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Translating Management Terms Into Arabic

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Translating Management Terms into Arabic

|المعـنى باللـغــة الـعـربيــــة |الكلمـــة باللغــة الإنجلـيزيـــة |
|الإدارة |Management |
|الوظيــفــة = مـهـمـة عـمـل |Function |
|الوظـائــف |Functions |
|التخطيـط |Planning ( plan = خطة ) |
|التنظيــم |Organizing |
|أنـشـطــة = أعـمـال |Activities |
|بكـفـــاءة |Efficiently |
|بفعـاليـــة |Effectively |
|الموظفـين |Staffing |
|التـوجيــه |Directing |
|التنـسيـق |Coordinating |
|التـقـاريـر |Reporting |
|الميزانيـة |Budgeting |
|الإدارة |Administration |
|أدوار الإدارة |management roles |
|الرقـم |Figure |
|الرمـز |Figurehead |
|قـائــد |Leader |
|ضـابط إتصـال |Liaison |
|المتـحدث - الـنـاطـق |Spokesperson |
|المصـدر – الـمـورد |Resource |
|المـفـاوض |Negotiator |
|رجـل الأعمـال |Entrepreneur |
|أنواع – أصناف |Types |
|إستراتيـجي |Strategic |
|الأهــداف |Objectives |
|العوامــل |Factors |
|الـطــوارئ – الاحتمـالات |Contingency |
|دورة حيـاة المنـظمـة |Life cycle of the Organization |
|المـوقــع |Position |
|العلاقــة |Relation |
|الخـطـط الـتـشـغـيـلـيــة |Operational Plans |
|منجز (الإنجازات= Accomplishments) |Achieved (Achieving=الإنجاز) |
|مُعـين – مـُحـدد |specific |
|حالة عدم التأكد البيئي |Environmental Uncertainty |
|الرؤيــــــــة |Vision |

|المعـنى باللـغــة الـعـربيــــة |الكلمـــة باللغــة الإنجلـيزيـــة |
|المهمــة |Mission |
|السياســات |Policies |
|الإجــراءات |Procedures |
|قابلة التـحـقُـق |Attainable |
|التحدي |Challenging |
|طموح |Ambitious |
|الأغلبية |Majority |
|رخيـص - في المتناول |Affordable |
|الأداء |Performance |
|المبادئ |Principles |
|الـتقـسيم |Division |
|العمل |Labour |
|التخصص |Specialization |
|السـلـطة |Authority |
|المسـؤلـيــة |Responsibility |
| |( Response = الــرد ) |
|الإدارة بالأهـــــداف |Management by Objectives (MBO) |
|عضــو – الـفـرد |Member |
|الفترة |Period |
|واضــح |Explicit |
|التقييم |Evaluation |
|التغذيـة المرتـدة |Feedback |
|التصميم التنظيمي ( عملية التنظيم ) |Organizational Design |
|تقسيم العمل |Division of labour |
|القسم |Department |
|القيادة |Command |
|وحدة القيادة – وحدة الأمر |Unity of Command |
|خط القيادة – خط السلطة |Line of Command |
|خط سلطة الموظفين التنفيذيين |Line and staff authority |
|السلطة(القوة الشرعية أو القانونية أو الوظيفية) والقوة |Authority and Power |
|نطاق الإشراف |Spans control |
|مجموعة النشاطات والتقنيات لإدارة التغيير |Set of activities and |
| |techniques to manage change |
|المستويات |Levels |
|وكيل التغيير |Change agent |

