0312 - Bachelor of Business (Banking and Finance) This course entry should be read in conjunction with information provided

in the 'Faculty information' section of this Handbook by the Faculty of Business and Economics Managing faculty Abbreviated title CRICOS code Total credit points required Standard duration of study (years) Study mode and location Admission, fee and application details Contact details Course coordinator Description The course is designed to provide graduates with high-level skills in both the specialised field of banking and finance and the general field of business management. Graduates will be capable of pursuing careers in the banking and finance industry and a wide range of business fields. The course blends a conceptual theoretical framework with practical applications and covers basic discipline material through to more specialised banking and finance requirements. Objectives The Bachelor of Business (Banking and Finance) aims to produce graduates who will: (a.) be critical and creative scholars who:
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Business and Economics BBus(Bkg&Fin) 001725K 144 3 years FT, 6 years PT On-campus (Caulfield) http://www.monash.edu/study/coursefinder/course/0312 Visit http://www.buseco.monash.edu.au/student/contact/in Mr David Watson

produce innovative solutions to problems apply research skills to business challenges communicate effectively and perceptively

(b.) be responsible and effective global citizens who:

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engage in an internationalised world exhibit cross cultural competence demonstrate ethical values

(c.) have a comprehensive understanding of their discipline and who are able to provide discipline based solutions relevant to the business, professional and public policy communities that we serve (d.) have a well developed understanding of multi disciplinary decision making in organisations. Professional recognition This degree is recognised by the following legal entities:
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Australian Securities and Investments Commission Financial Services Institute of Australasia.

Professional recognition may be dependent upon work experience requirements and the correct choice of units. For further details visit http://www.buseco.monash.edu.au/asg/cds/publications/professionalrecognition.html. Structure The course structure has three main components:
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a set of core units which provide an introduction to the key areas of business study a major in banking and finance (all units taken as part of this major must be from the student's campus of enrolment) eight open electives which may be taken from any Faculty of Business and Economics programs and campuses, or from disciplines offered by another faculty. These open electives can, in some cases, form a second major.

Requirements The degree requires completion of 24 units (144 points) over a maximum of eight years: (a.) 16 units (96 points) from the faculty in the Bachelor of Business at the Caulfield campus as follows: (i.) six compulsory common core units (36 points):
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AFF1000 Principles of accounting and finance BTF1010 Commercial law ECF1100 Microeconomics

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ETX1100 Business statistics MGF1010 Introduction to management MKF1120 Marketing theory and practice

(ii.) a major of 10 units (60 points) in banking and finance.

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the requirements of the majors are listed under 'Areas of study' at least two units (12 points) must be completed at each of second and third-year levels

(b.) eight open electives (48 points):

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may be taken from disciplines offered by another faculty may be taken from any Faculty of Business and Economics programs and campuses.* *Note: Enrolment in units at another campus is subject to there being spare capacity after students from that campus have enrolled.

Additional degree requirements:

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a maximum of 10 first-year level units (60 points) a minimum of six third-year level units (36 points), of which at least four units (24 points) must be from those offered by the faculty at the Caulfield campus in addition to specific unit prerequisites, second-year level units require the successful completion of three first-year level units and third-year level units require the successful completion of two second-year level units.

Areas of Study
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Banking and finance (BBus(Bkg&Fin))

Award(s) Bachelor of Business (Banking and Finance) i h c Monash l m t tr ng i h c nghin c u chuyn su v qu c t trong t p trung vo cung c p gio d c ch t l ng cao cho sinh vin t nhi u qu c gia v th c hi n nghin c u trn ton c u c lin quan. N nh v y thng qua cc c s c a c v qu c t v cc trung tm v cc th a thu n h p tc v i cc tr ng i h c hng u qu c t , b ng cch cho h c sinh v nhn vin c h i cho kinh nghi m qu c t v ti p xc, v b ng cch tham gia v i c ng ng n ph c v .

