Be an organizational consultant and please write me root conclusions stemming from the following findings:
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, from the words of another middle manager, the sense of ambivalence experienced by managers regarding the attempt to ease the great burden they experience with the idea of dividing responsibilities in their departments emerges:
 "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..." 
It can be argued that middle managersexperience a lot of burnout due to the many changesthat have been madein the organization.This is evident from the words of another of the intermediate directors:
"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.