Monday, July 21, 2025

"Action Will be Taken" by Heinrich Boll - MCQs, Short Questions, Case Study-Real Life Experience

"Action will be Taken" - by Heinrich Boll

Probably one of the strangest interludes in my life was the time I spent as an employee in Alfred Wunsiedel’s factory. By nature, I am inclined more to pensiveness and inactivity than to work, but now and again prolonged financial difficulties compel me – for pensiveness is no more profitable than inactivity – to take on a so-called job. Finding myself once again at a low ebb of this kind, I put myself in the hands of the employment office and was sent with seven other fellow-sufferers to Wunsiedel’s factory, where we were to undergo an aptitude test.

The exterior of the factory was enough to arouse my suspicions: the factory was built entirely of glass brick, and my aversion to well-lit buildings and well-lit rooms is as strong as my aversion to work. I became even more suspicious when we were immediately served breakfast in the well-lit, cheerful coffee shop: pretty waitresses brought us eggs, coffee and toast, orange juice was served in tastefully designed jugs, goldfish pressed their bored faces against the sides of pale-green aquariums. The waitresses were so cheerful that they appeared to be bursting with good cheer. Only a strong effort of will – so it seemed to me -restrained them from singing away all day long. They were as crammed with unsung songs as chickens with unlaid eggs.

Right away I realized something that my fellow-sufferers evidently failed to realize: that this breakfast was already part of the test; so I chewed away reverently, with the full appreciation of a person who knows he is supplying his body with valuable elements. I did something which normally no power on earth can make me do: I drank orange juice on an empty stomach, left the coffee and egg untouched, as well as most of the toast, got up, and paced up and down in the coffee shop, pregnant with action.

As a result I was the first to be ushered into the room where the questionnaires were spread out on attractive tables. The walls were done in a shade of green that would have summoned the word “delightful” to the lips of interior decoration enthusiasts. The room appeared to be empty, and yet I was so sure of being observed that I behaved as someone pregnant with action behaves when he believes himself unobserved: I ripped my pen impatiently from my pocket, unscrewed the top, sat down at the nearest table and pulled the questionnaire toward me, the way irritable customers snatch at the bill in a restaurant.

Question No. 1: Do you consider it right for a human being to possess only two arms, two legs, eyes, and ears?

Here for the first lime I reaped the harvest of my pensive nature and wrote without hesitation: “Even four arms, legs and ears would not be adequate for my driving energy. Human beings are very poorly equipped.”

Question No. 2: How many telephones can you handle at one time?

Here again the answer was as easy as simple arithmetic: “When there are only seven telephones,” I wrote, “I get impatient; there have to be nine before I feel I am working to capacity.”

Question No. 3: How do you spend your free time?

My answer: “I no longer acknowledge the term free time – on my fifteenth birthday I eliminated it from my vocabulary, for in the beginning was the act.”

I got the job. Even with nine telephones I really didn’t feel I was working to capacity. I shouted into the mouth-pieces: “Take immediate action!” or; “Do something! – We must have some action – Action will be taken – Action has been taken – Action should be taken.” But as a rule – for I felt this was in keeping with the tone of the place – I used the imperative.

Of considerable interest were the noon-hour breaks, when we consumed nutritious foods in an atmosphere of silent good cheer. Wunsiedel’s factory was swarming with people who were obsessed with telling you the story of their lives, as indeed vigorous personalities are fond of doing. The story of their lives is more important to them than their lives, you have only to press a button, and immediately it is covered with spewed-out exploits.

Wunsiedel had a right-hand man called Broschek, who had in turn made a name for himself by supporting seven children and a paralyzed wife by working night-shifts in his student days, and successfully carrying on four business agencies, besides which he had passed two examinations with honors in two years. When asked by reporters: “When do you sleep, Mr. Broschek?” he had replied: “It’s a crime to sleep!”

Wunsiedel’s secretary had supported a paralyzed husband and four children by knitting, at the same time graduating in psychology and German history as well as breeding shepherd dogs, and she had become famous as a night-club singer where she was known as Vamp Number Seven.

Wunsiedel himself was one of those people who every morning, as they open their eyes, make up their minds to act. “I must act,” they think as they briskly tie their bathrobe belts around them. “I must act,” they think as they shave, triumphantly watching their beard hairs being washed away with the lather: these hirsute vestiges are the first daily sacrifices to their driving energy. The more intimate functions also give these people a sense of satisfaction: water swishes, paper is used. Action has been taken. Bread get eaten, eggs are decapitated.

With Wunsiedel, the most trivial activity looked like action: the way he put on his hat, the way-quivering with energy – he buttoned up his overcoat, the kiss he gave his wife, everything was action.

When he arrived at his office he greeted his secretary with a cry of “Let’s have some action!” And in ringing tones she would call back: “Action will be taken!” Wunsiedel then went from department to department, calling out his cheerful: “Let’s have some action!” Everyone would answer: “Action will be taken!” And I would call back to him too, with a radiant smile, when he looked into my office: “Action will be Taken!”

Within a week I had increased the number of telephones on my desk to eleven, within two weeks to thirteen, and every morning on the streetcar I enjoyed thinking up new imperatives, or chasing the words take action through various tenses and modulations: for two whole days I kept saying the same sentence over and over again because I thought it sounded so marvelous: “Action ought to have been taken;” for another two days it was: “Such action ought not to have been taken.”

So I was really beginning to feel I was working to capacity when there actually was some action. One Tuesday morning – I had hardly settled down at my desk – Wunsiedel rushed into my office crying his “let’s have some action!” But an inexplicable something in his face made me hesitate to reply, in a cheerful gay voice as the rules dictated: “Action will be taken!” I must have paused too long, for Wunsiedel, who seldom raised his voice, shouted at me: “Answer! Answer, you know the rules!” And I answered, under my breath, reluctantly, like a child who is forced to say: I am a naughty child. It was only by a great effort that I managed to bring out the sentence: “Action will be taken,” and hardly had I uttered it when there really was some action: Wunsiedel dropped to the floor. As he fell he rolled over onto his side and lay right across the open doorway. I knew at once, and I confirmed it when I went slowly around my desk and approached the body on the floor: he was dead.

Shaking my head I stepped over Wunsiedel, walked slowly along the corridor to Broschek’s office, and entered without knocking. Broschek was sitting at his desk, a telephone receiver in each hand, between his teeth a ballpoint pen with which he was making notes on a writing pad, while with his bare feet he was operating a knitting machine under the desk. In this way he helps to clothe his family. “We’ve had some action,” I said in a low voice.

Broschek spat out the ballpoint pen, put down the two receivers, reluctantly detached his toes from the knitting machine.

“What action?” he asked.

“Wunsiedel is dead,” I said.

“No,” said Broschek.

“Yes,” I said, “come and have a look!”

“No,” said Broschek, “that’s impossible,” but he put on his slippers and followed me along the corridor.

“No,” he said, when we stood beside Wunsiedel’s corpse, “no, no!” I did not contradict him. I carefully turned Wunsiedel over onto his back, closed his eyes, and looked at him pensively.

I felt something like tenderness for him, and realized for the first time that I had never hated him. On his face was that expression which one sees on children who obstinately refuse to give up their faith in Santa Claus, even though the arguments of their playmates sound so convincing.

“No,” said Broschek, “no.”

“We must take action;” I said quietly to Broschek. “Yes,” said Broschek, “we must take action.”

Action was taken: Wunsiedel was buried; and I was delegated to carry a wreath of artificial roses behind his coffin, for I am equipped with not only a penchant for pensiveness and inactivity but also a face and figure that go extremely well with dark suits. Apparently as I walked along behind Wunsiedel’s coffin carrying the wreath of artificial roses I looked superb. I received an offer from a fashionable firm of funeral directors to join their staff as a professional mourner. “You are a born mourner,” said the manager, “your outfit would be provided by the firm. Your face – simply superb!”

I handed in my notice to Broschek, explaining that I had never really felt I was working to capacity there; that, in spite of the thirteen telephones, some of my talents were going to waste. As soon as my first professional appearance as a mourner was over I knew: This is where I belong, this is what I am cut out for.

