{"id":53448,"date":"2019-12-02T00:00:00","date_gmt":"2019-12-01T21:00:00","guid":{"rendered":"https:\/\/prohoster.info\/blog\/blog_prohoster\/menedzhment-dlya-nachinayushhih-rukovoditel-ili-zavhoz"},"modified":"2020-02-18T14:01:21","modified_gmt":"2020-02-18T11:01:21","slug":"menedzhment-dlya-nachinayushhih-rukovoditel-ili-zavhoz","status":"publish","type":"post","link":"https:\/\/prohoster.info\/sq\/blog\/news\/menedzhment-dlya-nachinayushhih-rukovoditel-ili-zavhoz","title":{"rendered":"Menaxhimi p\u00ebr t\u00eb filluar: drejtuesi apo menaxheri","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"

Teoria e \"menaxhimit\" ka arritur shum\u00eb n\u00eb analiz\u00ebn e sjelljes s\u00eb drejtuesve, n\u00eb studimin e shkakut t\u00eb suksesit dhe d\u00ebshtimeve t\u00eb tyre, dhe n\u00eb sistematizimin e njohurive se si t\u00eb zhvilloni cil\u00ebsi t\u00eb forta n\u00eb vetvete dhe t\u00eb luftoni me ato t\u00eb dob\u00ebtat.<\/p>\n

Teoretik\u00ebt e huaj g\u00ebzojn\u00eb nj\u00eb v\u00ebmendje t\u00eb ve\u00e7ant\u00eb nga ne. Pyetni shefin se \u00e7far\u00eb t\u00eb lexoni mbi k\u00ebt\u00eb tem\u00eb ose k\u00ebrkoni t\u00eb p\u00ebrmend\u00eb \"libri i preferuar\". Me siguri do t\u00eb d\u00ebgjoni emrat Goldratt, Adizes, Machiavelli... Kam qen\u00eb d\u00ebshmitar n\u00eb m\u00ebnyr\u00eb t\u00eb p\u00ebrs\u00ebritur se njohurit\u00eb \"e \u00e7muara\" t\u00eb nxjerra nga k\u00ebto libra e z\u00ebvend\u00ebsojn\u00eb p\u00ebrjet\u00ebsisht \"njohurit\u00eb\" shkollore n\u00eb mendjen e \"drejtuesve\". Nj\u00eb person me v\u00ebshtir\u00ebsi dhe tashm\u00eb gabimisht p\u00ebrgjigjet n\u00eb pyetjen \"\u00c7far\u00eb \u00ebsht\u00eb koreni i 9 dhe -9?\"... Por kjo \u00ebsht\u00eb nj\u00eb bised\u00eb tjet\u00ebr.<\/p>\n

N\u00eb mendimin tim, klasiku vendas i menaxhimit Vladimir Tarasov, i cili e studionte k\u00ebt\u00eb tem\u00eb q\u00eb nga koha e fundit sovjetike, e ka shtjelluar shk\u00eblqyer at\u00eb n\u00eb krijimtarin\u00eb e tij, ve\u00e7an\u00ebrisht n\u00eb librat \"Arti i menaxhimit personal\", \"T\u00eb tet\u00eb shkall\u00ebt e mjesht\u00ebrive menaxheriale\". T\u00eb nisin njohjen me \"menaxhimin\", i cili p\u00ebr definicionin \u00ebsht\u00eb \"Art i kryerjes s\u00eb pun\u00ebs me duar t\u00eb huaja<\/i>\" (sic), do t\u00eb rekomandoja t\u00eb filloni nga i fundit.<\/p>\n

Por n\u00ebse nuk arrini t\u00eb lexoni literatur\u00ebn serioze, dhe duhet t\u00eb kuptoni tem\u00ebn p\u00ebr \"nj\u00eb fillim t\u00eb shpejt\u00eb\" ose thjesht nga kurioziteti, duhet t\u00eb nxirrni nj\u00eb pamje t\u00eb qart\u00eb nga tema q\u00eb n\u00eb shikim t\u00eb par\u00eb duket e ngat\u00ebrruar. K\u00ebshtu, do t\u00eb merremi me k\u00ebt\u00eb.<\/a><\/noindex><\/p>\n

