Life Styles Inventory, TM (LSI): Self-Description Raisha Basnyat MGMT591 Prof. Richard Smith LIFE STYLES INVENTORY, TM (LSI): SELF-DESCRIPTION 2 Table of Contents Personal Thinking Styles ................................................................................................................ 3 Impact on Management Style ......................................................................................................... 4 Genesis of Personal Style................................................................................................................ 5 Conclusion and Reflection .............................................................................................................. 5 References ....................................................................................................................................... 7 Appendix:........................................................................................................................................ 7 LIFE STYLES INVENTORY, TM (LSI): SELF-DESCRIPTION 3 Personal Thinking Styles My primary score is approval personality at 92%, which mean that I ranked better than other 92% of the other respondents. This shows that my approval style is as strong descriptive of me. As such, I can now conclude that I am a people-oriented person who has the capability of approving many issues arising from the relationships with others. My backup score is the perfectionistic style ranked at 1%, indicating that I scored higher than only about 1% of the other respondents. This is a quite discouraging result because it indicates that I have low perfectionistic skills, a value that does not give a clear description of my personality style (Human Synergistics International, 2017). None the less, the low rank illustrates that I lack the task orientation skills to enable me to perform a task perfectly to the expectation of what others want. But this does not really portray who I am. My primary personality style is a high level of approval which can be interpreted to mean that I have high self-protecting thinking and behavior skills that promote the fulfillment of security needs through interaction with people. As such, I can say that this is the true reflection of my actual personality style which I have practiced for quite a long time (Human Synergistics International, 2017). On the other hand, my backup personality style is a low level of perfectionism, which reflects my self-promoting thinking and behavior used to maintain my status and position and fulfill my security needs through task-related activities. Although the guide has placed me at this point, I slightly disagree with the result because it does not portray the actual character in me. I believe my ability to show self-promoting thinking and behavior maintain my status and position in the rank higher than more than just 1%. It is for this reason that I have managed to fulfill my security needs through task-related activities. This is the truth, contrary to what the outcome of the LSI self-descriptions depicts. LIFE STYLES INVENTORY, TM (LSI): SELF-DESCRIPTION 4 My limiting style is the backup style which is the poor level of perfectionistic that is relay working against me to reduce my overall effectiveness. In settling on this personality style because I find it very hard to show aggressiveness in leadership when implementing task oriented tasks. The behavior associated with this style that I feel I would like to change is lack of task-oriented leadership (Human Synergistics International, 2017). Impact on Management Style My high humanistic-engineering personality style has a positive impact on management style because it gives me the ability to formulate constructive ideas that will meet the satisfaction need of my colleagues. As such, I can effectively organize and plan the daily activities of an organization. On the other hand, my medium personality styles such as self-actualization and affiliative tend to slightly slow my pace of implementing constructive leadership styles that satisfy the needs of my employees (Armstrong & Stephens, 2015). However, since only the achievement personality style ranks at a lower level, I can say that I have generally high selfenhancing thinking and behavior that contribute to my high level of satisfaction. This gives me planning and organizing skills that enables me to develop healthy relationships and work effectively with people. As a result, I can effectively demonstrate proficiency in accomplishing tasks. My personal and defensive personality style affects my leadership positively by giving more clout on the control of other people. This is evident by my high approval, avoidance and dependent personality style which makes me poses high passive and defensive management styles that can ensure implement a people-oriented control in their activities. However, my conventional personality style ranks medium, just a few points below the rest meaning that it does not adversely impact on my general control of people (Armstrong & Stephens, 2015). LIFE STYLES INVENTORY, TM (LSI): SELF-DESCRIPTION 5 Genesis of Personal Style My aggressive and defensive personality styles such as oppositional, power, perfectionist and competitive were learned through school engagement. I was able to learn how to use my self-promoting thinking and behavior to maintain my position in the society. However, I never relied on the organizational meetings and family ties which could have made me fulfill security needs (Armstrong & Stephens, 2015). As such, I missed the opportunity to shape my aggressive and defensive personality style through