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CMC

The Central Military Commission (CMC) of the is the supreme military command authority, responsible for the overall leadership, strategic direction, personnel management, equipment procurement, and operational control of the (PLA), , and militia forces. It operates under the absolute guidance of the (CPC), embodying the principle articulated by that "the Party commands the gun," which ensures party supremacy over the military apparatus. The CMC comprises a seven-member standing committee—including one chairman, two vice-chairmen, and four regular members—all of whom are senior generals appointed by the . It oversees 16 functional departments (such as the Joint Staff Department), five theater commands responsible for regional operations, and the six main service arms of the , including the , , , rocket force, strategic support force, and joint logistics support force. Formally established by the 1982 to rationalize and centralize command after earlier decentralized structures under Mao and subsequent leaders, the CMC exists in parallel party and state iterations with identical membership, though the version holds substantive authority. Under Chairman , who has led the CMC since 2012 as part of his consolidation of power as CPC , the body has driven extensive reforms, including the 2015-2016 to enhance joint operations, , and to the party amid drives that removed numerous high-ranking officers implicated in graft and factionalism. These changes have prioritized modernization for capabilities in areas like informatized warfare, , and deterrence, reflecting Xi's emphasis on integrating civil- fusion and achieving "world-class" forces by mid-century, while controversies persist over opaque personnel purges and the erosion of collective decision-making in favor of centralized control.

Chemistry

Carboxymethyl cellulose

(CMC) is a semisynthetic derivative of , the most abundant natural , obtained by etherification of its hydroxyl groups with carboxymethyl moieties, resulting in the formula [C6H7O2(OH)2.5-x(OCH2COONa)x]n where x represents the degree of substitution typically ranging from 0.4 to 1.5. This modification imparts anionic character and high to the otherwise insoluble cellulose backbone, enabling its role as a versatile hydrocolloid. The synthesis of CMC involves a two-step Williamson etherification process: first, is steeped in solution to form alkali cellulose, swelling the fibers and activating hydroxyl groups; second, this intermediate reacts with (or its ) under controlled temperature (typically 40–70°C) and time (1–3 hours), yielding sodium after neutralization, purification, and drying. Reaction parameters such as alkali concentration, dosage, and cellulose particle size critically influence the degree of substitution and product purity, with yields often exceeding 90% under optimized conditions. CMC exhibits pseudoplastic , forming viscous solutions at low concentrations (0.5–2% w/v) due to its high molecular weight (up to 700,000 Da) and nature, which facilitates applications as a thickener, , and . In food products, it prevents syneresis in and stabilizes emulsions in dressings at levels up to 2% by weight, while in pharmaceuticals, it serves as a tablet and controlled-release matrix, leveraging its and mucoadhesive properties. Personal care formulations employ CMC for viscosity control in toothpastes and shampoos, typically at 0.1–1%. The U.S. classifies CMC as (GRAS) for food use under 21 CFR 182.1745, with no observed adverse effects in studies at dietary levels up to 5%. Recent empirical studies highlight CMC's biodegradability, with 301B assays showing 40–60% mineralization by over 28 days for low-substitution variants, supporting its use in sustainable materials like biodegradable films. In , nanocomposite hydrogels incorporating CMC have demonstrated pH-responsive release of therapeutics, achieving over 80% encapsulation efficiency , as evidenced by modifications with nanoparticles for targeted applications. These advancements underscore CMC's transition from bulk additive to engineered , driven by its renewability from sources.

Critical micelle concentration

The (CMC) represents the threshold concentration in solution above which self-assembled form spontaneously, marking a driven by the amphiphilic nature of , where hydrophobic tails aggregate to minimize unfavorable interactions with while hydrophilic heads remain solvated. This aggregation alters bulk solution properties, including a plateau in reduction, increased , and changes in or of hydrophobic probes. formation is thermodynamically governed by the , with the standard of micellization per typically negative (e.g., -20 to -40 kJ/mol for common ionic ), reflecting an entropy-dominated process where structured around hydrophobic chains is released upon aggregation. Factors influencing CMC arise from molecular interactions and environmental conditions, rooted in thermodynamic principles such as the balance between hydrophobic chain transfer free energy and headgroup repulsion. Longer hydrocarbon chain lengths decrease CMC exponentially, as each additional -CH₂- group contributes approximately a factor of 2 reduction (e.g., CMC for sodium octanoate ~0.4 M versus ~8 mM for sodium dodecanoate at 25°C), due to enhanced hydrophobic cohesion outweighing electrostatic penalties. Electrolyte addition screens headgroup repulsions in ionic surfactants, lowering CMC (e.g., NaCl reduces SDS CMC from 8.2 mM to ~1 mM at 0.5 M salt), while temperature effects vary: for nonionics, higher temperatures often decrease CMC via strengthened hydrophobic interactions, but for ionics, increased thermal motion can raise CMC by disrupting aggregates. These trends align with empirical phase diagrams and isothermal titration calorimetry data showing endothermic micellization enthalpies, challenging simplistic mass-action models by emphasizing cooperative nucleation over ideal dimerization. CMC is experimentally determined through techniques exploiting property discontinuities at the transition, such as surface tensiometry revealing a break in γ versus log(concentration) plots, conductivity measurements showing altered ion mobility due to micelle counterion binding (e.g., sharp slope change for SDS at ~8 mM), or fluorescence spectroscopy with probes like pyrene whose emission shifts upon solubilization (e.g., I₁/I₃ ratio inflection). These methods yield values accurate to within 5-10% for dilute systems, with fluorescence preferred for low-CMC nonionics (~10⁻⁵ M) due to sensitivity. Empirical studies confirm that real micellization deviates from sharp thresholds in polydisperse systems, with gradual monomer-micelle partitioning, underscoring causal roles of aggregation number (typically 50-100) in stabilizing structures against dissociation. In applications, CMC sets efficiency limits for detergency, where must exceed CMC to form micelles that solubilize oils via hydrophobic cores, optimizing cleaning at minimal doses (e.g., formulations target 1-10 mM effective CMC under varying ). For , low-CMC micelles (<10⁻⁴ M) encapsulate poorly soluble , enhancing through core-shell structures stable in dilute physiological conditions, as demonstrated in polymeric systems resisting dilution-induced disassembly. stability relies on adsorbed at interfaces above CMC, reducing interfacial tension and providing steric/electrostatic barriers against coalescence, with nanoemulsions requiring CMC consideration to prevent or in low-volume fractions (~10⁻⁴). These uses highlight CMC's role in predictive formulation design, validated by and phase stability assays.

