Terry Lundgren Macy’s Inc., which considered being one of the biggest retailer and department store in USA, is known of its reputation as one of the most repeated household names. It is currently operated with more than 800 stores in 45 states. However, Terry Lundgren, president and CEO of Macy’s, has been recognized for his talents regarding to project management. Lundgren has been acting as chair of Macy’s corporation since 1997, he has served as a Chief Operation Officer of the company then he became its official CEO in 2004. This paper describes briefly the common characteristics and management style of Lundgren in task control, communication, and business development as a CEO of Macy’s. Task Control Terry Lundgren is considered to be one of the most essential positions within the organization, which needs the ability to lead as well as consistent and tired-less efforts to ensure high quality service, reliable supply and demand ratio, and continuous assessments of quality assurance (Ossa, 2013). He has focused on not only capacity to lead, but also quality assurance and inspection to ensure customers getting high quality services and products. Lundgren has been emphasizing the importance of quality inspection and customer satisfaction by functioning the quality assurance with ongoing assessments. According to …show more content…
He regularly spend time surveying his employees in small groups, and tries to get ideas and feedback to use them for better performance. Furthermore, he was asked about the importance of advisors, his memories returned back to his personal mentor, a retail pioneer Stanley Marcus and said, “I was 37, CEO of Neiman Marcus, and I’d schedule a lunch just so I could bounce strategy ideas off of him. Plus, I needed Stanley to help convince the employees to buy into my ideas,” (Manko, 2014,