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NEW QUESTION # 12
Which of the following is a purpose of creating a change management plan when preparing for change?
- A. Record a list of all the change risks and the responsive actions required.
- B. Document the set of typically recurring actions that contribute to change readness'
- C. Provide a detailed schedule of project and their dependencies
- D. Capture of full list of issues to be resolved before change can start
Answer: A
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 # 13
According to Lewin's Force-field analysis' which action needs to occur if an organization desires to make change more quickly?
- A. Driving forces need to be decreased
- B. Driving forces need to be augmented
- C. Restraining forces to be increased
- D. Resisting forces need to be increased
Answer: B
Explanation:
Explanation
Lewin's force-field analysis is a tool to identify the driving and restraining forces for a change. Driving forces are those that push for the change, while restraining forces are those that oppose or resist the change. To make change more quickly, driving forces need to be augmented (increased or strengthened) and/or restraining forces need to be reduced or removed. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 14
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. It is veritable so its achievement can be confirmed
- D. Explains the future organization structure in detail
Answer: C
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 # 15
Which action is an appropriate change management response to people in the early stages of a change cure?
- A. Be clear about the losses that people will experience
- B. Accept that everyone will eventually work their way through the curve
- C. Delaycommunication until all the details are known
- D. Interpret emotions as evidence of poor change management
Answer: A
Explanation:
Explanation
The change curve is a model that describes the typical emotional stages that people go through when they face a change. The early stages of the change curve are characterized by shock, denial, anger, and frustration. To help people through these stages, change leaders should be clear about the losses that people will experience and acknowledge their feelings and concerns. The other options are not appropriate responses, as they would either ignore or dismiss people's emotions or create more uncertainty and confusion. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 16
According to Tiompenaars and harronden-Turner, which example is a level three basic assumption' expression of culture?
- A. The team motto is 'to deliver excellent service'
- B. Meeting customer need is more important than profit
- C. Senior management grades are entitled to 'executive' chairs
- D. The required behaviors are set out in theemployee'sguide
Answer: B
Explanation:
Explanation
According to Trompenaars and Hampden-Turner, culture can be expressed at three levels: artifacts, values, and basic assumptions. Artifacts are the visible and tangible manifestations of culture, such as symbols, rituals, and heroes. Values are the shared beliefs and preferences that guide behavior and decision making. Basic assumptions are the unconscious and taken-for-granted beliefs that underlie values and artifacts. Meeting customer need is more important than profit is an example of a basic assumption, as it reflects a deep-rooted belief that influences the values and artifacts of the organization. The other options are examples of artifacts or values, not basic assumptions. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 17
According to theBechard and Harris change formula' which response will increase an individual's dissatisfaction with the status quo?
- A. Focus on the benefits of the change
- B. Clarify the steps users need to take
- C. Communicate the danger of inaction
- D. Amend performance targets during the change
Answer: C
Explanation:
Explanation
The Beckhard and Harris change formula is a tool to assess the readiness and motivation for change in an organization. The formula states that change will happen when D x V x F > R, where D is dissatisfaction with the status quo, V is vision of the desired future state, F is first steps or action plan for the change, and R is resistance to change. To increase an individual's dissatisfaction with the status quo, one possible action is to communicate the danger of inaction, such as the risks, threats, or losses that may occur if no change is made.
This can create a sense of urgency and need for change among the individual. The other options are not actions that will increase dissatisfaction with the status quo, but rather actions that will address other factors in the formula.
NEW QUESTION # 18
Which is an engagement level of Mayfield's stakeholder radar technique?
- A. Vital
- B. Ideal
- C. Must have
- D. Required
Answer: D
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 # 19
According to Morgan, what metaphor describes an organization where formal management of change is impossible?
- A. Machines
- B. Flux and transformation
- C. Brains
- D. Political systems
Answer: B
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 # 20
Which is the BEST example of a disadvantage to an organization of making or marketing an external appointment to a change learn?
- A. An increased risk that people will feel change is being imposed
- B. They may not devote oftheir time to the change
- C. Too much knowledge of how things work and terminology used
- D. Lack of an emotional connection to how things work now.
Answer: A
Explanation:
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 (page 11)
NEW QUESTION # 21
According to Morgan, what metaphor applies to an organization that has structured and tightly-controlled processes?
- A. Machines
- B. Brains
- C. Flux and transformation
- D. Political systems
Answer: A
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 # 22
Which of the following statement about communication approaches that encourage engagement during change are true?
It is helpful to delay communication until all the information is avoiding the risk of misleading people with insufficient data.
An external communications agency should be asked to relay messages when dealing with a difficult change.
