Personality refers to looking for a mutually acceptable

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Personality Self-assessment

In the assessment, personal values, attitudes and traits were identified. This includes ability to manage stress, accuracy, attention to detail, self-confident, lack of empathy, open-minded, as well as trustworthiness. The outcome reveals the interests, attitudes and abilities, as well as strengths and weaknesses that are helpful in the current business world.

In a workplace, the results especially, ability to manage stress will assist in tackling work related stress. Attention to details and accuracy will also boost work efficiency and quality, and at the same time qualifies an individual for a promotion (Nickels, McHugh & McHugh, 2005).

Team building is vital to group performance. The personal trait, open-minded, will assist while deliberating on issues that arise in the group. Individual strengths and weaknesses guide the group in assigning duties and responsibilities to its members. As such, it will define the responsibility that best match my competence.

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During turbulent times, it is difficult to make future decisions; therefore, personality self-assessment is appropriate in guiding plans. Identifying personal strengths will assist in assessing one’s contribution in a career. In addition, certain weaknesses match particular jobs, for instance, lack of empathy trait fit careers that deals with repossession of cars and furniture (Hoch, 2004).

Conflict Management

Avoidance is also termed as withdrawing. It refers to a situation whereby an individual withdraws, postpones, sidesteps or simply fail to address the conflict. A person pursues neither his /her concern nor those of the rival. This technique is appropriate when there are other pressing issues that are important, thus no time or postponement of the issue is beneficial.

Accommodation is also known as smoothing. It refers to a situation whereby an individual accommodates opponent concerns first before his concerns. This technique is appropriate when an individual needs time to ready himself for the response or for non-important issues (Stashevsky, 2006).

Compromise refers to looking for a mutually acceptable or a convenient resolution which partially satisfies conflicting parties. It is appropriate in settling complex issues or expeditiously solving important matters.

Competition is also termed as forcing. It refers to a situation where an individual pursues his/her personal concerns without considering the resistance of the opponent. It is appropriate when fight for personal rights, resisting pressure and aggression.

Collaboration is coined win-win technique. It is an approach where parties to a conflict work together to provide a solution. It provides an opportunity for establishing a mutually beneficial outcome (Robbins, 2005).

Learning teams should, therefore, employ collaboration is solving conflicts because it result to actual solution for the problem, a win-win result, as well as reinforcing mutual respect and trust among team members.

Ethics and Morality

The researcher is unethical. Ethics and morality goes hand in hand, and whenever an individual needs to weigh the two, morality overrides ethics. In this case, the poor man was right to steal the medicine and pay 50 dollars (equivalent to ingredient cost) so as to save the life of his wife.

On the other hand, it is unethical to charge a price that is exorbitant. The price charged is not right and strives to take advantage of the situation of others. It likes the moral consideration in ascertaining the value of the medicine. Ethics should have moral consideration and shun personal motives.

Moreover, the conduct of the researcher is unethical since he neglects the plea of the poor man, and at the same time, ethics of medicine puts life first rather than monetary gain. Therefore, the conduct contradicts the provision of professional health practitioners’ ethics. More so, the researcher should have considered the situation as crucial and that his help was of immense value in saving a life. As such, ethics does not exclude societal giveback.


Hoch, S. J. (2004). Wharton on making decisions. Hoboken, N.J.: Wiley.

Nickels, W. G., McHugh, J. M., & McHugh, S. M. (2005). Understanding business (7th ed.). Boston: McGraw-Hill/Irwin.

Robbins, S. P. (2005). Essentials of organizational behavior (8th ed.). Upper Saddle River, N.J.: Pearson/Prentice Hall.

Stashevsky, S. (2006). Leadership in organizations. Bradford, England: Emerald Group Pub.

Categories: Management


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