Wednesday, January 27, 2016

Chinese Management Style



China:

In Confucian philosophy, all relationships are deemed to be unequal. Ethical behaviour demands that these inequalities are respected. Thus, the older person should automatically receive respect from the younger, the senior from the subordinate. This Confucian approach should be seen as the cornerstone of all management thinking and issues such as empowerment and open access to all information are viewed by the Chinese as, at best, bizarre Western notions.

(It should be borne in mind that many people in China - as well as in many other Asian countries - see the lack of observance of hierarchical values as the root cause of the 'problems of the West.' These problems include the twin Western diseases of moral degeneration and the anarchic idea that an individual is more important than the group to which they belong.)

Thus, in China, management style tends towards the directive, with the senior manager giving instructions to their direct reports who in turn pass on the instructions down the line. It is not expected that subordinates will question the decisions of superiors - that would be to show disrespect and be the direct cause of loss of face (mianzi) for all concerned.

The manager should be seen as a type of father figure who expects and receives loyalty and obedience from colleagues. In return, the manager is expected to take an holistic interest in the well-being of those colleagues. It is a mutually beneficial two-way relationship.

Senior managers will often have close relations to the Communist Party and many business decisions are likely to be scrutinised by the party which is often the unseen force behind many situations.

It is often said that China has a lack of good-quality, experienced managers - this is typical of a rapidly growing and modernising economy - and that the good managers who are available are very expensive (even by Western standards.) This places enormous emphasis on any company's recruitment and retention policies - you have to be able to recruit the best and then keep them.

Motivation: Concept and Significance of Motivation By Iamshalomshalom

Motivation: Concept and Significance/Importance of Motivation!
Concept of Motivation:

The term motivation is derived from the word ‘motive”. The word ‘motive’ as a noun means an objective, as a verb this word means moving into action. Therefore, motives are forces which induce people to act in a way, so as to ensure the fulfillment of a particular human need at a time. Behind every human action there is a motive. Therefore, management must provide motives to people to make them work for the organization.

Motivation may be defined as a planned managerial process, which stimulates people to work to the best of their capabilities, by providing them with motives, which are based on their unfulfilled needs.

“Motivation means a process of stimulating people to action to accomplish desired goods.” —William G. Scott

“Motivation is the process of attempting to influence others to do your will through the possibility of gain or reward.” — Flippo

Motivation is, in fact, pressing the right button to get the desired human behaviour.

Motivation is no doubt an essential ingredient of any Organisation. It is the psychological technique which really executes the plans and policies through the efforts of others.

Following are the outstanding Features of the concept of motivation:

1. Motivation is a personal and internal feeling:

Motivation is a psychological phenomenon which generates within an individual.

2. Motivation is need based:

If there are no needs of an individual, the process of motivation fails. It is a behavioural concept that directs human behaviour towards certain goals.

3. Motivation is a continuous process:

Because human wants are unlimited, therefore motivation is an ongoing process.

4. Motivation may be positive or negative:

A positive motivation promotes incentives to people while a negative motivation threatens the enforcement of disincentives.

5. Motivation is a planned process:

People differ in their approach, to respond to the process of motivation; as no two individuals could be motivated in an exactly similar manner. Accordingly, motivation is a psychological concept and a complex process.

6. Motivation is different from job satisfaction:

The process of motivation is illustrated in the figure given below:

Figure 15.1 shows an employee has a need or urge for promotion to a higher position. If this need is strong, the employee will fix his goal and find alternatives to reach the goal. The might have two alternatives, namely, (i) hard work and (ii) enhancement of qualification (e.g., getting MBA) and hard work.

The Process of Motivation

He might choose the second alternative and succeed in getting promotion (goal achievement) thus, his need for promotion would be satisfied and he would start again for the satisfaction of a new need.
Significance/Importance of Motivation:

Motivation is an integral part of the process of direction.

While directing his subordinate, a manager must create and sustain in them the desire to work for the specified objectives:
1. High Efficiency:

A good motivational system releases the immense untapped reservoirs of physical and mental capabilities. A number of studies have shown that motivation plays a crucial role in determining the level of performance. “Poorly motivated people can nullify the soundest organisation.” said Allen.

