Organisational behaviour: core concepts and applications
Gespeichert in:
| Format: | Buch |
|---|---|
| Sprache: | English |
| Veröffentlicht: |
Milton, Qld.
Wiley
2016
|
| Ausgabe: | 4. Australasian ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XXVII, 600 S. Ill., graph. Darst. |
| ISBN: | 9780730314714 |
Internformat
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Datensatz im Suchindex
| _version_ | 1804175004166782976 |
|---|---|
| adam_text | BRIEF CONTENTS
PART 1 INTRODUCTION 1
1 What is organisational behaviour? 3
PART 2 MANAGING INDIVIDUAL BEHAVIOUR AND PERFORMANCE 39
2 Individual attributes and their effects on job performance 41
3 Motivation and empowerment 79
4 Learning, reinforcement and self-management 123
5 Job design, goal setting and flexible work arrangements 163
PART3 MANAGING GROUP DYNAMICS AND TEAM PERFORMANCE 207
6 Groups and group dynamics 209
7 Teamwork and team building 247
PART 4 MANAGING ORGANISATIONAL PROCESSES AND PERFORMANCE 283
8 Organisational structure and design 285
9 Organisational culture 331
10 Power, politics and influence in organisations 363
11 Leadership 401
12 Decision making 453
13 Communication, conflict and negotiation in organisations 491
14 Organisational change and innovation 527
PART5 CASESTUDIES 561
1 The Princess Polly story 562
2 Management style and employee-management relations 564
3 Manukau Water: it’s not only about pipes 567
4 Woolworths: what it DOES take 570
CONTENTS
Tutorial activities at a glance xvii
Cases and real-world examples at a glance xviii
How to use this book xxii
About the authors xxiv
Acknowledgements xxvi
PARTONE INTRODUCTION 1
CHAPTER 1 WHAT IS ORGANISATIONAL BEHAVIOUR? 3
Learning objectives 3
Introduction 5
What is organisational behaviour? 5
Why do organisations exist? 7
Organisations as open systems 8
Managers in organisations 10
What is an effective manager? 10
Managing task performance 10
Human resource maintenance 11
The management process 13
Contemporary themes in organisational
behaviour 14
Globalisation 14
The changing nature of work 16
The changing nature of the workforce 18
The changing nature of employer-employee
relations 22
Ethics and values 27
Why study organisational behaviour? 29
Summary 30
CHAPTER 1 study guide 32
Key terms 32
Review questions 32
Application questions 32
Research questions 33
Running project 33
Individual activity 33
Group activity 34
Case study: Resene Paints Ltd 35
End notes 36
What would you do? 12
The effective manager 1.1 14
Moving from traditional to re-engineered values 14
The effective manager 1.2 15
Ten attributes of the global manager 15
Counterpoint 15
International spotlight 19
Ethical perspective 23
CHAPTER2 INDIVIDUAL ATTRIBUTES AND THEIR EFFECTS 0N JOB PERFORMANCE 41
Learning objectives 41
Introduction 43
Individual performance factors 43
Individual attributes 43
Work effort 45
Organisational support 45
Demographic differences among individuals 46
Competency differences among individuals 47
vi CONTENTS
Cognitive abilities 47
Physical abilities 47
Emotional competence 48
Personality differences among individuals 50
Personality determinants 50
Personality traits 51
Individual differences and workplace diversity 54
Values 56
Sources and types of values 56
Patterns and trends in values 56
Attitudes 59
Components of attitudes 59
Attitudes and cognitive consistency 60
Job satisfaction as an attitude 60
Job satisfaction and workplace behaviour 62
Job satisfaction, absenteeism and turnover 62
The link between job satisfaction and overall
job performance 64
Perception and the perceptual process 67
Factors influencing the perceptual process 67
Stereotyping 68
Summary 70
CHAPTER 2 study guide 72
Key terms 72
Review questions 72
Application questions 72
Research questions 73
Running project 73
Individual activity 73
Group activity 74
Case study: Perceptions, attitudes and job dissatisfaction:
a tricky issue 75
End notes 76
Ethical perspective 53
The effective manager 2.1 55
Working with workplace diversity
The effective manager 2.2 62
Facets of job satisfaction (from the Job Descriptive Index)
Counterpoint 63
What would you do? 66
International spotlight 66
CHAPTER 3 MOTIVATION AND EMPOWERMENT 79
Learning objectives 79
