The role of mindsets in decision-making

The purpose of this paper is to aid decision-makers’ work by highlighting the impacts of mindsets and their shifts across decision phases. This is achieved by a literature review and the integration of relevant scientific publications into the present article. Mindset theory of action phases (MAP) identifies four phases of decision-making: pre-decisional, pre-actional, actional and post-actional. Each phase targets efficient goal pursuit, therefore each has its dominant mindset that best fits the needs of the given phase. When in the pre-decisional phase, we are moved by our motivation to set a meaningful goal. Volition supersedes this motivation as we enter the action planning phase. The consequences are profound for decision-makers. Every phase must be implemented appropriately in the interest of optimal goal attainment. Likewise, misfits between mindsets and decision phases, too little or too much of any mindset may undermine decisions in distinct ways. Mindsets can be induced in order to temporarily adjust personal dispositions. Training people on mindsets and decision phases can improve organizational decision-making

Determinante menadžment konzaltinga u Hrvatskoj i Mađarskoj – sličnosti i razlike u svijetlu tržišne i organizacijske kulture

Due to effects of a continuous globalization processes, fierce competition, and rapid evolution of technological innovations, the business world is facing multiple challenges going through ever increasing changes in terms of technological, political, social and economic determinants. The nature, speed and quantity of those changes require an effective and timely management of organizations in order to achieve their strategic business objectives and attain superior organizational performance. Therefore it is important to recognize problems and challenges and shape a strategy to keep and maintain organizational success. Such a development has contributed to the significance and wide use of Management Consulting in the economy. The engagement of consultants in as early stage as possible can help companies to successfully cope with the problems encountered and thus protect their investments. The primary focus of this study is to explore how Croatian and Hungarian Management Consulting industries have changed in last decade identifying possible similarities and differences in terms of market and organisational culture in each country. Based on secondary research sources, evolution of administering survey to consultants and micro, small and medium sized enterprises in Croatia and Hungary, this study outlines position and development trends in management consulting exploring following questions: (a) what are differences between two management consultancy’s markets?; (b) what are similarities in both markets?; (c) why do companies use management consultancies?; (d) what are major demand factors for business advisory services? In that sense, a comprehensive assessment of the maturity of the consulting market in Hungary and Croatia has been carried out, addressing the changes in consulting services and organisational culture in both countries.Zbog učinaka kontinuiranog procesa globalizacije, žestoke konkurencije i brzog razvoja tehnoloških inovacija, poslovni se svijet suočava s višestrukim izazovima prolazeći kroz sve veće promjene u smislu tehnoloških, političkih, društvenih i ekonomskih determinanata. Priroda, brzina i količina tih promjena zahtijevaju učinkovito i pravodobno upravljanje organizacijama kako bi ostvarivale svoje strateške poslovne ciljeve i postizale vrhunske organizacijske performanse. Stoga je važno prepoznati probleme i izazove te oblikovati strategiju za očuvanje i održavanje organizacijskog uspjeha. Takav razvoj je pridonio značenju i širokoj upotrebi menadžment konzaltinga u gospodarstvu. Angažman konzultanata u što ranijoj fazi može pomoći tvrtkama da se uspješno nose s problemima s kojima se sreću i time zaštite svoja ulaganja. Primarni fokus ove studije jest istražiti kako se u posljednjem desetljeću promijenila hrvatska i mađarska poslovna savjetodavna industrija identificirajući moguće sličnosti i razlike u smislu tržišne i organizacijske kulture u svakoj zemlji. Na temelju sekundarnih izvora istraživanja, evaluacije provedbe ankete među konzultantima i mikro, malim i srednjim poduzećima u Hrvatskoj i Mađarskoj, ova studija ukazuje na poziciju i razvojne trendove u menadžment savjetovanju istražujući sljedeća pitanja: (a) koje su razlike između dvaju konzultantskih tržišta; (b) koje su sličnosti na dvama tržištima; (c) zašto tvrtke koriste menadžment konzalting usluge; (d) koji su glavni faktori potražnje za poslovne savjetodavne usluge? U tom je smislu provedena sveobuhvatna procjena zrelosti tržišta konzalting usluga u Hrvatskoj i Mađarskoj, apostrofirajući promjene u konzultantskim uslugama i organizacijskoj kulturi u obje zemlje