{"id":39576,"date":"2019-10-31T22:36:07","date_gmt":"2019-10-31T19:36:07","guid":{"rendered":"https:\/\/prohoster.info\/blog\/neformalnye-otnosheniya-v-komande-zachem-i-kak-imi-upravlyat\/"},"modified":"2019-10-31T22:36:07","modified_gmt":"2019-10-31T19:36:07","slug":"neformalnye-otnosheniya-v-komande-zachem-i-kak-imi-upravlyat","status":"publish","type":"post","link":"https:\/\/prohoster.info\/sq\/blog\/novosti-interneta\/neformalnye-otnosheniya-v-komande-zachem-i-kak-imi-upravlyat","title":{"rendered":"Raportet informale n\u00eb ekip: pse dhe si t'i menaxhojm\u00eb ato","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"<p><img decoding=\"async\" alt=\"Raportet informale n\u00eb ekip: pse dhe si t&#039;i menaxhojm\u00eb ato\" src=\"\/wp-content\/uploads\/2019\/10\/53399d5e89b5572f541af360df85f853.jpeg\" style=\"display:block;margin: 0 auto;\" \/><br \/>\n<br \/>\nShum\u00eb vite m\u00eb par\u00eb, fillova si zhvillues n\u00eb nj\u00eb kompani dhe shpejt u b\u00ebra d\u00ebshmitar i nj\u00eb skene t\u00eb pazakont\u00eb. Lideri i ekipit t\u00eb pjes\u00ebs ngjitur thirri nj\u00eb nga n\u00ebnshtruarit e tij n\u00eb mes t\u00eb dit\u00ebs s\u00eb pun\u00ebs dhe me z\u00eb t\u00eb lart\u00eb e tha: \u00abHe, ja disa para. Shkoi n\u00eb dyqan, blej nj\u00eb whisky dhe snacks\u00bb.\u00a0<\/p>\n<p>\u042f \u043f\u043e\u0434\u0443\u043c\u0430\u043b: \u00ab\u0414\u0430 \u043b\u0430\u0434\u043d\u043e! \u0421\u0442\u0440\u0430\u043d\u043d\u043e \u0432\u0441\u0451 \u044d\u0442\u043e&#8230;\u00bb. \u041d\u043e \u0441\u0438\u0442\u0443\u0430\u0446\u0438\u044f \u043f\u043e\u0432\u0442\u043e\u0440\u044f\u043b\u0430\u0441\u044c \u0435\u0449\u0451 \u043d\u0435\u0441\u043a\u043e\u043b\u044c\u043a\u043e \u0440\u0430\u0437. \u041f\u0440\u043e\u0440\u0430\u0431\u043e\u0442\u0430\u0432 \u0432 \u043a\u043e\u043c\u043f\u0430\u043d\u0438\u0438 \u043a\u0430\u043a\u043e\u0435-\u0442\u043e \u0432\u0440\u0435\u043c\u044f, \u044f \u043f\u043e\u043d\u044f\u043b, \u0447\u0442\u043e \u043f\u043e\u0434\u043e\u0431\u043d\u043e\u0435 \u043f\u043e\u0432\u0435\u0434\u0435\u043d\u0438\u0435 \u0442\u0430\u043c \u0431\u044b\u043b\u043e \u043d\u043e\u0440\u043c\u043e\u0439. \u041e\u0434\u043d\u0438 \u043a\u043e\u043c\u0430\u043d\u0434\u044b \u0434\u0440\u0443\u0436\u0438\u043b\u0438 \u043f\u0440\u043e\u0442\u0438\u0432 \u0434\u0440\u0443\u0433\u0438\u0445, \u043f\u0440\u043e\u0446\u0432\u0435\u0442\u0430\u043b\u0430 \u043f\u043e\u0434\u043a\u043e\u0432\u0451\u0440\u0449\u0438\u043d\u0430, \u0430 \u0442\u043e\u043f-\u043c\u0435\u043d\u0435\u0434\u0436\u043c\u0435\u043d\u0442 \u0430\u0431\u0441\u043e\u043b\u044e\u0442\u043d\u043e \u043d\u0438\u043a\u0430\u043a \u043d\u0435 \u0440\u0435\u0430\u0433\u0438\u0440\u043e\u0432\u0430\u043b \u043d\u0430 \u044d\u0442\u043e. \u042f \u0443\u0448\u0451\u043b \u043e\u0442\u0442\u0443\u0434\u0430, \u043d\u0435\u0441\u043c\u043e\u0442\u0440\u044f \u043d\u0430 \u0442\u043e, \u0447\u0442\u043e \u0438 \u0437\u0430\u0434\u0430\u0447\u0438 \u0431\u044b\u043b\u0438 \u0438\u043d\u0442\u0435\u0440\u0435\u0441\u043d\u044b\u0435, \u0438 \u0443\u0441\u043b\u043e\u0432\u0438\u044f \u043d\u0435\u043f\u043b\u043e\u0445\u0438\u0435. \u041d\u043e \u043c\u043e\u0440\u0430\u043b\u044c\u043d\u044b\u0439 \u043a\u043b\u0438\u043c\u0430\u0442 \u0431\u044b\u043b \u043d\u0435\u0432\u044b\u043d\u043e\u0441\u0438\u043c.\u00a0<\/p>\n<p>K\u00ebshtu nuk mendoja vet\u00ebm un\u00eb: tani kjo kompani nuk ekziston m\u00eb. Por n\u00eb at\u00eb moment kuptova se sa e r\u00ebnd\u00ebsishme \u00ebsht\u00eb t\u00eb punosh me marr\u00ebdh\u00ebniet informale, sa shum\u00eb ndikim mund t\u00eb ken\u00eb ato n\u00eb biznes n\u00eb t\u00ebr\u00ebsi. M\u00eb konkretisht, ata t\u00eb cil\u00ebt duhet t\u00eb punojn\u00eb me to jan\u00eb kryesisht menaxher\u00ebt e linj\u00ebs, dhe jo menaxher\u00ebt e HR-s\u00eb ose psikolog\u00ebt e zakonsh\u00ebm, sepse pik\u00ebrisht menaxher\u00ebt jan\u00eb ata q\u00eb jan\u00eb n\u00eb kontakt t\u00eb p\u00ebrditsh\u00ebm me n\u00ebnshkruajt\u00ebsit e tyre.\u00a0<\/p>\n<p>Por lider\u00ebt e grupeve n\u00eb fush\u00ebn e IT-s\u00eb, zakonisht, kan\u00eb kaluar vet\u00eb nga zhvilluesit, inxhinier\u00ebt dhe nuk kan\u00eb arsim t\u00eb ve\u00e7ant\u00eb n\u00eb fushat e psikologjis\u00eb dhe metodologjis\u00eb s\u00eb menaxhimit. P\u00ebr shkak t\u00eb k\u00ebsaj, shpesh menaxher\u00ebt e kuptojn\u00eb detyrat e tyre mjaft ngusht: t\u00eb zgjidhin problemet e biznesit, t\u00eb realizojn\u00eb planet, etj. Dhe si\u00e7 duket, ata nuk e kuptojn\u00eb pse duhet t\u00eb merren me njer\u00ebz t\u00eb rritur.\u00a0<\/p>\n<p>Gjat\u00eb dhjet\u00eb viteve t\u00eb fundit kam qen\u00eb i angazhuar n\u00eb drejtimin e ekipeve t\u00eb zhvillimit, shtat\u00eb prej tyre n\u00eb Badoo. Ky artikull \u00ebsht\u00eb shkruar si frym\u00ebzim nga fjalimi im n\u00eb <noindex><a rel=\"nofollow\" href=\"https:\/\/teamleadconf.ru\/spb\/2019\">Saint TeamLead Conf 2019<\/a><\/noindex>: aty do t\u00eb p\u00ebrpiqem t\u00eb shpjegoj se si dhe pse duhet t\u00eb punohet mbi marr\u00ebdh\u00ebniet informale n\u00eb grup.\u00a0<br \/>\n<noindex><a rel=\"nofollow\" name=\"habracut\"><\/a><\/noindex><\/p>\n<h2>Problemet me marr\u00ebdh\u00ebniet informale<\/h2>\n<p>\nSi e p\u00ebrcaktoni q\u00eb marr\u00ebdh\u00ebniet informale n\u00eb ekip po kalojn\u00eb n\u00eb di\u00e7ka t\u00eb keqe? Ka disa tregues.<\/p>\n<h3>Fillestar\u00ebt nuk q\u00ebndrojn\u00eb.