Monthly Archives: September 2011

Benefits of a Business Consulting Franchise

Benefits of a Business Consulting Franchise

What is a Business Consulting Franchise?

Rather than go into business consultancy on your own, you can invest in a franchise with an established business consulting company that is offering a franchise to practise business consultancy, usually, but not always, in a specific geographical area.  In return for the franchise fee, you should receive the backing of their brand name, training, ongoing support, business and analytical tools, marketing resources, and maybe in house expertise to call upon when needed.

The company offering the franchise is called the FRANCHISOR while the person investing in the business consulting franchise is called the FRANCHISEE.

Better Chances of Success and Generating Income Earlier

Getting started in any business of your own can be a huge step.  Fear of failure stops many people going ahead with their dream.  If you have issues going it alone, then consider investing in a franchise.  It vastly increases your chances of success, and tends to generate income much earlier.

If you want to become a business consultant, it can be very difficult acting alone because you cannot have all the expertise required to meet the many challenges of consulting with different kinds of businesses.  Even if you specialize in a specific industry or field, there will be many occasions where you just don’t know how best to help a client business.  A business consulting franchise, by its very nature, can offer a powerful support structure.

All the Support and Resources You Need

For example, a good business consulting franchisor will provide you with training both when you first get started, and on an ongoing basis.  They will also be able to offer you advice and help with many specific business growth and marketing strategies that your client businesses may require, whatever line of business they are in.

You should also have the benefit of a selection of marketing materials and reference materials to use on an ongoing basis.

In general, franchisees are better supported, better motivated, better skilled, and better financed, to win new business than new business start-ups on their own.  So if you are starting your own business consultancy, and going it alone, you could face an uphill battle.  

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Being a business consultant on your own can be a very lonely existence.  On the other hand, when you are part of a large supportive organization, particularly in these days of online membership forums, you will always have colleagues willing and ready to help you, not just with expertise and possible solutions, but with encouragement and mutual support.

The Backing of a Brand Name – Possibly Well Known

You also have the powerful benefit of a strong brand once the business consultancy company has established itself in the market, and by buying into that brand through your franchise, you have all that credibility and trust behind you.  It will be easier to acquire new client businesses to consult with, when you have a strong company brand behind you.   

A Proven System

The whole point of investing in a franchise is that you will have access to a proven system that has already been well tested.

You Are Your Own Boss

You will, of course, be your own boss, and you can work when and how you want, and be very flexible.  There is nothing like being self-employed and being in control of your own working hours.  However, many business owners are just slaves to their businesses, having to be there all the time.  As a business consultant, you can probably work from home, or a small office, so overheads and business expenditure can be kept to a minimum, leaving you with a higher income.  Also, you have no staffing problems!

Substantial Incomes Can be Earned

As a successful business consultant, you can become financially free, meaning you no longer have any money worries.  If you are helping businesses to expand and grow their profits, then there are substantial earnings to be made, especially if your agreement with your client businesses includes them paying you a percentage of the extra profits you helped generate.

Very Worthwhile and Respectable Profession

As a successful business consultant, you will experience the satisfaction of doing something worthwhile with your life, knowing that by helping businesses to grow their profits, you are helping all the people associated with that businesses: owners, management, staff, manufacturers, suppliers, joint venture partners, and all their families.  You are helping make the world a better place and that’s a very worthwhile cause to attach yourself to.

Helping others realize their personal and business goals by showing them how to successfully deal with the difficulties and challenges of managing a business, also brings more back to you in the future.  The more value you give to others, the more you receive in return, and not just the financial rewards from the business you have given value to.  You will receive much more in return from other sources.  Whenever you work successfully with a client business you can use their own testimonial to help you acquire new businesses to consult with, or the satisfied business itself is happy to recommend your services to other non-competing businesses.  So by giving real value through your consultancy services, you should never be short of new business challenges to find solutions for!

If you have a family, then you will be proud to be providing for them the lifestyle you all deserve, and doing so while pursuing a very professional and highly respected business consultancy.

Great Way to Acquire Expertise, Experience and Authority Status

As you gain more and more experience of dealing successfully with different business consulting challenges, you are acquiring valuable expertise, knowledge, and confidence. All this raises you to a much higher level of business consulting competence.  In so doing, you will also become a respected business consultant in the field, and possibly acquire expert status, with the backing of the franchisor’s brand, so on a professional level, you feel on top of the world.

So, a business consulting franchise may be the perfect way to go, if you would like to put your business skills to use in a positive way, especially if you want a change from running your own business or working in someone else’s business, and not getting the rewards you feel you deserve.

