2511031071, Accounting Department

1. Organizational change is the adoption of new ideas, behaviors, or processes by an organization to adapt to its environment. This change is driven by technology, global competition, customer expectations, government regulations, and social as well as economic shifts.

2. The three innovation strategies managers use to change products and technologies are exploration, which focuses on research, creativity, and experimentation, cooperation, which builds collaboration across departments and with external partners, and entrepreneurship, which encourages individuals or teams to become champions of new ideas and create new ventures inside the organization.

3. Creativity provides the spark for fresh ideas. Idea incubators create a safe space where these ideas can be nurtured. Horizontal linkages connect departments so that innovation flows quickly and becomes more integrated. Open innovation brings in ideas from the outside and enriches the process. Idea champions push and defend new ideas until they are accepted, and new venture teams are formed to focus completely on developing and testing innovations so they are ready for implementation.

4. Changes in people and culture are critical because strategies and technologies only work when people’s attitudes, behaviors, and values also change. Culture shapes how individuals respond to change. Without a shift in culture, even the best innovations will not last or succeed.

5. Organization development is a planned process that uses knowledge of human behavior to improve effectiveness by changing systems, culture, and people. Large group interventions are a method within this approach that brings many members of the organization together in big meetings to build a shared vision, solve problems, and plan change collectively.

Lucky Gany Rizky
2511031071

1. Globalization removes many barriers for trade, investment, and communication. Managers now face stronger world competition, fast technology changes, cultural and language differences, and also different ethics or business rules in each country.

2. Companies enter foreign markets in different ways: exporting products, giving licenses or franchises to local firms, making joint ventures or alliances to share risk, building or buying subsidiaries with full ownership, or using contract manufacturing by hiring local producers.

3. International management means running business across many countries. It is harder than domestic management because managers must deal with different cultures, laws, politics, currencies, and consumer behaviors at the same time.

4. Economic differences like income and stability affect demand and investment. Sociocultural differences such as language, religion, and lifestyle shape how products are sold and how people work. Legal and political systems, including regulations, taxes, and risks, strongly affect how business operates.

5. Regional trading alliances such as the EU, ASEAN, or NAFTA/USMCA reduce trade barriers and open larger markets. They set common rules, allow easier movement of goods and sometimes people, and create stronger competition between companies.

6. A multinational corporation is a company that works in many countries but usually has one main headquarters. It has big resources, global brands, many foreign subsidiaries, and can transfer money, technology, and people across borders.

7. Cultural intelligence is the ability to understand and adapt to other cultures. Managers need this to communicate clearly, avoid mistakes, build trust in negotiation, and manage diverse teams effectively.