Effective Security Management ^{3rd Ed.}

This revision of Effective Security Management retains the excellent qualities that made the original editions a standard of the profession: a readable, comprehensive guide to the planning, staffing, and operation of the security. Sennenwald, a recognized leader in the field, applies modern management strategies to the concerns and problms facing every security manager. The focus of this book is not on abstract theories but rather on practical methods that can be used in managing an effective security department.

This Third Edition is enhanced with the addition of an entire chapter devoted to computers in security management. This chapter explains many of the distinct applications the personal computer can have in the administrative, managerial, and supervisorial aspects of the security function. Included are details of the development of microcomputers, their operations, benefits, and risks. Due to the complexity of this emerging technology, a glossary to explain certain terms is provided.

Also, back by popular demand, are the author's "Jackass Management Traits," which are humorous, tongue-in-check portrayals of negative management traits that point out graphically the very real problems that can undermine the effectiveness of unsuspecting supervisors and managers.

• Introduction: Managing the Organization
  • Managerial Acts
  • Managerial Functions
    • Planning
    • Organizing
    • Directing
    • Coordinating
    • Controlling
  • Summary of Management Functions
  • The Successful Manager
    • Characteristics
    • Leadership
  • Time Management
    • Time Management Tips

1. GENERAL SECURITY MANAGEMENT
   1. General Principles of Organization
      • Organization Principles
        • Logical Division of Work
        • Clear Lines of Authority and Responsibility
        • Span of Control
        • Unity of Command
        • Responsibility, Authority, and Accountability
        • Coordination to Meet Organizational Goals
      • Where Security Fits in the Organizational Structure
        • The Changing Role of Security
        • Security's Contribution to Profits
        • To Whom Does Security Report?
        • The Difference Between Corporate and Company Security
      • Summary
      • Review Questions
   2. Organizational Structure
      • The Informal Organization
      • Subunit Structures
      • Corporate Culture
      • Summary
      • Review Questions
   3. Security's Role in the Organization
      • The Protective Service Role
      • Special Services
        • Executive's Home Security Survey
        • Investigative Assistance
        • Bodyguard/Escort Service
        • Emergency Service
      • Educational Services
        • General Security Programs
        • Supervisory Training Sessions
        • Employee Self-Protection Programs
        • Unit or Departmental Presentations
      • Management Services
      • Summary
      • Review Questions
   4. The Director's Role
      • The Security Director as a Leader
      • As a Company Executive
      • As an Executive with High Visibility
      • As an Executive with a Broad Profile
      • As an Innovator
      • As a Counselor and Advisor
      • As a Trainer
      • As a Contemporary Professional
      • As a Goal Setter and Strategic Planner The New Security Director
      • Summary
      • Review Questions
   5. The Security Supervisor's Role
      • The Supervisor as an Inspector
      • The Supervisor and the Individual Employee
      • Supervisory Authority
      • The Supervisor as the "In-Between" Man
      • The Supervisor's Span of Control
      • One Boss
      • Automatic Shifting in the Line of Command
      • Functional or Staff Supervision
      • Supervisory Training
      • Summary
      • Review Questions
   6. The Individual Security Employee
      • Standards of Conduct
        • Courtesy
        • Responsibility
        • Due Process
        • Cooperation
        • Personal Integrity
        • Attitude
      • Summary
      • Review Questions
2. SECURITY PERSONNEL MANAGEMENT
   7. Hiring Security Personnel
      • Hiring
        • Recruiting
        • Initial Interviewing
        • Secondary Interviewing
        • Selection of Best Candidate
        • Background Investigation of Applicant
        • Job Offer
      • Summary
      • Review Questions
   8. Job Descriptions
      • Accuracy and Completeness in Describing the Job
      • Matching Applicant to the Job
      • Employee's Understanding of the Job
      • Matching Training to Job Description
      • Performance Evaluations Based on Job Descriptions
      • Job Descriptions Are Current
      • Composition of the Job Description
      • Sample Job Description
      • Summary
      • Review Questions
   9. Training
      • Shortcomings of Typical "Training"
      • Training Defined
      • On-the-Job Training
        • Structuring the OJT Experience
        • The On-the-Job Trainer
      • Formal or Structured Training
      • POP Formula: Policy, Objective, Procedure
        • Detailed Expansion of Procedure
      • Training as Ongoing Responsibility
      • Types of Security Training Programs
        • In-Service General Seminars
        • Interrogation Workshop
        • Testifying in Court Seminar
        • Report Writing Workshop
