This is topic Another Employee Problem......and it wasn't my fault :) in forum Ground Level at Film-Tech Forum ARCHIVE.


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Posted by Richard Greco (Member # 2032) on 03-15-2005, 11:53 PM:
 
Ok, this one isn't my fault though.

We hired a new projectionist to assist and give me a few days off from work. I am the only one in the Tampa area qualified to train him, so he goes under my wing. For the first day he was kind of quiet. The second day however, he bagan to feel his oats. He was playing the video games on the clock while I was counting money. He picked up a game and dropped it because he lost a quarter in it.

He also was caught swinging on our fire sprinkler system piping in the kitchen. I told him on Friday that I wanted him at the theatre at 4pm Saturday. He whined to me asking why I couldn't make it 5pm because he needed his full 8 hours of sleep. I said, because you need to learn some things and I need the time to teach you. He asked for 4:30. I agreed.

I saw him on his phone numerous times throughout Saturday evening and found him in concession(I told him to help out for a while)with cell phone in hand. I told him to put it away. He said he was checking the sound. I told him to check it off the clock. He then told me "Well YOU use YOUR cell Phone!!". I have a company phone and I use it occasionally at work to handle an issue here and there with other management. I told him it was a company phone and that it was different.

Fast forward to today. As you can imagine, he isn't in my good graces. He comes in at 5, like I told him to and I give him a key to the booth and tell him to start threading. He walks upstairs and says that the key didn't work(The key was bent) I told him then to wait in the office for a few so I could finish with my new hire that started today.. He walked off and I shut the door.

I took the new hire into concession and started going over procedures for opening and prepping food. about 15 mins later, I hadn't seen my projectionist. I figure he should've asked me to open the door by now, but no sign of him. I walked outside and called his name. No answer. I walked over to my main booth to get some candy and saw him sitting on a picnic table on his cell phone..on the clock!! I told him, "Maybe I should adjust your clock in time to 5:15 since you havent been seen and have that phone glued to your ear" (he'd been warned before BTW)

He told me, "Excuse Me, This IS My Mother!!"

Me: "You need to get off that phone and get to work, you should've found me and asked what to do."

Him: "You need to stop your attitude to me, you slam a door in my face and are always around me, you need to stop your attitude, and frankly, I'm sick of it!"

Me(shocked): "You need to go home. Clock out and go home. I have plenty of people here tonight. Go Home"

Him: "NO!, I want to talk to the GM."

Me: "You need to go home now..."

Him: "No, I want to talk to the GM"

I call the GM and tell him what has happened and that I want him to go home. I could handle starting the show and he needed to go. The GM said that he wasn't going to handle it today as it was his day off, but to send the projectionist home and come in tomorrow to talk. I told the projectionist this and he said "Fine, I'll clock out, but I want the GM's number." The gM was ok with me giving the number. The projectionist then left...

I have seen that this guy (21 years old) is very intelligent. He can easily grasp the concept of the equipment. He just has horrible social skills. From my experience, you just don't tell your manage that he NEEDS to stop his attitude. He doesn't NEED to do anything.

I have noted to the GM what has been happening and also a 17 y/o female employee told me tonight that he was bumping into her and harassing her this past weekend.

I hope he gets fired. This is only his 4th day today and he is getting sent home early. Do you all agree.
 
Posted by Timothy Ervin (Member # 733) on 03-16-2005, 12:07 AM:
 
He obviously does not get it. Fire his ass.
 
Posted by Randy Stankey (Member # 64) on 03-16-2005, 12:09 AM:
 
Florida is a "Right to Work" state but there IS a trial period. No? C'Mon! This clown didn't even make it through his first WEEK!
If you can't make it through a MONTH without "gettin' into it" with the boss, you have a problem!

Good riddance to bad rubbish!
 
Posted by Richard Greco (Member # 2032) on 03-16-2005, 12:17 AM:
 
Some other enployees say he acts like a girl. He also said to that 17/yo girl (One of my best employees) "Listen, Little Girl" When she told him to stop bothering her.
 
Posted by Justin West (Member # 920) on 03-16-2005, 12:38 AM:
 
Richard: From what you describe, it appears you have given the kid a chance to catch the drift and he is not receptive. You would probably be doing him a favor by giving him the heave-ho...so a young "smart" kid can learn from the experience... what is expected of him in the business world...and just what his rights really are (or are not). I, for one, respect your patience, Richard, towards such employees but you don't have to be walked over...and that's what it sounded like this kid thought he could do.
 
Posted by Phil Hill (Member # 371) on 03-16-2005, 12:58 AM:
 
I agree... I would have warned him the 1st and 2nd time and kick his sorry ass out the 3rd time.

Too many now a days feel that the world owes them a job and a living.

Fuck 'em! Work for it!
 
Posted by Monte L Fullmer (Member # 2797) on 03-16-2005, 01:05 AM:
 
..kinda like a "spoon fed society" this is all turning out to be. Where's the good ol' "pride and dignity" nowdays? It's all being absorbed in drugs, rap/hate music, gang related atmospheres, et.al. ...

Fire is butt royally. Richard, you can find better employees who are willing to work.

If I was in your position, and no offense in how you handled this situation, I'd do one verbal, one written, and out the door.

-Monte
 
Posted by William Hooper (Member # 71) on 03-16-2005, 02:37 AM:
 
I'm reading social hostility & character assassination. Usually it's due to fear of losing social status. You pick it up from the ornamentation, which is not functional:

quote:
The second day however, he bagan to feel his oats.
[...]
He whined to me
[...]
Some other enployees say he acts like a girl.
And then you get these schematics showing a need to set up a relationship based on propping up a personal need for social status & perception of social superiority instead of functional managerial authority related to operations :
quote:
I told him it was a company phone and that it was different.
[...]
As you can imagine, he isn't in my good graces.
[...]

And a lot of digging comment & inconsiderate staement that doesn't even half-heartedly make much of an effort to mask itself as instruction but is mainly to impose social authority across a power differential; a long list of commands:

quote:

I told him to and I give him a key to the booth and tell him to start threading.
[...]
I told him, "Maybe I should adjust your clock in time to 5:15 since you havent been seen and have that phone glued to your ear"
[...]
I told him then to wait in the office for a few
[...]

And then just straight cribs from authoritarian figures that were found impressive at some time:

quote: Richard Greco
"You need to get off that phone and get to work, you should've found me and asked what to do
And then outrage of affronted ego & fear that the structure which props it up may be falling out from under:

quote: Richard Greco
you just don't tell your manage that he NEEDS to stop his attitude. He doesn't NEED to do anything.
When, in fact, managers need to do a lot of things. Work with people, figure out how different situations with different people are resolved & the work system made to work with people who have different things to learn.

quote: Richard Greco
He just has horrible social skills.
Young people have different areas of better & worse socialization, & I think this is a case of one party having worse social skills but needing to attribute the failure of being able to impose a complete social order to support himself outside the demands of the organizational function to the other person's not assuming an attitude of deference & subjugation.

