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.
hily 18, m2
SHOWMEN'S TRADE RE\'IEW
23
PRESENTS
MA
ORGANIZE DEPUTIZE SUPERVISE
THOSE three words hold a world of meaning for the theatre manager. (The theatre manager, you know, is the fellow who has a job that covers a multitude of details — from house cleaning to house filling, the latter via ideas, creative selling, exploitation — and thus it is a job blending elements which actually seem to be the oil and water that are seldom mixed in the makeup of executive assignments.)
We have no idea what percentage of really efficient organization obtains in theatres around the country — but we can be on the safe side if we hazard the guess that about fifty per cent of the managers would be free to give more time and energy to show selling if there was a higher degree of "organization" in the house-keeping end of their business.
In last month's issue we introduced the Theatre Operation and Maintenance Organizer — continue it in this issue. This detailed breakdown of the many operations connected with theatre operation and maintenance is, we believe, the most practical feature this or any film trade journal has offered. Certainly the work entailed a great amount of effort, reflects a very careful study of the great amount of detail connected with the various departments, elements and equipments which furnish the average motion picture theatre. The idea for the Organizer came from a system of operation that was carried on years ago by a certain district group of theatres which were members of a national circuit. One of the most progressive, energetic and
A MONTHLY
ECTION
ENT
and
NTEN ANC
efficient of this theatre group's supervisors evolved a system whereby he could put a manager into any one house under conditions which would insure the uninterrupted operation of the theatre under the standards of maintenance and service to the public which were a distinguishing mark of the circuit's houses. The ideal system called for a card file, with daily "musts' entered on cards that were checked off every day and set back to be checked again the next and subsequent days. The "Weekly" and "Monthly" and "Semi-Annual" cards carried the details of what cleaning, inspection and refinishing work was recommended for such periods.
The Organizer as continued in this issue gives the material which any manager can enter upon such a set of cards as is referred to above. We urge one and all to preserve this material — it will come in handy whether the possessor thereof remains in a managerial post or moves onward and upward to positions of executive supervision of many theatres.