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Effective Security Management
 
 

Effective Security Management, 6th Edition

 
Effective Security Management, 6th Edition,Charles Sennewald,Curtis Baillie,ISBN9780128027745
 
 
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Butterworth-Heinemann

9780128027745

9780128027905

402

235 X 191

Brings common sense, wisdom, and humor to this bestselling introduction to security management that is ideal for both new and experienced security managers

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Key Features

  • Offers the most current picture of the role and duties of security managers
  • Includes three new chapters on security ethics and conflicts of interest, convergence in security management, and ISO security standards, along with coverage of new security jobs titles and duties
  • Contains updated contributions from leading security experts Colin Braziel, Karim Vellani, and James Broder
  • Case studies and examples from around the world are included to facilitate further understanding

Description

Effective Security Management, Sixth Edition teaches practicing security professionals how to build their careers by mastering the fundamentals of good management.

The author, Charles Sennewald, brings common sense, wisdom, and humor to this bestselling introduction to security management that is ideal for both new and experienced security managers.

The sixth edition of this classic professional reference work on the topic includes newly updated and expanded coverage of topics such as the integration of security executive into the business, background checks and hiring procedures, involvement in labor disputes, organized crime, and the role of social media.

Readership

1) Security Directors and Managers, 2) Business professionals responsible for security, 3) Security Management upper level undergraduate and graduate students.

Charles Sennewald

CPP

Charles “Chuck” Sennewald CSC, CPP, is an independent security management consultant and expert witness and the author of numerous Butterworth-Heinemann titles, including "Effective Security Management"; "Security Consulting"; "Retail Crime, Security and Loss Prevention: An Encyclopedic Reference;" "From the Files of a Security Expert Witness"; and earlier editions of this book "The Process of Investigation." Chuck is a graduate of California State University - Los Angeles with a BS degree in Police Science and Administration. Chuck is also the founder and first president of the International Association of Professional Security Consultants (IAPSC), and is a long-time member of ASIS International. He has lectured and is read in countries around the globe.

Affiliations and Expertise

Independent security management consultant, expert witness, and author, internationally based