<\/h3>\n<p>\nJam i sigurt se p\u00ebr shumic\u00ebn e njer\u00ebzve, ndryshimi i pun\u00ebs \u00ebsht\u00eb nj\u00eb stres. Nj\u00eb fillestar ndodhet n\u00eb nj\u00eb situat\u00eb shum\u00eb t\u00eb pak\u00ebndshme, t\u00eb paq\u00ebndrueshme, gjithashtu p\u00ebr shkak se p\u00ebrvoja dhe aft\u00ebsit\u00eb e tij n\u00eb nj\u00eb kolektiv t\u00eb ri nuk jan\u00eb t\u00eb v\u00ebrtetuara. N\u00eb k\u00ebt\u00eb rast, kontrasti do t\u00eb jet\u00eb edhe m\u00eb i theksuar dhe do t\u00eb shkaktoj\u00eb nj\u00eb diskomfort edhe m\u00eb t\u00eb madh.<\/p>\n<p>\u00c7far\u00eb b\u00ebn nj\u00eb person p\u00ebr t\u00eb shpallur veten? Tregon iniciativ\u00eb. Por iniciativa nga punonj\u00ebsit e rinj shpesh n\u00eb m\u00ebnyr\u00eb t\u00eb theksuar nuk pranohet: \"Ku po shkon? E dim\u00eb vet\u00eb si funksionon gjith\u00e7ka k\u00ebtu!\".\u00a0<\/p>\n<p>P\u00ebrve\u00e7 k\u00ebsaj, fillestar\u00ebt shpesh nuk p\u00ebrfshihen n\u00eb bisedat informale. Shkuan p\u00ebr drek\u00eb \u2014 nuk e ftuar fillestarin. Po festohet dit\u00eblindja e dikujt \u2014 nuk e ftuar fillestarin. Ai ka stres p\u00ebr \u00e7\u00ebshtjet e pun\u00ebs dhe nuk ka me k\u00eb t\u00eb bisedoj\u00eb p\u00ebr to. E v\u00ebshtir\u00eb dyfish.\u00a0<\/p>\n<p>N\u00eb k\u00ebto kushte, shum\u00eb thjesht marrin vendimin t\u00eb shkojn\u00eb n\u00eb nj\u00eb kompani tjet\u00ebr.\u00a0<\/p>\n<h3>Koleg\u00ebt e panjohur.<\/h3>\n<p>\nProblemi tjet\u00ebr \u00ebsht\u00eb mosnjohja e koleg\u00ebve. Kjo ndodh m\u00eb shpesh n\u00eb kufi t\u00eb departamenteve sesa brenda nj\u00eb nj\u00ebsie. Ekzekutuesit nuk i njohin porosit\u00ebsit e brendsh\u00ebm dhe anasjelltas: p\u00ebr shembull, skuadra produkt dhe ekipi i zhvillimit nuk jan\u00eb t\u00eb njohur me nj\u00ebri-tjetrin.\u00a0<\/p>\n<p>E keqja m\u00eb e madhe \u00ebsht\u00eb kur menaxher\u00ebt nuk i njohin n\u00ebnshtruarit e tyre: nuk e din\u00eb se \u00e7far\u00eb presin ata me t\u00eb v\u00ebrtet\u00eb, nuk din\u00eb t\u2019i motivojn\u00eb ata.\u00a0<\/p>\n<h3>Lider\u00ebt joformale n\u00eb opozit\u00eb me autoritetin formal<\/h3>\n<p>\nN\u00eb \u00e7do kolektiv ka lider\u00eb joformale. Si \u00e7do njeri tjet\u00ebr, ata kan\u00eb q\u00ebllimet e tyre. Ve\u00e7oria e lider\u00ebve joformal\u00eb \u00ebsht\u00eb se ata din\u00eb t\u00eb angazhojn\u00eb t\u00eb tjer\u00ebt n\u00eb arritjen e q\u00ebllimeve t\u00eb tyre. N\u00ebse q\u00ebllimi i liderit joformal nuk p\u00ebrputhet me q\u00ebllimet e organizat\u00ebs, k\u00ebta njer\u00ebz mund t\u00eb b\u00ebhen shum\u00eb toksik\u00eb. Dhe gj\u00ebja m\u00eb e keqe q\u00eb mund t\u00eb ndodh\u00eb \u00ebsht\u00eb se ata mund ta largojn\u00eb nj\u00eb pjes\u00eb t\u00eb kolektivit n\u00eb nj\u00eb kompani tjet\u00ebr.\u00a0<\/p>\n<h3>Divizimi\u00a0<\/h3>\n<p>\nT\u00eb gjitha problemet q\u00eb kam theksuar \u2014 puna e dob\u00ebt me t\u00eb sapoardhurit, mungesa e komunikimeve, lider\u00ebt joformal\u00eb n\u00eb opozit\u00eb \u2014 \u00e7ojn\u00eb n\u00eb divizim. N\u00eb nj\u00eb rast t\u00eb ve\u00e7ant\u00eb, mund ta ilustrojm\u00eb at\u00eb me nj\u00eb meme t\u00eb qart\u00eb:\u00a0<\/p>\n<p><img decoding=\"async\" alt=\"Raportet informale n\u00eb ekip: pse dhe si t&#039;i menaxhojm\u00eb ato\" src=\"\/wp-content\/uploads\/2019\/10\/6c529b1d941ada9471f94a11ac2a7712.jpeg\" style=\"display:block;margin: 0 auto;\" \/><br \/>\n<br \/>\nNjer\u00ebzit nuk e din\u00eb se \u00e7far\u00eb b\u00ebjn\u00eb koleg\u00ebt e tyre. Prandaj, ata nuk e vler\u00ebsojn\u00eb kontributin e tyre n\u00eb pun\u00ebn e p\u00ebrbashk\u00ebt. \u00c7 fragmentationi shkakton munges\u00eb t\u00eb pun\u00ebs ekipore: an\u00ebtar\u00ebt e ekipit nuk e mb\u00ebshtesin nj\u00ebri-tjetrin, dhe p\u00ebr pasoj\u00eb, detyrat zgjidhen n\u00eb m\u00ebnyr\u00eb t\u00eb paefektshme. Mungon fleksibiliteti p\u00ebr shkak t\u00eb komunikimeve t\u00eb pap\u00ebrmir\u00ebsuara. Menaxher\u00ebve u v\u00ebshtir\u00ebsohet t\u00eb motivojn\u00eb dhe t\u00eb rritin n\u00ebnshtruesit e tyre. E gjith\u00eb kjo \u00e7on n\u00eb largimin e njer\u00ebzve.\u00a0<\/p>\n<p>Do t\u00eb doja q\u00eb t\u00eb ishte mir\u00eb, q\u00eb t\u00eb ishte si t\u00eb pakt\u00ebn k\u00ebshtu:<\/p>\n<p><img decoding=\"async\" alt=\"Raportet informale n\u00eb ekip: pse dhe si t&#039;i menaxhojm\u00eb ato\" src=\"\/wp-content\/uploads\/2019\/10\/8a7d3d26d290b28bbdbb7624360167dc.jpeg\" style=\"display:block;margin: 0 auto;\" \/><br \/>\n<br \/>\nE akoma m\u00eb mir\u00eb, n\u00ebse do t\u00eb ishte k\u00ebshtu:<\/p>\n<p><img decoding=\"async\" alt=\"Raportet informale n\u00eb ekip: pse dhe si t&#039;i menaxhojm\u00eb ato\" src=\"\/wp-content\/uploads\/2019\/10\/16eaf9702b0f147e23452ce630e82e2d.jpeg\" style=\"display:block;margin: 0 auto;\" \/><br \/>\n<\/p>\n<h2>\u00c7far\u00eb duhet t\u00eb b\u00ebjm\u00eb?<\/h2>\n<p>\n\u00c7far\u00eb t\u00eb b\u00ebjm\u00eb q\u00eb marr\u00ebdh\u00ebniet informale n\u00eb kompanin\u00eb tuaj t\u00eb jen\u00eb \"t\u00eb duhura\" dhe t\u00eb punojn\u00eb p\u00ebr p\u00ebrfitimin e biznesit? Do t\u00eb flas p\u00ebr at\u00eb q\u00eb kemi b\u00ebr\u00eb dhe vazhdojm\u00eb t\u00eb b\u00ebjm\u00eb k\u00ebtu n\u00eb Badoo. K\u00ebto jan\u00eb tre komponente t\u00eb r\u00ebnd\u00ebsishme:\u00a0<\/p>\n<ul>\n<li>kultura e kompanis\u00eb;\n<\/li>\n<li>pun\u00eb e rregullt p\u00ebr forcimin e ekipit;\n<\/li>\n<li>reaksioni ndaj devijimeve shkat\u00ebrruese.