The paper presents a proposed model of management for a small retail organization, which operates in the context of a complex of companies in the textile segment. In this model, operational activities would be performed on a shared basis in a service center, common to the action of the cluster companies in which it operates, for the purpose of obtaining economies of scale. Proposal may be feasible, given the current situation of small organizations to ally with each other. This trend is associated with the changes that occur in large organizations, which: invest in automation and technological renewal of production processes, once using intensively labor workforce, opening up opportunities for new business; b) embrace outsourcing subcontracting externally activities traditionally performed internally; c) establish strategies for use of a permanent core of skilled personnel, complemented by group of people who can be mobilized and dismissed due to the demand fluctuation; d) induce economic growth in services and trade sectors, which are characterized by intensive use of labor. The methodological approach adopted was the case study. With the results of implementing the new management model, will have a better use of their time on strategic actions of individual companies and the cluster, making them with a greater competitive edge.