management

1. Chapter 1
What do managers do?
( 7 readings )
Ref: B628- “Managing & Managing People”, The Open
University Materials, Chapter 1, Page No: (13 -31)

2. Reading -1 What do managers actually do ?
• Henri Fayol , defined management as a process involving, forecasting , planning, organizing,
commanding ,leading , coordinating and controlling of human and other resources to achieve
organizational goals efficiently and effectively. ‫هنري‬
‫فايول‬
، ‫التنبؤ‬ ، ‫على‬ ‫تنطوي‬ ‫عملية‬ ‫بأنها‬ ‫اإلدارة‬ ‫يعرف‬ ،
‫بكف‬ ‫التنظيمية‬ ‫األهداف‬ ‫لتحقيق‬ ‫وغيرها‬ ‫البشرية‬ ‫الموارد‬ ‫على‬ ‫والسيطرة‬ ‫والتنسيق‬ ، ‫والتحكم‬ ، ‫والقيادة‬ ، ‫والتنظيم‬ ، ‫والتخطيط‬
‫اءة‬
‫وفعالية‬
.
• To manage requires certain capacities and skills. ‫معينة‬ ‫ومهارات‬ ‫قدرات‬ ‫يتطلب‬ ‫إدارة‬
.
• Managers feel ill-prepared for their role and wonder whether they are doing the ‘right’ things. Why?
, because :- ‫األشياء‬ ‫يفعلون‬ ‫كانوا‬ ‫إذا‬ ‫عما‬ ‫ويتساءلون‬ ‫لدورهم‬ ‫مستعدين‬ ‫غير‬ ‫بأنهم‬ ‫المديرون‬ ‫يشعر‬
"
‫الصحيحة‬
."
‫ألن‬ ، ‫لم؟‬
:
-
1. Of constant interruptions. ‫المستمرة‬ ‫االنقطاعات‬ ‫من‬
.
2. Always reacting to events / requests rather than initiating them. ‫األحداث‬ ‫مع‬ ‫تتفاعل‬ ً‫ا‬‫دائم‬
/
ً‫ال‬‫بد‬ ‫الطلبات‬
‫فيها‬ ‫الشروع‬ ‫من‬
.
3. Most of my time is spent on day-to-day matters. ‫اليومية‬ ‫األمور‬ ‫في‬ ‫يقضيه‬ ‫وقتي‬ ‫معظم‬
.
4. Always have to argue about work responsibilities and resources. ‫العمل‬ ‫مسؤوليات‬ ‫حول‬ ً‫ا‬‫دائم‬ ‫تجادل‬ ‫أن‬ ‫يجب‬
‫والموارد‬
.
5. Never have time to think and immediate decisions always needed. ‫والقرارات‬ ‫للتفكير‬ ‫الوقت‬ ‫لديك‬ ‫يكن‬ ‫لم‬
‫دائما‬ ‫تحتاج‬ ‫التي‬ ‫الفورية‬
.
6. Spend time talking to people and never actually doing anything. ‫الناس‬ ‫مع‬ ‫التحدث‬ ‫في‬ ‫الوقت‬ ‫بعض‬ ‫قضاء‬
‫شيء‬ ‫أي‬ ‫تفعل‬ ‫الواقع‬ ‫في‬ ‫وأبدا‬
.

3. A- What is managerial effectiveness?
• Managers are effective only when they achieve organization aims and objectives. ‫يكون‬ ‫وال‬
‫وأهدافها‬ ‫المنظمة‬ ‫أهداف‬ ‫يحققون‬ ‫عندما‬ ‫إال‬ ‫فعالين‬ ‫المديرون‬
.
• Every manager should know the purpose of his organization, of his job and work. ‫على‬ ‫يجب‬
‫وعمله‬ ‫وظيفته‬ ‫من‬ ،‫منظمته‬ ‫من‬ ‫الغرض‬ ‫يعرف‬ ‫أن‬ ‫مدير‬ ‫كل‬
.
• Managers performance and effectiveness may be measured setting key performance
indicators , such as objectives. ‫مثل‬ ، ‫الرئيسية‬ ‫األداء‬ ‫مؤشرات‬ ‫وضع‬ ‫في‬ ‫وفعاليتهم‬ ‫المديرين‬ ‫أداء‬ ‫قياس‬ ‫يمكن‬
‫األهداف‬
.
• Peter Drucker suggests that effective managers follow the following practices :- ‫بيتر‬ ‫يقترح‬
‫التالية‬ ‫الممارسات‬ ‫يتبعون‬ ‫الفعالين‬ ‫المدراء‬ ‫أن‬ ‫دراكير‬
1. Ask ‘what needs to be done’ 1
.
‫اسأل‬
"
‫به‬ ‫القيام‬ ‫يجب‬ ‫الذي‬ ‫ما‬
"
2. Ask ‘what is right for the enterprise’ .
‫اسأل‬
"
‫للمؤسسة‬ ‫الصحيح‬ ‫هو‬ ‫ما‬
"
3. Develop action plans 3
-
‫عمل‬ ‫خطط‬ ‫وضع‬
4. Take responsibility for decisions 4
-
‫القرارات‬ ‫عن‬ ‫المسؤولية‬ ‫تحمل‬
5. Take responsibility for communicating 5
.
‫التواصل‬ ‫مسؤولية‬ ‫تحمل‬
6. Focus on opportunities 6
-
‫الفرص‬ ‫على‬ ‫التركيز‬
7. Run productive meetings. 7
.
‫مثمرة‬ ‫اجتماعات‬ ‫عقد‬
.
8. Think and say ‘we’ rather than ‘I’. 8
.
‫وقل‬ ‫فكر‬
"
‫نحن‬
"
‫من‬ ً‫ال‬‫بد‬
"
‫أنا‬
."

4. B- What does effectiveness depend on?
• Four sets of factors influence manager effectiveness:- ‫المدير‬ ‫فعالية‬ ‫على‬ ‫تؤثر‬ ‫العوامل‬ ‫من‬ ‫مجموعات‬ ‫أربع‬
:
-
1- Manager himself : He brings a unique blend of knowledge, skills, attitudes, values and experience to
his job. 1
-
‫نفسه‬ ‫المدير‬
:
‫لوظيفته‬ ‫والخبرة‬ ‫والقيم‬ ‫والمواقف‬ ‫والمهارات‬ ‫المعرفة‬ ‫من‬ ً‫ا‬‫فريد‬ ً‫ا‬‫مزيج‬ ‫يجلب‬
.
2- Manager job : Just as he is unique, so is his job in its detailed features and some of its demands . 2
-
‫مدير‬ ‫وظيفة‬
:
‫مطالبها‬ ‫وبعض‬ ‫التفصيلية‬ ‫مالمحها‬ ‫في‬ ‫وظيفته‬ ‫وكذلك‬ ،‫نوعه‬ ‫من‬ ‫فريد‬ ‫هو‬ ‫كما‬ ‫تماما‬
.
3-The people manager works with : He exerts a major influence on how effective he can be as a
manager. A manager is a person who gets work done through other people , someone with so much
work to do that he must get other people to do it . One measure of managerial effectiveness is the
extent to which a manager can motivate people and coordinate their efforts to achieve optimum
performance. However, managers do not control people in the way they control other resources .
Rather, manager effectiveness is limited by the qualities, abilities and willingness of people which they
work with and depends on. 3
-
‫مع‬ ‫يعمل‬ ‫الشعب‬ ‫مدير‬
:
‫مديرا‬ ‫يكون‬ ‫أن‬ ‫يمكن‬ ‫انه‬ ‫فعالية‬ ‫مدى‬ ‫على‬ ‫كبيرا‬ ‫تأثيرا‬ ‫يمارس‬ ‫انه‬
.
‫الحصول‬ ‫يجب‬ ‫أنه‬ ‫به‬ ‫للقيام‬ ‫العمل‬ ‫من‬ ‫الكثير‬ ‫مع‬ ‫شخص‬ ، ‫آخرين‬ ‫أشخاص‬ ‫خالل‬ ‫من‬ ‫المنجز‬ ‫العمل‬ ‫على‬ ‫يحصل‬ ‫الذي‬ ‫الشخص‬ ‫هو‬ ‫مدير‬
‫بذلك‬ ‫للقيام‬ ‫آخرين‬ ‫أشخاص‬ ‫على‬
.
‫لتحقيق‬ ‫جهودهم‬ ‫وتنسيق‬ ‫الناس‬ ‫حفز‬ ‫من‬ ‫المدير‬ ‫تمكن‬ ‫مدى‬ ‫في‬ ‫اإلدارية‬ ‫الفعالية‬ ‫مقاييس‬ ‫أحد‬ ‫ويتمثل‬
‫األمثل‬ ‫األداء‬
.
‫األخرى‬ ‫الموارد‬ ‫على‬ ‫بها‬ ‫يسيطرون‬ ‫التي‬ ‫الطريقة‬ ‫في‬ ‫الناس‬ ‫على‬ ‫يسيطرون‬ ‫ال‬ ‫المديرين‬ ‫فإن‬ ، ‫ذلك‬ ‫ومع‬
.
‫فعالية‬ ‫إن‬ ‫بل‬
‫عليها‬ ‫ويعتمدون‬ ‫الناس‬ ‫مع‬ ‫يعملون‬ ‫الذين‬ ‫األشخاص‬ ‫لدى‬ ‫والرغبة‬ ‫والقدرات‬ ‫الصفات‬ ‫بسبب‬ ‫محدودة‬ ‫المديرين‬
.
4-Manager organization :The organization determines how effective a manager can be. How the
organization is structured and manager position affect his authority and responsibilities, and impose
constraints on what he is able to achieve. Similarly, organization culture, influences his ability to be
effective as a manager. 4
-
‫المنظمة‬ ‫إدارة‬
:
‫يكون‬ ‫أن‬ ‫يمكن‬ ‫مدير‬ ‫فعالية‬ ‫مدى‬ ‫تحدد‬ ‫المنظمة‬
.
‫وعلى‬ ‫المنظمة‬ ‫تنظيم‬ ‫يتم‬ ‫كيف‬
‫تحقيقه‬ ‫على‬ ‫قادر‬ ‫هو‬ ‫ما‬ ‫على‬ ‫قيود‬ ‫وفرض‬ ،‫ومسؤولياته‬ ‫سلطته‬ ‫على‬ ‫تؤثر‬ ‫مدير‬ ‫منصب‬
.
‫عل‬ ‫قدرته‬ ‫على‬ ‫يؤثر‬ ،‫المنظمة‬ ‫ثقافة‬ ،‫وبالمثل‬
‫ى‬
‫كمدير‬ ‫فعالة‬ ‫تكون‬ ‫أن‬
.

