**Abstract**

This study was conducted in south Ethiopia, "Sidama" region, "Aleta Wendo" city administration, on employees working in infrastructure and cluster institutions directorate (ICID) and on members of the Solomon metal and wood-work micro-scale enterprise (SMWM-SE). The general objective of the study was to assess employees' group behavior, conflict resolution styles they practices, types of power they are applying, and stress management strategies they are practicing in one governmental office and in one private enterprise association. A cross-sectional design with a mixed approach was applied to the study. Purposive sampling techniques were used to select the sample. The study area was selected purposefully by the researcher for its convenience to conduct the study. Semistructured interview guide questions developed by the researcher and a self-administered questionnaire adapted to collect the data. The result of the study was organized and presented based on the four categories: employee group behavior, conflict resolution styles, types of power, and stress management strategies.

**Keywords:** group behavior, conflict resolution styles, power, and stress

### **1. Introduction**

Employees' behavior affects organizations directly or indirectly in positive or negative ways. Employees' behavior related to their group behavior, conflict resolution styles, types of power, and stress management strategies are topics among employees' behavior that can affect organizations which were also topics in this study conducted on one Micro Scale Enterprise (MSE) members and on one governmental office employees who are responsible for monitoring and supporting MSE. Studies have shown that employees' behavior affects their performance and organizational outcomes. A study conducted by [1] among public sector companies on employees in 12 cities, confirmed that good interpersonal relations at work are important [2]. Concluded about the important role that groups play in organizations if they are handled positively [3]. Stated that the quality of managing conflict impacts the performance of employee and the outcomes of organization. Another study conducted by [4] found that there was a significant effect of conflict on organizational performance. A study conducted by [5] on public sector organizations in Pakistan revealed that

organizational politics have a significant impact on employee performance. A study conducted by a study [6] on a private garment company in Ethiopia revealed that work-related stress measured in terms of work overload, role ambiguity, and lack of motivation have negative and significant effects on employees' performance.

Micro and small enterprise (MSE) development holds a strategic place within Ethiopia's Industrial Development Strategy. All the more so as MSEs are the key instruments of job creation in urban centers, whilst job creation is the centerpiece of the country's development plan. The role of MSEs as the principal job creators is not only promoted in low-income countries like Ethiopia, but also in high income countries including the United States of America. Accordingly, because MSEs play a pivotal role in employment creation, stimulating and strengthening MSE development should be one of Ethiopia's top development priorities [7].

The 2010/11 definition of MSE in Ethiopia was based on paid capital, sector, and human power (see **Table 1**). An enterprise is categorized as micro if its paid-up capital is less than or equal to 100,000 Ethiopian Birr (ETB) for Industry and less than or equal to 50,000 ETB for Service. Similarly, an enterprise is considered small when its paid-up capital is less than or equal to 1.5 million ETB for Industry and less than or equal to 500,000 ETB for Service.

It is inevitable that the micro and small enterprises (MSE) contribute for national development especially in developing countries, but most of the studies conducted on micro- and small-scale enterprises in Ethiopia focused on access to or challenges related to the finance, market place and the provision of support by the concerned bodies such as governmental offices ([9–12]. Though there are studies on workrelated stress [13, 14] whereas there are few studies conducted related to employees Group behavior, interpersonal influence, and stress management strategies working in public offices and the MSE. Therefore, this study conducted on one MSE and on one governmental office which is responsible for monitoring the MSE in order to assess the employees' group and teamwork characteristics, styles they practice for conflict resolution, types of power they apply, and stress management strategies they practice.

#### **1.1 Group**

Group is two or more individuals interacting to accomplish a common goal [15]. The most common classification forms, used for the groups in the literature, are formal and informal groups [16]. As the name indicates, formal group is formed by management to accomplish the goals of the organization. On the other hand, informal groups is formed by individuals and developed around common interests and friendships rather than around an organizational goal [15]. Forming a group, it passes through different stages. One of the widely cited models is the five-stage model


*Assessment of Employees' Group Behavior, Interpersonal Influence, and Stress… DOI: http://dx.doi.org/10.5772/intechopen.108612*

developed by Tuckman (1965) cited in [17], stated that there are five stages small groups go through:


Group formation has its importance for organizations. In a study conducted by Yee and Dyne as cited in [18], it is mentioned that helping behavior is higher in groups in which the cohesion between members is strong, task confusion is low, and strong institutional norms exist. Another study conducted by [19] investigated how the group formation method influences group dynamics as well as group outcomes.

#### **1.2 Teamwork**

Teams are specialized types of performance groups. Teams, like any group, promote interaction and interdependence among members, pursue goals, and are structured and unified, but teams exhibit these qualities with greater intensity than do groups in general [20]. A study conducted by [21] on employees from an entertainment company in Kuala Lumpur found that there was a significant and positive relationship between teamwork (effective communication, level of trust, interpersonal skills, leadership, accountability, and cohesiveness) and employee performance.

#### **1.3 Conflict resolution styles**

Conflict may have either positive or negative consequences for the organization, depending on how much exists and how it is managed. Depending upon the nature and conditions of the conflict, the following five approaches can be an effective approach to conflict-resolution management. These approaches are as follows:

1.*Dominating*: working to dominate and control,

2.*Accommodating*: allowing other groups to win,


A study conducted by [22] suggested that the self-managed project team (SMPTs) transforms into an avoidance approach during the conflict as time goes by. In any event, conflict and its management strategies are fostered or hindered by factors such as the approaching deadline as well as individual reputation.

#### **1.4 Types of power**

The study of power and its effects is important to understand how organizations operate. How organizational subunits and individuals are controlled is related to the issue of power and influence. Power is the capability to get someone to do something; influence is the exercise of that capability [15]. Power is obtained in a variety of ways in an organization. Two important categories of power in an organization are interpersonal and structural. French and Raven cited in [8] suggested five interpersonal sources, or bases, of power: they are (1) Legitimate, (2) Reward, (3) Coercive, (4) Expert, and (5) Referent. Members of a group who controlled the bases of power are more influential than those who did not. *Legitimate* power is a person's ability to influence others because of the position within the organization that person holds. *Reward* power is based on a person's ability to reward a follower for compliance. *Coercive* power is the power to punish. *Referent* power is a power based on a subordinate's identification with a charismatic superior. Expert power is a power based on the capacity of influence related to some expertise, special skill, or knowledge [20a] [8]. Structural power is frequently prescribed by structure within the organization. Organizational structure creates formal power and authority by specifying certain individuals to perform specific tasks and make certain decisions [15].

#### **1.5 Stress management strategies**

Stress is an adaptive response, moderated by the individual difference that is a consequence of any action, situation, or event that places special demands on a person. Stress is seen partially as a response to some stimulus, called a stressor. A stressor is a potentially harmful or threatening external event or situation. However, stress is more than simply a response to a stressor. It is the consequence of the interaction between an environmental stimulus (a stressor) and the individual's response. Stress prevention and management strategies include (1) maximizing person-environment fit, (2) organizational programs such as employee assistance and wellness, and (3) individual approaches such as cognitive techniques, relaxation training, meditation, and biofeedback [15].
