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ss, treatment, and outcomes remains an unused area of study. This gap in the literature, united with the lack of engagement in diversity management practices by HCOs, irrespective of service area demographics (Muller &Haase, 1994; Maldonado et al., 2002), makes the link between diversity management practices and racial and ethnic differences largely hypothetical.

4.0 Conclusion
In conclusions, compare to a popular belief on ethnic diversity, the positive effect of ethnic diversity on work group performance has not been supported conclusively. Instead, null and negative results have been more common. Therefore, more study is certainly needed to specify different possibilities such as length of time together as a group, task personality, and a variety of mixtures of ethnicity in which ethnic diversity may have differential effects on performance. In other words, other than research result that report lower work attitudes for Whites in diverse settings (e.g., Riordan, 2000), There is little research that provides experiential evidence explaining the reasons for these findings or that sheds light on the characteristics associated with being White or the White experience of diversity.

By repeating the sociologically clear that human social being implies at least a minimum level of compromise or commitment to shared norms. What establishes this 'minimum level' and the extent of possible difference from it is a matter for discuss (Macey, 1995b). However, if we continue to allow the politicization of the dissertation to stop the asking of fundamental, complex questions we put at risk the uncertain gains inequality and human rights that have been won at huge cost to women, black, white and working-class people. If we choose not to question our own assumptions and practices and fail to challenge oppression from whatever source, we must accept that we, like the men referred to above, are colluding in the constant oppression of the least powerful members of our society.

There have been some new efforts to evaluate the impact of diversity management on organizational-level outcomes. These studies propose that diversity management experiments can improve workforce and patient outcomes, as well as financial performance. The relationship between diversity management and patient outcomes remains largely unexplored. The research agenda proposed in the next section is suggested as a framework for subsequent work to systematically build upon our current limited knowledge base.

Organizational behaviors that support efforts to end racial and ethnic difference in career experiences and healthcare access, treatment, and outcome has most surely emerged as an important area of investigation in healthcare research and practice. When viewed from the perspective of researchers keen to explore new ground, this historically understudied subject is theoretically very productive because it provides many unused areas of inquiry. It is time to answer call to reframe the study of race in organizations such that researchers move from merely documenting the problem to exploring root causes and identifying best practices.