The effects of financial accountability on performance of local government authorities: a case study of Napak District Local Government

dc.contributor.authorMuya, James
dc.date.accessioned2019-12-20T09:52:15Z
dc.date.available2019-12-20T09:52:15Z
dc.date.issued2016-08
dc.descriptionA research report submitted in partial fulfillment of the requirements for the award of Degree of Business Administration of Kampala International Universityen_US
dc.description.abstractThe study was guided by the commander theory as posted by Goldberg (l965:pp162-7) which rests on the assumption that although an owner of resources can also be the controller of those resources, ownership and control are separate notions. That is ownership is the legal condition but control is a function that can be exercised by human beings. Ownership of resources is sometimes, but not always accompanied by effective control of those resources and this function of controlling or managing can be thought of as distinct from the legal or even social ownership of them. Goldberg (1965) assumes the accountability for resources as a commander and in respect to government, identifies parliamentary ministers as commanders at the top level of the hierarchical system of control. Invoking commander theory, if the resources of the state are allocated to specific government organizations or for certain activity and functions, they are ultimately controlled by an individual commander who is the minister and who is responsible and accountable for those resources including finance.en_US
dc.identifier.urihttp://hdl.handle.net/20.500.12306/5737
dc.language.isoenen_US
dc.publisherKampala International University, College of Economics & Managementen_US
dc.subjectFinancial Accountabilityen_US
dc.subjectLocal government authoritiesen_US
dc.subjectNapak District Local Governmenten_US
dc.titleThe effects of financial accountability on performance of local government authorities: a case study of Napak District Local Governmenten_US
dc.typeOtheren_US
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