Joyce Natasya
2511011015
Management Department

1. Define organizational change and explain the forces driving innovation and change in today’s organizations.
Organizational change is the adoption of a new idea or behavior by an organization. It can be changes in technology, products, structure, or people.
Forces driving change today include:
Globalization (competition and collaboration worldwide).
Technological advances (digital tools, AI, automation).
Economic shifts (recession, inflation, global markets).
Changing workforce (diversity, younger generations, skills needed).
Social trends and customer expectations (sustainability, customization).
Regulations and government policies that push organizations to adapt.

2. Identify the three innovation strategies managers implement for changing products and technologies.
Managers typically use three innovation strategies:
Exploration – search for new knowledge, new ideas, and breakthrough innovations.
Cooperation – using internal and external coordination (partnerships, teamwork, alliances) to support innovation.
Entrepreneurship – turning new ideas into business opportunities, often through new-venture teams and champions.

3. Explain the value of creativity, idea incubators, horizontal linkages, open innovation, idea champions, and new-venture teams for innovation.
Creativity: the spark of new ideas; the starting point for innovation.
Idea incubators: small units where employees can experiment with ideas in a safe environment.
Horizontal linkages: collaboration across departments; reduces silos and helps ideas spread.
Open innovation: bringing in ideas and solutions from outside partners (customers, suppliers, universities).
Idea champions: passionate people who push, promote, and protect new ideas until they succeed.
New-venture teams: small groups that focus only on developing new products or businesses, separate from routine work.
Each of these increases the chances that innovative ideas survive and turn into real organizational results.

4. Why changes in people and culture are critical to any change process?
Technology and structure can be redesigned easily, but people and culture determine whether change succeeds or fails.
Employees must develop new mindsets, skills, and behaviors to match the new goals.
Culture provides shared values and norms; if the culture resists, change will be blocked.
Successful change requires addressing resistance, building trust, and aligning culture with the new direction.

5. Define organization development (OD) and large group interventions.
Organization Development (OD): A planned, systematic process of change that uses behavioral science knowledge to improve an organization’s health and effectiveness. OD focuses on human and social aspects of change (teamwork, communication, leadership, trust).
Large Group Interventions: A method within OD that brings together a large group of stakeholders (sometimes hundreds of people) to discuss problems and opportunities, build shared understanding, and agree on a common direction. This increases commitment and speed of change.

Joyce Natasya from management, 2511011015

1. Globalization is making the world more connected, such are trade, communication, and travel are easier across countries. Companies can sell, buy, and invest across countries. The Issues for managers is competition from global firms, cultural differences, ethical standards, and changes in international laws.

2. strategies to develop foreign markets are:
-Exporting: selling goods produced at home.
-Outsourcing: using foreign suppliers for goods/services.
Licensing – giving another company rights to produce/use products.
-Franchising: allowing another firm to use the brand and business model.
-Joint ventures: partnership with a local firm.
Wholly owned subsidiary – building or buying full ownership of operations abroad.

3. International management: managing business operations in worldwide or more than one country.
The difference is international managers must deal with cultural differences, foreign laws, global competition, currency exchange, and political risks, while domestic management focuses mainly on their own countries issue or local issues.

4. Economic: some countries are rich, others poor, affecting consumer demand and cost of doing business.
Sociocultural: traditions, language, religion, and customs can change how products are accepted.
Legal-political: different laws, government stability, and trade rules can create risks or opportunities.

5. Some countries make groups to trade more easily with each other. They agree to lower or remove taxes (tariffs) and rules so goods, services, and investments can move more freely.
Examples: European Union (EU), NAFTA/USMCA, ASEAN.
This makes the market bigger, gives businesses more customers, and also increases competition.

6. Characteristics of a Multinational Corporation (MNC)
-Operates in multiple countries.
-Has headquarters in one country but branches worldwide.
-Standardizes some practices but adapts to local markets.
-Moves resources, technology, and knowledge across borders.

7. Cultural intelligence is the ability to understand and adapt to different cultures. its necesarry for managers because it helps them work effectively with employees, customers, and partners from other cultures, avoid misunderstandings, and build trust in global operations.