\n<\/li>\n<\/ul>\n<p><\/p>\n<h3>Kultura e kompanis\u00eb<\/h3>\n<p>\nKultura e kompanis\u00eb \u00ebsht\u00eb nj\u00eb grup vlerash themelore q\u00eb formojn\u00eb m\u00ebnyr\u00ebn e mendimit dhe normat e sjelljes s\u00eb punonj\u00ebsve. Kjo \u00ebsht\u00eb ajo q\u00eb i bashkon njer\u00ebzit n\u00eb nj\u00eb kolektiv, q\u00eb e ve\u00e7on kompanin\u00eb nga t\u00eb tjerat dhe lejon krenarin\u00eb p\u00ebr t\u00eb. K\u00ebto jan\u00eb vlerat q\u00eb i ndajn\u00eb shumica e ekipit.\u00a0<\/p>\n<p>Vlerat themelore nuk jan\u00eb nj\u00eb konstant\u00eb. Ato mund t\u00eb ndryshojn\u00eb, t\u00eb pasurohen n\u00eb var\u00ebsi t\u00eb ndryshimit t\u00eb strategjis\u00eb s\u00eb kompanis\u00eb. Nuk \u00ebsht\u00eb e nevojshme t'i shpikni ato ose t'i kopjoni verb\u00ebrisht vlerat e kompanive t\u00eb tjera. Po ashtu, nuk \u00ebsht\u00eb mir\u00eb t\u00eb angazhoni ekspert\u00eb t\u00eb jasht\u00ebm duke besuar q\u00eb ata do t'i krijojn\u00eb k\u00ebto vlera p\u00ebr ju: vlerat duhet t\u00eb lindin brenda kompanis\u00eb.\u00a0<\/p>\n<p>Disa koh\u00eb m\u00eb par\u00eb, punoja si programues n\u00eb nj\u00eb kompani q\u00eb merrej me marketingun n\u00eb rrjet. Atje mbizot\u00ebronte nj\u00eb kult i shefit: portretet dhe citatet e tij ishin t\u00eb varura n\u00eb zyra. T\u00eb gjith\u00eb punonj\u00ebsit duhej t\u00eb ishin pasionant\u00eb, t\u00eb b\u00ebnin bot\u00ebn m\u00eb t\u00eb mir\u00eb. Atje, n\u00eb vend t\u00eb nj\u00eb p\u00ebrsh\u00ebndetjeje t\u00eb zakonshme, ishte n\u00eb p\u00ebrdorim nj\u00eb thirrje: \"100 miliard\u00eb \u2014 fat i yni!\". Tani kjo duket qesharake, por at\u00ebher\u00eb nuk ishte shum\u00eb arg\u00ebtuese. Ky \u00ebsht\u00eb nj\u00eb shembull se si nuk duhet b\u00ebr\u00eb, nj\u00eb shembull pseudokulture.\u00a0<\/p>\n<p>Le t\u00eb kthehemi te Badoo. N\u00eb nj\u00eb moment, u mblodh\u00ebm, b\u00ebm\u00eb nj\u00eb brainstorming dhe krijuam nj\u00eb list\u00eb t\u00eb vlerave tona themelore.\u00a0<\/p>\n<p><img decoding=\"async\" alt=\"Raportet informale n\u00eb ekip: pse dhe si t&#039;i menaxhojm\u00eb ato\" src=\"\/wp-content\/uploads\/2019\/10\/704fa5e3311c8c0c4d5e1bf623d7229d.jpeg\" style=\"display:block;margin: 0 auto;\" \/><br \/>\n<br \/>\nPor ajo q\u00eb ka r\u00ebnd\u00ebsi \u00ebsht\u00eb jo lista vet\u00eb, por se si e p\u00ebrdorim at\u00eb.<\/p>\n<p>S\u00eb pari, ne e p\u00ebrdorim at\u00eb gjat\u00eb rekrutimit: p\u00ebrpiqemi t\u00eb kuptojm\u00eb n\u00ebse kandidat\u00ebt jan\u00eb t\u00eb gatsh\u00ebm t\u00eb ndajn\u00eb vlerat tona baz\u00eb. S\u00eb dyti, e p\u00ebrdorim p\u00ebr t\u00eb vler\u00ebsuar punonj\u00ebsit: gjat\u00eb periudh\u00ebs provuese, rishikimeve t\u00eb tremujorit dhe gjysm\u00ebviteve.\u00a0<\/p>\n<p>Si i vler\u00ebsojm\u00eb kandidat\u00ebt gjat\u00eb intervistave? Shtrijm\u00eb disa pyetje t\u00eb caktuara. P\u00ebr shembull, p\u00ebr gabimet e tyre t\u00eb kaluara; p\u00ebrpiqemi t\u00eb kuptojm\u00eb q\u00ebndrimin e tyre ndaj tyre, p\u00ebr t\u00eb par\u00eb sa vet\u00ebdijsh\u00ebm jan\u00eb, sa vet\u00ebkritik\u00eb kan\u00eb dhe sa jan\u00eb t\u00eb aft\u00eb t\u00eb m\u00ebsojn\u00eb nga gabimet e tyre.\u00a0<\/p>\n<p>V\u00ebmendje t\u00eb ve\u00e7ant\u00eb i kushtojm\u00eb reagimeve ndajpyetjeve p\u00ebr t\u00eb cilat kandidati nuk di p\u00ebrgjigjen. Shum\u00eb fillojn\u00eb t\u00eb shmangin bised\u00ebn, devijojn\u00eb n\u00eb nj\u00eb tem\u00eb tjet\u00ebr ose dor\u00ebzohen menj\u00ebher\u00eb. Ne e duam at\u00ebher\u00eb kur nj\u00eb person p\u00ebrpiqet t\u00eb arrij\u00eb nj\u00eb p\u00ebrgjigje logjike dhe, sapo t\u00eb ndihet kufizuar, thot\u00eb sinqerisht se nuk di. N\u00eb k\u00ebt\u00eb rast, shohim se personi \u00ebsht\u00eb n\u00eb gjendje t\u00eb pranoj\u00eb se nuk kupton di\u00e7ka, dhe kjo \u00ebsht\u00eb e pranueshme.\u00a0<\/p>\n<p>Pyesim n\u00ebse ka njer\u00ebz t\u00eb cil\u00ebve kandidati u ka ndihmuar n\u00eb karrier\u00eb dhe zhvillim, si u ka ndihmuar ai ata. Kjo \u00ebsht\u00eb nj\u00eb shenj\u00eb se personi \u00ebsht\u00eb i hapur ndaj bot\u00ebs, i gatsh\u00ebm t'u ndihmoj\u00eb t\u00eb tjer\u00ebve.\u00a0<\/p>\n<p>Na intereson n\u00ebse ka njer\u00ebz q\u00eb kan\u00eb m\u00ebsuar di\u00e7ka vet\u00eb koh\u00ebt e fundit. Kjo tregon, n\u00eb radh\u00eb t\u00eb par\u00eb, sa i p\u00eblqen t\u00eb m\u00ebsoj\u00eb nj\u00eb person, dhe n\u00eb t\u00eb dyt\u00eb, sa \u00ebsht\u00eb mir\u00ebnjoh\u00ebs p\u00ebr njer\u00ebzit q\u00eb e rrethojn\u00eb dhe jan\u00eb t\u00eb gatsh\u00ebm t'i japin di\u00e7ka t\u00eb re.\u00a0<\/p>\n<p>\u00cbsht\u00eb interesante t\u00eb dihet edhe p\u00ebr rrethanat e largimit nga vendi i m\u00ebparsh\u00ebm t\u00eb pun\u00ebs. K\u00ebtu na intereson jo aq shum\u00eb arsyeja e largimit, sa m\u00ebnyra se si personi e ka dor\u00ebzuar detyr\u00ebn e tij: a p\u00ebrgatiti gjith\u00e7ka apo e la gjith\u00e7ka pas dore\u2014dhe u digj n\u00eb flak\u00eb t\u00eb kalt\u00ebr? Kjo tregon p\u00ebr p\u00ebrgjegjshm\u00ebrin\u00eb.\u00a0<\/p>\n<p>Shum\u00eb her\u00eb njer\u00ebzit n\u00eb intervista thon\u00eb se duan t\u00eb zhvillohen dhe p\u00ebr k\u00ebt\u00eb arsye kan\u00eb l\u00ebn\u00eb kompanin\u00eb e m\u00ebparshme. \u00cbsht\u00eb interesante t\u00eb dihet: \u00e7far\u00eb po e pengonte t\u00eb zhvillohej atje? Duke iu p\u00ebrgjigjur k\u00ebtij pyetje, kandidat\u00ebt ndonj\u00ebher\u00eb fillojn\u00eb t\u00eb k\u00ebrkojn\u00eb fajtor\u00eb, duke th\u00ebn\u00eb se shefi nuk ishte i duhur, koleg\u00ebt ishin t\u00eb padijsh\u00ebm etj. K\u00ebshtu ne kontrollojm\u00eb se sa proaktiv \u00ebsht\u00eb nj\u00eb person, sa \u00ebsht\u00eb i gatsh\u00ebm t\u00eb pranoj\u00eb problemin e tij dhe t\u00eb b\u00ebj\u00eb di\u00e7ka p\u00ebr ta zgjidhur at\u00eb.