The Organizational Culture Of The Lincoln Electric Company

Lincoln Electric Company has a very strong culture based on shared assumptions values and beliefs. This is evidenced by the attitudes of both the company management and employees towards the organization. The unchanged policies, practices and products point towards a very strong corporate culture. High employee performance and productivity over the many years of the company’s existence is also another indicator of a strong culture.

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.

The Lincoln Electric Employees' Association was formed in 1919 to provide hearth benefits and social activities.This organization continues today and has assumed several addittional functions over the years.

Primary features of the Lincoln Electric business model and employment system are displayed through the company’s overall strategy, philosophy, compensations and benefits policy, leadership, and communication within and outside the organization.

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

117 Years of Excellence; this is the header of the “Company History” section of Lincoln Electric’s website. I began the analysis at the careers section, looking through a variety of job descriptions and qualifications. The common requirements for management on the site are a Bachelor’s degree (Masters preferred), 5+ years of previous management experience, experience with Lean/Six Sigma tools to create impactful business improvements, proven experience in implementing and/or running an operation in an SAP environment, high level of integrity, confidentially, and accountability, sound analytical thinking, planning, prioritization, and execution skills, a well-defined sense of diplomacy, including solid negotiation, conflict resolution, and people management skills.

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.

Since the founding of Lincoln electric to present day, the founders (Lincoln Family) ideals and management processes have been the backbone of the company. Though stemming from a christian belief the company doesn 't reflect any kind of religious organization and religion inst forced on the employees according to interviews with the employees. Instead, Many would say that their odd approach to incentives and performance would be what drives their success. Some others would say that it would be their management style, the communication within the company or event he bonus and merit pay systems in place. I think it would be a combination of great management techniques and great incentives. One of the core beliefs of the founders has been; and will always be that the “worker cares as much about a lack of income as management”. It is one of the reasons they have so many things in place like

Lincoln has grown in size due to its management style such as how its leadership has been structured and company ethos never being compromised. The founder James F Lincoln and his family members that followed after him, have always tried to maintain the morale and productivity of the company through innovative leadership and organisational skills.

The Lincoln Electric Company was created by John C. Lincoln in 1895 after being forced out of the Elliot-Lincoln Company. The Lincoln Electric company would go on to become the world’s largest manufacturer of welding products and machines. This all came to be due to the business culture instilled by the founders and continued up to the present. A Harvard case study done by Arthur Sharplin, shows the organizational culture within Lincoln Electric is unique to any single ordinary business culture. There is evidence that points to the use of all seven OCP (Organizational Culture Profile) principles, in order to maintain one of the world’s most successful and efficient companies.

Lincoln Electric is a long-standing, successful company. In business for 120 years, they make welders, electrodes and welding accessories. They operate worldwide, and their sales offices cover more than 160 countries.

Two of the first management decisions that Mr. James F. Lincoln decided upon were to initiate an advisory board and piecework pay. The advisory board was set up with employees picking the

What is the right culture to choose for your business? Do you want to be team oriented, innovative, aggressive or outcome oriented? For a business, this decision, of choosing a work culture often dictates unforeseen outcomes. But why choose one? The Lincoln Electric Company decided to use many of the of the seven work culture profiles to create their own unique business culture. It will be the goal of this essay to understand the seven different work cultures and discover which work culture the Lincoln Electric Company resembles best. The seven different work cultures that will be reviewed are innovative, aggressive, outcome oriented, stable, people oriented, team oriented and detail oriented.

For instance, hours were reduced from to 55 to 50 hours a week. Life insurance was offered to each employee. A welding school was created, which it still exists today. “An employee bonus” was contemplated, but was not accomplished successfully. But until now, the employee bonus remains in the Lincoln management system.

In 1989, Arthur Sharplin produced a case study, Sharplin (1989), outlining the organizational structure and culture of the Lincoln Electric Company. This report will be focused on analyzing Sharplin’s case study to discern aspects of the Lincoln Electric Company’s culture. First, we will discuss John & James Lincoln and their influence on the development of the culture of the company. We will discuss their Christian influence, and how applying the golden rule of doing to others as you would have them do to you, helped them shape their company. Additionally, we will discuss the company performance appraisal system, the way people communicate in the company, the merit pay plan, the bonus plan, and finally, the management style. After