Assessment of Employees’ Group Behavior, Interpersonal Influence, and Stress Management Strategies

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. Semi-structured 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.

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.

Level of the enterprise	Sector	Human power	Total asset
Micro-enterprise	Industry	≤5	≤ 100,000 ETB ($6000 or E4500)
	Service	≤5	≤ 50,000 ETB ($3000 or E2200)
Small-enterprise	Industry	6–30	≤ birr 1.5 million ETB ($9000 or E70000)
	Service	6–30	≤ birr 500,000 ETB ($30,000 or E 23000)

Table 1.

The 2010/11 definition of MSE.

(Source: Federal Micro and Small Enterprise Development Agency (FeMSEDA), cited in [8]).

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, 10, 11, 12]. Though there are studies on work-related 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 developed by Tuckman (1965) cited in [17], stated that there are five stages small groups go through:

• Forming: it is the beginning of the members of the group asking each other to know one another;

• Storming: here, members of the group argue with each other and start to work on the areas of conflict;

• Norming: in this stage, there is a sense of togetherness and the group becomes effective in working together;

• Performing: the group starts to perform and has shared norms and goals;

• Adjourning: the group disperses as it has achieved what it aimed to or there is a loss of interest and motivation [17].

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,

3. Collaborating/Problem Solving: working together to solve problems,

4. Avoiding: ignoring or steering clear of other groups, and

5. Compromising: finding an acceptable solution so everyone feels good) [15].

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].

2. Objectives of the study

• To assess group behavior of employees in the infrastructure and cluster institutions directorate (ICID) and members of the Solomon metal and wood-work micro-scale enterprise (SMWM-SE).

• To assess conflict resolution styles of employees in the ICID and members of the SMWM-SE.

• To assess the types of power used by employees in the ICID and members of the SMWM-SE.

• To assess the stress management strategies used by an employee of the ICID and by members of the SMWM-SE.

3. Methods

3.1 Area of the assessment

The assessment was conducted in “Aleta Wondo” which is one of 19 “woredas” of “Sidama” the newly established region, which was previously under Southern nation nationalities and people’s regional state (SNNPRS), city administration.

The data about population of “Aleta Wondo” city administration according to [23] census results and the latest official projections is: population census of 1994 is 11,321; population census of 2007 is 22,093; population projection in 2015 would be 42,200 (Figure 1).

Figure 1.

Map of Ethiopia, SNNPR, Sidama region and Aleta Wondo Woreda.

There are 23 offices available in “Aleta Wondo” city administration. Enterprises and industry development is one of the public service offices among them. In the office, there are 13 directorates. From these directorates, the infrastructure and cluster institutions directorate (ICID) is responsible for monitoring and supporting micro- and small-scale enterprises. Solomon metal and woodwork micro-scale Enterprise (SMWM-SE) is a self-initiated enterprise working on metalwork and woodwork. Two females and three males total of five individuals established it. Its members saved as a group 20,000 Ethiopian birr after they established the enterprise; they got 100,000 Ethiopian birr loan from “Omo” microfinance. Currently, they are in a good condition and they are paying their loan. The Enterprise is producing metal works and wood works such as buildings doors, windows, drawers, tables, chairs, sofa, bed, and other home and bureau furnitures.

3.2 Method applied for the study

A mixed approach was applied to the study.

3.3 Selection of the organizations and sample size

A purposive sampling technique was applied to select the sample for the study. “Aleta Wondo” city administration was selected for its convenience to conduct the study. From the enterprises and industry development office, the infrastructure and cluster institutions directorate (ICID) was also selected by the researcher through purposive sampling method as it monitor and supports micro- and small-scale enterprises. All the employees (nine male and six female) working in ICID including their head manager of the office were included in the study. From the private organization, Solomon metal and woodwork micro-scale enterprise (SMWM-SE) was purposively selected as the study was on small- and micro-scale enterprises and for its convenience, because the enterprise was working in the small industry shade and all members of the association (three male and two female) were available at the time of the assessment and all members of the enterprise was included in the study.

3.4 The development of data gathering tools

Interview questions and the self-administered questionnaires were developed by the researcher from [15], the self-administered questionnaire for the conflict resolution styles was adapted from shell as cited in [15], developed in order to collect the data, self-administered questionnaire for the assessment of team effectiveness also adapted from “mind tools” at [24].