Pensively I stand behind the coffin in the funeral chapel, holding a simple bouquet, while the organ plays Handel’s Largo, a piece that does not receive nearly the respect it deserves. The cemetery café is my regular haunt; there I spend the intervals between my professional engagements, although sometimes I walk behind coffins which I have not been engaged to follow, I pay for flowers out of my own pocket and join the welfare worker who walks behind the coffin of some homeless person. From time to time I also visit Wunsiedel’s grave, for after all I owe it to him that I discovered my true vocation, a vocation in which pensiveness is essential and inactivity my duty.

It was not till much later that I realized I had never bothered to find out what was being produced in Wunsiedel’s factory. I expect it was soap.

(Translated by Leila Vennewitz)

Thinking about empathy skills:

1. What exactly is empathy?
Ans: Empathy means understanding how someone else feels. It is like putting yourself in their place and feeling their emotions.

2. How is empathy different from sympathy?
Ans: Empathy is feeling with someone; sympathy is feeling sorry for them. Empathy connects, while sympathy sometimes creates distance.

3. Do you think having empathy is important for human beings? Why?
Ans: Yes, empathy helps people care for and understand each other. It builds trust, kindness, and better relationships.

Workplace skills:

1. What kind of workplace skills do we learn or are forced to learn from the architecture of buildings where factories, offices are located?

Ans: We learn to adjust to space, light, and design. Bright lights and open spaces may increase energy and focus. Architecture can shape how we feel and work.

2. What kind of workplace skills do we learn from the way in which our co-workers, including managers, interact with us and others?

Ans: We learn teamwork, communication, and respect. Good interaction teaches us patience and problem-solving. We also learn how to lead and support others.

3. What are the advantages of doing some work for which we may not have acquired any proper training? Why would you do such work?

Ans: It helps us discover hidden talents and gain new experience. We may also learn faster in real situations. Doing such work can lead to growth and confidence.

4. Do you think that simply working to earn a living is a meaningful way of living?

Ans: Only earning money is not always meaningful. Helping others and doing work with purpose gives life deeper value. Sharing skills or time with the less privileged brings true satisfaction.

Case Study / Real Life Experience:

(In a paragraph of 150 words, write about one or two employees you know or have heard of who quit their job to find another one to suit their temperament.)

I once heard about a man named Rakesh who worked in a large IT company. Although the job paid well, he found the work environment too stressful and fast-paced for his calm and thoughtful nature. He was often expected to handle multiple tasks at once and attend long meetings, which made him feel drained. After two years, Rakesh decided to quit and look for a job that suited his personality better. He eventually found work at a small publishing house, where the atmosphere was quieter and the tasks more focused. He now edits manuscripts, works with writers, and enjoys the peace and creativity of his new role. Similarly, a woman named Priya left her marketing job to become a yoga instructor. She wanted a more meaningful and balanced life. Both Rakesh and Priya found happiness after choosing careers that matched their inner nature and temperament.

MCQs on "Action will be Taken":

Here are 50 multiple-choice questions (MCQs) based on "Action Will Be Taken" by Heinrich Böll, followed by the answer key at the end. Each question tests comprehension, inference, theme, character analysis, and style.

MCQs:

Who is the narrator of the story?
A. Alfred Wunsiedel
B. Broschek
C. An unnamed pensive man
D. Vamp Number Seven
Why did the narrator join Wunsiedel’s factory?
A. He loved action
B. He was passionate about work
C. He was financially struggling
D. He wanted to meet Wunsiedel
What was unusual about the factory building?
A. It was underground
B. It was built entirely of glass bricks
C. It was shaped like a telephone
D. It was made of wood and straw
What was the narrator’s reaction to the cheerful breakfast setting?
A. He enjoyed it
B. He was suspicious
C. He ignored it
D. He left immediately
What did the narrator realize about the breakfast?
A. It was poisoned
B. It was a celebration
C. It was part of the test
D. It was a welcome gift
What unusual thing did the narrator do during breakfast?
A. Drank coffee with sugar
B. Took selfies
C. Drank orange juice on an empty stomach
D. Danced with the waitress
What was the color of the walls in the questionnaire room?
A. Blue
B. White
C. Delightful green
D. Pale yellow
What was the narrator’s answer to the first questionnaire?
A. Humans are perfect
B. Four arms and legs are too many
C. Humans are poorly equipped
D. I don’t know
How many telephones did the narrator want to feel he was working to capacity?
A. Two
B. Five
C. Nine
D. Ten
What did the narrator eliminate from his vocabulary on his fifteenth birthday?
A. Responsibility
B. Sadness
C. Free time
D. Friends
What slogan did Wunsiedel frequently shout?
A. Get to work!
B. Let’s have some action!
C. Time is money!
D. Make it happen!
How did employees respond to Wunsiedel’s slogan?
A. Yes, sir!
B. Immediately!
C. Action will be taken!
D. Take rest!
What activity was Broschek doing with his toes?
A. Playing piano
B. Typing
C. Operating a knitting machine
D. Massaging himself
What was the narrator’s role in the factory?
A. Secretary
B. Sales manager
C. Motivational speaker
D. Shouting imperatives into phones
What did the narrator enjoy doing on the streetcar?
A. Sleeping
B. Creating new slogans
C. Reading novels
D. Singing songs
How did Wunsiedel die?
A. Accident
B. He collapsed suddenly
C. The narrator pushed him
D. Heart attack due to inactivity
How did the narrator react to Wunsiedel’s death?
A. Panic
B. Calm and thoughtful
C. Ran away
D. Cried loudly
What did Broschek say repeatedly when he saw the body?
A. "Why him?"
B. "We must act!"
C. "No!"
D. "Help!"
What kind of wreath did the narrator carry at the funeral?
A. Rose petals
B. Artificial roses
C. White lilies
D. Real flowers
What job was the narrator offered after the funeral?
A. Secretary
B. Comedian
C. Professional mourner
D. Motivational speaker
What compliment did the funeral director give the narrator?
A. “You look too sad.”
B. “You’re a born mourner.”
C. “You need training.”
D. “You’re hired as manager.”
What was the narrator's final profession?
A. Teacher
B. Clerk
C. Mourner
D. Watchman
What did the narrator think of Handel’s Largo?
A. Overrated
B. Annoying
C. Underrated
D. Boring
What factory product does the narrator guess at the end?
A. Pens
B. Soap
C. Radios
D. Light bulbs
What is the narrator’s dominant personality trait?
A. Energetic
B. Angry
C. Pensive and inactive
D. Excitable
Who is Vamp Number Seven?
A. A factory machine
B. Wunsiedel’s daughter
C. The secretary
D. A musician
What theme is central to the story?
A. Patriotism
B. War and peace
C. Absurdity of corporate life
D. Space travel
What literary device is mostly used in the story?
A. Allegory
B. Satire
C. Simile
D. Rhyme
What attitude do the workers seem to fake?
A. Sadness
B. Laziness
C. Cheerfulness and action
D. Curiosity
What word is repeated throughout the story?
A. Fight
B. Action
C. Love
D. Tired
What is the narrator’s view of ‘free time’?
A. Very important
B. Only for lazy people
C. Doesn’t exist
D. A gift
What did the secretary do besides work?
A. Raised chickens
B. Wrote books
C. Sang at nightclubs
D. Was a dancer
What phrase made the narrator hesitate when Wunsiedel entered?
A. “You’re fired!”
B. “What are you doing?”
C. “Let’s have some action!”
D. “Lunch break!”
What does the narrator’s behavior suggest about modern workplaces?
A. They are fair and inspiring
B. They nurture individual skills
C. They value performance only
D. They demand meaningless action
What does the narrator realize only later?
A. He hated Wunsiedel
B. He loved the secretary
C. He never found out what the factory produced
D. He wanted a new job
What type of humor is present in the story?
A. Dark satire
B. Slapstick
C. Wordplay
D. Puns
What shows the narrator’s disinterest in his job?
A. He always came late
B. He hated the coffee
C. He kept inventing empty slogans
D. He destroyed machines
How is Wunsiedel described?
A. Lively and energetic
B. Sad and tired
C. Lazy and inactive
D. Quiet and thoughtful
What is symbolized by the “glass-brick” building?
A. Strength
B. Isolation
C. Transparency and control
D. Weakness
What does the narrator do at funerals he’s not hired for?
A. Avoids them
B. Stands far away
C. Joins them anyway
D. Takes pictures
What kind of jokes are embedded in the narrative?
A. Visual gags
B. Satirical exaggeration
C. Dirty jokes
D. Knock-knock jokes
What phrase becomes meaningless by repetition?
A. “Lunch time!”
B. “Have a good day!”
C. “Action will be taken!”
D. “Let’s go!”
The narrator says the workers’ stories were like:
A. Short novels
B. Movies
C. Vending machines
D. Buttons you press to get a story
The narrator believes that:
A. Silence is golden
B. Free time is dangerous
C. Action is overrated
D. Inactivity is his true skill
Why did the funeral company want him?
A. He was famous
B. He looked good in black
C. He could sing
D. He was related to Wunsiedel
How does the narrator describe his pensive nature?
A. As a weakness
B. As his strength
C. As unimportant
D. As irrelevant
The narrator compares the cheerful waitresses to:
A. Rabbits
B. Chickens with unlaid eggs
C. Dancers
D. Robots
The phrase “we must act” implies:
A. Urgency, often fake
B. Real emotion
C. Lack of control
D. Anger
What does the narrator say about his funeral job?
A. It’s boring
B. It suits him perfectly
C. It’s temporary
D. It’s just for money
What is the final mood of the story?
A. Joyful
B. Tragic
C. Calm, reflective, absurd
D. Aggressive

