<\/a><\/noindex><\/p>\nPremisat<\/h4>\n \nGjuha lind n\u00eb nj\u00eb betej\u00eb, t\u00eb pand\u00ebrprer\u00eb dhe jasht\u00ebzakonisht t\u00eb lodhshme. Kjo betej\u00eb ka shum\u00eb emra - zhvillimi i biznesit, rritja e efikasitetit, besnik\u00ebris\u00eb dhe angazhimit. Kjo \u00ebsht\u00eb nj\u00eb luft\u00eb q\u00eb pothuajse gjithmon\u00eb \u00ebsht\u00eb e pabarabart\u00eb. Nga nj\u00ebra an\u00eb \u00ebsht\u00eb pronari dhe, n\u00ebse ka fat, drejtori. Nga ana tjet\u00ebr, jan\u00eb t\u00eb gjith\u00eb miqt\u00eb e tjer\u00eb, t\u00eb pun\u00ebsuar n\u00eb kompani.<\/p>\n
Pronari d\u00ebshiron t\u00eb zhvilloj\u00eb biznesin, p\u00ebrpiqet t\u00eb b\u00ebj\u00eb ndonj\u00eb p\u00ebrpjekje n\u00eb k\u00ebt\u00eb drejtim dhe p\u00ebrballet me rezistenc\u00eb. N\u00eb fillim i duket se rezistenca vjen nga mjedisi i jasht\u00ebm - klient\u00ebt, konkurrent\u00ebt, qeveria etj. M\u00eb pas, ai kupton se pengesa kryesore ndodhet brenda kompanis\u00eb - ata miq t\u00eb nj\u00ebjt\u00eb.<\/p>\n
Kund\u00ebrth\u00ebnia \u00ebsht\u00eb e qart\u00eb dhe shum\u00eb e arsyeshme. Njer\u00ebzit b\u00ebjn\u00eb di\u00e7ka dhe marrin pag\u00eb. Pastaj vjen pronari dhe thot\u00eb se duhet t\u00eb punojm\u00eb m\u00eb shum\u00eb, ose m\u00eb mir\u00eb. Pse? Q\u00eb ai t\u00eb fitoj\u00eb m\u00eb shum\u00eb para. Dhe nuk ka r\u00ebnd\u00ebsi se \u00e7far\u00eb premton p\u00ebr t\u00eb investuar t\u00eb gjitha fitimet shtes\u00eb n\u00eb zhvillimin e kompanis\u00eb, q\u00eb t\u00eb jet\u00eb mir\u00eb p\u00ebr t\u00eb gjith\u00eb. Njer\u00ebzit nuk jan\u00eb budallenj dhe kuptojn\u00eb se, n\u00eb rastin m\u00eb t\u00eb mir\u00eb, ai po shkall\u00ebzon biznesin \u2013 do t\u00eb blej\u00eb nj\u00eb fabrik\u00eb t\u00eb re, ose do t\u00eb nd\u00ebrtoj\u00eb nj\u00eb dyqan. Njer\u00ebzve, pagat nuk do t'u rriten. Thjesht miqt\u00eb do t\u00eb b\u00ebhen m\u00eb shum\u00eb.<\/p>\n
Th\u00ebn\u00eb ndryshe, ata q\u00eb punojn\u00eb sot duhet t\u00eb b\u00ebjn\u00eb p\u00ebrpjekje p\u00ebr t\u00eb siguruar mir\u00ebqenien e atyre q\u00eb do t\u00eb punojn\u00eb nes\u00ebr. Gjysh\u00ebrit tan\u00eb kaluan di\u00e7ka t\u00eb till\u00eb n\u00eb shekullin e kaluar. N\u00eb parim, sipas komentimeve, ata nuk kan\u00eb ndonj\u00eb kund\u00ebrshtim \u2013 madje, thon\u00eb se ishte interesante. Por k\u00ebrkojn\u00eb ndonj\u00eb gj\u00eb p\u00ebr vete, dhe, preferohet, n\u00eb k\u00ebt\u00eb jet\u00eb.<\/p>\n
Ja, n\u00eb thelb, kund\u00ebrth\u00ebnia. Nuk \u00ebsht\u00eb e nevojshme t\u00eb detyrosh njer\u00ebzit t\u00eb punojn\u00eb \u2013 ata e b\u00ebjn\u00eb. Por p\u00ebr t\u00eb b\u00ebr\u00eb ndonj\u00eb gj\u00eb p\u00ebr t\u00eb ndryshuar, p\u00ebr t\u00eb p\u00ebrmir\u00ebsuar, p\u00ebr t\u00eb p\u00ebrshpejtuar, p\u00ebr t\u00eb rritur, ose p\u00ebr t\u00eb ulur \u2013 \u00ebsht\u00eb e v\u00ebshtir\u00eb t\u00eb arrish. Dhe askush nuk \u00ebsht\u00eb fajtor, nuk ka keqb\u00ebr\u00ebs, t\u00eb gjith\u00eb veprojn\u00eb n\u00eb p\u00ebrputhje me interesat e tyre.<\/p>\n
Megjithat\u00eb, situata ka shum\u00eb dalje. Nj\u00ebra prej tyre \u00ebsht\u00eb Pula. Duhet vet\u00ebm t\u00eb zgjidhet nj\u00eb pyetje ky\u00e7e.<\/p>\n
Pyetje ky\u00e7e<\/h4>\n \nPyetja ky\u00e7e \u00ebsht\u00eb shum\u00eb e thjesht\u00eb: a \u00ebsht\u00eb pronari gati t\u00eb paguaj\u00eb nj\u00eb pjes\u00eb t\u00eb vazhdueshme t\u00eb fitimeve p\u00ebr punonj\u00ebsit e tij?<\/p>\n
N\u00ebse e mendojm\u00eb mir\u00eb, ai dhe k\u00ebshtu po paguan nj\u00eb pjes\u00eb punonj\u00ebsve. P\u00ebr \u00e7do periudh\u00eb \u2013 muaj, tremujor ose vit \u2013 fondi i pagave p\u00ebrb\u00ebn nj\u00eb pjes\u00eb t\u00eb caktuar. N\u00eb t\u00eb v\u00ebrtet\u00eb, n\u00eb shpenzime \u2013 aty \u00ebsht\u00eb e zakonshme t\u00eb p\u00ebrfshihet.<\/p>\n
Problemi \u00ebsht\u00eb se kjo pjes\u00eb ndryshon vazhdimisht, nga periudha n\u00eb periudh\u00eb. Dhe ka nj\u00eb probabilitet t\u00eb caktuar q\u00eb kjo pjes\u00eb t\u00eb jet\u00eb e mundur t\u00eb ulet. P\u00ebr shembull, duke b\u00ebr\u00eb di\u00e7ka t\u00eb dobishme me efikasitetin.<\/p>\n
Sidomos efekti mund t\u00eb jet\u00eb i duksh\u00ebm atje ku njer\u00ebzit marrin rrog\u00eb. Ja, pronari ka, p\u00ebr shembull, nj\u00eb sh\u00ebrbim furnizimi, i cili konsumon 1 milion rubla n\u00eb muaj, duke p\u00ebrfshir\u00eb taksat, amortizimin, elektricitetin dhe kafen\u00eb me biskota. N\u00ebse papritur, me ndihm\u00ebn e ndonj\u00eb magjie, shitjet jan\u00eb dyfishuar, sh\u00ebrbimi i furnizimit do t\u00eb vazhdoj\u00eb t\u00eb konsumoj\u00eb 1 milion rubla n\u00eb muaj, dhe pjesa e tij n\u00eb fitim (ose n\u00eb shpenzime, si t\u00eb duash) do t\u00eb ulet.<\/p>\n
E gjith\u00eb \u00e7\u00ebshtja q\u00ebndron n\u00eb k\u00ebt\u00eb \"magji\". K\u00ebtu vjen n\u00eb ndihm\u00eb nj\u00eb grup i t\u00eb ashtuquajturve \"info\u00e7igan\u00eb\", t\u00eb cil\u00ebt p\u00ebrpiqen t\u00eb shesin versionin e tyre t\u00eb \"magjis\u00eb\".
