eneurial skills. He devoted himself mentally and physically by making and selling his product of beer. Due to such a high demand for his product, John Molson confronted his first dilemma, which was to choose between remaining a small business or to begin expansion. He decided that his best alternative was to expand which would eliminate possible competition that would arise from a high demand for his product. His unfortunate death in 1836 resulted in a crisis of leadership, which is the origin of the first revolution according to Greiner. After revising his will before his death he chose a candidate who would lead the company out of confusion and solve the managerial problems confronting it. His main concern was to ensure that the 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 annou...
