Tavistock Press was established as a co-operative venture between the Tavistock Institute and Routledge & Kegan Paul (RKP) in the 1950s to produce a series of major contributions across the social sciences. This volume is part of a 2001 reissue of a selection of those important works which have since gone out of print, or are difficult to locate. Published by Routledge, 112 volumes in total are being brought together under the name The International Behavioural and Social Sciences Library: Classics from the Tavistock Press. Reproduced here in facsimile, this volume was originally published in 1968 and is available individually. The collection is also available in a number of themed mini-sets of between 5 and 13 volumes, or as a complete collection.

The COVID-19 pandemic has created unprecedented challenges to those responsible for the management of healthcare activities. These challenges require decision makers at all levels to possess a broad and comprehensive understanding of healthcare management tools, and especially of the interaction between formal control systems and the informal power dynamics which operate within healthcare organisations. Managing in healthcare is not only difficult because of the sector’s high-stakes ethical contexts but also because the health care workforce is inherently complex and heterogeneous. It is the purpose of this book to survey the expanding literature on management control in healthcare with the aim of giving readers a better understanding of the options available to managers, decision-makers and also educated observers of this important sector. This book summarises key debates and findings in this rapidly developing and increasingly important field. It explores state-of-the-art models and approaches, highlights unexplored questions and gives an outlook on novel and developing trends. In so doing it provides a hands-on-guide for aspiring healthcare managers and practitioner and offers critical insights into the more advanced academic literature for those seeking a thorough grounding in the accounting and finance aspects of healthcare management.

The design of Management Control Systems (MCS) in the context of financial institutions should be reconsidered with regards to their ability to improve organizational justice perceptions. Promoting organizational justice can help banks to build significantly more trust and influence employees’ behaviors in the best interest of the organization. Especially the design of Beyond Budgeting as a MCS that emphasizes social control mechanisms and facilitates autonomous working appears to be a promising concept for the design of future MCS in the context of financial institutions.