\u00a0<\/p>\n<h3>Pun\u00eb e rregullt p\u00ebr bashkimin e grupit<\/h3>\n<p>\nDuke e kuptuar dhe formuluar kultur\u00ebn e kompanis\u00eb, duhet t\u00eb punojm\u00eb mbi bashkimin e grupit. E kam ndar\u00eb k\u00ebt\u00eb n\u00eb disa drejtime:\u00a0<\/p>\n<ul>\n<li>pun\u00eb me lider\u00ebt joformal\u00eb;\n<\/li>\n<li>pun\u00eb me fillestar\u00ebt;\n<\/li>\n<li>pun\u00eb me punonj\u00ebsit e v\u00ebshtir\u00eb;\n<\/li>\n<li>takime t\u00eb mira nj\u00eb n\u00eb nj\u00eb;\n<\/li>\n<li>kontrollimi i rrethanave personale;\n<\/li>\n<li>eliminimi i ndarjes.\n<\/li>\n<\/ul>\n<p><\/p>\n<h3>Lider\u00eb joformal\u00eb<\/h3>\n<p>\nLider\u00ebt joformal\u00eb jan\u00eb nj\u00eb mjet efektiv n\u00eb duar t\u00eb menaxherit t\u00eb ekipit. P\u00ebrmes tyre mund t\u00eb projektojm\u00eb q\u00ebllimet e kompanis\u00eb te pjes\u00ebtar\u00ebt e tjer\u00eb t\u00eb grupit.\u00a0<\/p>\n<p><b>T\u00eb mos mbushim, por t\u00eb shesim\u00a0<\/b><\/p>\n<p>E r\u00ebnd\u00ebsishme n\u00eb pun\u00ebn me nj\u00eb lider joformal \u00ebsht\u00eb besimi. Nuk \u00ebsht\u00eb e nevojshme t\u00eb veprosh me urdhra, t\u2019i thuash atij se \u00e7far\u00eb t\u00eb b\u00ebj\u00eb dhe si. Duhet ta bind\u00ebsh q\u00eb detyra \u00ebsht\u00eb e r\u00ebnd\u00ebsishme, zgjidhja e saj do ta b\u00ebj\u00eb kompanin\u00eb m\u00eb t\u00eb mir\u00eb. Apo t\u00eb drejtohesh te ai si ekspert dhe t\u00eb pyes\u00ebsh: \"Shiko, kemi nj\u00eb problem t\u00eb till\u00eb. \u00c7far\u00eb mendon, si \u00ebsht\u00eb m\u00eb mir\u00eb ta zgjidhim?\". Kjo konfirmon autoritetin e liderit, dhe ai \u00ebsht\u00eb arma e tij kryesore.\u00a0<\/p>\n<p><b>T\u00eb lavd\u00ebrosh, t\u00eb vler\u00ebsosh<\/b>\u00a0<\/p>\n<p>Lavd\u00ebroje liderin joformal n\u00eb koh\u00ebn e duhur. K\u00ebshtu k\u00ebshill\u00eb vlen p\u00ebr \u00e7do punonj\u00ebs, por n\u00eb rastin e nj\u00eb lideri joformal, lavd\u00ebrimi \u00ebsht\u00eb akoma m\u00eb e r\u00ebnd\u00ebsishme.\u00a0<\/p>\n<p><b>T\u00eb mos c\u00ebnohet autoriteti<\/b><\/p>\n<p>Mos e v\u00ebni n\u00eb dyshim autoritetin e liderit joformal, mos e kritikoni publikisht dhe mos e b\u00ebni shaka me t\u00eb. Ai p\u00ebr ju nuk \u00ebsht\u00eb nj\u00eb rival: lideri formal dhe lideri joformal luajn\u00eb n\u00eb fush\u00eb t\u00eb ndryshme. I pari ka nj\u00eb mori mjetesh p\u00ebr t\u00eb ndikuar n\u00eb kolektiv, nd\u00ebrsa i dyti, n\u00eb thelb, ka vet\u00ebm ndikimin dhe autoritetin e tij.\u00a0<\/p>\n<p><b>Pranoni feedback<\/b><\/p>\n<p>D\u00ebgjoni feedback-un nga lider\u00ebt joformal\u00eb (p\u00ebr koleg\u00ebt e tjer\u00eb, proceset) \u2014 ata e vler\u00ebsojn\u00eb. Fakti q\u00eb ju d\u00ebgjoni, gjithashtu konfirmon autoritetin e liderit joformal.\u00a0<\/p>\n<p><b>Ngarkoni p\u00ebrgjegj\u00ebsit\u00eb formale<\/b><\/p>\n<p>N\u00ebse \u00ebsht\u00eb e mundur, \u00ebsht\u00eb mir\u00eb t\u00eb ngarkoni liderin joformal me p\u00ebrgjegj\u00ebsi formale. N\u00eb perspektiv\u00eb, kjo do t\u00eb shkat\u00ebrroj\u00eb motivimin p\u00ebr t'u b\u00ebr\u00eb opozit\u00eb dhe gjithashtu do t\u00eb k\u00ebnaq\u00eb ambiciet lideriale t\u00eb liderit joformal.\u00a0<\/p>\n<h3>Puna me t\u00eb rinjt\u00eb<\/h3>\n<p>\nN\u00eb nj\u00eb an\u00eb, t\u00eb rinjt\u00eb jan\u00eb ata q\u00eb sjellin me vete gjith\u00e7ka m\u00eb t\u00eb fresk\u00ebt, interesante, efektive, p\u00ebr t\u00eb cilat ndoshta nuk e dini. N\u00eb an\u00ebn tjet\u00ebr, ata jan\u00eb ata q\u00eb potencialisht mund \"t\u00eb p\u00ebrziejn\u00eb\" kultur\u00ebn e kompanis\u00eb.\u00a0<\/p>\n<p>\u00c7far\u00eb b\u00ebjm\u00eb ne n\u00eb Badoo?\u00a0<\/p>\n<p><b>\"I but\u00eb\" onboarding <\/b><\/p>\n<p>Q\u00eb nga dita e par\u00eb, ne em\u00ebrojm\u00eb nj\u00eb mentor p\u00ebr t\u00eb rinjt\u00eb. Ai mund t\u00eb jet\u00eb nj\u00eb lider ose nj\u00eb punonj\u00ebs me p\u00ebrvoj\u00eb, i gatsh\u00ebm t\u00eb p\u00ebrgjigjet n\u00eb \u00e7do koh\u00eb p\u00ebr pyetjet e t\u00eb rinjt\u00ebve. Ne nuk e l\u00ebm\u00eb punonj\u00ebsin e ri t\u00eb ballafaqohet menj\u00ebher\u00eb me detyra \"luftarake\" dhe nuk k\u00ebrkojm\u00eb shum\u00eb prej tij. Jav\u00ebt e para, punonj\u00ebsi i ri thjesht informohet p\u00ebr situat\u00ebn n\u00eb kontakt t\u00eb ngusht\u00eb me mentorin.<\/p>\n<p><b>Feedback i rregullt<\/b><\/p>\n<p>Fillimisht, t\u00eb rinjt\u00eb e presin shum\u00eb k\u00ebt\u00eb, sepse, n\u00eb thelb, feedback-u p\u00ebr ta \u00ebsht\u00eb e vetmja pik\u00eb referimi dhe tregues i k\u00ebsaj q\u00eb po b\u00ebjn\u00eb sakt\u00eb ose jo. N\u00eb Badoo, p\u00ebr dy muajt e par\u00eb, drejtori takon \u00e7do jav\u00eb punonj\u00ebsin e ri nj\u00eb p\u00ebr nj\u00eb dhe diskuton \u00e7do problem q\u00eb ka dal\u00eb. \u00cbsht\u00eb jasht\u00ebzakonisht e r\u00ebnd\u00ebsishme t\u00eb jemi shum\u00eb t\u00eb kujdessh\u00ebm n\u00eb pun\u00ebn me kritikat gjat\u00eb k\u00ebsaj periudhe. \u00cbsht\u00eb e r\u00ebnd\u00ebsishme t\u00eb themi se gabimet jan\u00eb normale, ve\u00e7an\u00ebrisht n\u00eb fillim. \u00cbsht\u00eb e dobishme t\u00eb p\u00ebrfshini nj\u00eb specialist HR, q\u00eb punonj\u00ebsi i ri t\u00eb mund t'i jap\u00eb feedback drejtorit t\u00eb tij: ato q\u00eb ai nuk mund t'i thot\u00eb ball\u00eb p\u00ebr ball\u00eb, ai do t'i thot\u00eb menaxherit t\u00eb HR.