IS THE SECURITY MANAGER COMPETENT WITHOUT FORMAL MANAGEMENT TRAINING
Pangarkar, (2006), states that when an organization decides to train its managers, it should start by conducting a gap analysis to enable it determine the shortfall in the abilities of the leaders before executing the training. Evaluation of what skills need to be trained provides a benchmark against which the results will be compared. After gap analysis then development plans for training the managers the executives are laid down.
As Button, (2009) explains, security managers are very important role models, and by failing to extend competency standards to them, this sends out the wrong messages to those security officers at the bottom of organisations. By ignoring standards for managers, it is sending out a message of the lack of importance of training and education to a sector where such views are already prevalent.
5.1 A GAP IN REGULATION
According to Button (2009) gaps in regulation of the levels of training of security officers illustrates weaknesses that may have implications for the ultimate success in transforming the security sector. The objectives when introducing regulation is to improve overall standards, quality of service, increase professionalism and exclude those with criminal backgrounds. Some loopholes have been exploited such as criminals who would not be entitled to run a security company becoming security consultants where no licence is required.
According to Martin (2008) an issue which may arise from non regulation is that it may be possible that operational security personnel could be more capable than those who manage them. There is little evidence of security officers undergoing voluntary training in the Irish private security industry because security management is not required to have security management qualifications.
Wakefield, (2003) points out that if the security management will end up being juxtaposed against the rest of other managerial specialism then the security managers will be prepared towards investing their time in order to secure appropriate development through education and training so as to improve their careers and be able to effectively execute the duties of a security manager.
5.2 BOTTOM UP TRAINING
Martin (2008) explains that frontline staff is very often promoted into managerial positions on the strength of excellent front line performance. But they do not receive the appropriate training to perform their new duties effectively. Current qualifications for managers are not sufficient. Extra training is required for and in addition business skills such as customer care and project management are required for security managers who have originated from military and law enforcement backgrounds.
Sanders, (2008), indicate that where managers engage in voluntary education and training, this may supplement the lack of training and education for management, but where it is lacking bottom up training is required. Failing to enhance the quality of security managers through training as a form of competency improvement will be missing one of the most important elements in succeeding in changing security managers. The current security manager will have often came through the ranks, and being promoted from security guard, to lead guard, supervisor, operations manager and even onto operations director or general manager and al this is possible after bottom up training.
5.3: EX-MILITARY AND LAW ENFORCEMENT SECURITY MANAGERS
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