        • Supervisory Training
      • Meeting Organizational Needs
      • Security Manual
      • Summary
      • Review Questions
   10. Discipline
       • The Supervisor's Role in Discipline
       • Disciplinary Problems Arising from Misunderstood Assignments
       • Basic Rules of the Disciplinary Process
       • Progressive Discipline
       • Self-Discipline
         • Self-Discipline and Vanity
         • Self-Discipline and Temper
         • Self-Discipline and Arguments
         • Self-Discipline and Personal Likes and Dislikes
         • Self-Discipline and Work Habits
         • Self-Discipline and Humility
       • Summary
       • Review Questions
   11. Motivation and Morale
       • "Theory X" and "Theory Y"
       • Organizational Behavior
         • The Autocratic Theory
         • The Custodial Theory
         • The Supportive Theory
       • Work Motivation Theory
         • Responsibility as a Motivator
         • Achievement as a Motivator
         • Recognition of Achievement as a Motivator
         • Growth as a Motivator
         • Advancement as a Motivator
       • Demotivators
       • Summary
       • Review Questions
   12. Promotions
       • Identifying Promotional Candidates
         • The Candidate's Educational Achievements
         • The Candidate's Track Record
         • Anticipated Performance in the Higher-Level Job
       • Selection of the Right Candidate
       • The Board Interview
       • Following the Selection
       • Promotion from "Within"
       • Vertical Promotion Outside the Department
       • Advantages of Multiple Layers
       • "Temporary" Promotions
       • "Retreating"
       • Summary
       • Review Questions
   13. Communication
       • Types of Communication
         • Verbal-Down
         • Verbal-Up
         • Written-Down
         • Written-Horizontal
         • Written-Up
         • Verbal-Horizontal
         • Action
       • About Listening
       • Summary
       • Review Questions
   14. Career vs. Noncareer Personnel
       • Career Personnel
         • Advantages of Career Personnel
         • Disadvantages of Career Personnel
       • Part-Time Noncareer Personnel
         • Advantages of Part-Time Noncareer Personnel
         • Disadvantages of Part-Time Noncareer Personnel
       • Contractual Noncareer Personnel
         • Advantages of Contractual Noncareer Personnel
         • Disadvantages of Contractual Noncareer Personnel
       • Combining Career and Noncareer Personnel
       • Summary
       • Review Questions
3. OPERATIONAL MANAGEMENT
   15. Planning and Budgeting
       • What Is a Budget?
       • Why Do We Have a Budget?
       • When Is a Budget Prepared?
       • Who Participates in the Budgeting Process?
         • Top-Down and Bottom-Up Process
       • How Is a Budget Prepared?
         • Salary Expense Budget
         • Sundry Expense Budget
       • Justifying the Security Budget
       • Summary
       • Review Questions
   16. Program Management
       • The Inspection Process
         • Support of Senior Management
         • Continuous Inspections
         • Formal or Informal Inspections
         • Structured or Unstructured Inspections
         • Who Conducts the Inspection?
       • Assessment of Risks and Countermeasures
         • Risk Assessment
         • Selection of Countermeasures
         • Assessment of Countermeasures
         • Inspecting for Compliance with Procedures
       • Statistics in Program Management
       • Summary
       • Review Questions
   17. Risk Analysis
       • What Is Risk?
       • What Is Risk Analysis?
       • What Is a Risk Assessment Analysis?
       • What Can Risk Analysis Do for Management?
       • The Role of Management in Risk Analysis
       • Risk Exposure Assessment
       • Risk Identification
       • Examples of the Problems of Identification
       • Security Checklist
       • Review Questions
   18. The Security Survey
       • Why Are Security Surveys Necessary?
       • Who Needs Security Surveys?
       • Attitude of Business Toward Security
       • What Can a Security Survey Accomplish?
       • Why the Need for a Security Professional?
       • How Do You Sell Security to Management?
       • Review Questions
   19. Office Administration
       • Description of Functions
         • Supervision
         • Secretarial
         • Reception
         • Clerical
         • Records
         • Mail
       • Office Security
       • The Office Environment
       • Summary
       • Review Questions
   20. Written Policies and Procedures
       • Historical Evolution
       • Benefits
         • Consistency in Performance
         • Reduction of Decision-Making Time
         • Enhancement of Controls
         • Provision for Objective Performance Evaluation
       • Compliance
       • Combining Policies and Procedures
       • Free-Standing Policies
       • Importance of the Written Policy
       • Policies, Procedures, and the Security Manual
       • Format and Mechanics
       • Post Orders
       • Summary
       • Review Questions
   21. Computers and Security Management
       • Historical Overview
       • Microcomputer Hardware
         • Central Processing Unit
         • Memory
         • Peripherals
         • Networks
