{"id":11968,"date":"2022-02-16T15:14:44","date_gmt":"2022-02-16T14:14:44","guid":{"rendered":"https:\/\/journalift.org\/?p=11968"},"modified":"2022-02-16T16:34:29","modified_gmt":"2022-02-16T15:34:29","slug":"mjete-te-komunikimit-efikas-per-drejtuesit-e-mediave","status":"publish","type":"post","link":"https:\/\/journalift.org\/sq\/mjete-te-komunikimit-efikas-per-drejtuesit-e-mediave\/","title":{"rendered":"Mjete t\u00eb komunikimit efikas p\u00ebr drejtuesit e mediave"},"content":{"rendered":"\n

Nj\u00eb nga problemet me t\u00eb cilat p\u00ebrballen shum\u00eb redaksi \u00ebsht\u00eb qasja amatoreske ndaj drejtuesve. Shpesh shum\u00eb media drejtohen nga njer\u00ebz q\u00eb mund t\u00eb ken\u00eb qen\u00eb gazetar\u00eb t\u00eb shk\u00eblqyer n\u00eb t\u00eb kaluar\u00ebn dhe kan\u00eb ngjitur shkall\u00ebt e hierarkis\u00eb, por q\u00eb nuk kan\u00eb ndjekur asnj\u00ebher\u00eb trajnime t\u00eb mir\u00ebfillta p\u00ebr drejtim dhe menaxhim. Kjo do t\u00eb thot\u00eb se qasja e tyre ndaj drejtimit dhe menaxhimit \u00ebsht\u00eb si lotari: disa kan\u00eb lindur t\u00eb jen\u00eb drejtues; disa t\u00eb tjer\u00eb e shohin drejtimin dhe menaxhimin si nj\u00eb detyr\u00eb t\u00eb bezdisshme q\u00eb i largon nga vendimet editoriale. Stili i menaxhimit t\u00eb plog\u00ebsht dhe me delegim kompetencash i drejtuesve b\u00ebhet, n\u00eb vetvete, nj\u00eb k\u00ebrc\u00ebnim p\u00ebr suksesin e medias. <\/span>Udh\u00ebheqja \u00ebsht\u00eb aft\u00ebsi q\u00eb duhet m\u00ebsuar dhe drejtuesit e mir\u00eb i kan\u00eb njohurit\u00eb dhe instrumentet q\u00eb u b\u00ebn t\u00eb mundur atyre t\u00eb motivojn\u00eb dhe udh\u00ebheqin me sukses ekipet e tyre.<\/strong><\/p>\n\n

Sipas p\u00ebrvoj\u00ebs time n\u00eb drejtim, nj\u00eb nga aft\u00ebsit\u00eb m\u00eb t\u00eb r\u00ebnd\u00ebsishme q\u00eb na duhet si drejtues \u00ebsht\u00eb <\/span>komunikimi efikas<\/strong>.<\/span><\/p>\n\n

\u00cbsht\u00eb p\u00ebr t\u2019u habitur q\u00eb gazetar\u00ebt q\u00eb zakonisht jan\u00eb shum\u00eb t\u00eb mir\u00eb n\u00eb komunikimin me njer\u00ebzit gjat\u00eb b\u00ebrjes apo raportimit t\u00eb lajmeve, shpesh e konsiderojn\u00eb komunikimin zyrtar e t\u00eb organizuar n\u00eb redaksi si t\u00eb bezdissh\u00ebm dhe pothuajse t\u00eb sikletsh\u00ebm. Ata priren ta shohin at\u00eb si thjesht burokraci dhe humbje kohe. Gjithsesi, drejtuesit profesionist\u00eb do t\u00eb argumentonin se faktikisht <\/span>komunikimi strategjik, n\u00eb koh\u00ebn e duhur dhe i planifikuar mir\u00eb mund t\u00eb na kursej\u00eb shum\u00eb koh\u00eb dhe t\u00eb shmang\u00eb probleme<\/strong>. Kjo b\u00ebhet ve\u00e7an\u00ebrisht e r\u00ebnd\u00ebsishme gjat\u00eb periudh\u00ebs kur redaksit\u00eb p\u00ebrjetojn\u00eb periudha ndryshimi dhe transformimi, si krijimi i platformave t\u00eb reja, ristrukturimi, zgjerimi ose reduktimi i stafit, puna n\u00eb nj\u00eb mjedis politik t\u00eb paq\u00ebndruesh\u00ebm dhe k\u00ebrc\u00ebnues, puna n\u00eb distanc\u00eb p\u00ebr shkak t\u00eb kufizimeve nga Covid-19, etj.<\/span><\/p>\n\n

