{"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\/news\/neformalnye-otnosheniya-v-komande-zachem-i-kak-imi-upravlyat","title":{"rendered":"Marr\u00ebdh\u00ebniet joformale n\u00eb ekip: pse dhe si t\u2019i menaxhosh ato","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"<p><img decoding=\"async\" alt=\"Marr\u00ebdh\u00ebniet joformale n\u00eb ekip: pse dhe si t\u2019i menaxhosh ato\" src=\"\/wp-content\/uploads\/2019\/10\/53399d5e89b5572f541af360df85f853.jpeg\" style=\"display:block;margin: 0 auto;\" \/><br \/>\n<br \/>\nKoh\u00eb m\u00eb par\u00eb, m\u00eb erdh\u00ebn n\u00eb pozit\u00ebn e zhvilluesit n\u00eb nj\u00eb kompani dhe s\u00eb shpejti u b\u00ebra d\u00ebshmitar i nj\u00eb skene t\u00eb pazakont\u00eb. Lideri i ekipit t\u00eb departamentit ngjitur thirri n\u00ebnshtruarin e tij mes dit\u00ebs s\u00eb pun\u00ebs dhe me nj\u00eb ton t\u00eb lart\u00eb dhe t\u00eb hapur i tha: \"Hej, merr k\u00ebto para. Shko n\u00eb dyqan, blije whisky dhe di\u00e7ka p\u00ebr t\u2019u ngr\u00ebn\u00eb.\"\u00a0<\/p>\n<p>Menduam: \u00abPo mir\u00eb! E t\u00ebr\u00eb kjo \u00ebsht\u00eb e \u00e7uditshme\u2026\u00bb. Por situata u p\u00ebrs\u00ebrit disa her\u00eb. Pas nj\u00eb kohe pune n\u00eb kompanin\u00eb, kuptova se nj\u00eb sjellje e till\u00eb ishte normale atje. Disa ekipe ishin miq ndaj t\u00eb tjer\u00ebve, intriga ishte n\u00eb zhvillim, dhe menaxhimi i lart\u00eb nuk reagonte aspak. E lash\u00eb at\u00eb, ndon\u00ebse detyrat ishin interesante dhe kushtet ishin t\u00eb mira. Por klima morale ishte e padurueshme.\u00a0<\/p>\n<p>K\u00ebt\u00eb e mendonte jo 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 punohet me marr\u00ebdh\u00ebniet joformale, sa ndikim t\u00eb r\u00ebnd\u00ebsish\u00ebm mund t\u00eb ken\u00eb ato n\u00eb biznes n\u00eb p\u00ebrgjith\u00ebsi. Dhe me to duhet t\u00eb punojn\u00eb kryesisht menaxher\u00ebt e linj\u00ebs, jo menaxher\u00ebt HR ose psikolog\u00ebt e pun\u00ebs, sepse pik\u00ebrisht menaxher\u00ebt jan\u00eb ata q\u00eb jan\u00eb n\u00eb kontakt t\u00eb p\u00ebrditsh\u00ebm me n\u00ebnshtruarit e tyre.\u00a0<\/p>\n<p>Por lider\u00ebt e ekipit n\u00eb sektorin IT, si rregull, vet\u00eb kan\u00eb kaluar nga pozitat e zhvilluesve dhe inxhinier\u00ebve dhe nuk kan\u00eb arsim t\u00eb specializuar 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\u00eb: t\u00eb zgjidhin problemet e biznesit, t\u00eb arrijn\u00eb planin etj. Pse t\u00eb kujdesen p\u00ebr njer\u00ebz t\u00eb rritur, nuk e kuptojn\u00eb.\u00a0<\/p>\n<p>N\u00eb dhjet\u00eb vitet e fundit, un\u00eb kam qen\u00eb duke udh\u00ebhequr ekipe zhvillimi, shtat\u00eb prej tyre jan\u00eb n\u00eb Badoo. Ky artikull \u00ebsht\u00eb shkruar me frym\u00ebzim nga fjalimi im n\u00eb <noindex><a rel=\"nofollow\" href=\"https:\/\/teamleadconf.ru\/spb\/2019\">Saint TeamLead Conf 2019<\/a><\/noindex>: n\u00eb t\u00eb do p\u00ebrpiqem t\u00eb shpjegoj se si dhe pse duhet t\u00eb punohet mbi marr\u00ebdh\u00ebniet joformale n\u00eb kolektiv.\u00a0<br \/>\n<noindex><a rel=\"nofollow\" name=\"habracut\"><\/a><\/noindex><\/p>\n<h2>Problemet me marr\u00ebdh\u00ebniet joformale<\/h2>\n<p>\nSi t\u00eb p\u00ebrcaktohet se di\u00e7ka e keqe po ndodh me marr\u00ebdh\u00ebniet joformale n\u00eb ekip? Ka disa tregues.<\/p>\n<h3>T\u00eb rinjt\u00eb nuk q\u00ebndrojn\u00eb<\/h3>\n<p>\nJam e sigurt\u00eb se p\u00ebr shumic\u00ebn e njer\u00ebzve, nd\u00ebrrimi i pun\u00ebs \u00ebsht\u00eb nj\u00eb stres. Nj\u00eb fillestar ndodhet n\u00eb nj\u00eb situat\u00eb jasht\u00ebzakonisht t\u00eb pak\u00ebndshme dhe t\u00eb paq\u00ebndrueshme, sidomos sepse p\u00ebrvoja dhe aft\u00ebsit\u00eb e tij n\u00eb nj\u00eb kolektiv t\u00eb ri nuk jan\u00eb t\u00eb verifikuara. Madje ai ka mundur t\u00eb jet\u00eb nj\u00eb person i r\u00ebnd\u00ebsish\u00ebm dhe i respektuar n\u00eb vendin e tij t\u00eb m\u00ebparsh\u00ebm t\u00eb pun\u00ebs. N\u00eb k\u00ebt\u00eb rast, kontrasti do t\u00eb jet\u00eb edhe m\u00eb i ndjesh\u00ebm dhe do t\u00eb sjell\u00eb nj\u00eb diskomfort edhe m\u00eb t\u00eb madh.<\/p>\n<p>\u00c7far\u00eb b\u00ebn nj\u00eb njeri p\u00ebr t\u2019u shprehur? Tregon iniciativ\u00eb. Por iniciativa nga punonj\u00ebsit e rinj shpesh kontestohet hapur: \"Ku i sheh ty? Edhe pa ty e dim\u00eb se si funksionon k\u00ebtu!\".