The notion of management when talking about a Scrum Team is much more vague and less important if we compare it with traditional management of development teams. Some even think that it is the Product Owner who acts as a manager. It is partially true. But a typical (traditional) manager doesn’t have the same responsibilities as a Product Owner does.
As both notions (manager and management) are rather broad, Scrum treats them as a kind of a shell, which envelops the whole working process of a Development Team, but doesn’t influence it directly. A Development Team has no direct contact with the Management. A Scrum Master, a Product Owner or a Stake Holder can perform this function. For example, a Scrum Master can contact the Finance dept., if there are any obstacles, getting in the way of his team. Finance dept., are not managers in the direct sense, but they can maintain the working process of the Development Team.
In order to understand the structure, let’s take a look at the picture.