{"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\/news\/upravlyaya-kollektivom-narushte-vse-pravila","title":{"rendered":"Duke drejtimin e nj\u00eb ekipi, thyej t\u00eb gjitha rregullat","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"

\"Duke
\nN\u00eb artin e menaxhimit ka shum\u00eb receta t\u00eb kontradiktash, dhe menaxher\u00ebt m\u00eb t\u00eb mir\u00eb n\u00eb bot\u00eb ndjekin rregullat e tyre. A jan\u00eb ata t\u00eb drejt\u00eb dhe pse procesi i pun\u00ebsimit n\u00eb kompanit\u00eb lider n\u00eb treg \u00ebsht\u00eb strukturuar k\u00ebshtu dhe jo ndryshe? A duhet t\u00eb p\u00ebrpiqemi me \u00e7do \u00e7mim t\u00eb kap\u00ebrcejm\u00eb dob\u00ebsit\u00eb tona? Pse ekipet autonome shpesh nuk funksionojn\u00eb? Kujt duhet menaxheri t'i kushtoj\u00eb m\u00eb shum\u00eb koh\u00eb \u2014 punonj\u00ebsve m\u00eb t\u00eb mir\u00eb apo atyre m\u00eb t\u00eb dob\u00ebt? Cili \u00ebsht\u00eb q\u00ebllimi i pyetjeve t\u00eb \u00e7uditshme n\u00eb intervistat e Google? A \u00ebsht\u00eb e drejt\u00eb shefi kur tregon se si duhet ta b\u00ebj pun\u00ebn time? Si mund ta vler\u00ebsoj n\u00eb t\u00eb v\u00ebrtet\u00eb se sa i mir\u00eb jam si menaxher?<\/p>\n

N\u00ebse ju interesojn\u00eb p\u00ebrgjigjet p\u00ebr k\u00ebto pyetje, at\u00ebher\u00eb duhet t\u00eb lexoni librin e Markus Buckingham dhe Kurt Coffman, \"Filloni duke shkelur t\u00eb gjitha rregullat: \u00c7far\u00eb b\u00ebjn\u00eb ndryshe menaxher\u00ebt m\u00eb t\u00eb mir\u00eb n\u00eb bot\u00eb\". Ky lib\u00ebr do t\u00eb mund t\u00eb ishte nj\u00eb referenc\u00eb e vlefshme p\u00ebr mua, por nuk kam koh\u00eb ta rilexoj, prandaj kam p\u00ebrgatitur nj\u00eb p\u00ebrmbledhje, t\u00eb cil\u00ebn do t\u00eb doja ta ndaja me ju.
\n<\/a><\/noindex>
\n\"DukeBurimi<\/a><\/noindex><\/p>\n

Libri (shtypi<\/a><\/noindex>, litres<\/a><\/noindex>) lindi si rezultat i k\u00ebrkimeve empirike t\u00eb kryera nga Instituti Gallup p\u00ebr 25 vjet dhe n\u00eb t\u00eb cilat mor\u00ebn pjes\u00eb mbi 80,000 menaxher\u00eb, dhe procesit t\u00eb tyre shkencor. Revista Time e p\u00ebrfshiu librin n\u00eb list\u00ebn 25 Libri m\u00eb Ndikues mbi Menaxhimin e Biznesit<\/a><\/noindex>.<\/p>\n

Duke cituar botimin, un\u00eb n\u00eb nj\u00eb stil t\u00eb till\u00eb jap referenca p\u00ebr libra ose materiale t\u00eb tjera q\u00eb p\u00ebrputhen me idet\u00eb e k\u00ebtij libri, si dhe disa konkluzione dhe reflektime t\u00eb mia. N\u00eb ve\u00e7anti, zbuloj se libri Puna \u00ebsht\u00eb mbizot\u00ebruese<\/a><\/noindex> i 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 n\u00eb fjal\u00eb.<\/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 m\u00eb von\u00eb. Ka kompani ku t\u00eb gjith\u00eb duan t\u00eb punojn\u00eb. Disa kompani, p\u00ebrkundrazi, jan\u00eb pak t\u00eb njohura. Instituti Gallup krijoi nj\u00eb instrument q\u00eb mund\u00ebson vler\u00ebsimin e avantazheve t\u00eb nj\u00eb pun\u00ebdh\u00ebn\u00ebsi mbi nj\u00eb tjet\u00ebr.\u00a0
\nSi rezultat i k\u00ebrkimeve t\u00eb gjata, 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 p\u00ebrmbledhur m\u00eb posht\u00eb.<\/p>\n

