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f culture that affect individual and organizational behavior. At the broadest level, a global culture, such as a world religion's culture or the culture of the Eastern hemisphere would be the highest level. At a less general level are national cultures (e.g., Pakistani culture) or subgroup cultures such as gender-based cultures (i.e., distinctive ways in which men and women view the world), ethnic group cultures (e.g., differences between punjabi and pathan), occupational cultures (e.g., police culture), or socioeconomic group culture (e.g., rich versus poor). Each of these cultures is generally reflected by unique language, symbols, and ethnocentric feelings. Still less broad is the culture of a single organization, which is the level at which this study is aimed. An organization's culture is reflected by what is valued, the dominant managerial and Leadership styles, the language and symbols, the procedures and routines, and the definitions of success that make an organization unique. This level of culture analysis in relation with the job satisfaction is of primary interest in this study. However these were different cultures which affect the organizational behavior and performance, further the organizational culture is divided into three levels by Schein (1999).

According to Schein (1999), culture exists at several levels in an organization, which go from very visible to very tacit and invisible. Three levels for culture are outlined here

1. Artifacts - The first level is the most manifest level and the easiest to observe. Artifacts are what you can see, hear and feel in organization environment. It consists of the physical and social organization, which includes the architecture, technology, office layout, manner of dress and how each person visibly interacts with each other and with organizational outsiders, and even company slogans, mission statements and other operational creeds.

2. Espoused Values - The second level explains the behavior pattern in the first level. Constituents of this level provide the underlying meanings and interrelations by which the patterns of behaviors and artifacts may be deciphered. At this level, local and personal values are widely expressed within the organization. Organizational behavior at this level usually can be studied by interviewing the organization's membership and using questionnaires to gather attitudes about organizational membership.

3. Shared Tacit Assumptions - The third level is an unconscious level of culture at which the underlying values have, over a period of time, been transformed and are taken for granted as an organizationally acceptable way of perceiving the world. The underlying basic assumptions, which first started as espoused values are also the most difficult to relearn and change. These are the elements of culture that are unseen and not cognitively identified in everyday interactions between organizational members.

Figure 2.1 4 Levels of Culture and their Interaction (Schein, 1999)

These were different level of culture at organizational level however inside an organization, subunits such as functional departments, product groups, or even teams may also reflect their own unique cultures. Difficulties in coordinating and integrating processes or organizational activities, for example, are often a result of culture clashes among different subunits. For example, it is common in many organi