Solution Manual for Fundamentals of Law Office Management, 5th Edition

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’s Manual
to Accompany
Fundamentals of
Law Office Management:
Systems, Procedures,
and Ethics
FIFTH EDITION
Pamela Everett Nollkamper
SOLUTIONS
GUIDE

ii
Contents
Chapter 1 The Legal Marketplace ..........................................................................................1
Chapter 2 The Legal Team ...................................................................................................10
Chapter 3 Personnel Relations..............................................................................................18
Chapter 4 The Attorney-Client Relationship........................................................................32
Chapter 5 Paralegal Ethics and Client Relations ..................................................................47
Chapter 6 Legal Fees ............................................................................................................61
Chapter 7 Timekeeping ........................................................................................................81
Chapter 8 Billing and Financial Management......................................................................90
Chapter 9 Managing the Client Funds Trust Account..........................................................98
Chapter 10 Technology in the Law Office ...........................................................................103
Chapter 11 Law Office Systems...........................................................................................121
Chapter 12 Docket Control Systems ....................................................................................129
Chapter 13 File and Records Management...........................................................................149
Chapter 14 Law Library Organization and Management.....................................................164
Test Bank Questions ..........................................................................................171
Test Bank Answer Key ......................................................................................241

1
CHAPTER 1
THE LEGAL MARKETPLACE
Chapter 1 begins the student’s journey into the fascinating legal marketplace. It sets the
foundation for the rest of the text by describing the characteristics inherent in all types of legal
offices, as well as the differences between various types of law offices. These characteristics
familiarize the student with how the legal business differs from other businesses.
Two primary goals of this chapter are:
1. To give the student an understanding of the structure, organization, and management
styles of various types of law offices in which paralegals work and
2. To give students an understanding of the many opportunities for employment a paralegal
education offers.
Consistent with the first goal, this chapter illustrates as closely as possible the various types of
law offices and their differences in management styles. Many variables compose a law office’s
environment, and this chapter identifies the factors that contribute to a law office’s atmosphere
and culture. To give the student a “real-life” feel for the subject matter, the chapter contains
examples of typical law offices.
Consistent with the second goal, this chapter discusses career opportunities outside a traditional
law firm. This will expand the student’s perspective of the paralegal profession and illustrate the
many employment options in the legal marketplace.
This chapter focuses on the legal marketplace as seen through the eyes of a lawyer rather than
through the eyes of a paralegal. Viewing the business of law from a lawyer’s perspective will
give readers an understanding of the reasons management decisions are made. Since paralegals
are an integral part of a legal office, understanding these reasons can only enhance the
paralegal’s understanding of the business of law in general.
OBJECTIVES
After completion of this chapter, the student should be able to do the following:
• Describe the structure and organization of small, medium, and large firms.
• Explain the autocratic, democratic, managing partner, committee, and combination
management styles.
• Discuss the differences between a sole proprietorship, partnership, professional
corporation, and limited liability company.
• Define a boutique firm, an office-sharing association, a legal clinic, and a virtual law office.
• Discuss the differences between corporate legal departments, private companies, and
government agencies.
• Identify the changes that have affected the legal marketplace.

2 ’s Manual
CHAPTER OUTLINE AND SLIDE GUIDE
I. Introduction
Slide 1.1 is the opening slide.
II. Structure and Organization
Slide 1.2 describes the structure and organization of a law office.
A. Size
Slide 1.3 describes the variation in size of firms according to the geographical area.
1. Small Firm
2. Medium Firm
3. Large Firm
Slide 1.4 lists the four types of large firms.
4. Mega-Firm
B. Specialties
Slide 1.5 lists attorney specialties. This is a good time to discuss the difference between
general specialists and certified specialists.
C. Management Styles
Slide 1.6 lists different types of management styles.
Slide 1.7 describes law firm culture. The intangible areas that make up an office’s
culture are reviewed here. This is an important discussion. Everyone is exposed to the
culture of a business, whether at work, home, or community activities. Is the
environment tense? Creative? Comfortable? What things make up an office’s
environment that produce these feelings? When your discussion of law firm culture is
completed, you can move on your discussion of management styles and how it affects
law firm culture.
1. Autocratic
Slide 1.8 is an autocratic organizational chart. This slide illustrates how an autocratic
management style functions.
2. Democratic
Slide 1.9 is a democratic organizational chart so the students can visualize how this
management style functions.
3. Managing Partner
Slide 1.10 is an organizational chart of a medium firm with a managing partner style
of management. To illustrate the difference in structure between a medium and large
firm, a large firm organizational chart is displayed on the next slide.
Slide 1.11 is an organizational chart for a large firm managed by a managing
partner. This will illustrate the difference in a managing partner style of
management in the two sizes of firms.

