3X0-103 benefits - Linux Networking (Level 1) Updated: 2023
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Exam Code: 3X0-103 Linux Networking (Level 1) benefits November 2023 by Killexams.com team|
|Linux Networking (Level 1)|
Sair Networking benefits
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Linux Networking (Level 1)
Which of the following is FALSE about IMAP?
A. IMAP manipulates the mail on the server without creating a local mailbox.
B. IMAP alters the messages after storing them in a local mailbox.
C. Messages can be deleted directly on the server.
D. IMAP requires continuous access to the Internet while users access their e-mail
POP3 allows a client computer to retrieve e-mail from a POP3 server through TCP/IP.
INNis an implementation of which of the following protocols?
E. None of the above.
Which of the following Web browsers can be used with Linux?
C. Netscape Communicator
F. All of the above.
Which of the following is a text-based Web browser?
F. All of the above.
Small programs that allow Web browsers to play audio and view video are known as:
(Select the best answer.)
E. All of the above
In order to share a directory with a Windows machine, the _____ file must be edited to
include data on the path of the directory, the permissions of the directory, the name of the
share, the name of the computer, etc.
What is Kibitz?
A. A benchmarking tool that allows a user to test the performance of networking
B. A configuration tool that allows a user to manipulate network settings.
C. A system administration tool that allows the superuser to recompile the kernel
D. A networking tool that allows users to communicate.
E. All of the above
For which of the following is WvDial primarily used? (Select the best answer.)
A. It configures a Linux system to utilize a direct connection to the Internet.
B. It configures a Linux system to utilize a dial-up connection to the Internet.
C. It configures a Linux system for ISDN support.
D. It configures a Linux system for IP telephony.
Sid attempts to ping a remote host by name. Ping does not produce any output and Sid can
only recover from it by pressing CONTROL-C. Which of the following are reasons for
this? (Choose two.)
A. Sid forgot to append the " -F" (force) option to the command.
B. The target host is refusing to accept ICMP packets.
C. Sid's name server(s) is not functioning properly.
D. The gateway or router is dropping packets due to buffer overruns.
Answer: B, C
Will wants to display an xterm on the remote host, trombone, from his local client, star.
He issues the following command: "[will@star]$ xterm -display trombone:0" and
receives the errors below. Which of the following will more than likely correct BOTH of
these errors AND allow Will to accomplish his goal?
Xlib: Client is not authorized to connect to Server xterm Xt error: Can't open display:
A. On star, run the command "xterm -display trombone:1".
B. On trombone, run the command "xterm -display star:1".
C. On trombone, run the command "xhost +star."
D. On star, run the command "xhost +trombone."
Katie can only connect to remote hosts from her workstation by using IP addresses.
Which of the following are possible reasons for this? (Choose two.)
A. The named daemon on Katie's machine is not running.
B. The network cable is bad.
C. The "/etc/hosts" file may have some errors.
D. The "/etc/resolve.conf" file has the following file permissions: -rw-r--r--.
E. The name server is not responding.
Answer: C, E
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Research has found that encouraging your employees to network more with their co-workers than with professionals from outside their workplace could provide a key to keeping them around. The study, published in the journal Personnel Psychology, revealed that getting co-workers to network with each other reduces the likelihood of employee turnover by 140 percent.
Internal networking boosts job satisfaction and job “embeddedness,” or the feeling of wanting to remain in a job because of ties to co-workers and concerns about losing real or perceived benefits, according to the study.
We’ll provide some easy ways to create networking opportunities within your organization and, in turn, encourage employees to stay with your company.
What are the different types of networking?
In general, networking is defined as a set of activities with professional contacts, including the exchange of beneficial resources, such as news about job openings or job-performance advice. It can also take on a more social flavor, with employees sharing their personal experiences or aspects of their lives outside the office.
In external networking, professionals gather with people from outside their organizations, often facilitated by professional groups or trade associations. In-house or internal networking, by contrast, can be more casual. It can be as simple as gathering for coffee and doughnuts before a meeting, setting up internal online chat networks, or treating small groups of employees to lunch each month. Both types of networking provide the opportunity to ask for advice, offer support and talk about common issues.
