THE EXERCISE OF MANAGERIAL AUTHORITY, COMMUNICATION, SETTING OF ORGANIZATIONAL GOALS, STRUCTURE OF THE ORGANIZATION, BUDGET, COST OF SERVICES, SPAN OF CONTROL, AND JOB DESCRIPTIONS DID NOT CHANGE AS A RESULT OF THE IMPLEMENTATION OF THE CIS. HOWEVER, WORK FLOW AND THE PROCESSING OF CASES WAS ACCELERATED AND MADE MORE CONSISTENT. WHILE SPEED AND CONSISTENCY DO NOT NECESSARILY IMPLY GOOD SERVICES (SERVICES CAN BE CONSISTENTLY QUICK AND POOR), THE PROCESSING OF CASES WAS MADE MORE EQUITABLE AND BROUGHT WITHIN THE PARAMETERS OF THE LAW. SPECIAL MARKERS PLACED ON DAILY MANAGEMENT REPORTS SERVED AS REMINDERS EACH MORNING THAT HEARINGS NEED TO BE HELD BY A CERTAIN TIME OR THE LAW WOULD BE VIOLATED. WHILE IMPLEMENTATION OF THE CIS RESULTED IN GREATER EFFICIENCY AND DID NOT THREATEN COURT MANAGEMENT OR POLICIES, IT ALSO DID NOT ALTER THE SUBSTANTIVE OUTCOMES OF THE JUDICIAL SYSTEM. IMPROVED EFFICIENCY HELPED TO PROCESS CASES MORE RAPIDLY AND CONSISTENTLY BUT DID NOT RESULT IN DIFFERENT USES OF INTAKE, DIFFERENT DISPOSITIONS OR MORE RIGOROUS EVALUATIONS OF COURT EFFECTIVENESS. THE FULL USE OF CIS WOULD IMPROVE EFFICIENCY AND ADDRESS BASIC ISSUES OF EFFECTIVE COURT PERFORMANCE. THE COMPUTER SYSTEM COULD EASILY BE USED TO ASSESS THE EFFECTIVENESS OF PREVENTION EFFORTS, DIVERSION PROGRAMS, TYPES OF PROBATION, REDUCED DETENTION, AND DIFFERENT USES OF DISPOSITION ON LEVELS OF DELINQUENCY, RECIDIVISM AND PUBLIC SATISFACTION WITH THE SYSTEM. IN THIS FASHION THE INFORMATION SYSTEM BECOMES BOTH AN ADMINISTRATIVE AND DECISIONMAKING TOOL FULLY UTILIZED TO ACHIEVE JUSTICE SYSTEM GOALS. (AUTHOR ABSTRACT)