Module in LEA 3: Introduction to Industrial Security Concepts

CHAPTER 2
INDUSTRIAL SECURITY MANAGEMENT

STARTING ACCURATELY

Security management emerged as a differentiation discipline in the second

half of the 20th century Protection of assets from loss always mattered to profit
making organizations, and guards, regular patrols and watchmen were tasked to
protect private property from theft, fire, and vandalism based on early payroll
records The security industry continues to develop advanced and better
technology with military and Civilian significance.

In this chapter, we will be able to define and understand Industrial security

management and its essence to business continuity as well as the possible
threats.

LEARNING OBJECTIVES

 Define Industrial Security Management and Industrial Security System.

 Explain what Industrial Security Program is.
 Explain what Corporate Security Management is.
 Explain what is Corporate Security
 Discuss the function/s of Security Department
 Introduce what are security threats in relation to industrial security.
 Explain the various types of security managers and management styles.

STIMULATING LEARNING

Before stepping in on how to manage security lets ponder on this thought,

“If you reveal your secrets to the wind, you should not blame
the wind for revealing them to the trees.“
Kahlil Gibran
 Module in LEA 3: Introduction to Industrial Security Concepts

INCULCATING CONCEPTS

INDUSTRIAL SECURITY MANAGEMENT

DEFINITION OF TERMS

1. Industry - The term denotes "earnest or constant application to work or

business," or "a special branch of productive work, or the capital of workers
employed in it.
2. Industrial - This is defined as "pertaining to or engaged in industry. The word
industrial may also mean: of industry or relating to, used in, or created by industry,
and/or of industry's workforce or relating to or involving workers in industry.
3. Security - this term means "the state or quality of being secured, freedom from
fear or danger, assurance, or certainty."
4. Management - This term means the "skillful use of means to accomplish a
purpose. Management can also be defined as "the planning, deciding, or
exercising of control and supervision on some functions of the organization
5. Industrial Security - The term may mean: security measures applied to business
industries; or the business of providing security and protection to private
individuals, business enterprises, or government and non-government industries
6. Industrial Security Management - With the preceding discussions, Industrial
Security Management could defined as "the skillful handling of the security and
safety measures of business enterprises and industrial establishments."

INDUSTRIAL SECURITY MANAGEMENT

 Industrial security management (ISM) is the action and measures

taken to create a state of safe environment for the protection of
personnel, properties or assets from various perceived threats and
danger using manpower, electronic devices and other forms of
security control measures
 It is the process of developing a comprehensive data protection
plan. It takes into account all potential threats. The existing network
 Module in LEA 3: Introduction to Industrial Security Concepts

environment, the future needs of the organization, and lays out a

multi-level blueprint to integrate the security technology needed to
combat any threats.

INDUSTRIAL SECURITY SYSTEM

 Industrial and corporate security systems in ensuring the security of

the facility and personnel is a paramount concern of the
management.
 Should provide incident management functionality to preserve
structural integrity.
 They must also deliver the tools necessary to ensure the security and
safety of the employees by developing security protocols and
making sure all employees are accounted for in case of emergency
situations.

INDUSTRIAL SECURITY PROGRAM

 Security program shall define measures and procedures to detect

and prevent the commission of any industrial and corporate crimes.
 It is the security manual that the Corporate Security director or
managers should have at their fingertips.
 It provides the security manager with checklists and synopsis of
common sense approaches for handling crimes and emergency
events; proven action tasks and responses; proactive procedures
that are simple and easy to use; and routine, day to day security
operational guidelines.
 It contains or provides a quick, handy resource for solving almost any
problem faced by the security manager.

