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Communication and Interagency Participation in the Sustainable Development of Royal Project in Thailand
Dissertation Abstract:
This research aimed primarily to find out how communication affects interagency participation in the Sustainable Development of Royal Project in Thailand. The specific aims of this study were to (1) describe communication that contribute to effective sustainable interagency participation of the Royal Project in terms of form, type, frequency, content and structure; (2) identify the level of interagency participation within and among all involved agencies in terms of information sharing, non-information resources sharing, management or project activity sharing, aim or objective setting sharing and implementation sharing; (3) determine relationships between communication and level of interagency participation; (4) identify communication and interagency participation strengths and weaknesses of the Royal Project; and (5) draw up recommendations and application, which can be adopted or applied in any development project.
A total of 130 respondents from all involved agencies working together under the Royal Project answered the administrative questionnaire. Data were gathered by using survey research and case study method, and then analyzed by using descriptive statistics through frequency counts, percentages, mean, and standard deviation. Chi-square (χ2) test at 0.05 was employed to test the hypotheses.
Findings revealed a medium level usage of all communication forms and types as manifested through individual, group, and mass contact forms. The individual form was most used, followed by mass, and group forms. As for communication structure, the vertical downward was mentioned most; followed by horizontal, vertical upward, and aim or objective setting sharing.
For level of interagency participation, the findings revealed a medium level of all interagency participation as manifested through five levels under Royal Project. The study also showed the overall interagency participation of Royal Project, in which implementation sharing was ranked highest, followed by management or project activity sharing, and aim or objective setting sharing.
Five levels of interagency participation were also studied. Findings revealed a medium level of interagency participation as follows: (1) in information sharing, to inform information sharing was first ranked, followed by to advise or consultation sharing, and information management system sharing; (2) in non-information resources sharing, the advisory or consultation sharing was ranked first, followed by manpower or personnel sharing, and fund I = or budget sharing; (3) in management or project activity sharing, planning sharing was ranked first, followed by implementation sharing and evaluation sharing; (4) in aim or objective setting sharing, implementation sharing was ranked first followed by meeting or discussion sharing and evaluation sharing; and (5) in implementation sharing, clear vision sharing and aim or objective setting sharing were ranked first followed by meeting or discussion sharing and planning sharing.
Moreover, three main groups of setting hypotheses were studied. Findings revealed that all significant relationships were based on working efforts as in hypothesis 3, 8, and 9. The first one was the more communication frequency, the more clear vision sharing and aim or objective setting sharing, sharing will happen. Second was, if communication is vertically structure, the more management or project activity sharing will be achieved; and third was, if communication is vertically structured, more implementation sharing will achieved.
From all the significant relationships observation, it pointed out a dominant basis of working orientation in interagency participation.
To achieve the self-help development aims, the Royal Project’s development schema utilizing effective communication and interagency participation enhanced by target group involvement is expected.