T\u00eb shqyrtojm\u00eb vet\u00ebm dy \"menaxher\u00eb\". I pari \u2014 \"drejtuesi ideal\" i Tarasov, p\u00ebr t\u00eb cilin dihet vet\u00ebm nj\u00eb gj\u00eb \u2014 se ai ekziston. T\u00eb dytin, ta quajm\u00eb Menaxherin \u2014 antipodi i t\u00eb parit. N\u00eb p\u00ebrballjen e tyre, studimin e motiveve t\u00eb tyre motivet<\/u><\/i> \u2014 do ta nd\u00ebrtosh teorin\u00eb, dhe duke e kuptuar k\u00ebt\u00eb vlerat<\/u><\/i> \u2014 do ta zbulojm\u00eb shkakun e dallimeve t\u00eb tyre.<\/p>\n

Pra. T\u00eb dy e kuptojn\u00eb se posti \u2014 \u00ebsht\u00eb i p\u00ebrkohsh\u00ebm. Ose do t'i len\u00eb\/hoqen, ose do t'i \u00e7ojn\u00eb lart. Por i pari \u00ebsht\u00eb i sigurt n\u00eb veten e tij, dhe pra \u2014 do ta \u00e7ojn\u00eb lart, prandaj vendos nj\u00eb q\u00ebllim \u2014 t\u00eb l\u00ebr\u00eb pas nj\u00eb struktur\u00eb q\u00eb punon qart\u00eb, n\u00eb t\u00eb cil\u00ebn nuk do t\u00eb ket\u00eb nevoj\u00eb t\u00eb drejtp\u00ebrdrejt\u00eb p\u00ebr t\u00eb. T\u00eb dytin \u2014 ka frik\u00eb se kjo \u00ebsht\u00eb tavani, ose thjesht \u00ebsht\u00eb lodhur dhe d\u00ebshiron t\u00eb ngelet atje. Nga k\u00ebtu \u2014 nj\u00eb ndryshim i madh n\u00eb qasje.<\/p>\n

P\u00ebr delegimin<\/i><\/b>. Q\u00ebllimi i t\u00eb parit \u2014 t\u00eb mos b\u00ebhet i pacenuesh\u00ebm.<\/u><\/i>Ai delegon, duke e ngarkuar ata n\u00ebnshtruarit me p\u00ebrgjegj\u00ebsi t\u00eb v\u00ebrtet\u00eb. Delegon delegimin - krijon struktura organizative. Q\u00ebllimi i tij p\u00ebrfundimtar \u00ebsht\u00eb t\u00eb delegoj\u00eb GJITH\u00c7KA. Do t\u00eb p\u00ebrgjigjet p\u00ebr rezultatin p\u00ebrfundimtar, por do ta arrij\u00eb at\u00eb - me duar t\u00eb huaja. N\u00eb rast fitore, ky lider do t'u thot\u00eb koleg\u00ebve: ju e keni fituar. Dhe do t\u00eb jet\u00eb i sinqert\u00eb. <\/p>\n

I dyti - mund t\u00eb delegoj\u00eb realizimin, por jo p\u00ebrgjegj\u00ebsin\u00eb. T\u00eb gjitha dokumentet do t'i kaloj\u00eb p\u00ebrmes vetes, do t\u00eb merret me secilin detaj. Si\u00e7 \u00ebsht\u00eb nj\u00eb menaxher tipik. Ai n\u00ebnnd\u00ebrgjegjsh\u00ebm d\u00ebshiron t\u00eb jet\u00eb i paharruesh\u00ebm<\/u><\/i>!<\/p>\n

P\u00ebr trajnimin<\/b><\/i> e n\u00ebnshtruarve t\u00eb drejtp\u00ebrdrejt\u00eb. I pari - m\u00ebson vet\u00eb dhe p\u00ebrpiqet t\u00eb mashtroj\u00eb t\u00eb tjer\u00ebt. Sepse n\u00ebnshtruarit e kualifikuar jan\u00eb plot\u00ebsisht t\u00eb nevojsh\u00ebm p\u00ebr pun\u00ebn dhe karrier\u00ebn. N\u00eb vend t\u00eb par\u00eb - kalimi i p\u00ebrvoj\u00ebs personale, takime sistematike, analiza e 'fluturimeve'. <\/p>\n