Chapter 1: The Legal Marketplace 3
4. Committee
Slide 1.12 illustrates how the committee style of management functions.
5. Combination
Slide 1.13 displays an organization chart for a combination style of management.
D. Forms of Management
Slide 1.14 illustrates the difference between centralized and decentralized forms of
management.
III. Private Law Firms
Slide 1.15 lists the types of private law firms.
A. Sole Proprietorships
Slide 1.16.
B. Partnerships
Slide 1.17 is an example of full partner and junior partner percentages. This is where
you can discuss equity and nonequity partnership positions.
C. Professional Corporations
Slide 1.18 is an organizational chart illustrating how a professional corporation is
structured. Discuss the definition of shareholders and the role of the board of directors.
Discuss the functions of the officers and how officers relate to the board and shareholders.
D. Limited Liability Company
Slide 1.19 describes the three differences between a partnership and LLC. Mention that
an LLC is not an option for a professional practice in some states.
E. Boutique Firms
Slide 1.20 describes the characteristics of the boutique firms.
F. Office-Sharing Associations
Slide 1.21 describes the two types of office sharing associations.
1. Suite Concept
2. Firm Concept
3. A Typical Office-Sharing Association
G. Legal Clinics
Slide 1.22 is a list of entities that establish legal clinics. Discuss the differences in these
clinics, if any.
H. Virtual Law Firm
Slide 1.23.
IV. Private Industry
Slide 1.24.
A. Corporate Legal Departments
Slide 1.25 is an organizational chart of corporate legal departments.
Slide 1.26 illustrates how a corporate legal department is structured around its product.

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4 ’s Manual
B. Private Industry
Slide 1.27 is a list of positions paralegals have held in private companies other than a
law firm. Ask if a student has had experience in one of these positions and discuss how
a paralegal education would be beneficial in the position.
1. Self-Employed Paralegals
Slide 1.28. You will present the two types of paralegal services separately.
2. Freelance Paralegal Services
3. Independent Paralegal Services
C. Attorney Service and Nonprofit Companies
V. Government Agencies
Slide 1.29 begins the section on paralegals in governmental offices and lists the four main
areas of government offices in which paralegals work.
A. Federal Agencies
Slide 1.30 lists the four types of governmental agencies that employ paralegals.
Slide 1.31 lists the federal agencies that employ paralegals.
B. State Agencies
C. County Agencies
D. City Agencies
VI. The Changing Marketplace
A. Multidisciplinary Practice
B. Nonlawyer Ownership of Law Firms
C. Globalization
D. Nonlegal Subsidiaries
E. Legal Insurance Plans
Slide 1.32 is the closing slide.
KEY WORDS
1. Autocratic: Relating to government by one person with unlimited power.
2. Autonomous: Being self-governing, independent, and subject to its own methods of
management.
3. Boutique: A law firm that offers services in one area of law only.
4. Contract attorney: An attorney who works for a law firm on an assignment basis or as an
independent contractor.
5. Contract basis: Working as an independent contractor on a per case or assignment basis.
The person is not an employee of the firm.