Adrian is an internet marketer, a personal development coach (http://www.AchieveYourDestiny.com), and an Associate with an exciting UK based, trail blazing business consulting franchise company looking to expand worldwide. Click here for Free 45 page summary


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The Country without a Post Office: Poems (Agha Shahid Ali) Reviews

The Country without a Post Office: Poems (Agha Shahid Ali)

“Translucent elegies ‘for the city that is leaving forever’ (Srinagar) from one of its sons, who also happens to be one of America’s finest younger poets.”—John Ashbery

List Price: $ 13.95

Price: $ 8.01

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Liberalization of India?s Legal Services Market and the Impact on the Legal Process Outsourcing Industry

Liberalization of India?s Legal Services Market and the Impact on the Legal Process Outsourcing Industry

Author: Mark Ross

UK attorney and Director of Business Development at LawScribe, Inc.
www.law-scribe.com
mross@law-scribe.com

I recently returned from the North American South Asian Bar Association (NASABA) conference. Out of all the sessions I attended over the course of the three day event by far and away the most thought provoking and certainly the one that sparked the most intense and combative question and answer session focused on the pros and cons of the opening up of the Indian legal services sector to foreign law firms. The position as it stands as of now is that the practice of law in India is governed by the Advocates Act of 1961. Foreign law firms are simply not allowed to engage in the practice of law in India.

Over the last decade we have seen the Western legal community look to find increasingly creative ways to circumvent these restrictions. A number of large multi-national accounting firms have set up offices in India and are clearly providing legal services to their clients, employing large numbers of Indian lawyers. Several foreign law firms have “Liaison” offices (permitted under current legislation) in India while others have developed affiliations with Indian law firms. We have also seen over the last couple of years the dramatic emergence of the Legal Process Outsourcing industry. Offshore Legal Process Outsourcing companies work alongside U.S. and U.K. law firms ensuring strict compliance with the restrictions on the unauthorized practice of law by providing “legal support services” to their clients which the U.S. and U.K. Law Firms ultimately take full responsibility for.

The esteemed panel of speakers at this fascinating session included one of the founders of the NASABA organization, Mukesh Advani of Zenith India Lawyers, Jaipat Jain, Partner at Lazare Potter Giacovas & Kranjac LLP and Yusuf H. Safdari of Pillsbury Winthrop Shaw and Pittman LLP.

I have personally been intrigued by the offshore legal process outsourcing industry now for the last 4 years, initially during my time as a solicitor and then partner at Underwoods solicitors and subsequently since joining LawScribe here in the U.S. It has been essential that I keep up to date on the developments within the Indian Legal sector and there have been numerous articles written in relation to this particular issue over the last few years.

There have been fact finding trips to the U.K. by eminent organizations including the All India Bar Association, Memorandums of Understanding entered into between the Bar Association of India and the Law Societies of the U.K., Australia and China and a bilateral working group on legal services set up by the respective governments of the U.S. and India. The Times of India even commented on Friday, March 9th 2007 that “India’s lucrative legal services market may finally be opened up to foreign law firms by the end of the year.”

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At first glance the pressure mounting on the Indian government to open up the market to foreign law firms appears to be increasingly exponentially. To the untrained eye the liberalization of the market is imminent. It is clear to me that this is a somewhat naïve viewpoint and that there will need to be some substantial “in-house” changes before foreign law firms are allowed to formally set up shop in India.

The major reason why there are regulatory barriers in place is because of the perceived inability of the domestic Indian firms to compete with the major foreign firms that would enter the market once liberalized. The consensus among those reluctant to open up the market is that the best talent will be swallowed up by foreign firms. This will then have disastrous consequences on domestic firms who simply do not have the financial muscle to compete.

Is this an accurate picture of the state of the Indian Legal market? To answer this question it is important to have an understanding of the restrictions placed on domestic firms and why there is this perception that they are unable to compete with their U.S. and U.K. counterparts.

Currently Indian law firms are not permitted to have more than 20 partners. Indian law firms are also prohibited from engaging in any form of advertising whatsoever. This includes a ban on websites, brochures, television, radio etc. Furthermore law firms are also not allowed to obtain any form of financial assistance by way of bank loans. Due to these restrictions there is a feeling among many that Indian law firms will simply be unable to compete with the major U.S. and U.K. firms because they are not operating on a level playing field.

Mukesh Advani advocated a gradual liberalization of the market by initially persuading the Indian government to relax the restrictions on domestic firms. This would allow domestic firms time to increase in size and revenue in readiness for an opening up of the market to foreign firms.

The problem as I see it is that this line of argument assumes that foreign firms are standing still when we know this is clearly not the case. The firms that are investigating setting up liaison offices in India right now, or those that have already done so, are magic circle firms from the U.K. and AM Law top 50 firms from the U.S. These firms are growing at an exponential rate and will continue to do so. The other difficulty with Mukesh’s argument is that according to the many domestic based Indian attorneys I spoke to at the convention the reality of the Indian legal sector is somewhat different from what you might anticipate given the restrictions they are currently operating under. Lawyers across the globe are inevitably trained to both initially locate and then work through loopholes. This is what they are doing in India. Domestic firms are structuring themselves in a traditionally “Western” fashion, with trainees, junior associates, salaried partners and equity partners. Not only are they doing this but they are also associating with other domestic firms, and entering into relationships with firms in the U.S.