|المعـنى باللـغــة الـعـربيــــة |الكلمـــة باللغــة الإنجلـيزيـــة |
|مدخل التغيير |Change intervention |
|إعادة الثبات |Refreezing |
|الحركة |Movement |
|المعرفة |knowledge |
|الهيكل |Structural |
|إعادة التنظيم |Reorganization |
|المكافأة |Reward |
|ثقافة |Cultural |
|المهمة |Task |
|العمل |Job |
|إعادة تصميم العمل |Job redesign |
|إجتماعي |Socio |
|الجودة |Quality |
|تركيز |Focused |
|الحساسة |Sensitivity |
|التدريبات |Training |
|الإستشارة |Consultation |
|المسح |Survey |
|التطوير |Development |
|الحافز |Motivation |
|التدرج |Hierarchy |
|النظرية |Theory |
|نظرية سلم الحاجات ( ابراهام ماسلو ) |Hierarchy of Needs Theory |
|تحقيق |Actualization |
|الإحترام |Esteem |
|الأمان |Safety |
|الفسيولوجية ( الحاجات المادة الأساسية أو الأولية ) |Physiological |
|التكامل |Integration |
|النتيجة |Implication |
|الجهد |Effort |
|مهيمن |Dominant |
|الشخص المناسب في المكان المناسب |Match people to jobs |
|تقدير |Recognize |
|الفردية |Individual (Individual=الأفراد) |
|العاملين أو المستخدمين |Employees |
|إقتراحات لتحفيز العاملين |Suggestions for Motivation |
| |the Employees |

|المعـنى باللـغــة الـعـربيــــة |الكلمـــة باللغــة الإنجلـيزيـــة |
|ربط |Link |
|العدالة |Equity |
|إهمال |Ignore |
|النقود أو المادة |Money |
|القيادة |Leadership |
|حـديث |Recent |
|نظرية العـزو = الإسـناد |Attribution Theory |
|مـؤثر – جـذاب |Charismatic |
|المهـارات |Skills |
|العدوانيـة |Aggressiveness |
|الإتسـاق = التناسـق |Consistency |
|التصميم / التحـديد |Determination |
| |( Determining = التقرير) |
|الـقـدرات |Abilities |
|لاحــظ = راقـب = رصــد |Observe |
|متـأكـد |Certain |
|الـسلـوك |behaviors |
|الإرغـام = الـقـهـر |Compelling |
|الـغـرض |Purpose |
|اتصـل بـ = يتـواصـل مع |Communicate |
|يشـرح = يُـثـبـت = يـستـعــرض |Demonstrate |
|الـقــوى |Strengths |
|الملك |Own |
| |( Ownership = الملكية) |
|يمول |Capitalize |
|تحويلي |Transformational |
|الدليل |Guide |
|مؤسس |Established |
|التوضيح |Clarifying |
|المتطلبات |Requirements |
|الإعتبارات |Considerations |
|المثقف |Intellectual |
|التحفيز |Stimulation |
|الهيبة |Charisma |
|التعريف |Definition |
| |( defines = يعرف ) |
|المعجم |Definition |
|أشتغل |Operate |

|المعـنى باللـغــة الـعـربيــــة |الكلمـــة باللغــة الإنجلـيزيـــة |
|ينفي |Relegates |
|متغير |Contrasted |
|مالي |Financial |
|بسخرية |Sarcastically |
|الصنف |Category |
|الصفقات |Deals |
|ودي |Friendly |
|الشروط |Terms |
|يفشل |Fail |
|دائماً |Perennially |
|مفترض |Supposed |
|الإنهيارات |Falls |
|يتحمل |Shoulder |
|أنجح ( ناجح = successful |Succeed |
| |( success = النجاح ) |
|موقع العمل |Workplace |
|النزاع |Conflict |
|القرار |Resolution |
|أزدهر |Thrive |
|حرب العصابات |Turf Wars |
|تتدخل |Intervene |
|الوسيط |Mediator |
| |( Mediation = الوساطة ) |
|ضروري |Essential |
|فوراً |Immediately |
|الأولوية |Priority |
|تقليدي |Traditional |
|التسبب |Causing |
|المحاصيل |Yields |
|الفحص – الإختبار |Examination |
|الكتاب البارز |landmark book |
|السبب |Reason |
|منظومات الإدارة الخمسة بالغة الأهمية |Five Critical Management Systems |
|الدور |Role |
|يخلق – ينشأ – يصنع |Creating |
|المكان |Setting |
|بشكل شخصي |Subjectively |

