Change Management Organisations - Free Essay Example

Change Management Strategy Report Organisations are highly specialized systems and people working within the organisations are generally cynical to change in the work environment as they dont want to get into uncharted territory. It is the natural tendency of human being to live in their comfort zone and no one likes to be comfortable being uncomfortable even for a short duration (during the change process). But, for organisations to survive and succeed in the current environment change is no longer optional. Organisations have to learn to love change to stay ahead of competition. An overview of change management Definition Change management is about moving from one state to another, specifically, from the problem state to the solved state (Jung, 2001). But, the organisational terminology for change management can be varied and ‘change may be used under different terms. E.g. when a company talks about re-engineering, restructuring, promoting cultural transformation, or keeping pace with the industry, then it is talking about change. Lewin (1951) conceptualized that change can occur at three levels. Change in the individuals who work in the organisation – that is their skills, values, attributes, and eventually behaviour. Leaders have to make sure that such individual behavioural change is always regarded as instrumental to organisational change. Change in the organisational structures and systems – reward systems, reporting relationships, work design and so on. A direct change in the organisation climate or interpersonal style – dealing with people relationships, conflict management and the process of decision making. (Leonard et al., 2003, cited in Mabey Mayon-White (ed)) Change can be further classified as planned and emergent. When change is deliberate and is a product of conscious reasoning and actions is supposed to be planned. Emergent change is a direct contract to this and unfolds in an apparently spontaneous and unplanned way. Drivers of change Change is mostly driven by circumstances and always takes place with a particular goal in mind. Some of the common drivers of change are, to keep pace with the changing environment, to beat competition, technological changes to improve process efficiency etc. No matter what the driver for change is, the goal of the whole process is to lead the organisation into a future state which is different from the current state under which the organisation operates. (Nicols, 2006) The scope and scale of change can vary. E.g. Change can be limited a particular department (operations, marketing etc.) or it might affect the whole organisation, it might relate to only a group of people or might affect every employee in the organisation. Initiators of change Irrespective of its nature, change has to be initiated, driven and implemented by someone. This is where leadership fits into the change management process. It has been found that organisations that have been successful in coping with change have strong leadership that guides the team through a series of initial steps that set the stage for success (Nadler, 2001). Leaders are responsible for bringing about change in a staged and planned manner. Dirks (2000) points out that change has to be instigated and it is the leader who instigates the change by his vision and persuasion. Nadler, Thies and Nadler (2001) suggest that, for effective change to occur, and in particular cultural change, there is no substitute for the active engagement of the leadership and executive team. Top leaders must assume the role of chief architect of the change process. Cartwright and Cooper (1993) take this one step further by suggesting that it is important that employees at all levels become i nvolved in the change process. Jung (2001) also views managers as playing key roles in developing, transforming and institutionalizing organisational culture during the change process. For managing an organisation wide change, the leadership has to possess an unusually broad and finely honed set of skills. It needs to have a clear sense of mission and delegate task effectively to build a whole team of ‘change agents. The structure of the organisation needs to change to one with less internal bureaucracy. Hatch (2000) suggests that the implementation of any change process often flounders because it is improperly framed by top management. The key to choosing the right approach to change is thus to keep in mind how organisations function. As social systems comprising work, people, formal and informal systems, organisations are inherently resistant to change and designed to neutralize the impact of attempts at change (Chemers, 2001). Leaders play a critical role in sel ecting and planning appropriate change Reluctance to organisational change Gofee and Jones (2001) point out that the reluctance to organisational change from employees and other staff is primarily due to the way change is implemented and the abilities of the leader in bringing about the change rather than the nature of change itself. Bridges (1991) believes that it isnt the actual change that individuals resist, but rather the transition that must be made to accommodate the change. Organisational change entails change in the work process, culture and the nature of an employees working conditions. Psychologists believe that resistance to change is because of people being afraid of the unknown. During times of change, it is important that the leaders of the organisation create an atmosphere of psychological safety for all individuals to engage in the new behaviours and test the waters of the