Film: 9619

Industry + Work | 1970 | Sound | Colour


A film on "managers in action" features George Baker business training 1970's

An office manager enters a traditional office space of the 1970s with ranks of typists. He knocks on a glass door with the words Personnel Manager written on it. Before entering and after leaving, he looks distinctly worried. Car park with 1970s modernist office block in the background. Our main character Reynolds is called over for a chat with his boss. He tells him he is incapable of dealing with the details of his work. Interior of Reynolds' office where his secretary searches for a memo on his desk. The two men continue their conversation in the pub, which has a very distinctive 1970s bar gantry with nine glasses on an overhead rack. Reynolds removes his brown briefcase from the table and the two men drink whisky. Reynolds' secretary, Sue, is given conflicting instructions by Reynolds, presumably to show his inability to delegate. What follows is a text book examination of Reynolds' failings as a manager; his inability to work to a timetable, his subordinates unclear about their functions, his reluctance to control the details of his work. His manager recommends that he keeps a record of how he spends his time, analyzing his every working day, putting down everything he does and how long it takes. Excellent account of how to deal with/ delegate paperwork into the office.
Three headings
1) Distribution: Should be read and passed on at once.
2) Paperwork which requires immediate action.
A model of efficiency, Reynolds is impressed but sceptical at the way the office is run. Reynolds discusses the way the office is run with his subordinates. He decides to establish a daily record. Reynolds deals with a crisis, initially caused by his own inefficiency. Reynolds realises that he has failed to establish proper control mechanisms over people and things over which he has responsibility. Reynolds deals with this crisis and is seen delegating with clear instructions for deadlines. His superiors discuss his reaction to his appraisal, and his account of his time, leaving jobs unfinished, darting from one job to the next, doing work that could easily be done by somebody else. Crucial to this is his ability to give himself time to think.
Final scene of Reynolds's office which has become a model of efficiency. While his secretary fields his calls we see Reynolds pacing his office, thinking.

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