Transformation of organizational management structures in the regional construction complex: the case of Samarkand Region

The article examines development trends and operational challenges of organizational management structures in the regional construction complex, using Samarkand Region as a case study for 2017–2025. A statistical analysis is conducted of changes in the number of construction enterprises, design and survey organizations, and building-materials manufacturers. The study substantiates the need to transition from traditional linear-functional structures to adaptive, project-oriented management models under conditions of cyclical market fluctuations.