Me fjal\u00eb t\u00eb tjera, <\/span>mend\u00ebsia \u00ebsht\u00eb nj\u00eb lloj softueri i mendjes n\u00ebp\u00ebrmjet t\u00eb cilit i qasemi situatave t\u00eb ndryshme, trajtojm\u00eb problemet, zgjidhim konfliktet, marrim p\u00ebrsip\u00ebr ndryshimin… <\/strong>Pra, me fjal\u00eb t\u00eb tjera, ajo na p\u00ebrcakton at\u00eb q\u00eb jemi, kush jemi dhe si veprojm\u00eb.<\/span><\/p>\n\n Ashtu si \u00e7do softuer (program kompjuteri) dhe si edhe vet\u00eb fjal\u00eb, ajo ka nevoj\u00eb t\u00eb instalohet dhe t\u00eb p\u00ebrdit\u00ebsohet rregullisht. Instalimi dhe p\u00ebrdit\u00ebsimi jan\u00eb teorikisht t\u00eb vazhduesh\u00ebm, d.m.th., jan\u00eb t\u00eb mundsh\u00ebm. Megjithat\u00eb, shum\u00eb shpesh, t\u00eb pakt\u00ebn n\u00eb disa fusha, mend\u00ebsit\u00eb mbeten t\u00eb ngurt\u00ebsuara. Duhen b\u00ebr\u00eb p\u00ebrpjekje t\u00eb mir\u00eb menduara p\u00ebr t\u00eb b\u00ebr\u00eb ndryshime n\u00eb mend\u00ebsi.
\n<\/p>\n\n Sipas psikologes amerikane, Carol Dweck, mendimi i dikujt p\u00ebr veten e vet \u00ebsht\u00eb me r\u00ebnd\u00ebsi par\u00ebsore: <\/span>t\u00eb besosh se avantazhet dhe dob\u00ebsit\u00eb e tua nuk mund t\u00eb ndryshojn\u00eb \u00ebsht\u00eb p\u00ebrfaq\u00ebsimi tipik i asaj q\u00eb Dweck e quan mend\u00ebsi t\u00eb ngurt\u00ebsuar<\/strong>.<\/span> K\u00ebshtu, kjo mend\u00ebsi e ngurt\u00eb ndikon duksh\u00ebm n\u00eb \u00e7do gj\u00eb q\u00eb b\u00ebn personi me k\u00ebt\u00eb mend\u00ebsi. Ai mbetet n\u00eb rrug\u00ebn q\u00eb ka marr\u00eb tashm\u00eb me besimin se asgj\u00eb nuk mund t\u00eb ndryshoj\u00eb. Dhe \u00ebsht\u00eb si nj\u00eb rreth vicioz: njeriu nuk p\u00ebrpiqet t\u2019i ndryshoj\u00eb gj\u00ebrat, sepse beson se nuk mund t\u00eb realizohet dhe si rezultat ai nuk ndryshon, nuk rritet.\u00a0\u00a0<\/span><\/p>\n\n Megjithat\u00eb, Dweck evidenton edhe nj\u00eb tjet\u00ebr mend\u00ebsi \u2013 e ashtuquajtura mend\u00ebsia e rritjes. Si\u00e7 e thot\u00eb edhe ajo me fjal\u00ebt e saj, <\/span>\u201cn\u00eb k\u00ebt\u00eb mend\u00ebsi, dora q\u00eb t\u00eb trajton \u00ebsht\u00eb thjesht faza fillestare e zhvillimit… <\/span><\/i>kjo mend\u00ebsi rritjeje bazohet n\u00eb besimin se cil\u00ebsit\u00eb baz\u00eb t\u00eb njeriut jan\u00eb gj\u00ebra q\u00eb mund t\u00eb kultivohen me an\u00eb t\u00eb p\u00ebrpjekjeve.<\/i>\u201d<\/i><\/strong><\/p>\n\n Prandaj, mend\u00ebsia e ngurt\u00eb \u00ebsht\u00eb e paracaktuar, \u201cdora q\u00eb na trajton\u201d, \u201cpika e fillimit\u201d. Ajo q\u00eb duhet t\u00eb b\u00ebjm\u00eb me t\u00eb \u00ebsht\u00eb p\u00ebrgjegj\u00ebsia jon\u00eb p\u00ebr sa koh\u00eb q\u00eb besojm\u00eb se mund t\u00eb p\u00ebrmir\u00ebsohemi, q\u00eb mund t\u00eb ndryshojm\u00eb p\u00ebr m\u00eb mir\u00eb.
