9
I
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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
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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
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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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