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Persons with diabetes mellitus may have an increased risk of severe illness or death from COVID-19 compared to persons without diabetes. Prior studies indicate that immune response and thus vaccine effectiveness might be lower in persons with diabetes. We aimed to systematically review the effectiveness of COVID-19 vaccines in adults with diabetes. Pubmed, Embase, Web of Science and Cochrane Library were searched for studies that evaluated the effectiveness of COVID-19 vaccines in adults with diabetes, published before 4 March 2022. Risk of bias in the included studies was evaluated using the ROBINS-I tool. At least two reviewers conducted the study selection, data extraction, and risk of bias assessment independently. After screening of 2196 studies, a total of 17 articles were included. Six different COVID-19 vaccines (Ad5-nCoV-S, AZD1222, BNT162b2, CoronaVac, JNJ-78436735, and mRNA-1273) were included in the synthesis. Vaccine effectiveness was reported for SARS-CoV-2 infection, symptomatic COVID-19, hospitalization, and death, and ranged from 24 to 96% in persons with diabetes, and from 33 to 97% in total study populations; effectiveness was generally lower for persons with diabetes. Odds ratios for breakthrough infection or severe COVID-19 ranged from 1.03 to 2.41 in vaccinated persons with diabetes compared to persons without diabetes. Even though the included studies were very heterogeneous, results from the synthesis indicate that effectiveness of COVID-19 vaccines might be lower in persons with diabetes. More research is needed on the comparison of vaccine effectiveness between persons with and without diabetes, and the effectiveness of repeat COVID-19 vaccinations.

The emergence of the Covid-19 pandemic led to higher education meeting with a completely new way of organizing teaching, which was new for both professors and students. There was a complete, and then a partial transition from traditional education to digital education, that is, education that was conducted through digital platforms. Accordingly, there are three models of work in emergency situations: model A - educational work and teaching on the premises of the institution, model B - a mixed form of educational work / teaching (one part in the institution and one part from home (online teaching ) and model C - educational work and home teaching (online teaching). Therefore, the question arises which of the mentioned models students in the Republic of Croatia prefer? Do they prefer traditional or digital teaching or a combination of them? What challenges did they face in higher education during the Covid-19 pandemic? How did this affect their motivation to learn? We will try to answer all these questions in the methodological part of the research, which is based on a questionnaire. , the survey was anonymous, and the answers were graphically presented and analyzed in detail. Pojava pandemije Covid-19 dovela je do susreta visokog obrazovanja s potpuno novim načinom organizacije nastave, koji je bio nov i za profesore i za studente. Došao je potpuni, a potom i djelomični prijelaz s tradicionalnog obrazovanja na digitalno obrazovanje, odnosno obrazovanje koje se provodilo putem digitalnih platformi. Sukladno tome, postoje tri modela rada u izvanrednim situacijama: model A – odgojno-obrazovni rad i nastava u prostorijama ustanove, model B – mješoviti oblik odgojno-obrazovnog rada/nastava (jedan dio u ustanovi i jedan dio od kuće (online). nastava ) i model C - odgojno-obrazovni rad i kućna nastava (online nastava). Stoga se postavlja pitanje koji od navedenih modela učenici u Republici Hrvatskoj preferiraju? Da li preferiraju tradicionalnu ili digitalnu nastavu ili njihovu kombinaciju? Koji su izazovi bili s kojima se susreću u visokom obrazovanju tijekom pandemije Covid-19? Kako je to utjecalo na njihovu motivaciju za učenje? Na sva ova pitanja pokušat će se odgovoriti u metodološkom dijelu istraživanja koji se temelji na anketnom upitniku. , anketa je bila anonimna , a odgovori su grafički prikazani i detaljno analizirani.

