NCB Magazine

‫ﻣﺠﻠﺔ دورﻳﺔ ﺗﺼﺪر ﻋﻦ اﻟﺒﻨﻚ اﻷﻫﻠﻲ اﻟﺘﺠﺎري‬

‫اﻟﻌﺪد )‪2018 (100‬‬

‫رحلة آفاق األهلي في‬

‫عـدد‬

‫البنك األهلي‬

‫رائد في المصرفية اإلسالمية‬

‫‪ 4‬خطوات يمكنك من خاللها‬

‫التعامل مع األخطاء أثناء العمل‬ ‫‪The Responsibility‬‬ ‫‪of Leaders‬‬

‫اﻷﻓﻀﻞ ﻓﻲ اﻟﺨﺪﻣﺎت اﻹﻟﮑﺘﺮوﻧﯿﺔ‬

‫‪| 9 2000 1000‬‬

‫| ‪www.alahli.com‬‬

‫رؤية قيادية‬ ‫ﻓﻲ ﺣﺪﻳﺜﻨﺎ ﻋﻦ اﻟﻘﻴﺎدة وأﻫﻤﻴﺘﻬﺎ ﻓﻲ ﺗﻄﻮر‬

‫اﻟﺸﺮﻛﺎت ﻧﺆﻛﺪ أن اﻟﺒﻨﻚ اﻷﻫﻠﻲ اﻟﺘﺠﺎري ﻟﻪ‬ ‫ٌ‬ ‫ٌ‬ ‫ﺣﺎﻓﻞ ﺑﺎﻹﻧﺠﺎزات وﺳﻌﻰ ﻃﻮل ﻣﺴﻴﺮﺗﻪ‬ ‫ﺗﺎرﻳﺦ‬ ‫ﻋﻠﻰ ﻣﺪار ﻋﻘﻮد إﻟﻰ رﻳﺎدة اﻟﺼﻨﺎﻋﺔ اﻟﻤﺼﺮﻓﻴﺔ‬ ‫ﺑﺎﻟﻤﻤﻠﻜﺔ‪ ،‬وﻧﺤﻦ ﻣﺴﺘﻤﺮون ﻓﻲ ﺗﺮﻛﻴﺰ‬

‫ﺟﻬﻮدﻧﺎ ﻋﻠﻰ أن ﺗﻨﺘﻘﻞ رﻳﺎدﺗﻨﺎ اﻟﻤﺤﻠﻴﺔ‬

‫إﻟﻰ رﻳﺎدة ﻟﻠﻘﻄﺎع اﻟﻤﺎﻟﻲ واﻟﻤﺼﺮﻓﻲ ﻓﻲ‬

‫اﻟﻤﻨﻄﻘﺔ‪ .‬ووﺿﻌﻨﺎ ﻓﻲ ﺳﺒﻴﻞ ﺗﺤﻘﻴﻖ ذﻟﻚ‬ ‫ً‬ ‫ً‬ ‫إﺳﺘﺮاﺗﻴﺠﻴﺔ ﻟﻨﻜﻮن اﻟﻤﺠﻤﻮﻋﺔ اﻟﻤﺎﻟﻴﺔ‬ ‫رؤﻳﺔ‬ ‫ً‬ ‫إﻗﻠﻴﻤﻴﺎ وأﺳﺴﻨﺎ ﻟﻬﺎ ﺧﻤﺲ أوﻟﻮﻳﺎت‬ ‫اﻟﺮاﺋﺪة‬ ‫ُﺗﺴﻬﻢ ﻓﻲ ﻧﺠﺎﺣﻨﺎ ﻟﻠﻮﺻﻮل إﻟﻰ ﻫﺬه اﻟﺮؤﻳﺔ؛‬

‫ﺣﻴﺚ ﻧﺮﻣﻲ ﻷن ﻧﻜﻮن اﻟﺒﻨﻚ اﻷول ﻓﻲ اﻟﺪﺧﻞ‬

‫أرﺑﺎح‬ ‫واﻷرﺑﺎح‪ ،‬ﻓﺎﺳﺘﻤﺮ اﻟﺒﻨﻚ ﻓﻲ ﺗﺤﻘﻴﻖ‬ ‫ٍ‬ ‫ﺻﺎﻓﻴﺔ ﻫﻲ اﻷﻋﻠﻰ ﺑﻴﻦ اﻟﺒﻨﻮك اﻟﺴﻌﻮدﻳﺔ ﻋﻠﻰ‬ ‫ﻣﺪار ﺧﻤﺲ ﺳﻨﻮات ﻣﺘﺘﺎﻟﻴﺔ‪ ،‬وﺗﺼﺪر ﺑﻨﻮك‬

‫اﻟﻤﻤﻠﻜﺔ ﻣﻦ ﺣﻴﺚ اﻷﺻﻮل‪ ،‬واﻟﻤﺤﺎﻓﻈﺔ‬

‫ﻋﻠﻰ ﻗﻮة ﺗﺼﻨﻴﻔﺎﺗﻪ اﻻﺋﺘﻤﺎﻧﻴﺔ وﻣﺤﻔﻈﺘﻪ‬ ‫ً‬ ‫ﻣﺆﻛﺪا رﻳﺎدﺗﻪ‬ ‫اﻟﺘﻤﻮﻳﻠﻴﺔ وﺣﺠﻢ اﻟﺴﻴﻮﻟﺔ‪،‬‬ ‫اﻟﻤﺤﻠﻴﺔ واﻹﻗﻠﻴﻤﻴﺔ ﻓﻲ ذﻟﻚ‪.‬‬

‫وﻧﺴﻌﻰ ﻷن ﻧﻜﻮن اﻟﺒﻨﻚ اﻷﻓﻀﻞ ﻓﻲ‬

‫اﻟﺨﺪﻣﺎت اﻹﻟﻜﺘﺮوﻧﻴﺔ‪ ،‬ﻓﺎﺳﺘﻤﺮت ﻣﺒﺎدرات‬

‫اﻟﺒﺸﺮﻳﺔ واﻻﺳﺘﻔﺎدة ﻣﻦ اﻟﻜﻔﺎءات اﻟﺸﺎﺑﺔ‬

‫داﺧﻞ اﻟﺒﻨﻚ ﻟﺘﻮﻟﻲ اﻟﻤﻨﺎﺻﺐ اﻟﻘﻴﺎدﻳﺔ‬

‫اﻟﻤﻬﻤﺔ ﻣﻦ ﺧﻼل ﺑﺮاﻣﺞ ﺗﻄﻮﻳﺮ اﻟﻘﺎدة‪،‬‬ ‫ﺑﺠﺎﻧﺐ زﻳﺎدة ﻧﺴﺒﺔ اﻟﺴﻌﻮدة‪.‬‬

‫وﻟﻼﺳﺘﻤﺮار ﻓﻲ رﻳﺎدﺗﻨﺎ وﺿﻌﻨﺎ ﻧﺼﺐ‬

‫أﻋﻴﻨﻨﺎ ﻣﺠﻤﻮﻋﺔ ﻣﻦ اﻷوﻟﻮﻳﺎت اﻟﺮﺋﻴﺴﺔ‬

‫ﻧﺴﺘﻬﺪف ﻣﻦ ﺧﻼﻟﻬﺎ اﻟﺒﻨﺎء ﻋﻠﻰ‬

‫اﻟﻔﺮص اﻟﻨﺎﺷﺌﺔ وزﻳﺎدة ﺣﺼﺘﻨﺎ اﻟﺴﻮﻗﻴﺔ‬

‫واﺳﺘﻘﻄﺎب اﻟﻤﺰﻳﺪ ﻣﻦ اﻟﺤﺴﺎﺑﺎت اﻟﺠﺎرﻳﺔ‬ ‫وﺗﺨﻔﻴﺾ ﺗﻜﻠﻔﺔ اﻻﺋﺘﻤﺎن‪ .‬وﻓﻲ اﻟﻮﻗﺖ‬

‫ذاﺗﻪ‪ ،‬ﻳﺠﺐ أن ﻧﺘﺴﻢ ﺑﺎﻟﻤﺮوﻧﺔ ﻟﻠﺘﻌﺎﻣﻞ‬

‫ﻣﻊ ﻣﺘﻐﻴﺮات اﻟﺴﻮق وﺗﻜﺜﻴﻒ اﻟﺠﻬﻮد‬

‫ﻟﻤﻼﺣﻘﺔ اﻟﺘﻄﻮر اﻟﻤﺴﺘﻤﺮ‪ ،‬ﻓﺎﻗﺘﺼﺎدﻧﺎ‬ ‫ً‬ ‫ً‬ ‫ﺟﻮﻫﺮﻳﺎ وﻧﻨﺎﻓﺲ ﻓﻲ ﺑﻴﺌﺔ‬ ‫ﺗﺤﻮﻻ‬ ‫ﻳﺸﻬﺪ‬

‫أﻋﻤﺎل دﻳﻨﺎﻣﻴﻜﻴﺔ وﻣﻌﻘﺪة‪ ،‬ﻛﻤﺎ أﻧﻨﺎ ﻋﻠﻰ‬ ‫ﻋﺼﺮ ﺟﺪﻳﺪ ﺳﺘﻔﺘﺢ ﻓﻴﻪ رؤﻳﺔ‬ ‫ﻣﺸﺎرف‬ ‫ٍ‬

‫اﻟﻤﻤﻠﻜﺔ اﻟﻌﺮﺑﻴﺔ‬ ‫اﻟﺴﻌﻮدﻳﺔ ‪2030‬م اﻵﻓﺎق‬ ‫ّ‬

‫ﻟﻠﻤﺰﻳﺪ ﻣﻦ اﻟﻔﺮص ﻟﻜﻨﻬﺎ ﻓﻲ اﻟﻮﻗﺖ‬

‫ذاﺗﻪ ﺳﺘﺮﻓﻊ ﺳﻘﻒ اﻟﺘﻨﺎﻓﺴﻴﺔ واﻷداء‪ ،‬ﻟﺬا‬ ‫ﻋﻠﻴﻨﺎ ﻣﻀﺎﻋﻔﺔ ﺟﻬﻮدﻧﺎ ﻟﺘﺤﻘﻴﻖ اﻟﺴﺮﻋﺔ‬

‫واﻟﺠﻮدة ﻓﻲ ﺗﻨﻔﻴﺬ اﻟﺨﻄﻂ ﻣﻦ ﺧﻼل‬

‫اﻟﺘﺤﻮل اﻹﻟﻜﺘﺮوﻧﻲ ﻓﻲ ﺟﻤﻴﻊ ﻋﻤﻠﻴﺎت اﻟﺒﻨﻚ‬

‫آﻓﺎق ﺗﻨﺎﻓﺴﻴﺔ‬ ‫اﻟﻮﺻﻮل ﺑﺘﺠﺮﺑﺔ اﻟﻌﻤﻴﻞ إﻟﻰ‬ ‫ٍ‬

‫ﻓﻲ اﻟﻤﻤﻠﻜﺔ وﻓﻲ اﻟﻤﻨﻄﻘﺔ ﻓﻲ اﻟﻤﻌﺎﻣﻼت‬

‫إﻟﻴﻬﺎ‪ ،‬وﺗﻄﺒﻴﻖ أﻓﻀﻞ اﻟﻤﻤﺎرﺳﺎت ﻓﻲ‬

‫ﻣﻤﺎ أﺳﻬﻢ ﻓﻲ ﺗﺼﺪر ﻗﺎﺋﻤﺔ أﻓﻀﻞ اﻟﺒﻨﻮك‬

‫واﻟﺘﻄﺒﻴﻘﺎت اﻹﻟﻜﺘﺮوﻧﻴﺔ‪ ،‬وﻫﺪﻓﻨﺎ أن ﻧﺼﺒﺢ‬ ‫اﻟﺒﻨﻚ اﻷﻓﻀﻞ ﻓﻲ ﺧﺪﻣﺔ اﻟﻌﻤﻼء‪ ،‬وﻗﺪ‬

‫اﻧﻌﻜﺴﺖ ﻣﺒﺎدراﺗﻨﺎ وﺑﺮاﻣﺠﻨﺎ اﻟﻘﻮﻳﺔ ﻓﻲ ﻫﺬا‬ ‫اﻟﺼﺪد ﻓﻲ زﻳﺎدة ﻣﺆﺷﺮ ﺟﻮدة اﻟﺨﺪﻣﺔ‪ .‬وﻷﻧﻨﺎ‬ ‫ﻧﻄﻤﺢ ﻷن ﻧﻜﻮن اﻟﺨﻴﺎر اﻷول ﻟﻠﻤﻮﻇﻔﻴﻦ‪،‬‬

‫ﻓﻘﺪ اﺳﺘﻬﺪﻓﺖ ﺑﺮاﻣﺠﻨﺎ ﻓﻲ ﺗﻄﻮﻳﺮ أﺻﻮﻟﻨﺎ‬

‫ﺟﺪﻳﺪة ﻳﺼﻌﺐ ﻋﻠﻰ ﻣﻨﺎﻓﺴﻴﻨﺎ اﻟﻮﺻﻮل‬ ‫اﻟﻘﻨﻮات اﻹﻟﻜﺘﺮوﻧﻴﺔ واﻷﺗﻤﺘﺔ اﻟﺸﺎﻣﻠﺔ‬ ‫ﻟﻠﻌﻤﻠﻴﺎت وﺗﺤﻠﻴﻞ اﻟﺒﻴﺎﻧﺎت‪ ،‬وﺗﺤﻔﻴﺰ‬

‫اﻻﺑﺘﻜﺎر ﻓﻲ اﻟﻤﻨﺘﺠﺎت وﺳﺮﻋﺔ ﻃﺮﺣﻬﺎ ﻓﻲ‬

‫اﻟﺴﻮق‪ ،‬واﻟﺘﺮﻛﻴﺰ اﻟﻘﻮي ﻋﻠﻰ اﻹﻧﺘﺎﺟﻴﺔ‪ ،‬وأن‬ ‫ً‬ ‫ﻧﻤﻮذﺟﺎ ﻳُ ﺤﺘﺬى ﺑﻪ ﻓﻲ اﻟﺤﻮﻛﻤﺔ‬ ‫ﻧﻜﻮن‬ ‫وإدارة اﻟﻤﺨﺎﻃﺮ واﻻﻟﺘﺰام‪ ،‬وﺗﺮﺳﻴﺦ ﺛﻘﺎﻓﺔ‬ ‫اﻟﺘﻤﻴﺰ ﻓﻲ اﻷداء‪.‬‬

‫فيصل بن عمر السقاف‬

‫الرئيس التنفيذي‬

‫محتوى العدد‬

‫الرقم الدولي المعياري‬

‫‪ 4647/21‬رقم اإليداع ‪L.D. No.‬‬

‫‪ 1658 – 0028‬ردمد ‪ISSN No.‬‬ ‫البريد اإللكتروني‬ ‫‪afaq@alahli.com‬‬

‫‪07‬‬ ‫البنك األهلي رائد في‬ ‫المصرفية اإلسالمية؟‬ ‫أهمية القيادة ومهاراتها الرئيسية‬ ‫ﻣﻮﺿ((ﻮع اﻟﻌﺪد‬

‫دور القائد في نجاح فريق العمل‬ ‫القيادة اإليجابية‪ ،‬لماذا؟‬ ‫نموذجيا‬ ‫كيف تجعل فريق عملك‬ ‫ً‬

‫ﻃﻤ((ﻮح ﻣﺤﻘﻖ‬

‫مسؤولية القادة‬

‫‪ 4‬خطوات يمكنك من خاللها‬ ‫التعامل مع األخطاء أثناء العمل‬ ‫الكماليون‬ ‫ّ‬ ‫الواجبات والمحظورات‬ ‫في بيئة العمل‬

‫اﻟﻤﺼﺮﻓﻴﺔ اﻟﺪوﻟﻴﺔ و اﻟﺘﻘﻨﻴﺔ‬

‫‪25‬‬

‫‪33‬‬

‫أوجه االختالف في النهج المتبع‬ ‫في المعامالت المصرفية في‬ ‫أنحاء العالم‬

TABLE OF CONTENT

AHALINA

A Bright Future

AMBITIONS REALIZED The Future is EI. The Future is Amazing.

An Evolving Community Make Your Perfectionism Work for You Workplace Environment Do’s and Don’ts

PEOPLE’S BANK

Risk Management in the Modern Age

ISSUE SPECIAL The Responsibility of Leaders Creating a Dream Team

Women Take the Lead

Quotes about Leadership

INTERNATIONAL BANKING & TECHNOLOGY A Failure in Culture: Wells Fargo’s Account Fraud Scandal Bank Policies that Shot Banks to the Top Banking Worldwide: How different countries approach banking Looking Back at the 2008 Mortgage Crisis a Decade Later

41 37 ‫إدارة المخاطر في العصر الحديث‬

‫ﺑﻨﻚ اﻟﻮﻃﻦ‬

‫برنامج «أهالينا» لأليتام‬

‫أﻫ((((((ﺎﻟ((((ﻴ((((ﻨﺎ‬

‫مستقبل مشـــــرق‬

‫‪4‬‬

‫رحلة آفاق األهلي‬ ‫في ‪ 100‬عدد‬ ‫التقنيــة‬ ‫المبكرة‬

‫كان عام ‪2013‬م عاما زاخر ًا‬ ‫باإلنجازات في البنك األهلي وقد‬ ‫سلط العدد الضوء على تحرك‬ ‫البنك األهلي نحو دمج كامل‬ ‫للخدمات المصرفية اإلسالمية‬

‫في عام ‪2000‬م ناقش العدد‬ ‫‪ 34‬حجم الوقت التي توفره لنا‬ ‫التقنية‪ .‬وقتها لم نكن نعرف‬ ‫أننا على وشك الدخول في عصر‬ ‫أصبحت فيه التقنية شريان الحياة‬ ‫لكل بنك‪.‬‬

‫ريادة البنك األهلي‬ ‫في إدارة المخاطر‬ ‫ناقشت األعداد ‪ 53-52‬قدرة‬ ‫البنك األهلي على إدارة المخاطر‬ ‫واإلعالن عن أن البنك األهلي هو‬ ‫أول بنك في المملكة يستخدم‬ ‫األقمار الصناعية لعمليات‬ ‫الصراف اآللي‪.‬‬

‫‪2000‬‬

‫‪2005‬‬

‫‪2013‬‬

‫بداية جديدة‬ ‫تسليط الضوء على التزام القيادة‬ ‫التنفيذية الجديدة للبنك األهلي‬ ‫بقيادة الغامدي على االلتزام بريادة‬ ‫البنك األهلي للقطاع المصرفي‬ ‫السعودي واإلقليمي‬

‫‪2016‬‬

‫األمن اإللكتروني‬ ‫في هذا العدد نوقشت قدرات‬ ‫البنك األهلي في المحافظة‬ ‫على األمن اإللكتروني في جميع‬ ‫العمليات‬

‫تميز‬ ‫الخدمة‬

‫ناقش اإلصدار األخير أهمية‬ ‫العالقة بين العميل والموظف‬ ‫من خالل خدمة العمالء؛ إذ تم‬ ‫مناقشة كيف ستأخذ خدمة‬ ‫العمالء الموظفين والبنوك إلى‬ ‫مستوى متميز‬

‫اﻟﻌﺪد )‪2018 (99‬‬

‫مفاتيح نجــاح‬

‫خدمة العمالء‬

‫تيار‬ ‫التغيير‬

‫جاءت أعداد ‪2014‬م لتتناول‬ ‫معدالت النمو القياسية للبنك‬ ‫األهلي واطالق برنامج رواد‬ ‫األهلي الذي ما زال يؤتي بثماره‬

‫انتاجية‬ ‫أفضل‬

‫كان الموضوع الرئيسي في‬ ‫العدد ‪ 98‬هو اإلنتاجية ومالمح‬ ‫نجاحات البنك األهلي في‬ ‫االستفادة القصوى من قدرات‬ ‫موظفيه لضمان تحقيق أعلى‬ ‫مستويات اإلنتاجية‬

‫فعالة‬ ‫ستة أسرار ّ‬

‫لزيادة مستوى رضا العمالء بقراءة‬ ‫صحيحة للغة الجسد‬

‫آراء كبار المدراء التنفيذيين‬ ‫في مجال خدمة العمالء‬

‫‪Better Banking‬‬ ‫‪CUSTOMER‬‬

‫‪2014‬‬

‫‪2017‬‬

‫‪KNOW TOMORROW’S‬‬

‫‪2018‬‬

‫ﻣﺠﻠﺔ دورﻳﺔ ﺗﺼﺪر ﻋﻦ اﻟﺒﻨﻚ اﻷﻫﻠﻲ اﻟﺘﺠﺎري‬

‫ﻣﻮﺿ ﻮع اﻟﻌﺪد‬

‫موضوع‬ ‫العدد‬

‫‪7‬‬

‫ ‬

‫البنك األهلي رائد في‬ ‫المصرفية اإلسالمية؟‬

‫ ‬

‫مسؤولية القادة‬

‫ ‬

‫دور القائد في نجاح فريق العمل‬

‫ ‬

‫أهمية القيادة ومهاراتها الرئيسية‬

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‫القيادة اإليجابية‪ ،‬لماذا؟‬

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‫نموذجيا‬ ‫كيف تجعل فريق عملك‬ ‫ً‬

‫ﻣﻮﺿ ﻮع اﻟﻌﺪد‬

‫البنك األهلي‬ ‫رائد في المصرفية‬ ‫اإلسالمية؟‬

‫إطالق البذرة األولى‬ ‫للمصرفية اإلسالمية‬ ‫في البنك األهلي‪:‬‬ ‫ﻧﺸﺄت ﻓﻜﺮة ﺗﺤﻮﻳﻞ اﻟﺒﻨﻚ اﻷﻫﻠﻲ إﻟﻰ ﻣﺼﺮف‬ ‫إﺳﻼﻣﻲ ﻣﻨﺬ اﻟﺜﻤﺎﻧﻴﻨﺎت‪ ،‬ﻓﺘﻮاﻟﺖ اﻟﺒﺤﻮث‬ ‫واﻟﺪراﺳﺎت ﻟﻮﺿﻊ اﻟﻔﻜﺮة ﻣﻮﺿﻊ اﻟﺘﻨﻔﻴﺬ‪ ،‬ﻣﻦ‬ ‫ﺧﻼل ﺑﺮاﻣﺞ وﺧﻄﻂ إﺳﺘﺮاﺗﻴﺠﻴﺔ ﻣﺤﻜﻤﺔ‪،‬‬ ‫ﺣﺸﺪت ﻟﻬﺎ اﻹﻣﻜﺎﻧﺎت واﻟﺨﺒﺮات اﻟﻼزﻣﺔ‪.‬‬ ‫• ﻓﻲ ﻋﺎم ‪1987‬م ﺗﻢ إﻧﺸﺎء ﺻﻨﺪوق اﺳﺘﺜﻤﺎري‬ ‫ﻣﻨﻀﺒﻂ ﺑﻘﻴﻮد اﻟﺘﻌﺎﻣﻞ اﻟﺸﺮﻋﻲ ﻫﻮ" ﺻﻨﺪوق‬ ‫اﻟﻤﺘﺎﺟﺮة اﻟﻌﺎﻟﻤﻴﺔ ﻓﻲ اﻟﺴﻠﻊ " ﻫﻮ اﻷول ﻣﻦ‬ ‫ﻧﻮﻋﻪ ﻓﻲ اﻟﻤﻤﻠﻜﺔ‪ ،‬ﻳﻘﻮم ﺑﺎﻻﺳﺘﺜﻤﺎر ﻓﻲ‬ ‫ﺗﺠﺎرة اﻟﺴﻠﻊ وﻓﻖ ﺻﻴﻐﺔ ﺑﻴﻊ اﻟﻤﺮاﺑﺤﺔ‪.‬‬ ‫• ﻓﻲ ﻋﺎم ‪1990‬م ﺗﻢ إﻧﺸﺎء أول ﻓﺮع ﻣﺘﺨﺼﺺ‬ ‫ﻓﻲ اﻟﺨﺪﻣﺎت واﻟﻤﻨﺘﺠﺎت اﻟﻤﺼﺮﻓﻴﺔ‬ ‫اﻹﺳﻼﻣﻴﺔ‪ .‬وأﺻﺒﺤﺖ ﻣﺴﺄﻟﺔ ﺗﻄﻮﻳﺮ اﻟﻌﻤﻞ‬ ‫ﺟﺰءا ﻻ ﻳﺘﺠﺰأ ﻣﻦ‬ ‫اﻟﻤﺼﺮﻓﻲ اﻹﺳﻼﻣﻲ‬ ‫ً‬ ‫إﺳﺘﺮاﺗﻴﺠﻴﺔ اﻟﻌﻤﻞ ﻓﻲ اﻟﺒﻨﻚ ‪.‬‬

‫إﻧﺸﺎء إدارة ﻣﺴﺘﻘﻠﺔ‬ ‫ﻟﻠﺨﺪﻣﺎت اﻟﻤﺼﺮﻓﻴﺔ‪:‬‬ ‫ﻛﺎن اﻟﺒﻨﻚ اﻷﻫﻠﻲ راﺋﺪا ﻓﻲ إﻧﺸﺎء إدارة ﻣﺮﻛﺰﻳﺔ‬ ‫ﻣﺼﺮﻓﻴﺔ إﺳﻼﻣﻴﺔ ﻣﺴﺘﻘﻠﺔ ﻓﻲ اﻟﻌﺎم ‪1992‬م‪،‬‬ ‫ﻣﺎ ﻟﺒﺚ أن ﺗﻨﺎﻣﻰ ﻋﺪد اﻟﻔﺮوع اﻟﺘﺎﺑﻌﺔ ﻟﻬﺎ ﻓﻲ‬ ‫وﻗﺖ ﻗﻴﺎﺳﻲ ﻣﻦ ﻓﺮع واﺣﺪ ﻓﻲ ﺷﺎرع ﺣﺎﺋﻞ إﻟﻰ‬ ‫‪ 45‬ﻓﺮﻋﺎ ﻓﻲ ﺟﻤﻴﻊ أﻧﺤﺎء اﻟﻤﻤﻠﻜﺔ ﺧﻼل ﺑﻀﻊ‬ ‫ﺳﻨﻮات‪ ،‬ﺗﻘﺪم اﻟﻤﻨﺘﺠﺎت اﻹﺳﻼﻣﻴﺔ ﺟﻨﺒﺎ إﻟﻰ‬ ‫ﺟﻨﺐ ﻣﻊ اﻟﻔﺮوع اﻟﺘﻘﻠﻴﺪﻳﺔ ‪ ،‬ﺑﻴﻨﻤﺎ اﻛﺘﻔﺖ‬ ‫اﻟﺒﻨﻮك اﻷﺧﺮى ﻓﻲ ﺣﻴﻨﻬﺎ ﺑﻔﺘﺢ ﻧﻮاﻓﺬ ﻟﻠﻌﻤﻞ‬ ‫اﻟﻤﺼﺮﻓﻲ اﻹﺳﻼﻣﻲ‪.‬‬

‫ﺗﻮﺳﻊ وﺗﻄﻮﻳﺮ‬ ‫اﻟﺨﺪﻣﺎت اﻟﻤﺼﺮﻓﻴﺔ‪:‬‬ ‫ً‬ ‫ﺗﻄﻮرا ﻛﺒﻴﺮا‬ ‫ﺷﻬﺪت اﻟﺴﻨﻮات اﻷﺧﻴﺮة اﻟﻘﺮﻳﺒﺔ‬ ‫ﻓﻲ اﻟﺨﺪﻣﺎت اﻟﻤﺼﺮﻓﻴﺔ اﻹﺳﻼﻣﻴﺔ ﺗﺠﻠﻰ ﻓﻲ‪:‬‬ ‫• اﻟﺘﻮﺳﻊ اﻟﺪاﺧﻠﻲ ﻓﻲ اﻟﻤﻨﺘﺠﺎت اﻟﻤﺼﺮﻓﻴﺔ‬ ‫اﻹﺳﻼﻣﻴﺔ‪ :‬ﻣﺜﻞ ﻣﻨﺘﺠﺎت اﻟﺘﻤﻮﻳﻞ اﻟﺸﺨﺼﻲ‪،‬‬ ‫وﺑﻄﺎﻗﺎت اﻻﺋﺘﻤﺎن‪ ،‬وﻣﻨﺘﺠﺎت اﻟﺸﺮﻛﺎت‪،‬‬ ‫وﻣﻨﺘﺠﺎت اﻟﺨﺰﻳﻨﺔ‪ ،‬وﻣﻨﺘﺠﺎت اﻟﺼﻜﻮك‬ ‫اﻟﺤﻜﻮﻣﻴﺔ‪ ،‬وﻣﻨﺘﺠﺎت ﻫﻴﻜﻠﻴﺔ ﻋﺎﻟﻤﻴﺔ‪،‬‬ ‫وﻣﻨﺘﺠﺎت ﺗﻠﺒﻲ ﻣﺘﻄﻠﺒﺎت ﻣﻌﺎﻳﻴﺮ ﺑﺎزل اﻟﺪوﻟﻴﺔ‪.‬‬ ‫• اﻟﺘﻮﺳﻊ اﻟﺠﻐﺮاﻓﻲ ﻓﺄﺻﺒﺤﺖ ﺟﻤﻴﻊ اﻟﻔﺮوع‬ ‫ً‬ ‫ﻓﺮوﻋﺎ إﺳﻼﻣﻴﺔ وﻋﺪدﻫﺎ‬ ‫اﻟﺘﺎﺑﻌﺔ ﻟﻠﺒﻨﻚ اﻷﻫﻠﻲ‬ ‫اﻟﺤﺎﻟﻲ أﻛﺜﺮ ﻣﻦ ‪ 400‬ﻓﺮع‪ .‬وﺑﺪأ اﻟﺘﻮﺳﻊ‬ ‫ﻓﻲ ﺷﺮاﺋﺢ اﻟﻌﻤﻼء ﺑﺎﻷﻓﺮاد‪ ،‬ﺛﻢ اﻟﺸﺮﻛﺎت‬ ‫اﻟﺼﻐﻴﺮة‪ ،‬ﺛﻢ اﻟﺸﺮﻛﺎت اﻟﻜﺒﻴﺮة‪ ،‬ﺛﻢ اﻟﺒﻨﻮك‬ ‫اﻟﺪوﻟﻴﺔ ﺛﻢ اﻟﺤﻜﻮﻣﺎت‪ ،‬ﻓﻜﺎن ﻟﻠﺒﻨﻚ اﻷﻫﻠﻲ‬ ‫ﻋﻼﻗﺎت دوﻟﻴﺔ واﺳﻌﺔ ﻓﻲ ﻣﺠﺎل اﻟﻌﻤﻞ‬ ‫اﻟﻤﺼﺮﻓﻲ اﻹﺳﻼﻣﻲ‪.‬‬

‫ﻗﺮار اﻟﺘﺤﻮل اﻟﻜﺎﻣﻞ‪:‬‬ ‫ﺗﻢ ﺗﺘﻮﻳﺞ ﻫﺬا اﻟﺘﻮﺳﻊ ﺑﻘﺮار اﻟﺘﺤﻮل‬ ‫اﻟﻜﺎﻣﻞ ﻧﺤﻮ اﻟﻤﺼﺮﻓﻴﺔ اﻹﺳﻼﻣﻴﺔ ﺑﺘﺎرﻳﺦ‬ ‫‪2014|10|19‬م ﺣﻴﺚ ﺗﺒﻨﻰ ﻣﺠﻠﺲ إدارة‬ ‫اﻟﺒﻨﻚ ﺑﺎﻻﺗﻔﺎق ﻣﻊ اﻟﻬﻴﺌﺔ اﻟﺸﺮﻋﻴﺔ ﻟﻠﺒﻨﻚ‬ ‫واﻹدارة اﻟﺘﻨﻔﻴﺬﻳﺔ ﻗﺮار اﻟﺘﺤﻮل ﻣﻦ ﺧﻼل ﺧﻄﺔ‬ ‫إﺳﺘﺮاﺗﻴﺠﻴﺔ وﺗﻨﻔﻴﺬﻳﺔ ﺗﺪرﻳﺠﻴﺔ ﻣﺪﺗﻬﺎ ﺧﻤﺲ‬ ‫ﺳﻨﻮات ﺑﺤﻴﺚ ﻳﺼﺒﺢ اﻟﺒﻨﻚ اﻷﻫﻠﻲ ﺑﻨﻬﺎﻳﺘﻬﺎ‬ ‫ً‬ ‫ً‬ ‫إﺳﻼﻣﻴﺎ ﺑﺎﻟﻜﺎﻣﻞ‪.‬‬ ‫ﺑﻨﻜﺎ‬

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‫ﻣﺎ ﻫﻮ اﻟﺘﻤﻮﻳﻞ اﻹﺳﻼﻣﻲ‪:‬‬ ‫اﻟﻌﻤﻠﻴﺎت اﻟﻤﺼﺮﻓﻴﺔ اﻹﺳﻼﻣﻴﺔ ﻫﻲ ﺗﻠﻚ‬ ‫اﻟﻤﺘﻮاﻓﻘﺔ ﻣﻊ ﻣﺒﺎدئ اﻟﺸﺮﻳﻌﺔ اﻹﺳﻼﻣﻴﺔ‪،‬‬ ‫واﻟﺨﺎﻟﻴﺔ ﻣﻦ اﻟﺮﺑﺎ واﻟﻤﺤﻈﻮرات اﻟﺸﺮﻋﻴﺔ‬ ‫اﻷﺧﺮى‪ ،‬اﻟﻤﻨﻔﺬة ﺣﺴﺐ اﻟﻌﻘﻮد واﻟﺼﻴﻎ‬ ‫واﻷدوات اﻹﺳﻼﻣﻴﺔ اﻟﻤﻌﺮوﻓﺔ‪ ،‬اﻟﻤﺠﺎزة ﻣﻦ‬ ‫ﻗﺒﻞ اﻟﻬﻴﺌﺎت اﻟﺸﺮﻋﻴﺔ اﻟﻤﺨﺘﺼﺔ ﻣﺜﻞ اﻟﺒﻴﻊ‪،‬‬ ‫واﻟﻤﻀﺎرﺑﺔ‪ ،‬واﻟﻤﺸﺎرﻛﺔ‪ ،‬واﻟﻤﺮاﺑﺤﺔ‪ ،‬واﻹﺟﺎرة‪،‬‬ ‫واﻟﺴﻠﻢ‪ ،‬واﻟﺘﻮرق‪ ،‬واﻟﺼﻜﻮك واﻟﻤﺸﺘﻘﺎت‬ ‫اﻷﺧﺮى‪ .‬وأﻫﻢ ﻣﺎ ﻳﻤﻴﺰﻫﺎ ﻋﻦ اﻟﻌﻤﻠﻴﺎت‬ ‫اﻟﺘﻘﻠﻴﺪﻳﺔ أﻧﻬﺎ ﺗﺘﻌﺎﻣﻞ ﻓﻲ اﻷﺳﺎس ﻣﻊ اﻷﺻﻮل‬ ‫اﻟﺤﻘﻴﻘﻴﺔ واﻷدوات اﻟﺘﻲ ﺗﻤﺜﻞ ﻣﻮﺟﻮدات‬ ‫ﺣﻘﻴﻘﻴﺔ ﻣﺜﻞ اﻟﺴﻠﻊ واﻟﻌﻘﺎرات واﻟﺴﻴﺎرات‪،‬‬ ‫وﺑﻄﺎﻗﺎت اﻻﺋﺘﻤﺎن‪ ،‬وﺗﺘﺤﺎﺷﻰ ﻋﻤﻠﻴﺎت اﻟﺘﺒﺎدل‬ ‫اﻟﻨﻘﺪي ﺣﻴﺚ ﻻ ﻳﻜﻮن ﻫﻨﺎك ﺳﻠﻊ أو أﺻﻮل‬ ‫وﻣﻮﺟﻮدات ﺣﻘﻴﻘﻴﺔ‪ .‬وﻫﻲ ﺗﻮﻇﻒ اﺳﺘﺜﻤﺎراﺗﻬﺎ‬ ‫ﻓﻲ ﺗﻤﻮﻳﻞ اﻟﺸﺮﻛﺎت‪ ،‬وﺗﻤﻮﻳﻞ اﻟﻤﺸﺎرﻳﻊ‬ ‫اﻹﻧﺘﺎﺟﻴﺔ‪ ،‬أي ﻣﺒﺎدﻟﺔ ﻧﻘﺪ ﺑﻤﺸﺮوع‪.‬‬

‫ﻣﻮاﺻﻠﺔ اﻟﺘﻄﻮر واﺳﺘﻤﺮار اﻟﺪور اﻟﺮﻳﺎدي‬ ‫ﻟﻠﺒﻨﻚ اﻷﻫﻠﻲ‪:‬‬ ‫ﺷﻬﺪت اﻟﻤﻤﻠﻜﺔ ﺗﻄﻮرات ﻫﺎﻣﺔ وﻛﺒﻴﺮة‬ ‫ﻣﺆﺧﺮا ﻓﻲ اﻟﺒﻴﺌﺔ اﻟﻤﺎﻟﻴﺔ واﻟﺘﺸﺮﻳﻌﻴﺔ ﻓﻲ‬ ‫اﻟﻤﻤﻠﻜﺔ اﻟﻌﺮﺑﻴﺔ اﻟﺴﻌﻮدﻳﺔ‪ ،‬ﺟﺎءت ﻟﺘﻘﻮﻳﺔ‬ ‫اﻟﺘﻮﺟﻪ ﻧﺤﻮ اﻟﻤﺼﺮﻓﻴﺔ اﻹﺳﻼﻣﻴﺔ‪:‬‬ ‫‪ )1‬أﺻﺪرت اﻟﺤﻜﻮﻣﺔ اﻟﺴﻌﻮدﻳﺔ ﻋﺪدا ﻣﻦ‬ ‫اﻷﻧﻈﻤﺔ واﻟﻠﻮاﺋﺢ واﻟﺘﻌﻠﻴﻤﺎت أﻫﻤﻬﺎ‪ :‬أ( ﻧﻈﺎم‬ ‫اﻹﻳﺠﺎر اﻟﺘﻤﻮﻳﻠﻲ و ب( ﻧﻈﺎم اﻟﺒﻴﻊ ﺑﺎﻟﺘﻘﺴﻴﻂ‬ ‫و ج( ﻧﻈﺎم اﻟﺘﻤﻮﻳﻞ اﻟﻌﻘﺎري‪ .‬و د( ﻧﻈﺎم ﻣﺮاﻗﺒﺔ‬ ‫ﺷﺮﻛﺎت اﻟﺘﻤﻮﻳﻞ‪ .‬وﻛﻞ ﻫﺬه اﻷﻧﻈﻤﺔ ﺗﻠﺰم‬ ‫اﻟﺒﻨﻮك واﻟﺸﺮﻛﺎت ﺑﺎﻟﺘﻘﻴﺪ ﺑﻤﺒﺎدئ اﻟﺸﺮﻳﻌﺔ‬ ‫اﻹﺳﻼﻣﻴﺔ ﻃﺒﻘﺎ ﻟﻠﻀﻮاﺑﻂ اﻟﺸﺮﻋﻴﺔ اﻟﺼﺎدرة‬ ‫ﻋﻦ اﻟﻬﻴﺌﺎت اﻟﺸﺮﻋﻴﺔ اﻟﻤﻌﺘﻤﺪة اﻟﺘﺎﺑﻌﺔ‬ ‫ﻟﻠﻤﺼﺮف اﻟﺬي ﻳﻘﻮم ﺑﺎﻹﺻﺪار أو ﻣﻤﺎرﺳﺔ ﺗﻠﻚ‬ ‫اﻷﻋﻤﺎل اﻟﻤﺼﺮﻓﻴﺔ‪ .‬ﻫ ( ﻛﻤﺎ ﺻﺪرت ﺗﻌﻠﻴﻤﺎت‬ ‫ﻋﻦ ﻣﺆﺳﺴﺔ اﻟﻨﻘﺪ اﻟﻌﺮﺑﻲ اﻟﺴﻌﻮدي‪ ،‬وﻫﻲ‬