 Provides procedures for managers, supervisor and employees to

response properly in case of emergency in simple, easy to use
guidelines and procedures for other personnel to be implemented
immediately, before and during crisis or emergency.
 Module in LEA 3: Introduction to Industrial Security Concepts

CORPORATE SECURITY MANAGEMENT

 Corporate Security Management (CSM) describes an ongoing and

systematic process to minimize the effects of natural disasters, man-
made disasters and intentional threats to tangible and intangible
assets of organizations.
 Identifies and effectively mitigates or manages, at an early stage,
any developments that may threaten the resilience and continued
survival of a corporation.
 It is a corporate function that oversees and manages the close
coordination of all functions within the company that are concerned
with security, continuity and safety.

CORPORATE SECURITY

 Dominated by a defensive approach, focused on protection and

loss prevention
 Typically, heads of security came from a narrow talent pool, namely
police, armed forces, intelligence or any law enforcement agency.
 The corporate security function needs people who are happy
breaking rules, innovating and thinking outside the box.
 Studies of security related professions such as the police, the
ambulance service and local authority emergency planning
departments have suggested that too much experience in a
traditional security context can inhibit people from making
innovative responses to security incidents.
 For security to be aligned with the business, security managers must
understand the business and how they contribute towards its
objectives.

THE CORPORATE SECURITY MANAGER/DIRECTOR

The Corporate security manager or director shall be responsible for the

administration, implementation, and compliance of the organization's corporate
security vision, strategy and programs. Limit exposure in all areas of financial,
physical and personal risk, performance execution of his Hence, in the duties and
responsibilities he must discharge the same considering the following purposes.
 Module in LEA 3: Introduction to Industrial Security Concepts

 To provide a continuous, efficient wide security program geared

towards minimizing risk exposure and gaining officer's and employee's
support to attain common objectives.
 To provide for the installation, maintenance and operations of security
devices for the facility.
 To supervise and control the security department and maintain an
effective security control system with the aim of providing an
acceptable standard of protection for the facility, its clientele and
employees.
 To provide and develop an overall employee security training, re-
orientation and periodic training program that meets the standard
requirements of the management.
 To assist in the investigation and prosecution of fraud and other relevant
cases involving the management, its clientele or employee and to keep
and maintain an efficient recording system pursuant thereto.
 To assist the Human Resources Department, whenever possible, in
conducting background investigation for newly hired employees as well
as of employees assigned to sensitive areas or position
 To report directly and in a timely manner to the President or its equivalent
all security hazards or danger discovered or reported whether actual or
potential and to make appropriate recommendations or actions.

SECURITY DEPARTMENT

 The security department has widened to include shared responsibility

for things such as reputation, corporate governance and regulation.
 The principal role of security department is to convince colleagues
across the business to deliver security through their everyday actions
and decisions.
 The department is in the business of change management rather
than enforcement and works through trusted social network of
influence.
 The department is there to help the company to take risk rather than
prevent them and should therefore be at the forefront of new
business development.
 Module in LEA 3: Introduction to Industrial Security Concepts

 The department should never stand still or become fixed entities. In

other multinational companies its role is more concerned with the
overall corporate resilience than traditional security.

SECURITY THREATS

 Multi-dimensional threats to the national security, corporate world

and industrial organizations have increased in many folds from
international terrorism, communalism, thefts, cyber and white collar
crimes, bomb threats, natural and manmade disasters. It leads into
loss prevention and crisis management.
 Industrial security includes asset protection, crime control,
intelligence, safety & disaster management thus preventing all types
of losses and adding to productivity, contrary to earlier notion that all
expenditure on security was no return on investment.
 To ensure security at industrial establishments, it's very important to
formulate a standard security plan and organizational security
policy.
 Proper selection of security agency and careful integration of men
and machines are the basic steps in ensuring ideal and all round
security.
 Industrial security should be planned at the conceptual or design
stage of the plant or establishment.
 There should be effective and strict rules for access of different
regular sensitive areas inside the industrial establishment.
 There should be a proper classification of different department and
access control systems with different level of access control should
be installed to prevent unauthorized entry of any unwanted persons.
 CCTV cameras at all entry and exit points help security in keeping
track the people moving in and out.
 There should be a regular security check and sudden audits to ensure
the effectiveness of security facilities and devices.
 Any mistakes or weakness in security system should be reported
immediately to the security department of management to deal with
all such issues.
 Module in LEA 3: Introduction to Industrial Security Concepts

