Management According to CollinsIn his book, From Good to Great, Jim Collins offers a detailed comparison between companies that are able to continuously excel in their field and companies that are mediocre or prodigious. Through research his team was able to find distinct characteristics related to leadership, planning or purpose, human and technological resources, and discipline that differentiate large businesses from ordinary ones. Some of the main ideas that Collins focuses on are the Level 5 leader, the hedgehog concept, and the culture of discipline, which combine to transform a merely good business into one that has long-term cumulative returns far exceeding those of the market . (8). These ideas are what form Collins' management model based on their application to planning, organizing, leadership and control, many of which have connections to the theories of earlier authors such as Deming, Anderson and Stack. Like some of these authors, Collins' model is based on a transformation, however his transformation is not based on a fast-acting catalyst, but instead focuses on finding the right product, understanding it and then creating momentum around it that will eventually take over. top company. Once a company becomes large, Collins describes how some aspects of the company must remain the same, particularly the discipline towards the company's planned focus, while others, such as strategy and operational practices, must adapt to changes ( 197). The method The research method used by Jim Collin and his team was based first on finding the right companies and then on recording not only what they observed but also external documents and articles written about the company...... half paper ..... .right things eliminating the wrong ones (140). Throughout his book, Collins shows us that when all these different management functions are applied, the success of the company should be set in motion. It also shows that as long as the company continues to do what makes it successful, it will gain momentum until it becomes big. Once the company becomes large, it should be very easy to keep it that way as long as the disciplined culture continues to focus the company's energies. However, most of this depends on the leaders within the company and whether or not they are willing to apply the concepts in this book and become level five leaders, who are successful for the company as a whole and not just for themselves. Works CitedCollins, Jim . From good to great: why some companies make the leap and others don't. New York: HarperCollins, 2001.