{"id":39621,"date":"2019-10-31T22:36:56","date_gmt":"2019-10-31T19:36:56","guid":{"rendered":"https:\/\/prohoster.info\/blog\/skills-rules-and-knowledge-dlya-it-shnika-i-cheloveka\/"},"modified":"2019-10-31T22:36:56","modified_gmt":"2019-10-31T19:36:56","slug":"skills-rules-and-knowledge-dlya-it-shnika-i-cheloveka","status":"publish","type":"post","link":"https:\/\/prohoster.info\/sq\/blog\/news\/skills-rules-and-knowledge-dlya-it-shnika-i-cheloveka","title":{"rendered":"Aft\u00ebsi, Rregulla dhe Njohuri p\u00ebr IT-n\u00eb dhe individ\u00ebt","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"

\"Aft\u00ebsi,
\n
\nN\u00eb her\u00ebn e kaluar<\/a><\/noindex> Ne kemi prekur probleme t\u00eb arsimimit si p\u00ebrafrimi shkollor ndaj m\u00ebsimit, si dhe kemi folur pak p\u00ebr praktik\u00ebn e pahijshme t\u00eb trajnimit. aft\u00ebsive <\/b>n\u00eb d\u00ebm t\u00eb marrjes k\u00ebtyre njohurive<\/b>. Tani \u00ebsht\u00eb koha t\u00eb diskutojm\u00eb k\u00ebto dy kategori themelore m\u00eb n\u00eb detaje dhe t\u00eb kuptojm\u00eb se cila \u00ebsht\u00eb diferenca kryesore midis tyre.
\n<\/a><\/noindex>
\nPra, t\u00eb dyja p\u00ebrcaktimet: aft\u00ebsit\u00eb (skills)<\/b> dhe njohurit\u00eb (knowledge)<\/b>, si dhe termi m\u00eb rrall\u00eb i p\u00ebrmendur rregullat (rules)<\/b>, n\u00eb form\u00ebn n\u00eb t\u00eb cil\u00ebn i p\u00ebrdorin specialist\u00ebt e burimeve njer\u00ebzore dhe t\u00eb pun\u00ebs, u formuluan gati 40 vjet m\u00eb par\u00eb nga Jens Rasmussen<\/a><\/noindex> n\u00eb nj\u00eb punim q\u00eb e ka emrin: \u201cAft\u00ebsit\u00eb, Rregullat dhe Njohurit\u00eb; Sinjalet, Shenjat dhe Simbolet, dhe Dallime t\u00eb Tjera n\u00eb Modelet e Performanc\u00ebs Njer\u00ebzore\u201d. Q\u00eb at\u00ebher\u00eb, korniza q\u00eb ai zhvilloi \u00ebsht\u00eb p\u00ebrmir\u00ebsuar ndjesh\u00ebm, por ne do t\u00eb mb\u00ebshtetemi n\u00eb origjinalin e artikullit, i cili mund t\u00eb gjendet k\u00ebtu<\/a><\/noindex>. Dokumenti \u00ebsht\u00eb i disponuesh\u00ebm p\u00ebr nj\u00eb tarif\u00eb apo p\u00ebrmes nj\u00eb abonimi korporativ\/akademik, megjithat\u00eb, lexuesi i varf\u00ebr, por kurioz gjithmon\u00eb do t\u00eb gjej\u00eb mund\u00ebsin\u00eb t\u00eb shkarkoj\u00eb k\u00ebt\u00eb tekst falas.<\/p>\n

\u00cbsht\u00eb interesante, por p\u00ebr shkak se n\u00eb at\u00eb koh\u00eb termi rregullat zakonisht shp\u00ebrfillet, nd\u00ebrsa aft\u00ebsit\u00eb dhe njohurit\u00eb vazhdojn\u00eb t\u00eb jen\u00eb pran\u00eb nj\u00ebri-tjetrit, shpesh krijohet nj\u00eb p\u00ebrshtypje e deformuar, sikur dy t\u00eb fundit jan\u00eb sinonime. Nd\u00ebrkoh\u00eb, n\u00eb taksonomin\u00eb e Rasmussen-it, t\u00eb gjitha atyre u jan\u00eb dh\u00ebn\u00eb p\u00ebrkufizime mjaft t\u00eb qarta, dhe sigurohuni q\u00eb t\u00eb mos i ngat\u00ebrroni ato.<\/p>\n

