100% Reliable Microsoft Change-Management-Foundation Exam Dumps Test Pdf Exam Material
Based on Official Syllabus Topics of Actual APMG-International Change-Management-Foundation Exam
NEW QUESTION # 10
According to Honey and Munford, which learning style would team BEST through watching a video showinga new being undertaken in the work environment?
- A. Progmalist
- B. Refector
- C. Theorist
- D. Activist
Answer: B
Explanation:
Explanation
Reflectors are people who prefer to learn by observing and thinking about their experiences. They enjoy taking time to consider new information and ideas and tend to be thoughtful and analytical. Watching a video showing a new being undertaken in the work environment would suit their learning style as they can observe how others do it and reflect on the implications and outcomes.
References:
* https://expertprogrammanagement.com/2020/10/honey-and-mumford/
* https://www.simplimba.com/honey-and-mumford-model/
NEW QUESTION # 11
In Herzberg's studies on job satisfaction, which statement about dissatisfiesChygene factors') is true?
- A. Beyonda certain level, improving dissatisfiers does not lead to job satisfaction
- B. The dissatisfiers are related to the workitself, rather than its context
- 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: A
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 # 12
Which of the following statements about the concept of extinction in behavioral learning are true?
Extinction happens when rewards for a certainbehaviorare withdrawn
Reconditioning behavior after extinction takes as long as it did before extinction
- A. Only 2 is true
- B. Neither 1 or 2 is true
- C. Both 1 and 2 are true
- D. Only 1 is true
Answer: D
Explanation:
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 (page 11)
NEW QUESTION # 13
Which advantage relates to using a Persona to understand a stakeholder group?
- A. Enable a better understanding of the level of influence this stakeholder group has in the organization
- B. Facilities more creative and innovative thinking amongst members of this stakeholder group
- C. Allow checking of proposed solutions against this Persona to ensure solutions provide what is needed
- D. Allow tracking of how the members of this stakeholder group performance against their objectives
Answer: C
Explanation:
Explanation
A Persona is a fictional representation of a typical member of a stakeholder group, based on real data and insights. A Persona can help to understand the needs, goals, motivations, and challenges of a stakeholder group, as well as their attitudes and behaviors towards a change. One advantage of using a Persona is that it allows checking of proposed solutions against this Persona to ensure solutions provide what is needed and address any potential issues or concerns.
References:
* https://apmg-international.com/files/document/change-management-foundation-online-brochure
* https://www.mindtools.com/pages/article/personas.htm
NEW QUESTION # 14
Which is a desired characteristic of a vision statement for a change?
- A. Lists all the activities needed to achieve the changes
- B. Explains the future organization structure in detail
- C. It is veritable so its achievement can be confirmed
- D. Sets out several promises that may be hard to measure
Answer: C
Explanation:
Explanation
A vision statement for a change is a concise and compelling description of the desired future state that the change aims to achieve. A vision statement should have several characteristics, such as being clear, inspiring, realistic, and verifiable. Being verifiable means that the vision statement can be measured and confirmed when it is achieved. The other options are not desired characteristics of a vision statement, as they are either too detailed, vague, or irrelevant. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 15
What is the First step of Kotter's eight-step model for planning and leading organizational change?
- A. Communicating the change vision
- B. Generating short term wins
- C. Establishing a sense of urgency
- D. Empowering employees for broad-based action
Answer: C
Explanation:
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 # 16
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. Continually look at the big picture and the long term to make sure the change sticks
- C. Identification is a continuous practice -new stakeholders emerge during a change old ones can fade away
- D. Poorly facilitated meetings on NOT achieve their outcomes and waste people's time
Answer: C
Explanation:
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 (page 11)
NEW QUESTION # 17
Which statement describes an advantage of using storylelling to engage people's hearts and mind more fully when communicating change?
- A. Stories engage people by providing detailed plans and timescales for change
- B. Stories engage people with the challenges ahead and how can be overcome
- C. Stories primarily engage rational thought so people logically work out what to do
- D. Stories entertain and help people relax, so they can be more positive about the change
Answer: B
Explanation:
Explanation
Storytelling is a technique to communicate change in a way that engages people's hearts and minds more fully.
