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APMG-International Change-Management-Foundation Exam Sample Questions

Question # 1

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

Answer

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)

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Question # 2

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

Answer

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)

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Question # 3

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

Answer

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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Question # 4

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

Answer

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.

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Question # 5

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

Answer

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)

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