You’ll hone your business management skills within the realm of the nonprofit sector.
Dreaming of making the world a better place? With this specialized degree, you’ll learn the core business management skills needed to lead nonprofit organizations. The Suffolk MBA/Nonprofit is designed to give you the financial, operational, information systems, strategic management, and marketing skills you'll need to solve the specific challenges of the nonprofit sector.
In this program, you’ll have access to Suffolk’s nonprofit and alumni networks, as well as the larger business community within Boston. You’ll take courses that relate general business theory to specific nonprofit management issues.
Tuition (2017-2018)Full-time, per semester
Cost Per Credit (2017-2018)For part-time students
% of Students Receiving Financial AidPer year
Average Financial Aid AwardedPer year
Curriculum effective Fall 2018. For current requirements, see the MBA/Nonprofit Specialized Degree Curriculum in the 2017-2018 Academic Catalog.
SBS 700 is the first required course in Suffolk's graduate programs. The course is based on the precepts of experiential learning. Based on the idea that people learn best by participating in meaningful activities, this course provides students with the opportunity to learn about and experience first-hand the many complexities of business and the role of top managers. To accomplish this, SBS 700 is composed of several distinct parts, including the completion of a self-assessment instrument and their own written career development plan. In the campus sections of SBS 700, students will work in small groups as they take on the roles of top managers in a hands-on behavioral simulation. In the online sections, students will conduct a 360 degree evaluation to provide feedback.
This course teaches students ethical frameworks to lead and manage organizations that go beyond the standard legal compliance and risk management approaches, and that embrace the more inclusive principles of sustainability and corporate responsibility. This course will set forth the fundamentals of managerial ethics and will prepare students for the complex, multilevel managerial and leadership integrity challenges that corporations face today.
This first-semester MBA course introduces students to the topic of world-class clusters as a multi-level phenomenon. Beginning from the macro level of analysis and proceeding to the micro level, the course covers a panoply of concepts and frameworks for understanding why world-class clusters emerge at specific locations in the first place and then regularly succeed in transforming themselves to keep up with and even lead the pace of change in their respective industries. In the group projects that they conduct for this course, students are expected to emulate the characteristics of high-powered teams found in world-class clusters: the course thus begins with conceptual understanding of world-class clusters and then proceeds to have students emulate the behavior that can be observed in world-class clusters.
This course introduces the basic tools and concepts of microeconomics (2 classes) for supply and demand analysis; for consumer market behavior; and for production, cost, and pricing decisions in different market structures. Greater emphasis (4 to 5 classes) in the course is on the macroeconomic topics of national economic performance, the economic role of government and fiscal and monetary policy, and the banking and financial system in the current economic environment. The course is intended for MBA students who have no recent academic background in economics.
This course emphasizes the importance of basic concepts in probability and statistics for managerial decision making with a strong emphasis on practical application. Students will learn basic data analysis, random variables and probability distributions, sampling distributions, interval estimation, hypothesis testing and regression. MS Excel will be used throughout the course. Numerous examples are chosen from quality control applications, finance, marketing and Management to illustrate the managerial value of applying sound statistical techniques to the analysis of operational data.
MBA-625 or SBS-604 (may be taken concurrently)
This course provides students with Operations Management concepts, techniques, and tools to design, analyze, and improve operational capabilities in any organization. Students will understand and analyze common OM decisions on managing inputs (materials, information, finances, and human resources) and processes to deliver desirable outcomes to customers. Topics covered include operations strategy, process analysis, quality management and lean operations, capacity analysis, inventory management, product development, supply chain management, project management, revenue management and pricing, decision analysis, and forecasting. Software tools used may include MS Excel, Visio, and Project Management. This course will contain experiential learning components related to Boston's world-class industries, which may include guest lectures, simulation exercises, or visits to local organizations.
This course deals with the structure and information content of the three principal financial statements of profit-directed companies, namely the income statement, balance sheet, and statement of cash flows. It develops skill in using accounting information to analyze the performance and financial condition of a company, and to facilitate decision making, planning and budgeting, and performance appraisal in a managerial context. This course also contains an experiential component by offering guided inquiry and real company cases.
1 course from each of the following groups: MBA 615 OR SBS 603 OR MBA 630 MBA 640 OR ACCT 800 These courses must be taken prior to MBA 650 1 course from the following group: MBA 625 OR SBS 604 OR MBA 622 These courses may be taken prior to or concurrently with MBA 650
This course introduces the basic principles of corporate finance. The main focus is on fundamental principles such as time value of money, asset valuation, and risk and return tradeoff. Topics to be covered also include cost of capital, capital budgeting, and capital structure.
Offered Both Fall and Spring
At its core, marketing is about providing consumer value. The practice of doing this is changing constantly-driven by rapid and far-reaching changes in technology; globalization; and the evolution of consumer values, practices, and lifestyles. This course will present themes, theories, and trends that are critical for: 1. understanding the business of creating, capturing and sustaining value; 2. introducing students to the global, consumer, and technological realities of marketing in the 21st Century; and 3. providing students with a sound foundation to explore marketing in further depth in upper-level elective courses. This course also contains an experiential component. .
