Significance Of The Lincoln Electric Company

The founders of the Lincoln Electric Company left a legacy of an organization culture that promotes high productivity through sound management policies which have stood the test of time. The exponential growth of the company after the death of James F. Lincoln was a direct result of the establishment of a rich culture mix based on values that were widely shared and accepted by the members of the organization. Management empowered employees to become part of the decision making process through the contribution of ideas through the Advisory Board which was elected by the employees from amongst themselves. Reward management systems and all the other artifacts of the Lincoln Electric’s distinguished strong organizational culture will be analyzed in greater detail in this essay.

Lincoln Electric had a unique organizational strategy with numerous creative ideas. First, to keep and better motivate its employees, the company implemented a special incentives system which effectively distributed profits inside the firm. These incentive “were expressions of mutual respect for each person’s importance to the job to be done” (Lincoln, 1961, p. 11).

Every organization has values and beliefs that define what they do and how they do things in the organization. These values have significant influence on how the employees behaves and the general performance of the organization – it is these set of values and beliefs, rooted deep in the company’s organizational structure that depict the “dos”, “don’t” and the “hows”, of the organization and these unequivocally represents the culture of the organization. This concept became popular in the 1980s when Peters and Waterman in their book: “In search of Excellence” presented the profound argument that, the success of any organization is inextricable linked to the quality of its culture. (Carpenter, M., Taylor, B., Erdogan, B. 2009 p183). The purpose of this paper is an attempt to analyse the impact diverse cultures played in the success of the Lincoln Electric Company.

Organization culture which is a system of shared assumptions,values,and beliefs showing people what appropriate and inappropriate behavior can best be analysed in the Lincoln Electric Company from the P-O-L-C Framework as below.

Established in 1895 and specialized in producing and selling electric motors, Lincoln Electric Company rapidly developed after the movement to welding equipment and consumable welding products in the USA. By 1995, this company first hit $1 billion in sales and became the world largest company in welding industry. With the differentiate strategy by providing premium -price -products , this company got 60% sales in the North American and expanded internationally since the period of 1986 and 1992. Although this company is facing problems in global expansions, its overall strategy as well as practices in human resources, marketing, technology development, and international expansions is a useful lesson for other businesses.

The purpose is to enhance operation of worldwide resources and global end markets and sourcing initiatives. Lincoln’s operating segments; are The North America welding, Europe welding, the Harris products group, Asia pacific welding and South America welding (marketline, 2014).

The Lincoln Electric Company was a legacy company from which the families ' personal values were incorporated in the beginning and continue to be the fundamental beliefs compromising the company 's culture. By creating and implementing a culture of service, respect, and loyalty, the Lincoln Electric Company has become an institutional leader in American business standards. Lincoln 's culture cannot be summarized by a single dimension of cultural analytics because of its multifaceted culture that is innovative, outcome-oriented, people-oriented, and team-oriented

The purpose of this paper is to analyze a case study related to issue of control and how organizations can utilize different approaches of control in order to improve quality and performance in all arenas, domestic and global. The focus of this case revolves around Lincoln Electric, an Ohio based company that has set the bar for how to develop and implement a successful management system. This paper will use the Lincoln Electric case analysis to present recommendations on how managers can use control methods to enhance employee performance, increase employee participation and empowerment, and improve organizational quality in

The Successful Operation Of The Lincoln Company is largely dependent on the sound management systems which are applied in all departments of the company. The company from its inception initiated sound leadership which was agreed upon by both the proprietor (s) and the employees.

Lincoln Electric was established in 1895, and since has become the world leader in welding machines and supplies. There are numerous reasons for this triumph and the culture that created it which we will examine.

The overall impression, after reading the Case Study, is that Lincoln Electric has a strong culture. In our textbook, Carpenter, Taylor, and Erdogan (2010, p. 197) define a strong culture as “one that is shared by organizational members… a culture in which most employees in the organization share a consensus regarding the values of the company”. This can be considered the foundation of all the successive subcultures that exist within the company, and it starts at the very beginning with the founders. John C. Lincoln started the company on next-to-nothing after he had been let go from his former venture. Despite being started during an economic recession and suffering a fire after barely one year, John Lincoln moved the company to a new location and grew his workforce, which correlated to higher sales and profits. John’s brother, James F. Lincoln, joined the company and took over as General Manager/Vice President while the company was still in its early stages. The first indicator that the company took on a people-oriented culture is with the creation of the “Advisory Board”, which served as a means to advise Lincoln of operations –

From a company started with 1895 with only $200 (roughly $6,000 in 2016 with inflation) and a dream, Lincoln Electric company has grown exponentially over the past 121 years. John C. Lincoln, disenfranchised with his lack of involvement with the Elliot-Lincoln company he was formerly with, set out to develop and manufacture a new patented form of electric motors.

Lincoln Electric is an American multinational and a leading global manufacturer of welding products, arc welding equipment, welding consumables, plasma and oxy-fuel cutting equipment and robotic welding systems.

John C. Lincoln founded The Lincoln Electric Company in 1895. James F. Lincoln, John’s younger

Chapter eight in our text talks about how “culture, or shared values within the organization, may be related to increased performance” (Carpenter, M., Taylor, B., Erdogan, B. (2009). Principles of Management. Nyack, NY: Flat World Knowledge, pdf page 192) and how those cultures can make or break a company. It is these shared values from those who lead that allow their employees to know acceptable and unacceptable behavior. There is also mention of how a leader’s style can motivate and inspire employees, or it can make employment uninventive, humdrum and cause the employee to be unimpressed and bored. The text also tells us how business culture is invisible, but it is extremely powerful. It sounds to me that James Lincoln, younger brother of John Lincoln who was the founder of Lincoln Electric Company, had the right culture for their business. Right from the start James Lincoln was determined to improve his older brothers small company and help it grow.