WHITE COLLAR CRIME

 Emergence of white-collar crime, industrial espionage, sabotage,

computer crime has made the task of protecting the assets intricate.
 Security is no longer an easy job but an all-pervasive management
function of assets protection, crisis management and generation of
profit through loss prevention.
 There is urgent need to upgrade the knowledge and skills of top level
managers and the security professionals by familiarizing them with the
latest advances in the art of security technology and management.

A GREAT CONCERN

 Security is of great concern for all the people in this world.

 Security is needed everywhere at home, offices and at every small,
medium or large enterprise.
 Industrial growth generates more revenue and employment
opportunities.
 It is the duty of the organization to ensure proper security to all its
employees.

SECURITY MANAGEMENT defined

 Security Management is the proper utilization achievements. In another

sense, it is a broad field of management related to asset management,
physical security and human resource safety functions. It entails the
identification of an organization's information assets and the development,
documentation and implementation of policies, standards, procedures
and guidelines

 Management tools such information classification, risk assessment and risk

analysis are as used to identify threats, classify assets and to rate system
vulnerabilities so that effective control can be implemented.

 As a field in management, security management deals primarily on asset

protection, both from physical safety and digital security. It is closely related
 Module in LEA 3: Introduction to Industrial Security Concepts

to risk management aimed at creating through various methods,

procedures, guidelines and standards of security solutions which help
reduce identified risks in an organization.

 Security management is a systematic, repetitive set of interconnected

activities to ensure safe operation and thus reduce the likelihood of risks.
The key purposes are avoidance of problems or negative phenomena such
as threats and risks; and avoidance of crisis or other problems which may
cause delay, harm or loss of assets.

The areas of physical and digital security management in organizations are:

 Physical security
 Property security including cash and valuables, buildings security, security
guards
 Personal Security including human resources management
 Information security, in terms of protection of the law or contractually
protected or valuable information
 Computer security, in terms of use and set hardware and software,
including special tools (e.g. protection, and deployment tracking and
interception)
 Occupational safety and health, including fire protection
 Fraud management and forensic auditing

BASIC MANAGEMENT FUNCTIONS

According to Henri Fayol, there are five functions of management relevant to

security organizations. They focus on the relationship between personnel and its
management and they provide points of reference so that problems can be
easily solved:

1. Planning - is looking ahead, plan of action. This requires of the entire

organization. With respect implementation, planning must be linked to and
coordinated on different levels. Planning must take the organization's available
resources and flexibility of personnel into consideration this will guarantee
continuity.

2. Organizing - An organization can only function well if it is well-organized.

Sufficient capital, staff and raw materials are in placed so to build good working
structure. The organizational structure with a good division of functions and tasks
 Module in LEA 3: Introduction to Industrial Security Concepts

is of crucial importance. When the number of functions increases, the

organization will expand both horizontally and vertically. This requires a different
type of leadership.

3. Commanding - giving of orders and clear working instructions to employees so

they would know exactly what is required of them. Return from all employees will
be optimized if they are given concrete instructions with respect to activities that
are carried out by them. Commanding reflects effective communication which
gives integrity to decision making

4. Coordinating - harmonization of activities in an organization that leads to

efficient function. It aims at stimulating motivation and discipline within the
different units in the organization.

5. Controlling - verifying whether the activities needed are carried out in

conformity with the plan. This requires establishment of performance standards
based on organizational objectives, measuring and reporting on actual
performance, comparing results with performance and standards, and taking
corrective or preventive measures as needed.

PRINCIPLES OF SECURITY MANAGEMENT

 Security management is anchored on the principles of management by

Henri Fayol who, after years of study, was able to synthesize 14 principles of
management that serve as guideline for decision making and
management actions. They are drawn up by means of observations and
analyses of events that managers encounter in practice.

