Security Management Essay Assignment Project
Order ID 53563633773 Type Essay Writer Level Masters Style APA Sources/References 4 Perfect Number of Pages to Order 5-10 Pages Description/Paper Instructions
Security Management Essay Assignment Project
Sources: 7
Subject: Other
Topic: Security Management
Paper details:
Instructions No directly quoted material may be used in this project paper. Project 3: Preparing for a Speech Before a Security Professional Organization Scenario: You are the Corporate Security Director for a Fortune 500 company and a recognized leader in the security profession. You accept an invitation to speak at the ASIS International Seminar and Exhibits about the various security operational and other challenges with which organizations are confronted in protecting assets and possible solutions.
Because of your expertise, you are asked to discuss in detail a security director’s various professional responsibilities in today’s world, including loss prevention, investigation, administrative, and managerial functions and the critical skills required of a security director to fully succeed in accomplishing the protective mission. You are also asked to address the importance for a security director to develop strong working relationships with various internal and external entities and provide examples how these associations will promote a successful security operation. Writing Assignment: After conducting the appropriate academic research using at least three different sources, write a speech that comprehensively addresses the following:
(1) Provide a “welcome” statement and a strong introduction describing to the audience the purpose of your speech.
(2) Identify and discuss the current operational and other challenges confronting security directors and possible solutions to those challenges.
(3) Identify and discuss in detail a security director’s various professional responsibilities in today’s world, including loss prevention, investigation, administrative, and managerial functions.
(4) Identify and discuss the critical skills required of a security director to fully succeed in protecting an organization’s assets.
(5) Identify and discuss the significance in establishing strong internal and external relationships to meet security operational objectives and provide examples of the individuals and groups with whom partnerships must be forged.
(6) Provide concluding remarks that summarize your presentation and close your speech with an invitation for the audience to participate in a question/answer discussion session. Note: Also, in organizing your written speech, you should consider using short sub-titles (e.g., Operational and Other Challenges and Solutions; Loss Prevention Role; Investigation Role; etc.) for distinct areas cited above so you do not inadvertently omit a project requirement. Format Requirements • Paper must be double spaced, 11 or 12 pt font and 1”margins all around. • All APA 7th edition format requirements must be followed (cover page, in text citations, reference page). Refer to APA/UMGC – learning resources found in the content page of this course.
- You must have resources to support your thoughts/opinions/information. These must be cited both in text as well as at the end of the document. Your paper should not contain direct quotes, sourced material must be paraphrased. https://www.ncjrs.gov/pdffiles1/nij/247182.pdf The information below was found here: https://learn.umgc.edu/d2l/le/content/613663/viewContent/22528187/View please cite Module 1: The Security Manager The Security Manager’s Role The security manager’s role is to strategize, execute, and evaluate. The security manager must understand the operations and objectives of the organization; analyze threats and vulnerabilities; develop plans, programs, policies, and procedures; and mobilize the resources appropriate for the protection of an organization’s or company’s personnel, operations, and assets. The security manager should focus on and organize for optimal performance and results that are responsive to the needs of the organization.
The most effective security manager is adept at communicating with and inspiring other managers with whom they must coordinate services and programs and with the security personnel who report to them. As a good leader, the security manager should communicate in a manner that invokes a sense of shared purpose and that maximizes individual and team performance. Additionally, an effective security manager is not limited in his or her vision of situations, problems, and solutions, but rather is able to innovate and thereby devise programs, policies, and procedures that protect the organization’s personnel, operations, and assets while furthering the organization’s goals and objectives. Although senior management may determine the functions and responsibilities of the security manager, who generally serves at the pleasure of his or her employer, management and the security manager generally consult in the development of the organization’s or company’s security program. Many high-level security executives come from the law enforcement community or have served in the military before joining their companies.
Others have business or planning backgrounds, while some have studied corporate security in college before entering the profession. The consultative nature of security management and its focus on business objectives may not be intuitive to the security manager who comes to private security from law enforcement or the military (Berger, 1999). Some of the responsibilities senior management may vest in a security manager include designing, developing, and implementing a comprehensive security plan to include, but not necessarily limited to: • protection of sensitive proprietary corporate information • combat pilferage, theft, product contamination, and counterfeiting • disaster/crisis management/evacuations/shelter-in-place • anti-terrorism (per the “Patriot Act”) • workplace violence • fraud prevention • travel security • special events (e.g., Board of Directors and other meetings, downsizing, demonstrations, strikes, kidnappings, extortion) • facility security (e.g., programs, systems, and equipment) • business ethics (per the Foreign Corrupt Practices Act)
- budgeting, planning, evaluating programs, activities, and personnel • managing investigations of security incidents and background checks for personnel in sensitive positions • managing uniformed security forces • coordinating with information security, environmental health and safety, human resources, audit, medical, and legal departments and local, state, and federal law enforcement • coordinating executive protection for administrators, senior management, and personnel at special risk as a result of the organizational responsibilities • designing, developing, and implementing security training programs for security personnel, other personnel with security responsibilities within their portfolios, contractors, etc. A security manager, in consort with senior management, should develop a security program tailored to the organization’s business goals and objectives, with special attention to provide security measures minimally obtrusive to business operations and commensurate with risk.
