THE COPPERBELT UNIVERSITY

DIRECTORATE OF DISTANCE EDUCATION

AND OPEN LEARNING
PO. BOX
KITWE

NAME: TIMOTHY NSHIMBI
P.O BOX 20515
KITWE

STUDENT NO.:09175202

PROGRAME: BBA3
COURSE: HUMAN RESOURCE & LABOR RELATIONS- BBA380
LECTURER: MR K.K.KAPIKA
ASSIGNMENT :TWO

DUE DATE:30
TH
SEPTEMBER 2012


TABLE OF CONTENTS
1. INTRODUCTION

2. WHAT IS EMOTIONAL QUOTIENT

3. WHY IT CAN MATTER MORE THAN THE INTELLIGENCE QUOTIENT

4. IMPORTANCE OF EMOTIONAL QUOTIENT IN TODAY'S NEW
ENVIRONMENT

5. SCENARIO 1- BECOMING A HIGH-TECH WORLD

6. SCENERIO 2- GLOBALISATION

7. CASE STUDY: AMERICAN EXPRESS

8. EMOTIONAL QUOTIENT IS A CRITICAL SKILL

9. EMOTIONAL INTELIGENCES IMPORTANCE IN AN ORGANISATION

10. CONCLUSION

11. BIBILIOGRAPHY





IT IS COMMON FOR COMPANIES TO CONSIDER THE INTELLIGENCE QUOTIENT (IQ) IN
THEIR EMPLOYEE SELECTION/PROMOTION PROCESS.INTHE RECENT PAST, SOME
ORGANISATIONS HAVE STARTED ASSESSING THE EMOTIONAL QUOTIENT (EQ) OF
POTENTIAL EMPLOYEES IN ADDITION TO IQ TESTS.ARE THESE ORGANISATIONS
JUSTIFIED IN ADOPTING THE LATTER SELECTION/PROMOTION APPROACH?
1. INTRODUCTION
Traditionally, management were only interested on return on investment (ROI) and shareholder
value, not the neurobiology of emotions doing business. However, in modern days, there is
probably nothing as important as having good human relationships in the workplace. Whether
one is a chief executive officer, a consultant, a manager or team member, achieving results
requires a productive working relationship with others. As such, having positive and sustainable
human relationships is the bedrock for business effectiveness. According to Goleman,
"Emotional Quotient (EQ) defines our capacity for relationship. He added, "Rational intelligence
only contributes about 20% to the factors that determine success in life. Some extraneous factors
such as luck, and particularly the characteristics of Emotional Quotient, constitute the other 80%
(Goldmen 1995)."

2. WHAT IS EMOTIONAL QUOTIENT?

One of the earliest historical literature recordings dates back to 1st century B.C by Publilius
Syrus, a Latin writer of mimes, states, 'Rule your feelings, lest your feelings rule you' (Hang
1999). In other words, people should take control of their feelings and emotions rather than
allowing it to control their intellect and values. Today's contemporary authors have since further
expanded Syrus' definition, which subsequently lead to the development of the Emotional
Quotient concept.
Emotion Quotient can be simply defined as: the ability to sense, understand, and effectively
apply the power and acumen of emotions as a source of human energy, information, connection
and influence."(Robert Cooper and Ayman Sawaf( Hang 1999)


It can also be defined as the ability to monitor one's own and other's feelings, to discriminate
among them and to use this information to guide one's thinking and actions."(Salovey & Mayer
1990)
The term emotion has been derived from the Latin 'emover', which may be translated to move, to
excite or to agitate. Today, the term emotion is used as an umbrella to any subjective experience.
One uses the term to express love, hate, attraction, aggression, or any other such feelings. Sorrow
and joy, disappointment and love, dismay and hope are the feelings experienced in the course of
day or week. Without such feelings, life would be quite plain and dull. Pleasant moments are
remembered enjoyably. On the other hand, when emotions are so intense or out of control (and
too easily aroused), they can get one in frequent trouble. Emotions may also wrap judgment and
make one miserable.

The intelligence quotient (IQ) on the other hand, measures a person's intellectual intelligence. It
has been the greatest predictor of success and pursuit of knowledge in the past. Society has
assumed that people with high IQs will naturally accomplish more in life. Until very recently,
great emphasis was given to the role of logical thinking, ability to learn efficiently, and
memorize the material in determining the conventional intelligence quotient (IQ). Contemporary
studies show, however, that a high IQ no longer is the predominant indicator of success. Many
researchers such as Goleman, Stein, and Hallam, have established that emotional intelligence has
taken a much more important role than IQ in the pursuit of knowledge and success in people's
lives.

