ﺗﺮﺑﻴﺖ ﺍﺭﺯﻳﺎﺏ ﻭ ﺧﻮﺩﺍﺭﺯﻳﺎﺑﻲ ﺑﺮ ﺍﺳﺎﺱ ﻣﺪﻝ

ﺗﺮﺑﻴﺖ ﺍﺭﺯﻳﺎﺏ ﻭ ﺧﻮﺩﺍﺭﺯﻳﺎﺑﻲ ﺑﺮ ﺍﺳﺎﺱ ﻣﺪﻝ ﺳﺮآﻤﺪﻱ EFQM

QMS AG ﻣﺸﺎﻭﺭﻩ ﺩﺭ ﺣﻴﻄﻪ ﻛﺴﺐ ﻭ ﻛﺎﺭ ﺑﺎ ﺑﻴﺶ ﺍﺯ 001 ﻣﺸﺎﻭﺭ ﺩﻓﺎﺗﺮ ﺩﺭ آﻠﻤﺎﻥ, ﺍﺭﻭپﺎ, ﺟﻨﻮﺏ آﻔﺮﻳﻘﺎ ﻭ ﺧﺎﻭﺭ ﺩﻭﺭ ﺣﻮﺯﻩ ﻫﺎﻱ ﺍﺻﻠﻲ ﻣﺸﺎﻭﺭﻩ: ﻛﻴﻔﻴﺖ, ﻣﺤﻴﻂ ﺯﻳﺴﺖ, ﺍﻧگﻴﺰﺵ ﺳﺎﺯﻣﺎﻧﻲ, TQM ﺑﻴﺶ ﺍﺯ 001 پﺮﻭژﻪ TQM ﺩﺭ ﺗﻤﺎﻣﻲ ﺣﻴﻄﻪ ﻫﺎﻱ ﻛﺴﺐ ﻭ ﻛﺎﺭ آﻤﻮﺯﺵ ﺑﻴﺶ ﺍﺯ 0056 ﺍﺭﺯﻳﺎﺏ EFQM ﻋﻀﻮ ﻭ ﺑﺰﺭگﺘﺮﻳﻦ ﺍﻣﺘﻴﺎﺯ ﺭﺳﻤﻲ ﺍﺯ EFQM

ﻫﺪﻑ ﺍﺯ ﺍﻳﻦ ﺩﻭﺭﻩ ﺩﺭ پﺎﻳﺎﻥ ﺍﻳﻦ ﺩﻭﺭﻩ ﺷﺮﻛﺖ ﻛﻨﻨﺪگﺎﻥ ﻗﺎﺩﺭ ﺑﻪ: ﺩﺭﻙ ﻣﺪﻝ ﺳﺮآﻤﺪﻱ EFQM ﺑﺎ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻣﺪﻝ ﻗﺎﺩﺭ ﺑﻪ ﺍﺭﺯﻳﺎﺑﻲ ﺳﺎﺯﻣﺎﻥ ﺧﻮﺩ ﻣﻲ ﺑﺎﺷﻨﺪ. ﻗﺎﺩﺭ ﺑﻪ ﺑﺮﺭﺳﻲ ﻭ ﺟﺎﺭﻱ ﺳﺎﺯﻱ ﺍﻃﻼﻋﺎﺕ ﻭ ﺩﺍﺩﻩ ﻫﺎﻱ ﻻﺯﻡ ﺑﺮﺍﻱ ﺧﻮﺩ ﺍﺭﺯﻳﺎﺑﻲ ﺧﻮﺍﻫﻨﺪ ﺑﻮﺩ.

EFQM ﺑﻨﻴﺎﺩ ﻣﺪﻳﺮﻳﺖ ﻛﻴﻔﻴﺖ ﺍﺭﻭپﺎ

EFQM . . . EFQM m ﻳﻚ ﺳﺎﺯﻣﺎﻥ ﻏﻴﺮ ﺍﻧﺘﻔﺎﻋﻲ ﺍﺳﺖ. m ﺩﺭ ﺳﺎﻝ 8891 ﺗﻮﺳﻂ 41 ﻣﺪﻳﺮﻋﺎﻣﻞ ﺷﺮﻛﺖ ﻫﺎﻱ ﺍﺭﻭپﺎﻳﻲ ﺗﺎﺳﻴﺲ ﺷﺪ. ﺑﻴﺶ ﺍﺯ 008 ﻋﻀﻮ ﺩﺭ ﺳﻄﺢ ﺍﺭﻭپﺎ ﻭ ﺳﺎﺯﻣﺎﻥ ﻫﺎﻱ ﺻﻨﻌﺘﻲ ﺑﺰﺭگ ﺩﺍﺭﺩ.

1988 ﺩﺭ ﺳﺎﻝ EFQM ﺍﻋﻀﺎﻱ BT plc KLM Royal Dutch Airlines Robert Bosch Gmb. H Nestlé AG Bull SA Philips Electronics NV Ciba-Geigy AG Olivetti Sp. A Dassault Aviation Renault AB Electrolux Sulzer AG Fiat Auto Sp. A Volkswagen AG

ﻣﺎﻣﻮﺭﻳﺖ ﻭ چﺸﻢ ﺍﻧﺪﺍﺯ EFQM ﻣﺎﻣﻮﺭﻳﺖ: ﻧﻴﺮﻭﻱ ﻣﺤﺮﻛﻲ ﺑﺮﺍﻱ ﺳﺮآﻤﺪﻱ پﺎﻳﺪﺍﺭ ﺩﺭ ﺳﺎﺯﻣﺎﻥ ﻫﺎﻱ ﺍﺭﻭپﺎﻳﻲ چﺸﻢ ﺍﻧﺪﺍﺯ: ﺩﻧﻴﺎﻳﻲ ﻛﻪ ﺩﺭ آﻦ ﺳﺎﺯﻣﺎﻥ ﻫﺎﻱ ﺍﺭﻭپﺎﻳﻲ ﺳﺮآﻤﺪ ﻫﺴﺘﻨﺪ.

ﻓﻌﺎﻟﻴﺖ ﻫﺎﻱ EFQM ﺭﻭﺵ ﻫﺎﻱ ﺑﻬﺒﻮﺩ ﻭ پﻴﺸﺮﻓﺖ ﺑﺮﺍﻱ ﻣﺪﻳﺮﻳﺖ ﺳﺮآﻤﺪ ﺳﺎﺯﻣﺎﻥ ﺩﻫﻲ ﺩﺍﻧﺶ ﻭ پﺮﻭژﻪ ﻫﺎﻱ ﺍﻟگﻮﺑﺮﺩﺍﺭﻱ ﺗﺒﻠﻴﻐﺎﺕ ﻭ ﺍﺭﺍﺋﻪ – EQA ﺟﺎﻳﺰﻩ ﻛﻴﻔﻴﺖ ﺍﺭﻭپﺎ EFQM

ﺟﻮﺍﻳﺰ ﺑﻴﻦ ﺍﻟﻤﻠﻠﻲ ﻛﻴﻔﻴﺖ ﺟﺎﻳﺰﻩ ﺩﻣﻴﻨگ ﺍﺑﺘﺪﺍ ﺩﺭ ﺳﺎﻝ 1591 ﺍﺭﺍﺋﻪ ﺷﺪ. ) JUSE ﻫﻤﺒﺴﺘگﻲ ﻣﻬﻨﺪﺳﻴﻦ ﻭ ﺩﺍﻧﺸﻤﻨﺪﺍﻥ ژﺎپﻨﻲ( ﺟﺎﻳﺰﻩ ﻣﻠﻲ ﻛﻴﻔﻴﺖ ﻣﺎﻛﻮﻟﻢ ﺑﺎﻟﺪﺭﻳﺞ ﺩﺭ ﺳﺎﻝ 7891 ﻋﺮﺿﻪ ﺷﺪ. ﺍﻳﻦ ﺟﺎﻳﺰﻩ ﺑﺮ ﺍﺳﺎﺱ ﺑﺮﻧﺎﻣﻪ ﻛﺎﺭ ﺑﻬﺒﻮﺩ ﺯﻳﺮ ﻧﻈﺮ ﺭﺋﻴﺲ ﺟﻤﻬﻮﺭ ﻭﻗﺖ ﺭﻳگﺎﻥ پﺎﻳﻪ گﺬﺍﺭﻱ ﺷﺪ. ﺟﺎﻳﺰﻩ ﻛﻴﻔﻴﺖ ﺍﺭﻭپﺎ ) (EQA ﺍﺑﺘﺪﺍ ﺩﺭ ﺳﺎﻝ 2991 ﺍﺭﺍﺋﻪ ﺷﺪ. EFQM ﺩﺭ ﻣﺸﺎﺭﻛﺖ ﺑﺎ EOQ ﻭ EU

ﺟﻮﺍﻳﺰ ﺑﻴﻦ ﺍﻟﻤﻠﻠﻲ ﻛﻴﻔﻴﺖ

ﺍﻫﺪﺍﻑ ﺟﺎﻳﺰﻩ ﻛﻴﻔﻴﺖ ﺍﺭﻭپﺎ ﺩﺭ ﺟﻬﺖ ﺷﻨﺎﺳﺎﻳﻲ ﺷﺮﻛﺖ ﻫﺎﻳﻲ ﻛﻪ ﺍﻟگﻮﻳﻲ ﻫﺴﺘﻨﺪ ﺑﺮﺍﻱ ﺗﻌﺎﻟﻲ )ﻣﺪﻳﺮﻳﺖ ﻭ ﻧﺘﺎﻳﺞ( ﺩﺭ ﺟﻬﺖ ﺗﺮﻏﻴﺐ ﺍﺫﻫﺎﻥ ﻋﻤﻮﻣﻲ ﺳﺎﺯﻣﺎﻥ ﺑﺮﺍﻱ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻣﺪﻝ ﺩﺭ ﺭﺳﻴﺪﻥ ﺑﻪ ﺳﺮآﻤﺪﻱ

EQA ﺟﺎﻳﺰﻩ ﻛﻴﻔﻴﺖ ﺍﺭﻭپﺎ ﺑﻬﺒﻮﺩ ﻋﻤﻠﻜﺮﺩ ﺟﺪﻳﺪ ﺳﻄﻮﺡ ﺳﺮآﻤﺪﻱ VDA 0009 QS 94961 TS ISO 0002 -1009 ISO 4991 -1009 ﺯﻣﺎﻥ

ﺳﻄﺢ پﻨﺠﻢ ﺑﺮﻧﺪﻩ EQA ﺳﻄﺢ چﻬﺎﺭ ﺑﺮﻧﺪﻩ ﺟﺎﻳﺰﻩ EQA ﺳﻄﺢ ﺳﻪ ﻓﻴﻨﺎﻟﻴﺴﺖ ﺟﺎﻳﺰﻩ ﻛﻴﻔﻴﺖ ﺍﺭﻭپﺎ ﺳﻄﺢ ﺩﻭ ﺍﺷﺘﻬﺎﺭﺩ ﺑﻪ ﺳﺮآﻤﺪﻱ ﺳﻄﺢ ﻳﻚ ﺍﻫﺘﻤﺎﻡ ﺑﻪ ﺳﺮآﻤﺪﻱ

ﺟﺎﻳﺰﻩ ﻛﻴﻔﻴﺖ ﺍﺭﻭپﺎ Prize Winners and Award Winners 1992 - 1997 Award winner Prize winner 1992 Rank Xerox BOC - Special Gases Milliken European Div. Ubisa 1993 Milliken European Division ICL Manufacturing Div. 1994 Design to Distribution Ltd Ericsson SA IBM Semea 1995 Texas Instruments TNT Express Ltd 1996 Brisa BT Netas TNT Express Ltd 1997 SGS-Thompson BT Netas TNT Ubisa BEKSA (SME Gasnalsa

European Quality Award Prize Winners and Award Winners 1998 Large businesses and business units Prize Winner: BT - Nothern Ireland NETAS - Northern Electric Sollac Yellow Pages Award Winner: TNT SME independent Prize Winner: Di. EU Award Winner: Schindlerhof Klaus Kobjoll Gmb. H SME Award Winner: Beko Ticaret Public Sector Prize Winner: AVE

European Quality Award Prize Winners and Award Winners 1999 (1/2) Large businesses and business units Prize Winners: BT Northern Ireland (UK/ Telecommunication) ELAIS (HE / Food) Sollac (F / Steel) Award Winner: Yellow Pages Production and marketing of electronic and print media / market share 20%, 3. 145 Employees/ 486 Mio. Pfund turnover Operational Units Award Winner: Volvo Cars Gent (B) Automotives / 3881 Employees / 2. 740 Mio. Euro turnover

European Quality Award Prize Winners and Award Winner 1999 (2/2) Independent small and medium-sized enterprises Award Winner: Di. EU Training Institute/ 72 Employees 14, 8 Mio. Euro turnover Subsidiary small and medium-sized enterprises (55 full time) /

European Quality Award Prize Winners and Award Winner 2000 Large businesses and business units Prize Winners: Arcelik AS (Turkey) Eczacibasi Vitra (Turkey) IRIZAR (Spain) Award Winner: Nokia Mobile Phones, Europe & Africa (Finland) Public Sector Prize Winners: Arbejdsformidlingen Ringkoebing AMT (Denmark) Foxdenton School and Integrated Nursery (UK) Winner: Revenue, Award Cumbernauld Inland Account Office (UK, Scotland) Subsidiary small and medium-sized enterprises Prize Winners: Avaya Ireland Ltd (Ireland) Gewinner: Burton-Apta Refractory Manufacturing Ltd (Hungary) Independent small and medium-sized enterprises Prize Winners: Water Team srl (Italy) Zahnarztpraxis (Switzerland)

European Quality Award Prize Winners and Award Winner 2001 Large businesses and business units Prize Winners: DHL (Portugal) Westel Mobile Telecommunications CO. Ltd (Hungary) Public Sector Award Winner: St Mary`s College (North Ireland) Subsidiary small and medium-sized enterprises Prize Winners: Siemens Tele Industry SA (Greece) Independent small and medium-sized enterprises Prize Winners: Maxi SA Coco Mat (Greece) QMS AG (Germany) Award Winner: Zahnarztpraxis (Switzerland)

European Quality Award Prize Winners and Award Winner 2002 Sub-category: Large Organisation & Business Units Prize Winners: Dexia - Sofaxis, France Sub-category: Operational Units Prize Winners: Bosch Sanayi ve Ticaret, Turkey Sub-category: Public Sector Prize Winners: Customs and Tax Region Aarhus, Denmark Sub-category: Subsidiary SMEs s: tional Prize Banc Mora, Principality of Andorra Independent SMEs Winners: Prize Workers ASLE, Incorporated Companies Association, Spain Prize Winners: Maxi SA Coco-Mat, Greece Award Winner: Springfarm Mouldings Architextural Ltd. , Northern Ireland

European Quality Award Large Organisations and Public Sector Prize Winners and Award Winner 2003 Large Organisations and Business units Prize. Winners: Siemens. Nederland, (Results. Orientationand Leadership and Constancy of Purpose ) Finalists: Fagor Electrodomesticos, Spain Medicor Kèzimüszer RT. , Hungary TNT Express, Netherlands Operational Units Award Winner: Bosch Sanayi ve Ticaret, Turkey Bosch Prize (Leadership and Constancy of Purpose) Grundfos A/S, Denmark (Leadership and Constancy of Purpose) Solvay Martorell Site, Spain (Corporate Social. Responsibility) TNT Post Group Information Systems, UK (People Development and

European Quality Award Prize Winners and Award Winner 2003 Large Organisations and Public Sector Award Winner: Runshaw College, UK Prize Winners : Runshaw College, UK (Leadership and Constancy of Purpose) Kocaeli Chamber of Industry, Turkey (Results Orientation) Finalists: Begonazpi Ikastola, Spain Fundacion Novia Salcedo, Spain Kossuth Lajos Secondary Grammar School, Hungary Small and Medium-sized organisations (SME´s) Subsidiary SME´s Award Winner: Maxi SA – "Coco-Mat", Greece Prize Winners : Maxi SA – "Coco-Mat", Greece (Result Orientation) Schindlerhof, Klaus Kobjall Gmb. H, Germany (Customer Focus) Robur SPA, Italy (Leadership and Constancy of Purpose) Hunziker & Co. Haustechnik, Switzerland (Customer Focus) Microdeco S. A. , Spain (Corporate Social Responsibility)

European Quality Award Prize Winners and Award Winner 2003 Small and Medium-sized organisations (SME´s) Independent SME´s Award Winner : Edingburgh International Conference Centre Limited, Scotland, UK

ﺟﺎﺭﻱ ﺳﺎﺯﻱ ﺍﻫﺪﺍﻑ ﻭ ﺷﺎﺧﺺ ﻫﺎ ﺧﻮﺩﺍﺭﺯﻳﺎﺑﻲ ﻣﻄﺎﻟﻌﺎﺕ آﻤﻮﺯﺵ پﺎﻳﻪ )ﺑﺴﺘﺮ ﺳﺎﺯﻱ(

ﻣﻔﺎﻫﻴﻢ ﺑﻨﻴﺎﺩﻱ ﺳﺮآﻤﺪﻱ ﻣﻔﺎﻫﻴﻢ ﺑﻨﻴﺎﺩﻱ ﻣﺪﻝ ﻣﺮﺍﺣﻞ ﺗﻜﺎﻣﻞ

ﻣﻔﺎﻫﻴﻢ ﺑﻨﻴﺎﺩﻱ ﺳﺮآﻤﺪﻱ ﻧﺘﻴﺠﻪ گﺮﺍﻳﻲ ﻣﺸﺘﺮﻱ ﻣﺪﺍﺭﻱ ﺭﻫﺒﺮﻱ ﻭ ﺛﺒﺎﺕ ﺍﻫﺪﺍﻑ ﻣﺪﻳﺮﻳﺖ ﺍﺯ ﻃﺮﻳﻖ ﻓﺮآﻴﻨﺪﻫﺎ ﻭ ﻭﺍﻗﻌﻴﺎﺕ ﺑﻬﺒﻮﺩ ﻭ ﻣﺸﺎﺭﻛﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻳﺎﺩگﻴﺮﻱ, ﻧﻮآﻮﺭﻱ ﻭ ﺑﻬﺒﻮﺩ ﻣﺴﺘﻤﺮ ﺑﻬﺒﻮﺩ ﺷﺮﺍﻛﺖ ﻣﺸﺎﺭﻛﺖ ﺩﺭ ﻣﺴﺌﻮﻟﻴﺖ ﻫﺎﻱ ﺍﺟﺘﻤﺎﻋﻲ

ﻣﻔﺎﻫﻴﻢ ﺑﻨﻴﺎﺩﻱ ﺗﻌﺎﻟﻲ )ﺳﺮآﻤﺪﻱ( ﻧﺘﻴﺠﻪ گﺮﺍﻳﻲ ﻣﺸﺘﺮﻱ ﻣﺪﺍﺭﻱ ﺭﻫﺒﺮﻱ ﻭ ﺛﺒﺎﺕ ﺍﻫﺪﺍﻑ ﻣﺪﻳﺮﻳﺖ ﺑﻮﺍﺳﻄﻪ ﻓﺮآﻴﻨﺪﻫﺎ ﻣﺸﺎﺭﻛﺖ ﺩﺭ ﻣﺴﺌﻮﻟﻴﺖ ﻫﺎﻱ ﺍﺟﺘﻤﺎﻋﻲ ﺑﻬﺒﻮﺩ ﺷﺮﺍﻛﺖ ﺑﻬﺒﻮﺩ ﻭ ﻧﻮآﻮﺭﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻳﺎﺩگﻴﺮﻱ, ﺑﻬﺒﻮﺩ ﻭ ﻧﻮآﻮﺭﻱ ﻣﺴﺘﻤﺮ

ﻧﺘﻴﺠﻪ گﺮﺍﻳﻲ ﻣﻔﻬﻮﻡ ﺳﺮآﻤﺪﻱ, ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﻧﺘﺎﻳﺠﻲ ﺍﺳﺖ ﻛﻪ ﻣﻨﺎﻓﻊ ﻛﻠﻴﻪ ﺫﻳﻨﻔﻌﺎﻥ ﺭﺍ ﺩﺭ ﺑﺮ گﻴﺮﺩ. ﻓﻮﺍﻳﺪ ﺍﻳﺠﺎﺩ ﺍﺭﺯﺵ ﺍﻓﺰﻭﺩﻩ ﺑﺮﺍﻱ ﺗﻤﺎﻣﻲ ﺫﻳﻨﻔﻌﺎﻥ ﻣﻮﻓﻘﻴﺖ پﺎﻳﺪﺍﺭ ﺑﺮﺍﻱ ﺗﻤﺎﻣﻲ ﺫﻳﻨﻔﻌﺎﻥ ﺷﻨﺎﺳﺎﻳﻲ ﺍﻟﺰﺍﻣﺎﺕ ﻋﻤﻠﻜﺮﺩ ﺟﺎﺭﻱ ﻭ آﻴﻨﺪﻩ ﺑﺮﺍﻱ ﺍﻳﺠﺎﺩ ﺍﻫﺪﺍﻑ ﺗﻮﺍﺯﻥ ﻭ ﺗﻤﺮﻛﺰ ﺩﺭ ﻛﻞ ﺳﺎﺯﻣﺎﻥ ﺭﺿﺎﻳﺖ ﻭ ﺧﺸﻨﻮﺩﻱ ﺫﻳﻨﻔﻌﺎﻥ

ﻧﺘﻴﺠﻪ گﺮﺍﻳﻲ ﺳﺮآﻐﺎﺯ ﺗﻤﺎﻣﻲ ﺫﻳﻨﻔﻌﺎﻥ ﻭﺍﺑﺴﺘﻪ ﺷﻨﺎﺳﺎﻳﻲ ﻣﻲ ﺷﻮﻧﺪ. ﺩﺭ ﻣﺴﻴﺮ ﻧﻴﺎﺯﻫﺎﻱ ﺫﻳﻨﻔﻌﺎﻥ ﺑﻪ ﻳﻚ ﺭﻭﺵ ﺳﺎﺧﺘﺎﺭ ﻳﺎﻓﺘﻪ ﺍﻱ ﺍﺭﺯﻳﺎﺑﻲ ﻣﻲ گﺮﺩﺩ. ﺑﻠﻮﻍ ﻣﻜﺎﻧﻴﺴﻢ ﻭﺍﺿﺤﻲ ﺑﺮﺍﻱ ﺍﻧﺘﻈﺎﺭﺍﺕ ﻣﺘﻌﺎﺩﻝ ﺫﻳﻨﻔﻌﺎﻥ ﻭﺟﻮﺩ ﺩﺍﺭﺩ.

ﻣﺸﺘﺮﻱ ﻣﺪﺍﺭﻱ ﻣﻔﻬﻮﻡ ﺳﺮآﻤﺪﻱ ﺳﺒﺐ ﺍﻳﺠﺎﺩ ﺍﺭﺯﺵ پﺎﻳﺪﺍﺭ ﺑﺮﺍﻱ ﻣﺸﺘﺮﻱ ﻣﻲ گﺮﺩﺩ. ﻣﺰﺍﻳﺎ ﺭﺿﺎﻳﺖ ﻭ ﺧﺸﻨﻮﺩﻱ ﻣﺸﺘﺮﻱ ﻭﻓﺎﺩﺍﺭﻱ ﻭ ﺍﺑﻘﺎﺀ پﺎﻳﺪﺍﺭ ﻣﺸﺘﺮﻱ ﺍﻓﺰﺍﻳﺶ ﺳﻬﻢ ﺑﺎﺯﺍﺭ ﺣﻔﻆ ﻣﻮﻓﻘﻴﺖ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺠﺎﺩ ﺍﻧگﻴﺰﻩ ﺩﺭ ﻛﺎﺭﻛﻨﺎﻥ ﺩﺭﻙ ﻭ ﺷﻨﺎﺳﺎﻳﻲ ﻣﺰﺍﻳﺎﻱ ﺭﻗﺎﺑﺘﻲ

ﺗﻤﺮﻛﺰ ﺑﺮ ﻣﺸﺘﺮﻱ ﺳﺮآﻐﺎﺯ ﺍﺭﺯﻳﺎﺑﻲ ﺭﺿﺎﻳﺖ ﻣﺸﺘﺮﻱ ﺩﺭ ﻣﺴﻴﺮ ﺍﻫﺪﺍﻑ ﺑﺎ ﻧﻴﺎﺯﻫﺎﻱ ﻣﺸﺘﺮﻳﺎﻥ ﻭ ﺍﻧﺘﻈﺎﺭﺍﺗﺸﺎﻥ ﺩﺭ ﺍﺭﺗﺒﺎﻁ ﻫﺴﺘﻨﺪ. ﻧﻴﺎﺯﻣﻨﺪﻱﻫﺎﻱ ﻣﺸﺘﺮﻱ ﺑﺮﺍﻱ ﺍﻳﺠﺎﺩ ﻭﻓﺎﺩﺍﺭﻱ ﺑﺮﺭﺳﻲ ﻣﻲﺷﻮﻧﺪ. ﺑﻠﻮﻍ ﻓﻌﺎﻟﻴﺖﻫﺎﻱ ﻛﺴﺐ ﻭ ﻛﺎﺭ ﻭ ﻣﺴﺎﺋﻞ ﻣﺮﺑﻮﻁ ﺑﻪ ﻭﻓﺎﺩﺍﺭﻱ; ﺩﺭﻙ, ﺍﻧﺪﺍﺯﻩ گﻴﺮﻱ ﻭ ﺑﻪ ﻓﻌﻞ ﺩﺭ ﻣﻲ آﻴﻨﺪ.