       • Microcomputer Software
         • System Software
         • Applications Software
       • Word Processing
       • Database Management
       • Spreadsheets
       • Desktop Publishing
       • Computer Graphics
         • Business Presentation Graphics
         • Computer-Aided Design
         • Geographic Information Systems and Global Positioning Systems
         • Image Processing
       • Telecommunications
         • Electronic Mail
         • Voice Mail
         • Teleconferencing
         • World Wide Web
         • On-line Services
         • Intranets
       • Specialized Management Programs
         • Monitoring and Controlling Integrated Security Systems
         • Central Station Monitoring
       • Artificial Intelligence
       • Choosing the Right Software
       • Benefits of Microcomputers
       • Risks of Microcomputers
       • Summary
       • Review Questions
       • Acknowledgments
       • Additional Readings
       • Glossary
4. PUBLIC RELATIONS
   22. Selling Security Within the Organization
       • How to Sell Security
         • Security First
         • New Employee Inductions
         • More Audio-Visuals
         • Executive Orientations
         • Security Tours
         • Bulletins
         • Meetings
         • Involvement Programs
       • Summary
       • Review Questions
   23. Relationship with Law Enforcement
       • Services of the Public Sector
         • Provide Information on Individual Criminal Histories
         • Provide Information on Possible Criminal Attacks
         • Provide Traffic Control Support for Special Events
         • Accept and Process Crime Reports
         • Coordinate with Security on Special Enforcement Projects
         • Coordinate with Security on Major or Important Investigations
         • Provide Intelligence on Radical or Political Activists
         • Provide Protection During Labor Disputes
       • Services of the Private Sector
         • Contribute to the Local Criminal Statistical Data
         • Provide the Community with "Tax-Free" Law Enforcement
         • Provide Liaison Between Law Enforcement and the Business World
       • Summary
       • Review Questions
   24. Relationship with the Industry
       • Effective Relationship Categories
         • Cooperation
         • Participation
         • Contribution
         • Education
       • Summary
       • Review Questions
   25. Community Relations
       • Public Speaking
       • Print Media Interviews
       • Radio Interviews and Appearances on Television
       • Participation in Community-Oriented Projects
       • General Public Contact
       • Summary
       • Review Questions
5. MISMANAGEMENT
   26. Jackass Management Traits
       1. The Manager Who Seeks to Be "Liked" Rather Than Respected
       2. The Manager Who Ignores the Opinions and Advice of Subordinates
       3. The Manager Who Fails to Delegate Properly
       4. The Manager Who Ignores the Training and Developmental Needs of Subordinates
       5. The Manager Who Insists on Doing Everything "The Company Way"
       6. The Manager Who Fails to Give Credit When Credit Is Due
       7. The Manager Who Treats Subordinates as Subordinates
       8. The Manager Who Ignores Employees' Complaints
       9. The Manager Who Doesn't Keep His People Informed
       10. The Manager Who Holds His Assistant Back
       11. The Manager Who Views the Disciplinary Process as a Punitive Action
       12. The Manager Who Fails to Back Up His People
       13. The Manager Whose Word Cannot Be Trusted
       14. The Manager Who Avoids Making Decisions
       15. The Manager Who "Plays Favorites"
       16. The Manager Who Fails to Stay Current in His Field
       17. The Manager Who Enjoys "Pouring On" More Work Than a Subordinate Can Handle
       18. The Manager Who Acts or Overreacts Too Quickly
       19. The Newly Promoted Manager Who Believes His Manure Is Odorless
       20. The Manager Who's Moody
       21. Managers Who Fail to Plan and Put Priorities on Their Work
       22. The Manager Who Lacks Emotion and Empathy
       23. The Manager Who Hires Relatives into the Organization
       24. The Manager Who Views Females as Being Limited to Pleasure, Breeding, and Menial Functions
       25. The Manager Who Faithfully Practices the Art of Pessimism
       26. The Manager Who Steals Subordinates' Ideas
       27. The Manager Whose Style and Authority Is Based on Absolute Power
       28. The Manager Who Seems Oblivious to What's Happening
       29. The Manager Who Loves to "Sack" Employees
       30. The Manager Who Embarrasses Subordinates in the Presence of Others
       31. The Manager Who Follows "Double Standards" in the Organization
       32. The Manager Who's a Religious or Racial Bigot
       • Summary

• Appendix A: Employee Performance Evaluation
• Appendix B: Security Vulnerability Survey
• Appendix C: Security Department Loss Prevention Checklist
• Appendix D: Security Checklist

This is a very basic book about what it means to be a manager, but written from the security managers perspective.

I think it is very useful, as most security managers only are managers in name only, and very few have MBA's or equivalents.

For those of us with MBAs, this is too basic to even consider browsing, trust me.