OBTA for networking with professionals and educatorsOBTA strives to help business educators throughout Ohio with our annual professional development conference, the Beacon newsletter, and the Business Technology Educator, our academic journal. Please see our professional development page for tools and opportunities. Why join OBTA? Networking, legislative activism, professional development, low dues, and more!
The 2017 OBTA Conference will be held in conjunction with the 2017 NCBEA conference on September 29, 2017 in Columbus, Ohio. Registration is now available!
2017 Conference Session Descriptions are now posted! Take a look at all the professional development opportunities this year!
In 2007 OBTA—An Association for Business Technology Educators celebrated its 80th year of Business education for effective living. Irving R. Garbutt served as the first president of OBTA and a number of changes have occurred since 1927 under the leadership of over 77 presidents, officer teams, and executive boards. OBTA has evolved as business education has demanded. From sectional meetings and drive-in conferences to the annual fall conference, members have been able to experience the latest trends in technology from manual to electric typewriters to PDAs and blue tooth technology. From Gregg Shorthand to texting and Instant Messaging, business tools are continuously shifting and OBTA focuses on keeping its members on the mark. However, one a common thread of sharing teaching techniques, effective classroom activities, and the future of business technology education has been constant OBTA objective for the past 80 years.
OBTA members have been recognized in various categories of awards since 1969 including Secondary Teacher Award of Distinction, Teacher Educators, Post-Secondary Business Teacher Award of Distinction, Business Education Accomplishment, and Business Administrator Supervisor. Also business educators in training have received assistance from OBTA with scholarships. The 1990s brought two additions to OBTA: BIAC and OBTA online. The establishment of the Business and Industry Advisory Council (BIAC) promotes activities that facilitate interaction between business educators and business and industry. The BIAC partnership is designed to improve the perception and the role of business technology education in the state of Ohio through contact with community leaders and educational leaders and to further the goals of education in Ohio. And www.obta-ohio.org keeps its members and business educators across the U.S. informed.
At the turn of the century a name change from Ohio Business Teachers Association to OBTA—An Association for Business Technology Educators transpired to reflect the changes in the classroom. The 21st century business technology educators face a wide array of possibilities regarding the students, subject areas, school levels, and sites at which business subjects are taught. The OBTA membership has reflected the change from secondary to post-secondary educators to including elementary and middle school business educators. OBTA’s mission To make a positive impact in business education by providing professional development activities, research, publications, and networking opportunities was adopted in 2005. OBTA Moving Ahead, Striving Higher in Business Education.
Mr. Thomas Mays
Miami University – Middletown Campus
4200 East University Boulevard
Middletown, OH 45042
937.477.7812
maysta@miamioh.edu
Ms. Amy Popovich
Columbus State Community College
Delaware Hall, DE-103B
550 East Spring Street
Columbus, OH 43215
614.287.3951
apopovich@cscc.edu
Ms. Stella Hull
hully48@msn.com
Ms. Felicia McMiller
Bedford High School
481 Northfield Road
Bedford, OH 44146
440.439.4848 ext. 7180
440.439.4627 (fax)
fmcmiller@bedford.k12.oh.us
Ms. Susan Bobey
sabobey@msn.com
Mr. Matt White
whitemc@prodigy.net
Ms. Shunda Wright
Electronic Classroom of Tomorrow
3700 South High Street
Columbus, OH 43207
888.326.8395 FREE ext. 2115
Shunda.wright@ecotoh.org
Mr. Stephen M. Lewis, Sr.
