[May 08, 2024] Change-Management-Foundation Exam Brain Dumps - Study Notes and Theory
Pass APMG-International Change-Management-Foundation Test Practice Test Questions Exam Dumps
NEW QUESTION # 22
According to Morgan, what metaphor applies to an organization that has structured and tightly-controlled processes?
- A. Flux and transformation
- B. Political systems
- C. Brains
- 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 # 23
Which of the following is a purpose of creating a change management plan when preparing for change?
- A. Document the set of typically recurring actions that contribute to change readness'
- B. Capture of full list of issues to be resolved before change can start
- C. Record a list of all the change risks and the responsive actions required.
- D. Provide a detailed schedule of project and their dependencies
Answer: C
Explanation:
Explanation
One of the purposes of creating a change management plan when preparing for change is to record a list of all the change risks and the responsive actions required. This helps to identify potential threats and opportunities for the change and plan how to mitigate or exploit them. The other options are not purposes of a change management plan, but rather outcomes or inputs of other processes or activities. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 24
According to Honey and Munford, which learning style would team BEST through watching a video showinga new being undertaken in the work environment?
- A. Activist
- B. Progmalist
- C. Refector
- D. Theorist
Answer: C
Explanation:
Explanation
Reflectors are people who prefer to learn by observing and thinking about their experiences. They enjoy taking time to consider new information and ideas and tend to be thoughtful and analytical. Watching a video showing a new being undertaken in the work environment would suit their learning style as they can observe how others do it and reflect on the implications and outcomes.
References:
* https://expertprogrammanagement.com/2020/10/honey-and-mumford/
* https://www.simplimba.com/honey-and-mumford-model/
NEW QUESTION # 25
Which is a benefit of using change agent networks?
- A. They take accountability for delivering all change objectives within agreed timescales
- B. They provide reports to management on staff performance
- C. They help people keep up to date and involved in the change
- D. They take charge of defining and appropriate strategy for change
Answer: C
Explanation:
Explanation
Change agent networks are groups of people who act as advocates, champions, or ambassadors for a change within an organization. They can help to communicate, implement, and sustain the change at different levels and locations. One of the benefits of using change agent networks is that they help people keep up to date and involved in the change, as they provide information, feedback, support, and guidance throughout the change process. The other options are not benefits of using change agent networks, as they either imply different roles or responsibilities for the change agent networks or are not relevant to their function. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 26
Which management approach is recommended to help people through the neutral zone' phase of Gridges' model of human transition?
- A. Describe thisperiod as an opportunity to learn
- B. Hold on to established routines wherever possible
- C. Direct feedback through the normal line management processes
- D. Reduce gossip by limiting social occasions at work.
Answer: A
Explanation:
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 (page 11)
NEW QUESTION # 27
According to Glaser and Glaser, which element of team effectives enables team members to help each other address challenges?
- A. Team inter-personal relationships
- B. Team roles
- C. Team operating processes
- D. Team mission, planning and goal setting.
Answer: A
Explanation:
Explanation
According to Glaser and Glaser, team effectiveness is influenced by four elements: team mission, planning and goal setting; team roles; team operating processes; and team inter-personal relationships. Team inter-personal relationships refer to the quality of communication, trust, respect, and collaboration among team members.
This element enables team members to help each other address challenges, as well as share feedback, ideas, and emotions. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 28
Which is a correct description of how Tuckman's five phases of team development work in practice?
- A. Once a stage is completed a team never returns to it.
- B. An equal amount of time is spent in each stage
- C. Successful teams always stay in the performing stage
- D. Teams may go backwards or oscillate between the stages
Answer: D
Explanation:
Explanation
Tuckman's five phases of team development are a model that describes how teams evolve and mature over time. The five phases are: forming, storming, norming, performing, and adjourning. In practice, teams may not follow these phases in a linear or sequential way, but may go backwards or oscillate between the stages depending on various factors, such as changes in goals, leadership, membership, or context. Therefore, team leaders and members need to be aware of the current stage of their team and adapt their behaviors and actions accordingly.
References:
* https://www.mindtools.com/pages/article/newLDR_86.htm
* https://www.researchgate.net/publication/235298447_Developmental_Sequence_in_Small_Groups
NEW QUESTION # 29
Which of the following statements about the change severity assessment 'environment' impact are true?
The amount of other activity happening at the same time as the charge is a factor The common values and behaviors in the organization is a factor.
- A. Only1 is true
- B. Neither 1 or 2 is true
- C. Only 2 is true
- D. Both 1 and Z are true
Answer: D
Explanation:
Explanation
The change severity assessment is a tool to evaluate the impact of a change on different dimensions, such as environment, organization, individuals, and project. The environment dimension considers the external and internal factors that affect the change, such as market conditions, competitors, regulations, culture, values, and behaviors. The amount of other activity happening at the same time as the change and the common values and behaviors in the organization are both factors that belong to the environment dimension. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 30
Which statement about Senge's system thinking model is correct?
- A. Change can beplanned and implemented using an eight-stage model
- B. Change must e driven primary by senior sponsors
- C. Leadership support is NOT required in the systems thinking model
- D. Processes in organizations can either support or limit the effectiveness of change
Answer: D
Explanation:
Explanation
Senge's system thinking model is a holistic approach to understand how different elements in an organization interact and influence each other. Processes are one of the elements that can either support or limit the effectiveness of change, depending on how they are designed and implemented. The other statements are not correct, as they do not reflect Senge's model. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 31
When comparing 'lean' and 'rich' communication channels, which of the following statements about a 'rich' communication channelistrue?