Introduction 80
Motivating and empowering the workforce 81
Contemporary issues affecting motivation
and empowerment 81
The work motivation challenge 85
Content and process motivation theories 87
Content theories 88
Maslow’s hierarchy of needs theory 88
Alderfer’s ERG theory 91
McClelland’s acquired needs theory 92
Herzberg’s two-factor theory 93
Process theories 98
Equity theory 98
Expectancy theory 101
Integrating content and process
motivation theories 105
Other perspectives on motivation 106
Empowerment 108
Summary 111
CHAPTER 3 study guide 113
Key terms 113
Review questions 113
Application questions 113
Research questions 114
CONTENTS vii
Running project 114
Individual activity 114
Group activity 116
Case study: Employee empowerment at the Bank of
New Zealand 117
Endnotes 118
International spotlight 84
Counterpoint 89
The effective manager 3.1 100
Steps for managing the equity process
Ethical perspective 100
What would you do? 103
The effective manager 3.2 104
Tips for influencing the perceived valence of
work outcomes
Sustainability 107
CHAPTER 4 LEARNING, REINFORCEMENT AND SELF-MANAGEMENT 123
Learning objectives 123
Introduction 124
Learning as a modification of work behaviour 125
Classical conditioning 126
Operant conditioning 127
Cognitive learning 128
Social learning 128
Reinforcement as a strategy to modify work
behaviour 131
Positive reinforcement 132
Negative reinforcement (avoidance) 136
Punishment 136
Extinction 138
Organisational behaviour modification
strategies — a summary 139
Reinforcement perspectives: using rewards
carefully 139
Reinforcement perspectives: do incentives
actually work? 140
Social learning theory and behavioural
self-management 141
Managing pay as an extrinsic reward 143
Multiple meanings of pay 144
Merit pay 144
Creative pay practices 146
The learning organisation 148
The teaching organisation 151
Summary 152
CHAPTER 4 study guide 154
Key terms 154
Review questions 154
Application questions 154
Research questions 155
Running project 155
Individual activity 155
Group activity 156
Case study: Experiential learning in organisations...
just do it! 157
End notes 158
What would you do? 130
Sustainability 133
Counterpoint 134
The effective manager 4.1 135
Guidelines for allocating extrinsic rewards to ensure a
positive reinforcement effect
The effective manager 4.2 137
Guidelines for using punishment to change behaviour
Ethical perspective 145
International spotlight 147
The effective manager 4.3 148
Creating a learning organisation
iiii CONTENTS
CHAPTER 5 JOB DESIGN, GOAL SETTING AND FLEXIBLE WORK ARRANGEMENTS 163
Learning objectives 163
Introduction 164
Intrinsic motivation 165
Job design 166
Job simplification 167
Job enlargement 168
Job rotation 168
Job enrichment 170
The job characteristics model 171
Individual differences: moderators of the job
characteristics model 173
Testing and the motivating potential score 174
The research 174
Socio-technical job design 178
Social information and job design 178
Multiskilling 178
Goal-setting theory 179
Goal setting: follow-up research 180
Goal setting and MBO 180
Key performance indicators 182
Flexible work arrangements 183
Major drivers of changing work arrangements 183
Types of flexible work arrangements 190
Summary 196
CHAPTER 5 study guide 198
Key terms 198
Review questions 198
Application questions 198
Research questions 199
Running project 199
Individual activity 199
Group activity 200
Case study: Brolly Sheets and mumpreneur
Diane Hurford 200
End notes 201
Counterpoint 165
What would you do? 167
International spotlight 169
The effective manager 5.1 175
Guidelines for implementing a program of job enrichment
What would you do? 176
The effective manager 5.2 181
Key issues for mutual goal setting in an MBO program
Counterpoint 186
Ethical perspective 187
CHAPTER 6 GROUPS AND GROUP DYNAMICS 209
Learning objectives 209
Introduction 211
What is a group? 211
Types of groups in organisations 211
Purposes of groups in organisations 214
Managing groups for effectiveness 216
Task performance and group maintenance 217
Group effectiveness 218
Groups as open systems 219
Inputs into the group process 220
Organisational setting 220
Nature of the group task 222
