Scrum Master being made to manage I am a scrum master for a team of 6 developers and testers. There is also a product owner. Management wants me to do certain things which a traditional manager would do eg. get the team to complete their time sheets. I don’t believe this is my remit. What should I do?

Teach the team to self-organise around topics you get from upper management.

We had a similar issue with time-sheets recently. The Scrum Master brought the issue to the team. The team wanted to understand the value better of the time-sheets and once they understood implemented a measure to complete them daily. They added a question to the stand-up: "Did we complete our time-sheets of yesterday?". Which worked, and when they forgot they where reminded. The good thing here is they choose todo it, they where not forced.

A Scrum Master should teach the organisation how to self-organise. This goes two ways, the team, but also upper management. Bring them together let them truly understand each side.

So I think it is fine to ask a Scrum Master to assist with traditional management type of stuff, but execute it in a way that facilitates the team in self-organisation.