For this week's discussion question, we will explore managing departmental conflict. You have just taken over the Health Information Management Systems Section.You are coming from a department that for the most part ran smoothly.Everyone knew their role and completed their tasks with little to no issue. You are anticipating the same thing in this department.Shortly after settling in, you are approached by Nancy Wilson.She is letting you know that your predecessor had given her an unapproved flex schedule to allow her to pick up her children from school and she was expecting that it would continue under your leadership.You have also noticed that there is a culture of non-accountability. Staff come in late and leave early with no repercussions.The unit supervisors seem to turn a blind to it. Staff are allowed to do only certain parts of their job by arguing about the parts they don't want to do.You have one employee, Betty Bunn, who calls out at least once a week, which requires others to cover her duties. You also have a supervisor who is second guessing your decisions with your staff.The department has a reputation for not being efficient or easy to work with because of the staff's attitude and work ethic. You find yourself in conflict with the staff, supervisor, and departmental policies/procedures as you look to bring the department's performance up to par.You have voiced your concerns to your supervisor. He indicated that this is a departmental issue and that you have the authority to make the changes you need to handle the issues.You have decided to prepare table to address each of the issues you have noticed to date, which you will share with your boss.When preparing your table, be very specific.List the conflict you are addressing, who it is with, the impact on the unit, the technique to handle it, and the expected outcome.Also discuss if you believe some staff members should be let go as a way of resolving the conflict.