{"id":30472,"date":"2019-10-31T21:35:44","date_gmt":"2019-10-31T18:35:44","guid":{"rendered":"https:\/\/prohoster.info\/blog\/upravlenie-klimatom-v-kollektive\/"},"modified":"2021-01-02T13:00:59","modified_gmt":"2021-01-02T11:00:59","slug":"upravlenie-klimatom-v-kollektive","status":"publish","type":"post","link":"https:\/\/prohoster.info\/hr\/blog\/news\/upravlenie-klimatom-v-kollektive","title":{"rendered":"Upravljanje klimom u timu","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"<p>Biste li \u017eeljeli raditi u kolektivu koji rje\u0161ava kreativne i nestandardne zadatke, gdje su zaposlenici ljubazni, nasmijani i kreativni, gdje su zadovoljni svojim poslom, gdje te\u017ee biti u\u010dinkoviti i uspje\u0161ni, gdje vlada duh pravog tima koji se stalno razvija?<br \/>\nNaravno, da.<\/p>\n<p>Bavimo se pitanjima upravljanja, organizacije rada i ljudskih resursa. Na\u0161a specijalizacija su timovi i tvrtke koje stvaraju intelektualne proizvode. A na\u0161i klijenti \u017eele raditi upravo u takvim kolektivima, stvarati takve timove i upravljati upravo takvim kompanijama.<\/p>\n<p>Jo\u0161 i zato \u0161to takve kompanije imaju ve\u0107u operativnu u\u010dinkovitost, ve\u0107u zaradu po zaposleniku i ve\u0107e \u0161anse za pobjedu u konkurentskoj borbi. Takve kompanije \u010desto nazivaju tirkiznima.<\/p>\n<p><b>I tako, s \u010dega po\u010dinjemo. <\/b><br \/>\n\u010cesto po\u010dinjemo sa pitanjima o upravljanju radnim okru\u017eenjem.<br \/>\nKoncept je jednostavan: postoje faktori koji ometaju rad \u2013 njih treba postupno smanjiti, postoje faktori koji olak\u0161avaju rad \u2013 njih treba uklju\u010diti i postupno aktivirati.<br \/>\nKlju\u010dna rije\u010d je \u2013 postupno. Korak po korak. Sustavno.<\/p>\n<p>Detalji ispod.<br \/>\n<noindex><a rel=\"nofollow\" name=\"habracut\"><\/a><\/noindex><br \/>\nNaravno, znamo za kanban, nadzorne plo\u010de, KPI-e, projektno upravljanje i SCRUM.<br \/>\nAli postoje osnovni faktori koji nas br\u017ee, lak\u0161e i jeftinije pribli\u017eavaju ljubaznosti, kreativnosti i u\u010dinkovitosti tima i kompanije.<br \/>\nNaravno, ne odbacuju\u0107i SCRUM.<\/p>\n<p>Dakle, pitanja o upravljanju radnim okru\u017eenjem.<\/p>\n<p><b>Pitanje prvo. Kako je s mikroklimom? <\/b><\/p>\n<p>Ne, ne u kolektivu. Kako su fizi\u010dke i kemijske karakteristike zraka u uredu?<\/p>\n<p>Problem je u tome \u0161to je u dobrim i vrlo dobrim uredima obi\u010dno u Moskvi toplo, suho i malo kisika. Za\u0161to? Kulturna navika ili su takvi tipi\u010dni postavci sustava ventilacije i klimatizacije, ili osobitosti klime, kada 9 mjeseci u godini radi ili grijanje ili klima ure\u0111aj.<\/p>\n<p>Pogledajmo detaljnije. <u>Temperatura zraka.<\/u><br \/>\nNormalna temperatura koja poti\u010de aktivnu cerebralnu aktivnost \u2013 do +21\u00b0C.<br \/>\nTipi\u010dna uredska temperatura \u2013 iznad +23\u00b0C \u2013 idealna je za uspavljivanje, ali ne za rad.<br \/>\nZa usporedbu: u uredima \u0160angaja, Singapura, UAE itd. prema na\u0161im mjerilima prili\u010dno je hladno \u2013 ispod +20\u00b0C.<\/p>\n<p><u>Relativna vla\u017enost zraka. <\/u><br \/>\nUobi\u010dajena vla\u017enost u uredu, posebno kada rade klima ure\u0111aji ili grijanje, iznosi manje od 50%.<br \/>\nNormalno za zdravu osobu: 50-70%.