We live in a highly changing century, in which new ways of relationships, communications, shopping and studying occur, requiring changes in behavior and mindset in order to be ready to take advantage of these habits. This is not different at the organizational (management) level. Companies need to restructure themselves to serve a costumer that is better informed, more exigent and with greater variety of options.In this sense, this paper presents the case of a company that was remodeled to attend better its clients with focus on higher productivity and development of its employees. The company Ancar Ivanhoe, responsible for the management of Shopping Malls chose to replace its centralized management structure for a decentralized model, with more participation, flexibility and with shorter responding time to costumers’ needs. The focus of the analysis will be one Shopping Mall in particular, Rio Design Barra, located at Barra da Tijuca, a neighborhood in the city of Rio de Janeiro. Questionnaires were used in order to understand if the initial goals pursued by the new management method were met and also to understand the impact of the new model for its employees. The results showed that employees have a good theoretical knowledge about the subject, but there are difficulties of putting theory into practice. Generally, employees perceived productivity gains and are satisfied with the new decentralized management model, where more autonomy and decision-making capacity is granted to them. At the end, suggestions for reducing the difficulties faced by staff members and better fitting management are presented.