new culture after the change has been implemented. Approaches to change Change can be classified in a number of ways. The categorization depends on the extent of the change and whether it is seen as organic (often characterized as bottom-up) or driven (top-down). Ackermans change classification segregates change into Developmental change may be either planned or emergent; it is first order, or incremental. It is change that enhances or corrects existing aspects of an organisation, often focusing on the improvement of a skill or process. (Ackermann, 1997) Transitional change seeks to achieve a known desired state that is different from the existing one. It is episodic, planned and second order, or radical. Transformational change is radical or second order in nature. It requires a shift in assumptions made by the organisation and its members. Transformation can result in an organisation that differs significantly in terms of structure, processes, culture and strategy. It may, therefore, result in the creation of an organisation that operate s in developmental mode – one that continuously learns, adapts and improves. (Mabey Mayon-White (ed), 2003) Implementing change It is widely believed that the way an organisation adapts to change is fundamental to its success. In an ever increasing competitive environment, change is ubiquitous and the way employees respond to change (resistance/acceptance) has been identified to play a vital role in the change management process. Managing organisational change requires more than reengineering and restructuring systems and processes. It requires managing the human responses that accompany any organisational change (Darwin et al., 2002). For its smooth implementation, the change management process has to be carefully planned and the onus is on the leader to ensure a hassle free implementation through effective and sensible planning, confident and effective decision-making, and regular, complete and timely communication with the employees (Simon Newell, 2006). Factors such as organisation culture, structure of the organisation, bureaucracy, employee attitudes, business model etc. also play their part in implementing change. Skills needed for effective change implementation Authors like Nadler and Thies (2001) have stressed on the importance of problem solving within the change management process and argue that change can only be effectively implemented by good problem solvers. Managing change is seen as a matter of moving from one state to another, specifically, from the problem state to the solved state therefore diagnosis of problems at each stage and coming out with a solution to those problems plays a big part in the change management process (Champy, 2005). Implementation difficulties Bringing about major change in a large and complex organisation is a difficult task. Policies, procedures and structures need to be altered. Individuals and groups have to be motivated to continue perform in the face of major turbulence. It is not surprising, therefore, that the process of effectively implementing organisational change has long been a topic that both managers and researchers have pondered (Nadler, cited in Mabey and Mayon-White, 2003). Beer et al. (2003) believe that most change programs dont work because they are guided by a theory of change that is fundamentally flawed. The problem with most company-wide change programs is that they address only one or two the crucial factors (coordination, teamwork, commitment, structure of the organisation, organisation culture) Change Management Strategy As a part of the strategy, a feasibility analysis needs to be done to assess whether the change the organisation is looking to bring about is feasible considering the present state of the organisation (Huy, 2002). Organisational configurations need to be assessed before deciding on the proper change management strategy. Change management is a three pronged strategy: transform, reduce and apply. Before the change process is drafted, it is the responsibility of the change initiator / leader for assessing the difference between the current state of affairs and the state accomplished after the change process which Haslam Platow (2001) terms as the transform state. This is an assessment stage which requires the leaders to assess the goals. After goal assessment, the strategy should be to try to determine ways to narrow the gap through the change process (reduce stage) and subsequently delegate responsibility to play operators (like divisional heads and other departmental leade rs) to actually effect the elimination of these differences. During the change implementation process, the leader should play a key role, firstly, in the identification of the changes necessary to produce the required outcomes and then to put an implementation process in place to bring about those changes. Champy (2005) believes that the leader is the one responsible for the how, what and why of the change process. It is the leader who should be responsible for identifying how the changes can be effectively implemented with least resistance from employees by taking into consideration the organisation structure and culture. Communication should also form a part of the change management strategy. The change initiator and implementer have to play the role of an effective communicator to inform the employees of the reasons behind the changes. It has to be remembered that organisations change is always brought about by team work and the change process requires frequent commu nication with all the members of the organisation. Leadership approach should be to address