Entrepreneurship Versus Intrapreneurship

Entrepreneurship versus Intrapreneurship1 Veronica MAIER2 Cristiana POP ZENOVIA Abstract This paper provides a review of theoretical studies on the concepts of entrepreneurship and intrapreneurship, pinpointing the similarities and differences between them. Entrepreneurship continues to thrive in almost all corners of the world. Entrepreneurs are reshaping the business environment, creating a world in which their companies play an important role in the vitality of the global economy. But there is not always necessary to establish a company in order to implement new ideas.A great potential lies in applying business principles within existing organizations. Keywords: entrepreneurship, intrapreneurship, human capital, business, leadership JEL classification: L26 Introduction Why are entrepreneurs and intrapreneurs suddenly more important today than before? An explanation to this question would be that the world is changing nowadays more rapidly under the influence of new technologies. T he increasing competition hinders our work. It does not suffice anymore to stand before our competitors simply driven by our will of competing; we have to bring something new to the market.Entrepreneurs and intrapreneurs play a decisive role as they help the company (newly established or existing) to engage in new business and enter new markets. The concept of entrepreneurship is seen as the process of uncovering and developing an opportunity to create value through innovation and seizing that opportunity without regard to either resources (human and capital) or the location of the entrepreneur – in a new or existing company (Churchill, 1992). 1 2 Investing in people! Ph. D. scholarship, Project co-financed by the SECTORAL OPERATIONAL PROGRAM FOR HUMAN RESOURCES DEVELOPMENT 2007 – 2013, Priority Axis 1. Education and training in support for growth and development of a knowledge based society†, Key area of intervention 1. 5: Doctoral and post-doctoral programs in support of research. Contract nr. : POSDRU/88/1. 5/S/60185 – â€Å"INNOVATIVE DOCTORAL STUDIES IN A KNOWLEDGE BASED SOCIETY† Babes-Bolyai University, Cluj-Napoca, Romania Veronica MAIER, Babes-Bolyai University, Romania E-mail:veronica. [email  protected] com Cristiana POP ZENOVIA, Babes-Bolyai University, Romania E-mail:cristina. [email  protected] com Volume 12, Issue 5, December 2011 971 Review of International Comparative ManagementIntrapreneurship represent the initiation and implementation of innovative systems and practices within an organization, by some of its staff under the supervision of a manager who takes the role of an intrapreneur, in order to improve the economical performance of the organization, by using a part of its resources, namely those that previously have not been used in an appropriate manner. Intrapreneurship improves the economical and financial performance of the company, by applying a more efficient use of the resources and by using a suitable motivational system for its employees (Istocescu, 2003).Similarities and differences between entrepreneurship and intrapreneurship Unlike the entrepreneur, the intrapreneur acts within an existing organization. The intrapreneur is the revolutionary inside the organization, who fights for change and renewal from within the system. This may give rise to conflicts within the organization, so respect is the necessary key in order to channel these conflicts and transform them into positive aspects for the organization.Even though intrapreneurs benefit from using the resources of the organization for the implementation of the emerging opportunities, there are several motives why innovation is more difficult to implement in an existing organization, such as (Malek & Ilbach, 2004): †¢ The size: the bigger the organization the more difficult it is to have an overview of the actions of every employee †¢ Lack of communication: Specialization and separation, help in concentr ating on the areas of interest, but hinder communication. Internal competition: Internal competition amplifies the problem because instead of sharing the knowledge with others it borders the knowledge sharing. Everyone wants to keep the information for themselves. †¢ Feedback received in case of success/mistake: Costs in case of failure are too great and the reward for a successful outcome too small. Intrapreneurs must be allowed to commit mistakes, because such mistakes are an inevitable part in the entrepreneurial process. The recognition of success is also very rare.No company provides payment in advance for what an entrepreneur might accomplish, but a lot of them like to talk about the concept of intapreneurship and expected their employees to get involved and assume their risk. But finally, when motivated employees get involves and have success their only reward is a small bonus. †¢ Dullness: Many companies are slow and reluctant to change. Intrapreneurs bump many tim es into the well known sentence â€Å"We always did it this way†, which leaves little or no space to creativity.The willingness to try new things appears only when the company's shortcomings become apparent, but even so they don’t give room to an innovative leadership. †¢ Hierarchies: Organizational hierarchies compel employees to ask permission for actions that fall outside their