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mpression on outsiders whether the client or the new recruit. There is no dress code and professional language followed by the employees. Dull and boring color patterns, furniture and architecture makes the environment insipid for an employee to stay for long hours in office.HRM policies does not include recreational activities that consolidate various forms of cultural expression to motivate employees, which is also helpful in team building and releasing stress.
Such artifacts are useful in interpreting the environment of CTL but these may be insufficient to completely understand CTL's work culture as different individuals have different interpretations.
Analyzing espoused values, norms and rules that the members of CTL follow in their day to day processes will help in quickly understanding the organization's culture. (Schein 1992, p.20)
Schein contends that many of the problems confronting leaders can be traced to their inability to analyze and evaluate organizational cultures. Indeed at times when new strategies are to be implemented in an organization; the strategies usually fail if they are not in line with the organization's culture.

Leadership: Culture Setter
Leaders in CTL are the individuals who prevail and influence the group to adopt a certain approach to the problem (Schein 1992, p.19).The successful approach taken by the leader to solve the problem transforms to belief of the group which in turn becomes CTL's culture. As discussed by Davis (1984) 'If a leader is a great person, then inspiring ideas will permeate the corporation's culture.'
According to Schein's second level, espoused values are the assumptions, of a leader, about what is right or wrong. When a team faces any problem for the first time, the first solution proposed to deal with it, reflects a leader's values. The team never having experienced such situation before will follow the leader's values.
The third level of Schein's model talks about the basic assumptions that developed when a solution to a problem works successfully and repeatedly. At CTL, leader's assumptions are the realities which were once treated as the perception of the leader and have now become CTL's values.
Leaders at CTL believe that employee performance is directly proportional to the amount of pressure or work load given to them. Pressure can improve performance up to a certain point but if pressure becomes excessive, it loses its beneficial effect and becomes harmful and destructive to health that leads to stress. Leaders approach in CTL is maximum output from the employee with minimum concern about the employee. The values and norms in CTL do not support openness, friendship, fun, communicative and social orientation skills, personal support and spending leisure time with team members. CTL's culture of not cooperating other teams or team members is the result of politics due to unhealthy competition created by the leaders.
Management's percept is to invest less time and financial resources in employee friendly facilities like proper transport, cafeteria and recreational activities. The excessive work load to meet timelines, without proper artifacts, results in high stress levels among employees that drive them to quit. The experienced, trained employees quit and the new recruit takes time to acclimatize with the organization's culture. Successively, this becomes the reason in low growth rate of CTL.