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Macy's Inc.
Interviewed: Mark Sipnosky- (VP of store management in the South Florida/Miami market area)
Medium Used: Questionnaire
Does Macy's treat management and leadership as one in the same? YES or NO
Does Macy's rely heavily on employee training and development? YES or NO
Does Macy's use employee feedback at the lowest levels in its overall corporate decision making process? YES or NO
Is management and leadership treated in the same manner in the company in regards to cultivation? YES or NO
Do you believe all employees are aware of Macy's goals and objectives and are willing to work towards the achievement of those goals? YES or NO
Does Macy's use a centrailized structure in regards to decision making? YES or NO
If No to the above question, does Macy's use a decentralized structure? YES or NO
In your opinion is the organization structured in a way that inhibits innovation? YES or NO
Summary of Results
From the result of the questionnaire,...
This is apparent within its organizational structure that centers on a bureaucracy with limited layers of management. This structure allows the business to flourish in the highly competitive retail environment by being more efficient than its competitors. By processing decisions faster with a flatter organizational structure, Macy's Inc. can bring products to market at a faster rate than competitors. This is apparent with its financial performance in 2011, where same store sales (a significant measure of profitability within the retail industry) increased by 5%. Over that same period, competitors such as Sears and other department stores experienced decreasing profits and in some instances, closed stores.
In regards to management vs. leadership tactics, Macy's engages in numerous mentorship programs to cultivate both management and leadership. It was apparent from my questionnaire that management has a vested interest in…
From the result of the questionnaire, Macy's is a company that has the flexibility to be local in its operations but also possesses the financial acumen to compete globally. This is apparent within its organizational structure that centers on a bureaucracy with limited layers of management. This structure allows the business to flourish in the highly competitive retail environment by being more efficient than its competitors. By processing decisions faster with a flatter organizational structure, Macy's Inc. can bring products to market at a faster rate than competitors. This is apparent with its financial performance in 2011, where same store sales (a significant measure of profitability within the retail industry) increased by 5%. Over that same period, competitors such as Sears and other department stores experienced decreasing profits and in some instances, closed stores.
In regards to management vs. leadership tactics, Macy's engages in numerous mentorship programs to cultivate both management and leadership. It was apparent from my questionnaire that management has a vested interest in the development of its employees. Through its mentorship program termed, "Executive Development Program," Macys attempts to cultivate the next generation of leaders within the confines of its own company. Macy's rarely hires candidates from outside the company but prefers to hire individuals from within. This is beneficial to the overall business as employees are aware of the company culture and methods of doing business, that an outsider may not have prior knowledge of. Further Macys treats management and leadership as one in the same. This will have a profound impact on the organizational structure of the business are managers will also possess leadership characteristics to propel the company forward in adverse macroeconomic cycles.
An alarming answer within the questionnaire was that management did not believe all employees were aware of company objectives. This is alarming as employees may not have a sense of ownership in regards to the performance of the company. This will result in activities that run contrary to the overall goals of the business simply because employees are not aware of the goals to begin with. Further, this answer within the questionnaire displays the competence in management to articulate their vision to employees. It is apparent from the questionnaire that management is having trouble portraying the vision of the company to all employees with the company. This can be a result of lack of desire to do so, as employees can be seen merely as a means of profit and nothing more. This can also be a lack or proactive behavior on the part of employees to educate themselves as to their particular function within the confines of the business. Irrespective of why this has occurred, the questionnaire shows that significant gaps are within the organization structure of Macys between low level employees and management.
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