Security Operations Management

Front Cover
Security Operations Management
Security Operations Management
Copyright
Table of Contents
Acknowledgments
I - 
General Managerial Fundamentals and Competencies
	1 - Security Operations in the Management Environment
		Organizations and Managers
		What Is an Organization?
		Who Is a Manager or Director?
		What Is Security and Who Is a Security Manager?
		What Is the Purpose of an Executive?
		What Is the Strategy of Management?
		Characteristics of Modern Organizations
			Classic Management Theorists
			Other Scientific Management Pioneers
			Likert’s System 4 Categories
			The SWOT Matrix
			Security Management Precedent Setters
		Organizations and Security
			For-Profit Corporations
			Not-for-Profit (NFP) Corporations
			Government Security Operations
				Layers of Management
				Security in the Organization’s Hierarchy
				Structure of a Complex Security Department
				Ethics and Security Operations
		Summary
		Discussion and Review
		Endnotes
			Additional References
			Further Research Sources
	2 - Core Competencies to Create Effective Protection Programs: The Demise of Pan Am World Airways
		Core Competencies of Security Operations
			Initiating and managing security programs
		A Brief History of a Growing Field
		How Contemporary Security Services Have Evolved
		What Drives Security Operations?
		Laws That Affect Growth of Security Service
		9/11 and Its Consequences
			The Sarbanes-Oxley Act
		Other Legal Measures Affecting Security
		The Role of Unions in Security Operations
		The Growth of the Modern Protective Industry
		Security Services
		Security Services and Products as a Global Business
		How Security Executives Rank Priorities
		Specific Concerns for Different Industries
			Manufacturing/Logistics
			Finance and Insurance
			Healthcare and Social Assistance/Biotech and Pharmaceuticals
			Utilities/Telecommunications
		Summary
		Discussion and Review
		Endnotes
			Additional References
			Further Research
	3 - Decisions on Hiring to Meet Protective Goals
		Personnel Planning
		Job Descriptions
		Negligent Hiring Litigation
		The Vetting Process
		Recruiting
			In-person prescreening
			The Application
			Social Media
			Ban the Box
			E-Verify
			References
			Employment Verification and Continuity
		The Polygraph
		Preemployment Testing
			Psychological or Behavioral Characteristics
			Clear Purpose or Early-Screening Tests
			Other Tests
		Testing the Tests
		Finding Applicable Test Instruments
		Job-Related Skills Testing
		The Challenge of Work Opportunity Tax Credit (WOTC)
		Fitness for Work
		Reviewing the File
		The Final Employment Interview
		Assessing the Candidates
		Preemployment Drug Screening
		Marijuana and the Workplace
		General Medical Fitness
		The Final Offer of Employment
		Summary
		Discussion and Review
		Endnotes
			Additional References
		Further Research Sources
	4 - Training and Development for High Performance
		Why Train Anyhow?
		The Training Manager
		Planning Training and Development Requirements
		That Critical Phase of Orientation
		Training for New Security Employees
		Security Training in Europe
		Training Techniques
		Using Audiovisual (AV) Materials and PowerPoint
		Advanced Training for Cybersecurity
		The Criticality of Firearms Training
		Continuing Training, Education, and Development
		A Challenge for Security Training: De-escalating Violence
		Emergency and Fire Prevention Training
		Security Training Desirable for Nonsecurity Personnel
		Training for Trainers and Supervisors
		Development and Education for Managers and Executives
			Certifications for Loss Prevention
		Measuring Effectiveness
		Summary
		Discussions and Review
		Endnotes
			Additional References
		Training Resources
	5 - Supporting and Motivating Supervisors and Staff
		Supporting Supervisors and Staff
		Who Counts as a Supervisor?
			Placement
		Safety at Work: The Responsibility of Supervisors
		Why Be a Supervisor, Anyway?
		Why Some People Are Not Cut Out to Be Supervisors
		Duties of Employees to Supervisors and the Workplace
		Motivating Supervisors and Staff
		Time Management for Supervisors and Managers
			The ABC Technique
			The Pareto Principle
			Slow Down to S.T.O.P. to Move Ahead
		Time Analysis Management
		Delegate Everything Delegable
		Using Technology for Greater Efficiency
		Clean Desk or Messy?
			Starting the Day Early
		Motivation Matters
			Theory X and Theory Y
			Theory Z
		The Complexity of Motivation
		The Hawthorne Investigations
		The Hierarchy of Human Needs
		Motivational-Hygiene Factors
		Money as a Motivator
		Manipulated Self-Motivation: The Pygmalion Effect
		The Limitations of Motivation Research
		What’s Wrong with Praising Worker Performance?
