...Introduct ion To Security Management TOPIC:- The concept of SECURITY MANAGEMENT from a Military Perspective LECTURER:- Mr. Keen Charles DUE DATE:- 21-May-2015 STUDENT:- Jermaine George DEFINITION OF SECURITY MANAGEMENT Security management is the identification of an organization's assets (including information assets), followed by the development, documentation, and implementation of policies and procedures for protecting these assets. An organization uses such security management procedures as information classification, risk assessment, and risk analysis to identify threats, categories assets, and rate system vulnerabilities so that they can implement effective controls. Therefore security management from a military perspective means the protection of military assets. CONCEPT OF MANAGEMENT Management is an important element in every organization. It is the element that coordinates currents organizational activities and plans for the future. The management adapts the organization to its environment and shapes the organization to make it more suitable to the organization. DEFINITION OF PHYSICAL SECURITY Physical security is the protection of personnel, hardware, programs, networks, and data from physical circumstances and events that could cause serious losses or damage to an enterprise, agency, or institution. This includes protection from fire, natural disasters, burglary, theft, vandalism, and terrorism. There are three main components to physical security. First, obstacles...
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...Coordination between the Military and Civilian Organisations: Issues and Solutions The work described in this document has been undertaken by the Human Factors Integration Defence Technology Centre, part funded by the Human Capability Domain of the U.K. Ministry of Defence Scientific Research Programme. © BAE Systems 2009 The authors of this report have asserted their moral rights under the Copyright, Designs and Patents act, 1988, to be identified as the authors of this work. Reference ...........................................HFIDTC/2/WP3.1.4/3 Version.................................................................................2 Date............................................................... 19th May 2009 © BAE Systems 2009. Issued by Aerosystems International Ltd on behalf of the HFI DTC consortium. The HFI DTC consortium consists of Aerosystems International Ltd, Cranfield University, Lockheed Martin, MBDA, SEA, Brunel University, Southampton University and the University of Birmingham HFIDTC/2/WP3.1.4/3 Version 2/ 19th May 2009 Authors Paul Salmon Daniel Jenkins Neville Stanton Guy Walker Brunel University Brunel University Brunel University Brunel University ii HFIDTC/2/WP3.1.4/3 Version 2/ 19th May 2009 Contents 1 1.1 1.2 1.3 1.4 1.5 1.6 Executive Summary ................................................................................... 1 Background and reasoning behind the work ...................................................
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...Incident Action Plan Jason Robins MGT 401 Hazardous Materials Management Dr. Jeffery Turk Incident Action Plan You look up at the clock on the wall and begin to realize your first day as the newly appointed safety manager of a plastics company. As you look out your office window you begin to realize that’s it been snowing outside and the roads are icing over. There is a knock on your door and one of the dock workers runs into your office shouting one of the delivery vans has slid into some trailers surrounding the truck in flames causing the pellets to give off a toxic smoke. What are you going to do? What is your plan of action? The handling of incidents such as these can turn disastrous if not handled properly. The National Incident Management System Glossary defines incidents as “an occurrence, natural or manmade, that requires a response to protect life or property (FEMA, 2012). When a serious incident happens an Incident Action Plan (IAP) will mean the difference between a quick resolution, and total destruction. With city emergency services delayed with the ensuing ice storm, it will be my responsibility to develop an IAP based on the current events. We can’t always predict the next “big” disaster, but we can always plan for it. No one had any idea of the possibility of a terrorist attack on American soil, but there were concerns about terrorism and the ability to identify and deter it. In September 1999, the U.S. Commission on National Security (the Hart-Rudman...
