Rapid changes in business environment require more and more effort to ensure competitiveness of organizations. Such background circumstances grant particular importance to management solutions in the practice of business organizations and the solutions become the decisive factors in the attempts to create competitive advantages. It must be noted that solutions relating to the use of support by the EU structural funds have been discussed insufficiently in research literature. The fact led to the existence of a research problem: what is the peculiarity of decision-making process in the context of the EU structural funds support projects. It determined the aim and tasks of the research presented in the article. Impact of the EU structural funds support projects on the process of decision-making should be evaluated based on the procedural approach to decision- making. The analysis of research literature in the areas of contents of the management decisionmaking process and accompanying issues suggested analyzing the eight-stage management decisionmaking process. Generalization of how approaches to the decision- making process affect the very structure of decision-making process enabled to single out and emphasize three possible structural options of the process: the decision-making process based on the rational first (rational, limited rationality and algorithmic approaches), the intuition-based decisionmaking process (intuitive and “litter-bin” approaches) and the transitional decision-making process (incremental, political and “muddle through” approaches). The mixed scanning approach can cause both the decision-making process based on the rational first and the transitional decision-making process.[...]