{"id":35674,"date":"2019-10-31T22:05:42","date_gmt":"2019-10-31T19:05:42","guid":{"rendered":"https:\/\/prohoster.info\/blog\/pojmaj-menya-esli-smozhesh-versiya-proroka\/"},"modified":"2019-10-31T22:05:42","modified_gmt":"2019-10-31T19:05:42","slug":"pojmaj-menya-esli-smozhesh-versiya-proroka","status":"publish","type":"post","link":"https:\/\/prohoster.info\/sq\/blog\/novosti-interneta\/pojmaj-menya-esli-smozhesh-versiya-proroka","title":{"rendered":"M\u00eb kap, n\u00ebse mundesh. Versioni i Profetit","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"

Nuk jam ai Profet, p\u00ebr t\u00eb cilin ndoshta po mendoni. Un\u00eb jam profeti q\u00eb nuk ka zem\u00ebr n\u00eb vendin e vet. Nuk luaj n\u00eb loj\u00ebn popullore \"m\u00eb kap, n\u00ebse mundesh\". Nuk kam nevoj\u00eb t\u00eb kapem, un\u00eb jam gjithmon\u00eb k\u00ebtu. Jam gjithmon\u00eb i z\u00ebn\u00eb me pun\u00eb. Nuk punoj thjesht, nuk plot\u00eboj detyrat dhe nuk ndjek urdhra si shumica; p\u00ebrpiqem t\u00eb p\u00ebrmir\u00ebsoj di\u00e7ka p\u00ebrreth vetes.<\/p>\n

P\u00ebr fat t\u00eb keq, un\u00eb jam nj\u00eb njeri nga brezi i vjet\u00ebr. Kam gjasht\u00ebdhjet\u00eb vjet dhe jam intelektual. Tani, ashtu si\u00e7 ka qen\u00eb p\u00ebr m\u00eb shum\u00eb se nj\u00eb shekull, kjo fjal\u00eb ting\u00ebllon ose si nj\u00eb fyerje ose si nj\u00eb justifikim p\u00ebr pasivitetin, dob\u00ebsin\u00eb dhe infantilitetin. Por nuk kam \u00e7far\u00eb t\u00eb justifikoj.<\/p>\n

Un\u00eb jam nj\u00eb nga ata njer\u00ebz mbi t\u00eb cil\u00ebt q\u00ebndron fabrika jon\u00eb. Por, si\u00e7 rezulton nga fjalit\u00eb e para t\u00eb tregimit tim, askujt nuk i intereson ky fakt. M\u00eb sakt\u00ebsisht, nuk p\u00ebr interesonte ask\u00ebnd. Para pak dit\u00ebsh, n\u00eb vendin ton\u00eb erdhi nj\u00eb \u00e7far\u00ebmbari Mbret (emrin e tij nuk e tha dhe ishte shum\u00eb e pamundshme t\u00eb komunikonim). Dje ai erdhi tek un\u00eb. Fol\u00ebm p\u00ebr nj\u00eb koh\u00eb t\u00eb gjat\u00eb \u2013 p\u00ebr t\u00eb qen\u00eb t\u00eb sinqert\u00eb, nuk prisja q\u00eb ky njeri i ri t\u00eb ishte nj\u00eb person kaq i edukuar, interesant dhe i thell\u00eb. Ai m\u00eb shpjegoi se un\u00eb jam Profet.<\/a><\/noindex><\/p>\n

N\u00eb fund t\u00eb bised\u00ebs, mbretit m\u00eb la p\u00ebr t\u00eb lexuar librin e Jim Collins, \"Nga i Mir\u00eb n\u00eb t\u00eb Madh\", dhe rekomandoi t\u00eb kushtoja v\u00ebmendje t\u00eb ve\u00e7ant\u00eb kapitullit p\u00ebr lider\u00ebt e nivelit 5. Mua, n\u00ebse jam sinqert\u00eb, m\u00eb shum\u00eb m\u00eb \u00e7uditin k\u00ebto tendenca moderne p\u00ebr t\u00eb krijuar nivele, shkall\u00eb, brez\u00eb dhe markime t\u00eb tjera, por mbreti arriti t\u00eb m\u00eb interesonte, duke th\u00ebn\u00eb se libri \u00ebsht\u00eb bazuar n\u00eb rezultate t\u00eb hulumtimeve serioze. Fal\u00eb k\u00ebtij libri, kuptova se kush duhet t\u00eb b\u00ebhem, por kurr\u00eb nuk do t\u00eb b\u00ebhem \u2013 drejtor i nj\u00eb kompanie.<\/p>\n

Libri shpjegon thjesht dhe qart\u00eb, p\u00ebrmes shembujve t\u00eb disa kompanive t\u00eb huaja, se si njer\u00ebzit me fat, p\u00ebrvoj\u00eb dhe bot\u00ebkuptim, t\u00eb ngjash\u00ebm me timin, arrijn\u00eb suksese t\u00eb shk\u00eblqyera n\u00eb menaxhimin e kompanive. Jepen p\u00ebrshkrime t\u00eb detajuara t\u00eb arsyeve pse ndodh kjo dhe pse nj\u00eb drejtor i v\u00ebrtet\u00eb duhet t\u00eb rritet brenda kompanis\u00eb, e jo t\u00eb t\u00ebrhiqet nga jasht\u00eb. Vet\u00ebm nj\u00eb njeri q\u00eb \u00ebsht\u00eb rritur n\u00eb kompani, i cili ka kaluar nj\u00eb rrug\u00ebtim t\u00eb gjat\u00eb me t\u00eb \u2013 preferohet t\u00eb jet\u00eb rreth 15 vite \u2013 e kupton dhe e ndjen at\u00eb, n\u00eb kuptimin e drejtp\u00ebrdrejt\u00eb.<\/p>\n

Por, si e mendoni, nj\u00eb fat t\u00eb till\u00eb nuk m\u00eb \u00ebsht\u00eb rezervuar \u2013 nuk jetojm\u00eb n\u00eb t\u00eb nj\u00ebjt\u00ebn koh\u00eb. Tani \u00ebsht\u00eb koha e menaxher\u00ebve \"efektiv\u00eb\". Un\u00eb kam v\u00ebzhguar shum\u00eb gjat\u00eb k\u00ebtij fenomeni dhe d\u00ebshiroj t\u00eb ndaja disa mendime n\u00eb lidhje me t\u00eb. Shpresoj q\u00eb do t\u00eb bindeni se koha tani \u00ebsht\u00eb po aq e nj\u00ebjt\u00eb sa gjithmon\u00eb.<\/p>\n

