Recent research has shown that the increase in a number of participants of construction project elevated the cost and duration of construction. The use of integrated project delivery and the formation of a network organization structure can significantly reduce the costs, as the activities of the participants become more coherent and coordinated. The optimization of decisions is essential for the efficiency of a negotiation process, which in turn depends on the organizational structure. The article specifies three basic types of network organizational structure that can be applied in a construction project: focal (F1), dynamic (F2), multifocal (F3). In this study, a direct assessment of possible effectiveness of each of the three types of network organizational structures was carried out using a vector decision model. For each of the above-mentioned types of organizational structures, the potential effectiveness of negotiating act f0 and the total potential effectiveness F0 was calculated. The results of the study show that the most effective type of network organizational structure is the multifocal collective decisions in which a project manager has several “assistants”.

The issues discussed in the study mainly relate to the costs presented by the structure of positions. This study, on the example of the KGHM Polska Miedź SA mining company (three mining plants), examines the position and cost calculation structure relating to technological works, cost settlement and receivables between branches and mining plants. Cost comparisons were also carried out from the perspective of the organizational structure. The cost centers, registration and settlement of costs in the accounting records, i.e. SAPR3 were highlighted. In the course of the examination, a comparative analysis was carried out aimed at determination of common features and differences between the cost of technological works by their function in the technical cost of manufacturing. As a result of the analysis, it was determined that in the years 2000–2017, the cost structure based on the position function underwent changes. The changes occurred as a result of organizational and technical and geological and mining conditions. The cost analysis allows to identify the directions of specialization of the entity in the future. The basic operating activity of the mines concentrates on extraction. Due to copper extraction in the concession areas, the analysis was to evaluate the costs incurred in the KGHM Polska Miedź SA mining plants.