*4.2.2.2 Team effectiveness assessment*

The self-administered questionnaire for the assessment of team effectiveness also adapted from "mind tools", also applied, in addition to the above seven criteria.

The result of the evaluative assessment is shown as the following:

As indicated in **Table 8**, the total participants had a score of 18 to 30 which lay in the first classification level, so they were considered worrying according to the "mind tools". Therefore, based on the above two types of assessment results, the SMWM-SE members are considered as a group than a team.

Of the five participants of the interview, all of them reported they consider their enterprise members as a group. The following was expressed by participants regarding


**Table 7.**

*Result of the criteria that differentiate groups and teams.*


#### **Table 8.**

*Results of team effectiveness assessment.*

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

the group formation process, purpose, members' roles, and whether the group has norms like standards of behaviors shared by members:

Participant 17.

"*All members of the enterprise have their own expertise specially on metal work and wood work, so we established this enterprise based on our profession to work together and to get financial support from the government so that we got this workshop in addition to the loan, so all members of the enterprise work together and equally share the outcome of our effort as a group, and we also have rules that every members should comply*".

Related to the roles in the SMWM-SE and purpose of the group,

Participant 16 said:

*"In addition to our skill we have, we got training from the office about how we can function as an enterprise, so every group members know their roles and responsibilities, and the purpose of the our enterprise is to return our loan we got from "Omo" micro finance and to be successful on the business".*

Participant 8 explained the criteria for a selection of the group head, about working with a group, group composition, cohesiveness in the group, the desire to remain or continue as a member in the group, and commitment to the group.

*"We members of the group selected when we establish the association based on his sociable behavior by considering he might lead as in attractive way and better negotiate and create a link between our association and the government offices to get any support, our group members has almost the same cultures, slightly different in age, two females and three males, I think not only me, but all of the group members want to continue as members of the group and committed to the group because currently we are in a better condition in income than before when we work individually".*

The participants of the assessment also explained their ideas about the group members' ability and skills and the group's resources to accomplish the group's objectives, the decision-making process in the group, and understanding individual roles and other members' roles:

Participant 20 said:

*"In our enterprise all of us have skills related to metal and wood work, because of we have been working individually before establishing the enterprise. After we established the enterprise we overcome our financial and working place problems,, but still there is one problem we have facing, which is our work place is at the corner of the city which make customers do not look our products like other private organizations who are working in the middle of the city, so it lags achieving our planned objectives. As a group we decide through meeting, all members of the group work according to his/her skill. Additionally, all members of the enterprise has additional roles like being chairman, secretary, store man, so I think all members know their responsibility*".

Participants from the SMWM-SE also explained that group members openly discuss their weak and strong sides and the feedback system, acceptance of creative thinking and new ideas in the enterprise, and training, entertainment, and field trips that can stimulate new thinking, taking of responsibility for the group failure or success and about rewards for successful, participant 19 and participant 17 explained as follows:

Participant 19 said:

*"In the SMWM-SE there is monthly scheduled meeting, in the meeting we discuss openly about everything related to our enterprise, feedback is given by every members during the meeting as well as in day to day activities, the feedback is also given by the supervisors and experts who came from ICID, new creative or new ideas related to our products are accepted as long as it is profitable and attract customers*".

#### Participant 17 said:

*"Most of the time trainings like entrepreneurship and business management, experience sharing with other city administration enterprises and bazaars are provided and facilitated as a support by the city administration ICID; if the group succeeds the recognition comes to the group members according to their contribution*".

#### *4.2.3 Conflict resolution styles*

Participants from SMWM-SE also explained their experience related to the conflict in the following ways:

Participant 18:

*"Whenever there is overlapping orders by our customers, there is conflict between our group members and customers, because of some members fleeing of work overload, and other times because of not all members come to work on-time, some members come to work being late and others become absent, the conflicts harm the association, because production time do not go in line with the agreement reached with the customers, and in time of conflict members lateness and absenteeism also increase, so it also create additional conflict".*

Participant 16:

*"In the time of conflict, first, if the conflicting parties do not speak each other individual try to negotiate them reached in agreement, unless the issue goes to the chairman of SMWM-SE and try to establish peace. But if both the conflicting individuals speak to each other, they discuss on the issue and solve the problem in a short period of time, if the conflict is not solved by these means, the way we solve conflicts is through making meeting that participate all members".*

#### *4.2.3.1 Self-assessment questions related to conflict resolution styles used in SMWM-SE*

As indicated in **Table 9** using Shell as cited in [15] conflict resolution styles assessment tool, the assessment participants of the SMWM-SE preferred collaborating and accommodating as a backup conflict-handling style.

Participants who preferred *collaborating* tend to enjoy the negotiation process because it gives them an opportunity to probe deeply into difficult problems and help produce solutions that are acceptable to multiple parties.


#### **Table 9.**

*Self-assessment questions related to conflict resolution styles used in the SMWM-SE.*

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

On the other hand, participants who preferred *accommodating* minimize their own concerns by maximizing the concerns of others trying to solve the problems.