K\u00ebto jan\u00eb \u00e7astet kur si drejtues duhet t\u00eb b\u00ebjm\u00eb shum\u00eb p\u00ebrpjekje p\u00ebr t\u00eb konsultuar, informuar dhe p\u00ebrdit\u00ebsuar ekipin si dhe p\u00ebr t\u2019u krijuar atyre hap\u00ebsira dhe mund\u00ebsi q\u00eb ata t\u00eb shprehin pik\u00ebpamjet e tyre dhe t\u00eb ndajn\u00eb informacionin me drejtuesit e redaksis\u00eb. \n<\/p>\n\n

Cilat jan\u00eb m\u00ebnyrat e ve\u00e7anta t\u00eb komunikimit efikas n\u00eb nj\u00eb media? Po ju prezantojm\u00eb kat\u00ebr instrumente ky\u00e7e q\u00eb mund t\u00eb p\u00ebrdoren p\u00ebr t\u00eb drejtuar me sukses ekipin: \n<\/p>\n\n

\"Konsultime<\/figure>\n\n

1. Konsultime p\u00ebr strategjin\u00eb<\/h2>\n\n

Vendimet e m\u00ebdha zakonisht vijn\u00eb nga lart. Drejtuesit e nivelit t\u00eb lart\u00eb marrin vendime dhe presin q\u00eb punonj\u00ebsit t\u2019i zbatojn\u00eb ato. K\u00ebto vendime zakonisht k\u00ebrkojn\u00eb q\u00eb njer\u00ebzit t\u00eb dalin nga zona e tyre e rehatis\u00eb, t\u00eb ndryshojn\u00eb rutin\u00ebn e p\u00ebrditshme, t\u00eb m\u00ebsojn\u00eb aft\u00ebsi t\u00eb reja dhe t\u00eb punojn\u00eb m\u00eb shum\u00eb. Sigurisht q\u00eb nj\u00eb gj\u00eb e till\u00eb krijon tension dhe rezistenc\u00eb. Pra, cila \u00ebsht\u00eb m\u00ebnyra m\u00eb e mir\u00eb p\u00ebr t\u00eb motivuar dhe inkurajuar ekipin me q\u00ebllim q\u00eb k\u00ebta t\u00eb fundit t\u00eb mb\u00ebshtesin ndryshimin q\u00eb duam t\u00eb sjellim? T\u00eb b\u00ebjm\u00eb t\u00eb mundur q\u00eb ata t\u00eb b\u00ebhen zot\u00eb t\u00eb pun\u00ebs. Pasi t\u00eb kemi p\u00ebrcaktuar q\u00ebllimet strategjike t\u00eb redaksis\u00eb, duhet t\u00eb p\u00ebrpiqemi t\u00eb p\u00ebrfshijm\u00eb stafin n\u00eb procesin e vendimmarrjes. \n<\/p>\n\n

