Question 11 (1 point)

What is the motivation performance equation?

Question 11 options:

	performance = f (motivation x ability x opportunity)
	performance = f (expectancy x instrumentality x valence)
	performance = f (equity x behavior modification x opportunity)
	performance = f (ability x expectancy x valence)

Question 12 (1 point)

Many times we make poor decisions because we limit our options and fall prey to various biases. What is it called when we only come up with two options to a problem?

Question 12 options:

	black and white fallacy
	satisficing
	inference
	limited options bias

Question 13 (1 point)

If a worker repeatedly comes to work late and you do not correct the behavior and there are seemingly no repercussions to this employees actions, what theory/approach states that other employees may become de-motivated and most likely start coming to work late too?

Question 13 options:

	expectancy theory
	Maslows hierarchy of needs theory
	equity theory
	goal setting theory

Question 14 (1 point)

What are you doing if you attribute your personal success to internal causes and personal failures to external causes?

Question 14 options:

	using self serving bias
	making a fundamental attribution error
	taking action
	satisficing

Question 15 (1 point)

It is important to make sure we are solving the correct problem and look to root causes and not symptoms of problems. Ways to solve the wrong problem precisely is too pick the wrong stakeholders, frame the problem too narrowly, and a failure to think systemically or find the facts.

Question 15 options:

	True
	False

Question 16 (1 point)

Which of the following is true regarding over-confidence?

Question 16 options:

	people greatly overestimate the true probability of success
	reliance on past performance is used to predict future success
	there is virtually no relationship between one's confidence level about being right and actually being right
	all of the above are true - giving feedback about being over-confident and asking others to explain their confidence estimates can lead others to rethink and reduce their confidence estimates to be more realistic

Question 17 (1 point)

Which of McClelland's Learned Needs of motivation describes an individual that will volunteer for leadership opportunities, are willing to assert themselves, and have a need to have an impact?

Question 17 options:

	Need for Achievement
	Need for Power
	Need for Affiliation
	Need for a Time-Out

Question 18 (1 point)

Motivation comes from three main sources: the person, the manager, and the job itself. To make the job more motivating, managers can utilize the job characteristics model to provide skill variety, task identity, task significance, autonomy and feedback.

Question 18 options:

	True
	False

Question 19 (1 point)

To illustrate distributive justice and the concept of original position, what illustration was used in the lecture?

Question 19 options:

	Three bears
	Three fish
	Three lawyers
	Three managers

Question 20 (1 point)

What am I doing if I observe data, make an assumption, adopt a belief and take an action based on that observation? For example, a worker comes to a meeting late and doesnt explain why so I assume he wasnt prepared, and decide not to include him in the project any longer.

Question 20 options:

	Making an inference
	Making a wise choice
	Being efficient
	Being apathetic