In What Ways Does What Edward Said Calls Orientalism Affect Art and Ar Essay

In What Ways Does What Edward Said Calls Orientalism Affect Art and Art History - Essay Example Whereas several other writers and thinkers had written histories of empire and colonialism, most of these writings were not post-colonial as they still proceeded from the point of view of the centre rather than the margin. The publication of Said's Orientalism was central to the exact awareness of the concept and this work marks the opening of post-colonialism. The definition of the term Orientalism by Edward Said suggests the originality of the subject dealt with in his book. According to the straightforward definition of the term, Orientalism refers to an academic specialisation and it is a topic studied by the archaeologists, historians, theologians and others in the West, who are concerned with Middle Eastern and North African cultures. However, Edward Said gives new meanings and interpretations to the term when adds two further meaning to the term. "Orientalism is also something more general, something that has shaped Western thought since Greeks, at least: namely, a way of divi ding up the world between the West and the East. What appears to be simple geographical fact is, says Said, actually an idea. The division of the world into these two parts is not a natural state of affairs, but an intellectual choice made by the West in order to define itself. The third meaning for Orientalism is more historically specific. Since the latter part of the eighteenth century, when European colonialism in the Middle East developed most fully, Orientalism has been a means for domination, a part of the colonial enterprise. Said argues that colonialism is not about the physical acts of taking land, or subjugating people, but is also about the intellectual acts." (Hatt and Klonk, 226) Therefore, Said's Orientalism and the concept of Orientalism played a major role in the understanding of the East-West controversy and it considerably influenced the study of art and art history. According to Edward Said Orientalism is a term that explains the academic as well as artistic Western tradition concerning intimidating and deprecatory views of the East. At the heart of such frightening and deprecatory views of the East are the attitudes of European imperialism during the 18th and 19th centuries. "Edward Said established the theoretical foundations for post-colonial studies by identifying how the West has characterised the East as the other since the Enlightenment. In all forms of cultural endeavour and enterprise, Europeans created the concept of an inferior Orient as opposed to a superior West. The boundaries between East and West have provided the locus for artistic hybrids and appropriations since classical times. In recent centuries, non-Western art has been perceived as exotic, dangerous, erotic and primitive." (Pooke and Newall, 211-12) Orientalism, as a term in art history, refers predominantly to the works of French artists in the 19th century, who selected the subject matter, colour and style of their artworks from the cultures of the Mediterranean nations and the Near East. Several critics and scholars in the field consider Orientalism as essentially an art history term.     

Professional Analysis of Job Description Essay Example | Topics and Well Written Essays - 500 words

Professional Analysis of Job Description - Essay Example A HR manager should have excellent control over communication skills. This not only involves speaking and listening, but also not verbal communication such as written and control over facial expressions. For a company that requires only the best, prior experience in this field is an absolute necessity. Until and unless the HR manager has seen and lived through enough years of handling different employees, a manager is not be ready to face challenges that a big company creates. The HR manager position at the manufacturing organization is very demanding even for an experienced manager. Apart from the skills required as mentioned in the above section, the HR manager would be required to develop the organization and management culture. Complete business units/teams will have to be created, coordinated and evaluated so that managers could meet their business objectives. The HR manager would also be required to improve the individual skills of the employees so that the organization as a whole can benefit from it. Another differentiating requirement for this HR manager position is the need to be involved in the commercial decisions taken by the organization. Not only would the manager need to understand business decisions, the manager would also need to facilitate the business and solve any business issues within the organizational teams. Truly such responsibilities cannot be undertaken by an inexperienced manager, in-fact an experienced manager would find under taking such duties, roles and responsibilities enormously challenging. (McNamara,

