Kinicki/Williams, Management, 9e: Chapter 5 Planning: The Foundation of Successful Management
5-30
LEGAL/ETHICAL CHALLENGE
IS PFIZER PUTTING PROFITS ABOVE ALZHEIMER’S PATIENTS?
Solving the Challenge:
1. Move on to other projects. Pfizer has an obligation to its shareholders not to throw money
at projects that prove to be unsuccessful.
2. Continue funding Alzheimer’s R&D. As a global leader in the pharmaceutical industry,
Pfizer has an obligation to society to find treatments for diseases affecting millions of
people. This would also be in line with its mission statement and values.
3. Contribute to agencies such as the National Institutes of Health so it can continue its
studies of Alzheimer’s.
4. Suggest other options.
Kinicki/Williams, Management, 9e: Chapter 5 Planning: The Foundation of Successful Management
5-31
TEXTBOOK EXAMPLES
EXAMPLE: Why Write a Business Plan?
This Example discusses the need to have or not to have a business plan. There are some surveys
that found how business plans increase your chances of success, but some studies have found
that a business plan has not really affected individuals’ success in starting their business.
YOUR CALL
Got an idea for a business? Think about your pre-launch planning process. What questions about
your product or service, your target market, your promotional plans, and your distribution
method would you need to answer before you made the leap?
SUPPLEMENTAL ACTIVITIES
One way to build on this Example is to have the students read the Harvard Business Review
online article “For Founders, Preparation Trumps Passion.” This article profiles research on
hundreds of founders that reveal that passion has nothing to do with results a few years after
start-up. Rather, preparation is more important to firm success. Consider using the following
discussion questions:
1. How can founders strike the right balance between passion and preparation when seeking
outside sources of funding?
2. Why do you think so many founders start their companies without solid business plans? What
are the benefits and risks of doing so?
3. Describe strategic challenges your current or most recent employer is likely to face in the next
3 to 5 years and how the employer could best plan for those challenges
Return
ONLINE
ARTICLE
Kinicki/Williams, Management, 9e: Chapter 5 Planning: The Foundation of Successful Management
EXAMPLE: Mission, Vision, and Values at Coca-Cola
This Example profiles the Coca-Cola company and its 500 brands with a specific focus on its
mission, vision and values. The multi-billion-dollar company is more than 130 years old and
employs about 700,000 people worldwide.
YOUR CALL
What do you think of Coca-Cola’s mission, vision, and values? Are they explicit enough to guide
employee behavior and company actions? Why or why not? Could any of them apply equally
well to other businesses? Why or why not?
SUPPLEMENTAL ACTIVITIES
One way to build on this Example is to show the following videos, asking students to relate how
the actions of Coca Cola reflect their mission.
This can be done as an individual reflection to assess for understanding, though students tend to
really enjoy watching these so it is worth taking a few minutes to show multiple videos and
consider giving them time in class for discussion.
You may want to remind students of Coca Cola’s mission, or have it available while they discuss
this with their peers:
Kinicki/Williams, Management, 9e: Chapter 5 Planning: The Foundation of Successful Management
5-33
EXAMPLE: Coca-Cola’s Five-Plus Strategies
This Example first focuses on five of Coca-Cola’s strategies as follows:
1. Focused on driving revenue and profit growth.
3. Became more efficient.
5. Refocused on our core business model.
YOUR CALL
Does it surprise you that a large company like Coca-Cola would frequently revisit and revise its
strategic plans? Why or why not? Which of the first five goals listed here do you think best
support(s) goal 6?
SUPPLEMENTAL ACTIVITIES
This is a good video to show before or during discussion on Coca Cola’s Five Plus Strategy:
Coca-Cola CEO. CEO James Quincey discusses risk and strategy at Coca Cola, sharing that
“the next 130 years will be very different from the last 130 years.”
Return
ONLINE
VIDEO
Kinicki/Williams, Management, 9e: Chapter 5 Planning: The Foundation of Successful Management
5-34
EXAMPLE: Long-Term and Short-Term Goals at Southwest Airlines
YOUR CALL
Do you think the company will continue to achieve its strategic goals? Why or why not?
SUPPLEMENTAL ACTIVITIES
One way to build on this Example is to have the students watch the CBS This Morning video
“Southwest CEO: U.S. Air Traffic Control System ‘Needs Revamping.” In this 7-minute video,
Southwest Airlines President and CEO Gary Kelly discusses the company’s strategy and goals
for the future. Consider using the following discussion questions:
1. Analyze the advantages and disadvantages for Southwest Airlines pursuing international
expansion.
ONLINE
VIDEO
Kinicki/Williams, Management, 9e: Chapter 5 Planning: The Foundation of Successful Management
5-35
EXAMPLE: Setting Goals: Are Snapchat’s Goals Clear?