task-related activities. I developed my personal and defensive personality style of approval, avoidance, and dependent on creativity. The many organizational memberships I belonged to taught me how to display self-protecting thinking and behavior. Additionally, my strong and mutual family ties and relationship molded me into an individual always focused on promoting the fulfillment of security needs. Through cultural values and norms, I managed to learn how to always embrace interaction with people I developed my constructive personality styles through a focus on satisfying the needs of the people I interact with. During my entire life, I ensured that I forged positive family relationships that helped me enhance my self-enhancing thinking and behavior that contribute the improvement of my level of satisfaction. I also joined several organizational membership groups to increase my ability to develop healthy relationships and work effectively with people. The cultural practices and high professional morals and ethical codes that I upheld also contributed towards improving my proficiency at accomplishing tasks. Conclusion and Reflection From the results of the LSI, I have high humanistic-engineering personality style, high personal and defensive personality style and low aggressive and defensive personality styles. LIFE STYLES INVENTORY, TM (LSI): SELF-DESCRIPTION 6 These styles were acquired differently and have had both positive and negative impact on my management skills. The significance of the lifestyles inventory, TM (LSI): self-description is that it helps me to understand my self-description of the personality styles I have and effectively use them to improve my personal and professional development. I would use the results of the above personality style to improve the levels that I ranked lower and maintain the traits that may my personality style rank higher in the matrix. LIFE STYLES INVENTORY, TM (LSI): SELF-DESCRIPTION References Armstrong, M., & Stephens, T. (2015). A handbook of management and leadership: A guide to managing for results. London: Kogan Page. Human Synergistics International (2017). Life Styles Inventory TM (LSI): Self-Description Appendix: Results of the Life styles inventory, TM (LSI): self-description 7 TM Life Styles Inventory (LSI): Self-Description Feedback for: D40611649 Date survey taken: 1/17/2018 The raw and percentile scores in the table below and the extensions on the circumplex shown on the next page depict your perceptions of how you think and behave. The CONSTRUCTIVE Styles (11, 12, 1, and 2 o'clock positions) reflect self-enhancing thinking and behavior that contribute to one's level of satisfaction, ability to develop healthy relationships and work effectively with people, and proficiency at accomplishing tasks. The PASSIVE/DEFENSIVE Styles (3, 4, 5, and 6 o'clock positions) represent self-protecting thinking and behavior that promote the fulfillment of security needs through interaction with people. The AGGRESSIVE/DEFENSIVE Styles (7, 8, 9, and 10 o'clock positions) reflect self-promoting thinking and behavior used to maintain one's status/position and fulfill security needs through task-related activities. Your LSI Results Position Style Raw Score Percentile Score 1 Humanistic-Encouraging 36 85 2 Affiliative 33 65 3 Approval 25 92 4 Conventional 17 69 5 Dependent 19 75 6 Avoidance 13 83 7 Oppositional 4 25 8 Power 2 10 9 Competitive 6 10 10 Perfectionistic 1 1 11 Achievement 24 23 12 Self-Actualizing 23 30 The raw scores potentially range from 0 to 40. The percentile scores represent your results compared to those of 9,207 individuals who previously completed the Life Styles Inventory. For example, a percentile score of 75 means that you scored higher along a particular position than 75% of the other respondents in the sample and, in turn, indicates that the style represented by that position is strongly descriptive of you. In contrast, a score of 25 means that you scored higher than only about 25% of the other respondents and therefore indicates that the style represented by that position is not very descriptive of you. Copyright © 1987-2007 by Human Synergistics International. All Rights Reserved. Page 1 Your LSI Styles Circumplex To accurately interpret your LSI results, it is important for you to consider your score on each style in terms of its range (high, medium, or low) on the profile. The three ranges correspond to the percentile points in the circumplex and in the table on the previous page. Copyright © 1987-2007 by Human Synergistics International. All Rights Reserved. Page 2 Name: D40611649 Date Survey Taken: 2/8/2018 Organizational Culture Profile The culture of your organization is reflected in the shared values and beliefs that guide the thinking and behavior of members. While the prevailing culture can be somewhat subtle and abstract, it nevertheless sets patterns for the activities of the organization and the personal styles exhibited by members. These styles can range from Affiliative and Achievement oriented in organizations with constructive cultures to Competitive and Dependent in those with defensive cultures. The Organizational Culture Inventory provides a point-in-time picture of the culture of your organization. The results reflect your beliefs regarding how members should interact with one another in carrying out their work and meeting the expectations of their supervisors. The profile below graphically portrays your impressions of your organization’s culture in terms of norms and expectations for 12 distinct, but interrelated, behavioral styles. Copyright © 2006 by Human Synergistics International. All