SECURITY

MANAGEMENT

Mr. Ramon D. Bergado, CSP

MANAGEMENT IN GENERAL AND
THE PLANNING FUNCTION

Introduction:

“The modern manager is entrusted with

the twin tasks of protecting corporate
assets and minimizing business
interruptions.”
MANAGEMENT DEFINED
 It is the art of achieving results through
people.
 It involves two types of work
– technical work - does work by himself
– management work - oversees or supervises
the job.
 ELEMENTS OF THE
MANAGEMENT CYCLE
 Planning
 Financing
 Organizing
 Staffing
 Training and Professional Development
 Communication
SECURITY MANAGEMENT AND
COST-EFFECTIVENESS
Cost-effectiveness means spending the
least possible amount consistent with
required results and, at the same time,
assuring that each item of expense is
fully justified as the best possible way
to commit the funds.
 SECURITY PLANNING

 It is PRE-DETERMINING a course of
action.

 It is deciding IN ADVANCE what to do,

how to do it, and who is to do it.
 SECURITY PLANNING

“The initial requirement in a planning

process is to identify the overall
objectives and purpose of the
enterprise. This is also referred to as
the MISSION STATEMENT.”
 DEVELOPMENT OF
SECURITY POLICIES
 It is a broad guide to management
decision-making;

 It should be flexible enough to be

applicable to changing conditions;

 It should be in document form.

 FINANCING
Financial Forecast
 Requires knowledge of forecasting and
budgeting.
 - determining future activities & costs
involved
Budgeting
 It is a plan stated in financial terms.
 FINANCING
The Budgeting Process
 Set up goals and objectives for the year.
 Evaluate current activities, identify new
activities, develop alternatives, and identify
costs (aka BUDGET DEVELOPMENT).
 Evaluate and review recommendations.
 Allocate funds.
 FINANCING
Budget Costs - 3 Categories:
 Salary expenses - total personnel costs
 Sundry expenses (non-salary) - supplies,
uniform, representations, transportation, fees,
etc.
 Capital expenditures (one time expenses)..
physical improvements, acquisitions of
equipment, purchase of furniture & fixtures.
 FINANCING
Justification -
 What must be done?
 How are we going to do it?
 When must it be done?
 How much will it cost?
 ORGANIZATION
 It is the orderly arrangement of manpower
and material resources to effectively carry
out their intended purposes.
 A security organization should be designed
to meet company needs.
 The structure should ENHANCE rather
than impede the work of the department/
agency.
 Organizational Relationships
3 Basic Forms
 Line Authority - right & power to issue
commands, exact accountability, and discipline
for violations.
 Staff Authority - authority over the staff but
limited to support activities (like planning,
recommending, advising, assisting, etc.)
 Functional Authority - right to command but
does not carry the right to discipline, e.g. fire
safety procedure, guidelines when receiving a
bomb threat call.
Organizational Principles
 Work should be divided according to
some logical plan.
 Lines of authority & responsibility should
be made as clear as possible.
 There should be UNITY OF COMMAND.
- under the direct control of one
supervisor (only) at any given time.
Organizational Principles
 Limit SPAN OF CONTROL.
 - Highest Level - 12
 - Lowest Level - 5
 Delegate with commensurate authority
and accountability.
 All efforts of subordinate units and
personnel must be coordinated into the
HARMONIOUS achievement of the
organization’s objectives.
 Reporting Levels
 As a General Rule, a Security Executive
should NOT be less than two levels
removed from the Chief Executive
Officer.
 Factors Affecting Security Organization
 Corporate philosophy & purpose
 Customers they serve
 Nature of business activities
 Identification of vulnerabilities
 Location of company facilities
 Roles of the Security
Executive
 Leader
 - Possess leadership qualities
 Company Executive
 - Accepted by senior mgnt and peers
 Executive with high visibility
 - Participates in company activities
 - Makes himself always available to the
 security force
Roles . . .
 Executive with Broad Profile
 - has interest in other fields beyond his
expertise, meets people & exchanges
ideas with them.
 Innovator
 - always on the look out for a better
and less expensive way to accomplish
the tasks.
 Counselor & Adviser
 - for the mgmt, peers & subordinates
Roles . . .
 Trainer
 - can develop his men, even his successor
 - has extensive knowledge of his job and
profession
 Contemporary Professional
 - keep abreast with current dev’ts in the
profession
 - participates in meetings, seminars,
conferences, etc.
 Goal - setter
 - establishes objectives & defines the goals
 STAFFING AND
ADMINISTRATION
Position Standards or Job Descriptions
 Job function/ Principal responsibilities
 Reporting relationships
 Professional/ technical skills required
 Management abilities required
 Education and training
 Minimum years experience
 Personal Circumstance
 STAFFING AND
ADMINISTRATION
Hiring - sourcing and choosing candidates
Compensation - “You get what you pay
for.”
Training - the mark of a professional
security force.
 STAFFING AND
ADMINISTRATION
Basic Rules of Discipline
 Put rules in writing and ensure that
employees understand them.
 Discipline in private.
 Be objective and consistent. Condemn
the act, not the person.
 Educate, do not humiliate. Help, not hurt.
 STAFFING AND
ADMINISTRATION
Basic Rules of Discipline
 Keep a file of all employee infractions.
 Discipline promptly.
 STAFFING AND
ADMINISTRATION
Appraisal of Results - basis for promotion
or discipline; should be done regularly.
Enhances accountability.
Promotions - key to motivation.
“Promote from within or
recruit from outside?”
 Morale and Welfare
 - taking care of your men
 - motivate subordinates, make them
function as a team
 - instill pride in them as a member of
the organization/company
 Communication
 - fast and complete
 - upward, downward, horizontal &
grapevine
 STAFFING AND
ADMINISTRATION
Ten Management Rules
 Define responsibilities.
 Responsibility should always be coupled
with the corresponding authority.
 No person should have more than one
boss.
 Do not bypass the immediate
supervisor.
 Discipline in private.
 Ten . . .

