{"id":35276,"date":"2019-10-31T22:03:24","date_gmt":"2019-10-31T19:03:24","guid":{"rendered":"https:\/\/prohoster.info\/blog\/zachem-ajtishniku-vynimat-mozg\/"},"modified":"2019-10-31T22:03:24","modified_gmt":"2019-10-31T19:03:24","slug":"zachem-ajtishniku-vynimat-mozg","status":"publish","type":"post","link":"https:\/\/prohoster.info\/sq\/blog\/news\/zachem-ajtishniku-vynimat-mozg","title":{"rendered":"Pse nj\u00eb IT duhet t\u00eb nxjerr\u00eb trurin?","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"

\"Pse
\n
\nMund t\u00eb quhem viktim\u00eb e trajnimeve. Ashtu ka ndodhur q\u00eb gjat\u00eb biografis\u00eb sime pun\u00ebsore numri i seminareve, trajnimeve dhe sesioneve t\u00eb tjera t\u00eb coaching-ut, ka tejkaluar prej koh\u00ebsh nj\u00ebqind. Mund t\u00eb them me siguri se jo t\u00eb gjitha kurset edukative q\u00eb kam ndjekur kan\u00eb qen\u00eb t\u00eb dobishme, interesante dhe t\u00eb r\u00ebnd\u00ebsishme. Disa prej tyre ishin madje t\u00eb d\u00ebmshme.<\/a><\/noindex><\/p>\n

\"Pse
\n<\/p>\n

Cila \u00ebsht\u00eb motivimi i HR-ve p\u00ebr t'ju m\u00ebsuar di\u00e7ka?<\/h3>\n

\nNuk e di se kush u tha HR-ve se n\u00ebse nj\u00eb person ka v\u00ebshtir\u00ebsi n\u00eb pun\u00eb, kjo \u00ebsht\u00eb p\u00ebr shkak t\u00eb munges\u00ebs s\u00eb njohurive. Mund t\u00eb ket\u00eb shum\u00eb arsye: proceset e brendshme n\u00eb kompani, motivimi i fsheht\u00eb brenda ekipit, situata objektive n\u00eb treg. Ka kaq shum\u00eb mund\u00ebsi. Por nj\u00eb her\u00eb a von\u00eb ndonj\u00ebher\u00eb lind ideja p\u00ebr forc\u00ebn shp\u00ebtuese t\u00eb njohurive t\u00eb reja. Dhe tani dhjet\u00ebra menaxher\u00eb nisen n\u00eb dhoma t\u00eb mbyllura n\u00eb k\u00ebrkim t\u00eb Graalit t\u00eb shenjt\u00eb. T\u00eb gjitha k\u00ebto mbledhje n\u00eb amfiteat\u00ebr, flipchart-e, prezantime, fjalime motivuese, raste studimi, brainstorming, nuk sjellin asgj\u00eb t\u00eb r\u00ebnd\u00ebsishme. Thjesht jan\u00eb nj\u00eb humbje kohe. E mbaj mend, nj\u00eb her\u00eb mora pjes\u00eb n\u00eb tre workshope identike. Thjesht personi q\u00eb i organizonte jetonte n\u00eb parimin: \"T\u00eb qenit i m\u00ebrzitsh\u00ebm dhe i vet\u00ebm? Mblidh nj\u00eb takim!\". Dhe k\u00ebshtu dhjet\u00ebra njer\u00ebz normalisht t\u00eb z\u00ebn\u00eb mblidheshin n\u00eb dhomat e bisedimeve t\u00eb korporatave, diskutonin me pasion p\u00ebr di\u00e7ka dhe pastaj shk\u00ebrmdoheshin pa rezultate t\u00eb dukshme. Dhe ajo q\u00eb \u00ebsht\u00eb m\u00eb e \u00e7uditshme, pas nj\u00eb kohe e gjith\u00eb kjo p\u00ebrs\u00ebritej. Si n\u00eb filmin \"Dita e Pun\u00ebs\". Asnj\u00eb argument n\u00eb favor t\u00eb humbjes s\u00eb koh\u00ebs nuk funksiononte. Asnj\u00eb konsolidim i rezultateve t\u00eb pun\u00ebs grupore, asnj\u00eb pasoj\u00eb e dukshme, asgj\u00eb. Procesi p\u00ebr procesin. A duhet t\u00eb them se kjo kushtonte para p\u00ebr kompanin\u00eb? Qiraja e ambienteve, pushimet e kafes\u00eb, pagesa e udh\u00ebtimit dhe q\u00ebndrimi p\u00ebr punonj\u00ebsit nga qytete t\u00eb tjera. Dhe k\u00ebshtu disa her\u00eb radhazi dhe vet\u00ebm p\u00ebr nj\u00eb n\u00ebnnd\u00ebrmarrje t\u00eb vog\u00ebl. N\u00eb kompanin\u00eb ku kam punuar m\u00eb par\u00eb, ato ishin disa dhjet\u00ebra. <\/p>\n