\u00a0<\/p>\n<p><b>Inkurajimi n\u00eb komunikimin informal<\/b><\/p>\n<p>Mos i lini fillestar\u00ebt m\u00ebnjan\u00eb nga komunikimi informal. Shkoni t\u00eb drekoni me ekipin \u2014 ftoni fillestar\u00ebn. Po festoni dit\u00eblindjen e dikujt \u2014 ftoni fillestar\u00ebn. Ai mund t\u00eb refuzoj\u00eb, por pas nj\u00eb kohe do ta pranoj\u00eb patjet\u00ebr. Gj\u00ebja kryesore \u00ebsht\u00eb t'i b\u00ebni t\u00eb ditur se nuk \u00ebsht\u00eb i tep\u00ebrt, por nj\u00eb an\u00ebtar plot\u00ebsisht i barabart\u00eb i ekipit.\u00a0<\/p>\n<p><b>Iniciativa<\/b><\/p>\n<p>\u00cbsht\u00eb shum\u00eb e r\u00ebnd\u00ebsishme t\u00eb punoni me iniciativat me kujdes. Kjo nuk do t\u00eb thot\u00eb q\u00eb duhet t\u00eb b\u00ebni gjith\u00e7ka q\u00eb sugjeron fillestari. Pesha e prov\u00ebs s\u00eb dobis\u00eb, ndryshimi i status quo-s\u00eb ekzistuese n\u00eb kompanin\u00eb e takon atij q\u00eb propozon, pra n\u00eb k\u00ebt\u00eb rast, punonj\u00ebsit t\u00eb ri. N\u00ebse iniciativa e tij p\u00ebr ndonj\u00eb arsye nuk funksionon, p\u00ebrpiquni t\u00eb flisni me argumente, si me nj\u00eb profesionist, pse kjo nuk \u00ebsht\u00eb e p\u00ebrshtatshme.\u00a0<\/p>\n<p><b>Ndihma<\/b><\/p>\n<p>N\u00eb fillim, ndihma p\u00ebr t\u00eb rinjt\u00eb \u00ebsht\u00eb shum\u00eb e r\u00ebnd\u00ebsishme. Ne t\u00eb gjith\u00eb jemi t\u00eb interesuar q\u00eb punonj\u00ebsi i ri t\u00eb p\u00ebrshtatet sa m\u00eb shpejt dhe t\u00eb filloj\u00eb t\u00eb zgjidhi detyrat e tij. Shpesh t\u00eb rinjt\u00eb frik\u00ebsohen t\u00eb k\u00ebrkojn\u00eb ndihm\u00eb, sepse mendojn\u00eb se pyetjet e tyre jan\u00eb t\u00eb padobishme. Sot, ai kishte ardhur nj\u00eb her\u00eb: po t\u00eb vij\u00eb p\u00ebrs\u00ebri, ndoshta do t\u00eb mendojn\u00eb se ai \u00ebsht\u00eb jo profesional. Ne shpjegojm\u00eb se nuk ka asgj\u00eb t\u00eb keqe: duhet t\u00eb afrohesh te kolegu, sa her\u00eb q\u00eb ngelesh p\u00ebrball\u00eb nj\u00eb problemi. Provoje p\u00ebr gjysm\u00eb ore deri n\u00eb nj\u00eb or\u00eb dhe, n\u00ebse nuk e arrin dot, afrohu; p\u00ebrndryshe vet\u00ebm do ta b\u00ebsh m\u00eb t\u00eb keq p\u00ebr t\u00eb gjith\u00eb.\u00a0<\/p>\n<h3>Puna me punonj\u00ebs t\u00eb v\u00ebshtir\u00eb<\/h3>\n<p>\nPunonj\u00ebsit e v\u00ebshtir\u00eb jan\u00eb ata njer\u00ebz q\u00eb punojn\u00eb kund\u00ebr kultur\u00ebs s\u00eb kompanis\u00eb, kund\u00ebr vlerave t\u00eb saj baz\u00eb. Ata jan\u00eb punonj\u00ebs q\u00eb sistematikisht b\u00ebjn\u00eb komentet joaktuale, p\u00ebrpiqen t\u00eb minoj\u00eb autoritetin e menaxherit, etj. Si duhet t\u00eb punosh me ta?<\/p>\n<p><b>T\u00eb kuptosh motivet e v\u00ebrteta t\u00eb rezistenc\u00ebs <\/b><\/p>\n<p>Kjo mund t\u00eb jet\u00eb nj\u00eb ofendim q\u00eb ju nuk e keni v\u00ebn\u00eb re, apo mund t\u00eb jet\u00eb nj\u00eb q\u00ebndrim ndaj jet\u00ebs: jam kund\u00ebr, dhe kaq \u00ebsht\u00eb. Mund t\u00eb provoni t\u00eb pyesni drejtp\u00ebrdrejt p\u00ebr k\u00ebt\u00eb. N\u00ebse nuk arrini t\u00eb kuptoni se \u00e7far\u00eb \u00ebsht\u00eb problemi dhe personi kalon n\u00eb nj\u00eb mbrojtje t\u00eb fort\u00eb, mund t\u00eb provoni t\u00eb flisni me njer\u00ebzit me t\u00eb cil\u00ebt ai e ka marr\u00ebdh\u00ebnie t\u00eb ngushta. Ndoshta ata do t\u00eb ndri\u00e7ojn\u00eb motivet.\u00a0<\/p>\n<p><b>N\u00ebse motivet jan\u00eb t\u00eb qarta, at\u00ebher\u00eb provoni t\u00eb arrini marr\u00ebveshje <\/b><\/p>\n<p>Ndoshta diku do t\u00eb duhet t\u00eb pranohet nj\u00eb kompromis. N\u00ebse nuk arrini t\u00eb negociatoni drejtp\u00ebrdrejt me punonj\u00ebsin, mund t\u00eb provoni t\u00eb angazhoni nj\u00eb \"p\u00ebrfaq\u00ebsues t\u00eb tret\u00eb\", si nj\u00eb specialist t\u00eb HR-s\u00eb me p\u00ebrvoj\u00eb, i cili do t\u00eb flas\u00eb privat me punonj\u00ebsin, do t\u00eb bisedoj\u00eb privat me ju, do t\u00eb nxjerr\u00eb p\u00ebrfundime dhe do t\u00eb jap\u00eb rekomandime t\u00eb vlefshme p\u00ebr t\u00eb dyja pal\u00ebt. <\/p>\n<p><b>T\u00ebrhiqni punonj\u00ebsin: p\u00ebr shembull, transferojeni n\u00eb nj\u00eb ekip tjet\u00ebr<\/b><\/p>\n<p>Ndonj\u00ebher\u00eb ka konflikte n\u00eb nivel personal: njer\u00ebzit thjesht nuk e p\u00eblqejn\u00eb nj\u00ebri-tjetrin, dhe kaq. N\u00eb k\u00ebt\u00eb rast, mund t\u00eb provoni t\u00eb transferoni personin n\u00eb nj\u00eb departament tjet\u00ebr, p\u00ebr t\u00eb mos humbur nj\u00eb punonj\u00ebs t\u00eb vlefsh\u00ebm. <\/p>\n<p><b>Injoroni<\/b><\/p>\n<p>N\u00ebse masat e p\u00ebrmendura m\u00eb sip\u00ebr nuk ndihmojn\u00eb, mund t\u00eb provoni t\u00eb p\u00ebrjashtoni personin nga proceset ku ai ndjehet i r\u00ebnd\u00ebsish\u00ebm. Kjo do t\u00eb d\u00ebmtonte autoritetin e tij dhe ndoshta do ta b\u00ebj\u00eb t\u00eb reflektoj\u00eb. <\/p>\n<p><b>Shkarko<\/b><\/p>\n<p>N\u00ebse as kjo nuk funksionon, mbetet vet\u00ebm nj\u00eb mund\u00ebsi \u2014 t\u00eb ndaheni nga punonj\u00ebsi problematik, sepse konfliktet e vazhdueshme me t\u00eb ndikojn\u00eb negativisht n\u00eb autoritetin e drejtorit.\u00a0<\/p>\n<h3>Takimet e duhura nj\u00eb me nj\u00eb<\/h3>\n<p>\nDua t\u00eb kujtoj se tani flasim vet\u00ebm p\u00ebr marr\u00ebdh\u00ebnie joformale. Mendoj se takimet t\u00eb rregullta nj\u00eb me nj\u00eb me punonj\u00ebsit jan\u00eb nj\u00eb format i shk\u00eblqyer p\u00ebr t\u00eb nd\u00ebrtuar marr\u00ebdh\u00ebnie besimi mes drejtorit dhe n\u00ebnshtruarve. Gjat\u00eb takimeve 1:1, p\u00ebrve\u00e7 \u00e7\u00ebshtjeve t\u00eb pun\u00ebs, \u00ebsht\u00eb e r\u00ebnd\u00ebsishme t\u00eb kushtohet v\u00ebmendje edhe \u00e7\u00ebshtjeve jasht\u00eb pun\u00ebve.