Duhet t\u00eb b\u00ebjm\u00eb haptazi dhe jo formalisht. N\u00eb var\u00ebsi t\u00eb madh\u00ebsis\u00eb dhe struktur\u00ebs s\u00eb redaksis\u00eb, puna mund t\u00eb organizohet si nj\u00eb seri takimesh departamenti. Duhet t\u00eb diskutojm\u00eb p\u00ebr nevojat e medias, duke u bazuar tek k\u00ebrkimet p\u00ebr audienc\u00ebn dhe tregun, financat, konkurrenc\u00ebn. Duhet t\u00eb pyesim punonj\u00ebsit p\u00ebr vizionin dhe idet\u00eb e tyre. K\u00ebt\u00eb diskutim duhet ta moderojm\u00eb vet\u00eb (ose t\u00eb sjellim nj\u00eb moderator t\u00eb jasht\u00ebm n\u00ebse p\u00ebrfshirja e drejtuesit mund t\u00eb ndikoj\u00eb n\u00eb at\u00eb q\u00eb njer\u00ebzit do t\u00eb jen\u00eb t\u00eb p\u00ebrgatitur p\u00ebr ta th\u00ebn\u00eb haptazi). Duhet t\u2019i mbajm\u00eb t\u00eb gjith\u00eb t\u00eb fokusuar tek e ardhmja, tek objektivi q\u00eb duhet t\u00eb arrihet, por duhet t\u00eb sigurohemi q\u00eb stafi ta ndjejn\u00eb se mund t\u00eb b\u00ebj\u00eb sugjerimet e veta. Duhet t\u2019u tregojm\u00eb punonj\u00ebsve se opinionet e tyre kan\u00eb r\u00ebnd\u00ebsi dhe t\u2019i b\u00ebjm\u00eb t\u00eb ndihen t\u00eb p\u00ebrfshir\u00eb n\u00eb hartimin e strategjis\u00eb s\u00eb re dhe t\u00eb kuptojn\u00eb pse jan\u00eb t\u00eb nevojshme k\u00ebto ndryshime si dhe t\u00eb ken\u00eb th\u00ebn\u00eb fjal\u00ebn e tyre se si mund t\u00eb arrihen ato q\u00ebllime. \n<\/p>\n\n

Mund t\u00eb p\u00ebrdorim fleta me ngjyra p\u00ebr t\u2019i klasifikuar sugjerimet dhe shqet\u00ebsimet e stafit n\u00eb nj\u00eb diagram t\u00eb stilit SWOT (Avantazhe-Dob\u00ebsi-Mund\u00ebsi-Rreziqe) ose t\u00eb shkruajm\u00eb mendimet dhe idet\u00eb m\u00eb t\u00eb zakonshme, t\u2019i p\u00ebrpunojm\u00eb ato dhe m\u00eb pas t\u2019i ndajm\u00eb me t\u00eb tjer\u00ebt. \n<\/p><\/blockquote><\/figure>\n\n

Q\u00ebllimi kryesor i k\u00ebtij ushtrimi \u00ebsht\u00eb q\u00eb t\u00eb prezantojm\u00eb panoram\u00ebn e p\u00ebrgjithshme dhe vizionin, t\u00eb cilin drejtuesit shpesh mendojm\u00eb se punonj\u00ebsve t\u00eb tyre nuk ka pse ta din\u00eb, dhe t\u00eb b\u00ebjm\u00eb q\u00eb ekipi t\u00eb ndjehet se jan\u00eb bashk\u00ebpronar\u00eb t\u00eb strategjis\u00eb, se ata kan\u00eb th\u00ebn\u00eb fjal\u00ebn e tyre n\u00eb m\u00ebnyr\u00eb q\u00eb t\u00eb punojm\u00eb s\u00eb bashku p\u00ebr p\u00ebrmbushjen e q\u00ebllimeve t\u00eb qarta strategjike. \n<\/p>\n\n

