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Pass-Sure Latest Change-Management-Foundation Exam Review Supply you Marvelous Latest Exam Dumps for Change-Management-Foundation: Change Management Foundation Exam to Prepare casually

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

Topic
Details

Topic 1

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 2

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.

Topic 3

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 4

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

Topic 5

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

Topic 6

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.

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APMG-International Change Management Foundation Exam Sample Questions (Q34-Q39):

NEW QUESTION # 34
When starting to identify the impacts of a change initiative, which description BEST fits one of the recommended key inputs?

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

Answer: D

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 # 35
Which of the following statements about the concept of extinction in behavioral learning are true?
Extinction happens when rewards for a certain behavior are withdrawn
Reconditioning behavior after extinction takes as long as it did before extinction

A. Both 1 and 2 are true
B. Only 2 is true
C. Only 1 is true
D. Neither 1 or 2 is true

Answer: C

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%2013%20-%20v1.0.pdf (page 11)

NEW QUESTION # 36
Which is an effect in an organization if the psychological contract between an organization and its staff is broken?

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

Answer: D

Explanation:
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 # 37
Which statement describes 'shared values' in the McKinsey 7S model?

A. The ability of employees to perform their roles
B. The management style adopted by senior leaders
C. The introduction of matrix management
D. The attitude of staff toward their work

Answer: D

Explanation:
The McKinsey 7S model is a framework to analyze and improve organizational performance and effectiveness. The model consists of seven interrelated elements: strategy, structure, systems, shared values, skills, style, and staff. Shared values refer to the core values and beliefs that guide the organization's vision, mission, and culture. The attitude of staff toward their work is an example of shared values. The other options are examples of other elements in the model.References: https://apmg-international.com/sites/default/files
/Change%20Management%20Foundation%20Sample%20Paper%2012%20-%20v1.0.pdf (page 11)

NEW QUESTION # 38
Which approach is recommended for helping people through the 'change curve'?

A. Recognize negative emotions as a sign that the change is being managed badly
B. Actively involve line managers in listening and providing support
C. Advise people not to discuss their problems with colleagues
D. Assume that everyone will eventually move on in time to deal with the change

Answer: B

Explanation:
Comprehensive and Detailed In-Depth Explanation:
The 'change curve' (based on Kubler-Ross's model) describes emotional stages individuals experience during change: shock, denial, frustration, depression, experiment, decision, and integration. The APMG Change Management Foundation stresses proactive support to guide people through these stages effectively. Option A ("Actively involve line managers in listening and providing support") is recommended because line managers are well-positioned to offer personalized support, listen to concerns, and help staff navigate emotions-key to moving through the curve. Option B misinterprets negative emotions as a management failure rather than a natural response, Option C isolates individuals, and Option D is passive and unsupported by the framework.

NEW QUESTION # 39
......

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Arthur Reed Arthur Reed

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