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لماذا يحاول الكثيرون تفادي إدارة الأداء ؟
لماذا يحاول الكثيرون تفادي إدارة الأداء ؟
لماذا يحاول الكثيرون تفادي إدارة الأداء ؟
لماذا يحاول الكثيرون تفادي إدارة الأداء ؟
لماذا يحاول الكثيرون تفادي إدارة الأداء ؟
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لماذا يحاول الكثيرون تفادي إدارة الأداء ؟

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  • 1. ‫ﺍﻟﺤﻜﻭﻤﻴﺔ‬ ‫ﻏﻴﺭ‬ ‫ﻟﻠﻤﻨﻅﻤﺎﺕ‬ ‫ﺍﻟﺘﻤﻴﺯ‬ ‫ﻤﺭﻜﺯ‬ ‫ﺍﻟﻭﺜﻴﻘﺔ‬ ‫ﻭﺭﻗﻡ‬ ‫ﺘﺼﻨﻴﻑ‬:‫ﺍﺴﺘﺸﺎﺭﺍﺕ‬‫ﻋﺩﺩ‬ ،)32(،12‫ﻨﻴﺴﺎﻥ‬2003 ‫ﺍﻟﺤﻜﻭﻤﻴﺔ‬ ‫ﻏﻴﺭ‬ ‫ﻟﻠﻤﻨﻅﻤﺎﺕ‬ ‫ﺍﻟﺘﻤﻴﺯ‬ ‫ﻤﺭﻜﺯ‬ info@ngoce.orgwww.ngoce.org 1 ‫ﺍﻷﺩﺍﺀ؟‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﺘﻔﺎﺩﻱ‬ ‫ﺍﻟﻜﺜﻴﺭﻭﻥ‬ ‫ﻴﺤﺎﻭل‬ ‫ﻟﻤﺎﺫﺍ‬* ‫ﹰ‬‫ﺎ‬‫ﻗﻁﻌ‬ ‫؟‬ ‫ﻫﺎﻡ‬ ‫ﺍﻟﺴﺅﺍل‬ ‫ﻫﺫﺍ‬ ‫ﻫل‬,‫ﺘﺄﻜﻴﺩ‬ ‫ﻭﺒﻜل‬,‫ﹰ‬‫ﻻ‬‫ﺃﻭ‬ ‫ﻴﺄﺘﻲ‬ ‫ﻓﺎﻟﻤﻬﻡ‬.‫ﺘﻘﺎﻭﻡ‬ ‫ﺘﺠﻌﻠﻙ‬ ‫ﻗﺩ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻟﻌﻭﺍﻤل‬ ‫ﺘﺘﻨﺎﻭل‬ ‫ﻟﻡ‬ ‫ﻓﺈﺫﺍ‬ ‫ﺍﻷﺩﺍﺀ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﺘﻨﻔﻴﺫ‬,‫ﻓﺄﻨﺕ‬,‫ﺍﻷﻏﻠﺏ‬ ‫ﻋﻠﻰ‬,‫ﺘﻤﺎﻁل‬.‫ﻓﻲ‬ ‫ﺍﻟﻤﻬﺎﺭﺓ‬ ‫ﻤﻥ‬ ‫ﺩﺭﺠﺔ‬ ‫ﻋﻠﻰ‬ ‫ﻴﺼﺒﺤﻭﺍ‬ ‫ﻷﻥ‬ ‫ﺍﻟﻤﺩﺭﺍﺀ‬ ‫ﻤﻌﻅﻡ‬ ‫ﻭﻴﻨﺘﻬﻲ‬ ‫ﺒ‬ ‫ﺍﻟﻘﻴﺎﻡ‬ ‫ﻋﺩﻡ‬‫ﺍﻷﺩﺍﺀ‬ ‫ﺈﺩﺍﺭﺓ‬,‫ﹰ‬‫ﺎ‬‫ﻤﻁﻠﻘ‬ ‫ﺒﻬﺎ‬ ‫ﻴﻘﻭﻤﻭﻥ‬ ‫ﻻ‬ ‫ﺒﺤﻴﺙ‬,‫ﻟﻬﻡ‬ ‫ﺍﻟﺒﺸﺭﻴﺔ‬ ‫ﺍﻟﻤﻭﺍﺭﺩ‬ ‫ﺠﻤﺎﻋﺔ‬ ‫ﺤﺙ‬ ‫ﻤﻥ‬ ‫ﺍﻟﺭﻏﻡ‬ ‫ﻋﻠﻰ‬ ‫ﻭﺫﻟﻙ‬ ‫ﺒﺎﺴﺘﻤﺭﺍﺭ‬.‫ﺍﻟﻌﻤﻠﻴﺔ‬ ‫ﻫﺫﻩ‬ ‫ﻓﻲ‬ ‫ﺜﻘﺘﻬﻡ‬ ‫ﺍﻟﻤﻭﻅﻔﻭﻥ‬ ‫ﻴﻀﻊ‬ ‫ﻻ‬ ‫ﻗﺩ‬ ‫ﻟﻤﺎﺫﺍ‬ ‫ﻨﻌﺭﻑ‬ ‫ﺃﻥ‬ ‫ﻫﻭ‬ ‫ﺃﻫﻤﻴﺔ‬ ‫ﺍﻷﻜﺜﺭ‬ ‫ﻭﻟﻌل‬,‫ﻴﺘﻤﻠﻜﻬﻡ‬ ‫ﺃﻭ‬ ‫ﻤﻨﻬﺎ‬ ‫ﺍﻟﺨﻭﻑ‬.