cular forms of behaviour can improve or damage an organisation's 'licence to operate', and in some cases this can create risks that would not otherwise present. Consequently, security has a higher framework in the corporate world in the present day than it did couple of years ago. Companies are seeking new ways to administer these threats and the portfolio of the security department has expanded to include common responsibility for things for example standing, corporate governance and parameter, corporate social responsibility and information assurance.
As the undertaking matures, the corporate security community has been trying to recognize how to support security with the business, in order that doing business and doing security go together.
On the other hand, the political economy of Africa is at the defining moment. The centrally controlled economies are yielding to global liberalism. Regionalism as a development strategy seems to be getting a new lease of life in the general development discourse in Africa while assuming varying forms.
This report brings to light several practices which create a policy for twenty-first-century corporate security with particular emphasis on the countries of Africa.
Corporate Security: An Introduction
The companies recognize that the challenge for corporate security is no unlike that for any other function - they must correspond their company's varying business milieu and ensure that how they act, what they do and how they perform reveal these truths.
The companies show six key characteristics:
1. They recognize that security is realized through the everyday actions of employees' right across the company.
It is not something that the corporate security department can do to or for the company on its behalf and its operating...
As the essay declares the corporate security department can do to or for the company on its behalf and its operating success is thus reliant on its capability to influence others to work in a different way. This puts weight on communication and needs security departments to assess the outlooks of non-security professionals just to the extent that those of the specialists.
This paper stresses that behaviour is changed only by persuasion, influencing and explanation of as why a novel mode of working is in each person’s interest. This entails departments to work through reliable social networks, which puts greater weight on people, management and social skills than security knowledge. The power of the corporate security role is now directly proportionate to the value of its relationships, not the strength of its substance knowledge. The corporate security departments that are directing the way have discarded old notions about where their power and authority come from. Their position does not hinge on which makes them special – their content knowledge – however on business insight, people skills, management capability and communication skills. In other words, they have to vie on the same terms as every other function in the company. This is causing many organisations to put greater weight on these abilities than on a security conditions and some have people working on security who don’t have any security know-how.