ﺭﺍﺑﻄﻪ ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗژﻴﻚ ﻭ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻧﺎﻡ ﺍﺳﺘﺎﺩ: ﺟﻨﺎﺏ آﻘﺎی ﺩکﺘﺮ ﺣﺠﺎﺭیﺎﻥ ﺍﺭﺍﺋﻪ ﺩﻫﻨﺪﻩ: آیﺪﺍ ﻣﺘیﻦ ﻣﻘﻄﻊ کﺎﺭﺷﻨﺎﺳی ﺍﺭﺷﺪ ﻣﺪیﺮیﺖ ﺗکﻨﻮﻟﻮژی ﺑﻬﺎﺭ 8831
ﺍﺳﺘﺮﺍﺗژﻲ چﻴﺴﺖ؟ ﻣﺴﻴﺮﻱ ﺭﺍ ﻛﻪ ﺳﺎﺯﻣﺎﻥ ﺩﺭ ﻧﻈﺮ ﺩﺍﺭﺩ چﺎﺭچﻮﺏ ﻓﻌﺎﻟﻴﺘﻬﺎﻱ ﺧﻮﺩ ﺭﺍ ﺩﺭ آﻦ ﺍﻳﺠﺎﺩ ﻛﻨﺪ ﺗﺎ ﺑﻪ ﺍﻫﺪﺍﻑ ﻣﻮﺭﺩ ﻧﻈﺮ ﺩﺳﺖ ﻳﺎﺑﺪ ﺍﺳﺘﺮﺍﺗژﻲ ﻣﻲ گﻮﻳﻨﺪ.
ﻫﺪﻑ ﺍﺳﺘﺮﺍﺗژﻴﻚ چﻴﺴﺖ؟ ﺍﺳﺘﺮﺍﺗژﻲ ﻧﻮﻋﻲ ﺭﻭﻳﻜﺮﺩ ﺳﺎﺯگﺎﺭ )ﻣﻨﻌﻄﻒ( ﺩﺭ ﻃﻮﻝ ﺯﻣﺎﻥ ﺍﺳﺖ ﻛﻪ ﻧگﺮﺵ ﺳﺎﺯﻣﺎﻧﻲ ﺭﺍ ﺩﺭ ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﺍﻫﺪﺍﻓﺶ ﻣﺸﺨﺺ ﻣﻲ ﺳﺎﺯﺩ. ﻣﻘﺼﻮﺩ ﺍﺯ ﺍﺳﺘﺮﺍﺗژﻲ ﻋﺒﺎﺭﺕ ﺍﺳﺖ ﺍﺯ ﻧگﻬﺪﺍﺭﻱ ﻭ ﺣﻔﻆ ﻣﻮﻗﻌﻴﺖ ﻣﺰﻳﺘﻲ ﺳﺎﺯﻣﺎﻥ ﺍﺯ ﻃﺮﻳﻖ ﺳﺮﻣﺎﻳﻪ گﺬﺍﺭﻱ ﺩﺭ ﻧﻘﺎﻁ ﻗﻮﺕ ﻭ ﺑﻪ ﺣﺪﺍﻗﻞ ﺭﺳﺎﻧﺪﻥ ﻧﻘﺎﻁ ﺿﻌﻒ ﻳﻚ ﺳﺎﺯﻣﺎﻥ. ﺑﺮﺍﻱ ﺍﻧﺠﺎﻡ ﺍﻳﻦ ﺍﻣﺮ ﻳﻚ ﺳﺎﺯﻣﺎﻥ ﺑﺎﻳﺪ ﻓﺮﺻﺘﻬﺎ ﻭ ﺗﻬﺪﻳﺪﻫﺎﻳﻲ ﺭﺍ ﻛﻪ ﺍﺯ ﻣﺤﻴﻂ ﻫﺎﻱ ﺩﺍﺧﻠﻲ ﻭ ﺧﺎﺭﺟﻲ ﻧﺎﺷﻲ ﻣﻲ ﺷﻮﺩ ﺭﺍ ﺷﻨﺎﺳﺎﻳﻲ ﻛﻨﺪ.
ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗژﻴﻚ چﻴﺴﺖ؟ ﻓﺮﺍﻳﻨﺪﻱ ﺍﺳﺖ ﻛﻪ ﺑﻪ ﻭﺳﻴﻠﻪ آﻦ ﻣﺪﻳﺮﺍﻥ ﻫﺪﻑ ﺩﺭﺍﺯﻣﺪﺕ ﻳﻚ ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﺑﺮﻗﺮﺍﺭ ﻛﺮﺩﻩ، ﺍﻫﺪﺍﻑ ﻋﻤﻠﻜﺮﺩﻱ ﺧﺎﺹ ﺭﺍ ﺗﻨﻈﻴﻢ ﻧﻤﻮﺩﻩ، ﺭﺍﻫﺒﺮﺩﻫﺎﻳﻲ ﺭﺍ ﺑﻪ ﻣﻨﻈﻮﺭ ﺩﺳﺘﻴﺎﺑﻲ ﺍﻳﻦ ﺍﻫﺪﺍﻑ، ﺩﺭ پﺮﺗﻮ ﻫﻤﻪ ﺷﺮﺍﻳﻂ ﺩﺍﺧﻠﻲ ﻭ ﺧﺎﺭﺟﻲ ﻣﺮﺑﻮﻁ ﺗﺪﻭﻳﻦ ﻧﻤﻮﺩﻩ ﻭ ﺑﺮﺍﻱ ﺍﺟﺮﺍﻱ ﺑﺮﻧﺎﻣﻪ ﻫﺎﻱ ﻋﻤﻠﻲ ﻣﻨﺘﺨﺐ ﻋﻬﺪﻩ ﺩﺍﺭ ﻣﻲ ﺷﻮﻧﺪ.
Strategic Management Model Establish a mission and key objectives F E E D B A C K Analyze the environment Analyze and select business strategies Implement the strategies Monitor and evaluate performance
ﺍﺟﺰﺍﺀ ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗژﻴﻚ ﺭﺳﺎﻟﺖ ﻭ ﺍﻫﺪﺍﻑ ﺍﺻﻠﻲ ﺭﺍ ﺑﺮﻗﺮﺍﺭ ﻛﻨﻴﺪ ﻣﺤﻴﻂ ﺭﺍ ﺗﺠﺰﻳﻪ ﻭ ﺗﺤﻠﻴﻞ ﻛﻨﻴﺪ ﺍﺳﺘﺮﺍﺗژﻴﻬﺎﻱ ﺗﺠﺎﺭﻱ ﺭﺍ ﺍﻧﺘﺨﺎﺏ ﻭ ﺗﺤﻠﻴﻞ ﻧﻤﺎﻳﻴﺪ ﺍﺳﺘﺮﺍﺗژﻴﻬﺎ ﺭﺍ ﺍﺟﺮﺍ ﻛﻨﻴﺪ ﻋﻤﻠﻜﺮﺩ ﺭﺍ ﺍﺭﺯﻳﺎﺑﻲ ﻭ ﺑﺮ آﻦ ﻧﻈﺎﺭﺕ ﻛﻨﻴﺪ ﺑﺎﺯﺧﻮﺭﺩ
ﺭﺳﺎﻟﺖ ﻭ ﺍﻫﺪﺍﻑ ﺳﺎﺯﻣﺎﻥ ﺍﻭﻟﻴﻦ گﺎﻣﻬﺎ ﺩﺭ ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗژﻴﻚ، ﺗﻌﺮﻳﻒ ﺭﺳﺎﻟﺖ )ﻳﺎ ﻣﻘﺼﻮﺩ( ﻭ ﺍﻫﺪﺍﻑ ﻋﻤﺪﻩ ﺳﺎﺯﻣﺎﻥ ﻣﻲ ﺑﺎﺷﺪ ﺭﺳﺎﻟﺖ؛ ﺭﻫﻨﻤﻮﺩﻫﺎﻱ ﻋﻤﻠﻴﺎﺗﻲ، ﺍﺧﻼﻗﻲ ﻭ ﻣﺎﻟﻲ ﺷﺮﻛﺘﻬﺎ ﻫﺴﺘﻨﺪ. آﻨﻬﺎ ﺗﻨﻬﺎ ﺷﻌﺎﺭﻫﺎﻱ ﺳﺎﺩﻩ ﻧﻴﺴﺘﻨﺪ آﻨﻬﺎ ﺍﻫﺪﺍﻑ، ﺭﻭﻳﺎﻫﺎ، ﺭﻓﺘﺎﺭ، ﻓﺮﻫﻨگ ﻭ ﺭﺍﻫﺒﺮﺩﻫﺎﻱ ﺷﺮﻛﺘﻬﺎ ﺑﻪ ﺷﻤﺎﺭ ﻣﻲ آﻴﻨﺪ.
