However, considering organizational needs, goals, energy and culture, it makes sense that the structure of our organization explains rather the flow and dominance, which constantly changes in response to internal and external factors. Hughes and Wearing (2013) argue that, according to critical theory, organizations constantly shape their structure depending on the strength and power inside and outside the organization. The organization is in a highly sensitive mode in the economic and political context. Over the past two years our organization has focused primarily on environmental factors. The literature also argues that critical theory can include neo-Marxist, political, economic and feminist versions that emphasize the relationship between the organization and dominant groups, and how this shapes organizational processes (Hughes & Wearing, 2013). The female-dominated management structure in our organization reflects what the literature explains, namely that there is a predominantly female and male-female subordinate management mix. I believe that the entire human services sector is dominated by feminism as most social workers and other professionals need to deal with people's emotions. Hughes and Wearing (2013) discuss that female dominance organization in human services claims to be more caring and nurturing, which is a common belief in our agency as well. However, I have proven that this is not necessarily the case as most of my clients are women. Like other metaphors, the organizational structure of flow and domination can challenge social workers (Hughes & Wearing, 2013). In particular, the female dominance organization can be challenging and fails to engage when dealing with a broader external environment, such as the political and economic. Therefore, gender balance in management positions and other staff should be a priority in our organization. THE