\"Mbledhje<\/figure>\n\n

2. Mbledhje t\u00eb ekipit<\/h2>\n\n

Mbledhje redaksie b\u00ebhen n\u00eb t\u00eb gjitha redaksit\u00eb – \u00ebsht\u00eb \u00e7asti kur diskutojm\u00eb historit\u00eb, trajtimin e tyre dhe planifikimin e projekteve t\u00eb ve\u00e7anta. Megjithat\u00eb, kam par\u00eb shpesh q\u00eb disa media nuk kan\u00eb b\u00ebr\u00eb asnj\u00ebher\u00eb mbledhje t\u00eb tilla. K\u00ebto mbledhje jan\u00eb n\u00eb fakt nj\u00eb mjet shum\u00eb i r\u00ebnd\u00ebsish\u00ebm q\u00eb duhet t\u00eb p\u00ebrdoren nga drejtuesit. Duhet t\u2019i p\u00ebrdorim ato p\u00ebr t\u00eb folur me ekipin p\u00ebr \u00e7\u00ebshtje q\u00eb nuk lidhen me redaksin\u00eb, si ndryshime n\u00eb financa, strategji, struktur\u00ebn e ekipit, em\u00ebrimet e reja, apo vende pune. Tradicionalisht, mbledhje t\u00eb tilla mund t\u00eb b\u00ebhen \u00e7do dy jav\u00eb ose \u00e7do muaj, n\u00eb var\u00ebsi t\u00eb nevojave dhe madh\u00ebsis\u00eb s\u00eb ekipit. \n<\/p>\n\n

Nj\u00eb gj\u00eb shum\u00eb e r\u00ebnd\u00ebsishme q\u00eb duhet t\u00eb mbajm\u00eb mend \u00ebsht\u00eb t\u2019u b\u00ebjm\u00eb t\u00eb mundur njer\u00ebzve t\u00eb shprehin shqet\u00ebsimet dhe t\u00eb flasin p\u00ebr problemet q\u00eb kan\u00eb, qoft\u00eb ky problem nj\u00eb ibrik i d\u00ebmtuar i \u00e7ajit n\u00eb kuzhin\u00eb apo mungesa e stafit p\u00ebr turnin e nat\u00ebs n\u00eb redaksi. \u00cbsht\u00eb me r\u00ebnd\u00ebsi q\u00eb t\u2019i nxisim punonj\u00ebsit t\u00eb shprehin rregullisht dhe ndershm\u00ebrisht mendimet e tyre, p\u00ebrndryshe pak\u00ebnaq\u00ebsit\u00eb e tyre do t\u00eb akumulohen dhe do t\u00eb na duhet t\u00eb merremi me to kur t\u00eb arrijn\u00eb pik\u00ebn e vlimit dhe t\u00eb na p\u00ebrplasen n\u00eb fytyr\u00eb. \n<\/p>\n\n

Shum\u00eb organizata, ve\u00e7an\u00ebrisht gjat\u00eb periudh\u00ebs s\u00eb pandemis\u00eb, i z\u00ebvend\u00ebsuan takimet ball\u00eb p\u00ebr ball\u00eb me mesazhet me email apo sms. Por kjo nuk \u00ebsht\u00eb m\u00ebnyra ideale p\u00ebr t\u00eb folur me ekipin. K\u00ebto forma komunikimi priren t\u00eb jen\u00eb vet\u00ebm me nj\u00eb drejtim dhe nuk nxisin bashk\u00ebbisedimin e hapur me punonj\u00ebsit. N\u00ebse takimet fizike jan\u00eb t\u00eb pamundura, do t\u00eb ishte mir\u00eb t\u00eb b\u00ebheshin mbledhje me video ku drejtuesi u jep t\u00eb gjith\u00eb punonj\u00ebsve mund\u00ebsin\u00eb t\u00eb thon\u00eb fjal\u00ebn e tyre. \n<\/p><\/blockquote><\/figure>\n\n

