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s them, leadership shifted often, and even the piloting of the spacecraft switched from one astronaut to another. This was typical of the entire Manned Space Flight Center at NASA. Its formal structure changed seventeen times in the first eight years of its existence. No organizational chart was ever drawn because it would have been outdated before it could be printed. Jurisdictional lines, precedents, and policies were treated as temporary. Titles, job responsibilities, and even departmental alignments changed, some - times weekly. The organization operated with an adhocratic design and reflected values typical of an adhocracy culture.

Sometimes adhocratic subunits exist in larger organizations that have a dominant culture of a different type.

In the values matrix Create (adhocracy) are similar to Collaborate (clan) in that they emphasize flexibility and discretion; however, they do not share the same inward focus. Instead they are like Compete (market) in their external focus and concern for differentiation.

2.5 Company Culture and Sub-Cultures
It is very important to note that all organizational culture types focused on companies as a whole. Other research being conducted around the same time as the Competing Values Framework Martin and Siehl (1983), Louis (1983), Gregory (1983) emphasizes that the company culture is not homogeneous. Schein (1999) notes that this is not necessarily dysfunctional, rather it allows the company to perform effectively in different environments based on function, product, market, location, etc. In order to get a more accurate picture of the company, it is important to understand not only the company organizational type, but the cultures of departments or other important groups as well. The same organizational culture types Control (hierarchy), Compete (market), Collaborate (clan), Create (adhocracy) apply at both levels(Organizational and Departments). So, a Control (hierarchy) company may contain a research group that is a Create (adhocracy), an engineering department that is a Compete (market), and a human resources department that is a Collaborate (clan).

2.6 Job Satisfaction
Job satisfaction describes how content an individual is with his or her job. The happier people are within their job, the more satisfied they are said to be. Job satisfaction is not the same as motivation, although it is clearly linked. Job design aims to enhance job satisfaction and performance, methods include job rotation, job enlargement and job enrichment. Other influences on satisfaction include the management style and culture, employee involvement, empowerment and autonomous work groups. Job satisfaction is a very important attribute which is frequently measured by organizations. The most common way of measurement is the use of rating scales where employees report their reactions to their jobs. Questions relate to rate of pay, work responsibilities, variety of tasks, promotional opportunities the work itself and co-workers.

Attitudes are significant because they influence behavior at work either directly or indirectly. Few concepts in the field of organizational behavior and human resource management have attracted as much attention among both managers and researchers as the specific employee attitude called Job Satisfaction. Consequently, it is acknowledged as the most well-known, frequently measured, and extensively researched work