Snapchat’s user base grew slowly following its first public offering of stock in early 2017, and
investors became concerned that profits might dip. In response, Snapchat’s parent company,
Snap Inc., announced that the app would be redesigned in order to make it easier for a wider
YOUR CALL
Do you think Snapchat’s goal was attainable? Was it communicated clearly? What could the
company have done better?
SUPPLEMENTAL ACTIVITIES
According to this 2-minute video: Blanchard Video, if there is no vision or clear goals (i.e.
identifying what business you are in) there is “Nothing for anyone to serve but themselves,”
according to Ken Blanchard, speaking to the London Business Forum.
Return
ONLINE
VIDEO
Kinicki/Williams, Management, 9e: Chapter 5 Planning: The Foundation of Successful Management
5-36
EXAMPLE: The Planning/Control Cycle: Tesla’s Long-Awaited Model 3
By early 2018, Tesla’s Model 3, the electric-car company’s long anticipated, more affordable
new vehicle (whose price begins at $35,000) had missed its announced production goals at least
twice. In the summer of 2017, the company had promised to make 20,000 Model 3 vehicles by
December, but it actually made fewer than 300 during that year’s third quarter, and orders placed
at that time were not expected to be filled until the middle of 2018, a projection that was later
YOUR CALL
Some analysts believe Tesla would have been better off announcing less ambitious production
plans for the Model 3 in the first place. Are they right? Do you think the company is doing a
good job of making and controlling its plans for the Model 3? Why or why not?
SUPPLEMENTAL ACTIVITIES
Students should read Tesla’s mission statement and accompanying vision. You could then ask
students the following questions to spur class discussion:
Are Tesla’s ambitions, as stated in their mission statement, in line with their planning/control
cycle methods? Explain.
Do you think Tesla will ever get to making 20,000 Model 3 vehicles a year? Why or why not?
Kinicki/Williams, Management, 9e: Chapter 5 Planning: The Foundation of Successful Management
5-37
PRACTICAL ACTION: Setting Goals for a Small Business
Goal setting can seem like an intimidating process, but it’s both a necessary and a helpful one for
the millions of small businesses in the United States. These firms, officially defined as having
500 or fewer employees, produce almost half of U.S. non-farm GDP and two-thirds of the
nation’s new private-sector jobs.
YOUR CALL
What major goal of your own have you broken into smaller parts? If you have never done this,
for what future goal do you think it would be an effective strategy for you?
SUPPLEMENTAL ACTIVITIES
One way that you could build on this Practical Action is to show the students the video
“Professor Dan Ariely Talking about FOMO.” In this 5-minute video, Professor Ariely discusses
the “Fear of Missing Out” and how anticipatory regret can impact the decision-making process.
Consider using the following discussion questions:
Assume that your company uses management by objectives, and you ended up missing your
sales goal by 1 percent. How are you likely to feel? What if you had missed the sales goal by 10
percent?
Describe a time where your feelings of anticipatory regret impacted your decision-making
process? How as a manager can you seek to avoid anticipatory regret?
ONLINE
VIDEO
Kinicki/Williams, Management, 9e: Chapter 5 Planning: The Foundation of Successful Management
5-38
SELF-ASSESSMENTS
SELF-ASSESSMENT 5.1 CAREER READINESS
Assessing Career Behaviors and Future Career Identity
This Self-Assessment is designed to help students reflect on the vision of their career identity.
STUDENT QUESTIONS
1. What did you learn about your future career identity? Are you surprised by the results?
2. Write a personal mission and vision statement using ideas discussed in this section. Share it
with a friend for feedback.
3. Based on your results, what might you do to enhance your future career identity?
4. What things can you say during an interview to demonstrate that you possess the career-
readiness competency of career management?
SUPPLEMENTAL ACTIVITY
1. Instructor should ask students to write or type out a vision statement for their future careers.
3. Select students should share their vision statements with the class as a whole.
Return
CAREER
READINESS
Kinicki/Williams, Management, 9e: Chapter 5 Planning: The Foundation of Successful Management
5-39
SELF-ASSESSMENT 5.2
What Is the Quality of Goal Setting Within a Current or Past Employer?
This Self-Assessment is designed to assess the quality of goal setting in a company.
STUDENT QUESTIONS
What are the strengths and weaknesses of goal setting in the company you selected?
Based on your results, what recommendations would you provide to senior management about
improving the goal-setting process in this company? Explain.
What actions could you take to improve the goal-setting process in this company? Be specific.
SUPPLEMENTAL ACTIVITY
Students should be placed into groups based on Self-Assessment results. High scorers should be
placed together and low scorers should be placed together.
