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Kinicki/Williams, Management, 9e: Chapter 5 Planning: The Foundation of Successful Management
5-i
Chapter 5
Planning
The Foundation of Successful Management
CHAPTER CONTENT
Teaching Resource Manual: A Guide to Implementation ii
Career Readiness-Based Personal Development Plan viii
Learning Objectives 1
Teaching Resources 2
Overview of the Chapter 5
Classroom Outline 7
Management in Action Case 27
Legal/Ethical Challenge Case 31
Textbook Examples 32
Self-Assessments 39
Group Exercises 42
Career Corner Group Exercises 52
Uber Continuing Case 58
Manager’s Hot Seat Videos 59
Application-Based Activity 61
Kinicki/Williams, Management, 9e: Chapter 5 Planning: The Foundation of Successful Management
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TEACHING RESOURCE MANUAL: A GUIDE TO IMPLEMENTATION
The purpose of the Teaching Resource Manual (TRM) is to support you in the delivery of your
chosen curriculum in either a face-to-face or online classroom formats. It also was created to
help you address some of the following challenges in higher education:
• Addressing the inability to measure student comprehension prior to major assignments
such as a midterm or project.
• Overcoming the inability to tailor your lecture to the topics that students find difficult.
You will learn that we created many different teaching resources you can use either before,
during, or after class. Because of the quantity of options, the goal of this implementation guide is
to provide an overview of how you might select the many teaching resources at your disposal.
So What Assets Can I Choose From?
Generally, a typical class session for any course comprises three “touch points:” before, during,
and after class. For a face-to-face course, your class session would normally be the day you
lecture to students. For an online course, the class session would be when you recorded the
lecture or when the live lecture is streamed on the Web.
Assigning SmartBook 2.0 and Connect® Exercises
SmartBook 2.0, (In Connect®, click on Performance / Reports / Assignment Results. Here you
can choose SmartBook and choose the assignment you wish to view reports for.) The following
reports are available through SmartBook 2.0:
Kinicki/Williams, Management, 9e: Chapter 5 Planning: The Foundation of Successful Management
5-iii
Time on Task. Provides the user with a class-level view of the estimated time in
comparison to the actual average time to completion across the entire class.
Metacognition. Shows how aware the learners are of their knowledge, on average across
the entire class.
Most Challenging Learning Objectives. Shows the number of challenging Learning
Objectives across the class, in comparison to the total number of Learning Objectives in
the assignment.
Individual Learner Report. System provides all the assignment data available for that
specific student at that point in time, showing a breakdown of all questions answered in
each of the following categories:
• Correct with high confidence
• Incorrect with high confidence
With Connect®, you can build your own course, make changes to the course throughout the
semester, and use auto-grading. Connect® integrates with other Learning Management Systems,
include Blackboard®, Canvas, and D2L. Students can study anytime with the free
Kinicki/Williams, Management, 9e: Chapter 5 Planning: The Foundation of Successful Management
5-iv
ReadAnywhere app, create personalized study plans, and Connect®’s Calendar and Report tools
will help keep them on track.
Connect® gives you a wide array of flexibility in making assignments and creating grading
policies. You may choose to:
• assign as many assignments as appropriate.
• determine point values for each question/application exercise individually.
• make available multiple attempts per assignment with options of accepting the highest
score or averaging all the scores together.
• deduct points for late submissions of assignments (percentage deduction per
hour/day/week/so forth) or create hard deadlines.
• show feedback on exercises/questions immediately or at your preference.
• provide for study-attempts to allow for completion of the assignment after the due date
without assigning a point value.
Some recommendations include:
• Before selecting the option for one attempt only, select unlimited or multiple attempts on
the first few assignments to allow students a chance to learn and navigate the system.
• Provide a low point value for each question because multiple questions are usually
assigned for each chapter. A good rule of thumb would be to make “Quiz Questions”
worth 1 point each and “Connect® Exercises” worth 5 to 10 points each because these
require more time and thought.
• Select feedback to be displayed after the assignment due date in order to limit students
from giving the correct answers to other students while the application exercise is still
available.
So When Do I Assign Each Type of Teaching Resource?
Wouldn’t it be wonderful if you could transition from simply assigning readings, lecturing, and
testing to actually adapting your teaching to student needs? By utilizing the teaching resources
Before Class
Kinicki/Williams, Management, 9e: Chapter 5 Planning: The Foundation of Successful Management
5-v
Connect® offers a host of additional pre-class assignments to choose from if your goal is
mastery of content. They include SmartBook 2.0, Click and Drag Exercises, iSeeIt! Animated
A reading assignment—typically a chapter from the product in use—is a student’s initial
exposure to course content. Requiring students to complete a SmartBook 2.0 module either prior
to class or an online lecture allows you to gauge their comprehension of the material. Having a
Finally, you can use iSeeIt Animated Videos to emphasize content we have found difficult for
students to understand. These animated videos were developed to further unpack in brief, yet
effective, fashion the course topics that most commonly challenge students. Each animated video
is accompanied by auto-graded multiple-choice questions that can be assigned to confirm student
comprehension.
