RELIABLE CHANGE-MANAGEMENT-FOUNDATION DUMPS EBOOK, CHANGE-MANAGEMENT-FOUNDATION ACTUAL TEST ANSWERS

Reliable Change-Management-Foundation Dumps Ebook, Change-Management-Foundation Actual Test Answers

Reliable Change-Management-Foundation Dumps Ebook, Change-Management-Foundation Actual Test Answers

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

TopicDetails
Topic 1
  • 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 2
  • 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 3
  • communication methods and channels, and effective messaging for different stakeholder groups.
Topic 4
  • 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 5
  • Organizational Culture and Change: This section covers the understanding of organizational culture, the impact of culture on change initiatives, and cultural change.
Topic 6
  • Change Management Planning: This section covers creating a change management plan, integrating change management with project management, and resource allocation for change initiatives.
Topic 7
  • Communication in Change Management: This section covers developing a communication strategy
Topic 8
  • 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.

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APMG-International Change Management Foundation Exam Sample Questions (Q87-Q92):

NEW QUESTION # 87
When change takes a long time to embed, which is the MOST likely stakeholder response that may affect its momentum?

  • A. Redefine the changes to suite then better
  • B. Complain to senior management that change is being badly managed
  • C. Change work priorities to devote more time to change
  • D. Withdraw attraction and focus on day to day tasks

Answer: D

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 # 88
Which of the following statements about diverse teams are true?
1.Quicker to make decisions than teams of 'similars'
2.Members understand each other immediately

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

Answer: C

Explanation:
Comprehensive and Detailed In-Depth Explanation:
The APMG Change Management Foundation materials discuss diverse teams in the context of team dynamics and effectiveness. Statement 1 ("Quicker to make decisions than teams of 'similars'") is false because diverse teams, while often more creative and thorough, typically take longer to reach decisions due to differing perspectives requiring reconciliation. Statement 2 ("Members understand each other immediately") is also false, as diversity in backgrounds, experiences, and viewpoints often leads to initial misunderstandings that require time and effort to overcome. Diverse teams excel in innovation and problem-solving but not in speed or instant mutual understanding, making neither statement true.


NEW QUESTION # 89
Which MBTI preference would bring a rational approach to selecting an outcome?

  • A. Thinking
  • B. Introvert
  • C. Perceiving
  • D. Feeling

Answer: A

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%2019%20-%20v1.0.pdf (page 11)


NEW QUESTION # 90
According to Tuckman, in what stage of the team development model can everyone move on to new things, feeling good about what has been achieved?

  • A. Adjourning
  • B. Performing
  • C. Forming
  • D. Storming

Answer: A

Explanation:
Comprehensive and Detailed In-Depth Explanation:
Bruce Tuckman's Team Development Model, as detailed in the APMG Change Management Foundation, includes five stages: Forming, Storming, Norming, Performing, and Adjourning (originally four, with Adjourning added later). Let's explore each stage and the question's focus on moving on with positive closure:
*Forming: The team assembles, focusing on orientation and relationship-building. Achievements are minimal, and there's no sense of closure yet.
*Storming: Conflict and competition emerge as members assert roles. This stage is about resolving tensions, not completing tasks or moving on.
*Performing: The team works effectively toward goals, achieving results. While successful, the focus is on ongoing performance, not disbanding or reflecting on completion.
*Adjourning: The team disbands after achieving its purpose, reflecting on accomplishments and transitioning to new endeavors. This stage, also called Mourning, involves closure, celebration, and a positive sense of moving forward-exactly what the question describes.
For example, a project team completing a software rollout might celebrate their success in Adjourning, feeling good about deliverables before starting new projects. The APMG framework notes Adjourning as the stage where teams wrap up, often with pride and readiness for what's next, making Option D the clear answer.


NEW QUESTION # 91
Which skill is MOST relevant to helping people through the change curve?

  • A. Time management
  • B. Negotiation
  • C. Active listening
  • D. Decision making

Answer: C

Explanation:
Comprehensive and Detailed In-Depth Explanation:
Helping individuals navigate the change curve requires understanding and addressing their emotional responses, as outlined in the APMG Change Management Foundation. Active listening (Option D) is the most relevant skill, as it involves empathetically hearing concerns, validating feelings, and providing support- crucial for guiding people through stages like frustration or depression. Time management (A) aids planning, Negotiation (B) resolves conflicts, and Decision making (C) sets direction, but none directly address the emotional support needed for the change curve as effectively as active listening.


NEW QUESTION # 92
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