{"id":4613,"date":"2019-06-05T07:35:27","date_gmt":"2019-06-05T07:35:27","guid":{"rendered":"https:\/\/mavericks.ro\/blog\/?p=4613"},"modified":"2019-06-05T13:50:00","modified_gmt":"2019-06-05T13:50:00","slug":"despre-oameni-si-spiritul-unei-organizatii","status":"publish","type":"post","link":"https:\/\/mavericks.ro\/blog\/despre-oameni-si-spiritul-unei-organizatii\/","title":{"rendered":"Despre oameni \u0219i spiritul unei organiza\u021bii"},"content":{"rendered":"

Alex aici.\u00a0Head of Support Department la Mavericks. Un Head cu multe p\u0103l\u0103rii: una administrativ\u0103, alta financiar\u0103, una \u0219i mai mare de HR \ud83d\ude42<\/p>\n

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Ideea acestui articol mi-a venit \u00een urma tr\u0103irilor, provoc\u0103rilor \u0219i fricilor pe care le are poate (sper) orice om din HR. Cum va decurge urm\u0103torul proces de recrutare, ce oameni vom g\u0103si \u0219i cum vor influen\u021ba ei organiza\u021bia \u0219i spiritul ei?<\/p>\n

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Una dintre p\u0103l\u0103riile mele, \u00een agen\u021bie, este aceea de HR Manager, iar acest rol \u00eel g\u0103sesc ca fiind cel mai provocator. Am fost s\u0103pt\u0103m\u00e2na trecut\u0103 cu agen\u021bia la <\/span>PR& Ad Fair<\/span><\/a> \u0219i am vorbit cu foarte mul\u021bi tineri din Genera\u021bia Z. Sunt millenial dar simt deja diferen\u021bele de g\u00e2ndire \u00eentre genera\u021bii, \u0219i este vorba despre doar un deceniu. Sunt curios cum vor sta lucrurile c\u00e2nd se mai adaug\u0103 unul. Dar p\u00e2n\u0103 atunci v-am preg\u0103tit c\u00e2teva g\u00e2nduri despre oameni \u0219i importan\u021ba primelor angaj\u0103ri, despre cultura organiza\u021bional\u0103 pe care prefer s\u0103 o numesc spirit, nu neap\u0103rat cultur\u0103, c\u00e2t de important este ca oamenilor s\u0103 le pese \u0219i despre cum po\u021bi ob\u021bine performan\u021b\u0103 \u00eentr-o organiza\u021bie. <\/p>\n

Hai s\u0103 trecem la subiect, sau mai bine zis la subiecte.<\/p>\n

\"pr&ad<\/a>
<\/span><\/p>\n

Angaja\u021bii sunt \u0219i ei oameni<\/strong><\/p>\n

Angaja\u021bii sunt \u0219i ei oameni, de aceea prefer s\u0103 evit cuv\u00e2ntul \u201cangajat\u201d, cuv\u00e2nt prea formal \u0219i rece. A ajuns la mine acum ceva timp un text HR related care avea fix acest titlu <\/span>Angaja\u021bii sunt \u0219i ei oameni<\/span><\/a>. Spuneau c\u0103 trebuie luat accentul de pe resurse umane sau angaja\u021bi \u0219i mutat pe oameni. Acest lucru m-a amuzat, pentru c\u0103 fix asta facem noi la Mavericks: suntem con\u0219tien\u021bi de faptul c\u0103 to\u021bi colegii sunt oameni, oameni minuna\u021bi, cu bunele \u0219i cu relele fiec\u0103ruia.<\/span><\/p>\n

\u00a0<\/span><\/p>\n

Mi-a luat ceva timp p\u00e2n\u0103 s\u0103 realizez de ce aceast\u0103 remarc\u0103 nu a avut un impact asupra mea. Probabil pentru al\u021bii este iluminatoare dar pentru mine a fost hazlie, perfect natural\u0103. Nu, nu e vorba despre lucrurile evidente: agen\u021bie mic\u0103, pu\u021bini oameni care ne cunoa\u0219tem destul de bine deja. Nu, sunt deta\u0219at pentru c\u0103 prima curiozitate pe care mi-a trezit-o \u00een minte a fost dac\u0103 aceast\u0103 \u00eentrebare este pus\u0103 \u0219i \u00een \u201ctab\u0103ra opus\u0103\u201d: ceilal\u021bi \u0219tiu c\u0103 angajatorul este \u0219i el om?<\/span><\/p>\n