The emergence of the COVID-19 pandemic changed the world, and its spread left drastic consequences for everyday life and business both in the world and in the Republic of Croatia. Given such a situation, we are forced to change established habits and behavior, adapt and survive. This applies to all of us, but especially to entrepreneurs, who were brought to the position of closing their companies overnight, and transferring part of their activities to the virtual world in order to ensure at least some income, necessary for the company's survival. With the digitization of business, numerous destination management companies have developed their web shops, e-commerce, while conducting meetings and certain events online. In order to maintain their business, numerous destination management companies were encouraged to create a personalized product. Examples are Booking.com and Expedia, which increased their investments in technology and data platforms, while on the other hand, they were forced to reduce the number of employees in order to maintain their operations. The purpose of this work is to present the operations of destination management companies during the Covid-19 pandemic, the interpretation of the measures and restrictions they have taken. Pojava pandemije COVID-19 promijenila je svijet, a njezino širenje ostavilo je drastične posljedice na svakodnevni život i poslovanje kako u svijetu tako i u Republici Hrvatskoj. S obzirom na takvu situaciju, prisiljeni smo promijeniti ustaljene navike i ponašanje, prilagoditi se i preživjeti. Ovo se odnosi na sve nas, ali posebno na poduzetnike, koji su preko noći dovedeni u poziciju zatvaranja firmi, te prebacivanja dijela djelatnosti u virtualni svijet kako bi osigurali barem neki prihod, potreban za opstanak firme. Digitalizacijom poslovanja brojne destinacijske menadžment kompanije razvile su svoje web shopove, e-commerce dok su sastanke i određene događaje vodile online putem. Kako bi održali svoje poslovanje brojne destinacijske menadžment kompanije bile su potaknute kreiranju presonaliziroanog proizvoda. Sami primjer su nam Booking.com i Expedia koji su povećali svoja ulaganja u tehnološke i podatkovne platforme dok su s druge strane bile primorane smanjiti broj zaposlenih kako bi održali poslovanje. Svrha je ovoga rada je prikaz poslovanja destinacijskih menadžment kompanija za vrijeme pandemije Covid-19, tumačenje primjenjenih mjera i restrikcija koje su poduzele.

Background: To what extent the COVID-19 pandemic and its containment measures influenced mental health in the general population is still unclear. Purpose: To assess the trajectory of mental health symptoms during the first year of the pandemic and examine dose–response relations with characteristics of the pandemic and its containment. Data Sources: Relevant articles were identified from the living evidence database of the COVID-19 Open Access Project, which indexes COVID-19–related publications from MEDLINE via PubMed, Embase via Ovid, and PsycInfo. Preprint publications were not considered. Study Selection: Longitudinal studies that reported data on the general population's mental health using validated scales and that were published before 31 March 2021 were eligible. Data Extraction: An international crowd of 109 trained reviewers screened references and extracted study characteristics, participant characteristics, and symptom scores at each timepoint. Data were also included for the following country-specific variables: days since the first case of SARS-CoV-2 infection, the stringency of governmental containment measures, and the cumulative numbers of cases and deaths. Data Synthesis: In a total of 43 studies (331 628 participants), changes in symptoms of psychological distress, sleep disturbances, and mental well-being varied substantially across studies. On average, depression and anxiety symptoms worsened in the first 2 months of the pandemic (standardized mean difference at 60 days, -0.39 [95% credible interval, -0.76 to -0.03]); thereafter, the trajectories were heterogeneous. There was a linear association of worsening depression and anxiety with increasing numbers of reported cases of SARS-CoV-2 infection and increasing stringency in governmental measures. Gender, age, country, deprivation, inequalities, risk of bias, and study design did not modify these associations. Limitations: The certainty of the evidence was low because of the high risk of bias in included studies and the large amount of heterogeneity. Stringency measures and surges in cases were strongly correlated and changed over time. The observed associations should not be interpreted as causal relationships. Conclusion: Although an initial increase in average symptoms of depression and anxiety and an association between higher numbers of reported cases and more stringent measures were found, changes in mental health symptoms varied substantially across studies after the first 2 months of the pandemic. This suggests that different populations responded differently to the psychological stress generated by the pandemic and its containment measures. Primary Funding Source: Swiss National Science Foundation.

Absence from work can be caused by various factors, and determining the reason for the absence is a particularly important rule for employers. In practice, one of the most common reasons for absence from the workplace is absence based on temporary incapacity for work. The health system of each country, determines guidelines and passes laws, according to which it is defined in what way and under what conditions compensation will be paid during the insured's sick leave. Experience gained, average and salary level, type and duration of illness are some of the criteria on the basis of which it will be determined at whose expense this type of compensation will be paid and in what amount. Specifics in the calculations, during the duration of the COVID 19 pandemic, and the impact of the pandemic on the working population, will be presented and explained through the work using credible statistical data. zostanak s posla može biti uzrokovan raznim čimbenicima, a za poslodavce osobito je značajno pravilo utvrđivanje razloga odsustva. U praksi je jedan od najčešćih povoda odsustva s radnog mjesta, izostanak na temelju privremene nesposobnosti za rad. Zdravstveni sustav svake zemlje, određuje smjernice i donosi zakone, prema kojima se definira na koji će se način i pod kojim uvjetima, isplaćivati naknada za vrijeme bolovanja osiguranika. Stečeni staž, prosjek i visina plaća, vrsta i duljina trajanja bolesti neki su od kriterija na temelju kojih će se odrediti na čiji teret će se ovakav tip naknada isplaćivati i u kojem iznosu. Specifičnosti u obračunima, za vrijeme trajanja COVID 19 pandemije, te utjecaji pandemije na radno aktivno stanovništvo, biti će prikazani i objašnjeni kroz rad koristeći se vjerodostojnim statističkim podacima.

