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APMG-International Change-Management-Foundation Fragen und Antworten, Change Management Foundation Exam Prüfungsfragen

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APMG-International Change-Management-Foundation Prüfungsplan:

Thema
Einzelheiten

Thema 1

Change Management Models and Theories: This section discusses Lewin's 3-Stage Model, Kotter's 8-Step Process, ADKAR Model, and Kübler-Ross Change Curve.

Thema 2

communication methods and channels, and effective messaging for different stakeholder groups.

Thema 3

Introduction to Change Management: This section covers the definition and importance of change management, types of organizational change, and the role of change managers.

Thema 4

Communication in Change Management: This section covers developing a communication strategy

Thema 5

Ethics and Change Management: This section covers ethical considerations in change management, managing the human side of change, and organizational and individual needs.

Thema 6

Engaging and communicating with stakeholders, change Impact and Readiness, conducting change impact assessments, assessing organizational readiness for change, and identifying and managing resistance to change.

Thema 7

Stakeholder Management: This section covers identifying stakeholders, stakeholder analysis techniques

Thema 8

Organizational Culture and Change: This section covers the understanding of organizational culture, the impact of culture on change initiatives, and cultural change.

Thema 9

Change Management Planning: This section covers creating a change management plan, integrating change management with project management, and resource allocation for change initiatives.

APMG-International Change Management Foundation Exam Change-Management-Foundation Prüfungsfragen mit Lösungen (Q69-Q74):

69. Frage
According to Glaser and Glaser, which element of team effectives enables team members to help each other address challenges?

A. Team mission, planning and goal setting.
B. Team inter-personal relationships
C. Team operating processes
D. Team roles

Antwort: B

Begründung:
Explanation
According to Glaser and Glaser, team effectiveness is influenced by four elements: team mission, planning and goal setting; team roles; team operating processes; and team inter-personal relationships. Team inter-personal relationships refer to the quality of communication, trust, respect, and collaboration among team members.
This element enables team members to help each other address challenges, as well as share feedback, ideas, and emotions. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)

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

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

Antwort: D

Begründung:
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)

71. Frage
According to Pink, which three factors are key motivators for "knowledge work"?

A. Hygiene factors, autonomy, and self-actualization
B. Autonomy, mastery, and purpose
C. Autonomy, safety, and self-esteem
D. Dissatisfiers, rewards, and safety

Antwort: B

Begründung:
Comprehensive and Detailed In-Depth Explanation:
Daniel Pink's motivation theory, integrated into the APMG Change Management Foundation, redefines drivers for knowledge work (tasks requiring creativity and problem-solving). Let's unpack this thoroughly:
*Pink's Theory: In Drive, Pink argues traditional motivators (e.g., pay) are insufficient for knowledge workers. He proposes three intrinsic factors: Autonomy (control over work), Mastery (improving skills), and Purpose (connecting to a larger goal). These resonate with modern change contexts where engagement is key.
*Option A: Dissatisfiers, rewards, and safety - Dissatisfiers and rewards echo Herzberg's extrinsic factors (e.
g., salary), while safety might relate to job security. Pink critiques these as outdated for knowledge work, focusing instead on intrinsic drivers, so this is incorrect.
*Option B: Autonomy, safety, and self-esteem - Autonomy fits Pink's model, but safety and self-esteem align more with Maslow's hierarchy (security and esteem needs) than Pink's focus. They're not his core triad, making this wrong.
*Option C: Hygiene factors, autonomy, and self-actualization - Hygiene factors (Herzberg's term for basics like pay) aren't Pink's focus, though autonomy is correct. Self-actualization (Maslow) is broader than Mastery or Purpose, missing Pink's specificity.
*Option D: Autonomy, mastery, and purpose - Correct. Autonomy lets workers shape their tasks (e.g., choosing how to implement a change). Mastery drives skill growth (e.g., mastering a new tool). Purpose ties work to meaning (e.g., improving customer lives). The APMG framework applies this to change, like motivating a team to adopt a system by giving them control, skill-building, and a clear "why."
*Example: A developer adopting Agile might thrive with autonomy (setting their sprint tasks), mastery (learning new coding techniques), and purpose (enhancing user experience), aligning with Pink's model and APMG's use in knowledge-intensive change.
*Contrast: Unlike Herzberg's external motivators, Pink's factors are internal, making Option D uniquely accurate.

72. Frage
Which is the BEST example of a disadvantage to an organization of making or marketing an external appointment to a change learn?

A. Lack of an emotional connection to how things work now.
B. Too much knowledge of how things work and terminology used
C. An increased risk that people will feel change is being imposed
D. They may not devote oftheir time to the change

Antwort: C

Begründung:
Explanation
Making or marketing an external appointment to a change team is a decision that can have advantages and disadvantages for an organization. One possible disadvantage is that it can increase the risk that people will feel change is being imposed by outsiders who do not understand or care about their situation or needs. This can lead to resentment, resistance, or distrust among the staff or stakeholders affected by the change.
Therefore, option A is the best example of a disadvantage of making or marketing an external appointment to a change team. The other options are not disadvantages, as they either imply advantages or are not related to making or marketing an external appointment. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)

73. Frage
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 augmented
B. Resisting forces need to be increased
C. Driving forces need to be decreased
D. Restraining forces to be increased

Antwort: A

Begründung:
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.References: https://apmg-international.com/sites/default/files/Change%
20Management%20Foundation%20Sample%20Paper%203%20-%20v1.0.pdf (page 11)

74. Frage
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