FIRST-GRADE APMG-INTERNATIONAL CHANGE-MANAGEMENT-FOUNDATION STUDY TOOL ARE LEADING MATERIALS & CORRECT CHANGE-MANAGEMENT-FOUNDATION: CHANGE MANAGEMENT FOUNDATION EXAM

First-Grade APMG-International Change-Management-Foundation Study Tool Are Leading Materials & Correct Change-Management-Foundation: Change Management Foundation Exam

First-Grade APMG-International Change-Management-Foundation Study Tool Are Leading Materials & Correct Change-Management-Foundation: Change Management Foundation Exam

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APMG-International Change Management Foundation Exam Sample Questions (Q45-Q50):

NEW QUESTION # 45
According to Herzberg's research, which factor leads to high job satisfaction?

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

Answer: C

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%2016%20-%20v1.0.pdf (page 11)


NEW QUESTION # 46
When change takes a long time to embed, which is the MOST likely stakeholder response that may affect its momentum?

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

Answer: A

Explanation:
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)


NEW QUESTION # 47
Which definition describes 'transition' in Bridges' model of human transitions?

  • A. The emotional process of adjusting to a change
  • B. The physical process of adopting new changes
  • C. The planned actions required to make a change
  • D. The time elapsed between letting go of the old and experimenting with new ways

Answer: A

Explanation:
Comprehensive and Detailed In-Depth Explanation:
William Bridges' Transition Model is a key framework in the APMG Change Management Foundation, distinguishing between change (the external event) and transition (the internal psychological process). The model has three phases: Ending, Losing, Letting Go; Neutral Zone; and New Beginning. Let's evaluate each option with extensive detail:
*Option A: "The planned actions required to make a change" - This describes the mechanics of change (e.g., implementing a new system), not transition. Bridges focuses on the human experience, not logistical steps, so this is incorrect.
*Option B: "The emotional process of adjusting to a change" - This is the correct definition. Bridges emphasizes that transition is about how people emotionally and psychologically adapt to change. For example, when a company relocates, the change is the move, but the transition involves employees grieving the old office, feeling disoriented, and eventually embracing the new space. The APMG framework highlights this emotional journey as central to Bridges' model.
*Option C: "The time elapsed between letting go of the old and experimenting with new ways" - This partially aligns with the Neutral Zone phase but is too narrow. Transition encompasses the entire process (all three phases), not just a time segment, making this incomplete.
*Option D: "The physical process of adopting new changes" - This again focuses on external actions (e.g., using new tools), not the internal adjustment Bridges describes, so it's incorrect.
Option B captures the essence of Bridges' model: transition is an emotional, human-centered process, distinct from the tangible aspects of change. The APMG materials use this to explain why managing feelings-like resistance or hope-is critical during change initiatives.


NEW QUESTION # 48
Which advice is given about managing the 'complexresponsive processes' that surround emergent change?

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

Answer: A

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


NEW QUESTION # 49
Which reason explains why it is helpful to segment stakeholders?

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

Answer: A

Explanation:
Explanation
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.
References:
* https://apmg-international.com/files/document/change-management-foundation-online-brochure
* https://www.mindtools.com/pages/article/newPPM_07.htm


NEW QUESTION # 50
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