Stories can convey the vision, purpose, and benefits of the change, as well as the challenges ahead and how they can be overcome. Stories can also inspire, motivate, and persuade people to support and participate in the change. Therefore, option C is the best example of an advantage of using storytelling to communicate change.
The other options are not advantages, as they either do not reflect the purpose of storytelling or do not engage people's hearts and minds. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 18
Which statement about Senge's system thinking model is correct?
- A. Change must e driven primary by senior sponsors
- B. Change can beplanned and implemented using an eight-stage model
- C. Processes in organizations can either support or limit the effectiveness of change
- D. Leadership support is NOT required in the systems thinking model
Answer: C
Explanation:
Explanation
Senge's system thinking model is a holistic approach to understand how different elements in an organization interact and influence each other. Processes are one of the elements that can either support or limit the effectiveness of change, depending on how they are designed and implemented. The other statements are not correct, as they do not reflect Senge's model. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 19
Which item should be included within the communication plan?
- A. The reasons behind change initiative and the priorities for implementation
- B. How the results of a communication activity will be monitored and evaluated
- C. The expected benefits of implementing a change
- D. Details on what preparations have the completed prior to a change
Answer: B
Explanation:
Explanation
A communication plan is a document that outlines the objectives, strategies, tactics, channels, audiences, messages, and metrics for communicating about a change initiative. One of the essential items that should be included in a communication plan is how the results of a communication activity will be monitored and evaluated. This involves defining the criteria and methods for measuring the effectiveness and impact of the communication activities, such as feedback surveys, focus groups, analytics, or indicators of awareness, understanding, and support for the change.
References:
* https://www.yourthoughtpartner.com/blog/change-management-communication
* https://www.prosci.com/resources/articles/communications-checklist-for-change-management
NEW QUESTION # 20
Which is the BEST example of a disadvantage to an organization of making or marketing an external appointment to a change learn?
- A. Lack of an emotional connection to how things work now.
- B. They may not devote oftheir time to the change
- 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:
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 (page 11)
NEW QUESTION # 21
According to theBechard and Harris change formula' which response will increase an individual's dissatisfaction with the status quo?
- A. Clarify the steps users need to take
- B. Amend performance targets during the change
- C. Focus on the benefits of the change
- D. Communicate the danger of inaction
Answer: D
Explanation:
Explanation
The Beckhard and Harris change formula is a tool to assess the readiness and motivation for change in an organization. The formula states that change will happen when D x V x F > R, where D is dissatisfaction with the status quo, V is vision of the desired future state, F is first steps or action plan for the change, and R is resistance to change. To increase an individual's dissatisfaction with the status quo, one possible action is to communicate the danger of inaction, such as the risks, threats, or losses that may occur if no change is made.
This can create a sense of urgency and need for change among the individual. The other options are not actions that will increase dissatisfaction with the status quo, but rather actions that will address other factors in the formula.
NEW QUESTION # 22
Which approach to fostering engagement and collaboration represents best practice for getting the MOST from social channelsduring change?
- A. Encourage people to make unrestricted use of social media
- B. Allow people to evolve local rules on how to use social media
- C. Make clear to people what is considered acceptable use of social media
- D. Encourage individuals to link workplace social media wit external contacts
Answer: C
Explanation:
Explanation
Social media is a type of communication channel that allows for online interaction and collaboration among people. Social media can be used to foster engagement and collaboration during change, as it can provide information, feedback, support, and innovation. However, social media also poses some challenges and risks, such as misinformation, distraction, or conflict. Therefore, the best practice for getting the most from social channels during change is to make clear to people what is considered acceptable use of social media, such as the purpose, tone, frequency, and content of the messages. The other options are not best practices, as they either encourage unrestricted or restricted use of social media, which can have negative consequences for the change.
NEW QUESTION # 23
When change takes a long time to embed, which is the MOST likely stakeholder response that may affect its momentum?
