APMG-International Change-Management-Foundation Exam Questions-Shortcut To Success

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

Topic	Details
Topic 1	Leadership and Change: In this section, the preference is given to the role of leadership in change management, change leadership styles, building and maintaining a guiding coalition, etc.
Topic 2	communication methods and channels, and effective messaging for different stakeholder groups.
Topic 3	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.
Topic 4	Change Management Planning: This section covers creating a change management plan, integrating change management with project management, and resource allocation for change initiatives.
Topic 5	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 6	Organizational Culture and Change: This section covers the understanding of organizational culture, the impact of culture on change initiatives, and cultural change.

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APMG-International Change Management Foundation Exam Sample Questions (Q94-Q99):

NEW QUESTION # 94
Which of the following statements about a communication plan are true?
1.Same overall format for all change initiatives
2.Content will differ depending on scale and complexity of change

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

Answer: B

Explanation:
Comprehensive and Detailed In-Depth Explanation:
A communication plan in the APMG Change Management Foundation is a structured tool to engage stakeholders effectively, tailored to each change's needs. This question probes its flexibility versus standardization. Let's analyze with exhaustive detail:
*Statement 1: "Same overall format for all change initiatives"
oTheory: A communication plan typically includes elements like objectives, audiences, messages, channels, and timelines-per APMG templates.
oAnalysis: False. While a consistent structure (e.g., sections) might be used organizationally, the APMG stresses adaptability. A small process tweak (e.g., new form) doesn't need the same depth as amerger. Format varies-e.g., a one-page plan versus a multi-phase strategy-based on scope, not a rigid "same overall format." oExample: A policy update might use a simple email plan, while a tech rollout requires workshops and FAQs-different formats.
*Statement 2: "Content will differ depending on scale and complexity of change" oTheory: Content includes messages, timing, and audience targeting, customized per APMG guidance.
oAnalysis: True. A minor change (e.g., office relocation) might communicate "new address" to all, while a complex ERP rollout needs detailed training schedules for IT, phased updates for staff, and benefits for executives. Scale (e.g., 10 vs. 10,000 people) and complexity (e.g., technical vs. cultural) dictate content variation.
oExample: A safety protocol change has simple content; a digital transformation has layered, role-specific messages.
*Evaluation: B is correct-content adapts, format flexes. APMG prioritizes fit-for-purpose planning over uniformity.

NEW QUESTION # 95
Which is an effect in an organization if the psychological contract between an organization and its staff is broken?

A. Staff will be more willing to help achieve the outcomes of change
B. Additional change agents will be need to be appointed
C. The likelihood of achieving performance targets reduces.
D. There will be no effect if senior managers maintain discipline

Answer: A

Explanation:
The psychological contract is the unwritten and implicit agreement between an organization and its employees, which defines their mutual expectations and obligations. The psychological contract can be broken when either party fails to fulfill their promises or obligations, such as changing the terms and conditions of employment, reducing the benefits or rewards, or violating the trust or respect. When the psychological contract is broken, it can have negative effects on the organization, such as lower employee engagement, commitment, and loyalty; higher turnover, absenteeism, and grievances; and lower productivity, quality, and innovation. Therefore, one of the effects of breaking the psychological contract is that the likelihood of achieving performance targets reduces. The other options are not effects of breaking the psychological contract, but rather causes or consequences of other factors.

NEW QUESTION # 96
Which of the following statements about two-way communication are true?
Two way communication is useful for getting important information out quickly to large groups of people Two-way communication encourages and increases people's motivation to interact to find out more.

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: C

Explanation:
Two-way communication is a type of communication that allows for feedback, interaction, and dialogue between the sender and the receiver. Two-way communication is useful for engaging stakeholders, building trust and rapport, clarifying expectations, and resolving issues. Two-way communication encourages and increases people's motivation to interact to find out more, as they feel valued and involved in the change.
Therefore, statement 2 is true. However, two-way communication is not useful for getting important information out quickly to large groups of people, as it can be time-consuming, complex, and inconsistent.
For this purpose, one-way communication, such as newsletters, emails, or announcements, may be more suitable. Therefore, statement 1 is not true. References: https://apmg-international.com/sites/default/files
/Change%20Management%20Foundation%20Sample%20Paper%2023%20-%20v1.0.pdf (page 11)

NEW QUESTION # 97
Which is a desired characteristic of a vision statement for a change?

A. Sets out several promises that may be hard to measure
B. Lists all the activities needed to achieve the changes
C. Explains the future organization structure in detail
D. It is veritable so its achievement can be confirmed

Answer: D

Explanation:
Explanation
A vision statement for a change is a concise and compelling description of the desired future state that the change aims to achieve. A vision statement should have several characteristics, such as being clear, inspiring, realistic, and verifiable. Being verifiable means that the vision statement can be measured and confirmed when it is achieved. The other options are not desired characteristics of a vision statement, as they are either too detailed, vague, or irrelevant. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)

NEW QUESTION # 98
According to Pink, which three factors are key motivators for "knowledge work"?

A. Hygiene factors, autonomy, and self-actualization
B. Autonomy, safety, and self-esteem
C. Autonomy, mastery, and purpose
D. Dissatisfiers, rewards, and safety

Answer: C

Explanation:
Comprehensive and Detailed In-Depth Explanation:
Daniel Pink's motivation theory, integrated into the APMG Change Management Foundation, redefines drivers for knowledge work (tasks requiring creativity and problem-solving). Let's unpack this thoroughly:
*Pink's Theory: In Drive, Pink argues traditional motivators (e.g., pay) are insufficient for knowledge workers. He proposes three intrinsic factors: Autonomy (control over work), Mastery (improving skills), and Purpose (connecting to a larger goal). These resonate with modern change contexts where engagement is key.
*Option A: Dissatisfiers, rewards, and safety - Dissatisfiers and rewards echo Herzberg's extrinsic factors (e.
g., salary), while safety might relate to job security. Pink critiques these as outdated for knowledge work, focusing instead on intrinsic drivers, so this is incorrect.
*Option B: Autonomy, safety, and self-esteem - Autonomy fits Pink's model, but safety and self-esteem align more with Maslow's hierarchy (security and esteem needs) than Pink's focus. They're not his core triad, making this wrong.
*Option C: Hygiene factors, autonomy, and self-actualization - Hygiene factors (Herzberg's term for basics like pay) aren't Pink's focus, though autonomy is correct. Self-actualization (Maslow) is broader than Mastery or Purpose, missing Pink's specificity.
*Option D: Autonomy, mastery, and purpose - Correct. Autonomy lets workers shape their tasks (e.g., choosing how to implement a change). Mastery drives skill growth (e.g., mastering a new tool). Purpose ties work to meaning (e.g., improving customer lives). The APMG framework applies this to change, like motivating a team to adopt a system by giving them control, skill-building, and a clear "why."
*Example: A developer adopting Agile might thrive with autonomy (setting their sprint tasks), mastery (learning new coding techniques), and purpose (enhancing user experience), aligning with Pink's model and APMG's use in knowledge-intensive change.
*Contrast: Unlike Herzberg's external motivators, Pink's factors are internal, making Option D uniquely accurate.

NEW QUESTION # 99
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APMG-INTERNATIONAL CHANGE-MANAGEMENT-FOUNDATION EXAM QUESTIONS-SHORTCUT TO SUCCESS

APMG-International Change-Management-Foundation Exam Questions-Shortcut To Success