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捷運◆基本電學及電工原理

專科學力鑑定◆專(一)：微積分

專科學力鑑定◆專(一、二)：安全衛生法規

115年 - 21100 建築製圖應用 甲級 工作項目 02：基本建築設計 101-150（2026/01/09 更新）#136600(50題)

115年 - 21100 建築製圖應用 甲級 工作項目 02：基本建築設計 51-100（2026/01/09 更新）#136599(50題)

115年 - 21100 建築製圖應用 甲級 工作項目 02：基本建築設計 1-50（2026/01/09 更新）#136598(50題)

115年 - 21100 建築製圖應用 甲級 工作項目 01：作業環境整合 1-43（2026/01/09 更新）#136597(43題)

115年 - 20600 飲料調製 丙級 工作項目 06：飲料調製衛生事項 1-48（2026/01/08 更新）#136595(48題)

115年 - 20600 飲料調製 丙級 工作項目 05：飲料調製服務特性 1-62（2026/01/08 更新）#136594(62題)

115年 - 20600 飲料調製 丙級 工作項目 04：善後作業 51-94（2026/01/08 更新）#136593(44題)

115年 - 20600 飲料調製 丙級 工作項目 04：善後作業 1-50（2026/01/08 更新）#136592(50題)

115年 - 20600 飲料調製 丙級 工作項目 03：飲料調製 151-210（2026/01/08 更新）#136591(60題)

115年 - 20600 飲料調製 丙級 工作項目 03：飲料調製 101-150（2026/01/08 更新）#136590(50題)

50. A teacher follows a sequence of "I Do (Modeling), We Do (Guided Practice), You Do (Independent Practice)" to help students master a new sentence pattern. This technique is primarily referred to as: (A) Scaffolding (B) Rote Learning (C) Inductive Discovery (D) Peer Correction

49. During a lesson, a teacher uses "Exit Slips" to check student understanding. She uses this data to modify her teaching plan for the next day. This is an example of: (A) Summative Assessment (B) Placement Assessment (C) Formative Assessment (D) Diagnostic Assessment

48. A teacher provides "i + 1" input—language that is just slightly beyond the students' current level of competence—to ensure they are challenged but not overwhelmed. This aligns with which of Krashen's hypotheses? (A) The Affective Filter Hypothesis (B) The Natural Order Hypothesis (C) The Input Hypothesis (D) The Monitor Hypothesis

IV. Design a worksheet for the following passage. Before your design, please specify your teaching foci and expected learning outcomes in 100 words.            There's a myth that to be a good leader, you need to be the smartest person in the room. As a result, many leaders struggle to admit that they don't have all the answers. They're reluctant to ask for help and end up struggling in silence. This reluctance is normal—it's a fear-based response to not wanting to look incompetent to your team or superiors. But there is a way you can ask for help that strengthens your position as a leader, rather than undermines it.           Reluctance to ask for help isn't just pride: it's often about perception. And this concern isn't entirely unfounded. One study found that male leaders risked being perceived as less competent when they asked for a lot of help. In contrast, their female counterparts in the same study didn't experience a significant drop in perceived competence when seeking help.           However, researchers cautioned that it isn't actually whether or not you ask for help, but how you ask. The same study noted that asking for help is critical for leaders to learn and improve. And the benefits of asking for help far outweigh the perceived risks. Harvard Business School researchers Alison Wood Brooks and Francesca Gino found that our mindset around seeking guidance is misguided. We might think that others will see us as less capable, but the opposite is true. In their study, Brooks and Gino found that when we ask others for advice, they view us as more competent. It signals that we value their expertise and don't overestimate ourselves, which is a sign of self-awareness. Moving beyond perceptions, asking for help is also likely to yield better performance results. By utilizing the knowledge, expertise, and insight of your team, you expand your collective problem-solving capacity. Leveraging people's strengths to solve complex problems is the hallmark of a competent leader.           There's a term for what effective leaders do when they admit they don't know everything: strategic vulnerability. Rather than appearing inept or oversharing indiscriminately, asking questions positions you to lead through vulnerability. That's because you demonstrate that it has a purpose, which is to empower others, utilize their expertise, build trust, and spark collective solutions.           Harvard Professor Amy Edmondson, a leading expert on psychological safety, says the simple admission of "I might miss something here, I need to hear from you" lays a foundation of a psychologically safe environment. By modeling fallibility—not ineptitude, you create an environment where people feel safe to speak up, ask questions, and share their opinions and ideas. These are all the fundamental elements of a high-performing team.           As Edmondson highlights in her research, an environment with high levels of psychological safety is one with fewer mistakes, less duplication, and less fear and anxiety. When you ask questions as a leader, you appear accessible and approachable. This creates the space for others to do the same, fast-tracking the discovery and recovery from mistakes or potentially more fatal decisions.           As a leader, you set the tone: what you do becomes the behaviors that you accept, which your team then reinforces. Asking questions models curiosity and humility. When people feel like you value their input, they can see how their contributions matter to the bigger picture. This builds trust, loyalty, and a sense of meaningfulness into the everyday functions of work. Strategic vulnerability—when you do it right—flips the script from looking incompetent to empowering your team. It also beats pretending you have all the answers.

