<\/a><\/noindex><\/p>\nP\u00ebrgjegj\u00ebsia e drejtuesit<\/h4>\n \nGjithmon\u00eb kam menduar se d\u00ebshtimet e n\u00ebnshtruarve jan\u00eb d\u00ebshtime t\u00eb drejtuesit t\u00eb tyre. Prandaj, gjithmon\u00eb qesh kur d\u00ebgjoj shefin q\u00eb kritikon n\u00ebnshtruarit e tij n\u00eb mbledhje.<\/p>\n
N\u00ebse udh\u00ebheq nj\u00eb person dhe ai punon keq, at\u00ebher\u00eb un\u00eb po b\u00ebj di\u00e7ka gabim, dhe ngritja e tij n\u00eb nivelin e k\u00ebrkuar (p\u00ebr mua) \u00ebsht\u00eb detyra ime. Pra, kjo do t\u00eb thot\u00eb se un\u00eb duhet t\u00eb mendoj se si ta b\u00ebj at\u00eb njeri, e jo ai.<\/p>\n
Disa her\u00eb kam hasur n\u00eb k\u00ebt\u00eb pik\u00eb. Nj\u00eb person vjen tek un\u00eb dhe pas nj\u00eb muaji d\u00ebshiron t\u00eb ik\u00eb. E pyes - pse? Ai thot\u00eb - nuk p\u00ebrmbush k\u00ebrkesat. Un\u00eb them - p\u00ebrse t\u00eb shqet\u00ebsoj\u00eb kjo ty? Si, thot\u00eb, un\u00eb jam i keq, duhet t\u00eb p\u00ebrjashtohem.<\/p>\n
Duhet t\u00eb shpjegoj se n\u00ebse ai punon keq, at\u00ebher\u00eb di\u00e7ka nuk shkon me sistemin tim t\u00eb menaxhimit, dhe un\u00eb do ta ndryshoj at\u00eb. Ai duhet t\u00eb mos merakoset dhe thjesht t\u00eb punoj\u00eb. Do ta mendoj di\u00e7ka.<\/p>\n
Mbajtja e parasysh ve\u00e7orit\u00eb individuale<\/h4>\n \nD\u00ebgjohet e banale, por un\u00eb e p\u00ebrdor k\u00ebt\u00eb. Njer\u00ebzit jan\u00eb shum\u00eb t\u00eb ndrysh\u00ebm dhe duhet ta shfryt\u00ebzojm\u00eb k\u00ebt\u00eb. Nj\u00ebra \u00ebsht\u00eb nj\u00eb zhvillues i mir\u00eb, dhe i nevojitet vetmia. Shk\u00eblqyesh\u00ebm, ja kufjet dhe k\u00ebndi i larg\u00ebt, do marr\u00ebsh detyrat p\u00ebrmes post\u00ebs. Tjetri p\u00eblqen dhe di t\u00eb bisedoj\u00eb dhe t\u00eb krijoj\u00eb marr\u00ebdh\u00ebnie me njer\u00ebzit - shk\u00eblqyesh\u00ebm, shko p\u00ebr t\u00eb mbledhur k\u00ebrkesat dhe p\u00ebr t\u00eb dor\u00ebzuar detyrat.<\/p>\n
T\u00eb tretin e ka mendjen ngadal\u00eb - mir\u00eb, atij nuk i takon t\u00eb jet\u00eb n\u00eb mb\u00ebshtetje. Te kat\u00ebri ka 8 nga 10 n\u00eb treguesin 'Fat' - k\u00ebshtu q\u00eb merr detyrat m\u00eb t\u00eb lehta. Te peshi nuk \u00ebsht\u00eb zhvilluar mendimi abstrakt, nuk mund t\u00eb projektoj\u00eb zgjidhje n\u00eb kok\u00eb - mir\u00eb, p\u00ebrdorim nj\u00eb m\u00ebngjes korean.<\/p>\n
Etj., etj. Ka qen\u00eb nj\u00eb koh\u00eb kur kam provuar t\u00eb trajtoj t\u00eb gjith\u00eb nj\u00ebsoj - nuk funksionon, shkakton rezistenc\u00eb t\u00eb brendshme. T\u00eb gjith\u00eb duan t\u00eb jen\u00eb vetvetja.<\/p>\n
Njer\u00ebzit si punonj\u00ebs<\/h4>\n \nGjithmon\u00eb p\u00ebrpiqem t\u00eb shoh n\u00eb punonj\u00ebsit njer\u00ebzit dhe t\u00eb bisedoj me njer\u00ebzit, e jo me punonj\u00ebsit. K\u00ebto jan\u00eb entitete krejt ndryshe.<\/p>\n
Punonj\u00ebsi duhet t\u00eb p\u00ebrmbush\u00eb planin, t\u00eb sillen n\u00eb nj\u00eb m\u00ebnyr\u00eb t\u00eb caktuar, t\u00eb marr\u00eb pjes\u00eb n\u00eb aktivitete t\u00eb korporat\u00ebs etj.<\/p>\n
