Organizational Culture Function
Robbins (2008) found that the organizational culture has several functions in an organization that is to provide limits to be able to define roles so that they can show clear differences between organizations, provide an understanding of identity towards something greater than the interests of individual members of the organization, show stability in the social system, provide understanding and also control mechanisms that can be used as a guide to be able to shape the attitudes and behavior of organizational members and also in the end organizational culture can shape the mindset and behavior of organizational members.
There are several benefits that can be obtained from both parties, both the organization and its members. These benefits are providing guidelines for decision-making actions, enhancing organizational commitment, increasing the consistency of the behavior of organizational members and also reducing the doubts of members of the organization, because culture tells them something is done and is also considered important (Mangkunegara, 2007).
According to Robbins (1996: 294), the function of organizational culture is as follows:
Culture creates a clear distinction between one organization and another.
Culture carries a sense of identity for members of the organization.
Culture makes it easy for commitment to something broader than one's individual self-interest.
Culture is the social glue that helps unite the organization by providing appropriate standards for employees.
Culture as a mechanism for making meaning and control that guides and shapes employee attitudes and behavior.
Organizational culture according to Tika (2006) has several functions, namely:
As a limitation on the environment, organizations or other groups.
As a glue for staff in an organization.
Promotes social system stability.
As a control mechanism in integrating and also forming the attitudes and behavior of staff.
As an integrator.
Can shape behavior for staff.
As a means to be able to solve the main problems of the organization.
As a reference in preparing a company plan.
is as a communication tool.
is an obstacle to innovation.
Characteristics of Organizational Culture
According to Robbins (1996: 289), there are 7 characteristics of organizational culture:
Innovation and risk taking. The extent to which employees are supported to be innovative and take risks.
Attention to detail. The extent to which employees are expected to demonstrate accuracy, analysis and attention to detail.
Results orientation. The extent to which management focuses on results rather than on the techniques and processes used to achieve these results.
People orientation. The extent to which management decisions take into account the effects on people within the organization.
Team orientation. The extent to which work activities are organized around teams is not individuals.
Aggressiveness. Relating to employee aggressiveness.
Stability. The organization emphasizes maintaining a good organizational culture.
By assessing the organization based on these seven characteristics, a compound picture of the culture of the organization will be obtained. This picture is the basis for the shared feelings of understanding that members have about the organization, how matters are resolved in it, and the way members behave (Robbins, 1996: 289).