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Reading Comprehension Questions

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Read the passage and answer the questions that follow on the basis of the information provided in the passage.

 The great event of the New York cultural season of 1882 was the visit of the sixty two year old English philosopher and social commentator Herbert Spencer. Nowhere did Spencer have a larger or more enthusiastic following than in the United States, where such works as ?Social Statics and ?The Data of Ethics were celebrated as powerful justifications for laissez fair capitalism. Competition was preordained; its result was progress; and any institution that stood in the way of individual liberties was violating the natural order.Survival of the fittest a phrase that Charles Darwin took from Spencer made free competition a social as well as a natural law. Spencer was, arguably, the single most influential systematic thinker of the nineteenth century, but his influence, compared with that of Darwin, Marx, or Mill, was short lived. In 1937, the Harvard sociologist Talcott Parsons asked, ?Who now reads Spencer?

Seventy years later, the question remains pertinent, even if no one now reads Talcott Parsons, either. In his day, Spencer was the greatest of philosophical hedgehogs: his popularity stemmed from the Page 54 fact that he had one big, easily grasped idea and a mass of more particular ideas that supposedly flowed from the big one. The big idea was evolution, but, while Darwin applied it to species change, speculating about society and culture only with reluctance, Spencer saw evolution working everywhere. ?This law of organic progress is the law of all progress, he wrote, ?whether it be in the development of the Earth, in the development of Life upon its surface, in the development of Society, of Government, of Manufactures, of Commerce, of Language, Literature, Science, [or] Art.

Spencer has been tagged as a social Darwinist, but it would be more correct to think of Darwin as a biological Spencerian. Spencer was very well known as an evolutionist long before Darwin's ?On the Origin of Species was published, in 1859, and people who had limited interest in the finches of the Galapagos had a great interest in whether the state should provide for the poor or whether it was right to colonize India.

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According to the author, why was Spencer so popular in the 19th Century?


AHe supported capitalism

BHe extended Darwin's theory of evolution to a lot of things.

CHe had one broad and simple idea and many specific ideas flowed from it.

DHe was a friend of Parson's.

Answer: Option C

Explanation:

Here is no explanation for this answer

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62 / 910

Read the passage and answer the questions that follow on the basis of the information provided in the passage.

 The great event of the New York cultural season of 1882 was the visit of the sixty two year old English philosopher and social commentator Herbert Spencer. Nowhere did Spencer have a larger or more enthusiastic following than in the United States, where such works as ?Social Statics and ?The Data of Ethics were celebrated as powerful justifications for laissez fair capitalism. Competition was preordained; its result was progress; and any institution that stood in the way of individual liberties was violating the natural order.Survival of the fittest a phrase that Charles Darwin took from Spencer made free competition a social as well as a natural law. Spencer was, arguably, the single most influential systematic thinker of the nineteenth century, but his influence, compared with that of Darwin, Marx, or Mill, was short lived. In 1937, the Harvard sociologist Talcott Parsons asked, ?Who now reads Spencer?

Seventy years later, the question remains pertinent, even if no one now reads Talcott Parsons, either. In his day, Spencer was the greatest of philosophical hedgehogs: his popularity stemmed from the Page 54 fact that he had one big, easily grasped idea and a mass of more particular ideas that supposedly flowed from the big one. The big idea was evolution, but, while Darwin applied it to species change, speculating about society and culture only with reluctance, Spencer saw evolution working everywhere. ?This law of organic progress is the law of all progress, he wrote, ?whether it be in the development of the Earth, in the development of Life upon its surface, in the development of Society, of Government, of Manufactures, of Commerce, of Language, Literature, Science, [or] Art.

Spencer has been tagged as a social Darwinist, but it would be more correct to think of Darwin as a biological Spencerian. Spencer was very well known as an evolutionist long before Darwin's ?On the Origin of Species was published, in 1859, and people who had limited interest in the finches of the Galapagos had a great interest in whether the state should provide for the poor or whether it was right to colonize India.

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What is the author most likely to agree to in the following?


ADarwin's idea of evolution preceded that of Spencer

BBoth Darwin and Spencer got the idea of the evolution at the same time

CSpencer's idea of evolution preceded that of Darwin

DDarwin and Spencer worked on totally different models of evolution

Answer: Option C

Explanation:

Here is no explanation for this answer

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63 / 910

Read the passage and answer the questions that follow on the basis of the information provided in the passage.