daily duties. The more complex the hierarchy the more difficult it is to impose change. Hierarchies 972 Volume 12, Issue 5, December 2011 Review of International Comparative Management have also tended to create a short-term thinking.Employees on lower hierarchical levels have a â€Å"Victim-Mentality† due to a reduced area of action and reduced responsibilities. Those who wish to implement innovative ideas should first consider what the best option for them is: as an intrapreneur, as part of an existing organization, or an entrepreneur in a newly established company. In order to give an answer to this question an analysis of the advantages and disadvantages of both concepts is required. The table below helps someone decide what type of business best suits him after confronting him with the advantages and disadvantages that await him.Table 1: Entrepreneurship and intrapreneurship: advantages and disadvantages ENTREPRENEURSHIP Advantages Disadvantages You are your own boss – independency †¢ Money pressure – giving up on the security of a regular paycheck The income increases †¢ Less benefits as the business is new You have the chance to be original You have part of excitement and adventure †¢ Long working hours †¢ Mistakes are magnified There are a lot of possibilities Salary potential – you decide upon your †¢ All decisions must be made alone own salary INTRAPRENEURSHIP Advantages Disadvantages Ability to stay in a friendly, well known †¢ Reward may not be up to expectation environment †¢ Innovation may not be appreciated Practicing your skills within an organizaaccordingly tion – lower risk †¢ You can be innovative but to a cerUsing companies resources, good name, tain limit – you are not your own knowledge boss Access to customers, infrastructure †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ After seeing the pros and the cons of each concept we think that it is useful to see also the similarities and differences between these two concepts.Morris & Kuratko (2002) are of the opinion that the literature is sometimes confusing in underlining what exactly makes an entrepreneur different from an intrapreneur and what they have in common. This is why they point out a serious a similarities and differences: Review of International Comparative Management Volume 12, Issue 5, December 2011 973 Table 2: Entrepreneurship and intrapreneurship: similarities and differences †¢ †¢ †¢ †¢ Similarities Both involve opportunity recognition and definition. Both require a unique business concept that takes the form of a product, process, or service. Both are driven by an individual champion who works with a team to bring the concept to fruition. Both require that the entrepreneur be able to balance vision with managerial skill, passion with pragmatism, and proactiveness with patience.Both involve concepts that are most vulnerable in the formative stage, and that require adaptation over time. Both entail a window of opportunity within which the concept can be successfully capitalized upon. Both are predicated on value creation and accountability to a customer. Both entail risk and require risk management strategies. Both require the entrepreneur to develop creative strategies for leveraging resources. Both involve significant ambiguity. Both require harvesting strategies. Differences †¢ In start-up entrepreneurship, the entrepreneur takes the risk in intrapreneurship and the company takes the risk other than career-related risk. In start-up the individual entrepreneur owns the concept and business in intrapreneurship; the company typically owns the concept and intellectual rights with the individual entrepreneur having little or no equity in the venture at all. †¢ In a start-up potential rewards for the individual entrepreneur are theoretically unlimited where in intrapreneurship an organizational structure is in place to limit rewards/compensation to the entrepreneur/employee. †¢ In a start-up venture, one strategic gaffe could mean instant failure; in intrapreneurship the organization has more flexibility for management errors. †¢ In a start-up the entrepreneur is subject or more susceptible to outside influences; in intrapreneurship the organization is more insulated from outside forces or influence. †¢ †¢ †¢ †¢ †¢ †¢ †¢ Source: Morris, 2000Other famous authors have also pinpointed some differences between entrepreneurship and i ntrapreneurship. Even though intrapreneurship is rooted in entrepreneurship (Amo & Kolvereid, 2005; Antoncic, 2001; Davis, 1999; Honig, 2001), there are several differences between these two concepts. In this context Antoncic & Hisrich (2003) note that while intrapreneurs make risky decisions by using the resources of the company, the entrepreneurs make risky decisions using their own resources (Antoncic & Hisrich, 2003). Intrapreneurship takes place among employees from within an organization while entrepreneurship tends to mainly be externally focused (Antoncic & Hisrich, 2003; Davis, 1999).Entrepreneurs prefer to develop tacit knowledge, in new organizations, instead of using procedures and mechanisms from other companies. On the other hand intrapreneurs work in organizations that have their own policies, procedures and bureaucracy (Antoncic & Hisrich, 2003; Davis, 1999). 