‫اﻟﻬﻴﺌﺔ اﻟﺮﻗﺎﺑﻴﺔ اﻟﻤﺴﺌﻮﻟﺔ ﻋﻦ اﻟﺒﻨﻮك‪،‬‬ ‫ﺗﻠﺰم اﻟﺒﻨﻮك ﺑﻮﺟﻮب اﻟﺤﺼﻮل ﻋﻠﻰ ﺟﻤﻴﻊ‬ ‫اﻟﻤﻮاﻓﻘﺎت واﻹﺟﺎزات اﻟﺸﺮﻋﻴﺔ ﻣﻦ ﻗﺒﻞ‬ ‫اﻟﻬﻴﺌﺎت اﻟﺸﺮﻋﻴﺔ اﻟﻤﻌﺘﻤﺪة ﻟﻜﻞ اﻟﻤﻨﺘﺠﺎت‬ ‫اﻹﺳﻼﻣﻴﺔ اﻟﺠﺪﻳﺪة اﻟﺘﻲ ﺗﻄﺮﺣﻬﺎ أو ﻳﺘﻢ‬ ‫ﺗﻌﺪﻳﻠﻬﺎ‪.‬‬ ‫‪ )2‬ﺗﺒﻨﺖ اﻟﺤﻜﻮﻣﺔ اﻟﺴﻌﻮدﻳﺔ ﻋﺒﺮ وزارة‬ ‫اﻟﻤﺎﻟﻴﺔ أول إﺻﺪار ﻟﺼﻜﻮك ﺣﻜﻮﻣﻴﺔ ﻣﺘﻮاﻓﻘﺔ‬ ‫ﻣﻊ اﻟﺸﺮﻳﻌﺔ اﻹﺳﻼﻣﻴﺔ وﻛﺎن اﻟﺒﻨﻚ اﻷﻫﻠﻲ ﻣﻦ‬ ‫أﻛﺒﺮ اﻟﻤﺸﺎرﻛﻴﻦ ﻓﻴﻬﺎ ﻣﻦ ﺣﻴﺚ اﻟﻬﻴﻜﻠﺔ‪،‬‬ ‫واﻟﻔﺘﻮى‪ ،‬واﻻﻛﺘﺘﺎب )أي اﻟﺸﺮاء ﻣﻦ اﻟﺪوﻟﺔ(‬ ‫واﻟﺘﺪاول‪.‬‬ ‫‪ )3‬اﻟﺘﻮﺳﻊ ﻣﺤﻠﻴﺎ ودوﻟﻴﺎ ﻓﻲ إﺻﺪار اﻟﺼﻜﻮك‬ ‫اﻟﻤﺘﻮاﻓﻘﺔ ﻣﻊ اﻟﺸﺮﻳﻌﺔ اﻹﺳﻼﻣﻴﺔ )‪(Sukuk‬‬ ‫ﺑﺪﻻ ﻣﻦ اﻟﺴﻨﺪات اﻟﺮﺑﻮﻳﺔ )‪ (Bonds‬ﻓﺄﺻﺒﺤﺖ‬ ‫ﺟﻤﻴﻊ اﻹﺻﺪارات ﻟﻸوراق اﻟﻤﺎﻟﻴﺔ اﻟﺘﻲ‬ ‫ﺗﻨﻈﻤﻬﺎ وﺗﺼﺪرﻫﺎ اﻟﺸﺮﻛﺎت ﻓﻲ اﻟﻤﻤﻠﻜﺔ‬ ‫اﻟﻌﺮﺑﻴﺔ اﻟﺴﻌﻮدﻳﺔ إﺳﻼﻣﻴﺔ وﻓﻘﺎ ﻟﺒﺮاﻣﺞ‬ ‫ﺻﻜﻮك ﻣﻌﺘﻤﺪة ﺷﺮﻋﻴﺎ وﻟﻴﺴﺖ ﺳﻨﺪات دﻳﻦ‬ ‫ﺗﻘﻠﻴﺪﻳﺔ‪ ،‬وﻣﻦ إﺻﺪارات اﻟﺼﻜﻮك اﻟﺴﻌﻮدﻳﺔ‬ ‫إﺻﺪارات ﺷﺮﻛﺔ ﺳﺎﺑﻚ وﺷﺮﻛﺔ اﻟﻜﻬﺮﺑﺎء وﻏﻴﺮﻫﺎ‬ ‫ﻣﻦ اﻟﺸﺮﻛﺎت‪.‬‬ ‫‪ )4‬ﺗﻨﺎﻣﻲ اﻷﺻﻮل اﻹﺳﻼﻣﻴﺔ ﻟﺪى اﻟﺒﻨﻚ اﻷﻫﻠﻲ‪.‬‬ ‫‪ )5‬ﺗﺒﻨﻲ ﻣﺆﺳﺴﺔ اﻟﻨﻘﺪ اﻟﻌﺮﺑﻲ اﻟﺴﻌﻮدي‪،‬‬ ‫وﻫﻲ اﻟﻬﻴﺌﺔ اﻟﺮﻗﺎﺑﻴﺔ اﻟﻤﺴﺌﻮﻟﺔ ﻋﻦ اﻟﺒﻨﻮك‪،‬‬ ‫ﺗﺄﺳﻴﺲ إدارة ﻟﻠﻤﺼﺮﻓﻴﺔ اﻹﺳﻼﻣﻴﺔ‪،‬‬ ‫‪ )6‬أﺻﺒﺤﺖ ﻣﺆﺳﺴﺔ اﻟﻨﻘﺪ اﻟﻌﺮﺑﻲ اﻟﺴﻌﻮدي‬ ‫ﻋﻀﻮا ﻓﺎﻋﻼ ﻓﻲ ﻋﺪد ﻣﻦ اﻟﻬﻴﺌﺎت اﻟﺪوﻟﻴﺔ‬ ‫اﻟﻤﻌﺮوﻓﺔ ﻣﺜﻞ ‪The Islamic Financial‬‬

‫‪ ،)Services Board )IFSB‬و ()‪AAOIFI‬‬ ‫‪Accounting and Auditing Organization‬‬ ‫‪for Islamic Financial Institutions‬‬

‫ﻣﻮﺿ ﻮع اﻟﻌﺪد‬

‫اﻟﺮﻳﺎدة وﻣﻮاﺻﻠﺔ اﻟﺘﻄﻮر‪:‬‬ ‫ﻣﺴﺎرات اﻟﺘﻄﻮر ﻓﻲ اﻟﺒﻨﻚ اﻷﻫﻠﻲ ﻣﺴﺘﻤﺮة‬ ‫ﻣﻦ ﺧﻼل ﺛﻼﺛﺔ ﻣﺴﺎرات وﻫﻲ اﻟﺘﻮﺳﻊ ﻓﻲ‬ ‫اﻟﻤﻨﺘﺠﺎت‪ ،‬واﻟﺘﻮﺳﻊ اﻟﺠﻐﺮاﻓﻲ‪ ،‬واﻟﻤﺼﺪاﻗﻴﺔ‪.‬‬ ‫ﻧﺄﺗﻲ اﻵن إﻟﻰ اﻟﺘﻄﻮر اﻟﻤﺘﻌﻠﻖ ﺑﻤﺎ ﻗﺎم وﻳﻘﻮم‬ ‫ﺑﻪ اﻟﺒﻨﻚ ﻣﻦ ﺟﻬﻮد ﻋﻠﻰ اﻟﻤﺴﺘﻮى اﻟﺪاﺧﻠﻲ‪.‬‬ ‫وﻳﺘﺠﻠﻰ ذﻟﻚ ﻓﻲ اﻻﻟﺘﺰام واﻟﻤﺼﺪاﻗﻴﺔ )اﻷﻣﺎﻧﺔ(‬ ‫واﻟﺸﻔﺎﻓﻴﺔ‪ :‬ﻳﻮﺟﺪ ﻓﻲ اﻟﺒﻨﻚ اﻷﻫﻠﻲ إدارة‬ ‫ﺷﺮﻋﻴﺔ واﺣﺪة ﻳﻨﺪرج ﺗﺤﺘﻬﺎ ﺛﻼث إدارات‬ ‫ﻓﺮﻋﻴﺔ‪ ،‬ﻟﻜﻞ إدارة ﻣﺠﻤﻮﻋﺔ ﻣﻬﺎم ﻣﺤﺪدة‪،‬‬ ‫ﺗﻨﻄﻮي ﻛﻠﻬﺎ ﺗﺤﺖ ﻣﺴﻤﻰ إدارة اﻟﺸﺮﻳﻌﺔ‪،‬‬ ‫وﺗﺸﺮف ﻋﻠﻴﻬﺎ اﻟﻬﻴﺌﺔ اﻟﺸﺮﻋﻴﺔ‪ .‬وﺗﻘﻮم‬ ‫ﺑﻤﻬﺎم راﺋﺪة‪ ،‬ﺗﻬﺪف إﻟﻰ ﺿﻤﺎن اﻻﻟﺘﺰام‬ ‫اﻟﺪاﺧﻠﻲ ﻣﻦ ﻗﺒﻞ اﻷﺟﻬﺰة واﻹدارات واﻷﻓﺮاد‬ ‫ﺑﺎﻷﻧﻈﻤﺔ واﻟﺘﻌﻠﻴﻤﺎت اﻟﻤﺘﻮاﻓﻘﺔ ﻣﻊ‬ ‫اﻟﺸﺮﻳﻌﺔ اﻹﺳﻼﻣﻴﺔ‪.‬‬ ‫وﺗﻘﻮم وﺣﺪة اﻟﺤﻮﻛﻤﺔ واﻻﺳﺘﺸﺎرات‪:‬‬ ‫‪ (1‬ﺑﺎﻟﺤﺼﻮل ﻋﻠﻰ اﻟﻤﻮاﻓﻘﺎت اﻟﺸﺮﻋﻴﺔ‬ ‫ﻣﻦ اﻟﻬﻴﺌﺔ اﻟﺸﺮﻋﻴﺔ ‪،‬اﻟﻤﻜﻮﻧﺔ ﻣﻦ ﻋﻠﻤﺎء‬ ‫ﻓﻲ اﻟﺸﺮﻳﻌﺔ ﻟﻬﻢ ﻣﻜﺎﻧﺔ ﻋﻠﻤﻴﺔ ‪ (2‬اﻟﺘﺄﻛﺪ‬ ‫ﻣﻦ اﻻﻟﺘﺰام ﺑﺎﻟﻤﺘﻄﻠﺒﺎت ‪Compliance‬‬ ‫ﻗﺒﻞ إﻃﻼق أي ﻋﻤﻠﻴﺔ وﻳﻌﻨﻲ ذﻟﻚ أ( ﺗﻮﻓﺮ‬ ‫اﻟﻤﺴﺘﻨﺪات اﻟﺼﺤﻴﺤﺔ واﻟﺼﻴﻎ اﻟﺸﺮﻋﻴﺔ‬ ‫ب( وﺿﻊ اﻟﺴﻴﺎﺳﺎت واﻹﺟﺮاءات ‪Policies and‬‬ ‫‪ Procedures‬ج( ﺗﻮﻓﺮ اﻟﻀﻮاﺑﻂ اﻟﺸﺮﻋﻴﺔ‬ ‫وﻣﺜﺎل ذﻟﻚ ﻋﺪم اﻟﺒﻴﻊ ﻗﺒﻞ ﺗﻤﻠﻚ اﻟﺒﻨﻚ ﻛﺒﻴﻊ‬ ‫ﺳﻴﺎرة ﻣﺜﻼ ﺑﺎﻟﻤﺮاﺑﺤﺔ ﻟﻌﻤﻴﻞ ﻳﺠﺐ أن ﻳﺘﻢ‬ ‫ﺑﻌﺪ ﺗﻤﻠﻚ اﻟﺒﻨﻚ ﻟﻬﺎ ‪ ،‬وﻳﺪﺧﻞ ﻫﺬا اﻟﺸﺮط ﻓﻲ‬ ‫ﻧﻈﺎم اﻟﺒﻴﻊ اﻵﻟﻲ اﻹﻟﻜﺘﺮوﻧﻲ ﻓﻼ ﻳﻘﺒﻞ اﻟﻨﻈﺎم‬ ‫اﻟﻌﻤﻠﻴﺔ إذا ﻟﻢ ﺗﺘﻮﻓﺮ اﻟﺴﻴﺎرة ﻓﻲ اﻟﻤﺨﺰون‬ ‫ﻟﺪى اﻟﺒﻨﻚ‪ .‬وﻋﻼوة ﻋﻠﻰ ﻣﺎ ذﻛﺮ أﻋﻼه ﻣﻦ ﻛﻮن‬ ‫اﻟﺒﻨﻚ اﻷﻫﻠﻲ ﻫﻮ ‪ (1‬اول ﺑﻨﻚ ﻳﻘﻮم ﺑﺈﻃﻼق أول‬ ‫ﺻﻨﺪوق إﺳﻼﻣﻲ ‪ (2 ،‬وأول ﺑﻨﻚ ﻳﺼﺪر ﺑﻄﺎﻗﺔ‬ ‫اﺋﺘﻤﺎن إﺳﻼﻣﻴﺔ ﻓﺈﻧﻪ ‪ (3‬ﻛﺎن أول ﺑﻨﻚ ﻳﻘﻮم‬ ‫ﺑﺎﻟﺘﻤﻮﻳﻞ ﻋﻦ ﻃﺮﻳﻖ اﻟﺘﻮرق ﻣﻦ ﺧﻼل ﺷﺮاء‬ ‫وﺑﻴﻊ اﻟﺴﻠﻊ‪ ،‬وﻳﺘﻢ ﺗﻨﻈﻴﻢ اﻟﻌﻤﻠﻴﺔ ﺑﺸﻜﻞ‬ ‫دﻗﻴﻖ ﻣﺘﻮاﻓﻖ ﻣﻊ اﻟﺸﺮﻳﻌﺔ‪ ،‬ﺑﺤﻴﺚ ﻻ ﺗﺘﺮﺗﺐ‬ ‫ﻋﻠﻴﻪ ﺧﺴﺎرة ﻟﻠﻌﻤﻴﻞ‪ ،‬وﺗﻜﻮن ﺻﻔﺔ اﻟﺒﻨﻚ‬

‫ﻛﺒﺎﺋﻊ وﻣﺎﻟﻚ ﻣﺘﻤﻴﺰة ﻋﻦ ﺻﻔﺘﻪ ﻛﻤﻤﻮل ﻋﻦ‬ ‫ﻃﺮﻳﻖ اﻟﺘﻮرق‪ .‬وﺗﻀﻤﻦ اﻷﻧﻈﻤﺔ اﻟﻤﺒﺮﻣﺠﺔ‬ ‫اﻟﺘﻘﻴﺪ اﻟﻜﺎﻣﻞ ﻓﻲ اﻟﺘﻄﺒﻴﻖ ﺑﺎﻟﻤﺘﻄﻠﺒﺎت‬ ‫اﻟﺸﺮﻋﻴﺔ‪ .‬وﻗﺪ ﺻﻤﻢ اﻟﺒﻨﻚ اﻷﻫﻠﻲ ﺑﺮﻧﺎﻣﺞ‬ ‫اﻟﺘﻴﺴﻴﺮ اﻟﺬي ﻳﻘﻮم ﺑﺎﻟﺘﻤﻮﻳﻞ اﻟﺸﺨﺼﻲ ﺑﺸﺮاء‬ ‫ﺳﻠﻊ وأﺳﻬﻢ ﻣﺤﻠﻴﺔ ودوﻟﻴﺔ‪ ،‬ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﺤﺎﺟﺔ اﻟﻌﻤﻼء إﻟﻰ اﻟﻨﻘﺪ‪.‬‬ ‫• ﻛﺎن ﻟﻠﺒﻨﻚ اﻷﻫﻠﻲ ﺗﺄﺛﻴﺮ ﻣﺒﺎﺷﺮ ﻓﻲ ﺗﺤﺮﻳﻚ‬ ‫اﻻﻗﺘﺼﺎد اﻟﺴﻌﻮدي ﺑﺘﻤﻮﻳﻞ اﻟﻤﺸﺮوﻋﺎت‬ ‫وﺧﺎﺻﺔ ﻣﺸﺮوﻋﺎت اﻟﺒﻨﻴﺔ اﻟﺘﺤﺘﻴﺔ ﻣﺜﻞ‬ ‫ﻣﺸﺮوع اﻟﻜﻬﺮﺑﺎء ﻓﻲ اﻟﺮﻳﺎض وﻣﻄﺎر اﻟﻤﺪﻳﻨﺔ‬ ‫اﻟﻤﻨﻮرة اﻟﻤﻤﻮل ﻣﻦ ﻗﺒﻞ ﺗﻤﻮﻳﻞ ﻣﺠﻤﻊ‬ ‫اﺑﺘﻜﺎري اﺑﺘﻜﺮه اﻟﺒﻨﻚ اﻷﻫﻠﻲ ‪SYNDICATE‬‬ ‫ﺷﺎرك ﻓﻴﻪ ﻋﺪد ﻣﻦ اﻟﺒﻨﻮك اﻹﺳﻼﻣﻴﺔ‬ ‫اﻟﺴﻌﻮدﻳﺔ‪ ،‬وﻳﺘﻢ ﺗﺄﺟﻴﺮه ﻟﻠﺪوﻟﺔ وﺑﻌﺪ ﻋﺪد‬ ‫ﻣﻦ اﻟﺴﻨﻴﻦ ﺗﻨﺘﻘﻞ ﻣﻠﻜﻴﺘﻪ إﻟﻴﻬﺎ‪ .‬وﻓﻲ ﻣﺜﻞ‬ ‫ً‬ ‫ً‬ ‫إﺳﻼﻣﻴﺎ‬ ‫ﺑﻨﻜﺎ‬ ‫ﻫﺬه اﻟﻤﺸﺎرﻳﻊ ﻳﻜﻮن اﻟﺒﻨﻚ ﻛﻮﻧﻪ‬ ‫ﻣﺸﺎرﻛﺎ ﻓﻲ اﻟﻤﺨﺎﻃﺮ‪،‬‬ ‫• ﺗﻌﺘﺒﺮ اﻟﻨﻤﺎذج واﻟﻬﻴﺎﻛﻞ اﻟﺘﻲ ﻳﺼﻤﻤﻬﺎ‬ ‫اﻟﺒﻨﻚ اﻷﻫﻠﻲ ﻧﻤﻮذﺟﺎ ﺗﺤﺘﺬي ﺑﻪ اﻟﺒﻨﻮك اﻷﺧﺮى‬ ‫ﻓﻲ ﺗﻨﻔﻴﺬ ﻋﻤﻠﻴﺎﺗﻬﺎ وﻓﻲ ﺗﺼﻤﻴﻢ وﺗﻨﻈﻴﻢ‬ ‫أﻧﻈﻤﺔ ﻣﺸﺎﺑﻬﺔ ﻟﻨﻔﺲ اﻷﻏﺮاض‪.‬‬

‫ﻫﻞ ﻟﻸﻧﻈﻤﺔ اﻹﺳﻼﻣﻴﺔ ﻓﺎﺋﺪة أﻛﺒﺮ‬ ‫ﻟﻠﻌﻤﻴﻞ ﻣﻦ اﻟﻨﻈﺎم اﻟﺘﻘﻠﻴﺪي؟‬ ‫إن أﻫﻢ ﻣﺎ ﻳﻤﻴﺰ اﻟﻌﻤﻠﻴﺎت اﻟﻤﺼﺮﻓﻴﺔ‬ ‫اﻹﺳﻼﻣﻴﺔ ﻣﻦ اﻷﻧﻈﻤﺔ اﻟﺘﻘﻠﻴﺪﻳﺔ اﻟﺘﻲ‬ ‫ﺗﻌﺘﻤﺪ اﻟﻔﺎﺋﺪة ﻫﻮ أﻧﻬﺎ أﻛﺜﺮ ارﺗﺒﺎﻃﺎ ﺑﺎﻻﻗﺘﺼﺎد‬ ‫اﻟﺤﻘﻴﻘﻲ وﻟﻴﺲ ﺑﺎﻟﻨﻘﻮد‪ ،‬ﻓﻬﻲ ﺑﻄﺒﻴﻌﺘﻬﺎ‬ ‫ﺑﻌﻴﺪة ﻋﻦ اﻟﺪﻳﻮن وﻋﻤﻠﻴﺎت اﻟﻤﻀﺎرﺑﺔ‬ ‫اﻟﻮﻫﻤﻴﺔ اﻟﺘﻲ ﺗﺆدي إﻟﻰ اﻟﺘﻀﺨﻢ واﻷزﻣﺎت‬ ‫اﻟﻤﺎﻟﻴﺔ واﻟﻨﻘﺪﻳﺔ‪ .‬وﺗﺘﺨﺬ اﻟﺒﻨﻮك اﻟﺘﻘﻠﻴﺪﻳﺔ‬ ‫ﺗﺪاﺑﻴﺮ واﺣﺘﻴﺎﻃﺎت ﺿﺪ اﻟﻤﺨﺎﻃﺮ اﻟﻨﻘﺪﻳﺔ؛‬ ‫إﻻ أﻧﻬﺎ ﻻ ﺗﻜﻮن ﻓﻲ ﺑﻌﺾ اﻷﺣﻴﺎن ﻛﺎﻓﻴﺔ‬ ‫ﻟﺪرء اﻟﻤﺨﺎﻃﺮ اﻟﻤﺤﺘﻤﻠﺔ؛ ﺑﻴﻨﻤﺎ ﻓﻲ اﻟﻨﻈﺎم‬ ‫اﻹﺳﻼﻣﻲ ﻻ ﺗﻨﺸﺄ ﻫﺬه اﻟﻤﺨﺎﻃﺮ ﻣﻦ أﺳﺎﺳﻬﺎ‪،‬‬ ‫ﻓﻬﻲ ﺗﻮﻓﺮ ﻣﻨﺬ اﻟﺒﺪاﻳﺔ ﺿﻤﺎﻧﺎ ﻟﻌﺪم ﺗﺄﺛﺮﻫﺎ‬ ‫ﺑﺎﻟﺘﻘﻠﺒﺎت اﻟﻨﻘﺪﻳﺔ واﻟﻤﺎﻟﻴﺔ‪.‬‬

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‫وﻳﺘﺠﻠﻰ ذﻟﻚ ﻣﺜﻼ ﻓﻲ ﺗﻤﻮﻳﻞ ﺷﺮاء اﻟﺴﻠﻊ‬ ‫ﻓﻲ اﻋﺘﻤﺎدات اﻟﻤﺮاﺑﺤﺔ اﻟﺪوﻟﻴﺔ‪ ،‬ﻓﺎﻟﺒﻨﻚ ﻫﻮ‬ ‫اﻟﺬي ﻳﻤﺘﻠﻚ اﻟﺒﻀﺎﺋﻊ اﻟﻤﻨﻘﻮﻟﺔ ﺑﺎﻟﺒﻮاﺧﺮ‬ ‫ﺛﻢ ﻳﺒﻴﻌﻬﺎ إﻟﻰ اﻟﻌﻤﻴﻞ ﺑﻬﺎﻣﺶ رﺑﺤﻲ ﺑﻌﺪ‬ ‫ﺗﺤﻤﻞ ﻣﺨﺎﻃﺮ اﻟﺒﻀﺎﺋﻊ‪ ،‬أﻣﺎ اﻟﺒﻨﻚ اﻟﺘﻘﻠﻴﺪي‬ ‫ﻓﻬﻮ ﻳﻘﺮض ﻋﻤﻴﻠﻪ ﻧﻘﺪا ﻋﻦ ﻃﺮﻳﻖ ﻓﺘﺢ‬ ‫اﻻﻋﺘﻤﺎد‪ ،‬دون اﻻﻫﺘﻤﺎم ﺑﺸﺄن اﻟﺒﻀﺎﺋﻊ وﻻ‬ ‫ﻳﺘﺤﻤﻞ أي ﻣﺨﺎﻃﺮة‪ ،‬ﻷﻧﻪ ﻓﻲ ﻛﻞ اﻷﺣﻮال‬ ‫ﻳﺤﺼﻞ ﻋﻠﻰ ﻣﺎ دﻓﻌﻪ ﻟﻌﻤﻴﻠﻪ ﻛﺪﻳﻦ ﻣﺴﺘﺤﻖ‬ ‫ﻟﻪ ﺳﻮاء رﺑﺢ اﻟﻌﻤﻴﻞ أم ﺧﺴﺮ‪ .‬وﻣﻤﺎ ﻳﺠﺪر‬ ‫ذﻛﺮه أن اﻷزﻣﺔ اﻟﻤﺎﻟﻴﺔ اﻟﻌﺎﻟﻤﻴﺔ ﻓﻲ ﻋﺎم‬ ‫‪2008‬م ﺣﺪﺛﺖ وﺗﻀﺨﻤﺖ ﺑﺴﺒﺐ ﺧﻠﻖ‬ ‫اﻟﻨﻘﻮد اﻟﻮﻫﻤﻴﺔ وﻋﺪم ارﺗﺒﺎﻃﻬﺎ ﺑﺎﻟﺴﻠﻊ‪.‬‬ ‫وﻛﺎﻧﺖ ﻣﺎﻟﻴﺰﻳﺎ واﻟﻤﻤﻠﻜﺔ أﻗﻞ ﺗﺄﺛﺮا ﺑﺎﻷزﻣﺔ‬ ‫ﻓﻲ ﺣﺪود اﻟﻤﺒﺎﻟﻎ اﻟﻤﺴﺘﺜﻤﺮة ﻓﻲ اﻟﺼﻨﺎدﻳﻖ‪.‬‬ ‫أﻣﺎ ﻓﻲ اﻟﻮﻻﻳﺎت اﻟﻤﺘﺤﺪة ﻓﻘﺪ أﻓﻠﺲ ﻋﺪد‬ ‫ﻣﻦ اﻟﺒﻨﻮك وﻛﺎدت أن ﺗﻔﻠﺲ أﻛﺒﺮ ﺷﺮﻛﺔ‬ ‫ﺗﺄﻣﻴﻦ )‪ (AIG‬ﻟﻮﻻ ﺗﺪﺧﻞ اﻟﺤﻜﻮﻣﺔ اﻷﻣﺮﻳﻜﻴﺔ‪.‬‬

‫ﻣﻮﺿ ﻮع اﻟﻌﺪد‬

‫مسؤولية القادة‬

‫ﻳﻤﺜﻞ اﻟﻮﺻﻮل ﻟﻤﻨﺼﺐ ﻗﻴﺎدي ﻃﻤﻮح‬ ‫ﺗﻘﺮﻳﺒﺎ‪ ،‬وﻟﻜﻦ ﻫﻨﺎك ﺑﻌﺾ‬ ‫ﻛﻞ ﻣﻮﻇﻒ‬ ‫ً‬ ‫اﻷﻣﻮر اﻟﺘﻲ ﻗﺪ ﻻ ﻳﻜﻮن ﻛﻞ ﺷﺨﺺ‬

‫ﻣﺠﻬﺰ ﻟﻬﺎ ﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ ﺑﺘﻘﻠﺪ اﻟﻤﻨﺼﺐ‪.‬‬

‫ﺗﺄﺗﻲ ﻛﻞ ﺗﺮﻗﻴﺔ ﺑﻤﻤﻴﺰاﺗﻬﺎ وﻋﻴﻮﺑﻬﺎ‪،‬‬

‫ﻟﺬا ﻓﻤﻦ اﻷﻓﻀﻞ ﻣﻌﺮﻓﺔ ﻣﺎ ﻳﺘﻌﻠﻖ‬ ‫ﺑﺎﻟﻘﻴﺎدة ﻣﻦ ﺟﻤﻴﻊ ﺟﻮاﻧﺒﻬﺎ‬

‫ﻛﻤﺎ ﺗﺴﺘﻘﺒﻞ اﻻﻃﺮاء ﻋﻠﻴﻚ أن ﺗﺘﻘﺒﻞ اﻟﻨﻘﺪ‬ ‫ﻋﻨﺪ ﺗﻮﻟﻲ زﻣﺎم اﻟﻘﻴﺎدة‪ ،‬ﻗﺪ ﺗﻜﻮن اﻟﻤﺴﺆوﻟﻴﺔ‬ ‫ﻣﺜﻴﺮة أو ﻋﺴﻴﺮة ﺣﺴﺐ ﻛﻴﻔﻴﺔ ﺗﻌﺎﻣﻠﻚ ﻣﻌﻬﺎ‪.‬‬ ‫وﻣﻦ اﻟﻤﻬﻢ ﻟﻠﻐﺎﻳﺔ أن ﺗﻌﺮف أﻧﻪ ﻋﻨﺪﻣﺎ ﺗﺰداد‬ ‫اﻟﻤﺴﺆوﻟﻴﺔ‪ ،‬ﻳﺰداد ﻣﻌﻬﺎ اﻹﻃﺮاء واﻟﻨﻘﺪ ﺑﺪرﺟﺔ‬ ‫ﻛﺒﻴﺮة‪ .‬وﻳﻘﻊ ارﺗﻔﺎع ﺳﻘﻒ اﻟﺘﻮﻗﻌﺎت اﻟﺨﺎﺻﺔ‬ ‫ﺑﺠﻮدة اﻟﻌﻤﻞ ﻋﻠﻰ ﻋﺎﺗﻖ اﻟﻘﺎﺋﺪ وﺣﺪه وﻣﻦ‬ ‫ﺛﻢ ﻳﺠﺐ اﻟﺘﺤﻘﻖ ﻣﻦ أن ﺗﻔﻮﻳﺾ اﻷﻋﻤﺎل‬ ‫واﻟﻤﻬﺎم ﻟﻠﻤﺮؤوﺳﻴﻦ ﺗﻢ ﺑﻄﺮﻳﻘﺔ ﺗﺮﻛﺰ ﻋﻠﻰ‬ ‫اﻹﻧﺘﺎﺟﻴﺔ واﻟﻜﻔﺎءة‪.‬‬ ‫اﻟﺘﻌﺎﻣﻞ ﻣﻊ ﺷﺨﺼﻴﺎت ﻣﺨﺘﻠﻔﺔ‬ ‫ﺻﺤﻴﺢ أن اﻟﺘﻔﻮﻳﺾ أﻣﺮ ﺿﺮوري ﻟﺴﻴﺮ اﻟﻌﻤﻞ‬ ‫ﻋﻠﻰ ﻧﺤﻮ ﻣﻨﺎﺳﺐ وﻟﻜﻦ ﻓﻲ أﻏﻠﺐ اﻷﺣﻴﺎن‪،‬‬ ‫ﻳﺘﻌﻴﻦ ﻋﻠﻰ اﻟﻘﺎدة اﻟﺘﻌﺎﻣﻞ ﺑﻄﺮق ﻣﺨﺘﻠﻔﺔ‬ ‫ﻣﻊ أﻧﻤﺎط ﻣﻦ اﻟﺸﺨﺼﻴﺎت اﻟﻤﻔﻮض ﻟﻬﺎ‪.‬‬ ‫ﻓﻘﺪ ﻳﺸﻌﺮ ﺑﻌﺾ اﻷﻓﺮاد اﻟﺨﺎﺿﻌﻮن ﻟﻠﻘﻴﺎدة‬ ‫ﺑﺄﻧﻬﻢ ﻣﺜﻘﻠﻮن ﺑﺄﻋﺒﺎء اﻟﻌﻤﻞ‪ ،‬أو أن ﻗﺪراﺗﻬﻢ‬ ‫ﻏﻴﺮ ﻣﺴﺘﻐﻠﺔ ﺑﺸﻜﻞ ﻛﺎﻓﻲ‪ ،‬ﻗﺪ ﺗﺴﺘﻐﺮق إدارة‬ ‫ﺗﻠﻚ اﻟﺸﺨﺼﻴﺎت ﻓﻲ اﻟﻤﻜﺘﺐ ﺑﻌﺾ اﻟﻮﻗﺖ‪،‬‬ ‫وﻟﻜﻦ ﻣﻦ اﻟﻤﻬﻢ أﻻ ﻳﺘﺄﺛﺮ ﺳﻴﺮ اﻟﻌﻤﻞ‪.‬‬

‫‪13‬‬

‫ﻣﻮاﻛﺒﺔ ﺳﺮﻋﺔ وﺗﻴﺮة اﻟﻌﻤﻞ‬ ‫ﻳﻌﺪ اﻟﻮﻗﺖ ً‬ ‫أﻳﻀﺎ ﻣﺴﺄﻟﺔ ﻣﻬﻤﺔ ﻋﻨﺪﻣﺎ ﻳﺘﻌﻠﻖ‬ ‫داﺋﻤﺎ وﻛﺄﻧﻬﺎ ﺗﺘﺤﺮك‬ ‫اﻟﺴﺎﻋﺔ‬ ‫ﺗﺒﺪو‬ ‫اﻷﻣﺮ ﺑﺎﻟﻘﻴﺎدة‪.‬‬ ‫ً‬ ‫أﺳﺮع ﻣﻊ زﻳﺎدة اﻟﻤﺴﺆوﻟﻴﺔ؛ ﻟﺬا ﺗﻜﻮن اﻟﻤﻮازﻧﺔ‬ ‫ﺑﻴﻦ اﻟﻀﻐﻂ اﻟﻨﺎﺟﻢ ﻋﻦ اﻟﻠﺤﺎق ﺑﺎﻟﻤﻮاﻋﻴﺪ‬ ‫اﻟﻨﻬﺎﺋﻴﺔ واﻟﺤﻔﺎظ ﻋﻠﻰ ﺗﻤﻴﺰ ﺟﻮدة اﻟﻌﻤﻞ‪،‬‬ ‫ﻣﻬﻤﺔ ﺻﻌﺒﺔ‪ .‬وﻻ ﻳﻜﺘﻔﻲ اﻟﻘﺎدة ﺑﺈدارة وﻗﺘﻬﻢ‬ ‫ﻓﺤﺴﺐ ﺑﻞ إدارة وﻗﺖ ﻣﺮؤوﺳﻴﻬﻢ ً‬ ‫أﻳﻀﺎ‪.‬‬ ‫رأي اﻟﻌﺎﻣﺔ‬ ‫ﻣﺎذا ﻳﺤﺪث ﻋﻨﺪﻣﺎ ﻻ ﻳﺘﻢ اﻟﻮﻓﺎء ﺑﺎﻟﻤﻮاﻋﻴﺪ‬ ‫اﻟﻨﻬﺎﺋﻴﺔ أو ﻋﻨﺪﻣﺎ ﺗﻜﻮن ﺟﻮدة اﻟﻌﻤﻞ دون‬ ‫اﻟﻤﺴﺘﻮى اﻟﻤﻄﻠﻮب؟ ﻫﺬا ﺳﺆال ﻳﺠﺐ أن‬ ‫ﻳﻜﻮن اﻟﻘﺎدة ﻋﻠﻰ دراﻳﺔ ﺑﻪ‪ .‬ﻳﺤﺪث اﻟﻔﺸﻞ‬ ‫ً‬ ‫أﺣﻴﺎﻧﺎ ﻣﻊ اﻟﻮﻗﻮع ﻓﻲ اﻷﺧﻄﺎء وﻟﻜﻦ ﻓﻲ أﺣﻴﺎن‬ ‫أﺧﺮى ﻳﻜﻮن اﻟﻔﺸﻞ ﻻ ﻣﻔﺮ ﻣﻨﻪ‪ .‬وﺑﺎﻟﺮﻏﻢ ﻣﻦ‬ ‫ذﻟﻚ‪ ،‬ﻳﺘﻌﻴﻦ ﻋﻠﻰ اﻟﻘﺎدة اﻟﻌﻠﻢ ﺑﺄن اﻷﺧﻄﺎء‬ ‫واﻟﻔﺸﻞ ﻣﻦ ﺟﺎﻧﺒﻬﻢ ﻳﻜﻮن ﻋﻠﻰ ﻣﺮأى ﻣﻦ‬ ‫اﻟﺠﻤﻴﻊ ؛ إذ ﺗﺮاﻗﺐ اﻷﻋﻴﻦ أداءﻫﻢ ﺑﺸﻜﻞ‬ ‫ﻣﺮﻛﺰ‪ .‬ﻓﺈﻧﻪ إن ﻗﺎم ﻣﻮﻇﻒ ﻣﺒﺘﺪئ ﺑﺎرﺗﻜﺎب‬ ‫ً‬ ‫ﺑﺮوزا ﻣﻦ ارﺗﻜﺎب ﻣﺪﻳﺮ‬ ‫ﺧﻄﺄ‪ ،‬ﻓﺴﻴﻜﻮن أﻗﻞ‬ ‫ﺗﻨﻔﻴﺬي ﻟﻬﺬا اﻟﺨﻄﺄ‪.‬‬