The GM expects the folks under him to solve problems related to the company & make the system work, not use the environment as a mechanism to prop himself at the expense of the other parts of the system, i.e., the other workers. At those wages, technically astute workers are likely hard to find, & not unusual adaptations like not talking on the phone at work, horseplay (VERY mild in the case of some guy just swinging on a sprinkler pipe), etc. are part of the reason for the structure of the organization.

You're hired to solve problems & make things work, it's as technical with the people as it is the equipment. It's more stopping, thinking, seeing what's at hand & devising indivdual approaches & implementations because the problems, whether equipment or personnel, are rarely ever the same.

I think another indicator of deficiencies of social skills are reports of handling customers whose responses apparently were an offense to ego & received with hostility.

Performance is gauged against expense in business, & things get thrown out when they don't get better, they start costing too much in time or money, & basically become more trouble than they're worth, even if they're not costing a lot. The person who gets to gauge the 'more trouble than it's worth' is going to be different at each point in the chain, & although it's easier further down to just use personality-related critera, as it steps up, it's more business & functionality-related.

I think what you're trying to get out of that job is something besides a paycheck & a well run-theatre, & that the other social thing is more important to you. It's not to your boss. It's going to actually work against achieving a well-run theatre, & that's known to everybody.

Then you get a report.
quote:
"You need to stop your attitude to me, you slam a door in my face and are always around me, you need to stop your attitude, and frankly, I'm sick of it!"
This is probably not a problem to someone who is trying to actually create that as a display, as a matter of fact the report is gratifying. But to anybody else, it indicates something more than needing to run a business.

You can see design intentions in operations in more entrenched & developed systems, but things that are just ornamentation & display unrelated to functionality can be found more often in newer sytems that DON'T establish. That functionally-unrelated display is what EVERYONE notices & involuntarily places as to purpose.

You get the categories of people whose level of expertise or organizational position just allows them to say "Broke, can't be fixed", people who pull out the scematics & look at the operation to see how to get it together, & sometimes you find that the problem with something essential that's broken again is that somebody there with a problem is frustrated with it, not interested in fixing it, & is just kicking the shit out of it. That doesn't fix the problem, & there's only one way to fix that problem.
 
Posted by Chase Hanson (Member # 2779) on 03-16-2005, 04:42 AM:
 
Well I hate to steal Mr. Hoopers thunder but ill summerize the points that need "working on".

quote: Richard Greco
I have a company phone and I use it occasionally at work to handle an issue here and there with other management. I told him it was a company phone and that it was different.
Bad

Unless this phone is red, and sitting on a desk in an office somewhere...this is not the appropriate statement to make. It might be true, but its not appropriate. You've pretty much implicitely stated that there is NO phone call that he could EVER make on his cellphone that is of any value. Mom died? Tough shit; Dads in the ER? Fuck that! You're on the clock mister.
The ideal resolution would probably have been for you guys to sit down, review the companies policy reguarding Cellphone usage while on the clock. Explain how his actions are in violation to the policies that he agreed to abide by prior to starting his work there (if this is the case). After this would be the opportune time for you to open the discussion up to "negotiations" as to when and where he may operate his cellphone. Trying to meet him halfway on this demonstrates that you are sensitive to his needs as a person, and that you are willing to work with him in order to meet these needs.

quote: Richard Greco
I told him, "Maybe I should adjust your clock in time to 5:15 since you havent been seen and have that phone glued to your ear"
Bad

You just threatened your employee, and commited a Federal crime (see Fair Labor Act). Just simply avoid making comments about adjusting time cards in a threatening manner. Probably your best approach here would have been to give very explicite instructions to him. "Meet me in the Office in 10 minutes." "Why dont you go up to the office, if the doors is locked head to the breakroom ill come get you." This way nothing is ambiguous, he KNOWS where he was expected to be, instead of you ASSUMING hell be some place.

quote: Richard Greco
Me: "You need to get off that phone and get to work, you should've found me and asked what to do."
Bad

Try "Please get off your cellphone"
Try "Why didnt you tell me the office door was locked? I would have been happy to let you in."

quote: Richard Greco
Me(shocked): "You need to go home. Clock out and go home. I have plenty of people here tonight. Go Home"
Bad

First, being a manager is an evolutionary novelty...so you really must avoid acting on your instinctive reactions its usually not in your best interest. That being said, its not impossible that your calm, well rationalized action would have been to send him home. Reguardless of this fact you need to get into the habit of not acting on your instincts in scenarios like this because you might end up making a decision that is very costly to yourself and the company. Probably the best way to deal with this would be to partially explain to him "whats going on".

"Im sensing a lot of tension between us and its not very productive, I think we have enough staff on hand today that you could take the day off, why dont you come in tomorrow around 5 o'clock and we'll see how things go."

Those are some points in the scenario that probably could use some refining.
 
Posted by Scott Norwood (Member # 30) on 03-16-2005, 08:02 AM:
 
I'm surprised that no one has asked the ultimate question: is this guy competent (or will he soon be competent) to perform the tasks assigned to him?

I agree that his behavior sounds unprofessional, but the offenses are relatively minor, and I don't necessarily see any reason to fire the guy _if_ he does his job, does it well, and isn't causing any major problems (theft, equipment damage, acting unprofessionally in view of customers, etc.).

Think about it this way: if the guy is competent and you fire him, what will it cost and how long will it take to hire and train a replacement? Would it cost your employer more to do that than it would to keep this guy and deal with (and hopefully try to improve) his lack of social skills/work ethic?

Of course, if this behavior is leading to poor job performance, then I'd recommend canning him immediately. Assuming that he is an "at will" employee, you can fire him for any reason or no reason, as long as there is no discrimination with respect to certain categories (age, sex, race, etc.).
 
Posted by Mike Spaeth (Member # 524) on 03-16-2005, 10:02 AM:
 
I say good riddance.
 
Posted by Richard Greco (Member # 2032) on 03-16-2005, 12:05 PM:
 
William......HUH? English pleasE? [Smile]

Scott, he is intelligent enough to do his job.
 
Posted by Monte L Fullmer (Member # 2797) on 03-16-2005, 02:21 PM:
 
quote: Richard Greco
he is intelligent enough to do his job.
False! For he's a massive hinderance to your company with his attitude and work relations

Yet, he's massively "intelligent" to get what he wants and to make you, or anybody look like a fool since he knows how to get his way without any problems!

Richard, quit being such a "softie", and "wake up and smell the coffee!" Get some "balls", and act like what a manager should be! Guy like him wouldn't last a day at my theatre.

-Monte
 
Posted by Floyd Justin Newton (Member # 1316) on 03-16-2005, 04:12 PM:
 
Richard--

When are you going to grow up and act like an adult. The things
you post on this forum "can" be construed as "libal". You
consistantly find fault with anything or anyone you come in
contact with.