\n<\/p>\n\n Mend\u00ebsit\u00eb tona form\u00ebsohen nga shum\u00eb gj\u00ebra. Nga familja ku rritemi, nga sportet q\u00eb luajm\u00eb, nga shok\u00ebt e shoqet me t\u00eb cil\u00ebt kalojm\u00eb koh\u00ebn, nga t\u00eb dashurit tan\u00eb, nga m\u00ebsuesit, koleg\u00ebt… Por asgj\u00eb nuk form\u00ebson mend\u00ebsin\u00eb ton\u00eb m\u00eb shum\u00eb sesa profesioni q\u00eb zgjedhim.
\n<\/p><\/blockquote><\/figure>\n\n Kjo \u00ebsht\u00eb arsyeja pse priremi t\u2019i kuptojm\u00eb njer\u00ebzit e profesionit ton\u00eb n\u00eb m\u00ebnyr\u00eb m\u00eb t\u00eb st\u00ebrholluar, pse jemi n\u00eb gjendje t\u00eb komunikojm\u00eb me ta duke p\u00ebrdorur kode, t\u00eb b\u00ebjm\u00eb shaka q\u00eb nuk b\u00ebjn\u00eb p\u00ebr t\u00eb qeshur asnj\u00eb jasht\u00eb profesionit ton\u00eb, dhe, kur jemi vet\u00ebm me koleg\u00ebt e profesionit ton\u00eb, e shtyjm\u00eb nj\u00ebri-tjetrin t\u00eb besojm\u00eb se ne jemi t\u00eb zgjedhurit, kemi profesionin e m\u00eb t\u00eb zgjuarve, jemi grupi elitar, jemi t\u00eb paprekshmit.
\n<\/p>\n\n Dhe m\u00eb e fundit por jo p\u00ebr nga r\u00ebnd\u00ebsia, <\/span>besimi n\u00eb superioritetin e profesionit ton\u00eb \u00ebsht\u00eb shembulli kryesor i mend\u00ebsis\u00eb s\u00eb ngurt\u00eb q\u00eb b\u00ebhet p\u00ebrher\u00eb e m\u00eb k\u00ebrc\u00ebnuese<\/strong>. \u00cbsht\u00eb mjaft e leht\u00eb t\u00eb biesh n\u00eb k\u00ebt\u00eb grack\u00eb: n\u00ebse nuk jemi ne, kush \u00ebsht\u00eb m\u00eb i miri p\u00ebr t\u00eb drejtuar organizat\u00ebn ton\u00eb? Kush m\u00eb mir\u00eb se nj\u00eb mjek mund t\u00eb drejtoj\u00eb spitalin? Kush m\u00eb mir\u00eb se nj\u00eb inxhinier mund t\u00eb drejtoj\u00eb nj\u00eb firm\u00eb nd\u00ebrtimi?<\/span><\/p>\n\n Kush m\u00eb mir\u00eb se nj\u00eb gazetar mund t\u00eb drejtoj\u00eb nj\u00eb media?<\/p>\n\n Patjet\u00ebr q\u00eb ka shum\u00eb argumente t\u00eb mira pse duhet t\u00eb jet\u00eb me t\u00eb v\u00ebrtet\u00eb k\u00ebshtu. Ka shum\u00eb fakte t\u00eb pakund\u00ebrshtueshme q\u00eb nj\u00eb gazetar duhet t\u00eb jet\u00eb n\u00eb poste drejtuese t\u00eb nj\u00eb medie, kompanie mediatike, agjencie… K\u00ebto argumente jan\u00eb aq t\u00eb forta sa q\u00eb dikush q\u00eb p\u00ebrpiqet t\u00eb argumentoj\u00eb t\u00eb kund\u00ebrt\u00ebn mund t\u00eb b\u00ebhet qesharak.
