COMPLETE GUIDE CPP CHAPTER 2
SECURITY MGT COMPLETE WITH
CORRECT QUESTIONS AND ANSWERS
UPDATED 100% A+ GRADED
The modern security manager or director wears many hats. - CORRECT ANSWER-He or
she must be educated in the planning, layout, and use of alarm systems, CCTV, and
access control systems; background investigations, criminal, and civil investigations; the
use of undercover operatives; guard force management; criminal and civil law; privacy
laws; union rights; the use and implementation of drug-screening programs; interaction
with management and the criminal justice system; interroga- tion techniques; and
much, much more
Line executives: - CORRECT ANSWER-those who are delegated chain-of-command
authority to accomplish specific objectives in the organization.
Staff functions: - CORRECT ANSWER-functions that are advisory or service oriented to
the line executive.
As a general rule, the security manager or director serves in a : - CORRECT ANSWER-
staff capacity when his or her role is as an advisor to a superior executive.
When the security manager or director exercises authority dele- gated by the senior
executive to whom he or she reports,: - CORRECT ANSWER-he or she is exercising
functional authority
The security manager or director exercises: - CORRECT ANSWER-full line authority over
his or her own department.
From an organizational standpoint, security cuts across; - CORRECT ANSWER-depart-
mental lines and relates to the activity of the company.
Delegation of authority: this is a must. The degree to which a secu rity manager or
director is able to: - CORRECT ANSWER-delegate responsibility is a measure of his or
her leadership ability.
The single most common management weakness is the failure to properly: - CORRECT
ANSWER-delegate responsibility and the authority to carry it out.
,Chain of command: - CORRECT ANSWER-the path along which authority flows.
Span of control: the number of personnel over which: - CORRECT ANSWER-any
individual can exercise direct supervision effectively.
Security management should only directly supervise; - CORRECT ANSWER-security
personnel.
Unity of command: - CORRECT ANSWER-where an employee should be under the direct
control of only one superior.
1. There are six basic principles of organization: - CORRECT ANSWER-a. A logical
division of work.
b. Clear lines of authority as set forth in the organizational chart.
c. Limited span of control.
d. Unity of command
e. Proper delegation of responsibility and authority
f. Coordination of efforts through training and communication
1. The two key points to remember about an organizational chart are as follows: -
CORRECT ANSWER-a. The horizontal plane indicates the division of areas of
responsibility.
b. The vertical plane defines the levels of authority.
For an organizational structure to be most effective, it should: - CORRECT ANSWER-be
flexible.
1. A security director from an effective organizational standpoint should report to the: -
CORRECT ANSWER-highest-ranking corporate officer possible.
Dr. Abraham Maslow developed a five-step process that describes human behavior in
terms of the needs that are experienced. These needs are as follows: - CORRECT
ANSWER-• Basic needs, such as food and shelter
• The need for safety, such as security, protection.
• The need to belong, such as memberships.
• The need for ego status, such as achieving some special recognition
• The need to self-actualize.
Herzberg defines two different categories of needs, independent of each other. The two
categories are as follows: - CORRECT ANSWER-1. Hygiene factors:• Salary• Fringe
benefits• Security• Rules and regulations• Supervision
2. Motivators:• Challenging assignments• Increased responsibilities• Recognition for
work• Individual growth
,Herzberg believed that hygiene factors do not produce growth: - CORRECT ANSWER-in
the individual or increase work output but that they do prevent losses in performance.
Herzberg felt that motivators had positive effects on employees, resulting in: -
CORRECT ANSWER-increased job satisfaction and increased total output capacity.
Herzberg's theory is also known as the "work motivation theory" in that genuine
motivation: - CORRECT ANSWER-comes from work itself and not from so-called hygiene
factors.
Theory X was developed by; - CORRECT ANSWER-Douglas McGregor.
Theory X is defined them as follows: - CORRECT ANSWER-• The average employee is
naturally lazy and will work as little as possible. • The average employee lacks ambition,
dislikes responsibility and authority, and prefers taking orders to being independent. •
The employee is basically self-centered, has no feeling for organizational needs, and
must be closely controlled. • By nature, the average employee resists change. • The
average employee does not have the ability to solve problems creatively.
Theory Y is defined as follows: - CORRECT ANSWER-• Work can be an enjoyable part of
one's life if the conditions are favorable .• People are not naturally lazy, passive, or
resistant to the needs of the organization .• Management does not place the potential
for development within the employee. It is management's responsibility to recognize
the potential that is present within each individual and allow the individual the freedom
to develop his or her abilities. • People possess creativity and can solve organizational
problems if encouraged by management. • The essential task of management is to
develop organizational conditions and operational procedures so the individual can
attain his or her goals by directing efforts toward organizational goals and objectives.
Security officers in a Theory Y organization achieve; - CORRECT ANSWER-satisfaction
for their ego and self-actualization needs.
Chris Argis developed the; - CORRECT ANSWER-immaturity-maturity theory.
