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Effective Security Management

ISBN-10: 0750699078

ISBN-13: 9780750699075

Edition: 3rd 1998

Authors: Charles A. Sennewald

List price: $44.99
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Description:

This 3rd edition is enhanced with the addition of an entire chapter devoted to computer security. It explains many of the applications that the personal computer can have in all aspects of the security function. A glossary of terms is provided.
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Book details

List price: $44.99
Edition: 3rd
Copyright year: 1998
Publisher: Elsevier Science & Technology Books
Publication date: 3/19/1998
Binding: Hardcover
Pages: 352
Size: 6.48" wide x 9.55" long x 1.09" tall
Weight: 1.716
Language: English

Charles "Chuck" Sennewald is an independent security management consultant and former Director of Security at The Broadway Department Stores, a major division of Carter Hawley Hale Stores, Inc. He is also the author of numerous security industry books, including Butterworth-Heinemann titles: The Process of Investigation, Shoplifting, Security Consulting, and Effective Security Management. Mr. Sennewald is the founder and first president of the International Association of Professional Security Consultants (IAPSC) and a member of the American Society for Industrial Security (ASIS).

Prefacep. xix
Introduction: Managing the Organizationp. 1
Managerial Actsp. 1
Managerial Functionsp. 2
Planningp. 2
Organizingp. 2
Directingp. 3
Coordinatingp. 3
Controllingp. 3
Summary of Management Functionsp. 4
The Successful Managerp. 4
Characteristicsp. 4
Leadershipp. 5
Time Managementp. 6
Time Management Tipsp. 6
General Security Managementp. 9
General Principles of Organizationp. 11
Organization Principlesp. 11
Logical Division of Workp. 12
Clear Lines of Authority and Responsibilityp. 14
Span of Controlp. 14
Unity of Commandp. 16
Responsibility, Authority, and Accountabilityp. 17
Coordination to Meet Organizational Goalsp. 18
Where Security Fits in the Organizational Structurep. 19
The Changing Role of Securityp. 19
Security's Contribution to Profitsp. 20
To Whom Does Security Report?p. 20
The Difference Between Corporate and Company Securityp. 20
Summaryp. 24
Review Questionsp. 24
Organizational Structurep. 25
The Informal Organizationp. 26
Subunit Structuresp. 29
Corporate Culturep. 31
Summaryp. 31
Review Questionsp. 32
Security's Role in the Organizationp. 33
The Protective Service Rolep. 33
Special Servicesp. 35
Executive's Home Security Surveyp. 35
Investigative Assistancep. 36
Bodyguard/Escort Servicep. 37
Emergency Servicep. 37
Educational Servicesp. 38
General Security Programsp. 39
Supervisory Training Sessionsp. 39
Employee Self-Protection Programsp. 39
Unit or Departmental Presentationsp. 40
Management Servicesp. 40
Summaryp. 41
Review Questionsp. 41
The Director's Rolep. 43
The Security Director as a Leaderp. 44
As a Company Executivep. 44
As an Executive with High Visibilityp. 44
As an Executive with a Broad Profilep. 45
As an Innovatorp. 46
As a Counselor and Advisorp. 47
As a Trainerp. 48
As a Contemporary Professionalp. 49
As a Goal Setter and Strategic Plannerp. 50
The New Security Directorp. 51
Summaryp. 52
Review Questionsp. 52
The Security Supervisor's Rolep. 53
The Supervisor as an Inspectorp. 53
The Supervisor and the Individual Employeep. 54
Supervisory Authorityp. 55
The Supervisor as the "In-Between" Manp. 56
The Supervisor's Span of Controlp. 56
One Bossp. 57
Automatic Shifting in the Line of Commandp. 58
