{"id":11559,"date":"2016-12-05T22:00:55","date_gmt":"2016-12-05T22:00:55","guid":{"rendered":"https:\/\/shp.al\/?p=11559"},"modified":"2020-11-03T11:25:18","modified_gmt":"2020-11-03T11:25:18","slug":"punesimi-mungese-talenti-apo-menaxhim-i-dobet","status":"publish","type":"post","link":"https:\/\/shp.al\/en\/punesimi-mungese-talenti-apo-menaxhim-i-dobet\/","title":{"rendered":"Pun\u00ebsimi, munges\u00eb talenti, apo menaxhim i dob\u00ebt?"},"content":{"rendered":"

Nga:
\n<\/strong>Ledina Kanani<\/strong><\/p>\n

Nj\u00eb biznes i suksessh\u00ebm nuk synon tendenc\u00ebn e tregut dhe te konsumatorit, por fitimin.T\u00eb arrish k\u00ebt\u00eb gj\u00eb duhet t\u00eb kalosh dhe p\u00ebrball\u00ebsh me shum\u00eb sfida, dhe nj\u00eb nd\u00ebr k\u00ebto \u00ebsht\u00eb edhe gjetja e njer\u00ebzve t\u00eb duhur q\u00eb do \u00e7ojn\u00eb kompanin\u00eb drejt suksesit.<\/p>\n

Ka nj\u00eb shqet\u00ebsim t\u00eb p\u00ebrgjithsh\u00ebm n\u00eb lidhje m\u00eb gjetjen e kandidat\u00ebve t\u00eb p\u00ebrshtatsh\u00ebm p\u00ebr poste pun\u00eb t\u00eb nivelit t\u00eb mes\u00ebm dhe t\u00eb lart\u00eb ekzekutiv. Edhe pse tregu \u00ebsht\u00eb i tejmbushur me talente, menaxher\u00ebt e kompanive justifikohen me pretendimin se shkollat nuk arrijn\u00eb tu ofrojn\u00eb student\u00ebve nj\u00eb edukim q\u00eb t\u2019i p\u00ebrgjigjet tregut t\u00eb pun\u00ebs, duke krijuar k\u00ebshtu nj\u00eb hendek midis programit akademik n\u00eb shkolla dhe nevojave t\u00eb kompanive. N\u00eb thelb ky pretendim ngelet nj\u00eb justifikim, duke pasur parasysh q\u00eb shumica e menaxher\u00ebve dhe themeluesve t\u00eb kompanive kan\u00eb qen\u00eb\u201cself-made\u201d ose si\u00e7 thuhet ndryshe \u201cia kan\u00eb dal\u00eb vet\u00eb\u201d dhe jo produkte t\u00eb shkollave apo universiteteve.<\/p>\n

Kjo \u00ebsht\u00eb nj\u00ebra an\u00eb e medaljes.Nga ana tjet\u00ebr, menaxher\u00ebt, teksa pretendojn\u00eb q\u00eb tregu \u00ebsht\u00eb i mang\u00ebt n\u00eb punonj\u00ebs t\u00eb kualifikuar dhe se programet akademike nuk i p\u00ebrgjigjen tregut t\u00eb pun\u00ebs, paraqesin k\u00ebrkesa edhe m\u00eb sfiduese ndaj kandidat\u00ebve. Gjendja prezantohet si e pazgjidhshme por n\u00eb t\u00eb v\u00ebrtet\u00eb nuk \u00ebsht\u00eb e till\u00eb!Mungesa e punonj\u00ebsve efi\u00e7ient\u00eb, n\u00eb fakt, nuk vjen si pasoj\u00eb e munges\u00ebs s\u00eb njer\u00ebzve t\u00eb kualifikuar, por e menaxhimit t\u00eb dob\u00ebt! Edhe pse tregu mund\u00ebson nj\u00eb num\u00ebr t\u00eb vog\u00ebl kandidat\u00ebsh t\u00eb \u201cp\u00ebrsosur\u201d, n\u00eb po at\u00eb treg gjenden me mij\u00ebra kandidat\u00eb t\u00eb talentuar dhe t\u00eb kualifikuar, t\u00eb cil\u00ebt mund t\u00eb shnd\u00ebrrohen n\u00eb asete t\u00eb vyera p\u00ebr kompanin\u00eb.<\/p>\n