Nj\u00eb arsye tjet\u00ebr, ve\u00e7an\u00ebrisht e r\u00ebnd\u00ebsishme kur merremi me gazetar\u00eb, \u00ebsht\u00eb se ata priren t\u00eb mos u besojn\u00eb autoriteteve dhe b\u00ebjn\u00eb q\u00eb t\u00eb lul\u00ebzojn\u00eb thashethemet. Dhe kur ekziston perceptimi se drejtuesit nuk ndajn\u00eb informacione, punonj\u00ebsit shpesh p\u00ebrpiqen t\u2019i mbushin boshll\u00ebqet me thashetheme. P.sh., mund t\u00eb kemi planifikuar t\u00eb ndryshojm\u00eb vet\u00ebm nj\u00eb pozicion pune, por e gjith\u00eb redaksia tashm\u00eb po p\u00ebshp\u00ebrit p\u00ebr k\u00ebrc\u00ebnimet t\u00eb largimeve masive nga puna. \u00cbsht\u00eb m\u00eb mir\u00eb t\u00eb ndajm\u00eb informacione sa m\u00eb shpejt q\u00eb t\u00eb mundemi p\u00ebr t\u2019i pak\u00ebsuar sa m\u00eb shum\u00eb thashethemet. \n<\/p>\n\n

Shpesh drejtuesit tundohen t\u00eb japin vet\u00ebm lajmet e mira, si vende t\u00eb reja pune, grante, investime, etj. \u00cbsht\u00eb me r\u00ebnd\u00ebsi q\u00eb t\u00eb flasim hapur me ekipin edhe p\u00ebr lajmet e k\u00ebqija, si r\u00ebnia e t\u00eb ardhurave apo e shifrave t\u00eb audienc\u00ebs, forcimi i konkurrent\u00ebve. N\u00eb k\u00ebt\u00eb m\u00ebnyr\u00eb do t\u00eb krijojm\u00eb nj\u00eb mjedis besimi. \n<\/p><\/blockquote><\/figure>\n\n

\"Sugjerime\"<\/figure>\n\n

3. Sugjerime<\/h2>\n\n

Sa her\u00eb q\u00eb i k\u00ebrkojm\u00eb ekipit t\u00eb b\u00ebj\u00eb di\u00e7ka, ve\u00e7an\u00ebrisht di\u00e7ka t\u00eb re, si nj\u00eb projekt t\u00eb ve\u00e7ant\u00eb, ose publikimi i p\u00ebrmbajtjes n\u00eb nj\u00eb platform\u00eb t\u00eb re apo n\u00eb nj\u00eb format t\u00eb ri, \u00ebsht\u00eb me r\u00ebnd\u00ebsi t\u00eb madhe q\u00eb t\u2019u japim koh\u00ebn dhe hap\u00ebsir\u00ebn e nevojshme p\u00ebr analiza dhe sugjerime. \n<\/p>\n\n

Me stilin e vjet\u00ebr t\u00eb drejtimit, ve\u00e7an\u00ebrisht n\u00eb vendet ish-sovjetike t\u00eb Evrop\u00ebs Lindore, drejtuesit reagojn\u00eb dhe angazhohen vet\u00ebm kur di\u00e7ka nuk shkon mir\u00eb. T\u00eb gjith\u00eb jemi ndeshur me redaktor\u00eb q\u00eb u kushtojn\u00eb v\u00ebmendje t\u00eb rinjve vet\u00ebm kur u b\u00ebrtasin atyre, sepse nuk e kan\u00eb b\u00ebr\u00eb detyr\u00ebn si\u00e7 duhet. Vler\u00ebsimi nga k\u00ebta drejtues i nj\u00eb pune q\u00eb b\u00ebhet mir\u00eb duket pothuajse e sikletshme, nj\u00eb shenj\u00eb dob\u00ebsie. \n<\/p>\n\n

Megjithat\u00eb, njer\u00ebzit reagojn\u00eb shum\u00eb m\u00eb mir\u00eb dhe m\u00ebsojn\u00eb m\u00eb shum\u00eb nga afirmimi pozitiv. Ai i inkurajon ata t\u00eb p\u00ebrs\u00ebrisin suksesin dhe jep nj\u00eb shembull t\u00eb mir\u00eb p\u00ebr t\u00eb gjith\u00eb ekipin, duke u treguar atyre se \u00e7far\u00eb presim sakt\u00ebsisht nga puna e tyre. Vler\u00ebsimi pozitiv \u00ebsht\u00eb nj\u00eb mjet shum\u00eb efektiv n\u00ebse duam t\u00eb frym\u00ebzojm\u00eb dhe motivojm\u00eb punonj\u00ebsit tan\u00eb. \n<\/p>\n\n

