ACT High School Codes and Test Center Codes

ACT High School Codes and Test Center Codes SAT / ACT Prep Online Guides and Tips When you register for your ACT, you have to submit codes for your high school and test center, the location where you're going to take your ACT. The codes make it easier for ACT to keep track of the high school and test center of everyone who takes the exam. If you enter the wrong high school code, your school may not get your score report. If you select the wrong test center, you may not be able to take the ACT at your preferred test center location. In this article, I'll let you know how to look up ACT high school and test center codes and advise you how to use them properly. How to Enter Codes During Online Registration High School Codes When registering, you can search for your high school code by entering the state, name, and city of your high school. Just click on your high school when you get the results, and your high school code will be automatically entered. Test Center Codes You can search for test centers in your area and then select the location where you want to take the test. After you select your test center, the test center code will be entered. How to Look Up ACT Codes High School Codes You can also look up ACT codes for your high school on the ACT website. You can search by the name of your high school. If you can't find your school, try using these tips given by the ACT: Try abbreviations (example: JFK or John F Kennedy). Do not use punctuation. Try only one word first. Use "sch" for schools. If you search by state or city, your results will be listed alphabetically. Alternate Codes If you're homeschooled, your code is 969-999. If you have or will earn a GED certificate, your high school code is 960-000. Test Center Codes Also, you can look up ACT codes for test centers on the ACT website. From this site, you can find test center codes and a list of dates the ACT will be offered at a specific test center. Here are some of my results after searching for test centers in Los Angeles, California. The earlier you register, the more likely you are to be able to take the ACT at the test center of your choice. You can also find test center information for international test-takers on the ACT website. Advice for Ensuring Your Codes Are Correct If you select your high school and test center while registering, make sure the codes on your admission ticket are correct. You can double-check the codes by looking them up on the ACT website. If you do manually enter your codes during registration, make sure you've entered the right codes and that the codes you've entered correspond with your high school and test center. Make sure your codes are correct. What's Next? If you're taking the ACT soon, learn how to beat procrastination in your ACT prep. Also, learn the 15 ACT tips and tricks to improve your score. Finally, if you're planning on or considering taking the ACT in the future, find out exactly how long you should study for the ACT. Want to improve your ACT score by 4+ points? Download our free guide to the top 5 strategies you need in your prep to improve your ACT score dramatically. Have friends who also need help with test prep? Share this article! Tweet Justin Berkman About the Author Justin has extensive experience teaching SAT prep and guiding high school students through the college admissions and selection process. He is firmly committed to improving equity in education and helping students to reach their educational goals. Justin received an athletic scholarship for gymnastics at Stanford University and graduated with a BA in American Studies. Get Free Guides to Boost Your SAT/ACT Get FREE EXCLUSIVE insider tips on how to ACE THE SAT/ACT. 100% Privacy. No spam ever. hbspt.forms.create({ portalId: '360031', formId: '2167ba30-e68e-4777-b88d-8bf3c84579af', formInstanceId: '2', submitButtonClass: 'btn-red-light btn', target: '#hubspot-container2', redirectUrl: 'http://ww2.prepscholar.com/blog-subscribe-thank-you', css: '.post-bottom .hs-form.stacked label {display:none;} .post-bottom .hs-form.stacked .field div.input {padding-top: 55px; padding-left: 300px;} .post-bottom .hs-input {width: 220px} .post-bottom .btn-primary, .hs-button.primary {margin-top:0px; padding-left:350px} .post-bottom .hs-form-field {margin-bottom:5px}' }); $(function(){ $(".exclusive-tip-form #hubspot-container2 label").hide(); }); function replace_tag(a, b){ $(a).each(function(index) { var thisTD = this; var newElement = $(""); $.each(this.attributes, function(index) { $(newElement).attr(thisTD.attributes[index].name, thisTD.attributes[index].value); }); $(this).after(newElement).remove(); }); } $(function(){ replace_tag($(".posts-by-topic h3"), "h2"); }) Ask a Question BelowHave any questions about this article or other topics? Ask below and we'll reply! Search the Blog Search jQuery(function(){ var $ = jQuery; var url = 'http://google.com/search?q=site:' + location.protocol + '//' + location.hostname + ' '; var $searchModule = $('.hs-search-module.bdd53a9e-4b3b-42bb-bd13-b187e5b270a9'); var $input = $searchModule.find('input'); var $button = $searchModule.find('.hs-button.primary'); if (false) { $input.val(decodeURIComponent(location.pathname.split('/').join(' ').split('.').join(' ').split('-').join(' ').split('_').join(''))); } $button.click(function(){ var newUrl = url + $input.val(); var win = window.open(newUrl, '_blank'); if (win) { //Browser has allowed it to be opened win.focus(); } else { //Browser has blocked it location.href = newUrl; } }); $input.keypress(function(e){ if (e.keyCode !== 13) return; e.preventDefault(); $button.click(); }); }); Improve With Our Famous Guides SATPrep ACTPrep For All Students The 5 Strategies You Must Be Using to Improve 160+ SAT Points How to Get a Perfect 1600, by a Perfect Scorer Series: How to Get 800 on Each SAT Section: Score 800 on SAT Math Score 800 on SAT Reading Score 800 on SAT Writing Series: How to Get to 600 on Each SAT Section: Score 600 on SAT Math Score 600 on SAT Reading Score 600 on SAT Writing Free Complete Official SAT Practice Tests What SAT Target Score Should You Be Aiming For? 15 Strategies to Improve Your SAT Essay The 5 Strategies You Must Be Using to Improve 4+ ACT Points How to Get a Perfect 36 ACT, by a Perfect Scorer Series: How to Get 36 on Each ACT Section: 36 on ACT English 36 on ACT Math 36 on ACT Reading 36 on ACT Science Series: How to Get to 24 on Each ACT Section: 24 on ACT English 24 on ACT Math 24 on ACT Reading 24 on ACT Science What ACT target score should you be aiming for? ACT Vocabulary You Must Know ACT Writing: 15 Tips to Raise Your Essay Score How to Get Into Harvard and the Ivy League How to Get a Perfect 4.0 GPA How to Write an Amazing College Essay What Exactly Are Colleges Looking For? Is the ACT easier than the SAT? A Comprehensive Guide Should you retake your SAT or ACT? When should you take the SAT or ACT? Michael improved by 370 POINTS! Find Out How Stay Informed Get the latest articles and test prep tips! Looking for Graduate School Test Prep? Check out our top-rated graduate blogs here: GRE Online Prep Blog GMAT Online Prep Blog TOEFL Online Prep Blog

