺎﻟﻴﺔ ‪:‬‬
‫"ﺗﻮﺟﺪ ﻋﻼﻗﺔ ﺫﺍﺕ ﺩﻻﻟﺔ ﺇﺣﺼﺎﺋﻴﺔ ﺑﲔ ﺍﻹﺩﺍﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﻭﺗﻄﻮﻳﺮ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ ﺑﻜﻠﻴﺔ ﺍﻟﻌﻠﻮﻡ ﻭﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﲜﺎﻣﻌﺔ ﺑﺴﻜﺮﺓ "‪.‬‬
‫ﻭﻳﻨﺪﺭﺝ ﺿﻤﻦ ﻫﺬﻩ ﺍﻟﻔﺮﺿﻴﺔ ﺍﻟﻔﺮﺿﻴﺎﺕ ﺍﻟﻔﺮﻋﻴﺔ ﺍﻟﺘﺎﻟﻴﺔ ‪:‬‬

‫ﺗﻮﺟﺪ ﻋﻼﻗﺔ ﺫﺍﺕ ﺩﻻﻟﺔ ﺇﺣﺼﺎﺋﻴﺔ ﺑﲔ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻷﺟﻬﺰﺓ ﻭﺍﳌﻌﺪﺍﺕ )‪ (Hardware‬ﻭﺗﻄﻮﻳﺮ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ ﺑﺎﻟﻜﻠﻴﺔ ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ‪.‬‬ ‫‪-‬‬
‫‪ -‬ﺗﻮﺟﺪ ﻋﻼﻗﺔ ﺫﺍﺕ ﺩﻻﻟﺔ ﺇﺣﺼﺎﺋﻴﺔ ﺑﲔ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﱪﳎﻴﺎﺕ )‪ (Software‬ﻭﺗﻄﻮﻳﺮ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ ﺑﺎﻟﻜﻠﻴﺔ ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ‪.‬‬
‫‪ -‬ﺗﻮﺟﺪ ﻋﻼﻗﺔ ﺫﺍﺕ ﺩﻻﻟﺔ ﺇﺣﺼﺎﺋﻴﺔ ﺑﲔ ﺍﺳﺘﺨﺪﺍﻡ ﺷﺒﻜﺎﺕ ﺍﻻﺗﺼﺎﻝ ﻭﺗﻄﻮﻳﺮ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ ﺑﺎﻟﻜﻠﻴﺔ ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ‪.‬‬
‫‪ -‬ﺗﻮﺟﺪ ﻋﻼﻗﺔ ﺫﺍﺕ ﺩﻻﻟﺔ ﺇﺣﺼﺎﺋﻴﺔ ﺑﲔ ﺍﺳﺘﺨﺪﺍﻡ ﺻﻨﺎﻉ ﺍﳌﻌﺮﻓﺔ ﻭﺗﻄﻮﻳﺮ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ ﺑﺎﻟﻜﻠﻴﺔ ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ‪.‬‬
‫‪ 5-1‬ﳎﺘﻤﻊ ﻭﻋﻴﻨﺔ ﺍﻟﺒﺤﺚ ‪ :‬ﻳﺘﻜﻮﻥ ﳎﺘﻤﻊ ﺍﻟﺒﺤﺚ ﺍﳌﺴﺘﻬﺪﻑ ﻣﻦ ﺍﻟﻌﺎﻣﻠﲔ ﺍﻹﺩﺍﺭﻳﲔ ﰲ ﻛﻠﻴﺔ ﺍﻟﻌﻠﻮﻡ ﻭﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﲜﺎﻣﻌﺔ ﺑﺴﻜﺮﺓ‬
‫ﻭﺍﻟﺒﺎﻟﻎ ﻋﺪﺩﻫﻢ ‪ 142‬ﻋﺎﻣﻞ‪ ،‬ﻭﺍﻋﺘﻤﺪﻧﺎ ﻃﺮﻳﻘﺔ ﺍﻟﻌﻴﻨﺔ ﺍﻟﻌﺸﻮﺍﺋﻴﺔ ﰲ ﺍﺧﺘﻴﺎﺭ ﻋﻴﻨﺔ ﺍﻟﺒﺤﺚ ﺍﻟﺒﺎﻟﻎ ﺣﺠﻤﻬﺎ ‪ 50‬ﻋﺎﻣﻞ‪ ،‬ﻭﻗﺪ ﰎ ﺗﻮﺯﻳﻊ ﺍﻻﺳﺘﺒﺎﻧﺔ‬
‫ﻋﻠﻴﻬﻢ ﻋﱪ ﺯﻳﺎﺭﺍﺕ ﻣﻴﺪﺍﻧﻴﺔ ﻷﻓﺮﺍﺩ ﻋﻴﻨﺔ ﺍﻟﺒﺤﺚ‪ ،‬ﺃﺳﺘﺮﺩ ﻣﻨﻬﺎ ‪ 40‬ﺍﺳﺘﺒﺎﻧﻪ‪ ،‬ﻭﺑﻌﺪ ﻓﺤﺼﻬﺎ ﱂ ﻳﺴﺘﺒﻌﺪ ﺃﻱ ﻣﻨﻬﺎ ﻧﻈﺮﺍ ﻟﺘﺤﻘﻴﻘﻬﺎ ﺷﺮﻭﻁ‬
‫ﺍﻹﺟﺎﺑﺔ ﺍﻟﺼﺤﻴﺤﺔ‪.‬‬
‫ﺍﻋﺘﻤﺪﻧﺎ ﻋﻠﻰ ﺍﻟﺘﻘﺎﺭﻳﺮ ﺍﻟﺮﲰﻴﺔ ﻟﻠﺠﺎﻣﻌﺔ ﻭﺍﻟﻜﻠﻴﺔ ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ ﻭﻋﻠﻰ ﺍﻻﺳﺘﺒﺎﻧﺔ ﻭﺗﻌﺪ ﺃﺩﺍﺓ ﺍﻟﺒﺤﺚ ﺍﻷﺳﺎﺳﻴﺔ ﰲ ﲨﻊ ﻛﺎﻓﺔ ﺍﻟﺒﻴﺎﻧﺎﺕ‬
‫ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺎﺧﺘﺒﺎﺭ ﺍﻟﻔﺮﺿﻴﺎﺕ‪ .‬ﻛﻤﺎ ﺃ‪‬ﺎ ﺃﺩﺍﺓ ﻣﻨﺎﺳﺒﺔ ﻻﺳﺘﻄﻼﻉ ﺍﻵﺭﺍﺀ ﻭﻗﻴﺎﺱ ﺍﻻﲡﺎﻫﺎﺕ ﻭﻭﺟﻬﺎﺕ ﺍﻟﻨﻈﺮ‪.‬‬
‫ﻭﻗﺪ ﰎ ﺗﻘﺴﻴﻢ ﺍﺳﺘﺒﺎﻧﺔ ﺍﻟﺒﺤﺚ ﺇﱃ ﻗﺴﻤﲔ‪ ،‬ﻳﺸﻤﻞ ﺍﻷﻭﻝ ﺃﺑﻌﺎﺩ ﻣﺘﻐﲑ ﺍﻹﺩﺍﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﻭﻫﻲ ﺃﺭﺑﻌﺔ‪ ،‬ﺍﻷﻭﻝ ﻳﻀﻢ ﺳﺖ‬
‫ﻋﺒﺎﺭﺍﺕ‪ ،‬ﺍﻟﺜﺎﱐ ﺳﺒﻊ ﻋﺒﺎﺭﺍﺕ‪ ،‬ﺑﻴﻨﻤﺎ ﺍﻟﺜﺎﻟﺚ ﻳﻀﻢ ﺛﻼﺛﺔ ﻋﺸﺮ ﻋﺒﺎﺭﺓ‪ ،‬ﰲ ﺣﲔ ﺃﻥ ﺍﻟﺒﻌﺪ ﺍﻟﺮﺍﺑﻊ ﻳﻀﻢ ﺃﺭﺑﻊ ﻋﺒﺎﺭﺍﺕ ؛ ﺑﻴﻨﻤﺎ ﳝﺜﻞ ﺍﻟﻘﺴﻢ ﺍﻟﺜﺎﱐ‬
‫ﺃﺑﻌﺎﺩ ﻣﺘﻐﲑ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ ﻭﻫﻲ ﲬﺴﺔ‪ ،‬ﺍﻷﻭﻝ ﻳﻀﻢ ﲬﺲ ﻋﺒﺎﺭﺍﺕ‪ ،‬ﺍﻟﺜﺎﱐ ﻳﻀﻢ ﺳﺖ ﻋﺒﺎﺭﺍﺕ‪ ،‬ﺍﻟﺜﺎﻟﺚ ﻳﻀﻢ ﺃﺭﺑﻊ ﻋﺒﺎﺭﺍﺕ‪ ،‬ﺑﻴﻨﻤﺎ ﺍﻟﺒﻌﺪ‬
‫ﺍﻟﺮﺍﺑﻊ ﻳﻀﻢ ﺛﻼﺙ ﻋﺒﺎﺭﺍﺕ‪ ،‬ﰲ ﺣﲔ ﺍﻟﺒﻌﺪ ﺍﻷﺧﲑ ﻳﻀﻢ ﺛﻼﺙ ﻋﺒﺎﺭﺍﺕ‪.‬‬
‫ﻭﻗﺪ ﺑﻠﻎ ﻣﻌﺎﻣﻞ ﺻﺪﻕ ﺍﻻﺳﺘﺒﺎﻧﺔ )‪ ،(0.965‬ﰲ ﺣﲔ ﺑﻠﻎ ﻣﻌﺎﻣﻞ ﺍﻟﺜﺒﺎﺕ ﺃﻟﻔﺎ ﻛﺮﻭﻧﺒﺎﺥ )‪ ،(0.932‬ﳑﺎ ﻳﺪﻝ ﻋﻠﻰ ﲤﻴﺰ ﺍﻻﺳﺘﺒﺎﻧﺔ‬
‫ﺑﺎﻟﺼﺪﻕ ﻭﺍﻟﺜﺒﺎﺕ‪ .‬ﳑﺎ ﳚﻌﻠﻨﺎ ﻋﻠﻰ ﺛﻘﺔ ﺑﺼﻼﺣﻴﺘﻬﺎ ﻟﺘﺤﻠﻴﻞ ﺍﻟﻨﺘﺎﺋﺞ ﻭﺍﻹﺟﺎﺑﺔ ﻋﻠﻰ ﻛﺎﻓﺔ ﺗﺴﺎﺅﻻﺕ ﺍﻟﺒﺤﺚ ﻭﺍﺧﺘﺒﺎﺭ ﺍﻟﻔﺮﺿﻴﺎﺕ‪.‬‬

‫‪ -2‬ﻣﺎﻫﻴﺔ ﺍﻹﺩﺍﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ‬

‫ﺗﻌﺘﱪ ﺍﻹﺩﺍﺭﺓ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ﻣﻦ ﺍﻷﺳﺎﻟﻴﺐ ﺍﳌﻌﺎﺻﺮﺓ ﺍﻟﱵ ﺗﺴﻌﻰ ﻟﺘﺤﻮﻳﻞ ﺍﳌﺆﺳﺴﺎﺕ ﺇﱃ ﻣﺆﺳﺴﺎﺕ ﺍﻟﻜﺘﺮﻭﻧﻴﺔ ﺗﺴﺘﺨﺪﻡ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﺍﳒﺎﺯ ﲨﻴﻊ ﺃﻋﻤﺎﳍﺎ ﻭﻣﻌﺎﻣﻼ‪‬ﺎ ﺍﻟﻮﻇﻴﻔﻴﺔ ﻭﻭﻇﺎﺋﻔﻬﺎ ﺍﻹﺩﺍﺭﻳﺔ‪.‬‬

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‫________________________________________________________________________________________________________________________________________ ﳎﻠﺔ ﺍﻟﺒﺎﺣﺚ ‪ -‬ﻋﺪﺩ ‪2011 / 09‬‬

‫‪ . 1-2‬ﻣﻔﻬﻮﻡ ﺍﻹﺩﺍﺭﺓ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ‪ :‬ﻟﻺﺩﺍﺭﺓ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﳌﻔﺎﻫﻴﻢ‪ ،‬ﳝﻜﻦ ﺇﳚﺎﺯ ﺃﳘﻬﺎ ﻓﻴﻤﺎ ﻳﻠﻲ ‪:‬‬
‫ﺍﻹﺩﺍﺭﺓ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ﺣﺴﺐ ﳒﻢ ﻋﺒﻮﺩ ﳒﻢ )‪ (2004‬ﻫﻲ "ﺍﻟﻌﻤﻠﻴﺔ ﺍﻹﺩﺍﺭﻳﺔ ﺍﻟﻘﺎﺋﻤﺔ ﻋﻠﻰ ﺍﻹﻣﻜﺎﻧﻴﺎﺕ ﺍﳌﺘﻤﻴﺰﺓ ﻟﻼﻧﺘﺮﻧﺖ ﻭﺷﺒﻜﺎﺕ ﺍﻷﻋﻤﺎﻝ‬
‫ﰲ ﺍﻟﺘﺨﻄﻴﻂ ﻭﺍﻟﺘﻮﺟﻴﻪ ﻭﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻰ ﺍﳌﻮﺍﺭﺩ ﻭﺍﻟﻘﺪﺭﺍﺕ ﺍﳉﻮﻫﺮﻳﺔ ﻟﻠﻤﺆﺳﺴﺔ ﻭﺍﻵﺧﺮﻳﻦ ﺑﺪﻭﻥ ﺣﺪﻭﺩ ﻣﻦ ﺃﺟﻞ ﲢﻘﻴﻖ ﺃﻫﺪﺍﻑ ﺍﳌﺆﺳﺴﺔ"‪.1‬‬
‫ﻭﺑﺮﺃﻱ ﺃﲪﺪ ﳏﻤﺪ ﻏﻴﻢ )‪ (2004‬ﺍﻹﺩﺍﺭﺓ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ﻫﻲ"ﺃﺩﺍﺀ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺑﲔ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﻟﺸﺮﻛﺎﺀ ﻣﻦ ﺧﻼﻝ ﺍﺳﺘﺨﺪﺍﻡ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﻣﺘﻄﻮﺭﺓ ﺑﻐﻴﺔ ﺯﻳﺎﺩﺓ ﻛﻔﺎﺀﺓ ﻭﻓﻌﺎﻟﻴﺔ ﺍﻷﺩﺍﺀ"‪.2‬‬
‫ﻭﻳﻨﻈﺮ ﺇﻟﻴﻬﺎ ﳏﻤﺪ ﲰﲑ ﺃﲪﺪ )‪ (2009‬ﺑﺄ‪‬ﺎ" ﺗﻨﻔﻴﺬ ﺍﻷﻋﻤﺎﻝ ﻭﺍﳌﻌﺎﻣﻼﺕ ﺍﻟﱵ ﺗﺘﻢ ﺑﲔ ﻃﺮﻓﲔ ﺃﻭ ﺃﻛﺜﺮ ﺳﻮﺍﺀ ﻣﻦ ﺍﻷﻓﺮﺍﺩ ﺃﻭ‬
‫ﺍﳌﺆﺳﺴﺎﺕ ﻣﻦ ﺧﻼﻝ ﺍﺳﺘﺨﺪﺍﻡ ﺷﺒﻜﺎﺕ ﺍﻻﺗﺼﺎﻻﺕ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ"‪.3‬‬
‫ﻭﰲ ﺿﻮﺀ ﺍﳌﻔﺎﻫﻴﻢ ﺁﻧﻔﺔ ﺍﻟﺬﻛﺮ‪ ،‬ﻳﺘﻀﺢ ﺃﻥ ﺍﻹﺩﺍﺭﺓ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ﺗﻌﺘﻤﺪ ﺃﺳﺎﺳﺎ ﻋﻠﻰ ﺍﺳﺘﺨﺪﺍﻡ ﺧﻠﻴﻂ ﻣﻦ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﻭﺍﻻﺗﺼﺎﻻﺕ ﰲ ﺍﻟﻘﻴﺎﻡ ﲜﻤﻴﻊ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺍﳋﺎﺻﺔ ﲟﺆﺳﺴﺔ ﻣﺎ‪ ،‬ﻭﺫﻟﻚ ‪‬ﺪﻑ ﲢﺴﲔ ﺃﺩﺍﺀﻫﺎ ﻭﺗﻌﺰﻳﺰ ﻣﺮﻛﺰﻫﺎ ﺍﻟﺘﻨﺎﻓﺴﻲ‪.‬‬

‫‪ 2-2‬ﻓﻮﺍﺋﺪ ﺍﻹﺩﺍﺭﺓ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ‪ :‬ﺇﻥ ﺍﻻﻫﺘﻤﺎﻡ ﺍﻟﻜﺒﲑ ﺍﻟﺬﻱ ﻳﻮﻟﻴﻪ ﺍﻟﻌﺎﱂ ﺍﳌﺘﻘﺪﻡ ﺑﺎﺳﺘﺨﺪﺍﻡ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﲟﻜﻮﻧﺎ‪‬ﺎ ﺍﳌﺨﺘﻠﻔﺔ ﺳﺒﺒﻪ‬
‫ﺍﻷﳘﻴﺔ ﻭﺍﻟﻔﻮﺍﺋﺪ ﺍﻟﻜﺒﲑﺓ ﺍﻟﱵ ﺗﻘﺪﻣﻬﺎ ﻫﺬﻩ ﺍﻷﺧﲑﺓ‪ ،‬ﻭﻟﺬﻟﻚ ﺑﺪﺃﺕ ﺍﻟﺪﻭﻝ ﺗﺘﺴﺎﺑﻖ ﰲ ﺗﻄﺒﻴﻖ ﺍﻹﺩﺍﺭﺓ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ﻧﻈﺮﺍ ﻟﻠﻔﻮﺍﺋﺪ ﺍﻟﱵ ﲢﻘﻘﻬﺎ‪.4‬‬
‫ﻭﻓﻴﻤﺎ ﻳﻠﻲ ﺃﻫﻢ ﻓﻮﺍﺋﺪ ﺍﻹﺩﺍﺭﺓ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ‪:5‬‬
‫‪ -‬ﺗﺒﺴﻴﻂ ﺍﻹﺟﺮﺍﺀﺍﺕ ﺩﺍﺧﻞ ﺍﳌﺆﺳﺴﺎﺕ ﻭﻫﺬﺍ ﻳﻨﻌﻜﺲ ﺍﳚﺎﺑﻴﺎ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﳋﺪﻣﺎﺕ ﺍﻟﱵ ‪‬ﺗﻘﺪﻡ ﺇﱃ ﺍﳌﻮﺍﻃﻨﲔ‪ ،‬ﻭﻣﻨﻪ ﺍﺧﺘﺼﺎﺭ ﻭﻗﺖ ﺗﻨﻔﻴﺬ‬
‫ﺍﳒﺎﺯ ﺍﳌﻌﺎﻣﻼﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺍﳌﺨﺘﻠﻔﺔ‪.‬‬
‫‪ -‬ﺗﺴﻬﻴﻞ ﺇﺟﺮﺍﺀ ﺍﻻﺗﺼﺎﻝ ﺑﲔ ﺍﻟﺪﻭﺍﺋﺮ ﺍﳌﺨﺘﻠﻔﺔ ﻟﻠﻤﺆﺳﺴﺔ ﻭﻛﺬﻟﻚ ﻣﻊ ﺍﳌﺆﺳﺴﺎﺕ ﺍﻷﺧﺮﻯ‪.‬‬
‫‪ -‬ﺍﻟﺪﻗﺔ ﻭﺍﳌﻮﺿﻮﻋﻴﺔ ﰲ ﺍﳒﺎﺯ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﳌﺨﺘﻠﻔﺔ ﺩﺍﺧﻞ ﺍﳌﺆﺳﺴﺔ‪.‬‬
‫‪ -‬ﺗﻘﻠﻴﻞ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﻮﺭﻕ ﺑﺸﻜﻞ ﻣﻠﺤﻮﻅ ﻭﻫﺬﺍ ﻣﺎ ﻳﺆﺛﺮ ﺇﳚﺎﺑﺎ ﻋﻠﻰ ﻋﻤﻞ ﺍﳌﺆﺳﺴﺔ‪.‬‬
‫‪ -‬ﻛﻤﺎ ﺃﻥ ﺗﻘﻠﻴﻞ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﻮﺭﻕ ﻳﻌﺎﰿ ﻣﺸﻜﻠﺔ ﺗﻌﺎﱐ ﻣﻨﻬﺎ ﺃﻏﻠﺐ ﺍﳌﺆﺳﺴﺎﺕ ﰲ ﻋﻤﻠﻴﺔ ﺍﳊﻔﻆ ﻭﺍﻟﺘﻮﺛﻴﻖ ﳑﺎ ﻳﺆﺩﻱ ﺇﱃ ﻋﺪﻡ ﺍﳊﺎﺟﺔ ﺇﱃ‬
‫ﺃﻣﺎﻛﻦ ﺍﻟﺘﺨﺰﻳﻦ ﺣﻴﺚ ﻳﺘﻢ ﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻨﻬﺎ ﰲ ﺃﻣﻮﺭ ﺃﺧﺮﻯ‪.‬‬

‫‪ 3-2‬ﺃﻫﺪﺍﻑ ﺍﻹﺩﺍﺭﺓ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ‪ :‬ﳝﻜﻦ ﺗﻠﺨﻴﺺ ﺃﻫﻢ ﺃﻫﺪﺍﻑ ﺍﻹﺩﺍﺭﺓ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ﰲ ﺍﻟﻨﻘﺎﻁ ﺍﻟﺘﺎﻟﻴﺔ‪: 6‬‬
‫‪ -‬ﺗﻘﺪﱘ ﺍﳋﺪﻣﺎﺕ ﻟﻠﻤﺴﺘﻔﻴﺪﻳﻦ ﺑﺼﻮﺭﺓ ﻣﺮﺿﻴﺔ ﺧﻼﻝ ‪ 24‬ﺳﺎﻋﺔ ﻭﻃﻴﻠﺔ ﺃﻳﺎﻡ ﺍﻷﺳﺒﻮﻉ‪.‬‬
‫‪ -‬ﲢﻘﻴﻖ ﺍﻟﺴﺮﻋﺔ ﺍﳌﻄﻠﻮﺑﺔ ﻻﳒﺎﺯ ﺍﻟﻌﻤﻞ ﻭﺑﺘﻜﻠﻔﺔ ﻣﺎﻟﻴﺔ ﻣﻨﺎﺳﺒﺔ‪.‬‬
‫‪ -‬ﺇﳚﺎﺩ ﳎﺘﻤﻊ ﻗﺎﺩﺭ ﻋﻠﻰ ﺍﻟﺘﻌﺎﻣﻞ ﻣﻊ ﻣﺘﻐﲑﺍﺕ ﺍﻟﻌﺼﺮ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻲ‪.‬‬
‫‪ -‬ﺗﻌﻤﻴﻖ ﻣﻔﻬﻮﻡ ﺍﻟﺸﻔﺎﻓﻴﺔ ﻭﺍﻟﺒﻌﺪ ﻋﻦ ﺍﶈﺴﻮﺑﻴﺔ‪.‬‬
‫‪ -‬ﺍﳊﻔﺎﻅ ﻋﻠﻰ ﺣﻘﻮﻕ ﺍﳌﻮﻇﻔﲔ ﻣﻦ ﺣﻴﺚ ﺗﻨﻤﻴﺔ ﺭﻭﺡ ﺍﻹﺑﺪﺍﻉ ﻭﺍﻻﺑﺘﻜﺎﺭ‪.‬‬
‫‪ -‬ﺍﳊﻔﺎﻅ ﻋﻠﻰ ﺃﻣﻦ ﻭ ﺳﺮﻳﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭ ﺗﻘﻠﻴﻞ ﳐﺎﻃﺮ ﻓﻘﺪﻫﺎ‪.‬‬

‫‪ -3‬ﻋﻨﺎﺻﺮ ﺍﻹﺩﺍﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ‪ :‬ﺗﺘﻜﻮﻥ ﺍﻹﺩﺍﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﻣﻦ ﺃﺭﺑﻌﺔ ﻋﻨﺎﺻﺮ ﺃﺳﺎﺳﻴﺔ ﻫﻲ ‪ :‬ﻋﺘﺎﺩ ﺍﳊﺎﺳﻮﺏ‪ ،‬ﻭﺍﻟﱪﳎﻴﺎﺕ‪ ،‬ﻭﺷﺒﻜﺔ‬
‫ﺍﻻﺗﺼﺎﻻﺕ ‪ Communication Network‬ﻭﻳﻘﻊ ﰲ ﻗﻠﺐ ﻫﺬﻩ ﺍﳌﻜﻮﻧﺎﺕ ﺻﻨﺎﻉ ﺍﳌﻌﺮﻓﺔ ﻣﻦ ﺍﳋﱪﺍﺀ ﻭﺍﳌﺨﺘﺼﲔ ﺍﻟﺬﻳﻦ ﳝﺜﻠﻮﻥ ﺍﻟﺒﻨﻴﺔ‬
‫ﺍﻹﻧﺴﺎﻧﻴﺔ ﻭﺍﻟﻮﻇﻴﻔﻴﺔ ﳌﻨﻈﻮﻣﺔ ﺍﻹﺩﺍﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ‪.‬‬

‫‪ 1-3‬ﻋﺘﺎﺩ ﺍﳊﺎﺳﻮﺏ ‪ :‬ﻳﻘﺼﺪ ﺑﻪ ﺃﺟﻬﺰﺓ ﺍﳊﺎﺳﻮﺏ ﻭﻣﻠﺤﻘﺎ‪‬ﺎ‪ .‬ﻭﻧﻈﺮﺍ ﻟﺘﻄﻮﺭ ﺑﺮﺍﻣﺞ ﺍﳊﺎﺳﻮﺏ ﻭﺍﻟﺰﻳﺎﺩﺓ ﺍﳌﺴﺘﻤﺮﺓ ﰲ ﻋﺪﺩ ﻣﺴﺘﺨﺪﻣﻲ‬
‫ﺍﻷﺟﻬﺰﺓ ﰲ ﺍﳌﺆﺳﺴﺎﺕ ﻓﺎﻧﻪ ﻣﻦ ﺍﻷﻓﻀﻞ ﻟﻠﻤﺆﺳﺴﺔ ﺍﻟﺴﻌﻲ ﻭﺭﺍﺀ ﺍﻣﺘﻼﻙ ﺃﺣﺪﺙ ﻣﺎ ﺗﻮﺻﻞ ﺇﻟﻴﻪ ﺻﺎﻧﻌﻮﺍ ﺍﻟﻌﺘﺎﺩ ﰲ ﺍﻟﻌﺎﱂ ﺣﱴ ﲢﻘﻖ ﻣﻴﺰﺗﲔ‬
‫ﺃﺳﺎﺳﻴﺘﲔ ﳘﺎ‪: 7‬‬
‫‪ -‬ﺗﻮﻓﲑ ﺗﻜﺎﻟﻴﻒ ﺍﻟﺘﻄﻮﻳﺮ ﺍﳌﺴﺘﻤﺮ ﻭﺗﻜﺎﻟﻴﻒ ﺍﻟﺼﻴﺎﻧﺔ‪.‬‬
‫‪ -‬ﻣﻼﺋﻤﺔ ﻋﺘﺎﺩ ﺍﳊﺎﺳﻮﺏ ﻟﻠﺘﻄﻮﺭﺍﺕ ﺍﻟﱪﳎﻴﺔ ﻭﺑﺮﳎﻴﺎﺕ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ‪.‬‬

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‫ﺍﳉﺰﺍﺋﺮ(‬ ‫ﻣﺴﺎﳘﺔ ﺍﻹﺩﺍﺭﺓ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ﰲ ﺗﻄﻮﻳﺮ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ ﲟﺆﺳﺴﺎﺕ ﺍﻟﺘﻌﻠﻴﻢ ﺍﻟﻌﺎﱄ )ﺩﺭﺍﺳﺔ ﺣﺎﻟﺔ ﻛﻠﻴﺔ ﺍﻟﻌﻠﻮﻡ ﻭﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﲜﺎﻣﻌﺔ ‪ -‬ﺑﺴﻜﺮﺓ –‬

‫‪ 2-3‬ﺍﻟﱪﳎﻴﺎﺕ ﻭﺍﻟﺸﺒﻜﺎﺕ ‪ :‬ﺍﻟﱪﳎﻴﺎﺕ ﻫﻲ ﳎﻤﻮﻋﺔ ﺑﺮﺍﻣﺞ ﺍﳌﺴﺘﺨﺪﻣﺔ ﻟﺘﺸﻐﻴﻞ ﺟﻬﺎﺯ ﺍﳊﺎﺳﺐ ﺍﻵﱄ ﻭﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻦ ﺇﻣﻜﺎﻧﻴﺎﺗﻪ‬
‫ﺍﳌﺨﺘﻠﻔﺔ‪ .8‬ﺑﻴﻨﻤﺎ ﺍﻟﺸﺒﻜﺎﺕ ﻓﻬﻲ ﺍﻟﻮﺻﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳌﻤﺘﺪﺓ ﻋﱪ ﻧﺴﻴﺞ ﺍﺗﺼﺎﱄ ﻟﺸﺒﻜﺎﺕ ﺍﻹﻧﺘﺮﺍﻧﺖ‪ ،‬ﺍﻹﻛﺴﺘﺮﺍﻧﺖ‪ ،‬ﻭﺷﺒﻜﺔ ﺍﻹﻧﺘﺮﻧﺖ‬
‫ﺍﻟﱵ ﲤﺜﻞ ﺷﺒﻜﺔ ﺍﻟﻘﻴﻤﺔ ﻟﻠﻤﺆﺳﺴﺔ ﻭﻹﺩﺍﺭ‪‬ﺎ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ‪.9‬‬

