{"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\/news\/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 Profeti q\u00eb mund t\u00eb keni menduar. Un\u00eb jam ai profet q\u00eb nuk njihet n\u00eb vendin e tij. N\u00eb loj\u00ebn popullore \"m\u00eb kap, n\u00ebse mundesh\" nuk luaj. Nuk \u00ebsht\u00eb e nevojshme t\u00eb m\u00eb kapni, un\u00eb gjithmon\u00eb jam af\u00ebr. Gjithmon\u00eb jam i z\u00ebn\u00eb me pun\u00eb. Nuk punoj thjesht, nuk p\u00ebrmbush detyra si shumica, por p\u00ebrpiqem t\u00eb p\u00ebrmir\u00ebsoj di\u00e7ka rreth vetes.<\/p>\n

Fatkeq\u00ebsisht, un\u00eb jam nj\u00eb njeri i vjet\u00ebr. Kam gjasht\u00ebdhjet\u00eb vjet, dhe jam intelektual. Tani, si edhe p\u00ebr t\u00eb nj\u00ebzet vitet e fundit, ky fjal\u00eb ting\u00ebllon ose si nj\u00eb ofendim, ose si justifikim p\u00ebr pasivitetin, dob\u00ebsin\u00eb dhe infantilizmin. Por nuk kam \u00e7far\u00eb t\u00eb justifikoj.<\/p>\n

Un\u00eb jam nj\u00eb nga ata njer\u00ebz, n\u00eb t\u00eb cil\u00ebt mb\u00ebshtetet fabrika jon\u00eb. Por, si\u00e7 del nga propozi\u00e7ionat e para t\u00eb tregimit tim, askush nuk e ka pasur pun\u00eb p\u00ebr k\u00ebt\u00eb fakt. Sakt\u00ebsisht, nuk e kishte. Disa dit\u00eb m\u00eb par\u00eb n\u00eb vendin ton\u00eb erdhi nj\u00eb Far\u00eb (emrin e tij nuk e zbuloi, dhe ishte shum\u00eb e v\u00ebshtir\u00eb t\u00eb komunikonim). dje erdhi te un\u00eb. Diskutuam 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 djal\u00eb i ri t\u00eb ishte kaq i edukuar, i interesuar dhe nj\u00eb njeri kaq i thell\u00eb. Ai m\u00eb shpjegoi se un\u00eb jam Profeti.<\/a><\/noindex><\/p>\n

N\u00eb fund t\u00eb bised\u00ebs, Mbretit m\u00eb la nj\u00eb lib\u00ebr p\u00ebr t\u00eb lexuar, libri i Jim Collins \"Nga i Mir\u00eb n\u00eb T\u00eb Madh\", dhe rekomandoi t\u00eb kushtoja v\u00ebmendje t\u00eb ve\u00e7ant\u00eb kapitullit mbi lider\u00ebt e nivelit t\u00eb pest\u00eb. M\u00eb t\u00eb v\u00ebrtet\u00eb, k\u00ebto tendenca moderne p\u00ebr t\u00eb shpikur rangje t\u00eb ndryshme, shkall\u00eb, brez\u00eb dhe etiketa t\u00eb tjera m\u00eb arg\u00ebtojn\u00eb, por Mbretit arriti t\u00eb m\u00eb interesonte, duke th\u00ebn\u00eb se libri \u00ebsht\u00eb shkruar mbi baz\u00ebn e k\u00ebrkimeve t\u00eb r\u00ebnd\u00ebsishme. Fal\u00eb k\u00ebtij libri kuptova se kush duhet t\u00eb b\u00ebhem, por nuk do t\u00eb b\u00ebhem kurr\u00eb \u2013 lider i nj\u00eb kompanie.<\/p>\n

Libri shpjegon thjesht dhe qart\u00eb, me shembuj nga disa kompani t\u00eb huaja, se si njer\u00ebzit me fat, p\u00ebrvoj\u00eb dhe bot\u00ebkuptim, t\u00eb ngjash\u00ebm me timen, arrijn\u00eb suksese t\u00eb shk\u00eblqyera n\u00eb menaxhimin e kompanive. P\u00ebrshkruan arsyet pse ndodh k\u00ebshtu, dhe pse nj\u00eb lider i v\u00ebrtet\u00eb duhet t\u00eb rritet brenda kompanis\u00eb, dhe jo t\u00eb jet\u00eb t\u00ebrhequr nga jasht\u00eb. Vet\u00ebm nj\u00eb njeri q\u00eb \u00ebsht\u00eb rritur n\u00eb kompani, i cili ka kaluar nj\u00eb rrug\u00eb t\u00eb gjat\u00eb me t\u00eb \u2013 idealisht, p\u00ebr 15 vjet, e kupton dhe ndjen at\u00eb, n\u00eb kuptimin e v\u00ebrtet\u00eb.<\/p>\n

Por ju, si e kuptoni, una si kjo nuk \u00ebsht\u00eb fati im \u2013 nuk jetojm\u00eb n\u00eb at\u00eb koh\u00eb. Tani \u00ebsht\u00eb koha e menaxher\u00ebve \"efektiv\u00eb\". Kam v\u00ebzhguar prej nj\u00eb kohe t\u00eb gjat\u00eb k\u00ebt\u00eb fenomen dhe dua t\u00eb ndaj disa mendime rreth k\u00ebsaj. Dhe, shpresoj, do t\u00eb bindeni se koha tani \u00ebsht\u00eb e nj\u00ebjt\u00eb si gjithmon\u00eb.<\/p>\n

N\u00eb fabrikat, n\u00eb pozita t\u00eb t\u00eb gjitha niveleve, gjithmon\u00eb ka pasur tre lloje njer\u00ebzish. Klasifikimi \u00ebsht\u00eb i imi, k\u00ebshtu q\u00eb k\u00ebrkoj ndjes\u00eb n\u00ebse p\u00ebrkon ose nuk p\u00ebrkon me ndonj\u00eb nga ekzistueset, p\u00ebrfshir\u00eb dhe me tuajin.<\/p>\n

