Be an organizational consultant and please write me a one-page summary describing the findings, conclusions and recommendations from the following excerpt: 
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. 

Conclusions
Based on the findings described in this diagnostic report, the following conclusions can be drawn:
1.	The findings indicate that managers experience a lot of burnout. One of the conclusions is that this burnout may stem from the managers' need to be in control and demonstrate professionalism and commitment as expected in this organizational culture. The managers experience a great burden, due to their extensive involvement in decision-making processes in the organization, which stem from a lack of delegation of authority and lack of responsibility to their subordinates, due to their desire for full control and control over what happens. 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 Siquens. 

2.	The findings show that the relationship between employees and middle managers at Siquens is characterized by respect, but as an informal relationship with a small distance of power that affects their authority. This relationship, together with the lack of delegation of authority, may hinder the growth and development of subordinates and may even lead to inefficiencies within the organization. 

3.	Middle managers experience a lack of support and involvement from their superiors, leading to a sense of loneliness among some managers.It is possible that the lack ofsupport they experience may interfere with the overall 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, thus not promoting the organization and providing an appropriate response to the company's challenges.  

4.	The findings of the diagnosis indicate that the constant changes taking place within the organization, the great burden experienced by middle managers, and the organizational culture that strives for organizational commitment that leads to an imbalance between work and personal life, are additional factors that lead to significant burnout among middle managers. It is possible that the sense of burnout leads to a lack of sufficient response to the company's challenges and the promotion of organizational projects as expected of them. 

5.	From the findings of the organizational structure, it appears that the matrix structure at Siquens improved the quality of customer service. However, this has led to coordination and collaboration challenges for middle managers. It is possible that the need to communicate and coordinate with multiple parties, both local and international, adds to the burden facing middle managers and makestheir day-to-day work challenging.

6.	The new organizational structure has led to a decline in the authority of middle managers, since they are now required to cooperate and rely on managers and other employees who are not under their direct control. It is possible that this decrease in their authority may create difficulties in decision-making and may interfere with the advancement of various projects. 

7.	The finding of organizational culture indicates that the organizational cultureat Siquens values professionalism, commitment and openness. But there seem to be gaps between the declared values and the actual behaviors and norms within the organization.It is possible that the intolerance to criticism and complaints,leads to dissatisfaction and feelings of burnout among managers and employees, leading to difficulty in coping withthe dynamic and demanding environment in which they operate.  

8.	The findings of the diagnosis indicate that there is a gap between the desired high-tech approach and the conservative approach that actually exists in the organization's culture. It is possible that this gap leads to stress that mayadversely affectemployee and manager satisfaction, thereby leading to a decrease in manpower and an increase in the workload and challenges facing middle managers. This affects their effectiveness in promoting projects and providing a satisfactory response to the company's challenges.

Recommendation 

1.	Middle managers are required to release the need for control and delegate authority. Encouraging the implementation of the process of delegating the authority of middle managers to their subordinates will empower both parties, employees and managers. From the point of view of employees, delegation of authority will foster their personal and professional growth and development. From the perspective of middle managers, the tasks they face will progress more efficiently. In addition, this delegation of authority and the release of control by the managers,  May lead to more efficient decision-making processes and prevention of burnout among middle managers. 

2.	The existing relationship between employees and their middle managers must be maintained, however, a more formal relationship should be created that treats the middle manager as a supervisor with authority.Maintaining good relationships is indeedimportant for collaboration and teamworkin an organization, butit is also essential for middle managers to establish a level of formal authority and expectations.This establishmentwill ensure clear communication, delegation of authority on the part of the manager, accountability and thus productivity and efficiency in the performance of employees and managers.  

3.	Seniormanagers' support for middle managers should be improved.Senior managers are required to be more involved in the day-to-day decisions of middle managers, providing guidance and support. It is necessary to promote an "open door" culture among senior managers and the CEO, and to schedule regular weekly meetings between each middle manager and his supervisor. This is in order to promote familiarity and openness that will lead to understanding and support on the part of superiors and thus also to a sense of loneliness on the part of middle managers. Senior managers should be encouraged to have a visible presence in the area where managers workThe interim is to create a dialogue and provide assistance and response in real time if required.

4.	Strategies should be implemented for load management, dealing with changes, and creating a work-life balance to preventburnoutamong employees and managers. Middle managers can be allowed to receive training on proper time management and coping with changes, operating various support systems, and other resources in order to cope better with the heavy load, changes and requirements of the organization.Flexible work arrangements and policies that promote a healthy work-life balance can be implemented. Recognize and reward employees who perform exceptionally well while maintainingthis balance.

5.	Streamlining and improving coordination and communication between middle managers in the various bodies. It is necessary to invest in the development of technological processes and tools that will streamline communication, coordination, cooperation and information between the various departments in the organization, and particularly between middle managers in the various bodies inIsrael and abroad.Regular meetings can be held (frontal and non-frontal through various software such as: Google Meet, Zoom, etc.). In these meetings, emphasis will be placed onknowledge sharingbetween the various departments, in orderto foster cooperation and overcome the various challenges raised by the matrix structure.

6.	It is necessary to clarify to each intermediate manager his responsibilities and authority with regard to joint work with other middle managers, and vis-à-vis his subordinates. These clarifications, while providing clear guidelines and boundaries, will contribute to the sense of personal and professional security of each manager, thereby streamlining decision-making processes and providing a satisfactory response to the company's challenges within the framework of the existing matrix structure.

7.	An organizational culture of openness, giving and receivingconstructive feedback should be promoted.Managers and employees should be encouraged to express ideas, concerns, and criticisms without fear of negative repercussions. Different channels or platforms can be enabled for employees who prefer to share their opinions and feelings anonymously, thusensuring a safe environment for expressingless conventional opinions. In addition,training and support can be provided to all employees and managers tohelp foster an organizational culture ofopenness and transparency and encouraging learning and continuous improvement of the organization with the help of its employees. 

8.	The tension between the high-tech approach and the conservative approach must be addressedbychanging the organizational culture in the desired innovative direction.This change mayinvolve providing resources for professional development, reevaluating compensation and benefits packages, and creating opportunities for career growth and advancement within the organization.These will increase the motivation and satisfaction of employees and management.