‫ﺳﺤﺮا ﻳﻄﻤﺢ‬ ‫إن ﻟﻠﻤﻨﺎﺻﺐ اﻟﻘﻴﺎدﻳﺔ‬ ‫ً‬

‫ﻣﻌﻈﻢ اﻟﻤﻮﻇﻔﻴﻦ ﻓﻲ اﻟﻮﺻﻮل‬

‫إﻟﻴﻪ؛ وﻟﻜﻦ ﻣﻦ اﻟﻤﻬﻢ ﻟﻠﻐﺎﻳﺔ ﺗﺬﻛﺮ‬ ‫ً‬ ‫ﺳﻬﻼ ﻛﻤﺎ ﻗﺪ‬ ‫أﻣﺮا‬ ‫أن اﻟﻘﻴﺎدة ﻟﻴﺴﺖ ً‬

‫ﻳﺼﻮرﻫﺎ اﻟﺒﻌﺾ ﻓﻬﻨﺎك ﺗﻀﺤﻴﺎت ﻳﺠﺐ‬

‫ﺑﺬﻟﻬﺎ‪ ،‬وﺿﻐﻂ إﺿﺎﻓﻲ ﻳﺠﺐ ﻣﻮاﺟﻬﺘﻪ‪،‬‬

‫وأﻧﺎس ﺗﺠﺐ إدارﺗﻬﻢ‪ .‬وﻣﻦ ﺛﻢ‪ ،‬ﻳﺠﺐ‬ ‫ﺗﻤﺎﻣﺎ ﻣﻤﻴﺰات‬ ‫ﻋﻠﻰ اﻟﻔﺮد أن ﻳﻌﻲ‬ ‫ً‬

‫اﻟﻘﻴﺎدة وﻋﻴﻮﺑﻬﺎ ﻟﻠﺘﻤﻜﻦ ﻣﻦ اﻟﺘﻌﺎﻣﻞ‬ ‫ﻣﻌﻬﺎ ﻋﻠﻰ ﻧﺤﻮ ﺻﺤﻴﺢ‪.‬‬

‫ﻣﻮﺿ ﻮع اﻟﻌﺪد‬

‫دور القائد‬ ‫في نجاح‬ ‫فريق العمل‬

‫يتوقف نجاح فريق العمل على‬ ‫وجود القائد الذي يقوم بدوره‬ ‫في الفريق على الوجه الصحيح‪،‬‬ ‫من خالل قيامه بما يلي‪:‬‬ ‫‪.1‬‬

‫ﺗﺴﻬﻴﻞ ﻋﻤﻠﻴﺔ وﺿﻊ اﻟﻔﺮﻳﻖ ﻷﻫﺪاﻓﻪ‪،‬‬ ‫وإﻳﻀﺎح اﻟﺤﺪود اﻟﻤﻨﺎﺳﺒﺔ ﻟﻸﻫﺪاف‬ ‫اﻟﻤﺸﺘﺮﻛﺔ‪ ،‬وﺗﻔﺴﻴﺮﻫﺎ ﻋﻦ ﻃﺮﻳﻖ‬ ‫إﺟﺎﺑﺔ أﺳﺌﻠﺔ اﻷﻋﻀﺎء وﻣﺸﺎرﻛﺘﻬﻢ ﻓﻲ‬ ‫وﺿﻊ ﺗﻠﻚ اﻷﻫﺪاف‪ ،‬وﺗﺠﻬﻴﺰ اﻟﺘﺮﺗﻴﺒﺎت‬ ‫واﻟﺒﻴﺎﻧﺎت اﻟﺘﻲ ﻳﺤﺘﺎﺟﻬﺎ اﻟﻔﺮﻳﻖ‪.‬‬

‫‪.2‬‬

‫ً‬ ‫ﺟﻤﻴﻌﺎ – وﺧﺎﺻﺔ‬ ‫ﺗﺸﺠﻴﻊ أﻓﺮاد اﻟﻔﺮﻳﻖ‬ ‫ﻏﻴﺮ اﻟﻨﺸﻄﻴﻦ – ﻟﻠﻤﺸﺎرﻛﺔ ﻓﻲ ﺟﻤﻴﻊ‬ ‫أﻋﻤﺎل اﻟﻔﺮﻳﻖ ﻓﻲ ﻇﻞ اﻟﻤﺤﺎﻓﻈﺔ ﻋﻠﻰ‬ ‫اﺣﺘﺮام اﻟﺬات وﺗﻨﻤﻴﺔ اﻟﺜﻘﺔ‪ ،‬وﺗﻘﺪﻳﺮ‬ ‫وﺟﻬﺎت اﻟﻨﻈﺮ اﻟﻤﺨﺘﻠﻔﺔ واﻻﺳﺘﻤﺎع ﻟﻬﺎ‪.‬‬

‫‪.3‬‬

‫اﺳﺘﺨﺪام أﺳﺎﻟﻴﺐ اﻟﻌﻤﻞ اﻟﺠﻤﺎﻋﻲ‬ ‫واﻟﻤﻮاﺟﻬﺔ اﻟﺒﻨﺎءة‪ ،‬وذﻟﻚ ﻓﻲ اﻟﺘﻔﻜﻴﺮ‬ ‫وﺣﻞ اﻟﻤﺸﻜﻼت وﺗﺮﺗﻴﺐ اﻷوﻟﻮﻳﺎت‪،‬‬ ‫واﻟﺒﺤﺚ ﻋﻦ اﻻﻫﺘﻤﺎﻣﺎت واﻟﺤﻠﻮل‬ ‫اﻟﻤﺸﺘﺮﻛﺔ‪.‬‬

‫‪.4‬‬

‫إﻋﻄﺎء ﺗﻮﺟﻴﻬﺎت واﺿﺤﺔ ﻹﻧﺠﺎز اﻟﻤﻬﻤﺔ‪،‬‬ ‫واﻟﺘﺪﺧﻞ ﻟﻤﻨﻊ اﻟﻔﺮﻳﻖ ﻣﻦ اﻟﺨﺮوج ﻋﻦ‬ ‫اﻟﻤﺴﺎر اﻟﺼﺤﻴﺢ‪ ،‬وﻛﺬﻟﻚ اﻟﻤﺤﺎﻓﻈﺔ ﻋﻠﻰ‬ ‫اﻟﺤﻴﺎد اﻟﺘﺎم‪ ،‬وﺗﺄﺻﻴﻞ اﻟﺘﻘﻴﻴﻢ اﻟﺬاﺗﻲ ﻟﻸداء‪.‬‬

‫‪.5‬‬

‫اﺣﺘﺮام اﻵﺧﺮﻳﻦ وﻗﺒﻮﻟﻬﻢ ﻋﻠﻰ ﻣﺎ ﻫﻢ‬ ‫ﻋﻠﻴﻪ‪ ،‬ﻓﻠﻴﺲ ﻣﻦ اﻟﻀﺮوري أن ﻳﻜﻮن‬ ‫ﻫﻨﺎك اﺗﻔﺎق ﺗﺎم ﺑﻴﻦ اﻟﻘﺎﺋﺪ وأﻋﻀﺎء اﻟﻔﺮﻳﻖ‬ ‫ﻟﻠﻌﻤﻞ ﻣﻊ ﺑﻌﻀﻬﻢ اﻟﺒﻌﺾ‪ ،‬وﻟﻜﻦ‬ ‫ﻳﻜﻔﻲ أن ﻳﻜﻮن ﻟﺪﻳﻬﻢ اﺳﺘﻌﺪاد ﻟﻘﺒﻮل‬ ‫اﻵﺧﺮﻳﻦ‪.‬‬

‫‪.6‬‬

‫اﻻﻫﺘﻤﺎم اﻟﺤﻘﻴﻘﻲ ﻣﻦ ﻗﺒﻞ اﻟﻘﺎﺋﺪ ﺑﺄﻋﻀﺎء‬ ‫اﻟﻔﺮﻳﻖ واﻻﺳﺘﻤﺎع إﻟﻴﻬﻢ ﺑﻌﻨﺎﻳﺔ‪.‬‬

‫‪.7‬‬

‫اﻻﻧﻔﺘﺎح اﻟﻘﺎﺋﻢ ﻋﻠﻰ اﻟﻤﺼﺎرﺣﺔ واﻻﻋﺘﺮاف‬ ‫واﻟﺘﻐﺬﻳﺔ اﻟﻌﻜﺴﻴﺔ اﻟﻤﻮﺟﻬﺔ ﻟﺘﻨﻤﻴﺔ‬ ‫اﻟﺜﻘﺔ اﻟﻤﺘﺒﺎدﻟﺔ ﺑﻴﻦ اﻷﺷﺨﺎص‪.‬‬

‫‪15‬‬

‫ﺗﻤﺮ ﻣﺴﺆوﻟﻴﺎت ﻗﺎﺋﺪ ﻓﺮﻳﻖ اﻟﻌﻤﻞ ﻓﻲ ﻓﻌﺎﻟﻴﺔ‬ ‫اﻟﻤﻨﺎﻗﺸﺎت ﺑﺄرﺑﻌﺔ ﻣﺮاﺣﻞ رﺋﻴﺴﻴﺔ‪:‬‬ ‫‪.1‬‬

‫اﺳﺘﻌﺮاض اﻟﻤﺴﺎﺋﻞ اﻟﺘﻲ ﺳﻮف‬ ‫ﻳﻨﺎﻗﺸﻬﺎ اﻟﻔﺮﻳﻖ‪ ،‬واﻻﺳﺘﻤﺎع إﻟﻰ ﻣﺮﺋﻴﺎت‬ ‫اﻟﻔﺮﻳﻖ ﺣﻮل ﻫﺬه اﻟﻤﺴﺎﺋﻞ‪ ،‬وأﻻ ﻳﻔﺮض‬ ‫وﺟﻬﺔ ﻧﻈﺮه أو ﻳﺤﺎول ﻣﻤﺎرﺳﺔ ﻧﻔﻮذه‬ ‫ﻋﻠﻴﻬﻢ‪.‬‬

‫‪.2‬‬

‫ﻧﻘﻞ وإﺣﺎﻟﺔ اﻟﻤﻮﺿﻮع ﻟﻠﻔﺮﻳﻖ‪ ،‬ﺗﺄﺗﻲ‬ ‫ﺻﻌﻮﺑﺔ ﻫﺬه اﻟﺨﻄﻮة ﻟﻠﻤﺪﻳﺮ ﻓﻲ‬ ‫ﺗﻮﺿﻴﺤﻪ ﺑﻞ ﺗﺄﻛﻴﺪه ﻟﻠﻔﺮﻳﻖ ﻣﺴﺆوﻟﻴﺘﻪ‬ ‫ﻋﻦ اﻟﻤﻮﺿﻮع )اﻟﻤﻬﻤﺔ(‪ ،‬وأﻧﻪ واﻟﻔﺮﻳﻖ‬ ‫ﻣﻄﺎﻟﺒﻮن ﺑﺈﻧﺠﺎز اﻟﻤﻬﻤﺔ ﻓﻲ وﻗﺖ ﻣﺤﺪد‬ ‫وﺑﺎﻟﻤﻮارد اﻟﻤﺨﺼﺼﺔ‪.‬‬

‫‪.3‬‬

‫ﻳﺴﺎﻋﺪ اﻟﻘﺎﺋﺪ اﻷﻋﻀﺎء ﻓﻲ اﻟﺘﻌﺒﻴﺮ ﻋﻦ‬ ‫وﺟﻬﺔ ﻧﻈﺮﻫﻢ‪ ،‬وﻓﻲ اﻟﺘﻮﻓﻴﻖ ﺑﻴﻦ‬ ‫وﺟﻬﺎت اﻟﻨﻈﺮ اﻟﻤﺨﺘﻠﻔﺔ‪ ،‬وﻳﻘﻠﻞ أو ﻳﺤﺪ‬ ‫ﻣﻦ اﻟﺼﺮاﻋﺎت واﻟﻀﻐﻮط ﺑﺄﺳﺎﻟﻴﺐ ﺗﺆﻛﺪ‬ ‫ﺣﻴﺎده وﻣﻮﺿﻮﻋﻴﺘﻪ‪.‬‬

‫‪.4‬‬

‫ﻳﻘﻮم اﻟﻘﺎﺋﺪ ﺑﺎﻟﺘﻮﻗﻒ ﻟﻴﺴﺘﻌﺮض‬ ‫ﻣﺎ ﺗﻢ ﻧﻘﺎﺷﻪ ﻣﻊ ﺗﻠﺨﻴﺺ ﻟﻶراء اﻟﺘﻲ‬ ‫ﻃﺮﺣﺖ ﺣﻮل اﻟﻤﻮﺿﻮﻋﺎت ﻟﻠﺘﺄﻛﺪ أن‬ ‫اﻟﻨﻘﺎش ﻳﺘﺠﻪ ﻧﺤﻮ ﻣﻮﺿﻮﻋﺎت اﻟﺒﺤﺚ‪،‬‬ ‫وأن اﻟﺠﻤﻴﻊ ﻣﺪرك ﻟﻤﺎ ﺗﻤﺖ ﻣﻨﺎﻗﺸﺘﻪ‬ ‫وﻣﺘﺎﺑﻊ ﻟﻜﻞ ﻣﺎ ﻃﺮح ﻣﻦ أﻓﻜﺎر وﺗﻠﻤﺲ‬ ‫ﻣﻮاﻓﻘﺔ اﻟﻔﺮﻳﻖ ﻋﻠﻰ اﻟﻨﺘﺎﺋﺞ‪.‬‬

‫ﻣﻮﺿ ﻮع اﻟﻌﺪد‬

‫أهمية‬ ‫القيادة‬ ‫ومهاراتها‬ ‫الرئيسية‬ ‫أهمية القيادة ‪:‬‬ ‫إذا ﻛﺎﻧﺖ اﻟﻘﻴﺎدة ﻫﻲ ﻣﺤﺎوﻟﺔ اﻟﺘﺄﺛﻴﺮ ﻓﻲ اﻟﻨﺎس‬ ‫اﻟﻤﺤﻴﻄﻴﻦ ﺑﺎﻟﻘﺎﺋﺪ‪ ،‬وﻣﺤﺎوﻟﺔ ﺗﻮﺟﻴﻬﻬﻢ‬ ‫ﻹﻧﺠﺎز اﻟﻬﺪف اﻟﻤﻄﻠﻮب؛ ﻓﺈن إدارة وﺗﺤﻔﻴﺰ‬ ‫ودﻓﻊ ﻓﺮﻳﻖ اﻟﻌﻤﻞ ﻟﺘﺤﻘﻴﻖ أﻫﺪاﻓﻪ ﻣﻦ أﻫﻢ‬ ‫اﻟﻮاﺟﺒﺎت اﻟﻤﻠﻘﺎة ﻋﻠﻰ ﻛﺎﻫﻞ اﻟﻘﺎﺋﺪ‪.‬‬

‫يمكننا أن نصف القيادة‬ ‫بأنها هي‪:‬‬ ‫‪.1‬‬

‫ﺣﻠﻘﺔ اﻟﻮﺻﻮل ﺑﻴﻦ اﻟﻌﺎﻣﻠﻴﻦ‬ ‫وﺑﻴﻦ ﺧﻄﻂ اﻟﻤﺆﺳﺴﺔ وﺗﺼﻮراﺗﻬﺎ‬ ‫اﻟﻤﺴﺘﻘﺒﻠﻴﺔ‪.‬‬

‫‪.2‬‬

‫ﺗﺸﻜﻞ ﻛﺎﻓﺔ اﻟﻤﻔﺎﻫﻴﻢ واﻹﺳﺘﺮاﺗﻴﺠﻴﺎت‬ ‫واﻟﺴﻴﺎﺳﺎت‪.‬‬

‫‪.3‬‬

‫ﺗﺪﻋﻴﻢ اﻟﻘﻮى اﻻﻳﺠﺎﺑﻴﺔ ﻓﻲ اﻟﻤﺆﺳﺴﺔ‬ ‫وﺗﻘﻠﻴﺺ اﻟﺠﻮاﻧﺐ اﻟﺴﻠﺒﻴﺔ ﻗﺪر اﻹﻣﻜﺎن‪.‬‬

‫‪.4‬‬

‫اﻟﺴﻴﻄﺮة ﻋﻠﻰ ﻣﺸﺎﻛﻞ اﻟﻌﻤﻞ وﺣﻠﻬﺎ‪،‬‬ ‫وﺣﺴﻢ اﻟﺨﻼﻓﺎت واﻟﺘﺮﺟﻴﺢ ﺑﻴﻦ اﻵراء‪.‬‬

‫‪.5‬‬

‫ﺗﻨﻤﻴﺔ وﺗﺪرﻳﺐ ورﻋﺎﻳﺔ اﻷﻓﺮاد ﺑﺎﻋﺘﺒﺎر‬ ‫أن اﻟﻤﻮرد اﻟﺒﺸﺮي أﻫﻢ اﻟﻤﻮارد‪ ،‬ﻛﻤﺎ أن‬ ‫اﻷﻓﺮاد ﻳﺘﺨﺬون ﻣﻦ اﻟﻘﺎﺋﺪ ﻗﺪوة ﻟﻬﻢ‪.‬‬

‫‪.6‬‬

‫ﻣﻮاﻛﺒﺔ اﻟﻤﺘﻐﻴﺮات اﻟﻤﺤﻴﻄﺔ وﺗﻮﻇﻴﻔﻬﺎ‬ ‫ﻟﺨﺪﻣﺔ ﺳﻴﺮ اﻟﻌﻤﻞ‪.‬‬

‫‪.7‬‬

‫ﺗﺴﻬﻴﻞ ﺗﺤﻘﻴﻖ اﻷﻫﺪاف اﻟﻤﺮﺳﻮﻣﺔ‪.‬‬

‫‪17‬‬

‫مهارات القيادة األساسية‪:‬‬ ‫•‬

‫ﻋﻠﻰ اﻟﻘﺎﺋﺪ أن ﻳﻬﺘﻢ ﺑﺎﻟﺒﻌﺪﻳﻦ اﻹﻧﺴﺎﻧﻲ‬ ‫واﻟﻌﻤﻠﻲ‪ ،‬ﻓﺎﻻﻫﺘﻤﺎم ﺑﺎﻟﻨﺎس واﻟﻌﻼﻗﺎت‬ ‫ﻻ ﻳﻘﻞ أﻫﻤﻴﺔ ﻋﻦ اﻟﻌﻤﻞ واﻹﻧﺘﺎج‪.‬‬

‫•‬

‫أن ﻳﻨﻤﻲ روح اﻟﻔﺮﻳﻖ وﻣﻨﺎخ اﻟﻌﻤﻞ‬ ‫اﻟﺠﻤﺎﻋﻲ ﻟﻴﺴﻮدا اﻟﻤﺠﻤﻮﻋﺔ وﻳﺸﻜﻼ‬ ‫ً‬ ‫ً‬ ‫ﻣﻬﻤﺎ ﻓﻲ ﺛﻘﺎﻓﺘﻬﺎ‪.‬‬ ‫ﻣﺤﻮرا‬

‫•‬

‫أن ﻳﺤﺮص ﻋﻠﻰ ﻣﺮاﻋﺎة اﻟﺤﺎﺟﺎت اﻹﻧﺴﺎﻧﻴﺔ‪.‬‬

‫•‬

‫أن ﻳﺤﻘﻖ اﻟﻤﺸﺎرﻛﺔ اﻟﻔﻌﺎﻟﺔ ﻟﻠﻤﻮﻇﻔﻴﻦ‪.‬‬

‫•‬

‫أن ﻳﺴﺘﻤﺪ ﺳﻠﻄﺘﻪ ﻣﻦ اﻷﻫﺪاف واﻵﻣﺎل‪،‬‬ ‫وﻳﺮﺑﻂ اﻷﻓﺮاد ﺑﺎﻟﻤﻨﻈﻤﺔ ‪ ،‬وﻳﻬﺘﻢ‬ ‫ﺑﺎﻟﺘﻐﻴﻴﺮ واﻟﺘﺠﺪﻳﺪ‪.‬‬

‫•‬

‫أن ﻳﻜﻮن ﻟﺪﻳﻪ درﺟﺔ ﻋﺎﻟﻴﺔ ﻣﻦ اﻟﺜﻘﺔ‬ ‫ﺑﺎﻟﻤﺮؤوﺳﻴﻦ وﻗﺪراﺗﻬﻢ‪.‬‬

‫•‬

‫أن ﻳﺴﺘﺨﺪم ﻧﻈﺎم اﻟﺤﻮاﻓﺰ اﻟﻤﺒﻨﻲ ﻋﻠﻰ‬ ‫ﻓﻌﺎﻟﻴﺔ اﻟﻤﺸﺎرﻛﺔ‪.‬‬

‫•‬

‫أن ﻳﻘﻴﻢ درﺟﺔ ﻋﺎﻟﻴﺔ ﻣﻦ اﻟﺘﺪاﺧﻞ ﺑﻴﻦ‬ ‫اﻟﺮؤﺳﺎء واﻷﻓﺮاد وﻛﺬﻟﻚ اﻻﺗﺼﺎل ﺑﺠﻤﻴﻊ‬ ‫أﻧﻮاﻋﻪ‪.‬‬

‫•‬

‫أن ﻳﻌﻤﻞ ﻋﻠﻰ ﻣﺸﺎرﻛﺔ اﻟﺠﻤﻴﻊ ﻓﻲ‬ ‫ﺗﺤﺴﻴﻦ أﺳﺎﻟﻴﺐ اﻟﻌﻤﻞ وﺗﻘﻴﻴﻢ ﻧﺘﺎﺋﺠﻪ‪.‬‬

‫واﺟﺒﺎت اﻟﻘﻴﺎدة‪:‬‬ ‫‪ (1‬ﺗﺤﻮﻳﻞ أﻫﺪاف اﻟﻤﺠﻤﻮﻋﺔ إﻟﻰ‬ ‫ﻧﺘﺎﺋﺞ وإﻧﺠﺎزات‪.‬‬ ‫‪ (2‬ﺗﺤﻔﻴﺰ اﻷﻓﺮاد ودﻓﻌﻬﻢ‬ ‫ﻟﺘﺤﻘﻴﻖ أﻫﺪاف اﻟﻤﺆﺳﺴﺔ‬ ‫وأﻫﺪاﻓﻬﻢ اﻟﺸﺨﺼﻴﺔ‪.‬‬ ‫‪ (3‬ﻗﺎﺑﻠﻴﺔ اﻟﺘﻌﺎﻣﻞ ﻣﻊ اﻟﻤﺘﻐﻴﺮات‬ ‫واﻟﻤﺆﺛﺮات ذات اﻟﻤﺴﺎس اﻟﻤﺒﺎﺷﺮ‬ ‫وﻏﻴﺮ اﻟﻤﺒﺎﺷﺮ ﺑﺎﻟﻤﺆﺳﺴﺔ واﻷﻓﺮاد‪.‬‬ ‫‪ (4‬اﺳﺘﺸﺮاف اﻟﻤﺴﺘﻘﺒﻞ‬ ‫واﻟﺘﺨﻄﻴﻂ ﻟﻪ ﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ‬ ‫ﺑﺎﻟﻤﺆﺳﺴﺔ وأﻫﺪاﻓﻬﺎ وﺧﻄﻄﻬﺎ‬ ‫وأﻓﺮادﻫﺎ‪.‬‬ ‫‪ (5‬دﻋﻢ ﻋﻨﺎﺻﺮ وﻇﺎﺋﻒ اﻹدارة‬ ‫اﻷرﺑﻌﺔ‪.‬‬ ‫‪ (6‬إﻋﺪاد ﺟﻴﻞ ﺟﺪﻳﺪ ﻣﻦ ﻗﺎدة‬ ‫اﻟﻤﺴﺘﻘﺒﻞ‪.‬‬ ‫‪ (7‬اﻟﺠﺮأة واﻟﺘﺤﺪي ﻟﺘﺒﻨﻲ اﻷﻓﻜﺎر‬ ‫واﻷﺳﺎﻟﻴﺐ واﻟﺘﻐﻴﻴﺮات اﻟﺘﻲ ﺗﺼﺐ‬ ‫ﻓﻲ ﺻﺎﻟﺢ اﻟﻤﺆﺳﺴﺔ‪.‬‬

‫ﻣﻮﺿ ﻮع اﻟﻌﺪد‬

‫القيادة‬ ‫اإليجابية‪،‬‬ ‫لماذا؟‬ ‫ﻣﺎزن ﺑﻦ ﻋﻔﻴﻒ‬

‫إﺟﺮاء ﺑﺤﺚ ﺑﺴﻴﻂ ﻋﻦ ﻃﺮﻳﻖ ﻣﺤﺮك اﻟﺒﺤﺚ‬ ‫اﻟﻌﺎﻟﻤﻲ ﭼﻮﭼﻞ ﻋﻦ ﻣﺼﻄﻠﺢ ”اﻟﻘﻴﺎدة“‬ ‫ﺑﺎﻟﻠﻐﺔ اﻹﻧﺠﻠﻴﺰﻳﺔ ﻳﻜﺸﻒ ﻟﻚ ﻋﻦ ﻣﺎ ﻻ ﻳﻘﻞ‬ ‫ﻋﻦ ‪ 500‬ﻣﻠﻴﻮن ﻧﺘﻴﺠﺔ ﺑﺤﺚ ﺑﺄي ﺣﺎل‬ ‫ﻣﻦ اﻷﺣﻮال ‪ ،‬وﻫﻮ رﻗﻢ ﻣﻬﻮل ﻳﻜﺸﻒ‬ ‫ﺣﺠﻢ اﻻﻫﺘﻤﺎم ﺑﻤﻮﺿﻮع اﻟﻘﻴﺎدة ‪ ..‬ﻣﺤﺮك‬ ‫”اﻟﺒﺤﺚ اﻟﻌﻠﻤﻲ“ ﻟﭽﻮﭼﻞ ﻳﻜﺸﻒ ﻋﻦ‬ ‫ﻗﺮاﺑﺔ ‪ 4‬ﻣﻼﻳﻴﻦ ﻧﺘﻴﺠﺔ ‪ ..‬وﻋﺪد اﻟﻜﺘﺐ‬ ‫اﻟﻤﻨﺸﻮرة ﻋﻦ اﻟﻘﻴﺎدة ﻳﻘﺘﺮب ﻣﻦ ‪100‬‬ ‫ً‬ ‫ﻣﺴﺘﻤﺮا‬ ‫أﻟﻒ ﻛﺘﺎب ‪ ..‬وﻻ ﻳﺰال اﻟﻨﺸﺮ‬ ‫ﻛﻞ ﻫﺬا ﻳﺸﻴﺮ ﻟﺰﺧﻢ ﻛﺒﻴﺮ ﻣﻦ اﻻﻫﺘﻤﺎم‬ ‫ً‬ ‫اﺳﺘﺤﻮاذا ﻋﻠﻰ اﻫﺘﻤﺎم‬ ‫ﺑﺄﺣﺪ أﻛﺜﺮ اﻟﻤﻮاﺿﻴﻊ‬ ‫اﻟﺒﺎﺣﺜﻴﻦ واﻟﻔﻼﺳﻔﺔ وﻗﻴﺎدﻳﻲ اﻷﻋﻤﺎل‬ ‫واﻷﻛﺎدﻳﻤﻴﻴﻦ وﻏﻴﺮﻫﻢ ‪..‬رﻏﻢ ذﻟﻚ ﻻ زﻟﻨﺎ ﻧﺮى‬ ‫ﻣﺆﻟﻔﺎت ﺟﺪﻳﺪة ﺗﺘﻨﺎول ﻣﻮﺿﻮع اﻟﻘﻴﺎدة ﻣﻦ‬ ‫ﻣﻨﺎﻇﻴﺮ ﻣﺨﺘﻠﻔﺔ ‪ ..‬وﻻ ﻳﻜﻒ اﻟﻤﻬﺘﻤﻮن ﻋﻦ‬ ‫اﻹﺿﺎﻓﺔ إﻟﻰ ﻣﻜﺘﺒﺔ اﻟﻘﻴﺎدة اﻟﺘﻲ اﻣﺘﻸت ﺑﺎﻟﻐﺚ‬ ‫ﻛﻤﺎ اﻣﺘﻸت ﺑﺎﻟﺴﻤﻴﻦ‪.‬‬ ‫وﻟﻜﻦ ﻟﻌﻞ أﺣﺪث ﺗﻠﻚ اﻟﻤﻨﺎﻇﻴﺮ ﻫﻮ ﻣﻨﻈﻮر‬ ‫”اﻟﻘﻴﺎدة اﻹﻳﺠﺎﺑﻴﺔ“ أو ”اﻟﻘﻴﺎدة اﻟﺴﻌﻴﺪة“‬

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‫وﻫﻮ ﻣﻨﻈﻮر ﻳﺘﺠﺎوز اﻟﻔﻠﺴﻔﺎت اﻟﻘﺪﻳﻤﺔ‬ ‫ﻓﻲ اﻟﺤﺪﻳﺚ ﻋﻦ اﻹدارة أو اﻟﻘﻴﺎدة ﻣﻦ ﺧﻼل‬ ‫ﻗﺼﺺ وﺗﺠﺎرب اﻟﻌﻈﻤﺎء ‪ ..‬وذﻟﻚ ﺑﺎﻟﺘﺮﻛﻴﺰ‬ ‫ﻋﻠﻰ اﻟﺪراﺳﺔ اﻟﺘﺠﺮﻳﺒﻴﺔ واﻟﺒﺤﺚ اﻟﻌﻠﻤﻲ‪.‬‬ ‫ﻳﻘﺪم ﻫﺬا اﻟﻤﻨﻈﻮر ﻓﺎﺋﺪة ﺟﺪﻳﺪة ﻣﻦ ﺧﻼل‬ ‫ﺗﺒﻨﻲ اﺳﺘﺮاﺗﻴﺠﻴﺎت ﺗﺴﺘﻔﻴﺪ ﻣﻤﺎ أﺛﺒﺖ اﻟﻌﻠﻢ‬ ‫ﻣﻦ ﺧﻼل اﻟﺪراﺳﺔ واﻟﺒﺤﺚ ﻧﺠﺎﻋﺘﻪ وﻣﻨﻔﻌﺘﻪ‪،‬‬ ‫ً‬ ‫ﺑﻌﻴﺪا ﻋﻦ ﺗﺮوﻳﺞ ﻣﻘﻮﻻت ﺗﺤﻔﻴﺰﻳﺔ ﻣﻌﻠﺒﺔ‬ ‫ﻣﺒﻬﺮة ﻋﻦ إﻧﺠﺎزات ﻛﺎﻧﺖ وﻟﻴﺪة‬ ‫أو ﻗﺼﺺ‬ ‫ّ‬ ‫اﻟﺼﺪﻓﺔ اﻟﻤﺤﻀﺔ وﺗﻢ ﺗﺼﻮﻳﺮﻫﺎ ﻋﻠﻰ أﻧﻬﺎ‬ ‫إﻧﺠﺎزات ﻗﻴﺎدﻳﺔ ﻋﺒﻘﺮﻳﺔ‪.‬‬ ‫ﺑﻴﺌﺔ اﻟﻌﻤﻞ داﺧﻞ اﻟﻤﻨﻈﻤﺎت ﻓﻲ ﻋﺎﻟﻢ‬ ‫اﻟﻴﻮم ﺗﺮزح ﺗﺤﺖ ﺿﻐﻮط ﺗﻨﻈﻴﻤﻴﺔ وﻗﻴﺎدﻳﺔ‬ ‫أﻓﺮزت إﺷﻜﺎﻻت ﻻ ﻳﻤﻜﻦ ﺗﺠﺎﻫﻠﻬﺎ ‪ ..‬ﻓﻨﺴﺒﺔ‬ ‫ً‬ ‫وﻇﻴﻔﻴﺎ ﻋﻠﻰ ﻣﺴﺘﻮى‬ ‫اﻟﻌﺎﻣﻠﻴﻦ اﻟﻤﻨﺨﺮﻃﻴﻦ‬ ‫اﻟﻌﺎﻟﻢ ﻻ ﺗﺘﺠﺎوز‪ %13‬ﺑﺤﺴﺐ ﺗﻘﺎرﻳﺮ ﺟﺎﻟﻮب‬ ‫‪ ..‬أﻇﻬﺮت ﺗﻘﺎرﻳﺮ اﻟﺮﺿﺎ اﻟﻮﻇﻴﻔﻲ ﻋﻠﻰ ﺳﺒﻴﻞ‬ ‫اﻟﻤﺜﺎل ﻓﻲ اﻟﻮﻻﻳﺎت اﻟﻤﺘﺤﺪة اﻷﻣﺮﻳﻜﻴﺔ أن‬ ‫‪ 45%‬ﻣﻦ اﻟﻌﺎﻣﻠﻴﻦ اﻷﻣﺮﻳﻜﻴﻴﻦ ﻏﻴﺮ راﺿﻴﻦ‬ ‫ﻋﻦ وﻇﺎﺋﻔﻬﻢ وﻫﻲ اﻟﻨﺴﺒﺔ اﻟﺘﻲ ﺗﻌﺘﺒﺮ اﻷﻗﻞ‬ ‫ً‬ ‫ﻋﺎﻣﺎ‪ ..‬ﻓﻲ أﻟﻤﺎﻧﻴﺎ ﻳﻌﺘﻘﺪ ‪% 95‬‬ ‫ﻋﻠﻰ ﻣﺪى ‪20‬‬ ‫ﻣﻦ اﻟﻤﺪراء أﻧﻬﻢ ﺟﻴﺪون وﻣﻘﺒﻮﻟﻮن ﻓﻴﻤﺎ‬ ‫ﺗﺸﻴﺮ ﺗﻘﺎرﻳﺮ ﺟﺎﻟﻮب ﻓﻲ ﻧﻔﺲ اﻟﻮﻗﺖ إﻟﻰ أﻧﻪ‬ ‫ﻓﻲ ‪ % 84‬ﻣﻦ اﻟﺤﺎﻻت ﻻ ﻳﺘﻢ اﺧﺘﻴﺎر اﻟﻤﺪراء‬ ‫ﺑﺸﻜﻞ ﻓﻌﺎل ‪ ..‬ﻳﻀﺎف ﻟﻜﻞ ذﻟﻚ أن ﻣﻌﺪﻻت‬ ‫اﻻﻛﺘﺌﺎب ﻓﻲ ﻋﺎﻟﻢ اﻟﻴﻮم ﺗﻀﺎﻋﻔﺖ ‪ 10‬ﻣﺮات‬ ‫ﻋﻤﺎ ﻛﺎﻧﺖ ﻋﻠﻴﻪ ﻓﻲ ﺳﺘﻴﻨﻴﺎت اﻟﻘﺮن اﻟﻤﺎﺿﻲ ‪..‬‬ ‫وﻟﻢ ﺗﻘﻒ اﻷﻣﻮر ﻋﻨﺪ ﻫﺬا اﻟﺤﺪ ﺑﻞ ﺑﻠﻎ ﻣﺘﻮﺳﻂ‬ ‫ً‬ ‫ﻋﺎﻣﺎ ‪ ..‬ﺑﺤﺴﺐ ﺟﺎﻟﻮب‬ ‫أﻋﻤﺎر اﻟﻤﻜﺘﺌﺒﻴﻦ ‪14‬‬ ‫ﻓﺈن ‪ %70‬ﻣﻦ اﻟﻤﺸﺎﻛﻞ واﻟﺘﺤﺪﻳﺎت اﻟﻤﺬﻛﻮرة‬ ‫أﻋﻼه ﻳﻌﻮد ﻟﻠﻄﺮﻳﻘﺔ اﻟﺘﻲ ُﻳ ﺪار ﺑﻬﺎ اﻷﻓﺮاد‪.‬‬ ‫ﻓﻬﻲ ﻣﺸﻜﻠﺔ إدارة وﻗﻴﺎدة ﺑﺎﻟﺪرﺟﺔ اﻷوﻟﻰ‪.‬‬

‫مفهوم “القيادة اإليجابية”‬ ‫أو “القيادة السعيدة”‬ ‫ً‬ ‫ً‬ ‫ً‬ ‫ﻛﻤﺎﻟﻴﺎ ‪ ،‬و ”اﻟ ﻘﺎﺋﺪ‬ ‫رﻓﺎﻫﻴﺎ وﻻ‬ ‫ﻣﻔﻬﻮﻣﺎ‬ ‫ﻟﻴﺲ‬ ‫ً‬ ‫”ﻣﻬﺮﺟﺎ“ ﻓﻲ ﻫﺬه اﻟﻤﻨﻈﻮﻣﺔ‬ ‫اﻟﺴﻌﻴﺪ“ ﻟﻴﺲ‬ ‫وﻻ ”ﻛﻮﻣﻴﺪﻳﺎن“ ‪ ،‬ﻳﻘﺪم ﻣﻔﻬﻮم اﻟﻘﻴﺎدة‬ ‫اﻹﻳﺠﺎﺑﻴﺔ إﺟﺎﺑﺔ ﻗﻮﻳﺔ ﻟﻤﻌﺎﻟﺠﺔ اﻹﺷﻜﺎﻻت‬ ‫اﻟﻤﺬﻛﻮرة أﻋﻼه‬