T\u00eb par\u00ebt \u2013 ata q\u00eb erdh\u00ebn thjesht p\u00ebr t\u00eb punuar, k\u00ebta jan\u00eb shumica. Pun\u00ebtor\u00eb, magazinier\u00eb, shofer\u00eb, accountant\u00eb, economist\u00eb, furnizues, projektues, 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 pozita pas shum\u00eb vjet\u00ebsh 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 minus \u2013 ata, p\u00ebr t\u00eb th\u00ebn\u00eb t\u00eb drejt\u00ebn, nuk i intereson shum\u00eb p\u00ebr nd\u00ebrmarrjen ku punojn\u00eb. Ata nuk do t\u00eb d\u00ebshironin q\u00eb kompania t\u00eb shkat\u00ebrrohej, t\u00eb reduktonte stafin, ose t\u00eb fillonte t\u00eb b\u00ebnte ndonj\u00eb ndryshim, sepse i pret nj\u00eb nd\u00ebrprerje n\u00eb stabilitetin e jet\u00ebs \u2013 ngjarja m\u00eb e pak\u00ebndshme p\u00ebr ta.<\/p>\n

T\u00eb dyt\u00eb \u2013 ata q\u00eb erdh\u00ebn p\u00ebr t\u00eb krijuar, p\u00ebr t\u00eb p\u00ebrmir\u00ebsuar dhe p\u00ebr t\u00eb shtyr\u00eb p\u00ebrpara. Pik\u00ebrisht p\u00ebr t\u00eb krijuar, e jo p\u00ebr t\u00eb u mbledhur p\u00ebr t\u00eb krijuar, p\u00ebr t'u p\u00ebrgatitur p\u00ebr t\u00eb krijuar, p\u00ebr t\u00eb biseduar, p\u00ebr t\u00eb planifikuar apo p\u00ebr t\u00eb miratuar krijimin e ndonj\u00eb gj\u00ebje. N\u00eb heshtje, me p\u00ebrkushtim, me shpirt, pa kursyer mundimin dhe koh\u00ebn. T\u00eb till\u00eb njer\u00ebz jan\u00eb t\u00eb pak\u00ebt. Njer\u00ebzit e tipit t\u00eb dyt\u00eb e duan me sinqeritet kompanin\u00eb e tyre, por nj\u00eb gj\u00eb interesante \u00ebsht\u00eb: ata nuk p\u00ebrmir\u00ebsojn\u00eb sepse duan, por duan sepse p\u00ebrmir\u00ebsojn\u00eb. Ata kan\u00eb nj\u00eb sistem t\u00eb reagimit t\u00eb kthyer, kur fillon t\u00eb duash at\u00eb p\u00ebr t\u00eb cil\u00ebn kujdesesh. Po ashtu, pronar\u00ebt e qenve bien n\u00eb dashuri me \u00e7do kafsh\u00eb t\u00eb tyre, sepse deri n\u00eb blerjen e saj nuk ka asnj\u00eb dashurie, ajo shfaqet gjat\u00eb procesit. Njer\u00ebzit e tipit t\u00eb dyt\u00eb e duan \u00e7do pun\u00eb t\u00eb tyre, \u00e7do kompani, dhe sinqerisht d\u00ebshirojn\u00eb, p\u00ebrpiqen dhe e b\u00ebjn\u00eb at\u00eb m\u00eb t\u00eb mir\u00eb.<\/p>\n

N\u00eb fakt, k\u00ebta jan\u00eb Profet\u00ebt, t\u00eb cil\u00ebt askush nuk d\u00ebshiron t'i v\u00ebrej\u00eb. E thash\u00eb gabim \u2013 ata v\u00ebrehen, njihen, \u00e7mohen dhe duhen. Njer\u00ebzit e tipit t\u00eb par\u00eb. Dhe p\u00ebrse ata kurr\u00eb nuk ngrihen 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 ta shpreh mendimin tim me nj\u00eb gjuh\u00eb t\u00eb qytet\u00ebruar shqipe. Shpresoj se do 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 jan\u00eb quajtur ndryshe. N\u00eb koh\u00ebn sovjetike ishin zakonisht punonj\u00ebs politik\u00eb dhe f\u00ebmij\u00ebt e punonj\u00ebsve politik\u00eb m\u00eb t\u00eb lart\u00eb. D\u00ebmshm\u00ebria e tyre ishte e vog\u00ebl, sepse atyre nuk u duhej t\u00eb b\u00ebnin asgj\u00eb p\u00ebr\u2026 Nuk ka r\u00ebnd\u00ebsi. Atij nuk i duhej t\u00eb b\u00ebnte asgj\u00eb. Ata erdh\u00ebn p\u00ebr t\u00eb marr\u00eb \u2013 dhe ata merrnin. Thjesht k\u00ebshtu, sepse ishin nga kasta.<\/p>\n

N\u00eb pozita drejtuese q\u00eb k\u00ebrkonin pun\u00eb reale, marrjen e vendimeve dhe p\u00ebrgjegjshm\u00ebri, at\u00ebher\u00eb ndodhen njer\u00ebzit ose t\u00eb tipit t\u00eb par\u00eb, ose t\u00eb dyt\u00eb. Nuk kishte mund\u00ebsi ndryshe \u2013 ekonomia ishte planifikuar. Tani, me menaxhim t\u00eb keq, nj\u00eb nd\u00ebrmarrje mund t\u00eb zhduket thjesht, p\u00ebrfshir\u00eb fizikisht, duke u shnd\u00ebrruar n\u00eb nj\u00eb qend\u00ebr tregtare t\u00eb re. 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 t\u00eb viteve 1941-1942. Ishte nj\u00eb lloj vet\u00ebshp\u00ebtimi i sistemit nga menaxhimi joefikas.<\/p>\n

