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Show e IOC , rrn" r t The Salt Lake Tribune, Friday, February w -- yw yy-- ry rTfr v yrr-y- y 7, 1986 yyy yyyyywwe y"r t r yw vw v st thing. They must see all reports and approve all memos. They must sit in on every meeting. In some cases they expect to be kept apprised of all the company gossip. A young man had worked his way up through a small furniture retailing company to a point where, at age 28, he was picked to manage one of its three stores. The position was a challenge because his predecessor had been a manager who required everything to clear through st him. The sales staff had lost its initiative to work with individual customers. The stock boys never bothered to check the display furniture for bits of wrapping or lint, because w w -- r yyyyyy1 w by Bruce Hammond V00 the previous manager had always done that chore. No one even bothered to see whether the price tags were current, because that wasnt their responsibility. The new manager knew that his first priority was to pride in his staff. He started things in the right way by asking for suggestions from his employees. Unfortunately, the great beginning turned out to be a balloon that burst. The reason: He took credit with the top brass for all the ideas resulting in changes. In one case, he took an idea for an advertising theme suggested by a salesman. The manager suggested it to the owner of the company and it worked. The salesman was bitter, to say the least. The young manager had made a second common mistake associated with ego problems he insisted on taking all the credit. The credit hog creates enormous dissent in a business, especially among those who really deserve the plaudits. Most employees will put up with misplaced credit occasionally. But if it continues, the company will start to lose its valuable employees. The manager who thinks that his subordinates will accept this injustice because they need this job and they wouldnt jeopardize it by blowing the whistle may be right. They may not blow the whistle, but you can bet theyll soon start looking for another job. Some employees may even take a job for less pay just to get a better working environment. There is a variation on the credit hog. That is the manager who doesnt necessarily claim credit for something but who makes no effort to point out who is really Wo I? UMN OR LOSE.... The nations major retailers reported on Thursday that sales were lackluster in January, when the companies had little leftover Christmas merchandise to sell and consumers continued to spend cautiously because they still are strapped with debt. But January, the final month in the retailers fiscal year, is not an especially significant month for the companies, financial analysts said. Sears, Roebuck and Co., the nations largest retailer, said its sales for the four weeks ended Feb. 1 edged up 0.9 percent from a year earlier. UV LAVTHtBWMe. 1 5 0 ,u manager must be aware of the morale of his employees. If your company has a person in a management position who appears to be concerned only with himself, you have a problem. All staff members should feel that the company cares about them. If their boss or supervisor is a credit hog or a person, the employees are unlikely to receive the positive feedback they need and deserve. The worker who breaks his neck to bring in a difficult project and then gets no recognition for it is honestly going to think the company doesnt care. When a manager or a company does care, employees feel secure. When someone else gets the credit, there is no security. How should top executives cope with a credit-ho- g manager? There are several approaches. First, such a person needs a lot of positive input. This person is insecure, but that doesnt mean hes a bad employee. It simply means that he must be dealt with in a special way. You can build up his confidence by making him realize he can do a good job without showing off or hogging the credit. You should also impress upon him the importance of his subordinates and show your manager that, without a good job from them, his performance will suffer. The good manager should be interested in the results, not in getting the credit. Instead of praising the manager for all of his departments work, you should praise him for effective managing, which includes praise for the good work of his subordinates. You can live with the manager who has a big ego by simply changing the type of praise he gets. A good at all times st Revenues Up for Motion Picture Firm National American City-base- Raeburn Van (Rip) Coalson, president and chief executive officer, said the companys higher second-quartresults reflect the comand first-hal- f pany's continued growth as an independent source of programming for U.S. syndicated television. and home vidOur eo operations also made significant profit contributions during the quarter, he said, noting the the gain in company said. Net income rose 33.5 percent to $170,979, or 7 cents a share, from $128,121, or 5 cents a share, in the like prior-yea- r period. Enterprises distribuInc., a Salt Lake tor of motion pictures and television d programming, has reported sharply higher revenues and net income for the second quarter and first half of its 1986 fiscal year. For the period ended Nov. 30, 1985, the company said its total revenues climbed 82.5 percent and reached 82,650,603, up from 31,452,105 posted for the first half of the previous year. Pre-ta- x income for the first half increased 28.6 percent to $311,979 from the prior years 242,621, the er Total revenues for the second quarNov. 30, 1985, jumped 103.9 percent, the company said, and reached $1,434,158 from the $703,231 figure reported for the second quarter a year earlier. Pre-ta- x income rose 11.7 percent to $119,731 from $107,218. Net income increased 8.5 percent to $63,731, or 3 cents per share, compared to $58,718, or 2 cents per share, realized in the comparable quarter of the prior year. ter ended consolidated net earnings was in- achieved despite a significant loss curred by the companys Roadrunner! Video Inc. subsidiary, a company involved in home video cassette THE BEST OF EVERYTHING! Lowest Prices Large Frame Selection Skilled Opticians Free Adjustments (O Chicago Tribune Media Services January Sales Sluggish, Retailers Report By The Associated Press ri,x S7..50T HOD VOO IT ISN'T OJHfcTHtR Big Egos Bog Down Business from the negative. Simply stated, believing you are so important that things wont run without you is asking for trouble. A lot of managers are convinced that the only way they can really manage is to be involved in everything that goes on. The people need to feel they are in control, and the only way they can control is to know about every- t Duffy Business Insights Often when a department or business produces less than the best results, the problem is that ticking time bomb known as ego. Too many managers aren't able to find the fine line that separates the positive aspects of a strong ego r ye No. 2 K mart Corp. reported a 6.6 percent gain overall, but sales at stores open more than a year fell 1.7 percent. Sales rose by 3.5 percent at J.C. Penney Co., No. 3, and by 9 percent at Federated Department Stores Inc., No. 4. Dayton Hudson Corp., the fifth biggest retailer, posted a 12.6 percent increase, but sales at stores open more than a year were up a more modest 7.5 percent. Sales have been basically sluggish, continuing the trend of the last four, five months, said Jeffrey Edel-maan analyst with the investment company Dean Witter Reynolds Inc. Walter Loeb, an analyst with Mor n, so gan Stanley & Co., said: The traditional sale markdown period in Jan- uary was not as strong as in past years primarily because there was less merchandise. Retailers cleared their inventories at the end of calendar 1985. o wtar As has been widely reported, American consumers have taken high levels of debt while their savings rate has fallen sharply. Jeffrey Feiner, an analyst with Merrill Lynch, Pierce, Fenner & Smith Inc., said: January is a anyway. It is a small volume month. 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