In the first part of the paper, the aim was to clarify the theoretical part on the basis of which it will be clear in what follows. Family businesses are businesses owned by family members who may or may not participate in the business process. As such, companies have certain advantages, but also certain disadvantages. The family and business systems are very different, and it is necessary to find a balance between the two systems so that the company can operate optimally. It is important for the business to make the right decisions in the business process. There are a number of ways to make decisions and all the ways depend on the environment in which the business is located. Looking at the enterprise itself, it is divided into three levels of management, but also of decision making: strategic (highest level of management), tactical (middle level of management) and operational (lowest level of management). Strategic decisions are of paramount importance to the company. In order to examine the decision-making skills at these three levels in a concrete example, employees of the Konoba Marjan family-owned company were surveyed with a questionnaire composed of closed-ended questions and focused specifically on the problem under study. According to the respondents' answers, a picture of the actual state of decision making skills within a family business becomes visible.