<\/a><\/noindex><\/p>\nP\u00ebrgjegj\u00ebsia e drejtuesit<\/h4>\n \nUn\u00eb gjithmon\u00eb kam besuar se d\u00ebshtimet e n\u00ebnshtruarve jan\u00eb d\u00ebshtime t\u00eb drejtuesit t\u00eb tyre. Prandaj, gjithmon\u00eb qeshi, kur d\u00ebgjoj si shefi kritikon n\u00ebnshtruarit e tij n\u00eb mbledhje.<\/p>\n
N\u00ebse un\u00eb udh\u00ebheq nj\u00eb person dhe ai punon keq, at\u00ebher\u00eb un\u00eb po b\u00ebj di\u00e7ka gabim, dhe nxjerrja e tij n\u00eb nivelin e k\u00ebrkuar (p\u00ebr mua) \u00ebsht\u00eb detyra ime. Kjo pra do t\u00eb thot\u00eb se duhet t\u00eb mendoj si ta b\u00ebj at\u00eb nj\u00eb person t\u00eb mir\u00eb, e jo ai.<\/p>\n
Shum\u00eb her\u00eb kam hasur n\u00eb k\u00ebt\u00eb pik\u00eb. Nj\u00eb person vjen te un\u00eb dhe pas nj\u00eb muaji do t\u00eb ik\u00eb. E pyes \u2013 \u00e7far\u00eb po ndodh? E ai thot\u00eb \u2013 nuk i p\u00ebrmbush k\u00ebrkesat. Un\u00eb i them \u2013 pse t\u00eb shqet\u00ebson ty? Si mundet, thot\u00eb, un\u00eb jam i keq, duhet t\u00eb m\u00eb largoni.<\/p>\n
M\u00eb duhet t\u00eb shpjegoj se n\u00ebse ai punon keq, at\u00ebher\u00eb di\u00e7ka nuk \u00ebsht\u00eb n\u00eb rregull me sistemin tim t\u00eb menaxhimit, dhe un\u00eb do ta ndryshoj at\u00eb. Ai duhet thjesht t\u00eb punoj\u00eb dhe t\u00eb mos shqet\u00ebsohet. Do t\u00eb gjej ndonj\u00eb zgjidhje.<\/p>\n
P\u00ebrllogaritja e ve\u00e7orive individuale<\/h4>\n \nDuket 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\u00ebri \u00ebsht\u00eb nj\u00eb zhvillues i mir\u00eb dhe i nevojitet vetmia. Shum\u00eb mir\u00eb, po t\u00eb jap\u00eb kufje dhe nj\u00eb k\u00ebnd t\u00eb larg\u00ebt, do t\u00eb marr\u00ebsh detyrat p\u00ebrmes post\u00ebs. Nj\u00eb tjet\u00ebr p\u00eblqen dhe di t\u00eb bisedoj\u00eb e t\u00eb t\u00ebrheq\u00eb njer\u00ebzit \u2013 shum\u00eb mir\u00eb, shko dhe merr k\u00ebrkesat dhe dor\u00ebzo detyrat.<\/p>\n
E treti \u00ebsht\u00eb i ngadalsh\u00ebm \u2013 mir\u00eb, s'ka \u00e7far\u00eb t\u00eb b\u00ebj\u00eb n\u00eb linj\u00ebn e mb\u00ebshtetjes. E kat\u00ebrta ka 8 nga 10 n\u00eb treguesin \"Fat\" \u2014 do t\u00eb thot\u00eb, merr detyrat m\u00eb t\u00eb \u00e7mendura. E pesta s'ka zhvilluar mendimin abstrakt, nuk mund t\u00eb dizajnoj\u00eb nj\u00eb zgjidhje n\u00eb mendje \u2013 shk\u00eblqyer, do t\u00eb p\u00ebrdorim m\u00ebngjesin korean.<\/p>\n
Dhe k\u00ebshtu me radh\u00eb. Ka qen\u00eb nj\u00eb koh\u00eb kur kam provuar t\u2019i trajtoj\u00eb t\u00eb gjith\u00eb nj\u00ebsoj \u2013 nuk funksionon, shkakton rezistenc\u00eb t\u00eb brendshme. T\u00eb gjith\u00eb duan t\u00eb jen\u00eb vetvetja.<\/p>\n
Njer\u00ebzit n\u00eb pun\u00eb<\/h4>\n \nGjithmon\u00eb p\u00ebrpiqem t\u00eb shoh n\u00eb punonj\u00ebs njer\u00ebz dhe t\u00eb flas me njer\u00ebzit, e jo me punonj\u00ebsit. K\u00ebto jan\u00eb entitete krejt\u00ebsisht t\u00eb ndryshme.<\/p>\n
