Cover -- Title page -- Copyright page -- Table of contents -- 1. Historical Roots -- INTRODUCTION -- INDUSTRIAL REVOLUTION -- Fertile Ground -- Growth of Factories -- Mass Production -- SCIENTIFIC MANAGEMENT -- HUMAN RELATIONS -- OPERATIONS RESEARCH -- AGE OF TECHNOLOGY -- BUSINESS TODAY -- SECURITY INDUSTRY -- English Roots -- Law Enforcement and Security -- Terrorism -- Security Marketplace -- Guard Services -- Professionalism -- Technology -- The Future -- NOTES -- 2. Strategy -- BUSINESS STRATEGY -- CORE AND SUPPORT ACTIVITIES -- OUTSOURCING -- OUTSOURCING AND THE SECURITY GROUP -- Protecting Assets Under Altered Circumstances -- Due Diligence -- Ambiguous Specifications -- EFFECT OF STRATEGY ON SECURITY MANAGEMENT -- Anticipate -- Exposures -- Magnitude -- Complexity -- TECHNICAL KNOWLEDGE -- Access -- Quality -- Teamwork -- STRATEGY AND RISK -- Predict -- Quantify -- IMPERATIVES -- Improve on Quality -- Forge Close Links with Customers -- Establish Close Relationships with Suppliers -- Make Effective Use of Technology -- Operate with Minimum Layers of Management -- Continuously Improve the Security Staff -- STRATEGIC PLANNING -- Policy and Planning -- The CSO and Strategic Planning -- Business Is Like War -- No Absolutes in Strategic Planning -- Strategy and Change -- NOTES -- 3. Leading -- INTRODUCTION -- Build a Vision -- Enlist Followers -- LEADERSHIP DEFINITIONS VARY -- Complex and Subtle -- Manager Versus Leader -- Peter Principle -- COMPETENCIES -- Gain Attention -- Set a Goal -- Communicate the Message -- Cultivate Trust -- Develop Oneself -- EMPOWERMENT -- Contributing -- Sharing Accomplishments -- Energizing and Motivating -- Conflicting Values -- Quantity Versus Quality -- Love of Work -- FOLLOWERS -- Taking Directions -- Telling the Truth -- Providing Feedback -- LEADERS ADD VALUE -- COMPETITION AMONG LEADERS -- Ambition.

Loyalty -- PRICE OF LEADERSHIP -- LEADING IN THE TWENTY-FIRST CENTURY -- Build and Manage -- Know the Landscape -- Expect the Best -- Do Not Micromanage -- Be Accessible -- Focus on What Is Important -- Point the Way -- CONCLUSIONS -- NOTES -- 4. Organizing -- STAFFING -- Justify the Position -- Identify Relevant Skills and Knowledge -- Search for Qualified Candidates -- Compare Candidates Against Job Requirements -- Identify the Apparent Best Candidate -- Conduct a Background Inquiry -- Test the Apparent Best Candidate -- Offer the Job -- The Independent Contractor -- ORGANIZING ACTIVITIES -- ESTABLISHING OBJECTIVES -- Group Objectives -- Individual Objectives -- ORGANIZING CONSISTENT WITH POLICIES -- Obtaining Resources -- The People Resource -- ORGANIZING BEYOND BOUNDARIES -- Assigning Tasks -- Monitoring Performance -- TERMINATING AN EMPLOYEE -- Stunned Reaction -- Psychological Trauma -- Sorrow -- Belligerence -- Managing the Termination Interview -- ORGANIZATIONAL STRUCTURES -- Vertical Model -- Network Model -- Security Group Fit -- NOTES -- 5. Managing People -- WORKING THROUGH PEOPLE -- MASLOW'S THEORY -- Physiological -- Survival -- Love -- Self-esteem -- Self-fulfillment -- Curiosity -- Key Tenets -- Maslow in the Security Environment -- PEOPLE DEVELOPMENT -- Encourage -- Expect Excellence -- APPRAISING PERFORMANCE -- Setting Targets -- Target Qualities -- Focus on Action Steps -- Base and Stretch -- Reviewing Performance -- Self-appraisal -- Performance Appraisal Cycle -- Starting Point -- Quarterly Reviews -- Ending Point -- Rating on Merit -- Objective and Quantitative -- EVALUATION IS ESSENTIAL -- Upward Feedback -- Obtain Subordinates' Ratings -- Upward Feedback Report -- Objectives for the Leader -- EVALUATING POSITIONS -- Grade Level Determination -- Position Description -- NOTES -- 6. Budget Management -- THE BUDGET -- Preparation.