N\u00eb vitet '90 ndodhi nj\u00eb d\u00ebshtim \u2013 njer\u00ebzit e tipit t\u00eb tret\u00eb praktikisht zhduk\u00ebn nga punishtet. Mund t\u00eb p\u00ebrmendim vet\u00ebm \"v\u00ebllain\" \u2014 ata gjithashtu vinin p\u00ebr t\u00eb marr\u00eb. Por, zakonisht, vizitat e tyre kufizoheshin n\u00eb zyrat e larta. Rrall\u00eb na arrinte ndonj\u00ebher\u00eb lajmi n\u00eb lidhje me dy pushtime t\u00eb paligjshme. Por, p\u00ebrs\u00ebris, ata nuk nd\u00ebrhynin ve\u00e7an\u00ebrisht, vet\u00ebm n\u00eb nivelin e p\u00ebrgjithsh\u00ebm t\u00eb funksionimit t\u00eb fabrik\u00ebs (gjat\u00eb pushtimit, ai mungonte, p\u00ebr arsye t\u00eb natyrshme).
\nNjer\u00ebzit e tipit t\u00eb tret\u00eb, t\u00eb cil\u00ebt tani jan\u00eb praktikisht n\u00eb t\u00eb gjitha nd\u00ebrmarrjet, e dini \u2013 ata jan\u00eb menaxher\u00ebt e \u201cefektiv\u201d t\u00eb njohur. 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 \u201ctem\u00ebs\u201d. M\u00eb vjen keq, por nuk arrita t\u00eb gjej nj\u00eb sinonim t\u00eb p\u00ebrshtatsh\u00ebm dhe kuptimplot\u00eb p\u00ebr k\u00ebt\u00eb \"tem\u00eb\". Fjala vet\u00eb nuk \u00ebsht\u00eb e keqe, por kuptimi q\u00eb i vihet atij nuk e p\u00ebrballon asnj\u00eb kritik\u00eb.<\/p>\n

Kuptimi \u00ebsht\u00eb i thjesht\u00eb: t\u00eb shoh\u00ebsh nj\u00eb \"tem\u00eb\" t\u00eb njohur, t\u00eb lexosh disa librat mbi t\u00eb (n\u00eb rastin m\u00eb t\u00eb mir\u00eb), t\u00eb m\u00ebsosh hapat e par\u00eb p\u00ebr zbatimin e \"tem\u00ebs\" (si\u00e7 e dinte Ostap Bender hapat e par\u00eb t\u00eb ndeshjes s\u00eb shahut), dhe t\u00eb dish si ta \"shes\u00ebsh\" veten mir\u00eb. Ka shum\u00eb informacion n\u00eb internet mbi \u00e7do p\u00ebrb\u00ebr\u00ebs, ve\u00e7an\u00ebrisht mbi \"shk\u00ebmbimin\", si nj\u00eb praktik\u00eb universale, nd\u00ebrtematike.
\n\"Tema\" jan\u00eb t\u00eb shumta. Sa e mbaj mend, krijuesit e faqeve t\u00eb internetit erdh\u00ebn tek ne n\u00eb fund t\u00eb viteve n\u00ebnt\u00ebdhjet\u00eb. At\u00ebher\u00eb kjo sh\u00ebrbim kishte nj\u00eb \u00e7mim t\u00eb jasht\u00ebzakonsh\u00ebm, prandaj drejtori nuk vendosi t\u00eb b\u00ebnte nj\u00eb investim t\u00eb till\u00eb.
\nM\u00eb pas erdhi automatizimi, n\u00eb versionet e hershme t\u00eb platform\u00ebs tashm\u00eb t\u00eb njohur. K\u00ebta djem arrit\u00ebn t\u00eb dep\u00ebrtonin tek ne, dhe nevoja ishte aty, sidomos n\u00eb fush\u00ebn e kontabilitetit.<\/p>\n

Pastaj erdhi certifikimi sipas standardeve nd\u00ebrkomb\u00ebtare t\u00eb seris\u00eb ISO. Mendoj se nuk kam hasur ndonj\u00ebher\u00eb n\u00eb di\u00e7ka m\u00eb t\u00eb paarsyeshme dhe nj\u00ebkoh\u00ebsisht gjeniale. Paarsyeshm\u00ebrin\u00eb do ta kuptoni menj\u00ebher\u00eb n\u00ebse reflektoni mbi q\u00ebllimin e sistemit t\u00eb standardeve: p\u00ebrshkrimi i proceseve tipike t\u00eb shumic\u00ebs s\u00eb bizneseve. \u00cbsht\u00eb nj\u00ebsoj si t\u00eb zhvillosh nj\u00eb standard t\u00eb vet\u00ebm p\u00ebr t\u00eb gjitha deg\u00ebt e industris\u00eb.<\/p>\n

N\u00eb princip, nuk ka asgj\u00eb t\u00eb pamundur - n\u00ebse hiqni detajet e prodhimit specifik, do t\u00eb merrni nj\u00eb standard t\u00eb caktuar universale. Por \u00e7far\u00eb do mbetet n\u00eb t\u00eb, n\u00ebse hiqni ato detaje specifike t\u00eb prodhimit? \"Punoni mir\u00eb, p\u00ebrpiquni, duani bler\u00ebsit tuaj, paguani faturat n\u00eb koh\u00eb dhe planifikoni prodhimin\"? Edhe n\u00eb k\u00ebt\u00eb formulim ka aspekte q\u00eb nuk jan\u00eb relevante p\u00ebr disa prodhime q\u00eb kam par\u00eb nga af\u00ebr.<\/p>\n

Por cila \u00ebsht\u00eb gjenialiteti? N\u00eb at\u00eb q\u00eb, p\u00ebrkund\u00ebr paarsyeshm\u00ebris\u00eb objektive t\u00eb ides\u00eb, ajo shitej mjaft mir\u00eb. Ky standard po implementohej nga t\u00eb gjitha bizneset prodhuese n\u00eb Rusi. Sa e fort\u00eb \u00ebsht\u00eb \"tema\" dhe aft\u00ebsia e njer\u00ebzve t\u00eb tret\u00eb p\u00ebr ta \"shitur\" at\u00eb.<\/p>\n

