This thesis studies how decision-making might work in an organization without a predetermined formal decision-maker. By studying three selected areas in organizational decision making at a flat organization, the way decisions are made without a formal decision-maker is presented. The study includes an analysis of what factors drive decisions and possible effects of the flat organizational approach. This thesis focuses on decisions regarding wage-setting, recruitment, and the setting of long-term goals. The study finds several relevant conditions which contribute to making a flat organization's decision-making system possible, including organizational culture and transparency. The study indicates that cultural fit is an important aspect in maintaining a flat structure at an organization. To access data, in order to examine the principles of decisions, study at Menlo Innovations has been performed. The core of the study relies on semi-structured interviews with the employees, a virtual tour of the organization, a pre-recorded interview with Menlo representatives, and additional articles and documents. This data has helped the thesis answer how decision-making in the areas of wage-setting, recruitment, and the setting of long-term goals, might work in an organization without a predetermined formal decision-maker.