5. Reading -2 Your Job
• Fast pace and pressures of managerial life leave managers to have any real opportunity to
reflect on the nature of their job. ‫أي‬ ‫على‬ ‫الحصول‬ ‫مديري‬ ‫ترك‬ ‫اإلدارية‬ ‫الحياة‬ ‫وضغوط‬ ‫وتيرة‬ ‫وسرعة‬
‫وظائفهم‬ ‫طبيعة‬ ‫في‬ ‫للتفكير‬ ‫حقيقية‬ ‫فرصة‬
.
• John P. Kotter examined the inefficient ways in which managers work. He found that their
activities are brief, fragmented and frequently unplanned. They:- ‫ب‬ ‫جون‬ ‫بحث‬
.
‫غير‬ ‫الطرق‬ ‫كوتر‬
‫المديرون‬ ‫بها‬ ‫يعمل‬ ‫التي‬ ‫الفعالة‬
.
‫األحيان‬ ‫من‬ ‫كثير‬ ‫في‬ ‫لها‬ ‫مخطط‬ ‫وغير‬ ‫ومجزأة‬ ‫موجزة‬ ‫أنشطتهم‬ ‫أن‬ ‫ووجد‬
.
‫هم‬
:
-
a. Spend most of their time with outsiders who seem to be unimportant. ‫وقتهم‬ ‫معظم‬ ‫قضاء‬
‫مهمة‬ ‫غير‬ ‫تكون‬ ‫أن‬ ‫يبدو‬ ‫الذين‬ ‫الغرباء‬ ‫مع‬
.
b. Hold lots of brief conversations on inconsequential matters, often unconnected with
work they do. ‫لها‬ ‫عالقة‬ ‫ال‬ ‫ما‬ ‫وغالبا‬ ،‫األهمية‬ ‫ذات‬ ‫غير‬ ‫المسائل‬ ‫حول‬ ‫القصيرة‬ ‫المحادثات‬ ‫من‬ ‫الكثير‬ ‫عقد‬
‫به‬ ‫يقومون‬ ‫الذي‬ ‫العمل‬
.
c. They ask many questions but rarely seem to make any ‘big’ decisions during their
conversations. ‫قرارات‬ ‫أي‬ ‫اتخاذ‬ ‫أن‬ ‫يبدو‬ ‫ما‬ ً‫ا‬‫نادر‬ ‫ولكن‬ ‫األسئلة‬ ‫من‬ ‫العديد‬ ‫يسألون‬
"
‫كبيرة‬
"
‫محادثاتهم‬ ‫خالل‬
.
d. They seldom tell people what to do. Instead, they ask, request, persuade and
sometimes even intimidate. ‫فعله‬ ‫عليهم‬ ‫يجب‬ ‫بما‬ ‫الناس‬ ‫يخبرون‬ ‫ما‬ ً‫ا‬‫نادر‬
.
‫يطلبون‬ ،‫ذلك‬ ‫من‬ ‫وبدال‬
‫أحيانا‬ ‫ويخيفون‬ ‫بل‬ ‫ويقنعون‬ ‫ويطلبون‬
.

6. • To Kotter manager behavior is less systematic, more informal and less well
organized . However, such behavior is due to manager:-
1- Working despite uncertainty, great diversity with enormous amount of
potentially relevant information. 1
-
‫مع‬ ‫كبير‬ ‫تنوع‬ ،‫اليقين‬ ‫عدم‬ ‫من‬ ‫الرغم‬ ‫على‬ ‫العمل‬
‫صلة‬ ‫ذات‬ ‫تكون‬ ‫أن‬ ‫يحتمل‬ ‫التي‬ ‫المعلومات‬ ‫من‬ ‫هائلة‬ ‫كمية‬
.
2- Working through a large and diverse set of people. 2
-
‫كبيرة‬ ‫مجموعة‬ ‫خالل‬ ‫من‬ ‫العمل‬
‫الناس‬ ‫من‬ ‫ومتنوعة‬
.
• Thus, what seems inefficient behavior is, in fact, is an efficient and effective way of:
‫وفعالة‬ ‫فعالة‬ ‫طريقة‬ ‫الواقع‬ ‫في‬ ‫هو‬ ‫فعال‬ ‫غير‬ ‫يبدو‬ ‫الذي‬ ‫السلوك‬ ‫فإن‬ ،‫وبالتالي‬
:
1- Gathering up-to-the-minute information for decisions. 1
-
‫التخاذ‬ ‫دقيقة‬ ‫معلومات‬ ‫جمع‬
‫القرارات‬
.
2- Building informal networks of relationships to enable them to get their
decisions implemented.
2
-
‫قراراتها‬ ‫تنفيذ‬ ‫من‬ ‫لتمكينها‬ ‫العالقات‬ ‫من‬ ‫رسمية‬ ‫غير‬ ‫شبكات‬ ‫بناء‬
.
• Two approaches have been suggested of what mangers do:- ‫يفعله‬ ‫لما‬ ‫نهجان‬ ‫اقترح‬ ‫وقد‬
‫ر‬ ِ‫ج‬َّ‫ن‬ُ‫م‬‫ال‬
:
-
A- The ‘job description’ approach. ‫أ‬
-
‫نهج‬
"
‫الوظيفي‬ ‫الوصف‬
."
B- The roles of a manager approach. ‫ب‬
-
‫المدير‬ ‫نهج‬ ‫أدوار‬
.