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Chapter 1: The Legal Marketplace 5
6. Culture: The working environment of a law firm, consisting of intangible elements such as
the social environment, employee relationships, and attitudes.
7. Cybercrimes: Crimes committed on the Internet, including hacking and fraud.
8. Cybertorts: Actions or damages resulting from libelous material posted on the Internet.
Also included is posting material that is protected by copyright or trademark, such as
magazines and photos.
9. Dividend: A payment according to the profitability of a firm and the number of shares of
stock owned by an attorney.
10. Executive committee: A committee comprising the heads of the various committees in a
law firm.
11. Freelance paralegal: Contracts his or her services out to law offices and works under the
supervision of an attorney.
12. General counsel: An attorney in charge of a corporate legal department; often an officer of
the corporation.
13. General practitioner: An attorney who does not specialize but accepts cases in all areas of
law.
14. Globalization: In the field of law, refers to law firms that establish offices in other
countries to service international clients.
15. Independent paralegal: A person who does law-related work for the general public
without the supervision of an attorney.
16. Indigent: Poor or needy.
17. In-house counsel: An attorney who is an employee of a corporation and works in the
corporation’s legal department.
18. Legal administrator: Experienced manager who is hired to manage a law firm and has the
authority of a managing partner.
19. Legal clinic: Legal offices formed for the purpose of providing low-income people with
free, or low-cost, legal services.
20. Limited liability company: A company formed to shield its owners and their assets from
liability arising from the misconduct of other owners or employees.
21. Mega-firm: A firm that employs more than 1,000 attorneys and has branch offices
throughout the world.
22. Multidisciplinary practice: A lawyer and a member of another profession practice together
to provide both legal and nonlegal services to a client.
23. Nonlegal subsidiary: A company that is owned by a law firm but provides nonlegal
services.
24. Office manager: A person hired to assist a managing partner or legal administrator with
management functions of a firm.
25. Outside counsel: A private law firm retained to do legal work for a corporation.

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6 ’s Manual
26. P.C.: Professional Corporation.
27. Sole practitioner: An attorney who practices law alone. A sole practitioner does not
employ other attorneys.
28. Sole proprietorship: A business that has one individual owner who operates the firm. A
sole proprietor may employ other attorneys.
29. Virtual law firm: A professional law practice that is located online through a secure portal
and is accessible to both the client and the attorney through the Internet.
TEACHING TIPS AND SUGGESTIONS
Communicating the broad topic of the legal marketplace is challenging because each law office
is different. However, law offices have common elements. Concentrating on these common
elements will give students an understanding of factors inherent in most offices, which will
prepare them for their paralegal employment experience.
Nontraditional Paralegal Positions: Nontraditional paralegal positions should be discussed.
Review the list of nontraditional paralegal positions on pages 24 and 25. Ask the class to identify
other positions not listed.
Legal Specialties: Invite an attorney or paralegal that specializes in an uncommon specialty to
speak to the class about the specialty.
Cybercrimes: Have the students search the newspaper or magazines for an article concerning
cybertorts or cybercrimes. Have them discuss hackers and the penalty imposed for hacking or
cybertorts. Discuss identity theft over the Internet.
Virtual Law Office: Have the students discuss their experience, or the experience of someone
they know, with a virtual law office such as Legal Zoom or Rocket Lawyer. What are the pros
and cons?
Group Projects
1. Break the class into five groups. Each group will demonstrate the five management styles:
autocratic, democratic, managing partner, committee, and combination. Each group will
role-play the style. For example, the autocratic group demonstrates positive autocratic
characteristics such as requesting input from subordinates and delegating responsibility.
Negative autocratic characteristics are also displayed, such as authoritarian demands and not
requesting input from subordinates. The committee group demonstrates a committee
making a management decision such as purchasing new computer equipment.
2. Another method of role-playing the various management styles is to develop a problem and
demonstrate how each management style resolves the problem. For example, a valued
paralegal refuses to work on an accounting project. Each time the paralegal is reminded of
the project, the paralegal states that the project will be completed on a certain date, but it
never is. The supervising attorney is frustrated and asks management for assistance.

