{"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\/novosti-interneta\/skills-rules-and-knowledge-dlya-it-shnika-i-cheloveka","title":{"rendered":"Aft\u00ebsit\u00eb, Rregullat dhe Njohurit\u00eb p\u00ebr nj\u00eb profesionist IT dhe nj\u00eb individ","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"

\"Aft\u00ebsit\u00eb,
\n
\nN\u00eb her\u00ebn e kaluar<\/a><\/noindex> ne kemi prekur probleme t\u00eb arsimit si qasja shkollore n\u00eb m\u00ebsim, si dhe b\u00ebm\u00eb pak bised\u00eb rreth praktik\u00ebs s\u00eb keqe n\u00eb trajnim aft\u00ebsive <\/b>n\u00eb d\u00ebm t\u00eb marrjes s\u00eb dijes<\/b>. Tani \u00ebsht\u00eb koha p\u00ebr t\u00eb diskutuar mbi k\u00ebto dy kategori thelb\u00ebsore n\u00eb m\u00ebnyr\u00eb m\u00eb t\u00eb detajuar dhe p\u00ebr t\u00eb kuptuar se cila \u00ebsht\u00eb ndryshimi themelor mes tyre.
\n<\/a><\/noindex>
\nPra, t\u00eb dyja p\u00ebrkufizimet: aft\u00ebsit\u00eb (skills)<\/b> dhe dija (knowledge)<\/b>, si dhe termini shum\u00eb m\u00eb rrall\u00eb i p\u00ebrdorur rregullat (rules)<\/b>, n\u00eb form\u00ebn q\u00eb i p\u00ebrdorin specialist\u00ebt n\u00eb fush\u00ebn e burimeve njer\u00ebzore dhe pun\u00ebsimit, u formuluan gati 40 vjet m\u00eb par\u00eb nga Jens Rasmussen<\/a><\/noindex> n\u00eb nj\u00eb punim q\u00eb quhet: \u201cSkills, Rules and Knowledge; Signals, Signs and Symbols, and Other Distinctions in Human Performance Models\u201d. Q\u00eb at\u00ebher\u00eb, paradigma e tij \u00ebsht\u00eb zhvilluar ndjesh\u00ebm, por ne do t\u00eb mb\u00ebshtetemi n\u00eb origjinalin e artikullit, t\u00eb cilin mund ta gjeni k\u00ebtu<\/a><\/noindex>. Dokumenti \u00ebsht\u00eb i disponuesh\u00ebm me pages\u00eb ose me an\u00eb t\u00eb nj\u00eb abonimi korporativ\/akademik, megjithat\u00eb, lexuesi i varf\u00ebr, por kurioz gjithmon\u00eb do t\u00eb gjej\u00eb mund\u00ebsin\u00eb ta shkarkoj\u00eb k\u00ebt\u00eb tekst falas.<\/p>\n

\u00cbsht\u00eb interesante, por p\u00ebr shkak se gjat\u00eb asaj kohe termi rregulla shpesh del nga v\u00ebmendja, dhe aft\u00ebsit\u00eb dhe dija vazhdojn\u00eb t\u00eb shoq\u00ebrohen me nj\u00ebra-tjetr\u00ebn, shpesh krijohet nj\u00eb konstatim i shtremb\u00ebruar se dy t\u00eb fundit jan\u00eb sinonime. Megjithat\u00eb, n\u00eb taksonomin\u00eb e Rasmussenit, t\u00eb gjitha k\u00ebto kan\u00eb definicione mjaft t\u00eb qarta, dhe jeni t\u00eb sigurt se nuk duhet t\u00eb ngat\u00ebrroni ato n\u00eb asnj\u00eb m\u00ebnyr\u00eb.<\/p>\n

N\u00eb t\u00eb v\u00ebrtet\u00eb, duke studiuar sjelljen njer\u00ebzore, Rasmussen i jep aft\u00ebsive nj\u00eb shkall\u00eb t\u00eb ul\u00ebt dhe jo shum\u00eb t\u00eb favorshme. Me atributin e shk\u00eblqyer si automatizimi i aktivitetit sensor-motor pa kontroll t\u00eb vet\u00ebdijsh\u00ebm, ajo \u00ebsht\u00eb shum\u00eb af\u00ebr refleksiveve komplekse t\u00eb zakonshme:<\/p>\n

