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The primary aim of this paper is to provide a reflective report enumeration of the perspective and view of two managers who have applied relevant skills and techniques to incorporate an individually managed and skills  development plan, with respect to delegation and time management and management and leadership styles. This reflection will be based on the personal experiences and the various aspects of their experiences. It is no doubt that both delegation and time management as well as management and leadership styles are important for an organisation. These are fundamental managerial enumerations that create long term impact and organisational facets of an organisation. This allows managers and superiors to effectively delegate their authority and establish organisational ground rules for incorporation and Company wise distribution (Al Amiri, Rahima & Ahmed, 2020). This reflection is important understand the working of the inner dynamics of managers and how they come up with different plans and execute them successfully within an organisation. This reflection will provide important insights into the managerial and decision making and making facet of an organisation.

Delegation allows managers to assign tasks to individuals and allocate authority and responsibility adequately. Delegation facilitates time management by increasing the organisational efficiency and by ensuring clarity in the assigned tasks and roles of individuals within the organisation. Both delegation and time management are facilitated by the provision of adequate management and leadership styles and techniques that define the managerial and leadership front of an organisation and the various management practices. The right management and leadership styles defines the organisational temperament and projects the inner working of the organisation by the effective management of the workforce and the various aspects of the organisation deftly. This allows leaders and managers to incorporate and infuse organisational values to the people within the organisation and boost productivity, efficiency, delegation and time and resource  management (Alblooshi, Shamsuzzaman & Haridy, 2020). This report will use one of the most popular reflective models that was proposed by Gibbs. This model will allow the managers to divide their experience into six distinctive categories viz: description, feelings, evaluation, analysis, conclusion, and action plan (Adeani, Febriani & Syafryadin, 2020). This will clearly dissect the various attributes of the experience and the various facets of the two managers and will help better in understanding the various elements of their creation, delivery, and incorporation.

Hence, it is the most suitable way for the managers to enumerate their experiences and potential learning outcomes from them. This reflection will enable the readers to understand the essence of management and the various attributes of managerial practices. This reflection is a fundamental approach to the insights and the working of managers and the various ways they have to align themselves to the management and its practices. This reflection is the clear enumeration of the managerial journeys and allows us to get a deeper insight into the working of their management facets and the various roles and responsibilities they need to fulfil in order to effectively incorporate and delegate their various roles and responsibilities to the workforce and the management of the organisation (Di Mascio, Maggetti & Natalini, 2020). The section below will enumerate the managers experiences, ideas, values, techniques, methods, and decisions that were key in implementing the two plans within the organisation and its entire operational framework.


According to the managers, the most important skills that were missing from the organisation were delegation and time management and effective management and leadership styles and practices for impact and delivery. The managers enumerated in detail what went into that and how they have been able to eradicate the issue and implement an excellent plan within the organisation. The first thing the managers had to do was identify the problem and establish that there was any sort of problem indeed. The managers first noticed the issue when they found widespread confusion among the employees within the organisation regarding their duties, roles and responsibilities, and most of the employees were lacking efficiency within the workplace. I have come to understand that in terms of delegation, Delegation enables managers to give tasks to others while also allocating appropriate power and accountability. Delegation helps with time management by boosting organizational efficiency and establishing clarity in allocated activities and duties for employees within the organization. Delegation and time management are both aided by the availability of appropriate management and leadership styles and techniques that define an organization's managerial and leadership front, as well as the numerous management practices. The skills of delegation here refers to provide the appropriate resources as well as the level of the authority. Here by setting up the channel of the communication, the hierarchical department can ask for the feedback in this regard.

This allowed the managers to establish the fact that there was indeed an issue within the organisation. The managers then started gathering more information and data on the same, to pinpoint the exact issue that needs to be worked upon. Conversely, I have come to understand that the managers recognized that time - management skills and delegating are the key umbrella issues inside the organization. Managers realized the same thing in the realm of management and leadership. The companies agree that the organization has been unable to allocate power and responsibility correctly owing to an absence of meaningful management strategies and applicable leadership method and attitude, which has led to challenges with multitasking as well. The managers recognized the situation's chain reaction and began working on it right away. First of all and foremost, the managers interviewed, obtained feedback, present working circumstances, work difficulties, issues, employee condition, and so on, in the case of descriptive data, in order to realistically analyse the current position. Here I would like to state that the delegation, decision making, being multitasking, strategic thinking and problem solving can be taken into account in this regard.

This allows the managers to compare past data with present data find the levels of deviation. This was important since the organization was facing an active issue in the current organization scenario and an analysis of the current primary data as well as the existing secondary data was important to establish the deviation and the effective ways of handling the situation in a more robust manner (Gandolfi & Stone, 2018).