Go Ask Alice - Anti Drug Campaign essays

Go Ask Alice - Anti Drug Campaign essays Do you know someone who does drugs? Do you know why they do it? Well if you ask a teen why they do drugs you will often here the answer because it feels good. But is that the real reason why they do drugs? I researched and found out that in fact it does feel good because most drugs acts directly on the limbic system in the brain which is sort of the pleasure center. Teens now light up weed in parties like if it was a cigarette. They might not be a smoker but they do it to look cool. People do drugs to change the way they feel or change there situation. If their depressed they want to become happy, if their nervous they want to become relax, etc. Most of the time people take drugs so that they can be the person who they want to be. The problem is that it isnt real, you dont change the situation youve only distorted it for a little while. Teenagers do drugs for a lot of reasons, but there are 7 main reasons why. One reason is because they want to fit in; no one wants to be the one left out. Secondly, because they want to escape or relax. Thirdly, because theyre bored. Lots of people turn to drugs for a little excitement because they say theres nothing else to do but watch the same Simpsons show for the tenth time or hang out in Burger King. Fourthly, because the media says its cool. Fifthly, because they think it makes them seem grown-up. Sixthly, because they want to rebel. And the last one, because they want to experiment. Its human nature to want to experiment, but its not wise to experiment the bad things. Do you think the media has an affect on youth and drugs? I believe it does, even though there are anti-drugs ads during almost every commercial while your watching music videos, the entertainment world still manages to make drugs look very attractive. An example of this is how they encourage everyone to be really skinny even when they say ano...

Intro to Information System Assignment Example | Topics and Well Written Essays - 250 words

Intro to Information System - Assignment Example Baidu and Google have major differences. Google provides many results than Baidu on the same search most of which may not be relevant. Baidu on the other hand provides fewer results which are more accurate and relevant. Baidu is more customized to address internet needs for Chinese population while Google tries to generalize its services to the global community. I like Google since it provides more information which is useful in research. Baidu is good since it narrows its results to more relevant information particularly in Chinese hence more useful in quick search. I dislike Google since it has more restrictions on copyrighted items. Baidu also fails to appeal since I have to request for translation every time I open a new search result page. Microsoft seems to be the best in product help screen. Microsoft provides easy to follow help topics which are easy to follow even for average persons. Problem troubleshooting downloadable software is of utmost beneficial. The program does automatic troubleshooting, repairs the installation problem and if it can’t do that it sends the problem to Microsoft site for technical review. CDs, DVDs and Blue ray Discs are multipurpose information storage devices each having advantages and disadvantages. I like CDs since they are less risky in data storage. A CD is still readable even with slight scratches on the surface. Additionally, they can be played on all machines. I dislike them since they hold very little data. DVDs are good since they are playable on most machines and hold more data than CDs. However, I dislike them since they are sensitive to surface mechanical damage. I like Blue ray Discs due to their massive storage space however, I dislike them since they require ultramodern machines to play them and also their high sensitivity to scratches. Damage to one Blue-ray disc means loss of a lot of data which is not admirable at

Why the need for a Nurse Practitioner Essay Example | Topics and Well Written Essays - 500 words

Why the need for a Nurse Practitioner - Essay Example They are required by patients to carry out the tasks of daily administration of medicines and also to be looked after during the time they are in hospital. The nurse practitioner has also become necessary on private basis for those recuperating at home. Nurses have to attend to people of all age groups. The lives of patients depend on the way the nurse administers to their requirements. Normally, doctors diagnose and prescribe medicines. It is the nurses who attend to the actual requirements of administering medicines and looking after the patients. Nurses are also involved in the field of research and help in augmenting new medical treatments for various diseases. They are often involved in collaborating with physicians and other health professionals as required. They counsel and educate patients on health behavior and self-care. They prescribe physical therapy and other rehabilitative treatments. And they carry out numerous other tasks involving medical care. The nature and scope of nurse practitioners is dependent on the context in which she is authorized to practice. They are general nurses and specialized nurses. The role of each is unique and confers knowledge and legitimate recognition in clinical practice. The role of a nurse is developed through access to service and his/her outcome of the patients' treatment.