Computing

Computer-mediated communication

Computer-mediated communication (CMC) refers to human interaction facilitated by digital devices and networks, encompassing both synchronous forms such as real-time and video calls, and asynchronous modes like and forums. Originating in the 1970s with early systems for text-based exchanges among researchers, CMC expanded in the 1980s and 1990s through academic networks and the internet's growth, enabling broader participation via protocols like those in early and systems. By the 2000s, platforms integrated elements, including audio and video, transforming it into a primary mode of global interaction. CMC has demonstrably enhanced global connectivity by enabling instantaneous information sharing across distances, with users reaching over 5.3 billion by 2023, facilitating collaborations in diverse fields from to . Post-2020, via CMC tools contributed to productivity gains, as evidenced by analyses showing rising with remote work adoption across 61 U.S. industries, partly offsetting pre-pandemic slowdowns through flexible scheduling and reduced . These benefits stem from expanded access to resources, though they depend on and skills, with telework policies amplifying gains via investments in tools. However, CMC's absence of nonverbal cues—such as and facial expressions—impairs transmission, as experiments demonstrate reduced emotional accuracy in text-based exchanges compared to face-to-face interactions, leading to misinterpretations and heightened . This cue deficit contributes to "flaming," or uninhibited hostile outbursts, observed in studies of online negotiations where and signaling loss disinhibit aggressive responses, violating norms that regulate in-person . Algorithms optimizing for engagement exacerbate by prioritizing sensational content, fostering chambers through selective exposure; while some analyses find limited direct causation, cross-platform evidence links repeated like-minded feeds to reinforced biases and fragmented . Longitudinal data further reveal mental health drawbacks, with adolescent social media use correlating to rising depressive symptoms; for instance, surveys tracking early teens found that over three hours daily predicted poorer well-being, mediated by sleep disruption and social comparison incentives misaligned with human relational needs. These effects arise from signal impoverishment and platform designs rewarding outrage over nuance, challenging assumptions of unqualified progress by underscoring how digital mediation alters causal dynamics in social behavior, often amplifying misinformation and reducing interpersonal depth.

Education

Bangladesh

The Calcutta Missionary Conference (CMC), formed in 1831 by Protestant missionaries in , coordinated efforts to promote mass as a means of moral and intellectual upliftment, extending to the eastern region that became after 1947 and 1971. This initiative built on earlier missionary activities, such as the establishment of the first Bengali girls' school in 1818 by Serampore Mission Press affiliates, which by 1824 expanded to six girls' schools emphasizing basic and . CMC-affiliated endeavors prioritized values-based curricula integrating religious instruction with rudimentary arithmetic, reading, and vocational skills, often in languages to reach rural and tribal populations like the Garo in northern districts. Key institutions trace their origins to 19th-century missionary foundations, including the Congregation of the , which entered in the and established over a dozen high schools and trade schools by the , such as Girls' High School in (founded 1953, evolving from earlier missions). The Church of , inheriting Protestant legacies, now manages 35 primary schools, three junior high schools, and six high schools across seven deaneries, serving primarily Christian and minority communities with enrollment totaling several thousand students annually. Curricula in these institutions historically stressed subjects alongside ethical formation, with modern adaptations incorporating national board exams; for instance, schools report high pass rates in science streams, reflecting emphasis on practical skills for local employment. Missionary education under CMC influences contributed to early literacy gains, particularly among girls and indigenous groups, where mission schools among the Garo tribe alone numbered 67 by the mid-20th century, fostering reading proficiency in a region with historically low female enrollment. These efforts predated widespread government schooling and aligned with broader Bengal literacy improvements from 12% in 1901 to higher rates post-independence, though direct causation is debated given the small Christian demographic (0.3% of population). Verifiable impacts include sustained community development, with alumni entering professions in healthcare and teaching, as documented in Holy Cross records showing graduates' roles in rural clinics since the 1960s. Criticisms center on access inequities, as schools concentrated in urban centers like and or Christian enclaves, limiting reach to the Muslim-majority rural population (over 90%), with enrollment data indicating under 1% national coverage. Cultural integration challenges persist, with some national statistics highlighting tensions over religious content in curricula amid Bangladesh's 91% Muslim populace, though empirical reviews affirm minimal proselytization post-1971 and focus on secular outputs like improved . Academic sources, often from secular institutions, occasionally underemphasize these contributions due to prevailing narratives prioritizing efforts, yet primary archives and demographic studies confirm their role in foundational without evidence of systemic exclusion beyond resource constraints.