Menaxheri - dhe vet\u00eb prej nj\u00eb kohe t\u00eb gjat\u00eb nuk ka hapur nj\u00eb lib\u00ebr. Ndoshta \u00ebsht\u00eb i prirur t\u00eb xhelozohet p\u00ebr sukseset. Sigurisht q\u00eb mendon se n\u00ebnshtruarit tashm\u00eb din\u00eb gjith\u00e7ka, pasi kan\u00eb mb\u00ebrritur n\u00eb pozitat e tyre. N\u00ebse organizon nj\u00eb takim, at\u00ebher\u00eb \u00ebsht\u00eb m\u00eb shum\u00eb p\u00ebr t'u treguar, sesa p\u00ebr t\u00eb m\u00ebsuar!<\/p>\n

P\u00ebr lirin\u00eb<\/i><\/b> e marrjes s\u00eb vendimeve menaxheriale. N\u00ebnshtruarit punojn\u00eb n\u00eb m\u00ebnyr\u00eb t\u00eb pavarur, pa u kthyer nga menaxheri, megjithat\u00eb e din\u00eb shum\u00eb mir\u00eb se n\u00eb rast t\u00eb devijimeve t\u00eb shumta, ai do t\u00eb merret me pun\u00ebn e tyre dhe do ta b\u00ebj\u00eb k\u00ebt\u00eb profesionalisht. \u00c7\u00ebshtjet operative, p\u00ebrfshir\u00eb ato financiare - i zgjidhin vet\u00eb. <\/p>\n

K\u00ebtu ndodhet Menaxheri - p\u00ebrkundrazi. Minimumi i pavar\u00ebsis\u00eb, t\u00eb gjitha vendimet konfirmohen nga ai. Provo t\u00eb mos sjell\u00ebsh p\u00ebr n\u00ebnshkrim dhe t\u00eb mos e miratosh vendimin t\u00ebnd, blerjen, shp\u00ebrblimin!..<\/p>\n

P\u00ebr p\u00ebrgjegj\u00ebsin\u00eb<\/i><\/b> p\u00ebr gabimet e tij dhe t\u00eb t\u00eb tjer\u00ebve. I pari: ne pat\u00ebm nj\u00eb d\u00ebshtim, por kjo \u00ebsht\u00eb faji im. M\u00eb shum\u00eb do t\u00eb nd\u00ebshkoj\u00eb jo at\u00eb q\u00eb \u00ebsht\u00eb fajtor, por drejtuesin e tij.<\/p>\n

I dyti - organizon nj\u00eb komision, dhe duke em\u00ebruar fajtor, nuk e p\u00ebrfshin veten n\u00eb urdhrin e nd\u00ebshkimit.<\/p>\n

P\u00ebr dokumentacionin<\/i><\/b>. I pari p\u00ebrshkruan parimin 'njohurit\u00eb duhet t'i p\u00ebrkasin kompanis\u00eb'. Proceset teknologjike dhe organizative - jan\u00eb dokumentuar. Jo formalisht, por v\u00ebrtet. \u00cbsht\u00eb mbajtur nj\u00eb baz\u00eb njohurie, sh\u00ebnime p\u00ebr cil\u00ebsin\u00eb...<\/p>\n

Menaxheri ka nj\u00eb qasje shum\u00eb formale ndaj dokumentacionit. Do t\u00eb thot\u00eb, ajo mund t\u00eb ekzistoj\u00eb - p\u00ebr t'u sh\u00ebnuar. Kultura e pun\u00ebs s\u00eb ekipit 'sip\u00ebr standardeve' - \u00ebsht\u00eb e dob\u00ebt (punimi real mund t\u00eb ndryshoj\u00eb nga ai i dokumentuar).<\/p>\n

