{"id":10075,"date":"2024-04-24T11:07:03","date_gmt":"2024-04-24T09:07:03","guid":{"rendered":"https:\/\/greatpeopleinside.com\/ro\/?p=10075"},"modified":"2024-04-24T11:07:06","modified_gmt":"2024-04-24T09:07:06","slug":"acasa-la-birou-sau-hibrid-va-puneti-intrebarea-gresita","status":"publish","type":"post","link":"https:\/\/greatpeopleinside.com\/ro\/acasa-la-birou-sau-hibrid-va-puneti-intrebarea-gresita\/","title":{"rendered":"Acas\u0103, la birou sau hibrid? V\u0103 pune\u021bi \u00eentrebarea gre\u0219it\u0103"},"content":{"rendered":"\n

Se pare c\u0103 nu exist\u0103 o solu\u021bie universal\u0103 \u0219i corect\u0103 \u00een ceea ce prive\u0219te tipul optim de lucru. Astfel, cum pot managerii s\u0103 se descurce \u00eentr-un mediu \u00een continu\u0103 schimbare \u0219i s\u0103 \u00ee\u0219i ghideze echipele \u0219i organiza\u021biile c\u0103tre succes?<\/em><\/p>\n\n\n\n

Dificultatea de a ajunge la un consens \u00een privin\u021ba politicii de lucru, fie de la birou sau de acas\u0103, dezv\u0103luie o sl\u0103biciune \u00een modul \u00een care este gestionat\u0103 birocra\u021bia.<\/p>\n\n\n\n

Este important s\u0103 ne concentr\u0103m nu doar pe sarcini \u0219i procese, ci \u0219i pe oameni \u0219i valori, pentru a \u00een\u021belege cum productivitatea poate merge m\u00e2n\u0103 \u00een m\u00e2n\u0103 cu bun\u0103starea \u0219i pentru a evita conflictele asociate cu mandatele de \u00eentoarcere la birou.<\/p>\n\n\n\n

Pe m\u0103sur\u0103 ce societatea se adapteaz\u0103 la revenirea la normalitate dup\u0103 perioada de izolare, organiza\u021biile \u00eencearc\u0103 s\u0103 profite de m\u0103surile de urgen\u021b\u0103 implementate \u00een timpul pandemiei.<\/p>\n\n\n\n

Diversele experien\u021be ale oamenilor au intensificat dezbaterile cu privire la lucrul de acas\u0103 versus lucrul la birou, gener\u00e2nd uneori tensiuni puternice: „Eu am dreptate, \u0219eful meu gre\u0219e\u0219te, iar CEO-ul nu \u00een\u021belege situa\u021bia.”<\/p>\n\n\n\n

Odat\u0103 cu calmarea emo\u021biilor, mul\u021bi \u00ee\u0219i recunosc avantajele lucrului fie de la birou, fie de acas\u0103, \u00een func\u021bie de nevoile \u0219i posibilit\u0103\u021bile fiec\u0103rui loc de munc\u0103. Cu toate acestea, \u00een joc sunt mize importante, iar mul\u021bi manageri \u00eenc\u0103 nu au g\u0103sit o solu\u021bie satisf\u0103c\u0103toare.<\/p>\n\n\n\n

se confrunt\u0103 cu dificultatea de a crea politici care s\u0103 echilibreze cerin\u021bele percepute ale angaja\u021bilor \u0219i necesit\u0103\u021bile afacerii: c\u00e2te zile pot lucra de acas\u0103 angaja\u021bii pe s\u0103pt\u0103m\u00e2n\u0103, care echipe sau roluri sunt incluse, frecven\u021ba \u00eentoarcerii la birou \u0219i care sunt excep\u021biile.<\/p>\n\n\n\n

Cu toate acestea, g\u0103sirea unui echilibru implic\u0103 adesea compromisuri, iar acest lucru poate fi dezam\u0103gitor pentru mul\u021bi oameni, \u00een cele mai multe cazuri.<\/p>\n\n\n\n

Acasa sau birou, care are sens?<\/strong><\/h2>\n\n\n\n

Alegerea \u00eentre lucrul de acas\u0103 sau la birou este o decizie complex\u0103, at\u00e2t pentru angaja\u021bi, c\u00e2t \u0219i pentru manageri, care trebuie s\u0103 r\u0103spund\u0103 la o mul\u021bime de \u00eentreb\u0103ri.<\/p>\n\n\n\n