India

Christian Medical College (CMC) Vellore, founded in 1900 by American missionary physician Dr. as a one-bedded , has grown into one of 's leading and healthcare institutions, emphasizing compassionate service rooted in Christian principles alongside evidence-based medical training. Initially focused on women's healthcare amid cultural barriers, it established a for women in 1918, upgraded to a degree-granting college in 1942, and began admitting men in 1947; a major expansion occurred in 1924 with a 267-bed in central , which has since developed into a 2,800-bed care facility handling over 8 million outpatient visits annually. The institution integrates faith-inspired ethics—such as holistic patient care—with modern curricula approved by the , offering over 100 programs across MBBS, postgraduate specialties, , and allied health sciences. CMC Vellore's educational outcomes reflect high efficacy, with consistent top performance in national licensing exams like NEET-PG and superior graduation rates contributing to India's healthcare workforce; for instance, its include thousands of specialists who staff public hospitals and rural clinics, bolstered by a post-graduation rural service bond that directs 10-20% of graduates to underserved areas. In the (NIRF) 2025, released by India's Ministry of Education, it ranked 3rd among medical colleges nationwide, scoring 76.48 on parameters including teaching quality, research output (over 1,000 publications yearly), and outreach, outperforming many government institutions in patient impact metrics. The College of holds NAAC 'A' , underscoring excellence in training nurses who address India's shortage of 2 million such professionals, per government health surveys. Complementing Vellore, , established in 1961 under similar auspices, focuses on northern India's healthcare needs, offering MBBS and postgraduate programs with expansions to include a 350-bed and initiatives; it ranked 51st in NIRF 2025, training over 100 doctors annually who contribute to Punjab's workforce amid regional doctor shortages. Both institutions, as minority entities, reserve seats for disadvantaged while maintaining merit-based admissions via exams, fostering a diverse student body; however, their selective processes and faith-integrated ethos have drawn critiques for potential , as high entry cutoffs (e.g., scores above 650/720 for Vellore) limit broader access despite scholarships covering 60% of students from low-income backgrounds. Government data affirm their societal role, with CMC graduates comprising a disproportionate share of ethical practitioners in , though origins occasionally spark debates on aligning with India's secular policies without compromising clinical .

Nepal

In Nepal, Community Management Committees (CMCs) oversee the operation of community-managed schools (CMS), a model introduced through amendments to the Education Act in 2001 to decentralize and enhance local , particularly in rural and mountainous regions where government oversight is challenging due to terrain and remoteness. This transfer of management authority to CMCs—comprising parents, teachers, local leaders, and community representatives—targets from grades 1-10, with some integration of vocational training through locally developed curricula focused on , handicrafts, and basic skills suited to highland economies. By , under the Tenth Plan (2002-2007), over 8,000 schools were slated for transfer, prioritizing deprived hill and mountain districts where access to education had historically lagged due to geographic isolation. CMCs handle budgeting, teacher hiring, infrastructure maintenance, and community outreach, such as mobilizing parents for enrollment drives and adapting instruction to ethnic and linguistic diversity in areas like the . Enrollment in CMS has historically accounted for approximately 84% of primary-level students as of 2016, reflecting improved rural access through community-led initiatives that reduced dropout rates by fostering local ownership and responsiveness to needs like seasonal . However, recent trends show stagnation or decline in rural CMS enrollment, with over 50% of government schools reporting fewer than 100 students by 2025, attributed to urban migration, rising competition, and outmigration for labor abroad. Vocational components, often supported by NGOs or local governments, aim to address skill gaps but remain limited, serving under 10% of CMS students in pilot districts. evaluations note that CMS models have boosted retention in remote areas by 10-15% compared to centrally managed schools through targeted , though data from Nepal's of indicate persistent disparities, with net enrollment rates in mountain regions hovering around 85% for basic education versus 95% nationally. Despite these gains, face resource constraints, including inadequate grants covering only 60-70% of operational costs, leading to reliance on levies that strain low-income households in subsistence farming areas. Critiques highlight dependency on central funding without sufficient fiscal , uneven teacher distribution—rural often short 20-30% of staff—and political interference in CMC elections, which undermines merit-based decisions. Peer-reviewed analyses question long-term , noting that while initial transfers improved in 61 post-earthquake schools via programs, broader is hampered by low capacity in illiterate or marginalized groups. reports from 2023 underscore that without enhanced for CMCs, these schools risk perpetuating inequities rather than resolving them.