Sjellja e bazuar n\u00eb aft\u00ebsi p\u00ebrfaq\u00ebson performanc\u00ebn sensor-motor gjat\u00eb veprimeve apo aktiviteteve q\u00eb, pas nj\u00eb shprehjeje t\u00eb nj\u00eb q\u00ebllimi, ndodhin pa kontroll t\u00eb vet\u00ebdijsh\u00ebm si modele sjelljeje t\u00eb sheshta, automatizuar dhe t\u00eb integruara.<\/p><\/blockquote>\n

M\u00eb lart se aft\u00ebsit\u00eb, Rasmussen rendit nivelin e rregullave, edhe pse b\u00ebn nj\u00eb sh\u00ebnim se kufiri mes tyre mund t\u00eb jet\u00eb mjaft i holl\u00eb, ve\u00e7an\u00ebrisht kur aft\u00ebsit\u00eb grumbullohen n\u00eb zinxhir\u00eb. Nevoja p\u00ebr to lind kur nj\u00eb aft\u00ebsi e thjesht\u00eb nuk \u00ebsht\u00eb e mjaftueshme p\u00ebr nj\u00eb situat\u00eb t\u00eb caktuar dhe p\u00ebr t\u00eb arritur nj\u00eb rezultat k\u00ebrkohet grupimi i disa aft\u00ebsive, duke kryer veprime n\u00eb var\u00ebsi t\u00eb kushteve, pra duke ndjekur rregullat e formuluara vet\u00eb ose t\u00eb marr\u00eb nga dikush tjet\u00ebr:<\/p>\n

N\u00eb nivelin tjet\u00ebr t\u00eb sjelljes t\u00eb bazuar n\u00eb rregulla, kompozita e nj\u00eb sekuence t\u00eb till\u00eb t\u00eb subrutinave n\u00eb nj\u00eb situat\u00eb t\u00eb njohur pun\u00eb, zakonisht kontrollohet nga nj\u00eb rregull ose procedur\u00eb t\u00eb ruajtur e cila mund t\u00eb jet\u00eb nxjerr\u00eb empiricisht gjat\u00eb rasteve t\u00eb m\u00ebparshme, komunikuar nga njohurit\u00eb e tjera si instruksion ose nj\u00eb recet\u00eb gatimi, ose mund t\u00eb p\u00ebrgatitet ndonj\u00ebher\u00eb nga zgjidhja dhe planifikimi i nd\u00ebrgjegjsh\u00ebm t\u00eb problemeve.<\/p><\/blockquote>\n

N\u00eb k\u00ebt\u00eb list\u00eb mund t\u00eb shtojm\u00eb gjith\u00e7ka, nga praktikat teknike m\u00eb t\u00eb mira, dokumentet e bardha dhe udh\u00ebzimet e tjera, si dhe patjet\u00ebr t\u00eb shtojm\u00eb rregullat e vendosura nga menaxhimi korporativ, duke p\u00ebrfshir\u00eb ato q\u00eb jan\u00eb vendosur nga lidershipi lokal.<\/p>\n

Dija, q\u00eb kap\u00ebrcen piramid\u00ebn e k\u00ebsaj strukture, fitohet n\u00eb momentin kur pamja e zakonshme e bot\u00ebs shp\u00ebrb\u00ebhet - nuk ndihmojn\u00eb as aft\u00ebsit\u00eb dhe as ndjekja e udh\u00ebzimeve, por lind nevoja p\u00ebr t\u00eb hulumtuar dhe studiuar nj\u00eb problem t\u00eb panjohur n\u00eb nj\u00eb ambient t\u00eb pazakont\u00eb:<\/p>\n