SWOT analysis Internal environment What are our strength? What are our weakness? Skilled wore force High Labor costs Superior quality products Poor industrial realigns Financial strength Reputation for poor customer service Excelled research and development Management succession problem Look of international marketing expertise External environment What are our opportunities What are our threats? New markets in Asia Increased government regulation Low inflation Hash taxation Weak completion Domestic shortages of sailboard Decent Locution of industrial Rising costs of imported raw materials Relations / fencer pries bargaining
ﻣﺤﻴﻂ ﺩﺍﺧﻠﻲ ﺿﻌﻔﻬﺎﻱ ﻣﺎ ﻛﺪﺍﻣﻨﺪ؟ ـ ﻗﻮﺗﻬﺎﻱ ﻣﺎ ﻛﺪﺍﻣﻨﺪ؟ ـ ﻫﺰﻳﻨﻪ ﺑﺎﻻﻱ ﻧﻴﺮﻭﻱ ﺍﻧﺴﺎﻧﻲ ﻧﻴﺮﻭﻱ ﻛﺎﺭ ﻣﺎﻫﺮ ـ ﺭﻭﺍﺑﻂ ﺻﻨﻌﺘﻲ ﺿﻌﻴﻒ ـ ﻛﻴﻔﻴﺖ ﺑﺮﺗﺮ ﻣﺤﺼﻮﻻﺕ ـ ﺷﻬﺮﺕ )ﺍﻋﺘﺒﺎﺭ( ﺑﺮﺍﻱ ﺧﺪﻣﺖ ﺩﻫﻲ ﺑﻪ ﻣﺸﺘﺮﻱ ـ ﻗﻮﺗﻬﺎﻱ ﻣﺎﻟﻲ ـ ﻣﺸﻜﻼﺕ ﻣﺘﻮﺍﻟﻲ ﻣﺪﻳﺮﻳﺖ ـ ﺗﺤﻘﻴﻖ ﻭ ﺗﺮﺳﻌﻪ ﻋﺎﻟﻲ ـ ﻓﻘﺪﺍﻥ ﻣﺘﺨﺼﺺ ﺑﺎﺯﺍﺭﻳﺎﺑﻲ ﺑﻴﻦ ﺍﻟﻤﻠﻠﻲ ﺗﻬﺪﻳﺪﺍﺕ ﻣﺎ ﻛﺪﺍﻣﻨﺪ؟ ـ ﻗﻮﺍﻧﻴﻦ ﺩﻭﻟﺘﻬﺎ ﺭﻭ ﺑﻪ ﺍﻓﺰﺍﻳﺶ ـ ﻣﺎﻟﻴﺎﺕ ﺑﺎﻻ ـ ﻛﻤﺒﻮﺩﻫﺎﻱ ﺩﺍﺧﻠﻲ ﻧﻴﺮﻭﻱ ﻛﺎﺭ ﻣﺎﻫﺮ ـ ﻫﺰﻳﻨﻪ ﻫﺎﻱ ﻓﺰﺍﻳﻨﺪﻩ ﻣﻮﺍﺩ ﺧﺎﻡ ﻭﺍﺭﺩﺍﺗﻲ ﻣﺤﻴﻂ ﺧﺎﺭﺟﻲ ﻓﺮﺻﺘﻬﺎﻱ ﻣﺎ ﻛﺪﺍﻣﻨﺪ؟ ـ ﺑﺎﺯﺍﺭﻫﺎ ﺟﺪﻳﺪ ﺩﺭ آﺴﻴﺎ ـ ﺗﻮﺭﻡ پﺎﻳﻴﻦ ـ ﺭﻗﺎﺑﺖ ﺿﻌﻴﻒ ـ ﺗﻤﺮﻛﺰﺯﺩﺍﻳﻲ ﺭﻭﺍﺑﻂ ﺻﻨﻌﺘﻲ ـ چﺎﻧﻪ ﺯﻧﻲ ﺗﺠﺎﺭﻱ
