Decision-making is a process that consists of answering three questions: what is the new problem, what are the possible solutions, and what is the appropriate solution. Decision making involves choosing between a minimum of two different options. The decision is a choice between several possible activities aimed at achieving the goal, it must be precise, clear, unambiguous, and achievable and made at the right time. In the theory and practice of managerial decision making we encounter various decision making styles. According to P. Sikavici et. al. there are two basic decisionmaking styles: autocratic and democratic decision-making style. In an autocratic decision-making style, one person has power and decision-making power that is unlimited while all other employees only execute the decisions made by the general manager. The democratic style is aimed at lower levels of management and includes their associates as well as other employees in the decision-making process. It is most prominent in modern companies, while it is autocratically complementary with smaller companies. Both styles need to be tailored to the specific business situation and size of the organization. Which decision-making style the manager will choose depends on two important or key factors, namely the amount of information that the manager has and the number of version for solving the problem. Individual, organizational and cultural variables are key to the application of the chosen style, and influence the success / failure of the implementation of the decision. Croatian company Offertissima d.o.o. through the presented situations and actions of the director, it is a real proof that the democratic style is a really good way of decisionmaking, which is manifested in the fact that it has been operating successfully for 25 years.