Security Management course: Unit 1, history of private security / management

Therefore, if you become a security manager, you will face one of the most challenging management situations imaginable.
- how to run a profitable company at competitive rates, yet pay well enough and provide a working environment that will attract and retain quality people, and improve quality of services so that government will not impose onerous regulations and public won't oppose growth of the industry.
Stephenson's Law #1: if you have a problem, to start your search for a solution, think of some other company/industry that has the same problem, but more accutely (possible reasons: people's lives depend on a solution, they face severe liability if there's a mistake, etc.). Why? They have the greatest incentive to solve the problem and therefore probably have already addressed it, are likely to devote more time and money to its solution, etc.
- Bear in mind that the private security industry is relatively small, doesn't have huge resources. What comparable organization (in fact, one that provides much of the manpower and organizational models for the private security industry) shares many of the same problems -- but far more accutely -- and therefore might have already found solutions?
Discussion:
- What are some of the primary differences between the private and public sectors regarding security?
- What are the origins of private security industry?

"Process of planning, organizing, leading and controlling the efforts of organizational members, and using all other organizational resources to achieve stated organizational goals." (Stoner & Freeman, 1989).

"Everything that affects the performance of the institution and its results -- whether inside or outside, whether under the institution's control or totally beyond it." (Drucker, 1989)
Manager: one in charge of organization or a subunit. (Mintzberg, 1989)
Controversy as to whether management is organized and systematic or not.
- may be more fire fighting and managing by exception
Latest theory: that management, and organizations, may be governed by Chaos Theory (chaos theory is not, as the name might sound, total disorder. Instead, it is an understanding that reality is made up of complex, dynamic, unstable, non-linear systems, and there are underlying, orderly patterns which are triggered by events and self-organize to emerge and maintain general stability.).
5 fundamental reasons for managers:
- to ensure organization services basic purpose
- maintain stability in operations
- take charge of strategy-making system / adapt organization to changing environment
- integrate employees' values with organizational preferences
provide information link between organization and environment
(Mintzberg, 1973)

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