Answer Key:

Tuesday, July 15, 2025

Whitewashing the Fence - MCQs, Short Questions, Case Study - Real Life Experience

Whitewashing the Fence

(From Mark Twain, Tom Sawyer, Chapter Two, 1876)

Saturday morning was come, and all the summer world was bright and fresh, and brimming with life. There was a song in every heart; and if the heart was young the music issued at the lips. There was cheer in every face and a spring in every step. The locust-trees were in bloom and the fragrance of the blossoms filled the air. Cardiff Hill, beyond the village and above it, was green with vegetation and it lay just far enough away to seem a Delectable Land, dreamy, reposeful, and inviting.

Tom appeared on the sidewalk with a bucket of whitewash and a long-handled brush. He surveyed the fence, and all gladness left him and a deep melancholy settled down upon his spirit. Thirty yards of board fence nine feet high. Life to him seemed hollow, and existence but a burden. Sighing, he dipped his brush and passed it along the topmost plank; repeated the operation; did it again; compared the insignificant whitewashed streak with the far-reaching continent of unwhitewashed fence, and sat down on a tree-box discouraged. Jim came skipping out at the gate with a tin pail, and singing Buffalo Gals. Bringing water from the town pump had always been hateful work in Tom’s eyes, before, but now it did not strike him so. He remembered that there was company at the pump. White, mulatto, and negro boys and girls were always there waiting their turns, resting, trading playthings, quarrelling, fighting, skylarking. And he remembered that although the pump was only a hundred and fifty yards off, Jim never got back with a bucket of water under an hour – and even then somebody generally had to go after him. Tom said:

“Say, Jim, I’ll fetch the water if you’ll whitewash some.”

Jim shook his head and said:

“Can’t, Mars Tom. Ole missis, she tole me I got to go an’ git dis water an’ not stop foolin’ roun’ wid anybody. She say she spec’ Mars Tom gwine to ax me to whitewash, an’ so she tole me go ‘long an’ ‘tend to my own business – she ‘lowed she’d ‘tend to de whitewashin’.”

“Oh, never you mind what she said, Jim. That’s the way she always talks. Gimme the bucket – I won’t be gone only a a minute. She won’t ever know.”

“Oh, I dasn’t, Mars Tom. Ole missis she’d take an’ tar de head off’n me. ‘Deed she would.”

“She! She never licks anybody – whacks ’em over the head with her thimble – and who cares for that, I’d like to know. She talks awful, but talk don’t hurt – anyways it don’t if she don’t cry. Jim, I’ll give you a marvel. I’ll give you a white alley!”

Jim began to waver.

“White alley, Jim! And it’s a bully taw.”

“My! Dat’s a mighty gay marvel, I tell you! But Mars Tom I’s powerful ‘fraid ole missis – ”

“And besides, if you will I’ll show you my sore toe.”

Jim was only human – this attraction was too much for him. He put down his pail, took the white alley, and bent over the toe with absorbing interest while the bandage was being unwound. In another moment he was flying down the street with his pail and a tingling rear, Tom was whitewashing with vigor, and Aunt Polly was retiring from the field with a slipper in her hand and triumph in her eye. But Tom’s energy did not last. He began to think of the fun he had planned for this day, and his sorrows multiplied. Soon the free boys would come tripping along on all sorts of delicious expeditions, and they would make a world of fun of him for having to work – the very thought of it burnt him like fire. He got out his worldly wealth and examined it – bits of toys, marbles, and trash; enough to buy an exchange of work, maybe, but not half enough to buy so much as half an hour of pure freedom. So he returned his straitened means to his pocket, and gave up the idea of trying to buy the boys. At this dark and hopeless moment an inspiration burst upon him! Nothing less than a great, magnificent inspiration.

Jim was only human – this attraction was too much for him.

He took up his brush and went tranquilly to work. Ben Rogers hove in sight presently – the very boy, of all boys, whose ridicule he had been dreading. Ben’s gait was the hop-skip-and-jump – proof enough that his heart was light and his anticipations high. He was eating an apple, and giving a long, melodious whoop, at intervals, followed by a deep-toned ding-dong-dong, ding-dong-dong, for he was personating a steamboat. As he drew near, he slackened speed, took the middle of the street, leaned far over to star-board and rounded to ponderously and with laborious pomp and circumstance – for he was personating the Big Missouri, and considered himself to be drawing nine feet of water. He was boat and captain and engine-bells combined, so he had to imagine himself standing on his own hurricane-deck giving the orders and executing them:

“Stop her, sir! Ting-a-ling-ling!” The headway ran almost out, and he drew up slowly toward the sidewalk.

“Ship up to back! Ting-a-ling-ling!” His arms straightened and stiffened down his sides.

“Set her back on the stabboard! Ting-a-ling-ling! Chow! ch-chow-wow! Chow!” His right hand, meantime, describing stately circles – for it was representing a forty-foot wheel.

“Let her go back on the labboard! Ting-a-ling-ling! Chow-ch-chow-chow!” The left hand began to describe circles.

“Stop the stabboard! Ting-a-ling-ling! Stop the labboard! Come ahead on the stabboard! Stop her! Let your outside turn over slow! Ting-a-ling-ling! Chow-ow-ow! Get out that head-line! Lively now! Come – out with your spring-line – what’re you about there! Take a turn round that stump with the bight of it! Stand by that stage, now – let her go! Done with the engines, sir! Ting-a-ling-ling! Sh’t! s’h’t! sh’t!” (trying the gauge-cocks).

Tom went on whitewashing – paid no attention to the steamboat. Ben stared a moment and then said: “Hi- yi ! You’re up a stump, ain’t you!”

No answer. Tom surveyed his last touch with the eye of an artist, then he gave his brush another gentle sweep and surveyed the result, as before. Ben ranged up alongside of him. Tom’s mouth watered for the apple, but he stuck to his work. Ben said:

“Hello, old chap, you got to work, hey?”

Tom wheeled suddenly and said:

“Why, it’s you, Ben! I warn’t noticing.”

“Say – I’m going in a-swimming, I am. Don’t you wish you could? But of course you’d druther work – wouldn’t you? Course you would!”

Tom contemplated the boy a bit, and said:

“What do you call work?”

“Why, ain’t that work?”

Tom resumed his whitewashing, and answered carelessly:

“Well, maybe it is, and maybe it ain’t. All I know, is, it suits Tom Sawyer.”

“Oh come, now, you don’t mean to let on that you like it?”

The brush continued to move.

“Like it? Well, I don’t see why I oughtn’t to like it. Does a boy get a chance to whitewash a fence every day?”

That put the thing in a new light. Ben stopped nibbling his apple. Tom swept his brush daintily back and forth – stepped back to note the effect – added a touch here and there – criticised the effect again – Ben watching every move and getting more and more interested, more and more absorbed. Presently he said:

“Say, Tom, let me whitewash a little.”

Tom considered, was about to consent; but he altered his mind:

“No – no – I reckon it wouldn’t hardly do, Ben. You see, Aunt Polly’s awful particular about this fence – right here on the street, you know – but if it was the back fence I wouldn’t mind and she wouldn’t. Yes, she’s awful particular about this fence; it’s got to be done very careful; I reckon there ain’t one boy in a thousand, maybe two thousand, that can do it the way it’s got to be done.”

“No – is that so? Oh come, now – lemme, just try. Only just a little – I’d let you, if you was me, Tom.”

“Ben, I’d like to, honest injun; but Aunt Polly – well, Jim wanted to do it, but she wouldn’t let him; Sid wanted to do it, and she wouldn’t let Sid. Now don’t you see how I’m fixed? If you was to tackle this fence and anything was to happen to it – ”

“Oh, shucks, I’ll be just as careful. Now lemme try. Say – I’ll give you the core of my apple.”

“Well, here – No, Ben, now don’t. I’m afeard – ”

“I’ll give you all of it!”

Tom said to himself that it was not such a hollow world, after all.

Tom gave up the brush with reluctance in his face, but alacrity in his heart. And while the late steamer Big Missouri worked and sweated in the sun, the retired artist sat on a barrel in the shade close by, dangled his legs, munched his apple, and planned the slaughter of more innocents. There was no lack of material; boys happened along every little while; they came to jeer, but remained to whitewash. By the time Ben was fagged out, Tom had traded the next chance to Billy Fisher for a kite, in good repair; and when he played out, Johnny Miller bought in for a dead rat and a string to swing it with – and so on, and so on, hour after hour. And when the middle of the afternoon came, from being a poor poverty-stricken boy in the morning, Tom was literally rolling in wealth. He had besides the things before mentioned, twelve marbles,part of a jews-harp, a piece of blue bottle-glass to look through, a spool cannon, a key that wouldn’t unlock anything, a fragment of chalk, a glass stopper of a decanter, a tin soldier, a couple of tadpoles, six fire-crackers, a kitten with only one eye, a brass door-knob, a dog-collar – but no dog – the handle of a knife, four pieces of orange-peel, and a dilapidated old window sash.

He had had a nice, good, idle time all the while – plenty of company – and the fence had three coats of whitewash on it! If he hadn’t run out of whitewash he would have bankrupted every boy in the village.

Tom said to himself that it was not such a hollow world, after all. He had discovered a great law of human action, without knowing it – namely, that in order to make a man or a boy covet a thing, it is only necessary to make the thing difficult to attain. If he had been a great and wise philosopher, like the writer of this book, he would now have comprehended that Work consists of whatever a body is obliged to do, and that Play consists of whatever a body is not obliged to do. And this would help him to understand why constructing artificial flowers or performing on a tread-mill is work, while rolling ten-pins or climbing Mont Blanc is only amusement. There are wealthy gentlemen in England who drive four-horse passenger-coaches twenty or thirty miles on a daily line, in the summer, because the privilege costs them considerable money; but if they were offered wages for the service, that would turn it into work and then they would resign.

The boy mused awhile over the substantial change which had taken place in his worldly circumstances, and then wended toward headquarters to report.

Thinking about Soft Skills

1. What is team?
Ans: A team is a group of people who work together to achieve a common goal.

2. What are the skills required to work in a team?
Ans: To work in a team, we need to listen well, share ideas, respect others, help each other, and solve problems together.

3. How will you develop these skills in yourself?
Ans: I will listen to others, speak kindly, help my friends, and practice teamwork in group activities.

Soft Skills at the Workplace

1. If you want to carry out an operation against a competitor in business, how will you achieve unity and team spirit within your group and in your company?

Ans: We will talk openly with each other, plan together, and give respect to everyone’s ideas. We will set a clear goal and support each other to reach it.

2. How do individual habits help or hinder working in teams?

Ans: Good habits like being on time and speaking politely help the team. Bad habits like laziness or being rude can stop teamwork and create problems.

3. How will you handle a situation when a team member does not report for work?

Ans: First, I will find out the reason. If it’s a problem, I will try to help. If it happens often, I will talk to the leader or manager about it.

4. At higher levels of management, decision making is always a matter of life and death for a company. Discuss.

Ans: Big decisions affect the whole company. A wrong choice can cause loss. A good decision can bring success. So, managers must think carefully and take advice before deciding.

5. When a team is divided on certain issues, how will you bring about unity among the team members?

Ans: I will let everyone share their views. I will ask the team to find a middle way. I will remind them of the team’s goal and ask them to work together.

Case Study / Real Life Experience

(You may have watched games or been part of organising functions and special events held. Choose any one event and write about how teams, groups, and committees contribute to the success of the programme.)

“Real Life Experience – Teamwork in Organising an Event”:

Last year, our college organised the Annual Day function. I was part of the organising team. We had different groups and committees to manage the event. One group looked after decorations, another managed the stage and sound system, and one team handled invitations and guest seating. The cultural committee arranged dance and singing performances. Our teachers guided us, but we, the students, did most of the planning and work. We had regular meetings where we shared ideas and solved problems together. Sometimes there were disagreements, but we talked calmly and found the best solutions. Everyone worked hard and supported each other. Because of this team spirit, the event was a big success. The guests enjoyed the programme, and our principal praised the teamwork. This experience taught me how important groups, teams, and committees are. Without teamwork, such a big event would not have been possible.