Functional or Staff Supervisionp. 58
Supervisory Trainingp. 59
Summaryp. 60
Review Questionsp. 60
The Individual Security Employeep. 61
Standards of Conductp. 62
Courtesyp. 62
Responsibilityp. 63
Due Processp. 63
Cooperationp. 64
Personal Integrityp. 65
Attitudep. 67
Summaryp. 68
Review Questionsp. 68
Security Personnel Managementp. 69
Hiring Security Personnelp. 71
Hiringp. 73
Recruitingp. 73
Initial Interviewingp. 75
Secondary Interviewingp. 78
Selection of Best Candidatep. 79
Background Investigation of Applicantp. 79
Job Offerp. 81
Summaryp. 81
Review Questionsp. 81
Job Descriptionsp. 83
Accuracy and Completeness in Describing the Jobp. 83
Matching Applicant to the Jobp. 84
Employee's Understanding of the Jobp. 85
Matching Training to Job Descriptionp. 85
Performance Evaluations Based on Job Descriptionsp. 86
Job Descriptions Are Currentp. 87
Composition of the Job Descriptionp. 87
Sample Job Descriptionp. 88
Summaryp. 90
Review Questionsp. 90
Trainingp. 91
Shortcomings of Typical "Training"p. 91
Training Definedp. 93
On-the-Job Trainingp. 93
Structuring the OJT Experiencep. 93
The On-the-Job Trainerp. 94
Formal or Structured Trainingp. 94
POP Formula: Policy, Objective, Procedurep. 95
Detailed Expansion of Procedurep. 96
Training as Ongoing Responsibilityp. 97
Types of Security Training Programsp. 98
In-Service General Seminarsp. 98
Interrogation Workshopp. 99
Testifying in Court Seminarp. 99
Report Writing Workshopp. 99
Supervisory Trainingp. 99
Meeting Organizational Needsp. 99
Security Manualp. 100
Summaryp. 100
Review Questionsp. 101
Disciplinep. 103
The Supervisor's Role in Disciplinep. 104
Disciplinary Problems Arising from Misunderstood Assignmentsp. 105
Basic Rules of the Disciplinary Processp. 106
Progressive Disciplinep. 109
Self-Disciplinep. 110
Self-Discipline and Vanityp. 110
Self-Discipline and Temperp. 110
Self-Discipline and Argumentsp. 110
Self-Discipline and Personal Likes and Dislikesp. 111
Self-Discipline and Work Habitsp. 111
Self-Discipline and Humilityp. 111
Summaryp. 111
Review Questionsp. 112
Motivation and Moralep. 113
"Theory X" and "Theory Y"p. 113
Organizational Behaviorp. 114
The Autocratic Theoryp. 114
The Custodial Theoryp. 115
The Supportive Theoryp. 115
Work Motivation Theoryp. 116
Responsibility as a Motivatorp. 117
Achievement as a Motivatorp. 118
Recognition of Achievement as a Motivatorp. 118
Growth as a Motivatorp. 118
Advancement as a Motivatorp. 119
Demotivatorsp. 119
Summaryp. 122
Review Questionsp. 123
Promotionsp. 125
Identifying Promotional Candidatesp. 125
The Candidate's Educational Achievementsp. 126
The Candidate's Track Recordp. 126
Anticipated Performance in the Higher-Level Jobp. 127
Selection of the Right Candidatep. 128
The Board Interviewp. 129
Following the Selectionp. 129
Promotion from "Within"p. 130
Vertical Promotion Outside the Departmentp. 130
Advantages of Multiple Layersp. 131
"Temporary" Promotionsp. 131
"Retreating"p. 132
Summaryp. 133
Review Questionsp. 133
Communicationp. 135
Types of Communicationp. 135
Verbal-Downp. 135
Verbal-Upp. 136
Written-Downp. 136
Written-Horizontalp. 138
Written-Upp. 139
Verbal-Horizontalp. 140
Actionp. 141
About Listeningp. 142
Summaryp. 143
Review Questionsp. 143
Career vs. Noncareer Personnelp. 145
Career Personnelp. 146
Advantages of Career Personnelp. 146
Disadvantages of Career Personnelp. 147
Part-Time Noncareer Personnelp. 148
Advantages of Part-Time Noncareer Personnelp. 148
Disadvantages of Part-Time Noncareer Personnelp. 149
Contractual Noncareer Personnelp. 150