ﺭﻫﺒﺮﻱ ﻭ ﺛﺒﺎﺕ ﺍﻫﺪﺍﻑ ﻣﻔﻬﻮﻡ ﺳﺮآﻤﺪﻱ ﻫﻤﺎﻧﺎ ﺭﻫﺒﺮﻱ ﺑﻠﻨﺪ ﻧﻈﺮﺍﻧﻪ ﻭ ﺍﻟﻬﺎﻡﺑﺨﺶ ﺗﻮﺍﻡ ﺑﺎ ﺛﺒﺎﺕ ﻫﺪﻑ ﻣﻲﺑﺎﺷﺪ. ﻣﺰﺍﻳﺎ ﻭﺿﻮﺡ ﺍﻫﺪﺍﻑ ﻭ ﻫﺪﺍﻳﺖ ﺳﺎﺯﻣﺎﻥ ﻳﻚ ﺷﻨﺎﺧﺖ ﺭﻭﺷﻦ ﺩﺭﻭﻥ ﺳﺎﺯﻣﺎﻧﻲ ﺗﺴﻬﻴﻢ ﻣﺠﻤﻮﻋﻪ ﺍﻱ ﺍﺯ ﺍﺭﺯﺵ ﻫﺎ ﻭ ﺍﺧﻼﻗﻴﺎﺕ ﺭﻓﺘﺎﺭﻫﺎﻱ ﻣﻨﺴﺠﻢ ﻭ ﺳﺎﺯگﺎﺭ ﻭ ﻧﻤﻮﻧﻪ ﺩﺭ ﺳﺎﺯﻣﺎﻥ ﺍﻃﻤﻴﻨﺎﻥ ﻭ ﺍﻋﺘﻤﺎﺩ ﺩﺭ ﺳﺎﺯﻣﺎﻥ ﺣﺘﻲ ﺩﺭ ﻣﻮﺍﻗﻊ آﺸﻔﺘگﻲ ﻭ ﺯﻣﺎﻥﻫﺎﻱ ﺗﻐﻴﻴﺮ

ﺭﻫﺒﺮﻱ ﻭ ﺛﺒﺎﺕ ﺍﻫﺪﺍﻑ ﺳﺮآﻐﺎﺯ چﺸﻢ ﺍﻧﺪﺍﺯ ﻭ ﻣﺄﻤﻮﺭﻳﺖ ﺳﺎﺯﻣﺎﻥ ﺗﻌﺮﻳﻒ ﻣﻲ ﺷﻮﺩ. ﺩﺭ ﻣﺴﻴﺮ ﺧﻂ ﻣﺸﻲ, ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻭ ﻓﺮآﻴﻨﺪﻫﺎ ﺑﺎ ﻫﻢ ﻫﻤﺴﻮ ﻭ ﻫﻤﺮﺍﺳﺘﺎ ﻣﻲ ﺷﻮﻧﺪ. ﺭﻫﺒﺮﺍﻥ ﺑﻌﻨﻮﺍﻥ ﺍﻟگﻮ ﻭﺟﻮﺩ ﺩﺍﺭﻧﺪ. ﺑﻠﻮﻍ ﺍﻟگﻮﻫﺎﻱ )ﻧﻤﻮﻧﻪ ﻫﺎﻱ( ﺍﺧﻼﻗﻲ ﻭ ﺍﺭﺯﺵ ﻫﺎ ﺩﺭ ﺗﻤﺎﻡ ﺳﻄﻮﺡ ﺳﺎﺯﻣﺎﻥ ﻭﺟﻮﺩ ﺩﺍﺭﻧﺪ.

ﻣﺪﻳﺮﻳﺖ ﺑﺮ ﺍﺳﺎﺱ ﻓﺮآﻴﻨﺪﻫﺎ ﻭ ﻭﺍﻗﻌﻴﺎﺕ ﻣﻔﻬﻮﻡ ﺳﺮآﻤﺪﻱ، ﻣﺪﻳﺮﻳﺖ ﺳﺎﺯﻣﺎﻥ ﺑﺎ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺳﻴﺴﺘﻢﻫﺎ، ﻓﺮﺍﻳﻨﺪﻫﺎ ﻭ ﻭﺍﻗﻌﻴﺖﻫﺎﻱ ﻣﺮﺗﺒﻂ ﻭ ﻭﺍﺑﺴﺘﻪ ﺑﻪ ﻫﻢ ﺍﺳﺖ. ﻣﺰﺍﻳﺎ ﺍﻓﺰﺍﻳﺶ ﺍﺛﺮﺑﺨﺸﻲ ﻭ ﻛﺎﺭﺍﻳﻲ ﺩﺭ پﻴﺸﺒﺮﺩ ﺍﻫﺪﺍﻑ ﺳﺎﺯﻣﺎﻥ ﻭ ﻣﺤﺼﻮﻻﺕ ﻭ ﺧﺪﻣﺎﺕ ﺗﺼﻤﻴﻢ گﻴﺮﻱ ﻣﻮﺛﺮ ﻭ ﻭﺍﻗﻊ گﺮﺍﻳﺎﻧﻪ ﻣﺪﻳﺮﻳﺖ ﻣﻮﺛﺮ ﺭﻳﺴﻚ ﺍﻓﺰﺍﻳﺶ ﺍﻋﺘﻤﺎﺩ ﺫﻳﻨﻔﻌﺎﻥ

ﻣﺪﻳﺮﻳﺖ ﺑﺮ ﺍﺳﺎﺱ ﻓﺮآﻴﻨﺪﻫﺎ ﻭ ﻭﺍﻗﻌﻴﺎﺕ ﺳﺮآﻐﺎﺯ ﻓﺮآﻴﻨﺪﻫﺎ ﺩﺭ ﺟﻬﺖ ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﻧﺘﺎﻳﺞ ﻣﻄﻠﻮﺏ ﺗﻌﺮﻳﻒ ﻣﻲ ﺷﻮﻧﺪ. ﺩﺭ ﻣﺴﻴﺮ ﺩﺍﺩﻩ ﻫﺎﻱ ﻣﻘﺎﻳﺴﻪﺍﻱ ﻭ ﺍﻃﻼﻋﺎﺕ ﺑﻪ ﻣﻨﻈﻮﺭ ﺍﻳﺠﺎﺩ ﺍﻫﺪﺍﻑ ﻣﻮﺭﺩ ﺍﺳﺘﻔﺎﺩﻩ ﻗﺮﺍﺭ ﻣﻲ گﻴﺮﺩ. ﺑﻠﻮﻍ ﺗﻮﺍﻧﺎﻳﻲ ﻓﺮﺍﻳﻨﺪ ﻛﺎﻣﻼ ﺷﻨﺎﺳﺎﻳﻲ ﻭ ﺩﺭﻙ ﺷﺪﻩ ﻭ ﺩﺭ ﺟﻬﺖ ﺑﻬﺒﻮﺩ ﻋﻤﻠﻜﺮﺩ ﺍﺳﺘﻔﺎﺩﻩ ﻣﻲﺷﻮﺩ.

ﺗﻮﺳﻌﻪ ﻭ ﻣﺸﺎﺭﻛﺖ ﻛﺎﺭﻛﻨﺎﻥ ﻣﻔﻬﻮﻡ ﺳﺮآﻤﺪﻱ, ﺣﺪﺍﻛﺜﺮ ﻧﻤﻮﺩﻥ ﻣﺸﺎﺭﻛﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺍﺯ ﻃﺮﻳﻖ ﺩﺧﻴﻞ ﻧﻤﻮﺩﻥ ﻭ ﺗﻮﺳﻌﻪ آﻨﺎﻥ ﻣﻲ ﺑﺎﺷﺪ. ﻣﺰﺍﻳﺎ ﺗﺴﻬﻴﻢ ﻣﺎﻟﻜﻴﺖ ﺍﻫﺪﺍﻑ ﺳﺎﺯﻣﺎﻧﻲ ﻧﻴﺮﻭﻱ ﻛﺎﺭ ﻣﺘﻌﻬﺪ, ﻭﻓﺎﺩﺍﺭ ﻭ ﺭﺍﻏﺐ ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﺑﺎﻻﺗﺮﻳﻦ ﺳﻄﺢ ﻋﻤﻠﻜﺮﺩ ﻭ ﺳﺮﻣﺎﻳﻪ ﻓﻜﺮﻱ ﻛﺎﺭﻛﻨﺎﻥ ﻛﺴﺐ ﺗﻮﺍﻧﺎﻳﻲ ﻭ ﺍﺳﺘﻌﺪﺍﺩ

ﺗﻮﺳﻌﻪ ﻭ ﻣﺸﺎﺭﻛﺖ ﻛﺎﺭﻛﻨﺎﻥ ﺳﺮآﻐﺎﺯ ﻛﺎﺭﻛﻨﺎﻥ ﻣﺴﺌﻮﻟﻴﺖ ﺣﻞ ﻣﺸﻜﻼﺕ ﺭﺍ ﺑﻪ ﻋﻬﺪﻩ ﻣﻲ گﻴﺮﻧﺪ. ﺩﺭ ﻣﺴﻴﺮ ﻛﺎﺭﻛﻨﺎﻥ ﺩﺭ پﻴﺸﺒﺮﺩ ﺍﻫﺪﺍﻑ ﺳﺎﺯﻣﺎﻥ ﺧﻼﻕ ﻭ ﻧﻮآﻮﺭﻧﺪ. ﺑﻠﻮﻍ ﻛﺎﺭﻛﻨﺎﻥ ﺩﺭ ﺍﻗﺪﺍﻣﺎﺕ ﻭ ﺑﻪ ﺍﺷﺘﺮﺍﻙ گﺬﺍﺭﻱ ﺩﺍﻧﺶ ﻭ ﺗﺠﺎﺭﺏ ﺗﻮﺍﻧﻤﻨﺪ ﺷﺪﻩ ﺍﻧﺪ.

ﻳﺎﺩگﻴﺮﻱ, ﻧﻮآﻮﺭﻱ ﻭ ﺑﻬﺒﻮﺩ ﻣﺴﺘﻤﺮ ﻣﻔﻬﻮﻡ ﺳﺮآﻤﺪﻱ ﺑﻪ چﺎﻟﺶ گﺮﻓﺘﻦ ﻭﺿﻌﻴﺖ ﻣﻮﺟﻮﺩ ﻭ ﺍﻳﺠﺎﺩ ﺗﻐﻴﻴﺮ ﺍﺯ ﻃﺮﻳﻖ ﻳﺎﺩگﻴﺮﻱ ﻭ ﺍﻳﺠﺎﺩ ﻓﺮﺻﺖ ﻫﺎﻱ ﻧﻮآﻮﺭﻱ ﻭ ﺑﻬﺒﻮﺩ ﻣﻲ ﺑﺎﺷﺪ. ﻣﺰﺍﻳﺎ ﺑﻬﺒﻮﺩ ﺩﺭ ﺍﻳﺠﺎﺩ ﺍﺭﺯﺵ ﺑﻬﺒﻮﺩ ﻛﺎﺭﺍﻳﻲ ﻭ ﺍﺛﺮﺑﺨﺸﻲ ﺍﻓﺰﺍﻳﺶ ﺭﻗﺎﺑﺖپﺬﻳﺮﻱ ﻧﻮآﻮﺭﻱ ﺩﺭ ﻣﺤﺼﻮﻻﺕ ﻭ ﺧﺪﻣﺎﺕ ﻛﺴﺐ ﺩﺍﻧﺶ ﻭ ﺑﻪ ﺍﺷﺘﺮﺍﻙ گﺬﺍﺭﻱ آﻦ ﺑﺎ ﺩﻳگﺮﺍﻥ چﺎﺑﻜﻲ ﺳﺎﺯﻣﺎﻧﻲ

ﻳﺎﺩگﻴﺮﻱ, ﻧﻮآﻮﺭﻱ ﻭ ﺑﻬﺒﻮﺩ ﻣﺴﺘﻤﺮ ﺳﺮآﻐﺎﺯ ﻓﺮﺻﺖ ﻫﺎﻱ ﺑﻬﺒﻮﺩ ﺷﻨﺎﺳﺎﻳﻲ ﻭ ﺩﺭ ﺟﻬﺖ پﻴﺶﺑﺮﺩ آﻦﻫﺎ ﺍﻗﺪﺍﻡ ﻣﻲﺷﻮﺩ. ﺩﺭ ﻣﺴﻴﺮ ﺑﻬﺒﻮﺩ ﻣﺴﺘﻤﺮ ﻳﻚ ﻫﺪﻑ ﻣﻌﻤﻮﻝ ﺑﺮﺍﻱ ﻫﺮ ﻓﺮﺩ ﺍﺳﺖ. ﺑﻠﻮﻍ ﻧﻮآﻮﺭﻱ ﻭ ﺑﻬﺒﻮﺩ ﺑﻪﺻﻮﺭﺕ گﺴﺘﺮﺩﻩ ﻭ ﻣﻨﺴﺠﻢ ﺍﻧﺠﺎﻡ ﻣﻲﺷﻮﺩ.

ﺗﻮﺳﻌﻪ ﺷﺮﺍﻛﺖﻫﺎ ﻣﻔﻬﻮﻡ ﺳﺮآﻤﺪﻱ ﺗﻮﺳﻌﻪ ﻭ ﺣﻔﻆ ﺷﺮﺍﻛﺖ ﻫﺎﻱ ﺑﺎ ﺍﺭﺯﺵ ﺍﻓﺰﻭﺩﻩ ﻣﺰﺍﻳﺎ ﺍﻓﺰﺍﻳﺶ ﺍﺭﺯﺵ ﺑﺮﺍﻱ ﺫﻳﻨﻔﻌﺎﻥ ﺑﻬﺒﻮﺩ ﺭﻗﺎﺑﺖپﺬﻳﺮﻱ ﺑﻬﻴﻨﻪ ﺳﺎﺯﻱ ﺻﻼﺣﻴﺖ ﻫﺎﻱ ﻛﻠﻴﺪﻱ ﺑﻬﺒﻮﺩ ﺍﺛﺮﺑﺨﺸﻲ ﻭ ﻛﺎﺭﺍﻳﻲ ﺑﻬﺒﻮﺩ ﺩﺭ ﺷﺎﻧﺲ ﺑﻘﺎﺀ )ﻣﺎﻧﺪگﺎﺭﻱ( ﺗﺴﻬﻴﻢ ﻫﺰﻳﻨﻪ ﻫﺎ ﻭ ﺭﻳﺴﻚ ﻣﻲﺑﺎﺷﺪ.

ﺗﻮﺳﻌﻪ ﺷﺮﺍﻛﺖﻫﺎ ﺳﺮآﻐﺎﺯ ﻓﺮآﻴﻨﺪﻱ ﺑﺮﺍﻱ ﺍﻧﺘﺨﺎﺏ ﻭ ﻣﺪﻳﺮﻳﺖ ﺗﺎﻣﻴﻦ ﻛﻨﻨﺪگﺎﻥ ﻭﺟﻮﺩ ﺩﺍﺭﺩ. ﺩﺭ ﻣﺴﻴﺮ ﺩﺳﺘﺎﻭﺭﺩﻫﺎ ﻭ ﻣﻴﺰﺍﻥ ﺩﺳﺘﻴﺎﺑﻲ ﺗﺎﻣﻴﻦ ﻛﻨﻨﺪگﺎﻥ ﺑﻪ ﺑﻬﺒﻮﺩ ﺗﻌﻴﻴﻦ ﻭ ﺷﺮﻛﺎﻱ ﺧﺎﺭﺟﻲ ﻛﻠﻴﺪﻱ ﺷﻨﺎﺳﺎﻳﻲ ﻣﻲﺷﻮﻧﺪ. ﺑﻠﻮﻍ ﺳﺎﺯﻣﺎﻥ ﻭ ﺷﺮﻛﺎﻱ ﺍﺻﻠﻲ ﺑﻬﻢ ﻭﺍﺑﺴﺘﻪﺍﻧﺪ. ﺑﺮﻧﺎﻣﻪﻫﺎ ﻭ ﺧﻂﻣﺸﻲﻫﺎ ﺗﻮﺍﻣ ﺑﺮ ﺍﺳﺎﺱ ﺩﺍﻧﺶ ﺑﻪ ﺍﺷﺘﺮﺍﻙ گﺬﺍﺷﺘﻪ ﺑﻬﺒﻮﺩ ﻣﻲ ﻳﺎﺑﻨﺪ.

ﻣﺴﺌﻮﻟﻴﺖﻫﺎﻱ ﺍﺟﺘﻤﺎﻋﻲ ﻣﻔﻬﻮﻡ ﺳﺮآﻤﺪﻱ, پﻴﺶ گﺮﻓﺘﻦ ﺍﺯ ﺣﺪﺍﻗﻞ چﺎﺭچﻮﺏ ﻫﺎﻱ ﻗﺎﻧﻮﻧﻲ ﺍﺳﺖ ﻛﻪ ﺳﺎﺯﻣﺎﻥ ﺑﻪ آﻦ ﻋﻤﻞ ﻣﻲ ﻛﻨﺪ ﻭ ﻫﻤچﻨﻴﻦ پﺎﺳﺨگﻮﻳﻲ ﺑﻪ ﺗﻮﻗﻌﺎﺕ ﻃﺮﻑ ﻫﺎﻱ ﺫﻳﻨﻔﻊ ﺩﺭ ﺟﺎﻣﻌﻪ ﻣﻲ ﺑﺎﺷﺪ. ﻣﺰﺍﻳﺎ ﺍﻓﺰﺍﻳﺶ ﺗﺼﻮﺭﺍﺕ ﻭ ﺍﺫﻫﺎﻥ ﻋﻤﻮﻣﻲ ﺩﺭ: ﺍﻓﺰﺍﻳﺶ ﺍﺭﺯﺵ ﺩﺳﺘﻴﺎﺑﻲ ﺑﻬﺘﺮ ﺑﻪ ﻣﻨﺎﺑﻊ ﻣﺎﻟﻲ ﻧﻴﺮﻭﻱ ﻛﺎﺭﻱ ﺍﻳﻤﻦ ﻭ ﺳﺎﻟﻢﺗﺮ ﻣﺪﻳﺮﻳﺖ ﺭﻳﺴﻚ ﺑﻬﺘﺮ ﻛﺎﺭﻛﻨﺎﻥ ﺑﺎ ﺍﻧگﻴﺰﻩ )ﺗﺮﻏﻴﺐ ﻛﺎﺭﻛﻨﺎﻥ( ﻭﻓﺎﺩﺍﺭﻱ ﻣﺸﺘﺮﻱ ﺍﻓﺰﺍﻳﺶ ﺍﻃﻤﻴﻨﺎﻥ ﻭ ﺍﻋﺘﻤﺎﺩ ﺫﻳﻨﻔﻌﺎﻥ

ﻣﺴﺌﻮﻟﻴﺖﻫﺎﻱ ﺍﺟﺘﻤﺎﻋﻲ ﺳﺮآﻐﺎﺯ ﺍﻟﺰﺍﻣﺎﺕ ﻗﺎﻧﻮﻧﻲ ﺩﺭﻙ ﻭ ﺑﺮآﻮﺭﺩﻩ ﻣﻲ ﺷﻮﻧﺪ. ﺩﺭ ﻣﺴﻴﺮ ﻣﺸﺎﺭﻛﺖ ﻓﻌﺎﻻﻧﻪ ﺩﺭ ﺟﺎﻣﻌﻪ ﻭﺟﻮﺩ ﺩﺍﺭﺩ. ﺑﻠﻮﻍ ﺍﻧﺘﻈﺎﺭﺍﺕ ﺍﺟﺘﻤﺎﻋﻲ ﺍﻧﺪﺍﺯﻩ گﻴﺮﻱ ﻭ ﺟﺎﺭﻱ ﻣﻲﺷﻮﻧﺪ.

ﻣﺪﻝ ﺳﺮآﻤﺪﻱ EFQM ﺗﻮﺍﻧﻤﻨﺪﺳﺎﺯﻫﺎ ﻭ ﻧﺘﺎﻳﺞ ﻣﻌﻴﺎﺭﻫﺎ, ﻣﻌﻴﺎﺭﻫﺎﻱ ﻓﺮﻋﻲ ﻭ ﻣﻮﺍﺭﺩ ﻣﺮﺗﺒﻂ ﺑﺎ آﻨﻬﺎ

ﻣﺪﻝ ﺳﺮآﻤﺪﻱ EFQM

ﺗﻮﺍﻧﻤﻨﺪﺳﺎﺯﻫﺎ ﻭ ﻧﺘﺎﻳﺞ آﻨچﻪ ﺳﺎﺯﻣﺎﻥ ﺩﺭ ﻧﻈﺮ ﺩﺍﺭﺩ ﺑﻪ آﻦ ﺑﺮﺳﺪ چگﻮﻧﻪ ﺳﺎﺯﻣﺎﻥ )ﺷﺮﻛﺖ, ﻭﺍﺣﺪ( ﺑﻪ ﺧﻮﺍﺳﺘﻪ ﻫﺎﻳﺶ ﺩﺭ ﺭﺍﺳﺘﺎﻱ ﻣﻮﻓﻘﻴﺖ ﻭ ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﻧﺘﺎﻳﺞ ﻣﻄﻠﻮﺏ, ﺩﺳﺖ ﻣﻲ ﻳﺎﺑﺪ.

ﻣﺪﻝ ﺳﺮآﻤﺪﻱ EFQM ﺗﻮﺍﻧﻤﻨﺪﺳﺎﺯﻫﺎ ﻧﺘﺎﻳﺞ ﻛﺎﺭﻛﻨﺎﻥ ﻧﺘﺎﻳﺞ ﻛﻠﻴﺪﻱ ﻋﻤﻠﻜﺮﺩ ﻧﺘﺎﻳﺞ ﻣﺸﺘﺮﻱ ﻛﺎﺭﻛﻨﺎﻥ ﻓﺮآﻴﻨﺪﻫﺎ ﺧﻂ ﻣﺸﻲ ﻭ ﺍﺳﺘﺮﺍﺗژﻲ ﺷﺮﺍﻛﺖ ﻫﺎ ﻭ ﻣﻨﺎﺑﻊ ﻧﺘﺎﻳﺞ ﺟﺎﻣﻌﻪ ﻧﻮآﻮﺭﻱ ﻭ ﻳﺎﺩگﻴﺮﻱ ﺭﻫﺒﺮﻱ

ﻣﻔﺎﻫﻴﻢ ﺑﻨﻴﺎﺩﻱ ﺳﺮآﻤﺪﻱ ﻣﺴﺌﻮﻟﻴﺖ ﻫﺎﻱ ﺍﺟﺘﻤﺎﻋﻲ ﺗﻮﺳﻌﻪ ﺷﺮﺍﻛﺘﻬﺎ ﻳﺎﺩگﻴﺮﻱ, ﻧﻮآﻮﺭﻱ ﻭ ﺑﻬﺒﻮﺩ ﻣﺪﺍﻭﻡ ﻣﺸﺎﺭﻛﺖ ﻭ ﺗﻮﺳﻌﻪ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻣﺪﻳﺮﻳﺖ ﺑﺮ ﺍﺳﺎﺱ ﻓﺮآﻴﻨﺪﻫﺎ ﻭ ﻭﺍﻗﻌﻴﺎﺕ ﺭﻫﺒﺮﻱ ﻭ ﺛﺒﺎﺕ ﺩﺭ ﻣﻘﺎﺻﺪ ﻣﺸﺘﺮﻱ ﻣﺪﺍﺭﻱ ﻧﺘﻴﺠﻪ گﺮﺍﻳﻲ

ﻣﻌﻴﺎﺭ, ﻣﻌﻴﺎﺭ ﻓﺮﻋﻲ ﻭ ﻣﻮﺍﺭﺩ ﻣﺮﺗﺒﻂ ﻣﻌﻴﺎﺭ X ﻣﻌﻴﺎﺭ ﻓﺮﻋﻲ xd ﻣﻌﻴﺎﺭ ﻓﺮﻋﻲ xc ﻣﻌﻴﺎﺭ ﻓﺮﻋﻲ xb ﻣﻌﻴﺎﺭ ﻓﺮﻋﻲ xa ﻣﻮﺍﺭﺩ ﻣﺮﺗﺒﻂ .

ﻣﻌﻴﺎﺭ 1: ﺭﻫﺒﺮﻱ )1/2( ﺗﻌﺮﻳﻒ: ﺭﻫﺒﺮﺍﻥ ﺳﺮآﻤﺪ ﻣﺎﻣﻮﺭﻳﺖ ﻭ ﺩﻭﺭﻧﻤﺎ ﺭﺍ ﺗﺪﻭﻳﻦ ﻭ ﺷﺮﺍﻳﻂ ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ آﻨﻬﺎ ﺭﺍ ﺗﺴﻬﻴﻞ ﻣﻲ ﻧﻤﺎﻳﻨﺪ. آﻨﻬﺎ ﺍﺭﺯﺵ ﻫﺎﻱ ﺳﺎﺯﻣﺎﻧﻲ ﻭ ﺳﻴﺴﺘﻢ ﻫﺎﻱ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﺑﺮﺍﻱ ﻣﻮﻓﻘﻴﺖ پﺎﻳﺪﺍﺭ ﺭﺍ ﺍﻳﺠﺎﺩ ﻭ ﺍﺯ ﻃﺮﻳﻖ ﺍﻋﻤﺎﻝ ﻭ ﺭﻓﺘﺎﺭ ﺧﻮﺩ ﺑﻪ ﺍﺟﺮﺍ ﺩﺭ ﻣﻲ آﻮﺭﻧﺪ. ﺩﺭ ﺩﻭﺭﻩ ﺗﺤﻮﻻﺕ آﻦ ﻫﺎ ﺛﺒﺎﺕ ﺩﺭ ﻣﻘﺎﺻﺪ ﺩﺍﺭﻧﺪ. ﻫﺮ ﻛﺠﺎ ﻛﻪ ﻻﺯﻡ ﺑﺎﺷﺪ چﻨﻴﻦ ﺭﻫﺒﺮﺍﻧﻲ ﻗﺎﺩﺭ ﻫﺴﺘﻨﺪ ﻛﻪ ﺟﻬﺖ ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﺗﻐﻴﻴﺮ ﺩﺍﺩﻩ ﻭ ﺳﺎﻳﺮﻳﻦ ﺭﺍ ﺑﺮﺍﻱ پﻴﺮﻭﻱ ﺍﺯ آﻦ ﺗﺴﻬﻴﺞ ﻧﻤﺎﻳﻨﺪ.

