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tional Pumps account at Pumpex, a small-time distributor from South Carolina like Pumps-R-Us should not be too difficult to deal with. As I washed my hands, I smiled confidently at my reflection in the large wood framed mirror above the sink. I glanced at Ken, who nodded to me from where he still stood at the urinal. There was no doubt about it. Once the Pumps-R-Us people got a look at our "big guns," they would feel a whole lot better about everything. I checked my glasses for lint, straightened my red silk tie, swung open the door and made my way back along the corridor toward the Marketing Department.
As I walked, I reflected on the signs of change since the take-over. Not just the new Pumpex purple paint on the walls, but the impressive modern prints which informed visitor and worker alike that he was entering the up-to-the minute state-of-the-art facility of a top class company. The changes really were striking. Plush new carpet in the corridors extended into the executive offices. Even the Executive Rest Room I had just left had been upgraded with the same plush carpet and stylish new faucets.
The Marketing Department is the beating heart of any forward-looking company, so it was entirely appropriate for it to be right next to Rich's office. It was a bit disappointing, therefore, that it was in fact so far away. To get to it, you had to go past the Accounts Department and Personnel, as well as Ken's office. Rich had explained to me that it had to do with the inefficient layout of the SuperPumps building. SuperPumps had not been a forward-looking company and had not even had a Marketing Department per se. All the marketing functions had been handled by Harvey, a Product Manager reporting to the VP of Sales, of all people. I shook my head sadly, as I reflected on this absurdity. A company without a proper appreciation of the unique and vital role of Marketing is destined for failure. I was sure that, as the effect of my Department came to be felt, Rich would want to do a bit of modification to the lay-out of the building and give Marketing its proper place at the heart of things.
Organization is one of my greatest strengths, and anyone entering my office is bound to be immediately aware of the kind of person he is dealing with. Everything in its place is an important maxim in my book. On my arrival I had insisted on the replacement of the desk with a larger oak model, which allowed me adequate space to keep the organization of the office running smoothly. One of the secrets behind my management success is to keep a very tidy desk. I always emphasize the importance of this to my team and make sure to set an example with my own desk. Half an hour each morning and evening arranging papers, writing utensils, calculator etc. is time well spent in my opinion, and American business would run more smoothly and efficiently if more people realized the value of a tidy desk. "It may not be in the business text books," I often remark humorously to friends and colleagues, "but it certainly ought to be! How much business has been snapped up by the Japanese, while American management was looking for its stapler?"
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