N\u00eb thelb, duke hetuar sjelljen njer\u00ebzore, Rasmussen i jep aft\u00ebsive shkall\u00ebn m\u00eb t\u00eb ul\u00ebt dhe jo shum\u00eb t\u00eb njohur. Me nj\u00eb atribut t\u00eb till\u00eb t\u00eb mrekulluesh\u00ebm si automatizmi i aktivitetit sensor-motor n\u00eb munges\u00eb t\u00eb kontrollit t\u00eb vet\u00ebdijsh\u00ebm, ajo \u00ebsht\u00eb shum\u00eb e af\u00ebrme me reflekset e kushtezuara komplekse t\u00eb zhvilluara:<\/p>\n

Sjellja e bazuar n\u00eb aft\u00ebsi p\u00ebrfaq\u00ebson performanc\u00ebn sensor-motor gjat\u00eb veprimeve ose aktiviteteve, t\u00eb cilat, pas nj\u00eb deklarate t\u00eb nj\u00eb q\u00ebllimi, ndodhin pa kontroll t\u00eb vet\u00ebdijsh\u00ebm si modele t\u00eb sjelljes s\u00eb l\u00ebmuar, automatizuar dhe shum\u00eb t\u00eb integruara.<\/p><\/blockquote>\n

Rasmussen trazon nivelin e rregullave, megjith\u00ebse b\u00ebn nj\u00eb rezerv\u00eb se ndarja midis tyre mund t\u00eb jet\u00eb mjaft e holl\u00eb, ve\u00e7an\u00ebrisht kur aft\u00ebsit\u00eb kombinohen n\u00eb zinxhir\u00eb. Nevoja p\u00ebr to lind kur nj\u00eb aft\u00ebsi e vetme nuk \u00ebsht\u00eb e mjaftueshme n\u00eb nj\u00eb situat\u00eb specifike dhe p\u00ebr t\u00eb arritur nj\u00eb rezultat k\u00ebrkohet grupimi i disa aft\u00ebsive, duke realizuar veprime n\u00eb var\u00ebsi t\u00eb kushteve, dometh\u00ebn\u00eb duke ndjekur rregullat e formuluara vet\u00eb ose t\u00eb marr\u00eb nga dikush tjet\u00ebr:<\/p>\n

N\u00eb nivelin e ardhsh\u00ebm t\u00eb sjelljes s\u00eb bazuar n\u00eb rregulla, kompozita e nj\u00eb sekuence t\u00eb till\u00eb t\u00eb n\u00ebnprogrameve n\u00eb nj\u00eb situat\u00eb t\u00eb njohur pune zakonisht kontrollohet nga nj\u00eb rregull ose procedur\u00eb t\u00eb ruajtur q\u00eb mund t\u00eb jet\u00eb nxjerr\u00eb empiricisht gjat\u00eb rasteve t\u00eb kaluar, komunikuar nga njohurit\u00eb e personave t\u00eb tjer\u00eb si instrukta ose nj\u00eb recet\u00eb kuzhine, ose mund t\u00eb p\u00ebrgatitet her\u00eb pas here nga zgjidhja e nd\u00ebrgjegjshme t\u00eb problemeve dhe planifikimi.<\/p><\/blockquote>\n

N\u00eb k\u00ebt\u00eb list\u00eb mund t\u00eb p\u00ebrfshihen pa hezitim t\u00eb gjitha praktikat e mira teknike, dokumentet informuese dhe \u00e7do lloj si 'how-to', si dhe n\u00eb m\u00ebnyr\u00eb t\u00eb detyrueshme t\u00eb shtohet rregullat e vendosura nga menaxhimi korporativ, duke p\u00ebrfshir\u00eb ato procedura q\u00eb ka vendosur lideri lokal i ekipit.<\/p>\n

Kjo piramid\u00eb kuror\u00ebzohet nga njohurit\u00eb q\u00eb fitohen n\u00eb momentin kur pamja e zakonshme e bot\u00ebs shembet - as aft\u00ebsit\u00eb, as ndjekja e instruksioneve nuk ndihmojn\u00eb, por lind nevoja p\u00ebr hulumtim dhe studim t\u00eb nj\u00eb problemi t\u00eb panjohur n\u00eb nj\u00eb ambient t\u00eb pazakont\u00eb:<\/p>\n

