CHANGE-MANAGEMENT-FOUNDATION STUDY GUIDE PDF & EXAM CRAM CHANGE-MANAGEMENT-FOUNDATION PDF

Change-Management-Foundation Study Guide Pdf & Exam Cram Change-Management-Foundation Pdf

Change-Management-Foundation Study Guide Pdf & Exam Cram Change-Management-Foundation Pdf

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APMG-International Change Management Foundation Exam Sample Questions (Q19-Q24):

NEW QUESTION # 19
Which approach is recommended for helping people through the 'change curve'?

  • A. Actively involve line managers in listening and providing support
  • B. Recognize negative emotions as a sign that the change is being managed badly
  • 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: A

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 # 20
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. Accept that deliberate attempts to undermine change are inevitable
  • C. Allocate important change tasks to the saboteurs
  • D. Ignore the saboteurs and hope that people will NOT be influenced

Answer: B

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%2028%
20-%20v1.0.pdf (page 11)


NEW QUESTION # 21
Which is the BEST example of a disadvantage to an organization of making or marketing an external appointment to a change learn?

  • A. They may not devote of their time to the change
  • B. Lack of an emotional connection to how things work now.
  • C. Too much knowledge of how things work and terminology used
  • D. An increased risk that people will feel change is being imposed

Answer: D

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%2030%20-%20v1.0.pdf (page 11)


NEW QUESTION # 22
Why is it appropriate to give Line Leaders privileged access to the thinking behind a change?

  • A. They may block change if not fully engaged
  • B. Everyone should see this information
  • C. They have seniority within the organization
  • D. Their authorization is needed to progress

Answer: A

Explanation:
Comprehensive and Detailed In-Depth Explanation:
Line Leaders, as frontline managers, play a critical role in implementing change locally, according to the APMG Change Management Foundation. Option D ("They may block change if not fully engaged") is correct because Line Leaders can resist or undermine change if they don't understand or buy into its rationale.
Providing them privileged access to the "why" behind the change ensures alignment, reduces resistance, and equips them to support their teams effectively. Options A and B overstate their formal authority, and Option C contradicts the targeted engagement strategy for key roles.


NEW QUESTION # 23
According to Herzberg's research, which factor leads to high job satisfaction?

  • A. Security
  • B. Working conditions
  • C. Salary
  • D. Responsibility

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. Therefore, responsibility is a motivator that leads to high job satisfaction. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)


NEW QUESTION # 24
......

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