To our selected organization means that anchors of organizational behavior knowledge is

multiple level of analysis because of there is individual level, group level and organizational
level of analysis . The levels of organizational behavior collectively affect the elements of human
output.

It proposes three levels of analysis in OB. As we move from the individual level to the
organization systems level, we add systematically to our understanding of behavior in
organizations.

In individual level most of the employees are happy for their work environment because of
there is a good communication with their bosses or managers, there is a good café, and there is
good furniture on their office. So individually they are happy. But a few employees are not
happy by their salary some of these employees are careless for hard working because of their
salary is not enough for their work they want to change their work when they are get better
salary from this organization.

Individual differences

Even though various job environments can be stressful to employee and fuel employee

turnover, some employees may stay longer in a certain company. Such employees exhibit a high

level of personality such as the ability to manage stress, being friendlier at work, high level of

diligence and great perseverance. Employees who have a great personality at work may also

perform better, which motivates them to stay longer in the company.in addition, such employees

develop healthy working relationships with bosses and employees, which ensures that they stay

longer in the organization .

Types of organizational behaviors

Different organizational behaviors that strategize people's skills and knowledge include

job performance, organizational citizenship behaviors, absenteeism, and employee turnover .

1. Job performance level

A strategic approach to organizational behavior may involve the assessment of employees' job
performance. Notably, job requirements differ according to the demands and roles of each job.
Organizational managers utilize various metrics to evaluate the performance of employees. Such
metrics may include the quantity and quality of each worker's work .Some employees may also
exhibit a great level of accuracy and high speed in the completion of tasks. Therefore, managers
also determine the general efficiency of each employee. They use such measures to determine
job promotion, award incentives, assign extra duties, or terminate an employee's services from
the company. As a result, organizational managers utilize job performance evaluation strategies
to track and observe human behavior in the workplace.

1.1Factors that determine job performance

Fair treatment of employees

One of the factors determining employee performance involves employee treatment in

the workplace. If employees feel that their employers treat them justly, they tend to perform way
much better than employees who feel unfairly treated. In addition, if employees have a good
working relationship with their employer, they feel motivated to be productive. Furthermore, if
interrelationships between employees are healthy, they tend to work together to achieve the
organization's goals. High employee performance is seen as a way of reciprocating the fair
treatment given to them by their managers. Employees whose work is recognized and rewarded
by the employers seem to perform better in their line of work.

1.2 Stress

Stressful situations greatly influence an employee's performance level at work. High

levels of stress might cause mental instability, draining employees of the energy required to
perform their duties. The distraction might occur when employees tend to divert their energy

towards the stressful situation, which makes them neglect their duties. In addition, employees

whose roles are conflicting and not clearly defined may also exhibit low-performance levels.

Some sources of stress may be external such as domestic issues, health issues and social issues
away from the workplace. For instance, an employee might conflict with their spouse at home or

not provide for the basic needs such as paying school fees, which might affect their concentration

at work.

1.3 Work attitudes

Employees' attitudes also affect their job performance, especially job satisfaction.

Organizational managers should assess if the employees are satisfied while performing their

tasks as it acts as an indicator of job performance. Employees perform better when they are

satisfied. However, there are some fields where employees have to perform their tasks even if

they are not satisfied due to moral obligations associated with their duties. Employees such as

nurses might still perform in their duties even if the work environment is unsatisfying because

they feel morally obligated to attend to patients (Bryant, Will, et al. 2021).

Personality

Organizational managers must also consider employee's personalities as they also affect

their job performance. Employees who exhibit high levels of diligence perform effectively at

work. Mostly, such employees may be consistent, trustworthy and motivated to meet the

organization's objectives. They tend to outshine others in many instances hence become prone to

promotion, rewards and incentives.

1.4 Employees' skills and knowledge

Employee's skills and know-how enhance their ability to respond to strenuous job
situations. Therefore, organizational managers look out for employees' skills in determining

recruitment, promotion and assignment of roles. The cognitive and physical skills of employees

determine their performance level within the organization.

2 Organizational Citizenship Behaviors

The second type of organizational behavior involves citizenship. Organizational managers

should encourage citizenship behaviors as they play a part in ensuring productivity in the
organization. Organizational citizenship behaviors are encountered when employees conduct
tasks that are not mandatory but enhance the workforce's overall performance. In so doing,
employees help other employees reach performance tasks and benefit from the actions. Examples
of citizenship behaviors include orientation of new staff members, volunteering to plan a team-
building activity and offering suggestions on how to enhance business operations within the
organization.

One of the factors determining employee performance involves employee treatment in the
workplace If employees feel that their employers treat them justly, they tend to perform way
much better than employees who feel unfairly treated.

2.1 Factors that determine organizational citizenship behaviors

2.1.1Motivation

Employees may find the need to help their fellow colleagues if they feel an inner drive to

do so. Such motivation is intrinsic since it is not based on external rewards, which may push one

to offer help .

