Summarize the next section for me: conclusions
Based on the findings described in this diagnostic report, the following conclusions can be drawn:
1. From the findings it appears that the managers experience a lot of burnout. One of the conclusions is that this erosion may stem from the managers' need to be in control and demonstrate professionalism and commitment as expected in organizations of this culture. The managers experience a lot of stress, due to their involvement in decision-making processes in the organization, which result from a lack of delegation of authority and failure to give responsibility to their subordinates, due to their desire to have complete control over what is happening. It is possible that the need for control stems from the managers' desire to demonstrate professionalism and commitment as is customary in the organizational culture at "Sequence".

2. The findings show that the relationship between the employees and the middle managers in "Sequence" is characterized by a relationship of respect, but as an informal relationship with a small power distance that affects their powers. This relationship together with the lack of delegation of authority.

3. The middle managers experience a lack of support and involvement from their superiors, visitors to a feeling of loneliness among several managers. I can interfere with the effectiveness of their conduct as middle managers. This is in addition to the feeling of loneliness which may lead to dissatisfaction and lack of motivation, and thus to the failure to advance the organization and provide an appropriate response to society's challenges.

4. From the inventory of the diagnosis, it appears that the constant changes from critics that occur in the middle managers within the organization, the Mossad Rabbi Chaim Manageri, and the organizational culture that strives for commitment, which leads to an imbalance between work and personal life, are additional factors for the active launch of the middle managers. It is possible that the feeling of burnout leads to a lack of adequate response to society's challenges and the promotion of organizational projects as expected.

5. From the inventory of the organizational structure, it seems that the matrix structure in "Sequence" improved the quality of the service. However, this led to coordination and collaboration challenges for middle managers. It is possible that you have to communicate and coordinate with multiple parties, both local and international, adding to the burden facing middle managers and making their day-to-day work challenging.

6. The new organizational structure led to a decrease in the authority of the middle managers, since they have to cooperate and attack other managers and employees working under their control. It is possible that this may reduce their authority, create a delay in making the decision and may interfere with the promotion of various projects.

7. From the findings of the organizational culture it appears that the organizational culture at "Sequence" values professionalism, commitment and openness. But they seem to differ between the stated values and the behaviors we operate within the organization. It is possible that the lack of tolerance for criticism and complaints, leads to dissatisfaction and feelings of burnout among managers and employees, leads to difficulty relating to the dynamic and demanding environment in which they operate.

8. From the diagnostic inventory it appears that there is a gap between the desired high-tech approach and the conservative approach operating in the organization's culture. It is possible that this gap leads to tension that could negatively affect professional satisfaction and the managers, thus leading to a decrease in manpower and an increase in the workload and challenges facing middle managers. Something that affects the promotion of projects and providing a sufficient response to the company's challenges.