Kjo mund t\u00eb vazhdoj\u00eb p\u00ebr nj\u00eb koh\u00eb t\u00eb gjat\u00eb. Nj\u00eb grup info\u00e7igan\u00ebsh z\u00ebvend\u00ebsohet nga nj\u00eb tjet\u00ebr, metoda t\u00eb reja, sisteme, blockchain dhe inteligjenca artificiale, dhe pronari vazhdon t\u00eb pres\u00eb q\u00eb fitimi t\u00eb rritet \"magjikisht\" dhe pjesa e fitimit q\u00eb ai u ndan punonj\u00ebsve t\u00eb tij, t\u00eb zvog\u00eblohet.<\/p>\n
Pronari nuk e sheh gjithmon\u00eb se info\u00e7igan\u00ebt e thellojn\u00eb edhe m\u00eb shum\u00eb kontradikt\u00ebn q\u00eb ai p\u00ebrpiqet ta zgjidh\u00eb me ndihm\u00ebn e tyre. Problemi i tij ishte: njer\u00ebzit nuk e shqet\u00ebsonin aspak d\u00ebshir\u00ebn e tij p\u00ebr t\u00eb zhvilluar biznesin e tij. Por \"nuk e shqet\u00ebsonin\" - \u00ebsht\u00eb, si\u00e7 e kuptoni, indiferenc\u00eb, mosinteresim, asgj\u00eb. Zero.<\/p>\n
Sepse pronari k\u00ebrkoi q\u00eb njer\u00ebzit t\u00eb rritin efikasitetin e biznesit t\u00eb tij pa i paguar p\u00ebr k\u00ebt\u00eb. E tani \u00e7far\u00eb po ndodh: n\u00ebse nuk doni t\u00eb punoni falas, ja ku keni ata djem t\u00eb shk\u00eblqyer q\u00eb do t'u jap miliona, dhe ata do ta b\u00ebjn\u00eb k\u00ebt\u00eb p\u00ebr ju. Dhe ju, si t\u00eb p\u00ebrvojsh\u00ebm.<\/p>\n
Natyrisht, njer\u00ebzit e rezistojn\u00eb. Kush do t\u00eb doj\u00eb t\u00eb jet\u00eb baza e suksesit t\u00eb informa\u00e7ik\u00ebve? P\u00ebrs\u00ebri, pa marr\u00eb asnj\u00eb p\u00ebrfitim p\u00ebr k\u00ebt\u00eb. Sepse ekziston mund\u00ebsia, edhe n\u00ebse \u00ebsht\u00eb e vog\u00ebl, q\u00eb informa\u00e7ik\u00ebt ofrojn\u00eb di\u00e7ka. Por ata vet\u00eb nuk mund ta zbatojn\u00eb dhe ta fillojn\u00eb, u duhen ndihm\u00eb punonj\u00ebsve. A ka ndonj\u00eb arsye p\u00ebr t'u ndihmuar? Q\u00eb pastaj ata t\u00eb fillojn\u00eb t\u00eb referohen tek ti?<\/p>\n
N\u00eb p\u00ebrgjith\u00ebsi, sa m\u00eb shpejt q\u00eb pronari t\u00eb kuptoj\u00eb q\u00eb pjesa e tij n\u00eb fitim nuk do t\u00eb rritet \"magjikisht\", aq m\u00eb mir\u00eb. Jo, sigurisht, n\u00ebse pronari \u00ebsht\u00eb i men\u00e7ur, ose n\u00ebse informa\u00e7ik\u00ebt jan\u00eb t\u00eb ndersh\u00ebm, at\u00ebher\u00eb asnj\u00eb Pul\u00eb nuk \u00ebsht\u00eb e nevojshme.<\/p>\n
Por n\u00ebse nuk po arrin asgj\u00eb, at\u00ebher\u00eb pronari mund t\u00eb ulet dhe t\u00eb mendoj\u00eb fort. Me forcat e tij nuk po ia del. Me informa\u00e7ik\u00ebt - gjithashtu jo. Megjithat\u00eb, ekziston mund\u00ebsia q\u00eb punonj\u00ebsit t\u00eb p\u00ebrballojn\u00eb, n\u00ebse u jepet nj\u00eb pjes\u00eb nga fitimi.<\/p>\n
T\u00eb drejtat q\u00eb duhet t\u00eb themi, nuk jan\u00eb shum\u00eb t\u00eb larta. Por gjithsesi nuk do t\u00eb ndodhin m\u00eb keq, n\u00ebse ti vet\u00eb nuk mundesh dhe miqt\u00eb e jasht\u00ebm nuk kan\u00eb mundur t\u00eb ndihmojn\u00eb. Thjesht duhet t\u00eb vendos\u00ebsh n\u00ebse je i gatsh\u00ebm t\u00eb punosh me nj\u00eb pjes\u00eb t\u00eb vazhdueshme t\u00eb fitimit p\u00ebr vete dhe nj\u00eb pjes\u00eb t\u00eb vazhdueshme t\u00eb fitimit p\u00ebr punonj\u00ebsit.<\/p>\n
N\u00eb shifra absolute, t\u00eb ardhurat e kompanis\u00eb mund t\u00eb rriten. N\u00ebse pjes\u00ebt mbeten t\u00eb pandryshuara, at\u00ebher\u00eb t\u00eb ardhurat e pronarit dhe t\u00eb ardhurat e punonj\u00ebsve do t\u00eb rriten gjithashtu n\u00eb shifra absolute. Pra, do t\u00eb ket\u00eb m\u00eb shum\u00eb para, por ato do t\u00eb duhet t\u00eb ndahen.<\/p>\n
N\u00ebse pronari \u00ebsht\u00eb i gatsh\u00ebm t\u00eb provoj\u00eb, at\u00ebher\u00eb mund t\u00eb fillohet me implementimin e Pul\u00ebs.<\/p>\n
Vet\u00ebmbrojtja<\/h4>\n \nProgramimi biznesor m\u00ebson se \u00e7do sistem duhet t\u00eb ket\u00eb vet\u00ebmbrojtje t\u00eb integruar. Rreziqet duhet t\u00eb jen\u00eb minimale, dhe n\u00eb rast d\u00ebshtimi, duhet t\u00eb kemi mund\u00ebsin\u00eb t\u00eb kthehemi shpejt n\u00eb pik\u00ebn fillestare pa humbur shum\u00eb para dhe biznes.<\/p>\n
N\u00eb Pul\u00eb, vet\u00ebmbrojtja \u00ebsht\u00eb e integruar n\u00eb vet\u00eb principin. Pronari pranon se i jep punonj\u00ebsve nj\u00eb pjes\u00eb t\u00eb fitimit, dhe kjo pjes\u00eb \u00ebsht\u00eb e pandryshueshme. K\u00ebshtu, n\u00eb fillim, duhet t\u00eb p\u00ebrcaktohet n\u00ebse kjo pjes\u00eb i p\u00eblqen pronarit.<\/p>\n
Ndonj\u00ebher\u00eb ndodh q\u00eb biznesi t\u00eb jet\u00eb n\u00eb humbje. N\u00eb k\u00ebt\u00eb rast, nuk duhet t\u00eb implementoni Puli - s\u00eb pari duhet t\u00eb merret me shpenzimet.<\/p>\n
N\u00ebse pjesa e fitimit \u00ebsht\u00eb e pranueshme, mund t\u00eb filloni. Vet\u00ebm mos harroni t\u00eb flisni me njer\u00ebzit dhe t'u shpjegoni atyre thelbin e eksperimentit.<\/p>\n
N\u00eb k\u00ebt\u00eb rast, njer\u00ebzit nuk jan\u00eb objekt i eksperimentit, por subjekt. N\u00eb terma t\u00eb thjesht\u00eb, pronari i merr ata si partner\u00eb, dhe ata fitojn\u00eb mund\u00ebsin\u00eb p\u00ebr t\u00eb ndikuar drejtp\u00ebrdrejt dhe n\u00eb mas\u00eb t\u00eb madhe n\u00eb at\u00eb q\u00eb ndodh. Tani ata jan\u00eb direkt t\u00eb interesuar p\u00ebr zhvillimin e kompanis\u00eb. Sa m\u00eb shum\u00eb shitje dhe fitim, aq m\u00eb i lart\u00eb \u00ebsht\u00eb t\u00eb ardhurat e tyre. E inverses.<\/p>\n
Pronari, n\u00eb nj\u00eb far\u00eb m\u00ebnyre, largohet dhe \u00ebsht\u00eb pothuajse n\u00eb t\u00eb nj\u00ebjtat t\u00eb drejta. Tani, n\u00ebse kompania rrezikon, ajo rrezikon si e t\u00ebr\u00eb, jo vet\u00ebm pronari. N\u00ebse del mir\u00eb, t\u00eb gjith\u00eb do t\u00eb pasurohen. N\u00ebse jo, t\u00eb gjith\u00eb do t\u00eb mbeten pa rroba.<\/p>\n
Vet\u00ebmbrojtja e punonj\u00ebsve<\/h4>\n \nUn\u00eb rekomandoj t\u00eb p\u00ebrfshihet vet\u00ebmbrojtja e punonj\u00ebsve n\u00eb sistem. Nga nj\u00ebra an\u00eb, pjesa n\u00eb fitim lejon t\u00eb fitohet m\u00eb shum\u00eb. Nga ana tjet\u00ebr, ka nj\u00eb rrezik t\u00eb madh p\u00ebr t\u00eb fituar jo vet\u00ebm m\u00eb pak, por shum\u00eb m\u00eb pak.<\/p>\n
Nj\u00eb punonj\u00ebs i zakonsh\u00ebm zakonisht nuk e ka nj\u00eb p\u00ebrfytyrim t\u00eb mir\u00eb p\u00ebr rreziqet e biznesit, pasi \u00ebsht\u00eb m\u00ebsuar t\u00eb marr\u00eb nj\u00eb pag\u00eb fikse. N\u00ebse ndodh nj\u00eb muaj me shitje t\u00eb dob\u00ebta, detyra e menaxhimit b\u00ebhet e v\u00ebshtir\u00eb p\u00ebr t\u00eb siguruar q\u00eb t\u00eb paguhen punonj\u00ebsit. Sigurisht, ai do t\u00eb shkurtoj\u00eb bonuset dhe do t\u00eb ndaloj\u00eb programin korporativ p\u00ebr vizita n\u00eb pishin\u00eb, por nuk do t\u00eb shkoj\u00eb deri n\u00eb at\u00eb pik\u00eb \u2013 t\u00eb gjith\u00eb do t\u00eb marrin pag\u00ebn e tyre.<\/p>\n
Prandaj, thjesht kalimi n\u00eb nj\u00eb pjes\u00eb t\u00eb past\u00ebr nga fitimi \u00ebsht\u00eb shum\u00eb i rreziksh\u00ebm. Njer\u00ebzit do t\u00eb tremben dhe, n\u00eb rast se ndodh ndonj\u00eb gj\u00eb, do t\u00eb ikin duke th\u00ebn\u00eb q\u00eb pronari i ka mashtruar dhe i ka l\u00ebn\u00eb pa para.<\/p>\n
Propozoj nj\u00eb zgjidhje t\u00eb thjesht\u00eb: nj\u00eb pag\u00eb minimale t\u00eb paprekshme. N\u00ebse, sipas m\u00ebnyr\u00eb s\u00eb re, duke marr\u00eb parasysh pjes\u00ebn e fitimit, rezultati \u00ebsht\u00eb m\u00eb i lart\u00eb se paga, at\u00ebher\u00eb paguani sipas fitimit. N\u00ebse paga \u00ebsht\u00eb m\u00eb e lart\u00eb, at\u00ebher\u00eb paguani at\u00eb.