    \n
  1. A e di se \u00e7far\u00eb pritet prej meje n\u00eb pun\u00eb?<\/li>\n
  2. A kam materialet dhe pajisjet q\u00eb m\u00eb nevojiten p\u00ebr t\u00eb kryer si\u00e7 duhet pun\u00ebn time?<\/li>\n
  3. A kam kam e mund\u00ebsia t\u00eb merem \u00e7do dit\u00eb me at\u00eb q\u00eb e b\u00ebj m\u00eb mir\u00eb se \u00e7do gj\u00eb tjet\u00ebr?<\/li>\n
  4. A kam marr\u00eb n\u00eb shtat\u00eb dit\u00ebt e fundit fal\u00ebnderime ose miratim p\u00ebr pun\u00ebn time t\u00eb kryer mir\u00eb?<\/li>\n
  5. A kam ndjenj\u00ebn se menaxheri im t\u00eb drejtp\u00ebrdrejt\u00eb ose ndonj\u00eb person tjet\u00ebr n\u00eb pun\u00eb kujdeset p\u00ebr mua si individ?<\/li>\n
  6. A ekziston ndonj\u00eb njeri n\u00eb pun\u00eb q\u00eb inkurajon zhvillimin tim?<\/li>\n
  7. A ndjej 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 sime?<\/li>\n
  9. A e konsiderojn\u00eb koleg\u00ebt e mi detyr\u00eb t\u00eb tyre t\u00eb kryejn\u00eb pun\u00ebn me cil\u00ebsi?<\/li>\n
  10. A punon n\u00eb kompanin\u00eb time nj\u00ebri nga miqt\u00eb e mi m\u00eb t\u00eb mir\u00eb?<\/li>\n
  11. N\u00eb gjasht\u00eb muajt e fundit, a ka biseduar ndonj\u00ebher\u00eb dikush n\u00eb pun\u00eb me mua p\u00ebr p\u00ebrparimin tim?<\/li>\n
  12. A kam pasur mund\u00ebsi p\u00ebr t\u00eb m\u00ebsuar dhe u zhvilluar n\u00eb pun\u00eb gjat\u00eb vitit t\u00eb kaluar?<\/li>\n<\/ol>\n

    \nP\u00ebrgjigjet ndaj k\u00ebtyre pyetjeve p\u00ebrcaktojn\u00eb k\u00ebnaq\u00ebsin\u00eb e punonj\u00ebsit me vendin e tij t\u00eb pun\u00ebs.<\/p>\n

    Autori pretendojn\u00eb se ekziston nj\u00eb korrelacion midis p\u00ebrgjigjeve ndaj k\u00ebtyre pyetjeve (dmth. k\u00ebnaq\u00ebsia e punonj\u00ebsve) dhe suksesit tregtar t\u00eb nj\u00ebsis\u00eb organizative. Personaliteti i menaxherit t\u00eb drejtp\u00ebrdrejt\u00eb ka ndikimin m\u00eb t\u00eb madh n\u00eb k\u00ebto pyetje.<\/p>\n

