Tampa General Hospital (TGH) has a very rich history in the Tampa Bay Area. It is a level one regional trauma center for Florida’s West Central Region, governed by a volunteer board of directors. TGH is a considered a private non-profit, tax-exempt, 501(c)(3) corporation, allowing its revenue to be invested into the hospital itself. TGH was built on Davis Island in Tampa, Florida making it a central hub for expert care. Davis Island is located at a point where it allows patients not only in the Tampa Bay Area but, in surrounding counties to easily access TGH and the care it provides. TGH has easy access to highways and waterways alike, and even though it is in a large metropolis this accessibility has allowed its heliport to be a major point for getting quick care to trauma patients. Currently TGH Heliport operates 5 helicopters based in four counties: Charlotte, Hillsborough, Highlands, and Polk. Due to its central location TGH Emergency ; Trauma Center had more than 84,000 adults and 11,000 pediatric visits in 2017. (TAMPA GENERAL HOSPITAL, 2018)
TGH has come a long way since it first started has a municipal hospital in 1927. The Tampa Municipal Hospital started off with 186 beds and has evolved over 90 years to become what is known today as TGH an academic hospital with 1,010 licensed bed. (TAMPA GENERAL HOSPITAL, 2018) Being an academic center has allowed TGH to expand its knowledge to new generations of medical staff from the USF Morsani College of Medicine. The partnership between the University of South Florida and TGH first started in the early 1920s. TGH is considered the primary education associate of USF College of Medicine providing specialty training in a diversity of areas ranging from internal medicine to neurosurgery. (UNIVERSITY OF SOUTH FLORIDA, 2018)This partnership has allowed for medical knowledge to be passed on between the educational and professional community in Tampa to achieve not only leading programs but the best care. TGH has one of the three burn centers in Florida accredited by the American Burn Association. (TAMPA GENERAL HOSPITAL, 2018)
TGH has a very simplistic objective and that is to be a front-runner of healthcare in a clinically cohesive system of providers that serves Florida’s West Central Region as they continue to work with providers from the community and the world of academia. To achieve this, they aim for the highest national accreditations such as those from The Joint Commission and Commission on Accreditation of Rehabilitation Facilities (CARF). TGH aims to provide comprehensive healthcare to residents of the West Central Florida. TGH is devoted to serving its community’s healthcare needs from pediatrics to geriatrics. They have a patient-centered care approach that aids the delivery of optimal healthcare while supporting medical education and research.
TGH’s culture is based on its mission and vision and that is to provide excellent care with the patient’s best interest in mind. The organization is subdivided into units which allows patients to receive treatments and specialty care. TGH has strict policies in place that help support is mission and vision such as dress codes, safety standards, attendance. TGH provides incentives to employees to help retain employees while assisting them in their professional and personal growth such as educational assistance and staff emergency fund. Information and safety is key in such a large corporation. Information such as updates in policies and standards or even in an emergency such as a hurricane is quickly passed down the organizational hierarchy via e-mail or text, or easy access through a portal. Communication is key allowing its employees to have the necessary access and information for its employees to make the right decisions within a healthcare culture based on safety and quality standards that provide patient-centered care.
TGH simple leadership practices has helped maintain standards of healthcare organizations while allowing the organizational expansion into areas such as free-standing ER’s and family care practices. Leila currently is a lower management leadership of the organization. Leila has allowed her team to function by allowing ethics principles to govern. She portrays confidence and accountability not only in herself but in her team. She encourages her team to meet goals and standards by setting clear expectations and encouraging her employees to work as a team. She provides her team with the necessary tools to help her team meet those goals but also the standards set by the hospitals policies and procedures. As a result, the vision is shared between leaders and employees. (Burns, 2010) Leila always stands by her team, showing confidence in her employees. She is always encouraging and supportive of her team’s individual goals and aspirations by encouraging employees to grow within the organization. Leila through e-mails, and other forms of communication makes sure her team is up to date with current changes that occur in policies and procedures that affect the hospital and more specifically her team. She actively listens and makes herself always available to answer questions or address any concerns.
