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Literature on international migration from India in the past has focused on the formation and development of 'Indian diasporas'; that is, Indians who have moved to various parts of the world and maintain socio-economic, cultural and political lives in India as well as other countries. However, little attention has been paid toward 'temporary migrants' who have migrated to different countries with a temporary visa and in the course of time extended their visas to become 'permanent residents'. Temporary migration from India has become a common trend over the last two decades, especially since the acceleration of globalisation and the developments in the fields of information and communication technologies. Although it is argued that this type of migration took place in the past - for instance, Indians migrated to British, French, Dutch and Portuguese colonies during the nineteenth and early part of the twentieth centuries as indentured labourers for a period of three to five years and later extended their stays - what is new about the current trend is the new state policies of different host countries and the socio-economic and cultural background of the immigrants. This paper is an exploratory study of this contemporary phenomena of movement from 'temporary migrant' to 'permanent resident', a phenomena which has not been given much attention by academicians and policy makers in India. The present paper outlines this trend with an illustration of Indian H-1B visa holders in the United States. [ABSTRACT FROM AUTHOR]

An underdeveloped aspect of Organizational Development literature is the need for understanding individual organizational consultants and their styles, which influence their interventions. It is through understanding styles that one can begin to appreciate and understand the process of application of behavioral science knowledge to the development of organizations. In this paper an attempt is made to provide insights into consulting styles through a summary of results of research on 21 leading organizational consultants, 11 in the U.S.A. and 10 in India. Three "approach-related" and three "person-related" elements of styles are elaborated upon, using data from in-depth "client-centered" interviews with the consultants. Two distinct styles of organizational consulting emerge from the data and their relation to values, approaches, and consulting experience are discussed, as are their interrelations. [ABSTRACT FROM AUTHOR]