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General Security Management the organizational structure is a vehicle for the organization of the purposes for which a company is established. It does not think, cannot act or react. Yet it is absolutely essential in the work environment. A sound organizational framework facilities the accomplishment of task by members of the organization, people working under the supervision of responsible managers.
ORGANIZATION • 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 responsibility with clearly defined channels of communication and authority.
General Principles of Organization Six widely accepted principles in the design of a sound organizational framework. • Logical Division of Framework • Clear Lines of Authority and Responsibility • Span of Control • Unity of Command • Responsibility, Authority and accountability • Coordination to meet Organizational Goals
Logical Division of Work • The necessity for the division of work becomes apparent when more than one man are on the job. The manner and extent of the division of the work greatly influence the product or performance qualitatively.
Primary Ways to Divide Works 1. PURPOSE- the Security Department could be organized into 2 divisions: Loss Prevention(its purpose being to prevent losses) and Investigation(its purpose being to apprehend those who defeated the efforts of the prevention unit).
2. PROCESS OR METHOD- a process unit is organized according to the method of work, all similar process being in the same unit. 3. CLIENTELE- clientele may be divided according to the clientele served or worked with. Functional organization- group of security personnel to perform work divided by its purpose, process or clientele.
4. TIME- generally, security service is on a 24- hour coverage, in a three eight-hour or two twelve-hour shifts, with fixed posts, mobile, and communication and alarm center. 5 GEOGRAPHY- security personnel assigned to outlying location should be only directly supervised by security management(line authority).
Clear Lines of Authority and Responsibility • Once the work has been properly divided, the organization takes on the appearance of a pyramid-like structure, within which are small pyramids
Span of Control • There is a limit to the number of subordinates who can be supervised effectively by one person, and that limit should not be exceeded. The limit ranges from a maximum of five at the highest level in the organization, to a maximum of twelve at the lowest level. The greater the degree of sophistication of the interactions between supervisors and subordinates, the narrower is the optimum span of control
Unit of Command • This principle means that an employee should be under the direct control of one and only one immediate superior. It also dictates that a task or function requiring the action of two or more people must also be under the direct control of but one supervisor.
Responsibility, Authority and Accountability • The true art of delegation includes giving responsibility with commensurate authority and then holding the employee fully accountable for his use of that authority. In other words, the employee must be given both responsibility and authority and held accountable for both.
Coordination to Meet Organizational Goals • The best way to coordinate all units and personnel into the harmonious achievement of the organizational goals is to establish a sound security training program and good organizational communications. The emphasis should be on educating employees about the organizations and its objectives; defining the importance of each sub-unit’s contribution to the whole; developing organizational pride and individual security employee self-esteem; creating a sense of security unity and identification within the company as a whole, and developing a climate wherein the individual employee includes organizational goals within his own personal goals.
The Changing Role of Security • Today, there is an ever increased recognition of the need for security within the whole spectrum of company operations directly or indirectly concerned with the business “bottom line”. As a result, there is an increased in responsibility and in turn required commensurate authority. To provide the security manager with that necessary authority, he along with his organization has moved up in the organizational pyramid to report directly to senior management, usually a vice president. That vice president delegates a portion of his authority to the security chief, who can then exercise what is known as functional authority. Reporting directly to a vice president places the security executive at the top of the middle management sector of business.
Security Contribution to Profits • Security contributes to company or corporate profits by reducing or eliminating preventable losses, including those caused behavior. The cost of raw materials, the cost of labor and cost of fixed expenses such as rent, utilities and insurance cannot be reduced. They are all rising. But the reduction of losses can be attained by competent security professionals.
Organizational Structure • The organizational structure of a security department should reflect the six general organizational principles. It is a valuable and necessary management tool to organize tasks and people in an intelligent, meaningful and responsible structure in order to meet and discharge the security functions in any company. • The organizational structure is two-dimensional, defining responsibilities and lines of authority. In practice the structure will be affected by a third dimension: personnel. This dimension is reflected in the influence of the individual security manager, the necessity of using existing personnel, and the presence of invisible interdepartmental structures.
Protective Service • The most conspicuous role of the Security Department in any organization is that of Protective Service Role – to protect the company’s property, product, assets, equipment, reputation, and employees. The value of such service is better measured by what does not happen than by what does. The posture of the protective role is one of prevention – prevention of crime and prevention of losses by means of a strategy the criminal the opportunity to succeed.
Special Services • The Security Department’s objectives are designed to contribute to the achievement of company goals. Company executives, who provide vital leadership for company goal achievement, have personal goals which are difficult to separate from company goals. Service to the company and service to management should be synonymous, for what is good for the executive team is good for the company, and vice versa. Special services may include the followings:
Home security - The homes of executives are attractive targets for robbers and terrorists. Hence, the installation of extraordinary protective measures against criminal intrusion and attack is recommended. • Investigative Assistance - Investigative skills can be used in peripheral service, from tracing the license plate number of a hit-and-run driver who sideswiped an executive’s car, to tracking the source of an obscene letter sent to an executive’s home, t o locating the runaway daughter of an executive.