resistance through increased and sustained communications and education. As a part of the strategy, employees should be encouraged to express their ideas and concerns with regards to the change. Change management should start with the change manager mobilizing commitment to change through joint diagnosis of business problems. A shared vision of how to organize and manage competitiveness needs to be developed. Consensus has to be fostered for the new vision. Once there is a consensus, leaders and change agents should have the competence to enact it and the cohesion to move it along. The change management process and the strategy have to revitalize all departments without pushing change from the top. As a part of the implementation strategy, the leader should monitor and adjust strategies in response to problems in the revitalization process. Also, all too often change agents try to completely change the culture of the organisations within the change management process. The strategy should be to try to control the culture rather than influence it. Leaders dont have to drive the change but supervise it. Change has to be implemented and driven by the people who get affected by the change. Mumford et al. (2002) point out that the reluctance to organisational change from employees and other staff is primarily due to the way change is implemented and the abilities of the leader in bringing about the change rather than the nature of change itself. Changing the culture of an organisation should be a gradual transformation process. Change management strategy should ensure that much of the task is delegated to the departments and leadership is mainly concerned in coordinating between the departments. It has to be made sure that the departments understand the importance of change through their effective, timely and regular communication. Departmental heads shou ld be made to realize the importance of establishing a sense of urgency and enthusiasm about the change. Change should never try to be rushed. Communication between organisational members, at all levels, from management and among peers, should be a major priority in any change process. A feeling of ‘No Consultation occurs among employees is they are not properly communicated; therefore ‘consultative leadership should be followed during the change process. Transparency and trust also form a very important part of the change management process. As a part of the change management strategy, leaders need to select carefully the method or approach to be used to manage the change process and develop a new culture following the change. They have to establish effective channels of communication which involve individuals at all levels of the organisation to inform individuals of the stages to be followed and to outline clearly outcomes for them. Above all, they need to lead in a positive manner, recognizing that change is an emotive process and people need to be ‘changed with dignity by acknowledging contributions and justifying the reasons for them personally to move on. Word of caution – Even though, bringing about a change is important for organisations to stay competitive in the global market environment, organisations have to bear in mind that they dont thrust change on their employees. The infrastructure for implementation of change management has to be ready before the implementation. The change process has to be correctly configured and the need for change has to be clearly communicated to the employees who will be affected by it. Conclusions An organisation is a complex entity and bringing about a change is an equally complex ordeal. Orchestrating a companywide change process is a delicate balance which requires able leadership. Effective leader make the change process easy for themselves and the organisation. But, playing a leadership role within the change process is far from easy. Not only do leaders have a responsibility to lead, but as an employee they have to deal with change themselves. Therefore, it is very important for leaders themselves to understand the benefits of the change process and how change is going to be implemented. They shouldnt get wrapped up in bringing about the change just for the sake of changing. Planned implementation of the change process is utmost important. Change should not be imposed on the employees without proper planning and consideration given to the organisation culture. Planning requires coordination and leaders need to coordinate between departments to successfully plan the change. Organisations should not try to change too much too soon and need to take a staged approach to change. Change should be a well thought process and implemented in a planned and systematic manner. Everyone in the organisation should be adequately informed and listened to before embarking on the cultural change process. Finkelstein Hambrick (1996) point out that the task of change management is to bring order to a messy situation, not pretend that its already well organized and disciplined and leadership is hugely responsible for bringing that semblance of order. Companies also need to have the right approach and mind step to deal with the change process. Successful organisations drive change rather than being driven by the change. Although, the strategic decision to change comes from the top management but the implementation should always be a bottom up process. HPs didnt get either of those decisions right; its decision to change came too late (when Dell had already gained ground and had the first over advantage) due to which it tried to impose the change from top down. It is worth mentioning that