In the study, effectiveness measures include team performance by multiple evaluations of key stakeholders. Team effectiveness is found to be a result of the interactions among design, process, and contextual support factors. It was suggested that as teams work under interdependent conditions, the positive relationship between team job motivation and team autonomy was reduced (Janz et al. 2006). It is also stressed that teams that have developmental maturity have a more positive demonstration of the relationship between job motivation and team process behaviors such as sharing and innovating, than those that do not. There is a positive relationship between process behaviours and effectiveness, a more positive relationship is recorded in the presence of certain contextual factors such as high-quality goals and efficient information transmission. The presence of other contextual factors, such as feedback and time pressure allows process behaviours and effectiveness for a less positive result (Janz et al. 2006).In order for an organisation to achieve maximum returns on investment, teams and leaders need to achieve peak performances – team process skills, leadership, and management development, mind mapping techniques, stress management, and personal and team coaching. Teamwork is important in carrying out a task and spells the difference between group efficiency and lack of it. Teamwork is enhanced in team building activities as it pertains to people working together cooperatively as a team in pursuit of accomplishing the same goals/objectives. A team building-based approach is fundamental to many organisations, which is proved by reliance upon project teams in driving change and innovation. A so-called ‘teamship skills’ that are on par with employees’ and workers’ functional and technical skillsets is what is required of people in order to work in ateam dimension.