Punonj\u00ebsi duhet t\u00eb p\u00ebrfundoj\u00eb pun\u00ebn, t\u00eb sillet n\u00eb nj\u00eb m\u00ebnyr\u00eb t\u00eb caktuar, t\u00eb shkoj\u00eb n\u00eb festa etj.<\/p>\n
Njeriut i nevojitet t\u00eb paguaj\u00eb hipotek\u00ebn, t\u00eb \u00e7oj\u00eb f\u00ebmij\u00ebn n\u00eb st\u00ebrvitje gjat\u00eb orarit t\u00eb pun\u00ebs, t\u00eb qaj\u00eb n\u00eb krah, t\u00eb fitoj\u00eb m\u00eb shum\u00eb para, t\u00eb fitoj\u00eb vet\u00ebbesim, t\u00eb mendoj\u00eb p\u00ebr t\u00eb ardhmen.<\/p>\n
Atje un\u00eb p\u00ebrpiqem t\u00eb punoj me njeriun, e jo me p\u00ebrfaq\u00ebsimin e tij n\u00eb standardet korporative.<\/p>\n
T\u00eb lejoj t\u00eb largohet nga puna<\/h4>\n \nSi\u00e7 \u00ebsht\u00eb e \u00e7uditshme, shum\u00eb kan\u00eb nj\u00eb problem t\u00eb till\u00eb \u2013 \u00ebsht\u00eb e v\u00ebshtir\u00eb t\u00eb marr\u00ebsh leje nga puna, ve\u00e7an\u00ebrisht n\u00ebse duhet ta b\u00ebsh at\u00eb sistematikisht. Pastaj duhet t\u00eb kompensosh, t\u00eb marr\u00ebsh pushim me pages\u00eb, t\u00eb miratosh nj\u00eb orar individual.<\/p>\n
Dhe un\u00eb vet\u00eb kam f\u00ebmij\u00eb, t\u00eb cil\u00ebt shkojn\u00eb vazhdimisht n\u00eb st\u00ebrvitje. Dhe q\u00eb kat\u00ebr vjet nuk punoj asnj\u00ebher\u00eb gjat\u00eb gjith\u00eb dit\u00ebs.<\/p>\n
Po ashtu veproj edhe me punonj\u00ebsit. Kishte nj\u00eb djal\u00eb, t\u00eb cilit f\u00ebmija shkonte n\u00eb kopsht logopedik, dhe aty duhej t\u00eb merrej deri n\u00eb 17:00 \u2013 a \u00ebsht\u00eb e keqe, le t\u00eb largohet nj\u00eb or\u00eb m\u00eb her\u00ebt \u00e7do dit\u00eb. Pastaj ka raste p\u00ebr t\u00eb shkuar n\u00eb spital, p\u00ebr t\u00eb shkuar n\u00eb elb n\u00eb shkoll\u00eb, p\u00ebr t\u00eb bler\u00eb sigurimin \u2013 krejt\u00ebsisht pa probleme.<\/p>\n
Si\u00e7 \u00ebsht\u00eb e \u00e7uditshme, askush kurr\u00eb nuk e ka keqp\u00ebrdorur. Dhe e vler\u00ebsojn\u00eb shum\u00eb.<\/p>\n
Vlerat dhe standardet korporative<\/h4>\n \nM\u00eb intereson fare. Diku e kam besuar k\u00ebt\u00eb t\u00eb \u00e7mendur, kur kam punuar n\u00eb kompanin\u00eb e par\u00eb, pastaj kuptova se ishte budallall\u00ebk. Sikur t\u00eb ishin dyqanet \u2013 nj\u00eb \u00ebsht\u00eb blu, tjetri kuq, n\u00eb t\u00eb tretin japin p\u00ebr t\u00eb provuar salsi\u00e7e, n\u00eb t\u00eb kat\u00ebrtin buke t\u00eb fresk\u00ebt. A do t\u00eb shkoj p\u00ebr vet\u00ebm se ai \u00ebsht\u00eb \u2013 i kuq?<\/p>\n
Dhe un\u00eb vet\u00eb nuk e b\u00ebj, dhe ua sugjeroj n\u00ebnvepruesve. Natyrisht, nuk e ndaloj, n\u00ebse ndokush ka nj\u00eb nevoj\u00eb t\u00eb lart\u00eb p\u00ebr p\u00ebrkat\u00ebsi dhe d\u00ebshiron t\u00eb merr pjes\u00eb n\u00eb organizimin e nj\u00eb muzike, por nuk do ta mb\u00ebshtes ashtu.<\/p>\n