‫ﺍﻷﺩﺍﺀ‬ ‫ﻟﺘﺤﺴﻴﻥ‬ ‫ﺍﻟﺸﺭﺍﻜﺔ‬ ‫ﻋﻼﻗﺎﺕ‬ ‫ﺴﻨﻘﻴﻡ‬ ‫ﻜﻨﺎ‬ ‫ﻭﺇﺫﺍ‬,‫ﻨﻌﺭ‬ ‫ﺃﻥ‬ ‫ﻓﻴﻠﺯﻤﻨﺎ‬‫ﺒﻌﺩﻡ‬ ‫ﺍﻟﻨﺎﺱ‬ ‫ﻴﺸﻌﺭ‬ ‫ﻟﻤﺎﺫﺍ‬ ‫ﻑ‬ ‫ﺍﻻﺭﺘﻴﺎﺡ‬,‫ﺫﻟﻙ‬ ‫ﺤﻴﺎل‬ ‫ﻨﻔﻌل‬ ‫ﺃﻥ‬ ‫ﻴﺴﻌﻨﺎ‬ ‫ﻭﻤﺎﺫﺍ‬. ‫ﺍﻟﻤﺩﺭﺍﺀ‬ ‫ﻤﻘﺎﻭﻤﺔ‬ ‫ﺍﻷﺩﺍﺀ‬ ‫ﻭﺘﻘﺩﻴﺭ‬ ‫ﺍﻷﺩﺍﺀ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﺘﺠﺎﻩ‬ ‫ﺍﻻﺭﺘﻴﺎﺡ‬ ‫ﺒﻌﺩﻡ‬ ‫ﺸﻌﻭﺭ‬ ‫ﻴﻨﺘﺎﺒﻙ‬ ‫ﻟﻤﺎﺫﺍ‬ ‫ﻴﻘﺭﺭ‬ ‫ﻤﻥ‬ ‫ﺃﻓﻀل‬ ‫ﻟﻌﻠﻙ‬.‫ﺫﻟﻙ‬ ‫ﻭﻤﻊ‬,‫ﻓﺈﻟﻴﻙ‬ ‫ﻋﺎﺩﺓ‬ ‫ﺍﻟﻤﺩﺭﺍﺀ‬ ‫ﻴﻭﺭﺩﻫﺎ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻷﺴﺒﺎﺏ‬ ‫ﺒﻌﺽ‬: ‫ﺍﻟﻤﻨﻅ‬ ‫ﺘﻠﺯﻤﻨﻲ‬ ‫ﺍﻟﺘﻲ‬ ‫ﻭﺍﻹﺠﺭﺍﺀﺍﺕ‬ ‫ﺍﻟﻨﻤﺎﺫﺝ‬‫ﻤﻌﻨﻰ‬ ‫ﺃﻱ‬ ‫ﻟﻬﺎ‬ ‫ﻟﻴﺱ‬ ‫ﺒﻬﺎ‬ ‫ﺒﺎﻟﺘﻘﻴﺩ‬ ‫ﻤﺔ‬–‫ﻤﻥ‬ ‫ﻫﺎﺌل‬ ‫ﻡ‬‫ﻜ‬ ‫ﺇﻻ‬ ‫ﻫﻲ‬ ‫ﻓﻤﺎ‬ ‫ﺍﻟﺠﺩﻭﻯ‬ ‫ﻋﺩﻴﻡ‬ ‫ﺍﻟﻜﺘﺎﺒﻲ‬ ‫ﺍﻟﻌﻤل‬. ‫ﻟﺫﻟﻙ‬ ‫ﺍﻟﻜﺎﻓﻲ‬ ‫ﺍﻟﻭﻗﺕ‬ ‫ﻟﺩﻱ‬ ‫ﻟﻴﺱ‬. ‫ﺍﻟﻤﻭﻅﻔﻴﻥ‬ ‫ﻤﻊ‬ ‫ﺠﺩﺍل‬ ‫ﻓﻲ‬ ‫ﺍﻟﺩﺨﻭل‬ ‫ﺃﻜﺭﻩ‬.‫ﺃﻓﻌﻠﻪ‬ ‫ﻋﻤﺎ‬ ‫ﺍﻟﻨﻅﺭ‬ ‫ﻓﺒﻐﺽ‬,‫ﺃﻫﺎﺠﻤﻬﻡ‬ ‫ﺃﻨﻨﻲ‬ ‫ﻴﺸﻌﺭﻭﻥ‬ ‫ﺍﻟﻤﻭﻅﻔﻴﻥ‬ ‫ﻓﺈﻥ‬. ‫ﺍﻹﻁﻼﻕ‬ ‫ﻋﻠﻰ‬ ‫ﺴﺎﺭﺓ‬ ‫ﻏﻴﺭ‬ ‫ﻤﺴﺄﻟﺔ‬ ‫ﺇﻨﻬﺎ‬. ‫ﺘﻘﺩ‬ ‫ﻓﻲ‬ ‫ﻤﺸﻜﻠﺔ‬ ‫ﻟﺩﻱ‬‫ﻟﻠﻤﻭﻅﻔﻴﻥ‬ ‫ﺍﻻﺴﺘﺭﺠﺎﻋﻴﺔ‬ ‫ﺍﻟﺘﻐﺫﻴﺔ‬ ‫ﻴﻡ‬,‫ﺒﻪ‬ ‫ﻴﻘﻭﻤﻭﻥ‬ ‫ﻤﺎ‬ ‫ﻤﻌﺭﻓﺔ‬ ‫ﻓﻲ‬ ‫ﻭﺤﺘﻰ‬.‫ﺒﻭﺴﻌﻲ‬ ‫ﻓﻠﻴﺱ‬ ‫ﺍﻟﻭﻗﺕ‬ ‫ﻁﻭﺍل‬ ‫ﻤﺭﺍﻗﺒﺘﻬﻡ‬. ‫ﻤﻌﻨﻰ‬ ‫ﺃﻱ‬ ‫ﻟﻬﺎ‬ ‫ﻟﻴﺱ‬ ‫ﻭﺍﻹﺠﺭﺍﺀﺍﺕ‬ ‫ﺍﻟﻨﻤﺎﺫﺝ‬.‫ﻭﺠﺩﻭل‬ ‫ﺒﺄﺴﻠﻭﺏ‬ ‫ﻤﺩﺭﺍﺌﻬﺎ‬ ‫ﺍﻟﺘﺯﺍﻡ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﻤﻨﻅﻤﺎﺕ‬ ‫ﻤﻥ‬ ‫ﺍﻟﻜﺜﻴﺭ‬ ‫ﺘﺼﺭ‬ ‫ﻤﺤﺩﺩﻴﻥ‬,‫ﻭﺍﻷﻭﻀﺎﻉ‬ ‫ﺍﻟﻤﻭﺍﻗﻑ‬ ‫ﻜﺎﻓﺔ‬ ‫ﺘﻨﺎﺴﺏ‬ ‫ﻻ‬ ‫ﺍﻟﻨﻤﺎﺫﺝ‬ ‫ﻤﻥ‬ ‫ﻭﺒﻤﺠﻤﻭﻋﺔ‬.‫ﺘﻁﻠ‬ ‫ﻻ‬ ‫ﻭﻗﺩ‬‫ﺃﻭﻟﺌﻙ‬ ‫ﻤﺸﻭﺭﺓ‬ ‫ﹰ‬‫ﺎ‬‫ﻤﻁﻠﻘ‬ ‫ﺏ‬ ‫ﹰ‬‫ﺍ‬‫ﻤﻔﻴﺩ‬ ‫ﻴﺠﺩﻭﻨﻪ‬ ‫ﻤﺎ‬ ‫ﺤﻭل‬ ‫ﺍﻟﻤﺩﺭﺍﺀ‬.‫ﻤﺎ‬ ‫ﺇﺠﺭﺍﺀ‬ ‫ﻤﻥ‬ ‫ﺍﻟﻘﺼﺩ‬ ‫ﺘﺩﺭﻙ‬ ‫ﺘﻜﻥ‬ ‫ﻟﻡ‬ ‫ﹰ‬‫ﺍ‬‫ﺇﺫ‬ ‫ﻓﺄﻨﺕ‬,‫ﻟﻠﻘﻴﺎﻡ‬ ‫ﻨﻔﺴﻙ‬ ‫ﺘﺤﻔﺯ‬ ‫ﺃﻥ‬ ‫ﺍﻟﺼﻌﺏ‬ ‫ﻓﻤﻥ‬ ‫ﺒﻪ‬.‫ﺍﻟﻤﺸﻜﻠﺔ‬ ‫ﻟﻬﺫﻩ‬ ‫ﺍﻟﺤﻠﻭل‬ ‫ﺒﻌﺽ‬ ‫ﻫﻨﺎﻙ‬ ‫ﻭﻟﻜﻥ‬,‫ﺍﻟﻤﻁﻠﻭﺏ‬ ‫ﺍﻟﻐﺭﺽ‬ ‫ﺘﺅﺩﻱ‬ ‫ﻭﻟﻜﻨﻬﺎ‬ ‫ﻤﺜﺎﻟﻴﺔ‬ ‫ﹰ‬‫ﻻ‬‫ﺤﻠﻭ‬ ‫ﺘﻜﻭﻥ‬ ‫ﻻ‬ ‫ﻗﺩ‬. * ‫ﺍﻷﺩﺍﺀ‬ ‫ﺘﻘﻴﻴﻡ‬,‫ﺭﻭ‬‫ﺒﺎﻜﺎل‬ ‫ﺒﺭﺕ‬,‫ﻴﻭﻨﺱ‬ ‫ﻤﻭﺴﻰ‬,‫ﻭﺍﻟﺘﻭﺯﻴﻊ‬ ‫ﻟﻠﻨﺸﺭ‬ ‫ﺍﻟﺩﻭﻟﻴﺔ‬ ‫ﺍﻷﻓﻜﺎﺭ‬ ‫ﺒﻴﺕ‬,‫ﺹ‬38-44,1999.