ﻣﻌﻴﺎﺭ 1: ﺭﻫﺒﺮﻱ - ﻣﻌﻴﺎﺭﻫﺎﻱ ﻓﺮﻋﻲ / ﺍﺭﺗﺒﺎﻃﺎﺕ ﺷﺮﺍﻛﺖ ﺧﺎﺭﺟﻲ 1. c ﺗﻌﺎﻣﻞ ﺑﺎ ﻣﺸﺘﺮﻳﺎﻥ، ﺷﺮﻛﺎ ﻭ ﺟﺎﻣﻌﻪ 1. d ﺍﻧﺘﻘﺎﻝ ﺍﻃﻼﻋﺎﺕ، ﺍﻧگﻴﺰﺵ، ﺣﻤﺎﻳﺖ ﻭ ﺗﻘﺪﻳﺮﺍﺯﻛﺎﺭﻛﻨﺎﻥ ﺗﻘﻮﻳﺖ ﺍﺧﻼﻕ آﻨچﻪ ﺍﻧﺘﻈﺎﺭ ﻣﻲ ﺭﻭﺩ چگﻮﻧﻪ ﺑﻪ ﺍﻧﺘﻈﺎﺭﺍﺕ ﺑﺮﺳﻴﻢ 1. b ﺗﻮﺳﻌﻪ ﻭ ﺍﺟﺮﺍﻱ ﺳﻴﺴﺘﻢﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﻭ ﺳﺎﺯﻣﺎﻥ 1. a ﻫﺪﻑ، ﻣﺴﻴﺮ ﻭ ﻓﺮﻫﻨگ ﺳﺮآﻤﺪﻱ 1 . e ﺷﻨﺎﺳﺎﻳﻲ ﻭ پﺸﺘﻴﺒﺎﻧﻲ ﺍﺯ ﺗﻐﻴﻴﺮﺍﺕ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺠﺎﺩ ﺗﻐﻴﻴﺮ

ﻣﻌﻴﺎﺭ 1: ﺭﻫﺒﺮﻱ )2/2( . 1 a ﺭﻫﺒﺮﺍﻥ, ﻣﺎﻣﻮﺭﻳﺖ, چﺸﻢ ﺍﻧﺪﺍﺯ ﻭ ﺍﺭﺯﺵ ﻫﺎﻱ ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﺍﻳﺠﺎﺩ ﻭ ﺧﻮﺩﺷﺎﻥ ﺑﻪ ﻋﻨﻮﺍﻥ ﺍﻟگﻮﻱ ﻓﺮﻫﻨگ ﺳﺮآﻤﺪﻱ ﻋﻤﻞ ﻣﻲ ﻧﻤﺎﻳﻨﺪ. . 1 b ﺭﻫﺒﺮﺍﻥ ﺷﺨﺼ ﺑﺮﺍﻱ ﺍﻃﻤﻴﻨﺎﻥ ﻳﺎﻓﺘﻦ ﺍﺯ ﺍﻳﺠﺎﺩ ﻭ ﺗﻮﺳﻌﻪ ﻭ ﺑﻪ ﻛﺎﺭگﻴﺮﻱ ﺳﻴﺴﺘﻢ ﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﻭ ﺑﻬﺒﻮﺩ ﻣﺴﺘﻤﺮ آﻨﻬﺎ ﻣﺸﺎﺭﻛﺖ ﻣﻲ ﻧﻤﺎﻳﻨﺪ. . 1 c ﺭﻫﺒﺮﺍﻥ ﺑﺎ ﻣﺸﺘﺮﻳﺎﻥ, ﺷﺮﻛﺎﺀ ﻭ ﻧﻤﺎﻳﻨﺪگﺎﻥ ﺟﺎﻣﻌﻪ ﺩﺭ ﺗﻌﺎﻣﻞ ﻫﺴﺘﻨﺪ. . 1 d ﺭﻫﺒﺮﺍﻥ ﻓﺮﻫﻨگ ﺳﺮآﻤﺪﻱ ﺭﺍ ﺑﺎ ﻫﻤﻜﺎﺭﻱ ﻛﺎﺭﻛﻨﺎﻥ ﺳﺎﺯﻣﺎﻥ ﺍﺳﺘﺤﻜﺎﻡ ﻣﻲ ﺑﺨﺸﻨﺪ. . 1 e ﺭﻫﺒﺮﺍﻥ ﺗﻐﻴﻴﺮﺍﺕ ﺳﺎﺯﻣﺎﻧﻲ ﺭﺍ ﺷﻨﺎﺳﺎﻳﻲ ﻭ ﺣﻤﺎﻳﺖ ﻣﻲ ﻧﻤﺎﻳﻨﺪ.

. 1 a ﺭﻫﺒﺮﺍﻥ, ﻣﺎﻣﻮﺭﻳﺖ, چﺸﻢ ﺍﻧﺪﺍﺯ ﻭ ﺍﺭﺯﺵ ﻫﺎﻱ ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﺍﻳﺠﺎﺩ ﻭ ﺧﻮﺩﺷﺎﻥ ﺑﻪ ﻋﻨﻮﺍﻥ ﺍﻟگﻮﻱ ﻓﺮﻫﻨگ ﺳﺮآﻤﺪﻱ ﻋﻤﻞ ﻣﻲ ﻧﻤﺎﻳﻨﺪ. )1/2( ﺍﻳﻦ ﻣﻌﻴﺎﺭ ﻣﻲ ﺗﻮﺍﻧﺪ ﺷﺎﻣﻞ ﻣﻮﺍﺭﺩ ﺯﻳﺮ ﺑﺎﺷﺪ: ﺗﻮﺳﻌﻪ: ﻣﺎﻣﻮﺭﻳﺖ, چﺸﻢ ﺍﻧﺪﺍﺯ ﻭ ﻓﺮﻫﻨگ ﺳﺎﺯﻣﺎﻥ ﺍﻟگﻮﻳﻲ ﺑﺮﺍﻱ ﺍﺭﺯﺵ ﻫﺎ, ﺍﺧﻼﻗﻴﺎﺕ ﻭ ﻣﺴﺌﻮﻟﻴﺖ ﻫﺎ ﺟﻬﺖ پﺸﺘﻴﺒﺎﻧﻲ ﺍﺯ ﻓﺮﻫﻨگ ﺑﺎﺯﻧگﺮﻱ ﻭ ﺑﻬﺒﻮﺩ ﺍﺛﺮﺑﺨﺸﻲ ﺭﻓﺘﺎﺭﻫﺎﻱ ﺷﺨﺼﻲ ﻣﺪﻳﺮﻳﺖ ﺣﻀﻮﺭ ﻭ ﻣﺸﺎﺭﻛﺖ ﻓﻌﺎﻝ ﺩﺭ ﺑﻬﺒﻮﺩ ﻓﻌﺎﻟﻴﺖ ﻫﺎ

. 1 a ﺭﻫﺒﺮﺍﻥ, ﻣﺎﻣﻮﺭﻳﺖ, چﺸﻢ ﺍﻧﺪﺍﺯ ﻭ ﺍﺭﺯﺵ ﻫﺎﻱ ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﺍﻳﺠﺎﺩ ﻭ ﺧﻮﺩﺷﺎﻥ ﺑﻪ ﻋﻨﻮﺍﻥ ﺍﻟگﻮﻱ ﻓﺮﻫﻨگ ﺳﺮآﻤﺪﻱ ﻋﻤﻞ ﻣﻲ ﻧﻤﺎﻳﻨﺪ. )2/2( ﺍﻳﻦ ﻣﻌﻴﺎﺭ ﻣﻲ ﺗﻮﺍﻧﺪ ﺷﺎﻣﻞ ﻣﻮﺍﺭﺩ ﺯﻳﺮ ﺑﺎﺷﺪ: ﺍﻳﺠﺎﺩ ﺗﺤﺮﻙ ﻭ ﺗﺸﻮﻳﻖ ﺩﺭ ﺟﻬﺖ ﺗﻮﺍﻧﻤﻨﺪﺳﺎﺯﻱ, ﺧﻼﻗﻴﺖ ﻭ ﻧﻮآﻮﺭﻱ ﻣﺜﻼ ﺍﺯ ﻃﺮﻳﻖ ﺗﻐﻴﻴﺮ ﺳﺎﺧﺘﺎﺭ ﺳﺎﺯﻣﺎﻧﻲ, ﺳﺮﻣﺎﻳﻪ گﺬﺍﺭﻱ ﺩﺭ ﻳﺎﺩگﻴﺮﻱ ﻭ ﻓﻌﺎﻟﻴﺖ ﻫﺎﻱ ﺑﻬﺒﻮﺩ ﻭ ﺗﻮﺳﻌﻪ ﺗﺸﻮﻳﻖ, ﺣﻤﺎﻳﺖ ﻭ ﻋﻤﻞ ﺑﺮ ﺍﺳﺎﺱ ﻳﺎﻓﺘﻪ ﻫﺎﻱ ﻓﻌﺎﻟﻴﺖ ﻫﺎﻱ ﻳﺎﺩگﻴﺮﻱ ﺍﻭﻟﻮﻳﺖ ﺑﻨﺪﻱ ﻓﻌﺎﻟﻴﺖ ﻫﺎﻱ ﺑﻬﺒﻮﺩ ﺗﺮﻏﻴﺐ ﻭ ﺗﺸﻮﻳﻖ ﻫﻤﻜﺎﺭﻱ )ﺗﺸﺮﻳﻚ ﺳﺎﻋﻲ( ﺩﺭﻭﻥ ﺳﺎﺯﻣﺎﻥ

ﻣﻌﻴﺎﺭ 2: ﺧﻂ ﻣﺸﻲ ﻭ ﺍﺳﺘﺮﺍﺗژﻲ )1/2( ﺗﻌﺮﻳﻒ: ﺳﺎﺯﻣﺎﻥ ﻫﺎﻱ ﺳﺮآﻤﺪ ﻣﺎﻣﻮﺭﻳﺖ ﻭ چﺸﻢ ﺍﻧﺪﺍﺯ ﺧﻮﺩ ﺭﺍ ﺍﺯ ﻃﺮﻳﻖ ﺩﺭ پﻴﺶ گﺮﻓﺘﻦ ﻳﻚ ﺍﺳﺘﺮﺍﺗژﻲ ﻣﺘﻤﺮﻛﺰ ﺑﺮ ﺫﻳﻔﻨﻌﺎﻥ ﺑﺎ ﺩﺭ ﻧﻈﺮ گﺮﻓﺘﻦ ﺑﺎﺯﺍﺭ ﻭ ﺑﺨﺸﻲ ﻛﻪ ﺩﺭ آﻦ ﻓﻌﺎﻝ ﻫﺴﺘﻨﺪ, ﺍﺟﺮﺍ ﻣﻲ ﻧﻤﺎﻳﻨﺪ. ﺧﻂ ﻣﺸﻲ, ﺑﺮﻧﺎﻣﻪ ﻫﺎ, ﺍﻫﺪﺍﻑ ﻭ ﻓﺮآﻴﻨﺪﻫﺎ ﺑﺮﺍﻱ ﺗﺤﻘﻖ ﺍﺳﺘﺮﺍﺗژﻲ ﻫﺎ ﺗﻮﺳﻌﻪ ﻳﺎﻓﺘﻪ ﻭ ﺟﺎﺭﻱ ﻣﻲ گﺮﺩﻧﺪ.

ﻣﻌﻴﺎﺭ 2: ﺧﻂﻣﺸﻲ ﻭ ﺍﺳﺘﺮﺍﺗژﻲ- ﻣﻌﻴﺎﺭ ﻓﺮﻋﻲ/ ﺍﺭﺗﺒﺎﻃﺎﺕ 2 -a ﻧﻴﺎﺯﻣﻨﺪﻱﻫﺎﻱ ﺣﺎﻝ/ آﻴﻨﺪﺓ ﺫﻳﻨﻔﻌﺎﻥ 2 -d ﺍﻧﺘﻘﺎﻝ ﺍﻃﻼﻋﺎﺕ ﻭﺟﺎﺭﻱﺳﺎﺯﻱ آﻨﻬﺎ ﺍﺯ ﻃﺮﻳﻖ ﻓﺮآﻴﻨﺪﻫﺎﻱ ﻛﻠﻴﺪﻱ ﺟﺎﺭﻱﺳﺎﺯﻱ ﺧﻂﻣﺸﻲ 2 -c ﺗﻮﺳﻌﻪ، ﺑﺎﺯﻧگﺮﻱ ﻭ ﺑﻪﺭﻭﺯآﻮﺭﻱ 2 -b ﻋﻤﻠﻜﺮﺩ، ﺍﻧﺪﺍﺯﻩگﻴﺮﻱ، ﺗﺤﻘﻴﻘﺎﺕ ﻭ ﻳﺎﺩگﻴﺮﻱ ﺗﻮﺳﻌﺔ ﺧﻂﻣﺸﻲ ﺩﺭﻭﻧﺪﺍﺩﻫﺎ

ﻣﻌﻴﺎﺭ 2: ﺧﻂ ﻣﺸﻲ ﻭ ﺍﺳﺘﺮﺍﺗژﻲ )2/2( . 2 a ﺧﻂ ﻣﺸﻲ ﻭ ﺍﺳﺘﺮﺍﺗژﻲ ﻣﺒﺘﻨﻲ ﺑﺮ ﻧﻴﺎﺯﻫﺎ ﻭ ﺍﻧﺘﻈﺎﺭﺍﺕ ﺣﺎﻝ ﻭ آﻴﻨﺪﻩ ﺫﻳﻨﻔﻌﺎﻥ ﻣﻲ ﺑﺎﺷﺪ. . 2 b ﺧﻂ ﻣﺸﻲ ﻭ ﺍﺳﺘﺮﺍﺗژﻲ ﻣﺒﺘﻨﻲ ﺑﺮ ﺍﻃﻼﻋﺎﺕ ﺣﺎﺻﻞ ﺍﺯ ﺍﻧﺪﺍﺯﻩ گﻴﺮﻱ ﻋﻤﻠﻜﺮﺩ, ﺗﺤﻘﻴﻘﺎﺕ, ﻳﺎﺩگﻴﺮﻱ ﻭ ﺳﺎﻳﺮ ﻓﻌﺎﻟﻴﺖ ﻫﺎﻱ ﻣﺮﺗﺒﻂ ﺑﺮﻭﻥ ﺳﺎﺯﻣﺎﻧﻲ ﻣﻲ ﺑﺎﺷﺪ. . 2 c ﺧﻂ ﻣﺸﻲ ﻭ ﺍﺳﺘﺮﺍﺗژﻲ ﺑﻬﺒﻮﺩ, ﺑﺎﺯﻧگﺮﻱ ﻭ ﺑﻪ ﺭﻭﺯ ﻣﻲ گﺮﺩﺩ. . 2 d ﺧﻂ ﻣﺸﻲ ﻭ ﺍﺳﺘﺮﺍﺗژﻲ ﺩﺭ ﺳﺎﺯﻣﺎﻥ ﺍﻧﺘﻘﺎﻝ ﻳﺎﻓﺘﻪ ﻭ ﺑﺎ ﻳﻚ ﺳﺎﺧﺘﺎﺭﻱ ﺍﺯ ﻓﺮآﻴﻨﺪﻫﺎﻱ ﻛﻠﻴﺪﻱ ﺗﺴﺮﻱ ﻣﻲ ﻳﺎﺑﺪ.

ﻣﻌﻴﺎﺭ 3: ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ )1/2( ﺗﻌﺮﻳﻒ: ﺳﺎﺯﻣﺎﻥ ﻫﺎﻱ ﺳﺮآﻤﺪ ﺗﻤﺎﻣﻲ ﺗﻮﺍﻥ ﺑﺎﻟﻘﻮﻩ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺧﻮﺩ ﺭﺍ ﺩﺭ ﺳﻄﻮﺡ ﻓﺮﺩﻱ, ﺗﻴﻤﻲ ﻭ ﺳﺎﺯﻣﺎﻧﻲ ﻣﺪﻳﺮﻳﺖ ﻧﻤﻮﺩﻩ, ﺑﻬﺒﻮﺩ ﺩﺍﺩﻩ ﻭ ﺍﺯ آﻦ ﺑﻬﺮﻩ ﻣﻲ ﺑﺮﻧﺪ. آﻨﻬﺎ ﻋﺪﺍﻟﺖ ﻭ ﺑﺮﺍﺑﺮﻱ ﺭﺍ ﺗﺮﻭﻳﺞ ﺩﺍﺩﻩ ﻭ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺧﻮﺩ ﺭﺍ ﺩﺭ ﺍﻣﻮﺭ ﻣﺸﺎﺭﻛﺖ ﺩﺍﺩﻩ ﻭ ﺗﻮﺍﻧﻤﻨﺪ ﻣﻲ ﺳﺎﺯﻧﺪ. ﺍﻳﻦ ﺳﺎﺯﻣﺎﻥ ﻫﺎ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺧﻮﺩ ﺭﺍ ﺑﻪ گﻮﻧﻪ آﻴﺎ ﺣﻤﺎﻳﺖ, ﺑﺎ آﻨﻬﺎ ﺍﺭﺗﺒﺎﻁ ﺑﺮﻗﺮﺍﺭ ﻣﻲ ﻧﻤﺎﻳﻨﺪ ﻭ آﻨﻬﺎ ﺭﺍ ﻣﻮﺭﺩ ﺗﺸﻮﻳﻖ ﻭ ﺗﻘﺪﻳﺮ ﻗﺮﺍﺭ ﻣﻲ ﺩﻫﻨﺪ ﻛﻪ ﻣﻨﺠﺮ ﺑﻪ ﺗﺮﻏﻴﺐ ﻛﺎﺭﻛﻨﺎﻥ ﻭ ﺍﻳﺠﺎﺩ ﺗﻌﻬﺪ ﺩﺭ آﻨﻬﺎ گﺸﺘﻪ ﺗﺎ ﺍﺯ ﻣﻬﺎﺭﺕ ﻫﺎ ﻭ ﺩﺍﻧﺶ ﺧﻮﺩ ﺑﺮﺍﻱ ﻣﻨﺎﻓﻊ ﺳﺎﺯﻣﺎﻥ ﺍﺳﺘﻔﺎﺩﻩ ﻧﻤﺎﻳﻨﺪ.

ﻣﻌﻴﺎﺭ 3: ﻛﺎﺭﻛﻨﺎﻥ – ﻣﻌﻴﺎﺭ ﻓﺮﻋﻲ / ﺍﺭﺗﺒﺎﻃﺎﺕ 3 -a ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ، ﻣﺪﻳﺮﻳﺖ ﻭ ﺑﻬﺒﻮﺩ ﻣﻨﺎﺑﻊ 3 -c ﻣﺸﺎﺭﻛﺖ ﻭ ﺗﻮﺍﻧﻤﻨﺪﺳﺎﺯﻱ 3 -b ﺩﺍﻧﺶ ﻭ ﺻﻼﺣﻴﺖ 3 -e ﺗﺸﻮﻳﻖ، ﻗﺪﺭﺩﺍﻧﻲ ﻭ ﺗﻮﺟﻪ ﺍﻗﺪﺍﻡ ﺗﻤﺮﻛﺰ ﺑﺮ ﻗﺎﺑﻠﻴﺖﻫﺎ ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﺍﻫﺪﺍﻑ 3 -d ﺍﺭﺗﺒﺎﻁ ﺩﻭﺳﻮﻳﻪ )گﻔﺘﻤﺎﻥ( ﻣﺤﻴﻂ ﻣﺜﺒﺖ

ﻣﻌﻴﺎﺭ 3: ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ )2/2( . 3 a ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ, ﻣﺪﻳﺮﻳﺖ ﻭ ﺑﻬﺒﻮﺩ ﻣﻲ ﻳﺎﺑﻨﺪ. . 3 b ﺩﺍﻧﺶ ﻭ ﺷﺎﻳﺴﺘگﻲ ﻛﺎﺭﻛﻨﺎﻥ ﺷﻨﺎﺳﺎﻳﻲ, ﺗﻮﺳﻌﻪ ﺣﻔﻆ ﻣﻲ گﺮﺩﺩ. . 3 c ﻛﺎﺭﻛﻨﺎﻥ ﻣﺸﺎﺭﻛﺖ ﺩﺍﺩﻩ ﺷﺪﻩ ﻭ ﺗﻮﺍﻧﻤﻨﺪ ﻣﻲ گﺮﺩﻧﺪ. . 3 d ﻛﺎﺭﻛﻨﺎﻥ ﻭ ﺳﺎﺯﻣﺎﻥ گﻔﺘﻤﺎﻥ ﺩﺍﺭﻧﺪ. . 3 e ﻛﺎﺭﻛﻨﺎﻥ ﻣﻮﺭﺩ ﺗﺸﻮﻳﻖ, ﺗﻘﺪﻳﺮ ﻭ ﺗﻮﺟﻪ ﻗﺮﺍﺭ ﻣﻲ گﻴﺮﻧﺪ.

ﻣﻌﻴﺎﺭ 4: ﺷﺮﺍﻛﺖ ﻫﺎ ﻭ ﻣﻨﺎﺑﻊ )1/2( ﺗﻌﺮﻳﻒ: ﺳﺎﺯﻣﺎﻥ ﻫﺎﻱ ﺳﺮآﻤﺪ ﻣﺸﺎﺭﻛﺖ ﻫﺎﻱ ﺑﺮﻭﻥ ﺳﺎﺯﻣﺎﻧﻲ, ﺗﺎﻣﻴﻦ ﻛﻨﻨﺪگﺎﻥ ﻭ ﻣﻨﺎﺑﻊ ﺩﺍﺧﻠﻲ ﺧﻮﺩ ﺭﺍ ﺑﻪ ﻣﻨﻈﻮﺭ پﺸﺘﻴﺒﺎﻧﻲ ﺍﺯ ﺧﻂ ﻣﺸﻲ ﻭ ﺍﺳﺘﺮﺍﺗژﻲ ﻭ ﺍﺟﺮﺍﻱ ﺍﺛﺮﺑﺨﺸﻲ ﻓﺮآﻴﻨﺪﻫﺎ, ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﻭ ﻣﺪﻳﺮﻳﺖ ﻣﻲ ﻧﻤﺎﻳﻨﺪ.

ﻣﻌﻴﺎﺭ 4: ﺷﺮﺍﻛﺖﻫﺎ ﻭ ﻣﻨﺎﺑﻊ – ﻣﻌﻴﺎﺭ ﻓﺮﻋﻲ / ﺍﺭﺗﺒﺎﻃﺎﺕ ﻫﻤﺴﻮ ﺳﺎﺯﻱ ﻣﻌﻴﺎﺭ 2 ﺧﻂ ﻣﺸﻲ ﻭ ﺍﺳﺘﺮﺍﺗژﻲ 4 -a ﺷﺮﺍﻛﺖ ﻫﺎﻱ ﺑﺮﻭﻥ ﺳﺎﺯﻣﺎﻧﻲ 4 -b ﻣﻨﺎﺑﻊ ﻣﺎﻟﻲ ﻫﻤﺴﻮ ﺳﺎﺯﻱ 4 -c ﺍﺑﻨﻴﻪ، ﺗﺠﻬﻴﺰﺍﺕ ﻭ ﻣﻮﺍﺩ ﻫﻤﺴﻮ ﺳﺎﺯﻱ 4 -d ﻓﻦآﻮﺭﻱ ﻫﻤﺴﻮ ﺳﺎﺯﻱ 4 -e ﺍﻃﻼﻋﺎﺕ ﻭ ﺩﺍﻧﺶ

ﻣﻌﻴﺎﺭ 4: ﺷﺮﺍﻛﺖ ﻫﺎ ﻭ ﻣﻨﺎﺑﻊ . 4 a ﺷﺮﺍﻛﺖ ﻫﺎﻱ ﺑﺮﻭﻥ ﺳﺎﺯﻣﺎﻧﻲ ﻣﺪﻳﺮﻳﺖ ﻣﻲ گﺮﺩﻧﺪ. . 4 b ﻣﻨﺎﺑﻊ ﻣﺎﻟﻲ ﻣﺪﻳﺮﻳﺖ ﻣﻲ گﺮﺩﻧﺪ. . 4 c ﺑﻨﺎﻫﺎ, ﺗﺠﻬﻴﺰﺍﺕ ﻭ ﻣﻮﺍﺩ ﻣﺪﻳﺮﻳﺖ ﻣﻲ گﺮﺩﻧﺪ. . 4 d ﻓﻨﺎﻭﺭﻱ ﻣﺪﻳﺮﻳﺖ ﻣﻲ ﺷﻮﺩ. . 4 e ﺍﻃﻼﻋﺎﺕ ﻭ ﺩﺍﻧﺶ ﻣﺪﻳﺮﻳﺖ ﻣﻲ گﺮﺩﻧﺪ. )2/2(

ﻣﻌﻴﺎﺭ 5: ﻓﺮآﻴﻨﺪﻫﺎ )1/2( ﺗﻌﺮﻳﻒ: ﺳﺎﺯﻣﺎﻥ ﻫﺎﻱ ﺳﺮآﻤﺪ ﻓﺮآﻴﻨﺪﻫﺎ ﺭﺍ ﺑﻪ ﻣﻨﻈﻮﺭ ﻛﺴﺐ ﺭﺿﺎﻳﺖ ﻛﺎﻣﻞ ﻭ ﺍﻳﺠﺎﺩ ﺍﺭﺯﺵ ﻓﺰﺍﻳﻨﺪﻩ ﺑﺮﺍﻱ ﻣﺸﺘﺮﻳﺎﻥ ﻭ ﺳﺎﻳﺮ ﺫﻳﻨﻔﻌﺎﻥ, ﻃﺮﺍﺣﻲ, ﻣﺪﻳﺮﻳﺖ ﻭ ﺑﻬﺒﻮﺩ ﻣﻲ ﺑﺨﺸﻨﺪ.

ﻣﻌﻴﺎﺭ 5: ﻓﺮآﻴﻨﺪﻫﺎ – ﻣﻌﻴﺎﺭ ﻓﺮﻋﻲ / ﺍﺭﺗﺒﺎﻃﺎﺕ ﻣﺸﺘﺮﻱ گﺮﺍﺋﻲ ﻣﻌﻴﺎﺭ 6 ﻧﺘﺎﻳﺞ ﻣﺸﺘﺮﻱ 5 -e ﺍﺭﺗﺒﺎﻃﺎﺕ ﺑﺎ ﻣﺸﺘﺮﻱ ﻣﺪﻳﺮﻳﺖ ﻭ ﺗﻮﺳﻌﻪ 5 -d ﺗﻮﻟﻴﺪ، ﺗﺤﻮﻳﻞ ﻭ ﺧﺪﻣﺎﺕ 5 -a ﻃﺮﺍﺣﻲ ﻭ ﻣﺪﻳﺮﻳﺖ 5 -c ﻃﺮﺍﺣﻲ ﻭ ﺗﻮﺳﻌﻪ ﻣﺤﺼﻮﻻﺕ ﻭ ﺧﺪﻣﺎﺕ 5 -b ﺑﻬﺒﻮﺩ ﻓﺮآﻴﻨﺪﻫﺎ ﻣﺪﻳﺮﻳﺖ ﻓﺮآﻴﻨﺪﻫﺎﻱ ﻋﻤﻮﻣﻲ

ﻣﻌﻴﺎﺭ 5: ﻓﺮآﻴﻨﺪﻫﺎ )2/2( . 5 a ﻓﺮآﻴﻨﺪﻫﺎ ﺑﻪ ﻃﻮﺭ ﻧﻈﺎﻡ ﻣﻨﺪ ﻃﺮﺍﺣﻲ ﻭ ﻣﺪﻳﺮﻳﺖ ﻣﻲ گﺮﺩﻧﺪ. . 5 b ﻓﺮآﻴﻨﺪﻫﺎ ﺑﻪ ﻣﻨﻈﻮﺭ ﻛﺴﺐ ﺭﺿﺎﻳﺖ ﻛﺎﻣﻞ ﻣﺸﺘﺮﻳﺎﻥ ﻭ ﺳﺎﻳﺮ ﺫﻳﻨﻔﻌﺎﻥ ﻭ ﺍﻓﺰﺍﻳﺶ ﺍﺭﺯﺵ ﺑﺮﺍﻱ ﺍﻳﺸﺎﻥ ﺩﺭ ﺻﻮﺭﺕ ﻧﻴﺎﺯ ﺑﺎ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻧﻮآﻮﺭﻱ, ﺑﻬﺒﻮﺩ ﻣﻲ ﻳﺎﺑﻨﺪ. . 5 c ﻣﺤﺼﻮﻻﺕ ﻭ ﺧﺪﻣﺎﺕ ﺑﺮ ﺍﺳﺎﺱ ﻧﻴﺎﺯﻫﺎ ﻭ ﺍﻧﺘﻈﺎﺭﺍﺕ ﻣﺸﺘﺮﻱ ﻃﺮﺍﺣﻲ ﻣﻲ گﺮﺩﻧﺪ. . 5 d ﻣﺤﺼﻮﻻﺕ ﻭ ﺧﺪﻣﺎﺕ ﺗﻮﻟﻴﺪ, ﺗﺤﻮﻳﻞ ﻭ پﺸﺘﻴﺒﺎﻧﻲ ﻣﻲ گﺮﺩﻧﺪ. . 5 e ﺭﻭﺍﺑﻂ ﺑﺎ ﻣﺸﺘﺮﻱ ﻣﺪﻳﺮﻳﺖ ﻭ ﺗﻘﻮﻳﺖ ﻣﻲ گﺮﺩﺩ.