Am stat un minut s\u0103 m\u0103 g\u00e2ndesc la Mavericks \u0219i eu cred c\u0103 da. Aici to\u021bi suntem con\u0219tien\u021bi unii de al\u021bii \u0219i ne-am construit un cerc de \u00eencredere pe care cl\u0103dim mai departe, iar acest r\u0103spuns pe care mi l-am dat m-a lini\u0219tit.<\/span><\/p>\n

\u00a0<\/span><\/p>\n

La Mavericks ne pas\u0103 de fiecare om care ne este al\u0103turi \u0219i credem cu t\u0103rie c\u0103 un om mai bun devine un coleg mai bun. Ceva mai jos am s\u0103 v\u0103 vorbesc despre \u00eenv\u0103\u021bare \u0219i programele de learning, un pas mic f\u0103cut de noi pentru un salt mare al fiec\u0103rui coleg.<\/p>\n

\"first<\/a>
<\/span><\/p>\n

Primele angaj\u0103ri determin\u0103 spiritul unei companii
<\/strong>(Performance. Performance. Performance.)<\/strong><\/p>\n

Mavericks este o agen\u021bie de performance media marketing cu principii bine definite \u00een ceea ce prive\u0219te atingerea performan\u021bei tradus\u0103 prin KPIs specifici stabili\u021bi cu fiecare client \u00een parte.<\/span><\/p>\n

Aneel Bhusri sus\u021bine<\/span><\/a><\/span> c\u0103 primii oameni pe care \u00eei angajezi determin\u0103 tr\u0103irile unei companii \u0219i nu pot dec\u00e2t s\u0103 \u00eei dau dreptate. Numai cu devotamentul \u0219i autenticitatea oamenilor po\u021bi s\u0103 cl\u0103de\u0219ti un spirit organiza\u021bional s\u0103n\u0103tos \u0219i stabil, de aceea este foarte important cum dai startul unui business. \u00cen primele \u0219ase luni de Mavericks, au fost g\u0103si\u021bi patru cade\u021bi entuzia\u0219ti care aveau s\u0103 reprezinte acea piatr\u0103 de temelie. To\u021bi cei care am urmat ne-am pliat pe conexiunile care \u00eencepuser\u0103 s\u0103 prind\u0103 form\u0103 \u0219i am adus aportul \u00een dezvoltarea ei. Eu am fost al cincilea \u00een agen\u021bie \u0219i spun asta din proprie experien\u021b\u0103.<\/p>\n

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C\u00e2nd vine vorba de membri nou veni\u021bi \u00een organiza\u021bie, pentru o integrare u\u0219oar\u0103 a lor este important procesul de onboarding, care ajut\u0103 \u0219i la adaptarea acestora la spiritul organiza\u021bional existent. \u00cenc\u0103 de la \u00eenceput, de c\u00e2nd un nou membru vine la bordul Mavericks \u00eel ajut\u0103m s\u0103 \u00een\u021beleag\u0103 modul de abordare al anumitor triggere, de tratare a unor situa\u021bii concrete, organizarea propriei activit\u0103\u021bi, precum \u0219i bazele time management-ului. Dar oric\u00e2t de bun ar fi procesul de onboarding, nu \u00eenseamn\u0103 c\u0103 noii oameni se vor identifica cu toate aspectele culturii organiza\u021bionale existente. Nu acesta este scopul \u0219i nici nu ne dorim asta, ci s\u0103 le ar\u0103t\u0103m \u201co poz\u0103\u201d cu modul \u00een care se fac lucrurile \u00een organiza\u021bie.<\/p>\n

