Wessex Computers has been running for five years now, and it is still virtually a 'one-person business' though there are 20 employees. While the firm sells books, magazines and small 'micro' games, its business is predominantly in microcomputers. Staff thus spend their time in selling computers and persuading clients that package programs are applicable to their business or in providing software packages to suit individual requirements. The employees are nearly all in the 20-25 age group, and very keen and interested in their jobs, obviously involved in learning a trade which has every prospect going for it in the years ahead. Every opportunity is taken to display their wares at computer shows and exhibitions and to help in running courses on micros in an effort to make people aware of the 'user-friendly' nature of the equipment.
The site of the main part of the business is in what was once a main shopping street but has now been bypassed, and is in fact a cul-de-sac. The premises consist of a small shop front with 600 square feet of shopping area in which are displayed microcomputers, books, computer games, calculators and standard software.
Behind is a workroom, and above more workrooms and office space, in all 3000 square feet.
Over the shop itself lived a tenant, who has just left the property so that another 1000 square feet has become available. The proprietor hopes to use this to solve the storage problems and to create one large room which can be used for setting up a permanent training section. His idea is to charge customers a moderate fee so that their employees can be taught how to run their computers. The staff currently consists of the proprietor, a secretary/bookkeeper, three receptionists/assistants and seven programmers/customer support staff. As this is a small organisation and somewhat overworked the specific tasks are flexible and depend on individual preferences.
The other part of the premises is about five miles away in Embridge; three years ago Wessex Computers won a local 'Enterprise' competition run by the corporation, for which the prize was this site rented at a reduced cost. It is used as working quarters for five programmers, two customer support staff involved in repairing and servicing the microcomputers and two administrative staff. Control of these staff and effective charging-out of their work to customers has not proved very satisfactory.
As far as Wessex Computers is concerned, some success has been achieved by lending out the microcomputers free of charge for about ten days or by renting them out at a minimal charge for a month or two so that customers have a chance to get acquainted with them. Ninety per cent of such clients end by buying the machine and to some extent the rental could be offset against the capital cost. The owner is considering going into the leasing business as potential buyers are worried about machines becoming quickly outdated; a financing company deals with the funding of this side of the business. Maintenance work has to be done at times, although most frequently problems are caused by either mishandling of floppy disks by the customers, or failure to read the instruction handbooks carefully. Staff have to spend about one or two hours with each customer teaching them to use the machines even though comprehensive instruction manuals are available.
Some six months ago, with everyone working particularly hard, the record keeping was neglected, and the overdraft increased rapidly. The bank became nervous and was only reassured when an independent accountant was called in to complete the year's accounts, and to produce a report and cash flow forecast for a few months ahead.
Among the accountant's remarks was the comment that the owner was working far too hard, for too many hours, trying to be sales manager, general manager and office manager. Obviously this pressure of work could not be maintained and some aspect of his work had to be shed. Since the least interesting part of the business for him was the 'paperwork', and the most interesting was selling microcomputers, meeting people and solving problems with them, he decided to appoint an office manager to take control of office procedures, in the most convenient way.

Questions
(a) Produce a job description and person specification for the appointment of the office manager.
(b) Prepare a press advertisement covering the vacancy and list other sources which could be used.
(c) Describe the methods of employment selection which could be used.