I find it hard to understand you are the only person in the
Tampa area that is 'qualified' to train a person to thread a
projector! GIVE ME A BREAK. GET REAL. Whine-whine-whine.
 
Posted by Rick Raskin (Member # 1561) on 03-16-2005, 04:25 PM:
 
This guy need[s] to go, and quickly. The incident with the female employee borders on sexual harassment and if you fail to act promptly, you could be in big trouble if the female employee files an EEOC complaint. Make sure you document everything including your contacts with the GM and most importantly, keep your emotions out of the discussion. Belive it! I don't mean to scare you, but this can be serious poop.

[ 03-17-2005, 08:01 AM: Message edited by: Rick Raskin ]
 
Posted by Pravin Ratnam (Member # 1417) on 03-16-2005, 04:35 PM:
 
Richard Greco , you need to be more Greco Suaave and pick and choose your battles. This way, when you hammer someone on the really important stuff, they are more likely going to listen to you. However, from what you wrote, the guy needs to go. But when you have consistent problems with your fellow employees, are you sure they are not trying to get a rise out of you. But then again, I am inclined to take your side on this issue because you said he was annoying one of your better female employees, so it's probably not you.
 
Posted by Dominic Espinosa (Member # 2122) on 03-16-2005, 09:28 PM:
 
In the first week most good employees either fit right in with their respective peers and/or do everything by the book trying to get in good graces with the management until they get settled.

The fact that he doesn't give a shit now tells you what you can expect of him later.

Oh, the show didn't start? I'm sorry, I was on the phone.
Well, I was down stairs hitting on candy attendants, and someone said the movie stopped...

Adios, buddy.
 
Posted by Dean Kollet (Member # 1789) on 03-16-2005, 10:00 PM:
 
I know quite a few people in the Tampa Bay Area that are very good projectionists, and probably 5 of them are 'qualified' to train. That being said, you are going to deal with shit like this a LOT if you're going to be a manager. You did the right thing by telling him to go home. Where is your GM in all of this? Does he agree (this time) and if not, what is he saying?

Maybe the drive in you work at should screen their employees a bit more...these problems are sounding much alike...
 
Posted by Adam Martin (Member # 641) on 03-16-2005, 10:02 PM:
 
quote: Floyd Justin Newton
I find it hard to understand you are the only person in the
Tampa area that is 'qualified' to train a person to thread a
projector! GIVE ME A BREAK. GET REAL.
I'm glad I'm not the only one who noticed that BS.

And, I'm sorry, but it *is* your fault. You were responsible for training and motivating the employee.
 
Posted by Jason M Miller (Member # 2597) on 03-16-2005, 10:06 PM:
 
I agree with Rick, document everything that happens and go to your GM and get him fired, he is a nuisance to the work place and creating a non-friendly workplace, not only is he hindering his learning and work experience he his also hindering the other employees ability to do there job properly.
 
Posted by John Hegel (Member # 628) on 03-17-2005, 12:04 AM:
 
I don't think the new employee is completely at fault here. He felt as though he was being treated unjustly and he pushed back.

Management in a retail type atmosphere is all about human relations. If you can’t effective lead and understand different types of personality you should be in a different field.

The employee pool theaters are fishing is the same as Mc Donalds and Wal-Mart. Take a look at their management structure and then reevaluate your own management style.

quote: Monte L Fullmer
"It's all being absorbed in drugs, rap/hate music, gang related atmospheres, et.al. ..."
Give me a break. I'm 21 and feel that is an unfair stereotype. I'm sure 80 years ago people where saying the same thing about your generation.
 
Posted by Monte L Fullmer (Member # 2797) on 03-17-2005, 12:25 AM:
 
quote: John Hegel
Give me a break. I'm 21 and feel that is an unfair stereotype. I'm sure 80 years ago people where saying the same thing about your generation
LOL, but true. I've should have said, "like 40 to 60 percent of..." instead of saying "all". It's just that in some businesses that start out paying minimum wages, this is what comes to apply-like our theatre and other theatres that I've worked at. And what screening processes we take to "weed" these kind of people out.

Yes, when I was 21, the older generation was classifying us as "a horrible menace to society" if we didn't have a job, not in school, still single and not chasing girls (yeech, they were a pain anywho..lol), making something out of myself instead of "mooching" and "begging" for handouts.. et.al.

And we didn't have the "rap crap/hate" music and "boom-boom" street racer cars back then. Just good ol' "R&R", 8trk players, Mag wheels and 350 Chevys, 28 cents a gallon for gas, chins held up high with self respect, and some respect for our elders since they knew more than us at that age and they knew it.

The "potheads" "flower people" and "junkies" were ignored since they didn't have anything to do with civilized society.

quote: Richard Greco
Ok, this one isn't my fault though
I love this opening statement....

Why start an opening statement with a defense? Like a little kid that knows he gonna get a "whupping" for mowing down the tulips in momma's garden while mowing the lawn, and blaming his little brother for it.

-Monte

-Monte
 
Posted by Richard Greco (Member # 2032) on 03-17-2005, 01:02 AM:
 
FJN, I actually am the ONLY one in the Tampa area working for this company who is qualified to train on projectors. So think before you judge... If someone better than me gets hired, all the better.

Adam, I do the best with the time I have. I am hoping that a second manager will be hired so I can devote more time to the technical side and have a bit less to do, but at the moment, I have to do it all.

I also am limited on the time I have to train him since I am not ONLY a projectionist, but management as well. I do have a theatre to run you know.

On a side note, The GM had a talk with him today and tonight he was turned around 180 degrees. He was well behaved and I also tried a different approach to his training. He came in at 5 and had 2 hours before the 1st show was on.

I cut up an old section of clear leader and gave it to him. I threaded it up while he watched and I showed step by step what to do. I got it in frame and showed how to achieve that. I then told him, "Go ahead and thread it up and I'll watch" He did, I adjusted a few errors during the threading and had him do it again. This time I told him to do it over and over till he feels comfortable and I'd be back to check up and see how he was doing. I opened up the theater and went back to thread my #2 and #4 machines.

He had the loop in again and was motoring it through to check his loop size and such. I checked it and it was almost perfect. Just a few sprocket holes off in his loops. I let him know that it should be a bit larger and he agreed. I then said. "Let's see how you do with the platter and projector with threading up the film" I then went and threaded up my #1 projector and came back. I checked it over and it was excellent. I made sure to praise him for a job well done. I had him start the shows and make the small adjustments to the focus, etc.

He threaded up the second show on #1. I went to check it and it was great. I praised him and we started it up and finished the night. I find that showing him what to do and letting him make any mistakes with the loop is an effective learning tool for him. He was very friendly and courteous to the other employees and myself. I was very pleased with his progress tonight.
 
