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eting assumptions. Each continuum highlights a core value that is opposite from the value on the other end of the continuum i.e., flexibility versus stability, internal versus external. The dimensions, therefore, produce quadrants that are also contradictory or competing on the diagonal. The upper left quadrant identifies values that emphasize an internal, organic focus, whereas the lower right quadrant identifies values that emphasize external, control focus. Similarly, the upper right quadrant identifies values that emphasize external, organic focus whereas the lower left quadrant emphasizes internal, control values. These competing or opposite values in each quadrant give rise the name for the model, the Competing Values Framework.

Further work on defining how each of the four quadrants (formed by combining these two dimensions) is related to company characteristics was conducted by Kim Cameron and Robert Quinn (1999). Each quadrant represents those features a company feels is the best and most appropriate way to operate. In other words these quadrants represent their basic assumptions, beliefs, and values, the stuff of culture. None of the quadrants Collaborate (clan), Create (adhocracy), Control (hierarchy), and Compete (market) is inherently better than another just as no culture is necessarily better than another. But, some cultures might be more appropriate in certain contexts than others. As objective of our study is to identify the culture in which the workers are most satisfied. In this context we can say just take an assumption that, 'clan culture creates more job satisfaction'. The keys to using culture to improve performance lies in matching culture or attributes to organizational goals.

2.3.1 Organizational Culture Assessment Instrument (OCAI)
It is a questionnaire type of the instrument used to measure organizational culture. This tool consists of six dimensions and each dimension has four alternative answers, used to access six key dimensions of an organization. Six key dimensions of this instrument are as follows,

1. Dominant Characteristics of the Organization

2. Organizational Leadership

3. Management of Employees

4. Organizational Glue

5. Strategic Emphases

6. Criteria of Success

In our research we used four of them- Dominant Characteristics, Leadership, Glue (Bonding), Strategic Emphasis, because of limitations of our research. As if we take all these dimensions length of the questionnaire would have increased and administration time would increase. Normally respondents do not fill lengthy questionnaires and exhausts. Because of such factors we take most important dimensions required to identify culture of an organization.

2.4 Types of Culture
Now we will see four major types of organizational culture.

2.4.1 Control (Hierarchy)
This is a formalized and structured work environment. Procedures decide what people do. Leaders are proud of their efficiency-based coordination. Keeping the organization functioning effortlessly is most vital. Formal rules and policy keep the organization together. The long-term goals are stability and results, paired with efficient and smooth execution of tasks. Trustful delivery, smooth planning, and low costs define success. The personnel management has to guarantee work and values predictability.