According to Dr. Steven Stein, author and expert on emotional intelligence, emotional
intelligence is more important in many ways than cognitive intelligence in people's ability to
succeed (Stein, 15). As said by Stein, no matter how good and sharp one is in learning a
particular subject and how well and efficiently one solves problems (or makes correct decisions)
unless one has optimum control over one's emotions (measured and indexed in terms of EQ), one
will not be able to achieve the best possible results. Dr. Stein states that senior managers in
organizations around the world are realizing the significance their employees have to the
operational performance of their organizations. The identification of key emotional skills that
relate to success in the workplace has had a major impact on many smart organizations.
He implies that empathy creates cohesive functioning among colleagues and improves
teamwork. The need for change-adapt workers demands a workforce that is "flexible, stress
tolerant, and that can think independently." These are competencies of the emotionally intelligent
person (Stein, 45).

Hallam, Dean, Professor, and Harvard Graduate, gives a personal example of the hiring practices
and the importance of emotional intelligence in his company. Kyle, the top graduate at one of the
nation's leading programs in Computer Information Systems studies, was being considered to be
hired at a prestigious firm. However, Kyle's Emotional Quotient "was probably as far below
average as his IQ was above average. (Hallam, 3)" He offended others without realizing it. Kyle
suffered from Emotional Intelligence Deficiency Syndrome (EIDS). The company would not
offer Kyle the offer the job at the big accounting firm he expected. Hallam states, "Kyle would
be lucky to get any job offer at all." His lack of emotional intelligence would clearly show
through in any job interview.

Hence, it can be concluded that Emotional Quotient could be referred to a person's emotional
intelligence (also known as EI). It should be noted that the term 'emotional intelligence' was
created by Peter Salovey and John Mayer in 1990 and then popularised by Daniel Goldmen in
1995 in his ground-breaking bestseller, 'Emotional Intelligence.









3. WHY IT CAN MATTER MORE THAN THE INTELLIGENCE QUOTIENT
According to Goldmen, Emotion Quontient consists of 5 major qualities or characteristics
(Goldmen 1995), and these are:

1. Knowing one's emotions (self-awareness)

2. Managing emotions (mood management)

3. Motivating oneself (self-motivation)

4. Recognising emotions in others (empathy)

5. Handling Relationships (interpersonal skills)

Notably, the first four characteristics can be broadly classified under the umbrella of
intrapersonal intelligence. According to Goldmen, intrapersonal intelligence, also known as self-
smart, refers to one's cognitive ability to understand and sense one's 'self' (Goldmen 1995,). This
intelligence enables a person to have an accurate picture of their capabilities (i.e. strengths and
limitations); awareness of inner moods, intentions, motivations, temperaments and desires, as
well as self-esteem also the capacity for self-discipline. In other words, intrapersonal intelligence
can influence the development of an individual's courage, perseverance, enthusiasm and passion
(Hang 1999). It harnesses innovative and creative thinking ('open to new ideas') that allows a
person to formulate creative and radically new approaches, which could be considered illogical
based on conventional wisdom . As such, these qualities embedded in a person are vital
breakthrough scientific research, inventions, entrepreneurship and extraordinary achievements
(Hang 1999).

Intrapersonal Emotion Quotient qualities are crucial in personal daily and business interacts with
people. Self-awareness refers to one's own conscious of one's feelings and can deal with them
better. This personal trait helps individuals to be aware of any worrisome episode as soon as
possible. Through mood management, one can act to overcome any negativity (i.e. being angry
or depressed) that prevents one from accomplishing one's goals. This personal attributes helps a
person to think positively, which in turn boosts their morale during those challenging-times or
difficult setbacks. Self-motivation refers one's personal drive to achieve success, overcome
obstacles, disappointments and frustrations as well as to search proactively for opportunities
(Dubrin 2004). It also prompts the individual to initiate conflict management, building bonds,
teamwork and collaboration (Caudron, July 1999).

Lastly, empathy refers to a person's 'people skills', which enables a person to know how another
person is feeling (i.e. reading other people's feeling). It allows individuals to place themselves in
other people's situation so to identify and conceptualise the other people's problems and feelings.
Notably, intuition plays a key role in empathy as helps in interpreting the non-verbal
communication of people such as tone of voice, gesture and facial expression.