This course teaches students critical thinking and problem solving skills in the context of two essential ingredients of collaboration: leading people and teams, and managing projects. Students will learn concepts and processes that support building and launching high performing teams that can manage complex projects efficiently and effectively. Students will collaborate experientially to solve problems facing Boston's world-class industry clusters.
This course introduces students to three essential ingredients of innovation: Entrepreneurial Thinking, Information Technology in an Age of Disruption, and Law as Framework. Entrepreneurial thinking is a critical element in the creation, growth, and sustainability of an organization. In new ventures, entrepreneurs drive innovation with limited resources and within a flat organization. Information technology, strategically selected and implemented, can provide a significant, competitive advantage. Students will survey the increasingly complex, evolving, and highly competitive business environment in which ethical, legal, economic, and regulatory forces are continuously reshaping the global marketplace both to create and limit competitive opportunities. This course will contain experiential components, relating to Boston's world-class industries.
Please email Hillary Sabbagh at email@example.com to register for a travel seminar.
The Immersion course provides an opportunity for students to link their program work to hands-on experience and visits to real-life global companies. The highly experiential, intensive course combines classroom learning with a direct business and cultural experience. Students will work in teams directly for a client or several clients, solving real challenges, using their analytical skills, knowledge, and experience to develop feasible solutions. Required for all MBA students, the course will be offered globally or nationally to accommodate a variety of student needs.
GRAD Travel Seminar
Choose seven (7) courses from the following eight (8) courses.
Examination of patterns of intergovernmental operations and administration. Special emphasis on changing techniques of intergovernmental management and emerging patterns of intergovernmental relations. Issues such as regionalism, program mandates, and resource management will be explored.
The primary focus will be on understanding the operational and strategic leadership aspects of managing mission driven, public service organizations. Specific emphasis will be placed on nonprofit corporations, including coursework that explores the legal, structural, and operational issues that are particular to such organizations.
PAD 819 covers both Grant seeking and Grant writing. Students, individually, but most often in teams, work with a nonprofit or government organization to develop a project idea and prepare a Master Grant Proposal and a Grant Application to be submitted to a most-likely-to-fund Grand maker. Classes focus on step-by-step Grant writing & Grant seeking process, and the instructor also consults with student-Grant writers individually an via Blackboard.
Students develop techniques and directives related to communication processing. Both interpersonal communication and electronic information flow will be examined. Communication skills, styles, and strategies will be stressed through use of all media. Students will also analyze the theory and practice of public service marketing in relation to the administration of multiple sectors including private, public, nonprofit and health care by looking at innovative public service products and services.
Students learn effective approaches to leadership by examining leadership models, styles, and strategies. Emphasis is placed on the values and ethics of successful managerial leadership in public, private, and nonprofit sectors
This course is designed to build financial management skills for students who wish to start or advance nonprofit management careers and for students who are likely to interact with nonprofits, through grants, contracts, or partnerships. The course focuses on the effective allocation of resources to programs which, in turn, have been designed to achieve the strategic goals of a nonprofit organization. From this point of view, financial management is not a disconnected management function, but an integral part of what managers do to fulfill as nonprofit organization's mission. Basic financial management knowledge and skills - including financial analysis, budgeting, full-cost accounting, pricing services, performance measurement, control of operations and financial reporting are taught within the context of the organization's strategic goals.
This course provides a practical framework for understanding the legal and ethical challenges continually faced by nonprofit human and social service organizations. Students learn about the various levels of legal influence, including federal, state, and city, as well as the internal laws of the corporation, and will explore the impact these laws can have on the day-to-day operation of the nonprofit organization. Students develop a methodology for identifying issues that can trigger a legal response and processes for best protecting their organizations, their clients, and themselves.
This course provides an in-depth look at today's philanthropic trends, patterns, and best practices in fundraising techniques.
This course involves synthesizing and applying the content from Values Based Decision Making through two deliverables, both of which require reflection on the MBA experience. Students will consider the external clients they have worked with in their client oriented classes and the MBA curriculum through an ethical lens. They will focus on identifying organization-based ethical issues and values, applying ethical frameworks to analyze them, and making an argument as leaders or managers for an ethical solution. This course will offer application and synthesis, taught towards the end, allowing students to creatively apply ethical perspectives to what they learned in the MBA.
SBS-700, MBA-710, MBA-615(or SBS 603), MBA-625(or SBS 604), MBA-635, MBA-640(or ACCT 800,) MBA-650, MBA-660, MBA-720, and MBA-730
This course introduces students to the fundamentals of the global business environment in a way specifically relevant to innovation in world-class clusters. The course has a three-part format: 1. global business fundamentals; 2. opportunity recognition, validation and planning; and 3. experiential term group project in the elaboration of a proposed innovation. Global business fundamentals include the complexities of operating in the international economic environment, the theory and practice of trade, the global integration and local responsiveness of the multinational firm, the internationalization decision of firms, as well as the different modes of entry.
