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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.
1. Logical Division of Framework
2. Clear Lines of Authority and Responsibility
3. Span of Control
4. Unity of Command
5. Responsibility, Authority and accountability
6. 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 pyramidlike 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.
Security’s Role in an
Organization
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 selfprotection 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 not manage 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.