P\u00ebr shembull, n\u00eb muajin e par\u00eb, fitimi \u00ebsht\u00eb i dob\u00ebt, dhe u pagua paga. Mir\u00eb, do ta kalojm\u00eb. Vet\u00ebm diferenc\u00ebn midis pag\u00ebs dhe pjes\u00ebs s\u00eb fitimit ta mbajm\u00eb mend, dhe punonj\u00ebsi do t\u00eb na e ket\u00eb borxh. N\u00eb muajin tjet\u00ebr punuam mir\u00eb \u2013 shk\u00eblqyesh\u00ebm, merrni fitimin, por me ata q\u00eb i jan\u00eb zbritur diferenc\u00ebs q\u00eb u krijua muajin e kaluar.<\/p>\n
Po ashtu, duhet vendosur nj\u00eb kufizim durimi. P\u00ebr shembull, n\u00ebse p\u00ebr tre muaj b\u00ebhet pagimi sipas pag\u00ebs \u2013 eksperimenti mund t\u00eb quhet i d\u00ebshtuar dhe t\u00eb kthehemi n\u00eb pik\u00ebn e nisjes. N\u00eb k\u00ebt\u00eb rast, rreziku, n\u00eb shifr\u00ebn totale, \u00ebsht\u00eb i njohur paraprakisht.<\/p>\n
Po, dhe diferenca pozitive midis shum\u00ebs s\u00eb fitimit dhe pag\u00ebs nuk \u00ebsht\u00eb e nevojshme t\u00eb mbahet mend. Punonj\u00ebsit, ashtu si dhe pronari, duhet t\u00eb jen\u00eb n\u00eb form\u00eb t\u00eb vazhdueshme, ndryshe do t\u00eb jet\u00eb shum\u00eb e leht\u00eb t\u00eb relaksoheni n\u00eb nj\u00eb moment dhe t\u00eb merrni pag\u00eb pa ndonj\u00eb ndjenj\u00eb faji.<\/p>\n
Pjes\u00ebt fillestare<\/h4>\n \nK\u00ebtu sugjeroj t\u00eb mos shqet\u00ebsohemi. N\u00ebse pronari n\u00eb fillim vendosi se pjesa e pag\u00ebs \u00ebsht\u00eb e pranueshme, at\u00ebher\u00eb ta pranojm\u00eb at\u00eb si pik\u00eb reference.<\/p>\n
P\u00ebr shembull, n\u00ebse paga e furnizimeve, n\u00eb fakt, p\u00ebrb\u00ebn 5% t\u00eb fitimit, at\u00ebher\u00eb ky p\u00ebrqindje \u00ebsht\u00eb e pranueshme si pjes\u00eb. Po ashtu, veprohet me \u00e7do pozita tjet\u00ebr q\u00eb ndodhet brenda zinxhirit t\u00eb krijimit t\u00eb vler\u00ebs.<\/p>\n
N\u00eb p\u00ebrgjith\u00ebsi, m\u00eb leht\u00eb \u00ebsht\u00eb me shit\u00ebsit \u2013 atje zakonisht paguhet nj\u00eb p\u00ebrqindje nga fitimi, t\u00eb ardhurat, ose pagesat. Duhet thjesht t\u00eb p\u00ebrshtatet me nj\u00eb tregues t\u00eb p\u00ebrgjithsh\u00ebm \u2013 fitimin.<\/p>\n
Aty ku \u00ebsht\u00eb implementuar plumbi, n\u00eb zinxhirin futeshin shit\u00ebsit, furnizuesit, magazinier\u00ebt, projektuesit, prodhimi.<\/p>\n
Me shit\u00ebsit \u00ebsht\u00eb e qart\u00eb, nuk do ta shpjegoj.<\/p>\n
Furnizuesit \u2013 n\u00eb p\u00ebrgjith\u00ebsi, gjithashtu. Nga puna e tyre varen edhe shitjet, edhe prodhimi, madje edhe zhvillimi projektues \u2013 duhet t\u00eb porositin me koh\u00eb mostra t\u00eb prov\u00ebs p\u00ebr pjes\u00ebt.<\/p>\n
Magazinier\u00ebt \u2013 nuk mund t\u00eb thuash se jan\u00eb t\u00eb vendosur drejtp\u00ebrdrejt n\u00eb zinxhirin e vler\u00ebs, por i p\u00ebrfshin\u00eb sepse ata gjithashtu kishin nj\u00eb pages\u00eb pothuajse sipas prodhimit.<\/p>\n
Me prodhimin gjithashtu \u00ebsht\u00eb e qart\u00eb. K\u00ebta djem prodhojn\u00eb at\u00eb q\u00eb pastaj shitet.<\/p>\n
Konstruktori jan\u00eb p\u00ebrfshir\u00eb q\u00eb, edhe p\u00ebr nj\u00eb sekond\u00eb, t\u00eb mendojn\u00eb p\u00ebr shitjet, parat\u00eb, fitimin dhe klient\u00ebt. Epo, ata, si programuesit, preferojn\u00eb t\u00eb q\u00ebndrojn\u00eb nga ana. Pa harruar, natyrisht, t\u00eb ankojn\u00eb se paguhen pak.<\/p>\n
Truku<\/h4>\n \nK\u00ebtu fillon momenti p\u00ebr nj\u00eb truk t\u00eb r\u00ebnd\u00ebsish\u00ebm. Pjesa duhet t\u00eb p\u00ebrcaktohet p\u00ebr funksionin n\u00eb p\u00ebrgjith\u00ebsi, dhe jo p\u00ebr punonj\u00ebsin.<\/p>\n
N\u00ebse 5 % p\u00ebr furnizimin, at\u00ebher\u00eb 5 % p\u00ebr furnizimin, dhe jo 0.5 % p\u00ebr furnizuesin (n\u00ebse n\u00eb fillim t\u00eb eksperimentit ishin 10 persona).<\/p>\n
Pra, nuk ka r\u00ebnd\u00ebsi n\u00ebse jan\u00eb 10 a 50 \u2013 gjithmon\u00eb marrin 5 % nga fitimi, p\u00ebr t\u00eb gjith\u00eb.<\/p>\n
S\u00eb pari, kjo \u00ebsht\u00eb nj\u00eb nga element\u00ebt e vet\u00ebmbrojtjes s\u00eb sistemit nga fryrja e stafit. Ello, shefi i furnizimit do ta pun\u00ebsoj\u00eb gruan dhe mamit, q\u00eb t\u00eb marr\u00eb nj\u00eb p\u00ebrqindje t\u00eb konsiderueshme nga fitimi.<\/p>\n
S\u00eb dyti, kjo \u00ebsht\u00eb nj\u00eb stimul p\u00ebr t\u00eb rritur efikasitetin p\u00ebrmes shkurtimit t\u00eb personelit. Fatkeq\u00ebsisht, por vajzat e bukura q\u00eb vet\u00ebm i japin kafe shefit dhe q\u00eb printojn\u00eb protokollet e mbledhjeve (me ndihm\u00ebn e administratorit t\u00eb sistemit) akoma ndodhin.<\/p>\n
Tani do t\u00eb jet\u00eb nj\u00eb ngarkes\u00eb p\u00ebr gjith\u00eb departamentin e furnizimeve, jo p\u00ebr pronarin. Sidomos p\u00ebr shefin. N\u00ebse t\u00eb gjith\u00eb n\u00eb departamentin e furnizimeve duan t\u00eb shohin nj\u00eb vajz\u00eb t\u00eb bukur pran\u00eb tyre \u2013 ata vet\u00eb vendosin se ku t\u00eb shpenzojn\u00eb p\u00ebrqindjen nga fitimi.<\/p>\n
Shp\u00ebrndarja<\/h4>\n \n\u00cbsht\u00eb e r\u00ebnd\u00ebsishme t\u00eb shmangni ekstreme t\u00eb tjera \u2013 t\u00eb jepni verbalisht nj\u00eb p\u00ebrqindje p\u00ebr departamentin q\u00eb ta shp\u00ebrndajn\u00eb si t\u00eb duan. N\u00eb parim, ndonj\u00ebher\u00eb kjo, ndoshta, justifikohet. Por shembujt q\u00eb kam par\u00eb n\u00eb jet\u00eb t\u00eb flasin p\u00ebr t\u00eb kund\u00ebrt\u00ebn.<\/p>\n
N\u00ebse thjesht e jepni pjes\u00ebn shefit t\u00eb departamentit q\u00eb ta ndaj\u00eb sipas d\u00ebshiros, rezultati do t\u00eb jet\u00eb nj\u00eb funksion joefektiv, dhe jo nj\u00eb Overlord me ndihm\u00ebsit. Kushti ky\u00e7 i t\u00eb ardhurave t\u00eb larta do t\u00eb jet\u00eb jo puna e mir\u00eb, por marr\u00ebdh\u00ebniet e mira me shefin.<\/p>\n
Njer\u00ebzit e ndersh\u00ebm n\u00eb k\u00ebto kushte nuk do t\u00eb mund t\u00eb punojn\u00eb dhe do t\u00eb ikin, pavar\u00ebsisht nga potenciali i t\u00eb ardhurave t\u00eb larta. P\u00ebrve\u00e7 k\u00ebsaj, ne po flasim jo vet\u00ebm p\u00ebr shit\u00ebsit, p\u00ebr t\u00eb cil\u00ebt nd\u00ebrtimi i marr\u00ebdh\u00ebnieve me k\u00ebdo \u00ebsht\u00eb pjes\u00eb e profesionit, por edhe p\u00ebr ata q\u00eb b\u00ebjn\u00eb dizajnin.<\/p>\n
Prandaj, rregullat e shp\u00ebrndarjes duhet t\u00eb jen\u00eb t\u00eb qarta \u2013 dhe brenda funksionit, ashtu edhe jasht\u00eb tij. Dhe, p\u00ebr m\u00eb tep\u00ebr, t\u00eb automatizuara. do t\u00eb sjell disa shembuj.<\/p>\n
Shembuj t\u00eb ndarjes<\/h4>\n \nMe shit\u00ebsit \u00ebsht\u00eb e thjesht\u00eb. Ka nj\u00eb porosi bler\u00ebsi, n\u00eb t\u00eb cil\u00ebn ka nj\u00eb menaxher. N\u00eb parazgjedhje, ky \u00ebsht\u00eb menaxheri i caktuar p\u00ebr klientin, por mund t\u00eb jet\u00eb edhe dikush tjet\u00ebr (n\u00eb rast pushimesh ose shkarkimesh t\u00eb menaxherit kryesor).<\/p>\n