Monash Directions 2025 Monash University's statement of purpose Monash University seeks to improve the human condition by advancing knowledge and fostering creativity. It does so through research and education and a commitment to social justice, human rights and a sustainable environment. It values:
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excellence in research and scholarship excellence in education excellence in management international focus innovation and creativity diversity fairness engagement integrity, and self-reliance. Monash University seeks to improve the human condition by advancing knowledge and fostering creativity.

Aims

By 2025 we will be one of the best universities in the world, distinctive because our research-intensive, international focus enables us to address important theoretical and practical challenges, and develop graduates who will wish to do the same. 1. One of the best universities in the world By 2025, we will be rightly ranked as one of the best universities in the world on reputable indices. To achieve this aim, we will ensure that all major decisions concerning priorities and the allocation of resources are made in the light of factors that will promote our reputation and standing, in particular:
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research and creative achievements demand for places from the most talented students and post-doctoral fellows status as employer of choice amongst the best researchers, teachers who draw on research to inspire their students, and general staff demand for our graduates, in particular from global employers levels of pride amongst staff, students and alumni at being part of the Monash community

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results of quality assessments and audits, and position in reputable rankings.

2. A university "in the world" We are a "people and place" university with metropolitan and regional campuses in Australia and elsewhere. We value engagement between our campuses and the various communities we serve. We use information and communication technologies to assist with our work and strengthen the connections with our communities. To achieve this aim, we will ensure that our undergraduate academic programs are based on a high quality campus experience designed to develop the whole individual, encourage all undergraduate students to benefit from time spent at a second Monash campus or another university of high standing, give priority to research which is designed to improve the human condition and recognise the different needs of our communities in planning the educational and research programs of each campus. 3. A distinctive university We will be known for the way that we successfully combine internationalism with research-led teaching to encourage intellectual growth in the university and produce opportunities for our staff and students which are unparalleled in higher education institutions. To achieve this aim, we will integrate an international dimension into our interpretation of the teaching-research nexus and ensure that this unique fusion applies in all programs taught by the university. We will also identify universities that may be adopting similar approaches and endeavour continuously to improve our performance in relation to them. 4. A research-intensive university We will support the development of research leaders of international standing while moving to a position where every member of the academic staff of Monash University is engaged in research activities. To achieve this aim, we will keep under review the meaning of "research engagement" for these purposes and our resulting expectations of academic staff, and give particular support to research which aspires to be amongst the world's best.

5. An international university We will demonstrate a deep commitment to internationalism and cross-cultural communication, through our campuses in Australia, Malaysia and South Africa, our centres in Europe and our networks in other countries. This will also be evident in our staff and student populations who will be drawn from diverse cultures. To achieve this aim, we will ensure that our curriculum has a strong international content and our campuses are rightly ranked as among the very best in the regions and countries where they operate. 6. A university which addresses significant theoretical and practical challenges We will admit students on merit and In line with our commitment to improving they will be amongst the most able of the human condition and our support for their generation. social justice, human rights and a sustainable environment, our research and educational programs will embrace themes and problems relevant to the regions and countries in which they take place and the major issues of our times. To achieve this aim, we will keep under review our research, research training, curriculum and pedagogy, and maintain an academic plan which ensures that the aim is implemented. 7. A university whose graduates reflect its distinctive approach We will admit students on merit and they will be amongst the most able of their generation. The very best, judged by our own criteria, will be admitted irrespective of their means and circumstances. When they graduate they will be equipped to live, learn, work and contribute globally. They will have been inspired by our internationally-focused, research-led teaching and wish to use their talents to improve the world.

