Goals and Objectives for a Security Organization
Security plays a crucial role in when it comes to both business and government worlds. In this paper, the negative and positive influences related to organizational security will be discussed. Thereafter, a discussion on the consequences that business and government operations must overcome if their security goals and objectives fail will be covered, and lastly, the private security management and the value it brings to businesses will be tackled. Society must always put into consideration the legal ramifications when it comes to security management and how they arise (Choo, and Val, 2009).). Managers always put a lot of effort when protecting property, preventing loss, and keeping human assets. Nowadays, security managers are conducting thorough background checkups particularly when they are hiring new employees. Reason being, they want to make sound judgment on each and every employee that they intend to hire
Managers in organizations at all times have to make sure that they hire recruits who are competent for the job they are being given so that they will not put their company at risk. Conversely, the government is working hard to ensure that it protects national security while being careful not to infringe on any constitutional rights (Choo, and Val, 2009).). Government employees are obliged to sign a contract at the onset of their employment; this contract is usually a voluntary agreement that is legally binding between the employee and employer. There are various crimes that fall under the business and government legal aspects with the example of preliminary crimes, crimes against property which varies from bouncing checks or theft (Dutto, 2011).
In matters related to organizational security, there are influences which are both positive and negative. For instance, if there was no crime of property, people and information, then it means that security would not be very much needed. The positive influences associated with organizational security come in because there are better results when it comes to prevention of crime safeguards, methods and even skills for better building and enforcement of good values and ethics. The organization security is however influenced negatively by threats, crimes and other dangers that exist. Organization security is extremely crucial when it comes to influencing the security and safety of threats that might arise to a business on the everyday basis. This is why good organization is imperative to achieving business goals with the help of security.
When it comes to government and business operations, it is imperative for the security organization to have set goals and objectives (Linton, 2012). The foremost vital goal for a security organization is to be aware of the legal limits related to operating its business. Reason being, there are numerous laws that must be abided by. Both the CEO and his employees within the security organization must follow the law. The fact that security specialists and employees are usually the organizations face, they are therefore held highly as compared to the senior executives. According to Linton, (2012) for an organization to fully function, and also operate within the set legal limits, it has therefore to be familiar with the judicial processes and systems of the country that they work under.
There are quite a number of consequences that arise from not achieving the set goals and objectives. If a company does not familiarize itself with the formalities of criminal cases with the inclusion of civil, federal and state cases, there will be grave repercussions. The worst kinds of cases that a security company faces are those which are criminal (Linton, 2012). Criminal cases result in termination of employees and also giving the business bad image to the public and customers. Employers have to put into consideration that they can be easily sued especially for defamation of character should they give information about a certain employee be it current or former that is false to other employers.
Private security management brings huge value to businesses. There has been increasing debates regarding issues of public and private security. However, private security is imperative to businesses because for one, it is much cheaper compared to public security (Yvgne, Sofie, Jonas, and Louise, 2011). Therefore, businesses get to save on costs. Private security is cheaper since there are many providers and so it has to keep up with competition. The second value it adds is significance since without private security management, the security of the business will breached by under qualified employees, maintenance staff and also reception desk employees. Personnel dealing with private security management are familiar with negotiation methods that are of high stress and so they will not use a lot of force when dealing with criminal activities that occur in the business premises (Yvgne, Sofie, Jonas, and Louise, 2011). Using private security that is professional helps the business manage risks and additionally helps in limiting liability for the owners of the property. Private security management is able to avoid property damage that might arise in the event that there are floods or fire as they give a response that is policy driven. For that reason, it is wise to say that private security adds great vale to a business by protecting what it has and avoiding huge irreparable damages that could result to the closure of the business.
References
Choo H., and Val H., (2009). Knowledge and information sharing in a closed information
environment. Journal of Knowledge Management, 13(2): pp.21 – 34
Dutto, P. (2011). Three disputes and three objectives. Naval War College review. 64(40:
42-67
Linton, I. (2012). Goals & objectives for security organizations. Retrievedfrom
http://smallbusiness.chron.com/goals-objectives-security-organizations-
31377.html
Yvgne, M., Sofie P., Jonas H., and Louise Y., (2011). The 14-layered framework for
including social and organizational aspects in security management. Information
Management & Computer Security, 19 (2): pp.124 – 133
