Background: Canadian radiation therapy departments usually have
flat organizational structures, w... more Background: Canadian radiation therapy departments usually have flat organizational structures, with relatively few administrative/ managerial levels. The ‘‘unit supervisor’’ level is a typical job role that provides direct supervision of one or more treatment units with a mixture of clinical and administrative duties. Methods: At the British Columbia Cancer Agency, the unit supervisor role was recently evaluated. One approach used as part of the evaluative process was a series of telephone interviews to examine similar roles across Canada (n ¼ 9). Results: Data indicated that departmental administrative tasks seem to be increasing significantly, and there is a move toward the addition of more administrative ‘‘middle’’ roles across the country to deal with these. Unit supervisor roles are subsequently becoming less clinical, but there is an emerging tension with moving away from solely clinical responsibilities and assuming more administrative work. Conclusions: The historic unit supervisor role was part of the team and did little administrative work. This model is becoming difficult to sustain, and tensions can arise in this new environment when using old organizational models. Focused departmental clinical expertise is important; however, balancing clinical and administrative expectations within the unit supervisor role can be problematic. Role expectations need to be examined, clarified, and communicated within departments. If unit supervisor roles are deemed clinical experts, then clinical
Background: Canadian radiation therapy departments usually have
flat organizational structures, w... more Background: Canadian radiation therapy departments usually have flat organizational structures, with relatively few administrative/ managerial levels. The ‘‘unit supervisor’’ level is a typical job role that provides direct supervision of one or more treatment units with a mixture of clinical and administrative duties. Methods: At the British Columbia Cancer Agency, the unit supervisor role was recently evaluated. One approach used as part of the evaluative process was a series of telephone interviews to examine similar roles across Canada (n ¼ 9). Results: Data indicated that departmental administrative tasks seem to be increasing significantly, and there is a move toward the addition of more administrative ‘‘middle’’ roles across the country to deal with these. Unit supervisor roles are subsequently becoming less clinical, but there is an emerging tension with moving away from solely clinical responsibilities and assuming more administrative work. Conclusions: The historic unit supervisor role was part of the team and did little administrative work. This model is becoming difficult to sustain, and tensions can arise in this new environment when using old organizational models. Focused departmental clinical expertise is important; however, balancing clinical and administrative expectations within the unit supervisor role can be problematic. Role expectations need to be examined, clarified, and communicated within departments. If unit supervisor roles are deemed clinical experts, then clinical
Uploads
flat organizational structures, with relatively few administrative/
managerial levels. The ‘‘unit supervisor’’ level is a typical job role
that provides direct supervision of one or more treatment units
with a mixture of clinical and administrative duties.
Methods: At the British Columbia Cancer Agency, the unit supervisor
role was recently evaluated. One approach used as part of the
evaluative process was a series of telephone interviews to examine
similar roles across Canada (n ¼ 9).
Results: Data indicated that departmental administrative tasks
seem to be increasing significantly, and there is a move toward
the addition of more administrative ‘‘middle’’ roles across the
country to deal with these. Unit supervisor roles are subsequently
becoming less clinical, but there is an emerging tension with moving
away from solely clinical responsibilities and assuming more
administrative work.
Conclusions: The historic unit supervisor role was part of the team
and did little administrative work. This model is becoming difficult
to sustain, and tensions can arise in this new environment when using
old organizational models. Focused departmental clinical expertise
is important; however, balancing clinical and administrative
expectations within the unit supervisor role can be problematic.
Role expectations need to be examined, clarified, and communicated
within departments. If unit supervisor roles are deemed clinical experts,
then clinical
flat organizational structures, with relatively few administrative/
managerial levels. The ‘‘unit supervisor’’ level is a typical job role
that provides direct supervision of one or more treatment units
with a mixture of clinical and administrative duties.
Methods: At the British Columbia Cancer Agency, the unit supervisor
role was recently evaluated. One approach used as part of the
evaluative process was a series of telephone interviews to examine
similar roles across Canada (n ¼ 9).
Results: Data indicated that departmental administrative tasks
seem to be increasing significantly, and there is a move toward
the addition of more administrative ‘‘middle’’ roles across the
country to deal with these. Unit supervisor roles are subsequently
becoming less clinical, but there is an emerging tension with moving
away from solely clinical responsibilities and assuming more
administrative work.
Conclusions: The historic unit supervisor role was part of the team
and did little administrative work. This model is becoming difficult
to sustain, and tensions can arise in this new environment when using
old organizational models. Focused departmental clinical expertise
is important; however, balancing clinical and administrative
expectations within the unit supervisor role can be problematic.
Role expectations need to be examined, clarified, and communicated
within departments. If unit supervisor roles are deemed clinical experts,
then clinical