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Due to corporate mergers and acquisitions, competition and globalization, corporate restructuring is a growing popular trend. Because teamwork can inspire the initiative and creativity of employee as a potent type of restructure, it has become critical for companies to survive. However, the studies on teamwork are in the beginning. Consequently, the factors are needed to discover that affect team effectiveness. It is necessary to revise a team effectiveness assessment questionnaire. 12 indispensable factors were discovered in this current work by interviewing 36 participants of MBA in Nankai University. A relative Team Effectiveness Questionnaire(TEQ) was devised in the basis of the analysis of the interview, including fifty items.A survey with self-devised questionnaire was distributed to three companies. The data were collected from 298 individuals of these companies. The results suggest that the reliability and validity of questionnaire are both high. And some demographic characteristics (such as gender, age and educational background) have significant effects on team effectiveness: 1) the score ia TEQ of male is significantly higher than that of female; 2) the score in TEQ of the age group of 25-29 is significantly higher than that of other five groups (age under 25, age 30-34, age 35-39, age 40-44, age beyond 44); 3) the score in TEQ of the participants who have bachelor’s degree is significantly higher than that of the senior high school students, and the score in TEQ of the participants who have bachelor’s degree is also significantly higher than that of the college students. In addition, the score in TEQ of the employees who had begun work less than three years is significantly higher than that of ones more than six years. The score in TEQ of foreign investment enterprise and joint venture enterprise is significantly higher than that of state enterprise. The current work advances the research on the structure of team effectiveness, and provides a preliminary instrument of team management for enterprise. Furthermore, it reviews the relationship between team effectiveness and job satisfaction. The data show that 7 substructures of team effectiveness are significantly related with job satisfaction.