\u00a0<\/p>\n<ul>\n<li>Jepni fjal\u00ebn e par\u00eb n\u00ebnshtruarit tuaj. Ndoshta ai ka disa shqet\u00ebsime dhe \u00ebsht\u00eb p\u00ebrgatitur. Mos e nd\u00ebrprisni at\u00eb: lejoni q\u00eb t\u00eb shprehet.\u00a0\n<\/li>\n<li>Diskutoni v\u00ebshtir\u00ebsit\u00eb. Si ato t\u00eb pun\u00ebs, ashtu edhe ato jasht\u00eb pun\u00ebs, q\u00eb mund t\u00eb ndikojn\u00eb n\u00eb proceset e pun\u00ebs.\u00a0\n<\/li>\n<li>Diskutoni lidhjet me koleg\u00ebt: a \u00ebsht\u00eb gjith\u00e7ka n\u00eb rregull. N\u00ebse kuptoni se ka ndonj\u00eb problem, ofroni ndihm\u00ebn tuaj, m\u00eb sakt\u00ebsisht, pyetni se si mund t\u00eb ndihmoni si menaxher. E r\u00ebnd\u00ebsishme \u00ebsht\u00eb t\u00eb mos harroni v\u00ebrtet t\u00eb ndihmoni n\u00ebse punonj\u00ebsi k\u00ebrkon ndihm\u00eb.\u00a0\n<\/li>\n<li>K\u00ebshilla q\u00eb e kam lexuar n\u00eb lib\u00ebr t\u00eb Maksim Batyrev \u00ab45 tatuazhet e menaxherit\u00bb. N\u00eb fund t\u00eb takimit, kur duket se keni biseduar p\u00ebr gjith\u00e7ka, b\u00ebni pyetjen: \u00ab\u00c7far\u00eb tjet\u00ebr duhet t\u00eb diskutojm\u00eb?\u00bb Disa njer\u00ebz n\u00eb k\u00ebt\u00eb moment shpesh japin informacionin m\u00eb interesant.\u00a0\n<\/li>\n<\/ul>\n<p><\/p>\n<h3>Kujdesi p\u00ebr rrethanat personale<\/h3>\n<p>\nN\u00ebse menaxheri dhe n\u00ebnshtruarit kan\u00eb nj\u00eb marr\u00ebdh\u00ebnie besimi, at\u00ebher\u00eb n\u00ebnshtruarit mund t\u00eb ju informojn\u00eb p\u00ebr rrethana personale: lindja e nj\u00eb f\u00ebmije, problemet sh\u00ebndet\u00ebsore, hipotekat, ndarja etj. T\u00eb gjith\u00eb ne jemi njer\u00ebz dhe mund t\u00eb ndodhin gj\u00ebra t\u00eb ndryshme.\u00a0<\/p>\n<p>\u00c7far\u00eb do t\u00eb b\u00ebj\u00eb nj\u00eb menaxher i aft\u00eb n\u00eb k\u00ebt\u00eb rast?<\/p>\n<ul>\n<li>Do t\u00eb jap\u00eb nj\u00eb pushim. Do ta transferoj\u00eb nga projektet e komplikuara, kritike n\u00eb pun\u00eb me prioritet t\u00eb ul\u00ebt.\u00a0\n<\/li>\n<li>Do ta d\u00ebrgoj\u00eb n\u00eb pushim.\u00a0\n<\/li>\n<li>Rishikohen skemat e motivimit. N\u00ebse nj\u00eb person ka marr\u00eb kredi p\u00ebr sht\u00ebpi, \u00e7\u00ebshtja financiare del n\u00eb plan t\u00eb par\u00eb. Pra, mund t'i jepet nj\u00eb shp\u00ebrblim n\u00ebse ka nj\u00eb arsye (n\u00eb vend t\u00eb nj\u00eb \u00e7ertifikate).\u00a0\n<\/li>\n<li>Do t\u00eb ndryshoj\u00eb orarin e pun\u00ebs. P\u00ebr shembuj, n\u00ebse nj\u00eb person ka f\u00ebmij\u00eb q\u00eb kan\u00eb filluar kop\u00ebsht, mund t\u00eb rregullohet koha e fillimit t\u00eb dit\u00ebs s\u00eb pun\u00ebs. Pse jo?\u00a0\n<\/li>\n<\/ul>\n<p>\nKur nj\u00eb menaxher d\u00ebgjon njer\u00ebzit dhe merret parasysh rrethanat e tyre personale, kjo vler\u00ebsohet. Dhe p\u00ebrkundrazi: kur nj\u00eb person di q\u00eb menaxheri \u00ebsht\u00eb n\u00eb dijeni t\u00eb problemeve t\u00eb tij dhe nuk i merr parasysh, kjo shkakton ndjenja t\u00eb keqardhjes.\u00a0<\/p>\n<h3>Eliminimi i ndarjes<\/h3>\n<p>\nDo t\u00eb flas p\u00ebr m\u00ebnyrat si ne luftojm\u00eb kund\u00ebr ndarjes n\u00eb Badoo.\u00a0<\/p>\n<p><b>Drek\u00eb t\u00eb p\u00ebrbashk\u00ebta <\/b><\/p>\n<p>Me habi d\u00ebgjova se n\u00eb shum\u00eb kompani punonj\u00ebsit shkojn\u00eb p\u00ebr drek\u00eb vet\u00ebm ose n\u00eb \u00e7ift. Kjo \u00ebsht\u00eb jasht\u00ebzakonisht e pavler\u00eb! Nd\u00ebrsa presim kamerierin, mund t\u00eb diskutojm\u00eb shum\u00eb gj\u00ebra dhe t\u00eb m\u00ebsojm\u00eb di\u00e7ka t\u00eb re p\u00ebr njer\u00ebzit me t\u00eb cil\u00ebt punojm\u00eb. N\u00ebse madh\u00ebsia e zyr\u00ebs lejon, mund t\u00eb organizohet nj\u00eb kantin\u00eb, si\u00e7 e b\u00ebm\u00eb ne. N\u00eb or\u00ebt e drek\u00ebs, njer\u00ebzit nga departamente t\u00eb ndryshme ulen krah p\u00ebr krah dhe diskutojn\u00eb tema t\u00eb ndryshme: \u00ebsht\u00eb shum\u00eb efektiv p\u00ebr t\u00eb forcuar kohezionin e ekipit. <\/p>\n<p><b>Nd\u00ebrtime ekipore, aktivitete korporative me familjet<\/b> <\/p>\n<p>N\u00eb rastin ton\u00eb, aktivitetet e ekipit jan\u00eb vizita t\u00eb rregullta (nj\u00ebher\u00eb \u00e7do tre muaj) n\u00eb vendndodhje t\u00eb ndryshme: laser tag, bowling, bilardo, ose thjesht nj\u00eb raund n\u00eb bar. Pjes\u00ebmarrja n\u00eb k\u00ebto aktivitete \u00ebsht\u00eb vullnetar. Zgjidhet nj\u00eb dit\u00eb q\u00eb \u00ebsht\u00eb e p\u00ebrshtatshme p\u00ebr shumic\u00ebn, dhe ne e marrim parasysh n\u00eb radh\u00eb t\u00eb par\u00eb ata q\u00eb jan\u00eb t\u00eb rinj, duke u p\u00ebrpjekur t'i p\u00ebrfshijm\u00eb sa m\u00eb shum\u00eb q\u00eb t\u00eb jet\u00eb e mundur.\u00a0<\/p>\n<p>Nd\u00ebrkoh\u00eb, eventet korporative p\u00ebr ne jan\u00eb ngjarje t\u00eb v\u00ebrteta t\u00eb m\u00ebdha, si p\u00ebr shembull largimi gjat\u00eb ver\u00ebs p\u00ebr tre dit\u00eb. K\u00ebt\u00eb vit, ne ishim n\u00eb Krasnaja Poljana. Ne dalim me familjet tona, por e di q\u00eb ky \u00ebsht\u00eb nj\u00eb moment disputues. Po, ka disavantazhe: sigurisht, kostoja, si dhe fakti q\u00eb familjet zvog\u00eblojn\u00eb natyrshm\u00ebrin\u00eb e aktivitetit t\u00eb ekipit. Ka njer\u00ebz q\u00eb preferojn\u00eb t\u00eb kalojn\u00eb koh\u00eb me familjen sesa me koleg\u00ebt. Por ne kemi provuar formate t\u00eb ndryshme dhe u ndal\u00ebm n\u00eb k\u00ebt\u00eb. Para s\u00eb gjithash, \u00ebsht\u00eb m\u00eb e leht\u00eb t\u00eb nxjerr\u00ebsh nj\u00eb person familjar n\u00eb nj\u00eb ngjarje tre-ditore me familjen, sesa vet\u00ebm, dhe shumica prej nesh jan\u00eb familjar\u00eb. N\u00eb t\u00eb dyt\u00ebn, ne fitojm\u00eb nj\u00eb person besnik nga ana \u2014 bashk\u00ebshortin ose bashk\u00ebshorten. Dhe shpesh ndodh q\u00eb familjet, pasi t\u00eb ken\u00eb njohur nj\u00ebra-tjetr\u00ebn n\u00eb ngjarjen korporative, vazhdojn\u00eb komunikimin miq\u00ebsor n\u00eb jet\u00ebn e p\u00ebrditshme.