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Predictive Analytics A Gold Mine - 1554 Words

Predictive Analytics: A Gold-Mine Yet To Be Exploited To Its Zenith Akanksha Pandey Information Technology Department, VESIT, Mumbai-74, India. Abstract 1. Introduction The proliferation, ubiquity and increasing power of computer technology has increased the volume of data oday`s mobile technologies and social media have collection and it`s storage manifold. This led to unleashed an exponential increase in information. continual growth in the size of data sets with Predictive analytics, a business intelligence technology consequent increase in complexity as well. Hands-on is one of the latest to take the future by storm with its data analysis is being increasingly augmented with immense potential for data- mining and efficacy. indirect, automated data processing Predictive analytics can be defined as any solution that techniquesclustered together and known as DATAIJERTsupports the identification of meaningful patterns and MINING. correlations among complex, structured and unstructured, historical and potential future data sets for Primarily, data mining deals with the analysis of data the purpose of predicting future events and accessing sets for identification of hidden patterns, trends and the attractiveness of the various courses of action. It is data values. Data miming in any line of businessShow MoreRelatedHow A Professional Objectives Both Short And Long Term1678 Words   |  7 Pagespossible before. All of this bodes well with my strong interest in Data as a software engineer who has been in the IT business for the last 18 years. But, what are my objectives and motivations in my quest to enter the Master of Science in Business Analytics program at NYU Stern? Motivations: I have been fascinated with computers from the time I started studying computer programming back in college, as a civil engineering student, to solve engineering problems. I saw great value and satisfaction inRead MoreAnalysis Of Harrah s Entertainment, Inc. Essay1996 Words   |  8 Pagescompany by the use of analytics that has left behind its competitors by a huge margin. Their primary focus is customer loyalty which provides customer satisfaction and would make the customers want to come back again and play more games thereby increasing the overall revenue of the company. They use predictive models to predict the likes and dislikes of the customers and provide loyalty incentive programs to target certain customers. 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Alongside business intelligence in the new managerial lexicon is the phrase analytics, a term describing the extensive use of data, statistical and quantitative analysis, explanatory and predictive models, and fact-based management to drive decisions and actions.[4] The benefits of all this data and number crunching are very real, indeed. Data leverage lies at the center of competitiveRead MoreBloomberg Essentials Online Training Program17272 Words   |  70 Pagesinvestment idea generation and in-depth security analysis. Our equities resources fully integrate the very best in real-time data, news and research, providing you with an unmatched level of market data transparency, dynamic monitors, and powerful analytics. With these tools, you can delve into more than 20 years of financial statements, sell-side consensus estimates, extensive technical analysis studies, and idea generation tools for a pool of more than 410,000 equities (ph). 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Josephine Baker Racial Refugee Comes Home Free Essays

One hundred years ago a star was born, but its light, like that of real stars, took many years to reach us. Josephine Baker, dancer, actress and singer, shone on the stages of France long before she was accepted here in her native country. Having escaped from the poverty of her early childhood, Baker became a legendary performer in France only to be dismissed by American audiences of the 30s. We will write a custom essay sample on Josephine Baker: Racial Refugee Comes Home or any similar topic only for you Order Now Her story, fortunately, does not end there, as the changing social climate led to Baker’s eventual return and her efforts in the civil rights movement. Though it took decades, the â€Å"Black Venus† finally claimed her place in the history of American entertainers. Baker’s early family life was a world away from the life of glamour she was to later lead in France. Born Freda Josephine McDonald in St. Louis, Missouri in 1906, Baker was subjected to the racial prejudices of the times as a result of her mixed Native American and African-American origin. Sources vary on the identity of Baker’s father, but the official version lists Eddie Carson, a vaudeville drummer, and Carrie McDonald, a â€Å"washerwoman,† as Baker’s parents. As an infant, Josephine was taken by her mother to winerooms and vaudeville houses where her father performed (Haney 1981, p. 6). St. Louis had an important music scene at the time, and this certainly had