Jonathan Swifts Gullivers Travels - Yahoos and Houyhnhnms :: Gullivers Travels Essays

What do the Yahoos and the Houyhnhnms stand for? What moral was Swift drawing from them? The answer to the second question depends on the solution of the first. One solution could be that the Yahoos represent man as he actually is, self-seeking, sensual and depraved, while the Houyhnhnms symbolize what man ought to be, unselfish, rational, cultured. In the fourth voyage, Swift presents a case study for opposing states of nature, with the Yahoos representing the argument that man is governed by his passions, seeking his own advantage, pursuing pleasures and avoiding pain, and the Houyhnhnms representing the argument that man is governed by reason. If this is the case, then Swift’s misanthropy was such that he saw men as the foul and disgusting Yahoos, and made it plain that reform of the species was out of the question. A major fault with this theory is that it leaves no place for Gulliver. When attention is drawn to the figure of Gulliver himself, as distinct from his creator, Swift, he is taken to be the moral of the story. If you can't be a Houyhnhnm you don't need to be a Yahoo; just try to be like Gulliver. The trouble with this idea is that when taking a closer look at Gulliver, he isn't worth emulating. The final picture of him talking with the horses in the stable for four hours a day, unable to stand the company o f his own family, makes him look foolish.  Ã‚   Another theory is that Gulliver made a mistake in regarding the Houyhnhnms as models to be emulated: so far from being admirable creatures they are as repulsive as the Yahoos. The Yahoos might be ruled by their passions, but these have no human passions at all. On this view, Swift was not advocating, but attacking reason. The voyage does seem to have a slight religious moral also. One of the oldest debates in Christianity concerns the nature of man since the fall of Adam. He was so corrupted by that event that left to his own devices he was beyond redemption. His passions naturally inclined him toward vice, and his reason, so far from bringing him out of his vicious ways, led him even further into error. Only Divine Revelation could bring men back to the straight and narrow path of virtue. Although man is naturally inclined toward evil, nevertheless his own unaided reason could bring him to knowledge of moral truth.

Jet Blue Leadership

David Neeleman, founder of JetBlue airline, garnered support for his new airline in part using inspirational appeals directed at investors and politicians, as well as potential partners. He managed to convince skeptics that he could make his idea of a low cost airline work. Some say Neeleman was successful by â€Å"sheer force of his personality† (Kreitner, 2005, p. 378). Neeleman’s primary power base of reference as can be seen in the way airline employees view him. Tom Krizek, JetBlue pilot, said, â€Å"I would walk through a burning building for him† (Salter, 2004  ¶1). Surprisingly, this was said after meeting Neeleman only a few hours before. Neeleman has more than just the power of his personality, though. His experience and knowledge of the airline industry was useful when it came to recruiting top employees to JetBlue, as an expert in the airline industry, â€Å"his track record served him well† (Kreitner, 2005, p. 379). Using Daniel Goleman’s concept of emotional intelligence (EQ), Neeleman has shown that he has the ability to manage his emotions and behaviors, indicating a high EQ. Neeleman expects to succeed, handles setbacks with ease, and looks at issues with an original perspective. His ability to relate to everyone from baggage handlers to key investors and charm them all is a reflection of his ability to manage relationships and social interaction. Neeleman admits he has an attention deficit disorder, and uses this knowledge to his advantage. This self-awareness and ability to manage his weaknesses has been an important factor in Neeleman’s continued success. Neeleman’s leadership style closest resembles the team management style described by Robert Blake and Jane Mouton (Kreitner, 2005). This emphasis on people is apparent in the daily interactions he has with the employees of JetBlue. Neeleman says,† I want them to know that I value what they do† (Salter, 2004, p. 3). This balance of high concern for both profitability and the people within the organization has created an atmosphere of respect and trust (Kreitner, 2005). James McGregor Burns says that a transformational leader is a â€Å"master of change† (Kreitner, 2005). This description certainly might be applied to David Neeleman. Neeleman, who has successfully started three airlines, see opportunity that others miss. Another characteristic of a transformational leader seen in Neeleman is charisma. Neal Moszkowski, board member of JetBlue, says, â€Å"His presence, coupled with the strength of his team, was staggering† (as cited by Kreitner, 2005, p. 380). Neeleman also has characteristics of a servant leader, as seen in his ability to communicate his vision, encourage trust, and his faith in his own insight and inspiration (Kreitner, 2005). He believes that the â€Å"best bosses practice servant leadership; helping others do their jobs better† (Salter, 2004, p. 2). Neeleman has been successful in turning his ideas into a profitable airline. Although he is no longer with JetBlue, I believe Neeleman’s leadership ability and innovative thinking will give him opportunity for success in anything he decides to do. Neeleman has strength of character that is evident in the way he conducts himself. His focus on customer service and his relationship with his employees demonstrate his social and professional abilities. While at JetBlue, Neeleman would pitch in with the flight crew, â€Å"working alongside them, creating the JetBlue experience: great service that fosters loyal customers† (Salter, 2004). His idea of loyal customers has helped the airline find success where others have failed. JetBlue's customers can be fanatical in their devotion to the airline† (Brer, 2010), and this devotion has kept JetBlue flying high. References Brer, J. (2010, March 12). Airline Stocks Cruising Upward After Two Turbulent Years. Retrieved March 13, 2010, from http://www. dailyfinance. com/story/investing/airline-stocks-cruis ing-upward-after-two-turbulent-years/19394820/ Kreitner, R. (2005). Foundations of management. Boston: Houghton Mifflin Company. Salter, C. (2004, May 1). And now the hard part. Retrieved March 13, 2010, from http://www. fastcompany. com/magazine/82/jetblue. html? page=0,5

