Optimizing Construction Management: Strategies for Productivity
and Growth in Uzbekistan
Savrieva Madina Khakimovna
Navoi Innovations University, Navoi, Uzbekistan
Keywords:
Construction Management, Construction Network, Strategic Programs, Construction Network Modernization,
Technological Map, Labour Process Maps, Construction Projects, Urban Planning, Design Organizations,
Project Estimate, Project Estimate Documents, Work in Construction Execution Project, Planning in
Construction.
Abstract: The article examines the pivotal role of labour productivity in managing the construction industry,
representing a multifaceted economic and social phenomenon necessitating systematic scientific oversight.
Emphasis is placed on the imperative need for effective organisation and management. Essentially,
construction management mirrors project management, wherein the manager bears responsibility for devising
and executing action plans. The socio-economic progress of our nation hinges on ensuring universal access
to secure and comfortable living environments. Additionally, the article outlines strategies for optimising
management and organisation within the construction sector, discussing micro and macro-level changes amid
reform initiatives, identifying obstacles, challenges, and offering recommendations for improvement.
1 INTRODUCTION
The introduction underscores the pivotal role of
labour as the primary driver of any work process,
emphasising its significance as a complex economic
phenomenon requiring meticulous scientific
organisation. It highlights the urgent need for
efficient management in construction production,
necessitating the implementation of advanced
methodologies for enhanced productivity. The focus
is on comprehensively understanding internal
economic activity planning methods and scrutinising
business and innovation projects. Moreover, it
advocates for the development of architecture and
construction institutions to bolster economic changes,
promote urban planning, and integrate modern
technologies. The objective is to ensure safe and
comfortable living conditions, underpinning the
socio-economic development of the nation. The
narrative stresses the importance of strategic
initiatives aimed at leveraging innovation,
investment, labour, and material resources to advance
the construction sector, aligning with state policies
and economic objectives. Statistical analysis reveals
a significant increase in the number of construction
enterprises, reflecting the sector's growing
contribution to the national economy. The purpose of
the research is to develop modern methods of
management in the construction industry, the
investment environment and investment
attractiveness in the implementation of projects, to
increase the level of investment efficiency and
research changes aimed at the introduction of
innovative solutions.
2 METHODOLOGY
Construction management encompasses the
systematic organisation of construction processes,
employing industrial methods to ensure high-quality
outcomes within strategic project deadlines while
minimising labour and material resource
consumption. Originating in the late 19th century, the
discipline evolved from the pioneering work of
Frederick Winslow Taylor, who delineated the
preparation and implementation phases of production
processes, advocated for labour division, set
operation deadlines, and devised monitoring systems.
Russian theorist Alexander Alexandrovich Bogdanov
further advanced organisational management,
coining "tectology" to encapsulate the study of
Khakimovna, S.
Optimizing Construction Management: Strategies for Productivity and Growth in Uzbekistan.
DOI: 10.5220/0012909700003882
Paper published under CC license (CC BY-NC-ND 4.0)
In Proceedings of the 2nd Pamir Transboundary Conference for Sustainable Societies (PAMIR-2 2023), pages 661-664
ISBN: 978-989-758-723-8
Proceedings Copyright © 2024 by SCITEPRESS – Science and Technology Publications, Lda.
661

construction and organisation. Construction
production relies on technology, scrutinising
construction methods for building and structure
erection, reconstruction, and maintenance. Project
management lies at the core of construction
management, with leaders assuming responsibility
for action plans, resource assessment, investment
attraction, and team assembly. Uzbekistan has made
significant legislative strides, bolstering construction
management through decrees, laws, and resolutions,
facilitating infrastructure development and economic
growth. Regulatory measures ensure adherence to
quality standards and enhance construction control
mechanisms, underscoring the importance of efficient
production management in meeting national
development goals.
3 RESULTS
Among enterprises offering various economic
services, construction of buildings and structures
accounts for 58.0%, reflecting an 8.0% increase from
2019. Additionally, civil facility construction
comprises 9.3% (up by 22.2% from 2019), while
specialized construction work has surged by 32.6%,
marking a 20.8% growth compared to 2019.
According to data from the Statistics Department
of Navoi region for January-June 2022, construction
work worth 2,679.9 million sums has been
completed, showing a growth rate of 108.1%
compared to the same period in 2021. This volume
comprises work undertaken by large construction
organizations, small micro-firms, enterprises, and
informal sectors, with construction works categorized
based on ownership forms—state and non-state
enterprises and organizations. Notably, non-state
enterprise construction has seen an 8.5% change,
while state enterprise construction has surged by
91.5%.
As of July 1, 2022, the construction sector in the
unit boasts 1,753 enterprises and organizations,
marking an increase of 129 compared to the previous
period.
Table 1: Construction works.
Region 2018 2019 2020 2021 2022
Republic of Uzbekistan 51129,3 71156,5 88130,3 107492,7 130790,9
Republic of Karakalpakstan 2182,7 3315,4 3992,5 4480,6 5272,4
Andijan 2819,5 3539,1 4673,0 5657,8 6864,1
Bukhara 3581,2 4368,1 5659,8 7401,1 8448,7
Jizzakh 1564,3 2510,6 2715,0 3085,4 3446,4
Kashkadarya 3701,1 4365,3 4832,6 6336,6 7793,8
Navoi 2280,8 3464,0 3944,7 5155,5 5855,0
Namangan 2257,6 3471,0 4678,2 5556,7 6653,2
Samarkand 3299,0 4527,2 5755,3 7385,7 8895,4
Surkhandarya 2879,7 3979,7 4774,7 5868,4 6521,9
Syr Darya 1001,1 1926,2 2407,6 2708,8 3260,1
Tashkent 3006,7 5594,1 7102,6 9401,2 12237,4
Ferghana 2942,7 4162,8 5473,9 6993,7 8646,0
Khorezm 1878,3 2496,8 2856,8 4228,5 4878,4
Tashkent sh. 10870,7 16256,9 19215,4 26535,3 32946,1
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Figure 1: The number of enterprises and organizations
engaged in construction work, as of July 1, 2022.