Posted by John Hegel (Member # 628) on 03-17-2005, 01:22 AM:
 
quote: Monte L Fullmer
I've should have said, "like 40 to 60 percent of..." instead of saying "all".
I still think you are wrong.

quote: Monte L Fullmer
mooching" and "begging" for handouts..
Everyone I know has paved their own way. I may be ahead of the game in some areas since I started planning and investing for my retirement when I was 17. I may be an industrial maintenance mechanic now, but I'm not letting anything stop me from getting to where I want to be in my career.

My car and truck both have some thump behind them. If anyone uses that as grounds to judge my skills and ethic they need to find a new hobby.
 
Posted by Monte L Fullmer (Member # 2797) on 03-17-2005, 01:32 AM:
 
quote: Richard Greco
The GM had a talk with him today and tonight he was turned around 180 degrees
..kinda interesting that the GM could contain and have control with such an individual in one meeting, yet you had problems with him from the getgo. What doe the GM have that you don't have?

I'll let you fill in the blank spaces..

Then, there is another interesting situation that is possibly happening here, being that his training has suddenly improved 180 and as with his attitude:

what's does this individual have that caused the GM to have an interest in him to allow his employment status to remain, even with all of what happened before from the beginning?

This picture doesn't look very good for you.

For starters, I see favortism towards him against you.

Do you think that the GM might see this individual as a possible manager, or a replacement to you?

Is the GM a kind of guy who is somewhat of a dominating sort of fellow who wants things a certain way and nobody works along with him? Thus, putting up with individuals like this and "breaking" these kind of people into the system in a more effective way that they will do what is required...to show more "loyality" to the GM instead of doing the job required and fulfilling the job? Is this the GM's main goal with his employees...to be "loyal" than efficent and productive?

(I could be wrong here, but have to ask these questions for I've seen this before..)

I'll let you fill in those blank spaces as well.

Now, another question, and a simple one: You mentioned "only one qualified in the Tampa area" ... How so? Who "qualified" you as such with a title of a "qualified' operator?

Kinda curious on that one.

Also, being an area as with Tampa, being a pretty good sized metropolis, wouldn't one think of many 'qualified' operators would reside in this area than just..one?

Once again, curious on that one.

quote: John Hegel
Everyone I know has paved their own way
..won't argue with you on that one, for that's 100% true: "Everyone" paves their way they deem fit for them.... [Wink]

..just us OF's don't like boom-boom cars playing that rap crap/hate music. Just don't see the reason behind that why one wants to be HEARD and then wanting to disturb others with their noise "pollution." Guess, it's called "generation gaps." (LOL)

-Monte
 
Posted by Richard Greco (Member # 2032) on 03-17-2005, 02:55 AM:
 
quote: Monte L Fullmer
Do you think that the GM might see this individual as a possible manager, or a replacement to you?
100% no.

This company is against "firing" at all possible. The method they use if they want to get rid of someone is to give them the grunt work and different jobs 'till they quit or shape up. The reason why we had butted heads so soon, is that we are alike in many ways. I used to be just like him and I see much of me soming out in him.
 
Posted by William Hooper (Member # 71) on 03-17-2005, 03:25 AM:
 
I agree with a lot Monte says, but
quote: Monte L Fullmer
And we didn't have the "rap crap/hate" music and "boom-boom" street racer cars back then. Just good ol' "R&R", 8trk players, Mag wheels and 350 Chevys, 28 cents a gallon for gas
Whoops, forgot cherry bomb mufflers, 6x9 speakers & booster amps, & street rods & exhaust cutouts going back to the Tin Lizzies. Really, that much hasn't changed.

quote:
William......HUH? English pleasE? [Smile]
It's English, you know that. That's a cowardly expression to avoid saying "I don't understand or want to figure it out, but this means I can claim to be whimsically deflecting to the other person the breakdown in communication." That's the sort of expression used abusively across a power differential (English, look it up if you don't understand it) by frustrated & hostile teachers, parents. It doesn't work on folks from about middle school age on outside of those situations, because they're more socially developed & know they don't have to put up with it. If it's a schematic, book on management theory, or whatever, it's your responsibility to figure out what it's about & how it works if you've got a personal stake in it.

It's a good example of what may be the problem in your communication. People speak the language they've learned, & if they've only registered sarcasm & hostile language (why does that expression stay at the top of your parts drawer?), that's all they've got. I think Ray Diercks (sorry about the spelling!) mentioned earlier that there's a difference between autoritarian & authoritative styles; one works, the other's a failure. Authoritative style is being straightforward & clear, leaving your own personality needs out of it. Look it up, learn about it.

It's also interesting that you don't post questions about what to do in a management situation you're having a problem with. Instead ,it's always about seeking approval - & specifically for your behavior in a list of punitive actions you've been able to make against people who've ticked you off. Even though your side of the story is the only one presented, the others are always ticked off with you first. How does that work?

quote: Richard Greco
This company is against "firing" at all possible. The method they use if they want to get rid of someone is to give them the grunt work and different jobs 'till they quit or shape up.
That's because if they fire someone, they must pay unemployment. Instead, they make the employee's workplace miserable to the point where he quits. It seems like a great approach, but there are lawsuits from employees being treated unfairly. Is everyone else getting the grunt work, or just the ones you're trying to get rid of?
 
Posted by Monte L Fullmer (Member # 2797) on 03-17-2005, 04:22 AM:
 
quote: Richard Greco
This company is against "firing" at all possible.
No, I'm sorry. I didn't mean of such horrid traversities as of the "final swing of the axe" so to say, but in a way of a transfer to another theatre, or demotion of sorts-to be relagated back to being just a projectionist, in which you want to do in the first place when the right individual comes along.

Then this individual will relieve you of these impudent duties that you had to be responsible of, being out of your choice and desire. Thus no more conflicts and personnel responsibilites to harrass you while on the premises.

Richard: please remember when presenting a situation, there are always TWO sides to every story. For, since we are not there at your theatre to see what is going on, nor what is being done, we will always see one side of the situation,especially if it's personnel related, thus remain neutral.

A good way is to present both sides of the situation, in an objective, not in a subjective, one-sided sense. That the bunch of us can deduce a recommendation, and possible conclusion to help you out, but never to give you an absolute answer.

Otherwise, we must remain neutral on these situations that is happening at any theatre, and just listen, for we don't want to be committal in giving absolute and objective answers to problem solving. If we do, the finger becomes pointed on our direction since it looks like we gave definite directions on how to solve the problem.

quote: William Hooper
It's English, you know that.
..and that was the best example of the "Queen's English" that I've ever read in that one post! Definitely big words for the layman, but the objective and conclusion behind each statement was clear as glass.

..and I understood it completely what the meaning was coming across in the text.

Even in your three paragrahs on the above post in presenting facts of logic - in both deductive and informative logic.

That was great! Congrats!