✅ MCQs on Tom Sawyer – The Whitewashing Scene

What day is described at the beginning of the story?
A. Monday
B. Friday
C. Saturday
D. Sunday
What chore was Tom given by Aunt Polly?
A. Fetching water
B. Mowing the lawn
C. Whitewashing the fence
D. Cleaning the house
How long was the fence Tom had to paint?
A. 10 yards
B. 30 yards
C. 20 yards
D. 15 yards
What color was the paint Tom had to use?
A. Red
B. Blue
C. White
D. Yellow
How did Tom feel when he saw the fence?
A. Happy
B. Excited
C. Sad and discouraged
D. Proud
Who came out singing “Buffalo Gals”?
A. Ben
B. Jim
C. Sid
D. Billy
What did Tom try to do to avoid whitewashing?
A. Run away
B. Fall sick
C. Trade tasks with Jim
D. Call Aunt Polly
Why did Jim refuse to help Tom whitewash the fence?
A. He didn’t like painting
B. He was afraid of Aunt Polly
C. He had to go swimming
D. He was lazy
What did Tom offer Jim in exchange for fetching water?
A. A coin
B. A kite
C. A white alley (marble)
D. His apple
What finally attracted Jim to stay and listen?
A. Tom’s story
B. Tom’s sore toe
C. Tom’s new toy
D. Tom’s jokes
What happened when Aunt Polly found Jim with Tom?
A. She praised them
B. She scolded Tom
C. She gave them sweets
D. She punished Jim
What was Tom afraid of while whitewashing?
A. The sun
B. Running out of paint
C. Other boys making fun of him
D. The brush breaking
What did Tom check in his pocket?
A. Food
B. Money
C. Toys and marbles
D. A letter
Why couldn’t Tom buy a boy’s help?
A. He had no toys
B. He didn’t have enough things to trade
C. Nobody wanted to help
D. Aunt Polly stopped him
Who was the first boy to come along?
A. Jim
B. Ben Rogers
C. Billy
D. Johnny
What was Ben pretending to be?
A. A train
B. A horse
C. A king
D. A steamboat
What was the name of the steamboat Ben acted like?
A. Big Missouri
B. Queen River
C. River Belle
D. Mississippi Star
What did Tom do when Ben teased him?
A. Fought with him
B. Ignored him
C. Cried
D. Called Aunt Polly
What did Tom pretend about whitewashing?
A. That it was boring
B. That he didn’t care
C. That it was fun and special
D. That he was being punished
What made Ben interested in painting?
A. Tom’s apple
B. Tom’s serious attitude
C. Tom’s acting
D. Tom’s toys
What did Ben offer in exchange for painting?
A. A kite
B. A coin
C. His apple
D. A cat
How did Tom act when Ben asked to paint?
A. Eagerly gave the brush
B. Said yes immediately
C. Refused at first
D. Ran away
What reason did Tom give for not letting Ben paint at first?
A. He was tired
B. Aunt Polly was strict
C. The brush was broken
D. He had no time
How did Ben convince Tom to let him paint?
A. Begged
B. Gave him a toy
C. Offered the whole apple
D. Called Aunt Polly
What did Tom do while Ben painted?
A. Went home
B. Sat and relaxed
C. Played marbles
D. Ran off to the river
What did the other boys come to do?
A. Laugh at Tom
B. Help Ben
C. Watch the painting
D. Whitewash in exchange for toys
What did Billy Fisher give to paint?
A. A dead rat
B. A kite
C. A cat
D. A biscuit
What did Johnny Miller give?
A. A toy soldier
B. A glass bottle
C. A dead rat and a string
D. A marble
How many marbles did Tom collect?
A. 8
B. 10
C. 12
D. 14
What else did Tom get besides toys?
A. Money
B. Homework help
C. Food
D. Company and fun
How many coats of whitewash were on the fence by the end?
A. 1
B. 2
C. 3
D. 4
What did Tom say about the world in the end?
A. It’s still boring
B. It’s full of work
C. It’s not a hollow world after all
D. It’s unfair
What great law did Tom discover?
A. That friends matter
B. That school is boring
C. That people want what is hard to get
D. That whitewashing is fun
What is considered ‘work’ in the story?
A. Anything fun
B. What we are forced to do
C. Playing with toys
D. Watching others
What is considered ‘play’?
A. Anything boring
B. What we do on Sundays
C. What we are not forced to do
D. Whitewashing fences
What would make rich Englishmen stop driving coaches?
A. If the roads were bad
B. If it was boring
C. If they were paid for it
D. If people laughed
What did Tom trade for a dog-collar?
A. A toy
B. A marble
C. A coin
D. Nothing – he got it from a boy
What did Tom get that had no use?
A. An old shoe
B. A key that wouldn’t unlock anything
C. A broken brush
D. A nail
What did Tom NOT receive?
A. A kitten
B. A mirror
C. A piece of chalk
D. A tin soldier
What was wrong with the kitten?
A. It was hungry
B. It had one eye
C. It was black
D. It was wild
What did Tom sit on while relaxing?
A. A chair
B. A bench
C. A barrel
D. A step
What made the other boys want to paint?
A. Tom’s stories
B. Tom’s acting skills
C. Tom’s clever trick
D. Aunt Polly’s orders
What does the word “covet” mean in the story?
A. To hate something
B. To desire or want something
C. To play with something
D. To clean something
Why did Tom’s trick work so well?
A. Because he lied
B. Because he acted well
C. Because people want things they can’t easily have
D. Because the fence was small
What helped Tom get out of work?
A. His sore toe
B. His clever thinking
C. Jim’s help
D. Aunt Polly’s kindness
What is the main theme of this story?
A. Obedience
B. Cleverness and human nature
C. Friendship
D. Sadness
What kind of story is this?
A. Horror
B. Tragedy
C. Humour
D. Mystery
Who is the author of the story?
A. Charles Dickens
B. Ruskin Bond
C. Mark Twain
D. William Blake
What lesson does the story teach?
A. Work is fun
B. Children are naughty
C. Clever thinking can turn work into play
D. Games are better than chores
What helped Tom turn the situation in his favour?
A. Magic
B. Lying
C. Trick and clever thinking
D. Bribing the boys

✅ Answer Key:

C – Saturday
C – Whitewashing the fence
B – 30 yards
C – White
C – Sad and discouraged
B – Jim
C – Trade tasks with Jim
B – He was afraid of Aunt Polly
C – A white alley (marble)
B – Tom’s sore toe
D – She punished Jim
C – Other boys making fun of him
C – Toys and marbles
B – He didn’t have enough things to trade
B – Ben Rogers
D – A steamboat
A – Big Missouri
B – Ignored him
C – That it was fun and special
B – Tom’s serious attitude
C – His apple
C – Refused at first
B – Aunt Polly was strict
C – Offered the whole apple
B – Sat and relaxed
D – Whitewash in exchange for toys
B – A kite
C – A dead rat and a string
C – 12
D – Company and fun
C – 3
C – It’s not a hollow world after all
C – That people want what is hard to get
B – What we are forced to do
C – What we are not forced to do
C – If they were paid for it
D – Nothing – he got it from a boy
B – A key that wouldn’t unlock anything
B – A mirror
B – It had one eye
C – A barrel
C – Tom’s clever trick
B – To desire or want something
C – Because people want things they can’t easily have
B – His clever thinking
B – Cleverness and human nature
C – Humour
C – Mark Twain
C – Clever thinking can turn work into play
C – Trick and clever thinking

Indra Nooyi: A Corporate Giant - Note Making - Note Taking, Summary, Comprehension - Question Answers

Indra Nooyi: A Corporate Giant

Read the passage given below and answer the questions that follows:

Indra Nooyi has directed the company's global strategy for over a decade and was the primary architect of its restructuring, including the divestiture (restructuring/selling off subsidiary business) of its restaurants into the successful Yum! Brands, inc. (incorporated-legally established), the spin-off (creating another independent sub business) and public offering of company-owned bottling operations into anchor bottler Pepsi Bottling Group (PBG), acquiring Tropicana, and the merger with Quaker Oats that brought the vital Quaker and Gatorade businesses to PepsiCo. She earned plaudits (appreciation) for her strategic planning and vision.

Recently, Nooyi has been driving critical cross-business initiatives to enhance operations and enable PepsiCo to meet the changing needs of consumers and retailers, the company said. Speaking on behalf of PepsiCo's board of Directors, Presiding Director Robert E Allen said: 'We have seen first-hand the difference that Indra has made on the business and the people, and we look forward to working even more closely with her to usher (help) in the next generation of dramatic growth and advancement that has been a hallmark (identity mark/symbol) of PepsiCo since its founding.'

On her part, Nooyi described her elevation (advancement/progress)) as a humbling experience. 'I am humbled by the opportunity to lead PepsiCo, and profoundly grateful to follow in the footsteps of Steve Reinemund, Roger Enrico, Wayne Calloway and Don Kendall. Steve has steered (directed) the company to a strong and enviable position, and he will be a continuing source of wisdom and perspective. I am equally fortunate to have amazing partners, not only on the board and executive team, but in the bright, talented colleagues around the world who deliver the results every day and as committed as I am to continue capturing every growth opportunity,’ Nooyi said.

There are many interesting aspects of Indra Nooyi's successful journey to the top of a prominent global corporation. one we'd like to take note of here is her explanation of how she was able to handle her official and personal responsibilities. She hired nannies (caretakers) and had a helpful family support system. PepsiCo, however, seems to have gone a good deal further, at least for its senior staffers, in creating a support system for their parental roles. Nooyi has said her nine-year old daughter would come from school and only had to call the office to say she wanted to come over to be near her mother; the office would arrange the details. She says it wasn't uncommon to find her daughter sitting with the company's founder-chief, or doing her homework in the offices of other executives; she talks of how it was usual for the entire senior team to lend a hand with others' children when the need arose, how the office telephone receptionist was trained to handle her children's queries and monitor their schedule when she herself would be travelling on work.

In sum, says Nooyi, rules two and three for how she has got to the top of the PepsiCo ladder (rule one being the pluses (+) of strong family ties) consist of co-opting (choosing/having) the 'entire ecosystem around you' to bring up your kids and for having a 'closed-loop'(fast response feedback connection link) system to keep you abreast (well-informed) of what's going on at home, thanks to the office. Put another way, the punishing (exhausting/demanding) output that helped get Nooyi to the top-never going home in the evening, answering e-mails promptly at 4 a.m. -was possible since her employers recognised that they couldn't expect her to optimally integrate her many roles with the office one, without making a sincere effort to meet her halfway.

This is far, far beyond what almost all employers, state or private, in business or any other field of work, consider appropriate. Yet, if you wish to foster and draw out the potential that, by definition, exists in each human, workplaces have to change in this direction. Else, remain satisfied with having worried, unsure employees, making unsatisfactory compromises in all directions.

