Siege of Charleston in the American Revolution

The Siege of Charleston took place from March 29 to May 12, 1780, during the American Revolution (1775-1783) and came about after a change in British strategy. Shifting their focus to the southern colonies, the British first captured Savannah, GA in 1778 before mounting a major expedition against Charleston, SC in 1780. Landing,  Lieutenant General Sir Henry Clinton conducted a brief campaign that drove American forces under Major General Benjamin Lincoln back into the Charleston. Conducting a siege of the city, Clinton compelled Lincoln to surrender. The defeat resulted in one of the largest single surrenders of American troops and created a strategic crisis in the South for the Continental Congress. Background In 1779, Lieutenant General Sir Henry Clinton began making plans for an attack on the Southern colonies. This was largely encouraged by a belief that Loyalist support in the region was strong and would facilitate its recapture. Clinton had attempted to capture Charleston, SC in June 1776, however the mission failed when Admiral Sir Peter Parkers naval forces were repulsed by fire from Colonel William Moultries men at Fort Sullivan (later Fort Moultrie). The first move of the new British campaign was the capture of Savannah, GA. Arriving with a force of 3,500 men, Lieutenant Colonel Archibald Campbell took the city without a fight on December 29, 1778. French and American forces under Major General Benjamin Lincoln laid siege to the city on September 16, 1779. Assaulting the British works a month later, Lincolns men were repulsed and the siege failed. On December 26, 1779, Clinton left 15,000 men under General Wilhelm von Knyphausen in New York to hold General George Washingtons army at bay and sailed south with 14 warships and 90 transports for another attempt on Charleston. Overseen by Vice Admiral Mariot Arbuthnot, the fleet carried an expeditionary force of around 8,500 men. Armies Commanders Americans Major General Benjamin LincolnCommodore Abraham Whipple5,500 men British Lieutenant General Sir Henry Clintonrising to 10,000-14,000 men Coming Ashore Shortly after putting to sea, Clintons fleet was beset by a series of intense storms which scattered his ships. Regrouping off Tybee Roads, Clinton landed a small diversionary force in Georgia before sailing north with the bulk of the fleet to Edisto Inlet approximately 30 miles south of Charleston. This pause also saw Lieutenant Colonel Banastre Tarleton and Major Patrick Ferguson go ashore to secure new mounts for Clintons cavalry as many of the horses that had been loaded in New York had suffered injuries at sea. Unwilling to attempt forcing the harbor as in 1776, he ordered his army to begin landing on Simmons Island on February 11 and planned to approach the city by an overland route. Three days later British forces advanced on Stono Ferry but withdrew upon spotting American troops. Returning the next day, they found the ferry abandoned. Fortifying the area, they pressed on towards Charleston and crossed to James Island. In late February, Clintons men skirmished with American forces led by Chevalier Pierre-Franà §ois Vernier and Lieutenant Colonel Francis Marion. Through the rest of the month and into early March, the British wrested control of James Island and captured Fort Johnson which guarded the southern approaches to Charleston harbor. With control of the southern side of the harbor secured, on March 10, Clintons second in command, Major General Lord Charles Cornwallis, crossed to the mainland with British forces via Wappoo Cut (Map). American Preparations Advancing up the Ashley River, the British secured a series of plantations, such as Middleton Place and Drayton Hall, as American troops watched from the north bank. While Clintons army moved along the river, Lincoln worked to prepare Charleston to withstand a siege. He was aided in this by Governor John Rutledge who ordered 600 slaves to construct new fortifications across the neck between the Ashley and Cooper Rivers. This was fronted by a defensive canal. Only possessing 1,100 Continentals and 2,500 militia, Lincoln lacked the numbers to face Clinton in the field. Supporting the army were four Continental Navy ships under Commodore Abraham Whipple as well as four South Carolina Navy vessels and two French ships. Not believing he could defeat the Royal Navy in the harbor, Whipple first withdrew his squadron behind a log boom which protected the entrance to