A 'rich' channel allows for conversation a quick response, and the chance for interaction.
A 'rich' channel conveys non-verbal cues, suchas emotion and feelings, tone or gestures.
- A. Neither 1 or 2 is true
- B. Only 2 is true
- C. Only 1 is true
- D. Both 1 and 2 are true
Answer: D
Explanation:
Explanation
Communication channels can be classified as lean or rich, depending on the amount and quality of information they can convey. A rich communication channel allows for conversation, a quick response, and the chance for interaction, as well as conveys non-verbal cues, such as emotion and feelings, tone or gestures. Examples of rich communication channels are face-to-face meetings, video calls, or phone calls. Therefore, both statements
1 and 2 are true. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 32
According to Herzberg's research, which factor leads to high job satisfaction?
- A. Security
- B. Working conditions
- C. Responsibility
- D. Salary
Answer: C
Explanation:
Explanation
According to Herzberg's research, job satisfaction and dissatisfaction are influenced by two different sets of factors: motivators and hygiene factors. Motivators are factors that lead to high job satisfaction and motivation, such as achievement, recognition, responsibility, advancement, and growth. Hygiene factors are factors that do not cause satisfaction, but can cause dissatisfaction if they are absent or inadequate, such as working conditions, salary, security, and supervision. Therefore, responsibility is a motivator that leads to high job satisfaction. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 33
Which of the following statements about the concept of extinction in behavioral learning are true?
Extinction happens when rewards for a certainbehaviorare withdrawn
Reconditioning behavior after extinction takes as long as it did before extinction
- A. Both 1 and 2 are true
- B. Neither 1 or 2 is true
- C. Only 2 is true
- D. Only 1 is true
Answer: D
Explanation:
Explanation
Extinction is a concept in behavioral learning that describes what happens when rewards for a certain behavior are withdrawn. This can lead to the behavior being reduced or eliminated over time. However, reconditioning behavior after extinction does not take as long as it did before extinction, as there is still some memory or association of the behavior and the reward. Therefore, only statement 1 is true. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 34
Which is an engagement level of Mayfield's stakeholder radar technique?
- A. Required
- B. Must have
- C. Ideal
- D. Vital
Answer: A
Explanation:
Explanation
Mayfield's stakeholder radar technique identifies four levels of engagement for stakeholders: required, desired, actual, and planned. The required level of engagement is the minimum level that is necessary for the stakeholder to support the change or at least not resist it. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 35
What role in change must promote an idea to potential Sponsors?
- A. Targets
- B. Idea-Generator
- C. Change Agent
- D. Sponsor
Answer: C
Explanation:
Explanation
According to the Change Management Institute's Change Management Roles Model, there are four main roles in change: Idea-Generator, Sponsor, Change Agent, and Target. Idea-Generator is the role that identifies the need for change and proposes a solution. Sponsor is the role that authorizes and funds the change. Change Agent is the role that promotes an idea to potential Sponsors and implements the change once it is approved.
Target is the role that is affected bythe change and needs to adopt new behaviors or ways of working.
References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 36
Which reason explains why it is helpful to segment stakeholders?
- A. Enables different approaches and analysis techniques to be used with different stakeholder groups
- B. It highlights the level of influence and interest stakeholders have in the planned change
- C. Identities individuals or groups who are resisting change
- D. Helps identify the organization's culture for scoping appropriate engagement
Answer: A
Explanation:
Explanation
Segmenting stakeholders is the process of dividing them into groups based on common characteristics, such as roles, interests, needs, expectations, or attitudes towards the change. One reason why it is helpful to segment stakeholders is that it enables different approaches and analysis techniques to be used with different stakeholder groups. For example, segmenting stakeholders can help to tailor communication messages and channels to suit each group's preferences and concerns, or to apply different engagement strategies and tactics to address each group's level of influence and impact.
References:
* https://apmg-international.com/files/document/change-management-foundation-online-brochure
* https://www.mindtools.com/pages/article/newPPM_07.htm
NEW QUESTION # 37
Which action, taken as part of the four-step emergent change process, addresses the currentconsequences of the change not yet being a reality?
- A. Create a vision statement that captures the desired future state
- B. Capture what people are experiencing in the present state
- C. Develop a route-map for implementing the required changes
- D. Identify what people are experiencing once the chances are complete
Answer: B
Explanation:
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 (page 11)
NEW QUESTION # 38
Which advice is given about managing the 'complexresponsive processes' that surround emergent change?
- A. Restrict communications about change to only those who need to know
- B. Ignore any 'unofficial' discussions between managers and staff
- C. Focus on the main purpose of the change father than specific events
- D. He prepared to spend time addressing every specific issue that anses
Answer: C
Explanation:
Explanation
Emergent change is a type of change that arises from within an organization, rather than being imposed from outside. Emergent change is influenced by complex responsive processes, which are the patterns of interaction and communication that occur among people in an organization. To manage these processes, change leaders should focus on the main purpose of the change rather than specific events, as this helps to create a shared vision and direction for the change. The other options are not good advice for managing complex responsive processes, as they either ignore, restrict, or overreact to them, which can hinder the emergence and adaptation of the change. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 39
What is the First step of Kotter's eight-step model for planning and leading organizational change?
- A. Empowering employees for broad-based action
- B. Establishing a sense of urgency
- C. Communicating the change vision
- D. Generating short term wins
Answer: B
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 # 40
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