‫مفهوم “القيادة السعيدة”‬ ‫ﻳﺒﺤﺚ ﺑﺘﺮﻛﻴﺰ واﺿﺢ ﻓﻲ ﻣﺤﺎور وأوﻟﻮﻳﺎت‬ ‫ﻣﺤﺪدة ﻣﺜﻞ اﻻﻫﺘﻤﺎم اﻷﺻﻴﻞ ﺑﺎﻷﻓﺮاد ‪ ،‬اﻷداء‬ ‫اﻟﻌﺎﻟﻲ اﻟﻤﻘﺮون ﺑﺎﻟﻨﺘﺎﺋﺞ ‪ ،‬واﻟﻨﻔﻊ اﻟﻌﺎم‬ ‫ﻓﻲ ﻋﺪدﻫﺎ اﻟﺼﺎدر ﻓﻲ ﻣﺎرس ‪2018‬م‪ ..‬ﻧﺸﺮت‬ ‫ﻣﺠﻠﺔ ﻓﻮرﺗﺸﻦ ﻗﺎﺋﻤﺔ ﺑﺄﻛﺜﺮ ‪ ١٠٠‬ﺷﺮﻛﺔ ﺟﺎذﺑﺔ‬ ‫ﻟﻠﺘﻮﻇﻴﻒ ‪ ..‬وﻓﻲ ﻣﺤﺎوﻟﺔ ﻣﻨﻲ ﻟﺘﺤﻠﻴﻞ‬ ‫اﻷﺳﺒﺎب اﻟﺘﻲ ﻳﺘﻮﻗﻊ أن ﺗﻜﻮن ﻋﻠﻰ رأس‬ ‫ﻗﺎﺋﻤﺔ اﻫﺘﻤﺎﻣﺎت أوﻟﺌﻚ اﻟﻌﺎﻣﻠﻴﻦ اﻟﺬﻳﻦ‬ ‫اﺟﺘﺬﺑﺘﻬﻢ ﺗﻠﻚ اﻟﺸﺮﻛﺎت ‪ ..‬ﻗﻤﺖ ﺑﺘﺼﻨﻴﻒ‬ ‫اﻟﺸﺮﻛﺎت اﻟﻤﻮﺟﻮدة ﻓﻲ اﻟﻘﺎﺋﻤﺔ واﺧﺘﺮت‬ ‫ﻣﻨﻬﺎ ﻗﺎﺋﻤﺔ ﻣﻦ ﻋﺸﺮ ﺷﺮﻛﺎت ﻇﻠﺖ ﻋﻠﻰ ﻣﺪى‬ ‫ً‬ ‫ﻋﺎﻣﺎ ﻣﺤﺎﻓﻈﺔ ﻋﻠﻰ وﺟﻮدﻫﺎ‬ ‫أﻛﺜﺮ ﻣﻦ ﻋﺸﺮﻳﻦ‬ ‫ﻓﻲ ﻗﺎﺋﻤﺔ اﻟﺸﺮﻛﺎت اﻷﻛﺜﺮ ﺟﺎذﺑﻴﺔ ﻟﻠﻌﻤﻞ ‪..‬‬ ‫أﺑﻌﺪﻫﺎ ﻓﻲ اﻟﺘﺮﺗﻴﺐ ﻛﺎن ﺗﺮﺗﻴﺒﻬﺎ ‪ 52‬ﻣﻦ أﺻﻞ‬ ‫‪ 100‬ﺷﺮﻛﺔ وﻳﻌﻤﻞ ﻓﻲ اﻟﻌﺸﺮ ﺷﺮﻛﺎت أﻛﺜﺮ‬ ‫ﻣﻦ ‪ 800‬أﻟﻒ ﻣﻮﻇﻒ ‪ ..‬ﻓﺄﻋﺘﻘﺪ أن ﻋﻴﻨﺔ ﻣﻦ‬ ‫ﻫﺬا اﻟﻨﻮع وﺑﻬﺬا اﻟﺤﺠﻢ ﺗﻌﺘﺒﺮ ﻋﻴﻨﺔ ﺟﺪﻳﺮة‬ ‫ً‬ ‫ً‬ ‫ﻣﻤﻴﺰا ﺗﻘﻮم ﺑﻪ‬ ‫ﻋﻤﻼ‬ ‫ﺑﺎﻟﺜﻘﺔ ‪ ..‬ﻻ ﺑﺪ أن ﻫﻨﺎﻟﻚ‬ ‫ﺗﻠﻚ اﻟﺸﺮﻛﺎت ﺳﺎﻋﺪﻫﺎ ﻟﺘﺤﺎﻓﻆ ﻋﻠﻰ وﺟﻮدﻫﺎ‬ ‫ً‬ ‫ﻋﺎﻣﺎ ‪..‬‬ ‫ﻓﻲ ﺗﻠﻚ اﻟﻘﺎﺋﻤﺔ ﻋﻠﻰ ﻣﺪى أﻛﺜﺮ ﻣﻦ ‪20‬‬

‫ﻳﺒﺮز ﺑﺸﻜﻞ واﺿﺢ ﻟﻠﻌﻴﺎن اﻫﺘﻤﺎم ﺗﻠﻚ‬ ‫اﻟﺸﺮﻛﺎت ﺑﺒﻴﺌﺔ اﻟﻌﻤﻞ ﻛﺮﻛﻴﺰة أﺳﺎﺳﻴﺔ‬ ‫ﻟﻸداء اﻟﻌﺎﻟﻲ ‪ ،‬وﻳﺘﻜﺮر أﻛﺜﺮ ﻣﻦ ﻣﺮة إﺣﺴﺎس‬ ‫اﻟﻌﺎﻣﻠﻴﻦ ﺑﺎﻻﻧﺘﻤﺎء واﻟﻌﺎﺋﻠﻴﺔ ‪” ،‬ﻓﻲ ﻣﺎرﻳﻮت‬ ‫ﻧﺤﻦ ﻧﺸﻌﺮ أﻧﻨﺎ ﻋﺎﺋﻠﺔ واﺣﺪة“ ‪ ،‬ﻣﺠﻤﻮﻋﺔ‬ ‫اﻟﻔﻨﺎدق اﻟﺸﻬﻴﺮة ﻋﺎﻟﻤﻴﺎ ﻓﻲ اﻟﻤﺮﻛﺰ ‪ 35‬ﻓﻲ‬ ‫اﻟﻘﺎﺋﻤﺔ اﻟﻤﺬﻛﻮرة )‪ +136‬أﻟﻒ ﻣﻮﻇﻒ( ‪ ،‬ﻧﻔﺲ‬ ‫اﻷﻣﺮ ﻳﺘﻜﺮر ﻓﻲ ﺷﺮﻛﺔ ﺳﻴﺴﻜﻮ اﻟﺸﻬﻴﺮة‬ ‫”ﺷﻌﻮر أﺻﻴﻞ ﺑﺤﺲ اﻟﻌﺎﺋﻠﺔ“ )‪ +36‬أﻟﻒ‬ ‫ﻣﻮﻇﻒ( ‪ ،‬ﻋﻠﻰ ﺳﺒﻴﻞ اﻟﻤﺜﺎل ﺗﻤﻨﺢ اﻟﺸﺮﻛﺔ‬ ‫ً‬ ‫أﺳﺒﻮﻋﺎ ﻣﺪﻓﻮﻋﺔ اﻷﺟﺮ ﻟﻸﺑﻮﻳﻦ وﻟﻴﺲ‬ ‫‪13‬‬ ‫ﻟﻸم ﻓﻘﻂ ﻟﻠﺘﻔﺮغ ﻟﺮﻋﺎﻳﺔ اﻟﻤﻮﻟﻮد اﻟﺠﺪﻳﺪ‪،‬‬ ‫أﻣﺎ ﺷﺮﻛﺔ اﻟﺒﺮﻣﺠﻴﺎت اﻟﺸﻬﻴﺮة ”ﺳﺎس“‬ ‫ﻓﺈﻧﻬﺎ ﺗﻀﻊ ”اﻟﻌﺎﺋﻠﺔ ً‬ ‫أوﻻ“ وﺗﺸﺪد ﻋﻠﻰ أﻫﻤﻴﺔ‬ ‫ﺧﻠﻖ اﻟﺘﻮازن ﺑﻴﻦ وﻗﺖ اﻟﻌﺎﺋﻠﺔ واﻟﻌﻤﻞ ‪،‬‬ ‫ﻳﺴﺘﻤﺘﻊ اﻟﻌﺎﻣﻠﻮن ﻓﻲ ”ﺳﺎس“ ﻳﻮم اﻟﺠﻤﻌﺔ‬ ‫ﻋﻨﺪ ﻣﻐﺎدرﺗﻬﻢ ﻟﻤﻘﺮ اﻟﻌﻤﻞ ﻧﻬﺎﻳﺔ اﻷﺳﺒﻮع‬ ‫ﺑﺎﻟﺒﻴﺘﺰا اﻟﻤﺨﺒﻮزة داﺧﻞ ﻣﻘﺮ اﻟﺸﺮﻛﺔ ‪ ،‬ﻋﻤﻼق‬ ‫اﻻﺳﺘﺸﺎرات اﻟﻌﺎﻟﻤﻴﺔ ﺷﺮﻛﺔ إﻳﺮﻧﻴﺴﺖ‬ ‫وﻳﻮﻧﻎ ﺗﺨﻔﻒ ﻣﻦ ﻗﻴﻮد اﻟﺰي اﻟﺮﺳﻤﻲ وﺗﻮﻓﺮ‬ ‫ﻟﻠﻌﺎﻣﻠﻴﻦ ﺧﻄﺔ ﻋﻤﻞ أﺳﺒﻮﻋﻴﺔ ﻣﺮﻧﺔ ‪ ،‬أﻣﺎ‬ ‫ﺷﺮﻛﺔ ﻋﺎﺋﻠﺔ ﺟﻲ إم إﻧﺘﺮﺑﺮاﻳﺰس ﻓﺈﻧﻬﺎ ﺗﺼﻒ‬ ‫ﻧﻔﺴﻬﺎ ﺑﺄﻧﻬﺎ ﺷﺮﻛﺔ ذات ﺗﻮﺟﻪ ﻋﺎﺋﻠﻲ ﺗﻤﻨﺢ‬ ‫ﻣﻮﻇﻔﻴﻬﺎ ﺧﻄﺔ ﺗﻘﺎﻋﺪ ”ﻣﻦ ﺧﺎرج اﻟﻌﺎﻟﻢ“‬ ‫ﻓﻲ إﺷﺎرة إﻟﻰ ﻣﺰاﻳﺎﻫﺎ اﻟﺨﺮاﻓﻴﺔ ‪ ،‬وﻳﻤﻜﻦ‬ ‫اﻟﻌﺎﻣﻠﻮن ﻓﻴﻬﺎ ﻣﻦ اﺳﺘﻐﻼل اﻟﻄﺎﺋﺮة اﻟﺨﺎﺻﺔ‬ ‫ﺑﺎﻟﺸﺮﻛﺔ واﻻﺳﺘﻤﺘﺎع ﺑﻴﺨﺘﻬﺎ اﻟﺨﺎص ﻛﺬﻟﻚ ‪،‬‬ ‫وﻻ ﺗﻔﻮﺗﻨﻲ اﻹﺷﺎرة إﻟﻰ ﻣﻜﺎﻓﺂت ﺗﺼﻞ ﻟﻘﻀﺎء‬ ‫ﻋﻄﻼت ﻓﻲ ﺟﺰر اﻟﺒﻬﺎﻣﺎس )إﻳﺮادات اﻟﺸﺮﻛﺔ‬ ‫ﻓﻲ ‪2016‬م ﺣﻮاﻟﻲ ‪ 15‬ﻣﻠﻴﺎر دوﻻر(‪.‬‬

‫ﻣﻮﺿ ﻮع اﻟﻌﺪد‬

‫أولويات القيادة اإليجابية‬ ‫على سبيل االختصار‪:‬‬ ‫•‬

‫اﻫﺘﻤﺎم أﺻﻴﻞ ﺑﺎﻷﻓﺮاد ﻣﻦ ﺣﻴﺚ ﻫﻢ‬ ‫أﻓﺮاد ‪ ..‬وﻟﻴﺲ ﻓﻘﻂ ﻣﻦ ﺣﻴﺚ ﻫﻢ‬ ‫ﻋﺎﻣﻠﻴﻦ أو ﻣﻮﻇﻔﻴﻦ ‪ ..‬ﻫﺬا اﻟﻤﻔﻬﻮم‬ ‫ﻳﺘﻌﺪى ﻣﻔﻬﻮم اﻟﺮﺋﺎﺳﺔ واﻟﻤﻨﺼﺐ وﻗﻮة‬ ‫اﻟﻜﺮﺳﻲ واﻟﻤﺴﻤﻰ اﻟﻮﻇﻴﻔﻲ واﻟﻌﻼوات‬ ‫واﻟﺘﺮﻗﻴﺎت ‪ ..‬ﻟﻴﺤﻠﻖ ﻓﻲ ﻓﻀﺎءات‬ ‫اﻟﻌﻼﻗﺎت اﻹﻧﺴﺎﻧﻴﺔ اﻟﺮاﻗﻴﺔ واﻹﺿﺎﻓﺔ‬ ‫إﻟﻰ ﺣﻴﺎة أوﻟﺌﻚ اﻷﻓﺮاد وﺗﻤﻜﻴﻨﻬﻢ‬ ‫وﻣﺴﺎﻋﺪﺗﻬﻢ ﻓﻲ ﺗﺤﻘﻴﻖ ذواﺗﻬﻢ وإﺑﺮاز‬ ‫أﻗﺼﻰ ﻃﺎﻗﺎﺗﻬﻢ ‪..‬‬

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‫ﺧﻠﻖ ﺑﻴﺌﺔ ﻣﺤﻔﺰة ﻟﻸداء اﻟﻌﺎﻟﻲ ‪ ..‬ﻣﻦ‬ ‫ﻣﻜﻮﻧﺎﺗﻬﺎ أﻫﺪاف ﺗﺪﻓﻊ ﻟﺘﺤﺪي ﻗﺪرات‬ ‫اﻟﻌﺎﻣﻠﻴﻦ وﻣﻨﺤﻬﻢ ﻓﺮﺻﺔ ﻻﻛﺘﺸﺎف‬ ‫ﻃﺎﻗﺎﺗﻬﻢ اﻟﻜﺎﻣﻨﺔ ودﻓﻌﻬﻢ ﻟﻠﺘﻌﻠﻢ‬ ‫واﻟﺘﻄﻮر ‪ ..‬ﺗﻬﺪف ﻫﺬه اﻟﺒﻴﺌﺔ ﻟﺘﺤﻘﻴﻖ‬ ‫ﻧﻘﻠﺔ إﻳﺠﺎﺑﻴﺔ ﻓﻲ أداء اﻟﻌﺎﻣﻠﻴﻦ ﻣﻦ ﺧﻼل‬ ‫ﻧﺘﺎﺋﺞ ”ﻟﻢ ﻳﻜﻦ ﺑﺎﻹﻣﻜﺎن ﺗﺤﻘﻴﻘﻬﺎ“ إﻻ‬ ‫ﺑﻮﺟﻮد ﻫﺬه اﻟﺒﻴﺌﺔ ‪..‬‬

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‫ﺳﺎم ﻳﺘﻌﺪى‬ ‫ﺟﻤﻊ اﻷﻓﺮاد ﺣﻮل ﻫﺪف‬ ‫ٍ‬ ‫ﻗﻴﻤﺔ ذواﺗﻬﻢ اﻟﺸﺨﺼﻴﺔ وﻳﻀﻴﻒ ﻟﻬﻢ‬ ‫ﻋﻠﻰ ﻣﺴﺘﻮى ﻣﺨﺘﻠﻒ ﻳﺘﻌﺪى ﺣﺪود‬ ‫اﻟﻤﻨﻈﻤﺔ ﻟﻠﻨﻔﻊ اﻟﻌﺎم ﻋﻠﻰ ﺳﺒﻴﻞ ﺟﻌﻞ‬ ‫ً‬ ‫ﻣﻜﺎﻧﺎ أﻓﻀﻞ ‪..‬‬ ‫ﻫﺬا اﻟﻌﺎﻟﻢ‬ ‫ﻫﺬا اﻷﺳﻠﻮب ﻓﻲ اﻟﻘﻴﺎدة ﻓﻲ ﺗﻮﻗﻌﺎﺗﻲ‬ ‫اﻟﺸﺨﺼﻴﺔ ﺳﻴﺴﺘﺤﻮذ ﻋﻠﻰ اﻟﻤﺸﻬﺪ‬ ‫اﻹداري اﻟﻌﻤﻠﻲ ‪ ،‬واﻷﻛﺎدﻳﻤﻲ اﻟﺒﺤﺜﻲ ‪،‬‬ ‫ﻓﻲ اﻟﺴﻨﻮات اﻟﻘﻠﻴﻠﺔ اﻟﻘﺎدﻣﺔ ﻣﺪﻓﻮﻋﺎ‬ ‫ﺑﺎﻟﺘﻐﻴﻴﺮات اﻟﺪﻳﻤﻮﻏﺮاﻓﻴﺔ ﻓﻲ ﺗﻜﻮﻳﻦ‬ ‫ﻗﻮة اﻟﻌﻤﻞ واﻷﺟﻴﺎل اﻟﻤﻤﺜﻠﺔ ﻟﻬﺬه‬ ‫اﻟﺒﻴﺌﺔ ﻻ ﺳﻴﻤﺎ ﻣﻮاﻟﻴﺪ ﺟﻴﻞ اﻷﻟﻔﻴﺔ اﻟﺬﻳﻦ‬ ‫ﻳﻤﺜﻠﻮن اﻟﻨﺴﺒﺔ اﻷﻛﺒﺮ ﻣﻦ ﻗﻮة اﻟﻌﻤﻞ‬ ‫اﻟﻌﺎﻟﻤﻴﺔ اﻟﻴﻮم ‪..‬‬

‫بحسب تقرير لجالوب عن جيل‬ ‫األلفية في مجال العمل‪:‬‬

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‫ﻗﺎﻟﻮا أﻧﻬﻢ ﻣﺘﺎﺣﻮن ﻟﻼﻧﺘﻘﺎل ﻟﻤﻨﻈﻤﺔ أﺧﺮى‬

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‫ً‬ ‫ﺷﻬﺮا اﻟﻤﺎﺿﻴﺔ وﻫﻲ‬ ‫اﻧﺘﻘﻠﻮا ﺑﺎﻟﻔﻌﻞ ﺧﻼل ‪12‬‬ ‫ﻧﺴﺒﺔ ﺗﻔﻮق ‪ 3‬ﻣﺮات ﻧﺴﺒﺔ اﻟﻌﺎﻣﻠﻴﻦ ﻣﻦ‬ ‫ﺟﻴﻞ آﺧﺮ‬

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‫ﻓﻘﻂ ﺳﻴﻨﺘﻈﺮون ﻟﺤﻴﻦ اﻟﺤﺼﻮل ﻋﻠﻰ ﻓﺮﺻﺔ‬ ‫ﻟﻠﺘﻄﻮر أو اﻟﺘﺮﻗﻲ‬ ‫اﻟﺠﺪﻳﺮ ﺑﺎﻟﺬﻛﺮ أن ﺟﻴﻞ اﻷﻟﻔﻴﺔ ﻫﻮ اﻟﺠﻴﻞ اﻷﻗﻞ‬ ‫ً‬ ‫ً‬ ‫وﻇﻴﻔﻴﺎ ﻓﻲ ﻣﺠﺎل اﻟﻌﻤﻞ ﺑﺤﺴﺐ‬ ‫اﻧﺨﺮاﻃﺎ‬ ‫ً‬ ‫ﺟﺎﻟﻮب أﻳﻀﺎ‪ .‬وﻳﻘﻮم أﺑﻨﺎء ﺟﻴﻞ اﻷﻟﻔﻴﺔ ﺑﺘﻐﻴﻴﺮ‬ ‫‪ 4‬وﻇﺎﺋﻒ ﻓﻲ اﻟﻌﺸﺮ ﺳﻨﻮات اﻷوﻟﻰ ﻣﻦ‬ ‫اﻟﺘﺤﺎﻗﻬﻢ ﺑﺎﻟﻌﻤﻞ ﺑﺤﺴﺐ دراﺳﺔ ﻟ ﻟﻴﻨﻜﺪإن‪.‬‬ ‫ﻗﻴﺎدة ﺟﻴﻞ اﻷﻟﻔﻴﺔ ﻓﻲ ﻋﺎﻟﻢ اﻟﻴﻮم ﺗﺘﻄﻠﺐ‬ ‫ﻓﻬﻢ ﺧﺼﺎﺋﺺ ﻫﺬا اﻟﺠﻴﻞ وﻣﺘﻄﻠﺒﺎﺗﻪ ‪..‬‬ ‫وﻫﻮ اﻷﻣﺮ اﻟﺬي ﻳﻮﻓﺮ أرﺿﻴﺔ ﺧﺼﺒﺔ ﻟﻠﺘﺠﺪﻳﺪ‬ ‫وﻣﻮاﺻﻠﺔ اﻟﺒﺤﺚ ﻓﻲ ﻫﺬا اﻟﻤﺠﺎل‪.‬‬ ‫ﻣﻦ وﺟﻬﺔ ﻧﻈﺮي اﻟﺸﺨﺼﻴﺔ أﻋﺘﻘﺪ أن اﻟﻔﻮارق‬ ‫اﻟﺴﻠﻮﻛﻴﺔ ﻃﻔﻴﻔﺔ ﺑﻴﻦ ﻣﻮاﻟﻴﺪ اﻷﻟﻔﻴﺔ ﻓﻲ‬ ‫اﻟﺪول اﻟﻤﺘﻘﺪﻣﺔ ودول اﻻﻗﺘﺼﺎدات اﻟﻨﺎﺷﺌﺔ‪..‬‬ ‫وﻟﺬﻟﻚ أﺣﺐ أن أﻧﻘﻞ ﻫﺬه اﻟﺮؤﻳﺔ ﻣﻦ ﺧﻼل‬ ‫ﻣﻨﻈﺎر ﻳﺮﻛﺰ ﻋﻠﻰ اﻟﻤﺠﺘﻤﻊ اﻟﺴﻌﻮدي ﺣﻴﺚ‬ ‫ﺗﺒﻠﻎ ﻧﺴﺒﺔ ﻣﻮاﻟﻴﺪ اﻷﻟﻔﻴﺔ ﺣﻮاﻟﻲ ‪ %38‬ﻣﻦ‬ ‫اﻟﺴﻌﻮدﻳﻴﻦ )‪ 7.6‬ﻣﻠﻴﻮن( ‪..‬‬

‫‪21‬‬

‫ﻧﺸﺮت ﻣﺠﻠﺔ ﻓﻮرﺗﺸﻦ ﻓﻲ ﻋﺪدﻫﺎ ﻟﺸﻬﺮ‬ ‫ً‬ ‫أﻏﺴﻄﺲ ‪2017‬م‬ ‫ﺗﻘﺮﻳﺮا ﻋﻦ ﺑﻴﺌﺔ اﻟﻌﻤﻞ‬ ‫اﻟﻤﻔﻀﻠﺔ ﻟﻤﻮاﻟﻴﺪ اﻷﻟﻔﻴﺔ ﻓﻲ اﻟﻮﻻﻳﺎت‬ ‫اﻟﻤﺘﺤﺪة اﻷﻣﺮﻳﻜﻴﺔ واﻧﺘﻬﻰ اﻟﺘﻘﺮﻳﺮ إﻟﻰ ‪100‬‬ ‫ﺷﺮﻛﺔ ﻧﺴﺒﺔ اﻟﻌﺎﻣﻠﻴﻦ اﻷﻣﺮﻳﻜﻴﻴﻦ ﻣﻦ‬ ‫ً‬ ‫ﺗﻘﺮﻳﺒﺎ‬ ‫ﻣﻮاﻟﻴﺪ اﻷﻟﻔﻴﺔ ﻓﻲ اﻟﻌﺸﺮ اﻷواﺋﻞ ﻣﻨﻬﺎ‬ ‫‪ ..%43‬ﺑﻐﺾ اﻟﻨﻈﺮ ﻋﻦ ﻣﺠﺎل ﻋﻤﻞ اﻟﺸﺮﻛﺔ‬ ‫وﻧﺸﺎﻃﻬﺎ أﻧﻘﻞ ﻟﻜﻢ ﻓﻴﻤﺎ ﻳﻠﻲ ﺑﻌﺾ اﻷﺳﺒﺎب‬ ‫ﻟﺘﻔﻀﻴﻞ ﺗﻠﻚ اﻟﺸﺮﻛﺎت ﻋﻠﻰ ﻟﺴﺎن اﻟﻌﺎﻣﻠﻴﻦ‬ ‫ﻓﻲ اﻟﻌﺸﺮ ﺷﺮﻛﺎت اﻷوﻟﻰ‬ ‫‪.1‬‬

‫ﻓﺮﻳﻖ اﻟﻘﻴﺎدة ﻳﺆﻣﻦ ﺑﻘﺪرات اﻟﻔﺮﻳﻖ‪.‬‬

‫‪.2‬‬

‫ﻫﻨﺎك ﺷﻌﻮر ﺑﺎﻻﻧﺘﻤﺎء‪.‬‬

‫‪.3‬‬

‫ﻧﺸﻌﺮ ﺑﺜﻘﺔ اﻹدارة ﻓﻲ ﻗﺪرﺗﻨﺎ ﻋﻠﻰ إﻧﺠﺎز‬ ‫اﻟﻌﻤﻞ ‪ ،‬وﺳﺎﻋﺎت اﻟﻌﻤﻞ اﻟﻤﺮﻧﺔ أﻣﺮ ﺟﻴﺪ‪.‬‬

‫‪.4‬‬

‫اﻟﻤﻨﻈﻤﺔ ﺗﻬﺘﻢ ﺑﺘﻮازن ﺣﻴﺎﺗﻨﺎ ﻣﻊ ﻋﻤﻠﻨﺎ‪،‬‬ ‫ً‬ ‫ﻣﺰﻳﺠﺎ ﻣﻦ اﻟﻌﻤﻞ واﻟﻤﺮح‬ ‫ﻛﻤﺎ أن ﻫﻨﺎك‬ ‫داﺧﻞ اﻟﻔﺮﻳﻖ‪.‬‬

‫‪.5‬‬

‫ﻧﺸﻌﺮ ﺑﺎﻟﻔﺨﺮ وﻧﺆﻣﻦ ﺑﺮؤﻳﺔ اﻟﺸﺮﻛﺔ ﺣﻮل‬ ‫اﻟﻌﻄﺎء ﻟﻠﻤﺠﺘﻤﻊ‪.‬‬

‫‪.6‬‬

‫ﻣﻨﺎخ اﻟﺤﺮﻳﺔ وﻣﺸﺎرﻛﺔ اﻟﺮأي ﻳﺠﻌﻞ ﻫﺬه‬ ‫اﻟﺸﺮﻛﺔ ﺧﻴﺎرﻧﺎ اﻟﻮﺣﻴﺪ واﻷﺧﻴﺮ ﻟﻠﺘﻮﻇﻴﻒ‪.‬‬

‫‪.7‬‬

‫أﺷﻌﺮ ﺑﺎﻟﻔﺨﺮ ﺑﻘﻴﻤﺔ اﻟﻌﻤﻞ اﻟﺬي أؤدﻳﻪ‪.‬‬

‫‪.8‬‬

‫ﻳﺘﻢ ﺗﺸﺠﻴﻌﻨﺎ ﻟﺘﻮﻟﻲ أدوار ﻗﻴﺎدﻳﺔ ‪ ،‬وﺗﺪﻓﻊ‬ ‫اﻟﻤﻨﻈﻤﺔ ﻟﻠﻤﺪراء ﻻﺻﻄﺤﺎﺑﻨﺎ ﻟﻠﻐﺪاء‪.‬‬

‫‪.9‬‬

‫ﻧﺤﻦ ﻧﺴﺎﻋﺪ ﺑﻌﻀﻨﺎ اﻟﺒﻌﺾ ‪ ،‬وﺳﺨﺎء‬ ‫ً‬ ‫ﻻﺣﻘﺎ‪.‬‬ ‫اﻟﻤﻨﻈﻤﺔ ﻳﺄﺗﻲ‬

‫‪.10‬‬

‫اﻹدارة ﺗﻌﺎﻣﻠﻨﺎ ﺑﺎﻫﺘﻤﺎم ﺷﺨﺼﻲ وﻣﺮوﻧﺔ‪ ،‬ﻻ‬ ‫أﺗﺨﻴﻞ أن أﻋﻤﻞ ﻓﻲ ﻣﻨﻈﻤﺔ أﺧﺮى‪.‬‬ ‫أﻋﺘﻘﺪ أﻧﻪ ﻣﻦ اﻟﻮاﺿﺢ أن اﻷﺳﺒﺎب‬ ‫اﻟﻤﺬﻛﻮرة أﻋﻼه ﺗﺼﺐ ﻓﻲ ﻧﻔﺲ اﻹﻃﺎر‬ ‫ﻋﻦ ﻣﻔﻬﻮم ”اﻟﻘﻴﺎدة اﻹﻳﺠﺎﺑﻴﺔ“ أو ”اﻟﻘﻴﺎدة‬ ‫اﻟﺴﻌﻴﺪة“ اﻟﺘﻲ ﻗﺪﻣﻨﺎﻫﺎ ﺳﺎﺑﻘﺎ‬

‫الجدير بالذكر أن عدد السعوديين‬ ‫من مواليد األلفية في سوق‬ ‫العمل السعودي بنهاية الربع‬ ‫األول ‪2017‬م يزيد على ‪1.4‬‬ ‫مليون موظفة وموظف تتراوح‬ ‫ً‬ ‫عاما‬ ‫أعمارهم بين (‪)34-15‬‬ ‫ويمثلون ‪ %43‬من العاملين‬ ‫السعوديين على رأس العمل‬

‫ﻗﺎم ﻋﻠﻢ اﻟﻨﻔﺲ اﻹﻳﺠﺎﺑﻲ ﺑﺈﻋﺎدة‬ ‫اﻛﺘﺸﺎف وﺗﻌﺮﻳﻒ ”اﻟﻘﻴﺎدة“ ﻟﻌﺎﻟﻢ‬ ‫اﻟﻴﻮم ﻣﻦ ﺧﻼل اﺳﺘﻠﻬﺎم اﻟﺪروس‬ ‫واﻟﻌﺒﺮ ﻣﻦ اﻟﻔﻠﺴﻔﺔ اﻟﻘﺪﻳﻤﺔ ﻋﻦ‬ ‫”اﻟﻘﻴﺎدة“ أو ”اﻟﺴﻌﺎدة“ ودﻋﻢ‬ ‫ذﻟﻚ ﺑﺎﻟﺪراﺳﺔ اﻟﻌﻠﻤﻴﺔ اﻟﺘﺠﺮﻳﺒﻴﺔ‬ ‫اﻟﺮﺻﻴﻨﺔ‪ ..‬وﻳﺘﺒﻘﻰ اﻟﺠﺰء اﻷﻫﻢ وﻫﻮ‬ ‫اﺳﺘﻔﺎدة اﻟﻘﺎدة واﻟﻤﺪﻳﺮﻳﻦ داﺧﻞ‬ ‫اﻟﻤﻨﻈﻤﺎت اﻟﻴﻮم ﻣﻦ ﻧﺘﺎﺋﺞ ﻫﺬه‬ ‫اﻟﻤﻌﺮﻓﺔ وﺗﺤﺴﻴﻦ أﺳﺎﻟﻴﺐ اﻟﻘﻴﺎدة‬ ‫داﺧﻞ اﻟﻤﻨﻈﻤﺎت ﺑﺒﻨﺎء ﻓﺮق ﻋﻤﻞ‬ ‫ﻋﺎﻟﻴﺔ اﻷداء‪ ،‬ﻣﺤﺒﺔ ﻷﻋﻤﺎﻟﻬﺎ ‪ ،‬ﻣﺒﺪﻋﺔ‬ ‫وﻣﻨﺘﺠﺔ ‪ ،‬وﺗﺤﺎﻓﻆ ﻋﻠﻰ ﻋﻼﻗﺎت‬ ‫إﻧﺴﺎﻧﻴﺔ راﻗﻴﺔ ‪ ،‬وﺗﺴﻌﻰ ﺑﺎﺟﺘﻬﺎد‬ ‫ً‬ ‫ﻣﻜﺎﻧﺎ أﻓﻀﻞ‪.‬‬ ‫ﻟﺠﻌﻞ ﻫﺬا اﻟﻌﺎﻟﻢ‬

‫ﻣﻮﺿ ﻮع اﻟﻌﺪد‬

‫كيف تجعل‬ ‫فريق عملك‬ ‫نموذجيا‬ ‫ً‬

‫إليك هذه النصائح والمعايير‬ ‫الالزمة لتحقيق هدفك‪:‬‬

‫‪1‬‬

‫ﺣﺪد اﻟﻬﺪف أو اﻷﻫﺪاف اﻟﻤﺮاد ﺗﺤﻘﻴﻘﻬﺎ‪،‬‬ ‫وﻳﻨﺒﻐﻲ ﻓﻲ ذﻟﻚ اﻻﺳﺘﻔﺎدة ﻣﻦ ﻛﻞ اﻟﻄﺮق‬ ‫واﻷﺳﺎﻟﻴﺐ اﻟﻤﺘﺒﻌﺔ إدارﻳﺎ وﻓﻨﻴﺎ وﻣﻨﻬﺎ وﺿﻊ‬ ‫اﻟﺮؤﻳﺔ واﻟﺮﺳﺎﻟﺔ واﻟﻤﺸﺮوع أو اﻟﻤﻬﻤﺔ‪،‬‬ ‫واﻟﻮﺳﺎﺋﻞ اﻟﻼزﻣﺔ ﻹﻧﺠﺎزﻫﺎ‪.‬‬

‫‪2‬‬

‫ﺣﺪد اﻹﻣﻜﺎﻧﺎت واﻟﻘﺪرات اﻟﻤﻄﻠﻮﺑﺔ ﺑﻤﺎ ﻓﻲ‬ ‫ذﻟﻚ ﺣﺠﻢ اﻟﻔﺮﻳﻖ وﻋﻨﺎﺻﺮه اﻟﺒﺸﺮﻳﺔ واﻟﺼﻔﺎت‬ ‫واﻟﻤﻤﻴﺰات اﻟﺘﻲ ﻳﻨﺒﻐﻲ ﺗﻮﻓﺮﻫﺎ ﻓﻴﻬﻢ‪.‬‬ ‫وﺗﻨﺪرج ﺗﺤﺖ ﻫﺬه اﻟﻌﻤﻠﻴﺔ اﺧﺘﻴﺎر اﻷﺷﺨﺎص‬ ‫وإﺟﺮاء اﻻﺧﺘﺒﺎرات ﻟﻬﻢ وﺗﺪرﻳﺒﻬﻢ‪.‬‬

‫‪3‬‬

‫ﺗﻮاﺻﻞ ﻣﺒﺎﺷﺮة ﻣﻊ أﻋﻀﺎء اﻟﻔﺮﻳﻖ ﻟﻠﺘﺄﻛﺪ ﻣﻦ‬ ‫اﺳﺘﻴﻌﺎﺑﻬﻢ ﻟﻠﻤﺸﺮوع أو اﻟﻤﻬﻤﺔ وﻓﻬﻤﻬﻢ‬ ‫ﻟﻸدوار اﻟﻤﺴﻨﺪة إﻟﻴﻬﻢ‪.‬‬

‫‪4‬‬

‫اﺧﻠﻖ روح اﻟﻔﺮﻳﻖ وﻣﻨﺎخ اﻟﻌﻤﻞ اﻟﺠﻤﺎﻋﻲ‬ ‫وﺛﻘﺎﻓﺔ اﻟﻌﻤﻞ اﻟﻤﺸﺘﺮك واﻟﺘﻌﺎون‪.‬‬

‫‪5‬‬

‫أﻋﻂ درﺟﺔ ﻋﺎﻟﻴﺔ ﻣﻦ اﻟﺜﻘﺔ ﺑﺎﻟﻤﺮؤوﺳﻴﻦ‬ ‫ِ‬ ‫وﻗﺪراﺗﻬﻢ‪.‬‬

‫‪6‬‬

‫اﺳﺘﺨﺪم ﻧﻈﺎم اﻟﺤﻮاﻓﺰ اﻟﻤﺒﻨﻲ ﻋﻠﻰ ﻓﻌﺎﻟﻴﺔ‬ ‫اﻟﻤﺸﺎرﻛﺔ واﻻﻫﺘﻤﺎم ﺑﺎﻟﺤﻮاﻓﺰ اﻟﺸﺨﺼﻴﺔ‬ ‫ﻟﻜﻞ ﻓﺮد‪.‬‬

‫‪7‬‬

‫اﺧﻠﻖ ﻗﻨﻮات اﺗﺼﺎل داﺋﻤﺔ وﺳﻬﻠﺔ ﺑﻴﻦ‬ ‫أﻋﻀﺎء اﻟﻔﺮﻳﻖ ورﺋﻴﺴﻪ‪.‬‬

‫‪8‬‬

‫اﻛﺘﺸﻒ اﻟﻌﻨﺎﺻﺮ اﻟﻘﻴﺎدﻳﺔ ﻷﻋﻀﺎء اﻟﻔﺮﻳﻖ‬ ‫ﻓﻲ ﺣﺎﻟﺔ ﻛﻮن اﻟﻘﺎﺋﺪ ﻧﻔﺴﻪ ﻻ ﻳﺮأﺳﻪ‪،‬‬ ‫ﻷن اﻟﻨﺠﺎح اﻟﻨﻬﺎﺋﻲ ﻻ ﻳﻘﺘﺼﺮ ﻋﻠﻰ إﻧﺠﺎز‬ ‫اﻟﻤﺸﺮوع؛ وإﻧﻤﺎ ﻧﻤﻮ اﻟﻌﺎﻣﻠﻴﻦ وﺗﻄﻮرﻫﻢ‬ ‫وﺗﺤﺴﻦ أداﺋﻬﻢ وﺗﺄﻫﻠﻬﻢ ﻟﻴﻜﻮﻧﻮا ﻗﺎدة ‪.‬‬

‫‪23‬‬

‫‪9‬‬

‫ﻣﺎرس ﻓﻨﻮن اﻟﻘﻴﺎدة‪:‬‬ ‫‪ 9.1‬ﻓﻦ إﺻﺪار اﻷواﻣﺮ‪:‬‬ ‫•‬

‫ﺗﺄﻛﺪ أن اﻷﻣﺮ ﻳﺘﻔﻖ ﻣﻊ اﻟﺼﻼﺣﻴﺎت‬ ‫ً‬ ‫ﺿﺮورﻳﺎ ﻟﻠﻤﺸﺮوع‬ ‫اﻟﻤﺨﻮﻟﺔ وأن ﻳﻜﻮن‬ ‫وﺣﺴﻦ إﻧﺠﺎزه‪.‬‬

