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MANAGEMENT AND THE PUBLIC 41
good will needs the unresting current of something dynamic.
So far I have spoken almost entirely of the manager because it is upon him that the emphasis falls. No one, naturally, expects one man to perform all the functions of the theater directly. Any number of people, from a handful to hundreds, will be needed to keep the house going. But these people, in the last analysis, either spell one management, or the manager has failed. The girl who sells the tickets is not working for herself. If she is, the organization has one decidedly weak link. No. She is not completely an individual. She is that part of the management that sells tickets; and unless she knows it, she is incapable of representing the theater, of furthering its highly developed policy, of protecting and nurturing its accumulated good will. And since the manager is responsible for her duties as he is for the whole business of which she is part, he fails when she does, or succeeds in measure as she lives up to the requirements of her post.
Here we logically take up an indirect connection between management and patron — indirect and therefore all the more necessary to make sure of. We begin to see, too, how every act of management — even to hiring employees or buying supplies— must be actuated by the same urge to acquire good will as is present in program-making or publicity. Therefore the manager must be a man who can handle employees as well as patrons, expenses as well as receipts. He can not conceivably show each patron to his seat, so he engages ushers to do it for him; and he must impress those ushers that, in performing one of his duties, they must do it as he would — courteously, agreeably, with the success of the house at heart. Instead of scrubbing floors with his own hands, he keeps his theater clean with the hands of the porters and the scrubwomen. Every element of the organization is an extension of his policy and himself, not for self-glorification, but for success.
Accordingly, certain common sense procedures are inescapable. In the first place, the individual employee must be instructed, in detail, not merely in the routine of his task, but equally in that manner of performing it which shall accord with the highest standards of the house. Specific instructions