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ASIS CPP REVIEW COURSE

ASIS CPP REVIEW COURSE. SECURITY MANAGEMENT. GENERAL PRINCIPALS OF ORGANIZATION . ELEMENTS OF SUCCESSFUL MANAGEMENT understand your role study your organization set meaningful and attainable goals serve your customer implement modern management techniques. SIX PRINCIPLES OF ORGANIZATION .

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ASIS CPP REVIEW COURSE

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  1. ASIS CPP REVIEW COURSE SECURITY MANAGEMENT

  2. GENERAL PRINCIPALS OF ORGANIZATION • ELEMENTS OF SUCCESSFUL MANAGEMENT • understand your role • study your organization • set meaningful and attainable goals • serve your customer • implement modern management techniques

  3. SIX PRINCIPLES OF ORGANIZATION 1. Logical division of work • Purpose • Process or method • Clientele - who is your customer • Time • Geography - divided by region

  4. SIX PRINCIPLES OF ORGANIZATION 2. Clear lines or authority 3. Span of Control Supervisor to Employee Ratio Ideal 1:3 Good 1:6 Acceptable 1:12

  5. SIX PRINCIPLES OF ORGANIZATION 4. Unity of Command 5. Chain of Command 6. Coordination to meet organization goals

  6. SIX PRINCIPLES OF ORGANIZATION Responsibility and Authority 1. Line function implies a direct relationship 2. Staff functions are service or advisory 3. Functional authority - delegated by senior management

  7. The Organizational Structure • The organization Structure is two dimensional • Horizontal plane • Vertical Plane • The structure must be fluid and flexible • Security Director should report to member of Senior Management

  8. Security’s role in the Organization • The Protector or guardian • Sennewald: Value is better measured by what does not happen than by what does. • Post: The better the job done, the harder it is to justify the need

  9. Special Services • Executive Protection • Investigative assistance • Body guard/escort service • Emergency Services

  10. Educational Services • General Security programs • Supervisory training programs • Employee self-protection programs • Security Awareness Presentations

  11. The Role of the Security Director • A Leader • Company Executive • Be Highly Visible • An Executive with a Broad Profile • An Innovator • A counselor/Advisor • A Trainer • A Goal Setter

  12. Training • Policy - what management wants them to do • Objective - why management wants them to do it • Procedure - How Management wants it done

  13. Training • The ideal trainer should have full responsibility for training • A trained security officer generally makes a poor trainer of other security personnel • Training must meet organizational goals

  14. Motivation and Morale • Abraham Maslow • “Hierarchy of Needs” • Physiological • Safety • Love • Esteem • Self-Actualization

  15. Motivation and Morale • Frederick Herzberg • “Motivation - Hygiene Theory” • Achievement • Recognition • Satisfaction • Responsibility • Advancement

  16. Motivation and Morale • Douglas McGregor • Theory X and Theory Y • Managers hold pre-conceived assumptions

  17. Motivation and Morale • Theory X • Everybody is bad • paternalistic • Negative • Heavy Handed

  18. Motivation and Morale • Theory Y • Now is the norm • Expect people to do tasks • positive • Geared to Self Actualization

  19. Motivation and Morale • Warren G. Bennis • Integration of task • Social Influences • Collaboration • Revitalization • Adaptation

  20. Motivation and Morale • Chris Argus • Maturity Vs Immaturity • From immature to mature (OJT concept) • Short to long term • Subordinate - supervisor • Lack of self-awareness - control

  21. Motivation and Morale • Theory Z • Team Concept • Each task has important interdependency • De-emphasizes the Manager

  22. Motivation and Morale • Autocratic Approach • Dogmatic • Absolute Power • Control Freak • Similar to Theory X

  23. Motivation and Morale • Custodial Approach • company Towns • Cradle to grave dependent upon company • Relationship with employer

  24. Motivation and Morale • Supportive Theory • Stresses leadership • Us Vs. They • Training never stops

  25. Communication • Most Important Management Skill • Open climate of communication • all employees should be free to communicate with security manager • must be horizontal - up and down - two ways

  26. Discipline • Disciplines should be positive • Constructive in nature • means to an end • all employees require constructive discipline

  27. Discipline • Rules of the Disciplinary process • Put rules in writing • Discipline in private • Be objective and consistent • Educate don’t humiliate • Keep a file on all employee interactions • Exercise discipline promptly

  28. Promotions • Two basic qualification factors • performance record • anticipated/expected performance • Education achievement should be considered later • Disqualifiers should be valid for one time only

  29. Budgeting and Planning • A budget is a plan stated in financial terms • estimate of resources • cost-effective allocation

  30. Budgeting and Planning • Plans must be based on good judgement and good decision making • Goals, objectives, budgets should be established jointly • Plans should meet company’s overall strategies • Organizational approach

  31. Budgeting and Planning Steps for successful planning • Identify the problem • Collect all the Facts • Review available information • Identify alternative plans • Select most appropriate plan • consult and involve others • Implement the plan • Evaluate the results

  32. Risk Assessment • Loss event Profile • Loss Event Probability • Loss Event Criticality

  33. Risk Assessment Methods of handling risk • Accept • Modify • Eliminate • Transfer

  34. Risk Assessment Preventive Measures • Policies and procedural control • Hardware • Electronic systems • Personnel

  35. Labor Relations Federal Labor Laws • National Labor Relations Act 1935 • Labor management Relations Act 1947 • Landrum - Griffen Act - 1959

  36. Labor Relations • Security Management • Security must protect both the company and the union • Guards and non-guards cannot belong to the same bargaining unit for NLRB certification

  37. Labor Relations • Unfair Practices • Admittance to facility • handling distribution of union literature • Search and seizure • Undercover investigations • Surveillance • Interviews • Termination for cause • Background checks • Hiring Practices

  38. Labor Relations • Just Cause Discharge • Credible evidence of misconduct • Rules must be reasonable, communicated, uniformly enforced and within management’s authority • Mediation • Arbitration - grievance procedure

  39. Labor Relations • Right to union representation • Weingarten • Union representative probably has right to counsel employee • Employer not required to bargain or discuss with union representative • non-union employees are to entitled to representatives

  40. Guard Forces • Advantages of contract • Monetary savings • Schedule Flexibility • Contract company responsible for Human Resource issues • Expertise of guard company • Guard force experience

  41. Guard Forces • Advantages of Proprietary • Tighter control and supervision • Better training • Employee loyalty • Company interests are better served

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