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Using Critical Thinking In The Re-organization Of The Security Department Lester H. Weinman University of Phoenix Online Critical Thinking: Strategies in Decision Making MGT350 Larry Greene November 3, 2003 Security has become a more visible and diverse department in the past four years. The department has grown from a staff of 5 to a staff of 36 and has added mail delivery service, switchboard operator, shuttle service, and hazardous material spill response. The need to reorganize Security became apparent about a year ago when upper management’s culture shift away from a mom and pop, family type atmosphere, to a global corporate mentality. We outgrew our space and began design of a new Security Control Center and Office to consolidate our operations. For the first time all management staff would be in the same location. Security’s core management staff is comprised of Director of Security, Manager Security Systems and Facility Services, Site Manager, Contract Guard Services and Assistant Site Manager, Contract Guard Services. On an administrative level there is a system administrator and backup, switchboard operator and two receptionists, and a mail supervisor. The rest of the staff is comprised of patrol guards who perform a variety of Security related duties. It was recognized that the contract forces had the most potential to become more efficient with a re-organization. The Director, myself as Systems Manager and the system administrator were not going to be part of the reorganization as our roles were clearly defined. With all the growth and added responsibilities things weren’t getting done in an effective manner.
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