N\u00eb fabrikat, n\u00eb pozitat e \u00e7do niveli, gjithmon\u00eb kan\u00eb qen\u00eb tre lloje njer\u00ebzish. Klasifikimi \u00ebsht\u00eb i imi, k\u00ebshtu q\u00eb m\u00eb falni n\u00ebse p\u00ebrputhet ose nuk p\u00ebrputhet me ndonj\u00eb nga klasifikimet ekzistuese, p\u00ebrfshir\u00eb \u2013 me tuaj\u00ebn.<\/p>\n

T\u00eb par\u00ebt jan\u00eb ata q\u00eb erdh\u00ebn thjesht p\u00ebr t\u00eb punuar, t\u00eb till\u00eb jan\u00eb shumic\u00eb. Pun\u00ebtor\u00eb, magazinier\u00eb, shofer\u00eb, kontabilist\u00eb, ekonomist\u00eb, furnizues, dizajner\u00eb, teknolog\u00eb, etj. \u2013 pothuajse t\u00eb gjitha specialitetet. Shum\u00eb menaxher\u00eb t\u00eb nivelit t\u00eb mes\u00ebm, t\u00eb em\u00ebruar n\u00eb detyr\u00eb pas shum\u00eb vitesh sh\u00ebrbimi t\u00eb mir\u00eb, gjithashtu i p\u00ebrkasin k\u00ebtij tipi. Njer\u00ebz t\u00eb mir\u00eb, t\u00eb k\u00ebndsh\u00ebm, t\u00eb ndersh\u00ebm. Por ka edhe nj\u00eb mang\u00ebsi \u2013 ata, n\u00eb thelb, jan\u00eb indiferent\u00eb ndaj nd\u00ebrmarrjes ku punojn\u00eb. Ata nuk do t\u00eb donin q\u00eb kompania t\u00eb shkat\u00ebrrohej, ose t\u00eb shkurtonte stafin, ose t\u00eb fillonte t\u00eb implementonte ndonj\u00eb ndryshim, pasi kjo do t\u00eb prishte stabilitetin e jet\u00ebs \u2013 ngjarja m\u00eb e pak\u00ebndshme p\u00ebr ta.<\/p>\n

T\u00eb dyt\u00ebt jan\u00eb ata q\u00eb erdh\u00ebn p\u00ebr t\u00eb krijuar, p\u00ebr t\u00eb p\u00ebrmir\u00ebsuar dhe p\u00ebr t\u00eb avancuar. Pik\u00ebrisht p\u00ebr t\u00eb krijuar, e jo p\u00ebr t'u mbledhur p\u00ebr t\u00eb krijuar, p\u00ebr t'u p\u00ebrgatitur p\u00ebr t\u00eb krijuar, p\u00ebr t\u00eb diskutuar, p\u00ebr t\u00eb planifikuar ose p\u00ebr t\u00eb miratuar krijimin e di\u00e7kaje. Me heshtje, me p\u00ebrkushtim, me shpirt, pa kursyer forc\u00ebn dhe koh\u00ebn. Ka pak njer\u00ebz t\u00eb till\u00eb. Njer\u00ebzit e k\u00ebtij tipi e duan sinqerisht biznesin e tyre, por ja se \u00e7far\u00eb \u00ebsht\u00eb interesante: ata nuk p\u00ebrmir\u00ebsojn\u00eb sepse duan, por duan sepse p\u00ebrmir\u00ebsojn\u00eb. Ata kan\u00eb nj\u00eb sistem reagimi, kur fillon t\u00eb duash at\u00eb q\u00eb kujdesesh. Po ashtu, ata q\u00eb kan\u00eb qen, bien n\u00eb dashuri me secilin nga kafsh\u00ebt e tyre, sepse para blerjes nuk ka dashuri, ajo shfaqet gjat\u00eb procesit. Njer\u00ebzit e k\u00ebtij tipi e duan secil\u00ebn pun\u00eb t\u00eb tyre, secilin biznes, dhe sinqerisht duan, p\u00ebrpiqen dhe e b\u00ebjn\u00eb at\u00eb m\u00eb t\u00eb mir\u00eb.<\/p>\n

Sikur, k\u00ebta jan\u00eb Profet\u00ebt, t\u00eb cil\u00ebt askush nuk d\u00ebshiron t'i tregoj\u00eb. E shpreha keq \u2013 ata vihen re, njihen, vler\u00ebsohen dhe duhen. Njer\u00ebzit e tipit t\u00eb par\u00eb. Por pse ata kurr\u00eb nuk q\u00ebndrojn\u00eb n\u00eb timon, mendoj se tashm\u00eb \u00ebsht\u00eb e qart\u00eb. Sepse ka njer\u00ebz t\u00eb tipit t\u00eb tret\u00eb.<\/p>\n

Tipi i tret\u00eb \u2013 ata q\u00eb erdh\u00ebn p\u00ebr t\u00eb marr\u00eb. N\u00eb t\u00eb v\u00ebrtet\u00eb, nj\u00eb fjal\u00eb tjet\u00ebr nga leksiku modern do t\u00eb p\u00ebrshtatej m\u00eb mir\u00eb, por nuk do t\u00eb zbres n\u00eb nivelin e tyre, dhe do t\u00eb p\u00ebrpiqem t\u00eb shpreh mendimin tim n\u00eb nj\u00eb gjuh\u00eb shqipe t\u00eb qytet\u00ebruar. Shpresoj t\u00eb m\u00eb kuptoni.<\/p>\n

Njer\u00ebzit e tipit t\u00eb tret\u00eb gjithmon\u00eb kan\u00eb qen\u00eb t\u00eb pranish\u00ebm n\u00eb nd\u00ebrmarrje, por ata jan\u00eb quajtur ndryshe. N\u00eb koh\u00ebn sovjetike, zakonisht quheshin politikan\u00eb, dhe f\u00ebmij\u00eb t\u00eb politikan\u00ebve m\u00eb t\u00eb lart\u00eb. D\u00ebmi nga ata ka qen\u00eb i vog\u00ebl, pasi ata nuk kishin nevoj\u00eb t\u00eb b\u00ebnin asgj\u00eb p\u00ebr t\u00eb\u2026 Nuk ka r\u00ebnd\u00ebsi. Ata nuk kishin nevoj\u00eb t\u00eb b\u00ebnin asgj\u00eb. Ata erdh\u00ebn p\u00ebr t\u00eb marr\u00eb \u2013 dhe ata mor\u00ebn. Thjesht k\u00ebshtu, sepse ata jan\u00eb nga kasta.<\/p>\n