  • 2. ‫ﺍﻟﺤﻜﻭﻤﻴﺔ‬ ‫ﻏﻴﺭ‬ ‫ﻟﻠﻤﻨﻅﻤﺎﺕ‬ ‫ﺍﻟﺘﻤﻴﺯ‬ ‫ﻤﺭﻜﺯ‬ ‫ﺍﻟﻭﺜﻴﻘﺔ‬ ‫ﻭﺭﻗﻡ‬ ‫ﺘﺼﻨﻴﻑ‬:‫ﺍﺴﺘﺸﺎﺭﺍﺕ‬‫ﻋﺩﺩ‬ ،)32(،12‫ﻨﻴﺴﺎﻥ‬2003 ‫ﺍﻟﺤﻜﻭﻤﻴﺔ‬ ‫ﻏﻴﺭ‬ ‫ﻟﻠﻤﻨﻅﻤﺎﺕ‬ ‫ﺍﻟﺘﻤﻴﺯ‬ ‫ﻤﺭﻜﺯ‬ info@ngoce.orgwww.ngoce.org 2 ‫ﻻ‬ ‫ﺒﻁﺭﻴﻘﺔ‬ ‫ﺃﻭ‬ ‫ﺍﻟﻨﻤﺎﺫﺝ‬ ‫ﺒﺒﻌﺽ‬ ‫ﹰ‬‫ﺎ‬‫ﻋﺎﻟﻘ‬ ‫ﻜﻨﺕ‬ ‫ﻓﺈﺫﺍ‬‫ﺘﻴﺄﺱ‬ ‫ﻓﻼ‬ ‫ﺇﻟﻴﻬﺎ‬ ‫ﺘﻤﻴل‬.‫ﻤﻥ‬ ٍ‫ل‬‫ﺨﺎ‬ ‫ﺃﺩﺍﺀ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﻨﻅﺎﻡ‬ ‫ﻫﻨﺎﻙ‬ ‫ﻓﻠﻴﺱ‬ ‫ﹰ‬‫ﺎ‬‫ﻤﻁﻠﻘ‬ ‫ﺍﻟﻌﻴﻭﺏ‬!‫ﺍﻟﻌﻼﻗﺎﺕ‬ ‫ﻭﺘﺄﺴﻴﺱ‬ ‫ﻟﻠﺘﻭﺍﺼل‬ ‫ﻜﻭﺴﻴﻠﺔ‬ ‫ﺍﻷﺩﺍﺀ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﻋﻠﻰ‬ ‫ﺘﺭﻜﺯ‬ ‫ﻭﻋﻨﺩﻤﺎ‬,‫ﺍﻟﺸﻜل‬ ‫ﻴﺼﺒﺢ‬ ‫ﻓﻌﻨﺩﻫﺎ‬ ‫ﺃﻫﻤﻴﺔ‬ ‫ﺃﻗل‬ ‫ﺍﻟﻤﻌﻠﻭﻤﺎﺕ‬ ‫ﻨﻘل‬ ‫ﻟﻁﺭﻴﻘﺔ‬ ‫ﺍﻟﻔﻌﻠﻲ‬.‫ﻋﻠﻴﻪ‬ ‫ﺀ‬‫ﻭﺒﻨﺎ‬,‫ﻤﻭﻅﻑ‬ ‫ﻜل‬ ‫ﻤﻊ‬ ‫ﺍﻟﻌﻤل‬ ‫ﺘﻭﻗﻌﺎﺕ‬ ‫ﺘﻭﻀﻴﺢ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻋﻤل‬, ‫ﻤﻥ‬ ‫ﹰ‬‫ﺍ‬‫ﺠﻭ‬ ‫ﻭﺍﺨﻠﻕ‬‫ﺠﻨﺏ‬ ‫ﺇﻟﻰ‬ ‫ﹰ‬‫ﺎ‬‫ﺠﻨﺒ‬ ‫ﻟﻠﻌﻤل‬ ‫ﺍﻟﺜﻘﺔ‬,‫ﻜﺸﺭﻜﺎﺀ‬ ‫ﺍﻟﻌﻤﻠﻴﺔ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻤﻭﻅﻔﻴﻥ‬ ‫ﺃﺩﺨل‬,‫ﺘﺤﺴﻴﻥ‬ ‫ﻋﻠﻰ‬ ‫ﻤﻨﺎﻗﺸﺘﻙ‬ ‫ﻭﺭﻜﺯ‬ ‫ﻤﻨﻬﻡ‬ ‫ﻭﺍﺤﺩ‬ ‫ﻜل‬ ‫ﺃﺩﺍﺀ‬,‫ﺘﻨﺠﺢ‬ ‫ﻭﺴﻭﻑ‬–‫ﺍﻟﻤﺘﺒﻊ‬ ‫ﺍﻟﻨﻅﺎﻡ‬ ‫ﻋﻥ‬ ‫ﺍﻟﻨﻅﺭ‬ ‫ﺒﻐﺽ‬. )‫ﻤﻌﻠﻭﻤﺎﺕ‬ ‫ﺘﻘﺩﻴﻡ‬ ‫ﻓﻲ‬ ‫ﺘﺴﻬﻡ‬ ‫ﻴﺠﻌﻠﻙ‬ ‫ﻭﻀﻊ‬ ‫ﻓﻲ‬ ‫ﻜﻨﺕ‬ ‫ﻭﺇﺫﺍ‬ ‫ﺍﻟﻤﻨﻅﻤﺔ‬ ‫ﻤﺴﺘﻭﻯ‬ ‫ﻋﻠﻰ‬ ‫ﻟﻠﺒﺭﺍﻤﺞ‬,‫ﺒﺈﺸﺭﺍﻙ‬ ‫ﺘﺭﻏﺏ‬ ‫ﻓﻘﺩ‬ ‫ﺫﻟﻙ‬ ‫ﺘﺼﻤﻴﻡ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻤﺩﺭﺍﺀ‬‫ﺍﻟﻨﻅﺎﻡ‬.( ‫ﻭﻗﺕ‬ ‫ﻴﻭﺠﺩ‬ ‫ﻻ‬!‫ﺃﺠل‬,‫ﻟﻠﻭﻗﺕ‬ ‫ﺘﺤﺘﺎﺝ‬ ‫ﺍﻷﺩﺍﺀ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﺇﻥ‬. ‫ﺤﺠﺔ‬ ‫ﺍﻟﻤﺩﺭﺍﺀ‬ ‫ﻴﺴﻭﻕ‬ ‫ﻋﻨﺩﻤﺎ‬ ‫ﻭﻟﻜﻥ‬"‫ﺍﻟﻭﻗﺕ‬ ‫ﺘﻭﻓﺭ‬ ‫ﻋﺩﻡ‬ ‫ﺫﻟﻙ‬ ‫ﻟﻌﻤل‬ ‫ﺍﻟﻜﺎﻓﻲ‬",‫ﻤﺎ‬ ‫ﺍﻷﻏﻠﺏ‬ ‫ﻋﻠﻰ‬ ‫ﻴﺠﻬﻠﻭﻥ‬ ‫ﻓﻸﻨﻬﻡ‬ ‫ﺍﻷﺩﺍﺀ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﻟﻬﻡ‬ ‫ﺘﻘﺩﻤﻪ‬ ‫ﺃﻥ‬ ‫ﻴﻤﻜﻥ‬.‫ﺨﺎﻁﺊ‬ ‫ﻤﻔﻬﻭﻡ‬ ‫ﻭﻫﻨﺎﻟﻙ‬ ‫ﺸﺎﺌﻊ‬ ‫ﻭﻟﻜﻨﻪ‬,‫ﺍﻟﻌﻤﻠﻴﺔ‬ ‫ﻫﺫﻩ‬ ‫ﺒﺨﺼﻭﺹ‬,‫ﺘﺩﻭﺭ‬ ‫ﺃﻨﻬﺎ‬ ‫ﻤﻔﺎﺩﻩ‬ ‫ﺍﻟﻨ‬ ‫ﺤﻭل‬‫ﺍﻟﺤﺩﺙ‬ ‫ﻭﻗﻭﻉ‬ ‫ﺒﻌﺩ‬ ‫ﻘﺎﺵ‬,‫ﺭﺼﺩ‬ ‫ﻤﻨﻬﺎ‬ ‫ﺍﻟﻘﺼﺩ‬ ‫ﻭﺃﻥ‬ ‫ﺤﺼﻭﻟﻬﻤﺎ‬ ‫ﺒﻌﺩ‬ ‫ﺍﻟﻬﺯﻴل‬ ‫ﻭﺍﻷﺩﺍﺀ‬ ‫ﺍﻷﺨﻁﺎﺀ‬.‫ﺍﻷﺩﺍﺀ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﺠﻭﻫﺭ‬ ‫ﻫﻭ‬ ‫ﻫﺫﺍ‬ ‫ﻟﻴﺱ‬ ‫ﻭﻟﻜﻥ‬.