974 Volume 12, Issue 5, December 2011 Review of International Comparative Management Although there are sever al differences between entrepreneurship and intrapreneurship, they also have some connections because intrapreneurship is consistently positioned as entrepreneurship within organizations (Antoncic, 2001; Davis, 1999). Conclusions In this paper we have reviewed the literature, which explores both entrepreneurship and intrapreneurship and the relations between them.An important outcome of the review is the identification of the similarities and differences between entrepreneurship and intrapreneurship and also the advantages and disadvantages of both concepts. Nowadays, when we are facing economically difficult times, entrepreneurship and inrapreneurship are an excellent tool for breaking out of the trend trough innovation, by bringing something new on the market. Both entrepreneurship and intrapreneurship are instruments of innovation that help in creating new competencies and accessing new markets. Finally, without developing the insight towards these various aspects, no change of t he company can be realized, and changing, so adapting means in fact, the survival of that company.The value created yesterday, can mean nothing today, therefore only a sustainable company, who recognizes the difference between an entrepreneur and intrapreneur, can turn ideas and creativity into successful new values for tomorrow. Bibliography 1. 2. 3. 4. 5. 6. 7. Amo, B. W. & Kolvereid, L. (2005). „Organizational strategy, individual personality and innovation behavior† Journal of Enterprising Culture, 13(1), pp. 7-19. Antoncic, B. (2001). „Organizational processes in intrapreneurship: a conceptual integration†, Journal of Enterprising Culture, 9(2), pp. 221-35. Antoncic, B. , & Hisrich, R. D. (2003). â€Å"Clarifying the intrapreneurship concept†, Journal of Small Business & Enterprise Development, 2003, pp. 724 Churchill, N. C. , â€Å"Reserch issues in entrepreneurship† (2003). n Antoncic, B & Hisrich, R, D, Clarifying the intrapreneurship co ncept, Journal of Small Business & Enterprise Development, pp. 7-24 Davis, K. S. (1999). â€Å"Decision criteria in the evaluation of potential inrapreneurs†, Journal of Engineering & Technology Management, pp. 295327 Honig, B. (2001). „Learning strategies and resources for entrepreneurs and intrapreneurs†, Entrepreneurship Theory and Practice , 26(1), pp. 21-35. Istocescu, A. (2006). Intreprenoriat si intraprenoriat in Romania, Editura ASE, pp. 67-85 Review of International Comparative Management Volume 12, Issue 5, December 2011 975 8. Levesque, M. & Minniti, M. (2006). „The effect of aging on entrepreneurial behaviour†, Journal of Business Venturing, 2006. 9. Malek, M. & Ibach, P. K. (2004).Entrepreneurship. Prinzipien, Ideen und Geschaftsmodelle zur Unternehmensgrundung im Informationszeitalter, dpunkt. verlag, pp. 105-113 10. Merrifield, D. B. (1993). „Intrapreneurial corporate renewal†, Journal of Business Venturing, pp. 383-389 11. M olina, C. & Callahan, J. L. (2009). „Fostering organizational performance. The role of learning and intrapreneurship†, Journal of European Industrial Training, 33(5), pp. 388-400. 12. Nicolescu, O. & Nicolescu, C. (2008). Intreprenoriatul si managementul intreprinderilor mici si mijlocii, Editura Economica, pp. 52-59 976 Volume 12, Issue 5, December 2011 Review of International Comparative Management

what is HDTV essays

what is HDTV essays What is HDTV? HDTV, the first completely new TV standard since the introduction of the medium in the 40's, allows a picture with much finer visual detail and better color than the NTSC standards used with today's analog TV sets. Pictures can have 3 to 5 times the sharpness of today's broadcasts and no noise or snow. A good analogy is that you can see picture improvement like CD's improved over vinyl records! And speaking of sound, HDTV broadcasts also include CD quality surround sound based on the Dolby Digital (AC3) standard. HDTV sets use a wide screen more like those in movie theaters (16:9 width to height ratio compared to 4:3 today). These new sets may also be compatible with PC's so you may look forward to combination TV/PC applications. Should you put off buying a TV now and wait for the first HDTV sets to hit the market? Good question! We believe the set you buy today will serve you well for many years and that the HDTV experience will take a long time to develop in terms of affordability and programming choices. Aside from our ardent desire to sell TV's this year we think there are a number of facts which support this position: The FCC has mandated that standard TV signals continue to be broadcast through the year 2006 to insure a smooth transition to HDTV. This deadline may be moved back if consumers and/or the Congress protest having to throw away or upgrade their existing sets but it will certainly not be moved forward. The set you buy today will have signals to show for at least nine years! Manufacturer's plan to introduce add-on boxes to allow conventional TV sets to receive and show digital broadcasts. Of course you won't see broadcasts in a wide screen format and you may not see all of the resolution that MAY be broadcast, but you will be able to watch your set beyond 2006 and you can add the converter box at any time before that. Broadcasters outside of the top 30 markets are not mandated to begin ANY di ...

