Motion Picture Herald (Jul-Aug 1943)

August 2 1, I 943 BETTER THEATRES 73 usually takes years of struggle for a person to attain an executive position in other commercial lines. And as for the professions, after six, seven, eight years of college plus several years of post-graduate work, a physician or lawyer is some years acquiring a clientele giving him an income commensurate with his investment of both time and money. With the larger circuits opportunities are even greater. Vacancies in the various home office departments concerned with booking, accounting, maintenance, etc., are sometimes filled from the ranks. With respect to the actual training of the employe, a process which continues with no surcease, there are several points worthy of casual mention before we attempt a discourse into the individual problems of each position. The normal reaction of each employe to instruction and criticism will vary. Some will be quick to grasp an idea, while others will require more time to digest and assimilate your thoughts. Some will readily respond to a suggestive manner of correction, while you will be forced to extreme measures with others. Some will show appreciation for the interest you indicate in their welfare by your comments, while to others this interest will be considered a bawling-out with resentment reflected in their demeanor. CONSTRUCTIVE SUPERVISION It will remain for you to study the idiosyncracies of your help and to apply your ingenuity, tact and diplomacy so as to get the best for them. A definite investment is represented by the training you give each employe and it is not always advisable to discharge someone because he does not respond, particularly if you have spent a considerable effort in his behalf; he may have good qualifications to overcome the bad ones and in time may become a valuable asset to you. Patience is needed in these situations. Another fact which you will understand is that a person's mood is often contagious under certain circumstances. And the moods of persons with whom we come in contact are frequently transmissible. If an acquaintance meets you on the street and greets you, your cordiality is commonly measured by the degree of warmth expressed in your friend's salutation. The relationship of this to good management is important, because your employes will invariably reflect your own personality in their contact with the patrons. If you are pleasant and congenial around the theatre, you will transmit this feeling to members of your staff who will in turn transmit it to the patrons; and if you are curt and sharp with your instruction to the help, or indifferent to the responsibilities of the discerning host, the intimate spirit of friendliness will be absent. All criticism or correction must be done in a constructive manner calculated to indicate understanding and helpfulness in the problems of the employe, rather than annoyance or demoralization. In all cases it is imperative that you make the employe understand why he should conform to your ideas, rather than how to conform. If you can explain the reason why and indicate the purpose of your method clearly, the employe will get a permanent impression. If you do not clarify the object of your instruction, he is more likely to return to his own system when you are not present. Simple, comparative illustrations to press home your points will also help the employe to retain your idea. It may be difficult to explain the necessity of covering a post left suddenly vacant, but any young man will get your thought if you remind him what would happen if the shortstop on a baseball team failed to cover second base with a runner on first and the second baseman forced out of his normal position on the play. Regular weekly meetings should be conducted for the purpose of keeping the help impressed with the importance of their work. These meetings can serve as "refresher" courses, and inspirational talks by the manager should be a regular part of them. The members of the staff should have an opportunity to discuss the advertising of coming attractions, with suggestions in order, and encouragement should come from the management for the employes to "think promotionally." Occasional talks from prominent officials, etc., will also serve to build morale and stimulate interest.— Chester Friedman. Give your Theatre, too Jpc/rk/e w Je//s " The ever-growing list of smart theatre owners using Flexglass to build "box office" is something to think about when you're planning redecoration. Shining example of one of the most recent uses of Peach Mirror Flexglass is shown on the underside of the large marquee, over the doors and around the box office of the Hollywood Theatre, Detroit. Flexglass multiplies every light in dazzling reflections. Colorful rectangles of real glass, cloth-backed, Flexglass can give your theatre a "lift" practically overnight. Easy to install and requiring The Glass That Bunds no maintenance, it is weather-proof and waterproof. Ask your architect or designer about Flexglass today. Or write for FREE color card and name of nearest distributor. Flexglass and Flexwood (genuine wood, yet it bends around a pencil) are manufactured and marketed jointly by The Mengel Company, Louisville, Ky., and the United States Plywood Corp. UNITED STATES PLYWOOD CORP., 103 p.,r,< ASfSSl n, N .v. TO THEATRE OWNERS who want to make more money • There's a tried and proven way to build box office, draw new patrons, and make more money. It's the remodeling of your theatre with a new Pittco Front. Write us today for our free book of facts — and plan to remodel your theatre with a Pittco Front when building restrictions are lifted. Pittsburgh Plate Glass Company, 2263-3 Grant Building, Pittsburgh, Pennsylvania. PITTSBURGH PLATE GLASS COMPANY 'PITTSBURGH " s&tt4& fa, £2ua&y (yta&s astd (/&i*tt PITTCO