NEW APP CHANGE-MANAGEMENT-FOUNDATION SIMULATIONS, LATEST TEST CHANGE-MANAGEMENT-FOUNDATION SIMULATIONS

New APP Change-Management-Foundation Simulations, Latest Test Change-Management-Foundation Simulations

New APP Change-Management-Foundation Simulations, Latest Test Change-Management-Foundation Simulations

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

TopicDetails
Topic 1
  • 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 2
  • Stakeholder Management: This section covers identifying stakeholders, stakeholder analysis techniques
Topic 3
  • communication methods and channels, and effective messaging for different stakeholder groups.
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
  • Ethics and Change Management: This section covers ethical considerations in change management, managing the human side of change, and organizational and individual needs.
Topic 6
  • 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 (Q42-Q47):

NEW QUESTION # 42
In Herzberg's studies on job satisfaction, which statement about dissatisfiesChygene factors') is true?

  • A. The dissatisfiers are related to the workitself, rather than its context
  • B. Beyonda certain level, improving dissatisfiers does not lead to job satisfaction
  • C. Dissatisfiers are the only factors that can be influenced in the work place.
  • D. It is unnecessary to consider the impact of change on the dissatisfiers

Answer: B

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 # 43
Which item is one of Mayfield's seven principles of stakeholder engagement?

  • A. Different levels of engagement are required depending on where people are along the change journey
  • B. Identification is a continuous practice -new stakeholders emerge during a change old ones can fade away
  • C. Continually look at the big picture and the long term to make sure the change sticks
  • D. Poorly facilitated meetings on NOT achieve their outcomes and waste people's time

Answer: B

Explanation:
Mayfield's seven principles of stakeholder engagement are:
* Engagement is a two-way process
* Identification is a continuous practice -new stakeholders emerge during a change old ones can fade away
* Different levels of engagement are required depending on where people are along the change journey
* Engagement requires empathy -understanding what matters most to stakeholders
* Engagement requires authenticity -being honest about what can be influenced
* Engagement requires creativity -finding ways to involve stakeholders in meaningful ways
* Engagement requires courage -being prepared to have difficult conversations Therefore, option B is one of Mayfield's seven principles of stakeholder engagement.References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%
20Paper%2020%20-%20v1.0.pdf (page 11)


NEW QUESTION # 44
Which definition describes 'transition' in Bridges' model of human transitions?

  • A. The physical process of adopting new changes
  • B. The time elapsed between letting go of the old and experimenting with new ways
  • C. The planned actions required to make a change
  • D. The emotional process of adjusting to a change

Answer: D

Explanation:
Comprehensive and Detailed In-Depth Explanation:
William Bridges' Transition Model is a key framework in the APMG Change Management Foundation, distinguishing between change (the external event) and transition (the internal psychological process). The model has three phases: Ending, Losing, Letting Go; Neutral Zone; and New Beginning. Let's evaluate each option with extensive detail:
*Option A: "The planned actions required to make a change" - This describes the mechanics of change (e.g., implementing a new system), not transition. Bridges focuses on the human experience, not logistical steps, so this is incorrect.
*Option B: "The emotional process of adjusting to a change" - This is the correct definition. Bridges emphasizes that transition is about how people emotionally and psychologically adapt to change. For example, when a company relocates, the change is the move, but the transition involves employees grieving the old office, feeling disoriented, and eventually embracing the new space. The APMG framework highlights this emotional journey as central to Bridges' model.
*Option C: "The time elapsed between letting go of the old and experimenting with new ways" - This partially aligns with the Neutral Zone phase but is too narrow. Transition encompasses the entire process (all three phases), not just a time segment, making this incomplete.
*Option D: "The physical process of adopting new changes" - This again focuses on external actions (e.g., using new tools), not the internal adjustment Bridges describes, so it's incorrect.
Option B captures the essence of Bridges' model: transition is an emotional, human-centered process, distinct from the tangible aspects of change. The APMG materials use this to explain why managing feelings-like resistance or hope-is critical during change initiatives.


NEW QUESTION # 45
According to Morgan, what metaphor describes an organization where formal management of change is impossible?

  • A. Political systems
  • B. Brains
  • C. Flux and transformation
  • D. Machines

Answer: C

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 # 46
Which of the following statements about data analytics are true?
1.The more data you have, the better the results
2.Obtaining new data from external sources is beneficial and removes bias

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

Answer: B

Explanation:
Comprehensive and Detailed In-Depth Explanation:
In APMG, more data (1) doesn't guarantee better results-quality matters-and external data (2) adds perspective but doesn't inherently remove bias. Neither is true.


NEW QUESTION # 47
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