The qualitative data was gathered through interviews and the quantitative data through a self-administered questionnaire. To make the interview an appointment was arranged with each participant. After that, the interview was conducted with each participant of the study. And the self-administered questionnaire was also filled out by the participants.

3.5 Data gathering procedures

First, the researcher got a letter from the university provided for the Enterprises and Industry Development office in “Sidama’ region “Aleta Wondo Woreda” and explained the objective of the study to the office head, discussed and agreed on the date for starting data collection. Then, the researcher interviewed employees who were working in the infrastructure and cluster institutions directorate (ICID) which is one of the directorates under the enterprises and industry development office. The interview was audiotaped and the researcher took note of what has been said by the interviewees.

3.6 Methods of data analysis

The data was analyzed by following the six steps described by [25].

Step 1. Organize and prepare the data for analysis.

Step 2. Read or look at all the data.

Step 3. Start coding all of the data.

Step 4. Use the coding process to generate a description of the setting or people as well as categories or themes for analysis.

Step 5. Advance how the description and themes will be represented in the qualitative narrative.

Step 6. A final step in data analysis involves making an interpretation in qualitative research of the findings or results.

The quantitative data collected through a self-administered structured questionnaire was also described and presented by number and percent on tables along with the qualitative data according to its categories.

3.7 Validity and reliability

The issue of validity in this study was substantiated through member checking. Member checking was held during data collection by asking the interviewees for further clarification whenever there were vague statements and by repeating their idea for themselves to get their comments. Additionally, the validity was also held at the end of the process of the study by sharing the result with the participants of the study to get feedback. This technique of insuring validity in the qualitative study is stated by Gray (2018) and Beuving and de Vries (2015) as cited in [26]. Member checking determines the accuracy of the qualitative findings by taking the final report or specific descriptions or themes back to participants and determining whether these participants feel that they are accurate [25].

The technique applied in this study to ensure reliability is the triangulation technique. Triangulation compares results from two or more different methods of data collection and/or two or more data sources since consistent findings from different data sources or collection methods are also likely to better evidence the integrity of the research conclusions [26]. In this study, the data was collected through both qualitative and quantitative methods, and the data were also collected from two sources (ICID and SMWM-SE).

4. Results

4.1 Result of the ICID

4.1.1 Socio-demographic characteristics of participants of the ICID

As indicated on Table 2 fifteen participants were included in the study and all of them were interviewed and filled self-administered questionnaire. Their response to the interview question is classified into four themes which are group formation and teamwork and spirit, conflict resolution styles, types of power, and employee stress management.

No	Socio-demographic characteristics		Frequency	Percent
1	Gender	Male	9	60%
		Female	6	40%
2	Age	21–29	5	33.3%
		30–39	7	46.7%
		40–49	3	20%
3	Educational status	Diploma	4	26.7%
		Degree	11	73.3%
4	Work Experience	1–5 years	5	33.3%
		6–10 years	7	46.7%
		11–15 years	3	20%
Total			15	100%

Table 2.

Socio-demographic characteristics of the participants from ICID.

4.1.2 Group behavior

4.1.2.1 Criteria that differentiate groups and teams

The researcher adapted seven criteria which are the distinct characteristics and differences of groups and teams explained by [15], to differentiate whether the employees working in the ICID are group or team.

As indicated in Table 3, from the total 15 participants, all of them chose six criteria listed under the group column and they only chose one response listed under the team column.

Number of criteria statements	Number of options that reflect group chosen by the participants	Number of options that reflect team chosen by the participants
7	6	1

Table 3.

Result of the criteria that differentiate groups and teams.

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”.

No of participants filled out the assessment	Total score
3	30
5	27
6	26
2	19

Table 4.

Result of team effectiveness assessment.

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: “Sometimes 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.

Scoring and Interpretation	Number of participants and their score
	Participant: 4	Participant: 3	Participant: 2	Participant: 5	Participant: 1
Competing	5	6	5	4	4
Collaborating	9	8	7	8	7
Avoiding	6	6	5	6	6
Accommodating	5	6	6	6	8
Compromising	8	9	8	7	6
Preferred conflict-handling style	Collaborate	Compromise	Compromise	Collaborate	Compromise
Backup conflict-handling style	Compromise	Collaborate	Collaborate	Compromise	Accommodate

Table 5.

