Group work

1. Đinh Thị Huyền Oanh

2. Bùi Thị Mai Hương
3. Vũ Thị Khánh Huyền
4. Nguyễn Thị Diệu Hương
Case 3 VIGNETTE 3.1 “Glue Technology” in Action
1. What is HR’s role in developing glue technology? 
Developing glue technology is the process of integrating and connecting the
capabilities of an organization progressively, to achieve its objectives. The concept of
glue technology was introduced by Prof. Paul Evans in the year 1991. As firms grow
and expand to new markets and diversify into several product lines, the organization
structure gets complex.
-In the 1990s, Teva undertook an internationalization strategy through acquisitions,
HR  people at  Teva were the first to make contact with the acquired organizations.
-  post-merger implementation focuses mainly on cultural integration, with specific
attention to talent management, retention, and adaptation to local cultures=> Teva's
vision
- HR economic issues revolve around developing a working plan budget (focusing on
planning, controlling, and compensation), alignment of HR worldwide working plans
(with an emphasis on cost differentials), and monthly tracking of labor costs and
number of employees. Teva has a track record of a variance between HR plan and
actual of less than 1%.
=> While there is a focus on HR metrics at the global level, Teva’s corporate culture
is strongly decentralized, focused on lateral services rather than functional silos and
hierarchies, devoid of written policies, and embedded in a dynamic Israeli
management style, "policy guidelines",
=>Now they attribute much of Teva’s business success to the flexibility of the
organizational structure. Another example of lateral services is the establishment of
Shared Service Centers (SSC) as part of HR’s organizational structure. 
They  are  intended  to  integrate  training  and  development  activities,  push 
strategy-derived issues, and provide some of the “glue technology.” At the HR
professional level, the global HR team  (made  up  of  country  HR  managers)  meets 
face-to-face regularly and  works virtually on lateral projects

2. What does it mean for Teva to be an Israeli global company?

In functional organizations,  the culture is such that questions are directed to the
responsible for the function.  At  Teva,  Israeli management asks the same question
from everyone. Unlike in France or the U.S., where managers respect the domain of
responsibility, Teva management crosses information from different sources to enrich
the response.

Remaining an Israeli company despite its rapid growth is very important to Teva.
There may be a sense of loss in  Israel as the company grows from a  domestic
company to a  major global company  What it means to be a  global  Israeli company
is much clearer in Teva Israel than in the company’s operations around the world.
From an  Israeli perspective,  Teva is the crown jewel of corporate success in a 
competitive global business environment. About HR, they are the most advanced and
a best practice to be emulated by other Israeli companies. Being a global Israel
company is also part of the company’s strategic vision with important HR
implications.