{"id":88,"date":"2020-11-30T06:14:05","date_gmt":"2020-11-30T05:14:05","guid":{"rendered":"https:\/\/reputationmanagementitalia.it\/al\/?page_id=88"},"modified":"2022-09-08T01:30:13","modified_gmt":"2022-09-07T23:30:13","slug":"centro-studi","status":"publish","type":"page","link":"https:\/\/reputationmanagementitalia.it\/al\/centro-studi\/","title":{"rendered":"Qendra k\u00ebrkimore"},"content":{"rendered":"\n

Qendra k\u00ebrkimore e kompanis\u00eb son\u00eb drejtohet nga Prof. Luca Poma. Ai trajton studimet, analizat, prodhimin akademik dhe zgjidhjet profesionale p\u00ebr menaxhimin e reputacionit n\u00eb kuptimin m\u00eb t\u00eb gjer\u00eb: nd\u00ebrtimi i nj\u00eb plani reputacioni p\u00ebr kompanit\u00eb, organet publike dhe dritat udh\u00ebheq\u00ebse, dhe parashikimi dhe administrimi i skenar\u00ebve t\u00eb kriz\u00ebs s\u00eb reputacionit. Qendra k\u00ebrkimore \u00ebsht\u00eb ve\u00e7an\u00ebrisht e shqet\u00ebsuar me p\u00ebrsosjen e mjetit m\u00eb inovativ, t\u00eb vazhduesh\u00ebm dhe t\u00eb integruar t\u00eb konceptuar ndonj\u00ebher\u00eb t\u00eb raportimit t\u00eb korporat\u00ebs.<\/p>\n\n\n\n

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Raportimi i integruar: i sofistikuar dhe pritshm\u00ebrit\u00eb e s\u00eb ardhmes<\/p>\n<\/div><\/div>\n\n\n\n

Kat\u00ebr fjal\u00ebt ky\u00e7e t\u00eb menaxhimit t\u00eb reputacionit: identiteti<\/strong>, dometh\u00ebn\u00eb ADN-ja e kompanis\u00eb, misioni i saj, vlerat e saj; imazhi<\/strong>, i cili reflektohet n\u00eb m\u00ebnyr\u00ebn se si identiteti i organizat\u00ebs perceptohet – shpesh ndryshe – nga publiku; reputacioni<\/strong>, ose shkalla e p\u00ebrafrimit nd\u00ebrmjet identitetit dhe imazhit t\u00eb organizat\u00ebs, e nd\u00ebrtuar me kalimin e koh\u00ebs s\u00eb bashku me publikun; dhe e fundit, por jo m\u00eb pak e r\u00ebnd\u00ebsishme, autenticiteti<\/strong>: m\u00ebnyra e vetme p\u00ebr t\u00eb siguruar p\u00ebrmir\u00ebsimin e reputacionit.<\/p>\n\n\n\n

Organizatat shum\u00eb shpesh raportojn\u00eb tek pal\u00ebt e tyre t\u00eb interesit, duke p\u00ebrdorur mjete t\u00eb ndryshme, disa t\u00eb p\u00ebrshtatshme, disa jo aq adekuate. Fal\u00eb Direktiv\u00ebs s\u00eb Parlamentit Evropian 2014\/95\/BE, raportimi jofinanciar ka qen\u00eb i detyruesh\u00ebm q\u00eb nga data 31\/12\/2017 p\u00ebr t\u00eb gjitha kompanit\u00eb me 500 punonj\u00ebs ose m\u00eb shum\u00eb (ky kufi ka t\u00eb ngjar\u00eb t\u00eb reduktohet n\u00eb t\u00eb ardhmen). N\u00eb realitet, po b\u00ebhet gjithashtu praktik\u00eb e zakonshme p\u00ebr SME-t\u00eb q\u00eb jan\u00eb t\u00eb nd\u00ebrgjegjshme p\u00ebr nd\u00ebrtimin e nj\u00eb marr\u00ebdh\u00ebnieje besimi me klient\u00ebt e tyre, t\u00eb afta p\u00ebr t\u00eb ndikuar pozitivisht n\u00eb sjelljet e blerjeve.<\/p>\n\n\n\n