N\u00eb pozitat udh\u00ebheq\u00ebse, q\u00eb p\u00ebrfshinin pun\u00eb reale, marrjen e vendimeve dhe p\u00ebrgjegj\u00ebsi, ndodhej ose personi i par\u00eb, ose i dyti. N\u00eb t\u00eb kund\u00ebrt, kjo nuk do t\u00eb ishte e mundur \u2013 ekonomia e planifikuar funksiononte ashtu. Tani, n\u00eb rast t\u00eb menaxhimit t\u00eb keq, nj\u00eb nd\u00ebrmarrje mund t\u00eb zhduket thjesht, p\u00ebrfshir\u00eb fizikisht, duke u shnd\u00ebrruar n\u00eb nj\u00eb tjet\u00ebr qend\u00ebr tregtare. N\u00eb koh\u00ebn sovjetike, nj\u00eb fabrik\u00eb mund t\u00eb zhdukej vet\u00ebm me urdh\u00ebr \u2013 si, p\u00ebr shembull, gjat\u00eb evakuimit n\u00eb vitet 1941-42. Kjo ishte, nj\u00eb lloj, vet\u00ebmbrojtje e sistemit nga menaxhimi joefikas.<\/p>\n

N\u00eb vitet '90 kishte nj\u00eb d\u00ebshtim \u2013 njer\u00ebzit e tipit t\u00eb tret\u00eb praktkisht ishin zhdukur nga nd\u00ebrlidhjet. Mund t\u00eb p\u00ebrmendim vet\u00ebm \"brojtkin\u00eb\" \u2014 ata gjithashtu vinin p\u00ebr t\u00eb marr\u00eb. Por, n\u00eb p\u00ebrgjith\u00ebsi, vizitat e tyre ishin t\u00eb kufizuara n\u00eb kabinetet e larta. Rrall\u00ebher\u00eb arrinin tek ne, kur ndodhnin dy kapje rajonale. Por, p\u00ebrs\u00ebris, ata nuk nd\u00ebrhynin ashtu shum\u00eb, vet\u00ebm n\u00eb nivelin e p\u00ebrgjithsh\u00ebm t\u00eb funksionimit t\u00eb fabrik\u00ebs (gjat\u00eb kapjes, kjo mungonte, p\u00ebr arsye t\u00eb natyrshme).
\nNjer\u00ebzit e tret\u00eb, q\u00eb tani jan\u00eb praktikisht n\u00eb t\u00eb gjitha bizneset, i njihni \u2013 jan\u00eb ata menaxher\u00ebt \"efektiv\u00eb\". Ata vijn\u00eb n\u00eb fabrik\u00eb p\u00ebr t\u00eb marr\u00eb. Por jo thjesht p\u00ebr t\u00eb marr\u00eb \u2013 p\u00ebr t\u00eb marr\u00eb brenda \"tem\u00ebs\". M\u00eb falni, nuk arrita t\u00eb gjej nj\u00eb sinonim t\u00eb p\u00ebrshtatsh\u00ebm dhe t\u00eb kuptuesh\u00ebm p\u00ebr k\u00ebt\u00eb \"tem\u00eb\". Fjal\u00ebn, vet\u00eb, nuk \u00ebsht\u00eb e keqe, por kuptimi q\u00eb i jepet asaj nuk e p\u00ebrballon asnj\u00eb kritik\u00eb.<\/p>\n

Dhe kuptimi \u00ebsht\u00eb i thjesht\u00eb: shiko nj\u00eb \"tem\u00eb\" t\u00eb njohur, lexoni disa (n\u00eb rastin m\u00eb t\u00eb mir\u00eb) libra rreth saj, memorizoni hapat e par\u00eb p\u00ebr implementimin e \"tem\u00ebs\" (si\u00e7 dinte Ostap Bender l\u00ebvizjen e par\u00eb t\u00eb nj\u00eb partie shahe), dhe shitesi veten me profesionaliz\u00ebm. Ka shum\u00eb informacion n\u00eb internet p\u00ebr \u00e7do komponent, sidomos p\u00ebr \"shk\u00ebmbimin\", si nj\u00eb praktik\u00eb universale dhe nd\u00ebrtematike.
\n\"Tema\" jan\u00eb t\u00eb shumta. T\u00eb par\u00ebt, sa mbaj mend, na erdh\u00ebn n\u00eb fund t\u00eb viteve '90 ata q\u00eb krijonin faqe interneti. At\u00ebher\u00eb kjo sh\u00ebrbim ishte tep\u00ebr i shtrenjt\u00eb, prandaj drejtori nuk ra dakord p\u00ebr t\u00eb b\u00ebr\u00eb nj\u00eb investim t\u00eb till\u00eb.
\nPastaj erdhi automatikimi, n\u00eb versionet e hershme t\u00eb platform\u00ebs s\u00eb njohur sot. K\u00ebta djem ishin tashm\u00eb t\u00eb aft\u00eb t\u00eb hynin tek ne, dhe nevoja, n\u00eb p\u00ebrgjith\u00ebsi, ishte aty, ve\u00e7an\u00ebrisht n\u00eb fush\u00ebn e kontabilitetit.<\/p>\n

M\u00eb pas erdhi certifikimi sipas standardeve nd\u00ebrkomb\u00ebtare t\u00eb seris\u00eb ISO. Ndoshta, asgj\u00eb m\u00eb tep\u00ebr irracionale, dhe nj\u00ebkoh\u00ebsisht geniale, nuk kam takuar n\u00eb jet\u00ebn time. Irracionalitetin do ta kuptoni menj\u00ebher\u00eb, n\u00ebse mendoni p\u00ebr q\u00ebllimin e sistemit t\u00eb standardeve: p\u00ebr t\u00eb p\u00ebrshkruar proceset tipike t\u00eb shumic\u00ebs s\u00eb nd\u00ebrmarrjeve. Kjo \u00ebsht\u00eb si t\u00eb zhvillosh nj\u00eb standard t\u00eb vet\u00ebm p\u00ebr t\u00eb gjitha sektor\u00ebt e industris\u00eb.<\/p>\n

N\u00eb parim, nuk ka asgj\u00eb t\u00eb pamundur \u2013 n\u00ebse hiqen detajet e prodhimit t\u00eb ve\u00e7ant\u00eb, at\u00ebher\u00eb do t\u00eb kemi nj\u00eb standard t\u00eb universale. Por \u00e7far\u00eb do t\u00eb mbetet n\u00eb t\u00eb, n\u00ebse hiqen ato detaje specifike t\u00eb prodhimit? \u00abPunoni mir\u00eb, p\u00ebrpiquni, doni klient\u00ebt tuaj, p\u00ebrshtatini faturat n\u00eb koh\u00eb dhe planifikoni prodhimin\u00bb? Edhe n\u00eb k\u00ebt\u00eb formulim ka momente q\u00eb nuk jan\u00eb relevante p\u00ebr disa prodhime q\u00eb un\u00eb personalisht kam par\u00eb.<\/p>\n