Care este rolul \u00een organiza\u021bie? Ce situa\u021bii neprev\u0103zute pot ap\u0103rea? C\u00e2t de experimenta\u021bi sunt membrii echipei? Ce consecin\u021be ar putea avea anumite ac\u021biuni? Exist\u0103 provoc\u0103ri sau tensiuni \u00een mediul de lucru? Cum se adapteaz\u0103 individul la comunicarea fa\u021b\u0103 \u00een fa\u021b\u0103? Exist\u0103 aspecte personale sau familiale care influen\u021beaz\u0103 decizia? Cum afecteaz\u0103 nevoile de \u00eengrijire a copiilor sau alte responsabilit\u0103\u021bi zilnice alegerea \u00eentre lucrul de acas\u0103 \u0219i cel de la birou?<\/p>\n\n\n\n

Alegerea dintre lucrul de acas\u0103 \u0219i lucrul la birou implic\u0103 o evaluare atent\u0103 a nevoilor, priorit\u0103\u021bilor \u0219i circumstan\u021belor individuale.<\/p>\n\n\n\n

Sl\u0103biciunea politicilor<\/strong><\/h2>\n\n\n\n

Decizia privind locul de munc\u0103 al unei persoane \u00eentr-o anumit\u0103 zi este influen\u021bat\u0103 \u0219i de ceea ce se \u00eent\u00e2mpl\u0103 \u00een \u0219i \u00een afara organiza\u021biei, precum \u0219i de colegii s\u0103i, care se confrunt\u0103 \u0219i ei cu dileme similare.<\/p>\n\n\n\n

Chiar dac\u0103 alegerea final\u0103 poate p\u0103rea simpl\u0103 – lucrul de acas\u0103 sau la birou – traseul parcurs poate fi departe de a mul\u021bumi pe cineva \u00een mod satisf\u0103c\u0103tor.<\/p>\n\n\n\n

Politici \u0219i directivele sunt adesea insuficiente deoarece sunt stabilite \u00een avans \u0219i nu pot \u021bine cont de complexitatea zilei de azi sau de \u00eentreb\u0103rile care conteaz\u0103 acum pentru oameni.<\/p>\n\n\n\n

Un regulament care cuprinde un set rigid de reguli poate oferi un r\u0103spuns, dar ar putea s\u0103 nu permit\u0103 oamenilor s\u0103 \u00ee\u0219i fac\u0103 auzit\u0103 vocea.<\/p>\n\n\n\n

Stilurile manageriale, un factor decisiv<\/strong><\/h2>\n\n\n\n

Stilurile de conducere ale managerilor joac\u0103 un rol esen\u021bial \u00een aceast\u0103 situa\u021bie. Cultura de management poate s\u0103 amplifice problemele. Managerii care se bazeaz\u0103 pe autoritatea formal\u0103 \u00een loc s\u0103 \u00eencerce s\u0103 influen\u021beze personal pot prefera s\u0103 \u00ee\u0219i sus\u021bin\u0103 angaja\u021bii s\u0103 lucreze de la birou, deoarece este mai u\u0219or s\u0103 \u00eei supravegheze.<\/p>\n\n\n\n

Managerii mai pu\u021bin implica\u021bi, care adopt\u0103 o abordare de tip laissez-faire, pot insista ca angaja\u021bii lor sau chiar ei \u00een\u0219i\u0219i s\u0103 lucreze de acas\u0103 – departe de ochii celorlal\u021bi.<\/p>\n\n\n\n

Oricine lucreaz\u0103 sub conducerea unor manageri birocra\u021bi sau lene\u0219i poate sim\u021bi nevoia de sus\u021binerea colegilor de la birou; sau poate prefera s\u0103 r\u0103m\u00e2n\u0103 pe canapea \u0219i s\u0103 trimit\u0103 CV-uri. \u00cen orice caz, competen\u021ba managerial\u0103 \u0219i alte factori ocazionali pot influen\u021ba modul \u00een care oamenii privesc lucrul de acas\u0103 versus lucrul la birou.<\/p>\n\n\n\n

Ne concentr\u0103m prea mult pe sarcini \u0219i procese \u0219i prea pu\u021bin pe oameni \u0219i valoare<\/strong><\/h2>\n\n\n\n

\u00cen ceea ce prive\u0219te alegerea \u00eentre lucrul de acas\u0103 \u0219i lucrul la birou, exist\u0103 riscul s\u0103 consolid\u0103m practici rigide care ne ofer\u0103 un r\u0103spuns simplu, dar care nu sunt benefice nici pentru angaja\u021bi, nici pentru organiza\u021bie.<\/p>\n\n\n\n