N\u00eb situata t\u00eb panjohura, p\u00ebrball\u00eb nj\u00eb ambienti p\u00ebr t\u00eb cilin nuk ka njohuri 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, ku performanca kontrollohet nga q\u00ebllimet dhe \u00ebsht\u00eb e bazuar n\u00eb njohuri. N\u00eb k\u00ebt\u00eb situat\u00eb, q\u00ebllimi formulohet ekspl\u00edcitisht, n\u00eb baz\u00eb t\u00eb nj\u00eb analize t\u00eb ambientit dhe q\u00ebllimeve t\u00eb p\u00ebrgjithshme t\u00eb individit. Pastaj zhvillohet nj\u00eb plan i dobish\u00ebm\u2014n\u00ebp\u00ebrmjet p\u00ebrzgjedhjes\u2014n\u00eb m\u00ebnyr\u00eb q\u00eb t\u00eb merren parasysh plane t\u00eb ndryshme dhe efekti i tyre t\u00eb testohet ndaj q\u00ebllimit, fizikisht p\u00ebrmes prov\u00ebs dhe gabimit, ose konceptualisht p\u00ebrmes kuptimit t\u00eb vetive funksionale t\u00eb ambientit dhe parashikimit t\u00eb efekteve t\u00eb planit t\u00eb konsideruar. N\u00eb k\u00ebt\u00eb nivel t\u00eb arsyetimit funksional, struktura e brendshme e sistemit \u00ebsht\u00eb shprehur ekspl\u00edcitisht p\u00ebrmes nj\u00eb \u201cmodeli mendor\u201d...<\/p><\/blockquote>\n

Sakt\u00ebsisht n\u00eb k\u00ebt\u00eb nivel ndodhin gj\u00ebrat m\u00eb interesante \u2013 lindin idet\u00eb e biznesit, teorit\u00eb shkencore dhe inovacionet, si dhe formulohen rregulla dhe metoda p\u00ebr nivelet m\u00eb t\u00eb ulta, si\u00e7 \u00ebsht\u00eb zhvillimi i manifesto-s Agile.<\/p>\n

N\u00eb p\u00ebrfundim, \u00ebsht\u00eb e nevojshme t\u00eb pranohet tableta e v\u00ebshtir\u00eb num\u00ebr nj\u00eb. Disa menaxher\u00eb korporativ\u00eb, ve\u00e7an\u00ebrisht ata n\u00eb nivelet fillestare dhe nj\u00eb pjes\u00eb e specialist\u00ebve t\u00eb certifikuar IT, gabimisht besojn\u00eb se jan\u00eb n\u00eb nivelin e duhur t\u00eb njohurive, sepse disa prej tyre duket se merrnin disa vendime, nd\u00ebrsa t\u00eb tjer\u00ebt, sipas dukjes, kishin kaluar provimet dhe kishin fituar rangjet p\u00ebrkat\u00ebse si inxhinier\u00eb. Megjithat\u00eb, kur shqyrtohet m\u00eb me detaje, rezulton se n\u00eb rastin m\u00eb t\u00eb mir\u00eb, ky \u00ebsht\u00eb kufiri m\u00eb i lart\u00eb i nivelit t\u00eb rregullave: menaxher\u00ebt operojn\u00eb nga e nj\u00ebjta rregullore, shpesh duke mos qen\u00eb n\u00eb gjendje t\u00eb ndryshojn\u00eb as procedurat m\u00eb t\u00eb thjeshta korporative. N\u00eb t\u00eb nj\u00ebjt\u00ebn koh\u00eb, shum\u00eb inxhinier\u00eb kalojn\u00eb vite duke realizuar veprime t\u00eb p\u00ebrvet\u00ebsuara deri n\u00eb automatiz\u00ebm n\u00eb konfigurimin dhe instalimin e pajisjeve, dhe kulmi i mjesht\u00ebrise e konsiderojn\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 baz\u00ebn e epok\u00ebs industriale, n\u00eb t\u00eb cil\u00ebn mbizot\u00ebronte p\u00ebrkushtimi ndaj njer\u00ebzve si burim teknik me karakteristika t\u00eb njohura t\u00eb q\u00ebndrueshm\u00ebris\u00eb dhe produktivitetit. Nuk \u00ebsht\u00eb e \u00e7uditshme q\u00eb ideja e konvejerit t\u00eb fabrikave \u00ebsht\u00eb transferuar n\u00eb t\u00eb gjitha industrin\u00eb, nga medicina deri te teknologjit\u00eb informative. Edhe logjikisht, 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 mbajn\u00eb ritmin e caktuar dhe t\u00eb p\u00ebrmbushin k\u00ebrkesat e \"konvejerit\" t\u00eb nd\u00ebrmarrjes. P\u00ebr ata q\u00eb punojn\u00eb n\u00eb konvejer, dhe madje edhe p\u00ebr ata q\u00eb e menaxhojn\u00eb at\u00eb, nuk k\u00ebrkohen njohuri t\u00eb ve\u00e7anta; k\u00ebtu jan\u00eb t\u00eb nevojshme aft\u00ebsi dhe ndjekje e rrept\u00eb e udh\u00ebzimeve.<\/p>\n