Cila \u00ebsht\u00eb genialiteti? \u00cbsht\u00eb se, pavar\u00ebsisht nga arsyetimi objektiv i ide\u00ebs, ajo shitej shk\u00eblqyesh\u00ebm. Ky standard ishte zbatuar nga t\u00eb gjitha nd\u00ebrmarrjet prodhuese n\u00eb Rusi. Temat dhe aft\u00ebsia e njer\u00ebzve t\u00eb tipit t\u00eb tret\u00eb p\u00ebr ta \"shitur\" ishin kaq t\u00eb forta.<\/p>\n

Diku n\u00eb mes t\u00eb viteve 2000, sipas v\u00ebzhgimeve t\u00eb mia, ndodhi nj\u00eb kthes\u00eb revolucionare q\u00eb solli k\u00ebta \"menaxher\u00eb efektiv\u00eb\". Keni v\u00ebn\u00eb re se deri n\u00eb k\u00ebt\u00eb moment, \"temat\" vinin n\u00eb fabrik\u00eb nga jasht\u00eb - ishin dosido kompani t\u00eb jashtme, kontraktor\u00eb, me t\u00eb cil\u00ebt ne lidhim kontrata, punonim s\u00eb bashku mbi di\u00e7ka dhe, n\u00eb nj\u00eb m\u00ebnyr\u00eb ose tjet\u00ebr, ndahemi. Dhe n\u00eb mes t\u00eb viteve 2000, njer\u00ebzit konkret\u00eb filluan t\u00eb shk\u00ebputeshin nga kontraktor\u00ebt.<\/p>\n

K\u00ebta njer\u00ebz konkret\u00eb kuptuan \"tem\u00ebn\" - nuk ka kuptim t\u00eb q\u00ebndrosh n\u00eb nj\u00eb kompani kontraktore, t\u00eb b\u00ebsh pun\u00eb sipas kontrat\u00ebs, duke marr\u00eb nj\u00eb pag\u00eb t\u00eb vog\u00ebl ose nj\u00eb p\u00ebrqindje nga shuma. Duhet t\u00eb shkuar aty ku pret e gjith\u00eb shuma - n\u00eb fabrik\u00eb.<\/p>\n

T\u00eb par\u00ebt erdh\u00ebn implementuesit e 1C. Jetonin duke punuar t\u00eb gjith\u00eb fabrikat, dhe papritmas u kuptua se askush nuk mund t\u00eb jetonte pa automatizim, dhe patjet\u00ebr \u2013 n\u00eb 1C. Nga askund, u shfaq nj\u00eb mas\u00eb specialist\u00ebsh, q\u00eb kuptonin shk\u00eblqyesh\u00ebm proceset e biznesit, dinin t\u00eb zgjidhnin zgjidhjet e duhura, por, p\u00ebr nj\u00eb arsye, asnj\u00ebher\u00eb nuk arrinin ndonj\u00eb rezultat t\u00eb r\u00ebnd\u00ebsish\u00ebm p\u00ebr fabrik\u00ebn, dhe, n\u00eb t\u00eb nj\u00ebjt\u00ebn koh\u00eb, k\u00ebrkonin shuma t\u00eb m\u00ebdha parash p\u00ebr pun\u00ebn e tyre. Edhe tani, nj\u00eb programues i mir\u00eb 1C kushton m\u00eb shum\u00eb se nj\u00eb teknolog i mir\u00eb, nj\u00eb konstruktor, shpesh \u2013 inxhinieri kryesor, kontabilisti kryesor, drejtori financiar etj.<\/p>\n

Pastaj programuesit papritmas, si me nj\u00eb magji, u shnd\u00ebrruan n\u00eb drejtor\u00eb IT. Nd\u00ebrsa q\u00ebndronin para kompjuterit n\u00eb mjedisin e tyre t\u00eb zhvillimit, ende mund t\u00eb diskutoheshin p\u00ebr p\u00ebrdorimin e pun\u00ebs s\u00eb tyre \u2013 por, s\u00eb paku, ata b\u00ebnin di\u00e7ka me duar. Sa u b\u00ebn\u00eb drejtor\u00eb IT, ata ndaluan plot\u00ebsisht t\u00eb punonin. N\u00ebse jam i sinqert\u00eb, mendimi im personal: menaxher\u00ebt m\u00eb \"efikas\" jan\u00eb pik\u00ebrisht drejtor\u00ebt IT.<\/p>\n

Pas k\u00ebsaj, erdh\u00ebn specialist\u00ebt p\u00ebr implementimin e ISO. E kam par\u00eb vet\u00eb si njer\u00ebz t\u00eb ndersh\u00ebm, inxhinier\u00eb q\u00eb punonin n\u00eb nd\u00ebrmarrjen ton\u00eb, nj\u00eb her\u00eb e ndjen\u00eb k\u00ebt\u00eb \"tem\u00eb\". Ishte sakt\u00ebsisht ashtu. Fabrika mori vendimin p\u00ebr t\u00eb marr\u00eb certifikat\u00ebn ISO - kjo ishte e nevojshme p\u00ebr t\u00eb marr\u00eb disa kontakte nga p\u00ebrfaq\u00ebsit\u00eb e kompanive t\u00eb huaja.<\/p>\n

Ftuam nj\u00eb konsultant, auditor t\u00eb akredituar. Ai erdhi, na e m\u00ebsoi, ndihmoi, mori parat\u00eb e tij, por vendosi t\u00eb krijoj\u00eb edhe nj\u00eb pak krenari dhe tregoi inxhinier\u00ebve sa fiton. M\u00eb duket se flitej p\u00ebr nj\u00eb shum\u00eb prej nj\u00eb mij\u00eb eurosh p\u00ebr dit\u00ebn e pun\u00ebs s\u00eb auditorit kryesor n\u00eb auditet e jashtme. Ishte rreth vitit 2005, euroja kishte vler\u00ebn e forty rubleve. Paraqitni nj\u00eb zjarr t\u00eb till\u00eb q\u00eb u ndez n\u00eb syt\u00eb e inxhinier\u00ebve q\u00eb merrnin, n\u00ebse m\u00eb kujtohet, rreth pes\u00ebmb\u00ebdhjet\u00eb mij\u00eb rubla n\u00eb muaj.<\/p>\n