7. A. The job description approach : It list all activities a manager perform. Ex. :- ‫وصف‬ ‫نهج‬
‫الوظيفة‬
:
‫المدير‬ ‫بها‬ ‫يقوم‬ ‫التي‬ ‫األنشطة‬ ‫جميع‬ ‫يدرج‬ ‫وهو‬
.
‫السابقين‬
:
-
1. The manager’s job : Makes forecasts , makes analyses , weighs risks , makes decisions,
and determines goals . 1
.
‫المدير‬ ‫وظيفة‬
:
‫واتخاذ‬ ، ‫المخاطر‬ ‫ويزن‬ ، ‫التحليالت‬ ‫ويجعل‬ ، ‫التوقعات‬ ‫يجعل‬
‫األهداف‬ ‫ويحدد‬ ، ‫القرارات‬
.
2. The manager and his team : Builds and maintains team, selects staff and sets
performance standards . 2
.
‫وفريقه‬ ‫المدير‬
:
‫معايير‬ ‫ويضع‬ ‫الموظفين‬ ‫ويختار‬ ،‫العمل‬ ‫فريق‬ ‫على‬ ‫ويحافظ‬ ‫يبني‬
‫األداء‬
.
B- The roles of a manager approach: Henry Mintzberg (1971) identified six characteristics
for a managerial work:- ‫ب‬
-
‫المدير‬ ‫نهج‬ ‫أدوار‬
:
‫هنري‬ ‫حدد‬
‫مينتزبرغ‬
(
1971
)
‫اإلداري‬ ‫للعمل‬ ‫خصائص‬ ‫ست‬
:
-
1. Manager performs a great quantity of work at an insistent pace. ‫العمل‬ ‫من‬ ‫كبيرة‬ ‫كمية‬ ‫ينفذ‬ ‫مدير‬
‫مصرة‬ ‫بوتيرة‬
.
2. Managerial activity is characterized by variety, fragmentation and brevity. ‫النشاط‬ ‫ويتسم‬
‫واإليجاز‬ ‫والتجزؤ‬ ‫بالتنوع‬ ‫اإلداري‬
.
3. Managers prefer current and specific issues. ‫والمحددة‬ ‫الحالية‬ ‫القضايا‬ ‫المديرون‬ ‫يفضل‬
.
4. Manager sits between organization and a network of contacts. ‫وشبكة‬ ‫المنظمة‬ ‫بين‬ ‫يجلس‬ ‫المدير‬
‫االتصاالت‬ ‫من‬
.
5. Manager shows a strong preference for verbal communication. ‫لالتصال‬ ‫قوي‬ ‫تفضيل‬ ‫يظهر‬ ‫مدير‬
‫اللفظي‬
.
6. Manager appears to be able to control his own affairs. ‫شؤونه‬ ‫في‬ ‫التحكم‬ ‫على‬ ‫قادر‬ ‫المدير‬ ‫أن‬ ‫يبدو‬
‫الخاصة‬

8. • Mintzberg identified managerial roles under three broader headings:-
1. Interpersonal roles : ‫وحدد‬
‫مينتزبرغ‬
‫أوسع‬ ‫عناوين‬ ‫ثالثة‬ ‫تحت‬ ‫اإلدارية‬ ‫األدوار‬
:
1
.
‫الشخصية‬ ‫األدوار‬
:
a. Figurehead due to their formal authority and symbolic representative position. (
‫أ‬
)
‫ّة‬‫ي‬‫رسم‬ ‫سلطتهم‬ ‫إلى‬ ‫واجبة‬ ‫ّة‬‫ي‬‫شكل‬
‫موقعة‬ ‫تمثيل‬ ‫ّة‬‫ي‬‫ورمز‬
.
b. Leader . ‫ب‬
.
‫زعيم‬
.
c. Contact . Where managers maintain a network of relationships ( inside and outside the organization) .
Dealing with people , formally and informally, up and down the hierarchy and sideways within ( horizontal).
‫ج‬
.
‫االتصال‬
.
‫العالقات‬ ‫من‬ ‫شبكة‬ ‫على‬ ‫المديرون‬ ‫يحافظ‬ ‫حيث‬
(
‫المؤسسة‬ ‫وخارج‬ ‫داخل‬
.)
‫صعودا‬ ، ‫رسمي‬ ‫وغير‬ ‫رسمي‬ ‫بشكل‬ ، ‫الناس‬ ‫مع‬ ‫التعامل‬
‫داخل‬ ‫وجانبية‬ ‫الهرمي‬ ‫التسلسل‬ ‫في‬ ‫وهبوطا‬
(
‫أفقي‬
.)
2. Information roles: Managers collect, monitor , disseminate & transmit information to general public and those in
positions of authority. 2
.
‫المعلومات‬ ‫أدوار‬
:
‫مواقع‬ ‫في‬ ‫هم‬ ‫ومن‬ ‫الناس‬ ‫عامة‬ ‫إلى‬ ‫ونقلها‬ ‫ونشرها‬ ‫ورصدها‬ ‫المعلومات‬ ‫بجمع‬ ‫المديرون‬ ‫يقوم‬
‫السلطة‬
.
3. Decisional roles: namely, ‫القراراتية‬ ‫األدوار‬
:
‫أي‬
a. Entrepreneur: decisions to initiate organizational change and be proactive. (
‫أ‬
)
‫منظم‬
:
‫التنظيمي‬ ‫التغيير‬ ‫لبدء‬ ‫قرارات‬
‫استباقية‬ ‫وتكون‬
.
b. Disturbance handler: decisions arising from unpredictable events and beyond control. ‫ب‬
.
‫االضطرابات‬ ‫معالج‬
:
‫السيطرة‬ ‫نطاق‬ ‫عن‬ ‫وخارجة‬ ‫متوقعة‬ ‫غير‬ ‫أحداث‬ ‫عن‬ ‫الناشئة‬ ‫القرارات‬
.
c. Resource allocator: decisions about allocation of resources. ‫ج‬
.
‫الموارد‬ ‫تخصيص‬
:
‫الموارد‬ ‫تخصيص‬ ‫بشأن‬ ‫قرارات‬
.
d. Negotiator : In process of negotiation a manager should be able to make decisions about the commitment of
organizational resources. ‫د‬
.
‫المفاوض‬
:
‫المنظمة‬ ‫بموارد‬ ‫االلتزام‬ ‫بشأن‬ ‫قرارات‬ ‫اتخاذ‬ ‫على‬ ‫قادرا‬ ‫المدير‬ ‫يكون‬ ‫أن‬ ‫يجب‬ ‫التفاوض‬ ‫عملية‬ ‫في‬
.
• Mintzberg found that managers don’t perform equally – or with equal frequency – all above roles. They vary
from job to job and from time to time. ‫وجد‬
‫مينتزبيرغ‬
‫متساوية‬ ‫ا‬ً‫أدوار‬ ‫يؤدون‬ ‫ال‬ ‫المديرين‬ ‫أن‬
-
‫التردد‬ ‫بنفس‬ ‫أو‬
-
‫األدوار‬ ‫جميع‬
‫أعاله‬ ‫المذكورة‬
.
‫آلخر‬ ‫وقت‬ ‫ومن‬ ‫أخرى‬ ‫إلى‬ ‫وظيفة‬ ‫من‬ ‫تختلف‬ ‫وهي‬
.

9. Reading 3- The demands, constraints and choices of your job
• Rosemary Stewart (1982) developed a concept which examine
jobs in three ways: ‫ستيوارت‬ ‫روزماري‬
(
1982
)
‫يدرس‬ ‫الذي‬ ‫مفهوم‬ ‫وضعت‬
‫طرق‬ ‫ثالث‬ ‫في‬ ‫الوظائف‬
:
A-The demands of the job. ‫أ‬
-
‫الوظيفة‬ ‫متطلبات‬
B-The constraints. ‫ب‬
-
‫القيود‬
.
C- The choices ( i.e. how much freedom the job-holder has to do
the work in the way chosen) . ‫ج‬
-
‫الخيارات‬
(
‫أي‬
.
‫وظيفة‬ ‫لصاحب‬ ‫الحرية‬ ‫كم‬
‫المختارة‬ ‫الطريقة‬ ‫في‬ ‫بالعمل‬ ‫للقيام‬ ‫لديه‬
)
• Her purpose was to show how dealing appropriately with
demands and constraints, and choices, can improve managers’
effectiveness.
• ‫مع‬ ‫المناسب‬ ‫النحو‬ ‫على‬ ‫التعامل‬ ‫يمكن‬ ‫كيف‬ ‫إظهار‬ ‫هو‬ ‫اللجنة‬ ‫هذه‬ ‫من‬ ‫الغرض‬ ‫وكان‬
‫المديرين‬ ‫فعالية‬ ‫تحسين‬ ‫على‬ ،‫والخيارات‬ ‫والقيود‬ ‫الطلبات‬
.

