01550pab a2200169 454500008004000000100002100040245013200061260000900193300001400202362000900216520095100225650002101176773005201197909001001249999001701259952010401276180718b2005   xxu||||| |||| 00| 0 eng d  aLarbi, Geroge A.  a'Freedom to manage', task networks and institutional environment of decentralized service organizations in developing countries  c2005  ap.447-62.  aSep.  aThis article examines the introduction of decentralized management structures in public health and water services in two developing countries - Ghana and Zimbabwe. It explores how task networks, organizational interdependence and institutional environment factors may enable or disable organizational autonomy and influence performance. It argues that decentralized organizations work within a task network of other public sector organizations and in institutional and governance environments that are highly political. The degree of operational autonomy that decentralized organizations have in practice will depend on the task network and power relations, particularly the behaviour of central principals and other actors within the network. It suggests that decentralized management has been introduced in varying degrees in the health and water sectors of both Ghana and Zimbabwe but is constrained by task network difficulties. - Reproduced.  aDecentralization  aInternational Review of Administrative Sciences  a67302  c67302d67302  00104070aIIPAbIIPAd2018-07-19hVolume no: 71, Issue no: 3pAR67758r2018-07-19w2018-07-19yAR