\n<\/p>\n\n Por vet\u00eb ideja e k\u00ebtij artikulli as q\u00eb nuk p\u00ebrpiqet t\u00eb b\u00ebj\u00eb nj\u00eb gj\u00eb t\u00eb till\u00eb. Aspak fare. <\/p>\n\n Kur drejton nj\u00eb organizat\u00eb, biznes, apo nj\u00eb OJQ… \u00e7far\u00ebdo q\u00eb t\u00eb jesh me profesion kalon n\u00eb plan t\u00eb dyt\u00eb<\/strong>. <\/span>Ka m\u00eb pak r\u00ebnd\u00ebsi tani. Zakonisht t\u00eb vjen n\u00eb ndihm\u00eb n\u00ebse organizata \u00ebsht\u00eb brenda fush\u00ebs s\u00eb profesionit t\u00ebnd. Por vet\u00ebm kaq.\u00a0<\/span><\/p>\n\n Ajo q\u00eb ka r\u00ebnd\u00ebsi tani, ajo q\u00eb duhet t\u00eb vihet n\u00eb plan t\u00eb par\u00eb \u00ebsht\u00eb fakti se tani je drejtues. Drejtues biznesi (edhe n\u00eb organizata jofitimprur\u00ebse).
\n<\/p>\n\n Tashm\u00eb nuk t\u00eb intereson shum\u00eb cil\u00ebsia e artikullit q\u00eb ke shkruar, sa i fresk\u00ebt \u00ebsht\u00eb informacioni apo sa t\u00eb besuesh\u00ebm jan\u00eb burimet e tua t\u00eb informacionit… tani t\u00eb intereson m\u00eb shum\u00eb cil\u00ebsia e artikujve t\u00eb \u00c7DOKUJT, sa i fresk\u00ebt \u00ebsht\u00eb informacioni i \u00c7DOKUJT, besueshm\u00ebria e burimeve t\u00eb \u00c7DOKUJT. Tashm\u00eb nuk je m\u00eb n\u00eb rrug\u00ebn e b\u00ebrjes s\u00eb karrier\u00ebs. I je futur rrug\u00ebs p\u00ebr karrier\u00ebn e \u00c7DOKUJT, teksa ruan cil\u00ebsin\u00eb e sh\u00ebrbimit q\u00eb ofron ti (si organizat\u00eb), koh\u00ebn e ofrimit t\u00eb sh\u00ebrbimit (si organizat\u00eb) dhe besueshm\u00ebrin\u00eb e sh\u00ebrbimit q\u00eb p\u00ebrfaq\u00ebson ti (si organizat\u00eb). Kjo pik\u00eb, vendi i maj\u00ebs, \u00ebsht\u00eb vend vetmitar. N\u00eb vendet me vetmi k\u00ebrkohet t\u00eb p\u00ebrshtatesh.
\n<\/p>\n\n Mend\u00ebsia jote tani ka nevoj\u00eb p\u00ebr lust\u00ebr. Nuk ka nevoj\u00eb p\u00ebr ndryshime rr\u00ebnj\u00ebsore. Je ende gazetar dhe zor se ke ndonj\u00eb gj\u00eb n\u00eb dor\u00eb p\u00ebr ta ndryshuar.<\/p>\n\n Gjithsesi, duke qen\u00eb se tani je drejtues, duhet t\u00eb shtosh edhe mend\u00ebsin\u00eb e drejtuesit. S\u00eb pari, t\u00eb duhet t\u00ebr\u00ebsisht mend\u00ebsia e rritjes: t\u00eb besosh se mund t\u00eb p\u00ebrmir\u00ebsohesh n\u00eb fusha t\u00eb caktuara gj\u00eb q\u00eb ta k\u00ebrkon puna si drejtues. Me fjal\u00eb t\u00eb tjera, s\u00eb pari duhet t\u00eb besosh se mund t\u2019i shtosh mend\u00ebsin\u00eb e drejtuesit mend\u00ebsis\u00eb tashm\u00eb t\u00eb konsoliduar t\u00eb gazetarit.<\/p><\/blockquote><\/figure>\n\n Pastaj, duhet t\u00eb b\u00ebsh di\u00e7ka n\u00eb k\u00ebt\u00eb drejtim. <\/p>\n\n Kompanit\u00eb priren t\u00eb ankohen se nuk ia dalin dot t\u2019i b\u00ebjn\u00eb inxhinier\u00ebt t\u00eb mendojn\u00eb si drejtues. Edhe disa kompani mediatike kan\u00eb t\u00eb nj\u00ebjtat ankesa p\u00ebr gazetar\u00ebt duke p\u00ebrdorur t\u00eb nj\u00ebjtat arsye. Ajo q\u00eb na duhet \u00ebsht\u00eb t\u00eb kemi m\u00eb shum\u00eb gazetar\u00eb n\u00eb poste drejtuese q\u00eb mendojn\u00eb si drejtues.