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Noi, la Mavericks, avem un proces de onboarding dezvoltat pe 4 luni \u0219i structurat pe soft \u0219i hard skills, tutoriale video dar \u0219i 32 de training-uri interne \u021binute de mine, Andra \u0219i Drago\u0219, toate cu rolul de a ajuta orice junior s\u0103 se apuce de treab\u0103 c\u00e2t mai repede. Vanesa a trecut cel mai recent prin aceast\u0103 experien\u021b\u0103 \u0219i a povestit <\/span>aici<\/span><\/a><\/span> despre primele 4 luni la bordul Mavericks.<\/p>\n

\"54728679_1980841575558458_7593172261415157760_o\"<\/a>
<\/span><\/span><\/p>\n

C\u00e2nd pisica nu-i acas\u0103…<\/strong><\/p>\n

Apropo de spiritul organiza\u021bional, consider c\u0103 <\/span>ecosistemul emo\u021bional real al echipei este cel manifestat atunci c\u00e2nd nu este prezent „el jefe” la birou. Dac\u0103 punctul de echilibru \u00een organiza\u021bie este dat de o persoan\u0103, numit aici \u201cCum_Vrei_Tu_S\u0103_\u00cei_Spui_\u0218efului\u201d, iar responsabilizarea oamenilor se face doar prin prezen\u021ba lui fizic\u0103, avem spirit organiza\u021bional disfunc\u021bional, bazat pe principii la care nu to\u021bi rezoneaz\u0103. Practic nu exist\u0103 spiritul acelei echipe atunci c\u00e2nd este at\u00e2t de influen\u021bat de o singur\u0103 persoan\u0103. <\/span><\/p>\n


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

Aici apare cheia principal\u0103 legat\u0103 de o echip\u0103 \u00een adev\u0103ratul sens al cuv\u00e2ntului \u0219i un spirit organiza\u021bional: C\u00e2nd ne punem \u00eentrebarea: \u201c\u00eemi pas\u0103?\u201d.<\/span><\/p>\n

Pentru a evita astfel de situa\u021bii este important s\u0103 \u0219tim cu to\u021bii cum se fac lucrurile \u00een organiza\u021bia de care apar\u021binem, s\u0103 \u00een\u021belegem de ce avem de atins un anumit indicator \u0219i s\u0103 ne pese. Scopul este acela de a ne alinia principiilor dup\u0103 care ne ghid\u0103m \u00een activitatea de zi cu zi \u0219i a ni le \u00eensu\u0219i ca fiind proprii. Asta o facem cel mai u\u0219or prin contribu\u021bia personal\u0103 la metodele de lucru, nu a\u0219tept\u00e2nd s\u0103 ne fie dictate de c\u0103tre \u201cCum_Vrei_Tu_S\u0103_\u00cei_Spui_\u0218efului\u201d. Doar \u00een acest mod ne vom identifica mai repede cu acestea.<\/p>\n

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

Marius \u0218tefan, cofondatorul Autonom, a \u00eemp\u0103rt\u0103\u0219it o idee de p\u0103strat, referitor la c\u00e2t de original este un business: <\/span>cultura este singurul avantaj competitiv imposibil de copiat<\/span><\/i><\/a>.<\/span><\/i><\/p>\n

\u0218i m-am dus cu g\u00e2ndul la momentul c\u00e2nd Drago\u0219 (<\/span>\u0219eful<\/span><\/i> de la Mavericks dar eu \u00eei zic Drago\u0219), a lipsit pentru o lun\u0103 de la birou. To\u021bi am avut grij\u0103 ca lucrurile s\u0103 decurg\u0103 normal \u0219i am aplicat politica <\/span>business as usual.<\/span><\/i> Raport\u0103rile interne se \u021bineau normal, meetengurile asemenea, rela\u021bia cu clientul nu a avut deloc de suferit. La finalul acelei perioade to\u021bi eram tare m\u00e2ndri c\u0103 ne descurc\u0103m singuri \u0219i c\u0103 am v\u0103zut cu adev\u0103rat autonomia noastr\u0103 \u00een ac\u021biune.<\/p>\n

\"conferin\u021be2\"<\/a>
<\/span><\/p>\n

Autonomia \u0219i performan\u021ba<\/strong><\/p>\n

Spuneam \u00een prima parte c\u0103 la Mavericks credem cu t\u0103rie c\u0103 un om mai bun devine un angajat mai bun \u0219i c\u0103 ne pas\u0103 de fiecare om care ne este al\u0103turi. De aceea am creat programe interne de \u00eenv\u0103\u021bare \u0219i sisteme de recompensare pentru energia investit\u0103 de fiecare coleg \u00een dezvoltarea sa, \u00een dob\u00e2ndirea autonomiei.<\/p>\n

