1. Organizational change is defined as the adoption of a new idea or behavior by an organization
The forces driving innovation ;
In
today's organizations, innovation (the
introduction of new ideas, products
processes, or technologies) and broader
change are driven by a combination of external
and internal forces.

2. Managers implement innovation strategies to adapt products (what the organization offers) and technologies (how it's produced or delivered). A common framework identifies three key strategies, often drawn from organizational innovation theory (e.g., as in Richard Daft's management models).
- Incremental Innovation Strategy
- Modular Innovation Strategy
- Architectural (or Radical) Innovation Strategy

3. Creativity: This is the generation of
original ideas and novel solutions to
problems. Its value lies in providing the
raw material for innovation--without
creativity, organizations stagnate. It
encourages divergent thinking, leading to
breakthroughs like new product features
or process efficiencies. Managers value it
by creating environments that reward risk-
taking and diverse perspectives, boosting
overall adaptability


◦ Idea Incubators: These are dedicated
spaces or programs (physical or virtual)
that shelter promising ideas from
bureaucratic hurdles, providing resources
like funding, mentoring, and time for
development. Their value is in reducing
failure risk for early-stage concepts
Horizontal Linkages: These refer to cross-
functional collaborations across
departments (e.g., R&D with marketing or
operations). Their value is in breaking
silos, integrating diverse expertise, and
accelerating idea flow, which prevents
narrow thinking and ensures innovations
are practical and market-aligned. This
linkage enhances speed and quality, as
seen in agile teams at companies like
Spotify.


◦ Open Innovation: This strategy involves
sourcing ideas from external ecosystems
(e.g., customers, suppliers, universities, or
crowdsourcing platforms) rather than
relying solely on internal R&D. Its value Its value is
in expanding the idea pool, reducing
costs, and tapping global talent, making
innovation faster and more diverse,
Procter & Gamble's "Connect + Develop"
model exemplifies this, crowdsourcing
50% of its innovations externally


Idea Champions: These are passionate
individuals (often middle managers or
employees) who advocate for specific
ideas, navigating organizational politics
and securing resources. Their value is in
overcoming resistance, building


momentum, and bridging the gap between
conception and implementation.


Champions like Steve Jobs at Apple
turned visionary ideas into industry
standards through relentless promotion
New-Venture Teams: These are small, autonomous cross-functional teams tasked with developing and launching new products or ventures, often operating like startups within the organization. Their value is in providing focused energy, rapid prototyping, and accountability, which speeds up innovation cycles and reduces large-scale risks. Examples include 3M's teams that birthed Post-it Notes.

4. Changes in people (skills, attitudes, behaviors) and culture (shared values, norms, and beliefs) are foundational to any organizational change process because they directly influence how change is adopted and sustained. While structural or technological changes (e.g., new software) are tangible, people and culture determine their effectiveness—without buy-in, even the best plans fail.

5. Organization Development (OD): OD is a
planned, systematic, and ongoing process of
diagnosing, intervening in, and evaluating
organizational systems to improve


effectiveness, health, and adaptability. It
focuses on behavioral science principles to
enhance culture, processes, and human
dynamics, often using action research (data
collection, feedback, and joint problem-
solving). Key goals include improving
interpersonal relationships, problem-solving
adaptability to change, and alignment between
strategy and execution. OD interventions might
include team-building workshops, leadership
coaching, or process consultations. It's
practitioner-led (e.g., by OD consultants) and
emphasizes employee involvement for
sustainable results

Name : Tata Feronica
Id Number : 2511021002
Economic development

1. A borderless world means consumers can no longer tell from which country
they’re buying.
For example :
Ford (U.S.) owns Volvo (Sweden)
Heinz (U.S.) is owned by a South African company
Toyota (Japan) manufactures in North America
Intel’s technology is developed in Israel, India, and China
General Electric’s turbines use parts from multiple countries

Issues of particular concern for today managers :
1. Thinking globally, because managers must have adopt mindset and they must encouraged network broadly and avoid being limited by their home country’s perspective.
2. Adapting to Different Stages of Globalization,
- domestic
- international
- multilational
- global
3. Cultural Sensitivity, cultural awareness becomes increasingly important as companies globalize.
In the global stage, understanding and adapting to different cultures is critically important.

4. Managerial Assumptions, managers must shift from thinking there’s “one best way” (domestic view) to accepting that there are “many good ways” (global view).
5. Orientation Strategies must align with the company's global position—ranging from domestically oriented to truly global operations.

2. - Exporting, home produced
-Offshoring, using foreign suppliers
- licensing, Franchising gives more control and package of support.
- direct investmen, Invest in operations in foreign country
- joint venturers, A specific form of direct investment: partnering with local firms to share costs, risks, and benefits.

3. International management, management of business operations that are conducted in more than one country.
THE differences between international and domesric management
- Complexity & Uncertainty
- risk and adaptation
- scale and scope
- stategic mindset

4. Economic environment includes factors like development level, infrastructure, labor availability, financing, exchange rates, inflation, and income levels. These impact pricing, product strategy, and investment decisions.
Sociocultural environment covers culture, language, religion, education, and values—shaping consumer behavior, leadership styles, communication, and HR practices.
Legal-political environment involves political stability, laws on trade, investment, taxes, labor, and regulations—affecting risk, costs, and entry methods.

5. Regional trading alliances lead to standardized regulations and aligned rules among member states, making cross-border operations easier; they also increase competition and opportunities by allowing firms to enter member markets more easily, promote supply chain integration through freer trade and strategic production placement, and encourage greater investment flows due to reduced risk, lower trade barriers, and added incentives.

6. Increased competition and opportunity: local firms face more competitors from other alliance members; but also easier for firms to expand into those member markets.
Supply chain integration: because of freer trade, firms can locate parts of production in different partner countries to optimize cost, proximity to markets, resources.
Investment flows: more foreign direct investment among alliance members due to lower risk/trade barriers, sometimes incentives.

7. Operations in multiple countries: production, marketing, R&D, etc., spread among several nations.
Significant portion of revenue / sales from outside home country. For example, more than one‑third of sales abroad is one benchmark.
Integrated worldwide business system: foreign affiliates don’t just behave like independent local companies, but there is cooperation among them, sharing of resources (capital, technology, people) across borders.