Communication Challenges in Global Virtual Teams Essay Example for Free

Communication Challenges in Global Virtual Teams Essay Communication Challenges in Building Successful Global Virtual Teams Due to Diversity and Cultural Differences Abstract This paper introduces an approach to effectively communicate within a global virtual team by discussing the challenges faced by them, understanding cultural differences in communicating, diversity within a team, building trust in virtual communication, and communicating across different regions and time zones. This approach appears in many discussions surrounding the difficulties managers and team members have in communicating effectively in global virtual teams. Specifically, this paper evaluates how the diversity of a global virtual team makes it challenging to communicate when members are not present face to face and adhering to the different regions and time zones these members are located. It will also examine the challenges in understanding the different cultures amongst a team and how to effectively build trust by researching, acknowledging, and understanding these cultural differences and communicating them to the team in a virtual environment. Communicating Challenges in Building Successful Global Virtual Teams Due to Diversity and Cultural Differences In today’s economy, many organizations must expand their operations globally in order to remain competitive and to stay afloat. With this business model companies have to develop teams across all functions of the organization and in all regions of the globe in which the company operates. For these companies, many have set up global virtual teams to manage processes and implement any projects or company initiatives with other employees of the organization. However with these teams come many obstacles and challenges definitely in communicating across cultural differences, understanding the diversity of the team and communication management within the different regions and time zones. Various authors (Danielle, 2006; Kayworth, 2000; Lee-Kelley, 2008 to name a few) have noted that these groups consisting of dispersed members across the globe and accumulated from various cultural backgrounds have an impact on how effective global virtual teams can be. Kayworth determines that there are four main challenges that global virtual teams face; which are communication, culture, technology, and project management. This paper observes the difficulties that virtual teams face within their communication efforts, analyzing the diversity of team members and the obstacles of communicating across different regions and times zones. As well as it takes an extensive look at the cultural differences that consists of these virtual teams and the challenge of building trust amongst a dispersed group. And in order for a global virtual team to operate effectively, managers and the members must research the different cultural backgrounds of its members, understand the communication challenges they face, and utilize them accordingly in order to build trust amongst the team to fulfill their goals that they place ahead of them. Defining Global Virtual Teams There are many authors that have provided definitions of global virtual teams, Lee-Kelley (2008) mentions that Towsend along with Lipnack and Stamps define a virtual team as a group that is geographically dispersed and utilize telecommunication and information technology as forms to communicate and perform. Lee-Kelley also refers to Alge, Balosky, Christensen, and Davis’ definition that virtual teams are typically a group that are dispersed who use various sources of information technology to communicate. In the case of these definitions, there is a lack of emphasis on the concept of team, but further definitions tie in this concept and place more value on the aspect of team. Cascio’s and Shurygailo’s mentioning of multiple-relationships in global virtual teams, by referring to the number of manager’s involved, number of team members, and number of locations. Many researchers in this field do not reference a specified distance in which team members must be apart to classify as virtual team, but as Lee-Kelley stated it is a psychological reality versus sociological that team members conceptually define themselves in a virtual team. In sum, there are many definitions that agree on the structure, form and characteristics of a virtual team and the members it consist of, but there is a lack of consensus amongst them. This lack of consensus on the definition of a global virtual team has also brought up the discussions of the challenges in communication that these virtual teams face, thus prompting this research. Time Zones and Work Schedules One of the initial challenges of global virtual teams is the complicated work schedules of its team members in their respective regions. Settle-Murphy (2006) notes when working in a synchronous mode (Instant Message, telephone, video conference), some remote team members are forced to work at awkward times. This alone is one the most consistent challenges that managers and teams have to overcome. When is the optimal time for virtual teams that span across various time zones to meet? A manager and its team have to take in consideration the different work weeks as well as the time difference. Consistently in many western civilizations, the standard work week is predominately Monday through Friday, utilizing Saturday and Sunday as business days off in order to tend to personal matters and observance of the religious day that is most affluent in that region and culture. Where in many eastern civilizations the work week is Sunday through Thursday, and they utilize Friday and Saturday as their days off. This difference is not only restricted to western/eastern civilization, but ultimately applies to the different cultures that make up the team, the different religions, and time of year. Being cognitive of this challenge and addressing it in an applicable manner is crucial to the effectiveness of a global virtual team. It is an