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

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.

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.

	Age	Sex	Role in the association
Participant: 16	28	Male	Chairman
Participant: 17	31	Male	Secretary
Participant: 18	29	Female	Deputy chairman
Participant: 19	24	Female	Cashier
Participant: 20	23	Male	Store man

Table 6.

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

4.2.2 Group behaviors

4.2.2.1 Criteria’s that differentiate groups and teams

The criteria’s that differentiate groups and teams also applied to SMWM-SE members as indicated in Table 7, from the total of five participants, all of them chose five criteria listed under the group column and they chose two responses listed under the team column.

Number of criteria statements	Number of options that reflect the group chosen by the participants	Number of options that reflect team chosen by the participants
7	5	2

Table 7.

Result of the criteria that differentiate groups and teams.

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.

Participants in the assessment	Total score
Participant 16	22
Participant 17	29
Participant 18	23
Participant 19	18
Participant 20	30

Table 8.

Results of team effectiveness assessment.

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 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.

Scoring and Interpretation	Participant: 16	Participant: 17	Participant: 18	Participant: 19	Participant: 20
Competing	5	4	4	4	6
Collaborating	9	7	6	7	10
Avoiding	4	3	7	4	5
Accommodating	8	8	6	8	9
Compromising	6	6	9	6	6
Preferred conflict-handling style	Collaborate	Accommodate	Compromise	Accommodate	Collaborate
Backup conflict-handling style	Accommodate	Collaborate	Avoid	Collaborate	Accommodate

Table 9.

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

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.

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 self-promotion 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.

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.

6. Conclusion

From the study result, the following points are concluded:

6.1 Infrastructure and cluster institutions directorate (ICID)

6.1.1 Group behavior

Group behavior in the ICID

• Based on the result, participants from ICID were considered as a group than a team.

• The group was established by the structural hierarchy of the ICID.

• As the study participants explained employees of the group are committed to and continue their working in the group until they got better opportunities.

• Participants feel that group members have enough skills and ability to meet the group’s objectives but they lack resources.

• Participants explained they know their roles and responsibilities.

• Feedback is given by the head of the directorate at the end of every week, and by the manager of the office at the end of every month.

• Creative ideas that come from group members are accepted in line with the office plan and budget.

• Based on the groups' achievement, the recognition comes from the office to the directorate head and then to the group members according to their contribution.

Group behavior in the SMWM-SE

• Based on the result, SMWM-SE members are considered as a group than a team.

• The group formation is self-initiated and established based on the profession to get financial and a place for workshop from the government.

• As currently, they are in a better condition in income than before when they work individually, members of the group are committed to and continue working in the group.

• Group members think that they have enough skills and ability to meet the group’s objectives but they lack a showroom in the city to sell their products.

• Feedback is delivered in day-to-day activities by every member of the SMWM-SE for each other, and monthly feedback by supervisors and experts of the ICID.

• Acceptance of creative ideas which come from group members is received by the group as long as it maximizes profit and customer satisfaction.

• Based on the groups’ achievement, the recognition comes from ICID to the chairman of the SMWM-SE and then to the rest members of the group.

6.2 Conflict resolution styles used

Conflict Resolution Styles Used in the ICID

• Dysfunctional conflict occurs between employees which harms their work motivation and lags accomplishment of the group's planned achievement.

• Participants preferred compromising, and collaboration as a backup conflict-handling style.

• The group also used arbitration as a third-party negotiation style.

Conflict Resolution Styles Used in the SMWM-SE

• Members of the group experience dysfunctional conflict which hinders their achievement of the planned objectives of the enterprise.

• Participants from the SMWM-SE preferred collaborating for conflict-handling, and accommodating as a backup.

• The group also used third-party negotiation to resolve conflicts, such as mediation.

6.3 Types of power used

Types of Power used in the ICID

• Sources of power are based on the position one holds in the office.

• There is delegation of authority in a limited way.

• It is known by the employees where the manager or head of the directorate power start and ends.

• Political tactics used are fir personal appeals and the impression management used is self-promotion.

Types of Power used in the SMWM-SE

• The Sources of power in the enterprise are based on expertise and the position one holds in the enterprise.

• There is sharing of authority in the group in some cases.

