When arguing the development of organizational culture, it is essential that we mention knowledge educated in class again, that artefact is the first lever of organizational culture. According to the result of one research studying the characters of organization and that of working environment, there is an exclusive connection between organizational culture and superficial layout of the organizational(Gagliardi, 1990). David Thrum(2005) also said in his reference that Owner should insist on great design when constructing a building because the building represents his/her identity. Although the section is about building and designing a construction, it is as well appropriate for organization building. Bearing in mind the relationships between artefacts and organizational culture, we can easily discover that organizational culture exert influences to design of office and physical space, in the meantime, artefacts have reactions on organizational cultures. Schein(1985) introduced in his Organizational Culture and Leadership that organizational culture is basic fundamental expectations in deeper meanings. It is rooted in everybody’s mind unconsciously through daily culture network. On the contrary, daily network, the design of office and physical space can impact organizational culture as well. Unconscious influences of artefacts are especially useful when there are covert subcultures in office. Covert subcultures are hardly noticed and always different from main organizational cultures. The presence of covert subcultures increases difficulties to the management of organizational culture (Hitt, Miller and Colella, 2003). Therefore, limitations and rules are of little use in controlling them. Artefacts help resolve the problem. Therefore, the impact of artefacts can help manage organizational culture.