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Chapter 1: The Legal Marketplace 7
Management has agreed to discuss the matter with the paralegal. The paralegal has not
completed the project because she has dyslexia and cannot perform accounting functions.
However, she is embarrassed about her problem and does not want anyone to know about it.
Role-play management’s meeting with the paralegal and demonstrate how each style would
resolve this problem. An autocratic style would resolve the problem alone; a democratic
style would involve others; a committee style would discuss it among themselves. After the
exercise is over, have the class discuss each style’s manner of solving the problem. These
exercises demonstrate the various management styles and show how each style functions
with everyday problems. They also allow individuals in the group to express their creativity.
Perhaps some members of the class have experience with the various management styles
and can communicate those experiences to the class through this exercise.
Internet Projects
The Internet Resources section lists law firm websites, paralegal websites, and government
websites. Assign a research project to review the sites and report their contents to the class. What
are the differences between the websites of U.S. firms and foreign firms, if any? What are the
similarities?
Research the Freelance and Independent Paralegal websites found in the Internet Resources
section. What are the qualifications of the paralegals? What are their specialties?
Research how to apply for a federal job by visiting the Federal Jobs Internet Resources section.
Access a legal blawg and list the subject matter of the topics discussed. What is the general
“tone” of the blawg? What is each student’s general impression of the blawg?
ANSWERS TO CHAPTER REVIEW QUESTIONS
1. The four things that determine the structure and organization of a law office are size,
specialty, management style, and form of office (p. 2).
2. The growing complexity of the law and frequent changes in the law have forced attorneys to
specialize (p. 3).
3. The five management styles used in most law firms are autocratic, democratic, managing
partner, committee, and combination (p. 6).
4. The difference between centralized and decentralized management is that a centralized form
of management exists when a firm is managed from one source as opposed to a
decentralized form of management, which is managed in segments (p. 12).
5. The most common management style found in law firms is managing partner (p. 8).
6. The three classes of attorneys in a partnership are partners (owners), associates, and
nontraditional attorneys (p. 14).
7. A legal clinic is different from a private law firm because a legal clinic is formed for the
purpose of providing low-income people with free, or low-cost, legal services (p. 19).

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8 ’s Manual
8. Outside counsel is a private law firm retained to do legal work for a corporation (p. 22).
9. The head attorney in a corporate legal department is called General Counsel (p. 22).
10. The management style of a corporate legal department must conform to the management
style of the whole corporation. A legal department is not autonomous in its management
decisions. (p. 23).
11. Two distinct managerial areas are addressed by any law firm: administrative (financial,
office systems, and so forth) and governance (associates, client relations, personnel,
marketing, and the like) (p. 6).
12. The difference between a freelance paralegal and an independent paralegal is that a
freelance paralegal works for attorneys and an independent paralegal does work for the
general public (p. 25).
13. The federal government’s General Schedule is the government’s compensation schedule for
federal workers (p.28).
14. A nonlegal subsidiary is a nonlegal business owned by a law firm (p. 33).
15. A multidisciplinary practice is a firm that employs nonlegal professionals from other
disciplines to offer its clients nonlegal services in addition to legal services (p. 31).
EXAMPLES FOR DISCUSSION
1. The Books Are in the Safe
This example illustrates the liability of all partners in a partnership situation. This example
also illustrates the problems that can arise if sound management principles are not followed.
In addition, it illustrates that some lawyers are reluctant to participate in management and
would rather delegate that responsibility to another. In this case, the two partners suffered a
severe financial loss because of the fraud of the third partner and poor management
systems.
A. Many things went wrong with this partnership. David and James did not participate in
management and left all decisions to Edward. While this is often done in partnerships, it
is important that all partners have knowledge of the actions and decisions of the
managing partner. All partners should have been familiar with the financial accountings
of the law firm.
B. David and James had to pay the $3.1 million judgment because the partnership,
including each partner, is liable for the debts and obligations of the partnership even
though they did not personally participate in the fraud. Edward was ordered to pay
restitution to the partnership but does not have to pay the judgment.
C. The situation could have been avoided if all partners were familiar with the financial
accountings of the firm. If a system was in place where the partners reviewed the
billings before they were mailed, a problem could have been found in Dresser’s billings.
D. This question will produce a discussion of review mechanisms. Many students may
answer that they would require that the bills be reviewed. Questions to ask to prompt
additional discussion would be:

