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الادارة بالقيم: الفلسفة الجديدة للنظام الاقتصادي المعاصر
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الدخول للموضوع: الحاجة لمواجهة التعقيد

تتناول هذه الورقة الفكرية فلسفة الادارة الجديدة وتطبيقاتها عبر ما يسمى "الادارة بالقيم" – MBV- (Management by values) التي تستند على الاحتياجات الحالية لبيئة المنظمات. ففي بحث (Dolan & Michley, 2006)، واستناداًَ لخبراتهما وممارساتهما اقترحا نموذج القيم ثلاثي المحاور (Tri- axial values model)، وهي: المادية- الذرائعية (Economic- Pragmatic)، الاخلاقية (Ethical)، والعاطفية- التطويرية (Emotional- Developmental). وستحاول تلك الورقة ان تحدد اسباب تبنيها لذلك. فلقد اعتبرت القيم في اوقات معينة من قبل المدراء بأنها مرنة للغاية
(Too soft)، بحكم تضمينها لأي مدخل جاد في الادارة، وبحيث اصبحت جزءاً مركزياً من التوجهات السائدة لها بالوقت الحاضر (Dolan & Garcia, 2002; Dolan et al., 2003).

انتشر مفهوم الادارة بالقيم بسرعة مذهلة في الاقتصادات العالمية الناشئة (Emerging world economies) مثل اسبانيا والبرازيل، واصبح الدافع الرئيسي لإعادة هندسة الثقافة التنافسية وادامتها. ففي سبيل المثال، شركة (Telefonica) التي تعد من كبريات الشركات الخاصة بإسبانيا حيث تستخدم ما يقارب (184.000) عامل. وقد طورت رؤيتها ورسالتها ومبادئها الادارية بإعتماد نموذج الادارة بالقيم. وحتى كوبا هذه الذي الحق الحظر الامريكي ضرراً اقتصادياً كبيراً عليها، فإن حكومتها تبنت مفهوم الادارة بالقيم (بالرغم من الجدل الايديولوجي)، والزمت جميع المدراء الكبار بمرافق الدولة كافة، على ضرورة ادارتها بموجب تطبيق هذا المفهوم، وبحيث اعدت وطورت مجموعة كبيرة من البرامج التدريبية بغية خلق حالات الالتزام والتمسك بهذه الفلسفة.

اذن، لماذا حدثت مثل هذا التغيرات؟ ولماذا لم تبادر الشركات الامريكية والانكلوسكسونية بتبي ذلك؟ والجواب على اية حال يعد معقداً للغاية، كونه يرتبط بمزيجية اهداف هذه الشركات وتعددها، فضلاً عن تداخل الجوانب الشخصية للمالكين والمدراء والظروف غير الموضوعية في ادارتها. ويشهد عالم اليوم، على نحو واسع تحولاً متميزاًُ في تركيز الادارة (Management focus) على ذلك، بسبب الطلبات المتزايدة في المجتمع على المدراء ذوي التبعية المهنية العالية، الى جانب الاهتمام العالي بالنوعية والزبائن (Dolan et al, 2004) .

لقد غدا العالم مكاناً يتصف باللاتأكد العالي والتعقيد المتزايد، ولم يعد بمقدور المدراء ان يتفادوا التعامل مع ذلك، وانما على النقيض من ذلك بزغت الحاجة الملحة والضرورة الحتمية بأن يواجه هؤلاء المدراء التعقيد بإمتلاكهم مهارات جديدة تصب في فهم واستيعاب نظرية التعقيد، والتناقضات، والفوضى، والنظم، وما شابه ذلك
(Dolan et al., 2003). كما اصبح واضحاً للعيان بالوقت الحاضر، ان اشارة التقدم والنمو لأي كيان (شخص، منظمة، مجتمع) ليست اكبر واغنى واطول واسرع من اشارة التقدم والنمو نحو فهم التعقيد الداخلي المتزايد والتبسيط المتكافئ للتفاعلات البينية بين الكيانات ذاتها- وبالتالي اذا لم يتم التوجه الحقيقي نحوها، فإن اجراس انذار الادارة يجب ان تقرع قبل وقوع الكارثة.

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Fri Mar 01 2013
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