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1953-54 Theatre Catalog, 11th Edition, Page 363 (325)

1953-54 Theatre Catalog, 11th Edition
1953-54 Theatre Catalog
1953-54 Theatre Catalog, 11th Edition, Page 363
Page 363

1953-54 Theatre Catalog, 11th Edition, Page 363

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cashiers must cal the manager's

. We" to ,, care must . welQhEd down bedeXCrCii'eld m Cars.... 30 m e a. e 8ofgchildren.8 changes his seat to one beside a child, is no waiting for seats"; fiChoice seats

notify the manager immediately. The manager will try to get enough evidence to have him arrested.

During special shows for children, no adult must be permitted to sit in the childrenis section, for any reason.

Lost and Foundelf a patron loses something in the theatre you should give your fullest cooperation in trying to find it, regardless of the value of the object. Use your judgment as to the amount of disturbance that should be permitted in the search. If you are unable to locate the object, and you have the time, write down the persons name, telephone number and a description of the lost article and tell the person that the manager will telephone the next day, after a thorough search has been made. However, if other patrons require your time, you may ask the patron to telephone the next day.

When a patron telephones to ask if a certain item has been found you should never tell him definetly that you have it. Tell him simply that you have an item of that general description, if you have it. If you tell a person that you have the lost object and it turns out to be the property of someone else, you will have put yourself and the management in an embarrassing position. After holding items for two weeks, all that are not claimed. should be turned over to the main office, or any other place specified.

The Curbmun

In busy shOpping sections of cities 3 curbman (sometimes called the barker) can be of great importance to a theatre. He may have direct bearing on a theatre's receipts according to his knowledge, conduct, and proper wording of answers to questions. A curbman must know the daily schedule and be able to tell a prospective patron the precise time he will be out. There is suggestion and assurance in his repetition of "There


available throughout the theatre at this time." He must be in constant touch with the manager for revision of his announcements.

A curbman must at all times know the names of stars appearing in the features and be generally well-informed about the attractions so that he may answer the questions of passers-by with intelligence. A curbman, of course, should assist patrons upon entering or leaving their autos, greeting them with a pleasant. "good evening," or ifgood afternoon."

He should keep disorderly people and youthful pranksters moving and see that they do not gain entrance to the theatre. It is also a curbman's duty to see that the cashier does not sell a ticket to anyone whose appearance indicates he may not conduct himself properly, and he should. see that the sidewalk is clean.

A curbman being out front, gets to familiarize himself with the general public. He should not hesitate to give a cordial greeting to anyone he recognizes, whether the person is entering the theatre or not. He represents the theatre service and should be courteous at all times.

The curbman should be on the alert to note suspicious persons at, or observing the box office, and should not hesitate to notify the manager. The curbman should also help the cashier in apprehending short-change artists. When the curbman observes procedure such as this, he should ask the customer to wait and then call the manager. If the customer is honest, he will wait; if not, he will hurry away.

Assistant Manager

There is an important responsibility attached to this job. The neatness and snap of the service staff, the thoroughness with which the cleaners freshen up the theatre's appearance, seeing that


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equipment is in good running order, are as much a part of his duties, as the manager's. The latter alone cannot perform all the duties that develop upon the executive head of a modern film theatre. All these details of management require constant attention, and it is the assistantis duty to relieve his superior of many of the necessary details.

He should not confine his activities to detail work that should be taken care of during the morning hours before the house opens, or during the afternoon hours. Most of his time during the performances should be spent on the floor. checking the neatness and cleanliness of the lobby, foyer, and rest rooms, and always available to answer pleasantly any questions or complaints on the part of patrons. He should follow up the cleaning crew to see that no part of the house has been left dirty or cluttered up, with double attention to the auditorium which is a good part of a theatre's "come again," to patrons, especially when it is kept pleasant in atmosphere. of which perfect cleanliness is a necessary part. Anything he may do personally to please a patron helps build good will and gives the theatre the "come again" atmosphere that every theatre should striVe to establish. Little personal attentions give patrons the feeling that their patronage is appreciated.

The manager cannot be in the theatre at all performances; he is often called away on matters pertaining to bookings, to the upkeep of the house and its equipment. It is up to the assistant manager to be able to meet all emergencies that may develop, and to meet them tactfully and peaceably, regardless of the cause or reaSOn.


Drive-in theatres differ only in detail from the operation of conventional tibrick and mortar" theatres. Sometimes the tidetail" can loom pretty large. But the same objectives, the same rules of
1953-54 Theatre Catalog, 11th Edition, Page 363