The broad topic is multitasking, which is selected for these theories, and its suit for our claim;

The ability to Multitask reduce age

Multitasking leads to decile the productivity

Time management is effective than multitasking

The common task is multitasking between the upper management

            The person’s ability with the multitask, reduces by the age where the stems from this idea are the brain reaction of the time, and it is switching for the task to task to decrease the person gets older (Otto & et al, 2012).

        OCCI development theory holds that people desire personal growth and development and are capable of making a contribution to the organization s. Workgroups within the OCCI meet individual needs when interpersonal trust and support are high. Work groups then can increase organizational effectiveness.

        To find the areas which are impacted by the issue of multitasking of employees, the analysis of cause and effect is used. This analysis is also referred to as the fishbone diagram. Also, team work approach can be used her to come over this issue.  The negative correlation by productivity along with age is concluded the generation. The OCCI multitasking leads the decline in the productivity of spurs from where the employees has a stress being over the worked.  The over a worked person, is suffer in the performance due to the time pressure that is mightbe preventing form completing all the task (Logie, 2011). Evaluation of how policies as well as programs are implemented is a major key in determining the gaps of Multitasking of employee’s practices and where or how change should occur within the workplace or department. Change is a consistent element of expert work. There has been various approach along with the societal improvements plus changes, as well as expanded complexities in the specific situations plus conditions for professionals. This makes it important to take a gander at the theories and ideas used to clarify and translate these practices (Paridon, 2010).  

          The next theory is about time management is more effective than multitasking. Because the employees who managed their task or work on the properly given time, then they have no need for then multitask which gives the result of the increase in productivity without the strain which is caused by the multitasking. The person has the set aside for the proper amount, which they have no need for the multitasking, and they complete them all task to eliminate the pressure of time. The next theory is that, the multitasking. A significance of authority to the powerful arrangement of Multitasking of employees is additionally undisputable, just like the centrality of management to Multitasking management in Oman (Schöttner, 2008).

       Theories, previous concepts, and evidenced-based studies will be of great assistance in order to achieve a continuous rate of change in the Multitasking of employees in OCCI. With a fast-paced OCCI multitasking of employee’s management practices and the new challenges as well as issues, there is a need to perceive the drawback of progress which can be expressed through the identification of a critical number of change oversights that can be avoidable (Spink, 2009). 

          For the analysis of the different issues which is discussed in the above section for the multitasking of the employees, the techniques which are most used, have the causes and Effect analysis. The Fishbone diagram is also known as the causes and Effect diagrams, Ishikawa diagram. When the employees have a serious problem , then it is very significant to explore all things which could cause and before you start thinks about its solutions. Causes and effect analysis is the useful method of doing this , and this is the techniques that combine the brainstorming to suppose all causes of the problems rather then it is most obvious.  

References of Analysis of Multitasking of employee in Oman Chamber of Commerce and Industry

Buser, T. & Peter, N., 2012. Multitasking.. Experimental Economics, 15(4), p. 641–655.

Hellmann, T. & Thiele, V., 2011. Incentives and Innovation: A Multitasking Approach. American Economic Journal: Microeconomics, 3(1), p. 78–128.

Logie, R. H., 2011. Multitasking: multiple, domain-specific cognitive functions in a virtual environment. Memory & Cognition, 39(8), p. 1561–1574.

Managementstudyguide, 2019. Employee Multitasking - An Overview. [Online]
Available at: https://www.managementstudyguide.com/employee-multitasking.htm

Otto, S. C. & et al, 2012. Exploring the Impact of Multitasking In the Workplace. Journal of Business Studies Quarterly, 3(4), pp. 154-162.

Paridon, H. M., 2010. Paridon, H. M., & Kaufmann, M. (2010). Multitasking in work-related situations and its relevance for occupational health and safety: Effects on performance, subjective strain and physiological parameters. Europe’s Journal of Psychology, 6(4), pp. 110-124.

Schöttner, A., 2008. Relational Contracts, Multitasking, and Job Design. Journal of Law, Economics, and Organization, 24(1), pp. 138-162.

Schottner, A. & et al, 2007. Relational Contracts, Multitasking, and Job Design. Journal of Law, Economics, and Organization,, 24(1), p. 138–162..

Spink, A., 2009. Multitasking behavior. Annual Review of Information Science and Technology banner.