To achieve this aim, we will review and maintain access, admissions and academic policies to attract and develop students who will meet these aspirations. February 2005 Strategic Priorities 20092013 The ten values listed in the Strategic Framework 2004-2008 will continue to underpin the activities of Monash University for the next five years. Thus, although the University has made great progress towards achieving excellence in education, research and management, much remains to be done. The University will continue to have a strong international focus. It will continue to value fairness, innovation and creativity, diversity and integrity and to strive for increased engagement with governments, industry and the community and for a greater degree of financial self-reliance. The recruitment, retention and development of the best possible staff and students will therefore remain absolute priorities because ultimately the University will only be as good as its human capital. Similarly, equity objectives and, particularly, strategies to increase the number and educational outcomes of Indigenous students will continue. But within this framework a number of specific priorities can be identified for the next five years which if realised will help us to become one of the world's great universities. 1. Develop and badge an innovative approach to learning and teaching A lot of time and effort has been invested in reviewing our coursework structure. We must now put this together to develop an innovative educational program built around the principles agreed during the review. We must be able to describe the principles on which our programs are based in terms which are simple and persuasive so that Monash degrees become synonymous with innovation and educational excellence. New educational technologies will be incorporated into all programs and will facilitate intercampus educational programs and a virtual international experience for all students. 2. Engage more effectively with business and industry In both education and research, it is essential that Monash University enhances its relations with business and industry. In education, periods of work experience in relevant business and industry environments enable students to become more focused on their studies and to recognise the relevance of what they are learning. In research, Monash must become the most successful university at developing partnerships with industry that lead to substantial industry-funded research.

3. Develop the Clayton precinct around Monash, CSIRO and the Australian Synchrotron as a key centre for innovation The Clayton campus of Monash University is strategically located adjacent to the largest division of CSIRO and the Australian Synchrotron in the heart of the light-manufacturing sector of Victoria. A nanofabrication facility is to be constructed adjoining the Synchrotron. This precinct should gradually be transformed by research and innovation emanating from Monash University and CSIRO and by investment by government and industry into an innovation precinct driving the economy of Victoria and Australia. 4. Consolidate the biomedical and health research being undertaken in Monash University, affiliated institutes and hospitals Monash University now has the top-ranking biomedical research departments in the country and also houses the world-ranking Monash Institute of Medical Research, the Australian Regenerative Medicine Institute, clinical departments with diverse research interests and one of the leading public health and epidemiology departments in the country. Extensive research relevant to health also takes place in the faculties of Pharmacy and Pharmaceutical Sciences, Science, Engineering, Arts, Law, Information Technology and Business and Economics. There are a number of medical research institutes and teaching hospitals affiliated with Monash University. We must develop a governance structure that encourages sharing of research platforms, optimal research collaboration and effective translation of basic research into new approaches to disease prevention and treatment. 5. Develop research themes for all campuses Monash University has a complex multi-campus structure. This provides opportunities to engage with local industries and communities taking advantage of the geographic location, while also being able to tap the research expertise of all of Monash University. We should not try to create eight campuses with identical research strengths. Each campus must conduct excellent research, taking advantage of its particular opportunities. A similar differentiation is occurring or has occurred in educational programs, responding to local needs. 6. Achieve university status for Monash South Africa with student numbers greater than 5000, a better than breakeven budget and a strong research focus Monash South Africa has made stunning progress over the last four years with the number of students quadrupling to over 2100 and the budget deficit halving. New academic programs have been developed although emphasis has been placed on strengthening the existing disciplines rather than developing extensive new programs. The next five years are crucial for the campus. The growth in student numbers must be