‫•‬

‫أﺻﺪر اﻷﻣﺮ ﺑﻄﺮﻳﻘﺔ ﺑﻌﻴﺪة ﻋﻦ اﻟﺘﻌﺴﻒ‬ ‫واﻻﺳﺘﻌﺮاض وﺗﺘﺴﻢ ﺑﺎﻟﺤﺴﻢ واﻟﺠﺪﻳﺔ‪.‬‬

‫•‬

‫ﺣﺪد اﻟﺸﺨﺺ اﻟﻤﺴﺆول ﺑﻌﺪ إﺻﺪار‬ ‫اﻷﻣﺮ ﻣﺒﺎﺷﺮة‪ ،‬واﻟﻮﻗﺖ اﻟﻤﺘﺎح‪ ،‬وﺣﺪد‬ ‫اﻟﻤﺴﺎﻋﺪﻳﻦ واﻟﻤﻮارد‪ .‬ﻟﻴﻜﻦ أﻣﺮك‬ ‫ً‬ ‫ً‬ ‫ً‬ ‫ً‬ ‫ً‬ ‫واﺛﻘﺎ‬ ‫دﻗﻴﻘﺎ‪ ،‬وﻛﻦ‬ ‫ﻣﻮﺟﺰا‪،‬‬ ‫ﻛﺎﻣﻼ‪،‬‬ ‫واﺿﺤﺎ‪،‬‬ ‫ﻣﻦ ﻧﻔﺴﻚ ﻋﻨﺪ إﺻﺪاره‪.‬‬

‫‪ 9.2‬فن االتصال‪:‬‬ ‫ﺗﻀﻤﻨﺖ إﺣﺪى اﻟﺪراﺳﺎت اﻟﺤﺪﻳﺜﺔ ﻗﻮاﻋﺪ‬ ‫ﻟﻼﺗﺼﺎل اﻟﻨﺎﺟﺢ أدرﺟﺘﻬﺎ ﺗﺤﺖ اﻟﻜﻠﻤﺔ‬

‫اإلنجليزية (‪ )Human Touch‬أي اللمسة‬ ‫اإلنسانية على النحو التالي‪:‬‬ ‫اﺳﺘﻤﻊ إﻟﻴﻪ‬

‫‪N: News Him‬‬ ‫درﺑﻪ‬

‫‪T: Train Him‬‬

‫أرﺷﺪه‬

‫•‬

‫اﺛﻦ ﻋﻠﻰ اﻷﻋﻤﺎل اﻟﻨﺎﺟﺤﺔ‪ ،‬واﻋﺘﺮف‬ ‫ﺑﺈﻧﺠﺎزات اﻷﻓﺮاد‪ ،‬وﺷﺠﻊ ﻣﻌﺎوﻧﻴﻚ‬ ‫ً‬ ‫دوﻣﺎ‪.‬‬

‫•‬

‫ﻋﺎﻣﻠﻬﻢ ﻛﺨﺒﺮاء ﻓﻴﻤﺎ ﻳﺘﻘﻨﻮﻧﻪ‪،‬‬ ‫وﺗﻘﺒﻞ أﻓﻜﺎرﻫﻢ اﻟﺘﺠﺪﻳﺪﻳﺔ‪.‬‬

‫‪H: Honor Him‬‬

‫•‬

‫ﻻ ﺑﺪ ﻣﻦ ﺗﻮﻃﻴﺪ ”ﺛﻘﺎﻓﺔ اﻹﺷﺎدة“‬ ‫ﺿﻤﻦ اﻟﻔﺮﻳﻖ‪.‬‬

‫‪ 9.3‬فن التأنيب‪:‬‬

‫•‬

‫َﻛ ِّﻠﻒ اﻟﻤﺘﻤﻴﺰﻳﻦ ﺑﺄﻋﻤﺎل أﻫﻢ‬ ‫وﻣﺴﺆوﻟﻴﺎت أﻋﻠﻰ‪.‬‬

‫‪O: Open his eye‬‬

‫ﺗﻔﻬﻢ ﺗﻔﺮده‬

‫‪U: Understand his uniqueness‬‬ ‫ﺗﻮاﺻﻞ ﻣﻌﻪ‬

‫‪C: Contact Him‬‬ ‫أﻛﺮﻣﻪ‬

‫•‬

‫أﻋﻂ اﻟﻤﻼﺣﻈﺔ اﻟﻀﺮورﻳﺔ دون ﺗﺄﺧﻴﺮ‪،‬‬ ‫ِ‬ ‫وﻟﺘﻜﻦ ﺑﻠﻬﺠﺔ ﻫﺎدﺋﺔ ورزﻳﻨﺔ‪.‬‬

‫•‬

‫ِّأﻧﺐ وﻟﻜﻦ ﺑﻌﺪ ﺗﺤﺮي اﻟﺤﻘﻴﻘﺔ ﻛﺎﻣﻠﺔ‬ ‫ﺑﻤﻼﺑﺴﺘﻬﺎ‪ ،‬وﺗﺠﻨﺐ إﺛﺎرة اﻟﻤﺸﺎﻛﻞ‬ ‫اﻟﺴﺎﺑﻘﺔ‪.‬‬

‫•‬

‫اﻟﺘﺄﻧﻴﺐ اﻟﺬي ﻻ ﻳﺘﻨﺎﺳﺐ ﻣﻊ اﻟﺨﻄﺄ‬ ‫ﻳﻌﻄﻲ ﻧﺘﻴﺠﺔ ﻋﻜﺴﻴﺔ‪.‬‬

‫•‬

‫اﺳﺄل اﻟﻤﺨﻄﺊ‪ :‬ﻣﺎ اﻟﻮاﺟﺐ ﻋﻠﻴﻪ ﻓﻌﻠﻪ‬ ‫ً‬ ‫ﻣﺴﺘﻘﺒﻼ؟ وﺗﻮﺻﻞ‬ ‫ﻟﺘﺠﻨﺐ ﻫﺬا اﻟﺨﻄﺄ‬ ‫ﻣﻌﻪ ﻟﺤﻠﻮل ﻋﻤﻠﻴﺔ‪.‬‬

‫‪H: Hear Him‬‬

‫اﺣﺘﺮم ﺷﻌﻮره‬

‫‪U: Understand his‬‬ ‫‪feeling‬‬ ‫ﺷﺠﻊ ﺗﻄﻠﻌﺎﺗﻪ‬

‫‪M: Motivate his desire‬‬ ‫ﻗﺪر ﻣﺠﻬﻮده‬

‫‪ 9.4‬فن معالجة التذمر‪:‬‬ ‫•‬

‫ﺗﺠﻨﺐ اﻷوﺿﺎع اﻟﺘﻲ ﺗﺨﻠﻖ اﻟﻤﺸﺎﻛﻞ‪.‬‬

‫•‬

‫اﺳﺘﻘﺒﻞ اﻟﺸﺎﻛﻲ ﺑﺎﻟﺘﺮﺣﺎب واﺳﺘﻤﻊ إﻟﻴﻪ‬ ‫وﻻ ﺗﺮﻓﺾ اﻟﺸﻜﻮى ﻣﺒﺎﺷﺮة‪ ،‬ﺛﻢ اﺳﺘﻤﻊ‬ ‫إﻟﻰ وﺟﻬﺔ اﻟﻨﻈﺮ اﻷﺧﺮى‪.‬‬

‫•‬

‫إذا ﻗﺮرت ﻓﻌﻞ ﺷﻲء ﻓﺄﻓﻌﻠﻪ‪ ،‬وإﻻ وﺿﺢ‬ ‫ﻟﻠﺸﺎﻛﻲ أﺳﺒﺎب رﻓﺾ ﺷﻜﻮاه‪.‬‬

‫‪A: Appreciate his efforts‬‬

‫ﻣﺪه ﺑﺎﻷﺧﺒﺎر‬

‫فن المكافأة والتشجيع‪:‬‬

‫فن المراقبة‪:‬‬ ‫•‬

‫إن اﻷﻣﺮ ﺷﻲء‪ ،‬وﻟﻜﻦ اﻟﺘﻨﻔﻴﺬ‬ ‫ﺷﻲء آﺧﺮ‪ ،‬وﻻ ﺗﻈﻬﺮ ﺻﻔﺎت اﻟﻘﺎﺋﺪ‬ ‫وﻣﻘﺪرﺗﻪ إﻻ ﻋﻨﺪ ﻣﺮاﻗﺒﺔ اﻟﺘﻨﻔﻴﺬ‪.‬‬

‫•‬

‫ﻋﻠﻰ اﻟﻘﺎﺋﺪ أن ﻳﻌﺘﺮف ﺑﺎﻷﻋﻤﺎل‬ ‫اﻟﺤﺴﻨﺔ‪ ،‬وﻋﻠﻴﻪ أن ﻻ ﻳﺘﺮدد ﻓﻲ‬ ‫ﺗﻮﺟﻴﻪ اﻻﻧﺘﺒﺎه ﻧﺤﻮ اﻷﺧﻄﺎء‪.‬‬

‫•‬

‫إن ﻣﻌﺎﻳﺸﺔ اﻟﺤﻘﻴﻘﺔ ﺑﻜﻞ ﻣﺤﺎﺳﻨﻬﺎ‬ ‫وﻣﺴﺎوﻳﻬﺎ ﻳﻌﻄﻲ اﻟﻘﺎﺋﺪ ﻓﻜﺮة‬ ‫ﺻﺤﻴﺤﺔ أﻓﻀﻞ ﻣﻦ ﻣﺌﺎت اﻟﺘﻘﺎرﻳﺮ‪.‬‬

‫فن التعاون مع القادة‬ ‫اآلخرين‪:‬‬ ‫•‬

‫ﺗﺬﻛﺮ أن ﻏﺎﻳﺔ اﻟﻌﻤﻞ ﻟﻴﺴﺖ ﻟﺨﺪﻣﺔ‬ ‫أﺷﺨﺎص أو أﻏﺮاض ﺷﺨﺼﻴﺔ وإﻧﻤﺎ‬ ‫ﻟﺨﺪﻣﺔ ُﻣ ُﺜ ٍﻞ ﻋﻠﻴﺎ ﻳﺘﻘﺎﺳﻢ اﻟﺠﻤﻴﻊ‬ ‫ﻣﺘﺎﻋﺐ ﺗﺤﻘﻴﻘﻬﺎ‪.‬‬

‫•‬

‫ﻻ ﺑﺪ ﻣﻦ وﺟﻮد رﻏﺒﺔ ﻛﺒﻴﺮة ﻓﻲ‬ ‫اﻟﺘﻔﺎﻫﻢ اﻟﻤﺸﺘﺮك‪.‬‬

‫•‬

‫ً‬ ‫ﻟﺒﻘﺎ‬ ‫ﻟﻴﻜﻦ ﻧﻘﺪك ﻟﻐﻴﺮك ﻣﻦ اﻟﻘﺎدة‬ ‫ﺑﻨﺎء ﻓﻲ ﻏﺎﻳﺘﻪ‪.‬‬ ‫ﻓﻲ ﻟﻔﻈﻪ‬ ‫ً‬

‫•‬

‫ﻻ ﻳﻜﻦ ﻫﻤﻚ ﻣﺮاﻗﺒﺔ أﺧﻄﺎء اﻵﺧﺮﻳﻦ‬ ‫ﻓﺴﻮف ﻳﻀﻴﻊ ﻋﻤﻠﻚ‪.‬‬

‫•‬

‫ً‬ ‫ﻣﺠﺎﻻ ﻟﺘﻔﺎﻗﻢ ﺳﻮء اﻟﺘﻔﺎﻫﻢ‬ ‫ﻻ ﺗﺘﺮك‬ ‫ﻋﻠﻰ ﻣﺴﺎﺋﻞ ﺻﻐﻴﺮة وﻳﺴﻴﺮة‪.‬‬

‫ﻃﻤ ﻮح ﻣﺤﻘﻖ‬

‫طموح‬ ‫محقق‬

‫‪25‬‬

‫•‬

‫‪ 4‬خطوات يمكنك من خاللها‬ ‫التعامل مع األخطاء أثناء العمل‬

‫ ‬

‫الكماليون‬ ‫ّ‬

‫ ‬

‫الواجبات والمحظورات‬ ‫في بيئة العمل‬

‫ﻃﻤ ﻮح ﻣﺤﻘﻖ‬

‫‪4‬‬

‫خطوات‬ ‫يمكنك من‬ ‫خاللها التعامل‬ ‫مع األخطاء‬ ‫أثناء العمل‬

‫إن اﻟﻮﻗﻮع ﻓﻲ اﻟﺨﻄﺄ ﻃﺒﻴﻌﺔ إﻧﺴﺎﻧﻴﺔ؛‬ ‫ﻓﺎﻷﺧﻄﺎء ﺳﺘﻘﻊ ﻻ ﻣﺤﺎﻟﺔ ﻓﻲ ﺣﻴﻦ أو‬ ‫آﺧﺮ‪ً .‬إذا ﻣﺎذا ﺗﻔﻌﻞ ﻋﻨﺪﻣﺎ ﺗﻘﻊ ﻓﻲ ﺧﻄﺄ؟‬ ‫ﻛﻴﻒ ﻳﻨﺒﻐﻲ أن ﻳﻜﻮن ردة ﻓﻌﻠﻚ؟ إﻟﻴﻚ‬ ‫ﺑﻌﺾ اﻟﺨﻄﻮات اﻟﺘﻲ ﻳﻤﻜﻨﻚ اﺗﺨﺎذﻫﺎ‬ ‫ﻟﻤﻌﺎﻟﺠﺔ اﻟﻤﺸﻜﻼت اﻟﺘﻲ ﻗﺪ ﺗﻨﺸﺄ ﻋﻦ‬ ‫ﻫﺬه اﻷﺧﻄﺎء‪.‬‬

‫‪27‬‬

‫‪ .1‬ﺿﻊ اﻟﺨﻄﺄ ﻓﻲ ﻣﻨﻈﻮره اﻟﺼﺤﻴﺢ‪.‬‬ ‫ﻣﺠﺎزﻳﺎ ﻣﺨﺎﻟﻔﺔ ﻣﺮورﻳﺔ‬ ‫ﻫﻞ ﻳﻤﻜﻦ اﻋﺘﺒﺎره‬ ‫ً‬ ‫ﻹﻳﻘﺎف ﺳﻴﺎرة أو ﺣﺎدث ﺳﻴﺎرة؟ ﻣﻦ اﻟﻀﺮوري‬ ‫أن ﺗﻌﺮف ﻣﻮﻃﻦ اﻟﺨﻄﺄ ﻓﻲ ﻣﺎ ﺣﺪث ﻟﻜﻲ‬ ‫ﺗﺴﺘﻄﻴﻊ ﺣﻞ اﻟﻤﺸﻜﻠﺔ‪ .‬وﻳﺠﺐ أن ﺗﻜﻮن‬ ‫ﻋﻠﻰ دراﻳﺔ ﺑﺤﺠﻢ اﻟﻤﺸﻜﻠﺔ وﻋﺪد اﻷﻓﺮاد‬ ‫اﻟﻤﺘﺄﺛﺮﻳﻦ ﺑﻬﺎ‪ .‬ﺿﻊ ﻓﻲ اﻋﺘﺒﺎرك اﻟﺴﻴﻨﺎرﻳﻮ‬ ‫اﻷﺳﻮأ ﻋﻠﻰ اﻹﻃﻼق اﻟﺬي ﻳﻨﺸﺄ ﻣﻦ ﺧﻄﺌﻚ‬ ‫واﺳﺘﻌﻦ ﺑﺬﻟﻚ ﻓﻲ ﺗﺨﻔﻴﻒ ﺣﺪة اﻟﻤﺸﻜﻠﺔ‪.‬‬

‫‪ .2‬ﻫﻞ ﺑﺈﻣﻜﺎﻧﻚ إﺻﻼح اﻟﺨﻄﺄ؟‬ ‫ﻟﻘﺪ أدرﻛﺖ ﺧﻄﺄك وﺗﺸﻌﺮ اﻵن ﺑﺎﻟﺮﻫﺒﺔ‬ ‫ﻧﻔﺴﺎ‬ ‫واﻟﻘﻠﻖ‪ .‬ﻗﺒﻞ ﺗﺄﺗﻲ ﺑﺄي ﺗﺼﺮف‪ ،‬ﺧﺬ‬ ‫ً‬ ‫ً‬ ‫َّ‬ ‫وﻓﻜﺮ ﻓﻲ ﻃﺮق ﻳﻤﻜﻨﻚ ﺑﻬﺎ إﺻﻼح‬ ‫ﻋﻤﻴﻘﺎ‪،‬‬ ‫اﻟﻤﺸﻜﻠﺔ ﺑﻨﻔﺴﻚ‪ .‬إذا ﻟﻢ ﺗﺠﺪ أي ﻃﺮﻳﻘﺔ‬ ‫ﻹﺻﻼح اﻟﻤﺸﻜﻠﺔ‪ ،‬ﻓﺎﻃﻠﺐ اﻟﻤﺴﺎﻋﺪة ﻣﻦ‬ ‫زﻣﻴﻠﻚ أو ﻣﺪﻳﺮك‪ .‬وﺗﺬﻛﺮ أﻧﻪ ﻓﻲ ﻣﻌﻈﻢ‬ ‫ﺟﻤﻴﻌﺎ ﺗﻌﻤﻠﻮن ﻋﻠﻰ ﺗﺤﻘﻴﻖ‬ ‫اﻟﺤﺎﻻت‪ ،‬أﻧﺘﻢ‬ ‫ً‬ ‫اﻟﻬﺪف ﻧﻔﺴﻪ‪ ،‬ﻟﺬا ﻋﻠﻰ اﻷرﺟﺢ ﺳﻴﻜﻮﻧﻮن‬ ‫ﻣﺘﻌﺎوﻧﻴﻦ ﻣﻌﻚ‪.‬‬

‫‪ .3‬اﻋﺘﺮف ﺑﺎﻟﺨﻄﺄ‪.‬‬ ‫ﻓﻲ ﻣﻌﻈﻢ اﻟﺤﺎﻻت‪ ،‬ﻳﻌﻜﺲ رد ﻓﻌﻠﻚ ﺗﺠﺎه‬ ‫اﻟﺨﻄﺄ اﻟﻄﺮﻳﻘﺔ اﻟﺘﻲ ﻳﻨﻈﺮ ﺑﻬﺎ رؤﺳﺎؤك‬ ‫إﻟﻰ اﻟﺨﻄﺄ‪ .‬ﻓﺈذا ﻛﻨﺖ ﺗﻤﺸﻲ ﻓﻲ اﺿﻄﺮاب‬ ‫وﺗﺤﺒﺲ أﻧﻔﺎﺳﻚ وﺗﻌﺘﺬر ﺑﺼﻮرة ﻣﺒﺎﻟﻎ ﻓﻴﻬﺎ‪،‬‬ ‫ﻓﺴﻴﻨﻈﺮون إﻟﻰ اﻟﻤﺸﻜﻠﺔ ﻋﻠﻰ أﻧﻬﺎ ﺿﺨﻤﺔ‬ ‫ً‬ ‫ﺑﺪﻻ ﻣﻦ ذﻟﻚ‪ ،‬وﻣﻦ ﻧﻔﺲ‬ ‫ﻧﻈﺮا ﻟﺮد ﻓﻌﻠﻚ‪.‬‬ ‫ً‬ ‫ً‬ ‫اﻟﻤﻨﻄﻠﻖ‪ ،‬ﻋﻠﻴﻚ أن ﺗﻜﻮن ﻣﺘﺰﻧﺎ وواﺛﻘﺎ ﻣﻦ‬

‫ً‬ ‫ﺿﻤﻨﺎ ﻋﻠﻰ‬ ‫اﻳﺠﺎد ﺣﻞ ﻟﻠﻤﺸﻜﻠﺔ‪ ،‬ﻗﺪ ﻳﺪل ذﻟﻚ‬ ‫أﻧﻚ ﻏﻴﺮ ﻣﻜﺘﺮث وﻏﻴﺮ ﻣﻬﺘﻢ ﺑﻬﺬه اﻟﻤﺸﻜﻠﺔ‪.‬‬ ‫وﻟﻜﻦ ﻫﻨﺎك ﺧﻂ دﻗﻴﻖ ﻳﻤﻴﺰ ﺑﻴﻦ ﻫﺎﺗﻴﻦ‬ ‫اﻻﺳﺘﺠﺎﺑﺘﻴﻦ‪ .‬اﻋﺘﺮف ﺑﺨﻄﺌﻚ واﻋﺘﺬر إذا‬ ‫وﺑﻴﻦ أﻧﻚ ﺳﺘﺒﺬل ﻛﻞ ﻣﺎ ﻓﻲ‬ ‫اﺳﺘﺪﻋﻰ اﻷﻣﺮ ّ‬ ‫وﺳﻌﻚ ﻟﻤﻨﻊ ﺗﻜﺮاره ﻣﺮة أﺧﺮى‪.‬‬

‫‪ .4‬ﺗﺄﻣﻞ‪.‬‬ ‫ﺗﻔﻜﺮ ﻓﻲ اﻷﺳﺒﺎب اﻟﺘﻲ أدت إﻟﻰ وﻗﻮع اﻟﺨﻄﺄ‪.‬‬ ‫ﻓﻜﺮ ﻓﻲ ﻣﺎ ﻛﺎن ﺑﻮﺳﻌﻚ اﻟﻘﻴﺎم ﺑﻪ ﺑﺼﻮرة‬ ‫أﻓﻀﻞ ﺣﺘﻰ ﻻ ﺗﻘﻊ ﻫﺬه اﻟﻤﺸﻜﻠﺔ ﻣﺮة أﺧﺮى‬ ‫واﺗﺨﺬ ﺧﻄﻮات ﻟﻀﻤﺎن ﻋﺪم وﻗﻮﻋﻬﺎ ﻣﺮة‬ ‫أﺧﺮى‪ .‬إذا وﻗﻊ ﺧﻄﺄ ﺑﺴﺒﺐ ﺑﻌﺾ اﻹﻫﻤﺎل ﻣﻦ‬ ‫ﻗﺎدرا ﻋﻠﻰ إدراك ﻣﺎ إذا‬ ‫ﺟﺎﻧﺒﻚ‪ ،‬ﻓﻴﺠﺐ أن ﺗﻜﻮن‬ ‫ً‬ ‫ﻛﺎن ﻫﺬا اﻟﺨﻄﺄ ﺳﻴﻨﺸﺄ ﻣﺮة أﺧﺮى أم ﻻ وﻣﻦ ﺛﻢ‬ ‫اﻟﻌﻤﻞ ﻋﻠﻰ ﺗﺠﻨﺐ وﻗﻮﻋﻪ ﻓﻲ اﻟﻤﺴﺘﻘﺒﻞ‪.‬‬

‫وكما يقال “من ال يخطئ‬ ‫ال يعمل” تأكد أن الجميع‬ ‫قد يقع في األخطاء‪ ،‬لكن‬ ‫االستجابة لهذه األخطاء هي‬ ‫التي تميز الموظفين عن‬ ‫تماما مثل جودة‬ ‫بعضهم‬ ‫ً‬ ‫دائما‬ ‫عملهم؛ ومن ثم تأكد‬ ‫ً‬ ‫من إدراكك ألخطائك واإلقرار‬ ‫بها وتأملها‪.‬‬

‫ﻃﻤ ﻮح ﻣﺤﻘﻖ‬

‫الكماليون‬ ‫ّ‬

‫كيف يمكن لفرط اإلتقان أن‬ ‫ً‬ ‫عائقا لإلنتاجية؟‬ ‫يكون‬

‫ﻫﻞ ﺗﺠﺪ أﻧﻪ ﻣﻦ اﻟﺼﻌﺐ اﻟﻮﺻﻮل إﻟﻰ‬ ‫ﻣﻌﺎﻳﻴﺮك اﻟﺨﺎﺻﺔ؟ ﻫﻞ ﺗﺼﺎب ﺑﺎﻹﺣﺒﺎط‬ ‫واﻟﻘﻠﻖ ﻋﻨﺪﻣﺎ ﻻ ﺗﺼﻞ إﻟﻰ اﻟﻨﺘﺎﺋﺞ‬ ‫اﻟﺘﻲ ﺗﺮﺿﻴﻚ؟ ﻫﻞ ﻗﻴﻞ ﻟﻚ أن ﺳﻘﻒ‬ ‫ً‬ ‫ﺟﺪا؟ ﻫﻞ ﺗﺴﺒﺒﺖ ﻓﻲ‬ ‫ﻣﻌﺎﻳﻴﺮك ﻋﺎﻟﻲ‬ ‫ﺗﺄﺧﻴﺮ ﻣﻮاﻋﻴﺪ ﺗﺴﻠﻴﻤﻚ وﺗﺄﺟﻴﻞ أﻋﻤﺎل‬ ‫زﻣﻼﺋﻚ؟ ﻫﻞ اﺳﺘﺤﺎل ﺗﺤﻘﻴﻖ ﺑﻌﺾ‬ ‫أﻫﺪاﻓﻚ ﻧﺘﻴﺠﺔ ﻓﺮط اﺗﻘﺎﻧﻚ ؟ ﻫﻞ ﺳﺒﻖ‬ ‫أن ﻛﺎن اﻻﻫﺘﻤﺎم ﺑﺎﻟﺘﻔﺎﺻﻴﻞ اﻟﻤﺘﻨﺎﻫﻴﺔ‬ ‫ﻓﻲ اﻟﺼﻐﺮ ﻋﺎﺋﻘﺎ ﻻﻟﺘﺰاﻣﻚ ﺗﺠﺎه زﻣﻼﺋﻚ‬ ‫ورؤﺳﺎﺋﻚ ؟ إذا أﺟﺒﺖ ﺑﻨﻌﻢ ﻋﻦ أي ﻣﻦ‬ ‫اﻷﺳﺌﻠﺔ اﻟﺴﺎﺑﻘﺔ ﻓﻠﺪﻳﻚ أﺣﺪ أﻋﺮاض‬ ‫”اﻟﻜﻤﺎﻟﻴﺔ“‪.‬‬

‫‪29‬‬

‫ً‬ ‫ﺷﻴﺌﺎ‬ ‫ﻣﻦ اﻟﻤﻤﻜﻦ أن ﻳﻜﻮن ﻃﻠﺐ اﻟﻜﻤﺎل‬ ‫إﻳﺠﺎﺑﻴﺎ ﻟﻜﻦ اﻵﺛﺎر اﻟﻨﻔﺴﻴﺔ ﻣﻦ ﺷﻜﻮك‬ ‫ً‬ ‫ووﺳﺎوس ﻟﻠﺠﻮاﻧﺐ اﻟﺴﻠﺒﻴﺔ ﻟﻠﺤﺮص ﻋﻠﻰ‬ ‫اﻟﻜﻤﺎل ﻗﺪ ﺗﺆدي إﻟﻰ ﻋﻤﻞ أﻗﻞ ﻓﻲ اﻟﻜﻔﺎءة‬ ‫واﻹﻧﺘﺎﺟﻴﺔ وﻣﻦ اﻷﻣﺜﻠﺔ ﻋﻠﻰ ذﻟﻚ اﻻﻧﻐﻤﺎس‬ ‫ﻓﻲ اﻟﺘﻔﺎﺻﻴﻞ ﻏﻴﺮ اﻟﻤﻬﻤﺔ وﻣﻨﺤﻬﺎ أوﻟﻮﻳﺔ‬ ‫ﻋﻠﻰ ﺣﺴﺎب اﻟﺘﻔﺎﺻﻴﻞ اﻟﻌﺎﺟﻠﺔ‪ .‬ﻓﺈذا وﺟﺪت أن‬ ‫ﻟﺪﻳﻚ ﻧﺰﻋﺔ ﻧﺤﻮ ﻃﻠﺐ اﻟﻜﻤﺎل أو ﻓﺮط اﻻﺗﻘﺎن‬ ‫ﻧﺘﺞ ﻋﻨﻬﺎ اﻫﺘﻤﺎم زاﺋﺪ ﻣﺒﺎﻟﻎ ﻓﻴﻪ ﺑﺎﻟﺘﻔﺎﺻﻴﻞ‬ ‫َّ‬ ‫ﻓﺴﺨﺮ ذﻟﻚ‬ ‫ﺟﺪا‪،‬‬ ‫و اﻧﺸﻐﺎل ﺑﺎﻷﺧﻄﺎء اﻟﺼﻐﻴﺮة ً‬ ‫ﻟﺼﺎﻟﺤﻚ وﻟﻴﺲ ﺿﺪك!‬

‫ال (تفرط) في التركيز على‬ ‫التفاصيل‬

‫ﻗﺪ ﻳﻜﻮن ﺣﺮﺻﻚ ﻋﻠﻰ اﻟﻜﻤﺎل ﻫﻮ أﻛﺒﺮ أﻋﺪاء‬ ‫اﻹﻧﺠﺎز؛ ﻷن ذﻟﻚ ﻳﻌﻨﻲ ﻓﻲ ﻣﻌﻈﻢ اﻷﺣﻴﺎن‬ ‫ﻗﻀﺎء اﻟﻤﺰﻳﺪ ﻣﻦ اﻟﻮﻗﺖ ﻓﻲ اﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ‬ ‫ﺗﻔﺎﺻﻴﻞ ﺻﻐﻴﺮة أﻛﺜﺮ ﻣﻦ اﻻﻫﺘﻤﺎم ﺑﺄداء‬ ‫اﻟﻌﻤﻞ اﻟﻔﻌﻠﻲ‪ .‬وﻻ ﻳﻌﻨﻲ ﻫﺬا ﺑﺎﻟﻄﺒﻊ أﻻ‬ ‫ﻣﻬﺘﻤﺎ ﺑﺎﻟﺘﻔﺎﺻﻴﻞ‪ .‬وﻟﻜﻦ اﺣﺮص ﻋﻠﻰ‬ ‫ﺗﻜﻮن‬ ‫ً‬ ‫ﻋﺪم ﺗﻀﻴﻴﻊ اﻟﻮﻗﺖ ﻓﻲ ﺗﻔﺎﺻﻴﻞ ﻣﺘﻨﺎﻫﻴﺔ‬ ‫اﻟﺼﻐﺮ ﻣﻤﺎ ﻳﺴﺘﻐﺮق اﻟﻜﺜﻴﺮ ﻣﻦ اﻟﻮﻗﺖ‬ ‫واﻟﺠﻬﺪ وﻳﺆدي إﻟﻰ ﺗﻘﻠﻴﻞ اﻹﻧﺘﺎﺟﻴﺔ ﺑﻘﺪر ﻛﺒﻴﺮ‪.‬‬

‫تفوت مواعيد التسليم‬ ‫ال ِّ‬

‫إن اﻟﺴﻌﻲ وراء اﻟﻌﻤﻞ اﻟﻤﺜﺎﻟﻲ ﻻ ﻳﺒﺮر ﻫﺪر‬ ‫اﻟﻮﻗﺖ اﻟﺬي ﻳﻤﻜﻦ اﺳﺘﺜﻤﺎره ﺑﺸﻜﻞ‬ ‫أﻓﻀﻞ ﻓﻲ ﻋﻤﻞ آﺧﺮ‪ ،‬وﻗﺪ ﻳﺆدي اﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ‬ ‫اﻟﺘﻔﺎﺻﻴﻞ اﻟﺼﻐﻴﺮة إﻟﻰ ﻋﺪم اﻻﻟﺘﺰام ﺑﻤﻮاﻋﻴﺪ‬ ‫اﻟﺘﺴﻠﻴﻢ‪ .‬أو إﻟﻰ ﺗﺴﻠﻴﻢ ﻋﻤﻞ ﻏﻴﺮ ﻣﻜﺘﻤﻞ ‪،‬‬ ‫وﻳﺘﺮﺗﺐ ﻋﻠﻰ ذﻟﻚ أن ﺗﻈﻞ ﻓﻲ ﻋﻴﻦ اﻟﻌﻤﻴﻞ‬ ‫ﻗﺪ أﺧﻠﻔﺖ ﻣﻮﻋﺪ اﻟﺘﺴﻠﻴﻢ وﻟﻢ ﺗﺤﺰ ﻋﻠﻰ رﺿﺎه‪.‬‬

‫للتميز ال الكمال‬ ‫اسع‬ ‫َ‬ ‫ّ‬

‫ﻣﺘﻤﻴﺰ ﻗﺪر‬ ‫ﻳﻌﺪ اﻟﺴﻌﻲ ﻧﺤﻮ ﺗﺤﻘﻴﻖ ﻋﻤﻞ‬ ‫ّ‬ ‫واﺣﺪا ﻣﻦ أﻛﺜﺮ اﻟﻨﻮاﺣﻲ اﻟﻤﻬﻤﺔ ﻓﻲ‬ ‫اﻹﻣﻜﺎن‬ ‫ً‬ ‫أي ﻋﻤﻞ‪ .‬وﻣﻊ ذﻟﻚ‪ ،‬ﻓﻬﻨﺎك ﺧﻂ رﻓﻴﻊ ﺑﻴﻦ‬ ‫اﻟﺘﻤﻴﺰ واﻟﻜﻤﺎل‪ .‬وﻻ رﻳﺐ ﻓﻲ أن ﻣﺤﺎوﻟﺘﻚ‬ ‫ّ‬ ‫ﺟﺪا‬ ‫ﺟﺪﻳﺮ‬ ‫ﻟﺘﺤﺴﻴﻦ ﻋﻤﻠﻚ ﻗﺪر اﻟﻤﺴﺘﻄﺎع أﻣﺮ‬ ‫ً‬ ‫ﺑﺎﻹﻋﺠﺎب‪ .‬وﻟﻜﻦ ﻫﻨﺎك ﻋﻮاﻣﻞ ﻋﺪﻳﺪة ﺗﻀﻴﻒ‬ ‫إﻟﻰ اﻟﻜﻤﺎل‪ ،‬أﺣﺪﻫﺎ اﻹﻧﺘﺎﺟﻴﺔ واﻟﻜﻔﺎءة‪ .‬ﻣﻦ‬ ‫اﻟﻀﺮوري اﻟﺘﺬﻛﺮ أن اﻟﻜﻤﺎل ﻻ ﻳﻤﻜﻦ اﻟﻮﺻﻮل‬ ‫إﻟﻴﻪ ﻋﻠﻰ ﻋﻜﺲ اﻟﺘﻤﻴﺰ‪.‬‬ ‫وﻣﻬﻤﺎ ﺑﺬﻟﺖ ﻣﻦ ﺟﻬﺪ ﻋﻠﻰ ﺗﻨﻘﻴﺢ ﻋﻤﻠﻚ‪،‬‬ ‫ﻓﺈﻧﻪ ﻳﺴﺘﺤﻴﻞ اﻟﻮﺻﻮل إﻟﻰ اﻟﻜﻤﺎل‪ .‬أن ﺗﻜﻮن‬ ‫ﻣﻬﺘﻤﺎ ﺑﺎﻟﺘﻔﺎﺻﻴﻞ ﻓﻬﺬا ﺷﻲء ﻳﻌﺘﺪ‬ ‫ﺷﺨﺼﺎ‬ ‫ً‬ ‫ً‬ ‫ﺷﺨﺼﺎ ﻏﻴﺮ ﻣﻨﺘﺞ ﺗﺤﺖ‬ ‫ﺑﻪ؛ أﻣﺎ أن ﺗﺼﺒﺢ‬ ‫ً‬ ‫ﻣﺴﻤﻰ اﻟﻜﻤﺎل ﻓﻬﺬا ﻏﻴﺮ ﻣﻘﺒﻮل‪ .‬واﻋﻠﻢ أن‬ ‫أﻣﺮ ﻣﺤﺎل وﻟﻜﻦ ﻳﻤﻜﻨﻚ‬ ‫اﻟﻮﺻﻮل ﻟﻠﻜﻤﺎل ٌ‬ ‫اﻻﻗﺘﺮاب ﻣﻦ اﻟﻜﻤﺎل دون اﻟﻮﺻﻮل إﻟﻰ اﻟﻨﻘﻄﺔ‬ ‫اﻟﺘﻲ ﺗﺼﺒﺢ ﻋﻨﺪﻫﺎ ﻏﻴﺮ ﻣﻨﺘﺞ‪.‬‬

‫ﻃﻤ ﻮح ﻣﺤﻘﻖ‬

‫الواجبات‬ ‫والمحظورات‬ ‫في بيئة العمل‬

‫ﻳﻌﻜﺲ اﻟﻘﺎدة ﺷﺨﺼﻴﺎﺗﻬﻢ ﻓﻲ ﺑﻴﺌﺔ‬ ‫ﻋﻤﻠﻬﻢ‪ .‬وﻓﻲ أﻏﻠﺐ اﻷﺣﻴﺎن‪ ،‬ﻳﻘﻮم أوﻟﺌﻚ‬ ‫اﻟﺬﻳﻦ ﻳﻀﻄﻠﻌﻮن ﺑﺎﻟﻤﻨﺎﺻﺐ اﻟﻌﻠﻴﺎ ﺑﺪور‬ ‫ﺛﻤﺔ‬ ‫ﻓﻌﺎل ﻓﻲ ﺗﺤﺴﻴﻦ ﺑﻴﺌﺔ اﻟﻌﻤﻞ‪ّ ،‬‬ ‫اﻟﻌﺪﻳﺪ ﻣﻦ اﻟﻤﻨﻬﺠﻴﺎت اﻟﺘﻲ ﺑﻮﺳﻊ اﻟﻘﺎدة‬ ‫ّ‬ ‫ﺗﺒﻨﻴﻬﺎ ﻟﻀﻤﺎن ﺻﻼﺣﻴﺔ ﺑﻴﺌﺔ اﻟﻌﻤﻞ ﻟﻬﻢ‬

‫وﻟﻠﻤﻮﻇﻔﻴﻦ اﻟﺨﺎﺿﻌﻴﻦ ﻹﺷﺮاﻓﻬﻢ‪ .‬وﻟﻜﻦ‬ ‫ﻣﺤﺪدة‬ ‫ﺛﻤﺔ أﺷﻴﺎء‬ ‫ّ‬ ‫ﻣﻬﻤﺎ ﻛﺎﻧﺖ اﻟﻤﻨﻬﺠﻴﺔ‪ّ ،‬‬ ‫ﻳﺠﺐ أن ﻳﺴﻌﻰ اﻟﻘﺎدة إﻟﻰ ﺗﺤﻘﻴﻘﻬﺎ أو‬ ‫ّ‬ ‫ﻧﻮرد ﻫﻨﺎ‬ ‫ﺗﺠﻨﺒﻬﺎ ﻟﻀﻤﺎن ﻣﺼﻠﺤﺔ اﻟﻌﻤﻞ‪ِ .‬‬ ‫ﺑﻌﺾ اﻷﺷﻴﺎء اﻟﺘﻲ ﺑﻮﺳﻊ اﻟﻘﺎدة ﻓﻌﻠﻬﺎ‬ ‫ﻟﺘﺤﺴﻴﻦ ﺑﻴﺌﺔ اﻟﻌﻤﻞ‪:‬‬