 The great event of the New York cultural season of 1882 was the visit of the sixty two year old English philosopher and social commentator Herbert Spencer. Nowhere did Spencer have a larger or more enthusiastic following than in the United States, where such works as ?Social Statics and ?The Data of Ethics were celebrated as powerful justifications for laissez fair capitalism. Competition was preordained; its result was progress; and any institution that stood in the way of individual liberties was violating the natural order.Survival of the fittest a phrase that Charles Darwin took from Spencer made free competition a social as well as a natural law. Spencer was, arguably, the single most influential systematic thinker of the nineteenth century, but his influence, compared with that of Darwin, Marx, or Mill, was short lived. In 1937, the Harvard sociologist Talcott Parsons asked, ?Who now reads Spencer?

Seventy years later, the question remains pertinent, even if no one now reads Talcott Parsons, either. In his day, Spencer was the greatest of philosophical hedgehogs: his popularity stemmed from the Page 54 fact that he had one big, easily grasped idea and a mass of more particular ideas that supposedly flowed from the big one. The big idea was evolution, but, while Darwin applied it to species change, speculating about society and culture only with reluctance, Spencer saw evolution working everywhere. ?This law of organic progress is the law of all progress, he wrote, ?whether it be in the development of the Earth, in the development of Life upon its surface, in the development of Society, of Government, of Manufactures, of Commerce, of Language, Literature, Science, [or] Art.

Spencer has been tagged as a social Darwinist, but it would be more correct to think of Darwin as a biological Spencerian. Spencer was very well known as an evolutionist long before Darwin's ?On the Origin of Species was published, in 1859, and people who had limited interest in the finches of the Galapagos had a great interest in whether the state should provide for the poor or whether it was right to colonize India.

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What must have been the most-likely response/reaction of the New York audience to Spencer's talk in 1882?


AVindication

BSurprise

CHappiness

DDepression

Answer: Option B

Explanation:

Here is no explanation for this answer

Workspace

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0 M:0 S
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64 / 910

Read the passage and answer the questions that follow on the basis of the information provided in the passage.

 The great event of the New York cultural season of 1882 was the visit of the sixty two year old English philosopher and social commentator Herbert Spencer. Nowhere did Spencer have a larger or more enthusiastic following than in the United States, where such works as ?Social Statics and ?The Data of Ethics were celebrated as powerful justifications for laissez fair capitalism. Competition was preordained; its result was progress; and any institution that stood in the way of individual liberties was violating the natural order.Survival of the fittest a phrase that Charles Darwin took from Spencer made free competition a social as well as a natural law. Spencer was, arguably, the single most influential systematic thinker of the nineteenth century, but his influence, compared with that of Darwin, Marx, or Mill, was short lived. In 1937, the Harvard sociologist Talcott Parsons asked, ?Who now reads Spencer?

Seventy years later, the question remains pertinent, even if no one now reads Talcott Parsons, either. In his day, Spencer was the greatest of philosophical hedgehogs: his popularity stemmed from the Page 54 fact that he had one big, easily grasped idea and a mass of more particular ideas that supposedly flowed from the big one. The big idea was evolution, but, while Darwin applied it to species change, speculating about society and culture only with reluctance, Spencer saw evolution working everywhere. ?This law of organic progress is the law of all progress, he wrote, ?whether it be in the development of the Earth, in the development of Life upon its surface, in the development of Society, of Government, of Manufactures, of Commerce, of Language, Literature, Science, [or] Art.

Spencer has been tagged as a social Darwinist, but it would be more correct to think of Darwin as a biological Spencerian. Spencer was very well known as an evolutionist long before Darwin's ?On the Origin of Species was published, in 1859, and people who had limited interest in the finches of the Galapagos had a great interest in whether the state should provide for the poor or whether it was right to colonize India.

Read Full Paragraph

Which people is the author referring to in the statement: "people who had limited interest in the finches of the Galapagos"?


APeople who were not interested in the bird finch

BPeople who were not interested in finches in particular from Galapagos.

CPeople who were not interested in animal species or natural evolution

DPeople who did not have interest in birds.

Answer: Option C

Explanation:

Here is no explanation for this answer

Workspace

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65 / 910

Read the passage and answer the questions that follow on the basis of the information provided in the passage.