III. Based on the prompt below, write a model essay in 250 words (10%), and design a lesson plan for a 4-period writing class (15%). Your lesson plan should include the rationale, objectives, materials, teaching procedures, and assessment methods. 提示：近年來養寵物的風氣在臺灣日漸普遍，而寵物在人們生活中的角色也與過去不同。請以此為主題，並參照下列圖片，寫一篇英文作文，文分兩段。第一段描述這些圖片中所呈現的現象；第二段則根據你自身的經驗或觀察，說明此現象的原因以及可能的影響。

II. Design FIVE integrated reading questions for the new General Scholastic Ability Test (新型學測混合題型). Include at least three different types (e.g., multiple-choice, matching, table completion, short-answer, true/false, blank-filling). The article doesn't need to be rewritten. Provide the correct answer for each question. (25%)          The increasingly early blooming of cherry blossoms has become a striking and observable sign of climate change. Drawing on a remarkable 1,200-year record from Kyoto, scientists have found that the timing of cherry blossom blooms has shifted significantly—now occurring nearly two weeks earlier than in the mid-19th century. This extensive historical dataset provides strong evidence that today's climate conditions are unlike anything previously experienced, surpassing earlier fluctuations such as the Medieval Warm Period and the Little Ice Age.          This shift is largely driven by global warming, which is primarily caused by human activities such as the combustion of fossil fuels. Rising temperatures have accelerated the arrival of spring, leading to earlier flowering not only in Kyoto but also in other regions, including Washington, D.C. Although scientists in the United States have identified a consistent trend toward earlier blooming, they have not yet conclusively attributed it to human-induced climate change, partly because other factors, such as the urban heat island effect, may also play a role. In contrast, Kyoto's long-term records enable researchers to directly connect earlier bloom dates to anthropogenic climate change.          Recent data further corroborates this pattern. Kyoto experienced record-breaking early blooms in 2020, 2021, and 2023, and research indicates that climate change has already advanced peak bloom timing by approximately 11 days. Under moderate emissions scenarios, projections suggest that blossoms could appear nearly another week earlier by the end of the century.          These changes are not merely visual; they carry serious ecological implications. Earlier blooming may disrupt the synchronization between flowers and their pollinators, while also increasing the risk of damage from unexpected late frosts. The consequences extend beyond ornamental trees. Fruit-bearing species such as apples and peaches face similar challenges, particularly if warmer winters fail to provide the cold conditions necessary for proper dormancy. Without sufficient chilling periods, some trees may not flower at all, posing risks to agricultural production.         At the same time, cherry blossoms continue to hold both scientific and cultural importance. They serve as valuable indicators for tracking environmental change while also symbolizing renewal and seasonal transition. However, their increasingly early appearance underscores the urgency of reducing carbon emissions to mitigate the most severe consequences of climate change.

陳真-行政學大意(概要)

講師：【站僕】摩檸Morning.

經濟學(上)

講師：易懂解in私人筆記，請按讚！

簡介：提供給對經濟學有興趣的同學，不管是在學、升學；或參加普考、地方特考、國營事業等。 感謝您們的購買課程...

測試用課程

講師：【站僕】摩檸Morning.

簡介：這是測試用課程 這是測試用課程 這是測試用課程

公共行政學：１．歐斯壯（民主行政）、２．丹哈特（四種典範）、３．夏福利茲＋羅素（對行政的五種界定）、４．羅聖鵬、５．公共選擇理論

描述：０：目錄 1. V．歐斯壯的民主行政（作為新典範，取代舊典範的＂官僚行政＂）以市場導向（類似新公管）作...

會計法

描述：會計審計法規

放射科學-X光片

描述：放射科學-X光片

16. 一位學者指出：清代臺灣經濟發展的利基是土地的開發，此應歸功於康熙末期開始的大規模水田化運動，尤其□□□率先投資於大型水圳的建造居功最大。請問：□□□最可能是指哪一位？(A)施世榜 (B)陳賴章 (C)張達京 林成祖。

8. 若想要了解楚漢相爭較為完整的歷史事件，可參閱下列哪本書籍? (A)《史記》 (B)《戰國策》 (C)《三國演義》 (D)《儒林外史》

5. 小明與小華在操場玩追逐遊戲。過程中，小明對小華說：「換你來抓我了！」當小華要追 上小明時，小明刻意減速讓小華觸碰，隨後兩人隨即交換角色。根據 Howes 與 Matheson 的同儕遊戲量表(Peer Play Scale)，此種遊戲行為下列哪一個層次？ (A) 簡單社會遊戲。 (B) 平行覺察遊戲。 (C) 合作社會假裝遊戲。 (D) 互補與互惠社會遊戲。

3. 關於原住民族「Pasibutbut」之敘述，下列何者錯誤？ (A)表示對天神Dihanin 的崇敬 (B)曲名意為團結（Pasi）及祈求（butbut） (C)由日本學者黑澤隆朝於1940 年代採錄 (D)Matthew C. Lien 曾於其專輯《聲音雕塑》採用

48. 證券投資信託事業所經理之私募證券投資信託基金，基金保管機構得申請開立信用帳戶，其融資融 券額度不得超過基金規模多少比例？ (A)25% (B)50% (C)75% (D)100%

一、如圖所示，一質量為 10 kg 的滑塊靜止放在斜面上，斜面的靜摩擦係數為 0.2，若施加一拉力 T 在滑輪繩索上，使滑塊不會下滑，試求拉力 T 之大小為多少？（25 分）