āĻļুāĻ•্āϰāĻŦাāϰ, ⧧⧍ āϜাāύুāϝ়াāϰি, ⧍ā§Ļ⧍ā§Ē

About Low Drop Out Regulator Circuit (LDO) ?

 Now a days, lots of LCD or LED TV Main Board Problem Difficult to repair it. Even you had checked all the components in the main board or re-program their Flash memory IC or EEPROM but no help too!

 So, what happen to the TV main board? Why Can't to repair it?

 Actually, it's causing by their Main board LDO & DC-DC circuits!!!

Some repair may say, I had Checking their voltage output properly & value are stable too. Yes, even their output voltage value is correct & stable. But some of this output voltage values do not accept by the main board Chips like their CPU, DDR, RAM & their Flash Memory! So, is it hard to repair & expensive to replace it? No, it is cheap & easy to get it!

āĻŦৃāĻšāϏ্āĻĒāϤিāĻŦাāϰ, ā§§ā§§ āϜাāύুāϝ়াāϰি, ⧍ā§Ļ⧍ā§Ē

āĻ—ুāĻ—āϞ āϏাāϰ্āϟিāĻĢাāχāĻĄ āϜেāύুāχāύ āĻ…্āϝাāύ্āĻĄ্āϰāϝ়েāĻĄ āϟিāĻ­ি ?

 



āĻŦাāϜাāϰে āĻ…āύেāĻ• āĻŦ্āϰ্āϝাāύ্āĻĄেāϰ āĻ…্āϝাāύ্āĻĄ্āϰāϝ়েāĻĄ āϟিāĻ­ি āφāĻ›ে। āĻ•িāύ্āϤু āĻŦাংāϞাāĻĻেāĻļেāϰ āĻ•োāύ āĻ•োāύ āĻ•োāĻŽ্āĻĒাāύি āĻ—ুāĻ—āϞেāϰ āĻ…āĻĢিāϏি⧟াāϞ āĻĒাāϰ্āϟāύাāϰ āĻ•িংāĻŦা āĻ—ুāĻ—āϞ āϏাāϰ্āϟিāĻĢাāχāĻĄ āϜেāύুāχāύ āĻ…্āϝাāύ্āĻĄ্āϰāϝ়েāĻĄ āϟিāĻ­ি āĻ‰ā§ŽāĻĒাāĻĻāύ āĻ•āϰে āϤা āĻ•িāĻ­াāĻŦে āĻŦুāĻāĻŦেāύ ? āĻāϜāύ্āϝ āύিāϚেāϰ āĻ“ā§ŸেāĻŦāϏাāχāϟ āĻ­িāϜিāϟ āĻ•āϰāϞেāχ āφāϏāϞ āϤāĻĨ্āϝ āĻĒাāĻŦেāύ।

āĻāϟা āĻ…্āϝাāύ্āĻĄ্āϰāϝ়েāĻĄ āĻ…āĻĒাāϰেāϟিং āϏিāϏ্āϟেāĻŽ āύি⧟ে āĻ—ুāĻ—āϞ āĻāϰ āĻ…āĻĢিāϏিāϝ়াāϞ āĻ“āϝ়েāĻŦāϏাāχāϟ। āĻāĻ–াāύেāχ āĻ–ুঁāϜে āĻĒাāĻŦেāύ āĻŦিāĻļ্āĻŦেāϰ āĻ•োāύ āĻ•োāύ āĻ•োāĻŽ্āĻĒাāύি āĻ—ুāĻ—āϞেāϰ āĻ…্āϝাāύ্āĻĄ্āϰāϝ়েāĻĄ āĻ…āĻĢিāĻļিāϝ়াāϞ āϟিāĻ­ি āĻ‰ā§ŽāĻĒাāĻĻāύ āĻ“ āĻŦিāĻ•্āϰāϝ় āĻ•āϰে।
āĻāχ āĻ“āϝ়েāĻŦāϏাāχāϟে See Android Tv Global Partners āύাāĻŽে āĻāĻ•āϟি āĻŦāĻ•্āϏ āφāĻ›ে। āĻ“āϟাāϤে āϚাāĻĒ āĻĻিāϞেāχ āĻĒেāϝ়ে āϝাāĻŦেāύ āϏাāϰা āĻŦিāĻļ্āĻŦেāϰ ⧍ā§Ļā§­ āϟি āĻ•োāĻŽ্āĻĒাāύি ( āĻāϰ āĻŽāϧ্āϝে ā§§ā§§ā§Ē āϟি āϟেāϞিāĻ­িāĻļāύ āĻŦ্āϰাāύ্āĻĄ) āϝাāϰা āĻ—ুāĻ—āϞেāϰ āĻ…্āϝাāύ্āĻĄ্āϰāϝ়েāĻĄ āĻĒাāϰ্āϟāύাāϰ।

How to provide quick Repair Service?