Dabur India Limited A Indian Consumer Goods Company Marketing Essay

Dabur India Limited A Indian Consumer Goods Company Marketing Essay Introduction: Dabur India Limited is a leading Indian consumer goods company with interests in Hair Care, Oral Care, Health Care, Skin Care, Home Care and Foods. From its humble beginnings in the by lanes of Calcutta way back in 1884 as an Ayurvedic medicines company, Dabur India Ltd has come a long way today to become a leading consumer products manufacturer in India. The founder, Dr.S.K.Burman, was a practicing allopathic doctor. At that time Malaria, Cholera and Plague were the common diseases. He was a physician who brought Ayurvedic medicines to the masses of Bengal. Initially established as a proprietary firm for the manufacture of chemicals and ayurvedic drugs it was later on 19th November 1930 incorporated as private limited company. Late Shri C.L.Burman, son of late Dr S.K. Burman and his son late Shri P.C.Burman in the name of Dr S.K.Burman Pvt.Ltd. to expand the operations by setting up production facilities at Garia and Narendrapur, West Bengal and Daburgram, Bihar. Dabur (Dr.S.K.Burman) Pvt. Ltd. was merged with Vidogum and Chemicals Ltd. w.e.f. 1st July1985 and the amalgamated company was renamed DABUR INDIA LIMITED. For the past 125 years, they have been dedicated to providing nature-based solutions for a healthy and holistic lifestyle. Through their comprehensive range of products, they cater to all consumers, in all age groups, across all social boundaries. And this legacy has helped them develop a bond of trust with the customers. VISION Dedicated to the health and well being of every house hold. Dabur is a company with a set of established business values, which direct its functioning as well as all its operations. The guiding forces for Dabur are the words of its founder, Dr.S. K. Burman, what is that life worth that cannot give comfort to others. The Company offers its customers, the products to suit their needs and give them good values for money. The company is committed to follow the ethical practices in doing business. At Dabur, nature acts as not only the source of raw materials but also an inspiration and the company is committed to product the ecological balance. Journey so far 1884 The Birth of Dabur 1972 The company shifts base to Delhi from Kolkata 1986 Registered as Public Limited Company 1994 Listed on the Bombay Stock Exchange 1998 Professional team inducted to run the company 2000 Crosses Rs. 1000 Crore Turnover 2003 Pharmaceutical Business de-merged to focus on core FMCG 2004 Profit exceeds Rs. 100 Crore 2005 Acquire Balsara strengthening Oral care provided entry into Homecare segment 2006 Dabur figures in Top 10 Great Places to Work 2007 Dabur ranked among Asias best under a Billion enterprises by Forbes 2008 Acquired Fem Care Pharma entering the mainstream Skin care segment 2009 Strong growth momentum continued in spite of general economic downturn. Also Dabur Red Toothpaste becomes Daburs 9th Billion Rupee brand. 2010 Touched US$4 billion market cap. Overseas acquisition, Hobi Group, Turkey to strengthen presence in MENA and adjacent regions. Dabur At-a-Glance: Dabur India Limited has marked its presence with significant achievements and today commands a market leadership status. Their story of success is based on dedication to nature, corporate and process hygiene, dynamic leadership and commitment to their partners and stakeholders. Leading consumer goods company in India with a turnover of Rs. 3417 Crore (FY10) 3  major strategic business units (SBU) Consumer Care Division (CCD), Consumer Health Division (CHD) and International Business Division (IBD) 3  Subsidiary Group companies Dabur International,  Fem Care Pharma and newu  and  8 step down subsidiaries: Dabur Nepal Pvt Ltd (Nepal), Dabur Egypt Ltd (Egypt), Asian Consumer Care (Bangladesh), Asian Consumer Care (Pakistan), African Consumer Care (Nigeria), Naturelle LLC (Ras Al Khaimah-UAE), Weikfield International (UAE) and Jaquline Inc. (USA). 17 ultra-modern manufacturing units spread around the globe Products marketed in over 60 countries Wide and deep market penetration with  50 CF agents, more than 5000 distributors and over 2.8 million retail outlets all over India Dabur India Ltds manufacturing activities spanning various consumer products categories are carried out in 17 factories spread across India and abroad. Dabur has 11 manufacturing facilities in India, out of which two main units are at Baddi (Himachal Pradesh) and Pantnagar (Uttaranchal). Daburs Business Structure: Note: Percentage share in revenue based on FY10 Financials ; Femcare included in Consumer Care Division Consumer Care Division (CCD): Consumer Care Division (CCD) adresses consumer needs across the entire FMCG spectrum through four distinct business portfolios of Personal Care, Health Care, Home Care  Ã‚  Foods. Master brands: Dabur Ayurvedic healthcare products Vatika Premium hair care Hajmola   Tasty digestives Rà ©al Fruit juices beverages Fem Fairness bleaches skin care products 9 Billion-Rupee brands: Dabur Amla, Dabur Chyawanprash, Vatika, Rà ©al, Dabur Red Toothpaste, Dabur Lal Dant Manjan, Babool, Hajmola and Dabur Honey Strategic positioning of Honey as food product, leading to market leadership (over 75%) in branded honey market   Dabur Chyawanprash the largest selling Ayurvedic medicine with over 65% market share. Vatika  Shampoo has been the fastest selling shampoo brand in India for three years in a row Hajmola tablets in command with 60% market share of digestive tablets category. About 2.5 crore Hajmola tablets are consumed in India every day Leader in herbal digestives with 90% market share Category-wise Share of CCD : Brand Overview: Consumer Care Categories: Hair Care: Hair Oil Shampoo Source: Value share-ACN June, 09 Value Share-ACN Mar, 10 Oral Care: Value Share-ACN March, 2010 Health Supplements: Value Share-ACN March, 2010 Foods: Company Est. Mar, 2010 for Fruit Juice category Skin Care: *Company estimates; Includes Fem skin care portfolio Digestives: Value Share-ACN March, 2010 Home Care: Value