A kutatásomban szeretném bemutatni Magyarország és Szerbia orvosokkal való ellátottságát (orvosok száma/100 000 lakos), mely az egészségügyi rendszer működésére vonatkozó egyik legfontosabb indikátor, a két ország tervezési-statisztikai és közigazgatási területi egységeit véve alapul. A kutatásom a 2002-2020 közötti időszakra terjed ki, és összehasonlítás céljából másodlagos adatokat, a hivatalos magyar és szerb statisztikai adatokat használtam fel. Mivel Magyarország és Szerbia szomszédos országok, egy ilyen összevetés fontos információkkal szolgálhat a regionális hasonlóságokat és különbségeket, valamint a jövőbeli fejlődési kilátásokat illetően. Azt is fontos kiemelni, hogy Magyarország és Szerbia eltérő gazdasági fejlettségű országok, valamint az európai uniós tagság tekintetében is jelentősen különbözik a helyzetük. Viszont mindkét ország lényeges gazdasági és politikai változásokon ment keresztül az elmúlt 15- 20 évben, és ezért fontos lehet megvizsgálni és összehasonlítani az egészségügyi rendszereik fejlődését, melynek szerves részét képezi az orvosokkal való ellátottság. A kutatásom során arra a következtetésre jutottam, hogy Magyarországon az orvosokkal való ellátottság magasabb, mint Szerbiában. 2002 óta Magyarország vármegyéiben folyamatosan emelkedik az orvosokkal való ellátottság, míg Szerbia területi egységeiben a 2002 utáni „látványos” csökkenést követően főleg stagnálás figyelhető meg. Összességében megállapítható, hogy a földrajzi közelség ellenére jelentős különbségek vannak a szerb és a magyar orvosokkal való ellátottság tekintetében.
I will present the density of physicians and general practitioners (number of physicians/100 000 inhabitants, number of general practitioners/100 000 inhabitants) in the Hungarian CsongrádCsanád country (NUTS 3 statistical region) and the territorial units of Vojvodina, (NUTS 3 statistical regions), as one of the key indicators in the healthcare system. Vojvodina (NUTS 2 statistical region) is the Autonomous Province of Serbia, which includes 7 territorrial units (NUTS 3 statistical regions). I did this research for the period between 2002-2020 based on the official Hungarian and Serbian statistical data. As Hungarian Csongrád-Csanád country and Vojvodina are two neighbouring territories, such a comparison can provide us with important information on regional similarities and differences, as well as development perspectives in the future. Another important aspect is that there are discrepancies between Hungary and Serbia in terms of economic development and EU membership. However, both countries have undergone considerable economic and political changes in the last 15-20 years and, in this context, it might be important to examine and compare the development of their healthcare systems, including the density of physicians and general practitioners over this period. This research showed that, the density of physicians is higher in the Hungarian Csongrád-Csanád country compared to the territorial units of Vojvodina and this ratio has not changed in the examined period. However, by 2020 the GPs density in three terriotorial units of Vojvodina surpassed the GPs density in the Hungarian Csongrád-Csanád country, which can provide us with the conclusion, that the Serbian primary healthcare strengthening strategy might serve as explanation for this phenomenon.
Burnout is recognised as an occupational hazard and prolonged response to chronic interpersonal stressors at work in various people-centred professions, with higher prevalence among health care workers. The main objective of this research was the integrative review of the literature on burnout syndrome in Hungarian health care workers. Twelve (12) studies found in PubMed database were included in the research and a number of important conclusions have been summarized about burnout syndrome among employees of the Hungarian health care system. Also, as important conclusion it has been highlighted, that recognising, preventing, and treating burnout and depression among health care workers should be one of the priorities of the health care in Hungary.
The changing world and its economic trends are demanding adjustments in healthcare systems. The modernization of healthcare appeared as a global requirement, in connection with numerous changes in the healthcare sector, including the financing and providing funds for unallayed services. Also, one of the crucial elements of modernization is the development of healthcare leadership and the introduction of elements of shared leadership, in order to create an organizational culture, which can comply with the global changes, coming together with economic and business transformations. Leaders bring their life lessons, their past, and their culture into every possible perspective and context. Belonging to groups, families, and communities can empower leaders and increase commitment toward belonging. As well as cultural humility, leaders need to recognize and understand their own cultural self-identity and how this affects their leadership style. Recognizing that everyone has unique traditions, values, and beliefs (ethnic identity, language, religion, community, family ties) helps to understand how everyone is related to others and how it influences leadership decisions. Though there is a recognized need, opportunities for healthcare leadership development are limited both in Hungary and Serbia, including important limiting factors such as the fact that leaders are still skeptical about including modern business and management elements in healthcare. The ideal solution would be the combination of early and mid-to-late career development and the integration of both organizational and leadership development. Although there is insufficient data on the impact of social identity and social identification on behaviors, professional development, and commitment of leaders in the healthcare systems of Hungary and Serbia, both countries could be established a clear connection between recognizing the need for developing an effective social health protection system and effort to improve the leadership in healthcare. However, further research is needed in order to better define the phenomenon.
The changing word and its economic trends are demanding adjustments in healthcare systems. The modernization of the healthcare appeared as global requirement, in connection with numerous changes in healthcare sector, including the financing and providing funds for unallayed services. Also, one of the crucial elements of the modernization is the development of the healthcare leadership and introducing elements of the shared leadership, in order to create an organizational culture, which can comply with the global changes resulting to economic and business transformations. Belonging to groups, families, and communities can empower leaders and increase commitment towards belonging. Through cultural humility, leaders are able to recognise and understand their own cultural self-identity and how this affects their leadership style. In this paper, the authors recognise that everyone has unique traditions, values, and beliefs (ethnic identity, language, religion, community, family ties), that everyone is connected to others, and that this greatly influences their leadership decisions. In order to provide a theoretical basis for the research, the authors aim to present a literature review of past research on identity as a factor influencing the modernization of healthcare (and leadership) in both Hungary and Serbia. Though there is a recognized need, opportunities for healthcare leadership development are limited both in Hungary and Serbia, including important limiting factors such as the fact that leaders are still sceptical about modern business and management elements in the healthcare sector. The ideal solution would be the combination of the early and mid-to-late career development and the integration of both the organizational and leadership development. This paper focuses on describing the healthcare systems in the two countries and understanding the factors that need to be highlighted in terms of their modernisation, both in the system and in relation to healthcare leadership.
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