Rreth mesit t\u00eb viteve dy mij\u00eb, n\u00eb v\u00ebzhgimet e mia, ndodhi nj\u00eb kthes\u00eb rr\u00ebnj\u00ebsore, q\u00eb prodhoi k\u00ebta menaxher\u00eb \"efektiv\u00eb\". A keni v\u00ebn\u00eb re se deri n\u00eb k\u00ebt\u00eb moment \"temat\" vinin nga jasht\u00eb fabrik\u00ebs \u2013 ishin pik\u00ebrisht kompani t\u00eb jashtme, kontraktues, me t\u00eb cil\u00ebt ne lidheshim me nj\u00eb marr\u00ebveshje, punonim s\u00eb bashku p\u00ebr di\u00e7ka, dhe, n\u00eb nj\u00eb m\u00ebnyr\u00eb ose nj\u00eb tjet\u00ebr, ndaheshim. Nd\u00ebrsa n\u00eb mesin e viteve dy mij\u00eb, individ\u00eb konkret filluan t\u00eb shk\u00ebputen nga kontraktuesit.<\/p>\n

K\u00ebta njer\u00ebz konkretisht kap\u00ebn \"tem\u00ebn\" \u2014 nuk ka kuptim t\u00eb jesh n\u00eb kompanin\u00eb kontraktore, t\u00eb b\u00ebsh pun\u00eb sipas marr\u00ebveshjes, duke marr\u00eb nj\u00eb pag\u00eb t\u00eb vog\u00ebl ose nj\u00eb p\u00ebrqindje nga shuma. Duhet t\u00eb shkosh atje ku presin t\u00eb gjith\u00eb shum\u00ebn \u2013 n\u00eb fabrik\u00eb.<\/p>\n

T\u00eb par\u00ebt erdh\u00ebn integruesit 1C. Ata jetonin, punonin t\u00eb gjitha fabrikat, dhe papritmas doli se askush nuk mund t\u00eb jetoj\u00eb pa automatizim, dhe patjet\u00ebr \u2013 me 1C. Pa u kuptuar, u shfaq nj\u00eb shumic\u00eb specialist\u00ebsh, q\u00eb kuptonin biznes-pro\u00e7eset, dinin t\u00eb zgjidhnin zgjidhjet e duhura, por, p\u00ebr nj\u00eb arsye, kurr\u00eb nuk arrinin ndonj\u00eb rezultat t\u00eb r\u00ebnd\u00ebsish\u00ebm p\u00ebr fabrik\u00ebn, dhe, megjithat\u00eb, k\u00ebrkonin sasi t\u00eb m\u00ebdha parash p\u00ebr pun\u00ebn e tyre. Edhe tani nj\u00eb programer 1C i mir\u00eb \u00ebsht\u00eb m\u00eb i shtrenjt\u00eb se nj\u00eb teknolog i mir\u00eb, nj\u00eb projektues, shpesh her\u00eb \u2013 inxhinieri kryesor, kontabilisti kryesor, drejtori financiar etj.<\/p>\n

Pastaj programer\u00ebt papritur, si nga nj\u00eb magji, u shnd\u00ebrruan n\u00eb drejtor\u00eb IT. Derisa q\u00ebndronin para kompjuter\u00ebve n\u00eb ambientin e tyre t\u00eb zhvillimit, mund t\u00eb diskutohej p\u00ebr dob\u00ebsin\u00eb e pun\u00ebs s\u00eb tyre \u2013 por, s\u00eb paku, ata b\u00ebnin di\u00e7ka me duar. Kur u b\u00ebn\u00eb drejtor\u00eb IT, ata ndaluan s\u00eb punuari plot\u00ebsisht. N\u00ebse jam sinqert\u00eb, mendimi im personal: menaxher\u00ebt \"m\u00eb efikas\" jan\u00eb pik\u00ebrisht drejtor\u00ebt IT.<\/p>\n

M\u00eb pas erdh\u00ebn specialist\u00ebt p\u00ebr implementimin e ISO. Un\u00eb vet\u00eb kam par\u00eb, si njer\u00ebz t\u00eb respektuar, inxhinier\u00eb q\u00eb punonin n\u00eb nd\u00ebrmarrjen ton\u00eb, nj\u00eb dit\u00eb kuptuan k\u00ebt\u00eb \"tem\u00eb\". E gjith\u00eb kjo ndodhi k\u00ebshtu. Fabrika mori vendimin p\u00ebr t\u00eb marr\u00eb certifikat\u00ebn ISO \u2013 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 k\u00ebshilltar, auditor t\u00eb akredituar. Ai erdhi, na m\u00ebsoi, na ndihmoi, mori parat\u00eb e tij, por gjithashtu vendosi t\u00eb mburr\u00eb, dhe u tregoi inxhinier\u00ebve se sa fitonte. Sa mbaj mend, flitej p\u00ebr nj\u00eb shum\u00eb prej nj\u00ebmij\u00eb eurosh p\u00ebr dit\u00ebn e pun\u00ebs s\u00eb auditorit kryesor gjat\u00eb auditit n\u00eb teren. Ishte rreth vitit 2005, euroja kishte nj\u00eb \u00e7mim prej kat\u00ebrzig\u00eb lek\u00ebsh. Paraqitni, \u00e7far\u00eb zjarri u ndez n\u00eb syt\u00eb e inxhinier\u00ebve, q\u00eb merreshin, me sa t\u00eb kujtoj, rreth pes\u00ebmb\u00ebdhjet\u00eb mij\u00eb rubla n\u00eb muaj.<\/p>\n

