What is Industry?

An activity that pertains to

business operations.
What is Security?
A state of freedom from danger or
harm.
What is Management?
The skillful use of means in order to
attain a purpose.
What is Industrial Security
Management?
The skillful handling of the security
and safety measures of business
enterprises and industrial
managements.
Types of Construction
Type I – buildings shall be of wood construction.
Type II – buildings shall be of wood construction
with protective fire-resistant materials and
one-hour fire resistive.

Type III – buildings shall be of masonry

and wood construction.
Type IV – buildings shall be of steel, iron, concrete, or masonry
construction. Walls, ceilings, and permanent partitions
shall be of incombustible fire-resistance construction.
Type V – buildings shall be fire-resistive. The structure
elements shall be of steel, iron, concrete, or
masonry construction. Walls, ceilings, and
permanent partitions shall be of incombustible
fire resistive construction
Problems in Security Management

1. Human hazards
2. Natural hazards
Types of Industrial/Corporate Security
School Security
Mall Security
Bank Security
Airport Security
Commercial Security
Hotel Security
Hospital Security
Agriculture Security
Mining Security
Communication Security
Major Divisions of Security
1. Personnel Security – this is as important as physical security.
Personnel security starts even before the hiring of an employee
and remains to be maintained for as long as the person is
employed.
2. Physical Security – this concern with the physical measures
adopted to prevent unauthorized access to equipment, facilities,
material and document and to safeguard them against
espionage, sabotage, damage, loss and theft.
3. Document and Proprietary Information Security – this
involves the protection of documents and classified papers from
loss, access by unauthorized persons, damage, theft and
compromise through disclosure.
 SECURITY MANAGEMENT AND COST-
EFFECTIVENESS
Cost-effectiveness means spending the least
possible amount consistent with required result
and, at the same time, assuring that each item of
expense is fully justified as the best available
way to commit the funds.
ELEMENTS OF THE MANAGEMENT CYCLE

The primary purpose for using any management

technique is to aid the user in getting things
done. To be able to do that, grasp of the
following elements of the management cycle is
imperative:
A. Planning
Planning is the pre-determining a course of
action or deciding in advance what to do, how to
do it and who is to do it. The initial requirement
in the planning process is to identify the overall
objectives and purpose of the enterprise. The
following are several ways of security planning
which should be guided by the definite objective
supposed to be achieved:
1. A security program based on the identified
vulnerabilities.
2. A comprehensive emergency plan covering
various anticipated contingencies and
operational plans, policies, standards and
procedures.
3. Use of action plans which outline the planned
activities, action officers involved and time
frame.
Security Planning may also involve the development of the
following:
1. Security Policies – broad guide to
management decision-making in situations of
repetitive nature which should be in document
form. Ex. Security and Safety Plan
2. Operating Level Policies and Procedures –
major policies and procedures covering various
areas of security, specific policies, e.g., Access
Control, Key Control, Information Security, etc.
B. Financing

Knowledge of forecasting and budgeting is a

prerequisite to successful security management.
A budget is a plan stated in financial terms. It
contains the various items for which costs are
involved. The Budget Process involves the
following:
1) Setting up of goals and objectives for the
period
2) Evaluation of the current activities
3) Identification of Projected new activities
4) Development of alternatives and
determination of costs
5) Evaluation and review of the
recommendations
6) Budget establishment or allocation of funds
C. Organizing
Organization is the orderly arrangement of
manpower and material resources to effectively
carry out their intended purposes. Security
organization should be designed as to meet the
particular needs of the enterprise which it is
responsible of protecting. It should be flexible
and readily adapts to necessary changes without
interfering with the major objectives of the
organization.
 Basic Company Resources
Base Resources

