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The Tent City project is a consultation initiative to help Sarah Baker during a large forest fire. It achieves fluidity in its operation by dividing the workforce into teams with each team having its specific goals and objective. Each team has to perform the assigned task and in addition it must coordinate with other teams to ensure smooth progress in operations. The teams involved in this project are the engineering and planning, inventory management, customer relations, and operations teams. Interpersonal associations, and leadership and administrative approach and overall a supportive congenial work environment is the most important aspect in the issue of nursing workforce retention. Thus, the project should foster a healthy work atmosphere with strong interpersonal connections and through efficient leadership and strategic organizational skills within the project.
One major issue in the Tent city project is efficient communications. The Tent City project team experiences an uncomfortable situation with the information they obtain from the Project Manager. The communiqué appears on the news earlier than the team receiving. Thus under such circumstances few conflict issues has been observed with regards to the different teams. It has been frequently observed that incapability to communicate and work effectively results in individual, team, or organizational conflict circumstances. In this case the key issues and the grievances must be taken care of before it affects the overall performance of the teams and stalls the project operations. Individual interviews may be carried out to identify the issue and subsequently needs to be addressed effectively. (Sims, 2006)
To be successful, Sarah must play the role of a leader in addition to that of just an administrator. There is a comprehensible link and interrelationship among the aspects of leadership and management, and a successful leader has to be capable of integrating both leadership and management in his or her responsibilities. It is particularly significant that the cohorts are inspired to follow the leader. Effective organizations have influential people who are trusted and revered by the followers. An organizational structure needs to be created where in the followers must have faith in the fact that that the managers are competent enough to guide the team and the institute into the future. Leaders who appreciate and recognize the offerings of the others are more successful. Valuable leadership has a substantial influence on staff authorization and the accomplishment of the objectives in a single unit. (Hofstede, 2005)
As each individual and team is distinctive, the exciting and appealing test for the leaders is to adopt the most efficient leadership approach that is to be put into action for each individual, team and condition. However, one leadership method may not be the best option in every situation and with all adherents. The leadership manner of a manager has an impact on all the activities in a nursing facility. It is essential to choose and implement the most suitable leadership approach for every situation uniquely. (Zimmerman, 2006) For example, a transactional leader concentrates on the everyday features and preparation and other leadership activities are primarily task oriented.
Nevertheless, when the extent of development i.e., maturity levels of the adherents are singular, the situational leadership model might be a more viable option.
In the course of change, transformational leadership is considered to be most fitting approach. The problems in hand draw in and retain more competent workers when the workers are provided with easily accessible communication channels to managers and in cases where the administration ensures that there are enough workforce at hand. In response, workers will carry out their responsibilities more productively and at the same time acquire enhanced job satisfaction.
Hofstede, G. (2005). Culture’s Consequences: International Differences in Work-Related Values. London: SAGE.
Sims, R L. (2006). Comparing attitudes across cultures. Conflict Management, 13(2), 101-113.
Zimmerman, D. (2006). On the Path of Success: Facts and Fictions. Auckland: IBL & Alliance Ltd.