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Zusatztext "...there is much to enjoy in this extended essay that is of relevance beyond the world of education. Defending the priority of seasoned judgement against a world of auditing and targets may also prove to be an argument whose time has come and may find surprisingly fertile ground in the new politics of austerity sweeping through Western Europe." - Michael Power! Department of Accounting! London School of Economics and Political Science! British Journal of Sociology of Education! Vol. 33! No. 4! July 2012! 621 - 628."Jane Green's book is an important addition to the literature on professionalism. It aims and lands some well-directed (and much deserved) volleys on the target of the new public management. It is scrupulously written! attendant to the contemporary literature! and sustains a progressive narrative throughout. It is to be hoped that Jane Green will build on this text and renew her explorations here! and attempt to fill out and develop a conception of professionalism for the current age". - Ron Barnett! Department of Lifelong and Comparative Education! University of London! Journal of Philosophy of Education! Vol. 48! No. 3! 2014. Informationen zum Autor Dr. Jane Green is a freelance consultant and tutor, designing and running ethics courses. Further information can be found at www.ethics-courses.com. Klappentext Today, workers based in institutions designed to serve the public - teachers, nurses, social workers, community officers, librarians, civil servants, etc - are expected to reorganize their thoughts and practice in accordance with a 'performance' management model of accountability which encourages a rigid bureaucracy, one which translates regulation and monitoring procedures into inflexible and obligatory compliance. This book shows how and why this performance model may be expected, paradoxically, to make practices less accountable - and, in the case of education, less educative. Zusammenfassung The workers based in institutions designed to serve the public are expected to reorganize their thoughts and practice in accordance with a 'performance' management model of accountability which encourages a rigid bureaucracy. This book shows how and why this performance model may be expected, paradoxically, to make practices less accountable. Inhaltsverzeichnis Introduction Part I: Starting-Points: Ideas, Ideals and Ideologies 1. From Concern to Doubt, From Doubt to Critique 2. Quest for Accountability: The Managerial Response 3. The Lure of the Explicit: Managerial Modes of Accountability and the Ideal of Transparency Part II: Practical Judgement 4. Responsibility and Accountability 5. Accountability, Answerability and the Virtue of Responsibleness: Sketch of a Neo-Aristotelian Model of Practical Rationality 6. Quest for Accountability: The Neo-Aristotelian Response Part III: End-Points: Ideas, Ideals and Ideologies 7. Return of the Lure of the Explicit: 'Making the Implicit Explicit' 8. 'Knowing How To': Further Attempts to Make Practical Knowledge Explicit 9. Public Trust and Accountability: What Public? Whose Trust? Which Accountability? Conclusion ...