Pyetja shtrohet se cil\u00ebt kandidat\u00eb parap\u00eblqejn\u00eb menaxher\u00ebt? Individ\u00eb me eksperienc\u00eb dhe njohuri m\u00eb t\u00eb thella se vet\u00eb ata, q\u00eb do t\u00eb maskojn\u00eb dhe fshehin \u00e7do dob\u00ebsi dhe paaft\u00ebsi, duke mbyllur dritaret p\u00ebr nj\u00eb kandidat i cili ka potencial t\u00eb lart\u00eb intelektual.Arsyeja?! N\u00eb t\u00eb shumt\u00ebn e rasteve kompetenca, pra kualifikimi dhe profesionalizmi, jan\u00eb n\u00eb disbalanc\u00eb me konfidenc\u00ebn dhe vet\u00ebbesimin tek menaxher\u00ebt por me kryesorja \u00ebsht\u00eb fakti q\u00eb menaxher\u00ebt nuk duan t\u00eb harxhojn\u00eb kohe dhe energji n\u00eb trajnimin, udh\u00ebzimin dhe kualifikimin e stafit, ndaj k\u00ebrkojn\u00eb staf t\u00eb kualifikuar paraprakisht.<\/p>\n

Situata nuk \u00ebsht\u00eb n\u00eb favor t\u00eb askujt. Procesi i pun\u00ebs ec\u00ebn krah p\u00ebr krah me teknologjin\u00eb, dhe q\u00eb kjo e fundit p\u00ebr hir t\u00eb s\u00eb v\u00ebrtet\u00ebs ec\u00ebn me ritme t\u00eb shpejta, p\u00ebr k\u00ebt\u00eb arsye \u201cburimet njer\u00ebzore\u201d n\u00eb kompani jan\u00eb n\u00eb k\u00ebrkim t\u00eb punonj\u00ebsve q\u00eb mund t\u00eb m\u00ebsojn\u00eb shpejt\u00eb, t\u00eb p\u00ebrshtaten dhe t\u00eb p\u00ebrballojn\u00eb me sukses sfidat e reja. Bazuar te kjo logjik\u00eb, me t\u00eb drejt\u00eb lind pyetja se p\u00ebrse drejtuesit e kompanive kan\u00eb tendenc\u00ebn t\u00eb pun\u00ebsojn\u00eb staf nisur nga kualifikimet afatshkurta nd\u00ebrkoh\u00eb q\u00eb duhet t\u00eb ishin duke pun\u00ebsuar individ\u00eb t\u00eb talentuar, me potencial q\u00eb premtojn\u00eb n\u00eb \u00e7do aspekt?!<\/p>\n

P\u00ebrgjigja \u00ebsht\u00eb e thjesht\u00eb: Drejtuesit e kompanive nuk pun\u00ebsojn\u00eb talente, sepse nuk din\u00eb sesi ti efektivizojn\u00eb dhe shnd\u00ebrrojn\u00eb k\u00ebto potenciale n\u00eb punonj\u00ebs dobiprur\u00ebs p\u00ebr kompanin\u00eb dhe biznesin. P\u00ebr m\u00eb tep\u00ebr, kush tha, q\u00eb t\u00eb jesh menaxher \u00ebsht\u00eb gj\u00eb e leht\u00eb?!<\/p>\n

Le t\u2019i referohemi situat\u00ebs kur nj\u00eb kompani p\u00ebrfshihet n\u00eb nj\u00eb projekt apo merr p\u00ebrsip\u00ebr nj\u00eb kontrat\u00eb. N\u00eb ngutje p\u00ebr t\u00eb fituar sa m\u00eb shum\u00eb dhe sa m\u00eb shpejt\u00eb nga kjo mund\u00ebsi, struktura vendimmarr\u00ebse e kompanis\u00eb e trajton p\u00ebrzgjedhjen e menaxher\u00ebve n\u00eb m\u00ebnyr\u00eb krejt sip\u00ebrfaq\u00ebsore dhe n\u00eb shum\u00eb raste q\u00ebllojn\u00eb njer\u00ebzit e gabuar apo t\u00eb pap\u00ebrshtatsh\u00ebm p\u00ebr at\u00eb detyr\u00eb, si rrjedhoj\u00eb, gjeja e par\u00eb q\u00eb ata b\u00ebjn\u00eb \u00ebsht\u00eb forcimi i stafit me ekspert\u00eb t\u00eb v\u00ebrtet\u00eb, p\u00ebr t\u00eb mbuluar mang\u00ebsit\u00eb e tyre.<\/p>\n

