Introduction to management:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Basingstoke, Hampshire ; London
Macmillan
1997
|
| Ausgabe: | 2. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XVIII, 422 S. graph. Darst. |
| ISBN: | 0333687450 |
Internformat
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Datensatz im Suchindex
| _version_ | 1804138150287638528 |
|---|---|
| adam_text | ¦ Contents
List of figures and summary boxes x
Preface xv
Acknowledgements xviii
1 Introduction 1
Background to management 1
The professionalisation of management 2
Management as a field of study 5
Management research and literature 6
Conclusion 7
2 Historical perspective 9
Early studies 9
Marxism 11
Bureaucracy and the permanence of organisations 11
The origins of welfarism 12
Henri Fayol 12
Scientific management 13
The human relations school 14
Winning friends and influencing people 15
The affluent worker studies 16
The intrapreneur 17
The Peter Principle 18
Studying organisations 19
Business policy and strategy 20
Organisations, management and technology 21
Mechanistic and organic/organismic management systems 24
Socio-technical systems 26
Excellence 27
Change 31
Conclusions 32
v
vi Contents
3 Organisational and behavioural aspects 33
Introduction 33
Leadership 33
Charisma 37
Situational knowledge and expertise 37
An outline of archetype organisation managers 39
Power in organisations 41
Summary of leadership qualities 45
The chief executive 45
Organisational conflict 49
Motivation 52
Major theories of motivation 53
Groups and teams 64
Groups at work 65
The group process 67
Group components and composition 69
Research in the workings of groups 71
The individual 73
Conclusions 76
4 The management of organisations 78
Structures and cultures 79
Archetype cultures and structures 84
Systems in organisations 90
Communication 93
Perception 93
The communication process 97
Decision-making 107
Organisation and employee development 116
Conclusions and summary 128
5 Strategy 131
Introduction 131
Public policy 132
Development of strategy 134
Internal strategies and policies 135
Vision 137
Core and peripheral activities 138
Risk 139
Types of strategy 141
Measurement and evaluation 146
Implementation of strategy 147
Evaluation of strategy 149
Ready-reckoner strategic analyses 151
Contents vii
Strengths, weakness, opportunities, threats: SWOT analysis 151
Social—technical—economic—political: STEP analysis 153
Industry structure analysis 153
Competitor analysis 154
Ethics and morality in management 155
Conclusions 159
6 Marketing 162
The marketing process 162
Marketing strategies 163
Segmentation 165
The competitive environment 165
The marketing mix 173
Marketing research and development 187
Corporate citizenship 188
Public relations 188
Conclusions 190
7 Human resource management 192
Introduction 192
Corporate aspects 193
Equal opportunities 195
Staff planning 196
Fitting the work to the people: fitting the people to the work 196
Pay, remuneration and reward 199
Components of a wage, salary or reward package 201
Job and work descriptions 203
Job and work evaluation 203
Person specification 205
Recruitment and selection strategy 205
Induction 209
Measuring performance 210
Maintenance factors in human resource management 211
Industrial relations 214
IR strategies 216
The framework of industrial relations 218
Collective bargaining 222
Multi-unionism 226
Conformism 228
IR procedures 232
Conclusions 232
Appendix: Sony Industries (UK) Ltd: staff handbook 235
viii Contents
8 Operations management 241
Location 241
Facilities 243
Design and measurement of work 244
Levels of activity 245
Reliability 247
Safety aspects 248
Production types and categories 251
Creativity and innovation 256
Schedules and timetables 257
Purchasing and supplies 259
Maintenance management 262
Systems of coordination and control 263
Project management 264
Benefits of project management approach 272
Conclusions 274
9 Quantitative methods 277
Statistics 277
Operational research 288
Network analysis 290
Proof and indication 292
Management information systems 293
Conclusion 297
