{"id":54990,"date":"2020-01-09T00:00:00","date_gmt":"2020-01-08T21:00:00","guid":{"rendered":"https:\/\/prohoster.info\/blog\/blog_prohoster\/upravlyaya-kollektivom-narushte-vse-pravila"},"modified":"2020-02-18T14:03:03","modified_gmt":"2020-02-18T11:03:03","slug":"upravlyaya-kollektivom-narushte-vse-pravila","status":"publish","type":"post","link":"https:\/\/prohoster.info\/sq\/blog\/novosti-interneta\/upravlyaya-kollektivom-narushte-vse-pravila","title":{"rendered":"Kur menaxhoni nj\u00eb ekip, shkelni t\u00eb gjitha rregullat","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"

\"Kur
\nN\u00eb artin e menaxhimit ka shum\u00eb receta kontradiktore, dhe menaxher\u00ebt m\u00eb t\u00eb mir\u00eb n\u00eb bot\u00eb ndjekin rregullat e tyre. A jan\u00eb ata t\u00eb sakt\u00eb dhe pse procesi i pun\u00ebsimit n\u00eb kompanit\u00eb lider\u00eb t\u00eb tregut \u00ebsht\u00eb i till\u00eb? A duhet t\u00eb p\u00ebrpiqemi me t\u00eb gjitha forcat p\u00ebr t\u00eb kaluar dob\u00ebsit\u00eb tona? Pse ekipet e vet\u00ebmenaxhuara shpesh nuk funksionojn\u00eb? N\u00eb k\u00eb t\u00eb investoj\u00eb m\u00eb shum\u00eb koh\u00eb menaxheri \u2014 te punonj\u00ebsit m\u00eb t\u00eb mir\u00eb apo te ata m\u00eb t\u00eb dob\u00ebt? Cilat jan\u00eb ato pyetje t\u00eb \u00e7uditshme n\u00eb intervistat e Google? A \u00ebsht\u00eb shefi i drejt\u00eb kur tregon se si duhet t\u00eb b\u00ebj pun\u00ebn time? Si mund ta vler\u00ebsoj sa i mir\u00eb jam si menaxher?<\/p>\n

N\u00ebse jeni t\u00eb interesuar p\u00ebr p\u00ebrgjigjet e k\u00ebtyre pyetjeve, ju rekomandoj librin e Markus Buckingham dhe Kurt Coffman \u201eS\u00eb pari thyeni t\u00eb gjitha rregullat: \u00c7far\u00eb b\u00ebjn\u00eb ndryshe menaxher\u00ebt m\u00eb t\u00eb mir\u00eb n\u00eb bot\u00eb\u201c. Ky lib\u00ebr mund t\u00eb kishte qen\u00eb libri im i preferuar, por nuk kam koh\u00eb ta rilexoja, prandaj e b\u00ebra nj\u00eb p\u00ebrmbledhje, t\u00eb cil\u00ebn do t\u00eb doja ta ndaj me ju.
\n<\/a><\/noindex>
\n\"KurBurimi<\/a><\/noindex><\/p>\n

Libri (publikimi<\/a><\/noindex>, litres<\/a><\/noindex>) u lind si rezultat i hulumtimeve empirike, t\u00eb cilat instituti Gallup ka kryer p\u00ebr 25 vjet dhe n\u00eb t\u00eb cilat mor\u00ebn pjes\u00eb mbi 80,000 menaxher\u00eb, dhe p\u00ebrpunimi i tyre shkencor. Revista Time e renditi librin n\u00eb list\u00ebn 25 Libri m\u00eb T\u00eb Ndiksh\u00ebm p\u00ebr Menaxhimin e Biznesit<\/a><\/noindex>.<\/p>\n

Citoj nga botimi, k\u00ebshtu q\u00eb i jap lidhje me libra ose materiale t\u00eb tjera q\u00eb p\u00ebrforcojn\u00eb idet\u00eb e k\u00ebtij libri, si dhe disa p\u00ebrfundime dhe reflektime t\u00eb mia. N\u00eb ve\u00e7anti, kam zbuluar se libri Puna Drejton<\/a><\/noindex> n\u00eb z\u00ebvend\u00ebs presidentit t\u00eb Google p\u00ebr burimet njer\u00ebzore, L. Bock, \u00ebsht\u00eb nj\u00eb shembull praktik i zbatimit t\u00eb ideve nga libri i shqyrtuar.<\/p><\/blockquote>\n