Dhe gjith\u00e7ka q\u00eb duhet - t\u00eb marr\u00ebsh \u00e7ertifikat\u00ebn e auditorit. Sigurisht, auditet n\u00eb vend ndodhin jo \u00e7do dit\u00eb, por nuk ka munges\u00eb klient\u00ebsh, dhe deficiti i specialist\u00ebve \u00ebsht\u00eb i duksh\u00ebm - sepse pak kush e ndjen \"tem\u00ebn\". Dhe inxhinier\u00ebt u drejtuan pas saj. Pes\u00eb persona shkuan, dy v\u00ebrtet u b\u00ebn\u00eb auditor\u00eb - nuk jam i sigurt n\u00ebse kryesor\u00eb, por patjet\u00ebr ishin me pun\u00eb. E v\u00ebrteta, tani po kalojn\u00eb dit\u00ebt diku n\u00eb SMK ose OTK.<\/p>\n

Me implementuesit e ISO ndodhi nj\u00eb histori e ngjashme me transformimin e programuesve 1C n\u00eb drejtor\u00eb IT - pothuajse n\u00eb \u00e7do fabrik\u00eb u shfaq nj\u00eb drejtor i cil\u00ebsis\u00eb. Ose nj\u00eb ish-auditor, ose nj\u00eb ish-konsulent, ose nj\u00eb ish-an\u00ebtar i implementimit 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\", sipas mendimit tim, \u00ebsht\u00eb shum\u00eb e ngjashme me nj\u00ebra-tjetr\u00ebn. Karakteristika e tyre kryesore \u00ebsht\u00eb - askush nuk mund ta shpjegoj\u00eb sakt\u00ebsisht pse jan\u00eb t\u00eb nevojshme p\u00ebr fabrik\u00ebn. Pa parulla dhe p\u00ebrpjekje p\u00ebr t\u00eb shitur veten, por n\u00eb gjuh\u00ebn e pakt\u00ebn t\u00eb ekonomis\u00eb ose logjik\u00ebs elementare. Shembuj t\u00eb rritjes s\u00eb suksesshme t\u00eb treguesve financiar\u00eb ose ekonomik\u00eb, t\u00eb cilat jan\u00eb qart\u00eb t\u00eb shkaktuara nga automatizimi ose implementimi i standardit - jan\u00eb t\u00eb pakta. Dhe, n\u00eb p\u00ebrgjith\u00ebsi, jo nga praktikat ruse, por nga origjinat e k\u00ebtyre praktikave, ose t\u00eb pakt\u00ebn pasuesit e tyre t\u00eb drejtp\u00ebrdrejt.<\/p>\n

M\u00eb shum\u00eb se nj\u00eb her\u00eb kam v\u00ebrejtur se ndihma n\u00eb \"tem\u00eb\" ndodhte jo vet\u00ebm me inxhinier\u00eb dhe programues. Nj\u00eb profesor i njohur, nj\u00ebher\u00eb, gjithashtu e kuptoi se duhej t\u00eb ndryshonte di\u00e7ka dhe p\u00ebrfundoi si konsulent. Ai \u00ebsht\u00eb nj\u00eb njeri v\u00ebrtet i zgjuar, dhe nga t\u00eb gjitha temat e njohura zgjodhi Teorin\u00eb e Kufizimeve t\u00eb Sistemit t\u00eb Goldratt. E studioi at\u00eb n\u00eb detaje, n\u00eb t\u00eb gjitha burimet, kaloi n\u00ebp\u00ebr t\u00eb gjith\u00eb praktik\u00ebn, u thellua dhe filloi t\u00eb \"shiste\" veten.<\/p>\n

N\u00eb fillim shkonte shum\u00eb mir\u00eb - \"tema\" funksiononte dhe sillte t\u00eb ardhura. Por shpejt \"tema\" iku - p\u00ebr m\u00eb tep\u00ebr, sipas profesorit, kjo nuk ka ndonj\u00eb lidhje me suksesin e aplikimit t\u00eb metodikave t\u00eb ndryshme. Thjesht ka nj\u00eb mod\u00eb t\u00eb caktuar, krijuar nga ata menaxher\u00eb \"efektiv\u00eb\". Tani ata e lavd\u00ebrojn\u00eb TOC, tani e ndalin 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 (p\u00ebr t\u00eb q\u00ebndruar gjat\u00eb n\u00eb nd\u00ebrmarrje), dhe me rezultate m\u00eb t\u00eb turbullta, t\u00eb fshehura dhe t\u00eb paqarta.<\/p>\n

Bizneset po reagon ndaj mod\u00ebs dhe po ndalen s\u00eb porosituari t\u00eb nj\u00ebjtin TOS, duke k\u00ebrkuar tashm\u00eb Scrum. Profesorin u kalua n\u00eb k\u00ebt\u00eb metod\u00eb. P\u00ebrs\u00ebri, ai e studioi n\u00eb thelb - si\u00e7 i p\u00ebrshtatet nj\u00eb shkenc\u00ebtari t\u00eb r\u00ebnd\u00ebsish\u00ebm. Tani ai kishte dy mjete n\u00eb portofolin e tij p\u00ebr t'u tregtuar.<\/p>\n

Por, \u00e7udit\u00ebrisht, t\u00eb gjith\u00ebve u nevojitet vet\u00ebm ajo q\u00eb \u00ebsht\u00eb n\u00eb goj\u00ebt e t\u00eb gjith\u00ebve. Ashtu, profesorin i vije te drejtori, studion problemet dhe thot\u00eb - ju nevojitet TOS. Jo, p\u00ebrgjigjet drejtori, na nevojitet Scrum. Profesori shpjegon n\u00eb detaje, me shifra, se si TOS do t\u00eb sjell\u00eb nj\u00eb rritje reale t\u00eb fitimeve n\u00eb pjes\u00eb t\u00eb caktuara, fal\u00eb veprimeve t\u00eb qarta. Jo, thot\u00eb drejtori, duam Scrum. Sepse atje dhe k\u00ebtu tashm\u00eb e kan\u00eb zbatuar Scrum. Profesori nuk e p\u00ebrballon dhe propozon q\u00eb t\u00eb shkoj\u00eb n\u00eb rrezik - t\u00eb b\u00ebj\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 zgjedhje - ai nuk mund t\u00eb shes\u00eb at\u00eb q\u00eb do t'u 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 popullarizuar. P\u00ebr m\u00eb tep\u00ebr, ai e kupton mir\u00eb se substanca e Scrum, sa p\u00ebr ta shprehur m\u00eb leht\u00ebsisht... Nuk \u00ebsht\u00eb se \u00ebsht\u00eb e kopjuar nga ndonj\u00eb burim. Ajo p\u00ebrs\u00ebrit plot\u00ebsisht disa metoda, q\u00eb ekzistonin edhe n\u00eb Bashkimin Sovjetik.<\/p>\n

