In the present day India the industrial scene has undergone tremendous change. The Indian Govt until the last decade of the last century protected the Indian industry from foreign competition but from 1992 the situation has changed, the economy was thrown to the multinationals. With a view to face the challenges posed by the multinationals a sea change in the attitudes of all those in a particular organization was a must. The responsibility to do this fell squarely on the shoulders of every manager. It called for the knowledge of the human behavior at work.
Also these days the composition of the workforce has undergone tremendous change. The industrial worker of today is more educated than his counterpart some ten or 15 yrs before. The mix of the skills has also changed. If a manager desires to be effective he must understand the behavioral angularities of the employees. In a nutshell to be efficient as well to be a effective a manager cannot be contented with having the knowledge of his area of work only. Typically the discipline of OB attempts to accumulate the knowledge about the human behavior at work. This is not to say that in the absence of this study of OB a manager may be ineffective. However it does mean that in the absence of the knowledge or study of OB the dealings of the manager with the employees will be a game of trial and error. In the modern times a manager cannot afford to have trail and error and hit and miss. It is expected of the manager that he hit the bull's eye in the first attempt itself. Therefore every manager, irrespective of his specialty, or the functional area should study the discipline of O.B.
Studying organizational behavior is important because it enhances our personal and Organizational productivity, and in turn, the productivity of the nation. It will increase the understandings about managing oneself, as well as others. All of us interact with others, whether this is in the capacity of co-worker and team member, or in the capacity of coordinator or manager, of whatever level.