If your learning objectives include fostering application and integrating the concepts discussed
with real world practice, then Management in Action or legal/ethical challenge cases contained
During Class
The TRM offers a host of additional materials and experiential activities you can use to bring
chapter content to life.
If your goal is content mastery and you are utilizing SmartBook 2.0, you can plan class activities
and lecture based on results from the general results report and the metacognitive skills report.
Kinicki/Williams, Management, 9e: Chapter 5 Planning: The Foundation of Successful Management
5-vi
Copyright © 2020 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
If your goal is to create an engaging learning environment filled with student discussion and
interactions, we provide multiple resources. First, each major heading in a chapter contains
suggested discussion starter questions. These open-ended questions are likely to foster student
discussion and engagement. We also provide additional activities (i.e., experiential exercises) for
every Example and Practical Action box.
If your goal is to provide for additional application of material, the TRM breaks down the
textbook Management in Action cases and Legal/Ethical Challenges by providing questions and
ideal responses. Connect® also has multiple-choice questions that can be assigned for the
Management in Action Cases. Finally, the TRM has a selection of group exercises that allows
instructors to focus on team learning methods.
If your goal is to jointly engage your students while applying content from the text, you can
select a Self-Assessment follow-up activity (all follow-up activities are found in the TRM).
After Class
After the face-to-face class session, or online lecture, you can assign Connect® exercises as
homework to further reinforce the material covered in the textbook and lecture. You may also
want to assign an iSeeIt! Animated Video if you notice that students are struggling with a
particular topic, even after class. Students can also be assigned the continuing case for each
chapter, which includes assignable multiple-choice and essay-based questions. To further gauge
student comprehension, you can also assign a quiz or exam. The quiz banks in Connect® focus
more on defining and explaining material, and the test banks include application and analysis.
Moreover, the test banks now include more higher-level Bloom’s questions.
A Special Focus on Career Readiness
The ninth edition has a new strategic focus on career readiness. The authors’ goal is to provide
you the information and teaching resources needed to develop students’ career readiness
competencies desired by employers. The authors provide you the following information and
resources:
Kinicki/Williams, Management, 9e: Chapter 5 Planning: The Foundation of Successful Management
5-vii
• Chapter 1, Section 1.7, introduces the concept of career readiness and identifies the
competencies desired by employers.
Kinicki/Williams, Management, 9e: Chapter 5 Planning: The Foundation of Successful Management
5-viii
CAREER READINESS-BASED PERSONAL DEVELOPMENT PLAN
This ninth edition of Management: A Practical Introduction includes a new strategic theme
around the concept of career readiness in order to address the employers’ complaints of
graduating students not possessing the needed skills to perform effectively. We deeply care about
this issue and hope that this new feature will assist instructors develop their students’ career
readiness.
Asking students to create a career readiness development plan is one straightforward way to
guide your students toward higher career readiness. Angelo Kinicki has been doing this for years
with his students and wants to provide you the guidance to do the same.
Creating a personal development plan around career readiness starts with utilizing career
readiness-based self-assessments. This enables students to obtain a baseline evaluation of their
interpersonal strengths and weaknesses along a host of relevant competencies. The text contains
links to 40 Self-Assessments that relate to various career readiness competencies. We
We believe that creation of the plan is the desired end result for this course. Working the plan is
expected to happen after your class is over.
It is strongly recommended that you grade students’ plans. This enables you to assess whether
students are on the right track and provides the incentive students need to thoroughly complete
The instructor’s and students’ instructions for drafting a personal development plan are
located in the Chapter 1 TRM.
CAREER
READINESS
Kinicki/Williams, Management, 9e: Chapter 5 Planning: The Foundation of Successful Management
5-ix
Note: The above-mentioned assets are generally assignable and auto-gradable, except for those listed with an M as
those require manual grading. Please note that some resources will require a paid subscription.