Environment Information Cash

Virtual Resource
Time
 Basic Company Resources

Product Materials
Acquired
Resources

Market Reputation
Organizational Relationships take the following three (3)
basic forms:
1) Line Authority – based on the relationship
between superior and subordinate level; with the
right and power to issue commands, to exact
accountability and to discipline for violations.
2) Staff Authority – based on the relationships
between the managers of auxiliary and
facilitating or specialist group and the line
organization; limited by the absence of the right
to command beyond the staff group.
3) Functional Authority – the formal power to
command, limited to a specific area of
experience which may be organization-wide and
directed across substructures as sections,
departments and divisions; does not carry the
right to discipline for violation.
D. Staffing
1) Position Standards - The major tasks that the
security executive cannot delegate are the
setting up of standards for the key positions in
his organization. He also establishes the
standards for his own position especially if it is a
newly created one. The areas defined by the
Position Standards or Job description are:
a. Job Function or Principal Responsibilities
b. Reporting Relationships
c. Professional/Technical Skills Required
d. Management Abilities Necessary
e. Education and Training
f. Minimum Years of Experience
g. Personal Circumstances
2) Hiring - The process involves sourcing of
candidates through advertisements or referrals,
interviewing, shortlisting, background
investigation, selection of the best candidates
and finally, preparing the job offer. Or the
security executive may resort to spotting
candidates himself or “pirating” people in which
some of the steps in the afore-stated process.
3) Compensation - The trend is to pay a newly-
hired staff on the basis of his track record and
his demonstrated competence. At the level of
Security Director/Manager, a standardized salary
range is quite difficult to arrive at. The key here
appears to be to look for security executive with
successful security programs and use them as
benchmark.
E. Training and Professional Development
Opportunities abound for keeping current with
the state-of-the-art. At the moment, the only
assurance of professional development that a
relatively junior security practitioner could hope
is to conduct research on his own and to
associate himself with and be an understudy
with recognized professional competence. He
should take every opportunity available for
further exposure in the field. Expertise comes
with constant practice and honing of skills.
a) Discipline – distinguishes security people from other
employees of a company; Some of the basic rules are:
1. Put rules in writing and ensure that employees understand the.
Employees are entitled to know what is expected of them.
2. Discipline in the privacy of the office. Do not correct in the
presence of others.
3. Be objective and consistent. Discipline condemns the act and
not the person.
4. Educate and do not humiliate. The idea is to help and not to
hurt.
5. Keep a file of all employees’ infractions. This can come in
handy later on.
6. Exercise discipline promptly. Delay raises questions.
b) Appraisal of Results
The Security Executive should be able to
measure and evaluate performance of
subordinates on a regular basis. A performance
appraisal is normally the basis for administrative
actions such as promotion, salary increase or
worst, separation from the organization. An
important area is the ability to spot exceptions in
performance whether positive or negative.
c) Promotions
Promoting deserving employees is among the
important tasks of the executive exercise. It is a
healthy management practice to promote from
within. Two factors to be considered are the
employee’s track record and his/her expected
performance in the higher position. Often, it is a
good practice to organize a Promotion Board so
that the track record and potential of a candidate
could be exhaustively discussed by several
officers.
d) Morale and Welfare
In security, employee, welfare should be given
utmost importance along with morale. An
atmosphere where achievers are recognized,
where fairness and consistency are the rules of
the game, where growth and professional
development are continuing concerns and where
recreational, educational and emergency
support activities are regularly programmed
would go a long way in assuring high morale of
the members and their well-being.
F. Communication
Continuing communication within the security
organization and with other subdivisions of the
company is among the major responsibilities of a
security executive. The security executive
communicates upwards, laterally and
downwards and similarly receives
communication from above, laterally and from
below.
“Ten (10) Management Rules”
1. Definite and clear-cut responsibility should be
assigned to each executive.
2. Responsibility should always be coupled with
corresponding authority.
3. No change should be made in the scope or
responsibilities of a position without a definite
understanding to that effect on the part of all
persons concerned.
4. No executive, or employee, occupying a
single position in the organization, should be
subject to definite orders from more than one
source.
5. Orders should never be given to subordinate
over the head of a responsible executive. Rather
than do this, management should supplant the
offices in question.
6. Criticisms of subordinates should, whenever
possible, be made privately, and in no case
should subordinates be criticized in the presence
of executives or employees of equal or lower
rank.
7. No dispute or differences between executives
or employees as to authority or responsibilities
should be considered too trivial for prompt and
careful adjudications.
8. Promotions, wage changes and disciplinary
action should always be approved by the
executive immediately supervisor to the one
directly responsible.
9. No executive or employees should ever be
required, or expected, to be at the same time an
assistant to, and critic of another.
10. Any executive whose work is subject to
regular inspection should, whenever practicable,
be given the assistance and facilities necessary
to enable him to maintain an independent check
of the quality of his work.
OPERATIONS SECURITY
This aspect of security ensures that all company
policies, systems, procedures, programs,
regulations are followed and enforced. Aspects
of security of company to be followed are the
following:
 Operations Security
Market DESTINATION
(SIGNAGE) RULES &
(MARKET) REGULATION
FACILITY