Share-ACN Mar,2010 for Aerosols category Consumer Health Division (CHD) Consumer Health Division (CHD) offers a range of  classical Ayurvedic medicines  and Ayurvedic OTC products that deliver the age-old benefits of Ayurveda in modern ready-to-use formats. Daburs Consumer Healthcare business is the Companys oldest business, and today has a growing portfolio of OTC products to address a variety of problems ranging from Womens Health to Baby Care and  Cough Cold to Rejuvenation. Has more than 300 products sold through prescriptions as well as over the counter Major categories in traditional formulations include: Asav Arishtas Ras Rasayanas Churnas Medicated Oils Proprietary Ayurvedic medicines developed by Dabur include: Nature Care Isabgol Madhuvaani Trifgol Division also works for promotion of Ayurveda through organised community of traditional practitioners and developing fresh batches of students   The Consumer Health Division, CHD witnessed a growth of 10.2% during the quarter led by ethical portfolio which grew by 14.5%. In OTC, Pudin Hara grew by 12.8%. The Pudin Hara portfolio has been extended by launching Pudin Hara Lemon Fizz in the acidity segment. International Business Division (IBD) International Business Division (IBD) caters to the health and personal care needs of customers across different international markets, spanning the Middle East, North West Africa, European Union and the US  with its brands Dabur Vatika   Growing at a CAGR of 33% in the last 6 years and contributes to about 20% of total sales Leveraging the Natural preference among local consumers to increase share in perosnal care categories Focus markets: GCC Egypt Nigeria Bangladesh Nepal US High level of localization of manufacturing and sales marketing World wise division of Dabur Daburs International business: The Companys key markets for international business are the Middle East, Africa, UK and South Asian geographies, with manufacturing plants located across regions. The Company also has a private label business in USA and UK, along with Guar gum exports, which takes place from its Indian plants. The Companys International Business Division recorded an impressive sales growth of 26.3% from Rs.477.0 crore in 2008-09 to Rs.602.5 crore in 2009-10, contributing to 18% of overall consolidated sales. The operating margins of the business improved significantly during the year reflecting the strength of the brands even though the external conditions were tough and the environment was plagued by recessionary trends, currency depreciations and demand contraction. Robust sales growth in international markets was possible due to: Strong Brand portfolio positioned on herbal and natural platform Aggressive new product launches and brand extensions Geographical expansion into new markets Strong Sales and Distribution network Strong manufacturing backbone and expansion of own manufacturing in key geographies Localised and efficient supply chain. Product Portfolio: The company has built strong and robust brand architecture with two mega brands for international business across all geographies Dabur and Vatika and most of its offerings are under either of these two brands. Dabur Amla: Dabur Amla franchise achieved a growth of 38% along with all the extensions. Basis Nielsen Retail Audit in KSA, Dabur Amla Hair Oil with a market share of 34.2% is the biggest brand in the hair oil segment. Dabur Amla Gold has market share of 6.8% while Dabur Amla Jasmine is at 5.1%. The Amla franchise has now been extended to the Hair Cream Category with the launch of Dabur Amla Hair Cream. It has become the fastest growing brand in the Hair Cream segment notching up sales of more than INR 13 Crore in first year of launch. Vatika: There has been a robust growth of 36% in the Vatika franchise which includes Vatika Enriched Hair Oil, Coconut Hair Oil, Hair Creams and Hamam Zaith. Vatika brand is now worth Rs.185 Cr built from a negligible base over the last four years in the Arab belt. There was a successful re- launch of Shampoos and Conditioners, launch of one more variant in Hamam Zaith and re-launch of Vatika Coconut Hair Oil. Light hair oil range of Vatika Hair oils registered 51% growth in MENA. Vatika Hair Cream is now an INR 64 Cr brand in MENA. Vatika Hair Cream gained 370 bps in market share and becoming 12.7% of the market in volume terms. It grew by 44% in volume terms over LY in a category that has remained flat. Vatika Hair Cream is now the no. 2 player in Modern Trade with a 15.6% volume mkt share despite aggressive competition from established brands. Vatika DermoViva a new sub- brand launched for the Personal Wash and Skin Care segment had its first launch in the Bar Soap category and has managed to create consumer equity in a category dominated by strong MNC players. FEM: The FEM brand was strengthened in the overseas markets through ATL and BTL inputs which saw the brand grow by 100% in just nine months of operation since the takeover. Daburs International Market: The key contributing markets/ regions to the International Business growth have been GCC, Egypt, Nigeria, Algeria, Morocco, Libya, Yemen, Syria and South Africa. GCC, the biggest market in the IBD and despite being a mature market, has registered a strong growth of 42% over last year fuelled by innovations and new product launches in the Hair Care, Personal Wash and Oral Care segments. Dabur Egypt Limited has witnessed another fantastic performance with 30% growth in sales. African Consumer Care, Nigeria has grown by 17% over last year in terms of local currency , aided by strong growth of Dabur Herbal Toothpaste and Dabur Herbal Gel in the Oral Care category. Asian Consumer Care, Pakistan has grown by 26% in revenue with Hajmola and Dabur Amla becoming the two strong brands for the region. Dabur International`s UK Branch has witnessed a 23% growth over previous year which has been the highest growth rate for this region in the last 8 years. Markets of North Africa, Levant and Yemen have witnessed an impressive performance with 49% growth over previous year. Asian Consumer Care, Bangladesh, registered a