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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

Six principles of organization l.jpg

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