Olentangy Orange High School
2840 East Orange Road
Lewis Center, OH 43035
740.657.5100
stephen_lewis@olsd.us
1928 Irving R. Garbutt 1970 Frank E. Liguori
1929 Lloyd L. Jones 1971 Nellie Pickering
1930 William L. Moore 1972 Don E. Bright
1931 R. R. Becker 1973 Harry Ertel
1932 E. G. Knepper 1974 Lillian King
1933 Irving R. Barbutt 1975 Barbara Provost
1934 Arden L. Allyn 1976 Dennis Devine
1935 Imogene Pilcher 1977 Angela Hergenroeder
1936 Paul H. Seay 1978 Lois Morse Barr
1937 R. J. Hosler 1979 Beatrice Wells
1938 Paul F. Muse 1980 Helen S. Morris
1939 E. F. Stedman 1981 David Gynn
1940 Paul W. Cutshall 1982 Marion L. Driehorst
1941 Gale Watts 1983 Donna S. Courtney
1942 Howard E. Wheland 1984 Richard M. Gore
1943 Howard E. Wheland 1985 Patricia O’Toole
1944 K. T. Krauss 1986 Kenneth Searfoss
1945 K. T. Krauss 1987 Marlene Cole
1946 Gladys Bahr 1988 Sally Porter
1947 Harm Harms 1989 Mary Suggs
1948 Robert Finch 1990 Barbara B. Heighton
1949 Norma Richter 1991 Joyce McGrath
1950 Lillian Starkey Artola 1992 Inge Klopping
1951 Gale Watts 1993 Thomas Kearns
1952 Inez Ray Wells 1994 Robert K. Eley
1953 Harold Leith 1995 Ginger A. Rose
1954 Mabel Collins 1996 H. Roger Fulk
1955 John C. Frakes 1997 Susan Bobey
1956 Galen Strutsman 1998 Rose Marie Kuceyeski
1957 Robert E. Kriegbaum 1999 Beverly Utley
1958 Mary O. Houser 2000 Shirley Barton
1959 John F. Kuechenmeister 2001 Mark Williams
1960 Mildred C. Siefert 2002 Tom Kishpaugh
1961 Dorothy H. Miller 2003 Stella Hull
1962 Hermon Sparks 2004 Vicki Ryan
1963 Anthony L. Cope 2005 Vicki Hammer
1964 Don List 2006 Christy Culver
1965 Mearl R. Guthrie 2007 Shunda Wright
1966 John C. Roman 2008 Joy Dougherty
1967 Louise H. Wheeler 2009 Vicki Hammer
1968 Louise Watters 2010 Matt White
1969 Eleanor Gallagher 2011 Felicia M. Short
Recipients Secondary Teacher Award of Distinction
1969 Mabel Collins 1976 Mildred Constant
1970 Inez Ray Wells 1977 Eleanor Gallagher
1971 Mary Del Tedesco 1978 Charlotte Coomer
1972 Robert Balthaser 1979 David Gynn
1973 Mearl Guthrie 1980 Nadine Bielich
1974 J. Marshall Hanna 1981 Rosalie Koren
1975 Galen Stutsman 1982 Sally M. Porter
1983 Barbara Trent
1984 Sally A. Dunn
1976 Harry Ertel 1985 Roger D. Eversole
1977 Don E. Bright 1986 Sandy Hughes
1978 Rose Marie Jisa 1987 Mary B. Jacoby
1979 Lillian King 1988 Jo Ann Abel
1980 Nelson Madden 1989 Pamela Roadruck
1981 Donna S. Courtney 1990 Mark Williams
1982 M. Lee Goddard 1991 Anne Barnes
1983 Kenneth R. Searfoss 1992 Scott Carpenter
1984 Anthony G. Porreca 1993 Linda Boggs
1985 Janet Northrup 1993 Jane Briggs
1986 Robert K. Eley 1994 Terrie Clarke-Neufarth
1987 Ida J. Nolte 1995 Robert Thompson
1988 William Dross 1996 Patricia L. Samuels
1989 David J. Hyslop 1997 Thomas Kearns
1990 Donald Erisman 1998 Bonni L. Katona
1991 Larry Casterline 1999 Beverly A. Utley
1992 Beverly Cross 2000 Lori Dewyre
1993 Inge Klopping 2001 Darlene Sue Trussell Allen
1994 Shirley Mooney 2002 Terry W. Casparro
1997 Lisa Gueldenzoph 2003 Donna Jean Birkby
1998 Kenneth E. Martin 2004 Stella S. Hull
2008 Robert G. Berns 2005 Pamela Shelley
2006 Linda Brockman
Special Achievement Awards 2007 Susan A. Bobey
1992 Lavonna Miller 2008 Tom Kishpaugh
1993 Julie Searfoss 2009 Vicki Fulk
1994 Stephanie Dorko 2010 Robert O’Donnell
1996 Andrea Cook 2011 Katherine Hogan
1997 Heather Bachman
2002 Sara A. Mazak
Business Education Accomplishment
