The the employees or staffs (the doctors and

The 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.The 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.