the Cooper River before later transferring their guns to the land defenses and scuttling his ships. Though Lincoln questioned these actions, Whipples decisions were backed by a naval board. In addition, the American commander would be reinforced on April 7 by the arrival of Brigadier General William Woodfords 750 Virginia Continentals which raised his total strength to 5,500. The arrival of these men was offset by British reinforcements under Lord Rawdon which increased Clintons army to between 10,000-14,000. The City Invested Having been reinforced, Clinton crossed the Ashley under the cover of fog on March 29. Advancing on the Charleston defenses, the British began constructing siege lines on April 2. Two days later, the British constructed redoubts to protect the flanks of their siege line while also working to pull a small warship across the neck to the Cooper River. On April 8, the British fleet ran past the guns of Fort Moultrie and entered the harbor. Despite these setbacks, Lincoln retained contact with the outside via the north shore of the Cooper River (Map). With the situation rapidly decaying, Rutledge escaped the city on April 13. Moving to completely isolate the city, Clinton ordered Tarleton to take a force to sweep away Brigadier General Isaac Hugers small command at Moncks Corner to the north. Attacking on at 3:00 AM on April 14, Tarleton surprised and routed the Americans. After the fighting, Vernier was killed by Tarletons men despite asking for quarter. It was the first of several brutal actions taken by Tarletons men during the campaign. With the loss of this crossroads, Clinton secured the north bank of the Cooper River when Tarleton joined with Lieutenant Colonel James Websters command. This combined force advanced down the river to within six miles of the city and cut off Lincolns line of retreat. Understanding the severity of the situation, Lincoln called a council of war. Though advised to continue defending the city, he instead elected to parley with Clinton on April 21. In the meeting, Lincoln offered to evacuate the city if his men were permitted to depart. With the enemy trapped, Clinton immediately refused this request. Tightening the Noose Following this meeting, a massive artillery exchange ensued. On April 24, American forces sortied against the British siege lines but to little effect. Five days later, the British began operations against the dam that held the water in the defensive canal. Heavy fighting began as the Americans sought to protect the dam. Despite their best efforts, it was nearly drained by May 6 opening the way for a British assault. Lincolns situation further worsened when Fort Moultrie fell to British forces under Colonel Robert Arbuthnot. On May 8, Clinton demanded that the Americans unconditionally surrender. Refusing, Lincoln again attempted to negotiate for an evacuation. Again denying this request, Clinton began a heavy bombardment the following day. Continuing into the night, the British pounded the American lines. This, coupled with the use of hot shot a few days later, which set several buildings on fire, broke the spirit of the citys civic leaders who began pressing Lincoln to surrender. Seeing no other option, Lincoln contacted Clinton on May 11 and marched out of the city to surrender the following day.   Aftermath The defeat at Charleston was a disaster for American forces in the South and saw the elimination of the Continental Army in the region. In the fighting, Lincoln lost 92 killed and 148 wounded, and 5,266 captured. The surrender at Charleston ranks as the US Armys third largest surrender behind the Fall of Bataan (1942) and Battle of Harpers Ferry (1862). British casualties before Charleston numbered 76 killed and 182 wounded. Departing Charleston for New York in June, Clinton turned over command at Charleston to Cornwallis who quickly began establishing outposts across the interior. In the wake of the citys loss, Tarleton inflicted another defeat on the Americans at Waxhaws on May 29. Scrambling to recover, Congress dispatched the victor of Saratoga, Major General Horatio Gates, south with fresh troops. Rashly advancing, he was routed by Cornwallis at Camden in August. The American situation in the southern colonies did not begin stabilize until the arrival of Major General Nathanael Greene that fall. Under Greene, American forces inflicted heavy losses on Cornwallis at Guilford Court House in March 1781 and worked to regain the interior from the British.