Mbrojtja<\/h4>\n \nMbrojtja e punonj\u00ebsve t\u00eb kompanis\u00eb, zakonisht, \u00ebsht\u00eb e nevojshme nga vet\u00eb kompania. P\u00ebr shembull, nga burokracia. N\u00ebse t\u00eb gjith\u00eb detyrohen t\u00eb shkruajn\u00eb ndonj\u00eb raport, un\u00eb p\u00ebrpiqem t'i shp\u00ebtoj ata nga kjo, ndonj\u00ebher\u00eb e marr k\u00ebt\u00eb raport mbi vete.<\/p>\n
Ndonj\u00ebher\u00eb, mbrojtja duhet nga njer\u00ebzit \u2013 menaxher\u00ebt, klient\u00ebt, shefat e tjer\u00eb etj. Programuesit shpesh jan\u00eb introvert\u00eb dhe nuk kan\u00eb shum\u00eb p\u00ebrvoj\u00eb n\u00eb grindjet zyrtare, prandaj i marr p\u00ebrsip\u00ebr konfliktin dhe p\u00ebrpiqem ta zgjidh.<\/p>\n
T\u00eb ardhurat<\/h4>\n \nKa nj\u00eb problem me programuesit \u2013 nuk \u00ebsht\u00eb gjithmon\u00eb e qart\u00eb p\u00ebr \u00e7far\u00eb ata paguhen. Prandaj, ta b\u00ebsh q\u00eb ata t\u00eb paguhen m\u00eb shum\u00eb \u00ebsht\u00eb e v\u00ebshtir\u00eb. Por un\u00eb p\u00ebrpiqem.<\/p>\n
Zakonisht shkoj p\u00ebrmes ndryshimit t\u00eb sistemit t\u00eb motivimit \u2013 krijoj nj\u00eb t\u00eb till\u00eb q\u00eb lejon t\u00eb fitohet m\u00eb shum\u00eb duke u angazhuar m\u00eb shum\u00eb ose duke rritur efikasitetin. Pra, t\u00eb gjith\u00eb kan\u00eb nj\u00eb sistem motivimi, nd\u00ebrsa t\u00eb miat jan\u00eb t\u00eb ndryshme. Pastaj k\u00ebrkojn\u00eb t\u00eb krijoj sistem motivimi p\u00ebr departamente t\u00eb tjera kur e shohin efektivitetin e programuesve.<\/p>\n
Puna n\u00eb koh\u00eb t\u00eb pa pun\u00ebs<\/h4>\n \nE urrej t\u00eb punoj n\u00eb koh\u00eb t\u00eb pa pun\u00ebs. Prandaj, t\u00eb gjith\u00ebve u rekomandoj ngjitsh\u00ebm q\u00eb ta shmangin k\u00ebt\u00eb. N\u00eb fabrik\u00eb, kjo shkaktoi konflikte t\u00eb vazhdueshme me menaxher\u00ebt e tjer\u00eb.<\/p>\n
Ata jan\u00eb t\u00eb zakonsh\u00ebm q\u00eb i mbajn\u00eb t\u00eb tyre pas orarit dhe i th\u00ebrrasin n\u00eb fundjav\u00eb. N\u00ebse u nevojitet nj\u00eb programues t\u00eb diel\u00ebn \u2013 vin\u00eb dhe k\u00ebrkojn\u00eb. Un\u00eb i d\u00ebrgoj. U them q\u00eb ata jan\u00eb idiots, p\u00ebrderisa nuk mund t\u00eb planifikojn\u00eb pun\u00ebn e tyre q\u00eb t\u00eb p\u00ebrfundojn\u00eb brenda 8 or\u00ebve.<\/p>\n
Manipulimi<\/h4>\n \n\u00c7do njeri mund t\u00eb manipulohet, p\u00ebrfshir\u00eb \u2013 menaxherin. M\u00eb duket kjo e neveritshme. Prandaj, e ndaloj \u00e7do p\u00ebrpjekje p\u00ebr t\u00eb m\u00eb manipuluar.<\/p>\n
Asnj\u00ebher\u00eb nuk kam preferenca, as \u201cpjes\u00eb e ve\u00e7ant\u00eb\u201d, as \u201cdora e djatht\u00eb\u201d e as favorit\u00eb. Dhe kushdo q\u00eb p\u00ebrpiqet t\u00eb b\u00ebhet i till\u00eb do t\u00eb marr\u00eb nj\u00eb m\u00ebsim mbi manipulimin.<\/p>\n