ﺳﺎﺯﻣﺎﻥ ﻣﺤﻴﻂ 1. 2. 3. 4. ﻧﻘﺎﻁ ﻗﻮﺕ X ﻭﺟﻮﺩ ﻧﻴﺮﻭﻫﺎﻱ ﺟﻮﺍﻥ ﻭ ﻣﺘﺨﺼﺺ ﺟﺬﺏ ﺷﺪﻩ ﻭﺟﻮﺩ ﻧﻴﺮﻭﻫﺎﻱ ﺍﻧﺴﺎﻧﻲ ﺑﺎ ﻭﺟﺪﺍﻥ ﻛﺎﺭﻱ ﺑﺎﻻ ﻭﺿﻌﻴﺖ ﺷﺒﻜﻪ ﻫﺎﻱ ﻣﻨﺎﺳﺐ ﺟﻬﺖ ﺍﻧﺘﻘﺎﻝ ﻧﻴﺮﻭ ﺟﺬﺏ ﺍﻋﺘﺒﺎﺭﺍﺕ ﻣﺼﻮﺏ ﺩﺭ ﺯﻣﺎﻥ ﺗﻌﻴﻦ ﺷﺪﻩ 1. 2. 3. 4. 1. 2. 3. ﻓﺮﺻﺘﻬﺎ O ﻃﺮﺡ ﺟﺪﻳﺪ ﺟﺪﺍﺋﻲ ﺷﺮﻛﺘﻬﺎﻱ ﺗﻮﺯﻳﻊ ﺍﺯ ﺑﺮﻗﻬﺎﻱ ﻣﻨﻄﻘﻪ ﺍﻱ ﻭ ﻗﺮﺍﺭگﺮﻓﺘﻦ ﺩﺭ ﺯﻳﺮ ﻧﻈﺮ ﻣﺴﺘﻘﻴﻢ ﺗﻮﺍﻧﻴﺰ ﺗﻮﺟﻪ ﺑﻪ ﺑﺤﺚ ﺗﻠﻔﺎﺕ ﺍﻧﺮژﻲ ﺩﺭ ﺑﺨﺶ ﺗﻮﺯﻳﻊ ﻭ ﺩﺭ ﻧﺘﻴﺠﻪ ﺯﻣﻴﻨﻪ ﻻﺯﻡ ﺟﻬﺖ ﺗﺄﻤﻴﻦ ﻭ ﻛﺴﺐ ﺍﻋﺘﺒﺎﺭ ﻻﺯﻡ ﺗﺨﺼﺼﻲ ﺷﺪﻥ ﻓﻌﺎﻟﻴﺘﻬﺎ ﻭ ﺩﺭ ﻧﺘﻴﺠﻪ ﺍﺻﻼﺡ ﺳﺎﺧﺘﺎﺭ ﺳﺎﺯﻣﺎﻧﻲ ﺷﺮﻛﺖ 1. 2. 3. ﺍﺳﺘﺮﺍﺗژﻴﻬﺎﻱ so ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻓﺮﺻﺘﻬﺎﻱ پﻴﺶ آﻤﺪﻩ ﻭ ﺩﺭ ﻧﺘﻴﺠﻪ ﻫﺮ چﻪ ﺑﻴﺸﺘﺮ ﺑﻪ ﺷﺮﻛﺘﻬﺎﻱ ﺗﻮﺯﻳﻊ گﺴﺘﺮﺵ آﻤﻮﺯﺵ ﻭ ﺗﺨﺼﺺ گﺮﺍﺋﻲ ﺑﻴﺸﺘﺮ ﺑﺎ ﺍﺟﺮﺍﻱ ﻃﺮﺡ ﻣﻜﺎﻧﻴﺰﺍﺳﻴﻮﻥ ﺷﺒﻜﻪ ﻫﺎ ﻭ ﻫﻤچﻨﻴﻦ ﺍﺟﺮﺍﻱ ﻃﺮﺡ ﺟﺎﻣﻊ ﻭ ﻭﺟﻮﺩ ﻧﻴﺮﻭﻫﺎﻱ ﻣﺘﺨﺼﺺ 1. 2. 3. 1. 2. 3. ﺗﻬﺪﻳﺪﺍﺕ T ﻧﺒﻮﺩﻥ ﺻﻨﻌﺘﺮ ﺳﻄﺢ ﺍﺳﺘﺎﻥ ﻭ ﺩﺭ ﻧﺘﻴﺠﻪ ﺗﻮﺯﻳﻊ ﺍﻧﺮژﻲ ﺑﺮﻕ ﺑﺼﻮﺭﺕ ﺧﺮﺩ ﻭ ﺍﻓﺰﺍﺵ ﻫﺰﻳﻨﻪ ﻫﺎﻱ ﺛﺎﺑﺖ ﻭ ﺟﺎﺭﻱ ﺷﺮﻛﺖ ﺟﻬﺖ ﻭﺻﻮﻝ ﺩﺭآﻤﺪﻫﺎ ﻧﺒﻮﺩ ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﺍﺳﺘﺮﺍﺗژﻴﻚ ﺟﻬﺖ ﺗﻬﻴﻪ ﻃﺮﺣﻬﺎﻱ ﺍﺻﻼﺡ ﻭ ﺑﻬﻴﻨﻪ ﻭ ﻛﻮﺟﻚ ﺳﺎﺯﻱ ﻭﺿﻌﻴﺖ ﺑﺤﺮﺍﻧﻲ ﺑﻌﻀﻲ ﺍﺯ ﺻﻨﺎﻳﻊ ﻭ ﻭﺭﺷﻜﺴﺘگﻲ آﻨﻬﺎ ﻭ ﺩﺭ ﻧﺘﻴﺠﻪ ﻛﺎﻫﺶ ﺩﺭآﻤﺪ ﻣﺸﺘﺮﻛﻴﻦ ﺷﺮﻛﺖ 1. 2. 3. ﺍﺳﺘﺮﺍﺗژﻲ st پﻴﺶ ﻓﺮﻭﺵ ﺍﻧﺮژﻲ ﺑﻪ ﻣﺸﺘﺮﻛﻴﻦ ﺑﺪ ﺣﺴﺎﺏ ﺗﺴﺮﻳﻊ ﺩﺭ ﺍﺟﺮﺍﻱ ﻃﺮﺡ ﺟﺎﻣﻊ ﻭ ﻫﻤچﻨﻴﻦ ﺩﻗﺖ ﻭ ﺣﺴﺎﺳﻴﺖ ﺑﺨﺮﺝ ﺩﺍﺩﻥ ﺩﺭ ﺯﻣﻴﻨﻪ ﻃﺮﺣﻬﺎﻱ ﺍﺻﻼﺡ ﻭ ﺑﻬﻴﻨﻪ ﺳﺎﺯﻱ ﺷﺒﻜﻪ ﺗﺪﻭﻳﻦ ﺭﺍﻩ ﻛﺎﺭﻱ ﻋﻤﻠﻲ ﺑﺮﺍﻱ ﺍﺯ ﺑﻦ ﺑﺴﺖ ﺧﺎﺭﺝ ﺷﺪﻥ ﻭﺿﻌﻴﺖ ﺿﻌﻴﻒ ﻣﺸﺘﺮﻛﻴﻦ 1. 2. 3. ﻧﻘﺎﻁ ﺿﻌﻒ W ﻣﺸﺨﺺ ﻧﺒﻮﺩﻥ ﺷﺮﻛﺘﻬﺎﻱ ﺗﻮﺯﻳﻊ ﺍﺯ ﻧﻈﺮ ﺧﺼﻮﺻﻲ ﺑﻮﺩﻥ ﻳﺎ ﺩﻭﻟﺘﻲ ﺑﻮﺩﻥ ﻧﺒﻮﺩﻥ ﻧﻴﺮﻭﻫﺎﻱ ﺟﻮﺍﻥ ﻭ ﺗﺤﺼﻴﻠﻜﺮﺩﻩ ﺩﺭ ﺑﺨﺶ ﺳﻴﻤﺒﺎﺋﻲ ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﻫﻮﺍﺋﻲ ﺑﻮﺩﻥ ﺷﺒﻜﻪ ﻫﺎﻱ ﺍﺳﺘﺎﻥ ﻧﺒﻮﺩ ﻧﻴﺮﻭگﺎﻩ ﻭ ﺗﺄﻤﻴﻦ ﺍﻧﺮژﻲ ﺍﺳﺘﺎﻥ ﺍﺯ ﻃﺮﻳﻖ ﺍﺳﺘﺎﻧﻬﺎﻱ ﻫﻤﺠﻮﺍﺭ ﻧﺒﻮﺩ ﺷﺮﻛﺘﻬﺎﻱ ﺧﺼﻮﺻﻲ ﻗﻮﻱ ﺩﺭ ﺳﻄﺢ ﺍﺳﺘﺎﻥ ﺍﺳﺘﺮﺍﺗژﻲ ﻫﺎﻱ wo ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﺷﺮﺍﻳﻂ پﻴﺶ آﻤﺪﻩ ﺩﺭ ﺯﻣﻴﻨﻪ ﺗﻌﻴﻴﻦ ﻭﺿﻌﻴﺖ ﺩﻭﻟﺘﻲ ﻳﺎ ﺧﺼﻮﺻﻲ ﺑﻮﺩﻥ ﺷﺮﻛﺘﻬﺎﻱ ﺗﻮﺯﻳﻊ ﻓﺮﺻﺖ ﻣﻨﺎﺳﺒﻲ ﺍﺳﺖ ﻛﻪ ﻭﺿﻌﻴﺖ آﻨﻬﺎ ﻣﺸﺨﺺ گﺮﺩﺩ. ﺗﻘﻮﻳﺖ ﺑﺨﺶ ﺧﺼﻮﺻﻲ ﺩﺭ ﺯﻣﻴﻨﻪ ﺭﻏﺒﺖ ﺑﻴﺸﺘﺮ ﺩﺭ ﻓﻌﺎﻟﻴﺘﻬﺎﻱ ﺑﺨﺶ ﺗﻮﺯﻳﻊ ﺑﺎ ﺍﻳﺠﺎﺩ ﺍﻣﻜﺎﻧﺎﺕ ﻭ ﺗﺴﻬﻴﻼﺕ ﺑﺮﺍﻱ آﻨﻬﺎ پﻴگﻴﺮﻱ ﺍﻳﺠﺎﺩ ﻧﻴﺮﻭگﺎﻩ ﺩﺭ ﺳﻄﺢ ﺍﺳﺘﺎﻥ ﺍﺯ ﻃﺮﻳﻖ ﻣﺒﺎﺩﻱ ﺫﻳﺮﺑﻂ ﺍﺳﺘﺮﺍﺗژﻲ wt ﺑﺎ ﺍﻳﺠﺎﺩ ﺷﺮﺍﻳﻂ ﻣﻨﺎﺳﺐ ﺯﻣﻴﻨﻪ ﺭﺍ ﺟﻬﺖ ﻓﻌﺎﻟﻴﺖ گﺴﺘﺮﺩﻩ ﺗﺮ ﺑﺨﺶ ﺧﺼﻮﺻﻲ ﻓﺮﺍﻫﻢ گﺮﺩﺩ. ﺑﺎ ﺍﺻﺬﺍﺡ ﻭ ﺑﺎﺯﻧگﺮﻱ ﺳﺎﺧﺘﺎﺭ ﺳﺎﺯﻣﺎﻧﻲ ﺷﺮﻛﺖ ﺗﻮﺯﻳﻊ ﻣﻲ ﺗﻮﺍﻥ ﻫﺰﻳﻨﻪ ﻫﺎ ﺭﺍ ﻛﺎﻫﺶ ﺩﺍﺩ. ﻛﻠﻴﻪ ﻓﻌﺎﻟﻴﺘﻬﺎﻱ ﻗﺎﺑﻞ ﻭﺍگﺬﺍﺭﻱ ﺑﻪ ﺑﺨﺶ ﺧﺼﻮﺻﻲ ﺭﺍ ﺑﺪﻭﻥ ﺩﻏﺪﻏﻪ ﻭ ﺑﺎ ﺳﺮﻋﺖ ﺑﻴﺸﺘﺮ ﺍﺯ ﺑﺪﻧﻪ ﺷﺮﻛﺖ ﺟﺪﺍ ﻭ ﺑﻪ ﺑﺨﺸﻬﺎﻱ ﺧﺼﻮﺻﻲ ﻭﺍگﺬﺍﺭ ﻧﻤﻮﺩ.
ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗژﻲ چﻴﺴﺖ؟ 1. پﺬﻳﺮﺵ ﻛﺎﺭﻛﻨﺎﻥ )ﻣﺠﺮﻳﺎﻥ( 2. پﺎﺩﺍﺵ ﺑﻪ ﻛﺎﺭﻛﻨﺎﻥ ﻛﻪ ﻣﻨﻄﺒﻖ ﺑﺎ ﺗﻐﻴﻴﺮ ﻭ ﺗﺤﻮﻝ ﺭﻓﺘﺎﺭ ﻣﻲ ﻛﻨﻨﺪ 3. ﺗﻨﻈﻴﻢ ﻭ ﺗﺪﻭﻳﻦ ﺳﺎﺧﺘﺎﺭ ﻣﻨﺎﺳﺐ ﺑﺮ ﺍﺳﺎﺱ ﻣﺤﻮﺭﻫﺎﻱ ﺯﻳﺮ: ﺍﻟﻒ( ﺳﺎﺧﺘﺎﺭ ﺗﺨﺖ ﺑﺎﺷﺪ ﻳﺎ ﺑﻠﻨﺪ ﺏ( ﺗﺨﺼﻴﺺ ﻭﻇﺎﻳﻒ ﻭ ﻣﺴﺆﻠﻴﺘﻬﺎ ﺑﺮ ﺍﺳﺎﺱ ﺗﻘﺴﻴﻢ ﻛﺎﺭ ﺝ( ﺩﺭﺟﻪ ﻧﻤﺎﻳﻨﺪگﻲ ﺩﺭ ﺍﺧﺬ ﺗﺼﻤﻴﻢ ﺩ( ﺗﻔﻜﻴﻚ ﺩﺭ ﺳﺎﺯﻣﺎﻥ )ﺍﺻﻞ پﻴچﻴﺪگﻲ(
ﺍﺩﺍﻣﻪ. . . 4. ﺗﻨﻈﻴﻢ ﺑﻮﺩﺟﻪ ﻣﻨﺎﺳﺐ 5. ﺳﻴﺴﺘﻤﻬﺎﻱ ﺍﻃﻼﻋﺎﺗﻲ ﻛﻠﻲ ﻭ ﺑﺨﺸﻲ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ 6. ﺍﻧﺪﺍﺯﻩ گﻴﺮﻱ ﺳﻴﺴﺘﻢ پﺎﺩﺍﺵ ﻭ ﻋﻤﻠﻜﺮﺩ 7. پﺎﺩﺍﺵ ﻣﺘﻤﺮﻛﺰ ﺑﺮ ﺍﺭﺯﺵ ﺍﻓﺰﻭﺩﻩ 8. پﺎﺳﺨگﻮﻳﻲ
ﺍﺭﺯﻳﺎﺑﻲ ﻋﻤﻠﻜﺮﺩ ﺍﺳﺘﺮﺍﺗژﻴﻚ ﻣﺪﻳﺮﻳﺖ ﺑﺎﻳﺪ ﺗﺼﻤﻴﻢ ﺑگﻴﺮﺩ ﻛﻪ چگﻮﻧﻪ ﺑﺮ ﻋﻤﻠﻜﺮﺩ ﻧﻈﺎﺭﺕ ﻛﺮﺩﻩ ﻭ آﻦ ﺭﺍ ﺍﻧﺪﺍﺯﻩ گﻴﺮﻱ ﻛﻨﺪ ﺩﺭ ﻧﺘﻴﺠﻪ ﺍﺛﺮﺑﺨﺸﻲ ﻳﻚ ﺍﺳﺘﺮﺍﺗژﻲ ﻣﻲ ﺗﻮﺍﻧﺪ ﻣﻮﺭﺩ ﺍﺭﺯﻳﺎﺑﻲ ﻗﺮﺍﺭ ﺑگﻴﺮﺩ.
