OFFICE MANAGEMENT

SUBMITTED TO MRS. JHANVI MAHANA

SUBMITTED BY
SAHIL CHOWDHURY
B.A. LL.B. (HONS.) 10TH SEMESTER
5TH YEAR

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ACKNOWLEDGEMENT
Firstly, I would like to express my profound sense of gratitude towards the Almighty
ALLAH for providing me with the authentic circumstances which were mandatory for the
completion of my research work.
I am also thankful to Jhanvi Mam, for her invaluable support, encouragement, supervision
and useful suggestions throughout this research work. Her moral support and continuous
guidance enabled me to complete my work successfully. Her intellectual thrust and blessings
motivated me to work rigorously on this study. In fact this study could not have seen the light
of the day if her contribution had not been available. It would be no exaggeration to say that
it is his unflinching faith and unquestioning support that has provided the sustenance
necessary to see it through to its present shape.
Further to that, I would also like to express my gratitude towards our seniors who were a lot
of help for the completion of this project. The contributions made by my family and
classmates and friends are, definitely, worth mentioning. I would like to express my gratitude
towards the library staff for their help also. And at last but not least I would like to thank the
almighty God for his grace upon me and everybody.

Sahil Chowdhury
B.A.LL.B (Hons) 10th Semester
5th Year

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TABLE OF CONTENT
1. Introduction to office management

2. What are best practices?

3. Law office management

4. Effective law office procedures

5. Location & layout

6. Meeting and communications with clients

7. Management of cases

10

8. Management of registers & documents

11

9. Management of case diary

12

10. Management of library

12

11. Management of the staff

13

12. Management of accounts

14

13. Utilization of modern equipment like computer, and communication methods internet 14
14. Managing the firm

16

15. My present office

17

16. My dream office

18

17. Beyond the office: take care of yourself

20

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INTRODUCTION TO OFFICE MANAGEMENT

A lawyers time and advice are his only stock in trade. But another important requisite to be a
successful Advocate is a well-maintained Law office and its proper management. A
systematic management of the law office could add to the efficiency and productivity of an
Advocate. A well-managed office will also create a healthy working atmosphere and can
attract many clients. Management of Law-office involves various aspects like location,
layout, library, registers, diary, case management, staff management, meeting and
communication with clients, assignment of work to juniors, utilization of equipments like
computer etc. As a final year student and as a part of practical training, chamber visit to an
Advocates office, who has put up practice at least for ten years, is a requirement. The
chamber visits have assisted to observe closely the various aspects of complexities of the
office management and have given a clear picture of the office management. The following
report is my comprehension and conceptions of law office management.
It is all about maintaining the publics trust in the legal profession and your clients trust in
your firm. The onus lies not only with the lawyers and the support staff; it extends to you as
the office manager. In fact, you are the vital cog who makes sure the firm is running
smoothly, that the firm meets its obligation to its clients, regulators and to society as a whole.
A law practice must be properly organized in order to create a basis for the efficient
management of client files and all aspects of a law firm.
The following material outlines the responsibilities of the lawyer and support staff, introduces
law office systems and procedures and examines basic concepts of client file management,
timekeeping and productivity, client relations, trust accounting, and financial management.
Each law office is unique in terms of its composition, its structure, its systems and
procedures, and the responsibilities assigned to each participant. Nevertheless, there are a
number of common practice management concepts and principles which a lawyer can and
must learn in order to maintain a competent practice. In addition, a lawyer must continually
assess and respond to changes in technology, areas of practice, strengths and weaknesses of
personnel, and any other factors that may affect the efficiency of existing systems and
procedures used in the firm. In particular, a lawyer must remain current and explore emerging
technologies to see how they may improve their practice.
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Lawyers enter the legal profession to practice law. Legal work is what they know and enjoy.
In the fast-paced, high-volume environment of a local government legal office, management
responsibilities can easily become secondary to legal responsibilities. In the absence of strong
management and leadership that gives structure and direction to an office, efficiency,
effectiveness, and morale deteriorate over time. Understanding, adopting, and implementing
best practices are a proven strategy for meeting the challenges and responsibilities of
managing the practice of a public legal office.

