As going to the cinema became Britain’s most popular leisure activity in the 1920s and 1930s, there was increased attention for the business side of managing cinemas. Working in the cinema industry now became a viable career path, albeit mostly for men. Cinemas also increasingly became parts of chains such as Odeon and ABC. These chains set up their own internal training schemes and rotated management staff between cinemas to ensure consistency of service.
The interwar period also saw a big increase of the print market, including the appearance of many trade papers, guides, and ‘self-help’ books. The majority of the population still left school at 14, and there emerged a vibrant culture of self-improvement and lifelong learning. In one of the main trade papers for the cinema sector, Kinematograph Weekly, cinema managers were encouraged to constantly learn from one another and improve their craft. In addition, several handbooks were published in the interwar period which purported to teach the budding cinema manager how to best run a picture palace. Together, these articles and books demonstrate what were considered the most important aspects of the cinemagoing experience at the time.
In 1934, Kinematograph Weekly reprinted a lecture given by a supervisor at ABC, for an audience of assistant managers keen to advance their careers. The lecture demonstrates the wide range of skills managers were expected to have: knowledge of engineering, the ability to retain staff discipline, but also knowledge of accounts and figures and the ability to market the cinema’s films to the public. The speaker claims a manager needs ‘professional integrity beyond reproach, a cool head for emergencies and tact sufficient for the average international diplomat.’ Statements like this are clearly designed to make the audience feel they have chosen a challenging and rewarding career, even if its professional standing or pay was nowhere near that of lawyers, doctors, or diplomats.
The lecture also advised that managers should be in the cinema from around 10am, and stay until the end of the final screening. It was considered good practice for managers to be at the front of house in evening dress at the end of the night, to personally wish patrons a good night. It is clear from this article that the role of a manager demanded long hours and knowledge on a wide range of subjects. At the same time, the manager had a clear position of authority in the cinema and did not have to undertake manual labour such as cleaning or carpentry, like the other staff.
Three years after this lecture was published, a guidebook appeared which was sanctioned by the Cinema Exhibitor’s Association (CEA), the professional body for cinema owners. Like the lecture, the author of the book is keen to stress the emotional appeal of the cinema manager’s job, describing it on the book’s opening page as ‘a real man’s job’ with ‘grave responsibility’; a job that is ‘enthralling’, ‘creative’ and requiring continuous learning.
The book continues to provide very detailed information on how to manage the day-to-day operations of a cinema, implying that its intended audience was those who were new to the business and not assistant managers who already had significant experience. A substantial proportion of the book is concerned with advice on staff management. Depending on the size of the cinema, a manager could be in charge of anything between half a dozen and several tens of staff. Both the Kine Weekly article and this handbook advocate daily inspections of staff, to instil discipline and check for cleanliness. The front-of-house staff were expected to adhere to strict rules on appearance: ‘the hair of all uniformed male attendants must be cut short at the back and sides, and their face and hands kept clean.’
There were a handful of female cinema managers in the interwar period, but they were very much considered to be the exception rather than the rule. As noted above, the 1937 guide describes cinema management as ‘a real man’s job’, perhaps restating the supposed masculinity required for the role in response to a small but growing number of female managers. During the Second World War, the CEA had to allow women much more access to cinema work to allow cinemas to continue operating.
Both the handbook and the lecture quoted here are fairly light on what education (if any) is required for cinema managers. Whilst similar books aimed at cinema operators (projectionists) stress that theirs is a skilled role requiring technical expertise, the guidance for managers mainly highlight the variety and responsibility of the role. Provided the aspirant manager felt confident that he had the physical and mental ability to manage a varied job, these sources present the role as an achievable career goal for anyone who wanted to pursue it.
Want to read more about employment in 1930s cinemas? I recently published a more in-depth article on this topic which you can find here.
 S. Simpson, ‘The Principles of Kinema Management’ in Kinematograph Weekly, 5 April 1934, p. 41
 JH Hutchison, The Complete Kinemanager (London: Kinematograph Publications, 1937), p. 1
 Ibid., p. 91
 Ibid., p. 83
 In 1934, the Ideal cinema in Lambeth was managed by a Miss M.A. Ball, Kinematograph Weekly, 8 February 1934, p. 58; and the Queen’s Hall in Catford was managed by a Miss M Woodroffe from 1916, Kinematograph Weekly, 22 Feburary 1934, p. 36
 Rebecca Harrison, ‘The Coming of the Projectionettes: Women’s Work in Film Projection and Changing Modes of Spectatorship in Second World War British Cinemas, Feminist Media Histories, vol. 2, no. 2 (2016), 47-70
 W.S. Ibbetson, The Kinema Operator’s Handbook (London : E. & F. N. Spon, 1921), p. 1