‫اﺣﺮص ﻋﻠﻰ اﻟﻄﻠﺐ‪،‬‬ ‫ّ‬ ‫وﺗﺠﻨﺐ إﻣﻼء اﻷواﻣﺮ‬ ‫ﻣﻦ أﻛﺒﺮ اﻟﻤﺆﺛﺮات اﻟﺴﻠﺒﻴﺔ ﻓﻲ ﺑﻴﺌﺔ اﻟﻌﻤﻞ‬ ‫اﻧﻌﺪام اﻷﺳﻠﻮب اﻟﺼﺤﻴﺢ ﻟﻠﺘﻮاﺻﻞ اﻟﻼﺋﻖ‬ ‫ﻣﻦ اﻟﻤﺮؤوﺳﻴﻦ ﻣﻊ اﻟﻤﻮﻇﻔﻴﻦ‪ .‬ﻓﺈذا أﺧﻔﻖ‬ ‫اﻟﻘﺎﺋﺪ ﻓﻲ اﻟﺘﻮاﺻﻞ اﻟﺼﺤﻴﺢ‪ ،‬ﻓﺈن ذﻟﻚ ﻳﺆدي‬ ‫إﻟﻰ ّ‬ ‫ﻳﻬﻢ ﻓﻘﻂ‬ ‫ﺗﻮﺗﺮ ﻣﻜﺎن اﻟﻌﻤﻞ ﺑﺄﻛﻤﻠﻪ‪ .‬وﻻ‬ ‫ّ‬ ‫ﻳﻬﻢ أﻳﻀﺎ‬ ‫ﻣﺎ ﺗﻘﻮﻟﻪ ﻟﺰﻣﻼﺋﻚ أو ﻣﻮﻇﻔﻴﻚ‪ ،‬ﺑﻞ ﻣﺎ‬ ‫ّ‬ ‫ﻫﻮ أﺳﻠﻮﺑﻚ ﻓﻲ ﻗﻮل ذﻟﻚ‪ .‬ﻳﺠﺐ أن ﻳﻜﻮن‬ ‫اﻟﻤﻮﻇﻒ ﻋﻠﻰ دراﻳﺔ ﺑﺎﻟﻤﻬﺎم اﻟﻤﻄﻠﻮﺑﺔ ﻣﻨﻪ‪،‬‬ ‫ً‬ ‫ﺑﺪﻻ‬ ‫وﻟﻜﻦ ﻋﻠﻴﻚ أن ﺗﻄﻠﺐ ﻣﻨﻪ أداء اﻟﻤﻬﻤﺔ‬ ‫ﻣﻦ أن ﺗﺄﻣﺮه ﺑﻌﻤﻠﻬﺎ‪.‬‬

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‫اﺣﺮص ﻋﻠﻰ اﻟﺘﻌﺰﻳﺰ‪،‬‬ ‫ّ‬ ‫وﺗﺠﻨﺐ اﻹﻫﻤﺎل‬

‫اﺣﺮص ﻋﻠﻰ ّ‬ ‫ﺗﻠﻘﻲ اﻹﺳﻬﺎﻣﺎت ﻣﻦ اﻟﻤﻮﻇﻒ‪،‬‬ ‫وﺗﺠﻨﺐ ﻓﺮض اﻵراء‬

‫ﺗﻌﺰﻳﺰ اﻟﻨﻮاﺣﻲ اﻹﻳﺠﺎﺑﻴﺔ وﻣﺘﺎﺑﻌﺔ اﻟﺠﻮاﻧﺐ‬ ‫ﺣﺪ ﺳﻮاء‪ ،‬وﻟﻜﻦ ﻣﻦ‬ ‫اﻟﺴﻠﺒﻴﺔ ﺿﺮورﻳﺎن ﻋﻠﻰ ّ‬ ‫اﻷﻫﻤﻴﺔ ﺗﺤﻘﻴﻖ اﻟﺘﻮازن اﻟﺼﺤﻴﺢ ﺑﻴﻨﻬﻤﺎ‪،‬‬ ‫ﺣﻴﺚ ﺗﻨﺒﻐﻲ ﻣﻜﺎﻓﺄة ﺣﺎﻻت اﻷداء اﻟﺠﻴﺪ‪ ،‬ﺑﻴﻨﻤﺎ‬ ‫وﺣﺮي‬ ‫ﺗﺘﻌﻴﻦ ﻣﻌﺎﻟﺠﺔ ﺣﺎﻻت اﻷداء اﻟﺴﻲء‪.‬‬ ‫ّ‬ ‫ّ‬ ‫ّ‬ ‫ﺗﺘﺠﻨﺐ اﻹﻫﻤﺎل ﺑﺎﻟﻜﺎﻣﻞ‪ ،‬ﺳﻮاء أﻛﺎن‬ ‫ﺑﻚ أن‬ ‫ﺳﻠﺒﻴﺎ‪ .‬ﻓﻤﻦ ﺷﺄن اﻹﻫﻤﺎل‬ ‫إﻳﺠﺎﺑﻴﺎ أم‬ ‫اﻟﻌﻤﻞ‬ ‫ً‬ ‫ً‬ ‫ﺸﻌﺮ اﻟﻤﻮﻇﻒ ﺑﺎﻟﺘﺠﺎﻫﻞ‪ ،‬ﻣﻤﺎ ﻳُ ﻔﻀﻲ ﻋﻠﻰ‬ ‫ِ‬ ‫أن ﻳُ‬ ‫اﻷﻏﻠﺐ إﻟﻰ ﺗﺮاﺟﻊ أداء اﻟﻤﻮﻇﻒ ﺑﻤﺮور اﻟﻮﻗﺖ‬ ‫ﺑﺴﺒﺐ ﻋﺪم ّ‬ ‫ﺗﻠﻘﻲ اﻻﺳﺘﺠﺎﺑﺔ واﻻﻫﺘﻤﺎم ﻟﻌﻤﻠﻪ‬ ‫أﻧﺠ َﺰ ﻣﻦ ﻋﻤﻞ‪.‬‬ ‫ﻣﻬﻤﺎ َ‬

‫ّ‬ ‫داﺋﻤﺎ أن ُﺗ َ‬ ‫ﺆﺧ َﺬ‬ ‫اﻟﻤﻮﻇﻒ‬ ‫ﻣﻦ دواﻋﻲ ﺗﻘﺪﻳﺮ‬ ‫ً‬ ‫إﺳﻬﺎﻣﺎﺗﻪ ﻓﻲ اﻟﺤﺴﺒﺎن‪ .‬وﻟﻜﻦ‪ ،‬إذا ﺳﻤﺤﺖ‬ ‫ﻗﺮارات ﻻ‬ ‫ﻟﻠﻤﻮﻇﻔﻴﻦ ﺑﺄن ﻳﺘﺠﺎوزوك ﺑﺎﺗﺨﺎذ‬ ‫ٍ‬ ‫ﺗﻮاﻓﻖ ﻋﻠﻴﻬﺎ‪ ،‬ﻓﺴﺘﺘﺮاﺟﻊ ﻧﻈﺮﺗﻬﻢ إﻟﻴﻚ‬ ‫ﻛﻘﺎﺋﺪ وﺳﻴﻤﻴﻠﻮن أﻛﺜﺮ إﻟﻰ أن ﻳﺮوا ﻓﻴﻚ‬ ‫ً‬ ‫ﺑﻴﺮوﻗﺮاﻃﻴﺎ ﻳﻤﻜﻦ ﺗﺠﺎوزه ﺑﺴﻬﻮﻟﺔ‪.‬‬ ‫ﻋﺒﺌﺎ‬ ‫ً‬

‫ﻣﻦ اﻟﺮاﺋﻊ أن ﻳﺸﻌﺮ اﻟﻤﻮﻇﻔﻮن ﺑﺄن أﻓﻜﺎرﻫﻢ‬ ‫ﻣﻮﺿﻊ ﺗﻘﺪﻳﺮ‪ ،‬وﻟﻜﻦ ﻻ ﻳﻨﺒﻐﻲ أن ﻳﺄﺗﻲ ذﻟﻚ‬ ‫ﻋﻠﻰ ﺣﺴﺎب اﺣﺘﺮاﻣﻬﻢ ﻟﻚ وﻟﻤﻜﺎﻧﺘﻚ‪.‬‬

‫مهما كان منصبك القيادي‪،‬‬ ‫عليك أن تجعل بيئة العمل‬ ‫مالئمة بحيث يشعر‬ ‫الموظفون بأنهم موضع‬ ‫تقدير واحترام وبأنهم ذوو‬ ‫ومهمتك بصفتك‬ ‫قيمة‪.‬‬ ‫ّ‬ ‫ّ‬ ‫تتمكن من تنمية‬ ‫قائدا أن‬ ‫ً‬ ‫ذلك الشعور لزيادة اإلنتاجية‪،‬‬ ‫مع االحتفاظ بالموظفين‬ ‫ّ‬ ‫وتذكر‬ ‫على المدى الطويل‪.‬‬ ‫أن بيئة العمل ال تقل أهمية‬ ‫إطالقا عن العمل نفسه‪.‬‬ ‫ً‬

‫اﻟﻤﺼﺮﻓﻴ ﺔ اﻟﺪوﻟﻴ ﺔ واﻟﺘﻘﻨﻴ ﺔ‬

‫المصرفية الدولية‬ ‫والتقنية‬

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‫ ‬

‫أوجه االختالف في النهج المتبع في‬ ‫المعامالت المصرفية في أنحاء العالم‬

‫اﻟﻤﺼﺮﻓﻴ ﺔ اﻟﺪوﻟﻴ ﺔ واﻟﺘﻘﻨﻴ ﺔ‬

‫أوجه االختالف في‬ ‫النهج المتبع في‬ ‫المعامالت المصرفية‬ ‫في أنحاء العالم‬

‫رﻏﻢ أن أﺳﺎﺳﻴﺎت اﻟﻤﻌﺎﻣﻼت اﻟﻤﺼﺮﻓﻴﺔ‬ ‫ﻣﺘﺸﺎﺑﻬﺔ ﻓﻲ ﺟﻤﻴﻊ أﻧﺤﺎء اﻟﻌﺎﻟﻢ‪ ،‬إﻻ أن‬ ‫ﻫﻨﺎك ﺑﻌﺾ اﻻﺧﺘﻼﻓﺎت اﻟﺮﺋﻴﺴﺔ ﻓﻲ ﻛﻴﻔﻴﺔ‬ ‫ﺗﺸﻐﻴﻞ اﻟﺒﻨﻮك ﺣﺴﺐ اﻟﺒﻠﺪ اﻟﻤﻮﺟﻮدة ﻓﻴﻪ‪.‬‬ ‫إﻟﻴﻜﻢ ﺑﻌﺾ اﻟﻄﺮق اﻟﻤﺨﺘﻠﻔﺔ اﻟﺘﻲ ﺗﻨﺘﻬﺠﻬﺎ‬ ‫اﻟﺒﻨﻮك ﺣﻮل اﻟﻌﺎﻟﻢ‪:‬‬

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‫ﻣﻌﺪل اﻟﻔﺎﺋﺪة‪:‬‬ ‫ﺑﻨﺎء‬ ‫ﺗﺨﺘﻠﻒ ﻣﻌﺪﻻت اﻟﻔﺎﺋﺪة ﻣﻦ ﺑﻠﺪ إﻟﻰ آﺧﺮ‬ ‫ً‬ ‫ﻋﻠﻰ ﻋﺪد ﻣﻦ اﻟﻌﻮاﻣﻞ اﻟﻤﺨﺘﻠﻔﺔ‪ .‬وﺗﺘﺒﻊ‬ ‫ﺑﻌﺾ اﻟﺒﻨﻮك ﻧﻬﺞ اﻟﻤﺼﺮﻓﻴﺔ اﻹﺳﻼﻣﻴﺔ؛‬ ‫إذ ﺗﻀﻴﻒ اﻟﺒﻨﻮك ﻫﺎﻣﺶ رﺑﺢ ﻋﻠﻰ اﻟﺴﻠﻊ‬ ‫اﻷﺳﺎﺳﻴﺔ ﻟﺘﺴﻬﻴﻞ اﻻﺋﺘﻤﺎن اﻟﺨﺎص ﺑﻬﺬه‬ ‫ً‬ ‫ﺑﺪﻻ ﻣﻦ اﺣﺘﺴﺎب ﻓﺎﺋﺪة ﻣﺒﺎﺷﺮة‪.‬‬ ‫اﻟﺴﻠﻊ‬

‫ﻓﻲ ﺑﻠﺪان أﺧﺮى‪ ،‬ﺗﻨﻈﻢ اﻟﺴﻠﻄﺎت ﻣﻌﺪﻻت‬ ‫اﻟﻔﺎﺋﺪة ﻋﻦ ﻃﺮﻳﻖ اﻟﺒﻨﻮك اﻟﻤﺮﻛﺰﻳﺔ اﻟﻤﻌﻨﻴﺔ‪،‬‬ ‫ﻓﻲ ﺣﻴﻦ ﺗﺆﻣﻦ ﺑﻠﺪان أﺧﺮى ﺑﺄن اﻟﺴﻮق‬ ‫اﻟﺤﺮة وﺣﺪﻫﺎ ﻳﺠﺐ أن ﺗﻜﻮن اﻟﻌﺎﻣﻞ اﻟﻤﺤﺪد‬ ‫ﻟﻤﻌﺪﻻت اﻟﻔﺎﺋﺪة وﺑﺬﻟﻚ ﺗﺘﻤﻴﺰ ﺑﻘﻮاﻋﺪ‬ ‫ﺗﻨﻈﻴﻤﻴﺔ أﻗﻞ ﻣﻦ ﻫﺬه اﻟﻨﺎﺣﻴﺔ‬

‫اﻟﻀﺮاﺋﺐ‪:‬‬

‫ﻋﻤﻠﻴﺎت اﻹﻧﻘﺎذ اﻟﻤﺎﻟﻲ‪:‬‬

‫ﻧﻈﺮا ﻻﺧﺘﻼف ﻛﺜﻴﺮ ﻣﻦ اﻟﺪول ﻓﻲ ﺳﻴﺎﺳﺎت‬ ‫وأﻧﻈﻤﺔ اﻟﻀﺮاﺋﺐ‪ ،‬ﻓﺈن ﻟﺬﻟﻚ اﻻﺧﺘﻼف‬ ‫ﺗﺄﺛﻴﺮ ﻋﻠﻰ ﻛﻴﻔﻴﺔ ﺗﺸﻐﻴﻞ اﻟﺒﻨﻮك ﻓﻲ ﻫﺬه‬ ‫اﻟﺪول‪ .‬إذ ﺗﺘﻄﻠﺐ ﺑﻌﺾ اﻟﺪول ﻣﺜﻞ اﻟﻮﻻﻳﺎت‬ ‫اﻟﻤﺘﺤﺪة اﻷﻣﺮﻳﻜﻴﺔ أن ﻳﻘﺪم اﻟﻤﻮاﻃﻨﻮن‬ ‫إﻗﺮارات ﺿﺮﻳﺒﻴﺔ واﻹﻋﻼن ﻋﻦ ﻣﺸﺘﺮﻳﺎﺗﻬﻢ؛‬ ‫ﺗﻠﻘﺎﺋﻴﺎ ﺑﺎﺳﺘﻘﻄﺎع‬ ‫أي أن اﻟﺒﻨﻮك ﻻ ﺗﻘﻮم‬ ‫ً‬ ‫وﺗﺤﺼﻴﻞ اﻟﻀﺮاﺋﺐ ﻣﻦ ﺣﺴﺎﺑﺎت ﻋﻤﻼﺋﻬﺎ‪ .‬ﺑﻞ‬ ‫ﺿﺮﻳﺒﻴﺎ وﻳﺪﻓﻊ اﻟﻀﺮاﺋﺐ‬ ‫إﻗﺮارا‬ ‫ﻳﻘﺪم اﻟﻌﻤﻴﻞ‬ ‫ً‬ ‫ً‬ ‫اﻟﻤﺴﺘﺤﻘﺔ ﻋﻠﻴﻪ ﺑﻨﻔﺴﻪ‪.‬‬

‫ً‬ ‫أﺣﻴﺎﻧﺎ ﻣﺴﺎﻋﺪة ﻣﺎﻟﻴﺔ‬ ‫ﻗﺪ ﺗﻌﻄﻲ اﻟﺤﻜﻮﻣﺎت‬ ‫ﻟﻠﺸﺮﻛﺎت وﺑﺨﺎﺻﺔ اﻟﺒﻨﻮك ﻟﺤﻔﻆ اﻻﻗﺘﺼﺎد‬ ‫ﺗﻌﺎﻗﺒﻴﺎ‬ ‫ﺗﺄﺛﻴﺮا‬ ‫ﻣﻦ اﻻﻧﻬﻴﺎر ‪ -‬ﻷن أداءﻫﺎ ﻳﺨﻠﻖ‬ ‫ً‬ ‫ً‬ ‫ﻓﻲ اﻻﻗﺘﺼﺎد وﻣﻦ ﺛﻢ ُﺗﻌﺘﺒﺮ " أﺿﺨﻢ ﻣﻦ أن‬ ‫ﺴﻤﺢ ﻟﻬﺎ ﺑﺎﻹﻓﻼس"‪ .‬وأﻛﺒﺮ ﻣﺜﺎل ﻋﻠﻰ ذﻟﻚ‬ ‫ﻳُ‬ ‫َ‬ ‫ﻣﺎ ﺣﺪث ﻓﻲ ‪2008‬م ﻋﻨﺪﻣﺎ أﻧﻘﺬت اﻟﺤﻜﻮﻣﺔ‬ ‫ﻋﺪدا ﻣﻦ اﻟﺒﻨﻮك ﺑﻌﺪ أزﻣﺔ اﻟﺮﻫﻦ‬ ‫اﻷﻣﺮﻳﻜﻴﺔ‬ ‫ً‬ ‫اﻟﻌﻘﺎري ﻓﻲ ذﻟﻚ اﻟﻌﺎم‪.‬‬

‫ﻳﺨﺘﻠﻒ ﻫﺬا اﻟﻮﺿﻊ ﻋﻤﺎ ﻫﻮ ﻗﺎﺋﻢ ﻓﻲ ﺑﻠﺪان‬ ‫ﻣﺜﻞ اﻟﻨﺮوﻳﺞ ﺣﻴﺚ ﺗﻌﻤﻞ اﻟﺒﻨﻮك ﻣﺒﺎﺷﺮة‬ ‫ﻣﻊ اﻟﺤﻜﻮﻣﺔ اﻟﻨﺮوﻳﺠﻴﺔ ﻟﺤﺴﺎب اﻟﻀﺮاﺋﺐ‬ ‫ﺗﻠﻘﺎﺋﻴﺎ ﻣﻦ ﺣﺴﺎﺑﺎت اﻟﻤﻮاﻃﻨﻴﻦ‪.‬‬ ‫وﺳﺤﺒﻬﺎ‬ ‫ً‬ ‫ﻳﻮﺟﺪ ً‬ ‫أﻳﻀﺎ اﻟﻌﺪﻳﺪ ﻣﻦ اﻟﺒﻠﺪان اﻟﺼﻐﻴﺮة اﻟﺘﻲ‬ ‫ﺗﻄﺒﻖ اﺳﺘﺜﻨﺎءات ﻋﻠﻰ اﻟﻤﻮاﻃﻨﻴﻦ ذوي‬ ‫اﻟﺪﺧﻞ اﻟﻤﻨﺨﻔﺾ؛ ﺣﻴﺚ ﻻ ُﺗﻔﺮض ﻋﻠﻴﻬﻢ‬ ‫ﺿﺮاﺋﺐ إﻻ إذا وﺻﻞ دﺧﻠﻬﻢ ﻟﻤﺒﻠﻎ ﻣﺤﺪد‪.‬‬

‫وﻗﻌﺖ ﻋﻤﻠﻴﺎت إﻧﻘﺎذ ﺣﻜﻮﻣﻴﺔ ﻓﻲ ﺑﻠﺪان‬ ‫أﺧﺮى ﻛﻤﺎ ﻛﺎن اﻟﻮﺿﻊ ﻓﻲ أواﺋﻞ اﻟﺘﺴﻌﻴﻨﻴﺎت‬ ‫ﻓﻲ اﻟﺴﻮﻳﺪ ﺣﻴﺚ أدى اﻧﻔﺠﺎر ﻓﻘﺎﻋﺔ اﻹﺳﻜﺎن‬ ‫إﻟﻰ أزﻣﺔ اﺋﺘﻤﺎﻧﻴﺔ ﺣﺎدة‪ .‬وأﻧﻘﺬت اﻟﺤﻜﻮﻣﺔ‬ ‫اﻟﺴﻮﻳﺪﻳﺔ اﻟﻌﺪﻳﺪ ﻣﻦ ﺑﻨﻮك اﻟﺪوﻟﺔ وﻟﻜﻨﻬﺎ‬ ‫ﺗﻜﺒﺪت ﻓﻲ اﻟﻤﻘﺎﺑﻞ ﺧﺴﺎرة ﺗﺒﻠﻎ ﺣﻮاﻟﻲ ‪%4‬‬ ‫ﻣﻦ اﻟﻨﺎﺗﺞ اﻟﻤﺤﻠﻲ اﻹﺟﻤﺎﻟﻲ ﻟﻬﺎ‪.‬‬

‫ﺑﻨ ﻚ ا ﻟﻮ ﻃ ﻦ‬

‫بنك‬ ‫الوطن‬

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‫ ‬

‫إدارة المخاطر في العصر الحديث‬

‫ ‬

‫وظــــف كامــــــل قدراتك‬

‫ﺑﻨ ﻚ ا ﻟﻮ ﻃ ﻦ‬

‫إدارة المخاطر في‬

‫العصر الحديث‬

‫ﺗﺘﺴﺒﺐ اﻟﺘﻄﻮرات اﻟﺘﻜﻨﻮﻟﻮﺟﻴﺔ اﻟﺴﺮﻳﻌﺔ‬ ‫ﻓﻲ ﺑﻌﺾ اﻻﺿﻄﺮاﺑﺎت ﻓﻲ اﻟﻤﺠﺎل‬ ‫اﻟﻤﺼﺮﻓﻲ‪ ،‬ﻻ ﺳﻴﻤﺎ ﻓﻲ اﻟﺴﻨﻮات اﻟﻘﻠﻴﻠﺔ‬ ‫اﻟﻤﺎﺿﻴﺔ‪ ،‬ﻣﻤﺎ أدى إﻟﻰ وﺟﻮد ﺑﻌﺾ اﻟﻌﻮاﺋﻖ‬ ‫اﻟﺠﻮﻫﺮﻳﺔ ﻓﻲ ﻫﺬا اﻟﺼﺪد‪ .‬اﺣﺘﻤﺎﻟﻴﺔ اﻟﺘﺄﺛﺮ‬ ‫ﺑﻬﺬا اﻟﺨﻄﺮ‪.‬‬

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‫فيما يلي بعض الطرق التي‬ ‫تتبعها البنوك للحد من‬ ‫المخاطر‪:‬‬ ‫اﻟﺘﺤﻮل اﻟﺮﻗﻤﻲ ﻟﻠﻌﻤﻠﻴﺎت اﻟﺮﺋﻴﺴﻴﺔ‬

‫ﺛﻘﺎﻓﺔ ﻗﻮﻳﺔ ﻹدارة اﻟﻤﺨﺎﻃﺮ‬

‫زﻳﺎدة ﻛﻔﺎءة ﻋﻤﻠﻴﺎت اﻟﺒﻨﻚ‪ ،‬ﺑﺎﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ‬ ‫اﻟﺮﻗﻤﻨﺔ ﺑﻬﺪف ﺗﺴﺮﻳﻊ اﻹﺟﺮاءات اﻟﻤﺮﺗﺒﻄﺔ‬ ‫ﺑﺎﻷﻋﻤﺎل ذات اﻟﻤﺨﺎﻃﺮ اﻟﻌﺎﻟﻴﺔ ﻣﺜﻞ ﻃﻠﺒﺎت‬ ‫اﻻﺋﺘﻤﺎن واﻟﻀﻤﺎن‪ .‬ﺣﻴﺚ ﻳﻤﻜﻦ ﻟﻠﺒﻨﻮك‪ ،‬ﻣﻦ‬ ‫ﺧﻼل اﻟﺮﻗﻤﻨﺔ‪ ،‬اﻟﺘﺨﻠﺺ ﻣﻦ اﻟﺘﺤﻴﺰ اﻟﺒﺸﺮي‬ ‫واﻷﺧﻄﺎء اﻟﺤﺴﺎﺑﻴﺔ اﻟﺘﻲ ﻳﻤﻜﻦ ﻟﻠﺒﺮاﻣﺞ‬ ‫واﻟﻌﻤﻠﻴﺎت اﻟﺮﻗﻤﻴﺔ رﺻﺪﻫﺎ‪.‬‬

‫رﻏﻢ أن ﻣﺎ ﻳﻘﺮب ﻣﻦ ﻧﺼﻒ ﻣﻮﻇﻔﻲ اﻟﺒﻨﻮك‬ ‫ﻗﺪرا ﻣﻦ‬ ‫ﻓﻲ اﻟﻌﺎﻟﻢ ﻗﺪ ﺗﻠﻘﻮا ﻋﻠﻰ اﻷﻗﻞ‬ ‫ً‬ ‫اﻟﺘﺪرﻳﺐ ﻋﻠﻰ إدارة اﻟﻤﺨﺎﻃﺮ‪ّ ،‬إﻟﺎ أﻧﻪ ﻻ زاﻟﺖ ﻫﻨﺎك‬ ‫ﺣﺎﺟﺔ إﻟﻰ اﻟﻤﺰﻳﺪ ﻣﻦ اﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ اﻟﺜﻘﺎﻓﺔ‪.‬‬ ‫ﻳﻨﺒﻐﻲ أن ﻳﻤﺜﻞ رﺻﺪ وﺗﻘﻴﻴﻢ وﺗﺨﻔﻴﻒ ﺣﺪة‬ ‫اﻟﻤﺨﺎﻃﺮ ﺑﺸﻜﻞ ﺟﻴﺪ ﻗﺒﻞ ﻇﻬﻮرﻫﺎ ﺟﺰء ﻣﻦ‬ ‫اﻟﻤﻬﺎم اﻟﻴﻮﻣﻴﺔ ﻟﻠﻤﻮﻇﻔﻴﻦ‪ .‬وﻣﻦ اﻷﻫﻤﻴﺔ‬ ‫أن ﺗﺪﻋﻢ اﻟﺘﻘﻨﻴﺔ ﻫﺬه اﻟﺠﻬﻮد‪ ،‬إﻻ أﻧﻪ ﻳﺠﺐ أن‬ ‫ً‬ ‫أﺳﺎﺳﻴﺎ ﻓﻲ ﻛﺎﻓﺔ‬ ‫ﻋﺎﻣﻠﺎ‬ ‫ﻳﻈﻞ اﻹﺷﺮاف اﻟﺒﺸﺮي‬ ‫ً‬ ‫ﺟﻮاﻧﺐ إدارة اﻟﻤﺨﺎﻃﺮ‪.‬‬

‫ﺗﺤﺴﻴﻦ ﻋﻤﻠﻴﺔ اﻹﺑﻼغ ﻋﻦ اﻟﻤﺨﺎﻃﺮ‬ ‫ﺗﺘﻄﻠﺐ اﻟﺘﻘﻨﻴﺔ داﺋﻤﺔ اﻟﺘﻐﻴﺮ واﻟﺤﺎﺟﺔ إﻟﻰ‬ ‫ﻣﺴﺎﻳﺮة اﻟﺘﻄﻮرات اﻟﺴﻮﻗﻴﺔ اﺗﺨﺎذ ﻗﺮارات‬ ‫ﺳﺮﻳﻌﺔ وﻗﺎﺋﻤﺔ ﻋﻠﻰ ﺣﻘﺎﺋﻖ ﻓﻌﻠﻴﺔ‪ ،‬ﻣﻤﺎ‬ ‫ﻳﻌﻨﻲ ﺑﺪوره اﻟﺤﺎﺟﺔ إﻟﻰ آﻟﻴﺔ أﻓﻀﻞ ﻟﻺﺑﻼغ ﻋﻦ‬ ‫اﻟﻤﺨﺎﻃﺮ‪ .‬وﻋﻠﻰ اﻟﺮﻏﻢ ﻣﻦ ﺗﻮﻓﻴﺮ اﻟﻤﺘﻄﻠﺒﺎت‬ ‫اﻟﺘﻨﻈﻴﻤﻴﺔ ﻟﻠﻜﺜﻴﺮ ﻣﻦ اﻷﻣﻮر اﻟﻼزﻣﺔ‬ ‫ﻟﺘﺤﺴﻴﻦ ﺟﻮدة اﻟﺒﻴﺎﻧﺎت اﻟﻤﺴﺘﺨﺪﻣﺔ ﻓﻲ‬ ‫ﻋﻤﻠﻴﺎت اﻹﺑﻼغ ﻋﻦ اﻟﻤﺨﺎﻃﺮ وﺗﻮﻗﻴﺘﻬﺎ‪ّ ،‬إﻟﺎ أﻧﻪ‬ ‫ﻟﻢ ﻳﺘﻢ إﻳﻼء اﻻﻫﺘﻤﺎم اﻟﻜﺎﻓﻲ ﻟﺼﻴﺎﻏﺔ ﺗﻘﺎرﻳﺮ‬ ‫اﻹﺑﻼغ أو ﻛﻴﻔﻴﺔ إﻋﺪادﻫﺎ ﻟﻼﺳﺘﺨﺪام ﺑﺸﻜﻞ‬ ‫أﻓﻀﻞ ﺧﻼل اﺗﺨﺎذ اﻟﻘﺮارات‪ .‬إن اﺳﺘﺒﺪال‬ ‫اﻟﺘﻘﺎرﻳﺮ اﻟﻮرﻗﻴﺔ ﺑﺤﻠﻮل ﺗﻔﺎﻋﻠﻴﺔ ﻋﻠﻰ اﻷﺟﻬﺰة‬ ‫اﻟﻠﻮﺣﻴﺔ ﺗﻘﺪم ﻣﻌﻠﻮﻣﺎت ﻓﻲ اﻟﻮﻗﺖ اﻟﻔﻌﻠﻲ‬ ‫وﺗﻤﻜﻦ اﻟﻤﺴﺘﺨﺪﻣﻴﻦ ﻣﻦ ﺗﺤﻠﻴﻞ اﻷﺳﺒﺎب‬ ‫اﻟﺠﺬرﻳﺔ ﻣﻦ ﺷﺄﻧﻪ أن ﻳﻤﻜﻦ اﻟﺒﻨﻮك ﻣﻦ اﺗﺨﺎذ‬ ‫ﻗﺮارات أﻓﻀﻞ ﺑﺼﻮرة أﺳﺮع وﻛﺬﻟﻚ ﺗﺤﺪﻳﺪ‬ ‫اﻟﻤﺨﺎﻃﺮ اﻟﻤﺤﺘﻤﻠﺔ ﺑﺸﻜﻞ أﺳﺮع‪.‬‬

‫رؤﻳﺔ ﺟﺪﻳﺪة‬ ‫ﻓﻲ ﺑﻌﺾ اﻷﺣﻴﺎن ﻳﺴﺎﻋﺪ ﺗﻮﻇﻴﻒ أﻓﺮاد ذوي‬ ‫رؤﻳﺔ ﺧﺎرﺟﻴﺔ ﻋﻠﻰ اﻛﺘﺸﺎف اﻟﺒﻨﻚ ﻟﻤﺨﺎﻃﺮ‬ ‫ﻳﻐﻔﻞ ﻋﻨﻬﺎ ﻣﻦ ﻳﻌﻤﻞ ﻓﻲ اﻟﺒﻨﻚ‪ .‬ﻛﻤﺎ أن‬ ‫ﻫﻨﺎك ﺣﺎﺟﺔ إﻟﻰ اﻟﺘﻌﺎون ﻣﻊ ﺧﺒﺮاء اﻟﺒﻴﺎﻧﺎت‬ ‫ذوي اﻟﻤﻌﺮﻓﺔ اﻟﺤﺴﺎﺑﻴﺔ واﻹﺣﺼﺎﺋﻴﺔ ﻟﺘﺤﻮﻳﻞ‬ ‫اﻟﺒﻴﺎﻧﺎت إﻟﻰ رؤى وﺧﻄﻮات ﻓﻌﻠﻴﺔ‪ .‬ﻳﺘﺤﻮل‬ ‫ﻣﺪﻳﺮي اﻟﻤﺨﺎﻃﺮ إﻟﻰ ﻣﺴﺘﺸﺎرﻳﻦ ﻣﻮﺛﻮﻗﻴﻦ‬ ‫ﻓﻲ اﻟﺠﻮاﻧﺐ اﻟﻤﻌﻨﻴﺔ ﺑﺎﻷﻋﻤﺎل‪ ،‬ﺑﻴﻨﻤﺎ ﺗﺘﻄﻠﺐ‬ ‫ﻋﺪدا أﻗﻞ‬ ‫اﻟﺠﻮاﻧﺐ اﻟﺘﺸﻐﻴﻠﻴﺔ اﻻﻋﺘﻴﺎدﻳﺔ‬ ‫ً‬ ‫ﻣﻦ اﻟﻤﻮﻇﻔﻴﻦ‪ .‬ﻳﻤﺜﻞ ﺟﺬب اﻟﻤﻮﻇﻔﻴﻦ‬ ‫ﺗﺤﺪﻳﺎ ﻓﻲ ﺣﺪ ذاﺗﻪ‪ ،‬ﺣﻴﺚ ﻳﻤﻴﻞ‬ ‫اﻟﻤﻤﻴﺰﻳﻦ‬ ‫ً‬ ‫اﻟﻤﺮﺷﺤﻮن اﻟﻤﺤﺘﻤﻠﻮن إﻟﻰ ﺗﻔﻀﻴﻞ ﺷﺮﻛﺎت‬ ‫اﻟﺘﻘﻨﻴﺔ‪ ،‬ﻫﺬا ﺑﺎﻟﻄﺒﻊ ﻓﻲ ﺣﺎل إذا ﻣﺎ رﻏﺒﺖ‬ ‫اﻟﺒﻨﻮك ﻓﻲ ﺗﻌﺰﻳﺰ اﻟﻘﻴﻤﺔ اﻟﻤﻘﺘﺮﺣﺔ ﻟﻬﺎ‪.‬‬

‫وﺑﺼﺮف اﻟﻨﻈﺮ ﻋﻦ اﻟﻤﻨﻬﺠﻴﺔ‪ ،‬ﺗﻤﺜﻞ إدارة‬ ‫اﻟﻤﺨﺎﻃﺮ أﻫﻤﻴﺔ ﺑﺎﻟﻐﺔ ﻟﻨﺠﺎح أي ﻣﻦ اﻟﺒﻨﻮك‪.‬‬ ‫ً‬ ‫وﻣﻨﺤﺔ ﻓﻲ‬ ‫وﺑﻤﺎ أن اﻟﺘﻘﻨﻴﺔ ﺑﺎﺗﺖ ﺗﻤﺜﻞ أزﻣﺔ‬ ‫اﻟﻮﻗﺖ ذاﺗﻪ‪ ،‬ﺻﺎر ﻋﻠﻰ اﻟﺒﻨﻮك اﻟﻌﻤﻞ ﻷوﻗﺎت‬ ‫إﺿﺎﻓﻴﺔ ﻟﻀﻤﺎن أن ﺗﻈﻞ ﻣﻨﺤﺔ ﻓﻘﻂ‪.‬‬

‫أﻫﺎﻟﻴﻨﺎ‬

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‫ ‬

‫مستقبل مشـــــرق‬

‫ ‬

‫برنامج «أهالينا» لأليتام‬

‫أﻫﺎﻟﻴﻨﺎ‬

‫مستقبل‬ ‫مشـــــرق‬ ‫البنك األهلي يدعم رواد األعمال‬ ‫من الشباب‬

‫ﻟﻘﺪ ﻗﺎﻣﺖ ﻣﺒﺎدرات "أﻫﺎﻟﻴﻨﺎ" اﻟﺘﺎﺑﻌﺔ ﻟﻠﺒﻨﻚ‬ ‫اﻷﻫﻠﻲ ﺑﺘﻘﺪﻳﻢ ﺑﺮﻧﺎﻣﺞ اﻷﻫﻠﻲ ﻟﺮواد اﻷﻋﻤﺎل‬ ‫ﻟﻤﺴﺎﻋﺪة اﻟﺸﺒﺎب وﻗﺎدة ورواد اﻷﻋﻤﺎل‬ ‫اﻟﺤﺎﻟﻴﻴﻦ واﻟﻤﺴﺘﻘﺒﻠﻴﻴﻦ ﻟﻐﺮض اﻟﻮﺻﻮل‬ ‫إﻟﻰ أﻗﺼﻰ ﺣﺪ ﻹﻣﻜﺎﻧﺎﺗﻬﻢ‪ .‬ﻳﺒﺬل اﻟﺒﻨﻚ‬ ‫ً‬ ‫ً‬ ‫ﻛﺒﻴﺮا‬ ‫ﺟﻬﺪا‬ ‫اﻷﻫﻠﻲ ﻋﻦ ﻃﺮﻳﻖ ﺑﺮاﻣﺞ "أﻫﺎﻟﻴﻨﺎ"‬ ‫ﻟﺘﻤﻜﻴﻦ اﻷﺷﺨﺎص وإﻛﺴﺎﺑﻬﻢ ﻋﻘﻠﻴﺔ رﻳﺎدة‬ ‫اﻷﻋﻤﺎل ﻓﻲ ﺟﻤﻴﻊ ﻣﻨﺎﺣﻲ اﻟﺤﻴﺎة‬