Q\u00ebllimet<\/h4>\n \nQ\u00ebllimet q\u00eb vendos kompania, un\u00eb gjithmon\u00eb i kompletoj ose i z\u00ebvend\u00ebsoj plot\u00ebsisht. Q\u00ebllimi p\u00ebrfundimtar te t\u00eb miat \u00ebsht\u00eb gjithmon\u00eb m\u00eb i lart\u00eb dhe m\u00eb i gjer\u00eb.<\/p>\n
N\u00eb t\u00eb v\u00ebrtet\u00eb, sinqerisht, n\u00eb asnj\u00eb kompani q\u00ebllimet e punonj\u00ebsve nuk jan\u00eb formuluar si\u00e7 duhet. Ka disa t\u00eb p\u00ebrgjithshme, q\u00eb nuk kan\u00eb kuptim, dhe p\u00ebr pasoj\u00eb, nuk motivojn\u00eb.<\/p>\n
Un\u00eb vendos q\u00ebllime ambicioze. Pra, di\u00e7ka si t\u00eb dyfishohet n\u00eb produktivitet.<\/p>\n
Q\u00ebllimet personale<\/h4>\n \nP\u00ebrpiqem t\u00eb kuptoj objektivat personale t\u00eb secilit dhe t\u00eb ndihmoj n\u00eb arritjen e tyre p\u00ebrmes pun\u00ebs. Zakonisht, objektivat personale t\u00eb programuesve jan\u00eb nd\u00ebrlidhur me profesionin e tyre, ose mund t\u00eb realizohen p\u00ebrmes tij.<\/p>\n
P\u00ebr shembull, n\u00ebse nj\u00eb person d\u00ebshiron t\u00eb b\u00ebhet shef, un\u00eb e ndihmoj at\u00eb. Aktualisht, kam hapur nj\u00eb program stazhimi, nj\u00eb praktik\u00eb p\u00ebr menaxher\u00ebt \u2013 thjesht i jap nj\u00eb pjes\u00eb t\u00eb ekipit p\u00ebr t'u menaxhuar, e ndihmoj, dhe n\u00ebse japin rezultate t\u00eb mira, ata marrin ekipin n\u00eb dispozit\u00eb t\u00eb p\u00ebrhershme.<\/p>\n
Zhvillim i detyruar<\/h4>\n \nE motivoj at\u00eb q\u00eb t\u00eb zhvillohet. Duke pasur parasysh se un\u00eb e pranoj zhvillimin vet\u00ebm p\u00ebrmes praktik\u00ebs, individi thjesht merr detyra q\u00eb jan\u00eb t\u00eb v\u00ebshtira p\u00ebr t\u00eb.<\/p>\n
Jo t\u00eb gjitha, por rreth 30% \u2013 ndonj\u00eb gj\u00eb t\u00eb panjohur, t\u00eb re, t\u00eb v\u00ebshtir\u00eb. P\u00ebr t\u00eb siguruar q\u00eb truri t\u00eb jet\u00eb gjithmon\u00eb aktiv dhe t\u00eb mos punoj\u00eb automatikisht.<\/p>\n
Aktualisht, kam b\u00ebr\u00eb zhvillimin nj\u00eb norm\u00eb, duke e inkorporuar n\u00eb metrikat e pun\u00ebs. Pra, nuk ka nirvana \u2013 \u00e7do muaj duhet t\u00eb rritemi. Duket se e arrijm\u00eb k\u00ebt\u00eb.<\/p>\n
Konfliktet<\/h4>\n \nM\u00eb p\u00eblqejn\u00eb konfliktet, sepse ato zbulojn\u00eb probleme. Nuk kaloj p\u00ebrkrah, por i shqyrtoj dhe k\u00ebrkoj zgjidhje. Kjo vlen p\u00ebr konfliktet e brendshme dhe ato t\u00eb jashtme.<\/p>\n
N\u00eb p\u00ebrgjith\u00ebsi, duhet t\u00eb g\u00ebzohemi p\u00ebr konfliktet. Nuk ka asgj\u00eb m\u00eb t\u00eb keqe 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 ngjarje korporative, takime, dalje dhe shkuarje n\u00eb laser tag. N\u00ebse ata takohen diku pa mua \u2013 nuk ma heq p\u00ebr dore, \u00ebsht\u00eb puna e tyre.<\/p>\n