Megjithat\u00eb, raportimi i korporatave si\u00e7 praktikohet aktualisht shkel n\u00eb thelb rregullat baz\u00eb t\u00eb menaxhimit t\u00eb reputacionit. \u00cbsht\u00eb hagjiografike, \u00ebsht\u00eb auto-referuese, raporton vet\u00ebm sukseset e kompanive dhe pothuajse kurr\u00eb nuk respekton parimin e “p\u00ebrputhni ose shpjegoni”, p\u00ebrderisa kompanit\u00eb rrall\u00ebher\u00eb sqarojn\u00eb arsyet q\u00eb nuk ishin n\u00eb gjendje t\u00eb p\u00ebrmbushin zotimet q\u00eb i b\u00ebn\u00eb publikut. Si ta nd\u00ebrtoni besimin pa parakushtin thelb\u00ebsor t\u00eb autenticitetit? Marr\u00ebdh\u00ebnia midis kompanis\u00eb dhe pal\u00ebve t\u00eb interesuara \u00ebsht\u00eb, n\u00eb at\u00eb pik\u00eb, si nj\u00eb sht\u00ebpi letrash, gati t\u00eb shembet n\u00eb momentin e par\u00eb t\u00eb nj\u00eb krize reputacioni. Si media e shkruar ashtu edhe ajo digjitale jan\u00eb plot me histori rastesh si k\u00ebto.<\/p>\n\n\n\n

Analizat m\u00eb t\u00eb fundit mbi raportimin e korporatave i vendosin kompanit\u00eb n\u00eb dy makro-kategori: kompani q\u00eb p\u00ebrpiqen t\u00eb p\u00ebrmbushin k\u00ebrkesat n\u00eb nj\u00eb m\u00ebnyr\u00eb proaktive, me sisteme raportimi pak a shum\u00eb t\u00eb p\u00ebrdit\u00ebsuara, dhe kompani q\u00eb jan\u00eb thjesht t\u00eb orientuara nga marketingu dhe e shohin raportimin si t\u00eb panevojsh\u00ebm.<\/p>\n\n\n\n

Megjithat\u00eb, edhe n\u00eb rastin e kompanive t\u00eb orientuara nga CSR, kontrolli i rrjedh\u00ebs s\u00eb komunikimit \u00ebsht\u00eb gjithmon\u00eb n\u00eb dor\u00ebn e kompanis\u00eb. Kompania menaxhon pro\u00e7esin e integrimit strategjik, zhvillon mjetet e raportimit dhe filtron t\u00eb dh\u00ebnat, duke vendosur form\u00ebn dhe thelbin e p\u00ebrmbajtjes s\u00eb raportit t\u00eb integruar.<\/p>\n\n\n\n

P\u00ebr sa koh\u00eb q\u00eb nuk ka kontrolle dhe balanca efektive (raportet sociale rrall\u00eb \u00e7ertifikohen nga pal\u00ebt e treta), ekziston nj\u00eb rrezik i duksh\u00ebm “ndryshimesh”. M\u00eb e r\u00ebnd\u00ebsishmja, ka pothuajse gjithmon\u00eb nj\u00eb munges\u00eb t\u00eb theksuar t\u00eb ndonj\u00eb seksioni ” p\u00ebrputhni ose shpjegoni “, n\u00eb t\u00eb cilin kompania duhet t\u00eb sqaroj\u00eb se cil\u00ebt objektiva nuk jan\u00eb p\u00ebrmbushur gjat\u00eb vitit (duke theksuar nj\u00eb mosp\u00ebrputhje midis rezultateve t\u00eb fundit t\u00eb vitit dhe pritjeve fillestare. <\/p>\n\n\n\n

Objektivat kryesore t\u00eb raportimit duhet t\u00eb jen\u00eb:<\/p>\n\n\n\n

  • P\u00ebrfshirja aktive e aktor\u00ebve t\u00eb jasht\u00ebm n\u00eb hartimin e raportit t\u00eb integruar;<\/li>
  • P\u00ebrfshirja aktive e punonj\u00ebsve n\u00eb p\u00ebrdit\u00ebsimin e panelit t\u00eb treguesve cil\u00ebsi-sasi t\u00eb raportit t\u00eb integruar, n\u00eb m\u00ebnyr\u00eb q\u00eb t\u00eb kufizohet efekti “ndryshim” nga ana e drejtor\u00ebve\/aktor\u00ebve;<\/li>
  • Rritja e transparenc\u00ebs dhe besimit, duke rritur li\u00e7enc\u00ebn e kompanis\u00eb p\u00ebr t\u00eb vepruar;<\/li>
  • Dh\u00ebnia e informacionit t\u00eb p\u00ebrdit\u00ebsuar, t\u00eb pafiltruar tek publiku p\u00ebr kompanin\u00eb, 365 dit\u00eb n\u00eb vit, pa pasur nevoj\u00eb t\u00eb pyesni \u00e7do her\u00eb vet\u00eb kompanin\u00eb;<\/li>
  • Mbi t\u00eb gjitha, dh\u00ebnia e informacionit p\u00ebr \u00e7do objektiv q\u00eb kompania nuk ka arritur.<\/li><\/ul>\n\n\n\n

