Выполнение планов строительства и сроков проведения строительных работ во многом зависит от правильной организации управления, гибкости и оперативности управления строительными организациями. В последнее время мелкие строительные организации объединяются в укрупненные специализированные строительные тресты и управления с одновременным сокращением административно-управленческого персонала. В крупных городах страны организовано домостроительные комбинаты, которые объединяют в себе функции завода строительной индустрии и строительно-монтажной организации. Это позволило широко применить в строительстве механизацию, сократить расходы на содержание административно-управленческого аппарата, повысить производительность труда и снизить стоимость строительных работ.
The level of development of the territory on which the construction of construction sites is carried out has a great influence on the industry specialization of construction organizations, its differences and peculiarities. In underdeveloped areas, the industry structure is less pronounced than in developed areas. Construction organizations that are beginning to develop the territory, except for the construction of basic industrial, transport or energy facilities, are forced to engage in the construction of infrastructure facilities. These are residential buildings, social, cultural and educational institutions, health care and communal services.
In the future, the collective of the rental organization can buy back tangible assets or receive them for free from the state and turn into a cooperative or joint-stock company. In contrast to a rental organization, a joint-stock company (or cooperative) is completely independent, works on full self-financing and self-financing. It itself decides the direction of its activity, the forms and methods of labor organization, the structure and forms of management of its subordinate units, the system of payment of labor for members of the society, and the like. Each member of the society works proactively, inspired, because he is interested in the results of his work.
The transition of construction organizations to full economic accounting (hozraschet) and self-financing requires new forms of organization and management of construction, in which administrative and command methods of leadership actually lose their force. Instead of them, economic factors begin to act: the economic independence of the contracting organization, its profitability, material incentives and incentives for all workers to reduce the construction time and increase its quality, and the like. In order to stimulate work, such forms of its organization as collective and rental contracts, the organization of construction cooperatives, joint-stock companies, concerns, and the like are used.