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EFFECTIVE SECURITY
MANAGEMENT
This Page Intentionally Left Blank
 EFFECTIVE SECURITY
MANAGEMENT
Fourth Edition

Charles A. Sennewald, CMC, CPP, CPO

Amsterdam • Boston • London • New York • Oxford • Paris

San Diego • San Francisco • Singapore • Sydney • Tokyo
Copyright © 2003, Elsevier Science (USA). All rights reserved.

No part of this publication may be reproduced, stored in a retrieval system, or transmitted in

any form or by any means, electronic, mechanical, photocopying, recording, or otherwise,
without the prior written permission of the publisher.

Recognizing the importance of preserving what has been written, Elsevier-Science

prints its books on acid-free paper whenever possible.

Library of Congress Cataloging-in-Publication Data

Sennewald, Charles A., 1931–

Effective security management / Charles A. Sennewald. — 4th ed.
p. cm.
Includes bibliographical references and index.
ISBN 0-7506-7454-7 (alk. paper)
1. Private security services — Management. 2. Industries — Security measures.
3. Retail trade — Security measures. I. Title.
HV8290.S46 2003
658.4¢7 — dc21
2002038265

British Library Cataloguing-in-Publication Data

A catalogue record for this book is available from the British Library.

The publisher offers special discounts on bulk orders of this book.

For information, please contact:

Manager of Special Sales
Elsevier Science
200 Wheeler Road
Burlington, MA 01803

For information on all Butterworth-Heinemann publications available, contact our World

Wide Web home page at: http://www.bh.com

10 9 8 7 6 5 4 3 2 1

Printed in the United States of America

 To my family,
who, close behind FAITH,
is my most precious possession
This Page Intentionally Left Blank
 CONTENTS

Preface xix

Introduction 1
Managing the Organization 1
Managerial Acts 1
Managerial Functions 2
Planning 2
Organizing 2
Directing 3
Coordinating 3
Controlling 3
Summary of Management Functions 4
The Successful Manager 4
Characteristics 4
Leadership 5
Time Management 6
Time Management Tips 6

I GENERAL SECURITY MANAGEMENT 9

1 General Principles of Organization 11

Organization Principles 11
Logical Division of Work 12
Clear Lines of Authority and Responsibility 14
Span of Control 16
Unity of Command 16
Responsibility, Authority, and Accountability 17
Coordination to Meet Organizational Goals 18
Where Security Fits in the Organizational Structure 19
The Changing Role of Security 19
Security’s Contribution to Profits 20
To Whom Does Security Report? 20
The Difference Between Corporate and Company Security 21

vii
viii Contents

Summary 24
Review Questions 24

2 Organizational Structure 25
The Informal Organization 25
Subunit Structures 29
Corporate Culture 30
Summary 31
Review Questions 32

3 Security’s Role in the Organization 33

The Protective Service Role 33
Special Services 35
Executive’s Home Security Survey 35
Investigative Assistance 36
Bodyguard/Escort Service 37
Emergency Service 37
Educational Services 38
General Security Programs 39
Supervisory Training Sessions 39
Employee Self-Protection Programs 39
Unit or Departmental Presentations 40
Management Services 40
Summary 41
Review Questions 41

4 The Director’s Role 43

The Security Director as a Leader 44
As a Company Executive 44
As an Executive with High Visibility 45
As an Executive with a Broad Profile 45
As an Innovator 46
As a Counselor and Advisor 47
As a Trainer 48
As a Contemporary Professional 49
As a Goal Setter and Strategic Planner 50
The New Security Director 52
Summary 53
Review Questions 53

5 The Security Supervisor’s Role 55

The Supervisor as an Inspector 55
The Supervisor and the Individual Employee 56
Supervisory Authority 57
The Supervisor as the “In-Between” Man 58
 Contents ix

The Supervisor’s Span of Control 59

One Boss 59
Automatic Shifting in the Line of Command 60
Functional or Staff Supervision 61
Supervisory Training 61
Summary 62
Review Questions 63

6 The Individual Security Employee 65

Standards of Conduct 66
Courtesy 66
Responsibility 67
Due Process 67
Cooperation 68
Personal Integrity 69
Morality 71
Attitude 72
Summary 72
Review Questions 72