ﺑﺎﺯﺧﻮﺭﺩ ﺩﺭ ﻣﺪﻝ ﺍﺳﺘﺮﺍﺗژﻴﻚ ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗژﻴﻚ ﻳﻚ ﻓﺮﺍﻳﻨﺪ پﻮﻳﺎﺳﺖ. ﺍﺟﺮﺍﻱ ﻳﻚ ﺍﺳﺘﺮﺍﺗژﻲ ﺑﺎﻳﺪ ﻣﻮﺭﺩ ﻧﻈﺎﺭﺕ ﻗﺮﺍﺭ گﻴﺮﺩ ﺗﺎ چﺎﺭچﻮﺑﻲ ﺭﺍ ﻛﻪ ﺩﺭ آﻦ، ﺍﻫﺪﺍﻑ ﺍﺳﺘﺮﺍﺗژﻴﻚ ﺍﺻﻠﻲ ﺳﺎﺯﻣﺎﻥ ﺩﺭﻙ ﻣﻲ ﺷﻮﻧﺪ، ﺗﻌﻴﻴﻦ گﺮﺩﺩ. ﺳﻴﺴﺘﻤﻬﺎﻱ ﺑﺎﺯﺧﻮﺭﺩ ﺑﺮﺍﻱ ﻣﺪﻳﺮﻳﺖ ﺿﺮﻭﺭﻱ ﻫﺴﺘﻨﺪ ﺗﺎ ﺗﻌﻴﻴﻦ ﻛﻨﻨﺪ ﻛﻪ آﻴﺎ ﺍﺳﺘﺮﺍﺗژﻴﻬﺎﻱ آﻦ ﻫﻤﺎﻧگﻮﻧﻪ ﻛﻪ ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﺷﺪﻩ ﺑﻮﺩ ﻛﺎﺭ ﻛﻨﻨﺪ؟
ﺍﻧﻮﺍﻉ ﺍﺳﺘﺮﺍﺗژﻴﻬﺎ q ﺭﺷﺪ q ﻛﺎﻫﺶ )ﻛﺴﺮ( ﻫﺰﻳﻨﻪ q ﺛﺒﺎﺕ q ﺗﺮﻛﻴﺐ
ﺍﻧﺘﺨﺎﺏ ﺍﺳﺘﺮﺍﺗژﻴﻬﺎ ﻫﺮ ﻳﻚ ﺍﺯ ﺍﻧﻮﺍﻉ ﺍﺳﺘﺮﺍﺗژﻴﻬﺎﻱ ﺳﺎﺯﻣﺎﻧﻲ ﻧﻴﺎﺯ ﺑﻪ ﺍﺳﺘﺮﺍﺗژﻴﻬﺎﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻣﻌﻴﻨﻲ ﺭﺍ ﺍﻗﺘﺼﺎ ﻣﻲ ﻛﻨﺪ. ﺑﻨﺎﺑﺮﺍﻳﻦ، ﺍﻫﻤﻴﺖ ﺩﺍﺭﺩ ﻛﻪ ﺍﺳﺘﺮﺍﺗژﻴﻬﺎﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺑﻪ گﻮﻧﻪ ﺍﻱ ﺻﺤﻴﺢ ﺍﺳﺘﺮﺍﺗژﻲ ﺗﺠﺎﺭﻱ ﺍﺻﻠﻲ ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﻣﻨﻌﻜﺲ ﻛﻨﻨﺪ. ﺍﻳﻦ ﺑﺮﻧﺎﻣﻪ ﻫﺎﻱ ﻋﻤﻠﻲ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺭﺍ ﻗﺎﺩﺭ ﻣﻲ ﺳﺎﺯﺩ ﺗﺎ ﺍﺳﺘﺮﺍﺗژﻲ ﺍﺻﻠﻲ ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﻣﻮﺭﺩ ﺣﻤﺎﻳﺖ ﻗﺮﺍﺭ ﺩﻫﺪ.
ﻧﻴﺎﺯ ﺑﻪ ﺍﺳﺘﺮﺍﺗژﻲ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ـ ﺍگﺮ ﺳﺎﺯﻣﺎﻧﻲ ﺑﻪ ﺩﻧﺒﺎﻝ ﺍﺭﺍﺋﻪ ﻓﻦ آﻮﺭﻱ ﺗﺎﺯﻩ ﺍﻱ ﺍﺳﺖ ـ ﺍگﺮ ﻣﻲ ﺧﻮﺍﻫﺪ ﻫﺰﻳﻨﻪ ﻫﺎ ﺭﺍ ﻛﺎﻫﺶ ﺩﻫﺪ ـ ﺍگﺮ ﻣی ﺧﻮﺍﻫﺪ ﻛﻴﻔﻴﺖ ﺭﺍ ﺑﻬﺒﻮﺩ ﺩﻫﺪ ـ ﺍگﺮ ﺑﻪ ﺩﻧﺒﺎﻝ ﻛﻮچﻚ ﺳﺎﺯﻱ ﺍﺳﺖ ﺑﺎﻳﺪ ﺩﻭ ﺩﻳﺪگﺎﻩ ﺍﺳﺘﺮﺍﺗژﻴﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺭﺍ ﺩﻧﺒﺎﻝ ﻧﻤﺎﻳﺪ. ﺑﻨﺎﺑﺮﺍﻳﻦ : ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺍﺳﺘﺮﺍﺗژﻴﻚ ﺩﻳگﺮ ﻳﻚ ﺍﻧﺘﺨﺎﺏ ﻧﻴﺴﺖ، ﺑﻠﻜﻪ ﻳﻚ ﺿﺮﻭﺭﺕ ﺍﺳﺖ.
ﻣﻬﻤﺘﺮﻳﻦ ﺍﻫﺪﺍﻑ ﺍﺳﺘﺮﺍﺗژﻴﻚ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ـ ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﺗﻨﺎﺳﺐ ﻛﺎﻣﻞ ﺍﻫﺪﺍﻑ ﺗﺠﺎﺭﻱ ﺷﺮﻛﺖ ﻭ ﺍﻫﺪﺍﻑ ﺑﺨﺶ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ـ ﻃﺮﺍﺣﻲ ﻭ ﻣﺪﻳﺮﻳﺖ ﻓﺮﻫﻨگ ﻭ ﺟﻮ ﺳﺎﺯﻣﺎﻧﻲ ﺑﻪ ﻣﻨﻈﻮﺭ ﻛﻢ ﺑﻪ ﻛﺎﺭﻛﻨﺎﻥ ﺩﺭ ﺟﻬﺖ ﺍﻧﺠﺎﻡ ﺑﻬﻴﻨﻪ ﻧﻘﺶ ﺷﻐﻞ ﺧﻮﺩﺵ ـ ﺣﺼﻮﻝ ﺍﻃﻤﻴﻨﺎﻥ ﺍﺯ ﺍﻳﻨﻜﻪ ﺍﻧﺠﺎﻡ ﻓﻌﺎﻟﻴﺘﻬﺎﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺩﺭ ﻓﺮﻣﺎﻧﻬﺎﻱ ﻛﻮﺗﺎﻩ، ﻣﻴﺎﻥ ﻭ ﺑﻠﻨﺪ ﻣﺪﺕ ﺑﺮﻧﺎﻣﻪ ﺩﺭ ﺗﻘﻮﻳﺖ ﺷﺎﻳﺴﺘگﻲ ﺳﺎﺯﻣﺎﻥ ﻣﺆﺜﺮ ﺍﺳﺖ ـ ﻭ ﺩﺭ ﻧﻬﺎﻳﺖ ﻃﺮﺍﺣﻲ چگﻮﻧگﻲ ﻣﺸﺎﺭﻛﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ، ﻳﺎﻓﺘﻦ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎﻱ ﻋﻤﻠﻜﺮﺩﻱ ﻭ ﺗﺄﻤﻴﻦ ﻧﻈﺮ ﺫﻳﻨﻔﻌﺎﻥ ﺑﻪ ﺻﻮﺭﺕ ﺷﻔﺎﻑ ﺭﺍ ﻣﻮﺟﺐ ﻣﻲ ﺷﻮﺩ.
ﺳﺎﺯﻣﺎﻥ ﺍﺳﺘﺮﺍﺗژﻴﻚ ﻭ ﺍﻫﺪﺍﻑ ﺍﺳﺘﺮﺍﺗژﻴﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺍﺯ آﻨﺠﺎﺋﻲ ﻛﻪ ﺍﻫﺪﺍﻑ ﻛﻠﻲ، ﻣﺴﺎﺋﻞ ﺍﺻﻠﻲ ﺭﺍ ﻛﻪ ﺑﺎﻳﺪ ﻣﺪ ﻧﻈﺮ ﻗﺮﺍﺭ ﺑگﻴﺮﻧﺪ ﺭﺍ ﻣﺸﺨﺺ ﻧﻤﻮﺩﻩ ﺍﺳﺖ ﻭ ﺳﻴﺎﺳﺘﻬﺎ ﻭ ﺍﻭﻟﻮﻳﺘﻬﺎﻱ ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﺗﻌﻴﻴﻦ ﻛﺮﺩﻩ ﺍﺳﺖ، ﺍﻫﺪﺍﻑ ﺍﺳﺘﺮﺍﺗژﻴﻚ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺑﺎﻳﺪ ﺑﺎ ﺩﻗﺖ ﺍﻫﺪﺍﻑ ﺍﺳﺘﺮﺍﺗژﻴﻚ ﻭ ﺍﺭﺯﺷﻬﺎﻱ ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﻣﻨﻌﻜﺲ ﺳﺎﺯﻧﺪ.
