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Lincoln Electric

John C. Lincoln is the creator of Lincoln Electric, which was established in 1895. He formerly had been working for the Elliot-Lincoln Corporation who was a manufacturer of Lincoln’s electric motors, but for the period of the Great Depression the group had mislaid so much that he was enforced to quit.

Lincoln Electric Corporation experienced fast increase in net profits and on the whole sales. Despite the fact that it was a small corporation, Lincoln Electric was able to achieve outstanding success by taking over the welding market by placing his focal point on reducing expenses and increasing excellence. These objectives were accomplished by motivating employees with an inventive monetary motivation program.

The monetary incentives and the lack of restrictions from micromanagement were much more imperative. Another reason for Lincoln’s success is that there were many separated control arrangements. Responsibilities are distinct and individual workers go above firm performance objectives to get the highest award.

The internationalization thrust of the 1980’s and early 1990’s failed because Lincoln did not think about several aspects such as appointing advisors and managers with particular knowledge before going worldwide. He initially remunerated for the worldwide failures by preserving strong domestic returns; the crisis presented itself evidently when a combination of tremendous losses in US marketplace occured and these failures forced Lincoln to shut four of its plants out of eleven in 1994.

Although demanding, the work environment for Lincoln in Indonesia was observed as favorable, despite the paucity in the organization of the promoted system competition. Competition was an essential basis of employee performance improvement. Lincoln pursued a decentralized loom to organization because the cooperation has a culture that is found on faith and individualism.

In the case of chain command, the power is kept by the administrators and the senior managers but in this case, Lincoln shared his power with the workers. He also has no dismissal guidelines. The nature of the management system was putting up a scheme that would remunerate the most effective and competent workers with big financial levers. This kind of incentive system should be retained.

The investment in Indonesia should be owned as a joint venture mostly for the reason of their incentive structure, as it is the most vital aspect for their competitiveness. Neighboring establishments should be given the command to supervise the business enterprise as they would have superior understanding of local environment.

Lincoln self-governing thoughts about human incentive, which shaped the foundation of Electric’s organization system and incentive rewards, enabled him to develop and flourish for so long in such a complex commodity business that drove out other giants such as General Electric. The incentive running at Lincoln Electric is extremely well-planned. Lincoln’s incentive plan and inventive administration open door strategy approach held a well-built background that encouraged every single worker to generate and innovate.

According to Lincoln Electric’s, the company model can be continued in a period of development. Although the corporation expands, new and the multifaceted problems may hinder Lincoln Electric’s corporation culture and monetary incentive; its systems which shape the groundwork of the organization and incentive rewards enable success during the hard times. The nature of the company’s management system is able to withstand the hard effectiveness and most competent trial with big financial levers.