SUGGESTED RESOURCES ACROSS TEACHING TOUCH POINTS MATRIX
Type of Asset
Before-Class/Lecture
During-Class/Lecture
After-Class/Lecture
SmartBook 2.0
Click and Drag Exercises
iSeeIt! Animated Videos
Self-Assessments
Case Analyses
Video Cases
Example and Practical
Action BoxesM
Group Exercises/Career
Group ExercisesM
TRM Discussion StartersM
TRM Follow-up activities for
Case Analyses, Video Cases,
Self-Assessments, and
Example/Practical Action
BoxesM
Quizzes/Tests
Uber Continuing Case
Management in Action
CaseM
Legal/Ethical Challenge
CaseM
Manager’s Hot Seat Videos
Application-Based Activities
CAREER
READINESS
CAREER
READINESS
CAREER
READINESS
Kinicki/Williams, Management, 9e: Chapter 5 Planning: The Foundation of Successful Management
A Week at a Glance
When creating a syllabus and schedule for students, you can utilize the above-mentioned matrix
Before Class (before Wednesday)
• Assign Chapter 5 in SmartBook 2.0, making it due Tuesday evening so that reporting can
be reviewed prior to the lecture on Wednesday. The lecture can be customized based on
what concepts in the chapter students are struggling most.
During Class (on Wednesday)
• You can deliver a short, yet effective, lecture and focus on areas that students are really
struggling with. This can be done by reviewing the reporting from SmartBook 2.0 and
any assigned Connect exercises, such as the recommended Click and Drag and Case
Kinicki/Williams, Management, 9e: Chapter 5 Planning: The Foundation of Successful Management
5-xi
Copyright © 2020 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
• If time allows, and you would like to dive into real situations, you can discuss an
Example Box from the text titled, “Long-Term and Short-Term Goals at Southwest
Airlines.” There is an additional in-class activity in the TRM that has you show a CBS
video and have a follow-up class discussion.
After Class (after Wednesday)
If you are teaching a completely online course asynchronously, then the in-person class above
can be substituted for a recorded online lecture that is customized based on SmartBook 2.0
reporting. Students can be instructed to complete pre-class activities prior to watching the
Kinicki/Williams, Management, 9e: Chapter 5 Planning: The Foundation of Successful Management
5-1
LEARNING OBJECTIVES
5.2 Compare mission, vision, and value statements.
5.4 Describe SMART goals and their implementation.
5.6 Describe how to develop the career readiness competency of proactive learning
orientation.
Kinicki/Williams, Management, 9e: Chapter 5 Planning: The Foundation of Successful Management
TEACHING RESOURCES
Section
Title
Resource Type
5.1: Discuss the role of
strategic management.
End of the Road for Gas Pumps?
with Supplemental Activity
(3 minutes)
For Founders, Preparation Trumps
Passion
with Supplemental Activity
Planning and Strategic
Management
Connect® Click and
Drag Exercise
The McCloskeys Plan to
Implement Sustainable Dairy
Farming While Providing
Healthier Products
Connect® Case Analysis
5.2: Compare mission,
vision, and value statements.
The CEO of Levi Strauss on
Leading an Iconic Brand Back to
Growth
with Supplemental Activity
Investigating Corporate Mission
and Vision Statements
Group Exercise
Coca-Cola Marketing Videos
ONLINE
VIDEO
ONLINE
ARTICLE
ONLINE
ARTICLE
CAN BE
USED
ONLINE
Kinicki/Williams, Management, 9e: Chapter 5 Planning: The Foundation of Successful Management
5-3
Planning and Strategic
Management
Connect® Click and
Drag Exercise
Mission, Vision, and Values
Statements
Connect® Click and
Drag Exercise
5.3: Discuss the types and
purposes of goals and plans.
Take a Look Inside Whole Foods’
New 365 Store
with Supplemental Activity
(3 minutes)
Southwest CEO: U.S. Air Traffic
Control System “Needs
Revamping“
with Supplemental Activity
(7 minutes)
Types of Plans
Connect® Click and
Drag Exercise
Domino’s New Products
with Supplemental Activity
Connect® Video Case
5.4: Describe SMART goals
and their implementation.
When You Give Your Team a
Goal, Make It a Range
with Supplemental Activity
Using SMART Goals to Plan a
Student Organization
Group Exercise
SMART Goals
Connect® Click and
Drag Exercise
Writing SMART Goals
Group Exercise
Ken Blanchard Video
with Supplemental Activity
ONLINE
VIDEO
ONLINE
VIDEO
ONLINE
VIDEO
ONLINE
ARTICLE
CAN BE
USED
ONLINE
CAN BE
USED
ONLINE
Kinicki/Williams, Management, 9e: Chapter 5 Planning: The Foundation of Successful Management
(2 minutes)
What Is the Quality of Goal
Setting Within a Current or Past
Employer?
with Supplemental Activity
Self-Assessment
Do I Have a Proactive Learning
Orientation?
with Supplemental Activity
Self-Assessment
Professor Dan Ariely Talking
ONLINE
VIDEO
CAREER
READINESS
Kinicki/Williams, Management, 9e: Chapter 5 Planning: The Foundation of Successful Management
5-5
Building the Competency of
Positive Approach
Career Corner Group
Exercise
Comprehensive Materials
Fender Rebrands to Stay in Tune
with the Times
Textbook Management in
Action Case
Is Pfizer Putting Profits above
Alzheimer’s Patients?