    T\u00eb gjitha sa m\u00eb sip\u00ebr zbatohen vet\u00ebm pjes\u00ebrisht, ndonj\u00ebher\u00eb fare. K\u00ebto dit\u00eb kompanit\u00eb pritet t\u00eb b\u00ebjn\u00eb nj\u00eb p\u00ebrpjekje t\u00eb madhe drejt transparenc\u00ebs, koherenc\u00ebs dhe v\u00ebrtet\u00ebsis\u00eb n\u00eb raportim. Ekipi yn\u00eb ka zhvilluar mjete shum\u00eb inovative p\u00ebr rritjen e avantazheve konkurruese t\u00eb kompanive n\u00eb k\u00ebt\u00eb fush\u00eb.<\/p>\n\n\n\n

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    Harta e pal\u00ebve t\u00eb interesuara: historia e nj\u00eb projekti inovativ<\/p>\n<\/div><\/div>\n\n\n\n

    Nj\u00eb nga projektet m\u00eb inovative t\u00eb raportimit t\u00eb integruar aktualisht n\u00eb treg \u00ebsht\u00eb Social Hub. I konceptuar dhe zhvilluar n\u00eb bashk\u00ebpunim me nj\u00eb ekip specialist\u00ebsh t\u00eb menaxhimit t\u00eb reputacionit dhe komunikimit, ai p\u00ebrfaq\u00ebson eksperimentin m\u00eb t\u00eb avancuar – t\u00eb suksessh\u00ebm – n\u00eb bot\u00eb n\u00eb raportimin e integruar n\u00eb internet me shum\u00eb kanale, me shum\u00eb pal\u00eb t\u00eb interesuara.<\/p>\n\n\n\n

    Ai bazohet n\u00eb nj\u00eb platform\u00eb ueb q\u00eb i mund\u00ebson organizat\u00ebs t\u00eb komunikoj\u00eb me t\u00eb gjith\u00eb audiencat e saj t\u00eb synuara dhe t’u raportoj\u00eb atyre n\u00eb koh\u00eb reale mbi progresin e organizat\u00ebs n\u00eb p\u00ebrmbushjen e objektivave t\u00eb saj sociale.<\/p>\n\n\n\n

    Social Hub \u00ebsht\u00eb nj\u00eb p\u00ebr\u00e7arje n\u00eb fush\u00ebn e mjeteve t\u00eb raportimit, p\u00ebrfundimi i nj\u00eb projekti eksperimental q\u00eb garanton nj\u00eb rrjedh\u00eb t\u00eb nd\u00ebrprer\u00eb t\u00eb t\u00eb dh\u00ebnave t\u00eb pafiltruara 365 dit\u00eb n\u00eb vit, t\u00eb futura drejtp\u00ebrdrejt n\u00eb internet jo vet\u00ebm nga kompania, por edhe nga pal\u00ebt e interesuara, t\u00eb cil\u00ebt punojn\u00eb n\u00eb m\u00ebnyr\u00eb aktive s\u00eb bashku p\u00ebr p\u00ebrdit\u00ebsimin e tabelave n\u00eb nj\u00eb panel treguesish t\u00eb porositur.<\/p>\n\n\n\n

    P\u00ebr t\u00eb kuptuar r\u00ebnd\u00ebsin\u00eb e kontributit t\u00eb k\u00ebtij modeli n\u00eb evoluimin e praktikave t\u00eb mira n\u00eb sektorin e raportimit t\u00eb integruar, duhet t\u00eb thellohemi n\u00eb disa aspekte t\u00eb historis\u00eb s\u00eb logjik\u00ebs.<\/p>\n\n\n\n