The researchers discovered that while internal networking dramatically lowers the likelihood of turnover, external networking significantly increases the chances of an employee leaving. Specifically, external networking increased the likelihood of turnover by 114%, or higher if opportunities for internal networking were reduced.
Although employers can’t forbid employees from networking outside the office, bosses can increase the opportunities for internal networking. “Everything can’t just be work all the time,” Porter said. “People need to interact with each other.”
How to create networking opportunities for employees
Team-building activities function best when they are informal and when employees do not feel pressured to engage in off-the-clock activities. You can gently encourage participation, or offer a small amount of paid time for them, which can benefit your company in the long run. Here are some examples of team-building activities you could hold for your company:
Structure a plan to create these events and platforms, and then invest in getting the word out and keeping the plan going. Be flexible as you learn what works and what doesn’t, and make sure to actively get feedback to ensure lasting, mutual benefits.
Be creative about finding ways to get your employees together in less-formal ways. Listen to employee feedback to promote trust and increase job satisfaction across the organization.
Benefits of employee networking for employers
Internal networking can lead to a variety of benefits:
Internal networking can Improve job satisfaction, engagement, innovation and employee retention rates.
How internal networking can Improve employer/employee relationships
Internal networking opportunities are not only beneficial for employees’ relationships with one another, they can also strengthen the way employers and employees interact with one another. The following are some benefits to employer/employee relationships thanks to internal networking:
The benefits of internal networking between employees and employers can ultimately lead to a more effective workplace in which team members at all levels are comfortable collaborating with one another.
Get serious about internal networking
At a time when both hiring and maintaining high morale can be difficult, internal networking is a simple strategy to reduce turnover and keep employees engaged. In comparison, external networking can contribute to employee turnover. By following the tips outlined above, employers and managers can create simple, low-cost opportunities for internal networking.
Ross Mudrick also contributed to this article. Some source interviews were conducted for a previous version of this article.
Brian Hill is the author of four popular business and finance books: "The Making of a Bestseller," "Inside Secrets to Venture Capital," "Attracting Capital from Angels" and his latest book, published in 2013, "The Pocket Small Business Owner's Guide to Business Plans."
article continues after advertisement
The Importance of Real World Connections
Offline social networks differ in ways far beyond a dependence on Internet connectivity. People behave and work together differently, communicate differently, and spend different amounts of time together when they meet offline than when they connect online.
An individual’s online social network does not generally represent their “real-life” social network. While a large network of friends and acquaintances is possible on social media platforms, many of these connections are weak ties; the amount of social support one has offline is likely to be more important to one’s ultimate feelings of life satisfaction and psychological well-being.
How can someone make new friends and connections as an adult?
Believing that it is not easy to make new friends can prevent some people from even trying. Those who are successful show up at events (both physically and emotionally), put themselves out there, and are intentional about their efforts to connect. The more visible a person is, the more chances they have of actually connecting (i.e., the “exposure effect”).
Is it better to have more connections or closer ones?
It’s unclear. Many believe that having more than a handful of friends means the friendships won’t be as close. On the other hand, weak ties who don’t share the same personal or professional spheres expose one to new ideas and job opportunities. Anthropologist Robin Dunbar calculates that the largest number of stable social relationships a person can have: 150.
It can take an average of 50 hours to proceed from acquaintances into casual friends, 90 hours into friends, and more than 200 hours to become best friends. However, the quality of the time spent together matters: More meaningful conversations, inside jokes, and genuine interest in catching up lead to stronger relationships.
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Much like the ever-touted benefits of having a diversified investment portfolio, we should be diversifying our network.
I spoke with leaders in this arena who could shed light both on the power of a diverse network as well as how to build one tactically.
So, how do you begin to diversify your community strategically and break out of any echo-chambers you’ve created?
Go one degree further
Often, the fastest and most effective route is to tap into your current network. If you can identify a specific person you’re looking to meet, or offer an example of a personality archetype (people in different fields, with different backgrounds, and with different persuasions from your current network), your existing community can open doors for you, allowing you to ride their reputational coattails into a new connection.
SPACE sharespace & Incubator’s CEO Medina elaborates, “Check your existing network to see if there's someone who can make an introduction, and then use that intro to make a strong impression. This is a very proactive approach. The way to build diversity is by challenging your norms.”
