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zations to hear of conflicts between marketing and manufacturing, or to hear of disparaging comments about the fuzzy-headed HR department, or to hear put-downs of the white-coats in R&D. One reason is that each different unit often has developed its own perspective, its own set of values, and its own culture. As at macro level all units of the organization have to coordinate and work together such cultural differences influence the job satisfaction of individuals. It is easy to see how these cultural differences can fragment an organization and make high levels of effectiveness impossible to achieve. Emphasizing subunit cultural differences, in other words, can foster increase in job dissatisfaction, alienation and conflict.

On the other hand, it is important to keep in mind that each subunit in an organization also contains common elements typical of the entire organization. Similar to a hologram in which each unique element in the image contains the characteristics of the entire image in addition to its own identifying characteristics, subunit cultures also contain core elements of the entire organization's culture in addition to their own unique elements. There is always underlying glue that binds the organization together. In assessing an overall organization's culture, therefore, one can focus on the entire organization as the unit of analysis, or it is possible to assess different subunit cultures, identify the common dominant attributes of the subunit cultures, and aggregate them. This combination can provide an approximation of the overall organization's culture.

2.2 Diagnosing Organizational Culture
According to Cummings and Worley (1997), researchers and practitioners have developed a number of useful approaches for diagnosing organizational culture. They described three different perspectives: the behavioral approach, the Competing Values approach, and the deep assumption approach. Each diagnostic perspective, even though different, is yet complementary arid focuses on particular aspects of organizational culture.

2.2.1 Behavioral Approach
According to Cummings and Worley (1997), the behavioral approach provides specific descriptions about task performance and the management of relationships in an organization. It emphasizes the surface level of organizational culture, the pattern of behaviors that produce business results and assesses key work behaviors that can be observed. The behavioral approach can be used to diagnose and assess the cultural risk of trying to implement organizational changes needed to support a new strategy because significant cultural risks can result when changes that are highly important to implementing a new strategy are incompatible with the existing patterns of behavior. It is an important approach to use when managers want to determine whether implementation plans should be changed to manage around the existing culture, whether the culture should be changed, or whether the strategy itself should be modified or abandoned.

2.2.2 Deep Assumptions Approach
The deep assumption approach typically begins with the most tangible level of awareness and then works down to the deep assumptions. It emphasizes the deepest levels of organizational culture, which are the generally unexamined assumptions, values, and norms that guide members' behavior and that often have a powerful impact upon organization effectiveness.