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Public Management and Administration - Owen E.hughes

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Accountability 255<br />

agencies. They are less able to deny their own responsibility by saying that all<br />

actions are politically accountable. A new form of accountability is developing<br />

in which relationships between the bureaucracy, clients, the legislature, the<br />

media <strong>and</strong> individuals are carried out directly, rather than always through<br />

politicians. Direct accountability of this kind offers advantages over what was<br />

in place before. Together with an increased focus on output <strong>and</strong> its measure,<br />

accountability in the new model might turn out to be far better than that of the<br />

traditional model of administration. As Holmes <strong>and</strong> Sh<strong>and</strong> argue, ‘If the people<br />

really responsible for making these decisions are held accountable,<br />

accountability is actually enhanced’ (1995, p. 564).<br />

It is possible for accountable management or another generally accepted<br />

model to replace the politics/administration dichotomy. If it does, it needs to be<br />

realistic, not based on a falsehood as accountability was in the traditional<br />

model. Accountable management should mean that those who do something<br />

are accountable for it, whether they are a manager or a politician. Indeed, the<br />

meaning of management as discussed earlier is that a manager organizes to<br />

achieve results <strong>and</strong> is personally responsible for doing so. There may be some<br />

advantage in managers <strong>and</strong> politicians each being able to blame the other for any<br />

shortcomings, as is often the case at present. However, the managerial model of<br />

accountability does need to be well established <strong>and</strong> well accepted by the citizenry.<br />

If accountability arrangements are unclear or easily evaded, there are<br />

enough potential problems for these to be a challenge to the overall managerial<br />

model. It is the case, as Behn argues, that ‘advocates of the new public management<br />

paradigm have a responsibility to help evolve a new paradigm of democratic<br />

accountability’ (2001, p. 212). While achieving this may not be easy,<br />

there is an obvious need to discard once <strong>and</strong> for all the notion that politicians<br />

make policy <strong>and</strong> the public service simply carries it out <strong>and</strong> that, through this<br />

division of labour, accountability is ensured.

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