#### *4.2.4 Types of power used in the SMWM-SE*

In this evaluative assessment, participants of the SMWM-SE explained the bases of power that enable them to influence each other's, and delegation of authority and responsibility in the following ways:

Participant 18:

*"There are two sources of bases of power that serve to influence one another, the first one is the power that emanate from expertise and the other one is the power that bases the position that individual assigned for, and there is delegation of authority in our enterprise, for instance whenever any members of the enterprise is out of the work place because of personal cases or problems or for the reason of our enterprise like meeting he/she appoint other member of the enterprise"*.

The following statements explain some of their views related to authorities assigned to members of the SMWM-SE, whether it is known by the boundary of the power when it starts and ends, and about the resistance of authority by the employees in the enterprise.

Participant 20:

*"As there is already prepared rules and regulation which explained every members roles and responsibilities by ICID and we signed on it when our enterprise was established, we are familiar with every one's authority, but sometimes there is some individuals tries to use above their authority, in that case there is resistance to authority and it leads to conflict".*

About political tactics and impression management, one participant explained as follows:

Participant 19:

*"In our enterprise many times our chairman tries to get others support by participating them in the planning process, and other times he tries to get support by claiming that such support is consistent with the enterprise rules. Other members also try to persuade others or getting support through claiming friendship and the impression management used by many of us is claiming previous success".*

*4.2.5 Employee stress management strategies*

Participants of the SMWM-SE also explained their stress experience in the following ways:

Participant 16:

*"As to me, there is a lot if things or situations that make me stressful in the work place, the importance of the event with its costs and the degree of uncertainty surrounds the event makes me more or less stressful".*

Participant 18:

*"Balancing the demands of work and family roles are the major stressor that I experience not only in my work place but also in the home".*

Participant 20:

*"In the time of stress, I try to get help from family or friend, and I got less motivation for everything in time of stress and try to be alone till I become better, in our enterprise if I told to other members about my situation they take my responsibility, gave me a rest".*

### **5. Discussion**

#### **5.1 Group behavior in the ICID and in the SMWM-SE**

Based on the result, participants from both ICID and SMWM-SE members were considered as a group than a team. The ICID group was established by the structural hierarchy of the office, but the group formation is self-initiated and established based on profession to get financial and a place for workshop from the government for the case of SMWM-SE. As the study participants of ICID explained employees of the group are committed to and continue their working in the group until they got a better opportunity, this is contrary to the result of SMWM-SE members as currently, they are in a better condition in income than before, members of the group are committed to and continue working in the group. Participants from both ICID and SMWM-SE feel that they have enough skills and ability to meet their group's objectives, whereas they differ what they lack, in the case of ICID explaining their resources, SMWM-SE members explained they lack showroom in the city to sell their products.

#### **5.2 Conflict resolution styles used in the ICID and SMWM-SE**

All of the participants from ICID and SMWM-SE explained dysfunctional conflict occurs among them which harms their work motivation and lags accomplishment of the group's planned achievement. This result agreed with the study of [4] which found that there was a significant effect of conflict on organizational performance and with the study of [27] employee performance is affected by conflicts.

Participants of the ICID selected compromising, and collaboration and participants from the SMWM-SE selected collaborating and accommodating as conflict-handling style. This result agreed somehow with the following results. The study [27] found that one of the commonly used conflict management style among the doctors, nurses and clinical officers was compromising style. Another study conducted by [4] found that the dominating factors employees use as techniques to solve organizational conflicts are compromising, and accommodating techniques.

#### **5.3 Types of power used in the ICID and SMWM-SE**

Sources of power are based on the position one holds in the office for ICID, in the case of SMWM-SE sources of power are based on the position one holds and expertise in the enterprise. There is delegation of authority in a limited way in both ICID and SMWM-SE. It is known by the employees where the head of the directorate power starts and ends for ICID, and the authority figures' power, where it starts and ends are also known by members of the SMWM-SE. Political tactics used in ICID are personal appeals and impression management used is self-promotion. For MSWM-SE the political tactics used in the enterprise are consultation and personal appeals, and selfpromotion as impression management.

#### **5.4 Employee stress management strategies used in the ICID and SMWM-SE**

Factors that make an event or situation stressful for the employees are the importance of the event or situation for ICID, the importance of the event and its costs, and the degree of uncertainty surrounding the event or situation for SMWM-SE.

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

The major stressor for employees working in the ICID is the reason for inadequate career development and lack of educational opportunities. This result is also somehow agreed with thy study by [14] stated that factors of occupational stress are lack of career development, and dealing with difficult clients. The major stressor for the participants is balancing the demands of work roles and family roles.

Employees of ICID and members of SMWM-SE use emotion-focused coping strategies in dealing with stress. This result is different from the result of [13] which stated that to cope up with stressful situations, employees use different coping mechanisms including taking responsibility, learn better communication, learn task management skills, and the organization uses job redesign/restructuring, improve communication, coaching, counseling, and medication.

The outcome of stress at the individual level is cognitive consequences such as poor concentration at work for ICID. And the individual outcome of stress is psychological consequences, such as frustration, and lack of motivation for their work for SMWM-SE. This result is a little bit closer to the study result of [13] among the symptoms of stress that staffs face because of stress factors such as worry, restlessness, anger, inability to concentrate, and loss of energy.

In the ICID and SMWM-SE, there was no designed program to deal with employee stress.