P\u00ebr shembull, n\u00ebse dikush e mban mend, ishin ato brigadat e llogaritjes. Pik\u00ebrisht ekipi Scrum (p\u00ebr shembull, i p\u00ebrshkruar n\u00eb librin e Jeff Sutherland, grupi autonom i gazetar\u00ebve n\u00eb Egjiptin e kapluar nga revolucioni). Nj\u00eb brigad\u00eb praktikisht autonom merr nj\u00eb detyr\u00eb - t\u00eb prodhoj\u00eb aq shum\u00eb pjes\u00eb. P\u00ebr volumin e prodhuar, brigadieri do t\u00eb marr\u00eb para, t\u00eb cilat do t'i ndaj\u00eb brenda ekipit sipas d\u00ebshirs\u00eb s\u00eb tij. Brigadieri - \u00ebsht\u00eb nj\u00eb pozicion i zgjedhur. Si nd\u00ebrttohet menaxhimi nga brenda - \u00ebsht\u00eb \u00e7\u00ebshtje e vet\u00eb ekipit, askush nga jasht\u00eb nuk nd\u00ebrhyn. Asnj\u00eb metodik\u00eb, libra, seminare, stand-up, tabela dhe dekorime t\u00eb tjera - adaptohen vet\u00ebm ato metoda q\u00eb ndihmojn\u00eb p\u00ebr t\u00eb arritur rezultatet m\u00eb shpejt. Dhe kjo funksiononte, n\u00eb \u00e7do fabrik\u00eb, pa \"menaxher\u00eb efikas\" dhe t\u00eb sigurt n\u00eb vetvete djem t\u00eb rinj nga rrjetet sociale, me t-shirt t\u00eb ndritshme, me mjek\u00ebr deri n\u00eb fytyr\u00eb 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 interesant nga Aleksand\u00ebr Petrovich Prokhorov, me titull \"Modeli rus i menaxhimit\". Ky \u00ebsht\u00eb v\u00ebrtet nj\u00eb hulumtim \u2013 n\u00eb \u00e7do faqe ka t\u00eb pakt\u00ebn nj\u00eb link n\u00eb burim (artikuj n\u00eb revista shkencore, libra, studime, biografi, kujtime). Fatkeq\u00ebsisht, libra t\u00eb till\u00eb thuajse nuk shkruhen m\u00eb. Nj\u00eb lib\u00ebr modern mbi menaxhimin, n\u00ebse p\u00ebrmban referenca, ato jan\u00eb vet\u00ebm n\u00eb libra t\u00eb kaluar t\u00eb t\u00eb nj\u00ebjtit autor.<\/p>\n

N\u00eb t\u00eb v\u00ebrtet\u00eb, t\u00eb dallosh nj\u00eb menaxher \"efektiv\" \u00ebsht\u00eb shum\u00eb e thjesht\u00eb. Ai \u00ebsht\u00eb si nj\u00eb k\u00ebshilltar shit\u00ebs n\u00eb nj\u00eb dyqan elektronike. A keni pasur ndonj\u00ebher\u00eb p\u00ebrvoj\u00ebn e till\u00eb - vinte p\u00ebr t\u00eb bler\u00eb, p\u00ebr shembull, nj\u00eb telefon apo nj\u00eb laptop, shqyrtoni, dhe pastaj nj\u00eb k\u00ebshilltar afron, ofron ndihm\u00eb. Pyetni - cila telefon ka nj\u00eb disk t\u00eb fort\u00eb me shpejt\u00ebsi t\u00eb lart\u00eb. \u00c7far\u00eb b\u00ebn ai? Sakt\u00eb, fillon t\u00eb lexoj\u00eb etiketat s\u00eb bashku me ju. Ose merr telefonin, hap nj\u00eb faqe (nuk \u00ebsht\u00eb e garantuar q\u00eb \u00ebsht\u00eb e kompanis\u00eb s\u00eb tij), dhe k\u00ebrkon aty.<\/p>\n

Krahasoni, p\u00ebr shembull, me nj\u00eb shit\u00ebs mjetesh elektronike n\u00eb treg \u2013 at\u00eb q\u00eb ka poseduar dyqanin p\u00ebr shum\u00eb vite. K\u00ebtu \u00ebsht\u00eb Sergei Ivanovich, n\u00eb tregun e radios. Ai i njeh produktet e tij nga brenda. Gjithmon\u00eb do ta k\u00ebmbej\u00eb, n\u00ebse di\u00e7ka \u00ebsht\u00eb prishur, pa \u00e7eqe dhe fatura. Ai gjithmon\u00eb do t\u00eb vij\u00eb n\u00eb sht\u00ebpin\u00eb e bler\u00ebsit dhe do t\u00eb tregoj\u00eb se 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. Zgjodhi k\u00ebt\u00eb fush\u00eb \u2013 mjete elektronike, e studioi at\u00eb n\u00eb thell\u00ebsi, dhe punon. Sa vite ka tregu i radios, aq koh\u00eb ka dyqani i Sergei Ivanovich. Po, ai nuk ka at\u00eb shum\u00eb qarkullim dhe fitim si Leroy Merlin apo Castorama. Por d\u00ebshira \u00ebsht\u00eb q\u00eb t\u00eb punohet pik\u00ebrisht me t\u00eb, e jo me nj\u00eb k\u00ebshilltar nga dyqani. Sepse profesionalizmi \u00ebsht\u00eb ende i r\u00ebnd\u00ebsish\u00ebm, edhe pse \u00ebsht\u00eb niveloj\u00eb, n\u00eb mas\u00eb t\u00eb madhe, nga dominimi i menaxher\u00ebve \"efektiv\".<\/p>\n