<\/p>\n

Kapitulli 1. Shkalla<\/h1>\n

\nShum\u00eb kompani pyesin se si t\u00eb t\u00ebrheqin punonj\u00ebsit m\u00eb t\u00eb mir\u00eb dhe si t'i mbajn\u00eb ata pas. Disa kompani jan\u00eb t\u00eb d\u00ebshiruara nga t\u00eb gjith\u00eb. T\u00eb tjer\u00eb jan\u00eb, p\u00ebrkundrazi, pak popullor. Instituti Gallup krijoi nj\u00eb mjet q\u00eb vler\u00ebson avantazhet e nj\u00eb pun\u00ebdh\u00ebn\u00ebsi mbi nj\u00eb tjet\u00ebr.\u00a0
\nSi rezultat i hulumtimeve t\u00eb shum\u00ebvje\u00e7ara, instituti Gallup identifikoi 12 pyetje q\u00eb p\u00ebrcaktojn\u00eb aft\u00ebsin\u00eb p\u00ebr t\u00eb t\u00ebrhequr, angazhuar dhe mbajtur punonj\u00ebsit m\u00eb t\u00eb vlefsh\u00ebm. K\u00ebto pyetje jan\u00eb t\u00eb renditura m\u00eb posht\u00eb.<\/p>\n

    \n
  1. A e di un\u00eb se \u00e7far\u00eb pritet nga mua n\u00eb pun\u00eb?<\/li>\n
  2. A disponoj un\u00eb materialet dhe pajisjet q\u00eb m\u00eb nevojiten p\u00ebr t\u00eb kryer pun\u00ebn time si\u00e7 duhet?<\/li>\n
  3. A kam mund\u00ebsi n\u00eb pun\u00eb \u00e7do dit\u00eb t\u00eb b\u00ebj at\u00eb q\u00eb e b\u00ebj m\u00eb mir\u00eb?<\/li>\n
  4. A kam marr\u00eb n\u00eb shtat\u00eb dit\u00ebt e fundit fal\u00ebnderime ose miratime p\u00ebr pun\u00ebn e b\u00ebr\u00eb mir\u00eb?<\/li>\n
  5. A kam ndjenj\u00ebn se drejtuesi im direkt ose dikush tjet\u00ebr n\u00ebpun\u00eb kujdeset p\u00ebr mua si individ?<\/li>\n
  6. A kam nj\u00eb person n\u00eb pun\u00eb q\u00eb inkurajon rritjen time?<\/li>\n
  7. A kam ndjenj\u00ebn se mendimi im merr parasysh n\u00eb pun\u00eb?<\/li>\n
  8. A m\u00eb lejojn\u00eb detyrat (objektivat) e kompanis\u00eb sime t\u00eb ndjej r\u00ebnd\u00ebsin\u00eb e pun\u00ebs time?<\/li>\n
  9. A e konsiderojn\u00eb koleg\u00ebt e mi (shok\u00ebt e pun\u00ebs) detyr\u00eb t\u00eb tyren t\u00eb kryejn\u00eb pun\u00ebn me cil\u00ebsi?<\/li>\n
  10. A punon n\u00eb kompanin\u00eb time nj\u00eb nga miqt\u00eb e mi m\u00eb t\u00eb mir\u00eb?<\/li>\n
  11. N\u00eb gjasht\u00eb muajt e fundit, a ka ndonj\u00eb person n\u00eb pun\u00eb q\u00eb ka biseduar me mua p\u00ebr progresin tim?<\/li>\n
  12. A kam pasur mund\u00ebsi p\u00ebr t\u00eb m\u00ebsuar dhe rritur n\u00eb pun\u00eb gjat\u00eb vitit t\u00eb kaluar?<\/li>\n<\/ol>\n

    \nP\u00ebrgjigjet p\u00ebr k\u00ebto pyetje p\u00ebrcaktojn\u00eb k\u00ebnaq\u00ebsin\u00eb e punonj\u00ebsve me vendin e tyre t\u00eb pun\u00ebs.<\/p>\n

    Autor\u00ebt pretendojn\u00eb se ekziston nj\u00eb korrelacion midis p\u00ebrgjigjeve n\u00eb k\u00ebto pyetje (dmth, k\u00ebnaq\u00ebsis\u00eb s\u00eb punonj\u00ebsve) dhe suksesit tregtar t\u00eb nj\u00ebsis\u00eb organizative. Ndikimi m\u00eb i madh n\u00eb k\u00ebto pyetje ka \u0634\u062e\u0635\u064a\u0629 e drejtorit t\u00eb drejtp\u00ebrdrejt\u00eb.<\/p>\n

