d and by not providing them with the opportunity to express their own ideas. As a solution to this crisis, John H.R. Molson devoted his attention to other matters, mainly the presidency of the Molson Banks, moving him towards more delegation and bringing Molson into the next phase of Greiners firm growth.Phase 3: DelegationBy the absence of John H.R. Molson, much greater responsibility was given to the lower level managers, entering them into a new era of growth. Molson gave its employees motivation by increasing the average payroll and rewarding them with Christmas bonuses. During this time ownership was also passed on between members of the Molson family. In this period Molson concentrated on developing other ideas besides the beer industry. As seen here, these are the acquisitions Molson adopted:By these outside additions to the Molson industry, communication from top management was infrequent and meetings took place only when needed. For example, to review production processes and the efficiency of the company. This increased freedom given to the Molson employees through enhanced motivation did not result in a crisis of control as Greiner would have suspected in his model of firm growth. Evidence provided 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 achi...