Argentina Crisis Related to Greeces Case - 2681 Words

BANKING PAPER REQUIEREMENTS My paper will discusses about the link between both crisis in Greece and Argentina, what we have learnt since this crisis and what are the common mistakes committed by both. Economic environment â€Å"Eleven years after the financial crisis of 2001, which led to the largest default in history (75 billion Euros), Argentina has reimbursed, the August 3, the last holders of securities issued during the freezing of assets, called corralito (small enclosure). The final explosion occurs when the Minister of Economy Domingo Cavallo announced on 1 December 2001, before the flight of capital and the liquidity crisis, the implementation of corralito, limiting bank withdrawals to 250 pesos a week†¦show more content†¦Depositors start to withdraw their bank deposits, raising fears of a liquidity crisis for many financial institutions. People of Argentina didn’t trust about the system, making a liquidity crisis due to the higher amount of withdrawals especially caused by a lack of confidence or unexpected need for cash, the crisis of confidence in general lead to a liquidity crisis. Banking system was trapped in a vicious cycle of untrustworthiness, impacts were symptomatic as quoting â€Å"you could see customers queuing to withdraw their savings, liquidating their bank accounts frantically and when people began to understand that they could probably not recover fully their savings that people began fights and that we understand the effects of the crisis†. A system risks has spread into the system and contagion has becoming effective quickly due to the fall of confidence of people and the incapacity to bank to pay back people. In addition, the Argentinean banks are interconnected and shared risks and when the first one declare bankruptcy, the assets contained in the banks found themselves insolvent, and thus risked bankruptcy and the generalized bankruptcy of the system. Recession causes strikes and decrease of public income, which has as its corollary the increase in public debt, and the fact that they must pay back the debt in peso, due to his withdrawal ofShow MoreRelatedGreece Case Analysis816 Words   |  4 Pagesoccurred in the fourth century. To top it all off, Greece has spent ninety years which is almost half of the time since it’s independence in a financial crisis? This all leads up to the longheld debate between many citizens of this country and many others that may possibly be affected by this tough decision. At the peak of Greece’s financial crisis, (as of 2016) over 314 billion euros in debt, many are fighting over whether or not they should return back to their original, national currency, otherwiseRead MoreThe Comparative Advantage of Greece in the Era of Recession4221 Words   |  17 PagesHeckscher-Ohlin. Furthermore we analyze the current situation of the country, Greece’s economic structure and its trade pe rformance, mainly the exports. In addition we identify the elements of the Greek competitiveness and the results of the fiscal consolidation that Greece is undergoing. Having analyzed the definition of the comparative advantage and the data concerning Greece’s reforms we proceed in identifying Greece’s comparative advantage mainly in four different sectors. Firstly we identify theRead MoreNation Branding-Best Practices Through Sports, Laws and Science7411 Words   |  30 Pagesexamples where countries like Denmark did an exceptional work with branding by Sports. Denmark brands itself with sports There are 99 ways to skin a cat, and some more to brand a nation. Sports is just another one to do so. A specific country, in this case, Denmark, is including sports and sports events within its nation branding agenda. â€Å"Sports events today are much more than a sports competition. They are an experience for the athletes and participants – and for the tv-viewers at home. They areRead MoreWine Consumption Essay examples6888 Words   |  28 Pageswith 70 acres of vines, with the ability to produce a variety of wine styles. Eddy and Frank are backed by an experienced team, with 50 employees in total. The winery currently produces 500,000 cases per year, but has the capacity to expand considerably. In Australia they sell for an average of $15 per bottle. 1-d. Product/s of the organisation under consideration for entry into an international market Australias

Linking Organizational Culture Structure â€Myassignmenthelp.Com

Question: Discuss About The Linking Organizational Culture Structure Strategy? Answer: Introducation In the present scenario, change management strategies are undertaken by organizations so as they can gain competitive advantage in the market. With the management of change, the company can easily modify its operational activities according to the demand and requirement(Alavi, Kayworth Leidner 2005). For the present report, the selected organization is British Petroleum (BP) one of the multinational oil and gas company that mainly indulge in activities related to exploration, refining, petrochemicals, renewable energy, etc. The report also will also focus on understanding the background to strategic change and how strategic change might be approached. On the other hand, the report will also assess different factors that act as driving force for implementing the