Given Focus:
Regulating individual behavior is the basic yet essential approach to managing organizational output.

Analysis:
Value and personality + other factors e.g. cultural or physical environments → Individual behavior → Organizational output

Content
1. Organizational Output by Individual Behavior
2. Individual Behavior
2.1 Definition
2.2 Types & Causes
2.2.1 Task Performance
2.2.2 Organizational Citizenship
2.2.3 Counterproductive Work Behaviors
2.2.4 Joining and Staying with the Organization
2.2.5 Maintaining Work Attendance
3. Value & Individual Behavior
4. Personality & Individual Behavior
5. Conclusion 1. Organizational Output by Individual Behavior
Some people say organizational output is affected by individual behavior. To examine the statement, let us firstly take a look at individual behavior.

2.2.3 Counterproductive Work Behaviors (CWBs)
Counterproductive work behaviors are known as voluntary behaviors that have the potential to directly or indirectly harm the organization1. These behaviors can be intentional or unintentional and result from a wide range of underlying causes and motivations. The variety of acts that are considered CWBs has led to attempts by researchers to create a coherent typology of CWBs. One four-class typology of CWBs divided the CWBs into the following categories:
1. Production deviance - involving poor attendance behaviors like leaving early, intentionally working slow, or taking unnecessarily long breaks;
2. Property deviance - involving sabotage of equipment, theft /destruction of property, and taking kickbacks;
3. Political deviance - involving showing favoritism, gossiping, or blaming others; and,
4. Personal aggression - involving harassment, verbal and physical abuse, misuse of information, time and resources, and endangerment.
Causes of CWBs
According to “Causal Reasoning Model of