Take My SNHU MBA Classes

Each course listed on SNHU's MBA program page is in scope.

MBA 530 Leading People and Organizations opens the program with leadership theory and practice: emotional intelligence, team dynamics, motivation, power and influence, and ethical leadership, often with a personal leadership development plan built on assessments.

MBA 540 Organizational Strategy in a Global Environment teaches strategic analysis through tools such as PESTEL, Porter's five forces, the resource-based view, VRIO and SWOT, applied to a company competing across borders, with market entry choices and global risk.

MBA 580 Innovation and Strategy for High-Performance Organizations covers disruptive and sustaining innovation, design thinking, business model canvases, innovation portfolios and how established firms keep innovating without losing their core.

MBA 620 Measuring Success in an Organization covers performance management and analytics: the balanced scorecard, key performance indicators, dashboards, data-driven decisions and how measurement shapes behavior.

MBA 645 Optimizing Brands covers brand strategy and marketing analytics: positioning, brand equity measurement, customer segmentation, digital channels and campaign evaluation.

MBA 687 Leading Organizational Change applies change models, from Kotter and Lewin to ADKAR and Bridges' transitions, to a real change, with stakeholder analysis, communication and resistance.

MBA 699 Strategic Opportunity Management is the capstone, where students analyze an organization and propose a strategic opportunity with financial and implementation plans.

ACC 610 Financial Reporting I and ACC 620 Financial Reporting II cover financial statements, revenue recognition, assets and liabilities, equity and analysis at the graduate level.

Each course's own pages are linked in the table lower down.

Many SNHU MBA students take one course per 10-week term while working full time, and some take two. The plan starts with which courses remain, which concentration you chose, if any, and the organization you know best.

Each course goes to the person whose career fits it. A former chief operating officer takes MBA 530; a strategy consultant takes MBA 540 and MBA 699; a product innovation director takes MBA 580; a business intelligence manager takes MBA 620; a brand director takes MBA 645; a change leader certified in Prosci takes MBA 687; a controller who closes the books for a public company takes ACC 610 and ACC 620.

One organization can run through the degree. Picture a mid-size medical device maker facing a cheaper competitor from overseas. MBA 540 can analyze its industry and global position, MBA 580 can design an innovation pipeline, MBA 620 can build a balanced scorecard, MBA 645 can reposition the brand for hospital buyers, MBA 687 can plan the restructuring that follows and MBA 699 can propose entering the home-care market, with a financial case grounded in ACC 610 and ACC 620 analysis.

Board posts are drafted before each week begins, and bigger analyses come several days early.

Between courses, the incoming specialist receives a short brief on your organization, the analyses already graded and your writing voice.

The MBA bench has run businesses and functions: a former chief operating officer of a regional manufacturer, a strategy consultant from a global firm, an innovation director who has launched medical products, a business intelligence manager who builds executive dashboards, a brand director for a national consumer brand, a Prosci-certified change leader and a corporate controller.

Most hold an MBA from a well-known program, and several also hold the CPA, CFA or PMP.

Their papers read like memos to a leadership team: a recommendation up front, evidence and analysis behind it, the risks named and a plan for what happens next.

A second specialist reviews every paper and model, and every financial figure is rechecked.

Specialists are matched on the industry as well as the course, so a hospital leader's strategy work goes to someone who has advised health systems and a manufacturer's to someone who has run plants.

Breadth is the first challenge. In a few terms, MBA students move from leadership self-assessment to five forces analysis, from innovation frameworks to KPI design, from brand equity to change plans and from revenue recognition to a capstone business case.

Graduate expectations are the second. Instructors want frameworks applied to a specific organization with evidence, not summaries of the textbook, and they want recommendations that weigh cost, risk and feasibility.

Financial reporting is the third. ACC 610 and ACC 620 bring accounting standards and calculations that many students from non-finance backgrounds find unfamiliar.

The capstone is the last. MBA 699 asks for a complete strategic proposal that ties strategy, operations, marketing and finance together.

Most students also hold demanding jobs, and 10-week courses with weekly deadlines leave little room when a product launch, an audit or a deployment arrives.

Course prices come from each syllabus. MBA 699, ACC 610 and ACC 620 usually cost the most to hand over, MBA 540, MBA 620 and MBA 687 sit in the middle, and MBA 530 is often the lightest.

The scope is yours. Managers who lead teams daily often keep MBA 530; marketers often keep MBA 645; engineers and clinicians frequently hand over the accounting courses and the capstone.

MBA syllabi that arrive before the term let each executive read the case materials first; a course already in week four is joined there.

Live team calls, recorded pitches, proctored or timed tests and your employer's private numbers remain yours. Concentration courses outside this list can be planned on request.