\u00a0<\/p>\n<p><b>Sport, ecje, rafting<\/b> <\/p>\n<p>Ky \u00ebsht\u00eb nj\u00eb metod\u00eb shum\u00eb e thjesht\u00eb dhe po aq efektive p\u00ebr t\u00eb bashkuar kolektivin. Ne kemi ekipe p\u00ebr vrapim, triatlon, dhe tenis tavoline. \u00c7do vit shkojm\u00eb n\u00eb raftime. Un\u00eb v\u00ebrtet besoj se ky \u00ebsht\u00eb nj\u00eb nga m\u00ebnyrat m\u00eb t\u00eb fuqishme p\u00ebr t\u00eb bashkuar kolektivin, sepse n\u00eb kushte t\u00eb pazakonta p\u00ebr vete, ndonj\u00ebher\u00eb t\u00eb lidhura me ekstremin, njer\u00ebzit zbulojn\u00eb gj\u00ebra krejt t\u00eb reja rreth vetes dhe t\u00eb tjer\u00ebve. <\/p>\n<p><b>Klube sipas interesit <\/b><\/p>\n<p>At\u00ebher\u00eb, ata q\u00eb nuk e duan sportin mund t\u00eb inkurajohen t\u00eb luajn\u00eb dama, shah, \"\u00c7far\u00eb? Ku? Kur?\". Rreth tre vjet m\u00eb par\u00eb, koleg\u00ebt tan\u00eb krijuan nj\u00eb grup muzikor. E habitshme, shum\u00eb nga an\u00ebtar\u00ebt e tij at\u00ebher\u00eb ose nuk dinin fare t\u00eb luanin instrumente muzikore, ose e b\u00ebnin k\u00ebt\u00eb shum\u00eb pa siguri. S\u00eb fundmi ata dhan\u00eb nj\u00eb koncert tjet\u00ebr n\u00eb zyr\u00eb, dhe ishte super! E mbaj mend se sa krenari ndjeva nga ata me t\u00eb cil\u00ebt punoj. <\/p>\n<p><b>Hackathonet <\/b><\/p>\n<p>Po ashtu nj\u00eb m\u00ebnyr\u00eb mjaft e thjesht\u00eb. Njer\u00ebzit nga departamente t\u00eb ndryshme mblidhen p\u00ebr t\u00eb zgjidhur ndonj\u00eb problem interesante, jo domosdoshm\u00ebrish pune. Pitsa, birra, jan\u00eb mbledhur dhe kan\u00eb krijuar di\u00e7ka s\u00eb bashku, dhe p\u00ebr m\u00eb tep\u00ebr, m\u00ebsuan shum\u00eb gj\u00ebra t\u00eb reja rreth nj\u00ebri-tjetrit \u2014 gj\u00ebra q\u00eb n\u00eb procesin e rutin\u00ebs s\u00eb pun\u00ebs nuk \u00ebsht\u00eb e mundur t\u2019i zbulohet.\u00a0<\/p>\n<h2>Reagimi\u00a0<\/h2>\n<p>\nBlloku i fundit \u2014 p\u00ebr reagimin ndaj llojeve t\u00eb ndryshme t\u00eb ngjarjeve shkat\u00ebrruese, t\u00eb cilat veprojn\u00eb kund\u00ebr vlerave themelore t\u00eb kompanis\u00eb, dhe si rezultat d\u00ebmtojn\u00eb klim\u00ebn morale n\u00eb ekip.<\/p>\n<p><b>Miku i ngusht\u00eb<\/b><\/p>\n<p>Kur nj\u00eb menaxher dhe n\u00ebnord\u00ebruesi i tij jan\u00eb shum\u00eb t\u00eb angazhuar n\u00eb komunikimin e tyre miq\u00ebsor, ata rrezikojn\u00eb t\u00eb kalojn\u00eb kufijt\u00eb. N\u00eb k\u00ebt\u00eb rast, menaxheri duhet gjithmon\u00eb t\u00eb mbaj\u00eb parasysh se ai \u00ebsht\u00eb menaxher (edhe n\u00eb festa dhe dalje t\u00eb p\u00ebrbashk\u00ebta), dhe duhet t\u00eb ndaloj\u00eb me forc\u00eb kalimin e kufirit, t\u00eb cilin ai vet\u00eb duhet ta p\u00ebrcaktoj\u00eb. <\/p>\n<p><b>Shprehje dhe veprime t\u00eb parespektueshme <\/b><\/p>\n<p>Kjo \u00ebsht\u00eb e papranueshme dhe jasht\u00ebzakonisht shkat\u00ebrruese. \u00cbsht\u00eb ajo q\u00eb helmatis atmosfer\u00ebn n\u00eb ekip. Nd\u00ebrprisni nj\u00eb gj\u00eb t\u00eb till\u00eb sa her\u00eb t\u00eb d\u00ebgjoni\/shihni. Dhe mos harroni t\u00eb shqyrtoni shkakun. Duhet t\u00eb kuptoni n\u00ebse pas k\u00ebtij sjelljeje q\u00ebndron nj\u00eb mosp\u00eblqim personal apo nj\u00eb konflikt profesional. Duhet t\u00eb zbuloni k\u00ebt\u00eb p\u00ebr t\u00eb parandaluar p\u00ebrs\u00ebritjen e situatave t\u00eb tilla. P\u00ebr shembull, ndodh q\u00eb njer\u00ebzit mbulojn\u00eb d\u00ebshtimet e tyre duke i vendosur ato mbi gabimet e t\u00eb tjer\u00ebve ose t\u00eb departamenteve. Zhvilluesit akuzojn\u00eb testuesit, testuesit akuzojn\u00eb zhvilluesit. Shpesh ndodh sepse njer\u00ebzit thjesht nuk e din\u00eb se me \u00e7far\u00eb merret departamenti fqinj, nuk e vler\u00ebsojn\u00eb kontributin e tij n\u00eb pun\u00ebn e p\u00ebrbashk\u00ebt. Mund t\u00eb punoni me k\u00ebt\u00eb, p\u00ebr shembull, duke krijuar kanale p\u00ebr informimin mbi sukseset e departamenteve, n\u00eb m\u00ebnyr\u00eb q\u00eb punonj\u00ebsit t\u00eb kuptojn\u00eb se kush merret me \u00e7far\u00eb n\u00eb kompani dhe cilat jan\u00eb kontributet e tyre.<\/p>\n<p><b>Gjasht\u00eb<\/b><\/p>\n<p>Shfaqja e thashethemeve \u00ebsht\u00eb gjithmon\u00eb rezultat i munges\u00ebs s\u00eb informacionit. Mungesa e informacionit \u00ebsht\u00eb nj\u00eb lloj vakumi q\u00eb mbushet me ndot\u00ebsi. Pas m\u00ebsimit p\u00ebr ekzistenc\u00ebn e nj\u00eb thashethemi, menaxheri duhet t\u00eb shpjegoj\u00eb sa m\u00eb sakt\u00eb q\u00eb t\u00eb jet\u00eb e mundur se si q\u00ebndrojn\u00eb pun\u00ebt n\u00eb t\u00eb v\u00ebrtet\u00eb, dhe pas k\u00ebsaj t\u00eb mendoj\u00eb p\u00ebr krijimin e kanaleve normale p\u00ebr komunikimin e k\u00ebtij lloji informacioni: d\u00ebrgesa, p\u00ebrmbledhje, seminare t\u00eb rregullta etj.<\/p>\n<p>Jo shum\u00eb koh\u00eb m\u00eb par\u00eb, n\u00eb Badoo pat\u00ebm nj\u00eb ngjarje t\u00eb ngjashme. Biznesi vendosi t\u00eb transferonte nj\u00eb pjes\u00eb t\u00eb zhvillimit nga Moska n\u00eb Lond\u00ebr \u2014 nj\u00eb k\u00ebrkes\u00eb normale biznesi, si\u00e7 e tregon koha, e arsyeshme. Por kjo shkaktoi thashetheme se zyra e Mosk\u00ebs do t\u00eb mbyllej. Kjo mendim ishte aq e ngulitur n\u00eb mendjet e shum\u00eb punonj\u00ebsve, sa na duhej t\u00eb b\u00ebnim shum\u00eb p\u00ebrpjekje p\u00ebr ta shp\u00ebrndar\u00eb thashethemin. Mendoni vet\u00ebm p\u00ebr motivimin e njer\u00ebzve q\u00eb e besuan k\u00ebt\u00eb: \"Pse t\u00eb nd\u00ebrtosh ndonj\u00eb plan, n\u00ebse s\u00eb shpejti do t\u00eb mbyllemi gjithsesi?