1994 Stephanie Dorko
Post-Secondary Business Teacher Award of Distinction 1997 Sherry Motter
1993 Pamela Ramey 1998 Jennifer Jordan
1994 Victoria Hammer 1999 Catherine P. Song
1995 Marilyn Grismere 2004 Shunda L. Wright
1996 H. Roger Fulk
1997 Virginia Wiley Business Administrator Supervisor
1998 Barbara Tietsort 1993 Charlotte Coomer
1999 Rose M. Kuceyeski 1994 Shirley Barton
2000 Maureen Margolies 1995 Joyce McGrath
2001 Jane E. McDowell 2000 Vicky Ryan
2002 R. Lynn Wells 2001 Ginger Rose
2004 Joy A. Dougherty 2002 Ruth Ann Falconer
2005 Debra Howard 2007 Rick Mangini
2006 Connie Crossley 2008 Victoria A. Hammer
2008 Rose M. Corgan
2009 Christy Culver Outstanding Contribution to Business Technology Education
2010 Shawn Orr 2012 Matthew C. White
CRITICAL MICHELLE
Michelle has worked at the company for six months. She has learned her responsibilities and has adapted to the environment very quickly and smoothly. Her co-workers have not adapted to her, however. As Angela states, “Michelle is a good worker, but all she does is criticize everybody and everything. I don’t like to associate with her.”
If you were one of Michelle’s co-workers, how would you approach her concerning her critical thoughts?
Points to Consider
Our BIAC Members Suggest
Discussion Topics
JUMPING JILL
Jill will graduate from high school in June. She is enrolled in a two-year vocational program in high school–Administrative Secretary. She has no immediate plans for post-secondary education.
During her senior year in high school Jill has held five jobs. She started the school year at a local fast food restaurant. After four weeks she didn’t like the attitude of her supervisor, so Jill quit. A week later she began working at another fast food restaurant. She worked for two months, complained that she was not getting enough hours, so she quit. Two weeks later she began working at a local pizza carry-out. After 60 days she asked her supervisor for a pay increase. Her supervisor reminded her that employees are required a 90-day trial period before any raises are considered. Jill worked the additional 30 days, asked for a raise, and was put off again, so she quit. One week later she began working at a local grocery store where she obtained the number of hours and the hourly wage that she was looking for. She also began working for an accounting firm as an internship through school. She does not get paid for her internship.
Jill continues to work at the grocery store and accounting firm, awaiting graduation in three weeks. Would you hire Jill?
Points to Consider
Our BIAC Members Suggest
Discussion Topics
Joseph is a three-week sales associate at a men’s shoe store in the mall. A professional cleaning company makes weekly stops to thoroughly clean the store. In addition to maintaining the sales floor and assisting customers, the sales associates are assigned housekeeping tasks. Each week a new schedule is posted, on a rotating basis, for the sales associates to clean the bathroom sink or to clean the toilet bowls.
This week Joseph is assigned to toilet bowl cleaning. He finds this task repulsive. He approaches the shift manager, who has sink cleaning duty, to make a deal. He asks the manager to switch assignments with him because “I don’t clean the toilet bowls at home, why should I do it here!”
The shift manager fired Joseph on the spot. Was Joseph’s firing justifiable?
