APMG-INTERNATIONAL CHANGE-MANAGEMENT-FOUNDATION LATEST TEST VCE, CHANGE-MANAGEMENT-FOUNDATION STUDY DEMO

APMG-International Change-Management-Foundation Latest Test Vce, Change-Management-Foundation Study Demo

APMG-International Change-Management-Foundation Latest Test Vce, Change-Management-Foundation Study Demo

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

TopicDetails
Topic 1
  • Ethics and Change Management: This section covers ethical considerations in change management, managing the human side of change, and organizational and individual needs.
Topic 2
  • Stakeholder Management: This section covers identifying stakeholders, stakeholder analysis techniques
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
  • Organizational Culture and Change: This section covers the understanding of organizational culture, the impact of culture on change initiatives, and cultural change.
Topic 5
  • 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 (Q62-Q67):

NEW QUESTION # 62
What is the First step of Kotter's eight-step model for planning and leading organizational change?

  • A. Communicating the change vision
  • B. Empowering employees for broad-based action
  • C. Establishing a sense of urgency
  • D. Generating short term wins

Answer: C

Explanation:
Kotter's model for planning and leading organizational change is an eight-step model that describes how to initiate and sustain a successful change. The eight steps are:
* Establishing a sense of urgency
* Creating the guiding coalition
* Developing a vision and strategy
* Communicating the change vision
* Empowering employees for broad-based action
* Generating short-term wins
* Consolidating gains and producing more change
* Anchoring new approaches in the culture
Therefore, the first step of Kotter's model is establishing a sense of urgency.


NEW QUESTION # 63
Which of the key principles, for building and maintaining engagement throughout change, is demonstrated when we are able to talk about anything, maintain trust, and reach a good outcome?

  • A. Connectivity
  • B. Dialogue
  • C. Inclusivity
  • D. Transparency

Answer: B

Explanation:
Comprehensive and Detailed In-Depth Explanation:
The APMG Change Management Foundation identifies four key principles for engagement: Inclusivity, Connectivity, Transparency, and Dialogue. The scenario describes open communication ("talk about anything"), trust, and achieving positive outcomes, which directly aligns with the principle of Dialogue.
Dialogue emphasizes two-way, trust-based communication that fosters understanding and collaboration, enabling stakeholders to discuss concerns openly and work toward solutions. Inclusivity focuses on involving everyone, Connectivity on linking people and ideas, and Transparency on sharing information-none of which fully encapsulate the trust and conversational outcome described here.


NEW QUESTION # 64
What step in Kotter's model for planning and leading organizational change focuses on setting up the leadership team to drive the change?

  • A. Empowering employees for broad-based action
  • B. Communicating the change vision
  • C. Generating short-term wins
  • D. Creating the guiding coalition

Answer: B

Explanation:
Kotter's model for planning and leading organizational change is an eight-step model that describes how to initiate and sustain a successful change. The eight steps are:
* Establishing a sense of urgency
* Creating the guiding coalition
* Developing a vision and strategy
* Communicating the change vision
* Empowering employees for broad-based action
* Generating short-term wins
* Consolidating gains and producing more change
* Anchoring new approaches in the culture
Therefore, the step that focuses on setting up the leadership team to drive the change is creating the guiding coalition.References: https://apmg-international.com/sites/default/files/Change%20Management%
20Foundation%20Sample%20Paper%2033%20-%20v1.0.pdf (page 11)


NEW QUESTION # 65
When comparing 'lean' and 'rich' communication channels, which of the following statements about a 'rich' communication channelistrue?
A 'rich' channel allows for conversation a quick response, and the chance for interaction.
A 'rich' channel conveys non-verbal cues, suchas emotion and feelings, tone or gestures.

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

Answer: B

Explanation:
Explanation
Communication channels can be classified as lean or rich, depending on the amount and quality of information they can convey. A rich communication channel allows for conversation, a quick response, and the chance for interaction, as well as conveys non-verbal cues, such as emotion and feelings, tone or gestures. Examples of rich communication channels are face-to-face meetings, video calls, or phone calls. Therefore, both statements
1 and 2 are true. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)


NEW QUESTION # 66
Which characteristic can be tracked using Mayfield's stakeholder radar technique?

  • A. The interest that a stakeholder has in a change through its life.
  • B. The power/influence that a stakeholder has in a change throughout its lite
  • C. The changes in roles and responsibilities during engagement
  • D. Change in the stakeholder's engagement needs and domain

Answer: C

Explanation:
Mayfield's stakeholder radar technique is a tool that helps to monitor and manage stakeholders throughout the life cycle of a change initiative. The technique involves plotting stakeholders on a radar chart according to four dimensions: engagement needs (how much attention they require), domain (their area of interest or expertise), impact (how much they are affected by the change), and influence (how much they can affect the change). By tracking these dimensions over time, the technique can help to identify changes in the stakeholder's engagement needs and domain, as well as any potential risks or opportunities for engagement.


NEW QUESTION # 67
......

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