 No dispute or difference as to authority

should be considered as too trivial (minor)
for prompt and careful adjudication(study)

 Promotions, wage changes, and

disciplinary action should always involve
the immediate supervisor and the next
superior
Ten . . .

 No executive or employee should be

required to be at the same time an
assistant or critic of another.

 Any executive subject to regular

inspection should be given assistance
and facilities to enable him to check his
work.
 PROGRAM
IMPLEMENTATION
 Top management responsibility - where
it should start.
 Involvement of others.
 Setting priorities and meeting schedules.
 Drills and rehearsals.
 Validation and updating of plans.
 Program evaluation.
PROBLEM-SOLVING AND
DECISION-MAKING
Seven Steps
 Clearly define the problem.
 Gather information.
 Interpret/ analyze the information.
 Develop solutions.
 Select the best practical solution.
PROBLEM-SOLVING AND
DECISION-MAKING
Seven Steps
 Implement the solution.
 Evaluate.
PROBLEM-SOLVING AND
DECISION-MAKING
Some Pitfalls in Decision-making
 Jumping into conclusions.
 Accepting the first choice.
 Accepting the easiest way out.
 Procrastinating or postponing.
 Letting prejudices or emotions
influence.
PROBLEM-SOLVING AND
DECISION-MAKING
Some Pitfalls in Decision-making
 Failing to get the facts.
 Failing to weigh alternatives.
 Failing to consider consequences.
 Fearing to take risks and assume
responsibility.
PROBLEM-SOLVING AND
DECISION-MAKING
Factors Affecting a Decision
 Prior experience
 Self-interest
 Tradition
 Creativity
 Authority or expert opinion.
PROBLEM-SOLVING AND
DECISION-MAKING
Factors Affecting a Decision
 Logical thinking
 Emotion and prejudice
 Ease of execution
 SECURITY AUDIT/
INSPECTION
Rationale
 To check on the degree of compliance
with the recommended
countermeasures.
 To determine the effectiveness and
adequacy of the countermeasures.
 SECURITY AUDIT/
INSPECTION
Conduct of audit - based on security survey
and vulnerability assessment report.
Questions to Ask:
 Why are we doing it?
 Must we do it at all?
 Is there a better way?
 Is there a cheaper way?
The Difference between a
Boss & being a Leader
 The boss drives his worker; the leader
coaches them.
 The boss depends upon the authority,
the leader on goodwill.
 The boss inspires fear; the leader
inspires enthusiasm.
 The boss says “I”; the leader “We”.
The Difference between a
Boss & being a Leader
 The boss fixes the blames for the
breakdown, the leader fixes the
breakdown.
 The boss knows how it is done, the
leader shows how.
 The boss says, “go”, the leader says,
“let’s go”.