Patterns of Similarity in English and Spanish Vocabulary

Patterns of Similarity in English and Spanish Vocabulary One key to expanding your Spanish vocabulary quickly, especially when youre new to the language, is learning to recognize the word patterns seen in many English-Spanish cognates. In a sense, English and Spanish are cousins, as they have a common ancestor, known as Indo-European. And sometimes, English and Spanish can seem even closer than cousins, because English has adopted many words from French, a sister language to Spanish. As you learn the following word patterns, remember that in some cases the meanings of the words have changed over the centuries. Sometimes the English and Spanish meanings can overlap; for example, while a discusià ³n in Spanish can refer to a discussion, it often refers to an argument. But an argumento in Spanish can refer to the plot of the story. Words that are alike or similar in the two languages but have different meanings are known as false friends. As you learn Spanish, here are some of the more common patterns of similarity youll come across: Similarities in Word Endings nation, nacià ³nstation, estacià ³nfraction, fraccià ³nperforaction, perforacià ³npublication, publicacià ³n Words that end in -ty in English often end in -dad in Spanish: fidelity, fidelidadfelicity, felicidadfaculty, facultadliberty, libertadauthority, autoridad Names of occupations that end in -ist in English sometimes have a Spanish equivalent ending in -ista (although other endings also are used): dentist, dentistaartist, artistaorthopedist, ortopedistaphlebotomist, flebotomista Names of fields of study that end in -ology often have a Spanish cognate ending in -ologà ­a: geology, geologà ­aecology, ecologà ­aarchaeology, arqueologà ­a Adjectives that end in -ous may have a Spanish equivalent ending in -oso: famous, famosonervous, nerviosofibrous, fibrosoprecious, precioso Words ending in -cy often have an equivalent ending in -cia: democracy, democraciaredundancy, redundanciaclemency, clemencia English words ending in -ism often have an equivalent ending in -ismo: communism, comunismocapitalism, capitalismoatheism, ateà ­smohedonism, hedonismosolecism, solecismo English words ending in -ture often have an equivalent ending in -tura. caricature, caricaturaaperture, aperturaculture, culturarupture, ruptura English words ending in -is often have Spanish equivalents with the same ending. symbiosis, simbiosispelvis, pelviscrisis, crisis Similarities in Word Beginnings Nearly all the common prefixes are the same or similar in the two languages. Prefixes used in the following words make far from a complete list: antipathy, antipatà ­aautonomy, autonomà ­abilingual, bilingà ¼eexportation, exportacià ³ncounterattack, contraataquecontend, contenderdisobedience, desobedienciahomosexual, homosexualparamedic, paramà ©dicopolygamy, poligamiaprefix, prefijopseudoscience, seudoscienciasupermarket, supermercadounilateral, unilateral Some words that begin with an s followed by a consonant in English start with an es in Spanish: stereo, està ©reospecial, especialsnob, esnob Many words ending in ble in English have Spanish equivalents that are identical or very similar: applicable, aplicablecomparable, comparabledivisible, divisiblemalleable, maleableterrible, terrible Some English words that start with a silent letter omit that letter in the Spanish equivalent: psalm, salmoptomaine, tomaà ­napsychology, sicologà ­a Patterns in Spelling Many English words that have a ph in them have an f in the Spanish version: photo, fotometamorphosis, metamorfosisgraph, grfica A few words in English that have a th in them have a Spanish equivalent with a t: empathy, empatà ­atheater, teatrotheory, teorà ­a Some English words that have double letters have a Spanish equivalent without the letter doubled (although words with rr may have an rr equivalent in Spanish, as in correspond, corresponder): difficulty, dificultadessence, esenciacollaborate, colaborarcommon, comà ºn Some English words that have a ch pronounced as k have Spanish equivalents that use a qu or a c, depending on the letter that follows: architecture, arquitecturachemical, quà ­micocharisma, carismaecho, ecotechnology, tecnologà ­achaos, caos Other Word Patterns Adverbs that end in -ly in English sometimes have a Spanish equivalent ending in -mente: rapidly, rpidamenteprofusely, profusamenteprudently, prudentemente Final Advice Despite the numerous similarities between English and Spanish, youre probably best off to avoid coining Spanish words - not all words work in the above way, and you may find yourself in an embarrassing situation. Youre a bit safer following these patterns in reverse, however (because youll know if the resulting English word doesnt make sense), and using these patterns as a reminder. As you learn Spanish, youll also come across numerous other word patterns, some of them more subtle than those above.

