LMSW PRACTICE TEST, ASWB PRACTICE
QUESTIONS EXAM GUIDE STEP-BY-STEP PREP TO
PASS ON YOUR FIRST TRY
1. A h factor h that h contributes h to h the h development h of h a h "group-
think" h mentality hwithin ha hpolicy-making hcommittee his
A. apathy.
B. hostility.
C. competition.
D. amicability.: h *D. hamicability.*
Group hthink hsuggests hunquestioning hunanimity hand hlack hof hcritical hthought. hGroups hthat hhave
hachieved ha hhigh hlevel hof hpersonal hconnection htend hto hovervalue hrelationships hand hcan hdiminish
hthe hwork hfunctions hof hthe hgroup.
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h290
,2. A h supervisor h works h with h a h social h worker h whose h learning
h pattern h is h that h of
an h experimental-empathetic h learner. h The h worker h is h intuitive h and
h uses h self h ap- hpraisals hquite hwell. hTo henhance hthe hworker's
hlearning hthe hsupervisor hmight
A. offer h repetitive h experience h with h different h cases.
B. state hconcrete hand hspecific hexpectations.
C. help h the h worker h conceptualize h and h critically h evaluate h the
h issues.
D.make hthe hassociations hbetween htheory hand hpractice.: h*A. hotter hrepetitive
hexperience hwith hditterent hcases.*
The hkey hterm his hexperimental. hThis htype hof hlearner his hprepared hto hlearn hempirically hfrom
hdemonstration-ettect-observa- htion. hLearning hbest hfrom hobservation hand htesting his hquite hcommon
hand hsuggests hthat ha hsupervisor hpermits hsome hlatitude hto hthe hsupervisee hto hallow hthem hto htest
hhypotheses.
3. Because h of h an h unexpected h upsurge h of h migrant h workers h durin
h the h summer
the h director h of h a h small h social h agency h must h cancel h August
h vacations. h He h expects hthat hthe hdecision hwill hbe hmet hwith
hresistance hand hdissent. hTo hengage hstaff heffectively hhe hshould
A. send h a h memorandum h to h the h staff h describing h the h change h and
h the h reason.
B. hold h a h general h staff h meeting h where h the h issue h is h noted h as h an
h item.
C. discuss h the h issue h with h subordinates h and h allow h for h questions,
h alternate h pos- hsibilities hand hobjections.
D. discourage h dissent h within h the h informal h structure h by h asking h th
h supervisors
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h290
,and hinformal hleaders hto hmeet hwith hthe hdirector.: h*C. hdiscuss hthe hissue hwith
hsubordinates hand hallow hfor hquestions, halternate hpossibilities hand hobjections.*
Any hpolicy hthat hattects hpeople's hlives hand his hsimply hdictated hwithout hopportunity hfor hdiscussion his
hlikely hto hstir hopposition. hOpening hthe hissue hfor hdiscussion hcreates hopportunities hfor hchange hand
hprovides hstatt hwith ha hsense hof hparticipation. hEven hif hthe houtcome his hthe hsame, hstatt hwill hfeel hthey
hhad han hopportunity hto hrepresent htheir hinterests hand hto hotter halternatives.
4. On h several h occasions h a h social h worker h observes h that h a h co-worke
h in h the h agency
seems hto hbe hunder hthe hinfluence hof heither hdrugs hor halcohol. hOn
hone hoccasion hthe h worker h smelled h alcohol. h The h co-worker h is
h seeing h clients. h The h social h worker hshould
A. talk h to h the h administrator.
B. first h speak h to h the h colleague h about h obtaining h assistance.
C. first h speak h to h the h supervisor.
D. do h nothing h in h anticipation h that h the h worker's h problems h will
h be h observed h by hthe hadministrator.: h*B. hfirst hspeak hto hthe hcolleague habout
hobtaining hassistance.*
The hnew hNASW hCode hof hEthics hsuggests hthat hworkers hfirst htry hand hcorrect hproblems hwith hthe
hcolleague hbefore hdiscussing hproblems hwith hmanagement. hThe hworker, hhowever, hwould hnot hattempt ha
hdirect hdiscussion hif hhe hor hshe hfelt hthreatened hor hbelieved hthe hworker hmight hretaliate.
5. A h board h function h that h is h inappropriate, h except h in h rare
h instances h is
A. fund-raising.
B. policy hformulation.
C. monitoring h day h to h day h activities.
D. establishing h new h organizational h goals.: h *C. hmonitoring hday hto hday hactivitie
Board hfunctions hcan hvary hbut hit his hhighly hunusual hfor ha hBoard hto hintrude hon hthe hdomains hof
hthe hexecutive hdirector. hDay-to-day hprogram hoperations hare ha hclear hboundary hthat hBoards
hshould hobserve. hThe hcreation hof hboard hpolicy hdirections, hplanning, hfund-raising, hand hfuture
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h290
, hdirections hare hclearly hwithin hthe hparameters hof hBoard hresponsibility.
6. The hFamily hCourt hrefers hMr. hand hMrs. hWilliams hto ha hcommunity
hservice hagency.
