Studying organizations is more than an art form – it is a science. After all, organizations are more than the random collaboration of multiple people. While members of an organization are a vital component to organizational success, organizations work in a way that is both scientific and magical as it is not necessarily individuals that govern the organization, but modern-day trends and theories. Therefore, throughout this essay, the Robert Morris University Phonathon will be utilized to illustrate the close relationship between science and organizations. As the Robert Morris University Phonathon yields to particular ideas and scientific notions, the influence of the world around organizations has on them, will become alarmingly evident.
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As suggested by Grey (2005), “there are some quite fundamental camps into which many, or most, [organization theorists] fall” (p. 5). At the Robert Morris University Phonathon, many callers tend to perceive organizational studies as constructivism or relativism. On the contrary, the leadership team seems to foresee leadership in terms of positivism. In other words, while some people, especially those with power, view leadership in terms of observable, objective organizational reality, others, such as the employees, believe that organizational theory is more human-made, created by individuals within the organizations. Therefore, understanding how the people of the Robert Morris University Phonathon understand and perceive leadership, makes forecasting predictions about the organization …show more content…
As suggested by Grey (2005), “What ties together almost all of the issues about culture management, post-bureaucracy and the contemporary pre-occupations of mainstream organization theory is, I think, the centrality placed upon the concept of change” (p. 90). Therefore, it is unsurprising that both the members and leaders are looking to create regular changes within the organization. However, with people of the organization taking different approaches to understanding and learning about organizations, it is blatantly predictable that the change initiatives will often clash with each other within the organization. For example, when the positivist leaders decided to change the logistics of the rewards system, the interpretivist employees were not well receptive to the idea of a new rewards system as much as their quantitative research-favoring superiors. Nonetheless, understanding the leaders and the employees of the Robert Morris University Phonathon will enable organization theorists to predict how the organization will tackle change initiatives and how other components of the organization will be affected by those new ideas and
As suggested by Grey (2005), “there are some quite fundamental camps into which many, or most, [organization theorists] fall” (p. 5). At the Robert Morris University Phonathon, many callers tend to perceive organizational studies as constructivism or relativism. On the contrary, the leadership team seems to foresee leadership in terms of positivism. In other words, while some people, especially those with power, view leadership in terms of observable, objective organizational reality, others, such as the employees, believe that organizational theory is more human-made, created by individuals within the organizations. Therefore, understanding how the people of the Robert Morris University Phonathon understand and perceive leadership, makes forecasting predictions about the organization …show more content…
As suggested by Grey (2005), “What ties together almost all of the issues about culture management, post-bureaucracy and the contemporary pre-occupations of mainstream organization theory is, I think, the centrality placed upon the concept of change” (p. 90). Therefore, it is unsurprising that both the members and leaders are looking to create regular changes within the organization. However, with people of the organization taking different approaches to understanding and learning about organizations, it is blatantly predictable that the change initiatives will often clash with each other within the organization. For example, when the positivist leaders decided to change the logistics of the rewards system, the interpretivist employees were not well receptive to the idea of a new rewards system as much as their quantitative research-favoring superiors. Nonetheless, understanding the leaders and the employees of the Robert Morris University Phonathon will enable organization theorists to predict how the organization will tackle change initiatives and how other components of the organization will be affected by those new ideas and