10. A. The Demands of the job ‫أ‬
.
‫الوظيفة‬ ‫مطالب‬
• They can be: ‫تكون‬ ‫أن‬ ‫يمكن‬
:
(1) ‘Performance demands’ : achievement of a certain minimum standard of performance, or
(
1
" )
‫األداء‬ ‫متطلبات‬
: "
‫أو‬ ، ‫األداء‬ ‫من‬ ‫معين‬ ‫أدنى‬ ‫مستوى‬ ‫تحقيق‬
(2) ‘Behavioral demands’ requiring to undertake some activity.
• Stewart lists sources of such demands :- (
2
" )
‫السلوكية‬ ‫المتطلبات‬
"
‫األنشطة‬ ‫ببعض‬ ‫القيام‬ ‫تتطلب‬ ‫التي‬
.
• ‫المطالب‬ ‫هذه‬ ‫مثل‬ ‫مصادر‬ ‫ستيوارت‬ ‫يسرد‬
:
-
1. Manager-imposed demands . 1
.
‫المفروضة‬ ‫المدير‬ ‫مطالب‬
.
2. Peer-imposed demands – requests for services, information or help from others at similar levels in
the organization. .
‫األقران‬ ‫يفرضها‬ ‫مطالب‬
–
‫على‬ ‫اآلخرين‬ ‫من‬ ‫مساعدة‬ ‫أو‬ ‫معلومات‬ ‫أو‬ ‫خدمات‬ ‫على‬ ‫للحصول‬ ‫طلبات‬
‫المنظمة‬ ‫في‬ ‫مماثلة‬ ‫مستويات‬
.
3. Externally-imposed demands – requests for information or action from people outside . 3
.
‫مطالب‬
‫الخارج‬ ‫من‬ ‫مفروضة‬
–
‫الخارج‬ ‫في‬ ‫الناس‬ ‫من‬ ‫عمل‬ ‫أو‬ ‫معلومات‬ ‫على‬ ‫للحصول‬ ‫طلبات‬
.
4. System-imposed demands – ex. reports and other functions that cannot be ignored nor delegated,
meetings that must be attended. 4
-
‫النظام‬ ‫يفرضها‬ ‫التي‬ ‫المطالب‬
-
‫يمكن‬ ‫ال‬ ‫التي‬ ‫األخرى‬ ‫والوظائف‬ ‫التقارير‬
‫حضورها‬ ‫يجب‬ ‫التي‬ ‫االجتماعات‬ ‫وهي‬ ،‫تفويضها‬ ‫أو‬ ‫تجاهلها‬
.
5. Staff-imposed demands – minimum time that must be spent with staff reports (for example,
guiding or appraising) .
5
-
‫الموظفون‬ ‫يفرضها‬ ‫التي‬ ‫المطالب‬
-
‫الموظفين‬ ‫تقارير‬ ‫مع‬ ‫يقضيه‬ ‫أن‬ ‫يجب‬ ‫الذي‬ ‫الوقت‬ ‫من‬ ‫األدنى‬ ‫الحد‬
(
‫التوجي‬ ،‫المثال‬ ‫سبيل‬ ‫على‬
‫ه‬
‫التقييم‬ ‫أو‬
.)
6. Self-imposed demands – these are the expectations that a manager choose to create in others
about what he will do or because of his personal standards or habits for a work he must do. 6
.
‫نفسها‬ ‫فرض‬ ‫مطالب‬
–
‫الشخصية‬ ‫معاييره‬ ‫بسبب‬ ‫أو‬ ‫يفعل‬ ‫سوف‬ ‫ما‬ ‫حول‬ ‫اآلخرين‬ ‫في‬ ‫لخلق‬ ‫مدير‬ ‫اختار‬ ‫التي‬ ‫التوقعات‬ ‫هي‬ ‫هذه‬
‫به‬ ‫القيام‬ ‫عليه‬ ‫يجب‬ ‫لعمل‬ ‫عادات‬ ‫أو‬
.

11. B. The Constraints‫القيود‬
• Are the factors, within and outside organization that limit what the
job-holder can do. Ex. resource limitations , legal regulations , trade
union agreements ,technological limitations , processes and
equipments limitations , physical locations , policies, procedures ,
people’s attitudes and expectations (their willingness to accept or
tolerate, what a manager wants to do) and ethics a manger , the
organization and environment adheres to . ‫وخارج‬ ‫داخل‬ ،‫العوامل‬ ‫هي‬
‫الوظيفة‬ ‫صاحب‬ ‫يفعله‬ ‫أن‬ ‫يمكن‬ ‫ما‬ ‫تحد‬ ‫التي‬ ‫المنظمة‬
. Ex. ‫واللوائح‬ ، ‫الموارد‬ ‫قيود‬
، ‫القيود‬ ‫والمعدات‬ ‫والعمليات‬ ، ‫التكنولوجية‬ ‫والقيود‬ ، ‫النقابية‬ ‫واالتفاقات‬ ، ‫القانونية‬
‫والتوقعات‬ ‫الناس‬ ‫ومواقف‬ ، ‫واإلجراءات‬ ، ‫والسياسات‬ ، ‫المادية‬ ‫والمواقع‬
(
‫استعدادهم‬
‫به‬ ‫القيام‬ ‫مدير‬ ‫يريد‬ ‫ما‬ ، ‫التسامح‬ ‫أو‬ ‫لقبول‬
)
‫تلتزم‬ ‫والبيئة‬ ‫والمنظمة‬ ، ‫المذود‬ ‫واألخالق‬
.
C. The Choices‫الخيارات‬
• Choices about what is done , when and how it is done. Choices
about emphasizing some aspects of the job and neglecting others.
B. ‫ذلك‬ ‫يتم‬ ‫وكيف‬ ‫ومتى‬ ، ‫به‬ ‫القيام‬ ‫يتم‬ ‫ما‬ ‫حول‬ ‫خيارات‬
.
‫بعض‬ ‫على‬ ‫التأكيد‬ ‫حول‬ ‫خيارات‬
‫اآلخرين‬ ‫وإهمال‬ ‫الوظيفة‬ ‫جوانب‬
.

12. Reading - 4 Your management skills
• Working at a level above or below capabilities/ skills drives frustration and stress . The matching of own
capabilities to the requirements of job is important . For a managerial work, there are recognized ‘sets’
of skills and competencies. ‫القدرات‬ ‫من‬ ‫أقل‬ ‫أو‬ ‫أعلى‬ ‫مستوى‬ ‫على‬ ‫العمل‬
/
‫واإلجهاد‬ ‫اإلحباط‬ ‫يدفع‬ ‫المهارات‬
.
‫مطابقة‬ ‫إن‬
‫مهم‬ ‫أمر‬ ‫العمل‬ ‫بمتطلبات‬ ‫الخاصة‬ ‫القدرات‬
.
‫هناك‬ ،‫اإلداري‬ ‫للعمل‬ ‫بالنسبة‬
"
‫مجموعات‬
"
‫والكفاءات‬ ‫المهارات‬ ‫من‬ ‫بها‬ ‫معترف‬
.
• Above diagram shows six functional areas . The managing self and personal skills have a central position
to indicate their contribution to the other five areas of competence. Each area contains a number of
‘units’ of competences. For example, under D- area there are 12 ‘units’ set out in next slide. ‫الرسم‬ ‫يظهر‬
‫وظيفية‬ ‫مناطق‬ ‫ست‬ ‫أعاله‬ ‫البياني‬
.
‫الخمسة‬ ‫االختصاص‬ ‫مجاالت‬ ‫في‬ ‫مساهمتها‬ ‫تحديد‬ ‫في‬ ‫والشخصية‬ ‫الذاتية‬ ‫المهارات‬ ‫مكانة‬ ‫وتتمثل‬
‫األخرى‬
.
‫من‬ ‫عدد‬ ‫على‬ ‫مجال‬ ‫كل‬ ‫ويحتوي‬
'
‫وحدات‬
'
‫االختصاصات‬
.
‫ناحية‬ ‫ضمن‬ ،‫المثال‬ ‫سبيل‬ ‫على‬ D- ‫هناك‬
12
'
‫وحدات‬
'
‫المنصوص‬
‫التالية‬ ‫الشريحة‬ ‫في‬ ‫عليها‬
.

