Summarize the following article: Findings 
These findings will relate to several key aspects that arose in the organizational diagnosis conducted for Siquens, while addressing 3 dimensions of the McKinsey model: management style, organizational structure and organizational culture.    
Management style  
The management level at Siquens includes: CEO, senior managers and middle managers who are usually appointed to about 10-20 employees in each department. The middle managers at Siquens are given a great deal of autonomy, are the main decision-makers and are considered to have the key role. 
First we will deal with the issue of decision-making in the organization. Middle managers are the main decision makers in the departments they manage, and it can be said that there is excessive involvement of managersin various discussions and meetings. According to one of the middle managers: "I am present in all the discussions and all the meetings, there is no way a decision will be made without my approval."
In addition, the words of another middle manager indicate the sense of ambivalence that managers experience when it comes to trying to ease the great burden they are experiencing, using the idea of dividing responsibilities in their departments:
 "You could say I'm very busy, I'm responsible for a lot of things. I know that I should let go of some control and let my subordinates make some of the decisions, it will ease the load I am experiencing... I also want them to take more responsibility, but it's still hard for me to actually let go, I want to be in control and control of what's happening as much as possible..." 
In addition, middle managers experience a lack of support and involvement from their superiors (senior managers), which leads to feelings of loneliness among some managers. Interim Manager Number:
 "I feel quite alone in the battle... I mean, yes, there's the senior manager and the CEOwho are supposedly here to accompany me, but in practice I don't feel like I have too much backing... I decide everything on my own, I don't feel like I can turn to them for advice or support, they're busy with their day-to-day work and I'm on my own..."
Despite the lack of support from their superiors, middle managers note that they have a good relationship with their colleagues, the other middle managers. The work style at Siquens requires them to be in constant contact, to respect and understand the other, in order to carry out beneficial collaborations. An interim manager says: 
"Today an interim manager from another department called me and asked me to help him advance his project. I have a lot of work to do, but I know I have to maintain a good relationship. Today I'm the one helping him and maybe tomorrow it'll be the other way around, I'm the one who will need the help." 
Middle managers respect employees where they enter, and even adapt to those who are there. They maintain informal contact with their subordinates, which affects their authority over them. This is according to one of the facts:
 "I feel that the relationship between me and my manager is relatively close. He came in six months ago, integrated nicely into the department and gave a friendly feeling. You could say that there is no feeling that I need to address him formally and formally, conversations happen 'on the way'... Maybe that's why things aren't progressing too much here, he doesn't demand but asks us more to do things, so sometimes things get missed..."
Another employee says she is dissatisfied with the activities of the middle manager in charge of her:
 "I don't see my manager as a particularly authoritative person. It doesn't give me the feeling that the work I do has meaning. There is no sense of unity in our department, and his handling of various inquiries is also relatively inadequate..." 
In addition, from the diagnosis, it appears that middle managersexperiencea great deal of overload and burnout due to the many changes being made in theorganization.They are required to think long-term and deal with projects, but in practice, reality and the lack of time and resources force them to deal with ongoing activities. This is evident from the words of another of the intermediate managers:
"I feel like every morning I wake up to a new organization... The first thing I do when I get to work is go through the emails that have come in, for us it's especially critical because every time there's an update about something new happening... It sucks to start the morning and see that there are budget cuts again... As a manager, I have to deal with this, plan for the long term and at the same time concentrate on what exists now and try to get my subordinates to stay in the organization and concentrate on their projects... I feel exhausted, it's hard that there isn't a period with a little quiet, with a constant situation..."
To summarize this theme, middle managers have a key role in the organization, have great autonomy and responsibility. They act informally with their subordinates and do not adequately distribute responsibilities due to their desire for control. They experience a lot of burnout due to the changes being made in the organization, their extensive involvement in all decision-making processes, and the lack of support and involvement from their senior managers. 