 These principles can be used to manage organizations and are useful tools
for forecasting, planning, process management organization
management, decision-making, coordination and control.

1. Division of Work - specialization of the workforce increases their accuracy and

speed. In practice, employees are specialized in different areas and they have
different skills. Different levels of expertise can be distinguished within the
knowledge areas (from generalist to specialist). According to Henri Fayol,
specialization promotes efficiency of the workforce and increases productivity.

2. Authority and Responsibility - accompanying power or authority gives the

management the right to give orders to the subordinates. This means that, in order
 Module in LEA 3: Introduction to Industrial Security Concepts

to get things done in an organization, management has the authority to give

orders to the employees. But of course, with this authority comes responsibility.

3. Discipline - is about obedience. It is often a part of the core values of a mission

and vision, in the form of good conduct and respectful interactions.

4. Unity of Command - an individual employee should receive orders from one

manager and that the employee is answerable to the manager. If tasks and
related responsibilities are given to the employee by more than one manager,
this may lead to confusion which may lead to possible conflicts for employees.

5. Unity of Direction - is about focus and unity. All employees deliver the same
activities that can be linked to the same objectives. All activities must be carried
out by one group that forms a team. These activities must be described in a plan
of action. Focus areas are the efforts made by the employees and coordination.

6. Subordination of Individual Interest - is about ethics. Personal interests are

subordinate to the interests of the organization. The primary focus is on the
organizational objectives and not on those of the individual. This applies to all
levels of the entire organization, including the managers.

7. Remuneration - the compensation of employees must be sufficient to keep

employees motivated and effective. Motivation and productivity are close to
one another as far as the smooth running of an organization. Remuneration could
be non-monetary, such as a compliment, more responsibilities, credits or in the
form of monetary consideration such as compensation, bonus or other financial
rewards.

8. Degree of Centralization Management and authority for decision - making

process must be properly balanced in an organization. This depends on the
volume and size of an organization including its hierarchy. Centralization implies
the concentration of decision-making authority at the top management. Sharing
of authorities for the decision-making process with middle and lower
management is decentralization and that an organization should strive for a good
balance in this.

9. Scalar Chain - Hierarchy presents itself in any given organization. This varies from
top management to the lowest levels in the organization. This principle states that
there should be a clear line in the area of authority from top to bottom and all
managers at all levels.
 Module in LEA 3: Introduction to Industrial Security Concepts

10. Order - employees in an organization must have the right resources at their
disposal so that they can function properly in an organization. There must be
social order where the work environment must be safe, clean and tidy.

11. Equity - employees must be treated kindly and equally. Employees must be in
the right place in the organization to do things right. Managers should supervise
and monitor this process and they should treat employees fairly and impartially.

12. Stability of Personnel Tenure - the deployment and managing of personnel

should be in balance with the service that is provided from the organization
Management strives to minimize employee turnover and to have the right staff in
the right place

13. Initiative - employees should be allowed to express new ideas. This

encourages interest and involvement and creates added value for the company.
Employee initiatives are a source of strength for the organization

14. Esprit de Corps - management should strive for the involvement and unity of
the employees. Managers are responsible for the development of morale in the
workplace; individually and in the area of communication. Esprit de corps
contributes to the development of the culture and creates an atmosphere of
mutual trust and understanding.