13. Competences under working with people unit‫األشخاص‬ ‫وحدة‬ ‫مع‬ ‫العمل‬ ‫تحت‬ ‫الكفاءات‬
D1. Develop productive working relationships with colleagues ‫دال‬
1
-
‫عمل‬ ‫عالقات‬ ‫تطوير‬
‫الزمالء‬ ‫مع‬ ‫مثمرة‬
D2. Develop productive working relationships with colleagues and stakeholders 2
‫تطوير‬
‫المصلحة‬ ‫وأصحاب‬ ‫الزمالء‬ ‫مع‬ ‫مثمرة‬ ‫عمل‬ ‫عالقات‬
D3. Recruit, select and keep colleagues. ‫بها‬ ‫واالحتفاظ‬ ‫واختيارهم‬ ‫الزمالء‬
.
D4. Plan the workforce. ‫العاملة‬ ‫للقوة‬ ‫خطط‬
.
D5 .Allocate and check team work .‫منه‬ ‫والتحقق‬ ‫الفريق‬ ‫عمل‬ ‫تخصيص‬
D6 .Allocate and monitor the progress and quality of work in manager’s area of
responsibility‫المدير‬ ‫مسؤولية‬ ‫مجال‬ ‫في‬ ‫العمل‬ ‫ونوعية‬ ‫المحرز‬ ‫التقدم‬ ‫ورصد‬ ‫تخصيص‬
D7. Provide learning opportunities for colleagues. ‫للزمالء‬ ‫التعلم‬ ‫فرص‬ ‫توفير‬
.
D8. Help team members to address problems that affect their performance. ‫مساعدة‬
‫أدائهم‬ ‫على‬ ‫تؤثر‬ ‫التي‬ ‫المشاكل‬ ‫معالجة‬ ‫على‬ ‫الفريق‬ ‫أعضاء‬
.
D9. Build and manage teams. ‫العمل‬ ‫فرق‬ ‫وإدارة‬ ‫بناء‬
.
D10. Reduce and manage team inside conflicts. .
‫الصراعات‬ ‫داخل‬ ‫فريق‬ ‫وإدارة‬ ‫تقليل‬
.
D11 . Lead meetings. 29
-
‫قيادية‬ ‫اجتماعات‬ ‫عقد‬
.
D12 .Participate in meetings. ‫االجتماعات‬ ‫في‬ ‫المشاركة‬
.

14. • Robert L. Katz (1986) suggested three groups of management basic skills:- ‫روبرت‬ ‫اقترح‬
‫كاتز‬
(
1986
)
‫ثالث‬
‫اإلدارية‬ ‫األساسية‬ ‫المهارات‬ ‫من‬ ‫مجموعات‬
:
1. Technical skills : These are specialist skills and knowledge related to the individual’s profession or
specialization. ‫الفنية‬ ‫المهارات‬
:
‫التخصص‬ ‫أو‬ ‫الفرد‬ ‫مهنة‬ ‫المتعلقة‬ ‫والمعرفة‬ ‫المتخصصة‬ ‫المهارات‬ ‫هذه‬
.
2. Human skills : Are the ability to work effectively as a group member and to build cooperative effort in
the team which manager leads. 2
.
‫البشرية‬ ‫المهارات‬
:
‫تعاونية‬ ‫جهود‬ ‫وبناء‬ ‫المجموعة‬ ‫في‬ ‫كعضو‬ ‫بفعالية‬ ‫العمل‬ ‫على‬ ‫القدرة‬ ‫هي‬
‫المدير‬ ‫يقود‬ ‫الذي‬ ‫الفريق‬ ‫في‬
.
3. Conceptual skills: Are the ability to see the enterprise as a whole , see the elements , the relationships
between the various parts , understand their interdependence and recognize how changes in one part
affect others. .
‫المفاهيمية‬ ‫المهارات‬
:
‫فهم‬ ، ‫المختلفة‬ ‫األجزاء‬ ‫بين‬ ‫والعالقات‬ ، ‫العناصر‬ ‫انظر‬ ، ‫ككل‬ ‫المؤسسة‬ ‫رؤية‬ ‫على‬ ‫القدرة‬ ‫هي‬
‫اآلخرين‬ ‫على‬ ‫ما‬ ‫جزء‬ ‫في‬ ‫التغييرات‬ ‫تأثير‬ ‫كيفية‬ ‫على‬ ‫والتعرف‬ ‫ترابطها‬
.
• One area of skill that Katz missed is the political skill in handling organizational politics. These politics
cover pursuit of individual interests , struggles for resources, personal conflicts, and the ways in which
people and groups try to gain benefit or achieve goals. ‫افتقدها‬ ‫التي‬ ‫المهارة‬ ‫مجاالت‬ ‫ومن‬
‫كاتز‬
‫في‬ ‫السياسية‬ ‫المهارة‬
‫التنظيمية‬ ‫السياسة‬ ‫مع‬ ‫التعامل‬
.
‫والصراعات‬ ،‫الموارد‬ ‫أجل‬ ‫من‬ ‫والصراعات‬ ،‫الفردية‬ ‫المصالح‬ ‫تحقيق‬ ‫إلى‬ ‫السعي‬ ‫السياسة‬ ‫هذه‬ ‫وتغطي‬
‫األهداف‬ ‫تحقيق‬ ‫أو‬ ‫المنفعة‬ ‫تحقيق‬ ‫خاللها‬ ‫من‬ ‫والجماعات‬ ‫الناس‬ ‫يحاول‬ ‫التي‬ ‫والطرق‬ ،‫الشخصية‬
.
• Characteristics of an effective manager:
• Eugene Jennings (1952) identified traits and behaviors :- Gives clear work instructions, praises others
when deserve, willing to take time to listen, cool and calm most of the time, confident and assured,
appropriate knowledge of supervised work , understand group problems , gains group respect , fair ,
gain’s trust , take leadership role , humble , easy to talk to.

