Fear and Loathing in the Accountable Culture

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  • Title: Fear and Loathing in the Accountable Culture
  • Author(s): Matthew Watson
  • Publisher: Common Ground Research Networks
  • Collection: Organization Studies
  • Journal Title: Organizational Cultures: An International Journal
  • Keywords: Accountability, Culture, Fear, Security, Accountability Grid
  • Volume: 16
  • Issue: 1
  • Year: 2016
  • ISSN: 2327-8013 (Print)
  • ISSN: 2327-932X (Online)
  • DOI: https://doi.org/10.18848/2327-8013/CGP/v16i01/1-8
  • Citation: Watson, Matthew. 2016. "Fear and Loathing in the Accountable Culture." Organizational Cultures: An International Journal 16 (1): 1-8. doi:10.18848/2327-8013/CGP/v16i01/1-8.
  • Extent: 8 pages

Abstract

As organizations strive for efficiency and effective execution, an accountable culture has come to the forefront of executive focus. This focus on accountability has ranged from achieving lofty revenue targets to completing daily assignments. The result is a highly effective model for achieving organizational execution, yet when over-stressed this has the high potential to drive a culture of fear in employees about their job security, introducing a level of management and organizational policy loathing. This paper explores cultures of security and fear and cultures of high and low accountability attempting to discover if it is possible for a culture of high accountability to also exhibit an environment of high job security.