    Sistemi i aplikuar normalisht p\u00ebr t\u00eb gjitha mjetet e raportimit \u00ebsht\u00eb nj\u00eb logjik\u00eb aristoteliane. N\u00eb logjik\u00ebn klasike, parimi i moskontradikt\u00ebs pohon mosp\u00ebrputhjen e secilit pohim q\u00eb n\u00ebnkupton se propozimi A dhe mohimi i tij – le t\u00eb themi propozimi jo-A – jan\u00eb nj\u00ebkoh\u00ebsisht t\u00eb v\u00ebrteta. Aristoteli tha se “Askush nuk mund t\u00eb besoj\u00eb se e nj\u00ebjta gj\u00eb mund (n\u00eb t\u00eb nj\u00ebjt\u00ebn koh\u00eb) t\u00eb jet\u00eb dhe t\u00eb mos jet\u00eb”. Nga kjo rrjedh se – bazuar n\u00eb k\u00ebt\u00eb sh\u00ebmbull – ekziston nj\u00eb pik\u00eb e sakt\u00eb p\u00ebrtej s\u00eb cil\u00ebs publiku nuk \u00ebsht\u00eb m\u00eb me interes p\u00ebr organizat\u00ebn. Ju ose jeni pal\u00eb e interesuar ose nuk jeni: ajo q\u00eb \u00ebsht\u00eb p\u00ebrtej vij\u00ebs hipotetike n\u00eb r\u00ebr\u00eb nuk duhet t’i interesoj\u00eb organizat\u00ebs sadopak. Megjithat\u00eb, ajo mund t\u00eb vendos\u00eb nj\u00eb kufi p\u00ebr li\u00e7enc\u00ebn e saj p\u00ebr t\u00eb vepruar.<\/p>\n\n\n\n

    N\u00eb fillim t\u00eb viteve ’60 t\u00eb zhurmshme, Lotfi Zadeh, nj\u00eb profesor i Berkeley-t i njohur p\u00ebr kontributin e tij n\u00eb teorin\u00eb e sistemeve, u bind se teknikat tradicionale t\u00eb analiz\u00ebs s\u00eb teoris\u00eb n\u00eb fjal\u00eb ishin aq skematike dhe t\u00eb sakta sa t\u00eb ishin t\u00eb pap\u00ebrshtatshme p\u00ebr t\u00eb p\u00ebrshkruar shum\u00eb nga problemet tipike t\u00eb asaj kohe me ndryshimet e shpejta. Zadeh zhvilloi nj\u00eb teori t\u00eb re, t\u00eb cil\u00ebn disa e konsideruan fillimisht si kund\u00ebrshtuese t\u00eb logjik\u00ebs aristoteliane (nj\u00eb burim i shum\u00eb debateve akademike!), por si\u00e7 do ta shohim doli se ishte nj\u00eb zhvillim i saj, nj\u00eb teori q\u00eb ishte e koh\u00ebs s\u00eb saj: logjika e “vlerat e pafundme t\u00eb s\u00eb v\u00ebrtet\u00ebs\u201d bazuar n\u00eb konceptin e \u201cbashk\u00ebsive t\u00eb paqarta\u201d (fuzzy sets), t\u00eb njohura edhe si logjika t\u00eb paqarta. \u00cbsht\u00eb nj\u00eb qasje ndaj logjik\u00ebs n\u00eb t\u00eb cil\u00ebn mund t’i atribuohet nj\u00eb vler\u00eb e v\u00ebrtet\u00ebsis\u00eb s\u00eb ndryshueshme nga 0 n\u00eb 1 p\u00ebr \u00e7do propozim. Kjo ide, e cila \u00ebsht\u00eb jasht\u00ebzakonisht e dobishme p\u00ebr shpjegimin e shum\u00eb dukurive moderne, tashm\u00eb \u00ebsht\u00eb p\u00ebrshkruar m\u00eb her\u00ebt nga studiues t\u00eb kalibrit t\u00eb Bertrand Russel dhe Albert Einstein, por Prof. Zadeh ishte i pari q\u00eb e artikuloi dhe kodifikoi at\u00eb.<\/p>\n\n\n\n

    Mund t\u00eb \u00e7orientoj\u00eb pak mentalitetin ton\u00eb kartezian, bardh e zi, por kur flasim p\u00ebr vlerat e s\u00eb v\u00ebrtet\u00ebs n\u00ebnkuptojm\u00eb se nj\u00eb veti e caktuar, p\u00ebrve\u00e7se \u00ebsht\u00eb e v\u00ebrtet\u00eb (d.m.th. vlera 1) ose fals (d.m.th. vlera 0) si\u00e7 p\u00ebrshkruhet nga logjika klasike, mund t\u00eb t\u00eb karakterizohen edhe me vlera t\u00eb nd\u00ebrmjetme. \u00cbsht\u00eb e v\u00ebrtet\u00eb q\u00eb dikush \u00ebsht\u00eb i gjall\u00eb ose i vdekur (vlera 1 ose 0), por n\u00eb logjik\u00ebn e paqart\u00eb \u00ebsht\u00eb po aq e v\u00ebrtet\u00eb sa q\u00eb nj\u00eb t\u00eb porsalindur mund t’i caktohet vlera 1, nj\u00eb t\u00eb riu q\u00eb sapo ka ardhur n\u00eb mosh\u00eb dhe nj\u00eb pensionist pleq\u00ebrie n\u00eb t\u00eb shtat\u00ebdhjetat t’i caktohet vlera 0,15. E shprehur k\u00ebshtu mund t\u00eb duket banale, por kodifikimi i k\u00ebtij refleksi n\u00eb form\u00ebn e algoritmeve matematikore vuri n\u00eb l\u00ebvizje nj\u00eb revolucion t\u00eb v\u00ebrtet\u00eb n\u00eb bot\u00ebn e logjik\u00ebs moderne. <\/p>\n\n\n\n