By satisfying human needs motivation helps in increasing productivity. Better utilisation of resources lowers cost of operations. Motivation is always goal directed. Therefore, higher the level of motivation, greater is the degree of goal accomplishment.
2. Better Image:

A firm that provides opportunities for financial and personal advancement has a better image in the employment market. People prefer to work for an enterprise because of opportunity for development, and sympathetic outlook. This helps in attracting qualified personnel and simplifies the staffing function.
3. Facilitates Change:

Effective motivation helps to overcome resistance to change and negative attitude on the part of employees like restriction of output. Satisfied workers take interest in new organisational goals and are more receptive to changes that management wants to introduce in order to improve efficiency of operations.
4. Human Relations:

Effective motivation creates job satisfaction which results in cordial relations between employer and employees. Industrial disputes, labour absenteeism and turnover are reduced with consequent benefits. Motivation helps to solve the central problem of management, i.e., effective use of human resources. Without motivation the workers may not put their best efforts and may seek satisfaction of their needs outside the organisation.

The success of any organisation depends upon the optimum utilisation of resources. The utilisation of physical resources depends upon the ability to work and the willingness to work of the employees. In practice, ability is not the problem but necessary will to work is lacking. Motivation is the main tool for building such a will. It is for this reason that Rensis Likert said, “Motivation is the core of management.” It is the key to management in action.

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Balance intrinsic and extrinsic motivation for success



This is an excerpt from Inside Sport Psychology by Costas I. Karageorghis and Peter C. Terry.

There are two main sources of motivation. Generally speaking, motivation can come from the outside, such as the motivation to win medals, receive financial rewards, and attract attention from the media. This is known as external, or extrinsic, motivation because it involves participation in sport for some kind of reward that is external to the process of participation. On the other hand, athletes who participate because they enjoy the process—that is, they find sport interesting, stimulating, and enjoyable without being preoccupied by external rewards—are predominantly internally, or intrinsically, motivated. Exercise 2.3 will assist you in applying concepts of intrinsic and extrinsic motivation to your own sport participation.

Intrinsic motivation is closely allied to the fundamental motivation to learn and acquire new skills. The building blocks, or psychological needs, that underlie intrinsic motivation are the need to determine one’s behavior (what psychologists term self-determination), the need to feel competent, and the need for relatedness, or to have meaningful relationships with other people. When these basic needs are satisfied, high intrinsic motivation results and athletes are stimulated by their participation in sport; they strive to learn new skills and improve their performance.

Many athletes and coaches ask us to identify the main difference between intrinsic motivation and self-motivation (which you assessed previously). Intrinsic motivation is about enjoyment and immersion in an activity, whereas self-motivation can involve an internal pressure to perform well, which is part of personality. Intrinsic motivation comes with a complete absence of any internal or external pressure to perform well. Most people can recall a time from their childhood when they were playing a game with friends that was so enjoyable that they were entirely engrossed in what they were doing; it didn’t matter who won the game, and the time just flew by because they were having such a great time.

Our own research has shown that athletes who have the best motivational outcomes, such as persistence, a positive attitude, and unflinching concentration, tend to be both extrinsically and intrinsically motivated. Athletes who are predominantly extrinsically motivated tend to become discouraged when they do not perform to expectations and can experience a downturn in form. Conversely, athletes who are predominantly intrinsically motivated often do not have the competitive drive to become champions. This is because they tend to enjoy mastering the tasks that comprise their chosen discipline, but they lack a strong competitive streak in their personalities.

What we have just said about the combination of extrinsic and intrinsic motives does not hold for young athletes, and in particular prepubescent athletes. Coaches should be aware that fostering intrinsic motives brings about the best psychological outcomes for children. Many parents are responsible for causing their offspring to drop out of sport prematurely because they place such an overt emphasis on winning that participation just isn’t fun.

Coaches and parents should work together to create a positive motivational climate for young athletes. Research has shown that the motivational climate can be performance oriented, which means focused on social comparison and winning, or mastery oriented, which means focused on self-referenced goals and feelings of competence. The latter type of climate is by far better for young athletes. They need time to fully master the skills involved in their sport without the pressures of winning and constantly comparing themselves to others. Important lessons for children to learn are that increased effort enhances their performance and that sport is essentially a fun activity.