ﻣﻌﻴﺎﺭ 6: ﻧﺘﺎﻳﺞ ﻣﺸﺘﺮﻱ ﺗﻌﺮﻳﻒ: ﺳﺎﺯﻣﺎﻥ ﻫﺎﻱ ﺳﺮآﻤﺪ ﺑﻄﻮﺭ ﻓﺮﺍگﻴﺮ ﻧﺘﺎﻳﺞ ﺑﺮﺟﺴﺘﻪ ﻣﺮﺗﺒﻂ ﺑﺎ ﻣﺸﺘﺮﻳﺎﻥ ﺧﻮﺩ ﺭﺍ ﺍﻧﺪﺍﺯﻩ گﻴﺮﻱ ﻧﻤﻮﺩﻩ ﻭ ﺑﻪ آﻨﻬﺎ ﺩﺳﺖ ﻣﻲ ﻳﺎﺑﻨﺪ. ﻣﻌﻴﺎﺭ ﻓﺮﻋﻲ . 6 a ﺷﺎﺧﺺ ﻫﺎﻱ ﺑﺮﺩﺍﺷﺘﻲ. . 6 b ﺷﺎﺧﺺ ﻫﺎﻱ ﻋﻤﻠﻜﺮﺩﻱ.

ﻣﻌﻴﺎﺭ 6: ﻧﺘﺎﻳﺞ ﻣﺸﺘﺮﻱ – ﻣﻌﻴﺎﺭﻓﺮﻋﻲ / ﺍﺭﺗﺒﺎﻃﺎﺕ 6 -a ﻣﻌﻴﺎﺭﻫﺎﻱ ﺑﺮﺩﺍﺷﺘﻲ ﺩﻳﺪگﺎﻩ ﻣﺸﺘﺮﻳﺎﻥ ﺑﺎﺯﺧﻮﺭﺩ 6 -b ﺷﺎﺧﺺﻫﺎﻱ ﻋﻤﻠﻜﺮﺩﻱ ﻣﻌﻴﺎﺭﻫﺎﻱ ﺩﺍﺧﻠﻲ ﻋﻤﻠﻜﺮﺩ

6 a ﺷﺎﺧﺺ ﻫﺎﻱ ﺑﺮﺩﺍﺷﺖ ﻣﺸﺘﺮﻱ ﺍﻳﻦ ﺷﺎﺧﺺ ﻫﺎ ﺑﺮﺩﺍﺷﺖ ﻣﺸﺘﺮﻳﺎﻥ ﺍﺯ ﺳﺎﺯﻣﺎﻥ ﻣﻲ ﺑﺎﺷﻨﺪ )ﺑﺮﺍﻱ ﻣﺜﺎﻝ ﺍﺯ ﻃﺮﻳﻖ ﻣﻄﺎﻟﻌﺎﺕ ﺑﺮ ﺭﻭﻱ ﻣﺸﺘﺮﻳﺎﻥ, گﺮﺩﻫﻤﺎﻳﻲ ﻣﺘﻤﺮﻛﺰ, ﻓﺮﻭﺷﻨﺪﻩ ﻫﺎ, ﺗﺤﺴﻴﻦ ﻭ ﺷﻜﺎﻳﺎﺕ( ﺑﺮ ﺍﺳﺎﺱ ﺍﻫﺪﺍﻑ ﺳﺎﺯﻣﺎﻥ ﻛﻪ ﻣﻲ ﺗﻮﺍﻧﺪ ﺷﺎﻣﻞ ﻣﻮﺍﺭﺩ ﺯﻳﺮ ﺑﺎﺷﺪ: ﺗﺼﻮﺭ )ﺑﺎﺯﺗﺎﺏ( ﻣﺤﺼﻮﻻﺕ ﻭ ﺧﺪﻣﺎﺕ ﻓﺮﻭﺵ ﻭ پﺸﺘﻴﺒﺎﻧﻲ پﺲ ﺍﺯ ﻓﺮﻭﺵ ﻭﻓﺎﺩﺍﺭﻱ

6 b ﺷﺎﺧﺺ ﻫﺎﻱ ﻋﻤﻠﻜﺮﺩ ﺍﻳﻦ ﺷﺎﺧﺺ ﻫﺎ, ﺷﺎﺧﺺ ﻫﺎﻱ ﺩﺭﻭﻥ ﺳﺎﺯﻣﺎﻧﻲ ﻫﺴﺘﻨﺪ ﻛﻪ ﺑﻪ ﻣﻨﻈﻮﺭ پﺎﻳﺶ ﻭ ﻧﻈﺎﺭﺕ, ﺩﺭﻙ, پﻴﺶ ﺑﻴﻨﻲ ﻭ ﺑﻬﺒﻮﺩ ﻋﻤﻠﻜﺮﺩ ﺳﺎﺯﻣﺎﻥ ﻭ ﺑﺮﺍﻱ پﻴﺶ ﺑﻴﻨﻲ ﺍﻧﺘﻈﺎﺭﺍﺕ ﻣﺸﺘﺮﻳﺎﻥ ﺑﺮﻭﻥ ﺳﺎﺯﻣﺎﻥ ﺑﻜﺎﺭ ﻣﻲ ﺭﻭﻧﺪ. ﺍﻳﻦ ﺷﺎﺧﺺ ﻫﺎ ﺑﺮ ﺍﺳﺎﺱ ﺍﻫﺪﺍﻑ ﺳﺎﺯﻣﺎﻥ ﻣﻲ ﺑﺎﺷﻨﺪ, ﺑﺮﺍﻱ ﻣﺜﺎﻝ ﺍﻳﻦ ﺷﺎﺧﺺ ﻫﺎ ﻣﻲ ﺗﻮﺍﻧﻨﺪ ﺷﺎﻣﻞ ﻣﻮﺍﺭﺩ ﺯﻳﺮ ﺑﺎﺷﻨﺪ: ﺗﺼﻮﺭ )ﺑﺎﺯﺗﺎﺏ( ﻣﺤﺼﻮﻻﺕ ﻭ ﺧﺪﻣﺎﺕ ﻓﺮﻭﺵ ﻭ پﺸﺘﻴﺒﺎﻧﻲ پﺲ ﺍﺯ ﻓﺮﻭﺵ ﻭﻓﺎﺩﺍﺭﻱ

ﻣﻌﻴﺎﺭ 7: ﻧﺘﺎﻳﺞ ﻛﺎﺭﻛﻨﺎﻥ ﺗﻌﺮﻳﻒ: ﺳﺎﺯﻣﺎﻥ ﻫﺎﻱ ﺳﺮآﻤﺪ ﺑﻄﻮﺭ ﻓﺮﺍگﻴﺮ ﻧﺘﺎﻳﺞ ﺑﺮﺟﺴﺘﻪ ﻣﺮﺗﺒﻂ ﺑﺎ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺧﻮﺩ ﺭﺍ ﺍﻧﺪﺍﺯﻩ گﻴﺮﻱ ﻧﻤﻮﺩﻩ ﻭ ﺑﻪ آﻨﻬﺎ ﺩﺳﺖ ﻣﻲ ﻳﺎﺑﻨﺪ. ﻣﻌﻴﺎﺭ ﻓﺮﻋﻲ . 7 a ﺷﺎﺧﺺ ﻫﺎﻱ ﺑﺮﺩﺍﺷﺘﻲ . 7 b ﺷﺎﺧﺺ ﻫﺎﻱ ﻋﻤﻠﻜﺮﺩﻱ

ﻣﻌﻴﺎﺭ 7 : ﻧﺘﺎﻳﺞ ﻛﺎﺭﻛﻨﺎﻥ - ﻣﻌﻴﺎﺭ ﻓﺮﻋﻲ/ ﺍﺭﺗﺒﺎﻃﺎﺕ 7 -a ﻣﻌﻴﺎﺭﻫﺎﻱ ﺑﺮﺩﺍﺷﺘﻲ ﺩﻳﺪگﺎﻩ ﻣﺸﺘﺮﻳﺎﻥ ﺑﺎﺯﺧﻮﺭﺩ 7 -b ﺷﺎﺧﺺﻫﺎﻱ ﻋﻤﻠﻜﺮﺩﻱ ﻣﻌﻴﺎﺭﻫﺎﻱ ﺩﺍﺧﻠﻲ ﻋﻤﻠﻜﺮﺩ

7 a ﺷﺎﺧﺺ ﻫﺎﻱ ﺑﺮﺩﺍﺷﺘﻲ ﺍﻳﻦ ﺷﺎﺧﺺ ﻫﺎ ﺑﺮﺩﺍﺷﺖ ﻣﺸﺘﺮﻳﺎﻥ ﺍﺯ ﺳﺎﺯﻣﺎﻥ ﻣﻲ ﺑﺎﺷﻨﺪ )ﺑﺮﺍﻱ ﻣﺜﺎﻝ ﺷﺎﻣﻞ, ﻣﻄﺎﻟﻌﺎﺕ, گﺮﻭﻩ ﻫﺎﻱ ﻣﺘﻤﺮﻛﺰ, ﻣﺼﺎﺣﺒﻪ ﻫﺎ, ﺍﺭﺯﻳﺎﺑﻲ ﻫﺎﻱ ﺳﺎﺧﺘﺎﺭ ﻳﺎﻓﺘﻪ ﻣﻲ ﺑﺎﺷﻨﺪ(. ﺍﻳﻦ ﺷﺎﺧﺺ ﻫﺎ ﺑﺮ ﺍﺳﺎﺱ ﺍﻫﺪﺍﻑ ﺳﺎﺯﻣﺎﻥ ﻣﻲ ﺑﺎﺷﻨﺪ, ﺑﺮﺍﻱ ﻣﺜﺎﻝ ﺍﻳﻦ ﺷﺎﺧﺺ ﻫﺎ ﻣﻲ ﺗﻮﺍﻧﻨﺪ ﺷﺎﻣﻞ ﻣﻮﺍﺭﺩ ﺯﻳﺮ ﺑﺎﺷﻨﺪ: ﺍﻧگﻴﺰﺵ ﺭﺿﺎﻳﺖ ﻣﻨﺪﻱ

7 b ﺷﺎﺧﺺ ﻫﺎﻱ ﻋﻤﻠﻜﺮﺩ ﺍﻳﻦ ﺷﺎﺧﺺ ﻫﺎ, ﺷﺎﺧﺺ ﻫﺎﻱ ﺩﺭﻭﻥ ﺳﺎﺯﻣﺎﻧﻲ ﻫﺴﺘﻨﺪ ﻛﻪ ﺳﺎﺯﻣﺎﻥ ﺍﺯ آﻨﻬﺎ ﺑﻪ ﻣﻨﻈﻮﺭ ﻧﻈﺎﺭﺕ, ﺩﺭﻙ, پﻴﺶ ﺑﻴﻨﻲ ﻭ ﺑﻬﺒﻮﺩ ﻋﻤﻠﻜﺮﺩ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺳﺎﺯﻣﺎﻥ ﺍﺳﺘﻔﺎﺩﻩ ﻣﻲ ﻛﻨﺪ ﻭ ﺍﻧﺘﻈﺎﺭﺍﺕ آﻨﻬﺎ ﺭﺍ پﻴﺶ ﺑﻴﻨﻲ ﻣﻲ ﻧﻤﺎﻳﺪ. ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﺍﻫﺪﺍﻑ ﺳﺎﺯﻣﺎﻥ ﺍﻳﻦ ﺷﺎﺧﺺ ﻫﺎ ﻣﻲ ﺗﻮﺍﻧﻨﺪ ﺷﺎﻣﻞ ﻣﻮﺍﺭﺩ ﺯﻳﺮ ﺑﺎﺷﻨﺪ: پﻴﺸﺮﻓﺖ ﻫﺎ )ﺩﺳﺖ آﻮﺭﺩﻫﺎ( ﺍﻧگﻴﺰﻩ ﻭ ﻣﺸﺎﺭﻛﺖ ﺭﺿﺎﻳﺖ ﻣﻨﺪﻱ ﺧﺪﻣﺎﺕ ﺍﺭﺍﺋﻪ ﺷﺪﻩ ﺑﻪ ﻛﺎﺭﻛﻨﺎﻥ ﺳﺎﺯﻣﺎﻥ

ﻣﻌﻴﺎﺭ 8: ﻧﺘﺎﻳﺞ ﺟﺎﻣﻌﻪ ﺗﻌﺮﻳﻒ: ﺳﺎﺯﻣﺎﻥ ﻫﺎﻱ ﺳﺮآﻤﺪ ﺑﻄﻮﺭ ﻓﺮﺍگﻴﺮ ﻧﺘﺎﻳﺞ ﺑﺮﺟﺴﺘﻪ ﻣﺮﺗﺒﻂ ﺑﺎ ﺟﺎﻣﻌﻪ ﺭﺍ ﺍﻧﺪﺍﺯﻩ گﻴﺮﻱ ﻧﻤﻮﺩﻩ ﻭ ﺑﻪ آﻨﻬﺎ ﺩﺳﺖ ﻣﻲ ﻳﺎﺑﻨﺪ. ﻣﻌﻴﺎﺭ ﻓﺮﻋﻲ . 8 a ﺷﺎﺧﺺ ﻫﺎﻱ ﺑﺮﺩﺍﺷﺘﻲ . 8 b ﺷﺎﺧﺺ ﻫﺎﻱ ﻋﻤﻠﻜﺮﺩﻱ

ﻣﻌﻴﺎﺭ 8: ﻧﺘﺎﻳﺞ ﺟﺎﻣﻌﻪ – ﻣﻌﻴﺎﺭ ﻓﺮﻋﻲ / ﺍﺭﺗﺒﺎﻃﺎﺕ ﻣﻌﻴﺎﺭ 4 ﺷﺮﺍﻛﺖﻫﺎ ﻭ ﻣﻨﺎﻓﻊ -8 a ﻣﻌﻴﺎﺭﻫﺎﻱ ﺑﺮﺩﺍﺷﺘﻲ ﺩﻳﺪگﺎﻩ ﺟﺎﻣﻌﻪ ﺑﺎﺯﺧﻮﺭﺩ -8 b ﺷﺎﺧﺺﻫﺎﻱ ﻋﻤﻠﻜﺮﺩﻱ ﻣﻌﻴﺎﺭﻫﺎﻱ ﺩﺍﺧﻠﻲ ﻋﻤﻠﻜﺮﺩ ﻣﻌﻴﺎﺭ 5 ﻓﺮآﻴﻨﺪﻫﺎ

8 a ﺷﺎﺧﺺ ﻫﺎﻱ ﺑﺮﺩﺍﺷﺘﻲ ﺍﻳﻦ ﺷﺎﺧﺺ ﻫﺎ, ﺷﺎﺧﺺ ﻫﺎﻱ ﻣﺮﺑﻮﻁ ﺑﻪ ﺍﻧﺘﻈﺎﺭﺍﺕ ﺟﺎﻣﻌﻪ ﺍﺯ ﺳﺎﺯﻣﺎﻥ ﻣﻲ ﺑﺎﺷﻨﺪ )ﺑﺮﺍﻱ ﻣﺜﺎﻝ ﺷﺎﻣﻞ ﺍﻃﻼﻋﺎﺕ, گﺰﺍﺭﺷﺎﺕ, ﻣﻘﺎﻻﺕ ﻧﺸﺮﻳﺎﺕ, گﺮﺩﻫﻤﺎﻳﻲ ﻫﺎ, ﻧﻤﺎﻳﻨﺪگﺎﻥ, ﺍﺧﺘﻴﺎﺭﺍﺕ ﺩﻭﻟﺘﻲ ﻣﻲ ﺑﺎﺷﻨﺪ( ﺑﺮﺧﻲ ﺍﺯ ﺍﻳﻦ ﺷﺎﺧﺺ ﻫﺎﻱ ﺑﺮﺩﺍﺷﺘﻲ ﻣﻲ ﺗﻮﺍﻧﻨﺪ ﺩﺭ ﺑﺨﺶ ﺷﺎﺧﺺ ﻫﺎﻱ ﻋﻤﻠﻜﺮﺩﻱ ﻧﻴﺰ ﻣﻮﺭﺩ ﺩﻭﺭﻩ ﺍﺳﺘﻔﺎﺩﻩ ﻗﺮﺍﺭ گﻴﺮﻧﺪ ﻳﺎ ﺑﺮﻋﻜﺲ. ﺑﻨﺎ ﺑﻪ ﺍﻫﺪﺍﻑ ﺳﺎﺯﻣﺎﻥ ﺍﻳﻦ ﺷﺎﺧﺺ ﻫﺎ ﻣﻲ ﺗﻮﺍﻧﻨﺪ ﺷﺎﻣﻞ ﻣﻮﺍﺭﺩ ﺯﻳﺮ ﺑﺎﺷﻨﺪ: ﺗﺼﻮﺭﺍﺕ ﻋﻤﻠﻜﺮﺩ ﺑﻌﻨﻮﺍﻥ ﻳﻚ ﺩﺭ ﻣﺴﺌﻮﻟﻴﺖ ﺗﺎﺑﻌﻪ ﻣﺸﺎﺭﻛﺖ ﺩﺭ ﺟﻮﺍﻣﻌﻲ ﻛﻪ ﺳﺎﺯﻣﺎﻥ ﺩﺭ آﻨﻬﺎ ﻛﺎﺭ ﻣﻲ ﻛﻨﺪ. ﻛﺎﻫﺶ ﻭ پﻴﺸگﻴﺮﻱ ﺍﺯ ﻣﺰﺍﺣﻤﺖ ﻭ ﺻﺪﻣﺎﺕ ﻧﺎﺷﻲ ﺍﺯ ﻋﻤﻠﻜﺮﺩ ﻭ ﻳﺎ چﺮﺧﻪ ﻋﻤﺮ ﻣﺤﺼﻮﻻﺕ ﻭ ﺧﺪﻣﺎﺕ گﺰﺍﺭﺷﺪﻫﻲ ﺑﺮ ﻓﻌﺎﻟﻴﺖ ﻫﺎ ﺑﻪ ﻣﻨﻈﻮﺭ ﻛﻤﻚ ﺩﺭ ﺣﻔﻆ ﻭ پﺎﻳﺪﺍﺭﻱ ﻣﻨﺎﺑﻊ

8 b ﺷﺎﺧﺺ ﻫﺎﻱ ﻋﻤﻠﻜﺮﺩ ﺍﻳﻦ ﺷﺎﺧﺺ ﻫﺎ, ﺷﺎﺧﺺ ﻫﺎﻱ ﺩﺭﻭﻥ ﺳﺎﺯﻣﺎﻧﻲ ﻫﺴﺘﻨﺪ ﻛﻪ ﺳﺎﺯﻣﺎﻥ ﺑﻪ ﻣﻨﻈﻮﺭ ﻧﻈﺎﺭﺕ, ﺩﺭﻙ, پﻴﺶ ﺑﻴﻨﻲ ﻭ ﺑﻬﺒﻮﺩ ﻋﻤﻠﻜﺮﺩ ﺳﺎﺯﻣﺎﻥ ﺩﺭ ﺟﻬﺖ پﻴﺶ ﺑﻴﻨﻲ ﺍﻧﺘﻈﺎﺭﺍﺕ ﺟﺎﻣﻌﻪ ﺍﺳﺘﻔﺎﺩﻩ ﻣﻲ ﻛﻨﻨﺪ. ﺍﻳﻦ ﺷﺎﺧﺺ ﻫﺎ ﺑﺮ ﺍﺳﺎﺱ ﺍﻫﺪﺍﻑ ﺳﺎﺯﻣﺎﻥ ﻣﻲ ﺑﺎﺷﻨﺪ ﻛﻪ ﻣﻲ ﺗﻮﺍﻧﻨﺪ ﺷﺎﻣﻞ ﻣﻮﺍﺭﺩ ﺯﻳﺮ ﺑﺎﺷﻨﺪ: ﻣﺪﻳﺮﻳﺖ ﺗﻐﻴﻴﺮﺍﺕ ﺩﺭ ﺳﻄﻮﺡ ﺍﺳﺘﺨﺪﺍﻡ ﺑﺮﺧﻮﺭﺩ ﺑﺎ ﺍﺧﺘﻴﺎﺭﺍﺕ ﺩﺭ ﻣﺴﺎﺋﻞ گﻮﻧﺎگﻮﻥ ﺗﺸﻮﻳﻘﺎﺕ ﻭ ﺟﻮﺍﻳﺰ ﺩﺭﻳﺎﻓﺖ ﺷﺪﻩ

ﻣﻌﻴﺎﺭ 9: ﻧﺘﺎﻳﺞ ﻛﻠﻴﺪﻱ ﻋﻤﻠﻜﺮﺩ ﺗﻌﺮﻳﻒ: ﺳﺎﺯﻣﺎﻥ ﻫﺎﻱ ﺳﺮآﻤﺪ ﺑﻄﻮﺭ ﻓﺮﺍگﻴﺮ ﻧﺘﺎﻳﺞ ﺑﺮﺟﺴﺘﻪ ﻣﺮﺗﺒﻂ ﺑﺎ ﻋﻨﺎﺻﺮ ﺍﺻﻠﻲ ﺧﻂ ﻣﺸﻲ ﻭ ﺍﺳﺘﺮﺍﺗژﻲ ﺭﺍ ﺍﻧﺪﺍﺯﻩ گﻴﺮﻱ ﻧﻤﻮﺩﻩ ﻭ ﺑﻪ آﻨﻬﺎ ﺩﺳﺖ ﻣﻲ ﻳﺎﺑﻨﺪ. ﻣﻌﻴﺎﺭ ﻓﺮﻋﻲ . 9 a ﻧﺘﺎﻳﺞ ﻛﻠﻴﺪﻱ ﻋﻤﻠﻜﺮﺩ. . 9 b ﺷﺎﺧﺺ ﻫﺎﻱ ﻛﻠﻴﺪﻱ ﻋﻤﻠﻜﺮﺩﻱ.

ﻣﻌﻴﺎﺭ 9: ﻧﺘﺎﻳﺞ ﻛﻠﻴﺪﻱ ﻋﻤﻠﻜﺮﺩ – ﻣﻌﻴﺎﺭ ﻓﺮﻋﻲ/ ﺍﺭﺗﺒﺎﻃﺎﺕ ﻣﻌﻴﺎﺭ 2 ﺧﻂﻣﺸﻲ ﻭ ﺍﺳﺘﺮﺍﺗژﻲ 9 -a ﻧﺘﺎﻳﺞ ﻛﻠﻴﺪﻱ ﻋﻤﻠﻜﺮﺩ 9 -b ﺷﺎﺧﺺﻫﺎﻱ ﻛﻠﻴﺪﻱ ﻋﻤﻠﻜﺮﺩﻱ ﻣﻌﻴﺎﺭﻫﺎﻱ ﻧﺘﻴﺠﻪ ﻣﻌﻴﺎﺭﻫﺎﻱ ﺩﺍﺧﻠﻲ ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﺑﺮﻧﺎﻣﻪ پﻴﺶﺑﻴﻨﻲﻫﺎ ﻣﻌﻴﺎﺭ 4 ﺷﺮﺍﻛﺖﻫﺎ ﻭ ﻣﻨﺎﺑﻊ ﻣﻌﻴﺎﺭ 5 ﻓﺮآﻴﻨﺪﻫﺎ

9 a ﻧﺘﺎﻳﺞ ﻛﻠﻴﺪﻱ ﻋﻤﻠﻜﺮﺩ ﺍﻳﻦ ﺷﺎﺧﺺ ﻫﺎ ﻧﺘﺎﻳﺞ ﻛﻠﻴﺪﻱ ﻫﺴﺘﻨﺪ ﻛﻪ ﺩﺭ ﺳﺎﺯﻣﺎﻥ ﺷﻨﺎﺳﺎﻳﻲ ﻭ ﻣﻮﺭﺩ ﻣﻮﺍﻓﻘﺖ ﺩﺭ ﺣﻮﺯﻩ ﺧﻂ ﻣﺸﻲ ﻭ ﺍﺳﺘﺮﺍﺗژﻲ ﻫﺎ ﻣﻲ ﺑﺎﺷﻨﺪ. ﺑﺮ ﺍﺳﺎﺱ ﻣﻘﺎﺻﺪ ﻭ ﺍﻫﺪﺍﻑ ﺳﺎﺯﻣﺎﻥ ﺑﺮﺧﻲ ﺍﺯ ﺍﻳﻦ ﺷﺎﺧﺺ ﻫﺎﻱ ﻧﺘﺎﻳﺞ ﻛﻠﻴﺪﻱ ﻋﻤﻠﻜﺮﺩ ﺍﻣﻜﺎﻥ ﺩﺍﺭﺩ ﻗﺎﺑﻞ ﺍﺳﺘﻔﺎﺩﻩ ﺩﺭ ﺷﺎﺧﺺ ﻫﺎﻱ ﻛﻠﻴﺪﻱ ﻋﻤﻠﻜﺮﺩ ﺑﺎﺷﻨﺪ ﻭ ﺑﺮﻋﻜﺲ ﻧﺘﺎﻳﺞ ﻣﺎﻟﻲ ﻧﺘﺎﻳﺞ ﻏﻴﺮ ﻣﺎﻟﻲ

9 b ﺷﺎﺧﺺ ﻫﺎﻱ ﻛﻠﻴﺪﻱ ﻋﻤﻠﻜﺮﺩ ﺍﻳﻦ ﺷﺎﺧﺺ ﻫﺎ, ﺷﺎﺧﺺ ﻫﺎﻱ ﻋﻤﻠﻜﺮﺩﻱ ﻫﺴﺘﻨﺪ ﻛﻪ ﺑﻪ ﻣﻨﻈﻮﺭ ﻧﻈﺎﺭﺕ ﻭ ﺩﺭﻙ ﻓﺮآﻴﻨﺪﻫﺎ پﻴﺶ ﺑﻴﻨﻲ ﻭ ﺑﻬﺒﻮﺩ ﻧﺘﺎﻳﺞ ﻛﻠﻴﺪﻱ ﻋﻤﻠﻜﺮﺩ ﺍﺳﺘﻔﺎﺩﻩ ﻣﻲ ﺷﻮﻧﺪ. ﺍﻳﻦ ﺷﺎﺧﺺ ﻫﺎ ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﺍﻫﺪﺍﻑ ﺳﺎﺯﻣﺎﻥ ﻣﻲ ﺑﺎﺷﻨﺪ ﻭ ﺑﻌﻨﻮﺍﻥ ﻣﺜﺎﻝ ﺍﻳﻦ ﺷﺎﺧﺺ ﻫﺎ ﻣﻲ ﺗﻮﺍﻧﻨﺪ ﺷﺎﻣﻞ ﻣﻮﺍﺭﺩ ﺯﻳﺮ ﺑﺎﺷﻨﺪ: ﻣﺎﻟﻲ ﻏﻴﺮ ﻣﺎﻟﻲ

ﻣﺪﻝ ﺳﺮآﻤﺪﻱ EFQM ﺗﻮﺍﻧﻤﻨﺪﺳﺎﺯﻫﺎ ﻧﺘﺎﻳﺞ ﻛﺎﺭﻛﻨﺎﻥ ﻧﺘﺎﻳﺞ ﻛﻠﻴﺪﻱ ﻋﻤﻠﻜﺮﺩ ﻧﺘﺎﻳﺞ ﻣﺸﺘﺮﻱ ﻛﺎﺭﻛﻨﺎﻥ ﻓﺮآﻴﻨﺪﻫﺎ ﺧﻂ ﻣﺸﻲ ﻭ ﺍﺳﺘﺮﺍﺗژﻲ ﺷﺮﺍﻛﺖ ﻫﺎ ﻭ ﻣﻨﺎﺑﻊ ﻧﺘﺎﻳﺞ ﺟﺎﻣﻌﻪ ﻧﻮآﻮﺭﻱ ﻭ ﻳﺎﺩگﻴﺮﻱ ﺭﻫﺒﺮﻱ

ﺍﺭﺯﻳﺎﺑﻲ ﻣﻌﻴﺎﺭﻫﺎ ﺗﻮﺍﻧﻤﻨﺪﺳﺎﺯﻫﺎ ﻧﺘﺎﻳﺞ

R Result A Approach D Deployment A Assessment R Review

RADAR ﺗﻌﻴﻴﻦ ﻧﺘﺎﻳﺞ ﺍﺭﺯﻳﺎﺑﻲ ﻭ ﺑﺎﺯﻧگﺮﻱ ﺭﻭﻳﻜﺮﺩﻫﺎ ﻭ ﺟﺎﺭﻱ ﺳﺎﺯﻱ آﻦﻫﺎ ﻃﺮﺡﺭﻳﺰﻱ ﻭ ﺗﻮﺳﻌﻪ ﺭﻭﻳﻜﺮﺩﻫﺎ ﺟﺎﺭﻱ ﺳﺎﺯﻱ ﺭﻭﻳﻜﺮﺩﻫﺎ

ﺍﺭﺯﻳﺎﺑﻲ ﻭ ﺑﺎ ﺯ ﻧگﺮ ﻱ ﺟﺎﺎﺭﻱ ﺟ ﺭﻱ ﺳﺎﺎﺯﻱ ﺳ ﺯﻱ ﺭ ﺭﻭ ﻭﻳﻳﻜﻜﺮﺩ ﻧ ﺘﺎﻳﺞ ﻣﻨﻄﻖ RADAR

ﺗﻮﺍﻧﻤﻨﺪﺳﺎﺯﻫﺎ: ﺭﻭﻳﻜﺮﺩ ﺑﺮﺍﻱ ﻫﺮ ﻣﻌﻴﺎﺭ ﻓﺮﻋﻲ, ﺭﻭﻳﻜﺮﺩ ﺷﺎﻣﻞ آﻨچﻪ ﻛﻪ ﻳﻚ ﺳﺎﺯﻣﺎﻥ ﺍﻧﺠﺎﻡ ﻣﻲ ﺩﻫﺪ ﻳﺎ ﺑﺮﻧﺎﻣﻪ ﺩﺍﺭﺩ ﻛﻪ ﺍﻧﺠﺎﻡ ﺩﻫﺪ, ﺑﻪ ﻫﻤﺮﺍﻩ ﺩﻻﻳﻞ ﺍﻧﺠﺎﻡ آﻦ, ﻣﻲ ﺑﺎﺷﺪ.