    Prandaj, ne zbatuam konceptet e m\u00ebsip\u00ebrme p\u00ebr p\u00ebrgjegj\u00ebsin\u00eb shoq\u00ebrore t\u00eb korporat\u00ebs, duke zhvilluar nj\u00eb lloj t\u00eb ri t\u00eb pro\u00e7edur\u00ebs p\u00ebr hartimin e pal\u00ebve t\u00eb interesuara bazuar n\u00eb supozimin se t\u00eb gjith\u00eb jan\u00eb nj\u00eb pal\u00eb e interesuar, me nivele t\u00eb pafundme dhe “t\u00eb paqarta” t\u00eb angazhimit. E konceptuar n\u00eb k\u00ebt\u00eb m\u00ebnyr\u00eb, harta \u00ebsht\u00eb nj\u00eb mjet inovativ p\u00ebr t\u00eb kuptuar ngjarjet n\u00eb t\u00eb cilat p\u00ebrfshihet organizata dhe dinamikat e komunikimit dhe nd\u00ebrveprimit t\u00eb saj me publikun. Nd\u00ebrsa tradicionalisht kompania p\u00ebrfaq\u00ebsohej si qend\u00ebr, me linja rreth saj q\u00eb e lidhin at\u00eb me pal\u00ebt e ndryshme t\u00eb interesit, harta e re e pal\u00ebve t\u00eb interesuara p\u00ebrdor nj\u00eb diagram kartezian me kat\u00ebr kuadrate: asnj\u00eb korrelacion midis organizat\u00ebs dhe pal\u00ebve t\u00eb interesuara, organizata dominon pal\u00ebt e interesuara, pal\u00ebt e interesuara dominojn\u00eb organizat\u00ebn dhe – n\u00eb fund – lidhjet e forta dhe reciproke.<\/p>\n\n\n\n

    Metoda jon\u00eb e p\u00ebrfaq\u00ebsimit t\u00eb marr\u00ebdh\u00ebnieve midis organizat\u00ebs dhe audienc\u00ebs s\u00eb saj shkon p\u00ebrtej aspekteve thjesht grafike dhe p\u00ebrfundon me p\u00ebrfshirjen e thell\u00eb t\u00eb aspektit filozofik t\u00eb k\u00ebsaj teme. Organizata p\u00ebrfaq\u00ebsohet si nj\u00eb struktur\u00eb sfondi mbi t\u00eb cilin pal\u00ebt e interesuara jan\u00eb hartuar p\u00ebr t\u00eb p\u00ebrfaq\u00ebsuar koin\u00e7idenc\u00ebn e sakt\u00eb t\u00eb objektivave dhe d\u00ebshirave midis t\u00eb par\u00ebs dhe t\u00eb dyt\u00ebs, duke theksuar vizualisht m\u00ebnyr\u00ebn n\u00eb t\u00eb cil\u00ebn ne e perceptojm\u00eb rolin ton\u00eb n\u00eb lidhje me publikun dhe se si synojm\u00eb t\u00eb lidhen – n\u00eb kuptimin m\u00eb t\u00eb gjer\u00eb t\u00eb termit – me at\u00eb q\u00eb na rrethon.<\/p>\n\n\n\n

    Futja e nj\u00eb grupi t\u00eb interesuar do t\u00eb gjeneroj\u00eb eventualisht nj\u00eb rip\u00ebrpunim t\u00eb informacionit edhe brenda perimetrit t\u00eb pal\u00ebs s\u00eb interesuar, duke ndryshuar pjes\u00ebrisht ADN-n\u00eb e tyre, dhe k\u00ebto ndryshime n\u00eb m\u00ebnyr\u00eb t\u00eb pashmangshme do t\u00eb prodhojn\u00eb ndryshime brenda perimetrit t\u00eb audienc\u00ebs s\u00eb synuar, duke zbatuar parimin e rrjeteve nervore n\u00eb dinamik\u00ebn organizat\u00eb-pal\u00eb e interesuar.<\/p>\n\n\n\n