change management strategy adopted is also reliant on the type of organisation. Different organisations may need to approach change differently and the type of change management approach adopted should be consistent with the objectives of the organisation and its situation. For example, an organisation whose future depended on improving customer service should, logically, adopt a change model focused on improving processes that have a direct bearing on that objective and removing obstacles that prevent its achievement. This is because; a disjunction between the objective and the mechanism would result in untoward or unwanted results. References Books and Journals Ackerman, D (1997) A natural history of senses, London, Financial Times Adler, Nancy J. (2003) (third edition). International dimensions of organisational behavior. Cincinnati, Ohio: South-Western College Publishing. Bacal, R (2006) How to manage performance (Mighty Manager), New York, Harvard Business School Press Bluedorn, A. C. (2000). ‘Time and organisational culture. In: N. M. Ashkanasy, C. P. E. Wilderom and M. F. Peterson (eds), Handbook of Organisational Culture and Climate, pp. 117–129. Sage Publications, London. Brown, M. C. 2002. Organisational Performance: The succession effect. Administrative Science Quarterly, 27: 1–16. Chemers, M. M. (2001). ‘Leadership effectiveness: An integrative review. In: M. A. Hogg and S. Tindale (eds), Blackwell handbook of social psychology: Group processes, pp. 376–399. Blackwell, Maulden, MA. Champy, J. (1995). Reengineering Management: The Mandate for New Leaders hip. Harper Business, New York. Child, John. (2001). Culture, contingency and capitalism in the cross-national study of organisations. In L.L. Cummings B.M. Staw, Research in organisational behavior, 3: 303-56. New York: JAI. Conger, J. and R. Kanugo (1987). ‘Toward a behavioural theory of charismatic leadership in organisational settings, Academy of Management Review, 12, pp. 637–647. Dirks, K. T. 2000. Trust in leadership and team performance: Evidence from NCAA basketball. Journal of Applied Psychology,85: 1004–1012. Finkelstein, S., Hambrick, D. C. 1996. Strategic leadership: Top executives and their effect on organisations. St. Paul: West Educational Publishing. Goffee, R. and G. Jones (2001). ‘Organisational culture: a sociological perspective. In C. L. Cooper, S. Carwright and P. C. Earley, The International Handbook of Organisational Culture. John Wiley Sons Ltd, Chichester. Harrison, R.C (1972) When power conflicts trigge r team spirit. European Business, Spring, 27-65 Haslam, S. A. and M. J. Platow (2001). ‘Your wish is our command: the role of shared social identity in translating a leaders vision into followers action. In: M. A. Hogg and D. Terry (eds), Social identity processes in organisations, pp. 213–228. Psychology Press, New York. Hatch, M. J. (2000). ‘The cultural dynamics of organizing and change. In: N. M. Ashkanasy, C. P. E. Wilderom and M. F. Peterson (eds), Handbook of Organisational Culture and Climate, pp. 245–261. Sage Publications Inc., London. Herscovitch, L. and J. P. Meyer (2002). ‘Commitment to organisational change: Extension of a three-component model, Journal of Applied Psychology, 87, pp. 474–487. Huy, Q. N. (2002). ‘Emotional balancing of organisational continuity and radical change: The contribution of middle managers, Administrative Science Quarterly, 47, pp. 31–69. Jones,G Goffee, R (2001)Why sho uld anyone be led by you, New York, Harvard Business School Press Jung, D. (2001). ‘Transformational and transactional leadership and their effects on creativity in groups, Creativity Research Journal, 13, pp. 185–195. Lewin, K (1951). Frontiers in group dynamics, Human Relations,1, 5-41 Mabey,C Mayon-White, B (2003) Managing Change (2nd edn.), London, PCP Publishing Mumford, M. D., G. M. Scott, B. Gaddis and J. M. Strange (2002). ‘Leading creative people: Orchestrating expertize and relationships, Leadership Quarterly, 13, pp. 705–750. Nadler, D. A., P. K. Thies and M. B. Nadler (2001). ‘Culture Change in the Strategic enterprize: Lessons from the Field. In: C. L. Cooper, S. Carwright and P. C. Earley, The International Handbook of Organisational Culture and Climate John Wiley Sons Ltd, Chichester. Websites Nicols,F (2006) Change Management https://home.att.net/~OPSINC/change.pdf Date accessed 21/03/2007 The institute of Direct Marketing (2006) Leadership, change management and corporate culture Nicols,F (2006) Change Management https://home.att.net/~OPSINC/change.pdf Date accessed 20/05/2007 Types of change (2006) University of Luton Study https://www.effectingchange.luton.ac.uk/types_of_change/pdf/types.pdf Date accessed 20/05/2007

Multiculturalism Should Not Be Accepted - 1665 Words

Multiculturalism can be defined as the promotion of the mixture of different cultural, religious and linguistic group which include the idea of equal respect toward differences and acceptance of the contribution of immigrants to a country (Zanca, 2015). It has been considered as a controversial topic which has been debated from the middle of the 20th century especially in European countries and in Australia. In discussing to what extent should cultural differences be accepted in a multicultural society, many agree that multiculturalism should be accepted if there is acceptance, tolerance of diversity and the new migrants learn to language of the majority and bring economic benefits to their new country. On other hand, it is argued that multiculturalism should not be accepted because of the negative influence that it can bring if there is no immigration control, acceptance of diversity