With an appreciation of the culture and business objectives of the organization, the security manager may need to educate senior management about security risks and the appropriateness of various security measures. A security department may be considered a revenue retention department if it saves the organization from revenue loss by preventing security incidents and deterring those who might perpetrate them. The security manager, hired because of his or her knowledge, expertise and professional training, is in fact the organization’s internal security consultant (St. Agnes Healthcare Security Policy Manual, 1997). In organizations in which the security manager may wear multiple hats (to include security, safety, and crisis management), he or she may be expected to have basic knowledge of, if not expertise in, fire safety, first aid, and other medical resources, disaster preparedness, and the management of hazardous materials (HAZMAT).
Today’s security manager is expected to manage the security program in a manner that limits the organization’s legal exposure. Components of a Security Business Plan The components of a security plan may differ depending upon the nature of the organization’s core business and its clientele. For instance, the security plan for a hospital or health care facility must address the pilferage and theft of controlled substances and drug paraphernalia. These items are stored, maintained, and administered at several locations within a health care facility as common practice because of the nature of patient care. The security plan must recognize this need and address the security methods for protecting the storage, maintenance, and administration of these drugs without impacting the day-to-day operations of the facility (Montgomery General Hospital Security Management Plan, 1998). The basic security plan includes four components: definition of assets, threat assessment, vulnerability analysis, and appropriate security measures.
An effective security plan will address security system and equipment design, organizational structure, and policies and procedures. Definition of Assets This component of the plan establishes security priorities. Because it is not feasible to protect all of an organization’s assets, it is important that the security manager consult with key senior and middle managers (stakeholders) to determine the priority level of the various assets to identify the organization’s most essential assets and operations. Consultations with operational managers will help the security manager determine whether certain personnel, operations, or assets are at greater risk during specific times or under identifiable conditions. The security manager should seek some level of consensus from management regarding personnel, asset, and operational security protection priorities. The priority levels are also relevant to establishing and implementing disaster/crisis management plans. Threat Assessment All organizations are confronted with a number of potential security threats, ranging from security incidents to natural disasters. Security threats can be broadly defined as either internal or external. An analysis of security threats should begin with an assessment of who and what might threaten the organization, its people, operations, and assets, and under what circumstances, during what time period, and for what reasons. The assessment should involve a review of data on losses attributed to security incidents experienced by the organization. Security incident patterns within specific industries are particularly pertinent and may be collected by industry umbrella organizations; e.g., American Petroleum Industry (API) and the National Association of Manufacturers (NAM).
Crime data compiled by local, state, and federal law enforcement agencies, although limited due to the private sector’s predisposition to address security incidents administratively rather than through the criminal justice system, still should also be reviewed. Insurance claims, security records, safety claims, audit reports, and other internal records should be reviewed to provide a history of reported losses. Special attention also should be directed to variations in vulnerability due to regional and geographic differences. For companies with facilities in different domestic and international locales, and for those with diverse business units, security incident patterns and threats will vary depending on the location and business focus.
For example, in the petroleum industry, security threats in the United States are not necessarily the same as in Southeast Asia, Africa, or the Middle East. Threats to manufacturing production operations will differ from those to exploration operations. Additionally, some businesses may be susceptible to demonstrations and/or attacks by interest groups such as militant environmental groups. American foreign policy can affect the nature and level of threats for American companies operating or trading overseas. In that regard, the Overseas Security Advisory Council (OSAC) can be of excellent assistance in conducting a threat assessment. OSAC was established in 1985 by the U.S. Department of State to foster the exchange of security-related information between the United States government and the American private sector operating abroad. Administered by the Bureau of Diplomatic Security, OSAC has developed into an enormously successful joint venture for effective security cooperation.
Through OSAC, the American private sector, including colleges and universities, is provided timely information on which to make informed corporate decisions on how best to protect its investment, facilities, personnel, and intellectual property abroad. English-language governmental sources of international security risk information include the Canadian Department of Foreign Affairs and International Trade, the Australian Department of Foreign Affairs and Trade Travel, and the UK Foreign Commonwealth Office. In addition, private international security risk assessment companies provide daily information on a subscription basis. To determine and assess risks from natural disasters, the data compiled by local, state, and federal agencies should be reviewed. The Federal Emergency Management Agency (FEMA), Army Corps of Engineers, USAID, and the World Bank are examples of information sources. Within the United States, most states have their own emergency management agencies, which are good sources as well. Information and data regarding accidents should also be reviewed. This generally can be obtained from the organization’s safety, security, risk management, environmental quality, health, legal, and human resources departments. Vulnerability Analysis This analysis focuses on the characteristics of the organization’s assets and operations that make them vulnerable to security incidents.
