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Abraham Lincoln the Liberator
Abraham lincoln 2nd inaug
Abraham lincoln 2nd inaug
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The Lincoln Electric Company (LEC) was the world's largest manufacturer of welding machines and electrodes. It was established the company in 1906 by John Lincoln. LEC employed 2,400 workers in two U.S. factories near Cleveland and approximately 600 in three factories located in other countries. However, this did not include the field sales force of more than 200 people. Lincoln's estimated market share was more than forty percent. John concentrated on innovation and invention i.e. looking after R & D work of the company and his brother James was responsible for running the management of the company. As we know that a company’s culture, particularly during its early years, is greatly a reflection of the personality, background, and values of its founder or founders, as well as their vision for the future of the organization. When entrepreneurs establish their own businesses, the way they want to do business determines the Organization’s rules, the structure, and performance evaluation in the company and the people they hire to work with them. This is very much evident in the case o...
Each organization big or small has its own values, ways of doing things and assumption that it operates in. The principles and ethics that exist in each of these companies are the baseline through which the company operates its affairs. This is what can be called as that organization’s culture. The culture in existence has an impact on the productivity, effectiveness and efficiency (Keyton, 2011). The basis of setting the most appropriate culture of a company is not only to move or increase the profitability but also to make the stakeholders happy and satisfied. One aspect of that is the employee or the human resource the firm who put their expertise in the firm and add a bit of creativity and innovativeness to move the products. Chick-Fil-A operates in a competitive industry thus it requires all the stakeholders.
Lincoln Electric Company has a very distinguished culture, after my readings over the case study it is clear that the strong culture they have prominently reflects their success.
Another characteristic that makes Lincoln Company unlike many others is the capital invested in research, development and advertising: extremely low. Also, according to the information gathered through my reading, their share of the market has been thirty and forty percent for many years and the welding products market has grown faster than the level of industry in general.
When an organization decides that it needs to be the best in the world that organization hunts for the best employees the world has to offer in order to get the job done. The organization knows it will require a good set of guidelines to maintain a high standard of excellence as well as qualified employees that are willing to abide by these guidelines. The organization will need good leadership to help the employees see the vision the organization is setting forth; the leaders will need qualified managers that will encourage the dream. This is the normal process for just about any business and in most cases the business will make good of its goal. It is the success of an organization that makes the rest of the world, the consumer, view it in a manner that gives the organization a solid foundation and respect. The respect earned by a successful organization isn’t gained by the products they produce alone, but other factors that consumers can relate too. Those hidden qualities of humanity, whether it’s feeding the hungry or benefiting the need of science to find a cure for Aids, is the forefront of the organizations success in building a strong link to culture. How does culture fit into the design of an organization, what purpose does it serve? Does an organization need the fundamentals of culture to become successful? This paper will examine the organizational culture of such a company, Verizon. The paper will discuss the responsibilities of leadership in creating a healthy organizational culture, the roles managers and leaders play as well as the four functions of management; planning, organizing, leading, and controlling as it relates to the support of the organizations culture....
A successful organization requires a strong team who share the same core values. It is common knowledge that we, as humans, each have our own unique personalities. An individual’s personality can either add to positive organizational culture, or detract from it. By definition, organizational culture is, “A system of shared assumptions, values, and beliefs showing people what is appropriate and inappropriate behavior,” (Principles Of Business Management, p. 184). Management must set an example of what they expect from the overall organizational culture, and maintain what works for the company without losing sight of the mission or vision. A good model and example of a successful business, due to a positive culture and strong management, is the
The Lincoln Electric Company is the world’s largest manufacturer of arc welding products and a leading producer of industrial electric motors. Their key competency is achieving higher worker productivity. Every year the company has seen high profits and bonuses. Employee morale and productivity remains very good and employees are very loyal to the company. The company also puts customers goals as top priority.
Business organizations are equipped with internal structures, which are used to steer organizations in the right direction; these structures are the cultures of the organization. According to Daft, “organizational cultures are the beliefs, understandings, and customs which are shared and practiced among employees within an organization” (Daft, 2012, pg. 78). Organizational cultures, are not without entrenched pragmatic ethical values; cultures are erected in direct response to the ob...
