Matz (2010) summarizes the ways in which organizational culture both supports an organization and can blind the individuals in it to ways in which their actions may no longer be as effective as they once were:
… the essence of organisational cultures consists of a set of 'unspoken rules' that exist without conscious knowledge of the members of the organisation. Over time the invisibility of the attributes at the deepest level of the culture becomes reinforced, which further complicates access in studies or casual interviews. Values and behaviour become manifestations that reflect the essence of the culture. Accordingly, it becomes necessary to examine the functions of organisational cultures and the impact the behavioural patterns of such cultures on the organisation as a whole. (Matz, 2010).
One of the most necessary aspect of any organizational culture to examine are the security mechanisms of the culture. Because most employers feel at least some discomfort in addressing security concerns (in no small measure because they do not want to think of their own employees as possible criminals), security systems are often allowed to lag behind.
Moving Toward an Era of Total Asset Protection
Dalton (2003) argues that most firms (and this has certainly been true of RAI) move through a predictable process of creating security systems. He describes this process as follows:
Step One: Physical Security Era: The primary role is reactive loss prevention
Step Two: Corporate Security or Global Security Era: An increased integration of security into business decisions, occurring simultaneously with the emergence of employee awareness programs
Step Three: Total Asset Protection Era, characterized by 'a focus on addressing all of the corporation's assets -- tangible and intangible' (Dalton, 2003, p.23).
Dalton argues that most companies (regardless of what sector they are in) are still focussed on one of the first two steps. This is certainly the case with RAI, which must shift toward a more complete and integrated version of how to supply security.
There are two different ways of assessing how far a company has proceeding along the path to Total Asset Protection. The first is what can be considered to be a technical one, one that assesses the ways in which (for example) alarm systems are wired and connected to live personnel. This is of course important. However, even more significant is how the overall corporate or organizational structure affects the company's ability to provide total asset protection. As suggested above, an essential part of the concept of Total Asset Protection (indeed, an essential part of any well-designed security system, regardless of what one calls it) must be the acknowledgement that all of the assets of a company must be protected from assaults from both the outside as well as the inside:
[a] criminological approach should be pursued to fully encompass the conceptual framework of the relations between provision of security and organisational culture. The effectiveness of an organisation is generally exposed to both internal and external threats. Organisational cultures and security structures respond differently to these types of threats. In the following the role and structure of security will be evaluated in relation to internal threats, primarily described as employee dishonesty and workplace violence. (Matz, 2010)
While it is not essential, it is certainly in almost all cases much easier to call in an outside company to provide an assessment of a security system's faults and strengths. Precisely for the reasons outlined above when describing what an organizational structure is (that is, something that affects every aspect of how those in an organization work in such a way that they are not always aware of it), it may prove to be impossible for employees to provide sufficiently insightful reviews of the system.
Moreover, bringing in an outside security firm to assess and initiate security systems provides the advantages that such a firm is much more likely to be aware of the latest developments in hardware as well as in practice. This is hardly to be unexpected: Security firms, after all, are paid to do precisely this. And finally, in terms of the pursuit of Total Asset Protection, having an outside firm design the process of securing the company means that fewer employees will have access to the details of the security system...
Key success factors The following are the most critical success factors today for University of Phoenix: Consistently attracting qualified students by developing relationships with corporations who offer reimbursement. This Is critical for the long-term growth of the university, specifically working with larger corporations who offer attractive educational reimbursement programs to their students. Developing more global opportunities for growth by partnering with other universities in Europe and Asia. University of Phoenix needs to also partner
Threats due to weather include floods, earthquakes, hurricanes, tornadoes and blizzards. Planning for weather events should be very realistic in nature. Major weather events usually occur in 25, 50 and 100-year cycles. Disease outbreaks are also a big threat. A potential flu pandemic could be detrimental to many businesses. For example, the bird flu pandemic scenarios that are floating around are being modeled on the Spanish flu pandemic of
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References Best practices in encryption. (2008). nuBridges.com. [Online]. Available: http://www.nubridges.com/keymanagement1/. Bryan, H. (2001). Reply to David Scott and C. Scott Shafer, recreational specialization: AC critical look at the construct. Journal of Leisure Research, 33(3), 344. By the numbers. (2008). Bass Pro-Shops. [Online]. Available: http://vocuspr.vocus.com/vocuspr30/Newsroom/ViewAttachment.aspx?SiteName=basspro&Entity=PRAsset&Atta chmentType=F&EntityID=112488&AttachmentID=7f9f9eb0-2281-4066-b382- c00619b835c8. Company overview. (2008). Bass Pro-Shops. [Online]. Available: http://www.onlinepressroom.net/basspro/. Gerstein, D.M. (2005). Securing America's future: National strategy in the information age. Westport, CT: Praeger Security International. Hepner, R. (2001, July 6).
Inventory Management Strategy. In his book, Streetwise Project Management, Dobson (2003) advocates the use of a just-in-time inventory management strategy to keep inventories low and manufacturing process more productive. This approach, though, will require close coordination with a Brazilian supplier, warehousing operations, planners and forecasters, and transportation directors throughout the inventory management process. In this regard, Epps (1995) advises, that such an approach requires the efficient transportation of materials from
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