Pakistan

Christian missionary educational institutions in Pakistan, often linked to pre-partition networks from American, British, and Canadian Presbyterian missions spanning British India, were established to provide Western-style higher education emphasizing liberal arts, sciences, and moral character development. Forman Christian College in Lahore, founded in 1864 by American Presbyterian missionary Rev. Charles W. Forman, initially operated as a high school before evolving into a college offering curricula modeled on American and British systems, including subjects like mathematics, physics, and theology alongside secular studies. Similarly, Kinnaird College for Women in Lahore, established in 1917 by the Zenana Bible and Medical Mission (with Presbyterian ties), focused on women's education through syllabi promoting literacy, home economics, and vocational training adapted to local cultural contexts while introducing English-medium instruction. These efforts drew on cross-border missionary collaborations, with faculty and funding from international Presbyterian boards, to address educational gaps in Punjab prior to Pakistan's independence in 1947. Post-independence, these institutions expanded amid challenges, with increasing enrollment from around 500 students in the early 1950s to over 1,000 by the through infrastructure additions like new laboratories and hostels, though the 1972 nationalization policy under seized control of many missionary schools to assert state oversight and reduce perceived foreign dependencies—exempting elite privates like Forman and Kinnaird due to their academic prestige. These colleges have significantly impacted minority Christian communities, comprising about 1.6% of Pakistan's population, by offering safe, high-quality that disrupts intergenerational ; for instance, Christian schools have contributed to higher rates among (estimated at 50-60% vs. national female average of 48% in rural areas) through targeted scholarships and hostels. On gender , Kinnaird pioneered access for women in conservative , graduating thousands in fields like teaching and medicine, fostering female empowerment in a society where female enrollment historically lagged, with demographic data showing alumni entering and professions at rates exceeding national averages for women from similar backgrounds. Achievements include strong graduate outcomes, as evidenced by Forman Christian College's 2024 commencement of nearly 1,300 graduates, including 101 and 371 women, many pursuing advanced studies or roles in Pakistan's bureaucracy and , with the institution ranked among the top medium-sized universities by the Higher Education Commission. However, criticisms persist regarding foreign influence in curricula, with some Pakistani observers and policymakers arguing that the emphasis on secular liberal arts and English-medium instruction perpetuates colonial-era values, potentially undermining Islamic cultural norms and enabling subtle proselytization, though empirical reviews find syllabi largely neutral and focused on academics; debates in the highlighted fears of external from U.S. Presbyterian sources shaping ideological loyalties, yet enrollment by Muslim students (over 90% at Forman) underscores broad appeal for quality over perceived bias.

United Kingdom

In the , (CMC) in education has been prominently integrated into , particularly through distance and flexible learning models pioneered by the (OU), which began experimenting with CMC tools like CoSy conferencing systems as early as 1988 for course delivery. This early adoption built on the OU's foundation in 1969 as a distance learning institution, contrasting with South Asian contexts where colonial-era educational structures emphasized and later incorporated CMC more reactively amid resource constraints. By the mid-1990s, asynchronous CMC modes such as and text-based conferencing saw rapid uptake across UK universities to support campus-based and remote interactions, often supplementing traditional tutorials rather than replacing them. Specific programs highlight targeted applications in specialist training. At the University of Southampton, "skywriting"—an email-based discussion system with Hypermail archiving—was implemented in psychology courses like "Explaining the Mind" (enrolling around 130 students in 1996), where approximately 40% of participants contributed multiple messages (2-12 per student), fostering peer-reviewed article discussions that 68% of students rated as useful for exam preparation. Similarly, the University of Strathclyde's MSc in Educational Psychology utilized FirstClass software for group literature reviews among 12 trainees, with successful groups averaging 97 minutes of CMC engagement per member, enabling collaborative writing and shared resource access when tasks were clearly defined. These initiatives reflect a focus on higher education's research-oriented training, differing from broader K-12 implementations in South Asia. Integration successes include enhanced student engagement and , as active CMC participants at exhibited higher scores on deep study indices compared to passive users, while OU's model improved access for isolated learners through tutorial substitutes. However, critiques emphasize variability in outcomes, with effectiveness hinging on factors like small group sizes (e.g., 6 students for balanced participation), participant familiarity, and system reliability; larger or unfamiliar groups at spent only 21 minutes on CMC and preferred face-to-face due to technical barriers, potentially undermining standardization against established tutorial traditions. This balanced approach prioritizes contextual rationale over blanket adoption, yielding measured performance gains where implemented thoughtfully.