- A. Withdraw attraction and focus on day to day tasks
- B. Redefine the changes to suite then better
- C. Change work priorities to devote more time to change
- D. Complain to senior management that change is being badly managed
Answer: A
Explanation:
Explanation
When change takes a long time to embed, stakeholders may lose interest, enthusiasm, or commitment to the change. They may withdraw attention and focus on day to day tasks, as they feel that the change is not relevant, urgent, or beneficial for them. This may affect the momentum and success of the change. Therefore, option B is the most likely stakeholder response that may occur in this situation. The other options are less likely, as they either imply more involvement, effort, or feedback from the stakeholders. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 24
Which is an engagement level of Mayfield's stakeholder radar technique?
- A. Ideal
- B. Must have
- C. Required
- D. Vital
Answer: C
Explanation:
Explanation
Mayfield's stakeholder radar technique identifies four levels of engagement for stakeholders: required, desired, actual, and planned. The required level of engagement is the minimum level that is necessary for the stakeholder to support the change or at least not resist it. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 25
What step in Kotter's model for planning and leading organizational change focuses on setting up the leadership team to drive the change?
- A. Communicating the change vision
- B. Generating short-term wins
- C. Creating the guiding coalition
- D. Empowering employees for broad-based action
Answer: C
Explanation:
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 (page 11)
NEW QUESTION # 26
WhichMBTIpreference would bring a rational approach to selecting an outcome?
- A. Thinking
- B. Feeling
- C. Introvert
- D. Perceiving
Answer: A
Explanation:
Explanation
According to the Myers-Briggs Type Indicator (MBTI), thinking is one of the four preference pairs that describe how people interact with the world and make decisions. Thinking refers to preferring to use logic, analysis, and objective criteria to select an outcome. The other options are not preferences, but dimensions of preferences. Introvert and perceiving are opposite to extrovert and judging, respectively, while feeling is opposite to thinking. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 27
Which management approach is recommended to help people through the'endings'phase of Bridges model of human transition?
- A. Concentrate on the emotional content of issues
- B. Be clear about the scope of the change
- C. Encourage people to turn their backs on the past
- D. Look for quick successes to announce
Answer: A
Explanation:
Explanation
Bridges model of human transition is a framework that describes how people experience and cope with change. The model consists of three phases: endings, neutral zone, and new beginnings. The endings phase is when people have to let go of the old situation and deal with the loss and uncertainty that comes with change.
The recommended management approach to help people through this phase is to concentrate on the emotional content of issues, that is, to acknowledge and address the feelings and reactions that people have, such as anger, denial, or sadness. This can help people to accept the change and move on to the next phase.
References:
* https://www.mindtools.com/pages/article/bridges-transition-model.htm
* https://www.wmbridges.com/about/what-is-transition/
NEW QUESTION # 28
Which workplace provision addresses Maslow's social needs?
- A. Team-building exercises
- B. Generous pensions
- C. Career development opportunities
- D. Job security
Answer: A
Explanation:
Explanation
Maslow's hierarchy of needs is a theory that explains how people are motivated by different levels of needs.
The theory proposes five levels of needs: physiological, safety, social, esteem, and self-actualization. Social needs are the third level of needs, which refer to the need for belonging, love, and friendship. Team-building exercises are a type of workplace provision that addresses Maslow's social needs, as they help to create a sense of community, trust, and cooperation among employees. The other options are workplace provisions that address other levels of needs, such as physiological (generous pensions), safety (job security), or esteem (career development opportunities)
NEW QUESTION # 29
Which is a correct description of how Tuckman's five phases of team development work in practice?
- A. Teams may go backwards or oscillate between the stages
- B. An equal amount of time is spent in each stage
- C. Once a stage is completed a team never returns to it.
- D. Successful teams always stay in the performing stage
Answer: A
Explanation:
Explanation
Tuckman's five phases of team development are a model that describes how teams evolve and mature over time. The five phases are: forming, storming, norming, performing, and adjourning. In practice, teams may not follow these phases in a linear or sequential way, but may go backwards or oscillate between the stages depending on various factors, such as changes in goals, leadership, membership, or context. Therefore, team leaders and members need to be aware of the current stage of their team and adapt their behaviors and actions accordingly.
References:
* https://www.mindtools.com/pages/article/newLDR_86.htm
* https://www.researchgate.net/publication/235298447_Developmental_Sequence_in_Small_Groups
NEW QUESTION # 30
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: C
Explanation:
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 (page 11)
NEW QUESTION # 31
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