Rights Reserved. Page 1 Your OCI Circumplex Copyright © 2006 by Human Synergistics International. All Rights Reserved. Page 2 Position Style Score Percentile 1 Humanistic-Encouraging 49 98% 2 Affiliative 47 90% 3 Approval 23 28% 4 Conventional 29 57% 5 Dependent 28 36% 6 Avoidance 21 57% 7 Oppositional 24 63% 8 Power 31 80% 9 Competitive 25 64% 10 Perfectionistic 24 22% 11 Achievement 40 66% 12 Self-Actualizing 43 93% Copyright © 2006 by Human Synergistics International. All Rights Reserved. Page 3 The Organizational Culture Inventory Raisha Basnyat MGMT 591 02/10/2017 ORGANIZATIONAL CULTURE INVENTORY 2 The Organizational Culture Inventory The culture of a firm determines to some extent, the performance of the business. It is human because it depends on the beliefs and attitudes of the people in a particular company. For a business to be successful, then it must develop its unique ideas and values that determine how people behave. The organizational culture inventory is the most common form of assessment to measure the culture of a firm. Its effectiveness lies on its ability to regulate different cultural dimensions making it suitable for any business. The inventory represents the perception of a company at one point in time with the results reflecting beliefs on how people interact at the workplace. It measures the behavior and performance of people in a workplace and reveals what they believe is expected of them. The organizational culture inventory presents itself in two ways. The current picture of the culture of a company is measured using the standard list. It represents the behavior that the members of the institution believe is expected of them and that which they are allowed to fit. After recording the responses of different members, they are combined and analyzed on Human Synergistic Circumplex which indicates the strength of the firm's norms. The circumplex of data analysis compresses the 12 types of character and thinking into three broad categories of culture. These three groups include passive/aggressive, constructive and passive/defensive norms. The aggressive/defensive culture involves oppositional, competitive, perfectionist and the hunger for power behavior. The constructive models include affiliative, self-actualizing and achievement character. It also consists of the encouraging humanistic practice which is meant to satisfy the needs of members. The third category of norms is the passive/defensive which is people oriented. It comprises of avoidance, approval, dependent and conventional behavior in people. The ORGANIZATIONAL CULTURE INVENTORY 3 inventory circumplex measures other cultural outcomes such as quality of service, clarity of roles and commitment to the work together with satisfaction. Data is also rated on a five-point scale between the high and the low o get a better analysis of individuals’ actions. The inventory has two dimensions which include satisfaction and concern. According to the first aspect, the upper half of the circumplex represents practices that are meant to fulfil the satisfaction needs of the high order. The lower half constitutes character that focuses on satisfying the security needs of, the lower order. The second dimension uses the right and the left sides of the circumplex. Behavior on the left side focuses on the concern for the task while the right side shows actions that care for people. The other form of organizational culture inventory is the OCI deal which uses the results to identify the preferred culture of a company. The preferred norms represent the behavior that members believe is expected of them to assist the firm to meet its goals and increase the overall efficiency of the operations. The analysis of the combined response of the participants is done electronically to generate a report. However, it is not straightforward, and the company is required to hire a Human Synergistic Consultant. In this case, the consultants are Robert A. Cooke & J. Clayton Lafferty both of who are PhD holders. The organizational culture inventory provides leaders with a visual representation of their company’s culture which entails the way employees behave towards meeting the expectations and fitting in. When individuals follow these expectations, they approach their work in a better manner and relate well with their colleagues which increases efficiency. The results of the inventory are recorded on profiles that illustrate individual behavior. It is possible to convert these scores into percentiles for a better visual understanding. The system follows a unique way of identifying culture and can be used to examine different individuals. 1. Select a specific organization of interest to you and identify a problem at the firm related to organizational behavior (OB). 2. Think of yourself as an organizational consultant and assume that a key manager has requested a thorough analysis and recommended course of action to resolve an actual organizational problem that will make a difference to the future performance of the organization. 3. Identify which course Course Objectives (COs) are related to the problem you identify. Research Sources 1. All papers must have a minimum of six scholarly sources cited within the text of the paper and identified in the references section. 2. Additional research sources can be attached in a bibliography. Paper Format 1. All papers should be double-spaced, using an 11- or 12-point font. 2. The length of the paper is to be between 10 and 15 pages, not counting the cover page, table of contents, nor appendices. 