MANAGING CHANGE AND DIVERSITY – EasiYo

Paul O’Brien in 2009 became the CEO of EasiYo, a manufacturer of powder-based yogurts. With O’Brien’s arrival at EasiYo, the company has overseen a 30 percent growth in the annual sales (Jones & George 2003). With the increase of sale and exports a number of challenges have become evident including the absence of a formal management arrangement and the pressure placed of the efficiency and effectiveness of employees (Jones & George 2003). As EasiYo continues to grow into a multinational business, EasiYo must adopt a mixture of hard and soft approaches to human resource management. Coupled with Mayo’s approaches to management EasiYo will be able to overcome its challenges professionally and effectually. Also EasiYo must address the issues of maintaining a workforce environment that is organizationally diverse and maintains the standards of Organizational Health and Safety.
Within EasiYo, there is a nepotistic system that creates a reliable and devoted workforce but can be detrimental to the company (Jones & George 2013). Nepotism is the influence of favoring family members within a business and implicates on many aspects of the business including development, control and effectiveness. Nepotism is hard to manage; taking an intellectual, analytical approach to management can see the minimization of Nepotism’s implications (Wong & Kleiner 1994; Williams 2012). Nepotism in EasiYo also created some difficulty when O’Brien decided to automate the labor to reduce manual handling and safety risks (Jones & George 2013). O’Brien handled this situation by using both manual and automated handling, although this required the employees to undergo training (Jones & George 2013).
One of the key aspects of human resource management is to create a motivating and calm environment (Clegg et al. 2011). Creating an