10 research outputs found

    Proposition D’une Demarche De Gestion Pour Reduire Les Risques De Conduite Des Projets D’implementation Des ERP Logistique

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    The logistics activity exercise is in fact submitted to several constraints related to physical, financial and information flows; it also requires operational expenses optimization, compliance with performance indicators and processes control. Being structured in different integrated modules, the ERPs provide operational, tactical and strategic planning features that allow the company to balance its supply and demand plans. Although project management practices are considered effective nowadays, many companies are still struggling to implement these ERPs and automate the various logistics processes: indeed the situation of such projects becomes uncontrollable or they are abandoned. It is therefore appropriate to consider, in this article, the main risks that may arise during the logistics integration in the ERPs; then try to explain the most adequate governance to implement in order to reduce their impact

    La Défaillance De La Clientèle Du Micro Crédit Au Maroc : Méthodes Des Scores

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    The development of microfinance in Morocco dates from the 1990s and is particularly dynamic in the years 2000. Currently, and like other sectors of finance, the microfinance knows the same difficulties concerning the rate of covering. Indeed, credit risk or non-recovery of debts is likely to hinder the development of micro-finance institutions. Thus, an important place should be reserved for the business management of credit risks of borrowers notably through the anticipation of their failure. This anticipation is achievable through the use of a technical score that can affect an individual in a group, namely the right customers and failing. Drawing on the lessons of the discrimination function provided by (Saporta, 1975), judgment can be made by socio-economic and demographic characteristics of each customer and given the form taken by different variables. Calculating scores allowed us to develop a discriminating filter to note clients, identify risk classes and identify those likely to fall

    Concentration de la propriété et performance des entreprises industrielles cotées à la bourse de Casablanca

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    Ownership structure (also known as shareholding structure) is one of the governance mechanisms influencing the financial performance of firms. The link between ownership structure and performance has been the source of several research studies, both theoretical and empirical, which have found mixed results. The objective of our manuscript is to study whether ownership concentration (as a pillar of ownership structure) impacts the financial performance of Moroccan companies listed on the Casablanca Stock Exchange, in the industrial sector for the period 2017 - 2019. The selected sample consists of 24 companies belonging to the industrial sector (72 observations), the data are collected from secondary sources (balance sheet, CPC, statements of management balances and cash flow statement) of the companies, published by the Casablanca Stock Exchange, the Moroccan Capital Market Authority AMMC and the CDG capital. The research problem and hypotheses are addressed by using regression and correlation analysis (Pearson and partial) of panel data. The results show that ownership concentration is correlated with the performance of listed industrial companies. Concentration depends not only on past values but also on economic profitability. Thus, with respect to financial performance measured by Tobin's Q, the predictions of agency theory are verified for listed industrial companies. Similarly, the results found confirmed the non-mono tonicity of the relationship between ownership structure and financial performance.     JEL Classification : M40, M41, M48 Paper type: Empirical researchLa structure de propriĂ©tĂ© (connu Ă©galement par structure d’actionnariat) est l'un des mĂ©canismes de gouvernance influençant la performance financière des entreprises. Le lien entre la structure de propriĂ©tĂ© et la performance a Ă©tĂ© la source de plusieurs travaux de recherche, que ça soit thĂ©orique ou empirique, et qui ont trouvĂ© des rĂ©sultats mitigĂ©s. L'objectif de notre manuscrit est d'Ă©tudier, si la concentration de la propriĂ©tĂ© (comme pilier de la structure de propriĂ©tĂ©) impact-elle la performance financière des sociĂ©tĂ©s marocaines cotĂ©es en bourse de Casablanca, du secteur industriel pour la pĂ©riode 2017 - 2019. L’échantillon choisi se compose de 24 entreprises appartenant au secteur industriel (72 observations), les donnĂ©es sont collectĂ©es Ă  partir de sources secondaires (bilan, CPC, Ă©tat des soldes de gestion et tableau de financement) des entreprises, publiĂ©es par la bourse de Casablanca, l’AutoritĂ© marocaine du marchĂ© des capitaux AMMC et le CDG capital. La problĂ©matique et les hypothèses de recherches sont traitĂ©es en faisant le recours Ă  l’analyse de rĂ©gression et de corrĂ©lation (Pearson et partielle), des donnĂ©es de panel. Les rĂ©sultats menĂ©s montrent que la concentration de l’actionnariat est corrĂ©lĂ©e avec la performance des sociĂ©tĂ©s industrielles cotĂ©es. La concentration dĂ©pend non seulement des valeurs passĂ©es, mais aussi de la rentabilitĂ© Ă©conomique. Ainsi, pour ce qui est de la performance financière mesurĂ©e par le Q de Tobin, les prĂ©dictions de la thĂ©orie de l’agence sont vĂ©rifiĂ©es auprès des sociĂ©tĂ©s industrielles cotĂ©es. De la mĂŞme manière, les rĂ©sultats trouvĂ©s confirment la non-monotonie de la relation entre la structure de propriĂ©tĂ© et la performance financière.     Classification JEL: M40, M41, M48 Type de l’article : Recherche appliquĂ©e &nbsp

    Une vue d’ensemble sur l’évaluation des risques et analyse de la relation entre l’environnement de contrôle, le potentiel de fraude et les objectifs de contrôle interne

