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Introduction: The healthcare organization directors should utilize the quality management tools properly to improvement healthcare services. The is a crucial tool to measure achievement to organization quality goals ,and to improvement performances. The Iran National Quality Award is the most comprehensive model for performance assessment. Methods: This is a descriptive case assessment, applied, research carried out in 2005.The statistical community are the managers, directors, and authorities in the hospital wards. The data collection tools are the standard questionnaires of The Iran National Quality Award. Data are collected according nine models, criteria; and their scores calculated for each criterion, and for Hospital. Results: Acquired scores are as followed: leadership, strategy, personnel's resource and shareholders, processes, customers, benefits, personnel benefits, community benefits, and applied key benefits; 58%, 56.2%,42%,55%,53.5%,51% ,41,46%,and 60.5% respectively. The total score was found 522 of 1000. Conclusion: The Hospital may applicant for acquiring Iran National Quality Award after completing Award Constitution and providing required evidences. We recommend the Hospital to pay specific attention on improvement personnel, personnel's benefits, and community benefits criteria; and by more training provides a proper understanding of Iran National Quality Award concepts.

Introduction:The quality work life is regarded as a global concept for organizational development and manpower management, and its provision and improvement is considered the main key to the success of any organization. The improvement of the quality work life is in fact considered a skill for the betterment of organizations by senior directors. Objective: To improve the management's productivity of hospital by increasing of the quality work life of the managers. Methods:The present research is carried out in descriptive, cross-sectional method. The study population are the directors of the hospitals of the Social Security Organization of Tehran Province (N=10). The data gathered using two questionnaires, of which the 29-questions questionnaire related to the quality work life based on the quality work life components. ( Tatel, Casio, Morton, and the American Management Association, and the 21-item questionnaire were a questionnaire on productivity prepared based on Hersi and Goldsmith Model, scored based on Likret 5-score scale. In order to evaluate the consistency of questionnaires, the alpha method of Cronbakh was used. The alpha coefficient of Cronbakh was 0.86 and 0.89, respectively. The data was analyzed using SPSS software package and Spearman Correlation Coefficient). Results:Among the quality work life components, including materialistic and educational components, democracy in organization, participation in decision making, job design, and work space in organizations, the component of work space was located at the highest position, with an average of 3.72, and job design at the lowest point, with a coefficient of 2.90. Participation in decision making, with a correlation coefficient of 0.858 (P-value=0.002) showed the highest correlation with the quality work life from the statistical point of view, and materialistic privileges with a correlation coefficient of 0.358 (P-value=0.310) showed no correlation (P-value>0.05). On the other hand, given the averages obtained for productivity components, the component of job identification with an average of 4.4 was at the top and performance feedback with an average of 2.3 at the lowest point. The component of capacity, with a correlation coefficient of 0.664 (P- value=0.36), showed a positive and meaningful correlation with the productivity component. Based on the hypothesis put forward, only the component "democracy in organization", with a correlation coefficient of 0.665 (P-value=0.036), showed a positive and meaningful correlation with productivity. Conclusion:There is a significant correlation between the quality work life and the productivity of the management of hospitals of the Social Security Organization of Tehran Province. Productivity could be improved through adopting logical principles and procedures such as encouragement.

Introduction: psychologists believe that an individual success depends 20% on his Intelligence Quality (IQ) and 80% on his Emotional Intelligence (EQ). The relationship between EQ and efficiency of hospital managers has not been studied yet. To determine relationship between EQ and its five dimensions with efficiency of managers of Kermanshah's educational hospitals. Methods: This is a correlation - applied study. The studied population are 60 managers chosen from various management levels of Kermanshah educational hospitals. Data collection tool is a 33 questions using Shring questionnaire With Likert scale. Questionnaires were completed in self-answering method. Evaluating tools for managers' performance were annual evaluation forms, issued by Ministry Of Health. Data are presented by descriptive statistics indicators, and Pearson test. Results: Subject managers in regards to EQ with gained mean 98/117 and 71/50 percent of total score were in strong to average status. In relation to dimensions of Emotional Intelligence, managers' skills on relation management and self management vector were strongest and weakest respectively. Managers' skills on self consciousness, social consciousness and self motivation vectors were in second, third and forth position. In relation to professional performance, managers with obtained mean score 88/22 and 80/20 percent of total score are in strong performance position. There was a significant positive correlation (r =0.0777) between managers, emotional intelligence and each of five dimensions of emotional intelligence and their professional performance. Conclusion: Improvement in choosing hospital managers according their EQ skills, and training and upgrading EQ could improve their professional performance.