Passage 5
If Sustainable competitive advantage depends on work force skills, American firms have a problem. Human management is not traditionally seen as a central to the competitive survival of the firm in the United States. Skill Acquisition is considered as individual responsibility. Labor is simply another force of production to be hired/rented at the lowest possible cost, which is a must as one buys raw material or equipment.
The lack of importance attached to human resource management can be seen in the corporate pecking order. 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. By way of contrast, in Japan the head of human resource management is central-usually the secon
A. technological and managerial staff
B. workers who will run new equipment
C. workers who lack of basic background skills
D. top executive
Passage 5
If Sustainable competitive advantage depends on work force skills, American firms have a problem. Human management is not traditionally seen as a central to the competitive survival of the firm in the United States. Skill Acquisition is considered as individual responsibility. Labor is simply another force of production to be hired/rented at the lowest possible cost, which is a must as one buys raw material or equipment.
The lack of importance attached to human resource management can be seen in the corporate pecking order. 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. By way of contrast, in Japan the head of human resource management is central-usually the secon
A. New equipment is more expensive in America.
B. American firms don't pay enough attention to on-the-job training of their workers.
C. he decision making process in American fa'ms makes them less responsive to technological changes.
D. The professional staff of American firms are less paid and so less creativ
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. Human-resource management is not considered principal to the survival of American companies.
B. Human-resource management is next to financial management.
C. Gaining of skills is seen as the firms responsibility.
D. Human-resource manager only hired skilled workers.
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