 

Providing quick repair service in a repair management system involves efficient processes, effective communication, and streamlined workflows. Here are some steps can take to ensure a speedy and reliable repair service Management:

1. Online Service Request System:

• Implement an online service request system where customers can easily log their repair requests. This can be done through website or a dedicated mobile app.

• Ensure the form includes relevant details like the brand, model, issue description, and customer contact information.

2. Automated Ticketing System:

• Set up an automated ticketing system to generate unique reference numbers for each service request. This helps in tracking and managing repair jobs efficiently.

3. Prioritize Urgent Requests:

• Categorize service requests based on urgency. Prioritize urgent requests to ensure quicker response times for critical issues.

4. Technician Scheduling:

• Implement a scheduling system that efficiently assigns repair jobs to available technicians based on their expertise and workload.

• Use a calendar or scheduling software to visualize technician availability and assign jobs accordingly.

5. Mobile Communication:

• Equip technicians with mobile devices to receive real-time updates on new service requests, customer information, and any additional details.

• Enable them to update the status of repairs, order parts, and communicate with customers through the mobile system.

6. Inventory Management:

• Maintain an updated inventory of commonly used spare parts. This reduces delays caused by waiting for parts to arrive before completing a repair.

7. Diagnostic Tools:

• Invest in diagnostic tools and software that can help technicians quickly identify and troubleshoot common issues. This minimizes the time spent on diagnosis.

 

8. Customer Communication:

• Implement an automated system to keep customers informed about the status of their repair. This could include text message or email notifications when the repair is initiated, in progress, and completed.

9. Quality Assurance Checks:

• Conduct thorough quality checks before declaring a repair as complete. This helps prevent callbacks and ensures customer satisfaction.

10. Feedback and Improvement:

• Collect feedback from customers after the repair is completed. Use this information to identify areas for improvement and refine your repair processes continuously.

11. Training and Skill Development:

• Invest in training programs to enhance the skills of your technicians. Well-trained technicians can diagnose and fix issues more efficiently.

12. Performance Analytics:

• Use analytics tools to monitor the performance of your repair management system. Identify bottlenecks and areas of improvement to optimize the overall process.

By incorporating these strategies into repair management system, we can provide quick and efficient repair services, leading to improved customer satisfaction and loyalty.

Important Of Technician Training


                                               

Training and skill development for repair technicians are crucial for various reasons, contributing to both the success of individual technicians and the overall quality of service in the repair industry. Here are some important aspects highlighting the significance of training and skill development for repair technicians:

1. Technology Advancements:

• Technology is constantly evolving, with new features and functionalities being introduced regularly. Training ensures that technicians stay updated on the latest advancements, allowing them to diagnose and repair effectively.

2. Diagnostic Accuracy:

• Proper training enhances a technician's ability to accurately diagnose issues. This not only reduces the time taken for repairs but also minimizes the risk of misdiagnosis, preventing unnecessary part replacements and additional costs.

3. Efficiency and Productivity:

• Well-trained technicians are more efficient in troubleshooting and repairing. This efficiency translates to quicker turnaround times for customers, leading to higher customer satisfaction and improved overall productivity for the repair service.

4. Customer Satisfaction:

• Skilled technicians can provide better-quality repairs, leading to increased customer satisfaction. Satisfied customers are more likely to recommend the repair service to others and become repeat customers in the future.

5. Reduced Callbacks:

• Training helps technicians address issues accurately during the first visit, reducing the need for callbacks. This not only saves time and resources but also enhances the overall reputation of the repair service.

6. Adaptation to New Technologies:

• Training programs enable technicians to adapt to new technologies and repair methods. This adaptability is crucial in an industry where models and technologies are continually changing.

7. Safety Compliance:

• Training ensures that technicians understand and adhere to safety standards and protocols. This is essential for the well-being of both technicians and customers, especially when dealing with electrical components.