10 Financial aspects of management 301
Finance 301
Investment, assets and liabilities 303
Profit and Loss Account and Balance Sheet 308
Ratio analysis 312
Internal markets 314
Budgets 316
Cost-benefit analysis 320
Conclusion 321
11 Managerial performance 323
Evaluating managerial performance 323
The department manager s role 324
Attitudes and values 325
Setting goals 326
Managing by walking about 329
Delegation 330
Wait a minute 332
Control 332
Time 334
Contents ix
Interpersonal skills and assertiveness 337
Discipline and grievance 340
Negotiating 343
Performance assessment 344
Health and safety 345
Sickness 346
Realpolitik 347
Conclusion 350
12 Managing in a changing environment 352
Introduction 352
The present and future of management 353
Management of change 354
Attitudes, values and beliefs 355
Behavioural barriers to effective change 356
Changing culture 359
Changing structure 361
Changing staff management 363
Working with change 366
Japanese management 369
Current managerial issues 376
The future of management 378
The business sphere 380
Appendix: Employment Law in the UK 386
Bibliography 405
Index 409
I List of figures and
summary boxes
¦ Figures
2.1 The value chain 22
2.2 Organisations and technology 23
2.3 Organisation structures: mechanistic 25
2.4 Organisation structures: organic/organismic 25
2.5 The concept of excellence applied to organisations 28
3.1 The 3-D theory 40
3.2 The managerial grid 42
3.3 System 4 54
3.4 A hierarchy of needs 55
3.5 Two-factor or hygiene factor theory 59
3.6 The relationship between expectation, effort and reward 61
3.7 Foundation of corporate norms 68
3.8 Archetype team members 72
4.1 Power culture and structure: the wheel 85
4.2 People/person culture and structure: the mass 85
4.3 Task culture and structure: the net 86
4.4 Role culture and structure: the pyramid or temple 87
4.5 Organisations as systems 91
4.6 Some behavioural aspects of ego states 105
4.7 Transaction analysis: models 106
4.8 A decision-making model 109
4.9 The decision tree 111
4.10 Introducing a major or contentious issue: a managerial approach 116
4.11 A decision-making model: the autocratic—participative range 117
4.12 Model of the organisation and individual assessment process 126
4.13 Criteria for effective training, development and learning to take
place 128
5.1 Source and development of organisation strategy 133
5.2 The planning process 134
5.3 The implementation of strategy 148
5.4 The monitoring, review and evaluation of strategy and direction 1-50
x
List of figures and summary boxes xi
5.5 SWOT analysis 152
5.6 The components of competitor analysis 155
5.7 The effects of social and political considerations on strategic choice and
direction 160
6.1 Five elemental forces of competition 172
6.2 The Boston Group matrix 176
6.3 Product life cycles 178
7.1 Human resource management summary 194
7.2 Fitting the work to the people: fitting the people to the work 200
7.3 Boundaries of industrial relations 217
7.4 Other considerations 218
7.5 The collective bargaining process 224
8.1 The product life cycle 255
9.1 Presentation of data 281
9.2 An index number 284
9.3 A network diagram 291
9.4 Factors outside the organisation s control 299
10.1 Profit and Loss Account and Balance Sheet example 309
10.2 A break even diagram 314
12.1 Japanese management 375
¦ Summary boxes
1.1 Professions 4
1.2 Fashions and fads 8
2.1 The divine right of kings 10
2.2 The Peter Principle 18
2.3 Eight characteristics of excellent management practice 28
2.4 Criteria for excellence 30
3.1 Leadership styles 34
3.2 The leadership functions model 36
3.3 Case approaches to leadership and management 38
3.4 The managerial grid 42
3.5 Instant departures 48
3.6 High performance groups and the bunker mentality 65
3.7 Job titles and their inferences: role constructs 74
3.8 Role ambiguities 75
3.9 Role acceptance and rejection 76
4.1 Personal values 82
4.2 Culture s consequences: Hofstede 82
4.3 Perception 95
4.4 Transactional analysis 104
4.5 Neuro-linguistic programming 107
4.6 The negative decision 112
xii List of figures and summary boxes