\u00cen continuare, v\u0103 prezent\u0103m \u0219ase recomand\u0103ri pentru o abordare care s\u0103 fie \u00een acela\u0219i timp strategic\u0103 \u0219i practic\u0103<\/strong>. Este necesar\u0103 o schimbare fa\u021b\u0103 de normele de management existente: nu exist\u0103 o solu\u021bie rapid\u0103, dar putem facilita o direc\u021bie nou\u0103 care va aduce beneficii durabile.<\/p>\n\n\n\n

Renun\u021ba\u021bi la compromisul \u201eX sau Y\u201d<\/strong><\/h2>\n\n\n\n

Orice solu\u021bie care opune interesele organiza\u021bionale celor ale angaja\u021bilor va e\u0219ua.<\/p>\n\n\n\n

Managerii trebuie s\u0103 g\u00e2ndeasc\u0103 dincolo de aceast\u0103 dilem\u0103 \u0219i s\u0103 se \u00eentrebe: Care practici servesc at\u00e2t oamenilor, c\u00e2t \u0219i misiunii?<\/p>\n\n\n\n

Abandona\u021bi bastonul birocra\u021biei<\/strong><\/h2>\n\n\n\n

 \u00cen lumea muncii complexe \u0219i a schimb\u0103rilor constante, birocra\u021bia creeaz\u0103 mai multe probleme dec\u00e2t solu\u021bii.<\/p>\n\n\n\n

Managerii ar trebui s\u0103 \u00eenve\u021be s\u0103 influen\u021beze prin rela\u021bii, nu s\u0103 controleze prin reguli.<\/p>\n\n\n\n

\u00cen\u021belege\u021bi valoarea<\/strong><\/h2>\n\n\n\n

Managerii trebuie s\u0103 \u00een\u021beleag\u0103 \u0219i s\u0103 maximizeze valoarea pe care sunt pl\u0103ti\u021bi s\u0103 o creeze.<\/p>\n\n\n\n

Vede\u021bi oamenii ca indivizi<\/strong><\/h2>\n\n\n\n

 Sistemele birocratice aplic\u0103 reguli generale, dar oamenii \u0219i lumea social\u0103 sunt complexe \u0219i nu exist\u0103 o solu\u021bie unic\u0103 pentru to\u021bi. Managerii trebuie s\u0103 trateze fiecare membru al echipei ca pe un individ.<\/p>\n\n\n\n

Face\u021bi o investi\u021bie<\/strong><\/h2>\n\n\n\n

Un mediu de lucru dorit aduce beneficii \u00een performan\u021b\u0103 \u0219i reten\u021bie. Este necesar\u0103 o investi\u021bie \u00een timp, tehnologie, leadership \u0219i dezvoltare.<\/p>\n\n\n\n

Introduce\u021bi o structur\u0103 ghidat\u0103<\/strong><\/h2>\n\n\n\n

 Odat\u0103 cu apari\u021bia unei culturi a oamenilor \u0219i a valorii, pot fi introduse standarde pentru a ajuta \u00een deciziile de zi cu zi. Valorile oamenilor ar trebui s\u0103 fie ghidul principal: alegerile bune urmeaz\u0103 mai u\u0219or dec\u00e2t cele dictate de reguli stricte.<\/p>\n\n\n\n

Aceste directive r\u0103spund preocup\u0103rilor actuale \u0219i pozi\u021bioneaz\u0103 managerii pentru un viitor mai sigur.<\/p>\n\n\n\n

<\/p>\n\n\n\n

Sursa: hrzone.com<\/p>\n","protected":false},"excerpt":{"rendered":"

Se pare c\u0103 nu exist\u0103 o solu\u021bie universal\u0103 \u0219i corect\u0103 \u00een ceea ce prive\u0219te tipul optim de lucru. Astfel, cum pot managerii s\u0103 se descurce \u00eentr-un mediu \u00een continu\u0103 schimbare \u0219i s\u0103 \u00ee\u0219i ghideze echipele \u0219i organiza\u021biile c\u0103tre succes? Dificultatea de a ajunge la un consens \u00een privin\u021ba politicii de lucru, fie de la birou […]<\/p>\n","protected":false},"author":1,"featured_media":10076,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":[],"categories":[384,158,202,160,382],"tags":[406,408,405,409,412,88,407,410],"jetpack_featured_media_url":"https:\/\/greatpeopleinside.com\/ro\/wp-content\/uploads\/2024\/04\/work-Home-office-hybrid.jpg","yoast_head":"\nAcas\u0103, la birou sau hibrid? 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