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That fact that the mass organizational entity
represents one of the most crucial components of modern day society is
something that is accentuated quite emphatically when considering it in
light of the of the exceptional degree to which we depend on it. This,
moreover, is something that is becoming increasingly and especially
apparent when considering it in light of the contemporaneous stance and
holdings of the collective services sector, especially when it comes to
such industrial segments as the medical and schooling sectors. This
relevance, particularly in concern to the medical sector, is something
that is primarily due to the fact that as humans, we are beings that
are susceptible to endear mental and physical ailments; of any sort and
at any given time.
It would be important to consider, before proceeding, that the most
important functional component of an organization, regardless of the
size or nature of the firm in particular, is the human resource or
labor within the company. It is quite apparent, thus speaking, that it
is of utmost importance for the manager (s) within a particular
organizational to have exceptionally and preferably communicative
relationships with the subordinates in particular. As a result of the
organizational productivity, stability and well - being promoted via
effectual interaction and communications between the various levels of
the corporate ladder; it is evident that this is exceptionally required
within the medical sector.
The organizational relevance of the issue of conflict management
Primary due to the fact that hospitals and clinics are immediately and
crucially responsible for the health and lives of their clientele
[patients] it is of understandably utmost essentiality for all
corporate levels to be perfectly aligned with each other. It would only
be possible to establish optimally functioning teems in as much as
propagating effectively positive communications between mangers and
employees, and the relevance of this, furthermore, is made graphically
clear when considering the extent of the conflict (s) at [the
fictitiously titled] Island Harbor Hospital [IHH] (Elliot &
Stephanie, 1996). The issue (s) at IHH was primarily incepted as a
result of the close knitted nature of the collective body of staff
nurses at the Critical Care Unit [CCU]. It is quite obvious, therefore,
that one of most instrumental factors for a team to be creative and
innovative is for the manager to be forward thinking and well informed.
A team would stand exceptional chances of performing effectively and
optimally in the case of the manager being absolutely in sync to the
attitudes, preferences and requirements of the team in particular.
This, however, is something that would only be possible in the either
case; the [new] manager being made fully aware of organizational
characteristics that he/she is going to be immersed in and faced with
and; organizational issues being neutralized as far as possible prior
to the hiring of a new manager. It is, moreover, of utmost relevance
for identifying to a primarily common set of organizational objectives.
It is important for these objectives to be identical/supportive to each
other since this is something that tends to make for higher levels of
motivation to team commitment (Katzenbach & Smith, 1994).
Recommendations: ensuring that a team is maximally adept and functional
It must be taken into account, thus speaking and considering all that
has been said and discussed till this point, that contentions born of
diversity in terms of any particular feature of a department, whether
they are ideological, functional or personal, severely hinder progress.
These contentions [ideological in the case of IHH] tend to propagate an
atmosphere of unhealthy competition and discontent within the
department, subsequently making for more preference being given to
personal objectivity and satisfaction rather than teamwork. It is
barely surprising, given the prevalence of such sentiments, that it is
impossible for a team to be effectually managed and thus, come forth as
being exceptionally creative and innovative (Munter, 2002).
The situation faced by Margaret Chapman in the journal article, for
instance, sheds relevant light on the organizational/departmental
debilitation that can arise in the case of employee dissatisfaction and
its roots not being addressed as early as possible. A team can only be
termed as an innovative and creative one in the case of collectively
adhering to an attitude that encourages rapid adjustment to the
integration of new features within the organization. This, moreover, is
something that isn’t affected by the particular features being
introduced. While the manager was the new feature in the case of IHH;
it could very well be a new attendance system or a new taxation lay
that could present the new problem to be dealt with. The administration
must ensure that teams consist for the most part of member that are
dedicated to exclusively and fully serving the particularly respective
organizational entity rather than giving preference to their personal
likes and dislikes (Brett, Goldberg & Uri, 1994).
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