as well as stereotyping of the minorities. The first support for the position that cultural difference should be allowed is if there is tolerance and acceptance of diversity by each individual in the society. One of the reasons that support the existence of multiculturalism is that it can enrich the culture of both the migrants and the concurrent citizen. For example, in Australia, it is suggested that 60% of the opinions showed that cultural diversity brings good opportunities to engage with food or traditional activities from other cultures while the rest of the opinion showed that it bringsShow MoreRelatedMulticulturalism And Its Impact On Society1585 Words   |  7 PagesAccording to Takaki and Rattansi, Multiculturalism was a concept that played a vital role in how cultures assembled together in celebration of cultural diversity and pluralism to redress the inequalities all throughout the world. Through the readings, it is easy to identify that multiculturalism made a daily impact on people. 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International Trade The United States - 1461 Words

Introduction In the recent years, business become more larger due to the advancement of technology, a renewed enthusiasm for entrepreneurship and a global sentiment that favors international trade to connect people, business and market. The economist emphasize about the international trade can increase the production of goods and service, increase the demand from the consumer in local or international, the diversification of goods and services and the stability in the supply and prices of goods and services. As a result, it becomes the main part of the international business and motivated countries to trade with borders. The United States implied the government intervention since the great depression through the financial sector rescue†¦show more content†¦The country can maximize their wealth by putting the resources in the most competitive industries. Government created comparative advantage rather than free trade because now easier moves the production processes and the machines into countries that can produce more goods (Yeager Tuereck, 1984). However, many countries now move to new trade theory suggests the ability firms to limit the number of competitors associated with economic scale (reduction of costs with a large scale of output) (Krugman, 1992). The comparative advantage occurs when two-way trade in identical products, it will useful where economic scale is important, but it will create problem with this model. As a result, government must intervene in international trade for protection to domestic firms (Krugman, 1990) Government intervention for protection of domestic producers The key important role of government intervene in international trade is interest to protect the domestic producers in their country. Political arguments concerned with protecting the interests of one group, which are producers often at the expense of another within a nation, which are consumers. First, government should protect jobs and

Psychology Money Cannot Buy Happiness

Questions: 1. Identify the title of the first article you have selected, and briefly describe, in your own words, the article's main topic. Then, in one or two sentences, identify the thesis statement of the article. What question do you think the author was trying to answer? Describe the relationship between the question and the thesis. 2. Identify the title of the second article you have selected and briefly describe the article in your own words. Then, in one or two sentences, identify the thesis of the article. What question do you think the author was trying to answer? Describe the relationship between the question and the thesis. 3. Was it easy to identify the thesis of the article? Why or why not? Answers: 1. Article 1: Money cannot buy happiness 1.1 Description of the article The article clearly defines the myth about the wealthy people being emotionally content focusing on the anxiety issues, family concerns and relationship issues of the wealthy individuals. The analysis in the article showed that the wealthy individuals are of the opinion that money is not the sole factor that is responsible for bringing peace in an individuals life (Novotney, 2012). 1.2 Thesis statement The thesis statement of the article: For wealthy people as well as for the common people money is not the sole source of happiness. 1.3 Relationship between question and thesis The author of the article was prompted to ask the questions about the aspirations of an individuals life, about the aspiration of individual regarding their children and how money will help the individuals in fulfilling the greatest aspirations of their life. The article showed that the greatest aspirations of an individual are ensuring the well-being of their children and to become well-groomed parents (Wade Tavris, 2011). Majority of the wealthy respondents confirmed that they want a good social life rather than planning to increase their financial status further. Thus a relationship between the thesis statement and the research question of the author is noticed. 2. Article 2: The Effects of Trauma Do Not Have to Last a Lifetime 2.1 Description of the article The article deals with the effect of the posttraumatic stress on the individuals normal social life. The researcher in the article shows that personal and job life of the individuals is hampered due to posttraumatic stress (Banville, 2013). However the article also confirms that the use of cognitive behavioral theories and development of various help centers like Disaster Response Network, American Red Cross Disaster Service, Disaster Mental Health Institute etc has helped to reduce the length of the traumas. 