WHAT ARE BEST PRACTICES?

Best practices implies that there is no better way to do something, which is obviously a
false premise. When someone uses the phrase, it is not always clear just what they meanin
different contexts, it has different meanings. Sometimes, it simply refers to something that
worked for someone else, at another place, and in another time. It can also refer to something
that someone, for some reason, considers to be a standard for measuring success. A better
view of best practices is to consider them to be tools that work: processes, systems,
methodologies, and techniques that have produced specific and desirable results, in actual
experience and in different contexts. Those are the best practices that really matter. The
strategies that follow are that type of best practices.
For local government legal offices, best practices address particular problems that fall into
different categories, each of which pose unique challenges: client service and relations,
practice management, human resources, and technology resources.

LAW OFFICE MANAGEMENT

Management means a process of managing or maintaining a proper methodology depending
on the needs and demands of the nature of work. Law office management, in particular, is the
continuous process of keeping, holding, checking, controlling, contriving, and maintaining
various requirements of the profession. Thus, the requirements of the profession determines
the structure, nature, management largely depends on the financial resources available and
the attitude and devotion of an Advocate towards the profession. Management of Law-Office
involves Management of the following:

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Offices location and layout

Meeting and communication with clients

Management of cases

Management of Registers and Documents

Maintenance of diary Maintenance of Library

Management of the staff

Management of accounts.

Utilization of modern equipment like computer, and communication methods Internet

etc

Stationery

EFFECTIVE LAW OFFICE PROCEDURES

One indicator of good law office management is the use of sound office procedures. Effective
law office procedures will serve these purposes:

the efficient and economical delivery of client legal services;

compliance with all statutes of limitations and court deadlines;

the protection of client confidences;

positive working relationships with persons outside of the office;

an atmosphere of order and structure in the workplace; and,

smooth working relationships within the office.

It is the use of sound procedures that makes these things possible. It does no good if
procedures are proclaimed but not implemented. A well-managed office will have an office
policies and procedures manual that governs the day-to-day practice of law and the related
support operations.
Before accepting a new client, the firm must perform a thorough conflict check to ensure that
there is no conflict of interest created by accepting the new client matter. If a conflict is
discovered, the firm must either decline to accept the new client, or obtain the consent of the
both the old and the new client to waive the conflict. Conflict checks are usually done with
computers, so it is imperative that client names be entered accurately and in various formats
so that no conflict is missed.
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A law office docket is the firms calendar of deadlines and important events. Of greatest
concern are the deadlines established by statute, court rules, and court orders. The most
critical is the statute of limitations, since it can be exceedingly difficult to obtain court
approval to file a belated lawsuit. The docket should also track deadlines for discovery, dates
of depositions and court appearances, dates for closing escrow, etc. The docket also operates
as a tickler system, to alert attorneys and paralegals of an approaching deadline. Law offices
typically maintain at least six types of files, including client files, billing records, personnel
records, and correspondence unrelated to specific client matters. A file is opened for each
new client matter. The same client may have multiple client matters, and a separate file is
kept for each.
There are two basic systems for organizing client files: alphabetical and numerical. The
alphabetical system is well-suited to a sole practitioner and other small law offices. However,
many larger firms find it more useful to assign a unique number to each client matter and
maintain the files in numerical order. The advantage of a numerical system is that it can be
set up to reveal additional information about each client matter: the date the file was opened;
the responsible attorney; the nature of the legal matter; etc. It is very common for the client
and other law offices to request copies of materials in a clients file. Law offices should have
a strict policy about the release of client materialseven to the client, herself. Most firms
require that an attorneys approval be obtained to release any client materials.
This is intended to prevent the improper disclosure of documents or information to outside
parties. For example, a client may unintentionally, and unwittingly, waive the attorney-client
privilege by showing a document to someone else. Some firms give legal secretaries or
paralegals standing authority to release certain categories on non-sensitive documents (e.g.,
pleadings which have been filed with a court). Eventually, most client files become inactive.
It makes no sense to consume large amounts of office space with file cabinets or boxes of
inactive files.
The solution is to close any file that has been inactive for a defined period of time and is not
expected to become active again within the coming year. Closed files are usually stored in a
different location where they are secure and protected by automatic sprinklers. Eventually,
the firm may offer to deliver the file to the clients possession, with notice that the file will be
destroyed if the client declines to accept it. Files are destroyed by shredding. Companies
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which specialize in the storage and destruction of confidential files will provide written
certification of their destruction. When legal assistants use any mode of external
communications (e.g., telephone, e-mail, facsimile or commercial delivery services) three
considerations must be kept in mind:

confidentiality and security;

clarity of the communication; and,

Professional tone of the communication.

