I. Problem On September 8, 2016 Federal Regulators announced that Wells fargo customers nationwide had been paying ghost fees on accounts they had never signed up for. Employers secretly created about 2 million unauthorized bank and credit card accounts since 2011. The phony accounts earned the bank unwarranted fees and allowed Wells Fargo employees to boost their sales figures and make more money. The way it worked was that employees moved funds from customers' existing accounts into newly-created ones without their knowledge or consent, regulators say. The CFPB described this practice as "widespread." Customers were being charged for insufficient funds or overdraft fees -- because there wasn't enough money in their original accounts. Additionally, Wells Fargo employees also submitted applications for 565,443 credit card accounts without their customers' knowledge or consent. Roughly 14,000 of those accounts incurred over $400,000 in fees, including annual fees, interest charges and overdraft-protection fees. The bank agreed to pay $185 million in fines, along with $5 million to refund customers. Wells Fargo also said it had fired 5,300 people over the past few years due to improper sales tactics. Wells Fargo has the highest market valuation among any bank in America, worth just north of $250 billion. Berkshire Hathaway (BRKA), the investment firm run legendary investor Warren Buffett, is the company's biggest shareholder. (Elijah - will edit it more (raw) ) “Everything we do is built on trust,” said by the Wells Fargo Chairman and CEO, John, G. Stumph according to their Wells Fargo’s Vision and Values of Wells Fargo. The company’s objectives and mission is to earn their employees and customers trust by relationship. However, their scandal tarnished their reputation. Their fraudulent acts of making accounts without the knowledge of their customers is unethically acted. At first, the managers thought that their workshop has been effectively efficient, since their employees were meeting the quota. However, belatedly they have known that it would harm them in the long-run. Senior managers develop empowered employees through impressive strategies to have a positive result of an internal motivation. The incentive programs, for example uses higher compensation, better career paths, and recognition awards. Unfortunately, this restricts the employees to define the company by themselves. Employees wanted to personally excel in a company, however they don’t want to be held accountable for their actions. Therefore, they ended up complying with the definition the company implements. Undermining the true value of empowerment purposely made to allow employees to internally succeed, but became externally committed. That’s why the employees did not feel responsible for unethically reaching the company’s sales goals, because they only followed what is expected from them. “Employees aren’t able to reach their goals, because they need to have their paycheck,”.

1. I. Problem
On September 8, 2016 Federal Regulators announced that Wells
fargo customers nationwide had been paying ghost fees on
accounts they had never signed up for. Employers secretly
created about 2 million unauthorized bank and credit card
accounts since 2011. The phony accounts earned the bank
unwarranted fees and allowed Wells Fargo employees to boost
their sales figures and make more money.
The way it worked was that employees moved funds from
customers' existing accounts into newly-created ones without
their knowledge or consent, regulators say. The CFPB described
this practice as "widespread." Customers were being charged for
insufficient funds or overdraft fees -- because there wasn't
enough money in their original accounts.
Additionally, Wells Fargo employees also submitted
applications for 565,443 credit card accounts without their
customers' knowledge or consent. Roughly 14,000 of those
accounts incurred over $400,000 in fees, including annual fees,
interest charges and overdraft-protection fees.
The bank agreed to pay $185 million in fines, along with $5
million to refund customers. Wells Fargo also said it had fired
5,300 people over the past few years due to improper sales
tactics. Wells Fargo has the highest market valuation among any
bank in America, worth just north of $250 billion. Berkshire
Hathaway (BRKA), the investment firm run legendary investor
Warren Buffett, is the company's biggest shareholder.
(Elijah - will edit it more (raw) ) “Everything we do is built on
trust,” said by the Wells Fargo Chairman and CEO, John, G.
Stumph according to their Wells Fargo’s Vision and Values of
Wells Fargo. The company’s objectives and mission is to earn
their employees and customers trust by relationship. However,
their scandal tarnished their reputation. Their fraudulent acts of
making accounts without the knowledge of their customers is
unethically acted. At first, the managers thought that their

2. workshop has been effectively efficient, since their employees
were meeting the quota. However, belatedly they have known
that it would harm them in the long-run.
Senior managers develop empowered employees through
impressive strategies to have a positive result of an internal
motivation. The incentive programs, for example uses higher
compensation, better career paths, and recognition awards.
Unfortunately, this restricts the employees to define the
company by themselves. Employees wanted to personally excel
in a company, however they don’t want to be held accountable
for their actions. Therefore, they ended up complying with the
definition the company implements. Undermining the true value
of empowerment purposely made to allow employees to
internally succeed, but became externally committed.
That’s why the employees did not feel responsible for
unethically reaching the company’s sales goals, because they
only followed what is expected from them. “Employees aren’t
able to reach their goals, because they need to have their
paycheck,” said by Corkery and Cowley in New York Times,
Well’s Fargo Warned workers against sham accounts, but they
needed a paycheck.
In reality, their goals driven by bonuses cripple their innovation
and motivation. The reason behind is, due to unachievable goal,
employees are pushed to commit unethically even with their two
days ethical workshop. The company set a sales goal, but
employees aren’t able to achieve it, therefore they become
externally committed to their work.One of the reasons that
employees can’t reach their sales goal is because of time
constraint. Employees have to meet their quota by the deadline.
The second is the unachievable goal. Though it may good to
have high standards of goal, for the long-run this will hurt the
company, as employees will be overly stressed. Employees
ended up making fake accounts to meet their quota and redefine
their goal which is to achieve the goal even if it is unethical.
Wells Fargo needs to have a realistic goal so employees won't
end up unethical. They have an ethical workshop for the

