Organizational culture encompasses the staff dynamics in regard to how the staff relates to organization: values, mission, visions, customs, working language, beliefs and practice. Schein (1985) indicates that every organization has it own unique representation of the dynamics of organizational culture. Schultz (1995) explains that the organizational culture is defined and introduced in the company through sharing mental assumptions that direct elucidation and action in organizations by defining suitable performance for various work related situations. The culture then turns out to be a pattern of such shared collective behaviors and assumptions that are taught to existing and new organizational members as a way of assuming roles in the organization. The assumption dictates how staff members will respond to a situation in the organization by calculating the likely impact from the practice. A different management strategy in every organization leads to a different organization culture in every organization. The difference in organizational culture is due to the fact that the management strategies dictate how people and groups interact with each other, with customers, and with stakeholders. In corporate culture, the stakeholders decide how people interact as opposed to management strategies in organizational culture. In organizational culture, the staff has no active role of contributing dynamics rather than company rules, management and policies. In corporate culture, the staff introduces strategies of interaction (Schein, 2009).