Introduction
The interpretation of accountability in higher education is much more complex and less rational than most accountability theories would leave one to believe. Firestone (2005) reasons that the design of individual organizations influences the importance of accountability and the structure within institutions. Higher education has a reputation for its bureaucratic configuration, but as defined by Firestone (2005), when considering accountability, the external and internal factors consist of bureaucratic, political, professional, market, and moral accountability. While bureaucratic accountability demonstrates how supervisor and subordinate relationships require careful management, it is counter to professional accountability comparing the relationship between amateur and expert (Romzek, Dubick, 1987), which the faculty senate encompasses within colleges and universities. In the heavily imposed bureaucratic system of higher education, where it requires professional accountability, it also conflicts with the ebb and not so consistent flow of colleges and universities bureaucratic accountability practices. Nevertheless, higher education institutions function in the manner of opposing processes within the organization. Although agencies may have multiple
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Specifically, bureaucratic accountability system comprises of a well-constructed and authentic relationship between superior and subordinates, in which they adhere to undisputed instructions, including additional systems and operating procedures with clear rules and guidelines (Romzek, & Dubick, 1987). While this form of accountability rewards conformity with continuation and punishes nonconformity with penalties, professional accountability encourages communication throughout the decision making process, disregard of professional advice results in system breakdown (Burke,
In NI and ROI the term accountability has been a matter for debate but Ontario’s non-judgemental culture has been a success and as a result has broken down a trust barrier and provided room for camaraderie and collegiality’. This was created by forming top-down and bottom-up partnerships and staff seeing principals and senior leaders as co-learners rather than facilitators. Fullan states “when peers interact with purpose, they provide their own built-in accountability”. (Fullan, 2008,
The traditional model of employee supervision emphasizes overseeing tight controls within the departmental. “The traditional model of employee supervision stresses centralized authority, clear-cut rules and regulations, well-developed policies and procedures, and discernable lines of authority operationally through a chain of command—in short, high degrees of centralization, formalization, and complexity” (Stojkovic, Kalinich & Klofas 2012). The effectiveness and appropriateness of the traditional model of employee supervision, contemporary critics say is changing society’s expectations of the criminal justice system. The traditional model of employee supervision is used in most criminal justice organizations. “The traditional model is made
I am sympathetic to the instinct to ignore the question of whether a college is accountable to owners (for-profit), or, alternatively, is answerable to a financially disinterested board (nonprofit or public). While there is a higher incidence of problematic behavior at for-profit colleges, there are also nonprofit and public institutions that don’t do right by students and the public interest.
The essential meaning of accountability is a process or mechanism of which actors are obliged to explain and to justify their conduct through institutional relations or arrangements, whereby they might face “consequences.” Actors can be either individuals, e.g. official, or an organization, such as public institution. To be accountable, an actor should be able to clarify and vindicate its policy in front of a forum that could also be an individual or an institution. The forum, then, can query for explanations and deliver findings. Principles of accountability and its mechanisms are often provided in the Constitution and other domestic regulations.
Kaplin & Lee (2014) describe the law in higher education as “pervasive and inescapable” (p.11) because it is integrated into every area of campus activities. Postsecondary intuitions must observe laws and regulations from external sources such as the federal, state, and local government as well as accrediting agencies and athletic associations. Along with external sources, it also must adhere to its own internal policies that are specific to its institution. Regulations can be overbearing because it leaves little room for error to be made, and if so could lead to legal disputes. But on the other hand, laws ensure accountability and ensure that issues within an institution are being addressed properly. An example of this is Dixon v. Alabama
Accountability is not something I have devoted much thought to or pondered about in detail. While reading Crucial Accountability, I started to recollect experiences in my past where accountability needed to be addressed. I realized that at times, I unconsciously held accountability conversations that were successful; and at other times, thoughtfully pursued accountability conversations that resulted in disaster. I was not aware until I started reading the text that a method exists for achieving success with accountability conversations. Also, I was unaware that my viewpoint and preconceptions could be the reason why some of my accountability conversations have gone wrong. I did not hold myself accountable to preparation before I held others accountable to their infractions!
