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t, as the conceptual framework for analysis.

On the basis of this study we are examining the impact of organizational culture on job satisfaction in Pakistan. For this purpose we have selected different organizations, service and manufacturing in Pakistan in order to examine the impact of different types of cultures in job satisfaction.

1.5 Problem Statement
Our research is about the influence of the organizational culture on job satisfaction. In this study we will identify the type of organizational culture in which employees have higher level of job satisfaction. Basically there are four types organizational culture- Clan Culture, Market Culture, Adhocracy Culture, Hierarchy Culture. We combined these cultures into two groups on the basis of some common dimensions. These groups are named as Organic Culture (clan and adhocracy) and Mechanistic Culture (hierarchy and market). For the purpose of research we have developed two hypotheses which are as follows,

1.5.1 Hypothesis
H0: Employees in organic culture (clan & adhocracy) have high level of job satisfaction than in mechanistic culture (hierarchy & market).

H1: Employees in the mechanistic culture (hierarchy & market) have high level of job satisfaction than in organic culture (clan & adhocracy).

CHAPTER 2
Literature Review
A number of articles from electronic journals and public journals have been studied regarding the concerned topics. Some related books have also been consulted. Literature has been reviewed in terms of both researchers and theorist's point of view and the valuable findings are as follow:

2.1 Organizational Culture
All organizations have cultures just like all people have a personality. A culture is a persistent way, patterned way of thinking about the tasks of human relationships within an organization. In anthropology, culture is the foundational term through which the orderliness and patterning of much of our life experience can be explained (Benedict, 1934) so; culture is the inquiry into the phenomenon of social order. Culture gives an organization distinctive way of seeing and responding to the world. It expresses the values or social ideals and the beliefs that organization members come to share (Louis, 1980; Siehl and Martin 1981). The values or patterns of beliefs are manifested by symbolic devices such as myths (Rowland, 1982), rituals (Deal and Kennedy, 1982), stories (Mitroff and Kilmann, 1976), legends (Wilkin and Martin 1980) and specialized language (Andrew and Hirsch, 1983).

Edger Schein defines organizational culture as the 'residue of success' within an organization. According to Schein, culture is the most difficult organizational attribute to change. He describes three cognitive levels of organizational culture. The culture of a group can be defined as: A pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems. (Schein: 1985). Gareth Morgan describes culture as 'an active living phenomenon through which people jointly creates and recreates the worlds in which they live.'

2.1.1 Levels of Culture
There are many kinds or levels o