quite an impact on the young Freda. Carson soon abandoned mother and child, and Baker’s mother married another man, Arthur Martin, with whom she bore a son and two more daughters. Martin, often unemployed, could not support the household, and so Baker’s childhood was spent cleaning, babysitting and waitressing. Baker describes working for the â€Å"Mistress,† a wealthy white woman, in her autobiography, where she was required to get up at five in the morning (Baker and Bouillon 1977, p. 3): â€Å"There was coal to fetch, the stove to stoke, chamber pots and spittoons to empty, bed to make wood to cut, the kitchen clean. † She did manage to go to school, but then worked after school as well, sleeping in the Mistress’s cellar at night. Baker was only seven years old. Haney (1981, p. 10) suggests that Josephine’s mother harbored resentment against her daughter, blaming her for the loss of Carson; perhaps this, along with the family’s poverty, explains why Carrie McDonald sent her daughter to the Mistress. Josephine finally returned home after the Mistress was arrested for physically abusing her, but Josephine wound up living much of the time with her grandmother and aunt as her relationship with her mother deteriorated even further. Baker’s feelings for the country of her birth were always to be influenced by the experiences of her youth in Missouri. In her autobiography, she recounts the story of seeing her neighborhood go up in flames and seeing a black man beaten when whites decided to avenge the alleged rape of a white woman in July of 1917. Upon leaving her house to find the conflagration, Baker said she thought she was looking at the Apocalypse (1977, p. 2). Jean-Claude Baker and Chase (1993, p. 30) reject Baker’s claim to have witnessed the St. Louis race riots, arguing that she only learned the story later from others. In any case, such an event was to leave a lasting impression on Josephine. Not surprisingly, she was to leave St. Louis at a young age in search of a more promising future. In Josephine’s youth, a brighter future was not available to her through education – she could only escape through marriage. At the age of only 13, Josephine married Willie Wells, a man more than twice her age (Baker and Chase 1993, p. 36). The marriage was illegal and short-lived (to be followed by five more marriages over the years), and Josephine was destined to return to her mother’s house. Her true escape came when she joined the St. Louis Chorus line, where she was an instant hit. Baker was soon touring with vaudeville troops, performing skits. Though audiences loved Josephine, she faced racism in town after town, where she faced the Ku Klux Klan and segregation (Haney 1981, p. 29). Baker continued her rise to stardom, though, when in 1921 she landed a role in the Broadway production of Shuffle Along, despite original concerns that she was too dark for the part. As the show became a hit, Josephine made an enormous salary for the time. When the production came to St. Louis, Josephine performed before a mixed audience, but the blacks were restricted to the balcony seating. Josephine’s biological father, Eddie Carson, reportedly showed up to ask to be hired for the show, only to be rejected (Haney (1981, p. 39). Baker followed up her success with a role in The Chocolate Dandies in 1924 and became a legend in connection with the Harlem Renaissance in 1925 at The Plantation Club. The real turning point came later in 1925, though, when Baker made her debut in Paris with Joe Alex and the Danse Sauvage in La Revue Negre at the Theatre des Champs-Elysees. The audience loved Baker, who danced wearing only a feather skirt. From there, she went on to tour Europe and eventually star in La Follie du Jour at the Follies-Begere, often appearing with her pet leopard and dancing in a skirt made of bananas. She was to star in two movies, ZouZou and Princess Tam-Tam in the mid-thirties, by which time she was one of the highest paid entertainers in Europe (Official Site). In 1936, though, Baker was to be forcefully reminded of the barriers African-Americans were facing in her native country when she returned to the United States to star in the Ziegfield Follies. Unpopular with American audiences and critics, Baker was eventually replaced by Gypsy Rose Lee. In fact, Josephine met the realities of American racism as soon as she got off the boat from France, as she was refused a room in several New York hotels because of her color. Miki Sawada, Baker’s maid at the time, was with her and described what happened (Baker and Chase 1993, p. 191): â€Å"I could not believe this could be the same woman I had seen in Europe, standing triumphant on the stage, showered with flowers. Here she was huddled before me on the floor, weeping. † In publicity photos for the production, Baker was lit so that she would appear lighter. She wrote to a friend, â€Å"†¦be assured, if I want to make a telephone call in the street, I’m still a negresse† (Baker and Chase 1993, p. 196). After the newspaper critics panned her performances, the show closed and Baker