- A. Neither 1 or 2 is true
- B. Only 1 is true
- C. Only 2 is the true
- D. Both 1 and 2 are true
Answer: A
Explanation:
Explanation
Communication approaches that encourage engagement during change should be timely, transparent, honest, consistent, and two-way. It is not helpful to delay communication until all the information is available, as this can create uncertainty and anxiety among stakeholders. It is also not advisable to use an external communications agency to relay messages when dealing with a difficult change, as this can undermine trust and credibility of the change leaders. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 23
Which statement about Senge's system thinking model is correct?
- A. Processes in organizations can either support or limit the effectiveness of change
- B. Change can beplanned and implemented using an eight-stage model
- C. Leadership support is NOT required in the systems thinking model
- D. Change must e driven primary by senior sponsors
Answer: A
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 # 24
In Herzberg's studies on job satisfaction, which statement about dissatisfiesChygene factors') is true?
- A. It is unnecessary to consider the impact of change on the dissatisfiers
- B. Dissatisfiers are the only factors that can be influenced in the work place.
- C. The dissatisfiers are related to the workitself, rather than its context
- D. Beyonda certain level, improving dissatisfiers does not lead to job satisfaction
Answer: D
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. Beyond a certain level, improving dissatisfiers (hygiene factors) does not lead to job satisfaction, as they only prevent dissatisfaction. To increase job satisfaction, motivators need to be enhanced or introduced. Therefore, statement B is true. The other statements are not true, as they either contradict or misinterpret Herzberg's theory. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 25
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. Ignore the saboteurs and hope that people will NOT be influenced
- C. Allocate important change tasks to the saboteurs
- D. Accept that deliberate attempts to undermine change are inevitable
Answer: C
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 # 26
Which workplace provision addresses Maslow's social needs?
- A. Career development opportunities
- B. Team-building exercises
- C. Generous pensions
- D. Job security
Answer: B
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 # 27
Which is a benefit of using change agent networks?
- A. They take charge of defining and appropriate strategy for change
- B. They help people keep up to date and involved in the change
- C. They take accountability for delivering all change objectives within agreed timescales
- D. They provide reports to management on staff performance
Answer: B
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 # 28
What stage immediately follows the reflective observation' stage, described in Kolb's learning cycle?
- A. Practical experimentation
- B. Abstract conceptualization
- C. Concrete experience
- D. No other stage follows reflective observation
Answer: B
Explanation:
Explanation
Kolb's learning cycle is a model that describes how people learn from experience. The model consists of four stages: concrete experience, reflective observation, abstract conceptualization, and active experimentation.
Concrete experience is when people have a direct involvement in a situation or activity. Reflective observation is when people review and reflect on what they have done and observed. Abstract conceptualization is when people draw conclusions and form generalizations from their reflections. Active experimentation is when people apply their learning to new situations or modify their behavior accordingly. Therefore, the stage that immediately follows the reflective observation stage is abstract conceptualization. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 29
Which reason explains why it is helpful to segment stakeholders?
- A. Identities individuals or groups who are resisting change
- B. Enables different approaches and analysis techniques to be used with different stakeholder groups
- C. It highlights the level of influence and interest stakeholders have in the planned change
- D. Helps identify the organization's culture for scoping appropriate engagement
Answer: B
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 # 30
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. Focus on the main purpose of the change father than specific events
- C. Ignore any 'unofficial' discussions between managers and staff
- D. He prepared to spend time addressing every specific issue that anses
Answer: B
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 # 31
When assessing the severity of change impacts during a stakeholder impact assessment, what is meant by the coverage of impact?
- A. The probability of unintended consequences affecting a stakeholder group
- B. The number of change agents required to support the change
- C. The number of change initiatives affecting a specific stakeholder category
- D. The proportion of a given stakeholder group that are impacted by a change
Answer: D
Explanation:
Explanation
When assessing the severity of change impacts during a stakeholder impact assessment, one of the criteria that can be used is the coverage of impact. The coverage of impact refers to the proportion of a given stakeholder group that are impacted by a change. For example, if a change affects 80% of the employees in a department, the coverage of impact is high. The other options are not criteria for assessing the severity of change impacts, but rather factors or outcomes of other processes or activities in the change process
NEW QUESTION # 32
Which MNTIpreference is characterized by being spontaneous and disliking detailed plans?
- A. Introvert
- B. Feeling
- C. Perceiving
- D. Intuition
Answer: C
Explanation:
Explanation
According to the Myers-Briggs Type Indicator (MBTI), perceiving is one of the four preference pairs that describe how people interact with the world and make decisions. Perceiving refers to preferring to keep options open, being spontaneous, and disliking detailed plans. The other options are not preferences, but dimensions of preferences. Intuition and feeling are opposite to sensing and thinking, respectively, while introvert is opposite to extrovert. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 33
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