    N\u00eb rrjetet nervore artificiale, nyja me vektorin e pesh\u00ebs m\u00eb af\u00ebr nj\u00eb rezultati t\u00eb caktuar t\u00eb d\u00ebshiruesh\u00ebm n\u00eb fund t\u00eb \u00e7do faze trajnimi konsiderohet nyja “fituese” dhe t\u00eb gjitha vlerat p\u00ebrdit\u00ebsohen automatikisht p\u00ebr t’u p\u00ebrshtatur me at\u00eb vler\u00eb. Duke qen\u00eb se \u00e7do nyje ka nj\u00eb num\u00ebr t\u00eb caktuar nyjesh ngjitur, kur fiton nj\u00eb nyje, modifikohen edhe peshat e notave ngjitur, sipas rregullit t\u00eb p\u00ebrgjithsh\u00ebm q\u00eb sa m\u00eb af\u00ebr t\u00eb jet\u00eb nj\u00eb nyje me nyjen fituese aq m\u00eb i theksuar \u00ebsht\u00eb ndryshimi n\u00eb vlerat e saj. Kjo \u00ebsht\u00eb ajo q\u00eb ndodh n\u00eb nj\u00eb hart\u00eb t\u00eb pal\u00ebve t\u00eb interesuara, ku praktika e mir\u00eb ka nj\u00eb probabilitet m\u00eb t\u00eb lart\u00eb p\u00ebr t’u adoptuar nga i gjith\u00eb rrjeti dhe p\u00ebr k\u00ebt\u00eb arsye b\u00ebhet vlera e re e referenc\u00ebs.<\/p>\n\n\n\n

    Harta q\u00eb \u00ebsht\u00eb konceptuar mbi baz\u00ebn e k\u00ebtij modeli \u00ebsht\u00eb pra nj\u00eb p\u00ebrpjekje p\u00ebr t\u00eb kodifikuar grafikisht k\u00ebto koncepte. Ne ndihemi aq fort t\u00eb lidhur me audienc\u00ebn ton\u00eb, saq\u00eb mund t\u00eb pohojm\u00eb se organizata nuk ka aq shum\u00eb marr\u00ebdh\u00ebnie me pal\u00ebt e saj t\u00eb interesit, p\u00ebrderisa ajo “\u00ebsht\u00eb” pal\u00ebt e saj t\u00eb interesuara. Dhe pal\u00ebt e interesuara jan\u00eb organizata, sepse si organizat\u00eb ne jemi nj\u00eb pjes\u00eb integrale e nj\u00eb peizazhi kompleks shoq\u00ebror, me nj\u00eb mision q\u00eb shkon p\u00ebrtej p\u00ebrfshirjes s\u00eb thjesht\u00eb t\u00eb kalimtar\u00ebve.<\/p>\n\n\n\n

    Pozicioni i publikut n\u00eb hart\u00eb nuk \u00ebsht\u00eb aspak i rast\u00ebsish\u00ebm. N\u00eb fakt \u00ebsht\u00eb rezultat i p\u00ebrpilimit t\u00eb listave kontrolluese t\u00eb detajuara nga vet\u00eb pal\u00ebt e interesuara dhe partner\u00ebt e tyre brenda kompanis\u00eb. Rezultatet e k\u00ebsaj, n\u00ebp\u00ebrmjet caktimit t\u00eb nj\u00eb vlere numerike nga -5 n\u00eb +5 (dhe \u00e7do dhjetore n\u00eb mes), p\u00ebrcaktojn\u00eb pozicionin e ikon\u00ebs q\u00eb p\u00ebrfaq\u00ebson nj\u00eb audienc\u00eb specifike n\u00eb nj\u00eb pik\u00eb t\u00eb sakt\u00eb n\u00eb diagram, sipas mas\u00ebs s\u00eb ndikimit t\u00eb pal\u00ebve t\u00eb interesuara n\u00eb organizat\u00eb dhe anasjelltas. <\/p>\n\n\n\n

    P\u00ebr k\u00ebt\u00eb arsye, gjat\u00eb gjith\u00eb vitit, \u00e7do pal\u00eb e interesuar \u00ebsht\u00eb subjekt i strategjive dhe veprimeve specifike t\u00eb komunikimit, t\u00eb cilat zhvillohen ad hoc nga ekipi yn\u00eb dhe jan\u00eb t\u00eb favorshme p\u00ebr t\u00eb gjeneruar ndryshimin e nevojsh\u00ebm p\u00ebr t\u00eb nd\u00ebrtuar lidhje t\u00eb forta midis organizat\u00ebs dhe pal\u00ebs s\u00eb interesuar.<\/p>\n\n\n\n