‫ﺃﻭ‬ ‫ﺒﺎﻟﺘﻔﺘﻴﺵ‬ ‫ﺘﻌﻨﻰ‬ ‫ﻻ‬ ‫ﻓﻬﻲ‬ ‫ﻓﻘﻁ‬ ‫ﻤﻌﻴﻨﺔ‬ ‫ﻟﺠﻬﺔ‬ ‫ﺍﻟﻠﻭﻡ‬ ‫ﻟﺘﻭﺠﻴﻪ‬ ‫ﺤﺼل‬ ‫ﻓﻴﻤﺎ‬ ‫ﺍﻟﺒﺤﺙ‬,‫ﻗﺎﺕ‬‫ﻭ‬‫ﻤﻌ‬ ‫ﻭﺘﺤﺩﻴﺩ‬ ‫ﺍﻟﻤﺸﻜﻼﺕ‬ ‫ﺤﺩﻭﺙ‬ ‫ﺩﻭﻥ‬ ‫ﺒﺎﻟﺤﻴﻠﻭﻟﺔ‬ ‫ﺘﻌﻨﻰ‬ ‫ﻭﺇﻨﻤﺎ‬ ‫ﻤﻜﻠﻔﺔ‬ ‫ﺘﺼﺒﺢ‬ ‫ﺃﻥ‬ ‫ﻗﺒل‬ ‫ﺍﻟﻨﺠﺎﺡ‬. ‫ﺍﻷﺩﺍﺀ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﻟﻌﻤﻠﻴﺔ‬ ‫ﺍﻟﻤﺨﺼﺹ‬ ‫ﺍﻟﻭﻗﺕ‬ ‫ﻤﻥ‬ ‫ﺍﻟﺘﻭﻓﻴﺭ‬ ‫ﺍﻷﺩﺍﺀ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﺒﻭﺴﻊ‬ ‫ﺃﻥ‬ ‫ﻴﻌﻨﻲ‬ ‫ﻭﻫﺫﺍ‬.‫ﻟﺩﻯ‬ ‫ﻴﻜﻭﻥ‬ ‫ﻻ‬ ‫ﻓﻌﻨﺩﻤﺎ‬ ‫ﺒﻪ‬ ‫ﺍﻟﻘﻴﺎﻡ‬ ‫ﻤﻨﻬﻡ‬ ‫ﻴﺘﻭﻗﻊ‬ ‫ﻟﻤﺎ‬ ‫ﻭﺍﻀﺤﺔ‬ ‫ﺭﺅﻴﺔ‬ ‫ﺍﻟﻤﻭﻅﻔﻴﻥ‬,‫ﻭﻤﺘﻰ‬,‫ﺍﻹﺘﻘﺎﻥ‬ ‫ﻤﻥ‬ ‫ﻤﺴﺘﻭﻯ‬ ‫ﻭﺒﺄﻱ‬,‫ﻹﺸﺭﺍﻙ‬ ‫ﻴﻤﻴﻠﻭﻥ‬ ‫ﻓﺈﻨﻬﻡ‬ ‫ﺒﺄﻨﻔﺴﻬﻡ‬ ‫ﻤﻌﻬﺎ‬ ‫ﺍﻟﺘﻌﺎﻤل‬ ‫ﺒﺎﺴﺘﻁﺎﻋﺘﻬﻡ‬ ‫ﻜﺎﻥ‬ ‫ﻤﺴﺎﺌل‬ ‫ﻓﻲ‬ ‫ﻤﺩﺭﺍﺌﻬﻡ‬.‫ﺃﻨﻬﻡ‬ ‫ﺃﻭ‬‫ﺃﻨﻬﻡ‬ ‫ﻴﻅﻨﻭﻥ‬ ‫ﻷﻨﻬﻡ‬ ‫ﺍﻷﺨﻁﺎﺀ‬ ‫ﻴﺭﺘﻜﺒﻭﻥ‬ ‫ﻴﻌﺭﻓﻭﻥ‬ ‫ﻻ‬ ‫ﺍﻷﻤﺭ‬ ‫ﺤﻘﻴﻘﺔ‬ ‫ﻓﻲ‬ ‫ﻭﻫﻡ‬ ‫ﻴﻔﻌﻠﻭﻥ‬ ‫ﻤﺎ‬ ‫ﻴﻌﺭﻓﻭﻥ‬.‫ﻤﻼﺌﻤﺔ‬ ‫ﻏﻴﺭ‬ ‫ﻗﺭﺍﺭﺍﺕ‬ ‫ﺍﻟﻤﻭﻅﻔﻭﻥ‬ ‫ﻴﺘﺨﺫ‬ ‫ﻭﻋﻨﺩﻤﺎ‬,‫ﻓﺈﻨﻬﻡ‬ ‫ﺍﻟﻐﺎﺒﺎﺕ‬ ‫ﺤﺭﺍﺌﻕ‬ ‫ﻴﺸﺒﻪ‬ ‫ﻤﺎ‬ ‫ﺃﻭ‬ ‫ﺍﻟﺸﺭﺭ‬ ‫ﺒﺘﻁﺎﻴﺭ‬ ‫ﻴﺘﺴﺒﺒﻭﻥ‬,‫ﺍﻹﺩﺍﺭﺓ‬ ‫ﺘﺩﺨل‬ ‫ﻴﺴﺘﺩﻋﻲ‬ ‫ﻤﻤﺎ‬.‫ﺘﺴﺘﻨﻔﺫ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻟﻤﺭﺤﻠﺔ‬ ‫ﻭﻫﺫﻩ‬ ‫ﺍﻹﺩﺍﺭﺓ‬ ‫ﻭﻗﺕ‬ ‫ﻤﻥ‬ ‫ﺍﻟﻜﺜﻴﺭ‬–‫ﺍﻟﺘﺩﺨل‬ ‫ﺃﻱ‬‫ﻋﻨﻬﺎ‬ ‫ﻏﻨﻰ‬ ‫ﻓﻲ‬ ‫ﻫﻲ‬ ‫ﻤﻭﺍﻗﻑ‬ ‫ﻓﻲ‬,‫ﺍﻟﺤﺭﺍﺌﻕ‬ ‫ﺘﻠﻙ‬ ‫ﻭﻤﻜﺎﻓﺤﺔ‬. ‫ﺍﻟﻤﻨﻅﻤﺔ‬ ‫ﺘﺘﺒﻌﻬﺎ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻟﻁﺭﻴﻘﺔ‬ ‫ﺘﺤﺒﺫ‬ ‫ﻻ‬ ‫ﻹﺩﺍﺭﺓ‬ ‫ﻤﻨﺘﻅﻤﺔ‬ ‫ﻋﻤﻠﻴﺔ‬ ‫ﻟﺘﺒﻨﻲ‬ ‫ﻋﺎﺩﺓ‬ ‫ﺍﻟﻤﻨﻅﻤﺔ‬ ‫ﺘﻤﻴل‬ ‫ﺍﻷﺩﺍﺀ‬,‫ﺒﺼﻭﺭ‬ ‫ﺭﻭﺘﻴﻨﻴﺔ‬ ‫ﻋﻤﻠﻴﺔ‬ ‫ﻴﺠﻌﻠﻬﺎ‬ ‫ﻤﻤﺎ‬‫ﻋﻥ‬ ‫ﺯﺍﺌﺩﺓ‬ ‫ﺓ‬ ‫ﺍﻟﺤﺩ‬.‫ﺫﺍﺕ‬ ‫ﺍﻟﻤﻨﻅﻤﺔ‬ ‫ﺘﺘﺒﻨﺎﻫﺎ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻟﻁﺭﻴﻘﺔ‬ ‫ﺘﺠﺩ‬ ‫ﻟﻡ‬ ‫ﻓﺈﺫﺍ‬ ‫ﻟﻙ‬ ‫ﺒﺎﻟﻨﺴﺒﺔ‬ ‫ﻓﺎﺌﺩﺓ‬,‫ﻟﺠﻌﻠﻬﺎ‬ ‫ﻭﺴﻴﻠﺔ‬ ‫ﺘﻁﻭﻴﺭ‬ ‫ﻋﻠﻰ‬ ‫ﻓﺎﻋﻤل‬ ‫ﺘﻨﺠﺢ‬,‫ﻤﻨﺎﻗﺸﺔ‬ ‫ﻓﺭﺹ‬ ‫ﺍﻗﺘﻨﺎﺹ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺘﺭﻜﻴﺯ‬ ‫ﺨﻼل‬ ‫ﻤﻥ‬ ‫ﺍﻟﻤﻭﻅﻔﻴﻥ‬ ‫ﻤﻊ‬ ‫ﺍﻷﺩﺍﺀ‬,‫ﻟﺸﺨﺹ‬ ‫ﺸﺨﺹ‬ ‫ﻭﻤﻥ‬.‫ﻤﺎ‬ ‫ﻭﺇﺫﺍ‬ ‫ﺍﻟﻌﻼﻗﺎﺕ‬ ‫ﺘﺄﺴﻴﺱ‬ ‫ﻋﻠﻰ‬ ‫ﺭﻜﺯﺕ‬,‫ﻓﻲ‬ ‫ﺍﻟﻤﻭﻅﻔﻴﻥ‬ ‫ﻭﺇﺸﺭﺍﻙ‬ ‫ﻤﺘﺴ‬ ‫ﺒﺎﻋﺘﺒﺎﺭﻫﻡ‬ ‫ﺫﻟﻙ‬‫ﺎﻭﻴﻥ‬,‫ﻤﻌﻬﻡ‬ ‫ﻭﺘﻭﺍﺼﻠﺕ‬,‫ﺃﻥ‬ ‫ﻓﺒﻭﺴﻌﻙ‬ ‫ﺃﻓﻀل‬ ‫ﺒﺸﻜل‬ ‫ﻴﻌﻤل‬ ‫ﺍﻟﺴﻲﺀ‬ ‫ﺍﻟﻨﻅﺎﻡ‬ ‫ﺤﺘﻰ‬ ‫ﺘﺠﻌل‬.
