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Latest APMG-International Change-Management-Foundation Test Cram & Change-Management-Foundation Dump Collection

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

Topic
Details

Topic 1

Change Management Planning: This section covers creating a change management plan, integrating change management with project management, and resource allocation for change initiatives.

Topic 2

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 3

Stakeholder Management: This section covers identifying stakeholders, stakeholder analysis techniques

Topic 4

Introduction to Change Management: ThiLewin's 3-Stage Model, Kotter's 8-Step Process, ADKAR Model, s section covers the definition and importance of change management, types of organizational change, and the role of change managers.

Topic 5

communication methods and channels, and effective messaging for different stakeholder groups.

Topic 6

Ethics and Change Management: This section covers ethical considerations in change management, managing the human side of change, and organizational and individual needs.

Topic 7

Organizational Culture and Change: This section covers the understanding of organizational culture, the impact of culture on change initiatives, and cultural change.

Topic 8

Change Management Models and Theories: This section discusses and Kübler-Ross Change Curve.

Topic 9

Engaging and communicating with stakeholders, change Impact and Readiness, conducting change impact assessments, assessing organizational readiness for change, and identifying and managing resistance to change.

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APMG-International Change Management Foundation Exam Sample Questions (Q90-Q95):

NEW QUESTION # 90
Which of the following statements about diverse teams are true?
1.Increased creativity and innovation
2.Thorough problem-solving and decision-making

A. Only 1 is true
B. Neither 1 nor 2 is true
C. Both 1 and 2 are true
D. Only 2 is true

Answer: C

Explanation:
Comprehensive and Detailed In-Depth Explanation:
The APMG Change Management Foundation highlights the strengths of diverse teams in change initiatives.
Statement 1 ("Increased creativity and innovation") is true, as diverse perspectives bring fresh ideas and novel solutions. Statement 2 ("Thorough problem-solving and decision-making") is also true, as diversity leads to broader analysis and consideration of multiple angles, enhancing decision quality. These benefits are well- documented in the framework, which notes that while diverse teams may take longer to decide, their outcomes are more robust and innovative-making both statements accurate.

NEW QUESTION # 91
Which action is a suitable response when resistance to change is shown through sabotage?

A. Ensure saboteurs are excluded from any involvement with the change
B. Allocate important change tasks to the saboteurs
C. Ignore the saboteurs and hope that people will NOT be influenced
D. Accept that deliberate attempts to undermine change are inevitable

Answer: B

Explanation:
Explanation
Resistance to change is a common reaction that occurs when people perceive a threat or loss from the change.
Resistance can be shown in different ways, such as denial, avoidance, passive-aggressive behavior, or sabotage. Sabotage is a deliberate attempt to undermine or obstruct the change. To deal with sabotage, change leaders should try to understand the reasons behind it and address them constructively. One possible action is to allocate important change tasks to the saboteurs, as this can increase their involvement, ownership, and accountability for the change. The other options are not suitable responses, as they either ignore, isolate, or accept the sabotage, which can worsen the situation and damage the change. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)

NEW QUESTION # 92
According to Morgan, what metaphor describes an organization where formal management of change is impossible?

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

Answer: D

Explanation:
Explanation
According to Morgan, flux and transformation is a metaphor that describes an organization where formal management of change is impossible because the organization is constantly changing and evolving in response to its environment. This metaphor views organizations as complex adaptive systems that are self-organizing, emergent, and nonlinear.
References:
* https://www.mindtools.com/pages/article/newSTR_90.htm
* https://www.researchgate.net/publication/228163085_Images_of_Organization

NEW QUESTION # 93
Which action, taken as part of the four-step emergent change process, addresses the current consequences of the change not yet being a reality?

A. Develop a route-map for implementing the required changes
B. Create a vision statement that captures the desired future state
C. Capture what people are experiencing in the present state
D. Identify what people are experiencing once the chances are complete

Answer: A

Explanation:
The four-step emergent change process is a tool to facilitate change that emerges from within an organization, rather than being imposed from outside. The four steps are:
* Capture what people are experiencing in the present state
* Identify what people are experiencing once the changes are complete
* Create a vision statement that captures the desired future state
* Develop a route-map for implementing the required changes
Therefore, the action that addresses the current consequences of the change not yet being a reality is to capture what people are experiencing in the present state.References: https://apmg-international.com/sites
/default/files/Change%20Management%20Foundation%20Sample%20Paper%2022%20-%20v1.0.pdf (page
11)

NEW QUESTION # 94
What is the First step of Kotter's eight-step model for planning and leading organizational change?

A. Establishing a sense of urgency
B. Generating short term wins
C. Empowering employees for broad-based action
D. Communicating the change vision

Answer: A

Explanation:
Explanation
Kotter's model for planning and leading organizational change is an eight-step model that describes how to initiate and sustain a successful change. The eight steps are:
* Establishing a sense of urgency
* Creating the guiding coalition
* Developing a vision and strategy
* Communicating the change vision
* Empowering employees for broad-based action
* Generating short-term wins
* Consolidating gains and producing more change
* Anchoring new approaches in the culture
Therefore, the first step of Kotter's model is establishing a sense of urgency.

NEW QUESTION # 95
......

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