Change Management in Judiciary

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Change Management is essential for any organisation. Judiciaries all over the world are realising its importance and taking steps to implement the same..

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Change Management in Judiciary

  1. 1. CHANGE MANAGEMENT IN JUDICIARY TALWANT SINGH PRINCIPAL JUDGE FAMILY COURT DELHI (INDIA)
  2. 2. CHANGE MANAGEMENT IN JUDICIARY  CHANGE MANAGEMENT is an approach to transitioning individuals, teams and organisations to a desired Future State.  In JUDICIARY, it is a reforming process where changes to scope of reforms are formally Introduced, Approved and Implemented.
  3. 3. CHANGE MANAGEMENT IN JUDICIARY TO CHOOSE WHICH INNOVATIONS TO ADOPT, FOUR MAJOR FACTORS ARE:  Levels, Goals & Strategies  Measurement System  Sequence of Steps  Implementation & Organizational Change
  4. 4. CHANGE MANAGEMENT IN JUDICIARY MANAGING OF ORGANIZATIONAL CHANGE IS A FOUR-STEP PROCESS:  Recognizing Changes in broader Organization environment  Developing necessary adjustments for Organization's needs  Training Employees on appropriate changes  Winning support of Employees with peruasiveness & appropriate adjustments
  5. 5. CHANGE MANAGEMENT IN JUDICIARY Cont......  Counter Resistence from Employees & align them to strategic direction of Org.  Provide personal counseling to alleviate any change related fears  Monitoring of the implementation and fine tuning as and when required
  6. 6. CHANGE MANAGEMENT IN JUDICIARY INFORMATION AND TECHNOLOGY DRIVEN CHANGE MGT. STRATEGY  Organizations that manage information well always have an advantage  There is difference between 'Automating Technologies' & 'Infomating technologies'  Gathering & Analysing Information is necessary for Organization's Success
  7. 7. CHANGE MANAGEMENT IN JUDICIARY SUCCESSFUL CHANGE MANAGEMENT IS POSSIBLE ONLY WHEN:  It benefits Court Management to deliver efficient services to Stakeholders  Effective Communication with Stake-holders of Why, What is in for me and you, When, Who is involved, Where, how much it cost?  Effective Education, Training & Skill upgrade
  8. 8. CHANGE MANAGEMENT IN JUDICIARY FIVE DISCIPLINES OF A LEARNING ORGANIZATION  Personal Responsibility, Self-Reliance & Mastry  Personal Mental Models  Sharing Vision where we want to be in future  Team Learning- It involves shift from 'Advocacy' to 'Enquiry'  Thinking of a whole System rather than of Parts
  9. 9. CHANGE MANAGEMENT IN JUDICIARY It is necessary to know your Target Group before introducing Change Management Human beings have five traits:  Openness to Experience (Inventive/Cautious)  Conscientiousness (Efficient/Careless)  Extraversion (outgoing/reserved)  Agreeableness (Friendly/Cold)  Neoroticism (Sensitive/Confident)
  10. 10. CHANGE MANAGEMENT IN JUDICIARY LEARNING STYLES  Synthesis Analysis  Methodical Study  Fact Retention  Elobrative Processing
  11. 11. CHANGE MANAGEMENT IN JUDICIARY PROCESS REENGINEERING  Incremental change does not seem to be making grade. Its' time to pull out big guns.  Solution for radical change to dramatically improve an Organization's performance is called "Process Reengineering".  Two key words are 'radical' & 'dramatic'.
  12. 12. CHANGE MANAGEMENT IN JUDICIARY  Radical redesign means getting rid of existing processes and procedures and inventing new ways.  Dramatic improvement means a quantum leap in performance.  Both the ideas are in direct conflict with old thinking of 'constant incremental improvement'.
  13. 13. CHANGE MANAGEMENT IN JUDICIARY  In reengineering, to meet demands for quality service, flexibility and low costs, processes must be made simple.  Individual processes are combined to gain efficiencies and productivity.  Employees are allowed to make on the spot decisions to eliminate roadblocks.  It can increase employees' satisfaction and loyality and they can enhance skills.
  14. 14. CHANGE MANAGEMENT IN JUDICIARY PROCESS ENGINEERING IS NOT:  Reorganizing;  Restructuring;  Downsizing;  Automation; or  Cost-Cutting
  15. 15. CHANGE MANAGEMENT IN JUDICIARY Process Reengineering Success Factors:  It is most important to have executive management support.  It is impertive to have willing participation of all associates invoved in the re-design.  Ability of the project team to discern what processes are value-added and customer focused and which are not.
  16. 16. CHANGE MANAGEMENT IN JUDICIARY  "Gemba" is an important word in Process Reengineering, which means 'actual place'  The Gemba is where the value is created  Value is created when people, information, materials, equipment and processes come together to serve the customer.  Processes that support Gemba should be at the forefront of Pro. Reeng. exercise.
  17. 17. CHANGE MANAGEMENT IN JUDICIARY THANKS TALWANT SINGH PRINCIPAL JUDGE FAMILY COURT DELHI (INDIA)

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