In addition to offsets, I would like to state that the supervisors proposed a more participatory leadership style inside the organization, with fragmented management techniques, to focus on each department and unit autonomously. This new automated to construct an efficient line of execution for the plan and guarantee that authority, duties, and obligations were communicated to workers through a single channel. The management worked hard to develop a relevant and appropriate plan of action for implementing the applicable management and leadership style and practices, for greater delegation of power and accountability, and for improved time management. This enabled the management to better comprehend every facet of the problem and judge the components for what they were. Here in terms of various leadership style, the autocratic leadership style, democratic leadership style, strategic leadership, transactional leadership and transformational leadership style could be considered as appropriate in regard to the said context. Then the manager's proceeded to analyse the same and consult other higher authorities within the organization to seek their approval for the change plan and seek their feedback and recommendations to understand their perspectives and stance on the problem and the situation. The managers then started working on the issues to find the relevant solutions to the identified problems and issues. Once identified, the managers consulted other members of the organisation and understand the suitability of their various decisions and ideas that they had come across while dealing with the issues (Sekarwinahyu et al., 2019).


The managers admitted the fact that they were quite apprehensive of the entire scenario and were very stressed in the coming days. The managers felt immense pressure and wanted to handle the situation more effectively. The managers were equally nervous and stressed due to the gravity of the situation and called for a resounding change within the organisational premise. The managers admitted that they also felt equally excited and thrilled by the prospect and that it was the best scenario to put their knowledge, skills, competencies, and expertise to good use and gain important organisation credit as managers within the organisation. The managers felt an array of emotions and occasionally felt confused and dejected. But in the end, they were able to pull it off and suggest a plan for skills development and widespread organisational implementation for change that all the managers as well as the top-level executive approved of and greenlighted the same (Hidayat, Hariyati & Muhaeriwati, 2020).


Via their proposal, the managers suggested a more participative leadership style within the organisation, with segmented management practices, to focus on every department and unit on the organisation independently. This allowed the managers to create and effective line of implementation for the plan and ensure that authority and tasks and responsibilities used a single channel to get delivered to the employees. The managers also proposed a 3-week training program for all its existing employees, so that they can home in their skills and learn better efficiency and time management techniques and apply them effectively (Howard, Ulferts & Hannon, 2019).


According to the managers, their experience was both positive and negative and they feel like that the positives overshadow the negatives. The managers had already revealed that it was their first time handling an active situation within an organisation, and that they felt equally and visibly nervous and anxious about the same. For the managers, the best part of their experience, was the ability to work close with the employees, the other managers, the top level executives, and propose a solution that was not only appreciated by everyone, but also by the employees who took the entire skill development plan with welcoming hands. The second best part about their experience was that they were able to gain necessary experience and expertise in handling such situation, This time they will be prepared if any issues or complications arise in the future. Also, the managers were able to justify their position within the organisation and enabled them to earn valuable organisational credit and appreciation and created an impactful image for the organisation. The negative aspect of their experience was the creation of the plan itself. It was a strenuous and difficult job and they had to discard a number of plans before, face setbacks, face rejections, face cluelessness and so on. However, they were still able to produce an excellent plan of change and implementation within the organisation. In the end they were able to succeed (Pretorius, Steyn & Barnard, 2018).

Overall, the managers enjoyed their experience, and it was important for them to understand and realise the gravity of decision making and the authority that was bestowed upon them. The managers acted well under pressure and took the best decision and created the most suitable implementation plan that not only eradicated the issue from the ground up within the organisation, but also created a mechanism for skills development and change within the organisation in the long run. The managers were well equipped to handle the situation and it is their abilities that allowed them to gain critical managerial knowledge and use their experience within the organisation. The managers admitted that this exercise was necessary for them as much as it was from the Company’s perspective (Rakhshan et al., 2019).

Action Plan

The managers worked hard in ensuring that they can com e up with a relevant and suitable plan of action to implement the relevant management and leadership style and practices, for better delegation of authority and responsibility as well as improved time management. This allowed the managers to understand every aspect of the situation better and assess the elements of the same for what it is. The managers admitted that it was not an easy task and they had to re-examine situations again and again to ensure that they got every element right and that every aspect of the situation was adequately assessed and examined to deliver the most appropriate solution. This allowed for effective management from the managers and adequate leadership qualities that allowed them to create an organisation wise impact for change and practice. The managers revealed that it was important for them to understand and analyse every situation perfectly so as to eliminate the existing issues and implement a change that will not be a huge change to the organisation and at the same time will be implemented throughout the operational and framework practices. According to the managers, while the task was challenging it was important for them to take it up in order to grow and learn handling difficult situations. This was the first time they had to actually plan a change implementation from the beginning and implement the same throughout the organisation. The managers revealed that they have gained a significant amount t of practice and experience and if the opportunity arises, they will be more than glad to take on them and create a skill development plan, or any organisational plan for change, for that matter of fact and work on them proactively and deliver the same accordingly (Rühr et al., 2019). Listening to the managers helped me gain important perspective and narrative into the working of the minds and decision making capabilities of managers of organisations, who are tasked with change practices. The interview allowed me to understand the various fundamentals and aspects of change management and how a slight issue within an organisation can create a massive impact. This allowed me to realise that it is possible for managers to eradicate issues within the organisation from the grass root level and implement an adequately capable mechanism for excellence. I have gained valuable concepts, knowledge, insights, ideas, data, experience and understanding by interviewing the managers and I feel that it is important for them to recognise any issue at the earliest before it can turn into something disastrous for the organisation.  