N\u00eb institucionin ton\u00eb kishte nj\u00eb profesor q\u00eb i p\u00eblqente t\u00eb b\u00ebnte shaka me student\u00ebt. Sa m\u00eb shum\u00eb vite kalonin, aq m\u00eb shum\u00eb e bindte t\u00eb gjith\u00eb p\u00ebrreth: ju jeni student\u00ebt m\u00eb t\u00eb paaft\u00eb, dhe \u00e7do vit b\u00ebhet gjithnj\u00eb e m\u00eb keq. Shaka e tij e preferuar: n\u00ebse ju, inxhinier\u00ebt, d\u00ebrgoheni n\u00eb fabrik\u00eb p\u00ebr nj\u00eb kov\u00eb tensioni \u2013 me siguri do t\u00eb shkoni! P\u00ebr t\u00eb par\u00ebn her\u00eb, provoni t\u00eb pyesni nj\u00eb konsultant n\u00eb dyqan \u2013 \u00e7far\u00eb \u00ebsht\u00eb e gjith\u00eb kjo dikhotomike e matjes s\u00eb matric\u00ebs p\u00ebr k\u00ebt\u00eb telefon? A mendoni se do t\u00eb shkoj\u00eb p\u00ebr t\u00eb zbuluar? Un\u00eb e provova \u2013 ai shkoi. Sepse nuk mundi ta gjente n\u00eb internet.<\/p>\n

Temat ndryshojn\u00eb, nd\u00ebrsa menaxher\u00ebt \"efektiv\u00eb\" po shumohen gjithnj\u00eb e m\u00eb shum\u00eb. Do t\u00eb ngjaj me profesorin tim dhe do t\u00eb them \u2013 madje edhe menaxher\u00ebt \"efektiv\u00eb\" dikur ishin m\u00eb t\u00eb mir\u00eb. Ata jan\u00eb gjithnj\u00eb e m\u00eb t\u00eb rinj dhe, fatkeq\u00ebsisht, m\u00eb t\u00eb paaft\u00eb. Ata madje kan\u00eb harruar t\u00eb flasin dhe t\u00eb diskutojn\u00eb.<\/p>\n

Un\u00eb nuk jam nj\u00eb plak i ngurt\u00eb q\u00eb polemizon me t\u00eb gjith\u00eb p\u00ebr shkak t\u00eb polemik\u00ebs. Un\u00eb v\u00ebrtet dua t\u00eb kuptoj, t\u00eb provoj t\u00eb aplikoj dhe t\u00eb marr rezultate nga ajo q\u00eb ata predikojn\u00eb. Por, fatkeq\u00ebsisht, ata vet\u00eb nuk kuptojn\u00eb at\u00eb q\u00eb shesin. Ata jan\u00eb djem konsultant\u00eb nga dyqani i elektronik\u00ebs.<\/p>\n

Kam lexuar libra mbi t\u00eb gjitha metodologjit\u00eb q\u00eb p\u00ebrfshihen n\u00eb list\u00ebn e \"temave\". Disa nga to i kam aplikuar n\u00eb prodhim dhe ato kan\u00eb dh\u00ebn\u00eb rezultate. P\u00ebr shembull, Kanban \u2013 nuk \u00ebsht\u00eb ai q\u00eb papritur u b\u00eb metodologjia e menaxhimit t\u00eb zhvillimit t\u00eb softuerit, por ajo q\u00eb u shpik nga Taiichi Ohno n\u00eb fabrikat Toyota, e cila sh\u00ebrbeu p\u00ebr t\u00eb p\u00ebrshpejtuar ciklin jet\u00ebsor t\u00eb produkteve duke zvog\u00ebluar rezervat nd\u00ebroperacionale. \u00c7far\u00eb mendoni, kur na erdhi nj\u00eb \"menaxher efektiv\" i ri me q\u00ebllimin p\u00ebr t\u00eb implementuar Kanban, p\u00ebr \u00e7far\u00eb biseduam?<\/p>\n

P\u00ebr faktin se m\u00eb \u00ebsht\u00eb ardhur koha t\u00eb dal n\u00eb pension. P\u00ebr faktin se Kanban ka evoluar dhe \u00ebsht\u00eb shnd\u00ebrruar n\u00eb... K\u00ebtu \"menaxheri efektiv\" u confuzua pak, mendoi, por nuk arriti t\u00eb shpjegonte ashtu si\u00e7 duhet se n\u00eb \u00e7far\u00eb u shnd\u00ebrrua Kanban i vjet\u00ebr. Duke kuptuar se biseda shkoi n\u00eb nj\u00eb drejtim t\u00eb gabuar, menaxheri kaloi n\u00eb agresion. M\u00eb akuzoi se po pengoja p\u00ebrparimin dhe po e t\u00ebrhiqja biznesin mbrapa, n\u00eb epok\u00ebn e gurit. Ndali bised\u00ebn me mua \u2013 kaloi te drejtori. E dini si kalojn\u00eb k\u00ebto biseda t\u00eb \u00e7uditshme \u2013 njeriu p\u00ebrgjigjet si p\u00ebr pyetjen tuaj, por nuk ju, pa ju p\u00ebrmendur dhe duke shikuar nj\u00eb person tjet\u00ebr. Ai nuk m\u00eb shikonte m\u00eb \u2013 vet\u00ebm hera-her\u00ebs shihte me sy.<\/p>\n

