The document explains the distinctions between multicultural, plural, and monolithic organizations, emphasizing that multicultural organizations integrate diverse backgrounds across all levels, while plural organizations focus on compliance and social justice, and monolithic organizations resist diversity. It discusses stereotypes, prejudice, and discrimination, highlighting their differences, and cites federal laws aimed at combating discrimination in the workplace. The text outlines the benefits and challenges of diverse workplaces, stressing the importance of inclusion for innovation and productivity.

1. Please answer the folowing 2 questions:
1. Explain the key differences between multicultural, plural, and monolithic organizations.
2, .Discuss the difference between a stereotype, prejudice and discrimination. Next, cite (list) two
federal laws that help to alleviate two different forms of employee or job applicant
discrimination.
Solution
1. MULTICULTURAL ORGANIZATION'
An organization whose work force not only includes people from diverse racial, religious and
gender backgrounds, but is one in which minorities are well integrated across all levels of the
company, including management and executive positions. A multicultural organization also
displays an absence of discrimination and prejudice, with skills and talent being the primary
criteria for climbing the corporate ladder.
The benefits of a multicultural organization are many; they include a higher level of innovation,
greater success in marketing to minorities and export markets, and better distribution of
opportunity. These benefits generally outweigh the negative factors such as a higher degree of
cultural conflict and the potential for resentment among some employees, which could lead to
higher employee turnover rates.
Plural Orgnisations-
The "business case for diversity" stem from the progression of the models of diversity within
the workplace since the 1960s. The original model for diversity was situated around affirmative
action drawing strength from the law and a need to comply with equal opportunity employment
objectives. This compliance-based model gave rise to the idea that tokenism was the reason an
individual was hired into a company when they differed from the dominant group.
The social justice model evolved next and extended the idea that individuals outside of the
dominant group should be given opportunities within the workplace, not only because it was the
law, but because it was the right thing to do. This model still revolved around the idea of
tokenism, but it also brought in the notion of hiring based on a "good fit".
Beyond having a workforce that mirrors the changing demographics of the global consumer
market and the ability to better understand their desires and preferences, productivity, and costs
can be analyzed to assist in building the business case for diversity. In the deficit model,
organizations that do not have a strong diversity inclusion culture will invite lower productivity,
higher absenteeism, and higher turnover which will result in higher costs to the company.

2. Monolithic Org.
Organization as monolith (aka no one is the organization)
This is the old-school version that no matter how much folks try to kill it, it just won