1. List out some of the reasons for Indra Nooyi's professional success.

Ans:

a. Strategic planning and restructuring of PepsiCo, including spin-offs and acquisitions.
b. Visionary leadership in driving global business strategies.
c. Strong support system at home and workplace for balancing personal and professional life.
d. Ability to co-opt the entire ecosystem around her, including family and office.
e. Unmatched dedication and work ethic—working late hours and early mornings.
f. Supportive and collaborative work environment that valued work-life integration.

2. Give one example of each of the activities that Indra Nooyi undertook and which led to her rise in PepsiCo:

Ans:

a. Divestiture – She divested PepsiCo’s restaurants into Yum! Brands Inc.
b. Spin-off – She created the independent Pepsi Bottling Group (PBG).
c. Acquisition – She led the acquisition of Tropicana.
d. Merger – She facilitated the merger with Quaker Oats.
e. Cross-business initiatives – She enhanced operations to meet changing consumer needs.
f. Strategic planning – She was praised for her vision and long-term strategies.

3. What were the two main types of support that Indra Nooyi received which enabled her to devote herself to her career?

Ans:

a. Family support system – including nannies and her supportive family.
b. Organizational support – PepsiCo offered a child-friendly work environment and flexible arrangements for her daughter.

4. Why does Indra Nooyi describe her experience as a humbling one?

Ans:

Indra Nooyi said she felt proud to lead the company. She was happy to follow great leaders and thankful for the trust of the board and her team.

5. Explain the following phrases as they have been used in the passage:

Ans:

a. entire ecosystem – The complete set of people and systems (family, workplace, colleagues) that support and help in managing responsibilities.

b. closed-loop – A communication system that ensures continuous, real-time feedback to keep someone updated, especially about home and personal matters.

c. punishing output – Extremely demanding and exhausting level of work and productivity, such as working late or answering emails at 4 a.m.

d. optimally integrate many roles – To successfully and efficiently combine different responsibilities, such as being a mother and a corporate leader.

e. foster and draw out – To encourage, develop, and bring forth the full potential in individuals.

6. Rewrite the following sentences in indirect speech:

a. 'I am humbled by the opportunity to lead PepsiCo and profoundly grateful to follow the footsteps of Steve Reinemund, Roger Enrico, Wayne Calloway and Don Kendall.'

Ans:

Indra Nooyi said that she was humbled by the opportunity to lead PepsiCo and was profoundly grateful to follow in the footsteps of Steve Reinemund, Roger Enrico, Wayne Calloway, and Don Kendall.

b. 'We have seen first-hand the difference that Indra has made on the business and the people, and we look forward to working even more closely with her to usher in the next generation of dramatic growth and advancement that has been a hallmark of PepsiCo since its founding.'

Ans.

Robert E. Allen said that they had seen first-hand the difference Indra had made on the business and the people, and that they looked forward to working even more closely with her to usher in the next generation of dramatic growth and advancement that had been a hallmark of PepsiCo since its founding.

7. Rewrite the sentence in past tense:

Original: Recently, Nooyi has been driving critical cross-business initiatives to enhance operations and enable PepsiCo to meet the changing needs of consumers and retailers.

Rewritten: Recently, Nooyi drove critical cross-business initiatives to enhance operations and enabled PepsiCo to meet the changing needs of consumers and retailers.

8. The last paragraph of the passage is an example of:

Answer: b. conclusion

9. From the passage pick out one word/phrase that represents:

a. time – Recently
b. comment – I am humbled by the opportunity...
c. conclusion – In sum

✅ Note-Taking:

Indra Nooyi led PepsiCo’s global strategy.
She made big changes in the company.
Sold restaurant business → Yum! Brands.
Created new bottling group → PBG.
Bought Tropicana.
Merged with Quaker Oats.
Got praise for her planning and ideas.
Her family helped her manage home.
Hired nannies for her children.
PepsiCo supported her as a mother.
Her daughter could visit office easily.
Staff helped take care of her child.
Receptionist answered child’s calls.
She worked hard—answered emails at 4 a.m.
Said strong family and office support helped her.
Felt proud and thankful to lead the company.
Said workplace should help working parents.

✅ Note-Making

I. Leadership at PepsiCo

   1. Global strategy planner
   2. Major restructuring
      a. Divestiture – Yum! Brands
      b. Spin-off – PBG
      c. Acq. of Tropicana
      d. Merger – Quaker Oats

II. Support System
   1. Family – hired nannies
   2. Workplace
      a. Child-friendly env.
      b. Colleagues helped with kids
      c. Receptionist handled calls

III. Keys to Success
   1. Strong family ties
   2. Supportive workplace
   3. Hard work – emails at 4 a.m.
   4. Integrated home & work roles

IV. Recognition & Values
   1. Board’s praise
   2. Nooyi’s gratitude
   3. Workplace as growth enabler

Abbreviations Used:

Acq. – Acquisition
Env. – Environment
PBG – Pepsi Bottling Group

✅ Summary

Indra Nooyi successfully led PepsiCo’s global strategy and major changes such as mergers and acquisitions. Her success came from strong family support and a flexible workplace that helped her balance work and motherhood. PepsiCo’s child-friendly culture allowed her to stay focused while being a mother. Her dedication and early morning work habits showed her commitment. She felt humbled and thankful to lead the company and credited both her team and family for her journey.

Wednesday, July 9, 2025

'The Power of A Plate of Rice' by Ifeoma Okoye: MCQs, Short Questions, Case Study-Real Life Experience

I walked hurriedly to Mr. Aziza's office, breathing heavily in steadily rising anger. Aziza's The January sun was blazing in fury, taking undue advantage of the temporary withdrawal of the seasonal harmattan. As I arrived at the office, which was at the end of the administration block, I remembered one of mother's precepts: "Do nothing in anger. Wait till your anger melts like thick palm oil placed under the sun." Mother was a philosopher of sorts. Poor woman. She passed away before I could reward her for all the sacrifices she made on my behalf, forgoing many comforts just so that I could get some education, and for carrying the financial burden of the family during my father's protracted illness and even after his premature death. In deference to mother, I stood by Mr. Aziza's door for a few seconds, trying to stifle my anger, but failing woefully. Only an angel or an idiot would remain calm in my situation.

At last I knocked on the mottled green door.

"Come in."

Mr. Aziza's authoritative voice hit me like a blow, startling me. I opened the door and walked in, my anger still smouldering.

Mr. Aziza, the Principal of the secondary school where I was teaching, was seated behind a medium-sized desk made of cheap white wood and thickly coated with varnish. Books, files, letter trays, and loose sheets of paper jostled for a place on the desk. He raised his coconut-shaped head, closed the file he was reading, removed his plastic framed spectacles and peered at me.

"Yes, Mrs. Cheta Adu. What do you want?" His voice was on the defensive and the look on his ridged face was intimidating.

We were paid irregularly. Although it was the end of January, the salary in question was for the October of the previous year. Four months without any salary and yet we went to work regularly.

"Yes, I did, Mrs. Cheta Adu.' Mr. Aziza's small, narrow eyes pierced me like a lethal weapon. As one teacher had put it, he paralysed his prey with his eyes before dealing a death blow to them.

"What have I done, Sir?" I asked, trying to load the word 'Sir' with as much sarcasm as I could to indicate how I felt inside.

Mr. Aziza fingered his bulbous nose, a part of his body which had been the butt of many a teacher's joke. He was known to love food more than anything else, and one female teacher had once said that most of what he ate went into his nose.

"You were away from school without permission for four days last week," Mr Aziza finally declared.

My anger, which a few minutes ago had reduced to a simmer, suddenly began to bubble like a pot of ogbono soup when the fire under it is poked.

I said as calmly as I could, "In those four days, Sir, I almost lost my baby. I had already explained the circumstances to you. My baby became very ill suddenly. I had to rush him to hospital. For those four days, Sir, he battled for his life."

"And so?" Mr. Aziza intoned.

Someone knocked at the door and I turned to see the second Vice-Principal's bearded face as he opened it. "I'll be back," a thin lipped, hair-fringed mouth said and disappeared. The appearance of the bearded face was like a comic scene in a Shakespearean tragedy. Christmas and the New Year, a salaried worker was left with little money for the rest of January. And for those who had children in school, paying school fees and buying books and school uniforms for the new school year often became a nightmare. This year was worse for me because I and all the other teachers in the school were last paid in September the year before.