    Rendi i pyetjeve \u00ebsht\u00eb i r\u00ebnd\u00ebsish\u00ebm. Pyetjet jan\u00eb renditur sipas r\u00ebnd\u00ebsis\u00eb n\u00eb rritje: s\u00eb pari, punonj\u00ebsi e kupton cilat jan\u00eb detyrat e tij individuale dhe kontributi, pastaj kupton sa p\u00ebrputhet ai me ekipin, pastaj kupton si mund t\u00eb rritet n\u00eb kompani dhe si t\u00eb inkurajoj\u00eb inovacionin. Pyetjet e para plot\u00ebsojn\u00eb nevojat m\u00eb bazike. Mund t\u00eb p\u00ebrmbushen nevoja m\u00eb t\u00eb larta, por pa nevojat bazike, nj\u00eb konstruksion i till\u00eb nuk do t\u00eb jet\u00eb q\u00ebndruesh\u00ebm.<\/p>\n

    Koh\u00ebt e fundit n\u00eb LANIT, kan\u00eb filluar t\u00eb kryhen anketa p\u00ebr t\u00eb vler\u00ebsuar angazhimin e punonj\u00ebsve. Metodika<\/a><\/noindex> k\u00ebtyre anketave p\u00ebrputhet shum\u00eb me at\u00eb q\u00eb \u00ebsht\u00eb shkruar n\u00eb k\u00ebt\u00eb lib\u00ebr.<\/p><\/blockquote>\n

    <\/p>\n

    Kapitulli 2. Men\u00e7uria e menaxher\u00ebve m\u00eb t\u00eb mir\u00eb<\/h1>\n

    \nFondi i suksesit t\u00eb menaxher\u00ebve m\u00eb t\u00eb mir\u00eb q\u00ebndron n\u00eb iden\u00eb e m\u00ebsip\u00ebrme.\u00a0<\/p>\n

    Njer\u00ebzit pothuajse nuk ndryshojn\u00eb. Mos humbni koh\u00eb duke u p\u00ebrpjekur t'u jepni atyre at\u00eb q\u00eb nuk e kan\u00eb nga natyra. P\u00ebrpiquni t\u00eb identifikoni at\u00eb q\u00eb ata kan\u00eb brenda.
    \nRoli i menaxherit p\u00ebrfshin kat\u00ebr lloj aktivitetesh kryesore: t\u00eb zgjedh\u00eb njer\u00ebzit, t\u00eb formulon pritshm\u00ebrit\u00eb e tij nga puna e tyre, t'i stimuloj\u00eb dhe zhvilloj\u00eb ata.
    \nNj\u00ebkoh\u00ebsisht, cdo menaxher mund t\u00eb ket\u00eb stilin e tij t\u00eb vet. P\u00ebr kompanin\u00eb nuk ka r\u00ebnd\u00ebsi se si arrin menaxheri rezultatet, - kompania nuk duhet t\u00eb imponoj\u00eb nj\u00eb stil dhe rregulla t\u00eb vetme.<\/p>\n

    Shpesh mund t\u00eb takoni rekomandime t\u00eb gabueshme p\u00ebr menaxher\u00ebt:<\/p>\n

      \n
    1. t\u00eb p\u00ebrzgjedhin njer\u00ebzit e duhur sipas p\u00ebrvoj\u00ebs, inteligjenc\u00ebs dhe ambicieve t\u00eb tyre;<\/li>\n
    2. t\u00eb formulojn\u00eb pritshm\u00ebrit\u00eb e tyre duke p\u00ebrshkruar hap pas hapi t\u00eb gjitha veprimet e n\u00ebnshtruarit;<\/li>\n
    3. t\u00eb stimulojn\u00eb individin duke i ndihmuar t\u00eb p\u00ebrcaktojn\u00eb dhe tejkalojn\u00eb dob\u00ebsit\u00eb e tyre;<\/li>\n
    4. t\u00eb zhvillojn\u00eb punonj\u00ebsin duke i dh\u00ebn\u00eb mund\u00ebsin\u00eb t\u00eb m\u00ebsoj\u00eb dhe t\u00eb p\u00ebrparoj\u00eb n\u00eb karrier\u00eb.<\/li>\n<\/ol>\n

      \nN\u00eb vend t\u00eb k\u00ebsaj, autor\u00ebt sugjerojn\u00eb t\u00eb mbani mend se njer\u00ebzit nuk ndryshojn\u00eb, dhe t\u00eb p\u00ebrdorni kat\u00ebr \u00e7el\u00ebsat e m\u00ebposht\u00ebm.<\/p>\n