N\u00ebse shit\u00ebsit jan\u00eb t\u00eb dy tipeve \u2013 aktiv\u00eb dhe mb\u00ebshtetje, at\u00ebher\u00eb p\u00ebrqindja nga porosia ndahet n\u00eb nj\u00eb proporcion t\u00eb r\u00ebn\u00eb dakord. Aktiv \u00ebsht\u00eb ai q\u00eb gjen klientin. Mb\u00ebshtetje \u00ebsht\u00eb ai q\u00eb formalizojn\u00eb dhe mb\u00ebshtesin marr\u00ebveshjen.<\/p>\n
N\u00ebse mbi marr\u00ebveshjen kan\u00eb punuar dy persona, duhet t\u00eb dy po t\u00eb p\u00ebrmenden n\u00eb porosi. M\u00eb sakt\u00eb, t'u jepet mund\u00ebsia atyre vet\u00eb ta p\u00ebrcaktojn\u00eb.<\/p>\n
Furnizimi \u00ebsht\u00eb m\u00eb e leht\u00eb p\u00ebr t'u ndar\u00eb sipas nomenklatur\u00ebs. Aty ku \u00ebsht\u00eb zbatuar, \u00ebsht\u00eb ndar\u00eb sipas kategorive. P\u00ebr shembull, t\u00eb gjitha pjes\u00ebt e forcuara dhe t\u00eb derdhura blihen nga nj\u00ebri, t\u00eb gjitha diellat nga nj\u00eb tjet\u00ebr, t\u00eb rrafsh\u00ebt nga nj\u00eb tjet\u00ebr, e k\u00ebshtu me radh\u00eb.<\/p>\n
Pjes\u00ebt n\u00eb fitim llogariten sipas pjes\u00ebve t\u00eb kostos s\u00eb materialeve dhe pjes\u00ebve q\u00eb furnizuesit kan\u00eb bler\u00eb. Thjesht, pjesa e furnizuesit n\u00eb fitim \u00ebsht\u00eb e barabart\u00eb me pjes\u00ebn e nomenklatur\u00ebs q\u00eb ai ka bler\u00eb n\u00eb kostot e prodhimit.<\/p>\n
Ky m\u00ebnyr\u00eb nuk p\u00ebrshtatet gjithmon\u00eb, sepse \u00e7mimi mund t\u00eb ket\u00eb \u00e7rregullime - p\u00ebr shembull, n\u00ebse nj\u00eb komponent merr gjysm\u00ebn e kostos. Por n\u00eb kontekstin ku \u00ebsht\u00eb aplikuar, ka pasur pak \u00e7rregullime t\u00eb tilla - dy lloje.<\/p>\n
E para \u2013 pjes\u00ebt e m\u00ebdha t\u00eb karoseris\u00eb. Por t\u00eb gjith\u00eb u mblodh\u00ebn dhe arrit\u00ebn n\u00eb p\u00ebrfundimin se gjithmon\u00eb ka aq shum\u00eb probleme me cil\u00ebsin\u00eb e derdhjes\/p\u00ebrpunimit, saq\u00eb nuk \u00ebsht\u00eb problem t\u00eb shpenzosh shum\u00eb para p\u00ebr at\u00eb q\u00eb e b\u00ebn k\u00ebt\u00eb. Sepse asnj\u00eb nuk kishte interes.<\/p>\n
E dyta \u2013 detaje t\u00eb vogla, t\u00eb shtrenjta, ndonj\u00eb lloj sendi me fort\u00ebsi t\u00eb lart\u00eb. Aq e lart\u00eb, sa nuk gjendet leht\u00eb. K\u00ebtu \u00ebsht\u00eb akoma m\u00eb e thjesht\u00eb: ato nevojiten aq rrall\u00eb, dhe ka kaq shum\u00eb v\u00ebshtir\u00ebsi, saq\u00eb nuk \u00ebsht\u00eb e frikshme t\u00eb paguash shum\u00eb.<\/p>\n
Me konstruktor\u00ebt \u00ebsht\u00eb m\u00eb interesant \u2013 u caktohet nj\u00eb p\u00ebrqindje autore. Thjesht, ka nj\u00eb pjes\u00eb n\u00eb fitim \u2013 le t\u00eb jet\u00eb 5%. N\u00eb k\u00ebt\u00eb m\u00ebnyr\u00eb, \u00e7do artikull i nomenklatur\u00ebs lidhet me nj\u00eb tabel\u00eb \u2013 pjes\u00ebt e \u00e7do konstruktori.<\/p>\n
P\u00ebr shembull, nj\u00eb dizajner krijoi nj\u00eb pjes\u00eb, nga fillimi deri n\u00eb fund. N\u00eb tabel\u00eb do t\u00eb ket\u00eb nj\u00eb regjist\u00ebr t\u00eb vet\u00ebm me emrin e tij dhe nj\u00eb p\u00ebrqindje prej 100%. Shtat\u00eb, n\u00eb rast se kjo pjes\u00eb shitet \u2013 si ndaras ashtu edhe si pjes\u00eb e nj\u00eb produkti \u2013 ai do t\u00eb marr\u00eb 5% t\u00eb fitimit.<\/p>\n
Pastaj nj\u00eb dizajner tjet\u00ebr b\u00ebri nj\u00eb p\u00ebrmir\u00ebsim dhe p\u00ebrfshiu nj\u00eb njoftim \u2013 n\u00eb tabel\u00eb shfaqet nj\u00eb rresht i dyt\u00eb me emrin e tij dhe, le t\u00eb themi, nj\u00eb p\u00ebrqindje prej 10%. Ndaj, p\u00ebrqindja e fitimit do t\u00eb ndahet n\u00eb raport 9 me 1.<\/p>\n
Ngrit\u00ebt nj\u00eb pyetje \u2013 \u00e7far\u00eb t\u00eb b\u00ebjm\u00eb, n\u00ebse dizajneri \u00ebsht\u00eb larguar? Ne vendos\u00ebm q\u00eb n\u00eb k\u00ebt\u00eb rast, p\u00ebrqindja e tij do t\u00eb \"digjej\". N\u00ebse ai kishte \"pasur\" 90% t\u00eb t\u00eb drejtave autor\u00ebve p\u00ebr k\u00ebt\u00eb pjes\u00eb, at\u00ebher\u00eb do t\u00eb paguhet vet\u00ebm 10% \u2014 atyre q\u00eb jan\u00eb akoma n\u00eb pun\u00eb. Dhe kur pjesa do t\u00eb jet\u00eb rinovuar p\u00ebrs\u00ebri, p\u00ebrqindjet do t\u00eb rishtohen.<\/p>\n
Te punonj\u00ebsit e magazin\u00ebs, n\u00eb at\u00eb koh\u00eb, tashm\u00eb ekzistonte nj\u00eb sistem me pagesa n\u00eb rubla p\u00ebr kilogram pjes\u00ebsh q\u00eb ata d\u00ebrguan \/ pranun \/ transferuan. Ky sistem u mbajt, vet\u00ebm se rubla p\u00ebr kg tani do t\u00eb thoshte jo t\u00eb ardhura absolute, por nj\u00eb p\u00ebrqindje t\u00eb fitimit.<\/p>\n
Automatizimi<\/h4>\n \nKjo gj\u00eb duhet automatizuar shpejt. Nuk ka asgj\u00eb ve\u00e7se t\u00eb v\u00ebshtir\u00eb \u2013 thjesht duhet t\u00eb shtoni fushat p\u00ebrkat\u00ebse n\u00eb entitete, si porosit\u00eb e klient\u00ebve dhe furnitor\u00ebve, nomenklatur\u00ebn, t\u00eb automatizoni njoftimet etj.<\/p>\n
E r\u00ebnd\u00ebsishme \u00ebsht\u00eb q\u00eb kostoja e prodhimit t\u00eb llogaritet sa m\u00eb shpejt dhe me sakt\u00ebsi. Edhe fitimi, p\u00ebrkat\u00ebsisht. Deri tani, fitimi interesonte vet\u00ebm pronarin, askujt nuk i shqet\u00ebsonte q\u00eb llogaritja e kostos p\u00ebrfundonte m\u00eb 20-t\u00ebn e muajit t\u00eb ardhsh\u00ebm. Tani ky num\u00ebr preferohet t\u00eb jet\u00eb n\u00eb fillim t\u00eb muajit.<\/p>\n
Ng\u00ebr\u00e7i i par\u00eb<\/h4>\n \nNg\u00ebr\u00e7i i par\u00eb, n\u00eb t\u00eb cilin haset nisja e Pul\u00ebs, \u00ebsht\u00eb detyra e pun\u00ebs. Dhe kjo \u00ebsht\u00eb nj\u00eb nga avantazhet kryesore t\u00eb Pul\u00ebs.<\/p>\n
Le t\u00eb rikthehemi pak mbrapa, n\u00eb t\u00eb kaluar\u00ebn ton\u00eb t\u00eb err\u00ebt. Kishte disa departamente dhe punonj\u00ebs. T\u00eb gjith\u00eb b\u00ebnin di\u00e7ka \u2013 nj\u00eb mori detyrash. Disa ishin t\u00eb shkruara nga rregullat, udh\u00ebzimet dhe proceset. Nj\u00eb pjes\u00eb tjet\u00ebr ishin t\u00eb shpikura nga vet\u00eb njer\u00ebzit. Pjesa e tret\u00eb p\u00ebrb\u00ebhej nga disa urdhra nga shefat e lart\u00eb dhe punonj\u00ebsit e vendosur paralelisht.<\/p>\n
Njer\u00ebzit po b\u00ebjn\u00eb di\u00e7ka dhe ka nj\u00eb rezultat t\u00eb caktuar. Ishte e pamundur t\u00eb lidhej ajo q\u00eb b\u00ebnin njer\u00ebzit me rezultatin, pra, me fitimin, p\u00ebrve\u00e7 shit\u00ebsve, natyrisht. Por askujt nuk i shqet\u00ebsonte - e paguanin rrog\u00ebn.<\/p>\n
Nj\u00eb furnizues ulur dhe porosiste pjes\u00ebt dhe materialet e nevojshme. Nevoja p\u00ebr k\u00ebto pjes\u00eb p\u00ebrcaktohej nga ndonj\u00eb plan, raport ose nga di\u00e7ka tjet\u00ebr. P\u00ebrve\u00e7 k\u00ebsaj, ai p\u00ebrgatiste ndonj\u00eb raport, si p\u00ebr shembull, list\u00ebn e mungesave. Edhe her\u00eb pas here e detyronin t\u00eb b\u00ebnte nj\u00eb fotografi t\u00eb dit\u00ebs s\u00eb pun\u00ebs. Gjithashtu, ai duhet t\u00eb p\u00ebrgjigjej n\u00eb letra, t\u00eb merrte pjes\u00eb n\u00eb takime, etj.<\/p>\n