LEVELS OF MANAGEMENT

The process of management is becoming complicated with the growing

complexities of business. This calls for a higher degree of skills and abilities. In view
of the technological features influencing the size and the scale of modern
enterprise, management cannot be a simple task that can be performed by an
individual or a few persons interested therein as proprietors. Hence, managerial
functions are assigned to different personnel all along the organization

The levels of hierarchy of management with authority and responsibility

are categorized according to functions arranged as follows: Top Management,
Middle Management, and Lower Management
 Module in LEA 3: Introduction to Industrial Security Concepts

TOP LEVEL MANAGEMENT

Top level management is usually made up of Board of Directors. However,

in practice the Directors do not take part in the day-to-day affairs of the
organization. But the task is generally entrusted to the Managing Directors or
General Managers. They are called as Chief Executives and they are responsible
to carry out the broad policies formulated by the Board. However, the ultimate
control rests with Directors. Top level management is the policy making body
responsible for the overall direction and success of all the activities of the
company

The principal functions of the top management are:

 Determination of Objectives
 Formulation of Policies
 Long Range Planning and Strategy
 Organizing for Action
 Developing of Major Resources
 Selecting Key Personnel
 Coordination and Controlling

MIDDLE LEVEL MANAGEMENT

This level of management is concerned with the execution of the policies and
plans designed by the top management. Therefore, the middle level
management comprises of departmental heads and other executives. Though
the top management forms the head and brain of the organization, the
personnel in the middle management actually take part in the execution of the
plans and experience the difficulties involved in it. The principal functions of the
middle level management are:

 Interprets the policies of the company

 Prepare organizational set up in their department
 Issue orders to the subordinates and others in their department
 Motivate the personnel for higher productivity
 Collect reports and other information about the work turned out in their
respective departments
 Provide information and assist top management in revising the plans to
secure better performance.
 Module in LEA 3: Introduction to Industrial Security Concepts

LOWER LEVEL MANAGEMENT

This level of management refers to subordinate departmental heads,

foremen, office superintendents, operations as per schedule. They are
designated as the supervisors, etc. They come in direct contact with the
employees or workers. They actually carry out the "leg work". They provide the
essential link between the worker and the management. The important functions
of the personnel in lower management can be summed up as follows:

 Executing of the work entrusted to them,

 Maintaining of the standard, quality and workmanship of the product,
 Eliminating wastage of material, time, etc.,
 Maintaining strict discipline among the workers,
 Preserving the morale of the workers
 Providing instructions and other information to the workers and guiding
them while in action.

ELEMENTS OF SECURITY MANAGEMENT

Concerns and issues related to security are intertwined in all areas of the
life of an organization. Many of them are considered and documented
organizational and provided within the respective area of the management
system of the organization. It is necessary to reach the ultimate goal of improving
security of the organizations by developing integrated management systems for
business security.

A Security Management System may be considered as that part of the

overall management system, based mainly on the quality management system
that provides the structure to enable identification of potential threats to an
organization and which establishes, implements, operates, monitors, reviews and
maintains all appropriate measures to provide assurance of the effective
management of the associated security risks.

The following elements of security management are inherent in the

management system:

1. Establish Security Management Framework

 Specify process purpose, scope, goals, and capabilities

 Define process policies, standards, and conceptual models
 Module in LEA 3: Introduction to Industrial Security Concepts

 Determine and Identify process requirements, roles and responsibilities

 Assign process responsibilities to organizations
 Determine process procedures and relationships to other processes
 Define measurements and controls
 Create project proposals
 Communicate and deploy framework

2. Produce and Maintain Security Policy

 Analyze findings
 Assemble and communicate security policy
 Assess business policies and plans
 Assess new technology
 Assess regulations and standards
 Define overall security objectives

3. Analyze Security Threats, Vulnerabilities and Risks

 Communicate results and recommendations

 Develop security recommendations
 Identify security threats
 Perform detailed risk assessment of threats and vulnerabilities
 Project potential future IT threats

4. Classify Information Asset Security

 Create asset security classification scheme

 Identify security policy requirements on asset security
 Review asset inventory

5. Plan and Implement Security Practices

 Communicate security directives

 Complete security plan
 Initiate change request
 Review details of plan with stakeholders
 Define security infrastructure
 Define security plan procedures
 Define security plan schedule
 Monitor Change
 Module in LEA 3: Introduction to Industrial Security Concepts