15. Reading -5 Transition into management
• Some staff find the transition to a managerial position as difficult because they find it difficult to
stop playing their previous role and which can reduce effectiveness as mangers. This problem is
known as the player–manager syndrome.
• ‫مما‬ ،‫السابق‬ ‫بدورهم‬ ‫القيام‬ ‫عن‬ ‫التوقف‬ ‫في‬ ‫صعوبة‬ ‫يجدون‬ ‫ألنهم‬ ‫صعب‬ ‫إداري‬ ‫منصب‬ ‫إلى‬ ‫االنتقال‬ ‫أن‬ ‫الموظفين‬ ‫بعض‬ ‫ويجد‬
‫كمناد‬ ‫الفعالية‬ ‫من‬ ‫يقلل‬ ‫أن‬ ‫يمكن‬
.
‫مدير‬ ‫العب‬ ‫متالزمة‬ ‫باسم‬ ‫المشكلة‬ ‫هذه‬ ‫وتعرف‬
.
• Some of the reasons why people find it hard to stop doing their old role and adjust to the new one
are:- ‫هي‬ ‫الجديد‬ ‫الدور‬ ‫مع‬ ‫والتكيف‬ ‫القديم‬ ‫بدورهم‬ ‫القيام‬ ‫عن‬ ‫التوقف‬ ‫في‬ ‫صعوبة‬ ‫يجدون‬ ‫الناس‬ ‫تجعل‬ ‫التي‬ ‫األسباب‬ ‫بعض‬
:
-
1. It is important to keep my specialist skills up-to-date. However , who would help team members
to develop new competences. ‫محدثة‬ ‫المتخصصة‬ ‫مهاراتي‬ ‫تبقي‬ ‫أن‬ ‫المهم‬ ‫من‬
.
‫أعضاء‬ ‫سيساعدون‬ ‫الذين‬ ، ‫ذلك‬ ‫ومع‬
‫جديدة‬ ‫كفاءات‬ ‫تطوير‬ ‫على‬ ‫الفريق‬
.
2 . My staff expect me to remain ‘one of them’. However , sharing staff of your managerial thinking
aspects will contribute to the team effort. 2
.
‫نبقى‬ ‫أن‬ ‫طاقمي‬ ‫يتوقع‬
"
‫منهم‬ ً‫ا‬‫واحد‬
."
‫مشاركة‬ ‫فإن‬ ، ‫ذلك‬ ‫ومع‬
‫الفريق‬ ‫جهد‬ ‫في‬ ‫تسهم‬ ‫سوف‬ ‫بك‬ ‫الخاص‬ ‫اإلداري‬ ‫التفكير‬ ‫جوانب‬ ‫من‬ ‫الموظفين‬
.
3. I believe it helps my leadership image if I show that I can perform as well as any of my staff and
can do anything I ask them to do. However , your leadership and sharing management issues
with your staff will develop management skills in his team. ‫كنت‬ ‫إذا‬ ‫القيادة‬ ‫صورة‬ ‫بلدي‬ ‫يساعد‬ ‫أنه‬ ‫وأعتقد‬
‫به‬ ‫القيام‬ ‫منهم‬ ‫أطلب‬ ‫شيء‬ ‫أي‬ ‫تفعل‬ ‫أن‬ ‫ويمكن‬ ‫بلدي‬ ‫موظفي‬ ‫من‬ ‫أي‬ ‫مثل‬ ‫جيد‬ ‫بشكل‬ ‫تؤدي‬ ‫أن‬ ‫يمكن‬ ‫أنني‬ ‫تظهر‬
.
‫فإن‬ ، ‫ذلك‬ ‫ومع‬
‫فريقه‬ ‫في‬ ‫اإلدارية‬ ‫المهارات‬ ‫تطوير‬ ‫موظفيك‬ ‫مع‬ ‫اإلدارية‬ ‫القضايا‬ ‫وتبادل‬ ‫بك‬ ‫الخاصة‬ ‫القيادة‬
.
4. I feel more secure and comfortable doing something I know I can do well. However , you could
be denying your staff the opportunity to gain the experience. ‫بشيء‬ ‫القيام‬ ‫وراحة‬ ‫أمنا‬ ‫أكثر‬ ‫أنني‬ ‫أشعر‬
‫جيدا‬ ‫تفعل‬ ‫أن‬ ‫يمكن‬ ‫أنني‬ ‫أعلم‬ ‫وأنا‬
.
‫الخبرة‬ ‫الكتساب‬ ‫فرصة‬ ‫من‬ ‫موظفيك‬ ‫حرمان‬ ‫يكون‬ ‫أن‬ ‫يمكن‬ ، ‫ذلك‬ ‫ومع‬
.

16. 5. I believe it is often quicker and easier to do the job myself than leave it to
somebody who cannot do it so well. However , helping others to learn yields long
run benefits. .
‫ال‬ ‫لشخص‬ ‫األمر‬ ‫ترك‬ ‫من‬ ‫المهمة‬ ‫بهذه‬ ‫للقيام‬ ‫وأسهل‬ ‫أسرع‬ ‫يكون‬ ‫ما‬ ‫غالبا‬ ‫أنه‬ ‫وأعتقد‬
‫جيد‬ ‫بشكل‬ ‫بذلك‬ ‫القيام‬ ‫يستطيع‬
.
‫األجل‬ ‫طويلة‬ ‫فوائد‬ ‫يحقق‬ ‫التعلم‬ ‫على‬ ‫اآلخرين‬ ‫مساعدة‬ ‫فإن‬ ، ‫ذلك‬ ‫ومع‬
.
6. I need to carry out work myself because I don’t have enough people to do the job.
However , if staff shortage is long-standing there will be a need to get extra
resources or to reduce the levels of activity. 6
.
‫ما‬ ‫لدي‬ ‫ليس‬ ‫ألنه‬ ‫بأعمالي‬ ‫القيام‬ ‫إلى‬ ‫بحاجة‬ ‫أنا‬
‫المهمة‬ ‫بهذه‬ ‫للقيام‬ ‫الناس‬ ‫من‬ ‫يكفي‬
.
‫حاجة‬ ‫هناك‬ ‫ستكون‬ ‫طويلة‬ ‫فترة‬ ‫منذ‬ ‫الموظفين‬ ‫نقص‬ ‫كان‬ ‫إذا‬ ،‫ذلك‬ ‫ومع‬
‫النشاط‬ ‫مستويات‬ ‫لخفض‬ ‫أو‬ ‫إضافية‬ ‫موارد‬ ‫على‬ ‫للحصول‬
.
7. My manager gets very involved and expects me to do so as well. However , you
will not demonstrate your qualities as a manager unless you are able to manage
your team work in addition to yours. ‫ذلك‬ ‫أفعل‬ ‫أن‬ ‫مني‬ ‫ويتوقع‬ ‫جدا‬ ‫المشاركة‬ ‫على‬ ‫يحصل‬ ‫مديري‬
‫أيضا‬
.
‫عملك‬ ‫إلى‬ ‫باإلضافة‬ ‫فريقك‬ ‫عمل‬ ‫إدارة‬ ‫على‬ ‫قادرا‬ ‫كنت‬ ‫إذا‬ ‫إال‬ ‫كمدير‬ ‫صفاتك‬ ‫تظهر‬ ‫لن‬ ، ‫ذلك‬ ‫ومع‬
.
8 . My job is largely functional and involves a good deal of operating as well as
managing. However, you need to maintain the right balance. To do this you need
to be able to separate operating and managing very clearly. 8
.
‫حد‬ ‫إلى‬ ‫وظيفية‬ ‫وظيفتي‬
‫اإلدارة‬ ‫وكذلك‬ ‫التشغيل‬ ‫من‬ ‫كبير‬ ‫قدر‬ ‫على‬ ‫وينطوي‬ ‫كبير‬
.
‫التوازن‬ ‫على‬ ‫الحفاظ‬ ‫إلى‬ ‫تحتاج‬ ،‫ذلك‬ ‫ومع‬
‫الصحيح‬
.
‫جدا‬ ‫واضح‬ ‫بشكل‬ ‫وإدارة‬ ‫التشغيل‬ ‫فصل‬ ‫على‬ ‫قادرة‬ ‫تكون‬ ‫أن‬ ‫إلى‬ ‫تحتاج‬ ‫بذلك‬ ‫للقيام‬
.

17. • Making the transition : Adams et al., 1976 identified seven stages of transition : ‫االنتقال‬ ‫جعل‬
:
‫آدمز‬
،‫وآخرون‬
1976
‫االنتقال‬ ‫من‬ ‫مراحل‬ ‫سبع‬ ‫حددت‬
:
1. Immobilization: the initial feeling that you don’t know what to do of new role. ‫الجمود‬
:
‫الشعور‬
‫جديد‬ ‫دور‬ ‫من‬ ‫تفعل‬ ‫ماذا‬ ‫تعرف‬ ‫ال‬ ‫بأنك‬ ‫األولي‬
.
2. Minimization: denying inside that you really have new roles . ‫التقليل‬
:
‫أدوار‬ ‫حقا‬ ‫لديك‬ ‫أن‬ ‫داخل‬ ‫إنكار‬
‫جديدة‬
.
3. Depression: when you feel that the nature and volume of the expectations cannot be coped.
‫االكتئاب‬
:
‫معه‬ ‫التعامل‬ ‫يمكن‬ ‫ال‬ ‫التوقعات‬ ‫وحجم‬ ‫طبيعة‬ ‫أن‬ ‫تشعر‬ ‫عندما‬
.
4. Acceptance: when you begin to realize that you are achieving things and and that you have
moved on from what you used to do. ‫القبول‬
:
‫تفعله‬ ‫كنت‬ ‫مما‬ ‫انتقلت‬ ‫وأنك‬ ‫األشياء‬ ‫تحقق‬ ‫أنك‬ ‫إدراك‬ ‫في‬ ‫تبدأ‬ ‫عندما‬
.
5. Testing: when you begin to form your own views and experiment with what you can do.
‫االختبار‬
:
‫به‬ ‫القيام‬ ‫يمكنك‬ ‫ما‬ ‫وتجربة‬ ‫بك‬ ‫الخاصة‬ ‫العرض‬ ‫طرق‬ ‫تكوين‬ ‫في‬ ‫تبدأ‬ ‫عندما‬
.
6. Seeking meaning: when you find the inclination and energy to reflect upon and learn from
your own and others’ behavior. ‫معنى‬ ‫عن‬ ‫البحث‬
:
‫الخاص‬ ‫سلوكك‬ ‫من‬ ‫والتعلم‬ ‫للتفكير‬ ‫والطاقة‬ ‫الميل‬ ‫تجد‬ ‫عندما‬
‫واآلخرين‬
.
7. Internalizing: when you define yourself as a manager, not just in title but in what you think you
are doing. ‫استيعاب‬
:
‫تفعل‬ ‫أنك‬ ‫تعتقد‬ ‫كنت‬ ‫ما‬ ‫في‬ ‫ولكن‬ ‫العنوان‬ ‫في‬ ‫فقط‬ ‫ليس‬ ،‫كمدير‬ ‫نفسك‬ ‫تعرف‬ ‫عندما‬
.
• The above phases follow a predictable path. (figure 1.3 p.27) . However , each person’s progress
is unique: one may never get beyond denial or minimization; another may drop out during
depression; and others will move smoothly and rapidly to the later phases. ‫مسارا‬ ‫تتبع‬ ‫أعاله‬ ‫المراحل‬
‫بها‬ ‫التنبؤ‬ ‫يمكن‬
( .
‫الشكل‬
1
-
3
‫ص‬
27
)
‫فريد‬ ‫شخص‬ ‫كل‬ ‫تقدم‬ ‫فإن‬ ، ‫ذلك‬ ‫ومع‬
:
‫شأنه؛‬ ‫من‬ ‫التقليل‬ ‫أو‬ ‫الحرمان‬ ‫المرء‬ ‫يتجاوز‬ ‫ال‬ ‫قد‬
‫االكتئاب‬ ‫خالل‬ ‫تسرب‬ ‫قد‬ ‫آخر‬
;
‫الالحقة‬ ‫المراحل‬ ‫إلى‬ ‫وبسرعة‬ ‫بسالسة‬ ‫تتحرك‬ ‫سوف‬ ‫وغيرها‬
.