Dhe tani \u2013 bdhym, dhe paguhet p\u00ebr fitimin. Lind nj\u00eb disonanc\u00eb kognitive. Pse t\u00eb b\u00ebsh list\u00ebn e mungesave? Si ndihmon kjo p\u00ebr t\u00eb fituar m\u00eb shum\u00eb? Pse t\u00eb p\u00ebrgjigjesh n\u00eb letrat e kontabilist\u00ebve, ekonomist\u00ebve, programuesve, etj.?<\/p>\n
Gjat\u00eb disa dit\u00ebve t\u00eb para, njer\u00ebzit, si zakonisht, vazhdojn\u00eb t\u00eb punojn\u00eb ashtu si\u00e7 kan\u00eb punuar gjithmon\u00eb. Por m\u00eb pas lindin pyetje \u2013 nga vet\u00eb ata, nga shefi i tyre, nga nj\u00ebsit\u00eb e tjera: p\u00ebr \u00e7far\u00eb e b\u00ebni k\u00ebt\u00eb?<\/p>\n
Dhe aty fillon m\u00eb interesanti. Shpesh askush nuk e kujton pse kryhet ndonj\u00eb detyr\u00eb, p\u00ebr k\u00eb \u00ebsht\u00eb hartuar nj\u00eb raport, kush i lexon email-et ose ndjek ndonj\u00eb tregues t\u00eb \u00e7uditsh\u00ebm.<\/p>\n
Arrin deri n\u00eb qesharake. Nj\u00eb furnizues pyet \u2013 p\u00ebrse duhet t\u00eb miratoj \u00e7do blerje t\u00eb ndonj\u00eb pjese me konstruktoret? Ai ia drejton k\u00ebt\u00eb pyetje shefit t\u00eb tij. Ky i fundit, i irrituar, thot\u00eb \u2013 e v\u00ebrtet\u00eb, p\u00ebrse? Fillon t\u00eb vrapoj\u00eb, t\u00eb b\u00ebrtas\u00eb, t\u00eb pyes\u00eb se kush e shpiku k\u00ebt\u00eb budallall\u00ebk. K\u00ebrkimet e \u00e7ojn\u00eb te sh\u00ebrbimi i cil\u00ebsis\u00eb, q\u00eb kujdeset p\u00ebr proceset, dhe aty gjendet nj\u00eb dokument \u2013 rezulton se vet\u00eb shefi i furnizimeve e shpiku k\u00ebt\u00eb, p\u00ebr t\u2019u mbrojtur nga pretendimet e Kontrollit t\u00eb Cil\u00ebsis\u00eb gjat\u00eb pranimit.<\/p>\n
Po b\u00ebhet nj\u00eb rishikim rigoroz dhe t\u00eb shpejt\u00eb t\u00eb detyrave, q\u00eb i ngjan Vitit t\u00eb Ri italian. K\u00ebtu \u00ebsht\u00eb e r\u00ebnd\u00ebsishme t\u00eb respektohet ekuilibri. Budallall\u00ebqet q\u00eb dikur i shpik\u00ebn vet\u00eb punonj\u00ebsit q\u00eb kryejn\u00eb funksionin, mund t\u00eb hidhen pa probleme. Por detyrat q\u00eb jan\u00eb p\u00ebrcaktuar nga sh\u00ebrbime 't\u00eb r\u00ebnd\u00ebsishme', siq jan\u00eb kontabiliteti ose jurist\u00ebt, nuk duhet t'i hiqni aq leht\u00eb \u2013 duhet, s\u00ebrish, t\u00eb shqyrtohen me kujdes. Ndryshe, rrezikshm\u00ebria p\u00ebr biznesin mund t\u00eb rritet ndjesh\u00ebm.<\/p>\n
Dhe shit\u00ebsit do t\u00eb vazhdojn\u00eb t\u00eb thon\u00eb 'ne ju e tham\u00eb'. Atyre gjithmon\u00eb u ka p\u00ebrkasur kjo ndjesi, dhe gjithmon\u00eb e kan\u00eb shprehur ankes\u00ebn, duke u p\u00ebrpjekur t\u00eb ikin deri n\u00eb fund nga detyrat e paqart\u00eb, q\u00eb u jan\u00eb ngarkuar nga sh\u00ebrbime t\u00eb tjera. Askush natyrisht nuk i d\u00ebgjoi n\u00eb ato koh\u00ebra, sepse nuk e kuptonin.<\/p>\n
T\u00eb drejtat p\u00ebr zhvillim<\/h4>\n \nPronari, ose drejtori duhet t\u00eb ruaj\u00eb t\u00eb drejt\u00ebn p\u00ebr t\u00eb p\u00ebrcaktuar drejtimet dhe metodat e zhvillimit t\u00eb kompanis\u00eb. \u00cbsht\u00eb e qart\u00eb se ky t\u00eb drejt\u00eb e ka dhe ashtu, por duhet ta pohoj\u00eb qart\u00eb n\u00eb fillim t\u00eb eksperimentit.<\/p>\n
Ndryshe, njer\u00ebzit mund t\u00eb ken\u00eb p\u00ebrshtypjen se ka filluar nj\u00eb lloj vet\u00ebqeverisjeje dhe tani ata vet\u00eb vendosin se \u00e7far\u00eb t\u00eb b\u00ebjn\u00eb me fitimin. Fatkeq\u00ebsisht, shumica e punonj\u00ebsve kurr\u00eb nuk e kan\u00eb drejtuar nj\u00eb biznes dhe nuk kan\u00eb nj\u00eb kuptim t\u00eb r\u00ebnd\u00ebsish\u00ebm p\u00ebr r\u00ebnd\u00ebsin\u00eb e investimeve.<\/p>\n
Njer\u00ebzit, s\u00eb pari, do t\u00eb duan t\u00eb fitojn\u00eb m\u00eb shum\u00eb duke b\u00ebr\u00eb sa m\u00eb pak mund\u00ebsi. Ata e kan\u00eb m\u00eb t\u00eb leht\u00eb t\u00eb shfryt\u00ebzojn\u00eb sistemin aktual sesa t\u00eb b\u00ebjn\u00eb ndonj\u00eb ndryshim. Ata do t\u00eb sillen si pronar\u00eb t\u00eb k\u00ebqij (apo si pronar\u00eb t\u00eb zakonsh\u00ebm, si t\u00eb doni) - do t\u00eb p\u00ebrpiqen t\u00eb marrin sa m\u00eb shum\u00eb para nga biznesi.<\/p>\n
N\u00eb thelb, parat\u00eb e tyre p\u00ebr zhvillim nuk jan\u00eb t\u00eb nevojshme, pra nuk duhet t\u00eb p\u00ebrpiqen t\u00eb marrin nj\u00eb pjes\u00eb t\u00eb fitimit t\u00eb tyre p\u00ebr investime. Mjafton t\u00eb ken\u00eb t\u00eb drejtat p\u00ebr \u00e7do ndryshim. Dhe njer\u00ebzit tashm\u00eb jan\u00eb n\u00eb nj\u00eb grack\u00eb.<\/p>\n
Grack\u00eb<\/h4>\n \nN\u00ebse e mbani mend, filluam me faktin se askush nuk d\u00ebshiron t\u00eb angazhohet n\u00eb zhvillimin e kompanis\u00eb, implementimin e metodave t\u00eb reja t\u00eb pun\u00ebs, rritjen e efikasitetit. Njer\u00ebzit thjesht nuk e duan k\u00ebt\u00eb, sepse paguhen nj\u00ebsoj - dhe tani, dhe n\u00eb rastin e suksesit t\u00eb ndryshimeve, dhe n\u00eb rastin e d\u00ebshtimit t\u00eb tyre.<\/p>\n
Pas pas aktivizimit t\u00eb Puli-s, situata ndryshon ndjesh\u00ebm. N\u00ebse e l\u00ebm\u00eb gjith\u00e7ka si\u00e7 \u00ebsht\u00eb, nuk do t\u00eb fitojm\u00eb m\u00eb. P\u00ebr nj\u00eb koh\u00eb, mund t\u00eb q\u00ebndrojm\u00eb k\u00ebshtu, duke rritur t\u00eb ardhurat vet\u00ebm duke th\u00ebn\u00eb \"tani do t\u00eb punojm\u00eb si\u00e7 duhet, tani q\u00eb ndodhi kjo\". Por shpejt, dhe n\u00eb m\u00ebnyr\u00eb t\u00eb pashmangshme, do t\u00eb arrijm\u00eb nj\u00eb kufi, kur sistemi i vjet\u00ebr do t\u00eb ndaloj\u00eb s\u00eb rrituri.<\/p>\n
Dallimi \u00ebsht\u00eb se tani njer\u00ebzit e shohin k\u00ebt\u00eb kufi, e kuptojn\u00eb at\u00eb dhe nuk e duan at\u00eb. Ata marrin nj\u00eb pjes\u00eb nga fitimet, nd\u00ebrsa fitimi nuk rritet. Ata do t\u00eb pranojn\u00eb nevoj\u00ebn p\u00ebr ndryshime. Po ashtu, do t\u00eb duhet t\u00eb angazhohen, ndoshta edhe me d\u00ebshir\u00eb.<\/p>\n
Gjithashtu, njer\u00ebzit tani nuk do t\u00eb jen\u00eb indiferent\u00eb ndaj rezultateve t\u00eb ndryshimeve. Sucesi i ndryshimeve do t\u2019i rris\u00eb ata t\u00eb ardhurat \u2013 nj\u00eb motivim pozitiv. D\u00ebshtimi i ndryshimeve do t\u2019i zvog\u00ebloj\u00eb ata t\u00eb ardhurat \u2013 nj\u00eb motivim negativ. T\u00eb dy variantet e rezultateve t\u00eb ndryshimeve i interesojn\u00eb ata. \u00c7ka edhe k\u00ebrkohej.<\/p>\n
