The Civil War Siege of Vicksburg

The siege of Vicksburg on July 4, 1863, was a significant battle of the United States Civil War, and the culmination of one of the most brilliant military campaigns of the war. Vicksburg was a fortress with a massive artillery located on a sharp bend in the Mississippi River. Known as the Gibraltar of the Confederacy, Vicksburg controlled movement and trade along the Mississippi and linked Texas and Louisiana to the rest of the Confederacy. It was the second largest city in Mississippi after Natchez, with an economy based on cotton and riverboat trade and transportation. The 1860 census reports that Vicksburg had a population of 4,591 people, including 3,158 whites, 31 free blacks, and 1,402 slaves. Failed Attempts, and a Plan The north early recognized Vicksburg as a pivotal point, and the first northern siege of the city was attempted in summer 1862 by Admiral David Farragut. General ​Ulysses S. Grant tried again in the winter of 1862-1863, and after two more unsuccessful assaults in May of 1863, Grant began to plan a long-term strategy. To take the fort, there needed to be weeks of bombardment and isolation of Vicksburg from its sources of food, ammunition, and soldiers. Federal forces held the Mississippi River, and as long as the Union forces held their position, the encircled Confederates led by Major Maurice Kavanaugh Simons and the Second Texas Infantry faced decreasing resources. Assembled Union forces began making their way south to Vicksburg during the summer of 1863, masked by occasional forays by gunboats shelling random targets and cavalry raids. By June many of Vicksburgs residents hid in underground caves, and all the people and soldiers were on short rations. The Vicksburg press reported that there would soon be forces coming to their rescue, but General John C. Pemberton who was in charge of Vicksburgs defense knew better and began to scale down expectations. Progress, and a Literary Reference Intermittent shelling from the river increased and intensified during the first week of July, and Vicksburg fell on the fourth. Troops marched in and the stronghold with 30,000 men was ceded to the Union. The battle had 19,233 casualties of which 10,142 were Union soldiers, but the control of Vicksburg meant that the Union commanded traffic on the Mississippi Rivers southern reaches. With the loss of Pemberton’s army and this vital stronghold on the Mississippi, the Confederacy was effectively split in half. Grants successes in the West boosted his reputation, leading ultimately to his appointment as General-in-Chief of the Union armies. Mark Twain and Vicksburg Twenty years later, American satirist Mark Twain used the siege of Vicksburg to craft his Battle of the Sand-Belt in A Connecticut Yankee in King Arthurs Court. According to Mark Twain aficionado and science fiction writer Scott Dalrymple, Grant is represented in the novel by its hero, Boss Hank Morgan. Like reports of the Siege of Vicksburg, the Battle of the Sand-Belt is, says Dalrymple, a relentlessly realistic portrayal of war, a clash between a chivalric, slave-owning, agrarian society and a modern, technologically advanced republic led by a general-president. Sources Braudaway DL. 2001. A Texan Records the Civil War Siege of Vicksburg, Mississippi: The Journal of Maj. Maurice Kavanaugh Simons, 1863. The Southwestern Historical Quarterly 105(1):92-131.Dalrymple S. 1996. Just War, Pure and Simple: A Connecticut Yankee in King Arthurs Court and the American Civil War. American Literary Realism, 1870-1910 29(1):1-11.Henry G, and Simms LM. 1967. A Louisiana Engineer at the Siege of Vicksburg: Letters of Henry Ginder. Louisiana History: The Journal of the Louisiana Historical Association 8(4):371-378.Osborn GC. 1955. A Tennessean at the Siege of Vicksburg: The Diary of Samuel Alexander Ramsey Swan, May-July, 1863. Tennessee Historical Quarterly 14(4):353-372.