View additional works by Charles A. Sennewald

Curtis Baillie

Affiliations and Expertise

President, Security Consulting Strategies, West Chester, PA, USA

Effective Security Management, 6th Edition

  • Preface
  • Acknowledgments
  • Introduction
    • Managing the Organization
    • Managerial Acts
    • Managerial Functions
    • The Successful Manager
  • Part 1: General Security Management
    • 1. General Principles of Organization
      • Organization Principles
      • Where Security Fits in the Organizational Structure
      • The Difference between Corporate and Company Security
      • Summary
      • Review
    • 2. Organizational Structure
      • The Informal Organization
      • Additional Organizational Structure
      • Summary
      • Review
    • 3. Security’s Role in the Organization
      • The Protective Service Role
      • Summary
      • Review
    • 4. The Security Director’s Role
      • The Security Director…
      • The New Security Director
      • Summary
      • Review
    • 5. The Security Supervisor’s Role
      • The Supervisor as an Inspector
      • Supervisory Authority
      • The Supervisor as the “In-Between” Person
      • The Supervisor’s Span of Control
      • Supervisory Training
      • Summary
      • Review
    • 6. The Individual Security Employee
      • Standards of Conduct
      • Summary
      • Review
    • 7. Ethics and Conflicts of Interest
      • Deciding between Right and Wrong: Listening to Our Inner Voice
      • The Need for Ethics-Based Policies
      • Higher Standard of Expectations
      • Establishing a Business Ethics Policy
      • Train Employees to Your Expectations
      • Reporting Potential Unethical Conduct
      • Deciding Ethical Dilemmas
      • Identifying and Reporting Potential Conflicts of Interest
      • Summary
      • Review
  • Part 2: Security Personnel Management
    • 8. Hiring Security Personnel
      • Hiring
      • Summary
      • Review
    • 9. Job Descriptions
      • Accuracy and Completeness in Describing the Job
      • Matching Applicant to the Job
      • Employee’s Understanding of the Job
      • Matching Training to Job Description
      • Performance Evaluations Based on Job Descriptions
      • Job Descriptions are Current
      • Composition of the Job Description
      • Summary
      • Review
    • 10. Training
      • Shortcomings of Typical “Training”
      • Circumvention of the Training Program
      • Training Defined
      • POP Formula: Policy, Objective, Procedure
      • Training as Ongoing Responsibility
      • Types of Security Training Programs
      • Security Manual
      • Summary
      • Review
    • 11. Discipline
      • The Supervisor’s Role in Discipline
      • Disciplinary Problems Arising from Misunderstood Assignments
      • Basic Rules of the Disciplinary Process
      • Progressive Discipline
      • Self-Discipline
      • Summary
      • Review
    • 12. Motivation and Morale
      • Theory X and Theory Y
      • Organizational Behavior
      • Give Your People the Opportunity to Fail
      • Motivators
      • Demotivators
      • Summary
      • Review
    • 13. Promotions
      • Identifying Promotional Candidates
      • Selection of the Right Candidate
      • Following the Selection
      • Promotion from Within
      • Vertical Promotion Outside the Department
      • Advantages of Multiple Layers
      • Temporary Promotions
      • Retreating
      • Summary
      • Review
    • 14. Communication
      • Types of Communication
      • About Listening
      • Summary
      • Review
    • 15. Career (Proprietary) versus Noncareer (and Contract) Personnel
      • Career Personnel
      • Part-Time Noncareer Personnel
      • Contractual Noncareer Personnel
      • Combining Career and Noncareer Personnel
      • Summary
      • Review
  • Part 3: Operational Management
    • 16. Planning and Budgeting
      • What is a Budget?
      • Why Do We Have a Budget?
      • When is a Budget Prepared?
      • Who Participates in the Budgeting Process?
      • Top-Down and Bottom-Up Process
      • How is a Budget Prepared?
      • Justifying the Security Budget
      • Summary
      • Review
    • 17. Program Management
      • The Security Inspection Process
      • Who Conducts the Inspection?
      • Assessment of Risks and Countermeasures
      • Inspecting for Compliance with Procedures
      • Statistics in Program Management
      • Summary
      • Review
    • 18. Risk
      • Risk Defined
      • Risk Management Programs and the Security Professional’s Role
      • Risk Program Components
      • Summary
      • Review
    • 19. Crisis Management
      • Crisis Management Defined
      • Genesis of the Crisis Management Team
      • The Media and Public Threat
      • Composition of the Crisis Management Team
      • Communication
      • The Crisis Management Team Leader (CMTL)
      • The Crisis Plan
      • Red Teaming: Seeking Out Company Security Vulnerabilities
      • Summary
      • Review
    • 20. The Security Survey
      • What is a Security Survey?
      • The Purpose of a Security Survey
      • Defining Security Survey Goals
      • Building a Survey Program: Components of a Security Survey
      • Summary
      • Review
    • 21. International Security Standards
      • Introduction
      • What is a Standard?
      • International Standards Organization
      • International Security Standards
