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This chapter examines how key management theories in management and organization studies (MOS) have addressed kindness. Beginning with a definition of kindness, the chapter reviews the primary works of Frederick Taylor, Elton Mayo and Henri Fayol to surface an alternate account of MOS. ANTi-History is adopted to examine how each of these management theories present kindness providing an alternate account of MOS that predominantly focuses on efficiency and effectiveness. The chapter then re-evaluates MOS using a lens of kindness and the impact to contemporary organizations.

Neal M. Ashkanasy (Ph.D., University of Queensland) is Professor of Management in the UQ Business School, and received his Ph.D. in social/organizational psychology from the same institution. He studies leadership, organizational culture, ethics, and emotions in organizations and has published in leading journals such as the Academy of Management Journal, the Academy of Management Review, the Journal of Applied Psychology, the Journal of Organizational Behavior, The Leadership Quarterly, and the Journal of Management. He serves on several editorial boards, including the Journal of Applied Psychology and the Journal of Management, and is Editor-in-Chief of the Journal of Organizational Behavior, associate Editor of the Academy of Management Review, and Emotion Review, and Coeditor of the book series, Research on Emotion in Organizations. Professor Ashkanasy is a Fellow of the Academy for the Social Sciences in Australia (ASSA), the Association for Psychological Science (APS), the Society for Industrial and Organizational Psychology (SIOP), and the Australia and New Zealand Academy of Management (ANZAM). In 2011 he was recipient of the Elton Mayo Award for outstanding contributions to research and teaching. He has served as Chair of the Academy of Management's MOC Division and as President of ANZAM. He administers two Listservs (Emonet: Emotions in Organizations; Orgcult: The Organizational Culture Caucus).

Joan undertook the ground-breaking project originally reported in the 1958 pamphlet, Management and Technology, not at one of Britain's great universities, but at the unfashionable address of the South East Essex Technical College (then in the county of Essex but now part of the London Borough of Barking and Dagenham). The Human Relations Research Unit had been set up at the college, which is now part of the University of East London, in 1953 with support from a number of agencies including funding ultimately derived from the Marshall Plan. Its express purpose was to enhance the performance of industry and commerce through the application of social science. Those readers familiar with the area will know that, at the time, it was economically and culturally dominated by the Ford assembly plant in nearby Dagenham, but it was also home to a diverse range of small- and medium-sized industrial workshops that were typical of the pre-war Greater London economy (Woodward, 1965; Massey & Meegan, 1982). It was into this diverse industrial milieu that Joan and her research team ventured (Fig. 1), completing their main study in 1958.