Abstract
The article examines the impact of management processes on the efficiency of construction organizations. The relevance of the study is associated with the specific features of construction projects, including long implementation periods, a large number of participants, and the simultaneous influence of organizational, technological, and economic factors. The purpose of the study is to determine how the main management processes are related to construction project outcomes and, on this basis, to identify directions for their improvement. The study uses comparative analysis, systematization, and generalization of scientific approaches. Existing approaches to the assessment of management processes are compared in terms of their application to construction activities. Particular attention is paid to the impact of planning, organization, coordination, and control on project duration, construction costs, and the quality of work. Based on the analysis, a matrix was developed in which each of the management processes considered is associated with its mechanism of impact and the construction project parameters that may be affected. The results show that individual management processes can simultaneously influence several project performance parameters; therefore, their improvement should be approached in an integrated manner. The main directions for management improvement include increasing the effectiveness of control, automating the collection and processing of management information, developing human resources, and improving the risk management system. The scientific novelty of the study lies in systematizing the relationships between management processes and construction project outcomes by linking each process to its mechanism of impact and the project parameters it may affect. The proposed approach makes it possible to identify management processes that require priority improvement with regard to specific problems arising during project implementation.