General membership characteristics 223
Group size 226
Group processes and group dynamics 227
Stages of group development 228
Required and emergent behaviours 230
Group norms and roles 230
Emotions in groups 232
Group communication and decision making 233
CONTENTS ix
Outputs of the group process — task performance
and group maintenance 234
Intergroup dynamics 236
Work flow interdependency and intergroup
relations 236
Other factors affecting intergroup relations 237
Dynamics of intergroup competition 238
Summary 239
CHAPTER 6 study guide 241
Key terms 241
Review questions 241
Application questions 241
Research questions 242
Running project 242
Individual activity 243
Group activity 243
Case study: Workgroup behaviour in a New Zealand
factory 243
End notes 244
The effective manager 6.1 218
Ten characteristics of an effective group
What would you do? 218
Sustainability 222
International spotlight 223
Counterpoint 227
Ethical perspective 232
CHAPTER 7 TEAMWORK AND TEAM BUILDING 247
Learning objectives 247
Introduction 248
What are teams? 249
Groups versus teams 250
Teams and their effectiveness 251
Effective teams 251
Foundations of the team-building process 253
Team-building goals 253
Effective team leadership 254
Effective team facilitators 256
Teamwork activities and training 257
Timing and location of teamwork activities 260
Team performance and cohesiveness 261
Team norms 262
Team roles and role dynamics 262
Team cohesiveness 263
Types of workplace teams 266
Employee involvement teams 267
Problem-solving teams 267
Self-managing teams (SMTs) 268
Virtual teams 270
Future challenges for work teams 272
Empowerment through new technology 273
Trust 273
Accountability 273
Diversity 273
Team leadership 274
Summary 275
CHAPTER 7 study guide 277
Key terms 277
Review questions 277
Application questions 277
Research questions 278
Running project 278
Individual activity 278
Group activity 279
Case study: Understanding the self 279
Endnotes 281
m CONTENTS
International spotlight 249
The effective manager 7.1 254
How to build a high-performing team
Ethical perspective 255
The effective manager 7.2 256
Ten rules for team leaders to create effective teams
What would you do? 257
The effective manager 7.3 262
Seven steps for leaders to encourage positive team norms
Counterpoint 265
PART FOUR MANAGING ORGANISATIONAL PROCESSES
____________AND PERFORMANCE 283
CHAPTER 8 ORGANISATIONAL STRUCTURE AND DESIGN 285
Learning objectives 285
Introduction 287
Organisational structure and design 287
Factors influencing organisational design 289
Scale 289
Technology 289
Environment 290
Strategy 291
Organisational goals, control and
coordination 292
Organisational goals 292
Control 294
Coordination 297
Vertical specialisation 301
Unity of command and span of control 302
Horizontal specialisation 302
Departmentalisation by function 304
Departmentalisation by division, geography and
customer 305
Departmentalisation by matrix 307
Mixed forms of departmentalisation 310
Emerging forms of organisational design and
workforce implications 311
The simple design 312
The bureaucracy 312
Divisionalised organisations 315
The conglomerate 315
The core-ring organisation 317
The adhocracy 318
Other structural arrangements 319
Summary 320
CHAPTER 8 study guide 323
Key terms 323
Review questions 323
Application questions 323
Research questions 324
Running project 324
Individual activity 325
Group activity 325
Case study: Why do bosses need to go undercover ? 326
End notes 327
The effective manager 8.1 294
Signs of too much control
The effective manager 8.2 298
Selecting personal coordination styles
Counterpoint 299
What would you do? 300
Ethical perspective 303
International spotlight 306
Sustainability 309
The effective manager 8.3 312
The natural dysfunctional tendencies of a bureaucracy
What would you do? 315
CONTENTS
CHAPTER 9 ORGANISATIONAL CULTURE 331
Ethics and organisational culture 351
Climate versus culture 352
Summary 353
Learning objectives 331
Introduction 332
The concept of organisational culture 333
Understanding the connections between
organisational and national cultures 333
Levels of cultural analysis 334
Subcultures and countercultures 335