Advantages of Contractual Noncareer Personnelp. 150
Disadvantages of Contractual Noncareer Personnelp. 151
Combining Career and Noncareer Personnelp. 152
Summaryp. 153
Review Questionsp. 153
Operational Managementp. 155
Planning and Budgetingp. 157
What Is a Budget?p. 157
Why Do We Have a Budget?p. 159
When Is a Budget Prepared?p. 159
Who Participates in the Budgeting Process?p. 160
Top-Down and Bottom-Up Processp. 161
How Is a Budget Prepared?p. 162
Salary Expense Budgetp. 162
Sundry Expense Budgetp. 168
Justifying the Security Budgetp. 170
Summaryp. 172
Review Questionsp. 173
Program Managementp. 175
The Inspection Processp. 175
Support of Senior Managementp. 176
Continuous Inspectionsp. 177
Formal or Informal Inspectionsp. 177
Structured or Unstructured Inspectionsp. 177
Who Conducts the Inspection?p. 178
Assessment of Risks and Countermeasuresp. 180
Risk Assessmentp. 180
Selection of Countermeasuresp. 181
Assessment of Countermeasuresp. 184
Inspecting for Compliance with Proceduresp. 185
Statistics in Program Managementp. 186
Summaryp. 188
Review Questionsp. 189
Risk Analysisp. 191
What Is Risk?p. 191
What Is Risk Analysis?p. 191
What Is a Risk Assessment Analysis?p. 192
What Can Risk Analysis Do for Management?p. 192
The Role of Management in Risk Analysisp. 193
Risk Exposure Assessmentp. 194
Risk Identificationp. 195
Examples of the Problems of Identificationp. 197
Security Checklistp. 198
Review Questionsp. 199
The Security Surveyp. 201
Why Are Security Surveys Necessary?p. 201
Who Needs Security Surveys?p. 202
Attitude of Business Toward Securityp. 204
What Can a Security Survey Accomplish?p. 205
Why the Need for a Security Professional?p. 206
How Do You Sell Security to Management?p. 207
Review Questionsp. 209
Office Administrationp. 211
Description of Functionsp. 212
Supervisionp. 212
Secretarialp. 212
Receptionp. 214
Clericalp. 215
Recordsp. 215
Mailp. 219
Office Securityp. 219
The Office Environmentp. 220
Summaryp. 220
Review Questionsp. 221
Written Policies and Proceduresp. 223
Historical Evolutionp. 223
Benefitsp. 225
Consistency in Performancep. 225
Reduction of Decision-Making Timep. 225
Enhancement of Controlsp. 226
Provision for Objective Performance Evaluationp. 226
Compliancep. 226
Combining Policies and Proceduresp. 227
Free-Standing Policiesp. 229
Importance of the Written Policyp. 229
Policies, Procedures, and the Security Manualp. 230
Format and Mechanicsp. 231
Post Ordersp. 233
Summaryp. 233
Review Questionsp. 233
Computers and Security Managementp. 235
Historical Overviewp. 236
Microcomputer Hardwarep. 238
Central Processing Unitp. 239
Memoryp. 239
Peripheralsp. 241
Networksp. 241
Microcomputer Softwarep. 243
System Softwarep. 243
Applications Softwarep. 244
Word Processingp. 244
Database Managementp. 246
Spreadsheetsp. 247
Desktop Publishingp. 247
Computer Graphicsp. 248
Business Presentation Graphicsp. 248
Computer-Aided Designp. 248
Geographic Information Systems and Global Positioning Systemsp. 249
Image Processingp. 249
Telecommunicationsp. 250
Electronic Mailp. 250
Voice Mailp. 251
Teleconferencingp. 252
World Wide Webp. 252
On-line Servicesp. 254
Intranetsp. 255
Specialized Management Programsp. 255
Monitoring and Controlling Integrated Security Systemsp. 255
Central Station Monitoringp. 257
Artificial Intelligencep. 258
Choosing the Right Softwarep. 260
Benefits of Microcomputersp. 261
Risks of Microcomputersp. 263
Summaryp. 265
Review Questionsp. 266
Acknowledgmentsp. 266
Additional Readingsp. 266
Glossaryp. 268
Public Relationsp. 277
Selling Security Within the Organizationp. 279