P
(STEERING WHEEL)
(BODY)
INFORMATION
(RIVETS)
PRODUCT
(RIDE)
FINANCE
MATERIALS
(FUEL)
(SEAT)
PERSONNEL
MANAGEMENT
(ENGINE)
(DRIVER)
SYSTEMS
(WHEEL ALIGNMENT)
PROCDURES
(WHEELS)

POLICIES (ROAD)
TIME MANAGEMENT TIPS
1. Figure out what time of the day you are most
productive and make sure that you schedule important
work during those hours. If, for example, you are a
“morning person,” schedule less productive tasks for the
afternoon.
2. Keep a detailed log of how you spend your time. You
will quickly see when and how you waste time and you
will probably be able to spot your most productive hours
if you are not already aware of them. If the log shows a
lack of self-discipline, create new time management
habits.
3. Write a fairly rigid schedule for yourself, and
stick to it until it becomes habit.
4. Keep calendar, preferably covering a week at
a time, so you can always see what you have to
do.
5. Do similar tasks at one time, for example, do
all of your telephoning or all of your letters at one
time.
6. Delegate the small or routine tasks to your
least productive hours. (This is the time to write
letters and make phone calls).
7. Get someone else to do work you does not
absolutely have to do. If your secretary or
assistant can perform the task, delegate it.
8. Use downtime – when you are riding a bus or
waiting for an appointment-to do certain routine
or easy tasks such as reviewing a memo,
figuring your expense account, reading the
morning mail, or reading trade journals.
9. Resist the urge to handle the mail as soon as
it arrives. Save it for the less productive time that
you have scheduled.
10. Control paper. Keep you records simple and
look for ways to streamline.
11. Keep things where they belong and keep
them in logical places.
12. Eliminate unnecessary meetings.
13. Establish a time for planning – “quiet time” –
and handle only true emergencies during that
time, should they rise.
14. Try to make your first hour at work your most
productive hour.
15. Attach priorities to tasks. Do not spend more time on
a project than it is worth.
16. Jot down notes of things that need to be done. Do
not try to do them immediately.
17. Use your notepad for notes – do not attempt to rely
on your memory for important information.
18. Keep unscheduled and social visits to a minimum.
19. When someone brings you a problem, expect them
to have a suggested solution in mind.
20. Do a job right the first time so you do not have to do
it again.
MANAGERIAL ACTS
If we were to follow a Security Manager about all
day and list on a sheet of paper everything that
he does as a manger, the list would probably
look somewhat as follows:
Talks to employees
Gives directions to lower-level supervisors
Dictates letter
Establishes loss prevention goals
Plans new loss prevention programs
Hires new security officer
Reads mail and reports
Attends meeting
Makes decision
MANAGER CHARACTERISTICS
1. A manager should be able to think clearly and
purposefully about a problem.
2. A manager should be able to express himself
clearly. A manager’s chief physical act is
communicating. The best conceived idea is
worthless if it cannot be communicated.
3. A manager must possess technical
competence. He does not necessarily have to be
a technical. Rather, he should possess the
technical ability to enable him to manage
effectively.
4. A manager should possess the ability to think
broadly. Broad comprehension is necessary to
see the effect of each proposed action on the
whole organization.
5. A manager should be a salesman. Selling an
idea – convincing others of its worth – is one of
management’s tasks. Selling a plan of action is a
vital part of communication and motivation.
6. A manager should possess moral integrity.
Both his superiors and his subordinates should
have implicit confidence in him and his actions.
7. A manager should be emotionally stable. He should
keep his personal feelings out of business problems.
8. A manager should possess skill in human relations
and have insight into human motivation and behavior.
This enables him to lead, not drive, his subordinates.
9. A manager should possess organizational ability. A
logical, ordered process is invaluable to achieving
established goals.
10. A manager should be dynamic – a characteristic trait
of leader.
THE GUARD OPERATION
1. Proprietary Guards/Organic Personnel

Advantages:
a. Generally of higher caliber as they receive
higher wages
b. Generally, they provide better service
c. Can be trained to handle some of the more
complex security duties
d. Less turnover
e. Are more familiar with facilities they protect
f. Tend to be more loyal to the company

Disadvantages:
1. Cost more;
2. May be required to join a guard union
3. Problem of ensuring available of back-up
personnel
2. Contract Guards

Advantages:
Less expensive
Use is convenient
Administrative and personnel problems less
Contractor assumes full responsibility for
scheduling and supervising all guard personnel
Is able to obtain extra guards when needed.
Security firm (agency) usually accepts liability in
civil suit.
Disadvantages:
Lack of training
Low-caliber employee
No loyalty to company (client)
Project poor image
Large turnover
Not familiar with client’s premises