‫‪ 4-3‬ﺻﻨﺎﻉ ﺍﳌﻌﺮﻓﺔ ‪ :‬ﻭﻫﻮ ﺍﻟﻌﻨﺼﺮ ﺍﻷﻫﻢ ﰲ ﻣﻨﻈﻮﻣﺔ ﺍﻹﺩﺍﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﻣﻦ ﺍﻟﻘﻴﺎﺩﺍﺕ ﺍﻟﺮﻗﻤﻴﺔ ‪ ،Leaderships Digital‬ﻭﺍﳌﺪﻳﺮﻭﻥ‬
‫ﻭﺍﶈﻠﻠﻮﻥ ﻟﻠﻤﻮﺍﺭﺩ ﺍﳌﻌﺮﻓﻴﺔ ﻭﺭﺃﺱ ﺍﳌﺎﻝ ﺍﻟﻔﻜﺮﻱ ﰲ ﺍﳌﺆﺳﺴﺔ‪ .‬ﻭﻳﺘﻮﱃ ﺻﻨﺎﻉ ﺍﳌﻌﺮﻓﺔ ﺇﺩﺍﺭﺓ ﺍﻟﺘﻌﺎﺿﺪ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻲ ﻟﻌﻨﺎﺻﺮ ﺍﻹﺩﺍﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ‬
‫ﻣﻦ ﺟﻬﺔ ﻭﺗﻐﻴﲑ ﻃﺮﻕ ﺍﻟﺘﻔﻜﲑ ﺍﻟﺴﺎﺋﺪﺓ ﻟﻠﻮﺻﻮﻝ ﺇﱃ ﺛﻘﺎﻓﺔ ﺍﳌﻌﺮﻓﺔ ﻣﻦ ﺟﻬﺔ ﺃﺧﺮﻯ‪.10‬‬
‫ﻭﺑﻨﺎﺀ ﻋﻠﻰ ﻣﺎ ﺳﺒﻖ ﳝﻜﻦ ﺍﻟﻘﻮﻝ ﺑﺄﻥ ﺍﻹﺩﺍﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﻫﻲ ﺍﻹﺩﺍﺭﺓ ﺍﻟﱵ ﲤﺎﺭﺱ ﻋﻨﺎﺻﺮﻫﺎ )ﺍﻟﱪﳎﻴﺎﺕ‪ ،‬ﺍﳌﻜﻮﻧﺎﺕ ﺍﳌﺎﺩﻳﺔ‪ ،‬ﺍﻟﺸﺒﻜﺎﺕ‪،‬‬
‫ﻭﺻﻨﺎﻉ ﺍﳌﻌﺮﻓﺔ( ﺃﻭ ﻭﻇﺎﺋﻔﻬﺎ )ﺍﻟﺘﺨﻄﻴﻂ ﺍﻹﻟﻜﺘﺮﻭﱐ‪ ،‬ﺍﻟﺘﻨﻈﻴﻢ ﺍﻹﻟﻜﺘﺮﻭﱐ‪ ،‬ﺍﻟﻘﻴﺎﺩﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ‪ ،‬ﻭﺍﻟﺮﻗﺎﺑﺔ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ( ﻭﻓﻘﺎ ﳌﺘﻄﻠﺒﺎﺕ‬
‫ﺍﳌﻮﺍﻛﺒﺔ ﻭﺍﻻﺳﺘﺨﺪﺍﻡ ﺍﻟﻜﻒﺀ ﻭﺍﻟﻔﻌﺎﻝ ﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ‪.‬‬

‫‪ -4‬ﻣﺘﻄﻠﺒﺎﺕ ﺗﻄﺒﻴﻖ ﺍﻹﺩﺍﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ‬

‫ﲤﺜﻞ ﺍﻹﺩﺍﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﲢﻮﻻ ﺷﺎﻣﻼ ﰲ ﺍﳌﻔﺎﻫﻴﻢ ﻭﺍﻟﻨﻈﺮﻳﺎﺕ ﻭﺍﻷﺳﺎﻟﻴﺐ ﻭﺍﻹﺟﺮﺍﺀﺍﺕ ﻭﺍﳍﻴﺎﻛﻞ ﻭﺍﻟﺘﺸﺮﻳﻌﺎﺕ ﺍﻟﱵ ﺗﻘﻮﻡ ﻋﻠﻴﻬﺎ ﺍﻹﺩﺍﺭﺓ‬
‫ﺍﻟﺘﻘﻠﻴﺪﻳﺔ‪ ،‬ﻭﻫﻲ ﻟﻴﺴﺖ ﻭﺻﻔﺔ ﺟﺎﻫﺰﺓ ﺃﻭ ﺧﱪﺓ ﻣﺴﺘﻮﺭﺩﺓ ﳝﻜﻦ ﻧﻘﻠﻬﺎ ﻭﺗﻄﺒﻴﻘﻬﺎ ﻓﻘﻂ‪ ،‬ﺑﻞ ﺇ‪‬ﺎ ﻋﻤﻠﻴﺔ ﻣﻌﻘﺪﺓ ﻭﻧﻈﺎﻡ ﻣﺘﻜﺎﻣﻞ ﻣﻦ ﺍﳌﻜﻮﻧﺎﺕ‬
‫ﺍﻟﺘﻘﻨﻴﺔ ﻭﺍﳌﻌﻠﻮﻣﺎﺗﻴﺔ ﻭﺍﳌﺎﻟﻴﺔ ﻭﺍﻟﺘﺸﺮﻳﻌﻴﺔ ﻭﺍﻟﺒﻴﺌﻴﺔ ﻭﺍﻟﺒﺸﺮﻳﺔ ﻭﻏﲑﻫﺎ‪ ،‬ﻭﺑﺎﻟﺘﺎﱄ ﻻ ﺑﺪ ﻣﻦ ﺗﻮﻓﺮ ﻣﺘﻄﻠﺒﺎﺕ ﻋﺪﻳﺪﺓ ﻭﻣﺘﻜﺎﻣﻠﺔ ﻟﺘﻄﺒﻴﻖ ﺍﻹﺩﺍﺭﺓ‬
‫ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﻭﺇﺧﺮﺍﺟﻬﺎ ﺇﱃ ﺣﻴﺰ ﺍﻟﻮﺍﻗﻊ ﺍﻟﻌﻤﻠﻲ‪.‬‬

‫‪ 1-4‬ﺍﳌﺘﻄﻠﺒﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪ :‬ﻭﺗﺘﻤﺜﻞ ﻓﻴﻤﺎ ﻳﻠﻲ ‪:‬‬

‫ﺃ‪ -‬ﻭﺿﻊ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﻭﺧﻄﻂ ﺍﻟﺘﺄﺳﻴﺲ‪ :‬ﻭﻳﺘﻄﻠﺐ ﺫﻟﻚ ﺗﺸﻜﻴﻞ ﺇﺩﺍﺭﺓ ﺃﻭ ﻫﻴﺌﺔ ﻟﺘﺨﻄﻴﻂ ﻭﻣﺘﺎﺑﻌﺔ ﻭﺗﻨﻔﻴﺬ ﻭﻭﺿﻊ ﺍﳋﻄﻂ ﳌﺸﺮﻭﻉ‬
‫ﺍﻹﺩﺍﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﻭﺍﻻﺳﺘﻌﺎﻧﺔ ﺑﺎﳉﻬﺎﺕ ﺍﻻﺳﺘﺸﺎﺭﻳﺔ ﻭﺍﻟﺒﺤﺜﻴﺔ ﻟﺪﺭﺍﺳﺔ ﻭﻭﺿﻊ ﺍﳌﻮﺍﺻﻔﺎﺕ ﺍﻟﻌﺎﻣﺔ ﻭﻣﻘﺎﻳﻴﺲ ﺍﻹﺩﺍﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ‪ ،‬ﻭﺍﻟﺘﻜﺎﻣﻞ‬
‫ﻭﺍﻟﺘﻮﺍﻓﻖ ﺑﲔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺮﺗﺒﻄﺔ ﺑﺄﻛﺜﺮ ﻣﻦ ﺟﻬﺔ‪.11‬‬
‫ﺏ‪ -‬ﺍﻟﻘﻴﺎﺩﺓ ﻭﺍﻟﺪﻋﻢ ﺍﻹﺩﺍﺭﻱ‪ :‬ﻣﻦ ﺃﻫﻢ ﺍﻟﻌﻮﺍﻣﻞ ﺍﳌﺆﺛﺮﺓ ﰲ ﺃﻱ ﻣﺸﺮﻭﻉ ﻛﺎﻥ ﻫﻮ ﺍﻟﻘﻴﺎﺩﺓ ﻭﻫﻲ ﺍﳌﻔﺘﺎﺡ ﺍﻟﺮﺋﻴﺴﻲ ﻟﻨﺠﺎﺡ ﺃﻭ ﻓﺸﻞ ﺃﻱ‬
‫ﻣﻨﻬﺎ‪ ،‬ﺇﺫ ﺃﻥ ﺩﻋﻢ ﺍﻹﺩﺍﺭﺓ ﻭﻗﺪﺭ‪‬ﺎ ﻋﻠﻰ ﺇﳚﺎﺩ ﺑﻴﺌﺔ ﻣﻨﺎﺳﺒﺔ ﻟﻠﻌﻤﻞ ﺗﻠﻌﺐ ﺩﻭﺭﺍ ﺭﺋﻴﺴﻴﺎ ﰲ ﳒﺎﺡ ﺃﻱ ﻋﻤﻞ ﺃﻭ ﻓﺸﻠﻪ‪ ،‬ﻛﻤﺎ ﺃﻥ ﺍﻟﺘﺰﺍﻡ ﺍﻟﻘﻴﺎﺩﺓ‬
‫ﻳﻌﺘﱪ ﺃﻣﺮﺍ ﺿﺮﻭﺭﻳﺎ ﻟﺪﻋﻢ ﻛﻞ ﻧﻘﻄﺔ ﻣﻦ ﻧﻘﺎﻁ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍﳌﺆﺳﺴﺔ‪ ،‬ﻛﺬﻟﻚ ﻣﺘﺎﺑﻌﺔ ﺍﻟﻘﻴﺎﺩﺓ ﻟﻠﻤﺸﺮﻭﻉ ﻭﺗﻘﺪﱘ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺮﺗﺪﺓ ﺳﻴﻀﻤﻦ‬
‫ﳒﺎﺡ ﺍﳌﺸﺮﻭﻉ ﻭﺗﻄﻮﻳﺮﻩ‪ ،‬ﻛﻤﺎ ﺃﻥ ﻗﻨﺎﻋﺔ ﻭﺍﻫﺘﻤﺎﻡ ﻭﻣﺴﺎﻧﺪﺓ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﻟﺘﻄﺒﻴﻖ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﺍﳌﺆﺳﺴﺎﺕ ﻛﺎﻓﺔ ﻳﻌﺘﱪ ﺃﺣﺪ‬
‫ﺍﻟﻌﻮﺍﻣﻞ ﺍﳊﺮﺟﺔ ﻭﺍﳌﺴﺎﻋﺪﺓ ﰲ ﲢﻘﻴﻖ ﳒﺎﺡ ﺗﻄﺒﻴﻖ ﺍﻹﺩﺍﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ‪.12‬‬

‫ﺝ‪ -‬ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ‪ :‬ﺃﺻﺒﺢ ﺍﻟﻨﻤﻮﺫﺝ ﺍﳍﺮﻣﻲ ﺍﻟﺘﻘﻠﻴﺪﻱ ﻟﻠﻤﺆﺳﺴﺔ ﺍﻟﺬﻱ ﻭﺍﻛﺐ ﻋﺼﺮ ﺍﻟﺼﻨﺎﻋﺔ ﱂ ﻳﻌﺪ ﻣﻼﺋﻤﺎ ﻟﻨﻤﺎﺫﺝ ﺍﻷﻋﻤﺎﻝ‬
‫ﺍﳉﺪﻳﺪﺓ ﰲ ﻋﺼﺮ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﻷﻋﻤﺎﻝ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ‪ ،‬ﺇﺫ ﳒﺪ ﺃﻥ ﺍﳍﻴﺎﻛﻞ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﺍﳌﻼﺋﻤﺔ ﻟﻸﻋﻤﺎﻝ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﻫﻲ ﺍﳌﺼﻔﻮﻓﺎﺕ‬
‫ﻭﺍﻟﺸﺒﻜﺎﺕ ﻭﺗﻨﻈﻴﻤﺎﺕ ﺍﳋﻼﻳﺎ ﺍﳊﻴﺔ ﺍﳌﺮﺗﺒﺔ ﺑﻨﺴﻴﺞ ﺍﻻﺗﺼﺎﻻﺕ‪ .13‬ﻭﻳﺘﻄﻠﺐ ﺗﻄﺒﻴﻖ ﺍﻹﺩﺍﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺇﺟﺮﺍﺀ ﺗﻐﲑﺍﺕ ﰲ ﺍﳉﻮﺍﻧﺐ ﺍﳍﻴﻜﻠﻴﺔ‬
‫ﻭﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﻭﺍﻹﺟﺮﺍﺀﺍﺕ ﻭﺍﻷﺳﺎﻟﻴﺐ‪ ،‬ﲝﻴﺚ ﺗﺘﻨﺎﺳﺐ ﻣﻊ ﻣﺒﺎﺩﺉ ﺍﻹﺩﺍﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﻭﺫﻟﻚ ﻋﻦ ﻃﺮﻳﻖ ﺍﺳﺘﺤﺪﺍﺙ ﺇﺩﺍﺭﺍﺕ ﺟﺪﻳﺪﺓ ﺃﻭ ﺇﻟﻐﺎﺀ‬
‫ﺃﻭ ﺩﻣﺞ ﺑﻌﺾ ﺍﻹﺩﺍﺭﺍﺕ ﻣﻊ ﺑﻌﻀﻬﺎ‪ ،‬ﻭﺇﻋﺎﺩﺓ ﺍﻹﺟﺮﺍﺀﺍﺕ ﻭﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻟﺪﺍﺧﻠﻴﺔ ﲟﺎ ﻳﻜﻔﻞ ﺗﻮﻓﲑ ﺍﻟﻈﺮﻭﻑ ﺍﳌﻼﺋﻤﺔ ﻟﺘﻄﺒﻴﻖ ﺍﻹﺩﺍﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ‬
‫ﺑﺸﻜﻞ ﺃﺳﺮﻉ ﻭﺃﻛﺜﺮ ﻛﻔﺎﺀﺓ ﻭﻓﺎﻋﻠﻴﺔ ﻣﻊ ﻣﺮﺍﻋﺎﺓ ﺃﻥ ﻳﺘﻢ ﺫﻟﻚ ﺍﻟﺘﺤﻮﻝ ﰲ ﺇﻃﺎﺭ ﺯﻣﲏ ﻣﺘﺪﺭﺝ ﻣﻦ ﺍﳌﺮﺍﺣﻞ ﺍﻟﺘﻄﻮﺭﻳﺔ‪.14‬‬
‫ﺩ‪ -‬ﺗﻌﻠﻴﻢ ﻭﺗﺪﺭﻳﺐ ﺍﻟﻌﺎﻣﻠﲔ‪ ،‬ﺗﻮﻋﻴﺔ ﻭﺗﺜﻘﻴﻒ ﺍﳌﺘﻌﺎﻣﻠﲔ‪ :‬ﺗﺘﻄﻠﺐ ﺍﻹﺩﺍﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺇﺣﺪﺍﺙ ﺗﻐﲑﺍﺕ ﺟﺬﺭﻳﺔ ﰲ ﻧﻮﻋﻴﺔ ﺍﳌﻮﺍﺭﺩ‬
‫ﺍﻟﺒﺸﺮﻳﺔ ﺍﳌﻼﺋﻤﺔ ﳍﺎ ﻭﻫﺬﺍ ﻳﻌﲏ ﺇﻋﺎﺩﺓ ﺍﻟﻨﻈﺮ ﺑﻨﻈﻢ ﺍﻟﺘﻌﻠﻴﻢ ﻭﺍﻟﺘﺪﺭﻳﺐ ﺍﳊﺎﻟﻴﺔ ﳌﻮﺍﻛﺒﺔ ﻣﺘﻄﻠﺒﺎﺕ ﺍﻟﺘﺤﻮﻝ ﺍﳉﺪﻳﺪ ﲟﺎ ﰲ ﺫﻟﻚ ﺇﻋﺪﺍﺩ ﺍﳋﻄﻂ‬
‫ﻭﺍﻟﱪﺍﻣﺞ ﻭﺍﻷﺳﺎﻟﻴﺐ ﺍﻟﺘﻌﻠﻴﻤﻴﺔ ﻭﺍﻟﺘﺪﺭﻳﺒﻴﺔ ﻋﻠﻰ ﻛﺎﻓﺔ ﺍﳌﺴﺘﻮﻳﺎﺕ‪ ،‬ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﺗﻮﻋﻴﺔ ﺃﻓﺮﺍﺩ ﺍ‪‬ﺘﻤﻊ ﺑﺜﻘﺎﻓﺔ ﻭﻃﺒﻴﻌﺔ ﺍﻹﺩﺍﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﻭ‪‬ﻴﺌﺔ‬
‫ﺍﻻﺳﺘﻌﺪﺍﺩ ﺍﻟﻨﻔﺴﻲ ﻭﺍﻟﺴﻠﻮﻛﻲ ﻭﺍﻟﺘﻘﲏ ﻭﺍﳌﺎﺩﻱ ﻭﻏﲑ ﺫﻟﻚ ﻣﻦ ﻣﺘﻄﻠﺒﺎﺕ ﺍﻟﺘﻜﻴﻒ ﻣﻊ ﻣﺘﻄﻠﺒﺎﺕ ﺍﻹﺩﺍﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ‪.15‬‬

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‫________________________________________________________________________________________________________________________________________ ﳎﻠﺔ ﺍﻟﺒﺎﺣﺚ ‪ -‬ﻋﺪﺩ ‪2011 / 09‬‬

‫ﻩ‪ -‬ﻭﺿﻊ ﺍﻷﻃﺮ ﺍﻟﺘﺸﺮﻳﻌﻴﺔ ﻭﲢﺪﻳﺜﻬﺎ ﻭﻓﻘﺎ ﻟﻠﻤﺴﺘﺠﺪﺍﺕ‪ :‬ﺃﻱ ﺇﺻﺪﺍﺭ ﺍﻟﻘﻮﺍﻧﲔ ﻭﺍﻷﻧﻈﻤﺔ ﻭﺍﻹﺟﺮﺍﺀﺍﺕ ﺍﻟﱵ ﺗﺴﻬﻞ ﺍﻟﺘﺤﻮﻝ ﳓﻮ‬
‫ﺍﻹﺩﺍﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﻭﺗﻠﱯ ﻣﺘﻄﻠﺒﺎﺕ ﺍﻟﺘﻜﻴﻒ ﻣﻌﻬﺎ‪ ،‬ﻷﻥ ﻣﻌﻈﻢ ﺍﻟﺘﺸﺮﻳﻌﺎﺕ ﻭﺍﻟﻘﻮﺍﻧﲔ ﻧﺸﺄﺕ ﰲ ﺑﻴﺌﺔ ﺗﻘﻠﻴﺪﻳﺔ‪ ،‬ﻟﺬﺍ ﻓﺈ‪‬ﺎ ﻗﺪ ﺃﺳﺴﺖ ﻷﺩﺍﺀ‬
‫ﺍﻟﻌﻤﻞ ﻭﻓﻘﺎ ﳌﻌﺎﻳﲑ ﺍﻻﻧﺘﻘﺎﻝ ﻭﺍﻟﻠﻘﺎﺀ ﺍﳌﺒﺎﺷﺮ ﺑﲔ ﺍﳌﻮﻇﻒ ﻭﻃﺎﻟﺐ ﺍﳋﺪﻣﺔ‪ ،‬ﻭﻛﺬﺍ ﺍﻻﻋﺘﻤﺎﺩ ﻋﻠﻰ ﺷﻬﺎﺩﺍﺕ ﺍﻹﺛﺒﺎﺕ ﺍﳌﻮﺛﻘﺔ‪ ،‬ﻭﺑﺎﻟﻄﺒﻊ ﻓﺈﻥ‬
‫ﺍﻟﺘﺤﻮﻝ ﺇﱃ ﺍﻹﺩﺍﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﳛﺘﺎﺝ ﺑﻴﺌﺔ ﻗﺎﻧﻮﻧﻴﺔ ﻭﺗﺸﺮﻳﻌﻴﺔ ﳐﺘﻠﻔﺔ‪ .16‬ﻛﻤﺎ ﺃﻥ ﻭﺟﻮﺩ ﺍﻟﺘﺸﺮﻳﻌﺎﺕ ﻭﺍﻟﻨﺼﻮﺹ ﺍﻟﻘﺎﻧﻮﻧﻴﺔ ﻳﺴﻬﻞ ﻋﻤﻞ‬
‫ﺍﻹﺩﺍﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﻭﻳﻀﻔﻲ ﻋﻠﻴﻬﺎ ﺍﳌﺸﺮﻭﻋﻴﺔ ﻭﺍﳌﺼﺪﺍﻗﻴﺔ ﻋﻠﻰ ﻛﺎﻓﺔ ﺍﻟﻨﺘﺎﺋﺞ ﺍﻟﻘﺎﻧﻮﻧﻴﺔ ﺍﳌﺘﺮﺗﺒﺔ ﻋﻠﻴﻬﺎ‪.17‬‬

‫‪ 2-4‬ﺍﳌﺘﻄﻠﺒﺎﺕ ﺍﻟﺒﺸﺮﻳﺔ‪ :‬ﻳﻌﺘﱪ ﺍﻟﻌﻨﺼﺮ ﺍﻟﺒﺸﺮﻱ ﻣﻦ ﺃﻫﻢ ﺍﳌﻮﺍﺭﺩ ﺍﻟﱵ ﳝﻜﻦ ﺍﺳﺘﺜﻤﺎﺭﻫﺎ ﻟﺘﺤﻘﻴﻖ ﺍﻟﻨﺠﺎﺡ ﰲ ﺃﻱ ﻣﺸﺮﻭﻉ ﻭﰲ ﺃﻱ ﻣﺆﺳﺴﺔ‪،‬‬
‫ﻭﻟﻪ ﺃﳘﻴﺔ ﻛﺒﲑﺓ ﰲ ﺗﻄﺒﻴﻖ ﺍﻹﺩﺍﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺣﻴﺚ ﻳﻌﺘﱪ ﺍﳌﻨﺸﺄ ﻟﻺﺩﺍﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ‪ ،‬ﻓﻬﻮ ﺍﻟﺬﻱ ﺍﻛﺘﺸﻔﻬﺎ ﰒ ﻃﻮﺭﻫﺎ ﻭﺳﺨﺮﻫﺎ ﻟﺘﺤﻘﻴﻖ‬
‫ﺃﻫﺪﺍﻓﻬﺎ ﺍﻟﱵ ﻳﺼﺒﻮ ﺇﻟﻴﻬﺎ‪ ،‬ﻟﺬﻟﻚ ﻓﺈﻥ ﺍﻹﺩﺍﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﻣﻦ ﻭ ﺇﱃ ﺍﻟﻌﻨﺼﺮ ﺍﻟﺒﺸﺮﻱ‪ .18‬ﻓﻬﻢ ﺍﳋﱪﺍﺀ ﻭﺍﳌﺨﺘﺼﻮﻥ ﺍﻟﻌﺎﻣﻠﻮﻥ ﰲ ﺣﻘﻞ ﺍﳌﻌﺮﻓﺔ‪،‬‬
‫ﺍﻟﺬﻳﻦ ﳝﺜﻠﻮﻥ ﺍﻟﺒﻨﻴﺔ ﺍﻹﻧﺴﺎﻧﻴﺔ ﻭﺭﺃﺱ ﺍﳌﺎﻝ ﺍﻟﻔﻜﺮﻱ ﰲ ﺍﳌﺆﺳﺴﺔ‪ ،‬ﻳﺘﻮﻟﻮﻥ ﺇﺩﺍﺭﺓ ﺍﻟﺘﻌﺎﺿﺪ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻲ ﻟﻌﻨﺎﺻﺮ ﺍﻹﺩﺍﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﻭﻣﻨﻬﻢ‪:‬‬
‫ﺍﳌﺪﻳﺮﻭﻥ ﻭﺍﻟﻮﻛﻼﺀ ﻭﺍﳌﺴﺎﻋﺪﻭﻥ‪ ،‬ﺍﳌﱪﳎﻮﻥ‪ ،‬ﺿﺎﺑﻂ ﺍﻟﺒﻴﺎﻧﺎﺕ‪ ،‬ﻭﺍﳌﺸﻐﻞ ﺃﻭ ﺍﶈﺮﺭ‪.19‬‬

‫‪ 3-4‬ﺍﳌﺘﻄﻠﺒﺎﺕ ﺍﻟﺘﻘﻨﻴﺔ ‪ :‬ﻭﺗﺘﻤﺜﻞ ﰲ ﺗﻮﻓﲑ ﺍﻟﺒﻨﻴﺔ ﺍﻟﺘﺤﺘﻴﺔ ﻟﻺﺩﺍﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﻭﺍﻟﱵ ﺗﺸﻤﻞ ﺗﻄﻮﻳﺮ ﻭﲢﺴﲔ ﺷﺒﻜﺔ ﺍﻻﺗﺼﺎﻻﺕ ﲝﻴﺚ‬
‫ﺗﻜﻮﻥ ﻣﺘﻜﺎﻣﻠﺔ ﻭﺟﺎﻫﺰﺓ ﻟﻼﺳﺘﺨﺪﺍﻡ ﻭﺍﺳﺘﻴﻌﺎﺏ ﺍﻟﻜﻢ ﺍﳍﺎﺋﻞ ﻣﻦ ﺍﻻﺗﺼﺎﻻﺕ ﰲ ﺁﻥ ﻭﺍﺣﺪ‪ ،‬ﻟﻜﻲ ﲢﻘﻖ ﺍﳍﺪﻑ ﻣﻦ ﺍﺳﺘﺨﺪﺍﻡ ﺷﺒﻜﺔ‬
‫ﺍﻹﻧﺘﺮﻧﺖ‪ ،‬ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﺗﻮﻓﲑ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﻟﺮﻗﻤﻴﺔ ﺍﳌﻼﺋﻤﺔ ﻣﻦ ﲡﻬﻴﺰﺍﺕ ﻭﺣﺎﺳﺒﺎﺕ ﺁﻟﻴﺔ ﻭﺃﺟﻬﺰﺓ ﻭﻣﻌﺪﺍﺕ ﻭﺃﻧﻈﻤﺔ ﻭﻗﻮﺍﻋﺪ ﺍﻟﺒﻴﺎﻧﺎﺕ‬
‫ﻭﺍﻟﱪﺍﻣﺞ‪ ،‬ﻭﺗﻮﻓﲑ ﺧﺪﻣﺎﺕ ﺍﻟﱪﻳﺪ ﺍﻟﺮﻗﻤﻲ‪ ،‬ﻭﺗﻮﻓﲑ ﻛﻞ ﺫﻟﻚ ﺑﺎﻻﺳﺘﺨﺪﺍﻡ ﺍﻟﻔﺮﺩﻱ ﺃﻭ ﺍﳌﺆﺳﺴﻲ ﻋﻠﻰ ﺃﻭﺳﻊ ﻧﻄﺎﻕ ﳑﻜﻦ‪.20‬‬
‫ﻭﻋﻠﻰ ﺍﻟﻌﻤﻮﻡ ﻓﺎﻥ ﺍﻟﺒﻨﻴﺔ ﺍﻟﺘﺤﺘﻴﺔ ﺍﻟﺘﻘﻨﻴﺔ ﺗﻨﻘﺴﻢ ﺇﱃ ‪:‬‬
‫ﺃ‪ -‬ﺍﻟﺒﻨﻴﺔ ﺍﻟﺘﺤﺘﻴﺔ ﺍﻟﺼﻠﺒﺔ ﻟﻸﻋﻤﺎﻝ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ‪ :‬ﻭﺗﺘﻤﺜﻞ ﰲ ﻛﻞ ﺍﻟﺘﻮﺻﻴﻼﺕ ﺍﻷﺭﺿﻴﺔ ﻭﺍﳋﻠﻮﻳﺔ ﻋﻦ ﺑﻌﺪ ﻭﺃﺟﻬﺰﺓ ﺍﳊﺎﺳﻮﺏ‬
‫ﻭﺍﻟﺸﺒﻜﺎﺕ ﻭﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺎﺩﻳﺔ ﺍﻟﻀﺮﻭﺭﻳﺔ ﳌﻤﺎﺭﺳﺔ ﺍﻷﻋﻤﺎﻝ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﻭﺗﺒﺎﺩﻝ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺇﻟﻜﺘﺮﻭﻧﻴﺎ‪.‬‬
‫ﺏ‪ -‬ﺍﻟﺒﻨﻴﺔ ﺍﻟﺘﺤﺘﻴﺔ ﺍﻟﻨﺎﻋﻤﺔ ﻟﻸﻋﻤﺎﻝ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ‪ :‬ﻭﺗﺸﻤﻞ ﳎﻤﻮﻋﺔ ﺍﳋﺪﻣﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﳋﱪﺍﺕ ﻭﺑﺮﳎﻴﺎﺕ ﺍﻟﻨﻈﻢ ﺍﻟﺘﺸﻐﻴﻠﻴﺔ‬
‫ﻟﻠﺸﺒﻜﺎﺕ ﻭﺑﺮﳎﻴﺎﺕ ﺍﻟﺘﻄﺒﻴﻘﺎﺕ ﺍﻟﱵ ﻳﺘﻢ ﻣﻦ ﺧﻼﳍﺎ ﺇﳒﺎﺯ ﻭﻇﺎﺋﻒ ﺍﻷﻋﻤﺎﻝ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ‪.21‬‬
‫ﺝ ‪ -‬ﺷﺒﻜﺎﺕ ﺍﻻﺗﺼﺎﻝ‪ :‬ﺃﻫﻢ ﻫﺬﻩ ﺍﻟﺸﺒﻜﺎﺕ ‪:‬‬
‫‪ -‬ﺷﺒﻜﺔ ﺍﻻﻧﺘﺮﻧﺖ )‪ : (internet‬ﻭﻫﻲ ﻋﺒﺎﺭﺓ ﻋﻦ ﺷﺒﻜﺔ ﻋﻤﻼﻗﺔ ﻣﻦ ﺍﳊﻮﺍﺳﻴﺐ ﺍﳌﺘﺸﺎﺑﻜﺔ ﺣﻮﻝ ﺍﻟﻌﺎﱂ ﻭﺗﺮﺑﻂ ﺍ‪‬ﺘﻤﻌﺎﺕ ﺑﻜﻞ‬
‫ﻗﻄﺎﻋﺎ‪‬ﺎ ﻭﻧﺸﺎﻃﺎ‪‬ﺎ ﺍﳌﺨﺘﻠﻔﺔ‪.‬ﲤﻜﻦ ﻣﺴﺘﻌﻤﻠﻴﻬﺎ ﻣﻦ ﺍﻟﻮﺻﻮﻝ ﺇﱃ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺨﺘﻠﻔﺔ ﻋﻦ ﻃﺮﻳﻖ ﻫﺬﻩ ﺍﳊﻮﺍﺳﻴﺐ‪. 22‬‬
‫‪ -‬ﺍﻟﺸﺒﻜﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ﺃﻭ ﺍﻻﻧﺘﺮﺍﻧﺖ )‪ : (Intranet‬ﻫﻲ ﺷﺒﻜﺔ ﺍﺗﺼﺎﻝ ﺧﺎﺻﺔ ﺗﺴﺘﺨﺪﻡ ﺍﳌﻮﺍﺭﺩ ﺍﳌﺘﺎﺣﺔ ﻟﻼﻧﺘﺮﻧﺖ ﺑﻐﻴﺔ ﺗﻮﺯﻳﻊ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﺩﺍﺧﻞ ﺍﳌﺆﺳﺴﺔ‪ ،‬ﻭﳝﻜﻦ ‪‬ﻤﻮﻋﺎﺕ ﺧﺎﺻﺔ ﻓﻘﻂ ﻣﻦ ﺍﻟﻮﺻﻮﻝ ﺇﻟﻴﻬﺎ‪.23‬‬

