Effective Security Management, Sixth Edition PDF
Preview Effective Security Management, Sixth Edition
Effective Security Management Effective Security Management Sixth Edition Charles A. Sennewald Curtis Baillie AMSTERDAM(cid:129)BOSTON(cid:129)HEIDELBERG(cid:129)LONDON NEWYORK(cid:129)OXFORD(cid:129)PARIS(cid:129)SANDIEGO SANFRANCISCO(cid:129)SINGAPORE(cid:129)SYDNEY(cid:129)TOKYO Butterworth-HeinemannisanimprintofElsevier AcquiringEditor:TomStover EditorialProjectManager:HilaryCarr ProjectManager:PunithavathyGovindaradjane Designer:MarkRogers Butterworth-HeinemannisanimprintofElsevier TheBoulevard,LangfordLane,Kidlington,OxfordOX51GB,UK 225WymanStreet,Waltham,MA02451,USA Copyright©2016ElsevierInc.Allrightsreserved. FifthEdition,2011 FourthEdition,2003 Exceptasfollows: Chapters18and20:Copyright©2011ElsevierInc.Allrightsreserved. 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Practitionersandresearchersmustalwaysrelyontheirownexperienceandknowledgeinevaluatingandusing anyinformation,methods,compounds,orexperimentsdescribedherein.Inusingsuchinformationormethods theyshouldbemindfuloftheirownsafetyandthesafetyofothers,includingpartiesforwhomtheyhavea professionalresponsibility. Tothefullestextentofthelaw,neitherthePublishernortheauthors,contributors,oreditors, assumeanyliabilityforanyinjuryand/ordamagetopersonsorpropertyasamatterofproducts liability,negligenceorotherwise,orfromanyuseoroperationofanymethods,products,instructions,orideas containedinthematerialherein. ISBN:978-0-12-802774-5 BritishLibraryCataloguing-in-PublicationData AcataloguerecordforthisbookisavailablefromtheBritishLibrary LibraryofCongressCataloging-in-PublicationData AcatalogrecordforthisbookisavailablefromtheLibraryofCongress ForInformationonallButterworth-Heinemannpublications visitourwebsiteathttp://store.elsevier.com/ Preface When I first positioned myself in front of a portable electric typewriter to write the original version of this book back in the 1970s, there were relatively few books in and for the indus- try. For the most part they were “nuts and bolts” texts, dealing with specific protection areas such as hospital security, hotel security, office building security, industrial security, and sourcesofinformation. At the same time,national seminars andother training forumssponsored bysuch profes- sional organizations as ASIS International similarly focused on the “how-to” of security, such as how to improve facility security through the integrated use of state-of-the-art technology withasmallerstaff. Those kinds of books and training programs were professionally done and certainly wel- come. In fact, they were indispensable in the ever-growing protection industry. However, lit- tle attention was paid to the administrative, managerial, and supervisorial aspects of our industry. We were becoming highly skilled protection technicians, but the industry remained aloof andinsensitive totheprinciplesandpracticesofgoodmanagement.Security executives,asa group, had fallen behind—had become less than “whole” executives in comparison toothers in the corporate structure. Men and women in other organizational and career disciplines, such as finance, marketing, production, research, and human resources, were regularly exposedtomanagementdevelopmenttrends,butforanumberofreasonssecuritymanagers were not. One reason was that we were too busy keeping up with fast-changing security technology. Another reason was that we were too busy withimportant investigations and too absorbed with the so-called emergencies and crises that rightfully belong in the Security department’s arena. Still another reason was that security executives are of a disciplined and hard-set mentality, stemming in part from military or other public sector organizational experience, such as the police—organizations in which people performed because they were toldtoperform. Itwasatthistimeandin thisvacuum thatIchosetofocusonwhatwas,in myjudgment, thegreatestneedintheindustry—bettermanagement.Ihadpersonallyseensomanyabuses that to me the need simply cried out. Some of these management abuses were truly tragic, some were idiotic, and some were hilariously funny. The common denominator was igno- rance. I wrote Effective Security Management with the hope that through education and awareness, abuses would subside, and Security Managers would favorably compare with othermanagersregardingmodernattitudesandpracticesinmanagement. The field of security management has certainly improved its image since the first edition of this book was published. Security management is increasingly viewed as a professional xvii xviii Preface area within the management framework of a company or institution. I would like to think that this book, in some small way, had a part in the growth, development, and enhancement ofthesecurityprofessionanditsmanagerialpractices. This sixth edition, although updated to reflect the ever-growing