Muhammad Akmal Ataullah - Center for Advanced Studies in Eng ineering, Islamabad
Ali Sajid - Center for Advanced Studies in Engineering, NUST, Islamabad, Pakistan

Whenever we talk of inducing any change, we mostly are talking about a new phenomenon to be introduced into the system. Cultural Competence is the use of a systems perspective which values differences and is responsive to diversity at all levels of an organization. Now all the systems have their inbuilt characteristics and these very traits define their adoptability and restrain towards any change. The paper proposes methodology for optimising the process of change management by recognizing the effects of culture on it. This paper is based on a conceptual framework and proposes a graphical model for inducing change in the system keeping it abreast with the system’s attitude and behaviour. This also proposes that a phenomenon that has proved very effective at a place might not apply itself successfully at another place. This would be because of the specific cultural competencies or in-competencies. We have to tailor any model to make it more culturally compatible and application suitable. This model demonstrates how various cultures differ from each other and how to use these differences beneficially towards the management of change. The focus of the paper remains on the manufacturing (industrial) sector and industrial productivity and the research studies made are of industries operating in the northern area of Pakistan. It is believed that the proposed model if adopted can achieve dividends for the managers of change who would achieve their purposes by introducing transforms that are more relevant instead of following the successful models of inapplicable nature blind folded.

Change Management, Cultural Competencies, Productivity Enhancement, Manufacturing Sector