Developing Management Skills for Judges

Carlos H. B. Haddad

doi:10.36745/ijca.312

Developing Management Skills for Judges

International Journal for Court Administration

Volume 11 (2020): Issue 1

By: Carlos H. B. Haddad

Open Access

|Jan 2020

Figures & Tables

2016 (Before)
Months	Pending cases	New cases	Disposed	Staff acts	Decisions
January	11,765	248	138	253	50
February	11,916	210	67	534	109
Mach	12,071	226	78	805	200
April	12,168	224	129	536	145
May	12,083	224	311	383	81
June	12,264	239	72	478	83
July	12,362	169	143	618	84
August	12,513	237	91	682	104
September	12,590	272	201	487	90
October	12,769	283	111	616	178
November	12,955	262	84	293	39
December	13,081	163	39	226	57
Difference (Jan./Dec.)	+1,316
Total		2,757	1,464	5,911	1,220

2017 (After)
Months	Pending cases	New cases	Disposed	Staff acts	Decisions
January	13,273	253	71	421	129
February	13,390	190	76	311	88
Mach	12,180	389	1,595	790	208
April	11,766	231	641	529	75
May	11,626	332	480	1,110	277
June	11,558	330	397	887	283
July	11,511	317	366	820	245
August	11,215	284	580	614	376
September	9,837	340	1,743	487	608
October	9,057	292	1,076	594	134
November	8,703	261	626	669	243
December	8,701	298	294	571	237
Difference (Jan./Dec.)	–4,572
Total		3,517	7,945	7,803	2,903

MODULE	VIDEOCLASS
PROBLEMATIZATION AND SOLUTION	Need for Management in the Justice System
PROBLEMATIZATION AND SOLUTION	Problems in the Administration of Justice I
Problems in the Administration of Justice II
Efficiency, effectiveness, and the Judiciary
CONSTRUCTION OF THE DESIRED FUTURE	How to deal with changes?
CONSTRUCTION OF THE DESIRED FUTURE	Strategic planning and the Judiciary
Strategic execution
THE JUDICIAL SERVICE	Provision of services and the Judiciary
Efficient Judicial Administration
MANAGEMENT MODEL	Concept of the management model
MANAGEMENT MODEL	Implementation of the management model
Dimensions of situational diagnosis
Execution of the management model
PROCESS MANAGEMENT	Efficiency and workflows
	Types of cases and caseflow management
	Infrastructure and layout
	Backlog
	Technology
	Estimation of deadlines
Prioritizing work
Sustainability
Hearings
Productivity of District Court
Office management
PEOPLE MANAGEMENT	Leadership
	Communication
	Team management
	Climate at work and motivation
	Conflict management
Knowledge management
Management of competencies
Engagement
Quality of life at work
CONTINUOUS IMPROVEMENT	Definition of continuous improvement
CONTINUOUS IMPROVEMENT	Creative problem solving
Benchmarking and good practices
Implementation of action plans
RESULTS	Results accounting

	Labor conditions	Climate at work	Connection between judge and staff	Communication	Team satisfaction
Much improved	50	45	60	61	51
Improved	31	48	38	47	53
Unchanged	41	28	22	15	20
Worse	0	3	3	1	0
Much worse	2	0	1	0	0

	Management knowledge	Leadership	Performance	Judicial service provision	Clarity of goals
Much improved	37	41	45	52	72
Improved	65	67	61	57	45
Unchanged	22	16	18	15	7
Worse	0	0	0	0	0
Much worse	0	0	0	0	0

New cases vs. Disposed cases from 03/2017 to 02/2018.

DECISIONS
Years	2016/2017	2017/2018
Average	2,189	2,405
63% of district courts improved their performance
51,450 additional decisions

References

Authors

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DOI: https://doi.org/10.36745/ijca.312 | Journal eISSN: 2156-7964

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Language: English

Page range: 3 - 3

Published on: Jan 21, 2020

Published by: International Association for Court Administration

In partnership with: Paradigm Publishing Services

Keywords:

Judicial management training,

court administration training

© 2020 Carlos H. B. Haddad, published by International Association for Court Administration
This work is licensed under the Creative Commons Attribution 3.0 License.

Volume 11 (2020): Issue 1