主导厂商（ Dominant firm）

跨国公司（Multinational firm）

多产品厂商（Multiproduct firm）

Our firm is with in（）from the airport.

A:thirty minutes’ drive B:adrive of thirty minutes C:driving for thirty minutes D:driving car by thirty minutes

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. Labour 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 important executive, after the CEO, in the firm’s hierarchy.
While American firms often talk about the vast amounts spent on training their work forces, in fact they invest less in the skills of their employees than do either Japanese or German firms. The money they do invest is also more highly concentrated on professional and managerial employees. And the limited investments that are made in training workers are also much more narrowly focused on the specific skills necessary to do the next job rather than on the basic background skills that make it possible to absorb new technologies.
As a result, problems emerge when new breakthrough technologies arrive. If American workers, for example, take much longer to learn how to operate new flexible manufacturing stations than workers in Germany ( as they do), the effective cost of those stations is lower in Germany than it is in the United States. More time is required before equipment is up and running at capacity, and the need for extensive retraining generates costs and creates bottlenecks that limit the speed with which new equipment can be employed. The result is a slower pace of technological change. And in the end the skills of the population affect the wages of the top half. If the bottom half can’t effectively staff the processes that have to be operated, the management and professional jobs that go with these processes will disappear.
What is the position of the head of human resource management in an American fn-m

A:He is one of the most important executives in the firm. B:His post is likely to disappear when new technologies are introduced. C:He is directly under the chief financial executive. D:He has no say in making important decisions in the firm.

Our firm is within ______ from the airport.

A:thirty minutes' drive B:a drive of thirty minutes C:driving for thirty minutes D:driving car by thirty minutes

We are not in a position to offer firm, as the goods are ____.

A:out of stock B:outside in stock C:without stock D:no stock