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'Organizational psychology is a field of study that examines how individuals and groups interact within organizations. Several theories within organizational psychology explain how organizations function and how individuals behave within them. Some of the key theories of organizational psychology include:' CLASSICAL THEORY OF ORGANISATIONAL PSYCHOLOGY What is a theory in research? A theory is a formulated to explain, predict, and understand phenomena and, in many cases, to challenge and extend existing knowledge, within the limits of the critical bounding assumptions. The theoretical framework is the structure that can hold or support a theory of a research study.

'The Classical theory of, organizational psychology refers to a set of theories that were developed in the early 20th century and focused on understanding and improving the efficiency of organizations. The three main theorists associated with classical theory are Max Weber, Henri Fayol, and Frederick Winslow Taylor.'

'The classical  theory  helps the  organization  to carry out  classical  analysis  about the  performance of the  employees in the  field Max Weber's theory emphasized the importance of bureaucracy in organizations. He believed that a clear hierarchy of authority, rules, procedures, and interpersonal relationships between employees would increase efficiency and productivity. Henri Fayol's theory focused on the functions of management, which he identified as planning, organizing, commanding, coordinating, and controlling. He believed managers should be trained in these functions to effectively manage an organization. Frederick Winslow Taylor's theory, also known as scientific management, focused on improving the efficiency of work processes through the application of scientific principles. He believed that workers should be trained to perform specific tasks in the most efficient way possible and that managers should closely supervise their work to ensure that they were working at maximum productivity.' 'Overall, classical theory emphasized the importance of structure, hierarchy, and efficiency in organizations. While these theories have been criticized for their focus on mechanistic approaches to management, they have also contributed to the development of modern management practices and organizational psychology.' 'Moorhead and Griffin (1989) outlined the classical theory of organizational psychology as a school of thought that emphasizes organizations' formal structure and rational design. This approach is based on the principles of scientific management developed by Frederick Taylor in the early 20th century. According to classical theory, organizations should be designed to maximize efficiency, with clear lines of authority and responsibility, standardized procedures and processes, and a hierarchical chain of command.' Managers should be trained to use scientific methods to identify the most efficient way to perform each task and then train employees to follow these procedures. 'The classical approach also emphasizes the importance of specialization and division of labor, with each worker responsible for a specific task that contributes to the overall goal of the organization. Communication is seen as critical to success, and clear and formalized channels of communication are established. One of the key assumptions of the classical theory is that employees are motivated primarily by economic incentives, such as pay and benefits. Therefore, managers should provide workers with a fair wage and create a work environment that rewards productivity and efficiency.' 'While the classical approach has been criticized for its emphasis on control and conformity, it remains a significant influence on modern organizational theory and practice. Many of the principles of classical theory, such as specialization and division of labor, have been adopted by modern organizations, and the approach continues to inform management practices in many industries.'

'APPLICATION OF THE CLASSICAL THEORY IN LIS 1.	Division of labor: Classical theory emphasizes the importance of dividing tasks into specialized roles to increase efficiency. In libraries, this can be achieved by dividing tasks such as cataloging, circulation, and reference services among different staff members. 2.	Hierarchy: The classical theory also emphasizes the importance of hierarchy in organizations, with clear lines of authority and responsibility. This can be achieved in libraries through the establishment of clear chains of command and decision-making processes. 3.	Standardization: Standardization is a key component of the classical theory, and can be applied in libraries through the development of standardized procedures for tasks such as cataloging and circulation. 4.	Formalization: The classical theory also emphasizes the importance of formalizing roles and procedures, which can be achieved in libraries through the development of formal job descriptions, policies and procedures manuals, and other organizational documents. 5.	Scientific management: The classical theory also includes principles of scientific management, which can be applied in libraries through the use of time and motion studies to identify areas for improvement in library workflows and processes.'

 SYSTEMS THEORY 'Systems theory is an approach in organizational psychology that views organizations as complex, dynamic systems made up of interrelated and interdependent parts that work together to achieve a common goal. The theory suggests that any change in one part of the organization will have an impact on other parts of the organization and that the organization as a whole is greater than the sum of its parts. According to systems theory, organizations are open systems that interact with their environment and are affected by external factors such as economic conditions, legal and regulatory frameworks, and societal values. The theory suggests that organizations need to be adaptive to changes in their environment to survive, thrive, and remain fundamentally effective It also emphasizes the importance of feedback loops in organizational functioning. Feedback loops enable organizations to monitor their performance, identify areas for improvement, and make necessary adjustments. Positive feedback loops reinforce successful behaviors, while negative feedback loops help to correct and improve ineffective or inefficient behaviors.'