There was also a heated discussion around the point that the pool of highly qualified and talented attorneys capable of working on U.S. and U.K. related matters was somewhat limited. My experience with LawScribe and the Offshore Legal Process industry in general contradicts this point of view and I was vociferous in putting forward my own position in the question and answer session that followed. India is second only to the US in the number of qualified attorneys at around 600,000 with approximately 75,000 newly qualified attorneys emerging every year. Now I do agree that by no means all of this number have come from the country’s best law schools or are of a suitably high standard to work on U.S. and U.K. related matters. However, not all law-school graduates here in the U.S. or the U.K. are of the highest caliber. I worked at times, in utter exasperation alongside trainee solicitors and fully qualified solicitors in the U.K. wondering where on earth they had “developed” their legal writing skills. I believe that there is a substantial pool of highly talented individuals, graduating from top tier law schools in India, who with the right training and supervision are more than capable of working on U.S. and U.K. related matters within the offshore legal process outsourcing industry. When the market is eventually opened up these attorneys will be familiar with U.S. and U.K. law and able to work for these firms directly should they so desire.

What I came away with was an overriding impression that despite the plethora of articles, the Memorandums of Understanding and the agreements between governments that this is not something that is going to happen overnight. What I believe will happen is that U.S. and U.K. firms will continue to enter into relationships with Indian law firms and legal outsourcing companies. The Indian government in due course will relax the legislation on domestic firms however this will take time.

During some brief research I undertook prior to attending the session I came across an article entitled: “India may open the door to foreign practices under licensing agreement”. Given my reference earlier to the Times of India article from March 2007 one would be forgiven for assuming that this second quote was taken from another article written this year or possibly last year. This article was in fact published in the U.K. Law Society Gazette on July 6th 2001. For at least 6 years now we have seen articles being written, fact finding trips undertaken by important parties, Memorandums of Understanding and agreements being entered into between India and the U.S. and U.K.

Are we really any closer at all to the legislative liberalization of this huge market? What I do know is that the provision of offshore legal support services from Indian attorneys to U.S. and U.K. law firms and corporations will continue to flourish. Indian Law firms will only increase exploring methods of getting around the restrictions on their practices and U.S. and U.K. law firms will continue to enter into a wide variety of relationships both captive and contractual with their Indian counterparts, and Legal Process Outsourcing companies.

Although the legislation has not yet changed we are seeing right before our eyes the true liberalization of the Indian Legal market. The legal landscape in India is vastly different to what it looked like 5 years ago, and with or without legislative changes it will look vastly different in another 5 years.

Mark Ross was formerly a partner at the UK law firm Underwoods Solicitors. Chambers Guide to


the Legal Profession 07 refers to Underwoods as “a highly influential flagship firm and


model for other firms…It has pioneered offshoring of legal work.” Mark oversaw the firm’s


applications for Investor in People and Lexcel (UK Law Society Quality Standard)


accreditation. He also developed a case management system for the offshoring of personal


injury cases to South Africa and immigrated to Los Angeles henceforth joined LawScribe in


2006. Mark is a regular speaker at legal conferences on outsourcing and offshoring and have


had numerous articles published in legal journals on subjects as varied as: death of the


hourly rate, liberalization of the Indian legal sector and the ongoing salary hikes by the


US and UK’s top law firms. His article calling for Accreditation and Self-Regulation for the


Legal Process Outsourcing Industry has been widely acclaimed and published as a white paper


by the LPO Network, and the International Association of Outsourcing Professionals (IAOP).


He is a professional member of the IAOP, and Chapter Chair of the IAOP Legal Outsourcing


Topic Chapter.


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Craft, Inc.: Turn Your Creative Hobby into a Business

Craft, Inc.: Turn Your Creative Hobby into a Business

Craft, Inc. is the hipster business primer for entrepreneurial crafters to turn what they do for fun into what they do for money. Pro crafter Meg Mateo Ilasco offers a step-by-step guide to everything from developing products and namingthe company to writing a business plan, applying for licenses, and paying taxes. Chapters on sales, marketing, trade shows, and publicity round out the mix. Plus, in-depth interviews with such craft luminaries as Jonathan Adler, Lotta Jansdotter, Denyse Schmidt, a

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Price: $ 6.49

STPI Consultant in Delhi NCR

STPI Consultant in Delhi NCR

Under this scheme, these IT companies get tax compensation for ten years under the tax holiday reign.  If you have registered yourself under STPI then you can export duty free computer software and computer goods and services across the nation. Through this scheme, you will be exempted from the duties levied on you.

But registering under STPI scheme is not as simple as it sounds because for this an IT company needs to follow a complete procedure, which includes the submission of company documents and business plans, and you need to sign undertakings several times. This is the why most of the IT companies who either want to be the unit of this STPI service prefer to consult management consultancy and advisory firms who provides STPI services and who understand the corporate affairs in deeply.

