1. Organizational change is the process of transforming structures, strategies, processes, technologies, or culture to adapt to internal and external pressures. Today, change is driven by forces such as global competition, rapid technological advancements, shifting customer expectations, workforce diversity, economic uncertainty, and environmental/sustainability concerns. These forces push organizations to innovate and remain competitive.

2. Managers typically use three strategies:
- Exploration – searching for new ideas, experimentation, and risk-taking.
- Cooperation – working across departments, with partners, or even competitors to develop innovations.
- Entrepreneurship — fostering creativity and turning new ideas into products, services, or business ventures.

3. Several tools and roles play a crucial part in supporting innovation. Creativity provides fresh ideas that become the foundation for innovation, while idea incubators create safe spaces for employees to test and refine those ideas. Horizontal linkages, which promote collaboration across departments, ensure that knowledge flows quickly within the organization. Open innovation allows companies to bring in ideas from external sources such as customers, universities, or other firms. Idea champions are individuals who strongly advocate for new ideas and push them forward even in the face of resistance. Finally, new-venture teams act like small start-ups within the company, dedicated to turning innovative ideas into reality.

4. Changes in people and culture are critical to any change process because systems and technologies alone cannot ensure success. Employees must be willing to adjust their behaviors, attitudes, and ways of working if the change is to take root. Culture, as the shared set of values and norms within the organization, needs to align with the direction of change. Without cultural support, even well-designed strategies will face resistance and are likely to fail, which is why addressing people and culture is as important as addressing technical or structural issues.

5. - Organization development (OD): A planned, organization-wide effort using behavioral science to improve effectiveness, health, and adaptability. It focuses on human processes like communication, teamwork, and conflict resolution.
- Large group interventions: A change method that brings together people from all parts of the organization (and sometimes external stakeholders) to discuss problems and opportunities, build shared understanding, and design collective solutions. Examples include “future search” or “open space” meetings.

Name : Hanindya Savanda Athayannisa
NPM : 2511031053

The answers of the questions
1. The borderless world is basically globalization, where countries are more connected through trade, technology, and communication. For managers, this creates both opportunities and challenges, such as handling cultural differences, different laws, navigating diverse legal and regulatory systems, managing supply chains that span multiple countries, global competition, and ethical concerns that come with operating internationally.

2. Companies have several ways to enter foreign markets. They might export their products, license or franchise with local partners, create joint ventures, or establish their own subsidiaries. Some also build new facilities from the ground up, while others form strategic alliances to share costs and risks.

3. International management refers to the process of planning, organizing, leading, and controlling business operations that extend beyond national borders. It differs from domestic management in several ways. Managing across countries is more complex because it involves different legal systems, cultural norms, and economic environments. It also brings greater uncertainty, as managers must account for political risks, currency fluctuations, and varying regulations. Unlike domestic operations, international management requires strong cross-cultural communication skills and the ability to coordinate diverse teams across different regions.

4. Differences in the economic, sociocultural, and legal-political environments across countries have a significant impact on business operations. Economic conditions such as income levels, infrastructure, and inflation determine how companies set prices, manage costs, and evaluate market potential. Sociocultural factors, including language, religion, and traditions, shape consumer preferences, marketing strategies, and human resource practices. Legal and political variations, such as government policies, trade regulations, and labor laws, influence how businesses can operate, how much risk they face, and how easily they can compete in foreign markets.

5. Regional trading blocs such as the EU or ASEAN reshape global business by lowering trade barriers and building larger, integrated markets. This makes it easier for companies to expand and reach more customers, but it also intensifies competition since firms from member countries gain easier access to each other’s markets.

6. There are several characteristics of multinational corporatuion, they are :
- Operates in multiple countries.
- Has a centralized head office but decentralized local operations.
-Moves capital, goods, services, and technology across borders.
-Employs a diverse workforce worldwide.
-Seeks efficiency (global integration) and responsiveness (local adaptation).
Examples: Coca-Cola, Toyota, Unilever.

7. Cultural intelligence refers to the ability to understand, adapt to, and work well in different cultural settings. Managers working abroad need it because it helps them communicate more effectively, build trust, prevent conflicts, and adjust their leadership approach to fit local expectations.