Students with high organizational facilitation of goal achievement should discuss what their
organizations are doing to facilitate goal achievement.
Are MBO principles implemented?
Would MBO principles assist?
Kinicki/Williams, Management, 9e: Chapter 5 Planning: The Foundation of Successful Management
5-40
SELF-ASSESSMENT 5.3 CAREER READINESS
Do I Have a Proactive Learning Orientation?
STUDENT QUESTIONS
1. What is your level of learning orientation? How might it affect a recruiter’s perception of your
employability?
2. Based on your results, what might you do to increase the career readiness competency of
proactive learning orientation? Explain
3. What things might you say during an interview to demonstrate that you possess this career
SUPPLEMENTAL ACTIVITY
Students should be placed into groups based on Self-Assessment results. There should be an
even mix of high and low scorers in each group.
Return.
CAREER
READINESS
Kinicki/Williams, Management, 9e: Chapter 5 Planning: The Foundation of Successful Management
5-41
GROUP EXERCISES
GROUP EXERCISE #1: INVESTIGATING CORPORATE MISSION AND VISION STATEMENTS
Objectives
● To explore the value of creating an organizational mission statement, vision statement, and
supporting goals.
Introduction
The overall purpose of this exercise is to enhance students’ understanding about the value of
creating mission and vision statements and the need to create organizational goals in support of
these statements. Students use the Internet in this exercise to focus on Coca-Cola’s mission,
vision, and corporate goals.
Instructions
1. Be sure to define mission statement (expresses the purpose of the organization), vision
2. Give the students the assignment of referring to Coca-Cola’s Web page: http://www.coca-
colacompany.com/our-company. You may want to give students the option of searching any
3. Ask students to print Coca-Cola’s mission statement, vision statement, and corporate goals.
Questions for Discussion
1. What are Coca-Cola’s mission and vision statements?
2. Do the organizational goals clearly support these statements? Try to get your students to
3. Why is it important for an organization to establish a mission statement, vision statement,
and associated goals?
4. Would you like to work at Coca-Cola? Why or why not?
Tips for online and large in-person classes:
Online classes: Post this activity as an online discussion board in two-parts. Part one is #2
ONLINE
CLASS
Kinicki/Williams, Management, 9e: Chapter 5 Planning: The Foundation of Successful Management
5-42
Copyright © 2020 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
Large classes with larger groups: If you have the required technology available, have students in
class pull up the Coca Cola mission and vision statements on their own devices. Group students
in dyads to discuss the assigned questions, rotating and “walking the room” to observe. At the
end of discussion, lead a debrief using data from your observation (or in some other way include
student feedback in the debrief).
Return
Kinicki/Williams, Management, 9e: Chapter 5 Planning: The Foundation of Successful Management
5-43
GROUP EXERCISE #2: USING SMART GOALS TO PLAN A STUDENT ORGANIZATION
Objectives
● To engage in planning by writing SMART goals and action plans for a new student
organization.
Introduction
The overall purpose of this exercise is to give students an opportunity to experience two key
components of the planning process: creating operational goals and action plans. This will be
accomplished by asking students to create SMART goals and action plans for a new student
organization.
Instructions
1. Lecture on the planning process and the criteria for writing SMART goals. There is a
2. Tell the students that the goal of this exercise is for them to experience two major
3. Break the class into groups of 5 to 6 people. Each group is charged with creating (1) two
SMART goals that the organization will attempt to achieve over the next 12 months in
4. Reconvene the class after 30 minutes and ask for a volunteer to summarize the group’s
goals and action plan. Ask the remainder of the class to critique whether or not the goals
are SMART and whether the action plan is logical. Ask for as many group volunteers to
summarize their work as you see fit.
Questions for Discussion
1. What has this exercise taught you about the planning process?
2. Did your team find any of the steps in the planning process difficult? Which one?
3. How can this process be used in your personal life?
Kinicki/Williams, Management, 9e: Chapter 5 Planning: The Foundation of Successful Management
5-44
SMART Goals Exercise1
Guidelines for writing SMART goals:
Specific
Goals should be stated in specific rather than vague terms.
Measurable
Whenever possible, goals should be measurable, or
quantifiable.
Attainable
Goals should be challenging but realistic and attainable.
Results Oriented
Only a few goals should be chosen; they should be results
oriented; and they should support the organization’s vision.
Target Dates
Goals should specify the target dates or deadline dates for
when they are to be attained.
Restating Poor Goals to SMART Goals
Instructions: Restate each of the goals below as SMART goals.
1. To improve productivity in my department.
Restated:
Kinicki/Williams, Management, 9e: Chapter 5 Planning: The Foundation of Successful Management
2. To improve my leadership skills.
Restated:
3. To improve the level of customer service.
Restated: