ABSTRACT
Management Committees’ attitudes toward the various subsidiary branch activities 1 provide opportunities to observe the different implications of control over output distribution and over production (see table 9.1). In the weaker cooperatives little attempt was made to do more than license such activity. Prescribed policy, on the contrary, required the cooperative’s management to involve itself in the detailed control of production. Highly orthodox Management Committees attempted this, often without great economic success. In intermediate situations a committee could use the cooperative’s control over distribution (of consumer goods, means of production, and marketing) to encourage the development of subsidiary branch activity. Unfortunately, little is known about the interactions between this and other branches.