\u00a0<\/p>\n<p>P\u00ebrve\u00e7 k\u00ebsaj, fillestar\u00ebt shpesh nuk p\u00ebrfshihen n\u00eb bisedat informale. Shkohen p\u00ebr drek\u00eb \u2014 fillestarit nuk i thon\u00eb. Festohet nj\u00eb dit\u00eblindje \u2014 fillestarit nuk i d\u00ebrgohet ftesa. Ai ka stres p\u00ebr shkak t\u00eb \u00e7\u00ebshtjeve t\u00eb pun\u00ebs, k\u00ebshtu q\u00eb nuk ka ask\u00ebnd p\u00ebr t\u00eb folur rreth k\u00ebsaj. \u00cbsht\u00eb dyfish e v\u00ebshtir\u00eb.\u00a0<\/p>\n<p>N\u00eb k\u00ebto kushte, shum\u00eb thjesht marrin vendimin p\u00ebr t\u2019u larguar 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 kufirin e departamenteve, jo brenda nj\u00eb n\u00ebnndarjeje. Punonj\u00ebsit nuk e njohin bizneset e brendshme dhe anasjelltas: p\u00ebr shembull, ekipi prodhues dhe ekipi zhvillues nuk jan\u00eb t\u00eb njohur me nj\u00ebri-tjetrin.\u00a0<\/p>\n<p>M\u00eb e trishtueshmja \u00ebsht\u00eb kur drejtuesit nuk i njohin n\u00ebnshkruesit e tyre: nuk din\u00eb pritjet e tyre reale, nuk din\u00eb t\u2019i motivojn\u00eb ata.\u00a0<\/p>\n<h3>Lider\u00ebt joformale n\u00eb opozit\u00eb me pushtetin formal<\/h3>\n<p>\nN\u00eb \u00e7do kolektiv ka lider\u00eb joformale. Si \u00e7do person tjet\u00ebr, ata kan\u00eb q\u00ebllimet e tyre. Ve\u00e7ori e lider\u00ebve joformal\u00eb \u00ebsht\u00eb se ata din\u00eb t\u00eb p\u00ebrfshijn\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 interesat e organizat\u00ebs, k\u00ebta individ\u00eb mund t\u00eb b\u00ebhen mjaft toksik\u00eb. Dhe e keqja m\u00eb e madhe q\u00eb mund t\u00eb ndodh\u00eb \u00ebsht\u00eb se ata mund t\u00eb t\u00ebrheqin nj\u00eb pjes\u00eb t\u00eb kolektivit n\u00eb nj\u00eb kompani tjet\u00ebr.\u00a0<\/p>\n<h3>Shk\u00ebputja\u00a0<\/h3>\n<p>\nT\u00eb gjitha problemet q\u00eb kam p\u00ebrmendur \u2014 menaxhimi i dob\u00ebt i fillestar\u00ebve, mungesa e komunikimit, lider\u00ebt joformal\u00eb n\u00eb opozit\u00eb \u2014 sjellin shk\u00ebputje. N\u00eb nj\u00eb rast t\u00eb caktuar, mund t\u00eb ilustrohet me nj\u00eb meme dometh\u00ebn\u00ebs:\u00a0<\/p>\n<p><img decoding=\"async\" alt=\"Marr\u00ebdh\u00ebniet joformale n\u00eb ekip: pse dhe si t\u2019i menaxhosh ato\" src=\"\/wp-content\/uploads\/2019\/10\/6c529b1d941ada9471f94a11ac2a7712.jpeg\" style=\"display:block;margin: 0 auto;\" \/><br \/>\n<br \/>\nNjer\u00ebzit nuk din\u00eb se me \u00e7far\u00eb merren koleg\u00ebt e tyre. Prandaj, nuk e vler\u00ebsojn\u00eb kontributin e tyre n\u00eb \u00e7\u00ebshtjen e p\u00ebrbashk\u00ebt. Nd\u00ebrprerja \u00e7on n\u00eb munges\u00eb t\u00eb pun\u00ebs ekipore: an\u00ebtar\u00ebt e ekipit nuk plot\u00ebsojn\u00eb nj\u00ebri-tjetrin, duke b\u00ebr\u00eb q\u00eb detyrat t\u00eb zgjidhen n\u00eb m\u00ebnyr\u00eb joefektive. Mungon fleksibiliteti p\u00ebr shkak se komunikimet nuk jan\u00eb t\u00eb p\u00ebrshtatshme. \u00cbsht\u00eb e v\u00ebshtir\u00eb p\u00ebr menaxher\u00ebt t\u00eb motivojn\u00eb dhe rrisin n\u00ebnshtruarit e tyre. E gjith\u00eb kjo \u00e7on n\u00eb largimin e njer\u00ebzve.\u00a0<\/p>\n<p>D\u00ebshirohet q\u00eb t\u00eb jet\u00eb mir\u00eb, t\u00eb pakt\u00ebn k\u00ebshtu:<\/p>\n<p><img decoding=\"async\" alt=\"Marr\u00ebdh\u00ebniet joformale n\u00eb ekip: pse dhe si t\u2019i menaxhosh ato\" src=\"\/wp-content\/uploads\/2019\/10\/8a7d3d26d290b28bbdbb7624360167dc.jpeg\" style=\"display:block;margin: 0 auto;\" \/><br \/>\n<br \/>\nEdhe m\u00eb mir\u00eb, n\u00ebse do t\u00eb ishte k\u00ebshtu:<\/p>\n<p><img decoding=\"async\" alt=\"Marr\u00ebdh\u00ebniet joformale n\u00eb ekip: pse dhe si t\u2019i menaxhosh ato\" src=\"\/wp-content\/uploads\/2019\/10\/16eaf9702b0f147e23452ce630e82e2d.jpeg\" style=\"display:block;margin: 0 auto;\" \/><br \/>\n<\/p>\n<h2>\u00c7far\u00eb t\u00eb b\u00ebjm\u00eb?<\/h2>\n<p>\n\u00c7far\u00eb t\u00eb b\u00ebjm\u00eb p\u00ebr t\u00eb siguruar 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 mir\u00ebqenien e biznesit? Do t\u00eb flas p\u00ebr at\u00eb q\u00eb ne kemi b\u00ebr\u00eb dhe vazhdojm\u00eb t\u00eb b\u00ebjm\u00eb n\u00eb Badoo. K\u00ebto jan\u00eb tri komponente t\u00eb r\u00ebnd\u00ebsishme:\u00a0<\/p>\n<ul>\n<li>kultura e kompanis\u00eb;\n<\/li>\n<li>puna e rregullt p\u00ebr bashkimin e ekipit;\n<\/li>\n<li>reagimi 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 t\u00eb menduarit dhe normat e sjelljes s\u00eb punonj\u00ebsve. Kjo \u00ebsht\u00eb ajo q\u00eb bashkon njer\u00ebzit n\u00eb ekip, q\u00eb e ve\u00e7on kompanin\u00eb nga t\u00eb tjerat dhe lejon q\u00eb t\u00eb krenohesh me t\u00eb. K\u00ebto jan\u00eb vlera q\u00eb i ndajn\u00eb shumica e ekipit.