United States

Commercial Metals Company (CMC), a leading American producer and recycler, operates under the NYSE ticker CMC and manufactures products including , merchant bar, and . Headquartered in , the company reported fiscal year 2025 revenue of $7.80 billion, a 1.61% decline from the prior year, amid challenges in steel demand but offset by strategic expansions in . In September 2025, CMC announced the acquisition of Concrete Pipe & , LLC for $675 million, enhancing its capabilities in solutions with stable margins and improved cash flow generation. Subsequently, on October 16, 2025, CMC agreed to purchase Foley Products Company for $1.84 billion in cash, positioning the combined entity as the third-largest precast platform in the with 35 facilities across 14 states and strengthening its Southeast presence. These deals, financed through committed funding, are projected to drive synergies in commercial but have raised concerns over increased , as the rapid $2.515 billion outlay occurs against a backdrop of softening steel volumes and no full . For the third quarter of fiscal 2025 (ended May 31, 2025), CMC posted net earnings of $83.1 million on $2.0 billion in sales, with adjusted of $0.74, reflecting a year-over-year decline due to lower volumes despite operational efficiencies. The company maintains a quarterly of $0.18 per share, yielding approximately 1.2% annually, with a history of increases including from $0.16 in 2023, signaling confidence in long-term shareholder returns despite cyclical pressures. performance in 2025 showed resilience, with shares rising 18.44% over the prior year, supported by diversification into higher-margin precast segments that mitigate steel volatility and bolster economic contributions to jobs and supply chains. The Mountain Club (CMC), founded in 1912 in , , is a dedicated to , mountain exploration, , and for public lands. With a focus on uniting enthusiasts through hikes, climbs, and educational programs, it has preserved access to 's peaks while promoting safety and environmental stewardship, growing from an initial group of seven climbers to thousands of members. Unlike for-profit entities, the club's activities emphasize non-commercial and have influenced state policies on trail maintenance and wilderness protection without notable financial controversies.

Media

Television

The (CMC), launched by on October 26, 1984, operated as a 24-hour aimed at competing with , featuring a broad range of music genres and reaching an initial audience of approximately 350,000 subscribers. Despite its rapid rollout—announced just weeks earlier in August 1984—the channel ceased operations after roughly five weeks in November 1984 due to insufficient carriage by cable operators and failure to secure advertisers, leading Turner to sell it to Viacom, which repurposed the slot as starting January 1, 1985. In contrast, the California Music Channel (CMC), established on August 31, 1981, by broadcaster Kurkjian, began as a local program premiering on March 1, 1982, airing 12 half-hour segments weekly on Oakland Channel 12 to about 25,000 households, with a focus on independent and regional artists. Evolving into a full-time, free over-the-air broadcast station by the , it now operates 24/7 across digital platforms, apps, and OTT services like and , positioning itself as a promoter of live local music content without national syndication emphasis. No audience reception metrics beyond initial household reach are publicly detailed, but its persistence highlights adaptation to amid declining traditional cable viewership.

Military

Commandant of the Marine Corps (United States)

The Commandant of the Marine Corps (CMC) is the senior commissioned officer of the United States Marine Corps, holding the rank of four-star general and serving as a principal military advisor to the President, Secretary of Defense, and National Security Council on Marine Corps matters. Under 10 U.S.C. § 8043, the CMC is appointed by the President, by and with the advice and consent of the Senate, for a four-year term from among the general officers of the Marine Corps, though the appointment serves at the President's pleasure and may be extended during national emergencies. The role encompasses directing Marine Corps operations, training, equipping, and readiness, while exercising command through the Assistant Commandant and subordinate commanders to ensure the force's preparedness for expeditionary and amphibious missions. The position originated on July 12, 1798, when President John Adams appointed William Ward Burrows as the first Lieutenant Colonel Commandant, formalizing Marine Corps leadership amid preparations for the Quasi-War with France; earlier, Samuel Nicholas served as the senior Continental Marine officer from 1775 to 1783, but the statutory framework evolved post-independence. Over two centuries, commandants have shaped doctrine and policy, from Archibald Henderson's expansion of the Corps' land combat role during the antebellum era to Alexander A. Vandegrift's oversight of Pacific island-hopping campaigns in World War II, where Marine divisions under his strategic guidance captured Guadalcanal in 1942–1943 and subsequent atolls, contributing to Allied victory through integrated amphibious assaults that inflicted disproportionate casualties on Japanese forces. In modern conflicts, commandants like those during the Korean War (1950–1953) and Vietnam (1965–1973) directed the Corps' deployment of over 100,000 Marines at peak, emphasizing rapid response and maneuver warfare that secured key battles such as Inchon and Hue City, per operational records. As of October 2025, General Eric M. Smith serves as the 39th , having assumed full duties on September 20, 2023, after acting in the role; his tenure has focused on updating Force Design initiatives for peer competition, including enhanced distributed maritime operations. Selection prioritizes combat experience and seniority, with confirmation hearings scrutinizing leadership on readiness and modernization; for instance, commandants oversaw adaptations in and , where Marine units achieved high operational tempo, logging over 1.5 million combat deployments while maintaining unit cohesion amid attrition rates exceeding 20% in some brigades. Criticisms of the CMC have centered on bureaucratic and debates, as highlighted in congressional analyses; for example, the Planning, Programming, Budgeting, and Execution (PPBE) process has drawn scrutiny for delaying Marine Corps acquisitions, with a 2025 Marine Corps Association report urging reforms to alleviate audit failures and funding constraints that hinder timely procurement of systems like unmanned aerial vehicles. Force restructuring under prior commandants, such as divesting heavy armor for littoral capabilities, has faced pushback in evaluations for potentially eroding combined-arms effectiveness against non-peer threats, though proponents cite improved anti-access/area-denial metrics in simulations. On readiness, Department of metrics under the Defense Readiness Reporting System assess Marine Corps units at approximately 80–85% mission-capable rates for and ground elements as of 2024, with causal links traced to CMC-directed cycles that correlate higher sortie generation (e.g., 1.2 per flying hour for F-35 squadrons) to reduced downtime via predictive maintenance, per GAO audits—yet persistent shortfalls in spare parts availability (below 70% fill rates) underscore supply chain vulnerabilities independent of command policy. These factors highlight the CMC's pivotal yet constrained influence on causal readiness outcomes, where empirical data from joint exercises demonstrate Marine expeditionary units achieving 90% operational availability in integrated scenarios, validating first-order priorities on over excess.

