The theory and practice of change management:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Basingstoke [u.a.]
Palgrave Macmillan
2007
|
| Ausgabe: | 2. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Literaturangaben |
| Beschreibung: | XX, 401 S. graph. Darst. |
| ISBN: | 1403992983 9781403992987 |
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Datensatz im Suchindex
| _version_ | 1804135641489866752 |
|---|---|
| adam_text | Contents
List of figures xiii j
List of tables xv j
List of case studies xvi I
Preface xvii
f
Acknowledgements xxi
List of abbreviations and acronyms xxii j
Part I Core concepts 1
1 The nature of change 3
The rate of change is not constant 3 j
The punctuated equilibrium paradigm 4
The gradualist paradigm 9
The nature of change confronting most organisations 11
The possibility of anticipating change 14
A typology of organisational change 14
Implications of different types of change for change
management practice 17
New patterns of change 19
The impact of change on organisational members 19
Conclusion 21
Summary 27
References 28
2 Organisational effectiveness and the role of
change management 30
Assessing organisational effectiveness 30
The assessment of effectiveness in your organisation 37
Change agency and organisational effectiveness 37
Voluntarism and change agency 39
Beliefs about change agency 40 I
Beliefs about change agency in your organisation 42 {
Summary 42 I
References 43 j
3 Systems models and alignment 44
Open systems theory 44
Contingency theories 46
Alignment as a determinant of organisation effectiveness 47
A congruence model of organisations 51
Contents
The utility of the concept of alignment 54
Summary 54
References 57
4 Organisational learning and organisational effectiveness 58
The nature of strategy and strategic change management 58
Organisational learning 61
The role of knowledge transfer in organisational learning 65
Impediments to organisational learning 67
Summary 74
References 74
5 Process models of change 76
The nature of change as a process 79
Stages in the process of managing change 81
Key steps in the change process 82
Managing the people issues 87
Summary 89
References 89
Part II Recognising and diagnosing the need
for change 91
6 Recognising the need for change and starting the
change process 93
Recognising the need for change 93
Translating recognition of need for change into desire for change 99
Doing something about it: starting the change process 101
Establishing a change relationship 102
Summary 106
References 106
7 Diagnostic models 107
The role of models in organisational diagnosis 107
Using models for diagnosis 113
Different models for organisational diagnosis 114
Revising your personal model of organisational functioning 123
Summary 127
References 127
8 Gathering and interpreting information for diagnosis 129
Selecting a diagnostic model 129
Clarifying information requirements 129
Information gathering 132
Analysis 136
Interpretation 138
Political considerations 140
Summary 141
References 145
Contents
Part III Managing the people issues 147
9 Power, politics and stakeholder management 151
Organisations as political arenas 151
Power 152
Stakeholders 153
Which stakeholders should be taken into account by change managers? 154
A lifecycle approach to stakeholder management 155
Managing stakeholders 159
Summary 166
References 167
10 The role of leadership in change management 168
Differences between leadership and management 168
Managerial work, in times of change, is increasingly a leadership task 170
The collective nature of leadership 170
A checklist for leading change 173
Summary 175
References 176
11 Communicating change 177
Features of communication networks 177
Communication strategies 180
Organisational silence: a major barrier to change 183
Interpersonal effects on the quality of communication 187
Summary 190
References 192
12 Training and development 193
Achieving a match between organisational members and changing
task demands 193
A systematic approach to training 194
Training for change: the Australian experience 198
Summary 200
References 201
13 Motivating others to change 203
Organisational commitment and the level of support for change 203
Reasons for resisting specific changes 205
Expectancy theory and the motivation to support or resist change 207
Assessing the availability of valued outcomes 209
Expectancies about effort performance and performance outcome
relationships and equity of net benefits 212
Resistance and the need to motivate people to change 216
Summary 220
References 220
14 Managing personal transitions 221
The nature of personal transitions 221
The personal cost of coping with transitions 223
Contents
Adjusting to organisational change 225