Njeriu duhet t\u00eb paguaj\u00eb hipotek\u00ebn, ta \u00e7oj\u00eb f\u00ebmij\u00ebn n\u00eb st\u00ebrvitje gjat\u00eb orarit t\u00eb pun\u00ebs, t\u00eb ankohet, t\u00eb fitoj\u00eb m\u00eb shum\u00eb para, t\u00eb fitoj\u00eb besim n\u00eb vetvete, t\u00eb mendoj\u00eb p\u00ebr t\u00eb ardhmen.<\/p>\n
Me njeriun p\u00ebrpiqem t\u00eb punoj, e jo me projektimin e tij n\u00eb standardet korporative.<\/p>\n
Largimi nga puna<\/h4>\n \nSi\u00e7 \u00ebsht\u00eb e \u00e7uditshme, shum\u00eb kan\u00eb nj\u00eb problem t\u00eb till\u00eb - \u00ebsht\u00eb e v\u00ebshtir\u00eb t\u00eb marr\u00ebsh leje p\u00ebr t\u00eb dal\u00eb nga puna, sidomos kur duhet ta b\u00ebsh sistematikisht. Duhet t\u00eb kompensohet, duhet t\u00eb marr\u00ebsh leje pa pages\u00eb, duhet t\u00eb miratosh nj\u00eb orar t\u00eb ve\u00e7ant\u00eb.<\/p>\n
Edhe un\u00eb kam f\u00ebmij\u00eb q\u00eb shkojn\u00eb vazhdimisht n\u00eb st\u00ebrvitje. Dhe prej kat\u00ebr vitesh, nuk punoj kurr\u00eb nj\u00eb dit\u00eb t\u00eb gjith\u00eb, krejt\u00ebsisht.<\/p>\n
K\u00ebshtu veproj edhe me punonj\u00ebsit. Kishte nj\u00eb djal\u00eb q\u00eb f\u00ebmija i tij shkonte n\u00eb kopsht logopedik, ku duhej ta merrte deri n\u00eb or\u00ebn 17:00 - a \u00ebsht\u00eb ndonj\u00eb gj\u00eb q\u00eb t'i b\u00ebsh, le ta l\u00ebr\u00eb \u00e7do dit\u00eb nj\u00eb or\u00eb m\u00eb her\u00ebt. Pastaj ka p\u00ebr t\u00eb shkuar n\u00eb spital, p\u00ebr n\u00eb shkoll\u00eb, p\u00ebr t\u00eb bler\u00eb sigurimin - krejt\u00ebsisht pa probleme.<\/p>\n
Si\u00e7 \u00ebsht\u00eb \u00e7uditrisht, askush nuk \u00ebsht\u00eb abuzuar ndonj\u00ebher\u00eb. Dhe e vler\u00ebsojn\u00eb shum\u00eb.<\/p>\n
Vlerat dhe standartet korporative<\/h4>\n \nNuk m\u00eb intereson fare. M\u00eb par\u00eb besoja n\u00eb k\u00ebt\u00eb marr\u00ebzi, kur punoja n\u00eb kompanin\u00eb e par\u00eb, pastaj e kuptova se \u00ebsht\u00eb e kot\u00eb. Si\u00e7 \u00ebsht\u00eb dizajni i dyqaneve - nj\u00eb \u00ebsht\u00eb blu, tjetri \u00ebsht\u00eb e kuqe, n\u00eb t\u00eb tretin japin t\u00eb provojn\u00eb salsi\u00e7et, n\u00eb t\u00eb kat\u00ebrtin buka \u00ebsht\u00eb e fresk\u00ebt. A do ta b\u00ebj un\u00eb n\u00eb mendje t\u00eb sh\u00ebndosh\u00eb t\u00eb shkoj n\u00eb nj\u00eb dyqan vet\u00ebm sepse \u00ebsht\u00eb - e kuqe?<\/p>\n
Dhe po e b\u00ebj vet\u00eb, dhe u propozoj n\u00ebnshtruarve. Nuk e ndaloj, sigurisht, n\u00ebse ndokush ka nj\u00eb nevoj\u00eb t\u00eb madhe p\u00ebr p\u00ebrkat\u00ebsi dhe d\u00ebshiron t\u00eb marr\u00eb pjes\u00eb n\u00eb organizimin e nj\u00eb muesikli, por nuk do ta mb\u00ebshtes.<\/p>\n
Mbrojtja<\/h4>\n \nMbrojtja e punonj\u00ebsve t\u00eb kompanis\u00eb, zakonisht, \u00ebsht\u00eb e nevojshme pik\u00ebrisht nga kompania. P\u00ebr shembull, nga burokracia. N\u00ebse t\u00eb gjith\u00eb detyrohen t\u00eb shkruajn\u00eb ndonj\u00eb raport, un\u00eb mundohem t'i liroj ata nga kjo, duke marr\u00eb ndonj\u00ebher\u00eb raportin mbi vete.<\/p>\n
Her\u00eb-her\u00eb, duhet t\u00eb mbroj nga njer\u00ebzit \u2013 menaxher\u00eb, klient\u00eb, shefa t\u00eb tjer\u00eb, etj. Programuesit shpesh jan\u00eb introvert\u00eb, dhe shpesh nuk kan\u00eb shum\u00eb p\u00ebrvoj\u00eb n\u00eb grindjet zyrtare, prandaj p\u00ebrpiqem t\u00eb kaloj konfliktin mbi supet e mia dhe ndihmoj n\u00eb zgjidhjen e tij.<\/p>\n