ﺍﺩﺍﻣﻪ. . . ﺳﺎﺯﻣﺎﻧﻬﺎﻱ ﺗﻮﺍﻧﻤﻨﺪ ﺍﺯ ﻃﺮﻳﻖ ﺍﻳﺠﺎﺩ ﺍﻧﺘﺨﺎﺏ ﻫﺎﻳﻲ ﺩﺭ ﻣﻮﺭﺩ ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ، ﺍﺭﺯﻳﺎﺑﻲ ﺍﺳﺘﺨﺪﺍﻣﻲ ﺟﺒﺮﺍﻥ ﺧﺪﻣﺎﺕ، آﻤﻮﺯﺵ ﻭ ﺗﻮﺳﻌﻪ ﻭ ﺭﻭﺍﺑﻂ ﻛﺎﺭﻛﻨﺎﻥ ﻛﻪ ﺑﺎ ﺍﺳﺘﺮﺍﺗژﻲ ﺳﺎﺯﻣﺎﻥ ﻣﺮﺗﺒﻂ ﻫﺴﺘﻨﺪ ﻭ آﻦ ﺭﺍ پﺸﺘﻴﺒﺎﻧﻲ ﻣﻲ ﻛﻨﻨﺪ ﻣﺤﻴﻂ ﺧﻮﺩ ﺭﺍ ﺑﺮﺍﻱ ﻣﻮﻓﻘﻴﺖ ﺑﻬﺒﻮﺩ ﺑﺨﺸﻨﺪ، ﺍﻳﻦ ﺑﺪﺍﻥ ﻣﻌﻨﺎﺱ ﻛﻪ ﺍﻫﺪﺍﻑ، ﺳﻴﺎﺳﺘﻬﺎ ﻭ ﺑﺮﻧﺎﻣﻪ ﻫﺎﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺑﺎﻳﺪ ﻣﻜﻤﻞ ﺍﻫﺪﺍﻑ ﺍﺳﺘﺮﺍﺗژﻴﻚ ﺗﺠﺎﺭﻱ ﺳﺎﺯﻣﺎﻥ ﺑﺎﺷﺪ.
BHP Charter To Survive and prosper, we must create a high performance organization in which every individual accepts responsibility Business We hare adopted a portfolio business asset model to compete in a clearly defined and targeted approach People Strategy We are committed to providing a great company to work for, with great jobs and attractive rewards Remuneration Strategy Our executives will be able to see the Link between the results they produce and the Level of reward they achieve thriven a Flexible remuneration delivery model.
ﺳﻴﺎﺳﺘﻬﺎﻱ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺳﻴﺎﺳﺘﻬﺎﻱ ﺑﻴﺎﻧﻴﻪ ﻫﺎﻱ ﻛﻠﻲ ﻫﺴﺘﻨﺪ ﻛﻪ ﺭﺍﻫﻨﻤﺎﻱ ﺗﺼﻤﻴﻢ گﻴﺮﻱ ﺭﺍ ﺍﺭﺍﺋﻪ ﻣﻲ ﻛﻨﻨﺪ ﺍﺯ ﻗﺒﻴﻞ ﺍﻳﻨﻜﻪ آﻨﻬﺎ ﺍﻗﺪﺍﻣﺎﺕ ﺑﺨﺶ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺭﺍ ﺑﺮﺍﻱ ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﺍﻫﺪﺍﻑ ﺍﺳﺘﺮﺍﺗژﻴﻚ ﻫﺪﺍﻳﺖ ﻣﻲ ﻛﻨﻨﺪ ﺳﻴﺎﺳﺖ ﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻣﻌﻤﻮﻻ ﺑﻪ ﺻﻮﺭﺕ ﻣﻜﺘﻮﺏ ﺑﻪ ﻫﻤﻪ ﻛﺎﺭﻛﻨﺎﻥ ﺍﻋﻼﻡ ﻣﻲ ﺷﻮﺩ. آﻨﻬﺎ ﻋﻤﻮﻣ ﺳﻪ ﻣﻘﺼﻮﺩ ﺍﺻﻠﻲ ﺭﺍ ﺩﻧﺒﺎﻝ ﻣﻲ ﻛﻨﻨﺪ.
ﺍﺩﺍﻣﻪ. . . 1. ﺍﻃﻤﻴﻨﺎﻥ ﺑﺨﺸﻴﺪﻥ ﺑﻪ ﻛﺎﺭﻛﻨﺎﻥ ﺩﺭ ﻣﻮﺭﺩ ﺍﻳﻨﻜﻪ ﺑﺎ آﻨﻬﺎ ﻣﻨﺼﻔﺎﻧﻪ ﺭﻓﺘﺎﺭ ﻣﻲ ﺷﻮﺩ. 2. ﻛﻤﻚ ﺭﺳﺎﻧﺪﻥ ﺑﻪ ﻣﺪﻳﺮﺍﻥ ﺑﺮﺍﻱ ﺗﺼﻤﻴﻢ ﻫﺎﻱ ﺳﺎﺯگﺎﺭ ﻭ ﺳﺮﻳﻊ 3. ﺍﻋﺘﻤﺎﺩ ﺩﺍﺩﻥ ﺑﻪ ﻣﺪﻳﺮﺍﻥ ﺑﺮﺍﻱ ﺣﻞ ﻣﺴﺎﺋﻞ ﻭ ﺩﻓﺎﻉ ﻛﺮﺩﻥ ﺍﺯ ﺗﺼﻤﻴﻤﻬﺎ ◦ ﻣﺒﺎﺣﺜﻲ ﻛﻪ ﺗﻮﺳﻂ ﺳﻴﺎﺳﺘﻬﺎﻱ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺗﺤﺖ پﻮﺷﺶ ﻗﺮﺍﺭ ﻣﻲ گﻴﺮﺩ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ: ﺍﺳﺘﺨﺪﺍﻡ، گﺰﻳﻨﺶ، ﺍﻧﺘﻘﺎﻝ، ﺗﺮﻓﻴﻊ، ﺧﺎﺗﻤﻪ ﺧﺪﻣﺖ، ﺍﻓﺰﺍﻳﺶ پﺮﺩﺍﺧﺘﻬﺎ.
ﺭﻭﻳﻜﺮﺩ ﺍﺳﺘﺮﺍﺗژﻴﻚ ﺑﻪ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ 1. ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺩﺭ ﺧﻼﺀ ﻓﻌﺎﻟﻴﺖ ﻧﻤﻲ ﻛﻨﻨﺪ. 2. ﺭﺍﺑﻄﻪ آﻦ ﺩﺭ ﺳﺎﺯﻣﺎﻥ ﺑﺎ ﺩﻳگﺮ ﺍﺟﺰﺍﺀ ﺗﻌﺎﻣﻠﻲ ﺍﺳﺖ 3. ﻋﻮﺍﻣﻞ ﻣﺤﻴﻄﻲ ﻣﺎﻧﻨﺪ ﺳﻴﺎﺳﺖ، ﺍﻗﺘﺼﺎﺩ، ﻓﺮﻫﻨگ ﻭ ﺭﻫﺒﺮ ﺍﺟﺘﻤﺎﻋﻲ ﻭ ﻋﻮﺍﻣﻞ ﺩﺭﻭﻧﻲ ﻣﺎﻧﻨﺪ ﺍﻫﺪﺍﻑ ﺍﺳﺘﺮﺍﺗژﻲ ﻭ ﺳﺎﺧﺘﺎﺭ ﺩﺭ ﺗﻌﺎﻣﻞ ﺑﺎ آﻦ ﻫﺴﺘﻨﺪ.