‫‪ -‬ﺍﻟﺸﺒﻜﺔ ﺍﳋﺎﺭﺟﻴﺔ ﺃﻭ ﺍﻻﻛﺴﺘﺮﺍﻧﺖ )‪ : (Extranet‬ﻭﻫﻲ ﺍﻣﺘﺪﺍﺩ ﻟﻠﺸﺒﻜﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ﲝﻴﺚ ﺗﺴﻤﺢ ‪‬ﻤﻮﻋﺎﺕ ﺧﺎﺭﺟﻴﺔ ﻭﺍﻟﱵ ﳍﺎ‬
‫ﻋﻼﻗﺔ ﺑﻄﺒﻴﻌﺔ ﻧﺸﺎﻁ ﺍﳌﺆﺳﺴﺔ )ﻛﺎﳌﻮﺭﺩﻳﻦ‪ ،‬ﺍﻟﺰﺑﺎﺋﻦ‪ ،‬ﻭﺃﻃﺮﺍﻑ ﺃﺧﺮﻯ( ﺑﺎﻻﻃﻼﻉ ﻋﻠﻰ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ ﻳﺘﻢ ﻋﺮﺿﻬﺎ ﺑﻮﺍﺳﻄﺔ ﺍﻻﻧﺘﺮﺍﻧﺖ‪.24‬‬
‫ﻭﻣﺎ ﳚﺐ ﺍﻹﺷﺎﺭﺓ ﺇﻟﻴﻪ‪ ،‬ﻫﻮ ﺃﻥ ﺷﺒﻜﱵ ﺍﻹﻧﺘﺮﺍﻧﺖ ﻭﺍﻹﻛﺴﺘﺮﺍﻧﺖ ﺗﺴﺘﺨﺪﻡ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻟﻼﻧﺘﻘﺎﻝ ﺑﺎﳌﺆﺳﺴﺔ ﺇﱃ ﻣﺴﺘﻮﻯ‬
‫ﺍﻟﻌﻤﻞ ﺑﺎﻹﺩﺍﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﰲ ﺑﻴﺌﺘﻬﺎ ﺍﻟﺪﺍﺧﻠﻴﺔ‪ ،‬ﻭﰲ ﺇﺩﺍﺭﺓ ﻋﻼﻗﺎ‪‬ﺎ ﻣﻊ ﺑﻴﺌﺘﻬﺎ ﺍﳋﺎﺭﺟﻴﺔ‪ .‬ﻓﻔﻲ ﺍﻟﻮﻗﺖ ﺍﻟﺬﻱ ﺗﺮﺑﻂ ﺷﺒﻜﺔ ﺍﻹﻧﺘﺮﺍﻧﺖ ﺃﻭﺻﺎﻝ‬
‫ﺍﳌﺆﺳﺴﺔ ﰲ ﺍﻟﺪﺍﺧﻞ ﻓﺈﻥ ﺷﺒﻜﺔ ﺍﻹﻛﺴﺘﺮﺍﻧﺖ ﺗﺴﺘﺨﺪﻡ ﻟﺒﻨﺎﺀ ﺭﻭﺍﺑﻂ ﺍﺗﺼﺎﻻﺕ ﺇﻟﻜﺘﺮﻭﻧﻴﺔ ﻣﺒﺎﺷﺮﺓ ﻭ ﻓﻮﺭﻳﺔ ﻣﻊ ﺍﻟﺰﺑﺎﺋﻦ ﻣﻦ ﺟﻬﺔ ﻭﺍ‪‬ﻬﺰﻳﻦ‬
‫ﻣﻦ ﺟﻬﺔ ﺃﺧﺮﻯ‪.25‬‬

‫‪ 4-4‬ﺍﳌﺘﻄﻠﺒﺎﺕ ﺍﻷﻣﻨﻴﺔ ‪ :‬ﺗﻌﺪ ﻣﺴﺄﻟﺔ ﺃﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻣﻦ ﺃﻫﻢ ﻣﻌﻀﻼﺕ ﺍﻟﻌﻤﻞ ﺇﻟﻜﺘﺮﻭﻧﻴﺎ ؛ ﲟﻌﲎ ﺃﻥ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﻟﻮﺛﺎﺋﻖ ﺍﻟﱵ ﳚﺮﻯ‬
‫ﺣﻔﻈﻬﺎ ﻭﺗﻄﺒﻴﻖ ﺇﺟﺮﺍﺀﺍﺕ ﺍﳌﻌﺎﳉﺔ ﻭﺍﻟﻨﻘﻞ ﻋﻠﻴﻬﺎ ﺇﻟﻜﺘﺮﻭﻧﻴﺎ ﻟﺘﻨﻔﻴﺬ ﻣﺘﻄﻠﺒﺎﺕ ﺍﻟﻌﻤﻞ ﳚﺐ ﺍﳊﻔﺎﻅ ﻋﻠﻰ ﺃﻣﻨﻬﺎ‪ ،26‬ﺣﻴﺚ ﳚﺐ ﺗﻮﻓﺮ ﺍﻷﻣﻦ‬
‫ﺍﻻﻟﻜﺘﺮﻭﱐ ﻭﺍﻟﺴﺮﻳﺔ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﻋﺎﻝ ﳊﻤﺎﻳﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﻮﻃﻨﻴﺔ ﻭﺍﻟﺸﺨﺼﻴﺔ ﻭﻟﺼﻮﻥ ﺍﻷﺭﺷﻴﻒ ﺍﻻﻟﻜﺘﺮﻭﱐ ﻣﻦ ﺃﻱ ﻋﺒﺚ‬

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‫ﺍﳉﺰﺍﺋﺮ(‬ ‫ﻣﺴﺎﳘﺔ ﺍﻹﺩﺍﺭﺓ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ﰲ ﺗﻄﻮﻳﺮ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ ﲟﺆﺳﺴﺎﺕ ﺍﻟﺘﻌﻠﻴﻢ ﺍﻟﻌﺎﱄ )ﺩﺭﺍﺳﺔ ﺣﺎﻟﺔ ﻛﻠﻴﺔ ﺍﻟﻌﻠﻮﻡ ﻭﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﲜﺎﻣﻌﺔ ‪ -‬ﺑﺴﻜﺮﺓ –‬

‫ﻭﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺃﻣﻦ ﺍﻟﺪﻭﻟﺔ ﺃﻭ ﺍﻷﻓﺮﺍﺩ ﺇﻣﺎ ﺑﻮﺿﻊ ﺍﻷﻣﻦ ﰲ ﺑﺮﳎﻴﺎﺕ ﺍﻟﱪﺗﻮﻛﻮﻝ ﻟﻠﺸﺒﻜﺔ ﺃﻭ ﺑﺎﺳﺘﺨﺪﺍﻡ ﺍﻟﺘﻮﻗﻴﻊ ﺍﻻﻟﻜﺘﺮﻭﱐ ﺃﻭ ﺑﻜﻠﻤﺔ‬
‫ﻣﺮﻭﺭ‪.27‬‬
‫ﻭﻟﺘﺤﻘﻴﻖ ﺃﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺗﻘﻠﻴﺺ ﺍﻟﺘﺄﺛﲑﺍﺕ ﺍﻟﺴﻠﺒﻴﺔ ﻋﻠﻰ ﺍﺳﺘﺨﺪﺍﻡ ﺷﺒﻜﺔ ﺍﻻﻧﺘﺮﻧﺖ ﻓﺈﻥ ﺍﻹﺩﺍﺭﺓ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ﺗﺘﻄﻠﺐ ﺍﻟﻘﻴﺎﻡ ﺑﺒﻌﺾ‬
‫ﺍﻹﺟﺮﺍﺀﺍﺕ ﻣﻨﻬﺎ‪: 28‬‬
‫‪ -‬ﻭﺿﻊ ﺍﻟﺴﻴﺎﺳﺎﺕ ﺍﻷﻣﻨﻴﺔ ﻟﺘﻘﻨﻴﺎﺕ ﺍﳌﻌﻠﻮﻣﺎﺕ ﲟﺎ ﻓﻴﻬﺎ ﺧﺪﻣﺔ ﺍﻻﻧﺘﺮﻧﺖ‪.‬‬
‫‪ -‬ﺗﺒﲏ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻭﻃﻨﻴﺔ ﻷﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ ﲝﻴﺚ ﻳﻀﻤﻦ ﺗﻌﺎﻭﻥ ﺃﺟﻬﺰﺓ ﺍﻟﻘﻄﺎﻋﲔ ﺍﻟﻌﺎﻡ ﻭﺍﳋﺎﺹ‪.‬‬
‫‪ -‬ﻭﺿﻊ ﺍﻟﻘﻮﺍﻧﲔ ﻭﺍﻟﻠﻮﺍﺋﺢ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﺍﻟﱵ ﲢﺪ ﻣﻦ ﺍﻟﺴﻄﻮ ﺍﻻﻟﻜﺘﺮﻭﱐ ﻭﺍﻧﺘﻬﺎﻛﺎﺕ ﺧﺼﻮﺻﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﺍﻹﺩﺍﺭﺓ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ‪.‬‬
‫ﻭﻫﻨﺎﻙ ﻋﺪﺓ ﻣﺘﻄﻠﺒﺎﺕ ﺃﺧﺮﻯ ﳊﻤﺎﻳﺔ ﺃﻣﻦ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﻫﻲ‪:29‬‬
‫‪ -‬ﳚﺐ ﻋﻠﻰ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﰲ ﺍﳌﺆﺳﺴﺔ ﺩﻋﻢ ﺃﻣﻦ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻟﺪﻳﻬﺎ‪ ،‬ﻭﺃﻥ ﺗ‪‬ﻜﻞ ﻫﺬﻩ ﺍﳌﺴﺆﻭﻟﻴﺔ ﻷﺷﺨﺎﺹ ﳏﺪﺩﻳﻦ‪.‬‬
‫‪ -‬ﲢﺪﻳﺪ ﺍﳊﻤﺎﻳﺔ ﺍﻟﻼﺯﻣﺔ ﻟﻨﻈﻢ ﺍﻟﺘﺸﻐﻴﻞ ﻭﺍﻟﺘﻄﺒﻴﻘﺎﺕ ﺍﳌﺨﺘﻠﻔﺔ‪.‬‬
‫‪ -‬ﲢﺪﻳﺪ ﺁﻟﻴﺎﺕ ﺍﳌﺮﺍﻗﺒﺔ ﻭﺍﻟﺘﻔﺘﻴﺶ ﻟﻨﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﻟﺸﺒﻜﺎﺕ ﺍﳊﺎﺳﻮﺑﻴﺔ‪.‬‬
‫‪ -‬ﺍﻻﺣﺘﻔﺎﻅ ﺑﻨﺴﺦ ﺍﺣﺘﻴﺎﻃﻴﺔ ﻟﻨﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﺸﻜﻞ ﺁﻣﻦ‪.‬‬
‫‪ -‬ﺗﺸﻔﲑ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ ﻳﺘﻢ ﺣﻔﻈﻬﺎ ﻭﲣﺰﻳﻨﻬﺎ ﻭﻧﻘﻠﻬﺎ ﻋﻠﻰ ﳐﺘﻠﻒ ﺍﻟﻮﺳﺎﺋﻂ‪.‬‬

‫‪ -5‬ﻣﺎﻫﻴﺔ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ‬

‫ﻳﺘﻜﻮﻥ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ ﻣﻦ ﻭﻇﺎﺋﻒ ﻭﻧﺸﺎﻃﺎﺕ ﳏﺪﺩﺓ ﻳﺆﺩﻱ ﺗﻨﻔﻴﺬﻫﺎ ﺇﱃ ﺿﻤﺎﻥ ﺍﻟﺴﲑ ﺍﳊﺴﻦ ﻟﻜﺎﻓﺔ ﺃﻋﻤﺎﻝ ﺍﳌﺆﺳﺴﺔ‪ .‬ﻭﺑﺎﻟﺘﺎﱄ‬
‫ﻓﺈﻥ ﻫﺬﺍ ﺍﻷﻣﺮ ﺑﺪﻭﺭﻩ ﺳﻮﻑ ﳛﻘﻖ ﺍﻷﻫﺪﺍﻑ ﺍﳌﻨﺸﻮﺩﺓ ﻟﻠﻤﺆﺳﺴﺔ ﻭﺍﳌﺘﻤﺜﻠﺔ ﰲ ﺍﻟﺒﻘﺎﺀ ﻭﺍﻻﺳﺘﻤﺮﺍﺭ ﰲ ﺳﻮﻕ ﺍﳌﻨﺎﻓﺴﺔ‪ .‬ﻭﻋﻠﻰ ﺍﻟﻌﻤﻮﻡ‪ ،‬ﻓﺈﻥ‬
‫ﺍﳊﺪﻳﺚ ﻋﻦ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ ﻳﻌﲏ ﺍﳊﺪﻳﺚ ﻋﻦ ﺍﻟﻮﻇﺎﺋﻒ ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬

‫‪ 1-5‬ﺍﻟﺘﺨﻄﻴﻂ ‪ :‬ﺗﻌﻴﺶ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻋﻤﺎﻝ ﰲ ﻭﻗﺘﻨﺎ ﺍﳊﺎﱄ ﰲ ﻇﺮﻭﻑ ﺩﺍﺋﻤﺔ ﺍﻟﺘﻐﲑ‪ ،‬ﻓﺄﺫﻭﺍﻕ ﺍﳌﺴﺘﻬﻠﻜﲔ ﻭﺭﻏﺒﺎ‪‬ﻢ ﰲ ﺗﻄﻮﺭ ﻣﺴﺘﻤﺮ‪،‬‬
‫ﻭﻃﺮﻕ ﻭﺃﺳﺎﻟﻴﺐ ﺍﻟﻌﻤﻞ ﰲ ﺗﻄﻮﺭ ﺩﺍﺋﻢ‪ .‬ﻭﻋﻠﻴﻪ ﻓﺈﺫﺍ ﺗﺮﻛﺖ ﺍﳌﺆﺳﺴﺔ ﺃﻣﻮﺭﻫﺎ ﺗﺴﲑ ﺣﻴﺜﻤﺎ ﺍﺗﻔﻖ ﻭﻭﻓﻘﺎ ﻟﻠﺼﺪﻓﺔ‪ ،‬ﰲ ﻣﺜﻞ ﻫﺬﻩ ﺍﻟﻈﺮﻭﻑ ﻓﺈﻥ‬
‫ﺍﻟﻔﺸﻞ ﻣﺼﲑﻫﺎ ﻻ ﳏﺎﻟﺔ‪.‬‬
‫ﻣﻦ ﻫﻨﺎ ﻓﺈﻧﻪ ﻣﻦ ﺍﻟﻀﺮﻭﺭﻱ ﺃﻥ ‪‬ﺘﻢ ﺇﺩﺍﺭﺓ ﺃﻱ ﻣﺆﺳﺴﺔ ﻣﻬﻤﺎ ﻛﺎﻥ ﻧﻮﻋﻬﺎ ﺑﺪﺭﺍﺳﺔ ﻣﻮﻗﻔﻬﺎ ﺍﳊﺎﱄ ﻭﻣﺎﺫﺍ ﺗﺮﻳﺪ ﺃﻥ ﲢﻘﻖ ﰲ ﺍﳌﺴﺘﻘﺒﻞ‬
‫ﺍﻟﻘﺮﻳﺐ ﻭﺍﻟﺒﻌﻴﺪ‪ ،‬ﻭﲣﺘﺎﺭ ﺃﻧﺴﺐ ﺍﻟﻄﺮﻕ ﺍﻟﱵ ﳝﻜﻦ ﺃﻥ ﺗﻮﺻﻠﻬﺎ ﺇﱃ ﺫﺍﻟﻚ‪ .‬ﻫﺬﺍ ﻛﻠﻪ ﻻ ﳝﻜﻦ ﺃﻥ ﻳﺘﺤﻘﻖ ﺇﻻ ﻣﻦ ﺧﻼﻝ ﻋﻤﻠﻴﺔ ﺍﻟﺘﺨﻄﻴﻂ‪.‬‬
‫ﻭﺇﺫﺍ ﻧﻈﺮﻧﺎ ﻣﻦ ﺍﻟﻮﺟﻬﺔ ﺍﻟﻌﻤﻠﻴﺔ ﳒﺪ ﺃﻥ ﺍﻟﺘﺨﻄﻴﻂ ﻳﺴﺒﻖ ﻣﻨﻄﻘﻴﺎ ﺑﺎﻗﻲ ﺍﻟﻮﻇﺎﺋﻒ ﺍﻹﺩﺍﺭﻳﺔ ﺍﻷﺧﺮﻯ‪ ،‬ﻓﺎﻟﺘﺨﻄﻴﻂ ﻳﺘﻀﻤﻦ ﺍﻟﺘﺤﺪﻳﺪ ﺍﻟﻮﺍﺿﺢ‬
‫ﻭﺍﻟﺪﻗﻴﻖ ﻟﻸﻫﺪﺍﻑ ﺍﻟﱵ ﻳﻨﺒﻐﻲ ﺃﻥ ﺗﻮﺟﻪ ﺇﻟﻴﻬﺎ ﺟﻬﻮﺩ ﺍﳌﻨﻈﻤﺔ ﻭﺍﻟﻜﻴﻔﻴﺔ ﺍﻟﱵ ﳝﻜﻦ ﺃﻥ ﺗﺘﺤﻘﻖ ‪‬ﺎ‪.30‬‬
‫ﻭﻳﻌﺮﻑ ﻫﻨﺮﻱ ﻓﺎﻳﻮﻝ ﺍﻟﺘﺨﻄﻴﻂ ﺑﺄﻧﻪ ﻋﻤﻠﻴﺔ ﺍﻟﺘﻨﺒﺆ ﲟﺎ ﺳﻴﻜﻮﻥ ﻋﻠﻴﻪ ﺍﳌﺴﺘﻘﺒﻞ ﻣﻊ ﺍﻻﺳﺘﻌﺪﺍﺩ ﳍﺬﺍ ﺍﳌﺴﺘﻘﺒﻞ‪.31‬‬
‫ﻭﺗﺴﻌﻰ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻋﻤﺎﻝ ﰲ ﻭﻗﺘﻨﺎ ﺍﳊﺎﱄ ﺇﱃ ﺍﻟﺘﻤﻴﺰ ﰲ ﺍﻷﺩﺍﺀ ﻭﺍﻟﺒﺤﺚ ﻋﻦ ﺍﻷﺳﺎﻟﻴﺐ ﺍﳌﺜﻠﻰ ﺍﻟﱵ ﲤﻜﻨﻬﺎ ﻣﻦ ﺍﻟﺘﻜﻴﻒ ﻣﻊ ﻛﺎﻓﺔ‬
‫ﺍﳌﺘﻐﲑﺍﺕ ﻋﻠﻰ ﺍﻟﺼﻌﻴﺪﻳﻦ ﺍﻟﻌﺎﳌﻲ ﻭﺍﶈﻠﻲ‪ ،‬ﻭﺍﻟﻠﺤﺎﻕ ﺑﺎﻟﺘﻄﻮﺭﺍﺕ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺔ ﺍﳊﺪﻳﺜﺔ ﰲ ﺃﺳﺎﻟﻴﺐ ﺍﻹﻧﺘﺎﺝ ﻭﺍﻟﺘﺴﻮﻳﻖ ﻭﻣﻮﺍﺟﻬﺔ ﺍﳌﻨﺎﻓﺴﺔ‬
‫ﺍﻟﺪﺍﺧﻠﻴﺔ ﻭﺍﳋﺎﺭﺟﻴﺔ ‪ ،‬ﻭﲢﻘﻴﻖ ﺃﻫﺪﺍﻑ ﺍﻟﺒﻘﺎﺀ ﻭﺍﻻﺳﺘﻤﺮﺍﺭ ﻭﺍﻟﻨﻤﻮ‪.‬‬
‫‪ 2-5‬ﺍﻟﺘﻨﻈﻴﻢ ‪ :‬ﻳﻌﺘﱪ ﺍﻟﺘﻨﻈﻴﻢ ﺍﻟﻮﻇﻴﻔﺔ ﺍﻟﺜﺎﻧﻴﺔ ﺍﳌﻬﻤﺔ ﺑﲔ ﺍﻟﻮﻇﺎﺋﻒ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﻭﻫﻲ ﺗﻼﺯﻡ ﻋﻤﻠﻴﺔ ﺍﻟﺘﺨﻄﻴﻂ ﻭﺗﻌﺎﺩﳍﺎ ﰲ ﺍﻷﳘﻴﺔ‪ .‬ﻓﺎﻟﺘﻨﻈﻴﻢ ﻫﻮ‬
‫ﻭﻇﻴﻔﺔ ﻣﻦ ﻭﻇﺎﺋﻒ ﺍﳌﺴﲑ ﺗﻨﻄﻮﻱ ﻋﻠﻰ ﲢﺪﻳﺪ ﺍﻷﻧﺸﻄﺔ ﺍﳌﻄﻠﻮﺏ ﺇﳒﺎﺯﻫﺎ ﻟﺘﺤﻘﻴﻖ ﺍﻷﻫﺪﺍﻑ‪ ،‬ﻭﲢﺪﻳﺪ ﺍﻷﻓﺮﺍﺩ ﺍﻟﺬﻳﻦ ﺳﻴﻘﻮﻣﻮﻥ ﺑﺘﻨﻔﻴﺬ ﻫﺬﻩ‬
‫ﺍﻷﻧﺸﻄﺔ‪ ،‬ﲝﻴﺚ ﻳﺘﻢ ﺇﺳﻨﺎﺩ ﻧﺸﺎﻁ ﻣﻌﲔ ﺇﱃ ﺍﻟﺸﺨﺺ ﺍﻟﺬﻱ ﺗﺘﻮﺍﺀﻡ ﻗﺪﺭﺍﺗﻪ ﻣﻊ ﻣﺘﻄﻠﺒﺎﺕ ﻫﺬﺍ ﺍﻟﻨﺸﺎﻁ ﻭﲢﺪﻳﺪ ﻣﺮﺍﻛﺰ ﺍﻟﺴﻠﻄﺔ ﻭﺍﳌﺴﺆﻭﻟﻴﺔ‪،‬‬
‫ﺃﺳﺎﻟﻴﺐ ﺍﻹﺷﺮﺍﻑ ﻭﺍﻟﺘﻨﺴﻴﻖ ﺑﲔ ﺍﻷﻧﺸﻄﺔ‪ ،‬ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﺑﻨﺎﺀ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﺍﻟﺬﻱ ﻳﻮﺿﺢ ﻣﻦ ﺍﻟﺬﻱ ﻳﻘﻮﻡ ﲟﺎﺫﺍ‪ ،‬ﻭﻣﻦ ﺍﳌﺴﺆﻭﻝ ﻋﻦ‬
‫ﻣﺎﺫﺍ‪...‬ﺍﱁ ‪ ،‬ﻭﺍﻟﻨﺘﺎﺋﺞ ﺍﳌﻄﻠﻮﺏ ﲢﻘﻴﻘﻬﺎ‪.32‬‬
‫‪ 3-5‬ﺍﻟﺘﻮﺟﻴﻪ ﻭﺍﻟﻘﻴﺎﺩﺓ ‪ :‬ﺍﻟﺘﻮﺟﻴﻪ ﻫﻮ ﻋﻤﻠﻴﺔ ﺍﻟﺘﺄﺛﲑ ﻋﻠﻰ ﺳﻠﻮﻙ ﺍﻷﻓﺮﺍﺩ ﻟﻀﻤﺎﻥ ﺗﺮﻛﻴﺰ ﺟﻬﻮﺩﻫﻢ ﻭﺗﻌﺒﺌﺔ ﻃﺎﻗﺎ‪‬ﻢ ﺣﻮﻝ ﺍﳍﺪﻑ ﺍﳌﻨﺸﻮﺩ‪،‬‬
‫ﲟﺎ ﻳﺘﻄﻠﺒﻪ ﻫﺬﺍ ﺍﻷﻣﺮ ﻣﻦ ﺗﻔﻬﻢ ﻟﻄﺒﻴﻌﺔ ﺍﻟﺴﻠﻮﻙ ﺍﻹﻧﺴﺎﱐ‪ ،‬ﻭﻣﻦ ﺣﺴﻦ ﺍﻟﺘﺤﻔﻴﺰ ﻭﺍﻟﻘﻴﺎﺩﺓ ﻭﺍﻻﺗﺼﺎﻝ‪.33‬‬

