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Free Change-Management-Foundation Exam Questions, New Change-Management-Foundation Test Guide

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

Topic
Details

Topic 1

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

Topic 2

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

Topic 3

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

Topic 4

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 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

Communication in Change Management: This section covers developing a communication strategy

Topic 7

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 8

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.

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APMG-International Change Management Foundation Exam Sample Questions (Q83-Q88):

NEW QUESTION # 83
Which of the following statements about neuroscience research, relevant to helping people learn and embrace change, are true?
Following moments of insight, offer supportive feedback
Positive informative talks from experts

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

Answer: B

Explanation:
Comprehensive and Detailed In-Depth Explanation:
Neuroscience insights in the APMG Change Management Foundation highlight how the brain learns during change. Statement 1 ("Following moments of insight, offer supportive feedback") is true, as research (e.g., Rock's AGES model) shows that reinforcing insights with feedback strengthens neural pathways, aiding learning. Statement 2 ("Positive informative talks from experts") lacks specific neuroscience backing in this context; while informative, it's not highlighted as a key learning enhancer compared to feedback after insight.
Thus, only Statement 1 is true.

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NEW QUESTION # 84
According to Pink, which three factors are key motivators for "knowledge work"?

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

Answer: B

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.

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NEW QUESTION # 85
What role in change must promote an idea to potential Sponsors?

A. Targets
B. Change Agent
C. Sponsor
D. Idea-Generator

Answer: C

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 by the change and needs to adopt new behaviors or ways of working.
References: https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%
20Sample%20Paper%2017%20-%20v1.0.pdf (page 11)

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NEW QUESTION # 86
Which statement describes 'shared values' in the McKinsey 7S model?

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

Answer: A

Explanation:
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 (page 11)

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NEW QUESTION # 87
Which action is an appropriate change management response to people in the early stages of a change cure?

A. Accept that everyone will eventually work their way through the curve
B. Be clear about the losses that people will experience
C. Delay communication until all the details are known
D. Interpret emotions as evidence of poor change management

Answer: B

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%2018%
20-%20v1.0.pdf (page 11)

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NEW QUESTION # 88
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