The理念 is excellent～The social workers and organization supervisors who directly serve on the front lines are all very thoughtful and capable of putting ideas into action.

1. There is a lack of mid-level managers. The chairperson and deputy executive director are accustomed to managing front-line staff directly.

2. They expect mid-level managers to take responsibility but have no intention of providing training or resources. There is simply no time to manage, and authority is not delegated. Because the senior managers’ workload is too heavy, problems can only be discussed and coordinated at some very unreasonable times. If you are someone who really needs to separate work and personal life, these managers are not suitable for you.

3. Certain senior frontline employees can communicate directly with the highest levels of management, while upper management allows these people to engage in power struggles in the office.

4. The chairperson has very poor boundaries with certain employees and seems to enjoy being treated like a parent by employees, without any awareness of organizational management or levels of authority. It is fine to let their child come work at the organization, but the entire office is expected to treat her as untouchable, and no manager wants to lead her. The chairperson only wants to use work to bind the child and repair their parent-child relationship (the kind of behavior that anyone with some work experience can see through).

5. People who simply want to get things done find it very difficult to work, because the organizational culture depends heavily on whether you can get along with and flatter certain office favorites or the chairperson and deputy executive director.

It is a great pity that the frontline staff work so hard. If the highest levels continue to manage directly whenever they want, but then only criticize the mid-level managers afterward, it leaves people who want to work feeling powerless. The organization is also unable to develop mid-level managers internally (frontline staff have now become people who only act when upper management issues instructions), and it cannot accommodate professionals from outside. The administrative support units will be very difficult to save, and this also stifles professionals who genuinely want to contribute to social-welfare administration and support.

What I learned from this experience is: “When you go to an interview, the more urgently the other party seems to want you, the more cautious you really need to be.”