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‫ﺗﺤﻮﻳﻞ اﻷﻓﻜﺎر إﻟﻰ واﻗﻊ‪:‬‬

‫ﺗﻌﺠﻴﻞ اﻷﻋﻤﺎل اﻟﺘﺠﺎرﻳﺔ‪:‬‬

‫ﻳﺒﺪأ اﻟﺒﺮﻧﺎﻣﺞ ﺑﻔﻜﺮة ﻣﺘﻮاﺿﻌﺔ ﻟﻠﻐﺎﻳﺔ‪.‬‬ ‫ﻓﻬﻮ ﻳﻘﻮم ﻓﻲ اﻟﺒﺪاﻳﺔ ﺑﺈﻋﺪاد ﻣﻦ ﻟﺪﻳﻬﻢ‬ ‫ﻓﻜﺮة وﺧﻄﺔ ﻟﺒﺪء ﻋﻤﻞ ﺗﺠﺎري أو ﻣﺸﺮوع‪.‬‬ ‫وﻣﻦ ﻫﻨﺎ‪ ،‬ﻳﻘﺪم ﻟﻬﻢ اﻟﺒﻨﻚ اﻷﻫﻠﻲ اﻟﻤﻌﺮﻓﺔ‬ ‫واﻟﻤﻌﻠﻮﻣﺎت اﻟﺨﺎﺻﺔ ﺑﺎﻟﺴﻮق اﻟﺘﻲ ﻳﺨﻄﻄﻮن‬ ‫ﻟﻠﺪﺧﻮل ﻓﻴﻬﺎ‪ ،‬ﻟﺘﻘﻠﻴﻞ اﻟﻤﺨﺎﻃﺮ اﻟﻨﺎﺷﺌﺔ ﻋﻦ‬ ‫ﺗﺄﺳﻴﺴﻬﻢ ﻟﻠﻤﺸﺮوع اﻟﺘﺠﺎري اﻟﺘﻲ ﻳﺘﻌﺮﺿﻮن‬ ‫ﻟﻬﺎ إﻟﻰ اﻟﺤﺪ اﻷﻗﺼﻰ‪ .‬وﻳﻘﺪم اﻟﺒﻨﻚ اﻷﻫﻠﻲ‬ ‫ﻌﺪﻫﻢ ﺗﻤﺎم‬ ‫ﻟﻬﻢ دراﺳﺎت ﺗﺴﻮﻳﻘﻴﺔ وﻣﺎﻟﻴﺔ ُﺗ ُّ‬ ‫اﻹﻋﺪاد ﻟﻠﺘﻌﺎﻣﻞ ﻣﻊ اﻟﻤﺸﺎرﻳﻊ اﻟﺘﺠﺎرﻳﺔ اﻟﻘﺎدﻣﺔ‪.‬‬ ‫ﺑﺎﻹﺿﺎﻓﺔ إﻟﻰ ذﻟﻚ‪ ،‬ﻳﻘﺪم ﻟﻬﻢ اﻟﺒﻨﻚ اﻷﻫﻠﻲ‬ ‫اﻟﻤﻬﺎرات اﻟﻀﺮورﻳﺔ ﻟﻠﻨﺠﺎح ﻓﻲ إدارة ﻣﺸﺮوع‬ ‫ﺗﺠﺎري ﻋﻦ ﻃﺮﻳﻖ اﻟﺘﺪرﻳﺐ وورش اﻟﻌﻤﻞ ﻓﻲ‬ ‫ﺑﺮﻧﺎﻣﺞ اﺳﻤﻪ "ﻛﻴﻒ ﺗﺒﺪأ ﻣﺸﺮوﻋﻚ اﻟﺼﻐﻴﺮ"‪.‬‬

‫ﺑﻌﺪ ﻣﺮﺣﻠﺔ اﻟﺘﺪرﻳﺐ‪ ،‬ﻳﺮﺳﻞ اﻟﺒﻨﻚ اﻷﻫﻠﻲ رواد‬ ‫اﻷﻋﻤﺎل إﻟﻰ ﻣﺮاﻛﺰ ﺗﻌﺠﻴﻞ اﻷﻋﻤﺎل واﻟﻤﺮاﻛﺰ‬ ‫اﻟﺤﺎﺿﻨﺔ ﻟﻸﻋﻤﺎل اﻟﺘﻲ ﺗﻌﻤﻞ ﻋﻠﻰ ﺗﻄﻮﻳﺮ‬ ‫أﻓﻜﺎرﻫﻢ أﻛﺜﺮ ﺑﺎﻹﺿﺎﻓﺔ إﻟﻰ ﺗﻮﺿﻴﺢ ﻛﻞ اﻟﻔﺮوق‬ ‫اﻟﺪﻗﻴﻘﺔ اﻟﻀﺮورﻳﺔ ﻟﺘﺼﺒﺢ أﻓﻜﺎرﻫﻢ ﺟﺎﻫﺰة‬ ‫ﻟﻠﺘﻄﺒﻴﻖ اﻟﻌﻤﻠﻲ ﻓﻲ اﻟﺴﻮق‪ .‬وﺗﻌﻤﻞ ﻫﺬه‬ ‫اﻟﻤﺮاﻛﺰ اﻟﻤﺴﺮﻋﺔ ﻟﻸﻋﻤﺎل وﺗﻠﻚ اﻟﺤﺎﺿﻨﺔ ﻟﻬﺎ‬ ‫ﻧﺤﻮ ﺑﻨﺎء رواد أﻋﻤﺎل ﺑﺤﻴﺚ ﻻ ﻳﺪﺧﻠﻮن ﻋﺎﻟﻢ‬ ‫اﻷﻋﻤﺎل اﻟﺘﺠﺎرﻳﺔ اﻟﺼﻌﺐ وﻫﻢ ﻏﻴﺮ ﻣﺆﻫﻠﻴﻦ‪،‬‬ ‫وﺗﺴﻠﻴﺤﻬﻢ ﺑﺎﻟﻤﻌﺮﻓﺔ اﻟﻼزﻣﺔ ﻟﺘﺤﻘﻴﻖ اﻟﻨﺠﺎح‬ ‫ﻓﻲ ﻣﻴﺪان رواد اﻷﻋﻤﺎل اﻟﺘﻨﺎﻓﺴﻴﺔ‪ .‬ﻳﺴﺎﻋﺪ‬ ‫اﻟﺒﻨﻚ اﻷﻫﻠﻲ رواد اﻷﻋﻤﺎل ﻣﻦ ﺳﻴﺪات وﺷﺒﺎب‬ ‫ﻋﻦ ﻃﺮﻳﻖ ﺗﻘﺪﻳﻤﻬﻢ ﻟﻠﻤﺴﺘﺜﻤﺮﻳﻦ اﻟﺬﻳﻦ‬ ‫ﻗﺪ ﻳﺴﺎﻋﺪون ﻓﻲ دﻋﻢ ﻣﺸﺮوﻋﺎﺗﻬﻢ اﻟﺘﺠﺎرﻳﺔ‪.‬‬ ‫وﻳﺴﺘﻤﺮ اﻟﺒﻨﻚ اﻷﻫﻠﻲ ً‬ ‫أﻳﻀﺎ ﻓﻲ ﻣﺘﺎﺑﻌﺔ‬ ‫ﻣﺘﺪرﺑﻴﻪ ﻟﻔﺘﺮة ﻛﺒﻴﺮة ﺑﻌﺪ اﻧﺘﻬﺎء ورش اﻟﻌﻤﻞ‬ ‫اﻟﺨﺎﺻﺔ ﺑﻬﻢ؛ وﻳﻤﻨﺤﻬﻢ اﻟﻤﺰﻳﺪ ﻣﻦ اﻟﺪﻋﻢ‪.‬‬

‫مع "أهالينا"‪ ،‬يضمن البنك‬ ‫األهلي أن يشق رواد أعمال‬ ‫دائما‬ ‫المستقبل طريقهم‬ ‫ً‬ ‫نحو السوق بفرص عظيمة‪،‬‬ ‫وبخاصة إذا كانوا يتمتعون‬ ‫بفكرة واضحة المعالم وعقلية‬ ‫قوية منظمة للمشاريع‪ .‬وبغض‬ ‫النظر عن خبرتهم في عالم‬ ‫األعمال التجارية‪ ،‬الذي تشتد‬ ‫فيه المنافسة والدائم التطور‪،‬‬ ‫يكون تركيز "أهالينا" على بناء‬ ‫مجتمع قوي من رواد أعمال‬ ‫محليين‪.‬‬

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‫أﻫﺎﻟﻴﻨﺎ‬

‫اﻟﺪورات اﻟﺘﺪرﻳﺒﻴﺔ‪:‬‬

‫برنامج‬ ‫"أهالينا"‬ ‫لأليتام‬

‫ﺗﻌﺪ اﻟﺪورات اﻟﺘﺪرﻳﺒﻴﺔ إﺣﺪى اﻟﻄﺮق اﻟﺘﻲ‬ ‫ﻳﺘﺨﺬﻫﺎ ﺑﺮﻧﺎﻣﺞ اﻷﻫﻠﻲ ﻟﺮﻋﺎﻳﺔ اﻷﻳﺘﺎم ﻹﻋﺪاد‬ ‫اﻷﻃﻔﺎل ﻟﻴﺼﺒﺤﻮا ﻣﺴﺎﻫﻤﻴﻦ ﻓﺎﻋﻠﻴﻦ‬ ‫ﺑﻤﺠﺘﻤﻌﻬﻢ؛ ﺣﻴﺚ ﻳﺘﻢ ﺗﺪرﻳﺒﻬﻢ ﻓﻲ ﻣﻨﺬ‬ ‫اﻟﺼﻐﺮ ﻟﻜﻲ ﺗﻨﺸﺄ ﻟﺪﻳﻬﻢ ﻗﺪرة ﻋﺎﻟﻴﺔ ﻟﺘﻌﻠﻢ‬ ‫ﻣﻌﻠﻮﻣﺎت وﻣﻬﺎرات ﺟﺪﻳﺪة‪ .‬وﺗﺸﻤﻞ ﺗﻠﻚ‬ ‫اﻟﺪورات اﻟﺘﺪرﻳﺐ ﻋﻠﻰ اﻟﻠﻐﺔ اﻹﻧﺠﻠﻴﺰﻳﺔ ودروس‬ ‫ﺗﻌﻠﻴﻢ اﻟﻜﻤﺒﻴﻮﺗﺮ؛ وﻛﻼﻫﻤﺎ ﻣﻦ اﻟﻤﻬﺎرات‬ ‫اﻟﻀﺮوري اﻛﺘﺴﺎﺑﻬﺎ ﻓﻲ ﻋﺼﺮﻧﺎ ﻫﺬا وﻓﻲ ﻫﺬه‬ ‫اﻟﺴﻦ‪ .‬ﺑﺎﻹﺿﺎﻓﺔ إﻟﻰ ذﻟﻚ‪ ،‬ﻳُ ﻌﻄﻰ اﻷﻃﻔﺎل‬ ‫ﻗﺴﺎﺋﻢ ﺷﺮاﺋﻴﺔ ﻟﻠﻮازﻣﻬﻢ اﻟﻤﺪرﺳﻴﺔ ﻟﻀﻤﺎن‬ ‫ﻋﺪم ﺗﻌﺮﺿﻬﻢ ﻟﺼﻌﻮﺑﺎت ﺧﻼل ﻣﺮاﺣﻞ‬ ‫ﺗﻌﻠﻴﻤﻬﻢ اﻷوﻟﻰ‪.‬‬ ‫وﻛﻠﻤﺎ ارﺗﻔﻊ ﻣﺴﺘﻮى اﻟﻄﻼب‪ ،‬ارﺗﻔﻊ ﻣﺴﺘﻮى‬ ‫اﻟﺪورات اﻟﺘﺪرﻳﺒﻴﺔ ً‬ ‫أﻳﻀﺎ‪ .‬ﻋﻠﻰ ﺳﺒﻴﻞ اﻟﻤﺜﺎل‪،‬‬ ‫ﻘﺪم ﻟﻬﻢ دروس ُﺗ ِﻌُّﺪﻫﻢ ﻟﻠﺨﻀﻮع ﻻﺧﺘﺒﺎرات‬ ‫ُﺗ َ‬ ‫ﺗﻘﻴﺲ ﻛﻔﺎءة اﻟﻠﻐﺔ اﻹﻧﺠﻠﻴﺰﻳﺔ ﻣﺜﻞ ‪TOEFL‬‬ ‫و‪ IELTS‬إذا اﺧﺘﺎروا ﻣﻮاﺻﻠﺔ ﻣﺴﻴﺮﺗﻬﻢ‬ ‫وﻳﻤﻨﺢ‬ ‫اﻷﻛﺎدﻳﻤﻴﺔ ﺑﺎﻻﻟﺘﺤﺎق ﺑﺎﻟﺠﺎﻣﻌﺔ‪ُ .‬‬ ‫اﻟﻄﻼب ً‬ ‫ﻓﺮﺻﺎ ﻟﻠﺘﺪرﻳﺐ وﺗﻌﺰﻳﺰ ﻣﻬﺎراﺗﻬﻢ‬ ‫أﻳﻀﺎ‬ ‫ً‬ ‫ﻟﻴﺼﺒﺤﻮا ﻣﺴﺘﻌﺪﻳﻦ ﻟﺪﺧﻮل ﺳﻮق اﻟﻌﻤﻞ‪.‬‬

‫اﻟﻤﺰاﻳﺎ‪:‬‬

‫ﻳﺤﺼﻞ اﻟﻄﻼب ﻃﻮال ﻓﺘﺮة اﻧﺘﺴﺎﺑﻬﻢ ﻟﺒﺮﻧﺎﻣﺞ‬ ‫اﻷﻫﻠﻲ ﻟﺮﻋﺎﻳﺔ اﻷﻳﺘﺎم‪ ،‬ﻋﻠﻰ ﺗﺄﻣﻴﻦ ﻃﺒﻲ ﻟﻠﺘﺄﻛﺪ‬ ‫ﻣﻦ ﺣﺼﻮﻟﻬﻢ ﻋﻠﻰ رﻋﺎﻳﺔ ﺗﺸﻤﻞ ﺟﻤﻴﻊ‬ ‫اﻟﻤﺴﺘﻮﻳﺎت ﺑﻤﺎ ﻓﻲ ذﻟﻚ ﻋﻘﻮﻟﻬﻢ وﺻﺤﺘﻬﻢ‪.‬‬ ‫وﻳﺤﺮص ﺑﺮﻧﺎﻣﺞ "أﻫﺎﻟﻴﻨﺎ" ﻋﻠﻰ ﺿﻤﺎن ﻣﺴﺘﻮى‬ ‫ﻣﻦ اﻟﻤﻌﻴﺸﺔ ﻟﻜﻞ ﻃﺎﻟﺐ ﺗﺤﺖ رﻋﺎﻳﺘﻪ ﻳﺘﻤﻴﺰ‬ ‫ﻛﺎف ﻣﻦ اﻟﺠﻮدة‪.‬‬ ‫ﺑﻘﺪر‬ ‫ٍ‬

‫ﺑﻐﺪ أﻓﻀﻞ؛ وﻟﺬا‬ ‫اﻷﻃﻔﺎل ﻫﻢ اﻟﺠﻴﻞ اﻟﻮاﻋﺪ‬ ‫ٍ‬ ‫أﻃﻠﻖ اﻟﺒﻨﻚ اﻷﻫﻠﻲ "ﺑﺮﻧﺎﻣﺞ اﻷﻫﻠﻲ ﻟﺮﻋﺎﻳﺔ‬ ‫اﻷﻳﺘﺎم" ﻓﻲ ﻣﺒﺎدرة ﻣﻨﻪ ﻟﺘﻮﻓﻴﺮ اﻟﺮﻋﺎﻳﺔ واﻟﺪﻋﻢ‬ ‫اﻟﻼزﻣﻴﻦ ﻟﻸﻃﻔﺎل وﺧﺎﺻﺔ اﻟﻤﺤﺘﺎﺟﻴﻦ ﻟﻬﺎ‬ ‫ﻣﻨﻬﻢ‪ ،‬وﻟﻤﺴﺎﻋﺪﺗﻬﻢ ﻋﻠﻰ ﺗﻄﻮﻳﺮ ﻣﻬﺎراﺗﻬﻢ‬ ‫ﺳﻦ ﻣﺒﻜﺮة ﺣﺘﻰ ﻳﻨﺸﺄوا وﻫﻢ ﻣﺆﻫﻠﻮن‬ ‫ﻣﻨﺬ‬ ‫ٍ‬ ‫ﻟﻼﻧﻀﻤﺎم إﻟﻰ اﻟﻘﻮى اﻟﻌﺎﻣﻠﺔ‪.‬‬

‫اﻟﻤﻜﺎﻓﺂت‪:‬‬

‫ﻳﺘﻢ اﺧﺘﻴﺎر اﻷواﺋﻞ ﻣﻦ اﻟﻄﻼب ﻣﻦ ﻛﻞ إﻗﻠﻴﻢ‬ ‫ﻓﻲ اﻟﻤﻤﻠﻜﺔ وﻣﻜﺎﻓﺄﺗﻬﻢ ﻋﻠﻰ ﻛﻞ ﻣﺎ ﺑﺬﻟﻮه‬ ‫ﻣﻦ ﺟﻬﺪ وﻣﺜﺎﺑﺮة‪ .‬وﺗﻜﻮن اﻟﻤﻜﺎﻓﺂت ﻫﺪاﻳﺎ‬ ‫ً‬ ‫وأﺣﻴﺎﻧﺎ ﻣﺒﺎﻟﻎ ﻣﺎﻟﻴﺔ ﻓﻲ ﻧﻬﺎﻳﺔ ﻛﻞ ﻋﺎم‪.‬‬ ‫وﺟﻮاﺋﺰ‬ ‫وﺑﺪءا ﻣﻦ اﻟﻌﺎم اﻟﻤﺎﺿﻲ‪ ،‬أﺳﺴﺖ "أﻫﺎﻟﻴﻨﺎ"‬ ‫ً‬ ‫ﺑﺮﻧﺎﻣﺞ "رﺣﻠﺔ اﻟﻤﻌﺮﻓﺔ" واﻟﺘﻲ ﺗﺠﻤﻊ اﻷواﺋﻞ‬ ‫ﻣﻦ ﺟﻤﻴﻊ أﻧﺤﺎء اﻟﻤﻤﻠﻜﺔ‪ ،‬اﻟﺬﻳﻦ ﺗﺘﺮاوح‬ ‫ﻋﺎﻣﺎ‪ ،‬واﺑﺘﻌﺎﺛﻬﻢ إﻟﻰ‬ ‫أﻋﻤﺎرﻫﻢ ﺑﻴﻦ ‪ 12‬و‪ً 17‬‬ ‫ﻣﺎﻟﻴﺰﻳﺎ ﻓﻲ رﺣﻠﺔ ﻣﺪﺗﻬﺎ ﺷﻬﺮ وﺧﻼل ﻫﺬه‬ ‫اﻟﻔﺘﺮة‪ ،‬ﻳﺴﺘﻔﻴﺪ اﻟﻄﻼب ﻣﻦ ﺑﺮاﻣﺞ اﻟﺘﻄﻮﻳﺮ‪،‬‬ ‫وأﻧﺸﻄﺔ اﻟﺘﺜﻘﻴﻒ ﺑﺎﻟﺘﺮﻓﻴﻪ‪ ،‬ﺑﺎﻹﺿﺎﻓﺔ إﻟﻰ‬ ‫اﻟﺘﺪرﻳﺐ ﻋﻠﻰ ﺑﻨﺎء اﻟﻔﺮﻳﻖ‪.‬‬

‫أهﺎﻟﯿﻨﺎ‪..‬‬ ‫ﺑﺮاﻣﺞ اﻟﺒﻨﻚ اﻷهﻠﻲ اﳌﺠﺘﻤﻌﯿﺔ‬

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‫تعرف أكثر‬ ‫ّ‬ ‫ﻣﻌﻠﻮﻣ ﺎت وآﻓ ﺎق‬

‫على البنك األهلي‬ ‫اﻟﻨﺸﺄة‬

‫اﻟﺒﻨﻚ اﻷﻫﻠﻲ‪ ،‬أول ﺑﻨﻚ ﺳﻌﻮدي اﻟﻨﺸﺄة‪ ،‬وأﻛﺒﺮ‬ ‫اﻟﺒﻨﻮك ﻓﻲ اﻟﻤﻤﻠﻜﺔ واﻟﻤﻨﻄﻘﺔ‪ ،‬ﺑﺪأ ﻧﺸﺎﻃﻪ‬ ‫ﺑﻤﻮﺟﺐ اﻷﻣﺮ اﻟﻤﻠﻜﻲ اﻟﺴﺎﻣﻲ ﻓﻲ ‪ 20‬رﺑﻴﻊ‬ ‫ﺛﺎﻧﻲ ‪1373‬ﻫ اﻟﻤﻮاﻓﻖ ‪ 26‬دﻳﺴﻤﺒﺮ ‪1953‬م‪.‬‬

‫اﻟﺸﻜﻞ اﻟﻘﺎﻧﻮﻧﻲ‬

‫دﺧﻠﺖ اﻟﺤﻜﻮﻣﺔ اﻟﺴﻌﻮدﻳﺔ ﻣﻤﺜﻠﺔ‬ ‫ﻓﻲ ﺻﻨﺪوق اﻻﺳﺘﺜﻤﺎرات اﻟﻌﺎﻣﺔ اﻟﺘﺎﺑﻊ ﻟﻮزارة‬ ‫اﻟﻤﺎﻟﻴﺔ ﻣﺴﺎﻫﻤﺔ ﺑﺄﻏﻠﺒﻴﺔ ﻣﻠﻜﻴﺔ اﻟﺒﻨﻚ‬ ‫ﻋﺎم ‪1999‬م‪.‬‬ ‫ﻳﻤﺘﻠﻚ اﻟﺒﻨﻚ اﻷﻫﻠﻲ‪ %90.71‬ﻣﻦ‬ ‫أﺳﻬﻢ ﺷﺮﻛﺔ اﻷﻫﻠﻲ اﻟﻤﺎﻟﻴﺔ اﻟﺮاﺋﺪة ﻓﻲ‬ ‫اﻟﻤﺼﺮﻓﻴﺔ واﻻﺳﺘﺜﻤﺎر‪.‬‬

‫ً‬ ‫اﻋﺘﺒﺎرا‬ ‫ﺣﻘﺎﺋﻖ وأرﻗﺎم‬ ‫ﻣﻦ ﻧﻬﺎﻳﺔ ﺷﻬﺮ‬ ‫ﺳﺒﺘﻤﺒﺮ ‪ 2018‬م‬

‫اﻟﺒﻨﻚ اﻷﻫﻠﻲ ﻫﻮ أﻛﺒﺮ اﻟﺒﻨﻮك ﻓﻲ اﻟﻤﻨﻄﻘﺔ‪،‬‬ ‫وﻳﺒﻠﻎ رأس ﻣﺎﻟﻪ ‪ 30‬ﻣﻠﻴﺎر رﻳﺎل ﺳﻌﻮدي أي‬ ‫ﻣﺎﻳﻘﺎرب ‪ 7.9‬ﻣﻠﻴﺎر دوﻻر أﻣﻴﺮﻛﻲ‪.‬‬

‫ﻋﺪد أﺟﻬﺰة ﻧﻘﺎط اﻟﺒﻴﻊ اﻟﺘﻲ ﻳﺸﻐﻠﻬﺎ اﻟﺒﻨﻚ‬ ‫ً‬ ‫ﺟﻬﺎزا‬ ‫‪57,354‬‬

‫ً‬ ‫ﻓﺮﻋﺎ ﺗﻘﺪم‬ ‫ﺑﻠﻎ ﻋﺪد ﻓﺮوع اﻟﺒﻨﻚ ﺑﺎﻟﻤﻤﻠﻜﺔ ‪401‬‬ ‫ﺧﺪﻣﺎت ﻣﺼﺮﻓﻴﺔ إﺳﻼﻣﻴﺔ راﺋﺪة‬

‫ﻧﺴﺒﺔ اﻟﺴﻌﻮدة ﻓﻲ اﻟﺒﻨﻚ اﻷﻫﻠﻲ ﺗﺼﻞ إﻟﻰ‬ ‫‪ %95.3‬وﺗﻤﺜﻞ اﻟﻘﻮة اﻟﻨﺴﺎﺋﻴﺔ ‪ %13‬ﻣﻦ‬ ‫إﺟﻤﺎﻟﻲ ﻋﺪد ﻣﻮﻇﻔﻲ اﻟﺒﻨﻚ‪.‬‬

‫ﺑﻠﻎ ﻋﺪد ﻓﺮوع اﻟﺒﻨﻚ اﻟﻤﺨﺘﺼﺔ ﺑﺎﻟﺤﻮاﻻت‬ ‫ً‬ ‫ﻓﺮﻋﺎ‬ ‫)ﻛﻮﻳﻚ ﺑﺎي( ‪153‬‬

‫ﺑﻠﻎ ﻋﺪد أﺟﻬﺰة اﻟﺼﺮاف اﻵﻟﻲ اﻟﺘﻲ ﻳﺸﻐﻠﻬﺎ‬ ‫ً‬ ‫ﺟﻬﺎزا‬ ‫اﻟﺒﻨﻚ ‪3،703‬‬

‫اﻟﺠﺪﻳﺮ ﺑﺎﻟﺬﻛﺮ أن ‪ %10‬ﻣﻦ إﺟﻤﺎﻟﻲ اﻟﻘﻴﺎدﻳﻴﻦ‬ ‫ﻓﻲ اﻟﺒﻨﻚ ﻣﻦ اﻟﻘﻮة اﻟﻨﺴﺎﺋﻴﺔ‪.‬‬

‫*ﺣﺴﺐ اﻟﻨﺸﺮة اﻹﺣﺼﺎﺋﻴﺔ اﻟﺸﻬﺮﻳﺔ‬ ‫ﻟﻤﺆﺳﺴﺔ اﻟﻨﻘﺪ اﻟﻌﺮﺑﻲ اﻟﺴﻌﻮدي اﻟﺼﺎدرة‬ ‫ﻓﻲ ﺳﺒﺘﻤﺒﺮ ‪2018‬م‬

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‫اﻷﻫﻠﻲ ﻛﺎﺑﻴﺘﺎل‬ ‫واﺻﻠﺖ ﺷﺮﻛﺔ اﻷﻫﻠﻲ ﻛﺎﺑﻴﺘﺎل – اﻟﺬراع‬ ‫اﻻﺳﺘﺜﻤﺎري ﻟﻠﺒﻨﻚ – ﺳﻌﻴﻬﺎ ﻟﺘﻌﺰﻳﺰ‬ ‫ﻣﻜﺎﻧﺘﻬﺎ اﻟﺮاﺋﺪة ﻓﻲ ﺳﻮق اﻻﺳﺘﺜﻤﺎر‪ .‬وﺗﻘﺪم‬ ‫اﻟﺸﺮﻛﺔ اﻟﻤﺸﻮرة اﻻﺳﺘﺜﻤﺎرﻳﺔ ﻓﻲ ﻣﺠﺎل إدارة‬ ‫اﻷﺻﻮل وإدارة اﻟﻤﺤﺎﻓﻆ اﻻﺳﺘﺜﻤﺎرﻳﺔ اﻟﺨﺎﺻﺔ‪،‬‬ ‫ﺑﺎﻹﺿﺎﻓﺔ إﻟﻰ رﻳﺎدﺗﻬﺎ ﻓﻲ ﻣﺠﺎل ﺻﻨﺎدﻳﻖ‬ ‫اﻻﺳﺘﺜﻤﺎر اﻟﻤﺸﺘﺮك‪.‬‬

‫ﺑﻨﻚ ﺗﺮﻛﻴﺎ ﻓﺎﻳﻨﺎﻧﺲ‬ ‫ﻛﺎﺗﻴﻠﻴﻢ ﺑﺎﻧﻜﺎﺳﻲ‬ ‫ﻳﻤﺘﻠﻚ اﻟﺒﻨﻚ اﻷﻫﻠﻲ ‪ %67.03‬ﻣﻦ أﺳﻬﻢ ﺑﻨﻚ‬ ‫ﺗﺮﻛﻴﺎ ﻓﺎﻳﻨﺎﻧﺲ ﻛﺘﻴﻠﻴﻢ ﺑﻨﻜﺎﺳﻲ‪ ،‬واﺳﺘﻤﺮت‬ ‫ﺷﺒﻜﺔ ﻓﺮوع ﺑﻨﻚ ﺗﺮﻛﻴﺎ ﻓﺎﻳﻨﻨﺲ ﺑﺎﻟﻨﻤﻮ ﻓﻘﺪ‬ ‫ً‬ ‫ﻓﺮﻋﺎ‬ ‫وﺻﻞ ﻋﺪد اﻟﻔﺮوع ﻋﺎم ‪2017‬م إﻟﻰ ‪287‬‬ ‫ﻣﺎ ﺟﻌﻠﻬﺎ ﺛﺎﻧﻲ أﻛﺒﺮ ﺷﺒﻜﺔ ﺑﻨﻮك ﻣﺸﺎرﻛﺔ ﻓﻲ‬ ‫اﻟﻘﻄﺎع اﻟﻤﺼﺮﻓﻲ اﻟﺘﺮﻛﻲ‪ ،‬ﺣﻴﺚ ﻃﻮر اﻟﺒﻨﻚ‬ ‫إﺳﺘﺮاﺗﻴﺠﻴﺔ ﺧﺪﻣﺔ ﺷﺮاﺋﺢ اﻟﻌﻤﻼء ﻟﺘﻘﺪﻳﻢ‬ ‫اﻟﺨﺪﻣﺎت واﻟﻤﻨﺘﺠﺎت اﻟﻤﻨﺎﺳﺒﺔ ﻟﻜﻞ ﺷﺮﻳﺤﺔ‪.‬‬

‫ﻣﻌﻠﻮﻣ ﺎت وآﻓ ﺎق‬

‫دليلك للتواصل‬ ‫اﻟﻤﺪﻳﻨﺔ‬

‫اﻟﻤﺒﻨﻰ‬

CITY

DIALING CODE

Jeddah Head Office

Jeddah

60101 XXXX

‫ﺟﺪة‬

‫ﻣﺒﻨﻰ اﻹدارة اﻟﻌﺎﻣﺔ‬

Riyadh Regional Management

Riyadh

60223 XXXX

‫اﻟﺮﻳﺎض‬

‫ﻣﺒﻨﻰ اﻹدارة اﻟﻘﺪﻳﻢ ﺑﺎﻟﺮﻳﺎض‬

Riyadh Regional Building

Riyadh

60222 XXXX

‫اﻟﺮﻳﺎض‬

‫ﻣﺒﻨﻰ اﻹدارة اﻟﺠﺪﻳﺪ ﺑﺎﻟﺮﻳﺎض‬

Eastern Regional Building (Al Hugait)

Khobar

60050 XXXX

‫اﻟﺨﺒﺮ‬

‫اﻟﻤﺒﻨﻰ اﻹﻗﻠﻴﻤﻲ ﺑﺎﻟﻤﻨﻄﻘﺔ‬ ( ‫اﻟﺸﺮﻗﻴﺔ ) اﻟﺤﻘﻴﻂ‬

Khobar Main

Khobar

60051 XXXX

‫اﻟﺨﺒﺮ‬

‫اﻟﺨﺒﺮ اﻟﺮﺋﻴﺴﻲ‬

Dammam Main (Dana)

Dammam

60052 XXXX

‫اﻟﺪﻣﺎم‬

(‫اﻟﺪﻣﺎم اﻟﺮﺋﻴﺴﻲ )اﻟﺪاﻧﺔ‬

Abha Regional Building

Abha

60421 XXXX

‫أﺑﻬﺎ‬

‫اﻹدارة اﻹﻗﻠﻴﻤﻴﺔ ﺑﺄﺑﻬﺎ‬

Bahrain Branch

Bahrain

60605 XXXX

‫اﻟﺒﺤﺮﻳﻦ‬

‫ﻓﺮع اﻟﺒﺤﺮﻳﻦ‬

NCBC Jeddah Regional Office (JRO)

Jeddah

60569 XXXX

‫ﺟﺪة‬

‫اﻷﻫﻠﻲ ﻛﺎﺑﻴﺘﺎل‬ ‫اﻟﻤﻜﺘﺐ اﻹﻗﻠﻴﻤﻲ ﺟﺪة‬

NCBC Riyadh Regional Office (RRO)

Riyadh

60624 XXXX

‫اﻟﺮﻳﺎض‬

‫اﻷﻫﻠﻲ ﻛﺎﺑﻴﺘﺎل‬ ‫اﻟﻤﻜﺘﺐ اﻹﻗﻠﻴﻤﻲ اﻟﺮﻳﺎض‬

Main Information Technology Center

Jeddah

60555 XXXX

‫ﺟﺪة‬

‫ﻣﺮﻛﺰ ﺗﻘﻨﻴﺔ اﻟﻤﻌﻠﻮﻣﺎت اﻟﺮﺋﻴﺴﻲ‬

K10 Information Technology Center

Jeddah

60666 XXXX

‫ﺟﺪة‬

‫ ﻣﺮﻛﺰ ﺗﻘﻨﻴﺔ اﻟﻤﻌﻠﻮﻣﺎت‬K10

Training Center

Jeddah

60966 XXXX

‫ﺟﺪة‬

‫ﻣﺮﻛﺰ اﻟﺘﺪرﻳﺐ‬

Al Mahmal

Jeddah

60121 XXXX

‫ﺟﺪة‬

‫اﻟﻤﺤﻤﻞ‬

Al Tahliah

Jeddah

60123XXXX

‫ﺟﺪة‬

‫اﻟﺘﺤﻠﻴﺔ‬

Al Khaldiah

Jeddah

60114 XXXX

‫ﺟﺪة‬

‫اﻟﺨﺎﻟﺪﻳﺔ‬

Al Jawhara

Jeddah

60787 XXXX

‫ﺟﺪة‬

‫اﻟﺠﻮﻫﺮة‬

Al Nakheel

Jeddah

60104 XXXX

‫ﺟﺪة‬

‫اﻟﻨﺨﻴﻞ‬

Al Morjanah

Jeddah

60619 XXXX

‫ﺟﺪة‬

‫اﻟﻤﺮﺟﺎﻧﻪ‬

Treasury

Jeddah

7 XXXX

‫ﺟﺪة‬

‫إدارة اﻟﺨﺰﻳﻨﺔ‬

Treasury

Riyadh

1 XXXX

‫اﻟﺮﻳﺎض‬

‫إدارة اﻟﺨﺰﻳﻨﺔ‬

Treasury

Khobar

2 XXXX

‫اﻟﺨﺒﺮ‬

‫إدارة اﻟﺨﺰﻳﻨﺔ‬

CUSTOMER SERVICE LINES

‫ارﻗﺎم ﺧﺪﻣﺎت اﻟﻌﻤﻼء‬

CUSTOMER SERVICE LINES

NUMBER

Corporate Banking

9 2000 0856

E-Corp

‫ﻣﺼﺮﻓﻴﺔ اﻟﺸﺮﻛﺎت‬

9 2002 4288

POS

‫اﻟﻤﺼﺮﻓﻴﺔ اﻹﻟﻜﺘﺮوﻧﻴﺔ ﻟﻠﺸﺮﻛﺎت‬

9 2000 0856

Cash management

‫ﻧﻘﺎط اﻟﺒﻴﻊ‬

9 2002 4288

Wessam

‫إدارة اﻟﻨﻘﺪ‬

800 244 2424

Private Banking

‫اﻟﻮﺳﺎم‬

800 760 0000

Sales

‫اﻟﺨﺪﻣﺎت اﻟﺨﺎﺻﺔ‬

800 244 1005

AlAhli Phone Banking

‫اﻟﻤﺒﻴﻌﺎت‬

9 2000 1000

‫ﻫﺎﺗﻒ اﻷﻫﻠﻲ اﻟﻤﺼﺮﻓﻲ‬

Quick Pay

9 2000 0330

‫ﻛﻮﻳﻚ ﺑﺎي‬ (‫اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ )داﺧﻠﻲ‬

HR Service (Internal)

4030

IT Technical Service

800 244 0304

‫ﻣﺮﻛﺰ ﺗﻘﻨﻴﺔ اﻟﻤﻌﻠﻮﻣﺎت‬

IT Help Desk (External)

012 646 5900

‫ﺗﻘﻨﻴﺔ اﻟﻤﻌﻠﻮﻣﺎت اﻟﻤﺴﺎﻋﺪة‬ (‫)ﺧﺎرﺟﻲ‬

IT Help Desk (Internal)

60 555 5900

‫ﺗﻘﻨﻴﺔ اﻟﻤﻌﻠﻮﻣﺎت اﻟﻤﺴﺎﻋﺪة‬ (‫)داﺧﻠﻲ‬

BRANCHES

EXTENSION - ‫اﻟﺘﺤﻮﻳﻠﺔ‬

‫اﻟﻔﺮوع‬ ‫ﻣﺪﻳﺮ اﻟﻔﺮع‬

Branch Manager

2222

Deputy Branch Manager

2020

‫ﻧﺎﺋﺐ ﻣﺪﻳﺮ اﻟﻔﺮع‬

Ladies Branch Manager

2121

‫ﻣﺪﻳﺮة ﻓﺮع اﻟﺴﻴﺪات‬

Ladies Deputy Branch Manager

2323

‫ﻧﺎﺋﺒﺔ ﻣﺪﻳﺮة ﻓﺮع اﻟﺴﻴﺪات‬

Operation Manager

2000

‫ﻣﺪﻳﺮ اﻟﻌﻤﻠﻴﺎت‬

Branch Supervisor

2500

‫ﻣﺸﺮف اﻟﻔﺮع‬

WESSAM Supervisor

2555

‫ﻣﺸﺮف اﻟﻮﺳﺎم‬

Relation Manager

2400

‫ﻣﺪﻳﺮ اﻟﻌﻼﻗﺎت‬

Security

2011

‫اﻷﻣﻦ‬

Tea Room

2111

‫اﻟﺴﺎﻋﻲ‬

Customer Service

25 XX (01 to 54)

‫ﺧﺪﻣﺎت اﻟﻌﻤﻼء‬

WESSAM Customer Service

25 XX (56 to 99)

‫ﺧﺪﻣﺎت ﻋﻤﻼء اﻟﻮﺳﺎم‬

Tellers

24 XX (01 to 99)

‫اﻟﺼﺮاﻓﻮن‬

FAX

29 XX (01 to 50)

‫اﻟﻔﺎﻛﺲ‬

Branch-to-Branch Dialing

60 YYY XXXX

YYY = Branch Number ‫رﻗﻢ اﻟﻔﺮع‬ XXXX = Extension ‫رﻗﻢ اﻟﺘﺤﻮﻳﻠﺔ‬

‫اﻟﻤﻜﺎﻟﻤﺔ ﻣﻦ ﻓﺮع إﻟﻰ ﻓﺮع‬

www.alahli.com |

| 9 2000 1000

AHALINA

AN EVOLVING COMMUNITY NCB’s goal for supporting independent women

NCB aims at ensuring a stronger community through its Ahalina initiatives. One of the most successful initiatives is the Alahli productive families program, which focuses on women aged 18-60 years specifically from the lower income bracket. This goal of this program is to build a better productive future.

