Thirty years ago, Clarkin was a small aity [about 70,000 residenta] that senved as an outer suburb to a large metropolitan city. The munisipality of Clarkin treated its employees like family and gove them a great desl of autonomy in their work. Everyone in the orgenization including the two labor unions reoresenting employees) impliitly agreed that the lesders and supervisors of the organization should rise through the ranks on the basis of their experience. Few people were ever hired from the outaide into middle or senior positions. The rule of employment at Clarkin was to learn the job skills, maintain a ressonsbly good work record, and wait your turn for promation. Clarkin grew rspialy over the pest three decades. As the population grew, so did the municipality's workiorse to keep pace with the increasing demend for muniejpal servises. This mesnt that employees were promoted fairly quickly and were almort assured guaranteed employment. In fact, until recently. Clarkin had never laid off any employee. The orgenization's culture could be described as one of entitiement and comfort. Neither the elected city councilors nor the city mansger bothered the departmental managers about their work. There were few coat controls because the repid growth placed more emphasis on keeping up with the population expanaion. The public became somewhat more critical of the city's poor service, indluding roed construction at incomenient times and the spperent lack of respect some employes showed toward taxpeyers. During these expension years, Clarkin put moat of its money into "outside" (also called hard) munisipal servicec. These included road building. utility construction and maintensnce, fire and police protection, recreationsl facilities, and land use control. This emphasis occurred becsuse an expanding population demended more of these services and most of Clarkin 's senior people came from the outside services group. Forexample, Clarkin's city manager for many years was a road development engineer. The inside workers (taxation, community services, etc) tended to have leas seniority, and their departmenta were given leas priority. As commuter and road systema developed, Clarkin attracted more upwaraly moble profezsionsla into the community. Some infrastructure demanda continued, but now these suburban dwellers wanted more of the soft services, such ss libraries, socisl activities, and community services. They also begen complaining about the way the municipality was being run. The population had more than tripled over the past three decades, and it was incresaingly apparent that the organization needed more corporate planning, infomation systems, orgenization develogment, and cost control systemi. In various wayz, residents voiced their concerns that the munisipality was not providing the quality of mansgement that. they would expect from a city of Clarkin's size. Three years ago, a new mayor and council replaced most of the previous incumbents, mainly on.

1. Thirty years ago, Clarkin was a small aity [about 70,000 residenta] that senved as an outer suburb
to a large metropolitan city. The munisipality of Clarkin treated its employees like family and gove
them a great desl of autonomy in their work. Everyone in the orgenization including the two labor
unions reoresenting employees) impliitly agreed that the lesders and supervisors of the
organization should rise through the ranks on the basis of their experience. Few people were ever
hired from the outaide into middle or senior positions. The rule of employment at Clarkin was to
learn the job skills, maintain a ressonsbly good work record, and wait your turn for promation.
Clarkin grew rspialy over the pest three decades. As the population grew, so did the municipality's
workiorse to keep pace with the increasing demend for muniejpal servises. This mesnt that
employees were promoted fairly quickly and were almort assured guaranteed employment. In fact,
until recently. Clarkin had never laid off any employee. The orgenization's culture could be
described as one of entitiement and comfort. Neither the elected city councilors nor the city
mansger bothered the departmental managers about their work. There were few coat controls
because the repid growth placed more emphasis on keeping up with the population expanaion.
The public became somewhat more critical of the city's poor service, indluding roed construction at
incomenient times and the spperent lack of respect some employes showed toward taxpeyers.
During these expension years, Clarkin put moat of its money into "outside" (also called hard)
munisipal servicec. These included road building. utility construction and maintensnce, fire and
police protection, recreationsl facilities, and land use control. This emphasis occurred becsuse an
expanding population demended more of these services and most of Clarkin 's senior people
came from the outside services group. Forexample, Clarkin's city manager for many years was a
road development engineer. The inside workers (taxation, community services, etc) tended to
have leas seniority, and their departmenta were given leas priority. As commuter and road
systema developed, Clarkin attracted more upwaraly moble profezsionsla into the community.
Some infrastructure demanda continued, but now these suburban dwellers wanted more of the
soft services, such ss libraries, socisl activities, and community services. They also begen
complaining about the way the municipality was being run. The population had more than tripled
over the past three decades, and it was incresaingly apparent that the organization needed more
corporate planning, infomation systems, orgenization develogment, and cost control systemi. In
various wayz, residents voiced their concerns that the munisipality was not providing the quality of
mansgement that. they would expect from a city of Clarkin's size. Three years ago, a new mayor
and council replaced most of the previous incumbents, mainly on the platform of improving the
munisipslity's management structure. The new council gave the city mansger, along with two other
senior mansgers, an early retirement buyout packsge. Rather then promoting from the lower
ranks, the council decided to fill all three positions with qualified candidstes from large municipal
corporations in the region. The following year, seversi long-term managers left Clarkin and at lesst
half of those poaitions were filled by people from outaide the organization. Even before the lsyoffs,
managers of outaide departments resisted the changes more than others dia. These manegers
complained that their employees with the highest seniority were tumed down for promotions. They
argued for more budget and wemed that infrastructure problems would cause liability problems.
Informally, these outside mansgers were supported by the labor union representing outside
workers. The union lesders tried to bargain for more job guarantees, whereas the union

2. representing inside workers focused more on improving wages and benefita Lesders of the
outaide union made several statements in the local media that the city had lost ita heart and that
the public would suffer from the sctions of the new professionsls A. Considering the difficulty in
chenging orgenizationsl culture, why does Clarkin 's mansgement seem to have been successful
at this transformation (10 marks) B. ldentify two other strategies that the city might consider to
reinforce the new set of corporate values. (10 marks)