6. Operate Security Protection Mechanisms

 Deny request
 Document security violation
 Initiate incident
 Monitor and detect for security violation
 Validate security request
 Provide access to authorized user
 Perform protection request

7. Monitor, Assess, Audit and Report Security

 Analyze request for information

 Define and build report
 Generate and communicate report
 Review active security controls
 Summarize Inconsistencies

8. Evaluate Security Management Performance

 Collect feedback
 Produce process measurements
 Research trends and best practices
 Review existing documentation
 Assess Process Execution
 Audit Process
 Assess process framework
 Collect evaluation results
 Produce gap analysis
 Recommend initiatives
 Complete evaluation
 Communicate to stakeholders

QUALITY MANAGEMENT SYSTEM

 Organizations found a way to offer something that will make people want
at a price they are willing pay, in a way money in the transactions.
Successful companies offer quality products and services in this exchange,
and keep quality high for customer satisfaction.
 Module in LEA 3: Introduction to Industrial Security Concepts

 Quality is the totality of features and characteristics of a product or service

that bear on its ability to satisfy stated or implied needs. Thus, security is a
component of quality.

 Quality is the responsibility of the whole organization and security is a part

of the totality of quality of a system, implicit in customer’s expectations.

 Security as a component of quality, must be addressed throughout an

organization in the definition of strategy, the development of policy and
the implementation and monitoring

MANAGEMENT SYSTEM COMPONENTS

1. Credibility and Integration of Personnel

 corporate security personnel, regardless of background, should be able to

demonstrate competence not only in all aspects of the security discipline,
but also have an awareness of the contribution they can make to other
aspects of the business, such as governance, strategy, compliance,
assurance, new ventures, and other essential business-related issues.

2. Policies, Objectives and Tasks

 there should exist a single security policy which outlines the security
architecture, strategy and protocols which should address security
management objectives; statement of the attitude of the organization to
security, description of the security environment; statement of the security
risk appetite; security organization, roles security and responsibilities:
procedures for risk assessment; list of security standing operating
procedures; security priorities and calendar for coming year.

3. Threat, Vulnerability and Security Risk Assessment

 Security risk assessments should take into consideration a wide range of

elements beyond physical security threats. Such elements should include
the operating environment and groups/events by which it is characterized;
the profile of the organization, the footprint and the social impact; the
strategic, long term objectives of the organization; voluntary principles of
 Module in LEA 3: Introduction to Industrial Security Concepts

security and human rights; legislation and local expectations; capability

and intent of local criminal/terrorist elements; vulnerability and
attractiveness of assets to criminal/terrorist elements; and availability of
resources.

4. Controls

 Examples of security controls may include physical protection measures

(lights, fences, CCTV, barriers, etc.); introduction of security procedures (ID
checking, access control, mail screening, etc.); intelligence networking
(local social/political leaders/intelligence providers, etc.); electronic
security (encryption, password protection, etc.); resourcing (security
personnel, equipment, etc.); and local integration or corporate social
responsibility programs

5. Security Risk Register

 A security risk register should facilitate ownership and management of

security risks; provide an overview of the significant security risks that arc
faced by an organization; record the results of threat/vulnerability security
risk assessment; form an agreed record of those security risks that have
been identified; record additional proposed actions to improve the
security profile and facilitate the prioritization of security risks.

6. Planning and Resourcing

 Effective planning consider to address targets; time frame in achieving

them, and the manner how they be achieved.

7. Execution and Control Activities

 The execution of a plan is predicated on all of the previous components in

the management system such that the plan has identified all the security
risks to the operation; all control mechanisms are established, the plan has
been accordingly and appropriately resourced; procedures are
documented, approved and validated; the plan has been effectively
communicated to those with responsibility for its execution; assurance that
those with responsibility for carrying out the plan have the correct
competencies; all correct back up and reinforcement strategies are
established and tested.
 Module in LEA 3: Introduction to Industrial Security Concepts

8. Monitor and Security Reporting

 Monitoring is based, upon effective two-way communication. Where

appropriate, traditional methods are often effective and should be
considered inspections; review meetings; auditing interviews: and
workshops.

