Jim Collins' "Good to Great" Book Review by DLKeeler

Jim Collins' "Good to Great"
Reviews Jim Collins' book "Good to Great", which describes how companies can go from being just good to truly great companies.
# 152513 | 1,850 words | 4 sources | APA | 2013 | DE
Published on Mar 04, 2013 in Business (Management) , Business (Human Resources) , Philosophy (Epistemology)


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Description:

This paper first explains that, following his previous book "Built to Last", Jim Collins' book "Good to Great" is based on his five-year research project to discover what makes one organization 'just good' and another organization 'great'. Next, the author relates the findings reported in the book, which are patterns of behavior correlated with greatness, their five levels of organizational hierarchy and the methodical planning needed to ensure the remaining success of the organization. The paper concludes that Collins' findings, particularly the self-introspection theory, were in line with other epistemological practitioners, such as Habermas, Thachenkery, and Delanty and Strydom.

Table of Contents:
Abstract
A Look at How Good is Good To Great?
The Research Findings
Collins' Relevancy to Other Philosophers
Conclusion

From the Paper:

"The "great" leaders worked to build their organizations on good people who were placed in the correct job. Each person was placed in a job that he or she was best at and where he or she was most likely to succeed. Additionally, the "great" leader ensured that the people he or she selected were motivated and dedicated to the mission. The employees are given the latitude to do their jobs with few constraints and with the freedom to be creative. According to Collins (2011), this freedom creates a healthy culture and makes the employees more faithful and loyal. The employees will work harder and truly want to see the organization succeed. The combination of employees' competency, dedication, and motivation proved to be a successful formula.
"Another key factor for success was performing introspection of the organization to determine what the organization's true core competencies were. These were not the competencies that the leader thought would be the most valuable in terms of money, but rather those in which the organization was truly able to excel. These were areas where the organization was the best; sometimes these were areas that the organization was not currently engaged. Additionally, the organizations discovered what they were not good at doing."

Sample of Sources Used:

  • Bernstein, R. (1983). Beyond objectivism and relativism: Science, hermeneutics, and praxis. Philadelphia, PA: University of Pennsylvania Press.
  • Collins, J. (2013). Jim Collins--About Jim. Retrieved on January 11, 2013, from http://www.jimcollins.com/about-jim.html.
  • Delanty, G., & Strydom, P. (Eds.). (2003). Philosophies of social science: The classic and contemporary readings. Philadelphia, PA: McGraw-Hill.
  • Thachankery, T. (1999). Affirmation as intervention: The hermeneutics of reframing in organizational change and transformation. Paper presented at the 1999 International Conference of Language in Organizational Change and Transformation, Ohio State University, Columbus, OH.

Cite this Book Review:

APA Format

Jim Collins' "Good to Great" (2013, March 04) Retrieved September 18, 2020, from https://www.academon.com/book-review/jim-collins-good-to-great-152513/

MLA Format

"Jim Collins' "Good to Great"" 04 March 2013. Web. 18 September. 2020. <https://www.academon.com/book-review/jim-collins-good-to-great-152513/>

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