II SECURITY PERSONNEL MANAGEMENT 73

7 Hiring Security Personnel 75

Hiring 77
Recruiting 77
Initial Interviewing 79
Secondary Interviewing 82
Selection of Best Candidate 83
Background Investigation of Applicant 83
Job Offer 85
Summary 85
Review Questions 86

8 Job Descriptions 87
Accuracy and Completeness in Describing the Job 87
Undesirable 88
Desirable 88
Matching Applicant to the Job 88
Undesirable 88
Desirable 89
Employee’s Understanding of the Job 89
Matching Training to Job Description 90
Performance Evaluations Based on Job Descriptions 90
Job Descriptions Are Current 91
Composition of the Job Description 92
x Contents

Sample Job Description 92

Summary 94
Review Questions 94

9 Training 95
Shortcomings of Typical “Training” 95
Training Defined 97
On-the-Job Training 97
Structuring the OJT Experience 98
The On-the-Job Trainer 98
Formal or Structured Training 98
POP Formula: Policy, Objective, Procedure 99
Detailed Expansion of Procedure 100
Training as Ongoing Responsibility 101
Types of Security Training Programs 102
In-Service General Seminars 102
Interrogation Workshop 103
Testifying in Court Seminar 103
Report Writing Workshop 103
Supervisory Training 103
Meeting Organizational Needs 103
Security Manual 104
Summary 104
Review Questions 105

10 Discipline 107
The Supervisor’s Role in Discipline 108
Disciplinary Problems Arising from Misunderstood
Assignments 109
Basic Rules of the Disciplinary Process 110
Progressive Discipline 113
Self-Discipline 114
Self-Discipline and Vanity 114
Self-Discipline and Temper 115
Self-Discipline and Arguments 115
Self-Discipline and Personal Likes and Dislikes 115
Self-Discipline and Work Habits 115
Self-Discipline and Humility 115
Summary 116
Review Questions 116

11 Motivation and Morale 117

“Theory X” and “Theory Y” 117
Organizational Behavior 119
The Autocratic Theory 119
 Contents xi

The Custodial Theory 119

The Supportive Theory 119
Work Motivation Theory 120
Responsibility as a Motivator 121
Achievement as a Motivator 122
Recognition of Achievement as a Motivator 122
Growth as a Motivator 123
Advancement as a Motivator 123
Demotivators 124
Summary 126
Review Questions 127

12 Promotions 129
Identifying Promotional Candidates 130
The Candidate’s Educational Achievements 130
The Candidate’s Track Record 131
Anticipated Performance in the Higher Level Job 131
Selection of the Right Candidate 132
The Board Interview 133
Following the Selection 134
Promotion from “Within” 134
Vertical Promotion Outside the Department 135
Advantages of Multiple Layers 135
“Temporary” Promotions 136
“Retreating” 136
Summary 137
Review Questions 138

13 Communication 139
Types of Communication 139
Verbal-Down 139
Verbal-Up 140
Written-Down 140
Written-Horizontal 142
Written-Up 143
Verbal-Horizontal 145
Action 146
About Listening 146
Summary 147
Review Questions 147

14 Career (Proprietary) vs. Noncareer (and Contract) Personnel 149

Career Personnel 150
Advantages of Career Personnel 150
Disadvantages of Career Personnel 151
xii Contents

Part-Time Noncareer Personnel 152

Advantages of Part-Time Noncareer Personnel 152
Disadvantages of Part-Time Noncareer Personnel 153
Contractual Noncareer Personnel 154
Advantages of Contractual Noncareer Personnel 154
Disadvantages of Contractual Noncareer Personnel 155
Combining Career and Noncareer Personnel 156
Summary 157
Review Questions 157

III OPERATIONAL MANAGEMENT 159

15 Planning and Budgeting 161

What Is a Budget? 161
Why Do We Have a Budget? 163
When Is a Budget Prepared? 163
Who Participates in the Budgeting Process? 164
Top-Down and Bottom-Up Process 165
How Is a Budget Prepared? 166
Salary Expense Budget 167
Sundry Expense Budget 170
Justifying the Security Budget 173
Summary 175
Review Questions 175