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‫ﻭﺍﻟﻘﻴﺎﺩﺓ ﻫﻲ ﺟﻮﻫﺮ ﻭﻇﻴﻔﺔ ﺍﻟﺘﻮﺟﻴﻪ‪ ،‬ﻭﺑﺎﻟﺘﺎﱄ ﳝﻜﻦ ﺗﻌﺮﻳﻔﻬﺎ ﻋﻠﻰ ﺃ‪‬ﺎ ﻋﻤﻠﻴﺔ ﺍﻟﺘﺄﺛﲑ ﻋﻠﻰ ﺍﻷﻓﺮﺍﺩ ﺑﺎﲡﺎﻩ ﲢﻘﻴﻖ ﺃﻫﺪﺍﻑ ﺍﳌﺆﺳﺴﺔ‪ .‬ﻭﺍﻟﻨﻘﻄﺔ‬
‫ﺍﻷﺳﺎﺳﻴﺔ ﺍﻟﱵ ﳚﺐ ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻴﻬﺎ‪ ،‬ﻫﻲ ﺃﻥ ﺍﳌﺆﺳﺴﺎﺕ ﲝﺎﺟﺔ ﻟﻠﻘﻴﺎﺩﺓ ﺍﻟﻘﻮﻳﺔ ﻭﺍﻟﻨﻈﺎﻡ ﺍﻹﺩﺍﺭﻱ ﺍﻟﻘﻮﻱ ﻭﻫﺬﺍ ﻟﺘﺤﻘﻴﻖ ﺍﻟﻔﻌﺎﻟﻴﺔ ﻭﻣﻮﺍﺟﻬﺔ ﻛﺎﻓﺔ‬
‫ﺍﻟﺘﺤﺪﻳﺎﺕ ﺍﻟﺮﺍﻫﻨﺔ‪ ،‬ﻭﺇﳚﺎﺩ ﺭﺅﻯ ﻣﺴﺘﻘﺒﻠﻴﺔ‪ ،‬ﻭﺧﻠﻖ ﺍﻟﺘﺮﻛﻴﺐ ﺍﻟﺘﻨﻈﻴﻤﻲ ﺍﻟﻜﻒﺀ‪ ،‬ﻭﺍﻹﺷﺮﺍﻑ ﻋﻠﻰ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻟﻴﻮﻣﻴﺔ‪.34‬‬
‫‪ 4-5‬ﺍﻟﺮﻗﺎﺑﺔ ‪ :‬ﺗﻌﺘﱪ ﺍﻟﺮﻗﺎﺑﺔ ﻋﻨﺼﺮﺍ ﺭﺋﻴﺴﻴﺎ ﻭ ﻫﺎﻣﺎ ﻣﻦ ﻋﻨﺎﺻﺮ ﺍﻟﻌﻤﻠﻴﺔ ﺍﻹﺩﺍﺭﻳﺔ ﺍﻟﱵ ﻳﻘﻮﻡ ‪‬ﺎ ﺍﳌﺴﲑ ﰲ ﺃﻱ ﻣﺴﺘﻮﻯ ﺇﺩﺍﺭﻱ‪ .‬ﻭﺗﻈﻬﺮ‬
‫ﺃﳘﻴﺘﻬﺎ ﰲ ﻛﻮ‪‬ﺎ ﺃﺩﺍﺓ ﺗﻌﻤﻞ ﻋﻠﻰ ﲢﺪﻳﺪ ﻭﻗﻴﺎﺱ ﺩﺭﺟﺔ ﺃﺩﺍﺀ ﺍﻷﻧﺸﻄﺔ ﺍﻟﱵ ﺗﺘﻢ ﰲ ﺍﳌﺆﺳﺴﺎﺕ ﻣﻦ ﺃﺟﻞ ﲢﻘﻴﻖ ﺃﻫﺪﺍﻓﻬﺎ‪ .‬ﻭﺍﻟﺮﻗﺎﺑﺔ ﻋﻤﻠﻴﺔ‬
‫ﳐﻄﻄﺔ ﻭﻣﻨﻈﻤﺔ ‪‬ﺪﻑ ﺇﱃ ﻭﺿﻊ ﻣﻌﺎﻳﲑ ﻟﻸﺩﺍﺀ ﻳﻔﺘﺮﺽ ﺃﻥ ﺗﻜﻮﻥ ﻣﻮﺿﻮﻋﺔ ﺳﻠﻔﺎ ﻷﻭﺟﻪ ﺍﻟﻨﺸﺎﻃﺎﺕ ﺍﳌﺨﺘﻠﻔﺔ‪ ،‬ﻭﺗﺘﻔﻖ ﻛﺬﻟﻚ ﻣﻊ ﺍﻷﻫﺪﺍﻑ‬
‫ﺍﳌﻨﺸﻮﺩﺓ‪ .‬ﻓﻬﻲ ﺍﳉﻬﺎﺯ ﺍﻟﻌﺼﱯ ﻟﻠﻨﻈﺎﻡ ﺍﻹﺩﺍﺭﻱ ﻟﻜﻮ‪‬ﺎ ﺗﺘﻌﺮﺽ ﻟﻜﻞ ﺧﻠﻴﺔ ﻣﻦ ﺧﻼﻳﺎﻩ ﺗﺘﺄﺛﺮ ‪‬ﺎ ﻭﺗﺆﺛﺮ ﻓﻴﻬﺎ‪ .‬ﻭﻋﻠﻰ ﺍﻟﻌﻤﻮﻡ ﳝﻜﻦ ﺗﻌﺮﻳﻒ‬
‫ﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻰ ﺃ‪‬ﺎ ﻋﻤﻠﻴﺔ ﻗﻴﺎﺱ ﻭﺗﺼﺤﻴﺢ ﺃﺩﺍﺀ ﺍﻷﻧﺸﻄﺔ ﺍﳌﺴﻨﺪﺓ ﻟﻠﻤﺮﺅﻭﺳﲔ ﺑﻐﻴﺔ ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﺃﻥ ﺃﻫﺪﺍﻑ ﺍﳌﺆﺳﺴﺔ ﻭﺍﳋﻄﻂ ﺍﻟﱵ ﺻﻤﻤﺖ‬
‫ﻟﻠﻮﺻﻮﻝ ﺇﻟﻴﻬﺎ ﻗﺪ ﲢﻘﻘﺖ ﻓﻌﻼ‪.35‬‬
‫‪ 5-5‬ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ‪ :‬ﲤﺜﻞ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﺃﺣﺪ ﺍﻷﻧﺸﻄﺔ ﺍﻟﺮﺋﻴﺴﻴﺔ ﻟﻠﻘﺎﺩﺓ ﺍﻹﺩﺍﺭﻳﲔ‪ ،‬ﻭﻫﺬﻩ ﺍﻟﻌﻤﻠﻴﺔ ﺗﺘﻀﻤﻦ ﺍﻻﺧﺘﻴﺎﺭ ﺑﲔ ﺍﻟﺒﺪﺍﺋﻞ‪ ،‬ﻓﻬﻲ‬
‫ﺷﺮﻳﺎﻥ ﺍﳊﻴﺎﺓ ﻷﻱ ﻣﺆﺳﺴﺔ‪ ،‬ﻭﺇﺫﺍ ﺗﻮﻗﻒ ﻫﺬﺍ ﺍﻟﺸﺮﻳﺎﻥ ﻋﻦ ﺍﻟﻌﻤﻞ ﺗﻌﺮﺿﺖ ﺣﻴﺎﺓ ﺍﳌﺆﺳﺴﺔ ﻟﻠﺨﻄﺮ ؛ ﻓﻌﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﻫﻲ ﻧﺸﺎﻁ ﻟﻪ ﺻﻔﺔ‬
‫ﺍﻻﺳﺘﻤﺮﺍﺭﻳﺔ ﻳﻌﺘﻤﺪ ﺑﺎﻟﺪﺭﺟﺔ ﺍﻷﻭﱃ ﻋﻠﻰ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺘﺎﺣﺔ ﻋﻦ ﺍﻟﻈﺮﻭﻑ ﻭﺍﻷﻭﺿﺎﻉ ﺍﶈﻴﻄﺔ‪ .‬ﺇﺿﺎﻓﺔ ﺇﱃ ﺫﻟﻚ‪ ،‬ﻓﺈﻥ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ‬
‫ﻫﻲ ﻋﻤﻠﻴﺔ ﻣﺘﻐﻠﻐﻠﺔ ﰲ ﺍﻟﻮﻇﺎﺋﻒ ﺍﻟﺮﺋﻴﺴﻴﺔ ﺍﻟﺘﺎﻟﻴﺔ ‪ :‬ﺍﻟﺘﺨﻄﻴﻂ‪ ،‬ﺍﻟﺘﻨﻈﻴﻢ‪ ،‬ﺍﻟﺘﻮﺟﻴﻪ‪ ،‬ﻭﺍﻟﺮﻗﺎﺑﺔ‪ ،‬ﺣﻴﺚ ﳒﺪ ﺃﻥ ﻛﻞ ﻭﻇﻴﻔﺔ ﻣﻦ ﻫﺬﻩ ﺍﻟﻮﻇﺎﺋﻒ ﻻ‬
‫ﳝﻜﻦ ﳍﺎ ﺃﻥ ﺗﺘﻢ ﺃﻭ ﳝﺎﺭﺳﻬﺎ ﺍﻷﻓﺮﺍﺩ ﺩﻭﻥ ﺍﻻﻋﺘﻤﺎﺩ ﻋﻠﻰ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ‪.36‬‬

‫‪ -6‬ﻣﺴﺎﳘﺔ ﺍﻹﺩﺍﺭﺓ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ﰲ ﺗﻄﻮﻳﺮ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ‬

‫ﺇﻥ ﺍﻹﺩﺍﺭﺓ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ﳕﻂ ﺟﺪﻳﺪ ﻣﻦ ﺍﻹﺩﺍﺭﺓ ﺗﺮﻙ ﺃﺛﺎﺭﻩ ﺍﻟﻮﺍﺳﻌﺔ ﻋﻠﻰ ﺍﳌﺆﺳﺴﺎﺕ ﻭﳎﺎﻻﺕ ﻋﻤﻠﻬﺎ ﻭﻋﻠﻰ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎ‪‬ﺎ ﻭﻭﻇﺎﺋﻔﻬﺎ‪ ،‬ﻭﰲ‬
‫ﺍﻟﻮﺍﻗﻊ ﺇﻥ ﺍﻟﺘﺄﺛﲑﺍﺕ ﻻ ﺗﻌﻮﺩ ﻓﻘﻂ ﺇﱃ ﺍﻟﺒﻌﺪ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻲ ﺍﳌﺘﻤﺜﻞ ﰲ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﻟﺮﻗﻤﻴﺔ‪ ،‬ﻭﺇﳕﺎ ﺃﻳﻀﺎ ﺇﱃ ﺍﻟﺒﻌﺪ ﺍﻹﺩﺍﺭﻱ ﺍﳌﺘﻤﺜﻞ ﺑﺘﻄﻮﺭ‬
‫ﺍﳌﻔﺎﻫﻴﻢ ﺍﻹﺩﺍﺭﻳﺔ ﺍﻟﱵ ﺗﺮﺍﻛﻤﺖ ﻟﻌﻘﻮﺩ ﻋﺪﻳﺪﺓ ﻭﺃﺻﺒﺤﺖ ﺗﻌﻤﻞ ﻋﻠﻰ ﲢﻘﻴﻖ ﺍﳌﺰﻳﺪ ﻣﻦ ﺍﳌﺮﻭﻧﺔ ﺍﻹﺩﺍﺭﻳﺔ ﰲ ﺍﻟﺘﻔﻮﻳﺾ ﻭﺍﻟﺘﻤﻜﲔ ﺍﻹﺩﺍﺭﻱ‬
‫ﻭﺍﻹﺩﺍﺭﺓ ﺍﻟﻘﺎﺋﻤﺔ ﻋﻠﻰ ﺍﻟﻔﺮﻳﻖ‪ .‬ﻭﻗﺪ ﺳﺎﳘﺖ ﺍﻟﺜﻮﺭﺓ ﺍﻟﺮﻗﻤﻴﺔ ﰲ ﺇﺣﺪﺍﺙ ﺗﻐﲑﺍﺕ ﻋﻤﻴﻘﺔ ﰲ ﺑﻴﺌﺔ ﺍﻟﻌﻤﻞ ﻭﺃﺳﺎﻟﻴﺒﻪ ﺃﳘﻬﺎ‪: 37‬‬
‫‪ -‬ﺍﻻﻧﺘﻘﺎﻝ ﻣﻦ ﺇﺩﺍﺭﺓ ﺍﻟﻨﺸﺎﻁ ﺍﳌﺎﺩﻱ ﺇﱃ ﺇﺩﺍﺭﺓ ﺍﻟﻨﺸﺎﻁ ﺍﻻﻓﺘﺮﺍﺿﻲ‪.‬‬
‫‪ -‬ﺍﻻﻧﺘﻘﺎﻝ ﻣﻦ ﺍﻹﺩﺍﺭﺓ ﺍﳌﺒﺎﺷﺮﺓ ﻭﺟﻬﺎ ﻟﻮﺟﻪ ﺇﱃ ﺍﻹﺩﺍﺭﺓ ﻋﻦ ﺑﻌﺪ‪.‬‬
‫‪ -‬ﺍﻻﻧﺘﻘﺎﻝ ﻣﻦ ﺍﻟﺘﻨﻈﻴﻢ ﺍﳍﺮﻣﻲ ﺍﻟﻘﺎﺋﻢ ﻋﻠﻰ ﺳﻠﺴﻠﺔ ﺍﻷﻭﺍﻣﺮ ﺇﱃ ﺍﻟﺘﻨﻈﻴﻢ ﺍﻟﺸﺒﻜﻲ‪.‬‬
‫‪ -‬ﺍﻻﻧﺘﻘﺎﻝ ﻣﻦ ﺍﻟﻘﻴﺎﺩﺓ ﺍﳌﺮﺗﻜﺰﺓ ﻋﻠﻰ ﺍﳌﻬﺎﻡ ﺃﻭ ﻋﻠﻰ ﺍﻟﻌﺎﻣﻠﲔ ﺇﱃ ﺍﻟﻘﻴﺎﺩﺓ ﺍﳌﺮﺗﻜﺰﺓ ﻋﻠﻰ ﺍﳌﺰﻳﺞ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ‪ -‬ﺯﺑﻮﻥ‪.‬‬
‫‪ -‬ﺍﻻﻧﺘﻘﺎﻝ ﻣﻦ ﺍﻟﺮﻗﺎﺑﺔ ﲟﻔﻬﻮﻡ ﻣﻘﺎﺭﻧﺔ ﺍﻷﺩﺍﺀ ﺍﻟﻔﻌﻠﻲ ﻣﻊ ﺍﳌﺨﻄﻂ ﺇﱃ ﺍﻟﺮﻗﺎﺑﺔ ﺍﳌﺒﺎﺷﺮﺓ ﺍﻵﻧﻴﺔ‪.‬‬

‫ﺇﻥ ﻫﺬﻩ ﺍﻟﺘﻐﲑﺍﺕ ﺃﻭﺟﺪﺕ ﺍﲡﺎﻫﲔ ﻭﺍﺿﺤﲔ ﰲ ﺗﻘﻴﻴﻢ ﺁﺛﺎﺭ ﻫﺬﻩ ﺍﳌﺘﻐﲑﺍﺕ ﻋﻠﻰ ﺍﻹﺩﺍﺭﺓ ﻭﻭﻇﺎﺋﻔﻬﺎ‪: 38‬‬
‫ﺍﻷﻭﻝ ‪ :‬ﻳﺮﻯ ﺃﻥ ﺍﻻﻧﺘﺮﻧﺖ ﻭﺍﻟﺜﻮﺭﺓ ﺍﻟﺮﻗﻤﻴﺔ ﳝﻜﻦ ﺃﻥ ﺗﺆﺩﻱ ﺇﱃ ‪‬ﺎﻳﺔ ﺍﳌﺆﺳﺴﺎﺕ ﻭﺇﻋﺎﺩﺓ ﺗﻮﺯﻳﻊ ﻣﻬﺎﻡ ﺍﻹﺩﺍﺭﺓ ‪ ،‬ﻭﺑﺎﻟﺘﺎﱄ ﻓﺈﻥ ﺍﻟﺜﻮﺭﺓ ﺍﻟﺮﻗﻤﻴﺔ‬
‫ﺣﻮﻟﺖ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺇﱃ ﻓﺘﺎﺕ ‪ ،‬ﻓﺘﻄﺎﻳﺮﺕ ﻧﻈﻢ ﺍﻹﺩﺍﺭﺓ ﺍﻟﺘﻘﻠﻴﺪﻳﺔ ﻭﺗﻨﺎﺛﺮﺕ ﻣﺒﺎﺩﺋﻬﺎ ﻭﺩﺧﻠﺖ ﻋﺼﺮﺍ ﺟﺪﻳﺪﺍ ﻳﺘﻄﻠﺐ ﺍﻟﺒﺤﺚ ﻋﻦ ﳕﻂ‬
‫ﺟﺪﻳﺪ ﻫﻮ ﺍﻹﺩﺍﺭﺓ ﺍﻟﺮﻗﻤﻴﺔ )ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ(‪.‬‬
‫ﺍﻟﺜﺎﱐ ‪ :‬ﻳﺮﻯ ﺃﻥ ﺍﻹﺩﺍﺭﺓ ﻫﻲ ﺍﻹﺩﺍﺭﺓ ﺑﻨﻔﺲ ﺍﻟﻘﻮﺓ ﺍﻟﱵ ﻳﺆﻛﺪ ﻓﻴﻬﺎ ﺍﳌﺴﺘﺜﻤﺮﻳﻦ ﻋﻠﻰ ﺃﻥ ﺍﻷﻋﻤﺎﻝ ﻫﻲ ﺍﻷﻋﻤﺎﻝ‪ ،‬ﻭﺑﺎﻟﺘﺎﱄ ﻓﺎﻥ ﺍﻹﺩﺍﺭﺓ‬
‫ﻭﻭﻇﺎﺋﻔﻬﺎ ﺭﻏﻢ ﺗﺄﺛﺮﻫﺎ ﺍﻟﻌﻤﻴﻖ ﻭﺇﻋﺎﺩﺓ ﺍﻟﻨﻈﺮ ﰲ ﺃﺑﻌﺎﺩﻫﺎ ﻭﻣﺎﺿﻴﻬﺎ‪ ،‬ﺗﻈﻞ ﲤﺜﻞ ﺍﻟﻘﻠﺐ ﺍﻟﻨﺎﺑﺾ ﻟﻠﻤﺆﺳﺴﺎﺕ ﻭﺇﻥ ﲣﻄﻴﻂ ﻭﺗﻨﻈﻴﻢ ﻭﺗﻮﺟﻴﻪ‬
‫ﺍﻷﻋﻤﺎﻝ ﻭﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻴﻬﺎ ﺃﺻﺒﺤﺖ ﺗﺘﻢ ﺑﺸﻜﻞ ﺃﻛﺜﺮ ﻛﻔﺎﺀﺓ ﻭﻓﻌﺎﻟﻴﺔ ﻭﺫﻟﻚ ﻧﺘﻴﺠﺔ ﺍﻋﺘﻤﺎﺩﻫﺎ ﻋﻠﻰ ﺍﻹﺩﺍﺭﺓ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ‪ .‬ﻭﻓﻴﻤﺎ ﻳﻠﻲ ﺳﻮﻑ ﻳﺘﻢ‬
‫ﺗﻮﺿﻴﺢ ﳐﺘﻠﻒ ﻫﺬﻩ ﺍﻟﻮﻇﺎﺋﻒ ﺑﺸﻜﻠﻬﺎ ﺍﳉﺪﻳﺪ ﻭﺍﳌﻄﻮﺭ‪.‬‬

‫‪ 1-6‬ﻣﺴﺎﳘﺔ ﺍﻹﺩﺍﺭﺓ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ﰲ ﺗﻄﻮﻳﺮ ﻋﻤﻠﻴﺔ ﺍﻟﺘﺨﻄﻴﻂ ‪ :‬ﻧﺘﻴﺠﺔ ﻟﻠﺘﻄﻮﺭﺍﺕ ﺍﳍﺎﺋﻠﺔ ﰲ ﳎﺎﻻﺕ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﻟﺘﻨﺎﻓﺴﻴﺔ‬
‫ﺍﻟﻌﺎﻟﻴﺔ ﺃﺻﺒﺢ ﺍﻟﺘﺨﻄﻴﻂ ﻳﺘﻢ ﺑﺄﻛﺜﺮ ﻓﻌﺎﻟﻴﺔ ﻭﻗﺎﺩﺭ ﻋﻠﻰ ﻣﻮﺍﻛﺒﺔ ﳐﺘﻠﻒ ﺍﳌﺴﺘﺠﺪﺍﺕ ﻭﺍﻟﺘﻄﻮﺭﺍﺕ‪ ،‬ﺣﻴﺚ ﺃﺻﺒﺢ ﺍﻟﺘﺨﻄﻴﻂ ‪‬ﺬﺍ ﺍﻟﺸﻜﻞ ﻳﻌﺮﻑ‬

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‫ﺍﳉﺰﺍﺋﺮ(‬ ‫ﻣﺴﺎﳘﺔ ﺍﻹﺩﺍﺭﺓ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ﰲ ﺗﻄﻮﻳﺮ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ ﲟﺆﺳﺴﺎﺕ ﺍﻟﺘﻌﻠﻴﻢ ﺍﻟﻌﺎﱄ )ﺩﺭﺍﺳﺔ ﺣﺎﻟﺔ ﻛﻠﻴﺔ ﺍﻟﻌﻠﻮﻡ ﻭﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﲜﺎﻣﻌﺔ ‪ -‬ﺑﺴﻜﺮﺓ –‬

‫ﺑـ" ﺍﻟﺘﺨﻄﻴﻂ ﺍﻻﻟﻜﺘﺮﻭﱐ"‪ ،‬ﺍﻟﺬﻱ ﻳﻌﲏ ﲢﺪﻳﺪ ﻣﺎ ﻳﺮﺍﺩ ﻋﻤﻠﻪ ﺁﻧﻴﺎ ﻭﻣﺴﺘﻘﺒﻼ ﺑﺎﻻﻋﺘﻤﺎﺩ ﻋﻠﻰ ﺗﺪﻓﻖ ﻣﻌﻠﻮﻣﺎﰐ ﻣﻦ ﺩﺍﺧﻞ ﻭﺧﺎﺭﺝ ﺍﳌﺆﺳﺴﺔ‬
‫ﻭﺑﺘﻌﺎﻭﻥ ﻣﺸﺘﺮﻙ ﺑﲔ ﺍﻟﻘﻤﺔ ﻭﺍﻟﻘﺎﻋﺪﺓ ﺑﺎﻹﻓﺎﺩﺓ ﻣﻦ ﺍﻟﺸﺒﻜﺔ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ﳌﻮﺍﺟﻬﺔ ﻣﺘﻄﻠﺒﺎﺕ ﺍﻷﺳﻮﺍﻕ ﺍﳌﺘﻐﲑﺓ ﻭﺣﺎﺟﺎﺕ ﺍﻟﺰﺑﺎﺋﻦ ﻭﺗﻔﻀﻴﻼ‪‬ﻢ‬
‫ﺍﶈﺘﻤﻠﺔ ﻭﻭﻓﻘﺎ ﳋﻄﻂ ﻃﻮﻳﻠﺔ ﺍﻷﻣﺪ ﺫﺍﺕ ﻣﺮﻭﻧﺔ ﻋﺎﻟﻴﺔ ﻭﲡﺰﺋﺔ ﻭﺍﺿﺤﺔ ﻭﺳﻬﻠﺔ ﳋﻄﻂ ﺁﻧﻴﺔ ﻭﻗﺼﲑﺓ ﺍﻷﻣﺪ‪.39‬‬
‫ﻭﻋﻤﻮﻣﺎ ﻓﺎﻥ ﺍﻟﺘﺨﻄﻴﻂ ﺍﻻﻟﻜﺘﺮﻭﱐ ﻻ ﳜﺘﻠﻒ ﻋﻦ ﺍﻟﺘﺨﻄﻴﻂ ﺍﻟﺘﻘﻠﻴﺪﻱ ﻣﻦ ﺣﻴﺚ ﺃﻥ ﻛﻼﳘﺎ ﻳﻨﺼﺒﺎﻥ ﻋﻠﻰ ﻭﺿﻊ ﺍﻷﻫﺪﺍﻑ ﻭﲢﺪﻳﺪ‬
‫ﻭﺳﺎﺋﻞ ﲢﻘﻴﻖ ﻫﺬﻩ ﺍﻷﻫﺪﺍﻑ ﻭﻟﻜﻨﻬﻤﺎ ﳜﺘﻠﻔﺎﻥ ﻣﻦ ﺣﻴﺚ ﺍﻵﻟﻴﺎﺕ ﻭﺍﳌﻤﺎﺭﺳﺎﺕ‪.‬‬
‫ﺗﺴﺎﻫﻢ ﺍﻹﺩﺍﺭﺓ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ﰲ ﺗﻄﻮﻳﺮ ﻋﻤﻠﻴﺔ ﺍﻟﺘﺨﻄﻴﻂ ﻣﻦ ﺧﻼﻝ ‪:‬‬
‫‪ -‬ﻧﻘﻞ ﻋﻤﻠﻴﺔ ﺍﻟﺘﺨﻄﻴﻂ ﻣﻦ ﳑﺎﺭﺳﺔ ﺍﺣﺘﻜﺎﺭﻳﺔ ﻟﻠﻤﺴﺘﻮﻳﺎﺕ ﺍﻟﻌﻠﻴﺎ ﺇﱃ ﳑﺎﺭﺳﺔ ﻟﻠﻤﺴﺘﻮﻳﺎﺕ ﺍﻟﺘﻨﻔﻴﺬﻳﺔ ﻭﻫﺬﺍ ﻳﺴﺎﻫﻢ ﻣﻦ ﺟﻬﺔ ﰲ ﺗﻨﻤﻴﺔ ﻗﺪﺭﺍ‪‬ﻢ‬
‫ﻭﻣﻦ ﺟﻬﺔ ﺃﺧﺮﻯ ﰲ ﺗﻮﺳﻴﻊ ﻗﺎﻋﺪﺓ ﺍﳌﺸﺎﺭﻛﺔ ﺍﳉﻤﺎﻋﻴﺔ‪.‬‬
‫‪ -‬ﺇﻟﺰﺍﻡ ﺍﳌﺆﺳﺴﺎﺕ ﺑﺘﺤﻘﻴﻖ ﺳﺮﻋﺔ ﺍﻻﺳﺘﺠﺎﺑﺔ ﳌﺘﻄﻠﺒﺎﺕ ﺍﻟﻌﻤﻼﺀ ﻛﺄﺳﺒﻘﻴﺔ ﺗﻨﺎﻓﺴﻴﺔ ﻳﻘﺪﻡ ﻋﻠﻰ ﺃﺳﺎﺳﻬﺎ ﺍﻟﻌﻤﻴﻞ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﻋﻦ ﻣﺪﻯ‬
‫ﺍﺳﺘﻤﺮﺍﺭﻩ ﻣﻊ ﻫﺬﻩ ﺍﳌﺆﺳﺴﺔ ﻣﻦ ﻋﺪﻣﻪ‪ ،‬ﻷﻥ ﺍﻟﻌﻤﻴﻞ ﰲ ﻇﻞ ﻣﻮﻗﻌﻪ ﺍﻻﻟﻜﺘﺮﻭﱐ ﺳﻴﻮﺻﻞ ﺍﺣﺘﻴﺎﺟﺎﺗﻪ ﻓﻮﺭﺍ ﺇﱃ ﺍﳌﺆﺳﺴﺔ ﻭﻋﻠﻰ ﻫﺬﻩ ﺍﻷﺧﲑﺓ‬
‫ﺃﻥ ﺗﺴﺘﺠﻴﺐ ﻓﻮﺭﺍ ﻟﺘﻠﺒﻴﺘﻬﺎ‪.‬‬
‫‪ -‬ﺟﻌﻞ ﳏﻮﺭ ﺍﻟﺘﺨﻄﻴﻂ ﻟﻴﺲ ﺍﳌﺆﺳﺴﺔ ﻓﺤﺴﺐ ﺑﻞ ﺍﻟﺴﻮﻕ ﻭﺣﺎﺟﺎﺕ ﺍﻟﻌﻤﻼﺀ ﺍﶈﺘﻤﻠﺔ ﻭﻋﻠﻰ ﻫﺬﺍ ﺍﻷﺳﺎﺱ ﺳﺘﻜﻮﻥ ﺍﳌﺆﺳﺴﺔ ﻣﻠﺰﻣﺔ‬
‫ﺑﺘﻜﻴﻴﻒ ﺑﻴﺌﺘﻬﺎ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻣﻊ ﻣﺘﻄﻠﺒﺎﺕ ﺍﻟﺴﻮﻕ ﻭﻫﻮ ﺃﺣﺪ ﺃﻫﻢ ﻣﺆﺷﺮﺍﺕ ﺍﻟﺒﻘﺎﺀ‪.40‬‬
‫‪ -‬ﺯﻳﺎﺩﺓ ﻗﺪﺭﺓ ﺍﳌﺆﺳﺴﺔ ﻋﻠﻰ ﺗﺸﺨﻴﺺ ﺍﳌﺸﺎﻛﻞ ﻧﺘﻴﺠﺔ ﻗﺪﺭ‪‬ﺎ ﻋﻠﻰ ﲢﺼﻴﻞ ﺍﳌﻌﻠﻮﻣﺎﺕ‪.‬‬
‫‪ -‬ﺩﻋﻢ ﻗﺪﺭﺓ ﺍﳌﺆﺳﺴﺔ ﻋﻠﻰ ﲢﺪﻳﺪ ﺍﻟﺒﺪﺍﺋﻞ ﺍﳌﺨﺘﻠﻔﺔ‪ ،‬ﻭﺗﻘﻮﱘ ﻛﻞ ﺑﺪﻳﻞ‪.‬‬
‫‪ -‬ﺯﻳﺎﺩﺓ ﻗﺪﺭﺓ ﺍﳌﺆﺳﺴﺔ ﻋﻠﻰ ﳏﺎﻛﺎﺓ ﺍﻟﻮﺍﻗﻊ ﻭﺍﻟﻨﻤﺬﺟﺔ ﺍﻟﻮﺍﻗﻌﻴﺔ ﺑﺎﺳﺘﺨﺪﺍﻡ ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ‪.‬‬
‫‪ -‬ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺗﻔﻌﻴﻞ ﻭﺩﻋﻢ ﺍﻟﻘﺮﺍﺭﺍﺕ ‪.‬‬
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‫‪ -‬ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﳎﺎﺭﺍﺓ ﻗﺼﺮ ﺍﻟﻮﻗﺖ ﺍﳌﺘﺎﺡ ﳌﺘﺨﺬ ﺍﻟﻘﺮﺍﺭ ﰲ ﻋﺼﺮ ﺍﻟﺜﻮﺭﺓ ﺍﳌﻌﻠﻮﻣﺎﺗﻴﺔ ﺑﺎﺳﺘﺨﺪﺍﻡ ﺍﳌﺰﺍﻳﺎ ﺍﻟﱵ ﻭﻓﺮ‪‬ﺎ ﺗﻠﻚ ﺍﻟﺜﻮﺭﺓ ‪.‬‬
‫‪ 2-6‬ﻣﺴﺎﳘﺔ ﺍﻹﺩﺍﺭﺓ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ﰲ ﺗﻄﻮﻳﺮ ﻋﻤﻠﻴﺔ ﺍﻟﺘﻨﻈﻴﻢ ‪ :‬ﻳﻌﺘﱪ ﺍﻟﺘﻨﻈﻴﻢ ﻭﻇﻴﻔﺔ ﺇﺩﺍﺭﻳﺔ ﻣﻜﻤﻠﺔ ﻟﻮﻇﻴﻔﺔ ﺍﻟﺘﺨﻄﻴﻂ ﺣﻴﺚ ﲢﻮﻟﻪ ﺇﱃ ﻭﺍﻗﻊ ﻗﺎﺑﻞ‬
‫ﻟﻠﺘﻨﻔﻴﺬ‪ .42‬ﻭﻧﺘﻴﺠﺔ ﻟﻠﺘﻐﲑﺍﺕ ﻭﺍﻟﺘﻄﻮﺭﺍﺕ ﺍﻟﻜﺒﲑﺓ ﰲ ﳎﺎﻝ ﺍﺳﺘﺨﺪﺍﻡ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺃﺻﺒﺤﺖ ﻋﻤﻠﻴﺔ ﺍﻟﺘﻨﻈﻴﻢ ﺗﺘﻢ ﺑﺸﻜﻞ ﺃﻛﺜﺮ ﻛﻔﺎﺀﺓ‬
‫ﻭﻓﻌﺎﻟﻴﺔ ﻭﻗﺎﺩﺭ ﻋﻠﻰ ﻣﺴﺎﻳﺮﺓ ﳐﺘﻠﻒ ﺍﳌﺴﺘﺠﺪﺍﺕ‪ ،‬ﺣﻴﺚ ﺃﺻﺒﺢ ﺍﻟﺘﻨﻈﻴﻢ ‪‬ﺬﺍ ﺍﻟﺸﻜﻞ ﻳﻌﺮﻑ ﺑـ" ﺍﻟﺘﻨﻈﻴﻢ ﺍﻻﻟﻜﺘﺮﻭﱐ "‪ .‬ﻭﻋﻠﻰ ﺍﻟﻌﻤﻮﻡ ﳝﻜﻦ‬
‫ﺗﻮﺿﻴﺢ ﻣﺪﻯ ﻣﺴﺎﳘﺔ ﺍﻹﺩﺍﺭﺓ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ﰲ ﺗﻄﻮﻳﺮ ﻋﻤﻠﻴﺔ ﺍﻟﺘﻨﻈﻴﻢ ﻣﻦ ﺧﻼﻝ ﺍﻟﻨﻘﺎﻁ ﺍﻟﺘﺎﻟﻴﺔ‪:43‬‬
‫‪ -‬ﺍﻟﺘﻨﻈﻴﻢ ﺍﻻﻟﻜﺘﺮﻭﱐ ﻫﻮ ﺗﻨﻈﻴﻢ ﻣﺮﻥ ﻳﺴﻤﺢ ﺑﺎﻻﺗﺼﺎﻝ ﻭﺍﻟﺘﻌﺎﻭﻥ ﺑﲔ ﳐﺘﻠﻒ ﺍﻷﻓﺮﺍﺩ‪.‬‬
‫‪ -‬ﺍﻟﺘﺸﺒﻴﻚ ﺍﻟﻮﺍﺳﻊ ﺑﲔ ﲨﻴﻊ ﺍﻟﻌﺎﻣﻠﲔ ﻋﻦ ﻃﺮﻳﻖ ﺍﻟﺸﺒﻜﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ )‪ (Intranet‬ﻭﻫﺬﺍ ﻣﺎ ﳛﻘﻖ ﺍﻟﺼﻼﺕ ﺍﻟﻘﺎﺋﻤﺔ ﰲ ﺍﻟﻮﻗﺖ ﺍﳊﻘﻴﻘﻲ ﻭﰲ ﻛﻞ ﻣﻜﺎﻥ‬
‫ﰲ ﺍﳌﺆﺳﺴﺔ‪ .‬ﻭﻻ ﺷﻚ ﺃﻥ ﻫﺬﻩ ﺍﻟﺼﻼﺕ ﺍﻟﻘﺎﺋﻤﺔ ﻋﻠﻰ ﺍﻹﻧﺘﺮﺍﻧﺖ ﺳﺘﺆﺩﻱ ﺇﱃ ﲡﺎﻭﺯ ﻫﺮﻣﻴﺔ ﺍﻻﺗﺼﺎﻻﺕ ﺍﳌﻮﺟﻮﺩﺓ ﰲ ﺃﺷﻜﺎﻝ ﺍﻟﺘﻨﻈﻴﻢ ﺍﻟﺘﻘﻠﻴﺪﻱ‪.‬‬
‫‪ -‬ﺍﻋﺘﻤﺎﺩﺍ ﻋﻠﻰ ﺷﺒﻜﺎﺕ ﺍﻷﻋﻤﺎﻝ ﻭﺍﻹﻧﺘﺮﻧﺖ ﺃﺻﺒﺢ ﺑﺎﻹﻣﻜﺎﻥ ﲢﻘﻴﻖ ﳕﻂ ﺟﺪﻳﺪ ﻣﻦ ﺍﳌﺆﺳﺴﺎﺕ ﻳﻌﻤﻞ ﻋﻠﻰ ﺇﻧﺘﺎﺝ ﺳﻠﻊ ﻣﻌﻴﻨﺔ ﻛﻤﺎ ﻫﻮ ﺍﳊﺎﻝ ﰲ‬
‫ﺍﳌﺼﻨﻊ ﺍﻻﻓﺘﺮﺍﺿﻲ )‪ ، (Virtual factory‬ﺃﻭ ﺗﻘﺪﱘ ﺧﺪﻣﺎﺕ ﺍﻓﺘﺮﺍﺿﻴﺔ ﻋﱪ ﺍﻟﺘﻮﺳﻂ ﺑﲔ ﻣﺆﺳﺴﺎﺕ ﺃﺧﺮﻯ ﻭﺍﻟﺰﺑﺎﺋﻦ‪.‬‬
‫‪ -‬ﲢﻘﻴﻖ ﺗﻐﲑﺍﺕ ﻣﻬﻤﺔ ﰲ ﻗﻮﺓ ﺍﻟﻌﻤﻞ ﳑﺎ ﻳﻨﻌﻜﺲ ﺑﺸﻜﻞ ﻛﺒﲑ ﻋﻠﻰ ﺍﳌﺆﺳﺴﺔ‪ .‬ﻭﻫﺬﻩ ﺍﻟﺘﻐﲑﺍﺕ ﳒﺪﻫﺎ ﻋﻠﻰ ﺍﻷﻗﻞ ﰲ ﺟﺎﻧﺒﲔ ﳘﺎ‪:‬‬
‫* ﺍﺳﺘﺨﺪﺍﻡ ﻋﻤﺎﻝ ﺫﻭﻱ ﲣﺼﺼﺎﺕ ﻭﻣﻬﺎﺭﺍﺕ ﻋﺎﻟﻴﺔ ﻣﻦ ﻣﻬﻨﻴﻲ ﻭﻋﻤﺎﻝ ﺍﳌﻌﺮﻓﺔ ﺍﻟﺬﻳﻦ ﻻ ﳝﻜﻦ ﺍﻟﺘﻌﺎﻣﻞ ﻣﻌﻬﻢ ﺃﻭ ﺍﺳﺘﻐﻼﻝ ﻗﺪﺭﺍ‪‬ﻢ ﻣﻦ ﺧﻼﻝ ﺃﳕﺎﻁ‬
‫ﺍﻟﺘﻨﻈﻴﻢ ﺍﻟﺘﻘﻠﻴﺪﻳﺔ‪.‬‬
‫* ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﻌﺎﻣﻠﲔ ﻋﻦ ﺑﻌﺪ ﻋﻠﻰ ﺃﺳﺎﺱ ﺍﳊﺎﺳﻮﺏ‪.‬‬
‫‪ -‬ﲢﻮﻳﻞ ﺍﻟﺰﺑﺎﺋﻦ ﻣﻦ ﻣﺘﻠﻘﲔ ﺳﻠﺒﻴﲔ ﺇﱃ ﻣﺸﺎﺭﻛﲔ ﻓﻌﺎﻟﻴﲔ ﻭﺫﻟﻚ ﻣﻦ ﺧﻼﻝ ﻣﺸﺎﺭﻛﺘﻬﻢ ﰲ ﺗﺼﻤﻴﻢ ﺍﳌﻨﺘﺠﺎﺕ ﺍﻟﱵ ﻳﻄﻠﺒﻮ‪‬ﺎ ﻭﺍﺧﺘﻴﺎﺭ ﺍﳋﺼﺎﺋﺺ‬
‫ﻭﺗﻮﻟﻴﻔﺎ‪‬ﺎ ﺍﻟﱵ ﳛﺪﺩﻭ‪‬ﺎ ﻋﱪ ﺍﳊﺎﺳﻮﺏ ﻓﺘﻘﻮﻡ ﺍﳌﺆﺳﺴﺔ ﺑﺈﻧﺘﺎﺟﻬﺎ‪.‬‬