Central Military Commission (China)

The Central Military Commission (CMC) is the paramount military authority in China, comprising parallel institutions under the Chinese Communist Party (CCP) and the People's Republic of China (PRC) with identical memberships, a structure formalized in 1982 to align state defense functions with party leadership. Chaired by Xi Jinping since November 2012, concurrently as CCP General Secretary and PRC President, the CMC holds ultimate decision-making power over all armed forces, including the People's Liberation Army (PLA), People's Armed Police, and Militia. This dual setup ensures CCP political control permeates military operations, extending through a "military and political dual-command structure" at all levels, where party committees oversee professional commands. The CMC's core functions encompass formulating national military strategy and doctrine, directing operational readiness, appointing and promoting senior officers, and supervising arms procurement, logistics, and technological development. Under Xi's tenure, it has prioritized anti-corruption purges, removing over 100 high-ranking officers since 2012, including nine generals expelled in October 2025 for graft and disloyalty, reflecting a doctrine that elevates political reliability above technical expertise. These campaigns, while curbing corruption empirically evidenced by investigations into equipment procurement fraud, have instilled caution among commanders, potentially prioritizing loyalty oaths over merit-based advancement and fostering internal factionalism within the CMC itself. In military modernization, the CMC has overseen transformative reforms, including the 2015-2016 overhaul that reorganized the into five theater commands from seven military regions, emphasizing joint operations and informatized warfare capabilities. Further adjustments, announced in April 2024, target enhanced information dominance through integrated command systems and AI-enabled platforms, contributing to verifiable expansions such as the surpassing 370 ships by 2024 and hypersonic missile deployments. U.S. assessments, corroborated by , document rapid buildup, including over 500 fixed missile launchers and expanded airbases, enabling but revealing gaps in real-world combat experience. Critiques of the CMC's centralized model, drawn from defense analyses, underscore causal risks of opacity and rigidity: party oversight constrains decentralized , as evidenced by doctrinal insistence on Xi's guidelines without deviation, which may accelerate resource mobilization but heightens vulnerability to systemic errors from suppressed dissent and loyalty-driven promotions. While enabling efficient doctrinal shifts toward "active defense" with offensive elements, such as anti-access/area-denial strategies, this structure's emphasis on over operational innovation—highlighted in post-purge —poses trade-offs, where short-term unity supports buildup but long-term competence erosion could impair effectiveness in high-stakes contingencies.

Organizations

International

The International Council of Management Consulting Institutes (ICMCI), known as CMC-Global, is a global membership organization founded in 1987 that unites national and regional institutes of management consultants to establish and promote international standards for the profession. It oversees the (CMC) designation, recognized in over 50 countries, and facilitates knowledge sharing, ethical guidelines, and through its network of full and affiliate members, emphasizing in advisory services for and sectors. The Coalition (CMC) is an international network launched on November 13, 2003, dedicated to ending the use, production, stockpiling, and transfer of cluster munitions. Comprising over 100 organizations across more than 70 countries, it coordinated advocacy leading to the 2008 , which has 112 states parties as of 2025, and conducts annual monitoring reports on treaty implementation, stockpile destruction, and victim assistance.

Australia

The Council of Motor Clubs (CMC), established in 1963 by five Sydney-based car clubs, serves as a representative body for the historic and classic vehicle movement in . It affiliates over 230 specialty motoring clubs, encompassing an estimated 30,000 members with interests in vehicle preservation, restoration, and events. The CMC advocates for members' rights, including access to roads and heritage protections, and maintains affiliation with the Historic Motoring Federation for national coordination. Civil Mining & Construction Pty Ltd (CMC), founded in 2002 and headquartered in Eagle Farm, , specializes in civil , mining services, and building projects across . Employing more than 200 personnel, the privately owned firm delivers contracts for ASX-listed companies, private enterprises, and government bodies, with reported annual revenue of approximately $68.4 million. Its operations emphasize tier-1 management systems and adaptability for complex projects in and sectors. Several Christian motorcycle clubs in operate under the CMC abbreviation, emphasizing , , and alongside riding activities. Longriders CMC, formed in 1989 with initial chapters in and , expanded to additional states by 1998 and focuses on supporting members' spiritual growth within a family-oriented structure. Brotherhood Christian Motorcycle Club (CMC), based in Sydney's area, promotes Jesus-centered outreach through motorcycle community engagement. Similarly, God's Squad Christian Motorcycle Club (GSCMC), originating in Sydney in the early 1970s, extends ministries to riders in and internationally, prioritizing service to the biking . These clubs distinguish themselves from secular groups by integrating into club governance and events.