Textbook Legal/Ethical
Challenge Case
Uber Case: Planning
Uber Continuing Case
Planning: Don’t Rock the
(Electric) Boat
Manager’s Hot Seat
Video
Please note Harvard Business Review articles are subscription-based or accessible via hbsp.harvard.edu as
examination copy. Also note that resources like The Wall Street Journal will require a paid subscription.
OVERVIEW OF THE CHAPTER
5.1 Planning and Strategy
The first of four functions in the management process is planning, which involves setting
5.2 Fundamentals of Planning
Planning consists of translating an organization’s mission and vision into objectives. The
CAREER
READINESS
CAREER
READINESS
Kinicki/Williams, Management, 9e: Chapter 5 Planning: The Foundation of Successful Management
5-6
5.3 Goals & Plans
The purpose of planning is to set a goal and then an operational plan and an action plan. A
goal, also known as an objective, is a specific commitment to achieve a measurable result
within a stated period of time. Goals can be long-term and short-term and they are
5.4 Promoting Goal Setting: SMART Goals & Management by Objectives
SMART goals are goals that are Specific, Measurable, Attainable, Results-oriented, and
have Target dates. Management by objectives (MBO), a four-step process for motivating
5.5 The Planning/Control Cycle
The four-step planning/control cycle helps managers keep in control, to make sure the unit
5.6 Career Corner: Managing Your Career Readiness
Planning requires the use of multiple career readiness competencies, including critical
Kinicki/Williams, Management, 9e: Chapter 5 Planning: The Foundation of Successful Management
5-7
CLASSROOM OUTLINE
Manage U: Making an Effective Plan for Starting Your Career
Building a career takes time and effort. Following these four steps will get you started on your
new path. Identify your options. Explore conditions in your target field. Create your action plan.
Track your progress.
Possible Topics for Discussion:
● What career do you expect to pursue once you finish school?
Ask the students how they chose their particular career? Did they consider any other
options?
● What does it take to be successful in your chosen career?
● How do you plan to obtain your new (first) job?
5.1 Planning & Strategy
POWERPOINT SLIDES:
#3 Planning, Strategy and Strategic Management
#4 Planning: Coping with Uncertainty
#5 Strategy: Setting Long-Term Direction
#6 Strategic Management
#7 Why Are Planning and Strategic Management Important?
#8 Planning and Strategic Management
#9 Providing Direction and Momentum
#10 Encouraging New Ideas
#11 Developing a Sustainable Competitive Advantage
#12 Mission, Vision, and Value Statements
Section 5.1 discusses planning, the first of four functions in the management process. Planning
involves setting goals and deciding how to achieve them, which is linked to strategy. There are
three reasons why planning and strategic management are important: 1) to provide direction and
momentum, 2) to encourage new ideas, and 3) to develop a sustainable competitive advantage.
Kinicki/Williams, Management, 9e: Chapter 5 Planning: The Foundation of Successful Management
5-8
One way that you could begin your coverage of these topics is to have the students watch the
CBS This Morning video “End of the Road for Gas Pumps?“ This 3-minute video profiles a new
company that is changing how drivers gas up, by bringing the fuel to them while they are at
work. Booster Fuels has a first mover advantage. The question is whether Booster Fuels can turn
Topics and Tips for Discussion:
1. Evaluate how well your company (or a previous one) does at the planning process.
Start the discussion off by having the students state the company’s goals. Frame the
2. Provide examples of how the planning process at your company (or a previous one)
encouraged new ideas that contributed to strategic success.
Section 5.1 Key Concepts:
Planning Fundamentals
● Planning is defined as setting goals and deciding how to achieve them.
● Another definition of planning is that it is coping with uncertainty by formulating future
courses of action to achieve specific results.
ONLINE
VIDEO
Kinicki/Williams, Management, 9e: Chapter 5 Planning: The Foundation of Successful Management
Interactive Classroom Material:
EXAMPLE: Why Write a Business Plan?
Click for follow-up activity.
Strategy and Strategic Management
● A strategy or strategic plan sets the direction for an organization.
● Strategic management is a process that involves managers from all parts of the
organization in the formulation and the implementation of strategies and strategic goals.
● Strategic management involves managers from all levels—top, middle, and first-line—in
the formulation, implementation, and execution of strategies and strategic goals to
advance the purposes of the organization.
● Planning covers not only strategic planning but also tactical planning and operational
planning.
Connect® Exercise
CLICK AND DRAG: Planning and Strategic Management
Summary of Activity:
The planning and strategic management processes are critical to an organization’s survival and
success. In this Click and Drag Exercise, students will place the steps in the planning and
strategic management process into the correct order on the provided chart.