4.7 Professional studies 120
4.8 OD concepts 124
4.9 Training methods and techniques 129
5.1 The health sector 136
5.2 McDonald s 136
5.3 The NHS reforms 139
5.4 Acquisitions example: Sony and Matsushita 143
5.5 Virgin Airlines 144
5.6 Generic strategies: M. E. Porter 146
5.7 Post it 149
5.8 Body Shop 157
5.9 P O Ferries: Dover-Europe 158
6.1 The leisure wear sectors 164
6.2 Butter 168
6.3 Lycra: quality, durability (and flexibility) 175
6.4 Fcrd 177
6.5 The growth-share or product portfolio model 179
6.6 The legend of the razor 180
6.7 Airline tickets 180
6.8 The 99p syndrome 181
6.9 Health care promotions 182
6.10 Drink 183
6.11 Soap powder 184
6.12 Storylining 185
6.13 Customer perception 186
6.14 A PR master stroke 190
7.1 Mitsubishi 197
7.2 Profit and performance related pay: ground rules 202
7.3 Mass production work 204
7.4 Assessment centres 208
7.5 A note on panel interviews 208
7.6 Stress 212
7.7 Organisational approaches to tobacco, alcohol and drugs 214
7.8 AIDS: Acquired Immune Deficiency Syndrome 215
7.9 Problem-solving in industrial relations 219
7.10 The Donovan Commission 221
7.11 Behavioural theories of industrial relations 223
7.12 Multi-union illustrations: UK 227
7.13 Single union no-strike agreement between Sanyo (UK) Ltd (Lowestoft)
and the EEPTU 213
7.14 Comparative industrial relations 233
8.1 Co-Steel Sheerness pic 242
8.2 Product success: the Sony Walkman 247
8.3 Disasters: Bhopal, Chernobyl, Seveso 249
8.4 Measures of success and failure 257
List of figures and summary boxes xiii
8.5 Operations and projects: environmental and situational factors 265
8.6 M25: the London orbital motorway project assessment 267
8.7 Concorde 267
8.8 Joint ventures and other cooperative efforts 273
8.9 Joint ventures: examples 274
8.10 AZT: commercial and social drive 275
8.11 The Channel Tunnel Project: measures of success and failure 275
9.1 Organisational statistics and management information 279
9.2 Statistics and proof 282
9.3 Open and closed questions: examples 288
9.4 User-friendliness 294
9.5 The generally favourable response 298
10.1 A model of human asset valuation and accounting 315
10.2 Financial measures of performance from a managerial point of
view 317
10.3 Budgets: the public sector example 319
11.1 A problem-solving model 324
11.2 The hard line 327
11.3 Goals: guidelines 328
11.4 Objectives: an example 328
11.5 The elements of administration 331
11.6 Wait a minute 333
11.7 Spans of control 333
11.8 An airline manager working in the Middle East 335
11.9 Waste of managerial time 336
11.10 The chair: leading meetings, discussions and briefings 338
11.11 Assertiveness 339
11.12 Office staff practices, 1852 341
11.13 After the staff meeting 347
11.14 The choice of ministers 349
11.15 Over-mighty subjects 349
11.16 The parable of the spotlight 349
12.1 Culture change 360
12.2 External force and cultural change 361
12.3 Konosuke Matsushita (1892-1989) 376
12.4 Investment 381
|
| adam_txt |
¦ Contents
List of figures and summary boxes x
Preface xv
Acknowledgements xviii
1 Introduction 1
Background to management 1
The professionalisation of management 2
Management as a field of study 5
Management research and literature 6
Conclusion 7
2 Historical perspective 9
Early studies 9
Marxism 11
Bureaucracy and the permanence of organisations 11
The origins of welfarism 12
Henri Fayol 12
Scientific management 13
The human relations school 14
Winning friends and influencing people 15
The 'affluent worker' studies 16
The intrapreneur 17
The Peter Principle 18
Studying organisations 19
Business policy and strategy 20
Organisations, management and technology 21
Mechanistic and organic/organismic management systems 24
Socio-technical systems 26
Excellence 27
Change 31
Conclusions 32
v
vi Contents
3 Organisational and behavioural aspects 33
Introduction 33
Leadership 33
Charisma 37
Situational knowledge and expertise 37
An outline of archetype organisation managers 39
Power in organisations 41
Summary of leadership qualities 45
The chief executive 45
Organisational conflict 49
Motivation 52
Major theories of motivation 53
Groups and teams 64
Groups at work 65
The group process 67
Group components and composition 69
Research in the workings of groups 71
The individual 73
Conclusions 76
4 The management of organisations 78
Structures and cultures 79
Archetype cultures and structures 84
Systems in organisations 90
Communication 93
Perception 93
The communication process 97
Decision-making 107
Organisation and employee development 116
Conclusions and summary 128
5 Strategy 131
Introduction 131
Public policy 132
Development of strategy 134
Internal strategies and policies 135
Vision 137
Core and peripheral activities 138
Risk 139
Types of strategy 141
Measurement and evaluation 146
Implementation of strategy 147
Evaluation of strategy 149
Ready-reckoner strategic analyses 151
Contents vii
Strengths, weakness, opportunities, threats: SWOT analysis 151
Social—technical—economic—political: STEP analysis 153
Industry structure analysis 153
Competitor analysis 154
Ethics and morality in management 155
Conclusions 159
6 Marketing 162
The marketing process 162
Marketing strategies 163
Segmentation 165
The competitive environment 165
The marketing mix 173
Marketing research and development 187
Corporate citizenship 188
Public relations 188
Conclusions 190
7 Human resource management 192
Introduction 192
Corporate aspects 193
Equal opportunities 195
Staff planning 196
Fitting the work to the people: fitting the people to the work 196
Pay, remuneration and reward 199
Components of a wage, salary or reward package 201
Job and work descriptions 203
Job and work evaluation 203
Person specification 205
Recruitment and selection strategy 205
Induction 209
Measuring performance 210
Maintenance factors in human resource management 211
Industrial relations 214
IR strategies 216
The framework of industrial relations 218
Collective bargaining 222
Multi-unionism 226
Conformism 228
IR procedures 232
Conclusions 232
Appendix: Sony Industries (UK) Ltd: staff handbook 235
viii Contents
8 Operations management 241
Location 241
Facilities 243
Design and measurement of work 244
Levels of activity 245
Reliability 247
Safety aspects 248
Production types and categories 251
Creativity and innovation 256
Schedules and timetables 257
Purchasing and supplies 259
Maintenance management 262
Systems of coordination and control 263
Project management 264
Benefits of project management approach 272
Conclusions 274
9 Quantitative methods 277
Statistics 277
Operational research 288
Network analysis 290
Proof and indication 292
Management information systems 293
Conclusion 297
10 Financial aspects of management 301
Finance 301
Investment, assets and liabilities 303
Profit and Loss Account and Balance Sheet 308
Ratio analysis 312
Internal markets 314
Budgets 316
Cost-benefit analysis 320
Conclusion 321
11 Managerial performance 323
Evaluating managerial performance 323
The department manager's role 324
Attitudes and values 325
Setting goals 326
Managing by walking about 329
Delegation 330
Wait a minute 332
Control 332
Time 334
Contents ix
Interpersonal skills and assertiveness 337
Discipline and grievance 340
Negotiating 343
Performance assessment 344
Health and safety 345
Sickness 346
Realpolitik 347
Conclusion 350
12 Managing in a changing environment 352
Introduction 352
The present and future of management 353
Management of change 354
Attitudes, values and beliefs 355
Behavioural barriers to effective change 356
Changing culture 359
Changing structure 361
Changing staff management 363
Working with change 366
Japanese management 369
Current managerial issues 376
The future of management 378
The business sphere 380
Appendix: Employment Law in the UK 386
Bibliography 405
Index 409
I List of figures and
summary boxes
¦ Figures
2.1 The value chain 22
2.2 Organisations and technology 23
2.3 Organisation structures: mechanistic 25
2.4 Organisation structures: organic/organismic 25
2.5 The concept of excellence applied to organisations 28
3.1 The 3-D theory 40
3.2 The managerial grid 42
3.3 System 4 54
3.4 A hierarchy of needs 55
3.5 Two-factor or hygiene factor theory 59
