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The objective of the research is to analyze the managerial activities developed in a public institution of education, science and technology by means of the model of the Fifth Discipline of organizational learning proposed by Senge (2012). This is a case study of a descriptive nature, with a qualitative approach. The model of the Fifth Discipline was used as theoretical contribution. The results showed that: the practices of the managers of the institution are not fully in agreement with the proposed model, because imbalances between the five disciplines were identified, especially the fifth discipline that presented the least degree of agreement, and could mean that, instead from a persuasive view, the organization has a timid view of the possibilities of creating, acquiring, sharing, and transferring knowledge within, for they consciously do not consider the parts as components of a whole, they do not encourage people to have self-confidence, which go beyond their beliefs and their impulses, do not allow their members to share their goals and work in teams around innovative projects geared towards society. [ABSTRACT FROM AUTHOR]

The objective of this work is to know the new management logic of the people in the organizations in search of the knowledge and the new roles that the workers assume in that context. It was assumed that the new management models require new roles of workers and people management in organizations. The administrative theories analyzed are mainly from Nonaka and Takeuchi (1997), Brito (2005), Reinhardt et al. (2011), Fukunaga et al. (2015), Freire et al. (2016) and Castro e Brito (2016). This is a theoretical essay whose provisional considerations indicate that the role of workers is to know how to allocate knowledge for productive use, to combine skills in the creative process to generate innovation, to develop education by making know-how feasible through experiences and proficiency practices to build new knowledge, develop cooperative attitude to know how to work in complementary and multidisciplinary teams, seek the development and constant updating of the skills required by the organization through education and training for work. In the meantime, the role of organizations is to support and stimulate activities that create individuals' knowledge, that is, to provide conditions that are conducive to the development of workers and to resignify people management. Therefore, education for work is configured as the backbone of managing work with people becoming a strategic issue for organizations. [ABSTRACT FROM AUTHOR]