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Wells fargo ethical behaviour
Wells fargo ethical behaviour
Challenges in employee retention
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WELLS-FARGO CASE—DISCUSSION QUESTIONS---MCH
1) What do you think were the management mistakes in this case?
The management team mistakes were setting up unreachable goals for the employees, as a consequence they started conducting unethical decisions and transactions, such as opening “false accounts” and requesting friends and family members open accounts. , therefore employees could keep their jobs.
The management team did not revise the goals with employees and did not request feedback from employees.
The management team sent mixed messages, and they didn't reinforce ethics.
2) What steps might be taken within this organization to prevent these mistakes from re-occurring?
The organization should request feedback from employees, re-define
goals, monitor external quality control, and regulation enforcement. 3) What guidelines can promote the effectiveness of Ethics Education and Training? Receiving ongoing trainings and professional development would benefit employees and the management team to make appropriate and ethical judgments, and with the execution of their responsibilities. 4) What are the critical elements of effective communications with employees? Integrity, honesty, and open communication (without threat or retaliation) enable effective communication with employees. 5) What do you think is the role of “goal-setting” in management? Management goals should address employees and organization priorities. Also, goals should be specific, measurable, attainable, relevant and timely. 6) Do you see any problems with asking friends or “local business owners whom they knew well to open additional accounts as favors”? Yes, it is unethical. Opening a bank account should be a voluntary action, without pressures or any type of retaliation. 7) Who do you think are the major stake-holders in this incident? I think the three parties are affected. The bank gets affected because of bad reputation; consumers are closing their back accounts and not opening new ones. Employees are losing their jobs, and consumers lost their faith on this institution and probably don’t trusts other bank either.
Every enterprise could be a victim no matter how big or small they are. Every little insignificant penny that a company loses because of their employees usually comes from the owner’s pocket. Having a guard up for the potential crimes and those employees who are most likely to commit an offense is the main step to fulfill the prevention technique. Careful hiring of employees and internal business rules help raising workplace
State the title of the article, the name of the publication in which it appeared and the date of publication.
General education high school teacher, Michael Withers, failed to comply with his student’s Individual Education Plan (IEP). D.D. Doe’s IEP required tests to be read orally. Despite knowledge of this IEP and being instructed to follow the IEP by the superintendent, school principal, special education director, and special education teacher, Withers still refused to make the accommodations for D.D.’s handicapping condition. As a result, D.D. failed the history class. His parents filed charges against Withers, arguing that D.D was not afforded the right to a Free and Appropriate Public Education (FAPE) promised to all students by the Individuals with Disabilities Education Act (IDEA). They also filed a claim for injuctive relief against the Taylor County Board of Education to enforce the laws that protect handicapped students.
Also, around 5,300 employees were found to be involved in the scheme over a period of 5 years. In this case, if the defendant is liable, how should they be prosecuted for their fraud? Aggressive sales goals push employees to break the rules. “On average, 1 percent of employees have not done the right thing, and we terminated them.
UST Inc. is a dominant player in the smokeless tobacco industry. We have been tasked with weighing the cost and benefits of having leverage in their capital structure and to advise the CEO whether or not to go ahead with the recapitalization. After solving for UST’s credit ratings and value given three different stock buyback scenarios, $700 million, $1 billion, and $1.5 billion, we would suggest that UST move forward with the recap at $1 billion.
Deere & Company (Deere) has been experiencing a decrease in its profit margins for one of its aftermarket resale products, specifically the gatherer chain, over the past couple of years. Currently, the cost-price ratio is at 80% compared to last year’s 50%. The purchase cost for the gatherer chain has been steadily increasing, while the aftermarket price has been decreasing. Deere has been budgeting its price to match that of a major competitor, which has been causing the decrease. The company’s main supplier of its gatherer chain is Saunders Manufacturing, with which Deere has established a long term relationship. The owner of Saunders has a reputation of being a tough negotiator, and is someone who is known for not willing to share financial information about the company. However, the U.S. Department of Commerce has provided financial estimates in Saunders’ industry as follows: material spend, 42%; direct labor, 16%; indirect labor, 6%; Overhead, 20%. These percentages are helpful to Deere because they can be used in the negotiation process with Sanders. Since Sanders will not share any specific cost information, Deere is able to use these estimates as a way to justify Sanders reducing its prices. Using these estimates during the negotiations might also incentivize Sanders to provide accurate numbers for its specific manufacturing costs.
The next problem is poor morale. Morale is the job satisfaction, outlook, and feelings of an employee. Right now, employees do not feel secure within the business and are rebelling against it. They do not have a positive outlook for the future of the business and feel betrayed because of all of the people getting let go. The employees right now have a poor morale due to all these factors.
in low service for clients and affected employee morale seriously, and the managers had to
The CFO, Andrew Fastow, systematically falsified there earnings by moving company losses off book and only reporting earnings, which led to Enron’s bankruptcy. Any safeguards or mechanisms that were in place to catch unethical behavior were thrown out the window when the corporate culture became a situation where every person was looking out for their own best interests. There were a select few employees that tried to get in front of the unethical accounting practices, but they were pushed aside and silenced. The corporate culture at Enron became a place where if an employee would not make unethical decisions then they would be terminated and the next person that would make those unethical decisions would replace them. Enron executives had no conscience or they would have cared for the people they ended up hurting. At one time, Enron probably was a growing company that had potential to make a difference, but because their lack of social responsibility and their excessive greed the company became known for the negative affects it had on society rather than the potential positive ones it could have had. Enron’s coercive power created fear amongst the employees, which created a corporate culture that drove everyone to make unethical decisions and eventually led to the downfall and bankruptcy of
I certainly agree to the author and McNerney that the unethical dysfunctional company norm is the root cause of the ethical issue. It is this norm created by the predecessors who never set good ethical examples that influences the employees. They believed the politically safest way of executing tasks would be mimicking how their superiors get their jobs done.
...gree and believe that they could get real results if everyone would consistently apply the company’s principles. I have learned personally in the business world consistency means a lot, all employees should have the same consequences. By letting go employees, managers and executives shows that the rules apply to all levels. It will cause everyone involved to have more respect for the company even if they don’t agree with the decision.
In modern day business, there can be so many pressures that can cause managers to commit fraud, even though it often starts as just a little bit at first, but will spiral out of control with time. In the case of WorldCom, there were several pressures that led executives and managers to “cook the books.” Much of WorldCom’s initial growth and success was due to acquisitions. Over time, WorldCom discovered that there were no more opportunities for growth through acquisitions when the U.S. Department of Justice disallowed the acquisition of Sprint.
There was no right procedure in training staff and it recruited young inexperienced staff. It also had a disorganized billing system and financial accounts.
Due to such lack of monitoring, management continued to be unaware of such transactions that continued to impact the company negatively. This provided the Rigas family many opportunities to override controls since the lack of corporate governance enabled the decisions to be made by Rigas family without oversight. For example, the article “Adelphia Officials are Arrested, Charged with ‘Massive’ Fraud” discuses how Timothy Rigas had to limit himself to $1 million a month of compensation that was withdrawn from the company for personal use. All decisions were continuously made by such members of the family, in which case for Adelphia, was the team of management. With the lack of controls creating opportunity, they were free to do what they wished- which is something they took incredible advantage
...ced in sales and therefore continued to earn rewards while those who did poorly were reprimanded and punished with further shortened schedules. The low morale reflected upon customers as they were angry with being forced to purchase worthless items and saw some of their favorite employees being maltreated and even fired. The greed of this company ran deep and its downward spiral is only just beginning to stop with the transition of ownership.