growth of 47% during the fiscal 2009-10. The growth has been led by increased distribution penetration and focussed brand approach. Dabur Nepal Pvt Limited which makes fruit juices and also caters to local consumer market in Nepal recorded impressive growth of 26% in its sales to the domestic market of Nepal. Dabur recently has bought Turkey-based personal care company Hobi Kozmetik Group in a deal at Rs. $ 69 million. The company, in a move to increase its presence across Middle East and North African region, has made the acquisition. Hobi Kozmetik is a market leader in the hair gel category with 35% market share. Companys products sold under Hobby and New Era brands in 35 countries. The transaction is expected to be completed by Q3 of FY11. Dabur, which is the biggest FMCG in India with large market capitalization, has huge investment and expansion plans as the company aims to expand its foreign sales. Exports from India: The company also exports guargum and private label oral care products from India. During the year 2009-10 the company recorded Guargum exports to the tune of Rs.43.3 crore as compared to Rs.48.3 crore in the previous year. The sales were lower due to poor global demand and recessionary environment. Exports to USA recorded impressive growth with sales increasing to Rs.38.4 Cr in 2009- 10 versus Rs.27.6 in 2008-09 reflecting a growth of 39% despite the recessionary environment in developed markets. The US sales comprise Private Label and Ethnic business. Key markets in USA and Europe contributed to the growth. Innovative product developments in Oral care private label- such as Pro-age, Sensitive and Herbal toothpastes were launched. Ethnic Sales in USA and Canada also performed well recording 80% growth albeit on a low base. Various new products were successfully launched in the market and penetration of mainstay Dabur products like Hair Oils and Chyawanprash into Canadian mainstream retail chains such as Walmart was achieved. Competitor Analysis: Category Daburs Share Main Competitors Fruit Juice 58% Real and Active Tropicanna Fruit Drinks (coolers) 1% Coolers Frooti And Maaza Hair oil Coconut base 6.4% Vatika HLL Shampoo Vatika 7.1% HLL and PG Hair care (overall) 27% HLL, PG and Himalaya Chyawanprash 64% Himani, Zhandu and Himalaya Honey 40% Himani, Hamdard and local Players Digestives 37% Paras and local players Competition: Market Cap. (Rs. cr.) Sales Turnover Net Profit Total Assets HUL 60,897.63 17,725.33 2,202.03 2,583.52 Dabur India 18,851.77 2,874.60 433.15 859.35 Godrej Consumer 12,917.72 1,267.88 248.12 839.87 Colgate 11,244.57 1,770.82 290.22 330.70 Godrej Ind 7,770.69 880.97 19.33 1,570.31 Marico 7,641.54 2,030.85 235.02 948.58 PG 7,169.93 904.46 179.76 440.02 Emami 6,891.49 1,006.86 165.40 878.42 Gillette India 5,953.64 852.48 137.10 490.89 Jyothy Labs 2,440.33 579.87 80.05 399.10 Source: moneycontrol.com BCG Analysis: Internation business division which promises high growth potential in Egypt, Nigeria, Pakistan, Banladesh, Nepal, US needs more investment. Price penetration is a key strategy for Cash Cows like Health supplements, Digestives and Home care. Dabur has adopted a strategy of premium pricing for its Dog category like Baby care. Vision 2010 The following are the principal features of the 2010 strategic plan:- Doubling of the sales figure from 2006 The new plan will focus on expansion, acquisition and innovation. Although Daburs international business has done well growing by almost 33% from Rs.602.5 crore in 2009-10, plans are to increase it by leaps and bounds. Growth will be achieved through international business, homecare, healthcare and foods. Southern markets will remain as a focus area to increase its revenue share to 15 per cent. After smoothly sailing through its previous plans, this vision seems possible. However, if Dabur could be more aggressive in its approach, it can achieve unprecedented results. To conclude, there are few recommendations which are as follows. Recommendations: Entering rural market: Dabur should target more towards the rural market and tier 2 and tier 3 cities. These markets have traditionally been loyal to Daburs ayurvedic range of personal products. Tapping the rising global demand of herbal and Ayurvedic products: New trends in the global market for the rising demand of herbal/ ayurvedic products are seen. This is the right time when Dabur should re launch itself as a key international player in the global arena. Targeting premium segment: In the domestic market, there is a huge scope for Dabur to launch niche/luxury segment products catering to specific target groups. Development of new markets for Products Services: New areas of growth are opened up for Dabur with the expansion into the new markets of Cambodia, Philippines, Belarus, Gambia and Bolivia. The sales and distribution structure should be strengthened in the key markets of Yemen, Syria, Kuwait, Malaysia and Tanzania. It can be done by appointing new distributors in CIS, Mozambique, Guinea and Rwanda etc Entering US Market: The Company is also trying to enter into the US Market where it is attempting to build a full fledged distribution channel. It will also be useful to mention that some of its products like Chyawanprash are selling in the US via indirect channels. But this task is going to be a herculean one since US laws are tough and the preferences of consumers also vary greatly than that of markets which are usually catered to by Dabur. Targeting South Africa: In Africa the company should look at countries like South Africa where it currently is not present. It already has a personal care plant in Egypt and a toothpaste plant in Nigeria. Dabur can do well in these markets because the profile and preferences of these consumers are very much like India. Focusing on Export: The focus should be to continue expanding the companys presence across geographies and to exploit the opportunities that exist in existing and potential segments. The company should continue to invest in brand building, manufacturing and human capital in order to maintain and improve the existing robust growth path.

