Amongst these changes, some have focus in the worker, the example of the improvement of the work conditions (physical structures of the organization and tools of work), programs of health (mental, ergonomic, etc) of the employee and the personal and professional development. In this way, the employee would have its supplied necessities, would develop its work well and would contribute for the objectives of the organization. The GQT can provoke alterations in the beliefs, values and mission of the organizations. Therefore, it is necessary that before being repassed to the too much members of the organization, it has acceptance and it occurs mobilization of efforts on the part of the high one hierarchy. For Neto and Lisondo (2002, P. 2), beyond simple application of tools, the GQT depends on the motivation of the involved staff and favorable individual and group attitudes. This means the overcoming of the model of management verticalizado for a participativa management.
For Xavier and Batista (1997), the participativa management consists of sharing and changing referring information to the organization with the way employees that have an agreement that the participation fortifies the decisions, mobilizes forces and generates commitments of all with the results. Drumond (1999), affirms that the organizations that make use of the Management of Total Quality, to compete with quality and ability, must have as requisite the vision of the people as those that are wanting to each day to participate, to be valued and to have bigger responsibilities with bigger satisfaction. Miranda (1995) cites some structural changes in the organization that must be made that the total quality arrives at a standard the International: training of the hierarchy in quality management, in the enterprise planning, to integrate the management of the quality to the planning, to become the quality a continuous process and always perfected, training of the employees and revision of the system of you reward.