This paper identifies the possible implications of the predominant organizational configurations - in Mintzberg' view - for strategic cost management in non-governmental Organizations (NGOs) in the state of São Paulo. We depart from the premise that, to maximize resources in NGOs, strategic cost management needs to be consistent with the organizational characteristics that determine the administrative structure. A field research was carried out with the application of an interview script. We found that the predominant organizational design was professional bureaucracy, considering the typology proposed by Mintzberg. Moreover, organizational aspects were found which are inconsistent with pure professional bureaucracy. The implementation of strategic cost management needs to consider that those organizations strongly use the parameter of training and considerably use planning. They preferentially act in stable and complex environment, exhibit medium performance control and constant external control. Further research could identify the specific features of strategic cost management in NGOs.
Organizational Design; Strategic Cost Management; Non-Governmental Organizations