LOCATION & LAYOUT

Location of law office depends on various factors like availability of premises in the vicinity
of the court, cost to be incurred for the office premises, convenience of Advocate and clients.
It is always an added advantage to have a law office in the vicinity of the court premises or in
a place like heart of the city where the people could have convenient and easy access.
Location of the office in a peaceful atmosphere is a requisite of an office. The layout of office
covers the areas like:

Chamber of Advocate

Arrangement of furniture, and

Accommodation for clients staffs and clients.

A separate chamber to the Advocate is a requirement, which has to provide comfortable

sitting arrangements for an Advocate. This provides for a seclusion wherein the clients and
Advocate could have confidential communications and unnecessary interference could be
avoided. Arrangement of the furniture must be made in such a way that it makes the office
tidy and fits into the space of the office in such a manner that requirement of all is met with.
Accommodation for the staff and clients is very important. Seating arrangements for the
clients and staff have to be provided. Junior Advocates or assistant must be accommodated in
such a way that the Advocate could easily direct them to do any work. An Advocate cannot
attend all the clients at a time and clients may have to wait for him. Hence, providing a
waiting room with proper furniture, newspapers and magazines is a requirement. Even on
access to television could also be provided.

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MEETING AND COMMUNICATIONS WITH CLIENTS

The meeting and interaction must be carried in a closed chamber so that confidentiality could
be maintained and such an atmosphere is necessary to make a client feel so comfortable that
he could communicate material facts upon which Advocates appraisal and further course of
action begins. Communication with the client requires telephone facility, which would assist
the client in avoiding unnecessary visits to the office. The use of e-mail could also be made
for the purpose of communication. The timing of office should also depend on the
convenience of the Advocate and clients. The office should be accessible at the hours in
which clients could conveniently contact. Generally during evening, from 7 pm to 10pm. The
Advocates working nature also determines the timing of the office. Effective communication
requires proper maintenance of diary and registers keeping a track of the proceedings of cases
so that client could be informed in advance as to the postings of the case, and steps to be
taken by him etc.
Today's legal market is a buyers' market, so clients exercise greater demands than ever upon
their lawyers. Even so, a lawyer must institute procedures that control the client, rather than
allowing the client to control the lawyer. Allowing the client to arbitrarily control workloads
and timelines removes any possibility of time management. At the initial conference, the
lawyer should clarify the client's expectations on such matters as the review of documents
and/or fax transmissions. The latter has become a very abused area, because faxes imply that
immediate attention is required. While prompt attention to a client's needs is good client
management, hasty reactions will not deliver the quality of service that the client deserves.
Worse, such haste will expose the lawyer to the possibility of errors. A cursory review harms
the client and creates potential mistakes. Adequate time for review, reflection, and exercise of
professional judgment is essential to good practice management.
Another client management area involves the use of the telephone. Advise clients of the
firm's policy regarding returning telephone calls at the initial conference. The policy should
promote a timely return of non-urgent calls within 24 hours. When taking a phone message,
office staff should request the best time for the lawyer to return the call. This approach
conveys recognition of the importance of the client's call, but also emphasizes the inability of
the lawyer to be available for all calls.
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If possible, plan to return calls at times when the length of the call can be controlled. Even
when the client is billed on an hourly basis, unnecessarily lengthy calls can adversely impact
the lawyer's ability to perform other work. The best times to call? Just before lunch and at the
end of the business day. In both cases, the client will be motivated to limit the call to
essentials. Ensure that the firm fee agreement or letter of engagement indicates that the client
will be billed for all time, including telephone calls. Billing for all calls, preferably with a fair
minimum charge for every call, will assure that telephone calls are managed by both the
client and the lawyer.
Often, a telephone call does not require the personal involvement of the attorney. If
appropriate, delegate telephone calls to legal assistants or others in the office, if that
delegation helps you manage your time and also benefits the client. Naturally, do not put the
legal assistant in the role of having to deflect requests for legal advice.
Often, clients will "drop in" for a meeting with their lawyer. Certainly all clients should feel
welcome in the firm's office, but clients must understand that appointments will help ensure
that the lawyer is available for a meeting with the client. Discourage drop ins and encourage
appointments, even if the appointment request is on relatively short notice. In general, meet
with drop ins only if it is a bona fide emergency, which makes the setting of an appointment
impossible, or if the meeting will assist the lawyer in some pressing matter for that client.
Establish an office procedure that will allow all appointments to be scheduled relatively
promptly (ideally within a week), unless it is an emergency. Such prompt response may
eliminate the drop in problem.
Much of the stress that affects lawyers can be attributed to troublesome clients. It is good
management to assess current clients and determine if any should be "fired." At minimum,
this assessment should determine whether to deny any client future representation. If "red
flags" pop up when meeting with a prospective client, trust your gut reactions and send the
person to another attorney with whom a better professional representation might be possible.
In every case, listen to your inner signals--if it doesn't feel right, it probably isn't.

