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18-485: The chief content officer is usually an executive role or senior vice president position, typically reporting to the chief executive officer or the president of the organization. In a broadcasting organisation , the CCO is generally the highest ranking creative member of the organization. However, the chief content officer position is also common in many other industries, ranging from insurance to video production based on

36-412: A LinkedIn study. Like all other chief officers, the chief content officer is responsible for supervision, coordination, planning and operation in their own field of responsibility. The CCO may also lead a company's branding and marketing efforts (as it relates to content), if these areas are not overseen by a chief marketing officer . The chief content officer is responsible for hiring and leading

54-480: A board of directors and those who own the company (shareholders), but they focus on managing the senior or executive management instead of on the day-to-day activities of the business . The executive management typically consists of the heads of a firm 's product and/or geographic units and of functional executives such as the chief financial officer , the chief operating officer , and the chief strategy officer . In project management , senior management authorises

72-494: A focus on functional team objectives rather than to working interdependently on a shared goal. Top management consist of top managers from different functional areas of the firm, so they usually have different areas of expertise. Diversity and heterogeneity in teams can have a positive effect on teamwork . Nevertheless, there are also negative effects which have to be overcome as a team like not valuing different opinions and perspectives. A CEO that models valuing behavior and ensures

90-487: A key role in enabling the team to do so. He or she must take on the responsibility to coach the team and to reflect on their work. In their research in 2005, Simsek and colleagues found that especially a CEO's collectivistic orientation has a positive influence on team work behavior. Collectivistic orientation means that the CEO subordinates his or her personal to the group interests and goals, emphasizes sharing and cooperation within

108-507: A supplement to traditional approaches of research that focused on diversity characterized by variance of demographic attributes across a population, faultlines are hypothetical dividing lines that split groups into multiple sets of subgroups with each set based on different attributes. These attributes may be demographics , but also may be characteristics such as personal values or personalities. This work builds on work in social identity theory and self-categorization theory , which explains

126-521: A team of content marketers and writers. The CCO create an overall content strategy, develop editorial plans and calendars to meet weekly and monthly goals, and is willing to make changes if necessary. Writers and content marketers will report to the CCO with status updates and present their content for edits and revisions. This business-related article is a stub . You can help Misplaced Pages by expanding it . Executive (management) Senior management , executive management , or upper management

144-457: A variety of group self-perception metrics than traditional metrics of group heterogeneity, including perceptions of team-learning, psychological safety , satisfaction, and expected performance. It is important to note that while the concept of faultlines model may be seen as presenting diversity as a challenge to be overcome, diversity has been found to contribute significantly to team outcomes under certain circumstances. Respectful inclusion of

162-402: Is an occupation at the highest level of management of an organization , performed by individuals who have the day-to-day tasks of managing the organization, sometimes a company or a corporation . Executive managers hold executive powers delegated to them with and by authority of a board of directors and/or the shareholders . Generally, higher levels of responsibility exist, such as

180-442: Is put together by the chief executive officer (CEO) to work on a specific task. In working on this task, the generally has a much higher responsibility and considerable autonomy than other types of teams. Possible tasks include: The way top management is put together and work together as a team can greatly differ from other teams. This is mainly based on the fact that top managers have succeeded as individuals which often leads to

198-809: Is therefore of great importance that the team works through these conflicts, creating a climate of safety , keeping their vision and mission in mind and build an appropriate work environment for themselves and the organization. Team conflict Team conflict is conflict within a team . Conflicts may be caused by differing goals, values or perceptions of the team members. "Hot conflicts" have three common symptoms: Allen C. Amason, of Mississippi State University , studied conflict and its role in decision-making. He stated that there are two kinds of conflict: cognitive — conflict based upon issues, ideas, processes or principles, and affective — conflict based upon personalities , emotions or values. Researcher Thomas K. Capozzoli (1995) classified conflicts by whether

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216-399: The funding of projects . Senior management are sometimes referred to, within corporations, as executive management , top management , upper management , higher management , or simply seniors . A top management is a specific form of which typically consists of some of the top managers in a firm. However, there is no clear definition to what the top management of an organization is. It

234-416: The morale of the team members goes down; the team becomes divided. Team conflict is common in the workplace where it may hinder productivity and the achievement of team goals. If management of conflict is not effective, it can disrupt group processes, but successfully-managed conflict may benefit the group. Lau and Murnighan identify what they call "faultlines" as a source of conflicts within groups. As

252-409: The outcome was constructive or destructive. Conflicts are constructive when people change and grow personally from the conflict; the conflict results in a solution to a problem; the involvement of everyone affected by the conflict is increased; the team becomes more cohesive. Conflicts are destructive when no decision is reached and problem still exists; energy is diverted away from productive activities;

270-601: The same groups across sets. For example, a team composed half of young male entry-level employees and half of older female executives has strong faultlines because each member falls in subgroups with the same other members across all three demographic characteristics. Subsequent work on the impact of these embedded subgroups, called "factions" when overlap in subgroups is structured into teams, has found significant negative impacts on group productivity stemming from task conflict, emotional conflict , and behavioral disintegration. Faultlines were found to better predict variance in

288-516: The team and enhances task-relevant processes of teamwork like gathering, processing and interpreting strategic information. This in turn enhances a process called behavioral integration which was developed by Hambrick (1994). It describes the degree to which a group, here the top management, engages in mutual and collective interaction. Hambrick divided this concept into three parts: Top managements can face multiple difficulties which mainly derive from their individualistic views and strong opinions. It

306-588: The team has both a clear purpose and clear objectives can do just that. This also reduces social categorization effects because it leads to team members focusing more on their shared goals than on their differences . The exchange of information during the working process is as important for top managements as it is for all other kinds of teams. In order to work effectively, the team needs to understand how to communicate, share information, set goals, give feedback, manage conflict, engage in joint planning and task coordination and solve problems collaboratively. The CEO plays

324-500: The ways in which individuals favor other individuals with whom they share a common identity; per this model, individuals evaluate members of their subgroups more positively than other members of the larger group, which may lead to conflict when disagreements occur across faultlines. Lau and Murnighan identify three compositional factors for faultlines within a group: A group has weak faultlines if subgroups contain different members across sets, and strong faultlines if group members fall in

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