Clinical innovations involve making minor or major changes to a current system. However, in certain instances, the entire healthcare system is redesigned. The innovations bring a break from what the health practitioners are used to on their daily routines. It is important to note that innovative delivery care is a systematic process that does not happen abruptly. Among such innovative delivery care models are the safety-net clinics. In this model, nurses are able to deliver healthcare services to persons without insurance and those without the ability to pay (Quan et al. 2011). The nurses give medications to the disadvantaged by disregarding their payment abilities. The model aids the nurses to bring medical services closer to the patients especially those who cannot access medical care in large hospitals yet they suffer from major complications.
Necessary Leadership Skills
Developing and executing innovative delivery care models such as safety-net clinics necessitates nurses to have particular leadership skills. The skills are important to ensure that the clinics are operated in a professional capacity and deliver quality services. One of the crucial abilities that a nurse working in the safety-net clinic model must possess is excellent communication skills. As a leader, a nurse must be able to communicate with the patients accessing medical services from the safety-net clinic. One must have the ability to tell those individuals with complications to seek medical attention from better equipped hospitals. Through excellent communication, nurses are able to influence policies that affect patients welfare (Sullivan 2013). Without the ability to convince these patients, maintaining the safety-net clinic becomes hard for the nurses. In line with the communication skills, the nurses in safety-net clinics must possess relationship management skills that enable them to enable them to manage such projects as well as the emergencies and conflicts that arise. Also, relationship management skills enable the nurses to react to many situations that arise in safety-net clinics.
The ability to build individual accountability is another crucial leadership skill necessary for nurses in safety-net clinics. It is imperative for nurses to be accountable for their actions. Every activity conducted in the safety-net clinics must be documented and kept in the hospital records as either hard or soft copies. Individual accountability helps to eliminate the free riders who may stall the progress of the clinics (Quan et al. 2011). As a nurse leader, an individual must be accountable for everything that happens within their jurisdiction.
Relationship with ANAs Code of Ethics
The nursing authority is founded on a social responsibility aspect. According to ANAs provisions, there is a close relationship between the nursing profession and the society. As such, delivering healthcare services nearer to the people using safety-net clinics shows an approach that supports the relationship between nursing and the society. The nursing profession is aimed at establishing quality working conditions for the benefit of the patients (Fowler 2008). ANAs provisions necessitate the latter. Safety-net clinics promote this rule by ensuring that persons with minor ailments are taken care of by excluding the lengthy process of booking appointments. With adherence to ANAs code of ethics, nurses ensure delivery of quality healthcare for the welfare of the patients. There are many delivery care models that medical facilities can adopt for the benefit of the patients. However, a hospital should only implement a model that it can sustain.
Fowler, M. D. M. (2008). Guide to the code of ethics for nurses: Interpretation and application. Nursesbooks. org.
Sullivan, E. J. (2013). Effective leadership and management in nursing. (8th ed.). Upper Saddle River: Pearson Prentice Hall.
Quan, X., Joseph, A., Keller, A., & Taylor, E. (2011). Designing safety-net clinics for innovative care delivery models. The Center for Health Design. Prepared for California HealthCare Foundation.
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- Essay Example on Freelance Economy Model
- TOC \o "1-3" \h \z \u Abstract PAGEREF _Toc480359441 \h iiiList of tables PAGEREF _Toc480359442 \h ivCHAPTER 1: INTRODUCTION PAGEREF _Toc480359443 \h 11.1.Background information PAGEREF _Toc480359444 \h 11.2.Motives behind Luxury brands PAGEREF _Toc480359445 \h 21.2.1.Materialism PAGEREF _Toc480359446 \h 31.2.2.Vanity PAGEREF _Toc480359447 \h 31.2.3.Conformity PAGEREF _Toc480359448 \h 31.2.4.Consumer ethnocentrism PAGEREF _Toc480359449 \h 41.3.Objectives PAGEREF _Toc480359450 \h 41.3.1.Main Objective PAGEREF _Toc480359451 \h 41.3.2.Specific objectives PAGEREF _Toc480359452 \h 4CHAPTER 2: LITERATURE REVIEW PAGEREF _Toc480359453 \h 52.1.Overview PAGEREF _Toc480359455 \h 52.2.Theories on motivations to Purchase and Consume Luxury PAGEREF _Toc480359456 \h 52.2.1.Self-Discrepancy Theory PAGEREF _Toc480359457 \h 62.2.2.Terror Management Theory PAGEREF _Toc480359458 \h 72.2.3.Social Comparison Theory PAGEREF _Toc480359459 \h 92.2.4.Symbolic Interactionism Theory PAGEREF _Toc480359460 \h 102.3.Hypothesis and definition PAGEREF _Toc480359461 \h 112.3.1.Attitude and consumer luxury preferences PAGEREF _Toc480359462 \h 112.3.2.Relationship between raising economy and buying behavior PAGEREF _Toc480359463 \h 122.3.3.Price advantage and purchase power PAGEREF _Toc480359464 \h 132.3.4.Relationship between attitude and buying behavior PAGEREF _Toc480359465 \h 142.3.5.Relationships between overseas visitation and buying characteristics PAGEREF _Toc480359466 \h 152.4.Chinese Luxury Market PAGEREF _Toc480359467 \h 162.4.1.The increase of market economy PAGEREF _Toc480359468 \h 162.4.2.Market differentiation based on social level luxury PAGEREF _Toc480359469 \h 172.4.3.Chinese perception of consumption PAGEREF _Toc480359470 \h 172.5.Characteristic of consumers of luxury products in China PAGEREF _Toc480359471 \h 172.6.Factors influencing female consumers to buy luxury products PAGEREF _Toc480359472 \h 202.6.1.Brands on luxury products PAGEREF _Toc480359473 \h 202.6.2.Realization of consumer behavior PAGEREF _Toc480359474 \h 212.6.3.Consumer participation in fashioning PAGEREF _Toc480359475 \h 222.7.Empirical Review PAGEREF _Toc480359476 \h 23CHAPTER 3: METHODOLOGY PAGEREF _Toc480359477 \h 253.1.Research Design PAGEREF _Toc480359479 \h 253.2.Measurement of variables PAGEREF _Toc480359480 \h 253.3.Study area PAGEREF _Toc480359481 \h 263.4.Target Population PAGEREF _Toc480359482 \h 263.5.Sampling techniques PAGEREF _Toc480359483 \h 263.6.Sampling size PAGEREF _Toc480359484 \h 263.7.Research instruments PAGEREF _Toc480359485 \h 273.8.Data collection techniques PAGEREF _Toc480359486 \h 273.9.Validity of the instruments PAGEREF _Toc480359487 \h 273.10.Reliability of the instruments PAGEREF _Toc480359488 \h 273.11.Data analysis and presentation PAGEREF _Toc480359489 \h 283.12.Ethical considerations PAGEREF _Toc480359490 \h 29CHAPTER 4: FINDING AND ANALYSIS PAGEREF _Toc480359491 \h 304.1.Findings PAGEREF _Toc480359493 \h 304.1.1.General information PAGEREF _Toc480359494 \h 304.1.2.Correlation PAGEREF _Toc480359495 \h 324.2.Discussion PAGEREF _Toc480359496 \h 34CHAPTER 5: CONCLUSION AND RECOMMENDATION PAGEREF _Toc480359497 \h 415.1.Conclusion PAGEREF _Toc480359499 \h 415.2.Recommendation PAGEREF _Toc480359500 \h 45References PAGEREF _Toc480359501 \h 47Appendix A: PAGEREF _Toc480359502 \h 54Questionnaire PAGEREF _Toc480359503 \h 54
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