Leila and the leaders of TGH have affected the organizational culture by streamlining procedures. The current culture allows free flow of information from CEO and leaders, such as Leila to employees and vice versa using current technology and tools allowing everyone to participate and actively communicate with each other. Employees are encouraged to ask questions and voice concerns. If employees are heard and their concerns and questions are answered it allows for members to understand what the organization is trying to convey while allowing issues to be indirectly addressed.
With competitors on the rise Tampa General Hospital has proven itself to be an advanced care with state-of-the-art equipment for the ever-changing healthcare organization. TGH has a pool of highly skilled medical staff that has allowed the organization to obtain regional and national standards. Since the hospital establishment it has maintained itself of level one trauma care with advanced technologies and specific care areas not readily available while providing excellent care, such as hepatology and transplant. It has gain a reputation for one of the top hospitals in the area attracting top experts in their field areas. This reputation comes due to awards and recognition such as those from The Joint Commission. The hospital’s history of successful transplant surgery and treatments makes the TGH Transplant Division one of the top ranked in the nation. TGH treatment diversity allows it to offer patients treatment from high skill care such as transplant and radiological services to basic care such as primary care and labs. Being a multi-facet organization allows for growth and expansion in healthcare.
TGH like many other organizations faces daily challenges from new requirements and policies to advancing technologies. With these daily challenges comes growth. Organizational growth in areas such as primary care and emergency room, can shift the influx of patients at any given point. As the influx of patients continues to increase, patients may feel they are not getting the necessary time with the physician allowing the patient’s expectations not to be met. The pace at which patient growth excels may not occur gradually, hence the number of staff may not suffice to meet patient demand during the shift in growth. When the patient expectations are not met,
patients may feel the need to seek care at a different healthcare facility where these expectations can be meet. Patient seeking care elsewhere can impact financial growth and the ability to obtain advance technology or state of the art facilities.
TGH has many opportunities to reach not only the community but patients in neighboring
counties. Offering community programs to help those in need and allowing the community to interact by allowing suggestions during its everyday activities. Who best than the patients themselves to tell us how to improve and how we can best serve the community in which they live. As employees we may not live in the community for which we are serving so how can we meet goals and expectations if we are not experiencing them. Tapping into employee’s ideas and experiences may aid processes and procedures. For example, an experience nurse may have ideas on a current workflow that may improve acceptance of care or interactions between employees and family or simply how to enhance the check-in process, so patients can be checked-in quickly and efficiently. Marketing exposure how do members know we have primary or specialist care in
a certain area if we don’t market that specific area. Compare to our competitors we put less
emphasis on marketing which may be an area to explore. Accessibility to advanced technology or to a specific care such as the number of physician in a specific specialty or the availability of appointments in the radiology department can possibly make it the preferred choice of referral vs other hospitals. The hospital has the capacity to increase and influence the health market by providing excellent high-quality care with advanced technology and accessible services.
Competition is a big factor since competitors are constantly on the rise. Competition for land to expand on, and which areas to enter first to establish accessible convenient care can be a factor in the organizational expansion. Competition can hinder growth thus affecting the patient amounts, the organization itself or individual departments such as the primary care division. The hospital threats can be consistent existing daily amidst safety, policies, and industry standards. If TGH doesn’t maintain policies and standards placed by government institutions such as OSHA, it could face sanctions, and financial penalty, even closure of certain departments that do not meet these standards. If confidentiality was broken or safety standards weren’t met, or errors happened more frequently it would mean a higher number of lawsuits affecting everything from the patient’s perspective to the hospital’s financials. With increasing healthcare costs and higher prices for new medical equipment it may be more difficult to obtain advanced technology, such as robotic systems for surgical procedures. Competitors and government institutions are just a few of the threats the hospital may face in its daily operations.
Strengths, weakness, and recommendations correlating to the transformtional theory have been identified for the primary leader, Leila. The transformational theory was introduced by James MacGregor Burns. According to Burns transformational theory, leaders and follower cause effect in each other by leading each other to progress to a complex level of motivation and morale. In other words, transformational leaders inspire employees to change their acuities, outlooks and motivations while working towards a common goal.