Set reasonable expectations

Manage the telephone

Discourage drop ins

Fire troublesome clients

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MANAGEMENT OF CASES
Unfortunately, the work flow in the practice of law is uneven. For example, in a litigation
practice, there are times of intense activity and periods of relative calm. Planning will assist
the management of resources so that peak, "crunch" periods can be met without undue
frustrations. Lulls or lesser periods of activity can be used to accomplish some of the tasks
necessary to meet critical future deadlines. General project management approaches,
including use of "at a glance" wall calendars with critical dates and blocks of time, will assist
in the visualization of "crunch" periods. While not specifically designed for law practice,
generic project management software can help plan for allocation of resources. Minimizing
the peaks and valleys of the work flow removes stress for the entire law office staff.
Use of legal specific case management software will help lawyers maintain greater caseloads
with less effort and staff assistance by providing convenient monitoring of the status of every
case. This broad category of software usually includes components for controlling calendars,
deadlines, tracking the names of involved parties and counsel, and uniform generation of
correspondence and documents. For practices with high volumes or a few limited areas of
practice, this type of software merits review and consideration. Recent U.S. job growth
projections indicate that generalists in any occupation are declining. The general practice
requires special skills to survive and prosper. Identify the characteristics that make the
general practice attractive to your firm and your clients, and then market them.

Use project management

Use case management

Sell the general practice

An Advocate throughout his career has to deal with cases and keeping a proper track of the
proceedings of every case from the part of case management. It is very vital since an
Advocate has to deal with multiple cases and there will be lot of scope for confusion if proper
management is not made. From the date of filing of a case, keeping a record of the
proceedings in a register, which could maintained based upon the nature of the case and in an
alphabetical order, have to be maintained and entries have to be made every day. A junior
counsel could be assigned the work of maintaining the register under the supervision of the
Advocate. It is also necessary to make entries of postings of every case in the Advocates
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diary. The maintenance of documents is an important aspect of case management. The

maintenance of safety and confidentiality of the documents is a duty cast upon the Advocate
and its proper management enhances the trust of a client in the Advocate. Thus, proper
arrangements for almera with locking facility for storing them are inevitable. A cabin for
placing files of the cases is also a must for the office in order to prevent unnecessary search
for the case files. A cabin or ward robe with 31 pigeon holes or blocks has to be maintained
so that case files could be placed as per the dates. It is a common most device used by every
Advocate. The above aspects are maintenance of records and entries of a case file. Along
with the above aspects case management also involves proper appraisal of the case, study and
research of appropriate provisions of laws and case laws for which an Advocate could create
his image and set standards for. Timely action in consultation with the client at every stage of
the proceedings is a must.