3.6 The relationship between expectation, effort and reward 61
3.7 Foundation of corporate norms 68
3.8 Archetype team members 72
4.1 Power culture and structure: the wheel 85
4.2 People/person culture and structure: the mass 85
4.3 Task culture and structure: the net 86
4.4 Role culture and structure: the pyramid or temple 87
4.5 Organisations as systems 91
4.6 Some behavioural aspects of ego states 105
4.7 Transaction analysis: models 106
4.8 A decision-making model 109
4.9 The decision tree 111
4.10 Introducing a major or contentious issue: a managerial approach 116
4.11 A decision-making model: the autocratic—participative range 117
4.12 Model of the organisation and individual assessment process 126
4.13 Criteria for effective training, development and learning to take
place 128
5.1 Source and development of organisation strategy 133
5.2 The planning process 134
5.3 The implementation of strategy 148
5.4 The monitoring, review and evaluation of strategy and direction 1-50
x
List of figures and summary boxes xi
5.5 SWOT analysis 152
5.6 The components of competitor analysis 155
5.7 The effects of social and political considerations on strategic choice and
direction 160
6.1 Five elemental forces of competition 172
6.2 The 'Boston Group' matrix 176
6.3 Product life cycles 178
7.1 Human resource management summary 194
7.2 Fitting the work to the people: fitting the people to the work 200
7.3 Boundaries of industrial relations 217
7.4 Other considerations 218
7.5 The collective bargaining process 224
8.1 The product life cycle 255
9.1 Presentation of data 281
9.2 An index number 284
9.3 A network diagram 291
9.4 Factors outside the organisation's control 299
10.1 Profit and Loss Account and Balance Sheet example 309
10.2 A break even diagram 314
12.1 Japanese management 375
¦ Summary boxes
1.1 Professions 4
1.2 Fashions and fads 8
2.1 The divine right of kings 10
2.2 The Peter Principle 18
2.3 Eight characteristics of excellent management practice 28
2.4 Criteria for excellence 30
3.1 Leadership styles 34
3.2 The leadership functions model 36
3.3 Case approaches to leadership and management 38
3.4 The managerial grid 42
3.5 Instant departures 48
3.6 High performance groups and the bunker mentality 65
3.7 Job titles and their inferences: role constructs 74
3.8 Role ambiguities 75
3.9 Role acceptance and rejection 76
4.1 Personal values 82
4.2 Culture's consequences: Hofstede 82
4.3 Perception 95
4.4 Transactional analysis 104
4.5 Neuro-linguistic programming 107
4.6 The negative decision 112
xii List of figures and summary boxes
4.7 Professional studies 120
4.8 OD concepts 124
4.9 Training methods and techniques 129
5.1 The health sector 136
5.2 McDonald's 136
5.3 The NHS reforms 139
5.4 Acquisitions example: Sony and Matsushita 143
5.5 Virgin Airlines 144
5.6 Generic strategies: M. E. Porter 146
5.7 'Post it' 149
5.8 Body Shop 157
5.9 P O Ferries: Dover-Europe 158
6.1 The leisure wear sectors 164
6.2 Butter 168
6.3 Lycra: quality, durability (and flexibility) 175
6.4 Fcrd 177
6.5 The growth-share or product portfolio model 179
6.6 The legend of the razor 180
6.7 Airline tickets 180
6.8 The 99p syndrome 181
6.9 Health care promotions 182
6.10 Drink 183
6.11 Soap powder 184
6.12 Storylining 185
6.13 Customer perception 186
6.14 A PR master stroke 190
7.1 Mitsubishi 197
7.2 Profit and performance related pay: ground rules 202
7.3 Mass production work 204
7.4 Assessment centres 208
7.5 A note on panel interviews 208
7.6 Stress 212
7.7 Organisational approaches to tobacco, alcohol and drugs 214
7.8 AIDS: Acquired Immune Deficiency Syndrome 215
7.9 Problem-solving in industrial relations 219
7.10 The Donovan Commission 221
7.11 Behavioural theories of industrial relations 223
7.12 Multi-union illustrations: UK 227
7.13 Single union no-strike agreement between Sanyo (UK) Ltd (Lowestoft)
and the EEPTU 213
7.14 Comparative industrial relations 233
8.1 Co-Steel Sheerness pic 242
8.2 Product success: the Sony Walkman 247
8.3 Disasters: Bhopal, Chernobyl, Seveso 249
8.4 Measures of success and failure 257
List of figures and summary boxes xiii
