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Controllers of healthcare organizations have become 'joker actors' in the decision-making of the organization due to service regular and ad hoc reports. Some senior executives even involve them in the decision-making process when there is a relationship of trust. However, we cannot identify controllers as business partners. Hybrid controllers from the medical field are scarce in Hungary. The medical profession and the 'administration' rarely fit together; moreover, those with the appropriate skills and abilities can enter a leadership position or use his/her knowledge in the private healthcare sector. The function and standardization of healthcare controllers was examined based on longitudinal data collected in individual (managerial, expert and maintainer) and focus group interviews, highlighting negative changes and possible developments. Patterns were identified with the most essential elements of the interviews, and in summary, the current international literature and domestic experience were also compared. [ABSTRACT FROM AUTHOR]

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