8. Cost-Effectiveness:

• Proper training helps technicians identify the root causes of issues accurately, reducing the likelihood of unnecessary part replacements. This cost-effective approach benefits both the repair service and the customer.

9. Brand Reputation:

• Skilled technicians contribute to the reputation of the repair service. A positive reputation for delivering high-quality repairs attracts more customers and builds trust in the brand.

10. Regulatory Compliance:

• Training ensures that technicians are aware of and comply with industry regulations and standards. This is essential for maintaining legal and ethical business practices.

11. Continuous Improvement:

• Ongoing training programs facilitate continuous improvement. Technicians can stay informed about emerging trends, customer preferences, and best practices, contributing to the long-term success of the repair service.

12. Team Morale:

• Training and skill development contribute to the professional growth of technicians, boosting their morale and job satisfaction. This, in turn, positively impacts the overall work environment and team dynamics.

In summary, investing in the training and skill development of repair technicians is an investment in the overall success and sustainability of the repair service. It not only benefits individual technicians but also enhances the reputation, efficiency, and customer satisfaction of the entire business brand.

āĻļāύিāĻŦাāϰ, ā§§ā§Ļ āĻāĻĒ্āϰিāϞ, ⧍ā§Ļ⧍⧧

āĻĢ্āϝাāύেāϰ āĻ—āϤি āĻ•āĻŽ āĻŦা āĻŦেāĻļি āĻ•āϰাāϰ āϏাāĻĨে āĻŦিāĻĻ্āϝুā§Ž āĻ–āϰāϚেāϰ āĻ•োāύ āϏāĻŽ্āĻĒāϰ্āĻ• āφāĻ›ে āĻ•ি?

āĻĢ্āϝাāύেāϰ āĻ—āϤি āĻ•āĻŽ āĻŦা āĻŦেāĻļি āĻ•āϰাāϰ āϏাāĻĨে āĻŦিāĻĻ্āϝুā§Ž āĻ–āϰāϚেāϰ āĻ•োāύ āϏāĻŽ্āĻĒāϰ্āĻ• āύেāχ! āĻāĻŽāύ āϤāĻĨ্āϝ āϏāϤ্āϝ āĻ›িāϞ āϝāϤāĻĻিāύ āφāĻŽāϰা Electric Regulator āĻŦ্āϝāĻŦāĻšাāϰ āĻ•āϰেāĻ›ি। āϝেāĻ–াāύে āϰেāĻ—ুāϞেāϟāϰেāϰ āĻ­িāϤāϰ āϤাāϰেāϰ āĻ•ুāύ্āĻĄāϞী āĻĒাঁāĻ•ি⧟ে āĻŦ⧜ āĻŽাāύেāϰ āϰেāϜিāώ্āϟ্āϝাāύ্āϏ āϤৈāϰী āĻ•āϰা āĻšāϤো। āĻāχ āĻŦ⧜ āĻŽাāύেāϰ āϰেāϜāώ্āϟ্āϝাāύ্āϏেāϰ āĻ•াāϰāĻŖে āĻ•াāϰেāύ্āϟেāϰ āĻĒ্āϰāĻŦাāĻš āĻ•āĻŽে āϝাāĻ“ā§Ÿাāϰ āĻĢ্āϝাāύেāϰ āĻ—āϤি āĻ•āĻŽে āϝেāϤ। āĻ•িāύ্āϤু āϤা āĻŦিāĻĻ্āϝুā§Ž āϏাāĻļ্āϰ⧟ āύা āĻ•āϰে āĻāχ energy āĻ•ে āϤাāĻĒ āĻļāĻ•্āϤিāϤে āϰুāĻĒাāύ্āϤāϰ āĻ•āϰাāϰ āĻŽাāϧ্āϝāĻŽে  āύāώ্āϟ āĻ•āϰে āĻĻিāϤ। āĻāχ āϧāϰāĻŖেāϰ āϰেāĻ—ুāϞেāϟāϰ āϤৈāϰীāϤে āĻ•োāύ complexity āύা āĻĨাāĻ•āϞেāĻ“ āϤা āĻŦিāĻĻ্āϝুā§Ž āϏাāĻļ্āϰ⧟ী āύ⧟। 