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...HEALTH RESPONSIBILITIES 3. SECTION THREE: EMPLOYEE PARTICIPATION 4. SECTION FOUR: SAFETY RULES AND REGULATIONS 5. SECTION FIVE: DISCILINARY POLICY 6. SECTION SIX: HAZARD RECOGNITION, PREVENTION AND CONTROL 7. SECTION SEVEN: ACCIDENT/INCIDENT REPORTING 8. SECTION EIGHT: EMERGENCY PLANING AND RESPONSE 9. SECTION NINE: SAFETY AND HEALTH TRAINING AND EDUCATION 10. SECTION TEN: SAFETY AND HEATH ASSISTANCE RESOURCES 11. SECTION ELEVEN: CONTACT INFORMATION SECTION ONE SAFETY POLICY Safety is a team effort – Let us all work together to keep this a safe and healthy workplace Eastern Sky Airlines places high value on the safety of its employees and passengers. Eastern Sky Airlines is committed to providing a safe workplace for all employees and has developed this Aviation Safety Program for injury and accident prevention to involve management, supervisors, and employees in identifying and eliminating or reducing hazards that may develop during ground or air operations. Eastern Sky Airlines Safety Program objective is to create a safety culture in which we stress to all employees that safety is as important as any other business function. Only thought the joint commitment on the part of management and employees can workplace accidents and injuries be reduced or eliminated. Employees should be encouraged to not only work safely and report unsafe conditions, but also take an active role in safety and health by participating in meetings, filing safety reports and propose any...
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...intelligence agencies as quick as possible in order to ensure that medical care is rendered, innocents are rescued, infrastructure is saved and the source of the destruction is apprehended. The only problem is that you have no expertise in the field of emergency management. You are unaware of neither local nor federal operating procedures in response to such a devastating attack. If only there were a uniform set of processes and procedures that enabled all emergency responders at all levels to work together effectively and efficiently in the management of domestic incidents regardless of their size and complexity. Unfortunately for first responders, emergency management personnel and 168 unfortunate souls in Oklahoma City on that fateful day, there wasn’t. Derived from the Homeland Security Presidential Directive-5, the National Incident Management System (NIMS) was developed by the Secretary of Homeland Security Tom Ridge, to develop a consistent nationwide approach for federal, state, tribal and local governments to prepare for and respond to disaster. (NIMS and the Incident Command System, 2004) This systematic approach to incident management was set up with focus on five key areas to practice in the emergency management and incident response. These five focus points used in conjunction with the Incident...
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...itself to be used increasingly to support crisis management functions. This paper examines the various categories of social media tools to understand how they can be utilised to enhance analytical and response capabilities of organisations for crisis management. The paper identified four main social media functions: (1) information dissemination, (2) disaster planning and training, (3) collaborative problem solving and decision making, and (4) information gathering, which are then mapped onto the three crisis management phases of preparedness, response and recovery to describe how a range of social media tools may be used to enhance crisis communications. Case examples of international organisations and governments using social media for crisis management are shared. The paper proposes a framework to enhance government use of social media for crisis management that encompasses the need for a mandate, differentiated guidelines and three key capabilities to be developed. 1 Introduction 1. Crisis management is a critical organisational function that involves planning and dynamic incident response to situations as they unfold, often in unpredictable ways. The cascading effects of an unfolding crisis can undermine a country’s ability to operate effectively and may result in serious harm to its people, structures, assets and reputation. 2. The advent of a plethora of social media tools has changed the landscape of crisis management considerably over recent years...
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...Critical Assumptions in Emergencies Name Institution Critical Assumptions in Emergencies Communication is widely regarded as one of the most essential elements in successfully managing an emergency situation. The dissemination of information, which is both timely as well as accurate, to the parties concerned goes a long way to lend a hand in ensuring that the recovery activities in an emergency situation, together with its management takes place effectively. For that reason, five critical assumptions are used to provide the basis of disaster management strategy. To begin, customer focus is a philosophy that guides the process of communication that takes place between the public and all the parties involved in managing the emergency. These customers are both of the internal and external nature. Staff, states and federal agencies, together with the general public, government officials, and the media are the internal and external partners respectively. Because of the diversity of the customer base, it is essential that the approach of customer service takes into account the needs, together with the interests, of the communities and individuals in question. They should give relevant information and answer the customers as required in order to manage expectations (Haddow & Haddow, 2013). Leadership commitment goes a long way in creating effective communication channels that are capable of disseminating vital information as required, both externally...