"I am a widow, Sir," I pleaded with Mr. Aziza. "I am the sole bread-winner for my family. Times are hard. My children cannot survive till the end of February without my next salary."

Mr. Aziza said, "I don't want to know, Mrs. Cheta Adu. My decision is final."

He stood up, hitched his trousers, up with his elbows, and walked to a window on his right and peered out of it. He was a small, wiry man, the type mother often told me to be beware of.

Helpless, I stood watching him, a man known for his inflexibility. I knew from my colleagues' experiences that taking my case to the State Schools Management Board would be futile as Mr. Aziza had ingratiated himself with the powerful and high- ranking officers of the Board. As the Principal of one of the elite schools in the state, he had helped their children admitted into his school even when the spoilt ones among them did not pass the entrance examination. I also knew that taking Mr. Aziza to court was out of the question. Where would get I the money for a lawyer? Besides, civil cases had been known to last for months or even years because of unnecessary and often deliberate court adjournments.

Mr. Aziza walked back to his chair and sat down.

I looked hard at him and, without saying anything more, left his office. In a taxi taking me home, I thought about nothing else but Mr Aziza.

This was the second time I had found myself at his mercy. The first time was when, five years ago, I was transferred to his school from a secondary school in Onitsha where I was teaching before my marriage. On reading the letter posting me to his school - I had delivered it to him personally - he had flung it at me and had declared, "I don't want any more female teachers in my school, especially married ones."

"What have we done?", I had wanted to know.

"You're a lazy lot," he had said. "You always find excuses to be away from school. Today it's this child of yours becoming ill who must be taken to hospital, and tomorrow it's the funeral of one relation or another."

When he officially refused to give me a place in his school, I resorted to a tactic I had used always before. I kept calling at his office every day, often without uttering a word, until I broke his resistance and made him accept me. This time, however, I had the feeling that he would not budge, no matter what I did.

When I arrived home after five in the evening, my mother-in-law was walking up and down in front of my flat with my two-year old son, Rapulu, tied on her back, and four-year old Dulue trailing behind her.

"You're late, Cheta," my mother-in-law said. "I was beginning to think you were not going to come home." She looked weary and worried.

"Sorry, Mama, I have some problems at school," I walked to her after hugging Dulue, who had trotted to me. "And how is Rap?" I asked.

"He's ill."

I placed the back of my hand on my younger son's forehead. It was piping hot.

"You're not going to be ill again, Rapulu?" I said under my breath. Aloud I asked, "How long has he been running a temperature, Mama?"

"A short while after you left for school in the morning," my mother-in-law replied.

I helped her untie Rapulu from her back and took him in, Dulue trotting behind me. I stripped Rapulu of his clothes, put him on the settee, fetched a bowl of cold water and a towel and began to sponge him down. He yelled and kicked, but I ignored him. Dulue, with his thumb in his mouth, kept on mumbling that he was hungry, while my mother-in-law stood speechless, watching me.

Presently, I remembered that I should have given Rapulu some fever medicine. I ran into the bedroom in the flat and dashed out with a small bottle. Taking Rapulu in my arms, I gave him a teaspoonful of the bitter-sweet medicine and began to sponge him again.

Mother-in-law soon dozed off. Poor woman, she must have had a trying day. She was a widow too and I had brought her to help me look after my children. Bless her, for what could I have done if she had refused my offer? Another reason why I brought her to live with me was to save costs. I used to send her money every month to supplement the meagre proceeds from her farms.

We had a late lunch of yam and raw palm oil. It was the last piece of yam in the house. I skipped supper because I wanted to make sure that the garri and egusi soup which I had would last for two nights.

The night was a long one. First, I lay awake for fear that Rapulu might become worse, but fortunately the fever did not persist. Then I reviewed all that I had gone through since I lost Afam, my husband who was an only child, in a ghastly motor accident a little more than a year before. He was a brilliant banker. We were at the university together, he studying banking and I mathematics. As luck would have it, we were posted to the same state for our National Youth Service. We became engaged at the end of our service and married shortly after. He died a fortnight after our fifth wedding anniversary and, ever since, my life had become an endless journey into the land of hardship and frustration. I had, under great pressure, spent all our savings to give my husband what my people and his had called a befitting burial, and what I saw as a senseless waste of hard-earned money.

For the better part of the night, I worried over how I was going to pay the January rent, how I was going to feed my two sons and my mother-in-law, and what I was going to do if Rapulu became so ill that he had to be hospitalized again? I already owed two of my friends some money and could not see myself summoning up the courage to go to them again.

I borrowed money again and for two long weeks I managed to feed my family, sometimes going without meals myself. I became irritable, and students complained that I was being too hard on them. My good-natured mother-in-law became equally touchy and nagged me incessantly. My two sons threw tantrums, spending a great deal of time crying. Soon I had no money left and no one to lend me more. I had reached a point when I had to do something drastic or allow my sons to die of hunger.

On the 23rd of February, after school hours, I went to Mr Aziza's office and once again pleaded with him to pay me.

"You're wasting your time, Mrs. Cheta Adu," he said. "I never change my mind. You will receive your salary on the 28th of February and not even one day earlier."

I left his office and waited for him in the outer room. At four o'clock he left his office. I followed him to his house, which was situated near the school main gate, and he turned and asked me why I was following him. I remained silent. He opened the door and walked in. Quietly, I followed him into his sitting room and sat down without any invitation to do so. The room was sparsely furnished. A black and white television stood on top of the shelf next to a small transistor radio. Near them, were a small dining room and a steel back chair.

Mr Aziza lived alone. His wife and six children lived at Onitsha about 100 kilometres away.

Mr. Aziza turned and faced me. "Look, Mrs. Adu, you'll achieve nothing by following me like a dog. You may stay here forever, but you'll not make me change my mind." He disappeared through a door on the right.

Presently, his houseboy walked into the room and began to lay the table. The smell of jollof rice wafted around my nostrils, reactivating in me the hunger which had been suppressed by anger, depression, and desperation. The houseboy finished laying the table and left.

On impulse I left my chair, walked to the dining table and sat down on the chair beside it. Removing the lid on the plate, I stared at the appetising mound of jollof rice. Then I grabbed the spoon beside the plate and began to eat. I ate quickly and not only with relish, but also with vengeance and animosity.

I heard a door squeak and turned to see Mr. Aziza walk into the sitting room. His jaw dropped and his mouth remained open as he stared at me.

"What do you think you're doing, Mrs. Cheta Adu?" he bellowed, finding his tongue at last. Disbelief was written all over his face.

I ignored the question and continued to help myself to the rice. I scooped a large piece of meat into my mouth, my cheeks bulging.

Mr. Aziza strode to the table, snatched the spoon from me with his right hand and with his left snatched the plate of rice away from me. It was almost empty now. I rose from the chair and moved a little bit back from him, thinking he was going to hit me.

He faced me, his eyes deadly. "Get out of my house, I say, get out!"

"Not until I receive my salary," I said calmly. Desperation had given me a form of courage I had not experienced before.

Mr. Aziza barked at me. "Get out. Go to the Bursar. Tell him I said he can pay you now."

I said calmly, "He'll not believe me. Why not give me a note for him?"

He scribbled a note, threw it at me and I grabbed it. Trying hard to suppress a smile, I said, "Thank you, Sir," and left the room, still chewing the rubbery meat in my mouth.

Thinking about leadership skills

What do you feel are some of the qualities of good leaders?
Ans: Good leaders are kind, honest, and strong. They help others and do the right thing.
Is initiative an essential quality in leaders? Why do you think so?
Ans: Yes, it is. A good leader starts work without being told and solves problems quickly.
Do good leaders keep motivated throughout their lives? How do you think they do so?
Ans: Yes, they stay motivated by believing in themselves and their goals. They also think of ways to help others.