Gjat\u00eb situatave t\u00eb panjohura, p\u00ebrball\u00eb nj\u00eb ambienti p\u00ebr t\u00eb cilin nuk kan\u00eb dispozita ose rregulla p\u00ebr kontroll nga takimet e m\u00ebparshme, kontrolli i performanc\u00ebs duhet t\u00eb kaloj\u00eb n\u00eb nj\u00eb nivel m\u00eb t\u00eb lart\u00eb konceptual, n\u00eb t\u00eb cilin performanca kontrollohet nga q\u00ebllimet dhe bazohet n\u00eb njohuri. N\u00eb k\u00ebt\u00eb situat\u00eb, q\u00ebllimi formulohet shprehimisht, bazuar n\u00eb nj\u00eb analiz\u00eb t\u00eb ambientit dhe q\u00ebllimeve t\u00eb p\u00ebrgjithshme t\u00eb personit. Pastaj, zhvillohet nj\u00eb plan i dobish\u00ebm \u2013 p\u00ebrmes seleksionimit \u2013 n\u00eb m\u00ebnyr\u00eb q\u00eb t\u00eb konsiderohen plane t\u00eb ndryshme dhe ndikimi i tyre t\u00eb testohet n\u00eb raport me q\u00ebllimin, fizikisht p\u00ebrmes provimit dhe gabimit, ose konceptualisht p\u00ebrmes kuptimit t\u00eb pronave funksionale t\u00eb ambientit dhe parashikimit t\u00eb efekteve t\u00eb planit t\u00eb shqyrtuar. N\u00eb k\u00ebt\u00eb nivel t\u00eb arsyetimit funksional, struktura e brendshme e sistemit p\u00ebrfaq\u00ebsohet shprehimisht nga nj\u00eb \"model mendor\"...<\/p><\/blockquote>\n

Pik\u00ebrisht n\u00eb k\u00ebt\u00eb nivel ndodhin gj\u00ebrat m\u00eb interesante - shpiken ide biznesi, teori shkencore dhe inovacione, si dhe formulohet rregulla dhe metodologji p\u00ebr nivele t\u00eb poshtme, si\u00e7 \u00ebsht\u00eb zhvillimi i manifestit Agile.<\/p>\n

N\u00eb p\u00ebrfundim, duhet t\u00eb pranojm\u00eb pilul\u00ebn e neveritshme num\u00ebr nj\u00eb. Disa menaxher\u00eb korporatash, sidomos ata t\u00eb niveleve fillestare dhe nj\u00eb pjes\u00eb e specialist\u00ebve t\u00eb IT t\u00eb certifikuar, gabimisht mendojn\u00eb se jan\u00eb n\u00eb nivelin e duhur t\u00eb njohurive, pasi t\u00eb par\u00ebt si duket marrin disa vendime, nd\u00ebrsa t\u00eb dyt\u00ebt duket se kan\u00eb kaluar provimet dhe kan\u00eb marr\u00eb gradat p\u00ebrkat\u00ebse inxhinier\u00ebsh. Megjithat\u00eb, kur shqyrtojm\u00eb \u00e7\u00ebshtjen m\u00eb thell\u00eb, del se n\u00eb rastin m\u00eb t\u00eb mir\u00eb ky \u00ebsht\u00eb niveli sip\u00ebror i rregullave: menaxher\u00ebt operojn\u00eb me t\u00eb nj\u00ebjtat rregulla dhe procedura, shpeshher\u00eb duke u gjetur n\u00eb mosfunksionim p\u00ebr t\u00eb ndryshuar procedurat e thjeshta korporative. N\u00eb t\u00eb nj\u00ebjt\u00ebn koh\u00eb, shum\u00eb inxhinier\u00eb kalojn\u00eb vite duke realizuar veprime t\u00eb mekanizuara p\u00ebr konfigurimin dhe cil\u00ebsimin, instalimin dhe nxjerrjen jasht\u00eb p\u00ebrdorimit t\u00eb pajisjeve, duke e konsideruar shkall\u00ebn m\u00eb t\u00eb lart\u00eb t\u00eb mjesht\u00ebris\u00eb shkrimin e udh\u00ebzimeve p\u00ebr fillestar\u00ebt.<\/p>\n

