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 simple. At the Robert Morris University Phonathon, change initiatives are continuously being implemented. …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 implementations. Thus, due to the differences in the beliefs and perspectives of the people of the Robert Morris University Phonathon, it is not surprising the change initiatives are sometimes directly confronted with scepticism. According to Grey (2005), “The belief we live in times of unprecedented change is one which is found in many ages, and perhaps every age” (p. 92). By suggesting every age is characterized by change, Grey suggests organizations believe the past is more stable than the future and therefore organizations many be sceptical about what is unknown, and not necessarily about the future. Nonetheless, this theory is continuously proven true at the Robert Morris University Phonathon, where the leadership team and employees alike can be sceptical to new ideas. For example, when the Director of Annual Giving, who oversees the Assistant Director of Student and Parent Philanthropy, who is the direct supervisor of the office, assigns new tasks and changes the logistics