Changing face of Indian villages Essay

India is a land of villages. It is said that real India lives in villages. About seventy per cent of its population lives in villages. India is undergoing revolutionary changes. Its villages are not untouched by those changes. The changes are reflected in every walk of life. These changes have been brought by various agents. These include science, technology, and spread of education, advent of media in rural areas, industrialisation, urbanisation and migration. Hence the lifestyle, attitude and thinking have changed greatly in rural India. In fact these factors have combined to change the ritualistic rural society into a dynamic society. Traditionally, Hindu society has been caste ridden. Caste-based division has been prominently visible in rural India. The people of upper caste treated themselves superior to the people of lower caste. Discrimination against them was a commonplace event. People of upper caste did not eat or drink anything even touched by the lower caste people. Even they were not allowed to take water from the well used by the upper caste people. They are not allowed entrance in temples. Such unjust distinction based on caste, colour and community was widely prevalent in Indian society. But things are rapidly changing now. People do not care tor any such distinction. There is an interdependence existence in society. There is a close interaction of people of different castes, creeds and religions, among them for various purposes. The outlook of the villagers has undergone sea change. They have begun to see things in broader context. This is a good sign. The access of media has brought big changes in their life. Now they have realised the importance of education. They no longer hold back their girls from going to schools and colleges. They have begun to come out of the four walls of their homes. They have started sharing responsibility with their male counterpart. Naturally, it has a positive impact on society. Agriculture, which is the mainstay of rural economy, is also being influenced  by the winds of changes sweeping across various walks of life. It is no longer left to the mercy of Nature. The agrarian reforms, increasing application of science and technology are bringing sea changes in the faces of villages. Availability of safe drinking water and electricity has made the life of the villagers easier and comfortable. Mass media has also contributed a lot to change the life of the villages. Now rituals and superstitions have begun fading away. People have begun to see things in the light of reason and logic. There is a great awakening in the villagers. They are now politically and economically aware and sound. There is no longer casteism in rural society. These changes are likely to have good impact on overall progress of India.

Mirror mirror on the wall-cultures consequences in a value test of its own design Essay

The paper offers a critical reading of Geert Hofstede’s (1980) Culture’s Consequences using an analytical strategy where the book is mirrored against itself and analyzed in terms of its own proposed value dimensions. â€Å"Mirroring† unravels the book’s normative viewpoint and political subtext and exposes discursive interests in its research process. Making all this evident in the canonical book’s own terms, this paper communicates critical concerns across paradigm boundaries. It indicates the need to reconsider concepts and convictions that predominate cross-cultural research and to adopt norms of reflexivity that transcend existing notions of â€Å"cultural relativism.† Globalization, there seems to be a need to further these attempts at reevaluating its foundations. To a great extent, the knowledge produced in this field is still firmly rooted in the orthodoxy of functionalist, â€Å"normal† science—its positivist epistemology and objectivist rhetoric (see Burrell & Morgan, 1979). While there are a few interpretive, emically oriented case studies (e.g., Ahrens, 1996; Brannen, 2004), these generally remain a marginalized pursuit (MarschanPiekkari & Welch, 2004); studies are usually nomothetic and quantitative, with researchers posing themselves as discoverers of universal regularities and systematic causal relationships. Cultural relativism, when admitted, is seen to relate to the scientist—not to science Itself—and is accordingly â€Å"corrected† by rituals of confession, (rare) attempts to create crosscultural research teams, or various â€Å"bias control† techniques. In this vein, international management thought is evolving into quite a large body of thought— one that, despite its name, underrepresents many regions of the world in terms of authorship and topics of analysis (Kirkman & Law, 2005). Moreover, like other managerial disciplines that aspire to shape actual workplaces, its influence extends into the world of practice as well.   The book indeed entailed various substantive contributions. Apparently, as globalization progressed into the 1980s, crossing traditional boundaries, national culture could no longer be disregarded. What until then constituted a beast too â€Å"soft† or vague for the positivist epistemology of â€Å"normal† science became a focus of much interest. Hofstede, it can be said, tamed the beast— he divided it, counted it, tabled it, and graphed it. â€Å"Culture† was reduced to â€Å"values,† which were reduced to a limited set of questions on an IBM questionnaire. â€Å"National society† was reduced to â€Å"middle class rather than the working class† (1980: 56), which was reduced to IBM personnel from the marketing and service divisions. Answers were quantified, computerized, â€Å"statisticalized.