This thesis presents the creation of a web interface that monitors the disease caused by the COVID-19 virus in the world. For this project Visual Studio Code, ReactJS and Django were used on the Windows 10 operating system. To begin with, the user can register, log in to the website and leave comments. The site administrator has the possibility of CRUD methods (create, read, update and delete). On the world map, by filtering the country, the number of recovered, diseased and death cases can be monitored with the display of graphs. In addition, the process of creating a web interface is described in detail, which is divided into 5 steps, where each step is supported by photos: client side, server side, testing with Postman, programming using ReactJS and Django, and connecting the client and server side. Finally, the achieved results and suggested possible improvements were presented. U ovom završnom radu prikazana je izrada web sučelja pomoću kojeg se prati bolest uzrokovana COVID-19 virusom u svijetu. Za izradu aplikacije koristio se Visual Studio Code, React i Django na operacijskom sustavu Windows 10. Za početak se korisnik može registrirati, odnosno prijaviti na web stranicu te može ostavljati komentare. Administrator stranice ima mogućnost CRUD metoda (kreiranje, čitanje, ažuriranje i brisanje). Na karti svijeta se odabirom pojedine države može pratiti broj oporavljenih, oboljelih i smrtnih slučajeva uz prikaz grafova. Detaljno je opisan i postupak izrade web sučelja koji je podijeljen u 5 koraka: klijent strana, server strana, testiranje Postmanon, programiranje korištenjem ReactJS-a i Djanga te povezivanje klijent i server strane. Naposlijetku su prezentirani ostvareni rezultati i predložena moguća poboljšanja.

Development trends in human resources management indicate that human resources occupy an extremely important and prestigious place in the modern world. Strategic management makes decisions about the organization's goals, which it then passes down to other levels of management for the purpose of coordination. Therefore, the very top of the organization sets goals that all departments must follow and adapt their operations to the organization's plans. With the traditional approach, the most common problem is the lack of cooperation between different departments. Departments can not function as completely independent units, their role is to get the most out of their scope of business so that the entire organization profits. It is clear that if the finance department makes a decision to cut costs, that decision affects other departments such as marketing and human resources. Therefore, the decision to cut costs must be thoughtful, considering the purpose of the business. The traditional approach can lead to delayed reactions and irreversible and long-term damage. The damage is even more visible when there are turbulence on the market, caused by world crises, natural disasters, political instability, etc. However, a crisis can also be an opportunity for a new beginning, Albert Einstein said it best in the sentence "Without a crisis, there are no challenges, and without challenges, life becomes a routine, an easy death". Organizations that are regularly doing internal controls and analyzing their own strengths and weaknesses can cope with the crisis, while those organizations that meet the crisis unprepared fail. The Covid-19 crisis showed how the market is breathing, it opened up new solutions and business methods, but it also showed the weaknesses of certain organizations and associations. All the more, the Covid-19 pandemic is an extremely specific phenomenon, something the world has not seen in the last 100 years. It is a phenomenon that no one was fully prepared for, but we still had the opportunity to see how the "best" survive. Ericsson Nikola Tesla is a company that decisively approached the problem of the crisis, and their trained crisis staff guided employees through all stages. Trendovi razvoja upravljanja ljudskim potencijalima ukazuju kako ljudski potencijali zauzimaju izuzetno važno i prestižno mjesto u suvremenom svijetu. Strateški menadžment donosi odluke o ciljevima organizacije koje potom spušta na druge razine menadžmenta u svrhu usklađivanja. Dakle, sam vrh organizacije postavlja ciljeve koje potom svi odjeli moraju pratiti te prilagoditi svoje poslovanje planovima organizacije. Kod tradicionalnog pristupa najčešći problem je nedostatak suradnje između različitih odjela. Odjeli ne smiju funkcionirati kao potpuno samostalne jedinice, njihova uloga je da izvuku maksimum iz svoga djelokruga poslovanja kako bi cijela organizacija profitirala. Jasno je da ukoliko odjel financija donese odluku o rezanju troškova, ta odluke utječe na druge odjele kao što su marketing i ljudski potencijali. Prema tome odluka o rezanju troškova se mora provesti smisleno uzimajući u obzir svrhu poslovanja. Tradicionalan pristup može dovesti do zakašnjelih reakcija te nastanka nepovratnih i dugoročnih šteta. Štete su još vidljivije kada se na tržištu događaju turbulencije, uzrokovane svjetskim krizama, elementarnim nepogodama, političkim nestabilnostima i sl. Međutim, kriza može biti i prilika za novi početak, Albert Einstein je to najbolje sročio u rečenici „ Bez krize nema ni izazova, a bez izazova život postaje rutina, lagana smrt“. Organizacije koje redovito provode unutarnje kontrole te analize vlastitih prednosti i slabosti mogu se uhvatiti u koštac s krizom, dok one organizacije koje dočekaju krizu nespremne propadaju. Covid-19 kriza pokazala je kako tržište diše, otvorila je nove solucije i načine poslovanja, međutim pokazala je slabosti pojedinih organizacija i udruženja. Tim više pandemija Covid-19 je izuzetno specifična pojava, takvo nešto svijet nije vidio u posljednjih 100 godina. Radi se o pojavi za koju nitko u potpunosti nije bio spreman, ali ipak smo imali priliku vidjeti kako „najbolji“ opstaju. Ericsson Nikola Tesla je kompanija koja je odlučno pristupila problemu krize te je njihov uvježbani krizni stožer vodio zaposlenike kroz sve etape.

