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; Cameron 1999).

According to Schein 1999, culture is the property of a group that is formed when the group develops enough common experience. He stated that culture is very important phenomenon because it is an unconscious set of forces, Determining both individual and collective behaviors, Values, thought patterns, and way of perceiving.

At the organizational level, Schein (1999) stated that organizational culture is very critical because cultural elements determine strategy, goals, and modes of operating. He postulated that for organizations to become more efficient and effective, the role that culture plays in organizational life must be fully understood because decisions made without awareness of the operative cultural forces may have anticipated and undesirable consequences.

Hatch and Schultz (1997) promulgated that organizational culture develops at all hierarchical levels, is founded on a broad-based history, and involves all organizational members. They perceived organizational culture as a symbolic context within which interpretation of organizational identity is formed and intentions to influence organizational image are formulated. The culture, they stated, should be considered in explanation of the development and maintenance of organizational identity.

Actually Organizational Culture one of the few areas, in fact, in which organizational scholars led practicing managers in identifying a crucial factor affecting organizational performance. In most instances, practice has led research, and scholars have focused mainly on documenting, explaining, and building models of organizational phenomena that were already being tried by management (e.g., TQM, downsizing, reengineering, and information technology). Organizational culture, however, has been an area in which conceptual work and scholarship have provided guidance for managers as they have searched for ways to improve their organizations' effectiveness.

The reason organizational culture was ignored as an important factor in accounting for organizational performance is that it refers to the taken-for-granted values, underlying assumptions, expectations, and definitions present in an organization. It represents 'how things are around here.' It reflects the prevailing ideology that people carry inside their heads. It conveys a sense of identity to employees, provides unwritten and, often, unspoken guidelines for how to get along in the organization, and enhances the stability of the social system that they experience. Unfortunately, people are unaware of their culture until it is challenged, until they experience a new culture, or until it is made overt and explicit through, for example, a framework or model. This is why culture was ignored for so long by managers and scholars. It is simply undetectable most of the time.

1.2.2 Job Satisfaction
Job satisfaction has received significant attention in the studies of work place. This is due to general recognition that this variable can be major determinant of organizational performance and effectiveness. Some studies have reported strong correlations of the job satisfaction and organizational commitment (Behnkoff 1997). When the employees are dissatisfied at work, they less committed and will look for other opportunities to quit. If the opportunities are unavailable, they may emotionally or mentally withdraw from the organization. Thus the job