This study aims at depicting the practice of the integrated marketing communication in the integrated agencies in Oman and identifying orientations of executive directors in these agencies towards practicing such communication. In addition, the study tries to determine the level of implementation of IMC in these agencies on behalf of their clients by using Schultz & Kitchen model_ a model of integrated marketing communication. Moreover, it investigates the most significant obstacles that hinder the implementation of integrated marketing communication in integrated agencies in Oman. To investigate this practice, the current study employed the survey methodology. The data was collected through a questionnaire distributed to a sample of 43 employees in five integrated agencies and unstructured interviews with CEOs of these agencies. The findings indicated that all the agencies subjected to study understood integrated marketing communication as both strategic and tactical processes. The study also revealed that the knowledge of current clients, and the rapid growth of the Internet are the most important factors that made the integrated agencies depend on integrated marketing communication. The findings also reflected that 60% of the sample sometimes practiced integrated marketing communication with some clients, while about 40% permanently practiced IMC with all clients. The findings also clarified that all the sample controlled the development and implementation of integrated campaigns. As for the evaluation process, 80% of the sample didn't evaluate the results, but the process was performed by the clients. The results also demonstrated that advertising, internet and social networks are most commonly used as IMC prominent tools by the agencies subjected to study. Furthermore, the study noted that regarding the implementation of Schultz & Kitchen model, the majority of sample agencies concentrated on the implementation of the first and second stages of the integrated marketing communication model which is the stage of tactical coordination of marketing communication and the stage of the redefining the scope of marketing communication. As for, the measurement process, results indicated that all integrated agencies did not measure the effectiveness of marketing communication activities and programs financially. Also, the lack of agreeing upon the choice of a single and common ensured measurement meant that all sample agencies could not reach the fourth stage of the model, i.e. the stage of strategic and financial integration. Moreover, the results showed that the sample agencies applied the integrated marketing communication in a way that coincided with their work environment and the Omani market and not based upon a specific scientific model. The results also indicated that integrated marketing communication seems to be viable under the current market economic context in the Sultanate of Oman. Finally, the results indicated that the clients' budget, the client's involvement in the creative process, in addition the routine procedures followed in government institutions, and the absence of a fixed reference in the matter of decision-making in governmental organizations, and poor planning of the general strategy of the client's organization are the most salient obstacles to the implementation of integrated marketing communication via the sample agencies subjected to the study.