 The most avid users of social-networking websites may be exhibitionist teenagers, but when it comes to more grown-up use by business people, such sites have a surprisingly long pedigree. LinkedIn, an online network for professionals that signed up its ten-millionth user this week, was launched in 2003, a few months before MySpace, the biggest of the social sites. Consumer adoption of social networking has grabbed most attention since then. But interest in the business uses of the technology is rising. Many companies are attracted by the marketing opportunities offered by community sites. But the results can be painful. Pizza Hut has a profile on MySpace devoted to a pizza-delivery driver called Ted, who helpfully lets friends in on the chain's latest promotional offers Dude, I just heard some scoop from the Hut, ran one recent post). Wal-Mart started up and rapidly closed down a much-derided teenage site called The Hub last year. Reuters hopes to do better with its forthcoming site for those in the financial-services industry. Social networking has proved to be of greatest value to companies in recruitment. Unlike a simple jobs board, social networks enable members to pass suitable vacancies on to people they know, and to refer potential candidates back to the recruiter. So employers reach not only active jobseekers but also a much larger pool of passive candidates through referrals. LinkedIn has over 350 corporate customers which pay up to $250,000 each to advertise jobs to its expanding network. Having lots of people in a network increases its value in a super-linear fashion, says Reid Hoffman, LinkedIn's founder. He says corporate use of his service is now spreading beyond recruiters: hedge funds use it to identify and contact experts, for example. Jobster, a Seattle-based social-networking site, is entirely devoted to recruitment. Jobseekers can post their own profiles and tag their skills; these tags are then used to match candidates against jobs posted by employers. Unlike on LinkedIn, companies can set up private networks to ensure that the right kinds of people are alerted to openings and that the data they post remain under their control. Information needs to stay behind when a user leaves the company, argues Jason Goldberg, Jobster's founder. Where LinkedIn emphasises scale and Jobster emphasises specialisation, Visible Path, a startup based in New York, focuses on the strength of individual relationships. The firm analyses email traffic, calendars and diary entries to identify the strongest relationships that exist inside and outside a company. An obvious application is to generate leads: a salesman can use the service to identify who within his network has the closest links to a prospect, and request an introduction. Such techniques are also gathering momentum in knowledge management. IBM recently unveiled a social-software platform called Lotus Connections, due out in the next few weeks, that lets company employees post detailed profiles of themselves, team up on projects and share bookmarks. One manufacturer testing the software is using it to put in experienced members of its customer-services team in touch with the right engineers. It can also be used to identify in-house experts. Software firms will probably start bundling social features of this kind into all sorts of business software. To work well in the business world, social networking has to clear some big hurdles. Incentives to participate in a network have to be symmetrical, for one thing. The interests of MySpace members and of jobseekers and employers may be aligned, but it is not clear why commission-hungry salespeople would want to share their best leads with colleagues. Limiting the size of the network can reduce its value for companies, yet confidentiality is another obvious concern for companies that invite outsiders into their online communities. Social networking sounds great in theory, but the business benefits are still unproven, says Paul Jackson of Forrester, a consultancy. But if who you know really does matter more than what you know, it has obvious potential.

Read Full Paragraph

What is the author of the passage most likely to agree to?


ASocial networking has benefited corporate sector to a large extent.

BSocial networking is not useful for corporate sector.

CSocial networking may benefit the corporate sector to some extent.

DNone of these

Answer: Option C

Explanation:

jj

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66 / 910

Read the passage and answer the questions that follow on the basis of the information provided in the passage.