‫‪ 3-6‬ﻣﺴﺎﳘﺔ ﺍﻹﺩﺍﺭﺓ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ﰲ ﺗﻄﻮﻳﺮ ﻋﻤﻠﻴﺔ ﺍﻟﺘﻮﺟﻴﻪ‪ :‬ﳝﻜﻦ ﺗﻮﺿﻴﺢ ﻣﺪﻯ ﻣﺴﺎﳘﺔ ﺍﻹﺩﺍﺭﺓ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ﰲ ﺗﻄﻮﻳﺮ ﻋﻤﻠﻴﺔ ﺍﻟﺘﻮﺟﻴﻪ‬
‫ﻣﻦ ﺧﻼﻝ ﺍﻟﻨﻘﺎﻁ ﺍﻟﺘﺎﻟﻴﺔ‪: 44‬‬
‫‪ -‬ﺗﻮﻓﲑ ﻛﻢ ﻫﺎﺋﻞ ﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻳﻮﻣﻴﺎ ﰲ ﻛﻞ ﻭﻗﺖ ﻭﺫﻟﻚ ﻟﺘﻮﺟﻴﻪ ﺟﻬﻮﺩ ﺍﻟﻌﺎﻣﻠﲔ ﻭﺃﻧﺸﻄﺘﻬﻢ‪.‬‬

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‫‪ -‬ﺗﻮﻓﲑ ﺍﻻﺗﺼﺎﻝ ﺍﳌﺴﺘﻤﺮ ﺑﲔ ﺍﻟﻘﺎﺩﺓ ﻭﺍﳌﺮﺅﻭﺳﲔ ﻣﻦ ﺧﻼﻝ ﺍﻟﺸﺒﻜﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ‪.‬‬

‫‪ -‬ﺗﻮﻓﲑ ﺍﻻﺗﺼﺎﻝ ﺍﳌﺴﺘﻤﺮ ﺑﲔ ﺍﻟﻘﺎﺩﺓ ﻭﺍﳌﻮﺭﺩﻳﻦ ﻭﺍﻟﺸﺮﻛﺎﺀ ﺍﻵﺧﺮﻳﻦ ﻋﱪ ﺷﺒﻜﺔ ﺍﻻﻛﺴﺘﺮﺍﻧﺖ‪.‬‬
‫‪ -‬ﺯﻳﺎﺩﺓ ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺍﻻﺑﺘﻜﺎﺭ ؛ ﻛﺎﻹﺗﻴﺎﻥ ﲞﺪﻣﺎﺕ ﻭﺃﺳﺎﻟﻴﺐ ﻭﻣﻨﺘﺠﺎﺕ ﺟﺪﻳﺪﺓ‪.‬‬
‫‪ -‬ﺯﻳﺎﺩﺓ ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺍﻟﺘﺤﻔﻴﺰ ﻭﺍﳒﺎﺯ ﺍﳌﻬﺎﻡ‪.‬‬
‫‪ -‬ﺯﻳﺎﺩﺓ ﺍﻟﺮﻏﺒﺔ ﰲ ﺍﳌﺒﺎﺩﺭﺓ ﻣﻦ ﺃﺟﻞ ﺣﻞ ﺍﳌﺸﻜﻼﺕ‪.‬‬
‫‪ -‬ﺯﻳﺎﺩﺓ ﺍﳌﻬﺎﻡ ﻭﺍﳌﺮﻭﻧﺔ ﰲ ﺍﻟﺘﻜﻴﻒ ﻣﻊ ﺍﻟﺒﻴﺌﺔ ﺍﳌﺘﻐﲑﺓ‪.‬‬
‫‪ -‬ﺯﻳﺎﺩﺓ ﺧﺪﻣﺔ ﺍﻟﻌﺎﻣﻠﲔ ﻭﺍﳌﻮﺭﺩﻳﻦ ﻭﺍﻟﺰﺑﺎﺋﻦ ﺑﺸﻜﻞ ﺃﻓﻀﻞ‪.‬‬

‫‪ 4-6‬ﻣﺴﺎﳘﺔ ﺍﻹﺩﺍﺭﺓ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ﰲ ﺗﻄﻮﻳﺮ ﻋﻤﻠﻴﺔ ﺍﻟﺮﻗﺎﺑﺔ ‪ :‬ﻳﺆﺧﺬ ﻋﻠﻰ ﺍﻟﺮﻗﺎﺑﺔ ﺍﻟﺘﻘﻠﻴﺪﻳﺔ ﺃ‪‬ﺎ ﺗﺮﻛﺰ ﻋﻠﻰ ﺍﳌﺎﺿﻲ‪ ،‬ﺣﻴﺚ ﺗﺄﰐ ﺍﻟﺮﻗﺎﺑﺔ ﺑﻌﺪ‬
‫ﺍﻟﺘﺨﻄﻴﻂ ﻭﺍﻟﺘﻨﻔﻴﺬ ﻭ‪‬ﺘﻢ ﺑﺎﳌﻘﺎﺭﻧﺔ ﺑﲔ ﺍﻷﻫﺪﺍﻑ ﻭﺍﳌﻌﺎﻳﲑ ﺍﶈﺪﺩﺓ ﻣﻦ ﻧﺎﺣﻴﺔ ﻭﺍﻷﺩﺍﺀ ﺍﻟﻔﻌﻠﻲ ﻣﻦ ﻧﺎﺣﻴﺔ ﺃﺧﺮﻯ ﻟﺘﺤﺪﻳﺪ ﺍﻟﻔﺠﻮﺓ ﺍﻟﺰﻣﻨﻴﺔ ﺑﲔ ﺍﻛﺘﺸﺎﻑ‬
‫ﺍﻻﳓﺮﺍﻑ ﻭﺗﺼﺤﻴﺤﻪ‪ .‬ﻟﻜﻦ ﻧﺘﻴﺠﺔ ﻟﻠﺘﻄﻮﺭ ﺍﻟﻜﺒﲑ ﰲ ﳎﺎﻝ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺃﺻﺒﺤﺖ ﻋﻤﻠﻴﺔ ﺍﻟﺮﻗﺎﺑﺔ ﺗﺘﻢ ﺑﺸﻜﻞ ﺟﻴﺪ ﻭﻛﻒﺀ ﻭﺑﺬﻟﻚ ﺃﺻﺒﺢ‬
‫ﻳﻄﻠﻖ ﻋﻠﻴﻬﺎ "ﺍﻟﺮﻗﺎﺑﺔ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ"‪ ،‬ﻓﻬﻲ ﺗﺴﻤﺢ ﺑﺎﻟﺮﻗﺎﺑﺔ ﺍﻟﻔﻮﺭﻳﺔ ﲟﺴﺎﻋﺪﺓ ﺍﻟﺸﺒﻜﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻟﻠﻤﺆﺳﺴﺔ ‪،‬ﻭﻣﻦ ﰒ ﺗﻘﻠﻴﺺ ﺍﻟﻔﺠﻮﺓ ﺍﻟﺰﻣﻨﻴﺔ ﺑﲔ ﺍﻻﳓﺮﺍﻑ‬
‫ﻭﺗﺼﺤﻴﺤﻪ‪ ،‬ﻛﻤﺎ ﺃ‪‬ﺎ ﻋﻤﻠﻴﺔ ﻣﺴﺘﻤﺮﺓ ﻣﺘﺠﺪﺩﺓ ﺗﻜﺸﻒ ﻋﻦ ﺍﻻﳓﺮﺍﻑ ﺃﻭﻻ ﺑﺄﻭﻝ‪ ،‬ﻣﻦ ﺧﻼﻝ ﺗﺪﻓﻖ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﻟﺘﺸﺒﻴﻚ ﺑﲔ ﺍﳌﺪﻳﺮﻳﻦ ﻭﺍﻟﻌﺎﻣﻠﲔ‬
‫ﻭﺍﳌﻮﺭﺩﻳﻦ ﻭﺍﳌﺴﺘﻬﻠﻜﲔ‪ ،‬ﻭﻫﺬﺍ ﻣﺎ ﻳﺰﻳﺪ ﻣﻦ ﻗﺪﺭﺓ ﺍﻟﺮﻗﺎﺑﺔ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﻋﻠﻰ ﺗﻮﻓﲑ ﺇﻣﻜﺎﻧﻴﺔ ﻣﺘﺎﺑﻌﺔ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﳌﺨﺘﻠﻔﺔ ﻭﺳﲑ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳌﺘﻨﻮﻋﺔ ﻭﺗﺼﺤﻴﺢ‬
‫ﺍﻷﺧﻄﺎﺀ ﰲ ﻛﺎﻓﺔ ﺃﻧﻮﺍﻉ ﺍﳌﺆﺳﺴﺎﺕ‪.45‬‬

‫ﻻ ﺷﻚ ﺃﻥ ﺍﻟﺮﻗﺎﺑﺔ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﲢﻘﻖ ﺍﺳﺘﺨﺪﺍﻣﺎ ﻓﻌﺎﻻ ﻷﻧﻈﻤﺔ ﻭﺷﺒﻜﺎﺕ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﻘﺎﺋﻤﺔ ﻋﻠﻰ ﺍﻹﻧﺘﺮﻧﺖ ﺑﻜﻞ ﻣﺎ ﻳﻌﻨﻴﻪ ﻣﻦ‬
‫ﻓﺤﺺ ﻭﺗﺪﻗﻴﻖ ﻭﻣﺘﺎﺑﻌﺔ ﺁﻧﻴﺔ ﻭﺷﺎﻣﻠﺔ ﻭﻫﺬﺍ ﻣﺎ ﳛﻘﻖ ﳍﺎ ﻣﺰﺍﻳﺎ ﻛﺜﲑﺓ ﳝﻜﻦ ﲢﺪﻳﺪﻫﺎ ﺑﺎﻵﰐ‪:46‬‬
‫‪ -‬ﲢﻘﻴﻖ ﺍﻟﺮﻗﺎﺑﺔ ﺑﺎﻟﻮﻗﺖ ﺍﳊﻘﻴﻘﻲ ﻭﰲ ﺍﻵﻥ ﺑﺪﻻ ﻣﻦ ﺍﻟﺮﻗﺎﺑﺔ ﺍﻟﻘﺎﺋﻤﺔ ﻋﻠﻰ ﺍﳌﺎﺿﻲ‪ ،‬ﻓﻬﻲ ﲢﻘﻖ ﺍﻟﺮﻗﺎﺑﺔ ﺑﺎﻟﻨﻘﺮﺍﺕ ﺑﺪﻻ ﻣﻦ ﺍﻟﺮﻗﺎﺑﺔ ﺑﺎﻟﺘﻘﺎﺭﻳﺮ‪.‬‬
‫‪ -‬ﺃ‪‬ﺎ ﲢﻘﻖ ﺍﻟﺮﻗﺎﺑﺔ ﺍﳌﺴﺘﻤﺮﺓ ﺑﺪﻻ ﻣﻦ ﺍﻟﺮﻗﺎﺑﺔ ﺍﻟﺪﻭﺭﻳﺔ ﲟﺎ ﻳﻮﻟﺪ ﺗﺪﻓﻘﺎ ﻣﺴﺘﻤﺮﺍ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﺍﻟﺮﻗﺎﺑﻴﺔ ﰲ ﻛﻞ ﻭﻗﺖ ﺑﺪﻻ ﻣﻦ ﺍﻟﺮﻗﺎﺑﺔ ﺍﳌﺘﻘﻄﻌﺔ‬
‫ﻹﺟﺮﺍﺋﻬﺎ ﰲ ﺃﻭﻗﺎﺕ ﻣﺘﺒﺎﻋﺪﺓ ﻭﺑﺸﻜﻞ ﺩﻭﺭﻱ‪.‬‬
‫‪ -‬ﺇﻥ ﺍﻟﺮﻗﺎﺑﺔ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﲢﻔﺰ ﺍﻟﻌﻼﻗﺎﺕ ﺍﻟﻘﺎﺋﻤﺔ ﻋﻠﻰ ﺍﻟﺜﻘﺔ ﻭﻫﺬﺍ ﻣﺎ ﻳﻘﻠﻞ ﺍﳉﻬﺪ ﺍﻹﺩﺍﺭﻱ ﺍﳌﻄﻠﻮﺏ ﰲ ﺍﻟﺮﻗﺎﺑﺔ‪.‬‬
‫‪ -‬ﺗﺴﺎﻋﺪ ﻋﻠﻰ ﺍﳔﺮﺍﻁ ﺍﳉﻤﻴﻊ ﰲ ﻣﻌﺮﻓﺔ ﻣﺎﺫﺍ ﻳﻮﺟﺪ ﰲ ﺍﳌﺆﺳﺴﺔ ﺇﱃ ﺣﺪ ﻛﺒﲑ ﻣﻦ ﺃﺟﻞ ﲢﻘﻴﻖ ﻣﺴﺘﻠﺰﻣﺎﺕ ﺍﻟﺮﻗﺎﺑﺔ ﻭﺍﳊﺪ ﻣﻦ ﺍﳌﻔﺎﺟﺂﺕ‬
‫ﻭﺍﻷﺯﻣﺎﺕ ﰲ ﺃﻋﻤﺎﻝ ﺍﳌﺆﺳﺴﺔ‪.‬‬
‫‪ -‬ﺗﻮﺳﻴﻊ ﺍﻟﺮﻗﺎﺑﺔ ﺇﱃ ﻋﻤﻠﻴﺔ ﺍﻟﺸﺮﺍﺀ‪ ،‬ﺍﳌﻮﺭﺩﻭﻥ‪ ،‬ﺍﳌﺆﺳﺴﺎﺕ ﺍﳌﺸﺘﺮﻛﺔ ﰲ ﺷﺒﻜﺔ ﺍﻷﻋﻤﺎﻝ ﺍﳋﺎﺭﺟﻴﺔ‪ ،‬ﺍﻟﺰﺑﺎﺋﻦ ﻭﺑﺎﻟﺘﺄﻛﻴﺪ ﺇﱃ ﺍﻟﻌﺎﻣﻠﲔ ﻋﻦ ﺑﻌﺪ‬
‫ﻭﻫﺬﺍ ﻣﺎ ﱂ ﻳﻜﻦ ﳑﻜﻨﺎ ﰲ ﺍﻟﺴﺎﺑﻖ‪.‬‬
‫‪ -‬ﺇﻥ ﺍﻟﺮﻗﺎﺑﺔ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺗﻘﻠﺺ ﻣﻊ ﺍﻟﻮﻗﺖ ﻣﻦ ﺃﳘﻴﺔ ﺍﻟﺮﻗﺎﺑﺔ ﺍﻟﻘﺎﺋﻤﺔ ﻋﻠﻰ ﺍﳌﺪﺧﻼﺕ ﺃﻭ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺃﻭ ﺍﻷﻧﺸﻄﺔ ﻟﺼﺎﱀ ﺍﻟﺘﺄﻛﻴﺪ ﺍﳌﺘﺰﺍﻳﺪ ﻋﻠﻰ‬
‫ﺍﻟﻨﺘﺎﺋﺞ ﻓﻬﻲ ﺇﺫﻥ ﺃﻗﺮﺏ ﺇﱃ ﺍﻟﺮﻗﺎﺑﺔ ﺑﺎﻟﻨﺘﺎﺋﺞ‪.‬‬

‫‪ 5-6‬ﻣﺴﺎﳘﺔ ﺍﻹﺩﺍﺭﺓ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ﰲ ﺗﻄﻮﻳﺮ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ‪ :‬ﻭﻳﺘﻢ ﺫﻟﻚ ﻣﻦ ﺧﻼﻝ ﻣﺎ ﻳﻠﻲ‪: 47‬‬
‫‪ -‬ﺳﺮﻋﺔ ﺍﳊﺼﻮﻝ ﻋﻠﻰ ﺑﻴﺎﻧﺎﺕ ﺩﻗﻴﻘﺔ ؛ ‪ -‬ﺻﺤﺔ ﻭﺗﻜﺎﻣﻞ ﺍﳌﻌﻠﻮﻣﺎﺕ ؛ ‪ -‬ﻣﺴﺎﻋﺪﺓ ﺍﻹﺩﺍﺭﺓ ﰲ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﻋﻦ ﻃﺮﻳﻖ ﺍﻟﺘﻘﺎﺭﻳﺮ ﺍﻹﺣﺼﺎﺋﻴﺔ ؛‬
‫‪ -‬ﲢﺴﲔ ﺍﻻﺗﺼﺎﻻﺕ ﺍﻹﺩﺍﺭﻳﺔ ؛ ‪ -‬ﺩﻋﻢ ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﲢﺪﻳﺪ ﺍﻟﺒﺪﺍﺋﻞ ﺍﳌﺨﺘﻠﻔﺔ ﻭﺗﻘﻮﱘ ﻛﻞ ﺑﺪﻳﻞ‪.‬‬

‫‪ -7‬ﻭﺻﻒ ﺍﳌﺘﻐﲑﺍﺕ ﺍﻷﺳﺎﺳﻴﺔ ﻭﲢﻠﻴﻞ ﻋﻼﻗﺎﺕ ﺍﻻﺭﺗﺒﺎﻁ‬

‫ﻳﺮﻛﺰ ﻫﺬﺍ ﺍﳉﺰﺀ ﻋﻠﻰ ﻭﺻﻒ ﺍﳌﺘﻐﲑﺍﺕ ﺍﻷﺳﺎﺳﻴﺔ ﻟﻠﺒﺤﺚ ﻭﺍﺧﺘﺒﺎﺭ ﺻﺤﺔ ﻓﺮﺿﻴﺎﺗﻪ ﺍﳌﻮﺿﻮﻋﺔ‪ ،‬ﻛﻤﺎ ﻳﻠﻲ ‪:‬‬
‫‪ .1-7‬ﻭﺻﻒ ﺍﳌﺘﻐﲑﺍﺕ ﺍﻷﺳﺎﺳﻴﺔ ﻟﻠﺒﺤﺚ ‪ :‬ﻳﺘﻀﻤﻦ ﻫﺬﺍ ﺍﳉﺎﻧﺐ ﻭﺻﻔﺎ ﻷﺑﻌﺎﺩ ﺍﳌﺘﻐﲑﺍﺕ ﺍﻷﺳﺎﺳﻴﺔ ﻟﻠﺒﺤﺚ )ﺍﻹﺩﺍﺭﺓ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ‬
‫ﻭﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ(‪ ،‬ﻭﺫﻟﻚ ﻛﻤﺎ ﻳﻠﻲ ‪:‬‬
‫‪ 1-1-7‬ﻭﺻﻒ ﺃﺑﻌﺎﺩ ﻣﺘﻐﲑ ﺍﻹﺩﺍﺭﺓ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ‪ :‬ﺑﻴﻨﺖ ﺍﻟﻨﺘﺎﺋﺞ ﺍﳊﺎﺻﻠﺔ ﻣﻦ ﻣﻌﺎﳉﺔ ﻣﻌﻄﻴﺎﺕ ﺍﻻﺳﺘﺒﺎﻧﺔ ﺍﳌﺘﻌﻠﻘﺔ ‪‬ﺬﺍ ﺍﳌﺘﻐﲑ ﻣﺎ ﻳﻠﻲ ‪:‬‬

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‫ﺍﳉﺰﺍﺋﺮ(‬ ‫ﻣﺴﺎﳘﺔ ﺍﻹﺩﺍﺭﺓ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ﰲ ﺗﻄﻮﻳﺮ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ ﲟﺆﺳﺴﺎﺕ ﺍﻟﺘﻌﻠﻴﻢ ﺍﻟﻌﺎﱄ )ﺩﺭﺍﺳﺔ ﺣﺎﻟﺔ ﻛﻠﻴﺔ ﺍﻟﻌﻠﻮﻡ ﻭﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﲜﺎﻣﻌﺔ ‪ -‬ﺑﺴﻜﺮﺓ –‬