16 Program Management 177

The Security Inspection Process 177
Support of Senior Management 178
Continuous Security Inspections 179
Formal or Informal Security Inspections 179
Structured or Unstructured Inspections 180
Who Conducts the Inspection? 180
Assessment of Risks and Countermeasures 182
Risk Assessment 182
Selection of Countermeasures 183
Assessment of Countermeasures 186
Inspecting for Compliance with Procedures 187
Statistics in Program Management 189
Summary 190
Review Questions 191

17 Risk 193
What Is Risk? 193
What Is Risk Analysis? 194
What Is a Risk Assessment Analysis? 194
 Contents xiii

What Can Risk Analysis Do for Management? 194

The Role of Management in Risk Analysis 195
Risk Exposure Assessment 196

18 The Security Survey: An Overview 199

Why Are Security Surveys Needed? 199
Who Needs Security Surveys? 200
Attitude of Business Toward Security 202
What Can a Security Survey Accomplish? 203
Why the Need for a Security Professional? 204
How Do You Sell Security? 204

19 Office Administration 207

Description of Functions 207
Supervision/Office Management 207
Secretarial 208
Reception 210
Clerical 211
Records 211
Mail 215
Office Security 216
The Office Environment 216
Summary 216
Review Questions 217

20 Written Policies and Procedures 219

Historical Evolution 219
Benefits 221
Consistency in Performance 221
Reduction of Decision-Making Time 222
Enhancement of Controls 222
Provision for Objective Performance Evaluation 222
Compliance 222
Combining Policies and Procedures 223
Free-Standing Policies 225
Importance of the Written Policy 226
Policies, Procedures, and the Security Manual 226
Format and Mechanics 228
Post Orders 228
Summary 228
Review Questions 230

21 Computers and Effective Security Management 231

Historical Overview 232
How Computers Work 232
xiv Contents

Microcomputer Hardware 234

Central Processing Unit 235
Memory 235
Peripherals 237
Networks 237
Microcomputer Software 239
System Software 239
Applications Software 240
Word Processing 240
Database Management 241
Spreadsheets 242
Desktop Publishing 243
Encryption Software 244
Computer Graphics 244
Business Presentation Graphics 244
Computer-Aided Design 244
Geographic Information Systems and Global Positioning
Systems 245
Image Processing 245
Telecommunications 246
Electronic Mail 246
Instant Messaging 247
Voice-Mail 248
Teleconferencing 248
World Wide Web 249
Online Services 250
Intranets 251
Specialized Management Programs 251
Monitoring and Controlling Integrated Security Systems 252
Central Station Monitoring 253
Artificial Intelligence 254
Choosing the Right Software 256
Benefits of Microcomputers 257
Risks of Microcomputers 259
Summary 261
Review Questions 262
Acknowledgments 262
Additional Readings 262
Glossary 264

22 Statistics as a Security Management Tool 275

Planning Future Security Needs 276
Internal Statistical Analysis 280
External Statistical Analysis 282
Methodology 282
 Contents xv

Information for Risk Analysis 283

Return on Investment 285
Summary 286
Review Questions 286

IV PUBLIC RELATIONS 287

23 Selling Security within the Organization 289

How to Sell Security 290
Security First 290
New Employee Inductions 290
More Audiovisuals 291
Executive Orientations 292
Security Tours 293
Bulletins 293
Meetings 294
Involvement Programs 296
Summary 296
Review Questions 297

24 Relationship with Law Enforcement 299

Services of the Public Sector 300
Provide Information on Individual Criminal Histories 300
Provide Information on Possible Criminal Attacks 301
Provide Traffic Control Support for Special Events 302
Accept and Process Crime Reports 302
Coordinate with Security on Special Enforcement Projects 303
Coordinate with Security on Major or Important Investigations 303
Provide Intelligence on Radical or Political Activists 304
Provide Protection during Labor Disputes 305
Services of the Private Sector 305
Contribute to the Local Criminal Statistical Data 305
Provide the Community with “Tax-Free” Law Enforcement 306
Provide Liaison Between Law Enforcement and the Business
World 306
Summary 307
Review Questions 308

25 Relationship with the Industry 309

Effective Relationship Categories 310
Cooperation 310
Participation 312
Contribution 314
Education 316
Summary 317
xvi Contents