\n<\/p>\n\n Sipas Jonathan Gosling, profesor i njohur n\u00eb fush\u00ebn e udh\u00ebheqjes, dhe Henry Mintzberg, nj\u00eb nga profesor\u00ebt m\u00eb me influenc\u00eb n\u00eb fush\u00ebn e menaxhimit n\u00eb spektaklin televiziv \u2018Today\u2019, drejtuesit kan\u00eb nevoj\u00eb p\u00ebr mend\u00ebsi t\u00eb ndryshme. Ja si e shprehin ata k\u00ebt\u00eb gj\u00eb:
\n<\/p>\n\n \u201cFederata Nd\u00ebrkomb\u00ebtare e Shoq\u00ebrive t\u00eb Kryqit t\u00eb Kuq dhe Gjysm\u00ebh\u00ebn\u00ebs s\u00eb Kuqe, me qend\u00ebr n\u00eb Gjenev\u00eb, ka nj\u00eb shqet\u00ebsim q\u00eb lidhet me zhvillimin e menaxhimit. Kjo federat\u00eb shqet\u00ebsohet se mund t\u00eb shkoj\u00eb shum\u00eb larg drejt nj\u00eb kulture ku veprohet me shpejt\u00ebsi t\u00eb madhe. Ajo e di se duhet t\u00eb veproj\u00eb shpejt p\u00ebr t\u2019iu p\u00ebrgjigjur fatkeq\u00ebsive kudo ku ndodhin ato, si t\u00ebrmete dhe luft\u00ebra, p\u00ebrmbytje dhe kriza urie, por evidenton edhe nevoj\u00ebn p\u00ebr t\u2019u angazhuar n\u00eb detyr\u00ebn m\u00eb t\u00eb ngadalt\u00eb dhe m\u00eb delikate t\u00eb nd\u00ebrtimit t\u00eb kapaciteteve p\u00ebr veprime t\u00eb kujdesshme, t\u00eb menduara mir\u00eb dhe t\u00eb p\u00ebrshtatura sipas kushteve dhe nevojave n\u00eb terren.\u201d<\/span><\/i><\/p>\n\n Kultura e t\u00eb vepruarit shpejt, reagimi i shpejt\u00eb… Ju sjell ndonj\u00eb gj\u00eb n\u00eb mendje?<\/p>\n\n \u201cShum\u00eb organizata biznesi p\u00ebrballen me nj\u00eb problem t\u00eb ngjash\u00ebm. Ato din\u00eb t\u00eb ekzekutojn\u00eb, por nuk jan\u00eb aq t\u00eb afta t\u00eb t\u00ebrhiqen p\u00ebr t\u00eb reflektuar mbi situatat q\u00eb po kalojn\u00eb. Organizata t\u00eb tjera p\u00ebrballen me t\u00eb kund\u00ebrt\u00ebn e k\u00ebsaj v\u00ebshtir\u00ebsie: Ata jan\u00eb aq shum\u00eb t\u00eb kredhura n\u00eb analiza p\u00ebr problemet e tyre, saq\u00eb nuk mund t\u2019i b\u00ebjn\u00eb gj\u00ebrat me shpejt\u00ebsin\u00eb e duhur… \u00c7do gj\u00eb q\u00eb b\u00ebn \u00e7do drejtues efektiv gjendet e z\u00ebn\u00eb mes <\/span><\/i>veprimit<\/span> n\u00eb terren dhe <\/span><\/i>reflektimit<\/span> n\u00eb m\u00ebnyr\u00eb abstrakte. Veprimi pa reflektim \u00ebsht\u00eb i pamendt\u00eb; reflektimi pa veprim \u00ebsht\u00eb thjesht pasiv. \u00c7do drejtues duhet t\u00eb gjej\u00eb nj\u00eb m\u00ebnyr\u00eb p\u00ebr t\u00eb nd\u00ebrthurur k\u00ebto dy mend\u00ebsi – t\u00eb funksionoj\u00eb n\u00eb pik\u00ebn ku t\u00eb menduarit reflektues t\u00eb takohet me veprimin praktik.