Interagency communication and coordination in two regional applied communication offices [Philippines]
1989
Lapis, T.J.
Findings of the study revealed that 50% of RACO [Regional Applied Communication Offices] I respondents and 46.6% of RACO II respondents had high levels of interagency communication. Moreover, 41.6% of RACO I respondents and 33.3% of RACO II respondents had moderately high degrees of interagency coordination. When the relationship between interagency communication and coordination was computed, it was found that there was a stronger relationship between interagency communication and coordination activities in RACO II than in RACO I. Several interorganizational factors like goals, organizational structure, communication direction, organizational arrangement, resources and leadership served as input to interorganizational communication and coordination. Intraorganizational factors like complexity, centralization, formalization and resources also contributed to interorganizational communication and coordination. Attitude and social participation also are factors which contributed to interorganizational communication and coordination. This study proved that the positive or functional consequences of interagency communication and coordination included the accomplishment of RACO activities and the availability of resources in the achievement of objectives. It was also revealed that members had positive attitudes and participated actively in interagency activities.
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