How to Sell Securityp. 280
Security Firstp. 280
New Employee Inductionsp. 280
More Audio-Visualsp. 281
Executive Orientationsp. 282
Security Toursp. 283
Bulletinsp. 283
Meetingsp. 284
Involvement Programsp. 285
Summaryp. 286
Review Questionsp. 286
Relationship with Law Enforcementp. 287
Services of the Public Sectorp. 288
Provide Information on Individual Criminal Historiesp. 288
Provide Information on Possible Criminal Attacksp. 289
Provide Traffic Control Support for Special Eventsp. 290
Accept and Process Crime Reportsp. 290
Coordinate with Security on Special Enforcement Projectsp. 291
Coordinate with Security on Major or Important Investigationsp. 291
Provide Intelligence on Radical or Political Activistsp. 292
Provide Protection During Labor Disputesp. 293
Services of the Private Sectorp. 293
Contribute to the Local Criminal Statistical Datap. 293
Provide the Community with "Tax-Free" Law Enforcementp. 294
Provide Liaison Between Law Enforcement and the Business Worldp. 294
Summaryp. 295
Review Questionsp. 296
Relationship with the Industryp. 297
Effective Relationship Categoriesp. 298
Cooperationp. 298
Participationp. 300
Contributionp. 302
Educationp. 304
Summaryp. 304
Review Questionsp. 305
Community Relationsp. 307
Public Speakingp. 308
Print Media Interviewsp. 310
Radio Interviews and Appearances on Televisionp. 312
Participation in Community-Oriented Projectsp. 312
General Public Contactp. 313
Summaryp. 313
Review Questionsp. 314
Mismanagementp. 315
Jackass Management Traitsp. 317
The Manager Who Seeks to Be "Liked" Rather Than Respectedp. 319
The Manager Who Ignores the Opinions and Advice of Subordinatesp. 320
The Manager Who Fails to Delegate Properlyp. 321
The Manager Who Ignores the Training and Developmental Needs of Subordinatesp. 322
The Manager Who Insists on Doing Everything "The Company Way"p. 323
The Manager Who Fails to Give Credit When Credit Is Duep. 324
The Manager Who Treats Subordinates as Subordinatesp. 325
The Manager Who Ignores Employees' Complaintsp. 326
The Manager Who Doesn't Keep His People Informedp. 327
The Manager Who Holds His Assistant Backp. 328
The Manager Who Views the Disciplinary Process as a Punitive Actionp. 329
The Manager Who Fails to Back Up His Peoplep. 330
The Manager Whose Word Cannot Be Trustedp. 331
The Manager Who Avoids Making Decisionsp. 332
The Manager Who "Plays Favorites"p. 333
The Manager Who Fails to Stay Current in His Fieldp. 334
The Manager Who Enjoys "Pouring On" More Work Than a Subordinate Can Handlep. 335
The Manager Who Acts or Overreacts Too Quicklyp. 336
The Newly Promoted Manager Who Believes His Manure Is Odorlessp. 337
The Manager Who's Moodyp. 338
Managers Who Fail to Plan and Put Priorities on Their Workp. 339
The Manager Who Lacks Emotion and Empathyp. 340
The Manager Who Hires Relatives into the Organizationp. 341
The Manager Who Views Females as Being Limited to Pleasure, Breeding, and Menial Functionsp. 342
The Manager Who Faithfully Practices the Art of Pessimismp. 343
The Manager Who Steals Subordinates' Ideasp. 344
The Manager Whose Style and Authority Is Based on Absolute Powerp. 346
The Manager Who Seems Oblivious to What's Happeningp. 347
The Manager Who Loves to "Sack" Employeesp. 348
The Manager Who Embarrasses Subordinates in the Presence of Othersp. 349
The Manager Who Follows "Double Standards" in the Organizationp. 350
The Manager Who's a Religious or Racial Bigotp. 351
Summaryp. 352
Appendix Ap. 353
Appendix Bp. 359
Appendix Cp. 366
Appendix Dp. 371
Indexp. 379
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