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Pituitary xanthogranulomatomas (XG) are a rare pathological entity caused by accumulation of lipid laden macrophages and reactive granuloma formation usually triggered by cystic fluid leakage or hemorrhage. Our aim was to compare clinical characteristics and presenting features of patients with secondary etiology of XG and those with no identifiable founding lesion (primary -“pure” XG) in order to gain new insights into this rare pituitary pathology. In a retrospective review of 714 patients operated for sellar masses, at tertiary center, we identified 16 (2.24%) with histologically confirmed diagnosis of pituitary XG over the period of 7 years (2015–2021). Patients were further analyzed according to XG etiology: “pure”- XG (n = 8) with no identifiable founding lesion were compared to those with histological elements of pituitary tumor or cyst – secondary XG (n = 8). We identified 16 patients (11 male), mean age 44.8 ± 22.3 years, diagnosed with pituitary XG. Secondary forms were associated with Ratke’s cleft cyst (RCC, n = 2) and pituitary adenoma (PA, n = 6). The most common presenting features in both groups were hypopituitarism (75%), headache (68.5%) and visual disturbances (37.5%). Predominance of male sex was noted (males 68.75%, females 31.25%), especially in patients with primary forms. Patients with primary pituitary XG were all males (p = 0.0256) and more frequently affected by panhypopituitarism (87.5% vs. 25%, p = 0.0406) compared to patients with secondary causes. Hyperprolactinemia was noted in pituitary tumor group with secondary etiology only (p = 0.0769). Majority of lesions were solid on magnetic resonance imaging - MRI (81.25%). Distinct clinical phenotype was observed dependent on the etiology of XG.

As a socially, politically, and economically complex community, the Kingdom of Serbs, Croats, and Slovenes faced numerous financial difficulties. In order to enable the state to function smoothly, revive and develop economic activities, and allow citizens to meet their daily needs, it was necessary to establish a unified financial system. The elements of this system, particularly the establishment (or redefinition) of a central bank, expanding its network by incorporating branches of the Austro-Hungarian Bank to facilitate payment transactions, controlling the kronen and replacing them with new national currency, and implementing measures to stabilize the dinar, will be examined by the authors through the analysis of literature and primary archival sources.

The paper presents the wandering of the new DFY authorities on wage and price policy issues and their inability to balance the cash income and supply ratio of basic necessities of life. Numerous organizational efforts and scope of normative activity in the face of general poverty, economic disintegration, and lack of staff, did not stabilize the situation and the government contributed to the price collapse in the summer of 1945 with its disfavor.

At the end of the World War II, numerous POWs were found in Yugoslavia. Although estimates differ significantly, depending on the author, it is undeniable that they were mostly Germans. At the same time, experts of all professions were lacking for Yugoslavia’s economic plans. Therefore, after the initial non-selective use of the POWs as labor force (manual mass jobs), the authorities began to search for prisoners with various professional qualifications. The work of the POWs had its economic value, which was expressed in the price calculations from the earliest days. The salaries they earned were paid to the special Land Reconstruction Fund. Requests for specialist labor, however, from August 1945 and especially during 1946, resulted in certain incentives in money or goods (cigarettes) given directly to the POWs. In order to motivate the work of the POWs, the Yugoslav authorities introduced more personal awards, such as the right to increased nutrition, the introduction of norms, and other measures. In this way, some prisoners could provide funds for their personal consumption, better living and working conditions, and even recommend themselves to conclude their labor contract and be released from the camp. After the first period of imprisonment, when there were many cases of unjustified punishment, exhaustion, torture, and murder, better times followed (though far from good). The period of hunger gave way to a time when rules guaranteed a solid food regimen, but in practice there were too many anomalies. A similar situation was with the supply of clothing and footwear, as well as accommodation and health care. Nevertheless, by 1947, the situation in all these segments had improved significantly. A special segment of the engagement of the state and the Communist Party was the ideological work among the POWs, which was aimed at denationalization and re-education in the spirit of the idea of communism. Anti-fascist committees (Antifa) were organized for this purpose, a prisoners’ press was published, wall newspapers were made, cultural and sports events organized, and instructors worked among the prisoners.

Today’s environment in which the companies are doing business is dynamic and unpredictable. The companies are therefore forced to implement changes in business processes. Changes can be related to human resources, new technological processes, openness to new markets and other factors. One of the big changes are acquisitions or mergers of companies. Mergers and takeovers of companies have been present in the business world for a long time, and their influence on the economy is significant. The most common motive is increasing the competitive advantage, improving financial indicators, creating added value to service, etc. This paper looks into the influence of mergers, i.e. acquisitions in bus transportation on the quality of service provided. It is the first research related to the quality of service after the acquisition of the companies Autotrans d.o.o. and Autoprometno poduzeće d.d. by Arriva Hrvatska, which was carried out in 2018. Acquisitions and mergers are an opportunity for organisations to position themselves on the market and improve their performance, but also a huge challenge for the management. Such a process requires effort and time to bring it to successful completion. That also includes continuous work on ensuring the quality of provided services, i.e. the implementation and maintenance of tangible and intangible elements of the service, which will in the end secure success on the market.