|المعـنى باللـغــة الـعـربيــــة |الكلمـــة باللغــة الإنجلـيزيـــة |
|إضافة |Addition |
|الحق |Due |
|تمكين |Enable |
|إجتمع |Meet |
|يشارك |Participate |
| |( Participant = المشارك ) |
|تضمن |Involve أو Include |
|الإجراء |Measure |
|التقدم |Progress |
|التفويض |Delegation |
|المشاريع |Projects |
|ساعد |Assist |
|أشياء مطلوب تسليمها |Deliverables |
|المراجعة |Review |
|مدرك |Preconceived |
|الأسهم |Shares |
|النتيجة |Outcome |
|المعايير |Criteria |
|قيم |Assess |
|مصادف |Encountered |
|يفهم |Understand |
|أولي |Initial |
|الحد الأدنى |Minimally |
|فصلي |Quarterly |
|أسبوعي |Weekly |
|ضروري |Necessary |
|اللمس |Touch |
|تعليم |Education |
|الأدوات |Tools |
|الفرص |Opportunities |
|حاسم |crucial |
|الحافلة |Coach |
|الصحيفة اليومية |Daily |
|وجهاً لوجهة – اتصال بين اثنين |One-on-One |
|التقدير – الإعتراف |Recognition |
|قوي |Powerful |
|ملائم |Appropriate |
| |( Appropriately = بشكل ملائم) |

|المعـنى باللـغــة الـعـربيــــة |الكلمـــة باللغــة الإنجلـيزيـــة |
|يعزز |Reinforces |
|الأعمال |Action |
|زود |Provide |
|الشركة متوسطة الحجم |Mid-sized Company |
|نصف سنوي |Semi-annual |
|الرضاء ( غير مرض = Unsatisfactory ) |Satisfaction ( Satisfied =راضي ) |
|مجرى |Conducted |
|الكمية |Amount |
|معلومات |Information |
|يستقبل |Received |
|الملمس |Feel |
|بصدق |Genuinely |
|يستكشف |Discovered |
|مهتم (غير مهتم=UnCaring) |Cared (Caring=الإهتمام) |
|إيجابي |Positive |
|التفاعل |Interaction |
|جميل |Pretty |
|الإشارة |Sign |
|مهام |ASSIGNMENTS |
|كامل |Completed |
|الخطأ |Error |
|الأخطاء |Mistakes |
|الإحجام – الإعراض |Unwillingness (Unwilling=غير راغب) |
|التأجيل |Procrastination |
|الإستفتاء – الإستبيان |Questionnaire |
|موصوف |Described (Describe=صف) |
|غبي |Stupid |
|فقط |Just |
|نصائح |Tips |
|الإنسان |Human |
|الخلافات |Disagreements |
|الخيار |Option |
|الرأي |Opinion |
|بشكل سطحي |Superficially |
|تصاعد |Escalate |
|شخصي |Interpersonal |

|المعـنى باللـغــة الـعـربيــــة |الكلمـــة باللغــة الإنجلـيزيـــة |
|مركوب |Ridden |
|الحالات |Situations |
|تفادي – يتفادى |Avoid |
|الإستراحة |Rest |
|المؤخرة |Rear |
|حتى |Even |
|الإجهاد |Stress |
|يحدث |Occurs |
|عالق |Unresolved |
|قبيح |Ugly |
|الزيادات |Increases |
|تنقيح – تصحيح |Festers |
|السطح |Surface |
|تظهر |Burbles |
|محتمل |Possible |
|سيعبر |shall Pass |
|الإستقطاب |Polarizing |
|الهدف الوحيد |The Sole Goals |
|القاضي |Judge |
|هيئة المحلفين | Jury |
|أقتنع |Convince |
|الإستحقاقات |Merits |
|الحالة |Case |
|المشاركون |Participants |
|قشور البيض |Egg shells |
|الحضور |Presence |
|الخصوم |Antagonists |
|يساهم |Contributes (contributions=المساهمات) |
|الخلق |creation |
|معادي |hostile |
|السيناريوهات |Scenarios |
|الجانب |Side |
|منقسم |Divided |
|مهتم |Interested |
|العزيمة |Resolve |
|تصاعد |Escalate |
|شخصي |Interpersonal |

