RELIABLE APMG-INTERNATIONAL CHANGE-MANAGEMENT-FOUNDATION TEST EXPERIENCE, CHANGE-MANAGEMENT-FOUNDATION NEW STUDY PLAN

Reliable APMG-International Change-Management-Foundation Test Experience, Change-Management-Foundation New Study Plan

Reliable APMG-International Change-Management-Foundation Test Experience, Change-Management-Foundation New Study Plan

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Tags: Reliable Change-Management-Foundation Test Experience, Change-Management-Foundation New Study Plan, Real Change-Management-Foundation Dumps, Change-Management-Foundation Valid Test Syllabus, Change-Management-Foundation Test Collection Pdf

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

TopicDetails
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
  • 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 3
  • Ethics and Change Management: This section covers ethical considerations in change management, managing the human side of change, and organizational and individual needs.
Topic 4
  • 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 5
  • 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 6
  • communication methods and channels, and effective messaging for different stakeholder groups.
Topic 7
  • Communication in Change Management: This section covers developing a communication strategy
Topic 8
  • Stakeholder Management: This section covers identifying stakeholders, stakeholder analysis techniques

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APMG-International Change Management Foundation Exam Sample Questions (Q21-Q26):

NEW QUESTION # 21
Which is a description of the role of Line Management in the change process?

  • A. Ensure senior managers are committed to the changes
  • B. Tests thinking and advises on effective delivery of change
  • C. Provides financial resources to support specific change tasks
  • D. Develops communications networks across the organization

Answer: B

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. Line Management is a sub-role of Change Agent, which is the role that promotes an idea to potential Sponsors and implements the change once it is approved. Line Management tests thinking and advises on effective delivery of change, as well as supports and coaches staff through the change. The other options are not descriptions of the role of Line Management, but rather of other roles or activities in the change process.References: https://apmg- international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper%2021%
20-%20v1.0.pdf (page 11)


NEW QUESTION # 22
Which of the following statements about ways in which we communicate and connect with people are true?
1.Non-verbal communication can be written
2.Our actions can speak volumes without saying a word

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

Answer: C

Explanation:
Comprehensive and Detailed In-Depth Explanation:
Communication in change management, as outlined in the APMG Change Management Foundation, encompasses verbal, non-verbal, and symbolic elements, all critical for engaging stakeholders. This question tests our understanding of these dimensions with a focus on precision and interpretation. Let's dissect each statement with exhaustive detail, exploring definitions, examples, theoretical roots, and practical implications:
*Statement 1: "Non-verbal communication can be written"
oDefinition and Context: Non-verbal communication traditionally refers to cues conveyed without words- body language (e.g., posture, gestures), facial expressions, tone of voice, and physical actions. The APMG framework aligns with this, emphasizing its role in conveying emotions and intent duringchange (e.g., a leader's confident demeanor reinforcing a message). Written communication, however, is inherently verbal, as it uses words to express meaning, even if it's symbolic (e.g., an exclamation mark).
oAnalysis: The statement suggests written forms (e.g., emails, reports) qualify as non-verbal, which contradicts standard communication theory. For instance, a memo announcing a restructure is verbal because it relies on text, though its tone or formatting might imply emotion (e.g., bold text for urgency). Some might argue that emoticons or punctuation are non-verbal, but these are extensions of written language, not standalone non-verbal cues like a nod or frown. The APMG materials don't classify written communication as non-verbal, reserving that for physical or auditory signals.
oConclusion: False. Non-verbal communication excludes written forms in this context, as it's defined by absence of linguistic content.
*Statement 2: "Our actions can speak volumes without saying a word"
oDefinition and Context: This aligns with symbolic actions and non-verbal communication in the APMG framework. Actions-like a manager using a new system first-carry meaning beyond words, influencing perceptions and emotions. This is rooted in social psychology (e.g., Bandura's observational learning), where behaviors model expectations.
oAnalysis: True and strongly supported. For example, during a cultural change to promote collaboration, a leader joining team brainstorming sessions silently signals commitment, "speaking volumes" about priorities.
The APMG emphasizes symbolic acts (e.g., Kotter's short-term wins) as powerful engagement tools, appealing to hearts and minds without verbal explanation. Even subtle actions-like consistent punctuality- reinforce messages non-verbally.
oExample: A CEO discarding old branding materials during a rebrand visually communicates "we're moving forward," amplifying the verbal vision.
*Evaluation of Options:
oA (Only 1 true): Incorrect, as Statement 1 is false.
oB (Only 2 true): Correct, as Statement 2 is true and 1 is false.
oC (Both true): Incorrect, due to Statement 1's inaccuracy.
oD (Neither true): Incorrect, as Statement 2 holds.
*Nuance and Counterargument: One might argue written symbols (e.g., a red "X") are non-verbal, but in change management, non-verbal is distinct from written artifacts, focusing on observable behavior. The APMG prioritizes this practical distinction.
*Why B: Statement 2 captures the essence of non-verbal influence, a key lever in change communication, while Statement 1 misaligns with foundational definitions.