strategic change within the organization. Models of strategic change There are various models of strategic change that might be used within the organization so that they can easily perform their operation accordant with the competitor activities. The most common used change model in the organization is Kurt Lewin change model that mainly engage in three stages unfreeze, movement and refreeze. The first stage is the unfrozen stage in which management recognize the need for change within the organization(Zheng, Yang McLean 2010). Under this stage, employee examines status quo. The second stage is movement in which management develops the new attitude and behaviour among the employees so that they can easily implement the change. The last stage in Kurt Lewin change model is the refreezing stage. Under this stage employees will stabilize the change and perform accordant with the new attitude and behaviour. Another useful model of strategic change includes Proscis ADKAR. This model indicates that effective change management mainly focuses on five goals such as awareness, desire, knowledge, ability, and reinforcement that support in the successful accomplishment of change within the organization. The five goals are described as follows- Awareness regarding need of change Desire to participate and support the change Knowledge regarding how to change Ability to implement change Reinforcement to keep change Relevance of models of strategic change to organization in UAE and global economic climate From the above-defined models of strategic change that is Kurt Lewin and ADKAR model, it has been evaluated that both of the models are relevant in managing change within British Petroleum (BP). With the help of implementing Kurt Lewin three-stage model, it benefits the organization in adopting the new culture and also supports their staffs and employees to gain the new behaviour and attitude so that they can easily resist the change(Balogun, Bartunek Do 2015). Along with this, through reviewing global economic condition within UAE (United Arab Emirates), it has been assessed that implementing Kurt Lewin change model also assist the organization to sustain in the environment and attain growth. On the other hand, another change model is Porscis ADKAR that is also consider as significant to BP in UAE as it allows the employees and leaders to focus on their activities that will ultimately result in driving individual change(Wirtz et al. 2016). Therefore, it is evaluated that both the change models are relevant to an organization in UAE as it assists the company to sustain in the competitive environment. The value of using strategic intervention techniques in organization Strategic intervention is considered as an active form of activities and actions that assist the organization in enabling proper communication. Different strategic intervention techniques are often used in British Petroleum so that management can easily implement the change. It mainly includes forming alliances within the organization, cultural change within the environment, etc. It has been further assessed that there is the significant value of using strategic intervention techniques in the cited organization as it supports the organization in managing and resisting the change correctly(Benn, Dunphy Griffiths 2014). Along with this, it also focuses on executing proper change without any hazard and risk. The need for strategic change in selected organization To succeed in the developed market that is United Arab Emirates (UAE) organization requires undergoing the change process. Different internal and external factors might result in bringing change within the organizational operation. For instance, BP in UAE needs to engage in change process due to their controversies related with damaging the environment, hazards to workers as well as other ineffective business practices(Van der Voet 2014). Therefore, to overcome the above activities BP requires implementing strategic change process that assists them to survive in the competitive environment. Apart from this, there are some other needs for implementing strategic change in the cited organization that is to gain competitive advantage. The need for strategic change in BP also enables them to be more focused. BP has been enjoying significant market share and also gain competitive advantage from its competitors through implementing change within the environment and learning the actual requirement of customers(Cabrey Haughey 2014). With the constant change, it has facilitated BP to adapt in any setting. For instance, leading oil and gas companies have undergone green to guard the environment and have turn out to be the big promoter for going green. The factors that are driving the need for strategic change Different factors are driving the need for strategic change within the activities of British Petroleum it mainly includes political and environmental factor. The operational activities of BP are primarily affected by environmental aspect within UAE. The company has indulged in deepwater horizon oil spill in the Gulf of Mexico that has negatively affect the environment and different other resources(Tanner-McAllister, Rhodes Hockings 2017). To overcome such issues in UAE Company is required to follow the environmental standard to overcome the environmental