\u00a0<\/p>\n<p>Vlerat themelore nuk jan\u00eb nj\u00eb konstante. Ato mund t\u00eb ndryshojn\u00eb, t\u00eb plot\u00ebsohen n\u00eb var\u00ebsi t\u00eb ndryshimit t\u00eb strategjis\u00eb s\u00eb kompanis\u00eb. Nuk duhet t\u2019i shpikni ose t\u00eb kopjoni verb\u00ebrisht vlerat e kompanive t\u00eb tjera. As nuk duhet t\u00eb angazhoni ekspert\u00eb t\u00eb jasht\u00ebm, duke shpresuar se ata do t\u2019i krijojn\u00eb k\u00ebto vlera p\u00ebr ju: vlerat duhet t\u00eb lindin brenda kompanis\u00eb.\u00a0<\/p>\n<p>Dikur punoja programator n\u00eb nj\u00eb kompani t\u00eb marketingut rrjet\u00ebs. Aty mbizot\u00ebronte kulti 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. Aty, n\u00eb vend t\u00eb p\u00ebrsh\u00ebndetjes s\u00eb zakonshme, kishte nj\u00eb thirrje: \"100 miliard\u00eb \u2014 \u00ebsht\u00eb fati yn\u00eb!\". Tani kjo duket qesharake, por at\u00ebher\u00eb nuk ishte shum\u00eb e k\u00ebndshme. Ky \u00ebsht\u00eb nj\u00eb shembull se si nuk duhet b\u00ebr\u00eb, nj\u00eb shembull i kultur\u00ebs s\u00eb rrem\u00eb.\u00a0<\/p>\n<p>Le t\u00eb kthehemi te Badoo. N\u00eb nj\u00eb moment, u mblodh\u00ebm, zhvilluam brainstorming dhe krijuam nj\u00eb list\u00eb t\u00eb vlerave tona themelore.\u00a0<\/p>\n<p><img decoding=\"async\" alt=\"Marr\u00ebdh\u00ebniet joformale n\u00eb ekip: pse dhe si t\u2019i menaxhosh ato\" src=\"\/wp-content\/uploads\/2019\/10\/704fa5e3311c8c0c4d5e1bf623d7229d.jpeg\" style=\"display:block;margin: 0 auto;\" \/><br \/>\n<br \/>\nPor e r\u00ebnd\u00ebsishme nuk \u00ebsht\u00eb vet\u00ebm lista, por se si ne e p\u00ebrdorim at\u00eb.<\/p>\n<p>S\u00eb pari, ne e p\u00ebrdorim at\u00eb gjat\u00eb procesit t\u00eb rekrutimit: p\u00ebrpiqemi t\u00eb kuptojm\u00eb n\u00ebse kandidat\u00ebt jan\u00eb t\u00eb gatsh\u00ebm t\u00eb ndajn\u00eb vlerat tona themelore. S\u00eb dyti, ne e p\u00ebrdorim at\u00eb p\u00ebr t\u00eb vler\u00ebsuar punonj\u00ebsit: n\u00eb prov\u00ebn e pun\u00ebs, gjat\u00eb rishikimeve tremujor\u00eb dhe gjysm\u00ebvjetore.\u00a0<\/p>\n<p>Si i vler\u00ebsojm\u00eb kandidat\u00ebt gjat\u00eb intervistave? Paraqesim pyetje t\u00eb caktuara. P\u00ebr shembull, mbi gabimet e kaluara; m\u00ebsojm\u00eb q\u00ebndrimin e tyre ndaj k\u00ebtyre, p\u00ebr t\u00eb kuptuar sa vet\u00ebdijsh\u00ebm \u00ebsht\u00eb personi, sa \u00ebsht\u00eb vet\u00ebkritik dhe sa \u00ebsht\u00eb n\u00eb gjendje t\u00eb m\u00ebsoj\u00eb nga gabimet e tij.\u00a0<\/p>\n<p>V\u00ebzhgojm\u00eb reagimin ndaj pyetjeve p\u00ebr t\u00eb cilat kandidati nuk ka njohuri. Shum\u00eb njer\u00ebz fillojn\u00eb t\u00eb devijojn\u00eb, t\u00eb drejtojn\u00eb bised\u00ebn n\u00eb nj\u00eb drejtim tjet\u00ebr ose dor\u00ebzohen menj\u00ebher\u00eb. Ne e duam kur personi p\u00ebrpiqet t\u00eb arrij\u00eb nj\u00eb p\u00ebrgjigje logjike t\u00eb sakt\u00eb dhe, kur p\u00ebrballen me muret, pranojn\u00eb sinqerisht se nuk e din\u00eb. N\u00eb k\u00ebt\u00eb rast, ne 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 q\u00eb kandidati i ka ndihmuar n\u00eb karrier\u00eb dhe n\u00eb zhvillim, si i ka ndihmuar ata. Kjo \u00ebsht\u00eb nj\u00eb shenj\u00eb se personi \u00ebsht\u00eb i hapur ndaj bot\u00ebs, gati p\u00ebr t\u00eb ndihmuar t\u00eb tjer\u00ebt.\u00a0<\/p>\n<p>Interesoheni n\u00ebse ka njer\u00ebz nga t\u00eb cil\u00ebt kandidati ka m\u00ebsuar di\u00e7ka koh\u00ebt e fundit. Kjo tregon indirekt se sa e do personi, s\u00eb pari, m\u00ebsimin, dhe s\u00eb dyti, sa \u00ebsht\u00eb mir\u00ebnjoh\u00ebs ndaj njer\u00ebzve 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 rreth rrethanave t\u00eb largimit nga vendi i pun\u00ebs s\u00eb kaluar. K\u00ebtu na intereson jo aq shum\u00eb arsyeja e largimit, sa m\u00ebnyra se si personi ia kaloi detyrat: a p\u00ebrgatiti gjith\u00e7ka apo e braktisi at\u00eb \u2014 dhe le t\u00eb digjet? Kjo tregon p\u00ebr p\u00ebrgjegjshm\u00ebrin\u00eb.