Jim Collins Is an American Research Paper

Collins further suggests that "you can't manufacture passion or 'motivate' people to feel passionate. You can only discover what ignites your passion and the passions of those around you" (Farias, 41).

Jim Collins also suggests that before searching for strategy and vision to make a great enterprise, one first look for the people who will make it a great enterprise, he claims "The ultimate throttle on growth for any great company is not markets, or technology, or competition, or products. It is one thing above all others: the ability to get and keep enough of the right people" (McCleave; Gale, 124).

Jim Collins further emphasizes on the value of ethics and principles by stating that the old adage "People are your most important asset" is hugely wrong. He laments that people are not assets, only the right people are the most important assets, wrong ones are the burden and it would be beneficial to get rid of the wrong ones. Furthermore, he also laments that compensation or rewards cannot change the wrong people to be the right ones stating "the purpose of a compensation system should not be to get the right behaviors from the wrong people, but to get the right people on the bus in the first place, and to keep them there" (Chanda; Krishna; Shen, 329)

Collins also suggest that the motivation behind doing something great cannot be the benefits that will be obtained by doing that, rather the motivation can only be the fact that it can be done to achieve the levels of greatness. About motivation, he says "you can't manufacture passion or 'motivate' people to feel passionate. You can only discover what ignites your passion and the passions of those around you." (Farias, 41) He suggest that a right person is not because he is skilled, nor his specific knowledge or vast experience can make him the right person, the right person on the other hand has more to do with the character and the innate capabilities of the person. Again, Jim Collins suggests that strong ethics and rational characters only can achieve or make it possible for a company to achieve greatness.

The book is an eye-opener in many ways and in the present scenario of worldwide depression, where the countries and large enterprises around the world are suffering economical pressures, the book again can prove to be a good guide for enterprises and the entrepreneurs to guide themselves towards sustainability and stand alone against all the odds with ethical strength and determinant principles and values that makes a work, an enterprise of any size be it small medium or large as great, able to stand alive against all tumultuous tests of time.

References

Bryant, Adam. For This Guru, No Question is Too Big. The New York Times, May 23,

2009. p. A4.

Chanda, B. a; Krishna, Sivarama; Shen, Jie. Strategic Human Resource Technologies:

Keys to Managing People. Sage Publications.

Collins, Jim. Good to Great: Why Some Companies Make the Leap... And Others Don't.

HarperCollins Publishers Inc.: New York. 2001.

Farias, Mark. Breathing Fire: Leading on the Front Lines. Aardvardk Global Publishing.

2008.

Hossli, Peter. Steve Jobs is an Industrial Beethoven. 2 March, 2009.



Laabs, Jennifer. Mixing Business with Passion, Workforce, vol. 79, no. 3, March 2000,

pp: 7-8.

McCleave, William R; Gale, Thomas P. Stand Out From the Competition: Four

Pathways to Differentiate Your Distribution Company. National Association of Wholesaler Distributors. 2003.

N.A. About Jim. 2010.



Reingold, Jennifer. Jim Collins: How Great Companies Turn Crisis into Opportunity in

Troubled Times a Business Needs Enduring Values, the Best Talent and an Ability to "Zoom Out" and See Past the Chaos in Front of it. Public Management, vol. 91, no. 6, July, 2009, pp: 14-16.

Steve, a. Taking a Fresh Lead; in the First of…