issues related to wastage and pollution. Apart from this, with the technological up gradation, it is required by the business organization to undertake change management process. BP must be ready to engage in technological change and adopt such changes as it might result in improving their operational activities. For instance, with the advancement in technology, BP must engage in using new machinery and tools for drilling purpose(Cameron Green 2015). Along with this, BP has advanced their technology and engaged in practices so that they may easily find out the oil and gas. Therefore, environmental factor, as well as the technological factor both, are considered as driving factor the easily accomplishes the need for strategic change within British Petroleum. Resource implication of the selected organization not responding to strategic change It has been assessed that there are different resource implication of British Petroleum that results in not responding to the strategic change. If BP does not appropriately respond to the change, then it might adversely affect their resources such as it would influence the human resource that is the increase in employee turnover, layoffs, etc. Along with this, resource implication of BP not responding to strategic change would also impact the physical resources that are it affects non-current assets of the cited organization such as equipment, vehicles, buildings, etc. In order to manage change effectively within BP, it is required by human resource manager to implement different strategies that would result in enhancing change within the organization(Cameron Quinn 2005). For instance, training plays the significant role within the organization as it assists the employees and staff to get trained so that they may easily engage in responding to the strategic change. Develop systems to involve stakeholders in the planning of change Many organizations participate in developing the strategic plan for the organization and through which they have involved their stakeholders in the planning of change. Strategic planning must involve every employee as well as stakeholders of British Petroleum so that they may successfully plan the change(Kuipers et al. 2014). The primary system that is used to involve stakeholders in the planning of change within BP includes functional system. This system indicates that once the organization has attained the growth now, they must engage in dividing their responsibilities so that all stakeholders of BP can easily involve in the planning of change. On the other hand, another system to involve stakeholder is through playing it straight. Under this, the basic requirements of every stakeholder is kept in mind and present them with the required information which can benefit them to implement the change successfully(Coghlan, Rashford de Figueiredo 2015). Develop a change management strategy with stakeholders To manage successful change within the British Petroleum, management indulges in developing change management strategies with their stakeholders. A strategy is defined as the plan of action that supports organization in the long run with attaining the advantage in the competitive market through configuring the competencies and different resources with the major purpose to accomplish the expectations of stakeholders. With the advancement in technology and implementing technological change within British Petroleum management must develop an effective strategy with their different stakeholders so that it might also meet their needs and expectations. Thus, the key aspect in developing change management strategy is to analyze the different stakeholders within organization whom might be impacted with implementing the change(Kavanagh Ashkanasy 2006). Strategies for managing change within the cited firm must create visible short-term goals so that it might clearly review the change. Another developed change management strategy with stakeholder includes effective communication through which BP overcome the resistance to change in their operational activities. Evaluate the systems used to involve stakeholders in the planning of change BP has developed the system that is used to involve different stakeholders for successful planning of change within the organization. From the above-developed system it has been evaluated both the system has played the significant role in involving various stakeholders(Goetsch Davis 2014). It has been further evaluated that functional system within BP has resulted in dividing responsibilities within the organization that further involve more stakeholders for planning the change. It has been evaluated that with this system every stakeholder would play the active part in planning and managing the change. Along with this, matrix system must also be used to involve stakeholders in planning the change as under this system different personnel or stakeholders collaborate for accomplishing the specific task and activities. Thus, with the help of matrix organizational system management can easily involve different stakeholders in planning the change(Hayes 2014). Create a strategy for managing resistance to change To manage resistance to change among the staff and workers it is required by the management to create an effective strategy. Creating effective strategy would