A crisis is a situation that comes suddenly and affects the business and performance of the organization. In the fight against crisis situations, a great role of each organization is played by human resources management, whose role is to take quick and concrete actions in order to motivate, train and support employees. Combining a capable manager and motivated employees who come up with solutions with their knowledge, abilities and skills, results in successful organization management and a quick way out of the crisis. The pandemic of the COVID-19 virus, which resulted in a global crisis, has shaken organizations around the world. The key to survival and trying to get out of the situation that has befallen many entrepreneurs as quickly as possible, lies in quickly and smartly finding solutions and using the current situation to their advantage. Many managers tried to make the most of the crisis situation and switched to digitalization, teleworking, online sales, communication with customers via social networks, digital marketing, etc. New methods of work have led to significant changes in human resource management. Kriza predstavlja situaciju koja dolazi iznenada i utječe na poslovanje i uspješnost organizacije. U borbi s kriznim situacijama veliku ulogu unutar svake organizacije ima menadžment ljudskih potencijala čija je uloga poduzimati brze i konkretne akcije u svrhu motivacije, osposobljavanja i podrške zaposlenika. Spajanje sposobnog menadžera i motiviranih zaposlenika koji svojim znanjima, sposobnostima i vještinama dolaze do rješenja, rezultira uspješnim vođenjem organizacije i brzim izlaskom iz krize. Pandemija virusa COVID-19 koja je rezultirala globalnom krizom, uzdrmala je organizacije diljem svijeta. Ključ opstanka i pokušaja što bržeg izlaska iz situacije kakva je zadesila mnoge poduzetnike, leži u brzom i pametnom pronalaženju rješenja i iskorištavanja trenutne situacije u njihovu korist. Mnogi menadžeri pokušali su iskoristiti maksimum iz krizne situacije te su prešli na digitalizaciju, rad na daljinu, prodaju putem interneta, komunikaciju s kupcima putem društvenih mreža, digitalni marketing i slično. Nove metode rada dovele su do znatnih promjena u upravljanju ljudskim potencijalima.

Nautical tourism is certainly one of the growing segments of maritime activities in the development of Croatian tourism with the aim of achieving increasing competitiveness. Nautical tourism, which is considered the main factor of the world maritime system, accounts for a significant share of total world tourism. Nautical tourism was the first to return to good traffic even after the epidemic. One of the ports of nautical tourism was selected as the subject of financial analysis with the aim of determining the level of success for the selected period (from 2018 to 2021) for the time before, during the Corona virus pandemic and the time after the pandemic. Basic financial statements, horizontal and vertical analysis and financial indicators will be determined through the work. Nautički turizam zasigurno je jedan od rastućih segmenata maritimnih djelatnosti u razvoju Hrvatskog turizma s ciljem postizanja sve veće konkurentnosti. Značajan udio u ukupnom svjetskom turizmu bilježi upravo nautički turizam koji se smatra glavnim čimbenikom svjetskog pomorskog sustava. Nautički turizam se prvi vratio dobrom prometu i nakon epidemije COVID-19. Kao subjekt financijske analize odabrana je jedna od luka nautičkog turizma s ciljem utvrđivanja razine uspješnosti za odabrano razdoblje (od 2018. do 2021. godine) za vrijeme prije, za vrijeme pandemije Koronavirusa i vrijeme poslije pandemije. Kroz rad biti će utvrđeni osnovni financijski izvještaji, horizontalna i vertikalna analiza i financijski pokazatelji.