for accuracy after layout would reduce errors and conflicts with the accounting and sales departments. These feedback controls help the departments work together and keep control at the lower level while satisfying upper managements need to track progress. Performance standards need to be established. Standards are important for managers to set clear objectives to channel the organizations energies. (Mosely et al. 1996, 497) Some specific standards that are needed include sales quotas, budgets, job deadlines, and subscriptions. (Mosely et al. 1996, 497) By implementing these standards the decision making process becomes more routine and clearly defined for all involved. One of the major regular issues at Morgan Publishing is whether to close the magazine for the month. (Turner 1986, 767) The editorial department maintains a strict 60-40 split between editorials and advertisements. (Turner 1986, 767) The sales department claims they can bring in more revenue if the closing is held a day, but if they do the editorial department needs to obtain more articles, and then production time is cut. (Turner 1986, 767) By establishing a minimum number of advertising pages, and updating both the editorial and production department of this number on a weekly basis, this will reduce some of the confusion. When the minimum number of advertising pages is not met by the deadline date, then that is a clear reason to hold closeout and each department will have been informed. When the minimum goal has been achieved, then closeout will proceed and any late advertisers will moved to the next months magazine. Managers must be involved in the goal setting process and understand that controls are established to assist, not hinder their independence. (Mosely et al. 1996, 502) For the controls to be accepted, people must clearly understand the purpose of the control system and feel they have an important part in the creation process. (Mosey et al. 1996, ...