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There are thousands of consultancies and advisory firms are running on pan India level that provides STPI advisory services, but in Delhi NCR there is only brand name that is emerging with much higher pace and it’s not anybody else except the one Kriti Advisory Services Pvt. Ltd. Kriti experts has carved out their niche in the market of consultancy and advisory services with their professional skills in dealing with all sort of corporate affairs, specially the STPI related matters.

In the past few years almost all these companies whether it’s a large enterprise or small and medium enterprises (SMEs), have made a lot of profit because of the duty free export of software products. However, since the time has arrived for the termination of this scheme, which is on 31st of March 2011 the tension of all these companies have reached to its peak.

If the finance ministry would not extend the date of its expiry then these enterprises, especially the SMEs could have face severe repercussions. So if you are a Delhi NCR based IT company and you need any assistance in STPI regarding matters, then Kriti is experts is one best stop solution for all your problems. Though, Kriti advisory services works on pan India level but if you are in Delhi NCR then Kriti can help you out more efficiently as our main head office is located in Delhi.

For more information, visit us at http://www.kritiadvisory.com/

Kriti Advisory Services Pvt. Ltd is a consultancy firm in India that provides services like Advisory Corporate Law Services, STPI Consultant in Delhi NCR and India Entry Advisory Services.


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Gender Imbalance in India:causes and Consequences

Gender Imbalance in India:causes and Consequences

GENDER IMBALANCE IN INDIA:

CAUSES & CONSEQUENCES

Madan Mohan .L*

India is one of the countries across the world which has the lowest and the declining gender ratio. It is in general 933 females against 1,000 males as per 2001 census. If it is compared with the global sex ratio and the sex ratios of other countries, particularly the Asian countries, it is the lowest (Table 1).

India is the only exception among the major nations of the World. Its gender ratio remains unfavourable to females and it consistently declines with some fluctuation during the successive censuses (Table 2).

The census data indicate phenomena; variations in the state level sex ratios in India ranging from 861 in Haryana to 1058 in Kerala (Census 2001, Figures at a Glance: 92). If we look at the overall ratios in Indian states, we find improvement in almost every state and union territory during the decade 1991-2001, but the sex ratio of the child population in the age-group 0-6 years has consistently declined (Table 3).

The decline in the sex ratio of the total child population in India is much faster than the overall sex ratio of the total population in India. This decline can be observed over a large number of states and union territories (Table 4).

A very sharp decline and the larger gender imbalance due to the shortage of female children can be observed in the states of Punjab, Haryana, Himachal Pradesh, Chandigarh, Gujarat, Delhi, Uttaranchal, Goa and Delhi as compared with Sikkim, Nagaland, Manipur, Mizoram, Tripura, Jharkhand and Orissa, where the gender ratio is quite above the overall ratio in the age-group 0-6. In fact, the number of states and union territories (UTs) and their shares of population below the national average sex ratio have increased and, on the other hand, their number and their shares of population above- the national average sex ratio have declined.

In the four major states of U.P., Rajasthan, Madhya Pradesh and Bihar, the sex ratio declines and remains below the national average of 927 in the age group 0-6 but in Bihar it has declined from 1991 to 2001, although it remains above the average. U.P. has a number of districts having sex ratio below 850. There are many districts of Rajasthan, Haryana and Madhya Pradesh and highly urbanized districts of Mumbai, Calcutta, Delhi and Chandigarh which also fall in this category.

The huge amount of shortfall and the increasing trend into it show the seriousness of the matter. The continuance of female foeticide, infanticide, female discrimination, high maternal and female mortality persists in India and worsen the sex ratio. The measures to improve the sex ratio to restore gender balance: remain least effective because of the; mind-set constructed by the patriarchal values.

The male in general and the male child in particular have privileged position in the patriarchal family tradition. In the beginning of the establishment of the patriarchal joint family tradition during the post-Vedic period, Manu writes that according to this tradition, the fulfillment of dharma, the inheritance of family property and the performance of family sraddha can be done only by the father who is the head of the family and after him only by the eldest son because it is the male child along who is by birth endowed with economic, religious and spiritual merits (Kapadia 1972: 222). It is here that the gender inequality and eminence of the male person originates in the patriarchal tradition.

This ideology fortified the family and the family imposed it on its members and consolidated it through indoctrination into the sacred, sacramental and economic values of the male in general and the male child in particular, who is the heir in making in the family heritage. This reflects a binary opposition to the principle of gender equality. As a result, the necessity to obtain a son, preferably the first male child for inheritance, for marriage and for procreation became an inevitable social necessity. Thus, this necessity became the most cherished desire of the parents. The sacramental values of the male child gradually became so acceptable that it slowly superseded the sacramental value of the female child whose birth ensures the fulfillment of kanyadan (the gift of virgin) to bring punya (or merit) to the parents.