History has a strong presence in the current world and as much as the world has changed and evolved many things remain the same. Many traditions and customs reverberate through decades and are carried on by individuals who honor and uphold their predecessor’s beliefs and fundamental rules. One such company is Lincoln Electric Company, founded in the late eighteen hundred by John C Lincoln it has manufactured original designed electric motors. Since its establishment it has maintained a leading status in the employment sector with low employee turnover, the only exception being retirement. It has continuously been ranked the best company to work for and many competitive and non-competitive companies look toward Lincoln Electric to model the
As we learn from the case study, the Lincoln Electric Company is the largest global manufacturer of machines for welding, which are used in all kinds of construction projects. This means that the company has a large global presence and many employees, so its culture affects thousands of its workers. Even though it is now 2014, the company still has a large market share and very satisfied employees, so clearly the culture leaves employees satisfied and motivates them to work hard for the company.
...the Second World War in an effort to maximize America’s mechanical output and help win the war, Lincoln gave away proprietary information to competing companies.. This cost the company competitive advantage, and in turn profits, for several years after the war, but based on their skills and adaptability, they were able to out stripe the competition soon after. We are also told that Lincoln Electric will not fire an employee, which allows the workers to embrace change and progress, even if it means they will incur a short-term downturn in productivity. Upon some further reading, we were able to see that Lincoln electric came upon hard times in the 1980s, and lost 40% of its sales. Even in this time of hardship, they stuck to their promise of not firing an employee, and today they have regained all of their lost ground and are extremely profitable and productive.
The company culture is vital to any organization and should include putting both customers and employees first, as suggested in the concept of “people-centered” organizations. These organizations often have a set of values and practices they follow. Although I have worked for companies that list similar values and practices, the fault lies in little to no action, training, or reinf...
The company was started by John C. Lincoln, who was later joined by his younger brother, James F. Lincoln, who served the company in the capacity of General Manager and Vice President and who introduced certain values to the company that are still part of its culture today. The Lincoln Electric Company Advisory
Corporate culture is the shared values and meanings that members hold in common and that are practiced by an organization’s leaders. Corporate culture is a powerful force that affects individuals in very real ways. In this paper I will explain the concept of corporate culture, apply the concept towards my employer, and analyze the validity of this concept. Research As Sackmann's Iceberg model demonstrates, culture is a series of visible and invisible characteristics that influence the behavior of members of organizations. Organizational and corporate cultures are formal and informal. They can be studied by observation, by listening and interacting with people in the culture, by reading what the company says about its own culture, by understanding career path progressions, and by observing stories about the company. As R. Solomon stated, “Corporate culture is related to ethics through the values and leadership styles that the leaders practice; the company model, the rituals and symbols that organizations value, and the way organizational executives and members communicate among themselves and with stakeholders. As a culture, the corporation defines not only jobs and roles; it also sets goals and establishes what counts as success” (Solomon, 1997, p.138). Corporate values are used to define corporate culture and drive operations found in “strong” corporate cultures. Boeing, Johnson & Johnson, and Bonar Group, the engineering firm I work for, all exemplify “strong” cultures. They all have a shared philosophy, they value the importance of people, they all have heroes that symbolize the success of the company, and they celebrate rituals, which provide opportunities for caring and sharing, for developing a spiri...
..., expectations, values, norms and work routines that influence the ways in which teams interact with one another and cooperate to achieve organizational goals also has an effect on the performance of an institution. Some companies instate formal relations and are unyielding, while some have informal rule and are flexible. Several institutions have a serious policy and prefer to create predictable innovations with decisions made top-down, while others encourage serendipitous actions and creative innovations, and decisions are made bottom-up. As Benjamin Schneider explains, this culture is created because founders of firms tend to hire employees whose personalities are similar to their own. Thus, the terminal and instrumental values of the founder will eventually have a mark on the organization and signify what the business and its employees are trying to accomplish.
Corporate culture can help to bind together members of the team as they internalize the values of the particular corporate culture. Individuals entering the enterprise for the first time are initiated into the culture in various ways, sometimes through a deliberate programmed of induction, and persuaded to identify with this culture which then influences their behavior. As a consequence, all will act in the desired way regardless of and in the absence of any sanction or incentive. In an ideal world neither incentive nor sanction are needed. Strictly speaking, neither is necessary in an enterprise with a strong corporate culture. Clearly it is not just a matter of any behavior. In an ideal world, the culture should encourage: • strategic thinking at every level of the organization • employees to be entrepreneurial, not just managerial • creativity rather than simply carrying out instructions • a cooperative effort to formulate and implement the strategy.