1Preface
17814.3.2 Disadvantages of Contractual Noncareer Personnel
2Chapter 1. General Principles of Organizations
17914.4 Combining Career and Noncareer
31.1 General Principles of Organization
18014.5 Summary
41.2 Purpose Process or method Clientele Time Geography
18114.6 Exercise
51.3 Geography
182Chapter 15. Planning and Budgeting
61.4 Span of Control
18315.1 What Is a Budget?
71.5 Unity of Command
18415.2 Why Do We Have a Budget?
81.6 Responsibility, Authority, and Accountability
18515.3 When Is a Budget Prepared?
91.7 Coordination to Meet Organizational Goals
18615.4 Top-Down and Bottom-Up Process
101.8 Corporate relations
18715.4.1 Phase One: Senior Management — Top-Down
111.9 Summary
18815.4.2 Phase Two: Security (Middle) Management — Bottom-Up
121.10 Exercise
18915.4.3 Phase Three: Senior Management — Top-Down
13Chapter 2. Organizational Structure
19015.5 How Is a Budget Prepared?
142.1 Introduction: 2.1.1 Subunit Structures
19115.6 Sundry Expense
152.2 Summary
19215.7 Justifying the Security Budget
162.3 Exercise
19315.8 Summary
17Chapter 3. Security’s Role in the Organization
19415.9 Exercise
183.1 Introduction
195Chapter 16. Program Management
193.2 Special Services
19616.1 The Security Inspection Process
203.2.1 Executive’s Home Security Survey
19716.2 Support for Senior Management
213.2.2 Investigative Assistance
19816.3 Continuous Security Inspections
223.2.3 Emergency Service
19916.4 Formal or Informal Security Inspections
233.3 Educational Services
20016.5 Structured or Unstructured Inspections
243.3.1 General Security
20116.6 Assessment of Risks and Countermeasures : 16.6.1 Selection of Countermeasures
253.3.2 Supervisory Training Sessions
20216.7 Personnel
263.3.3 Employee Self-Protection Programs
20316.8 Procedural Controls
273.3.4 Unit or Departmental Presentations
20416.9 Hardware
283.4 Management Services
20516.10 Electronics
293.5 Summary
20616.11 Personnel
303.6 Exercise
20716.12 Assessment of Countermeasures
31Chapter 4. The Security Director’s Role
20816.13 Inspecting for Compliance with Procedures
324.1 The Security Director as a Leader
20916.14 Summary
334.1.1 As a Company Executive
21016.15 Exercise
344.1.2 As an Innovator
211Chapter 17. Risk
354.1.3 As a Counselor and Advisor (In-House Security Consultant)
21217.1 Risk Management Programs and the Security Professional’s Role
364.1.4 As a Trainer
21317.2 Risk Program Components
374.1.5 As a Contemporary Professional
21417.2.1 Risk Analysis
384.1.6 As a Goal Setter and Strategic Planner
21517.2.2 Risk Assessment and Risk Rating
394.2 Summary
21617.2.3 Risk Mitigation
404.3 Exercise
21717.2.4 Risk Reporting
41Chapter 5. The Security Supervisor’s Role
21817.3 Summary
425.1 The Supervisor as an Inspector
21917.4 Exercise
435.2 The Supervisor and the Individual Employee : 5.2.1 Supervisory Authority
220Chapter 18. The Security Survey
445.3 The Supervisor as the “In-Between” Person
22118.1 What Is a Security Survey?
455.4 The Supervisor’s Span of Control
22218.2 Defining Security
465.5 Automatic Shifting in the Line of Command
22318.3 Components of a Security Survey
475.6 Functional or Staff Supervision
22418.4 Survey Document Guard
485.7 Supervisory Training
22518.5 Summary
495.8 Summary
22618.6 Exercise
505.9 Exercise
227Chapter 19. Office Administration
51Chapter 6. The Individual Security Employee
22819.1 Administrative Assistants
526.1 Standards of Conduct
22919.2 Reception
536.2 Courtesy
23019.3 Records
546.3 Cooperation
23119.4 Record Filing Systems
556.4 Personal Integrity
23219.4.1 Control Ledger
566.5 Self-Respect
23319.4.2 Master Index
576.6 Honesty
23419.4.3 File Control
586.7 Cleanliness
23519.4.4 Mail
596.8 Stability
23619.5 Office Security : 19.5.1 The Office Environment
606.9 Fidelity
23719.6 Summary
616.10 Morality
23819.7 Exercise
626.11 Attitude
239Chapter 20. Writing Policies and Procedures
636.12 Summary
24020.1 Historical Evolution
646.13 Exercise
24120.2 Policy
65Chapter 7. Hiring Security Personnel
24220.2.1 Psychological Testing
667.1 Hiring
24320.2.2 Verification of Former Employers
677.2 Recruiting Entry- or First-Level Positions
24420.2.3 Benefits
687.3 Nonentry-Level Recruiting
24520.3 Consistency in Performance
697.4 Initial Human Resource Interview
24620.3.1 Reduction of Decision-Making Time
707.5 The Initial Security Interview
24720.3.2 Enhancement of Controls
