emphasized cost controls in areas where managers previously had complete autonomy. Promotions were increasingly based more on merit than seniority.

These managers frequently announced in meetings and newsletters that municipal employees must provide superlative customer service and that Drive-in 24 would become one of the most customer-friendly places for citizens and those who do business with the municipality. To this end, the managers were quick to support the public's increasing demand for more soft services, including expanded library services and recreational activities. And when population growth recently flattened out, the city manager and other professionals gained council support tolay off a few of the outside workers due to lack of demand for hard services.

One of the most significant changes was that the outside departments no longer held dominant positions in city management. Most of the professional managers had worked exclusively in administrative and related inside jobs. Two had Master of Business Administration degrees. This led to some tension between the professional managers and the older outside managers.

Even before the layoffs, managers of outside departments resisted the changes more than others did. These managers complained that their employees with the highest seniority were turned down for promotions. They argued for more budget and warned that infrastructure problems would cause liability problems. Informally these outside managers were supported by the labor union representing outside workers. The union leaders tried to bargain for more job guarantees, whereas the union representing inside workers focused more on improving wages and bene fits. Leaders of the outs union made several statements in the local media that the city had "lost its heart" and that the public would suffer from the actions of new professionals

Considering the difficulty in changing organizational culture, why does Drive-in 24's management seem to have been successful transformation (10 marks)