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ASIS CPP REVIEW COURSE PowerPoint PPT Presentation

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ASIS CPP REVIEW COURSE. SECURITY MANAGEMENT. GENERAL PRINCIPALS OF ORGANIZATION. ELEMENTS OF SUCCESSFUL MANAGEMENT understand your role study your organization set meaningful and attainable goals serve your customer implement modern management techniques. SIX PRINCIPLES OF ORGANIZATION.

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General principals of organization l.jpg



    • understand your role

    • study your organization

    • set meaningful and attainable goals

    • serve your customer

    • implement modern management techniques

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1. Logical division of work

  • Purpose

  • Process or method

  • Clientele - who is your customer

  • Time

  • Geography - divided by region

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2. Clear lines or authority

3. Span of Control

Supervisor to Employee Ratio

Ideal 1:3

Good 1:6

Acceptable 1:12

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4. Unity of Command

5. Chain of Command

6. Coordination to meet organization goals

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Responsibility and Authority

1. Line function implies a direct relationship

2. Staff functions are service or advisory

3. Functional authority - delegated by senior management

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The Organizational Structure

  • The organization Structure is two dimensional

    • Horizontal plane

    • Vertical Plane

  • The structure must be fluid and flexible

  • Security Director should report to member of Senior Management

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Security’s role in the Organization

  • The Protector or guardian

    • Sennewald: Value is better measured by what does not happen than by what does.

    • Post: The better the job done, the harder it is to justify the need

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Special Services

  • Executive Protection

  • Investigative assistance

  • Body guard/escort service

  • Emergency Services

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Educational Services

  • General Security programs

  • Supervisory training programs

  • Employee self-protection programs

  • Security Awareness Presentations

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The Role of the Security Director

  • A Leader

  • Company Executive

  • Be Highly Visible

  • An Executive with a Broad Profile

  • An Innovator

  • A counselor/Advisor

  • A Trainer

  • A Goal Setter

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  • Policy - what management wants them to do

  • Objective - why management wants them to do it

  • Procedure - How Management wants it done

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  • The ideal trainer should have full responsibility for training

  • A trained security officer generally makes a poor trainer of other security personnel

  • Training must meet organizational goals

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Motivation and Morale

  • Abraham Maslow

    • “Hierarchy of Needs”

      • Physiological

      • Safety

      • Love

      • Esteem

      • Self-Actualization

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Motivation and Morale

  • Frederick Herzberg

    • “Motivation - Hygiene Theory”

      • Achievement

      • Recognition

      • Satisfaction

      • Responsibility

      • Advancement

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Motivation and Morale

  • Douglas McGregor

  • Theory X and Theory Y

    • Managers hold pre-conceived assumptions

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Motivation and Morale

  • Theory X

    • Everybody is bad

    • paternalistic

    • Negative

    • Heavy Handed

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Motivation and Morale

  • Theory Y

    • Now is the norm

    • Expect people to do tasks

    • positive

    • Geared to Self Actualization

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Motivation and Morale

  • Warren G. Bennis

    • Integration of task

    • Social Influences

    • Collaboration

    • Revitalization

    • Adaptation

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Motivation and Morale

  • Chris Argus

    • Maturity Vs Immaturity

      • From immature to mature (OJT concept)

      • Short to long term

      • Subordinate - supervisor

      • Lack of self-awareness - control

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Motivation and Morale

  • Theory Z

    • Team Concept

    • Each task has important interdependency

    • De-emphasizes the Manager

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Motivation and Morale

  • Autocratic Approach

    • Dogmatic

    • Absolute Power

    • Control Freak

    • Similar to Theory X

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Motivation and Morale

  • Custodial Approach

    • company Towns

    • Cradle to grave dependent upon company

    • Relationship with employer

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Motivation and Morale

  • Supportive Theory

    • Stresses leadership

      • Us Vs. They

      • Training never stops

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  • Most Important Management Skill

    • Open climate of communication

    • all employees should be free to communicate with security manager

    • must be horizontal - up and down - two ways

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  • Disciplines should be positive

    • Constructive in nature

    • means to an end

    • all employees require constructive discipline

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  • Rules of the Disciplinary process

    • Put rules in writing

    • Discipline in private

    • Be objective and consistent

    • Educate don’t humiliate

    • Keep a file on all employee interactions

    • Exercise discipline promptly

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  • Two basic qualification factors

    • performance record

    • anticipated/expected performance

  • Education achievement should be considered later

  • Disqualifiers should be valid for one time only

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Budgeting and Planning

  • A budget is a plan stated in financial terms

    • estimate of resources

    • cost-effective allocation

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Budgeting and Planning

  • Plans must be based on good judgement and good decision making

    • Goals, objectives, budgets should be established jointly

    • Plans should meet company’s overall strategies

    • Organizational approach

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Budgeting and Planning

Steps for successful planning

  • Identify the problem

  • Collect all the Facts

  • Review available information

  • Identify alternative plans

  • Select most appropriate plan

  • consult and involve others

  • Implement the plan

  • Evaluate the results

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Risk Assessment

  • Loss event Profile

  • Loss Event Probability

  • Loss Event Criticality

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Risk Assessment

Methods of handling risk

  • Accept

  • Modify

  • Eliminate

  • Transfer

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Risk Assessment

Preventive Measures

  • Policies and procedural control

  • Hardware

  • Electronic systems

  • Personnel

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Labor Relations

Federal Labor Laws

  • National Labor Relations Act 1935

  • Labor management Relations Act 1947

  • Landrum - Griffen Act - 1959

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Labor Relations

  • Security Management

    • Security must protect both the company and the union

    • Guards and non-guards cannot belong to the same bargaining unit for NLRB certification

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Labor Relations

  • Unfair Practices

    • Admittance to facility

    • handling distribution of union literature

    • Search and seizure

    • Undercover investigations

    • Surveillance

    • Interviews

    • Termination for cause

    • Background checks

    • Hiring Practices

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Labor Relations

  • Just Cause Discharge

    • Credible evidence of misconduct

    • Rules must be reasonable, communicated, uniformly enforced and within management’s authority

    • Mediation

    • Arbitration - grievance procedure

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Labor Relations

  • Right to union representation

    • Weingarten

    • Union representative probably has right to counsel employee

    • Employer not required to bargain or discuss with union representative

    • non-union employees are to entitled to representatives

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Guard Forces

  • Advantages of contract

    • Monetary savings

    • Schedule Flexibility

    • Contract company responsible for Human Resource issues

    • Expertise of guard company

    • Guard force experience

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Guard Forces

  • Advantages of Proprietary

    • Tighter control and supervision

    • Better training

    • Employee loyalty

    • Company interests are better served

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