Intention in community building
Medina continues, “The creation of a network begins with intention. If you are seeking to bring diverse voices into your ecosystem, it begins with seeking out new communities. Ask yourself who are the most vocal in the areas where you are trying to establish connections? Who has challenged or inspired your way of thinking? Once you identify those people, connect with them on social media. A follow up paired with a professional message can go a long way.”
Extend an invitation
There are a lot of places that are invite-only and tend to perpetuate same-ness. Kathryn Finney, CEO & Managing Director of digitalundivided elaborates, “I think there’s a disproportionate amount of responsibility on the person seeking opportunities versus those in a position to create opportunities. I recently told a friend, who happens to be a young, prominent white male in tech, ‘Look. You get invited into rooms that people who look like me will NEVER be invited into. The next time you’re invited to a tech bro dinner where you know there will be no diversity, just invite someone who does not look like you to join you. And introduce that person to everyone there as someone you endorse and believe is the future of tech. It’s very simple.’ More than any woman or Black person in tech, he has the power to reach out and provide someone who is ‘different-from-him’ a boost. And that boost is free. It’s time more power players do their part to diversify the rooms they’re in and the tables they’re at. It’s just good business sense.”
Look at how you hire
Take a look at your team. How could you make space for those who don’t think, act, or look like everyone else?
Kathy Martinez, head of Disability and Accessibility Strategy at Wells Fargo adds, “We hire team members with different backgrounds and abilities to reflect our varied customer base and perspectives. We believe that people with disabilities have much to contribute to the development and delivery of our products and services. They often have to innovate and be extremely strategic to succeed in a world that has not been designed for them.”
It’s great to hire someone who expands the diversity of your team. And, it’s even better to recruit and hire in cohorts.
Amy Lazarus, Founder and CEO of InclusionVentures explains, “Research shows that organizations benefit significantly when at least one-third of those in leadership positions are women or people of color. Don’t tokenize by recruiting one of any underrepresented identity (e.g., women, women of color, people of color, lower socioeconomic status, physical or mental ability, etc.). Instead, if you are looking to diversify your board or leadership team, bring new talent on in cohorts (e.g., three under-represented identities at a time). The magic number is between 30% and 35%. This helps to mitigate what Salesforce's Chief Equality Officer, Tony Prophet, calls ‘only-ness’. It also helps to amplify and value diverse perspectives, ideas, and voices, which increases the likelihood of having a better ROI for your hiring efforts. Remember, though, that recruiting is only part of the equation; be as intentional with your inclusion and fairness strategies as you are with diversity to create spaces where everyone can thrive and all ideas can be valued.”
Focus on inclusion, then diversity
Lazarus continues, “Focus on inclusion first. During the interview process at a California-based organization, employees talked with authenticity about their ongoing work to operationalize diversity, equity, and inclusion within their culture and work. The organization’s top-choice candidates all accepted their offers. All of the new hires said that they chose to work at the organization in part because of the organization’s demonstrated commitment to inclusion; 80% of the new employees were people of color. By focusing first on inclusion, then diversity, we see several positive changes. First, staff is aware of how unconscious bias may affect interactions and decisions when interviewing people of color, and works to mitigate that. Second, effective leaders have the skills and commitment to create teams where all voices are heard and leveraged. Third, there is a visible ROI on recruiting, hiring, and reputation. In fact, people of color will start seeking you out (e.g., engineers of color flocked to work at Slack). Companies that focus on decreasing bias and enhancing inclusion create an environment where everyone belongs, avoid groupthink, and learn and practice behaviors that lead to a workplace where everyone can thrive. “
Be a minority
If you find yourself in the majority, whether that be based on your beliefs, how you look, your age, or otherwise, consider seeking out a place to spend time where you are in the minority.
For example, when I was in college, I joined the gospel choir as a white Jewish woman. I wanted to experience what it was like to be fully out of my comfort zone and see what I could learn. I gained a lot, including empathy.
Next time you’re at an event, approach someone whom you’d typically gloss over (even if you’d do so subconsciously). When I attend events and look around, I often see people who look the same talking to one another. Stretch yourself to say hello to someone new and ask questions to get to know them.
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