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2014 AOC Review > Review/Need to study!! > Flashcards

Review/Need to study!! Flashcards

1
Q

State v Reid

A

adding a case number to all subpoenas before issuing

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2
Q

State v Jolicoeur

A

Can not refuse a public defender or right to trial if PD fee remains unpaid

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3
Q

State v Pricket

A

Affirms Independence of the judiciary

the preparation of subpoenas

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4
Q

State v Chun

A

Alco test

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5
Q

State v Buczkowski

A

Complaint must be served within 30 days

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6
Q

State v Johnson

A

Right to Bail

R 7:4-1

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7
Q

State v DeBonis

A

indigent defendant is eligible to pay on a TPAY

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8
Q

State v Ruotolo

A

Judicial probable cause needed on warrants

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9
Q

Rodrigues v Rosenblatt

A

Public Defender is available if indigent defendant is facing consequences of magnitude

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10
Q

State v Dangerfield

A

use SC instead of summons or warrant

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11
Q

Calligy v City of Hoboken

A

the municipal court is “separate and Independent”

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12
Q

State v Paserchia

A

State law supersedes local ordinances

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13
Q

State V Perkins

A

Court Admin. can NOT serve a subpoena

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14
Q

Deming Cycle

A

CAPD (not COPD)

Plan- establish goals
DO - assign work
Check - on performance
Act - reinforce success

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15
Q

DCM

Differentiated Case Management

A

The court supervision of case progress that explicitly recognizes that cases vary in requirements to achieve timely and just dispositions
(Different cases have different circumstances)
* identify and schedule by degree of difficulty

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16
Q

Directive 11-07

Bail on illegal immigrants

A

contact prosecutor - they contact ICE
bail criteria is a matter of opinion - back up your opinion
family ties and length in community are NOT factors of FTA

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17
Q

Case Flow

A

The movement of a case from initiation to disposition

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18
Q

Case Management

A

Coordination and creation of court events so that the case move to disposition in a timely process

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19
Q

Case Flow Mgmt

A

The entire set of actions that a court takes to monitor and control the progress of cases, from initiation through disposition and post-disposition work, to ensure that justice is done promptly

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20
Q

Pygmalion effect

A

Pygmalion expectation cycle

- form expectations - communicate expectations - expectations are matched - expectations come true

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21
Q

Team building by Geese

A
  • sense of community
  • lifting powers of others
  • sharing tasks
  • encouragement
  • standing by each other in difficult times
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22
Q

Assignment Judge

A 
approve consolidate cases
approve budget
approve POAA and DWI monies
appeals ADA compliance
assist in hiring, discipline of directors, CA, and Deputy CA
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23
Q

Presiding Judge

A

Judicial arm of the executive branch
participate in-session visits
oversees MC judge

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24
Q 
Municipal court  under 2B
2B:12-1
2B:12-10
2B:12-11
2B:12-21a
2B:12-21c
A 
2B:12-1   established MC
2B:12-10   must have Admin
2B:12-11   Established certification for CA
2B:12-21a   CA can administer oath
2B:12-21c  Conditions of bail
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25
Q

When does the clock NEVER stop

A

TRAF RWAR EWAR HELD RSTR

TRAN - other than 0089

26
Q

When does clock stop

A

DISP TPAY DSUS RSUS CLOS WARR

TRAN to 0089

27
Q

Definition of case law

A

Law that is created by the court not legislation

28
Q

Definition of Directive

A

A requirement (procedural direction) promulgated by Admin Director of the courts

29
Q

7 required posting in the MC

A 
State wide violation bureau schedule
local violation bureau schedule
court seal
welcome to NJ courts
MC of NJ - your day in court
Notice to deaf and hard of hearing
EEO/AA
30
Q

Sequence of court cases

A 
1 adjournments
2 guilty pleas - first appearance
3 pre-trial conferences
4 uncontested motions
5 contested matters with attny
6 non compliant - tpay
7 contested matters W/O attny
8 matters for the record
31
Q

SMART Goals

A

Specific Measurable Agreed upon Realistic Time-framed

32
Q

Team development model

A

Forming
storming
norming
performing

33
Q

5 C’s of team

A 
Collaborating
Coordination
Collegiality
Coaching
Communication
34
Q

ABCDE’s of Self Talk

A 
Adversity
Belief
Consequences
Disputation
Energize
35
Q

PLUS filter to ?