During hthe hinitial hinterviews hthey hare hangry, hhave hpoor hreality
htesting, hand hhave h difficulty h restraining h themselves h from h acting
h out. h Their h projections h are
4 h/
h290
QUESTIONS EXAM GUIDE STEP-BY-STEP PREP TO
PASS ON YOUR FIRST TRY
1. A h factor h that h contributes h to h the h development h of h a h "group-
think" h mentality hwithin ha hpolicy-making hcommittee his
A. apathy.
B. hostility.
C. competition.
D. amicability.: h *D. hamicability.*
Group hthink hsuggests hunquestioning hunanimity hand hlack hof hcritical hthought. hGroups hthat hhave
hachieved ha hhigh hlevel hof hpersonal hconnection htend hto hovervalue hrelationships hand hcan hdiminish
hthe hwork hfunctions hof hthe hgroup.
1 h/
h290
,2. A h supervisor h works h with h a h social h worker h whose h learning
h pattern h is h that h of
an h experimental-empathetic h learner. h The h worker h is h intuitive h and
h uses h self h ap- hpraisals hquite hwell. hTo henhance hthe hworker's
hlearning hthe hsupervisor hmight
A. offer h repetitive h experience h with h different h cases.
B. state hconcrete hand hspecific hexpectations.
C. help h the h worker h conceptualize h and h critically h evaluate h the
h issues.
D.make hthe hassociations hbetween htheory hand hpractice.: h*A. hotter hrepetitive
hexperience hwith hditterent hcases.*
The hkey hterm his hexperimental. hThis htype hof hlearner his hprepared hto hlearn hempirically hfrom
hdemonstration-ettect-observa- htion. hLearning hbest hfrom hobservation hand htesting his hquite hcommon
hand hsuggests hthat ha hsupervisor hpermits hsome hlatitude hto hthe hsupervisee hto hallow hthem hto htest
hhypotheses.
3. Because h of h an h unexpected h upsurge h of h migrant h workers h durin
h the h summer
the h director h of h a h small h social h agency h must h cancel h August
h vacations. h He h expects hthat hthe hdecision hwill hbe hmet hwith
hresistance hand hdissent. hTo hengage hstaff heffectively hhe hshould
A. send h a h memorandum h to h the h staff h describing h the h change h and
h the h reason.
B. hold h a h general h staff h meeting h where h the h issue h is h noted h as h an
h item.
C. discuss h the h issue h with h subordinates h and h allow h for h questions,
h alternate h pos- hsibilities hand hobjections.
D. discourage h dissent h within h the h informal h structure h by h asking h th
h supervisors
2 h/
h290
,and hinformal hleaders hto hmeet hwith hthe hdirector.: h*C. hdiscuss hthe hissue hwith
hsubordinates hand hallow hfor hquestions, halternate hpossibilities hand hobjections.*
Any hpolicy hthat hattects hpeople's hlives hand his hsimply hdictated hwithout hopportunity hfor hdiscussion his
hlikely hto hstir hopposition. hOpening hthe hissue hfor hdiscussion hcreates hopportunities hfor hchange hand
hprovides hstatt hwith ha hsense hof hparticipation. hEven hif hthe houtcome his hthe hsame, hstatt hwill hfeel hthey
hhad han hopportunity hto hrepresent htheir hinterests hand hto hotter halternatives.
4. On h several h occasions h a h social h worker h observes h that h a h co-worke
h in h the h agency
seems hto hbe hunder hthe hinfluence hof heither hdrugs hor halcohol. hOn
hone hoccasion hthe h worker h smelled h alcohol. h The h co-worker h is
h seeing h clients. h The h social h worker hshould
A. talk h to h the h administrator.
B. first h speak h to h the h colleague h about h obtaining h assistance.
C. first h speak h to h the h supervisor.
D. do h nothing h in h anticipation h that h the h worker's h problems h will
h be h observed h by hthe hadministrator.: h*B. hfirst hspeak hto hthe hcolleague habout
hobtaining hassistance.*
The hnew hNASW hCode hof hEthics hsuggests hthat hworkers hfirst htry hand hcorrect hproblems hwith hthe
hcolleague hbefore hdiscussing hproblems hwith hmanagement. hThe hworker, hhowever, hwould hnot hattempt ha
hdirect hdiscussion hif hhe hor hshe hfelt hthreatened hor hbelieved hthe hworker hmight hretaliate.
5. A h board h function h that h is h inappropriate, h except h in h rare
h instances h is
A. fund-raising.
B. policy hformulation.
C. monitoring h day h to h day h activities.
D. establishing h new h organizational h goals.: h *C. hmonitoring hday hto hday hactivitie
Board hfunctions hcan hvary hbut hit his hhighly hunusual hfor ha hBoard hto hintrude hon hthe hdomains hof
hthe hexecutive hdirector. hDay-to-day hprogram hoperations hare ha hclear hboundary hthat hBoards
hshould hobserve. hThe hcreation hof hboard hpolicy hdirections, hplanning, hfund-raising, hand hfuture
3 h/
h290
, hdirections hare hclearly hwithin hthe hparameters hof hBoard hresponsibility.
6. The hFamily hCourt hrefers hMr. hand hMrs. hWilliams hto ha hcommunity
hservice hagency.
During hthe hinitial hinterviews hthey hare hangry, hhave hpoor hreality
htesting, hand hhave h difficulty h restraining h themselves h from h acting
h out. h Their h projections h are
4 h/
h290