    Rendi i pyetjeve \u00ebsht\u00eb i r\u00ebnd\u00ebsish\u00ebm. Pyetjet jan\u00eb t\u00eb organizuara n\u00eb rendin e rritjes s\u00eb r\u00ebnd\u00ebsis\u00eb: fillimisht punonj\u00ebsi kupton se \u00e7far\u00eb jan\u00eb detyrat e tij individuale dhe kontributi i tij, pastaj ai kupton sa p\u00ebrputhet me ekipin, m\u00eb pas kupton si mund t\u00eb rritet n\u00eb kompani dhe si t\u00eb prodhoj\u00eb inovacione. Pyetjet e para plot\u00ebsojn\u00eb nevojat m\u00eb themelore. Mund t\u00eb plot\u00ebsohen nevoja m\u00eb t\u00eb larta, por pa nevojat themelore, nj\u00eb struktur\u00eb e till\u00eb nuk do t\u00eb jet\u00eb e q\u00ebndrueshme.<\/p>\n

    Ne n\u00eb LANIT koh\u00ebt e fundit filluam t\u00eb zhvillojm\u00eb anketa p\u00ebr t\u00eb vler\u00ebsuar angazhimin e punonj\u00ebsve. Metodologjia<\/a><\/noindex> k\u00ebto anketa mbivendosen 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

    \nTemeli i suksesit t\u00eb menaxher\u00ebve m\u00eb t\u00eb mir\u00eb q\u00ebndron n\u00eb iden\u00eb e sh\u00ebnuar m\u00eb posht\u00eb.\u00a0<\/p>\n

    Njer\u00ebzit pothuajse nuk ndryshojn\u00eb. Mos humbni koh\u00eb duke u p\u00ebrpjekur t\u00eb fusni n\u00eb ta at\u00eb q\u00eb ata nuk e kan\u00eb natyrsh\u00ebm. P\u00ebrpiquni t\u00eb identifikoni at\u00eb q\u00eb \u00ebsht\u00eb e krijuar brenda tyre.
    \nRoli i menaxherit p\u00ebrfshin kat\u00ebr aktivitete kryesore: t\u00eb zgjedh\u00eb njer\u00ebz, t\u00eb formuloj\u00eb pritjet e tij nga puna e tyre, t\u00eb nxis\u00eb dhe t\u00eb zhvilloj\u00eb ata.
    \n\u00c7do menaxher mund t\u00eb ket\u00eb stilin e tij t\u00eb ve\u00e7ant\u00eb. P\u00ebr kompanin\u00eb, nuk duhet t\u00eb ket\u00eb r\u00ebnd\u00ebsi si arrin menaxheri rezultatet - kompania nuk duhet t\u00eb imponoj\u00eb nj\u00eb stil dhe rregulla t\u00eb nj\u00ebta.<\/p>\n

    Shpesh, mund t\u00eb hasni k\u00ebto rekomandime t\u00eb gabuara p\u00ebr menaxher\u00ebt:<\/p>\n

      \n
    1. t\u00eb p\u00ebrzgjedhin njer\u00ebzit e duhur duke u bazuar n\u00eb p\u00ebrvoj\u00ebn, intelektin dhe ambiciet e tyre;<\/li>\n
    2. t\u00eb formulojn\u00eb pritshm\u00ebrit\u00eb e tyre duke detajuar hapat e veprimeve t\u00eb n\u00ebnshtruarit;<\/li>\n
    3. t\u00eb nxisin individin, duke e ndihmuar at\u00eb t\u00eb identifikoj\u00eb dhe t\u00eb kaloj\u00eb mang\u00ebsit\u00eb e tij;<\/li>\n
    4. t\u00eb zhvillojn\u00eb punonj\u00ebsin, duke i ofruar mund\u00ebsi p\u00ebr t\u00eb m\u00ebsuar dhe p\u00ebr t\u00eb b\u00ebr\u00eb avancim n\u00eb karrier\u00eb.<\/li>\n<\/ol>\n

      \nN\u00eb vend t\u00eb k\u00ebsaj, autor\u00ebt sugjerojn\u00eb t\u00eb kujtohet se njer\u00ebzit nuk ndryshojn\u00eb dhe t\u00eb p\u00ebrdoren kat\u00ebr \u00e7el\u00ebsat e m\u00ebposht\u00ebm.<\/p>\n