While the world is experiencing its biggest pandemic of this century with economic slowdown and millions of job losses worldwide and organisations are busy reengineering their internal processes and multitasking the existing workforce, we, still, would like to make an attempt to evaluate the effects of multitasking at the workplace.
Before we do that, we need to understand when exactly this expression came into being and how multitasking is taken by the organisations in our age.
The word “multitasking” first arose in 1965, in reference to using a single computer to simultaneously carry out two or more jobs. As computers became more ubiquitous, the idea of multitasking drifted into the realm of human affairs: we answer emails in meetings, we scan Twitter while streaming a movie, we operate multiple apps while chatting with friends. Being a multitasker is a point of pride for many, implying mental agility and exemplary productivity. To sum it up, Multitasking is to:
- Perform two or more tasks simultaneously
- Switch back and forth from one thing to another
- Perform a number of tasks in rapid succession
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