[单项选择]

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 second most important executiv
A. He is one of the most important executives of the firm
B. His position is likely to disappear when new technologies have been introduced
C. He has no saying in making important decisions of the firm
D. He is directly under the chief financial executive

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 second most important executiv
A. They hire people with the least possible money regardless of their skills
B. They see skill gaining as their employees’ own business
C. They prefer to hire self-trained workers
D. They only hire skilled workers because of keen employment competition

If sustainable competitive advantage depends on work-force 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 acquisition is considered an individual responsibility. Labor is simply another factor of production to be hired—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 import
A. workers’ skill string
B. the lack of money
C. the way of training workers
D. ignorance to human-resource management