managerial and technical sophistication that steadily appears on the modern scene over the past several decades, remains a basic introduction to the principles of management applicable to Loss Prevention and Security departments. I believe it is still in keeping with the practical, real-life approach tothesubject. I have again included my “Jackass Management Traits” at the end of this book, material I created for and originally appeared in the Protection of Assets manuals published by the Merritt Company in Santa Monica, California. These fun, tongue-in-cheek caricatures may indeed be themost importantpartof thebook, becauseitis allverywell andgood tounder- stand organizational principles and management techniques, but if a manager does not knowhowtomanageandsupervisetheemployees,thislearning willbeallfornaught. I hope that the sixth edition of Effective Security Management will continue to be a viable tool in preparing students as well as updating practitioners for the exciting and demanding challengesofferedinourindustrytoday. CharlesA.“Chuck”Sennewald,CSC,CPP,CPO Acknowledgments Various professionals in the security industry have freely given their time and talent to make this book a viable resource in understanding the discipline of management. My old comrade Jim Broder, along with IAPSC colleagues Karim Vellani and Colin Braziel of the Association ofSecurityConsultants,UK(asisterorganizationtotheIAPSC),havemadeimportantcontri- butions. Geoff Craighead’s contribution on computers and security management, edited by Phil Marazita and John Sanger, remain in the work from the last edition. Chapter 18, “Risk” and Chapter 20, “The Security Survey,” both adapted by Kevin O’Brien from James Broder’s Risk Analysis and the Security Survey, 2nd ed. (Butterworth-Heinemann, 2000), remain in this edition. And I acknowledge Christopher Baillie (especially for his contribution to Chapter 26, “Convergence in Security Management”) and Ken Wheatley for their time and effortonmybehalf.Thankyou,gentlemen. I don’t think I could have revised and restructured this newest edition without the assis- tance of Curtis Baillie, a Certified Security Consultant, security/loss prevention expert witness, and friend who shares my philosophy of management. I admire his work ethic, and amgratefulforhisassistance.ThankyouCurt. ChuckSennewald xix Introduction Managing the Organization What is management? What functions do managers perform? Although these are complex questions that will be explained in more detail throughout this book, we still need a funda- mental idea of what management is and what a manager does before much of the material will be meaningful. Let us start, therefore, with an exploration of what management is. Then wewillexplorethefunctionsofmanagement. Managerial Acts If you followed a Security Manager all day and listed on a sheet of paper everything that he orshedoesasamanager,thelistwouldprobablylooksomethinglikethis: (cid:129) Talkstoemployees (cid:129) Givesdirectionstolower-levelsupervisors (cid:129) Dictatesletters (cid:129) Establisheslosspreventiongoals (cid:129) Plans newlosspreventionprograms (cid:129) Hiresnewsecuritypersonnel (cid:129) Readse-mail,regularmail,andreports (cid:129) Trackssecurity relatedincidentsandtheirtrends (cid:129) Attendsmeetings (cid:129) Briefshisorhermanagementaboutanyeventorworthyincident (cid:129) Talkstoindustrypeersandmonitorswhattheyaredoing (cid:129) Reviewslatesttrendsinsecurity relatedsoftwareandtechnicalequipment (cid:129) Considersandevaluatesstaffperformancewithfuturepromotionsinmind Note that these activities are either physical or mental in nature. The physical activities evolve around the concept of communication. In terms of the physical activities, the manager is either telling someone something verbally or in writing, or he or she is receiving acommunicationviathewrittenorspokenword. The mental activities, however, cannot be observed directly, but we know through his or her communication that the manager must ponder and make decisions—a mental activity. The ultimate objective of both physical and mental activities is to create an environment in whichotherindividualswillinglyparticipateinachievingorganizationalobjectives. xxi xxii Introduction Managerial Functions Management functions are categorized differently by different managers. But generally and historicallytherearefivewell-establishedfunctionsidentifiedbytheacronymPODSCORB: P(cid:1)Planning O(cid:1)Organizing D(cid:1)Directing S(cid:1)Staffing CO(cid:1)Coordinating R(cid:1)Recordkeeping B(cid:1)Budgeting Thesefunctionswillbediscussedasyouprogressthroughthisbook. The Successful Manager The manager’s job is to create an environment conducive to the proper performance of acts by others to achieve personal as well as company goals. Managers should, no must, be able toinspire,motivate,anddirecttheworkofothers. Characteristics of the Successful Manager A partial list of traits and characteristics of the successful manager would include the following. 