evident obstacle in scheduling team meetings via information technology applications (i. e. teleconferencing, video-conferencing, etc). This is one challenge that can easily be addressed by the manager’s and team’s awareness of these work week schedule differences along with the cultural and religious difference of its team members. Another issue that global virtual teams encounter is conducting meetings across the various time zones of its members. There is no exact corporate standard or guidelines on how and when meetings should be conducted in order to accommodate all members of the virtual team. Settle-Murphy states that in order to reduce this challenge as an obstacle to building trust and team success, a team should agree when same time meetings are necessary, and consider rotating the times to share the burden of working during normal sleep time. The managers and team members should also consider which work can be done asynchronously (e. g. via email or a shared workplace) to allow all team members to work at the most convenient times. This approach can be highly effective because it is apparent that the manager and other team members have taken into consideration each other’s differences of location, culture, and business practices, and simultaneously addressing the challenge of building trust. By researching, understanding, and being respectful of the team members and their time, the cohesiveness of the group is established quickly and strengthened, which is also a challenge to overcome in global virtual teams. Communication and Behavioral Differences In the article â€Å"Working Together Apart,† Zakaria, Almelinckx, and Wilemon (2004) state that, â€Å"managers have often under-valued the profound influence of culture on knowledge conceptualization and transfer. Suggesting that knowledge sharing is often facilitated by communication that involves the exchange of meaning and that the process of communicating is dynamic, multifaceted and complex† (p. 17). Zakaria et al. , also suggest that cultural conditioning has a major affect on the evaluation of experience as well as how information and knowledge in global virtual teams is conveyed and learned. In short, cultural influences play a major role in communication and behavioral differences. This concept is another major challenge that global virtual teams face when striving to reach their end goal. Conveying a clear message is only one challenge, the difficult part is conveying that message so that it reaches each individual affectively according to their unique cultural and behavioral background and how to convey organizational messages across global virtual teams has consensually been done through technology. Global virtual teams that use information and communication technologies and exclude social or physical presence and rely on depersonalized forms of communications between its team members (Zakaria et al. ,2007). One can argue that this hinders the creation of a knowledge-sharing culture, yet over time, the exclusion of social and physical presence can possibly strengthen working relationships that normally would not form in a more traditional work setting. Utilizing technology as the form of communication takes out a lot of subtle communication aspects that are experienced when working within a team in a more traditional framework. An example of this is the use of non-verbal communication or cues. The absence of non-verbal communication may cause difficulties for those global virtual team members’ cultures that rely on body language, gestures and facial expressions for vital communication. For example, in high-context cultures, people value these subtle and indirect communications. Visual communication like a nod, smile, posture, voice and eye contact provide important indications and meanings to establish understanding of what is trying to be communicated. The usage of verbal and non-verbal communication is important when working together in a team. Global virtual teams usually lack the ability to rely on these communication manners because of their reliability on technology in order to communicate and therefore it is difficult to build cohesiveness and trust within the team. Zakaria et al. , states that: â€Å"Technology is simply a tool that needs human operations, no matter how sophisticated the technology can be, the implementation of technology has the potential to fail if insufficient considerations are given from the user perspectives† (p. 19). This brings up the topic of what is appropriate and what is not when communicating to and within global virtual teams. In the majority of information and communicated technology-mediated environments where team members are dispersed geographically and are culturally diverse, the usual form of communication is electronically, and the preferred language of use is English. Studies have shown that native and non-native English speakers exhibit culture-based differences in meanings of terminology, structure and format. A key example of this is the usage of terms and slang. When members use terms and slang words, the intended meaning can be obscured due to cultural differences and can hinder knowledge management and effectiveness. Another area for potential conflict in information communication is the actual language itself. For those teams that use English, individuals need to be aware of the English language variation in intra-team electronic communication. This particularly pertains to the tone, style, formality, salutations and closings and that they need to be aware that there are substantial sociolinguistic and grammatical variations within the global English-speaking community and will have a significant impact on intra-team communications. In order to successfully facilitate the cross-cultural collaboration and communication, the team members must be aware of these subtle differences and acknowledge them when relaying organizational messages. Since the use of electronic communication technology has the capacity to reduce or overcome certain cultural challenges