Canada

The Canadian Association of Management Consultants (CMC-Canada), established on , 1963, serves as the national body administering the designation across 's provinces through affiliated institutes, accommodating the country's federal governance structure. With over 2,850 members, it promotes ethical standards, professional development, and advocacy for the consulting sector, including efforts to recognize the CMC mark federally. Co-operatives and Mutuals Canada (CMC), the apex organization for the co-operative and mutualist sector, represents national and provincial federations, businesses, and development groups, drawing on 's co-operative history dating to the 1840s with early companies. It engages in policy advocacy, , and events to strengthen the movement, which in 2022 encompassed 5,616 non-financial co-operatives holding $50.5 billion in assets and employing over 102,000 people. The Canadian Meat Council (CMC), founded in 1919, advocates for approximately 60 federally inspected meat packers and processors, influencing regulations on , animal health, and trade to support the industry's economic contributions. It has shaped policies amid challenges like disruptions and export growth, without notable public controversies in operational records. Carbon Management Canada (CMC), formed in 2009 as a not-for-profit hub, advances geological CO2 storage, fugitive validation, and emissions reduction technologies through applied programs and collaborations with industry and governments. Its initiatives, including the and Institute, address environmental impacts of industrial emissions, aligning with national net-zero goals by 2050. CMC Montréal, operational for over 45 years as Quebec's sole center, delivers specialized medical services under a for-profit model distinct from Canada's public system, emphasizing patient-centered care in a with unique health governance.

Mainland China

(CMC), founded in 2010 by in , is a prominent specializing in investments across , technology, and consumer sectors in . The firm emerged as one of the country's earliest dedicated investment entities, focusing on for emerging and mature businesses to capitalize on the rapid expansion of and content industries. By bridging domestic opportunities with partnerships, CMC has played a role in integrating global assets into China's market, including acquisitions and co-productions that enhance local content production capabilities. CMC has raised multiple funds to support its portfolio, including a $600 million second media and fund closed in 2017, a $1.5 billion fund in 2018 backed by investors such as and Alibaba, and a $950 million third U.S. dollar-denominated fund in 2020. Its investment strategy emphasizes internet-enabled consumer services and cultural industries, with over 114 deals recorded, leading to outcomes like three portfolio company IPOs and four acquisitions as of 2025. Key holdings include stakes in (a platform), (a platform), and (a broadcaster), alongside film production through subsidiary CMC Pictures, which co-produced international hits like (2018) and handled licensing for (2022). In recent years, CMC has sustained activity amid China's evolving regulatory environment for media and tech, with investments such as a private equity stake in Wison (a chemical engineering firm) in November 2023 and in LiblibAI (a multimedia software company) on October 23, 2025. These moves underscore its adaptation to sectors like AI and advanced manufacturing, contributing to economic outputs through job creation in creative industries and technology integration, where media investments have supported over 10% annual growth in China's digital content market pre-2023 slowdowns. As a non-state entity, CMC exemplifies private capital's role in fostering innovation outside government-directed sectors, though its operations reflect alignment with national priorities in cultural exports and digital economy development.

Taiwan

Following the retreat of the Republic of China () government to in December 1949 amid the , the ROC Armed Forces underwent significant reorganization to prioritize island defense against potential invasion by the . Unlike the People's Republic of China's Central Military Commission, which fuses party and state military command under control, Taiwan's military structure emphasizes constitutional civilian oversight, with the serving as and operational authority delegated to the Ministry of National Defense (MND), established in 1946 but adapted post-retreat for asymmetric deterrence. The MND coordinates the , (including ), Air Force, and Military Police, reporting directly to the via the , ensuring separation from partisan influence after in the . Key post-1949 adaptations included the formation of defensive commands such as the in 1949, which handled until its dissolution in 1992 amid martial law's end, shifting focus to external threats. Strategic roles center on "porcupine" defense—denying amphibious landings through missiles, mines, and reserves—rather than offensive capabilities, with empirical data showing over 400 anti-ship missiles deployed by 2023 and submarine procurement contracts signed in 2016 for indigenous vessels. Effectiveness metrics include annual Han Kuang exercises simulating invasion scenarios; the 2023 iteration mobilized 23,000 reserves with 80% success in rapid deployment, though U.S. assessments note persistent gaps in sustainment for prolonged conflict. Civilian defense groups, such as the All-Out Defense Mobilization Agency under MND since 2022, train civilians in resilience, with 1.5 million reserves as of 2023, but recruitment challenges persist—enlistment rates fell to 70% of targets in 2022 before rebounding via incentives. Post-2000 reforms, including the 2013 All-Out Defense Concept, emphasize total defense integrating military, civil, and economic elements, evidenced by NT$606 billion (2.5% GDP) defense budget in 2024, up 7.8% from prior year, prioritizing drones and cyber defenses amid 2,500+ annual incursions. While effective in deterring invasion since 1949—preventing PRC cross-strait operations despite numerical inferiority ( 215,000 total forces vs. 2 million)—vulnerabilities include aging equipment (e.g., 60% of F-16s pre-2010) and scandals, such as 2023 program leaks, underscoring needs for transparency over mainland-style opacity.

