I really hate it when managers order you to do something and never think to ask you to do it instead. All you haft to do is ask, you dont have to order. Asking in my opinion is another good quality of a good manager.

Also, if your theater is getting a new manager and the manager happens to have been in the buisness for a LONG time. That manager should introuduce them selves to the employees and get to know them.Some long timers think they are king of the hill and are above the employees. Making friends with your employees eases the tension between manager and co worker and we all get along and get things done. I also think a manager should be willing to work along side with the regular employees during busy sets in concession at all times. Employees dont like a watch hound not helping out with a set. This also includes helping the floor employees that clean theaters when they get out.

Just because your a manager doesnt mean your exempt from consession work or floor work when it gets busy.

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The advise you have received here is excellent (with the exception noted by Brad). Excellent people skills are number one. I believe too that a manager needs to consider himself a servant. He is a servant first to the clientel that walk through his front door and should, no, MUST, do everyrthing possible to make their moviegoing experience as pleasant as possible. Then he is a servant to his employer (if he or she doesn't own the place) and is responsible for carrying out company policy with loyalty. He is also a servant to his staff in that he has a responsibility to impart to them the knowledge and skills necessary to achieve the goals set for the theatre (stressing people skills). A manager should KNOW HIS COMMUNITY and the type of product they want. This is where the corporate brass of the chain operations make a BIG mistake. They put managers in locations with which they are not at all familiar and apparently assume the booker knows the taste of every community where they own theatres. The home office should give managers a say in the type of product that is booked into the theatre. Most importantly I believe a good manager must have a genuine love for the exhibition industry and KNOW THE BUSINESS before he is put in that position of authority. If he doesn't know it then, for heaven's sake, TRAIN HIM. He must be at least familiar with all aspects of running a theatre from the booth to the floor keeping in mind that screen performance is THE number one priority.

I will agree that iron fist management can fail, or it can work. I have a reputation of going into a location that is pitiful and introducing my iron fist. Yes it does sometimes lead to the occasional slashed tire, but I am accustomed to that. The problem is switching from iron fist to people oriented management. I prefer to people orient, but at that time I find it hard to professionally distance myself, as I tend to empathize with my employees.

As far as asking employees to do something instead of ordering them, I agree that it can make the employee feel better and give them a sense of empowerement, but there is a major problem with this philosophy. Suppose you have an employee that does not like doing a particular job, like cleaning up puke, but he is the only one available to do it. If I ask him to, I am going to get into a debate as to who else can do it, and why cant I do it instead. Most managers just don't have the time to get into the debate situation, so just give the order. Remember, the employees were never forced to come along for the ride, they are there at thier leisure. The management should not have to worry about having to clear assignments with thier employees.

Also keep in mind that hundreds of tasks will have to be assigned each day. Imagine having to ask "employee, could you please go over and do this task?" two hundred times a day?

Instead, I have always gathered my employees around before each set and or rush. We have a short one or two minute pep talk, we plan a strategy, and then kick some ass. After the set or rush, we gather again and I give my utmost thanks for all the work, we kick back for a few minutes and talk about some retard that thinks we are running video tape.

As a manager, I have always done this. It works. I have fired only 9 people in my 17 year career, and I have only had 7 of my own hires quit on me. I have however had hundreds of employees that were there before I got there quit on me, probably due to the iron fist thing. Truth is, I never get a location unless it is the total shits. Thats why I get brought in. To fix whatever problem is there.

I have never really used the iron fist technique for a long period of time, and the transition is tough. It is usually during the transition where I start to feel like I want to go somewhere else and do it to someone else.

It usually takes me no more than six weeks to effect whatever change I need to do, and then another six weeks to change the management style.

:-)

"I prefer to people orient, but at that time I find it hard to professionally distance myself, as I tend to empathize with my employees."

Yes, Dave. Indeed, it is difficult. But many of us who have been in the management field for any length of time will realize that we have no choice but to distance ourselves just a little unless we want to fall flat on our faces.

Regal has a tough policy about that. I am sure others have similar rules as well. Even in our mamma and pappa organizations, we have to be very careful about this thing called "Fraternizing." I do not know of any corporation or organization that encourages fraternizing with others across the departmental boundries and/or levels of management.

Anytime one has to deal with human emotions on the job, it can be a very explosive thing that will send shockwaves through the entire crew and ruin everything.

I think it all comes down to "Be friendly, but not familiar."

Familiarity in the work place breeds contempt in the work place.

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you are sure getting a load of advice..most of it good. It all boils down to treating people with respect and being consistant
in your dealings. that means consitantly praising when deserved
and reprimanding when required. never reprimand loudly in front of the other employees. an employee who is not performing presents and
opprotunity for you to show leadership. if one used the "iron fist" type of management they are not leading they are driving.

Reguarding daves comments(no offence dude!!) about asking instead of ordering.
Use common sence when deciding to use the two. When its the right time to be assertive then be assertive. Let the employees know your in charge. That draws the line between you and the employees and will think twice about crossing it. I would say the a manager should ask their employees most of the time instead of ordering.It also helps if you are ordering, dont be hatefull when you do it. Remember these are people just like you and me and they have feelings and you might want to thank the employee if you order them to do something in a polite way.

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"if one used the "iron fist" type of management they are not leading they are driving."
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Carl, I'll have to remember that one. It is a good way of discribing the "Iron Fist Management" technique. When I was in the Navy, there were times I had no choice but to to drive their butts into the ground. It bothered me when I had to do that, but shit happens.

I don't have the slightest idea on how many of you are retired military, but if you are, you know exactly what I am talking about. Unfortunately, all of us were faced with that from time to time.

Keep Guest focused. Guests are the driving forces of our business.

With our associates, develop a sense of loyalty and team spirit.
Clearly state the decision parameters with each associate.
Praise the associate publicly and reprimand privately.
Delegate with crystal clear instructions and deadlines.
If an employee can't do the job either find a job they can do or terminate them.
Avoid the practice of management by saviorhood.

Keep on top of our competition.
Their objectives.
Their promotions.
Their plans.

Manage your time effectively by working smarter, not harder.
Keep fit.
Keep mentally fit.
Keep a high standard of ethics.
Keep a sense of humor.

quote:

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If the business ceases to be fun, do yourself and our business a favor and lets part as friends.

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I don't know if I fully agree with this one. Maybe I'm interpreting this wrong, but if the business ceases to be fun (for an employee), that implies it once was fun. As a manager, I don't want all my time and energy that went into training this individual to go to waste; therefore it's my job to try and figure out a way to keep that person, and to make the job fun once again (within reason).

If you are no longer having fun as a General Manager or Assistant Manager or what not you should decide to move on, and not drag down the morale of the rest of the staff, and lower the standards on the theatre.