  • 3. ‫ﺍﻟﺤﻜﻭﻤﻴﺔ‬ ‫ﻏﻴﺭ‬ ‫ﻟﻠﻤﻨﻅﻤﺎﺕ‬ ‫ﺍﻟﺘﻤﻴﺯ‬ ‫ﻤﺭﻜﺯ‬ ‫ﺍﻟﻭﺜﻴﻘﺔ‬ ‫ﻭﺭﻗﻡ‬ ‫ﺘﺼﻨﻴﻑ‬:‫ﺍﺴﺘﺸﺎﺭﺍﺕ‬‫ﻋﺩﺩ‬ ،)32(،12‫ﻨﻴﺴﺎﻥ‬2003 ‫ﺍﻟﺤﻜﻭﻤﻴﺔ‬ ‫ﻏﻴﺭ‬ ‫ﻟﻠﻤﻨﻅﻤﺎﺕ‬ ‫ﺍﻟﺘﻤﻴﺯ‬ ‫ﻤﺭﻜﺯ‬ info@ngoce.orgwww.ngoce.org 3 ‫ﺍﻟﺘﺠﺎﺭﻴﺔ‬ ‫ﺍﻹﻋﻼﻨﺎﺕ‬ ‫ﻗﻭل‬ ‫ﺤﺩ‬ ‫ﻭﻋﻠﻰ‬,‫ﺍﻵﻥ‬ ‫ﺘﺩﻓﻊ‬ ‫ﺃﻥ‬ ‫ﺒﻭﺴﻌﻙ‬,‫ﻫﻲ‬ ‫ﺍﻷﺩﺍﺀ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﻓﺈﻥ‬ ‫ﺒﻌﺩﻭ‬ ‫ﻓﻴﻤﺎ‬ ‫ﺃﻜﺜﺭ‬ ‫ﺘﺩﻓﻊ‬ ‫ﺃﻭ‬ ‫ﻤﺸﻜﻼﺕ‬ ‫ﻭﻗﻭﻉ‬ ‫ﺩﻭﻥ‬ ‫ﻟﻠﺤﻴﻠﻭﻟﺔ‬ ‫ﻤﺒﺎﺸﺭﺓ‬ ‫ﺒﻁﺭﻴﻘﺔ‬ ‫ﻟﻠﻭﻗﺕ‬ ‫ﺍﺴﺘﺜﻤﺎﺭ‬,‫ﻋﻤﻠﻪ‬ ‫ﺒﻭﺴﻌﻙ‬ ‫ﻤﺎ‬ ‫ﻟﻌﻤل‬ ‫ﺃﻤﺎﻤﻙ‬ ‫ﺍﻟﻤﺠﺎل‬ ‫ﻭﺇﺘﺎﺤﺔ‬ ‫ﻓﻘﻁ‬ ‫ﺃﻨﺕ‬. ‫ﺍﻟﺨﺸﻴﺔ‬‫ﺍﻟﻤﻭﺍﺠﻬﺔ‬ ‫ﻤﻥ‬.‫ﺍﻟﻤﻭﺍﺠﻬﺔ‬ ‫ﻴﺤﺒﺫﻭﻥ‬ ‫ﻻ‬ ‫ﺍﻟﻨﺎﺱ‬ ‫ﻤﻌﻅﻡ‬, ‫ﻭﺍﻟﺨﻼﻑ‬,‫ﻭﺍﻟﻤﺠﺎﺩﻟﺔ‬.‫ﻤﺩﻯ‬ ‫ﺤﻭل‬ ‫ﻗﻠﻘﻬﻡ‬ ‫ﺍﻟﻤﺩﺭﺍﺀ‬ ‫ﻭﻴﻅﻬﺭ‬ ‫ﺍﻷﺩﺍﺀ‬ ‫ﻤﺸﻜﻼﺕ‬ ‫ﺘﻨﺎﻭل‬ ‫ﺼﻌﻭﺒﺔ‬,‫ﺍﻟﻤﻭﻅﻔﻴﻥ‬ ‫ﺃﻥ‬ ‫ﻴﺸﻌﺭﻭﻥ‬ ‫ﻜﻭﻨﻬﻡ‬ ‫ﺃﻨﻔﺴﻬﻡ‬ ‫ﻋﻥ‬ ‫ﺴﻴﺩﺍﻓﻌﻭﻥ‬,‫ﺍﻟﻤﻭﻗﻑ‬ ‫ﺘﺄﺯﻡ‬ ‫ﻻﺤﺘﻤﺎﻟﻴﺔ‬ ‫ﻴﺸﻴﺭ‬ ‫ﻤﻤﺎ‬. ‫ﹰ‬‫ﺎ‬‫ﺃﺤﻴﺎﻨ‬ ‫ﻫﺫﺍ‬ ‫ﻴﺤﺩﺙ‬ ‫ﻗﺩ‬,‫ﹰ‬‫ﺎ‬‫ﻤﻘﻴﺎﺴ‬ ‫ﻟﻴﺱ‬ ‫ﻟﻜﻨﻪ‬,‫ﻴﻜﻭﻥ‬ ‫ﺃﻥ‬ ‫ﻴﺠﺏ‬ ‫ﻭﻻ‬ ‫ﻜ‬‫ﺍﻟﺘﺎﻟﻴﺔ‬ ‫ﻟﻸﺴﺒﺎﺏ‬ ‫ﺫﻟﻙ‬: ‫ﻗﺩ‬ ‫ﺍﻷﺩﺍﺀ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﻋﻤﻠﻴﺔ‬ ‫ﺃﻥ‬ ‫ﺍﻟﻤﻭﻅﻔﻭﻥ‬ ‫ﻴﺭﻯ‬ ‫ﻋﻨﺩﻤﺎ‬ ‫ﻋﻠﻴﻬﻡ‬ ‫ﺍﻟﻠﻭﻡ‬ ‫ﺇﻟﻘﺎﺀ‬ ‫ﻤﻥ‬ ‫ﹰ‬‫ﻻ‬‫ﺒﺩ‬ ‫ﻟﻤﺴﺎﻋﺩﺘﻬﻤﺎ‬ ‫ﺼﻤﻤﺕ‬, ‫ﻭﻤﺘﻌﺎﻭﻨﻴﻥ‬ ‫ﻤﻨﻔﺘﺤﻴﻥ‬ ‫ﺍﻷﺭﺠﺢ‬ ‫ﻋﻠﻰ‬ ‫ﻓﺴﻴﻜﻭﻨﻭﻥ‬. ‫ﺍﻟﻤﺩﻴﺭ‬ ‫ﻋﻠﻰ‬ ‫ﹰ‬‫ﺍ‬‫ﺤﻜﺭ‬ ‫ﺍﻷﺩﺍﺀ‬ ‫ﻤﻨﺎﻗﺸﺔ‬ ‫ﺘﻜﻭﻥ‬ ‫ﺃﻥ‬ ‫ﻴﺠﺏ‬ ‫ﻻ‬,‫ﺍﻟﻤﻭﻅﻔﻴﻥ‬ ‫ﻋﻠﻰ‬ ‫ﺃﺤﻜﺎﻤﻪ‬ ‫ﻴﻁﻠﻕ‬ ‫ﺍﻟﺫﻱ‬.‫ﻴﺠﺏ‬ ‫ﺒل‬ ‫ﻫﺅﻻﺀ‬ ‫ﺘﺸﺠﻴﻊ‬‫ﺃﻨﻔﺴﻬﻡ‬ ‫ﺘﻘﻴﻴﻡ‬ ‫ﻋﻠﻰ‬.‫ﺍﻷﺩﺍﺀ‬ ‫ﺤﻭل‬ ‫ﺍﻟﻨﻅﺭ‬ ‫ﻭﺠﻬﺎﺕ‬ ‫ﺘﺒﺎﺩل‬ ‫ﻭﺍﻟﻤﻭﻅﻑ‬ ‫ﺍﻟﻤﺩﻴﺭ‬ ‫ﻭﻋﻠﻰ‬,‫ﻤﺎ‬ ‫ﹰ‬‫ﺎ‬‫ﻓﻐﺎﻟﺒ‬ ‫ﺍﻟﻤﺩﻴﺭ‬ ‫ﻤﻥ‬ ‫ﻟﻌﻤﻠﻬﻡ‬ ‫ﹰ‬‫ﺍ‬‫ﺍﻨﺘﻘﺎﺩ‬ ‫ﺃﻜﺜﺭ‬ ‫ﺍﻟﻤﻭﻅﻔﻭﻥ‬ ‫ﻴﻜﻭﻥ‬. ‫ﻟﻠﻤﻭﻅﻔﻴﻥ‬ ‫ﻴﻌﻤﻠﻭﻨﻪ‬ ‫ﻜﺸﻲﺀ‬ ‫ﺍﻷﺩﺍﺀ‬ ‫ﻹﺩﺍﺭﺓ‬ ‫ﺍﻟﻤﺩﺭﺍﺀ‬ ‫ﻨﻅﺭ‬ ‫ﺇﺫﺍ‬,‫ﻤﻨﻪ‬ ‫ﻤﻨﺎﺹ‬ ‫ﻻ‬ ‫ﹰ‬‫ﺍ‬‫ﺃﻤﺭ‬ ‫ﺍﻟﻤﻭﺍﺠﻬﺔ‬ ‫ﺘﺼﺒﺢ‬ ‫ﻓﻌﻨﺩﻫﺎ‬. ‫ﺍﻟﻤﺸﺎﺭﻜﺔ‬ ‫ﻤﻥ‬ ‫ﹰ‬‫ﺎ‬‫ﻨﻭﻋ‬ ‫ﺍﻋﺘﺒﺭﻭﻫﺎ‬ ‫ﺇﺫﺍ‬ ‫ﺃﻤﺎ‬,‫ﺍﻟﻤﻭﺍﺠﻬﺔ‬ ‫ﺘﻠﻙ‬ ‫ﻤﻥ‬ ‫ﻴﺤﺩ‬ ‫ﺫﻟﻙ‬ ‫ﻓﺈﻥ‬. ‫ﺍﻟﻬﺯﻴل‬ ‫ﺍﻷﺩﺍﺀ‬ ‫ﺒﻤﻨﺎﻗﺸﺔ‬ ‫ﺘﺘﻌﻠﻕ‬ ‫ﻻ‬ ‫ﺍﻷﺩﺍﺀ‬ ‫ﺇﺩﺍﺭﺓ‬,‫ﻭﺍﻟﺘﺤﺴﻴﻥ‬ ‫ﻭﺍﻟﻨﺠﺎﺤﺎﺕ‬ ‫ﺍﻹﻨﺠﺎﺯﺍﺕ‬ ‫ﺘﺘﻨﺎﻭل‬ ‫ﻭﺇﻨﻤﺎ‬.