3. The first page should include the title of the work, student name, course number and title, date, and professor name. 4. The second page should be a table of contents. It should, at a minimum, reflect the seven items listed in the Grading Rubric. 5. Follow APA style for general format and citations (see the APA Guidelines Tutorial in the Syllabus). 6. The paper sections must adhere to the guidelines below, and each section must be labeled in the text. 7. The language should be clear, concise, and precise. 8. The tone should be professional, consistent, and not filled with jargon. 9. Grammar and syntax (sentence structure) must be correct. 10. The report must be free of misspellings and typos. Tables and Figures 1. All figures and tables must be referred to in your text before they appear on the page. a. Figures and tables should appear on the same page as, or the page after, the text that refers to them. 2. All figures and tables need captions. Captions go below figures and above tables. Quotations and Citations 1. Quotations and citations are crucial components of a research paper and must be present. 2. Failure to properly cite research sources and borrowed ideas is plagiarism. 3. Refer to the APA style guide for assistance with properly citing quoted or borrowed materials and ideas. Section Title Page Points 5 Introduction 10 Problem Statement Description Title of your applied research paper, course number and title, professor, and date. Provide an overview of the organization and your role in it. Give enough information about the firm to acquaint an unfamiliar person (no matter how famous the company). Identify name, location, size, market segment (business line), and a brief history. Identify the essential issues, events, or actions to help frame the problem and subsequent discussion points. Identify and clearly state the problem (the leadership or organizational behavior issue that you have selected to research). The problem statement should be phrased in terms of a researchable question. For example, if a work group is not performing effectively, an effective problem statement might be "How can group performance be improved?" A well-formed problem statement has the following. 15 1. Focus: The problem should be well-defined and specific enough for the reader to gain a clear idea of the OB topic area and the direction of your study and research. 2. Structure: If the problem statement is sufficiently focused, it will provide a basis for decisions about which information to include and which to exclude from the paper. Literature Review 40 Analysis 40 You must address at least six scholarly resources in this section. Approach this section as a mini book report on each of the reference sources that significantly informed your analysis and proposed solutions. Give the reader an encapsulated review of what information you found most relevant to your research. You may have found conflicting opinions or theories related to your topic area. Identify and discuss any such contrasts or describe in detail significant agreement among your sources. Your literature review should be separate and distinct from your analysis section; it is a summation of your research. The goal should be a paragraph containing a minimum of three to five sentences per review. Explore the problem in depth and with scholarly rigor. Provide an identification and description of the root causes of the problem or issue. Be sure not to address only symptoms of your problem. Diagnose the problem and its origins. Section Points Solutions 30 Reflection 10 Description A critical element of this section is to apply leadership and organization concepts and models from our text, from class discussions, and from your literature review. Discuss the concepts, ideas, or insights that are most valuable in helping you make sense of the causes of the problem. Support your analysis with reference to appropriate research material. Identify at least three potential workable solutions to your problem and identify the pros and cons of each alternative solution and its high-level implementation steps. Identify your preferred solution and describe exactly what should be done and how it should be done, including by whom, with whom, and in what sequence. Always explain your thinking behind your final solution set. It's important to be clear about why a particular alternative (solution) was chosen, as opposed to others. Think about this assignment and write a well-thought-out reflective statement about how this assignment influenced your personal, academic, and professional leadership and managerial development. You must use no fewer than six library resources outside of your textbook. All references must be cited in two places—within the body of your paper and on a separate reference list. Choose references judiciously and cite them accurately. Cite all sources using APA format. References Total 10 Please note that citing an author's work within your text documents your research, identifies the source for readers, and enables readers to locate the source of information in the alphabetical reference list at the end of the paper. To use the ideas or words of another person without crediting the source is plagiarism. Plagiarism in its purest form involves copying passages either verbatim or nearly verbatim, with no direct acknowledgment of the source. The most common form of plagiarism is to paraphrase information from your source material. Paraphrasing does not relieve you of the obligation to provide proper identification of source data. The best way to avoid plagiarism is to make sure all quotes, ideas, or conclusions that not your own are given proper acknowledgment in your text.
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