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ing conditions for the personnel. Incentives should not be used merely to force the workman to do his utmost. Such efforts will not result in the maximum results. Incentives must be planned to awaken the interest of the man who produces to the extent that he should have pride in his work, and to retain his interest by making him feel constantly that his activity is the self-expression of his own individual- “ity. An incentive makes a man think ‘continually of giving the most in order ‘to receive the most. The aim and the main purpose of any incentive plan is to reduce cost and increase wages simi- larly. ues An incentive is a stimulus which fulfills desires of the individual and induces him to activity, the perform- ance of which satisfies his tempera- ment. It does not admit punishment for failure as a means of stimulus to activity. These conclusions are based upon years of working for others and years of experience in directing the activi- ties of others, supplemented by almost constant discussions with practically minded men. Coupled with incentives’. there should be a carefully developed method of training. It is a part of the work of the management to train men in the best way to perform their work. Man- agement has greater knowledge, expe- rience and time for analysis and should convey to the personnel as needed, the results of the combined results of this knowledge, experience and analysis. There is ample evidence that more work is produced in a given time by training men in the best way to do the work rather than attempting to gain results by driving. Recently a com- parison was made of two stevedoring operations. In one there was a great deal of shouting and hurrying, cargo was stowed poorly, and costs were high. In the other operation there was little shouting, but much intelli- gent training. The cargo was stowed better than I have ever seen cargo stowed, and costs were low. This more efficient management was character- ized by broad experience, analytical ability and more important than any- thing, a real understanding of the human factor. This understanding led to a thorough training of the men, spread over a period of several months to get the original organization up to a reasonable standard. The training was extended and continued thereafter as conditions made necessary. Management’s job today is essentially one of planning and training. Train- ing is primarily teaching. The organi- zation difficulties which hamper the development of better ways of doing the work of a terminal can be over- come largely if the training of the men is handled in light of the devel- opments in industrial training in the past 25 years. Most men go through certain stages of learning. The first stage is usually one of resistance. A man does not want to admit that anyone is better than he is, nor does he want to bother with new ways. One way to advance beyond that stage is to teach the men how to do the work better. Sometimes the man will deliberately try to prove that 'he is stronger than the man teaching him and can obstruct the instructor’s ideas. The instructor or boss must then be capable of showing that he knows what he is about. Once he has demonstrated that he knows his business and is a real man among men, the former ob- structionist becomes a sincere backer. The ability to handle the training of an organization successfully is an im- portant consideration in selecting a man for supervisory positions and in selecting men for other positions. The method of selecting men for various classes of work is important. People differ greatly in their capacity for routine. There are many people who like a steady job and can do the Same type of work year in and year out and not tire of it. The opposite type of temperament gets restless, stale and sick of routine. This type needs a change of work, change of scene or change of interest. Generally the more highly organized temperaments recoil from routine. To obtain the best results these facts of human nature must be taken into consideration in selecting men _ for their various jobs in handling opera- tions: Offer Vacation Cruises The Ward line of the New York & Cuba Mail Steamship Co., is finding its seven-day, all-expense vacation cruises to Havana from New York, at $65 and up, very popular. These cruises are made aboard the great tur- bine electric passenger liner, Morro CASTLE, One of America’s finest cruise ships, and one of the two finest and fastest passenger ships in exclusive all year New York-Havana service. The Ward line is also featuring 13- day and 20-day all expense tours from New York to Mexico City. The tur- _ bine electric steamship, ORIENTE, sister- ship of the Morro Castiez, leaves New York on these cruises on alternate Wednesdays. The 13-day tours are at the minimum of $175 and _ include transportation on the Oriente from New York to Vera Cruz and return; also, rail transportation from Vera Cruz to Mexico City, and return, with Pullman berth and meals. Two days and one night are spent in a first class hotel in Mexico City, with room, bath and meals. The 20-day tour to Mexico City on board the Oriente is at a minimum of $205 and includes a stay of eight days in the Mexican capital. MARINE REVIEwW—July, 1933 Loss of Two Vessels By Grounding and Fire In the bulletin of the bureau of navigation and steamboat inspection of the department of commerce for June 1, interesting information ‘is given on the loss of the fruit carry- ing motorship Tapasco off the coast of Yucatan and the ferry steamer PERALTA at San Francisco. The TABASCcO while on a voyage from Alvaro, Obregon, to Boston, grounded on Alacran reef off the coast of Yuca- tan. The cargo was jettisoned and a wrecking tug came to give assistance. Despite all efforts to float the vessel She became a total loss, and on May 1 was abandoned. The master and second mate were found to be re- sponsible for the accident and the master’s license was suspended for 60 days. The license of the second mate was suspended for 30 days. The value of the vessel was given as $230,000, insurance being carried in the amount of $210,000. The turbine electric steamer Prr- ALTA, completed in March, 1927, by the Moore Dry Dock Co. for the Key ‘System Transit Co., Oakland, Calif., was destroyed by fire at the Emery- ville pier, San Francisco bay. The PERALTA was taken off the run at 9:15 a. m. May 6, fires extinguished and boilers allowed to cool down, af- ter which the entire crew went off duty. At about 10 p. m., the pier took fire from some unknown cause and the location was such that it cut off all access of the PERALTA. The watchmen on the pier-attempt- ed to board the vessel to let go the lines, but were prevented by the flames, and the vessel caught fire from the blazing pier. After the mooring lines had burned, the ves- sel was towed away but the dam- age was so great that she is con- sidered a total loss. There being no crew on board and no negligence on the part of the licensed officers, no action was deemed necessary. The vessel. was valued at $925,411. An illustrated description of this vessel at the time of her completion appears in MARINE Review for April, 1027. Electric Drive Featured At the Century of Progress expo- sition, Chicago, the General Electric Co., among its other exhibits, will show the part played by electricity in modern transportation. Models are used to tell the story of electric ship propulsion, One of these models is a reproduc- tion of the turbine electric driven liner CALIFORNIA of the Panama Pa- cific line. Another is a framework model showing the generating equip- ment, propulsion motor and auxil- iaries necessary to operation, 31