returned to France. Despite her experience in the thirties, Baker returned to America in the fifties and sixties to work to advance civil rights for people of color. The most famous instance occurred when Baker worked with the NAACP to protest segregation at The Stork Club. Animosity brewed as a result between Baker and gossip columnist Walter Winchell, which led to Baker’s name being tainted in the Red Scare of the McCarthy era. Baker found other ways to combat racism as well, adopting twelve multiethnic children who came to be known as the â€Å"Rainbow Tribe. † The first of her children, a son, was an â€Å"occupation† baby, a baby of mixed Japanese and Western race from Tokyo. Other adoptees hailed from Finland, Columbia, Canada and Israel (Baker and Bouillon 1977, p. 192-196). By the time of her death in 1975, Josephine Baker had accomplished more in her lifetime than anyone could possibly have imagined was possible for an African-American woman born at the beginning of the century. Not only did Baker manage to overcome the poverty and social limitations of her youth, she emerged as legendary entertainer, a champion of civil rights and a mother to so many who came from homes and situations as bleak as her own had been. Despite the many occasions on which her fellow Americans rejected her, Baker never gave up on her homeland and used her experiences as motivation to work toward a better society. The spate of biographies and the documentary of her life that have sprung up in the last two decades are a sign of the changing social climate and racial relations in America, as well as a sign of the longevity of Baker’s legacy. Bibliography Baker, J. and Bouillon, J. (1977) Jospehine. New York, Harper Row Publishers. Baker, J. C. and Chase, C. (1993) Josephine: The Hungry Heart New York. Random House. Biography. Available from: The Official Site of Josephine Baker, Josephine Baker Estate c/o CMG Worldwide http://www. cmgww. com/stars/baker [Accessed 19 October 2006]. Haney, L. (1981) Naked at the Feast: A Biography of Josephine Baker. New York, Dodd, Mead Company. How to cite Josephine Baker: Racial Refugee Comes Home, Papers

Oncology Unit In Acute Care Hospital Essay â€Myassignmenthelp.Com

Question: Discuss About The Oncology Unit In An Acute Care Hospital Essay? Answer: Introduction This essay seeks to comprehensively discuss transformative leadership theory and provide an account of its functionality within the nursing context. I work in the oncology unit of an acute care hospital and thus I have used it as the specific context for application of the theory. This case study sample is assumed to be reflective of other acute care settings. The essay is grounded in using the theory to increase the access and quality of patient care. Transformational leadership has several instrumental aspects that are quite relevant in the quest to transform and enhance the quality of health care provided to patients and the access to these services. These aspects include motivation and inspiration. This essay heavily uses them to argue out its applicability in the oncology unit. I have identified several challenges facing the unit and consequently illustrated how they can be mitigated by employing the transformational leadership approach. The essay concludes that this leadership approach can be applicable in transforming and enhancing service delivery in the oncology unit in an acute care hospital. The scope of the essay covers the history of the theory, its applicability in a practical nursing context, and the resultant conclusions from the analysis. All these are discussed broadly in an analytical manner with the exception of conclusions. A summary of the history and chief premises of the theory The term `transformational leadership`, was coined by a renowned sociologist James V. Downton in 1973 (Bruce Francis, 2013). He came up with this terminology seeking to explain the relationship between change and leadership. Later on, leadership expert James McGregor Burns build on Downton`s concept of transformational leadership in his 1978 book titled `Leadership` (Curtis, Vries, Sheerin, 2011). According to him, transformational leadership referred to a process where leaders and their followers uplift each other to greater levels of motivation and morality. Bernard M. Bass further developed the transformational leadership concept as indicated by his 1985 book tilted ``Leadership and Performance Beyond Expectations`` (David Kirimi, 2012). He argued that this type of leader has the following attributes: sets vivid goals, is a reflection of fairness and integrity, exhibits high expectations, offers support and recognition, encourages others, has the ability to stir up other peoples` emotions, gets individuals to look beyond their self-interest as well as inspires and motivates individuals to reach for the improbable. There have been further developments done to the theory over time (Diane, 2013). Now over 25 years after Bass` book, it is argued that transformational leadership is one of the paramount concepts in organizational