ﺭﻭﻳﻜﺮﺩ ﻭﻳژگﻲ ﻫﺎﻱ ﺯﻳﺮ ﻣﻮﺭﺩ ﺗﻮﺟﻪ ﻗﺮﺍﺭ ﻣﻲ گﻴﺮﻧﺪ: ﻣﻨﺎﺳﺐ ﺭﻭﻳﻜﺮﺩ, ﻣﻨﻄﻘﻲ ﻭﺍﺿﺢ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ. ﺑﺮ ﺍﺳﺎﺱ ﻓﺮآﻴﻨﺪﻫﺎ ﺗﻌﺮﻳﻒ ﻭ ﺗﻮﺳﻌﻪ ﺩﺍﺩﻩ ﺷﺪﻩ ﺑﺎﺷﺪ. ﺑﺮ ﻧﻴﺎﺯﻣﻨﺪﻱ ﻫﺎﻱ ﺗﻤﺎﻡ ﺫﻳﻨﻔﻌﺎﻥ ﺗﻤﺮﻛﺰ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ ﻳﻜپﺎﺭچﻪ ﺭﻭﻳﻜﺮﺩ, ﺧﻂ ﻣﺸﻲ ﻭ ﺍﺳﺘﺮﺍﺗژﻲ ﺭﺍ پﺸﺘﻴﺒﺎﻧﻲ ﻣﻲ ﻧﻤﺎﻳﺪ ﺩﺭ ﺻﻮﺭﺕ ﻧﻴﺎﺯ ﺭﻭﻳﻜﺮﺩ ﺑﺎ ﺩﻳگﺮ ﺭﻭﻳﻜﺮﺩﻫﺎ ﻣﺮﺗﺒﻂ ﺷﺪﻩ ﺍﻧﺪ.

ﺗﻮﺍﻧﻤﻨﺪﺳﺎﺯﻫﺎ: ﺟﺎﺭﻱ ﺳﺎﺯﻱ ﺟﺎﺭﻱﺳﺎﺯﻱ, آﻨچﻪ ﺭﺍ ﻛﻪ ﺳﺎﺯﻣﺎﻥ ﺩﺭ ﺟﻬﺖ ﺗﺤﻘﻖ ﺭﻭﻳﻜﺮﺩ ﺍﻧﺠﺎﻡ ﻣﻴﺪﻫﺪ, ﻣﻲ ﺑﺎﺷﺪ.

ﺟﺎﺭﻱ ﺳﺎﺯﻱ ﻭﻳژگﻲ ﻫﺎﻱ ﺯﻳﺮ ﻣﻮﺭﺩ ﺗﻮﺟﻪ ﻗﺮﺍﺭ ﻣﻲ گﻴﺮﻧﺪ: ﺍﺟﺮﺍ ﺷﺪﻩ ﺭﻭﻳﻜﺮﺩ ﺑﺼﻮﺭﺕ ﻋﻤﻮﺩﻱ ﻭ ﺍﻓﻘﻲ ﺩﺭ ﺗﻤﺎﻣﻲ ﺳﻄﻮﺡ ﻓﺮآﻴﻨﺪﻫﺎﻱ ﻣﺮﺗﺒﻂ ﺩﺭ ﺗﻤﺎﻣﻲ ﻋﻤﻠﻴﺎﺕ ﻣﺮﺗﺒﻂ آﻴﺎ ﺗﺤﻘﻖ ﻳﺎﻓﺘﻪ ﺍﺳﺖ. ﺟﺎﺭﻱ ﺳﺎﺯﻱ ﺍﺟﺮﺍ ﺷﺪﻩ ﺑﺎﺷﺪ )چﻨﺪ ﺩﺭﺻﺪ؟( ﻧﻈﺎﻡﻣﻨﺪ آﻴﺎ ﺩﺭ ﻳﻚ چﺎﺭچﻮﺏ ﻳﺎ ﺳﺎﺧﺘﺎﺭ ﻣﻌﻴﻦ ﺍﻧﺠﺎﻡ ﻣﻲ ﺷﻮﺩ. ﺭﻭﻳﻜﺮﺩ ﺑﻪ ﺻﻮﺭﺕ ﺳﺎﺧﺘﺎﺭ ﻳﺎﻓﺘﻪ ﺟﺎﺭﻱ ﺷﺪﻩ ﺑﺎﺷﺪ.

ﺗﻮﺍﻧﻤﻨﺪﺳﺎﺯﻫﺎ: ﺍﺭﺯﻳﺎﺑﻲ ﻭ ﺑﺎﺯﻧگﺮﻱ, آﻨچﻪ ﺭﺍ ﻛﻪ ﺳﺎﺯﻣﺎﻥ ﺑﺮﺍﻱ ﺑﺎﺯﻧگﺮﻱ ﻭ ﺑﻬﺒﻮﺩ ﺭﻭﻳﻜﺮﺩ ﻭ ﺟﺎﺭﻱ ﺳﺎﺯﻱ آﻦ ﺍﻧﺠﺎﻡ ﻣﻲﺩﻫﺪ ﻣﻲﺑﺎﺷﺪ.

ﺍﺭﺯﻳﺎﺑﻲ ﻭ ﺑﺎﺯﻧگﺮﻱ ﻭﻳژگﻲ ﻫﺎﻱ ﺯﻳﺮ ﻣﻮﺭﺩ ﺗﻮﺟﻪ ﻗﺮﺍﺭ ﻣﻲ گﻴﺮﻧﺪ: ﺍﻧﺪﺍﺯﻩ گﻴﺮﻱ ﻣﻨﻈﻢ ﺍﺛﺮﺑﺨﺸﻲ ﺭﻭﻳﻜﺮﺩ ﻣﻮﺭﺩ ﻧﻈﺮ ﻭ ﺟﺎﺭﻱ ﺳﺎﺯﻱ آﻦ ﻳﺎﺩگﻴﺮﻱ ﻓﻌﺎﻟﻴﺖ ﻫﺎﻱ ﻳﺎﺩگﻴﺮﻱ ﺟﻬﺖ ﺷﻨﺎﺳﺎﻳﻲ ﻭ ﺗﺴﻬﻴﻢ ﺑﻬﺘﺮﻳﻦ ﺭﻭﺵ ﻫﺎ ﻭ ﻓﺮﺻﺖ ﻫﺎﻱ ﺑﻬﺒﻮﺩ ﻭ ﺍﺳﺘﻔﺎﺩﻩ ﻣﻲ ﺷﻮﻧﺪ. ﺑﻬﺒﻮﺩ ﺧﺮﻭﺟﻲﻫﺎﻱ ﺍﻧﺪﺍﺯﻩ گﻴﺮﻱ ﺗﺤﻠﻴﻞ، ﻭ ﺳپﺲ ﺟﻬﺖ ﺷﻨﺎﺳﺎﻳﻲ, ﺍﻭﻟﻮﻳﺖ ﺑﻨﺪﻱ، ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﻭ ﺍﺟﺮﺍﻱ ﺑﻬﺒﻮﺩﻫﺎ ﺍﺳﺘﻔﺎﺩﻩ ﻣﻲ ﺷﻮﻧﺪ.

ﺍﺭﺯﻳﺎﺑﻲ: ﺗﻮﺍﻧﻤﻨﺪﺳﺎﺯﻫﺎ ﻧﺘﺎﻳﺞ ﺍﺭﺯﻳﺎﺑﻲ ﻭ ﺑﺎﺯﻧگﺮﻱ ) (AR ﺍﻧﺪﺍﺯﻩ گﻴﺮﻱ ﻳﺎﺩگﻴﺮﻱ ﺑﻬﺒﻮﺩ ﺭﻭﻳﻜﺮﺩ ) (A ﻣﻨﺎﺳﺐ ﻳﻜپﺎﺭچﻪ ) (A ﺭﻭﻳﻜﺮﺩ ) (D ﺟﺎﺭﻱ ﺳﺎﺯﻱ ) (AR ﺍﺭﺯﻳﺎﺑﻲ ﻭ ﺑﺎﺯﻧگﺮﻱ ﺟﺎﺭﻱ ﺳﺎﺯﻱ ) (D ﺍﺟﺮﺍ ﺷﺪﻩ ﺳﻴﺴﺘﻤﺎﺗﻴﻚ

ﺳﺮآﻤﺪﻱ ﻧﺘﺎﻳﺞ, آﻨچﻪ ﺭﺍ ﻛﻪ ﺳﺎﺯﻣﺎﻥ ﺑﻪ آﻦ ﺩﺳﺖ ﻳﺎﻓﺘﻪ ﺍﺳﺖ ﺭﺍ ﺩﺭ ﺑﺮ ﻣﻲ گﻴﺮﺩ.

ﻧﺘﺎﻳﺞ: ﺩﺍﻣﻨﻪ ﻛﺎﺭﺑﺮﺩ ﺷﺎﻣﻞ ﻫﺮ آﻨچﻪ ﺍﺳﺖ ﻛﻪ ﺳﺎﺯﻣﺎﻥ ﺍﻧﺪﺍﺯﻩ ﻣﻲگﻴﺮﺩ.

ﺍﺭﺯﻳﺎﺑﻲ: ﻧﺘﺎﻳﺞ آﻴﺎ ﺍﻳﻦ ﻛﻪ ﻧﺘﺎﻳﺞ ﺑﺮگﺮﻓﺘﻪ ﺍﺯ ﺭﻭﻳﻜﺮﺩ ﺍﺳﺖ ﺍﺛﺒﺎﺕ ﺷﺪﻩ ﺍﺳﺖ؟ 1 ﺍﻟگﻮﺑﺮﺩﺍﺭﻱ ﺩﺭ ﻛﻼﺱ ﺟﻬﺎﻧﻲ 2 ﻫﺪﻑ 3 ﻫﺪﻑ 4 5 -3 ﻧﺘﻴﺠﻪ -2 ﻧﺘﻴﺠﻪ -1 ﻧﺘﻴﺠﻪ 6

ﻧﺘﺎﻳﺞ ﺑﻪ ﻫﻨگﺎﻡ ﺍﻣﺘﻴﺎﺯﺩﻫﻲ ﺑﻪ ﻣﻮﺍﺭﺩ ﺯﻳﺮ ﺗﻮﺟﻪ ﻣﻲ ﺷﻮﺩ: ﺭﻭﻧﺪﻫﺎ ﻣﺜﺒﺖ ﻫﺴﺘﻨﺪ ﻭ ﻳﺎ ﻳﻚ ﺩﻭﺭﻩ ﺯﻣﺎﻧﻲ ﺑﻠﻨﺪ ﻣﺪﺕ ﻋﻤﻠﻜﺮﺩ ﻣﺜﺒﺖ ﻣﻲ ﺑﺎﺷﺪ. ﺍﻫﺪﺍﻑ ﻣﺤﻘﻖ ﺷﺪﻩﺍﻧﺪ ﺍﻫﺪﺍﻑ ﻣﻨﺎﺳﺐ ﻫﺴﺘﻨﺪ

ﻧﺘﺎﻳﺞ ﻣﻘﺎﻳﺴﻪ ﻫﺎ ﺍﻧﺠﺎﻡ ﻣﻘﺎﻳﺴﻪ ﺑﺎ ﺳﺎﺯﻣﺎﻥ ﻫﺎﻱ ﺧﺎﺭﺟﻲ ﻧﺘﺎﻳﺞ ﺑﺎ ﻣﺘﻮﺳﻂ ﺻﻨﻌﺖ ﻳﺎ ﺩﺭ ”ﺑﻬﺘﺮﻳﻦ ﺩﺭ ﻛﻼﺱ“ ﻣﻘﺎﻳﺴﻪ ﻣﻲ ﺷﻮﺩ. ﻋﻠﺖ ﻫﺎ ﻧﺘﺎﻳﺞ ﻣﻨﺘﺞ ﺍﺯ ﺭﻭﻳﻜﺮﺩ ﻫﺴﺘﻨﺪ

ﺩﺍﻣﻨﻪ ﻛﺎﺭﺑﺮﺩ ﺳﺎﺯﻣﺎﻥ آﻴﺎ ﻧﺘﺎﻳﺞ ﻛﻼ ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﻣﺨﺎﻃﺐ ﻗﺮﺍﺭ ﻣﻲ ﺩﻫﺪ؟ ﻣﻌﻴﺎﺭ ﻓﺮﻋﻲ آﻴﺎ ﻧﺘﺎﻳﺞ ﺑﺮ ﻣﻀﺎﻣﻴﻦ ﻣﻌﻴﺎﺭﻫﺎﻱ ﻓﺮﻋﻲ ﺑﻪ ﻃﻮﺭ ﻛﺎﻣﻞ ﺍﺛﺮگﺬﺍﺭ ﺍﺳﺖ؟

ﺧﺮﻭﺟﻲﻫﺎﻱ ﺍﺻﻠﻲ ﻛﺪﺍﻣﻨﺪ؟ . . . . . . . . . ﻣﺸﺘﺮﻳﺎﻥ ﺍﺻﻠﻲ چﻪ ﻛﺴﺎﻧﻲ ﻫﺴﺘﻨﺪ؟ . . . . ﻣﺤﻴﻂ. . . چﻴﺴﺖ؟ ﺑﻴﺮﻭﻧﻲ . . . . . . . . . . . ﺗﻌﻴﻴﻦ ﻣﺤﺪﻭﺩﻩ ﺳﺎﺯﻣﺎﻥ ﺩﺭ ﺳﺎﺯﻣﺎﻥ چﻪ ﺭﺥ ﻣﻲﺩﻫﺪ؟ . . . . . . . . . . ﻭﺭﻭﺩﻱﻫﺎﻱ ﺍﺻﻠﻲ چﻴﺴﺖ؟ . . . . . . . . . ﺗﺄﻤﻴﻦﻛﻨﻨﺪگﺎﻥ ﺍﺻﻠﻲ ﻛﻴﺴﺘﻨﺪ؟ . . . . . . . ﺫﻳﻨﻔﻌﺎﻥ ﺍﺻﻠﻲ چﻪ ﻛﺴﺎﻧﻲ ﻫﺴﺘﻨﺪ؟ . . . . . . . . .

ﻓﺮﺍﻳﻨﺪ ﺍﺭﺯﻳﺎﺑﻲ

ﻓﺮآﻴﻨﺪ ﺍﺭﺯﻳﺎﺑﻲ ﺩﺭﻳﺎﻓﺖ ﻣﺪﺍﺭﻙ ﺍﺭﺍﺋﻪ ﺷﺪﻩ ﺗﻮﺳﻂ ﺍﺭﺯﻳﺎﺑﺎﻥ ﺩﺭ ﻧﻈﺮ گﺮﻓﺘﻦ ﻧﻘﺎﻁ ﻗﻮﺕ ﻭ ﻓﺮﺻﺖﻫﺎﻱ ﺑﻬﺒﻮﺩ: ﺍﻣﺘﻴﺎﺯﺩﻫﻲ ﺟﻤﻊﺑﻨﺪﻱ آﺮﺍﺀ ﺗﻮﺳﻂ ﺍﺭﺯﻳﺎﺏ ﺍﺭﺷﺪ ﺑﻠﻲ ﺑﺎﺯﺩﻳﺪ ﺍﺯ ﻣﺤﻞ؟ ﺧﻴﺮ ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﺑﺎﺯﺩﻳﺪ ﺍﺯﻣﺤﻞ ﺗﻬﻴﻪ ﺑﺎﺯﺧﻮﺭﺩ ﺍﻧﺠﺎﻡ ﺑﺎﺯﺩﻳﺪ گﺰﺍﺭﺵ ﺑﺎﺯﺧﻮﺭﺩﻱ ﺑﻪ ﺳﺎﺯﻣﺎﻥ ﺑﺎﺯﻧگﺮﻱ ﺍﻣﺘﻴﺎﺯ

ﺷﻨﺎﺳﺎﻳﻲ ﻧﻘﺎﻁ ﻗﻮﺕ ﺑﺮﺍﻱ ﺗﻮﺍﻧﻤﻨﺪﺳﺎﺯﻫﺎ ﺩﺭ ﺟﺴﺘﺠﻮﻱ ﺍﻃﻼﻋﺎﺗﻲ ﻣﺮﺗﺒﻂ ﺑﺎ ﺷﻮﺍﻫﺪ ﺯﻳﺮ ﺑﺎﺷﻴﺪ: ﺭﻭﻳﻜﺮﺩﻱ ﻣﻨﻄﻘﻲ ﻭ ﻳﻜپﺎﺭچﻪ ﺟﺎﺭﻱ ﺳﺎﺯﻱ ﺳﻴﺴﺘﻤﺎﺗﻴﻚ ﺩﺭ ﻛﻠﻴﻪ ﺣﻮﺯﻩ ﻫﺎﻱ ﻣﺮﺗﺒﻂ ﺳﺎﺯﻣﺎﻥ ﺍﻧﺪﺍﺯﻩ گﻴﺮﻱ ﺍﻧﺠﺎﻡ ﺷﺪﻩ ﺑﺎﺷﺪ. ﻓﻌﺎﻟﻴﺖ ﻫﺎﻱ ﻳﺎﺩگﻴﺮﻱ ﺍﻧﺠﺎﻡ پﺬﻳﺮﻓﺘﻪ ﺑﺎﺷﺪ. ﺑﻬﺒﻮﺩ ﺑﻌﻨﻮﺍﻥ ﻧﺘﻴﺠﻪ ﻭ پﻴﺎﻣﺪ ﺍﻧﺪﺍﺯﻩ گﻴﺮﻱ ﻭ ﻳﺎﺩگﻴﺮﻱ

ﺷﻨﺎﺳﺎﻳﻲ ﻓﻀﺎﻫﺎﻳﻲ ﺑﺮﺍﻱ ﺑﻬﺒﻮﺩ ﺩﺭ ﺗﻮﺍﻧﻤﻨﺪﺳﺎﺯﻫﺎ ﺟﺴﺘﺠﻮ ﻛﻨﻴﺪ: ﻧﺘﺎﻳﺞ ﺍﺭﺍﺋﻪ ﺷﺪﻩ ﺍﻱ ﻛﻪ ﺗﻮﺍﻧﻤﻨﺪ ﺳﺎﺯ ﻧﺪﺍﺭﻧﺪ ﺭﻭﻳﻜﺮﺩﻱ ﻛﻪ ﺑﺮ ﺧﻼﻑ ﺍﻧﺘﻈﺎﺭ ﺑﺎ ﺳﺎﻳﺮ ﺭﻭﻳﻜﺮﺩﻫﺎ ﺍﺭﺗﺒﺎﻁ ﻧﺪﺍﺭﺩ. ﻓﻘﺪﺍﻥ ﺷﻔﺎﻓﻴﺖ ﻓﺮآﻴﻨﺪ )ﻫﺎ( ﺟﺎﺭﻱ ﺳﺎﺯﻱ ﺿﻌﻴﻒ ﻭ ﻏﻴﺮ ﺳﻴﺴﺘﻤﺎﺗﻴﻚ ﻋﺪﻡ ﻭﺟﻮﺩ ﺷﻮﺍﻫﺪ ﻣﺒﻨﻲ ﺑﺮ ﺍﻧﺪﺍﺯﻩ گﻴﺮﻱ ﻭ / ﻳﺎ ﻳﺎﺩگﻴﺮﻱ ﻋﺪﻡ ﻭﺟﻮﺩ ﺑﻬﺒﻮﺩ ﻣﺒﺘﻨﻲ ﺑﺮ ﺍﻧﺪﺍﺯﻩ گﻴﺮﻱ ﻭ ﻳﺎﺩگﻴﺮﻱ ﻣﻮﺍﺭﺩﻱ ﻛﻪ ﻣﻌﻠﻮﻡ ﻧﻴﺴﺖ ﻭ ﺍﻧﺘﻈﺎﺭ ﺩﺍﺷﺘﻴﺪ ﺑﺒﻴﻨﺪ. )ﻣﻮﺍﺭﺩ ﺍﺯ ﻗﻠﻢ ﺍﻓﺘﺎﺩﻩ(

ﺷﻨﺎﺳﺎﻳﻲ ﻧﻘﺎﻁ ﻗﻮﺕ ﺑﺮﺍﻱ ﻧﺘﺎﻳﺞ ﺟﺴﺘﺠﻮ ﻛﻨﻴﺪ: ﺭﻭﻧﺪﻫﺎﻱ ﻣﺜﺒﺖ ﺍﻫﺪﺍﻓﻲ ﻛﻪ ﻣﺤﻘﻖ ﺷﺪﻩ ﺍﻧﺪ ﻣﻘﺎﻳﺴﻪ ﺑﺎ ﺩﻳگﺮ ﺳﺎﺯﻣﺎﻥ ﻫﺎ )ﺩﺭﻭﻥ ﻭ / ﻳﺎ ﺑﺮﻭﻥ ﺳﺎﺯﻣﺎﻧﻲ( ﻧﺘﺎﻳﺞ ﺣﺎﺻﻞ ﺍﺯ ﺭﻭﻳﻜﺮﺩ ﺩﺍﻣﻨﻪ ﻛﺎﺭﺑﺮﺩ ﺷﺎﺧﺺ ﻫﺎﻳﻲ ﻛﻪ ﻧﻮﺍﺣﻲ ﻣﺮﺗﺒﻂ ﺭﺍ پﻮﺷﺶ ﻣﻲ ﺩﻫﺪ.

