I need to write an assignment in APA format 6th edition I already started a portion of the assignmentThis is the assignment
Course Readings: McCrie Textbook: Chapter one and independent research
Answer the following questions:
What is management and why is it needed? (100 words or more)
What are ethics and why should management exercise good ethics in a workplace? (100 words or more)
INSTRUCTIONS
The discussions will pose a question or situation that the learner will research and answer in a comprehensive and thought-provoking way. The discussion assignmentsmust be written in full essay format using at least200 words(not including references) in full APA 6th Edition format. The writings must be spell checked and grammatically correct for full credit.
EACH Discussion Assignment will be formatted with the following headers:
Introduction(an introduction paragraph to what you are writing about)
Discussion(describe in detail your hypothesis supported by documented and cited research within the paragraphs)
Conclusion(closing paragraph describing if your hypothesis was correct and any recommendations for improvements or necessary changes)
References(list all researched information in APA 6th Ed format (references DO NOT need a separate page)
This the textbook
Security Operations Management3rd Edition byRobert McCrie
this my assignmentis in the link I want someone to look at it and make corrections and tell me a price, I need it by Thursday 10 pm.
The definition and concepts of management and ethnics The definition and concepts of management and ethnics The definition and concepts of management and ethnics Jude K. Williams John Jay College of Criminal Justice Author Note Jude K. Williams, Department of Security, Fire and Emergency Management, John Jay This is a research paper for sec 211 section 99 on chapter one of Security Operations Management, 3nd Edition by Robert D. McCrie Correspondence concerning this article should be addressed to Jude Williams, Department of Security, Fire and Emergency Management, John Jay, 524 W 59th St, New York, NY 10019 Contact:
[email protected] Abstract This paper will explore the definition and concepts of management and ethics within the workplace in Security Operations Management, 3nd Edition by Robert D. McCrie.In this assignment, I will be answering two main questions, what is management and why is it needed and what are ethics and why should management exercise good ethics in a workplace. The concepts in this assignment will also spark reasoning on the functions of management and a firm understanding of ethics throughout the workplace. In the workplace management and ethics is the foundation of the staff. Keywords: Management, Ethnics The definition and concepts of management and ethnics What is management and why is it needed According to McCrie in Security Operations Management, 3nd Edition on page 6 the definition of management is the way how members in an organization determine how goods and services are offered. Management is needed to help an organization achieve its objectives and goals. When management knows what the problem is they have to come up with a plan deciding what should be done and how the issue should be resolved.In most cases determining the method of resolving an issue can be a long process. The use of information plays a very vital role in achieving that goal because it will determine what actions and resources should be utilized. Once a solution to an issue is available management comes up with a plan on how the resources are going to be used like personnel, protocols, budgets, and equipment. When everything is put together management will put their plan into effect in order to resolve an issue or achieve a goal. If an organization fails to plan the organization would not able to solve problems and anticipate issues that can occur in the future. In management, everyone in the organization has a particular role which is very important because when a member fails at doing their job there can be consequences within the organization. The consequences will be making the person being held accountable and the organization failing apart. Giving everyone a role takes the pressure off of one person and utilizing the different skillsets everyone has in the organization. This often saves money because they don’t have to pay someone from the outside to provide certain services. Employees can communicate to achieve the organization’s goal and resolve their issues by addressing other methods or what should be done to management. Progress in an organization is monitored to see which direction it’s headed and if there are any corrections that need to be made. What are ethics and why should management exercise good ethics in a workplace. In Security Operations Management, 3nd Edition on page What Is the Strategy of Management? Management refers to the way in which members of an organization make key decisions on how goods and services are produced. It can also refer to the process by which such goals may be achieved. Throughout contemporary organizations, the strategy of management is accomplished via a process of identifying, analyzing, planning, organizing, deputizing, and supervising activities common to the attainment of these goals. This process is systematic in that order and conduct is required to achieve objectives by members of the organization. The manager sees to this process in each link of the chain (see Box 1.1). Specifically, the concatenation of managerial tasks is as follows: 1. Problem identification: collecting relevant information. The first