T\u00eb ardhurat<\/h4>\n \nKemi nj\u00eb problem me programuesit \u2013 nuk \u00ebsht\u00eb gjithmon\u00eb e qart\u00eb pse paguhen. Prandaj \u00ebsht\u00eb e v\u00ebshtir\u00eb t\u00eb b\u00ebsh q\u00eb t\u00eb paguhen m\u00eb shum\u00eb. Por un\u00eb p\u00ebrpiqem.<\/p>\n
Zakonisht, eci p\u00ebrmes ndryshimit t\u00eb sistemit t\u00eb motivimit \u2013 krijoj nj\u00eb sistem ku mund t\u00eb fitojn\u00eb m\u00eb shum\u00eb duke b\u00ebr\u00eb m\u00eb shum\u00eb p\u00ebrpjekje ose duke rritur efikasitetin. Pra, t\u00eb gjith\u00eb kan\u00eb nj\u00eb sistem motivimi, nd\u00ebrsa t\u00eb miat \u2013 nj\u00eb tjet\u00ebr. Pastaj m\u00eb k\u00ebrkojn\u00eb t\u00eb krijoj nj\u00eb sistem motivimi p\u00ebr departamentet e tjera kur shohin efektivitetin e programuesve.<\/p>\n
Puna n\u00eb koh\u00eb joreale<\/h4>\n \nE urrej t\u00eb punoj n\u00eb koh\u00eb joreale. Prandaj, gjithnj\u00eb i rekomandoj t\u00eb gjith\u00ebve q\u00eb t\u00eb mos e b\u00ebjn\u00eb k\u00ebt\u00eb. N\u00eb fabrik\u00eb, kjo ishte nj\u00eb terren p\u00ebr konflikte t\u00eb vazhdueshme me menaxher\u00ebt e tjer\u00eb.<\/p>\n
Ata jan\u00eb m\u00ebsuar t'i mbajn\u00eb t\u00eb tyre pas orarit t\u00eb pun\u00ebs dhe i ftojn\u00eb n\u00eb fundjav\u00eb. N\u00ebse u nevojitet nj\u00eb programues n\u00eb t\u00eb diel\u00eb \u2013 vijn\u00eb dhe k\u00ebrkojn\u00eb. Un\u00eb i d\u00ebrgoj. I them se jan\u00eb budallenj q\u00eb nuk din\u00eb t\u00eb planifikojn\u00eb pun\u00ebn e tyre p\u00ebr t\u00eb p\u00ebrfunduar brenda nj\u00eb dite 8 or\u00ebshe.<\/p>\n
Manipulimi<\/h4>\n \n\u00c7do person mund t\u00eb manipulohet, p\u00ebrfshir\u00eb edhe shefat. M\u00eb duket kjo e neveritshme. Prandaj ndal \u00e7do p\u00ebrpjekje p\u00ebr t\u00eb m\u00eb manipuluar.<\/p>\n
Kurr\u00eb nuk kam preferenca midis punonj\u00ebsve, ask\u00ebngjigov\u00eb, as krah\u00eb t\u00eb djatht\u00eb. Dhe \u00e7do kush q\u00eb p\u00ebrpiqet t\u00eb b\u00ebhet nj\u00eb nga ata merr nj\u00eb ligj\u00ebrat\u00eb mbi manipulimin.<\/p>\n
Q\u00ebllimet<\/h4>\n \nQ\u00ebllimet q\u00eb vendos kompania, un\u00eb gjithmon\u00eb i plot\u00ebsoj ose i z\u00ebvend\u00ebsoj plot\u00ebsisht. Q\u00ebllimi p\u00ebrfundimtar \u00ebsht\u00eb gjithmon\u00eb m\u00eb i lart\u00eb dhe m\u00eb i gjer\u00eb.<\/p>\n
Dhe sinqerisht, n\u00eb asnj\u00eb kompani q\u00ebllimet e punonj\u00ebsve nuk jan\u00eb t\u00eb formuluara si\u00e7 duhet. Ekzistojn\u00eb disa q\u00ebllime t\u00eb p\u00ebrgjithshme, q\u00eb nuk thon\u00eb asgj\u00eb, dhe p\u00ebr k\u00ebt\u00eb nuk jan\u00eb motivuese.<\/p>\n
Un\u00eb vendos q\u00ebllime ambicioze. Nj\u00eb gj\u00eb si t\u00eb dyfishosh produktivitetin.<\/p>\n
Q\u00ebllimet personale<\/h4>\n \nP\u00ebrpiqem t\u00eb njoh q\u00ebllimet personale t\u00eb \u00e7do individi dhe t\u00eb ndihmoj n\u00eb arritjen e tyre p\u00ebrmes pun\u00ebs. Zakonisht, q\u00ebllimet personale t\u00eb programuesve lidhen me profesionin, ose mund t\u00eb realizohen me ndihm\u00ebn e tij.<\/p>\n
