Introduction to Life Styles Inventory

Dr. John Doe created the Life Styles Inventory (LSI) assignment; the purpose of this assessment is for people to receive a better understanding of oneself. As stated form the LSI website, Life Styles Inventory (LSI) measures 12 specific styles of patterns of thinking that can either help or hinder a person from reaching his or her potential. The system provides a "road map" to properly focus [their] personal development goals and keep [them] headed in the direction [that they] want to go (Lafferty, 2014).

Managers are integral to the success of an organization because they are responsible for using both human and other resources to achieve goals effectively and efficiently. (Satterlee, 2013). This paper combines the three concepts that Group 4 have considered most important. It primarily highlights the four functions of management; planning, leading, organizing, and controlling. Secondly, it discusses the characteristics of a successful manager. Finally, relates the necessary skills for a competent manager; technical skills, human skills, and conceptual skills.

The life styles inventory is a survey of questions that help us to gain an insight into our own personality and what type of behaviors we exert to others as individuals. It helps us to look at the positive and negative qualities of our personalities and ways to improve upon them. A look at my LSI styles complex radiates that my primary thinking style is linked to the avoidance category. The avoidance scale states that I tend to use the strategy of withdrawal by hiding my feelings and being shy to express myself. It also states that as things become more threatening to me the more I tend to avoid those situations. These thinking styles are linked to feelings of denying responsibility for my own

Another one of my thinking styles that I feel highly impacts my managing style in relation to planning and organizing is my Achievement-Oriented Style. Although this style was not identified as either my primary or back-up thinking styles, I do believe it plays a large role in my effectiveness as a manager. In

CONSTRUCTIVE Styles 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.

Who are we? How do we think and behave? What is the impact of our thinking and behaving styles professionally and personally? How do we change these styles? These are the questions we ask as leaders. The Life Styles Inventory™ (LSI) is a tool designed to answer these questions. It is a tool “used to identify a person’s strengths and improvement areas focusing on beliefs, values, behaviors and assumptions about yourself” (Human Synergistics International, 2010). After completing the assessment, the results provide insight into an individual’s various styles, the impact to others, suggestions to change and there benefits. This narrative is an analysis of my results, how these styles are manifested in my life, and what actions.

The area of the LSI evaluation that I ranked most heavily as a part of was that Humanistic-encouraging style. The fact that this thinking style was my primary one at 75% came as absolutely no surprise to me as people often compliment me on my people skills, and I feel like a I care about others to an incredibly strong and aggravated extent, almost to a fault. I feel energized when I'm encouraging others as I feel that the right encouragement can help people to realize their dreams and their absolute full potential. "The Humanistic-Encouraging scale measures our interest in people, our tendency to care about others, and our ability to encourage them to improve. Humanistic-Encouraging people are accepting of themselves, and accept others for who they are without question or criticism" (LSI, 2011). I've always found that as a manager, I can get the best results out of people, not by criticizing them, but by encouraging them and giving them a ton of positive reinforcement. When people feel like their manager believes in them and has high standards and expectations for them, they are more likely to meet those expectations. "In fact, those scoring higher on this scale have unconditional positive regard for others. This absolute acceptance enables people to grow the most and take greater responsibility for themselves" (LSI, 2011). This sentiment is absolutely true. As a manager, I view it as my absolute responsibility to empower

Being on time to work and school means a lot to me. If I am running a few minutes behind my normal routine, I start to panic. Being punctual is very important.

The cognitive and thought process of individuals is influenced by the personal attributes, skills, capabilities, and perceptions of individuals. The personal thinking style varies from individual to individual depending on various factors and resources. Evaluation of personal skills helps in developing and enhancing skills so that success can be achieved. The LSI results have helped me in realizing my personal thinking style, which has a strong impact on my behavior, perception, and attitude. The LSI result suggests that I belong to the avoidance category, which means that I use defensive and aggressive strategies to prove my point and

In both methods of planning, short term and long term it is necessary to achieve top-notch results. Like in any other process, there are both benefits and pitfalls to planning. Good planning provides a clear focus for the company, raises effort, increases persistence, and develops

To begin with, Planning is a very important step for a manager to have a successful leader role. A manager can make decisions about what goals or objectives their business would have to meet. For example, A manager wants to make a goal by selling a certain amount of merchandise in a month. To coordinate a plan, the manager should set up a meeting for all the co-workers. Once the whole team is together they can set a goal to have a required number of sold items to reach within a month. While the manager is planning he is using technical skills. He is performing a task that is involving a progression monthly over time. Every workplace needs to start out with a plan to have success.

Describe the four general skills necessary for becoming a successful manager (conceptual, interpersonal, technical and political skills).

Proper Planning. Accordingly, it is often proffered that failure to plan is synonymous with planning to fail. Planning is very important in ensuring good planning. Through planning, managers can evaluate the future and make arrangements that is plan for the attainment of the organisational goals and objectives. Planning is regarded as the primary management function or first among equals because it initiates and provides the framework for the other functions. It also avoids errors, waste, or delays in executing organisational activities. It allows managers the ability to adjust their organisations to the environment instead of merely reacting to it. Good planning is critical to the success of any organisation. Developing a strategic plan takes discipline, foresight, and a lot of honesty, regardless how well you prepare, you are bound to encounter challenges along the way. (forbes.com.,2016).

According to Williams & McWilliams 2010 (p.85), planning can define as choosing a goal and developing a method or strategy to achieve that goal. It is very important that every manager has equipped with the skill of planning because planning is a part that can bring a company to success or failure. Besides that, a manager who can make a good plan believed that he/she is a good manager as well. Before starting a task, the manager must come out with an idea of how to do and what to do in the particular task.

The conventional prescribed models of managing and planning imply that managers' thinking and cognitive processes operate in a linear or circular fashion in a series of identifiable and distinct steps or phases. These rational models are based on the assumption that it is possible for all information relevant to an issue to be gathered in time and processed by the manager. It is also assumed that managers can successfully prioritize desired outcomes and strategies in terms of objective measures such as economic benefit and select the one with the greatest benefit or the least cost. Both these assumptions are unrealistic because they do not reflect the way managers really think and deal with the various forces trying to influence the planning and decision-making process. Managers plan under very different environmental circumstances from what the conventional models assume.