APMG International APMG International Certifications CHANGE-MANAGEMENT-FOUNDATION Questions & Answers

• Question 31:

  According to Tiompenaars and harronden-Turner, which example is a level three basic assumption' expression of culture?

  A. Meeting customer need is more important than profit

  B. Senior management grades are entitled to `executive' chairs

  C. The team motto is `to deliver excellent service'

  D. The required behaviors are set out in theemployee'sguide

  Correct Answer: A

  According to Trompenaars and Hampden-Turner, culture can be expressed at three levels: artifacts, values, and basic assumptions. Artifacts are the visible and tangible manifestations of culture, such as symbols, rituals, and heroes. Values are the shared beliefs and preferences that guide behavior and decision making. Basic assumptions are the unconscious and taken-for-granted beliefs that underlie values and artifacts. Meeting customer need is more important than profit is an example of a basic assumption, as it reflects a deep-rooted belief that influences the values and artifacts of the organization. The other options are examples of artifacts or values, not basic assumptions.

• Question 32:

  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. Empowering employees for broad-based action

  C. Generating short-term wins

  D. Creating the guiding coalition

  Correct Answer: D

  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.

• Question 33:

  Which management approach is recommended to help people through the neutral zone' phase of Gridges' model of human transition?

  A. Hold on to established routines wherever possible

  B. Reduce gossip by limiting social occasions at work.

  C. Direct feedback through the normal line management processes

  D. Describe thisperiod as an opportunity to learn

  Correct Answer: D

  Bridges' model of human transition describes three phases that people go through when they experience change: ending, losing, and letting go; the neutral zone; and the new beginning. The neutral zone is a period of uncertainty, confusion, and anxiety, but also creativity, innovation, and learning. To help people through this phase, change leaders should describe this period as an opportunity to learn new skills, explore new possibilities, and experiment with new solutions. The other options would not help people through this phase, as they would either maintain the status quo, increase gossip and rumors, or limit feedback channels.

• Question 34:

  Which is a description of the role of Line Management in the change process?

  A. Develops communications networks across the organization

  B. Tests thinking and advises on effective delivery of change

  C. Provides financial resources to support specific change tasks

  D. Ensure senior managers are committed to the changes

  Correct Answer: B

  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 andadvises 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.

• Question 35:

  Which is an effect in an organization if the psychological contract between an organization and its staff is broken?

  A. Additional change agents will be need to be appointed

  B. Staff will be more willing to help achieve the outcomes of change

  C. The likelihood of achieving performance targets reduces.

  D. There will be no effect if senior managers maintain discipline

  Correct Answer: C

  The psychological contract is the unwritten and implicit agreement between an organization and its employees, which defines their mutual expectations and obligations. The psychological contract can be broken when either party fails to fulfill their promises or obligations, such as changing the terms and conditions of employment, reducing the benefits or rewards, or violating the trust or respect. When the psychological contract is broken, it can have negative effects on the organization, such as lower employee engagement, commitment, and loyalty; higher turnover, absenteeism, and grievances; and lower productivity, quality, and innovation. Therefore, one of the effects of breaking the psychological contract is that the likelihood of achieving performance targets reduces. The other options are not effects of breaking the psychological contract, but rather causes or consequences of other factors.

• Question 36:

  According to Morgan, what metaphor describes an organization where formal management of change is impossible?

  A. Flux and transformation

  B. Machines

  C. Political systems

  D. Brains

  Correct Answer: A

  According to Morgan, flux and transformation is a metaphor that describes an organization where formal management of change is impossible because the organization is constantly changing and evolving in response to its environment. This metaphor views organizations as complex adaptive systems that are self-organizing, emergent, and nonlinear.

• Question 37:

  Which is an engagement level of Mayfield's stakeholder radar technique?

  A. Ideal

  B. Required

  C. Must have

  D. Vital

  Correct Answer: B

  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.

• Question 38:

  Which of the following is a purpose of creating a change management plan when preparing for change?

  A. Document the set of typically recurring actions that contribute to change readness'

  B. Provide a detailed schedule of project and their dependencies

  C. Capture of full list of issues to be resolved before change can start

  D. Record a list of all the change risks and the responsive actions required.

  Correct Answer: D

  One of the purposes of creating a change management plan when preparing for change is to record a list of all the change risks and the responsive actions required. This helps to identify potential threats and opportunities for the change and plan how to mitigate or exploit them. The other options are not purposes of a change management plan, but rather outcomes or inputs of other processes or activities.

• Question 39:

  Which is a benefit of using change agent networks?

  A. They take charge of defining and appropriate strategy for change

  B. They take accountability for delivering all change objectives within agreed timescales

  C. They provide reports to management on staff performance

  D. They help people keep up to date and involved in the change

  Correct Answer: D

  Change agent networks are groups of people who act as advocates, champions, or ambassadors for a change within an organization. They can help to communicate, implement, and sustain the change at different levels and locations. One of the benefits of using change agent networks is that they help people keep up to date and involved in the change, as they provide information, feedback, support, and guidance throughout the change process. The other options are not benefits of using change agent networks, as they either imply different roles or responsibilities for the change agent networks or are not relevant to their function.

• Question 40:

  When holding a facilitated workshop to identify stakeholders for a change, which technique is the MOST useful for capturing this information?

  A. Mindmapping

  B. Stakeholder Radar

  C. Personas

  D. Empathay maps

  Correct Answer: A

  Mindmapping is a technique that is most useful for capturing information when holding a facilitated workshop to identify stakeholders for a change. Mindmapping is a visual way of organizing and presenting information that allows participants to brainstorm ideas, identify connections, and group similar stakeholders together. Mindmapping can help to create a comprehensive and clear picture of all the stakeholders involved in a change initiative. References: https://apmg-international.com/files/document/change-management-foundation-online-brochure https://www.mindtools.com/pages/article/newISS_01.htm