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Show THE NATIONAL ENTERPRISE, SEPTEMBER 7, 1977 18 Test well scheduled Stowe said Sanchcz-0Brie- n Petroleum Group of Denver will drill the No. Navajo in southeastern Utah's San Juan County, scheduled to about 6,300 feet. It is a mile and a half north of the Aneth field, some 20 miles east of the An 8,100 foot oil and gas test will be drilled about 15 miles of Myton south according to Carlton Stowe, minerals specialist, Utah Department of Natural Resources. He said Belco Development Corporation plans to drill the No. Eightmile Unit in the Wells Draw vicinity. 1 1-- art iredluacffidl ptrncesS town of Bluff. Stowe added that production statistics for the first half of 1977, The well is just northeast of a 1962 Green River CHAIR WAS $100 NOW com- piled by the Division of Oil, Gas & Mining, show formation oil discovery where some 16,400 barrels of oil were produced before it was abandoned. New drilling is scheduled in the Natural Buttes field south of Vernal and Texaco Inc., reports it is planning a 10,000 foot test well in the Utah's oil production at 18,537,522 barrels and gas at just over 39.6 billion cubic feet. The six month figure, comparatively, is running about even with last year's rates. Total production in 1976 was 37.3 million barrels of oil and 77.1 billion cubic feet of gas produced in Utah. Seep Ridge vicinity of Uintah south-centr- al EXECUTIVE DESKS The Bottom Line Editor s Note: Execuive behavior, oft ignored while attention is paid to higher sales or net earnings, can actually exert more influence on the bottom line than a successful manager would ike to think. A private consultant to chief executive officers only. Dr. Harvey B. Merkley will explore in future columns the many aspects of executive behavior and how it manifests itself in the bottom line. by Harvey B. Merkley Some people think human relations has no middle. To them it starts with a great big beginning and finishes with a significant and noticeable end. Our interfaces with other people ought to be and can be continuous, lasting an entire lifes course and as long as the organization exists. A lighting technician was asked if he ever talked to his company's president. He answered, No, but I really had a good talk when I started. Ive been there about a year and a half." We often pay no visits to people until we see them in their coffins and seem concerned when there's job turnover. We let it out with gees," and ahs,and other words and phrases to departing acquaintances, feeling guilty about the neglect. But human communications has a middle. There is a center section. Babies can have great beginnings when parents hold them up for public attention and the promise of new people in complex corporate enterprises can bear fruit with a little systematic attention instead of just when you feel like it. Oft times the only real interest executives show in working people is at the exit interview when they try to find out why the employee wants to quit. A chief executive could tour his plant and a resident professional could find out how his clerks are doing. It can make a profitable remedy to see how people work and play - long after they arc part of the organization and quite a while before they leave. The bottom line means money but it can be people too. They fit easily together. to find key employees in lha broad, five figure salary range ' - ; . ; .'4 V ! ' . 345 So. State 581-926- 3 i - ! ; a " . i : f ... : i Whmrt Mm Firturtl ; i . ttgm ' : J i: i . . . ' i' i i r 638 SOUTH STATE STREET 355-533- 6 S70 |