Midway has been a leader in providing services to people with disabilities since 1958. Major growth for this agency can be directly linked to Arizona legislation mandating the de-institutionalization of specific populations. Growth at these times, though necessary has been quite challenging. While the growth currently being experienced was viewed as essential, it has quickly gotten out of control. If this growth is to be successful the management team must work together, utilizing critical thinking techniques.
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Midway is a nationally recognized non-profit agency-serving people with disabilities. This agency has been a leader in the field since 1958. While there is high service need in all areas, growth for the agency is dependant on those funding agencies that provide the needed referrals. Over the past 20 years growth has been slow and consistent, with two exceptions. The first coming on the heels of Arizona legislation dictating the de-institutionalization of facilities housing mentally retarded individuals and the second, on the heels of Arizona legislation dictating the de-institutionalization of seriously mentally ill individuals currently housed in the State Hospital.
Midway's first growth spurt was fast and furious. Often, consequences of decisions were not felt until many months had passed leaving the agency with little recourse for speedy resolution. Although the end result of this growth was an agency that became a leading force in the industry, the experience left management gun shy about future growth. Unless forced, growth was minimal.
Now Midway is faced with it's second and possibly it's most challenging growth period. This growth brings the organizational problem to be discussed in this paper. There are two ways to frame this problem. First is the obvious, if the agency is going to keep its competitive edge, growth is essential. Midway is in business to provide quality services to people with all types of disability.