Bodyguard/Escort Service - Bodyguard/Escort duties constitute another dimension to the variety of special services the security organization can provide. • Emergency Service - The Security Department can offer company management a unique emergency service because it runs on a twenty-four-hour-a-day operation. The emergency service becomes a clearing-house for processing emergency messages, dispatching emergency services, notifying appropriate people of problems, as well as exploiting the flow of such information.
Educational Services • An increasingly important and relatively new role for the Security Department is that of trainee and educator. As the private sector assumes more and more responsibility for law and order of private premises, there is an increasing need to educate employees and non-employees alike of the necessity and objectives of security.
General Security Programs - Whereas the induction training addresses itself to the new employee and the consequences of dishonesty, the Security Programs are aimed at creating a appreciation and understanding of the Security Department’s objectives as they relate to the specific industry they serve. • Supervisory Training Sessions - New supervisors, while undergoing anew set of directions aimed at assisting them in their new responsibilities as supervisors, should be exposed to security problems that are peculiar to supervisors. What supervisors should do under certain circumstances; their limitations, and company’s expectations under a variety of security conditions.
Employee Self-Protection Programs - The most dramatic and best-attended employee self-protection programs are sex assault protection sessions. Employees are impressed that the Security Department is concerned about the protection of female employees. Other programs like kidnapping prevention for executives, protection of personal property and home for regular employees, and basic self-defense are all possible programs. • Unit of Departmental Presentation - Another important educational service role Security plays is in giving security presentations to various company units or departments. If a particular company unit, regardless of its organizational function or composition, whishes to hear from the Security Department, then the department should respond with a message aimed at that particular group.
Management Services • To make the maximum contribution to the organizational goals, security personnel, particularly at the managerial level, should achieve visibility as company representatives as well as security management representatives. Specialists, as important as they may be, make limited contributions. Those who serve on various committees not specifically formed for pure protection purposes play an additional new role in the organization. The provide the company with a managerial support or service always in demand in organizational life.
Role of the Security Director • The effective Security Director should have a track record of success in handling people and problems. He will be a dynamic results-oriented individual with a high level of personal integrity. He should have the ability to develop organizational plans, to evaluate personnel and their assignments, and to supply direction of the security’s function.
The Security Director as a Leader - The Security Director does notmanage the department but provides leadership for the manager and management team. Providing leadership means setting the right climate, pointing out directions, and suggesting alternatives.
As a Company Executive - The Security Director’s role as a company executive means that he identifies with and is accepted by senior and middle management as part of the company’s management team. He should not be viewed narrowly as a security man but rather as a skilled executive in the security field. His demeanor, deportment, grooming and attire should be equivalent of that of his peers.
As an Executive with High Visibility - This refers to Security Director who is well known in and out of the company and who is seen frequently. He should be an interesting and effective speaker who is sought after to make presentations. Additionally, he should be visible and available to all the security ranks.
As an Executive with a Broad Profile - A broad profile means that the Security Director has interests in and contributes to other areas of the business beyond the security function.. Such exposure and activity not only enhance his executive image but have other rewards as well, like the opportunity to meet, talk to and work with people in the company whom he might never meet otherwise.
As an Innovator - The Security Director is constantly charged with the responsibility of finding new ways to do the job-better, less expensive ways – and thus he must be an innovative, flexible administrator. Innovation means experimentation and risk.
As a Counselor and Adviser - Because of his wisdom and years of experience, the Director’s role as counselor and adviser is an invaluable one to the department as well as to the company. His role is to give advice, suggest alternatives, help solve problems. He is an adviser to company management in terms of policy, construction planning, special events, emergency and disaster planning, executive protection suggestions, executive problems and a host other areas wherein his good counsel is sought.
As a Trainer - The Security Director sets the right climate for the department with a supportive attitude on the importance of the training and development of every security employee. If he is supportive on an aggressive, structured training program within his organization, that is what he will get. If he is lukewarm about training and feels that it takes away time that is necessary to get the job done, he will end up with a fragmented, ineffective program.
As a Contemporary Professional - Being a contemporary professional means that the Director keeps abreast of the security industry – familiar with current laws affecting the industry, new and improved technology and systems, current trends, and the general state do the art. He is constantly involved in training and educational programs. This growth comes from broadened experiences coupled with new concepts, strategies, and tactics made known through some form of institutionalized educational process.
As a Goal Setter - Establishing objectives and setting goals for the organization is an important aspect of the Security Director’s job. Foals obviously set directions, provide challenge, and should require genuine effort to be achieved. Goals must be quantitative or qualitative in nature. They may include replacing personnel with hardware to reduce payroll costs; converting a predetermined number of units to a new access control program within a specified time frame; reducing specific losses by a set percentage; improving a certain measurable skill of security personnel such as firing ranges scores, or designing and implementing a new training programs for major disaster.
