eve 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 ideas had to be reviewed to ensure the constant growth of Molson throughout the years. By the lack of supply from Molson to meet consumer demand, they expanded to Toronto, Ontario with the opening of a new brewery. This decision was made at the Montreal headquarters where they realized there was a control problem due to the lack of beer available to consumers. Staff members were hired to commence this company wide program, which involved the new line managers to focus on the control of the new plant and create more comfort for those in Montreal. Molson soon fell into what Greiner calls a Red-tape crisis where the organization has become too large and complex to manage. Molson reached this crisis by the expansion of its plants, which re...
