The Promise of Management Expertise
Court Managers, Senior Court Managers, and General Managers in Family, District, and High Courts respectively, represent a novel and innovative approach within the Indian judicial system. Recognizing the widespread success of MBAs in various sectors and the pressing need to address the ever-increasing backlog of court cases, the introduction of young, management-trained professionals was envisioned as a catalyst for change. The aim was to leverage their expertise to generate fresh ideas and streamline court operations, especially given the burgeoning realm of social justice initiatives.
The Unfulfilled Potential
These MBA graduates were initially employed on a temporary, five-year basis across various courts. However, the anticipated impact was not realized within this timeframe, leading to two subsequent extensions. Despite these efforts, the desired positive outcomes remained elusive.
A Question of Fault and Insecurity
This prompts a crucial question: where does the fault lie? With the judges, or with the MBAs? In my view, the insecurity among some judges, stemming from a perceived threat to their authority, may have inadvertently marginalized the Court Managers.
A Model of Collaboration
My own experience as the Principal Judge of the Family Court in Nagpur offers a contrasting perspective. My Registrar, Mr. Nerkar, and later, Mr. Katekar, along with Court Manager Dr. Mrs. Rasika Kasture, effectively divided responsibilities, with Mr. Nerkar handling internal court matters and Dr. Mrs. Rasika managing external affairs. This collaborative approach facilitated the successful execution of numerous programs, without any compromise to my judicial authority.
The Misallocation of Skills
However, if Court Managers are relegated to mundane tasks such as managing gardens, arranging travel, or collecting medical reports, the system as a whole cannot fully benefit from their potential. Registrars, having risen through the ranks, possess in-depth knowledge of court procedures. MBAs, on the other hand, often bring superior qualifications and management skills. This disparity underscores the need to strategically utilize the strengths of both roles.
“Don’t Cage the Tigers” – A Call for Empowerment
During a conference at the National Judicial Academy (NJA), Uttan, Hon’ble Justice V.M. Kanade emphasized the importance of fully integrating Court Managers into the judicial administration to address the issue of pendency. At that conference, I expressed, “Don’t cage the tigers.” After three years as a Family Court Principal Judge and eight years post-retirement, I reiterate those words.
जाता जाता: पुणे येथे एका कार्यशाळे दरम्यान हॅानरेबल प्र जि न्या श्री आर सी चव्हाण (as then he was) साहेबां सोबत बोलत होतो. सगळ्यांचे लाडके न्यायाधीश विध्याधर कुलकर्णी साहेब तीथे आले. मी सरांना सांगितले सर, यांना यांचे नाव यांच्या लग्नानंतर मिळाले. सरांनी लगेच विचारले होते : वहीणिंचे नाव “विध्या” आहे काय?
Author Profile
-
B A, LL B
Practised at Shahada, Dist Dhule (Now : Nandurbar) June 1985 to July 1990.
Appointed as a JMFC and CJ JD on 16.8.1990 at Wardha.
Thereafter transferred to Hinganghat, Gangapur, Mallapur, Nandura, Dahanu.
CJ SD Palghar
Adhoc D and S Judge Pune, Nagpur, Satara
City Civil Judge Mumbai
Family Court Judge Mumbai
Principal Family Court Judge Nagpur
Retired on superannuation on 31.5.2018
Appointed as a Member, Mah Electricity Regulatory Commission from 6.6.2018 to 31.5.2023
Thoroughly enjoyed Mediation Work in Family Courts at Mumbai, Nagpur.
Now camping at Dallas, Austin in Texas.