\u00a0<\/p>\n<p>Shpesh njer\u00ebzit n\u00eb intervista thon\u00eb se duan t\u00eb zhvillohen dhe prandaj u larguan nga kompania e m\u00ebparshme. \u00cbsht\u00eb interesante t\u00eb dihet: \u00e7far\u00eb pengonte zhvillimin atje? Duke u p\u00ebrgjigjur k\u00ebt\u00eb pyetje, kandidat\u00ebt ndonj\u00ebher\u00eb fillojn\u00eb t\u00eb k\u00ebrkojn\u00eb fajtor\u00eb, duke th\u00ebn\u00eb se shefi ishte ndryshe, koleg\u00ebt jan\u00eb t\u00eb paditur etj. K\u00ebshtu ne kontrollojm\u00eb se sa proaktiv \u00ebsht\u00eb personi, 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>Puna e rregullt p\u00ebr bashkimin e kolektivit<\/h3>\n<p>\nPas kujdesit dhe formulimit t\u00eb kultur\u00ebs s\u00eb kompanis\u00eb, \u00ebsht\u00eb e nevojshme t\u00eb punojm\u00eb mbi bashkimin e kolektivit. E kam ndar\u00eb k\u00ebt\u00eb n\u00eb disa drejtime:\u00a0<\/p>\n<ul>\n<li>puna me lider\u00ebt joformale;\n<\/li>\n<li>puna me t\u00eb rinjt\u00eb;\n<\/li>\n<li>puna me punonj\u00ebsit e v\u00ebshtir\u00eb;\n<\/li>\n<li>takime t\u00eb duhura nj\u00eb p\u00ebr nj\u00eb;\n<\/li>\n<li>aparashtimi i rrethanave personale;\n<\/li>\n<li>eliminimi i ndarjes.\n<\/li>\n<\/ul>\n<p><\/p>\n<h3>Lider\u00ebt joformale<\/h3>\n<p>\nLider\u00ebt joformale jan\u00eb nj\u00eb mjet efektiv n\u00eb duar t\u00eb menaxherit t\u00eb ekipit. P\u00ebrmes tyre, ne mund t\u00eb projektejm\u00eb q\u00ebllimet e kompanis\u00eb n\u00eb pjes\u00ebtar\u00ebt e tjer\u00eb t\u00eb ekipit.\u00a0<\/p>\n<p><b>Nuk duhet t\u00eb impononi, por t\u00eb shisni\u00a0<\/b><\/p>\n<p>E r\u00ebnd\u00ebsishme kur punoni me nj\u00eb lider joformal \u00ebsht\u00eb besimi. Nuk duhet t\u00eb veproni me autoritet, t\u2019i thoni atij se \u00e7far\u00eb t\u00eb b\u00ebj\u00eb dhe si. Duhet ta bindni q\u00eb detyra \u00ebsht\u00eb e r\u00ebnd\u00ebsishme, se zgjidhja e saj do ta b\u00ebj\u00eb kompanin\u00eb m\u00eb t\u00eb mir\u00eb. Ose ta trajtoni at\u00eb si ekspert dhe t\u00eb pyesni: 'Shiko, kemi nj\u00eb problem t\u00eb till\u00eb. Si mendon, si \u00ebsht\u00eb m\u00eb e mira p\u00ebr ta zgjidhur?'. Kjo e konfirmon autoritetin e liderit, dhe ai \u00ebsht\u00eb mjeti dhe arma kryesore e tij.\u00a0<\/p>\n<p><b>Lavd\u00ebroni, vler\u00ebsoni<\/b>\u00a0<\/p>\n<p>Lavd\u00ebroni liderin joformal n\u00eb koh\u00eb. Ky k\u00ebshill \u00ebsht\u00eb i p\u00ebrshtatsh\u00ebm p\u00ebr nd\u00ebrveprimin me \u00e7do punonj\u00ebs, por n\u00eb rastin e liderit joformal, lavd\u00ebrimi \u00ebsht\u00eb edhe m\u00eb i r\u00ebnd\u00ebsish\u00ebm.\u00a0<\/p>\n<p><b>Mos e sfidoni autoritetin<\/b><\/p>\n<p>Mos e vler\u00ebsoni autoritetin e liderit joformal, mos e kritikoni at\u00eb publikisht dhe mos i b\u00ebni shaka atij. P\u00ebr ju ai nuk \u00ebsht\u00eb nj\u00eb rival: menaxheri formal dhe lideri joformal luajn\u00eb n\u00eb fusha t\u00eb ndryshme. I pari ka shum\u00eb mjete p\u00ebr t\u00eb ndikuar n\u00eb ekip, ndersa i dyti, n\u00eb thelb, ka vet\u00ebm ndikimin dhe autoritetin e tij.\u00a0<\/p>\n<p><b>Pranoni feedback-un<\/b><\/p>\n<p>D\u00ebgjoni feedback-un nga lider\u00ebt joformal\u00eb (p\u00ebr punonj\u00ebs t\u00eb tjer\u00eb, procese) \u2014 ata e vler\u00ebsojn\u00eb k\u00ebt\u00eb. Fakti q\u00eb ju d\u00ebgjoni gjithashtu e konfirmon autoritetin e liderit joformal.\u00a0<\/p>\n<p><b>T\u00eb ngarkohet nj\u00eb p\u00ebrgjegj\u00ebsi formale<\/b><\/p>\n<p>Sa m\u00eb shum\u00eb opsione q\u00eb t\u00eb keni, ta ngarkoni liderin joformal me p\u00ebrgjegj\u00ebsi formale. Kjo n\u00eb perspektiv\u00eb do t\u00eb shkat\u00ebrroj\u00eb motivimin p\u00ebr t\u00eb kaluar n\u00eb opozit\u00eb dhe gjithashtu do t\u00eb k\u00ebnaq\u00eb ambiciet udh\u00ebheq\u00ebse t\u00eb liderit joformal.\u00a0<\/p>\n<h3>Punoni me t\u00eb rinjt\u00eb<\/h3>\n<p>\nNga nj\u00ebra an\u00eb, t\u00eb rinjt\u00eb jan\u00eb ata q\u00eb sjellin gjith\u00e7ka m\u00eb t\u00eb re, interesante dhe efektive, p\u00ebr t\u00eb cilat ndoshta nuk keni ditur. Nga ana tjet\u00ebr, ata jan\u00eb ata q\u00eb potencialisht mund t\u00eb 'p\u00ebrzihen' me kultur\u00ebn e kompanis\u00eb.\u00a0<\/p>\n<p>\u00c7far\u00eb b\u00ebjm\u00eb ne n\u00eb Badoo?\u00a0<\/p>\n<p><b>Onboarding 'delikat' <\/b><\/p>\n<p>Q\u00eb nga dita e par\u00eb, ne i em\u00ebrojm\u00eb nj\u00eb mentor p\u00ebr t\u00eb riun. Kjo mund t\u00eb jet\u00eb nj\u00eb lider ose ndonj\u00eb punonj\u00ebs me p\u00ebrvoj\u00eb q\u00eb \u00ebsht\u00eb i gatsh\u00ebm t\u00eb p\u00ebrgjigjet n\u00eb \u00e7do moment p\u00ebr pyetjet e t\u00eb riut. Ne nuk e l\u00ebm\u00eb punonj\u00ebsin e ri menj\u00ebher\u00eb t\u00eb merret me detyrat \"n\u00eb terren\" dhe nuk presim prej tij shum\u00eb. P\u00ebr jav\u00ebt e para, i riu thjesht futet n\u00eb pun\u00eb n\u00eb kontakt t\u00eb ngusht\u00eb me mentorin.