\u00cbsht\u00eb e qart\u00eb se nuk \u00ebsht\u00eb e nevojshme q\u00eb njer\u00ebzit t\u00eb arrijn\u00eb pajtim me metodat dhe mjetet q\u00eb p\u00ebrb\u00ebjn\u00eb thelbin e ndryshimeve. P\u00ebr shembull, supozoni se drejtori d\u00ebshiron t\u00eb zbatoj\u00eb nj\u00eb CRM (dhe ne e dim\u00eb se ai ka t\u00eb drejt\u00ebn t\u00eb zgjedh\u00eb). Njer\u00ebzit nuk do t\u00eb duhet t\u00eb marrin pjes\u00eb vet\u00ebm n\u00eb k\u00ebto ndryshime \u2013 \u00ebsht\u00eb n\u00eb interesin e tyre q\u00eb t'i \u00e7ojn\u00eb k\u00ebto ndryshime n\u00eb sukses. E qart\u00eb se CRM-ja e zbatuar keq \u00ebsht\u00eb thjesht nj\u00eb barr\u00eb, nj\u00eb sistem i vdekur, n\u00eb t\u00eb cilin duhet t\u00eb futen shum\u00eb t\u00eb dh\u00ebna pa asnj\u00eb p\u00ebrfitim.<\/p>\n
Stakhanov<\/h4>\n \nPas lan\u00e7imit t\u00eb Pulit, n\u00eb fillim do t\u00eb shihet nj\u00eb pamje e \u00e7uditshme. Duket se tani mund t\u00eb fitohet m\u00eb shum\u00eb, por kjo nuk ndodh. T\u00eb gjith\u00eb tregojn\u00eb p\u00ebraf\u00ebrsisht t\u00eb nj\u00ebjtin rezultat, si m\u00eb par\u00eb, n\u00eb pag\u00eb. Sikur po presin di\u00e7ka.<\/p>\n
Ata po presin nj\u00eb shembull. Njer\u00ebzit p\u00ebr vite me rradh\u00eb kan\u00eb pasur n\u00eb mendje konceptet \"norm\u00eb\" dhe \"plan\", dhe ata, n\u00eb m\u00ebnyr\u00eb t\u00eb vet\u00ebdijshme ose t\u00eb pavet\u00ebdijshme, i ndjekin ato. Tani, duke lansuar Pul\u00ebn, duket se e kemi hequr konceptin e norm\u00ebs \u2013 sepse nuk ka tavan. Por njer\u00ebzit do t\u00eb gjejn\u00eb norm\u00ebn vet\u00eb \u2013 \"si\u00e7 ishte m\u00eb par\u00eb\".<\/p>\n
Sigurisht, mund t\u00eb provojm\u00eb t\u2019u shpjegojm\u00eb dhe t\u2019u tregojm\u00eb se cilat jan\u00eb mund\u00ebsit\u00eb e shk\u00eblqyera q\u00eb kan\u00eb tani. Por m\u00eb mir\u00eb \u00ebsht\u00eb t\u00eb tregojm\u00eb me shembuj.<\/p>\n
P\u00ebr shembull, si\u00e7 e b\u00ebn\u00eb n\u00eb B.SH.S. Merrnin nj\u00eb njeri me mbiemrin Stakhanov, e d\u00ebrgonin n\u00eb minier\u00eb (fillimisht duke i nxjerr\u00eb t\u00eb gjith\u00eb prej andej), i jepnin ndihm\u00ebs (p\u00ebr t\u00eb kryer pun\u00ebt ndihm\u00ebse) dhe i thonin t\u00eb vendoste nj\u00eb rekord. Ai e vendosi \u2013 b\u00ebri 14 norma p\u00ebr turn, n\u00ebse nuk gaboj (p\u00ebrshkrimi i m\u00ebnyr\u00ebs s\u00eb realizimit t\u00eb k\u00ebsaj ngjarjeje \u00ebsht\u00eb marr\u00eb nga libri \"Modeli Rus i Menaxhimit\" i Prokhorovit).<\/p>\n
Kuptimi \u00ebsht\u00eb i qart\u00eb \u2013 krijohet nj\u00eb shembull real, konkret. Nj\u00eb norm\u00eb e re. T\u00eb pakt\u00ebn p\u00ebr momentin e paarritshme, ose e duket si e till\u00eb, por nj\u00eb far\u00eb lidhje p\u00ebr q\u00ebllimin.<\/p>\n
Ndonj\u00ebher\u00eb, nj\u00eb Stakhanov krijohet vetvetiu. Zakonisht, kjo \u00ebsht\u00eb nj\u00eb ndihm\u00ebs i ri, q\u00eb ende nuk \u00ebsht\u00eb integruar n\u00eb sistem, nuk ka pasur koh\u00eb t\u00eb adaptohet dhe nuk \u00ebsht\u00eb formuar nga rregullat e vjetra. P\u00ebr shembull, n\u00eb nj\u00eb nga kompanit\u00eb ku punonte prototipi i Pulit, nj\u00eb Stakhanov mori dhe b\u00ebri 4 norma, duke ndryshuar plot\u00ebsisht realitetin dhe q\u00ebndrimin ndaj asaj q\u00eb po ndodhte. Askush tjet\u00ebr nuk punonte m\u00eb si m\u00eb par\u00eb.<\/p>\n
Mund\u00ebsi e mir\u00eb, ndoshta mund t\u00eb presim nj\u00eb muaj, dhe, n\u00ebse vet\u00eb stahanovci nuk shfaqet, ta krijojm\u00eb at\u00eb n\u00eb m\u00ebnyr\u00eb artificiale. T\u00eb bisedojm\u00eb me nj\u00eb njeri t\u00eb mir\u00eb, ta ndihmojm\u00eb, t\u00eb organizojm\u00eb nj\u00eb 'heroiz\u00ebm', ta mb\u00ebshtesim. M\u00eb mir\u00eb n\u00eb fsheht\u00ebsi, natyrisht. K\u00ebshtu mendoj un\u00eb.<\/p>\n
Ng\u00ebr\u00e7<\/h4>\n \nN\u00eb shembullin q\u00eb po tregoj, Plumbi ishte aktivizuar menj\u00ebher\u00eb p\u00ebr t\u00eb gjith\u00eb zinxhirin e krijimit t\u00eb vler\u00ebs. Kjo \u00ebsht\u00eb edhe e mir\u00eb, edhe e keqe.<\/p>\n
E mir\u00eb \u2013 sepse ndryshe nuk ka m\u00ebnyr\u00eb. N\u00eb t\u00eb v\u00ebrtet\u00eb, para se t\u00eb aktivizohej Plumbi p\u00ebr t\u00eb gjith\u00eb zinxhirin, ai tashm\u00eb vepronte n\u00eb nj\u00eb nyje t\u00eb tij \u2013 shitjet. Si rezultat, nj\u00eb nyj\u00eb shqet\u00ebsohej p\u00ebr shitjet dhe fitimin, nd\u00ebrsa t\u00eb tjerat \u2013 jo. Prandaj, nuk merrnim asgj\u00eb, n\u00ebse shikohej n\u00eb p\u00ebrgjith\u00ebsi, p\u00ebr t\u00eb gjith\u00eb zinxhirin.<\/p>\n
E keqe \u2013 sepse p\u00ebr shkak t\u00eb defekteve n\u00eb nj\u00eb nyje, gjith\u00eb zinxhiri do t\u00eb p\u00ebsoj\u00eb. P\u00ebrjashtim jan\u00eb nd\u00ebrtuesit, sepse ata nuk q\u00ebndrojn\u00eb n\u00eb rrjedh\u00ebn kryesore, por n\u00eb at\u00eb q\u00eb ushqen \u2013 zhvillojn\u00eb produkte t\u00eb reja, pra punojn\u00eb, mund t\u00eb thuhet, p\u00ebr zhvillimin ose p\u00ebr shitjet e ardhshme.<\/p>\n
N\u00ebse gjat\u00eb zbatimit t\u00eb Pulit ndodh q\u00eb t\u00eb gjitha funksionet t\u00eb kuptohen dhe t\u00eb pranohen, t\u00eb ndryshojn\u00eb modalitetin e pun\u00ebs s\u00eb tyre, nd\u00ebrsa furnizuesit e nj\u00ebjt\u00eb \u2013 jo, at\u00ebher\u00eb menj\u00ebher\u00eb do t\u00eb ka nj\u00eb bllokim. K\u00ebtu do t\u00eb zbatohet teoria klasike e kufizimeve t\u00eb Goldratt-it, dhe shpejt\u00ebsia\/p\u00ebrformanca e p\u00ebrgjithshme e zinxhirit do t\u00eb p\u00ebrcaktohet nga shpejt\u00ebsia\/p\u00ebrformanca e nyj\u00ebs m\u00eb t\u00eb ngadalshme.<\/p>\n
M\u00eb par\u00eb nuk kishte r\u00ebnd\u00ebsi, sepse p\u00ebrformanca e \u00e7do nyjeje nuk mathej shum\u00eb. E, ndodhte nj\u00eb bllokim, e, r\u00ebnd\u00eb rrihnim n\u00eb mbledhje, e, shkruanim nj\u00eb memorandum \"t\u00eb eliminohet menj\u00ebher\u00eb\". T\u00eb tre gozhd\u00ebt punonin, dhe t\u00eb gjith\u00eb harronin bllokimin.<\/p>\n
Tani bllokimet po b\u00ebhen nj\u00eb problem real. Sidomos n\u00ebse bllokimi nuk \u00ebsht\u00eb nj\u00eb rast\u00ebsi, p\u00ebrjashtim, por nj\u00eb ndodhi sistematike. Disa djem ndodhen k\u00ebtu, dhe nuk duan t\u00eb jetojn\u00eb ndryshe. Ose pasivisht, ose aktivisht, ose aktiv-pasivisht, si sindikata italiane.<\/p>\n
K\u00ebtu, natyrisht, duhet t\u00eb kuptojm\u00eb m\u00eb mir\u00eb. Ndonj\u00ebher\u00eb, nj\u00eb person \u2013 shefi i funksionit \u2013 krijon nj\u00eb bllokim. Ai \u00ebsht\u00eb penges\u00eb, dhe gjith\u00e7ka ndodh k\u00ebshtu. Ai menaxhon njer\u00ebzit e tij si\u00e7 'mendoj se \u00ebsht\u00eb e drejt\u00eb'. N\u00eb thelb, nuk \u00ebsht\u00eb asgj\u00eb e keqe k\u00ebtu \u2013 personi b\u00ebn nj\u00eb zgjedhje. E vetmja gj\u00eb \u00ebsht\u00eb se pengon t\u00eb tjer\u00ebt \u2013 si koleg\u00ebt ashtu edhe biznesin. M\u00eb mir\u00eb t\u00eb b\u00ebhet di\u00e7ka me t\u00eb.<\/p>\n