There have been efforts to break the binary opposition and provide space for the female membership in the joint family and equal share in the patrimony (family properly) among the female and male descendents, but in spite of this, the female exclusion, discrimination, arid subordination has continued because the patriarchal values have gone1 deeper into human mind that the male child alone has the spiritual merit and he alone can perform the funeral rites to bring peace to the deceased parents and make them immortal. This is the privileged position in the spiritual heritage bestowed upon him alone and it is through him alone that the deceased parents can achieve salvation. It is here that the social basis of gender inequality and iniquitous gender discrimination germinate. This inequality tends to be much stronger than the economic basis of gender inequality because liven if the economic equality is achieved in the family property and in the economic sphere outside the family, the religious, spiritual and ritual status of the male child, particularly the first male child remains higher than the female child.

The study conducted by the Christian Medical Association of India in selected government and private hospitals in the National Capital of Delhi indicates (The Times of India, 16 July 2005) that when the first male child is born, there is no discrimination against the next child even if it happens to be a female baby, and in that case, the gender ratio remains as high as 959 female children (0-6 years) per 1,000 male children, but when the first female child is born, the second female birth is discriminated against for want of a male child, and in that case, the gender ratio declines to 542. In case when both the first children are female, the ratio is shockingly as low as 219 female babies per 1,000 male babies. The only reason for this is the importance being given by the parents to the patriarchal value of gender preference traditionally handed over to the society and internalized into the individual mind.

The Indian family without children is not considered a family, and if among the children, there is no male child, the family becomes restless which makes the family violent and oppressive instead of being a democratic and welfare institution. The occurrence of sex selective abortion (female foeticide), female child abuse, female infanticide, marital discord and maltreatment of women are examples of family violence (Nongbri 1995: 32-33; Buch 1997: 41-49).

We expect an inverse relationship between the occurrence of female foeticide and the socio-economic development. The National Family and Health Survey (NFHS-1998-99: 120), reports that the desire to have more male children is higher in rural (37%) than in urban (22.6%) areas, although the majority of rural (85.5%) as well as urban (75.6%) population wants to have the balanced sex ratio of children. But to have at least one surviving male child in the family is like their basic social necessity in both the rural and urban areas. There are reasons for this. The Indian economy is still predominantly agrarian labour-intensive feudal. The desire to have the male child is governed by the logic of expected economic utility of the male child.

The level of education in Delhi is quite high. Its literacy level is as high as 82 per cent which is much above the national average of 65 per cent. But the sex ratio of Delhi is as low as 868 which is much below the national average sex ratio of 933 and it is still much below the WHO’s prescribed sex ratio of 950 girls per 1,000 boys. Further, the data at the micro level suggest that the urban posh colonies and affluent enclaves have much higher gender imbalance This indicates that such colonies with people from higher educational and socio-economic backgrounds have much greater gender preference and much lower sex ratio than their rural counterparts in f areas (Table 5).

The urban areas are more advanced, educated and predominantly nuclear in terms of the family size. The nuclear family is a broken structure of the patriarchal joint family but ideological continuity between them remains intact The forces of modernization have affected the structure of the joint family and given rise from the same lineage to the growth of nuclear or small-scale joint families which may function even without property but on the line of the same lineage. This means that joint and nuclear families are ideologically not different from each other. In spite of structural changes, ideological continuity manifests into the nuclear family. The members of the nuclear family even if they live at a distance and may not own family property in common, identify themselves as members of the same patrilineal group. Very often, they visit their lineage family members, participate in family rituals and ceremonies, provide financial and other kind of help, and cherish the same sentiments, norms and values. Both the joint and the nuclear families look like a cultural unit, united by similar cultural norms (Dube 1997:3). It is all because of the kind of family socialization and indoctrination which take place in the family and strengthen the patrilineage kinship based values which provide no scope for any deviation from the family’s normative order and heritage (Karve 1952; Desai 1964; Kapadia 1972; Dube 1974,. it is the cultural continuity rather than the structural change that mailers more nuclear family is actually ideologically patriarchal nuclear family it type of small patriarchal joint or an extended unitary family type structure which is also also fortified by patriarchal values.

The socially conditioned use of the advancement in science find technology tends to enhance the increasing trend in female foeticide. Tilt-rampant misuse of sex determination technology devised by science shows the continuance of a feudal patriarchal mentality of the people. It has aggravated the problem of gender imbalance and denied the right to female baby unborn. The identification of the sex is done with the motive to abort the female fetuses.