 The most avid users of social-networking websites may be exhibitionist teenagers, but when it comes to more grown-up use by business people, such sites have a surprisingly long pedigree. LinkedIn, an online network for professionals that signed up its ten-millionth user this week, was launched in 2003, a few months before MySpace, the biggest of the social sites. Consumer adoption of social networking has grabbed most attention since then. But interest in the business uses of the technology is rising. Many companies are attracted by the marketing opportunities offered by community sites. But the results can be painful. Pizza Hut has a profile on MySpace devoted to a pizza-delivery driver called Ted, who helpfully lets friends in on the chain's latest promotional offers Dude, I just heard some scoop from the Hut, ran one recent post). Wal-Mart started up and rapidly closed down a much-derided teenage site called The Hub last year. Reuters hopes to do better with its forthcoming site for those in the financial-services industry. Social networking has proved to be of greatest value to companies in recruitment. Unlike a simple jobs board, social networks enable members to pass suitable vacancies on to people they know, and to refer potential candidates back to the recruiter. So employers reach not only active jobseekers but also a much larger pool of passive candidates through referrals. LinkedIn has over 350 corporate customers which pay up to $250,000 each to advertise jobs to its expanding network. Having lots of people in a network increases its value in a super-linear fashion, says Reid Hoffman, LinkedIn's founder. He says corporate use of his service is now spreading beyond recruiters: hedge funds use it to identify and contact experts, for example. Jobster, a Seattle-based social-networking site, is entirely devoted to recruitment. Jobseekers can post their own profiles and tag their skills; these tags are then used to match candidates against jobs posted by employers. Unlike on LinkedIn, companies can set up private networks to ensure that the right kinds of people are alerted to openings and that the data they post remain under their control. Information needs to stay behind when a user leaves the company, argues Jason Goldberg, Jobster's founder. Where LinkedIn emphasises scale and Jobster emphasises specialisation, Visible Path, a startup based in New York, focuses on the strength of individual relationships. The firm analyses email traffic, calendars and diary entries to identify the strongest relationships that exist inside and outside a company. An obvious application is to generate leads: a salesman can use the service to identify who within his network has the closest links to a prospect, and request an introduction. Such techniques are also gathering momentum in knowledge management. IBM recently unveiled a social-software platform called Lotus Connections, due out in the next few weeks, that lets company employees post detailed profiles of themselves, team up on projects and share bookmarks. One manufacturer testing the software is using it to put in experienced members of its customer-services team in touch with the right engineers. It can also be used to identify in-house experts. Software firms will probably start bundling social features of this kind into all sorts of business software. To work well in the business world, social networking has to clear some big hurdles. Incentives to participate in a network have to be symmetrical, for one thing. The interests of MySpace members and of jobseekers and employers may be aligned, but it is not clear why commission-hungry salespeople would want to share their best leads with colleagues. Limiting the size of the network can reduce its value for companies, yet confidentiality is another obvious concern for companies that invite outsiders into their online communities. Social networking sounds great in theory, but the business benefits are still unproven, says Paul Jackson of Forrester, a consultancy. But if who you know really does matter more than what you know, it has obvious potential.

Read Full Paragraph

According to the author, how does social networking help recruitment?


ABy increasing the reach in a super-linear fashion.

BMaking available a larger pool of passive candidates.

CSince enthusiastic teenagers are also on the network.

DNone of these

Answer: Option B

Explanation:

Here is no explanation for this answer

Workspace

NA
SHSTTON
28
Solv. Corr.
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Solv. In. Corr.
84
Attempted
0 M:0 S
Avg. Time

67 / 910

Read the passage and answer the questions that follow on the basis of the information provided in the passage.