SBS-700, MBA-710, MBA-615(or SBS 603), MBA-625(or SBS 604), MBA-635, MBA-640(or ACCT 800,) MBA-650, MBA-660, MBA-720, and MBA-730
Students engage in a variety of learning activities, such as case studies, computer simulations, examinations, project reports, and most especially, experiential exercises involving competition. Students will develop a multi-functional general management perspective. The course is designed to help students integrate and apply their knowledge and techniques learned in the core courses of the MBA program into an overall view of the firm, evaluate the environment, and speculate on the future direction of the organization. Students will also learn about the principal concepts, frameworks, and techniques of strategic management, they will develop the capacity for strategic thinking, and they will examine the organizational and environmental contexts in which strategic management unfolds. This course will make extensive use of experiential activities and projects designed to get students to experience the dynamics of competition right in the classroom.
SBS-700 MBA-710 MBA-615 MBA-625 MBA-635 MBA-640 MBA-650 MBA-660 MBA-720 MBA-730 MBA-750 MBA-760 (MBA-750 and MBA-760 may be taken concurrently with MBA 770)
The final course in the MBA curriculum ties together the integral components of the four industry clusters, strategy and business fundamentals to the experience of leading change. Students experience the change process personally through a simulation. Students then apply their learning to an applied project based in one of the four clusters that is team-based, client-focused, grounded in research, and integrates MBA concepts as required with a final presentation to a live client. As part of understanding change, students will also evaluate the wider societal impacts of the business change. Finally, students reflect on their MBA program in total, revisiting their career plan and vision. This course uses multiple approaches, defining, understanding and experiencing the strategic value of change at the organizational, team, and individual levels.
Core courses may be waived. Required MBA courses (SBS 700, MBA 720, MBA 730, MBA 740, MBA 750, MBA 760 and MBA 770) cannot be waived.
To waive a core course, a student must successfully complete equivalent academic coursework at the undergraduate/graduate level in the seven years prior to MBA matriculation ("B" or better) and provide official transcripts (with English translations, if applicable).
All waiver requests are evaluated upon a student's acceptance into the MBA program and are waived during the student's first semester. A student receives credit for each course waived, thereby reducing the total number of courses for the MBA degree. Students may also elect to take a proficiency exam, for a fee, to gain a waiver. Proficiency exams must be taken in the first semester and are administered on the Boston or the North Campus only with prior arrangements. All MBA/Nonprofit students must complete a minimum of 43 credits in the Sawyer Business School.
Six credits of elective courses, taken at the graduate level from an AACSB-accredited graduate program in business, may be transferred if the credits do not apply to a previously completed degree. Transfer credits must have an earned grade of "B" or better and be taken within five years prior to entering the Suffolk MBA programs. Transfer credits apply only to electives.
Occasionally, Suffolk MBA students must leave the Boston area having not yet completed their degree. The Business School has several options available to insure completion of the Suffolk MBA. You may be able to transfer in six credits of elective courses from an AACSB-accredited MBA close to your new place of residence. Courses must be pre-approved by Suffolk’s assistant dean of graduate programs and have a grade of "B" or better.
Students who leave the area may also complete their Suffolk MBA online.
MBA students (MBA, specialized MBA, and dual degree programs) may enroll in campus based (Boston or North Campus) as well as online courses to meet their degree requirements. Full- time campus students may enroll in a maximum of 2 online courses during their program. Part-time campus students may enroll in a maximum of 5 online courses during their program. Students enrolling in an online course for the first time are strongly advised to also enroll in the New Student Orientation (NSO) - (SBS 002 W1). It is a no-fee, zero-credit session, designed for students who have never taken an online course before. It is hosted the week prior to the start of the semester.
Students who have completed a certificate program through the Suffolk University Moakley Center for Public Management may transfer a maximum of 12 elective credits to the MBA or the MBA/Nonprofit elective portion of the MBA degree. Graduate course transfers may be considered for students who completed a P.AD 800 level graduate course equivalent, receiving a B or better within 5 years prior of entering the MBA program. Applicants must successfully complete the certificate prior to enrolling in the MBA and cannot be enrolled in two programs at the same time. Applicants must also meet MBA admission standards. All transfers are reviewed on a case by case basis by the MBA Programs Office.
Fall Semester: March 15 (priority), then rolling
Spring Semester: October 15 (priority), then rolling
Summer Semester: April 1 (priority), then rolling
Learn about the advantages of priority applications.
Completed online application
$50 application fee
Goal statement (essay)
One letter of recommendation (Two letters required if candidate has less than 1 year of work experienc. Learn more)
Official GMAT or GRE scores (Note: Testing requirements vary by program, and some students may qualify for a waiver. Learn more.)
Official TOEFL, IELTS, or PTE-Academic scores (international students only)
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