MANAGEMENT OF REGISTERS & DOCUMENTS

Another important aspect of law office management is maintenance of registers and ensuring
the safety of documents. Followings are the important which have to be maintained:

Case Register

Attendance Register

Legal Notices Register

Stock Register of Library Books

Stock Register of furniture

Case Diary

Accounts Book

Receipt Book

The maintenance of these registers can also be made through the computer programming. The
management of the documents has an important role in office management. In law office
each case shall have separate file and such file should be in a position to explain whole
matters relating to such case, like, title of the case, parties to the suit, status and information
about suit and proceedings (both previous and present), etc. such file shall also contain all
necessary documents relating to the case, like plaint, written statement, notice, replay to such
notice, I As, etc.
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MANAGEMENT OF CASE DIARY

An Advocates diary is the schedule manager of an Advocates work. A case diary keeps the
entries of postings of cases based upon the calendar. This assists the Advocate in preparing
for the net days work. A standard form case diaries are generally provided by the Bar
councils to Advocates on its roll.

MANAGEMENT OF LIBRARY
Every Advocate is in need of a good library of his own. The library of an Advocate should
contain both local and national acts reference books; law reports and books related to social
sciences. These books will be helpful to the Advocate in knowing the law and precedents.
The law reports enable him to know the decisions of both Supreme Court and High Court on
different cases of both civil and criminal matters. Maintenance of library is a must for any
Advocate. So, he must have the knowledge of scientific way of maintaining a library. The
general procedure of maintaining a library is the same to all the libraries. The library should
be maintained basing on subject classification. An Advocate should maintain a catalogue
register of library books with call numbers. He should allot some pages for each category of
books. At the beginning of the register he should prepare an index of subjects.
Following are the important books, which an Advocate requires for his practice: Reference
Books The reference books are necessary for the knowledge of statutory laws. General and
specific dictionaries, encyclopaedias, yearbooks, directories and bibliographic dictionary are
some of the reference materials that are constantly useful for Advocates. When an Advocate
finds a dictionary of legal terms and phrases, he should place it in his library among the
reference books. Acts and Statutes He should keep all the important Acts of Central
Government and State Government along with the relevant rules. He should make them up to
date by including the amendments when and where they are made. By keeping all the
relevant Acts in his library, he can save his time and at the same time he can refer them
immediately without going to any place.
Periodicals and Law Journals Articles in law journals are important and indispensable sources
of information for an Advocate. The law reports enable him to have the knowledge of the
judicial decisions and views of the courts on different issues relating to different laws. The
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Journal of Indian Law Institute, Indian Journal of International Law, Academy Law Review,
the Administrator, Civil and Military Law Journal, Criminal Law Journal, Labour Law
Journal is some of the Journals that an Advocate should contribute. Index to Legal periodical
and index to Foreign Legal periodicals are very useful to find the relevant articles useful for
his cases and locate the name of the journal, volume and number in which that has been
published. Generally all current legislative material such as Bills, Acts, Rules, Notifications,
etc., is published in the Gazettes of India and the States. These are very much required to
bring the Acts up-to-date. The All India Reporter (AIR) is one of the reputed legal
periodicals. The publishers of All India Reporter have published AIR manuals in multiple
volumes. The volumes containing Central and State legislative material should find place in
the library of an Advocate. The Supreme Court Reports (Since 1950), The Federal Court
Reports (1939-1950) published the cases decided by them. Private publications like All India
Reporter, Supreme Court Journal, Supreme Court Cases and some other publications report
the case decisions of the Supreme Court and High Courts.
The library can have the literary periodicals of regional languages for the refreshment of
clients who have to wait for the Advocates counseling. Some local newspapers should also
find place in the library for the use of clients. Thus the library should be arranged sectionwise by keeping all the reference books at one place and the books according to the catalogue
numbers. The journals and law reports should be arranged year-wise. The criteria for the
maintenance and management of good library are that any book or journal be traced easily
within short.

MANAGEMENT OF THE STAFF

Staff in a law office of an Advocate consists of clerk(s), an assistant, typist or computer
operator or stenographer and junior Advocates. The work has to be allotted to fellow
Advocates on the basis of their abilities, experience, and their working style. In practice each
junior/fellow Advocate shall be allotted a court where every day he has to attend cases and
other assigned works like filing of cases, applications etc. The Advocate should constantly
supervise and monitor the junior Advocates and other staffs work and give them directions
as and when required.

