Before the widespread use of computers, managers could not make full use of large amounts of valuable information about a company’s activities. The information either reached managers too late or was too expensive to be used. Today, managers are facing a wide range of data processing (数据处理) and information instruments. In place of a few financial controls, managers can draw on computer-based information systems to control activities in every area of their company. On any kind of performance measures, the information provided by these systems helps managers compare standards with actual results, find out problems, and take action before it is too late to make changes.
The introduction of computerized information system has sharply changed management control in many companies. Even a neighborhood shopkeeper may now use computers to control sales, billing, and other activities. In large companies, electronic data processing systems monitor entire projects and s
A. They couldn't made full use of the valuable information about a company's activities.
B. They .had to spend a lot of money getting the information.
C. The information didn't reach them.
D. They are facing a wide range of data processing and information instruments.
Text 2
If sustainable competitive advantage depends on workforce skills, American firms have a problem. Human resource management is not traditionally seen as central to the competitive survival of the firm in the United States. Skill acquistion is considered an individual responsibility. Labour is simply another factor of production to be rented at the lowest possible cost much as one buys raw materials or equipment.
The lack of importance attached to human resource management can be seen in the corporate hierarchy. In an American firm the chief financial officer is almost always second in command. The post of head of human-resource management is usually a specialized job, off at the edge of the corporate hierarchy. The executive who holds it is never consulted on major strategic decisions and has no chance to move up to Chief Executive Officer (CEO). By way of contrast, in Japan the head of human-resource management is central, usually the second most imp
A. the introduction of new technologies.
B. the improvement of workers' basic skills.
C. the composition of professional and managerial employees.
D. the attachment of importance to the bottom half of the employees.
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