18. Reading-6 Recognizing pressure and avoiding stress
• Certain amount of pressure is tolerable even enjoyable. However ,
different people, react differently to pressure. Problems start when
pressure becomes too great or continues for long periods. ‫معينة‬ ‫كمية‬
‫ممتعة‬ ‫حتى‬ ‫مقبول‬ ‫هو‬ ‫الضغط‬ ‫من‬
.
‫مع‬ ‫مختلف‬ ‫بشكل‬ ‫تتفاعل‬ ، ‫الناس‬ ‫مختلف‬ ، ‫ذلك‬ ‫ومع‬
‫الضغط‬
.
‫طويلة‬ ‫لفترات‬ ‫يستمر‬ ‫أو‬ ‫ًا‬‫د‬‫ج‬ ‫ا‬ً‫كبير‬ ‫الضغط‬ ‫يصبح‬ ‫عندما‬ ‫المشاكل‬ ‫تبدأ‬
.
• Five main causes of work-related stress are(1) workload (2)
management style (3) relationships at work , (4)organizational change
and restructuring and (5) lack of employee support . ‫أسباب‬ ‫خمسة‬
‫هي‬ ‫بالعمل‬ ‫المتصلة‬ ‫اإلجهاد‬ ‫من‬ ‫رئيسية‬
(
1
)
‫العمل‬ ‫عبء‬
(
2
)
‫اإلدارة‬ ‫أسلوب‬
(
3
)
‫العالقات‬
، ‫العمل‬ ‫في‬
(
4
)
‫و‬ ‫الهيكلة‬ ‫وإعادة‬ ‫التنظيمي‬ ‫التغيير‬
(
5
)
‫الموظفين‬ ‫دعم‬ ‫وجود‬ ‫عدم‬
.
• Pressure and stress are different by the effects each has . Pressure
could motivate while stress is debilitating (it deprives people of their
strength, their vitality and their judgment) . ‫عن‬ ‫تختلف‬ ‫واإلجهاد‬ ‫الضغط‬
‫له‬ ‫كل‬ ‫آثار‬
.
‫المنهكة‬ ‫هو‬ ‫اإلجهاد‬ ‫أن‬ ‫حين‬ ‫في‬ ‫يحفز‬ ‫أن‬ ‫يمكن‬ ‫الضغط‬
(
‫من‬ ‫الناس‬ ‫يحرم‬ ‫فإنه‬
‫وحكمهم‬ ‫وحيويتهم‬ ‫قوتهم‬
. )

19. • Causes of stress :
A. Demand : When it includes responsibilities such as: .
‫الطلب‬
:
‫مثل‬ ‫مسؤوليات‬ ‫يتضمن‬ ‫عندما‬
:
1. Responsibility for others’ work , to reconcile overlapping or conflicting objectives between
individuals, and between one’s own objectives and those of other managers. 1
.
، ‫اآلخرين‬ ‫عمل‬ ‫مسؤولية‬
‫اآلخرين‬ ‫المديرين‬ ‫وأهداف‬ ‫المرء‬ ‫أهداف‬ ‫وبين‬ ، ‫األفراد‬ ‫بين‬ ‫متضاربة‬ ‫أو‬ ‫متداخلة‬ ‫أهداف‬ ‫بين‬ ‫للتوفيق‬
.
2. Responsibility for innovative activities where there is a cultural resistance to change. 2
-
‫عن‬ ‫المسؤولية‬
‫للتغيير‬ ‫ثقافية‬ ‫مقاومة‬ ‫فيها‬ ‫توجد‬ ‫التي‬ ‫االبتكارية‬ ‫األنشطة‬
.
• When demands are excessive (i.e. job hold too many roles). ‫مفرطة‬ ‫المطالب‬ ‫تكون‬ ‫عندما‬
(
‫تحمل‬ ‫الوظيفة‬ ‫أن‬ ‫أي‬
‫ًا‬‫د‬‫ج‬ ‫كثيرة‬ ‫ا‬ً‫أدوار‬
.)
• When managers are told to achieve the same quality as before. ‫كان‬ ‫كما‬ ‫الجودة‬ ‫نفس‬ ‫لتحقيق‬ ‫للمديرين‬ ‫يقال‬ ‫عندما‬
‫قبل‬ ‫من‬
.
• When mangers feel underused. In work overload and underload, stress is created as a result of the
quality and quantity of work demanded. ‫يشعر‬ ‫عندما‬
‫المذودون‬
‫غير‬ ‫بأنهم‬
‫ين‬َ‫ق‬َ‫م‬َ‫ت‬َ‫س‬ُ‫م‬
.
‫إنشاء‬ ‫يتم‬ ،‫وتحميل‬ ‫الزائد‬ ‫العمل‬ ‫في‬
‫المطلوب‬ ‫العمل‬ ‫وكمية‬ ‫لنوعية‬ ‫نتيجة‬ ‫اإلجهاد‬
.
B. Control : Manager’s role as coordinator can be stressful, especially where authority is unclear or
resources are inadequate. ‫ب‬
.
‫السيطرة‬
:
‫واضحة‬ ‫غير‬ ‫السلطة‬ ‫تكون‬ ‫عندما‬ ‫خاصة‬ ، ‫ًا‬‫د‬‫مجه‬ ‫كمنسق‬ ‫المدير‬ ‫دور‬ ‫يكون‬ ‫أن‬ ‫يمكن‬
‫كافية‬ ‫غير‬ ‫الموارد‬ ‫أو‬
.
C. Role ambiguity, incompatibility and role conflicts : Ambiguity about management especially when there
is overlapping roles. Role incompatibility when manager’s expectations of role are significantly different
from those of his staff & colleagues. Role conflict may occur when someone has to carry out several
different roles. .
‫األدوار‬ ‫وتضارب‬ ‫التوافق‬ ‫وعدم‬ ‫الدور‬ ‫غموض‬
:
‫في‬ ‫تداخل‬ ‫هناك‬ ‫يكون‬ ‫عندما‬ ‫خاصة‬ ‫اإلدارة‬ ‫حول‬ ‫الغموض‬
‫األدوار‬
.
‫وزمالئه‬ ‫موظفيه‬ ‫توقعات‬ ‫عن‬ ‫كبير‬ ‫بشكل‬ ‫مختلفة‬ ‫للدور‬ ‫المدير‬ ‫توقعات‬ ‫تكون‬ ‫عندما‬ ‫الدور‬ ‫توافق‬ ‫عدم‬
.
‫تعارض‬ ‫يحدث‬ ‫قد‬
‫مختلفة‬ ‫بأدوار‬ ‫يقوم‬ ‫أن‬ ‫ما‬ ‫شخص‬ ‫على‬ ‫يكون‬ ‫عندما‬ ‫األدوار‬
.
D. Relationship problems. ‫العالقة‬ ‫مشاكل‬
.
E. Lack of support. ‫الدعم‬ ‫إلى‬ ‫االفتقار‬
.
F. Career uncertainty: Occurs as a result of rapid changes in economic situation inside and outside
organization, in technology, in markets & in organizational structures. ‫الوظيفي‬ ‫اليقين‬ ‫عدم‬
:
‫للتغيرات‬ ‫نتيجة‬ ‫يحدث‬
‫التنظيمية‬ ‫والهياكل‬ ‫األسواق‬ ‫في‬ ،‫التكنولوجيا‬ ‫في‬ ،‫المنظمة‬ ‫وخارج‬ ‫داخل‬ ‫االقتصادي‬ ‫الوضع‬ ‫في‬ ‫السريعة‬
.

