LAW OFFICE MANAGEMENT - ONLINE
Tricia Nelson-Easley, ACP
Jennings 201; E-mail: TNelson@mc.edu
Phone - (601)925-3812 Fax - (601)925-3932
Course Description: This course provides practical application of law office policies such as
timekeeping, billing, per
Chapter 14: Law Library Organization and Management
The law library is a legal professionals most important tool. Success as a paralegal
depends on his/her comfort level inside a law library.
Today, we place laws into categories. It is these categories th
Chapter 13: File and Records Management
A firms file and records system is the nerve center of a law office. It cannot be
stressed enough the files MUST be properly managed and stored.
The eight elements of an effective filing system are:
1. Must be able
Chapter 12: Docket Control Systems
A docket control system may well be the most important system in a law office.
A law practice is all about deadlines, and keeping up with each one is crucial!
A docket control system is a means for keeping up with these
Chapter 10: Technology in the Law Office
Effective use of technology affects the quality of services to a law firm s clients.
In the early 1960s and 1970s law firms maintained separate word processing
departments whose job it was to type long, complicated
Chapter 9: Managing the Client Funds Trust Account
The client funds trust account is a bank account established EXCLUSIVELY for
clients funds. It is separate from a firm s general or operating account.
Examples of the type of funds held in the trust accou
Chapter 8: Billing and Financial Management
As the practice of law becomes more competitive and expensive, firms can no
longer afford to work for a client without receiving payment for their services on
a regular basis.
Proper billing techniques result in
CHAPTER 7 Timekeeping
Time is the vehicle by which a law firm delivers its product. Inaccurate management
records cause management to make decisions on the basis of incorrect information.
Therefore, comprehensive guidelines and timekeeping policies are es
CHAPTER 6: Legal Fees
A thorough knowledge of legal fees will prepare a legal assistant for participating in firm profitability
and management. As in any business, the goal of a law firm is to make a profit. Firms establish a fee
structure that is reasona
Tricia M. Nelson-Easley, ACP
MPA CLA Review Seminar
What behavior is considered
Who should a paralegal consult
when unethical behavior has
What are the consequences of
. . . is
CHAPTER 5: Paralegal Ethics and Client Relations
Paralegals are morally bound to adhere to the lawyers code of professional
conduct and be familiar with the attorney s ethical responsibility to the client. A
legal assistant cannot be incarcerated or prose
CHAPTER 4: The Attorney-Client Relationship
Attracting and retaining clients is vital to a law practice. Oftentimes a client s
first exposure to a firm is with an employee of that firm. The attorney-client
relationship is a personal one. Although legal as
CHAPTER 3: Personnel Relations
For a legal team to function at its best, it must be managed effectively so that each team member
contributes his/her maximum potential. Management is responsible for developing an environment
where employees can grow person
CHAPTER 2: The Legal Team
LEGAL TEAM MEMBERS:
1. ATTORNEY he/she is the captain of the legal team. Four categories of attorneys exist: (a)
rainmakers - responsible for client development of the firm; (b) owners; (c) associates; and (d) nontraditional.
Chapter 1 Lecture Notes (NOT A SUBSTITUTION FOR READING THE CHAPTER)
UNIT 1 - CHAPTER 1: The Legal Marketplace
Every law office has its own structure and organization that is determined by four characteristics: (1)
size (2) specialty (3) management style,
Mark 4.00 out of 4.00
NALA offers the Certified Legal Assistant (CLA) Exam.
The correct answer is 'True'.
Mark 10.00 out of 10.00