<\/p>\n<p><b>P\u00ebrgjigje e rregullt<\/b><\/p>\n<p>N\u00eb fillim, t\u00eb rinjt\u00eb e presin shum\u00eb k\u00ebt\u00eb, sepse, n\u00eb thelb, p\u00ebrgjigja \u00ebsht\u00eb orientimi i vet\u00ebm p\u00ebr ta dhe treguesi se n\u00ebse po e b\u00ebjn\u00eb gjith\u00e7ka si duhet. N\u00eb Badoo, p\u00ebr dy muajt e par\u00eb, menaxheri takon \u00e7do jav\u00eb t\u00eb riun nj\u00eb p\u00ebr nj\u00eb dhe diskuton me t\u00eb t\u00eb gjitha pyetjet q\u00eb lindin. \u00cbsht\u00eb shum\u00eb e r\u00ebnd\u00ebsishme t\u00eb jemi tep\u00ebr t\u00eb kujdessh\u00ebm me kritik\u00ebn gjat\u00eb k\u00ebsaj periudhe. N\u00eb vend t\u00eb k\u00ebsaj, duhet t\u00eb theksohet se t\u00eb b\u00ebsh gabime \u00ebsht\u00eb normale, ve\u00e7an\u00ebrisht n\u00eb fillim. \u00cbsht\u00eb e dobishme t\u00eb p\u00ebrfshasish nj\u00eb specialist HR, n\u00eb m\u00ebnyr\u00eb q\u00eb t\u00eb riut t\u2019i jap\u00eb reagime menaxherit t\u00eb tij: at\u00eb q\u00eb nuk mund ta thot\u00eb n\u00eb fytyr\u00eb, do ta thot\u00eb menaxherit t\u00eb HR.\u00a0<\/p>\n<p><b>Angazhimi n\u00eb komunikimin joformal<\/b><\/p>\n<p>Nuk duhet t\u2019i l\u00ebm\u00eb t\u00eb rinjt\u00eb jasht\u00eb komunikimit joformal. Kur dalim p\u00ebr drek\u00eb si departament, ftoni t\u00eb rinjt\u00eb. Kur festoni dit\u00eblindjen e dikujt, ftoni t\u00eb rinjt\u00eb. Ai mund t\u00eb refuzoj\u00eb, por pas nj\u00eb kohe me siguri do t\u00eb pranoj\u00eb. E r\u00ebnd\u00ebsishme \u00ebsht\u00eb t'i b\u00ebni ata t\u00eb kuptojn\u00eb se nuk jan\u00eb t\u00eb huaj, por nj\u00eb an\u00ebtar i barabart\u00eb i ekipit.\u00a0<\/p>\n<p><b>Iniciativa<\/b><\/p>\n<p>Me iniciativat gjithashtu \u00ebsht\u00eb shum\u00eb e r\u00ebnd\u00ebsishme t\u00eb punoni me kujdes. Kjo nuk do t\u00eb thot\u00eb se duhet t\u00eb b\u00ebni gjith\u00e7ka q\u00eb propozon i riu. Barr\u00eb e prov\u00ebs s\u00eb dobis\u00eb, ndryshimin e status quo-s\u00eb brenda kompanis\u00eb e ka ai q\u00eb propozon, pra n\u00eb k\u00ebt\u00eb rast, punonj\u00ebsi i ri. N\u00ebse iniciativa e tij nuk p\u00ebrshtatet p\u00ebr ndonj\u00eb arsye, p\u00ebrpiquni ta sqaroni 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 fillestar\u00ebt \u00ebsht\u00eb shum\u00eb e r\u00ebnd\u00ebsishme. T\u00eb gjith\u00eb ne jemi t\u00eb interesuar q\u00eb punonj\u00ebsi i ri t\u00eb adaptohet sa m\u00eb shpejt dhe t\u00eb filloj\u00eb t\u00eb zgjidh\u00eb detyrat. Shpesh fillestar\u00ebt kan\u00eb frik\u00eb t\u00eb k\u00ebrkojn\u00eb ndihm\u00eb, sepse mendojn\u00eb se pyetjet e tyre jan\u00eb t\u00eb budalla. Sot ai i eci nj\u00eb her\u00eb p\u00ebr k\u00ebt\u00eb; n\u00ebse e pyet p\u00ebrs\u00ebri \u2014 ndoshta do t\u00eb mendojn\u00eb se ai nuk \u00ebsht\u00eb profesional. Ne shpjegojm\u00eb se nuk ka asgj\u00eb t\u00eb keqe: duhet t'i drejtohesh kolegut, sapo t\u00eb 'ngul\u00ebsh' n\u00eb nj\u00eb problem. Provo p\u00ebr gjysm\u00eb ore - nj\u00eb or\u00eb t\u00eb zgjidh\u00ebsh \u2014 dhe nuk arrin t\u00eb rezultosh? Shko, p\u00ebrndryshe do ta b\u00ebsh m\u00eb keq p\u00ebr t\u00eb gjith\u00eb.\u00a0<\/p>\n<h3>T\u00eb punosh me punonj\u00ebs t\u00eb v\u00ebshtir\u00eb<\/h3>\n<p>\nPunonj\u00ebsit e v\u00ebshtir\u00eb jan\u00eb ata q\u00eb punojn\u00eb n\u00eb kund\u00ebr t\u00eb kultur\u00ebs s\u00eb kompanis\u00eb, kund\u00ebr vlerave t\u00eb saj themelore. K\u00ebta jan\u00eb punonj\u00ebs q\u00eb sistematikisht b\u00ebjn\u00eb komente ofenduese, p\u00ebrpiqen t\u00eb minojn\u00eb autoritetin e menaxherit, etj. Si t\u00eb punosh me ta?<\/p>\n<p><b>T\u00eb kuptosh motivet e v\u00ebrteta t\u00eb rezistenc\u00ebs <\/b><\/p>\n<p>Mund t\u00eb jet\u00eb nj\u00eb shqet\u00ebsim q\u00eb nuk e ke v\u00ebn\u00eb re, apo mund t\u00eb jet\u00eb nj\u00eb qasje e till\u00eb ndaj jet\u00ebs: un\u00eb jam kund\u00ebr, dhe kaq. Mundohuni t\u00eb pyesni drejtp\u00ebrdrejt p\u00ebr k\u00ebt\u00eb. N\u00ebse nuk mundeni t\u00eb zbardhni se \u00e7far\u00eb \u00ebsht\u00eb problemi dhe personi kalon n\u00eb nj\u00eb mbrojtje t\u00eb plot\u00eb, mund t\u00eb provoni t\u00eb flisni me njer\u00ebzit me t\u00eb cil\u00ebt ai komunikon ngusht\u00eb. Ndoshta ata do t\u00eb hedhin drit\u00eb mbi motivet.