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About Portland observer. (Portland, Or.) 1970-current | View Entire Issue (Jan. 29, 1976)
9 I I Portland Observer ATT Trail Blazer Wrapup W hat do you do when you manage? Wash the dishes? Go to work each day? Chauffeur the children? Attend the P T A meetings? Perhaps you do all of these tasks, but is this really the management part of a homemaker's job? Management is much les* concrete than any of these tasks and accomplish ments; harder to define than any of these specific jobs. “It's easy to recognize poor manage ment or to see evidences where manage ment was larking, but it's hard to put you Anger on a special activity and say, ‘This is management.' " Many people view management in strict and conAning terms such as budget, schedule, efficient, evaluate Though these could be parts, management expresses the values we cherish and wish to maintain. This means we need to be dear about what is wanted for ourselves and for our families. It takes initiative, -re ativity, organization, patience, and cooperation and understanding among family members. There is no recipe for “good" manage ment. I t is like a science based on certain recognized principles, and it is also an art, based on practices and skills that vary from person to person. It may appear to you that some people The win Saturday night over the world rhamp Golden State W arriors had to be the sweetest win ever (or the Blazers in their si* year history. In tw enty games at home for the W arriors this season - we finally cracked the jinx. The consistent play of Lloyd Neal has kept us in many of the games throughout his career with the Blazers. I t was that soft shot from the top of the key that brought joy to his fellow team mates. The W arriors and their 12,787 fans with only six seconds left to play, began to realize something was happening and it was not the usual W arriors. W e have seen Neal shoot his favorite shot all season and in many cases in clutch situations. Lloyd, like many of his team mates is beginning to play better under extrem e pressure. The momentum that started in Atlanta on their last road trip is still present. We saw the team come home last Friday night after a successful road trip, three and three, to run Los Angeles and Jabbar completely out of the coliseum. The passing of the team was something new, something we had talked about and w ritten about many times. I t was a real thrill to Anally see team work and the show of* respect for the other players. W e saw for the first time some leadership on the floor, we also saw players congratulating team mates. Before 12,366 fans, the team gave what we thought they were capable of doing, a command performance against a team like Loa Angeles. The Blazers battled with the Washington Bullets on Tuesday night and came out winners, 118 to 106, winning their last Ave games out of six. The Bullet* were playing without one of their key players. W e* L'nseld, who was at the bedside of his critically ill father in Ixruisville. In Tuesday* game we lost Lloyd Neal for from four to six weeks with a fractured jaw bone. Lloyd will be missed very much. Twice this season the play of the Bullets have cost the Blazers a tremendous loos. First Bill W alton, and on this trip Neal. A win over Seattle Wednesday night of 124 to 104 put the team only three and a half games out of second spot with a twenty to tw enty seven win loss record. The team now seems to be feeling that they have a chance for a play off berth. There is still lots of time left in this season and certainly those guy* deserve to be in the running if they continue to play good ball. Friday the team is in Ix>s Angeles for another big game, then home again this Sunday against Milwaukie. See you at the game. New York banks (Continued from page 1 col. 3) austerity scheme of public works job* a la the 1933 36 New Deal. The series of exposes by Arst the W ashington Post and then the New York Times of the mismanagement and near bankruptcy of the two key Rockerfeller banks. Chase Manhattan and F irst National City, and the bungling of the U.S. Comptroller of the Currency, can only be understood from the standpoint of thia outbreak of capitalist gang war. The backdrop to the emergence of these tw o apparently divergent capitalist tendencies is the accelerated simultaneous deterioration of the U.S. economy and banking system. Statistics released by the Federal Reserve of New York show that over the latest two-week period, commercial and industrial (C A I) loans of the large New York banks reporting to the Fed have fallen by a whopping S I.4 billion. This loan contraction is directly related to the actual deterioration of the economy indicated by Commerce Departm ent figures for November. Business iavetthwle? foil .3 percent (the Arst drop in four months), and business *-"lr« dropped by .5 percent, the Aral drop in eight months; what is doubly ominous about these trends is that sales turned downward faster than inventories. Although it is difAcult to judge from one month's trend, it appears that thia represents the beginning of a self feeding collapse: cutbacks in inventories cause cutbacks in production and employment, which in turn cause cutbacks in sales, which causes a new round of cutbacks in inventories. The entire process then starts over again, only at a much lower level of economic activity. The sharp drop in C A I loans is also exacerbating the liquidity problems of the already shaky Rockerfeller New York banks. These banks, like most other Anancial intermediaries, generate income through loans and investments. W ith the percentage of