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anagement, brand marketing, public relations management and other areas. However, at present staff of the Red Cross are from government departments, there are rare professional practitioners, the Red Cross management uses the same logic as the government does to operate and manage the Red Cross. In developed countries and regions, the operation of Red Cross is a highly technical work, the complexity of operation of Red Cross is not less than the complexity of operation of commercial companies, and it also pursue 'return on investment'. As there is a long-term lack of professional personnel in Chinese Red Cross, while there is no perfect internal governance mechanism, leading to serious internal bureaucratic problems, inefficient problems, overspending and other problems in the Red Cross.

4.2.2 Lack of training

The volunteer training of the Red Cross is not in place. As one of the seven basic principles of the Red Cross, voluntary service is an important work of the Red Cross. Professional training of volunteers is a prerequisite for implementation of high-efficiency and high-quality volunteer activities. It is also a fundamental work to establish the image of the Red Cross. Training is not in place, which will make the quality of volunteer work greatly reduced, and it even affects the healthy development of China's Red Cross industry. In general, the training consists of three stages: general training, intensive training and professional training. However, most volunteers of the Red Cross fail to accept training or only accept simple training, and it is very difficult for volunteers to acquire substantive knowledge and skills, which is not helpful for carrying out volunteer work.

4.2.3 Low management efficiency

At present, the management system of the Red Cross is backward, there is a serious bureaucratic phenomenon, which results in a low efficiency in carrying out public welfare activities and operating commonweal projects (Long and Yang, 2016). As a humanitarian aid group, the Red Cross should always aim at giving priority to beliefs, on the basis of public donations and volunteer participation to provide low-cost and high-quality social public goods and public services. However, the service provided by the Red Cross is not efficient, the quality is not high, the effect is not good, which is far from what the vast majority of donors expect and the Red Cross fails to complete the mission successfully. To some extent, the public welfare nature of the Red Cross makes it lack useful experience in terms of internal management that an enterprise should have in management, thus it should make full use of all advanced enterprise management concepts, business operation methods to promote reduction of operating costs, allowing humanitarian relief activities to cover more vulnerable groups. In terms of humanitarian relief work, the consequences of the inefficient operation of projects of the Red Cross are frightening.

4.2.4 Brief summary;

As management of the Red Cross is difficult, lack of professionals, lack of training for staff, lack of incentives, low management inefficiency results in less serious working attitude of the Red Cross staff, unreasonable and complex procedures of charity activities and donation, more expensive and costly charitable activities, which eventually makes the public think that the relief a