Business Statistics and Application Essay Example | Topics and Well Written Essays - 1750 words

Business Statistics and Application - Essay Example We need to find product of p-value and standard deviation that yields $200. Hence, ii. We need to assume that the observations are normally distributed. In addition, normal distribution is to satisfy seven requirements: (1) the graph should be bell shaped curve; (2) mean, median and mode are all equal; (3) mean, median and mode are located at the center of the distribution; (4) it has only one mode, (5) it is symmetric about mean, (6) it is a continuous function; (6) it never touches x-axis; and (7) the area under curve equals one. ii. The sample is consistent with the company’s data if and only if the policy’s time is within the sample’s control limit. Since 120 seconds is within the control limit, then the 30 days’ data is consistent with the policy. f. The toothbrush that has the best performance to price ratio is Durodont Multituft. This brand of toothbrush registered the highest performance to price ratio of 51 (performance is 51, price is %1). The worst is Oral-B Spring Ideal which charges the highest price of 4.95 but garnered a low score of 59. g. I would likely recommended Mascleans Flex Direct for consumers who want the maximum comfort and has adequate amount of money to afford the high price. The brand has a price of 3.96 but also has a high performance rating of 83%. For price sensitive consumers which wants the best value for their money, I will recommend Durodont Multituft which has the best performance to price ratio. For the average consumer, I will recommend Farmland Adult with a low price of $1.95 and performance rating of 69%. To compute for the seasonal index, we compute for the ratio of values to moving average. Afterwards, the ratio is averaged for the values during the quarter. Since there is only one value, it also serves as the quarterly seasonal index. The seasonal factor is computed as the geometric mean of the quarterly indices. The values are shown in the following table. 7. a. Simple random sampling

Occupational therapist Essay Example | Topics and Well Written Essays - 500 words

Occupational therapist - Essay Example As an occupational therapist, I must be able to encourage my patients to do what he or she can to recover despite the limitations of their injury. I witnessed firsthand the difficulty patients can have when I saw my father lose his ability to perform the role of father and breadwinner for my family. I was able to remain calm and patient because I understood that he was not angry with me but because his injury prevented him from working and living up to the responsibilities of fatherhood. This was a challenge, but my values saw me through to the other side. I have worked very hard for the last few years to pursue a career as an occupational therapist. I became the first member of my family to graduate from high school in the United States. I will also be the first to acquire an Associates Degree. I plan on attending Dominican University and completing a Bachelor of Science in Occupational Therapy. I truly believe that I could be an asset to your university. I am a natural multi-tasker who has the ability to succeed and reach the top in each situation. I have a wide range of interests and knowledge to contribute to the field of occupational therapy. I can ensure you that you are not making the wrong decision my accepting my letter of admission. I will not only work hard to prove myself worthy of your acceptance but I will work hard to surpass your expectations. I have proven in the past that I care about others and am motivated by an intrinsic desire to help others.

