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agencies, there is no incentive to encourage the Council to monitor the Red Cross and it can not really play a supervisory role. Second, a board of supervisors fails to be established within the Red Cross of various levels, which is a big flaw in governance structure. Third, unsound internal supervision mechanism is easy to transform into abuse of organizational power, internal tyranny, leading to excessive consumption of operating costs, low efficiency of operation, waste of public resources, and ultimately seriously affecting the building of public trust of the Red Cross, which causes that the Red Cross is unable to handle problems occurring in time.

4.3.2 Undemocratic appointment, removal and decision-making

As the decision-making body of the Red Cross, the Council is responsible for making decisions and planning of the major activities of the Red Cross, including revenue and expenditure budget, final accounts validation, fund raising, management and use plan, internal management system development (Long, 2016). The Council is the most important institution of the Red Cross. It is regarded as the brain and center of the Red Cross. Whether it can play the roles of its functions normally directly determines whether the Red Cross can carry out its daily work and project operation smoothly. However, some unreasonable phenomenon exists in the Council of the Chinese Red Cross.
First, the Council lacks a democratic decision-making mechanism. The executive vice president of the Red Cross is often appointed by the executive management department, the organizational decisions are mostly made by those who are responsible for it or the team members, there is family management everywhere, decisions of major issues fail to fully reflect public opinion and achieve democratic decision-making. Second, the composition of the Council is unreasonable, which is mainly reflected in that the members do not include donors, recipients and other stakeholders. This shows that a small number of internal staff of the Red Cross is actually in control of the decision-making power of the Council and the views of donors, recipients, and other stakeholders who are closely related to the Red Cross are not reflected in decision-making. Finally, the members of the Council can not really exercise their functions and they have little practical impact on the Red Cross.
The members of the Council are not elected democratically on the basis of their ability, they are mostly elected or appointed for political or financial purposes. They participate in the administration without any remuneration. At the same time, the information available to the members of the Council and the people within the Red Cross is seriously asymmetry, so that the members of the Council can not generally understand problems faced by the Red Cross, and the decision-making and execution power of the Red Cross is finally controlled by a small number of personnel of the organization. This is obviously contrary to the purpose of setting up the Council, which is useless. Many directors are neither involved in day-to-day management nor involved in making critical business decisions.

4.3.3 Unsound accountability mechanism

For the Red Cross, accountability emphasizes explanation of distribution of the funds raised and the effect of the use of these resources (Graham, 2003). Relief funds of the Red Cross are mai