Take My SNHU MS Management Classes

All ten courses on the MS in Management program page are covered.

The people side of management comes first. OL 500 Human Behavior in Organizations covers personality, perception, motivation, group dynamics, power and conflict. MGT 510 Cultivating Organizational Culture asks students to diagnose the unwritten rules of a real workplace and plan how to shift them. OL 600 Strategic Human Resource Management links workforce planning, talent, rewards and retention to strategy.

Communication and ethics follow. MGT 550 Managing Through Communication covers communication strategy, difficult conversations, crisis communication, presentations and communicating change to different audiences. CSR 610 Business Ethics and Culture covers ethical frameworks, corporate social responsibility, stakeholder theory and ethics programs, often through cases such as Wells Fargo's account scandal.

The analytical courses carry real weight. MGT 600 Resource Planning and Decision Making covers budgeting, capacity planning, decision analysis and allocating scarce resources. QSO 500 Business Research teaches research design, survey and interview methods, sampling and basic analysis for management questions. QSO 640 Project Management covers scope, work breakdown structures, scheduling with critical path, risk registers and earned value.

MKT 668 Services Marketing covers the service gap model, SERVQUAL, service blueprinting and service recovery, useful for anyone managing customer-facing operations.

MGT 701 Critical Issues in Management Capstone closes the degree with an applied project on a significant management problem.

Each course's own help pages are linked in the table on this page.

The MS in Management suits people who already manage, so the plan starts with the organization you lead or know: which of the ten courses remain, how many per 10-week term and what kind of operation you run.

Specialists are chosen by the course's subject. An operations executive takes MGT 600 and MGT 701; an organizational culture consultant takes MGT 510; a corporate communications director takes MGT 550; an industrial-organizational psychologist takes OL 500; an HR vice president takes OL 600; a business researcher takes QSO 500; a PMP-certified project manager takes QSO 640; an ethics and compliance officer takes CSR 610; a hospitality marketing director takes MKT 668.

One organization can carry the degree. Imagine a general manager of a 220-room hotel struggling with online reviews and staff turnover. MGT 510 can assess the hotel's culture, OL 500 can analyze motivation among housekeeping staff, MGT 550 can plan communication for a renovation, MKT 668 can blueprint the guest check-in and design a service recovery policy, QSO 500 can design a guest and staff survey, QSO 640 can schedule the renovation, MGT 600 can allocate the capital budget, CSR 610 can examine a labor practices dilemma and MGT 701 can tie it all into a plan to raise review scores and retention.

In each course, posts are written before the week opens and larger pieces arrive with days to spare. Instructor comments shape the next submission.

At each course change, the next specialist inherits a short brief on your organization and the analyses already graded.

Everyone on this bench has managed people or a function. One ran a regional hotel group; others consult on culture, run corporate communications, practice I/O psychology, lead HR, run research studies, manage projects, oversee compliance or direct hospitality marketing.

Most hold an MBA, a master's in management or organizational psychology, or the PMP.

Their work reads like a manager's briefing: a clear problem, analysis grounded in the course's frameworks and evidence, and recommendations a senior leader could approve on a Monday.

Each deliverable is read by a second specialist, and every budget, schedule and survey analysis is rechecked before it reaches you.

Writers are matched on industry as well as course, so a hotel manager's culture assessment goes to someone who has worked in hospitality and a city supervisor's to someone who has advised public agencies.

Range is the first challenge. MS Management students move from culture theory to project schedules, from research methods to budgets and from ethics cases to service blueprints, each at graduate depth.

Application is the second. Instructors expect frameworks applied to a specific organization with evidence, and they mark down papers that describe Schein's model or the gap model without using it.

The quantitative courses are the third. MGT 600 decision analysis, QSO 500 sampling and analysis and QSO 640 critical path and earned value each require careful calculation.

The capstone is the last. MGT 701 asks for a well-researched solution to a real management problem that draws on most of the degree.

Most students also manage people full time, and their busiest seasons, holidays in retail and hospitality, budget season in government, rarely line up with a 10-week term.

Prices come from each syllabus. The project, research, decision and capstone courses are the heaviest; behavior, communication and ethics are the lightest.

Scope is your decision. Managers who already present often keep MGT 550; HR-adjacent managers often keep OL 600; most hand over the research, project and capstone courses.

Syllabi sent about ten days before a term let each specialist read the course first. If a course is already running, it is picked up at the current week.

Timed quizzes, proctored exams, recorded presentations and your organization's confidential figures stay with you. Students who might switch to the MS in Organizational Leadership can carry OL 500 and OL 600 work across, since both programs share those courses.