Imported subcultures and cultural diversity 337
Observable aspects of organisational culture 339
Stories, rites, rituals and symbols 339
Cultural rules and roles 341
Values and organisational culture 342
Linking actions and values 342
Common assumptions and organisational culture 343
Common assumptions and management
philosophy 343
What do organisational culture researchers
investigate? 344
Different perspectives on organisational culture 345
The integration perspective 345
The differentiation perspective 346
Ambiguity/fragmentation perspective 346
The functions of organisational culture for its
members 347
Managing organisational culture: building, reinforcing
and changing culture 349
CHAPTER 9 study guide 355
Key terms 355
Review questions 355
Application questions 355
Research questions 356
Running project 356
Individual activity 357
Group activity 357
Case study: The need for cultural change at ADFA and
the ADF 358
End notes 359
What would you do? 341
Counterpoint 347
International spotlight 350
The effective manager 9.1 351
Using organisational culture to help the organisation compete
Ethical perspective 352
CHAPTER 10 POWER, POLITICS AND INFLUENCE IN ORGANISATIONS 363
Learning objectives 363
Introduction 364
Power and influence 365
Position power 367
Personal power 370
Power, authority and obedience 372
The Milgram experiments 372
Obedience and the acceptance of authority 373
Obedience and the zone of indifference 375
Managing with power and influence 376
Acquiring managerial power 377
Turning power into influence 378
Exercising upward influence 380
Empowerment 380
Power keys to empowerment 380
Empowering others 381
The limits of empowering others 382
Organisational politics 382
The two traditions of organisational politics 383
Organisational politics in action 385
Office politics and the informal network 385
Political action and the manager 385
Political action and subunit power 386
Political action in the chief executive suite 387
The politics of empire building 389
Xi CONTENTS
The consequences of power and politics 390
The double-edged sword of organisational
politics 390
The ethics of power and politics 391
Trust and managerial influence 393
Summary 393
CHAPTER 10 study guide 395
Key terms 395
Review questions 395
Application questions 395
Research questions 395
Running project 396
individual activity 396
Group activity 397
Case study: When leadership brawls become ugly
End notes 399
Ethical perspective 367
What would you do? 370
International spotlight 374
The effective manager 10.1 376
Dealing with insubordinate employees
The effective manager 10.2 381
Guidelines for implementing empowerment
Counterpoint 384
398
CHAPTER 11 LEADERSHIP 401
Learning objectives 401
Introduction 402
Leadership and management 403
Traditional leadership approaches: trait and
behavioural theories 404
Trait theory 404
Behavioural theories 404
Situational contingency theories of leadership 407
Fiedler’s leadership contingency theory 407
House’s path-goal theory of leadership 409
Hersey and Blanchard’s Situational Leadership®
model 411
Substitutes for leadership 412
Inspirational leadership perspectives 413
Charismatic approaches 414
Transactional and transformational leadership
approaches 415
Emerging leadership perspectives 419
Integrative leadership 419
Crisis leadership 426
Moral leadership 428
Sustainability leadership 431
Questions and answers concerning the emerging
leadership perspectives 433
Gender, age and cultural diversity — current issues in
leadership 436
Gender and leadership 436
Age and leadership 437
Leadership and culture 439
Summary 440
CHAPTER 11 study guide 442
Key terms 442
Review questions 442
Application questions 442
Research questions 443
Running project 443
Individual activity 444
Group activity 445
Case study: Sustainability leadership is alive and well at
the Good Guys 446
End notes 447
CONTENTS xiii
Counterpoint 406
The effective manager 11.1 417
The four Ts of transformational leadership
Sustainability 432
The effective manager 11.2 434
20 characteristics of a strong leader
Ethical perspective 436
What would you do? 438
International spotlight 439
CHAPTER 12 DECISIONMAKING 453
Learning objectives 453
Introduction 454
Decision making in organisations 454