\"\u00a0\u00a0<\/p>\n<h2>P\u00ebrfundimet<\/h2>\n<p>\nSi t\u00eb b\u00ebjm\u00eb q\u00eb marr\u00ebdh\u00ebniet informale t\u00eb funksionojn\u00eb p\u00ebr dobi t\u00eb biznesit?<\/p>\n<ol>\n<li>Kuptoni dhe formoni kultur\u00ebn e kompanis\u00eb. Pun\u00ebsoni njer\u00ebz q\u00eb ndajn\u00eb vlerat tuaja. Largoni ata q\u00eb veprojn\u00eb kund\u00ebr tyre.\u00a0\n<\/li>\n<li>Puno vazhdimisht p\u00ebr t\u00eb forcuar ekipin. Krijoni dhe zhvilloni formate n\u00eb t\u00eb cilat njer\u00ebzit mund t\u00eb krijojn\u00eb marr\u00ebdh\u00ebnie informale.\u00a0\n<\/li>\n<li>Reagoni ndaj devijimeve shkat\u00ebrruese. Kini parasysh se jeni menaxher, pra ruajt\u00ebsi i kultur\u00ebs s\u00eb kompanis\u00eb tuaj.\u00a0\n<\/li>\n<\/ol>\n<p>\nDhe m\u00eb e r\u00ebnd\u00ebsishmja: njihni njer\u00ebzit tuaj! Integrojeni sakt\u00eb marr\u00ebdh\u00ebniet informale n\u00eb pun\u00eb. Kjo do t'ju jap\u00eb nj\u00eb pamje t\u00eb plot\u00eb, e cila nga ana e saj do t\u00eb lejoj\u00eb q\u00eb t\u00eb merrni vendime m\u00eb t\u00eb miratuara.\u00a0<br \/>\n<br \/>Burimi: <a content=\"nofollow\" rel=\"nofollow\" href=\"https:\/\/habr.com\/ru\/company\/badoo\/blog\/473060\/\">habr.com<\/a><\/p>","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"excerpt":{"rendered":"<p>\u041c\u043d\u043e\u0433\u043e \u043b\u0435\u0442 \u043d\u0430\u0437\u0430\u0434 \u044f \u043f\u0440\u0438\u0448\u0451\u043b \u043d\u0430 \u0434\u043e\u043b\u0436\u043d\u043e\u0441\u0442\u044c \u0440\u0430\u0437\u0440\u0430\u0431\u043e\u0442\u0447\u0438\u043a\u0430 \u0432 \u043e\u0434\u043d\u0443 \u043a\u043e\u043c\u043f\u0430\u043d\u0438\u044e \u0438 \u0432\u0441\u043a\u043e\u0440\u0435 \u0441\u0442\u0430\u043b \u0441\u0432\u0438\u0434\u0435\u0442\u0435\u043b\u0435\u043c \u043d\u0435\u043e\u0431\u044b\u0447\u043d\u043e\u0439 \u0441\u0446\u0435\u043d\u044b. \u0422\u0438\u043c\u043b\u0438\u0434 \u0441\u043e\u0441\u0435\u0434\u043d\u0435\u0433\u043e \u043e\u0442\u0434\u0435\u043b\u0430 \u043f\u043e\u0434\u043e\u0437\u0432\u0430\u043b \u0441\u0432\u043e\u0435\u0433\u043e \u043f\u043e\u0434\u0447\u0438\u043d\u0451\u043d\u043d\u043e\u0433\u043e \u043f\u043e\u0441\u0440\u0435\u0434\u0438 \u0440\u0430\u0431\u043e\u0447\u0435\u0433\u043e \u0434\u043d\u044f \u0438 \u0434\u043e\u0432\u043e\u043b\u044c\u043d\u043e \u0433\u0440\u043e\u043c\u043a\u043e \u0438 \u0440\u0430\u0437\u0432\u044f\u0437\u043d\u043e \u0441\u043a\u0430\u0437\u0430\u043b \u0435\u043c\u0443: \u00ab\u0421\u043b\u044b\u0448\u044c, \u043d\u0430 \u0432\u043e\u0442 \u0442\u0435\u0431\u0435 \u0434\u0435\u043d\u0435\u0433. \u0421\u0433\u043e\u043d\u044f\u0439 \u0432 \u043c\u0430\u0433\u0430\u0437\u0438\u043d, \u043a\u0443\u043f\u0438 \u0432\u0438\u0441\u043a\u0430\u0440\u044f \u0438 \u0437\u0430\u043a\u0443\u0441\u043a\u0438\u00bb.\u00a0 \u042f \u043f\u043e\u0434\u0443\u043c\u0430\u043b: \u00ab\u0414\u0430 \u043b\u0430\u0434\u043d\u043e! \u0421\u0442\u0440\u0430\u043d\u043d\u043e \u0432\u0441\u0451 \u044d\u0442\u043e&#8230;\u00bb. \u041d\u043e \u0441\u0438\u0442\u0443\u0430\u0446\u0438\u044f \u043f\u043e\u0432\u0442\u043e\u0440\u044f\u043b\u0430\u0441\u044c [&hellip;]<\/p>\n","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"author":1,"featured_media":39577,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[702],"tags":[],"class_list":["post-39576","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-novosti-interneta"],"aioseo_notices":[],"aioseo_head":"\n\t\t<!-- All in One SEO 4.9.10 - aioseo.com -->\n\t<meta name=\"description\" content=\"\u041c\u043d\u043e\u0433\u043e \u043b\u0435\u0442 \u043d\u0430\u0437\u0430\u0434 \u044f \u043f\u0440\u0438\u0448\u0451\u043b \u043d\u0430 \u0434\u043e\u043b\u0436\u043d\u043e\u0441\u0442\u044c \u0440\u0430\u0437\u0440\u0430\u0431\u043e\u0442\u0447\u0438\u043a\u0430 \u0432 \u043e\u0434\u043d\u0443 \u043a\u043e\u043c\u043f\u0430\u043d\u0438\u044e \u0438 \u0432\u0441\u043a\u043e\u0440\u0435 \u0441\u0442\u0430\u043b \u0441\u0432\u0438\u0434\u0435\u0442\u0435\u043b\u0435\u043c \u043d\u0435\u043e\u0431\u044b\u0447\u043d\u043e\u0439 \u0441\u0446\u0435\u043d\u044b. \u0422\u0438\u043c\u043b\u0438\u0434 \u0441\u043e\u0441\u0435\u0434\u043d\u0435\u0433\u043e \u043e\u0442\u0434\u0435\u043b\u0430 \u043f\u043e\u0434\u043e\u0437\u0432\u0430\u043b \u0441\u0432\u043e\u0435\u0433\u043e \u043f\u043e\u0434\u0447\u0438\u043d\u0451\u043d\u043d\u043e\u0433\u043e \u043f\u043e\u0441\u0440\u0435\u0434\u0438 \u0440\u0430\u0431\u043e\u0447\u0435\u0433\u043e \u0434\u043d\u044f \u0438 \u0434\u043e\u0432\u043e\u043b\u044c\u043d\u043e \u0433\u0440\u043e\u043c\u043a\u043e \u0438 \u0440\u0430\u0437\u0432\u044f\u0437\u043d\u043e \u0441\u043a\u0430\u0437\u0430\u043b \u0435\u043c\u0443: \u00ab\u0421\u043b\u044b\u0448\u044c, \u043d\u0430 \u0432\u043e\u0442 \u0442\u0435\u0431\u0435 \u0434\u0435\u043d\u0435\u0433. \u0421\u0433\u043e\u043d\u044f\u0439 \u0432 \u043c\u0430\u0433\u0430\u0437\u0438\u043d, \u043a\u0443\u043f\u0438 \u0432\u0438\u0441\u043a\u0430\u0440\u044f \u0438 \u0437\u0430\u043a\u0443\u0441\u043a\u0438\u00bb. \u042f \u043f\u043e\u0434\u0443\u043c\u0430\u043b: \u00ab\u0414\u0430 \u043b\u0430\u0434\u043d\u043e! 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