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MANAGEMENT OF ACCOUNTS
An Advocate should keep accounts of the clients money entrusted to him and the accounts
should show the amounts received from the client or on his behalf, the expenses incurred for
him and the debits made on account of fees with respective dates and all other necessary
particulars. Where money are received from or on account of a client, the entries in the
accounts should contain a reference as to whether amount have been received for fees or
expenses, and during the course of proceedings no Advocate, shall, except with the consent in
writing of the client concerned, be at liberty to divert any portion of the expenses towards
fees. Where any amount is received or given to him on behalf of his client the fact of such
receipt must be intimated to the client as early as possible. After the termination of the
proceedings the Advocate shall be at liberty to appropriate towards the settled fees due to him
from any sum remaining unexpended out of the amount paid or sent to him for expenses or
any amount that has come into the hands in that proceeding.

UTILIZATION OF MODERN EQUIPMENT LIKE

COMPUTER, AND COMMUNICATION METHODS
INTERNET ETC
The practice of law involves the capture of information and its storage, manipulation, and
recall. Computers are ideal for all forms of information management. Shift the burden of such
information management to computers, and remove that stress from the practice.
The lawyer may recognize that the practice can be improved by changes such as integrating
new technology into the office, adopting new processes or procedures, or mastering new law.
Unfortunately, even with that recognition, the lawyer may feel constrained by what I call the
"time treadmill." Lawyers on the time treadmill feel that the press of meeting current practice
needs restricts the possibility of stopping that work to adopt changes. The firm must commit
to providing the time and support for lawyers attempting to bring change into their
professional lives. In the case of technology, another lawyer might take on additional
caseload responsibilities for a day or two while the lawyer receives training in new
technology. Without that level of commitment, the lawyer will never be able to get off the
time treadmill.
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Use technology to become your "memory" in docketing and calendar control so that work
flow remains even and critical deadlines are met.
Similarly, effective billing procedures can be supported by technology. Use technology to bill
in a timely fashion, rebill as needed, and provide the information that assists the firm in
management decisions. It does not enhance quality of life to be unpaid for hard work.
Voluntary work is to be commended, and is essential to the effective delivery of legal
services to those who otherwise could not afford them. However, refuse to get involved in
"involuntary pro bono."
Use technology to capture and preserve the firm's most valuable asset--the existing work
product. This technology should include document management software so that the
preserved work product will be retrievable. Technology allows the firm or lawyer to track
important client information and offer "personalized" service without additional strain and
effort.
Technology can also preserve the firm's culture. Memory fades, so using computers to keep
track of institutional memory can be helpful. A computerized firm manual will preserve
decisions about the functioning of the firm, avoiding "ad hoc" inequities. In addition, this
technology can capture important dates such as birthdays.
Consistent, quality work product will ensure happy clients, and will remove stress for the
lawyer. Document assembly programs for the repetitious work of the firm aids in quality
control. In all cases, review the firm's technology to evaluate if it allows the firm to deliver
services better, faster, and cheaper.

Break the time treadmill

Use computers for information management

Use technology to bill effectively

Generally, Computers assist the law practitioners by timing, and costing interviews with
clients, besides storage of the case records. Internet facility brought the whole knowledge of
the world into a laptop computer. Information Technology has developed a lot and e-mail
facility helps the Advocates in communication. An Advocate can get information through
websites and he can also refer national and international statutes, agreements, and details of
case laws relating to a particular issue through different websites. With the help of the printer,
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Advocates can get the printed copy of the documents needed within no time. The computer
plays the role of typewriter. Now-a-days use of computer is a must to any legal practitioner.
The compact discs (CDs) and VCDs are available to know the statutory laws and precedents.
With the installation of the computer, an Advocate can work in his office room, which is
sufficient to keep a drawer, an Almery and a chair.
The information given by his client can be stored in his computer. He can find the model
pleadings and fill them and get print copies to file in the court. Telephone is a must in Low
Office. The clients often ring up the office to get appointment of the Advocate and to get
information about his case. Advocates can use telephone to give information to their clients
and receive information from them to speed up the professional work. The telephone saves
the time, money and physical strain of the Advocate. For quick communication telephone
proves very useful. It is suggestible that in each office they should own a Xerox machine;
there shall be other modern facilities like, Fax, advanced telecom system etc. J. Stationery
The law office of an Advocate should consist of stationery articles required for office use
such as white paper, wrapper paper, pens, pencils, pins, tags, pinning machine, twine, gum,
envelops, cards, money order forms, postal acknowledge forms, cards, telegraph forms,
postal stamps, pads, case filing documents, different printed forms, which are to be filed in
courts. All these should be kept in stock and one should not go elsewhere in search of these
needed office articles.

