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International Journal of Innovation and Scientific Research
ISSN: 2351-8014
 
 
Tuesday 02 March 2021

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Universities: The difficult implementation of Management Control - Case of a Moroccan University -


Volume 41, Issue 1, February 2019, Pages 35–41

 Universities: The difficult implementation of Management Control - Case of a Moroccan University -

Kaoutar LAHJOUJI1 and Kaoutar EL MENZHI2

1 Mohamed V University of Rabat, Morocco
2 Mohamed V University of Rabat, Morocco

Original language: English

Received 13 December 2018

Copyright © 2019 ISSR Journals. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.

Abstract


The modernization of the public sector and the reform of public education are in the heart of debates in Moroccan universities. Indeed, the situation in this sector has become very alarming because of the problems of massification, professional integration, and governance. Under the impulse of the LOLF and the New Public Management, Moroccan universities are obliged to develop a management control system to attend performance and results. However, the specificity of the university's activities raises the question of the compatibility of such systems with such context and highlights the role actually played by management control within these institutions. This article discusses the role of management control prescribed in the literature, particularly the regulatory aspect and contribute through a case study, to identify the place occupied by management control within this organization as well as the role it fulfills in the Moroccan universities.

Author Keywords: University, management control, steering.


How to Cite this Article


Kaoutar LAHJOUJI and Kaoutar EL MENZHI, “Universities: The difficult implementation of Management Control - Case of a Moroccan University -,” International Journal of Innovation and Scientific Research, vol. 41, no. 1, pp. 35–41, February 2019.