Organizational Culture Assignment Example | Topics and Well Written Essays - 750 words

Organizational Culture - Assignment Example During the recruitment phase the prospective employees are required to fill firms having features like cross-word puzzles, so as to extend to the future employees the idea of what Zappos is all about. During the encounter phase Zappos resorts to an extensive orientation program to immerse the new employees into the quintessential Zappos values. The company offers the new employees a $1000 reward in case they decide not to join Zappos. This gives the new employees an idea of the kind of commitment to organizational values that Zappos expects of them. During the last phase of organizational socialization that is during the change and acquisition phase, Zappos allows the employees to evince commitment to its essential value of customer service in an extempore and innately natural manner. The Zappos employees are not expected to resort to any script or format while dealing with the customers. Zappos also offers happy hours to its employees when they engage in team activities and recreati on. This allows the employees to develop commitment to the Zappos values in their own unique and natural manner. 2. There is no denying the fact that the success of a company to a large extent depends on its employees’ capacity to gel their personal beliefs and values with the organizational values. Zappos has a concerted strategy aimed at assuring that its organizational values fit with the values of the people it hires. Zappos has an extensive recruitment program which seriously digs into the values of the prospective employees to access as to what extent the values of a future employee blend with the Zappos’ organizational values. Once the employees are recruited, Zappos conducts an orientation programs to make sure that the new employees do get an idea of the essential Zappos values woven around customer service and ingenuity. Zappos offers to every new employee an incentive of $1000, in case one decides to quiet right at the start. This strategy extends to Zappos an opportunity to access as to what extent the values of the recruited employees blend with the organizational values. This also helps Zappos configure that to what extent an employee is comfortable with and committed to the organizational values. Part B 1. A few years back I had a chance to work at the local Sugar Sweet Bakery. It was a Big Bakery that employed around 67 people. Extending a personalized service to each and every customer happened to be a core value at Sugar Sweet Bakery. To embed this value in the organizational culture, Mr. Butler, the owner of the Bakery made it a point to role model the core values that this business was committed to. Each and every employee at Sugar Sweet was personally greeted by Mr. Butler every morning as one entered the Bakery. All employees were expected to have their breakfast every morning with Mr. Butler and other managers at the Bakery premises. During breakfast employees were encouraged the share their experiences and concerns with ea ch other and the management. The objective was to give way to a family like atmosphere at the organization. Consequently the employees carried this acquired value of personalized care to the customers and extended a personalized and customized service to each and every customer that visited the Sugar Sweet Bakery. 2. Though the family like organizational atmosphere at this

Impact of Emotional Intelligence on Manager Performance

Impact of Emotional Intelligence on Manager Performance The impact of emotional intelligence on managers’ performance: Evidence from hospitals located in Tehran ABSTRACT Context: Most of the studies show that emotional intelligence (EI) is an important factor for effective leadership and team performance in organizations. Aims: This research paper aims to provide an exploratory analysis of EI in the hospitals managers located in Tehran, and examine its relation to their performance. Settings and Design: The present research was an analytical and cross-sectional study. Setting of the study was hospitals located in Tehran, Iran. Subjects and Methods: We conducted a cross-sectional study from a matched sample of 120 managers and 360 subordinates in hospitals located in Tehran. Cyberia shrink EI measure was used for assessing the EI of the participants. Moreover, a management performance Questionnaire is specifically developed for the present study. The total of 480 questionnaires analyzed throughout Kolmogorov–Smirnov, Mann–Whitney, and Kruskal–Wallis tests in SPSS. Results: The findings suggested a poor EI among hospital managers. As for EI subscales, social skills and self-motivation were in the highest and lowest levels respectively. Moreover, the results indicated that EI increases with experience. The results also showed there is no significant relationship between the components of EI and the performance of hospital managers. Conclusions: Present research indicated that higher levels of EI did not necessarily lead to better performance in hospital managers. Key words: Emotional intelligence, hospital managers, performance INTRODUCTION Emotional intelligence (EI) is the ability to identify, appraise, and handle one’s emotions.