Chapter Three: How might IS change a manager's job? Is monitoring an employee's work on a computer a desirable or undesirable activity from a manager's perspective? From the employee's perspective? How does the organization's culture impact your position? Defend your position. Do you think it was a good idea strategically for Google to launch Bard the way it did (see description in chapter introduction)? Please discuss the pros and cons. Encana Oil & Gas Inc. is a natural gas firm. It enacted a digital transformation in what is considered a latecomer industry.1 To do so, Encana's senior management team and CIO worked together to establish ten IS guiding principles that were intended to provide an adequate level of IT support for capitalizing on data for cost cutting and business agility. To support the guiding principles, Encana restructured its IS Organization. The structure was designed to allow IS managers to work closely with business unit (BU) managers in BU-IS Groups and to provide local solutions to meet the needs of the BUs. The IS professionals were encouraged to learn the business and find ways to create efficiencies in the BUs. Based on this information, what type of organizational structure would be most suitable for Encana? Please explain. Chapter Four: What do you predict will be the impact of artificial intelligence (AI) (including generative AI) on knowledge workers? How can a manager ensure that the impact is positive rather than negative? What currently emerging technologies do you predict will show the most impact on the way work is done? Why? Given the growth in working remotely during the COVID-19 pandemic, how might offices physically change in the coming years? Will offices as we think of them today exist by 2030? Why or why not? How did the COVID-19 pandemic affect your working and/or learning remotely? What, if any, changes in working and learning have become a part of your life now