Organizational structure
The quality of service at Siquens has improved following a massive organizational change that took place several years ago. A transition was made from entities that were organized according to professional expertise to bodies organized according to customer needs. However, the structure has become matrixed and has made coordination and cooperation between the various entities in the organization extremely essential. Now the information, technology and resources are not only in the hands of one entity and therefore middle managers are required to communicate and coordinate with many parties in order to promote projects,  This led to difficulties among middle managers in carrying out their duties. Managers cannot rely solely on the direct employees under their responsibility, but are required to rely on additional employees and managers (both domestic and international) who are responsible for additional services. Therefore, tasks that were once considered simple are now becoming complex and adding to the great burden experienced by middle managers. Middle managers seem to experience a sense of increased responsibilities, but a decline in their authority. Aninterim manager shares her perspective and feelings followingthe organizational change that has been made:
 "About a decade ago, everything was different... The organizational structure allowed each of us (middle managers) to be responsible for our own team, I had a lot of authority and knew exactly what knowledge and technology my staff had and what didn't. Now everything has changed. The quality of service has risenand you can say that the senior managers got what they wanted, butwhat about us middle managers?!I feel so overloaded and I don't have the same control over everything as I used to, everything gets complicated and it's very exhausting."
Another interim manager says:
 "I have to be in touch with quite a few people. On the one hand, it's very nice to meet people from many places, I'm in touch with managers from Beersheba and also with some from New York. On the other hand, it's not easy at all... It's not that I can order one of my employees to do something and I know it will happen, but I have to make good connections with a lot of people I don't know and trust them to get the job done. I feel worn out from trying to persuade and harness the other managers to the various processes. The ongoing engagement in enlisting partnerships makes it difficult to progress in carrying out the work I am supposed to promote. I feel overloaded and exhausted."
In conclusion, despite the important advantage brought about by the organizational change made a decade ago at Siquens – an improvement in the quality of service for customers, it seems that the new organizational structure poses difficulties for middle managers. The managers feel difficulty when it comes to coordinating, creating collaborations and promoting projects. The change has led to complexity in their role and thus to the great burden they experience. In addition, the new organizational structure led to a lack of clarity regarding the hierarchical structure, middle managers became partners, thus creating a decrease in delegation of authority and with it, an increase in the responsibilities of each middle manager.  

Organizational culture
The organizational culture at Siquens emphasizes professionalism, commitment to the organizationand openness. The employees are experts in their fields, most of them engineers with a bachelor's or master's degree. In addition, the culture values organizational commitment, which is reflected in the fact that employeesare expected to work long hours above and beyond what is necessary.It seems that there is nobalance between work and the personal lives of employees, there is a clear biastowards work. The great commitment to work comes at theexpense of the personal and family livesof employees.One employee notes:
"I work a lot of hours every day... I get to work early in the morning and in some cases end the day late at night. There were times when I came home and didn't get to see my children because they had already gone to bed." 
Although the organizational culture prides itself on the issue of openness that exists in the company, in practice it seems that there is a gap between this statement and what is actually happening on the ground. There is indeed openness and informal contact between middle managers and their people, but it seems that the openness is only superficial and relates mainly to raising relevant content from employees, there is no room for criticism or complaints.Employees who express dissatisfaction may be labeled as "problem makers" who should be removed from work. One employee shared:
"About three months ago, I asked my manager to raise an issue with which I deal in my professional role. During the conversation I felt a slight resistance on his part, a lack of openness and listening to what I had to say... Since the conversation, I feel a different, less pleasant attitude. I don't know if I'll ever try to approach him again... There is no feeling that things will change, that he will support me. I feel like I'm risking my place here just by expressing my opinion and feeling." 
In addition, there is agapbetween the high-tech culture, which is considered part of the declared innovative approach, and the existing conservative approach.Employees expect a career and long-term development within the organization but are not necessarily compensated under actual high-tech conditions. From the words of one of the junior employees:
 "I've been working here for over 10 years and I don't see how I can move forward... There were a number of times when I thought about leaving and looking for a new job. A place where I will feel that I am really in high-tech, that I can advance in my job and with it the conditions and salary will improve. I hear from friends of mine who work in high-tech organizations that they have completely different conditions, better than what I have now. We work hours and hours to submit projects on time, why don't we deserve better conditions?!" 
In conclusion, it can be seen that the important values for the organization are professionalism, commitment to the organization and openness. In practice, there is a gap between the declared value of openness and the actual norms of behavior – expression of intolerance to criticism and complaints. Another gap is between the desire to be an innovative and "high-tech" organization and the actual reality, which reflects a conservative organizational culture.