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Chapter 1: The Legal Marketplace 9
1. How much time should other partners spend on management functions if the
managing partner is delegated all management responsibility?
2. Is there a duplication of efforts here that is not profitable for the firm?
3. Would a review mechanism indicate a lack of trust of the managing partner?
Tip: Have each student write out two or three things they would do to avoid this problem. Put
the suggestions on the board and discuss the pros and cons of each suggestion. After this
exercise, have the class choose the best solution.
2. Management Styles
This question will allow students to contribute their personal experiences with the various
management styles. If a student has not worked, ask him or her to identify people in his or
her family or acquaintances to identify the various management styles. For example, could
they apply a management style to their parents or other family members? This exercise will
encourage students to identify the different styles in their daily lives.
ANSWERS TO ASSIGNMENTS
1. Individual student response.
2. This assignment is designed to assist students in determining their ideal place to work. To
do this, students must identify their needs. Students are asked to list their needs and desires
for an employment situation. This assignment is Part 1 of a two-part assignment. The
second part is Assignment Number 3.
3. In this assignment, students are asked to apply chapter material to their employment needs
and desires. They are to choose the type of office, management style, and culture that best
suit their needs. Even though it is too early for many students to choose a specialty, they
should indicate what area of law interests them the most. Students should keep this
assignment until they have finished their paralegal education to see if their ideal work
environment has changed.
4. Individual student response.
5. Individual student response.
6. Individual student response.
7. A decentralized form of management would be effective for a firm that has large branch
offices located in other states. It would be ineffective for a firm that has one location, for
example, a firm whose departments are managed independently. A centralized form of
management is effective for smaller firms with one location.
8. Individual student response.
9. A corporate legal department has only one client: the corporation. Therefore, it is not
concerned with client cultivation like a private law firm. A corporate legal department is not
autonomous in its management decisions and could be more concerned with budget
constraints than a private law firm. A corporate legal department’s budget is normally set by
the executives of the corporation instead of the General Counsel alone.

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10
CHAPTER 2
THE LEGAL TEAM
Now that students have an overview of the structure and organization of a law office, a
description of law office personnel will familiarize them with each person’s duties and
responsibilities. With knowledge of each employee’s duties and responsibilities, students will
understand how the legal team functions and their participation on the legal team.
OBJECTIVES
After completion of this chapter, the student should be able to do the following:
• Describe the titles, functions, and duties of each member of a legal team.
• Describe the functions and differences of the different categories of attorneys in a law
firm.
• Describe the history, present position, and responsibilities of a law office administrator
and a law office manager.
• Explain the difference between an office administrator and an office manager.
• Identify the various types of managers in a large firm.
• Describe tiered paralegal programs.
• Explain how different law office staff members contribute to a legal team.
• Describe the types of outside services and consultants contracted by a law office and how
they contribute to the delivery of legal services.
• List the many employment opportunities for a person with a paralegal education.
CHAPTER OUTLINE AND SLIDE GUIDE
I. Introduction
Slide 2.1 is the opening slide.
II. Historical Perspective
Slide 2.2 lists the elements that have contributed to the growth of the paralegal profession.
III. Legal Team Members
A. Attorney
Slide 2.3 introduces your discussion of the four categories of attorneys.
1. Rainmakers
2. Owners