The main factor of the increase in the number of
enterprises and organizations in the field of total
construction is the increase of construction of
buildings and structures by 116.7% compared to last
year (the share of total construction is 53.7%), the
construction of civil facilities by 135.3% (total share
in construction is 8.9%), an increase in specialized
construction works by 93.3% (share in total
construction is 37.4%) or the number of construction
enterprises operating in the region, as of June 1, 2022,
the number in the region The construction enterprises
with the largest share are registered in Navoi city
(28.0%), Karmana (17.2%) and Kyziltepa (14.7%)
districts, as can be seen in Figure 2.
Figure 2: The number of construction enterprises operating
in Navoi region, as of June 1, 2022 (share, in %).
The volume of construction works carried out by
small enterprises and micro-companies in January-
June 2022 exhibited notable growth compared to
other construction organizations in the Navoi region.
Their contribution accounted for 55.3% of the total
construction volume, marking a 0.5-point increase
from January-June 2021. Moreover, their
construction works amounted to 1,482.3 million
soums, representing a 110.9% increase compared to
the corresponding period in 2021.
To further enhance the growth trajectory in the
construction sector of the Navoi region, several field
management initiatives can be proposed:
• Ensure the timely execution of contracts for
construction projects.
• Maintain continuity in production processes
to minimize equipment and crew downtime.
• Reduce transportation costs for delivering
construction materials and modernize local
warehouses or establish new ones.
• Provide timely access to construction
materials, equipment, and expert teams.
• Optimize inventory management for
building materials and equipment.
• Implement an efficient organization of
construction sites to minimize temporary
costs and plan access routes, temporary
utilities, and barriers.
• Develop provisions for quality sanitary and
social conditions for workers.
• Establish management projects for ensuring
safe working conditions and compliance
with labour and environmental protection
regulations.
4 DISCUSSION
The construction industry faces significant challenges
stemming from outdated regulatory documents,
inadequate personnel training, and systemic issues
impeding its development. Firstly, regulations
established under the former regime are outdated,
necessitating adaptation to modern requirements,
digitalization, and the integration of energy-efficient
technologies. Furthermore, shortcomings in urban
planning, including inadequate master plans for
"smart cities" and rural architecture-planning
projects, persist, hindering progress in the field.
In addition to regulatory challenges, personnel
shortages exacerbate the industry's woes.
Approximately 500 vacancies exist within the system,
including 110 in district architecture and construction
departments, and about 200 positions in project
organizations remain unfilled. This shortage extends
to professional construction-contracting
organizations, which lack the comprehensive
capacity to handle the increasing volume of
construction works due to insufficient material,
technical, and financial resources.
Systemic issues further compound these
challenges. The absence or non-compliance with
master plans in many settlements hampers the
development of complex construction projects and
infrastructure facilities, constraining
entrepreneurship and investment activity. Moreover,
Optimizing Construction Management: Strategies for Productivity and Growth in Uzbekistan
663

market trends in project-research work often fail to
foster advanced development or the creation of high-
tech architectural projects.
Furthermore, the low adoption of modern
information and communication technologies hinders
the transparency and efficiency of public service
provision in investment processes and urban
development activities. Additionally, the
underdevelopment of practical construction science
and the weak material-technical potential of higher
education institutions impede personnel training,
retraining, and skill upgrading.
These multifaceted challenges impede the rapid
innovation and development of the construction
industry. Therefore, it is imperative to formulate a
strategy for modernizing the industry and fostering
rapid, innovative growth. Such a strategy should
address regulatory reform, personnel training
initiatives, and systemic improvements to overcome
barriers to progress and promote sustainable
development in the construction sector.
5 CONCLUSION
The evolution of the construction sector over the past
three decades has been remarkable, transitioning into
a modernized, technologically advanced, and
economically stable industry. However, to sustain
this progress, continuous improvement in the
knowledge and skills of professionals alongside
enhancements in material, labor, and social
conditions is imperative. Efforts to optimize
economic efficiency should focus on reducing labor
and material costs, leveraging socio-economic
factors, and enhancing the productivity and morale of
management staff and workers alike. Emphasizing
the social direction of management, such as
prioritizing employee satisfaction and improving
working conditions, is vital in navigating market
dynamics and maximizing the sector's potential for
growth and development. By nurturing a conducive
environment that values both human capital and
technological advancement, the construction industry
can further elevate its competitiveness and contribute
significantly to socio-economic progress.
REFERENCES
Government of the Republic of Uzbekistan. (2020, May
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the Republic of Uzbekistan.
President of the Republic of Uzbekistan. (2020, November
27). Decree No. PF-6119 of the President of the
Republic of Uzbekistan.
Government of the Republic of Uzbekistan. (2022, April
20). Resolution No. 200 of the Cabinet of Ministers of
the Republic of Uzbekistan.
Mirakhmedov, E., Shomirzayev, N., & Bozorbayev, N.
(2011). Organization and management of construction
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Yudin, A. I., & Rossokhin, S. A. (2008). Management in
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YUZ.UZ. (n.d.). Bulk investments in construction.
Retrieved from https://yuz.uz/uz/news/qurilishdagi-
tub-burilishlaruz.stat. (n.d.). Navoi Region.
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