• As the enterprise has rules and regulation, the authority figures power, where it starts and ends are known by members of the SMWM-SE.

• Political tactics used in the enterprise are consultation and personal appeals, and self-promotion as impression management.

6.4 Stress management strategies used

Employee Stress Management Strategies used in the ICID

• Factors that make an event or situation stressful for the employees are the importance of the event or situation for them.

• The major stressor for employees working in the directorate is the reason of inadequate career development and lack of educational opportunities.

• Employees use emotion-focused coping strategies in dealing with stress.

• The outcome of stress at the individual level is cognitive consequences such as poor concentration at work.

• In the ICID there was no designed program to deal with employee’s stress.

Stress Management Strategies used in the SMWM-SE

• Factors that make an event or situation stressful are the importance of the event and with its costs, and the degree of uncertainty surrounding the event or situation.

• The major stressor for the participants is balancing the demands of work roles and family roles.

• Emotion-focused coping is the strategy used by members of the enterprise to deal with stress.

• Individual outcome of stress is psychological consequences, such as frustration, and lack of motivation for their work.

• Even though there is no planned program to deal with stress, members of the SMWM-SE help each other by allowing rest for the stressed member.

Acknowledgments

I would like to thank my Organizational Behavior Management Course Instructor Professor Yalew Endawoke (PhD) for the topic approval and his support. I want to appreciate Mohammed Nassir for his support during data collection. I would like to thank Atinafu Dika manager of the Enterprises and Industry development office in “Aleta Wondo” city administration. Lastly, I would also like to thank all participants who kindly volunteered to be part of this study.

Part 1: Interview questions about group formation and teamwork and spirit

These questions are prepared for the purpose of gathering information through interviews. The information will be used only for the research on investigating group formation and teamwork and spirit. And I will not mention anyone’s name in the research to keep confidentiality.

Address; Regional state ________ City ________ Organization name ____________.

Number of the group/team members’ _____ Date of establishment of the team________.

1. Is there a group/team that you are a member in your organization? If, yes…

2. Who organized the group/team, are there membership criteria? What are they?

3. What is the purpose of the group/team organized?

4. What it looks like the steps/processes in establishing the group/team?

5. Is there a different status hierarchy or roles in the group/team?

6. Are there norms like standards of behaviors shared by members of the group/team? What are they?

7. Is there a difference in work performance between working alone and with a group/team? Which one is better? And why?

8. The group/team has a leader? By what criteria is the leader selected in the group/team?

9. What is the composition of the group/team? Characteristics of members such as; culture, gender, socio-economic background, education, age, skills, work experience, etc.

10. Is there cohesiveness in the group/team, such as closeness or common attitude, behavior performance? What it looks like the relationship between group/team members?

11. Do you have the desire to remain or continue as a member in the group/team?

12. Do you have commitment to the group/team? Such as attending all the group meeting on time, accomplishing the objectives and expectation of the group/team?

13. Do the group/team members think that the members have the ability and skill and the group/team have enough resources, strategies and support to accomplish the groups/team’s objectives?

14. What looks like the decision-making process in the group/team?

15. Do all group/team members understand the roles and responsibilities of the group/team leader, and other members of the team?

16. Has the group/team established norms or rules of conduct in areas such as conflict resolution?

17. Do group/team members openly discuss their weak and strong side and what is the feedback system?

18. Is there acceptance of creative thinking and new ideas by the office/organization? And does it provide training, education, entertainment, and field trips that can stimulate new thinking?

19. Who took responsibility for the group/team's failure or success? And are rewards supplied by the office/organization when the group/team is successful?

Part 2: Interview questions related to conflict resolution styles used in the office/organization

1. Have you experienced conflict in your organization? If yes, by whom?

2. Is the conflict functional which enhances and benefits the organizations' performance? Or harms the achievement of organizational goals?

3. What are the consequences of the conflict?

4. What did managers do to deal with the time of conflict?

5. What do you do in time of conflict or when you experience it?

Part 3: Interview questions related to types of power used in the office/organization

1. What do you think that the base of a person's or manager's ability to influence others or subordinates within your office/organization?

2. Is there sharing of power or delegation of authority in your office/organization?

3. What are the subunit’s sources of power?

4. In your office/organization, is it known where an individual, manager or sub-unit's power starts and stops/ends, and are they act accordingly?