MANAGING THE FIRM

As much as lawyers hate the concept, strategic planning allows the lawyer or the firm to plan
for the future. Make sure that expectations are reasonable; no matter how well intended, if
they are unreasonable, expectations will not be met.
Does the firm have a mission statement? It should be a short (less than one page) written
statement that defines what the firm wants to be. Every law firm should craft a mission
statement. This process will help the firm focus on what is important.
Target an acceptable number of "billable hours" for the firm that can be reached without loss
of the joys of life. It is probably foolish, dangerous, or dishonest to assume that lawyers will
work in excess of 2,000 billable hours per year--the equivalent of billing fifty 40-hour weeks
and taking two weeks a year as vacation.
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If the strategic plan does not allow for a reasonable number of billable hours, consider
alternative methods of billing or value billing to see if goals can be accomplished with less
hours. Time is only one ethical measurement of the value of the service provided to a client.
It is fair to factor in the firm's unique skills, knowledge of the law, and experience when
setting a fee. If an alternative billing method is adopted, make sure that firm representation
agreements are modified to reflect the billing arrangement.
How does the firm administer the office? If you have more than five people in the office,
hiring an office manager or an administrator might make sense. What is your time worth? Do
you like to perform administrative tasks? What is the value of your time if applied to client
work instead?
Delegation is an effective law office management technique that reduces stress and enhances
the quality of life for everyone. Not all legal work must be performed by an attorney, so
spread around the workload. It is a difficult skill to master, because most lawyers have been
schooled that he or she is indispensable to every aspect of the process, but this is just not true.
Learn to delegate and strive to be effective at it.

Create a mission statement

Evaluate billing expectations

Consider administrative assistance

Delegate, delegate, delegate

MY PRESENT OFFICE
As a of part of Practical Training III, every student is supposed to visit an Advocates office,
who has put up practice at least for 10 years to observe and understand the nature of the pretrial preparations made by the Advocate, art of client interviewing and also the various
aspects of office management. For the last one year I had the privilege of visiting the office of
MR. ABDUL MUHIB MAZUMDAR, SENIOR ADVOCATE, GUWAHATI HIGH
COURT. His office is one of the well- furnished, well organized, and well equipped. The
office layout is divided into two portions:
A. Chamber of the Advocate and
B. Waiting room for the clients
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The chamber of the Advocate is a closed chamber with proper sitting arrangement for the
Advocate and clients. It is also air-conditioned. A portion of it is also accommodated for the
computer and the stenographer. The chamber also has wardrobe for the placing case files,
documents, registers and ledgers and stationeries. The waiting room is spacious and has
sufficient sitting arrangements for the clients, junior Advocates and students. A Library is
also maintained in the sitting room. The Advocate has maintained one of the best Libraries
with thousands of books covering various subjects and branches of law. He also subscribes
the reporters like The All India Reporter (AIR), Supreme Court cases and reports of the past
years have also been maintained. There is a junior Advocates taking apprenticeship under the
guidance of the Advocate. A stenographer cum typist is also engaged. The Advocate allocates
the work to the junior on the basis of their abilities, experience, and their working style. The
following registers are maintained and regular entries are made:

Case Register

Legal Notices Register

Stock Register of Library Books

Case Diary

Accounts Book

My Advocates office is one of the well-established and a popular office and its been my
pleasure to visit the as student trainee.