M\u00eb duket se takimi i ekipit me shefin n\u00eb nj\u00eb ambient informale \u00ebsht\u00eb nj\u00eb vet\u00ebk\u00ebnaq\u00ebsi. Duket se t\u00eb gjith\u00eb e kuptojn\u00eb se shefi atje \u2013 nuk \u00ebsht\u00eb m\u00eb shef. Por t\u00eb gjith\u00eb e mbajn\u00eb mend se nes\u00ebr \u00ebsht\u00eb n\u00eb pun\u00eb. Dhe nuk mund t\u00eb relaksohen plot\u00ebsisht. Pra, atmosfera nuk \u00ebsht\u00eb krejt\u00ebsisht informale.<\/p>\n
Atmosfera<\/h4>\n \nK\u00ebtu \u00ebsht\u00eb e v\u00ebshtir\u00eb t\u00eb shpjegohet. N\u00eb ekip gjithmon\u00eb ekziston nj\u00eb atmosfer\u00eb, humor, fokus, tension, relaksim, energji, plog\u00ebshti, etj. N\u00eb p\u00ebrmbledhje, atmosfera.<\/p>\n
P\u00ebr k\u00ebt\u00eb atmosfer\u00eb duhet t\u00eb p\u00ebrgjigjet shefi, p\u00ebrkat\u00ebsisht un\u00eb. K\u00ebt\u00eb atmosfer\u00eb e monitoroj vazhdimisht. Madje jo ashtu: un\u00eb e krijoj at\u00eb. Dhe m\u00eb pas e monitoroj dhe e korrigjoj. Pra, punoj si nj\u00eb animator, kloun ose moderator.<\/p>\n
Un\u00eb thjesht vura re se atmosfera ndikon n\u00eb efikasitet thjesht magjikisht. Kam edhe numra p\u00ebr k\u00ebt\u00eb tem\u00eb, mbledhur p\u00ebr dy vjet, her\u00ebt a von\u00eb do ta shkruaj p\u00ebr k\u00ebt\u00eb. Me atmosfer\u00ebn e duhur, mund t\u00eb rritesh edhe dyfishi, edhe trefishi, pa p\u00ebrdorimin e metodave t\u00eb tjera.
Pa ceremonit\u00eb<\/h4>\n \nP\u00ebrpiqem ta minimizoj \u00e7do ceremoni oborrtare dhe etiket\u00eb komunikimi. Q\u00eb komunikimi t\u00eb jet\u00eb sa m\u00eb i thjesht\u00eb dhe efikas.<\/p>\n
N\u00eb fillim, kur punonj\u00ebsi sapo ka ardhur, kjo \u00ebsht\u00eb shum\u00eb e v\u00ebshtir\u00eb. Nuk jan\u00eb t\u00eb habituar njer\u00ebzit, kur fraza '\u00e7far\u00eb t\u00eb dh\u00ebnash ke shkruar' - nuk \u00ebsht\u00eb fyerje, por thjesht nj\u00eb vler\u00ebsim i kodit. Duhet t\u00eb shpjegoj, t\u00eb kap ata q\u00eb menduan se u jepet ndonj\u00eb aluzion p\u00ebr t\u00eb ikur.<\/p>\n
K\u00ebnaq\u00ebsia m\u00eb e madhe vjen pastaj, kur t\u00eb gjith\u00eb e kan\u00eb zakon. Nuk ka nevoj\u00eb p\u00ebr rrethime dhe p\u00ebr t\u00eb veshur fjal\u00ebt n\u00eb disa standarte. Kodi \u00ebsht\u00eb shi? K\u00ebshtu themi. Djaloshi \u00ebsht\u00eb duke ngadal\u00ebsuar? Po, k\u00ebshtu \u00ebsht\u00eb. Dhe nuk ka shkuar n\u00eb nj\u00eb drejtim t\u00eb gabuar.<\/p>\n
N\u00ebnshtrimi i pakusht\u00ebzuar<\/h4>\n \nGjithmon\u00eb arrij n\u00ebnshtrim t\u00eb pakusht\u00ebzuar. N\u00ebse thash\u00eb sot t\u00eb mos punoj\u00eb \u2013 do t\u00eb thot\u00eb, sot nuk punon. N\u00ebse them nj\u00eb or\u00eb t\u00eb shkruaj kod, nj\u00eb or\u00eb t\u00eb eci jasht\u00eb \u2013 ashtu do t\u00eb b\u00ebhet. Thash\u00eb t\u00eb heq\u00ebsh monitorin e dyt\u00eb \u2013 duhet t\u00eb hiqet. K\u00ebrkoj t\u00eb nd\u00ebrroni vendet \u2013 nuk ka vend p\u00ebr \u00e7\u00ebshtje t\u00eb kota.<\/p>\n
