Concepts of Management for Security Dr Teri McConville Defence Management Group Cranfield University Defence Academy of the United Kingdom

01/06/20162 The Subject of Management Management knowledge derived from the military and developed as a subject in a business context Management relevant to all organisations, each with their particular characteristics Battle-space versus Business Space

01/06/2016 Principles of management 3 Battle space & Business Space: D Day example

01/06/20164 Discipline-Practice link Having a systematic body of knowledge (concepts, theories, tools etc) enables teaching/training for others to build on Management as a body of ideas and information that can be learned improves the quality of practice through its critical application Avoid learning only from personal experience. Far better to learn from the mistakes of others.

01/06/20165 Management Deciding what to do and getting it done through the effective use of resources. (Armstrong & Stephens, 2005) To produce military capability through careful planning and the efficient and effective use of resources. (McConville, 2006)

01/06/20166 The Management Challenge in the Security Sector Optimising capability produced by the resources put into security: and/or Optimising the support for government overall objectives generated from the resources put into security The creation of value

01/06/20167 Linking various activities to avoid conflicts; emphasises timing & communication Functions of Management Planning Organising Commanding – or leading, or directing Co-ordinating Controlling Analysing information; making predictions; setting objectives Structuring the organisation; resource allocation Guiding the performance of others, towards objectives Setting standards; reliable measurement; early corrective action

01/06/20168 Planning Primary and essential function. Requires – good information – analytic thinking – decision making – Flexibility Derive goals and (SMART) objectives Set controls Specific Measurable Agreed Realistic Time-related

01/06/20169 Organising Organisational structure is a bureaucracy the best way to run the public sector? Collating resources accountability in spending on security getting the best from people acquisition setting priorities

Commanding Includes leading and directing – Allocating (or accepting) responsibility – assigning authority Motivating others – consider rewards – objectives – equity 01/06/201610

01/06/ Co-ordinating Integrating function of management. Clear link back to planning function Consider project management tools & techniques Communication

01/06/ Controlling Last but not least! Begins with planning Includes quality & performance monitoring Allows corrective action and avoids waste: – resources – Effort

01/06/ Management in the Public Sector there is a distinction between administration and management … in practice, both activities occur in public services: many activities require administration rather than management, and many managers are engaged in both. the orderly arrangement of resources according to procedures and rules

New Challenges: Managing Resources Needs – definition of outputs – understanding of needs – knowledge of costs: cash and capital Requires planning 01/06/201614

01/06/ Resource-based Management Concerns: Management of – Human Resource / Human Capital – Money: Financial Management – Technology & Equipment: Acquisition from requirements to support to final disposal – Information

Basic Management Messages for Security The security sector needs to be managed: it does not run itself Effective management – success link The effective manager: – looks for continuous improvement (no complacency) – tries always to get the best from people: good work cannot be achieved by orders alone. 01/06/201616