organizational step identifies the need that requires some consequential managerial action. This need may be to commence a new program or initiative, to revise an old program faltering for some reason, to solve a newly created problem, to seize an opportunity, to expand or contract operations, or to handle still other options. The management process begins by asking the question: “What needs to be accomplished and why?” It then grapples with the clarified requirements that emerge from the following stages. Assume that the organization is expanding and must create a new facility to achieve the desired increase in production. This new facility will require a security program to protect its assets. What will the security program look like? Early in the process of planning for such a facility, the security director assumes change of the security-related aspects of the project. He or she collects pertinent information so that an optimal security program may be achieved on time and on budget. The size, condition, employment, production requirements, environmental issues, potential problems, and other issues will be considered, and the most problematic matters will be isolated. Then the director, often aided by others, completes additional tasks until the program is fully implemented. The process is as follows: a. Analyzing and planning. Analyzing is the process of separating something into its constituent parts or basic principles. This allows the nature of the whole issue to be examined methodically. To analyze a security problem, the practitioner seeks to collect all pertinent information, which then becomes the basis of planning – or formulating – a means to achieve the desirable goals. These are the critical next parts of the managerial process. Wise managers do not proceed generally to the next step in the sequence until the previous one is reasonably completed. How much planning is enough? A manager is never likely to have all the knowledge and facts necessary to comprehend every relevant facet to analyze fully and then plan comprehensively without ever looking back. Further, conditions change constantly and create situations with which the manager must contend. Yet at some point the analysis must be summarized and assessed when a reasonable quantity of information has been collected and a plan for action evolved. That process of working with finite knowledge and resources is what is fascinating and challenging about the art and method of management. The security director might collect and analyze the following information about the new facility being planned: – Function of the new facility (what it does, its size and significance) – Site selection (for protective and risk-averse features of the topography) – Architectural and engineering firm involvement – Local conditions where the facility is to be located (e.g., recent crime and development patterns that can be analyzed spatially) – Local resources available (police, fire, emergency-oriented) – Legislative or regulatory requirements relevant to the project – Special security features likely to be required at such a facility This process involves fact-finding in which the manager, or a surrogate, visits the site to determine its potential risks and opportunities so that these may be incorporated into the formal plan. Relevant data and studies are collected. The security planning team prepares the physical security plan for the new facility. Needs and expectations are shared and discussed on a preliminary basis with the architects and engineers involved in the process. Planning for security measures required by the facility once it begins operating is also undertaken at this time. The manager discusses the analysis and planning with senior management. b. Organizing. After the need has been determined, its critical parts have been identified, and a plan has been established to respond to the need, resources must be organized – that is, created or accumulated in order to achieve the objective. Money and personnel must be committed. Technology and software strategies may be required and must be allocated. Impediments must be resolved. Commitments must be assured. Then the plan can be implemented by selecting subordinate managers. The plan must now be approved by relevant decision makers throughout the organization. Resources required for the security program at the new facility are then mobilized. The steps taken may include: – Consulting with architectural and engineering personnel about specific security design needs – Issuing a request for proposal (RFP) for the system (Chapter 9) – Establishing qualified bidders for the security project – Reviewing submissions and awarding the contract – Supervising the project’s installation – Assuring adequate training and support materials – Testing the system under normal and adverse circumstances At this point, a complex system has been created for the new facility. Meanwhile, a security staff must be hired and procedures for both security and nonsecurity personnel must be prepared and reviewed. The next step assures these goals are met. c. Deputizing. A manager does not achieve the objectives of the plan solely by his or her actions: a manager works in the company of others. In the management process, the problem has been analyzed and a plan to deal with it has been agreed upon. Resources have been committed firmly. Now the process of assuring that the plan achieves its objectives is shared with persons who will follow through – hopefully to realize the intended goals. Persons deputized to achieve these ends on behalf