|المعـنى باللـغــة الـعـربيــــة |الكلمـــة باللغــة الإنجلـيزيـــة |
|لخص |Summarize |
|التوقف |Interruption |
|الحزب |Party |
|المناقشة |Discussion |
|جميع الأطــراف |All-Parties (Party = طرف ) |
|الهـجـمـات |Attacks |
|مقبـول |Acceptable |
|مثـال – عـِبرة |Example |
|الزبـون |Client |
|المشـرف |Supervisor |
|أبعـد مـن |Further |
|الإستكشـاف – اسـتعـراض |Exploration |
|متكيف |Adapted |
|مـيز – عـرف – حــدد |Identify |
|أقــل مـن |Less |
|نـاقــش |Discuss |
|ارتكــب |Commit |
|الملاحظة |Noticing |
|مسـألـة - أمــر |Matter |
|مُـعـالـجــة – تعـامُـل مع |Treating |
|كرامــــة |Dignity |
|إحـــترام |Respect |
|مـوافـقـة – اسـتـحـســان |Okay |
|قـضــايـا – أمــور |Issues |
|يـُوثـر عـلى |Affect |
|خارجــي |External |
|توقع |Expect |
|في حينها |proactively |
|البالغين |Adults |
|إجباري |Forced |
|الطرد |Dismissal |
|كلا |Both |
|إيمان |Faith |
|مشترك |Shared |
|الأرض |Territory |
|المرحلة |Stage |
|الحرفة |Craft |
|الممارسة |Practice |
|المفاهيم – المصطلحات |concepts |