P\u00ebr shembull, n\u00ebse dikush d\u00ebshiron t\u00eb b\u00ebhet shef, un\u00eb e ndihmoj. Tani kam hapur nj\u00eb program stazhi, nj\u00eb hap\u00ebsir\u00eb p\u00ebr menaxher\u00ebt \u2013 thjesht ia jap pjes\u00ebn e skuadr\u00ebs p\u00ebr menaxhim, ndihmoj, dhe, me rezultate t\u00eb mira, personi merr ekipin n\u00ebn komand\u00ebn e tij.<\/p>\n
Zhvillimi me forc\u00eb<\/h4>\n \nE detyroj t\u00eb zhvillohen. Duke pasur parasysh q\u00eb un\u00eb e pranoj zhvillimin vet\u00ebm p\u00ebrmes praktik\u00ebs, personi merr thjesht detyra q\u00eb jan\u00eb t\u00eb komplikuara p\u00ebr t\u00eb.<\/p>\n
Jo t\u00eb gjitha, por rreth 30% \u2013 di\u00e7ka t\u00eb panjohur, t\u00eb re, t\u00eb v\u00ebshtir\u00eb. Q\u00eb truri t\u00eb jet\u00eb vazhdimisht i angazhuar dhe t\u00eb mos punoj\u00eb n\u00eb automatiz\u00ebm.<\/p>\n
Tani kam b\u00ebr\u00eb zhvillimin nj\u00eb norm\u00eb, duke e p\u00ebrfshir\u00eb n\u00eb metrikat. Pra, nuk ka nirvana \u2013 \u00e7do muaj duhet t\u00eb rritemi. Duket se akoma po ia dalim.<\/p>\n
Konfliktet<\/h4>\n \nE adhuroj konfliktin, sepse ata nxjerrin n\u00eb pah problemet. Nuk e kaloj p\u00ebrpara, por i g\u00ebrmoj dhe k\u00ebrkoj zgjidhje. Kjo i referohet si konflikteve t\u00eb brendshme ashtu edhe atyre t\u00eb jashtme.<\/p>\n
Sinqerisht, duhet t\u00eb jemi t\u00eb g\u00ebzuar p\u00ebr konflikty. Nuk ka asgj\u00eb m\u00eb keq se problemet e fshehura q\u00eb shp\u00ebrthejn\u00eb n\u00eb momentin m\u00eb t\u00eb pap\u00ebrshtatsh\u00ebm.<\/p>\n
Kontaktet jasht\u00eb pun\u00ebs<\/h4>\n \nI reduktoj n\u00eb zero. Asnj\u00eb event korporate, takim, dalje dhe shkuarja n\u00eb laser tag. N\u00ebse ata ndodhen diku pa mua \u2013 \u00ebsht\u00eb puna e tyre.<\/p>\n
M\u00eb duket se takimi i ekipit me shefin n\u00eb nj\u00eb ambient joformal \u00ebsht\u00eb nj\u00eb vet\u00ebmasht\u00ebrim. Duket se t\u00eb gjith\u00eb e din\u00eb q\u00eb shefi aty nuk \u00ebsht\u00eb m\u00eb shefi. Por t\u00eb gjith\u00eb e mbajn\u00eb mend se nes\u00ebr \u00ebsht\u00eb pun\u00eb. Dhe nuk mund t\u00eb \u00e7lirohen plot\u00ebsisht. K\u00ebshtu q\u00eb, atmosfera nuk \u00ebsht\u00eb krejt\u00ebsisht joformale.<\/p>\n
Atmosfera<\/h4>\n \nK\u00ebtu \u00ebsht\u00eb e v\u00ebshtir\u00eb t\u00eb shpjegohet. N\u00eb ekip gjithmon\u00eb ka nj\u00eb atmosfer\u00eb, disponim, intensitet, relaksim, energji, ngadal\u00ebsi, etj. Atmosfera, n\u00eb thelb.<\/p>\n
P\u00ebr k\u00ebt\u00eb atmosfer\u00eb duhet t\u00eb jet\u00eb p\u00ebrgjegj\u00ebs shefi, dmth. un\u00eb. K\u00ebtu atmosfer\u00ebn e monitoroj vazhdimisht. N\u00eb fakt, un\u00eb e krijoj. Pastaj e monitoroj dhe e korigjoje. Pra, punoj si nj\u00eb animator, nj\u00eb klloun ose nj\u00eb moderatore.<\/p>\n
Thjesht kam v\u00ebn\u00eb re se atmosfera vepron n\u00eb efikasitet pothuajse magjik. Kam edhe numra mbi k\u00ebt\u00eb tem\u00eb, t\u00eb mbledhura brenda dy vitesh, do t\u00eb shkruaj ndonj\u00ebher\u00eb rreth saj. Me atmosfer\u00ebn e duhur, mund t\u00eb arrijm\u00eb rritje deri n\u00eb dy, apo tre her\u00eb, pa p\u00ebrdorur metoda t\u00eb tjera.