-Monte

p.s. Will: related to "Mr. Holmes", or to "Mr. Spock?" per any chance? Course, Kirk had his shot with logic with "Nomad" as well(lol)
 
Posted by Rick Raskin (Member # 1561) on 03-17-2005, 07:58 AM:
 
quote: William Hooper
if they fire someone, they must pay unemployment
Not if the employee is fired for misconduct. Okay, so the employee had done a 180. More the better, I always felt it is better to salvage an employee if at all possible. However, be sure to keep your documentation about the harassment issue. If it surfaces again he should be dismissed. He has been warned.
 
Posted by Justin West (Member # 920) on 03-17-2005, 08:00 AM:
 
It sounds like the GM had a talk with the kid, enlightening the young man about his "rights" and what is expected of him...plus, as others said, he no doubt recognized how tough it is to find people with intellect or commitment at the low-wage end of the labor-pool (theatres, Wal-Mart, McD's, etc.)...so he salvaged what started off on the wrong foot. We all learn in life and everyone in that situation apparently has too! [thumbsup]
 
Posted by Floyd Justin Newton (Member # 1316) on 03-17-2005, 11:27 AM:
 
It sounds like we have a bad case DENIAL here. [thumbsdown]
 
Posted by Brad Allen (Member # 470) on 03-17-2005, 11:44 AM:
 
Couple of items. Cell phones should not be allowed to be brought to work by staff. Period.

Reason his company avoids firing, is the same reason lots of companies avoid firing. Frivolous law suits.
 
Posted by Monte L Fullmer (Member # 2797) on 03-17-2005, 01:34 PM:
 
quote: Brad Allen
Reason his company avoids firing, is the same reason lots of companies avoid firing. Frivolous law suits.
True, most definitely.

One circuit that I used to worked for, never did any firing, just place the offending employee on a "permanent suspension", thus keeping them on payroll until they quit. This releases the employer from any civil actions.

Plus with a "permanent suspension" in force, that offending employee cannot draw unemployment.

-Monte
 
Posted by Dominic Espinosa (Member # 2122) on 03-17-2005, 01:52 PM:
 
The problem in a lot of management teams is the lack of communication and lack of uniformity.
More than once I've put my foot down on issues like proper clothing for projectionists to wear to work, etc. only to be litteraly laughed at and overruled by the GM. And what does this mean? It means that I, or anyone else in my shoes will be respected that much less by their subordinates. And it shows.

Moreover, I've found that the first step should always be to ask the employee in question what he/she feels his job is, and why he/she feels his behavior is warranted/acceptable.
You've then got to explain what your job is in a non-combative way.
Follow it up with the question of "what can we do within reason to resolve this conflict?".
You're a negotiator okay, you've got to come half way sometimes and do what you can to solve the problem.
Now when it comes down to things like wages, which I recently had a problem with a projectionist feeling he was undervalued.
Again, he/she has to understand the other point of view; how can the company justify giving someone a raise when they're not showing that they're worth it?

Moreover, steer clear of combative statements and questions.
Questions like "how many times have I told you..." are combative statements. You don't really want to know the answer, and it puts them on the defensive and closes up the conversation.

Read a good management book, it's worth the time. I recommend "Becoming a successful manager" ISBN: 0658014897.
It's not the best and won't cover a few things, but it's a good start.
 
Posted by Jason Burroughs (Member # 68) on 03-17-2005, 07:28 PM:
 
quote: Monte L Fullmer
Plus with a "permanent suspension" in force, that offending employee cannot draw unemployment.
The company has already potentially paid the Unemployment for said employee, and taking such actions only proves that the company itself is acting in spite, and I wouldn't want to work for said company anyways!

I've seen too many companies do similar things, to employees to prevent this, even though once that employee leaves, that money is not returned to the business. Just as there are unethical persons out there, there are just as many unethical companies.
 
Posted by Wayne Keyser (Member # 2420) on 03-17-2005, 08:11 PM:
 
You gotta see these "discuss the matter with the employee" tips - if the page doesn't automatically go to the "krunchlist" heading, search down the page for it:

http://www.iiasa.ac.at/Research/DAS/interneg/training/conflict_overview.html#krunch

And, by the way, if I was a new employee, and behaved in the way you described, I would not be surprised to find myself fired very quickly indeed. Lord knows, I've been fired for less.
 
Posted by Tim Reed (Member # 137) on 03-17-2005, 11:23 PM:
 
Somebody needs to run down there and install a hidden camera so we can watch Richard and get to the bottom of all this. Something's not right with either the way he carries himself or the way he interacts with others.

Nobody has this much trouble unless he's doing something to bring it on. Maybe he just has no tact? (Or, maybe it's just for attention here? It's working.)
 
Posted by Richard Greco (Member # 2032) on 03-18-2005, 12:00 AM:
 
Ti9m, I do have issues handling things tactfully. I'm still learning however and also note that when I changed my training with him, he responded even better.
 
Posted by Michael Gonzalez (Member # 593) on 03-18-2005, 01:11 AM:
 
Since we are never going to get both sides of this or any other of Richards stories, the only thing that I would have to say on this subject is that it is too bad that Richards GM isnt a member of this site (at least as far as I know). I would be very interested to hear what he has to say about some of these situations that have been brought up.

Also I know that unemployment laws differ from state to state (at least I think they do) but isnt there usually a time period involved? Typically you are going to find out if an employee is going to work out in the first couple of weeks. If an employee is fired after only working two weeks or so, I cant imagine them being elegable to collect unemployment anyway.
 
Posted by Jim Ziegler (Member # 86) on 03-18-2005, 03:48 AM:
 
quote: Richard Greco
He was playing the video games on the clock while I was counting money. He picked up a game and dropped it because he lost a quarter in it.
You should have let him go right then and there.. Do you want him picking up and dropping the lamphouses if the bulb won't strike? If you see major character flaws in an employee that early on, don't waste your time or effort - find someone else.

quote: Richard Greco
He asked for 4:30. I agreed.
Richard, if you are going to put your foot down, stick to your guns. If you want him there at 4, tell him 4 and end the conversation. You have now communicated that you will back down if he whines.

quote: Richard Greco
He then told me "Well YOU use YOUR cell Phone!!". I have a company phone and I use it occasionally at work to handle an issue here and there with other management. I told him it was a company phone and that it was different.
Rather than argue, restate your instruction as clear as possible. This kid understands the disticntion, he just wanted to argue. Don't give him the argument he wants.

quote: Richard Greco
I figure he should've asked me to open the door by now, but no sign of him. I walked outside and called his name. No answer. I walked over to my main booth to get some candy and saw him sitting on a picnic table on his cell phone..on the clock!! I told him, "Maybe I should adjust your clock in time to 5:15 since you havent been seen and have that phone glued to your ear" (he'd been warned before BTW)
Richard, you shoudl have unlocked the door for him right then and there. If you want respect from your staff, you must give them respect as well. "Sit here until I have time for you" isn't going to make your staff respect you. If his duties were in the booth, and he was waiting on you to give him access, then what did you want him to be doing?