\u00a0<\/p>\n<p><b>N\u00ebse motivet jan\u00eb t\u00eb kuptueshme, provoni t\u00eb arrini nj\u00eb marr\u00ebveshje <\/b><\/p>\n<p>Ndoshta n\u00eb disa raste do t\u00eb duhet t\u00eb bini dakord. N\u00ebse nuk \u00ebsht\u00eb e mundur t\u00eb arrini nj\u00eb marr\u00ebveshje drejtp\u00ebrdrejt me punonj\u00ebsin, mund t\u00eb provoni t\u00eb angazhoni nj\u00eb \u2018parlamentar\u2019, si nj\u00eb specialist t\u00eb p\u00ebrvojsh\u00ebm t\u00eb burimeve njer\u00ebzore, q\u00eb do t\u00eb flas\u00eb n\u00eb privat me punonj\u00ebsin, do t\u00eb bisedoj\u00eb n\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 dy. <\/p>\n<p><b>T\u00eb largoni punonj\u00ebsin: p\u00ebr shembull, ta transferoni n\u00eb nj\u00eb ekip tjet\u00ebr<\/b><\/p>\n<p>Ndonj\u00ebher\u00eb ka nj\u00eb konflikt n\u00eb nivelin personal: njer\u00ebzit thjesht nuk e duan nj\u00ebri-tjetrin. N\u00eb k\u00ebt\u00eb rast, mund t\u00eb provoni t\u00eb transferoni personin n\u00eb nj\u00eb departament tjet\u00ebr, n\u00eb m\u00ebnyr\u00eb q\u00eb t\u00eb mos humbni nj\u00eb punonj\u00ebs t\u00eb vlefsh\u00ebm. <\/p>\n<p><b>T\u00eb injoroni<\/b><\/p>\n<p>N\u00ebse masat e p\u00ebrshkruara m\u00eb sip\u00ebr nuk ndihmojn\u00eb, mund t\u00eb provoni t\u00eb \u00e7aktivizoni personin nga proceset n\u00eb t\u00eb cilat ai e ndjen veten t\u00eb r\u00ebnd\u00ebsish\u00ebm. Kjo do t\u00eb d\u00ebmtoj\u00eb autoritetin e tij dhe, ndoshta, do ta sjell\u00eb n\u00eb vet\u00ebdije. <\/p>\n<p><b>T\u00eb shkarkoni<\/b><\/p>\n<p>N\u00ebse as kjo nuk funksionon, at\u00ebher\u00eb mbetet vet\u00ebm nj\u00eb mund\u00ebsi \u2014 t\u00eb ndahemi me punonj\u00ebsin e v\u00ebshtir\u00eb, sepse konfliktet e vazhdueshme me t\u00eb ndikon negativisht n\u00eb autoritetin e udh\u00ebheq\u00ebsit.\u00a0<\/p>\n<h3>Takimet e duhura nj\u00eb me nj\u00eb<\/h3>\n<p>\nT\u00eb kujtoj se po flasim vet\u00ebm p\u00ebr marr\u00ebdh\u00ebnie informale. Un\u00eb mendoj se takimet e 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 midis udh\u00ebheq\u00ebsit dhe n\u00ebnshtruarve. N\u00eb 1:1, p\u00ebrve\u00e7 \u00e7\u00ebshtjeve t\u00eb pun\u00ebs, duhet kushtuar v\u00ebmendje edhe pyetjeve t\u00eb tjera t\u00eb pun\u00ebs.\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; lejoni q\u00eb ai t\u00eb shpreh\u00eb mendimin e tij.\u00a0\n<\/li>\n<li>Diskutoni v\u00ebshtir\u00ebsit\u00eb. T\u00eb pun\u00ebs dhe ato jasht\u00eb pun\u00ebs, t\u00eb cilat mund t\u00eb ndikojn\u00eb n\u00eb proceset e pun\u00ebs.\u00a0\n<\/li>\n<li>Diskutoni marr\u00ebdh\u00ebniet me koleg\u00ebt: a \u00ebsht\u00eb gjith\u00e7ka n\u00eb rregull atje. N\u00ebse m\u00ebsoni se ka ndonj\u00eb problem, ofroni ndihm\u00ebn tuaj, ose sakt\u00ebsisht, pyesni se si mund t\u00eb ndihmoni si udh\u00ebheq\u00ebs. E r\u00ebnd\u00ebsishmja \u00ebsht\u00eb t\u00eb mos harroni t\u00eb ndihmoni p\u00ebr t\u00eb v\u00ebrtet\u00eb, n\u00ebse punonj\u00ebsi e k\u00ebrkon at\u00eb.\u00a0\n<\/li>\n<li>K\u00ebshilla q\u00eb e kam lexuar n\u00eb librin e Maksim Batyrevit \"45 tatuazhe t\u00eb menaxher\u00ebve\". N\u00eb fund t\u00eb takimit, kur duket se jeni biseduar p\u00ebr gjith\u00e7ka, b\u00ebni pyetjen: \"\u00c7far\u00eb tjet\u00ebr duhet t\u00eb diskutojm\u00eb?\" Disa njer\u00ebz pik\u00ebrisht n\u00eb k\u00ebt\u00eb moment japin gj\u00ebrat m\u00eb interesante.\u00a0\n<\/li>\n<\/ul>\n<p><\/p>\n<h3>K\u00ebrkesa e rrethanave personale<\/h3>\n<p>\nN\u00ebse udh\u00ebheq\u00ebsi dhe n\u00ebnshtruarit kan\u00eb nd\u00ebrtuar marr\u00ebdh\u00ebnie besimi, n\u00ebnshtruarit mund t\u00eb ndihen t\u00eb lir\u00eb t\u00eb informojn\u00eb udh\u00ebheq\u00ebsin p\u00ebr disa rrethana personale: lindja e nj\u00eb f\u00ebmije, probleme sh\u00ebndet\u00ebsore, hipotek\u00eb, divorc etj. T\u00eb gjith\u00eb ne jemi njer\u00ebz dhe gjith\u00e7ka mund t\u00eb ndodh\u00eb.\u00a0<\/p>\n<p>\u00c7far\u00eb do t\u00eb b\u00ebnte nj\u00eb udh\u00ebheq\u00ebs i mir\u00eb n\u00eb k\u00ebt\u00eb rast?<\/p>\n<ul>\n<li>Do t\u00eb jepte nj\u00eb pauz\u00eb. Do ta kalonte nga projektet e v\u00ebshtira dhe kritike n\u00eb pun\u00eb me prioritet t\u00eb ul\u00ebt.\u00a0\n<\/li>\n<li>Do ta d\u00ebrgonte n\u00eb pushim.\u00a0\n<\/li>\n<li>Do t\u00eb rishikonte skem\u00ebn e motivimit. N\u00ebse dikush ka marr\u00eb nj\u00eb hipotek\u00eb, \u00e7\u00ebshtja financiare del n\u00eb plan t\u00eb par\u00eb. Pra, mund t\u00eb jepni nj\u00eb bonus, n\u00ebse ka di\u00e7ka p\u00ebr t\u00eb ofruar (n\u00eb vend t\u00eb nj\u00eb letre fal\u00ebnderimi).\u00a0\n<\/li>\n<li>Do t\u00eb ndryshonte orarin e pun\u00ebs. P\u00ebr shembull, n\u00ebse f\u00ebmij\u00ebt e dikujt filluan kopshtin, 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 lideri d\u00ebgjon njer\u00ebzit dhe merr parasysh rrethanat e tyre personale, kjo vler\u00ebsohet. Nd\u00ebrsa anasjelltas: kur nj\u00eb person di se lideri \u00ebsht\u00eb n\u00eb dijeni t\u00eb problemeve t\u00eb tij dhe nuk i merr parasysh ato, kjo krijon hidh\u00ebrim.