support the staff to overcome the resistance and accept change within the activities. The key strategy that is used for managing resistance to change includes enabling active participation and involvement of employees within the organization so that they may easily put forward their views regarding managing the change successfully(Jones, Jimmieson Griffiths 2005). Apart from this, the communication strategy is also formulated by management for managing resistance to change within the BP. With the effective communication strategy management would convey the reason for implementing the change within their operational activities. Develop appropriate models for change For implementing successful technological change in BPs operation management team must focuses on developing the appropriate model of change through reviewing the change management model framed by John Kotter. The change model basically focuses on eight different steps. Steps in model of change 1. Create urgency The first step in the change model is creating urgency through developing scenario that what will happen in the future. Therefore, allows employees to adopt change in their activities(Hrebiniak 2013). 2. Form a powerful coalition Second step in change is forming power coalition that requires support from leaders and managers within BP so that they together assist employees in bringing the change. 3. Create vision for change Another step in change model is creating vision for change that is it would result in enhancing the drilling and exploration process within BP that further result in reducing the manual work performed by their staff and workers. 4. Communicate the vision After that management team must communicate their vision to workers so that they must gain information regarding the change(Hon, Bloom Crant 2014). Along with this, communicating vision also results in changing the behaviour and attitude of employees within BP towards adopting the new technology. 5. Remove obstacles Another step is to remove obstacles through hiring change leaders so that they may easily determine the people who are resisting the change and their actual requirement. 6. Create short term wins Another step is to create short term wins so that they can motivate their employees and workers to implement change without help of others. BP analyzes the potential pros and cons of implementing new machineries and tools in the drilling process. 7. Build on change After winning the short term goals management team analyze the results and things that need to be improved further in order to build on change. 8. Anchor the changes in corporate culture the market The last step in the change model is to secure the adopted changes within the environment so that change in future might not impact the corporate culture. Plan to implement a model for change in the selected organization In order to implement model for change in British Petroleum management must focuses on devising a plan. The plan mainly consists of different steps such as Assess- The first stage in implementing model for change must focuses on assessing the impact of change within the organization. Plan- After assessing the impact of change, management must engage in planning the activities so that workers within BP can easily implement the change(Balogun, Bartunek Do 2015). Act- After planning the activities workers must engage in the practices that brings change within their operation. Evaluate- After putting all the activities into action management must engage in evaluating the result that is worker has implemented change successfully or not. Sustain- The last step in planning includes sustaining that is hold on to the activities so that it might not impact the future activities(Tanner-McAllister, Rhodes Hockings 2017). Develop appropriate measures to monitor progress in the selected organization British Petroleum has undergone different changes within their environment and operational activities with the principal aim to enhance the performance of the organization. Thus, to monitor the progress of implemented change within the organization management develop appropriate measures such as- Goal-based evaluation- Under this method; management of BP can easily monitor progress in the cited firm through assessing the result(Benn, Dunphy Griffiths 2014). BP management sets certain goals within the organization and accomplishes them through implementing the change. Therefore, at the end of the goal-based evaluation, BP management will review whether goals have been achieved or not. Conclusion From the above report it can be inferred that strategic change management is consider as an effective approach that supports the organization to change their activities accordant with the existing competitors. However, there are different strategic change models has been also used by the management to implement technological change within their operational activities. References Alavi, M, Kayworth, TR Leidner, DE 2005, 'An economics examination of the influence of organizational culture on knowledge management practices.', Journal of management information systems, vol 22, no. 3, pp. 1991-224. Balogun, J, Bartunek, JM Do, B 2015, 'Senior managers sensemaking and responses to strategic change', Organization Science, vol 26, no. 4, pp. 960-979. Benn, S, Dunphy, D