Duke mos pasur koh\u00eb n\u00eb p\u00ebrzgjedhjen e stafit t\u00eb duhur, menaxher\u00ebt n\u00eb ofertat e tyre p\u00ebr pun\u00ebsim parashtrojn\u00eb disa kualifikimeve t\u00eb cilat jan\u00eb alogjike dhe nuk i p\u00ebrgjigjen realitetit.Ofertat e tyre k\u00ebrkojn\u00eb punonj\u00ebs robot\u00eb, q\u00eb disponojn\u00eb njohuri dhe aft\u00ebsi t\u00eb larta n\u00eb nj\u00eb fush\u00eb t\u00eb caktuar, me pak fjal\u00eb punonj\u00ebs q\u00eb jan\u00eb \u201ct\u00eb mbi-kualifikuar p\u00ebr at\u00eb vend pune\u201d q\u00eb menaxher\u00ebt k\u00ebrkojn\u00eb, me nj\u00eb pag\u00eb q\u00eb nuk i p\u00ebrgjigjet asaj kategorie. Kur nuk gjenden kandidat\u00ebt q\u00eb t\u00eb p\u00ebrmbushin kriteret absurde dhe kontradiktore pra \u201ct\u00eb mir\u00eb edhe t\u00eb lir\u00eb\u201d, puna fillon dhe \u00e7alon. N\u00eb k\u00ebt\u00eb pik\u00eb d\u00ebshtimi, mungesa e rendimentit dhe mediokriteti n\u00eb menaxhim i faturohet \u201cmunges\u00ebs se talenteve\u201d t\u00eb cil\u00ebt p\u00ebr hir t\u00eb s\u00eb v\u00ebrtet\u00ebs i kan\u00eb p\u00ebrpara syve. E vetmja gj\u00eb q\u00eb ata kan\u00eb nevoj\u00eb \u00ebsht\u00eb nj\u00eb mund\u00ebsi dhe disa udh\u00ebzime, por largpam\u00ebsia jo gjithmon\u00eb i karakterizon menaxher\u00ebt.<\/p>\n

P\u00ebrzgjedhja e individ\u00ebve t\u00eb gabuar si menaxher\u00eb konstatohet jo vet\u00ebm n\u00eb situata t\u00eb ve\u00e7anta si m\u00eb lart\u00eb por edhe gjat\u00eb veprimtaris\u00eb normale t\u00eb shoq\u00ebris\u00eb. N\u00eb p\u00ebrgjith\u00ebsi an\u00ebtar\u00ebt e strukturave vendimmarr\u00ebse por edhe drejtuesit e lart\u00eb, t\u00eb cil\u00ebt krah\u00ebs veprimtaris\u00eb ekzekutive ushtrojn\u00eb edhe kompetenc\u00ebn e em\u00ebrimit t\u00eb menaxher\u00ebve p\u00ebr sektor\u00eb dhe departamente t\u00eb caktuara t\u00eb kompanis\u00eb, nuk shquhen p\u00ebr njohuri dhe aft\u00ebsi n\u00eb \u00e7do fush\u00eb.P\u00ebr k\u00ebt\u00eb, kur pikasin mes stafit t\u00eb tyre nj\u00eb punonj\u00ebs q\u00eb di di\u00e7ka m\u00eb shum\u00eb se t\u00eb tjer\u00ebt, t\u00eb leht\u00ebsuar, mendojn\u00eb se e gjet\u00ebn \u201ckompetentin\u201d p\u00ebr detyr\u00ebn e menaxherit t\u00eb nj\u00eb departamentit p\u00ebrkat\u00ebs. N\u00eb fillim puna ec\u00ebn deri n\u00eb momentin q\u00eb\u201ckompetenti\u201darrin limitet e kapacitetit t\u00eb vet intelektual dhe profesional sepse v\u00ebllimi pun\u00ebs rritet, k\u00ebrkesat b\u00ebhen me specifike dhe njohurit\u00eb baz\u00eb nuk mjaftoj\u00eb p\u00ebr t\u00eb administruar nj\u00eb sektor specifik t\u00eb kompanis\u00eb. N\u00eb k\u00ebt\u00eb moment ky person i cili ka qen\u00eb autodidakt dhe i pakualifikuar, n\u00eb vend q\u00eb t\u00eb k\u00ebrkoj\u00eb individ\u00eb t\u00eb talentuar q\u00eb t\u00eb \u00e7ojn\u00eb p\u00ebrpara kompanin\u00eb dhe maksimizojn\u00eb fitimin, synon q\u00eb t\u00eb gjej\u00eb punonj\u00ebs q\u00eb plot\u00ebsojn\u00eb boshll\u00ebqet dhe paaft\u00ebsin\u00eb e tij. Dhe fundi \u00ebsht\u00eb qart\u00eb, nj\u00eb menaxher i rrethuar nga nj\u00eb staf q\u00eb s\u2019ka baz\u00ebn e njohurive p\u00ebr t\u00eb zhvilluar kompanin\u00eb.<\/p>\n