\u00a0<\/p>\n<h3>Eliminimi i ndarjes<\/h3>\n<p>\nDo flas p\u00ebr m\u00ebnyr\u00ebn se si ne luftojm\u00eb kund\u00ebr ndarjes n\u00eb Badoo.\u00a0<\/p>\n<p><b>Drek\u00eb t\u00eb p\u00ebrbashk\u00ebt <\/b><\/p>\n<p>M\u00eb b\u00ebri p\u00ebrshtypje t\u00eb d\u00ebgjoja se n\u00eb shum\u00eb kompani punonj\u00ebsit shkojn\u00eb n\u00eb drek\u00eb vet\u00ebm ose n\u00eb \u00e7ifte. Kjo \u00ebsht\u00eb tep\u00ebr e pasuksesshme! Nd\u00ebrsa presim garsonin, mund t\u00eb diskutojm\u00eb shum\u00eb gj\u00ebra, 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 organizojm\u00eb nj\u00eb kantin\u00eb, ashtu si\u00e7 b\u00ebm\u00eb ne. Gjat\u00eb or\u00ebve t\u00eb drek\u00ebs, njer\u00ebz nga departamente t\u00eb ndryshme ul\u00ebn krah p\u00ebr krah dhe diskutojn\u00eb tema t\u00eb ndryshme: kjo funksionon shum\u00eb mir\u00eb p\u00ebr bashkimin e ekipit. <\/p>\n<p><b>Timbuildings, aktivitete korporative me familjet<\/b> <\/p>\n<p>N\u00eb rastin ton\u00eb, timbuildings jan\u00eb aktivitete t\u00eb rregullta (nj\u00eb her\u00eb n\u00eb tre muaj) n\u00eb ndonj\u00eb vend: laser tag, bowling, bilardo, thjesht nj\u00eb vizit\u00eb n\u00eb bar. Pjes\u00ebmarrja n\u00eb k\u00ebto aktivitete \u00ebsht\u00eb p\u00ebr vullnetar. Zgjidhet nj\u00eb dit\u00eb q\u00eb \u00ebsht\u00eb e p\u00ebrshtatshme p\u00ebr shumic\u00ebn, dhe ne p\u00ebrfshijm\u00eb fillestar\u00ebt n\u00eb radh\u00eb t\u00eb par\u00eb, duke u p\u00ebrpjekur q\u00eb t'i angazhojm\u00eb ata sa m\u00eb shum\u00eb q\u00eb t\u00eb jet\u00eb e mundur.\u00a0<\/p>\n<p>Aktivitetet korporative p\u00ebr ne jan\u00eb v\u00ebrtet ngjarje grandioze, p\u00ebr shembull, udh\u00ebtime verore p\u00ebr tre dit\u00eb. K\u00ebt\u00eb vit ne ishim n\u00eb Krasnaya Polyana. Ne shkojm\u00eb me familjet, por e di se ky \u00ebsht\u00eb nj\u00eb pik\u00eb e diskutueshme. Po, ka disavantazhe: sigurisht, kostoja, si dhe fakti q\u00eb familjet zvog\u00eblojn\u00eb \"timbuildings\" e ngjarjes. Ka njer\u00ebz q\u00eb preferojn\u00eb t\u00eb kalojn\u00eb koh\u00eb me familjen e tyre sesa me koleg\u00ebt. Por ne provuam formate t\u00eb ndryshme dhe u ndal\u00ebm n\u00eb k\u00ebt\u00eb. S\u00eb pari, \u00ebsht\u00eb shum\u00eb m\u00eb e leht\u00eb t\u00eb nxjerr\u00ebsh nj\u00eb person familjar n\u00eb nj\u00eb ngjarje tre ditore me familjen, sesa nj\u00eb t\u00eb vet\u00ebm, dhe shumica jon\u00eb jan\u00eb familjar\u00eb. S\u00eb dyti, ne fitojm\u00eb nj\u00eb person besnik nga jasht\u00eb \u2014 bashk\u00ebshortin ose bashk\u00ebshorten. Dhe shpesh ndodh q\u00eb familjet, pasi jan\u00eb njohur n\u00eb korporat\u00eb, vazhdojn\u00eb kontaktet miq\u00ebsore n\u00eb jet\u00ebn normale.\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 aq efektive p\u00ebr bashkimin e ekipit. Ne kemi ekipe p\u00ebr vrapim, triatlon, pingpong. \u00c7do vit shkojm\u00eb p\u00ebr rafting. Un\u00eb mendoj se kjo \u00ebsht\u00eb nj\u00eb nga m\u00ebnyrat m\u00eb t\u00eb fuqishme p\u00ebr t\u00eb bashkuar ekipin, sepse n\u00eb kushte t\u00eb pazakonta, ndonj\u00ebher\u00eb t\u00eb lidhuara me ekstremin, njer\u00ebzit zbulojn\u00eb gj\u00ebra t\u00eb reja rreth vetes dhe t\u00eb tjer\u00ebve. <\/p>\n<p><b>Klubet e interesave <\/b><\/p>\n<p>Ata q\u00eb nuk e duan sportin mund t\u00eb angazhohen me loj\u00ebn e damave, shahut, \"\u00c7far\u00eb? Ku? Kur?\". Rreth tre vjet m\u00eb par\u00eb, koleg\u00ebt tan\u00eb krijuan nj\u00eb grup muzikor. \u00c7far\u00eb \u00ebsht\u00eb interesante, shum\u00eb nga an\u00ebtar\u00ebt e tij at\u00eb koh\u00eb ose nuk dinin t\u00eb luanin aspak n\u00eb instrumentet muzikore, ose e b\u00ebnin k\u00ebt\u00eb me shum\u00eb pasiguri. S\u00eb fundmi, ata dhan\u00eb nj\u00eb koncert tjet\u00ebr n\u00eb zyr\u00eb, dhe kjo ishte super! E kujtoj ndjenj\u00ebn e krenaris\u00eb q\u00eb ndjeva p\u00ebr njer\u00ebzit me t\u00eb cil\u00ebt punoj. <\/p>\n<p><b>Hackathone <\/b><\/p>\n<p>Gjithashtu nj\u00eb m\u00ebnyr\u00eb e thjesht\u00eb. Njer\u00ebzit nga departamente t\u00eb ndryshme mblidhen p\u00ebr t\u00eb zgjidhur ndonj\u00eb problem interesante, jo domosdoshm\u00ebrisht t\u00eb pun\u00ebs. Pizza, birr\u00eb, mblidhemi dhe krijojm\u00eb di\u00e7ka s\u00eb bashku, dhe p\u00ebrve\u00e7 k\u00ebsaj njohim shum\u00eb gj\u00ebra t\u00eb reja rreth nj\u00ebri-tjetrit \u2014 gj\u00ebra q\u00eb nuk mund t\u00eb zbulojm\u00eb gjat\u00eb rutin\u00ebs s\u00eb pun\u00ebs.