The objective of the analysis is to identify the potential attacks on an organization and the level of risk. A vulnerability study in conjunction with a physical security survey will aid the security manager in determining the physical, operational, and procedural weaknesses conducive to the likelihood of a threat actually occurring, as well as determining what resources are applied and what security measures are selected for the protection of assets.
Security Measures The selection of security measures should be based upon consideration of both threat and vulnerability analyses with the intent to designate those resources commensurate with risk and vulnerability and, therefore, required to protect the organization’s essential operations and critical assets subject to identifiable threats and having the greatest risk exposure or vulnerabilities. The vulnerability analysis begins an assessment of the organization’s major assets and operations relative to specific identifiable threats. Within the analysis, there should be an outline listing the events that are likely to trigger operational or asset vulnerability (Hecht, Disaster Management Planning, 2003). The list of possible security measures includes security policies and procedures, security awareness programs, security personnel, and physical security systems.
The overall goal is to select an integrated set of security measures that accommodate operational needs and business objectives. Management and Leadership Dynamic leadership is a prerequisite to effective security management. Such leadership involves astute analysis, planning, and organizing, followed by cost-effective direction and control of resources to achieve goals. The old myth of leaders being born is a fallacy; leadership, like management, is a skill that must be developed. Although the elements of management and leadership remain consistent, managers must develop and use the style(s) that fits them, their organization, and the existing circumstances. The primary rule of management and leadership success stems from applying and following tested principles but always remaining yourself (Fennelly, Handbook of Loss Prevention, 1989). A security manager has human, financial, operational, and administrative resources to successfully achieve the following security management goals: • planning • organizing • staffing • leading
- controlling • coordinating • implementing In addition to the four resources mentioned above, the following leadership and management resources must also be recognized and addressed: • time: performance efficiency • money: security department capital and operational budgets • equipment: prudent utilization, maintenance, and conservation • people: the single greatest asset in the security department In their daily activities, security managers should use the following decision-making steps to ensure the smooth and effective running of their departments: • continuous review of operations, business plans and objectives, security threats, and vulnerabilities • anticipating, recognizing, and analyzing problems • weighing the probable effectiveness of alternative solutions • making decisions • implementing solutions • post-event assessment of security solutions implemented for lessons learned
There are at least three different styles of leadership: Autocratic (The Boss) Autocratic leaders make decisions alone. Their subordinates are required to do as they are told and have no input into the decision-making process or any operational control. Autocratic leaders have total authority and responsibility. If an autocratic leader creates an oppressive environment, his or her subordinates may feel insecure and look elsewhere for employment. Autocratic leaders also rob themselves of the benefits of the full range of talent and insights born of their security personnel’s experience and expertise. Insofar as autocratic leaders may become benevolent autocrats, they may deal more effectively with subordinates.
Some employees may find a sense of security and/or satisfaction with this style of leadership. This type of leadership can provide strong motivation and psychological rewards for the leader. There are three types of leadership that fall under the benevolent autocrat. They are: • the leader who simply gives orders • the leader who praises and demands loyalty from subordinates • the leader who gives the impression that subordinates are involved in the decision-making process even though they are doing what the boss wants An autocratic leader may risk building resentment among the employees, especially when carried to extremes or if the employees are strong willed and also want to exercise authority.
Democratic (Participative) Democratic leaders create an environment in which they share some of the decision-making responsibility with their supervisors and allow their employees to provide input. This provides for a general consensus building relative to decisions. Supervisors are consulted with on matters in which they can make genuine contributions. Realistically, there are some situations in which the leader does not have the time for consensus building in making decisions. However, it is important to allow supervisors to make decisions in certain critical situations. This is particularly important for shift supervisors. Although the security manager shares the decision-making process with supervisors, of course, the ultimate responsibility of the department’s performance rests with him or her. There are a number of ways that the security manager can share the decision-making process with his or her supervisors: • by creating an environment and situations in which they can learn naturally • by enabling them to evaluate their own performance
- by allowing them to set goals that are challenging • by providing them with opportunities to improve the day-to-day operational methods • by providing them with the opportunity to pursue job growth • by recognizing and rewarding their achievements, as well as helping them to learn from their errors Laissez-faire (Free Rein) Laissez-faire leaders tend to avoid responsibility by delegating decision making to their supervisors. Security managers who exhibit this leadership style give little or no direction to their subordinates. They allow their supervisors and staff to establish their own goals and solve their own problems. This creates a leaderless department because the security manager provides no direction or guidance. This style may work for some managers when a supervisor assumes the leadership role, but in times of crisis, when difficult and immediate decisions are required, it can lead to confusion and chaos.
