Like all social mechanisms, an organization’s culture executes some social functions, some are intended and some of them unintended. Like organizational structure, culture is difficult to scrutinize or measure. In certain situations, culture supports or strengthens structure, in others it clashes with structure. In some cases, a culture operates as a functional alternative to reducing Behavioral unpredictability in organizations. These are the most commonly discussed functions of organizational culture.
Behavior Control: Most systems of social organization try to control the volatility of member Behavior. Whether it is a business organization, a club, community or nation, social systems need to constrain certain Behaviors and support others. At one level organizations setup rules, procedures and standards along with several cost for compliance and non-compliance. This system of formalization is part of the organization’s formal structure. Nonetheless, we often find a high degree of Behavioral regularity (cross individual Behavioral consistency) in system without robust formal systems of rules and regulations. In these cases, it is frequently the organizational or group culture that offers informal direction.
Encourage Stability: Turnover and transitions are present in most all social systems. In spite of changes in membership and leadership many organizations uphold certain features, problems are dealt with usually the same way, and Behavior continues to be directed toward the same mission and goals. An organization’s culture is frequently passed on from “generation” to “generation” creating a moderately high degree of stability over time.
Provide source of Identity: Individuals frequently search to describe their social identities. Sometimes identities are defined by roles or professions and in other cases people define themselves through their organizational membership. When taking on an organization as a basis of identity, people are taking on the principles and achievements of that organization.
