{"id":7309,"date":"2019-03-12T07:56:00","date_gmt":"2019-03-12T07:56:00","guid":{"rendered":"https:\/\/www.factris.com\/?p=7309"},"modified":"2023-01-10T08:33:53","modified_gmt":"2023-01-10T08:33:53","slug":"kaip-sukurti-sekminga-organizacijos-kultura","status":"publish","type":"post","link":"https:\/\/www.factris.com\/lt\/naujienos\/kaip-sukurti-sekminga-organizacijos-kultura\/","title":{"rendered":"Kaip sukurti s\u0117kming\u0105 organizacijos kult\u016br\u0105?"},"content":{"rendered":"

[et_pb_section fb_built=”1″ _builder_version=”4.7.6″ _module_preset=”default” custom_padding=”21px|||||”][et_pb_row _builder_version=”4.7.6″ _module_preset=”default” max_width=”700px” custom_padding=”2px||4px|||”][et_pb_column type=”4_4″ _builder_version=”4.7.6″ _module_preset=”default”][et_pb_button button_url=”\/lt\/naujienos\/” button_text=” Gr\u012f\u017eti \u012f naujien\u0173 puslap\u012f” module_class=”btn-back” _builder_version=”4.8.2″ _module_preset=”default” custom_button=”on” button_text_color=”#001194″ button_bg_color=”rgba(0,0,0,0)” button_font=”||||on||||” button_icon=”%%2%%” button_icon_placement=”left” button_on_hover=”off” button_text_color__hover_enabled=”off|hover” custom_padding__hover_enabled=”off|desktop” custom_padding__hover=”|||59px|false|false”][\/et_pb_button][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=”4.7.6″ _module_preset=”default” max_width=”700px”][et_pb_column type=”4_4″ _builder_version=”4.7.6″ _module_preset=”default”][et_pb_text _builder_version=”4.9.0″ _module_preset=”default” header_font_size=”46px” header_line_height=”1.4em” header_2_font=”|700|||||||” header_2_text_color=”#000a54″ header_2_font_size=”27px” header_2_line_height=”1.3em” header_3_font=”|700|||||||” header_3_text_color=”#000a54″ header_3_font_size=”25px” header_3_line_height=”35px” header_4_font=”|700|||||||” header_4_text_color=”#000a54″ header_4_font_size=”21px” header_4_line_height=”29px” hover_enabled=”0″ sticky_enabled=”0″]<\/p>\n

Mes visi siekiame, kad verslas b\u016bt\u0173 s\u0117kmingas. Tik nedaugelis nesutikt\u0173, kad organizacin\u0117 kult\u016bra daro mil\u017eini\u0161k\u0105 \u012ftak\u0105 s\u0117kmingos komandos sub\u016brimui. Yra daug b\u016bd\u0173 sukurti aplink\u0105, leid\u017eian\u010di\u0105 \u012fmonei klest\u0117ti, ta\u010diau egzistuoja keletas esmini\u0173 punkt\u0173, kurie svarb\u016bs bet kokio pob\u016bd\u017eio verslui.<\/h2>\n

Savo patirtimi kuriant organizacin\u0119 kult\u016br\u0105 \u0161iame straipsnyje dalinasi \u201eFactris\u201c vadovas Brian Reaves.\u00a0
Jo nuomone, kuriant s\u0117kmingos \u012fmon\u0117s aplink\u0105, svarbu atsi\u017evelgti \u012f \u0161iuos kriterijus:<\/p>\n