Electronics Moveable

āĻāχ āϧāϰāĻŖেāϰ āϰেāĻ—ুāϞেāϟāϰে āĻĢ্āϝাāύেāϰ āĻ—āϤি āύি⧟āύ্āϤ্āϰāύেāϰ āϜāύ্āϝ āύিāϰ্āĻĻিāώ্āϟ āĻ•োāύ āϧাāĻĒ āĻĨাāĻ•ে āύা। āϤাāχ āχāϚ্āĻ›াāĻŽāϤ āĻĢ্āϝাāύেāϰ āϜāύ্āϝ āϝে āĻ•োāύ āĻ—āϤি āύিāϰ্āϧাāϰāĻŖ āĻ•āϰা āϝা⧟। āĻ•িāύ্āϤু āĻāχ āϧāϰāĻŖেāϰ āϰেāĻ—ুāϞেāϟāϰ āĻŦ্āϝāĻŦāĻšাāϰে āĻĢ্āϝাāύেāϰ āĻŽোāϟāϰ āĻ—āϰāĻŽ āĻšā§Ÿে āϝা⧟। āĻĢāϞে āĻĢ্āϝাāύেāϰ Life Time āĻ•āĻŽে āϝা⧟। āĻāĻ›া⧜াāĻ“ āĻāχ āϧāϰāĻŖেāϰ āϰেāĻ—ুāϞেāϟāϰেāϰ āϜāύ্āϝ āĻĢ্āϝাāύ āĻĨেāĻ•ে āĻŦিāϰāĻ•্āϤিāϰāĻ•āϰ āĻļāĻŦ্āĻĻ (Humming Noise) āϤৈāϰী āĻšā§Ÿ। āϤāĻŦে āĻāĻ•্āώেāϤ্āϰে āϰেāĻ—ুāϞেāϟāϰ āϘুāϰি⧟ে āĻĢ্āϝাāύেāϰ āĻ—āϤি āĻ•āĻŽ āĻ•āϰāϞে āĻŦিāĻĻ্āϝুā§Ž āϏাāĻļ্āϰ⧟ āĻšāĻŦে । 

Electronic Stepped

āĻāĻ–āύ āĻĒāϰ্āϝāύ্āϤ āϏāĻŦāϚে⧟ে āĻ­াāϞো āϰেāĻ—ুāϞেāϟāϰ āĻāϟি। āĻāĻ–াāύে āĻĢ্āϝাāύেāϰ āĻ—āϤিāϰ āϜāύ্āϝ āϏীāĻŽিāϤ āϧাāĻĒ (Low, Med, High) āĻĨাāĻ•āϞেāĻ“ āĻāϟি āĻĢ্āϝাāύেāϰ āĻŽোāϟāϰāĻ•ে āĻ—āϰāĻŽ āĻ•āϰে āύা, āĻŦা āĻ•োāύ āϧāϰāĻŖেāϰ āĻŦিāϰāĻ•্āϤিāĻ•āϰ āĻļāĻŦ্āĻĻāĻ“ āϤৈāϰী āĻ•āϰে āύা। āĻāϟি āĻŦ্āϝāĻŦāĻšাāϰে āĻĢ্āϝাāύেāϰ āĻ—āϤি āĻ•āĻŽ āĻ•āϰাāϰ āϏাāĻĨে āϏাāĻĨে 40%āĻĒāϰ্āϝāύ্āϤ āĻŦিāĻĻ্āϝুā§Ž āϏাāĻļ্āϰ⧟ āĻ•āϰা āϝেāϤে āĻĒাāϰে।



āĻŦুāϧāĻŦাāϰ, ā§§ā§Ŧ āĻŽে, ⧍ā§Ļā§§ā§Ž

Worksforce Management



āĻāĻ• āĻ•োāĻŽ্āĻĒাāύীāϤে āĻ›িāϞো āĻāĻ• āĻĒিāĻĒ⧜া। āϏে āĻĒ্āϰāϤিāĻĻিāύ ⧝āϟা⧟ āĻ…āĻĢিāϏে āĻĸুāĻ•āϤো। āϤাāϰāĻĒāϰ āĻ•াāϰো āϏāĻ™্āĻ—ে āϏāĻŽā§Ÿ āύāώ্āϟ āύা āĻ•āϰে āϏāĻ™্āĻ—ে āϏāĻ™্āĻ—ে āĻ•াāϜে āĻŦāϏে āϝেāϤ।