Menaxher\u00ebt e dob\u00ebt pun\u00ebsojn\u00eb staf t\u00eb dob\u00ebt.<\/strong><\/p>\n

Shum\u00eb djem e vajza, menaxher\u00eb t\u00eb suksessh\u00ebm t\u00eb kompanive t\u00eb teknologjis\u00eb s\u00eb informacionit por jo vet\u00ebm, nj\u00eb apo dy vjet para, kan\u00eb q\u00ebn\u00eb asistent\u00eb apo specialiste marketingu, dhe guximi i tyre \u00ebsht\u00eb p\u00ebr tu admiruar. Nuk \u00ebsht\u00eb pak, t\u00eb jesh autodidakt dhe t\u00eb shk\u00eblqesh, por kur kompania fillon e lundron n\u00eb tregun nacional apo global, amatorizmi shnd\u00ebrrohet n\u00eb nj\u00eb pik\u00eb t\u00eb dob\u00ebt t\u00eb kompanis\u00eb, sepse konkurrenca \u00ebsht\u00eb e madhe dhe kompanit\u00eb e tjera jan\u00eb shum\u00eb mir\u00eb t\u00eb p\u00ebrgatitura p\u00ebr \u00e7do sulm dhe nd\u00ebrhyrje.<\/p>\n

Por edhe m\u00eb t\u00eb rreziksh\u00ebm se k\u00ebta amator\u00eb t\u00eb zellsh\u00ebm, jan\u00eb oportunist\u00ebt e karrier\u00ebs t\u00eb cil\u00ebt gjuajn\u00eb \u00e7ertifikatat, diplomat dhe titujt dhe i p\u00ebrdorin ato n\u00eb \u00e7do rast dhe situat\u00eb p\u00ebr tu ngritur n\u00eb karrier\u00eb. K\u00ebta njer\u00ebz t\u00eb mahnisin me \u00e7erfikatat q\u00eb disponojn\u00eb, muri pas karriges s\u00eb tyre \u00ebsht\u00eb si nj\u00eb ekspoze plot me korniza, nd\u00ebrsa CV-ja e tyre \u00ebsht\u00eb nj\u00eb liste seminaresh, konferencash, trajnimesh dhe workshopesh, ku nuk do t\u00eb \u00e7uditesh n\u00ebse gjen q\u00eb personi t\u00eb ket\u00eb q\u00ebn\u00eb n\u00eb dy vende t\u00eb ndryshme n\u00eb t\u00eb nj\u00ebjt\u00ebn koh\u00eb.<\/p>\n

Kompanis\u00eb u nevojiten menaxher\u00eb q\u00eb kuptojn\u00eb procesin e pun\u00ebs q\u00eb t\u00eb gjejn\u00eb punonj\u00ebsit e duhur p\u00ebr pun\u00ebn e duhur dhe jo gjahtar\u00eb \u00e7ertifikatash. K\u00ebta individ\u00eb gjuajn\u00eb momentin kur prezantohet ndonj\u00eb projekt apo proces pune q\u00eb askush nuk i kupton dhe s\u2019\u00ebsht\u00eb n\u00eb gjendje q\u00eb ti sip\u00ebrmarr\u00eb. P\u00ebr ata, pak r\u00ebnd\u00ebsi ka n\u00ebse arrihet suksesi, ata duan t\u00eb b\u00ebhen menaxher\u00eb dhe n\u00ebse projekti d\u00ebshton, q\u00eb \u00ebsht\u00eb e sigurt qe do t\u00eb ndodh\u00eb, ata p\u00ebr inert\u00ebsi do ngelen n\u00eb detyr\u00eb dhe vendimmarr\u00ebsit do ti vler\u00ebsojn\u00eb p\u00ebr guximin, gatishm\u00ebrin\u00eb dhe ambicien, pavar\u00ebsisht faktit q\u00eb oportunizmi i tyre mund t\u00eb falimentoj\u00eb kompanin\u00eb.<\/p>\n

