A Business With A Second Patent For Electric Motors

shown marked improvement or progress. Lack of personal performance growth would result in consequences for the employee including a probationary period or dismissal. Personal conflicts between manager and employee should not be reflected in the appraisal process. Manager accountability would be reflected by the performance of the employee; hence, an ineffective manager could as easily be discovered through the process as an ineffective employee could be. The process would actually be a system of checks and balances. Ideally, this would promote team players and identify any weak links. The goal of performance appraisals is utilizing the employee’s performance and their behavior or attitude. With correct implementation, the attitude and behavior will not be the issue or focus of the manager. “For any performance improvement to take place, both parties must agree that improvement is necessary, that a plan for improving performance has been jointly formulated, and that periodic progress improvement sessions will take place, as needed. Thus, improvements in employee performance and attitudes can truly be enhanced.” (Peggy Anderson, 1998)

All the founders of the company had a great deal of continues influence on the positioning of the company today, form John C. Lincoln to James F. Lincoln. John C. Lincoln started it all and James F. Lincoln, who is the younger brother of John, took over the company to another level. One of James Lincoln 's early actions as head of the firm was to ask the employees to elect representatives to a committee that would advise him on company operations. The Advisory Board has met with the chief executive officer twice monthly since that time. This was only the first of a series of innovative personnel policies that have, over the years, distinguished Lincoln Electric from its contemporaries.

Its founders, first John C Lincoln and James Lincoln, who later joined the company as the General Manager, had one duty to get done; to ask his employees to elect a committee that would give him advice in regards to the company’s operations. Since then, an organization structure was performed.

While there are several contributing factors aiding the Lincoln Electric Company to excel in creating a wonderful business culture, there is a constant evolution of progress. During its startup in 1895; the founder (John C. Lincoln) was able to experience moderate success and growth through the standard business practices of the day.

Throughout history, many buzzwords have been used to describe the primary focus of businesses. Milton Friedman first said that a company’s main goal is to make a “profit” (Plenert, 1995). Focus then shifted to “productivity” and “quality” when China and Japan emerged as industry leaders (Plenert, 1995). Attention is now geared towards the idea of corporate social responsibility and ethics, even though, the golden rule has guided moral behavior for thousands of years. The rule simply says, “Do unto others as you would have them do unto you” (Suranovic, 2001). If a person does not follow the golden rule, their actions are considered unjust, immoral, and sinful. The rule is found and followed in all the major religions of the world, but there is much debate on whether the rule is followed in the world of business.

Another fascinating aspect of James Lincoln and his perception of business is how he treated his customers. As mentioned by him, “the customer's interests, not the stockholder's, should come first” (1, Harvard). In today's market, shareholder's are the main concern of companies. Businesses today may talk about how important the consumer is, but the shareholder always dictates how the company is ran and it's future path. James Lincoln saw past the greed and utilized his Christian values as a basis of morality. Even Lincoln said it himself when he downplayed the

Their incentive management plan is First of all, to keep and better motivate its employees; the company implemented a special incentive system which properly distributed the resulting profits inside the firm. This system had four components: piecework, annual bonus, guaranteed employment and limited benefits. The piecework element was beneficial, because all of the employees had to ensure their own quality and there was no

James Lincoln, one of the founders of the company, accepted a plan that gave their employees a bonus at the end of each year. The bonus that they gave was 25% of what they had earned that year. Today, they still have a yearly bonus. Lincoln also evaluated workers productivity and decided what their base pay would be from that. The way that Lincoln showed respect for his employees rewarded his company with increased profits and productivity. That inspires the company to do the same today because they know that rewarding their employees for their hard work pays off in the end. Lincoln was a Christian and was proud to have strong ethics and morals. “The actual is limited, the possible is immense” is their company motto. It shows how Lincoln had large goals and hopes, which still shows today through the company. A company’s culture has so much to do with the founders original goals and values and that is what shaped such a great culture for The Lincoln Electric

In 1906 John C. Lincoln incorporated his business East Cleveland, Ohio forming what we know today as the Lincoln Electric Company. Though the company started out as a relatively small operation, it is now one of the largest producers of welding Machines and electrodes. Branching out from Cleveland, Ohio the company now has more factories in U.S. as well as in other countries. The company’s success has be attributes to several different factors, one of which is the company’s unique culture.

From the beginning, James Lincoln took a deep interest in ways to improve his and his brother 's company and their employees work related functions. He instituted an “Advisory Board” made up of elected representatives from within the workforce. Since its creation sometime around 1915, actions directly benefiting employees were instituted. Among them, reduction in working hours, completely paid life insurance, and in 1917, a welding school was instituted.

Lincoln Electric (LE) is a worldwide leader in production of welding equipment with more than US$1 billion in sales and 6,000 workers. John C. Lincoln designed and made an electric motor with a $200 investment in 1895. Today, members of the Lincoln family own more than 60 percent of the stock.

Mr. James C. Lincoln started the Lincoln Electric Company with an initial investment of two hundred dollars in 1895. (Company History , n.d.) (Sharplin, 1989) His goal was to design and sell an industrial motor. Mr. John C. Lincoln decided to hire his younger brother Mr. James F. Lincoln in 1907, handing all management capabilities over to him in 1914.

How this culture came to be in the Lincoln Company begins with the founder’s values and principles. When James Lincoln

Lincoln Electric Company was founded by John Lincoln and his brother James Lincoln. The company is now the world’s largest manufacturer of welding machines and electrodes (Sharplin, 1989). As stated previously, the founders’ values have a huge impact on what becomes of an organisation’s culture and James Lincoln (and his golden rule) is a good example. From early on he took a different approach to managing his company than others at the time. James Lincoln’s innovative

The traditional method is very old performance appraisal. They are based on characteristics evaluation. Staff personal qualities or attitudes, judgment, versatility, initiative, reliability, leadership, loyalty, punctuality, working knowledge, etc., on the basis of criteria such as quality assessment