Overcoming Dependence with Contingency Contracting

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Leadership & Organization Development Journal

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Document Information:
Title:	Overcoming Dependence with Contingency Contracting
Author(s):	Charles Cox, (Based at the Manchester School of Management, UMIST, Manchester, UK.), Peter Makin, (Based at the Manchester School of Management, UMIST, Manchester, UK.)
Citation:	Charles Cox, Peter Makin, (1994) "Overcoming Dependence with Contingency Contracting", Leadership & Organization Development Journal, Vol. 15 Iss: 5, pp.21 - 26
Keywords:	Contingency planning, Corporate culture, Employee involvement, Individual behaviour, Management styles, Organizational change
Article type:	Conceptual Paper
DOI:	10.1108/01437739410059953 (Permanent URL)
Publisher:	MCB UP Ltd
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).