Các thắc mắc nhỏ về tiếng Anh: dịch, từ, ngữ pháp...

It is/was .... who/that là một pattern không bao giờ biến thành HÌNH THỨC số nhiều (they are/were). Nó được sử dụng cho noun/pronoun cả số ít lẫn số nhiều.
- It was them who had to eat crow.
- It was the Myamar people who suffered mostly because of their country''s stubborn leadership.
- It is our cars that emit greenhouse gases.
- It is the wars in the 20th century that made the world realize the value of peace.

cám ơn cả 2 người , ko bit gõ ngắn thế này có cho là xì pam ko

Trong tiếng Anh chỉ có 2 chủ ngữ giả là There và It. It ở đây là chủ ngữ giả, đương nhiên chỉ chia được với động từ tobe ngôi thứ 3 số ít.

Tớ đang cần điền 1 cái bản đăng kí = Tiếng Anh. Ở trong đấy họ có chữ Facsimile . KHông hiểu là như thế nào ? Có phải sau khi gửi qua email, mình in ra 1 bản và nộp trực tiếp cho họ k ?

bạn viết cả câu ra xem nào. Còn facsimile là gửi bằng fax.

Hi bro HBAE787 !
I am very happy to see you here! It is quite a long time I haven''t seen you in VNEnglish Club.

Hừ, em viết 1 đoạn trong bt mà ông thầy bảo "full of enlgish error". Bực mình quá, có cao thủ nào có hứng ngồi đọc rồi chỉ giáo ko thì để em post lên (474 words cơ )

Bạn cứ đưa lên đi. Chắc chắn mọi người sẽ giúp đỡ bạn.

Okay , các bác ráng đọc nhé .
Chú thích:
IM stands for Information Management
KM stands for Knowledge Management
The joined stock company Vinaconex7 is a member of VINACONEX, one of the largest corporations operate in the construction industry. Company has core businesses in constructing, real estate, and machinery services. This report, Information and Knowledge Management Plan, would give the complete diagnosis about Vinaconex7?Ts situation and analyze the current IM and KM issues which could probably affect the business activities. Finally, the report would come up with some plans that could possibly solve those problems.
The analysis started with an insightful view on company?Ts culture, which has always been a significant factor influences the communication, while communication plays a key role IM and KM processes. In Vinaconex7, although there were some out-door and in-door activities to create chances for employees to interact with each other, they did not have much influence on bureaucratic culture caused by high hierarchy and centralized organizational structure, which prohibited the information and knowledge sharing along or across the hierarchy.
The report then continued with the knowledge au***, a more complete version of information au*** performed in A1. This analysis included the needs of both information and knowledge, divided into departments which are Technical & Planning, Investment & Project Management, Finance & Accounting, Administration, and Materials & Machinery. These needs came from the objectives of company, e.g. sustain business growth, increase efficiency, customer value and shareholder value. After stating the needs, came the resources of both information and knowledge, and then the flows of these resources from both external and internal ?" across the departments within Vinaconex7. In the last step of knowledge au***, the report underlined the issues company had in IM and KM processes, which were about knowledge/ information sharing, distributing, and capturing.
Considered the stated issues, the report recommended two solutions, one was technology based, and one was about changing culture of company. For the technology solution, a company?Ts Wiki site was highly recommended due to its characteristic such as cost-free and easy to learn and use. Moreover, Vinaconex7 never applied any tools that enable the information/ knowledge sharing and management through network, therefore, starting with something simple and not costly like wiki would be rather suitable in company situation. For solution about changing culture, which was quite subjective and should not be carried out with hasty, the report proposed some steps that slowly changing the employees?T attitude and habit in IM and KM.
After the recommendation the report ended up with the detailed action plan for implementing the two solutions. The expected time for technology based solution was about 1 year, including controlling, modifying, and analysis about performance; changing culture would take longer time, 4 years or more was suggested. This part also pointed out critical success points of each solution, as well as mentioning about possible difficulty may arise during the implication process, hence, some strategies were prepared to minimize or ovoid these problems.
Được code_x sửa chữa / chuyển vào 21:21 ngày 02/06/2008

mình ko phải cao thủ , nhưng đọc 1 lúc thấy bài bạn còn nhiều lỗi chưa chia động từ đúng , bạn nên dành thêm 30'' khắc phục lỗi "nhỏ" trên , nếu ko mình sẽ cho rằng bạn đang lợi dụng lòng tốt của ngưòi khác
thân