<br \/>\nZa\u0161to je to va\u017eno? Pri smanjenoj vla\u017enosti u di\u0161nim putevima mijenja se reologija sluzi (ona se su\u0161i), smanjuje se lokalni imunitet i \u2013 stoga \u2013 raste osjetljivost na respiratorne infekcije.<br \/>\nJedan ovla\u017eiva\u010d u uredu \u0161tedi barem jedan radni tjedan u borbi protiv prehlada (na godi\u0161njem nivou).<\/p>\n<p><u>O ugljikovom dioksidu.<\/u> Kako koncentracija ugljikova dioksida raste, sredi\u0161nji \u017eiv\u010dani sustav ljudi se postupno potiskuje i oni kao da tone u san. Za\u0161to ga ima puno u uredima? Zato \u0161to provjetravanje i klima ure\u0111aji nisu isto. I prvo \u010desto ne funkcionira.<\/p>\n<p><b>Drugo pitanje. Voda.<\/b><\/p>\n<p>Vodno-solna ravnote\u017ea va\u017ean je faktor u funkcioniranju mozga i cijelog tijela. 80% infuzija koje se primjenjuju u bolnicama \u0161irom svijeta su vodno-soli rje\u0161enja. I poma\u017eu.<br \/>\nU ve\u0107ini ureda postoji pitka voda, iako ne uvijek.<\/p>\n<p>Ali postoje nijanse. Psiholo\u0161ke i kulturne.<br \/>\nZamislite: dozator za vodu je u susjednoj prostoriji, pet metara daleko.<br \/>\nJe li to problem? Da.<br \/>\nLjudi koji sjede blizu dozatora za vodu smatraju vodu \u00absvojom\u00bb, zbog genetski uvjetovane navike za\u0161tite svog izvora od drugih. Stoga, odlazak na pet metara predstavlja stres i za \u017eude\u0107eg i dodatni razlog za agresiju za \u00ab\u010duvari\u00bb. Tako po\u010dinje sukob izme\u0111u odjela, genetski uvjetovan.<\/p>\n<p>Kulturna nijansa. U Rusiji nije uobi\u010dajeno piti vodu. Osoba koja pije vodu izaziva pa\u017enju: s njom ne\u0161to nije u redu. Piti \u010daj ili kavu \u2013 normalno. Voditi vodu \u2013 ne.<\/p>\n<p>Me\u0111utim, kava i \u010daj imaju o\u010diti diureti\u010dki u\u010dinak \u2013 u\u010dinkovito odstranjuju vodu iz tijela. Rezultat: \u0161to vi\u0161e kave, a manje vode \u2013 to lo\u0161ije radi mozak. Iako se ameri\u010dke i europske navike no\u0161enja vode sa sobom ne samo na fitness, ve\u0107 i na sastanke \u2013 postupno prihva\u0107aju.<br \/>\nZaklju\u010dak: voda bi trebala biti slobodno dostupna svima i bez \u00ab\u010duvara\u00bb.<\/p>\n<p><b>Tre\u0107e pitanje. Gdje mo\u017eete pojesti?<\/b><\/p>\n<p>Tema je toliko o\u010dita, koliko je lo\u0161e rije\u0161ena.<\/p>\n<p>Ne \u017eelim se upu\u0161tati u posebnosti zdrave prehrane, ali teze s kojima se ve\u0107ina stru\u010dnjaka sla\u017ee su sljede\u0107e:<\/p>\n<ul>\n<li>Treba jesti \u010desto i malo;<\/li>\n<li>slatko \u2013 nije temelj zdrave prehrane;<\/li>\n<li>razmi\u0161ljanje \u2013 proces koji tro\u0161i energiju.<\/li>\n<\/ul>\n<p>Tipi\u010dno moskovsko \u201erje\u0161enje\u201c izgleda ovako: u radijusu od 15 minuta postoji kafi\u0107\/menza\/restoran gdje nude poslovni ru\u010dak i gdje su redovi. U uredu su tu \u201ekeksi\u201c i slatki\u0161i, te ono \u0161to su zaposlenici donijeli sa sobom. No, nije dozvoljeno jesti na radnom mjestu, a ni doru\u010dkovati ili ve\u010derati \u2013 nema gdje.<\/p>\n<p>Uspore\u0111ujemo \u201etipi\u010dno rje\u0161enje\u201c s prethodnim tezama. Ne poklapa se.<\/p>\n<p>Istra\u017eivanja tvrtke Google nedvojbeno pokazuju: dostupnost zdrave hrane unutar 150 stopa od radnog mjesta \u2013 faktor koji zna\u010dajno pove\u0107ava zadovoljstvo i produktivnost osoblja.