Workplace skills

How do you deal with a colleague from the opposite sex?
Ans: I treat them with respect and kindness. I work with them like a friend or teammate.
How would you handle difficult financial situations?
Ans: I try to spend less and save money. I ask for help if I really need it.
Do your family members enable you to perform your work well? How do they do so? How do you balance your personal relationships with your duties?
Ans: Yes, my family helps by taking care of things at home. I spend time with them after work and plan my day well.
Have you ever been in a critical situation? How did you manage your interpersonal relations in the workplace during this time?
Ans: Yes, I stayed calm and talked kindly to others. I did my best to finish my work and not hurt anyone’s feelings.

Case Study or Real-life experience: Gender Discrimination

(Gender discrimination continues to this day in most parts of the world. In a paragraph of 150 words write about what gender discrimination means to you and how you would combat it from a leadership position.)

To me, gender discrimination means treating someone unfairly because they are a boy or a girl. It means not giving equal chances to girls just because they are girls, or not letting boys do something because it is seen as a girl’s job. This is not right. Boys and girls should be treated the same. Everyone should get equal respect, love, and chances to learn and grow.

If I become a leader, I will make sure that both boys and girls can do all types of work. I will listen to everyone and not ignore someone because of their gender. I will tell others that girls can be strong and smart just like boys. I will also stop people from making fun of others because of their gender. I believe all people are equal. If we work together, we can stop gender discrimination and make the world fair for all.

MCQs: “The Power of a Plate of Rice” by Ifeoma Okoye

What emotion does Cheta feel at the beginning of the story?
A. Joy
B. Fear
C. Anger
D. Surprise
What is Cheta’s reason for visiting Mr. Aziza’s office?
A. She wanted a new classroom.
B. She needed medical leave.
C. She wanted her salary.
D. She was resigning.
What advice did Cheta remember from her mother?
A. Never talk to strangers.
B. Wait for anger to cool before acting.
C. Always speak loudly.
D. Do everything in a hurry.
Why was Cheta angry with Mr. Aziza?
A. He insulted her.
B. He refused to give her leave.
C. He withheld her salary for months.
D. He fired her.
What illness did Cheta's child suffer from?
A. Cold
B. High fever
C. Malaria
D. Measles
What was Mr. Aziza’s response to Cheta’s request for early payment?
A. He agreed immediately.
B. He ignored her.
C. He refused firmly.
D. He asked her to return later.
What kind of leader is Mr. Aziza portrayed as in the beginning?
A. Kind and generous
B. Fair and just
C. Proud and helpful
D. Rigid and uncaring
How does Cheta describe her mother-in-law?
A. Lazy and careless
B. Patient and hardworking
C. Rude and loud
D. Weak and quiet
What personal tragedy did Cheta face before the story began?
A. Her husband left her.
B. Her house burned down.
C. Her husband died in an accident.
D. She lost her job.
What qualities make Cheta a strong leader in the story?
A. Wealth and power
B. Anger and revenge
C. Patience and determination
D. Obedience and silence
What does the story highlight about financial struggles?
A. They only affect the lazy.
B. They are always due to poor planning.
C. They can affect even hardworking people.
D. Only men face them.
What does Cheta's decision to eat Aziza's food show?
A. Bad manners
B. Desperation turned into action
C. Greed
D. Joy
How does Mr. Aziza react when he sees Cheta eating his food?
A. He laughs.
B. He joins her.
C. He shouts and becomes angry.
D. He walks away.
What leadership lesson can be learned from Cheta’s final act?
A. Be silent in pain.
B. Fight for your rights boldly.
C. Avoid your boss.
D. Never talk back.
What does Cheta do after eating the rice?
A. Cries and apologizes.
B. Demands her salary.
C. Leaves quietly.
D. Cleans the table.
Why was Cheta hesitant to go to court?
A. She didn't believe in courts.
B. She didn’t have enough money.
C. She had no documents.
D. She was scared of the police.
Why was Aziza able to ignore teacher complaints?
A. He was very kind.
B. He had powerful connections.
C. He paid everyone.
D. He never stayed in school.
What trait of Mr. Aziza made him unapproachable?
A. Kindness
B. Sarcasm
C. Strictness
D. His silence
What is a key leadership failure shown by Mr. Aziza?
A. Too many meetings
B. Lack of communication
C. Not supporting his team
D. Eating too much
What does the title “The Power of a Plate of Rice” suggest?
A. Hunger brings weakness.
B. Food can solve problems.
C. Simple actions can have strong impact.
D. Rice is a powerful food.
What value did Cheta uphold throughout the story?
A. Revenge
B. Laziness
C. Courage
D. Gossip
How did Cheta manage her responsibilities at home?
A. With support from her mother-in-law
B. By quitting her job
C. By asking for charity
D. By sending her kids away
What type of conflict is shown between Cheta and Aziza?
A. Man vs. nature
B. Man vs. technology
C. Woman vs. authority
D. Teacher vs. student
Why did Cheta skip her dinner?
A. She had eaten enough
B. She had no food left
C. She was fasting
D. She was angry
What made Cheta a good role model?
A. She shouted at people
B. She kept trying without giving up
C. She followed Aziza’s orders
D. She went to the media
Who took care of Cheta’s children during her absence?
A. Her sister
B. Her neighbor
C. Her mother-in-law
D. A paid maid
What symbol does the rice hold in the story?
A. Health
B. Respect
C. Survival and resistance
D. Luxury
What was Cheta’s profession?
A. Principal
B. Cook
C. Banker
D. Teacher
What was Aziza’s attitude toward married female teachers?
A. Supportive
B. Respectful
C. Negative
D. Encouraging
Why did Cheta not get paid on time?
A. School was closed.
B. Aziza held her salary.
C. She was absent for a day.
D. Her account had issues.
What quality does Cheta show when she refuses to leave Aziza’s house?
A. Pride
B. Patience
C. Determination
D. Arrogance
What is one thing Cheta does not lose in the story?
A. Her job
B. Her courage
C. Her husband
D. Her friends
What does the story teach about empathy in leadership?
A. It is a weakness
B. It’s not needed
C. It helps leaders support others
D. Only poor people need it
What does Cheta do after receiving the payment note?
A. Tears it
B. Thanks Aziza
C. Cries
D. Goes home
What important value did Cheta learn from her mother?
A. Revenge
B. Wait and think before acting in anger
C. Always fight first
D. Be silent always
What do Cheta’s children represent in the story?
A. Her burden
B. Her excuse
C. Her motivation
D. Her pain
How did Cheta finally get her salary?
A. By complaining to the board
B. By going to court
C. By boldly confronting Aziza
D. By writing a letter
What made Cheta break her silence in the end?
A. Anger
B. Desperation
C. Fear
D. Joy
What role did food play in this story?
A. It created conflict
B. It was a reward
C. It triggered action and justice
D. It was poisoned
Why does the story focus on rice?
A. It is expensive
B. It symbolizes hunger and power
C. It is Aziza’s favorite
D. It is easy to cook
What lesson about leadership does the story give?
A. A leader must always be feared
B. Good leaders must have power
C. Good leaders must listen and care
D. Anger leads to success
What kept Cheta going even without money?
A. Her dreams
B. Her children’s needs
C. Her mother’s advice
D. Her mother-in-law’s help
What kind of home does Aziza live in?
A. Poor and messy
B. Simple and lonely
C. Grand and clean
D. No home
What does Cheta do that surprises Mr. Aziza the most?
A. She cries
B. She eats his food
C. She apologizes
D. She faints
What did Cheta use to get the Bursar to pay her?
A. A phone call
B. A message
C. A written note from Aziza
D. A friend’s help
Which event shows Cheta’s leadership in action?
A. Waiting outside the office
B. Eating the rice
C. Scolding her students
D. Sleeping without food
What key leadership quality is missing in Mr. Aziza?
A. Confidence
B. Intelligence
C. Empathy
D. Strength
What does the story say about gender bias?
A. It no longer exists
B. Only women cause it
C. It affects women’s careers
D. Men face it more
What did Cheta’s husband do before his death?
A. A teacher
B. A doctor
C. A banker
D. A lawyer
How does Cheta’s story inspire leadership?
A. By showing how to fight with violence
B. By showing bravery, resilience, and courage
C. By obeying rules quietly
D. By giving up

English Language and Literature: A Study Guide for Students

Monday, July 21, 2025