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By Melvin J. Dubnick

Public responsibility is a trademark of recent democratic governance and the basis of the preferred functionality administration circulate. Democracy is simply an empty workout if these in energy can't be held liable in public for his or her acts and omissions, for his or her judgements, their guidelines, and their expenditures.

This publication deals a finely precise and richly expert attention of responsibility in either executive and the modern international of governance. Twenty-five major specialists conceal various elements of the responsibility circulation, together with a number of and competing accountabilities, measuring responsibility, responsibility and democratic legitimacy, and responsibility and data know-how, and follow them to governments, quasi-governments, non-government organisations, governance firms, and voluntary enterprises. jointly they supply the main accomplished attention of responsibility at the moment to be had, with a mix of theoretical, empirical, and utilized approaches.

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Thousand Oaks, CA: Sage. A. 1968. Punishment and Responsibility: Essays in the Philosophy of Law. New York: Oxford University Press. Hedström, Peter, and Richard Swedberg. 1998. ” In Social Mechanisms: An Analytical Approach to Social Theory, ed. P. Hedström and R. Swedberg. Cambridge, UK: Cambridge University Press, 1–31. Held, David. 2004. ” Government & Opposition 39 (2): 364–91. ———. 2006. Models Of Democracy. 3d ed. Malden, MA: Polity Press. Hellwig, Timothy, and David Samuels. 2008. ” British Journal of Political Science 38 (1): 65–90.

Issue 4: Blame Games As a logical consequence of the preceding issue, multiple accountability may in times of crisis evolve into a blame game with multiple players. In general, delegation is often seen as a form of blame shifting (Hood 2002; Thatcher and Sweet 2002, 141). In many situations of governance, there are numerous parties who carry at least some responsibility for the outcomes that are produced, but none of them is single-handedly responsible for the full outcome. This is the problem of many hands (Bovens 1998).

This difficulty is further complicated because the dialogue managers and boards engage in is directed at reaching “agreement” (R86) or a “consensus” (R87). In the aftermath it is difficult to reconstruct who has been most influential in 16 Schillemans and Bovens reaching a specific consensus. A final reason for the apparent difficulty to pinpoint the influence of boards is the fact that they do not operate on the basis of clearly specified norms. They rather prefer, as was described earlier, to stick to the agenda that agencies have laid out for themselves.

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