leadership (Diane, 2013). The theory is grounded on several fundamental premises. These premises include the following: Individuals will follow a person who inspires them, an individual with a vision and passion can accomplish immense things and the avenue to get things executed involves injecting energy and enthusiasm (Duygulu Kublay, 2011). Usually, people will follow the leader whom they perceive to inspire them. It is assumed their belief that the individual has some inspiration and motivation to them will act as a trigger and driving force for them to voluntarily follow the leader. Additionally, it is assumed that the person who has a vision and passion is in a good position to achieve things of great magnitude. As such, these two attributes are critical although it becomes quite a hard exercise the two most of the times. The two elements are used as the underlying factors when a person desires to achieve great things. Also, using enthusiasm and energy facilitates getting things done. This implies that energy and enthusiasm are indispensable when an individual in a leadership position wants things to be executed accordingly (Duygulu Kublay, 2011). Transformational leadership theory describes a leadership approach which brings about change in people and social systems (Edgar, 2016). Ideally, it creates positive and valuable change in the followers. When authentically enacted, it heightens the morale, motivation, and performance of the followers via different mechanisms. Such mechanisms include: linking the followers` sense of self and identity to the organization`s mission and collective identity, being an inspirational role model to them, challenging the followers to take ownership of their work and comprehending their strengths and weaknesses. This enables the leader to align followers with the tasks they can optimally perform (Elaine, 2012). The chief components of the theory include: intellectual stimulation, individualized consideration, inspirational motivation and idealized influence (Elesa, 2013). Intellectual stimulation describes the level to which the leader takes risks, challenges assumptions and solicits the ideas of the followers. This promotes the development and nurturing of individuals who think independently. Individualized consideration is the degree to which the leader addresses individual follower`s needs and concerns. The empathy and support offered by the leader give them intrinsic motivation to perform their tasks. Inspirational motivation is the ability of the leader to articulate a vision which is inspiring and appealing to the followers (Gilbert, 2011). This offers the organization`s meaning and purpose hence steering the group forward. Idealized influence reflects high ethical conduct, earns respect, and instills pride and trust. It enables the leader to walk the talk (Elesa, 2013). A description of its possible application in an oncology unit Today`s nurses employ fundamental transformative communication principles to enhance interactions with patients, peers, family members and colleagues (Heuston Wolf, 2011). This implies that transformative communication principles are linked to transformational leadership principles. For instance, the linkage between the need to positively communicate and the need to optimize ones and group`s potential principles respectively. As such, I believe the blend of the two is indispensable in bringing harmony among the above-mentioned parties. This is efficacious in enhancing patient care and professionalism within the different contexts of a highly diverse society (Hutchinson Jackson, 2013). An example of the most suitable context for application of the transformative theory is in the oncology unit in an acute care hospital, where I work. The department is always busy since we provide the following services: a diagnostic job to identify a new diagnosis, treatment of therapy complications, administration of investigational and standard chemotherapy, supportive care, radiation therapy, biopsies and surgical operations, among others (Owen, 2012). The department team is large. Some members work round the clock with some reasonable breaks while others usually work on a shift basis. We possess varied levels of expertise, education, motivation and experience (Kwame, 2012). The operations of the unit are commendable since we offer excellent services round the clock to the patients received in the department (Owen, 2012). However, there have been several challenges within the unit. Such problems include: poor design of systems, inadequacy in meeting the health needs of the chronically ill patients, and lack of a shared decision-making relationship between nursing professionals and patients in the unit (Marshall, 2010). Traditionally, health care institutions have experienced challenges linked to the process of how patient care is provided (Michael, 2011). I agree with this based on my observation and work experience on the way healthcare service delivery is done in my locality and in other areas. However, I believe that such challenges can be