<\/span><\/i><\/p>\n\n Por veprim dhe reflektim p\u00ebr \u00e7far\u00eb? Nj\u00eb p\u00ebrgjigje e qart\u00eb \u00ebsht\u00eb: p\u00ebr bashk\u00ebpunimin, p\u00ebr t\u2019i \u00e7uar gj\u00ebrat deri n\u00eb fund n\u00eb bashk\u00ebpunim me njer\u00ebz t\u00eb tjer\u00eb… Nj\u00eb tjet\u00ebr p\u00ebrgjigje \u00ebsht\u00eb se <\/span><\/i>veprimi, reflektimi dhe bashk\u00ebpunimi duhet t\u00eb rr\u00ebnjosen thell\u00eb n\u00eb vler\u00ebsimin e gjithansh\u00ebm t\u00eb realitetit n\u00eb t\u00eb gjitha aspektet e tij<\/i><\/strong>. K\u00ebt\u00eb e quajm\u00eb mend\u00ebsi me k\u00ebmb\u00eb n\u00eb tok\u00eb, q\u00eb Fjalori i Gjuh\u00ebs Angleze i Oksfordit e p\u00ebrkufizon si \u201cme p\u00ebrvoj\u00eb n\u00eb jet\u00eb, t\u00eb sofistikuar, praktik\u201d. S\u00eb fundi, veprimi, reflektimi dhe bashk\u00ebpunimi si dhe q\u00ebndrimi me k\u00ebmb\u00eb n\u00eb tok\u00eb duhet t\u00eb shoq\u00ebrohen m\u00eb nj\u00eb far\u00eb racionaliteti apo logjike; ato duhet t\u00eb mb\u00ebshteten edhe n\u00eb mend\u00ebsi analitike.\u201d<\/span><\/i><\/p>\n\n K\u00ebto jan\u00eb pes\u00eb m\u00ebnyrat me t\u00eb cilat gazetar\u00ebt q\u00eb drejtojn\u00eb nj\u00eb biznes mediatik (me fjal\u00eb t\u00eb tjera, drejtuesit) duhet t\u00eb perceptojn\u00eb bot\u00ebn dhe t\u00eb veprojn\u00eb m\u00eb tej.
\n<\/p>\n\n Mend\u00ebsia reflektuese ka t\u00eb b\u00ebj\u00eb me veten, t\u00eb njoh\u00ebsh dhe t\u00eb kuptosh vetveten<\/strong>.<\/span> Si\u00e7 thon\u00eb edhe autor\u00ebt e konceptit, \u201cnuk mund t\u00eb ket\u00eb analiz\u00eb pa njohje t\u00eb vetvetes\u201d. Mend\u00ebsia e bashk\u00ebpunimit \u00ebsht\u00eb e qart\u00eb q\u00eb ka t\u00eb b\u00ebj\u00eb me marr\u00ebdh\u00ebniet e drejtuesit, nd\u00ebrkoh\u00eb q\u00eb mend\u00ebsia analitike ka t\u00eb b\u00ebj\u00eb me organizat\u00ebn si nj\u00eb e t\u00ebr\u00eb dhe me nj\u00eb zb\u00ebrthim sistematik t\u00eb aktiviteteve (q\u00eb \u00ebsht\u00eb ajo p\u00ebr t\u00eb cil\u00ebn sh\u00ebrben analiza n\u00eb fund t\u00eb fundit). Konteksti ku funksionon organizata, bota q\u00eb rrethon organizat\u00ebn \u00ebsht\u00eb tema e mend\u00ebsis\u00eb e t\u00eb q\u00ebndruarit me k\u00ebmb\u00eb n\u00eb tok\u00eb. E fundit por jo p\u00ebr nga r\u00ebnd\u00ebsia, n\u00eb nj\u00eb far\u00eb m\u00ebnyre mend\u00ebsia integruese \u00ebsht\u00eb mend\u00ebsi veprimi, sepse ajo b\u00ebn bashk\u00eb vetveten, marr\u00ebdh\u00ebniet, organizat\u00ebn dhe kontekstin, n\u00ebp\u00ebrmjet procesit t\u00eb ndryshimit q\u00eb vazhdon dhe nuk mbaron kurr\u00eb.\u00a0<\/span><\/p>\n\n Si\u00e7 sugjeron edhe n\u00ebntitulli i m\u00ebsip\u00ebrm, kjo \u00ebsht\u00eb ajo q\u00eb b\u00ebn gjat\u00eb gjith\u00eb koh\u00ebs ti si drejtues. Duke p\u00ebrdorur fjal\u00ebt e Gosling dhe Mintzberg:
\n<\/p>\n\n \u201cN\u00eb fillim ti analizon dhe m\u00eb pas vepron. Por kjo nuk funksionon si\u00e7 mund t\u00eb pritet, ndaj reflekton. Vepron m\u00eb tej dhe pastaj e sheh veten t\u00eb bllokuar, ku kupton se nuk mund ta b\u00ebsh k\u00ebt\u00eb gj\u00eb i vet\u00ebm. Do t\u00eb t\u00eb duhet t\u00eb bashk\u00ebpunosh. Por p\u00ebr t\u00eb b\u00ebr\u00eb k\u00ebt\u00eb gj\u00eb, do t\u00eb duhet t\u00eb futesh n\u00eb bot\u00ebn e t\u00eb tjer\u00ebve. Dhe m\u00eb pas vijn\u00eb analiza t\u00eb tjera p\u00ebr t\u00eb artikuluar bot\u00ebkuptime t\u00eb reja. Tani ti vepron p\u00ebrs\u00ebri \u2013 dhe k\u00ebshtu vazhdon teksa form\u00ebsohet coha e p\u00ebrpjekjeve q\u00eb b\u00ebn.\u201d<\/span><\/i><\/p><\/blockquote>\n\n Me t\u2019u b\u00ebr\u00eb drejtuesi i nj\u00eb medie, agjencie lajmesh, radioje apo stacioni televiziv, apo i ndonj\u00eb forme tjet\u00ebr t\u00eb njohur medie, nuk b\u00ebhet m\u00eb fjal\u00eb p\u00ebr ty dhe as p\u00ebr gazetarin brenda teje. Prej teje pritet q\u00eb t\u00eb drejtosh dhe t\u00eb administrosh. P\u00ebrgjegj\u00ebsia jote tani ka t\u00eb b\u00ebj\u00eb me mbijetes\u00ebn e medias. Kjo do t\u00eb thot\u00eb q\u00eb t\u00eb b\u00ebsh t\u00eb mundur q\u00eb media t\u00eb paguaj\u00eb faturat e veta. Dhe sigurisht q\u00eb \u00ebsht\u00eb pun\u00eb e v\u00ebshtir\u00eb. \u00cbsht\u00eb industri e v\u00ebshtir\u00eb dhe q\u00eb nuk t\u00eb fal, ku g\u00eblon konkurrenc\u00eb e pandershme, ku fitimet jan\u00eb t\u00eb vogla dhe or\u00ebt e pun\u00ebs t\u00eb st\u00ebrzgjatura, e puna pa orar.
\n<\/p>\n\n Dhe mbi t\u00eb gjitha k\u00ebto q\u00ebndron ideja, p\u00ebrpjekja drejt gazetaris\u00eb s\u00eb pavarur, q\u00ebllimi fisnik i pavar\u00ebsis\u00eb. \u00cbsht\u00eb shum\u00eb e v\u00ebshtir\u00eb t\u00eb arrish balanc\u00ebn mes tyre. Dhe pa shkelur aspak kodin e sjelljes.
\n<\/p>\n\n Nga ana tjet\u00ebr, askush nuk tha se t\u00eb jesh drejtues \u00ebsht\u00eb pun\u00eb e leht\u00eb. Megjithat\u00eb, p\u00ebr t\u00eb perifrazuar Mintzbergun, <\/span>nuk ka pun\u00eb m\u00eb t\u00eb r\u00ebnd\u00ebsishme p\u00ebr shoq\u00ebrin\u00eb ton\u00eb sesa puna e drejtuesit, sepse drejtuesit vendosin n\u00ebse burimet tona do t\u00eb p\u00ebrdoren me efektivitet apo do t\u00eb shp\u00ebrdorohen.\u00a0<\/strong><\/p>\n\n P\u00ebr t\u00eb p\u00ebrs\u00ebritur edhe nj\u00eb her\u00eb t\u00eb nj\u00ebjt\u00ebn fjali: me t\u2019u b\u00ebr\u00eb drejtues, nuk b\u00ebhet m\u00eb fjal\u00eb p\u00ebr profesionin si gazetar.<\/p>\n\n Me t\u2019u ngjitur n\u00eb at\u00eb post, duhet t\u00eb jesh i hapur p\u00ebr t\u00eb zhvilluar aft\u00ebsi t\u00eb reja dhe p\u00ebr t\u2019i b\u00ebsh t\u00eb mundur vetes t\u00eb b\u00ebhesh m\u00eb shum\u00eb \u00e7\u2019ke menduar m\u00eb par\u00eb se mund t\u00eb b\u00ebhesh. <\/p><\/blockquote><\/figure>\n\n P\u00ebr ta th\u00ebn\u00eb ndryshe, duhet t\u00eb p\u00ebrqafosh mend\u00ebsin\u00eb e rritjes si nj\u00eb q\u00ebndrim t\u00eb p\u00ebrgjithsh\u00ebm ndaj bot\u00ebs q\u00eb t\u00eb rrethon. Dhe duhet t\u00eb zhvillosh t\u00eb gjitha mend\u00ebsit\u00eb q\u00eb predikojn\u00eb Gosling dhe Mintzberg.