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Chapter 2: The Legal Team 11
3. Associates
Slide 2.4 lists the four classes of associates.
Slide 2.5 is an illustration of how to calculate a leverage ratio.
4. Nontraditional
Slide 2.6 lists the types of nontraditional attorneys.
B. Legal Administrator
Slide 2.7 discusses the three differences between a legal administrator and an office
manager.
C. Law Office Manager
Slide 2.8 is an illustration of Exhibit 2.2 in the book showing the hierarchy of legal
administrators and office managers.
1. Financial Manager
2. Human Resource Manager
3. Technology Manager
4. Administrative Manager
5. Facilities Manager
6. Marketing Manager
7. Paralegal Manager
Slide 2.9 lists the Legal Administrator’s areas of responsibility.
D. Paralegal
Slide 2.10 begins your discussion on paralegals and discusses the common elements of a
definition of a paralegal.
1. Education
Slide 2.11 shows the paralegal educational statistics as reported by the Paralegal
Today 2011 salary survey.
2. Specialization
Slide 2.12 illustrates the areas in which most paralegals specialize, according to the
2011 Paralegal Today salary survey.
3. Paralegal Responsibilities
Slide 2.13 shows where paralegals work according to statistics compiled by
Paralegal Today 2011 salary survey. This is a good time to discuss tiered paralegal
programs, which is the topic of the next slide.
Slide 2.14 illustrates tiered paralegal programs. When you have completed your
discussion, click on the forward arrow. The next topic, Salary and Benefits, will
display.
Slide 2.15 lists the ten tasks most commonly performed by a paralegal.
4. Salary and Benefits

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12 ’s Manual
E. Law Clerk
Slide 2.16 lists other law office personnel and introduces the topic for discussion.
F. Legal Secretary
G. Receptionist
H. Other Personnel
1. Law Librarian
2. Calendar Clerk
3. Paralegal Assistant
4. Legislative Analyst
5. Investigator
6. Messenger
7. Process Server
8. Case Coordinator
9. Clerk
10. File Clerk
I. Outsourcing
Slide 2.17 lists some types of services that law firms outsource.
1. Attorney Service
2. Paralegal Service
3. Employment Agency
4. Bonding Company
5. Records Search Company
6. Consultants
Slide 2.18 is the closing slide.
KEY WORDS
1. CPA: Certified public accountant.
2. Equity: An ownership position in a firm. The owner is entitled to a portion of the firm’s
profits and is responsible for a portion of the firm’s losses.
3. Expert witness: A person who testifies at trial on the basis of professional expertise.
4. Leverage: To make money from the work of others.
5. Leverage ratio: A formula used to identify the number of income-producing employees per
owner.
6. Liaison: A person responsible for communication between groups; spokesperson.
7. MBA: Masters of business administration degree.

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Chapter 2: The Legal Team 13
8. Nonequity: Not entitled to a portion of the profits and is not responsible for a portion of the
losses of a firm.
9. Of-counsel: Attorney affiliated with a firm on a part-time basis.
10. Outsourcing: A firm’s use of outside services for support functions.
11. Permanent associate: An employed attorney who is not eligible for a partnership in, or
ownership of, a firm.
12. Rainmaker: An attorney responsible for client development for a firm.
13. Service of process: The personal delivery of summonses, complaints, or other legal
documents to a defendant or respondent.
14. Staff attorney: An employee of a law firm who has no advancement opportunities.
TEACHING TIPS AND SUGGESTIONS
Law Office Personnel: Demonstrating the functions and duties of law office personnel is an
effective method of communicating the chapter material. Ask an attorney, legal administrator,
paralegal, legal secretary, law clerk, and/or other law firm personnel to come to class and explain
their duties and responsibilities. Or, you may have groups of attorneys come in and explain the
differences in their functions such as a rainmaker, associate, partner, and staff attorney. Students
enjoy guest speakers, and the material comes to life for the student.
Tiered Paralegal Programs: Tiered paralegal programs vary among legal offices. Contact some
law offices in your area that offer a tiered paralegal program and invite them to come to the class
to describe their program. Large law firms, corporate legal departments, and private industry are
the most likely to have tiered paralegal programs. This activity will give students an idea of the
career ladders available to them in your area of the country.
The Paralegal Profession: Appendix B contains a list of national law related organizations and
state paralegal organizations. Contact them for information regarding their profession. They are
also a good source of speakers.
Group Projects
1. Break the class up into five groups. One group will be a small firm administrator, one group
a medium firm administrator, another group a large firm administrator, another an
administrator of a corporate legal department, and the last group an administrator in a
governmental agency. Each person will research and interview an administrator in his or her
particular environment and answer one of the following questions.
Each group will report its findings to the class.
A. What is the administrator’s job title?
B. What is the administrator’s status within the law office?
C. To whom is that person responsible?

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