الـمـفـاهــيــم CONCEPTS

|الـتـعـــريــــف والـشــرح DEFINITION |المصطـلـح TERM |
|Monitoring activates to ensure they are being accomplished as planned and correcting any significant |Controlling |
|deviations |السيطرة على |
|تنشط المراقبة لضمان إنجاز العمل وتصحيح أي إنحرافات هامة | |
|Includes motivating subordinates, direction other, selecting the most effective communication channels, and |Leading |
|resolving conflicts |القيادة |
|تتضمن تحفيز المرؤسين وتوجيههم وإختيار قنوات الإتصال الأكثر فعالية وحسم النزاعات | |
|Individuals who achieve goals through other people |Managers |
|الأفراد الذين يحققون الأهداف من خلال الآخرين |المدراء |
|A consciously coordinated social unit, composed of two or move people, that functions on a relatively |Organization |
|continuous basis to achieve a common goal or set of goals |المنظمة |
|وحدةإ إجتماعية منسقة بوعي مكونة من شخصين أو أكثر يعملون على أساس مشترك من أجل تحقيق هدف أو مجموعة من | |
|الأهداف | |
|Determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to |Organizing |
|whom, and where decisions are to be made |تنظيم |
|تحديد ما هي المهام التي ينبغي القيام بها وعلى من القيام بها وكيفية تجميع المهام وكيفية تقديم تقارير القيام | |
|بالمهام ، وكيفية إتخاذ القارات بعد ذلك | |
|Includes defining goals, establishing strategy, and developing plans to coordinate activities |Planning |
|ويشمل تحديد الأهداف ، ووضع الاستراتيجية ، ووضع خطط لتنسيق الأنشطة |التخطيط |
|The ability to apply specialized knowledge or expertise |Technical skills |
|القدرة على تطبيق المعرفة أو الخبرة الفنية المتخصصة |المهارات التقنية |
|The ability to work with, understand, and motivate other people both individually and groups |Human skills |
|القدرة على العمل والفهم وتحفيز الآخرين على الصعيدين الفردي والمجموعات |المهارات البشرية |
|The mental ability to analyze and diagnose complex situations to spot problems, identify alternatives that |Conceptual skills |
|can correct them evaluate those alternatives, and select the best one. Mangers can be technically and |المهارات التصورية |
|interpersonally competent yet still fail because of an inability to rationally process and interpret | |
|information | |
| | |
|القدرة العقلية على تحليل وتشخيص المواقف المعقدة لمشاكل العمل ، وتحديد البدائل التي تمكن من تصحيحها وتقييم | |
|هذه البدائل ، واختيار أفضل واحدة. المدراء يمكن أن يكونوا مؤهلين فنياً (تقنياًَ) لذلك قديفشلون بسبب عدم القدرة | |
|على إجراء العمليات وتفسير المعلومات | |
|The increasing heterogeneity of Organizations with the inclusion of different groups |Work force diversity |
|تزايد عدم التجانس في المنظمات لذا تقوم بإدراج مجموعات مختلفة من الأعمال |تنويع قوة العمل |
|Situational factors, variables that moderate the relationship between the independent and dependent |Contingency variables |
|variables and improve the correlation |متغيرات الظروف |
|العوامل الظرفية ، المتغيرات التي تحسن العلاقة بين المتغير المستقل والمتغير التابع وتحسن الإرتباط | |
|A performance measure including effectiveness and efficiency |Productivity |
|قياس الأداء بضمان الفعالية والكفاءة |الإنتاجية |
|An Organization is productive if it achieves its goals and does so by transferring inputs to outputs at the |Productivity |
|lowest cost. As such, Productivity implies a concern for both effectiveness and efficiency. |الإنتاجية |
| | |
|تكون المنظمة منتجة إذا أنجزت أهدافها بتحويل المدخلات إلى مخرجات عند أدنى تكلفة ، على هذا النحو ويعني ذلك | |
|الحرص على الفعالية والكفاءة | |
|Achievement of goals |Effectiveness |
|تحقيق الأهداف |الفعالية |
|The ratio of effective output to the input required to achieve it |Efficiency |
| |الكفاءة |
|نسبة المخرجات إلى المدخلات المتطلب تحقيقها | |
|Failure to report to work |Absenteeism |
|الفشل في الحضور إلى العمل |الغياب عن العمل |
|An individual's capacity to perform the various tasks in a job |Ability |
| |القدرة |
|قدرة الأفراد على أداء المهام في العمل | |
|individual's degree of liking or disliking of themselves |Self-Esteem |
| |إحترام الذات |
|درجة حب الأفراد أو كرههم لأنفسهم | |
|Basic convictions that a specific mode of conduct or end-state of existence is personally or socially |Values |
|preferable to an opposite or converse mode of conduct or end-state of existence |القيم |
|المعتقدات الأساسية التي تسلك مسلكاً معيناً من التصرف على المستوى الشخصي أو على مستوى المجتمع وعكسها من حالة | |
|التصرف | |
|A hierarchy based on a ranking of an individual's values in terms of their intensity |Value system |
|تسلسل تصنيف قيم القرد من خلال قوتها وتركيزها |منظومة القيم |
|Evaluative statements or judgments concerning objects, people, or events |Attitudes |
|عبارات تقييميه للبيانات أو الأحكام المتعلقة بالناس أو الأشياء أو الأحداث |المواقف |
|The transference and understanding of meaning |Communication |
|انتقال المفاهيم والمعاني |الإتصال |
|The steps between a source and a receiver that result in the transference and understanding of meaning |Communication process |
| |عملية الإتصال |
|الخطوات بين المرسل والمستقبل التي تؤدي إلى إنتقال المفاهيم والمعاني | |
|Developing a detailed description of the tasks involved in a job determining the relationship of a given job|Job analysis |
|to other jobs, and ascertaining the knowledge, skills, and abilities necessary for an employee to perform |التحليل الوظيفي |
|the job successfully | |
| | |
|وضع وصف تفصيلي للمهام التي ينطوي عليها العمل في تحديد العلاقة بين وظيفة معينة مع وظائف أخرى ، والتحقق من | |
|القدرات والمهارات اللازمة للموظف لأداء هذه الوظيفة بنجاح | |
|A written statement of what a jobholder does, how it is done, and why it is done |Job description |
|بيان خطي من الموظف بما يفعله ، وكيف يتم ذلك ، والسبب في ذلك |التوصيف الوظيفي |
|State the minimum acceptable qualifications that an employee must possess to perform a given job |Job specification |
|successfully |مواصفات الوظيفة |
| | |
|الحد الأدنى المقبول لمؤهلات وظيفة التي يجب أن يمتلكها الموظف ليؤدي الوظيفة بنجاح | |
|A sequence of positions occupied by a person during the course of a lifetime |Career |
| |المهنة |
|سلسلة من المواقع التي أحتلها الموظف أثناء حياته الوظيفية | |
|A common perception held by the organization's member; a system of shared meaning |Organizational culture |
|رؤيــة مشتركـة يحملهـا أعضاء المنظمة ، نظام تقاسم المعنى |الثقافة التنظيمية |
|Ability influence a group toward the achievement of goals |Leadership |
|القدرة على التأثير على مجموعة من أجل تحقيق الأهداف |القيادة |