progressively alleviated only if transformational leadership is used prudently and inclusively. The oncology unit wherein I work is a good example (Marshall, 2010). There has been poor systems design in the oncology unit. Such a key system is the patient health documentation system in the unit. For a long time, the health and treatment records of the chronically ill patients have been managed poorly. This means that the patients usually consume a lot of time waiting for their medical documents to be retrieved at the unit (Bradley, 2016). As a result, this has led to poorer quality patient care and wide dissatisfaction and disappointment among our patients (Michael L. , 2011). The theory is very instrumental in addressing the above-described challenge of poor systems design. It will aid in enhancing the patient health records documentation system. This will be achieved by bringing the responsible staff on board for an in-depth discussion with their leader (Salanova, Lorente, Chambel, Martinez, 2011). The leader will precisely articulate the vision and the need to efficaciously handle the documents of the patients. I believe that this will serve to motivate the staff to execute their mandates more effectively and, hence, avert inconveniencing the patients when they require their medical records. As such, this will motivate and inspire the unit employees on the need to be quick and swift when handling the patients` documentation (Patrick, Laschinger, Wong, Finegan, 2011). This can also be done by taking them through an induction session and also the manager challenging the staff members and inspiring them with a sense of purpose and excitement. As such, th e employees will be more likely to change or adjust their perceptions which will influence the way they handle such documentation (Smith, 2011). The inadequacy to satisfy the health needs of the patients who are chronically ill in the unit has proved to be a challenging issue. Such needs include: counseling, advice on aspects such as lifestyle, chemotherapy, radiotherapy, and biopsies among other paramount needs and services offered by the unit (Nurse, 2012). I believe that this has been contributed to by the absence of enough attention to behavioral health determinants and prevention, and the disharmonious collaboration between and among the nurses and other health care providers working in the unit. It is a saddening situation (Nurse, 2012). The theory is also useful in satisfactorily addressing the issue of inadequacy in meeting chronically sick patients` needs. Addressing such needs will require the reforming of the way attention to behavioral health determinants and treatment and prevention are done in the unit (Tricia, 2015). Since the transformational leadership theory involves implementing new ideas which the followers can comfortably identify with, the leader will be able to inspire and motivate enhanced collaboration and coordination among the staff in the unit regarding the awarding of adequate attention and considerations to treatment and prevention options available and suitable to each unique individual patient. For instance, based on my experience, introducing a universally joint consultation and feedback framework in the unit is a great way of motivating change among the staff. This will include setting up a unit where such collaboration and coordination will be carried out extensively and precisely. The un it will be accessible to all the relevant staff round the clock (Tricia, 2015). From my observation, the lack of a shared decision-making relationship between nursing professionals and patients has been overtly present in the unit. This implies that there has been the absence of openness between the providers and/- or nurses and the patients. This has caused critical decisions to be made independently either by the health providers or the patients (Patricia, 2011). Transformative leadership is paramount in mitigating the lack of a shared decision-making relationship between nursing professionals or other healthcare providers and patients within the unit. This means that since the theory promotes increased ethical conduct, respect, and trust, the unit staff will be spurred to embrace a shared decision-making association with their patients (Wong, Cummings, Durchame, 2013). The trust between the staff and patient(s) may be in terms of the confidentiality of the health details of the patient and perhaps the treatment options. As such, I believe that this will initiate a considerate and comprehensive shared decision-making through an approach such as having an in-depth personal conversation with patients. Since respect is very key in decision-making between two parties, the unit will provide induction sessions for the unit staff on how to build on respect for the patients visiting our unit. This will lead to enhanced and prudent decision options f rom which informed choices can be arrived at. I am of the view that, essentially, this will also remarkably address the need to be increasingly attentive and considerate to the preferences, values, and