Types of decisions made by managers 455
Decision environments of managers 455
Steps in the decision-making process 457
Approaches to decision making 457
Classical and behavioural decision models 458
Garbage can decision model 459
The intuitive decision model 460
The role of intuition 461
The use of judgement heuristics 462
Creativity 463
Making a choice and implementing a decision 463
Selecting problems carefully 464
Strategies for involvement — who decides? 464
Managing participation in decision making 466
How groups make decisions 467
The problem of escalating commitment 473
Current issues in organisational decision making 474
Culture and decision making 474
Technology and decision making 475
Ethical decision making 475
Summary 480
CHAPTER 12 study guide 482
Key terms 482
Review questions 482
Application questions 482
Research questions 483
Running project 483
Individual activity 483
Group activity 484
Case study: Decision making in the Victorian bushfires 485
End notes 486
International spotlight 459
Counterpoint 461
The effective manager 12.1 466
Improving organisational problem-solving skills
The effective manager 12.2 469
Guidelines for achieving group consensus
The effective manager 12.3 471
Spotting the symptoms of groupthink
What would you do? 473
Ethical perspective 478
xiv CONTENTS
CHAPTER 13 COMMUNICATION, CONFLICT AND NEGOTIATION IN ORGANISATIONS 491
Learning objectives 491
Introduction 492
Communication in organisations 493
Interpersonal communication 494
Effective and efficient communication 495
Communication channels 496
Barriers to interpersonal communication 498
Social media and the workplace 499
Conflict 500
What is conflict? 500
Substantive and emotional conflicts 501
Levels of conflict 502
Conflict and culture 504
Constructive and destructive conflicts 504
Conflict situations faced by managers 506
Conflict-management approaches 508
Conflict-resolution styles 508
Negotiation 512
Four types of negotiation situations 512
Negotiation goals and outcomes 513
Different approaches to negotiation 514
Managerial issues in negotiation 515
Gaining integrative agreements 516
Classic two-party negotiation 516
Summary 519
CHAPTER 13 Study guide 521
Key terms 521
Review questions 521
Application questions 521
Research questions 522
Running project 522
Individual activity 522
Group activity 523
Case study: The perils of social media 524
End notes 524
Sustainability 497
Ethical perspective 497
The effective manager 13.1 499
The habits of good communicators
The effective manager 13.2 502
Communication that can lead to conflict
The effective manager 13.3 506
Howto prevent destructive conflict
The effective manager 13.4 508
What can be done to better manage workplace conflict?
International spotlight 511
What would you do? 517
Counterpoint 518
CHAPTER 14 ORGANISATIONAL CHANGE AND INNOVATION 527
Learning objectives 527
Introduction 528
What is organisational change? 529
Planned and unplanned change 529
Leadership of change 530
Forces of change 532
Cultural change 532
Technological change 533
Organisational targets for change 533
Phases of planned change 535
Change levers and change cycles 536
Planned change strategies 539
Top-down approach to change 539
Force-coercion and planned change 540
Rational persuasion and planned change 540
Shared power and planned change 541
Resistance to change 542
Why people resist change 542
How to deal with resistance to change 543
CONTENTS XV
Change and stress 545
What is stress? 545
Sources of stress 545
Stress and our health 545
Preventing or coping with stress 547
Innovation in organisations 548
The innovation process 549
Summary 552
CHAPTER 14 study guide 554
Key terms 554
Review questions 554
Application questions 554
Research questions 555
Running project 555
Individual activity 555
Group activity 556
Case study: LEGO — when innovation is not the Holy
Grail 557
End notes 559
The effective manager 14.1 533
Pathways to effective cultural change
Counterpoint 537
The effective manager 14.2 541
Guidelines for effective change
Ethical perspective 547
The effective manager 14.3 549
Promoting an innovation culture
International spotlight 550
What would you do? 551
PART FIVE CASESTUDIES 561
