UPSC Exam  >  UPSC Questions  >  I _____ make tea by the time I was twelve yea... Start Learning for Free
I _____ make tea by the time I was twelve years old.
put can or could?
Most Upvoted Answer
I _____ make tea by the time I was twelve years old.put can or could?
Could

Background:
I was always interested in learning how to make tea from a young age. My family members were avid tea drinkers, and I wanted to be able to make a perfect cup of tea for them.

Learning Process:
I started observing my parents and older siblings making tea in our kitchen. I would pay close attention to the measurements of water, tea leaves, sugar, and milk they used. I would also observe the brewing time and the technique they used to strain the tea.

Practice Makes Perfect:
After observing for a while, I decided to try making tea on my own. I gathered all the necessary ingredients and followed the steps I had seen my family members take. My first few attempts were not perfect, but with practice, I started to get the hang of it.

Independence Achieved:
By the time I was twelve years old, I could confidently make a delicious cup of tea. My family members were impressed by my progress and appreciated the effort I had put into learning this skill.

Conclusion:
Learning how to make tea at a young age not only helped me develop a useful skill but also gave me a sense of accomplishment. It taught me the importance of patience, practice, and observation in mastering any task.
Explore Courses for UPSC exam

Similar UPSC Doubts

The management team of Eta, a footwear company implemented a massive revamping exercise after making losses for four consecutive fiscal years in which more than 250 managers and their juniors were asked to quit. Eta decided to stop further recruitment. The management offered its staff a performance based salary. In 1996, for the first time in Etas 62-year-old history, the company signed a long-term bipartite agreement. This agreement was signed without any disruption of work. In the six-year period 1993-99, Eta had considerably brought down the staff strength of its Itanagar factory and Calcutta offices to 6,700.In fiscal year 1996, Eta was back in the black with the company reporting net profits of Rs. 41.5 million on revenues of Rs. 5.90 billion (Rs. 5.32 billion in 1995). In fiscal year 1997, Eta further consolidated the gains with the company reporting net profits of Rs 166.9 million on revenues of Rs. 6.70 billion. A senior HR manager at the company admitted that with an upswing in Etas fortunes, even its traditionally intransigent workers were motivated to do better. In 1997, Eta workers achieved 93% of their production targets. The management rewarded the workers with a 17% bonus, up from the 15% given in 1996.However, by the end of 1997, Eta still faced problems of a high-cost structure and surplus labor. In fact, the turnaround had made the unions more aggressive and demanding. Etas CEO had failed to strike a deal with the All India Eta Shop Managers Union (AIESMU) since the third quarter of 1997. The shop managers were insisting that Eta honour the 1990 agreement, which stipulated that the management would fill up 248 vacancies in its retail outlets. It also opposed the move to sack all the cashiers in outlets with annual sales of less than Rs 5 million, which meant elimination of 690 jobs.Q. On March 8, 2000, a lockout was declared at Etas factory in Bangalore, following a strike by its employee union. The new leadership of the union had refused to abide by the wage agreement, which was to expire in August 2001.Following the failure of its negotiations with the union, the management decided to go for a lock out.As the General Manager of the factory, which of thefollowing actions would you take to minimize the loss?A. Outsource production to another company to cut costs.B. Halt production till the strike is over.C. Shift production to the companys other factories.D. Arrange for a sale of the factory.

The management team of Eta, a footwear company implemented a massive revamping exercise after making losses for four consecutive fiscal years in which more than 250 managers and their juniors were asked to quit. Eta decided to stop further recruitment. The management offered its staff a performance based salary. In 1996, for the first time in Etas 62-year-old history, the company signed a long-term bipartite agreement. This agreement was signed without any disruption of work. In the six-year period 1993-99, Eta had considerably brought down the staff strength of its Itanagar factory and Calcutta offices to 6,700.In fiscal year 1996, Eta was back in the black with the company reporting net profits of Rs. 41.5 million on revenues of Rs. 5.90 billion (Rs. 5.32 billion in 1995). In fiscal year 1997, Eta further consolidated the gains with the company reporting net profits of Rs 166.9 million on revenues of Rs. 6.70 billion. A senior HR manager at the company admitted that with an upswing in Etas fortunes, even its traditionally intransigent workers were motivated to do better. In 1997, Eta workers achieved 93% of their production targets. The management rewarded the workers with a 17% bonus, up from the 15% given in 1996.However, by the end of 1997, Eta still faced problems of a high-cost structure and surplus labor. In fact, the turnaround had made the unions more aggressive and demanding. Etas CEO had failed to strike a deal with the All India Eta Shop Managers Union (AIESMU) since the third quarter of 1997. The shop managers were insisting that Eta honour the 1990 agreement, which stipulated that the management would fill up 248 vacancies in its retail outlets. It also opposed the move to sack all the cashiers in outlets with annual sales of less than Rs 5 million, which meant elimination of 690 jobs.Q. Which of the following is most unlikely to be a priority of the management?

