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44 Building Theatre Patronage
time, film does not arrive, organist is not on time, projectionist is not on time, lights fail, refunds requested, screen damaged so that it cannot be used, a fire in the booth, a panic cry in a crowded house, disorderly patron, ticket supply exhausted, serious storm hampers theatre attendance, theatre cleaners do not report, strikes, etc.
Other so-called emergencies which happen regularly in small details of operation might be listed, but these are evident to one who analyzes a particular operation.
The point being made is that the disadvantage of any emergencies are limited, if in advance some provision is made to handle the emergencies. Where this provision is made, smooth running of the operation is not affected, there is little waste, and things are righted almost immediately. Where management is not efficient, emergencies are a regular occurrence.
Waste.
Management uses time, materials, money, and equipment. Waste always involves money. Waste is eliminated by proper use.
Time.
The proper use of time is an important essential of good management. Time has a value just as materials, equipment and the money used by management. This means both the time of the manager and the time of employees. In both cases nothing better can be suggested than a schedule of work. Time wasted by the manager and time wasted by the staff, if it amounts only to minutes per day, becomes hours when calculated on a yearly basis. When multiplied by the salary paid per hour, the waste in dollars is considerable even in small operation.
It does not follow that because a man is busy, his time is properly used. The very busy man may be so buried in details that efficiency is lost, and hence there is waste. The very busy man may work in such a disorganized way that there is so much duplication and lost motion that waste results. The very busy man may be giving so much of his time to insignificant details that, even if he is busy, there is waste. If the