Which Leadership Style Works? In actual practice, security managers will use all of these leadership styles individually or in some combination depending upon the circumstances. In an emergency or crisis situation, the security manager may use the autocratic style because he or she does not have the time to meet with staff to discuss the situation (democratic style) or allow someone else to make the decisions for which he or she is responsible (laissez-faire). The good leader knows when to use each style and how far to go with each.
The security manager is challenged to vary the leadership style to fit the changing conditions under which he or her and subordinates work. Challenge and opportunity characterize the role of the security manager. Often, security managers find an urgent need to use all of their resources in the most demanding of all of their tasks, which is the leadership of people. The following five leadership techniques incorporate the principles needed to meet the challenge of being an effective security manager and leader. • gain cooperation • use authority effectively • direct and communicate • maintain discipline • develop department morale References Berger, David L. Industrial Security, 2nd edition.
Butterworth-Heinemann, 1999. Colling, Russell L. Hospital and Healthcare Security, 4th edition.
Butterworth-Heinemann, 2001. Fay, John J. Butterworths Security Dictionary – Terms and Concepts. Butterworths, 1987. Fennelly, Lawrence J. Effective Physical Security, 2nd edition.
Butterworth-Heinemann, 1997. Fennelly, Lawrence J. Handbook of Loss Prevention and Crime Prevention. Butterworth-
Heinemann, 1989. Fennelly, Lawrence J. Security Applications in Industry and Institutions. Butterworth-Heinemann, 1992.
Hecht & Associates. Security in Depth-Security Systems and Equipment, 2003. Hecht, Sheldon J. Disaster Management Plan. Professional Insurance Underwriters, Inc., 2002.
Hecht, Sheldon J. Disaster Management Planning. Hecht & Associates, LLC Industry White Paper, 2003. Hecht, Sheldon J. Emergency Planning-Bomb Threats. Business Practices Reference, Volume II. American Society for Industrial Security, 1999.
Hecht, Sheldon J. Emergency Planning-Crisis Intervention in Schools. Business Practices Reference, Volume IV. American Society for Industrial Security, 2001.
Hecht, Sheldon J. Guidelines for HIPAA Security. Virtual Forum. American Society for Industrial Security, 2003.
Hecht, Sheldon J. Security Awareness Training (PowerPoint presentation). Hecht & Associates, LLC, 2001. Icove, David, Karl Seger, and William VonStorch. Computer Crime: A Crimefighter’s Handbook. O’Reilly and Associates, Inc., 1995. Knippenburg, Tracy. Emergency Exercise Handbook. Penwell Books, 1996. Montgomery General Hospital. Security Management Plan – JCAHO EC 1.4., 1998. St. Agnes Healthcare System. Protective Services Department Security Policy Manual, 1997.
http://www.apollo.edu/content/dam/apolloedu/microsite/security_industry/AEG-PS-264517-CJS-STEM-SECURITY-ROUNDTABLE.pdf https://irp.fas.org/doddir/army/attp3-39-32.pdf https://www.uschamber.com/sites/default/files/legacy/issues/defense/files/guidelinesbc.pdf https://www.ncjrs.gov/pdffiles1/Digitization/146908NCJRS.pdf https://s3.amazonaws.com/s3.documentcloud.org/documents/749858/asis-2010-pso-guideline.pdf Please cite the 7 resources in the instructions at least once intext and at the bottom of the page
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QUALITY OF RESPONSE NO RESPONSE POOR / UNSATISFACTORY SATISFACTORY GOOD EXCELLENT Content (worth a maximum of 50% of the total points) Zero points: Student failed to submit the final paper. 20 points out of 50: The essay illustrates poor understanding of the relevant material by failing to address or incorrectly addressing the relevant content; failing to identify or inaccurately explaining/defining key concepts/ideas; ignoring or incorrectly explaining key points/claims and the reasoning behind them; and/or incorrectly or inappropriately using terminology; and elements of the response are lacking. 30 points out of 50: The essay illustrates a rudimentary understanding of the relevant material by mentioning but not full explaining the relevant content; identifying some of the key concepts/ideas though failing to fully or accurately explain many of them; using terminology, though sometimes inaccurately or inappropriately; and/or incorporating some key claims/points but failing to explain the reasoning behind them or doing so inaccurately. 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APA 6th Edition is used with only a few minor errors. There are minor errors in reference and/or citations. And/or there is some use of questionable sources. 20 points: Credible scholarly sources are used to give compelling evidence to support claims and are clearly and fairly represented. APA 6th Edition format is used accurately and consistently. The student uses above the maximum required references in the development of the assignment. 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