Larger organizations do some of these things much more formally. As I write these words, I am a part of a university that has shelves full of policy guidelines, student handbooks, faculty handbooks, procedural manuals, and a very elaborate decision-making structure. It has a board of directors, seemingly endless layers of bureaucracy, and procedures for electing, hiring, compensating, and getting rid of the people in those positions. And it has endless committees making more and more policies. To give one example, over the past decades, course syllabi have become so formally institutionalized that they are expected to read like legal contracts, specifying ever possible policy regarding the course.
Universities have very complex, and notoriously inefficient, decision making structures.
They have other enforcement policies for employees, including faculty, who have not lived up to the collective norms. All kinds of groups make collective decisions. The two associations I just described behave quite differently. One way of analyzing collective decision making is by noticing the different kinds of human associations. The first thing you might notice is that not all of these collections of people are associations at all.