In the main, employees do their best to acquire efficiency; but their humanness must not be forgotten, and the burden of increasing efficiency must be carried largely by the executive. His part it is to supply interest, if the nature of the work forbids the finding of it there, he must introduce it from outside either by competition, by emphasizing the connection between the task and the reward, as in piecework, or by provision of a bonus <p 253> for the achievement of a certain standard of efficiency. He must eliminate the factors in environment or organization which distract employees and make voluntary interest more difficult. He must provide the means of training and must understand the possibilities and the limitations of training. If a man ``slumps'' in efficiency, he must look for the cause and make sure this is not beyond the man's control before he punishes him. In a word, he must allow for periods of incubation or unconscious organization before expecting maximum results from a new employee or an old man assigned to a new job. _The man who by persistent effort has developed himself into an expert has greatly enhanced his value to society. The boss who demands expert service from untrained men is either a tyrant or a fool. But the executive who develops novices into experts and the company which transforms mere ``handy men'' into mechanics are public benefactors because of the service rendered to the country and their men_. CHAPTER XI PRACTICE PLUS THEORY THE demand for trained and experienced men is never supplied. Most business and industrial organizations find their growth impeded by the dearth of such men. To employ men trained by competitors or by inferior organizations is expensive and unsatisfactory. A man trained till he has become valuable to his ``parent'' organization is not likely to be equally valuable to other organizations that might employ him at a later time. In general, the most valuable men in any organization are the men who have grown up in it. The man who is ``a rolling stone'' secures, in a way, more experience than the man who is developed within a single organization, but his wider experience does not of necessity make him a more valuable man. It is not mere <p 254> <p 255> experience that educates, develops, and equips men, but experience of particular sorts, and acquired under very well defined conditions.