組織氣候是員工對組織政策、實務、工作程序共享的知覺，良好的組織氣候對組織績效有正向影響。組織氣候深受組織特性與管理行為的影響，對中階管理人員而言，調整出一個適切的組織氣候便是良好組織績效的重要基礎。本研究以NPO管理人員為研究對象，探討中高階管理人員對組織氣候的感知與調整，及此一過程對中階管理人員培力之影響。本研究以8個台灣中大型NPO為對象，採半結構式訪談，歸納出組織氣候構面中與中階管理人員培力之關係。研究發現當NPO重視認同、人情、支持等構面時，中階管理人員在團隊氛圍營造上會有良好表現；善用非財務獎酬激勵員工，可以更滿足其內在成就。對結構和標準有關之構面，NPO執行力則偏弱，且教育訓練中對於處理組織改造或管理技能的著墨也較為不足。本研究發現：NPO於招募時應重視工作技能與使命認同，從基層幹部就須強化其相關管理技能並重視組織結構設計與作業標準化。在教育訓練設計時應先檢視及注意各部門組織氣候的平衡，強化中階管理人員自我管理、成長並學習開發有效訓練及培力程序。若NPO計劃從外部延攬營利組織的人才，本研究發現從基層幹部聘用會減少組織文化適應的影響。本研究希冀讓NPO對組織氣候的運用有更明確理解，並對中階管理人員有效培力能有更清楚的做法。

An organization's climate is defined as the perceptions of its policies, practices, and programs held by its employees. A positive relationship exists between organizational climate and performance. A company's organizational structure and administrative behavior affect the organizational climate. Therefore, the role of the mid-level manager is to modify the organizational climate in the department to achieve optimal performance. In this study, we target managers who work in Non-Profit Organizations (NPOs), and we study what senior executives sense and adjust for organizational climate, as well as the effect that empowerment has on mid-level managers. An in-depth semi-structured interview with eight large to medium-size non-profit organizations in Taiwan summarized the relationship between organizational climate and empowerment of managers. As a result, mid-level managers have a positive perception of teamwork when NPO values recognition, relationships, and supportiveness highly. Additionally, encouraging your employees with the right non-reward system can make them feel more appreciated. However, the execution of NPO is generally weaker in two of its aspects, namely structure and criteria. In addition, organizational structure and managerial skills are not sufficiently reformed. According to this study, NPOs should pay more attention to the applicant's work skills in the recruitment process and identify the organization's mission. At the junior management level, it is imperative to enforce skills that are associated with management and the design of organizational structures and performance standards. Moreover, it is imperative to enforcing an organizational climate of balance, ensuring staff self-management, and training mid-level managers on the development of effective training and key empowerment procedures. According to this study, it is more appropriate for non-profit organizations to hire talent from profit organizations at the junior management level to reduce the influence on organizational culture adaptation. We aim to clarify how the organizational climate is practiced and regulated in NPOs, and how mid-level managers can be empowered effectively.