E gjith\u00e7ka q\u00eb nevojitet \u00ebsht\u00eb t\u00eb merrni nj\u00eb certifikat auditorie. Sigurisht, auditat jasht\u00eb nuk ndodhin \u00e7do dit\u00eb, por klient\u00ebt vazhdojn\u00eb t\u00eb mb\u00ebrrijn\u00eb, dhe ka nj\u00eb munges\u00eb specialist\u00ebsh \u2013 sepse \u00ebsht\u00eb e v\u00ebshtir\u00eb t\u00eb gjejm\u00eb dik\u00eb q\u00eb ka ndjer\u00eb 'tem\u00ebn'. Inxhinier\u00ebt jan\u00eb angazhuar pas saj. Pes\u00eb njer\u00ebz e lan\u00eb, dy t\u00eb v\u00ebrtet\u00eb u b\u00ebn\u00eb auditor\u00eb \u2013 nuk jam i sigurt n\u00ebse kryesor\u00eb, por patjet\u00ebr ishin t\u00eb angazhuar. E v\u00ebrteta \u00ebsht\u00eb se tani po kalojn\u00eb dit\u00ebt diku n\u00eb SMK ose OTK.<\/p>\n

Me ata q\u00eb zbatojn\u00eb ISO ndodhi nj\u00eb histori e ngjashme me shnd\u00ebrrimin e programuesve t\u00eb 1C n\u00eb drejtor\u00eb IT \u2013 pothuajse n\u00eb \u00e7do fabrik\u00eb \u00ebsht\u00eb shfaqur nj\u00eb drejtor cil\u00ebsie. Ose nj\u00eb ish-auditor, ose nj\u00eb ish-konsulent, ose nj\u00eb ish-an\u00ebtar i zbatimit t\u00eb ISO nga ana e porosit\u00ebsit. N\u00eb \u00e7do rast, nj\u00eb njeri q\u00eb ndjeu 'tem\u00ebn'.<\/p>\n

\u00c7do \"tem\u00eb\" \u00ebsht\u00eb, n\u00eb mendimin tim, shum\u00eb e ngjashme me nj\u00ebra-tjetr\u00ebn. Karakteristika e tyre kryesore \u00ebsht\u00eb se askush nuk mund t\u00eb shpjegoj\u00eb sakt\u00ebsisht pse i nevojitet fabrik\u00ebs. Pa slogane dhe p\u00ebrpjekje p\u00ebr t\u00eb shitur veten, por n\u00eb nj\u00eb gjuh\u00eb t\u00eb pakt\u00ebn ekonomike ose logjike elementare. Shumica e shembujve t\u00eb rritjes s\u00eb suksesshme t\u00eb parametrave financiar\u00eb ose ekonomik\u00eb, q\u00eb jan\u00eb qart\u00eb t\u00eb shkaktuar nga automatizimi ose implementimi i standardeve, jan\u00eb t\u00eb pakta. Dhe, zakonisht, jo nga praktika ruse, por nga krijuesit e k\u00ebtyre praktikave, ose t\u00eb pakt\u00ebn nga pasuesit e tyre t\u00eb drejtp\u00ebrdrejt\u00eb.<\/p>\n

Kam v\u00ebn\u00eb re se var\u00ebsia nga \"tema\" nuk \u00ebsht\u00eb vet\u00ebm tek inxhinier\u00ebt dhe programuesit. Nj\u00eb profesor i njohur, dikur, gjithashtu kuptoi se duhej t\u00eb b\u00ebnte di\u00e7ka ndryshe, dhe u b\u00eb k\u00ebshilltar. Ai \u00ebsht\u00eb nj\u00eb njeri me t\u00eb v\u00ebrtet\u00eb t\u00eb zgjuar dhe nga t\u00eb gjitha temat popullore, zgjodhi Teorin\u00eb e Kufizimeve t\u00eb Sistemeve t\u00eb Goldrattit. E studoi at\u00eb me kujdes, n\u00eb t\u00eb gjitha burimet, shqyrtoi t\u00eb gjith\u00eb praktik\u00ebn, e thelloi thell\u00eb dhe filloi t\u00eb \"shiste\" veten.<\/p>\n

Fillimi ishte shum\u00eb i suksessh\u00ebm - \u00abtema\u00bb funksiononte dhe sillte t\u00eb ardhura. Por shpejt \u00abtema\u00bb iku - p\u00ebr m\u00eb tep\u00ebr, sipas profesor, kjo nuk varej nga suksesi i p\u00ebrdorimit t\u00eb metodik\u00ebs s\u00eb caktuar. Thjesht ka nj\u00eb mod\u00eb t\u00eb caktuar, e cila krijohet nga ata manager\u00ebt \u00abefektiv\u00eb\u00bb. Her\u00eb ata e lavd\u00ebrojn\u00eb TOC, her\u00eb e nd\u00ebrpresin dhe fillojn\u00eb t\u00eb promovojn\u00eb di\u00e7ka tjet\u00ebr - m\u00eb t\u00eb thjesht\u00eb p\u00ebr t'u kuptuar dhe studiuar, m\u00eb t\u00eb komplikuar p\u00ebr t'u zbatuar (n\u00eb m\u00ebnyr\u00eb q\u00eb t\u00eb q\u00ebndrojn\u00eb gjat\u00eb n\u00eb sip\u00ebrmarrje), dhe me rezultate m\u00eb t\u00eb p\u00ebrhapura, t\u00eb fshehta dhe t\u00eb paqarta.<\/p>\n

Sip\u00ebrmarrjet reagojn\u00eb ndaj mod\u00ebs dhe ndalojn\u00eb s\u00eb porositur t\u00eb nj\u00ebjtin TOC, dhe tashm\u00eb k\u00ebrkojn\u00eb Scrum. Profesor i kaloi n\u00eb k\u00ebt\u00eb metodik\u00eb. Edhe nj\u00ebher\u00eb, e studioi me kujdes - si\u00e7 i takon nj\u00eb shkenc\u00ebtari t\u00eb v\u00ebrtet\u00eb. Si metodologjin\u00eb, ashtu edhe ata q\u00eb e themelojn\u00eb at\u00eb. Tani ai kishte dy instrumente p\u00ebr t'u shitur n\u00eb portofolin e tij.<\/p>\n