		Summary
		Discussion and Review
		Endnotes
			Additional References
II - Special Issues in Security Management
	6 - Appraising and Promoting People in Security Programs
		The Difficulties of Performance Appraisal
		Who Should Be Appraised and When?
		Appraisal for All Levels and by All Levels
		What Types of Evaluation Do Workers Prefer?
		What Needs to Be Evaluated and How?
		Using a Formal Appraisal Document
		Job Performance Rating: Creating the Documentation
		The Need for Appraisal Documentation and Its Protection
		Other Written Appraisal Techniques
		The Appraisal Interview
		Assessing Performance Among Different Employment Levels
		Reviewing Management Strategy
			Management by Objectives (MBO)
		Examples of MBO in Security Applications
			Example 1
				Program
				Program
			Example 2
				Program
				Program
				Program
		Critical Incident Review
		Problem-Solving Ability
		Field Review
		Performance Reviews for Senior Management
		The Limitations of Appraisals
		Evaluating Workers When They Work at Home
		The Promotion Process
			Advancement That Stops Short of Promotion
		Why Promotions Are Important
		Summary
		Discussion and Review
		Endnotes
			Additional References
	7 - Discipline and Discharge
		Why Some Employees Fail to Achieve Desired Standards
		The Psychological Basis of Noncompliance
		Why Some Supervisors Do Not Discipline Well
		Human Relations–Oriented Managers
		Progressive Discipline to Save Ineffective Workers
		Why Employees Are Disciplined
		Legal Issues for Wrongful Discharge
			At-Will Employment
		Special Defenses Against Discharge
			Legal Cases of Proper and Improper Discharges
			Insurance Against Wrongful Termination
			Procedures at the Time of Dismissal
			The Exit Interview
			Dismissal and the Disgruntled Employee
		Workplace Bullying and Disruptive Behavior Prevention
		Using Employee Assistance Programs for Aiding Workers
		T.I.M.E. Is Not on Your Side
		Summary
		Discussion and Review
		Endnotes
			Additional References
	8 - Accounting Controls and Budgeting
		Financial Controls in the Organization
		The Evolution of Financial Controls
		Consolidated Balance Sheets
		Notes to the Consolidated Balance Sheet and Statement of Operations
		Statement from the Independent Auditor
		The Significance of Change in Auditors
		The Securities and Exchange Commission
		Manipulation of Financial Statements
		Not-for-Profit (NFP) Organizations
		Budgeting for a Security Department
		The Process of Budget Creation
		The Goals of the Corporation: Profits
			Return on Equity
			Return on Investment
				Capital Budgeting for Security Programs
		Payback Method
		Initial Investment Rate of Return Method
		Time-Adjusted Rate of Return Method
		Other Managerial Options If a Proposal Is Rejected by Senior Management
		When Senior Management Seeks to Cut the Security Budget
		Security as a Profit Center
		Forensic Safeguards to Internal Fraud
		Generally Accepted Accounting Principles
		Fraud, Embezzlement, and Security
		Separating Tasks: A Powerful Tool Against Fraud
		Summary
		Discussion and Review
		Endnotes
			Additional References
	9 - Operating Personnel-Intensive Programs
		The Proprietary/Contract Employee Debate
		Combined Proprietary and Contract Staffs
		Core Expectations of Security Officers
		Other Important Expectations
		Nonexpectations of Security Officers
		Peace Officer Use and Training Standards
		Hiring Current Police Officers on an Off-Duty Basis
		Searching for Investigators to Find Facts
		Private Investigations to Enhance Law Enforcement
		The Importance of Investigations in IT Crimes
		Nonexpectations of Investigators
		Trends in Proprietary and Contract Security
		Proprietary Security Strategy
			Scheduling Requirements
			Determining Personnel Needs for Posts
			Salary and Compensation
		Contract Security Services
		Insurance for Security Services
		Selecting Contract Security Services
			Small Programs
			Large Programs
			Elements of a Comprehensive RFP
		Determining Final Costs
		The Delicate Relationship to Achieve a Successful Contract
		Continuous Supervision
			General and Professional Liability Insurance
		Retaining Services of Private Investigators and Consultants
		Contracting for Alarm Monitoring Services
		Purchasing Security Services Through Internet Proposals
		Summary
		Discussion and Review
		Endnotes
			Additional References
	10 - Operating Physical Security- and Technology-Centered Programs
		Situational Crime Prevention: A Strategy of Crime Reduction