9. Review

The purpose of the review may be any combination of the following:

 to critically debrief the plan in order to determine strengths weaknesses

and areas that could be improved,
 to obtain feedback from those involved in the execution of the plan/
project regarding the manageability of the plan;
 to highlight any competency issues arising from exposure to new
challenges,
 To examine how much contribution the operation/task/project brings to
the achievement of the organization's objectives; assurance to top
management that security is being managed effectively; enables
security management to assess whether established protocols are being
effective, and to take action accordingly; and highlight examples of
good practice.

10. Learning

 Effective processes for learning lessons will enable an organization to

introduce improvements to procedures, improvements in organizational
structure; update documentation; implementation of new training courses:
increase awareness of new threats/update on existing threats, and
introduce new equipment/ technology

11. Reporting to Top Management

 Providing such feedback to top management offers reassurance that

security is being effectively managed and the reassurance that security
understands its role in the achievement of the business objectives. It also
gives confidence in decision-making that all security issues have been
given appropriate consideration.
 Module in LEA 3: Introduction to Industrial Security Concepts

SECURITY AND QUALITY MANAGEMENT

 A security management system, as with other management systems is

based upon the model defined in ISO 9001 Quality Management Systems
Requirements.

 In a security risk-based, process-driven approach to security, the

achievement of security objectives should start with a threat/security risk
assessment. Having identified the security risks and planned mitigation
measures, a security risk register may be established.

 The mitigation measures detailed in the security risk register are realized
through resource management and security planning, thus arriving at a
security solution (product), whether that is hard security measures,
procedural requirements or a higher-level security solution that supports
strategic objectives, such as a crisis management strategy, or
establishment of an intelligence gathering network.

 In order to help in the achievement of organizational objectives, the

management system needs to be supported by approved standards and
procedures.

 The security management principles include customer focus, leadership,

involvement of people, process approach, systems approach to
management, continual improvement, factual approach to decision
making, and mutually beneficial supplier relationships.

RESOURCES FOR SECURITY MANAGEMENT

For any organization to succeed of achieving its goals or objectives, it

requires the utilization of available resources. The 10MS of management are
essential resources for security management they are as follows:

1. Manpower - refers to people as resources. It is the most important of all

resources. It pertains to the workforces in the all levels of management, without
them, all other resources are unusable. They are categorized as the managers
and the employees
 Module in LEA 3: Introduction to Industrial Security Concepts

2. Money - refers to financial resources. It is the driving force of any business for
the compensation or reward of the work force. Any business enterprise of any
nature and size needs a capital.

3. Machineries - refers to devices or tools needed in order to aid the work force
do their activities with ease and simplification. These includes modern
technologies and automations.

4. Materials - refers to raw materials as inputs to business production. They are

processed into finished form and become “products".

5. Methods - refers to standards and procedures used as techniques of

production. It can be systems that are put together for the transformation of raw
materials into usable products, goods or services. Machines do not operate by
themselves without a system or procedure.

6. Market - are interactions, social relations, and institutions for trading of goods
and services, which form part of the economy. It refers to "transactions in motion,
categorized as consumer market or industrial market.

7. Minute - refers to the management of time, the optimum time that a worker
needs to produce the highest quality of product or service. It is called efficiency
at work.

8. Morale - refers to motivation of people, the moving power to act or exert effort
to achieve desired goals or objectives. It is the secret weapon of management
of controlling and getting the job done.

9. Matter - refers to data and information management. Data refers to information

are translated into a form that is efficient for movement or processing. They are
used for organizational program that manages the people, processes and
technology that provide control over the structure, processing, and delivery
Information are also required for management and business intelligence
purposes.