Pa ceremonin\u00eb<\/h4>\n \nP\u00ebrpiqem t'i reduktoj n\u00eb minimum \u00e7do ceremonin\u00eb e padobishme dhe protokollin e komunikimit. Q\u00eb komunikimi t\u00eb jet\u00eb sa m\u00eb i thjesht\u00eb dhe efektiv.<\/p>\n
N\u00eb fillim, kur punonj\u00ebsi sapo ka ardhur, \u00ebsht\u00eb shum\u00eb e v\u00ebshtir\u00eb. Njer\u00ebzit nuk jan\u00eb t\u00eb familjarizuar kur shprehsja '\u00e7far\u00eb budallalliku ke shkruar' nuk \u00ebsht\u00eb nj\u00eb fyerje, por thjesht nj\u00eb vler\u00ebsim i kodit. Duhet ta shpjegosh, t'i kap\u00ebsh ata q\u00eb mendojn\u00eb se po i sugjeron t\u00eb japin dor\u00ebheqjen.<\/p>\n
K\u00ebnaq\u00ebsia m\u00eb e madhe vjen m\u00eb pas, kur t\u00eb gjith\u00eb kan\u00eb kaluar n\u00eb k\u00ebt\u00eb mentalitet. Nuk ka nevoj\u00eb t\u00eb jesh i but\u00eb dhe t\u00eb vesh fjal\u00ebt n\u00eb standarde t\u00eb caktuara. Kodi \u00ebsht\u00eb i dob\u00ebt? E themi ashtu. Djaloshi po d\u00ebshtojn\u00eb? Po d\u00ebshtojn\u00eb. Edhe nuk \u00ebsht\u00eb n\u00eb rrug\u00ebn e duhur.<\/p>\n
P\u00ebrgjegjshm\u00ebri absolute<\/h4>\n \nGjithmon\u00eb k\u00ebrkoj p\u00ebrgjegjshm\u00ebri absolute. N\u00ebse e thash\u00eb sot t\u00eb mos punojm\u00eb \u2013 at\u00ebher\u00eb sot nuk punojm\u00eb. N\u00ebse them nj\u00eb or\u00eb p\u00ebr t\u00eb shkruar kod, nj\u00eb or\u00eb p\u00ebr t\u00eb ecur jasht\u00eb \u2013 ashtu duhet b\u00ebr\u00eb. E thash\u00eb t\u00eb heqim monitorin e dyt\u00eb \u2013 duhet t\u00eb hiqet. K\u00ebrkoj t\u00eb nd\u00ebrohen vendet \u2013 nuk ka vend p\u00ebr ankesat.<\/p>\n
Kjo nuk \u00ebsht\u00eb budallall\u00ebk, por eksperimentim dhe verifikim hipotezash. T\u00eb gjith\u00eb e din\u00eb, prandaj nuk e kund\u00ebrshtojn\u00eb. Ata, si\u00e7 thon\u00eb, jan\u00eb p\u00ebr \u00e7do lloj zhurme, p\u00ebrve\u00e7 grevave. Sepse rezultatet e k\u00ebtyre eksperimenteve rrisin efektivitetin e tyre, t\u00eb ardhurat dhe zhvillimin e kompetencave. Prandaj, shpjegimet nuk jan\u00eb t\u00eb nevojshme.<\/p>\n
T\u00eb ve\u00e7ant\u00eb<\/h4>\n \nKam v\u00ebn\u00eb re se njer\u00ebzit p\u00eblqejn\u00eb t\u00eb ndihen t\u00eb ve\u00e7ant\u00eb, krahasuar me punonj\u00ebsit e tjer\u00eb t\u00eb kompanis\u00eb. Prandaj i b\u00ebj ata t\u00eb ve\u00e7ant\u00eb.<\/p>\n
Tek ne pothuajse gjithmon\u00eb kemi sistemin ton\u00eb t\u00eb motivimit, objektivat tona, metodat tona, rezultatet tona dhe filozofin\u00eb ton\u00eb.<\/p>\n
Ve\u00e7an\u00ebrisht njer\u00ebzit p\u00eblqejn\u00eb kur kjo ve\u00e7anti e tyre v\u00ebrehet nga t\u00eb tjer\u00ebt, ose madje edhe nga lart. P\u00ebrpiqem t\u00eb b\u00ebj q\u00eb t\u00eb ndodh\u00eb k\u00ebshtu. Po, q\u00eb drejtori t\u00eb dij\u00eb se ne po rrisim efektivitetin dhe po arrijm\u00eb rezultate, nd\u00ebrsa ai po fiton m\u00eb shum\u00eb para. M\u00eb pas e shtyj p\u00ebr t\u00eb ardhur dhe p\u00ebr t\u00eb lavd\u00ebruar njer\u00ebzit. M\u00eb pas ata g\u00ebzohen si f\u00ebmij\u00eb dhe vazhdojn\u00eb t\u00eb p\u00ebrpiqen.<\/p>\n
