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APMG-International Certification
Change-Management-Foundation Exam
APMG-International.Change-Management-Foundation.v2023-11-13.q18 Dumps

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Question 1

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

Explanation
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. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)

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Question 2

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

Correct Answer: D

Explanation
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/

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Question 3

When change takes a long time to embed, which is the MOST likely stakeholder response that may affect its momentum?

A.Change work priorities to devote more time to change
B.Withdraw attraction and focus on day to day tasks
C.Redefine the changes to suite then better
D.Complain to senior management that change is being badly managed

Correct Answer: B

Explanation
When change takes a long time to embed, stakeholders may lose interest, enthusiasm, or commitment to the change. They may withdraw attention and focus on day to day tasks, as they feel that the change is not relevant, urgent, or beneficial for them. This may affect the momentum and success of the change. Therefore, option B is the most likely stakeholder response that may occur in this situation. The other options are less likely, as they either imply more involvement, effort, or feedback from the stakeholders. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)

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Question 4

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

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

Correct Answer: A

Explanation
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. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)

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Question 5

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

Explanation
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. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)

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