quote: Richard Greco
Me: "You need to get off that phone and get to work, you should've found me and asked what to do."
He did ask you. You ignored him while you did something else.

quote: Richard Greco
it was his day off, but to send the projectionist home and come in tomorrow to talk. I told the projectionist this and he said "Fine, I'll clock out, but I want the GM's number." The gM was ok with me giving the number. The projectionist then left...
Again, you gave in when he wanted to argue... If you tell an employee to leave, and they refuse, call your security and have them walk the person off. By giving in to his "talk to the GM" demand, you showed him a lot of weakness.

quote: Richard Greco
He just has horrible social skills. From my experience, you just don't tell your manage that he NEEDS to stop his attitude. He doesn't NEED to do anything.
Actually, Richard, there is plenty you need to do. The biggest thing is to lead your staff - I saw no leadership in your account of the incident.

quote: Richard Greco
I have noted to the GM what has been happening and also a 17 y/o female employee told me tonight that he was bumping into her and harassing her this past weekend.
What are your chain's policies regarding sexual harrassment complaints? Letting this one go will get the company and YOU sued.

quote: Richard Greco
I hope he gets fired.
Then fire him already...

quote: Richard Greco
Some other enployees say he acts like a girl. He also said to that 17/yo girl (One of my best employees) "Listen, Little Girl" When she told him to stop bothering her.
Acts like a girl? What? Are you joining in the employee bitch sessions? There is a like Richard between staff and management. If you cross that line, you are useless as a manager because your staff will walk all over you.

quote:
William......HUH? English pleasE? [Smile]
I believe he was analyzing you Richard. Although, AFAIK, William doesn't have the professional qualifications necessary to do so. This isn't the first time he has played shrink...

quote: Floyd Justin Newton
When are you going to grow up and act like an adult.
One could ask you the same question, Floyd...

quote: Floyd Justin Newton
The things
you post on this forum "can" be construed as "libal".
Great.. First the armchair shrink, now an armchair ambulance chaser.. Floyd, nothing he posted was libelous.

quote: Richard Greco
On a side note, The GM had a talk with him today and tonight he was turned around 180 degrees. He was well behaved and I also tried a different approach to his training.
Richard, you need to SERIOUSLY re-examine your management style.. And your GM needs his head checked for allowing this joker to stay.
 
Posted by William Hooper (Member # 71) on 03-18-2005, 07:20 AM:
 
quote: Jim Ziegler
I believe he was analyzing you Richard. Although, AFAIK, William doesn't have the professional qualifications necessary to do so. This isn't the first time he has played shrink..
Jim's assessment is correct. To be a psychiatrist or a psychologist, you need a PhD & a license to practice, & I have neither. Psychology is the 2nd job I decided I didn't want after spending too much time on it - people who start on the health professions need to FIRST ask themselves, "Do you want to spend the rest of your life with sick, miserable people?"

I've never "played shrink". You want a psychologist or psychiatrist, call & make an appointment with one. Ask a bunch of strangers what they think, about your network hookup, car, or whatever, & they give you an answer based on whatever their own experience & education are. Take it for what it's worth, & be critical of it all.

I agree with most of what Jim Zeigler said, & still think that much of the problem is inexperience, & that's not having learned how to communicate clearly & on a non-hostile level with folks, how authority is structured in the workplace, & a lot of lack of objectivity about yourself & others. Don't beat yourself up, just do what everyone else does & recognize that you've got to find a more effective way to approach a problem when results matter. I wish I could just send home or fire every piece of equipment that was broken & I couldn't fix on my first hunch, but the fact is in management, talent, design, sales, or tech, you've got to figure out HOW you will make it work & make it work.
 
Posted by Larry Myers (Member # 738) on 03-19-2005, 01:29 PM:
 
It does seem a little strange. You hired a 21 year old projectionist? Well is he a projectionist or not. If he is, why does he need trained. If he isn't, why did you hire him?

Sometimes bosses come on a little strong. If he is indeed a trained projectionist, he really doesn't need to be retrained by you or anyone else. Think of how you would feel if someone said you need training to filling-in at a theater across town.

Larry
 
Posted by Richard Greco (Member # 2032) on 03-19-2005, 01:54 PM:
 
Larry, he was hired to be a projectionist as I was hired at Carmike for projection. I had no knowledge before hand. He doesn't know about projection.
 
Posted by Adam Wilbert (Member # 1184) on 03-19-2005, 05:14 PM:
 
Larry, keep in mind that Richard wants to promote "film-done-right" and in that case I would agree that most young "projectionists" definitely need to be retrained in many of their duties.
 
Posted by Larry Myers (Member # 738) on 03-19-2005, 05:48 PM:
 
I guess the issue is the word projectionist. One moment your just a guy walking the street and the next moment your a projectionist by someone saying your hired. I don't think so.

Being hired doesn't make you a projectionist. It looks like you had problems with a guy you just hired of the streets to work in the theater. Hey it happens all the time with all kinds of entry level jobs. I think if you really did hire a Projectionist with a capital P, the outcome would have been different.

Larry
 
Posted by Jeremy Fuentes (Member # 2135) on 03-19-2005, 06:05 PM:
 
I'm glad I was born a projectionist!! Otherwise, I wouldnt know what I am!
 
Posted by Brad Miller (Member # 2) on 03-19-2005, 06:26 PM:
 
quote: Larry Myers
Sometimes bosses come on a little strong. If he is indeed a trained projectionist, he really doesn't need to be retrained by you or anyone else. Think of how you would feel if someone said you need training to filling-in at a theater across town.
You know, the best projectionist in the world doesn't know how to operate EVERY piece of machinery out there. The best projectionist in the country could be competent with all models of Century, Simplex, Cinemeccanica and Christie projectors, but throw him in a booth with Kinoton equipment and it's ridiculous to think that he could walk in there and "know" the equipment and how to properly run and maintain it.

Furthermore there are different types of automation in use, different makes and models of platters and different booth setups that must be learned. No two theaters are alike, unless you are comparing cookie-cutter AMC/Cinemarks.
 
Posted by Steve Guttag (Member # 268) on 03-19-2005, 06:51 PM:
 
I dunno Brad...NOBODY ever showed me how to run a Christie, Bauer, Cinemeccanica, Kinoton, countless automations, spool towers, some platters...

Heck, on the Bauer U2, that one I was thrown on while running 70mm and weeks later, I converted it 35mm too. I mention the Bauer U2 since it doesn't seem to thread like other projectors.

A really good projectionist should realize, all projectors are really more alike than different. They all must run the same film. Once that concept is understood...the retraining shouldn't really be necessary. If all one can do is parrot what they have been shown...they are an accident waiting to happen because they don't really know what they are doing....just going through the motions.
 
