Definition: Organizational change is the adoption of a new idea or behavior by an organization .
Forces driving change include globalization, rapidly changing technologies, shifting markets and competition, new customer demands, workforce diversity, and societal/economic pressures .
2.
Daft identifies three key strategies: 
- Exploration – creating conditions that encourage creativity, experimentation, and idea generation (creativity, experimentation, idea incubators).
- Cooperation – building systems for internal & external collaboration (horizontal linkages, customer/partner involvement, open innovation).
- Entrepreneurship – ensuring new ideas are implemented (idea champions, new-venture teams, skunkworks, new-venture funds).
3.
- Creativity: first step in innovation—generating novel ideas.
- Idea incubators: safe environments within organizations for nurturing ideas.
- Horizontal linkages: coordination across departments for faster innovation.
- Open innovation: using external sources (partners, customers, even competitors) to bring in new ideas.
- Idea champions: passionate advocates who push new ideas despite resistance.
- New-venture teams: groups formed to develop and implement innovations; sometimes supported by skunkworks or new-venture funds.
4.
- All successful change involves shifts in people and culture—especially employees’ mind-sets, values, and behaviors .
- People change can involve training individuals; culture change involves reshaping the whole organization’s values.
- Managers often report this is the most difficult type of change, but it’s essential because strategies or systems fail if employees resist.
- Tools: training and development, and organization development (OD) help shift culture .
5.
- Organization Development (OD): a planned, systematic process using behavioral science techniques to improve organizational health, adaptability, internal relationships, and problem-solving .
- Large-group interventions: OD methods that bring together stakeholders (sometimes hundreds of people) to share ideas, align values, and plan change collectively. These build shared commitment and reduce resistance .

Muhammad Zahron Zada Hukama 2551021005 Economic Development

1.Cultural diffrences, Ethics & responsibility, Economic & political risks, Diverse workforce, Technology, Sustainability, Legal compliance

2. Exporting – sell products abroad, low risk, low control.
Licensing – allow foreign firms to use brand/tech.
Franchising – transfer full business model (e.g., McDonald’s).
Joint Venture/Alliance – partner with local firms, share risk.
Wholly Owned Subsidiary – set up/buy company abroad, high control & cost.
Contract Manufacturing – outsource production overseas.
Turnkey Projects – build & hand over facilities to clients.
3. International management is broader and more complex than domestic management because it must handle cross-border differences in culture, law, politics, and economy.
4. Economic conditions affect costs & demand, sociocultural factors affect marketing & management, and legal-political systems affect rules & risks.
5. Regional trading alliances reshape international business by expanding markets, intensifying competition, reducing barriers, and forcing firms to adapt strategies.
6. An MNC is a large company with operations in multiple countries, centralized control, global strategies, and the ability to adapt to local markets.
7. Cultural intelligence is crucial for managers abroad because it helps them communicate, lead, and make decisions effectively in diverse cultural environments.