“The Lincoln Electric Company is the world’s largest manufacturer of welding machines and electrodes”
(Sharplin A., 1989). Since its incipient in the 17th century, the company has survived diverse challenges, and the key towards their success can be vividly linked to various sets of values and beliefs the founders and employees infused into the company’s system of operation - the culture and ethos that governs the workplace’s operational habits of the employees. Evidently, as a result of this, the company is considered as one of the best managed manufacturing companies in the world. Their culture is the source of their strength and success. (Sharplin A., 1989). Most often, as an organization faces internal and external challenges, they learn …show more content…
This undeniably tells us that production was crucial to this company and to ensure or encourage employees to maximise production, incentive were inextricably tied to productivity. This culture survived lot of challenging situations such as the death of James F. Lincoln in 1965. Many were concern, thinking that his dead will tantamount to the end of bonuses. The antithesis were quite true, years after his death the company continued to grow stronger and productivity increased, employees’ morals remained high and bonuses were still at the doorstep of employees. They maintained this culture because is it one aspect that makes the company successful. Within this modus operandi, one can easily notice that the company also implemented another dimension of culture – that is; Outcome-oriented culture. Emphasis were been laid on performance and result. Position was insignificant in the Lincoln Electric Company’s culture. To this extent John C. Lincoln in 1906 preferred being an engineer and inventor instead of practically operating as president or manager, his desire was to see the company performed effectively. (Carpenter, M., et al 2009). “The Lincoln Electric Employees ' Association was formed in 1919 to provide health benefits and social activities for employees.” (Sharplin A., 1989). These are some of the reason why employees turnover is almost zero …show more content…
Researchers argued that employees at organizations with this culture have the tendency to stay 14 months longer than those who do not have it. (Carpenter, M., et al 2009). Not only employees, Lincoln’s people-oriented culture also embodied the satisfaction of their customers. James Lincoln’s attitude towards his customers was profound; he even envisioned them more important than stockholders. He discovered that money needed for company’s expansion is being supplied by the customers; therefore they are the lifeline for the company’s continuity. Building better and better product at a lower and lower price; was his keynote strategy towards his customers. (Sharplin A.,
(Sharplin A., 1989). Since its incipient in the 17th century, the company has survived diverse challenges, and the key towards their success can be vividly linked to various sets of values and beliefs the founders and employees infused into the company’s system of operation - the culture and ethos that governs the workplace’s operational habits of the employees. Evidently, as a result of this, the company is considered as one of the best managed manufacturing companies in the world. Their culture is the source of their strength and success. (Sharplin A., 1989). Most often, as an organization faces internal and external challenges, they learn …show more content…
This undeniably tells us that production was crucial to this company and to ensure or encourage employees to maximise production, incentive were inextricably tied to productivity. This culture survived lot of challenging situations such as the death of James F. Lincoln in 1965. Many were concern, thinking that his dead will tantamount to the end of bonuses. The antithesis were quite true, years after his death the company continued to grow stronger and productivity increased, employees’ morals remained high and bonuses were still at the doorstep of employees. They maintained this culture because is it one aspect that makes the company successful. Within this modus operandi, one can easily notice that the company also implemented another dimension of culture – that is; Outcome-oriented culture. Emphasis were been laid on performance and result. Position was insignificant in the Lincoln Electric Company’s culture. To this extent John C. Lincoln in 1906 preferred being an engineer and inventor instead of practically operating as president or manager, his desire was to see the company performed effectively. (Carpenter, M., et al 2009). “The Lincoln Electric Employees ' Association was formed in 1919 to provide health benefits and social activities for employees.” (Sharplin A., 1989). These are some of the reason why employees turnover is almost zero …show more content…
Researchers argued that employees at organizations with this culture have the tendency to stay 14 months longer than those who do not have it. (Carpenter, M., et al 2009). Not only employees, Lincoln’s people-oriented culture also embodied the satisfaction of their customers. James Lincoln’s attitude towards his customers was profound; he even envisioned them more important than stockholders. He discovered that money needed for company’s expansion is being supplied by the customers; therefore they are the lifeline for the company’s continuity. Building better and better product at a lower and lower price; was his keynote strategy towards his customers. (Sharplin A.,