Organisational change and personal transition 227
A model of change as a transition 227
The stages of psychological reaction 228
Validation of the model 231
Some observations on the stage model of transitions 231
Implications for individuals and change managers 232
Facilitating progress through a transition 232
Summary 236
References 236
Part IV Shaping implementation strategies and
managing the change 239
15 Shaping implementation strategies 241
The trap of success 244
Effective change strategies 245
The third way: a combined economic/OD strategy 248
Top management s reluctance to adopt a combined drive and
develop approach 249
Situational variables that can shape an implementation strategy 251
Alternative start points 255
Summary 256
References 257
16 Maintaining control during the change 258
Develop and communicate a clear vision of the future state 259
Appoint a transition manager 259
Develop a transition plan 260
Provide the resources for the transition 260
Reward transition behaviours 261
Use multiple and consistent leverage points for change 261
Develop feedback mechanisms 262
Summary 263
References 264
Part V Interventions 265
17 Types of intervention 267
Four case studies 267
A classification of interventions based on who does what 271
A classification of interventions based on focal issues 278
Summary 283
References 283
18 Action research 285
Action research and organisational learning 286
The process of action research 289
Results from action research 291
Contents
Summary 292
References 293
19 Appreciative inquiry 295
The social construction of reality 295
A theory of intervention 296
A methodology for intervening in organisations 299
Applications 305
Summary 306
References 307
20 High performance management 308
Soft and hard models of HRM 308
Theoretical foundations: how commitment strategies work 310
The alignment of HRM practices 313
Results from high performance management systems 314
Diagnosing external alignment 315
Diagnosing internal alignment 317
Summary 318
References 319
21 Business process reengineering 321
The nature of BPR 321
The application of BPR 324
Results from BPR 327
Summary 328
References 329
22 Selecting interventions 330
Beware fashions and fads 330
Factors indicating which interventions to use 330
Where there is a need to use more than one type of intervention 339
Sequencing interventions 339
Summary 342
References 343
Part VI Keeping the change on track 345
23 Reviewing and sustaining change 347
Managing the implementation stage of the change process 347
Monitoring the implementation of the change plan 348
The role of performance measures in the management of change 351
The Balanced Scorecard 352
Developing tools to help with implementation 353
Sustaining the change 355
Summary 356
References 357
Contents
Part VII Developing and maintaining helping
relationships 359
24 Modes of intervening 361
The hierarchical nature of interpersonal skills 362
Intervention styles 363
The goal of intervening 369
Helping skills 377
Summary 379
References 379
25 Effective helping and the stages of the helping
relationship 380
Mode of intervening and the stage of the helping relationship 381
Stages in the helping process 382
Summary 391
References 391
Author index 393
Subject index 398
List of figures
I
1.1 Pattern of industry evolution 4
1.2 Punctuated equilibrium 13
1.3 Types of organisational change 15
2.1 Examples of functional mis alignment 32
3.1 The organisation as an open system 45
3.2 Kotter s integrative model of organisational dynamics 47
3.3 Congruence model 52
4.1 Individual and collective learning in organisations 61
5.1 Steps in the change process 83
5.2 The relationship between Chapters 6 23 and the generic
process model of change 88
6.1 The trap of success 94
7.1 A causal map of a diagnostic model 113
7.2 Strebel s cycle of competitive behaviour 116
7.3 Weisbord s six box model 118
7.4 Kotter s integrative model of organisational dynamics 119
7.5 Nadler and Tushman s congruence model 120
7.6 The Burke Litwin causal model of organisational performance
and change 122
7.7 The transformational factors 123
7.8 The CEO s model of causal relationships 125
8.1 A force field 138
8.2 Results of the 1993 BBC staff survey 139
9.1 Stakeholder grid 163
11.1 Dynamics giving rise to organisational silence 184
11.2 An over simplified model of the interview 188
11.3 The interaction between change agents and organisational
members 189
13.1 The expectancy model of motivation 208
13.2 An expectancy model of the motivation to support or resist
change 209
14.1 Bridges model of transition 227
14.2 Transition phases 229
15.1 A continuum of intervention strategies 253
16.1 A matrix organisation structure 262
17.1 Developments in the type of intervention over the twentieth
