APMG International CHANGE-MANAGEMENT-FOUNDATION Online Practice Questions and Exam Preparation

APMG International CHANGE-MANAGEMENT-FOUNDATION Online Questions & Answers

• Question 1:

  Which statement describes an advantage of using storylelling to engage people's hearts and mind more fully when communicating change?

  A. Stories primarily engage rational thought so people logically work out what to do
  B. Stories engage people by providing detailed plans and timescales for change
  C. Stories engage people with the challenges ahead and how can be overcome
  D. Stories entertain and help people relax, so they can be more positive about the change
  C. Stories engage people with the challenges ahead and how can be overcome

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  explanation:

  Explanation/Reference:

  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.

• Question 2:

  Which advice is given about managing the `complexresponsive processes' that surround emergent change?

  A. He prepared to spend time addressing every specific issue that anses
  B. Focus on the main purpose of the change father than specific events
  C. Restrict communications about change to only those who need to know
  D. Ignore any `unofficial' discussions between managers and staff
  B. Focus on the main purpose of the change father than specific events

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  explanation:

  Explanation/Reference:

  Emergent change is a type of change that arises from within an organization, rather than being imposed from outside. Emergent change is influenced by complex responsive processes, which are the patterns of interaction and communication that occur among people in an organization. To manage these processes, change leaders should focus on the main purpose of the change rather than specific events, as this helps to create a shared vision and direction for the change. The other options are not good advice for managing complex responsive processes, as they either ignore, restrict, or overreact to them, which can hinder the emergence and adaptation of the change.

• Question 3:

  According to Lewin's Force-field analysis' which action needs to occur if an organization desires to make change more quickly?

  A. Driving forces need to be decreased
  B. Driving forces need to be augmented
  C. Restraining forces to be increased
  D. Resisting forces need to be increased
  B. Driving forces need to be augmented

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  explanation:

  Explanation/Reference:

  Lewin's force-field analysis is a tool to identify the driving and restraining forces for a change. Driving forces are those that push for the change, while restraining forces are those that oppose or resist the change. To make change more quickly, driving forces need to be augmented (increased or strengthened) and/or restraining forces need to be reduced or removed.

• Question 4:

  Which is a desired characteristic of a vision statement for a change?

  A. It is veritable so its achievement can be confirmed
  B. Explains the future organization structure in detail
  C. Lists all the activities needed to achieve the changes
  D. Sets out several promises that may be hard to measure
  A. It is veritable so its achievement can be confirmed

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  explanation:

  Explanation/Reference:

  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.

• Question 5:

  Which workplace provision addresses Maslow's social needs?

  A. Job security
  B. Career development opportunities
  C. Team-building exercises
  D. Generous pensions
  C. Team-building exercises

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  explanation:

  Explanation/Reference:

  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)

• Question 6:

  Which action, taken as part of the four-step emergent change process, addresses the currentconsequences of the change not yet being a reality?

  A. Identify what people are experiencing once the chances are complete
  B. Capture what people are experiencing in the present state
  C. Create a vision statement that captures the desired future state
  D. Develop a route-map for implementing the required changes
  B. Capture what people are experiencing in the present state

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  explanation:

  Explanation/Reference:

  The four-step emergent change process is a tool to facilitate change that emerges from within an organization, rather than being imposed from outside. The four steps are:

  Capture what people are experiencing in the present state Identify what people are experiencing once the changes are complete Create a vision statement that captures the desired future state Develop a route-map for implementing the

  required changes Therefore, the action that addresses the current consequences of the change not yet being a reality is to capture what people are experiencing in the present state.

• Question 7:

  Which statement describes `shared values' in the McKinsey 7S model?

  A. The ability of employees to perform their roles
  B. The introduction of matrix management
  C. The attitude of staff toward their work
  D. The management style adopted by senior leaders
  C. The attitude of staff toward their work

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  explanation:

  Explanation/Reference:

  The McKinsey 7S model is a framework to analyze and improve organizational performance and effectiveness. The model consists of seven interrelated elements: strategy, structure, systems, shared values, skills, style, and staff. Shared values refer to the core values and beliefs that guide the organization's vision, mission, and culture. The attitude of staff toward their work is an example of shared values. The other options are examples of other elements in the model.

• Question 8:

  Which reason explains why it is helpful to segment stakeholders?

  A. Identities individuals or groups who are resisting change
  B. Enables different approaches and analysis techniques to be used with different stakeholder groups
  C. Helps identify the organization's culture for scoping appropriate engagement
  D. It highlights the level of influence and interest stakeholders have in the planned change
  B. Enables different approaches and analysis techniques to be used with different stakeholder groups

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  explanation:

  Explanation/Reference:

  Segmenting stakeholders is the process of dividing them into groups based on common characteristics, such as roles, interests, needs, expectations, or attitudes towards the change. One reason why it is helpful to segment stakeholders is that it enables different approaches and analysis techniques to be used with different stakeholder groups. For example, segmenting stakeholders can help to tailor communication messages and channels to suit each group's preferences and concerns, or to apply different engagement strategies and tactics to address each group's level of influence and impact.

• Question 9:

  Which item should be included within the communication plan?

  A. The expected benefits of implementing a change
  B. The reasons behind change initiative and the priorities for implementation
  C. Details on what preparations have the completed prior to a change
  D. How the results of a communication activity will be monitored and evaluated
  D. How the results of a communication activity will be monitored and evaluated

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  explanation:

  Explanation/Reference:

  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.

• Question 10:

  WhichMBTI畃reference would bring a rational approach to selecting an outcome?

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

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  explanation:

  Explanation/Reference:

  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.