Authorization -- Execution -- Audit -- THE BUDGET DIRECTOR -- ZERO-BASED BUDGETING -- Directions Flow Down -- Limitations -- Cost/Benefit Ratio -- CONTROLLING COSTS -- OVERSPENDING -- NOTES -- 7. Managing Change -- CHARACTERISTICS OF CHANGE -- Impact and Context -- Working Through People -- TEAMWORK IN EFFECTING CHANGE -- Familiar But Not Understood -- Poor Approaches -- TECHNOLOGY AND CHANGE -- POLITICS AND CHANGE -- CHANGE ON A PERSONAL LEVEL -- Reality Check -- Blame-shifters -- Survivors -- Action Coaching -- NOTES -- 8. Making Decisions -- LEADERSHIP -- Frame the Issue -- Collect Information -- Analyze the Information -- Decide -- Implement -- Examine Feedback -- CONCLUSIONS -- NOTES -- 9. Managing Risk -- INTRODUCTION -- RISK ANALYSIS -- Assets -- Criticality -- Threats -- Probability -- Impact -- Frequency -- Manageability -- Countermeasures -- SELF-ASSESSMENT -- SECURITY REVIEW -- SECURITY AUDIT -- PROJECT REVIEW -- Security Concept -- Security Design and Specifications -- Pre-acceptance -- SECURITY INCIDENT CAUSATION MODEL -- Incident -- Loss -- Hidden Causes -- STANDARDS -- Practices -- Conditions -- MANAGEMENT FAILURES -- APPLYING THE SICM TECHNIQUE -- Proactivity -- Programs -- The CSO's Role -- CONCLUSIONS -- NOTES -- 10. Managing Guard Operations -- PRIVATE POLICING -- SECURITY OFFICER SELECTION AND TRAINING -- Selection -- Training -- SECURITY SCHEME -- Staffing -- Skills -- Equipment -- PROPRIETARY VERSUS CONTRACT SECURITY -- Proprietary -- Contract -- Bid Solicitation -- Scope of Work -- Officer Standards -- Bid Evaluation -- QUALITY OF SERVICE -- Guard Training -- Guard Supervision -- ASSURANCE -- VALUE OF GUARD SERVICES -- CUSTOMER AND CONTRACTOR RELATIONSHIPS -- Mutual Respect -- Agreement Issues -- Liability -- LIFE SAFETY PROGRAM -- THE SECURITY SYSTEM -- NOTES -- 11. Managing Physical Security -- BACKGROUND.