Duke e p\u00ebrmbledhur mund t\u00eb them se ka lloj-lloj karakteresh dhe disa m\u00ebnyra t\u00eb njohura p\u00ebr t\u00eb arritur at\u00eb q\u00eb do, por \u00ebsht\u00eb e v\u00ebrtetuar q\u00eb n\u00eb shumic\u00ebn e rasteve nuk \u00ebsht\u00eb kompetenca dhe intelekti ai q\u00eb t\u00eb ul n\u00eb karrigen e menaxherit por konfidenca, ambicia, narcisizmi, aft\u00ebsia p\u00ebr t\u00eb manipuluar njer\u00ebzit dhe pse jo servilizmi. Dhe, doni apo jo, k\u00ebta do t\u00eb jen\u00eb njer\u00ebzit q\u00eb do t\u00eb rekrutojn\u00eb dhe trajnojn\u00eb stafin e ri, t\u00eb cil\u00ebt vendosin kritere pun\u00ebsimi si psh. pasja e nj\u00eb liste t\u00eb gjat\u00eb kualifikimesh e kombinuar me eksperience t\u00eb gjat\u00eb pune, e gjitha, duke ofruar nj\u00eb pag\u00eb minimale.<\/p>\n

Cili \u00ebsht\u00eb menaxheri juaj<\/strong><\/p>\n

P\u00ebr k\u00ebt\u00eb mjaftojn\u00eb p\u00ebrgjigjet e disa pyetjeve t\u00eb thjeshta.\u00c7far\u00eb kriteresh vendos ai p\u00ebr rekrutimin e stafit t\u00eb ri, i m\u00ebshon eksperienc\u00ebs apo talentit t\u00eb kandidat\u00ebve? A e njeh plot\u00ebsisht procesin e pun\u00ebs n\u00eb kompani? A \u00ebsht\u00eb n\u00eb gjendje ta trajnojn\u00eb, udh\u00ebzojn\u00eb dhe shkatht\u00ebsojn\u00eb stafin e ri? A g\u00ebzon respektin e punonj\u00ebsve t\u00eb vet\u00eb? A ka nj\u00eb plan dhe a e ka diskutuar k\u00ebt\u00eb plan me punonj\u00ebsit q\u00eb kan\u00eb n\u00eb var\u00ebsi? A ndihet ai i k\u00ebrc\u00ebnuar nga stafi q\u00eb ka dhe a ka besim stafi tek ai? A \u00ebsht\u00eb n\u00eb gjendje q\u00eb ti shquaj\u00eb kandidat\u00ebt potencial dhe t\u00eb talentuar? N\u00eb var\u00ebsi t\u00eb p\u00ebrgjigjeve q\u00eb do t\u00eb merrni do t\u00eb p\u00ebrcaktoni n\u00ebse kompania do shkoj\u00eb drejt suksesit apo \u00ebsht\u00eb n\u00eb nj\u00eb rrug\u00eb pakrye. Duket sikur menaxhimi ka t\u00eb b\u00ebj\u00eb vet\u00ebm me stafin dhe n\u00eb fakt k\u00ebshtu \u00ebsht\u00eb sepse menaxheri \u00ebsht\u00eb komandanti i ushtris\u00eb s\u00eb tij, shefi i klanit t\u00eb vet, dhe jo nj\u00eb shpik\u00ebs apo fabrikues.<\/p>\n

Por cila \u00ebsht\u00eb zgjidhja!<\/strong><\/p>\n

T\u00eb gjith\u00eb ekspert\u00ebt n\u00eb fush\u00ebn e biznesit thon\u00eb q\u00eb nj\u00eb punonj\u00ebs i talentuar mund t\u00eb m\u00ebsoj\u00eb thuajse \u00e7do proces pun\u00eb n\u00eb kompani, n\u00eb nj\u00eb koh\u00eb relativisht t\u00eb shkurt\u00ebr n\u00ebse i mund\u00ebsohen mjetet dhe udh\u00ebzimet, dhe se mund t\u00eb t\u00eb kushtoj\u00eb m\u00eb shum\u00eb pritja dhe gjetja e nj\u00eb eksperti me eksperienc\u00eb t\u00eb caktuar se sa investimi n\u00eb nj\u00eb rekrut t\u00eb talentuar.<\/p>\n

