(教材第84页)Williams et al take issue with the notion that organisational culture reflects shared behaviours, beliefs, attitudes and values. They argue that not all organisational members respond in the same way in any given situation, although there may be a tendency for them to adopt similar styles of dress, modes of conduct, and perceptions of how the organisation does, or should, function. Beliefs, attitudes and values about the organisation, its function or purpose can vary from division to division, department to department, workgroup to workgroup, and from individual to individual. Thus, although an organisation may possess a dominating ‘cultural theme’, there are likely to be a number of variations in the way in which the theme is expressed throughout the organisation. For example, one department may put safety before production, whereas another department may put production before safety. In the former, risk assessments might always be conducted prior to starting every job, while in the latter, people circumvent all the safety rules and procedures to ensure continuation of production. It follows, therefore, that several different sub-cultures will emerge from, or form around, functional groups, hierarchical levels and organisational roles, with very few behaviours, beliefs, attitudes or values being commonly shared by the whole of the organisation’s membership. In turn, these sub-cultures may either be in alignment, or at odds, with the dominating ‘cultural’ theme.