nur ishak

nur ishak

Participant in 2015
Work history Company
Selangor International Islamic University College
Head Department,
Human Resource Development Department 2010 – February 2013

• Responsible in managing department activities.
• To plan, develop, execute and maintain strategies and activities for employee development program, training and career development.

Corporate Affairs and Internationalization Department

Executive, 1999 – 2006
Corporate Affairs and Internationalization Department

• Responsible in managing department activities.
• To plan, develop, execute and maintain strategies and activities for public relations, promotions, publicities and marketing.
• To conduct Quality Control Circle in department level for the documentation of MS ISO 9001:2000.
• To conduct department meeting for discussing and disseminating information and future plans; presenting new ideas; correcting inadequacies; giving instructions and special assignments.
• To organize and liaise official events and programmes for the university.
• To liaise with media for positive image, reputation and portrayal of the university through news highlights and coverage.

Part-time Tutor
Communication Department

• To teach Communication subjects (Communication in Al-Quran and Sunnah, Introduction to Public Relations and Introduction to Communication.)
• To provide lecture notes, exam questions and answer schemas.
• To counsel students academically and personally.
• To conduct survey and prepare report on the effectiveness of teaching and learning process.
Study history Universiti Putra Malaysia M.S. Corporate Communication (2002-2004) CGPA : 3.30

Field Of Study
Communication Theory – Comm. Research Method – Theory and Practice of Corporate Comm. – Advanced Public Relations – Organizational Comm. –
News Writing and Reporting – Statistics for Communication Research – Strategies for Communication

International Islamic University Malaysia B.HSc. (Communication) (1995-1999) CGPA : 2.942

Phd Projects


Internal Communication and Sensemaking during Organisational Change

This study seeks to examine the role of internal communication from an interpretive perspective in the sense making process during the implementation of planned change initiatives within Higher Education Institutions in Malaysia. This study will explore how individual employees make sense of change in higher education institutions and what influence internal communication exerts upon sense making regarding change among the organizational members. This study will implement Weick’s sense making framework to analyse how change is communicated and understood and how these individual’s differences of understanding of change events are transformed into shared understanding that enable coordination through internal communication programme. The study focuses on the three premier public universities in Malaysia that are currently undertaking extensive nationwide transformation programmes recently launched by the government of Malaysia in its blueprint National Higher Education Strategic Plan (NHESP) 2007 – 2020. The universities are University Teknologi Malaysia (UTM), University Putra Malaysia (UPM) and University Sains Malaysia (USM). This study will employ a qualitative interviewing as the primary method through semi-structured interviews and open-ended questions from 10 respondents from each university to elicit views and opinions from them regarding the change initiatives implemented. Interviews will be gathered face-to-face and audio-recorded with expected length ranged from 30 minutes to 90 minutes. The interviews will be conducted either in Bahasa Malaysia or English depending on the participant’s preferences. The main overarching question of this study is how internal communication influence university employees’ sense making of change implemented in NHESP. This project is motivated by the limited empirical study on internal communication in Malaysia context in particular during change process. The adoption of sense making as theoretical framework will contribute new insights of Malaysian perspectives in which previous studies (Sonenshein, 2010; Kyriakidou, 2011; Balogun & Johnson, 2004; Bartunek, 2006; Maitlis & Christianson, 2014; Maitlis & Sonenshein, 2010; Weick, Sutcliffe, & Obstfeld, 2005) were mainly conducted in the Western countries. Studying of change in public sector context is another contribution of this project since previous literatures have mainly concerned on change in private sector. Public sector perspectives of change will be interesting to explore since employees of this sector are usually associated with slow receptivity towards change that leads to change fatigue (Frahm & Brown, 2007).

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