Handling relationship can be categorised as interpersonal intelligence. According to Gardner,
interpersonal intelligence is seen in how one 'notices distinction among others; in particular,
contrasts in their moods, temperaments motivations and intentions' (Goldmen 1995, ). It creates
the ability to understand other people in terms of what motivates them, how they work, how to
work co-operatively with them (Hang 1999). Note that interpersonal intelligence fundamental
requires the empathy skill mention earlier, which is, to identifying oneself mentally with a person
and understanding his or her feelings. According to Hatch and Gardner of Harvard University,
empathy combined with the four intrapersonal Emotional Quotient traits formulates other
important interpersonal skills such as:

1. Organising groups

2. Negotiating solutions

3. Personal connection

4. Social analysis


4. IMPORTANCE OF EMOTIONAL QUOTIENT IN TODAY'S NEW ENVIRONMENT

Management of organisations and Human Resource department today are faced with enormous
challenges because businesses do not just compete in terms of its product offering alone. The
pace of technical innovations, global competition and the pressures from investors is forcing that
compelling change. As such organisations are forced to implement efficiency-orientated
programs to ensure efficiency, productivity and or competitiveness, for example 'restructuring' to
a lean and flat organisation structure. This subsequently weakens people's job security, which in
turn reduces their loyalty and commitment levels towards organisations. However, employees
whom remain are made to be more visible and more accountable. Notably, it is evidently clear
that the success of an organisation will solely depend on how well it manages its current human
talent. To quote John P Kotter, the well-known expert on leadership from Harvard Business
School, he said: "Because of the furious pace of change in business today, difficult-to-manage
relationships sabotage more business than anything else-it is not a question of strategy that gets
us into trouble, it is a question of emotions."( Dev September 6th , 2004)

5. SCENARIO 1- BECOMING A HIGH-TECH WORLD

In this knowledge-based economy of the 21st century, technological revolution has
fundamentality changed the way people work. Knowledge creation, knowledge transmission, and
knowledge application involves the complex process of collaboration and cooperation between
intellects of several human beings (Dev September 6th, 2004). As such, it is becoming very
important to harness effective teamwork in a flat organisation of empowered knowledge workers
in order to gain this competitive advantage (Dev September 6th, 2004). There is an increasing
need to develop such skills, particularly as life is becoming potentially more impersonal
particularly with the rapid advancement in telecommunication technology such as the Internet,
wireless voice and data and distance deliveries becoming increasingly pervasive. Shakti Sagar,
managing director of ADP explains, "The benefit of Emotional Inteligence to managers in
organisations is self-evident. Teamwork, empowerment, diversity, communication are all
typified in the 'learning organisation', in which people and emotions play a fundamental part
(Dev September 6th, 2004)".
6. SCENERIO 2- GLOBALISATION

The term 'globalisation' refers to the increasing integration of economies and societies around the
world. Globalisation has become common sine the 1980s due to the rapid technological
advancement that enables organisations to complete international transactions easier and quicker.
As more and more people engage in business transactions with other people who are in distant
time zones and different nations, there is a going to be a greater need for understanding so to
leverage from cross-cultural differences (i.e. diversity in terms of value, belief and ethnic
culture). To build effective relationships across these differences requires people to respect and
relate well to other people from varied backgrounds.

Individuals need high self-awareness, meaning they have to honestly look at themselves to
identify attitudes and behaviour that stands in the way of accepting differences and building
productive working relationships (Goldmen 1995). According to Griggs Productions, the source
of its creativity, effectiveness, and ultimate survival solely depends on the quality of its
relationships across cultural differences (DeBare October 29, 1998). Brown Griggs, President
and Executive Producer of Griggs Productions said, "When performance-related energy is
wasted on depleting patterns such as diversity noise (i.e. racism, sexism, bias, discrimination),
depleting work relationships (i.e. control, lying, manipulation) or cultural misunderstandings
(due to different cultural dictates, realities and experiences), the potential of people is lost and
the organisation loses as well" (DeBare October 29, 1998).