For adult athletes, high performance levels may be stimulated partly by the tangible rewards that sport provides, but still the emphasis should be on the fun associated with participation. On balance, it is much more important to be high in intrinsic motivation than to be high in extrinsic motivation. In the long run, extrinsic motivation is only effective when intrinsic motivation is high. Being driven solely by extrinsic motives is not psychologically healthy because the lack of intrinsic rewards can lead you to quit or seriously question your involvement. Having intrinsic motivation helps you get through dry patches in your career and keeps the emphasis on having fun. As the old Russian saying advises, you should take time to smell the roses!

Exercise 2.3 Extrinsic Versus Intrinsic Motivation

Reflect for a moment on what motivates you to be an athlete. Write down your ideas on a sheet of paper and study them. Most likely your list includes both intrinsic and extrinsic motives. For example, you might desire fame and fortune through your participation in sport, but at the same time, you may genuinely enjoy being involved in the day-to-day routines of training, strict diet, and competition. Such a mix of motives is typical of most successful athletes.

Now see if you can group your motives under two columns labeled Extrinsic Motives and Intrinsic Motives.
Flow

The highest level of intrinsic motivation is known as flow. Flow is typified by complete immersion in an activity to the point that nothing else seems to matter. Hungarian psychologist Professor Mihaly Csikszentmihalyi has led much of the work in this exciting area, which has intrigued sport psychology researchers in recent years.

Flow occurs when there is a perfect match between the perceived demands of an activity and the perceived ability to meet the demands. During flow, you lose self-consciousness and become one with the activity. This creates a state in which you are intrinsically rewarded by the movement patterns involved. Flow is seen as the ultimate experience among the sporting community. Many athletes and coaches refer to flow as being “in the zone,” “on song,” or “in the groove.” It is an optimal psychological state and a deeply pleasurable experience.

Flow can enrich your life and make you want to persist at your chosen disciplines with greater intensity. Many interventions designed to promote flow are detailed in later chapters of this book, but we have included some introductory flow exercises here. You will need a pen and paper to complete them.
Flow Tip 1: Create an Immersion Effect

Sit down in a place where you are unlikely to be disturbed. Close your eyes and take a few long, slow, deep breaths, inhaling through your nose and exhaling through your mouth until you feel completely relaxed. Recall a time when you were performing at the very peak of your ability, when everything just seemed to click into place. Spend a few minutes trying to recall every detail about that experience. When the experience feels really lifelike and you are entirely immersed in it, open your eyes and write down everything that characterized it: how you felt inside, what you were thinking, how other people were reacting to your movements, how you were controlling the environment, and so on. Likely, your mind was completely clear and you were focused entirely on the task at hand. Using your checklist, recall the feelings associated with peak performance and flow just prior to your next performance. Engaging in this process will enhance the likelihood of your entering a flow state.
Flow Tip 2: Plan and Chart Progress

We noted earlier how important it is to have clear goals. It is now widely recognized that the most effective way to set goals is to have some overarching objectives (e.g., winning an Olympic medal) that are underscored by numerous medium-term and short-term process goals. It is no coincidence that the secret to entering flow is to immerse yourself in the process of your activity. Over time, persistent focus on the process brings about successful outcomes such as winning Olympic gold medals. By process, we are referring to the nuts and bolts of your discipline—mastering the skills, working on your mental toughness, and attaining appropriate fitness levels. We suggest that you keep a training or activity diary in which you list your major goals on the first page and strategize, review, and monitor your progress from day to day, week to week, and month to month on subsequent pages. Be sure to adjust your initial goals if they turn out to be either unrealistic or too easy. Many athletes like to check off goals achieved as they progress through each week because this gives them a sense of accomplishment. The next time you go into a training session, be sure to have recorded in advance exactly what you expect to achieve. Get into the habit of making brief notes before and after each training session to keep you firmly focused on the most important components of your performance. Don’t just think it, ink it!
Flow Tip 3: Use Positive Self-Talk

Positive self-talk is one of the most tried and tested strategies among sport psychology interventions. It is used to maintain concentration and to induce optimal arousal. We use three types of self-talk in our work with athletes. The first type is known as task-relevant self-talk, and as the name suggests, it involves a focus on the task at hand. A professional boxer uses the statement Guard up, chin down to reinforce his posture. The second type is known as mood-related self-talk, which should affect the way you feel (see also chapters 3 and 5). A female rugby player came up with Wham bam thank you ma’am! to encapsulate the ease with which she would dispossess her opponents of the ball. The third type is known as a positive self-affirmation statement. The most famous exponent of this type was the great Muhammad Ali, who told himself “I am the greatest” so many times that even his opponents became convinced of it.
Flow Tip 4: Seeing Is Believing

