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

APMG International CHANGE-MANAGEMENT-FOUNDATION Online Questions & Answers

• Question 21:

  According to Herzberg's research, which factor leads to high job satisfaction?

  A. Responsibility
  B. Working conditions
  C. Salary
  D. Security
  A. Responsibility

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  Explanation/Reference:

  According to Herzberg's research, job satisfaction and dissatisfaction are influenced by two different sets of factors: motivators and hygiene factors. Motivators are factors that lead to high job satisfaction and motivation, such as achievement, recognition, responsibility, advancement, and growth. Hygiene factors are factors that do not cause satisfaction, but can cause dissatisfaction if they are absent or inadequate, such as working conditions, salary, security, and supervision. Therefore, responsibility is a motivator that leads to high job satisfaction.

• Question 22:

  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
  C. The likelihood of achieving performance targets reduces.

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  Explanation/Reference:

  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 23:

  Which advantage relates to using a Persona to understand a stakeholder group?

  A. Allow checking of proposed solutions against this Persona to ensure solutions provide what is needed
  B. Enable a better understanding of the level of influence this stakeholder group has in the organization
  C. Allow tracking of how the members of this stakeholder group performance against their objectives
  D. Facilities more creative and innovative thinking amongst members of this stakeholder group
  A. Allow checking of proposed solutions against this Persona to ensure solutions provide what is needed

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  Explanation/Reference:

  A Persona is a fictional representation of a typical member of a stakeholder group, based on real data and insights. A Persona can help to understand the needs, goals, motivations, and challenges of a stakeholder group, as well as their attitudes and behaviors towards a change. One advantage of using a Persona is that it allows checking of proposed solutions against this Persona to ensure solutions provide what is needed and address any potential issues or concerns. References: https://apmg-international.com/files/document/change-management-foundation-online-brochure https://www.mindtools.com/pages/article/personas.htm

• Question 24:

  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/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 25:

  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
  A. Meeting customer need is more important than profit

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  Explanation/Reference:

  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 26:

  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/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 27:

  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
  A. Mindmapping

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  Explanation/Reference:

  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

• Question 28:

  Which characteristic can be tracked using Mayfield's stakeholder radar technique?

  A. The power/influence that a stakeholder has in a change throughout its lite
  B. The changes in roles and responsibilities during engagement
  C. The interest that a stakeholder has in a change through its life.
  D. Change in the stakeholder's engagement needs and domain
  D. Change in the stakeholder's engagement needs and domain

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  Explanation/Reference:

  Mayfield's stakeholder radar technique is a tool that helps to monitor and manage stakeholders throughout the life cycle of a change initiative. The technique involves plotting stakeholders on a radar chart according to four dimensions:

  engagement needs(how much attention they require), domain (their area of interest or expertise), impact (how much they are affected by the change), and influence (how much they can affect the change). By tracking these dimensions over

  time, the technique can help to identify changes in the stakeholder's engagement needs and domain, as well as any potential risks or opportunities for engagement.

  References:

  https://apmg-international.com/files/document/change-management-foundation-online-brochure

  https://www.mayfield.consulting/stakeholder-radar/

• Question 29:

  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/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 30:

  Which management approach is recommended to help people through the`endings'phase of Bridges model of human transition?

  A. Look for quick successes to announce
  B. Concentrate on the emotional content of issues
  C. Be clear about the scope of the change
  D. Encourage people to turn their backs on the past
  B. Concentrate on the emotional content of issues

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  Explanation/Reference:

  Bridges model of human transition is a framework that describes how people experience and cope with change. The model consists of three phases: endings, neutral zone, and new beginnings. The endings phase is when people have to let go of the old situation and deal with the loss and uncertainty that comes with change. The recommended management approach to help people through this phase is to concentrate on the emotional content of issues, that is, to acknowledge and address the feelings and reactions that people have, such as anger, denial, or sadness. This can help people to accept the change and move on to the next phase.