century 272
17.2 Cummings and Worley s typology of interventions based
on focal issue 279
18.1 The experiential learning model 286
18.2 The action research process 290
19.1 The five steps of an appreciative inquiry 300
20.1 External alignment matrix 316
20.2 Internal alignment matrix 318
21.1 GP referral for a routine X ray at a local hospital 325
22.1 A three dimensional model to aid choice of interventions 334
List of figures
22.2 Examples of human process interventions 335
22.3 Examples of techno structural interventions 335
22.4 Examples of HR interventions 336
22.5 Examples of strategic interventions 336
23.1 Translating the change strategy into a set of operational goals 353
23.2 The service profit chain 354
List of tables
3.1 Mechanistic and organic organisation forms 46 j
3.2 Examples of element states that do and do not facilitate i
system adaptation 50
5.1 Possible actions 77
7.1 Examples of the kind of information that might be attended
to when assessing the state of an organisation 109
7.2 Interdependences between elements 112
7.3 An example of a matrix of interdependencies 112
8.1 Examples of questions asked in a 1993 BBC staff survey 130
9.1 Positive frame 157
9.2 Negative frame 157
9.3 Differences between original hospitals 160
13.1 Types of outcomes that could be important to stakeholders 210
14.1 The Social Readjustment Rating Scale 224
List of case studies
1.1 The BBC 22
1.2 UK Coal 23
1.3 Leicester Royal Infirmary 24
1.4 McDonald s restaurants 25
1.5 GNER 26
6.1 The Active Sports Equipment Company 97
6.2 Failure to convince others of the need for change at AT T 100
7.1 Site Security and Secure Escorts 125
9.1 Hospital merger: stakeholder brainstorm 199
9.2 Hospital merger: stakeholder mapping 162
9.3 Hospital merger: managing stakeholder relationships 165
15.1 Asda 241
15.2 The implementation of an economic strategy at the BBC 246
15.3 The implementation of an OD strategy at the BBC 247
16.1 Matrix structures 261
17.1 Designing an intervention to improve the effectiveness
of primary healthcare centres in southwest India 267
17.2 Designing an intervention to increase the motivation and
the flexibility of the work force in a large dairy company 268
17.3 Designing an intervention to improve the treatment offered
by the trauma orthopaedic care department in a large
NHS hospital 269
17.4 Designing an intervention to reduce absenteeism in the
elderly care sector of Silkeborg Council, Denmark 270
18.1 Action research in the Xerox Corporation 291
25.1 Using force field analysis to develop action plans 388
i
!
.;
|
| adam_txt |
Contents
List of figures xiii j
List of tables xv j
List of case studies xvi I
Preface xvii
f
Acknowledgements xxi
List of abbreviations and acronyms xxii j
Part I Core concepts 1
1 The nature of change 3
The rate of change is not constant 3 j
The punctuated equilibrium paradigm 4
The gradualist paradigm 9
The nature of change confronting most organisations 11
The possibility of anticipating change 14
A typology of organisational change 14
Implications of different types of change for change
management practice 17
New patterns of change 19
The impact of change on organisational members 19
Conclusion 21
Summary 27
References 28
2 Organisational effectiveness and the role of
change management 30
Assessing organisational effectiveness 30
The assessment of effectiveness in your organisation 37
Change agency and organisational effectiveness 37
Voluntarism and change agency 39
Beliefs about change agency 40 I
Beliefs about change agency in your organisation 42 {
Summary 42 I
References 43 j
3 Systems models and alignment 44
Open systems theory 44
Contingency theories 46
Alignment as a determinant of organisation effectiveness 47
A congruence model of organisations 51
Contents
The utility of the concept of alignment 54
Summary 54
References 57
4 Organisational learning and organisational effectiveness 58
The nature of strategy and strategic change management 58
Organisational learning 61
The role of knowledge transfer in organisational learning 65
Impediments to organisational learning 67
Summary 74
References 74
5 Process models of change 76
The nature of change as a process 79
Stages in the process of managing change 81
Key steps in the change process 82
Managing the people issues 87
Summary 89
References 89
Part II Recognising and diagnosing the need
for change 91
6 Recognising the need for change and starting the
change process 93
Recognising the need for change 93
Translating recognition of need for change into desire for change 99
Doing something about it: starting the change process 101
Establishing a change relationship 102
Summary 106
References 106
7 Diagnostic models 107
The role of models in organisational diagnosis 107
