*4.1.2.2 Team effectiveness assessment*

To crosscheck the above seven criteria, the self-administered questionnaire for the assessment of team effectiveness also adapted from "mind tools", also applied. There are 15 questions with five scale which are: 1 = Not at all, 2 = Rarely, 3 = Sometimes, 4 = Often, and 5 = Very often. The maximum sum score is 75 and the minimum sum score is 15. The sum of the scores classified into three levels: First, 15–30 is considered as worrying, which needs work to improve the effectiveness as a team member, and the effectiveness of the team; Second, 31–45 is considered as the effectiveness as a team player and team's effectiveness are patchy which is good at some things, but there's room for improvement elsewhere; third, 46–75 is considered as a solid team member working well as part of an effective team. Lower scores in this range show that there is room for improvement, though.

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

As shown in **Table 4**, the total participants had a score of 19 to 30 which lay in the first classification level, so they were considered worrying according to the "mind tools".


**Table 3.**

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


**Table 4.** *Result of team effectiveness assessment.* *Assessment of Employees' Group Behavior, Interpersonal Influence, and Stress… DOI: http://dx.doi.org/10.5772/intechopen.108612*

Therefore, based on the above two types of assessment results the participants of the infrastructure and cluster institutions directorate members were considered as a group than a team.

All of the participants in the interview explained they consider their directorate as a group. The following was expressed by participants regarding the group formation process, purpose, members' roles, and whether the group has norms like standards of behaviors shared by members:

Participant 1.

"*I think I am member of a group as we members of the infrastructure and cluster institutions directorate working together and shared a single office, and the group or the directorate is established by the structure of the office employees of the directorate hired based on the fulfilling formalities and criteria's of the structure of the office, such as education preparation and experience*".

Regarding whether the group has norms like standards of behaviors shared by members their roles and the purpose of the group, Participant 12 said:

*"All of the group members know their roles and responsibilities, because all of the employees hired according to their application, there is no different norms in our directorate or group, we all adhere to the office rule like doing work as planned at office level, and the purpose of the directorate or group is to accomplish the plan as a directorate".*

Participant 9 explained the criteria for 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.

*"Our group leader who is head of the directorate is selected according to the criteria of the office related to educational preparation and experience, our group members has different cultures, slightly different in income and age, two females and two males, all of us have the same educational status and different in work experience, I have desire to remain in the group and committed to the group, but if I got better opportunity like better salary or allowance I will leave this group".*

Related to the group members' ability and skill 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 14 said:

"*I think I have ability and skill but there is lack of resources to accomplish the planned objectives, in the group we decide through meeting as a directorate, and as we are experienced workers, I understand what is expected from me, I think other members also know what expected from them*".

Regarding group members openly discuss on their weak and strong sides and the feedback system, acceptance of creative thinking and new ideas by the office, and training, education, entertainment, and field trips that can stimulate new thinking, taking responsibility for the group's failure or success and about rewards for successful, participant 11 and participant 3 explained as follows:

Participant 11 said:

"*There is weekly and monthly programmed meeting in our group, at that time openly discuss our strong and weak side related accomplishing planned objectives, for the weekly one, the feedback is given by the head of our directorate and for the monthly one, the feedback is given by the manager of the office, new creative or new ideas are accepted as long as it is related to the office plan and budget*".

Participant 3 said:

"*Training and experience sharing with other city administration is sometimes delivered by previously Zonal departments now by regional bureaus, but there is no educational opportunity, if the achievement is lag as a group, the head of the directorate take the*

*responsibility and displace it to our group members individually according to expectation of the individual, if the group succeed the first head of the directorate got recognition as a reward from the manager of the office, secondly, the recognition comes to the group members according to their contribution*".

#### *4.1.3 Conflict resolution styles*

The participants of the study explained their experience related to the conflict in the following ways:

Participant 7: "S*ometimes there are conflicts that occur between our group members and other times between our group members and customers, the conflicts harm the group members work motivation, it also lags the accomplishment of the groups planned achievement, when the conflict was not handled on the time".*

Participant 14:

"*If conflict occurs between members of the group, we do not make it personal rather we consider it as differences of viewpoint, the individuals who make the difference talk each other and try to reach on consensus, most of the time it is solved by themselves. But if they cannot agree by themselves, the issue passes to the head of the directorate, and then the if the issue did not solved by the directorate, we took it to manager of the office, most of the time our manager listen both parties and try to negotiate first, if the agreement is not settled, he command what he believe as a right thing*".

#### *4.1.3.1 Self-assessment questions related to conflict resolution styles used in the ICID*

As indicated in **Table 5** using Shell as cited in [15] conflict resolution styles assessment tool, the assessment participants either preferred compromising or collaborating as a backup conflict-handling style.

*Compromising* indicates that the conflict resolution style is to try to "close the gap" in two parties' desires by using some type of fair criteria that appear reasonable to both sides. Compromisers tend to want to preserve the relationship between parties. On the other hand, 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 5.**

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

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

#### *4.1.4 Types of power used in the ICID*

The participants explained about the basis of a person's or manager's ability to influence others or subordinates is related to the position one holds, and there was sharing of power or delegation of authority to some extent, and the subunit's sources of power in their office were related with on the sub-unit's level of work contributed to the office's final output. One participant explained in the following ways:

Participant 2:

*"In my office, sources of power is because of the position one holds in the office, and there is delegation of authority in our office in a limited way, for instance our directorate head or our office manager temporarily appoint and give their authority to someone when they are out of the city for meeting, training or other reasons, regarding sub-units sources of power, mainly it is based on the sub-unit's level of work contribution to the offices final output"*.

The following statements explain some of their views related to managers or subunits power starts and stops/ends and whether they are acting accordingly, and about resistance to authority by the employees in the office.

Participant 10:

*"In our office, everyone's power is known, but sometimes there is some individuals try to use above their power, and sometimes there is also resistance of authority by some employees in the time of disagreement".*

Regarding political tactics and impression management, all of the participants explained about claiming friendship, and self-promoting by claiming accomplishment, one participant explained it as follows:

Participant 15:

*"One of the political influence tactics used by managers or workers to persuade others or getting support is through claiming friendship, and the impression management used by many of us is self-promoting by claiming accomplishment".*

#### *4.1.5 Employee stress management*

Participants of the study explained about their stress experience in the following ways:

Participant 5: *"I have experiences of stress in my office especially in the time work overload, and the factors that make an event or situation stressful is the importance of the event or situation for me".*

Participant 13: "*One of the things that make me always being in a stressful situation is the reason of inadequate career development opportunity or lack of educational opportunity in my office".*

Participant 1: *"When I experience stress, I try to alleviate stressful feelings and emotions like stop working and go to a place that can make me feel better".*

Participant 6: *"From my experience the consequences of stress related to myself is inability to concentrate on the work so my work performance becomes less and my directorate achievement also decreased, but there is no anything done by my office related to stress".*

#### **4.2 Result of the SMWM-SE**

*4.2.1 Socio-demographic characteristics of the participants from SMWM-SE*

**Table 6** shows the socio-demographic characteristics of the participants from SMWM-SE members.


#### **Table 6.**

*Socio-demographic characteristics of the participants from SMWM-SE.*

#### *4.2.2 Group behaviors*