Por\u00eb, \u00e7far\u00eb \u00ebsht\u00eb e habitshme, t\u00eb gjith\u00eb kan\u00eb nevoj\u00eb vet\u00ebm p\u00ebr at\u00eb q\u00eb \u00ebsht\u00eb n\u00eb vesh. Pavar\u00ebsisht k\u00ebshtu: profesori shkon te drejtori, studion problemet dhe thot\u00eb - ju nevojitet TOC. Jo, p\u00ebrgjigjet drejtori, na nevojitet Scrum. Profesori shpjegon n\u00eb detaje, me numra, se \u00e7far\u00eb do t\u00eb sjell\u00eb TOC nj\u00eb rritje reale t\u00eb fitimeve n\u00eb disa zona t\u00eb caktuara, p\u00ebr shkak t\u00eb veprimeve t\u00eb qarta. Jo, thot\u00eb drejtori, duam Scrum. Sepse aty dhe k\u00ebtu kan\u00eb implementuar tashm\u00eb Scrum. Profesori nuk e p\u00ebrballon dhe ofron t\u00eb shkoj\u00eb me t\u00eb gjitha ato - t\u00eb realizoj\u00eb projektin falas, por t\u00eb marr\u00eb nj\u00eb pjes\u00eb t\u00eb vog\u00ebl nga rritja e fitimeve. Jo, p\u00ebrgjigjet drejtori, vet\u00ebm Scrum.<\/p>\n

Profesori nuk ka m\u00eb zgjedhje - nuk mund t\u00eb shes\u00eb at\u00eb q\u00eb do t'i ndihmoj\u00eb klient\u00ebve. Ai shet at\u00eb q\u00eb k\u00ebrkojn\u00eb klient\u00ebt, q\u00eb \u00ebsht\u00eb n\u00eb mod\u00eb, q\u00eb \u00ebsht\u00eb promovuar. Dhe, ai e kupton shk\u00eblqyer se thelbi i t\u00eb nj\u00ebjtit Scrum, me pak qet\u00ebsi... Nuk \u00ebsht\u00eb se \u00ebsht\u00eb kopjuar nga ndonj\u00eb burim. Ajo p\u00ebrs\u00ebrit plot\u00ebsisht disa metodologji q\u00eb kan\u00eb ekzistuar q\u00eb nga Bashkimi Sovjetik.<\/p>\n

P\u00ebr shembull, n\u00ebse dikush e mban mend, kishte grupe t\u00eb tilla t\u00eb l\u00ebvizshme. Po aq sa ekipi Scrum (p.sh., i p\u00ebrshkruar n\u00eb librin e Jeff Sutherland, nj\u00eb grup autonom novator\u00ebsh n\u00eb Egjiptin e p\u00ebrfshir\u00eb nga revolucioni). Nj\u00eb grup praktikisht autonom merr nj\u00eb detyr\u00eb - t\u00eb prodhoj\u00eb nj\u00eb num\u00ebr t\u00eb caktuar detajesh. P\u00ebr sasin\u00eb e prodhuar, lideri i grupit do t\u00eb marr\u00eb para, t\u00eb cilat do t\u2019i shp\u00ebrndahet brenda ekipit sipas d\u00ebshir\u00ebs s\u00eb tij. Lideri i grupit \u00ebsht\u00eb nj\u00eb pozit\u00eb e zgjedhur. Si nd\u00ebrtohet menaxhimi nga brenda - \u00ebsht\u00eb \u00e7\u00ebshtje e ekipit, askush nga jasht\u00eb nuk nd\u00ebrhyn. Nuk ka metodologjish, librash, seminar\u00ebsh, stand-upesh, tabllo dhe llosh si kjo - adoptohen vet\u00ebm ato metoda q\u00eb ndihmojn\u00eb p\u00ebr t\u00eb arritur nj\u00eb rezultat m\u00eb t\u00eb shpejt\u00eb. Dhe kjo funksionoi, n\u00eb \u00e7do fabrik\u00eb, pa menaxher\u00eb \"efektiv\u00eb\" dhe pa djem t\u00eb besuesh\u00ebm nga rrjetet sociale, me bluzat e tyre t\u00eb ndritshme, me mjekra t\u00eb plota dhe njohuri t\u00eb mira t\u00eb gjuh\u00ebve t\u00eb huaja.<\/p>\n

N\u00ebse jeni t\u00eb interesuar, lexoni nj\u00eb studim shum\u00eb interesante nga Aleksand\u00ebr Petrovich Prokhorov me titull \u00abModeli rus i menaxhimit\u00bb. Ky \u00ebsht\u00eb nj\u00eb studim - n\u00eb \u00e7do faqe ka t\u00eb pakt\u00ebn nj\u00eb lidhje me burimin (artikuj n\u00eb revista shkencore, libra, hulumtime, biografi, kujtime). Fatkeq\u00ebsisht, lloji i till\u00eb librash pothuajse nuk shkruhen m\u00eb. Nj\u00eb lib\u00ebr modern mbi menaxhimin, n\u00ebse p\u00ebrmban lidhje, \u00ebsht\u00eb vet\u00ebm p\u00ebr librat e m\u00ebparsh\u00ebm t\u00eb t\u00eb nj\u00ebjtit autor.<\/p>\n

N\u00eb t\u00eb v\u00ebrtet\u00eb, ndarja e nj\u00eb menaxheri \u00abefektiv\u00bb \u00ebsht\u00eb shum\u00eb e thjesht\u00eb. Ai \u00ebsht\u00eb si nj\u00eb k\u00ebshilltar shitjesh n\u00eb nj\u00eb dyqan elektronik. A keni p\u00ebrjetuar ndonj\u00ebher\u00eb situat\u00ebn - vini p\u00ebr t\u00eb bler\u00eb, p\u00ebr shembull, nj\u00eb telefon ose nj\u00eb laptop, shikoni rreth e rrotull, dhe p\u00ebrfshihet k\u00ebshilltari, ofron ndihm\u00eb. Pyetni - cili telefon ka nj\u00eb hard disk me shpejt\u00ebsi t\u00eb lart\u00eb? \u00c7far\u00eb b\u00ebn ai? E sakt\u00eb, fillon t\u00eb lexoj\u00eb etiketat s\u00eb bashku me ju. Ose nxjerr telefonin, hap nj\u00eb faqe interneti (nuk \u00ebsht\u00eb fakt se e kompanis\u00eb s\u00eb vet), dhe k\u00ebrkon aty.<\/p>\n