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...maintaining an accurate mental model or 3D picture of the environment. S.A. is the perception of elements in the environment within time and space. Effective situational Awareness: id the source and nature of potential problems, extract and interpret info, maintain an accurate perception, Detect a situation requiring action. Situation Assessment is achieving, acquiring and maintaining S.A.: Perception of elements, Comprehension of the current situation, projection of future status. Factors of SA are split in2 Internal/External: Direct; (internal)perception, comprehension, projection, perceived goals,(external) stress and workload, interface design, automation, system capability.Indirect(internal) indirect innate abilities experience, actual goals, (external) doctrines, rules,procedures. What enhance SA :experience,expectations, briefing, proper communication , vigilance , Atc, Crew SA traps: ambiguity,fixation, confusion, fail to fly, fail to look outside, failure to meet targets, failure to adhere to sops, fail to comply with limits, ail to resolve problems, fail to comm.. PAC US UP: prepare through brief, acknowledge potential problems, comm. Use all info, Update flight image SOP’s Remember the brief, who is responsible, use the checklist,company standards, to work together, SOPS help crew S.A. Checklist usage: normal, emergency and abnormal Personality and Behavior Aggressive(Achieve objectives, lose friends,lose respect, lose productivity, unhappy workforce, high turn over...
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...accidents are to human errors in various ways. As years past, aircrafts has turned out to be more reliable whereas humans on the other hand, has progressively in one or another played an important role in aviation accidents. It is rather surprising when consider all the effort and the expenses that had been put into management , several forms of research , and even training and development. It is indeed true that aviation safety has rather greatly improved over the last few decades , which has made flying the most safest method to travel around . Nevertheless, there is still human error related accidents occur. As humans being prevalently contributing to human errors, various human errors preventive approaches and accident investigation schemes were introduced. Till today, there are efforts implemented systematically to organize these schemes and approaches , but many are not clearly defined . Therefore, any safety professionals , are rather at a loss when deciding on whether to choose which preventive approach. This eventually led the professionals to rely primarily on the their personal experience and intuition to address the needs. Introduction to Crew Resource Management For the past several decades, humans has rather played a very progressively role in the aviation .At the same time, a growing number of several aviation organization has voluntarily assigned their personnel with a few of the developing safety programs as to address the unconditioned human error issues. Sadly...
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...Crisis Management Communication Plan There are unquestionably infinite configurations of crisis situations to be prepared for, real or imagined. Unsurprisingly, the surge of zombies in mainstream society has granted credibility to an idea that a zombie apocalypse might manifest. The proliferation associated with this unique theory has encouraged scores of citizens to contemplate, “How do I ready for a zombie apocalypse?” Even though zombies are hype, they effortlessly link within our imagination of disaster and emergency preparedness as seen in the Centers of Disease Control and Prevention advertising maneuver in 2011. The agency trusted it to be an excellent stimulus to get the public to pull together for an emergency. One must be prepared for terrorist/zombie attacks, natural disasters or pandemics. This paper will target the communication plan employed in a health care organization during a crisis management. Moreover, it will include how communication dynamics differ in times of disaster, three solutions to reduce stress during a crisis and three approaches to resolve potential communication challenges. Disasters are the ultimate test of emergency response capability (The Centers for Disease Control and Prevention, 2011). A health care organization needs a crisis communications plan to successfully handle unexpected and unstable conditions of extreme danger. No matter what the role is, nurse, physician, emergency preparedness coordinator or facilities manager — everyone...
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...Phoenix HCS 320 Health Care Communication Strategies MU13BHA08 Communication During a Crisis Situation Given the scenario, today as the director of a regional Emergency Management Office, the phone begun to ring more than usual. I had started receiving official reports that the public water supplies of several towns in the area have become contaminated with a life-threatening biological agent. Contingency plans must be addressed within the organization, and with the public without creating a panic. This paper will cover development of a communication plan, and what the communication plan should include. This paper will also cover topics regarding potential advantages, and challenges with communication, communication with the public, and private sector, message mapping, the use of social media, and how media might be used with today’s modern technology. If carefully designed, communication plan can save precious time when an emergency occurs and enable leaders and spokespersons to focus on particulars of the emergency at hand, and the quality, accuracy, and speed of their responses. To show the context of messaging as part of the overall plan, the following describes what a comprehensive communication plan should include. • Describe and designate staff roles and responsibilities for different emergency scenarios • Designate who is accountable for leading the response • Designate who is responsible for implementing various actions • Designate who needs to be consulted...