|A theory of derived from one's formal structural position in the organization; includes power to hire, |Cognitive resource theory |
|fire discipline, promote, and give salary increases |نظرية الموارد الذهنية |
|المركز التنظيمية الرسمي مستمد التأثير في المنظمة ، ويشمل القدرة على التوظيف ، والطرد ، والتأديب ، | |
|والترقية ، وزيادة المرتبات | |
|A theory contingency that focuses no followers' readiness |Situational leadership theory |
|نظرية الظروف التي تركز على جاهزية التابعين |نظرية القيادة الموقفية |
|The theory that a leader's behavior is acceptable subordinates insofar as they view it as a source of |Path-goal theory |
|either immediate or future satisfaction |نظرية الطريق-الهدف |
|تقول النظرية أن سلوك القادة المقبول للتابعين يعتبر كمصدر للرضاء الفوري أو المستقبلي | |
|Followers make attributions of heroic extraordinary leader-ship abilities when they observe certain |Charismatic leadership |
|behaviors |القيادة البطولية |
|الأتباع ينسبون إلى قدرات القادة البطولية أي سلوك يرونه فيهم | |
|Leaders who guide or motivate their followers in direction of established goals by clarifying role and |Transactional leaders |
|task requirements |قادة المعاملات |
|القادة الذين يوجهون أو يحفزون أتباعهم في اتجاه الأهداف المحددة من خلال توضيح الدور ومتطلبات المهمات | |
|Leaders who provide individualized consideration and intellectual stimulation, and who possess charisma |Transformational leaders |
|الزعماء الذين يقدمون إعتبارات مخصصة وتحفيز ثقافي ويمتلكون الهيبة |قادة التغيير |
|The ability to create and articulate a realistic, credible, attractive vision of the future for an |Visionary leadership |
|organization or organizational unit that grows out of and improves upen the present |القيادة ذات الرؤية |
|القدرة على خلق ووضع وصياغة الرؤية المستقبلية بواقعية ومصداقية لمنظمة أو وحدة تنظيمية ويحسن من إتجاهها | |
|A capacity that a has influence the behavior of B so that B acts |Power |
|القدرة التي تؤثر على السلوك والأفعال للآخرين |السلطة - القوة |
|Power that is based on fear |Coercive power |
|السلطة التي تقوم على التخويف |السلطة القسرية |
| Compliance achieved based on the ability to distribute rewards that others view as valuable |Reward power |
|يتحقق الإمتثال على أساس القدرة على توزيع المكافآت حيث ينظر إليها البعض كشيء ثمين |سلطة المكافأة |
|The power a person receives as a result of his or her position in the formal hierarchy of an |Legitimate power |
|organization |السلطة الشرعية |
|سلطة الفرد التي يحصل عليها نتيجة موقعه في التسلسل الهرمي للمنظمة | |
|Influence based on special skills or knowledge |Expert power |
|التأثير على أساس مهارات أو معارف خاصة |قوة الخبرة |
|Influence based on possession by an individual of desirable resources or personal traits |Referent power |
|التأثير على أساس إمتلاك الفرد من الموارد أو السمات الشخصية |قوة العلاقة |
|How job tasks are formally divided, grouped, and coordinated |Organizational structure |
|كيفية مهام العمل الرسمية مجمعة ومنسقة |الهيكل التنظيمي |
|The basis by which jobs are grouped together |Departmentalization |
|الأسس التي تم على أساسها تجميع الوظائف |التقسيم الإداري |

