Talon Outdoor: Change Management, Impacts, and Performance Report

This report focuses on the development of small business enterprises, particularly in the UK, using Talon Outdoor as a case study. It explores the impact of changes on the business and its personnel, including physical aspects, marketing strategies, and customer relationships. The report discusses managing changes through John Kotter’s eight-step model and Kurt Lewin’s model. It also covers monitoring improvements in business performance through regular meetings, self-assessment, and feedback collection. The study concludes that specific factors significantly affect the functioning of small business enterprises, and implementing necessary changes is crucial for maintaining the work environment and improving management efficiency.

SMALL BUSINESS ENTERPRISE

 Prime focus of UK is growing behind the development of small
business Enterprises across the world. small organised
businesses are considered to be corporations vichar privately
owned and have listened number of employees with lower
annual revenue and turnover. in and the you his son to be the
hub of small business Enterprises and source of a greater
amount of revenue and contribution to the national income.
the selected company for conducting this analysis is Talon
Outdoor. The key aim of this study is to drive the working of
small business enterprises. In addition to the above, it could be
also stated that the study mainly represents its focus on
satisfying facts such as effect of changing environment over
the functionalities of any business organisation.
Introduction

LO4
Task 4

 According to the observations of Goetsch and Davis (2014), the
proposed changes might have huge impacts on the overall
performance of the business organisation, Taloon Outdoors.
Changes within the management of human resource and financial
management affect the smooth operation with the business
sector. Alongside, it definitely provides greater level of satisfaction
to the customers of the selected organisation.
Task 4
4.1 Preparing report on impacts of proposed
changes on business along with its personnel

 Changes in physical; aspects like office
premises and production areas would be
effective since a large location would
support increasing production and technical
operations of the firm.
Contd…

 Appropriate marketing strategies and skills
of the organisation could impact upon the
relationship with its existing as well as new
customers.
Contd….

 Management of necessary changes could be done
through utilization of two prime models which are-
John Kotter’s eight-step model and Kert Lewin’s
model. According to the statement of Allen, (2016,
p.100), Keet Lewin’s model consist of three
preliminary steps. Firstly, Talon Outdoors, the
selected organisation is supposed tp understand
the status of employees for accepting challenges.
The organisation can only execute, if the
employees are ready to take down the necessary
changes.
4.2 Preparing a specific plan and presenting the
ways of managing changes in the selected
business

 In contradictory to the above stated that, small
business organisations such as Talon Outdoors is
either supposed to implement eight-step model
contained in Joh Kotter for managing the
necessary or relevant changes. By this method,
organisation requires creation of an appropriate
sense of emergency regarding the proposed
change. In the ideas of Engert and Baumgartner
(2016, p.833), a specific vision is supposed to be
created for evaluating impacts of changes within
the organisation, Talon Outdoors.
Contd…

 As per the discussions of Kozlowski (2016, p.303),
improvements could be monitored through the support of
certain specific activities. One of those basic activities would
be to arrange regular meetings. It could vitalise the
enhancement of the communication level among employees
within a specific organisation. Eventually, through this
network of communication to be created, employees can
contact with each other which would certainly allow them
for discussing their problems and issues. Necessarily, the
selected organisation gathers ample amount of reviews and
feedback by arrangement of regular or frequent meetings.
As per the views of Steen, R. and Tangenes, (2016, p.546),
all these activities assist in detecting the weaknesses and
strengths of any particular organisation in their work.
4.3 Monitoring improvements in performance of business on a provided timescale

 The first one illustrates the need for performing
self-assessment which could help the
employees and the employer to know or identify
their loopholes as well areas of strength. In the
opinions of Vogler and Vitry (2016, p.40), under
this approach, the organisation or the Talon
Outdoors might approach customers for judging
the performance of this organisation. Thirdly,
monitoring the achievement and progress of the
working activities as well as generating
feedback from each and every entity is ensured.
Contd…

 The overall idea that could be gained from the above
study is that there are specific factors which create
an intense effect on the working of small business
enterprises. The study even elaborates about the
performance level of small business enterprises such
as Talon Outdoor. Conducting SWOT analysis has
concluded about the weakness and strength in
details through which aims and objectives could be
set. Furthermore, it could be deduced that few
changes have been much important for maintaining
the work environment and organisational structure in
order to improve management efficiency.
Conclusion

 Vogler, S. and Vitry, A., (2016). Cancer drugs in 16 European countries, Australia, and
New Zealand: a cross-country price comparison study. The Lancet Oncology, 17(1),
pp.39-47
 Steen, R. and Tangenes, T., (2016). Toward resilient organization: Strengthening
performance management in an era of turbulent change. In Risk, Reliability and
Safety: Innovating Theory and Practice (pp. 540-547
 Engert, S. and Baumgartner, R.J., (2016). Corporate sustainability strategy–bridging
the gap between formulation and implementation. Journal of Cleaner Production, 113,
pp.822-834
 Allen, S.G., Clark, R.L., Maki, J. and Morrill, M.S., (2016). Golden Years or Financial
Fears? How Plans Change after Retirement Seminars. The Journal of Retirement, 3(3),
pp.96-115
 Church, K.S., Schmidt, P.J. and Smedley, G., (2017). Casey's Collections: A Strategic
Decision-Making Case Using the Systems Development Lifecycle—Planning and
Analysis Phases. Journal of Emerging Technologies in Accounting Teaching
Notes, 13(2), pp.31-81
 Goetsch, D.L. and Davis, S.B., (2014). Quality management for organizational
excellence. Upper Saddle River, NJ: pearson
References