It is evidently clear from the discussion that the cultures of macro systems such as organizations are more stable and ordered because of the length of time they have existed. Organisational cultures usually vary in length and stability as a function of emotional intensity and length of their real history from the moment they were founded. The notion of organizational culture helps to explain difficult phenomena and to normalize them. A deep understanding of dynamics of organizational culture helps individuals to eliminate anxiety when they encounter unfamiliar and irrational behavior of people in organizations. Human beings are the main actors in organizations. When human beings understand the culture better, they are likely to understand themselves better and recognize some of the forces that act within them that define who they are.
The most intriguing aspect of organizational culture as a concept is that it directs organization actors to phenomena that are hidden below the surface, that have a powerful impact but invisible and are to a considerable degree unconscious. Organisational culture as a concept is an abstraction. Where an abstract concept is expected to be useful to human thinking, it should be observable yet increase human understanding of a set of events that seem mysterious. The notion of organizational culture implies structural stability, breadth, depth, and integration or patterning. Culture implies some level of stability in the structure of the group. If something is said to be ‘cultural’, it is not only shared but also stable because it defines the group. When individuals in a group achieve a sense of group identity, the group identity becomes the major stabilizing force, and this will not be given up easily. Culture survives even when some members of the organization leave. Culture is not easily changed because organization members value stability in that it provides predictability and meaning.