Court clerks,court administrators,and judges: Conflict in managing the courts |
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| Institution: | 2. Department of Medicine and Institute of Health Policy, Management and Evaluation, University of Toronto, Toronto, Ontario, Canada;3. Division of General Internal Medicine and Women''s Health Program, University Health Network, Toronto, Ontario, Canada;4. Institute for Clinical Evaluative Sciences, Toronto, Ontario, Canada;6. Department of Medicine (Neurology), University of Toronto, Toronto, Ontario, Canada;1. Area de Estadística e Investigación Operativa, Universidad Rey Juan Carlos, Móstoles, Madrid, Spain;2. Operations, Information and Decisions Department, The Wharton School, University of Pennsylvania, Philadelphia, PA, USA;3. Departamento de Ingeniería Industrial, Universidad de Chile, Instituto Sistemas Complejos de Ingenieria, Santiago, Chile |
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| Abstract: | This article presents the results of a survey conducted in conjunction with the National Association for Court Administration (NACA), the National Association of Trial Court Administrators (NATCA), and the National Center for State Courts. A questionnaire designed to gauge role perceptions of court managers was sent to 410 NACA members and 321 NATCA members. One of the key elements of the survey is the issue of conflict — specifically, the types and sources of conflict encountered by court managers in the performance of their jobs. Over half (55.7 percent) of those surveyed responded, and most indicated one or more sources of conflict in managing their courts. Much has been written in the court administration literature about conflict, or the potential for conflict, in conducting court business. The results of this survey provide empirical evidence on the conflicts most frequently encountered in court management, including case-flow management problems, personnel matters, financial issues, policy and planning issues, and communication problems. |
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