 The most avid users of social-networking websites may be exhibitionist teenagers, but when it comes to more grown-up use by business people, such sites have a surprisingly long pedigree. LinkedIn, an online network for professionals that signed up its ten-millionth user this week, was launched in 2003, a few months before MySpace, the biggest of the social sites. Consumer adoption of social networking has grabbed most attention since then. But interest in the business uses of the technology is rising. Many companies are attracted by the marketing opportunities offered by community sites. But the results can be painful. Pizza Hut has a profile on MySpace devoted to a pizza-delivery driver called Ted, who helpfully lets friends in on the chain's latest promotional offers Dude, I just heard some scoop from the Hut, ran one recent post). Wal-Mart started up and rapidly closed down a much-derided teenage site called The Hub last year. Reuters hopes to do better with its forthcoming site for those in the financial-services industry. Social networking has proved to be of greatest value to companies in recruitment. Unlike a simple jobs board, social networks enable members to pass suitable vacancies on to people they know, and to refer potential candidates back to the recruiter. So employers reach not only active jobseekers but also a much larger pool of passive candidates through referrals. LinkedIn has over 350 corporate customers which pay up to $250,000 each to advertise jobs to its expanding network. Having lots of people in a network increases its value in a super-linear fashion, says Reid Hoffman, LinkedIn's founder. He says corporate use of his service is now spreading beyond recruiters: hedge funds use it to identify and contact experts, for example. Jobster, a Seattle-based social-networking site, is entirely devoted to recruitment. Jobseekers can post their own profiles and tag their skills; these tags are then used to match candidates against jobs posted by employers. Unlike on LinkedIn, companies can set up private networks to ensure that the right kinds of people are alerted to openings and that the data they post remain under their control. Information needs to stay behind when a user leaves the company, argues Jason Goldberg, Jobster's founder. Where LinkedIn emphasises scale and Jobster emphasises specialisation, Visible Path, a startup based in New York, focuses on the strength of individual relationships. The firm analyses email traffic, calendars and diary entries to identify the strongest relationships that exist inside and outside a company. An obvious application is to generate leads: a salesman can use the service to identify who within his network has the closest links to a prospect, and request an introduction. Such techniques are also gathering momentum in knowledge management. IBM recently unveiled a social-software platform called Lotus Connections, due out in the next few weeks, that lets company employees post detailed profiles of themselves, team up on projects and share bookmarks. One manufacturer testing the software is using it to put in experienced members of its customer-services team in touch with the right engineers. It can also be used to identify in-house experts. Software firms will probably start bundling social features of this kind into all sorts of business software. To work well in the business world, social networking has to clear some big hurdles. Incentives to participate in a network have to be symmetrical, for one thing. The interests of MySpace members and of jobseekers and employers may be aligned, but it is not clear why commission-hungry salespeople would want to share their best leads with colleagues. Limiting the size of the network can reduce its value for companies, yet confidentiality is another obvious concern for companies that invite outsiders into their online communities. Social networking sounds great in theory, but the business benefits are still unproven, says Paul Jackson of Forrester, a consultancy. But if who you know really does matter more than what you know, it has obvious potential.

Read Full Paragraph

Which of the following is an appropriate title for the passage?


ASocial Networking and Business

BSocial Networks

CEthics of Social Networking in Business

DSocial Networking: Pros and Cons

Answer: Option A

Explanation:

Here is no explanation for this answer

Workspace

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Attempted
0 M:0 S
Avg. Time

68 / 910

Read the passage and answer the questions that follow on the basis of the information provided in the passage.

 The most avid users of social-networking websites may be exhibitionist teenagers, but when it comes to more grown-up use by business people, such sites have a surprisingly long pedigree. LinkedIn, an online network for professionals that signed up its ten-millionth user this week, was launched in 2003, a few months before MySpace, the biggest of the social sites. Consumer adoption of social networking has grabbed most attention since then. But interest in the business uses of the technology is rising. Many companies are attracted by the marketing opportunities offered by community sites. But the results can be painful. Pizza Hut has a profile on MySpace devoted to a pizza-delivery driver called Ted, who helpfully lets friends in on the chain's latest promotional offers Dude, I just heard some scoop from the Hut, ran one recent post). Wal-Mart started up and rapidly closed down a much-derided teenage site called The Hub last year. Reuters hopes to do better with its forthcoming site for those in the financial-services industry. Social networking has proved to be of greatest value to companies in recruitment. Unlike a simple jobs board, social networks enable members to pass suitable vacancies on to people they know, and to refer potential candidates back to the recruiter. So employers reach not only active jobseekers but also a much larger pool of passive candidates through referrals. LinkedIn has over 350 corporate customers which pay up to $250,000 each to advertise jobs to its expanding network. Having lots of people in a network increases its value in a super-linear fashion, says Reid Hoffman, LinkedIn's founder. He says corporate use of his service is now spreading beyond recruiters: hedge funds use it to identify and contact experts, for example. Jobster, a Seattle-based social-networking site, is entirely devoted to recruitment. Jobseekers can post their own profiles and tag their skills; these tags are then used to match candidates against jobs posted by employers. Unlike on LinkedIn, companies can set up private networks to ensure that the right kinds of people are alerted to openings and that the data they post remain under their control. Information needs to stay behind when a user leaves the company, argues Jason Goldberg, Jobster's founder. Where LinkedIn emphasises scale and Jobster emphasises specialisation, Visible Path, a startup based in New York, focuses on the strength of individual relationships. The firm analyses email traffic, calendars and diary entries to identify the strongest relationships that exist inside and outside a company. An obvious application is to generate leads: a salesman can use the service to identify who within his network has the closest links to a prospect, and request an introduction. Such techniques are also gathering momentum in knowledge management. IBM recently unveiled a social-software platform called Lotus Connections, due out in the next few weeks, that lets company employees post detailed profiles of themselves, team up on projects and share bookmarks. One manufacturer testing the software is using it to put in experienced members of its customer-services team in touch with the right engineers. It can also be used to identify in-house experts. Software firms will probably start bundling social features of this kind into all sorts of business software. To work well in the business world, social networking has to clear some big hurdles. Incentives to participate in a network have to be symmetrical, for one thing. The interests of MySpace members and of jobseekers and employers may be aligned, but it is not clear why commission-hungry salespeople would want to share their best leads with colleagues. Limiting the size of the network can reduce its value for companies, yet confidentiality is another obvious concern for companies that invite outsiders into their online communities. Social networking sounds great in theory, but the business benefits are still unproven, says Paul Jackson of Forrester, a consultancy. But if who you know really does matter more than what you know, it has obvious potential.