TYPES OF PROTECTED ASSETS -- SAFEGUARDS -- FACTORS IN SELECTING SAFEGUARDS -- Environment -- Forces of Nature -- Crime -- Terrorism -- Site Characteristics -- CONCENTRIC PROTECTION -- Perimeter -- Barriers -- Advantages -- Barrier Purposes -- Chain-link Fencing -- Lighting Uses -- Types of Lighting and Lamps -- SENSORS -- Sensor Reactions -- Sensor Groups -- Distinct Characteristics of Sensors -- Sensor Types -- DETECTION RELIABILITY -- INTRUSION DETECTION SYSTEMS -- Assessment -- Three Characteristics -- Monitoring and Communication -- TAMPER DETECTION -- LOCK AND KEY SYSTEMS -- Types of Locks -- Key Control -- Protecting Keys -- Procedural Control -- Key Control Is Difficult -- Compromise -- Accountability -- Two-person Rule -- Dual Systems -- CONCLUSIONS -- NOTES -- 12. Managing Access Control -- BUSINESS RATIONALE -- EMPLOYEE BADGES AND VISITOR PASSES -- TYPES OF IDENTIFICATION CARDS -- TRAFFIC CONTROL -- MATERIALS CONTROL -- Inspection Entering and Moving Internally -- Accounting for Property -- Inspection of Materials Leaving -- ACCESS CONTROL AND PHYSICAL SECURITY -- Layered Protection -- Uniformity and Diversity -- CLOSED-CIRCUIT TELEVISION (CCTV) -- Comfort Level -- Pros and Cons -- System Features -- Managing a Purchase -- Operating the System -- System Performance -- Maintenance -- INTRUSION DETECTION -- IDS Components -- Sensor Selection -- Minimum Expectations -- THREAT INDIVIDUALS -- The Insider -- The Opportunist -- The Professional -- The Ideologue -- The Avenger -- The Terrorist -- CONCLUSIONS -- NOTES -- 13. Managing Investigations -- BACKGROUND -- INTERNAL THEFT -- Signals of Internal Theft -- Fraud -- Characteristics of Fraud -- Common Types of Fraud -- Medical Fraud -- Bid Rigging -- Computer-assisted Fraud -- False Billing -- Workers' Compensation Fraud -- Bribery -- PROBLEMS IN PROSECUTING -- THE FORENSIC INVESTIGATOR.

COMPLIANCE INVESTIGATIONS -- WHISTLE-BLOWER RULES -- COUNTERINTELLIGENCE INVESTIGATIONS -- INFORMATION OBTAINABLE ON THE INTERNET -- THE POLYGRAPH -- Employee Polygraph Protection Act (EPPA) -- Written Consent Required -- Polygraph Theory -- Polygraph Accuracy -- Polygraph Errors -- PHYSICAL EVIDENCE -- EVIDENCE COLLECTION -- TESTIFYING -- Three Fundamental Obligations -- Preparing to Testify -- Pre-trial Conference -- Courtroom Procedures -- The Deposition -- JURISDICTION -- CONCLUSIONS -- NOTES -- 14. Preemployment Screening -- RATIONALE FOR PREEMPLOYMENT SCREENING -- EMPLOYMENT APPLICATION FORM -- EMPLOYEE RELEASE -- REFERENCE CHECKS -- RECORDS OF INTEREST -- FAIR CREDIT REPORTING ACT (FCRA) -- Credit Information -- Consumer Report -- Investigative Consumer Report -- Negative Information -- Credit Application -- Local Records -- State Records -- Federal Records -- FREEDOM OF INFORMATION ACT (FOIA) -- PRIVACY ACT OF 1974 -- DATABASE SEARCHES -- COST-AVOIDING ADVANTAGES -- TESTING -- Drug and Alcohol Tests -- Paper-and-Pencil Tests -- Achievement Tests -- Aptitude Tests -- Intelligence Tests -- Interest Inventories -- Objective Personality Tests -- Test Validity -- Problems in Design and Interpretation -- NOTES -- 15. Emergency Management -- EMERGENCY MANAGEMENT PROCESS -- Mitigation -- Remediation -- Emergency Management and Risk -- EMERGENCY OPERATING PLAN (EOP) -- Anticipation -- Preparation -- Procedures -- Training -- Response -- DEVELOPMENT OF THE EOP -- Planning Team -- External Support Agencies -- Input to Planning -- Operational Activities -- Technological Systems -- Physical Environment -- Human Error -- History -- Plan Structure -- PLAN ORGANIZATION -- Equipping Plan Responders -- Training the Plan Responders -- Preassignment Training -- Firearms Training -- On-the-Job Training -- Refresher Training -- Task Performance Training.

Practice.