<\/p>\n<p>Dodajmo iz ruskog iskustva: naru\u010divanje hrane od nekoliko stotina rubalja po zaposleniku dnevno (bez uzimanja u obzir korporativnih popusta) donosi dodatak od sat do jedan i pol na aktivnost zaposlenika.<\/p>\n<p><u>Know-How.<\/u> U jednoj ruskoj IT kompaniji, doru\u010dak se prestao slu\u017eiti to\u010dno u 9:50 ujutro, a ve\u010dera je zapo\u010dinjala to\u010dno u sedam. O\u010dito, kako je to utjecalo na disciplinu.<\/p>\n<p><b>Pitanje \u010detvrto. Vidite li sunce?<\/b><\/p>\n<p>Primjer: Skolkovo, Tehnolo\u0161ki park.<br \/>\nUzorak i etalon uredskog i inovativnog dizajna.<br \/>\nMe\u0111utim, u polovini ureda prozori izlaze prema natkrivenom atriju.<br \/>\nI \u010detvrtinu godine polovina zaposlenika u Tehnolo\u0161kom parku ne vidi sunce ujutro (jo\u0161 nije iza\u0161lo), nave\u010der (ve\u0107 je za\u0161lo) i tijekom dana (ako ne pu\u0161e).<\/p>\n<p>Za\u0161to je to va\u017eno? Nedostatak sunca \u2013 nedostatak melatonina. Najbr\u017ei simptomi: smanjenje aktivnosti, samopouzdanja, raspolo\u017eenja i razvoj disforije.<\/p>\n<p>Zaklju\u010dak: zatvoreni balkoni, terase i krovovi \u2013 ometaju produktivnost. Dok \u0161etnje tijekom ru\u010dka \u2013 itekako pove\u0107avaju produktivnost.<\/p>\n<p><b>Usput, mo\u017ee li se hodati u va\u0161em uredu?<\/b><\/p>\n<p>Po kabinetu, po hodniku, po ulici? Je li dopu\u0161teno ustajati na sastancima?<br \/>\nOvo su pitanja ne samo o fizi\u010dkoj formi.<br \/>\nZa uvid, prosvjetljenje, intuiciju i kreativnost odgovaraju \u201ekinesteti\u010dka\u201c podru\u010dja mozga, ona ista koja su zadu\u017eena za pokret.<br \/>\nPojednostavljeno: u pokretu je lak\u0161e \u201euhvatiti ideju\u201c, kao i \u201eizbaciti\u201c suvi\u0161ne hormone stresa.<\/p>\n<p><b>A mo\u017ee li se pomaknuti radni stol? <\/b><br \/>\nZamijeniti mjesta bez ovlasti nadredjenih?<br \/>\nMo\u017ee li se sjediti ne za stolom, nego negdje drugdje?<br \/>\nOvdje funkcionira takav fenomen: promjena gledi\u0161ta na uredski prostor \u2013 \u010desto mijenja i gledi\u0161te na predmet razmi\u0161ljanja. A pogled na horizont \u2013 bolji je od pogleda u zid: gledanje u zid rijetko dovodi do globalnih misli.<\/p>\n<p>Je li mogu\u0107e sjediti tako da iza le\u0111a nema nikoga?<br \/>\nNeko iza le\u0111a pove\u0107ava anksioznost i dovodi do sagorijevanja.<br \/>\nI od toga se ne mo\u017eemo osloboditi \u2013 opet, to je genetski uvjetovano.<br \/>\nDa li je doista va\u017eno vidjeti monitor zaposlenika, ako on ima mobilni?<\/p>\n<p>Ovdje dolazimo do pojma <u>\u00abpersonalizacija radnog mjesta\u00bb<\/u>.<br \/>\nPersonalizirano radno mjesto (ili ured), ukra\u0161eno igra\u010dkama, amuletima, knjigama, posterima i tri monitora \u2013 to je znak anga\u017eiranosti i razvoja ravnote\u017ee izme\u0111u posla i privatnog \u017eivota. A \u010diste i uredne stolove suprotno tome.<\/p>\n<p>Jednom re\u010denicom spomenu\u0107emo <b>\u0161um<\/b>.<br \/>\nEvo normi: <noindex><a rel=\"nofollow\" href=\"https:\/\/base.garant.ru\/4174553\/\">https:\/\/base.garant.ru\/4174553\/<\/a><\/noindex>. Treba pogledati Tablicu 2.<\/p>\n<p><b>Posljednje pitanje. Mo\u017ee li se spavati na poslu?<\/b><\/p>\n<p>Jo\u0161 uvijek zvu\u010di provokativno. Ali ne uvijek i ve\u0107 ne svuda.