within a global virtual team, these forms of technologies can facilitate intra-team interaction. It also introduces a shared-framework, a virtual work setting that can build intra-team respect, trust, reciprocity and positive individual and group relationships. Therefore, understanding the communication and behavioral differences when communicating electronically to the team members can put the team in the position to work through the challenges that lie within a global virtual team. The Importance of Developing Trust For global virtual teams, building trust is one of the essential factors in developing a successful team. Since global virtual teams consist of many cultures that make up the entity as well as a geographically dispersed entity, there is a high risk of potential misunderstandings and mistrust. So the question that many virtual teams face is how to develop trust. Many researchers contend that in order to develop trust, a group must facilitate face to face interactions in order to build trust. These face to face interactions allow people to relate to each other or â€Å"click† as many of the new generation say. However, this may not have enough grounds to develop strong trust within a team if the members do not understand each other and/or the nature of the team itself. As Roberts observed, â€Å"the development of trust, whether on a local or international basis, requires more than face to face contact or its technological and spatially indifferent substitute video-conferencing ellipses, trust depends on the sharing of a set of socially embedded values, cultural institutions and expectations† (Roberts, 2000, p. 6). In order for global virtual teams to be effective, there must be intra-group trust as well as trust between management and team members and vice versa. Jarvenpaa, S. L. , and Leidner, D. E. 1999) infer that virtual teams have no time to gradually develop trust and therefore require a high degree of â€Å"swift trust† to be demonstrated by enthusiastic and proactive team members’ behaviors. So how do cross-cultural members form swift trust? Jarvenpaa and Leidner suggest that the virtual team members would import the expectations of trust from other settings that they are familiar with. It is also important to note tha t if an individual team member’s cultural stereotypes are flawed, biased or incomplete, this technique may be problematic. Once communication is developed between members, trust could be maintained by actions that are highly dynamic, proactive and enthusiastic. Such active communication must be premised on accurate cultural knowledge to be effective. Therefore swift trust is made possible because when cross-cultural teams work in a virtual environment, they bring their knowledge, competence and expertise not only to meet the goals that are set but also about the other team members’ and their cultures in order to ensure the success of the team. Not only is this necessary for the members of the team but it also necessary for the leaders of the team to establish this swift trust. As noted from Zakaria and Leidner, there are two behavioral categories that form cross-cultural trust. First, credibility where one individual believes that the other individual has the capabilities, competence, expertise and resources to make a successful exchange that meets expectations. Note that when working in cross-cultural teams, the work expectation of a person in culture A is different from the expectations of a person in culture B. This can be challenging in implementing swift trust in global virtual teams, but it can be overcome if the expectations are set by the managers or leaders and are clearly communicated to all team members. The second factor that Zakaria and Leidner discuss is benevolence, the beliefs about the emotional aspects of the referent’s behavior like positive intention to exchange. These beliefs include a referent’s good will so that they would participate in the better good of the team rather than jeopardize the exchange outcome. This may result in some challenges to the team because swift trust does not focus a lot on interpersonal relationships. Rather it places more emphasis on the initial broad social structures. Therefore in order for swift trust to be implemented successfully, team members must maintain a high level of actions, regardless of their cultural preferences and differences. But team members should also appreciate, understand and respect the cultural differences that make up the team in order to truly succeed in a global virtual team. Conclusion Through research of many articles and publishing’s regarding the topic of communication in global virtual, building trust has been the one subject that has been consistently addressed. Mockaitis, A. I. , Rose, E. L. nd Zetting, P. (2009) suggest that the development of trust in the context of multicultural global virtual teams is related to aspects of culture, conflict, task interdependence and communication. A team whose members are more collective in nature rather than distant tend to report more positive results of developing trust within the group, this impli es that culture matters. It is important for all team members to understand and respect the cultures of the other individuals. Although team members’ personal cultural values have consistent predictive power it is suggested that it displays very little value in developing trust within the group. Initially since communication amongst the team is done virtually and not face to face, it is important to establish trust among the group. But as the team develops the factors for cultural differences and diversity tend to become less important to the success of the group. The findings of Mockaitis et al. , show that cultural diversity does not appear to serve as a barrier to trust, even as differences become apparent through communication, but it can play a crucial role in developing that trust. Therefore along with cultural differences, communication is extremely important for the development of trust within a global virtual team.