Using models for diagnosis 113
Different models for organisational diagnosis 114
Revising your personal model of organisational functioning 123
Summary 127
References 127
8 Gathering and interpreting information for diagnosis 129
Selecting a diagnostic model 129
Clarifying information requirements 129
Information gathering 132
Analysis 136
Interpretation 138
Political considerations 140
Summary 141
References 145
Contents
Part III Managing the people issues 147
9 Power, politics and stakeholder management 151
Organisations as political arenas 151
Power 152
Stakeholders 153
Which stakeholders should be taken into account by change managers? 154
A lifecycle approach to stakeholder management 155
Managing stakeholders 159
Summary 166
References 167
10 The role of leadership in change management 168
Differences between leadership and management 168
Managerial work, in times of change, is increasingly a leadership task 170
The collective nature of leadership 170
A checklist for leading change 173
Summary 175
References 176
11 Communicating change 177
Features of communication networks 177
Communication strategies 180
Organisational silence: a major barrier to change 183
Interpersonal effects on the quality of communication 187
Summary 190
References 192
12 Training and development 193
Achieving a 'match' between organisational members and changing
task demands 193
A systematic approach to training 194
Training for change: the Australian experience 198
Summary 200
References 201
13 Motivating others to change 203
Organisational commitment and the level of support for change 203
Reasons for resisting specific changes 205
Expectancy theory and the motivation to support or resist change 207
Assessing the availability of valued outcomes 209
Expectancies about effort performance and performance outcome
relationships and equity of net benefits 212
Resistance and the need to motivate people to change 216
Summary 220
References 220
14 Managing personal transitions 221
The nature of personal transitions 221
The personal cost of coping with transitions 223
Contents
Adjusting to organisational change 225
Organisational change and personal transition 227
A model of change as a transition 227
The stages of psychological reaction 228
Validation of the model 231
Some observations on the stage model of transitions 231
Implications for individuals and change managers 232
Facilitating progress through a transition 232
Summary 236
References 236
Part IV Shaping implementation strategies and
managing the change 239
15 Shaping implementation strategies 241
The trap of success 244
Effective change strategies 245
The third way: a combined economic/OD strategy 248
Top management's reluctance to adopt a combined 'drive and
develop' approach 249
Situational variables that can shape an implementation strategy 251
Alternative start points 255
Summary 256
References 257
16 Maintaining control during the change 258
Develop and communicate a clear vision of the future state 259
Appoint a transition manager 259
Develop a transition plan 260
Provide the resources for the transition 260
Reward transition behaviours 261
Use multiple and consistent leverage points for change 261
Develop feedback mechanisms 262
Summary 263
References 264
Part V Interventions 265
17 Types of intervention 267
Four case studies 267
A classification of interventions based on 'who does what' 271
A classification of interventions based on focal issues 278
Summary 283
References 283
18 Action research 285
Action research and organisational learning 286
The process of action research 289
Results from action research 291
Contents
Summary 292
References 293
19 Appreciative inquiry 295
The social construction of reality 295
A theory of intervention 296
A methodology for intervening in organisations 299
Applications 305
Summary 306
References 307
20 High performance management 308
'Soft' and 'hard' models of HRM 308
Theoretical foundations: how commitment strategies work 310
The alignment of HRM practices 313
Results from high performance management systems 314
Diagnosing external alignment 315
Diagnosing internal alignment 317
Summary 318
References 319
21 Business process reengineering 321
The nature of BPR 321
The application of BPR 324
Results from BPR 327
Summary 328
References 329
22 Selecting interventions 330
Beware fashions and fads 330
Factors indicating which interventions to use 330
Where there is a need to use more than one type of intervention 339
Sequencing interventions 339
Summary 342
References 343
Part VI Keeping the change on track 345
23 Reviewing and sustaining change 347
Managing the implementation stage of the change process 347
Monitoring the implementation of the change plan 348
