Development and education of Security Management

Security Management 1. While some people may be better leaders than others, all people can lead and all people can learn to lead better. Discuss some ideas of how leadership skills may be improved. Development and education Leaders need to develop in their position. Owing to managerial tasks’ knowledge-based nature, the word “development” has been used to describe the continuous growth in skills and cognition of executives and managers. Managerial development is promoted via education that they may acquire in various settings (Fernandez et al., 2015).

Attending and taking part in programs offered by certain general management and security-related institutions may help cater to their developmental requirements. Training and practice A leader is required to engage in constant training and practice of leadership skills needed for improving their output, including integrity, delegation and patience, until the time they have acquired mastery over those skills.

Mentorship The mentoring process entails transfer of knowledge, understanding and acumen from a judicious and reliable counselor (often an experienced individual) to another (aspiring leader) to guide the latter’s achievement (Fernandez et al., 2015). Mentoring may be provided by those in leadership roles who have experienced similar security-related challenges or peers who attempt to create a shared understanding for sound leadership based on prevalent security challenges. 2. Workplace violence is a major concern among protection professionals in large industrial and commercial organizations.

Why should this be so when the workplace – especially an office – is essentially one of the safest places for people to be? Any gathering and interaction of humans in a given place (such as an organization) renders differences of opinion, disputes and discord unavoidable. For all security personnel, these are cause for concern, since they form triggers which lead to violence at the workplace.

Stress Stress, from personal as well as professional sources, may lead workforce members to fall apart and have a go at those they feel are the enemy. Personnel who work too hard may contribute to an unpleasant workplace environment; if this is combined with the individual experiencing personal problems as well, the consequences may be destructive, or even fatal.

Denial Unawareness of the likelihood of violence perpetration within a company can result in the company not implementing adequate conflict resolution and safety measures, leaving it susceptible to attack on the part of clients and personnel and with a lack of tools for diffusing threatening situations.

Dissatisfied Ex-Personnel and Customers An individual who believes he/she has been wronged by an organization (say, a client feeling cheated or a worker offended by a colleague or fired or laid-off by the firm) may end up having a go at the organization or employee (Williams, 2018). The offended individual may return and open fire on company premises – a common fear these days, though in reality constituting a rather small share of overall cases.

An active shooter scenario is not the only security issues that is posed by disgruntled and ex-employees. For an ex-employee who is unsatisfied with the company in one way or another may seek to take revenge by making the company “suffer” in a number of ways. First, for companies in very competitive niches, it is possible to an ex-employee to expose the company’s trading secrets to competitors. Company secrets include copyright materials, marketing plans, and any new products.

Moreover, an ex-employee with access to company passwords might seek to expose them to hackers, competitors, or any other entity with malicious interests. It ought to be noted that, the risk posed by a disgruntled ex-employee rises with the ranking of the employee. For employee with managerial roles and a higher-clearance level, then the risk is proportionally higher given the amount of information and access they had in the company.

The risk posed by unsatisfied ex-employee is not limited to the high-ranking ex-employees only, low level employee might seek to damage the company’s image. This is particularly more significant especially now in the social media era. An ex-employee may engage in a smear campaign to damage the image of the company, and given the influence of social media, this is can be a major security threat, especially if the company’s security management doesn’t have a counter strategy.

To counter the above security risks, it is important that a company undertakes various security measures. First, employee should sign a non-disclosure agreement when leaving. This will bind them from sharing any sensitive company property and information. In addition, any information possessed by ex-employee e.g. password, strategies, and plans should be deactivated or modified. Lastly, any current security management cannot overlook the issue of cyber security. The company should be able to mount a thorough and aggressive online PR campaign to counter any negative campaigns from wherever. 3.

How does terrorism impact a local security manager? A global one? Within the local-level security management domain, terrorism has resulted in several counter-terrorism security measures being implemented whilst simultaneously attempting not to disturb or decrease international investment and commerce. Thus, terrorism has impacted local-level security managers in numerous ways; Local-level security managers now expect increased, and improved, operational support and training from state law enforcement officials like never before, particularly after the 9/11 attacks. Of particular importance are training, forensic science, technical support, cybercrime-related assistance, and specialized services (Davis et al., 2006).

Further, state- level agencies have offered additional technical support and training to local-level security organizations. Terrorism has caused local security management to adopt multiple steps for improving preparedness, including revising and improving mutual support agreements for general crises, amending.