The social organizations have been acknowledged as an important actor by both government and civil society. However, it is necessary to develop academic studies in deep for comprehending its organizational dynamic. This paper aims to analyze the management specificities of this kind of organization, focusing on its cultural and structural elements. Besides, it was analyzed the congruence between these elements and the expectation about NGO`s dynamic and performance. In this sense, it seeks to contribute to a critical analysis of the employment of traditional organizational theory's concepts in an inappropriate way for understanding NGOs. The research was carried on in ten NGOs with a predominantly qualitative approach. The data were collected through interview with the founders and managers of these organizations. The results confirm the particularities already identified in other studies and goes beyond by doing a critic concerning to the incongruence related to social structure. The incongruence between social structure and the nature of this kind of organization is more frequently when NGO's managers employ practices of economic organizations without consider theirs fundamental assumptions.
Non Governamental Organization; Organizational Structure; Organizational Culture