All great achievers in history are characterized by having a clear vision of what they wanted to achieve; as the old Chinese proverb goes, “If you chase two rabbits, you will catch neither.” Structured imagery, or visualization, is the key that will unlock your potential and turn your dreams into reality (see chapter 7 for more detail). Imagery allows you to see in your mind’s eye the outcomes you wish to bring about. By recreating these outcomes using multisensory images (sight, sound, touch), you greatly increase the chance of attaining superior performance because images program muscles. The more vividly you can create images and the better you engage each of your senses, the more effectively you will prime your muscles for superior performance. This holds true in all spheres of human achievement.
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Types of organisational structure


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The different ways of structuring a non profit organisation.

People invest a lot of time in thinking about the most effective structure for their organisation. There are many options and the best way to start is to think about your strategy (where you are going) and your resources (how much time, money and people you have to work with).
Organisational structures

Organisations can be structured in different ways:

by function, for example, operations, marketing, finance, fundraising, etc
by region
by product, for example, books, support, consultancy, delivery
in work teams, for example, client/customer groups.

Hierarchical structures

Many organisations structure themselves in a traditional and recognisable way using a hierarchy. The dictionary definition of hierarchy is a series of ordered groupings of people or things within a system. Hierarchy describes reporting levels and the status of people in the structure.
Diagram of hierarchical structures

Organisational diagram showing hierarchical structure
Description of the diagram

The hierarchical organisation structure is pyramid-shaped. At the top of the structure is a single person, who has a small number of people reporting directly to them. Each of these people has several people reporting into them and the number of people at each level increases as you move down the structure.
Advantages of hierarchical structures

A hierarchical structure uses clear reporting lines. It is easy to see what each team is called, how many people there are in each team and how they relate to other people in the system.

Disadvantages of hierarchical structures

People can feel stuck in a ‘silo’ and miss opportunities for co-operation, both for themselves and the organisation.

Flat structures

Taking out levels of hierarchy creates a flatter organisation structure.
Diagram of flat structures



Organisational diagram showing a flat structure
Description of the diagram

There are fewer levels in the flat structure organisation. In this example structure, there is one person at the top with everyone else reporting into them on an equal level.
Advantages of flat structures

people feel more involved and can take on more responsibility
greater communication
better team spirit
less bureaucracy and easier decision making
lower costs

Disadvantages of flat structures

Decisions can get stuck as a result of consulting with many people.
People may have 'matrix management', with more than one manager.
Limited to smaller organisations.
The function of each department gets blurred as roles merge.

Informal structures

Many organisations develop informal, sometimes invisible structures. These are based on the reality of day-to-day interactions at work. They are very important, as they can pass on communications (or rumours), they can be friendly and supportive (or form cliques). They can also influence decisions, as there is knowledge and discussion at an informal level. The influence of these networks is significant.
No structure

It is difficult to imagine any organisation without a structure. Even groups of young children start to establish a network or informal hierarchy. In the beginnings of a new organisation there may be no formal structure but often this changes over time. Example of an organisation with no structure.
Changing structure

If you are considering a structural change, you need to recognise that any formal change in the way an organisation operates will work only if consistent changes happen at the informal level of interpersonal relationships and social expectations. See organisational culture for more information.

Related content
Managing change


Organizational Structure Purpose of Organizational Structure

Organizational structure is about definition and clarity. Think of structure as the skeleton supporting the organization and giving it shape. Just as each bone in a skeleton has a function, so does each branch and level of the organizational chart. The various departments and job roles that make up an organizational structure are part of the plan to ensure the organization performs its vital tasks and goals.
Purpose

Organizational structures help everyone know who does what. To have an efficient and properly functioning business, you need to know that there are people to handle each kind of task. At the same time, you want to make sure that people aren't running up against each other. Creating a structure with clearly defined roles, functions, scopes of authority and systems help make sure your people are working together to accomplish everything the business must do.
Function

To create a good structure, your business has to take inventory of its functions. You have to identify the tasks to be accomplished. From these, you can map out functions. Usually, you translate these functions into departments.
For example, you have to receive and collect money from clients, pay bills and vendors, and account for your revenues and expenditures. These tasks are all financial and are usually organized into a finance or accounting department. Selling your products, advertising, and participating in industry trade shows are tasks that you can group under the umbrella of a marketing department.
With differing ways to organize the tasks, you can always choose something less traditional. But in all cases, organizational structure brings order to the list of tasks.