      • European Standardization Organizations
      • National Standards Bodies
      • Summary
      • Review
    • 22. Office Administration
      • Description of Functions
      • The Office Environment
      • Summary
      • Review
    • 23. Written Policies and Procedures
      • Historical Evolution
      • Policy
      • Benefits
      • Consistency in Performance
      • Reduction of Decision-Making Time
      • Enhancement of Controls
      • Provision for Objective Performance Evaluation
      • Compliance
      • Combining Policies and Procedures
      • Section 11.06 Investigative and Security Interviews
      • Definitions
      • Procedures
      • Free-Standing Policies
      • Importance of the Written Policy
      • Policies, Procedures, and the Security Manual
      • Format and Mechanics
      • Post Orders
      • Summary
      • Review
    • 24. Computers and Effective Security Management
      • Introduction
      • PC Hardware
      • Networks
      • PC Software
      • Specialized Management Programs
      • Artificial Intelligence
      • Multimedia
      • Risks of Using PCs
      • Summary
      • Review
    • 25. Statistics as a Security Management Tool
      • Introduction
      • Planning for Future Security Needs
      • Internal Statistical Analysis
      • External Statistical Analysis
      • Methodology
      • Information for Risk Analysis
      • Return on Investment
      • Summary
      • Review
    • 26. Convergence in Security Management
      • How the Idea of Convergence Came About
      • Merging Functions between Companies
      • The Convergence of Security and IT Security
      • Understanding Convergence
      • Benefits of Converging
      • Return on Investment
      • Summary
      • Review
  • Part 4: Public Relations
    • 27. Selling Security within the Organization
      • How to Sell Security
      • Summary
      • Review
    • 28. Relationship with Law Enforcement
      • Services of the Public Sector
      • Services of the Private Sector
      • Summary
      • Review
    • 29. Relationship with the Industry
      • Effective Relationship Categories
      • Participation
      • Summary
      • Review
    • 30. Community Relations
      • Introduction
      • Company Outlook and Participation
      • Company Image
      • Company Support
      • Security Networking
      • Public Speaking
      • Print Media Interviews
      • Radio Interviews and Appearances on Television
      • General Public Contact
      • Summary
      • Review
  • Part 5: Mismanagement
    • 31. Jackass Management Traits
      • The Manager Who Seeks to Be “Liked” Rather Than Respected
      • The Manager Who Ignores the Opinions and Advice of Subordinates
      • The Manager Who Fails to Delegate Properly
      • The Manager Who Ignores the Training and Developmental Needs of Subordinates
      • The Manager Who Insists on Doing Everything “The Company Way”
      • The Manager Who Fails to Give Credit When Credit is Due
      • The Manager Who Treats Subordinates as Subordinates
      • The Manager Who Ignores Employees’ Complaints
      • The Manager Who Does Not Keep People Informed
      • The Manager Who Holds His or Her Assistant Back
      • The Manager Who Views the Disciplinary Process as a Punitive Action
      • The Manager Who Fails to Back up His or Her People
      • The Manager Whose Word Cannot Be Trusted
      • The Manager Who Avoids Making Decisions
      • The Manager Who “Plays Favorites”
      • The Manager Who Fails to Stay Current in the Field
      • The Manager Who Enjoys “Pouring on” More Work Than a Subordinate Can Handle
      • The Manager Who Acts or Overreacts Too Quickly
      • The Newly Promoted Manager Who Believes His or Her Manure is Odorless
      • The Manager Who is Moody
      • Managers Who Fail to Plan and Put Priorities on Their Work
      • The Manager Who Lacks Emotion and Empathy
      • The Manager Who Hires Relatives into the Organization
      • The Manager Who Has a Dim View of Women's Value in the Workplace and Created the Famous "Glass Ceiling"
      • The Manager Who Faithfully Practices the Art of Pessimism
      • The Manager Who Steals Subordinates’ Ideas
      • The Manager Whose Style and Authority is Based on Absolute Power
      • The Manager Who Seems Oblivious to What is Happening
      • The Manager Who Loves to “Sack” Employees
      • The Manager Who Embarrasses Subordinates in the Presence of Others
      • The Manager Who Follows “Double Standards” in the Organization
      • The Manager Who is a Religious or Racial Bigot
      • Summary
  • Appendix A. Employee Performance Evaluation
  • Appendix B. Security Vulnerability Survey
    • I General Function
    • II Building and Perimeter
    • III Vehicular Movement
    • IV Lighting
    • V Locking Controls
    • VI Alarms
    • VII Guards/Security Controls
    • VIII Employee and Visitor Controls
    • IX Product Controls (Shipping and Receiving)
    • X Money Controls
    • XI Proprietary Information
    • XII Other Vulnerabilities
    • XIII Personnel Security
  • Appendix C. IAPSC Code of Ethics
    • General
    • Professional
    • Forensic
    • Enforcement
  • Appendix D. Selected Security-Related Organizations
  • Appendix E. Suggested Security/Loss Prevention Reference Sources
    • Books
    • Journals
    • Magazines
    • Newsletters
    • Association Publications
  • Index
 
 
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