āϏে āϝে āĻĒāϰিāĻŽাāĻŖ āĻ•াāϜ āĻ•āϰāϤ, āϤাāϤে āĻ•োāĻŽ্āĻĒাāύিāϰ āĻ‰ā§ŽāĻĒাāĻĻāύ āĻšāϤো āĻĒ্āϰāϚুāϰ āĻāĻŦং āĻāϰ āĻĢāϞে āϏে āφāύāύ্āĻĻেāϰ āϏāĻ™্āĻ—েāχ āϜীāĻŦāύ āύিāϰ্āĻŦাāĻš āĻ•āϰāϤ।

āĻ“āχ āĻ…āĻĢিāϏেāϰ āϏিāχāĻ“ āϏিংāĻš āĻ…āĻŦাāĻ• āĻšā§Ÿে āĻĻেāĻ–āϤ, āĻāχ āĻĒিঁāĻĒ⧜াāϟি āĻ•োāύো āϧāϰāύেāϰ āϏুāĻĒাāϰāĻ­িāĻļāύ āĻ›া⧜াāχ āĻĒ্āϰāϚুāϰ āĻ•াāϜ āĻ•āϰāĻ›ে। āϏিংāĻš āĻ­াāĻŦāϞ, āĻĒিঁāĻĒ⧜াāĻ•ে āϝāĻĻি āĻ•াāϰāĻ“ āϏুāĻĒাāϰāĻ­িāĻļāύে āĻĻেāĻ“ā§Ÿা āĻšā§Ÿ, āϤাāĻšāϞে āϏে āφāϰāĻ“ āĻŦেāĻļি āĻ•াāϜ āĻ•āϰāϤে āĻĒাāϰāĻŦে।

āĻ•ā§ŸেāĻ• āĻĻিāύেāϰ āĻŽāϧ্āϝেāχ āϏিংāĻš āĻāĻ•āϟি āϤেāϞাāĻĒোāĻ•াāĻ•ে āĻĒিঁāĻĒ⧜াāϰ āϏুāĻĒাāϰāĻ­াāχāϜাāϰ āĻšিāϏেāĻŦে āύি⧟োāĻ— āĻĻিāϞ। āϏুāĻĒাāϰāĻ­াāχāϜাāϰ āĻšিāϏেāĻŦে āĻāχ āϤেāϞাāĻĒোāĻ•াāϟিāϰ āĻ›িāϞ āĻĻীāϰ্āϘāĻĻিāύেāϰ āĻ…āĻ­িāϜ্āĻžāϤা, āφāϰ āϏে āĻĻুāϰ্āĻĻাāύ্āϤ āϰিāĻĒোāϰ্āϟ āϞিāĻ–āϤে āĻĒাāϰāϤ।

āϤেāϞাāĻĒোāĻ•াāϟি āĻĒ্āϰāĻĨāĻŽেāχ āϏিāĻĻ্āϧাāύ্āϤ āύিāϞ, āĻāχ āĻ…āĻĢিāϏে āĻāĻ•āϟি āĻ…্āϝাāϟেāύāĻĄেāύ্āϏ āϏিāϏ্āϟেāĻŽ āĻĨাāĻ•া āωāϚিāϤ।

āĻ•ā§ŸেāĻ• āĻĻিāύেāϰ āĻŽāϧ্āϝেāχ āϤেāϞাāĻĒোāĻ•াāϰ āĻŽāύে āĻšāϞো, āϤাāϰ āĻāĻ•āϜāύ āϏেāĻ•্āϰেāϟাāϰি āĻĻāϰāĻ•াāϰ, āϝে āϤাāĻ•ে āϰিāĻĒোāϰ্āϟ āϞিāĻ–āϤে āϏাāĻšাāϝ্āϝ āĻ•āϰāĻŦে। … āϏে āĻāĻ•āϟা āĻŽাāĻ•ā§œāϏাāĻ•ে āύি⧟োāĻ— āĻĻিāϞ āĻāχ āĻ•াāϜে āϝে āϏāĻŦ āĻĢোāύāĻ•āϞ āĻŽāύিāϟāϰ āĻ•āϰāĻŦে, āφāϰ āύāĻĨিāĻĒāϤ্āϰ āϰাāĻ–āĻŦে।