‫ﺃﻥ‬ ‫ﹰ‬‫ﺎ‬‫ﻋﻠﻤ‬ ‫ﺍﻟﻤﻭﺍﺠﻬﺔ‬ ‫ﻤﻥ‬ ‫ﻴﺤﺩ‬ ‫ﺍﻟﺜﻼﺜﺔ‬ ‫ﺍﻷﻤﻭﺭ‬ ‫ﻫﺫﻩ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺘﺭﻜﻴﺯ‬,‫ﻁﺭﻓﻲ‬ ‫ﻋﻠﻰ‬ ‫ﻟﻴﺴﺎ‬ ‫ﻭﺍﻟﻤﻭﻅﻑ‬ ‫ﺍﻟﻤﺩﻴﺭ‬ ‫ﻷﻥ‬ ‫ﻭﺫﻟﻙ‬ ‫ﻨﻘﻴﺽ‬. ‫ﺘﺘﺄﺯﻡ‬ ‫ﺃﻭ‬ ‫ﺍﻟﻤﻭﺍﺠﻬﺔ‬ ‫ﺘﻅﻬﺭ‬ ‫ﻋﻨﺩﻤﺎ‬,‫ﻓ‬‫ﺘﺘﻔﺎﻗﻡ‬ ‫ﺤﺘﻰ‬ ‫ﻤﺎ‬ ‫ﻤﺸﻜﻠﺔ‬ ‫ﻤﻊ‬ ‫ﺍﻟﺘﻌﺎﻤل‬ ‫ﺍﻟﻤﺩﺭﺍﺀ‬ ‫ﺘﻔﺎﺩﻱ‬ ‫ﺇﻟﻰ‬ ‫ﻋﺎﺩﺓ‬ ‫ﺫﻟﻙ‬ ‫ﻤﺭﺩ‬. ‫ﺤﻠﻬﺎ‬ ‫ﻓﻲ‬ ‫ﹰ‬‫ﺍ‬‫ﻜﺜﻴﺭ‬ ‫ﻴﺴﺎﻋﺩ‬ ‫ﺍﻟﻤﺸﻜﻼﺕ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﻤﺒﻜﺭ‬ ‫ﺍﻟﺘﻌﺭﻑ‬ ‫ﺃﻥ‬ ‫ﺇﺫ‬. ‫ﺍﻟﻌﻤل‬ ‫ﻤﻜﺎﻥ‬ ‫ﺯﻴﺕ‬ ‫ﺘﻐﻴﻴﺭ‬ ‫ﺃﻥ‬ ‫ﺒﻨﺠﺎﺡ‬ ‫ﺍﻟﺩﺍﺀ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﻴﻁﺒﻘﻭﻥ‬ ‫ﺍﻟﺫﻴﻥ‬ ‫ﺍﻟﻤﺩﺭﺍﺀ‬ ‫ﻴﻌﻠﻡ‬ ‫ﻓﻲ‬ ‫ﺍﺴﺘﺜﻤﺎﺭ‬ ‫ﺇﻻ‬ ‫ﻫﻭ‬ ‫ﻤﺎ‬ ‫ﺍﻟﻌﻤﻠﻴﺔ‬ ‫ﻟﻬﺫﻩ‬ ‫ﺍﻟﻼﺯﻡ‬ ‫ﺍﻟﻭﻗﺕ‬ ‫ﺍﻟﻤﺸﻜﻼﺕ‬ ‫ﺤﺩﻭﺙ‬ ‫ﻤﻨﻊ‬,‫ﻜﺎﻥ‬ ‫ﺍﻟﺫﻱ‬ ‫ﻟﻠﻭﻗﺕ‬ ‫ﻭﺘﻭﻓﻴﺭ‬ ‫ﺘﻔ‬ ‫ﻟﻭ‬ ‫ﻓﻴﻤﺎ‬ ‫ﻤﻌﺎﻟﺠﺘﻬﺎ‬ ‫ﻓﻲ‬ ‫ﺴﻴﺴﺘﻨﻔﺫ‬‫ﺎﻗﻤﺕ‬.‫ﻤﺎ‬ ‫ﻭﻫﻭ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻤﺤﺭﻙ‬ ‫ﻟﺯﻴﺕ‬ ‫ﺍﻟﺩﻭﺭﻱ‬ ‫ﺍﻟﺘﻐﻴﻴﺭ‬ ‫ﻴﺸﺒﻪ‬ ‫ﺴﻴﺎﺭﺘﻙ‬.‫ﻭﺍﻟﻤﺎل‬ ‫ﺍﻟﻭﻗﺕ‬ ‫ﺒﻌﺽ‬ ‫ﺘﻨﻔﻕ‬ ‫ﺃﻨﺕ‬ ‫ﻓﺈﻤﺎ‬ ‫ﻟﺘﻐﻴﻴﺭﻩ‬,‫ﺍﻟﻤﺤﺭﻙ‬ ‫ﺫﻟﻙ‬ ‫ﻟﺘﻌﻁل‬ ‫ﺍﻷﻤﺭ‬ ‫ﺒﻙ‬ ‫ﻴﻨﺘﻬﻲ‬ ‫ﺃﻭ‬ ‫ﻨﺎﺌﻴﺔ‬ ‫ﻤﻨﻁﻘﺔ‬ ‫ﻓﻲ‬ ‫ﺍﻟﺨﺎﺭﺠﻴﺔ‬ ‫ﺍﻟﻁﺭﻕ‬ ‫ﺃﺤﺩ‬ ‫ﻋﻠﻰ‬.
  • 4. ‫ﺍﻟﺤﻜﻭﻤﻴﺔ‬ ‫ﻏﻴﺭ‬ ‫ﻟﻠﻤﻨﻅﻤﺎﺕ‬ ‫ﺍﻟﺘﻤﻴﺯ‬ ‫ﻤﺭﻜﺯ‬ ‫ﺍﻟﻭﺜﻴﻘﺔ‬ ‫ﻭﺭﻗﻡ‬ ‫ﺘﺼﻨﻴﻑ‬:‫ﺍﺴﺘﺸﺎﺭﺍﺕ‬‫ﻋﺩﺩ‬ ،)32(،12‫ﻨﻴﺴﺎﻥ‬2003 ‫ﺍﻟﺤﻜﻭﻤﻴﺔ‬ ‫ﻏﻴﺭ‬ ‫ﻟﻠﻤﻨﻅﻤﺎﺕ‬ ‫ﺍﻟﺘﻤﻴﺯ‬ ‫ﻤﺭﻜﺯ‬ info@ngoce.orgwww.ngoce.org 4 ‫ﻭﻫﻜﺫﺍ‬,‫ﹰ‬‫ﺎ‬‫ﻤﻔﻬﻭﻤ‬ ‫ﹰ‬‫ﺍ‬‫ﺃﻤﺭ‬ ‫ﺍﻟﻤﻭﺍﺠﻬﺔ‬ ‫ﻤﻥ‬ ‫ﺍﻟﻤﺩﺭﺍﺀ‬ ‫ﻗﻠﻕ‬ ‫ﻴﻌﺩ‬ ‫ﻓﺒﻴﻨﻤﺎ‬,‫ﺇﺩﺍﺭﺓ‬ ‫ﻻﻋﺘﺒﺎﺭﻫﻡ‬ ‫ﻋﺎﺩﺓ‬ ‫ﻴﺭﺠﻊ‬ ‫ﺍﻟﺨﻭﻑ‬ ‫ﺫﻟﻙ‬ ‫ﻓﺈﻥ‬ ‫ﻟﻠﻤﻭﺍﺠﻬﺔ‬ ‫ﻭﺴﻴﻠﺔ‬ ‫ﺍﻷﺩﺍﺀ‬.