During the interview with Liuchy, she said that in order to maintain Natura’s organizational culture in everyday life, all employees must behave and are evaluated according to four principles: to follow the result of the whole; celebrate and recognize the achievements; manifest and resolve conflicts constructively; and put the “consultant” at the center of decisions (since direct sales still guide the business). In analyzing these principles, one can conclude that Natura follows the concepts of McGregor’s Theory Y. In this, “the manager assumes that workers are highly motivated to satisfy achievement and self-actualization needs and that the manager’s job is to bring out the natural tendencies of these intelligent and motivated workers” (Miller, 2015, p. 43). The fact that Natura encourages its employees to celebrate and recognize their achievements shows that they believe that “commitment to objectives is a function of rewards associated with their achievement.” (McGregor, 1960, pp. 47-48). Moreover, Natura’s position on organizational conflict resolution also refers to McGregor’s Theory Y, that argues that everyone is capable of resolving internal conflicts creatively (McGregor, 1960, pp. 47-48). After consulting this study’s various sources of research, it can also be concluded that Natura fits into System III of Likert’s System IV. In a consultative organization, or system III, “decisions are still made at the top and control still rests primarily at the upper levels of the hierarchy. However, before decisions are made, employees are consulted, and their views are taken into consideration” (Miller, 2015, pp. 50-51). Natura’s management is based on more traditional models of business, with a vertical hierarchy, where three co-chairs, one CEO, and six advisers compose the board of administration (Natura’s Annual Report, 2017). However, when making decisions, “consultants” are placed as a priority, and everybody’s voice>