United States

Commercial Metals Company (CMC), a leading American producer and recycler, operates under the NYSE ticker CMC and manufactures products including , merchant bar, and . Headquartered in , the company reported fiscal year 2025 revenue of $7.80 billion, a 1.61% decline from the prior year, amid challenges in steel demand but offset by strategic expansions in . In September 2025, CMC announced the acquisition of Concrete Pipe & , LLC for $675 million, enhancing its capabilities in solutions with stable margins and improved generation. Subsequently, on October 16, 2025, CMC agreed to purchase Foley Products Company for $1.84 billion in cash, positioning the combined entity as the third-largest platform in the with 35 facilities across 14 states and strengthening its Southeast presence. These deals, financed through committed funding, are projected to drive synergies in commercial but have raised concerns over increased , as the rapid $2.515 billion outlay occurs against a backdrop of softening steel volumes and no full recovery. For the third quarter of fiscal 2025 (ended May 31, 2025), CMC posted net earnings of $83.1 million on $2.0 billion in sales, with adjusted of $0.74, reflecting a year-over-year decline due to lower volumes despite operational efficiencies. The company maintains a quarterly of $0.18 per share, yielding approximately 1.2% annually, with a history of increases including from $0.16 in 2023, signaling confidence in long-term shareholder returns despite cyclical pressures. performance in 2025 showed resilience, with shares rising 18.44% over the prior year, supported by diversification into higher-margin segments that mitigate steel volatility and bolster economic contributions to jobs and supply chains. The Mountain Club (CMC), founded in 1912 in , , is a dedicated to , mountain exploration, , and advocacy for public lands. With a focus on uniting enthusiasts through hikes, climbs, and educational programs, it has preserved access to 's peaks while promoting safety and , growing from an initial group of seven climbers to thousands of members. Unlike for-profit entities, the club's activities emphasize non-commercial and have influenced state policies on trail maintenance and wilderness protection without notable financial controversies.

Other countries

In , the Crisis Management Centre (CMC) serves as a governmental institution focused on civilian , providing expertise in , , and advisory services to promote , , and internationally. Established on February 1, 2007, it initially operated as a unified entity before separating into distinct training and research units within its first year to enhance operational efficiency. In the , the Cyber Monitoring Centre (CMC) operates as an independent, non-profit organization dedicated to monitoring, defining, and classifying cyber events impacting entities. It evaluates event scope and severity to support national cybersecurity responses, marking a pioneering effort in standardized cyber incident categorization. In , the Central Municipal Council (CMC) functions as an elected advisory body for municipal affairs, with its inaugural direct elections conducted on March 8, 1999, enabling representation from both male and female citizens to influence and services. In , various City Municipal Councils (CMCs) administer local governance in urban areas, exemplified by entities like the CMC and Sirsi CMC in , which oversee sanitation, infrastructure, and public services under state directorates. As of 2025, multiple such councils operate across districts, such as and in .

Other uses

Certified management consultant

The (CMC) designation is a professional credential recognizing expertise in , emphasizing ethical practice, professional standards, and practical experience. In the United States, it is issued by the Institute of Management Consultants USA (IMC USA), a certifying body operational since the early 1970s, with formal certification processes established around 1973. The credential requires candidates to demonstrate at least three years of full-time consulting experience, adherence to IMC USA's Code of Ethics—which mandates client confidentiality, conflict-of-interest avoidance, and truthful representation—and submission of case studies or references verifying competency in areas such as problem , solution , and results . Applicants undergo , including potential interviews by certification panels, to ensure alignment with these criteria. Globally, the CMC operates under the framework of the International Council of Management Consulting Institutes (ICMCI), founded in 1986 to harmonize standards across member institutes in approximately 50 countries, including equivalents in , , and . This international structure promotes mutual recognition, where a CMC earned in one member country is generally acknowledged elsewhere, facilitating cross-border practice. Requirements typically include a minimum, though advanced degrees in business or management are common, alongside ongoing to maintain , such as annual reaffirmation and credits. The CMC is positioned as enhancing career prospects by signaling verified to clients and employers, with IMC reporting that certified consultants often secure higher-value engagements due to demonstrated . Industry analyses note its role in differentiating independents and firm affiliates in competitive markets, though empirical data on premiums or rates remains anecdotal rather than from large-scale surveys. Criticisms of the CMC focus on inconsistencies in application across national bodies, despite ICMCI guidelines; for instance, thresholds and rigor can vary—some institutes emphasize exams while others prioritize portfolios—potentially diluting perceived uniformity and professional closure compared to fields like . Academic reviews of bodies like the UK's IMC highlight historical challenges in enforcing standards amid consulting's fragmented nature, where self-regulation has not fully mirrored the success of established professions.

Miscellaneous

In the United States Navy, CMC refers to Command Master Chief, a senior enlisted leadership role equivalent to the E-9 paygrade that advises commanding officers on enlisted personnel issues, including morale, discipline, training, and welfare. This position, formally designated as Command Master Chief Petty Officer (CMDCM), emerged in the late 20th century to provide specialized enlisted input at the command level, distinct from broader fleet master chiefs. CMC is also used as an acronym for Christian Motorcycle Club, denoting informal or organized groups of motorcycle riders who integrate evangelical Christian principles into their riding culture and community outreach. Examples include Riders For Christ-CMC, established to foster fellowship among Christian riders and evangelize non-churchgoing motorcyclists, and God's Squad CMC, active since the 1970s in and internationally to demonstrate within biker communities. These clubs typically emphasize traditional structures adapted for faith-based missions, such as rides and studies, without formal ties to mainstream denominations.

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