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    Depuis le siècle dernier, les organisations publiques et privées s’intéressent de plus en plus au contrôle interne car il s’avère une pratique managériale incontournable pour atteindre les objectifs des organisations, notamment à travers la sauvegarde du patrimoine, la réalisation des opérations avec efficacité et efficience, le maintien du respect des lois et des règlements et la conservation de la fiabilité des rapports financiers ou non financiers. Toutefois, un système de contrôle interne efficace est aussi celui qui permet aux organisations de contrecarrer les risques, d’éviter les fraudes et d’accompagner les changements grâce à un processus d’identification et d’analyse des risques. À cet effet, toutes les organisations, surtout celles relevant du secteur public, sont mises au défi de renouveler leurs pratiques de management, et de s’orienter vers une démarche de maîtrise des risques à travers l’implémentation d’un système de contrôle interne efficace, dans le but de faire preuve d’une bonne gestion des ressources, d’une plus grande transparence et d’une meilleure qualité des services

    Change management in hospitals: A way to learn from climate change

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    Resolutely a complex and multidisciplinary organization, the hospital is undergoing several inevitable changes. Faced with so many changes and the risk of disappearing, it must transform, rethink and redefine its structures and strategies. Given this, change management is a critical factor in the success of organizational transformation strategies. In this respect, several change management practices have been proposed. Although applicable to any organization, these models and approaches require a perfect understanding of the reality of hospitals, as a change in hospitals is laborious and complicated. The change process in hospitals is still strongly marked by several constraints that handicap the management of change and make it challenging to implement changes. Rightly so, change management in a hospital may be hampered by technological, regulatory, organizational, managerial, or human resource constraints. Change management promotes continuous improvement where each actor must be considered a factor in the transformation of the hospital organization. To achieve this, the path to be followed must include more interaction and questioning, which encourage the learning of actors for the benefit of a learning hospital

    Lifelong learning among healthcare professionals in public hospitals: Historical analysis and multiple case studies in Morocco

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    The Moroccan public hospital is crucial in providing healthcare, and its mission is to improve the population’s health. It is currently in a conclusive phase, given its decisive role in the success of the ambitious overhaul. In this sense, human resources are a crucial foundation, as they guarantee quality and safety of care. Indeed, the continuous upgrading of skills is a real challenge for healthcare workers, among other things, because their practice must meet the evolving requirements of the health system and be in line with the population’s specific needs. Lifelong learning for healthcare workers is a crucial issue. This study aims to identify the place of lifelong learning among health professionals in Moroccan public hospitals. The results indicate that all healthcare professionals interviewed know the importance of training to provide quality and safe care. However, only a quarter of them understands lifelong learning as a concept. Moreover, several lifelong learning practices are concrete and implemented despite certain obstacles. There is now a clear need to continue the historical process of improving the quality of training for healthcare workers by building an explicit system that focuses on lifelong learning while integrating a knowledge management approach. This research provides a good and more accurate overview of lifelong learning among healthcare workers. It also initiates reflection and debate on health professionals’ need for lifelong learning, and it’s a real opportunity to raise awareness about structuring lifelong professional training while integrating a knowledge management approach

    Organizational Learning: A Necessity in the Hospital and environmental responsibility

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    In an increasingly complex environment, it is essential for hospital organizations to evolve and improve. The world of hospitals is constantly changing through reforms. In addition, knowledge and techniques are continually evolving, and specialties are multiplying rapidly. In this sense, it is necessary to develop a strategy to manage knowledge and create new practices. From this perspective, this article tries to study knowledge as the most crucial strategic asset of the organization and the hospital, which is marked by very high heterogeneity and variability that makes its knowledge extremely complex, therefore needs a management system that will improve the utilization of its human potential and development through establishing a culture of continuous learning and progress. Effective organizational learning is a prerequisite for the hospital’s survival and, above all, transforms it into a genuinely avant-garde and learning organization for the benefit of users and professionals alike. This organizational change within the hospital has a powerful impact on the environmental culture of all the actors concerned

    Change management in hospitals: A way to learn from climate change

    No full text
    Resolutely a complex and multidisciplinary organization, the hospital is undergoing several inevitable changes. Faced with so many changes and the risk of disappearing, it must transform, rethink and redefine its structures and strategies. Given this, change management is a critical factor in the success of organizational transformation strategies. In this respect, several change management practices have been proposed. Although applicable to any organization, these models and approaches require a perfect understanding of the reality of hospitals, as a change in hospitals is laborious and complicated. The change process in hospitals is still strongly marked by several constraints that handicap the management of change and make it challenging to implement changes. Rightly so, change management in a hospital may be hampered by technological, regulatory, organizational, managerial, or human resource constraints. Change management promotes continuous improvement where each actor must be considered a factor in the transformation of the hospital organization. To achieve this, the path to be followed must include more interaction and questioning, which encourage the learning of actors for the benefit of a learning hospital

    Lifelong learning among healthcare professionals in public hospitals: Historical analysis and multiple case studies in Morocco

    No full text
    The Moroccan public hospital is crucial in providing healthcare, and its mission is to improve the population’s health. It is currently in a conclusive phase, given its decisive role in the success of the ambitious overhaul. In this sense, human resources are a crucial foundation, as they guarantee quality and safety of care. Indeed, the continuous upgrading of skills is a real challenge for healthcare workers, among other things, because their practice must meet the evolving requirements of the health system and be in line with the population’s specific needs. Lifelong learning for healthcare workers is a crucial issue. This study aims to identify the place of lifelong learning among health professionals in Moroccan public hospitals. The results indicate that all healthcare professionals interviewed know the importance of training to provide quality and safe care. However, only a quarter of them understands lifelong learning as a concept. Moreover, several lifelong learning practices are concrete and implemented despite certain obstacles. There is now a clear need to continue the historical process of improving the quality of training for healthcare workers by building an explicit system that focuses on lifelong learning while integrating a knowledge management approach. This research provides a good and more accurate overview of lifelong learning among healthcare workers. It also initiates reflection and debate on health professionals’ need for lifelong learning, and it’s a real opportunity to raise awareness about structuring lifelong professional training while integrating a knowledge management approach
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