    <\/div>\n\n\n\n
    <\/span>
    \n

    Modeli m\u00eb inovativ i raportimit t\u00eb integruar: Social Hub<\/p>\n<\/div><\/div>\n\n\n\n

    M\u00eb von\u00eb, pasi eksperimentuan me sukses k\u00ebt\u00eb model t\u00eb hart\u00ebs s\u00eb pal\u00ebve t\u00eb interesuara n\u00eb nj\u00eb kompani lider n\u00eb Itali, ekspert\u00ebt me t\u00eb cil\u00ebt punojm\u00eb i b\u00ebn\u00eb vetes nj\u00eb pyetje tjet\u00ebr: n\u00ebse pozicioni ideal \u00ebsht\u00eb – si\u00e7 e kemi n\u00ebnvizuar – nj\u00eb nga nd\u00ebrlidhjet e forta, a nuk \u00ebsht\u00eb anakronike t\u00eb kesh nj\u00eb sistem raportimi t\u00eb paketuar t\u00ebr\u00ebsisht nga kompania, nj\u00eb fluks informacioni i nj\u00ebansh\u00ebm, q\u00eb nuk i n\u00ebnshtrohet kontrolleve dhe balancave t\u00eb jashtme, dhe n\u00eb rastin m\u00eb t\u00eb mir\u00eb, trajtohet thjesht si nj\u00eb formalitet?<\/p>\n\n\n\n

    Si\u00e7 kan\u00eb v\u00ebn\u00eb n\u00eb dukje ekspert\u00ebt e qendr\u00ebs son\u00eb k\u00ebrkimore prej disa koh\u00ebsh, raportet sociale t\u00eb korporatave jan\u00eb zakonisht dokumente hagjiografike, t\u00eb shkruara nga kompanit\u00eb n\u00eb fund t\u00eb vitit, shpesh “t\u00eb ndryshuara” dhe q\u00eb raportojn\u00eb vet\u00ebm pika pozitive dhe rrall\u00eb here kritika. Nj\u00eb sistem i vjet\u00ebruar, i err\u00ebt, i pandar\u00eb me pal\u00ebt e interesuara, t\u00eb cil\u00ebt natyrisht jan\u00eb themelor\u00eb p\u00ebr suksesin e misionit t\u00eb kompanis\u00eb.<\/p>\n\n\n\n

    Social Hub lindi si p\u00ebrgjigje ndaj k\u00ebtij rasti. Nj\u00eb platform\u00eb eksperimentale n\u00eb internet e lindur nga nj\u00eb pro\u00e7es i ndarjes s\u00eb p\u00ebrmbajtjes me audiencat e ndryshme t\u00eb synuara t\u00eb kompanis\u00eb, t\u00eb cil\u00ebt bashk\u00ebpunojn\u00eb n\u00eb m\u00ebnyr\u00eb aktive gjat\u00eb gjith\u00eb faz\u00ebs s\u00eb shkrimit t\u00eb dokumentit t\u00eb raportit t\u00eb kompanis\u00eb, duke ndryshuar periodikisht tekstin e raportit. \u00c7do pal\u00eb e interesuar mund t\u00eb nd\u00ebrveproj\u00eb drejtp\u00ebrdrejt me platform\u00ebn, duke modifikuar t\u00eb dh\u00ebnat cil\u00ebsi-sasi t\u00eb raportit sipas marr\u00ebdh\u00ebnieve t\u00eb tyre me organizat\u00ebn, duke nd\u00ebrtuar k\u00ebshtu raportin e integruar s\u00eb bashku.<\/p>\n\n\n\n

    Prandaj, organizata dhe pal\u00ebt e saj t\u00eb interesuara g\u00ebzojn\u00eb nj\u00eb raport t\u00eb shkath\u00ebt, leht\u00ebsisht t\u00eb aksesuesh\u00ebm dhe transparent (i disponuesh\u00ebm vet\u00ebm n\u00eb internet pasi p\u00ebr shum\u00eb vite kemi v\u00ebrejtur nj\u00eb r\u00ebnie n\u00eb vler\u00ebn e materialit t\u00eb printuar). P\u00ebr m\u00eb tep\u00ebr, mjeti \u00ebsht\u00eb provuar si nj\u00eb instrument i \u00e7muar p\u00ebr t\u00eb lejuar kompanin\u00eb t\u00eb identifikoj\u00eb shenjat m\u00eb t\u00eb dob\u00ebta t\u00eb kriz\u00ebs dhe xhepat e joefikasitetit q\u00eb her\u00ebt.<\/p>\n\n\n\n