Battle of Bennington - American Revolution

The Battle of Bennington was fought during the American Revolution (1775-1783).  Part of the Saratoga Campaign, the Battle of Bennington took place on August 16, 1777. Commanders Armies: Americans Brigadier General John StarkColonel Seth Warner2,000 men British Hessian Lieutenant Colonel Friedrich BaumLieutenant Colonel Heinrich von Breymann1,250 men Battle of Bennington - Background During the summer of 1777, British Major General John Burgoyne advanced down the Hudson River valley from Canada with the goal of splitting the rebellious American colonies in two. After winning victories at Fort Ticonderoga, Hubbardton, and Fort Ann, his advance began to slow due to treacherous terrain and harassment from American forces. Running low on supplies, he ordered Lt. Colonel Friedrich Baum to take 800 men to raid the American supply depot at Bennington, VT. Upon leaving Fort Miller, Baum believed there to be only 400 militia guarding Bennington. Battle of Bennington - Scouting the Enemy While en route, he received intelligence that the garrison had been reinforced by 1,500 New Hampshire militiamen under the command of Brigadier General John Stark. Outnumbered, Baum halted his advance at the Walloomsac River and requested additional troops from Fort Miller. In the meantime, his Hessian troops built a small redoubt on the heights overlooking the river. Seeing that he had Baum outnumbered, Stark began to reconnoiter the Hessian position on August 14 and 15. On the afternoon of the 16th, Stark moved his men into position to attack. Battle of Bennington - Stark Strikes Realizing that Baums men were spread thin, Stark ordered his men to envelop the enemys line, while he assaulted the redoubt from the front. Moving to the attack, Starks men were able to quickly rout Baums Loyalist and Native American troops, leaving only the Hessians in the redoubt. Fighting valiantly, the Hessians were able to hold their position until they ran low on powder. Desperate, they launched a saber charge in an attempt to break out. This was defeated with Baum mortally wounded in the process. Trapped by Starks men, the remaining Hessians surrendered. As Starks men were processing their Hessian captives, Baums reinforcements arrived. Seeing that the Americans were vulnerable, Lt. Colonel Heinrich von Breymann and his fresh troops immediately attacked. Stark quickly reformed his lines to meet the new threat. His situation was bolstered by the timely arrival of Colonel Seth Warners Vermont militia, which aided in repulsing von Breymanns assault. Having blunted the Hessian attack, Stark and Warner counterattacked and drove von Breymanns men from the field. Battle of Bennington - Aftermath Impact During the Battle of Bennington, the British Hessians suffered 207 killed and 700 captured to only 40 killed and 30 wounded for the Americans. The victory at Bennington aided in the subsequent American triumph at Saratoga by depriving Burgoynes army of vital supplies and provided a much-needed​ morale boost for the American troops on the northern frontier.