Points to Consider
Our BIAC Members Suggest
Discussion Topics
Clarence works as an administrative assistant at a local steel mill. He punctually arrives at 7:50 a.m. for an 8 a.m. start to his work day. His day ends at 5 p.m. Promptly at 4:35 p.m. Clarence begins cleaning up his work area. He finishes by 4:55 p.m., waits by the clocks to punch out exactly at 5 p.m., and heads for the door.
Is Clarence putting in a full day’s work for a full day’s pay?
Points to Consider
Our BIAC Members Suggest
Discussion Topics
Greg is your best supervisor. He is fair, sees and solves problems before they explode, and has an excellent rapport with the employees in the department. He has indicated to you that he likes the challenges he faces in your company. However, you have heard through the grapevine that Greg is being courted by another company in your industry. It would be a real blow to your organization if Greg were to go to another company.
How do you keep Greg interested in your company?
Points to Consider
Our BIAC Members Suggest
Discussion Topics
Gloria has worked in the dispatch office for the past six years. Recently, Gloria’s divorce was finalized, and she now finds herself in the ranks of single parenthood. In her job as a dispatcher she handles 911 calls for both the Police and Fire Departments. Trying to get her life back together, Gloria missed so much time from work that her supervisor suspended her. He also indicated she was in danger of losing her job if she missed more time.
Do you think Gloria’s supervisor treated her fairly?
Points to Consider
Our BIAC Members Suggest
Discussion Topics
Mark is working in the mailroom of a small company. He would like to work in inside sales and service. He took the job because he liked the company, but he wants to get ahead. He doesn’t like the mailroom job. He hangs around the sales and service area and keeps asking for an opportunity for a job in the department. Mark does just enough work in the mailroom to get along because he really wants to work in the sales job. A job becomes vacant, and someone else is selected instead of Mark.
What advice would you give Mark?
Points to Consider
Our BIAC Members Suggest
Discussion Topics
Andy has been with the company less than a year. He was recruited vigorously because he was in the top 5% of his class and showed the kind of potential the company was looking for. However, once on the job, Andy felt he had to “take over” in order to “prove” himself. He caused quite a stir among his fellow employees, especially the longer tenured ones.
If you were Andy’s supervisor, what would you say to him?
Points to Consider
Our BIAC Members Suggest
Discussion Topics
Cathy is an inventory planner who takes care of the company’s customers. The customers really like Cathy. Cathy is very demanding and frequently has “words” with the production supervisor and workers in the assembly department because they don’t always get the product shipped on time. Because of her attitude, the people in the assembly department do not like Cathy. Cathy feels that taking care of the company’s customers is the most important part of her job, and she should ignore what others think. After all, the customer is always right. That is what is important.
Are Cathy’s customer relations accurate?
Points to Consider
Our BIAC Members Suggest
Discussion Topics
Barbara is a 20-year-old Administrative Assistant. Her boss, Steve, is a 48-year-old Manager. On Mondays, Steve asks Barbara what she did over the weekend. On Fridays he ask what she is going to do on the weekend. He asks her who she is going out with and where they go. He asks: “Do you like this guy or not?” and other personal question. Occasionally, Steve puts his arm around her shoulders and touches her arm. Barbara does not like the personal questions or the physical contact.
What should Barbara do?
Points to Consider
Our BIAC Members Suggest
Discussion Topics
George is assigned to a project. He is to come up with a recommendation regarding the purchasing of a new copier for the department. Although George does not use the copier very often, he has a good technical background and understands the workings of machinery.
How should George begin the project and what factors should he consider?
Points to Consider
Our BIAC Members Suggest
Discussion Topics
David is a new salesman for his company. He has become well acquainted with Terry, one of the company’s experienced salesmen, during his training and weekly sales meetings. One day, as David was filling out his first expense reimbursement form, Terry offered to help him. When the form was complete, David was reluctant to submit it because he though Terry had included inappropriate expense claims. After David expressed his concerns, Terry responded that he had submitted such claims because he heard everyone else did and nobody wanted a new guy to mess up the way things are.
How should David handle this dilemma?