Duhet t\u00eb kemi parasysh se duhet t\u00eb p\u00ebrfshijm\u00eb jo vet\u00ebm gazetar\u00ebt por edhe ekipin teknik, kameraman\u00ebt, asistent\u00ebt, redaktor\u00ebt \u2013 edhe puna e tyre ka nevoj\u00eb p\u00ebr vler\u00ebsim, sepse mund t\u00eb na japim k\u00ebndv\u00ebshtrime dhe ide t\u00eb vlefshme. \n<\/p><\/blockquote><\/figure>\n\n

\u00cbsht\u00eb po aq e r\u00ebnd\u00ebsishme t\u2019u b\u00ebjm\u00eb t\u00eb mundur njer\u00ebzve q\u00eb n\u00eb analizat e pun\u00ebs t\u00eb flasin p\u00ebr p\u00ebrvoj\u00ebn e tyre, negative apo pozitive qoft\u00eb ajo, ve\u00e7an\u00ebrisht n\u00ebse b\u00ebhet fjal\u00eb p\u00ebr nj\u00eb projekt t\u00eb ri apo p\u00ebrmbajtje t\u00eb sapo publikuar: nga biseda e sinqert\u00eb mund t\u00eb p\u00ebrmir\u00ebsohet procesi i pun\u00ebs dhe t\u00eb p\u00ebrshtaten burimet p\u00ebr t\u00eb arritur rezultatet m\u00eb t\u00eb mira. Do t\u00eb ishte shum\u00eb mir\u00eb q\u00eb analiza e pun\u00ebs t\u00eb b\u00ebhet e rregullt p\u00ebr t\u00eb gjith\u00eb p\u00ebrmbajtjen q\u00eb prodhojm\u00eb dhe t\u00eb jen\u00eb m\u00eb t\u00eb shpeshta dhe t\u00eb plota kur p\u00ebrmbajtja \u00ebsht\u00eb e re, por q\u00eb gjithsesi t\u00eb shohim vazhdimisht edhe projektet dhe platformat e vjetra q\u00eb kemi krijuar m\u00eb par\u00eb p\u00ebr t\u00eb diskutuar se si mund t\u00eb ndryshohen apo p\u00ebrmir\u00ebsohen ato. \n<\/p>\n\n

\"Vlerësimet\"<\/figure>\n\n

4. Vler\u00ebsimet<\/h2>\n\n

Pothuajse t\u00eb gjitha organizatat e mir\u00eb-menaxhuara kan\u00eb t\u00eb ngritur nj\u00eb sistem vler\u00ebsimi t\u00eb rregullt t\u00eb stafit. Vler\u00ebsime t\u00eb tilla b\u00ebhen me an\u00eb t\u00eb takimeve vjetore mes drejtuesit dhe punonj\u00ebsit ku diskutohen n\u00eb m\u00ebnyr\u00eb konfidenciale objektivat e kompanis\u00eb dhe performanca e k\u00ebtij punonj\u00ebsi, nevojat dhe aspiratat e tij\/saj, p\u00ebrcaktohen objektiva t\u00eb reja p\u00ebr karrier\u00ebn dhe b\u00ebhen sugjerime t\u00eb sinqerta. Do t\u00eb ishte e pamundur q\u00eb nj\u00eb redaktor t\u00eb vler\u00ebsonte \u00e7do punonj\u00ebs, n\u00ebse redaksia nuk do t\u00eb ishte shum\u00eb t\u00eb vog\u00ebl (me deri n\u00eb 6-7 vet\u00eb). N\u00ebse ekipi \u00ebsht\u00eb m\u00eb i madh n\u00eb num\u00ebr, vler\u00ebsimin dhe menaxhimin e stafit t\u00eb ri e b\u00ebjn\u00eb zakonisht an\u00ebtar\u00ebt m\u00eb t\u00eb vjet\u00ebr, ku secili prej tyre ka n\u00eb p\u00ebrgjegj\u00ebsi disa punonj\u00ebs. Ky quhet sistem i menaxhimit t\u00eb linj\u00ebs dhe mund t\u00eb mos p\u00ebrputhet me struktur\u00ebn editoriale t\u00eb medias. Disa kompani kan\u00eb n\u00eb struktur\u00ebn e tyre edhe drejtorin\u00eb e burimeve njer\u00ebzore. \n<\/p>\n\n