Griffiths, A 2014, 'Organizational change for corporate sustainability', Routledge, Abingdon. Cabrey, TS Haughey, A 2014, ' Enabling organizational change through strategic initiatives', A. Haughey, p. 16. Cameron, E Green, M 2015, 'Making sense of change management: A complete guide to the models, tools and techniques of organizational change', Kogan Page Publishers, London, United Kingdom. Cameron, KS Quinn, RE 2005, 'Diagnosing and changing organizational culture: Based on the competing values framework. ', John Wiley Sons, Hoboken, New Jersey, United States. Coghlan, D, Rashford, NS de Figueiredo, J.N 2015, 'Organizational change and strategy: An interlevel dynamics approach', Routledge, Abingdon. Goetsch, DL Davis, SB 2014, 'Quality management for organizational excellence', Upper Saddle River, NJ: pearson, New Jersey. Hayes, J 2014, 'The theory and practice of change management', Palgrave Macmillan, basingstoke. Herrmann, P Nadkarni, S 2014, 'Managing strategic change: The duality of CEO personality', Strategic Management Journal, vol 35, no. 9, pp. 1318-1342. Hon, AH, Bloom, M Crant, JM 2014, 'Overcoming resistance to change and enhancing creative performance', Journal of Management, vol 40, no. 3, pp. 919-941. Hornstein, HA 2015, 'he integration of project management and organizational change management is now a necessity', International Journal of Project Management, vol 33, no. 2, pp. 291-298. Hrebiniak, LG 2013, 'Making strategy work: Leading effective execution and change', FT Press, Upper Saddle River, New Jersey, United States. Jones, RA, Jimmieson, NL Griffiths, A 2005, 'The impact of organizational culture and reshaping capabilities on change implementation success: The mediating role of readiness for change.', Journal of Management Studies, vol 42, no. 2, pp. 361-386. Kavanagh, M, Ashkanasy, N,M 2006, 'The impact of leadership and change management strategy on organizational culture and individual acceptance of change during a merger', British Journal of Management, vol 17, no. S1. Kuipers, BS, Higgs, M, Kickert, W, Tummers, L, Grandia, J Van der Voet, J 2014, 'The management of change in public organizations: A literature review.', Public Administration, vol 92, no. 1, pp. 1-20. Tanner-McAllister, SL, Rhodes, J Hockings, M 2017, 'Managing for climate change on protected areas: An adaptive management decision making framework', Journal of Environmental Management, vol 204, pp. 510-518. Van der Voet, J 2014, 'The effectiveness and specificity of change management in a public organization: Transformational leadership and a bureaucratic organizational structure', European Management Journal, vol 32, no. 3, pp. 373-382. Wirtz, BW, Pistoia, A, Ullrich, S Gttel, V 2016, 'Business models: Origin, development and future research perspectives', Long Range Planning, vol 49, no. 1, pp. 36-54. Zheng, W, Yang, B McLean, GN 2010, 'Linking organizational culture, structure, strategy, and organizational effectiveness: Mediating role of knowledge management.', Journal of Business research, vol 63, no. 7, pp. 763-77

Legal Aspects of International Lagal Trade and Enterprise

Question: Discuss about the Legal Aspects of International Lagal Trade and Enterprise. Answer: Introduction: The legal aspects of International Trade introduce the complex international legal framework that enables the individuals, business organisation and the governments for exchanging the products and the services legally and successfully. According to the opinion of Barker et al. (2009), the international Trades legal aspects assist to offer a managerial perspectives and awareness regarding the legal implications. The specific action often assisted the Australian International Trade measures to increase its accessibility in the internal market segment. The study attempts to identify the legal aspects of international trade for an organisation which has the business operation in Australia. Considering the fact, the research associate has chosen the company, BHP Billiton Ltd., which is a multinational mining, metals and petroleum company. The regulatory framework of Australian government and the trade union has been identified in the current study to scrutinize the operational impact on t he company. Furthermore, identification of the treaties, conventions and the other agreements that have direct impact on the products and services offered by the multinational firm has been analysed in the present research. Body: BHP Billiton is a Melbourne based global mining company. The minerals segment of the company focusing on copper, coal, iron core and nickel in the Australian business that includes operations in Queensland, Westen Australia, South Australia and the New South Wales. In the addition, the operational capability and the technical expertise of BHP Billiton are the petroleum business that includes exploration, production and the development in the USA, Trinidad and Australia. As per the report of the Australian statistics, the number of employees of the firm was 43,238 in 2012, 46,892 in 2013 and 47,044 in 2014 (www.statista.com, 2016). According to the opinion of Cahoy (2008), the firm has a talented, dedicated and skilled workforce to contribute a better-standardised output. It has been speculated that due to some employment issues the company has reduced globally