"IntroductionTopic of organizational culture has become very popular in today’s day and age with manybooks, essays and academic journals trying to define and explain the topic to the average reader.Many magazines have popularized the concept of the organizational culture and have come upwith multiple rankings on the topic of positive organizational culture for the organization inmany surveys like the “Best Company to Work for” and so on. However the question remainsunanswered as to what is a positive organizational culture and how to define it for anyorganization. There is infact no good or bad organizational culture and it should rather be arguedas to whether the culture is relevant or not for any particular organization. The culture should bemore in congruence with the ethics, values and the long term goal of any organization. So in thispaper we will be discussing the various researches and findings that have been carried out on thistopic and try to explain each one of them in depth (Bolman, Deal, 1997). Literature Themes & ArgumentsThe cultural congruence model was defined by Edgar Schein. This definition of culture involvesthe concept of shared pattern assumptions which is considered to be of very good use in case ofnew members. It includes artifacts, espoused values and basic assumptions. These all elementsare considered the basis for understanding any organizational culture. Congruence is consideredto be agreement of harmony any organization’s culture, its vision and mission and the employeesof the organization. This means that if the people of any organization believe in the values thatparticular organization stands for, it can be very effective for the organization. But to get to this,one must determine the basic artifacts and the assumptions for any organization. Once all thesehave been determined, they can be assessed for the kind of fit they have with the other factorslike vision, mission and the people of the organization per se (Lebo,1997, p.25). This analysiswould be done by collating the data which includes the interviews, observations, surveys etc. ofthe organization and the various parties involved in the same. This can then be followed by a gapanalysis and comparative analysis of the basic assumptions and the collated data. This philosophy states that first the culture of any organization should be defined and then the peoplefit within that culture must be checked for. However at the same time this fit of theorganizational culture must be checked at regular periods of time, so as to incorporate the youngemployees, diverse cultures and other external factors within the existing culture. Also thecompetitive environment may cause an organization to re- examine its corporate culture time andagain, so as to retain and hire the best employees in the industry. The company may have totweak and change its current existing policies so as to make way for this high worth employeesto become a fit in the current organizational culture of the company. This assumption is thetheoretical base of the culture congruence model theory (Levering, Moskowitz, 2001, p. 148). This model doesn’t proclaim itself to be a scientific validated theory , but it portrays the authorsviews and the practical approach taken in understanding the culture of any organization inparticular. It is a combined effort of various theorists like Schein ,Bolman and Deal. This modelis basically broken down into three steps a) Cultural assessment(where in the current culture ofthe organization is studied and analyzed based on various assumptions) b) Congruence Analysis( this would show whether there is an appropriate fir between the vision, mission and the peopleof theorganization ) c) Gap Analysis (this would determine , if there is a gap then what the extentof such a gap is and what the organization can do in order to reduce or remove the gapcompletely itself)(Schein, 1992).The first step in assessing and studying the culture of any organization is to identify the artifacts.This can be done using the method of the surveys, interviews or group meetings. Secondly onecan look for the espoused values of the organization, for this most of the organizations havewritten values and mission statement that can be analyzed (Reis, Meryl, 1983). This can then bechecked with the collected data from the first step and check whether the artifacts match up tothe written records or not. This would give us an idea of whether the people of the organizationare in sync with the written value and mission statements of the company. This gap between theassumptions and the espoused values in analyzed in the second step of this process. Next thebasic assumptions of the organization are identified. This can be done using the personalinterview with all the concerned people on an one to one basis and through the surveys because,the surveys don’t reveal the complete picture of the mindset within the organization because oftheir inherent nature of being very open. Work group discussions can also be carried out which "