2.2 Thesis statement The thesis statement of the article Majority of the individuals experience trauma in their lives that affects the social progress of the individuals life However, with psychological assistance and with passage of time their wounds tend to heal. 2.3 Relationship between question and thesis The author is preparation of the thesis focused on the questions about the length of the posttraumatic stress that an individual may experience. Further, the author focused on understanding the type of affect that the posttraumatic stress generates in the social lives of the individuals. Finally, the question was focused about whether the posttraumatic stress can be reduced or not. The article showed that the rape victims experience a long-term change in their social life and with the help of mental assistance, the stress level could be reduced. Thus, a successful relation is established between the thesis and the research question. 3. Easy of identifying the thesis It was not a difficult task to identify the thesis of the article because a thesis statement is containing the focus of the article and brief the reader about the actual content of the article (Butler McManus, 2011). Thus, the thesis statements of both the selected articles were mentioned as the separate sub heading at the beginning of the article that helped in easy identification of the statement. Reference list Banville (2013) article, "Who Are You, and What Did You Do With My Spouse?," from gradPSYCH Magazine, 11 (2), page 22. Butler, G., McManus, F. (2011).Psychology. New York, NY: Sterling. Novotney, A. (2012) article, "Money Can't Buy Happiness," from Monitor on Psychology, 43(7), page 24. Wade, C., Tavris, C. (2011).Psychology. Upper Saddle River, NJ: Prentice Hall.

Poetry Contrast Between Poems Essay Example

Poetry Contrast Between Poems Paper Poetry is a way of representing values and beleifs of the Author through poetic techniques such as Personification, Repetition, Alliteration, Rhythm, Antonym, Synanym, Assonance, Rhetorical questions highlighting on the authors ideologies . My country by Dorothea Mckellar written in 1904 and The New true anthem by kevin gilbert written inhave both contructed two different representations of Australian landscape. This essay will compare and contrast these two Australian poems, explaining how these poets ideologies differ surrounding Australian landscape. Because of the ideological positions of the poets they have constructed two completely different representations of Australia Mckellar uses romantasized notions to influence the audience to see Australia in a positive light, silencing Australians destructive nature, Mckellar invites an Australian audience to share and identify with her feelings by saying that those who are not Australian would not understand the love she feels. By offering this invitation, she has constructed a poem that speaks to our national identity: if we understand what she is trying to communicate, then we are Australians. Whereas Gilbert focusses on the negative visual imagery and the abuse of the landscape by the people, to get people to align with his point of veiw, silencing the beautiful nature of Australian landscape Kevin Gilbert is an indigeneous poet responding to Mckellars poem, reflecting what European civilization has done to the natural landscape. Both poems reinforce particualr ideologies, influencing the audience to align with their values and beliefs- Which ones state in concluding sentence We will write a custom essay sample on Poetry Contrast Between Poems specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Poetry Contrast Between Poems specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Poetry Contrast Between Poems specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Mckellar poem my country Through the use of poetic devices to further emphasise her message to the audience, which is of Australia being this untammed beautiful country, Mckellar uses postive representations to enhance the flow of the peice. When reading My Counrty the poem brings to mind Australias natural assets. The beauty in the land and varied landscapes which feed into you as a resident of this country. Her joy is infectious. The visual imagery Her affection for this country has an extremety bourne in and of the land itself. She loves the good of it: the sweeping plains, the mountains and the jewel-sea and all the resplendent beauty there for you to see. Her love takes in and encompasses the bad: the droughts, and floods, the terrors of living in her country, even the expanse brownness within it. She shows a knowledge of her country and an attraction to the country, and not a fantastic, idealised version of the same. This injects a realism that wouldnt otherwise exist in this poem. It helps you believe that the place she describes is real, not imagined. is telling how she repeats this the line Core of my heart, my country! and identifies herself with the flood, fire and famine as well as the golden rainbow. Even as she recognises the bad so too the good does not escape her attention. The generosity of the land is noted as it pays us back threefold and its so clear that you can see the plants growing. Rhyme. The second and fourth lines in each stanza rhyme; so do the sixth and eighth. Analogy. She uses it mainly in her imagery (jewel-sea, The drumming of an army,/The steady, soaking rain), but it is worth separate note. Personification. For example, the thirsty paddocks, referring to the country as she.