the number of employees, which was 42,829 in 2015 (www.statista.com, 2016). The global headquarters of BHP Billiton is locate d in Melbourne, Australia and London, UK. Fair trading rule both for the business and the customers are maintained by the statutory framework managed by the Australian government. The Australian Competition and Consumer Commission (ACCC) indicate that BHP Billiton has to offer better quality products with affordable price for drawing the attention of the customers (www.bhpbilliton.com, 2016). Considering the words of Castles (2013), the firm could not produce below quality product range with low price for achieving the customers attention. This is also one of the tactics to avoid the overall tax payment. Thus, the government provides some strict rules and legislation for maintaining the product quality of the organisation. It has been identified that the Australian government has faced a budget deficit in the year of 2014 and 2015. The tax payers of Australia took advantage of "pay as you earn" introduced by the Australian Government (Barker, 2009). The business organisation also takes advantage of this particular law and in vests money on different properties. In this scenario, the government has tightened the rules to increase the number of the payers in Australia. Thus, the government of Australia instructs that the business organisations operating in the country have to pay 30% corporate tax depending on the income. Over the last three years, the Australian Parliament has passed a set of rule and legislation to constrict the rules of the income tax transfer pricing. Considering the opinion of Castles (2013), when a transaction occurs it needs to be made arms length price, to avoid any duplicity. This rule has been made by the Australian government. The law states that the pricing needs to be at par with the market rate. If any deviation occurs, the party would be charged. The recent trend shows that MNCs headquartered in Australia is doing this sort of unethical practice to avoid tax burden. To mitigate this discrepancy, the Australian government has imposed the pricing strategy. Hence, the prices charged have a direct impact on the level of the profits of each entity of the multinational organisation. Therefore, Richardson et al. (2015) stated that the BHP Billiton has to pay different amounts of tax in the respective countries. On the other hand, by applying the arms length principle, it is required for BHP Billiton to price the intra-group products and services between the associated business parties for contributing to the Australian economy. Considering the view of Barker et al. (2009), the concept of arms length transaction ensures both the parties who are involved in the deal and controls the parties as a multinational group. It has been observed that Australia has a national privacy legislation, which is supervised by the Office of the Australian Information Commission (OAIC). It regulates the operational activities of the business and store the personal information and communication (www.austrade.gov.au, 2016). BHP Billiton has to maintain the OAIC legislation in the workplace. Adding to this the Environment Protection and Biodiversity Conservation Act 1999 (EPBC Act), it protects and manage the ecological community through offering a legal framework. The BHP Billiton CSG maintains the up-to-date pra ctices to adhere the EPBC Act. As per the opinion of Castles (2013), success in exploration, development and the other production activities is reinforced by the effective maintenance of the environmental rules. The management of BHP Billiton has managed to introduce certain systems that are entirely aligned with the legal treaties. The brand has also imposed effective controlling measures and operations that justify the viability of the implemented systems. Supporting this Richardson et al. (2015) stated that BHP has a sensitive planning and the effective project design to fulfil the requirement of the Australian Government treaties. Before approving the national environmental and cultural concerns, Australian Government Legislation governs the assessment process of the multinational organisation. Furthermore, the Australian Consumer Law (ACL) offers treaties for the imbalanced contract agreements. The consumer right is administered by the Australian Competition and Consumer Commission (ACCC) and the State and Territory consumer protection agencies of Australia (www.austrade.gov.au, 2016). Moreover, BHP Billiton has entered into a contract with Brazils Federal Attorney General, where the ma nagement claims to provide a compensation for the damage caused for the Samarco tragedy. Conclusion: The Australian government has made a sustainable path to balance the budget by incorporating several corporate for the business organisation. The government has introduced several responsible choices to ensure the overall impact of the new business policies. The mining firm, BHP Billiton adhered to all the rules measured by the Australian government to make the business execution easy. Moreover, adherence to Product liability regulation regulates the product safety of the firm, so that BHP can uphold the sustainable position in the Australian marketplace. References: 2016, S. 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