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...In many cases emergency medical services have been the fault of evidence contamination either at the scene of the alleged crime or improper handling of a victims clothing during medical care. The contamination by EMS providers is not intentional, but merely overlooking the obvious and not paying attention to detail. Whenever two objects come in contact with each other, each will be altered or changed in some way (Maniscalco & Christen, 2011). Some examples that Maniscalco & Christen (2011) describe are bombing victims who may have chemical traces on their clothing, pieces of debris from the incident location on or imbedded into their skin or body which is essential to evidence collection. It becomes necessary for EMS personnel to be mindful of the theory of exchange in the evidence process....
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...| Table of Content Chapter Page 1. WHAT IS THE PROVINCIAL INCIDENT MANAGEMENT SYSTEM? 4 2. INTRODUCTION 5 3. CONCEPTS AND PRINCIPLES 5 4. OVERVIEW OF PIMS COMPONENTS 6 4.1. PREPAREDNESS 6 4.2. COMMUNICATIONS & INFORMATION MANAGEMENT 6 4.3 RESOURCE MANAGEMENT 6 4.4 COMMAND & MANAGEMENT 7 4.5 ONGOING MANAGEMENT & MAINTENANCE 7 5. COMPONENT 1: PREPAREDNESS 8 1) UNIFIED APPROACH 8 2) LEVELS OF CAPABILITY 9 6. COMPONENT 2: COMMUNICATION AND INFORMATION MANAGEMENT 16 7. COMPONENT 3: RESOURCE MANAGEMENT 23 a) CONCEPTS AND PRINCIPLES 23 1) Concepts 23 2) Principles 23 a) Planning 24 b) Use of Agreements 24 c) Categorizing Resources 24 d) Resource Identification and Ordering 24 e) Effective Management of Resources 24 8. COMPONENT 4: COMMAND & MANAGEMENT 25 a) INCIDENT MANAGEMENT SYSTEM 25 b) MANAGEMENT CHARACTERISTICS 26 9. PIMS AND ITS RELATIONSHIP TO THE PROVINCIAL DM FRAMEWORK 28 |Distribution | At this stage limited to GPG OPS Workgroup members |WHAT IS THE PROVINCIAL INCIDENT MANAGEMENT SYSTEM? | The Provincial Incident Management System (PIMS) provides a systematic, proactive approach to guide departments and agencies...
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...Introduction Information security continuous monitoring is defined as maintaining ongoing awareness of information security, vulnerabilities, and threats to support organizational risk management decisions. This publication specifically addresses assessment and analysis of security control effectiveness and of organizational security status in accordance with organizational risk tolerance. Security control effectiveness is measured by correctness of implementation and by how adequately the implemented controls meet organizational needs in accordance with current risk tolerance. Organizational security status is determined using metrics established by the organization to best convey the security posture of an organization’s information and information systems, along with organizational resilience given known threat information. This includes Maintaining situational awareness of all systems across the organization Maintaining an understanding of threats and threat activities Assessing all security controls Collecting, correlating, and analyzing security-related information Providing actionable communication of security status across all tiers of the organization Active management of risk by organizational officials Purpose The purpose of this guideline is to assist organizations in the development of an ISCM strategy and the implementation of an ISCM program that provides awareness of threats and vulnerabilities, visibility into organizational assets, and the effectiveness...
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...organizational structures and processes, and also to compare and contrast their similarities and differences. The organizations selected include the Red Cross, Arizona Child Protective Services, and Native Connections. Each organization will be examined for their organizational structure and whether the organization is governmental, private, for-profit, or nonprofit. The paper will analyze the departments, divisions, or specific areas of program delivery and how the organization builds community. How building community affects the value of the organization will also be discussed. The organizational culture will be examined and why the culture is important to the organization. The Blake and McCanse’s Leadership Grid and Hersey and Blanchard’s Situational Leadership Model will be related to the each organization’s human relations model. A relevant strategic plan or organizational chart for each organization will be examined and a summary will be given of the differences between the national, state, and county or local human service organizations selected. Organizational Structure Organizational structure defines how the organization is arranged and operates (Lewis, Packard, Lewis, 2007). The Red Cross is structured in a combination of centralized and decentralized forms. The Red Cross is a large, international organization with chapters around the world (“American Red Cross,” 2013). Accommodating chapters located in various parts of the world called for a decentralized structure...
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