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The doctors who campaign in favour of the legal ban and against the misuse of prenatal diagnostic technique themselves in violation of the regal ban, use the technique to identity the gender and abort the female foeticide in their own nursing homes. This is done with the approval of and financial support by the family without being disclosed to the public. Their clinics are well protected by powerful lobby in association with influential persons

In the state of Tamil Nadu, the birth of a girl is taken as inauspicious, a liability and a burden on the family’s purse and resources, while the birth of a male baby is considered as auspicious and an asset to the family. Therefore, the births of the female and the male babies are actually the questions of purse and pride. The system of hypergamy creates the problem of purse on account of dowry, expensive marriage and ceremonies at the time of the marriage of the girl. This shows a typical patriarchal mind-set. Therefore, the destruction of the female baby is considered a cultural necessity. At the birth of the female baby, a ritual known as dudhpilao is performed. This ceremony has become a custom to be performed if need arises. This ritual symbolizes a signal given by the parents to destroy the female baby through various methods. One of them is to drown the female infant in a pit or a vessel filled with milk. Such practices have taken place in Salem district and other areas in Tamil Nadu. Also, in some areas of Rajasthan and Bihar and other parts of the country such a practice is a custom. The Rajput, an upper caste, is known for practicing this custom. The Indian census considers this custom as a contributory cause of more deaths of female infants, adversely affecting the sex ratio.

Among the Christians and the Muslims, the sex ratio is relatively higher. There is no such social practice of female foeticide and infanticide among them. This is one of the reasons of no decline in the size of their population but the population of Hindus has declined. This decline was 25.1 per cent during 1981-91 and 20.3 per cent during 1991-2001 with the relative difference of 4.8 per cent decline among them. The Christian population remains almost constant but the Muslim population in India increased by 34.5 per cent during 1981-91 and 36.0 per cent during 1991 2001 with the relative difference of 1.5 per cent increase among the Muslims as against 4.8 per cent decline in Hindu population. This decline may be contributed to the alarming decline in the gender ratio among the Hindus. We observe that the sex ratio among the Hindus, and also among the Jains and the Sikhs, who are also counted as Hindus is the lowest as compared to other religious communities (Table 8).

However, If we examine it across the region, we find that the child sex-ratio among the Hindus of Punjab and Haryana is much lower. It is as low as 821 among the Hindus of Punjab and 816 among them in Haryana but among the Hindus, Jains and Muslims of Kerala, the sex-ratios are as high as 1058, 996 and 1082 respectively. Kerala is an exception in this regard. The patriarchal value of gender preference is not important at all in the state of Kerala because the state has traditionally been under the influence of matriarchal values. There are important sections of population like the Nairs of Malabar in Kerala, the Khasis and the Garos of Assam and the areas of the north-eastern zone where the matrilineal family systems are common, the pro-female gender-ratio exists. In such a system of family, the matrilineal descent follows female line. The sex ratio of Assam, Nagaland, Mizoram and Tripura is higher than Kerala and much higher than the national average (Table 4).

In addition to the male preference, the second attribute of the patriarchal ideology linked with the gender preference is the set of interrelated values attached with the status of women, their subordinate position, their exclusion and discrimination, their marriage as a necessary sacrament and the heavy expenses on their marriage (including dowry). These are very closely linked with the decline in the number of female babies.

In spite of the changes in the system of inheritance (Hindu Succession Act, 1956), male members of the family still have the right as heirs to the coparcenary ancestral property. The Act of 1956 remains ineffective in spite of the female entitlement to share ancestral property. Thus, we find that in the patriarchal social order, there are two hierarchically arranged social groups: (1) the primary group of property-owning male patrikin endowed with higher socio-economic and ritual status; and (2) the secondary group of property less female patrikin endowed with lower socio-economic and ritual status in the family’s social hierarchy. The patriarchal ideology prescribes sex segregation, female dependency, high value to female virginity, ritual inequality and the cultural norms like gotra, lineage, class, caste endogamy, exogamy, early female marriage, distribution of privileges by ascription, etc. Such ideological prescriptions are the bases of a hierarchically arranged structured form of gender inequality and the social division between the male and the female patrikin of the patriarchal system. The family socialization was so perfect that both the male and the female patrikin used to live in harmony, fulfilled their obligations, shared and cherished the same patriarchal values. The social division traditionally created tends to have been widened today by the forces of modernization.

The legislative measures to increase the age at marriage are not much helpful because the religious values attached with marriage to be solemnized at the attainment of puberty are not undergoing significant change. The problem of early marriage is now not only socially but also economically created, because the social poverty coupled with economic poverty complicates the problem of early marriage of girls. Now the problem is being complicated more by the kind of womanly hormonal changes taking place due to the impact of modernization. The girls are now under increased exposure to the media, westernized culture and education, closer interpersonal relations and open family environment. They have now improved nutrition and healthcare, liberal approach to life and more exposure to childhood obscenity. Such changes tend to increase early arrival of puberty among them which may start at 10 or 11 years of age rather than its arrival at 12 or 13 years of age a decade ago. The arrival of puberty at early ages was also observed in the 1970s in western societies (The Times of India, 24 August, 2005). The coming down of the average age at puberty would make the girls becoming women faster during adolescence. It would develop more anxiety among the parents and more sex abuse among the girls. The parents may either take corrective measures to cope with the bodily changes and protect the girls from sexual abuse or they may pursue the idea traditionally handed over to the Indian society to marry them young. The modern changes might reinforce the patriarchal approach to early age at marriage for girls and that would be injurious to the sex ratio.