\n<\/p>\n\n Mend\u00ebsia reflektuese k\u00ebrkon q\u00eb t\u00eb reflektosh \u00e7do dit\u00eb p\u00ebr:<\/p>\n\n N\u00ebse reflekton pa vepruar, medias t\u00ebnde do t\u2019i vij\u00eb fundi shum\u00eb shpejt. Prandaj, pozicioni q\u00eb ke k\u00ebrkon q\u00eb t\u00eb pranosh mend\u00ebsin\u00eb e veprimit: t\u00eb mb\u00ebshtes\u00ebsh ndryshimin, tek njer\u00ebzit, tek organizata, te bota q\u00eb t\u00eb rrethon. Duhet t\u00eb veprosh. T\u00eb udh\u00ebheq\u00ebsh dhe t\u00eb jap\u00ebsh shembullin t\u00ebnd. Dhe m\u00eb pas reflekto p\u00ebrs\u00ebri. P\u00ebr t\u00eb ndryshuar gj\u00ebrat p\u00ebr her\u00ebn tjet\u00ebr. P\u00ebr m\u00eb mir\u00eb.
\n<\/p>\n\n Detyra jote \u00ebsht\u00eb t\u00eb analizosh: \u00e7far\u00eb b\u00ebre, si ishte, cilat ishin rezultatet, \u00e7far\u00eb mund t\u00eb b\u00ebsh ndryshe, si mund t\u00eb veproje ndryshe… Dhe m\u00eb pas t\u00eb veprosh p\u00ebrs\u00ebri. Dhe m\u00eb pas t\u00eb reflektosh p\u00ebrs\u00ebri. P\u00ebr t\u2019i b\u00ebr\u00eb gj\u00ebrat m\u00eb mir\u00eb her\u00ebn tjet\u00ebr.
\n<\/p>\n\n Teksa reflekton, vepron, reflekton, analizon, dhe p\u00ebrs\u00ebri vepron dhe reflekton, ke nevoj\u00eb edhe p\u00ebr t\u00eb tjer\u00ebt dhe duhet t\u00eb kuptosh dhe respektosh bot\u00ebn q\u00eb rrethon organizat\u00ebn. Organizata si p\u00ebrkufizim \u00ebsht\u00eb nj\u00eb entitet shoq\u00ebror. Ajo p\u00ebrb\u00ebhet nga njer\u00ebz t\u00eb tjer\u00eb. Nuk je vet\u00ebm ti. Ti je p\u00ebrgjegj\u00ebs p\u00ebr t\u00eb organizuar pun\u00ebn e tyre dhe p\u00ebr t\u2019i b\u00ebr\u00eb ata t\u00eb punojn\u00eb s\u00eb bashku dhe me ty. Ke nevoj\u00eb p\u00ebr bashk\u00ebpunim dhe ke nevoj\u00eb p\u00ebr t\u00eb kuptuar edhe kontekstin. Ke nevoj\u00eb p\u00ebr nj\u00eb mend\u00ebsi bashk\u00ebpunimi dhe me k\u00ebmb\u00eb n\u00eb tok\u00eb.