K\u00ebrkesat p\u00ebr cil\u00ebsi<\/h4>\n \nKam k\u00ebrkesa t\u00eb larta p\u00ebr cil\u00ebsi. E din\u00eb, p\u00ebr t\u00eb mos qen\u00eb turp\u00ebruar p\u00ebrpara. K\u00ebto k\u00ebrkesa i zgjeroj edhe te n\u00ebnshtruarit.<\/p>\n
Thjesht sepse e mendoj si nj\u00eb aft\u00ebsi t\u00eb dobishme. Po ashtu, sepse jam p\u00ebrgjegj\u00ebs p\u00ebr at\u00eb q\u00eb b\u00ebjn\u00eb n\u00ebnshtruarit.<\/p>\n
Shum\u00eb her\u00eb i detyroj t\u00eb riparojn\u00eb, n\u00ebse ka mund\u00ebsi. Mir\u00ebpo, m\u00eb shpesh \u2013 p\u00ebrpiqem t\u00eb jem present n\u00eb faz\u00ebn e projektimit, q\u00eb gjith\u00e7ka t\u00eb jet\u00eb n\u00eb rregull q\u00eb n\u00eb fillim.<\/p>\n
Njer\u00ebzit k\u00ebshtu kan\u00eb filluar t\u00eb m\u00ebsojn\u00eb, dhe u p\u00eblqen. E para sepse k\u00ebrkesat e t\u00eb tjer\u00ebve jan\u00eb m\u00eb t\u00eb ulta, k\u00ebshtu q\u00eb t\u00eb miat kan\u00eb nj\u00eb avantazh konkurrues.<\/p>\n
Po ndihmoj shum\u00eb<\/h4>\n \nAshtu, nuk i l\u00eb pas dore. N\u00ebse nj\u00eb projekt duhet t\u00eb realizohet, at\u00ebher\u00eb e b\u00ebjm\u00eb ne, jo ai. Dometh\u00ebn\u00eb, p\u00ebrgjegj\u00ebsia \u00ebsht\u00eb e gjith\u00eb ekipit, dhe p\u00ebrderisa un\u00eb jam pjes\u00eb e k\u00ebtij ekipi, ky rregull zgjerohet edhe p\u00ebr mua.<\/p>\n
N\u00ebse duhet b\u00ebr\u00eb di\u00e7ka me ngut dhe nj\u00eb person nuk e drejton dot \u2013 ulem dhe ndihmoj. N\u00ebse nuk funksionon dhe afatet po afrohen, e nxjerr dhe vij vet\u00eb t\u00eb b\u00ebj. M\u00eb pas, kur ta dor\u00ebzojm\u00eb, shpjegoj si dhe \u00e7far\u00eb duhej b\u00ebr\u00eb, \u00e7far\u00eb ishte gabimi, etj.<\/p>\n
I detyroj t\u00eb ndihmojn\u00eb nj\u00ebri-tjetrin<\/h4>\n \nPo ashtu, jo thjesht k\u00ebshtu. N\u00eb fush\u00ebn ton\u00eb, kompetencat jan\u00eb shum\u00eb t\u00eb r\u00ebnd\u00ebsishme, ve\u00e7an\u00ebrisht n\u00eb fushat tematike dhe metodologjike. Ato gjithmon\u00eb shp\u00ebrndahen midis njer\u00ebzve. Prandaj, efektiviteti i zgjidhjes s\u00eb \u00e7do detyre ndryshon nga nj\u00eb ekzekutues tek tjetri.<\/p>\n
N\u00eb thelb, mjafton t\u00eb b\u00ebsh q\u00eb t\u00eb gjith\u00eb t\u00eb din\u00eb detyrat e t\u00eb gjith\u00ebve. N\u00eb m\u00ebngjes e diskutojm\u00eb shpejt me z\u00eb t\u00eb lart\u00eb, dhe menj\u00ebher\u00eb gjejm\u00eb bashk\u00ebpunime. Nj\u00ebri thot\u00eb \u2013 o, un\u00eb e kam b\u00ebr\u00eb di\u00e7ka t\u00eb ngjashme. Shk\u00eblqyer, at\u00ebher\u00eb ti do ndihmosh.<\/p>\n
Rreth k\u00ebsaj. Nj\u00eb djal\u00eb e b\u00ebri nj\u00eb detyr\u00eb, dhe askush nuk mundi t\u00eb ndihmoj\u00eb, ai shpenzoi 10 or\u00eb. Her\u00ebn tjet\u00ebr e b\u00ebn p\u00ebr 1 or\u00eb. Nj\u00eb djal\u00eb tjet\u00ebr, n\u00ebse nuk e ndihmojn\u00eb, gjithashtu shpenzon 10 or\u00eb. Kur e ndihmojn\u00eb, shpenzon 2 or\u00eb. Dhe ndihma merr 5-10 minuta. N\u00eb fund, kursejm\u00eb koh\u00eb dhe marr\u00ebim dy djem q\u00eb din\u00eb t\u00eb zgjidhin k\u00ebt\u00eb detyr\u00eb.<\/p>\n