N\u00eb p\u00ebrgjith\u00ebsi, vler\u00ebsimi ndahet n\u00eb dy pjes\u00eb kryesore: shqyrtimi i pun\u00ebs s\u00eb b\u00ebr\u00eb gjat\u00eb vitit t\u00eb kaluar, analizimi bashk\u00ebrisht i asaj q\u00eb \u00ebsht\u00eb arritur ose nuk \u00ebsht\u00eb arritur dhe pse si dhe diskutimi p\u00ebr vitin q\u00eb vjen. \u00cbsht\u00eb e r\u00ebnd\u00ebsishme q\u00eb q\u00ebllimet individuale profesionale t\u00eb nj\u00eb punonj\u00ebsi t\u00eb p\u00ebrputhen me q\u00ebllimet strategjike t\u00eb kompanis\u00eb. Takimi i vler\u00ebsimit na jep mund\u00ebsin\u00eb t\u00eb flasim p\u00ebr arritjet, pag\u00ebn, kushtet e pun\u00ebs, zhvillimin personal, trajnimet si dhe p\u00ebr aspiratat afatgjata. Drejtuesi dhe punonj\u00ebsi duhet t\u00eb bien dakord p\u00ebr nj\u00eb s\u00ebr\u00eb masash specifike p\u00ebrmir\u00ebsimi p\u00ebr 12 muajt e ardhsh\u00ebm dhe p\u00ebr treguesit e rezultateve. \n<\/p>\n\n

P\u00ebr shembull, nj\u00eb gazetar e ka me shum\u00eb pasion prodhimin e videove. Kjo p\u00ebrputhet edhe me strategjin\u00eb e medias p\u00ebr sa i p\u00ebrket zgjerimit drejt platformave t\u00eb mediave sociale me p\u00ebrmbajtje multimediale. Drejtuesi bie dakord t\u00eb ofroj\u00eb trajnime dhe t\u00eb siguroj\u00eb pajisjet p\u00ebr k\u00ebt\u00eb gazetar, nd\u00ebrkoh\u00eb q\u00eb ky i fundit angazhohet p\u00ebr t\u00eb prodhuar rregullisht video q\u00eb do t\u00eb shoq\u00ebronin historit\u00eb e medias \u00e7do jav\u00eb.\u00a0\u00a0<\/i><\/p><\/blockquote><\/figure>\n\n

Mediat duhet t\u00eb hartojn\u00eb nj\u00eb formular standard q\u00eb plot\u00ebsohet dhe mbahet n\u00eb dosjen e punonj\u00ebsit p\u00ebr ta shqyrtuar at\u00eb \u00e7do vit. Shum\u00eb kompani b\u00ebjn\u00eb edhe nj\u00eb vler\u00ebsim m\u00eb t\u00eb shkurt\u00ebr afatmes\u00ebm pas gjasht\u00eb muajsh, p\u00ebr t\u2019u siguruar q\u00eb po ecet n\u00eb drejtimin e duhur p\u00ebr t\u00eb p\u00ebrmbushur at\u00eb p\u00ebr t\u00eb cil\u00ebn \u00ebsht\u00eb r\u00ebn\u00eb dakord. \n<\/p>\n\n