Dhe p\u00ebrzierja e fundit e hidhur num\u00ebr tri \u00ebsht\u00eb nj\u00eb pasoj\u00eb e drejtp\u00ebrdrejt\u00eb e tablet\u00ebs num\u00ebr dy. \u00c7\u00ebshtja \u00ebsht\u00eb se n\u00eb shoq\u00ebrin\u00eb post-industriale ekziston nj\u00eb tendenc\u00eb drejt robotizimit dhe automatizimit t\u00eb prodhimit dhe sh\u00ebrbimeve. N\u00eb k\u00ebt\u00eb kuad\u00ebr, pun\u00ebt tradicionale t\u00eb rregulluara dhe t\u00eb qarta n\u00eb nivelet e aft\u00ebsive dhe rregullave jan\u00eb objekte t\u00eb shk\u00eblqyera p\u00ebr inovacion: teknologjit\u00eb cloud, robot\u00ebt dor\u00ebzues, autopilot\u00ebt, etj., \u201ckan\u00eb nj\u00eb k\u00ebrc\u00ebnim\u201d jo vet\u00ebm p\u00ebr operatorin e metros\u00eb apo shit\u00ebsin e dyqanit, por nj\u00ebsoj, p\u00ebr inxhinierin IT t\u00eb certifikuar. Prandaj, shum\u00eb punonj\u00ebs do t\u00eb duhet t\u00eb fitojn\u00eb aft\u00ebsi t\u00eb reja dhe t\u00eb ndjekin certifikatat e reja, ose t\u00eb p\u00ebrpiqen maksimalisht dhe t\u00eb p\u00ebrpiqen t\u00eb kalojn\u00eb n\u00eb fush\u00ebn e njohurive.<\/p>\n

Naiviteti i t\u00eb nxiturit t\u00eb njohurive ndaj aft\u00ebsive \u00ebsht\u00eb i panevojsh\u00ebm, sepse ashtu si\u00e7 pa nj\u00eb baz\u00eb \u00ebsht\u00eb e pamundur t\u00eb ngrihet nj\u00eb nd\u00ebrtim i fort\u00eb, ashtu edhe pa aft\u00ebsi nuk mund t\u00eb zhvillosh dhe p\u00ebrdor\u00ebsh njohurit\u00eb. Duke riformuluar emrin e nj\u00eb reviste t\u00eb njohur, mund t\u00eb themi se aft\u00ebsit\u00eb jan\u00eb fuqia, nd\u00ebrsa njohurit\u00eb jan\u00eb zhvillimi. Megjithat\u00eb, \u00ebsht\u00eb e r\u00ebnd\u00ebsishme t\u00eb mbani mend se duke st\u00ebrvitur vet\u00ebm aft\u00ebsit\u00eb, ne e damkosim veten t\u00eb punojm\u00eb n\u00eb nj\u00eb konvejer t\u00eb p\u00ebrjetsh\u00ebm dhe m\u00ebnyra e vetme p\u00ebr t\u00eb dal\u00eb nga ky cik\u00ebl magjik dhe p\u00ebr t\u00eb ecur 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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