{"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\/novosti-interneta\/menedzhment-dlya-nachinayushhih-rukovoditel-ili-zavhoz","title":{"rendered":"Menaxhimi p\u00ebr fillestar\u00ebt: drejtues ose menaxher teknik","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"

Teoria e menaxhimit ka arritur shum\u00eb n\u00eb analiz\u00ebn e sjelljes s\u00eb lider\u00ebve, studimin e arsyeve t\u00eb suksesit dhe d\u00ebshtimeve t\u00eb tyre, si dhe n\u00eb sistematizimin e njohurive se si t\u00eb zhvillosh cil\u00ebsit\u00eb e forta n\u00eb vetvete dhe t\u00eb luftosh me ato t\u00eb dob\u00ebta.<\/p>\n

Teoretik\u00ebt e huaj g\u00ebzojn\u00eb nj\u00eb v\u00ebmendje t\u00eb ve\u00e7ant\u00eb nga ne. Pyetni shefin tuaj se \u00e7far\u00eb t\u00eb lexoni n\u00eb k\u00ebt\u00eb tem\u00eb ose k\u00ebrkoni t\u00eb em\u00ebrojn\u00eb \"liberin e preferuar\". Me siguri do t\u00eb d\u00ebgjoni emrat Goldratt, Adizes, Machiavelli... Kam kaluar shpesh n\u00ebp\u00ebr eksperienca personale, q\u00eb njohurit\u00eb \"e \u00e7muara\" t\u00eb nxjerra nga k\u00ebto libra p\u00ebrjashtojn\u00eb p\u00ebrgjithmon\u00eb programin shkollor nga mend\u00ebsia e \"lider\u00ebve\". Nj\u00eb njeri me v\u00ebshtir\u00ebsi dhe tashm\u00eb gabimisht iu p\u00ebrgjigjet pyetjes \"\u00c7far\u00eb \u00ebsht\u00eb rr\u00ebnja e 9 dhe -9?\"... Por ky \u00ebsht\u00eb nj\u00eb bised\u00eb e ve\u00e7ant\u00eb.<\/p>\n

N\u00eb mendimin tim, klasi yn\u00eb vendas i menaxhimit, Vladimir Tarasov, i cili ka studiuar k\u00ebt\u00eb tem\u00eb q\u00eb nga periudha e von\u00eb sovjetike, e ka zbuluar at\u00eb n\u00eb m\u00ebnyr\u00eb t\u00eb shk\u00eblqyer n\u00eb veprat e tij, ve\u00e7an\u00ebrisht n\u00eb librat \"Artet menaxhuese personale\", \"Tet\u00eb shkall\u00eb t\u00eb mjeshtris\u00eb menaxhuese\". Fillimi i njohjes me menaxhimin, q\u00eb sipas p\u00ebrkufizimit \u00ebsht\u00eb \"Arti i t\u00eb b\u00ebrit pun\u00eb me duar t\u00eb tjera<\/i>\" (sic), do t'u rekomandoja t\u00eb filloni me t\u00eb fundit.<\/p>\n

Por n\u00ebse biri serioz i let\u00ebrsis\u00eb nuk ka arritur p\u00ebr ju, dhe \u00ebsht\u00eb e nevojshme t\u00eb kuptoni k\u00ebt\u00eb tem\u00eb p\u00ebr nj\u00eb \"nisje t\u00eb shpejt\u00eb\" ose thjesht p\u00ebr interes, duhet t\u00eb nxjerrim nj\u00eb pamje t\u00eb qart\u00eb nga ky tem\u00eb q\u00eb n\u00eb dukje \u00ebsht\u00eb e nd\u00ebrlikuar. K\u00ebshtu do t\u00eb merremi.<\/a><\/noindex><\/p>\n