<br \/>\nO ovoj temi \u0107e biti poseban \u010dlanak temeljen na na\u0161oj specijalnoj studiji.<\/p>\n<p>Dakle, <b>evo 7 glavnih faktora<\/b>, koji odre\u0111uju radno okru\u017eenje:<\/p>\n<p>1. Zrak.<br \/>\n2. Voda.<br \/>\n3. Hrana.<br \/>\n4. Sunce.<br \/>\n5. Mobilnost.<br \/>\n6. Personalizacija radnih mjesta.<br \/>\n7. Nivo \u0161uma.<\/p>\n<p>Rje\u0161avanje ovih jednostavnih i \u201esvakodnevnih\u201d pitanja \u010desto je dovoljno za pove\u0107anje prijateljskih odnosa, reagiranja, razvoj \u201eduha tima\u201d i dobra osnova za uvo\u0111enje ne\u010dega izvanrednog, poput PRINCE2.<\/p>\n<p><b>Upravljanje radnim okru\u017eenjem kao sistemski proces. <\/b><\/p>\n<p>Koncept je jednostavan: postoje faktori koji ometaju rad \u2013 njih treba postupno smanjiti, postoje faktori koji olak\u0161avaju rad \u2013 njih treba uklju\u010diti i postupno aktivirati.<br \/>\nI postoji gotovo univerzalni i sistemski mehanizam:<\/p>\n<ol>\n<li>redovne (barem kvartalne) ankete zaposlenika;<\/li>\n<li>izbor (barem jednog) onoga \u0161to \u0107e u\u010diniti \u017eivot zaposlenika boljim;<\/li>\n<li>implementacija rje\u0161enja;<\/li>\n<li>unapre\u0111enje realiziranog rje\u0161enja.<\/li>\n<\/ol>\n<p><u>O ekonomiji tro\u0161kova.<\/u> Rje\u0161avanje bilo kojeg od opisanih problema dovodi do pove\u0107anja produktivnosti rada i povrata koji je nekoliko puta ve\u0107i od tro\u0161kova implementacije. Sve to su izuzetno privla\u010dni projekti s investicijske ta\u010dke gledi\u0161ta.<br \/>\nI lideri tr\u017ei\u0161ta i industrije su to sasvim dokazali.<\/p>\n<p>Izvor: <a content=\"nofollow\" rel=\"nofollow\" href=\"https:\/\/habr.com\/ru\/post\/445710\/\">habr.com<\/a><\/p>","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"excerpt":{"rendered":"<p>\u0425\u043e\u0442\u0435\u043b\u043e\u0441\u044c \u043b\u0438 \u0432\u0430\u043c \u0440\u0430\u0431\u043e\u0442\u0430\u0442\u044c \u0432 \u043a\u043e\u043b\u043b\u0435\u043a\u0442\u0438\u0432\u0435, \u043a\u043e\u0442\u043e\u0440\u044b\u0439 \u0440\u0435\u0448\u0430\u0435\u0442 \u0442\u0432\u043e\u0440\u0447\u0435\u0441\u043a\u0438\u0435 \u0438 \u043d\u0435 \u0441\u0442\u0430\u043d\u0434\u0430\u0440\u0442\u043d\u044b\u0435 \u0437\u0430\u0434\u0430\u0447\u0438, \u0433\u0434\u0435 \u0441\u043e\u0442\u0440\u0443\u0434\u043d\u0438\u043a\u0438 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\u041a\u043e\u043d\u0435\u0447\u043d\u043e, \u0434\u0430. \u041c\u044b \u0437\u0430\u043d\u0438\u043c\u0430\u0435\u043c\u0441\u044f \u0432\u043e\u043f\u0440\u043e\u0441\u0430\u043c\u0438 \u0443\u043f\u0440\u0430\u0432\u043b\u0435\u043d\u0438\u044f, \u043e\u0440\u0433\u0430\u043d\u0438\u0437\u0430\u0446\u0438\u0438 \u0442\u0440\u0443\u0434\u0430 \u0438 HR. \u041d\u0430\u0448\u0430 \u0441\u043f\u0435\u0446\u0438\u0430\u043b\u0438\u0437\u0430\u0446\u0438\u044f \u2013 \u043a\u043e\u043c\u0430\u043d\u0434\u044b \u0438 \u043a\u043e\u043c\u043f\u0430\u043d\u0438\u0438, [&hellip;]<\/p>\n","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"author":1,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[702],"tags":[],"class_list":["post-30472","post","type-post","status-publish","format-standard","hentry","category-news"],"aioseo_notices":[],"aioseo_head":"\n\t\t<!-- 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