Pra, pse t\u00eb gjitha k\u00ebto? E para \u2013 planifikimi. N\u00eb nj\u00eb kompani t\u00eb madhe, buxheti zakonisht planifikohet nj\u00eb vit p\u00ebrpara. Dhe n\u00ebse sipas grafikut keni 256 aktivitete, at\u00ebher\u00eb aq do t\u00eb ket\u00eb sakt\u00ebsisht, ndryshe n\u00eb vitin tjet\u00ebr si mbajt\u00ebs i buxhetit, ju kanoset \"prerja\" n\u00eb numra dhe para.<\/p>\n

Nj\u00eb tjet\u00ebr motiv p\u00ebr organizimin e trajnimeve korporative \u00ebsht\u00eb udh\u00ebheqja. N\u00ebse shefi juaj ka m\u00ebsuar n\u00eb shkoll\u00ebn sovjetike, at\u00ebher\u00eb th\u00ebnia leniniste \"M\u00ebso, m\u00ebso dhe s\u00ebrish m\u00ebso!\" \u00ebsht\u00eb ngulur fort n\u00eb mendjen e tij. Nga ana tjet\u00ebr, kjo th\u00ebnie ka nj\u00eb vazhdim joformale: \"M\u00ebso, m\u00ebso, m\u00ebso, m\u00eb mir\u00eb sesa puno, puno, puno!\". <\/p>\n

Nuk dua q\u00eb t\u00eb krijoni nj\u00eb perceptim t\u00eb gabuar nga kjo publikim, sikur autori \u00ebsht\u00eb kund\u00ebr edukimit si koncept, thjesht, n\u00ebse procesi edukativ \u00ebsht\u00eb i detyruesh\u00ebm, i paalternativ dhe i pav\u00ebmendsh\u00ebm, nuk mund t\u00eb presim mrekulli. <\/p>\n

\"Pse
\n<\/p>\n

Po k\u00ebrkon info-cigan\u00eb?<\/h3>\n

\n\u00c7do her\u00eb q\u00eb marr nj\u00eb ftes\u00eb p\u00ebr t\u00eb marr\u00eb pjes\u00eb n\u00eb nj\u00eb trajnim t\u00eb ri, e kujtoj nj\u00eb anekdot\u00eb t\u00eb qeshur.
\nNj\u00eb tip i afrohet nj\u00eb bariu q\u00eb po ruan nj\u00eb tuf\u00eb dheesh dhe i thot\u00eb nga makina e tij:<\/i>
\n \u2014 N\u00ebse t\u00eb them sa dele ke n\u00eb tuf\u00ebn t\u00ebnde, do m\u00eb dhurosh nj\u00eb?<\/i>
\nBariu, disi i habitur, p\u00ebrgjigjet:
\n \u2014 Sigurisht, pse jo.<\/i>
\nPastaj ky tip nxjerr nj\u00eb laptop, e lidh me telefonin e tij celular, lidh nj\u00eb lidhje me internetin, hyn n\u00eb faqen e NASA-s, zgjedh lidhjen satelitore GPS, p\u00ebrcakton koordinatat e sakt\u00eb t\u00eb vendit ku ndodhet dhe i d\u00ebrgon ato n\u00eb nj\u00eb satelit tjet\u00ebr t\u00eb NASA-s, i cili skanon k\u00ebt\u00eb zon\u00eb dhe l\u00ebshon nj\u00eb foto me nj\u00eb rezolut\u00eb t\u00eb jasht\u00ebzakonshme. M\u00eb pas, ky tip i d\u00ebrgon imazhin n\u00eb nj\u00eb nga laborator\u00ebt n\u00eb Hamburg, i cili brenda disa sekondave i d\u00ebrgon nj\u00eb email konfirmimi q\u00eb fotografia \u00ebsht\u00eb procesuar dhe t\u00eb dh\u00ebnat e marra jan\u00eb ruajtur n\u00eb baz\u00ebn e t\u00eb dh\u00ebnave. N\u00ebp\u00ebrmjet ODBC, ai lidhet me baz\u00ebn e t\u00eb dh\u00ebnave MS-SQL, kopjon t\u00eb dh\u00ebnat n\u00eb tabel\u00ebn EXCEL dhe fillon t\u00eb b\u00ebj\u00eb llogaritjet. Pas disa minutash, ai merr rezultatin dhe e printon n\u00eb ngjyr\u00eb 150 faqe me printerin e tij miniatur\u00eb. M\u00eb n\u00eb fund, ai i thot\u00eb barit:<\/i>
\n \u2014 Ke 1586 dele n\u00eb tuf\u00ebn t\u00ebnde.
\n \u2014 Sakt\u00eb! Ashtu \u00ebsht\u00eb numri i deleve n\u00eb tuf\u00ebn time. Mire, zgjedh.<\/i>
\nTipi zgjedh nj\u00eb dhe e ngarkon n\u00eb bagazh. Dhe at\u00ebher\u00eb bariu i thot\u00eb:<\/i>
\n \u2014 D\u00ebgjo, po n\u00ebse e gjej kush je, do ta kthej?<\/i>
\nPas pak mendimi, tipi thot\u00eb:
\n \u2014 Po, le t\u00eb provojm\u00eb.
\n \u2014 Ti punon si konsultant, \u2014 e thot\u00eb papritur bariu.
\n \u2014 Kjo \u00ebsht\u00eb e v\u00ebrtet\u00eb, dreq e mori! Si e di ti?
\n \u2014 Kjo ishte e leht\u00eb p\u00ebr t'u b\u00ebr\u00eb, \u2014 tha bariu, \u2014 ti shqepe n\u00eb momentin kur askush nuk t\u00eb thirri, do t\u00eb marr\u00ebsh nj\u00eb shp\u00ebrblim p\u00ebr nj\u00eb p\u00ebrgjigje q\u00eb e di tashm\u00eb, p\u00ebr nj\u00eb pyetje q\u00eb askush nuk ta ka b\u00ebr\u00eb, dhe p\u00ebr m\u00eb tep\u00ebr, nuk ke asnj\u00eb ide p\u00ebr pun\u00ebn time. Pra, ma kthe p\u00ebrpara qenin tim. <\/i><\/p>\n