Argis listed seven changes that should occur in the employee's person- ality if he or she
is to develop into a mature person and be an asset to the organization: - CORRECT
ANSWER-1. From passive to active
2. From restrictive behavior patterns to diversified behavior
3. From dependence to independence
4. From erratic shallow interests to deeper and stronger interests
5. From short-term perspective to long-term perspective
6. From subordinate position to an equal or superior position
7. From lack of self-awareness to awareness and control over self
, The autocratic theory dates back to the Industrial Revolution of the 1750s. The
manager's position under this theory is one; - CORRECT ANSWER-of formal and official
authority. Under this theory, management has complete control over the employee.
Custodial Theory; This theory's aim is to make the employee; - CORRECT ANSWER-
happy and contented through the wealth of the company, which provides economic
benefits to the employee.
Supportive Theory; The prime element of this theory is; - CORRECT ANSWER-
leadership; managers think in terms of "we" rather than "they." Little supervision is
required, as employees will take on added responsibility with the knowledge that
support is available from the supervisory level of management.
The "ten deadly demotivators" formulated by Dr. Mortimer Feinberg in his book
Effective Psychology for Managers are as follows: - CORRECT ANSWER-. Never belittle a
subordinate. • Never criticize a subordinate in front of others. • Never fail to give your
subordinate your full attention. • Never give your subordinate the impression that you
are mainly concerned with your own interests. • Never play favorites. • Never fail to
help your subordinates grow, when they are deserving. • Never be insensitive to small
things. • Never "show up" employees. • Never lower your personal standards. • Never
vacillate in making a decision.
The key qualities of a successful security manager are as follows: - CORRECT ANSWER-
• Patience• Wisdom• Virtue• Empathy• Kindness• Trust• Knowledge• Self-control
Many organizations will contract out the guard force to companies that specialize in
supplying such services. The motivating factors behind this decision are mainly; -
CORRECT ANSWER-financial. Contracting for guards is less expensive when you take
into account salaries, benefits, taxes, insurance, recruitment and training costs,
overtime, holidays, uniforming costs, and the costs ofpreparing and auditing payrolls.
Other benefits for contracting security to the company include; - CORRECT ANSWER-
more flexibility in the usage of manpower. The company does not have to absorb the
cost of recruit- ing, interviewing, and investigating applicant backgrounds, or training
and uniforming replacement officers or temporary officers for emergency situations.
In contracting security once you have selected one or more companies you may wish to
employ, your next step is; - CORRECT ANSWER-to interview the highest executive
available. Visit their offices; see firsthand if they have the equipment, personnel, and
facilities they claim to have
One of the duties of the security manager or director is to formulate; - CORRECT
ANSWER-security budgets with which to run his or her operations.
SECURITY MGT COMPLETE WITH
CORRECT QUESTIONS AND ANSWERS
UPDATED 100% A+ GRADED
The modern security manager or director wears many hats. - CORRECT ANSWER-He or
she must be educated in the planning, layout, and use of alarm systems, CCTV, and
access control systems; background investigations, criminal, and civil investigations; the
use of undercover operatives; guard force management; criminal and civil law; privacy
laws; union rights; the use and implementation of drug-screening programs; interaction
with management and the criminal justice system; interroga- tion techniques; and
much, much more
Line executives: - CORRECT ANSWER-those who are delegated chain-of-command
authority to accomplish specific objectives in the organization.
Staff functions: - CORRECT ANSWER-functions that are advisory or service oriented to
the line executive.
As a general rule, the security manager or director serves in a : - CORRECT ANSWER-
staff capacity when his or her role is as an advisor to a superior executive.
When the security manager or director exercises authority dele- gated by the senior
executive to whom he or she reports,: - CORRECT ANSWER-he or she is exercising
functional authority
The security manager or director exercises: - CORRECT ANSWER-full line authority over
his or her own department.
From an organizational standpoint, security cuts across; - CORRECT ANSWER-depart-
mental lines and relates to the activity of the company.
Delegation of authority: this is a must. The degree to which a secu rity manager or
director is able to: - CORRECT ANSWER-delegate responsibility is a measure of his or
her leadership ability.
The single most common management weakness is the failure to properly: - CORRECT
ANSWER-delegate responsibility and the authority to carry it out.
,Chain of command: - CORRECT ANSWER-the path along which authority flows.
Span of control: the number of personnel over which: - CORRECT ANSWER-any
individual can exercise direct supervision effectively.
Security management should only directly supervise; - CORRECT ANSWER-security
personnel.
Unity of command: - CORRECT ANSWER-where an employee should be under the direct
control of only one superior.
1. There are six basic principles of organization: - CORRECT ANSWER-a. A logical
division of work.
b. Clear lines of authority as set forth in the organizational chart.
c. Limited span of control.
d. Unity of command
e. Proper delegation of responsibility and authority
f. Coordination of efforts through training and communication
1. The two key points to remember about an organizational chart are as follows: -
CORRECT ANSWER-a. The horizontal plane indicates the division of areas of
responsibility.
b. The vertical plane defines the levels of authority.
For an organizational structure to be most effective, it should: - CORRECT ANSWER-be
flexible.
1. A security director from an effective organizational standpoint should report to the: -
CORRECT ANSWER-highest-ranking corporate officer possible.