Do t\u00eb shqyrtojm\u00eb dy \"menaxher\u00eb\". I pari - \"menaxheri ideal\" i Tarasovit, p\u00ebr t\u00eb cilin dihet vet\u00ebm nj\u00eb gj\u00eb - q\u00eb ekziston. Lloji i dyt\u00eb, do ta quajm\u00eb 'Zavhoz' - antitezi e s\u00eb parit. N\u00eb p\u00ebrplasjen e tyre, duke studiuar motivet e tyre \u2014 ne do t\u00eb nd\u00ebrtojm\u00eb teorin\u00eb, dhe duke kuptuar<\/u><\/i> vlerat e tyre \u2014 do t\u00eb zbulojm\u00eb shkakun e dallimeve t\u00eb tyre.<\/u><\/i> Pra. T\u00eb dy e kuptojn\u00eb q\u00eb pozita \u00ebsht\u00eb e p\u00ebrkohshme. Ose do ta l\u00ebn\u00eb\/hoqin, ose do ta promovojn\u00eb m\u00eb lart. Por i pari \u00ebsht\u00eb i sigurt n\u00eb vetvete, dhe pra - do ta promovojn\u00eb, prandaj v\u00eb nj\u00eb q\u00ebllim p\u00ebr veten - t\u00eb l\u00ebr\u00eb pas nj\u00eb struktur\u00eb q\u00eb funksionon qart\u00eb, n\u00eb t\u00eb cil\u00ebn nuk do t\u00eb ket\u00eb nevoj\u00eb t\u00eb drejtohet pasi. I dyti - ka frik\u00eb se ky \u00ebsht\u00eb tavani, ose thjesht \u00ebsht\u00eb lodhur dhe d\u00ebshiron t\u00eb q\u00ebndroj\u00eb aty. Nga kjo - ka nj\u00eb diferenc\u00eb t\u00eb madhe n\u00eb qasje.<\/p>\n

N\u00eb delegim<\/p>\n

. Q\u00ebllimi i t\u00eb parit \u00ebsht\u00eb<\/i><\/b>t\u00eb mos b\u00ebhet i pabesuesh\u00ebm . Ai delegon, duke i dh\u00ebn\u00eb n\u00ebnordinar\u00ebve 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. Ai do t\u00eb p\u00ebrgjigjet p\u00ebr rezultatin p\u00ebrfundimtar, por do ta arrij\u00eb at\u00eb - me duar t\u00eb tjera. N\u00eb rast fitore, nj\u00eb lider i till\u00eb do t'i thot\u00eb ekipit: ju keni fituar. Dhe do t\u00eb jet\u00eb i sinqert\u00eb.<\/u><\/i>T\u00eb dytin - 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 \u00e7do detaj. Epo, si nj\u00eb zavhoz tipik. Ai n\u00eb m\u00ebnyr\u00eb t\u00eb pavet\u00ebdijshme d\u00ebshiron <\/p>\n

t\u00eb jet\u00eb i pabesuesh\u00ebm P\u00ebr sa i p\u00ebrket trajnimit<\/u><\/i>!<\/p>\n

t\u00eb n\u00ebnordinar\u00ebve t\u00eb drejtp\u00ebrdrejt. I pari - m\u00ebson vet\u00eb dhe p\u00ebrpiqet t\u00eb ndihmoj\u00eb t\u00eb tjer\u00ebt. Sepse n\u00ebnordinar\u00ebt e kualifikuar jan\u00eb t\u00eb nevojsh\u00ebm p\u00ebr pun\u00eb dhe karrier\u00eb. N\u00eb vend t\u00eb par\u00eb - transferimi i p\u00ebrvoj\u00ebs personale, takime sistematike, analiza e \"fluturimeve\".<\/b><\/i> Zavhozi - dhe ai vet\u00eb ka koh\u00eb q\u00eb nuk ka hapur ndonj\u00eb lib\u00ebr. Mund t\u00eb jet\u00eb i prirur t\u00eb ket\u00eb xhelozi p\u00ebr sukseset. Me siguri mendon se n\u00ebnordinar\u00ebt tashm\u00eb din\u00eb gjith\u00e7ka, duke u b\u00ebr\u00eb n\u00eb pozitat e tyre. N\u00ebse ai organizon nj\u00eb takim, at\u00ebher\u00eb m\u00eb shum\u00eb nuk do t\u00eb m\u00ebsoj\u00eb, por do t\u00eb tregoj\u00eb veten! <\/p>\n