Kjo nuk \u00ebsht\u00eb \u00e7menduri, por eksperimente dhe verifikim hipotezash. T\u00eb gjith\u00eb e din\u00eb k\u00ebt\u00eb, prandaj nuk rezistojn\u00eb. Ata, si\u00e7 thon\u00eb, jan\u00eb p\u00ebr \u00e7do lloj t\u00eb nxehjes, p\u00ebrve\u00e7 s\u00eb uritur. Sepse rezultatet e k\u00ebtyre eksperimenteve rrisin efikasitetin e tyre, zjarrin e ardhurave dhe zhvillimin e kompetencave. Prandaj nuk ka nevoj\u00eb p\u00ebr shpjegime.<\/p>\n
T\u00eb ve\u00e7ant\u00eb<\/h4>\n \nVura re se njer\u00ebzit p\u00eblqejn\u00eb t\u00eb ndihen t\u00eb ve\u00e7ant\u00eb, n\u00eb krahasim me punonj\u00ebsit e tjer\u00eb t\u00eb kompanis\u00eb. Prandaj i b\u00ebj ata t\u00eb ve\u00e7ant\u00eb.<\/p>\n
Ne, pothuajse gjithmon\u00eb kemi sistemin ton\u00eb t\u00eb motivimit, q\u00ebllimet tona, metodat tona, efikasitetin ton\u00eb, qasjet tona dhe filozofin\u00eb ton\u00eb.<\/p>\n
Ve\u00e7an\u00ebrisht njer\u00ebzit p\u00eblqejn\u00eb kur kjo ve\u00e7ori e tyre v\u00ebrehet nga jasht\u00eb, apo madje nga lart. Un\u00eb p\u00ebrpiqem ta b\u00ebj k\u00ebshtu. Diku q\u00eb drejtori t\u00eb dij\u00eb se ne k\u00ebtu po rrisim efikasitetin dhe po ia dalim, dhe ai fiton m\u00eb shum\u00eb para. Pastaj e stimuloj t\u00eb vij\u00eb dhe t\u00eb vler\u00ebsoj\u00eb njer\u00ebzit. Tani ata g\u00ebzohen si f\u00ebmij\u00eb, dhe vazhdojn\u00eb t\u00eb p\u00ebrpiqen.<\/p>\n
K\u00ebrkesat p\u00ebr cil\u00ebsi<\/h4>\n \nUn\u00eb kam k\u00ebrkesa t\u00eb larta p\u00ebr cil\u00ebsin\u00eb. E, m\u00eb kujtohet \u2013 q\u00eb djema t\u00eb mos ndihen keq p\u00ebr ta treguar. K\u00ebto k\u00ebrkesa i shp\u00ebrndaj tek n\u00ebnshtruarit.<\/p>\n
Thjesht sepse e konsideroj k\u00ebt\u00eb nj\u00eb aft\u00ebsi t\u00eb dobishme. Po ashtu, sepse kam p\u00ebrgjegj\u00ebsi p\u00ebr at\u00eb q\u00eb b\u00ebjn\u00eb n\u00ebnshtruarit.<\/p>\n
Shpesh i detyroj t\u00eb rishikojn\u00eb, n\u00ebse ka mund\u00ebsi. Por m\u00eb shpesh \u2013 p\u00ebrpiqem t\u00eb jem i pranish\u00ebm n\u00eb faz\u00ebn e projektimit, q\u00eb t\u00eb jet\u00eb gjith\u00e7ka n\u00eb rregull menj\u00ebher\u00eb.<\/p>\n
Dhe njer\u00ebzit zakonisht e pranojn\u00eb, dhe fillojn\u00eb ta p\u00eblqejn\u00eb. Para s\u00eb gjithash, sepse k\u00ebrkesat e t\u00eb tjer\u00ebve jan\u00eb m\u00eb t\u00eb ul\u00ebta, k\u00ebshtu q\u00eb imja ka nj\u00eb avantazh konkurues.<\/p>\n
Shum\u00eb ndihmoj<\/h4>\n \nNj\u00eblloj, nuk i l\u00eb ata pas dore. N\u00ebse nj\u00eb detyr\u00eb duhet t\u00eb p\u00ebrfundohet, at\u00ebher\u00eb e b\u00ebjm\u00eb ne, e jo ai. N\u00eb k\u00ebt\u00eb m\u00ebnyr\u00eb, p\u00ebrgjegj\u00ebsia \u00ebsht\u00eb e gjith\u00eb ekipit, dhe duke qen\u00eb pjes\u00eb e k\u00ebtij ekipi, ky rregull zbatohet edhe p\u00ebr mua.<\/p>\n