āϏিংāĻš āĻ–ুāĻŦ āφāύāύ্āĻĻ āύি⧟ে āĻĻেāĻ–āϞ āϝে āϤেāϞাāĻĒোāĻ•া āϤাāĻ•ে āĻĒ্āϰāϤিāĻĻিāύেāϰ āĻ•াāϜেāϰ āĻšিāϏাāĻŦ āĻĻিāϚ্āĻ›ে āφāϰ āϏেāĻ—ুāϞো āĻŦিāĻļ্āϞেāώāĻŖ āĻ•āϰāĻ›ে āĻ—্āϰাāĻĢেāϰ āĻŽাāϧ্āϝāĻŽে। āĻĢāϞে āĻ–ুāĻŦ āϏāĻšāϜেāχ āĻ‰ā§ŽāĻĒাāĻĻāύেāϰ āϧাāϰা āϏāĻŽ্āĻĒāϰ্āĻ•ে āϧাāϰāĻŖা āύেāĻ“ā§Ÿা āϝাāϚ্āĻ›ে āĻāĻŦং āϏিংāĻš āϏেāĻ—ুāϞো āĻŦোāϰ্āĻĄ āĻŽিāϟিং⧟ে ‘āĻĒ্āϰেāϜেāύ্āϟেāĻļāύ’ āφāĻ•াāϰে āĻĒেāĻļ āĻ•āϰে āĻŦাāĻšāĻŦা āĻĒাāϚ্āĻ›ে।

āĻ•িāĻ›ুāĻĻিāύেāϰ āĻŽāϧ্āϝেāχ āϤেāϞাāĻĒোāĻ•াāϰ āĻāĻ•āϟি āĻ•āĻŽ্āĻĒিāωāϟাāϰ āĻ“ āϞেāϜাāϰ āĻĒ্āϰিāύ্āϟাāϰ āĻĒ্āϰ⧟োāϜāύ āĻšāϞো āĻāĻŦং āĻāĻ—ুāϞো āĻĻেāĻ–āĻ­াāϞেāϰ āϜāύ্āϝ āφāχāϟি āĻĄিāĻĒাāϰ্āϟāĻŽেāύ্āϟ āĻ—āĻ āύ āĻ•āϰāϞ। āφāχāϟি āĻŦিāĻļেāώāϜ্āĻž āĻšিāϏেāĻŦে āύি⧟োāĻ— āĻĒেāϞ āĻŽাāĻ›ি।

āφāĻŽাāĻĻেāϰ āĻ•āϰ্āĻŽী āĻĒিঁāĻĒ⧜া, āϝে āĻĒ্āϰāϤিāĻĻিāύ āĻ…āĻĢিāϏে āĻāϏে āĻĒ্āϰāϚুāϰ āĻ•াāϜ āĻ•āϰে āĻŽāύেāϰ āϏুāĻ–ে āĻ—াāύ āĻ—াāχāϤে āĻ—াāχāϤে āĻŦাāϏা⧟ āĻĢিāϰāϤ, āϤাāĻ•ে āĻāĻ–āύ āĻĒ্āϰāϚুāϰ āĻĒেāĻĒাāϰ āĻ“ā§Ÿাāϰ্āĻ• āĻ•āϰāϤে āĻšā§Ÿ, āϏāĻĒ্āϤাāĻšেāϰ āϚাāϰ āĻĻিāύāχ āύাāύা āĻŽিāϟিং⧟ে āĻšাāϜিāϰা āĻĻিāϤে āĻšā§Ÿ।

āύিāϤ্āϝāĻĻিāύ āĻāϏāĻŦ āĻাāĻŽেāϞাāϰ āĻ•াāϰāĻŖে āĻ•াāϜে āĻŦ্āϝাāϘাāϤ āϘāϟা⧟ āĻ‰ā§ŽāĻĒাāĻĻāύ āĻ•āĻŽāϤে āϞাāĻ—āϞ, āφāϰ āϏে āĻŦিāϰāĻ•্āϤ āĻšāϤে āϞাāĻ—āϞ।

