个人陈述

| 21-1月-2014 | 美国代写论文

概念背景:冲突总是会出现在工作场所。创造力和新想法只能获得同事之间如果有意见上的冲突,谁不准备好安定下来只是一种方法或角度做一件事没有争论。冲突的事实存在,然而,未必是一件坏事:只要是有效解决,它会导致个人和职业发展。在许多情况下,有效的解决冲突可以使积极的和消极的结果之间的区别。冲突可以分为竞争、协作、妥协,容纳和避免。所有这些,协作冲突的产生最高的积极成果,专业和个人成长。

在我工作的地方,我通常处理冲突,或者至少是潜在的冲突,每一天。几个月来,我一直寻找小缺口在公司记录信息,几个问题被发现在这几个月的计费和复苏。作为一个销售经理,我必须每个月看这些数字很宗教,我总是得到沮丧与这些差距。每个月这些问题复发,我没有选择离开,而是方法的经理和主管与这些差异有关。

 

举行PSAT的:我举行PSAT的影响在以下方式:

性能:我的表现并没有受此影响的差异主要是在总金额比林斯和复苏。因为这是一个全公司范围内的问题,我知道我的表现不足以判断。因为这个事实,我是精神上的满足,我个人将代表我真诚的工作性能。

满意度:我的工作满意度,然而,像我不满意这些差异。我工作的一部分是要确保这些数字匹配起来,这不是被别人除了我做。

旷工:我旷课是不影响我想要解决这个问题,因为,我经常去工作找出说谎的问题。事实上,我甚至做了很多加班在试图找出答案。

营业额:营业额不是在一个较高的风险我知道这个问题只是暂时的,一个解决方案可以实施。

改进的计划和他们的结果:我的计划是一个简单的例子,来创建一个协作冲突涉及的经理和主管。我去了他们,解释说,这些问题都是导致延迟处理,表面和问题将在未来财务审计。我还描述了无助的感觉,断言填补这些差距的重要性作为高层管理都能产生很大的失踪的货币资金。我们之间的这种冲突很有帮助因为所有的经理和主管开始一起工作来解决这个问题。参与这场战争的人都是完全真诚的在寻找这个问题的答案,每个人都认为这样一种错误也同样下跌归咎于每个人,我们终于设法纠正问题一起工作作为一个团队,因为冲突。

 

Conceptual Background: Conflict will always be present at a workplace. Creativity and new ideas can only be attained if there are conflict of opinions between co-workers and who aren’t ready to settle down on just one way or perspective of doing a thing without a debate. The fact that conflict exists, however, is not necessarily a bad thing: As long as it is resolved effectively, it can lead to personal and professional growth. In many cases, effective conflict resolution can make the difference between positive and negative outcomes. Conflicts can be classified as competitive, collaborative, compromising, accommodating and avoiding. Out of all these, collaborative conflicts are the one that give rise to the highest positive results and both professional and personal growth.
At my workplace, I usually dealt with conflicts, or at least potential conflicts, every day. For months I had been finding small gaps in information in the company records here and there, several problems were found in the billing and recoveries for these months. As a sales manager I had to look at these figures every month very religiously and I always got frustrated with these gaps. As these issues recurred every month, I had no choice left but to approach the managers and supervisors that were related to these discrepancies.

PSAT’s: My PSAT’s were affected in the following way:
Performance: My performance was not really affected by this as discrepancies were mostly in the total amounts of the billings and recoveries. As this was a company-wide issue, I knew that my performance alone will not be judged by this. Because of this fact, I was mentally satisfied that my individual performance will speak for my sincerity with the job.
Satisfaction: My job satisfaction, however, did take a hit as I wasn’t satisfied with these differences. A part of my job was to ensure that these numbers matched up and this was not been done by someone else except for me.
Absenteeism: My absenteeism was not affected at all as I wanted this issue to be resolved, because of which, I regularly went to the workplace to figure out where the problem lied. Actually, I even did a lot of overtime in trying to figure it out.
Turnover: Turnover wasn’t at a high risk as I knew that this problem was only temporary and a workaround could be implemented.
Plans for Improvement & their results: My plan was a simple one; to create a collaborative conflict with the managers and supervisors involved. I went to all them and explained that such problems are causing delays in processing, and problems will surface in the next finance audit. I also described my feelings of helplessness and asserted the importance of filling these gaps as the upper management can make a very big deal of missing monetary funds. This conflict between us was very helpful as all of the managers and supervisors started working together to fix the issue. As all the people involved in this conflict were completely sincere in finding the answer to this problem and everyone was thinking that the blame for such a mistake can fall equally on everybody, we finally managed to get the problem corrected working together as a team because of the conflict.

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