Historically, the use of natural goods or resources by traditional peoples and communities, have some common characteristics, from specific lifestyles, marked by intense symbiosis and relative harmony with the environment in which they live, developing techniques of low environmental impact, low articulation with the market, intense knowledge of the surrounding biodiversity and production method based on family labor (CAÑETE and VOYNER, 2010). Among the alternatives of sustainable practices that have been gaining relevance as an alternative for conservation and employment and income generation in the Amazonian scenario is the Community and Family Forest Management (MFCF), which over the years has been consolidated as an alternative of sustainable practice for conservation and employment and income generation in the Amazonian scenario, with the promising capacity to solve the dilemma of reconciling economic development with the preservation of natural resources. However, there are a number of challenges to be overcome by traditional Amazonian peoples and communities, especially in organizational and socioeconomic contexts. As a strategy to overcome these challenges, communities have (re) organized themselves into community forest enterprises (EFCs), that is, formalizing themselves in associations and cooperatives responsible for managing productive projects in their territories, such as the implementation of a Management Plan Sustainable Forestry (PMFS) for logging and marketing. In this paper, by conducting an organizational diagnosis, we sought to evaluate the impacts of these changes on the forms of social organization for the use of common goods and the relationships established as EFCs. For this, the factors that influence the level of development and organizational maturity of these community forest enterprises for the good management of the MFCF were raised from the bias of three operational fields of the management of the community enterprises: the organization, the production and the commercialization. The study area was the Extractive Reserve Verde para Sempre, where communities, driven mainly by the need for defense of the territory and the opportunity for income generation for families, are organized around the implementation of PMFS in their areas. The results of the organizational diagnosis showed a low degree of organizational maturity of EFCs. Being the field of organizational management that received the lowest scores, especially in the functional area of financial management, followed by the field of marketing. That said, collectively and following the proposed methodological path, an Organizational Strengthening Plan was consolidated, with the main objective of increasing the organizational capacities of EFCs in the two most fragile fields of management. The envisaged actions are expected to contribute mainly to the empowerment and intellectual, political and productive autonomy of traditional peoples and communities at the head of community forest enterprises.
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