Read Full Paragraph

Which of the following statements is Reid Hoffman most likely to agree to?


ASocial network is only useful for recruiting.

BSocial networking has other uses apart from recruiting.

CSocial networking has not impacted business much.

DThe prime use of social networking is for Hedge funds.

Answer: Option B

Explanation:

Here is no explanation for this answer

Workspace

NA
SHSTTON
52
Solv. Corr.
83
Solv. In. Corr.
135
Attempted
0 M:34 S
Avg. Time

69 / 910

Read the passage and answer the questions that follow on the basis of the information provided in the passage.

 The most avid users of social-networking websites may be exhibitionist teenagers, but when it comes to more grown-up use by business people, such sites have a surprisingly long pedigree. LinkedIn, an online network for professionals that signed up its ten-millionth user this week, was launched in 2003, a few months before MySpace, the biggest of the social sites. Consumer adoption of social networking has grabbed most attention since then. But interest in the business uses of the technology is rising. Many companies are attracted by the marketing opportunities offered by community sites. But the results can be painful. Pizza Hut has a profile on MySpace devoted to a pizza-delivery driver called Ted, who helpfully lets friends in on the chain's latest promotional offers Dude, I just heard some scoop from the Hut, ran one recent post). Wal-Mart started up and rapidly closed down a much-derided teenage site called The Hub last year. Reuters hopes to do better with its forthcoming site for those in the financial-services industry. Social networking has proved to be of greatest value to companies in recruitment. Unlike a simple jobs board, social networks enable members to pass suitable vacancies on to people they know, and to refer potential candidates back to the recruiter. So employers reach not only active jobseekers but also a much larger pool of passive candidates through referrals. LinkedIn has over 350 corporate customers which pay up to $250,000 each to advertise jobs to its expanding network. Having lots of people in a network increases its value in a super-linear fashion, says Reid Hoffman, LinkedIn's founder. He says corporate use of his service is now spreading beyond recruiters: hedge funds use it to identify and contact experts, for example. Jobster, a Seattle-based social-networking site, is entirely devoted to recruitment. Jobseekers can post their own profiles and tag their skills; these tags are then used to match candidates against jobs posted by employers. Unlike on LinkedIn, companies can set up private networks to ensure that the right kinds of people are alerted to openings and that the data they post remain under their control. Information needs to stay behind when a user leaves the company, argues Jason Goldberg, Jobster's founder. Where LinkedIn emphasises scale and Jobster emphasises specialisation, Visible Path, a startup based in New York, focuses on the strength of individual relationships. The firm analyses email traffic, calendars and diary entries to identify the strongest relationships that exist inside and outside a company. An obvious application is to generate leads: a salesman can use the service to identify who within his network has the closest links to a prospect, and request an introduction. Such techniques are also gathering momentum in knowledge management. IBM recently unveiled a social-software platform called Lotus Connections, due out in the next few weeks, that lets company employees post detailed profiles of themselves, team up on projects and share bookmarks. One manufacturer testing the software is using it to put in experienced members of its customer-services team in touch with the right engineers. It can also be used to identify in-house experts. Software firms will probably start bundling social features of this kind into all sorts of business software. To work well in the business world, social networking has to clear some big hurdles. Incentives to participate in a network have to be symmetrical, for one thing. The interests of MySpace members and of jobseekers and employers may be aligned, but it is not clear why commission-hungry salespeople would want to share their best leads with colleagues. Limiting the size of the network can reduce its value for companies, yet confidentiality is another obvious concern for companies that invite outsiders into their online communities. Social networking sounds great in theory, but the business benefits are still unproven, says Paul Jackson of Forrester, a consultancy. But if who you know really does matter more than what you know, it has obvious potential.