The Ethical Teacher Essay -- Literary Analysis, Elizabeth Campbell

Reflection is a necessary component of everyday life, as well as the growth an individual makes within their profession. This concept remains true for teachers who, due to the particular changes they must make in order to meet the fluctuating needs of both their students and society, are perpetually connected to reflection. Beginning with John Dewey, during the late nineteenth and early twentieth centuries, numerous scholars have articulated their viewpoints concerning the positive and negatives impacts of this reflective teaching, in addition to its influence on the moral dilemmas faced by educators. One of these people, Elizabeth Campbell, asserts her perspectives throughout her text, The Ethical Teacher, wherein she describes the relationship between ethical knowledge and moral agency, the link between moral dilemmas and ethical knowledge, and the methods of lessening moral tensions in education. Within her book, Campbell (2003) maintains that â€Å"ethical knowledge relies on teachers’ understanding and acceptance of moral agency as professional expectations implicit in all aspects of their day-to-day practice† (p. 3). These demands of moral agency are important for students’ learning and development. Consequently, it is essential to understand moral agency. Campbell (2003) declares that moral agency â€Å"relates to the exacting ethical standards the teacher as a moral person and a moral professional hold himself or herself to† and â€Å"concerns the teacher as a moral educator, model, and exemplar† for students (p. 2). Throughout the text, Campbell explains that teachers must be aware of, understand and accept those demands of moral agency. Furthermore, Campbell (2003) opposes the notion that educators’ ethics â€Å"remain embedded in... ...outlining the ways to ease moral tensions and expand ethical knowledge. Moreover, Campbell’s book is consistent with her framework of this ethical knowledge â€Å"that supports core ethical principles and remains critical of moral relativism,† while it distinguishes â€Å"the complexities of moral interpretations of virtue, the significance of contextual realities, and the potential legitimacy of differing ethical beliefs† (p. 2). Through being capable of recognizing the advantageousness of ethics within education, Campbell and others, epitomize the influence of educational reflection. Furthermore, this unmistakably illustrates how reflective teachers are better apt to understand the demands of their students, parents, community members, colleagues, administrators and other superiors, which helps them to improve student learning and develop students as ethical individuals.

Slavery In The United States Essays -- Slavery Essays

Throughout this course we learned about slavery and it's effects on our country and on African Americans. Slavery and racism is prevalent throughout the Americas before during and after Thomas Jefferson's presidency. Some people say that Jefferson did not really help stop any of the slavery in the United States. I feel very differently and I will explain why throughout this essay. Throughout this essay I will be explaining how views of race were changed in the United States after the presidency of Thomas Jefferson, and how the events of the Jeffersonian Era set the stage for race relations for the nineteenth century. "Nobody wishes more ardently to see an abolition, not only of the trade, but of the condition of slavery; and certainly, nobody will be more willing to encounter every sacrifice for that object." (Thomas Jefferson to Brissot de Warville, 1788. ME 6:428) Thomas Jefferson said this to Brissot de Warville in 1788 explaining his view on slavery in the United States. This was both positive and negative for Thomas Jefferson, in many ways. He was very positive in the abolition of slavery in the United States because Jefferson says he would do anything to stop slavery, and the slave trade in the States. Thomas Jefferson had a theory that the United States could use part of the coast of Africa, and it would be used as an establishment where African American who were in the states would be moved. Jefferson sees this as the best way to deal with the slavery issue. Jefferson thinks this is a good idea because when the African Americans got back to Africa they would take the things they learned w ile they were enslaved here and us them back in Africa. Thomas Jefferson saw this as retribution to the African Americans for all that t... ...nows that slavery would have ripped our great country into two sides, one for slavery and one against slavery. He knew that our county would not have survived it we had slavery in it and through his speech he shows it. Throughout this essay I explained the movie Amistad and how race relations were seen throughout the movie. This movie really helps people see how horrible it was for African Americans back in 1839-1842. The movie showed the bias that this country had against people from Africa and how horrible our country treated slaves. Through John Quince Adams speech it stated how the problem was going to be fixed, and that was through a civil war. Citations http://www.imdb.com/title/tt0118607/ http://www.digitalhistory.uh.edu/modules/jeffersonian_era/index.cfm http://etext.virginia.edu/jefferson/quotations/jeff1290.htm http://www.american.edu/TED/slave.htm