 <\/p>\n

S\u0117km\u0117<\/h2>\n

S\u0117kmingas plan\u0173 vykdymas i\u0161 anksto juos pristatant komandai yra puikus b\u016bdas sustiprinti moral\u0119 ir padidinti darbuotoj\u0173 aistr\u0105 darbui bei atsidavim\u0105 \u012fmonei. Sakoma, kad \u201eS\u0117km\u0117 traukia s\u0117km\u0119\u201c ir tai tikra tiesa \u2013 s\u0117kmingi darbuotojai s\u0117kmingai i\u0161sprend\u017eia visas u\u017eduotis, s\u0117kmingi vadovai kuria s\u0117kming\u0105 versl\u0105. Nors verslo s\u0117kmei svarbi ir daugelio kit\u0173 veiksni\u0173 \u012ftaka.
Keistenyb\u0117s
Visada reikia prisiminti, kad mes esame \u017emon\u0117s ir visi turime savo stiprybi\u0173, silpnybi\u0173 bei i\u0161skirtini\u0173 bruo\u017e\u0173, keistenybi\u0173. Mes nesame tobuli, ir kiekvieno \u017emogaus idealas gerokai skiriasi nuo kito \u017emogaus idealo, tod\u0117l reikia priimti \u017emones tokius, kokie jie yra, ir nebandyti vis\u0173 \u012fsprausti \u012f vienodus r\u0117mus. Nepaisant to, yra daug dalyk\u0173, kurie mus visus vienija \u2013 mes visi norime linksmai leisti laik\u0105, jaustis grup\u0117s dalimi, mums patinka b\u016bti pripa\u017eintiems ir gauti pad\u0117k\u0105 u\u017e atliktus gerus darbus, mums patinka kai kolegos ir draugai mus gerbia ir mumis pasitiki.
\u201eFactris\u201c ir \u201eDebifo\u201c \u012fmon\u0117se \u017emon\u0117s gali jausti, jog yra dalis ka\u017eko didingesnio, to, k\u0105 suk\u016br\u0117 tarpusavio santyki\u0173 tiltai ir ko nepaj\u0117gt\u0173 padaryti vienas \u017emogus.<\/p>\n

 <\/p>\n

\u0160vent\u0117s<\/h2>\n

Viena i\u0161 da\u017enai ne\u012fvertinam\u0173 bendr\u0173 \u012fmon\u0117s veikl\u0173 yra bendros darbuotoj\u0173 \u0161vent\u0117s, ir ne tik vadov\u0173 komandos, o visos \u012fmon\u0117s kartu. Daugyb\u0117 pavyzd\u017ei\u0173 \u012frodo, jog bendrai \u0161ven\u010diamos \u0161vent\u0117s kur kas stipriau suvienija komand\u0105 ir padidina tarpusavio komunikacijos efektyvum\u0105.
Kartais \u017emon\u0117s sako, jog \u012fmon\u0117 neturi pakankamai l\u0117\u0161\u0173 Kal\u0117d\u0173 vakar\u0117liui ar pasis\u0117d\u0117jimui bare po darbo, bet galiausiai \u0161ios i\u0161laidos vis tiek patiriamos ir pinigai i\u0161leid\u017eiami. Pozityvios atmosferos darbe k\u016brimas yra labai svarbus, ir tikrai gelbsti, kai \u012fmonei ateina sunkesn\u0117s dienos.<\/p>\n

 <\/p>\n

Komunikacija<\/h2>\n

Kalb\u0117kit\u0117s su savo komanda, o ne kalb\u0117kite komandai. Kiekvienas vadovas pirmiausia turi b\u016bti klausytojas, ir tik po to \u2013 informacijos skleid\u0117jas, ir toks pavyzdys turi b\u016bti rodomas visiems \u012fmon\u0117s darbuotojams.
Kalb\u0117ti apie \u012fmon\u0117s tikslus, vizij\u0105, apie planuojamus \u012fdarbinti ar atleisti darbuotojus yra svarbu, bet taip pat labai svarbu i\u0161girsti ir kiekvieno darbuotojo nuomon\u0119 \u2013 individualaus pokalbio metu, ar grup\u0117je. Pasidalinkite tiek geromis, tiek blogomis naujienomis, ir ypa\u010d blogomis. \u017dmon\u0117s bet kuriuo atveju visas naujienas su\u017einos, tod\u0117l i\u0161mintingas vadovas turi sugeb\u0117ti informuoti darbuotojus fakt\u0173 kalba iki tol, kol naujienos j\u0173 dar nepasiek\u0117 gand\u0173 pavidalu.
\u012emon\u0117s skaidrumas didina darbuotoj\u0173 pasitik\u0117jim\u0105 ir jie labiau jau\u010diasi \u012fmon\u0117s dalimi, kai \u017eino kokiu keliu einama, bei kaip siekiama \u012fgyvendinti numatytus tikslus. Tuo tarpu informacijos tr\u016bkumas palieka laisv\u0119 vaizduotei, kuri da\u017eniausiai yra linkusi nupie\u0161ti juod\u017eiausi\u0105 scenarij\u0173.<\/p>\n