P\u00ebr njer\u00ebzit<\/i><\/b>. Dhe kjo \u00ebsht\u00eb m\u00eb e r\u00ebnd\u00ebsishmja. Megjith\u00ebse t\u00eb dy p\u00ebrpiqen t\u00eb rrethojn\u00eb veten me njer\u00ebz t\u00eb nevojsh\u00ebm, ai i pari nuk ndien kompleks n\u00ebse takon dik\u00eb m\u00eb t\u00eb men\u00e7ur\/mbi talentuar. Sepse ashtu \u00ebsht\u00eb m\u00eb e leht\u00eb t\u00eb gjej\u00eb nj\u00eb pasardh\u00ebs dhe t\u00eb zgjidh\u00eb detyr\u00ebn kryesore! Ai do t\u00eb thot\u00eb: \u201cStafi p\u00ebrcakton gjith\u00e7ka\u201d (C). Ai do t\u00eb thot\u00eb sinqerisht, sepse e vler\u00ebson \u00e7do individ, e respekton dhe mb\u00ebshtetet n\u00eb besim. N\u00ebse merr vendim p\u00ebr t\u00eb shkarkuar dik\u00eb \u2014 me r\u00ebnd\u00ebsi n\u00eb zem\u00ebr do ta b\u00ebj\u00eb k\u00ebt\u00eb PERSONALISHT.<\/p>\n

Tjetri \u2014 k\u00ebrkon besnik\u00ebri. Nga ai mund t\u00eb d\u00ebgjoni \u2014 \u201cnuk ka njer\u00ebz t\u00eb paz\u00ebvend\u00ebsuesh\u00ebm\u201d, \u201cgjej t\u00eb paz\u00ebvend\u00ebsueshmin dhe shkarko\u201d e k\u00ebshtu me radh\u00eb. Dhe shum\u00eb mund\u00ebsi, ai do t\u00eb p\u00ebrpiqet ta kaloj\u00eb barr\u00ebn e shkarkimit n\u00eb shpatullat e n\u00ebnshtruarit. Mund t\u00eb ndodh\u00eb, q\u00eb t\u00eb aludoj\u00eb: \u201cn\u00ebnshtruarit nuk duhet t\u00eb jen\u00eb m\u00eb t\u00eb men\u00e7ur se shefi\u201d (nj\u00eb drift i qet\u00eb n\u00eb drejtim t\u00eb pap\u00ebrshtatshm\u00ebris\u00eb totale). Prandaj, pran\u00eb tij shpesh nuk ka z\u00ebvend\u00ebsim. Ai d\u00ebshironte t\u00eb ishte i paz\u00ebvend\u00ebsuesh\u00ebm, dhe u b\u00eb i till\u00eb!<\/p>\n

\u2026 Mund t\u00eb vazhdoj m\u00eb tej. N\u00ebse jan\u00eb t\u00eb qarta ARSYET, t\u00eb pasqyrosh pasojat e mundshme nuk \u00ebsht\u00eb e v\u00ebshtir\u00eb. Mendoj se ju e kuptoni gjith\u00e7ka mjaft mir\u00eb. Personazhet jan\u00eb t\u00eb idealizuara, ndodhin ndoshta, vet\u00ebm n\u00eb literatur\u00eb. Arritja n\u00eb nivelin e N-t\u00eb t\u00eb drejtimit sipas Tarasovit \u2014 \u00ebsht\u00eb e shk\u00eblqyer, por t\u00eb jesh Zagar \u2014 nuk \u00ebsht\u00eb keq, dhe ndonj\u00ebher\u00eb \u2014 \u00ebsht\u00eb jetike. N\u00eb fund t\u00eb fundit, puna e \u201cmenaxherit\u201d vler\u00ebsohet sipas rezultatit<\/u><\/i> t\u00eb pun\u00ebs s\u00eb tij kolektive: v\u00ebllimi i prodhimit, fitimi i kompanis\u00eb\u2026 <\/p>\n

Por nj\u00eb njeri i ndersh\u00ebm dhe deri n\u00eb fund i sinqert\u00eb me veten \u2014 me siguri do t\u00eb shkoj\u00eb n\u00eb rrug\u00ebn e par\u00eb<\/i>. E vetmja gj\u00eb e v\u00ebshtir\u00eb n\u00eb menaxhimin e shkall\u00ebs \u2014 duke luajtur rolin e udh\u00ebheq\u00ebsit, mbetet nj\u00eb njeri i ndersh\u00ebm<\/i> . Pozita \u2014 merret vet\u00eb, n\u00ebse merret. Ndershm\u00ebria \u2014 jepet nga lart, n\u00ebse jepet. (C)
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Burimi: habr.com<\/a><\/p>","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"excerpt":{"rendered":"

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