Introduction The modern business environment is characterized by high competition, integration of markets, and changing economic trends. As a result, businesses have embarked on joining international markets to improve their sales and profits. Companies that have adopted global strategies are increasingly finding it difficult to manage organizational behavior due to the social, cultural, and economic differences in the markets that they serve. This paper sheds light on the importance of understanding the international dimensions of organizational behavior in the process of making global decisions. It will also discuss how managers can be more effective by understanding the international dimensions of organizational behavior. International Dimensions of Organizational Behavior The main international dimensions or aspects of organizational behavior include people, structure, technology, and environment. A clear understanding of these aspects of organizational behavior can help a global manager to make ethical decisions in the following ways. First, understanding people enables managers to make ethical human resource and stakeholder management decisions. People refer to the individuals or groups of individuals who establish an organization and work to achieve its objectives. Thus, it includes stakeholders such as employees and owners of an organization. Multinational companies hire employees from different cultural backgrounds. Culture determines the way employees communicate, solve problems, work, and interact with their colleagues. This means that employees will always interpret the decisions made by their managers according to their cultural values, beliefs, and traditions. A decision that affects employees or any other stakeholder of the organization is considered to be ethical if it respects the culture of the affected parties. Thus, a decision that is considered to be ethical in the US might be perceived to be unethical in Japan. For instance, staff promotions in the US are mainly based on performance. By contrast, seniority is a key determinant of staff promotion decisions in Japan. Thus, directing an old Japanese employee to report to his younger colleague is likely to be considered as an unethical decision. By contrast, this decision will be considered to be ethical in the US. In a nutshell, managers must understand and appreciate the norms, beliefs, attitudes, and traditions of the employees and stakeholders that they deal with in each market or country in order to make ethical decisions. Second, global managers need to understand the organizational structures that are used in various overseas markets in order to make ethical management decisions. Structure provides a formal framework that delineates the relationships among members of the organization. It also determines the flow of work and communication among employees. Organizational structures vary from region to region. Most western companies such as IBM and Barclays Bank have dynamic organizational structures that facilitate seamless interactions among employees. Thus, most western companies have few management levels and encourage direct communication between managers and employees. By contrast, Chinese companies use a hierarchical organizational structure in which the company is directed by the top management. The managers, on the other hand, lead the employees. A clear understanding of the influence of organizational structure on the relationships among employees enables manages to make ethical dec