The traditional model of university management does not agree anymore with the dynamics of the contemporary world. Social and cultural changes require new forms of management, with greater organizational flexibility and more participatory decision-making and organic systems as a way to ensure social recognition. The Career Plan of Technical-Administrative Position in Education generated new perspectives as it challenges the public official to complete traineeships of greater complexity. This aspect should lead institutional management, especially the people management area, to rethink their interface mechanisms to this new public official profile. The objective of this work is to understand the aspects of the UFT management model that induce or inhibit the participation of the technical-administrative staff in management processes and to raise the perception that technical-administrators have of their participation in the University management processes. Therefore, a case study of the University was carried out through literature and documental research, data collection through a questionnaire and participant observation to aim to a broader understanding of the research object. The current management model, mainly bureaucratic, carries an inattention to the aspects relating to participation often leading to a loss of identification of the public official with his work, with extremely damaging results to the institution, hampering the maximization of collective effort which ultimately inhibits the commitment of technical-administrators with the commitments and social responsibility of the University. This on-going situation can be aggravated in future times, so attitudes that lead to reception, emotions, feelings, enthusiasm and even to anger and conflict of ideas should be encouraged. The current organizational model leads to monopolization of talent across sectors, preventing a systemic view, inhibiting the full identification of the public official to the organization, restricting the perception of self and awareness of its operational and intellectual role in the fulfilment of the social mission of the university. It is necessary to reduce the technical automation of time and stimulate its creativity to awaken enthusiasm, initiative and involvement, making the work a reward and a potential source of welfare paving the way for progress of every order that current management processes are successfully encouraging.
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