K\u00ebtu duhet t\u00eb pim\u00eb tablet\u00ebn e neveritshme num\u00ebr dy. Bota moderne \u00ebsht\u00eb nd\u00ebrtuar mbi temelin e epok\u00ebs industriale, ku dominoi qasja ndaj njer\u00ebzve si burim teknik me karakteristika t\u00eb njohura t\u00eb besueshm\u00ebris\u00eb dhe performanc\u00ebs. Nuk \u00ebsht\u00eb \u00e7udi q\u00eb ideja e linj\u00ebs s\u00eb prodhimit \u00ebsht\u00eb transferuar n\u00eb industria t\u00eb ndryshme nga medicina deri te teknologjit\u00eb e informacionit. E arsyeshme gjithashtu \u00ebsht\u00eb q\u00eb n\u00eb k\u00ebt\u00eb paradig\u00ebm k\u00ebrkohet q\u00eb stafi t\u00eb zhvilloj\u00eb aft\u00ebsi, n\u00eb m\u00ebnyr\u00eb q\u00eb punonj\u00ebsit t\u00eb jen\u00eb n\u00eb gjendje t\u00eb mb\u00ebshtesin ritmin e caktuar dhe t\u00eb q\u00ebndrojn\u00eb n\u00eb p\u00ebrputhje me linj\u00ebn e \"linj\u00ebs s\u00eb prodhimit\" n\u00eb kompani. Nga ata q\u00eb punojn\u00eb n\u00eb linj\u00ebn e prodhimit, dhe madje edhe nga ata q\u00eb e menaxhojn\u00eb, nuk k\u00ebrkohen njohuri t\u00eb ve\u00e7anta; k\u00ebtu jan\u00eb t\u00eb nevojshme aft\u00ebsit\u00eb dhe ndjekja e rrept\u00eb e udh\u00ebzimeve.<\/p>\n

Dhe mikstura e hidhur e fundit num\u00ebr tre \u00ebsht\u00eb nj\u00eb pasoj\u00eb e drejtp\u00ebrdrejt\u00eb e tablet\u00ebs num\u00ebr dy. Q\u00ebllimi \u00ebsht\u00eb se n\u00eb shoq\u00ebrin\u00eb post-industriale, ekziston nj\u00eb tendenc\u00eb p\u00ebr robotizimin dhe automatizimin e prodhimit dhe sektorit t\u00eb sh\u00ebrbimeve. N\u00eb k\u00ebt\u00eb drit\u00eb, pun\u00ebt tradicionale t\u00eb rregulluara dhe t\u00eb qarta t\u00eb niveleve t\u00eb aft\u00ebsive dhe rregullave jan\u00eb targete t\u00eb shk\u00eblqyera p\u00ebr inovacion: teknologjit\u00eb e plazhit, robot\u00ebt-kuriera, autopilot\u00ebt, etj. \u00abkan\u00eb\u00bb rrezik p\u00ebr jo vet\u00ebm makineristin e metros\u00eb apo shit\u00ebsen e dyqanit, por po ashtu, n\u00eb t\u00eb nj\u00ebjt\u00ebn mas\u00eb, p\u00ebr nj\u00eb inxhinier IT t\u00eb certifikuar. Si rezultat, shum\u00eb punonj\u00ebs do t\u00eb duhet t\u00eb fitojn\u00eb aft\u00ebsi t\u00eb reja dhe t\u00eb ndjekin certifikata t\u00eb reja, ose t\u00eb b\u00ebjn\u00eb p\u00ebrpjekje maksimale dhe t\u00eb p\u00ebrpiqen t\u00eb kalojn\u00eb n\u00eb nj\u00eb fush\u00eb njohurie.<\/p>\n

Naiv \u00ebsht\u00eb t\u00eb v\u00ebresh n\u00eb kontrast njohurit\u00eb me aft\u00ebsit\u00eb, sepse ashtu si pa nj\u00eb themel, nuk \u00ebsht\u00eb e mundur t\u00eb nd\u00ebrtohet nj\u00eb nd\u00ebrtes\u00eb e besueshme, ashtu edhe pa aft\u00ebsi nuk \u00ebsht\u00eb e mundur t\u00eb nxirren dhe p\u00ebrdoren njohurit\u00eb. Duke e riformuluar titullin e nj\u00eb revista t\u00eb njohur, mund t\u00eb thuash se aft\u00ebsit\u00eb jan\u00eb fuqi, nd\u00ebrsa njohurit\u00eb jan\u00eb zhvillim. Megjithat\u00eb, \u00ebsht\u00eb e r\u00ebnd\u00ebsishme t\u00eb mbani mend se duke ushtruar vet\u00ebm aft\u00ebsit\u00eb, ne e detyrojm\u00eb veten t\u00eb punojm\u00eb n\u00eb nj\u00eb linj\u00eb prodhimi t\u00eb p\u00ebrjetshem, dhe m\u00ebnyra e vetme p\u00ebr t\u00eb dal\u00eb nga ky rreth magjik dhe p\u00ebr t'u l\u00ebvizur p\u00ebrpara \u00ebsht\u00eb t\u00eb fitojm\u00eb njohuri.
\n
Burimi: habr.com<\/a><\/p>","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"excerpt":{"rendered":"

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