 <\/p>\n

Lygyb\u0117<\/h2>\n

Kiekvienas darbuotojas atlieka \u012fmon\u0117je jam priskirtas u\u017eduotis ir jo pareigos neturi i\u0161skirti jo kaip \u017emogaus i\u0161 kit\u0173. Labai svarbu u\u017ekirsti keli\u0105 hierarchijos susidarymui tarp \u017emoni\u0173. \u201eMes\u201c \u2013 turi b\u016bti svarbiausia \u012fmon\u0117s dalis. Kartu mes kuriame ir pl\u0117tojame versl\u0105 ir kiekvieno ind\u0117lis yra svarbus. \u0160is bendrumo jausmas kuriamas pasitikint darbuotojais, dalinantis su jais visa informacija ir u\u017etikrinant vis\u0173 \u012fmon\u0117je vykstan\u010di\u0173 proces\u0173 skaidrum\u0105.
Da\u017enai girdime s\u0105vok\u0105 \u201e\u012fgalinimas\u201c, kuri lyg ir tur\u0117t\u0173 b\u016bti susijusi su lygybe, bet da\u017enai tai rei\u0161kia visai k\u0105 kita. Pavyzd\u017eiui tai, kad vadovas \u012fgalina savo komand\u0105, da\u017enai rei\u0161kia, kad jis tiesiog palieka jai i\u0161spr\u0119sti jo problem\u0105 be jokios paramos ir pagalbos. Ta\u010diau lygyb\u0117 i\u0161 ties\u0173 rei\u0161kia tai, kad mes visi esame kartu, ir kiekvienas atlikdamas savo vaidmen\u012f padeda siekti bendro geriausio rezultato. Vadovo u\u017eduotis yra sukurti toki\u0105 aplink\u0105, kurioje kiekvienas pagal savo galimybes prisid\u0117t\u0173 prie bendro tikslo siekimo, o ne atlikt\u0173 ka\u017ekieno kito darb\u0105. Buvimas vadovu da\u017enai rei\u0161kia ilgesnes darbo valandas tam, kad \u012fmon\u0117je b\u016bt\u0173 sukurta s\u0117kminga aplinka.
Galiausiai lygyb\u0117 rei\u0161kia pagarb\u0105 kiekvienam kolektyvo nariui. Pagarba yra u\u017ekre\u010diama, o suk\u016brus pagarbi\u0105 \u012fmon\u0117s atmosfer\u0105 ji neu\u017etruks duoti teigiam\u0173 rezultat\u0173.<\/p>\n

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\u012evairov\u0117<\/h2>\n

\u012evairov\u0117 yra labai svarbi, nors da\u017enai nelengvai pasiekiama, ypa\u010d \u0161iame naujausi\u0173 technologij\u0173 am\u017eiuje. Europos \u012fmoni\u0173 kontekste \u012fvairov\u0117 rei\u0161kia tai, jog \u012fmon\u0117je turi b\u016bti balansas tarp vyr\u0173 ir moter\u0173, kad joje b\u016bt\u0173 vietos \u012fvairaus am\u017eiaus asmenims i\u0161 \u012fvairi\u0173 kult\u016br\u0173. Vyr\u0173 ir moter\u0173 balansas \u012fmon\u0117je, ypa\u010d vadov\u0173 tarpe, sukuria toki\u0105 pat komandos harmonij\u0105 kaip ir gyvenime. Komanda, kurioje vyrauja tik vyrai arba tik moterys da\u017enai praranda galimyb\u0119 pa\u017evelgti \u012f problem\u0105 i\u0161 kitos perspektyvos, taip prarasdama dal\u012f problemos sprendim\u0173 b\u016bd\u0173 bei nauj\u0173 id\u0117j\u0173.
Am\u017eius yra taip pat svarbus aspektas ir tai leid\u017eia matyti \u012fmon\u0117s, kuri\u0173 vadovais b\u016bna skirtingo am\u017eiaus darbuotojai. Auk\u0161\u010diausio lygio vadov\u0173 komandai svarbu tur\u0117ti vyresnio am\u017eiaus \u017emoni\u0173 su patirtimi, ta\u010diau taip pat svarbu, kad komandoje b\u016bt\u0173 ir jaun\u0173 vadov\u0173, tebedegan\u010di\u0173 \u201egalime tai padaryti\u201c id\u0117ja. Da\u017enai \u0161\u012f balans\u0105 sunku pasiekti, nes vyresni vadovai ma\u017eiau gerbia jaunesnius ir atvirk\u0161\u010diai, ta\u010diau daugiau laiko leid\u017eiant kartu, ypa\u010d neformalioje aplinkoje, jie gali prad\u0117ti geriau suprasti vieni kitus ir sveikas am\u017eiaus balansas \u012fmon\u0117je gali b\u016bti pasiektas.
Galiausiai nereikia pamir\u0161ti ir kult\u016br\u0173 \u012fvairov\u0117s. Planuojate \u012fdarbinti in\u017einieri\u0173, dizainer\u012f ar programuotoj\u0105 \u2013 pasistenkite, kad jie b\u016bt\u0173 ne i\u0161 tos pa\u010dios \u0161alies ar bent jau tur\u0117t\u0173 skirtingas patirtis. Skirtinga darbuotoj\u0173 patirtis gali sukurti geresn\u012f rezultat\u0105 bet kurioje veikloje, kad ir k\u0105 bedarytum\u0117te.<\/p>\n

