Good to great : (Record no. 1822)

MARC details
000 -LEADER
fixed length control field 03531cam a22003134a 4500
003 - CONTROL NUMBER IDENTIFIER
control field OCoLC
007 - PHYSICAL DESCRIPTION FIXED FIELD--GENERAL INFORMATION
fixed length control field ta
008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION
fixed length control field 200211r20012001nyua b 001 0 eng
010 ## - LIBRARY OF CONGRESS CONTROL NUMBER
LC control number 2001024818
020 ## - INTERNATIONAL STANDARD BOOK NUMBER
International Standard Book Number 9780066620992 (hbk.)
International Standard Book Number 0066620996 (hbk.)
035 ## - SYSTEM CONTROL NUMBER
System control number (OCoLC)46835556
050 ## - LIBRARY OF CONGRESS CALL NUMBER
Classification number HD57.7
Item number .C575 2001a
100 1# - MAIN ENTRY--PERSONAL NAME
Personal name Collins, James C.
Fuller form of name (James Charles),
Dates associated with a name 1958-
245 10 - TITLE STATEMENT
Title Good to great :
Remainder of title why some companies make the leap--and others don't /
Statement of responsibility, etc. Jim Collins.
250 ## - EDITION STATEMENT
Edition statement 1st ed.
260 ## - PUBLICATION, DISTRIBUTION, ETC.
Place of publication, distribution, etc. New York, NY :
Name of publisher, distributor, etc. HarperBusiness,
Date of publication, distribution, etc. c2001.
300 ## - PHYSICAL DESCRIPTION
Extent xii, 300 p. :
Other physical details ill.
500 ## - GENERAL NOTE
General note Reprint. Originally published: Random House, 2001.
504 ## - BIBLIOGRAPHY, ETC. NOTE
Bibliography, etc. note Includes bibliographical references (p. 261-286) and index.
505 0# - FORMATTED CONTENTS NOTE
Formatted contents note Good is the enemy of great -- Level 5 leadership -- First who ... then what -- Confront the brutal facts (yet never lose faith) -- The hedgehog concept (simplicity within the three circles) -- A culture of discipline -- Technology accelerators -- The flywheel and the doom loop -- From good to great to built to last -- Epilogue: Frequently asked questions.
520 ## - SUMMARY, ETC.
Summary, etc. Built to Last showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the very beginning. But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness? For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck. The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good? Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't. The findings of the Good to Great study include: the research team was shocked to discover the type of leadership required to achieve greatness; to go from good to great requires transcending the curse of competence; when you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results; good-to-great companies think differently about the role of technology; and those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap.
650 #4 - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name entry element Leadership.
Topical term or geographic name entry element Strategic planning.
Topical term or geographic name entry element Organizational change.
Topical term or geographic name entry element Technological innovations
General subdivision Management.
942 ## - ADDED ENTRY ELEMENTS (KOHA)
Source of classification or shelving scheme Library of Congress Classification
Koha item type Books
Holdings
Withdrawn status Lost status Damaged status Not for loan Permanent Location Current Location Shelving location Date acquired Full call number Barcode Date last seen Price effective from Koha item type
        Punsarn Library Punsarn Library General Stacks 17/06/2021 HD57.7 .C575 2001a PNLIB21061635 17/06/2021 17/06/2021 Books