Case Study – "Siquens"
Siquens is a professional organization that provides technological development, supervision and professional planning services to its clients, its role is to generate relevant technical knowledge for its clients, define long-term procurement and development plans, define work procedures and supervise the activities of the executive bodies among the organizations with which it works.
You were invited by the organization's CEO, who has long been dissatisfied with the middle managers in the organization. He claims that they are not advancing the organization as he would like and do not provide a satisfactory response to society's challenges. 
Siquens has several hundred people, most of them engineers with bachelor's or master's degrees who are considered experts in their field of expertise. The organization's personnel are concentrated in relatively large organizational units with thematic expertise led by a number of senior managers. The middle managers in the body are usually appointed to a limited number of employees (about 10-20).
In recent years, Siquens has had to deal with a dynamic environment full of changes: budget cuts, environmental threats from competing organizations, many organizational changes (mergers and downsizing) and a war to keep employees in the organization. Members of the organization would sometimes joke that "you wake up every morning to a new organization." These changes injected a lot of energy into the organization but were also a source of burnout among managers and employees. The feeling is that it is necessary and necessary to think long term and deal with projects, but on the other hand, reality and the lack of time and resources force you to deal with the ongoing situation.
The feeling in the company is that of "Hi-Tech Histadrut" – on the one hand, they are engaged in the forefront of knowledge, work long hours and are on a deadline of projects. On the other hand, it is expected that the individual will remain in the organization as a long-term career and develop in it, the conditions (salary and work environment) are not high-tech conditions and the general approach is conservative.
Some managers complain of a sense of over-pleasing on the part of the client, which is required of them, or even of being "wanted." The organization's personnel work long hours. 
Over the years, Siquens employees have demonstrated organizational commitment, pride and a strong unitary spirit. There is a sense that we are succeeding in going above and beyond what is possible in light of the resources.
About a decade ago, Siquens underwent a massive organizational change. This change led to the transition from entities that were organized according to professional expertise to entities organized according to customer needs and providing a full response to a certain niche of customers. The change led to the migration of many entities from their parent departments to new departments and greatly improved the quality of Siquens' service.
On the other hand, the structure has become matrixed. In order to carry out the work, it is now necessary to establish contact between entities located in different locations in Siquens that jointly hold the necessary knowledge or authority. The average manager can no longer perform his duties only by relying on his people. The work now requires a lot of coordination and contact with other middle managers. In order to carry out the work, the manager cannot instruct, but must "harness" the others and treat them as "partners", at the same time, he must maintain professional or business ties with external organizations, some of them abroad that provide knowledge, resources and technology to Siquens or even outsource service that was previously internal. The weight of responsibility of middle managers has increased dramatically (and with it the reduction of authority).  The feeling of clutter experienced interferes, however, with the management of fruitful and frequent interfaces.
The position of middle manager at "Siquens" is considered a key position and receives appropriate evaluation and status. For the most part, the professional autonomy given to them is greatest. However, middle managers tend to see their senior managers as remote, not a source of support, less involved in their professional world and day-to-day decisions, and responsible only for long-term strategic planning. Some feel comfortable with this style but others feel "lonely." 
The middle manager is the main decision-maker in the body he manages and is sometimes required to make decisions in areas controlled by his subordinates. Sometimes there is a feeling among middle managers that even decisions that in the past would have been made by juniors have now come up to their table. They express an ambivalent feeling – on the one hand, they would like their people to take much more responsibility, and on the other hand, they hesitate to divide responsibility and relinquish control.  The middle manager usually participates in all discussions and all decisions pass through him.
The relationship between middle managers as a group is good. Interdependence forces us to preserve the quality of the relationship and is therefore accompanied by mutual dialogue, sharing and understanding. We show "respect" to each other and often reach the golden path with the understanding that a forceful victory over the other is short-lived: "Tomorrow I will need him." This tendency also provokes frustrations and problems of its own.
Professionalism is a critical value at Siquens. As already mentioned, employees are considered professional in their field. The relationship of middle managers to their people is described as informal and with a small distance of power. In fact, their pyramid is small, which affects their authority and status towards their people. For the most part, upon taking office, the middle manager will not make waves and will try to enter in a manner that respects the environment, culture and habits of the place. Since he manages senior professionals, he must adapt his style to this group. There is a dilemma as to the extent to which the middle manager should only be a manager and not the best professional, or alternatively to what extent he should be involved in professional decisions. Like most middle managers, middle managers are between the hammer and the anvil and are expected to both broadcast systematics and represent their people's needs to the system, not always successfully one way or the other. They themselves oscillate between a sense of meaning and importance and economic and utilitarian motives.
As mentioned, the organizational culture at Siquens expects full commitment and long work hours even at the expense of family and personal life. This culture is accompanied on the one hand by ostensible openness and a demand to raise relevant issues and distress upward, but in practice, by intolerance to criticism or complaints. The complainant is in danger of being perceived as a troublemaker who should be excluded.
  Due to the competitiveness of the professional market and the heavy workload, the middle manager is forced to face a reality of frequent departures and a shortage of personnel. This affects the way in which he is required to manage his people in terms of providing meaning or conditions. They sometimes complain of poor treatment, lack of sense of unity or lack of meaning.
Among the declared values that govern the organization are mission, professionalism, responsibility, openness (ostensibly) and a sense of the importance of the occupation. The attitude towards the customer is ambiguous – on the one hand, a great willingness to please him and help him fulfill his mission, and on the other hand, a feeling that he does not understand much and that his perspective is limited and meager.
Please elaborate on: the organizational structure, the organizational culture and balance between life and work. and about the leadership/management style of the middle managers, from this text.