7. CASE STUDY: AMERICAN EXPRESS
American Express conducted a study to examine the effectiveness of its Emotional Quotient
training programs on their sales personnel (Centre 2004). For research purposes, control and
experimental groups were established. The experimental group underwent a 20 hour training on
the managing emotion skills (only one aspect of EI), and the control group was not given any
extra training at all (Centre 2004). After 6 months they measured the sales of the sales people in
these 2 groups. The results indicated that the trained group had outperformed the control group
by 10%, subsequently adding significantly to the American Express' productivity and
profitability (Centre 2004).

8. EMOTIONAL QUOTIENT IS A CRITICAL SKILL

The success of an organisational depends on people. People have multiple responsibilities,
diverse needs, and often, conflicting priorities. As such, Emotional Quotient characteristics are
really invaluable skills to have as they helps motivate oneself despite the frustrations one might
face; controls impulse and delays gratification; manages overwhelming thoughts and it ease
oneself to empathise others. Notably, higher levels of EQ characteristics are associated with
better performance as well as individual and organisational success. However, typically there is
no immediate and easy process to improve one's competency in Emotional Quotient. One must
be determine to conduct critical self-evaluation and make a commitment to improvement.

Exceptional organizations have to create a working environment that supports repetitive and
reinforce learning process. Management should be aware that unmanaged emotional reactions or
the lack of Emotional Intelligence skills by employees at all levels can lead to low productivity
in the organization

Emotional Intelligence is of significant importance in business as it helps managers in the
decision making process of hiring potential employees, promoting present employees or
transferring them. Many companies have began their own Emotional Intelligence training
programs to assist them in making these decisions.

Therefore, in today's environment, corporations and non-profit organizations and other
companies are finding that to recruit and retain successful managers, Intelligence Quotient is not
sufficient, a successful manager needs to develop Emotional Quotient to work effectively with
others (Goleman, 2000). As a result, these issues are addressed in this review of Emotional
intelligence




9. EMOTIONAL INTELIGENCES IMPORTANCE IN AN ORGANISATION

Goleman (2000), an authority in Emotional Intelligence, determined that superior managers that
tend to manage relationships well are those that are self-aware, self-regulators, and are
empathetic to others (pp. 25-26). Emotional Intelligence is very important especially at the senior
management level because as one goes up the corporate ladder, technical skills diminish in
importance, and Emotional Intelligence becomes vital to the effectiveness and efficiency of a
good manager. It has become so significant in business that some corporations and non-profit
organizations hire specialists to develop customized training programs that will help them in
identifying their brightest employees.
To think intelligently about their emotions, managers need to become aware of their own
emotions; what these emotions mean, under what circumstances these emotions come to the
surface, and how they affect themselves and those around them. Through a series of real-life
situations, managers will uncover their feelings and how feelings affect their behavior. Goleman
stated, "Feelings are the body's version of the situation; everything we want to know about our
situation is revealed in our feeling, and by uncovering their own feelings, managers will see
themselves from the outside, they will learn to see how others see them; thus, leading them to
want to change. One of the steps to learn about oneself is to understand how one's brain works
and how it relates to one's emotions.

In order to understand one's brain and how it works in relationship with emotions, an
enlightenment of "emotional hijack," (Goleman, 1997) its origins and its consequences are
required as stated by Goleman when he wrote, "Such emotional explosions are neural
hijackings... The hijacking occurs in an instant, triggering this reaction crucial moments before
the neocortex, the thinking brain, has had a chance to glimpse fully what is happening, let alone
decide if it's a good idea. The hallmark of such hijack is that once the moment passes, those so
possessed have the sense of not knowing what came over them"

Whenever managers face these emotions, they need to take some time to think before reacting in
an explosive manner. Having a cooling off period will assist the individual to focus on the issue
at hand. In companies, some managers experience this emotional hijacking when reprimanding
others. These managers need to cool off and once the angry moment passes, the Emotional
Intelligence skill to practice at this time is empathy.

Being empathetic pays off as a leader, "The more accurately we can monitor our emotional
upsets, the sooner we can recover from distress" (Goleman, 2000). Practicing empathy may seem
hard to some; however, people offer clues and tips into their internal emotions so managers can
pick-up those clues and exercise empathy. For instance, when a person shows a physical tip
hinting a sign of discomfort; the person doing the listening can ask questions that would help the
other individual relax and feel understood. "Empathy requires enough calm and receptivity so
that the subtle signals of feeling from another person can be received and mimicked by one's
own emotional brain" (Goleman, 1997).