3. employees, however this does not foster the behavior they
wanted to achieve, because when employees need to achieve
their goals for bonuses for the most, ethics became out of the
picture.
The top management does not admit, that the problem is within
their own strategies, that their goals are set too high that
employees are limited to deal and be innovative on how to meet
it. Top managers should empower people and talk the problems
out such as the goals are set too high. It’s not about reaching
the numbers but also how to be innovative in achieving it.
Employees become too dependent on the plans that the
corporation has describe for them to do that they ended up
relying on the objective instead of passionately implementing
by themselves. Their morale, satisfaction, and even commitment
highly affects performance.
Summary of the Significant Issue the Civil Action Movie
A Civil Action is a 1998 American drama film that was directed
by Steven Zaillian, that stars John Travolta (as plaintiff's
attorney Jan Schlichtmann) and Robert Duvall, and that is based
on the book of the same name by Jonathan Harr. Both the book
and the film are based on a true story of a court case about
environmental pollution that took place in Woburn,
Massachusetts, in the 1980s.
The movie and court case revolve around the issue of
trichloroethylene, an industrial solvent, and its contamination of
a local aquifer. The lawsuit was documented over idustrial
operations that seemed to have brought about deadly instances
of leukemia and tumor, and additionally a wide assortment of
other wellbeing issues, among the subjects of the town. The
case included is Anne Anderson, et al., v. Cryovac, Inc., et al.
The initially reported choice for the situation is at 96 F.R.D.
431 (refusal of litigants' movement to release). Duvall was

4. nominated for an Academy Award for his performance.
Environmental toxins in the city of Woburn, Massachusetts
contaminated the area's water supply, and get to be connected to
various death of neighboring children. Jan Schlichtmann (John
Travolta), a presumptuous and fruitful Boston lawyer who
hurdles around town in his Porsche, and his little firm of
individual damage legal counselors are asked by Woburn
inhabitant Anne Anderson (Kathleen Quinlan) to make lawful
move against those dependable.
After initially dismissing an apparently unprofitable case, Jan
finds an environmental issue including groundwater defilement
that has incredible lawful potential and a few litigants with
profound pockets. The local tanneries could be in charge of a
few lethal instances of leukemia, additionally are the
fundamental managers for the region. Jan chooses to go ahead
against two monster partnerships (genuine organizations
Beatrice Foods and W. R. Beauty and Company) with
connections to the tanneries, feeling that the case could win him
millions, and in addition improving his and his association's
now impressive notoriety.
Bringing the class lawsuit to court, Jan speaks to families who
request a tidy up of tainted territories and a statement of regret.
Be that as it may, the case builds up its very own existence and
assumes control over the lives of Jan and his firm. The legal
advisors for the tanneries' guardian enterprises are difficult to
scare, a judge (John Lithgow) makes a key decision against the
offended parties, and soon Jan and his accomplices end up in a
position where their expert and budgetary survival has been
staked on the result of the case.
Jan stubbornly declines settlement offers, slowly coming to
trust that the case is about more than simply the cash. He
permits his pride to assume control, making ridiculous requests
and concluding that he should win no matter what. Weights
inflict significant damage, with Jan and his accomplices
straying profoundly into the red. After a long trial, the case is
rejected for Beatrice, Jan having turned down an offer of $20

5. million from Beatrice lawyer Jerry Facher (Robert Duvall)
while the jury was thinking. The offended parties are compelled
to acknowledge a settlement with Grace that scarcely covers the
cost required in attempting the case, leaving Jan and his
accomplices broke. The families are profoundly baffled, and
Jan's accomplices disintegrate their association, adequately
separating the firm. Jan winds up alone, living in a little flat
and running a little time law rehearse. He later records for
chapter 11.
In a postscript, a montage of short scenes including the key
characters in the film, joined with on-screen inscriptions,
uncovers that the Environmental Protection Agency, expanding
on Jan's work looking into it, later brought its own particular
requirement activity against the culpable organizations, driving
them to pay millions to tidy up the area and the groundwater. It
takes Jan quite a while to settle his obligations, and he now
hones natural law in Boston