Kompanit\u00eb duhet t\u00eb kuptojn\u00eb q\u00eb zhvillimi i stafit \u00ebsht\u00eb nj\u00eb nder detyrat e menaxhimit. Menaxher\u00ebt e sprovuar theksojn\u00eb se talenti dhe arsimi n\u00eb nj\u00eb fush\u00eb,duhet t\u00eb jet\u00eb k\u00ebrkesa kryesore kur beh\u00ebt fjal\u00eb p\u00ebr punonj\u00ebs t\u00eb rinj dhe se nj\u00eb menaxher q\u00eb nuk mund t\u00eb trajnoj\u00eb stafin e vet\u00eb nuk \u00ebsht\u00eb menaxher.<\/p>\n

N\u00ebse k\u00ebrkojm\u00eb midis stafit m\u00eb t\u00eb vjet\u00ebr kuptojm\u00eb q\u00eb nuk ka munges\u00eb talentesh. Ata jan\u00eb shembulli ideal q\u00eb punonj\u00ebsit mund t\u00eb zhvillohen mbi baz\u00ebn e parimit t\u00eb karrier\u00ebs.Jan\u00eb pik\u00ebrisht menaxher\u00ebt ata q\u00eb duke u bazuar n\u00eb rezultatet dhe aft\u00ebsit\u00eb e shfaqura n\u00eb pun\u00eb t\u00eb identifikojn\u00eb punonj\u00ebsit q\u00eb do t\u00eb sh\u00ebrbejn\u00eb si udh\u00ebrr\u00ebfyes dhe mentor\u00eb p\u00ebr rekrut\u00ebt e rinj. Menaxher\u00ebt duke promovuar k\u00ebta avangard\u00eb q\u00eb e p\u00ebrqafojn\u00eb leht\u00ebsisht t\u00eb ren\u00eb dhe e njohin n\u00eb imt\u00ebsi gjith\u00eb procesin e pun\u00ebs kan\u00eb prodhuar mes punonj\u00ebsve lidera dhe mentor\u00eb grupesh n\u00eb m\u00ebnyr\u00eb krejt natyrale. Kjo do t\u00eb krijoj\u00eb ekipe punonj\u00ebsish q\u00eb m\u00ebsojn\u00eb shpejt, adaptohen dhe \u00e7ojn\u00eb pun\u00ebn p\u00ebrpara. Nj\u00eb grup i till\u00eb mund ta ri-konfiguroj\u00eb veten dhe t\u00eb p\u00ebrballoj\u00eb \u00e7dolloj v\u00ebshtir\u00ebsie. Por p\u00ebr nj\u00eb sinergji t\u00eb till\u00eb duhet nj\u00eb menaxher i cili e njeh pun\u00ebn, i cili mund ta b\u00ebj pun\u00ebn, i cili mund t\u00eb m\u00ebsoj\u00eb dhe udh\u00ebheq\u00eb t\u00eb tjer\u00ebt.<\/p>\n

Duket sikur \u00e7do gj\u00eb \u00ebsht\u00eb n\u00eb duart e nj\u00eb personi ose nj\u00eb grup personash!<\/strong><\/p>\n

Aspak! Kompanit\u00eb,nga m\u00eb t\u00eb m\u00ebdha deri n\u00eb m\u00eb t\u00eb voglat, nuk duhet t\u00eb anashkalojn\u00eb trajnimin e organizuar te stafit. Me menaxher\u00eb t\u00eb mir\u00eb apo jo, trajnimi dhe testimi i organizuar i stafit duhet t\u00eb ndodh\u00eb me patjet\u00ebr, sepse pik\u00ebrisht mes k\u00ebtyre njer\u00ebzve q\u00eb trajnoni do gjeni menaxher\u00ebt e ardhsh\u00ebm dhe n\u00eb asnj\u00eb rast nuk duhet t\u00eb bazoni suksesin e kompanis\u00eb n\u00eb njohurit\u00eb q\u00eb fitojn\u00eb punonj\u00ebsit nga puna e p\u00ebrditshme. Procesi i p\u00ebrzgjedhjes s\u00eb menaxher\u00ebve nuk mund t\u00eb jet\u00eb rast\u00ebsor dhe kurr\u00eb i nxituar. Ai duhet t\u00eb jet\u00eb i organizuar dhe i mir\u00eb llogaritur, n\u00eb t\u00eb kund\u00ebrt suksesi i \u00e7do strategjie apo plani do t\u00eb vihej n\u00eb dyshim.<\/p>\n