income needed to cover loan losses amounting to upwards of Afty percent of their loan portfolios, the survival of these institutions is now based ont he imperative of increasing*. The abrupt collapse of the so-called recovery and the accompanying overall dpclipe in economic Activity Jiq ffC V L . hlA Ihflrpughly undermined the Lties of the hanking system. represent the most proAtable assets of the banking system,” Bave contracted dramatically. The time span of this contraction is now the longest in the entire post-war period. W hat loan requests are being made, one Wail Street bank analyst noted this week, are by the high risk corporations which the banks w ill not and cannot - approve except for refinancing purposes. Under normal circumstances, when loan business shrinks banks switch their funds into such investments as Treasury bills. This is exactly what banks have doen over the past year and with profitable returns. Circumstances are no longer normal. Interest rates on Treasury bills have dropped to a level where they do not even cover the administrative costa involved in their purchase. For example, interest rates on three-month Treasury Notes are only 22 basis points (a basis point is one one-hundredth of a percentage point) above what banks pay for overnight money from the Fed used to purchase them. This evaporation of arbitrage leaves banks no choice but to invest their excess funds in Treasury bill* A T A LOSS. According to one top investment banker, this will mean unprecedented earning loases over this year, placing large New York banks in the desperate situation in which they will be unable to cover their loan losses Boneless Ham $«69 1 SM0M-A-N0MA FaNy Cashed with a B n ^ee — ^ BB * — aw flare*. Water Added finish a day with many things accomp lished. and your attitudes still positive because you haven't been deprived of doing some of the things you really did want to do. “Frustration in management most often comes when we are fared with a whole day of things that must be done that particular day, and no time is left for some of the things we really wanted to do that day." If your “research" lets you in on some secrets that you use for awhile, don't be discouraged if you And they are some times not effective. Management is never a Anished product. The specialist views management as living; just as our lives change, so must our managerial skills and practices. If you used to be able to change a baby in just seconds, you may find this skill is no longer needed now that your kids are all teenagers. It doesn't mean you still change diapers as frequently as you did when they were babies, just to keep in practice, because it was once a needed skill. As you look at your life, you will probably see other skills developed that you didn't have several years ago, and that you may not need to keep up throughout the rest of your life. If you feel you have management frustration, try to identify what it is that upsets you most about your own managerial practices. Pick out one skill are “born managers." I t is true, that certain people appear to be managing with relative ease; but iT you were to ask them, they no doubt have some secret* that keep their managerial skills in practice. Anyone, the poorest manager as well as the most skilled, can learn and apply certain principles which will help to improve performance. We can learn from everyday ex periences our own and those of others. "Watch" yourself for one day to see how you actually go about the tasks you perform daily. How long do you pro crastinate before you begin work on some project that is half done? W hy is it other jobs just seem easier, more fun, and take no time at all? Could attitude have anything to do witn the kind of manager you are? “As home economists, we often look to reasearch to seek understanding. You could do your own management research. If you can think of two or three people you would identify as good' managers, why not ask them to share some of their secrets? “You'll probably And that one manage ment secret is in making a helpful list. Most people we would consider effective managers have learned to list, in priority, those things they must do, those things they should do, and those things they want to do. Management practice allows you to mix ‘musts' and ‘wants' so you by Cal R William. by Charles Fard Duckli Pork Steak T8 N IA M CWT Froth Less Steaks tree* T*e Quality Thursday. January 29, 1976 Page 5 you want to improve. Don't attack the whole person; you will feel defeated before you begin. I f you feel your time management needs improving, concen trate on that. I f it is money management, stick to that. Don't try to make over your whole management being at once. Once you have mastered one area, you will be able to share your secret with someone who sees you as a “good" manager; and you will be able to look for another skill area to improve. A lb in a A c tio n s e e k s c a n d id a t e s The Albina Action Center, Incorporat ed, Delegate Agency of the Portland Metropolitan Steering Committee, is a non pro At community action agency, interested in people. Those who share its concerns and have some time to help shape programs for the Albina area, are invited to become a candidate for election to The Albina Action Center Board of Directors. Application forms and further information may be obtained at the Project Office located at 707 N .E. Knott Street, or by calling 288 8345. Deadline for Aling for candidacy is February 23rd, 1976. Candidates must be eighteen years or older, and live, work or own a business in the Target Areas. 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