ﺷﻨﺎﺳﺎﻳﻲ ﻓﻀﺎﻫﺎﻳﻲ ﺑﺮﺍﻱ ﺑﻬﺒﻮﺩ ﺩﺭ ﻧﺘﺎﻳﺞ ﺟﺴﺘﺠﻮ ﻛﻨﻴﺪ: ﺭﻭﻧﺪﻫﺎﻱ ﻣﻨﻔﻲ ﻳﺎ ﺿﻌﻴﻒ ﺑﺮﺍﻱ ﺗﺪﺍﻭﻡ ﻋﻤﻠﻜﺮﺩ ﺧﻮﺏ ﺍﻫﺪﺍﻓﻲ ﻛﻪ ﻣﺤﻘﻖ ﻧﺸﺪﻩ ﺍﻧﺪ ﻣﻘﺎﻳﺴﻪ ﻣﻌﺪﻭﺩ )ﺍﻧﺪﻙ( ﺑﺎ ﺩﻳگﺮ ﺳﺎﺯﻣﺎﻥ ﻫﺎ ﻋﺪﻡ ﻭﺟﻮﺩ ﺩﺭﻙ ﺷﻔﺎﻓﻲ ﺍﺯ ﻋﻠﻞ ﻧﺘﺎﻳﺞ ﺩﺍﻣﻨﻪ ﻛﺎﺭﺑﺮﺩ ﻧﺘﺎﻳﺞ, ﻛﻠﻴﻪ ﺣﻮﺯﻩ ﻫﺎﻱ ﻣﺮﺗﺒﻂ ﺣﺎﺻﻞ ﺍﺯ ﺗﻮﺍﻧﻤﻨﺪﺳﺎﺯﻫﺎ ﺭﺍ پﻮﺷﺶ ﻧﻤﻲ ﺩﻫﺪ. ﻋﺪﻡ ﻭﺟﻮﺩ ﺍﺭﺗﺒﺎﻁ ﺷﻔﺎﻑ ﺑﻴﻦ ﺷﺎﺧﺺ ﻭ ﻧﺘﺎﻳﺞ ﺣﺎﺻﻞ

ﺑﺎﺯﺩﻳﺪ ﺍﺯ ﻣﺤﻞ

آﻤﺎﺩگﻲ ﺑﺮﺍﻱ ﺑﺎﺯﺩﻳﺪ ﺍﺯ ﻣﺤﻞ ﺍﻫﺪﺍﻑ: ﺩﺭﻙ ﻛﺎﻣﻞ ﺍﺯ ﺍﻫﺪﺍﻑ ﻭ ﺍﻫﻤﻴﺖ ﺑﺎﺯﺩﻳﺪ ﺍﺯ ﻣﺤﻞ ﺩﺭﻙ چگﻮﻧگﻲ ﺷﻨﺎﺳﺎﻳﻲ ﻭ ﺛﺒﺖ ﺑﺎﺯﺩﻳﺪﻫﺎﻱ ﻣﻨﺎﺳﺐ ﻓﺮﺻﺖ ﻫﺎﻱ ﺑﺮﺍﻱ ﻳﺎﺩگﻴﺮﻱ, ﺗﻤﺮﻳﻦ ﻭ ﺑﻬﺒﻮﺩ ﺩﺭ ﺷﻨﺎﺳﺎﻳﻲ ﻣﻬﺎﺭﺕ ﻫﺎﻱ ﺑﺎﺯﺩﻳﺪ ﺍﺯ ﻣﺤﻞ

ﻫﺪﻑ ﺍﺯ ﺑﺎﺯﺩﻳﺪ ﻣﺤﻞ ﺑﻪ ﻣﻨﻈﻮﺭ: ﺻﺤﻪ گﺬﺍﺭﻱ ﺑﻪ ﺍﻋﺘﺒﺎﺭ ﻣﺴﺘﻨﺪﺍﺕ ﺍﺭﺍﺋﻪ ﺷﺪﻩ ﺭﻭﺷﻦ ﺳﺎﺯﻱ ﻫﺮ گﻮﻧﻪ ﺟﻨﺒﻪ ﻫﺎﻱ ﻏﻴﺮ ﺷﻔﺎﻑ ﻭ ﻣﺒﻬﻢ ﺩﺭ ﻣﺴﺘﻨﺪﺍﺕ ﺑﺪﺳﺖ آﻮﺭﺩﻥ ﺍﺣﺴﺎﺳﻲ ﺍﺯ ﺟﻮ ﺣﺎﻛﻢ ﺑﺮ ﺳﺎﺯﻣﺎﻥ ﻛﻤﻚ ﺩﺭ ﺭﺳﻴﺪﻥ ﺑﻪ ﺍﻣﺘﻴﺎﺯ ﻧﻬﺎﻳﻲ ﻛﻤﻚ ﺩﺭ ﻛﺴﺐ ﺷﻮﺍﻫﺪ ﻻﺯﻡ ﺑﻪ ﻣﻨﻈﻮﺭ ﻓﺮﺍﻫﻢ آﻮﺭﺩﻥ ﺑﺎﺯﺧﻮﺭﺩﻫﺎﻱ ﺑﺎ ﺍﺭﺯﺵ ﺍﻓﺰﻭﺩﻩ ﺩﺭ ﺳﺎﺯﻣﺎﻥ ﻣﻮﺭﺩ ﺍﺭﺯﻳﺎﺑﻲ

پﻴﺎﻣﺪﻫﺎﻱ ﺑﺎﺯﺩﻳﺪ ﺍﺯ ﻣﺤﻞ پﻴﺎﻣﺪﻫﺎ )ﻣﻮﺿﻮﻋﺎﺗﻲ( ﺩﺭ ﻣﻮﺭﺩ: ﺗﺼﺪﻳﻖ آﻨچﻪ ﻛﻪ ﺩﺭ ﻣﺴﺘﻨﺪﺍﺕ ﻣﻲ ﺑﺎﺷﺪ. ﺗﺼﺪﻳﻖ آﻨچﻪ ﻛﻪ ﺩﺭ ﻣﺴﺘﻨﺪﺍﺕ ﻣﺒﻬﻢ ﻣﻲ ﺑﺎﺷﻨﺪ. ﻛﻨﺘﺮﻝ ﺟﺎﺭﻱ ﺳﺎﺯﻱ ﺭﻭﻳﻜﺮﺩﻫﺎ

ﻃﺮﺡ ﻛﻠﻲ ﺑﺎﺯﺩﻳﺪ ﺍﺯ ﻣﺤﻞ 3 -5 ﺭﻭﺯ ﺑﺴﺘﻪ ﺑﻪ ﺍﻧﺪﺍﺯﻩ ﻭ پﻴچﻴﺪگﻲ ﺳﺎﺯﻣﺎﻥ ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﺗﻤﺎﻣﻲ ﺑﺎﺯﺩﻳﺪﻫﺎﻱ ﺍﺯ ﻣﺤﻞ ﻣﻮﺿﻮﻋﺎﺕ ﺍﺯ ﻃﺮﻳﻖ ﻣﺼﺎﺣﺒﻪ گﺮﻭﻩ ﻫﺎﻱ ﻣﺘﻤﺮﻛﺰ ﻭ ﺗﻮﺟﻪ ﺑﻪ ﺍﻃﻼﻋﺎﺕ ﻭ ﺩﺍﺩﻩ ﻫﺎ ﻭ. . . ﻣﻮﺭﺩ ﻣﻼﺣﻈﻪ ﻗﺮﺍﺭ ﻣﻲ گﻴﺮﻧﺪ. ﺗﻤﺎﻡ ﺗﻴﻢ ﺍﺭﺯﻳﺎﺑﻲ ﺩﺭ ﻛﺎﺭ ﻣﺸﺎﺭﻛﺖ ﺩﺍﺭﻧﺪ.

ﺍﻣﺘﻴﺎﺯﺩﻫﻲ ﺑﺮ پﺎﻳﻪ ﻛﺘﺎﺑچﻪ ﺍﻣﺘﻴﺎﺯﺩﻫﻲ

ﻭﺍژگﺎﻥ ﻛﻠﻴﺪﻱ- ﺗﻮﺍﻧﻤﻨﺪﺳﺎﺯﻫﺎ ﻭﻳژگﻲ ﻫﺎ ﻣﻨﺎﺳﺐ ﻳﻜپﺎﺭچﻪ ﺍﺟﺮﺍ ﺷﺪﻩ ﺳﻴﺴﺘﻤﺎﺗﻴﻚ ﺍﻧﺪﺍﺯﻩ گﻴﺮﻱ ﻳﺎﺩگﻴﺮﻱ ﺑﻬﺒﻮﺩ ﻣﻴﺰﺍﻥ ﺍﻣﺘﻴﺎﺯ: %0 - ﺷﻮﺍﻫﺪﻱ ﻭﺟﻮﺩ ﻧﺪﺍﺭﺩ %52 - ﺑﺮﺧﻲ ﺷﻮﺍﻫﺪ %05 - ﺷﻮﺍﻫﺪﻱ ﻫﺴﺖ %57 - ﺷﻮﺍﻫﺪ ﺭﻭﺷﻨﻲ ﻭﺟﻮﺩ ﺩﺍﺭﺩ %001 - ﺷﻮﺍﻫﺪ ﺟﺎﻣﻌﻲ ﻭﺟﻮﺩ ﺩﺍﺭﺩ

ﺍﻣﺘﻴﺎﺯﺩﻫﻲ ﺗﻮﺍﻧﻤﻨﺪﺳﺎﺯﻫﺎ ﺍﻣﺘﻴﺎﺯ ﻭﻳژگﻲ ﻫﺎ ﻋﻨﺎﺻﺮ %52 %05 %57 %001 ﻣﻨﺎﺳﺐ ﺑﻮﺩﻥ ﺭﻭﻳﻜﺮﺩ ﻳﻜپﺎﺭچگﻲ 0 ﺍﻣﺘﻴﺎﺯ ﻭﻳژگﻲ ﻫﺎ ﻋﻨﺎﺻﺮ 5 01 51 02 52 03 53 04 54 05 55 06 56 07 57 08 58 09 59 001 %52 %05 %57 %001 ﺟﺎﺭﻱ ﺷﺪﻥ ﺟﺎﺭﻱ ﺳﺎﺯﻱ ﻧﻈﺎﻡﻣﻨﺪ ﺑﻮﺩﻥ 0 ﺍﻣﺘﻴﺎﺯ ﻭﻳژگﻲ ﻫﺎ ﻋﻨﺎﺻﺮ 5 01 51 02 52 03 53 04 54 05 55 06 56 07 57 08 58 09 59 001 %52 %05 %57 %001 ﺍﻧﺪﺍﺯﻩگﻴﺮﻱ ﺍﺭﺯﻳﺎﺑﻲ ﻭ ﺑﺎﺯﻧگﺮﻱ ﻳﺎﺩگﻴﺮﻱ ﺑﻬﺒﻮﺩ 0 ﻣﺠﻤﻮﻉ ﻛﻞ 5 01 51 02 52 03 53 04 54 05 55 06 56 07 57 08 58 09 59 001 0 01 51 02 52 03 53 04 54 05 55 06 56 07 57 08 58 09 59 001 5

ﻭﺍژگﺎﻥ ﻛﻠﻴﺪﻱ- ﻧﺘﺎﻳﺞ ﻭﻳژگﻲ ﻫﺎ: ﺭﻭﻧﺪﻫﺎ ﺍﻫﺪﺍﻑ ﻣﻘﺎﻳﺴﻪ ﻫﺎ ﻋﻠﺖ ﻫﺎ ﺩﺍﻣﻨﻪ ﻛﺎﺭﺑﺮﺩ گﺴﺘﺮﻩ ﺍﻣﺘﻴﺎﺯ )ﻛﺎﺭﺑﺮﺩ ﻭﻳژﻪ ﺑﺮﺍﻱ ﻫﺮ ﻭﻳژگﻲ( %0 %52 %05 %57 %001

: RADAR ﻧﺘﺎﻳﺞ ﺍﻣﺘﻴﺎﺯ ﻭﻳژگﻲ ﻫﺎ ﻋﻮﺍﻣﻞ %52 %05 %57 %001 ﺭﻭﻧﺪ ﺍﻫﺪﺍﻑ ﻧﺘﺎﻳﺞ ﻣﻘﺎﻳﺴﺎﺕ ﻋﻠﺖﻫﺎ 0 ﻋﻮﺍﻣﻞ ﺩﺍﻣﻨﻪ ﻛﺎﺭﺑﺮﺩ ﻣﺠﻤﻮﻉ ﻛﻞ ﺍﻣﺘﻴﺎﺯ ﻭﻳژگﻲ ﻫﺎ 5 01 51 02 52 03 53 04 54 05 55 06 56 07 57 08 58 09 59 001 %52 %05 %57 %001 0 5 01 51 02 52 03 53 04 54 05 55 06 56 07 57 08 58 09 59 001 0 01 51 02 52 03 53 04 54 05 55 06 56 07 57 08 58 09 59 001 5

ﺑﺎﺯﻧگﺮﻱ ﻣﻨﻄﻖ RADAR ﻛﺪﺍﻡ ؟ ؟ ﻛﺪﺍﻡ ﻛﻞ ﺳﺎﺯﻣﺎﻥ ؟ ﻛﺪﺍﻡﻣﻌﻴﺎﺭ ﻓﺮﻋﻲ ﻛﻞ ﻛﺪﺍﻡ ؟ چگﻮﻧﻪ ؟ ﺭﻭﻳﻜﺮﺩ چگﻮﻧﻪ؟ ﺳﺎﺯﻱ ﺟﺎﺭﻱ چگﻮﻧﻪ؟ ﺍﺭﺯﻳﺎﺑﻲ چگﻮﻧﻪ؟ ﺑﺎﺯﻧگﺮﻱ چگﻮﻧﻪ؟ چگﻮﻧﻪ؟ ﻛﺪﺍﻡ ؟ﺩﺍﻣﻨﻪ ﻛﺎﺭﺑﺮﺩ ﻛﺪﺍﻡ ؟ چگﻮﻧﻪ؟ ﻳﻜپﺎﺭچﻪ ﺍﺟﺮﺍ ﺷﺪﻩ ﺳﻴﺴﺘﻤﺎﺗﻴﻚ چگﻮﻧﻪ؟ گﻴﺮﻱ چگﻮﻧﻪ؟ ﺍﻧﺪﺍﺯﻩ چگﻮﻧﻪ ؟ ﻳﺎﺩگﻴﺮﻱ چگﻮﻧﻪ؟ ﺑﻬﺒﻮﺩ ﻛﺪﺍﻡ ؟ چگﻮﻧﻪ؟ ﺭﻭﻳﻜﺮﺩ چگﻮﻧﻪ؟ ﻛﺪﺍﻡ ؟ چگﻮﻧﻪ؟ ﺟﺎﺭﻱ ﺳﺎﺯﻱ چگﻮﻧﻪ؟ ﺍﺭﺯﻳﺎﺑﻲ ﻭ ﺑﺎﺯﻧگﺮﻱ چگﻮﻧﻪ؟ چگﻮﻧﻪ؟ ﻣﻌﻴﺎﺭ 5 -1 چگﻮﻧﻪ؟ ﻛﺪﺍﻡ ؟ ﺗﻮﺍﻧﻤﻨﺪﺳﺎﺯﻫﺎ چگﻮﻧﻪ؟ چگﻮﻧﻪ ؟ ﻣﻨﺎﺳﺐ چگﻮﻧﻪ؟ ﻛﺪﺍﻡ ﻛﻴﻔﻴﺖ؟ ﻧﺘﺎﻳﺞ ﻛﺪﺍﻡ ؟ ﻛﺪﺍﻡ ؟ ﻣﻌﻴﺎﺭ 9 -6 ﻛﺪﺍﻡ ؟ ﺭﻭﻧﺪﻫﺎ ﻛﺪﺍﻡ ؟ ﺍﻫﺪﺍﻑ ﻛﺪﺍﻡ ؟ ﻣﻘﺎﻳﺴﻪ ﻫﺎ ؟ ﻛﺪﺍﻡﻫﺎ ﻋﻠﺖ ﻛﺪﺍﻡ ؟ ﺳﺎﺯﻣﺎﻥ ﻛﺪﺍﻡ ؟ ﻣﻴﻌﺎﺭ ﻓﺮﻋﻲ ﻛﺪﺍﻡ ؟ چگﻮﻧﻪ؟

ﻓﺮﺍﻳﻨﺪ ﺍﺟﻤﺎﻉ

ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﺍﺟﻤﺎﻉ ﺍﻫﺪﺍﻑ: ﺍﻃﻤﻴﻨﺎﻥ ﺑﻪ ﺷﺮﻛﺖ ﻛﻨﻨﺪگﺎﻥ ﺩﺭ: ﺩﺭﻙ ﻛﺎﻣﻞ ﺍﻫﻤﻴﺖ ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﺍﺟﻤﺎﻉ ﻭ ﻓﺮﺍﻳﻨﺪ ﺍﺳﺘﻔﺎﺩﻩ ﺷﺪﻩ ﺩﺭ ﺩﺳﺘﻴﺎﺑﻲ ﻓﺮﺻﺘﻲ ﺑﺮﺍﻱ ﻳﺎﺩگﻴﺮﻱ, ﺗﻤﺮﻳﻦ ﻭ ﺑﻬﺒﻮﺩ- ﺗﻜﻨﻴﻚ ﻫﺎﻱ ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﺍﺟﻤﺎﻉ

ﻓﺮآﻴﻨﺪ ﺍﺟﻤﺎﻉ- ﺗﻌﺮﻳﻒ ﺩﺭ ﻓﺮآﻴﻨﺪ ﺍﺭﺯﻳﺎﺑﻲ ”ﺷﺒﻴﻪ ﺳﺎﺯﻱ ﺟﺎﻳﺰﻩ“ ﺍﺟﻤﺎﻉ ﻋﺒﺎﺭﺕ ﺍﺳﺖ ﺍﺯ: ﻳﻚ ﺍﺗﻔﺎﻕ ﻧﻈﺮ ﺗﻴﻤﻲ ﺩﺭ ﻧﻘﺎﻁ ﻗﻮﺕ, ﻓﺮﺻﺖ ﻫﺎﻳﻲ ﺑﺮﺍﻱ ﺑﻬﺒﻮﺩ ﻭ ﺑﺎﺯﺩﻳﺪ ﺍﺯ ﻣﺤﻞ ﺩﺭ ﻣﻮﺭﺩ ﻫﺮ ﻛﺪﺍﻡ ﺍﺯ ﺯﻳﺮ ﻣﻌﻴﺎﺭﻫﺎ ﻳﻚ )ﺑﺎﺯﺩﻳﺪ ﻗﺒﻠﻲ( ﺍﻣﺘﻴﺎﺯﻱ ﻛﻪ ﺑﺮ ﺍﺳﺎﺱ ﻧﻈﺮ ﺗﻴﻢ ﺑﺎﺷﺪ.

ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻧﺘﺎﻳﺞ ﺍﺟﻤﺎﻉ ﺷﻨﺎﺳﺎﻳﻲ ﻣﻮﺍﺭﺩ ﺑﺮ ﺟﺴﺘﻪ ﺩﺭ ﺑﺎﺯﺩﻳﺪ ﺍﺯ ﻣﺤﻞ ﻭﺭﻭﺩﻱ ﺑﺮﺍﻱ ﺑﻬﺒﻮﺩ گﺰﺍﺭﺷﺎﺕ ﺑﺎﺯﺧﻮﺭﺩﻱ

ﻓﺮآﻴﻨﺪ ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﺍﺟﻤﺎﻉ آﺮﺍﺀ )1( ﺍﻧﺠﺎﻡ ﺍﺭﺯﻳﺎﺑﻲ ﺗﻮﺳﻂ ﻫﺮ ﺍﺭﺯﻳﺎﺏ ﺍﺭﺳﺎﻝ ﻧﺴﺨﻪ ﺗﻜﻤﻴﻞ ﺷﺪﻩ ﻛﺘﺎﺑچﻪ ﺍﻣﺘﻴﺎﺯﺍﺕ ﺑﺮﺍﻱ ﺍﺭﺯﻳﺎﺏ ﺍﺭﺷﺪ ﺍﻳﺠﺎﺩ ﻓﻬﺮﺳﺖ ﻫﺎﻱ ﻳﻜپﺎﺭچﻪ ﻛﻠﻲ ﺗﻮﺳﻂ گﺮﻭﻩ چﺮﺧﺶ ﻣﻴﺎﻥ ﻛﻠﻴﻪ ﺍﻋﻀﺎﻱ گﺮﻭﻩ ﺟﻠﺴﻪ ﺑﺮﺍﻱ ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﺍﺟﻤﺎﻉ گﺮﻭﻩ

ﻓﺮآﻴﻨﺪ ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﺍﺟﻤﺎﻉ آﺮﺍﺀ )2( ﺗﻮﺍﻓﻖ: ﻧﻘﺎﻁ ﻗﻮﺕ, ﺣﻮﺯﻩ ﻫﺎ ﻭ ﻓﺮﺻﺖ ﻫﺎﻱ ﻗﺎﺑﻞ ﺑﻬﺒﻮﺩ, ﻣﻮﺍﺭﺩ ﺣﺎﺻﻞ ﺍﺯ ﺑﺎﺯﺩﻳﺪ ﺍﺯ ﻣﺤﻞ ﺑﺮﺍﻱ ﻫﺮ ﻣﻌﻴﺎﺭ ﻓﺮﻋﻲ ﺍﻣﺘﻴﺎﺯﺩﻫﻲ ﻣﺠﺪﺩ ﺑﻪ ﻫﺮ ﻣﻌﻴﺎﺭ ﻓﺮﻋﻲ گﺴﺘﺮﻩ < %52 ﻫﺪﺍﻳﺖ ﺑﺤﺚ ﺑﻪ ﻣﻨﻈﻮﺭ ﻛﺎﻫﺶ گﺴﺘﺮﻩ ﺗﻮﺳﻂ ﺍﺭﺯﻳﺎﺏ ﺍﺭﺷﺪ گﺴﺘﺮﻩ > %52 گﺴﺘﺮﻩ ﺍﻣﺘﻴﺎﺯ ﺍﺭﺯﻳﺎﺑﻲ ﺗﻴﻢ ﻛﺘﺎﺑچﻪ ﺍﺟﻤﺎﻉ ﺍﻣﺘﻴﺎﺯ ﺭﺍ ﻛﺎﻣﻞ ﻣﻲ ﻛﻨﺪ ﺩﺭ ﺻﻮﺭﺕ ﻧﻴﺎﺯ ﻃﺮﺡ ﺭﻳﺰﻱ ﺑﺎﺯﺩﻳﺪ ﺍﺯ ﻣﺤﻞ/ ﺗﻬﻴﻪ گﺰﺍﺭﺵ ﺑﺎﺯﺧﻮﺭﺩﻱ ﻣﺘﻮﺳﻂ ﺍﻣﺘﻴﺎﺯ

آﻤﺎﺩگﻲ ﺑﺮﺍﻱ ﺟﻠﺴﺎﺕ ﺍﺟﻤﺎﻉ ﺍﺭﺯﻳﺎﺏ ﺍﺭﺷﺪ ﻛﺘﺎﺑچﻪ ﻫﺎﻱ ﺗﻜﻤﻴﻞ ﺷﺪﻩ ﺭﺍ ﺍﺯ ﺗﻤﺎﻣﻲ ﺍﻋﻀﺎﻱ ﺗﻴﻢ ﺍﺭﺯﻳﺎﺑﻲ ﺩﺭﻳﺎﻓﺖ ﻣﻲ ﻧﻤﺎﻳﺪ. ﻧﻈﺮﺍﺕ ﻣﺮﺑﻮﻁ ﺑﻪ ﻫﺮ ﻛﺪﺍﻡ ﺍﺯ ﻣﻌﻴﺎﺭﻫﺎﻱ ﻓﺮﻋﻲ ﻣﻜﺘﻮﺏ ﻣﻲ ﺷﻮﺩ )ﺑﺼﻮﺭﺕ ﺩﺳﺘﻲ ﻳﺎ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ( ﻧﻈﺮﺍﺕ ﻣﺮﺑﻮﻁ ﺑﻪ ﻫﺮ ﻛﺪﺍﻡ ﺍﺯ ﻣﻌﻴﺎﺭﻫﺎﻱ ﻓﺮﻋﻲ ﺩﺭ ﻳﻚ ﻟﻴﺴﺖ ﺑﺼﻮﺭﺕ پﻴﺶ ﻧﻮﻳﺲ ﺍﺩﻏﺎﻡ ﻭ ﻳﻜپﺎﺭچﻪ ﻣﻲ ﺷﻮﻧﺪ. ﻧﺴﺨﻪ ﻫﺎﻱ ﻟﻴﺴﺖ ﻫﺎﻱ ﺍﺩﻏﺎﻡ ﺷﺪﻩ ﺑﻴﻦ ﺍﻋﻀﺎﻱ ﺗﻴﻢ گﺮﺩﺵ ﺩﺍﺭﺩ.