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Dac\u0103 e\u0219ti \u00een pozi\u021bie de conducere, ofer\u0103-le oamenilor t\u0103i \u00eencredere \u00een ei \u0219i ajut\u0103-i s\u0103 \u00eenve\u021be s\u0103 ia propriile decizii. Dac\u0103 ai un superior care \u00ee\u021bi mut\u0103 mereu pa\u0219ii, f\u0103-\u021bi un portofoliu cu tot ce ai realizat de c\u00e2nd lucrezi al\u0103turi de el \u0219i demonstreaz\u0103-i c\u0103 te descurci \u0219i meri\u021bi independen\u021b\u0103 \u00een luarea unor decizii.<\/span><\/p>\n

Nu doar momentul \u00een care ob\u021bii autonomie la locul de munc\u0103 \u0219i vezi c\u0103 ai primit votul de \u00eencredere din partea superiorilor este important, de\u0219i atunci te sim\u021bi \u00eemplinit \u0219i ai o satisfac\u021bie at\u00e2t de mare c\u00e2t s\u0103 te dep\u0103\u0219e\u0219ti de dou\u0103 ori \u00een task-uri realizate. Important pe termen mediu \u0219i lung este ca autonomia s\u0103 fie pre\u021buit\u0103, p\u0103strat\u0103 cu p\u0103sare de fiecare persoan\u0103. Satisfac\u021bia oamenilor va genera apoi performan\u021b\u0103.<\/p>\n

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

La Mavericks \u021belul este ca oamenii s\u0103 aib\u0103 autonomie total\u0103, ne dorim ca un specialist s\u0103 fie autonom c\u00e2t mai repede posibil. \u00cenc\u0103 din primul an de c\u00e2nd s-a al\u0103turat echipei el este owner complet pe conturile pe care lucreaz\u0103, p\u0103streaz\u0103 leg\u0103tura cu clientul, dezvolt\u0103 strategia, realizeaz\u0103 campaniile \u0219i face raportarea periodic\u0103. Iar \u00een situa\u021biile \u00een care are nevoie de ghidare apeleaz\u0103 la coordonatorul s\u0103u.<\/p>\n

\"training<\/a>
<\/span><\/p>\n

Spiritul organiza\u021bional evolueaz\u0103<\/strong><\/p>\n

S\u0103 te a\u0219tep\u021bi ca \u00een spiritul organiza\u021biei tale s\u0103 se produc\u0103 modific\u0103ri mai mult sau mai pu\u021bin fine ori de c\u00e2te ori un nou membru apare. Totul depinde de dimensiunea organiza\u021biei, dar negre\u0219it persoanele care nu rezoneaz\u0103 cu misiunea organiza\u021biei, care prin ac\u021biunile sau inac\u021biunile lor contribuie mai mult la deteriorarea culturii organiza\u021bionale dec\u00e2t la evolu\u021bia acesteia, reprezint\u0103 un element \u00eengrijor\u0103tor.<\/p>\n

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

\u00cen astfel de momente, este important ca oamenii cu vechime s\u0103 fie autentic implica\u021bi \u00een organiza\u021bie, s\u0103 dea ritmul \u00een birou \u0219i s\u0103 seteze a\u0219tept\u0103rile de la noul venit. Dac\u0103 persoana nu va avea chimie cu ceilal\u021bi \u0219i nu este dispus\u0103 s\u0103 fac\u0103 ceva pentru a se adapta, se va desprinde de la sine de grup \u0219i se va izola.<\/span><\/p>\n

Devotamentul \u0219i autenticitatea fiec\u0103rui om din organiza\u021bie sau mai bine zis acel sentiment de <\/span>\u00eemi pas\u0103<\/span><\/i> autentic, trebuie s\u0103 vin\u0103 din credin\u021ba fiec\u0103ruia \u00een misiunea organiza\u021biei \u0219i din identificarea cu aceasta.<\/p>\n

