{"id":292,"date":"2019-05-16T00:00:00","date_gmt":"2019-05-16T00:00:00","guid":{"rendered":"http:\/\/devnorthwales.wpengine.com\/deall-a-rheoli-newid\/"},"modified":"2023-08-15T17:01:37","modified_gmt":"2023-08-15T16:01:37","slug":"deall-a-rheoli-newid","status":"publish","type":"post","link":"https:\/\/online.wrexham.ac.uk\/cy\/deall-a-rheoli-newid\/","title":{"rendered":"Deall a rheoli newid"},"content":{"rendered":"

Yn sefydliadau yr oes sydd ohoni, nid yw cyfradd newid erioed wedi bod mor sydyn na chyson. Ond tra bod newid yn hanfodol er llwyddiant busnesau, mae astudiaethau diweddar yn dangos bod dros ddau draean o drawsffurfiadau yn methu<\/a>. Mae’r blociau cwympo yn cynnwys gwrthwynebedd cyflogeion, methu paratoi’n ddigonol a chamgyfleu.<\/p>\n

Boed y newid yn un bach, megis gweithredu system newydd, neu un llawer mwy megis cymryd drosodd cwmni, mae’r ffordd y mae’n cael ei reoli yn gwneud gwahaniaeth mawr i’w lwyddiant. Yn ffodus, mae ein gallu cynyddol i gydosod a dadansoddi nifer fawr o ddata yn sydyn yn golygu y gallwn ragweld a rheoli’r risgiau sydd ynghlwm \u00e2 newid yn well. Yn \u00f4l ymchwil<\/a><, mae oddeutu 65% o fentrau newid corfforaethol yn gofyn newid ymddygiadol sylweddol ar ran cyflogeion; os nad yw ymddygiad unigolion yn newid, ni fydd y sefydliad yn newid ychwaith.<\/p>\n

Mae angen cyflwyno newid yn ofalus, yn sensitif ac ar y cyd. Dylai cwmn\u00efau edrych ar ddefnyddio dull gweithredu systematig, blaenweithgar sy’n cyfathrebu beth sy’n digwydd yn glir, yn ymgysylltu cyflogeion, goresgyn gwrthwynebiad ac yn gweithredu’r newid mewn camau:<\/p>\n

    \n
  1. Cyfathrebu newid<\/strong>
    \n    Gall methu \u00e2 dweud wrth gyflogeion ymlaen llaw am newidiadau sefydliadol gynyddu camymddygiad ymysg cyflogeion o 42%<\/a>. Fodd bynnag, mae cyfathrebu’n effeithiol yn ystod cyfnodau o straen yn eithaf gwahanol i ddiweddariadau cyfnodol am y cwmni; er enghraifft, pan fo pobl yn teimlo’n ddryslyd, maent yn colli, ar gyfartaledd, 80% o’u gallu i brosesu gwybodaeth. Felly mae bod yn glir, cyson ac eglur yn hanfodol, yn enwedig o ran amserlenni a chyfrifoldebau. Byddwch yn bwysleisiol a defnyddiwch ddulliau cyfathrebu ffurfiol ac anffurfiol, cynigiwch gyfleoedd i gyflogeion gynnig adborth yn \u00f4l, archwiliwch y sefyllfaoedd gwaethaf posibl ac yna datblygwch strategaethau i fynd i’r afael \u00e2 nhw. ><\/li>\n
  2. Ymgysylltu cyflogeion
    \n<\/strong>Mae cyflogeion ymgysylltiedig yn fwy tebygol o roi’r ymdrech sydd ei angen i helpu gweithredu’r newid a sicrhau canlyniad cadarnhaol. Gallwch helpu i roi hwb i lefelau uchel o ymgysylltiad \u00e2 chyflogeion drwy ddatblygu dull gweithredu t\u00eem sy’n cynnwys persbectifau cyflogeion o amrywiaeth o adrannau a lefelau. Neilltuwch ac eglurwch rolau a chyfrifoldebau, cynyddwch eich ffocws ar y gweithwyr hynny a fydd yn cael eu heffeithio fwyaf gan y newid ac ystyriwch y ffactorau cymhelliant gwahanol i bob cyflogai.<\/li>\n
  3. Goresgyn gwrthwynebiad
    \n<\/strong>Er bod gwrthwynebiad cyflogeion yn ymateb naturiol i newidiadau sefydliadol eang, gallwch ei oresgyn drwy gyfathrebu’n glir ac yn gyson am y newid ymhell ymlaen llaw. Mae hyn yn helpu cyflogeion i ddeall yn well yr angen am y newid a’r rhesymeg y tu \u00f4l i’r newidiadau, yn ogystal ag arddangos y ffyrdd gall newid effeithio arnynt. Darparwch gefnogaeth gref i’r amgylchedd newidiol, megis yr hyfforddiant a’r wybodaeth sydd eu hangen ar reolwyr i ateb cwestiynau gan gyflogeion. Ystyriwch gynnwys arweinwyr gwrthwynebu (uwch arweinwyr neu reolwyr canol ar y rheng flaen, a all weld gwrthwynebiad yng nghyflogeion a chymryd camau i’w drechu) yn y broses o newid i helpu goresgyn persw\u00e2d i fynd yn \u00f4l gan gyflogeion eraill.<\/li>\n
  4. Gweithredu newid mewn camau
    \n<\/strong>I newidiadau mawrion, gall dull gweithredu mewn camau helpu i sicrhau bod y trawsnewidiad i system neu broses newydd mor esmwyth a didrafferth \u00e2 phosibl. Cymerwch gamau megis diffinio eich strategaeth rheoli newid, datblygwch eich t\u00eem rheoli newid ac amlinellwch y prif rolau. Rheolwch y newid drwy greu a gweithredu cynlluniau rheoli newid sy’n cynnwys cyfathrebiadau, gweithredoedd a rheoli gwrthwynebu, ac atgyfnerthu’r newid drwy gasglu a dadansoddi adborth ac yna gweithredu gweithredoedd cywirol lle bo angen.<\/li>\n<\/ol>\n