cultural backgrounds of the patients visiting the unit. Consequently, this will cause high-quality service provision (David Kirimi, 2012). The transformative leadership theory is the most appropriate applicable theory in addressing the above-discussed challenges in the workplace situation. This is essential because all the key challenges highlighted above relate to the theory (Sadeghi Pihie, 2012). According to me, it calls for change or transformation. This will positively impact the service delivery in the crucial unit (Michael R., 2013). Based on my knowledge, the theory is applicable since it seeks to empower each staff member to achieve his or her full potential besides focusing on the general performance of the department. This is crucial (Sadeghi Pihie, 2012). Conclusion It is necessary to bring change in individuals and social systems. At the center of this is the transformational leadership approach. Its origin and development are attributed to James V. Downton, Burns and Bass. The theory has been used for many years, specifically for over twenty-five years in advocating for individual and group optimization of productivity. It has made it possible to bring the desired change in organizations and hence aid in steering them towards their consensual vision and mission. It does this by articulately involving all the followers both at the individual and group levels. This is based on its four key components which include: intellectual stimulation, individualized consideration, inspirational motivation and idealized influence. The theory can be applied in the oncology unit in an acute care hospital to transform and enhance service delivery to the patients who visit the unit. The importance of the theory is inevitably remarkable. This is because it is suitably applicable in addressing some of the identified challenges in this unit. This is grounded in the theory`s attributes like initiating and motivating change, inspiring, connecting and challenging usually at individual and group levels. Essentially, this theory is a masterpiece in establishing desired positive and transformative change. References Bradley. (2016, 04 19). How Nursing Leadership Styles can Impact Patient Outcomes and Organizational Performance. Retrieved from onlinedegrees.bradley.eduResourcesInforgraphics Bruce, A., Francis, Y. (2013). Transformational and Charismatic Leadership. Emerald Group Publishing. Curtis, A., Vries, J., Sheerin, K. (2011). Developing leadership in nursing: exploring core factors. British journal of nursing. David, M., Kirimi, B. (2012). Transformational corporate leadership. Andrews UK Limited. Diane, H. (2013). Leadership and nursing care management. Elsevier Health Services. Duygulu, S., Kublay, G. (2011). Transformational leadership program for charge nurses. journal of advanced nursing, 633-642. Edgar, S. (2016). Organizational culture and leadership. John Wiley Sons. Elaine, R. (2012). Management and leadership in nursing and healthcare: an experiential approach. Springer Publishing Company. Elesa, Z. (2013). Leadership: A Critical Introduction. Routledge. Gilbert, F. (2011). Real Leadership: How spiritual values give leadership meaning. ABC-CLIO. Heuston, M., Wolf, A. (2011). Transformational leadership skills for successful nurse managers. Journal of nursing administration, 248-251. Hutchinson, M., Jackson, D. (2013). Transformational leadership in nursing: towards a more critical interpretation. A nursing inquiry, 11-22. Kwame, G. (2012). Transformational Leadership. Xulon Press. Marshall, S. (2010). Transformational Leadership in Nursing: from expert clinician to influential leader. Springer Publishing Company. Michael, L. (2011). Transformational Leadership. GRIN Verlag. Michael, R. (2013). The Oxford Handbook of Leadership. OUP USA. Nurse, L. (2012, 01 19). Becoming a Transformational Nurse Leader-Emerging Nurse Leader. Retrieved from www.emergingleader.com/transformational-nurse-leader Owen, D. (2012). Transformational Leadership in Nursing Practice. British Journal of Nursing, 20. Patricia, K. (2011). Nursing Leadership and Management. Cengage Learning. Patrick, A., Laschinger, S., Wong, C., Finegan, G. (2011). Developing and testing a new measure of nurse clinical leadership: the clinical leadership survey. Journal of nursing management, 449-460. Sadeghi, A., Pihie, L. (2012). Transformational leadership and its predictive effects on leadership effectiveness. International journal of business and social sciences. Salanova, M., Lorente, L., Chambel, J., Martinez, M. (2011). Linking transformational leadership to nurses` extra-role performance: the mediating role of self-efficacy and work engagement. Journal of advanced nursing, 2256-2266. Smith, A. (2011). Are you a transformational leader? Nursing management, 44-50. Tricia, T. (2015). Management and Leadership for nurse administrators. Jones Bartlett Publishers. Wong, A., Cummings, G., Durchame, L. (2013). The relationship between nursing leadership and patient outcomes: a systematic review update. Journal of nursing management, 709-724.