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

Pentru un spirit organiza\u021bional s\u0103n\u0103tos primul pas este <\/span>crearea siguran\u021bei<\/span><\/i>, al doilea <\/span>\u00eemp\u0103rt\u0103\u0219irea vulnerabilit\u0103\u021bilor<\/span><\/i> \u0219i al treilea este <\/span>setarea scopului. <\/span><\/i>Primii doi pa\u0219i necesit\u0103 autenticitate deplin\u0103 din partea tuturor celor implica\u021bi \u00een organiza\u021bie.<\/p>\n

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

La Mavericks exist\u0103 deschidere \u00een fa\u021ba colegilor. Pe l\u00e2ng\u0103 leg\u0103tura uman\u0103 creat\u0103 \u00eentre noi to\u021bi, pentru partea de business \u021binem lunar un meeting g\u00e2ndit s\u0103 arate rezultatele lunii anterioare; Status Quo \u00eei spunem. Aici intr\u0103 rezultate financiare, portofolii, bugete investite, discu\u021bii despre realiz\u0103rile avute \u0219i lucrurile de \u00eembun\u0103t\u0103\u021bit. Vrem s\u0103 existe transparen\u021b\u0103 c\u00e2nd vine vorba de agen\u021bie.<\/p>\n

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

\"\u0219\u00eeeu<\/a><\/p>\n

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

\u00cemi pas\u0103!<\/strong><\/p>\n

U\u0219or, u\u0219or am ajuns s\u0103 atingem \u0219i un subiect care mi se pare din ce \u00een ce mai utopic. O stare pe care ar trebui s\u0103 o avem cu to\u021bii, s\u0103 fie prezent\u0103 \u00een mod autentic \u0219i s\u0103 o tr\u0103im de fiecare dat\u0103 c\u00e2nd facem un lucru: p\u0103sarea, s\u0103 sim\u021bim c\u0103 ne pas\u0103. Mi se pare at\u00e2t de important s\u0103 \u00ee\u021bi pese de ceea ce faci, de ac\u021biunile pe care le iei, de efectele pe care le produc ac\u021biunile sau inac\u021biunile tale, de tot ce faci \u0219i al\u0103turi de care apare numele t\u0103u, denumirea organiza\u021biei pe care o reprezin\u021bi, misiunea c\u0103reia te-ai al\u0103turat atunci c\u00e2nd ai acceptat s\u0103 lucrezi pentru acea organiza\u021bie.<\/span><\/p>\n


Am ajuns la concluzia c\u0103 de fiecare dat\u0103 c\u00e2nd fac ceva, \u00eemi pas\u0103, poate prea mult spun unii. De fiecare dat\u0103 \u00eemi pas\u0103 de absolut tot ce fac, de fiecare email pe care \u00eel transmit, de fiecare raport pe care \u00eel \u00eentocmesc, de fiecare ram\u0103 at\u00e2rnat\u0103 undeva \u00een birou. A-\u021bi p\u0103sa nu \u00eenseamn\u0103 s\u0103 te fr\u0103m\u00e2n\u021bi la tot pasul c\u0103 se poate \u00eent\u00e2mpla ceva gre\u0219it, s\u0103 lucrezi c\u00e2t e ziua de lung\u0103 ori \u00een weekenduri sau s\u0103 \u00ee\u021bi torni cenu\u0219\u0103 \u00een cap atunci c\u00e2nd ai aflat c\u0103 ceva ce ai f\u0103cut nu a avut efectul a\u0219teptat. A-\u021bi p\u0103sa \u00eenseamn\u0103 s\u0103 ac\u021bionezi \u0219i s\u0103 te asiguri c\u0103 iei toate m\u0103surile necesare pentru \u00eenl\u0103turarea factorilor care conduc la erori. To\u021bi vrem s\u0103 avem \u00een jur oameni care s\u0103-\u0219i suflece m\u00e2necile \u0219i s\u0103 treac\u0103 la treab\u0103, \u0219i tu vrei s\u0103 ai al\u0103turi de tine astfel de oameni.<\/span><\/p>\n