[1] Goleman and Sutherland[2] define EI as the ability to motivate oneself and persist in the face of frustration; to control impulses and delay gratification; to regulate one’s moods and keep distress from swapping the ability to think; to emphasize and to hope. As such Bar On,[3] defines EI as being concerned with understanding oneself and others, in relation with people and coping with the immediate surroundings in order to be more successful in dealing with environmental demands. Weisinger[4] sees EI as the intelligent use of feelings or making one’s emotions work to one’s advantage by using them to help guide behavior and thinking in beneficial ways. In this study, EI were defined as set of skills that contribute to the accurate appraisal and expression of emotion in oneself and in others, the impressive regulation of emotion, and the utilization of feelings to plan, persuade, and achieve in life.[5] Many studies have been conducted about EI that addressed both its concept and its measurement.[6] Some researchers believe in an ability model of EI,[5] while others claim that EI consists of both cognitive ability and personality aspects.[2,3] The ability model perceives EI as a form of pure intelligence, that is, EI is a cognitive ability. Salovey and Mayer’s model of EI is measured using the Mayer-Salovey-Caruso EI test, a performance measure which requires the participant to complete tasks associated with EI.[7] In contrast, the mix models of EI either emphasize how cognitive and personality factors influence general well-being[3] or focus on how cognitive and personality factors determine workplace success.[2] Bar On’s model is measured by using the emotion quotient inventory and Goleman’s model is measured by using the emotional competency inventory, the EI appraisal,[8] and the Work Profile Questionnaire.[9] Put it in perspective, research has shown that EI is an important factor in the workplace.[10-14] Researchers argue that EI is a critically important competency for effective leadership and team performance in organizations.[14-16] Some theorists claim that EI of managers can affect work output,[10,11] although evidence for this is not sufficient more.[17,18] EI has been reported to be positively associated with job satisfaction.[14] EI employees will be more capable of controlling their perception of the environment in which they work.[14] Leaders who are high on EI will be better able to take advantage of and use their positive moods and emotions to envision major improvements in their organizations’ functioning. They are also likely to have knowledge about the fact that their positive moods may cause them to be overly optimistic. Moreover, job performance is the aggregated value to the organization of the behavioral episodes performed by individuals over time that have posi tive or negative consequences for the organization.[19] Managers high on EI can foster their employees’ creativity through interaction with them and via the creation of a work climate supportive of creativity.[20,21] In addition, managers high on EI can create positive interactions between employees that leads to better cooperation,[22] coordination[23] and organizational behavior.[8,14] Furthermore managers high on EI help their employees in creating a good working climate and also reliable relationship with the customers.[24] Given the discussion above, EI plays a significant role in the manager-employee relationship and their performance. Though, the effects of EI on managers’ performance have not been assessed more in healthcare context. Considering the differences of the hospital environment in compare with other organizations, this study provides good evidence, with assessing the effect of EI on managers’ performance in hospitals environment for decision makers in health sector. SUBJECTS AND METHODS The present research was an analytical and cross-sectional study which were done in hospitals affiliated to three medical universities in Tehran (Tehran University of Medical Sciences, Iran University of Medical Sciences and Shahid Behshti University of Medical Sciences). For selecting the samples in this study, only managers who had a minimum of three subordinates were included. Finally 120 top, middle, and lower level managers of the hospitals were selected. Moreover, 360 individuals participated in this study to appraise performance of the managers; in that each three individuals evaluated the performance of their direct manager. Overall, 480 questionnaires were completed by the participants and data were analyzed by Kolmogorov–Smirnov, Mann–Whitney, and Kruskal–Wallis tests in Statistical Package for Social Sciences (SPSS Inc., Chicago, IL, USA), version 16. This study was approved by Iran University of Medical Sciences Ethics Committee. Participants in this study were informed that participating in this study is voluntary; which means if they don’t like to answer some questions they are free not to answer them and their biography will be treated as confidential and will not be disclosed. Furthermore participants provided informed consent for publication of this work. In this study, we followed Goleman’s model and examines five aspects of EI: self-awareness (the ability to recognize and understand personal moods and emotions, and their influence on postpone judgment and to think before acting), self-motivation (a passion to work for internal reasons that go beyond money and status), social awareness (the ability to understand the emotional makeup of other people), and social skills (the ability to manage relationships and build networks, and to find common ground and build rapport).