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This paper has some limitations. First, only one representative country from Central Europe,considered as catching up economy or even former transition economy is included in survey. Thesurvey included only 25 most used worldwide tools. In terms of generalization of findings andimplications, those can be useful also for former transition economies in Central and also in EastEurope, as well as in former Yugoslavia republic. A critical approach for transferring suggestions isneeded. In terms of future research directions a research in other Central Europe counties would beinterested. Further, a research considering association between management tools use and currenteconomic conditions can be done.LITERATURE[1] Armbrüster, T.: Management and Organization in Germany, Ashgate Publishing Limited,Hampshire, 2005.[2] Certo, S. C., Certo, S. T.: Modern Management: Concepts and Skills, Pearson Education, NewJersey, Upper Saddle River, 2009.[3] Cole, G.: Management Theory and Practice, Thomson, London, 2004.[4] Collins, J., Porras, J. I.: Built to last: Successful Habits of Visionary Companies, HarperCollinsPublishers, New York, 2002.[5] Daft, R. L.: Management, The Dryden Press, Fort Worth, 2000.[6] Dessler, G.: Management: Principles and Practices for Tomorrow’s Leaders, Prentice-Hall,Upper Saddle River, NJ, 2004.[7] Drucker, P. F.: The Practice of Management, HarperCollins Publishers, New York, 1954.[8] Harrison, B., Kelley, M. R.: Outsourcing and the search for flexibility, Work Employment andSociety, 7, 1993(2), 213-235.[9] Holt, D.: Management: principles and practices, Prentice-Hall, New Jersey, 1993.[10] Jerman, D., Zavrsnik, B.: The model of marketing communications effectiveness: empiricalevidence from Slovenian business-to-business practice, Journal of Business Economics andManagement, 13, 2012(4), 63-81.[11] Kiezun, W. (1991). Management in socialist countries: USSR and central Europe. New York:Walter DeGruyter.[12] Kozminski, A.: Anatomy of systemic change in polish management in transition, Communistand Post-Communist Studies, 41, 2008(3), 263–280.[13] Lang, R., Kovac, J., Bernik, M.: Management in transition processes. Moderna organizacija,Kranj, 2000.[14] Lock, D.: Handbook of Management, GOWE, Aldershot, 1992.[15] Mullins, L. (2010). Management and Organisational Behaviour. New York: Prentice Hall.[16] Nedelko, Z., Mayrhofer, W.: The influence of managerial personal values on leadership style,The 11th World Congress of the International Federation of Scholarly Associations of Management,Limerick, Ireland, 26 th -29 th June 2012; Proceedings 14 pages, Dublin, Interesource GroupePublishing, 2012[17] Nedelko, Z.: How to improve innovativeness as a value of management, FEB, Maribor, 2011.[18] Newman, K., Nollen, S.: Managing Radical Organizational Change: CompanyTransformation in Emerging Market Economies, Sage Publications, London, 1998.[19] Phillps, D.: Relations are the core values for organizations – a practitioner perspective,Corporate communications: an international journal, 1, 2006(1), 34-42.[20] Potočan, V. Dabić, M.: Management tools in business practice, FEB, Maribor, 2012.[21] Potocan, V., Nedelko, Z., Mulej, M.: Influence of organizational factors on management toolsusage in Slovenian organizations, Engineering Economics, 23, 2012(3), 291-300.[22] Powell, T.C.: Total quality management as competitive advantage – a review and empiricalstudy, Strategic Management Journal, 16, 1995(1), 15-37.[23] Rigby, D., Bilodeau, B.: Management tools and trends 2007. Available at:http://www.bain.com/ (accessed 12 April 2011).[24] Rigby, D., Bilodeau, B.: Management tools and trends 2009. Available at: http://www.bain.com(accessed 12 April 2011).[25] Rigby, D.: A Management tools for turbulent times, Strategy & Leadership, 29, 2001(6), 8-12.[26] Rigby, D.: Management tools. Available at: http://www.bain.com (accessed 12 April 2011).104M&S 8(2013)