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Overcoming Dependence with Contingency Contracting

Article Information:

Title:

Overcoming Dependence with Contingency Contracting

Author(s):

Charles Cox, Peter Makin

Journal:

Leadership & Organization Development Journal

Year:

1994

Volume:

15

Issue:

5

Page:

21 - 26


ISSN:

0143-7739


DOI:

10.1108/01437739410059953

Publisher:

MCB UP Ltd

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Abstract:

There is a discernible trend for organizations to be moving away from directive and authoritarian management styles, towards a more participative approach, which involves subordinates in taking more responsibility. This is linked to a move from bureaucratic role cultures to a more integrated style of organization. This poses the problem of how to move the individual from the dependence engendered by authoritarian systems to a relationship, between managers and subordinates, which is characterized by interdependence, a move which is very difficult to make. Transitional contingency contracting, a technique which gradually transfers control from the manager to the subordinate, is suggested as a process which can develop interdependence, while reducing the risk of becoming stuck in mutual dependence or generating rebellion (or counter dependence).

Keywords:

Contingency planning, Corporate culture, Employee involvement, Individual behaviour, Management styles, Organizational change


Article Type:

Conceptual Paper


Article URL:

http://www.emeraldinsight.com/10.1108/01437739410059953

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