This article is supporting the teamwork.

What helps an organization to accomplish its goals and

objectives is not merely an individual but an appropriately united teamwork. The foremost
objective of teamwork is bearing the immensity as well as the actual nature of the work in the
mind that any organization participates in it. It is not promising for any individual to even come
up with taking the complete load upon his own shoulders. The development of teamwork
requires the experience of performing mutually for a substantial period to sort out all the matters.
Teams are comprised of individual factors. In order to briefly explain this term, team is a
collection of participating members who are dedicated to attain a shared objective. It helps in
restructuring the course of actions as well as developing any organizations competence and
value. The skills required for teamwork are very much important to the success of any project in
order to run the company successfully. It is crucial to maintain diversity of skills and
personalities while building a team because the team consists of various individuals having
complimentary skills as well as different cultural backgrounds and those who work together for
achieving the mutual objective. When a number of people work together, it helps each other to
think out of the box and come up with different ideas. A number of ideas demonstrate
effectiveness for a task.
This study has also been focusing on the innovation of teams, exploring the influences the
processes of team collaboration (swapping over the information, knowledge, encouraging, and
discussing) and structures (efficient heterogeneity as well as occurrence of meetings) to
innovation. Specially, it was assumed that team arrangements will be completely associated with
team innovation, the heterogeneity of team will be absolutely associated with the team
collaboration processes, team collaboration processes will be contributively connected to team
innovation, and team interface processes will facilitate the association between heterogeneity and

innovation of the team. Surveys have also been conducted to support the information discussed
in the article and results from a sample of forty-eight complete teams in simple and subordinate
schools reinforced the key assumptions. These fallouts suggest that the growth of common
interface processes is a vital mechanism for interpreting team heterogeneity into innovation.