A

Ethical decision Making

Policies
Legal
Universal
Self

36
Q

RAFT

A

Respond
Assign
File
Trash

37
Q

Pareto Principle

A

80% / 20%

38
Q

STAR

A

What SITUATION or TASK
What ACTION taken
What RESULT

39
Q

5 levels of listening

A 
Ignore
Pretending
Selective
Attentive
Empathic

I SPEAK minus K (when I speak you listen how?)

40
Q

4 communication styles

A

Aggressive
Assertive
passive
Passive/Aggressive

41
Q

Management Skills

A

(COPD)
Control - Organize - Plan - Direct

get work done, develop staff, improve self, success

42
Q

Diversity Wheel

A

(COPES with diversity)

Core - Organize - Personal - Experiential - Situational

43
Q

Maslow Theory

A

Maslow (Myself)

Physical - Safety - love/belonging - esteem -
self-actualization

44
Q

Goleman’s Model

A 
Self awareness
Self mgmt.
social awareness
empathy
relationship mgmt
45
Q

Sharpening the SAW

A

Mental - physical - spiritual - social

46
Q

AID

A

Action - Impact - Do

47
Q

Gallop poll

A

Supervisor is key to retention

48
Q

Gap Analysis

A

A gap analysis is a planning technique used to establish a strategy in order to close the gap to future plans

49
Q

Situational Leadership Model

DIRECTING

A

leader proves

  • direction about goals
  • show and tells how
  • tracks performance
  • frequent feedback on results
    focus: orienting, prioritizing, teaching and monitoring
50
Q

Situational Leadership Model

COACHING

A 
Leader:
- explains why
-solicits suggestions
-praises good behavior
-continues to direct to accomplishment
Focus: explaining and clarifying, redirecting, praising, encouraging
51
Q

Situational Leadership Model

SUPPORTING

A

Leader and follower make decisions together
control shifts to follower
leader will facilitate and listen
Focus : asking, listening, collaborating, appreciating, reassuring

52
Q

Situational Leadership Model

DELEGATING

A

Time is precious - cant do all yourself
pitfall is try to do yourself
bosses fail to delegate - takes upfront effort
empowers individuals to act independently w/resources
focus : allowing, trusting, acknowledging, challenging

53
Q

Blue leaders

A

People Oriented
lead democratically, invite contributions, build consensus, encourage personal growth, allow personalization, accommodate individuality, encourage cooperation, promote creativity

54
Q

Orange Leaders

A

Action Oriented
focus on results, decide quickly, bend rules, thrive on stress, detest long meetings, energize followers, negotiate skillfully, delegate paperwork, reward liberally

55
Q

Gold Leaders

A

Process oriented
lead with authority, meet deadlines, remain steadfast, expect follow through, solicit progress reports, discourage free thinking, promote company values, reward commitment, work the plan

56
Q

Green Leaders

A

Product Oriented
focus on future, expect self-motivation, loathe incompetence, appear distant or aloof, identify problems, explore possibilities, stay calm in crisis, multitask effectively, reward expertise

57
Q

Oranges Need

A
  • demonstrate learning through actions
  • teachers who are interesting, active, and playful
  • maneuvering out of learning tasks that are uninteresting
  • avoid long class sessions or sedentary form of learning
  • avoid reading assignments, especially if not practical or relevant
58
Q

Green needs

A
  • focus on high-quality complex results
  • learning that is conceptual or managed efficiently
  • over-viewing systems and process before learn details
  • logical explanations and interpretations of info
  • using analysis and critical thinking
  • being competitive learners
59
Q

Blue needs

A
  • teachers who take time to understand students unique needs, interests and goals
  • being mentored by someone who takes a personal interest in them
  • linking concepts to ideas for developing potential in people
  • metaphors, analogies, and other abstract ways of linking ideas
  • Sensitive and individualized feedback
60
Q

Gold needs

A
  • being structures, routine, and predictable learning environment
  • following conventions, rules, and establish procedures
  • targeting learning on practical, immediate applications, needs, and situations
  • information presented in a step-by-step, sequential format
  • formalized acknowledgment when standards are achieved and learning is completed
61
Q

Expectations of the court

A

Proactive
Professional
Positive

2014 AOC Review (5 decks)

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