Introduction
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).