Review Questions 317

26 Community Relations 319

Public Speaking 320
Print Media Interviews 322
Radio Interviews and Appearances on Television 324
Participation in Community-Oriented Projects 324
General Public Contact 325
Summary 325
Review Questions 326

V MISMANAGEMENT 327

27 Jackass Management Traits 329

1. The Manager Who Seeks to Be “Liked” Rather Than
Respected 331
2. The Manager Who Ignores the Opinions and Advice of
Subordinates 332
3. The Manager Who Fails to Delegate Properly 333
4. The Manager Who Ignores the Training and Developmental
Needs of Subordinates 334
5. The Manager Who Insists on Doing Everything “The
Company Way” 335
6. The Manager Who Fails to Give Credit When Credit Is Due 336
7. The Manager Who Treats Subordinates as Subordinates 337
8. The Manager Who Ignores Employees’ Complaints 338
9. The Manager Who Doesn’t Keep People Informed 339
10. The Manager Who Holds His Or Her Assistant Back 340
11. The Manager Who Views the Disciplinary Process as a
Punitive Action 341
12. The Manager Who Fails to Back Up His or Her People 342
13. The Manager Whose Word Cannot Be Trusted 343
14. The Manager Who Avoids Making Decisions 344
15. The Manager Who “Plays Favorites” 345
16. The Manager Who Fails to Stay Current in the Field 346
17. The Manager Who Enjoys “Pouring On” More Work Than
a Subordinate Can Handle 347
18. The Manager Who Acts or Overreacts Too Quickly 348
19. The Newly Promoted Manager Who Believes His or Her
Manure Is Odorless 349
20. The Manager Who’s Moody 350
21. Managers Who Fail to Plan and Put Priorities on
Their Work 351
22. The Manager Who Lacks Emotion and Empathy 352
23. The Manager Who Hires Relatives into the Organization 353
 Contents xvii

24. The Manager Who Views Women as Being Limited to

Pleasure, Breeding, and Menial Functions 354
25. The Manager Who Faithfully Practices the Art of
Pessimism 355
26. The Manager Who Steals Subordinates’ Ideas 356
27. The Manager Whose Style and Authority Are Based on
Absolute Power 358
28. The Manager Who Seems Oblivious to What’s Happening 359
29. The Manager Who Loves to “Sack” Employees 360
30. The Manager Who Embarrasses Subordinates in the
Presence of Others 361
31. The Manager Who Follows “Double Standards” in the
Organization 362
32. The Manager Who’s a Religious or Racial Bigot 363
Summary 364

Appendix A 365

Appendix B 371

Appendix C 377

Appendix D 381

Index 383
This Page Intentionally Left Blank
 PREFACE

When I first positioned myself in front of a portable electric typewriter to

write the original version of this book back in the 1970s, there were rela-
tively few books in and for the industry. For the most part they were “nuts
and bolts” texts, dealing with such specific protection areas as hospital secu-
rity, hotel security, office building security, industrial security, and sources
of information.
At the same time, national seminars and other training forums spon-
sored by such professional organizations as the American Society for Indus-
trial Security, to name but one, similarly focused on the “how-to” of security,
such as how to improve facility security through the integrated use of state-
of-the-art technology with a smaller staff.
Those kinds of books and training programs were professionally done
and certainly welcome. In fact, they were indispensable in the ever-growing
protection industry. However, little attention was being paid to the admin-
istrative, managerial, and supervisorial aspects of our industry.
We were becoming highly skilled protection technicians but remained
aloof and insensitive to the principles and practices of good management.
Security executives, as a group, had fallen behind — had become less than
“whole” executives in comparison to others in the corporate structure. Men
and women in other organizational and career disciplines, such as finance,
marketing, production, research, and human resources, were regularly being
exposed to management development trends, but for a number of reasons
Security Managers were not. One reason was that we were too busy keeping
up with racing security technology. Another reason was that we were too
busy with important investigations and too absorbed with the so-called
emergencies and crises that rightfully belong in the Security Department’s
arena. Still another reason was that security executives are of a disciplined
and hard-set mentality, stemming in part from military or other public sector
organizational experience, such as the police — organizations in which
people performed because they were told to perform.
It was at this time and in this vacuum that I chose to focus on what
was, in my judgment, the greatest need in the industry — better management.
I had personally seen so many abuses that to me the need simply cried out.

