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Jill Mordaunt
Introduction
• Board members when questioned said they felt confident in
their ability to question the CEO of their organisation about
matters of concern. Yet in the real world, board members rarely
did this. If board members raised problems, they did it covertly
and outside the board.
• How do boards and managers seek to balance these in ways that
allow them to maintain their integrity and yet still satisfy the
expectations of different stakeholders?
• Aim of this chapter: explore the paradoxes of accountability. It
seeks to link up some existing management ideas in different
ways to offer insight into how, what we might conceive of as an
accountability game, is played.
– Market accountability is about those who buy from, choose to use or fund the
organisation. In this view the organization's managers and trustees are
accountable to the customer.
– Managerial accountability is concerned with rules and regulations that specify
criteria against which the organization's (and individuals within it) performance is
measured.
– Political accountability is concerned with wider concepts of civic and democratic
obligation and implies notions of reciprocity of rights and responsibilities.
•