QUESTION $2$

$(25$

Critically evaluate the relevance of Hofstede's Cultural Dimensions and Lessem's Four Worlds of Work in explaining the cultural dynamics at Makana Engineering.

Organisational Diversity at Makana EngineeringSipho Nkosi had always prided himself on being a fair leader. As the CEO of Makana Engineering, aJohannesburg$-$based manufacturing company, he believed that hiring the best talent, regardless ofbackground, was key to success. Yet, as South Africa's labour laws changed and companies wererequired to embrace diversity more intentionally with the promulgation of the Employment Equity Act,Sipho found himself facing challenges he had not anticipated.Makana Engineering had traditionally been a company where most of the employees came from similarbackgrounds and had worked together for years. Many had been with the company for decades, andwhile they excelled in their technical skills, they had limited exposure to people from different culturesand experiences. Employees had long$-$standing expectations about how things should be done, shapedby years of shared understanding. There was an unspoken belief that tenure and familiarity with thecompany's way of working were more important than fresh perspectives.The first signs of resistance surfaced in the production department. A newly appointed black femaleengineer, Thandiwe, struggled to gain acceptance from her older, predominantly white and malecolleagues. They assumed she lacked the experience needed to contribute meaningfully. Her presencedisrupted established ways of thinking, and many employees resisted engaging with her beyond formalwork discussions. These attitudes were reinforced through casual remarks in the breakroom and insidejokes that subtly questioned her capabilities.Meanwhile, in the human resources $($HR$)$ department, a different struggle was unfolding. The companyhad introduced a mentoring program aimed at helping new employees from historically disadvantagedcommunities, integrate into the company's culture and develop their skills. Senior employees wereexpectedguide and support these newcomers, but many were reluctant. Some feared that theirexpertise, built over years of dedication, was being overshadowed by a new emphasis on diversity. "Webuilt this company," one senior technician, Johan, said in frustration, "Now we're expected to teachpeople who don't even understand how things have always worked here." For many, their status andauthority had always been linked to their experience, and they worried that the new employees wouldchange the company's long$-$standing ways of working. This uncertainty created resistance, as theyquestioned whether their role in the company was still valued.Realising that the company's approach to diversity was fostering division rather than unity, Sipho calledan urgent leadership meeting. He noted that while employees followed official policies, informalbehaviours and attitudes told a different story. Small daily interactions $-$ from who got invited to after$-$workgatherings to who had access to leadership $-$ were reinforcing old patterns. It was clear that hiring abroader diversity of employees was not enough $-$ Makana Engineering needed to build a workplaceculture that made everyone feel valued and included.The leadership team decided to take a multifaceted approach. First, they implemented training sessionsthat went beyond legal requirements, focusing instead on reshaping the company's shared values.Employees were encouraged to reflect on their assumptions and how these shaped workplaceinteractions. Second, they introduceda structured mentoring program with clear incentives forparticipation, ensuring that experienced employees saw mentorship as an opportunity rather than anobligation. To encourage buy$-$in$,$ the company publicly recognised and celebrated mentors who activelycontributed to developing new talent.To reinforce these changes, the company paid attention to the symbols and language that shaped itswork environment. Leadership adjusted office layouts to encourage cross$-$departmental interactions andintroduced a "Wall of Excellence' showcasing employees from diverse backgrounds. The way meetingswere run also changed $-$ employees were encouraged to contribute ideas regardless of rank, and formal

presentations now included stories of employees overcoming barriers. Team$-$building activities were reimagined to include cultural sharing events, ensuring that cultural traditions from different backgrounds were acknowledged and respected.

The changes were not immediate, and resistance remained in pockets of the organisation. However, over time, small shifts became noticeable. Thandiwe found allies among some of her colleagues who had attended the training, and they began to advocate for her inclusion in key projects. The mentoring programme began to yield results, as mentees and mentors formed unexpected bonds. Johan, initially sceptical, found himself enjoying his mentoring role when he saw his mentee, a young enginee