Changing from Base 10 to Base 2 in Mathematics

Changing from Base 10 to Base 2 in Mathematics Suppose we have a number in base 10 and want to find out how to represent that number in, say, base 2. How do we do this? Well, there is a simple and easy method to follow. Let’s say I want to write 59 in base 2. My first step is to find the largest power of 2 that is less than 59.So let’s go through the powers of 2: 1, 2, 4, 8, 16, 32, 64. Okay, 64 is larger than 59 so we take one step back and get 32. 32 is the largest power of 2 that is still smaller than 59. How many â€Å"whole† (not partial or fractional) times can 32 go into 59? It can go in only once because 2 x 32 64 which is larger than 59. So, we write down a 1. 1 Now, we subtract 32 from 59: 59 – (1)(32) 27. And we move to the next lower power of 2. In this case, that would be 16. How many full times can 16 go into 27? Once. So we write down another 1 and repeat the process. 1 1 27 – (1)(16) 11. The next lowest power of 2 is 8.How many full times can 8 go into 11?Once. So we write down another 1. 111 11 11 – (1)(8) 3. The next lowest power of 2 is 4.How many full times can 4 go into 3?Zero.So, we write down a 0. 1110 3 – (0)(4) 3. The next lowest power of 2 is 2.How many full times can 2 go into 3?Once. So, we write down a 1. 11101 3 – (1)(2) 1. And finally, the next lowest power of 2 is 1. How many full times can 1 go into 1?Once. So, we write down a 1. 111011 1 – (1)(1) 0. And now we stop since our next lowest power of 2 is a fraction.This means we have fully written 59 in base 2. Exercise Now, try converting the following base 10 numbers into the required base 16 into base 416 into base 230 in base 449 in base 230 in base 344 in base 3133 in base 5100 in base 833 in base 219 in base 2 Solutions 1001000013211000110101122101314410000110011

Why I Want a Wife Essay Example | Topics and Well Written Essays - 1500 words - 6

Why I Want a Wife - Essay Example The written composition of Judy Brady sheds light on how the role of â€Å"Wife† was viewed in the society and what were the main expectations from her. The description of duties and tasks expected of her; make her role unbelievingly intricate and tiresome. Yet, her financial dependency makes her more vulnerable despite her input in the family rearing. Despite these presumptions, Women played a significant role in domestic and social reforms to nurture society and their children persistently. Judy Brady’s â€Å"I want a wife† is a vivid example of how feminism was surging in the nineteenth century and how women realized their place and position in the social life. Judy Brady in her open letter wishes to earn a wife herself. The â€Å"Wife† is a key idea here, who is a solution for all her hectic responsibilities of a personal, professional and social life. The author claims that a husband expects to achieve his professional and family life achievements on the bases of his wife’s contribution. He relies on her thoroughly and expects complete support and submission from her whether it’s moral or physical (in terms of Children and domestic responsibilities). Simultaneously, from another perspective, the stated lines have been desires of a â€Å"Dependent Wife† to become financially self-sufficient, so to support herself and her family with the help of her higher degree. The regret of leaving school to earn a good degree is evident and the author claims that with the degree she could earn her freedom (economic stability). She is keen to go out of her house-life to learn and earn. She regards the idea of freedom (carefree life of a breadwinner) and also desires to earn a caretaker (like her husband), who could perform the job of a wife and a mother, while she could pursue her desired endeavors.