CHANGE-MANAGEMENT-FOUNDATION NEW EXAM MATERIALS & CHANGE-MANAGEMENT-FOUNDATION REAL TESTING ENVIRONMENT

Change-Management-Foundation New Exam Materials & Change-Management-Foundation Real Testing Environment

Change-Management-Foundation New Exam Materials & Change-Management-Foundation Real Testing Environment

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Tags: Change-Management-Foundation New Exam Materials, Change-Management-Foundation Real Testing Environment, Test Change-Management-Foundation Passing Score, Reliable Exam Change-Management-Foundation Pass4sure, Change-Management-Foundation Free Exam Dumps

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

TopicDetails
Topic 1
  • 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 2
  • Change Management Models and Theories: This section discusses Lewin's 3-Stage Model, Kotter's 8-Step Process, ADKAR Model, and Kübler-Ross Change Curve.
Topic 3
  • Change Management Planning: This section covers creating a change management plan, integrating change management with project management, and resource allocation for change initiatives.
Topic 4
  • 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 5
  • Communication in Change Management: This section covers developing a communication strategy

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APMG-International Change Management Foundation Exam Sample Questions (Q96-Q101):

NEW QUESTION # 96
Which of the following statements about the use of symbolic actions and symbolism to appeal to people's hearts and minds are true?
Leaders must lead by example
Only leaders can influence change

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

Answer: C

Explanation:
Comprehensive and Detailed In-Depth Explanation:
Symbolic actions and symbolism are powerful tools in change management to emotionally engage stakeholders, as per the APMG Change Management Foundation. Statement 1 ("Leaders must lead by example") is true because leaders' visible actions (e.g., adopting new behaviors) reinforce change messages and build trust, appealing to hearts and minds. Statement 2 ("Only leaders can influence change") is false, as the framework recognizes that change agents, line managers, and even peers can influence change-not just leaders. Thus, only Statement 1 holds true in the context of symbolic influence.


NEW QUESTION # 97
When building a change delivery scorecard, which of the different views on value are achieved through a measurable increase in sales?

  • A. Learning & Growth
  • B. Internal
  • C. Customer
  • D. Financial

Answer: D

Explanation:
Comprehensive and Detailed In-Depth Explanation:
The change delivery scorecard is often based on the Balanced Scorecard framework (developed by Kaplan and Norton), which is widely referenced in change management to measure the success ofchange initiatives across multiple perspectives. The APMG Change Management Foundation materials emphasize that the scorecard evaluates value from four key views: Financial, Customer, Internal (Processes), and Learning & Growth. A measurable increase in sales directly relates to revenue and profitability, which are core indicators of financial performance. This aligns with the Financial perspective, as it focuses on tangible monetary outcomes that demonstrate the economic success of the change. The Customer perspective focuses on satisfaction and loyalty, Internal on process efficiency, and Learning & Growth on capability development- none of which directly measure sales increases.


NEW QUESTION # 98
What stage immediately follows the reflective observation' stage, described in Kolb's learning cycle?

  • A. Abstract conceptualization
  • B. Concrete experience
  • C. No other stage follows reflective observation
  • D. Practical experimentation

Answer: A

Explanation:
Kolb's learning cycle is a model that describes how people learn from experience. The model consists of four stages: concrete experience, reflective observation, abstract conceptualization, and active experimentation.
Concrete experience is when people have a direct involvement in a situation or activity. Reflective observation is when people review and reflect on what they have done and observed. Abstract conceptualization is when people draw conclusions and form generalizations from their reflections. Active experimentation is when people apply their learning to new situations or modify their behavior accordingly.
Therefore, the stage that immediately follows the reflective observation stage is abstract conceptualization.
References: https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%
20Sample%20Paper%2025%20-%20v1.0.pdf (page 11)


NEW QUESTION # 99
When assessing the severity of change impacts during a stakeholder impact assessment, what is meant by the coverage of impact?

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

Answer: D

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 # 100
What kind of power is conveyed by a manager who is admired and respected by their subordinates and seen as a role model?

  • A. Coercive
  • B. Legitimate
  • C. Referent
  • D. Reward

Answer: C

Explanation:
Comprehensive and Detailed In-Depth Explanation:
The APMG Change Management Foundation draws on French and Raven's Five Bases of Power to explain influence in change contexts. Referent power (Option D) arises from admiration, respect, and identification with an individual, often because they are seen as a role model. A manager who is admired and respected fits this description, as their influence stems from personal charisma and positive relationships rather than formal authority. Legitimate power (A) comes from a formal position, Reward power (B) from the ability to give benefits, and Coercive power (C) from punishment-none of which rely on admiration or role-model status.


NEW QUESTION # 101
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