Points to Consider
Our BIAC Members Suggest
Discussion Topics
Margie’s new boss, Mr. Elliott, seems to have difficulty staying on schedule for his appointments and meetings. Invariably, even if one or two appointments go over their time limit, Mr. Elliott is behind all day, much to everyone’s consternation. To make matters worse, other managers, a few of whom are his superiors, frequently pop in his office for a 5-10 minute chat as they see appointments come out of his office.
How can Margie help Mr. Elliott to stay on schedule?
Points to Consider
Our BIAC Members Suggest
Discussion Topics
Gary works at the information desk in the Personnel Department. One of his major responsibilities is to provide employees with the forms they request and answer their questions as they fill them out. Often employees are waiting for Gary when he arrives at 8:00 a.m. which gives him no time to get set up or organized. He likes the fact that he stays busy all day until about 3:30. However, between 3:30 and 5:00 p.m. he becomes bored. Almost no one comes to his counter to conduct business in the late afternoon. Therefore, Gary plays card games on his computer.
How could Gary keep his full day active?
Points to Consider
Our BIAC Members Suggest
Discussion Topics
Ingrid is the new secretary to Mr. James, the bursar of a small college. One afternoon, at 2 p.m., a parent called to speak with Mr. James about an alleged error in her son’s tuition account. Ingrid told her, “Mr. James is at lunch right now.” The parent angrily replied, “Maybe if he gave up his two-hour lunches there wouldn’t be a mistake in my son’s tuition balance!”, and abruptly hung up.
How should Ingrid have handled the caller?
Points to Consider
Our BIAC Members Suggest
Discussion Topics
Daniel has been a good performer in his job. His last performance review was very favorable. In fact, his supervisor was complimentary on his productivity and problem solving skills. She expressed that Daniel had a lot of potential to move up in the company. Daniel liked the people on his team. They all got along very well. Many times they would go out after work and socialize.
The management team in Daniel’s regional office regularly held quarterly meetings for everyone. These meetings informed employees of new corporate initiatives, communicated progress on departmental goals, and offered a question and answer period where employees could share what concerns were on their minds. Today’s meeting was a little different.
The vice president of Daniel’s regional office communicated a new corporate initiative which was redesigning the structure of Daniel’s department. His department was going to gradually be centralized into another regional office location out of state over the next 12 months. Employees would be allowed to relocate if they wanted to, but they would need to reapply for their jobs. Daniel was shocked, angry, and concerned about how this would impact his employment. The tone of the question and answer session turned very ugly.
If you were Daniel, what would you do?
Points to Consider
Our BIAC Members Suggest
Take advantage of the company’s Employee Assistance Program (EAP), if available.
Rely on family and friends for support. Discuss the situation with them and talk about your next options. Avoid demonstrations of anger at work or any behavior that would adversely affect perceptions of your own work performance.
Keep open lines of communication with your supervisor. Ask questions about the transition and your options. Remember that your supervisor is usually only the message carrier. Their job may also be affected by this transition as well. If used wisely, he or she could be an asset in helping your find another position.
Find ways to release your stress. Your situation is bound to become more stressful due to coworkers becoming disenchanted with your employer and moving on to other positions.
Obtain services of a skilled facilitator to handle anger.
2. Daniel has 12 months to decide what he wants to do and find another position. Time is on Daniel’s side.
Avoid impulse reactions.
Decide what you want to do next. Can you relocate? Do you wish to try and find another position within the company? Do you wish to stay through until the end?
Contact the Human Resource Department or supervisor for some career coaching.
Update your resume.
Seek outplacement services.
Conduct a job search.
3. Many people who are not directly impacted by a major organizational change experience similar thoughts, feelings, and concerns that their coworkers experience. They may also experience a “survivor’s guilt” complex. Many of the same points in the first point are true for the survivor. Be empathetic to your coworkers.
