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完璧なChange-Management-Foundationブロンズ教材 &合格スムーズChange-Management-Foundation認定内容 |真実的なChange-Management-Foundation問題集
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変化する地域に対応するには、問題を解決する効率を改善する必要があります。これは、試験に対処するだけでなく、多くの側面を反映しています。 Change-Management-Foundation実践教材は、あなたがそれを実現するのに役立ちます。これらの時間に敏感な試験の受験者にとって、重要なニュースで構成される高効率のChange-Management-Foundation実際のテストは、最高の助けになります。定期的にそれらを練習することによってのみ、あなたはあなたに明らかな進歩が起こったのを見るでしょう。それに、Change-Management-Foundation練習教材の利益を待つのではなく、支払い後すぐにダウンロードできるので、今すぐ成功への旅を始めましょう。
APMG-International Change-Management-Foundation 認定試験の出題範囲：
トピック
出題範囲
トピック 1
- Stakeholder Management: This section covers identifying stakeholders, stakeholder analysis techniques
トピック 2
- Change Management Models and Theories: This section discusses and Kübler-Ross Change Curve.
トピック 3
- Measuring and Sustaining Change: In this section, the focus is on the key performance indicators for change initiatives, monitoring and evaluating change progress, and strategies for sustaining change.
トピック 4
- Change Management Planning: This section covers creating a change management plan, integrating change management with project management, and resource allocation for change initiatives.
トピック 5
- Organizational Culture and Change: This section covers the understanding of organizational culture, the impact of culture on change initiatives, and cultural change.
トピック 6
- Communication in Change Management: This section covers developing a communication strategy
トピック 7
- Leadership and Change: In this section, the preference is given to the role of leadership in change management, change leadership styles, building and maintaining a guiding coalition, etc.
トピック 8
- communication methods and channels, and effective messaging for different stakeholder groups.
トピック 9
- Introduction to Change Management: ThiLewin's 3-Stage Model, Kotter's 8-Step Process, ADKAR Model, s section covers the definition and importance of change management, types of organizational change, and the role of change managers.
トピック 10
- Ethics and Change Management: This section covers ethical considerations in change management, managing the human side of change, and organizational and individual needs.
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APMG-International Change Management Foundation Exam 認定 Change-Management-Foundation 試験問題 (Q25-Q30):
質問 # 25
According to the Bechard and Harris change formula' which response will increase an individual's dissatisfaction with the status quo?
- A. Clarify the steps users need to take
- B. Focus on the benefits of the change
- C. Communicate the danger of inaction
- D. Amend performance targets during the change
正解：A
解説：
The Beckhard and Harris change formula is a tool to assess the readiness and motivation for change in an organization. The formula states that change will happen when D x V x F > R, where D is dissatisfaction with the status quo, V is vision of the desired future state, F is first steps or action plan for the change, and R is resistance to change. To increase an individual's dissatisfaction with the status quo, one possible action is to communicate the danger of inaction, such as the risks, threats, or losses that may occur if no change is made.
This can create a sense of urgency and need for change among the individual. The other options are not actions that will increase dissatisfaction with the status quo, but rather actions that will address other factors in the formula.
質問 # 26
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. Both 1 and 2 are true
- B. Neither 1 or 2 is true
- C. Only 1 is true
- D. Only 2 is the true
正解：B
解説：
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://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
質問 # 27
What kind of power is conveyed by a manager who is admired and respected by their subordinates and seen as a role model?
- A. Coercive
- B. Legitimate
- C. Referent
- D. Reward
正解：C
解説：
Comprehensive and Detailed In-Depth Explanation:
The APMG Change Management Foundation draws on French and Raven's Five Bases of Power to explain influence in change contexts. Referent power (Option D) arises from admiration, respect, and identification with an individual, often because they are seen as a role model. A manager who is admired and respected fits this description, as their influence stems from personal charisma and positive relationships rather than formal authority. Legitimate power (A) comes from a formal position, Reward power (B) from the ability to give benefits, and Coercive power (C) from punishment-none of which rely on admiration or role-model status.
質問 # 28
Which of the following statements about the concept of extinction in behavioral learning are true?
Extinction happens when rewards for a certain behavior are withdrawn
Reconditioning behavior after extinction takes as long as it did before extinction
- A. Both 1 and 2 are true
- B. Neither 1 or 2 is true
- C. Only 2 is true
- D. Only 1 is true
正解：D
解説：
Extinction is a concept in behavioral learning that describes what happens when rewards for a certain behavior are withdrawn. This can lead to the behavior being reduced or eliminated over time. However, reconditioning behavior after extinction does not take as long as it did before extinction, as there is still some memory or association of the behavior and the reward.Therefore, only statement 1 is true. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%
20Paper%2013%20-%20v1.0.pdf (page 11)
質問 # 29
According to Tuckman, in what stage of the team development model are team members likely to want to test and challenge assumptions?
- A. Performing
- B. Forming
- C. Storming
- D. Adjourning
正解：C
解説：
Comprehensive and Detailed In-Depth Explanation:
Tuckman's model (Forming, Storming, Norming, Performing, Adjourning) in the APMG Change Management Foundation describes team evolution. The question focuses on challenging assumptions. Let's explore each stage exhaustively:
*Forming: Members are polite, cautious, and focused on understanding roles. Assumptions exist but aren't tested-people avoid conflict. For example, a new change team might accept a plan without question initially.
*Storming: Correct answer. This stage involves conflict as members assert ideas and challenge norms. Testing assumptions (e.g., "Is this the best approach?") is natural as roles clarify and tensions rise. The APMG notes Storming's messiness drives growth, like a team debating a change timeline's feasibility.
*Performing: The team collaborates effectively, having resolved conflicts. Assumptions are aligned, not challenged, as focus shifts to results.
*Adjourning: Closure dominates, with reflection on achievements, not testing assumptions.
*Why B: Storming's friction is where assumptions are questioned, shaping team dynamics, per Tuckman and APMG.
質問 # 30
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