The New Jersey Supreme Court was among the first to employ an administrative director charged with assisting in the effective and efficient management of a statewide judicial system. This study focused on what the director's office was doing, how it was organized, and how the organizational structure should change so that the office would be best equipped to perform future functions. This summary highlights the principal observations and recommendations found in the full report. The study was commissioned at a time when both a new chief justice and a new administrative director were taking office. It was designed to illustrate changes that would enable the administrative office to continue in its preeminent position in judicial administration. The project was conducted in three phases--documentation, analysis, and recommendations. A project guidance committee provided direction throughout each phase. Present management and operations were examined and evaluated. Mandates and court policies were reviewed and used to design goals and objectives for change. Among other findings and suggestions, the study recommended that the number of people with specialized areas of responsibility currently reporting to the director be reduced; that six assistant directors be given more responsibility and authority; that planning and budgeting be coordinated; and that assignment judges and trial court administrators participate in the development of Administrative Office goals. Finally, it was recommended that the office establish priorities, manage its resources more efficiently and develop operational goals and objectives to identify and address current and future needs.