If somebody complains that Scrum is bad because e.g. every day you have to update management at stand-up (as mentioned in TFA), but the Scrum Guide, every book ever written on scrum, the websites of the Scrum Alliance and scrum.org, and more or less every advocate of scrum great and small, states explicitly that this is not the purpose of the stand-up but instead to highlight obstructions and opportunities for collaboration, then I don't see what more there is to say than "you're doing it wrong" - because you are doing it wrong, in letter and in spirit. It may not be your fault that you're doing it wrong (it's my guess that the widespread perception that scrum is management-heavy is a function of scrum's market penetration combined with the inherently dicatorial culture of corporate governance). But doing it wrong you most certainly are.
This is not one of your complaints of course, but you do complain about estimation, which - as a sibling comment mentions - is simply 'out of scope' for Scrum, which is a smaller package than people think. (Plenty of scrum thought-leadery types are part of the 'No Estimates' thing, for example.) It does, however, mandate that you occasionally meet for the explicit purpose of working out how to improve processes that are not working properly (such as estimation) - in other words, that the team takes seriously as a collective all the things that scrum does not talk about in itself.