Case study 1: The Princess Polly story 562
Case study 2: Management style and
employee-management relations 564
Case study 3: Manukau Water: it’s not only
about pipes 567
Case study 4: Woolworths: what it DOES take 570
Glossary 5 73
Index 586
xvi CONTENTS
|
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| genre | 1\p (DE-588)4006432-3 Bibliografie gnd-content |
| genre_facet | Bibliografie |
| geographic | Asien Pazifischer Raum Pazifischer Raum (DE-588)4044982-8 gnd Ostasien (DE-588)4075727-4 gnd Asien (DE-588)4003217-6 gnd Südostasien (DE-588)4058448-3 gnd |
| geographic_facet | Asien Pazifischer Raum Ostasien Südostasien |
| id | DE-604.BV042776990 |
| illustrated | Illustrated |
| indexdate | 2024-07-10T07:09:23Z |
| institution | BVB |
| isbn | 9780730314714 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-028207127 |
| oclc_num | 934232725 |
| open_access_boolean | |
| owner | DE-473 DE-BY-UBG DE-91 DE-BY-TUM DE-91S DE-BY-TUM |
| owner_facet | DE-473 DE-BY-UBG DE-91 DE-BY-TUM DE-91S DE-BY-TUM |
| physical | XXVII, 600 S. Ill., graph. Darst. |
| publishDate | 2016 |
| publishDateSearch | 2016 |
| publishDateSort | 2016 |
| publisher | Wiley |
| record_format | marc |
| spelling | Organisational behaviour core concepts and applications Jack Wood ... 4. Australasian ed. Milton, Qld. Wiley 2016 XXVII, 600 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Organizational behavior Asia Organizational behavior Pacific Area Organisationssoziologie (DE-588)4043788-7 gnd rswk-swf Organisationsverhalten (DE-588)4285859-8 gnd rswk-swf Internationaler Vergleich (DE-588)4120509-1 gnd rswk-swf Management (DE-588)4037278-9 gnd rswk-swf Asien Pazifischer Raum Pazifischer Raum (DE-588)4044982-8 gnd rswk-swf Ostasien (DE-588)4075727-4 gnd rswk-swf Asien (DE-588)4003217-6 gnd rswk-swf Südostasien (DE-588)4058448-3 gnd rswk-swf 1\p (DE-588)4006432-3 Bibliografie gnd-content Asien (DE-588)4003217-6 g Organisationsverhalten (DE-588)4285859-8 s DE-604 Südostasien (DE-588)4058448-3 g Ostasien (DE-588)4075727-4 g Pazifischer Raum (DE-588)4044982-8 g Management (DE-588)4037278-9 s Organisationssoziologie (DE-588)4043788-7 s Internationaler Vergleich (DE-588)4120509-1 s 2\p DE-604 Wood, Jack M. 1945- Sonstige (DE-588)142510750 oth Digitalisierung UB Bamberg - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=028207127&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 |
| spellingShingle | Organisational behaviour core concepts and applications Organizational behavior Asia Organizational behavior Pacific Area Organisationssoziologie (DE-588)4043788-7 gnd Organisationsverhalten (DE-588)4285859-8 gnd Internationaler Vergleich (DE-588)4120509-1 gnd Management (DE-588)4037278-9 gnd |
| subject_GND | (DE-588)4043788-7 (DE-588)4285859-8 (DE-588)4120509-1 (DE-588)4037278-9 (DE-588)4044982-8 (DE-588)4075727-4 (DE-588)4003217-6 (DE-588)4058448-3 (DE-588)4006432-3 |
| title | Organisational behaviour core concepts and applications |
| title_auth | Organisational behaviour core concepts and applications |
| title_exact_search | Organisational behaviour core concepts and applications |
| title_full | Organisational behaviour core concepts and applications Jack Wood ... |
| title_fullStr | Organisational behaviour core concepts and applications Jack Wood ... |
| title_full_unstemmed | Organisational behaviour core concepts and applications Jack Wood ... |
| title_short | Organisational behaviour |
| title_sort | organisational behaviour core concepts and applications |
| title_sub | core concepts and applications |
| topic | Organizational behavior Asia Organizational behavior Pacific Area Organisationssoziologie (DE-588)4043788-7 gnd Organisationsverhalten (DE-588)4285859-8 gnd Internationaler Vergleich (DE-588)4120509-1 gnd Management (DE-588)4037278-9 gnd |
| topic_facet | Organizational behavior Asia Organizational behavior Pacific Area Organisationssoziologie Organisationsverhalten Internationaler Vergleich Management Asien Pazifischer Raum Ostasien Südostasien Bibliografie |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=028207127&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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