This paper has shown the great importance of business decision making, but also the complexity of the overall process. The complexity is a little less if the decision-making process is viewed in the narrowest sense. According to this view, the decision-making process ends with a decision being made. But decision-making by itself cannot be a purpose, but the purpose of decisionmaking is to solve a particular problem. Given that decisions need to be both implemented and controlled, the decision-making process actually continues. Business decision-making is inherently complex given the diversity of problems that are being addressed, the businessenvironment, and the various factors and limitations of decision-making. In addition to looking at the process in a narrower and broader sense, there is also an integral decision-making process that contains all the stages that are inevitable when each decision is made, assuming that a problem really wants to be solved. The integral decision-making process includes the following stages: problem identification, task definition, search for variants of problem solution, decision making, decision execution and control of decision execution. The paper has shown that all phases are equally important and that an error at one stage implies errors at other stages, which in turn greatly reduces the likelihood that an optimal or satisfactory solution will be chosen.