 <\/p>\n

Politika<\/h2>\n

Jei nerengiate vakar\u0117li\u0173, nesidalinate informacija, nesielgiate vienodai teisingai skirtingose grup\u0117se ir esate vidutinio dyd\u017eio \u012fmon\u0117, pana\u0161u, kad turite reikal\u0173 su \u012fmon\u0117s politika. Tai, kas buvo apra\u0161yta anks\u010diau, leis pasiekti J\u016bs\u0173 \u012fmonei visk\u0105, kas geriausia, ta\u010diau yra ir dar kai kas, kuo reik\u0117t\u0173 pasir\u016bpinti. Kiekvienas vadovas tur\u0117t\u0173 i\u0161siai\u0161kinti, kas \u012fmon\u0117je atlieka did\u017ei\u0105j\u0105 dal\u012f darbo ir kas yra \u017emon\u0117s, kuriuos b\u016bt\u0173 galima apib\u016bdinti kaip \u201eKaip mes gal\u0117tume?\u201c tip\u0105, o kas yra neveiklus ir priskirtinas prie \u201eKod\u0117l a\u0161 tur\u0117\u010diau?\u201c tipo. Samdant darbuotojus labai svarbu nustatyti, kuriam tipui \u017emogus priklauso, nes \u201eKaip mes gal\u0117tume?\u201c tipo \u017emon\u0117s yra k\u016br\u0117jai, darytojai, skatinantys ir kitus darbuotojus geriau dirbti. Tuo tarpu \u201eKod\u0117l a\u0161 tur\u0117\u010diau?\u201c tipo darbuotojai da\u017enai vengia atsakomyb\u0117s, siekia i\u0161sisukti nuo darb\u0173 ir da\u017enai \u012fsidarbina naudodamiesi pa\u017eintimis, kontaktais ar pasinaudodami gerais socialiniais \u012fg\u016bd\u017eiais. Taigi politikos lyg\u012f versle apibr\u0117\u017eia \u0161i\u0173 dviej\u0173 tip\u0173 darbuotoj\u0173 proporcija \u012fmon\u0117je ir kiekvieno vadovo u\u017e duotis yra motyvuoti ir skatinti \u201eKaip mes gal\u0117tume?\u201c tipo darbuotojus.<\/p>\n

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Papasakokite savo verslo istorij\u0105<\/h2>\n