Related Reading: Roles of Organizational Structure
Considerations

Employees do best when they know who to report to and who is responsible. Organizational structure creates and makes known hierarchies. This can include the chain of command within an organization. A good organizational chart will illustrate how many vice presidents report to a president or CEO and in turn, how many directors report to a vice president and how many employees report to a director. In this way, everyone knows who has say over what and where they are in the scope of decision-making and responsibility.
Hierarchy can also include macro-level management. For example, one department may comprise several teams. Perhaps several departments form one division of a company, and that division has a vice president who oversees all the departments and teams within it.
Features

Organizational structure encompasses all the roles and types of jobs within an organization. A complete organizational chart will show each type of position and how many of these there are at present. When smaller organizations look at their organizational structures, they usually focus more on job roles than hierarchy. Small businesses, particularly growing ones, often change quickly -- adding positions and shifting people's responsibilities as they remain flexible enough to adapt as to go along. For these businesses, having known definitions of people's roles can be useful, especially as things change.
Types

Organizations that are very hierarchical are usually referred to as having vertical organizational structures. Typically, these organizations want their employees having more limited scopes and performing their jobs in particular ways with little variation. Therefore, they have many layers of management to oversee that things are done correctly and uniformly. The banking industry is a good example. Money must be handled carefully and responsibility, there is significant risk involved, and rules and regulations dictate specific procedures.
Small businesses, innovation-based companies and professional organizations tend to use horizontal structures. These involve fewer layers of management and more focus on peers and equality. The idea is that each person takes on more responsibility and has more freedom to perform her work as she sees fit. Group medical practices are a good example. Physicians don't oversee physicians. There may be a managing partner who oversees the general operation, but otherwise, professionals are peers each practicing in their style -- all contributing to the organization's success.
References (5)
About the Author

Eric Feigenbaum started his career in print journalism, becoming editor-in-chief of "The Daily" of the University of Washington during college and afterward working at two major newspapers. He later did many print and Web projects including re-brandings for major companies and catalog production.
Photo Credits

Christine Balderas/Photodisc/Getty Images


Organizational structure

Organizational structure is about definition and clarity. Think of structure as the skeleton supporting the organization and giving it shape. Just as each bone in a skeleton has a function, so does each branch and level of the organizational chart. The various departments and job roles that make up an organizational structure are part of the plan to ensure the organization performs its vital tasks and goals.
Purpose

Organizational structures help everyone know who does what. To have an efficient and properly functioning business, you need to know that there are people to handle each kind of task. At the same time, you want to make sure that people aren't running up against each other. Creating a structure with clearly defined roles, functions, scopes of authority and systems help make sure your people are working together to accomplish everything the business must do.
Function

To create a good structure, your business has to take inventory of its functions. You have to identify the tasks to be accomplished. From these, you can map out functions. Usually, you translate these functions into departments.
For example, you have to receive and collect money from clients, pay bills and vendors, and account for your revenues and expenditures. These tasks are all financial and are usually organized into a finance or accounting department. Selling your products, advertising, and participating in industry trade shows are tasks that you can group under the umbrella of a marketing department.
With differing ways to organize the tasks, you can always choose something less traditional. But in all cases, organizational structure brings order to the list of tasks.