maintained, with a larger proportion of students from South Africa. Corporate support for student bursaries must be increased to ensure that able students from disadvantaged backgrounds continue to increase in number and the academic programs should diversify to include aspects of health sciences, education and science at undergraduate and graduate levels. The campus must develop a strong research program, relevant to the needs of Africa and building on the strengths at Monash in Australia. 7. Increase student numbers at Monash University Sunway to greater than 6000, complete stage 2 of campus development and create strong research and research training programs The new campus of Monash University at Sunway provides a wonderful underpinning for the next phase of this exciting university. The campus must become a real flagship for Monash University, located strategically in South East Asia. The growth in student numbers must continue and the research program should be expanded so that Monash University at Sunway will be recognised as one of the research power houses of South East Asia with extensive collaborations with the leading research universities in Malaysia and Singapore and substantial support for research from industry and the Malaysian government. 8. Further develop our international strategy in India, China, Europe and North America The proposed research academy with the Indian Institute of Technology Bombay must be successful in recruiting high quality PhD students and attracting sufficient industry support for research and PhD scholarships. Over the next five years we must take advantage of our opportunities in China by developing extensive student exchange and research collaborations with Sichuan University and other Chinese partner universities as well as developing industry-funded research with China. Monash University's Prato Centre has raised the profile of Monash University in Europe. We must continue to develop our academic programs at Prato so that it truly becomes a venue for international education and an avenue for research collaboration in Europe. We must also take advantage of Australia's associate membership of the European Molecular Biology Laboratory (EMBL) to develop the major node EMBL partner laboratory at Monash. We must leverage our international partnerships in North America and Europe to obtain more international research funding and international experience for our students. 9. Continue our capital development program and renewal of our facilities Although the last decade has seen a major renewal of physical facilities at our campuses, much remains to be done. Priorities in our capital program for the next five years will be completion of the Menzies refurbishment, the Caulfield Western Precinct redevelopment including a new Law

faculty building, refurbishment and remodelling of the Matheson and Caulfield libraries and a major redevelopment of the science and engineering precincts at Clayton. There will also need to be further capital development to cope with increasing student numbers at Monash University Sunway and Monash South Africa. We have also made a commitment to reduce energy use and to work towards carbon neutrality for our campuses. This will require a major program of retrofitting existing buildings and of course ensuring that new buildings are built to the most demanding environmental standards. These developments will require major additional income and in some cases external funding schemes. They emphasise the need to increase the degree of philanthropic support, and the need to be successful in acquiring funds through the Higher Education Endowment Fund and other government sources. 10. Increase operating dollars per student in real terms There has been a decrease in the funding available per Commonwealth supported place of about $1200 per student in 2008 terms since the early 1990s. To be internationally competitive in terms of the quality of our education and research we must increase the funding per student. We must continue to attract international students, increase the number of Australian postgraduate students and ensure that our fees represent the true cost of delivering world quality degrees. We must also ensure we are successful in the new funding environment of the "Education Revolution" of the Rudd Labor Government. Conclusion Monash University has been very successful in its first fifty years. It is wellplaced to become one of the world's great universities. This is not an end in its own right. Its importance lies in the benefits that will come to the Australian and international community from having the outcomes of principled, quality education and outstanding research addressing problems of national and global significance. ECC5650 - Microeconomic theory 6 points, SCA Band 3, 0.125 EFTSL Refer to the specific census and withdrawal dates for the semester(s) in which this unit is offered. Level Postgraduate Faculty Faculty of Business and Economics Offered Clayton First semester 2011 (Day) Coordinator(s) Professor Yew-Kwang Ng Synopsis Neoclassical theories of demand, supply, and equilibrium at a level that permits rigorous analysis. Introduction to game theory. Topics include the existence theorem of utility

functions, properties of demand and supply functions, existence and Pareto optimality of competitive equilibrium, and various equilibrium concepts of non-cooperative games. Objectives The learning goals associated with this unit are to: deepen understanding of microeconomic analysis acquired during undergraduate training undertake rigorous analysis of microeconomic issues, including the determinants of relative prices and their effects on resource allocation learn some more advanced analyses going beyond the traditional model and taking account of some real-world complications acquire proficiency in handling optimisation problems and have a basic understanding of general equilibrium analysis. Assessment Within semester assessment: 40% Examination (3 hours): 60% Chief examiner(s) Yew-Kwang Ng Contact hours 3 hours per week Co-requisites Students must be enrolled in course code 3194 to undertake this unit