\u00a0<\/p>\n<h2>Reagimi\u00a0<\/h2>\n<p>\nBlloku i fundit \u2014 mbi reagimin ndaj llojllojshm\u00ebris\u00eb shkat\u00ebrruese q\u00eb vepron kund\u00ebr vlerave baz\u00eb t\u00eb kompanis\u00eb, dhe p\u00ebr pasoj\u00eb, ndikon negativisht n\u00eb klim\u00ebn morale n\u00eb ekip.<\/p>\n<p><b>P\u00ebrk\u00ebdhelja<\/b><\/p>\n<p>Kur menaxheri dhe n\u00ebnkryetari jan\u00eb tep\u00ebr 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 gjithmon\u00eb duhet t\u00eb mbaj\u00eb parasysh se ai \u00ebsht\u00eb menaxher (edhe n\u00eb festat dhe aktiviteteve 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 pas respektit <\/b><\/p>\n<p>Kjo \u00ebsht\u00eb e papranueshme dhe jasht\u00ebzakonisht shkatrimtare. Kjo \u00ebsht\u00eb ajo q\u00eb helm\u00ebn atmosfer\u00ebn n\u00eb ekip. E ndaloni k\u00ebt\u00eb sapo ta d\u00ebgjoni\/shihni. Dhe mos harroni t\u00eb kuptoni shkakun pas k\u00ebsaj. Duhet t\u00eb kuptoni n\u00ebse ka nj\u00eb p\u00ebr\u00e7arje personale apo nj\u00eb konflikt profesional pas k\u00ebtij sjelljeje. Duhet ta ndihmoni k\u00ebt\u00eb p\u00ebr ta parandaluar p\u00ebrs\u00ebritjen e situatave t\u00eb tilla. P\u00ebr shembull, ndodhin raste kur njer\u00ebzit fshehin grevat e tyre me gabimet e t\u00eb tjer\u00ebve ose t\u00eb departamenteve t\u00eb tjera. Zhvilluesit faj\u00ebsojn\u00eb tester\u00ebt, tester\u00ebt faj\u00ebsojn\u00eb zhvilluesit. Shpesh ndodh kjo sepse njer\u00ebzit thjesht nuk din\u00eb se \u00e7far\u00eb b\u00ebn departamenti fqinj, nuk e vler\u00ebsojn\u00eb kontributin e tij n\u00eb pun\u00ebn e p\u00ebrbashk\u00ebt. Mund t\u00eb punoni mbi k\u00ebt\u00eb, p\u00ebr shembull, duke krijuar kanale p\u00ebr informimin mbi sukseset e departamenteve, q\u00eb punonj\u00ebsit t\u00eb kuptojn\u00eb se kush \u00ebsht\u00eb duke b\u00ebr\u00eb \u00e7far\u00eb n\u00eb kompani dhe \u00e7far\u00eb p\u00ebrfitimi ka.<\/p>\n<p><b>Thashetheme<\/b><\/p>\n<p>Shfaqja e thashethemeve gjithmon\u00eb \u00ebsht\u00eb pasoj\u00eb e n\u00ebninformimit. N\u00ebninformimi \u00ebsht\u00eb nj\u00eb lloj vakumi q\u00eb mbushet me papast\u00ebrti. Pasi t\u00eb njoftoni p\u00ebr ekzistenc\u00ebn e ndonj\u00eb thashetheme, menaxheri duhet t\u00eb shpjegoj\u00eb sa m\u00eb sakt\u00eb q\u00eb t\u00eb jet\u00eb e mundur se si q\u00ebndron realiteti, dhe pastaj t\u00eb mendoj\u00eb p\u00ebr krijimin e kanaleve t\u00eb mira p\u00ebr p\u00ebr\u00e7imin e informacionit t\u00eb till\u00eb: d\u00ebrgesa, p\u00ebrmbledhje, seminare t\u00eb rregullta etj.<\/p>\n<p>Nuk ka shum\u00eb koh\u00eb q\u00eb ndodhi nj\u00eb histori e till\u00eb n\u00eb Badoo. Biznesi mori vendimin p\u00ebr t\u00eb transferuar nj\u00eb pjes\u00eb t\u00eb zhvillimit nga Moska n\u00eb Lond\u00ebr - nj\u00eb k\u00ebrkes\u00eb normale biznesi, e cila me kalimin e koh\u00ebs \u00ebsht\u00eb e justifikuar. Por kjo krijoi thashetheme se m\u00ebnyra e pun\u00ebs n\u00eb Mosk\u00eb do t\u00eb mbyllej. Kjo mendim ishte aq i fort\u00eb n\u00eb mendjet e shum\u00eb punonj\u00ebsve, saq\u00eb na duhej t\u00eb b\u00ebnim shum\u00eb p\u00ebrpjekje p\u00ebr ta zhdukur k\u00ebt\u00eb thashetheme. M\u00eb imagjinoni motivimin e njer\u00ebzve q\u00eb e besuan k\u00ebt\u00eb: \"Pse t\u00eb krijojm\u00eb ndonj\u00eb plan, n\u00ebse s\u00eb shpejti do t\u00eb mbyllemi \u00e7do m\u00ebnyr\u00eb?\"\u00a0\u00a0<\/p>\n<h2>P\u00ebrfundimet<\/h2>\n<p>\nSi t\u00eb b\u00ebjm\u00eb q\u00eb marr\u00ebdh\u00ebniet joformale t\u00eb punojn\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. Heqni k\u00ebta q\u00eb veprojn\u00eb kund\u00ebr tyre.\u00a0\n<\/li>\n<li>Punoni rregullisht p\u00ebr t\u00eb forcuar kolektivin. Krijoni dhe zhvilloni formate n\u00eb t\u00eb cilat njer\u00ebzit mund t\u00eb krijojn\u00eb marr\u00ebdh\u00ebnie joformale.\u00a0\n<\/li>\n<li>Reagoni ndaj devijimeve shkat\u00ebrruese. Mos harroni se jeni menaxher, pra ruani kultur\u00ebn e kompanis\u00eb suaj.\u00a0\n<\/li>\n<\/ol>\n<p>\nDhe e r\u00ebnd\u00ebsishmja: njihni njer\u00ebzit tuaj! Integrojini marr\u00ebdh\u00ebniet joformale n\u00eb pun\u00eb. Kjo do t'ju jap\u00eb nj\u00eb pamje t\u00eb plot\u00eb, e cila do t'ju mund\u00ebsoj\u00eb t\u00eb merrni vendime m\u00eb t\u00eb balancuara.\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-news"],"aioseo_notices":[],"aioseo_head":"\n\t\t<!-- All in One SEO 5.0.1.1 - 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.\" \/>\n\t<meta name=\"robots\" content=\"max-image-preview:large\" 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