\n<\/p>\n\n Ke nevoj\u00eb p\u00ebr t\u00eb pesta ato. Dhe ke nevoj\u00eb q\u00eb t\u2019i kesh t\u00eb ndara dhe t\u00eb nd\u00ebrthurura. Ashtu si shkopinjt\u00eb e golfit: vet\u00ebm nj\u00eb shkop nuk mjafton n\u00ebse d\u00ebshiron ta luash k\u00ebt\u00eb loj\u00eb si profesionist dhe sipas rregullave, me respekt t\u00eb plot\u00eb p\u00ebr loj\u00ebn. Ke nevoj\u00eb p\u00ebr t\u00eb gjitha ato, sepse secila prej tyre do t\u00eb dal\u00eb e dobishme n\u00eb situata t\u00eb ndryshme. Dhe ndonj\u00ebher\u00eb do t\u00eb kesh nevoj\u00eb p\u00ebr disa prej tyre, nj\u00ebra pas tjetr\u00ebs me radh\u00eb.
\n<\/p>\n\n P\u00ebr ta th\u00ebn\u00eb me fjal\u00eb t\u00eb thjeshta: ke nevoj\u00eb t\u00eb p\u00ebrvet\u00ebsosh mend\u00ebsin\u00eb e biznesit.<\/p>\n\n Por prit! \u00c7far\u00eb dim\u00eb ne tek e fundit? Jemi thjesht profesor\u00eb t\u00eb fush\u00ebs s\u00eb biznesit q\u00eb nxisim mend\u00ebsin\u00eb e biznesit…
\n<\/p>\n","protected":false},"excerpt":{"rendered":" Nj\u00eb gj\u00eb \u00ebsht\u00eb e p\u00ebrbashk\u00ebt p\u00ebr shum\u00eb profesionist\u00eb, q\u00eb nga mjek\u00ebt dhe jurist\u00ebt, deri te gazetar\u00ebt dhe llojet e ndryshme t\u00eb inxhinier\u00ebve. Pjesa m\u00eb e madhe e tyre p\u00ebrfundojn\u00eb duke punuar p\u00ebr organizata q\u00eb drejtohen nga njer\u00ebz t\u00eb t\u00eb nj\u00ebjtit profesion. Shum\u00eb mjek\u00eb p\u00ebrfundojn\u00eb duke punuar n\u00eb spitale q\u00eb drejtohen nga mjek\u00eb. Jurist\u00ebt i gjen […]<\/p>\n","protected":false},"author":29,"featured_media":9968,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"site-sidebar-layout":"default","site-content-layout":"default","ast-site-content-layout":"default","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":"","ast-disable-related-posts":"","theme-transparent-header-meta":"default","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-opacity":"","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-opacity":"","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-opacity":"","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-opacity":"","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-opacity":"","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-opacity":"","overlay-gradient":""}},"footnotes":""},"categories":[29],"tags":[840,839,841],"class_list":["post-9992","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-manaxhimi-dhe-organizmi-sq","tag-mendesi-biznesi","tag-mendesi-gazetari","tag-mendesia","ciTrackContent"],"acf":[],"yoast_head":"\n![\"Mendësia](\"https:\/\/journalift.org\/wp-content\/uploads\/2021\/11\/02-Fixed-vs.-Growth-mindset-1024x504.png\")
<\/figure>\n\nMend\u00ebsia e rritjes p\u00ebrkund\u00ebr asaj t\u00eb ngurt\u00ebsuar<\/h2>\n\n
Mend\u00ebsia form\u00ebsohet nga profesioni<\/h2>\n\n
![\"Maja](\"https:\/\/journalift.org\/wp-content\/uploads\/2021\/11\/04-Top-is-a-lonely-spot-1024x504.png\")
<\/figure>\n\nMaja \u00ebsht\u00eb pik\u00eb vetmitare <\/h2>\n\n
![\"Pesë](\"https:\/\/journalift.org\/wp-content\/uploads\/2021\/11\/05-Five-minds-of-a-manager-1024x504.png\")
<\/figure>\n\nPes\u00eb mend\u00ebsit\u00eb e nj\u00eb drejtuesi<\/h2>\n\n
![\"Analizo-](\"https:\/\/journalift.org\/wp-content\/uploads\/2021\/11\/06-Analyze-Act-Reflect-Collaborate-Understand-Context-Repeat-1024x504.png\")
<\/figure>\n\nAnalizo- vepro-reflekto-bashk\u00ebpuno-kupto kontekstin-p\u00ebrs\u00ebrit<\/h2>\n\n