xix
xx Preface

Some of these management abuses were truly tragic, some were idiotic, and
some were hilariously funny. The common denominator was ignorance. I
wrote Effective Security Management with the hope that through education
and awareness, abuses would subside, and Security Managers would favor-
ably compare with other managers regarding modern attitudes and practices
in management.
The field of security management has certainly improved its image
since the first edition of Effective Security Management was published.
Security management is increasingly viewed as a professional area within a
company’s or an institution’s management framework. I would like to think
that this book, in some small way, had a part in the growth, development,
and enhancement of the security profession and its managerial practices.
This fourth edition remains a basic introduction to the principles of
management applicable to Loss Prevention and Security Departments. I
believe it’s still in keeping with the practical, real-life approach to the
subject. My friend and colleague Jim Broder’s valuable material on risk
management and security surveys remains in this work, as does Geoff
Craighead’s insightful contribution on computers and security management.
These two well-known security professionals are now joined by another tal-
ented expert, Karim Vallani, known for his work on crime and statistical
analysis. The three honor me with their contributions.
John Sanger at Cahners Publishing Company was kind enough to give
permission to reprint his material on managing the organization, which
serves as the introduction. This material describes succinctly the purpose
of my book — so well, in fact, that I have included it with few changes.
I have again included my “Jackass Management Traits” at the end of
this book, material I created for and that originally appeared in the Protec-
tion of Assets Manuals published by the Merritt Company in Santa Monica,
California. These fun, tongue-in-cheek caricatures may indeed be the most
important part of the book, because it is all very well and good to under-
stand organizational principles and management techniques, but if a
manager does not know how to manage and supervise the employees, this
learning will be all for naught.
I hope that the fourth edition of Effective Security Management
will continue to be an effective tool in preparing students as well as prac-
titioners for the exciting and demanding challenges offered in our industry
today.

Charles A. “Chuck” Sennewald, CMC, CPP, CPO

 Introduction

MANAGING THE ORGANIZATION

What is management? What functions do managers perform? Although these

are complex questions that will be explained in more detail throughout this
book, we still need a fundamental idea of what management is and what a
manager does before much of the material will be meaningful. Let us start,
therefore, with an exploration of what management is. Then we will explore
the functions of management.

MANAGERIAL ACTS

If we were to follow a Security Manager about all day and list on a sheet of
paper everything that he or she does as a manager, the list would probably
look somewhat as follows:

• Talks to employees
• Gives directions to lower-level supervisors
• Dictates letter
• Establishes loss prevention goals
• Plans new loss prevention programs
• Hires new security officer
• Reads mail and reports
• Attends meeting
• Makes decision about new alarm equipment

Note that these activities are either physical or mental in nature. The phys-
ical activities revolve around the concept of communications. The manager
is either telling someone something verbally or in writing, or he or she is
receiving a communication via the written or spoken word.
The mental activities, however, cannot be observed directly, but we
know through his or her communication that the manager must ponder and
make decisions — a mental activity. The ultimate objective of both physical

1
2 Introduction

and mental activities is to create an environment in which other individu-

als willingly participate to achieve objectives.

MANAGERIAL FUNCTIONS

Management functions are categorized differently by different managers.

Generally, though, there are five identifiable functions.

Planning

Every manager must, to some extent, make plans. These vary from immedi-
ate tasks to long-range objectives, from simple to involved, and from depart-
mental to companywide impact. A manager, for example, may plan the work
for tomorrow, decide when vacations will start, determine which security
systems will be purchased next month, or determine the department’s objec-
tives during the next 5 years. Planning is nothing more than looking ahead,
a vital function performed by every manager. Determining future activities
necessarily involves a conceptual or mental look ahead and a recognition of
needed future actions — whether they be tomorrow or next year. It involves
looking forward, conceptualizing future events, and making decisions today
that will affect tomorrow.
If future events could be determined with accuracy, then a plan of
action could be developed to accomplish the objectives of the organization
under the conditions that the future would bring. The future, however, is
not certain, and, at best, forecasting future events is a game of educated
guessing. Therefore, the manager estimates or forecasts that one of several
possible conditions will exist at some given future time. A manager’s future
planning actually consists of developing a series of plans, some of which
will be put into effect, depending on the conditions existing at that future
time.
Planning is not a function reserved exclusively for top management.
To the contrary, it is one of the functions that every manager performs,
regardless of his or her location in an organization. The higher the level of
management, the more time spent planning.