† Things cultural could finally be said in â€Å"scientific† language. October Subsequently, the book promoted sensitivity to cultural diversity at the workplace (and beyond it). In addition, it undermined the widespread assumption that American management knowledge is universal and thus easily transferable across cultures, and challenged psychology’s long-standing refusal to acknowledge the relevance of culture as anything but an external variable (see Joseph, Reddy, & Searle-Chatterjee, 1990: 21; Triandis, 2004). Culture, Hofstede claimed, is a â€Å"mental programming† instilled in people’s minds—an internal variable, shaping behavior from the inside out. Thus, for organizational practice, management theory, and psychology, national culture is relevant; it does count. And as far as the scientific community of his time was concerned, he had the right numbers to prove it. There were, however, very serious critiques from the outset (e.g., Baskerville, 2003; Eckhardt, 2002; Harrison & McKinnon, 1999; Kitayama, 2002; Merker, 1982; Robinson, 1983; Schooler, 1983; Singh, 1990). In what appears to be one of the most damning critiques of the book, McSweeney claimed that â€Å"the on-going unquestioning acceptance of Hofstede’s national culture research by his evangelized entourage suggests that in parts of the management disciplines the criteria for acceptable evidence are far too loose† . Hofstede never failed to respond to the ongoing stream of criticism, defended his methodological decisions, and clarified the study’s claims and implications (e.g., 1990, 2001, especially p. 73). The debate that evolved was extensive, but it generally focused on a single question: Does Hofstede â€Å"really† capture â€Å"feminine-in-management† meets â€Å"globalization.† Business Horizons, 36(2): 71– 81. Calas, M. B., & Smircich, L. 1999. Past postmodernism? Re ´ flections and tentative directions. Academy of Management Review, 24: 649 – 671. Chandy, P. R., & Williams, T. G. E. 1994. The impact of journals and authors on international business. Journal of International Business Studies, 25: 715–728. Clegg, S. R., & Hardy, C. 1999. Introduction. In S. R. Clegg & C. Hardy (Eds.), Studying organization: Theory & method: 1–22. London: Sage. Cooper, R. 1989. Modernism, post modernism and organizational analysis 3: The contribution of Jacques Derrida. Organization Studies, 10: 479 –502. Cooper, R., Burrell, G. 1988. Modernism, postmodernism and organizational analysis: An introduction. Organization Studies, 9: 91–112. October Foucault, M. 1972. The archaeology of knowledge. (Translated by A. M. S. Smith.) New York: Pantheon. Foucault, M. 1977. Language, counter-memory, practice: Selected essays and interviews. (Edited by D. F. Bouchard.) Oxford: Blackwell. Foucault, M. 1980. Power/knowledge: Selected interviews and other writings 1972–1977. (Edited by C. Gordon.) New York: Pantheon. Frost, P. 1980. Toward a radical framework for practicing organization science. Academy of Management Review, 5: 501–507. Gioia, D. A., & Pitre, E. 1990. Multiparadigm perspectives on theory building. Academy of Management Review, 5: 584 – 602. Harrison, G. L., & McKinnon, J. L. 1999. Cross-cultural research in management control systems design: A review of the current state. Accounting, Organizations and Society. 24: 483–506. Hart, W. B. 1999. Interdisciplinary influences in the study of intercultural relations: A citation analysis of the International Journal of Intercultural Relations. International Journal of Intercultural Relations, 23: 575–589. Hofstede, G. 1978. The poverty of management control philosophy. Academy of Management Review, 3: 450 – 461. Hofstede, G. 1980. Culture’s consequences: International differences in work-related values. Beverly Hills, CA: Sage. Hofstede, G. 1983. The cultural relativity of organizational practices and theories. Journal of International Business Studies, 14(2): 75– 89. Hofstede, G. 1990. A reply and comment on Joginder P. Singh: â€Å"Managerial culture and work-related values in India.† Organization Studies, 11: 103–106. Hofstede, G. 1991. Cultures and organizations: Software of the mind. London: McGraw-Hill. Hofstede, G. 1994. Management scientists are human. Management Science, 40: 4 –13. Hofstede, G. 1996. An American in Paris: The influence of nationality on organization theories. Organization Studies, 17: 525–537. Hofstede, G. (Ed.). 1998a. Masculinity and femininity: The taboo dimension of national cultures. Thousand Oaks, CA: Sage. Derrida, J. 1972. Positions. (Translated and annotated by A. Bass.) Chicago: University of Chicago Press. Hofstede, G. 1998b. Masculinity/femininity as a dimension of culture. In G. Hofstede (Ed.), Masculinity and femininity: The taboo dimension of national cultures: 3–28. Thousand Oaks, CA: Sage. Eckhardt, G. 2002. Book review of Culture’s consequences: Comparing values, behaviors, institutions, and organizations across nations (second edition). Australian Journal of Management, 27: 89 –94. Hofstede, G. 1998c. The cultural construction of gender. In G. Hofstede (Ed.), Masculinity and femininity: The taboo dimension of national cultures: 77–105. Thousand Oaks, CA: Sage. Escobar, A. 1995. Encountering development: The making and unmaking of the third world. Princeton, NJ: Princeton University Press. Hofstede, G. 1998d. Comparative studies of sexual behavior: Sex as achievement or as relationship? In G. Hofstede (Ed.), Masculinity and femininity: The taboo dimension of national cultures: 153–178. Thousand Oaks, CA: Sage. Ferguson, K. E. 1994. On bringing more theory, more voices and more politics to the study of organizations. Organization, 1: 81–99. Hofstede, G. 1998e. Religion, masculinity, and sex. In G. Hofstede (Ed.), Masculinity and femininity: The taboo dimension of national cultures: 192–209. Thousand Oaks, CA: Sage. (Eds.), Handbook of qualitative research: 463– 477. Thousand Oaks, CA: Sage. Hofstede, G. 2001. Culture’s consequences: Comparing values, behaviors, institutions, and organizations across nations (2nd ed.). Thousand Oaks, CA: Sage. Marschan-Piekkari, R., & Welch, C. 2004. Qualitative research methods in international business: The state of the art. In R. Marschan-Piekkari & C. Welch (Eds.), Handbook of qualitative research methods for international business: 5–24. Cheltenham, UK: Edward Elgar. Hofstede, G., & Bond, M. H. 1988. The Confucius connection: From cultural roots to economic growth. Organizational Dynamics, 16(4): 4 –21. Hofstede, G., & Hofstede, G. J. 2005. Cultures and organizations: Software of the mind (revised & expanded 2nd ed.). New York: McGraw-Hill. Hofstede, G., & McCrae, R. R. 2004. Personality and culture revisited: Linking traits and dimensions of culture. Cross-Cultural Research, 38: 52– 88. Hoppe, M. H. 2004. An interview with Geert Hofstede. Academy of Management Executive, 18(1): 75–79. Jack, G., & Lorbiecki, A. 2003. Asserting possibilities of resistance in