Strategic human resource management diagnostic model Environmental Technological Cultural Demographic Social Business Industrial relations Organization Objectives ASSESS INTERNAL AND EXTERNAL INFLUENCES ORGANISATIONAL Purpose Legal Economic Political STRATEGY Organizational structure Organizational culture Human resource management objective HRM AUDIT HUMAN RESOVRCE MANAGEMENT STRATEGY What is to be angered Evaluation of performance Harm out comes -COMMITRNENT - Performance -Competence - Job satisfaction -- cost-effect trueness -- Congruence -- Adaptability - Motivation - Trust HUMAN RESOURCE ACTIVITIES -Acquisition -- Development -- Reward and motivation -- Maintenance -- De nurture
ﻣﺪﻝ ﺷﻨﺎﺧﺘﻲ ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗژﻴﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺗﺠﺎﺭﻱ ﺭﻭﺍﺑﻂ ﺻﻨﻌﺘﻲ ﺍﺟﺘﻤﺎﻋﻲ ﻓﺮﻫﻨگ ﺟﻬﺖ ﺷﻨﺎﺳﻲ ﺍﺭﺯﻳﺎﺑﻲ ﺍﺛﺮﺍﺕ ﺩﺍﺧﻠﻲ ﻭ ﺧﺎﺭﺟﻲ ﺍﻗﺘﺼﺎﺩﻱ ﻣﺤﻴﻄﻲ ﺗﻜﻨﻮﻟﻮژﻲ ﺣﻘﻮﻗﻲ ﺳﻴﺎﺳﻲ ﻣﻘﺼﻮﺩ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻫﺪﺍﻝ ﺳﺎﺯﻣﺎﻧﻲ ﻓﺮﻫﻨگ ﺳﺎﺯﻣﺎﻧﻲ ﺍﺳﺘﺮﺍﺗژﻲ ﺳﺎﺧﺘﺎﺭ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻫﺪﺍﻑ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ چﻪ چﻴﺰﻱ ﺑﺎﻳﺪ ﺗﺤﻘﻖ ﻳﺎﺑﺪ؟ ﺍﺳﺘﺮﺍﺗژﻲ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻣﻤﻴﺰﻱ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ چگﻮﻧﻪ ﺑﺎﻳﺪ ﺗﺤﻘﻖ ﻳﺎﺑﺪ؟ ﺍﺭﺯﻳﺎﺑﻲ ﻋﻤﻠﻜﺮﺩ ﻓﻌﺎﻟﻴﺘﻬﺎﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻧﺘﺎﻳﺞ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ـ ﺗﻌﻬﺪ ـ ﻋﻤﻠﻜﺮﺩ ـ ﺷﺎﻳﺴﺘگﻲ ـ ﺭﺿﺎﻳﺖ ﺷﻐﻠﻲ ـ ﺗﻮﺳﻌﻪ ـ ﺍﺛﺮﺑﺨﺸﻲ ﻫﺰﻳﻨﻪ ـ ﺍﻧگﻴﺰﺵ ـ ﻧگﻬﺪﺍﺭﻱ ـ ﺗﻮﺍﻓﻖ ـ ﺍﻋﺘﺒﺎﺭ ـ پﺎﺩﺍﺵ ﻭ ﺍﻧگﻴﺰﺵ ـ ﺳﺎﺯگﺎﺭﻱ
ﺍﺭﺯﻳﺎﺑﻲ ﻣﺘﻐﻴﺮﻫﺎ ﻣﺪﻳﺮﺍﻥ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺑﺎﻳﺪ ﻣﺎﻫﻴﺖ ﻋﻮﺍﻣﻞ ﺗﺄﺜﻴﺮ گﺬﺍﺭ ﻣﺤﻴﻂ ﺧﺎﺭﺟﻲ ﻭ ﺩﺍﺧﻠﻲ ﺭﺍ پﻴﺶ ﺍﺯ ﺍﻧﺘﺨﺎﺏ ﻳﻚ ﺯﻣﻴﻨﻪ ﺍﺯ ﻓﻌﺎﻟﺘﻴﻬﺎ ﻣﻮﺭﺩ ﺗﻮﺟﻪ ﻗﺮﺍﺭ ﺩﻫﻨﺪ. ﺍﻳﻦ ﺍﻣﺮ ﺑﺮ ﻣﺪﻳﺮﺍﻥ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺍﺟﺎﺯﻩ ﻣﻲ ﺩﻫﺪ ﺗﺎ ﺑﻪ ﺟﺎﻱ آﻨﻜﻪ ﺑﻪ ﻃﻮﺭ ﺳﺎﺩﻩ ﺍﻧگﺎﺭﺍﻧﻪ پﺲ ﺍﺯ ﺭﺥ ﺩﺍﺩﻥ چﻴﺰﻱ ﻧﺴﺒﺖ ﺑﻪ آﻦ ﻭﺍﻛﻨﺶ ﻧﺸﺎﻥ ﺩﻫﻨﺪ ﺑﻪ گﻮﻧﻪ ﺍﻱ پﻴﻴﺶ ﻓﻌﺎﻻﻧﻪ ﺍﻗﺪﺍﻡ ﻧﻤﺎﻳﻨﺪ. ﺍﻳﻦ ﺍﻣﺮ ﻣﺪﻳﺮﺍﻥ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺭﺍ ﺗﺤﺖ ﻓﺸﺎﺭ ﻗﺮﺍﺭ ﻣﻲ ﺩﻫﺪ ﺗﺎ پﺎﺳﺦ ﻧﻬﺎﻳﻲ ﺭﺍ ﺑﺮﺍﻱ چﻨﻴﻦ پﺮﺳﺸﻬﺎﻱ ﺑﻨﻴﺎﺩﻱ ﺟﺴﺘﺠﻮ ﻧﻤﺎﻳﻨﺪ. ـ ﺍﻛﻨﻮﻥ ﻣﺎ ﻛﺠﺎ ﻫﺴﺘﻴﻢ؟ ـ ﻣﻲ ﺧﻮﺍﻫﻴﻢ ﺩﺭ آﻴﻨﺪﻩ ﺩﺭ ﻛﺠﺎ ﺑﺎﺷﻴﻢ؟ ـ ﻛﺪﺍﻡ ﻣﺴﻴﺮ ﺑﺮﺍﻱ ﻣﺎ ﺑﻬﺘﺮﻳﻦ ﺍﺳﺖ؟ ـ چگﻮﻧﻪ ﻭ ﺩﺭ چﻪ ﺯﻣﺎﻧﻲ ﻣﻲ ﺧﻮﺍﻫﻴﻢ آﻨﺮﺍ ﺍﺟﺮﺍ ﻛﻨﻴﻢ؟