Organizing

Managers must organize — organize people, organize materials, organize

time, and organize jobs. Through organizing, the manager is creating an envi-
ronment that will be conducive to achieving the organization’s objectives.
Organization consists of the following:
 Introduction 3

1. Determining what activities need to be done

2. Grouping and assigning these activities to subordinates
3. Delegating the necessary authority to the subordinates to carry out the
activities in a coordinated manner

When you, as a manager, direct work, establish goals, and affix author-
ity relationships, you are performing organizing functions in addition to the
previously discussed planning functions. Before you can organize, you must
plan. Neither planning nor organizing is clearly or separately discernible,
but both are intermixed in the overall management function.

Directing

In addition to planning and organizing, a manager must succeed in direct-

ing the activities of others. This managerial function deals directly with
influencing, guiding, or supervising subordinates in their jobs. Directing
cannot be performed alone. It must be executed with planning and orga-
nizing.
When directing employees in their tasks, the manager’s communica-
tion is a planned and organized one. An unplanned or disorganized direc-
tive is useless.

Coordinating

Few tasks can be undertaken without coordinating the efforts of several

people — inside and outside the organization. A typical security program
may require coordinating the efforts of the Personnel Department, the con-
tract guard company, the Shipping Department supervisor, and the local
police department.
It is the manager’s job to ensure that the various tasks are scheduled
and implemented in an efficient and economical manner. As with the other
functions of a manager, it is difficult to separate out the activity of coordi-
nating. It, too, is part of the composite that includes planning, organizing,
and directing.

Controlling

Whenever people are joined together in some common undertaking, some

form of control is necessary. Orders may be misunderstood, rules may be
violated, or objectives may unknowingly shift. Whatever the reason, it seems
that the larger the number of individuals concerned, the greater the proba-
bilities that inappropriate action (or no action) will be taken.
4 Introduction

Controlling merely consists of forcing the tasks that have been under-
taken to confirm to prearranged plans. Thus, planning is necessary for
control. As with the other functions of management, controlling is not per-
formed independently. That it cannot exist alone is immediately apparent
when we realize that managerial control consists of preconceived and
planned acts that must have been organized. Likewise, employees must be
directed and activities coordinated for control to exist.

SUMMARY OF MANAGEMENT FUNCTIONS

The management process, therefore, is not a series of separate functions

(planning, organizing, directing, coordinating, controlling) but a composite
process.1
If you have any doubts about the composite aspect of these functions,
consider this:

• A plan is a course of action — an organized scheme for doing some-

thing. Planning without organization, therefore, is impossible. A plan,
to be a plan, must be known and communicated.
• To effect communication of the plan, some directions must be given
and some coordination must occur.
• To control is to verify something by comparing it with a standard (the
plan) and taking action if necessary.

THE SUCCESSFUL MANAGER

The manager’s job is to create an environment conducive to the performance

of acts by others to accomplish personal as well as company goals.
Managers should be able to inspire, motivate, and direct the work of others.

Characteristics

A truly definitive list of characteristics for a successful manager would be

impossible to develop. The list that follows includes some of the desirable
characteristics, however:

1. A manager should be able to think clearly and purposefully about a

problem.

1
Many management professionals refer to this process by the acronym PODSCORB: Planning,
Organizing, Directing, Staffing, Coordinating, Record keeping, and Budgeting. Later chapters in
the book will cover each of these functions in detail — Author’s Note.
 Introduction 5

