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
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
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 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,
LAW OFFICE MANAGEMENT - ONLINE
Tricia Nelson-Easley, ACP
Jennings 201; E-mail: [email protected]
Phone - (601)925-3812 Fax - (601)925-3932
Course Description: This course provides practical application of law office policies such as
timekeeping, billing, per