N\u00ebse duhet t\u00eb b\u00ebhet menj\u00ebher\u00eb, dhe personi nuk po e menaxhon \u2013 ulemi dhe ndihmoj. N\u00ebse nuk e arrin dot, dhe afatet po afrohen, e detyroj dhe filloj ta b\u00ebj vet\u00eb. Pastaj, kur ta dor\u00ebzojm\u00eb, shpjegoj si dhe \u00e7far\u00eb duhej b\u00ebr\u00eb, ku ishte gabimi etj.<\/p>\n
I detyroj t\u00eb ndihmojn\u00eb nj\u00ebri-tjetrin<\/h4>\n \nS\u00ebrish, 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 jan\u00eb gjithmon\u00eb t\u00eb shp\u00ebrndara mes njer\u00ebzve. Prandaj, efektiviteti i zgjidhjes s\u00eb \u00e7do detyre ndryshon ndjesh\u00ebm nga nj\u00eb ekzekutues n\u00eb tjetrin.<\/p>\n
N\u00eb t\u00eb v\u00ebrtet\u00eb, mjafton t\u00eb b\u00ebsh q\u00eb t\u00eb gjith\u00eb t\u00eb din\u00eb detyrat e secilit. N\u00eb m\u00ebngjes shpejt diskutojm\u00eb me z\u00eb t\u00eb lart\u00eb, dhe menj\u00ebher\u00eb gjenden lidhjet. Nj\u00ebrit i thot\u00eb \u2013 oh, un\u00eb kam b\u00ebr\u00eb di\u00e7ka t\u00eb ngjashme. Shk\u00eblqyesh\u00ebm, at\u00ebher\u00eb ti do t\u00eb ndihmosh.<\/p>\n
Diku k\u00ebtu. Nj\u00eb person p\u00ebrfundoi nj\u00eb detyr\u00eb, askush nuk mundi t\u00eb ndihmoj\u00eb, harxhoi 10 or\u00eb. T\u00eb dyt\u00ebn her\u00eb do ta b\u00ebj\u00eb p\u00ebr 1 or\u00eb. Nj\u00eb person tjet\u00ebr, n\u00ebse nuk e ndihmon, gjithashtu do t\u00eb harxhoj\u00eb 10 or\u00eb. Por n\u00ebse e ndihmon, do t\u00eb harxhoj\u00eb 2 or\u00eb. Dhe p\u00ebr ndihm\u00ebn do t\u00eb harxhohen 5-10 minuta. N\u00eb fund, kursejm\u00eb koh\u00eb dhe marrim dy njer\u00ebz q\u00eb e din\u00eb si ta zgjidhin k\u00ebt\u00eb detyr\u00eb.<\/p>\n
Po, dhe \u00ebsht\u00eb e domosdoshme t\u00eb detyrosh. Programmuesit nuk e duan t\u00eb flasin me nj\u00ebri-tjetrin.<\/p>\n
Paketa e largimit<\/h4>\n \nDiku kam shkruar nj\u00eb artikull rreth paket\u00ebs s\u00eb largimit, nuk do ta p\u00ebrs\u00ebris. Gjithmon\u00eb u them njer\u00ebzve: ju jeni k\u00ebtu p\u00ebrkoh\u00ebsisht, prandaj merrni nga puna \u00e7do gj\u00eb q\u00eb mundeni. E vetmja gj\u00eb q\u00eb nuk do t'ju marrin n\u00eb dalje \u2013 jan\u00eb kompetencat, p\u00ebrvoja, lidhjet, aft\u00ebsit\u00eb. K\u00ebto jan\u00eb ato q\u00eb duhet t\u00eb p\u00ebrqendroheni.<\/p>\n
Mos 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 largimit nuk mund t\u00eb p\u00ebrdoret. Prandaj, nuk ia vlen t\u00eb humbni koh\u00ebn p\u00ebr t\u00eb.<\/p>\n