10. Measurement - are internal control systems such as preventive controls,

detective and reactive controls, use to gauge effectiveness. It encompasses the
assessment of performance and results achieved by employees and the entire
organization.
 Module in LEA 3: Introduction to Industrial Security Concepts

SECURITY MANAGERS

Security managers are persons in the organization who are responsible for
monitoring the security operations for any organization or company. They
implement security policies, regulations, rules, and norms and make sure that the
environment in their organization is safe for employers and visitors. These
managers are required to hire new members for the staff and delegate tasks and
duties to them. One of their main duties is to check and monitor the access
control of the people who are visiting the company. They perform many of the
following tasks:

1. Keeping track of different events,

2. Implementing security protocols
3. Creating emergency response procedures
4. Conducting security evaluations.
5. Supervising security staff members.

TYPES OF SECURITY MANAGERS

1. Functional Manager - one who is responsible for just one organizational activity
such as of expertise, use communication, planning and administration, teamwork
and self-management accounting, human resources, sales, finance, marketing,
or production Focus on technical areas competencies to get work done.

2. General Manager - one who is responsible for the managers. Responsible for all
the activities of the unit and the need to acquire strategic operations of more
complex units-for example, a company or division. Oversee work of functional
multicultural competencies to guide organization.

ESSENTIAL SKILLS FOR SECURITY MANAGERS

1. Communication skills
2. Physical fitness
3. Knowledge of security environments and hazards
4. Excellent attitude
5. Interpersonal skills
6. Analytical skills
7. Leadership skills
8. Initiative and being proactive
9. Good negotiation skills
10. being able to work with a team
 Module in LEA 3: Introduction to Industrial Security Concepts

VARIOUS STYLES OF SECURITY MANAGERS

The work force and other resources are managed by multiple types of
managers, with each having their own unique management and leadership style,
as follows:

1. The Visionary - one who listens to ideas and take note of what they're trying to
achieve. They jump right in and help brainstorm ideas with a team. They provide
practical advice and options for how their ideas can be turned into a reality.

2. The Coach - one who is like a sports coach, who bring high levels of energy and
discipline. He aims to bring high performance into the workplace. He is highly
people-focused and view the success of the team as his own personal success.
He usually set clear, realistic goals for performance and discuss practical
strategies on how the team can achieve those goals.

3. The Sensitive Boss - bosses are genuinely concerned with the emotional
wellbeing of their workers and are determined to create a workplace that is as
harmonious and responsive to individual needs as possible. They aim to create
close connections between individual workers through shared team activities,
while minimizing stressful or confronting situations.

4. The Democratic Boss - one of the easiest types of managers to work with,
democratic bosses are focused on open collaboration within their teams and are
underpinned by a strong belief that the best outcomes are achieved by all parties
bringing their ideas to the table in pursuit of a common goal. He contributes
actively to team discussions and give opinion on new ideas.

5. The Commander - one who just want the job to be done on time and to the
highest standards possible. Accordingly, one of the most difficult management
styles to work under, commander bosses know exactly what outcomes they want
from their team and ensures that everybody knows about it. Commanders expect
strong discipline and speed from their team and may often shout commands in
very clear terms.

6. The Pacesetter - one who is highly energetic and will often do their best to bring
motivation to the team in the fast-paced nature of modern economy. He is
focused on winning the race and winning it with pride. Similar in personality to
commanders, pacesetters can also be quite direct and demanding, expecting
the best from their team members and impatient if tasks fall behind schedule.
 Module in LEA 3: Introduction to Industrial Security Concepts

APPLYING KNOWLEDGE

SCENARIO: Taking UA main campus as the subject, being the designated Director
for Security or Security Manager for the time being with 12 personnel under your
supervision, make your own security policy to protect the Campus from damage
or property loss against would be violators.

What to do? Make or draw a flow chart or concept map manually or digitally.

ENRICHMENT

Video Presentation: https://www.youtube.com/watch?v=U-2gWpTPJXA&t=29s