‫ﻗ‬ ‫ﺍﻷﻤﻭﺭ‬ ‫ﺃﻥ‬ ‫ﺼﺤﻴﺢ‬‫ﻤﺤﺒﺏ‬ ‫ﻏﻴﺭ‬ ‫ﻨﺤﻭ‬ ‫ﻋﻠﻰ‬ ‫ﹰ‬‫ﺎ‬‫ﺃﺤﻴﺎﻨ‬ ‫ﺘﺘﻁﻭﺭ‬ ‫ﺩ‬,‫ﺍﻟﺠﻭ‬ ‫ﺒﺘﻭﻓﻴﺭ‬ ‫ﻗﻤﺕ‬ ‫ﺇﺫﺍ‬ ‫ﻭﻟﻜﻥ‬ ‫ﺍﻟﻤﻼﺌﻡ‬,‫ﺍﻷﺸﺨﺎﺹ‬ ‫ﺒﻴﻥ‬ ‫ﺍﻟﻌﻼﻗﺔ‬ ‫ﻤﻬﺎﺭﺍﺕ‬ ‫ﺒﻌﺽ‬ ‫ﻭﺍﺴﺘﺨﺩﻤﺕ‬,‫ﻭﺍﻟﻤﻭﺍﺠﻬﺔ‬ ‫ﺍﻟﺨﻼﻑ‬ ‫ﻤﻥ‬ ‫ﺍﻷﻏﻠﺏ‬ ‫ﻋﻠﻰ‬ ‫ﺘﻘﻠل‬ ‫ﻓﺴﻭﻑ‬. ‫ﻭﺍﻟﻤﺭﺍﻗﺒﺔ‬ ‫ﺍﻻﺴﺘﺭﺠﺎﻋﻴﺔ‬ ‫ﺍﻟﺘﻐﺫﻴﺔ‬ ‫ﻤﺸﻜﻼﺕ‬.‫ﺍﻟﺘﻐﺫﻴﺔ‬ ‫ﺘﻘﺩﻴﻡ‬ ‫ﻋﻠﻰ‬ ‫ﻗﺩﺭﺘﻬﻡ‬ ‫ﻋﺩﻡ‬ ‫ﻤﻥ‬ ‫ﺍﻟﻤﺩﺭﺍﺀ‬ ‫ﺒﻌﺽ‬ ‫ﻴﺸﺘﻜﻲ‬ ‫ﻷﻓ‬ ‫ﺍﻻﺴﺘﺭﺠﺎﻋﻴﺔ‬‫ﺭﺍﺩﻫﻡ‬,‫ﹰ‬‫ﺎ‬‫ﻴﻭﻤﻴ‬ ‫ﺒﻪ‬ ‫ﻴﻘﻭﻤﻭﻥ‬ ‫ﻤﺎ‬ ‫ﻭﻤﺭﺍﻗﺒﺔ‬ ‫ﻤﻌﻬﻡ‬ ‫ﻟﻠﺘﻭﺍﺠﺩ‬ ‫ﺍﻟﻜﺎﻓﻲ‬ ‫ﺍﻟﻭﻗﺕ‬ ‫ﺘﻭﻓﺭ‬ ‫ﻟﻌﺩﻡ‬ ‫ﻭﺫﻟﻙ‬.‫ﻨﻘﻁﺔ‬ ‫ﺇﻨﻬﺎ‬ ‫ﺠﻴﺩﺓ‬.‫ﻭﻤﺭﺍﻗﺒﺘﻬﻡ‬ ‫ﻫﻨﺎﻙ‬ ‫ﺍﻟﻭﻗﻭﻑ‬ ‫ﺘﺴﺘﻁﻴﻊ‬ ‫ﻻ‬ ‫ﻓﺄﻨﺕ‬,‫ﺍﻟﻜﺎﻓﻲ‬ ‫ﺍﻟﻭﻗﺕ‬ ‫ﻟﺩﻴﻙ‬ ‫ﻟﻴﺱ‬ ‫ﻷﻨﻪ‬–‫ﺇﻟﻰ‬ ‫ﺒﺫﻟﻙ‬ ‫ﺴﺘﺩﻓﻌﻬﻡ‬ ‫ﻭﻷﻨﻙ‬ ‫ﺍﻟﺠﻨﻭﻥ‬.‫ﻟﺫﺍ‬,‫ﻭﺃﺩﺍﺌﻪ‬ ‫ﻋﻤﻠﻪ‬ ،‫ﺒﺸﺎ‬ ‫ﹰ‬‫ﺍ‬‫ﺨﺒﻴﺭ‬ ‫ﻤﻭﻅﻑ‬ ‫ﻜل‬ ‫ﺍﺠﻌل‬. ‫ﺍﻟﻤﻭﺍ‬ ‫ﺒﻌﺽ‬ ‫ﺘﺴﺘﺩﻋﻲ‬ ‫ﻗﺩ‬‫ﺃﺜﻨﺎﺀ‬ ‫ﺍﻟﻤﻭﻅﻔﻴﻥ‬ ‫ﻤﺭﺍﻗﺒﺔ‬ ‫ﺍﻟﻨﺎﺩﺭﺓ‬ ‫ﻗﻑ‬ ‫ﻋﻤﻠﻬﻡ‬.‫ﺒﺈﻁﻼﻕ‬ ‫ﻴﺘﻤﺜل‬ ‫ﻻ‬ ‫ﺍﻷﺤﻭﺍل‬ ‫ﻤﻌﻅﻡ‬ ‫ﻓﻲ‬ ‫ﺩﻭﺭﻙ‬ ‫ﺃﻥ‬ ‫ﺇﻻ‬ ‫ﻋﻠﻴﻬﻡ‬ ‫ﺍﻷﺤﻜﺎﻡ‬,‫ﺒﺄﻨﻔﺴﻬﻡ‬ ‫ﻋﻤﻠﻬﻡ‬ ‫ﺘﻘﻴﻴﻡ‬ ‫ﻋﻠﻰ‬ ‫ﺒﻤﺴﺎﻋﺩﺘﻬﻡ‬ ‫ﻭﺇﻨﻤﺎ‬. ‫ﺍﻟﻭﻗﺕ‬ ‫ﻁﻭﺍل‬ ‫ﻟﻠﻤﺭﺍﻗﺒﺔ‬ ‫ﺒﺤﺎﺠﺔ‬ ‫ﻓﻠﺴﺕ‬,‫ﻋﻠﻰ‬ ‫ﻟﻠﺤﺼﻭل‬ ‫ﻭﻻ‬ ‫ﺍﻹﺠﺎﺒﺎﺕ‬ ‫ﻜﺎﻓﺔ‬.‫ﻤﻥ‬ ‫ﻭﺍﺤﺩ‬ ‫ﻜل‬ ‫ﻤﻊ‬ ‫ﹰ‬‫ﺎ‬‫ﺴﻭﻴ‬ ‫ﺘﻌﻤل‬ ‫ﺴﻭﻑ‬ ‫ﺇﻨﻙ‬ ‫ﺒل‬ ‫ﻟﻠﺘﻭﺼل‬ ‫ﺍﻟﻤﻭﻅﻔﻴﻥ‬‫ﺍﻹﺠﺎﺒﺎﺕ‬ ‫ﺘﻠﻙ‬ ‫ﺇﻟﻰ‬. ‫ﺍﻟﻤﻭﻅﻔﻴﻥ‬ ‫ﻤﻘﺎﻭﻤﺔ‬ ‫ﹰ‬‫ﺎ‬‫ﺃﻴﻀ‬ ‫ﻤﻭﻅﻔﻭﻥ‬ ‫ﻫﻡ‬ ‫ﺍﻟﻤﺩﺭﺍﺀ‬ ‫ﺃﻥ‬ ‫ﺤﻴﺙ‬.‫ﺍﻻﺭﺘﻴﺎﺡ‬ ‫ﺒﻌﺩﻡ‬ ‫ﺍﻟﻤﻭﻅﻔﻴﻥ‬ ‫ﺘﺸﻌﺭ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻷﺴﺒﺎﺏ‬ ‫ﺒﻌﺽ‬ ‫ﹰ‬‫ﺎ‬‫ﻤﺴﺒﻘ‬ ‫ﺘﻌﺭﻑ‬ ‫ﻓﺈﻨﻙ‬ ‫ﺍﻷﺩﺍﺀ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﺘﺠﺎﻩ‬,‫ﹰ‬‫ﺎ‬‫ﺃﻴﻀ‬ ‫ﺍﻟﻅﺭﻭﻑ‬ ‫ﺒﻨﻔﺱ‬ ‫ﻤﺭﺭﺕ‬ ‫ﻷﻨﻙ‬ ‫ﻭﺫﻟﻙ‬. ‫ﻭﻜﻤﺩﻴﺭ‬,‫ﺍﻟﻌﻤﻠﻴﺔ‬ ‫ﻫﺫﻩ‬ ‫ﺘﺠﺎﻩ‬ ‫ﺃﻜﺜﺭ‬ ‫ﺒﺭﺍﺤﺔ‬ ‫ﻴﺸﻌﺭﻭﻥ‬ ‫ﻤﻭﻅﻔﻴﻙ‬ ‫ﺠﻌل‬ ‫ﻋﻥ‬ ‫ﻤﺴﺅﻭل‬ ‫ﻓﺄﻨﺕ‬.‫ﻭ‬‫ﻋﻠﻴﻪ‬,‫ﻴﺸﻌﺭ‬ ‫ﺍﻟﺫﻱ‬ ‫ﻓﻤﺎ‬ ‫ﻴﻠﻲ‬ ‫ﻓﻴﻤﺎ‬ ‫ﹼﺭ‬‫ﻜ‬‫ﻓ‬ ‫ﺍﻻﺭﺘﻴﺎﺡ؟