2.1.2 Employee treatment

If employees are treated fairly at the work place, they tend to develop strong citizenship

behavior. Therefore, managers should take advantage of such knowledge to manage citizenship

behaviors among the employees. The company managers can attain success in managing their

employees’ behavior through ensuring a healthy working relationship with their employees,
among employees and existing trust among each other. When workers feel that they well treated,

they tend to reciprocate by practicing citizenship behavior.

2.1.3 Personality

Although personality determines an employee’s job performance, organizational

managers should be aware that personality is a huge contributor towards organization citizenship

behavior. Diligent employees tend to exercise citizenship behaviors more than their

counter parts. In addition, employees who exhibit positive affectivity and are friendlier also

conduct citizenship behaviors more often .

2.1.4 Job attitude

Employees with a positive job attitude may end up practicing citizenship behavior at

work. For instance, employees who are more contented at work, loyal employees and those who

are able to manage their moods may help others around as compared to other employees. On the

other hand, unhappy employees may appear distracted and maybe disinterested in helping others

to achieve tasks .

The organizational components that to be managed

There are four components that to be manages the organizational behavior in the contemporary

of the business these are classified into people, technology, structure and environment.

First, an organization consists of people who have different cultural and socio-economic
backgrounds. Therefore, organizational managers are handles employees carefully to avoid a
cultural conflict in the workplace.

Secondly, technology plays a part in the running of the organization .Technology affect

employee behavior in terms of increased production and improved quality of goods and services.

On the other hand, technology may result in loss of jobs, especially where automated
systems are employed by the organization. Additionally, employees who lack technological

knowledge may also perform poorly and may be fired from their jobs.

Thirdly, organizational managers have to utilize the structure of the organization to effectively
attain the company goals.

There must be effective coordination between different departments for successful operations of

the business.

Lastly, the environment affects all the other three factors in that they all operate in

the environment. The organizations operate within internal and external environments which

influence their operations. As a result, managers enhance social relationships among

employees to provide a conducive environment for work .

From evolution of management thoughts applicable by this company is

theory of Bureaucracy because of :-

The organization is viewed as a type of social relationship that has regulations enforced –

Has a few people at the top, making decisions and a chain of middle managers and lower-level
people below them carrying out specific functions

 Orders come from top down in a manner mimicking the military creating consistency and
precision.
 clearly defined and specialized functions;
 use of legal authority;
 hierarchical form;
 written rules and procedures
 technically trained bureaucrats
 appointment to positions based on technical expertise
 promotions based on competence
 Clearly defined career paths.
In a bureaucracy, a manager’s formal authority derives from the position he or she holds in the
organization.

 Authority - the power to hold people accountable for their actions and to make decisions
in reference to the use of organizational resources.
 In today’s business models, this type of theory is not very common.
 Nowadays, we see more of an informal authority approach in which there is personal
expertise, technical knowledge, moral worth, and the ability to lead and to generate
commitment from subordinates, without the use of this absolute power from one
individual.
 In a bureaucracy, people should occupy positions because of their performance, not
because of their social standing.
 Some organizations and industries are still affected by social networks in which personal
contacts and relations, not job-related skills, influence hiring and promotional decisions.
 The old ways, of not what you know, but who you know, are still around in today’s
society, but it can only get you so far.
 In today’s business world, what you know and educational knowledge, play a very
important part in moving up the corporate latter and being able to maintain a managerial
position requires the utilization of staying current on up to date techniques and
information.

Fixed division of labor and specialization

 All responsibilities in an organization are specialized, with each area having a

specific set of official duties and rights

Hierarchy of offices

 Employees are organized and ranked according to their degree of authority within
the organization
 Top positions administer and control the lower positions.
  However, lower offices should maintain a right to appeal decisions made higher
in the hierarchy.
 Each hierarchy has its own sphere of competence, allowing for a clear chain of
command, control and order organization. Employees in the area have the
expertise to carry out the task

Advantages of bureaucratic

 Protects employees from unfair rulings from leaders which gives a greater sense of
security to the employees.
 Creates an opportunity for employees to become specialists within one specific area,
increasing the effectiveness and efficiency in each area of the organization.
 Creativity and stability are promoted within their respective duties and sub-tasks

Disadvantages of bureaucratic

 It is difficult to determine who is responsible for having made the decision, creating a
feeling of powerlessness amongst employees.
 There is diffusion of responsibility and subsequent refusal to make a decision.
 E.g. To get something done you need 6 different approvals on 6 different forms and each
refusing to give approval until the other 5 have given theirs
 Organizational structure is too inflexible to effect necessary changes efficiently.
 It is too difficult to determine specific individual contribution to successful patient care
outcome.
 The top bottom hierarchy does not utilize specialized lower level to make decisions in
their field of specialty
 Over specialization, makes individuals not aware of larger consequences of their actions.
 Not allowing people to use common sense, as everything must be as is written by the law.
 There is rigidity making decision-making slow or even impossible when facing some
unusual case, and similarly delaying change and evolution