Although competitive pressures on profits have helped to change executive thinking on matters of corporate security, this has not been accompanied by greater appreciation of security as a viable and valuable management tool. The prevailing view frequently reflects the traditional concept of the protection function, in which security is equated with a guard force, alarms, and locks. Total elimination of security problems is not possible, but marked reductions in their scope, magnitude, and frequency is. In order to achieve this, however, senior management must divorce itself initially from the belief that the sole purpose of a security program is to control access, provided physical protection, patrol premises, and catch trespassers and thieves. Security really consists of the protection of all assets, both tangible and intangible, and the safety of all persons lawfully on the premises. Security must be recognized as a management responsibility and function, to be integrated with all phases of administration and operations. Used collectively, physical security, personnel practices, and systems and procedures can effectively prevent many losses; used separately, much of the effectivness is lost. Furthermore, meaningful results depend more on management attitudes and the quality of line supervision than on the size of a guard force. Thus, emphasis should be shifted from an approach emphasizing detection, apprehension, and punishment to a preventive approach. Examples of this new approach are described. By expanding their vision to incorporate a modern, integrated security system, executives can enhance the safety as well as the efficiency, productivity, and profit-making capabilities of their organizations.