āϏিংāĻš āϏিāĻĻ্āϧাāύ্āϤ āύিāϞ, āĻĒিঁāĻĒ⧜া āϝে āĻŦিāĻ­াāĻ—ে āĻ•াāϜ āĻ•āϰে, āϏেāϟাāĻ•ে āĻāĻ•āϟা āφāϞাāĻĻা āĻĄিāĻĒাāϰ্āϟāĻŽেāύ্āϟ āϘোāώāĻŖা āĻ•āϰে āϏেāϟাāϰ āĻāĻ•āϜāύ āĻĄিāĻĒাāϰ্āϟāĻŽেāύ্āϟ āĻĒ্āϰāϧাāύ āύি⧟োāĻ— āĻĻেāĻ“ā§Ÿাāϰ āĻāϟাāχ āωāĻĒāϝুāĻ•্āϤ āϏāĻŽā§Ÿ।

āϏিংāĻš āĻিঁāĻিāĻĒোāĻ•াāĻ•ে āĻ“āχ āĻĄিāĻĒাāϰ্āϟāĻŽেāύ্āϟেāϰ āĻĒ্āϰāϧাāύ āĻšিāϏেāĻŦে āύি⧟োāĻ— āĻĻিāϞ। āĻিঁāĻিāĻĒোāĻ•া āĻĒ্āϰāĻĨāĻŽ āĻĻিāύ āĻāϏেāχ āϤাāϰ āϰুāĻŽেāϰ āϜāύ্āϝ āĻāĻ•āϟা āφāϰাāĻŽāĻĻা⧟āĻ• āĻ•াāϰ্āĻĒেāϟ āĻ“ āϚে⧟াāϰেāϰ āĻ…āϰ্āĻĄাāϰ āĻĻিāϞ।

āĻ•ā§ŸেāĻ• āĻĻিāύেāϰ āĻŽāϧ্āϝেāχ āĻ…āĻĢিāϏেāϰ āϜāύ্āϝ āϏ্āϟ্āϰ্āϝাāϟেāϜিāĻ• āĻĒ্āϞ্āϝাāύ āϤৈāϰি āĻ•āϰāϤে āĻিঁāĻি āĻĒোāĻ•াāϰ āĻāĻ•āϟি āĻ•āĻŽ্āĻĒিāωāϟাāϰ āĻ“ āĻŦ্āϝāĻ•্āϤিāĻ—āϤ āϏāĻšāĻ•াāϰীāϰ āĻĒ্āϰ⧟োāϜāύ āĻšāϞো। āĻ•āĻŽ্āĻĒিāωāϟাāϰ āύāϤুāύ āĻ•েāύা āĻšāϞেāĻ“ āĻŦ্āϝāĻ•্āϤিāĻ—āϤ āϏāĻšāĻ•াāϰী āĻšিāϏেāĻŦে āĻিঁāĻিāĻĒোāĻ•া āύি⧟োāĻ— āĻĻিāϞ āϤাāϰ āĻĒুāϰোāύো āĻ…āĻĢিāϏেāϰ āĻāĻ•āϜāύāĻ•ে।

āĻĒিঁāĻĒ⧜া āϝেāĻ–াāύে āĻ•াāϜ āĻ•āϰে, āϏেāĻ–াāύে āφāĻ—ে āĻ›িāϞ āϚāĻŽā§ŽāĻ•াāϰ āĻāĻ•āϟা āĻĒāϰিāĻŦেāĻļ। āĻāĻ–āύ āϏেāĻ–াāύে āĻ•েāω āĻ•āĻĨা āĻŦāϞে āύা, āĻšাāϏে āύা। āϏāĻŦাāχ āĻ–ুāĻŦ āĻŽāύāĻŽāϰা āĻšā§Ÿে āĻ•াāϜ āĻ•āϰে।

āĻিঁāĻিāĻĒোāĻ•া āĻĒāϰিāϏ্āĻĨিāϤি āωāύ্āύ⧟āύে āϏিংāĻšāĻ•ে āĻŦোāĻাāϞ, ‘āĻ…āĻĢিāϏে āĻ•াāϜেāϰ āĻĒāϰিāĻŦেāĻļ’ āĻļীāϰ্āώāĻ• āĻāĻ•āϟা āϏ্āϟাāĻĄি āĻ–ুāĻŦ āϜāϰুāϰি āĻšā§Ÿে āĻĒ⧜েāĻ›ে।

āĻĒāϰ্āϝাāϞোāϚāύা āĻ•āϰে āϏিংāĻš āĻĻেāĻ–āϤে āĻĒেāϞ, āĻĒিঁāĻĒ⧜াāϰ āĻŦিāĻ­াāĻ—ে āĻ‰ā§ŽāĻĒাāĻĻāύ āφāĻ—েāϰ āϤুāϞāύা⧟ āĻ…āύেāĻ• āĻ•āĻŽে āĻ—েāĻ›ে।