717.6 Seven Interviewing Rules
24820.3.3 Provision for Objective Performance Evaluation
727.7 Secondary Interviewing
24920.3.4 Compliance
737.8 Selection of Best Candidate
25020.4 Scope All employees
747.9 Background Investigation of Applicant
25120.4.1 Definitions 1. Investigative Interview
757.10 Job Offer
25220.4.2 Procedures
767.11 Summary
25320.5 Free-Standing Policies
777.12 Exercise
25420.6 Criminal History
78Chapter 8. Job Descriptions
25520.7 Importance of the Written Policy
798.1 Accuracy and Completeness in Describing the Job
25620.7.1 Policies, Procedures, and the Security Manual
808.2 Matching Applicant to the Job
25720.7.2 Format and Mechanics
818.2.1 Undesirable
25820.7.3 A Two-page Procedure Noted
828.2.2 Desirable
25920.8 Summary
838.3 Employee’s Understanding of the Job
26020.9 Exercise
848.4 Matching Training to Job Description
261Chapter 21. Statistics as a Security Management Tool
858.5 Performance Evaluations : 8.5.1 Based on Job Descriptions
26221.1 Introduction
868.6 Job Descriptions
26321.2 Planning
878.6.1 Composition of the Job Description
26421.3 Reduce risks without large costs
888.6.2 The Objective of the Position
26521.4 Internal Statistical Analysis
898.6.3 Sample Job Description
26621.5 External Statistical Analysis
908.7 Summary
26721.6 Methodology
918.8 Exercise
26821.7 Information for Risk Analysis
92Chapter 9. Training
26921.8 Return on Investment
939.1 Shortcomings of Typical “Training”
27021.9 Summary
949.2 Training
27121.10 Exercise
959.2.1 On-the-Job Training
272Chapter 22. Relationship with Law Enforcement
969.2.2 Formal or Structured
27322.1 Services of the Public Sector Provide Information on Individual Criminal Histories
979.3 Detailed Expansion of Procedure
27422.2 Provide Information on Possible Criminal Attacks
989.4 Training as an Ongoing Responsibility
27522.3 Provide Traffic Control Support for Special Events
999.5 Types of Security : 9.5.1 In-Service General Seminars
27622.4 Accept and Process Crime Reports
1009.6 Interrogation Workshop
27722.5 Coordinate with Security on Special Enforcement
1019.7 Testifying in Court Seminar
27822.6 Coordinate with Security on Major or Important Investigations
1029.8 Report Writing Workshop : 9.8.1 Supervisory Training
27922.7 Provide Intelligence on Radical or Political Activists
1039.9 Meeting Organizational Needs
28022.8 Provide Protection during Labor
1049.10 Security Manual
28122.9 Services of the Private Sector
1059.11 Summary
28222.10 Contribute to the Local Criminal Statistical Data
1069.12 Exercise
28322.11 Provide the Community with “Tax-Free” Law Enforcement
107Chapter 10. Discipline
28422.12 Provide Liaison Between Law Enforcement and the Business World
10810.1 The Supervisor’s Role in Discipline
28522.13 Summary
10910.2 Disciplinary Problems Arising from Misunderstood Assignments
28622.14 Exercise
11010.3 Basic Rules of the Disciplinary Process
287Chapter 23. Jackass Management Traits
11110.3.1 Rule #1. Put Rules in Writing and make Certain Employees Understand them
28823.1 Introduction
11210.3.2 Rule #2. Discipline in the Privacy of an Office
28923.2 Jackass Characteristic
11310.3.3 Rule #3. Be Objective and Consistent
29023.2.1 The Manager Who Seeks to Be “Liked” Rather Than Respected
11410.3.4 Rule #4. Educate, do not Humiliate
29123.2.2 The Manager Who Ignores the Opinions and Advice of Subordinates
11510.3.5 Rule #5. Keep a File on all Employee Infractions
29223.2.3 The Manager Who Fails to Delegate Properly
11610.3.6 Rule #6. Exercise Discipline Promptly
29323.2.4 The Manager Who Ignores the Training and Developmental Needs of Subordinates
11710.4 Progressive Discipline
29423.2.5 The Manager Who Insists on Doing Everything
11810.5 Oral warning Written reprimand in place of suspension
29523.2.6 The Manager Who Fails to Give Credit
11910.6 Self-Discipline
29623.2.7 The Manager Who Treats Subordinates as Subordinates
12010.6.1 Self-Discipline and Vanity
29723.2.8 The Manager Who Ignores Employees’ Complaints
12110.6.2 Self-Discipline and Temper
29823.2.9 The Manager Who Does Not Keep People Informed
12210.6.3 Self-Discipline and Arguments
29923.2.10 The Manager Who Holds His or Her Assistant Back
12310.6.4 Self-Discipline and Personal Likes and Dislikes
30023.2.11 The Manager Who Views the Disciplinary
12410.6.5 Self-Discipline and Work Habits
30123.2.12 The Manager Who Fails to Back up His or Her People
