Case Study # 2 : MOLSON COORS BREWING COMPANY
Course code: 1163(ORGB) Student Name: Kiranpal Mann Student NO: c0645417 Date: 17th November 2015
ANS# 1
The proposed merger in the between of Molson and Coors and its genuine execution had both negative and positive outcomes. According to chapter 13,the Positive consequences of conflict includes leads to new ideas, Stimulates Creativity, Motivates change, Promotes Organizational vitality, helps individual and groups establish identifies, Serves as a safety valve to show issues. Negative consequences are like Diverts energy from work, threatens mental prosperity, Wastes resources,
Creates a negative atmosphere, Breaks down group cohesion, Can increase hostility and aggressive behaviour.…show more content… Eric and allied family members controlled more than a large portion of the voting shares; this family function supported the merger. Ian, with approximately 10 percent of the voting shares, was against the merger. A shareholder agreement between Ian and Eric prevented either one from transferring or selling his voting shares without the consent of the other. Eric maintained that he had found a legal way to circumvent the agreement. Ian, then again, was get ready to offer as much as $4 billion to obtain Molson Inc. Coors and Molson both jointly announced a merger agreement to July 22, 2004, with the desire that it would bring about positive results for both organizations.The merger was completed February 9, 2005, with the merged company being named Molson Coors Brewing Company. This followed by a partnership in 2008 with SABMiller, making the company even more powerful. 1786- John Molson opens a brewery in Montreal,