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management tools use. Thus, the focus must be moved from tools supporting business optimizationtoward those strengthening customer relations. This inevitably mean on one side lowering use ofselected tools and on other side increasing use of some tools.Thoughtlessness abandoning optimization tools and replacement with tools supporting customerrelationship management is not a panacea for improving business, especially not for those CentralEurope organizations, that haven’t yet finished organizational reorganization. In this case prematureabandoning of business optimization, only due to the desire for using “popular tools”, can precludestriving towards organizational optimization.We suggest a gradual approach toward changing management tools use. Thus, tools aiming to supportcustomer relations must be introduced step by step, and certainly not replacing optimization tools,unless the organization businesses are well optimized and ready to make a step further inorganizational growth. For instance in six month or a year period targeted employees should use lessprevalent tools and increase use of desired tools.In terms of introducing new tools in organizations, some other issues must be addressed. Thus thisprocess must be supported with workshops about tricks and tips and knowledge about utilization ofmanagement tools. Furthermore, education about use of desired management tools should be done,since until recently those tools were not at the forefront in organizations. In terms of boosting usage ofselected tools some other issues must be addresses, like sources for activation of tools use, financialcost, priority list, willingness of employees to use it, etc.CONCLUSIONSExamination of selected viewpoints, related to the basis for future use of management tools we cansummarize that majority of employees recognize management tools as important aid for employees’work in organization. Furthermore organizations every year implement new management tools. Toolsare dominantly selected on basis of business needs. Board of directors most frequently usemanagement tools in organizations, which is reflected in improvements in organizational planning anddecision making. Despite solid use of management tools, employees emphasize strong need foreducation about management tools use.Prevalent characteristics of organizations western economies and catching up economies, clearlyindicate, that organizational transformation in Central Europe is not over. Based on prevalent currentbusiness practice, in compared areas, we can summarize that different management tools supportmanagers and employees working in well developed and catching up economies. This means that toolsare used simultaneously in organizations at different development levels, only the intensity of use ofsingle management tools vary across the organizations, dependent upon specific needs oforganizations.Evident is that in well developed economies are in the forefront tools aiming at supporting long-termfuture orientation, continuous improvements, and customer relationship management. While in CentralEurope economies, like Slovenia, are in the forefront tools aiming at optimizing business operations,increasing competitiveness of work force and acquiring knowledge.Based on optimistic outlook about future use of management tools among employees and identifiedguidelines for future use of management tools, we can summarize that changing pattern ofmanagement tools use could help organizations in Central Europe to reduce their development gap,toward well developed western economies.We support our research question, since our results reveal that in high developed western economiesare in forefront tools supporting customer relationship management and customers’ satisfaction, whilein catching up economies are at the pedestal tools supporting optimization of business and itsprocesses.M&S 8(2013) 103