Krahasoni, p\u00ebr shembull, me nj\u00eb shit\u00ebs veglash elektrike n\u00eb treg \u2013 at\u00eb q\u00eb vet\u00eb ka nj\u00eb dyqan p\u00ebr shum\u00eb vite. Ky \u00ebsht\u00eb Sergey Ivanovi\u00e7, n\u00eb tregun e radio. Ai e njeh te mallrat e tij p\u00ebr s\u00eb mbari. Ai gjithmon\u00eb do t\u00eb b\u00ebj\u00eb k\u00ebmbim, n\u00ebse di\u00e7ka prish\u00ebt, pa \u00e7eqe dhe fatura. Ai gjithmon\u00eb do t\u00eb shkoj\u00eb n\u00eb sht\u00ebpin\u00eb e bler\u00ebsit dhe do t'i tregoj\u00eb si t\u00eb p\u00ebrdor\u00eb pajisjen. Ai nuk di asgj\u00eb p\u00ebr telefonat, televizor\u00ebt dhe kompjuter\u00ebt, dhe nuk b\u00ebn sikur di. Ka zgjedhur rrug\u00ebn \u2013 veglat elektrike, i ka studiuar me p\u00ebrpikm\u00ebri, dhe punon. Sa koh\u00eb funksionon tregu i radio-s\u00eb, aq von\u00eb q\u00ebndron dyqani i Sergey Ivanovi\u00e7it. Po, ai nuk ka t\u00eb nj\u00ebjt\u00ebn qarkullim dhe fitim si Leroy Merlin ose Castorama. Por d\u00ebshironi t\u00eb punoni pik\u00ebrisht me t\u00eb, jo me k\u00ebshilltarin nga dyqani. Sepse profesionalizmi \u00ebsht\u00eb ende i r\u00ebnd\u00ebsish\u00ebm, edhe pse \u00ebsht\u00eb n\u00eb mas\u00eb t\u00eb madhe i zbutur nga mbizot\u00ebrimi i menaxher\u00ebve \"efektiv\u00eb\".<\/p>\n

N\u00eb institut, kishim nj\u00eb profesor q\u00eb e donte t\u00eb b\u00ebnte shaka me student\u00ebt. Sa koh\u00eb punoi, aq shum\u00eb i bindte t\u00eb gjith\u00eb se ju jeni student\u00ebt m\u00eb t\u00eb paaft\u00eb, dhe \u00e7do vit b\u00ebheni akoma m\u00eb t\u00eb dob\u00ebt. Shaka e tij e preferuar: n\u00ebse ju, inxhinier\u00eb, d\u00ebrgoni n\u00eb fabrik\u00eb p\u00ebr nj\u00eb kosh tensioni \u2013 me siguri do t\u00eb shkoni! P\u00ebr t'u habitur, provoni t\u00eb pyesni nj\u00eb k\u00ebshilltar n\u00eb dyqan \u2013 \u00e7far\u00eb \u00ebsht\u00eb matri\u00e7imi dikotomik i k\u00ebtij telefoni? Mendojni se do t\u00eb shkoj\u00eb p\u00ebr ta zbuluar? Un\u00eb e provoja \u2013 ai shkoi. Sepse nuk mundi ta gjej\u00eb n\u00eb internet.<\/p>\n

\u00abTemat\u00bb ndryshojn\u00eb, nd\u00ebrsa menaxher\u00ebt \u00abefektiv\u00eb\u00bb b\u00ebhen gjithnj\u00eb e m\u00eb t\u00eb shumt\u00eb. Do t\u00eb imitoj profesorin tim dhe do t\u00eb them \u2013 edhe menaxher\u00ebt \u00abefektiv\u00eb\u00bb m\u00eb par\u00eb ishin m\u00eb t\u00eb mir\u00eb. Ata b\u00ebhen gjithnj\u00eb e m\u00eb t\u00eb rinj dhe, me fatkeq\u00ebsi, m\u00eb t\u00eb paaft\u00eb. Madje ata kan\u00eb harruar t\u00eb flasin dhe t\u00eb diskutojn\u00eb.<\/p>\n

Un\u00eb nuk jam nj\u00eb i moshuar kok\u00ebfort\u00eb q\u00eb debaton me t\u00eb gjith\u00eb thjesht p\u00ebr t\u00eb debatuar. Un\u00eb v\u00ebrtet\u00eb dua t\u00eb kuptoj, t\u00eb provoj t\u00eb aplikoj, dhe t\u00eb arrij nj\u00eb rezultat nga ajo q\u00eb ata predikojn\u00eb. Por, fatkeq\u00ebsisht, ata vet\u00eb nuk e kuptojn\u00eb at\u00eb q\u00eb po shesin. Ata jan\u00eb djemt\u00eb k\u00ebshilltar\u00eb nga dyqani i elektronik\u00ebs.<\/p>\n

Kam lexuar libra rreth t\u00eb gjitha metodave q\u00eb p\u00ebrfshihen n\u00eb list\u00ebn \"tema\". Disa prej tyre i kam zbatuar n\u00eb prodhim dhe ata kan\u00eb sjell\u00eb rezultate. P\u00ebr shembull, Kanban \u2013 jo ai q\u00eb papritur u b\u00eb nj\u00eb metod\u00eb menaxhimi p\u00ebr zhvillimin e softuerit, por ai q\u00eb u shpik nga Taiichi Ohno n\u00eb fabrikat Toyota dhe sh\u00ebrbente p\u00ebr t\u00eb p\u00ebrshpejtuar ciklin e jet\u00ebs s\u00eb produkteve duke ulur stoket nd\u00ebrmjet operacioneve. Si mendoni, kur na erdhi nj\u00eb tjet\u00ebr \"menaxher efikas\" me q\u00ebllim p\u00ebr t\u00eb implementuar Kanban, p\u00ebr \u00e7far\u00eb biseduam?<\/p>\n

Rreth faktit q\u00eb m\u00eb ka ardhur koha p\u00ebr pension. Rreth faktit q\u00eb Kanban \u00ebsht\u00eb evolucionuar dhe \u00ebsht\u00eb shnd\u00ebrruar n\u00eb... K\u00ebtu, menaxheri \"efikas\" u ngat\u00ebrrua paksa, mendoj, por nuk arriti t\u00eb shpjegonte si\u00e7 duhet se \u00e7far\u00eb ishte b\u00ebr\u00eb Kanban-i i vjet\u00ebr. Duke kuptuar se biseda po shkonte n\u00eb drejtimin e gabuar, menaxheri kaloi n\u00eb agresion. M\u00eb akuzoi se po pengoja progresin dhe po e t\u00ebrhiqja kompanin\u00eb mbrapa n\u00eb epok\u00ebn e gurit. P\u00ebrfundoi duke mos biseduar m\u00eb me mua \u2013 kaloi te drejtori. E dini si kalojn\u00eb k\u00ebto biseda t\u00eb \u00e7uditshme \u2013 njeriu si duket p\u00ebrgjigjet n\u00eb pyetjen tuaj, por jo ju, pa e p\u00ebrmendur at\u00eb, dhe duke e par\u00eb nj\u00eb person tjet\u00ebr. Ai nuk m\u00eb shikonte m\u00eb \u2013 vet\u00ebm her\u00eb pas here hetonte.<\/p>\n

