International Business Research; Vol. 8, No. 3; 2015 ISSN 1913-9004 E-ISSN 1913-9012 Published by Canadian Center of Science and Education 173 Is Teamwork Effective in the Work Place? An Analysis of Team Work Environment in the Banking Sector, Sultanate of Oman Renjith Kumar R. 1 & Rajani James 1 1 Department of Business Studies, Nizwa College of Technology, Sultanate of Oman Correspondence: Renjith Kumar R., Department of Business Studies, Nizwa College of Technology, Sultanate of Oman. Tel: 968-9570-1571. E-mail: cvrrkachu@gmail.com Received: January 4, 2015 Accepted: February 5, 2015 Online Published: February 25, 2015 doi:10.5539/ibr.v8n3p173 URL: http://dx.doi.org/10.5539/ibr.v8n3p173 Abstract This study aims at analysing team environmental factors that influence the employees in the banking sector in Nizwa. The objective is to analyse the influence of team work attributes on gender, experience and education. Bernhard A Zimmermann’s model of team attributes is adopted for this study. A sample of 89 employees is taken for the study from 13 banks in Nizwa, Sultanate of Oman. The analysis revealed males contribute more and perform better than females in the banking sector. Employees who are less experienced have high level of trust, good in managing conflicts and are more result oriented than experienced employees. Trust, conflict management and result orientation are the high level attributes among team work variables in the banking sector. It is also proved that the less educated employees show more levels of trust, conflict management, commitment, accountability and focus on results than highly educated employees. Keywords: trust, conflict management, commitment, accountability, result orientation 1. Introduction Today’s highly complex organizations put a heavy emphasis on effective team work. Yet most teams are far from working at their best. In addition, a more complex global organisational framework puts an extra dimension and challenge to this phenomenon. Employees in an organization work together as a group and they develop a culture, team and working environment. Team climate refers to the recurring patterns of behavior, attitudes and feelings that characterize life in the organization. A congenial team environment reduces errors, stress, improves working environment, consistency and openness in communication, thereby creating a team climate. Organizations thus contribute more creative ideas and solutions, respect and recognize others, listen and share information, and participate fully for the fulfillment of vision and objectives of the organisation. A proper understanding of team work will help the employees to perform better to work as a group. This will enhance the efficiency and productivity of the firm. The purpose of this study is to examine the variables that contribute for team climate. Also this study paves way for creating awareness about team work variables thus improving the team work culture. The strength of this study is that it addresses the team climate variables based on gender, experience and occupation. Few studies have been conducted adopting Bernhard A Zimmermann’s model and the result of this study will contribute more to the existing body of literature. 2. Literature Review Team climate for innovation is a combining site of innovation research and team research. A correlative research shows that Team Climate Inventory has good internal consistency and reliability in China. Significant positive relationships were found between Team Climate Inventory scales and the team innovativeness (Yuan et al., 2008). Team climate is an important factor in the pursuit of team effectiveness. Participants had positive team experiences and improved their team skills among other effects (Anderson & West, 1994). A study on three-dimensional organizational commitment affective, normative, and continuance commitment were investigated by multiple regression analyses. Continuance and normative commitment were both explained by job characteristics, i.e., by the perception of the job as interesting, affective commitment could not be explained with the set of variables. It is affective commitment which particularly accounts for variance in search intentions as well as in turnover intentions (Gautam et al., 2001). A study by Dick et al identified the structure of organizational citizenship behavior and its relation to organizational commitment in Nepal. Exploratory and confirmatory factor analyses revealed two factors of organisational citizenship behaviour, altruism and