There are many different courses about management with different emphases, meaning that one really cannot generalize about the purposes of thousands of different courses offered at hundreds of different universities. For a specific course, the course description or syllabus usually gives detailed information about the purpose of the course.

Some courses are designed to train future managers. However, even students who have no interest in becoming managers might take such courses. For example, students who intend to work as consultants, individual contractors, professional employees, or business journalists might find a practical course on management useful for understanding how managers operate in order to work well with managers.

Similarly, a more abstract course in management theory or the history of management might help a student understand fundamental principles in a manner that would help him in her future career as a manager.

The simple answer to the question—whether the purpose of a management course is to teach students about management or to be managers—is "both." It really is, to use a somewhat platitudinous phrase, a distinction without a difference. The core curriculum of business schools is designed to educate students on management theories and leadership skills, but with the end result being a career in business management. Otherwise, why take the courses? This may seem tautological, but school is, after all, a part of a process. Certainly, there are many individuals who take courses solely out of interest in the subject matter irrespective of long-term academic and professional goals. That is why electives exist. Business management courses, however, are geared overwhelmingly towards those who intend to pursue a career in business management. 

There is, of course, a difference, sometimes substantial, between theory and practice. In the world of business, however, that difference is minimal. Management theories are the product of years of experimentation as well as lessons learned from years of practical experience. The theories are rarely esoteric and usually derive directly from the successes and failures of those who have actually run corporations or at least were employed in them at middle and upper management levels. Political theory often bears little if any resemblance to the actual practice of politics. Business theory, in contrast, is generally applicable to real-life situations. The more gaming and textual study accomplished in business courses, the better prepared are students to enter the corporate world after attaining their degree.

It is important in discussions of business courses to emphasize that students routinely receive academic credit for internships spent in functioning business environments. Modeling is useful; interactions with the actual public in situations in which failure means lost business (and, consequently, lost revenue) is invaluable in preparing students for "the real world." Such exposure to actual business operations serves as an important supplement to the lessons learned in the classroom.

A management course teaches students the principles of management. These principles may include organizational structure and design, human resources, addressing employee issues, marketing, and leadership. Typically, a management course prepares a student for a position in management.

However, many individuals view management as leadership, and these two terms are not synonymous. A manager may or may not be a leader, and a leader may or may not be a manager. The Harvard Business Review outlined three distinctions between managers and a leaders. First, a manager counts value, such as inventory, whereas a leader creates value. A leader creates value by allowing autonomy in the work group. Second, a manager has circles of power. A manager has contacts that create power within the organization or within the work group. A leader has contacts that create influence within and outside the organization and the industry. Managers receive advice from those to whom they report. Leaders receive advice from others beside their direct superiors. Third, managers manage work. Managers are often task focused, meeting deadlines and quotas. Leaders are interested in developing talent, influence and motivate others. 

In general, management courses do teach students how to become managers. However, management courses may or may not teach students how to become leaders.  Nevertheless, the intent of most management programs is to create future leaders in their field.