Motion Picture Herald (Jul-Aug 1943)

72 ETTER THEATRES August 2 1, I 943 QUARD AQAINST LOSS! Tifiiiii ANNUM TAX R< The Most Simplified Theatre Bookkeeping System Yet Devised SECTIONS: Holiday and Date Record • Film Clearance Chart • Insurance Record • Equipment Purchase Record • Fixed Expense Apportionment • Income (Ticket Numbers, Prices, Cash, Taxes, Costs of Features, Shorts) • Payroll and Check Record, Bank Record, Social Security Tax Deductions by Individual and complete listing of all expenses • Profit and Loss, weekly and cumulative • Summary Sheet • Contract Record for each exchange FEATURES! Running Times • Entire Week's Transactions on one page • Complete Contract Information • Complete yearly and departmental summaries • Vari-colored stock throughout the speedy reference • DuPont Fabkote Cover • Special "Wire-o" Binding that holds sheets firmly and keeps them absolutely flat • Size of Book is 13" x 10" 2 .00 Postpaid All sections are devised so that full tax Information Is always readily available. QUICLEY BOOKSHOP ROCKEFELLER CENTER. NEW YORK METHODS in MANAGEMENT A department for newcomers to theatre operation Establishing a Proper Contact With Your Staff [In this article, the second of a series inaugurating a department for theatre managers who have more recently entered the motion picture field, the Editor of the Managers Round Table in Motion Picture Herald, deals with considerations in the training of the staff. — Ed.] THE THEATRE MANAGER has been referred to as a host to the patron who is his guest. The manager extends an invitation through the media of his newspaper advertising and other promotional activities. When the guest arrives, it is customary for the host to meet him at the door, to welcome him and to express the pleasure of the guest's company. Until the guest departs, the host must make sure that there is no distraction to dispel his evening's pleasure. And when the guest is ready to leave, the host is stationed near the door where he may inquire whether the visit was an enjoyable one and to extend his hospitality again in the near future. Since it is obviously a physical impossibility for a single individual to fulfill this function, a part of this important detail is delegated to the house staff ; hence, it is urgent that the people selected to represent the manager will have the necessary qualifications to reflect creditably upon him and the theatre. It is rather unlikely that people who are gifted with the natural characteristics of graciousness, cordiality and the tireless enthusiasm that distinguishes the perfect host are to be found in great abundance. We must rather expect to find those who have certain basic qualifications; then by training and supervising them, we hope to improve and broaden their personality to meet the requirements of successful theatre operation. JUDGING STAFF TIMBER When the prospective employe is being interviewed, the manager may obtain valuable clues to his background by observing his carriage and general appearance, his speech and mannerisms. Personal traits should be carefully studied ; they will be indicated to considerable degree by neatness and politeness. Because the new employe is to be part of a unified organization, he will have to be Any Questions? CITUATIONS may well arise in the ^ operation of a theatre that are sufficiently particularized to present an individual problem to the manager of limited experience. In such instances questions are invited by this department. Most of them are likely to be of interest to many new managers and will suggest publication of replies; however, although such inquiries should be signed by the person seeking the information, he will not be identified in the published answer. The questions should be addressed to Better Theatres, 1270 Sixth Avenue, New York City. co-operative, loyal and reliable. These qualities are highly desirable at the outset; but if lacking, they often can be developed during the early stages of the training period. Individual proficiency will develop as the employe acquires enthusiasm engendered through interest in his work, and through inspiration from his contact with the management. The inspirational effort, for good or evil; depending on the management, will begin at the time of the interview and continue, most likely, throughout the employe's service. It might be well to point out to the employe that the nature of his work is such as to provide an invaluable education, for it gives him an opportunity to learn, through practical observation, much about human nature. His constant, varied contact with the public can give him a valuable asset. In almost any walk of life the measure of success one attains is importantly influenced by one's capacity to deal effectively with other people; and too often the young person who has learned mostly from books is thrown into the world without having developed this knack. Another method of instilling enthusiasm is to explain that in no other business can one achieve the success that usually rewards ability in a comparative length of time. In our business it is not unusual for an usher or doorman to become a manager within two years, and occasionally within a shorter period. On the other hand, it