Sa komike q\u00eb \u00ebsht\u00eb, por p\u00ebrqindja e ekspert\u00ebve q\u00eb flasin mbi nj\u00eb tem\u00eb q\u00eb nuk e kuptojn\u00eb fare \u00ebsht\u00eb shum\u00eb m\u00eb e lart\u00eb sesa ajo e specialist\u00ebve v\u00ebrtet profesional. E verifikoj k\u00ebt\u00eb shpesh. Pyetje elementare sqaruese, jasht\u00eb tem\u00ebs s\u00eb deklaruar, i l\u00ebn\u00eb fol\u00ebsit t\u00eb bllokuar. Kjo ndodh m\u00eb s\u00eb shumti n\u00eb seminaret me tema t\u00eb gjera: \u201cMarketingun inovativ\u201d, \u201cDigitalizimi n\u00eb kushtet e dixhitalizimit\u201d, etj. Kur flitet p\u00ebr tema praktike si \u201cback-end\u201d, \u201cfront-end\u201d ose C#, k\u00ebto histori jan\u00eb t\u00eb rralla. <\/p>\n

\"Pse
\n<\/p>\n

Do t'ju m\u00ebsoj t\u00eb jetoni...<\/h3>\n

\nP\u00ebrve\u00e7 seminareve klasike edukative, disa vite m\u00eb par\u00eb kompanit\u00eb e m\u00ebdha filluan t\u00eb interesohen p\u00ebr trajnime t\u00eb zhvillimit personal dhe t\u00eb gjitha teknologjit\u00eb e ndryshme t\u00eb life spring. Her\u00eb pas here dukej sikur n\u00eb trurin t\u00ebnd po l\u00ebshonin peshk dhe fillon t\u00eb humbas\u00ebsh lidhjen me realitetin. Pranoj, madje edhe un\u00eb, i cili zakonisht jam skeptik ndaj t\u00eb gjitha manipulimeve, ndonj\u00ebher\u00eb kam p\u00ebrjetuar \"dallg\u00eb\". Teknologjia \u00ebsht\u00eb e qart\u00eb, t\u00eb l\u00ebvizin emocionalisht, t\u00eb lidhin me grupin dhe angazhimet, dhe pastaj t\u00eb fusin n\u00eb kushte t\u00eb pak\u00ebndshme trajnimi. Si rezultat, truri shp\u00ebrb\u00ebhet, vlerat zhvendosen, dhe jepen betime ambicioze t\u00eb besnik\u00ebris\u00eb. Kjo \u00ebsht\u00eb si t\u00eb hip\u00ebsh dhjet\u00ebra her\u00eb n\u00eb hipnoz\u00eb dhe t\u00eb k\u00ebrkosh t\u00eb dal\u00ebsh n\u00eb hap\u00ebsir\u00ebn e hapur nes\u00ebr. <\/p>\n

Ka nj\u00eb anekdot\u00eb t\u00eb vjet\u00ebr:<\/p>\n

\u2014 Si t\u00eb quajn\u00eb djalin?
\n \u2014 Leha!!!
\n \u2014 \u00c7far\u00eb do t\u00eb b\u00ebsh?
\n \u2014 Kozmonaut!!!
\n \u2014 Pse do t\u00eb b\u00ebhesh kozmonaut?
\n \u2014 Leha!<\/p>\n