The above paper successfully demonstrates the experiences and outcomes of the various individual learning and development as well as skill based incorporations and implementations within the organisation, in the form of delegation and time management; and management and leadership styles and practices. This reflection is successfully based on the personal experiences and the various aspects of their work and learning outcomes, that allowed them to come with the plan and incorporate and implement them successfully. This report has used one of the most popular reflective models that was proposed by Gibbs. This model allowed the managers to divide their experience into six distinctive categories viz: description, feelings, evaluation, analysis, conclusion and action plan (Adeani, Febriani & Syafryadin, 2020). This helped them, individually, to clearly dissect the various attributes of their experience and the various facets of the two managers and helped in the better understanding of the various elements of their creation, delivery, and incorporation. Hence, it proved to be the most suitable way for the managers to enumerate their experiences and potential learning outcomes from their effective implementation of delegation and time management, and management and leadership styles and practices. This paper has also helped in the understanding of delegation of authority and practises and how it impacts effective time management and how leadership practices directly impact the organisational practices and norms, via effective managerial decisions and incorporations. This reflection is the clear enumeration of the managerial journeys and allows us to get a deeper insight into the working of their management facets and the various roles and responsibilities they need to fulfil in order to effectively incorporate and delegate their various roles and responsibilities to the workforce and the management. This will allow us to have a better understanding of the working of the various facets of management and its practices as we learn about the same. The reflection talks about the deficiencies in the management and how the managers effectively filled the gap with their skills based enhanced practices that allowed for the betterment and development of the organisation and its practices. This allowed the managers to find the best possible measures to transcend into the organisation the relevant and effective management and leadership styles and practices that facilitated the delegation and time management aspects of the organisation. This reflection is a representation of the success of the managers and is a guide book to better management and managerial practices and decision making and other organisations. This paper is also the evidence of good management practices and ideas that define an organisation and allows for positive and supportive growth in it. This is also important in structuring the entire task for understandability and interpretations of it.


Adeani, I. S., Febriani, R. B., & Syafryadin, S. (2020). USING GIBBS’REFLECTIVE CYCLE IN MAKING REFLECTIONS OF LITERARY ANALYSIS. Indonesian EFL Journal, 6(2), 139-148. 
Al Amiri, N., Rahima, R. E. A., & Ahmed, G. (2020). Leadership styles and organizational knowledge management activities: A systematic review. Gadjah Mada International Journal of Business, 22(3), 250-275. 
Alblooshi, M., Shamsuzzaman, M., & Haridy, S. (2020). The relationship between leadership styles and organisational innovation: A systematic literature review and narrative synthesis. European Journal of Innovation Management. DOI:
Di Mascio, F., Maggetti, M., & Natalini, A. (2020). Exploring the dynamics of delegation over time: Insights from Italian anti‐corruption agencies (2003–2016). Policy Studies Journal, 48(2), 367-400. DOI:
Gandolfi, F., & Stone, S. (2018). Leadership, leadership styles, and servant leadership. Journal of Management Research, 18(4), 261-269.
Hidayat, A. T., Hariyati, R. T. S. H. S., & Muhaeriwati, T. M. (2020). Applicability of Lewin’s Change Management Model for Optimization Management Function in Nursing
Delegation between Head Nurse and Team Leader: A Mini Project in Jakarta Military Hospital. International Journal of Nursing and Health Services (IJNHS), 3(4), 471-478. 
Howard, T. L., Ulferts, G. W., & Hannon, J. (2019). Leadership styles of small business owners: Linking theory to application. Journal of Leadership, Accountability and Ethics, 16(2), 47-55.
Pretorius, S., Steyn, H., & Bond-Barnard, T. J. (2018). Leadership styles in projects: Current trends and future opportunities. South African Journal of Industrial Engineering, 29(3), 161-172. 
Rakhshan, M., Rostami, K., Setoodegan, E., & Eslami, J. (2019). The relationship between leadership style and time management in senior and middle nursing managers.
Revista Latinoamericana de Hipertensión, 14(1), 26-31. 
Rühr, A., Streich, D., Berger, B., & Hess, T. (2019, January). A Classification of Decision Automation and Delegation in Digital Investment Management Systems. In Proceedings of the 52nd Hawaii International Conference on System Sciences. 
Saqer, T. J., & AbuAlRub, R. F. (2018). Missed nursing care and its relationship with confidence in delegation among hospital nurses. Journal of clinical nursing, 27(13-14), 2887-2895. DOI:
Sekarwinahyu, M., Rustaman, N. Y., Widodo, A., & Riandi, R. (2019, February). Development of problem based learning for online tutorial program in plant development using Gibbs’ reflective cycle and e-portfolio to enhance reflective thinking skills. In Journal of Physics: Conference Series (Vol. 1157, No. 2, p. 022099). IOP Publishing. 

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