Question # 1
| 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.
Explanation:
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 # 2
| Which of the following statement about communication approaches that encourage engagement during change are true?
It is helpful to delay communication until all the information is avoiding the risk of misleading people with insufficient data.
An external communications agency should be asked to relay messages when dealing with a difficult change. | | A. Only 1 is true | | B. Only 2 is the true | | C. Both 1 and 2 are true | | D. Neither 1 or 2 is true |
D. Neither 1 or 2 is true
Explanation:
Communication approaches that encourage engagement during change should be timely, transparent, honest, consistent, and two-way. It is not helpful to delay communication until all the information is available, as this can create uncertainty and anxiety among stakeholders. It is also not advisable to use an external communications agency to relay messages when dealing with a difficult change, as this can undermine trust and credibility of the change leaders.
References:
https://apmginternational.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper%201%20-%20v1.0.pdf (page 11)
Question # 3
| When starting to identify the impacts of a change initiative, which description BEST fits one of the recommended key inputs? | | A. An assessment of where people are on the change curve | | B. An organization chart showing senior positions in the new structure | | C. A statement of the differences between the current and future states | | D. The planned frequency of staff engagement surveys |
C. A statement of the differences between the current and future states
Explanation:
When starting to identify the impacts of a change initiative, one of the recommended key inputs is a statement of the differences between the current and future states. This helps to define the scope, scale, and nature of the change, as well as the gaps and opportunities that need to be addressed. The other options are not key inputs for identifying the impacts of a change initiative, but rather outcomes or activities of other processes or stages in the change process.
References: https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper%2031%20-%20v1.0.pdf (page 11)
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
Explanation:
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.
References: https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper%2014%20-%20v1.0.pdf (page 11)
Question # 5
| 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 |
B. Tests thinking and advises on effective delivery of change
Explanation:
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. References: https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper%2021%20-%20v1.0.pdf (page 11)
Question # 6
| According to Schein, which approach would decrease learning anxiety? | | A. Reminding the stakeholders of all the times they have failed to change | | B. Encourage staff to try new things | | C. Penalising staff who make mistakes | | D. Creating a sense that the organization might fail if the change is NOT made. |
B. Encourage staff to try new things
Explanation:
According to Schein, learning anxiety is the fear or discomfort that people experience when they are asked to learn something new or change their behavior. To decrease learning anxiety, change leaders should create psychological safety, which is the sense of trust and support that people feel when they are learning or changing. One way to create psychological safety is to encourage staff to try new things and experiment without fear of failure or punishment. The other options would increase learning anxiety, as they would create more pressure, stress, and negativity for the staff.
References: https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper%206%20-%20v1.0.pdf (page 11)
Question # 7
Which is a correct description of how Tuckman’s five phases of team development work in practice?
| | A. Once a stage is completed a team never returns to it. | | B. Successful teams always stay in the performing stage | | C. Teams may go backwards or oscillate between the stages | | D. An equal amount of time is spent in each stage |
C. Teams may go backwards or oscillate between the stages
Explanation:
Tuckman’s five phases of team development are a model that describes how teams evolve and mature over time. The five phases are: forming, storming, norming, performing, and adjourning. In practice, teams may not follow these phases in a linear or sequential way, but may go backwards or oscillate between the stages depending on various factors, such as changes in goals, leadership, membership, or context. Therefore, team leaders and members need to be aware of the current stage of their team and adapt their behaviors and actions accordingly.
References:
https://www.mindtools.com/pages/article/newLDR_86.htm
https://www.researchgate.net/publication/235298447_Developmental_Sequence_in_Small_Groups
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FAQs of Change-Management-Foundation Exam
What
is the APMG-International Change Management Foundation Exam?
The
APMG-International Change Management Foundation Exam is a certification test
that validates your understanding of change management principles, practices,
and frameworks, as defined by the Change Management Body of Knowledge.
What
topics are covered in the Change Management Foundation Exam?
The
exam covers essential areas like individual change, organizational change,
communication, stakeholder engagement, and change management practices.
What
is the passing score for the Change Management Foundation Exam?
You
need to score at least 25 out of 50 (50%) to pass the exam.
How
long do I have to complete the Change Management Foundation Exam?
The
exam duration is 40 minutes.
Is
the Change Management Foundation Exam open book?
No,
the exam is closed book, meaning you cannot use any reference materials during
the test.
What
is the format of the Change Management Foundation Exam?
The
exam is a multiple-choice test designed to assess your understanding of key
change management concepts.
Do
I need any prerequisites to take the Change Management Foundation Exam?
There
are no formal prerequisites, but a basic understanding of change management
principles is recommended.
Can
I take the Change Management Foundation Exam online?
How
is the Change Management Foundation Exam scored?
The
exam is scored based on the number of correct answers out of 50, with a passing
score being 25 or more.
What
study materials are recommended for the Change Management Foundation Exam?
"The
Effective Change Manager’s Handbook" is the primary recommended resource
for exam preparation.
Can
I retake the Change Management Foundation Exam if I fail?
Yes,
you can retake the exam. Policies regarding retakes vary by training provider.
What
is the difference between the Foundation and Practitioner levels in Change
Management?
The
Foundation level assesses your understanding of change management principles,
while the Practitioner level evaluates your ability to apply these principles
in real-world situations.
How
can I register for the Change Management Foundation Exam?
Registration
can be done through an accredited
training provider, either as part of a course or separately for the exam.
What
is the cost of the Change Management Foundation Exam?
The
cost typically ranges from £220 to £400, depending on the training provider and
whether the exam is taken independently or as part of a course.
Is
the Change Management Foundation Exam recognized globally?
Yes,
the APMG-International Change Management Foundation certification is recognized
worldwide and is respected in various industries.
Are
there practice exams available for the Change Management Foundation Exam?
Yes,
RealBraindumps offer practice
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