Posted by Brad Miller (Member # 2) on 03-19-2005, 07:17 PM:
 
Steve, you are nitpicking my post and twisting it into something that you KNOW is not what I am trying to say. I find it hard to believe that you are such a perfect operator that you can walk into ANY booth ANYWHERE without any training (no matter how minimal) and not fuck up something at least once. [Roll Eyes]

Also remember that most people don't really analyze the equipment very well. They do stupid things like making "2 finger loops" regardless of the make/model of projector because they fail to use their brains.
 
Posted by Gordon McLeod (Member # 33) on 03-19-2005, 09:32 PM:
 
Like steve as a relief operator I was expected to go in and operate any machine I came across and in toronto we had 3 different prevosts 5 different cinemecanicas Century variants simplex variants ernamans from 7 to12 Bauers U2 and the latter belt machines Meoptas Gaumount Kalee Motiographs every concievable platter reel to reel and automation and a projectionist was expected to walk in and run it
If one wants to be called a projectionist then they should be one
as for the 2 finger loop SMPTE gave the only proper way of threading a unknown machine turn it over by hand to determin the direction of sprocket rotation
thread Pix star across the apperture, and the correct sound diamond across the reader (mag or optical) and then use up the excess film in the loops and then turn it over to ensure the loops don't flap and hit anything
If ne is hiring a projectionist then hire one not someone off the street
 
Posted by Jeremy Fuentes (Member # 2135) on 03-19-2005, 10:50 PM:
 
When I was first put in the booth, I scratched a print within a week due to a misthread. I guess I belong here for not knowing how to thread up a projector before I worked at a theater.

Maybe my trainer belongs there, but thats not the point. Everyone here was "someone off the street" before becoming a projectionist. But I'll go ahead and say it for Steve and Gordon... you're better than me since you can operate any piece of equipment perfectly right off the bat. Maybe thats not what yall meant, but thats surely the way it comes across.
 
Posted by Will Kutler (Member # 770) on 03-20-2005, 12:07 AM:
 
I stand with Steve and Gord. A projector is a projector and all pretty much do the same thing in the same way!

The only thing is that it might take a try or two to get the film path down, but any competitent projectionist should be able to quickly analyze a film-path! Furthermore, any competitent projectionist should know how to identify any potential trouble spots that might result in film damage, ie (platter scratch, misaligned rollers, bad loops, etc, etc, etc)!

For example, I walked into a cinema as a relief projectionist using the new Simplex Milleniums. I was at the theater a few days before my shift, where I got a "basic" low-down on their operations. So, of course a problem arose on the day of my shift! I had to quickly thread up and start a show within a about 10-15 minutes of my arrival. And for this show I had to switch from Flat to Scope. Well, I was befuddeled! For some reason I could not get the turret latch to unlock so that I could switch formats! Furthermore, up to this point I had no prior mechanical repair experience with Simplex/Century turrets, and I was not able to immediatly locate the equipment repair manuals! So, what to do? I started looking around at the switch, and noticed something funny. So, I then ran to projector #2 for a quick visual inspection. Turns out that my problem-child switch had been disassembeled and reassembeled backward, which prevented operation! I was able to quickly locate some make-shift tools and put things right. And the show started on-time! [Big Grin]

I do believe that the major training when going into any new booth, such as an art-house cinema, would be learning their computer/sound system. For example if they are running a computer Power-Point or video presentation that needs to be programmed, swapped over for film start, etc!

Other interesting encounters: a masking motor that crapped out. So what to do to prevent a dark screen or crappy performance or late-start in a 20-plex? Go downstairs and crank the damn masking by hand!

And I could goon about countless other encounters and technical difficulty that seperate the pros from the conseccion stand kids!

Cheers

K.
 
Posted by Adam Martin (Member # 641) on 03-20-2005, 12:22 AM:
 
Dear Will,

Please find the "Spell Check" button next to the "Add Reply" button on your next post.

Love, Martha.
 
Posted by Tim Reed (Member # 137) on 03-20-2005, 12:31 AM:
 
quote: Gordon McLeod
I was expected to go in and operate any machine I came across
Same here. AFAIK, this was fairly common practice with larger IA locals, where a man from the roster could be sent out on a moment's notice to cover a shift anywhere. Over the years, I have been sent to take over several booths that I'd never set foot in before. My only preparation was to show up a couple hours early to find all the breakers and locate controls, etc. It was really a test of a guy's mettle.

The main problem for me was the several weeks it took to clean the place up and get rid of all the other guy's junk, so I could feel more at home. [Smile]

In fact, even before I got in the union, one of my very first jobs was at a big drive-in that had brand new Sword systems. I'd never seen this before outside of pictures in Boxoffice, and I had zero experience with xenon. The guy who was supposed to train me that night never showed up. It was at showtime when we learned he'd had a motorcycle crash on the way to the theatre and was in the hospital. Since I was the only one there who even remotely had a chance of getting the show on the screen, I had to train myself. It was about 45 minutes late, but by gosh, I figured it out and ran three features that night!
 
Posted by Brad Miller (Member # 2) on 03-20-2005, 01:23 AM:
 
*whatever* [Roll Eyes]

You guys are all WAY too full of yourselves over this. So big deal someone well trained switched booths between a Simplex, Century and Christie projector (that all have VERY close threading paths). The first projector I ever ran I was shown "this is how you thread the film and these are the changeover buttons. You start the motor with this switch here when you see the first dot in the corner, then when you see the second dot press these two buttons. I'll be back in a few minutes to see how you are doing once I get some coffee".......then I never saw him again (he walked out right then and there without fulfilling his 2 weeks he had promised), yet the show ran just fine. Intuition and basic common sense is great and all, but just because the show physically ran to the audience without any mishaps doesn't mean that I didn't somehow damage that print unknowingly.
 
Posted by Joe Redifer (Member # 3) on 03-20-2005, 02:12 AM:
 
quote:
A projector is a projector and all pretty much do the same thing in the same way!
And they all thread the same way as well! Since I was trained on Century's, I had no problem wandering in to the local 12-plex outfitted with Cinemeccanica V5's. In fact I didn't even notice that they were different projectors until someone pointed out the difference in color from the ones I was trained on (the ones I trained on were grey, but these were light blue, otherwise they were almost identical, obviously). You've threaded one, you've threaded them all. It's that simple. I haven't been into Brad's new Kinoton booth but I'm sure they thread just like the Century does.
 
Posted by Richard Greco (Member # 2032) on 03-20-2005, 03:46 AM:
 
I am very well knowledgable on Century projectors and soundheads. I got my current job mainly because of my knowledge of the equipment, (they did't have to train me). I only needed to look at the RCA soundheads that they ran for about a minute to get the proper thread path.
 
Posted by Chase Hanson (Member # 2779) on 03-20-2005, 03:50 AM:
 
I believe Brad and Steve agree...they just dont know.

