Security Roles

The safety of any organization’s belongings such as information and processes which are utilized to control and spearhead the organization’s activities has been considered of great significance. Failure to ensure the safety of the organization’s property can have detrimental consequences to its credibility (Miskel, 2006, p. 23). An organization can experience threats in many ways, for example, when its confidential data is hacked or as result of avoidable mistakes by the human resource.

These forms of threats keep changing continuously and, therefore, this necessitates all security parties to formulate and enforce systems and diverse methods to ensure the safety of these belongings (Gupta & Sharman, 2009, p. 57). Ensuring that an organization is safe and void of harmful elements involve quite a wide variety of interventions. In order to protect what the company owns, the parties concerned with safety identify the threats and measure the weaknesses so that they can design effective and counteractive measures to avert any disaster (Miskel, 2006, p. 45).

The safety implementing organs also work to avoid losing any asset or property worth in the company. They concentrate on the crucial property that the organization owns and the mechanisms to safeguard them, and this is achieved through evaluation of threats that can pose danger or that may derail the company from meeting its objectives (Gupta & Sharman, 2009, p. 71). The safeguarding parties in an organization also conduct management of risks that may affect the safety of the company by scrutinizing probability of risks, determining the efficiency of the available measures to counter those risks, finding the associated outcomes or results, categorizing the form of risk, as well as suitable response to the risk.

Furthermore, the safeguarding personnel ensure that there is avoidance of unsuitable outcome within the organization (Miskel, 2006, p.63). They make sure that there is no available chance for criminal activity within the company. In addition, the safeguarding organ in an organization ensures that the risks are lowered to a minimum level that is regular to the mandate of the company. The head is ultimately accountable for the organization’s functioning since he or she supervises these activities. The manager of safety of an organization has duty to evaluate, resolve, and constantly manage safety that meets the necessity of the institution (Petier & Blackley, 2005, p. 61).

Another function of the safety manager is to formulate and maintain regulations that lower any theft or loss within the institution. Additionally, he or she leads probing of all criminal acts or any losses incurred against personnel to find out the culprits and prosecute them (Gupta & Sharman, 2009, p. 69). Furthermore, he or she formulates and implements security guidelines and requirements by identifying and proposing monitoring and associated security apparatus.

The safety manager acts as the facilitator of the field trainings for agents enforcing safety, for example, monitoring and safety aspects (Petier & Blackley, 2005, p. 14). The safety manager also pin-points and keeps records of security regulations in the organization before ensuring the level of safety needed to keep the company safe. In order to perform his or her duties to the level that an institution demands, the manager of the organ that ensures safety of the resources possessed by the company has to be skilled and knowledgeable (Gupta & Sharman, 2009, p. 81). The manager to portray both technical and managerial skills in order to ensure that the safety demands of the institution is met. The safety manager should have monitoring skills that enable him or her to know exactly safety situation status of the institution to respond as quickly as possible in case of a safety-threatening scenario (Petier & Blackley, 2005, p.28).

Another skill is that of communication. The security manager has to be clear and unambiguous when passing information to the subordinate or junior staff concerning safety matters of the institution. The security manager should have coordination skills since it is the role of the security head to coordinate all the activities that ensure that the safety status of the organization is upheld or improved when it is necessary (Gupta & Sharman, 2009, p. 29). Furthermore, the safety head should be able to handle both internal and external pressures arising from the urge to keep the institution safe and secure, as this can be necessitated by cases touching security matters emanating both from within the institution and outside environment. The head of security needs to be analytical, especially when dealing with information. This involves being able to identify the trends and being able to act in a swift manner to ensure that any event that may compromise the security status is averted (Gupta & Sharman, 2009, p. 35).

It is useful to have the inside and outside relationships in order to achieve the safety of department. The association of the two is important in that it enables responsible parties to act in a way that ensures the safety of its institution by coming up with strategies to prevent the unwanted events which may compromise the safety (Gupta & Sharman, 2009, p. 52). It also aids in getting information and channelling it to the safety organs for analysis and later action. To manage the safety status of the organization’s belongings, concerned parties have to involve themselves in a wide variety of roles. They conduct surveillance both in inside and in surrounding environment physically or through videos and cameras. They also should counter check the records of the company in order to depict useful information (Gupta & Sharman, 2009, p. 55). Additionally, concerned parties ensure that the rules and regulations of the company are adhered to as well as ensure the safety of the company’s personnel.

References

Gupta, M., & Sharman, R. (2009). Handbook of research on social and organizational liabilities in information security. Hershey, PA: Information Science Reference.

Miskel, J. (2006). Disaster response and homeland security. Westport, Conn.: Praeger Security International.

Peltier, T., Peltier, J., & Blackley, J. (2005). Information security fundamentals. Boca Raton, Fla.: Auerbach Publications.