5. Is there resistance to authority by the employees in the organization? Or are there any political competitions, game, or power struggles in your office/organization?

6. What are the political influence tactics used by managers/workers persuading in your office/organization?

7. What kind of impression management is applied in your office/organization?

Part 4: Interview questions about employee stress management

1. Do you have an experience with stress-related with job in your office/organization?

2. What are factors that make an event or situation stressful in your workplace/time?

3. What are the stressors you experience in your workplace/organization?

4. What are you doing in time of stress?

5. What are the outcomes or consequences of stress related to you and your work performance?

6. Is there a thing that your office/organization tries to assess the workers stress experience? If yes, what are they?

Part 1: Criteria that differentiate groups and teams

Instruction: Below is a list of the ways you experienced in the group/team, please make ✓ mark in the box for each of the statement choice under column A or column B which can best explain about your group or team.

	Criteria Statement	A		B
1	Goals of the group	Works on common goals	□	Total commitment to common goals	□
2	Accountability	To manager	□	To team members and team leader	□
3	Skill levels	Random	□	Complementary	□
4	Performance evaluation	By manager	□	By team members and team leader	□
5	Culture	Marked by change & conflict	□	Based on collaboration & goal attainment	□
6	Performance outcomes	Positive, neutral, or negative	□	Synergistic or greater than sum of members’ contributions	□
7	Definition of success	By manager’s aspirations	□	By members’ & team leader’s aspirations	□

Part 2: About team effectiveness assessment

Instructions: For each statement, circle one choice for each of the items in the column that best describes you. Please answer questions as you actually are (rather than how you think you should be), and do not worry if some questions seem to score in the ‘wrong direction’.

1 = Not at all 2 = Rarely 3 = Sometimes 4 = Often 5 = Very often.

No	Statement	Circle one
1	My group/team is knowledgeable about the stages of development teams can be expected to go through.	1	2	3	4	5
2	Group/Team members are provided with a great deal of feedback regarding their performance.	1	2	3	4	5
3	Group/Team members are encouraged to work for the common good of the organization.	1	2	3	4	5
4	There are many complaints, and morale is low on my group/team.	1	2	3	4	5
5	Group/Team members do not understand the decisions that are made, or do not agree with them.	1	2	3	4	5
6	People are encouraged to be good group/team members, and build good relationships.	1	2	3	4	5
7	Group/Team members are provided with development opportunities.	1	2	3	4	5
8	Meetings are inefficient and there is a lot of role overlap.	1	2	3	4	5
9	Group/Team members are encouraged to commit to the team vision, and leaders help them understand how their role fits into the big picture.	1	2	3	4	5
10	Group/Team members are often given a chance to work on interesting tasks and stretch their knowledge and capabilities.	1	2	3	4	5
11	The Group/team understands what it needs to accomplish and has the resources needed to be successful.	1	2	3	4	5
12	Conflict and hostility between members are pervasive issue that does not seem to get better.	1	2	3	4	5
13	People feel that good work is not rewarded and they are not sure what is expected of them.	1	2	3	4	5
14	Group/Team members balance their individual needs for autonomy with the benefits of mutual interdependence.	1	2	3	4	5
15	Working relationships across units or functions is poor, and there is a lack of coordination.	1	2	3	4	5

Part 3: Self-assessment questions related to conflict resolution styles used in the office/organization

Instructions: For each statement, circle one choice for each of the items in the column that best describes your experience in your office/organization.

1 = Never 2 = Rarely 3 = Sometimes 4 = Often 5 = Very often.

	Statement	Circle one
1	I work to come out victorious, no matter what.	1	2	3	4	5
2	I try to put the needs of others above my own.	1	2	3	4	5
3	I look for mutually satisfactory solution.	1	2	3	4	5
4	I try not to get involved in conflicts.	1	2	3	4	5
5	I strive to investigate issues thoroughly and jointly.	1	2	3	4	5
6	I never back away from a good argument.	1	2	3	4	5
7	I strive to foster harmony.	1	2	3	4	5
8	I negotiate to get a portion of what I propose.	1	2	3	4	5
9	I avoid open discussions of controversial subjects.	1	2	3	4	5
10	I openly share information with others in resolving disagreements.	1	2	3	4	5