Read Full Paragraph

What meaning of avid could you infer from the passage?


ADormant

BUnprincipled

CUnwanted

DEnthusiastic

Answer: Option D

Explanation:

Here is no explanation for this answer

Workspace

NA
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Solv. Corr.
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Solv. In. Corr.
117
Attempted
0 M:0 S
Avg. Time

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Read the passage and answer the questions that follow on the basis of the information provided in the passage.

 The most avid users of social-networking websites may be exhibitionist teenagers, but when it comes to more grown-up use by business people, such sites have a surprisingly long pedigree. LinkedIn, an online network for professionals that signed up its ten-millionth user this week, was launched in 2003, a few months before MySpace, the biggest of the social sites. Consumer adoption of social networking has grabbed most attention since then. But interest in the business uses of the technology is rising. Many companies are attracted by the marketing opportunities offered by community sites. But the results can be painful. Pizza Hut has a profile on MySpace devoted to a pizza-delivery driver called Ted, who helpfully lets friends in on the chain's latest promotional offers Dude, I just heard some scoop from the Hut, ran one recent post). Wal-Mart started up and rapidly closed down a much-derided teenage site called The Hub last year. Reuters hopes to do better with its forthcoming site for those in the financial-services industry. Social networking has proved to be of greatest value to companies in recruitment. Unlike a simple jobs board, social networks enable members to pass suitable vacancies on to people they know, and to refer potential candidates back to the recruiter. So employers reach not only active jobseekers but also a much larger pool of passive candidates through referrals. LinkedIn has over 350 corporate customers which pay up to $250,000 each to advertise jobs to its expanding network. Having lots of people in a network increases its value in a super-linear fashion, says Reid Hoffman, LinkedIn's founder. He says corporate use of his service is now spreading beyond recruiters: hedge funds use it to identify and contact experts, for example. Jobster, a Seattle-based social-networking site, is entirely devoted to recruitment. Jobseekers can post their own profiles and tag their skills; these tags are then used to match candidates against jobs posted by employers. Unlike on LinkedIn, companies can set up private networks to ensure that the right kinds of people are alerted to openings and that the data they post remain under their control. Information needs to stay behind when a user leaves the company, argues Jason Goldberg, Jobster's founder. Where LinkedIn emphasises scale and Jobster emphasises specialisation, Visible Path, a startup based in New York, focuses on the strength of individual relationships. The firm analyses email traffic, calendars and diary entries to identify the strongest relationships that exist inside and outside a company. An obvious application is to generate leads: a salesman can use the service to identify who within his network has the closest links to a prospect, and request an introduction. Such techniques are also gathering momentum in knowledge management. IBM recently unveiled a social-software platform called Lotus Connections, due out in the next few weeks, that lets company employees post detailed profiles of themselves, team up on projects and share bookmarks. One manufacturer testing the software is using it to put in experienced members of its customer-services team in touch with the right engineers. It can also be used to identify in-house experts. Software firms will probably start bundling social features of this kind into all sorts of business software. To work well in the business world, social networking has to clear some big hurdles. Incentives to participate in a network have to be symmetrical, for one thing. The interests of MySpace members and of jobseekers and employers may be aligned, but it is not clear why commission-hungry salespeople would want to share their best leads with colleagues. Limiting the size of the network can reduce its value for companies, yet confidentiality is another obvious concern for companies that invite outsiders into their online communities. Social networking sounds great in theory, but the business benefits are still unproven, says Paul Jackson of Forrester, a consultancy. But if who you know really does matter more than what you know, it has obvious potential.

Read Full Paragraph

What is the most probable context in which the author is talking about Pizza Hut?


ASocial networking did not benefit it.

BSocial networking was a big success for it.

CSocial networking created problems for it.

DNone of these

Answer: Option C

Explanation:

Here is no explanation for this answer

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