‬ ‫ﺒﻌﺩﻡ‬ ‫ﺍﻟﻤﻭﻅﻔﻴﻥ‬: ‫ﻫﺯﻴﻠﺔ‬ ‫ﺃﺩﺍﺀ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﻟﺘﺠﺎﺭﺏ‬ ‫ﺘﻌﺭﻀﻭﺍ‬ ‫ﺍﻟﻤﻭﻅﻔﻴﻥ‬ ‫ﻤﻌﻅﻡ‬,‫ﺁﺨﺭﻴﻥ‬ ‫ﻤﺩﺭﺍﺀ‬ ‫ﻤﻊ‬ ‫ﻭﺭﺒﻤﺎ‬. ‫ﻟﻼﻨﺘﻘﺎﺩ‬ ‫ﺍﻟﺘﻌﺭﺽ‬ ‫ﻴﺤﺏ‬ ‫ﺃﺤﺩ‬ ‫ﻤﻥ‬ ‫ﻤﺎ‬.‫ﺒﻤﻭﺍﻗﻑ‬ ‫ﻭﺍ‬‫ﺭ‬‫ﻤ‬ ‫ﻗﺩ‬ ‫ﺍﻟﻤﻭﻅﻔﻴﻥ‬ ‫ﻭﻟﻌل‬,‫ﺃﻴﺔ‬ ‫ﻤﺩﺭﺍﺅﻫﻡ‬ ‫ﻴﻌﻁﻬﻡ‬ ‫ﻟﻡ‬ ‫ﺤﻴﺙ‬ ‫ﺍﻟﻤﺭﺍﺠﻌ‬ ‫ﻤﻭﻋﺩ‬ ‫ﺠﺎﺀ‬ ‫ﺤﺘﻰ‬ ‫ﺍﺴﺘﺭﺠﺎﻋﻴﺔ‬ ‫ﺘﻐﺫﻴﺔ‬‫ﺍﻟﺴﻨﻭﻴﺔ‬ ‫ﺔ‬,‫ﻭﺍﻟﻠﻭﻡ‬ ‫ﺒﺎﻟﻨﻘﺩ‬ ‫ﻋﻠﻴﻬﻡ‬ ‫ﺍﻨﻬﺎﻟﻭﺍ‬ ‫ﺜﻡ‬.‫ﻴﺩﻓﻌﻬﻡ‬ ‫ﻤﺎ‬ ‫ﻭﻫﺫﺍ‬ ‫ﺒﺎﻟﻀﻴﻕ‬ ‫ﻟﻠﺸﻌﻭﺭ‬. ‫ﺍﻟﺨﻼﻑ‬ ‫ﺍﺤﺘﻤﺎﻻﺕ‬ ‫ﻤﻥ‬ ‫ﺍﻟﺤﺩ‬ ‫ﻓﻲ‬ ‫ﻴﺅﺜﺭﻭﻥ‬ ‫ﻜﻴﻑ‬ ‫ﺍﻷﺫﻜﻴﺎﺀ‬ ‫ﺍﻟﻤﺩﺭﺍﺀ‬ ‫ﻴﻌﺭﻑ‬ ‫ﻭﺍﻟﻤﻭﺍﺠﻬﺔ‬ ‫ﺍﻟﺨﻼﻑ‬ ‫ﺩﺭﺠﺔ‬.‫ﺍﻟﻀﻤﻴﺭ‬ ‫ﺍﺴﺘﺨﺩﻡ‬ "‫ﻨﺤﻥ‬"‫ﺤﺩﻴﺜﻙ‬ ‫ﺃﺜﻨﺎﺀ‬.‫ﺘﺘﺤﺩﺙ‬ ‫ﻭﻻ‬‫ﺍﻷﺩﺍﺀ‬ ‫ﻋﻥ‬, ‫ﺒﺘﻘﻴﻴﻡ‬ ‫ﹰ‬‫ﻻ‬‫ﺃﻭ‬ ‫ﻴﺸﺘﺭﻙ‬ ‫ﺍﻟﻤﻭﻅﻑ‬ ‫ﺍﺠﻌل‬ ‫ﻭﻟﻜﻥ‬ ‫ﺍﻟﺫﺍﺕ‬.‫ﺇﺩﺭﺍﻙ‬ ‫ﻋﻠﻰ‬ ‫ﹰ‬‫ﺎ‬‫ﺃﻴﻀ‬ ‫ﺍﻟﻤﻭﻅﻔﻴﻥ‬ ‫ﻭﺴﺎﻋﺩ‬ ‫ﻋﻠﻰ‬ ‫ﺘﺴﺎﻋﺩﻫﻡ‬ ‫ﺃﻥ‬ ‫ﺍﻷﺩﺍﺀ‬ ‫ﻹﺩﺍﺭﺓ‬ ‫ﻴﻤﻜﻥ‬ ‫ﻜﻴﻑ‬ ‫ﺃﻫﺩﺍﻓﻬﻡ‬ ‫ﺒﻠﻭﻍ‬.
  • 5. ‫ﺍﻟﺤﻜﻭﻤﻴﺔ‬ ‫ﻏﻴﺭ‬ ‫ﻟﻠﻤﻨﻅﻤﺎﺕ‬ ‫ﺍﻟﺘﻤﻴﺯ‬ ‫ﻤﺭﻜﺯ‬ ‫ﺍﻟﻭﺜﻴﻘﺔ‬ ‫ﻭﺭﻗﻡ‬ ‫ﺘﺼﻨﻴﻑ‬:‫ﺍﺴﺘﺸﺎﺭﺍﺕ‬‫ﻋﺩﺩ‬ ،)32(،12‫ﻨﻴﺴﺎﻥ‬2003 ‫ﺍﻟﺤﻜﻭﻤﻴﺔ‬ ‫ﻏﻴﺭ‬ ‫ﻟﻠﻤﻨﻅﻤﺎﺕ‬ ‫ﺍﻟﺘﻤﻴﺯ‬ ‫ﻤﺭﻜﺯ‬ info@ngoce.orgwww.ngoce.org 5 ‫ﺍﻟﻤﺘﻭﻗﻊ‬ ‫ﺍﻟﺸﻲﺀ‬ ‫ﻫﻭ‬ ‫ﻤﺎ‬ ‫ﺍﻟﻤﻭﻅﻔﻭﻥ‬ ‫ﻴﻌﺭﻑ‬ ‫ﻻ‬ ‫ﻋﻨﺩﻤﺎ‬,‫ﺒﺎﻟﺭﻫﺒﺔ‬ ‫ﺸﻌﻭﺭ‬ ‫ﻴﻨﺘﺎﺒﻬﻡ‬.‫ﻜﺫﻟﻙ‬ ‫ﺍﻟﺤﺎل‬ ‫ﻜﺎﻥ‬ ‫ﻭﺇﺫﺍ‬,‫ﻓﻬﺫﺍ‬ ‫ﺩﻓﺎﻋﻲ‬ ‫ﺃﻭ‬ ‫ﻋﺩﻭﺍﻨﻲ‬ ‫ﻤﻭﻗﻑ‬ ‫ﻻﺘﺨﺎﺫ‬ ‫ﹰ‬‫ﺎ‬‫ﺃﻴﻀ‬ ‫ﻴﺩﻓﻌﻬﻡ‬ ‫ﻗﺩ‬. ‫ﺇ‬ ‫ﻤﻥ‬ ‫ﺍﻟﻘﺼﺩ‬ ‫ﻫﻭ‬ ‫ﻤﺎ‬ ‫ﹰ‬‫ﺎ‬‫ﻏﺎﻟﺒ‬ ‫ﺍﻟﻤﻭﻅﻔﻭﻥ‬ ‫ﻴﺩﺭﻙ‬ ‫ﻻ‬‫ﺍﻷﺩﺍﺀ‬ ‫ﺩﺍﺭﺓ‬,‫ﻓﺎﺌﺩﺘﻬﻡ‬ ‫ﻓﻴﻪ‬ ‫ﹰ‬‫ﺎ‬‫ﺸﻴﺌ‬ ‫ﺒﺎﻋﺘﺒﺎﺭﻫﺎ‬ ‫ﻟﻬﺎ‬ ‫ﻴﻨﻅﺭﻭﻥ‬ ‫ﻻ‬ ‫ﺃﻭ‬. ‫ﺍﻟﻤﻭﻅﻔﻴﻥ‬ ‫ﺘﻌﻠﻴﻡ‬ ‫ﺘﺘﻀﻤﻥ‬ ‫ﻋﻤﻠﻙ‬ ‫ﻤﺴﺅﻭﻟﻴﺎﺕ‬ ‫ﺃﻥ‬ ‫ﺍﻵﻥ‬ ‫ﹼﺭ‬‫ﻜ‬‫ﺘﺫ‬,‫ﻤﻥ‬ ‫ﺍﻻﺴﺘﻔﺎﺩﺓ‬ ‫ﺒﻭﺴﻌﻬﻡ‬ ‫ﺃﻥ‬ ‫ﻜﻴﻑ‬ ‫ﻴﺩﺭﻜﻭﻥ‬ ‫ﺒﺤﻴﺙ‬ ‫ﺍﻟﻌﻤﻠﻴﺔ‬.‫ﻋﻠﻴﻬﺎ‬ ‫ﺍﻟﺘﻐﻠﺏ‬ ‫ﻭﻴﻤﻜﻥ‬ ‫ﻁﺒﻴﻌﻴﺔ‬ ‫ﻤﺴﺄﻟﺔ‬ ‫ﻫﻲ‬ ‫ﺍﻟﺒﺩﺍﻴﺔ‬ ‫ﻓﻲ‬ ‫ﺍﻻﺭﺘﻴﺎﺡ‬ ‫ﻋﺩﻡ‬ ‫ﺃﻥ‬ ‫ﹰ‬‫ﺎ‬‫ﺃﻴﻀ‬ ‫ﹼﺭ‬‫ﻜ‬‫ﻭﺘﺫ‬.

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