4. Large meetings are not good when announcing change–companies should strive to keep the group small.
5. Employees should take the threats (changes) and change them into positive opportunities.
6. How you personally deal with change controls the opportunities available.
Discussion Topics
Linda enjoys her customer service position. She has been with the company for over one year. She has developed some close friendships with her coworkers. They frequently go out together on the weekends to see a movie, eat dinner, or meet at a local club to dance. Linda met Jerry at a birthday party for one of her coworkers. Jerry works at the same company, but in a different department.
Jerry asked Linda out for a date. The two of them hit it off from the start. They started dating each other on a regular basis. For the first couple of months their relationship was growing nicely for both of them. Jerry regularly sent Linda flowers and surprised her with little romantic gifts. Sometimes these gifts were on her desk when she arrived at work in the morning.
After a couple months, however, Linda began noticing some annoying habits of Jerry. Trouble always seemed to find him. He was in trouble at work with his supervisor for being out of the work area. Jerry also became very demanding of Linda’s time and attention. He would call her from another location in the building and talk with her on the phone for 20-30 minutes during the day. Linda’s supervisor, Anne, noticed that Linda was distracted during the workday.
Anne confronted Linda privately about her performance on her job and how she was not being as productive as she could be.
If you were Linda, how would you handle this situation?
Points to Consider
Our BIAC Members Suggest
Discussion Topics
Theodore and Beatrice are the heart of the computer department. They are well known throughout the organization as two extremely knowledgeable employees when it comes to mainframe computers. However, to address the organization’s Y2K problem, a consultant has recommended the organization scrap its mainframe computer system and adopt a server based one. Theodore and Beatrice have been promised training and plenty of opportunity for their input, but the two are not happy about this change.
If you were their supervisor, what would you say to them?
Points to Consider
Our BIAC Members Suggest
Discussion Topics
TIRED TOLERANT TODD vs. BOASTFUL BOB
Todd could not tolerate the way a co-worker, Bob, was always bragging. It was a bad situation–Todd and Bob had to work together. Todd knew it was important that they get along; however, the situation seemed to be getting worse. Todd dreaded each day at work with Bob since he had to listen to Bob’s constant bragging. Todd believed that he had done everything he could to increase his tolerance level, but Bob forced Todd’s tolerance window shut merely by his presence. Todd was ready to quit his job, but he realized Bob did a lot of things he liked. Todd also realized that Bob carried his own weight at work.
Is this Todd’s problem or Bob’s problem?
Points to Consider
Our BIAC Members Suggest
Discussion Topics
Several customer complaints were made to the management of a small department store about the poor service of the sales associates. Most of the complaints mentioned situations taking place between noon and 1 p.m.
Experienced sales associates received their choice of lunch hours. Most went to lunch between noon and 1 p.m. This left the newer, inexperienced people to handle the customers. Customer traffic is quite heavy during this time.
The lunch hour policy was changed. Lunches are now to be taken only between 11 a.m. and noon or between 1 p.m. and 2 p.m. Harriet had been taking her lunch hour at noon since she began working there three years ago. As she usually had lunch with a friend, Harriet continued leaving at noon. The manager noticed this and warned her that if it occurred again, she would be fired. Harriet, thinking she had “earned” the right to a noon lunch hour, felt the manager was being unfair.
Does Harriet have a right to continue taking a noon lunch hour?
Points to Consider
Our BIAC Members Suggest
Discussion Topics
Mary worked in a building away from her company’s main office. As part of her job, Mary was to supervise a crew of workers at the customer site and to build a long-term relationship with the client. Mary was a very personable individual, and management felt she would represent the company well.
Since Mary worked independently, management frequently contacted her to ensure that she was adhering to company policy. However, almost every time they tried to reach her by telephone, they had to leave a message on the answering machine. Mary never returned management calls. When management did get in touch with her, Mary would indicate that she was on the other telephone line or was out in the plant.
One day the client called management and said that Mary refused to find a replacement worker for someone who was not meeting his work expectation. When management approached Mary regarding this, she indicated that the client did not know what they wanted. After some investigation, management discovered that Mary was a personal friend of the person being released from the job. When Mary was questioned regarding her personal involvement with the worker, she indicated to management that the client was at fault. She said that the client had been sexually harassing her, and when she challenged his authority, he retaliated.