Another contributory factor of declining gender ratio related directly to the status of female child in particular and women in general is the lower nutritional status of women in a patriarchal family, causing considerable deaths of female children in the age group 0-6 years. This can be explained in part by the gender discrimination in the patriarchal order manifesting into the quality of food intake and health care services provided by the family to male and female children (Dube 1997: 137, 43). The lower socio-economic status of women and the consequent lower nutritional status is a function of patriarchal ideology. The women work a lot but their work is least recognized. They eat the least and the last in terms of quality and quantity of food. Such a gender-based discrimination causes gradual and serious physical deficiency among women and female children. India’s maternal mortality rate continues to be about 540 per lakh live births. The National Family Health Surveys (1992-93 and 1998-99 and UN.TCEF, 1998: p.11) have reported that it is because of the social basis of gross nutritional and medical neglect of female babies that the post-neonatal mortality among them is 13 per cent higher than male babies. In the backward rural areas, the mortality of female infants is as high as 86 per thousand live births. The United Nations Children’s Fund reports (UNICEF 2004: 57) that 8 out of 10 pregnant women suffer from anemia and maternal and child birth related problems. Further, the UNCIEF reports (2005: 17) that about one-third of all babies have low weight at birth and more than half of female children are malnourished due to female entrenched prejudices and sheer neglect. The World Health Organization reports (1999) that about five lakh women die world wide every year due to pregnancy and childbirth related causes. The maternal mortality rate among them is the highest in the South Asian region.

What we observe that the patriarchal value of gender preference, assigning differential social status to the male and the female children in the family’s social hierarchy, giving greater importance to the materialistic value of marriage operating from beneath the sacramental consideration in marriage and associating strong religious sanctions for marriage, lower age at marriage for girls and the dowry have now come much closer to each other in playing t. joint role in promoting higher incidence of female foeticide, as well as infanticide and dowry related deaths. This has caused a serious danger to the restoration of gender balance in India. The declining trend in the sex ratio might encourage polyandry and it might escalate if the patriarchal values continue to exert their influence on Indian society. This influence has to be counteracted by various formal and informal agencies of learning and strong legislative measures have to be taken by the government to control the trend of gender unbalance in India.

Table 1

Sex ratio in selected countries, 1998-2000

Countries Sex-Ratio (females

per 1,000 males)

World 986

Russian Federation 1,140

Japan 1,040

USA 1,029

Brazil 1,025 Nigeria 1,016

Indonesia 1,004

Bangladesh 953

China 944

Pakistan 934

India 933

Source: World Population Prospects, United Nationsl998-2000

Table 2

Sex ratio in India, 1901-2001

Census Year Sex-ratio (females per

1,000 males

in the total population;

1901 972

1902 964

1921 955

1931 950 1941 945

1951 . 946

1961 941

1971 930

1981 934

1991 927

2001 933

Source: Census of India, 2001.

Table 3

Sex ratios in the total population and in the population of

children in the age group 0-6 in India, 1961-2001

Year Sex ratio in the Sex ratio in the total child

total population population in the age-group

of 0-6 years

1961 941 976

1971 930 964

1981 934 962

1991 927 945

2001 933 927

Source: Census of India, 2001.

Table 4

Decline in the sex ratio in the age-group 0-6 in Major Indian

States and union territories, 1991-2001

Major Indian states and Sex ratio in the

Union territories age- group 0-6

1991 2001

Himachal Pradesh 951 897

Punjab 875 793

Chandigarh 899 845

Haryana 879 820

Uttar Pradesh 927 910

Uttaranchal 948 906

Rajasthan 916 909

Bihar 953 938

Jharkhand 979 966

Orissa 967 950

West Bengal 967 963

Madhya Pradesh 946 917

Gujarat 928 878

Maharashtra 946 917

Karnataka 960 949

Tamil Nadu 948 930

Kerala 958 963

Assam 975 964

Goa 964 933

Delhi 915 865

Sikkim 965 986

Nagaland 993 975

Manipur 974 961

Mizoram 969 971

Tripura 967 975

National Average 945 927

Source: Census of India, 2001

Table -6

Sex ratio in selected colonies in Delhi, 2005

Selected colonies in Delhi Sex Raito

Rural Urban

PreetVihar 850 780

Punjabi Bagh 885 840

Vasant Vihar 887 857

PatelNagar 937 866

Haus Khas 925 882

Defence Colony 987 883

Delhi — 868

India’s Sex ratio: 933 to the total population.

Source: The Times of India, 3 August, 2005.

