Name : Aditya eka rahmadani
2511011081
Management Department
1. Organizational change is the process of altering an organization’s structures, processes, strategies, or culture to adapt to internal and external demands and improve overall effectiveness.Forces driving innovation include:Technological advances that,Market competition,Globalization,Social, demographic, and regulatory changes ,and Organizational culture
2. A. Exploration
Focuses on generating new ideas, experimenting, and encouraging creativity to develop breakthrough products or technologies.

B. Cooperation
Involves collaboration among departments, suppliers, customers, and external partners to share knowledge and speed up innovation.

C. Innovation Roles
Assigns specific individuals or teams (such as idea champions or new venture teams) to take responsibility for driving and implementing innovative projects.
3. A. Creativity
Creativity is the ability to generate original and useful ideas. It is the foundation of innovation because new products, services, and solutions begin with creative thinking.

B. Idea Incubators
Idea incubators provide a safe environment within the organization where employees can develop and refine new ideas without immediate pressure from routine operations.

C. Horizontal Linkages
Horizontal linkages encourage collaboration and communication across different departments or units, allowing faster sharing of knowledge and smoother coordination for innovative projects.

D. Open Innovation
Open innovation involves seeking and integrating ideas from external sources—such as customers, universities, or startups—to complement internal research and speed up innovation.

E. Idea Champions
Idea champions are individuals who passionately support, promote, and drive an innovative idea through resistance until it gains acceptance and is implemented.

F. New-Venture Teams
New-venture teams are specialized groups formed to focus on developing and launching new products or technologies, ensuring dedicated resources and expertise for innovation efforts.
4. Changes in people and culture are critical because they determine how employees think, behave, and respond to any transformation within an organization. Even if new strategies, technologies, or structures are introduced, change will not succeed unless the people involved are willing and able to adapt.
5.Organization Development (OD) is a planned, systematic process aimed at improving an organization’s effectiveness, health, and ability to adapt to change. It focuses on enhancing the organization’s culture, structure, processes, and employee relationships through interventions such as training, team-building, and leadership development. OD emphasizes participation, open communication, and long-term improvement rather than quick, short-term fixes.

Large Group Interventions are OD techniques that bring together a wide range of stakeholders—such as employees, managers, customers, and sometimes even suppliers—in one large meeting or workshop. The goal is to discuss issues, share perspectives, and collaboratively design solutions or strategies for change. These interventions encourage broad participation, improve understanding among different groups, and build commitment to organizational change by involving everyone in the decision-making process.

ADITYA EKA RAHMADANI
2511011081
MANAGEMENT
1. The borderless world referred to is about contemporary globalization. Frequently arising problems such as moral and ethical crises, and work ethics are currently becoming serious challenges for management.
2. Strategies for entering foreign markets include exports and imports, or collaboration. These strategies include relying on good foreign relations, engaging advertising, or adapting to the needs of the people of that country.
3. International management involves overseeing a company's operations in multiple countries, applying management principles across different cultures, legal systems, and economic environments. It differs from domestic management by its broader geographical scope, requiring adaptation to varied national regulations, currency exchange rates, trade barriers, and diverse cultural and consumer behaviors.
4. Differences in economic, sociocultural, and legal-political systems shape how firms design strategies. For example, unstable currencies can distort pricing, cultural taboos may redefine marketing approaches, and restrictive laws can force joint ventures instead of full ownership.
5. Regional trading blocs dismantle internal barriers but create external ones, pushing firms to recalibrate supply chains, adn choose production sites strategically. They transform globalization from a single marketplace into a patchwork of regional areas.
6. A multinational corporation is more than just a big exporter; it is an entity with decision-making spread across borders, production rooted in multiple countries.
7. Cultural intelligence is the ability to read, adapt, and act effectively across unfamiliar value systems. For managers, it is not simply “respecting differences” but decoding subtle cues, navigating ambiguity, and building trust without losing authenticity. Without it, technical expertise may be wasted because the human connection fails.