P\u00ebr lirin\u00eb<\/p>\n

n\u00eb marrjen e vendimeve menaxhuese. N\u00ebnordinar\u00ebt punojn\u00eb autonomisht, pa pasur nevoj\u00eb p\u00ebr shefin, edhe pse e din\u00eb shum\u00eb mir\u00eb q\u00eb n\u00ebse ndodhin devijime t\u00eb r\u00ebnd\u00ebsishme, ai do t\u00eb merret me pun\u00ebn e tyre dhe do ta b\u00ebj\u00eb k\u00ebt\u00eb profesionalisht. Pyetje operative, p\u00ebrfshir\u00eb financiare - i zgjidhin vet\u00eb.<\/i><\/b> N\u00eb rastin e Zavhozit - \u00ebsht\u00eb e kund\u00ebrta. Minimumi i autonomis\u00eb, t\u00eb gjitha vendimet miratohen nga ai. Provo t\u00eb mos e sjell\u00ebsh p\u00ebr n\u00ebnshkrim dhe mos e mirato p\u00ebr vendimin t\u00ebnd, blerjen, shp\u00ebrblimin!... <\/p>\n

P\u00ebr p\u00ebrgjegj\u00ebsin\u00eb<\/p>\n

p\u00ebr gabimet e veta dhe t\u00eb tjer\u00ebve. I pari: kemi pasur d\u00ebshtim, por kjo \u00ebsht\u00eb faji im. M\u00eb shum\u00eb do t\u00eb d\u00ebnohet jo fajtori, por udh\u00ebheq\u00ebsi i tij.<\/i><\/b> I dyti - organizon nj\u00eb komision, dhe duke em\u00ebruar fajtoret nuk e p\u00ebrfshin veten n\u00eb urdhrin p\u00ebr d\u00ebnim.<\/p>\n

P\u00ebr dokumentacionin<\/p>\n

. I pari, ndoq nj\u00eb princip \"diturit\u00eb duhet t'i p\u00ebrkasin kompanis\u00eb\". Proceset teknologjike dhe organizative - jan\u00eb dokumentuar. Jo formalisht, por realisht. Mb\u00ebshtetet nj\u00eb baz\u00eb e njohurive, regjistrime p\u00ebr cil\u00ebsin\u00eb...<\/i><\/b>Zavhozi ka nj\u00eb marr\u00ebdh\u00ebnie shum\u00eb formale me dokumentacionin. Dometh\u00ebn\u00eb, ajo mund t\u00eb ekzistoj\u00eb - p\u00ebr t\u00eb b\u00ebr\u00eb sh\u00ebnime. Kultura e pun\u00ebs s\u00eb kolektivit \"sip\u00ebr standartet\" - \u00ebsht\u00eb e dob\u00ebt (punimi real mund t\u00eb ndryshoj\u00eb nga dokumentimi).<\/p>\n

