Motion Picture Theater Management (1927)

Record Details:

Something wrong or inaccurate about this page? Let us Know!

Thanks for helping us continually improve the quality of the Lantern search engine for all of our users! We have millions of scanned pages, so user reports are incredibly helpful for us to identify places where we can improve and update the metadata.

Please describe the issue below, and click "Submit" to send your comments to our team! If you'd prefer, you can also send us an email to mhdl@commarts.wisc.edu with your comments.




We use Optical Character Recognition (OCR) during our scanning and processing workflow to make the content of each page searchable. You can view the automatically generated text below as well as copy and paste individual pieces of text to quote in your own work.

Text recognition is never 100% accurate. Many parts of the scanned page may not be reflected in the OCR text output, including: images, page layout, certain fonts or handwriting.

PREFACE vii Absorb, while you read. Take time to reflect upon what is said. Whenever you can, study the elements of an actual theater, and make comparison with the statements the book offers. Use your head, not to memorize, but to comprehend ; and do not lose sight of the fact that the best information is valuable only when put to use by sound, earnest initiative. Teachers of such young men as I have just addressed will find the text helpful, unless I am mistaken, in several ways. As a recitation groundwork, it will serve to save time enormously in respect to gathering material and organizing lectures. There are thirty-four chapters in all The individual instructor has therefore a mathematical principle for division of time in his course. The matter of emphasis, unless dictated by special circumstances, should be constant, for no one can tell which phase of the work will be most needed by the student later. The grouping by parts provides occasion for reviews and quizzes. Lecturers in courses concerning the industry, but not directly dealing with operation, may employ the text for reference, or for reports by part or on specific chapters. Thus there may be secured for a class in stage presentation, for example, an interesting side-light on the place of production in the organization. I believe, too, that the book may be used with some profit in connection with studies relating to commerce, advertising, journalism, or the allied field of theatricals. To the executive already in the harness I offer the greetings of a colleague who has seen the growth and workings of operations small and large. What he already knows, he may perhaps find here ordered and clarified. Since I myself have often learned from others, I have hope that he will find some new things in what I say. And should he occasionally, or even frequently, find it necessary to disagree — why, what is better than the opportunity to discuss a life-work with another who has made the same career his ? By way of conclusion, I have the following to say : Whatever else this book may be, it is no flight of fancy. The statements it contains are based on sober and, I believe, verifiable fact. I did not enter the business as a writer but as