You are in management, whether you know it or not, as soon as you are in a position that you are no longer just performing a prescribed set of actions, but organising the approach or order of activity (for just yourself, or also someone else). You are managing activity (as well as possibly performing it). This is a broad church, and you can arrive as minister through multiple avenues.
In small organisations this is likely to come about through performance of a specific role and increased responsibility, in larger more structured organisation it might be through appointing a specific role to provide a point of communication and accountability. 'Management' isn't one thing. In most organisations this is badly done, through being poorly conceived, specified, and failing to match the people skills to the requirements of the role. Plus there are often elements that are required (knowledge of the business or process) which limits the suitable candidates, who may not possess all of the skillsets required for the role. You can only put in place what you have access to. One manager might achieve great success through charisma and loyalty, and a quiet word here or there, where another might fail with measurement and tools and metrics and analysis and disciplinary processes. And vica versa.
Mostly organisations rise or fall on the strength of the dressing room, and whether that performs a degree of self management, and wants to play for the manager. Largely management is done so badly because there is a view amongst decision makers that counting beans, and drawing graphs, is more important than those actually playing the game. A lot of management consumes resources to prove how important it is...instead of getting out of the way where possible, and actually enabling more activity.