Open the attached document and Write 250 words each with proper
in text citation, APA, reference, and free from Plagiarism. Then follow
the below Rubric when writing. Please read all the author chapter in the
document to answer the question.
security_administration_assgnment_week_5_discussion_post.docx

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Security Administration
Write 250 words each with proper in text
citation, APA, reference, and free from
Plagiarism. Then follow the below Rubric when
writing
QUESTION 1
In the aftermath of the 2001 terrorist attacks, many security budgets
were strained to provide more staff, more technology, and more
protective infrastructure. Since security is often an overhead expense
(i.e., does not add profit to the firm),
A. What budget tools discussed in Sennewald would help you
justify your security plan to company managers competing for
funding?
B. How could you trim security costs but maintain effective layers
of security? Write
250 words
Read the following Author (Sennewald) about
Budget analysis below to answer this question
together with any outside sources and your
opinion.
Justifying the Security Budget
It is clear evidence of poor communication between senior
management and security management if the Security Manager
or Director must wrestle over the issue of “selling” company
management on security. He or she should not be in the position
of having to justify the Security Department’s existence in the
company, nor should the Security Manager have to struggle for
his or her fair share of the available budget dollars to be
allocated among all departments. The situation in which security
management is attempting to justify protection to an
uninformed management group should be avoided; rather, the
operating conditions should be an open communications line, an
ongoing understanding of the Security Department’s objectives
and the methods and strategy to achieve those objectives. The
objectives should have been established by management and
Security, jointly. This is another illustration of the top-down and
bottom-up process. Management initially sets operating and
expense guidelines, and Security, after doing its homework,
comes back with plans, alternatives, and priorities. The entire
process, if honest and healthy, is a mutual effort rather than a
struggle by one side (Security) for recognition or survival. That
honest and healthy process includes, incidentally, the absence of
old-fashioned budget padding in anticipation of budget cuts. Dr.
R. Paul McCauley of the University of Louisville, an outstanding
scholar of security management, developed a theory in the 1970s
called “Security by Objectives” that is exciting in its simplicity
and, in my view, still valid. In an abbreviated form, his first four
steps in security management’s approach to a task are as
follows: What must be done (or what do we have to do)?How
must it be done (or how are we going to do it)? When must it be
done (or when are we going to do it)?How much will it cost?Dr.
McCauley’s theory forms a sound basis for a practical approach
to planning and budgeting. It incorporates, in a slightly different
form, the three variables suggested earlier in this chapter. The
first two questions define the operation or projects, the third
establishes the schedule or timing, and the fourth determines
estimated costs. In essence, this is what a budget is all about.
Who Participates in the Budgeting Process?
There are “bottom-up and top-down” and “top-down and
bottom-up” approaches to budgeting. The latter is preferable
because senior management initiates the process by establishing
acceptable expenditure guidelines before the detailed planning
by the operating or middle management. For a given upcoming
budget year, the general guideline could be that middle
management should continue their cost-effectiveness efforts in
all operations as they have for the previous two years. Following
the detailed planning by the individual managers (Security
Manager or Director in our case), senior management will
evaluate and then set the final budget level based on the
financial outlook for the budget period.
Top-Down and Bottom-Up Process
Phase One: Senior Management — Top-Down
1. Establishes operating guidelines for the Security Department.
2. Establishes acceptable expenditure guidelines, that is, given
number of dollars.
Phase Two: Security (Middle) Management — Bottom-Up
1. Evaluates the security operation and projects. (Operation
means a continuing, ongoing function; project means a shortterm activity — for example, a rape prevention program is a
project, not an operation.)
2. Submits courses of action for achieving organizational goals.
3. Costs out such courses of action.
4. Develops and recommends alternative courses; for example,
the initial plan (or course of action) for the rape prevention
program came to $2,311.50. Alternatives include: a. Do not
offer the program at all. b. Do not buy the DVD; rent it instead
and save $600.00, bringing the cost to $1,711.50. Rent the DVD
and do not call in a guest speaker; simply have a discussion
session following the DVD, thus reducing the program to
$1,011.50. d. In addition to (c), eliminate posters and announce
the program through supervisors, thus reducing the program
another $552.50, and so on.