Pika kryesore e paket\u00ebs s\u00eb largimit \u00ebsht\u00eb se personi q\u00eb punon p\u00ebr t\u00eb, i sjell kompanis\u00eb m\u00eb shum\u00eb p\u00ebrfitim sesa dikush q\u00eb ka ardhur thjesht p\u00ebr t\u00eb q\u00ebndruar n\u00eb pun\u00eb. Sepse sjellja e p\u00ebrfitimeve p\u00ebr kompanin\u00eb \u00ebsht\u00eb gjithashtu nj\u00eb pjes\u00eb e paket\u00ebs s\u00eb largimit. Nj\u00eb kompetenc\u00eb shum\u00eb e r\u00ebnd\u00ebsishme.<\/p>\n
T\u00eb tregosh bot\u00ebn<\/h4>\n \nJo, nuk organizoj ekskursione me autobuz p\u00ebr punonj\u00ebsit. Thjesht p\u00ebrpiqem t\u00eb flas sa 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. Sakt\u00ebsisht p\u00ebr t'i ndihmuar njer\u00ebzit t\u00eb kuptojn\u00eb pozicionin e tyre aktual.<\/p>\n
N\u00eb vet\u00ebvler\u00ebsimin e nj\u00eb personi, caktimi i q\u00ebllimeve \u00ebsht\u00eb jasht\u00ebzakonisht i r\u00ebnd\u00ebsish\u00ebm konteksti, ose shkalla, ose standardet me t\u00eb cilat ai e krahasohet. N\u00ebse ai shikon vet\u00ebm dy koleg\u00eb, mund t\u00eb ndodh\u00eb q\u00eb ai \u00ebsht\u00eb programuesi m\u00eb i mir\u00eb n\u00eb k\u00ebt\u00eb bot\u00eb. Por n\u00ebse shikon ato q\u00eb b\u00ebjn\u00eb djemt\u00eb nga kompania fqinje, at\u00ebher\u00eb vler\u00ebsimi do t\u00eb zhvendoset menj\u00ebher\u00eb.<\/p>\n
Dua q\u00eb ata t\u00eb ken\u00eb nj\u00eb vler\u00ebsim maksimalisht adekuat. Q\u00eb ata t\u00eb mendojn\u00eb n\u00eb terma t\u00eb gjith\u00eb vendit, dhe jo vet\u00ebm t\u00eb departamentit IT ose fshatit. At\u00ebher\u00eb ata duan t\u00eb zhvillohen.<\/p>\n
P\u00ebrfundimet<\/h4>\n \nMerrni p\u00ebrfundimet vet\u00ebm vet\u00eb. Un\u00eb kam p\u00ebrshkruar hyrjen dhe daljen, por nuk kam asnj\u00eb ide n\u00ebse nj\u00ebra \u00ebsht\u00eb e shkaktuar nga tjetra.<\/p>\n
Hyrja \u2013 si udh\u00ebheq.
\u00cbsht\u00eb krejt\u00ebsisht e mundshme q\u00eb njer\u00ebzit t\u00eb mos largohen jo p\u00ebr shkak t\u00eb asaj si udh\u00ebheq, por pavar\u00ebsisht saj. At\u00ebher\u00eb un\u00eb thjesht humbas n\u00eb hamendje se p\u00ebrse ata jan\u00eb k\u00ebtu.<\/p>\n
Por ka marka q\u00eb un\u00eb i mbledh me kujdes.<\/p>\n
E para \u2013 kur un\u00eb largohem, ekipi zakonisht shp\u00ebrndan. Nuk mund t\u00eb punojn\u00eb me shefin e 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 gati ta merrte vet\u00ebm p\u00ebr faktin se ai kishte punuar n\u00eb ekipin tim.<\/p>\n
E treta \u2013 njer\u00ebz t\u00eb panjohur filluan t\u00eb vin\u00eb te un\u00eb, q\u00eb erdh\u00ebn pik\u00ebrisht te un\u00eb, e jo n\u00eb kompani.<\/p>\n
E kat\u00ebrta \u2013 ndonj\u00ebher\u00eb m\u00eb shkruajn\u00eb njer\u00ebz t\u00eb panjohur n\u00eb internet dhe k\u00ebrkojn\u00eb t\u00eb vijn\u00eb te un\u00eb.<\/p>\n
E pesta \u2013 njer\u00ebzit nga ekipet fqinje filluan t\u00eb kalojn\u00eb te un\u00eb. N\u00eb nj\u00eb num\u00ebr aq t\u00eb madh saqe ekipi po rritet shum\u00eb.<\/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