Me \u00e7far\u00eb parashtrova krijohet p\u00ebrshtypja se po p\u00ebrkrah parimin e karrier\u00ebs dhe rekrutimin e talenteve n\u00eb kompani, pik\u00ebrisht k\u00ebt\u00eb gj\u00eb po b\u00ebj! \u00c7el\u00ebsi \u00ebsht\u00eb t\u00eb trajnosh, n\u00eb m\u00ebnyr\u00ebn e duhur, punonj\u00ebsit q\u00eb ke, dhe jo ti promovosh shpejt n\u00eb poste menaxheriale ku, n\u00ebp\u00ebrmjet naivitetit t\u00eb tyre, do t\u00eb pengojn\u00eb suksesin e kompanis\u00eb. Efektiviteti dhe produktiviteti n\u00eb pun\u00eb duhet t\u00eb jet\u00eb i matsh\u00ebm, p\u00ebrzgjedhja e drejtuesve, lider\u00ebve dhe mentor\u00ebve duhet t\u00eb jet\u00eb e natyrshme, organike dhe e logjikshme dhe n\u00ebse ju i zbatoni k\u00ebto parime kompania juaj kurr\u00eb nuk do t\u00eb vuaj\u00eb p\u00ebr staf dhe n\u00eb mbledhjen e k\u00ebshillit administrativ apo t\u00eb asambles\u00eb s\u00eb ortak\u00ebve nuk ka p\u00ebr t\u00eb q\u00ebn\u00eb fitimi si pik\u00eb e agjend\u00ebs por sundimi i tregut.<\/p>\n","protected":false},"excerpt":{"rendered":"

Nj\u00eb biznes i suksessh\u00ebm nuk synon tendenc\u00ebn e tregut dhe te konsumatorit, por fitimin.T\u00eb arrish k\u00ebt\u00eb gj\u00eb duhet t\u00eb kalosh dhe p\u00ebrball\u00ebsh me shum\u00eb sfida, dhe nj\u00eb nd\u00ebr k\u00ebto \u00ebsht\u00eb edhe gjetja e njer\u00ebzve t\u00eb duhur q\u00eb do \u00e7ojn\u00eb kompanin\u00eb drejt suksesit.<\/p>\n","protected":false},"author":1,"featured_media":12387,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"editor_plus_copied_stylings":"{}","footnotes":""},"categories":[150,154,152,153,151],"tags":[159,157,158,155,156],"class_list":["post-11559","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-punesim","category-dobet","category-menaxhim","category-mungese","category-talent","tag-dobet","tag-menaxhim","tag-mungese","tag-punesim","tag-talent"],"featured_image_src":"https:\/\/shp.al\/wp-content\/uploads\/2016\/12\/punesimi.jpg","featured_image_src_square":"https:\/\/shp.al\/wp-content\/uploads\/2016\/12\/punesimi.jpg","author_info":{"display_name":"Isuf Shehu","author_link":"https:\/\/shp.al\/en\/author\/admin\/"},"_links":{"self":[{"href":"https:\/\/shp.al\/en\/wp-json\/wp\/v2\/posts\/11559","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/shp.al\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/shp.al\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/shp.al\/en\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/shp.al\/en\/wp-json\/wp\/v2\/comments?post=11559"}],"version-history":[{"count":1,"href":"https:\/\/shp.al\/en\/wp-json\/wp\/v2\/posts\/11559\/revisions"}],"predecessor-version":[{"id":11564,"href":"https:\/\/shp.al\/en\/wp-json\/wp\/v2\/posts\/11559\/revisions\/11564"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/shp.al\/en\/wp-json\/wp\/v2\/media\/12387"}],"wp:attachment":[{"href":"https:\/\/shp.al\/en\/wp-json\/wp\/v2\/media?parent=11559"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/shp.al\/en\/wp-json\/wp\/v2\/categories?post=11559"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/shp.al\/en\/wp-json\/wp\/v2\/tags?post=11559"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}