The role of performance measures in the management of change 351
The Balanced Scorecard 352
Developing tools to help with implementation 353
Sustaining the change 355
Summary 356
References 357
Contents
Part VII Developing and maintaining helping
relationships 359
24 Modes of intervening 361
The hierarchical nature of interpersonal skills 362
Intervention styles 363
The goal of intervening 369
Helping skills 377
Summary 379
References 379
25 Effective helping and the stages of the helping
relationship 380
Mode of intervening and the stage of the helping relationship 381
Stages in the helping process 382
Summary 391
References 391
Author index 393
Subject index 398
List of figures
I
1.1 Pattern of industry evolution 4
1.2 Punctuated equilibrium 13
1.3 Types of organisational change 15
2.1 Examples of functional mis alignment 32
3.1 The organisation as an open system 45
3.2 Kotter's integrative model of organisational dynamics 47
3.3 Congruence model 52
4.1 Individual and collective learning in organisations 61
5.1 Steps in the change process 83
5.2 The relationship between Chapters 6 23 and the generic
process model of change 88
6.1 The trap of success 94
7.1 A causal map of a diagnostic model 113
7.2 Strebel's cycle of competitive behaviour 116
7.3 Weisbord's six box model 118
7.4 Kotter's integrative model of organisational dynamics 119
7.5 Nadler and Tushman's congruence model 120
7.6 The Burke Litwin causal model of organisational performance
and change 122
7.7 The transformational factors 123
7.8 The CEO's model of causal relationships 125
8.1 A force field 138
8.2 Results of the 1993 BBC staff survey 139
9.1 Stakeholder grid 163
11.1 Dynamics giving rise to organisational silence 184
11.2 An over simplified model of the interview 188
11.3 The interaction between change agents and organisational
members 189
13.1 The expectancy model of motivation 208
13.2 An expectancy model of the motivation to support or resist
change 209
14.1 Bridges'model of transition 227
14.2 Transition phases 229
15.1 A continuum of intervention strategies 253
16.1 A matrix organisation structure 262
17.1 Developments in the type of intervention over the twentieth
century 272
17.2 Cummings and Worley's typology of interventions based
on focal issue 279
18.1 The experiential learning model 286
18.2 The action research process 290
19.1 The five steps of an appreciative inquiry 300
20.1 External alignment matrix 316
20.2 Internal alignment matrix 318
21.1 GP referral for a routine X ray at a local hospital 325
22.1 A three dimensional model to aid choice of interventions 334
List of figures
22.2 Examples of human process interventions 335
22.3 Examples of techno structural interventions 335
22.4 Examples of HR interventions 336
22.5 Examples of strategic interventions 336
23.1 Translating the change strategy into a set of operational goals 353
23.2 The service profit chain 354
List of tables
3.1 Mechanistic and organic organisation forms 46 j
3.2 Examples of element states that do and do not facilitate i
system adaptation 50
5.1 Possible actions 77
7.1 Examples of the kind of information that might be attended
to when assessing the state of an organisation 109
7.2 Interdependences between elements 112
7.3 An example of a matrix of interdependencies 112
8.1 Examples of questions asked in a 1993 BBC staff survey 130
9.1 Positive frame 157
9.2 Negative frame 157
9.3 Differences between original hospitals 160
13.1 Types of outcomes that could be important to stakeholders 210
14.1 The Social Readjustment Rating Scale 224
List of case studies
1.1 The BBC 22
1.2 UK Coal 23
1.3 Leicester Royal Infirmary 24
1.4 McDonald's restaurants 25
1.5 GNER 26
6.1 The Active Sports Equipment Company 97
6.2 Failure to convince others of the need for change at AT T 100
7.1 Site Security and Secure Escorts 125
9.1 Hospital merger: stakeholder brainstorm 199
9.2 Hospital merger: stakeholder mapping 162
9.3 Hospital merger: managing stakeholder relationships 165
15.1 Asda 241
15.2 The implementation of an economic strategy at the BBC 246
15.3 The implementation of an OD strategy at the BBC 247
16.1 Matrix structures 261
17.1 Designing an intervention to improve the effectiveness
of primary healthcare centres in southwest India 267
17.2 Designing an intervention to increase the motivation and
the flexibility of the work force in a large dairy company 268
17.3 Designing an intervention to improve the treatment offered
by the trauma orthopaedic care department in a large
NHS hospital 269
17.4 Designing an intervention to reduce absenteeism in the
elderly care sector of Silkeborg Council, Denmark 270
18.1 Action research in the Xerox Corporation 291
25.1 Using force field analysis to develop action plans 388
i
!