12510.6.6 Self-Discipline and Humility
30223.2.13 The Manager Whose Word Cannot Be Trusted
12610.7 Summary
30323.2.14 The Manager Who Avoids Making Decisions
12710.8 Exercise
30423.2.15 The Manager Who “Plays Favorites”
128Chapter 11. Motivation and Morale
30523.2.16 The Manager Who Fails to Stay Current in the Field
12911.1 “Theory X” and “Theory Y”
30623.2.17 The Manager Who Enjoys “Pouring on” More Work Than a Subordinate Can Handle
13011.2 Organizational Behavior The Autocratic Theory
30723.2.18 The Manager Who Acts or Overreacts Too Quickly
13111.3 The Custodial Theory
30823.2.19 The Newly Promoted Manager Who Believes His or Her Manure Is Odorless
13211.4 The Supportive Theory
30923.2.20 The Manager Who Is Moody
13311.5 Work Motivation Theory
31023.2.21 Managers Who Fail to Plan and Put Priorities on Their Work
13411.6 Responsibility as a Motivator
31123.2.22 The Manager Who Lacks Emotion and Empathy
13511.7 Achievement as a Motivator
31223.2.23 The Manager Who Hires Relatives into the Organization
13611.7.1 Recognition of Achievement as a Motivator
31323.2.24 The Manager Who Views Women as Being Limited to Pleasure, Breeding, and Menial Functions
13711.7.2 Growth as a Motivator
31423.2.25 The Manager Who Faithfully Practices the Art of Pessimism
13811.7.3 Advancement as a Motivator
31523.2.26 The Manager Who Steals Subordinates’ Ideas
13911.8 Demotivators
31623.2.27 The Manager Whose Style and Authority Are Based on Absolute Power
14011.9 Summary
31723.2.28 The Manager Who Seems Oblivious to What Is Happening
14111.10 Exercise
31823.2.29 The Manager Who Loves to “Sack” Employees
142Chapter 12. Promotions
31923.2.30 The Manager Who Follows “Double Standards” in the Organization
14312.1 Identifying Promotional Candidates
32023.3 Summary
14412.2 The Candidate’s Educational Achievements
32123.4 Exercise
14512.3 Anticipated Performance in the Higher-Level Job
322Chapter 24. Brief about Police Organizations
14612.4 Selection of the Right Candidate
32324.1 Principles Of Policing
14712.5 The Board Interview
32424.2 London’s Metropolitan Police Act: 24.2.1 Principles of Policing
14812.6 Following the Selection
32524.3 Protecting and Serving
14912.7 Promotion from “within.”
32624.4 Police Administration: A Brief History
15012.8 Vertical Promotion outside the Department
32724.4.1 The Emergence of Formal Police Organizations
15112.9 Advantages of Multiple Layers
32824.4.2 Evolving Notions of Strategy
15212.10 “Temporary” Promotions
32924.4.3 1850–1930: From Community Service to Crime Fighting
15312.11 Summary
33024.4.4 1930–1980: A Widening Array of Policing Strategies
15412.12 Exercise
33124.4.5 1980–Present: Flexibility and Transition
155Chapter 13. Communication
33224.5 Ethics And Professionalism In Policing: 24.5.1 Ethical Challenges in Policing
15613.1 Types of Communication
33324.6 Law Enforcement Codes of Ethics and Conduct
15713.1.1 Verbal-Down
33424.6.1 Ethical Leadership by Example
15813.1.2 Verbal-Up
33524.6.2 Ethical leadership
15913.1.3 Written-Down
33624.7 Policing as a Profession
16013.2 Department Handbook or Manual
33724.8 Leadership Versus Management And Supervision
16113.3 Departmental Newsletter
33824.8.1 Choosing to Lead
16213.4 Written-Horizontal
33924.8.2 Understanding Managers’ and Supervisors’ Responsibilities
16313.5 Shoplifter
34024.9 Cultivating Leadership Abilities
16413.6 Written-Up
34124.10 Police Administration: Common Activities
16513.7 Verbal-Horizontal
34224.11 Line Operations
16613.8 Action
34324.12 Administrative Support
16713.9 Summary
34424.13 Auxiliary Services
16813.10 Exercise
34524.14 Summary
169Chapter 14. Careers (Proprietary) Versus Non-career (and Contract) Personnel
34624.14.1 Principles of Policing
17014.1 Career Personnel
34724.14.2 Police Administration: A Brief History
17114.1.1 Advantages of Career Personnel
34824.14.3 Ethics and Professionalism in Policing
17214.1.2 Disadvantages of Career Personnel
34924.14.4 Leadership versus Management and Supervision
17314.2 Part-Time Noncareer Personnel
35024.14.5 Police Administration: Common Activities
17414.2.1 Advantages of Part-Time Noncareer Personnel
35124.15 Exercise
17514.2.2 Disadvantages of Part-Time Noncareer Personnel
352Appendix
17614.3 Contractual Noncareer Personnel
353Glossary
17714.3.1 Advantages of Contractual Noncareer Personnel
354Index