Living in the

Torso's City 3 eye characteristics: average individual incomes decreased by 20% or more between 1970 and 2005 relative to the Toronto average individual income Neighborhoods comprise about 39% of the city neighborhoods Key issues deterministic-planning a lack of regard for the post-colonial and immigrant experiences of the families that live there large concentration of poverty and lives lived amid crowded high-rise buildings and housing projects the constant surveillance and media representations of violence perpetuated by the City of Toronto Police, Housing Corporation, and media outlets Defining the Ghetto (A first approach) The 40% criterion: â€Å"an area in which the overall poverty rate in a census tract is greater than 40 percent. The ghetto poor are then those poor, of any race or ethnic group, who live in such high-poverty census tracts†¦ Visits to various cities confirmed that the 40 percent criterion came very close to identifying areas that looked like ghettos in t erms of their housing conditions. Moreover, the areas selected by the 40 percent criterion corresponded closely with the neighborhoods that city officials and local census urea officials considered ghettos†¦ Let is important to distinguish our definition of ghetto tracts based on a poverty criterion from a definition based on racial composition.Not all majority black tracts are ghettos under our definition nor are all ghettos black. Arrows and Bane 1991:239-241) Defining the Ghetto (A second Approach) â€Å"the ghettos' of space and group-specific institutions all four major ‘elementary forms' of racial domination, namely, categorization, discrimination, segregation and exclusionary violence† (Loci Yucatan: Urban Outcasts, 1995) â€Å"the hypertext' Is moreover defined by the â€Å"physical dilapidation, social decay and stunning depopulation† that has further led to a â€Å"collective demutualization† and â€Å"absent presence† of the state ( course reading) What researchers find in Torso's inner city Schools?Violence and Cultural Complexity This is where the documentary intervenes: The film looks into how violence is based on a logic of reciprocity (code of honor) and how this logic/dynamic can be interrupted It assumes/demonstrates how former actors of violence (gang leaders) take on a new role as interrupters of violence It lows insights into people's aspirations and dimensions of everyday life (resilience and where alternatives originate) What needs to be discussed Does the film reproduce an ‘ecology-centered' discourse or does it allow for seeing the cultural complexity of violence in a broader perspective? The Interrupters (Documentary) Dir. Steve James Film about â€Å"violence interrupters† in Chicago â€Å"who use their own personal experience and street credibility to work in the communities† (film synopsis) Discuss along with L. Waistcoat's article (same context)

Ms hall

I have read your summary regarding your current challenge with changing marketing trends and the upcoming renewal of your 5 year contract with a large quick service restaurant. You have had a long and profitable relationship with this international fast food company and this relationship has been an Important part of your firm's growth. While you do face some obstacles, there are solutions to overcome these. First hand and most Importantly lets point out and discuss the problems you face.First the market trend issue: The marketing trend challenge you currently face is a decline in the sale of kid meals. With technology advancing kids no longer value the toys you market. In addition, child obesity and health problems are receiving greater attention in the media and the threat of advertising regulations is increasing, these regulations are already in place in Europe. Your manufacturing costs in China have gone up 40% due to an increase in raw material costs and export tariffs. And to t op it off the overall time to market these toys is lengthy.Last and most important your team has been ineffective in addressing these market trends, and working collectively to resolve these Issues. Renewing this contract and maintaining relationship Is important to your firm. Are you assuming the USSR wants to renew the contract and do they want toys? Is your firm prepared to take on this large account at this time? These are 3 recommendations to help you. Restructure of your organization this should be done prior to renewing the contract, ask the USSR for extension of contract renewal.Re evaluate and define your mission and goals. Establishing an innovation team or a R and D department. Teams and managers should have regular meetings with an agenda to implement your business strategy, improve communication and use critical thinking as a method to problem solving. Ineffective teams and quality assurance and Improvement should be monitored regularly to address future problems. A fac ilitator may be helpful to gulled the team's decision making process during meetings.You may have employee resistance and cost and there will be cost and time to train and recruit managers, but this must be done to endure success in your firm. Establish a technology based company relationship to market new products/incentives and incorporate into your marketing. Examples Tunes, Apple APS, Play station, Mineshaft, Game Stop, are a few technology ideas you can work with to offer new products or incentives in your marketing. The incentives should be correlated with some type of healthy choice the USSR offers. An example of this would be vegetables or fruit as part of the happy meal.Incorporating the product into a healthy choice will also improve the public and media perception of your organization and demonstrates your flexibility for new innovative ideas that adjust to market trends moving towards health and wellness. Move manufacturing to domestic location- you can respond to the ma rket quicker, avoid Import and export tariffs, and Increase positive media volleyball by supplying more Jobs In the U. S. You an contract or set up your own manufacturing plant to supply your other accounts that use toys and incorporate your new products into production.With and provide Jobs to low income workers and or migrant workers. You can publicize these new opportunities for Jobs and community growth to improve media visibility. One drawback to this would be time. You will have to establish resources and connections to build or contract a manufacturing plant. In conclusion I think you will find these solutions effective with some drawbacks but in the long run will help your organization thrive and adjust to the demanding changes of the future.