Kjo \u00ebsht\u00eb nj\u00eb tipar mjaft karakteristik i menaxher\u00ebve \"efektiv\u00eb\". Nj\u00ebher\u00eb takova nj\u00eb shpjegim t\u00eb k\u00ebtij sjelljeje n\u00eb nj\u00eb film q\u00eb m\u00eb rekomandoi djali \u2013 \"K\u00ebtu pin\u00eb duhan\". Kuptimi \u00ebsht\u00eb i thjesht\u00eb: \u00ebsht\u00eb nj\u00eb debat, jo nj\u00eb tregti. Q\u00ebllimi \u00ebsht\u00eb t\u00eb bind\u00ebsh se ai ka t\u00eb drejt\u00eb, e jo q\u00eb un\u00eb t\u00eb kem t\u00eb drejt\u00eb. P\u00ebr m\u00eb tep\u00ebr, nuk \u00ebsht\u00eb p\u00ebr mua, por p\u00ebr ata p\u00ebrreth. Pastaj, logjika \u00ebsht\u00eb e thjesht\u00eb: n\u00ebse un\u00eb nuk kam t\u00eb drejt\u00eb, at\u00ebher\u00eb ai ka t\u00eb drejt\u00eb. \u00c7udit\u00ebrisht, funksionon shk\u00eblqyesh\u00ebm.<\/p>\n

Mjafton t\u00eb m\u00eb akuzosh mua, ose \u00e7do punonj\u00ebs tjet\u00ebr nga garda e vjet\u00ebr, p\u00ebr ngurt\u00ebsi, konservatoriz\u00ebm, kund\u00ebrshtim t\u00eb ndryshimeve, v\u00ebmendje t\u00eb tepruar ndaj detajeve, e menj\u00ebher\u00eb ata q\u00eb marrin vendime, n\u00eb m\u00ebnyr\u00eb t\u00eb menj\u00ebhershme z\u00ebn\u00eb an\u00ebn e menaxherit \"efektiv\". Ai e kupton \u2013 ne, njer\u00ebzit e vjet\u00ebr, inteligjent\u00eb, dhe, p\u00ebr fat t\u00eb keq, tashm\u00eb mjaft t\u00eb ngjizur n\u00eb vendin ton\u00eb n\u00eb kompanin\u00eb, thjesht nuk do t\u00eb zbresim n\u00eb nivelin e tij dhe t\u00eb diskutojm\u00eb, akuzojm\u00eb, justifikojm\u00eb, p\u00ebrdorim truke t\u00eb men\u00e7ura. Ne thjesht do t\u00eb largohemi n\u00eb an\u00eb dhe do ta presim. <\/p>\n

Sepse asnj\u00eb menaxher \"efektiv\" n\u00eb nj\u00eb nd\u00ebrmarrje prodhimi t\u00eb sektorit real t\u00eb ekonomis\u00eb nuk do t\u00eb q\u00ebndroj\u00eb gjat\u00eb. As ai nuk e d\u00ebshiron k\u00ebt\u00eb \u2013 erdhi t\u00eb marr\u00eb at\u00eb q\u00eb e meriton dhe t\u00eb ik\u00eb, derisa t\u00eb kuptojn\u00eb q\u00eb ai \u00ebsht\u00eb nj\u00eb mashtrues tjet\u00ebr. Ne, profet\u00ebt, ndonj\u00ebher\u00eb arrijm\u00eb ta mb\u00ebshtesim dhe zhvillojm\u00eb nd\u00ebrmarrjen midis menaxher\u00ebve \"efektiv\u00eb\". Edhe pse, pa e fshehur, ndonj\u00ebher\u00eb arrijm\u00eb vet\u00ebm ta sh\u00ebrojm\u00eb plag\u00ebt.<\/p>\n

S\u00eb fundmi, nj\u00eb tjet\u00ebr i till\u00eb u shkarkua, drejtori i TI. Megjithat\u00eb, ai i famshmi gjithashtu p\u00ebrmendi se aty nuk \u00ebsht\u00eb gjith\u00e7ka kaq e thjesht\u00eb. Nuk e dua k\u00ebt\u00eb misterin e oborrit t\u00eb Madridit, prandaj nuk u interesova m\u00eb shum\u00eb. N\u00ebse do t\u00eb d\u00ebshiroj\u00eb \u2013 do ta tregoj\u00eb vet\u00eb. E n\u00ebse jo \u2013 s'ka gj\u00eb, e kemi mbijetuar edhe nga t\u00eb till\u00eb t\u00eb famsh\u00ebm.<\/p>\n

Ai thjesht solli nj\u00eb \"tem\u00eb\" tjet\u00ebr. Po, ndoshta ajo \u00ebsht\u00eb ndonj\u00eb gj\u00eb m\u00eb e mir\u00eb se t\u00eb kaluarat. Ndoshta do t\u00eb sjell\u00eb dobi p\u00ebr nd\u00ebrmarrjen. Nuk p\u00ebrjashtohet q\u00eb kjo \"tem\u00eb\" do t\u00eb ngjitet. Por megjithat\u00eb, \u00ebsht\u00eb thjesht nj\u00eb \"tem\u00eb\". Nj\u00eb mod\u00eb, nj\u00eb zog migrues, plywood mbi Paris. Dhe t\u00eb gjitha k\u00ebto mistere, nofka, skemat e men\u00e7ura t\u00eb implementimit n\u00eb fabrik\u00eb, motivi i drejtorit p\u00ebr ndryshime \u2013 jan\u00eb vet\u00ebm atribuate q\u00eb ndihmojn\u00eb ta \"shesin\" veten mbretit.<\/p>\n

Sot kam takimin e caktuar me mbretin dhe drejtorin. Duket se s\u00ebrish do t\u00eb ket\u00eb nj\u00eb debat t\u00eb treve. Le t'i pi disa tableta paraprakisht dhe t\u00eb p\u00ebrpiqem t\u00eb mos merrem me debate t\u00eb panevojshme. Sh\u00ebndeti nuk \u00ebsht\u00eb m\u00eb si m\u00eb par\u00eb.
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Burimi: habr.com<\/a><\/p>","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"excerpt":{"rendered":"

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