|The degree to which tasks in the organization are subdivided into separate jobs |Work specialization |
|الدرجة التي تقسم فيها المهام والوظائف منفصلة في المنظمة |تخصص العمل |
|The unbroken line of authority that extends from the top of the organization to the lowest echelon and |Chain of command |
|clarifies who reports to whom |تسلسل القيادة (خط الأمر) |
|السلطة تمتد من قمة التنظيم إلى المستويات الأدنى بشكل متصل والتقارير العكس | |
|The rights inherent in managerial position to give orders and to expect the order to the obeyed |Authority |
|الحقوق المتأصلة في المنصب الإداري لإعطاء الأوامر ، وتوقيع الطلب من الأتباع | |
|A subordinate should have only one superior to whom he or she directly responsible |Unity of command |
|أي عامل يجب أن يكون عنده مدير واحد مسئول عنه مباشرة |وحدة الأمر |
|The number of subordinates a manager can efficiently and effectively direct |Span of control |
|عدد المرؤوسين الذي يمكن للمدير أن يديرهم بشكل كفؤ وعملي |نطاق الإشراف |
|The degree to which decision making is concentrated at single point in the organization |Centralization |
|الدرجة التي يتركز فيها صنع القرار في المنظمة في نقطة واحدة |المركزية |
|Decision discretion is pushed down to lower level employees |Decentralization |
|حرية التصرف بالقرار تدفع إلى المستوى الأدنى للموظفين |اللامركزية |
|The degree to which jobs within the organization are standardized |Formalization |
|درجة تقنين الوظائف في المنظمة |الرسمية |
|A structure with highly routine operating tasks achieved through specialization, very formalized rules |Bureaucracy |
|and regulations, tasks grouped into functional departments, centralized authority narrow spans of |البيروقراطية |
|control, and decision making that follows the chain of command | |
|درجة عالية من المهام الروتينية التي تعمل من خلال التخصص ، إضفاء طابع رسمي للغاية للقواعد والأنظمة ، | |
|تجميع المهام الوظيفية في أقسام ، مركزية عالية للسلطة و إتخاذ القرارات يتم بسلسلة من التعقيدات | |
|A small, core organization that outsources major business functions |Virtual organization |
|منظمة رئيسية صغيرة تعمل مع جهات خارجية بمجموعة من الأعمال والوظائف |التنظيم الإفتراضي |
|A strategy that emphasize the introduction of major new products and services |Innovation strategy |
|الإستراتيجية التي تركز على تحديث المنتجات الرئيسية والمنتجات الجديدة |إستراتيجية الإبداع |
|How an organization transfers it's inputs into output |Technology |
|كيف يمكن تحويل المدخلات إلى مخرجات |التكنولوجيا |
|Those institutions or forces outside the organization that potentially affect the organization's |Environment |
|performance |البيئة |
|المؤسسات أو القوى خارج المنظمة التي تؤثر على أداء المنظمة فعلاً | |
|The degree to which the job has a substantial impact on the lives or work of other people |Task significance |
|درجة تأثير العمل على عمل أو حياة الآخرين |أهمية المهام |
|The degree to which the job provides substantial freedom and discretion to the individual in scheduling |Autonomy |
|the work and in determining the procedures to be used in carrying it out |الإستقلالية |
|الدرجة التي توفر قدرا كبيرا من فرص العمل والحرية والسلطة التقديرية للفرد في العمل ووضع جدول زمني لتحديد | |
|الإجراءات التي يتعين استخدامها للقيام بها | |