'APPLICATION OF THE SYSTEMS THEORY TO LIBRARY AND INFORMATION SCIENCE 	In practice, it can help organizations to improve their performance by identifying and addressing issues at the systemic level rather than simply focusing on individual behaviors or processes. 	Understanding the library as a system: Libraries can be seen as systems consisting of interrelated parts such as collections, staff, physical space, and technology. A systems approach can help librarians identify how changes in one part of the system can impact the whole. 	Considering the impact of the environment: The systems theory emphasizes the impact of the external environment on organizations. In the context of library and information science, this means considering how societal trends, technological developments, and changes in user behavior impact library services and operations. 	Improving communication and collaboration: The systems theory emphasizes the importance of communication and collaboration between different parts of the organization. In libraries, this means encouraging collaboration between different departments and stakeholders to improve service delivery and user experience. 	Managing complexity: Libraries are complex organizations with many different stakeholders and competing demands. A systems approach can help librarians manage this complexity by identifying the key components of the system and understanding how they interact. 	Continuous improvement: The systems theory also emphasizes the importance of continuous improvement. In library and information science, this means regularly evaluating library services and operations, identifying areas for improvement, and making changes to improve the system as a whole.'

SOCIAL EXCHANGE THEORY The social exchange theory is a perspective within organizational psychology that explains the relationships between individuals in the workplace. 'This theory posits that individuals within an organization engage in a series of social exchanges, where they give and receive various resources, such as rewards, recognition, and support. The theory suggests that these exchanges are critical for building positive relationships and maintaining organizational commitment.' 'The social exchange theory suggests that employees are motivated to continue participating in these social exchanges because they believe that they will receive benefits in return. These benefits can take many forms, such as financial compensation, job security, recognition, social support, and opportunities for career advancement. However, the social exchange theory also acknowledges that these exchanges are not always perfectly balanced. Sometimes, one party may receive more resources than the give, leading to feelings of inequity and dissatisfaction. In these situations, the social exchange theory suggests that employees may engage in behaviors to restore balance, such as reducing their effort, seeking out additional resources, or even leaving the organization altogether.'

'APPLICATION OF THE SOCIAL EXCHANGE THEORY 	Employee-employer relationship: The social exchange theory suggests that employees and employers engage in a series of exchanges that are based on mutual expectations and obligations. In the library and information science context, this can manifest in the form of employee loyalty, commitment, and motivation. Employers can use this theory to build a positive employee-employer relationship by providing fair compensation, opportunities for career advancement, and a supportive work environment. 	Patron-librarian relationship: Social exchange theory can also be applied to the relationship between patrons and librarians. The theory suggests that patrons and librarians engage in a series of social exchanges that are based on mutual expectations and obligations. In this context, librarians can use this theory to build a positive relationship with patrons by providing excellent customer service, personalized recommendations, and an overall positive experience. 	Interlibrary loan relationship: Social exchange theory can also be applied to the interlibrary loan relationship. In this context, the theory suggests that libraries engage in a series of exchanges that are based on mutual expectations and obligations. Libraries can use this theory to build positive relationships with other libraries by providing fair compensation for borrowed materials, prompt return of borrowed materials, and a willingness to loan out their materials. 	Donor-organization relationship: Finally, social exchange theory can be applied to the relationship between donors and libraries. The theory suggests that donors and organizations engage in a series of exchanges that are based on mutual expectations and obligations. Libraries can use this theory to build positive relationships with donors by providing excellent stewardship of donations, recognition for donors, and a personalized approach to fundraising.'

'CONTINGENCY THEORY The contingency theory of organizational psychology is a leadership and management theory that suggests there is no one-size-fits-all approach to organizing and managing a company. Instead, the theory suggests that the most effective organizational structure, leadership style, and management practices are contingent on various factors, including the company's size, complexity, environment, and strategy. This theory suggests that there is no one "best" way to manage an organization and that the most effective management practices depend on the specific situation. The theory emphasizes the importance of matching management practices to the needs of the organization and the individuals within it. Instead, the most effective way of organizing and managing depends on various factors, such as the company's goals, culture, size, and external environment. Contingency theory has been applied in various fields, including management, organizational behavior, and human resource management. It suggests that managers must understand the various contingencies affecting their organizations and adapt their leadership style and management practices accordingly to achieve optimal performance.'

'APPLICATION OF THE CONTINGENCY THEORY 1. Determining the appropriate leadership style: This could mean considering factors such as the size of the organization, the nature of the work being done, and the personalities of the employees. For example, a small, tightly-knit library team may respond well to a more hands-on, directive leadership style, while a larger, more diverse organization may benefit from a more participative or delegative approach. 2. Designing organizational structures: This involves considering factors such as the types of services offered, the size and diversity of the user population, and the technological resources available. For example, a library that primarily serves a small, specialized user group may benefit from a flatter organizational structure with fewer layers of management, while a larger, more diverse library may require a more hierarchical structure to ensure efficient communication and decision-making. 3. Implementing performance management systems: This considers factors such as the types of tasks being performed, the skills and abilities of the employees, and the organizational culture. For example, a library that values innovation and risk-taking may benefit from a performance management system that emphasizes experimentation and creativity, while a library that prioritizes accuracy and attention to detail may require a more structured, metrics-driven approach. 4. The theory acknowledges that different information centers have unique challenges and opportunities, and managers must be flexible and adaptive in their leadership styles and management practices. NB All these theories can only be applicable in organizations to be followed by the people in these organizations'