| No | Word | Definition |
| 1 | Manager | A manager is someone who coordinates and oversees the work of other people so that organizational goals can be accomplished. |
| 2 | Management | Management is defined as the pursuit of organizational goals efficiently and effectively by integrating the work of people through planning, organizing, leading and controlling the organization's resources. |
| 3 | Efficiency | Efficiency is about doing things right. |
| 4 | Effectiveness | Effectiveness is about doing the right things. |
| 5 | Top Level of Management | These are the managers who are responsible for making long term decisions for the organization. It consists of board of directors, chief executive or managing director. |
| 6 | Middle Managers | Middle managers play roles such as execute the plans of the organization in accordance with the policies and directives of the top management, make plans for the sub-units of the organization, participate in employment & training of lower level management, and interpret and explain policies from top level management to lower level. |
| 7 | Low level or First Line Managers | They are at the lowest level of management. They are often known as supervisors. Their works involve making short term decisions and supervising the daily tasks of non-managerial employees who are directly involved with production or servicing. |
| 8 | Planning | Planning means defining goals for future organizational performance and deciding on the tasks and sues of resources needed to attain them. |
| 9 | Organizing | Organizing involves arranging and structuring work to accomplish the organization's goals. |
| 10 | Leading | Leading involves working with and through people to accomplish organizational goals. Leading is the use of influence to motivate employees to achieve organizational goals. |
| 11 | Controlling | Controlling means monitoring employee's activities determining whether the organization is on target toward its goals, and making corrections as necessary. |
| 12 | Management roles | Management roles are specific categories of managerial behaviour. Managers roles represent activities that managers undertake to ultimately accomplish management functions |
| 13 | Figurehead | In the figurehead role, the manager represents the organization in all matters of formality. |
| 14 | Liaison | In the liaison role, the manger interacts with peers and people outside the organization. |
| 15 | Monitor | In the monitor role, the manager receives and collects information. |
| 16 | Disseminator | In the role of disseminator, the manager transmits special information into the organization. |
| 17 | Spokesperson | Spokesperson is a role of a diplomat where a manager transmits information to outsiders on organization's plans, policies, actions, results, and others. |
| 18 | Entrepreneur | In the entrepreneur role, the manager initiates change. An entrepreneur searches the organization and its environment for opportunities, initiates changes for improvement and encourages innovation. |
| 19 | Disturbance Handler | A manager becomes a disturbance handler when he takes corrective action in unforeseen circumstances. |
| 20 | Resource allocator | In the resource allocator role, the manager chooses where the organization will expand its efforts. The role of a resource allocator requires that a manager decides on the allocation of organizational resources |
| 21 | Negotiator | In the negotiator role, the manager negotiates on behalf of the organization. A manager may negotiate schedules with his subordinates, negotiate projects with organizational partners or even negotiate salary raises in a union contract negotiation. |
| 22 | Technical skills | Technical skills are job-specific knowledge and techniques needed to proficiently perform specific tasks. |
| 23 | Human skills | Human skills are the ability to work well with other people individually and in a group. |
| 24 | Conceptual skills | Conceptual skills are the ability to think and to conceptualize about abstract and complex situations. |