Fear and Loathing in the Accountable Culture

By Matthew Watson.

Published by Organizational Cultures: An International Journal

Format Price
Article: Print $US10.00
Published online: March 7, 2016 $US5.00

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.

Keywords: Accountability, Culture, Fear, Security, Accountability Grid

Organizational Cultures: An International Journal, Volume 16, Issue 1, April 2016, pp.1-8. Article: Print (Spiral Bound). Published online: March 7, 2016 (Article: Electronic (PDF File; 482.312KB)).

Matthew Watson

Managing Partner, Operations, Pepperdine University, Boise, Idaho, USA