Po, dhe duhet t\u00eb detyrosh. Programuesit nuk p\u00eblqejn\u00eb t\u00eb flasin me nj\u00ebri-tjetrin.<\/p>\n
Paketa e shkarkimit<\/h4>\n \nDiku kam shkruar tashm\u00eb nj\u00eb artikull p\u00ebr paket\u00ebn e shkarkimit, nuk do t\u00eb p\u00ebrs\u00ebris. \u00c7far\u00eb gjithmon\u00eb u thom njer\u00ebzve: ju jeni temporalisht k\u00ebtu, prandaj merrni gjith\u00e7ka q\u00eb mund nga puna. E vetmja gj\u00eb q\u00eb nuk mund t'ju marr\u00ebjn\u00eb kur t\u00eb dalin \u2013 jan\u00eb kompetencat, p\u00ebrvoja, lidhjet, aft\u00ebsit\u00eb. K\u00ebshtu, p\u00ebr k\u00ebto duhet t\u00eb fokusoheni.<\/p>\n
Nuk ka nevoj\u00eb t\u00eb p\u00ebrpiqeni t\u00eb integroni n\u00eb kompani, t\u00eb studioni historin\u00eb e saj, perspektivat, kush fle me k\u00eb, kush sa fiton, etj. Kjo \u00ebsht\u00eb informacion pa kuptim, sepse pas dor\u00ebheqjes nuk mund ta p\u00ebrdorni. Prandaj nuk ia vlen as t\u00eb shpenzoni koh\u00ebn p\u00ebr t\u00eb.<\/p>\n
Karakteristika kryesore e paket\u00ebs s\u00eb largimit \u00ebsht\u00eb se individi q\u00eb punon p\u00ebr t\u00eb sjell m\u00eb shum\u00eb p\u00ebrfitim p\u00ebr kompanin\u00eb sesa dikush q\u00eb ka ardhur thjesht p\u00ebr t\u00eb q\u00ebndruar n\u00eb pun\u00eb. Sepse sjellja e p\u00ebrfitimit p\u00ebr kompanin\u00eb \u00ebsht\u00eb gjithashtu nj\u00eb pjes\u00eb e paket\u00ebs s\u00eb largimit. Nj\u00eb kompetenc\u00eb mjaft e vlefshme.<\/p>\n
T\u00eb tregosh bot\u00ebn<\/h4>\n \nJo, nuk organizoj ekskursione me autobus p\u00ebr punonj\u00ebsit. Thjesht p\u00ebrpiqem t\u00eb flas m\u00eb shum\u00eb p\u00ebr at\u00eb q\u00eb po ndodh n\u00eb industrin\u00eb n\u00eb p\u00ebrgjith\u00ebsi, n\u00eb kompani t\u00eb tjera, me njer\u00ebz t\u00eb tjer\u00eb. Pik\u00ebrisht p\u00ebr t'u siguruar q\u00eb ata t\u00eb kuptojn\u00eb pozitat e tyre aktuale.<\/p>\n
N\u00eb vet\u00ebvler\u00ebsimin e individit, konteksti, shkalla ose standardet me t\u00eb cilat ata e krahasojn\u00eb veten jan\u00eb tep\u00ebr t\u00eb r\u00ebnd\u00ebsishme. N\u00ebse ata shikojn\u00eb vet\u00ebm dy koleg\u00eb, mund t\u00eb rezultoj\u00eb se ata jan\u00eb programatori m\u00eb i mir\u00eb n\u00eb k\u00ebt\u00eb bot\u00eb. Por n\u00ebse shohin at\u00eb q\u00eb b\u00ebjn\u00eb djemt\u00eb nga kompania ngjitur, at\u00ebher\u00eb vler\u00ebsimi do t\u00eb ndryshoj\u00eb menj\u00ebher\u00eb.<\/p>\n
Dua q\u00eb ata t\u00eb ken\u00eb nj\u00eb vler\u00ebsim sa m\u00eb t\u00eb sakt\u00eb. Q\u00eb ata t\u00eb mendojn\u00eb n\u00eb terma t\u00eb t\u00ebr\u00eb vendit, e jo vet\u00ebm t\u00eb departamentit IT ose fshatit. At\u00ebher\u00eb ata duan t\u00eb zhvillohen.<\/p>\n
P\u00ebrfundimet<\/h4>\n \nM\u00ebnyra e nxjerrjes s\u00eb p\u00ebrfundimeve \u00ebsht\u00eb vet\u00ebm e juaja. Un\u00eb kam skicuar hyrjen dhe daljen, por nuk kam ide n\u00ebse nj\u00ebra \u00ebsht\u00eb e kusht\u00ebzuar nga tjetra.<\/p>\n
Hyrja \u2013 si e drejtoj.
