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This chapter aims to discuss the issues associated with social indexing as a solution to the challenges of current information organization systems by investigating the quality and efficacy of social indexing.

The chapter focuses on the study which compared indexing similarity between two professional groups and also compared social tagging and professional indexing. The study employed the method of the modified vector-based Indexing Consistency Density (ICD) with three different similarity measures: cosine similarity, dot product similarity, and Euclidean distance metric.

The investigation of social indexing in comparison of professional indexing demonstrates that social tags are more accurate descriptions of resources and reflection of more current terminology than controlled vocabulary. Through the characteristics of social tagging discussed in this chapter, we have a clearer understanding of the extent to which social indexing can be used to replace and improve upon professional indexing.

As investment in professionally developed web directories diminishes, it becomes even more critical to understand the characteristics of social tagging and to obtain benefit from it. In future research, the examination of subjective tags needs to be conducted. A survey or user study on tagging behavior also would help to extend understanding of social indexing practices.

Testing boundaries in the context of encountering horror representations have long been of interest to cultural studies scholars. There have been rich cultural accounts of how audiences negotiate with what is frightening or disgusting on screen (Hill, 2005) not just in general but also in what concerns specific social groups as well (e.g. children, Buckingham, 2000). Horror, disgust and the emotion of fear have not been examined in the Greek context so far and it is our aim to attempt a first investigation of how certain groups of viewers engage with the horror genre. We draw upon the argument that fear from encountering horror is a socially based emotion through which people do not just test their own boundaries but also their boundaries within a group of peers (Hill, 2005). Given that women are stereotypically thought to be more afraid than men, we are particularly interested to see how women aged between 20 and 35 in Greece engage with fear or disgust in the mainstreamed context of the horror offered by American Horror Story. We are particularly interested in the ways they perceive horror but also deadly women or female villains. Our interest in this particular series lies not only in its popularity across the world but also because of its nature as a representative series of the horror genre and because all different narratives it offers are mostly based on female characters primarily as villains. Also, as a text available across different cultures, it could probably allow us to engage with cross-cultural research in the future. Therefore we wish to conduct an online survey with women aged 20–35 in Greece, followed by focus groups with women of the same age group in an attempt to provide both a mapping and a further investigation of the topic.

This chapter seeks to increase our understanding of health care employees' perceptions of effective and ineffective leadership behavior within their organization.

Interviews were conducted with 59 employees working in a diversity of positions within the case study hospital. Interviewees were asked to cite behaviors of both an effective and an ineffective leader in their organization. They were also asked to clarify whether their example described the behavior of a formal or informal leader. Grounded theory data analysis techniques were used and findings were interpreting using existing leadership behavior theories.

(1) There was a consistent link between effective leadership and relationally oriented behaviors. (2) Employees identified both formal and informal leadership within their hospital. (3) There were both similarities and differences with respect to the types of behaviors attributed to informal versus formal leaders. (4) Informants cited a number of leadership behaviors not yet accounted for in the leadership behavior literature (e.g., ‘hands on’, ‘professional’, ‘knows organization’). (5) Ineffective leadership behavior is not simply the opposite of effective leadership.

Findings support the following ideas: (1) there may be a relationship between the type of job held by employees in health care organizations and their perceptions of leader behavior, and (2) leadership behavior theories are not yet comprehensive enough to account for the varieties of leadership behavior in a health care organization. This study is limited by the fact that it focused on only those leadership theories that considered leader behavior.

There are two practical implications for health care organizations: (1) leaders should recognize that the type of behavior an employee prefers from a leader may vary by follower job group (e.g., nurses may prefer relational behavior more than managerial staff do), and (2) organizations could improve leader development programs and evaluation tools by identifying ineffective leadership behaviors that they want to see reduced within their workplace.

Health care organizations could use these findings to identify informal leaders in their organization and invest in training and development for them in hopes that these individuals will have positive direct or indirect impacts on patient, staff, and organizational outcomes through their informal leadership role.

This study contributes to research and practice on leadership behavior in health care organizations by explicitly considering effective and ineffective leader behavior preferences across multiple job types in a health care organization. Such a study has not previously been done despite the multi-professional nature of health care organizations.

This chapter focuses upon operators' automation usage decisions (AUDs), choices in which people have the option of relying on automation or employing a manual or less technologically advanced means of control. Misuse, the over-utilization of automation, and disuse, the under-utilization of automation, result from inappropriate AUDs. Three causes of misuse and disuse were identified. Operators may: (1) not recognize that both automated and manual alternatives are available (recognition errors), (2) inaccurately estimate the utilities of the automated and/or manual options (appraisal errors), or (3) knowingly select the alternative with the lowest expected outcome (action errors). A decision-making model was used to organize the literature, identify new areas of inquiry, and examine the effects of a number of variables known to affect AUDs. These included machine reliability and consistency, performance feedback, trust in automation, self-confidence in manual control, perceived utility, and the automation bias.