Group QuestionThe passage given below is followed by a set of questions. Choose the most appropriate answer to each question.The management team of Eta, a footwear company implemented a massive revamping exercise after making losses for four consecutive fiscal years in which more than 250 managers and their juniors were asked to quit. Eta decided to stop further recruitment. The management offered its staff a performance based salary. In 1996, for the first time in Etas 62-year-old history, the company signed a long-term bipartite agreement. This agreement was signed without any disruption of work. In the six-year period 1993-99, Eta had considerably brought down the staff strength of its Itanagar factory and Calcutta offices to 6,700.In fiscal year 1996, Eta was back in the black with the company reporting net profits of Rs. 41.5 million on revenues of Rs. 5.90 billion (Rs. 5.32 billion in 1995). In fiscal year 1997, Eta further consolidated the gains with the company reporting net profits of Rs 166.9 million on revenues of Rs. 6.70 billion. A senior HR manager at the company admitted that with an upswing in Etas fortunes, even its traditionally intransigent workers were motivated to do better. In 1997, Eta workers achieved 93% of their production targets. The management rewarded the workers with a 17% bonus, up from the 15% given in 1996.However, by the end of 1997, Eta still faced problems of a high-cost structure and surplus labor. In fact, the turnaround had made the unions more aggressive and demanding. Etas CEO had failed to strike a deal with the All India Eta Shop Managers Union (AIESMU) since the third quarter of 1997. The shop managers were insisting that Eta honour the 1990 agreement, which stipulated that the management would fill up 248 vacancies in its retail outlets. It also opposed the move to sack all the cashiers in outlets with annual sales of less than Rs 5 million, which meant elimination of 690 jobs.Q. In the wake of the dispute with the AIESMU, what shouldthe reaction of the management be?

The management team of Eta, a footwear company implemented a massive revamping exercise after making losses for four consecutive fiscal years in which more than 250 managers and their juniors were asked to quit. Eta decided to stop further recruitment. The management offered its staff a performance based salary. In 1996, for the first time in Etas 62-year-old history, the company signed a long-term bipartite agreement. This agreement was signed without any disruption of work. In the six-year period 1993-99, Eta had considerably brought down the staff strength of its Itanagar factory and Calcutta offices to 6,700.In fiscal year 1996, Eta was back in the black with the company reporting net profits of Rs. 41.5 million on revenues of Rs. 5.90 billion (Rs. 5.32 billion in 1995). In fiscal year 1997, Eta further consolidated the gains with the company reporting net profits of Rs 166.9 million on revenues of Rs. 6.70 billion. A senior HR manager at the company admitted that with an upswing in Etas fortunes, even its traditionally intransigent workers were motivated to do better. In 1997, Eta workers achieved 93% of their production targets. The management rewarded the workers with a 17% bonus, up from the 15% given in 1996.However, by the end of 1997, Eta still faced problems of a high-cost structure and surplus labor. In fact, the turnaround had made the unions more aggressive and demanding. Etas CEO had failed to strike a deal with the All India Eta Shop Managers Union (AIESMU) since the third quarter of 1997. The shop managers were insisting that Eta honour the 1990 agreement, which stipulated that the management would fill up 248 vacancies in its retail outlets. It also opposed the move to sack all the cashiers in outlets with annual sales of less than Rs 5 million, which meant elimination of 690 jobs.Q. As a lawyer working for Dastur and Associates, you have been asked to mediate the dispute. What is likely to be the sequence in your course of action from the options given? A. Call a meeting with both parties at once.B. Study different approaches to the situation.C. Meet both parties individually.D. Suggest a solution that is median to both parties requirements.

Top Courses for UPSC

I _____ make tea by the time I was twelve years old.put can or could?
Question Description
I _____ make tea by the time I was twelve years old.put can or could? for UPSC 2025 is part of UPSC preparation. The Question and answers have been prepared according to the UPSC exam syllabus. Information about I _____ make tea by the time I was twelve years old.put can or could? covers all topics & solutions for UPSC 2025 Exam. Find important definitions, questions, meanings, examples, exercises and tests below for I _____ make tea by the time I was twelve years old.put can or could?.
Solutions for I _____ make tea by the time I was twelve years old.put can or could? in English & in Hindi are available as part of our courses for UPSC. Download more important topics, notes, lectures and mock test series for UPSC Exam by signing up for free.
Here you can find the meaning of I _____ make tea by the time I was twelve years old.put can or could? defined & explained in the simplest way possible. Besides giving the explanation of I _____ make tea by the time I was twelve years old.put can or could?, a detailed solution for I _____ make tea by the time I was twelve years old.put can or could? has been provided alongside types of I _____ make tea by the time I was twelve years old.put can or could? theory, EduRev gives you an ample number of questions to practice I _____ make tea by the time I was twelve years old.put can or could? tests, examples and also practice UPSC tests.
Explore Courses for UPSC exam

Top Courses for UPSC

Explore Courses
Signup for Free!
Signup to see your scores go up within 7 days! Learn & Practice with 1000+ FREE Notes, Videos & Tests.
10M+ students study on EduRev