Wells Fargo Case$2$ Module $10$ Case SoutyR. XSource: The University of Texas at Austin $($McCombs School of Business$)1.$ As an employee of Wells Fargo, you have been asked by your supervisor to "cross$-$sell". You are initially excited that there is an opportunity to receive more money, but it is not long after that you begin to feel that you are being compensated to cheat your clients. When you discover the motto, "Fight is great", you decide that the company is creating a culture of dishonesty in 'pushing sham accounts: Outline the path that you would take as a whistle$-$blower. List and explain the actions you would take as an employee who feels strongly that Wells Fargo is encouraging unethical behaviour and making 'unreasonable demands of its$2.$ In the wake of everything described in the case study. Wells Fargo has fired many employees, clawed back bonuses from executives, replaced many of its directors, dismantled its sales incentive system and made other changes. Do you think these changes were made out of a utilitarian calculation designed to avoid further monetary penalties, a desire to avoid the shame and embarrassment the bank's managers and employees were feeling, or a combination of both? If a combination, which do you think played a bigger role? Why?