(Turner 1986, 775) During this time several formal systems were adopted; however, department heads were reluctant to support them. Department managers set goals in the form of budgets, but refuse to substantiate them with requested supportive documentation. (Turner 1986, 776) Valerie Morgans request for information from her managers translates into a lack of trust or a restriction of their independence to them. (Turner 1986, 776) The system for managing delinquent accounts does not follow established policy and results in advertisements being pulled well after the 30-day limit, usually not until after 90 days. (Turner 1986, 777) Additionally, the sales department is not notified of delinquencies and only finds out when the accounts call to complain. (Turner 1986, 777) As a manager, Valerie Morgan maintains an I dont know and I dont care attitude that leads her to ignore the administrative component and just tell someone else to make a decision. (Turner 1986, 779) She is saddled with unwanted management responsibilities that leave no time for the creative, big picture issues or for developing new product concepts. (Turner 1986, 767) By and large, day to day decision making is left to the department managers and staff with her being involved in a random, multi dimensional sort of way, with no clear objectives or agenda for her to focus on. Conflicts between departments arise due to lack of communication, clear defined policies, and controls. A salesman will promise special space to one vendor causing the conference department to compromise their position with other vendors. (Turner 1986, 777) The accounting department mails past-due notices to advertisers without warning the sales department. (Turner 1986, 777) The production manager uses a pen and paper method of accounting because the current system does not provide her with needed information to maintain accountability. (Turner 1986, 780) Almost every month the adverti...