P\u00ebr njer\u00ebzit<\/p>\n

Te njer\u00ebzit<\/i><\/b>. Dhe kjo \u00ebsht\u00eb gj\u00ebja m\u00eb e r\u00ebnd\u00ebsishme. Nd\u00ebrsa t\u00eb dy p\u00ebrpiqen t\u00eb rrethojn\u00eb veten me njer\u00ebzit e duhur, i pari nuk ndjen pasiguri n\u00ebse takon dik\u00eb m\u00eb t\u00eb men\u00e7ur\/talentuar. Sepse k\u00ebshtu \u00ebsht\u00eb m\u00eb e leht\u00eb t\u00eb gjejm\u00eb nj\u00eb pasardh\u00ebs dhe t\u00eb zgjidhim detyr\u00ebn kryesore! Ai do t\u00eb thot\u00eb: \u201cNj\u00eb personel zgjidh \u00e7do gj\u00eb\u201d (C). Do ta thot\u00eb sinqerisht, sepse vler\u00ebson secilin, e vler\u00ebson dhe mb\u00ebshtetet te besimi. N\u00ebse merr vendimin p\u00ebr t\u00eb shkarkuar - e b\u00ebn k\u00ebt\u00eb me dhimbje n\u00eb zem\u00ebr PERSONALISHT.<\/p>\n

I dyti - k\u00ebrkon lojalitet. Nga ai mund t\u00eb d\u00ebgjoni - \u201cnuk ka njer\u00ebz t\u00eb paz\u00ebvend\u00ebsuesh\u00ebm\u201d, \u201cgjej nj\u00eb t\u00eb paz\u00ebvend\u00ebsuesh\u00ebm dhe shkarkoji\u201d etj. Dhe shum\u00eb mund\u00ebsi, do t\u00eb p\u00ebrpiqet ta heq\u00eb barr\u00ebn e shkarkimit nga supe t\u00eb n\u00ebnshtruarit. Mund t\u00eb ndodh\u00eb, t\u00eb jap\u00eb aludimin: \u201cn\u00ebnshtruesi nuk duhet t\u00eb jet\u00eb m\u00eb i men\u00e7ur se shefi\u201d (nj\u00eb drift i qet\u00eb drejt padrejt\u00ebsis\u00eb totale). Prandaj, pran\u00eb tij shpesh s\u2019ka z\u00ebvend\u00ebsim. Ai d\u00ebshiron t\u00eb jet\u00eb i paz\u00ebvend\u00ebsuesh\u00ebm, dhe ai e b\u00ebri k\u00ebt\u00eb!<\/p>\n

\u2026 Mund t\u00eb vazhdoj dhe m\u00eb tej. N\u00ebse jan\u00eb t\u00eb qarta ARSYET, t\u00eb paraqes\u00ebsh pasojat e mundshme nuk \u00ebsht\u00eb e v\u00ebshtir\u00eb. Mendoj se keni kuptuar gjith\u00e7ka shum\u00eb mir\u00eb. Personazhet jan\u00eb idealizuar, ndodhen ndoshta, vet\u00ebm n\u00eb let\u00ebrsi. T\u00eb arrish n\u00eb nivelin N t\u00eb menaxhimit sipas Tarasov - \u00ebsht\u00eb e shk\u00eblqyer, por t\u00eb jesh Administrator - nuk \u00ebsht\u00eb keq, ndonj\u00ebher\u00eb - \u00ebsht\u00eb jet\u00ebsore. Pas t\u00eb gjitha, puna e \u201cmenaxherit\u201d vler\u00ebsohet sipas rezultatit<\/u><\/i> pun\u00ebs s\u00eb kolektivit t\u00eb tij: volumi i prodhimit, fitimi i kompanis\u00eb\u2026 <\/p>\n

Por nj\u00eb njeri i ndersh\u00ebm dhe krejt\u00ebsisht i ndersh\u00ebm me veten - shum\u00eb e mundshme q\u00eb do t\u00eb ndjek\u00eb rrug\u00ebn e par\u00eb<\/i>. E vetmja gj\u00eb e v\u00ebshtir\u00eb n\u00eb menaxhim - duke p\u00ebrmbushur rolin e udh\u00ebheq\u00ebsit, t\u00eb mbetet njeri i ndersh\u00ebm<\/i> . Pozita - merret vet\u00eb, n\u00ebse merret. Ndershm\u00ebria - 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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