MY DREAM OFFICE
I would like to set up an office, which is an ideal and unique one in all respects. It shall be
laid out and managed as per principles and requirements discussed above. A place of work is
considered also place of worship .I would like my office as holy and as divine as a place of
worship. My dream office will have following aspects:
RECEPTION:

Reception is the place where the outside persons are received

and appointments are given.

WAITING ROOM:

It shall consist proper furniture and the clients should feel

comfortable and newspapers, magazines of all kinds should be
available along with the Television.
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LIBRARY:

A library is the core part of the law office. It shall be the best
available in the place not only in respect of the number of
books on varied subjects but also in maintenance and up
gradation.

DOCUMENTS SECTION: The documents, which are pending in the court, are present
documents; it shall be arranged in date wise in racks as it is
pending. The same information shall be stored in the computer
also.
COUNSELING ROOM:

The counseling hall shall be the best one and a closed chamber
so that the confidentiality of the discussion could be
maintained. The client should really feel at ease and
comfortable.

REST ROOM:

It is exclusively for Advocates, in my dream office those who

feel tired should be given rest, for that purpose, there will be
rest room.

FELLOW ADVOCATES-CABIN: There will be separate cabins for fellow and junior
Advocates, each will be connected by intercom phones,
and however, each will be liberal to do the assigned
work. If the personnel are computer literate, they will be
provided a computer or laptop.
COMPUTER HALL:

In my dream office, there will be a separate room which will be

left for accommodating the computers. It shall consist, internet
facility, Tele conference facility, etc. Each personnel of the
office will have access to that computers and communication
with clients could be made on line. Conclusion The legal
profession being one of the challenging professions requires
unflinching devotion and dedication along with discipline and
systematic working. The management of his office where he
has to carry on his major chunk of the work especially the
research, pre-trial preparations and meetings with clients
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assumes vitality and needs attention. The office of an Advocate

is part of his professional personality and the clients form their
opinion as to an Advocate not merely on Advocates ability but
also on the management of his office. Thus, an Advocate has to
apply his mind in the management and this report being an
attempt to understand the vistas of office management helps in
creating a mental make-up in a student of law as to his office of
the future.

BEYOND THE OFFICE: TAKE CARE OF YOURSELF

Work when you are at your best. Some people are "morning" people; others are "evening"
people. Everyone has an inherent circadian rhythm, which dictates the body clock responses.
Plan to complete critical work during your best time of day. Arrange appointments and
important tasks for your peak productivity periods. Relegate routine or ordinary tasks to your
"low" periods. Remember that the most skilful negotiators use every tool at their disposal to
obtain the optimum results.
Professional and intellectual well-being can be enhanced by a consistent program of exercise
and health care. When considering health matters, remember that moderation in all things is
old but solid advice. If your health or life seems out of balance, you have violated this tenet.
Identify and isolate the stresses in your life. It is naive to assume that all stress can be
exorcised, but remember that stress shortens life.
Vacations or breaks in work help mental health. Budget for everyone to step back from the
firm for rest and relaxation. Identify two critical personal goals for each year and commit to
accomplishing at least one every year.
Exercise can be therapeutic. Exercise regularly at a reasonable and moderate level. Usually,
the greatest success will come from exercise programs that become a habit. In addition,
choose exercise that you enjoy. For example, if you hate racquetball, it is unlikely to become
a habit. Do not allow your strategic planning to be limited to professional goals. Use strategic
planning for personal goals as well.
Finally, remember the adage, "You didn't create the world and you're not running it." As
much as we would like to assume that the world will bend to our needs and direction, it does
not, and it will not.

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BIBLIOGRAPHY
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GdKuthCEzeymw
3. WILLIAM M. SULLIVAN, ET AL., CARNEGIE FOUND. FOR THE
ADVANCEMENT OF TEACHING, EDUCATING LAWYERS: PREPARATION
FOR THE PROFESSION OF LAW (2007)
4. Debra Moss Curtis, Teaching Law Office Management: Why Law Students Need to
Know the Business of Being Lawyers, 71 ALB. L. REV. 201, 204 (2008).
5. James E. Moliterno, An Analysis of Ethics Teaching in Law Schools: Replacing Lost
Benefits of the Apprentice System in the Academic Atmosphere, 60 U CIN. L. REV.
83 (1991).

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