ncements 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 specialized 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 provide...