Dr. Abraham Maslow developed a five-step process that describes human behavior in
terms of the needs that are experienced. These needs are as follows: - CORRECT
ANSWER-• Basic needs, such as food and shelter
• The need for safety, such as security, protection.
• The need to belong, such as memberships.
• The need for ego status, such as achieving some special recognition
• The need to self-actualize.
Herzberg defines two different categories of needs, independent of each other. The two
categories are as follows: - CORRECT ANSWER-1. Hygiene factors:• Salary• Fringe
benefits• Security• Rules and regulations• Supervision
2. Motivators:• Challenging assignments• Increased responsibilities• Recognition for
work• Individual growth
,Herzberg believed that hygiene factors do not produce growth: - CORRECT ANSWER-in
the individual or increase work output but that they do prevent losses in performance.
Herzberg felt that motivators had positive effects on employees, resulting in: -
CORRECT ANSWER-increased job satisfaction and increased total output capacity.
Herzberg's theory is also known as the "work motivation theory" in that genuine
motivation: - CORRECT ANSWER-comes from work itself and not from so-called hygiene
factors.
Theory X was developed by; - CORRECT ANSWER-Douglas McGregor.
Theory X is defined them as follows: - CORRECT ANSWER-• The average employee is
naturally lazy and will work as little as possible. • The average employee lacks ambition,
dislikes responsibility and authority, and prefers taking orders to being independent. •
The employee is basically self-centered, has no feeling for organizational needs, and
must be closely controlled. • By nature, the average employee resists change. • The
average employee does not have the ability to solve problems creatively.
Theory Y is defined as follows: - CORRECT ANSWER-• Work can be an enjoyable part of
one's life if the conditions are favorable .• People are not naturally lazy, passive, or
resistant to the needs of the organization .• Management does not place the potential
for development within the employee. It is management's responsibility to recognize
the potential that is present within each individual and allow the individual the freedom
to develop his or her abilities. • People possess creativity and can solve organizational
problems if encouraged by management. • The essential task of management is to
develop organizational conditions and operational procedures so the individual can
attain his or her goals by directing efforts toward organizational goals and objectives.
Security officers in a Theory Y organization achieve; - CORRECT ANSWER-satisfaction
for their ego and self-actualization needs.
Chris Argis developed the; - CORRECT ANSWER-immaturity-maturity theory.
Argis listed seven changes that should occur in the employee's person- ality if he or she
is to develop into a mature person and be an asset to the organization: - CORRECT
ANSWER-1. From passive to active
2. From restrictive behavior patterns to diversified behavior
3. From dependence to independence
4. From erratic shallow interests to deeper and stronger interests
5. From short-term perspective to long-term perspective
6. From subordinate position to an equal or superior position
7. From lack of self-awareness to awareness and control over self
, The autocratic theory dates back to the Industrial Revolution of the 1750s. The
manager's position under this theory is one; - CORRECT ANSWER-of formal and official
authority. Under this theory, management has complete control over the employee.
Custodial Theory; This theory's aim is to make the employee; - CORRECT ANSWER-
happy and contented through the wealth of the company, which provides economic
benefits to the employee.
Supportive Theory; The prime element of this theory is; - CORRECT ANSWER-
leadership; managers think in terms of "we" rather than "they." Little supervision is
required, as employees will take on added responsibility with the knowledge that
support is available from the supervisory level of management.
The "ten deadly demotivators" formulated by Dr. Mortimer Feinberg in his book
Effective Psychology for Managers are as follows: - CORRECT ANSWER-. Never belittle a
subordinate. • Never criticize a subordinate in front of others. • Never fail to give your
subordinate your full attention. • Never give your subordinate the impression that you
are mainly concerned with your own interests. • Never play favorites. • Never fail to
help your subordinates grow, when they are deserving. • Never be insensitive to small
things. • Never "show up" employees. • Never lower your personal standards. • Never
vacillate in making a decision.
The key qualities of a successful security manager are as follows: - CORRECT ANSWER-
• Patience• Wisdom• Virtue• Empathy• Kindness• Trust• Knowledge• Self-control
Many organizations will contract out the guard force to companies that specialize in
supplying such services. The motivating factors behind this decision are mainly; -
CORRECT ANSWER-financial. Contracting for guards is less expensive when you take
into account salaries, benefits, taxes, insurance, recruitment and training costs,
overtime, holidays, uniforming costs, and the costs ofpreparing and auditing payrolls.
Other benefits for contracting security to the company include; - CORRECT ANSWER-
more flexibility in the usage of manpower. The company does not have to absorb the
cost of recruit- ing, interviewing, and investigating applicant backgrounds, or training
and uniforming replacement officers or temporary officers for emergency situations.
In contracting security once you have selected one or more companies you may wish to
employ, your next step is; - CORRECT ANSWER-to interview the highest executive
available. Visit their offices; see firsthand if they have the equipment, personnel, and
facilities they claim to have
One of the duties of the security manager or director is to formulate; - CORRECT
ANSWER-security budgets with which to run his or her operations.