\u00a0<\/span><\/p>\n

La Mavericks, oamenii au grij\u0103 unii de ceilal\u021bi \u0219i au ar\u0103tat \u00een momentele mai dificile c\u0103 le pas\u0103 de binele colegilor lor \u0219i de binele agen\u021biei. To\u021bi ne avem spatele \u0219i ne ajut\u0103m atunci c\u00e2nd situa\u021bia o impune. Frumos ar fi s\u0103 ne pese \u00een acela\u0219i mod tuturor, dar spuneam c\u0103 p\u0103sarea este subiectiv\u0103, pentru c\u0103 fiecare om se manifest\u0103 diferit \u0219i de cele mai multe ori niciunuia dintre noi nu ne pas\u0103 de un lucru \u00een aceea\u0219i m\u0103sur\u0103. A\u0219a c\u0103 dac\u0103 cineva nu reac\u021bioneaz\u0103 cum ai fi reac\u021bionat tu \u00eentr-o situa\u021bie critic\u0103, nu \u00eenseamn\u0103 neap\u0103rat c\u0103 nu \u00eei pas\u0103.<\/span><\/p>\n

Eu consider c\u0103 este important s\u0103 urmezi trei pa\u0219i pentru a implementa \u201cstarea de p\u0103sare\u201d 100%, dac\u0103 ai pe m\u00e2ini o eroare:<\/span><\/p>\n

    \n
  1. Identifici eroarea (fie singur, fie \u00ee\u021bi este ar\u0103tat\u0103) <\/span><\/li>\n
  2. O accep\u021bi sau \u021bi-o \u00eensu\u0219e\u0219ti \u0219i cau\u021bi solu\u021bii pentru a o remedia<\/span><\/li>\n
  3. Identifici circumstan\u021bele \u00een care s-a produs acea eroare. <\/span><\/li>\n<\/ol>\n

    Mai mereu punctul 3 este s\u0103rit pentru rapiditate, c\u00e2nd de cele mai multe ori sus\u021binem c\u0103 acea eroare s-a produs tot din rapiditate \u0219i nu mai conteaz\u0103 motivul. Din punctul meu de vedere, conteaz\u0103, iar dac\u0103 sari peste punctul 3, tocmai ai f\u0103cut o a doua eroare. <\/span><\/p>\n

    Cel mai bine este s\u0103 \u0219tii motivul care a stat la baz\u0103 \u0219i ce este de evitat pentru a nu se mai repeta o astfel de eroare.<\/p>\n

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

    \u00cenchei acest articol cu un g\u00e2nd c\u0103tre viitorii colegi \u00een Mavericks \u0219i cum se vor adapta ei la spiritul organiza\u021biei dar mai ales dac\u0103 le va p\u0103sa.
    <\/span><\/p>\n


    Deci, \u021bie, omule, \u00ee\u021bi pas\u0103? <\/p>\n

    \"comunicare<\/a><\/span><\/p>\n","protected":false},"excerpt":{"rendered":"

    Alex aici.\u00a0Head of Support Department la Mavericks. Un Head cu multe p\u0103l\u0103rii: una administrativ\u0103, alta financiar\u0103, una \u0219i mai mare de HR \ud83d\ude42 Ideea acestui articol mi-a venit \u00een urma tr\u0103irilor, provoc\u0103rilor \u0219i fricilor pe care le are poate (sper) orice om din HR. Cum va decurge urm\u0103torul proces de recrutare, ce oameni vom g\u0103si … <\/p>\n

    Continu\u0103 lectura \u201eDespre oameni \u0219i spiritul unei organiza\u021bii\u201d<\/span><\/a><\/p>\n","protected":false},"author":8,"featured_media":4614,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[172],"tags":[],"class_list":["post-4613","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-agentia-mavericks","entry"],"yoast_head":"\nDespre oameni \u0219i spiritul unei organiza\u021bii | Blogul Mavericks<\/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:\/\/mavericks.ro\/blog\/despre-oameni-si-spiritul-unei-organizatii\/\" \/>\n<meta property=\"og:locale\" content=\"ro_RO\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Despre oameni \u0219i spiritul unei organiza\u021bii | Blogul Mavericks\" \/>\n<meta property=\"og:description\" content=\"Alex aici.\u00a0Head of Support Department la Mavericks. 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