The feature that stands out about this program is the bottom-up approach, as it takes these women through all the necessary vocational training courses in order to create, manage and maintain a successful business. The first step of this cycle is a series of competitive training workshops that focuses specifically on five artisanal handicrafts that will help them acquire new skills or enhance their current skills, increasing their employment opportunities, and potentially help them secure a steady source of income.

The next step of the cycle is providing an interest-free micro finance loan to these independent Saudi businesswomen starting from SAR 3,000 – SAR 10,000. This enables them to establish their business idea successfully. Once their business generates enough or more returns they are then supported further by being given extra rewards such as larger loans to enhance their business ventures furthers. As their business would likely be in the early stages, NCB offers a free marketing and sales promotion service that provides opening marketing channels for them to reach their clients effectively. In addition, they are supported by NCB through being given sponsorships, trade shows, promotions, booths in events around – and sometimes outside – the kingdom.

Ahalina programs constantly work towards making sure that the community thrives in any way possible. This program is aimed at building a stronger independent female with a successful entrepreneurial idea to ultimately help improve their standard of living.

BRINGING IDEAS TO LIFE

ACCELERATING BUSINESSES

The program starts from the smallest grain of an idea. It first brings those who have an idea and plan to begin a business or project. From there, NCB offers them the knowledge and information regarding the market they plan on entering, to minimize the risk they are taking by establishing the business. In addition, they are provided with market and financial studies that would leave them fully prepared to tackle the business head on.

After the training phase, NCB sends the entrepreneurs to accelerators and incubators who work to further develop their ideas as well as flesh out all the nuances necessary so that the idea is almost ready to jump right into the market. These accelerators and incubators work toward building the entrepreneurs so that they donâ&#x20AC;&#x2122;t enter a difficult business world underprepared, and arming them with the necessary know-how to thrive in the competitive entrepreneur landscape.

Moreover, they are taught the skills necessary to successfully run a business, through training and workshops in a program called How to Start Your Small Business.

NCB then helps the young entrepreneurs with their networking circles by introducing them to investors who might help support their business. NCB also continues to follow up with their trainees long after their workshops are done, giving them further support.

With Ahalina, NCB ensures that the entrepreneurs of the future are always making their way to the market with great opportunities, especially if they have a well-defined idea and a strong entrepreneurial mindset. Regardless of their experience in an always evolving and increasingly competitive business world, Ahalinaâ&#x20AC;&#x2122;s focus on building a strong community of locally made business leaders is a sign of their strong leadership sense.

AHALINA

A BRIGHT FUTURE NCB Supports Young Entrepreneurs

Alahli Entrepreneurs program have developed to help young, up-and-coming business leaders and entrepreneurs reach their fullest possible potential. Ahalina is a program entirely dedicated toward empowerment, and thus works extremely hard to empower people with entrepreneurial mindsets from all walks of life.

Deena Ali H. Istanbouli Senior Credit Officer Working in NCB for 8 years has empowered me to grow and succeed in the field of banking. Throughout the years, management has continuously showed me support and enabled me to achieve a great milestone in my field. Without their continuous support, I would not have been able to grow in Risk Group and be the only woman in the bank as a Senior Credit Officer. I have always aimed at performing with the highest professional standards for the best image of Corporate Risk Management, Risk Group and NCB. NCB is committed to provide best in class training and development to its employees to equip them with the technical, behavioral and leadership competencies required to effectively and efficiently support the achievement of one of the bank’s strategic aspirations of being “the Employer of Choice”. At NCB training and development provided through various methods including classroom training, workshops, technical attachment with international counterparties, professional certification, coaching and mentoring and attending

conferences. The bank has recognized the talent amongst Saudi women and is determined to grow its team of women by greatly investing in their training and workshops in line with the goals of Vision 2030. Today, women constitute a major part of our workforce and NCB is dedicated to enable women to excel and invest in their development. The Bank is determined to create an environment of equal opportunities through their new programs (Rowad, Wessam, Admin Assistants...) that gives great opportunities to all. The management believes that women have a great economic contribution to the success of our bank, one that will allow it to further grow in the future. I am highly appreciative of the management, who has always provided me with the support and training I needed and I will always be proud of being an employee of this respected organization.

PEOPLEâ&#x20AC;&#x2122;S BANK

WOMEN TAKE THE LEAD Bodour Ibrahim

Deema H. Al-Hamdan Chief Private Banker NCB provided me with a major learning curve I have ever experienced. My leaders, my colleagues have been the number one source of education and on-job training. The long discussions, the arguments and the disagreements throughout my experience shaped up my skills and therefore helped in the way I lead my ship today. NCB leaders opened their doors to me to learn, to ask questions and to listen to what I need to say. Open door policy that cascades from top down is one of success factors we live and a great strategy to build future leaders. Even if courage to make decisions comes from within, an employee also needs the support, someone who believes in you for those decisions to take place.

The management believed in the equality between male and female, therefore placed their trust in us, and we have taken the responsibility not to let them down, or let ourselves fail. I have learned to listen, because my voice was heard. I have learned to be patient, because Iâ&#x20AC;&#x2122;ve had several chances.I have learned to be tough and smile, because no matter what happens we always have to keep good relationships with each other. Be grateful to each and every person that you crossed roads with. Learn from everyone, and grow to become a better version of yourself.

Here are a few ways the bank do this: Digitize Core Processes

A Strong Risk Management Culture

Increasing the efficiency of banksâ&#x20AC;&#x2122; processes, by focusing on digitization for the purpose of speeding up the core risk such as credit applications and underwriting. By digitizing, the banks are able to remove human biases and miscalculations that digital programs and processes are able to catch and determine.

Despite nearly half of the worldâ&#x20AC;&#x2122;s bank employees having at least some risk management training, there still needs to be a large focus on culture. Employees must make it part of their daily tasks to find, assess, and alleviate risks well before they arise. It is necessary for technology to aid those efforts, but human supervision must remain a key contributor to each facet of risk management.

Enhance Risk Reporting

Refreshed Hiring

Ever-changing technology and the need to adjust to market developments require rapid, fact-based decision-making, which means better risk reporting. While regulatory requirements have already worked to improve the quality of the data used in risk reports and their timeliness, less attention has been given to the format of reports. Replacing paper-based reports with interactive tablet solutions that offer information in real-time and enable users to do root-cause analyses would allow banks to make decisions faster and to identify potential risks more quickly.

Sometimes, hiring individuals with an outsider perspective can help banks detect risks that banking insiders may miss. Collaborations with data scientists who possess advanced mathematical and statistical knowledge are needed to convert data insights into business actions. Risk managers will become counselors to business areas, while traditional operational areas will require fewer staff. Attracting talented employees will be a challenge, as potential candidates tend to prefer technology firms if and when banks strengthen their value propositions.

Regardless of the approach, risk management is necessary for any bank to succeed. With technology becoming as much of a burden as it is a gift, banks have to work overtime to ensure it remains the latter.

PEOPLEâ&#x20AC;&#x2122;S BANK

Risk Management in the

MODERN AGE

Rapid advancements in technology create industry disruptions, especially in the last few years, thereby creating substantial obstacles. Because of this, about 50% of bank employees have training in some risk management courses, to help minimize this risk.

www.alahli.com |

| 9 2000 1000

INTERNATIONAL BANKING & TECHNOLOGY

The American economy is still recovering from what has now become colloquially known as the Great Recession. Over the last decade since the crisis unfolded, the American government added regulations to help curtail the crisis as well as ensure that it won’t happen again. The American Federal Reserve made low-interest emergency loans to banks to stop them from fully collapsing.

The American government also enacted the Troubled Assets Relief Program (TARP), which bailed out banks through over $700 billion. By early 2009, the American congress passed a stimulus package that pumped $800 billion back into the economy through tax-cuts. A year later, the American congress also passed a bill known as the Dodd-Frank Law, which heightened financial transparency and prevented high-risk predatory lending practices. One key factor that caused the Great Recession in 2008 were policies that have negative effects that were unexpected.

deliberately broken up, saying, “If they’re too big to fail, they’re too big”. All financial players throughout the world felt the burden of the mortgage crisis. Homeowners lost their homes, investors lost their money, and many banks ceased to exist. The impact of this crisis is still felt a decade later; there are less homeowners in the United States has been on a steady decline since reaching a high point in 2008, the average debt in the country has been on the rise, and trust in financial institutions has never been lower.

Mortgage brokers were encouraged to make riskier loans through bonuses, which is a moral hazard. Banks planned on selling mortgages to 3rd parties, which freed them of the burden of the risk. Also, banks realized that they could be bailed out by the government, which incentivized them to make risky lending practices thanks to the phrase “Too Big to Fail”. Some critics of the bailout, such as Alan Greenspan, believe that such large organizations should be

America and central banks around the world is working toward remedying the impacts of the crisis, but the effects are still highly in place today.

far beyond their means. Because so much money was being thrown into the housing market, the prices for homes kept increasing thanks to the higher demand. The laxer requirements for lending and the low interest rates that would balloon drove housing prices higher, meaning that mortgage backed securities were great investments. If the borrower made their payments, they would get a return on their investment, and if they defaulted, they still have a house that they could sell for an ever better return. However, that wasn’t the case. The housing bubble grew immensely, but as is the case with bubbles, it burst. Homeowners could not keep up with the ballooning housing payments which led many borrowers to default. This put more houses back on the market for sale but there weren’t people to buy them. The supply for houses was up but demand was falling as an incredible rate. As prices fell, borrowers had mortgages far beyond the worth of their homes, so they stopped

making payments altogether. This led to institutions no longer purchasing subprime mortgages, while others were trapped in bad loans. This came to an impasse in 2007 when many lenders like the Lehman Brothers declared bankruptcy. The entire financial system felts the full brunt of the housing bubble bursting. This led to widespread panic. Trading almost completely froze as the stock market crashed, and the American economy was in shambles which led to the global economy suffering. As the saying goes, “When America sneezes, the world catches the flu.” Since large financial players were losing money thanks to their investments in America, they couldn’t afford investments in places like the Arab World. The demand for resources like oil and natural gas went down, which lowered their prices immensely. Despite this, one of the things found is that banks in the Arab World who followed Islamic banking regulations were affected much less thanks to their lessened reliance on interest rates.

INTERNATIONAL BANKING & TECHNOLOGY

LOOKING BACK AT THE 2008 MORTGAGE CRISIS A DECADE LATER

In 2008, the Unites States faced its biggest financial crisis since the Great Depression nearly 80 years earlier. The country was hit by a mortgage crisis that saw a housing bubble burst, impacting everyone both in the Unites States and out of it. Realtors, individuals, bankers, and governments all felt the blunt effect of the crisis. To understand the effects of the 2008 mortgage crisis, it is necessary to understand what led up to it and the response to it.

To understand the mortgage crisis, one must understand how mortgages work. When many Americans wanted to purchase homes, they would get loans worth hundreds of thousands of dollars for the house, and in return, the home-buyer would offer a contract that states that they would portioned principal payments plus interest over a period of time to whomever owns the contract. If they fail to make those payments, they go into default, and whomever owns the contract gets the house. The contract owner does not necessarily have to be the bank, as banks oftentimes sold those contracts to 3rd parties. Traditionally, it was difficult to get mortgages if the potential home-buyer has bad credit or unemployed. Banks and lenders did not want to run the risk that a buyer might default on their loan. However, this was not the case in the years leading up to the mortgage crisis. Looking for relatively lower-risk/higherreturn investments, investors looked to the American housing market due to the

belief that they would get high returns on the interest rates. Investors did not deal directly with individuals. Instead, they invested in mortgage backed securities. These are created when large financial institutions securitize mortgages buy thousands of mortgages, bundle them together, and then shares of those bundles are sold to investors, which investors found as very profitable and safe, thanks to the prices of homes increasing dramatically. To them, the worst-case scenario would be that the owner defaulted on their loans, and the home would be sold for even more money. Since investors wanted to buy as many of these securities as possible, lenders did all they could to create more securities, which required more mortgages. That led to lower standards for lending to possible homeowners, which are known as subprime mortgages. Some lenders used predatory lending practices by making loans to those with unverified income and made payment plans that people could initially afford, but would soon balloon

Interest Interest rates vary from country to country based on a number of different factors. Some banks follow Islamic banking, where instead of direct interest, the banks add the use of commodities tofacilitate their credits. In other countries, the authorities regulate interest rates through their respective central banks, while others believe that the free market alone should be the determining factor in setting interest rates, and thus have minimal regulation from that end.

Taxation

Bailouts

With many countries’ leaderships having differing positions on taxes, it is important to note the impact it may have on how banks in those countries operate. Some countries like the United States require residents to file for taxes and declare their purchases, meaning the banks do not automatically withdraw taxes from their customers’ accounts. Instead, the customer would file for and pay their taxes themselves.

Sometimes, governments may give financial assistance to businesses to save the economy from collapsing – banks especially, as their performance creates a domino effect in the economy, and are therefore considered to be “too big to fail.” The biggest example of this would be in 2008, when the US government bailed out a number of banks after that year’s mortgage crisis.

This is different from countries like Norway, where banks work directly with the Norwegian government to automatically calculate and withdraw the taxes from the account of the residents. There are also many smaller countries where exceptions on lower income residents are made; they are taxed only if their income hits a specific amount.

Government bailouts have occurred in other countries as well, as was the case in the early 1990s in Sweden, where a burst housing bubble led to a severe credit crunch. The Swedish government bailed out many of the country’s banks, but in return suffered a loss of about 4% of their GDP due to the bailout.

INTERNATIONAL BANKING & TECHNOLOGY

BANKING WORLDWIDE: HOW DIFFERENT COUNTRIES APPROACH BANKING

Banking basics may be similar across the globe, but there are major differences in how banks are run based on the country in which they are located. Here are some of the different ways banking is approached by different governments.

ING

CITIBANK

Leaders of the Digital Age

A Global Bank, Literally

Partnering with over 60 of the world’s finest companies from around the world, ING is the go-to European bank thanks to its constantly innovative technology. They have policies in place that position technology above other priorities. With what many have described as the best banking app on the market, the Amsterdam-based institution continues to grow by the day, thanks in no small part to their pioneering digital advancements.

With branches and services in 98 countries worldwide, CitiBank made a commitment to being the world’s bank in every sense of the word. Their dedication to serving different countries, many of which have differing cultures and banking policies, is no easy task. In April 2016, Citi advised Central Group of Companies on its US$1.1 billion acquisition of hypermarket chain Big C Vietnam, further proving their focus on being a major player in the global market.

BANK OF AMERICA

MAYBANK

The Face of Corporate Banking

A Focus on Islamic Banking

Bank of America is one of the biggest names in American banking. By establishing productive relationships and partnerships with 80% of the Global Fortune 500 and 96% of the US Fortune 1,000 companies, it has made itself the top choice for large, billion-dollar corporations to handle their finances.

Malaysian bank Maybank-Islamic is the world’s largest fully Islamic bank. With the large Muslim population in Malaysia, the country ensured that the bank offers its citizens a truly Islamic banking experience. Interest is eliminated nearly altogether and instead earns its money through wise investments.

There is no doubt that being the top of one’s field is admirable and something to aspire to, but to truly become a leader, banks must be aware of their strongest suit, and focus their energies that way. Whether technological or cultural, banks must understand the value of their brand and strive to create policies that support them.

INTERNATIONAL BANKING & TECHNOLOGY

BANK POLICIES THAT SHOT BANKS TO THE TOP

Banks around the world have been working hard to develop policies, ideas, and innovations that would put them ahead of the curve in an ever competitive environment. With so many banks and financial institutions vying for customersâ&#x20AC;&#x2122; business, some notable ones have come up with guidelines that they moved them to the top of the ladder.

The biggest problem with these fraudulent accounts is that customers were paying a US$40 annual fee for these accounts that were opened without their knowledge or consent. With over 2 million of these fees, the bank was able to make US$80 million through fraudulent accounts that came directly from the consumers’ pocket. Wells Fargo’s initial reaction was the biggest example of poor leadership. In a statement, the bank blamed the over 5,000 sales employees and absolved the leadership of any blame whatsoever. They claimed that the employees opened these accounts without the knowledge of the bank, and were acting on their own to achieve their bonuses. The second failure of leadership involves a failure of accountability. Then company CEO John Stumpf said that recovery from the scandal would be done under his watch, when the issue arose under his watch. He either did not know about it, which is a leader’s responsibility to understand the ins and outs of how his

company operates; or he did know, which isn’t just negligence, it’s criminal.In the months following the breaking of the scandal, Strumpf was forced to resign, and Wells Fargo has not recovered since. With its stocks on a dramatic downfall ever since the scandal broke, more and more people are closing their accounts and withdrawing their savings from the bank. There is also the issue that many of the bank’s branches have shut down all across the United States due to less people willing to trust their money with the bank. When they were once the top bank in America, today, Wells Fargo has been overtaken by banks like Bank of America and JPMorgan Chase. Wells Fargo suffered due to poor company culture. The leadership’s failure to properly identify the problem, or even worse incentivize it, has led to the downfall of a bank that was once one of the most well-known and trusted banks in the world.

INTERNATIONAL BANKING & TECHNOLOGY

A FAILURE IN CULTURE: WELLS FARGO’S ACCOUNT FRAUD SCANDAL

Leadership and culture go handin-hand. When a company has a positive and effective culture, it’s due to leadership setting that culture. The same is true of the opposite – corrupt culture comes from the top. As revealed in 2016, Wells Fargo had created a culture that permitted the bending and breaking of rules and regulations at the expense of the customer. In September of 2016, Wells Fargo was hit with a US$185 million fine for illegal sales practices that involved opening more than 2 million accounts and credit cards without the knowledge of the customer. This practice was incentivized as members of the Wells Fargo sales teams received financial bonuses for reaching certain account milestones. These practices were discovered to have been occurring in the bank for over 4 years.

Do Get Input, Don’t Let Them Walk All Over You

Do reinforce, Don’t Ignore

It’s always appreciated by an employee when their input is taken into consideration. However, if you allow your employees to override you on decisions you disagree with, they’ll view you less as a leader and more as a layer of bureaucracy that could easily be superseded. It is great that the employees feel that their ideas are appreciated, but it should not come at the expense of their respect for you and your position.

Both positive and negative reinforcement are necessary, but it’s important to find the right balance. Good performances should be rewarded, and bad ones should be addressed. The thing you should avoid is completely ignoring when something is done positively or negatively. This would lead to an employee feeling disregarded, which would more often than not lead to the employee become less effective over time because of the lack of response to whatever work they do.

No matter the leadership position, workplace environments make the employees feel like they’re appreciated, respected, and valued. Your job, as a leader, is to be able to cultivate that to increase productivity, but also retain the employees on the long run. Remember, the environment is just as important as the job itself.

AMBITIONS REALIZED

WORKPLACE ENVIRONMENT DO’S AND DON’TS

Leaders reflect their personalities in their work environment. More often than not, the environment of the workplace is cultivated by those on top, and there are many approaches those leaders can take to ensure that the environment works for them, as well as the employees they are overseeing. No matter the approach, however, there are certain things leaders must work toward or avoid for the bank’s best interest. Here are some things that leaders can do to improve their work environments.

Do Request, Don’t Command One of the biggest detriments to the workplace environment is a lack of proper communication. If a leader fails to communicate correctly, it causes legitimate tension throughout the entire office. It’s not only what you say to your coworkers and employees, it’s how it’s said. Employees should be aware of the tasks required of them, but asking them for the task to be done instead of demanding it would go a long way.

We’ve all been made to understand that perfection equals excellence, but there are psychological issues that could hamper your productivity and efficiency when you focus on this too much. This includes contemplating the smallest of details and prioritizing them over the urgency of submitting your work. If you find that your tendency to strive for perfection leads to an extreme focus on the minute details, change gears and use it to your advantage!

Don’t Stress the Details Perfectionists tend to spend more time stressing over the small details than doing actual work. While you should be detail-oriented, don’t waste time on tiny details that won’t really matter in the larger scheme of things, as this reduces productivity immensely.

Don’t Miss Deadlines Striving for perfection when you’re on a tight deadline will lead to you missing it. No matter how perfect you want your work to be, if you turn in incomplete work or, even worse, miss the deadline completely, you will negatively impact your work flow and your team’s.

Strive for Excellent, not Perfect One of the most important aspects of any business is working toward achieving excellent work. There’s a fine line between excellence and perfection, however. There are many factors to excellence, and one of them is productivity and efficiency. It is necessary to remember that perfection is unattainable, but excellence is. No matter how much you’re working toward removing each and every flaw in your work, perfection is impossible to reach. Being detail-oriented is one thing, being unproductive in the name of perfectionism is not. So remember that you can’t reach perfect, but you can get as close as possible to it without reaching the point of unproductive.

AMBITIONS REALIZED

MAKE YOUR PERFECTIONISM WORK FOR YOU Do you find it difficult to live up to your own high personal standards? Do you get bouts of anxiety when you don’t get the results you were hoping for? Have you been told your expectations are too high? Did you ever submit late work or be the cause your coworkers’ late work because “it wasn’t perfect yet”? Do you find it impossible to reach your goals because they never seem to be good enough? If you answered yes to any of these questions you might be a perfectionist.

Self-awareness is your understanding of yourself and what makes you tick. It is your ability to clearly identify what you individually need for your own emotional and mental stability. Self-management put simply, is your ability to do or not do for yourself. It is your ability to put aside short-term satisfaction in the pursuit of long-term gratification, to clearly define what will give you fulfilment in life and your decisiveness in going after it. These two traits are what make up your sense of personal competence. Social awareness is your ability to pick up on other people’s emotions and understand what the driving force behind them is. It is determined by your capacity to observe and listen, to perceive what others are thinking and feeling even if you aren’t feeling the same way. Your sense of social awareness is directly tied to your ability to read others. Relationship management is your ability to use your awareness of other’s emotions in relation to your own, to navigate interactions with people successfully. This will ensure clear communication and effective handling of the conflict. These two traits are what make up your sense of social competence. Now is the time to work on these EI skills and competencies, develop deeper empathy and develop some fantastic leadership skills. Remember that great leaders create more leaders.

EI is the key: act now, don’t stop. Be Amazing Every Day. Change the world.

AMBITIONS REALIZED

Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others. -Jack Welch [An expert in EI as well as CEO of General Electric between 1981 and 2001. During his tenure at GE, the company’s value rose 4,000%]. An individual who is in tune with his or her own emotions is much more likely to be able to understand and empathize with the emotions that impact the attitudes and behaviours of others. In my experience, those people who display outstanding leadership qualities tend to possess high emotional intelligence – in fact, I have never found a leader who is not constantly working on these soft skills. It’s important to realize that leadership isn’t an inherent part of being in a position of authority. Leadership is something that employees bestow upon the most effective managers, and is reserved for individuals with high standards of integrity and outstanding communication skills. It is all about the powerful emotion we all feel AND selfawareness. Try to think of how you felt the last time your emotions ran high.

Everything we see, hear smell, taste, and touch pass through us in the form of electrical signals (action potentials), moving from cell to cell until finally reaching our brains. They move through the base of the brain (the Medulla Oblongata), near the spinal cord, before reaching the frontal lobe; the place where all that even, calm rational thinking can take place. The only problem is that these signals must pass through your limbic system (the place where emotions are born) before they are able to reach your rational, clear-headed frontal lobe. This means that everything we sense, everything we see, hear, smell, taste, and touch, is experienced emotionally before it is ever experienced rationally. Now, this isn’t necessarily a bad thing. It’s our emotions, coupled with our rational thought, which has allowed human beings to evolve and flourish the way we have. Without our emotions, without our senses of fear, anger, happiness, sadness, and shame (our 5 core emotions) we may not have made it this far as a species. The problem lies in an inability many of us have with allowing our emotional and rational brains to communicate effectively.

EI can be broken into two categories that each have two sub-categories respectively. You have:

Were you up on top of the world riding a blissful wave of euphoria and joy? Or were you fighting the urge to rearrange everything in your room by throwing it • around in a fit of anger? No matter what the case may be, our brains are hardwired to override our rational thought in favour of our emotions. Understanding your own • emotions is crucial to your sense of wellbeing and re-writing your success story.

Personal Competence, consisting of self-awareness and self-management. Social Competence, consisting of social awareness and relationship management

‘Anyone can be angry--that is easy. But to be angry with the right person, to the right degree, at the right time, for the right purpose, and in the right way--that is not easy’. –Aristotle

Emotional Intelligence can be the most powerful weapon in your armoury. It will help boost your self-awareness, selfcontrol, belief in yourself, empathy and other essential social skills. All of which can help you become a much better leader. There was a time when IQ (Intelligence Quotient) was the only predictor of future success (and is still dominant in academic institutions, with GMAT, SATs and IQ testing being very widespread)– those with ‘high IQ scores’ were seen a ‘being clever’, ‘smarter’ and ‘winners’. We now know that EI more accurately predicts future success and happiness for leaders. Our understanding of what is now required to be is successful has become clearer thanks to advances in neuroscience. Research is looking at how the brain functions under pressure and the best way of becoming more empathetic. Emotional intelligence refers to having the ability to recognize and understand emotions and their impact on behaviour and attitudes. Those who have a high degree of emotional intelligence are in tune with both their own emotions and the emotions of other people with whom they come in contact. Emotional intelligence is all about awareness of self and others. Being sensitive to a colleague’s feelings and perceptive of other people’s emotions means having the ability to intuitively facilitate improved performance based on this knowledge. Emotional intelligence is thus a way of recognising, understanding, and choosing how we think, feel, and act. It shapes our interactions with others and our understanding of ourselves. It defines how and what we learn; it allows us to set

priorities; it determines our daily actions. Research suggests it is responsible for as much as 80 per cent of the success in our lives. Emotional intelligence is the ability to sense, understand, and effectively apply the power and acumen of emotions as a source of human energy, information, connection, and influence. -Robert K. Cooper, PhD

The modern workplace should be characterised by open communication, positive teamwork and a mutual respect among employees and their supervisors. Possessing improved Emotional Intelligence allows managers and leaders to better understand and inspire people they supervise. I am sure you may have met Individuals who come from the ‘old-school philosophy’ of management; those who use power and force by intimidation. They often find it challenging to adapt their management style to the demands of today’s flexible workplace. In the challenging modern business environment, these authoritarian managers are much less likely to be successful in the long term than those who utilize a more EI inspired style of management. If you want to succeed in the business world now and in the future, it’s critical that you understand the role of Emotional Intelligence. Managers who possess great emotional intelligence skills, approach supervisory responsibilities from a different perspective than authoritarian managers. They will understand the importance of communicating effectively with all staff members, inspiring their team and treating each employee with respect. Those who want to be effective future leaders need to be developing a deeper understanding of the concept of Emotional Intelligence and applying it to all their management strategies.

AMBITIONS REALIZED

THE FUTURE IS EI. THE FUTURE IS AMAZING. Tim T Dingle Senior Consultant Trainer at ACE (Middle East).

There is no doubt that improving Emotional Intelligence (EI or EQ) is the future of excellent leadership. The good news is that you can start right now to improve your score. Sounds crazy? Consider this â&#x20AC;&#x201C; according to the Centre for Creative Leadership, an incredible 75 % of careers are derailed for reasons related to poor emotional competencies. These include the inability to deal effectively with interpersonal problems; weak team leadership during times of difficulty or conflict; the inability to adapt to change; and the lack of trust that exists in poorly performing teams.

Mahmoud Yahya Sagga I personally believe in two main things in leadership: 1. Getting all members on board by explaining the bigger picture and their contribution to reach it, to realize their value and get their buy in. 2. Lead by example thru actions rather than words

Some of my favorite quotes on the subject: 1. “Innovation distinguishes between a leader and a follower”. Steve Jobs 2. “Leadership is a choice, not a position”. Stephen Covey

Rasha M. Abu Alsaud “In my opinion, no matter what is the leadership style of an individual there are essential qualities of inspirational leaders who are able to bring their teams to success.

Such qualities include being: • Trustworthy • Consistent • Authentic,

• Respectful

Regardless of their position within the hierarchy, inspirational leaders choose to lead, face challenges and live the values of the enterprise to set the pace for others. They don’t fear to empower others, admit their mistakes and are full time learners.“

Ziyad M. Al-Joudi Different situations call for different leadership styles. However, as you develop your personal style of leadership, you’ll be faced with many choices while your business goes through its lifecycle. Successful leaders recognize that their style will indeed need to change in response to both internal and external forces.

The true meaning of a leader is to produce more leaders, not more followers. Leaders go the extra mile to make employees feel special, wanted and recognize their competency and skill levels that help motivate them to perform better.

ISSUE SPECIAL

QUOTES ABOUT LEADERSHIP Bodour Ibrahim

Salem A. Bin Mahfooz

Abdulaziz F. Al-Fayez

Saleh Saleh

Successful leaders know how to keep a cool exterior and stay level-headed, even when dealing with difficulties. No matter what’s going on in the background, impactful leaders remain confident, serving as both a positive example and a constant assurance for their team.

“Collaboration between leadership and our team enables ideas to flow up the organization, leading to empowered employees and better decision-making.”

On my view one of the important aspects of leadership is for the leader to be at the front when the team is facing challenges, and being at the back when the is team is celebrating success.

6. Practice your leadership skills. Reinforcement.

Making requests. •

Make sure requests are clear and follow company procedure.

Don’t make your request a command. No need to flex your power muscles! Identify who will complete the request, the timeline, and the resources needed.

•

Praise good work and specify accomplishments. Encourage this within the team.

•

Remember that you don’t serve each other, instead you serve a higher goal.

•

Respect your team’s expertise and accept their ideas.

•

Understand each other’s motivations and expertise.

•

Ensure each team member has sufficient responsibilities proportionate to their skills.

•

Critique other leaders with respect.

•

Don’t nitpick and obsess over other leaders’ mistakes.

Observing.

•

Avoid misunderstandings over small issues.

•

Reprimanding. •

Give your feedback without delay, but in a calm tone.

Only reprimand after a full investigation. Avoid bring up previous issues. Reprimands should correlate to the mistake at hand.

•

Complaints. • •

Avoid situations that cause conflict.

Listen to both the complainant, and the subject of the complaint. Stick to the decision you make, and ensure both parties are briefed thoroughly.

Dealing with other leaders.

•

Make sure to observe all processes, systems, and project executions.

Point out both good work and poor performance. Understand the bigger picture to better process reports.

Reaching your business goals doesn’t only entail completing tasks and projects. It also means that you have ensured the growth of your employees and team members, their evolution, and their increased productivity.

ISSUE SPECIAL

CREATING A DREAM TEAM

Any organization is only as strong as the team that runs it. Here are some tips to help you assemble that model team and ensure that you are meeting your business goals. 1. Define your goals. Make sure they are in line with the management’s rules, regulations, and vision.

2. Define the capabilities and requirements needed to reach your goals. This includes the size of your team, and important traits like creativity, leadership skills, and ingenuity. Choose the right people and conduct the proper evaluations and trainings.

3. Communicate directly with the team. Ensure that they have full knowledge of their roles and responsibilities. Create communication channels that are easily accessible to everyone. Here’s an acronym to remember when communicating with your team members: “HUMAN TOUCH” H: Hear them U: Understand their feelings M: Motivate them A: Appreciate their efforts N: News updates are important T: Train them O: Open their eyes U: Understand their uniqueness C: Contact them H: Honor them

4. Build a communal team spirit and a healthy work environment and culture. Trust your team and their abilities.

5. Have a system of incentives. Base them on the performances of the entire team and its individual members.

A Faster Pace Time is also an important issue when it comes to leadership. The clock always seems to be moving faster with increased responsibility, so the stress with keeping up with deadlines as well as maintaining work of the highest quality is a difficult task to juggle. Leaders must not only manage their own time but also their subordinates’. This may mean less time at home, and less time for breaks.

The Public Eye What happens when deadlines are not met, or when the quality of the work is not up to par? This is a question that leaders must be aware of. Sometimes failure happens, sometimes it’s inevitable. However, leaders must be aware that mistakes and failure on their behalf are very public since there are more eyes on them. If a low-level employee makes a mistake, it’s less public than if a CEO makes one. It is important for leaders to take failure in stride, ensure that the mistakes are addressed and remedied, and focus on avoiding them in future.

Leadership positions are glamorous, and most employees’ ambitions are to reach those positions, but it is very important to remember that leading is not as easy as some may make it appear. There are sacrifices to be made, additional stress to handle, and people to manage. Therefore, one must be completely aware of both the ups and downs of leadership to be able to handle them correctly.

ISSUE SPECIAL

THE RESPONSIBILITY OF LEADERS Being in a position of leadership is nearly every employee’s ambition, but there are a few things that most people may not be fully prepared for when it comes to taking the position. Every promotion comes with its ups and downs, so it’s best to know what you’re getting into.

Praise and Criticism Fall on You When assuming leadership, the responsibility can be exciting or daunting, depending on how you approach it. It is very important to know that when it comes to the increased responsibility, both praise and criticism is increased exponentially. The heightened expectations for quality work fall solely on the leader’s shoulder, and thus must ensure that the delegation is done in a way that focuses on productivity and efficiency.

Different Personalities Of course, delegation is necessary for work to flow properly, but oftentimes, leaders have to deal with the personalities being delegated to. People being led may feel overworked or underutilized, while some may work harder than others, and some need to feel coddled when others can handle a reprimand. Managing these personalities in the office can take some time, but it is important so that the workflow does not suffer.

2013 2016

A NEW BEGINNING Even back in 2013, the newly appointed CEO Mr.Saeed AlGhamdi showed his commitment to leadership in his address to NCB’s employees.

A SECURE FUTURE With the world changing, and cyber security a global issue at the time, NCB discussed the importance of maintaining a secure technological presence.

TRUE SERVICE The latest issue discussed the importance of the customeremployee relationship through customer service. It went from the top down in discussing how customer service would take employees and banks to the next level.

‫ﻣﺠﻠﺔ دورﻳﺔ ﺗﺼﺪر ﻋﻦ اﻟﺒﻨﻚ اﻷﻫﻠﻲ اﻟﺘﺠﺎري‬

2018 (99) ‫اﻟﻌﺪد‬

‫مفاتيح نجــاح‬

‫خدمة العمالء‬

A TIDE OF CHANGE

BETTER PRODUCTIVITY

2014 was a landmark year for NCB. Awarded for their record growth rates and the launch of “Rowad Alahli”, the seeds were planted for the massive success they continue to show years later.

Issue 98 had productivity in mind. NCB’s effort to ensure that the employees are their best selves with tips and tricks for productivity that helped them with moving their careers forward.

‫فعالة‬ ّ ‫ستة أسرار‬

‫لزيادة مستوى رضا العمالء بقراءة‬ ‫صحيحة للغة الجسد‬

‫آراء كبار المدراء التنفيذيين‬ ‫في مجال خدمة العمالء‬

Better Banking KNOW TOMORROW’S

2014

2017

2018

CUSTOMER

RECOGNIZING 100 ISSUES EARLY TECHNOLOGY

2013 was a massive year for NCB. Celebrating General Manager Abdulhadi Shayif’s 30 year tenure with NCB. Even back then, Mr. Shayif foresaw NCB’s move toward fully incorporating Islamic banking.

Issue 34 in 2000 discussed the time saving abilities that technology offers us. Little did we know that we were about to enter an age where technology has become the lifeblood of every bank.

RISK AND REWARD Proving the leadership of NCB, issues 52-53 discussed risk management moving forward as well as announce NCB as the first bank in the Kingdom to use satellites to operate their ATM’s.

2000

2005

2013

A Vision to Lead Talking about leadership and its importance in corporatesâ&#x20AC;&#x2122; development, we need to emphasize that over a long journey of great achievements and successes, the National Commercial Bank kept an eye on being the Saudi banking industry leader. We will continue building on this to sustain NCBâ&#x20AC;&#x2122;s journey of excellence and focus on elevating NCB from being a market leader in Saudi Arabia to be the broader region leader. In achieving this, we are committed to our set vision of becoming the premier financial services group in the region and to the realization of our strategic objectives: To be Number One in Revenue and Profits, In this, NCB recorded net income for five consecutive years, continued its leadership in terms of asset volumes, retained its high international credit ratings and quality of finance portfolio and liquidity ratios, all highlighting its domestic and regional leadership, We aim to be the Best Digital Bank; our digital transformation initiatives and programs continued across all businesses, which made us on the top of best local and regional banks in digital transactions and applications. In customer service, our objective is to be the Best Bank in Customer service; our programs in this area were reflected in the improvement of service excellence index. Also, one of our strategic objectives is to be the Employer of Choice; our programs

focused on the development of our human capital, develop our leadership team and reach the highest level of performance through job rotation with our commitment in developing our competent and talented employees. To maintain our leadership positions, we have identified some key priorities to address emerging opportunities and challenges; expand market share, capture additional current accounts, and reduce net credit cost. However, continuity in leadership means we need to be flexible, as we operate in an economy that is undergoing fundamental transformation and compete in a highly dynamic industry. We are on the cusp of a new era as Vision 2030 will unlock exciting opportunities but will also raise the bar in terms of competitiveness and performance. While our strategic roadmap remains valid, we must redouble our efforts to drive and to enhance the speed and quality of our execution. In particular, we must deliver on the following priorities if we are to sustain our leadership: raise customer experience to a competitive differentiator, mature into best practice in digital channels, straight-through-processing and data analytics, spur product innovation and accelerate time-to-market, maintain a relentless focus on productivity, become a role model in governance, risk and compliance, and deepen a performance-driven culture.

FAISAL O. AL-SAGGAF CEO

..(My HR ‫ﻓﻲ ﺪﻣﺘ‬

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My HR INSURANCE

Name: Date: Company: Class:

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‫ﺣﻤﻠﻪ ﺍﻵﻥ‬ www.alahli.com |

| 9 2000 1000

‫ﻣ ﺮﻓﯿﺔ‬

‫اﻟﻌﺪد )‪2018 (100‬‬

‫ﻣﺠﻠﺔ دورﻳﺔ ﺗﺼﺪر ﻋﻦ اﻟﺒﻨﻚ اﻷﻫﻠﻲ اﻟﺘﺠﺎري‬

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