Flight Centre management is based on the idea that employees are able to interact with each other easily to form what is referred to as “families” in the lower level. However, at the higher echelon of power, management is instituted and modeled according to state managers rather than “family” managers who understand the in-workings of the whole Flight Centre functionality. The main management issue is based on the need to address the top-down decision making structure that has been adopted by Flight Centre in instituting change and implementing ideas. This structure exposes Flight Centre form possible bureaucratic indiscrepancies that will slowly down the functionality of its business in this tech-conscious business society. It offers Flight Centre the opportunity to keep at par with other organizations and a strategic advantage. This report aims at addressing the issue by clearly underlying the existing problem, finding possible solutions, and providing viable recommendations for the Flight Centre. The essence of this paper is to address the concern of poor decision-making in limiting an inhibiting growth of Flight Centre in this competitive era that requires a business to have a competitive advantage over its rivals in order to survive.