the cross-cultural teaching machine: Reviewing videos of others. In A. Prasad (Ed.), Postcolonial theory and organizational analysis: A critical engagement: 213–232. New York: Palgrave. Martin, J. 1994. The organization of exclusion: Institutionalization of sex inequality, gendered faculty jobs and gendered knowledge in organizational theory and research. Organization, 1: 401– 431. McSweeney, B. 2002. Hofstede’s model of national cultural differences and their consequences: A triumph of faith—A failure of analysis. Human Relations, 55: 89 – 118. Merker, S. L. 1982. Book review of Geert Hofstede’s Culture’s consequences: International differences in work-related values. Behavioral Science, 27: 195–197. Meyerson, D. E. 1998. Feeling stressed and burned out: A feminist reading and re-visioning of stress-based emotions within medicine and organization science. Organization Science, 9: 103–118. Jack, G., & Westwood, R. 2006. Postcolonialism and the politics of qualitative research in international business. Management International Review, 46: 481–501. Morgan, G. 1983. The significance of assumptions. In G. Morgan (Ed.), Beyond method: Strategies for social research: 377–382. Beverly Hills, CA: Sage. Joseph, G. G., Reddy, V., & Searle-Chatterjee, M. 1990. Ethnocentrism in the social sciences. Race & Class, 31(4): 1–26. Mumby, D. K., & Putnam, L. L. 1992. The politics of emotion: A feminist reading of bounded rationality. Academy of Management Review, 17: 465– 486. Kirkman, B. L., & Law, K. S. K. 2005. From the editors: International management research in AMJ: Our past, present, and future. Academy of Management Journal, 48: 377–386. Kirkman, B. L., Lowe., K. B., Gibson, C. B. 2006. A quarter century of Culture’s consequences: A review of empirical research incorporating Hofstede’s cultural values framework. Journal of International Business Studies, 37: 285–320. Kitayama, S. 2002. Culture and basic psychological processes—Toward a system view of culture: Comment on Oyserman et al. (2002). Psychological Bulletin, Knights, D., & Morgan, G. 1991. Corporate strategy, organizations, and subjectivity: A critique. Organization Studies, 12: 251–273. Kuhn, T. 1972. The structure of scientific revolutions. Chicago: University of Chicago Press. Kunda, Z. 1990. The case for motivated reasoning. Psychological Bulletin, 108: 480 – 498. Kwek, D. 2003. Decolonizing and re-presenting Culture’s consequences: A postcolonial critique of cross-cultural studies in management. In A. Prasad (Ed.), Postcolonial theory and organizational analysis: A critical engagement: 121–146. New York: Palgrave. Lyotard, J.-F. 1984. The postmodern condition: A report on knowledge. Minneapolis: University of Minnesota Press. Manning, P. K., & Cullum-Swan, B. 1994. Narrative, content, and semiotic analysis. In N. K. Denzin & Y. S. Lincoln Nkomo, S. M. 1992. The emperor has no clothes: Rewriting â€Å"Race in organizations.† Academy of Management Review, 17: 487–513. Oyserman, D., Coon, H., & Kemmelmeier, M. 2002. Rethinking individualism and collectivism: Evaluation of theoretical assumptions and meta-analyses. Psychological Bulletin, 128: 3–72. Parker, M. 1992. Post-modern organizations or postmodern organization theory. Organization Studies, 13: 1–17. Prasad, A. (Ed.). 2003. Postcolonial theory and organizational analysis: A critical engagement. New York: Palgrave Reed, M. 1992. Introduction. In M. Reed & M. Hughes (Eds.), Rethinking organizations: New directions in organizational theory and analysis: 1–16. London: Sage. Richardson, L. 1994. Writing: A method of inquiry. In N. K. Denzin & Y. S. Lincoln (Eds.), Handbook of qualitative research: 516 –529. Thousand Oaks, CA: Sage. Robinson, R. V. 1983. Book review of Culture’s consequences: International differences in work-related values. Work and Occupations, 10: 110 –115. Said, E. W. 1978. Orientalism. New York: Random House. Schimmack, U., Oishi, S., & Diener, E. 2005. Individualism: A valid and important dimension of cultural differences between nations. Personality and Social Psychology Review, 9: 17–31. Schooler, C. 1983. Book review of Culture’s consequences: International differences in work-related values. Contemporary Sociology, 12: 167. Academy of Management Review Singh, J. P. 1990. Managerial culture and work-related values in India. Organization Studies, 11: 75–101. Sà ¸ndergaard, M. 1994. Research note: Hofstede’s consequences: A study of reviews, citations and replications. Organization Studies, 15: 447– 456. Sorge, A. 1983. Book review of Culture’s consequences: International differences in work-related values. Administrative Science Quarterly, 28: 625– 629. Spivak, G. C. 1988. Subaltern studies: Deconstructing historiography. In R. Guha & G. C. Spivak (Eds.), Selected subaltern studies: 3–34. New York: Oxford University Press. October Van Deusen, C. 2002. Book review of Culture’s consequences: Comparing values, behaviors, institutions, and organizations across nations. Business & Society, 41: 125–128. Vunderink, M. & Hofstede, G. 1998. Femininity shock: American students in the Netherlands. In G. Hofstede (Ed.), Masculinity and femininity: The taboo dimension of national cultures: 139 –152. Thousand Oaks, CA: Sage. Weaver, G. R., & Gioia, D. A. 1994. Paradigms lost: Incommensurability vs structurationist inquiry. Organization Studies, 15: 565–590. Triandis, H. C. 1993. Reviews on cultural phenomena— Cultures and organizations. Administrative Science Quarterly, 38: 132–134. Westwood, R. 2004. Towards a postcolonial research paradigm in international business and comparative management. In R. Marschan-Piekkari & C. Welch (Eds.), Handbook of qualitative research methods for international business: 56 – 83. Cheltenham, UK: Edward Elgar. Triandis, H. C. 2004. The many dimensions of culture. Academy of Management Executive, 18(1): 88 –93. Williamson, D. 2002. Forward from a critique of Hofstede’s model of national culture. Human Relations, 55: 1373–1395. Galit Ailon (ailonsg@mail.biu.ac.il) is a lecturer in the Department of Sociology and Anthropology at Bar-IIan University. She received her Ph.D. from the Department of Labor Studies at Tel-Aviv University. Her research interests include organizational globalization, organizational culture, organizational theory, and managerial ideologies.