Name : Ananda Endra Pratama
ID : 2511011089

Management Department

1. Organizational change is the process by which companies adapt their structure, strategies, technology, or culture to remain relevant. Today, change is mainly driven by forces such as rapid technological progress, globalization, stronger competition, shifting customer demands, and external crises that require quick adaptation.

2. Managers apply three main innovation strategies: exploration (searching for and experimenting with new ideas), cooperation (working across departments and with external partners), and entrepreneurship (encouraging employees to act like entrepreneurs within the organization).

3. Innovation is supported by tools such as creativity for idea generation, idea incubators to test concepts, horizontal linkages to enhance collaboration, open innovation to involve outside expertise, idea champions to push initiatives, and new-venture teams dedicated to turning ideas into products or services.

4. Changes in people and culture are essential because strategies and technologies only succeed if employees accept and support them. Culture shapes mindset, reduces resistance, and creates openness, making adaptation sustainable.

5. Organization Development (OD) is a planned, science-based approach to improving organizational effectiveness and health, while large group interventions involve many stakeholders at once to align visions, solve problems collectively, and build strong commitment to change.

Name: Ananda Endra Pratama

NPM  : 2511011089

Management Department

1.Globalization, digitalization, and supply chain integration are driving a borderless world where goods, capital, ideas, and talent move across borders with fewer barriers,but this opportunities creates a challenges like Handling cross cultural communication and cybersecurity and property risks

2.Businesses expand internationally through various approaches
a. Exporting,selling goods to another country
b. Licensing & Franchising – local partner takes responsibility (common in services)
c. E commerce platform,online platform for trading activity
d. Joint Ventures/Strategic Alliances – sharing risk and knowledge

3.International management is the process of running business operations across multiple countries, which makes it more complex than domestic management. Unlike domestic management that deals with one culture, one legal system, and one currency, international management must handle diverse cultures, different laws and politics, and multiple currencies with exchange rate risks. It also requires managing multicultural teams and balancing global strategies with local needs. For example, a local café in Jakarta only focuses on Indonesian customers and laws, while Starbucks adapts its menu for each country but still maintains its global brand.

4.Business operations are affected by differences in economic, sociocultural, and legal-political environments across countries. Economically, factors like income levels, currency stability, and infrastructure shape how companies price, produce, and deliver their goods. Sociocultural differences such as values, language, religion, and consumer preferences require firms to adapt products and management styles to local cultures. Legally and politically, variations in regulations, trade barriers, government stability, and corruption can create risks or opportunities. For example, a company like McDonald’s must adjust menus for cultural and religious reasons, while also complying with each country’s laws and economic conditions

5.Regional trading alliances are agreements between countries to reduce trade barriers and increase cooperation, such as the EU, USMCA, ASEAN, and Mercosur. They reshape international business by making trade cheaper and easier, giving companies access to larger markets, and encouraging efficiency and innovation through stronger competition. These alliances also attract foreign investment since they provide more stable and predictable trade conditions. However, they can create disadvantages for countries outside the bloc and may face challenges, like Brexit in the EU. For example, Toyota benefits from ASEAN trade rules to sell cars across Southeast Asia with fewer tariffs.

6.A multinational corporation (MNC) is a company that operates in more than one country, managing production or delivering services across borders. MNCs usually have global brand recognition, large resources, and the ability to transfer knowledge, technology, and capital internationally. They often balance central control from headquarters with local adaptation to meet the needs of each market. While they bring benefits like jobs and investment to host countries, they can also dominate local markets. Examples of MNCs include companies like Coca-Cola, Unilever, and Samsung

7.Cultural intelligence (CQ) is the ability to understand and adapt to different cultural contexts when working with people from other countries. It is important for managers because it helps them communicate effectively, avoid misunderstandings, and build good relationships in foreign environments. Managers with high CQ can adjust their leadership style, negotiate successfully, and motivate employees from diverse backgrounds. For example, an expatriate manager working in Japan needs cultural intelligence to respect local traditions and workplace norms while still leading effectively