CTOM Candidate-Reina Bejerano 

Personnel Management Curriculum Summary 

 
California K-12 organizations are made up mostly of personnel. Therefore, it is 
important for K-12 organizations to be careful to hire the right person for the right 
position. Failing to do this can cost the organization upwards of $840,000 in 
unnecessary costs.  
 
When searching for Managers, K-12 organizations are looking for three characteristics. 
These Managers should be conceptual, technical and interpersonal. All three are 
important, but their importance is relative to the organization.  
 
Management styles vary among individuals and include Directive, Authoritative, 
Affirmative, Participative, Pacesetting and Coaching. A Manager can have many of 
these characteristics, but typically have one area that dominates over the others. 
 
It is important for Managers to lead by example and abide by a code of ethics. Walking 
the talk is important as is avoiding the old adage “do as I say, not as I do”. 
 
Part of being a good Manager and Leader is assisting staff in developing SMART Goals. 
By developing SMART Goals with staff, there is a shared understanding and 
expectation, it also focuses employees on important tasks as well as provides 
measurable results. SMART Goals are as follows: S-Specific, M-Measurable, 
A-Achievable, Realistic, T-Time Bound. By following these guidelines, managers and 
employees will have a clear understanding of what the expectation is, but setting these 
goals will also allow the manager to support the employee allowing for greater growth.   
 
 
Unfortunately, sometimes even setting SMART Goals for employees does not help with 
job performance. Therefore, sometimes managers have to implement Progressive 
Discipline. Progressive Discipline is designed to improve the performance or correct 
negative behavior. There are six stages of Progressive Discipline: Coaching, 
Conferencing, Written warning, Written reprimand, Suspension or demotion, and 
Dismissal. As part of Progressive Discipline, there is a model that is used to document 
each discipline incident. This model is referred to as the FRISK model and is used 
throughout the organization. FRISK is interpreted as F-Facts meaning what are the 
facts of this particular incident? What are the expectations? R-Rule What rule was 
violated by this behavior? I- Impact What was the impact of the behavior(s) 
S-Suggestions what are the directives and/or expectations moving forward? Lastly, 
K-Knowledge is there any knowledge of this negative behavior being placed in the 
employee’s personnel file.   
 
There are many procedures that managers must follow. Having specific procedures in 
place can really assist and support the manager in keeping track of employees, issues, 
and concerns.