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failings of the operations at Mid Stafford Hospital was as a result of poor
management and leadership. The Hospital trust’s board were negligent in their
supposed duties. They neglected the employees; the clinicians, especially the
nursing staff in providing them sufficient entitlements all because they wanted
to gain the NHS foundation trust status and had to do this by investing a lot
of money close to 10 million pounds that would have been used to pay the
staffs, to buy enough drugs, to be level with the modern day innovation for
medical equipment and stay in line with the medical standards, But Because of
this negligence and nuisance, many patients suffered and died(about 400 to 1200
patients were victims) from the hands of some of the nursing staffs(who were
later suspended)who became non caring on the patients because of non-payment of
their salaries and wages. These failings at Mid Stafford could have been cured
if appropriate performance measures were taken. This performance measures would
have been used to contain the inefficiencies of the health organization, by
controlling and monitoring the activities of the employees or staffs (the
doctors and nurses) and also getting feedback from them using quality control
measures (Mintzberg 1995). The performance measures are taken on the totality of
an organization. Every stakeholder is usually involved in the performance
measurement of an organization. The financial measurements can either be
financial or non-financial.

 There are different financial and non-financial
performance measurements that could be used alone or combined together to
identify the failings at Mid Stafford. For the financial performance of the
trust to be measured, financial ratios would be used. For the non-financial
performance to be measured, there would be an analysis of customer
satisfaction, employee satisfaction, quality control, setting performance
targets, using key performance indicators, the use of strategy maps and
balanced scorecard and a host of other resource applications would be used.

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financial performance of an organization is judged from the financial
undertakings of the organization, It is from the assets, liabilities and the
financial statements, that the financial ratios are computed from, the
financial ratios are very useful in that they serve as a financial level for
comparing industry standards and also benchmarking analyzing the financial
performance of the organization (Olowe 1998). The financial performance are
judged from revenue and expenditure of the health organization; cash flow
operations, net sales, net income, investment activities and all these can then
be measured more accurately by the use of the financial ratios which the above
mentioned elements form. The following are the primary category of ratios that
are used in measuring the financial performance of an organization: liquidity
ratios, profitability ratios, activity ratios, efficiency ratios, stability
ratios and leverage ratios.

This financial and non-financial
measures could have been applied to reduce or eliminate the failings at Mid
Stafford, As part of the public inquiry report into the failings, it was seen
that the poor care and treatment of the patients was as a result of inadequate
staffs, that is inadequate doctors and nurses. It was even seen in the ones
that were available, that only a few were fully trained and at some point the
junior doctors were left alone at night to attend to patients that needed more
experienced hands to be taken care of. Looking at this scenario, what the trust’s
board would have done would be to ensure that there is an effective Human
Resource Management Team that will be in charge of the employees relations;
care for the employees, oversee the recruitment and training of caring nurses,
make sure that the staffs receive their entitlements and are not lacking in any
area whatsoever in the organization.  The
organization board should have employed the use of strategic tools like a strategic
map, balanced scorecard or six sigmas to ensure that the objectives, vision,
mission and goals of the organization were being followed in line by the staffs.                                                               

 There was also the issue of poor leadership in
the hospital management. It was seen that the leadership of the foundation
trust was in the trust’s board and that they were the major factor to blame for
the failings at the hospital. They were very poor in management of the organization’s
resources, in that they engaged in projects that could only benefit the external
view of the organization and demotivate its employees. They embarked in an
investment to get the NHS Foundation Trust Status, putting the major resources
that were meant to give employees and customers (patients) satisfaction into
use for their own benefit. Also the actions they took to investigate the
challenges and the problems the organization was facing were inadequate. There
was no effective or quality internal assessment of the staff and the organization
as a whole. There was also a problem with the national overseers of the
hospital; the Department of Health, the Ministers, the Health Care commission,
the senior civil servants and many others that had a national duty relating to
the provision of health care in the country. 
The financial measurement that should have been applied in this case by
the health manager or the board would have been to look at the return or profit
that would have been gained on getting the foundation trust status and see to
it, how it would have been used well for the totality of the organization and
how it would have benefitted the stakeholders especially the patients who were
victims of the health organization’s negligence.

 It was also seen that the organization lacked
efficient and effective strategies in place to curtail the failings. Strategy
is a way an organization plans and processes its actions and activities over a long
period of time. It is a pattern in a stream of decisions (Mintzberg, 1995).
Where there is no strategy in place in any organization, whether big or small,
there will be a corporate failure because whoever fails to plan, plans to fail.
The Hospital management should have employed a strategy plan in place, using a
strategy map or a balanced scorecard that will show the organization’s goals,
its objectives and its performance targets that are to be achieved within a
period of time. By doing this, the health organization would have had a foresight
of where they are going to and produce a vision well communicated to its
employees and all stakeholders

 Looking at the financial and non-financial
performance measures, we would be able to see that the financial measurements
had a limited capability in ensuring that the failings at the hospital were
eliminated, the financial aspects which dealt with an assessment of the organization’s
assets, liabilities, and the financial statements could not have been
sufficient enough in curtailing the inefficiencies of the organization. What
was more important was the state of the employees: the nurses, the doctors and
other, clinical staffs; what could have made them neglect and treat the
patients in the way they did. Then this is where the essence of non-financial
measurement comes in. By this the inefficiencies could have been prevented by
employing certain resource management tools such as quality control, the use of
key performance indicators, continuous quality improvement, total quality
management, benchmarking, use of motivational theories such as Maslow, Needs
and Expectancy theories (Drucker, 2005); all of this that would help motivate
the employees and become better at the work they do; at treating and taking
care of the patients well.

seen how the financial and non-financial performance measures could be used in
ensuring the failings at the hospital were averted, we can come into a conclusion
that the hospital could have done their best to ensure that the incidents; the
high mortality rates, the deliberate and negligent acts of the nurses leaving
the patients to die could have been averted if all the components of a good
management and performance system were considered.


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