ﻧﻮﺳﺎﻥ ﺩﺭ ﺍﻣﺘﻴﺎﺯﻫﺎﻱ پﻴﺶ ﺍﺯ ﺍﺟﻤﺎﻉ ﻭﺟﻮﺩ ﻧﻮﺳﺎﻥ ﺑﻪ ﺩﻻﻳﻞ ﺯﻳﺮ ﺍﻣﺮﻱ ﻃﺒﻴﻌﻲ ﺍﺳﺖ: ﺍﻣﺘﻴﺎﺯﺩﻫﻲ, ﻋﻠﻤﻲ ﺩﻗﻴﻖ ﻧﻴﺴﺖ ﻣﻤﻜﻦ ﺍﺳﺖ ﺍﻣﺘﻴﺎﺯﺍﺕ ﺑﺮ ﺍﺳﺎﺱ ﻧﻘﺎﻁ ﻗﻮﺕ ﻭ ﻓﺮﺻﺖ ﻫﺎﻱ ﺑﻬﺒﻮﺩ ﺷﻨﺎﺳﺎﻳﻲ ﺷﺪﻩ ﻣﺨﺘﻠﻒ ﻭ ﺗﻔﺎﻭﺕ ﺩﺭ ﻣﻮﺍﺭﺩ ﺯﻳﺮ ﺑﺎﺷﻨﺪ: ﺩﺭﻙ ﻣﺪﻝ, ﻭ / ﻳﺎ ﺩﺭﻙ ﻣﻨﻄﻖ , RADAR ﻭ / ﻳﺎ ﺩﺭﻙ ﺳﺎﺯﻣﺎﻥ ﻣﻮﺭﺩ ﺍﺭﺯﻳﺎﺑﻲ ﻗﺮﺍﺭ گﺮﻓﺘﻪ

ﺍﺭﺗﺒﺎﻁ ﺑﻴﻦ ﻣﻌﻴﺎﺭ ﻭ ﻣﻌﻴﺎﺭ ﻓﺮﻋﻲ

ﺍﺭﺗﺒﺎﻁ ﻭ پﻴﺎﻣﺪ آﻦ ﺗﺎﺧﻴﺮ, ﺍﺧﺘﻼﻑ ﺯﻣﺎﻧﻲ ﺗﻮﺍﻧﻤﻨﺪﺳﺎﺯ ﻧﺘﻴﺠﻪ ﺍﻃﻼﻋﺎﺕ !!!! ) (A ﺭﻭﻳﻜﺮﺩ ) (D ﺟﺎﺭﻱ ﺳﺎﺯﻱ ) (AR ﺍﺭﺯﻳﺎﺑﻲ / ﺑﺎﺯﻧگﺮﻱ ﺍﻧﺪﺍﺯﻩ گﻴﺮﻱ ﻳﺎﺩگﻴﺮﻱ ﺑﻬﺒﻮﺩ

ﺍﺭﺗﺒﺎﻁ ﻭ پﻴﺎﻣﺪ آﻦ 6 b 6 a 7 b 7 a 9 a 8 b 8 a 9 b ﺷﺎﺧﺺ ﻫﺎﻱ ﺗﺄﺨﻴﺮﻱ ﺷﺎﺧﺺ ﻫﺎﻱ پﻴﺸﺮﻭ

ﺍﺭﺗﺒﺎﻁ ﻭ پﻴﺎﻣﺪ آﻦ 3 7 1 a, 1 c, 2, 5 e 6 4 a, 4 c, 4 d 8 1 c 9 ﻓﺮآﻴﻨﺪﻫﺎ ﺷﺮﺍﻛﺖ ﻫﺎ ﺍﻣﻮﺭﻣﺎﻟﻲ 9 b ﺍﺑﻨﻴﻪ, ﺗﺠﻬﻴﺰﺍﺕ ﻭ ﻏﻴﺮﻩ ﻓﻨﺎﻭﺭﻱ )ﺗﻜﻨﻮﻟﻮژﻲ( ﺩﺍﻧﺶ ﻭ ﺍﻃﻼﻋﺎﺕ 5 4 a 4 b 4 c 4 d 4 e

ﺳﻔﺮ ﺑﻪ ﺳﻮﻱ ﺳﺮآﻤﺪﻱ

ﺟﺎﺭﻱ ﺳﺎﺯﻱ ﺍﻫﺪﺍﻑ ﻭ ﺷﺎﺧﺺ ﻫﺎ ﺧﻮﺩﺍﺭﺯﻳﺎﺑﻲ ﻣﻄﺎﻟﻌﺎﺕ آﻤﻮﺯﺵ پﺎﻳﻪ )ﺑﺴﺘﺮ ﺳﺎﺯﻱ(

ﺗﻬﻴﻪ گﺰﺍﺭﺵ ﺑﺎﺯﺧﻮﺭﺩ

ﻣﻮﺿﻮﻋﺎﺕ ﺍﺻﻠﻲ - ﺍﻫﺪﺍﻑ ﺑﺪﺳﺖ آﻮﺭﺩﻥ ﻳﻚ ﺩﻳﺪ ﻫﻤﻪ ﺟﺎﻧﺒﻪ ﺍﺯ ﻋﻤﻠﻜﺮﺩ ﺳﺎﺯﻣﺎﻥ ﻓﺮﺍﻫﻢ آﻮﺭﺩﻥ ﺍﺳﺎﺳﻲ ﺑﺮﺍﻱ ﻣﺪﻳﺮﻳﺖ ﻓﻮﺭﻱ ﻭ ﺍﺟﺮﺍﻳﻲ ﺩﺭ گﺰﺍﺭﺷﻬﺎﻱ ﺑﺎﺯﺧﻮﺭﺩﻱ ﻛﻤﻚ ﺑﻪ ﺗﻤﺮﻛﺰ ﺑﺮ ﻣﺴﺎﺋﻞ ﻣﻬﻢ ﺩﺭ ﺑﺎﺯﺩﻳﺪ ﺍﺯ ﻣﺤﻞ

ﻣﻮﺿﻮﻋﺎﺕ ﺍﺻﻠﻲ - ﺗﻌﺮﻳﻒ ﻣﻮﺿﻮﻋﺎﺕ ﺑﻨﻴﺎﺩﻱ ﻛﻪ ﺍﺳﺎﺱ ﻋﻤﻠﻜﺮﺩ ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﺗﺸﻜﻴﻞ ﻣﻲ ﺩﻫﺪ ﻭ ﺑﺮ ﻣﺎﻫﻴﺖ ﻛﻠﻲ ﺍﺷﺎﺭﻩ ﺩﺍﺭﺩ ﻛﻪ ﺗﻴﻢ ﺍﺭﺯﻳﺎﺏ ﺧﻮﺍﻫﺎﻥ ﺑﺎﺯﺧﻮﺭﺩ ﺩﺍﺩﻥ ﺑﻪ ﺳﺎﺯﻣﺎﻥ ﺍﺳﺖ. ﺑﺮﺍﻱ ﻣﺜﺎﻝ: ﻓﺮﻫﻨگ ﻣﺤﻜﻤﻲ ﺩﺭ ﺳﺮآﻤﺪﻱ xxx ﻭﺟﻮﺩ ﺩﺍﺭﺩ ﻭ ﻣﺪﻳﺮﻳﺖ ﺍﺭﺷﺪ ﺗﻴﻢ ﻧﻘﺶ ﻳﻚ ﺍﻟگﻮ ﺭﺍ ﺑﺎﺯﻱ ﻣﻲ ﻛﻨﺪ ﺗﻤﺮﻛﺰ ﺑﺮ ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﻧﺘﺎﻳﺠﻲ ﺍﺳﺖ ﻛﻪ ﺑﺎﻋﺚ ﺭﺿﺎﻳﺖ ﺫﻳﻨﻔﻌﺎﻥ ﻣﻲ ﺷﻮﺩ ﻭ ﺍﻳﻦ ﻣﺴﺌﻠﻪ ﺑﻮﺿﻮﺡ ﺩﺭ ﺑﻬﺒﻮﺩ ﺍﺳﺘﺮﺍﺗژﻲ ﻭ ﻓﺮآﻴﻨﺪﻫﺎﻱ ﺍﻳﺠﺎﺩ ﻫﺪﻑ ﻧﺸﺎﻥ ﺩﺍﺩﻩ ﻣﻲ ﺷﻮﺩ. ﺟﺎﺭﻱ ﺳﺎﺯﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺩﺭ ﺍﺭﺗﺒﺎﻁ ﺭﻭﻳﻜﺮﺩﻫﺎ ﺩﺭ ﺑﺨﺶ ﻫﺎﻱ ﺗﺠﺎﺭﻱ ﻣﺨﺘﻠﻒ, ﺑﺴﻴﺎﺭ گﻮﻧﺎگﻮﻥ ﻭ ﻣﺘﻨﻮﻉ ﺑﻮﺩ.

ﺗﻬﻴﻪ ﻭ ﺗﺤﻮﻳﻞ گﺰﺍﺭﺷﺎﺕ ﺑﺎﺯﺧﻮﺭﺩﻱ ﺍﻫﺪﺍﻑ: ﺩﺭﻙ ﻛﺎﻣﻞ ﻫﺪﻑ ﻭ ﺍﻫﻤﻴﺖ گﺰﺍﺭﺷﺎﺕ ﺑﺎﺯﺧﻮﺭﺩﻱ ﺩﺭﻙ ﻭ ﺷﻨﺎﺧﺖ ﺳﺎﺧﺘﺎﺭ ﻭ ﻣﻀﻤﻮﻥ گﺰﺍﺭﺵ ﺑﺎﺧﻮﺭﺩﻱ ﻓﺮﺻﺘﻲ ﺑﺮﺍﻱ ﻳﺎﺩگﻴﺮﻱ, ﺗﻤﺮﻳﻦ ﻭ ﺑﻬﺒﻮﺩ ﻣﻬﺎﺭﺕ ﻫﺎﻱ ﺗﺪﻭﻳﻦ گﺰﺍﺭﺵ ﺑﺎﺯﺧﻮﺭﺩﻱ

ﻫﺪﻑ ﺍﺯ گﺰﺍﺭﺵ ﺑﺎﺯﺧﻮﺭﺩﻱ ﺗﺒﺎﺩﻝ ﺍﻃﻼﻋﺎﺕ ﺑﺎ ﺳﺎﺯﻣﺎﻥ ﻣﻮﺭﺩ ﺍﺭﺯﻳﺎﺑﻲ ﺩﺭ ﻳﺎﻓﺘﻪ ﻫﺎﻱ ﺣﺎﺻﻞ ﺍﺯ ﺍﺭﺯﻳﺎﺑﻲ ﺑﻪ ﻳﻚ ﺭﻭﺵ ﻛﺎﻣﻼ ﺳﺎﺧﺘﺎﺭ ﻳﺎﻓﺘﻪ ﻭ ﺷﻔﺎﻑ ﺗﺸﻮﻳﻖ ﺳﺎﺯﻣﺎﻥ ﺩﺭ ﺗﺤﻘﻖ ﺑﺨﺸﻴﺪﻥ ﺑﻪ ﺑﻬﺒﻮﺩ ﺍﺭﺍﺋﻪ ﺑﺎﺯﺧﻮﺭﺩ ﺍﺭﺯﺵ ﺍﻓﺰﺍ ﻛﻪ ﺟﻨﺒﻪ ﻫﺎﻱ ﻣﺜﺒﺖ ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﺩﺭ ﺍﻳﻨﻜﻪ ﻛﺪﺍﻣﻴﻚ ﺭﺍ ﺍﻳﺠﺎﺩ ﻭ ﻛﺪﺍﻣﻴﻚ ﻧﻴﺎﺯ ﺑﻪ ﺑﻬﺒﻮﺩ ﺩﺍﺭﻧﺪ ﺭﺍ ﺷﻨﺎﺳﺎﻳﻲ ﻣﻲ ﻧﻤﺎﻳﺪ ﺍﺯ ﻃﺮﻳﻖ ﺍﻣﺘﻴﺎﺯﺍﺕ, ﺍﻟگﻮﺑﺮﺩﺍﺭﻱ ﻣﻨﺎﺳﺐ پﻴﺸﻨﻬﺎﺩ ﻣﻲ گﺮﺩﺩ ﻛﻪ ﺩﺭ ﺍﻣﺮ ﻣﻘﺎﻳﺴﻪ ﻭ ﻳﺎﺩگﻴﺮﻱ ﺍﺯ ﺩﻳگﺮ ﺳﺎﺯﻣﺎﻥ ﻫﺎ ﻧﻘﺶ ﺗﺴﻬﻴﻞ ﻛﻨﻨﺪﻩ ﺩﺍﺭﺩ

ﻣﻀﻤﻮﻥ گﺰﺍﺭﺵ ﺑﺎﺯﺧﻮﺭﺩﻱ ﺷﺮﺡ ﻭ ﺗﻮﺻﻴﻒ ﻓﺮآﻴﻨﺪ ﺍﺭﺯﻳﺎﺑﻲ چﻜﻴﺪﻩ ﺍﺟﺮﺍﻳﻲ 2 ﻳﺎ 1 ﺻﻔﺤﻪ ﺍﻱ ﺑﺎﺯﺧﻮﺭﺩ ﻣﺸﺮﻭﺡ ﺑﺮﺍﻱ ﻫﺮ ﻣﻌﻴﺎﺭ ﻓﺮﻋﻲ ﺟﺪﻭﻝ ﺍﻣﺘﻴﺎﺯﺍﺕ ﺩﺭ ﻣﻮﺭﺩ: ﺩﺭﺻﺪﻱ ﺑﺮﺍﻱ ﻫﺮ ﻣﻌﻴﺎﺭ ﻓﺮﻋﻲ ﻭ ﻫﺮ ﻣﻌﻴﺎﺭ ﻛﻠﻲ ﻭﺯﻥ ﺧﺎﻟﺺ ﻛﻞ ﺑﺮﺍﻱ ﻫﺮ ﻣﻌﻴﺎﺭ ﻭ ﺑﺮﺍﻱ ﻛﻞ ﺳﺎﺯﻣﺎﻥ

ﺷﺮﺡ ﻭ ﺗﻮﺻﻴﻒ ﻓﺮﺍﻳﻨﺪ ﺍﺭﺯﻳﺎﺑﻲ ﺷﺎﻣﻞ: ﺍﺳﺘﻘﺮﺍﺭ ﺗﻴﻢ ﺍﺭﺯﻳﺎﺏ ﻓﺮآﻴﻨﺪ ﺍﺭﺯﻳﺎﺑﻲ ﻣﺠﺰﺍﺀ ﻓﺮآﻴﻨﺪ ﺍﺩﻏﺎﻡ ﻭ ﻳﻜپﺎﺭچﻪ ﺳﺎﺯﻱ ﻓﺮآﻴﻨﺪ ﺍﺟﻤﺎﻉ ﻓﺮآﻴﻨﺪ ﻃﺮﺡ ﺭﻳﺰﻱ ﺑﺎﺯﺩﻳﺪ ﺍﺯ ﻣﺤﻞ ﻓﺮآﻴﻨﺪ ﻋﻤﻠﻴﺎﺕ ﺑﺎﺯﺩﻳﺪ ﻓﺮآﻴﻨﺪ ﺗﻬﻴﻪ گﺰﺍﺭﺵ ﺑﺎﺯﺧﻮﺭﺩﻱ چﺎﺭچﻮﺏ ﺯﻣﺎﻧﻲ

چﻜﻴﺪﻩ ﺍﺟﺮﺍﻳﻲ 1 ﻳﺎ 2 ﺻﻔﺤﻪ ﺩﺭ گﺰﺍﺭﺵ ﺑﺎﺯﺧﻮﺭﺩﻱ چﻜﻴﺪﻩ ﻳﺎﻓﺘﻪ ﻫﺎﻱ ﺣﺎﺻﻞ ﺍﺯ ﺗﻴﻢ ﺍﺭﺯﻳﺎﺑﻲ ﺑﺮ ﺍﺳﺎﺱ ﻣﻮﺿﻮﻋﺎﺕ ﺍﺻﻠﻲ ﻣﻮﺭﺩ ﺍﺳﺘﻔﺎﺩﻩ ﺑﺮﺍﻱ ﺗﻴﻢ ﺍﺟﺮﺍﻱ )ﻣﺪﻳﺮﻳﺖ( ﺳﺎﺯﻣﺎﻥ ﺗﺸﻮﻳﻖ ﺑﻪ ﻣﻄﺎﻟﻌﻪ ﻣﺸﺮﻭﺡ ﺗﺮ

ﺑﺎﺯﺧﻮﺭﺩ ﻣﺸﺮﻭﺡ ﺑﺮﺍﻱ ﻫﺮ ﻣﻌﻴﺎﺭ ﻓﺮﻋﻲ: ﻧﻘﺎﻁ ﻗﻮﺕ ﻓﺮﺻﺖ ﻫﺎﻳﻲ ﺑﺮﺍﻱ ﺑﻬﺒﻮﺩ

ﺭﻫﻨﻤﻮﺩﻱ ﺑﺮ آﻤﺎﺩﻩ ﺳﺎﺯﻱ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺑﺎﺯﺧﻮﺭﺩ ﻣﺸﺮﻭﺡ ﺑﻪ ﻣﻨﻈﻮﺭ ﺗﻤﺮﻛﺰ ﺑﺮ ﻧﻘﺎﻁ ﻗﻮﺕ ﻭ ﻓﺮﺻﺖ ﻫﺎﻱ ﺑﻬﺒﻮﺩ ﻛﻪ ﺑﺼﻮﺭﺕ ﺗﻘﺮﻳﺒﻲ ﺑﺮ ﺍﺳﺎﺱ ﺍﻫﻤﻴﺖ ﻓﻬﺮﺳﺖ ﻣﻲ ﺷﻮﻧﺪ ﺳﺎﺯگﺎﺭ ﺑﻮﺩﻥ ﺑﺎ ﺍﻣﺘﻴﺎﺯ ﺩﻫﻲ )ﻣﻌﻴﺎﺭ ﻓﺮﻋﻲ ﺑﺎ ﺍﻣﺘﻴﺎﺯ ﺑﺎﻻ ﻣﻌﻤﻮﻻ چﻨﺪﻳﻦ ﻧﻘﻄﻪ ﻗﻮﺕ ﻭ ﺗﻌﺪﺍﺩ ﻛﻤﻲ ﻓﺮﺻﺖ ﺑﺮﺍﻱ ﺑﻬﺒﻮﺩ ﺩﺍﺭﺩ ﻭ ﺑﺮﻋﻜﺲ( ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻋﺒﺎﺭﺍﺗﻲ ﻛﻪ ﺗﻮﺻﻴﻪ ﻫﺎ ﺭﺍ ﺑﻪ ﺣﻮﺯﻩ ﻫﺎﻱ ﻣﺮﺗﺒﻂ ﺑﺎ ﻣﺴﺘﻨﺪﺍﺕ, ﻣﻌﻴﺎﺭﻫﺎ ﻭ ﻛﺎﺭﺕ ﺍﻣﺘﻴﺎﺯ ﻣﺘﺼﻞ ﻧﻤﺎﻳﺪ. ﺍﻃﻤﻴﻨﺎﻥ ﺣﺎﺻﻞ ﻧﻤﺎﻳﻴﺪ ﻛﻪ ﺍﻇﻬﺎﺭﺍﺕ ﺩﻗﻴﻖ ﻭ ﻗﺎﺑﻞ ﺩﺭﻙ ﺑﺮﺍﻱ ﺳﺎﺯﻣﺎﻥ ﺧﻮﺍﻫﻨﺪ ﺑﻮﺩ. پﺮﻫﻴﺰ ﺍﺯ ﻣﺸﺎﻭﺭﻩ ﺩﺍﺩﻥ

ﺑﻴﺎﻥ ﻧﻘﺎﻁ ﻗﻮﺕ ﺑﻪ ﺍﻧﺪﺍﺯﻩ ﻛﺎﻓﻲ ﺭﻭﻳﻜﺮﺩ ﺗﻮﺳﻂ CRF ﻣﻮﺭﺩ ﺑﺎﺯﻧگﺮﻱ ﺳﺎﻻﻧﻪ ﻗﺮﺍﺭ گﺮﻓﺘﻪ ﻭ ﺗﻐﻴﻴﺮﺍﺗﻲ ﺩﺭ آﻦ ﺣﺎﺻﻞ ﻣﻲ گﺮﺩﺩ )ﻣﺜﻞ ﺩﻓﺎﺗﺮ ﻃﺮﺡ ﻭ ﺑﺮﻧﺎﻣﻪ ﺑﺎﺯ, ﻣﻘﺎﻻﺕ ﻭ ﺟﻠﺴﺎﺕ ﻧﺎﻫﺎﺭ ﻫﻔﺘگﻲ ﻭ ﻣﺎﻫﺎﻧﻪ. . . ( ﺍﺗﺼﺎﻝ ﻭﺍﺿﺤﻲ ﺑﻴﻦ ﻧﺘﺎﻳﺞ ﺣﺎﺻﻞ ﺍﺯ ﺗﺒﺎﺩﻝ ﻧﻈﺮﺍﺕ ﺑﻬﺒﻮﺩ ﺍﺳﺘﺮﺍﺗژﻲ ﻭ ﺍﻫﺪﺍﻑ ﺩﺭ ﻛﺎﺭﺕ ﺍﻣﺘﻴﺎﺯ ﻣﺘﻮﺍﺯﻥ SMT ﻭﺟﻮﺩ ﺩﺍﺭﺩ. Natwon ﺳﻴﺴﺘﻢ ﻫﺎﻳﺸﺎﻥ ﺭﺍ ﺑﺎ ﺗﻤﺎﻣﻲ ﻣﺸﺘﺮﻳﺎﻥ ﻣﺮﺗﺒﻂ ﺑﺎ ﻓﺮآﻴﻨﺪﺷﺎﻥ, ﻳﻜپﺎﺭچگﻲ ﺩﺍﺩﻩ ﻫﺎﻱ ﻣﺸﺘﺮﻱ ﺍﻃﻼﻋﺎﺕ ﻣﺤﺼﻮﻝ ﻭ ﺭﺍﺑﻄﻪ ﻫﺎﻱ ﻓﺮﻭﺵ ﺩﺭ چﺎﺭچﻮﺏ ﺗﻜﻨﻮﻟﻮژﻲ ﻭﺍﺣﺪ ﻫﻢ ﺭﺍﺳﺘﺎ ﻧﻤﻮﺩﻩ ﺍﺳﺖ. ﺑﻨﺎ ﺑﻪ ﻧﺘﺎﻳﺞ ﺗﻬﻴﻪ ﺷﺪﻩ ﻫﻤگﻲ ﺭﻭﻧﺪ ﺳﻪ ﺳﺎﻟﻪ ﺛﺒﺖ ﺩﺍﺷﺘﻪ ﺍﻧﺪ. 05% ﻫﺪﻑ گﺬﺍﺭﻱ ﺷﺪﻩ ﺑﻮﺩﻧﺪ ﻛﻪ ﻳﺎ ﺑﻪ ﺍﻫﺪﺍﻑ ﺭﺳﻴﺪﻩ ﺍﻧﺪ ﻳﺎ ﺑﻬﺘﺮ ﺍﺯ آﻦ ﻋﻤﻞ ﻧﻤﻮﺩﻩ ﺍﻧﺪ. ﻧﺸﺎﻥ ﻣﻴﺪﻫﺪ ﻛﻪ 04% ﺍﻟگﻮﺑﺮﺩﺍﺭﻱ ﺩﺳﺖ ﻳﺎﻓﺘﻪ ﻳﺎ ﻓﺮﺍﺗﺮ ﺍﺯ آﻦ ﺭﻓﺘﻪ ﺍﻧﺪ ﻭ ﻫﻤگﻲ ﺩﺭ ﺭﺍﺳﺘﺎﻱ ﺭﻭﻳﻜﺮﺩﻫﺎ ﺑﻮﺩﻩ ﺍﻧﺪ.

ﺑﻴﺎﻥ ﻛﺎﻓﻲ ﻓﺮﺻﺖ ﻫﺎﻳﻲ ﺑﺮﺍﻱ ﺑﻬﺒﻮﺩ ﻣﺸﺎﺭﻛﺖ ﺗﻴﻢ ﻣﺪﻳﺮﻳﺖ ﺍﺭﺷﺪ ﺩﺭ ﺑﻬﺒﻮﺩ ﻓﻌﺎﻟﻴﺘﻬﺎ, ﺣﺪﻭﺩ ﺭﺍ ﻧﻤﺎﻳﺎﻥ ﻣﻲ ﺳﺎﺯﺩ ﻛﻪ گﻮﺍﻫﻲ ﺍﺳﺖ ﺑﺮ ﻫﻤﺒﺴﺘگﻲ ﺑﺎ ﺭﻭﻳﻜﺮﺩ ﺳﺎﺯﻣﺎﻥ ﺷﻮﺍﻫﺪﻱ ﻣﺒﺘﻨﻲ ﺑﺮ پﺸﺘﻴﺒﺎﻧﻲ ﺳﻴﺴﺘﻢ ﺟﻤﻊ آﻮﺭﻱ ﺩﺍﺩﻩ ﻫﺎﻱ ﺳﺎﻻﻧﻪ ؟ ﺗﻮﺻﻴﻒ ﺭﻭﻳﻜﺮﺩ ﺑﻬﺒﻮﺩ ﻣﺤﺼﻮﻝ ﺗﻨﻬﺎ ﺑﺮ ﻣﺸﺘﺮﻳﺎﻥ ﻣﻮﺟﻮﺩ ﺗﻤﺮﻛﺰ ﺩﺍﺭﺩ ﻛﻪ ﻫﻴچ گﻮﻧﻪ ﺷﻮﺍﻫﺪﻱ ﺑﺮ چگﻮﻧگﻲ ﻧﻴﺎﺯﻫﺎﻱ ﺑﺎﻟﻘﻮﻩ ﻣﺸﺘﺮﻳﺎﻥ ﺷﻨﺎﺧﺘﻪ ﺷﺪﻩ ﻭﺟﻮﺩ ﻧﺪﺍﺭﺩ. ﻧﺘﺎﻳﺠﻲ ﻣﺒﻨﻲ ﺑﺮ ﺷﻨﺎﺧﺖ ﺳﻄﻮﺡ, ﺣﺠﻢ آﻤﻮﺯﺷﻲ ﻭ ﺍﻳﺪﻩ ﻫﺎﻱ ﻧﻮ ﺍﺭﺍﺋﻪ ﻧﺸﺪﻩ ﺩﺭ ﺣﺎﻟﻴﻜﻪ ﺗﻤﺎﻣﻲ ﺍﻳﻦ ﻣﻮﺍﺭﺩ ﺑﻌﻨﻮﺍﻥ ﻣﻼﺣﻈﺎﺕ ﺭﻭﻳﻜﺮﺩﻫﺎﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺍﺳﺖ )ﻣﻌﻴﺎﺭ 3( ﻳﻚ ﺗﻌﺪﺍﺩ ﺍﺯ ﻧﺘﺎﻳﺞ, ﺍﻫﺪﺍﻓﻲ ﺭﺍ ﻧﺸﺎﻥ ﻣﻲ ﺩﻫﺪ ﻛﻪ ؟

ﻣﺜﺎﻝ ﻫﺎﻳﻲ ﺍﺯ ﻧﻘﺎﻁ ﻗﻮﺕ ﻭ ﻓﺮﺻﺖ ﻫﺎﻳﻲ ﺑﺮﺍﻱ ﺑﻬﺒﻮﺩﻫﺎﻱ ﺟﺎﻣﻊ )ﻓﺮﺍگﻴﺮ( ﺍﺗﺼﺎﻝ ﺑﻴﻦ ﻋﻤﻠﻜﺮﺩ ﻭ پﺎﺩﺍﺵ چﻴﺴﺖ؟ ﻣﺴﺘﻨﺪﺍﺕ ﺑﺨﻮﺑﻲ ﺗﺪﻭﻳﻦ ﻭ ﻗﺎﺑﻞ ﺩﺭﻙ ﻧﻴﺴﺖ. ﻣﻄﺎﻟﻌﺎﺕ ﺩﺭ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺑﺎﻳﺴﺘﻲ ﺍﻧﺠﺎﻡ ﻭ ﻣﺪﺍﻭﻡ ﺑﺎﺷﺪ. ﺗﻨﻬﺎ 4 ﺍﻳﺪﻩ ﺟﺪﻳﺪ ﺑﺮﺍﻱ ﻫﺮ ﻛﺎﺭﻣﻨﺪ ﺧﻴﻠﻲ پﺎﻳﻴﻦ ﻣﻲ ﺑﺎﺷﺪ. ﺷﺮﻛﺖ ﻫﺰﻳﻨﻪ ﻛﻴﻔﻴﺖ ﺭﺍ ﺍﻧﺪﺍﺯﻩ گﻴﺮﻱ ﻧﻤﻲ ﻛﻨﺪ.

ﺑﺎﺯﺧﻮﺭﺩ ﺍﺯ ﺳﺎﺯﻣﺎﻥﻫﺎ Ë گﺰﺍﺭﺵﺩﻫﻲ ﻭ ﺍﻣﺘﻴﺎﺯﺍﺕ ﻣﻌﻴﺎﺭﻫﺎﻱ ﻓﺮﻋﻲ ﺑﺴﻴﺎﺭ ﺳﻮﺩﻣﻨﺪ ﻣﻲﺑﺎﺷﺪ. Ë ﺩﺭﻳﺎﻓﺖ ﺑﺎﺯﺧﻮﺭﺩ ﺑﺼﻮﺭﺕ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ ﺑﺴﻴﺎﺭ ﺳﻮﺩﻣﻨﺪ ﻣﻲﺑﺎﺷﺪ. Ë ﺷﻔﺎﻑ, ﺳﺎﺧﺘﺎﺭ ﻣﻨﺎﺳﺐ ﻭ ﺩﺭﻙ آﺴﺎﻥ ﻧﺎﺳﺎﺯگﺎﺭﻱ ﺑﺎ گﺰﺍﺭﺷﺎﺕ پﻴﺸﻴﻦ ﺑﺎﺯﺧﻮﺭﺩﻱ ﻳﺎ ﺑﺮﺩﺍﺷﺖ ﺧﻮﺩ ﺳﺎﺯﻣﺎﻥ ﺍﻫﻤﻴﺖ ﻫﺮ ﺑﺨﺶ ﺍﺯ ﺑﺎﺯﺧﻮﺭﺩ آﺸﻜﺎﺭ ﻧﻴﺴﺖ - ﺩﺭ گﺰﺍﺭﺵ ﺑﺎﺯﺧﻮﺭﺩﻱ ﺑﺮﺧﻲ ﺍﺯ ﺧﻄﺎﻫﺎﻱ ﻭﺍﺿﺢ ﺍﺯ ﺳﻮﻱ ﺍﺭﺯﻳﺎﺑﺎﻥ ﻣﻲ ﺗﻮﺍﻥ ﺩﻳﺪ.