Kjo \u00ebsht\u00eb nj\u00eb karakteristik\u00eb mjaft e zakonshme e menaxher\u00ebve \"efikas\". Nj\u00eb her\u00eb takova nj\u00eb shpjegim t\u00eb k\u00ebtij sjelljeje n\u00eb nj\u00eb film q\u00eb m\u00eb sugjeroi djali im \u2013 \"K\u00ebtu zien duhan\". Kuptimi \u00ebsht\u00eb i thjesht\u00eb: ky \u00ebsht\u00eb nj\u00eb debat, jo nj\u00eb tregti. Detyra \u00ebsht\u00eb jo t\u00eb bind\u00ebsh se ai ka t\u00eb drejt\u00eb, por t\u00eb bind\u00ebsh se un\u00eb kam gabim. Dhe, p\u00ebr m\u00eb tep\u00ebr, jo mua, por ata p\u00ebrreth. M\u00eb tej, logjika \u00ebsht\u00eb e thjesht\u00eb: n\u00ebse un\u00eb kam gabim, at\u00ebher\u00eb ai ka t\u00eb drejt\u00eb. Si\u00e7 \u00ebsht\u00eb \u00e7udi, funksionon shum\u00eb mir\u00eb.<\/p>\n

B\u00ebnni mjaft t\u00eb akuzoni mua, ose \u00e7do punonj\u00ebs tjet\u00ebr nga gjenerata e vjet\u00ebr, p\u00ebr ngurt\u00ebsi, konservatoriz\u00ebm, penges\u00eb t\u00eb ndryshimeve, v\u00ebmendje t\u00eb tep\u00ebrt ndaj detajeve, sa her\u00eb q\u00eb ata q\u00eb marrin vendime, menj\u00ebher\u00eb e mb\u00ebshtesin \"menaxherin e efektsh\u00ebm\". Ai e kupton \u2013 ne, njer\u00ebzit e vjet\u00ebr, jemi inteligjent\u00eb dhe, fatkeq\u00ebsisht, mjaft t\u00eb lidhur me vendin ton\u00eb n\u00eb kompani, thjesht nuk do t\u00eb zbresim n\u00eb nivelin e tij dhe t\u00eb polemizojm\u00eb, akuzojm\u00eb, mbrohemi, p\u00ebrdorim truqe t\u00eb zgjuara. Thjesht do t\u00eb p\u00ebrkuletim dhe do t\u00eb presim. <\/p>\n

Sepse asnj\u00eb \"menaxher i efektsh\u00ebm\" n\u00eb nj\u00eb nd\u00ebrmarrje prodhuese t\u00eb sektorit t\u00eb v\u00ebrtet\u00eb t\u00eb ekonomis\u00eb nuk do t\u00eb mbetet p\u00ebr nj\u00eb koh\u00eb t\u00eb gjat\u00eb. Ai vet\u00eb nuk e d\u00ebshiron k\u00ebt\u00eb \u2013 erdhi p\u00ebr t\u00eb marr\u00eb frutat dhe p\u00ebr tu larguar, derisa t\u00eb mos kuptojn\u00eb se \u00ebsht\u00eb nj\u00eb mashtrues tjet\u00ebr. Ne, profet\u00ebt, ndonj\u00ebher\u00eb arrijm\u00eb t\u00eb mb\u00ebshtesim dhe zhvillojm\u00eb nd\u00ebrmarrjen gjat\u00eb periudhave midis \"menaxher\u00ebve t\u00eb efektsh\u00ebm\". Megjithat\u00eb, \u00e7far\u00eb t\u00eb ndjejm\u00eb \u2013 ndonj\u00ebher\u00eb vet\u00ebm fitojm\u00eb t\u00eb jemi n\u00eb gjendje t\u00eb sh\u00ebrojm\u00eb plag\u00ebt.<\/p>\n

S\u00eb fundmi, nj\u00eb tjet\u00ebr ka ikur, drejtor IT. N\u00eb fakt, ai i njohur na e la t\u00eb kuptojm\u00eb se gj\u00ebrat aty nuk jan\u00eb kaq t\u00eb thjeshta. Nuk m\u00eb p\u00eblqejn\u00eb k\u00ebto sekrete t\u00eb oborrit t\u00eb Madridit, prandaj nuk u ndoqa p\u00ebr m\u00eb shum\u00eb t\u00eb dh\u00ebna. N\u00ebse d\u00ebshiron, do na tregoj\u00eb. N\u00ebse jo, asgj\u00eb, kemi pritur edhe mbret\u00ebr m\u00eb t\u00eb till\u00eb.<\/p>\n

Ai thjesht solli nj\u00eb \"tem\u00eb\" tjet\u00ebr. Po, ndoshta, ajo \u00ebsht\u00eb disi m\u00eb e mir\u00eb se ato para. Mund\u00ebsisht, do t'i sjell\u00eb dobi kompanis\u00eb. Nuk p\u00ebrjashtohet q\u00eb kjo \"tem\u00eb\" do t\u00eb etablohet. Por megjithat\u00eb, \u00ebsht\u00eb thjesht nj\u00eb \"tem\u00eb\". Mod\u00eb, zog migrues, plywood mbi Paris. Dhe k\u00ebto sekrete, pseudonimet, skemat e men\u00e7ura t\u00eb implementimit n\u00eb fabrik\u00eb, motivimi i drejtorit p\u00ebr ndryshime \u2013 jan\u00eb thjesht atribute q\u00eb ndihmojn\u00eb Mbreti p\u00ebr t\u00eb \"shitur\" vetveten.<\/p>\n

Sot kam nj\u00eb takim me Mbretin dhe drejtorin. Me sa duket, do t\u00eb ket\u00eb s\u00ebrish nj\u00eb debat n\u00eb tre. Do t\u00eb pi disa tableta p\u00ebrpara, dhe do t\u00eb p\u00ebrpiqem t\u00eb mos hyj n\u00eb debate pa kuptim. Sh\u00ebndeti nuk \u00ebsht\u00eb ai q\u00eb ishte.
\n
Burimi: habr.com<\/a><\/p>","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"excerpt":{"rendered":"

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