Colleges and universities recognize the importance of accountability. Institutional accountability reports to a multitude of stakeholders with varying expectancies from student’s expectation of a quality education, oversight agencies want assurances that schools comply with rules and regulations, while donors want proof of investment, and alumni need reassurance that the reputation of their school is progressing (Kearns, 1998). Reputable higher education institutions take their accountability and accreditation seriously, which requires adherence to rules and regulations set forth by external entities such as the Department of Education and a regional
Accountability. Now. We Must Enhance Government Accountability .... (2016). Retrieved on October 2, 2016, from https://www.ifac.org/global-knowledge-gateway/viewpoints/accountability-now-we-must-enhance-government-accountability-and.
American colleges and universities employ an impressive number of people in a wide-range of occupations. While universities have a number of goals and interests, the general assumption among most individuals is that universities have the sole purpose of teaching students and preparing them for success in the world. Given this line of thinking, one would be led to believe that professors and other academic instructors hold the majority of positions within an institution, but this would be incorrect. While the faculty do serve a critical function, their service to the students would not be possible without the various support services that exist throughout a college campus. To ensure these services are set up and provide the resources necessary to ensure the university is successful in its mission, colleges require a large number of employees, all working under unique job titles and classifications, to take on the responsibilities that come with working in an industry that generated more than $124 billion in 2001 alone (Lowenstein, 2001).
Accountability is important, because without it, there's no where to place the blame when mistakes occur. In fact, accountability covers more than just blameworthiness; responsibility, answerability, and liability also come into question when discussing the importance of accountability. The very application of the word, describes a system, in which actions, decisions, and policies are all accounted for (or: kept track of, recorded, and assessed and evaluated). Accountability can even extend into the administration of new policies, that are rendered due to obsolete rules and regulations or just out-right compliancy issues; the governance of decisions that define expectations or verify one's performance-- as well as managing and guiding
Accountability makes no sense when it undermines the larger goals of education.” - Diane Ravitch
The underlying and predominant institutional layout for higher education has recently been redefined over the last 20 to 30 years. Traditionally, higher education institutions were created, maintained, and lead by one and only one goal; the pursuit of academic excellence. Intellectuals and scholars formed together in a decentralized framework in order to collaborate, propagate knowledge, and conduct research. All aspects of a university where based around the goal of education and research. The institution consisted of individuals with the same mission and formed into different departments that agreed and elected two individuals, who exhibited the best qualities of an academic, to act as the president and vice chancellor. The president and vice chancellor were responsible for making and communicating decisions as they related to furthering the development of academic goals. The president and vice chancellor were supported by several committees that encompassed all aspects of the university.
No matter what you do in life whether it is being a teacher, cop, secretary, forensic scientist, or in my case, Marine, you will always find one thing in common. Within all of these jobs you will find that accountability is very important. You will also find that within keeping accountability you will not succeed. Accountability is knowing the amount of items or people in which you are responsible for. Accountability is also knowing where the items and people are at all times. While knowing where everything and everyone is, you also need to keep record of everything. All the aspects of accountability are important because without it things would be in chaos. The way I am going to explain the importance of accountability will be through my
The purpose of this paper is to discuss the importance of accountability, communication, and timeliness because I was late to accountability formation. I need to be aware of what can happen when I make irresponsible decisions and how the repercussions can negatively affect me now, but also in the future.
U.S. schools and colleges vary from numerous points of view. Some are open, others are independently employed individual; some are huge urban colleges, some are two-yr. group universities, others little rustic grounds. Some offer alumna and expert political stage, others point of convergence basically on undergrad instruction. Each of our more than 3, 000 schools and colleges has its particular and dissimilar mission. This aggregate differing qualities around organizations is one of the extraordinary strength of America's higher instruction framework, and has helped make it the best in the people. Protecting that assorted qualities is key on the off chance that we plan to serve the needs of our just social order.