Security Manager Responsibilities
The primary responsibilities of a private security manager are to conduct and oversee all the operations systems and programs of the organization. The key tasks of this position are planning and managing. A private security manager is very different from a law enforcing officer (Markowitz & Fabozzi, 2002). A manager is employed by a company and not the government. A private security manager has minimal rights to some core activities of state law enforcement like issuing orders for detaining people or holding weapons.
To ensure that there is a safe environment in the places in which a company offers services, a private security manager must plan all the operations. For instance, recruiting and training staff as well as drawing up duty timetable. To ensure that security policies, practices and procedures are adhered to by the staff in executing their duties, a manager has to plan for the communication of such guidelines to the whole team (Hess, 2008). A manager also has to plan for the regular scheduled meetings of the board members, the departmental supervisors and the annual general meetings.
The second responsibility of a private security manager is to report. He must make several consultations with both the upper and the lower management teams when there is an opportunity and need for improvement in security services. He is also expected to produce regular security reports for the company management board or the proprietors. Similarly, he should make security related reports to the police from time to time as may deem fit. He should also prepare staff progress and remuneration report for every financial period.
Private security managers must come up with distinct and specific programs for training security personnel and other staff in matters of security laws and procedures (Hess, 2008). In this particular case a private security manager will have to lead, train and talk with his juniors and seniors as well.
Two theories applicable to the private security field
The two theories that are applicable in private security provision are the contingency and systems theories. Contingency theory proposes that to make decisions, managers must consider all the current conditions before taking steps in relation to a given situation (Hess, 2008). For example, if there is a need to identify the best manager or a management style such that a private security company might decide that the best style of management is the one that relies on the current situation to formulate solutions for now and the future. This company essentially uses this theory for its management decisions. The main point here is that solutions come from within.
The second theory of management that is applicable to the field of private security is the systems theory. A system is basically a collection of units that are brought together to make a whole. This implies that if one part of the system is not functioning well, then the entire system is affected in a way or another. Put simply, every part contributes to the whole. For example a security company consists of the management and the staff, communication equipments and systems, patrol cars and dogs, a physical location and other resources (Markowitz & Fabozzi, 2002). If either of them is deficient, then a proper security provision is hampered.
The functioning of these parts is planned, organized and controlled. The effect of systems theory is to equip managers have a broad view of the organization. When managers apply this theory they interpret patterns and events in their workplace (Markowitz, & Fabozzi, 2002). These systems assist them to recognize various organs of an organization and in particular the relationship between various departments.
Difference between management and leadership
Management and leadership seem akin but in the real sense they are different. We should differentiate these two terms by their doers. A leader motivates people who look up him or her. He or she sets the pace and the tone by doing things then others follow suit. On the other hand, a manager watches over others who are below him or her in hierarchy. He or she has subordinates and the title is a sign of seniority which further means power and authority over others. Management is therefore exercising authority and power while leadership is showing the way and setting precedents.
In management, there is a style of operation such in that the manager gives orders to the subordinates. The subordinates have to follow orders not because they lack responsibility but due virtues that their positions accords them. Managers have the authority to get things done within schedule which may be constrained both by time and resources. As a result they end up assigning roles and duties to their subordinates as well as following them up (Hess, 2008).
Leadership is involved where an individual has followers. Most of the leaders lack subordinates, although there are organizational leaders who have subordinates but this happen because they have managers. Leadership goes along with some personal traits such as being charismatic and transformative. Leaders can assign tasks but will not follow up to check how they were accomplished. A leader must have the capacity to appeal to the followers by acting exemplary (Hess, 2008). In management the acting is risk averse but in leadership involves risk seeking. Leadership involves following a vision, which is considered to be natural and being ready to encounter problems and hurdles that must be overcome in the process.
How ethical conduct could be encouraged in a private security company or organization
In private security organizations, there is a code of conduct containing a series of standards that are jointly recommended by oversight bodies made up of companies in the industry and government agencies. The code of conduct is presented in a structured format that gives fundamental conditions that pledges the least acceptable degree of professionalism and eminence by all security companies. This code can be observed by any private security company by making sure that it conforms to regulations appropriate to the sector. This can also be done by customarily designing rules of conduct that will be applicable to the staff of an organization (Markowitz & Fabozzi, 2002).
Ethical conduct can also be encouraged by making sure that there is transparency of practices and structures established within a company. This can also be encouraged by ensuring that inner organizational procedures are executed according to the set standards and common practice. Notices and memos could also be used to remind the staff of the codes of conduct.