Mund t\u00eb ndodh\u00eb q\u00eb njer\u00ebzit nuk largohen p\u00ebr shkak t\u00eb asaj q\u00eb un\u00eb drejtoj, por pavar\u00ebsisht asaj q\u00eb un\u00eb b\u00ebj. At\u00ebher\u00eb un\u00eb vet\u00ebm tregoj se \u00e7far\u00eb po ndodh k\u00ebtu.<\/p>\n
Por ka markera q\u00eb un\u00eb i mbledh me kujdes.<\/p>\n
E para \u2013 kur un\u00eb largohem, ekipi im pothuajse gjithmon\u00eb shp\u00ebrndohet. Nuk mund t\u00eb punojn\u00eb me nj\u00eb shef t\u00eb ri.<\/p>\n
E dyta \u2013 s\u00eb fundmi nj\u00eb nga ish-punonj\u00ebsit e mi shkoi n\u00eb nj\u00eb intervist\u00eb n\u00eb nj\u00eb fabrik\u00eb t\u00eb madhe, dhe drejtori ishte i gatsh\u00ebm ta merrte vet\u00ebm p\u00ebr faktin se ai punoi n\u00eb ekipin tim.<\/p>\n
E treta \u2013 njer\u00ebz krejt t\u00eb panjohur kan\u00eb filluar t\u00eb vijn\u00eb te un\u00eb, jo n\u00eb kompanin\u00eb.<\/p>\n
E kat\u00ebrta \u2013 her\u00eb pas here njer\u00ebz t\u00eb panjohur m\u00eb shkruajn\u00eb n\u00eb internet dhe k\u00ebrkojn\u00eb t\u00eb punojn\u00eb me mua.<\/p>\n
E pesta \u2013 njer\u00ebzit nga ekipet p\u00ebrreth kan\u00eb filluar t\u00eb kalojn\u00eb te un\u00eb. N\u00eb nj\u00eb num\u00ebr t\u00eb till\u00eb sa q\u00eb ekipi po rritet ndjesh\u00ebm.<\/p>\n
\u00c7far\u00eb mendoni?habr.com<\/a> <\/p>","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"excerpt":{"rendered":"\u041e\u0434\u043d\u0430\u0436\u0434\u044b \u043d\u0430 \u0437\u0430\u0432\u043e\u0434\u0435, \u0433\u0434\u0435 \u044f \u0440\u0430\u0431\u043e\u0442\u0430\u043b \u0418\u0422-\u0434\u0438\u0440\u0435\u043a\u0442\u043e\u0440\u043e\u043c, \u0433\u043e\u0442\u043e\u0432\u0438\u043b\u0438 \u043e\u0442\u0447\u0435\u0442\u043d\u043e\u0441\u0442\u044c \u043a \u043a\u0430\u043a\u043e\u043c\u0443-\u0442\u043e \u043e\u0447\u0435\u0440\u0435\u0434\u043d\u043e\u043c\u0443 \u043c\u0435\u0440\u043e\u043f\u0440\u0438\u044f\u0442\u0438\u044e. \u041d\u0430\u0434\u043e \u0431\u044b\u043b\u043e \u0440\u0430\u0441\u0441\u0447\u0438\u0442\u0430\u0442\u044c \u0438 \u043f\u0440\u0435\u0434\u043e\u0441\u0442\u0430\u0432\u0438\u0442\u044c \u043f\u043e\u043a\u0430\u0437\u0430\u0442\u0435\u043b\u0438 \u043f\u043e \u0432\u044b\u0434\u0430\u043d\u043d\u043e\u043c\u0443 \u043f\u0435\u0440\u0435\u0447\u043d\u044e, \u0441\u0440\u0435\u0434\u0438 \u043d\u0438\u0445 \u0437\u0430\u0442\u0435\u0441\u0430\u043b\u0430\u0441\u044c \u0442\u0435\u043a\u0443\u0447\u0435\u0441\u0442\u044c \u043a\u0430\u0434\u0440\u043e\u0432. \u0418 \u0442\u0443\u0442 \u043e\u043a\u0430\u0437\u0430\u043b\u043e\u0441\u044c, \u0447\u0442\u043e \u0443 \u043c\u0435\u043d\u044f \u043e\u043d\u0430 \u0440\u0430\u0432\u043d\u0430 \u043d\u0443\u043b\u044e. \u0418\u0437 \u0440\u0443\u043a\u043e\u0432\u043e\u0434\u0438\u0442\u0435\u043b\u0435\u0439 \u044f \u0431\u044b\u043b \u0442\u0430\u043a\u043e\u0439 \u043e\u0434\u0438\u043d, \u0442\u0435\u043c \u0441\u0430\u043c\u044b\u043c \u043f\u0440\u0438\u0432\u043b\u0435\u043a \u043a \u0441\u0435\u0431\u0435 \u0432\u043d\u0438\u043c\u0430\u043d\u0438\u0435. \u041d\u0443 \u0438 \u0441\u0430\u043c \u0443\u0434\u0438\u0432\u0438\u043b\u0441\u044f \u2013 \u043e\u043a\u0430\u0437\u044b\u0432\u0430\u0435\u0442\u0441\u044f, \u043a\u043e\u0433\u0434\u0430 […]<\/p>\n","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[],"tags":[],"class_list":["post-40675","post","type-post","status-publish","format-standard","hentry"],"aioseo_notices":[],"aioseo_head":"\n\t\t\n\t