The desire for People Management (PM) strategies to develop programmed processes of cultural change in organizations is a topic that has been gaining ground in academic and business circles. The aim of this paper is to provide a contextualized view of an action model that can bring qualitative and quantitative results to PM practices. The change in the meaning of the term culture, showing itself first as a call for change and later as the preservation of the status quo, has engendered the characteristics of post-modern society. As a result, traditional management theories are limited in explaining the turbulence that characterizes contemporary society. In addition, the emergence of a technological revolution, which brings with it the almost unrestricted automation of industries, increases the instability of society and organizations in general. The work came to the conclusion that People Management (PM) should not just be an objective-functional component within the organization. The strategic purpose of PM should be to manage organizational culture in order to create a sense of belonging for people.