HIGH PASS-RATE NEW CHANGE-MANAGEMENT-FOUNDATION STUDY GUIDE FOR REAL EXAM

High Pass-Rate New Change-Management-Foundation Study Guide for Real Exam

High Pass-Rate New Change-Management-Foundation Study Guide for Real Exam

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APMG-International Change-Management-Foundation Exam Syllabus Topics:

TopicDetails
Topic 1
  • Communication in Change Management: This section covers developing a communication strategy
Topic 2
  • Organizational Culture and Change: This section covers the understanding of organizational culture, the impact of culture on change initiatives, and cultural change.
Topic 3
  • Measuring and Sustaining Change: In this section, the focus is on the key performance indicators for change initiatives, monitoring and evaluating change progress, and strategies for sustaining change.
Topic 4
  • Stakeholder Management: This section covers identifying stakeholders, stakeholder analysis techniques
Topic 5
  • Introduction to Change Management: This section covers the definition and importance of change management, types of organizational change, and the role of change managers.
Topic 6
  • communication methods and channels, and effective messaging for different stakeholder groups.
Topic 7
  • Change Management Models and Theories: This section discusses Lewin's 3-Stage Model, Kotter's 8-Step Process, ADKAR Model, and Kübler-Ross Change Curve.

APMG-International Change Management Foundation Exam Sample Questions (Q23-Q28):

NEW QUESTION # 23
When starting to identify the impacts of a change initiative, which description BEST fits one of the recommended key inputs?

  • A. An assessment of where people are on the change curve
  • B. A statement of the differences between the current and future states
  • C. An organization chart showing senior positions in the new structure
  • D. The planned frequency of staff engagement surveys

Answer: B

Explanation:
Explanation
When starting to identify the impacts of a change initiative, one of the recommended key inputs is a statement of the differences between the current and future states. This helps to define the scope, scale, and nature of the change, as well as the gaps and opportunities that need to be addressed. The other options are not key inputs for identifying the impacts of a change initiative, but rather outcomes or activities of other processes or stages in the change process. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)


NEW QUESTION # 24
Which management approach is recommended to help people through the neutral zone' phase of Gridges' model of human transition?

  • A. Reduce gossip by limiting social occasions at work.
  • B. Hold on to established routines wherever possible
  • C. Direct feedback through the normal line management processes
  • D. Describe this period as an opportunity to learn

Answer: C

Explanation:
Bridges' model of human transition describes three phases that people go through when they experience change: ending, losing, and letting go; the neutral zone; and the new beginning. The neutral zone is a period of uncertainty, confusion, and anxiety, but also creativity, innovation, and learning. To help people through this phase, change leaders should describe this period as an opportunity to learn new skills, explore new possibilities, and experiment with new solutions. The other options would not help people through this phase, as they would either maintain the status quo, increase gossip and rumors, or limit feedback channels.
References: https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%
20Sample%20Paper%2010%20-%20v1.0.pdf (page 11)


NEW QUESTION # 25
Which workplace provision addresses Maslow's social needs?

  • A. Career development opportunities
  • B. Job security
  • C. Generous pensions
  • D. Team-building exercises

Answer: D

Explanation:
Explanation
Maslow's hierarchy of needs is a theory that explains how people are motivated by different levels of needs.
The theory proposes five levels of needs: physiological, safety, social, esteem, and self-actualization. Social needs are the third level of needs, which refer to the need for belonging, love, and friendship. Team-building exercises are a type of workplace provision that addresses Maslow's social needs, as they help to create a sense of community, trust, and cooperation among employees. The other options are workplace provisions that address other levels of needs, such as physiological (generous pensions), safety (job security), or esteem (career development opportunities)


NEW QUESTION # 26
Which is the BEST example of a disadvantage to an organization of making or marketing an external appointment to a change learn?

  • A. Lack of an emotional connection to how things work now.
  • B. They may not devote of their time to the change
  • C. An increased risk that people will feel change is being imposed
  • D. Too much knowledge of how things work and terminology used

Answer: C

Explanation:
Making or marketing an external appointment to a change team is a decision that can have advantages and disadvantages for an organization. One possible disadvantage is that it can increase the risk that people will feel change is being imposed by outsiders who do not understand or care about their situation or needs. This can lead to resentment, resistance, or distrust among the staff or stakeholders affected by the change.
Therefore, option A is the best example of a disadvantage of making or marketing an external appointment to a change team. The other options are not disadvantages, as they either imply advantages or are not related to making or marketing an external appointment.References: https://apmg-international.com/sites/default/files
/Change%20Management%20Foundation%20Sample%20Paper%2030%20-%20v1.0.pdf (page 11)


NEW QUESTION # 27
According to Morgan, what metaphor applies to an organization that has structured and tightly-controlled processes?

  • A. Brains
  • B. Political systems
  • C. Flux and transformation
  • D. Machines

Answer: D

Explanation:
Explanation
According to Morgan, machines is a metaphor that applies to an organization that has structured and tightly-controlled processes. This metaphor views organizations as rational, efficient, and predictable systems that operate according to predefined rules and procedures. This metaphor emphasizes order, stability, hierarchy, and control.
References:
* https://www.mindtools.com/pages/article/newSTR_90.htm
* https://www.researchgate.net/publication/228163085_Images_of_Organization


NEW QUESTION # 28
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