Nuk \u00ebsht\u00eb e domosdoshme t\u00eb pushosh nga puna \u2013 mund t\u00eb izolohet. T\u00eb vendos\u00ebsh nj\u00eb person tjet\u00ebr n\u00eb vendin e tij, dhe atij q\u00eb b\u00ebn bllokimin t'i ofrohet nj\u00eb ulje n\u00eb pozita. K\u00ebshtu q\u00eb, pasi je kaq i shk\u00eblqyer dhe di si t\u00eb punosh si\u00e7 duhet \u2013 uluni e punoni, ejani mjaft p\u00ebr t\u00eb menaxhuar.<\/p>\n
Bllokimet jan\u00eb m\u00eb t\u00eb lehta p\u00ebr t'u ndjekur p\u00ebrmes pun\u00ebve t\u00eb pap\u00ebrfunduara \u2013 gjith\u00e7ka \u00ebsht\u00eb n\u00eb p\u00ebrputhje me rregullat. Atje ku ka kaq shum\u00eb detyra t\u00eb grumbulluara, ka dhe bllokim. K\u00ebtu nuk mund t\u00eb shmanget nj\u00eb automatizim i mir\u00ebfillt\u00eb.<\/p>\n
P\u00ebr shembull, shikojm\u00eb p\u00ebrmes furnizimeve p\u00ebr deficitet, pra, nevojat e pa plot\u00ebsuara t\u00eb shitjeve\/p\u00ebrproduktimit \u2013 kjo \u00ebsht\u00eb pun\u00eb e pap\u00ebrfunduar. Nuk harrojm\u00eb Kalot e Akullit, pra, matja e koh\u00ebzgjatjes s\u00eb k\u00ebtyre pun\u00ebve t\u00eb pap\u00ebrfunduara (tipi 'kjo pozit\u00eb n\u00eb klasifikim \u00ebsht\u00eb e deficituar p\u00ebr nj\u00eb muaj').<\/p>\n
Eksplozioni i mendjes<\/h4>\n \nN\u00eb fillim, njer\u00ebzit do t\u00eb p\u00ebrjetojn\u00eb nj\u00eb disonanc\u00eb kognitive p\u00ebr shkak t\u00eb zbatimit t\u00eb thelbit t\u00eb Pulit n\u00eb pun\u00ebn e tyre. Ata nuk do t\u00eb kuptojn\u00eb\/pranojn\u00eb se paguhen p\u00ebr at\u00eb q\u00eb shitet.<\/p>\n
Ja, nj\u00eb furnizues q\u00eb gjithmon\u00eb ka bler\u00eb bulona dhe kap\u00ebse. Atij i jepnin nj\u00eb list\u00eb pozita dhe sasin\u00eb, ai i porosiste, ndiqte pages\u00ebn dhe d\u00ebrges\u00ebn, dhe priste detyr\u00ebn tjet\u00ebr. Nuk e kishte shum\u00eb r\u00ebnd\u00ebsi p\u00ebr t\u00eb, kush, p\u00ebr \u00e7far\u00eb dhe kur kishte nevoj\u00eb p\u00ebr bulona dhe kap\u00ebse. Puna ve\u00e7 e ve\u00e7, paga ve\u00e7 e ve\u00e7, lidhjet midis tyre nuk ishin t\u00eb shumta.<\/p>\n
Dhe k\u00ebtu \u2013 bum, paguhet vet\u00ebm ajo q\u00eb shitet. I ke bler\u00eb bulona, por ato nuk shiten, as si mall, as si komponent\u00eb t\u00eb produktit, dhe ti nuk merr para. Pyetja se p\u00ebr \u00e7far\u00eb i bleva k\u00ebto bulona shfaqet vetvetiu, ndon\u00ebse m\u00eb par\u00eb nuk kishte ekzistuar.<\/p>\n
Gjithashtu, p\u00ebrball\u00eb mund t\u00eb ket\u00eb nj\u00eb detyr\u00eb p\u00ebr blerjen e nj\u00eb nomanclatur\u00eb, pa t\u00eb cil\u00ebn nuk mund t\u00eb b\u00ebhet ndonj\u00eb shitje. P\u00ebr shembull, klienti ka porositur 40 pozita, dhe nuk d\u00ebshiron t'i marr\u00eb ato pjes\u00eb-pjes\u00eb \u2013 vet\u00ebm gjith\u00eb nj\u00ebher\u00ebsh. Nj\u00eb pozite nuk \u00ebsht\u00eb n\u00eb dispozicion, dhe e gjith\u00eb porosia pret n\u00eb kutin\u00eb, duke pritur nj\u00eb spring. Ose p\u00ebr montimin e produktit t\u00eb gatsh\u00ebm mungon floriri FUM, blerja e t\u00eb cilit dikush e ka d\u00ebshtuar.<\/p>\n
Tani, me zbatimin e Pul\u00ebs, na duhen mendime. Sigurisht q\u00eb do t\u00eb ishte mir\u00eb n\u00ebse do t\u00eb mendonte shefi \u2013 t\u00eb pakt\u00ebn n\u00ebnkategorit\u00eb e tij. \u00cbsht\u00eb m\u00eb e zakonshme k\u00ebshtu. Por ndonj\u00ebher\u00eb do t\u00eb duhet t\u00eb mendojm\u00eb vet\u00eb.
M\u00eb e komplikuar \u00ebsht\u00eb ta kuptojn\u00eb k\u00ebt\u00eb parim nd\u00ebrtuesit. Ata gjithmon\u00eb kan\u00eb q\u00ebndruar n\u00eb an\u00ebn e shitjeve, madje me vet\u00ebdije. Si p\u00ebr t\u00eb th\u00ebn\u00eb, ne nuk jemi tregtar\u00eb, jemi inxhinier\u00eb. E tani, me nj\u00eb Pul\u00eb, paga jote varet se si shitet ajo q\u00eb ke projektuar\/zhvilluara\/p\u00ebrmir\u00ebsuar.<\/p>\n
Mendja e nd\u00ebrtuesve thjesht ka filluar t\u00eb ziejet. Ata kurr\u00eb nuk kan\u00eb menduar n\u00eb k\u00ebto kategori, nuk kan\u00eb punuar p\u00ebr nj\u00eb q\u00ebllim t\u00eb till\u00eb. E gjith\u00eb ajo q\u00eb i interesonte n\u00eb shitje ishte n\u00ebse pajisja do t\u00eb prisheshin apo jo. Madje, interesi nuk ishte inxhinierik, por egoist \u2013 do t\u00eb qortohej.<\/p>\n
Askush nga ata nuk do t\u00eb p\u00ebrfundoj\u00eb m\u00eb detajet q\u00eb prap\u00eb nuk blihet. M\u00eb par\u00eb p\u00ebrfundohej, sepse kishte nj\u00eb detyr\u00eb t\u00eb till\u00eb n\u00eb nj\u00eb plan t\u00eb hartuar nga dikush nj\u00eb vit m\u00eb par\u00eb.<\/p>\n
Duhet t\u00eb jemi t\u00eb p\u00ebrgatitur p\u00ebr nj\u00eb shp\u00ebrthim t\u00eb trurit, ta shoq\u00ebrojm\u00eb at\u00eb dhe ta d\u00ebrgojm\u00eb n\u00eb nj\u00eb rrjedh\u00eb pozitive. Ndryshe, do t\u00eb kaloj\u00eb n\u00eb negativitet \u2013 sabotazh, largim nga puna, rezistenc\u00eb e hapur.<\/p>\n
Ide p\u00ebr zhvillim<\/h4>\n \nN sometimes duket se njer\u00ebzit kan\u00eb plot ide t\u00eb shk\u00eblqyera p\u00ebr zhvillimin e kompanis\u00eb, dhe me motivimin e duhur jo vet\u00ebm q\u00eb do t'i shprehin k\u00ebto ide, por edhe do t'i zbatojn\u00eb ato. Kjo duket sidomos shpesh p\u00ebr vet\u00eb njer\u00ebzit.<\/p>\n
M\u00eb s\u00eb shumti, pas kalimit n\u00eb Pulin e ideve dhe propozimeve, do t\u00eb ket\u00eb m\u00eb shum\u00eb ide. Por ka nj\u00eb \"por\": sa m\u00eb pak koh\u00eb t\u00eb kaloj\u00eb nga kalimi, aq m\u00eb keq jan\u00eb idet\u00eb.<\/p>\n
K\u00ebtu punon m\u00eb pak si uji n\u00eb rubinet pas riparimit t\u00eb uj\u00ebsjell\u00ebsit \u2013 n\u00eb fillim del ndonj\u00eb mur. Ide t\u00eb para, t\u00eb shprehura nga punonj\u00ebsit, do t\u00eb lidhen me realitetin e kaluar, me nj\u00eb nivel tjet\u00ebr mendimi. Si\u00e7 tha Einsteini - nuk mund t\u00eb zgjidhni problemet duke mbetur n\u00eb t\u00eb nj\u00ebjtin nivel ku ato jan\u00eb krijuar.<\/p>\n
Thjesht duhet t\u00eb kuptoni: nj\u00eb person ka kaluar gjith\u00eb jet\u00ebn e tij me nj\u00eb pag\u00eb fikse. Ai mendon p\u00ebr pag\u00ebn, bonuse t\u00eb vogla, detyra nga shefi, plane dhe pap\u00ebrgjegjshm\u00ebri. Pas kalimit n\u00eb Pul\u00eb, ai, p\u00ebr inercin\u00eb, do t\u00eb vazhdoj\u00eb t\u00eb mendoj\u00eb n\u00eb t\u00eb nj\u00ebjt\u00ebn m\u00ebnyr\u00eb. Thjesht do t\u00eb riformuloj\u00eb idet\u00eb e tij n\u00eb terma t\u00eb rinj.<\/p>\n
Ve\u00e7an\u00ebrisht duhet t\u00eb keni kujdes nga idet\u00eb q\u00eb fillojn\u00eb me fjal\u00ebt \u00abUn\u00eb kam propozuar prej koh\u00ebsh, ...\u00bb ose \u00abT\u00eb gjith\u00eb bota e b\u00ebn k\u00ebshtu: ...\u00bb. N\u00ebse ke propozuar prej koh\u00ebsh, at\u00ebher\u00eb ideja i p\u00ebrkiste nj\u00eb konteksti tjet\u00ebr. N\u00ebse e b\u00ebn i gjith\u00eb bot\u00eb k\u00ebshtu, at\u00ebher\u00eb ideja do t\u00eb jet\u00eb krejt\u00ebsisht tjet\u00ebr, sepse e gjith\u00eb bota \u00ebsht\u00eb n\u00eb nj\u00eb pag\u00eb fikse.<\/p>\n