20. • Symptoms of stress: Include being too busy , working longer hours, insecurity,
unwillingness to delegate, loss of motivation , irritability , short temper, panic
reactions, heavy reliance on tobacco, alcohol and tranquillizers . ‫اإلجهاد‬ ‫أعراض‬
:
‫تشمل‬
‫و‬ ،‫والتهيج‬ ،‫الدافع‬ ‫وفقدان‬ ،‫تفويض‬ ‫في‬ ‫الرغبة‬ ‫وعدم‬ ،‫األمن‬ ‫وانعدام‬ ،‫أطول‬ ‫لساعات‬ ‫العمل‬ ، ‫الشديد‬ ‫االنشغال‬
short temper ،
‫والمهدئات‬ ‫والكحول‬ ‫التبغ‬ ‫على‬ ‫الشديد‬ ‫واالعتماد‬ ،‫الذعر‬ ‫الفعل‬ ‫ردود‬
.
• Reducing stress: Possible actions include: ‫اإلجهاد‬ ‫من‬ ‫الحد‬
:
‫يلي‬ ‫ما‬ ‫المحتملة‬ ‫اإلجراءات‬ ‫تشمل‬
:
1. Promoting collaborative working approaches. Involving team members in making
decisions about matters that affect them will make them more cooperative . 1
-
‫تشجيع‬
‫التعاوني‬ ‫العمل‬ ‫نهج‬
.
‫أكثر‬ ‫سيجعلهم‬ ‫عليهم‬ ‫تؤثر‬ ‫التي‬ ‫المسائل‬ ‫بشأن‬ ‫القرارات‬ ‫اتخاذ‬ ‫في‬ ‫الفريق‬ ‫أعضاء‬ ‫إشراك‬
ً‫ا‬‫تعاون‬
.
2. Creating ‘stability zones’. These are areas of work over which you and your work
group members have some control. 2
.
‫إنشاء‬
"
‫االستقرار‬ ‫مناطق‬
."
‫لديك‬ ‫التي‬ ‫العمل‬ ‫مجاالت‬ ‫هي‬ ‫هذه‬
‫التحكم‬ ‫بعض‬ ‫العمل‬ ‫مجموعة‬ ‫وأعضاء‬
.
3. Being alert to actual demands made on you and on your group. 3
.
‫حالة‬ ‫في‬ ‫تكون‬ ‫أن‬
‫مجموعتك‬ ‫وعلى‬ ‫عليك‬ ‫قدمت‬ ‫التي‬ ‫الفعلية‬ ‫للمطالب‬ ‫تأهب‬
.
4. Ensure everyone knows his roles and functions expected to fulfill. 4
.
‫الجميع‬ ‫أن‬ ‫من‬ ‫التأكد‬
‫بها‬ ‫تفي‬ ‫أن‬ ‫المتوقع‬ ‫ووظائفه‬ ‫أدواره‬ ‫يعرف‬
.
5. Setting yourself and others clear priorities and keeping an overview of every one’s
workload. 5
.
‫فرد‬ ‫كل‬ ‫عمل‬ ‫عبء‬ ‫عن‬ ‫عامة‬ ‫لمحة‬ ‫على‬ ‫والحفاظ‬ ‫واآلخرين‬ ‫لنفسك‬ ‫واضحة‬ ‫أولويات‬ ‫تحديد‬
.

21. Reading-7 Managing your time
• Three principles in improving time management: ‫الوقت‬ ‫إدارة‬ ‫تحسين‬ ‫في‬ ‫مبادئ‬ ‫ثالثة‬
:
1. Work shedding : is done by: (1) stopping doing some tasks (2) changing to less time taking
method (3)reducing the quality of some work (4) transferring tasks to others. ‫ذرف‬ ‫العمل‬
:
‫يتم‬
‫طريق‬ ‫عن‬ ‫ذلك‬
( :
1
)
‫المهام‬ ‫ببعض‬ ‫القيام‬ ‫عن‬ ‫التوقف‬
(
2
)
‫األسلوب‬ ‫أقل‬ ‫وقت‬ ‫إلى‬ ‫تغيير‬
(
3
)
‫بعض‬ ‫نوعية‬ ‫خفض‬
‫األعمال‬
(
4
)
‫اآلخرين‬ ‫إلى‬ ‫المهام‬ ‫نقل‬
.
• Shedding work techniques are : (1) concentrate effort on key activities and tasks which
must be done thoroughly (2) delegate authority . However, when we transfer work to
another department , this is called transferring work. ‫هي‬ ‫ذرف‬ ‫العمل‬ ‫أساليب‬
( :
1
)
‫على‬ ‫الجهد‬ ‫تركيز‬
‫بدقة‬ ‫بها‬ ‫القيام‬ ‫يجب‬ ‫التي‬ ‫الرئيسية‬ ‫والمهام‬ ‫األنشطة‬
(
2
)
‫السلطة‬ ‫تفويض‬
.
،‫آخر‬ ‫قسم‬ ‫إلى‬ ‫العمل‬ ‫بنقل‬ ‫نقوم‬ ‫عندما‬ ،‫ذلك‬ ‫ومع‬
‫العمل‬ ‫نقل‬ ‫يسمى‬ ‫ما‬ ‫وهذا‬
.
2. Time saving and time planning : To manage effectively , some time every day should be
directed towards key tasks where interruptions should be avoided so as not to lose
concentration ( ex. Keep face-to-face conversations short, don’t sit down , make
appointments with at a more appropriate time , if the visitor is located near by visit them to
retain control over the visit length , plan meeting carefully ( set an agenda, time limit, keep
discussion strictly to point). 2
.
‫للوقت‬ ‫والتخطيط‬ ‫الوقت‬ ‫توفير‬
:
‫أن‬ ‫ينبغي‬ ‫يوم‬ ‫كل‬ ‫الوقت‬ ‫بعض‬ ،‫فعالة‬ ‫إلدارة‬
‫التركيز‬ ‫تفقد‬ ‫ال‬ ‫حتى‬ ‫انقطاع‬ ‫تجنب‬ ‫ينبغي‬ ‫حيث‬ ‫الرئيسية‬ ‫المهام‬ ‫نحو‬ ‫توجه‬
( ex. ‫المحادثات‬ ‫لوجه‬ ‫وجها‬ ‫على‬ ‫الحفاظ‬
‫لالحتفاظ‬ ‫لزيارتها‬ ‫الزائر‬ ‫من‬ ‫بالقرب‬ ‫موجودا‬ ‫كان‬ ‫إذا‬ ،‫مالءمة‬ ‫أكثر‬ ‫وقت‬ ‫في‬ ‫مع‬ ‫المواعيد‬ ‫وتحديد‬ ،‫نجلس‬ ‫ال‬ ،‫قصيرة‬
‫بعناية‬ ‫االجتماع‬ ‫خطة‬ ، ‫الزيارة‬ ‫طول‬ ‫على‬ ‫بالسيطرة‬
(
‫بدقة‬ ‫المناقشة‬ ‫على‬ ‫والحفاظ‬ ،‫الزمني‬ ‫الحد‬ ،‫األعمال‬ ‫جدول‬ ‫تعيين‬
‫لنقطة‬
.)