    Raporti i integruar – produkt i pun\u00ebs shum\u00ebvje\u00e7are p\u00ebr t\u00eb p\u00ebrshtatur modelin teorik q\u00eb e frym\u00ebzoi – \u00ebsht\u00eb pajisur me nj\u00eb panel me m\u00eb shum\u00eb se 60 tabela n\u00eb t\u00eb cilat t\u00eb dh\u00ebnat p\u00ebrdit\u00ebsohen manualisht drejtp\u00ebrdrejt nga departamentet e ndryshme t\u00eb kompanis\u00eb, pa asnj\u00eb nd\u00ebrmjet\u00ebsim nga aksionar\u00ebt.<\/p>\n\n\n\n

    \u00cbsht\u00eb eksperimenti i par\u00eb n\u00eb bot\u00eb n\u00eb raportimin e integruar online 365 dit\u00eb n\u00eb vit. Ky projekt i ndarjes dhe nd\u00ebrprerjes totale i lejon publikut t\u00eb aksesoj\u00eb t\u00eb dh\u00ebnat e pap\u00ebrpunuara gjat\u00eb gjith\u00eb vitit, pa \u201ctrajtim\u201d apo koment nga organizata, n\u00eb m\u00ebnyr\u00eb q\u00eb ata t\u00eb krijojn\u00eb iden\u00eb e tyre se si po shkojn\u00eb aktivitetet e kompanis\u00eb.<\/p>\n\n\n\n

    Ky model, tashm\u00eb i testuar n\u00eb Itali, \u00ebsht\u00eb nj\u00eb udh\u00ebtim magjeps\u00ebs p\u00ebrtej nj\u00eb kufiri t\u00eb ri t\u00eb q\u00ebndrueshm\u00ebris\u00eb dhe raportimit transparent, i vet\u00ebdijsh\u00ebm p\u00ebr faktin se “i ri” nuk \u00ebsht\u00eb gjithmon\u00eb sinonim i “i rreziksh\u00ebm”, pasi skenar\u00ebt e rinj t\u00eb komunikimit duhet medoemos t\u00eb menaxhohen. N\u00eb t\u00eb nj\u00ebjt\u00ebn koh\u00eb, ajo hedh nj\u00eb sfid\u00eb p\u00ebr kompanit\u00eb q\u00eb t\u00eb vendosin t\u00eb hapin dyert e tyre n\u00eb em\u00ebr t\u00eb autenticitetit dhe transparenc\u00ebs, dhe t\u00eb p\u00ebrballen me t\u00eb ardhmen me optimiz\u00ebm dhe pa frik\u00eb. Kompania jon\u00eb g\u00ebzon t\u00eb drejta t\u00eb plota p\u00ebr k\u00ebt\u00eb model biznesi n\u00eb vendin ton\u00eb dhe \u00ebsht\u00eb e gatshme t’ju shoq\u00ebroj\u00eb n\u00eb rrug\u00ebn drejt rritjes eksponenciale t\u00eb avantazhit tuaj konkurrues.<\/p>\n\n\n\n

    <\/div>\n\n\n\n
    \n
    Mund t\u2019ju ndihmojm\u00eb?<\/a><\/div>\n<\/div>\n","protected":false},"excerpt":{"rendered":"

    Qendra k\u00ebrkimore e kompanis\u00eb son\u00eb drejtohet nga Prof. Luca Poma. Ai trajton studimet, analizat, prodhimin akademik dhe zgjidhjet profesionale p\u00ebr menaxhimin e reputacionit n\u00eb kuptimin m\u00eb t\u00eb gjer\u00eb:…<\/p>\n","protected":false},"author":1,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"template-full-width.php","meta":[],"_links":{"self":[{"href":"https:\/\/reputationmanagementitalia.it\/al\/wp-json\/wp\/v2\/pages\/88"}],"collection":[{"href":"https:\/\/reputationmanagementitalia.it\/al\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/reputationmanagementitalia.it\/al\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/reputationmanagementitalia.it\/al\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/reputationmanagementitalia.it\/al\/wp-json\/wp\/v2\/comments?post=88"}],"version-history":[{"count":14,"href":"https:\/\/reputationmanagementitalia.it\/al\/wp-json\/wp\/v2\/pages\/88\/revisions"}],"predecessor-version":[{"id":210,"href":"https:\/\/reputationmanagementitalia.it\/al\/wp-json\/wp\/v2\/pages\/88\/revisions\/210"}],"wp:attachment":[{"href":"https:\/\/reputationmanagementitalia.it\/al\/wp-json\/wp\/v2\/media?parent=88"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}