		The Risk-Versus-Cost Ratio
		Dealing With Managers Who Oppose Security Programs
		Why Physical Security Is Important
		Selecting Security Countermeasures to Reduce Loss
		Facility Design: Location, Area, and Architecture
		Animals
		Barriers
		Security Glazing
		Signs
		Locks, Keys, and Containers
			Key-Operated and Electronic Remote Locks
			Lock Hardware and Mountings
			Vaults and Safes
		Lighting Systems and the Need for Power Backup
		Internet Protocol/Closed-Circuit Television
			Monitors of IP/CCTV Displays
			Recording Devices and Media
			Video Surveillance Trends
			Technical Features
		Intrusion Detection Systems
		Access Control Systems
			Identification Numbers and Passwords
			ID Cards and Tokens
				Biometric Features
				Radio-Frequency Identification
		Alarm Systems
		Robotic Systems
		Drones for Security Use
		Communications and Intelligence
		Information Security Systems
			Physical Security, UPS for Information Systems and Data Storage in the Cloud
			Systems Security
			Other Considerations: Disposing of Media; TEMPEST
		Contraband Detection
			X-Ray
			Explosives and Drug Detection
			Metal Detectors
		Fire Detection and Life Safety
			Smoke, Heat, and Carbon Monoxide Detectors
		Designing Security Systems
		Summary
		Discussion and Review
		Endnotes
			Additional References
	11 - Global Leadership for Optimal Security Operations
		Learning About Leadership
		Leadership and Power
		Leadership Traits of the Marines
		The Importance of Discretion, Especially in Security Management
		The Problems With Leadership
		What Is Distinctive About Leadership for Security Operations?
		Critical Leadership Issues for Security Operations Managers
		1. Cyber/Communications Security: Internet/Intranet Security
		2. Active Shooter or Active Assault/Assailant Threats
		3. Workplace Violence Prevention/Response
			General Workplace Violence
			Loss of Work Owing to General Injuries; Loss of Life of Security Personnel
		4. Business Continuity Planning/Organizational Resilience
		5. Cyber/Communications Security: Mobile Technology
		6. Employee Selection/Screening/Rescreening (Including Insider Threats)
		7. Crisis Management and Response: Natural Disasters
		8. Property Crime: External Theft/Vandalism
		9. Litigation: Inadequate Security
		10. Crisis Management and Response: Domestic Terrorism/Lone Wolf Attacks
		Other Significant Management Concerns
		Terrorism: Implications for Security Management
		Responding to a Pandemic, Covid-19: Fast Action for a Global Crisis
		General Employee Theft: Losses From Within
		Unethical Business Conduct: Propriety in Practice
		Identity Theft: A Global Surge
		Sexual Harassment/Equal Employment Opportunity (EEOC) Concerns: A Sensitive Risk of the Times
		Fraud/White-Collar Crime: Perversion of Truth
		Business Espionage/Theft of Trade Secrets: An Overlooked Risk
		Litigation: Negligent Hiring in a Contentious Era
		Kidnapping/Extortion: Grand Drama Within the Workplace
		Organized Crime: The Sinister Side of Commerce
		Future Directions of Security Operations
		Summary
		Discussion and Review
		Endnotes
			Additional References on Leadership
			Additional References on Workplace Sexual Harassment
			Additional References on Current Security Challenges
A - Contact Information for Security Organizations
	Academic, Trade, and Professional Associations
	Federal Contacts
B - Code of Ethics of ASIS International
	PREAMBLE
	Article I
		Ethical Considerations
	Article II
		Ethical Considerations
	Article III
		Ethical Considerations
		Article IV
		Ethical Considerations
	Article V
		Ethical Considerations
	Article VI
		Ethical Considerations
C - The MBA Oath
	PREAMBLE
D - Selected Security Standards
	ASIS International
	ASIS International—Under Development
	International Code Council (ICC)
	National Fire Protection Association (NFPA)
	National Institute of Justice (NIJ)
	Network Security Standards
	Security Industry Association (SIA) Standards
	Underwriters’ Laboratories (UL)
	US Department of State
E - Example of Academic Curricula in Security Management
	Part I. Required core courses:Credits: 18
	Students select five courses from one of the three Categories (A-C) below. At least two courses must be at the 300-level or abov...
	Category A. Security and Risk Management
	Part IV. SEC 405 Senior SeminarCredits: 3
	Emergency Management Specialization
	MS in Security Management (courses only available online)
	Thesis Track
Index
	A
	B
	C
	D
	E
	F
	G
	H
	I
	J
	K
	L
	M
	N
	O
	P
	Q
	R
	S
	T
	U
	V
	W
	X
	Z