Related Reading: Roles of Organizational Structure
Considerations

Employees do best when they know who to report to and who is responsible. Organizational structure creates and makes known hierarchies. This can include the chain of command within an organization. A good organizational chart will illustrate how many vice presidents report to a president or CEO and in turn, how many directors report to a vice president and how many employees report to a director. In this way, everyone knows who has say over what and where they are in the scope of decision-making and responsibility.
Hierarchy can also include macro-level management. For example, one department may comprise several teams. Perhaps several departments form one division of a company, and that division has a vice president who oversees all the departments and teams within it.
Features

Organizational structure encompasses all the roles and types of jobs within an organization. A complete organizational chart will show each type of position and how many of these there are at present. When smaller organizations look at their organizational structures, they usually focus more on job roles than hierarchy. Small businesses, particularly growing ones, often change quickly -- adding positions and shifting people's responsibilities as they remain flexible enough to adapt as to go along. For these businesses, having known definitions of people's roles can be useful, especially as things change.
Types

Organizations that are very hierarchical are usually referred to as having vertical organizational structures. Typically, these organizations want their employees having more limited scopes and performing their jobs in particular ways with little variation. Therefore, they have many layers of management to oversee that things are done correctly and uniformly. The banking industry is a good example. Money must be handled carefully and responsibility, there is significant risk involved, and rules and regulations dictate specific procedures.
Small businesses, innovation-based companies and professional organizations tend to use horizontal structures. These involve fewer layers of management and more focus on peers and equality. The idea is that each person takes on more responsibility and has more freedom to perform her work as she sees fit. Group medical practices are a good example. Physicians don't oversee physicians. There may be a managing partner who oversees the general operation, but otherwise, professionals are peers each practicing in their style -- all contributing to the organization's success.
References (5)
About the Author

Eric Feigenbaum started his career in print journalism, becoming editor-in-chief of "The Daily" of the University of Washington during college and afterward working at two major newspapers. He later did many print and Web projects including re-brandings for major companies and catalog production.
Photo Credits

Christine Balderas/Photodisc/Getty Images


Six Elements of Organizational Design

Organizational design aims to structure a business so productivity is enhanced, communication is smooth, innovation is encouraged and the business can achieve its overall goals and mission. Organizational design encompasses many facets of a business but typically focuses in on six core elements common to all enterprises.
Specialization

Specialization refers to the extent that organizational design divides the work done into discrete jobs. A custom woodworker, for example, performs all of the cutting, assembly and finish work on a cabinet. In a cabinet factory, on the other hand, one person might cut the cabinets and another person glues them together, while a third person applies stain to the wood. The more an organization divides the work, the more specialized each job is.
Departmentalization

Departmentalization occurs when an organization reaches sufficient size that related jobs get grouped together into a unit that operates somewhat independently of other units. Organizations can departmentalize on the basis of product, geography or process, for example. The most common approach creates departments by function, such as sales, human resources and information technology.
Chain of Command

Chain of command defines the structure of authority within an organization. It formally or informally determines who answers to whom. In smaller businesses with a limited staff, the entire staff may answer only to a manager or the owner. In larger organizations, the chain of command may comprise numerous levels that involve supervisors, multiple managers and executives.
Centralization/Decentralization

Centralization occurs when the authority to make decisions rests with only a small group of individuals. When a business owner makes most decisions for all employees, the business employs centralized decision making. Decentralization aims to delegate decision making to the lowest practical level of the organization. If staff members receive only general goals to meet and maintain broad discretion in deciding how to achieve those goals, the business employs decentralized decision making.
Span of Control

Span of control describes how many employees report to an individual manager. When a large number of employees report to a single manager, the company employs a broad span of control. Wide span of control limits the levels of management necessary and increases delegation, but it can result in loss of control. Narrow span of control occurs when a small number of employees report to one manager. Narrow span of control increases the levels of management necessary, but it increases control over processes and workflow.
Formalization

Formalization determines the extent of standardization among jobs, as well as how much or how little rules or established procedures guide employee behavior. Fast food franchises tend to employ high levels of formalization, with strict guidelines for processes and behavior. Startup companies tend to employ low levels of formalization, with significant input from all team members across most areas of the business.
References

Mind Tools: Organizational Design -– Aligning Organizational Structure With Business Goals
MyManagement: Organizational Design
Reference for Business: Organizational Structure
MBA Notes World: 6 Elements of the Organisational Structure
Management Study Guide: Centralization and Decentralization
Practical Management: Organization’s Size and Span of Control

Resources

HRM Guide: Organizational Structure
MangerWise: Matrix Organizations -- What Are They?

About the Author

Eric Dontigney received a Bachelor of Arts in philosophy with a psychology minor. He has been writing for more than 10 years and presently works full time as a writer. Most of his writing work is done for private clients.