‫ﺃ‪ -‬ﺣﻘﻖ ﺑﻌﺪ ﺍﻷﺟﻬﺰﺓ ﻭﺍﳌﻌﺪﺍﺕ ﻣﺘﻮﺳﻄﺎ ﺣﺴﺎﺑﻴﺎ ﻗﺪﺭﻩ )‪ (4.20‬ﺑﺎﳓﺮﺍﻑ ﻣﻌﻴﺎﺭﻱ )‪ ،(0.5076‬ﻭﺍﳌﻼﺣﻆ ﺃﻥ ﻗـﻴﻤﺔ ﻫﺬﺍ‬
‫ﺍﳌﺘﻮﺳﻂ ﺗﻨﺘﻤﻲ ﺇﱃ ﺍﻟﻔﺌﺔ )ﻣﻦ ‪ 4.20‬ﺇﱃ ‪ (5‬ﺣﺴﺐ ﻣﻘﻴﺎﺱ ﻟﻴﻜﺮﺕ ﺍﳌﺴﺘﺨﺪﻡ‪ ،‬ﳑﺎ ﻳﺸﲑ ﺇﱃ ﺍﳌﻮﺍﻓﻘﺔ ﺍﻟﺘﺎﻣﺔ ﻷﻓﺮﺍﺩ ﺍﻟﻌﻴﻨﺔ ﻋﻠﻰ ﻫﺬﺍ ﺍﻟﺒﻌﺪ‪،‬‬
‫ﺃﻱ ﺃﻥ ﺃﻓﺮﺍﺩ ﻋﻴﻨﺔ ﺍﻟﺒﺤﺚ ﻳﻌﺘﻘﺪﻭﻥ ﺃﻥ ﺍﻷﺟﻬﺰﺓ ﻭﺍﳌﻌﺪﺍﺕ ﺗﺴﺎﻫﻢ ﺑﺸﻜﻞ ﻛﺒﲑ ﰲ ﺗﻄﻮﻳﺮ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ ﺑﺎﻟﻜﻠﻴﺔ ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ‪.‬‬
‫ﺏ‪ -‬ﺣﻘﻖ ﺑﻌﺪ ﺍﻟﱪﳎﻴﺎﺕ ﻣﺘﻮﺳﻄﺎ ﺣﺴﺎﺑﻴﺎ ﻗﺪﺭﻩ )‪ (3.89‬ﺑﺎﳓﺮﺍﻑ ﻣﻌﻴﺎﺭﻱ )‪ ،(0.50‬ﻭﺍﳌﻼﺣﻆ ﺃﻥ ﻗﻴﻤﺔ ﻫﺬﺍ ﺍﳌﺘﻮﺳﻂ ﺗﻨﺘﻤﻲ ﺇﱃ ﺍﻟﻔﺌﺔ‬
‫)ﻣﻦ ‪ 3.40‬ﺇﱃ ‪ ( 4.19‬ﺣﺴﺐ ﻣﻘﻴﺎﺱ ﻟﻴﻜﺮﺕ ﺍﳌﺴﺘﺨﺪﻡ‪ ،‬ﻭﻋﻠﻴﻪ ﻧﺴﺘﻨﺘﺞ ﺃﻥ ﺩﺭﺟﺔ ﻣﻮﺍﻓﻘﺔ ﺃﻓﺮﺍﺩ ﺍﻟﻌﻴﻨﺔ ﻋﻠﻰ ﻫﺬﺍ ﺍﻟﺒﻌﺪ ﻛﺎﻧﺖ "ﻣﻮﺍﻓﻖ"‪،‬‬
‫ﻭﻣﻦ ﰒ ﳝﻜﻨﻨﺎ ﺍﻟﻘﻮﻝ ﺃﻥ ﺍﻟﱪﳎﻴﺎﺕ ﺗﺴﺎﻫﻢ ﻛﺬﻟﻚ ﰲ ﺗﻄﻮﻳﺮ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ ﺑﺎﻟﻜﻠﻴﺔ ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ‪.‬‬
‫ﺝ‪ -‬ﺣﻘﻖ ﺑﻌﺪ ﺷﺒﻜﺔ ﺍﻻﺗﺼﺎﻻﺕ ﻣﺘﻮﺳﻄﺎ ﺣﺴﺎﺑﻴﺎ ﻗﺪﺭﻩ )‪ (3.81‬ﺑﺎﳓﺮﺍﻑ ﻣﻌﻴﺎﺭﻱ )‪ ،(0.58‬ﻭﺍﳌﻼﺣﻆ ﺃﻥ ﻗﻴﻤﺔ ﻫﺬﺍ ﺍﳌﺘﻮﺳﻂ ﺗﻨﺘﻤﻲ‬
‫ﺇﱃ ﺍﻟﻔﺌﺔ )ﻣﻦ ‪ 3.40‬ﺇﱃ ‪ ( 4.19‬ﺣﺴﺐ ﻣﻘﻴﺎﺱ ﻟﻴﻜﺮﺕ ﺍﳌﺴﺘﺨﺪﻡ‪ ،‬ﻭﺑﺎﻟﺘﺎﱄ ﻧﺴﺘﻨﺘﺞ ﺃﻥ ﺩﺭﺟﺔ ﻣﻮﺍﻓﻘـﺔ ﺃﻓﺮﺍﺩ ﺍﻟﻌﻴﻨﺔ ﻋﻠﻰ ﻫﺬﺍ ﺍﻟﺒﻌﺪ‬
‫ﻛﺎﻧﺖ " ﻣﻮﺍﻓﻖ "‪ ،‬ﻭﻋﻠﻴﻪ ﳝﻜﻨﻨﺎ ﺍﻟﻘـﻮﻝ ﺃﻥ ﺷﺒﻜﺔ ﺍﻻﺗﺼﺎﻻﺕ ﺗﺴﺎﻫﻢ ﺑﺸﻜﻞ ﻛﺒﲑ ﰲ ﺗﻄﻮﻳﺮ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ ﺑﺎﻟﻜﻠﻴﺔ ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ ﻭﺗﺰﻳﺪ‬
‫ﻣﻦ ﻓﻌﺎﻟﻴﺘﻪ‪.‬‬
‫ﺩ‪ -‬ﺣﻘﻖ ﺑﻌﺪ ﺻﻨﺎﻉ ﺍﳌﻌﺮﻓﺔ ﻣﺘﻮﺳﻄﺎ ﺣﺴﺎﺑﻴﺎ ﺟﻴﺪﺍ ﻗﺪﺭﻩ )‪ (3.79‬ﺑﺎﳓﺮﺍﻑ ﻣﻌﻴﺎﺭﻱ )‪ ،(0.71‬ﻭﺍﳌﻼﺣﻆ ﺃﻳﻀﺎ ﺃﻥ ﻗﻴﻤﺔ ﻫﺬﺍ ﺍﳌﺘﻮﺳﻂ‬
‫ﺗﻨﺘﻤﻲ ﺇﱃ ﺍﻟﻔﺌﺔ )ﻣﻦ ‪ 3.40‬ﺇﱃ ‪ ( 4.19‬ﺣﺴﺐ ﻣﻘﻴﺎﺱ ﻟﻴﻜﺮﺕ ﺍﳌﺴﺘﺨﺪﻡ‪ ،‬ﻭﻋﻠﻴﻪ ﻧﺴﺘﻨﺘﺞ ﺃﻥ ﺩﺭﺟﺔ ﻣﻮﺍﻓﻘﺔ ﺃﻓﺮﺍﺩ ﺍﻟﻌﻴﻨﺔ ﻋﻠﻰ ﻫﺬﺍ ﺍﻟﺒﻌﺪ‬
‫ﻛﺎﻧﺖ " ﻣﻮﺍﻓﻖ "‪ ،‬ﻭﻣﻦ ﰒ ﳝﻜﻨﻨﺎ ﺍﻟﻘﻮﻝ ﺃﻥ ﺻﻨﺎﻉ ﺍﳌﻌﺮﻓﺔ ﻳﺴﺎﳘﻮﻥ ﺑﺸﻜﻞ ﺟﻴﺪ ﻭﻓﻌﺎﻝ ﰲ ﺗﻄﻮﻳﺮ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ ﺑﺎﻟﻜﻠﻴﺔ ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ‪.‬‬
‫ﻩ ‪ -‬ﺣﻘﻖ ﻣﺘﻐﲑ ﺍﻹﺩﺍﺭﺓ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ﻛﺎﻣﻼ ﻣﺘﻮﺳﻄﺎ ﺣﺴﺎﺑﻴﺎ ﻗﺪﺭﻩ )‪ (3.90‬ﺑﺎﳓﺮﺍﻑ ﻣﻌﻴﺎﺭﻱ )‪ ،(0.45‬ﻭﺍﳌﻼﺣﻆ ﺃﻳﻀﺎ ﺃﻥ ﻗﻴﻤﺔ ﻫﺬﺍ‬
‫ﺍﳌﺘﻮﺳﻂ ﺗﻨﺘﻤﻲ ﺇﱃ ﺍﻟﻔﺌﺔ )ﻣﻦ ‪ 3.40‬ﺇﱃ ‪ ( 4.19‬ﺣﺴﺐ ﻣﻘﻴﺎﺱ ﻟﻴﻜﺮﺕ ﺍﳌﺴﺘﺨﺪﻡ‪ ،‬ﻭﻋﻠﻴﻪ ﻧﺴﺘﻨﺘﺞ ﺃﻥ ﺩﺭﺟﺔ ﻣﻮﺍﻓﻘﺔ ﺃﻓﺮﺍﺩ ﺍﻟﻌﻴﻨﺔ ﻋﻠﻰ‬
‫ﻫﺬﺍ ﺍﳌﺘﻐﲑ ﻛﻜﻞ ﻛﺎﻧﺖ "ﻣﻮﺍﻓﻖ"‪ ،‬ﻭﻣﻦ ﻫﻨﺎ ﳝﻜﻨﻨﺎ ﺍﻟﻘﻮﻝ ﺃﻥ ﺍﻹﺩﺍﺭﺓ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ﺗﺴﺎﻫﻢ ﺣﻘﻴﻘﺔ ﻭﺑﺸﻜﻞ ﻛﺒﲑ ﰲ ﺗﻄﻮﻳﺮ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ‬
‫ﺑﺎﻟﻜﻠﻴﺔ ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ ﺑﺸﻜﻞ ﺧﺎﺹ‪ ،‬ﻭﰲ ﺟﺎﻣﻌﺔ ‪ -‬ﺑﺴﻜﺮﺓ ‪ -‬ﺑﺸﻜﻞ ﻋﺎﻡ‪.‬‬

‫‪ 2-1-7‬ﻭﺻﻒ ﺃﺑﻌﺎﺩ ﻣﺘﻐﲑ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ ‪ :‬ﺑﻴﻨﺖ ﺍﻟﻨﺘﺎﺋﺞ ﺍﳊﺎﺻﻠﺔ ﻣﻦ ﻣﻌﺎﳉﺔ ﻣﻌﻄﻴﺎﺕ ﺍﻻﺳﺘﺒﺎﻧﺔ ﺍﳌﺘﻌﻠﻘﺔ ‪‬ﺬﺍ ﺍﳌﺘﻐﲑ ﻣﺎ ﻳﻠﻲ ‪:‬‬
‫ﺃ ‪ -‬ﺣﻘﻖ ﺑﻌﺪ ﺍﻟﺘﺨﻄﻴﻂ ﻣﺘﻮﺳﻄﺎ ﺣﺴﺎﺑﻴﺎ ﻗﺪﺭﻩ )‪ (3.99‬ﺑﺎﳓﺮﺍﻑ ﻣﻌﻴﺎﺭﻱ )‪ ،(0.64‬ﻭﺍﳌﻼﺣﻆ ﺃﻥ ﻗﻴﻤﺔ ﻫﺬﺍ ﺍﳌﺘﻮﺳﻂ ﺗﻨﺘﻤﻲ ﺇﱃ ﺍﻟﻔﺌﺔ‬
‫)ﻣﻦ ‪ 3.40‬ﺇﱃ ‪ (4.19‬ﺣﺴﺐ ﻣﻘﻴﺎﺱ ﻟﻴﻜﺮﺕ ﺍﳌﺴﺘﺨﺪﻡ‪ ،‬ﻭﻋﻠﻴﻪ ﻧﺴﺘﻨﺘﺞ ﺃﻥ ﺩﺭﺟﺔ ﻣﻮﺍﻓﻘﺔ ﺃﻓﺮﺍﺩ ﺍﻟﻌﻴﻨﺔ ﻋﻠﻰ ﻫﺬﺍ ﺍﻟﺒﻌﺪ ﻛﺎﻧﺖ "ﻣﻮﺍﻓﻖ"‪،‬‬
‫ﻭﺑﺎﻟﺘﺎﱄ ﻧﺴﺘﻨﺘﺞ ﺃﻥ ﺍﻟﺘﺨﻄﻴﻂ ﳝﺜﻞ ﺃﻭﻝ ﻭﻇﻴﻔﺔ ﻣﻦ ﻭﻇﺎﺋﻒ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ ﰲ ﺍﻟﻜﻠﻴﺔ ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ‪.‬‬
‫ﺏ ‪ -‬ﺣﻘﻖ ﺑﻌﺪ ﺍﻟﺘﻨﻈﻴﻢ ﻣﺘﻮﺳﻄﺎ ﺣﺴﺎﺑﻴﺎ ﻗﺪﺭﻩ )‪ (4.03‬ﺑﺎﳓﺮﺍﻑ ﻣﻌﻴﺎﺭﻱ )‪ ،(0.53‬ﻭﺍﳌﻼﺣﻆ ﺃﻥ ﻗﻴﻤﺔ ﻫﺬﺍ ﺍﳌﺘﻮﺳﻂ ﺗﻨﺘﻤﻲ ﺇﱃ ﺍﻟﻔﺌﺔ‬
‫)ﻣﻦ ‪ 3.40‬ﺇﱃ ‪ (4.19‬ﺣﺴﺐ ﻣﻘﻴﺎﺱ ﻟﻴﻜﺮﺕ ﺍﳌﺴﺘﺨﺪﻡ‪ ،‬ﻭﻋﻠﻴﻪ ﻧﺴﺘﻨﺘﺞ ﺃﻥ ﺩﺭﺟﺔ ﻣﻮﺍﻓﻘﺔ ﺃﻓﺮﺍﺩ ﺍﻟﻌﻴﻨﺔ ﻋﻠﻰ ﻫﺬﺍ ﺍﻟﺒﻌﺪ ﻛﺎﻧﺖ "ﻣﻮﺍﻓﻖ"‪،‬‬
‫ﻭﻣﻦ ﰒ ﳝﻜﻨﻨﺎ ﺍﻟﻘﻮﻝ ﺃﻥ ﺍﻟﺘﻨﻈﻴﻢ ﻫﻮ ﻭﻇﻴﻔﺔ ﺟﺪ ﻫﺎﻣﺔ ﻣﻦ ﻭﻇﺎﺋﻒ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ ﰲ ﺍﻟﻜﻠﻴﺔ ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ‪.‬‬
‫ﺝ ‪ -‬ﺣﻘﻖ ﺑﻌﺪ ﺍﻟﺘﻮﺟﻴﻪ ﻣﺘﻮﺳﻄﺎ ﺣﺴﺎﺑﻴﺎ ﻗﺪﺭﻩ )‪ (4.14‬ﺑﺎﳓﺮﺍﻑ ﻣﻌﻴﺎﺭﻱ )‪ ،(0.68‬ﻭﺍﳌﻼﺣﻆ ﺃﻥ ﻗﻴﻤﺔ ﻫﺬﺍ ﺍﳌﺘﻮﺳﻂ ﺗﻨﺘﻤﻲ ﺇﱃ ﺍﻟﻔﺌﺔ‬
‫)ﻣﻦ ‪ 3.40‬ﺇﱃ ‪ (4.19‬ﺣﺴﺐ ﻣﻘﻴﺎﺱ ﻟﻴﻜﺮﺕ ﺍﳌﺴﺘﺨﺪﻡ‪ ،‬ﻭﺑﺎﻟﺘﺎﱄ ﻧﺴﺘﻨﺘﺞ ﺃﻥ ﺩﺭﺟﺔ ﻣﻮﺍﻓﻘﺔ ﺃﻓﺮﺍﺩ ﻋﻴﻨﺔ ﺍﻟﺒﺤﺚ ﻋﻠﻰ ﻫﺬﺍ ﺍﻟﺒﻌﺪ ﻛﺎﻧﺖ "‬
‫ﻣﻮﺍﻓﻖ "‪ ،‬ﻭﻫﺬﺍ ﻳﻌﲏ ﺃﻥ ﺍﻟﺘﻮﺟﻴﻪ ﻳﻌﺘﱪ ﺃﻳﻀﺎ ﻭﻇﻴﻔﺔ ﺟﺪ ﻫﺎﻣﺔ ﻣﻦ ﻭﻇﺎﺋﻒ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ ﺑﺎﻟﻜﻠﻴﺔ ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ‪.‬‬
‫ﺩ ‪ -‬ﺣﻘﻖ ﺑﻌﺪ ﺍﻟﺮﻗﺎﺑﺔ ﻣﺘﻮﺳﻄﺎ ﺣﺴﺎﺑﻴﺎ ﺟﻴﺪﺍ ﻗﺪﺭﻩ )‪ (3.97‬ﺑﺎﳓﺮﺍﻑ ﻣﻌﻴﺎﺭﻱ )‪ ،(0.72‬ﻭﺍﳌﻼﺣﻆ ﺃﻳﻀﺎ ﺃﻥ ﻗﻴﻤﺔ ﻫﺬﺍ ﺍﳌﺘﻮﺳﻂ ﺗﻨﺘﻤﻲ‬
‫ﺇﱃ ﺍﻟﻔﺌﺔ )ﻣﻦ ‪ 3.40‬ﺇﱃ ‪ ( 4.19‬ﺣﺴﺐ ﻣﻘﻴﺎﺱ ﻟﻴﻜﺮﺕ ﺍﳌﺴﺘﺨﺪﻡ‪ ،‬ﻭﻋﻠﻴﻪ ﻧﺴﺘﻨﺘﺞ ﺃﻥ ﺩﺭﺟﺔ ﻣﻮﺍﻓﻘـﺔ ﺃﻓﺮﺍﺩ ﻋﻴﻨﺔ ﺍﻟﺒﺤﺚ ﻋﻠﻰ ﻫﺬﺍ‬
‫ﺍﻟﺒﻌﺪ ﻛﺎﻧﺖ " ﻣﻮﺍﻓﻖ "‪ ،‬ﻭﻣﻦ ﰒ ﳝﻜﻨﻨﺎ ﺍﻟﻘﻮﻝ ﺃﻥ ﺍﻟﺮﻗﺎﺑﺔ ﺗﻌﺘﱪ ﻛﺬﻟﻚ ﻣﻦ ﺃﻫﻢ ﻭﻇﺎﺋﻒ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ ﺑﺎﻟﻜﻠﻴﺔ ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ‪.‬‬
‫ﻩ ‪ -‬ﺣﻘﻖ ﺑﻌﺪ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﻣﺘﻮﺳﻄﺎ ﺣﺴﺎﺑﻴﺎ ﻗﺪﺭﻩ )‪ (3.94‬ﺑﺎﳓﺮﺍﻑ ﻣﻌﻴﺎﺭﻱ )‪ ،(0.64‬ﻭﺍﳌﻼﺣﻆ ﺃﻳﻀﺎ ﺃﻥ ﻗﻴﻤﺔ ﻫﺬﺍ ﺍﳌﺘﻮﺳﻂ ﺗﻨﺘﻤﻲ ﺇﱃ‬
‫ﺍﻟﻔﺌﺔ )ﻣﻦ ‪ 3.40‬ﺇﱃ ‪ (4.19‬ﺣﺴﺐ ﻣﻘﻴﺎﺱ ﻟﻴﻜﺮﺕ ﺍﳌﺴﺘﺨﺪﻡ‪ ،‬ﻭﻣﻨﻪ ﻧﺴﺘﻨﺘﺞ ﺃﻥ ﺩﺭﺟﺔ ﻣﻮﺍﻓﻘـﺔ ﺃﻓﺮﺍﺩ ﻋﻴﻨﺔ ﺍﻟﺒﺤﺚ ﻋﻠﻰ ﻫﺬﺍ ﺍﻟﺒﻌﺪ‬
‫ﻛﺎﻧﺖ " ﻣﻮﺍﻓﻖ "‪ ،‬ﻭﺑﺎﻟﺘﺎﱄ ﳝﻜﻨﻨﺎ ﺍﻟﻘﻮﻝ ﺃﻥ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﳝﺜﻞ ﻭﻇﻴﻔﺔ ﺟﺪ ﻫﺎﻣﺔ ﻣﻦ ﻭﻇﺎﺋﻒ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ ﺑﺎﻟﻜﻠﻴﺔ ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ‪ ،‬ﺣﻴﺚ‬
‫ﳒﺪ ﺃﻧﻪ ﰲ ﻛﻞ ﻭﻇﻴﻔﺔ ﻣﻦ ﺍﻟﻮﻇﺎﺋﻒ ﺍﻟﺴﺎﺑﻘﺔ ) ﺍﻟﺘﺨﻄﻴﻂ‪ ،‬ﺍﻟﺘﻨﻈﻴﻢ‪ ،‬ﺍﻟﺘﻮﺟﻴﻪ‪ ،‬ﺍﻟﺮﻗﺎﺑﺔ( ﻫﻨﺎﻙ ﻋﻤﻠﻴﺔ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ‪.‬‬

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‫________________________________________________________________________________________________________________________________________ ﳎﻠﺔ ﺍﻟﺒﺎﺣﺚ ‪ -‬ﻋﺪﺩ ‪2011 / 09‬‬

‫ﻭ‪ -‬ﺣﻘﻖ ﻣﺘﻐﲑ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ ﻛﺎﻣﻼ ﻣﺘﻮﺳﻄﺎ ﺣﺴﺎﺑﻴﺎ ﻗﺪﺭﻩ )‪ (4.02‬ﺑﺎﳓﺮﺍﻑ ﻣﻌﻴﺎﺭﻱ )‪ ،(0.52‬ﻭﺍﳌﻼﺣﻆ ﺃﻳﻀﺎ ﺃﻥ ﻗﻴﻤﺔ ﻫﺬﺍ‬
‫ﺍﳌﺘﻮﺳﻂ ﻫﻲ ﻛﺒﲑﺓ ﻭﺗﻨﺘﻤﻲ ﺇﱃ ﺍﻟﻔﺌﺔ )ﻣﻦ ‪ 3.40‬ﺇﱃ ‪ (4.19‬ﺣﺴﺐ ﻣﻘﻴﺎﺱ ﻟﻴﻜﺮﺕ ﺍﳌﺴﺘﺨﺪﻡ‪ ،‬ﻭﻋﻠﻴﻪ ﻧﺴﺘﻨﺘﺞ ﺃﻥ ﺩﺭﺟﺔ ﻣﻮﺍﻓﻘﺔ ﺃﻓﺮﺍﺩ‬
‫ﺍﻟﻌﻴﻨﺔ ﻋﻠﻰ ﻫﺬﺍ ﺍﳌﺘﻐﲑ ﻛﻜﻞ ﻛﺎﻧﺖ "ﻣﻮﺍﻓﻖ"‪.‬‬

‫‪ 2-7‬ﲢﻠﻴﻞ ﻋﻼﻗﺎﺕ ﺍﻻﺭﺗﺒﺎﻁ ﻭﺍﺧﺘﺒﺎﺭ ﺍﻟﻔﺮﺿﻴﺎﺕ‪:‬‬

‫ﻧﺴﺘﺨﺪﻡ ﳍﺬﺍ ﺍﻟﻐﺮﺽ ﻭﻻﺧﺘﺒﺎﺭ ﺍﻟﻔﺮﺿﻴﺎﺕ ﺍﳌﻮﺿﻮﻋﺔ ﻣﻌﺎﻣﻞ ﺍﺭﺗﺒﺎﻁ ﺳﺒﲑﻣﺎﻥ ﺍﻟﺮﺗﱯ‪ ،‬ﻭﻗﺪ ﺑﻴﻨﺖ ﺍﻟﻨﺘﺎﺋﺞ ﺍﳊﺎﺻﻠﺔ ﻣﻦ ﻣﻌﺎﳉﺔ‬
‫ﻣﻌﻄﻴﺎﺕ ﺍﻻﺳﺘﺒﺎﻧﺔ ﺍﳌﺘﻌﻠﻘﺔ ‪‬ﺬﻳ‪‬ﻦ ﺍﳌﺘﻐﲑ‪‬ﻳ ﹺﻦ ﻋﻨﺪ ﻣﺴﺘﻮﻯ ﻣﻌﻨﻮﻳﺔ ‪ α = 5%‬ﻭﺩﺭﺟﺎﺕ ﺣﺮﻳﺔ )‪ ،(39‬ﻣﺎ ﻳﻠﻲ ‪:‬‬
‫‪ 1-2-7‬ﻋﻼﻗﺔ ﺍﻷﺟﻬﺰﺓ ﻭﺍﳌﻌﺪﺍﺕ ﺑﺄﺑﻌﺎﺩ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ‪ :‬ﺣﻘﻘﺖ ﻫﺬﻩ ﺍﻟﻌﻼﻗﺔ ﻣﻌﺎﻣﻞ ﺍﺭﺗﺒﺎﻁ ﻗﻮﻱ ﺟـﺪﺍ ﺣﻴﺚ ﺑﻠـﻎ )‪(0.96‬‬
‫ﻭﻫﻮ ﺩﺍﻝ ﻣﻌﻨﻮﻳﺎ ﻋﻨﺪ ﺍﳌﺴﺘﻮﻯ )‪ ،(0.05‬ﺇﺿﺎﻓﺔ ﺇﱃ ﺫﻟﻚ ﻛﺎﻧﺖ ﻗﻴﻤﺔ )‪ (t‬ﺍﶈﺴﻮﺑﺔ )‪ (14.89‬ﺃﻛﱪ ﻣﻦ ﺍﳉﺪﻭﻟﻴﺔ )‪ ،(2.021‬ﻭﺗﺸﲑ ﺗﻠﻚ‬
‫ﺍﻟﻨﺘﻴﺠﺔ ﺇﱃ ﺃﻥ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﻜﻠﻴﺔ ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ ﻟﻸﺟﻬﺰﺓ ﻭﺍﳌﻌﺪﺍﺕ ﺍﳊﺎﺳﻮﺑﻴﺔ ﻣﻦ ﺷﺄﻧﻪ ﺃﻥ ﻳﺴﺎﻫﻢ ﰲ ﺗﻄﻮﻳﺮ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ ‪‬ﺎ ﻭﻳﺰﻳﺪ ﻣﻦ‬
‫ﻓﻌﺎﻟﻴﺘﻪ‪ ،‬ﻭﺫﻟﻚ ﻣﻦ ﺧﻼﻝ ﺳﻬﻮﻟﺔ ﺍﻟﻮﺻﻮﻝ ﺇﱃ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺗﻘﻨﲔ ﺍﻟﺪﺧﻮﻝ ﺇﻟﻴﻬﺎ‪ ،‬ﻛﺬﻟﻚ ﲣﻔﻴﺾ ﻛﺜﺎﻓﺔ ﺍﻟﻌﻤﻞ ﻭﲣﻔﻴﺾ ﺍﻟﺘﻜﺎﻟﻴﻒ‪،‬‬
‫ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﺗﻮﻓﲑ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﻀﺮﻭﺭﻳﺔ ﻟﻺﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ‪‬ﺪﻑ ﺇﳚﺎﺩ ﺍﻟﻘﺮﺍﺭ ﺍﻟﺴﻠﻴﻢ‪ .‬ﻭﺑﺎﻟﺘﺎﱄ ﻓﺎﻟﻨﺘﻴﺠﺔ ﺍﳌﺘﺤﺼﻞ ﻋﻠﻴﻬﺎ ﺗﺸﲑ ﺇﱃ ﻗﺒﻮﻝ‬
‫ﺍﻟﻔﺮﺿﻴﺔ ﺍﻟﺒﺪﻳﻠﺔ ﺍﻟﱵ ﺗﺄﻛﺪ ﻋﻠﻰ ﻭﺟﻮﺩ ﻋﻼﻗﺔ ﺫﺍﺕ ﺩﻻﻟﺔ ﺇﺣﺼﺎﺋﻴﺔ ﺑﲔ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻷﺟﻬﺰﺓ ﻭﺍﳌﻌﺪﺍﺕ ﻭﺗﻄﻮﻳﺮ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ ﺑﺎﻟﻜﻠﻴﺔ ﳏﻞ‬
‫ﺍﻟﺪﺭﺍﺳﺔ ﻋﻨﺪ ﻣﺴﺘﻮﻯ ﺍﳌﻌﻨﻮﻳﺔ ‪. α = 5%‬‬
‫‪ 2-2-7‬ﻋﻼﻗﺔ ﺍﻟﱪﳎﻴﺎﺕ ﺑﺄﺑﻌﺎﺩ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ‪ :‬ﺣﻘﻘﺖ ﻫﺬﻩ ﺍﻟﻌﻼﻗﺔ ﺃﻳﻀﺎ ﻣﻌﺎﻣﻞ ﺍﺭﺗﺒﺎﻁ ﻗﻮﻱ ﺟـﺪﺍ ﺣﻴﺚ ﺑﻠـﻎ )‪ (0.92‬ﻭﻫﻮ‬
‫ﺩﺍﻝ ﻣﻌﻨﻮﻳﺎ ﻋﻨﺪ ﺍﳌﺴﺘﻮﻯ )‪ ،(0.05‬ﺇﺿﺎﻓﺔ ﺇﱃ ﺫﻟﻚ ﻛﺎﻧﺖ ﻗﻴﻤﺔ )‪ (t‬ﺍﶈﺴﻮﺑﺔ )‪ (11.22‬ﺃﻛﱪ ﻣﻦ ﺍﳉﺪﻭﻟﻴﺔ )‪ (2.021‬ﻭﺗﺸﲑ ﺗﻠﻚ‬
‫ﺍﻟﻨﺘﻴﺠﺔ ﺇﱃ ﺃﻥ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﻜﻠﻴﺔ ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ ﻟﻠﱪﳎﻴﺎﺕ ﻣﻦ ﺷﺄﻧﻪ ﺃﻥ ﻳﺴﺎﻫﻢ ﰲ ﺗﻄﻮﻳﺮ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ ‪‬ﺎ ﻭﻳﺰﻳﺪ ﻣﻦ ﻓﻌﺎﻟﻴﺘﻪ‪ ،‬ﻭﺫﻟﻚ ﻣﻦ‬
‫ﺧﻼﻝ ﺗﻮﻓﲑ ﺑﻴﺌﺔ ﻋﻤﻞ ﻣﺮﻧﺔ ﺗﻮﺍﻛﺐ ﲨﻴﻊ ﺍﻟﺘﻐﲑﺍﺕ‪ ،‬ﻭﲢﻘﻴﻖ ﺍﻟﺮﻗﺎﺑﺔ ﺍﻟﻔﻮﺭﻳﺔ ﻭﺍﳌﺴﺘﻤﺮﺓ ﻻﻛﺘﺸﺎﻑ ﺍﻻﳓﺮﺍﻑ ﺃﻭﻝ ﺑﺄﻭﻝ ﻭﺗﺼﺤﻴﺤﻪ‪،‬‬
‫ﻛﺬﻟﻚ ﺗﺮﺗﻴﺐ ﻣﻮﺍﺭﺩ ﺍﻟﻜﻠﻴﺔ ﺑﻄﺮﻳﻘﺔ ﲡﻌﻞ ﺃﻧﺸﻄﺘﻬﺎ ﺗﺴﻬﻢ ﰲ ﲢﻘﻴﻖ ﺍﻷﻫﺪﺍﻑ‪ ،‬ﻫﺬﺍ ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﺗﻘﺪﱘ ﺁﻟﻴﺎﺕ ﻓﻌﺎﻟﺔ ﻻﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ‪.‬‬
‫ﻭﺑﺎﻟﺘﺎﱄ ﻓﺎﻟﻨﺘﻴﺠﺔ ﺍﳌﺘﺤﺼﻞ ﻋﻠﻴﻬﺎ ﺗﺸﲑ ﺇﱃ ﻗﺒﻮﻝ ﺍﻟﻔﺮﺿﻴﺔ ﺍﻟﺒﺪﻳﻠﺔ ﺍﻟﱵ ﺗﺄﻛﺪ ﻋﻠﻰ ﻭﺟﻮﺩ ﻋﻼﻗﺔ ﺫﺍﺕ ﺩﻻﻟﺔ ﺇﺣﺼﺎﺋﻴﺔ ﺑﲔ ﺍﺳﺘﺨﺪﺍﻡ‬
‫ﺍﻟﱪﳎﻴﺎﺕ ﻭﺗﻄﻮﻳﺮ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ ﺑﺎﻟﻜﻠﻴﺔ ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ ﻋﻨﺪ ﻣﺴﺘﻮﻯ ﺍﳌﻌﻨﻮﻳﺔ ‪. α = 5%‬‬