Phase Three: Senior Management — Top-Down
1. Reviews activities, costs, and alternatives recommended by
security management.
2. Makes decisions on the Security Manager’s recommendations.
3. Allocates funds on those decisions, thus establishing the
Security Department’s next budget.
The entire budgeting process follows a logical or sequential
pattern that brings about the interaction between senior and
middle management. The sequence is as follows:
1. Planning: Setting goals and objectives
2. Budget building or budget development: Evaluating current
activities, Identifying new activities, developing alternatives, and
determining costs
3. Evaluation and review of recommendations: Comparing
against original guidelines, making decisions regarding priorities
or alternatives
4. Budget establishment: Allocating funds
The top security executive should work closely with key staff
members in the bottom-up phase of the process, soliciting input
on what the current practices are and what they should be. The
executive should be asking such questions as: Why are we doing
it? Why are we doing it this way? Do we have to do it? Is there
an easier or better way to do it? Can we do it with four people
instead of five? To stimulate the thinking of subordinates in this
manner can prove productive in efforts to reduce costs or
otherwise affect savings in the function. At the same time,
subordinates become involved, at least to some degree, in the
budgeting function. Subordinates who participate in budget
preparation tend to be more diligent in managing their
respective areas of the budget later.
QUESTION 2
How would you develop a structured inspection process for
security in a typical retail department store? Write 250
words
Please answer all questions with good solution
and proper in text citation and Reference.
Discussion Questions Rubric
Grading
Exceeds
Criteria
expectation
Content: Content is
50%
comprehensive,
accurate, and
persuasive;
definitions are
clearly stated.
Meets
expectation
Content is not
comprehensive
and/or
persuasive.
Does not meet
No
expectation
evidence
Content is
Did not
incomplete or complete
omits some
assignment
requirements
stated in the
assignment’s
criteria.
Major points are Major points are Major points
stated clearly and addressed, but are not clear,
are well
are not well
not persuasive,
supported with
supported by
and not
sourcing.
sourcing.
sourced.
Research, if
Research, if
No outside
necessary, is
necessary, is
sources were
adequate, timely, inadequate in
used to support
relevant, and
either relevance, major points.
addresses all of quality of outside
the issues stated sources, and/or
in the
timeliness.
assignment’s
criteria.
Readability Organization and Organization and Organization No structure
50%
structure of the structure is not and structure or
response is clear easy to follow.
detracts from organization.
and easy to
the writer’s
follow.
message.
Response
Response is at Response is
exceeds the
the minimum
below the
minimum length length as
minimum
as described in described in the length as
the assignment’s assignment’s
described in
criteria.
criteria.
the
assignment’s
criteria.
Paragraph
Paragraph
Paragraph
transitions are
transitions are
transitions are
present and
fragmentary and not obvious.
logical, and
ideas are
maintain the flow presented
of thought
throughout the
paper.
Conclusion is
logical, flows
from the body of
the response,
and does not
include new
information.
Citations and
reference
formatting meet
standards for the
discipline.
without logical
connection.
Conclusion is
Conclusion is
provided but
missing.
does not flow
from the body of
the response.
Paper provides Citations and
citations and
references are
references for
not provided.
sources, but they
are incorrectly
formatted;
reference list is
provided but has
some errors or
omissions.
Rules of
Paper contains Paper contains
grammar usage few grammar,
numerous
and punctuation punctuation,
grammar,
are followed;
spelling, and
punctuation,
spelling and word word choice
spelling, and
choices are
errors.
word choice
correct.
errors.
Language is
Language lacks Language uses
clear and
clarity or includes jargon or
precise;
the use of some conversational
sentences
jargon or
tone.
display
conversational
consistently
tone.
strong, varied
structure.

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