.; |
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| edition | 2. ed. |
| format | Book |
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| genre | 1\p (DE-588)4123623-3 Lehrbuch gnd-content |
| genre_facet | Lehrbuch |
| id | DE-604.BV021772841 |
| illustrated | Illustrated |
| index_date | 2024-07-02T15:39:02Z |
| indexdate | 2024-07-09T20:43:44Z |
| institution | BVB |
| isbn | 1403992983 9781403992987 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-014985749 |
| oclc_num | 71800762 |
| open_access_boolean | |
| owner | DE-703 DE-92 DE-634 DE-188 |
| owner_facet | DE-703 DE-92 DE-634 DE-188 |
| physical | XX, 401 S. graph. Darst. |
| publishDate | 2007 |
| publishDateSearch | 2007 |
| publishDateSort | 2007 |
| publisher | Palgrave Macmillan |
| record_format | marc |
| spelling | Hayes, John Verfasser aut The theory and practice of change management 2. ed. Basingstoke [u.a.] Palgrave Macmillan 2007 XX, 401 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Literaturangaben Cambio organizacional Efectividad organizacional Management gtt Organisatieverandering gtt Organizational change Organizational effectiveness Change Management (DE-588)7606306-9 gnd rswk-swf Management (DE-588)4037278-9 gnd rswk-swf Organisationswandel (DE-588)4075693-2 gnd rswk-swf Unternehmensentwicklung (DE-588)4125011-4 gnd rswk-swf Unternehmen (DE-588)4061963-1 gnd rswk-swf 1\p (DE-588)4123623-3 Lehrbuch gnd-content Unternehmensentwicklung (DE-588)4125011-4 s Management (DE-588)4037278-9 s DE-604 Organisationswandel (DE-588)4075693-2 s Unternehmen (DE-588)4061963-1 s DE-188 Change Management (DE-588)7606306-9 s 2\p DE-604 3\p DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=014985749&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 2\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 3\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Hayes, John The theory and practice of change management Cambio organizacional Efectividad organizacional Management gtt Organisatieverandering gtt Organizational change Organizational effectiveness Change Management (DE-588)7606306-9 gnd Management (DE-588)4037278-9 gnd Organisationswandel (DE-588)4075693-2 gnd Unternehmensentwicklung (DE-588)4125011-4 gnd Unternehmen (DE-588)4061963-1 gnd |
| subject_GND | (DE-588)7606306-9 (DE-588)4037278-9 (DE-588)4075693-2 (DE-588)4125011-4 (DE-588)4061963-1 (DE-588)4123623-3 |
| title | The theory and practice of change management |
| title_auth | The theory and practice of change management |
| title_exact_search | The theory and practice of change management |
| title_exact_search_txtP | The theory and practice of change management |
| title_full | The theory and practice of change management |
| title_fullStr | The theory and practice of change management |
| title_full_unstemmed | The theory and practice of change management |
| title_short | The theory and practice of change management |
| title_sort | the theory and practice of change management |
| topic | Cambio organizacional Efectividad organizacional Management gtt Organisatieverandering gtt Organizational change Organizational effectiveness Change Management (DE-588)7606306-9 gnd Management (DE-588)4037278-9 gnd Organisationswandel (DE-588)4075693-2 gnd Unternehmensentwicklung (DE-588)4125011-4 gnd Unternehmen (DE-588)4061963-1 gnd |
| topic_facet | Cambio organizacional Efectividad organizacional Management Organisatieverandering Organizational change Organizational effectiveness Change Management Organisationswandel Unternehmensentwicklung Unternehmen Lehrbuch |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=014985749&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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