Su faktoringu skol\u0105 paverskite apyvartin\u0117mis l\u0117\u0161omis<\/h3>\n

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Mes visi siekiame, kad verslas b\u016bt\u0173 s\u0117kmingas. Tik nedaugelis nesutikt\u0173, kad organizacin\u0117 kult\u016bra daro mil\u017eini\u0161k\u0105 \u012ftak\u0105 s\u0117kmingos komandos sub\u016brimui. Yra daug b\u016bd\u0173 sukurti aplink\u0105, leid\u017eian\u010di\u0105 \u012fmonei klest\u0117ti, ta\u010diau egzistuoja keletas esmini\u0173 punkt\u0173, kurie svarb\u016bs bet kokio pob\u016bd\u017eio verslui. Savo patirtimi kuriant organizacin\u0119 kult\u016br\u0105 \u0161iame straipsnyje dalinasi \u201eFactris\u201c vadovas Brian Reaves.\u00a0Jo nuomone, kuriant s\u0117kmingos \u012fmon\u0117s aplink\u0105, […]<\/p>\n","protected":false},"author":1,"featured_media":21278,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":"\n

Advisory board<\/strong><\/p>\n\n\n\n

Brian Reaves <\/strong>Chief Executive Officer<\/p>\n\n\n\n

Serial entrepreneur and investor in the mobile and payments space. Brian was involved in building 21 prior businesses including 15 mobile networks and 4 payment companies.<\/p>\n\n\n\n

Adam Posma <\/strong>Founder and Chief Product Officer of ClubCollect<\/p>\n\n\n\n

Adam founded ClubCollect in 2013 - a provider of membership fee collection services for sports clubs. He started his career in wealth management at BNP Paribas.<\/p>\n\n\n\n

Dr. Tom F. Lesche <\/strong>Principal at Speedinvest<\/p>\n\n\n\n

Tom started his career in investment banking. Most recently, he was a Vice President at Morgan Stanley in London, advising financial technology companies on a variety of capital markets and M&A transactions. At Speedinvest, he solely focuses on investments in European fintech companies.<\/p>\n\n\n\n

Donatas Juodelis <\/strong>Founder of Debifo<\/p>\n\n\n\n

Donatas started his career as a lawyer but quickly moved to entrepreneurship and investments. Co-founded IT company INNTEC, co-founded factoring company Debifo and a couple of other successful startups. In most of the companies, Donatas was responsible for business and corporate development.<\/p>\n\n\n\n

Faisal Hakki <\/strong>Managing director at AB Ventures<\/p>\n\n\n\n

Faisal is Managing Director at AB Ventures, the FinTech focused, early-stage Venture Capital arm of Arab Bank. Prior to joining AB Ventures, Faisal was CEO at Oasis500 \u2013 the leading seed-stage investment fund and accelerator in Jordan. Faisal has also held senior positions at Accelerator Technology Holdings, Arab Advisors Group and Fastlin.<\/p>\n\n\n\n

Brian Reaves <\/strong>Chief Executive Officer<\/p>\n\n\n\n

Serial entrepreneur and investor in the mobile and payments space. Brian was involved in building 21 prior businesses including 15 mobile networks and 4 payment companies.<\/p>\n\n\n\n

Adam Posma <\/strong>Founder and Chief Product Officer of ClubCollect<\/p>\n\n\n\n

Adam founded ClubCollect in 2013 - a provider of membership fee collection services for sports clubs. He started his career in wealth management at BNP Paribas.<\/p>\n\n\n\n

Dr. Tom F. Lesche <\/strong>Principal at Speedinvest<\/p>\n\n\n\n

Tom started his career in investment banking. Most recently, he was a Vice President at Morgan Stanley in London, advising financial technology companies on a variety of capital markets and M&A transactions. At Speedinvest, he solely focuses on investments in European fintech companies.<\/p>\n\n\n\n

Donatas Juodelis <\/strong>Founder of Debifo<\/p>\n\n\n\n

Donatas started his career as a lawyer but quickly moved to entrepreneurship and investments. Co-founded IT company INNTEC, co-founded factoring company Debifo and a couple of other successful startups. In most of the companies, Donatas was responsible for business and corporate development.<\/p>\n\n\n\n

Faisal Hakki <\/strong>Managing director at AB Ventures<\/p>\n\n\n\n

Faisal is Managing Director at AB Ventures, the FinTech focused, early-stage Venture Capital arm of Arab Bank. Prior to joining AB Ventures, Faisal was CEO at Oasis500 \u2013 the leading seed-stage investment fund and accelerator in Jordan. Faisal has also held senior positions at Accelerator Technology Holdings, Arab Advisors Group and Fastlin.<\/p>\n\n\n\n

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