Some issues on the relationship between a co-operative support organisation and its client co-operatives

Emerson, Tony (1989). Some issues on the relationship between a co-operative support organisation and its client co-operatives. MPhil thesis The Open University.

DOI: https://doi.org/10.21954/ou.ro.0000fc1b

Abstract

The distinction between ‘top-down’ and ‘bottom-up’ approaches to co-operative development is critically examined. In the context of evaluating the effectiveness of cooperative support organisations (CSOs), the problems associated with both approaches are analysed, and are found to be very similar. The key problem identified is the management of the relationship between the CSO and its client co-operatives.
The problems of the management of this relationship are elaborated in a detailed case study of the management problems encountered in the development of a textile cooperative.
It is argued that ‘top-down’ is a misleading label because it fails to distinguish between initiating and controlling, and that the term ‘pro-action’ is more useful, as it implies initiation by the CSO, but that the CSO can then involve the client co-operative in decisions about objectives.
As CSOs strive to be more pro-active, more selective in whom they work with, and more resource-conscious and effective, it is argued that effective development work requires clearly set objectives, responsible resourcing in relation to these objectives and an implementation strategy.
Related to the issue of pro-action, the ‘contracting’ approach is advocated as a basis for understanding and managing CSO-client relations. Its advantages and implications are discussed, particularly in relation to the skill needs of development workers.