This article aims to highlight the way in which the social enterprise is managed, which is distinguished by the fact that it is a commercial activity with mainly social objectives and whose surpluses are mainly reinvested. Indeed, and around the different types of social enterprises, we have chosen to treat women's cooperatives in order to better understand the different specificities of the management of these entities. This choice can be justified by the economic and social importance of these organizations at the international level and the role they are beginning to play at the national level (Morocco). Our reasoning is based on two assumptions. The first assumes that the management of cooperatives mobilizes specific practices. The second hypothesis announces, all things being equal, the similarity of cooperative practices and skills. Empirical study attempts to identify these practices and skills related to the cooperative management system.