Organizational culture develops in order for an institution to cope with environmental changes (Schein 1992). It affects the way employees work, make decisions, perform tasks, and interact with one another. Organizational culture cannot be disregarded, especially by the managers or leaders of the institution. This article assumes that a leader’s administrative success is dependent on deep understanding of organizational culture. Schein argues that management failure occurs most often when there is disparity between the newly-adapted strategic plan and the organizational culture. In their attempt to attain development targets, leaders most often follow sweeping changes, i.e. “shake the place up” but most often they are also faced with stiff resistance from the constituents. Difficulties with organizational transformations arise from failures to analyze an organization’s existing culture and deeply-noted practices.