The aim of this study was to analyse the management structure of Primary Education in a city located in the state of Sao Paulo. Previous data acquired from a more comprehensive research performed by the Research and Study of Political Education in Early Childhood Group (GEPPEI) addressing twelve cities in Sao Paulo micro region showed that the considered city has an organizational Primary Education management structure that differs from the conventional hierarchy. Conventionally, each school would have a designated Head teacher or School coordinator. The analysed data showed that city "E" (identity preserved) had the institutions divided by Head teachers, working in a rotation system between schools rather than remaining in one school. Under this prism, further qualitative research based on a case study was performed. Two important points were considered when the field research started, the established relationship with the Head teachers that was comparable to the institutions denominated as "matrix" where the Head teacher remained in one school on a daily basis, and on the opposite side, the institutions denominated "non-matrix" had non-effective presence of the Head teacher. Consequently, this observation was important to outline the tools for data acquisition as well as to decide upon the institutions to be studied. Initially, four institutions were observed, two "matrix" (nursery and preschool) and two "non-matrix" (nursery and preschool). In addition to the participant observation (based on field notebook records of observed experiences), documental analysis and semi-structured interviews were also applied as a tool for data acquisition. It was identified from the field observation that each "nonmatrix" institution had a trusted employee that tried to solve daily issues for their Head teacher, remaining still linked to the school direction. Conversely, even with the effective daily presence of the Head teacher at the "matrix" institution, it was observed that children's rights were not being respected in certain situations, upon which the Head teachers did not take a position. The data acquisition at the "matrix" and "non-matrix" nursery was focused on family members, teachers and head teacher interviews. Moreover, interviews under the scope of Municipal Secretary of Education (SME) were performed with the Secretary of Education and the Administrative Superintendent of Primary Education. The principle of democratic management and specificity of work in Primary Education were the theoretical approach used on this study and from what was possible to conclude that the educational objectives are still misunderstood even by the SME, which directly interferes on teaching practice development in the institution, regardless of the Head teacher's effective presence. Therefore, the educational aims are not clear, and the management facing its democratic status will remain damaged as well as the education provided to the children.