Control is one of the three fundamental management procedures, along with planning and delegation, on which the accuracy of management depends to the greatest extent and which, if properly coordinated, reinforce each other, giving a synergistic effect.

By controlling the work of employees, most managers experience confusion and psychological discomfort: some are afraid to offend subordinates with distrust and ruin relations with them, others cannot find the right approach to the implementation of control procedures and as a result consciously or unconsciously evade control, others consider control a relic of the past and try to introduce self-management and other fashionable methods of "modern management". Like any tool, control only works when used correctly and creates problems when used incorrectly.

This unique practical guide will help you build your own system of control over the work of subordinates and link control with planning and delegation in a single management cycle. You will receive a huge practical toolkit to radically improve the accuracy of managing any team, from a small workgroup to an entire company. As in his previous books, which have become bestsellers and classics of business literature, Alexander Fridman adheres to a tough and pragmatic approach to management, which takes into account the peculiarities of the national mentality and Russian business customs.

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