Classifying and clustering / Executive Leadership
Part 1 Discussion: Classification and Clustering
Classifying and clustering are important methods that may assist healthcare administrators in identifying specific issues or challenges in healthcare delivery or general management of a health services organization. For example, how would you determine if a patient is likely to pay on time, pay late, or not pay a bill? Using classification and clustering techniques can help administrators describe characteristics of their patients.
Review the resources for this week. Then, reflect on how you might apply classification and clustering techniques for your health services organization or one with which you are familiar.
Describe in 2 or 3 paragraphs one of the techniques on classification and clustering examined this week. Explain how the technique you described might apply to your health services organization or one with which you are familiar. Be specific and provide examples.
Part 2 Assignment: K-Means Clustering
What is “k-means clustering,” and how might it help healthcare administration leaders in their health services organization?
One of the more common methods of clustering is the use of k-means, where “k” is the number of clusters that are meant to describe the population of interest. For example, what if you were interested in segmenting patients based on satisfaction levels? K-means clustering could be used in the same way to help describe this given population.
This technique might assist healthcare administration leaders in determining what characteristics need to be considered to execute effective healthcare delivery. In striving to uphold patient satisfaction, maintaining a high quality of health services, and minimizing costs of healthcare delivery, k-means clustering is an effective tool for the healthcare administration leader.
For this Assignment, review the resources for this week, and examine the k-means clustering approach. Reflect on how you might apply this approach to an issue or challenge in a health services organization. Then, complete the problems for the Assignment.
The Assignment: (3–5 pages)
- Complete Problem 21 on page 984 of your course text.
- Chapter 17.4, “Classification Methods” (pp. 964–980)
- Chapter 17.5, “Clustering” (pp. 980–982)
Note: You will need to complete a logistic regression, as well as a k-means cluster analysis, using SPSS.
Albright, S. C., & Winston, W. L. (2015). Business analytics: Data analysis and decision making (5th ed.). Stamford, CT: Cengage Learning.
- Chapter 17, “Data Mining”
Required Media
Part 3 Assignment: Executive Leadership Self-Assessment and Self-Development Plan
What are the 16 critical competencies for health care executives?
The 16 competencies for health care executives explain those areas that health care executives should excel in for competent health care administration practice. General guidelines such as clear communication, trust, ethical leadership, and mentorship, help health care executives acknowledge that they are the leader at the helm of mobilizing change and leading their health care organization toward success. Poor management, ineffective leadership, and unclear directions can have dire consequences for health care executives and their health care organizations.
For this Assignment, you will complete a self-assessment and self-development plan in relation to the 16 critical competencies for health care executives. You will identify your strengths and weaknesses among these 16 competencies and identify opportunities to engage in future professional development.
The Assignment
- Complete Appendix A and Appendix B in Dye & Garman (2015).
- Appendix A questionnaire is more of a reflective exercise that prepares us for the written assignment in Appendix B. Take the appendix A “quiz” on our own (do not need to submit written responses) and apply the results as a comprehensive assessment when completing B.
Dye, C. F., & Garman, A. N. (2015). Exceptional leadership: 16 critical competencies for healthcare executives. (2nd ed.). Chicago, IL: Health Administration Press.
- Chapter 6, “Competency 6: Listening Like You Mean It” (pp. 67–79)
- Chapter 7, “Competency 7: Giving Great Feedback” (pp. 81–90)
- Chapter 8, “Competency 8: Mentoring” (pp. 91–100)
- Chapter 9, “Competency 9: Developing High-Performing Teams” (pp. 101–111)
- Chapter 10, “Competency 10: Energizing Staff” (pp. 113–121)
- Appendix A, “Self-Reflection Questions” (pp. 197–202)
- Appendix B, “Sample Self-Development Plan” (pp. 203–206)