A senior consultant in the business of private security has stated that even though risks will vary depending on the type of business, all companies must attempt to assess and control them. ôYou have to look at all businesses, no matter what their business is, as having a risk,ö he stated (Garvey, 2000, p. 161). Charles Sennewald also notes that in the last fifty years, the business of private security has shifted from operating on the fringes of institutional existence to become a critical part of most organizations today (2003, p. 19). Still, evaluating and preparing a companyÆs security management system can be a difficult task that requires spending many hours probing, examining, and pondering the companyÆs operation (Luizzo, 2001, p. 36). Nonetheless, the security director security must conduct this very important task in an orderly, detailed and thorough manner. This paper identifies the steps the security director believes are necessary to ensure that XYZÆs are procedurally and operationally secure.
The security director is a leader in the management of the security organization, although he does not directly manage the department (Sennewald, 2003, p. 44). Rather, the security director will hire and organize competent security professionals to manage and secure the company. However, the director is responsible for advising and assisting the security manager and staff with problem solving. The director also establishes objective and sets goals for the security organization (Sennewald, 2003, pp, 49-50). To fulfill these roles, the director must be familiar with the company and the security organization, and the security organizationÆs success in fulfilling its responsibilities to the company.
Essentially, the director of security must develop goals and objectives regarding three basic areas of concern when evaluating XYZÆs security. The first area of concern is physical security, which covers facility, access control,...