This study sought to ascertain the factors that determine how decisions are made in the public sector organizations and also to investigate the level of subordinate participation in the decision-making process. The Kumasi Metropolitan Assembly (KMA) was the unit of analysis. The study adopted a descriptive research design and the use of a survey approach. Primary data was collected from 84 sampled respondents of the KMA selected through the multistage sampling approach. The study revealed that decision-making in the KMA is mainly determined by the interests and aspirations of the top management. This gives them the leeway to exercise discretion in resource allocation to the various departments. Additionally, it was observed that subordinates exhibit minimal involvement in decision-making processes and seldom receive organizational support to attend decision-making seminars or workshops. The Pearson’s chi-square test proved the prevalence of the elite and iron law of oligarchy theories in the decision-making process of the KMA. Since the level of subordinates’ participation in the decision-making process is very low, the study recommends that the Public Service Commission should institute measures that will institutionalize the bottom-up decision-making model in the Ghanaian public administration practice