‫‪ 3-2-7‬ﻋﻼﻗﺔ ﺷﺒﻜﺔ ﺍﻻﺗﺼﺎﻻﺕ ﺑﺄﺑﻌﺎﺩ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ‪ :‬ﺣﻘﻘﺖ ﻫﺬﻩ ﺍﻟﻌﻼﻗﺔ ﻣﻌﺎﻣﻞ ﺍﺭﺗﺒﺎﻁ ﻗﻮﻱ ﺟﺪﺍ ﺣﻴﺚ ﺑﻠﻎ )‪ (0.95‬ﻭﻫﻮ ﺩﺍﻝ‬
‫ﻣﻌﻨﻮﻳﺎ ﻋﻨﺪ ﺍﳌﺴﺘﻮﻯ )‪ ،(0.05‬ﺇﺿﺎﻓﺔ ﺇﱃ ﺫﻟﻚ ﻛﺎﻧﺖ ﻗﻴﻤﺔ )‪ (t‬ﺍﶈﺴﻮﺑﺔ )‪ (8.76‬ﺃﻛﱪ ﻣﻦ ﺍﳉﺪﻭﻟﻴﺔ )‪ ،(2.021‬ﻭﺗﺸﲑ ﺗﻠﻚ ﺍﻟﻨﺘﻴﺠﺔ ﺇﱃ‬
‫ﺃﻥ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﻜﻠﻴﺔ ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ ﻟﺸﺒﻜﺔ ﺍﻻﺗﺼﺎﻻﺕ ﻣﻦ ﺷﺄﻧﻪ ﺃﻥ ﻳﺴﺎﻫﻢ ﰲ ﺗﻄﻮﻳﺮ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ ‪‬ﺎ ﻭﻳﺰﻳﺪ ﻣﻦ ﻛﻔﺎﺀﺗﻪ ﻭﻓﻌﺎﻟﻴﺘﻪ‪ ،‬ﻭﺫﻟﻚ‬
‫ﻣﻦ ﺧﻼﻝ ﺳﺮﻋﺔ ﺍﻻﺗﺼﺎﻝ ﻭﺳﻬﻮﻟﺔ ﺗﺒﺎﺩﻝ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﲔ ﲨﻴﻊ ﺍﻷﻃﺮﺍﻑ ﺍﻟﱵ ﳍﺎ ﻋﻼﻗﺔ ﻣﻊ ﺍﻟﻜﻠﻴﺔ‪ ،‬ﻭﲡﺎﻭﺯ ﺍﳍﺮﻣﻴﺔ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﺑﺎﻟﺘﺸﺎﺭﻙ‬
‫ﺍﻟﻮﺍﺳﻊ ﻭﺍﳌﺴﺘﻤﺮ ﺑﲔ ﺍﻟﻌﺎﻣﻠﲔ ﰲ ﺍﻟﻜﻠﻴﺔ ﻭﺫﻟﻚ ﺍﻋﺘﻤﺎﺩﺍ ﻋﻠﻰ ﺷﺒﻜﺔ ﺍﻻﻧﺘﺮﺍﻧﺖ‪ ،‬ﺃﻳﻀﺎ ﺳﺮﻋﺔ ﺍﻧﺘﺸﺎﺭ ﻧﺘﺎﺋﺞ ﺍﻟﺮﻗﺎﺑﺔ ﻓﺎﳉﻤﻴﻊ ﻳﻌﺮﻑ ﻣﺎﺫﺍ‬
‫ﳛﺪﺙ ﰲ ﺍﻟﻜﻠﻴﺔ‪ .‬ﻭﻋﻠﻴﻪ ﻓﺎﻟﻨﺘﻴﺠﺔ ﺍﳌﺘﺤﺼﻞ ﻋﻠﻴﻬﺎ ﺗﺸﲑ ﺇﱃ ﻗﺒﻮﻝ ﺍﻟﻔﺮﺿﻴﺔ ﺍﻟﺒﺪﻳﻠﺔ ﺍﻟﱵ ﺗﺄﻛﺪ ﻋﻠﻰ ﻭﺟﻮﺩ ﻋﻼﻗﺔ ﺫﺍﺕ ﺩﻻﻟﺔ ﺇﺣﺼﺎﺋﻴﺔ ﺑﲔ‬
‫ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﻜﻠﻴﺔ ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ ﻟﺸﺒﻜﺔ ﺍﻻﺗﺼﺎﻻﺕ ﻭﺗﻄﻮﻳﺮ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ ﻋﻨﺪ ﻣﺴﺘﻮﻯ ﺍﳌﻌﻨﻮﻳﺔ ‪. α = 5%‬‬
‫‪ 4-2-7‬ﻋﻼﻗﺔ ﺻﻨﺎﻉ ﺍﳌﻌﺮﻓﺔ ﺑﺄﺑﻌﺎﺩ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ‪ :‬ﻧﻼﺣﻆ ﺃﻳﻀﺎ ﺃﻥ ﻫﺬﻩ ﺍﻟﻌﻼﻗﺔ ﺣﻘﻘﺖ ﻣﻌﺎﻣﻞ ﺍﺭﺗﺒﺎﻁ ﻗﻮﻱ ﺟﺪﺍ ﺑﻠﻎ )‪(0.94‬‬
‫ﻭﻫﻮ ﺩﺍﻝ ﻣﻌﻨﻮﻳﺎ ﻋﻨﺪ ﺍﳌﺴﺘﻮﻯ )‪ ،(0.05‬ﺇﺿﺎﻓﺔ ﺇﱃ ﺫﻟﻚ ﻛﺎﻧﺖ ﻗﻴﻤﺔ )‪ (t‬ﺍﶈﺴﻮﺑﺔ )‪ (6.98‬ﺃﻛﱪ ﻣﻦ ﺍﳉﺪﻭﻟﻴﺔ )‪ ،(2.021‬ﻭﺗﺸﲑ ﺗﻠﻚ‬
‫ﺍﻟﻨﺘﻴﺠﺔ ﺇﱃ ﺃﻥ ﺍﻋﺘﻤﺎﺩ ﺍﻟﻜﻠﻴﺔ ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ ﻋﻠﻰ ﺻﻨﺎﻉ ﺍﳌﻌﺮﻓﺔ ﻣﻦ ﺷﺄﻧﻪ ﺃﻥ ﻳﺴﺎﻫﻢ ﰲ ﺗﻄﻮﻳﺮ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ‪ ،‬ﻭﺫﻟﻚ ﻣﻦ ﺧﻼﻝ ﻣﺴﺎﳘﺘﻬﻢ‬
‫ﺍﳉﺎﺩﺓ ﻭﺍﻟﻔﻌﺎﻟﺔ ﰲ ﻋﻤﻠﻴﺔ ﺍﻟﺘﺨﻄﻴﻂ ﻭﻭﺿﻊ ﺍﻷﻫﺪﺍﻑ ﻭﺍﻟﺘﻨﺒﺆ ‪‬ﺎ‪ ،‬ﻭﺗﻨﻈﻴﻢ ﻭﺗﻨﺴﻴﻖ ﺍﳌﻮﺍﺭﺩ ﺍﳌﺎﺩﻳﺔ ﻭﺍﻟﺒﺸﺮﻳﺔ ﺑﺸﻜﻞ ﳜﺪﻡ ﲢﻘﻴﻖ ﺗﻠﻚ‬
‫ﺍﻷﻫﺪﺍﻑ‪ ،‬ﻭﻧﻘﻞ ﺭﻏﺒﺎﺕ ﺍﻹﺩﺍﺭﺓ ﻣﻦ ﺍﻟﻠﻐﺔ ﺍﻟﻌﺎﺩﻳﺔ ﺇﱃ ﺇﺣﺪﻯ ﻟﻐﺎﺕ ﺍﻟﱪﳎﺔ ﺍﻟﱵ ﳝﻜﻦ ﻟﻠﺤﺎﺳﻮﺏ ﺍﻟﺘﻌﺎﻣﻞ ﻣﻌﻬﺎ‪ .‬ﻭﺑﺎﻟﺘﺎﱄ ﻓﺎﻟﻨﺘﻴﺠﺔ ﺍﳌﺘﺤﺼﻞ‬
‫ﻋﻠﻴﻬﺎ ﺗﺸﲑ ﺇﱃ ﻗﺒﻮﻝ ﺍﻟﻔﺮﺿﻴﺔ ﺍﻟﺒﺪﻳﻠﺔ ﺍﻟﱵ ﺗﺄﻛﺪ ﻋﻠﻰ ﻭﺟﻮﺩ ﻋﻼﻗﺔ ﺫﺍﺕ ﺩﻻﻟﺔ ﺇﺣﺼﺎﺋﻴﺔ ﺑﲔ ﺻﻨﺎﻉ ﺍﳌﻌﺮﻓﺔ ﻭﺗﻄﻮﻳﺮ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ ﺑﺎﻟﻜﻠﻴﺔ‬
‫ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ ﻋﻨﺪ ﻣﺴﺘﻮﻯ ﺍﳌﻌﻨﻮﻳﺔ ‪. α = 5%‬‬

‫ﺧﻼﺻﺔ ‪ :‬ﰲ ﺿﻮﺀ ﻭﺻﻒ ﻣﺘﻐﲑﺍﺕ ﺍﻟﺒﺤﺚ ﻭﲢﻠﻴﻞ ﻋﻼﻗﺎﺕ ﺍﻻﺭﺗﺒﺎﻁ‪ ،‬ﳝﻜﻦ ﺍﺳﺘﻨﺘﺎﺝ ﺍﻵﰐ ‪:‬‬

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‫ﺍﳉﺰﺍﺋﺮ(‬ ‫ﻣﺴﺎﳘﺔ ﺍﻹﺩﺍﺭﺓ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ﰲ ﺗﻄﻮﻳﺮ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ ﲟﺆﺳﺴﺎﺕ ﺍﻟﺘﻌﻠﻴﻢ ﺍﻟﻌﺎﱄ )ﺩﺭﺍﺳﺔ ﺣﺎﻟﺔ ﻛﻠﻴﺔ ﺍﻟﻌﻠﻮﻡ ﻭﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﲜﺎﻣﻌﺔ ‪ -‬ﺑﺴﻜﺮﺓ –‬

‫‪ -‬ﲤﺜﻞ ﺍﻹﺩﺍﺭﺓ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ﻣﻨﻬﺠﺎ ﺣﺪﻳﺜﺎ ﻳﻘﻮﻡ ﻋﻠﻰ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﻻﺗﺼﺎﻻﺕ ﺣﻴﺚ ﻳﺘﻤﻴﺰ ﻫﺬﺍ ﺍﳌﻨﻬﺞ ﺍﳊﺪﻳﺚ ﲟﻤﻴﺰﺍﺕ‬
‫ﻭﺧﺼﺎﺋﺺ ﲤﻴﺰﻩ ﻋﻦ ﻏﲑﻩ ﻣﻦ ﺍﳌﻨﺎﻫﺞ‪.‬‬
‫‪ -‬ﺍﻹﺩﺍﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺗﺘﻮﻓﺮ ﻋﻠﻰ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﻟﻌﻨﺎﺻﺮ )ﺍﻷﺟﻬﺰﺓ ﻭﺍﳌﻌﺪﺍﺕ‪ ،‬ﺍﻟﱪﳎﻴﺎﺕ‪ ،‬ﺍﻟﺸﺒﻜﺎﺕ‪ ،‬ﺻﻨﺎﻉ ﺍﳌﻌﺮﻓﺔ( ﺍﻟﱵ ﺗﺴﺎﻋﺪ‬
‫ﺍﳌﺆﺳﺴﺔ ﰲ ﺃﺩﺍﺀ ﺃﻋﻤﺎﳍﺎ ﻭﳐﺘﻠﻒ ﻭﻇﺎﺋﻔﻬﺎ ﺍﻹﺩﺍﺭﻳﺔ‪.‬‬
‫‪ -‬ﺍﺳﺘﺨﺪﺍﻡ ﺍﻹﺩﺍﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﻳﺆﺩﻱ ﺇﱃ ﺍﻟﺘﻐﻠﺐ ﻋﻠﻰ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﳌﺸﺎﻛﻞ ﺍﻟﱵ ﻛﺎﻧﺖ ﺗﻌﻴﻖ ﻣﺴﲑﺓ ﺍﻟﻌﻤﻞ ﻣﺜﻞ ﻋﺎﻣﻞ ﺍﻟﻮﻗﺖ‪ ،‬ﺃﻣﻦ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﺣﻮﺍﺟﺰ ﺍﳌﻜﺎﻥ ﻭﺍﻟﺰﻣﺎﻥ ﻭﻏﲑﻫﺎ‪.‬‬
‫‪ -‬ﺗﻄﺒﻴﻖ ﺍﻹﺩﺍﺭﺓ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ﰲ ﺃﻱ ﻣﺆﺳﺴﺔ ﻳﺴﺘﻠﺰﻡ ﺗﻮﻓﺮ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﳌﺘﻄﻠﺒﺎﺕ‪.‬‬
‫‪ -‬ﺗﻄﺒﻴﻖ ﺍﻹﺩﺍﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﻳﻌﻤﻞ ﻋﻠﻰ ﺯﻳﺎﺩﺓ ﻓﻌﺎﻟﻴﺔ ﻭﻛﻔﺎﺀﺓ ﺃﺩﺍﺀ ﺍﻟﻌﺎﻣﻠﲔ ﺑﺪﺭﺟﺔ ﻛﺒﲑﺓ ﻣﻦ ﺧﻼﻝ ﻣﺴﺎﳘﺘﻬﺎ ﺍﳉﺎﺩﺓ ﰲ ﺭﻓﻊ‬
‫ﺇﻧﺘﺎﺟﻴﺔ ﺍﻟﻌﺎﻣﻠﲔ‪ ،‬ﺗﻮﻓﲑ ﻭﻗﺖ ﻭﺟﻬﺪ ﺍﻟﻌﺎﻣﻠﲔ‪ ،‬ﻭﺗﻘﻠﻴﻞ ﺍﻟﺘﻜﺎﻟﻴﻒ‪...‬ﺍﱁ ‪.‬‬
‫‪ -‬ﺃﻥ ﺍﻋﺘﻤﺎﺩ ﺍﳌﺆﺳﺴﺔ ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ ﻋﻠﻰ ﺍﻷﺟﻬﺰﺓ ﻭﺍﳌﻌﺪﺍﺕ ﳝﻜﻨﻬﺎ ﻣﻦ ﺍﻟﻮﺻﻮﻝ ﺇﱃ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﺍﻟﻮﻗﺖ ﺍﳌﻨﺎﺳﺐ ﻭﺑﻜﻞ ﺳﻬﻮﻟﺔ‬
‫ﻣﻊ ﺗﻘﻨﲔ ﺍﻟﺪﺧﻮﻝ ﺇﻟﻴﻬﺎ‪ ،‬ﻭﻫﺬﺍ ﻣﺎ ﻳﺆﻛﺪ ﺻﺤﺔ ﺍﻟﻔﺮﺿﻴﺔ ﺍﻷﻭﱃ‪.‬‬
‫‪ -‬ﺃﻥ ﺍﻋﺘﻤﺎﺩ ﺍﳌﺆﺳﺴﺔ ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ ﻋﻠﻰ ﺍﻷﺟﻬﺰﺓ ﻭﺍﳌﻌﺪﺍﺕ ﳝﻜﻨﻬﺎ ﺃﻳﻀﺎ ﻣﻦ ﲣﻔﻴﺾ ﻛﺜﺎﻓﺔ ﺍﻟﻌﻤﻞ‪ ،‬ﻭﲣﻔﻴﺾ ﳐﺘﻠﻒ ﺍﻟﺘﻜﺎﻟﻴﻒ‪،‬‬
‫ﻭﻫﺬﺍ ﻣﺎ ﻳﺆﻛﺪ ﺻﺤﺔ ﺍﻟﻔﺮﺿﻴﺔ ﺍﻷﻭﱃ‪.‬‬
‫‪ -‬ﺗﺴﺎﻫﻢ ﺍﻟﱪﳎﻴﺎﺕ ﰲ ﺗﻄﻮﻳﺮ ﻭﺗﻔﻌﻴﻞ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ ﺑﺎﻟﻜﻠﻴﺔ ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ ﻭﺫﻟﻚ ﻣﻦ ﺧﻼﻝ ﺍﳌﻌﺎﳉﺔ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ﳌﺨﺘﻠﻒ ﺑﻴﺎﻧﺎ‪‬ﺎ‪،‬‬
‫ﻭﻫﺬﺍ ﻣﺎ ﻳﺆﻛﺪ ﺻﺤﺔ ﺍﻟﻔﺮﺿﻴﺔ ﺍﻟﺜﺎﻧﻴﺔ‪.‬‬
‫‪ -‬ﺍﻟﱪﳎﻴﺎﺕ ﲤﻜﻦ ﺍﻟﻜﻠﻴﺔ ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ ﻣﻦ ﺗﻮﻓﲑ ﺑﻴﺌﺔ ﻋﻤﻞ ﻣﺮﻧﺔ ﺗﻮﺍﻛﺐ ﲨﻴﻊ ﺍﻟﺘﻐﲑﺍﺕ ﻭﺍﻟﺘﻄﻮﺭﺍﺕ‪ ،‬ﻭﻫﺬﺍ ﻣﺎ ﻳﺆﻛﺪ ﺻﺤﺔ‬
‫ﺍﻟﻔﺮﺿﻴﺔ ﺍﻟﺜﺎﻧﻴﺔ‪.‬‬
‫‪ -‬ﺍﻟﱪﳎﻴﺎﺕ ﲤﻜﻦ ﺍﻟﻜﻠﻴﺔ ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ ﻣﻦ ﲢﻘﻴﻖ ﺍﻟﺮﻗﺎﺑﺔ ﺍﻟﻔﻮﺭﻳﺔ ﻭﺍﳌﺴﺘﻤﺮﺓ ﻻﻛﺘﺸﺎﻑ ﺍﻻﳓﺮﺍﻓﺎﺕ ﺃﻭﻻ ﺑﺄﻭﻝ ﻭﺗﺼﺤﻴﺤﻬﺎ‪ ،‬ﻭﻫﺬﺍ‬
‫ﻣﺎ ﻳﺆﻛﺪ ﺻﺤﺔ ﺍﻟﻔﺮﺿﻴﺔ ﺍﻟﺜﺎﻧﻴﺔ‪.‬‬
‫‪ -‬ﺍﻟﱪﳎﻴﺎﺕ ﻛﺬﻟﻚ ﲤﻜﻦ ﺍﻟﻜﻠﻴﺔ ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ ﻣﻦ ﺗﺮﺗﻴﺐ ﻣﻮﺍﺭﺩﻫﺎ ﺑﻄﺮﻳﻘﺔ ﲡﻌﻞ ﺃﻧﺸﻄﺘﻬﺎ ﺗﺴﻬﻢ ﰲ ﲢﻘﻴﻖ ﺃﻫﺪﺍﻓﻬﺎ‪ ،‬ﻭﻫﺬﺍ ﻣﺎ‬
‫ﻳﺆﻛﺪ ﺻﺤﺔ ﺍﻟﻔﺮﺿﻴﺔ ﺍﻟﺜﺎﻧﻴﺔ‪.‬‬
‫‪ -‬ﺍﻟﱪﳎﻴﺎﺕ ﲤﻜﻦ ﺍﻟﻜﻠﻴﺔ ﻣﻦ ﺗﻘﺪﱘ ﺁﻟﻴﺎﺕ ﻓﻌﺎﻟﺔ ﻭﺩﺍﻋﻤﺔ ﻋﻠﻰ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ‪ ،‬ﻭﻫﺬﺍ ﻣﺎ ﻳﺆﻛﺪ ﺻﺤﺔ ﺍﻟﻔﺮﺿﻴﺔ ﺍﻟﺜﺎﻧﻴﺔ ﺃﻳﻀﺎ‪.‬‬
‫‪ -‬ﺗﺴﺎﻫﻢ ﺷﺒﻜﺎﺕ ﺍﻻﺗﺼﺎﻝ ﰲ ﺗﻄﻮﻳﺮ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ ﺑﺎﻟﻜﻠﻴﺔ ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ ﻭﺫﻟﻚ ﻣﻦ ﺧﻼﻝ ‪:‬‬
‫• ﻛﻔﺎﺀﺓ ﻭﺳﺮﻋﺔ ﺍﻻﺗﺼﺎﻝ ﻭﺳﻬﻮﻟﺔ ﻧﻘﻞ ﻭﺗﺒﺎﺩﻝ ﺍﳌﻌﻠﻮﻣﺎﺕ؛‬
‫• ﲤﻜﲔ ﲨﻴﻊ ﺍﻟﻌﺎﻣﻠﲔ ﻣﻦ ﺍﳌﺴﺎﳘﺔ ﰲ ﺍﻟﺘﺨﻄﻴﻂ ﰲ ﻛﻞ ﻣﻮﻗﻊ ﻭﰲ ﻛﻞ ﻭﻗﺖ؛‬
‫• ﲡﺎﻭﺯ ﺍﳍﺮﻣﻴﺔ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﻭﺍﻟﺘﺸﺎﺭﻙ ﺍﻟﻮﺍﺳﻊ ﻭﺍﳌﺴﺘﻤﺮ ﺑﲔ ﳐﺘﻠﻒ ﺍﻟﻌﺎﻣﻠﲔ؛‬
‫• ﲢﻔﻴﺰ ﺍﻟﻌﺎﻣﻠﲔ ﻭﺗﻮﺟﻴﻪ ﺟﻬﻮﺩﻫﻢ ﳓﻮ ﺍﳒﺎﺯ ﺍﳌﻬﺎﻡ ﺍﳌﻮﻛﻠﺔ ﳍﻢ؛‬
‫• ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﻣﻌﺮﻓﺔ ﺍﳌﺘﻐﲑﺍﺕ ﺍﳋﺎﺻﺔ ﺑﺎﻟﺘﻨﻔﻴﺬ ﺃﻭﻝ ﺑﺄﻭﻝ ﻭﺑﺎﻟﻮﻗﺖ ﺍﳊﻘﻴﻘﻲ؛‬
‫• ﻣﺘﺎﺑﻌﺔ ﺗﻨﻔﻴﺬ ﺍﻷﻋﻤﺎﻝ ﻭﺍﳋﻄﻂ ﻭﺍﻛﺘﺸﺎﻑ ﺍﻻﳓﺮﺍﻓﺎﺕ ﺑﺸﻜﻞ ﻣﺴﺘﻤﺮ؛‬
‫• ﺗﻘﻠﻴﺺ ﺍﻟﻔﺠﻮﺓ ﺍﻟﺰﻣﻨﻴﺔ ﺑﲔ ﺍﻻﳓﺮﺍﻑ ﻭﺗﺼﺤﻴﺤﻪ‪.‬‬
‫ﻳﺆﻛﺪ ﻫﺬﺍ ﻛﻠﻪ ﺻﺤﺔ ﺍﻟﻔﺮﺿﻴﺔ ﺍﻟﺜﺎﻟﺜﺔ‪.‬‬
‫‪ -‬ﺻﻨﺎﻉ ﺍﳌﻌﺮﻓﺔ ﻳﺴﺎﳘﻮﻥ ﺑﺸﻜﻞ ﻓﻌﺎﻝ ﰲ ﻋﻤﻠﻴﺔ ﺍﻟﺘﺨﻄﻴﻂ ﻭﻭﺿﻊ ﺍﻷﻫﺪﺍﻑ ﻭﺍﻟﺘﻨﺒﺆ ‪‬ﺎ‪ ،‬ﻭﻫﺬﺍ ﻣﺎ ﻳﺆﻛﺪ ﺻﺤﺔ ﺍﻟﻔﺮﺿﻴﺔ ﺍﻟﺮﺍﺑﻌﺔ‪.‬‬
‫‪ -‬ﺻﻨﺎﻉ ﺍﳌﻌﺮﻓﺔ ﻳﺴﺎﳘﻮﻥ ﰲ ﺗﻨﻈﻴﻢ ﻭﺗﻨﺴﻴﻖ ﺍﳌﻮﺍﺭﺩ ﺍﳌﺎﺩﻳﺔ ﻭﺍﻟﺒﺸﺮﻳﺔ ﺑﺸﻜﻞ ﳜﺪﻡ ﲢﻘﻴﻖ ﺗﻠﻚ ﺍﻷﻫﺪﺍﻑ‪ ،‬ﻭﻫﺬﺍ ﺃﻳﻀﺎ ﻣﺎ ﻳﺆﻛﺪ‬
‫ﺻﺤﺔ ﺍﻟﻔﺮﺿﻴﺔ ﺍﻟﺮﺍﺑﻌﺔ‪.‬‬

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‫‪ -‬ﺻﻨﺎﻉ ﺍﳌﻌﺮﻓﺔ ﻳﻌﻤﻠﻮﻥ ﻋﻠﻰ ﲢﻘﻴﻖ ﺭﻗﺎﺑﺔ ﻓﻌﺎﻟﺔ ﻣﻦ ﺃﺟﻞ ﺍﳊﺼﻮﻝ ﻋﻠﻰ ﻧﺘﺎﺋﺞ ﻣﻄﺎﺑﻘﺔ ﻟﻠﻤﻌﺎﻳﲑ ﺍﳌﻮﺿﻮﻋﺔ‪ ،‬ﻭﻫﺬﺍ ﻣﺎ ﻳﺆﻛﺪ ﺻﺤﺔ‬
‫ﺍﻟﻔﺮﺿﻴﺔ ﺍﻟﺮﺍﺑﻌﺔ‪.‬‬
‫‪ -‬ﺻﻨﺎﻉ ﺍﳌﻌﺮﻓﺔ ﻳﻌﻤﻠﻮﻥ ﻋﻠﻰ ﻧﻘﻞ ﺭﻏﺒﺎﺕ ﺍﻹﺩﺍﺭﺓ ﻣﻦ ﺍﻟﻠﻐﺔ ﺍﻟﻌﺎﺩﻳﺔ ﺇﱃ ﺇﺣﺪﻯ ﻟﻐﺎﺕ ﺍﻟﱪﳎﺔ ﺍﻟﱵ ﳝﻜﻦ ﻟﻠﺤﺎﺳﺐ ﺍﻵﱄ ﺍﻟﺘﻌﺎﻣﻞ‬
‫ﻣﻌﻬﺎ‪ ،‬ﻭﻫﺬﺍ ﻣﺎ ﻳﺆﻛﺪ ﺻﺤﺔ ﺍﻟﻔﺮﺿﻴﺔ ﺍﻟﺮﺍﺑﻌﺔ‪.‬‬
‫ﺑﻨﺎﺀﺍ ﻋﻠﻰ ﻣﺎ ﺳﺒﻖ‪ ،‬ﻧﺆﻛﺪ ﺃﻥ ﲨﻴﻊ ﻋﻼﻗﺎﺕ ﺍﻻﺭﺗﺒﺎﻁ ﻷﺑﻌﺎﺩ ﺍﻹﺩﺍﺭﺓ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ﺑﺸﻜﻞ ﻣﻨﻔﺮﺩ ﻣﻊ ﺃﺑﻌﺎﺩ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ ﳎﺘﻤﻌﺔ ﻛﺎﻧﺖ‬
‫ﻋﻼﻗﺎﺕ ﻣﻮﺟﺒﺔ ﻭﺩﺍﻟﺔ ﻣﻌﻨﻮﻳﺎ‪.‬‬

‫ﺍﺳﺘﻨﺎﺩﺍ ﺇﱃ ﺍﺳﺘﻨﺘﺎﺟﺎﺕ ﺍﻟﺒﺤﺚ‪ ،‬ﻳ‪‬ﻤﻜﻦ ﻭﺿﻊ ﺍﻟﺘﻮﺻﻴﺎﺕ ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬

‫‪ -‬ﻋﻘﺪ ﺩﻭﺭﺍﺕ ﺗﺪﺭﻳﺒﻴﺔ ﻣﺘﺨﺼﺼﺔ ﰲ ﳎﺎﻝ ﺗﻄﺒﻴﻖ ﺍﻹﺩﺍﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﳉﻤﻴﻊ ﺍﻟﻌﺎﻣﻠﲔ ﺑﺎﻟﻜﻠﻴﺔ ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ‪.‬‬
‫‪ -‬ﺗﻄﻮﻳﺮ ﻧﻈﻢ ﺍﻟﻌﻤﻞ ﻭﺃﺳﺎﻟﻴﺒﻪ‪.‬‬
‫‪ -‬ﺍﻻﻫﺘﻤﺎﻡ ﺑﺎﻟﺒﻨﻴﺔ ﺍﻟﺘﺤﺘﻴﺔ ﻟﻠﺘﻘﻨﻴﺔ ﻭﺍﻟﺸﺒﻜﺎﺕ ﺩﺍﺧﻞ ﺟﺎﻣﻌﺔ ﺑﺴﻜﺮﺓ ﺑﺸﻜﻞ ﻋﺎﻡ ﻭﻛﻠﻴﺔ ﺍﻟﻌﻠﻮﻡ ﻭﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﺑﺸﻜﻞ ﺧﺎﺹ‪.‬‬
‫‪ -‬ﲢﻘﻴﻖ ﺍﻟﺘﻤﻴﺰ ﰲ ﳎﺎﻝ ﺍﻹﺩﺍﺭﺓ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ﻳﺴﺎﻫﻢ ﰲ ﺍﻟﺮﻓﻊ ﻣﻦ ﻣﺴﺘﻮﻯ ﺃﺩﺍﺀ ﺍﻟﻌﺎﻣﻠﲔ ﺑﺎﻟﻜﻠﻴﺔ ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ‪.‬‬
‫‪ -‬ﺟﻠﺐ ﺍﻟﻜﻔﺎﺀﺍﺕ ﺍﻟﺒﺸﺮﻳﺔ ﺍﳌﺘﻤﻴﺰﺓ ﰲ ﳎﺎﻝ ﺍﻹﺩﺍﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﻣﻦ ﻣﺪﺭﺑﲔ ﻭﺍﺳﺘﺸﺎﺭﻳﲔ ﻭﺧﱪﺍﺀ ﻟﺘﻄﻮﻳﺮ ﺍﻟﱪﺍﻣﺞ ﻭﻣﻮﺍﻛﺒﺔ ﳐﺘﻠﻒ‬
‫ﺍﻟﺘﻄﻮﺭﺍﺕ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺔ‪.‬‬
‫ﻗﻴﺎﻡ ﺇﺩﺍﺭﺓ ﺍﻟﻜﻠﻴﺔ ﺑﺸﻜﻞ ﺧﺎﺹ ﻭﺇﺩﺍﺭﺓ ﺍﳉﺎﻣﻌﺔ ﺑﺸﻜﻞ ﻋﺎﻡ ﺑﺒﺚ ﺍﻟﺜﻘﺔ ﻭﺍﻟﻄﻤﺄﻧﻴﻨﺔ ﰲ ﻧﻔﻮﺱ ﺍﻟﻌﺎﻣﻠﲔ ﻟﻠﺘﻐﻠﺐ ﻋﻠﻰ ﺍﳌﺨﺎﻭﻑ ﺍﻟﱵ ﻳﺒـﺪﻳﻬﺎ‬
‫ﺍﻟﺒﻌﺾ ﻣﻦ ﺗﻄﺒﻴﻖ ﺍﻹﺩﺍﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ‪ ،‬ﺃﻭ ﻣﻘﺎﻭﻣﺔ ﺑﻌﺾ ﺍﳌﺪﺭﺍﺀ ﺧﻮﻓﺎ ﻋﻠﻰ ﻣﺮﺍﻛﺰﻫﻢ ﺍﻟﻘﻴﺎﺩﻳﺔ ﻧﺘﻴﺠﺔ ﺍﻟﺘﻐﲑﺍﺕ ﺍﻟﱵ ﺗﻄﺮﺃ ﻧﺘﻴﺠـﺔ ﺗﻄﺒﻴـﻖ‬
‫ﺍﻹﺩﺍﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺇﺫ ﺃﻥ ﻃﺒﻴﻌﺔ ﻣﻬﺎﻡ ﺍﻹﺩﺍﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﻫﻮ ﺍﻟﺘﺨﻠﺺ ﻣﻦ ﺍﻟﺒﲑﻭﻗﺮﺍﻃﻴﺔ ﰲ ﺍﻷﺩﺍﺀ ﻭﺍﻟﺘﺤﻮﻝ ﳓﻮ ﺷﻔﺎﻓﻴﺔ ﺍﻷﺩﺍﺀ‪.‬‬