1. Themanagermustbeaproblemsolver;thatis,thinkthroughaproblemandthe alternative solutionsandthenmakeadecision. 2. Themanagermustbearticulate,clear,andeasilyunderstood. 3. Themanagermustbereasonablysavvytotheever-growingtechnologythatispartof thesecuritytask.Heorsheisn’trequiredtobeatechnician,butatleastshould understandtheprocess. 4. Themanagermustthinkbroadlyandhavevision astotheimpactofsecurity onthe organizationtodayandwhatwillberequiredintheever-changingfuture. 5. Themanagermusthavesalesmanshipskills;thatis,beconvincingwiththeabilitytosell. 6. Themanagermustremainfocusedonthejobtobedone,includinghisorher managementofthesecurity goalsoftheorganization. 7. Themanagermustpossessmoralintegrity. 8. Themanagermustbeemotionally stable. 9. Themanagermustbeempathetictothedynamicsofhumanrelationsandfollow the GoldenRule(treatothershowyouwouldhavethemtreatyou). 10. Themanagermustbedynamic,pleasant,outgoing,easytotalkto,andquicktosmile, yetfirm. 11. Themanagermusthaveleadershipskills. Introduction xxiii Leadership skills? Don’t traits 1 through 10 reflect leadership skills? In part only. I like to think of the manager’s task as more global, the macro aspects of setting the climate to get the protection job done, whereas leadership skills are more the micro/personal orientation. That means the real leader’s task is setting a climate that encourages his or her people to wanttopleaseanddowellandindeed findgenuinesatisfactionintheirjobs.Thatsaid,such characteristicsofagoodleaderwouldinclude,butnotbelimitedto: (cid:129) Flexibilityindealingwithdifferentpersonalities (cid:129) Honestyineverythingsaidanddone (cid:129) Fairness (cid:129) Consistency (cid:129) Settinganexampleofwhatarealsecurityprofessionalshouldbe (cid:129) Open-mindedness (cid:129) Willingnesstochange (cid:129) Interestinwhatemployeeshavetosay (cid:129) Willingnesstodelegate (cid:129) Enthusiastic (cid:129) Recognizesandacknowledgestheemployee’sperformance (cid:129) Alwayscourteousandrespectful A good leader is not necessarily a good manager, but a truly good manager must have thequalitiesofagoodleader. Remember, the ultimate task of management is to get the job done. Management is made up of people. Good people, good managers, and leaders have the task of getting employees to Dowhatmanagementwants Whenmanagementwantsit Wheremanagementwants it Andhowmanagementwants it...WILLINGLY Managementandleadership:Whatawonderfulandworthyvocation!LETTHISBEYOUR PASSION! 1 General Principles of Organization The structural framework of an organization is a vehicle for accomplishing the purposes for which a company or a department is established. That skeleton, the organizational structure itself, does not think, has no initiative, and cannot act or react. However, it is absolutely essential in the work environment. A sound organizational framework facilitates the accom- plishment of tasks by members of the organization—people working under the supervision ofresponsiblemanagers. A hospital, for example, is organized for the purpose of providing health care services. A subunit of that master organization, the Security department, is organized for the purpose of protecting that health care environment. Organization, then, is the arrangement of people with a common objective or purpose (in a manner to make possible the performance of related tasks grouped for the purpose of assignment) and the establishment of areas of responsibilitywithclearlydefinedchannelsofcommunicationandauthority. Organization Principles Inthedesignofasoundorganizationalframeworktherearesixwidelyacceptedprinciples: 1. Theworkshouldbedividedaccordingtosomelogicalplan. 2. Linesofauthorityandresponsibilityshouldbemadeasclearanddirectaspossible. 3. Onesupervisor caneffectivelycontrolonlyalimitednumberofpeople,andthatlimit shouldnotbeexceeded.(Thisprincipleiscalled“spanofcontrol.”) 4. Thereshouldbe“unityofcommand”intheorganization. 5. Responsibilitycannotbegivenwithoutdelegatingcommensurateauthority,andthere mustbeaccountabilityfortheuseofthatauthority. 6. Alleffortsofsubunits andpersonnelmustbecoordinatedintotheharmonious achievementoftheorganization’sobjectives. Because each of these principles has a meaningful application within a security organiza- tion,itishelpfultoelaborateonthem. Logical Division of Work The necessity for the division of work becomes apparent as soon as you have more than one person on the job. How the work is divided can have a significant impact on the results at the end of the day. The manner and extent of the division of work influence the product or performance qualitatively as well as quantitatively. The logical division of work, therefore, deservescloseattention. EffectiveSecurityManagement. 3 ©2016ElsevierInc.Allrightsreserved.
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