    Gyda newid yn dod yr arferol newydd, rhaid i reolwyr ddysgu sut i’w reoli’n effeithiol, yn enwedig gan nad sefydliadau sy’n hwyluso newid, ond y bobl sydd oddi fewn iddynt.<\/p>\n

    Os hoffech ennill ddealltwriaeth ddyfnach o newid sefydliadol, mae gradd Meistr Prifysgol Wrecsam mewn Gweinyddiaeth Busnes a Rheolaeth Adnoddau Dynol sydd 100% ar-lein wedi’i dylunio i’r rheiny sydd \u00e2 dyheadau i fynd ymlaen i lefel swyddog gweithredol i ddechrau eu busnes ei hunain. Gyda ffocws ar y sgiliau allweddol sy’n ofynnol i weithwyr proffesiynol Adnoddau Dynol llwyddiannus, mae’r rhaglen yn cwmpasu datblygu talent, rheoli gwobrwyo, darparu adnoddau a fframweithiau Adnoddau Dynol strategol yn ogystal \u00e2 chyllid, strategaeth a marchnata – gan ddatblygu sgiliau arweinyddiaeth busnes ymarferol a damcaniaethol. Gyda chwe dyddiad dechrau bob blwyddyn, gallwch ddechrau astudio pryd bynnag y byddwch yn barod a chwblhau’r rhaglen ymhen dwy flynedd. Mae yna opsiynau talu hyblyg a benthyciadau \u00f4l-raddedig gan y llywodraeth i dalu am gost lawn y rhaglen, i’r rheiny sy’n gymwys.<\/p>\n

    I ddysgu mwy neu i wneud cais, ewch i: https:\/\/online.wrexham.ac.uk\/mba-hrm\/<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"

    Yn sefydliadau yr oes sydd ohoni, nid yw cyfradd newid erioed wedi bod mor sydyn na chyson. Ond tra bod newid yn hanfodol er llwyddiant busnesau, mae astudiaethau diweddar yn dangos bod dros ddau draean o drawsffurfiadau yn methu. Mae’r blociau cwympo yn cynnwys gwrthwynebedd cyflogeion, methu paratoi’n ddigonol a chamgyfleu. Boed y newid yn … Continued<\/a><\/p>\n","protected":false},"author":13,"featured_media":205,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_daim_seo_power":"","_daim_enable_ail":"","footnotes":""},"categories":[20],"tags":[],"class_list":["post-292","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-erthyglau"],"acf":[],"yoast_head":"\nDeall a rheoli newid - Ysgol Reolaeth Gogledd Cymru<\/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:\/\/online.wrexham.ac.uk\/cy\/deall-a-rheoli-newid\/\" \/>\n<meta property=\"og:locale\" content=\"cy_GB\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Deall a rheoli newid - Ysgol Reolaeth Gogledd Cymru\" \/>\n<meta property=\"og:description\" content=\"Yn sefydliadau yr oes sydd ohoni, nid yw cyfradd newid erioed wedi bod mor sydyn na chyson. 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