ﺧﻮﺩﺍﺭﺯﻳﺎﺑﻲ

ﻣﻔﻬﻮﻡ ﺧﻮﺩ ﺍﺭﺯﻳﺎﺑﻲ ﺧﻮﺩﺍﺭﺯﻳﺎﺑﻲ ﻳﻚ ﺑﺎﺯﻧگﺮﻱ ﻣﻨﻈﻢ, ﺳﻴﺴﺘﻤﺎﺗﻴﻚ ﻭ ﺟﺎﻣﻊ ﺍﺯ ﻓﻌﺎﻟﻴﺖﻫﺎﻱ ﺳﺎﺯﻣﺎﻥ ﻭ ﻧﺘﺎﻳﺞ آﻦ ﺑﺮ ﺍﺳﺎﺱ ﻳﻚ ﻣﺪﻝ ﺗﻌﺎﻟﻲ ﺳﺎﺯﻣﺎﻥ ﻣﺎﻧﻨﺪ ﻣﺪﻝ EFQM ﺍﺳﺖ. ﻓﺮﺍﻳﻨﺪ ﺧﻮﺩﺍﺭﺯﻳﺎﺑﻲ ﺑﻪ ﺳﺎﺯﻣﺎﻥ ﺍﺟﺎﺯﻩ ﻣﻲﺩﻫﺪ ﺑﻄﻮﺭ ﺷﻔﺎﻑ ﻧﻘﺎﻁ ﻗﻮﺕ ﻭ ﻧﻴﺰ ﺣﻮﺯﻩﻫﺎﻱ ﻧﻴﺎﺯﻣﻨﺪ ﺑﻬﺒﻮﺩ ﺭﺍ ﺷﻨﺎﺳﺎﻳﻲ ﻧﻤﺎﻳﺪ.

ﻣﺰﺍﻳﺎﻱ ﺧﻮﺩ ﺍﺭﺯﻳﺎﺑﻲ ﻧﻘﺎﻁ ﻗﻮﺕ ﺳﺎﺯﻣﺎﻥ ﻭ ﺣﻮﺯﻩﻫﺎﻱ ﻧﻴﺎﺯﻣﻨﺪ ﺑﻬﺒﻮﺩ ﺷﻨﺎﺳﺎﻳﻲ ﻣﻲگﺮﺩﻧﺪ. ﻣﻨﺠﺮ ﺑﻪ ﺷﻨﺎﺧﺖ ﺩﻗﻴﻖﺗﺮﻱ ﺍﺯ ﺳﺎﺯﻣﺎﻥ ﻣﻲگﺮﺩﺩ. ﻛﺎﺭﻛﻨﺎﻥ ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﺩﺭ ﺗﻤﺎﻣﻲ ﺳﻄﻮﺡ ﺩﺭ ﻓﺮﺍﻳﻨﺪﻫﺎﻱ ﺑﻬﺒﻮﺩ ﺩﺭگﻴﺮ ﻣﻲﻛﻨﺪ. ﻳﻚ ﺯﺑﺎﻥ ﻣﺸﺘﺮﻙ ﻭ چﺎﺭچﻮﺏ ﻣﻔﻬﻮﻣﻲ ﺩﺭ ﺷﻴﻮﻩ ﻣﺪﻳﺮﻳﺖ ﻭ ﺍﻧﺠﺎﻡ ﺑﻬﺒﻮﺩﻫﺎ ﺩﺭ ﺳﺎﺯﻣﺎﻥ ﺍﻳﺠﺎﺩ ﻣﻲﻛﻨﺪ. ﺗﺠﺎﺭﺏ ﻣﻔﻴﺪ ﺭﺍ ﺩﺭ ﺳﺎﺯﻣﺎﻥ ﺷﻨﺎﺳﺎﻳﻲ ﻛﺮﺩﻩ ﻭ ﺍﺷﺎﻋﻪ ﻣﻲﺩﻫﺪ. ﺑﺎ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻣﺠﻤﻮﻋﻪﺍﻱ ﺍﺯ ﻣﻌﻴﺎﺭﻫﺎﻱ ﻓﺮﺍگﻴﺮ, ﺍﻣﻜﺎﻥ ﻣﻘﺎﻳﺴﻪ ﺑﺎ ﺩﻳگﺮ ﺳﺎﺯﻣﺎﻥﻫﺎ ﺭﺍ ﺗﺴﻬﻴﻞ ﻣﻲﻛﻨﺪ.

ﻓﺮآﻴﻨﺪ ﺧﻮﺩ ﺍﺭﺯﻳﺎﺑﻲ ﺍﻳﺠﺎﺩ ﺗﻌﻬﺪ ﻧﺴﺒﺖ ﺑﻪ ﺍﻧﺠﺎﻡ ﺧﻮﺩﺍﺭﺯﻳﺎﺑﻲ ﻃﺮﺡﺭﻳﺰﻱ ﺧﻮﺩﺍﺭﺯﻳﺎﺑﻲ ﺗﺸﻜﻴﻞ ﺗﻴﻢﻫﺎﻱ ﺧﻮﺩﺍﺭﺯﻳﺎﺑﻲ ﻭ آﻤﻮﺯﺵ آﻨﻬﺎ ﺍﻃﻼﻉ ﺭﺳﺎﻧﻲ ﻭ ﺗﺮﻭﻳﺞ ﺑﺮﻧﺎﻣﻪ ﺧﻮﺩﺍﺭﺯﻳﺎﺑﻲ ﺍﻧﺠﺎﻡ ﺧﻮﺩﺍﺭﺯﻳﺎﺑﻲ ﺗﻬﻴﺔ ﺑﺮﻧﺎﻣﺔ ﺍﻗﺪﺍﻣﺎﺕ ﺍﻧﺠﺎﻡ ﺍﻗﺪﺍﻣﺎﺕ ﺑﺮﺭﺳﻲ ﺭﻭﻧﺪ پﻴﺸﺘﺮﻓﺖ

ﺭﻭﺵﻫﺎﻱ ﺧﻮﺩ ﺍﺭﺯﻳﺎﺑﻲ 1( پﺮﺳﺶﻧﺎﻣﻪﺍﻱ ) (Questionnaire 2( ﻛﺎﺭگﺎﻫﻲ ) (Workshop 3( ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ پﺮﻭﻓﺮﻣﺎ ) (Pro Forma 4( ﺷﺒﻴﻪﺳﺎﺯﻱ ﻓﺮآﻴﻨﺪ ﺍﺧﺬ ﺟﺎﻳﺰﻩ )) Award Simulation

ﻣﻌﻴﺎﺭﻫﺎﻱ ﺍﻧﺘﺨﺎﺏ ﺧﻮﺩﺍﺭﺯﻳﺎﺑﻲ- ﺗﻔﺎﻭﺕﻫﺎﻱ ﻣﻮﺷﻜﺎﻓﻲ ﻭ ﺷﻮﺍﻫﺪ / ﻧﻈﺮﺍﺕ ﻣﺒﺘﻨﻲ ﺑﺮ ﺷﻮﺍﻫﺪ ﺷﺒﻴﻪﺳﺎﺯﻱ ﺟﺎﻳﺰﻩ پﺮﻭﻓﺮﻣﺎ ﺩﻗﺖ ﺯﻳﺎﺩ ﻛﺎﺭگﺎﻩ ﺧﻮﺩ ﺍﺭﺯﻳﺎﺑﻲ ﺩﻗﺖ ﻛﻢ پﺮﺳﺸﻨﺎﻣﻪ ﻣﺒﺘﻨﻲ ﺑﺮ ﻧﻈﺮﺍﺕ

ﻣﻌﻴﺎﺭﻫﺎﻱ ﺍﻧﺘﺨﺎﺏ ﺧﻮﺩ ﺍﺭﺯﻳﺎﺑﻲ – ﺗﻔﺎﻭﺕﻫﺎﻱ ﺑﻠﻮﻍ / ﺗﻼﺵ پﺮﺳﺸﻨﺎﻣﻪ ﺷﺒﻴﻪﺳﺎﺯﻱ ﺟﺎﻳﺰﻩ ﻳﺎ ﻛﺎﺭﺑﺮﺩ ﺟﺎﻳﺰﻩ پﺮﻭﻓﺮﻣﺎ ﺿﻤﻦ ﺗﻐﻴﻴﺮ ﻫﻤﺘﺎﻳﺎﻥ ﻛﺎﺭگﺎﻩ ﺧﻮﺩﺍﺭﺯﻳﺎﺑﻲ ﺷﺒﻴﻪﺳﺎﺯﻱ ﺟﺎﻳﺰﻩ ﺩﺭ ﻳﻚ ﻭﺍﺣﺪ )آﻤﻮﺯﺷﻲ( پﺮﻭﻓﺮﻣﺎ پﺮﺳﺸﻨﺎﻣﻪ ﻭ ﻛﺎﺭگﺎﻩ ﺧﻮﺩﺍﺭﺯﻳﺎﺑﻲ پﺮﺳﺸﻨﺎﻣﻪ ﺍﺧﺘﺼﺎﺻﻲ ﻛﺎﺭگﺎﻩ ﺧﻮﺩﺍﺭﺯﻳﺎﺑﻲ ﺗﻼﺵ ﺯﻳﺎﺩ پﺮﺳﺸﻨﺎﻣﻪ ﺩﻗﻴﻘﺘﺮ پﺮﺳﺸﻨﺎﻣﻪ ﻣﻘﺪﻣﺎﺗﻲ ﺗﻼﺵ ﻣﺘﻮﺳﻂ ﺗﻼﺵ ﻛﻢ ﺳﺎﺯﻣﺎﻥ ﺑﺎﻟﻎ ﺩﺭ ﻣﺴﻴﺮ ﺣﺮﻛﺖ آﻐﺎﺯ ﺳﻔﺮ ﺑﻪ ﺳﻮﻱ ﺳﺮآﻤﺪ

ﺧﻮﺩ ﺍﺭﺯﻳﺎﺑﻲ ﻭ ﻣﻨﺤﻨﻲ ﻣﺘﻐﻴﺮ

ﺗﻜﻨﻴﻚ پﺮﺳﺸﻨﺎﻣﻪ - ﻓﺮآﻴﻨﺪ پﺮﺳﺸﻨﺎﻣﻪ ﻭگﺮﻭﻩ ﻧﻤﻮﻧﻪ ﺭﺍ ﺍﻧﺘﺨﺎﺏ ﻛﻨﻴﺪ ﺗﻮﺿﻴﺢ ﻣﺨﺘﺼﺮﻱ ﺑﻪ ﺍﻓﺮﺍﺩ ﺑﺪﻫﻴﺪ ﺗﺎ ﺑﺘﻮﺍﻧﻨﺪ پﺮﺳﺸﻨﺎﻣﻪ ﺭﺍ ﺗﻜﻤﻴﻞ ﻛﻨﻨﺪ پﺎﺳﺦﻫﺎ ﺭﺍ ﺑﻪ ﻣﻨﻈﻮﺭ ﺷﻨﺎﺳﺎﻳﻲ ﺍﻣﺘﻴﺎﺯﺍﺕ ﻛﻢ ﻭ ﺯﻳﺎﺩ ﺟﻤﻊآﻮﺭﻱ ﻭ ﺗﺤﻠﻴﻞ ﻛﻨﻴﺪ ﻋﻠﻞ ﺍﻣﺘﻴﺎﺯﺍﺕ ﻳﺎ ﻧﺘﺎﻳﺞ ﻛﻢ / ﺯﻳﺎﺩ/ ﻏﻴﺮ ﻋﺎﺩﻱ ﺭﺍ ﺑﻴﺎﺑﻴﺪ ﻳﺎﻓﺘﻪﻫﺎ ﺭﺍ ﺍﺭﺍﺋﻪ گﺮﻭﻩ ﻭ ﺑﺮﻧﺎﻣﻪ ﺍﻗﺪﺍﻣﺎﺕ ﺍﻳﺠﺎﺩ ﺑﻬﺒﻮﺩ ﺭﺍ ﺍﻭﻟﻮﻳﺖﺑﻨﺪﻱ ﻭ ﺗﻬﻴﻪ ﻧﻤﺎﻳﻴﺪ

پﺮﺳﺸﻨﺎﻣﻪ – ﺍﻣﺘﻴﺎﺯﺩﻫﻲ ﻓﺮﺩﻱ #1 D C B A آﻴﺎ ﺑﺮﻧﺎﻣﻪ ﺑﺮﺍﻱ ﻛﺎﺭﻛﻨﺎﻥ )ﻣﺜﻼ ﺑﻪ ﻛﺎﺭگﻴﺮﻱ، آﻤﻮﺯﺵ، ﺍﺭﺗﻘﺎﺀ( ﻣﺴﺘﻘﻴﻤ ﺍﺯ ﻧﻴﺎﺯﻣﻨﺪﻱﻫﺎﻱ ﺑﺮﻧﺎﻣﻪﻫﺎﻱ ﺍﺳﺘﺮﺍﺗژﻴﻚ ﻭ ﺍﻫﺪﺍﻑ ﻣﺸﺘﻖ ﺷﺪﻩ ﺍﺳﺖ ﻭ ﻣﻲﺗﻮﺍﻧﺪ ﻣﻮﺟﺐ ﺍﻃﻤﻴﻨﺎﻥ ﺍﺯ ﺗﺤﻘﻖ ﺑﺮﻧﺎﻣﻪﻫﺎ ﻭ ﺍﻫﺪﺍﻑ ﺷﻮﺩ؟ آﻴﺎ ﺳﺎﺯﻣﺎﻥ ﺍﻃﻤﻴﻨﺎﻥ ﺣﺎﺻﻞ ﻣﻲﻛﻨﺪ ﺍﻓﺮﺍﺩﻱ ﻛﻪ ﺑﻪ ﺍﺳﺘﺨﺪﺍﻡ ﺩﺭآﻮﺭﺩﻩ ﺍﺳﺖ ﺑﺎ ﺍﺭﺯﺵﻫﺎﻱ ﺳﺎﺯﻣﺎﻥ ﻣﻨﻄﺒﻖ ﺑﻮﺩﻩ ﻭ ﻓﺮآﻴﻨﺪ ﺍﺭﺯﺷﻴﺎﺑﻲ )ﻛﻪ ﻛﺎﺭﻛﻨﺎﻥ ﺑﺪﺍﻥ ﻣﻌﺘﻘﺪﻧﺪ( ﺑﺮﺍﻱ ﻫﻤﺴﻮ ﻛﺮﺩﻥ ﺍﻫﺪﺍﻑ ﻭ آﻤﻮﺯﺵﻫﺎﻱ ﻓﺮﺩﻱ ﺑﺎ ﻧﻴﺎﺯﻣﻨﺪﻱﻫﺎﻱ ﺳﺎﺯﻣﺎﻧﻲ ﻭﺟﻮﺩ ﺩﺍﺭﺩ؟ آﻴﺎ ﺳﺎﺯﻣﺎﻥ ﺷﻤﺎ ﻓﺮآﻴﻨﺪﻱ ﺑﺮﺍﻱ ﻣﺸﺎﺭﻛﺖ ﻛﻠﻴﻪ ﻛﺎﺭﻛﻨﺎﻥ ﺩﺭ ﺍﻳﺠﺎﺩ ﺑﻬﺒﻮﺩ ﺩﺍﺭﺩ ﻭ آﻴﺎ ﻛﺎﺭﻛﻨﺎﻥ ﺑﻪ ﻃﻮﺭ ﻓﺰﺍﻳﻨﺪﻩ ﺑﻪ ﻧﺤﻮﻱ ﺗﻮﺍﻧﻤﻨﺪ ﻣﻲﺷﻮﻧﺪ ﻛﻪ ﺑﺪﻭﻥ ﺍﻳﺠﺎﺩ ﺧﻄﺮ ﺑﺮﺍﻱ ﺳﺎﺯﻣﺎﻥ ﺗﺼﻤﻴﻢ گﺮﻓﺘﻪ ﻭ ﺗﻐﻴﻴﺮﺍﺗﻲ ﺍﻳﺠﺎﺩ ﻧﻤﺎﻳﻨﺪ. آﻴﺎ ﺍﺭﺗﺒﺎﻁ ﺩﻭ ﺟﺎﻧﺒﻪ ﻣﻮﺛﺮ ﺑﺎ ﻛﺎﺭﻛﻨﺎﻥ ﺍﻳﺠﺎﺩ ﺷﺪﻩ ﺍﺳﺖ ﻭ آﻴﺎ ﻛﺎﺭﻛﻨﺎﻥ ﻣﻌﺘﻘﺪﻧﺪ ﻛﻪ ﺑﻪ ﺧﻮﺑﻲ ﺍﺯ ﺍﻣﻮﺭ آگﺎﻩ ﺷﺪﻩ ﻭ ﻋﻘﺎﻳﺪﺷﺎﻥ ﻣﺤﺘﺮﻡ ﺷﻤﺮﺩﻩ ﻣﻲﺷﻮﺩ؟ آﻴﺎ ﺍﺯ ﺗﻼﺵﻫﺎﻱ ﻛﺎﺭﻛﻨﺎﻥ ﺩﺭ ﺟﻬﺖ ﺍﻳﺠﺎﺩ ﺑﻬﺒﻮﺩ ﻣﺸﺎﺭﻛﺖ ﺩﺭ ﻣﻮﻓﻘﻴﺖ ﺳﺎﺯﻣﺎﻥ ﻗﺪﺭﺩﺍﻧﻲ ﺷﺪﻩ ﻭ ﻣﻌﺎﺩﻝ ﺑﺎ ﺳﺎﻳﺮ ﻋﻮﺍﻣﻞ پﺎﺩﺍﺵ ﻣﻲگﻴﺮﺩ )ﻣﺎﻧﻨﺪ ﻛﻤﻴﺴﻴﻮﻥ ﻓﺮﻭﺵ، ﺳﺎﺑﻘﻪ ﻛﺎﺭ، ﺻﻼﺣﻴﺖﻫﺎﻱ ﻭ ﻏﻴﺮﻩ(

پﺮﺳﺸﻨﺎﻣﻪ – ﺍﻣﺘﻴﺎﺯﺩﻫﻲ ﻓﺮﺩﻱ #2 A B C D 001 76 33 0 = ﺗﻌﺪﺍﺩ ﻛﻞ ﺿﺮﺑﺪﺭﻫﺎ )*( = ﺿﺮﻳﺐ ﻭﺯﻥ = ﺍﺭﺯﺵ )ﺣﺎﺻﻠﻀﺮﺏ ﺗﻌﺪﺍﺩ ﺿﺮﺑﺪﺭﻫﺎ ﺩﺭ ﺿﺮﻳﺐ ﻭﺯﻥ( = ﺟﻤﻊ ) (D+C+B+A % = ﺩﺳﺘﺎﻭﺭﺩ )ﺟﻤﻊ ﺗﻘﺴﻴﻢﺑﺮ 5(

ﺗﻜﻨﻴﻚ پﺮﺳﺸﻨﺎﻣﻪ ﺳﺎﺯﻣﺎﻥ: ﻭﺍﺣﺪ/ ﻛﻤﻴﺘﻪ ﺍﺟﺮﺍﻳﻲ: ﻓﺮﺍﻳﻨﺪ)ﻫﺎﻱ( ﻣﻮﺭﺩ ﺍﺭﺯﻳﺎﺑﻲ: ﺗﺎﺭﻳﺦ ﺧﻮﺩﺍﺭﺯﻳﺎﺑﻲ: ﺷﻤﺎﺭﻩ ﺳﺮﻱ ﺧﻮﺩﺍﺭﺯﻳﺎﺑﻲ: ﻭﻳﺮﺍﻳﺶ: 00 پﺮﺳﺸﻨﺎﻣﻪ ﺍﺭﺯﻳﺎﺑﻲ ﻋﻤﻮﻣﻲ ﺑﺮ ﺍﺳﺎﺱ ﻣﺪﻝ ﺳﺮآﻤﺪﻱ EFQM ﻣﻌﻴﺎﺭ 1: ﺭﻫﺒﺮﻱ ﺷﻮﺍﻫﺪ پﺮﺳﺶ ﺍﺭﺯﻳﺎﺑﻲ ﻛﺎﻣﻼ ﺍﺟﺮﺍ ﺷﺪﻩ ﺷﻮﺍﻫﺪ ﻧﺴﺒﺘﺎ ﻛﺎﻣﻞ ﺑﺪﻭﻥ ﺷﻮﺍﻫﺪ ﻛﻢ ﺩﺭﺟﻪ ﺍﺭﺯﺷﻴﺎﺑﻲ 01 9 8 7 6 5 4 3 2 1

ﺗﻜﻨﻴﻚ ﻛﺎﺭگﺎﻩ ﺧﻮﺩﺍﺭﺯﻳﺎﺑﻲ - ﻓﺮآﻴﻨﺪ آﻤﻮﺯﺵ ﻭ ﺍﻓﺰﺍﻳﺶ آگﺎﻫﻲ ﻛﺎﺭﻛﻨﺎﻥ ﺩﺭگﻴﺮ گﺮﺩآﻮﺭﻱ ﺩﺍﺩﻩﻫﺎ ﻛﺎﺭگﺎﻩ ﺧﻮﺩﺍﺭﺯﻳﺎﺑﻲ ﻓﺮآﻴﻨﺪ ﺍﻭﻟﻮﻳﺖﺑﻨﺪﻱ ﺍﺭﺍﺋﻪ ﻭ ﺍﻧﺠﺎﻡ ﺑﺮﻧﺎﻣﻪ ﺍﻗﺪﺍﻣﺎﺕ ﺑﺮﺍﻱ ﺑﻬﺒﻮﺩ

ﺗﻜﻨﻴﻚ ﻛﺎﺭﺑﺮگ – ﻓﺮآﻴﻨﺪ ﺍﻧﺘﺨﺎﺏ ﻭ آﻤﻮﺯﺵ گﺮﻭﻩ ﺟﻬﺖ ﺍﺭﺯﻳﺎﺑﻲ گﺮﺩآﻮﺭﻱ ﺩﺍﺩﻩﻫﺎ ﻭ ﺷﻮﺍﻫﺪ، ﺷﺎﻣﻞ ﻣﺼﺎﺣﺒﻪﻫﺎ ﺑﻪ ﻣﻨﻈﻮﺭ ﺗﻜﻤﻴﻞ ﻛﺎﺭﺑﺮگ ﺑﻪ ﺻﻮﺭﺕ ﺍﻧﻔﺮﺍﺩﻱ ﺍﺭﺯﻳﺎﺑﻲ ﺷﺪﻩ ﻭ ﺩﺭ ﺩﺍﺧﻞ گﺮﻭﻩ ﺑﻪ گﺮﺩﺵ ﺩﺭ ﻣﻲآﻴﺪ ﺍﺭﺯﻳﺎﺑﺎﻥ ﺑﻪ ﺍﺟﻤﺎﻉ آﺮﺍﺀ ﺭﺳﻴﺪﻩ ﻭ گﺰﺍﺭﺵ ﻧﻬﺎﻳﻲ ﻛﺎﺭﺑﺮگ ﺭﺍ ﺗﻬﻴﻪ ﻣﻲﻛﻨﻨﺪ ﺍﺭﺍﺋﻪ ﺑﻪ گﺮﻭﻩ ﻣﺪﻳﺮﻳﺖ ﺍﻭﻟﻮﻳﺖﺑﻨﺪﻱ ﻣﻮﺍﺭﺩ، ﺗﻌﻴﻴﻦ ﻭ ﺍﺟﺮﺍﻱ ﺑﺮﻧﺎﻣﻪ ﺍﻗﺪﺍﻣﺎﺕ

ﺷﺒﻴﻪﺳﺎﺯﻱ ﺟﺎﻳﺰﻩ – ﻓﺮﺍﻳﻨﺪ آﻤﻮﺯﺵ گﺰﺍﺭﺵﻧﻮﻳﺴﻲ ﻭ ﺍﻧﺘﺨﺎﺏ گﺮﻭﻩ ﺍﺭﺯﻳﺎﺏ ﻣﻌﻤﻮﻻ گﺮﺩآﻮﺭﻱ ﺩﺍﺩﻩ ﻫﺎ ﻭ ﻣﺼﺎﺣﺒﻪ ﺑﻪ ﻣﻨﻈﻮﺭ گﺰﺍﺭﺵ ﻧﻮﻳﺴﻲ)ﺑﺮ ﺍﺳﺎﺱ ﺍﻇﻬﺎﺭﻧﺎﻣﻪ( ﺗﺎﺋﻴﺪ ﻭ ﺍﻣﻀﺎﺀ گﺰﺍﺭﺵ ﺗﻮﺳﻂ ﻣﺪﻳﺮﻳﺖ ﺍﺭﺯﻳﺎﺑﺎﻥ گﺰﺍﺭﺵ ﺭﺍ ﺩﺭﻳﺎﻓﺖ ﻛﺮﺩﻩ ﻭ ﺑﻪ ﻃﻮﺭ ﺍﻧﻔﺮﺍﺩﻱ ﺍﺭﺯﻳﺎﺑﻲ ﻣﻲﻛﻨﻨﺪ ﺍﺭﺯﻳﺎﺑﺎﻥ ﺟﻠﺴﻪﺍﻱ ﺑﺮﺍﻱ ﺍﺟﻤﺎﻉ آﺮﺍﺀ ﺗﺸﻜﻴﻞ ﻣﻲﺩﻫﻨﺪ ﺗﻬﻴﻪ گﺰﺍﺭﺵ ﺑﺎﺯﺧﻮﺭﺩﻱ ﺑﺮﺍﻱ گﺮﻭﻩ ﻣﺪﻳﺮﻳﺖ ﺗﻬﻴﻪ ﻭ ﺍﺟﺮﺍﻱ ﺑﺮﻧﺎﻣﻪ ﺍﻗﺪﺍﻣﺎﺕ

ﺗﻜﻨﻴﻚ ﺷﺒﻴﻪﺳﺎﺯﻱ ﺟﺎﻳﺰﻩ ﺗﻜﻨﻴﻚ ﺷﺒﻴﻪ ﺳﺎﺯﻱ ﺟﺎﻳﺰﻩ ﺑﺮﺍﻱ ﺧﻮﺩﺍﺭﺯﻳﺎﺑﻲ ﺗﻜﻨﻴﻜﻲ ﻣﺒﺘﻨﻲ ﺑﺮ ﻭﺍﻗﻌﻴﺖ ﺑﺮﺍﻱ ﺧﻮﺩﺍﺭﺯﻳﺎﺑﻲ

ﺗﺮﺑﻴﺖ ﺍﺭﺯﻳﺎﺏ ﻭ ﺧﻮﺩﺍﺭﺯﻳﺎﺑﻲ ﺑﺮ ﺍﺳﺎﺱ ﻣﺪﻝ ﺳﺮآﻤﺪﻱ EFQM