Im going to draw a dangerous analogy here and say Projectors are very much similar to Cars.

When I look at a car I know that it has 4 basic components...its got fuel, its got oxygen, its got compression and its got a spark.

When I look at a projector I know its got a light source, its got a lense, its got a trap and its got rollers with sprokets on them.

From this point we begin to branch out into the systems that fulfil these essential needs; Lamphouses, projector heads, lense turrets, etc. Different manufacturers might do certain things different ways...but DC powersupplies are pretty much all the same, all Xenon lamps have an anode and a cathode, lenses are two pieces of glass in a metal cylinder. These are examples of things that are synoymus with all units, things that let you coast from one booth to another...that and instruction manuals (per Steve)

Its the little things, the quirks; Christies and belt shedding, Strong/Century/Simplex and their tendency to be oily...these are the types of things that you probably wouldnt just 'know' without being told or having worked with the units yourself. (per Brad)
 
Posted by Monte L Fullmer (Member # 2797) on 03-20-2005, 04:03 AM:
 
Course, go from running B&H's, Kodaks, Kalart-Victors, RCA's, Greyflex, Eiki 16mm manual thread units and then switch over to the 35mm machines. Now, that's a bit of a trip to stumble over at times.

Agree, switch from the "classic" 35mm machines, then to the "V" series of the Cinemeccanica with that reverse rotation intermittent sprocket, to the split sounddrum arrangement.

Pooh! the guy who trained me in running 35mm machines didn't himself know what "up" was...I had to retrain him that next season at the drive-in that I was working at...and he was older than me, and here I was a "snot-nosed," 19 year old kid! (LOL)

-Monte
 
Posted by Rick Raskin (Member # 1561) on 03-20-2005, 01:17 PM:
 
FWIW: True, we projectionists could run practically any machine out there but the union had two recommendations. First that resident projectionists be sure that all switches were labeled in their booths and second, that relief and permit men visit theatres and learn the booths prior to working there. I used to have a loose leaf binder with specifics of many of the booths in the metro DC area but on several occasions had to work a booth cold. I showed up extra early for those. I also remember that at union meetings the business agent used to emphasize labeling switches so as "to avoid the having the relief man turn on the sprinkler system when he thought he was closing the curtain".
 
Posted by Steve Guttag (Member # 268) on 03-20-2005, 01:59 PM:
 
Sure, the first time I was to run a booth, I would attempt to come in a bit early, if possible to learn the breakers and quirks of the booth. Sometimes that wouldn't be much extra time (whenever the manager showed up).

As for the booth equipment itself...it is all pretty much the same and that is the key. Even in Joe's story, the Cinemeccanica and the Century are more alike than different.

With computerized stuff, that may take a bit more time...software and firmware guys have "ideas" that only make sense to them...they are always just 1-revision away from getting it right, in their minds. So, one needs to figure them out.

Brad, it is not a matter of being full of oneself...it is a matter of those that "get projectors" and those that just parriot what they have been told. This isn't unique to the movie biz either...there are those that "get math" or just about any other subject and those that don't.
 
Posted by Tim Reed (Member # 137) on 03-20-2005, 02:39 PM:
 
quote: Brad Miller
You guys are all WAY too full of yourselves over this.
Hee-hee-hee!! ROFL! [Big Grin]
 
Posted by Will Kutler (Member # 770) on 03-20-2005, 02:41 PM:
 
To add to what Steve and others have said, being a projectionist is also just not about being able to put a show on the screen, but being able to take care of technical difficulties so the show could go on! This is what seperates the big boys from the amateurs!

I have written about some of my exploits elsewhere, but here is a recap of some of my exploits:

Going out on a service call where a two screen theatre was dependant on a single Christie AW-5 platter that had crapped out and was operating intermidately. No sooner had I arrived on site than it crapped out shortly after the start of a show. What to do??? Thats right, I hand cranked the platter to prevent a dark screen! Besides having to fix electronic problems on this unit during this service call, I also had to deal with some mechanical problems! Some of the Nutsert tm fittings by which rollers and the take-up carriage are attached to the tree were broken. During a previous "repair", someone had badly gouged out one of those Nutsert tm holes with a file and jury rigged a wobbly repair. What to do? No time for welding and a proper repair! A trip to the local ACE Hardware produced an expandable rubber grommet with a threaded brass insert that produced a quality repair. And then calling on a friend and fellow aircraft mechanic at the local airport produced the correct Nutsert tm fitting and the needed tool!

I have many more stories about how quick thinking through mechanical experience saved the day, and the audience never knew!

Taking care of issues like this is what makes one a professional! Unlike how a popcorn-jockey would have his face up his backside with a dark screen!
 
Posted by Rick Raskin (Member # 1561) on 03-20-2005, 03:31 PM:
 
This is way off topic. How about another thread on "How I saved the day"?
 
Posted by Jim Ziegler (Member # 86) on 03-20-2005, 03:42 PM:
 
quote:
*whatever* [Roll Eyes]

You guys are all WAY too full of yourselves over this. So big deal someone well trained switched booths between a Simplex, Century and Christie projector (that all have VERY close threading paths).
I have to agree with Brad.. Some machines are very different than others. For example, after coming out of a Simplex booth the first time I saw a Christie, I could thread it right up without a problem. However, I had to look long and hard at the threading diagram to figure out how to thread the Simplex Apogee sitting at Showest - despite having worked extensively with Simplex 35's and Milleniums, and, having looked at the Kinotrons, I still can't tell you how the damn things are threaded...
 
Posted by Brad Miller (Member # 2) on 03-20-2005, 04:43 PM:
 
quote: Super Will
What to do??? Thats right, I hand cranked the platter to prevent a dark screen!
WOWZERS!!!!!!

Will, is it just the way I am interpreting your posts or do you really seem to think you are an incredible rarity as one who has ever had to spin a platter by hand or do a quick repair to save a show? Trust me, EVERYONE has those stories, even minimum wage concessionist kiddies with less than a week's worth of working the booth. My very first day running a multiplex I had a takeup platter fail and hand spun it for a few minutes when I came up with the idea of grabbing that nearby MUT and using it as a way to control the speed. It gave me just enough time to run away for intervals of about 2 minutes at a time so I could thread and start the other screens without any of them being late or having downtime. I then was able to diagnose and fix the thing after the show, but you know what, big deal. It's part of the job to keep the show running, however you have to do it. [Roll Eyes]

Excellent suggestion Rick. Please, everyone with your superhero stories to tell, please post them here so everyone who wants to drool over them can have them all neatly packaged together into one mega spectacular, highly erotic and stupendous thread. [Razz]

We now return you to Managing 101 with your host, Richard Greco.
 
Posted by Jim Ziegler (Member # 86) on 03-20-2005, 07:31 PM:
 
Highky erotic? Anyone that finds booth stories highly erotic really needs to get out some...
 




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