[2] For this, Cyberia shrink EI questionnaire was used for assessing the EI of the participants. This questionnaire measures five subscales, namely self-awareness (seven items), self-regulation (four items), self-motivation (four items), empathy or social awareness (five items), and social skills (five items). [2] Moreover a management performance (MP) Questionnaire was specifically developed for the present study, which measures four major subscales: planning (8 items), organization (12 items), leadership (18 items), and control (12 items). Reliability and validity tests were conducted on Farsi version of the EI questionnaire and MP questionnaire with multivariate measure. To assess the acceptance of the questionnaires, 10 people involved at least 10 years in the field of academic managerial practice were invited to participate I order to revising parts of the questionnaires. At the end, all participants expressed high agreement to the appropriateness of the questionnaires. The questionnaires finalized after modifying some questions accordingly. Furthermore Cronbach’s alpha measured for the tools. The results showed that Cronbach’s alpha of Farsi version of EI questionnaire for all dimensions was as 0.89, and for MP questionnaire was as 0.88, which indicates strong reliability for our survey instruments. RESULTS Data showed 92 (76.6%) of samples were male and 28 (23.4%) were female. Participants’ age ranged from 23 to 57 (the majority of the managers belonged to the 40–50 years group) and the average age was 43.45 (standard deviation [SD] = 7.51). 45% of the managers had been >10 years of experience (mean = 14.24, SD = 7.14). The results show performance of male managers in public hospitals (mean 36 Â ± 13) was better that those in private hospitals (mean 35 Â ± 23). On the other hand, the performance of female managers in private hospitals (mean 38 Â ± 16) was significantly better that those in public hospitals (mean 36 Â ± 17). Emotional intelligence subscales scores of managers show that social skills have the highest rank and self-motivation has the lowest rank. In general, the EI score of hospital managers in this study was 56% [Table 1]. Moreover, there is no significant difference between the EI of men and women. Based on the result of this research, hospital managers in higher levels have a higher level of EI. Tough in some subscales of EI such as social awareness and social skills, middle managers have the highest score [Table 2]. The results of this study also showed, there is no significant relationship between education and the level of EI. However, this relationship is significant in social awareness. Moreover, the EI of the managers increased with experience, but this did not apply to all subscales of EI; as such in social awareness. Based on the results, a correlation was observed between the EI of hospital managers and their performance, although this correlation was not significant in any subscale of EI [Table 3]. DISCUSSION This study tried to assess the level EI of managers in hospitals located in Tehran and examine the relationship between the EI of hospital managers and the level of their performances. The result of this research shows there is a relation between EI of managers and their performances. However this relationship is not statistically significant. Most researches has shown that EI is positively associated with interview outcomes,[25] management analytical,[26] issues,[27] team working,[28] conceptual tasks[27] and (behavioral, job and employees) performance.[29-31] Studies have also depicted that emotional perception facilitates performance. Day and Carroll[17] showed that emotional perception was correlated with performance on a cognitive decision-making task. Newcombe and Ashkanasy[32] also showed evocation of positive expressed emotion through facial display has a significant and strong impact on follower and affect, the quality of the perceived leader-member relationship, which in turn with the result of present study. Langhorn[33] determined key areas of profit performance were correlated with the EI pattern of the general manager. Lyons and Schneider[34] examined the relationship of ability-based EI facets with performance under stress. They found that certain dimensions of EI were related to more challenge and enhanced performance. Hayashi and Ewert[35] reported a positive relationship between EI and successful leadership. Furthermore, Eicher[36] describe EI as a suitable basis in developing the staff’s executive programs. Offermann et al.[37] determined although both cognitive ability and emotional competence (intelligence) predict performance, cognitive ability accounts for more variance on individual tasks, whereas emotional competence accounts for more variance in team performance and attitudes. As such our study shows, performance of managers is multi-dimensional variable which can be affected by other factors like organizational factors, level of employees’ motivation than EI. Moreover the results of this study shows, there are no significant differences between EI of men and women. Although in those subscales associated with the social behavior (social awareness and social skills) women had higher scores than men. Generally, women are more aware of emotions, show more empathy, and have higher interpersonal communication skills.[3] As were discussed, in many of the previous studies, EI has been reported to be positively associated with performance. However, the results of the present research indicated that there is no significant relationship between the components of EI the performance of hospital managers. In other words, higher levels of EI did not lead to better performance in the hospital managers. CONCLUSIONS The current study shows managers in hospitals located in Tehran, had weak performance from their subordinates’ perspectives, and EI scores of managers were not in good condition. Moreover this research shows, unlike other related studies, there is no significant relationship between performance and EI of hospital managers. The effects of factors on the hospital managers’ performances should be assessed in more holistic point of view than considering EI as a determined factor on it.