8 People Who Inspired Charles Darwin

Sammy will definitely feel this event all his life Free Essays

The basic plot of John Updike’s A P is that Sammy clerks in a grocery store.   Stokesie is a young man who also works at the store, but he is there to support his family. We will write a custom essay sample on Sammy will definitely feel this event all his life or any similar topic only for you Order Now There are some bold girls that come into the store and are frowned upon by the management.   The girls are dressed in beach attire and when Lengel (the manager) refuses to serve them, Sammy quits his job.   Lengel warns him â€Å"You’ll feel this for the rest of your life,† (Updike) and Sammy agrees. Sammy will definitely feel this event all his life.   By quitting his job, he is rejecting Lengel and his middle-class, uptight attitude.  Ã‚   In Sammy’s mind, the girls should be able to come in dressed in beach ware and not be judged.   Frivolous behavior should be tolerated and not frowned upon.  Ã‚   If they are dressed to scantily and cause people to look at them, that’s okay.   They’re young.   If men look at them, that is okay too.   It’s okay to look at pretty girls without feeling guilty. Sammy really grows up throughout the course of the story.   As Sammy walks away from the store he realizes â€Å"how hard the world was going to be to me hereafter† (Updike).   Sammy realizes that much of the world is filled with people who think like Lengel, and that he will be the one to buck the system.   He is not willing to go along with the status quo, and that will make his life difficult. The Lengels of the world are just too narrow to simply enjoy watching a pretty girl.   Sammy will be able to enjoy those simple pleasures without condemning them. In rejecting Lengel’s values, he is also rejecting the values of his family or his circle of society.   He decides that he wants more in life than vying for a manager position in an A P.   He refers to the shoppers as â€Å"sheep† and decides that he does not want to be a sheep. The girls in their swimsuits simply help bring about that epiphany.   Sammy has really won according to his own values, but in the minds of many others, he has lost.   Everyone will know that he quit.   His parents will most likely be disappointed and might think his reasons frivolous.   It is only the beginning of bucking the system for Sammy. Works Cited Updike, John.   A P. How to cite Sammy will definitely feel this event all his life, Papers