Managers should learn to be aware of others communication styles to avoid misunderstandings,
which could destroy any existing relationship between managers and their subordinates.
"Sensing what others feel without their saying so captures the essence of empathy. Others rarely
tell us in words what they feel, instead they tell us in their tone of voice, facial expression, or
other nonverbal ways" (Goleman, 2000, p. 135).

The crucial point of being able to identify others' emotions begins with knowing one's own
emotions and practicing empathy, which involves five required points (1) Understanding others;
(2) Anticipating others' needs; (3) Recognizing others' developmental needs and assisting them;
(4) Creating and nurturing opportunities through people; and (5) Being aware of the political and
social flow of the organization (Goleman, 2000).

Understanding others involves listening to others' verbal and nonverbal communication by
sensing feelings and taking a genuine interest in others' concerns and ideas. In addition, provide
assistance based on those concerns allowing a more secure and safe environment for those
involved.

Anticipating others' needs is achieved by being able to read the other individual cues given when
interaction takes place. By developing listening skills, managers can build better relationships
not only with their subordinates but also with those outside the organization. This leads to
anticipating those in need and take the appropriate action applicable to the specific situation.

A good advice that managers need in assisting others effectively and in recognizing their needs is
observed in Emotional Intelligence, "Listening well and deeply means going beyond what is said
by asking questions, restating in one's own words what you hear to be sure you understand. This
is active listening" (Goleman, 2000). With active listening, one responds in a positive manner
and the person speaking is more receptive to assistance offered and change.

Another element of empathy involves achieving success through others being aware of their
differences and without falling in the stereotype traps that some managers fall into. Since subtle
behavior may be different from one's own behavior due to the differences in gender, age or
ethnic background, managers must be aware of these differences and be sensitive to them.
Managers in companies are aware of diversity; however, some of them need to make a conscious
effort in embracing diversity as it offers an opportunity for learning different perspectives and
knowledge, which is exposed in the various administrative units .

Additionally, being aware of political and social flow of the organization is a must for
managerial success. Managers with high Emotional Intelligence differentiate themselves from
mediocre managers, "their ability to read situations objectively, without the distorting lens of
their own biases or assumptions, allows them to respond effectively - and the further up the
organizational ladder, the more this matters" (Goleman, 2000). Along with being aware of
organizational flow, managers need to know their own strengths and weaknesses.

In learning their own strengths and weaknesses, managers will learn to be open to feedback, even
if it is unpleasant feedback, be willing to reflect, learn from this feedback and realize that self-
development leads to an acceptance to necessary changes. A superior advice is summarized as
"Before you can lead others, before you can help others, you have to discover yourself"
(Goleman, 2000). One of the tasks in knowing one's strengths and weaknesses will lead one to
manage anger and stress successfully.
Some people may have received good grades on tests in school classes but without a working
high level of Emotional Quotient they are unable to function as adult people in an adult world

10. CONCLUSION
In conclusion, although an intelligent person with a high IQ and low EQ can still pursue
knowledge as Albert Einstein did, it is most likely easier to pursue knowledge with a high EQ in
today's society. Communication and people skills are vital and help in the pursuit of knowledge
as Hallam argues. Perhaps, Einstein would have been more successful in discovering the theory
of relativity. Or maybe, if he had a higher emotional quotient and worked with more people, he
may have been pushed to further extremes and created additional theories. Hallam's experience
illustrated that low emotional intelligence meant not getting a position in the work force despite
the high Intelligence Quotient and thus hindering the pursuit of knowledge. Therefore, emotional
intelligence, comprised of self-awareness, self-regulation, motivation, empathy, and social skills,
helps in enhancing ones job performance and hence organizations that have have adopted this
approach are destined to do better in productivity and company growth












11. BIBILIOGRAPHY

11. 1. O'Neil, John. "On Emotional Intelligence: A Conversation with Daniel Goleman". Volume
54, Number1 September 1996.

11. 2. Goleman, Daniel. Emotional Intelligence. New York: 1995.

11. 3. "Einstein, Albert," Microsoft(r) Encarta(r) Encyclopedia 2000. (c) 1993-1999 Microsoft
Corporation. All rights reserved.

11. 4. Emotional Intelligence in Leadership Organizations.Cooper, R., Sawaf, A. (2001).



11. 5. Emotional Intelligence, Why it can Matter More than IQ. New York, Goleman, D., (1997).


11. 6. Working with Emotional Intelligence. New York, NY: BantamBooks Goleman, D.,
(2000).