Abstract

The legitimation of hierarchical power in the organizational environment, as a result of beliefs and traditions enshrined in the social structure since the establishment of the first organizational conformations, constitutes the foundation of the culture of domination in current organizations. In the name of organizational survival, the ends begin to justify the means, and the common good (whether real, imaginary, or artificial) rises above individual interests. Thus, managers, as the owners or legally designated and empowered agents of the means of production, legitimize their actions on the basis of the dominant ideology, which endorses reification of managerial actions and supports a predominance of rationality in decision making. The present article consists of a reflective analysis, based on an empirical case study, that seeks to evince the construction of managerial action by means of an ideological domination structure with the objective of introducing new organizational values of interest to the manager. The results evidenced “modus operandi” of the manager in relation to change in strategic focus of the organization, aiming to introduce new values ​​in organizational culture, in order to provide the introduction of the innovative practices.

Key words: Conflict Resolution; Organizational Culture; Work Environment.