brewery was left in strong hands. In his will he stated that his grandson John Molson, son of Thomas Molson would inherit the brewery at the age of twenty-one in 1848 that would prove to be the one to pull the organization together. These twelve years caused a crisis of leadership in a battle for ownership between brothers Thomas and William Molson. In 1853, this crisis was resolved when the rightful owners Thomas and his son John H. R. Molson came into place. Phase 2: DirectionMolson now found itself in the phase of direction, Greiners second phase of firm growth. Under John H. R. Molsons leadership they embarked on a stage of sustained growth by increasing sales from three hundred and sixty thousand gallons to seven hundred and twenty thousand gallons, a gain of 100 %. The brewery now had eighteen to twenty employees on their payroll as well as more than fifty distillers. Jobs became increasingly specialized by separating manufacturing activities from marketing. All employees were now divided into specialized jobs, consisting of maltsters, draymen, and even engineers. Also, joined by other technicians and department foremen. Molson now adopted marketing strategies, which consisted of newspaper price announcements and modest placards on which no more than the company name appeared. Accounting systems for inventory were introduced by writing letter books and sales journals about operations and production. This was called the Report of Operations and Distillers for the year ending July 31. They adopted budgets by establishing a distinct payroll for skilled and unskilled workers. As technology became more and more advanced, this brought forth the incentive to increase production at the lowest cost possible. During the past three decades the crisis of autonomy arose with a distinct decrease in production of about 50%. This was due to the lack of freedom given to the employees by assigning them specific tasks which were highly specialize...