If you were Mary’s supervisor, how would you handle this?
Points to Consider
Our BIAC Members Suggest
Discussion Topics
One year ago Renee indicated to the company that her eyesight was deteriorating.
Nine months ago the company implemented a “paperless” environment by installing computers on everyone’s desk. The installation of this equipment would enable the company to operate more effectively and efficiently.
Management noticed that after installing the computer system, Renee was not utilizing the computer to do her job. Management met with Renee to stress the importance of using the system.
If you were management, how would you approach Renee concerning her work behavior?
Points to Consider
Our BIAC Members Suggest
Discussion Topics
A year ago management noticed that Louis was not being effective at his job. When management approached Louis, he indicated that he was having difficulty with his eyesight and this was hindering his ability to do his job. Management met with Louis to determine whether his eyesight was actually causing the problem. They set up guidelines to help Louis handle the workload.
Another year past and the company continued to notice that Louis was still unable to handle the workload. His work performance had become worse. He was forgetting important facts that needed to be documented. He was leaving customers on hold for an extended period of time. He was letting the telephone ring endlessly. He was forgetting when he put someone on hold. His work was piling up. There were times when he would just sit at his desk and “stare into space.”
If you were management, how would you approach Louis concerning his work behavior and what action would you take regarding his lack of improvement?
Points to Consider
Our BIAC Members Suggest
Discussion Topics
Stan was hired to work in a branch office but reported directly to Margaret, who was located at the main office. Margaret would talk with Stan several times during the week to insure that he was comfortable at his job and that he was doing his job effectively.
After six months, a decrease in business required Stan to be relocated to the main office. Stan’s duties and responsibilities remained the same. After one week, Margaret noticed that Stan was not performing his job responsibilities to company policy nor was he keeping up with his duties and responsibilities on a daily basis. When approached by Margaret, Stan took objection to her concerns. His attitude changed. He would arrive to work moody. He would glare at Margaret, talk to her in a harsh manner, and stomp around the office. One morning when Margaret was talking to Stan about his lack of improvement, he pounded his fist on the desk and with an elevated voice told Margaret that she was talking down to him, and he would not stand for it.
If you were Margaret, how would you handle Stan’s behavior?
Points to Consider
AKRON/CLEVELAND (Northeast and East Central Ohio)
Mrs. Shunda L. Wright
(Executive Secretary)
shundalwright@gmail.com
Yolanda Mosby
Trusted Home Healthcare, LLC
112808 Drexmore, Suite 201
Cleveland, OH 44120-2158
866.878.7870 FREE (W)
Yolanda@trustedhhc.org
Mrs. Stella Hull
(Treasurer)
hully48@msn.com
Ms. Felicia M. Short
(Past President)
Bedford High School
481 Northfield Road
Bedford, OH 44146-2200
440.439.4848 ext. 7180
440.439.2472 (fax)
fshort@bedford.k12.oh.us
Kip Marlow
Co-President
The Entrepreneurs Club of America
440-946-3177
866.920.8322 FREE
tecaclub.com
kip@tecaclub.com
CINCINNATI/DAYTON (Southwest Ohio)
Ms. Lawyanna Marshall
(President-Elect)
Belmont High School
2323 Mapleview Avenue
Dayton, OH 45420
937.542.6460
937.542.6461 (fax)
lmarshal@dps.k12.oh.us
COLUMBUS (Central and Southeast Ohio)