Me fjal\u00eb t\u00eb tjera, mantrave korporative zakonisht nuk u japin shum\u00eb hap\u00ebsir\u00eb p\u00ebr manovrim. Hip n\u00eb kal\u00eb dhe \"Alga!\" (Kaz. Al\u011fa \u2014 p\u00ebrpara). <\/p>\n

M\u00eb t\u00eb v\u00ebshtir\u00eb e kishin miqt\u00eb informatik\u00eb. A e keni v\u00ebrejtur, apo jo, por zakonisht n\u00eb IT punojn\u00eb njer\u00ebz me mendim t\u00eb strukturuar, me nj\u00eb sistem t\u00eb formuar vlerash dhe pik\u00ebpamjesh. Paraqitni se si nj\u00eb profesionist i till\u00eb, i pavarur, autoritativ dhe i q\u00ebndruesh\u00ebm, fillon papritur t\u00eb diskreditohet publikisht dhe t\u00eb provohet \"n\u00eb dob\u00ebsi\". T\u00eb mos b\u00ebhesh viktim\u00eb e manipulimit n\u00eb k\u00ebt\u00eb situat\u00eb \u00ebsht\u00eb tejet e v\u00ebshtir\u00eb, sidomos n\u00ebse t\u00eb gjith\u00eb ulen me kokat ulur n\u00eb at\u00eb mjeran rreth, pa gjum\u00eb dhe pushim p\u00ebr dy dit\u00eb radhazi. P\u00ebrve\u00e7 ngarkes\u00ebs emocionale, shtohet edhe ankthi p\u00ebr t\u00eb ardhmen, pasi zakonisht n\u00eb grup p\u00ebrzihen drejtues t\u00eb niveleve t\u00eb ndryshme, temperamentit dhe ambicieve t\u00eb ndryshme. T\u00eb mos \u00e7mendesh dhe t\u00eb mos humb\u00ebsh kryet n\u00eb k\u00ebt\u00eb gar\u00eb p\u00ebr sensin e sh\u00ebndosh\u00eb nuk \u00ebsht\u00eb fare e leht\u00eb. Njer\u00ebzit realisht nd\u00ebrronin vendin e pun\u00ebs, linin familjet, fillonin t\u00eb merreshin me gj\u00ebra t\u00eb \u00e7uditshme si piktura ose thurje. Nuk mendoj se kompania kishte k\u00ebto q\u00ebllime kur organizonte projekte t\u00eb tilla edukative me llogarin\u00eb e korporat\u00ebs. <\/p>\n

\"Pse
\n<\/p>\n

P\u00ebr \u00e7far\u00eb\u2026<\/h3>\n

\nN\u00eb nj\u00eb nga seancat e fundit, nj\u00eb person i respektuar tha: \"Do t\u00eb ishte mir\u00eb q\u00eb \u00e7do her\u00eb para se t\u00eb filloni di\u00e7ka t\u00eb r\u00ebnd\u00ebsishme, t'i b\u00ebni vetes pyetjen: \u2014 P\u00ebr \u00e7far\u00eb?\". Dhe e dini, jam dakord me t\u00eb. Kur e propozon vet\u00eb d\u00ebrgimin n\u00eb nj\u00eb kurs edukativ, seminar, konferenc\u00eb, zakonisht e kupton se p\u00ebrse ti e ke k\u00ebt\u00eb nevoj\u00eb. Ose ndoshta t\u00eb duket k\u00ebshtu. N\u00eb rastin kur kompania e p\u00ebrcakton k\u00ebt\u00eb p\u00ebr ty, do t\u00eb ishte mir\u00eb t\u00eb kishe n\u00eb mendje p\u00ebrgjigjen p\u00ebr pyetjen: \"P\u00ebr \u00e7far\u00eb?\". Ndryshe, \u00ebsht\u00eb koh\u00eb dhe para t\u00eb humbura. Dhe ju, \u00e7far\u00eb mendoni? <\/p>\n

N\u00eb vend t\u00eb epilogu<\/h3>\n

\n \u2014 P\u00ebrsh\u00ebndetje! Ne fillojm\u00eb seminarin \"Si t\u00eb fitosh nj\u00eb milion rubla p\u00ebr nj\u00eb dit\u00eb\". Pyetja p\u00ebr sall\u00ebn. Sa kushtonte bileta p\u00ebr seminar?
\n \u2014 Nj\u00eb mij\u00eb rubla.
\n \u2014 Sa vende ka n\u00eb k\u00ebt\u00eb sall\u00eb?
\n \u2014 Nj\u00eb mij\u00eb.
\n \u2014 Faleminderit, seminari p\u00ebrfundoi.
\n
Burimi: habr.com<\/a><\/p>","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"excerpt":{"rendered":"

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