Jepni njer\u00ebzve koh\u00eb t\u00eb p\u00ebrshtaten me realitetin e ri, t\u00eb akordohen, t\u00eb shohin, t\u00eb zbulojn\u00eb v\u00ebrtet problemet \u2013 ato q\u00eb m\u00eb par\u00eb nuk ishin paraqitur. Pacit\u00eb e ideve t\u00eb vjetra do t\u00eb shp\u00ebrbehen, dhe do t\u00eb hapet nj\u00eb rrjedh\u00eb normale, t\u00eb past\u00ebr me propozime t\u00eb dobishme.<\/p>\n
Matematika<\/h4>\n \nNdoshta keni nj\u00eb pyetje \u2013 cila fitim t\u00eb merret si baz\u00eb? Margin\u00ebn? EBITDA? Pastrimin?<\/p>\n
Nuk ka nj\u00eb p\u00ebrgjigje t\u00eb sakt\u00eb, duhet t\u00eb shikoni situat\u00ebn. Mua personalisht m\u00eb duket se duhet marr\u00eb formula q\u00eb p\u00ebrfshin maksimumin e kostove. P\u00ebrve\u00e7 divident\u00ebve t\u00eb pronar\u00ebve, natyrisht - n\u00ebse ka t\u00eb till\u00eb si entitet.<\/p>\n
N\u00ebse marrim, p\u00ebr shembull, fitimin margin, mund t\u00eb mbetemi pa pantallona \u2013 t\u00eb ardhurat e punonj\u00ebsve nuk do t\u00eb varen nga shpenzimet e \"r\u00ebnda\", si investimet kapitale, amotizimi ose blerja e aseteve t\u00eb plota. At\u00ebher\u00eb, \u00e7\u00ebshtja e blerjes s\u00eb nj\u00eb makine t\u00eb re do t\u00eb b\u00ebhet nj\u00eb dhimbje koke vet\u00ebm p\u00ebr pronarin.<\/p>\n
P\u00ebrgjegj\u00ebsia e pronarit<\/h4>\n \nNuk ndodh shpesh, por ndodh q\u00eb implementimi i Pul\u00ebs sjell nj\u00eb efekt t\u00eb papritur \u2013 pronari t\u00eb largohet. Jo n\u00eb p\u00ebrgjith\u00ebsi nga biznesi, por nga implementimi i Pul\u00ebs.<\/p>\n
Pasi t\u00eb gjith\u00eb merrnin pag\u00ebn, pronari, ose drejtori, mund t\u00eb b\u00ebnte sikur vet\u00ebm ai kujdesej p\u00ebr zhvillimin e biznesit, b\u00ebnte di\u00e7ka, nd\u00ebrsa t\u00eb tjer\u00ebt \u2013 vet\u00ebm dembel\u00eb. Ai ofronte, detyronte, k\u00ebrkonte ndonj\u00eb ndryshim, por asgj\u00eb nuk ndodhte. Pra, ai ishte shum\u00eb krenar p\u00ebr k\u00ebt\u00eb rol t\u00eb tij si i l\u00ebnduar.<\/p>\n
Pas implementimit t\u00eb Pul\u00ebs, situata mund t\u00eb ndryshoj\u00eb. P\u00ebr shembull, gjithkush b\u00ebhet i vet\u00ebdijsh\u00ebm p\u00ebr cilat ndryshime duhet t\u00eb b\u00ebhen. Dhe, fatkeq\u00ebsisht, nj\u00eb pjes\u00eb e p\u00ebrgjegj\u00ebsis\u00eb p\u00ebr realizimin e ndryshimeve e bie mbi k\u00ebt\u00eb pronar\/drejtor.<\/p>\n
Situata ndryshon n\u00eb m\u00ebnyr\u00eb thelb\u00ebsore. M\u00eb par\u00eb ai i thoshte t\u00eb gjith\u00ebve se \u00e7far\u00eb duhet b\u00ebr\u00eb. Por tani fillojn\u00eb t\u00eb tjer\u00ebt t'i thon\u00eb atij se \u00e7far\u00eb duhet b\u00ebr\u00eb. Pik\u00ebrisht t\u00eb b\u00ebjn\u00eb, e jo vet\u00ebm t\u00eb heqin ide.<\/p>\n
Ekziston nj\u00eb efekt i till\u00eb, nuk e di se si quhet: njer\u00ebzit propozojn\u00eb nj\u00eb mori ide p\u00ebr zhvillim, por vet\u00ebm sepse e din\u00eb se askush nuk do t'i realizoj\u00eb ato. Drejtor\u00ebt sillen pik\u00ebrisht ashtu \u2013 ata gjithashtu jan\u00eb vet\u00ebm njer\u00ebz.<\/p>\n
P\u00ebrderisa pronari dinte se askush nuk do ta realizonte iden\u00eb e tij, ai kishte shum\u00eb ide. Sapo mjedisi b\u00ebhet fleksib\u00ebl dhe i gatsh\u00ebm p\u00ebr ndryshime, atij i duket frik\u00eb \u2013 ndoshta ka propozuar di\u00e7ka t\u00eb marr\u00eb? Dhe ai hesht.<\/p>\n
Kur mjedisi i paraqet atij propozime \u2013 ai largohet. Dhe zbatimi i Pulit ndalet me iniciativ\u00ebn e pronarit. Ai, n\u00eb nj\u00eb far\u00eb m\u00ebnyre, b\u00ebhet penges\u00eb, madje pa qen\u00eb e lidhur n\u00eb zinxhirin e krijimit t\u00eb vler\u00ebs.<\/p>\n
Puli hidhet p\u00ebrfundimisht, t\u00eb gjith\u00eb e harrojn\u00eb eksperimentin, t\u00eb gjith\u00eb paguhen pagat, t\u00eb gjith\u00eb punojn\u00eb ndonj\u00ebher\u00eb, nd\u00ebrsa drejtori vazhdon t\u00eb ankohet se askujt nuk i duhet asgj\u00eb, p\u00ebrve\u00e7 tij.<\/p>\n
Curriculum Vitae<\/h4>\n \nKa shum\u00eb gj\u00ebra t\u00eb tjera q\u00eb do doja t\u00eb shkruaja, por tashm\u00eb kam shkruar pothuajse 30,000 shkronja. Tema \u00ebsht\u00eb shum\u00eb e gjer\u00eb p\u00ebr nj\u00eb artikull, ndoshta.<\/p>\n
Sistema e pages\u00ebs Pula \u00ebsht\u00eb efektive, por e komplikuar. N\u00eb radh\u00eb t\u00eb par\u00eb \u2013 emocionalisht, pasi bazohet n\u00eb parime q\u00eb nuk jan\u00eb af\u00ebr shumic\u00ebs s\u00eb njer\u00ebzve. Prandaj, duhet ta implementoni me kujdes, duke e shoq\u00ebruar procesin n\u00eb m\u00ebnyr\u00eb maksimale dhe duke reaguar n\u00eb m\u00ebnyr\u00eb t\u00eb shpejt\u00eb ndaj problemeve q\u00eb lindin.habr.com<\/a><\/p>","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"excerpt":{"rendered":"\u041f\u0443\u043b\u044f \u2013 \u044d\u0442\u043e \u0442\u0430\u043a\u0430\u044f \u0441\u0438\u0441\u0442\u0435\u043c\u0430 \u043e\u043f\u043b\u0430\u0442\u044b \u0442\u0440\u0443\u0434\u0430. \u041d\u0438\u0447\u0435\u0433\u043e \u0441\u0432\u0435\u0440\u0445\u044a\u0435\u0441\u0442\u0435\u0441\u0442\u0432\u0435\u043d\u043d\u043e\u0433\u043e, \u0438\u0434\u0435\u044f \u043b\u0435\u0436\u0438\u0442 \u043d\u0430 \u043f\u043e\u0432\u0435\u0440\u0445\u043d\u043e\u0441\u0442\u0438, \u0440\u0435\u0437\u0443\u043b\u044c\u0442\u0430\u0442\u044b \u043d\u0435 \u0437\u0430\u0441\u0442\u0430\u0432\u043b\u044f\u044e\u0442 \u0441\u0435\u0431\u044f \u0434\u043e\u043b\u0433\u043e \u0436\u0434\u0430\u0442\u044c. \u041d\u0430\u0437\u0432\u0430\u043d\u0438\u0435 \u043f\u0440\u0438\u0434\u0443\u043c\u0430\u043b \u043d\u0435 \u044f, \u0430 \u0441\u043e\u0431\u0441\u0442\u0432\u0435\u043d\u043d\u0438\u043a \u043a\u043e\u043c\u043f\u0430\u043d\u0438\u0438, \u0433\u0434\u0435 \u044d\u0442\u0430 \u0441\u0438\u0441\u0442\u0435\u043c\u0430 \u0432\u043d\u0435\u0434\u0440\u044f\u043b\u0430\u0441\u044c. \u0412\u043e\u0442 \u043f\u0440\u044f\u043c \u0442\u0430\u043a \u0432\u044b\u0441\u043b\u0443\u0448\u0430\u043b \u0430\u0440\u0433\u0443\u043c\u0435\u043d\u0442\u044b \u0438 \u043e\u0441\u043e\u0431\u0435\u043d\u043d\u043e\u0441\u0442\u0438, \u0438 \u0441\u043a\u0430\u0437\u0430\u043b: \u00ab\u042d\u0442\u043e \u2013 \u041f\u0443\u043b\u044f!\u00bb. \u041e\u043d, \u0432\u0435\u0440\u043e\u044f\u0442\u043d\u043e, \u0438\u043c\u0435\u043b \u0432 \u0432\u0438\u0434\u0443, \u0447\u0442\u043e \u0441\u0438\u0441\u0442\u0435\u043c\u0430 \u0435\u043c\u0443 \u043d\u0440\u0430\u0432\u0438\u0442\u0441\u044f, \u0430 \u043d\u0435 \u0442\u043e, \u0447\u0442\u043e […]<\/p>\n","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[702],"tags":[],"class_list":["post-38825","post","type-post","status-publish","format-standard","hentry","category-novosti-interneta"],"aioseo_notices":[],"aioseo_head":"\n\t\t\n\t