In five pages this paper discusses security department organizational positioning and the role of a security manager in viability and profitability. Three sources are cited in the bibliography.
Name of Research Paper File: D0_MTsecman.rtf
Unformatted Sample Text from the Research Paper:
tool, in other words, one has insurance just in case those rarely happening casualties take place. Security in a corporation is the same way - the chances of anything bad
happening to a company is remote, but security is necessary - just in case. The security manager can, however, through a variety of methods, prove the worth and necessity of
security to a corporation. First, the manager must market the necessity for security, then the need for security should be integrated in a total corporate plan.
Because security is typically perceived by management as overhead, it is scrutinized when it comes to excess expenditures, and is generally targeted as the first thing
to go when a corporation is trying to save money (Hollstein, 1997). After all, goes the conventional thinking, security is a task that does not make money, but rather on
which money is spent so corporations can be kept safe. This is particularly true among companies that believe their major function is selling a product or service rather than providing
security to their employees (Levenberg, 1995). There is also the feeling of "it cant happen here" - such as in the case of electronic security breaches. When "it" does happen,
that seems to be when more security is called for. In addition, research shows that the most devastating attacks on computer networks occur, not from outside the company, but from
inside (Nelson, 1998). Therefore, its up to the security manager to make corporate leadership aware of the importance of security as an integral part of a companys operations.
The security function can, first of all, redefine itself as a revenue generator, as a profit maker rather than a profit eater (Hollstein, 1997).