NEW QUESTION # 23
When assessing the severity of change impacts during a stakeholder impact assessment, what is meant by the coverage of impact?

  • A. The number of change initiatives affecting a specific stakeholder category
  • B. The proportion of a given stakeholder group that are impacted by a change
  • C. The probability of unintended consequences affecting a stakeholder group
  • D. The number of change agents required to support the change

Answer: B

Explanation:
Explanation
When assessing the severity of change impacts during a stakeholder impact assessment, one of the criteria that can be used is the coverage of impact. The coverage of impact refers to the proportion of a given stakeholder group that are impacted by a change. For example, if a change affects 80% of the employees in a department, the coverage of impact is high. The other options are not criteria for assessing the severity of change impacts, but rather factors or outcomes of other processes or activities in the change process


NEW QUESTION # 24
Which of the common Agile concepts, behaviours, and techniques delivers a version of a product with just enough features to be usable by early customers who can then provide feedback for future product development?

  • A. Self-organised teams
  • B. Minimum viable product
  • C. Empowerment
  • D. Full transparency

Answer: B

Explanation:
Comprehensive and Detailed In-Depth Explanation:
Agile methodologies are deeply embedded in the APMG Change Management Foundation as a framework for iterative, adaptive change. The question focuses on a specific Agile concept tied to product delivery and feedback loops. Let's explore this in exhaustive detail:
*Understanding the Concept: The phrase "just enough features to be usable by early customers who can then provide feedback" is a textbook definition of the Minimum Viable Product (MVP), a term popularized by Eric Ries in Lean Startup and widely adopted in Agile practices like Scrum. MVP is about releasing a basic version of a product to test assumptions, gather user insights, and refine iteratively-crucial for managing change in uncertain environments.
*Option A: Minimum Viable Product (MVP) - This is the correct answer. In Agile, MVP minimizes initial investment while maximizing learning. For example, a company launching a new app might release a version with core functionality (e.g., login and one key feature) to early adopters, using their feedback to prioritize updates. The APMG framework highlights MVP as a technique to deliver value quickly and adapt based on real-world input, aligning perfectly with the question. It's not about perfection but viability, ensuring early engagement and continuous improvement, which are hallmarks of Agile change management.
*Option B: Full Transparency - This refers to open communication within Agile teams (e.g., daily stand-ups or visible task boards). While transparency builds trust and supports feedback, it's a behaviour, not a delivery mechanism for a product. It doesn't directly produce a usable version, so it's unrelated to the question's focus.
For instance, transparency might reveal progress but doesn't define what's delivered.
*Option C: Self-Organised Teams - This Agile principle empowers teams to manage their work without micromanagement. It's a structural concept enhancing efficiency (e.g., a team deciding how to build a feature), but it doesn't specify what's delivered or its usability by customers. It supports MVP creation indirectly but isn't the delivery technique itself.
*Option D: Empowerment - Closely tied to self-organised teams, empowerment gives individuals autonomy (e.g., a developer choosing a coding approach). It's a motivational factor, not a product-focused technique, and lacks the specificity of delivering a usable version for feedback.
*Why A is Correct: The APMG materials position MVP as a practical tool in Agile change, contrasting it with traditional "big bang" approaches. Imagine a retailer testing a new online checkout process: an MVP might include basic payment functionality, launched to a small group, with feedback shaping subsequent features like saved carts. This iterative cycle reduces risk and aligns with Agile's emphasis on customer-centric evolution, making Option A the precise match.
*Alternative Perspectives: One might argue Full Transparency aids feedback, but it's a means, not the end product. MVP's uniqueness lies in its tangible output, directly addressing the question's criteria.


NEW QUESTION # 25
What is defined as "The means by which an organization increases involvement of its employees and other stakeholders with organizational change"?

  • A. Engagement
  • B. Sponsor
  • C. Change Agent
  • D. Line Leader

Answer: A

Explanation:
Comprehensive and Detailed In-Depth Explanation:
The definition provided in the question matches the APMG Change Management Foundation's description of Engagement, which is the process of involving employees and stakeholders in change initiatives to build commitment and ownership. Engagement is a deliberate strategy to enhance participation and support, distinguishing it from roles like Change Agent (an individual facilitating change), Sponsor (a senior leader championing change), or Line Leader (a manager implementing change locally). The focus on "increasing involvement" aligns directly with Engagement as a foundational concept in stakeholder management.


NEW QUESTION # 26
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