Table -6

Sex ratios among different religious communities, 2001

Religious To total To total child population

communities population in the age-group 0-6

Hindus 931 925

Jains 940 840

Sikhs 893 786

Buddhists 953 942

Christians 1009 969

Muslims 936 950

Others 992 976

National average 933 927

Source: The Times of India, 8 September, 2004.

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1964 Some Aspects of Family in Mahuwa. Bombay: Asia Publishing

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1974 Sociology of Kinship: An Analytical Survey of Literature. Bombay: Popular Prakashan.

1997 Women and Kinship. New York: United Nations University Press. Government of India

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parents see it?, Demography India: Journal of the Indian Association for the Study of Population, 33: 1: 33-46.

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1995 “The International Year of the Family: An exploration into the family and household structure”, Trends in Social Science Research, 11: 1.

Premi, M.K.

2001 “The missing girl child”, Economic and Political Weekly, 36: 21.

Rao, S.K.

1976 “Population growth and economic development”, Economic and Political Weekly, 2: 31-33, (special Number).

Singh Y.

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Business Consultancy Services 4 Secret Tips To Turbo Charge New Business Growth

Business Consultancy Services 4 Secret Tips To Turbo Charge New Business Growth

In recession not many business management consultancy representatives discuss business growth consulting. However it is the proactive business owners seeking new business growth that are grabbing opportunities missed by others to turbo charge their growth in business.

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Business Consultancy Services 4 Secret Tips To Turbo Charge New Business Growth # 1 Free Self Promotion

Don’t make the mistake of thinking that only A-List celebrities can achieve free self promotion advertising as there are strategies which can be implemented by even the smallest small business consultancy agency.

Before you rush out on your self promotion tour it is wise to understand a few useful pointers. The most successful self promoters have two recognisable characteristics.

1: You Are Who You Associate With.

Ever heard the phrase, guilty by association? If so, then you know that super successful business people don’t associate with losers or negative business associates. You need to align yourself with business associates who are proactive and decisive decision makers.

Plan every day around meeting someone of influence who can make or introduce a positive difference to your growth in business. To achieve new business growth it is worth sitting down with your business development consultancy representative to identify who you can meet who can help you achieve your business goals and succeed with your business growth plan.

During your business management consultancy session try and ascertain if this person of influence is a business associate with high level contacts or a small business consultancy prospective client or customer.

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Ensure you always portray a positive and memorable first impression with every business associate you meet with. Everyone you meet for the first time will take just 1 to 4 seconds to form a vivid and lasting first impression of you. You only get one chance to make a positive first impression so don’t blow it.

Business Consultancy Services 4 Secret Tips To Turbo Charge New Business Growth # 2 Free Offline Advertising

Every regional newspaper and magazine is screaming out for local interest news features and every business receiving business development consultancy support should capitalise on this free offline advertising medium.

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However if you link your business success story to something of local interest then the publication is much more likely to feature your story. If it does then it will ultimately support your business growth plan.

Small business consultancy agencies are particularly adept at achieving success with regional publications.

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There is currently no better way to achieve a cost effective growth in business than by capitalising on free online advertising.

Whenever your business management consultancy representative mentions you should pay for online sponsored advertising or pay per click as it’s known. Ask him/her about getting free online advertising by writing articles about your business and submitting them to all the major online search engines.

This form of free online marketing is called natural or organic search engine optimisation. Business growth consulting should be able to demonstrate to you how having a first page natural Google ranking can assist your business growth services.

Business Consultancy Services 4 Secret Tips To Turbo Charge New Business Growth # 4 Free Business Support

No UK business owner can deny we are in the midst of the longest recorded recession in business history.

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In some cases your business growth plan may be exciting enough to tempt a business consultant to provide free business support for a share of your future profits attributable to their business growth consulting and business growth services.

Dr. Mark D. Yates The International Business Guru & Growth Consultant grows businesses fast delivering exponential growth, increased turnover & profit margins. He delivers business support to small, medium & large businesses in 42 countries. To claim his FREE business case files e-mail him at drmarkdyates@aol.com


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Business Management Consulting services India

Business Management Consulting services India

Quest Venture Coordinators offering is tailored to meet the needs of organizations invested in the development and maintenance of Capital Projects. We offer Consulting services that support your strategic business objectives and drive the momentum of your business. Questplc can help your company analyze your existing business processes such as estimation, budgeting, bidding, contractor and subcontract management etc., to enable you to be more competitive. We provide consultancy in various areas that concern set up of business and also the day to day functioning. We are a one stop shop for any entity coming into or setting up new business in India. We believe in providing tailor made solutions and guide each company through the various statutory options available. Quest Venture provide business consulting, research, planning and training in all areas of business. We have teams that specialize in all of the different aspects of business. We are large enough to handle all your business needs and small enough to provide personalized service. We do our best to provide value to our customers.

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The Vanguard of the Islamic Revolution: The Jama’at-i Islami of Pakistan (Comparative Studies on Muslim Societies) Reviews

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