The 21 Irrefutable Laws of Leadership free essay sample

Leadership consultant and former pastor John Maxwell offers twenty one â€Å"laws† distilled from his experience as a self-confessed â€Å"expert leader†.. Leadership consultant and former pastor John Maxwell offers twenty one â€Å"laws† distilled from his experience as a self-confessed â€Å"expert leader. † 1. The Law of the lid. Your leadership is like a lid or a ceiling on your organisation. Your church or business will not rise beyond the level your leadership allows. That’s why when a corporation or team needs to be fixed, they fire the leader. 2. The Law of Influence. Leadership is simply about influencing people. Nothing more, nothing less. The true test of a leader is to ask him to create positive change in an organisation. If you cannot create change, you cannot lead. Being a leader is not about being first, or being an entrepreneur, or being the most knowledgeable, or being a manager. Being a leader is not just holding a leadership position. (â€Å"It’s not the position that makes a leader, but the leader who makes a position. †) Positional leadership especially does not work in volunteer organisations. The very essence of all power to influence lies in getting the other person to participate. â€Å"He who thinks he leads , but has no followers, is only taking a walk. † 3. The Law of Process. Leadership is learned over time. And it can be learned. People skills, emotional strength, vision, momentum, and timing are all areas that can and should be learned. Leaders are always learners. 4. The Law of Navigation. Anyone can steer the ship, but it takes a leader to chart the course. Vision is defined as the ability to see the whole trip before leaving the dock. A leader will also see obstacles before others do. A leader sees more, sees farther, and sees before others. A navigator (leader) listens – he finds out about grassroots level reactions. Navigators balance optimism with realism. Preparation is the key to good navigation. â€Å"It’s not the size of the project, it’s the size of the leader that counts. † 5. The Law of E. F. Hutton. Hutton was America’s most influential stock market analyst. When he spoke, everyone listened. When real leaders speak, people automatically listen. Conversely, in any group or church, you can identify the real leaders by looking for those who people listen to. According to Margaret Thatcher, â€Å"being in power is like being a lady – if you have to tell people you are, you aren’t. † (p45) Tips for a Positional leader – like a newly appointed minister – who wants to become a REAL leader†¦ look for the existing real leaders and work to have influence there. Factors involved in being accepted as a new real leader include character, building key relationships, information, intuition, experience, past success. and ability. 6. The Law of Solid Ground. Trust is the foundation for all effective leadership. When it comes to leadership, there are no shortcuts. Building trust requires competence, connection and character. 7. The Law of Respect. People naturally follow people stronger than themselves. Even natural leaders tend to fall in behind those who they sense have a higher â€Å"leadership quotient† than themselves. 8. The Law of Intuition. Leaders evaluate everything with a Leadership bias. Leaders see trends, resources and problems, and can read people. 9. The Law of Magnetism. Leaders attract people like themselves. Who you are is who you attract. (Mmmm†¦ I thought like poles were meant to repel! ) Handy hint: â€Å"Staff† your weaknesses. If you only attract followers, your organisation will be weak. Work to attract leaders rather than followers if you want to build a truly strong organisation. 10. The Law of Connection. You must touch the heart before you ask people to follow. Communicate on the level of emotion first to make a personal connection. 11. The Law of the Inner Circle. A leader’s potential is determined by those closest to him. â€Å"The leader finds greatness in the group, and helps the members find it in themselves. † (p113) 12. The Law of Empowerment. Only secure leaders give power to others. Mark Twain said, â€Å"Great things can happen when you don’t care who gets the credit. † (p127). Another point to ponder†¦ â€Å"Great leaders gain authority by giving it away. † 13. The Law of Reproduction. It takes a leader to raise up a leader. Followers can’t do it, and neither can institutional programs â€Å"It takes one to know one, to show one, to grow one. † The potential of an organisation depends on the growth of its leadership. 14. The Law of Buy-In. People buy in to the leader first, then the vision. If they don’t like the leader but like the vision, they get a new leader. If they don’t like the leader or the vision, they get a new leader. If they don’t like the vison but like the leader, they get a new vision. The Law of Victory. Leaders find a way for the team to win. â€Å"You can’t win WITHOUT good athletes, but you CAN lose with them. † p162). Unity of vision, diversity of skills plus a leader are needed for a win. 16. The Law of Momentum. You can’t steer a ship that isn’t moving forward. It takes a leader to create forward motion. 17. The Law of Priorities. Activity is not necessarily accomplishment. We need to learn the difference. â€Å"A leader is the one who climbs the tallest tree, surveys the entire situation, and yells â€Å"Wrong Jungle! †Ã¢â‚¬  (p176) If you are a leader, you must learn the three â€Å"Rs† ) what’s Required b) what gives the greatest Return c) what brings the greatest Reward. The Law of Sacrifice. A leader must give up to go up. Successful leaders must maintain an attitude of sacrifice to turn around an organisation. One sacrifice seldom brings success. As he worked to turn around the Chrysler Corporation, Lee Iacocca slashed his own salary to $1 per year. †When you beome a leader, you lose the right to think about yourself. † 19. The Law of Timing. When to lead is as important as what to do and where to go. Only the right action at the right time will bring success. 20. The Law of Explosive Growth. To add growth, lead followers. To multiply growth, lead leaders. â€Å"It is my job to build the people who are going to build the company. † 21. The Law of Legacy. A leader’s lasting value is measured by succession. â€Å"Leadership is the one thing you can’t delegate. You either exercise it – or abdicate it.   This is a book with some valuable practical insights. John Maxwell, a former senior pastor and now a management consultant, has spent much of his working life reading and researching the essential features of leadership. But don’t be mislead – while Maxwell offers practical insights, there is very little biblical material involved. This is a book that sits on the shelves of Christian bookshops only by virtue of Maxwell’s publishing connections. Australians will find some features of the book irritating. We don’t share the American â€Å"leadership culture†, and Maxwell’s personal reminiscences about his leadership triumphs will leave most readers cold. For example†¦ â€Å"As I mentioned in previous chapters, I sometimes teach leadership outside the United States. Over the years I’ve held conferences in Australia, Brazil, Canada, Indonesia, Korea, New Zealand, Nigeria and South Africa. In addition, my books have been translated into more than twenty languages, and my tapes are distributed to countries all around the globe. So I know my leadership principles have travelled far. † You’ll also need to be prepared for endless illustrations drawn from the worlds of American pro football and basketball. If NBA and NFL coaching tales leave you cold, maybe the stories of American civil war heroes and corporate mavens will ease the pain – though I doubt it Overall, though, this is a book with a stack of useful insights into the process of leadership, which may even help you do it better. Phil Campbell 21