Mark Storey
Head and Heart Coaching
59 W. Dominion Blvd.
Columbus, OH 43214-2605
614.447.2120 (W)
509.275.1387 (fax)
mark@headandheart.com
Cyndi McAlpine
ActionCOACH Business Coaching
Business Owner
716 Mt. Airyshire Blvd., Suite 100
Columbus, OH 43235
614.602.5197 (W)
614.560.3336 (cell)
Ms. Tai Brannon
(Secretary)
Franklin Heights High School
1001 Demorest Road
Columbus, OH 43204
614.801.3200 (W)
614.278.6303 (fax)
tai.brannon@swcs.us
TOLEDO (West Central and Northwest Ohio)
Mr. Bill Shull
(Retired Executive)
3715 Bowen Road
Toledo, OH 43613
419.474.4823 (H)
shull12@cs.com
Mr. John Meyer
BNI, Business Network International
3450 W. Central Ave., Suite 124
Toledo, OH 43606
419.537.9054 (W)
419.537.9031 (fax)
johnmeyer@bni.com
Mr. Daniel McCarthy
(President)
Davis College
4747 Monroe Street
Toledo.OH 43623
419.473.2700 (W)
419.473.2472 (fax)
dmccarthy@daviscollege.edu
Mr. Bob Walters
Executive Vice President
Payak-Dubbs Insurance
1755 Indianwood Circle
Maumee, OH 43537
419.877.0130 (H)
419.472.0867 ext 25 (W)
800.472.0867 FREE(W)
bwalters@payakdubbs.com
Thursday, September 28, 2017
NCBEA
12:00n – 1:00pm – Lunch for OBTA Executive Board and NCBEA Administrative Board
1:00pm – 2:30pm – NCBEA Board Orientation and Training
2:30pm – 3:00pm – NCBEA Committees Meeting Times (Suggested – Program of Work/Strategic Planning, Legislative, Membership/Marketing/Linkages)
3:00pm – 4:30pm – NCBEA Membership Director’s Training
4:30pm – 6:30pm – NCBEA Administrative Board Meeting
OBTA
1:00pm – 2:30pm – OBTA Officers’ Meeting
2:30pm – 3:30pm – OBTA Finance Committee Meeting
3:30pm – 5:00pm – OBTA Executive Board Meeting
OBTA / NCBEA JOINT BOARD DINNER (Buca di Beppo – Arena District)
7:00pm – 9:00pm
Friday, September 29, 2017
NCBEA
7:30am – 8:30am – NCBEA Administrative Board Meeting (Buffer)
8:30am – 9:00am – NCBEA Annual Business Meeting
OBTA
9:00am – 9:20am – Conference Opening / Announcements / Start of Basket Raffle (OBTA) and Silent Auction (NCBEA)
9:30am – 10:20am – Concurrent Sessions
10:30am – 11:20am – Concurrent Sessions
11:30am – 12:20pm – Concurrent Sessions
12:30pm – 2:00pm – OBTA / NCBEA Awards Luncheon
Lunch – 12:30pm – 1:15pm
Greetings from NBEA Pres., NCBEA Pres., & Sponsor(s) – 1:15pm – 1:30pm
OBTA Awards – 1:30pm – 1:45pm
NCBEA Awards – 1:45pm – 2:00pm
2:10pm – 3:00pm – Concurrent Sessions
3:10pm – 4:00pm – Concurrent Sessions
4:10pm – 4:45pm – OBTA Annual Business Meeting
4:45pm – 5:00pm – OBTA Governing Body Meeting
Form relationships with members from secondary and post-secondary education. Share best practices and lessons to enhance your classroom.
Becoming an active member of OBTA opens the door to participation in regional and national business education organizations including the North Central Busines Education Association and the National Business Education Association.
Participate in high-quality professional development offered through shared resources on this website as well as our annual conference.
Become involved by becoming an officer or section representative. Show your employer how involved you are in your area of expertise.
Receive the Beacon Newsletter three times a year, and the Business Technology Educator is a peer-reviewed journal offered to members.
Join with dues that are among the lowest in professional organizations.
Stay on top of changes with the Ohio Department of Education and the impact of the Ohio legislature on secondary and post-secondary education.
Being an active member in OBTA opens the door to national organizations including the North Central Business Education Association and the National Business Education Association.
Fulfill the Ohio Teacher Evaluation System requirements for teachers to demonstrate professionally responsible through being actively involved in a professional organization.