d from Molson can be mainly due to the fact that there is mutual respect and loyalty between top management and employees. Molson gave its employees benefits, which included a stable job that was ensured, higher wages as its profits increased and a family oriented environment. Since Molson always took care of its employees through benefits, they never had the incentive to rebel, which in turn would have created a crisis of control. As Griener mentions companies find solutions for this crisis by the use of unique coordination techniques. Molson achieved Greiners next phase without experiencing the revolutionary stage of phase 3. Phase 4: Coordination Molson now enters Greiners next phase of coordination where top-level managers achieve greater responsibility through decision making for new ideas. Instead of focusing on brewing one type of beer, Molson divided its organization into four major product groups; Export Ale, India Pale Ale, Stock Ale and Cream Porter. Each of these groups was seen as unique product line, where all capital and investments were important in the allocation of funds. Molson in 1945 held their first shareholder meeting as a public company. Molson now introduced stock options for the public and for its employees which increased encouragement and morale within the company, making the employees feel as a part of the organization as a whole. Molson showed their loyalty to the employees by issuing stock options, which distributed part of the wealth to the employees as well. Molson also distributed its capital very carefully among each of its plants across the country by looking at the need for new equipment, the amount of barrels of beer each was to produce and the different amount of tax burdens that applied to each province. The method of formal planning Molson used was to gather the directors around a large round table in the corner of the reception room. In this meeting they discussed what new developments and ide...