K\u00ebto mjete komunikimi jan\u00eb vet\u00ebm disa nga nj\u00eb mori mjetesh q\u00eb zhvillohen dhe p\u00ebrdoren nga drejtuesit. N\u00eb fillim mund t\u00eb duket se nj\u00eb metod\u00eb e till\u00eb e strukturuar p\u00ebr t\u00eb folur me ekipin \u00ebsht\u00eb shum\u00eb formale, por me kalimin e koh\u00ebs do t\u00eb shohim se vazhdim\u00ebsia n\u00eb komunikimin e dyansh\u00ebm i jep ekipit ndjenj\u00ebn e siguris\u00eb dhe besimin se ata marrin pjes\u00eb n\u00eb hartimin e objektivave t\u00eb redaksis\u00eb, q\u00eb do t\u00eb thot\u00eb se do t\u00eb jen\u00eb t\u00eb gatsh\u00ebm t\u00eb marrin p\u00ebrgjegj\u00ebsin\u00eb p\u00ebr t\u00eb punuar bashk\u00ebrisht me drejtuesit p\u00ebr t\u2019i p\u00ebrmbushur ato. \n<\/p>\n","protected":false},"excerpt":{"rendered":"

Nj\u00eb nga problemet me t\u00eb cilat p\u00ebrballen shum\u00eb redaksi \u00ebsht\u00eb qasja amatoreske ndaj drejtuesve. Shpesh shum\u00eb media drejtohen nga njer\u00ebz q\u00eb mund t\u00eb ken\u00eb qen\u00eb gazetar\u00eb t\u00eb shk\u00eblqyer n\u00eb t\u00eb kaluar\u00ebn dhe kan\u00eb ngjitur shkall\u00ebt e hierarkis\u00eb, por q\u00eb nuk kan\u00eb ndjekur asnj\u00ebher\u00eb trajnime t\u00eb mir\u00ebfillta p\u00ebr drejtim dhe menaxhim. Kjo do t\u00eb thot\u00eb se […]<\/p>\n","protected":false},"author":60,"featured_media":11942,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"site-sidebar-layout":"default","site-content-layout":"","ast-site-content-layout":"","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","theme-transparent-header-meta":"","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"default","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-gradient":""}},"footnotes":""},"categories":[29,103],"tags":[1101,1102,1103,1104,1105],"acf":[],"yoast_head":"\nMjete t\u00eb komunikimit efikas p\u00ebr drejtuesit e mediave - Journalift<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/journalift.org\/sq\/mjete-te-komunikimit-efikas-per-drejtuesit-e-mediave\/\" \/>\n<meta property=\"og:locale\" content=\"sq_AL\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Mjete t\u00eb komunikimit efikas p\u00ebr drejtuesit e mediave - Journalift\" \/>\n<meta property=\"og:description\" content=\"Nj\u00eb nga problemet me t\u00eb cilat p\u00ebrballen shum\u00eb redaksi \u00ebsht\u00eb qasja amatoreske ndaj drejtuesve. Shpesh shum\u00eb media drejtohen nga njer\u00ebz q\u00eb mund t\u00eb ken\u00eb qen\u00eb gazetar\u00eb t\u00eb shk\u00eblqyer n\u00eb t\u00eb kaluar\u00ebn dhe kan\u00eb ngjitur shkall\u00ebt e hierarkis\u00eb, por q\u00eb nuk kan\u00eb ndjekur asnj\u00ebher\u00eb trajnime t\u00eb mir\u00ebfillta p\u00ebr drejtim dhe menaxhim. 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Shpesh shum\u00eb media drejtohen nga njer\u00ebz q\u00eb mund t\u00eb ken\u00eb qen\u00eb gazetar\u00eb t\u00eb shk\u00eblqyer n\u00eb t\u00eb kaluar\u00ebn dhe kan\u00eb ngjitur shkall\u00ebt e hierarkis\u00eb, por q\u00eb nuk kan\u00eb ndjekur asnj\u00ebher\u00eb trajnime t\u00eb mir\u00ebfillta p\u00ebr drejtim dhe menaxhim. 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