2. A manager should be able to express himself or herself clearly. A

manager’s chief physical act is communicating. The best conceived
idea is worthless if it cannot be communicated.
3. A manager must possess technical competence. He or she does not
necessarily have to be a technician. Rather, the manager should
possess the technical ability to enable him or her to manage effectively.
4. A manager should possess the ability to think broadly. Broad compre-
hension is necessary to see the effect of each proposed action on the
whole organization.
5. A manager should be a salesperson. Selling an idea — convincing
others of its worth — is one of management’s tasks. Selling a plan of
action is a vital part of communication and motivation.
6. A manager should possess moral integrity. Both superiors and subor-
dinates should have implicit confidence in the manager and his or her
actions.
7. A manager should be emotionally stable. He or she should keep per-
sonal feelings out of business problems.
8. A manager should possess skill in human relations and have insight
into human motivation and behavior. This enables the manager to lead,
not drive, the subordinates.
9. A manager should possess organizational ability. A logical, ordered
process is invaluable to achieving established goals.
10. A manager should be dynamic — a characteristic trait of leaders.

Leadership

Leadership is a quality that inspires others to perform. It is that quality in

a manager’s personality that enables him or her to influence others to accept
direction freely or willingly.
A good leader is not necessarily a good manager, but an effective
manager must have many of the qualities of a good leader. A leader must be
able to recognize each of the follower’s needs to motivate him or her through
these needs.
The following are some general qualities that good leaders exhibit:

1. The desire to excel. A leader is never content with second best. He or

she must always be first. The leader must be a self-starting individual
who is willing to engage in long hours and hard work to achieve
success.
2. Sense of responsibility. A leader is not afraid to seek, accept, and faith-
fully discharge responsibility.
3. Capacity for work. Good leaders are willing to accept the demands of
success — long hours and hard work.
6 Introduction

4. Feel for good human relations. Leaders study and analyze their fol-
lowers, trying always to understand them and their problems. The
ability to understand their fellow workers is probably the most impor-
tant single characteristic of good leadership.
5. Contagious enthusiasm. Good leaders should impart this contagious
enthusiasm to their associates.

Obviously, these are not the only qualities of good leadership. Intelli-
gence, character, integrity, and other similar traits are also important.

TIME MANAGEMENT

Everything we have discussed so far involves time. Time management may

well be the most difficult of all of your management tasks.
Time management consultants often refer to the 80/20 rule, which
reflects their discovery that people tend to spend about 80% of their
time on tasks that produce 20% of the results. Too many people work
diligently on low-value activities. These activities may make you feel
good and give you a sense of accomplishment, but they are not significantly
productive.

Time Management Tips

Here are some general hints on managing your time:

1. Figure out what time of the day you are most productive and make sure
that you schedule important work during those hours. If, for example,
you are a “morning person,” schedule less productive tasks for the
afternoon.
2. Keep a detailed log of how you spend your time. You will quickly see
when and how you waste time and you will probably be able to spot
your most productive hours if you are not already aware of them. If the
log shows a lack of self-discipline, create new time management habits.
3. Write a fairly rigid schedule for yourself, and stick to it until it becomes
habit.
4. Keep a calendar, preferably covering a week at a time, so you can
always see what you have to do.
5. Do similar tasks at one time; for example, do all of your telephoning
or all of your letters at one time.
6. Relegate the small or routine tasks to your least productive hours. (This
is the time to write letters and make phone calls.)
7. Get someone else to do work you do not absolutely have to do. If your
secretary or assistant can perform the task, delegate it.
 Introduction 7

8. Use downtime — when you are riding a train or waiting for a flight
— to do certain routine or easy tasks such as reviewing a memo,
figuring your expense account, reading the morning mail, or reading
trade journals.
9. Resist the urge to handle the mail as soon as it arrives. Save it for the
less productive time that you have scheduled.
10. Control paper. Keep your records simple and look for ways to stream-
line.
11. Keep things where they belong and keep them in logical places.
12. Eliminate unnecessary meetings.
13. Establish a time for planning — ”quiet time” — and handle only true
emergencies during that time if they arise.
14. Try to make your first hour at work your most productive hour.
15. Attach priorities to tasks. Do not spend more time on a project than it
is worth.
16. Jot down notes of things that need to be done. Do not try to do them
immediately.
17. Use your notepad for notes — do not attempt to rely on your memory
for important information.
18. Keep unscheduled and social visits to a minimum.
19. When someone brings you a problem, expect them to have a suggested
solution in mind.
20. Do a job right the first time so you do not have to do it again.

Time management gives managers more time to manage.

John Sanger
This Page Intentionally Left Blank
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