ﻋﻮﺍﻣﻞ ﺗﺄﺜﻴﺮگﺬﺍﺭ ﻣﺤﻴﻂ ﺑﻴﺮﻭﻧﻲ )ﺧﺎﺭﺟﻲ( 1. ﻋﻮﺍﻣﻞ ﺳﻴﺎﺳﻲ 2. ﻋﻮﺍﻣﻞ ﻗﺎﻧﻮﻧﻲ 3. ﻋﻮﺍﻣﻞ ﻣﺤﻴﻄﻲ 4. ﻋﻮﺍﻣﻞ ﺗﻜﻨﻮﻟﻮژﻲ 5. ﻋﻮﺍﻣﻞ ﻓﺮﻫﻨگﻲ 6. ﻋﻮﺍﻣﻞ ﺟﻤﻌﻴﺖ ﺷﻨﺎﺧﺘﻲ 7. ﻋﻮﺍﻣﻞ ﺍﺟﺘﻤﺎﻋﻲ 8. ﻋﻮﺍﻣﻞ ﺳﺎﺯﻣﺎﻧﻲ 9. ﻋﻮﺍﻣﻞ ﺍﻗﺘﺼﺎﺩﻱ 01. ﺭﻭﺍﺑﻂ ﺻﻨﻌﺘﻲ
ﻋﻮﺍﻣﻞ ﺗﺄﺜﻴﺮگﺬﺍﺭ ﻣﺤﻴﻂ ﺩﺭﻭﻧﻲ )ﺩﺍﺧﻠﻲ( 1. ﻣﻘﺎﺻﺪ ﻭ ﻣﺄﻤﻮﺭﻳﺘﻬﺎﻱ ﺳﺎﺯﻣﺎﻥ 2. ﻓﺮﻫﻨگ ﺳﺎﺯﻣﺎﻧﻲ 3. ﺳﺎﺧﺘﺎﺭ ﺳﺎﺯﻣﺎﻧﻲ 4. ﻓﻦ آﻮﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ
ﺍﺭﺯﻳﺎﺑﻲ ﺍﻫﺪﺍﻑ،ﺍﺳﺘﺮﺍﺗژﻲ ﻫﺎ ﻭ ﺳﻴﺎﺳﺘﻬﺎﻱ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ 1. ﺗﻌﻬﺪ 2. ﺷﺎﻳﺴﺘگﻲ 3. ﺳﺎﺯگﺎﺭﻱ )ﻣﻴﺎﻥ ﻣﺪﻳﺮﻳﺖ ﻭ ﻛﺎﺭﻛﻨﺎﻥ( 4. ﺳﺎﺯگﺎﺭﻱ )ﻣﻴﺎﻥ ﺳﺎﺯﻣﺎﻥ ﻭ ﻛﺎﺭﻛﻨﺎﻥ( 5. ﻋﻤﻠﻜﺮﺩ 6. ﺭﺿﺎﻳﺖ ﺷﻐﻠﻲ 7. ﺍﻧگﻴﺰﺵ ﻛﺎﺭﻛﻨﺎﻥ 8. ﺍﻋﺘﻤﺎﺩ
چﺎﻟﺸﻬﺎﻱ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺍگﺮ ﻣﺪﻳﺮﺍﻥ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺩﺭ ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﺍﺳﺘﺮﺍﺗژﻴﻚ ﻭ ﺗﺼﻤﻴﻢ گﻴﺮﻱ ﺩﺭگﻴﺮ ﻫﺴﺘﻨﺪ ﻧﻴﺎﺯ ﺩﺍﺭﻧﺪ ﻛﻪ ﻣﺸﺎﺭﻛﺖ ﻛﻨﻨﺪگﺎﻥ ﺍﺳﺘﺮﺍﺗژﻴﻚ ﺩﺭ ﻛﻞ ﺳﺎﺯﻣﺎﻥ ﺑﺎﺷﻨﺪ آﻨﻬﺎ ﻧﻴﺎﺯ ﺩﺍﺭﻧﺪ ﺗﺎ ﺑﻪ ﻣﺪﻳﺮﺍﻥ ﻛﻤﻚ ﻛﻨﻨﺪ ﺳﻮﺩآﻮﺭﻱ ﺭﺍ ﺍﺯ ﻃﺮﻳﻖ ﺑﻬﺒﻮﺩ ﺑﻬﺮﻩ ﻭﺭﻱ ﻛﺎﺭﻛﻨﺎﻥ ﺍﻓﺰﺍﻳﺶ ﺩﻫﻨﺪ ﻭ ﻧﻴﺎﺯ ﺩﺍﺭﻧﺪ ﻛﻪ ﺑﻪ ﻣﺪﻳﺮﺍﻥ ﺍﻓﺮﺩﺍ ﺗﺒﺪﻳﻞ ﺷﻮﻧﺪ. ﻣﺪﻳﺮﻳﺖ ﺍﻧﺘﻈﺎﺭﺍﺕ ﺯﻳﺎﺩﻱ ﺍﺯ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺩﺭ ﻧﻈﺮ ﺩﺍﺭﺩ، ﺑﻬﺮﻩ ﻭﺭﻱ، ﻣﺒﺎﺣﺚ ﺭﻭﺍﺑﻂ ﺻﻨﻌﺘﻲ، ﺷﻨﺎﺳﺎﻳﻲ ﻭ ﺗﻮﺳﻌﻪ ﺍﺳﺘﻌﺪﺍﺩﻫﺎ، ﺍﺭﺯﻳﺎﺑﻲ ﻋﻤﻠﻜﺮﺩ ﻭ ﺳﻴﺴﺘﻤﻬﺎﻱ پﺎﺩﺍﺵ ﺩﻫﻲ ﺑﻪ ﻃﻮﺭ ﻓﺰﺍﻳﻨﺪﻩ ﺍﻱ ﺗﻮﺟﻪ ﻣﺪﻳﺮﻳﺖ ﺍﺭﺷﺪ ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﺑﻪ ﺧﻮﺩ ﻣﺸﻐﻮﻝ ﻣﻲ ﺳﺎﺯﺩ.
ﻧﻴﺎﺯ ﺑﻪ ﺍﺳﺘﺮﺍﺗژﻲ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ـ ﺍگﺮ ﺳﺎﺯﻣﺎﻧﻲ ﺑﻪ ﺩﻧﺒﺎﻝ ﺍﺭﺍﺋﻪ ﻓﻦ آﻮﺭﻱ ﺗﺎﺯﻩ ﺍﻱ ﺍﺳﺖ. ـ ﺍگﺮ ﻣﻲ ﺧﻮﺍﻫﺪ ﻫﺰﻳﻨﻪ ﻫﺎ ﺭﺍ ﻛﺎﻫﺶ ﺩﻫﺪ ـ ﻛﻴﻔﻴﺖ ﺭﺍ ﺑﻬﺒﻮﺩ ﺩﻫﺪ ﻭ ـ ﻭ ﻳﺎ ﺑﻪ ﺩﻧﺒﺎﻝ ﻛﻮچﻚ ﺳﺎﺯﻱ ﺍﺳﺖ ـ ﺑﺎﻳﺪ ﺩﻭ ﺩﻳﺪگﺎﻩ ﺍﺳﺘﺮﺍﺗژﻴﻚ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺭﺍ ﺩﻧﺒﺎﻝ ﻧﻤﺎﻳﺪ. ﺑﻨﺎﺑﺮﺍﻳﻦ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺍﺳﺘﺮﺍﺗژﻴﻚ ﺩﻳگﺮ ﻳﻚ ﺍﻧﺘﺨﺎﺏ ﻧﻴﺴﺖ، ﺑﻠﻜﻪ ﻳﻚ ﺿﺮﻭﺭﺕ ﺍﺳﺖ.
ﺑﺎ ﺗﺸکﺮ ﺍﺯ ﺗﻮﺟﻪ ﺷﻤﺎ
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