8.5 Operations and projects: environmental and situational factors 265
8.6 M25: the London orbital motorway project assessment 267
8.7 Concorde 267
8.8 Joint ventures and other cooperative efforts 273
8.9 Joint ventures: examples 274
8.10 AZT: commercial and social drive 275
8.11 The Channel Tunnel Project: measures of success and failure 275
9.1 Organisational statistics and management information 279
9.2 Statistics and proof 282
9.3 Open and closed questions: examples 288
9.4 User-friendliness 294
9.5 The generally favourable response 298
10.1 A model of human asset valuation and accounting 315
10.2 Financial measures of performance from a managerial point of
view 317
10.3 Budgets: the public sector example 319
11.1 A problem-solving model 324
11.2 The hard line 327
11.3 Goals: guidelines 328
11.4 Objectives: an example 328
11.5 The elements of administration 331
11.6 Wait a minute 333
11.7 Spans of control 333
11.8 An airline manager working in the Middle East 335
11.9 Waste of managerial time 336
11.10 The chair: leading meetings, discussions and briefings 338
11.11 Assertiveness 339
11.12 Office staff practices, 1852 341
11.13 'After the staff meeting' 347
11.14 The choice of ministers 349
11.15 Over-mighty subjects 349
11.16 The parable of the spotlight 349
12.1 Culture change 360
12.2 External force and cultural change 361
12.3 Konosuke Matsushita (1892-1989) 376
12.4 Investment 381 |
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| any_adam_object_boolean | 1 |
| author | Pettinger, Richard |
| author_facet | Pettinger, Richard |
| author_role | aut |
| author_sort | Pettinger, Richard |
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| building | Verbundindex |
| bvnumber | BV023512134 |
| classification_rvk | QP 300 |
| ctrlnum | (OCoLC)833093510 (DE-599)BVBBV023512134 |
| dewey-full | 658 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658 |
| dewey-search | 658 |
| dewey-sort | 3658 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| edition | 2. ed. |
| format | Book |
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| id | DE-604.BV023512134 |
| illustrated | Illustrated |
| index_date | 2024-07-02T22:31:20Z |
| indexdate | 2024-07-09T21:23:37Z |
| institution | BVB |
| isbn | 0333687450 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-016833836 |
| oclc_num | 833093510 |
| open_access_boolean | |
| owner | DE-634 DE-11 |
| owner_facet | DE-634 DE-11 |
| physical | XVIII, 422 S. graph. Darst. |
| publishDate | 1997 |
| publishDateSearch | 1997 |
| publishDateSort | 1997 |
| publisher | Macmillan |
| record_format | marc |
| spelling | Pettinger, Richard Verfasser aut Introduction to management Richard Pettinger 2. ed. Basingstoke, Hampshire ; London Macmillan 1997 XVIII, 422 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Betriebswirtschaftslehre (DE-588)4069402-1 gnd rswk-swf Management (DE-588)4037278-9 gnd rswk-swf Betriebswirtschaftslehre (DE-588)4069402-1 s Management (DE-588)4037278-9 s DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016833836&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Pettinger, Richard Introduction to management Betriebswirtschaftslehre (DE-588)4069402-1 gnd Management (DE-588)4037278-9 gnd |
| subject_GND | (DE-588)4069402-1 (DE-588)4037278-9 |
| title | Introduction to management |
| title_auth | Introduction to management |
| title_exact_search | Introduction to management |
| title_exact_search_txtP | Introduction to management |
| title_full | Introduction to management Richard Pettinger |
| title_fullStr | Introduction to management Richard Pettinger |
| title_full_unstemmed | Introduction to management Richard Pettinger |
| title_short | Introduction to management |
| title_sort | introduction to management |
| topic | Betriebswirtschaftslehre (DE-588)4069402-1 gnd Management (DE-588)4037278-9 gnd |
| topic_facet | Betriebswirtschaftslehre Management |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016833836&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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