‫ﺍﻹﺣﺎﻻﺕ ﻭﺍﳌﺮﺍﺟﻊ ‪:‬‬

‫‪ -1‬ﳒﻢ ﻋﺒﻮﺩ ﳒﻢ‪ ،‬ﺍﻹﺩﺍﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ) ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻭ ﺍﻟﻮﻇﺎﺋﻒ ﻭ ﺍﳌﺸﻜﻼﺕ(‪ ،‬ﺩﺍﺭ ﺍﳌﺮﻳﺦ‪ ،‬ﺍﳌﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‪،2004 ،‬ﺹ ‪.127‬‬
‫‪ -2‬ﺃﲪﺪ ﳏﻤﺪ ﻏﻨﻴﻢ‪ ،‬ﺍﻹﺩﺍﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ) ﺁﻓﺎﻕ ﺍﳊﺎﺿﺮ ﻭﺗﻄﻠﻌﺎﺕ ﺍﳌﺴﺘﻘﺒﻞ (‪ ،‬ﺍﳌﻜﺘﺒﺔ ﺍﻟﻌﺼﺮﻳﺔ‪ ،2004/2003 ،‬ﺹ ‪.30‬‬
‫‪ -3‬ﳏﻤﺪ ﲰﲑ ﺃﲪﺪ‪ ،‬ﺍﻹﺩﺍﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ‪ ،‬ﻁ‪ ،1‬ﺩﺍﺭ ﺍﳌﺴﲑﺓ‪ ،‬ﻋﻤﺎﻥ‪ ،‬ﺍﻷﺭﺩﻥ‪ ،2009 ،‬ﺹ ‪.43‬‬
‫‪ -4‬ﺳﻌﺪ ﻏﺎﻟﺐ ﻳﺎﺳﲔ‪ ،‬ﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﻁ‪ ،1‬ﺩﺍﺭ ﺍﻟﻴﺎﺯﻭﺭﻱ ﺍﻟﻌﻠﻤﻴﺔ‪ ،‬ﻋﻤﺎﻥ‪ ،‬ﺍﻷﺭﺩﻥ‪،2009 ،‬ﺹ ‪.204‬‬
‫‪ -5‬ﻋﻼﺀ ﻋﺒﺪ ﺍﻟﺮﺯﺍﻕ ﺍﻟﺴﺎﳌﻲ‪ ،‬ﺧﺎﻟﺪ ﺇﺑﺮﺍﻫﻴﻢ ﺍﻟﺴﻠﻴﻄﻲ‪ ،‬ﺍﻹﺩﺍﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ‪ ،‬ﻁ‪ ،1‬ﺩﺍﺭ ﻭﺍﺋﻞ ﻟﻠﻨﺸﺮ ﻭ ﺍﻟﺘﻮﺯﻳﻊ‪ ،‬ﻋﻤﺎﻥ‪ ،‬ﺍﻷﺭﺩﻥ‪ ،‬ﺹ ﺹ‪.37-36‬‬
‫‪ -6‬ﳏﻤﺪ ﺃﲪﺪ ﲰﲑ‪ ،‬ﻣﺮﺟﻊ ﺳﺎﺑﻖ‪ ،‬ﺹ ‪.73‬‬
‫‪ -7‬ﻳﻮﺳﻒ ﳏﻤﺪ ﻳﻮﺳﻒ ﺃﺑﻮ ﺃﻣﻮﻧﻪ ‪ ،‬ﻭﺍﻗﻊ ﺇﺩﺍﺭﺓ ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ﺇﻟﻜﺘﺮﻭﻧﻴﺎ ﰲ ﺍﳉﺎﻣﻌﺎﺕ ﺍﻟﻔﻠﺴﻄﻴﻨﻴﺔ ﺍﻟﻨﻈﺎﻣﻴﺔ –ﻗﻄﺎﻉ ﻏﺰﺓ‪ ،‬ﺭﺳﺎﻟﺔ ﻣﺎﺟﺴﺘﲑ ﰲ ﺇﺩﺍﺭﺓ ﺍﻷﻋﻤﺎﻝ) ﻏﲑ ﻣﻨﺸﻮﺭﺓ(‪ ،‬ﺍﳉﺎﻣﻌﺔ‬
‫ﺍﻹﺳﻼﻣﻴﺔ‪ ،‬ﻛﻠﻴﺔ ﺍﻟﺪﺭﺍﺳﺎﺕ ﺍﻟﻌﻠﻴﺎ‪،‬ﻏﺰﺓ‪ ،‬ﻓﻠﺴﻄﲔ‪ ،2009،‬ﺹ ‪.37‬‬
‫‪ -8‬ﺧﻠﻴﻔﺔ ﺑﻦ ﺻﺎﱀ ﺑﻦ ﺧﻠﻴﻔﺔ ﺍﳌﺴﻌﻮﺩ ‪ ،‬ﺍﳌﺘﻄﻠﺒﺎﺕ ﺍﻟﺒﺸﺮﻳﺔ ﻭﺍﳌﺎﺩﻳﺔ ﻟﺘﻄﺒﻴﻖ ﺍﻹﺩﺍﺭﺓ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ﰲ ﺍﳌﺪﺍﺭﺱ ﺍﳊﻜﻮﻣﻴﺔ‪ ،‬ﺭﺳﺎﻟﺔ ﻣﺎﺟﺴﺘﲑ ﰲ ﺍﻹﺩﺍﺭﺓ ﺍﻟﺘﺮﺑﻮﻳﺔ ﻭﺍﻟﺘﺨﻄﻴﻂ )ﻏﲑ ﻣﻨﺸﻮﺭﺓ(‪،‬ﺟﺎﻣﻌﺔ ﺃﻡ‬
‫ﺍﻟﻘﺮﻯ‪ ،‬ﻛﻠﻴﺔ ﺍﻟﺘﺮﺑﻴﺔ‪ ،‬ﻗﺴﻢ ﺍﻹﺩﺍﺭﺓ ﺍﻟﺘﺮﺑﻮﻳﺔ ﻭﺍﻟﺘﺨﻄﻴﻂ‪ ،‬ﺍﳌﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‪ ،2008،‬ﺹ ‪.41‬‬
‫‪ -9‬ﺳﻌﺪ ﻏﺎﻟﺐ ﻳﺎﺳﲔ‪ ،‬ﺍﻹﺩﺍﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﻭﺁﻓﺎﻕ ﺗﻄﺒﻴﻘﺎ‪‬ﺎ ﺍﻟﻌﺮﺑﻴﺔ‪ ،‬ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﺎﻣﺔ ﻟﻠﻨﺸﺮ ﻭﺍﻟﺘﻮﺯﻳﻊ‪ ،‬ﺍﻟﺮﻳﺎﺽ‪ ،‬ﺍﳌﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‪ ،،2005 ،‬ﺹ‪.25‬‬
‫‪ -10‬ﻧﻔﺲ ﺍﳌﺮﺟﻊ ‪ ،‬ﺹ‪.25‬‬
‫‪ -11‬ﺇﻳﻬﺎﺏ ﲬﻴﺲ ﺃﲪﺪ ﺍﳌﲑ‪ ،‬ﻣﺘﻄﻠﺒﺎﺕ ﺗﻨﻤﻴﺔ ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ﻟﺘﻄﺒﻴﻖ ﺍﻹﺩﺍﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ) ﺩﺭﺍﺳﺔ ﺗﻄﺒﻴﻘﻴﺔ ﻋﻠﻰ ﺍﻟﻌﺎﻣﻠﲔ ﺑﺎﻹﺩﺍﺭﺓ ﺍﻟﻌﺎﻣﺔ ﻟﻠﻤﺮﻭﺭ ﺑﻮﺯﺍﺭﺓ ﺍﻟﺪﺍﺧﻠﻴﺔ ﰲ ﳑﻠﻜﺔ ﺍﻟﺒﺤﺮﻳﻦ(‪ ،‬ﺭﺳﺎﻟﺔ‬
‫ﻣﺎﺟﺴﺘﲑ ﰲ ﺍﻟﻌﻠﻮﻡ ﺍﻹﺩﺍﺭﻳﺔ )ﻏﲑ ﻣﻨﺸﻮﺭﺓ(‪ ،‬ﺟﺎﻣﻌﺔ ﻧﺎﻳﻒ ﺍﻟﻌﺮﺑﻴﺔ ﻟﻠﻌﻠﻮﻡ ﺍﻷﻣﻨﻴﺔ‪ ،‬ﻛﻠﻴﺔ ﺍﻟﺪﺭﺍﺳﺎﺕ ﺍﻟﻌﻠﻴﺎ‪ ،‬ﻗﺴﻢ ﺍﻟﻌﻠﻮﻡ ﺍﻹﺩﺍﺭﻳﺔ‪،‬ﺍﳌﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‪ ،2007 ،‬ﺹ ‪.25‬‬
‫‪ -12‬ﳏﻤﺪ ﲨﺎﻝ ﺃﻛﺮﻡ ﻋﻤﺎﺭ‪ ،‬ﻣﺪﻯ ﺇﻣﻜﺎﻧﻴﺔ ﺗﻄﺒﻴﻖ ﺍﻹﺩﺍﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺑﻮﻛﺎﻟﺔ ﻏﻮﺙ ﻭﺗﺸﻐﻴﻞ ﺍﻟﻼﺟﺌﲔ ﲟﻜﺘﺐ ﻏﺰﺓ ﺍﻹﻗﻠﻴﻤﻲ ﻭﺩﻭﺭﻫﺎ ﰲ ﲢﺴﲔ ﺃﺩﺍﺀ ﺍﻟﻌﺎﻣﻠﲔ‪ ،‬ﺭﺳﺎﻟﺔ ﻣﺎﺟﺴﺘﲑ ﰲ ﺇﺩﺍﺭﺓ‬
‫ﺍﻷﻋﻤﺎﻝ )ﻏﲑ ﻣﻨﺸﻮﺭﺓ(‪ ،‬ﺍﳉﺎﻣﻌﺔ ﺍﻹﺳﻼﻣﻴﺔ‪ ،‬ﻛﻠﻴﺔ ﺍﻟﺘﺠﺎﺭﺓ‪،‬ﻗﺴﻢ ﻹﺩﺍﺭﺓ ﺍﻷﻋﻤﺎﻝ‪ ،‬ﻏﺰﺓ‪ ،‬ﻓﻠﺴﻄﲔ‪ ،2009،‬ﺹ ‪.71‬‬
‫‪ -13‬ﻧﻔﺲ ﺍﳌﺮﺟﻊ‪ ،‬ﺹ ‪.72‬‬
‫‪ -14‬ﺇﻳﻬﺎﺏ ﲬﻴﺲ ﺃﲪﺪ ﺍﳌﲑ‪ ،‬ﻣﺮﺟﻊ ﺳﺎﺑﻖ‪ ،‬ﺹ‪.30‬‬
‫‪ -15‬ﻧﻔﺲ ﺍﳌﺮﺟﻊ ‪ ،‬ﺹ ‪.33‬‬

‫‪99‬‬
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‫ﺍﳉﺰﺍﺋﺮ(‬ ‫ﻣﺴﺎﳘﺔ ﺍﻹﺩﺍﺭﺓ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ﰲ ﺗﻄﻮﻳﺮ ﺍﻟﻌﻤﻞ ﺍﻹﺩﺍﺭﻱ ﲟﺆﺳﺴﺎﺕ ﺍﻟﺘﻌﻠﻴﻢ ﺍﻟﻌﺎﱄ )ﺩﺭﺍﺳﺔ ﺣﺎﻟﺔ ﻛﻠﻴﺔ ﺍﻟﻌﻠﻮﻡ ﻭﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﲜﺎﻣﻌﺔ ‪ -‬ﺑﺴﻜﺮﺓ –‬

‫‪ -16‬ﳏﻤﺪ ﲨﺎﻝ ﺃﻛﺮﻡ ﻋﻤﺎﺭ‪ ،‬ﻣﺮﺟﻊ ﺳﺎﺑﻖ‪ ،‬ﺹ‪.73‬‬

‫‪ -17‬ﳏﻤﺪ ﺑﻦ ﺳﻌﻴﺪ ﳏﻤﺪ ﺍﻟﻌﺮﻳﺸﻲ‪ ،‬ﺇﻣﻜﺎﻧﻴﺔ ﺗﻄﺒﻴﻖ ﺍﻹﺩﺍﺭﺓ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ ﰲ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﺎﻣﺔ ﻟﻠﺘﺮﺑﻮﻳﺔ ﻭﺍﻟﺘﻌﻠﻴﻢ ﺑﺎﻟﻌﺎﺻﻤﺔ ﺍﳌﻘﺪﺳﺔ ) ﺑﻨﲔ(‪ ،‬ﺭﺳﺎﻟﺔ ﻣﺎﺟﺴﺘﲑ ﰲ ﺍﻹﺩﺍﺭﺓ ﺍﻟﺘﺮﺑﻮﻳﺔ ﻭﺍﻟﺘﺨﻄﻴﻂ ) ﻏﲑ‬
‫ﻣﻨﺸﻮﺭﺓ (‪ ،‬ﺟﺎﻣﻌﺔ ﺃﻡ ﺍﻟﻘﺮﻯ‪ ،‬ﻛﻠﻴﺔ ﺍﻟﺘﺮﺑﻴﺔ‪ ،‬ﻗﺴﻢ ﺍﻹﺩﺍﺭﺓ ﺍﻟﺘﺮﺑﻮﻳﺔ ﻭﺍﻟﺘﺨﻄﻴﻂ‪ ،‬ﺍﳌﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‪ ،2008،‬ﺹ‪.52‬‬
‫‪ -18‬ﳏﻤﺪ ﲨﺎﻝ ﺃﻛﺮﻡ ﻋﻤﺎﺭ‪ ،‬ﻣﺮﺟﻊ ﺳﺎﺑﻖ ‪ ،‬ﺹ‪.73‬‬
‫‪ -19‬ﺧﻠﻴﻔﺔ ﺑﻦ ﺻﺎﱀ ﺑﻦ ﺧﻠﻴﻔﺔ ﻣﺴﻌﻮﺩ‪ ،‬ﻣﺮﺟﻊ ﺳﺎﺑﻖ‪ ،‬ﺹ‪.45‬‬
‫‪ -20‬ﺇﻳﻬﺎﺏ ﲬﻴﺲ ﺃﲪﺪ ﺍﳌﲑ‪ ،‬ﻣﺮﺟﻊ ﺳﺎﺑﻖ‪ ،‬ﺹ ‪.29‬‬
‫‪ -21‬ﳒﻢ ﻋﺒﻮﺩ ﳒﻢ‪ ،‬ﻣﺮﺟﻊ ﺳﺎﺑﻖ‪ ،‬ﺹ ‪.54‬‬
‫‪ -22‬ﻋﺒﺪ ﺍﻟﻨﺎﺻﺮ ﻣﻮﺳﻲ‪ ،‬ﳏﻤﺪ ﻗﺮﻳﺸﻲ‪ ،‬ﺃﺛﺮ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻋﻠﻰ ﺍﻟﻨﻈﺎﻡ ﺍﻹﺩﺍﺭﻱ ﰲ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻋﻤﺎﻝ‪ ،‬ﳎﻠﺔ ﺍﻟﻌﻠﻮﻡ ﺍﻹﻧﺴﺎﻧﻴﺔ‪ ،‬ﻉ‪ ،21‬ﺟﺎﻣﻌﺔ ﺑﺴﻜﺮﺓ‪ ،‬ﺍﳉﺰﺍﺋﺮ‪ ،‬ﻣﺎﺭﺱ ‪،2011‬‬
‫ﺹ‪.41‬‬
‫‪ -23‬ﻋﺼﺎﻡ ﳏﻤﺪ ﺍﻟﺒﺤﻴﺼﻲ‪ ،‬ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳊﺪﻳﺜﺔ ﻭﺃﺛﺮﻫﺎ ﻋﻠﻰ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻹﺩﺍﺭﻳﺔ ﰲ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻋﻤﺎﻝ – ﺩﺭﺍﺳﺔ ﺍﺳﺘﻄﻼﻋﻴﺔ ﻟﻠﻮﺍﻗﻊ ﺍﻟﻔﻠﺴﻄﻴﲏ‪ ،‬ﳎﻠﺔ ﺍﳉﺎﻣﻌﺔ ﺍﻹﺳﻼﻣﻴﺔ )ﺳﻠﺴﻠﺔ‬
‫ﺍﻟﺪﺭﺍﺳﺎﺕ ﺍﻹﻧﺴﺎﻧﻴﺔ(‪ ،‬ﻡ‪ ،14‬ﻉ‪ ،01‬ﺍﳉﺎﻣﻌﺔ ﺍﻹﺳﻼﻣﻴﺔ‪ ،‬ﻏﺰﺓ‪ ،‬ﻓﻠﺴﻄﲔ‪ ،‬ﻳﻨﺎﻳﺮ ‪ ،2006‬ﺹ‪.161‬‬
‫‪ -24‬ﻧﻔﺲ ﺍﳌﺮﺟﻊ‪ ،‬ﺹ‪.162‬‬
‫‪ -25‬ﺳﻌﺪ ﻏﺎﻟﺐ ﻳﺎﺳﲔ‪ ،‬ﺍﻹﺩﺍﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﻭ ﺁﻓﺎﻕ ﺗﻄﺒﻴﻘﺎ‪‬ﺎ ﺍﻟﻌﺮﺑﻴﺔ‪ ،‬ﻣﺮﺟﻊ ﺳﺎﺑﻖ‪ ،‬ﺹ ﺹ ‪.69-68‬‬
‫‪ -26‬ﺇﻳﻬﺎﺏ ﲬﻴﺲ ﺃﲪﺪ ﺍﳌﲑ‪ ،‬ﻣﺮﺟﻊ ﺳﺎﺑﻖ‪ ،‬ﺹ ‪.35‬‬
‫‪ -27‬ﳏﻤﺪ ﺑﻦ ﺳﻌﻴﺪ ﳏﻤﺪ ﺍﻟﻌﺮﻳﺸﻲ‪ ،‬ﻣﺮﺟﻊ ﺳﺎﺑﻖ‪ ،‬ﺹ ﺹ ‪.47‬‬
‫‪ -28‬ﺇﻳﻬﺎﺏ ﲬﻴﺲ ﺃﲪﺪ ﺍﳌﲑ‪ ،‬ﻣﺮﺟﻊ ﺳﺎﺑﻖ‪ ،‬ﺹ ﺹ ‪.36 -35‬‬
‫‪ -29‬ﳏﻤﺪ ﲨﺎﻝ ﺃﻛﺮﻡ ﻋﻤﺎﺭ‪ ،‬ﻣﺮﺟﻊ ﺳﺎﺑﻖ‪ ،‬ﺹ ‪.77‬‬
‫‪ -30‬ﺭﻓﺎﻋﻲ ﳏﻤﺪ ﺭﻓﺎﻋﻲ‪ ،‬ﺍﻷﺻﻮﻝ ﺍﻟﻌﻠﻤﻴﺔ ﻟﻺﺩﺍﺭﺓ ﻭﺍﻟﺘﻨﻈﻴﻢ‪ ،‬ﺍﻟﻨﺸﺮ )ﺍﳌﺆﻟﻒ(‪ ،‬ﺩﺍﺭ ﺍﳍﺎﱐ ﻟﻠﻄﺒﺎﻋﺔ‪ ،‬ﻣﺼﺮ‪ ،1999 ،‬ﺹ ‪.139‬‬
‫‪ -35‬ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﺎﻣﺔ ﻟﺘﺼﻤﻴﻢ ﻭﺗﻄﻮﻳﺮ ﺍﳌﻨﺎﻫﺞ‪ ،‬ﻣﺒﺎﺩﺉ ﺇﺩﺍﺭﺓ ﺍﻷﻋﻤﺎﻝ‪ ،‬ﺍﳌﺆﺳﺴﺔ ﺍﻟﻌﺎﻣﺔ ﻟﻠﺘﻌﻠﻴﻢ ﺍﻟﻔﲏ ﻭﺍﻟﺘﺪﺭﻳﺐ ﺍﳌﻬﲏ‪ ،‬ﺍﳌﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‪ ،‬ﺹ ‪.18‬‬
‫‪ -36‬ﺇﺟﻼﻝ ﻋﺒﺪ ﺍﳌﻨﻌﻢ ﺣﺎﻓﻆ ﻭﺁﺧﺮﻭﻥ‪ ،‬ﺃﺳﺎﺳﻴﺎﺕ ﺇﺩﺍﺭﺓ ﺍﻷﻋﻤﺎﻝ‪ ،‬ﻣﻄﺎﺑﻊ ﺍﻟﺪﺍﺭ ﺍﳍﻨﺪﺳﻴﺔ‪ ،‬ﻣﺮﻛﺰ ﺍﻟﺘﻌﻠﻴﻢ ﺍﳌﻔﺘﻮﺡ ﺑﻜﻠﻴﺔ ﺍﻟﺘﺠﺎﺭﺓ‪ ،‬ﺟﺎﻣﻌﺔ ﻋﲔ ﴰﺲ‪ ،‬ﻣﺼﺮ‪ ،2004 ،‬ﺹ ‪.95‬‬
‫‪ -33‬ﳏﻤﺪ ﺭﻓﻴﻖ ﺍﻟﻄﻴﺐ‪ ،‬ﻣﺪﺧﻞ ﻟﻠﺘﺴﻴﲑ )ﺃﺳﺎﺳﻴﺎﺕ‪ ،‬ﻭﻇﺎﺋﻒ‪ ،‬ﺗﻘﻨﻴﺎﺕ(‪ ،‬ﺝ‪ ،1‬ﻁ ‪ ،2‬ﺩﻳﻮﺍﻥ ﺍﳌﻄﺒﻮﻋﺎﺕ ﺍﳉﺎﻣﻌﻴﺔ‪ ،‬ﺑﻦ ﻋﻜﻨﻮﻥ‪ ،‬ﺍﳉﺰﺍﺋﺮ‪ ،2006 ،‬ﺹ ‪.41‬‬
‫‪ -34‬ﻣﺎﺟﺪﺓ ﺍﻟﻌﻄﻴﺔ‪ ،‬ﺳﻠﻮﻙ ﺍﳌﻨﻈﻤﺔ )ﺳﻠﻮﻙ ﺍﻟﻔﺮﺩ ﻭﺍﳉﻤﺎﻋﺔ (‪ ،‬ﻁ‪ ،1‬ﺩﺍﺭ ﺍﻟﺸﺮﻭﻕ ﻟﻠﻨﺸﺮ ﻭﺍﻟﺘﻮﺯﻳﻊ‪ ،‬ﻋﻤﺎﻥ‪ ،‬ﺍﻷﺭﺩﻥ‪ ،2003 ،‬ﺹ ﺹ‪.216 – 215‬‬
‫‪ -35‬ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﺎﻣﺔ ﻟﺘﺼﻤﻴﻢ ﻭﺗﻄﻮﻳﺮ ﺍﳌﻨﺎﻫﺞ‪ ،‬ﻣﺮﺟﻊ ﺳﺎﺑﻖ‪ ،‬ﺹ ‪.82‬‬
‫‪ -36‬ﻋﺎﻳﺪﺓ ﳔﻠﺔ ﺭﺯﻕ ﺍﷲ ﻭﺁﺧﺮﻭﻥ‪ ،‬ﺍﻟﺴﻠﻮﻙ ﺍﻟﺘﻨﻈﻴﻤﻲ ) ﺍﻟﻨﻈﺮﻳﺔ ﻭﺍﻟﺘﻄﺒﻴﻖ(‪ ،‬ﻣﻄﺎﺑﻊ ﺍﻟﺪﺍﺭ ﺍﳍﻨﺪﺳﻴﺔ‪ ،‬ﻣﺮﻛﺰ ﺍﻟﺘﻌﻠﻴﻢ ﺍﳌﻔﺘﻮﺡ ﺑﻜﻠﻴﺔ ﺍﻟﺘﺠﺎﺭﺓ‪ ،‬ﺟﺎﻣﻌﺔ ﻋﲔ ﴰﺲ‪ ،‬ﻣﺼﺮ‪ ،2000 ،‬ﺹ ﺹ ‪:‬‬
‫‪.245 -244‬‬
‫‪ -37‬ﳒﻢ ﻋﺒﻮﺩ ﳒﻢ‪ ،‬ﻣﺮﺟﻊ ﺳﺎﺑﻖ‪ ،‬ﺹ ﺹ‪.236 -235‬‬
‫‪ -38‬ﳏﻤﺪ ﺃﲪﺪ ﲰﲑ‪ ،‬ﻣﺮﺟﻊ ﺳﺎﺑﻖ‪ ،‬ﺹ ‪.248‬‬
‫‪ -39‬ﻋﺎﺩﻝ ﺣﺮﺣﻮﺵ ﺍﳌﻔﺮﺟﻲ ﻭﺁﺧﺮﻭﻥ‪ ،‬ﺍﻹﺩﺍﺭﺓ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ )ﻣﺮﺗﻜﺰﺍﺕ ﻓﻜﺮﻳﺔ ﻭﻣﺘﻄﻠﺒﺎﺕ ﺗﺄﺳﻴﺲ ﻋﻤﻠﻴﺔ(‪ ،‬ﺍﳌﻨﻈﻤﺔ ﺍﻟﻌﺮﺑﻴﺔ ﻟﻠﺘﻨﻤﻴﺔ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﻣﺼﺮ‪ ،2007 ،‬ﺹ‪.79‬‬
‫‪ -40‬ﻧﻔﺲ ﺍﳌﺮﺟﻊ‪ ،‬ﺹ‪.99‬‬
‫‪ -41‬ﳏﻤﺪ ﺑﻦ ﺳﻌﻴﺪ ﳏﻤﺪ ﺍﻟﻌﺮﻳﺸﻲ‪ ،‬ﻣﺮﺟﻊ ﺳﺎﺑﻖ‪ ،‬ﺹ ﺹ ‪.41-40 :‬‬
‫‪ -42‬ﻣﻮﻓﻖ ﺣﺪﻳﺪ ﳏﻤﺪ‪ ،‬ﺍﻹﺩﺍﺭﺓ ‪ :‬ﺍﳌﺒﺎﺩﺉ ﺍﻟﻨﻈﺮﻳﺎﺕ ﻭﺍﻟﻮﻇﺎﺋﻒ‪ ،‬ﻁ‪ ،01‬ﺩﺍﺭ ﺣﺎﻣﺪ‪ ،‬ﻋﻤﺎﻥ‪ ،‬ﺍﻷﺭﺩﻥ‪ ،2001،‬ﺹ ‪.140‬‬
‫‪ - 43‬ﳒﻢ ﻋﺒﻮﺩ ﳒﻢ‪ ،‬ﻣﺮﺟﻊ ﺳﺎﺑﻖ‪ ،‬ﺹ ﺹ‪.258 -251‬‬
‫‪ -44‬ﻧﻔﺲ ﺍﳌﺮﺟﻊ‪ ،‬ﺹ ﺹ‪. 267-260 :‬‬
‫‪ -45‬ﻫﻴﺜﻢ ﲪﻮﺩ ﺍﻟﺸﺒﻠﻲ‪ ،‬ﻣﺮﻭﺍﻥ ﳏﻤﺪ ﺍﻟﻨﺴﻮﺭ‪ ،‬ﺇﺩﺍﺭﺓ ﺍﳌﻨﺸﺂﺕ ﺍﳌﻌﺎﺻﺮﺓ‪ ،‬ﻁ‪ ،1‬ﺩﺍﺭ ﺻﻔﺎﺀ ﻟﻠﻨﺸﺮ ﻭﺍﻟﺘﻮﺯﻳﻊ‪ ،‬ﻋﻤﺎﻥ‪ ،‬ﺍﻷﺭﺩﻥ‪ ،2009 ،‬ﺹ‪.446‬‬
‫‪ -46‬ﳒﻢ ﻋﺒﻮﺩ ﳒﻢ‪ ،‬ﻣﺮﺟﻊ ﺳﺎﺑﻖ‪ ،‬ﺹ ﺹ ‪.278 -277 :‬‬
‫‪ - 47‬ﳏﻤﺪ ﺑﻦ ﺳﻌﻴﺪ ﳏﻤﺪ ﺍﻟﻌﺮﻳﺸﻲ‪ ،‬ﻣﺮﺟﻊ ﺳﺎﺑﻖ‪ ،‬ﺹ ‪.49 :‬‬

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