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Accountability theory meets accountability practice
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Lccn: 2018420023
text (Source: rdacontent)
This book not only integrates but substantially adds to the extant accountability literature, providing a holistic view of accountability, showcasing a newly-generated Holistic Accountability Model (HAM).
Table Of Contents
Pt. I Theory
1.1.Significance of Accountability
1.2.Purpose of Book
1.3.Scope of Book
1.4.General Language and Terminology
1.5.Responsibility and Accountability Terminology
1.6.Responsibility and Accountability Concepts Matrix
1.7.Additional Proposed Accountability Terminology
1.8.Indicative Cases
1.9.Research Methodology
2.The Role of Graphic Models in Theory-Building and Practice
2.1.The Current Role of Graphic Modelling in Management
2.2.Graphics: A Communication Tool
2.3.Graphic Models: A Tool for Explaining Complexity
2.4.Graphic Modelling as Theory-Building
2.5.The Process of Generating Graphic Models
2.6.The Design of Models
2.7.Two Demonstration Model Critiques
2.8.Summary of Chapter 2
3.The Integrative Responsibility and Accountability Model
3.1.Responsibility Precedes Accountability
3.2.Accountor and Accountee Domains
3.3.Role/Task Responsibility
3.4.Judgments and Decisions
3.5.Normative Responsibility
3.6.Moral Responsibility
3.8.Causal Responsibility
3.9.Evaluation Process and Evaluation Result
3.10.Internal Reflection Process and Reflection Result
3.11.Judged Responsibility
3.12.Felt Responsibility
3.13.Mitigators and Exemptions from Accountability, Accountability Responses
3.14.Justifying the Reflection Result to Self and Determination of Self-Accountability
3.15.External Accountability
3.17.Future Behaviour of the Accountee
3.18.Future Behaviour of the Accountor
3.19.Completing the IRAM
3.20.Summary of Chapter 3
4.The Holistic Accountability Model
4.1.Pre-Decisional Attitudes, Accountability Risk Assessment and Mutual Influencing
4.2.Concurrent Control, Feedforward Control and Feedback Control
4.3.Antecedent Conditions at Various Stages of the HAM
4.4.Influences, Moderators, Mediators and Contingencies Impacting on the Accountee
4.5.Summary of Chapter 4
5.Accountability Theory Beyond the HAM
5.1.Organizational Complexity
5.2.Purpose and Objectives of Accountability
5.3.Accountability Responses
5.4.Linking Accountability Response Options to Motivation and Learning Objectives
5.5.What and Who Triggers Accountability Exchanges?
5.6.Reactive Behaviours to Accountability Promises, Threats and Responses
5.7.Eliciting Desired Reactive Behaviours
5.8.The HAM as Model and Theory: Does it Deliver What it Promises?
5.9.Adapting the HAM to Agent-Based Modelling
5.10.Summary of Chapter 5
5.11.Summary of Part I
pt. II Practice
6.The Critical Role of Organizational Context
6.1.Leadership Context
6.2.Control versus Self-Control
6.3.Sanctions versus Motivation
6.4.Micro- versus Macro-Accountability
6.7.Addendum to Chapter 6
7.Web of Accountability Relationships in Organizations
7.1.Multi-Faceted Nature of MC Relationships
7.2.Generating a Typical MC Matrix
7.3.Composite Multiple Constituency Matrix
7.4.Accountability Implications of Private Prisons: An Illustrative Case
7.5.Problems in the US Prison System
7.6.Highlighting Accountability Successes and Failures Using the MC Matrix
8.A Decision-Tree Model for Difficult Accountability Decisions
8.1.Importance and Complexity of Accountability
8.2.Making Decisions
8.3.People as Fallible Decision-Makers
8.4.Efficacy of Decision-Making Tools in General
8.5.Underlying Purpose and Objectives of Accountability and of the PAM
8.6.Prescriptive Accountability Model: Structure, Assumptions and Questions
8.7.Efficacy of the PAM as a Decision-Making Tool
9.The Dark Side of Accountability
or Lack Thereof
9.1.Some Institutions Are Beyond the Reach of Accountability Systems
9.2.Some People Are Beyond the Reach of the Accountability System
9.3.Inappropriate or Poorly Structured Accountability Systems
9.4.Accountability Response Is Not Warranted or Legitimate
9.5.Accountability Responses Are Implausible
9.6.Negativity Bias
9.7.Accountability System Does Not Fit the Style of Organization
9.8.Guilty Party Cannot Be Determined
9.9.Wrong People Act as Accountors
9.10.Accountability Measures Are (Mis)used to Enforce Unpopular Policies
9.11.Organization Suffers from "Shoot-the-Messenger" Syndrome
9.12.Drawbacks of Non-Accountability
9.13.Summary of Chapter 9
9.14.Summary of Part II
pt. III Appendices
Appendix A Research Methodology
A.1.Middle-Range Thinking
A.2.Grounded Theory
A.4.Preferred and Adopted Research Approach
A.5.Literature Review
Appendix B Review of Important Extant Models
B.1.Gouldner's Machine Theory Model
B.2.Kahn, Wolfe, Quinn, Snoek and Rosenthal's Role Episode Model
B.3.Porter and Lawler's Motivation Model
B.4.Klein's Integrated Control Theory Model
B.5.Bass' Model of Contingent Reinforcement and Follower Effort
B.6.Cummings and Anton's Models of Responsibility and Accountability
B.7.Dose and Klimoski's Conventional and Progressive Accountability Models
B.8.Shamir, House and Arthur's Motivational Model
B.9.Locke's Integrated Empirical Model of Work Motivation
B.10.Schlenker's Responsibility Triangle and Accountability Pyramid
B.11.Ferris, Dulebohn, Frink, George-Falvy, Mitchell and Matthews' Model
B.12.Yukl's Contingency Theory Models of Effective Leadership
B.13.Misiolek and Smith's Agency Theory Model
B.14.Wandersman, Imm, Chinman and Kafterian's Getting To Outcomes Model
B.15.Carlopio et al.'s Model of Motivation Enhancement
B.16.Samuel and Novak's Accountability-Based Planning Model
B.17.Summary of Appendix B
Appendix C Ware's Graphic Conventions
Appendix D Influences Bearing on the Accountee
D.1.External Influences on Accountee During Responsibility/Accountability Process
D.2.Internal Influences on Accountee During Responsibility/Accountability Process
D.3.External Influences on Accountee at the Post-Consequence Stage
D.4.Internal Influences on Accountee at the Post-Consequence Stage.
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Bergsteiner, Harald. Accountability theory meets accountability practice