āĻ•াāϜেāχ āϏিংāĻš āĻ•ā§ŸেāĻ• āĻĻিāύেāϰ āĻŽāϧ্āϝেāχ āϏ্āĻŦāύাāĻŽāĻ–্āϝাāϤ āĻ•āύāϏাāϞāϟ্āϝাāύ্āϟ āĻĒেঁāϚাāĻ•ে āĻ…āĻĄিāϟ āϰিāĻĒোāϰ্āϟ āĻāĻŦং āĻ‰ā§ŽāĻĒাāĻĻāύ āĻŦা⧜াāύোāϰ āωāĻĒা⧟ āĻŦাāϤāϞে āĻĻেāĻ“ā§Ÿাāϰ āϜāύ্āϝ āύি⧟োāĻ— āĻĻিāϞ।

āĻĒেঁāϚা āϤিāύ āĻŽাāϏ āĻĒিঁāĻĒ⧜াāϰ āĻĄিāĻĒাāϰ্āϟāĻŽেāύ্āϟ āĻŽāύিāϟāϰ āĻ•āϰāϞ, āϏāĻŦাāϰ āϏāĻ™্āĻ—ে āĻ“ā§Ÿাāύ āϟু āĻ“ā§Ÿাāύ āĻ•āĻĨা āĻŦāϞāϞ। āϤাāϰāĻĒāϰ āĻŦেāĻļ āĻŽোāϟাāϏোāϟা āĻāĻ•āϟা āϰিāĻĒোāϰ্āϟ āĻĒেāĻļ āĻ•āϰāϞ āϏিংāĻšেāϰ āĻ•াāĻ›ে। āĻ“āχ āϰিāĻĒোāϰ্āϟেāϰ āϏাāϰāĻŽāϰ্āĻŽ āĻšāϞো, āĻāχ āĻ…āĻĢিāϏে āĻĒ্āϰ⧟োāϜāύেāϰ āϤুāϞāύা⧟ āĻ•āϰ্āĻŽী āĻŦেāĻļি। āĻ•āϰ্āĻŽী āĻ›াঁāϟাāχ āĻ•āϰা āĻšোāĻ•।�
āĻĒāϰেāϰ āϏāĻĒ্āϤাāĻšেāχ āĻŦেāĻļ āĻ•ā§ŸেāĻ•āϜāύ āĻ•āϰ্āĻŽী āĻ›াঁāϟাāχ āĻ•āϰা āĻšāϞো। āĻŦāϞুāύ āϤো, āĻ•ে āϏāϰ্āĻŦāĻĒ্āϰāĻĨāĻŽ āϚাāĻ•āϰি āĻšাāϰাāϞ?�
āĻ“āχ āĻšāϤāĻ­াāĻ—্āϝ āĻĒিঁāĻĒ⧜া। āĻ•াāϰāĻŖ, āĻĒেঁāϚাāϰ āϰিāĻĒোāϰ্āϟে āϞেāĻ–া āĻ›িāϞ, ‘āĻāχ āĻ•āϰ্āĻŽীāϰ āĻŽোāϟিāĻ­েāĻļāύেāϰ āĻŦ্āϝাāĻĒāĻ• āĻ…āĻ­াāĻŦ āϰ⧟েāĻ›ে āĻāĻŦং āϏāϰ্āĻŦāĻĻাāχ āύেāϤিāĻŦাāϚāĻ• āφāϚāϰāĻŖ āĻ•āϰāĻ›ে, āϝা āĻ…āĻĢিāϏেāϰ āĻ•āϰ্āĻŽāĻĒāϰিāĻŦেāĻļ āύāώ্āϟ āĻ•āϰāĻ›ে।�
āĻāĻŦাāϰ āĻ­াāĻŦুāύ āϤো, āφāĻĒāύাāϰ āĻĒāϜিāĻļাāύāϟা āĻ•ী āφāĻĒāύাāϰ āĻ…āϰ্āĻ—াāύাāχāϜেāĻļāύে?�
"So, hiring too many managers never solve the problem, instead it impacts the efficiency".-āϏংāĻ—ৃāĻšীāϤ ।