Indicates that viewing organizations by having an accountability lens (if this involves source, focus, salience, and intensity) helps illuminate issues of governance and ethical problems present with many people in the office. Proposes that disconnects between areas of accountability may pressure people some factor unethically and goal to rationalize their actions and signifies that accountability is not just an business requirement, but furthermore a perceptual lens will see and understand behavior in, in addition to, organizations. Demonstrates making better sense of functional and dysfunctional behavior in organizations using the accountability lens. An extremely important component from the accountability lens might be the thought of an accountability atmosphere: people areas of an individual's immediate work atmosphere that impact the subjective interpretation and knowledge about felt accountability. The idea people and interpret their account-abilities subjectively is vital to understanding why multiple employees can behave in different ways (and frequently unethically) beneath the same accountability conditions.
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