|The degree to which carrying out the work activities required by a job results in the individual |Feedback |
|obtaining direct and clear information about effectiveness of his or her performance |التغذية العكسية - الراجعة |
|الدرجة التي يؤدي القيام بأعمال الوظيفة إلى حصول معلومات واضحة عن فعاليتها وأدائها | |
|The periodic shifting of a worker from one task to another |Job rotation |
|الإنتقال الدوري للعامل من مهنة إلى أخرى |الدوران الوظيفي |
|Making things different |Change |
|جعل الأشياء مختلفة |التغيير |
|Change activities that are international and goal oriented |Planned change |
|تغيير الأنشطة الدولية والتي هي موجهة نحو هدف |التغيير المخطط |
|Persons who act as catalysts and assume the responsibility for managing change activities |Change agents |
|الأشخاص الذين يقومون بالتحفيز ويستلمون المسئولية لإدارة نشاطات التغيير |وكلاء التغيير |
|Change efforts to overcome the pressures of both individual resistance and group conformity |Unfreezing |
|محاولات جهود التغيير للتغلب على كلاً من المقاومة الفردية والإمتثال الجماعي |التذويب |
|Stabilizing a change intervention by balancing driving and resistance forces. Unfreezing movement |Refreezing |
|refreezing |إعادة التجميد |
|تثبيت تغيير تدخل القيادة وتحقيق التوازن بين قوى المقاومة. الإفراج عن تجميد الحركة | |
|Forces that direct behavior away from the status quo |Driving forces |
|القوى التي توجه السلوك عن الوضع الراهن ( القائم ) |القوى الدافعة |
|Forces that hinder movement away from the status quo |Restraining forces |
|القوى التي تعيق الحركة بعيداً عن الوضع الراهن ( القائم ) |القوى المقَيدة |
|A collection of planned-change interventions, built on humanistic-democratic value that seeks to |Organizational Development |
|improve organizational effectiveness and employee well-being |(OD) |
|مجموعة من تدخلات التغيير المخطط ، تقوم على الإنسانية للديمقراطية التي تسعى إلى تحسين فعالية المنظمة |التطوير التنظيمي |
|حياة الفرد | |
|High interaction among team members to increase trust an openness |Team building |
|تفاعل كبير بين أعضاء الفريق لزيادة الثقة والإنفتاح ( الشفافية ) |بناء الفريق |
|A new idea applied to initiating or improving a product, process or service |Innovation |
|فكرة جديدة ، أو البدء في تطبيقها لتحسين المنتجات أو العمليات أو الخدمات |المبادرة – الإبتكار – الإبداع |
|An organization that has developed the continuous capacity to adapt and change |Learning organization |
|المنظمة التي طورت بشكل متواصل قدرتها على التأقلم والتغيير |منظمة التعليمية |
|A dynamic condition in which an individual is confronted with an opportunity, constraint, or demand |Stress |
|related to what he or she desires and for which the outcome is perceived to be both uncertain and |ضغـوط |
|important | |
|حالة ديناميكية التي يواجه فيها الفرد فرصة ومعوق أو طلب ذو علاقة بما يرغب أو ترغب ولأجله يتم استدراك | |
|النتيجة لتكون غير مؤكدة و مهمة. | |
|Forces that prevent individuals from doing what they desire |Constraints |
|القوى التي تمنع الأفراد من عمل ما يشتهون أو ما يرغبون |القيـود |
| | |…...

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