(三) 申論題
請以英文回答下列題目
1. How can English instruction be tailored to better prepare vocational high school students for their future careers? Provide specific examples.

1. 近年來，臺灣陸續觀察到多種來自東南亞的熱帶蝴蝶。學者認為，這種現象很可能與全球暖化有關。

2. 那個大學代表團雖然預定了訪問高雄的計畫，但是由於禽流感沒去成。

3. 玉山國家公園位於臺灣中央，面積廣達 103,121 公頃，群山巍峨，其中以東北亞最高峰、海拔3,952 公尺的玉山最為著名。

 1. In many leading coffee cities, cafés are not just for drinks but hubs of culture and conversation, shaped by unique traditions and a shared passion for coffee craftsmanship.

2. Havana, Cuba's capital, is undergoing a seismic economic shift, with expanding private enterprises and tourism, as locals proudly share their culture with visitors and expats.

3. Teachers at this independent school are creating customized interactive online resources, shared via iTunes U, allowing students to access lessons anytime and grow interest in online courses.

Essay: Managing Anonymous Dissent      You recently assigned a complex writing project to your students. A few days later, you discover an anonymous post on a popular student social media forum criticizing the assignment as "burdensome" and "pointless," a sentiment that has gained significant support from other students. As their teacher, how would you address this situation professionally and pedagogically? Please write an essay to discuss your immediate response, communication strategy with the class, and reflective process regarding your instructional design.

2. Instructions:      Based on the following reading text about two museums, design a set of hybrid reading comprehension questions that incorporate multiple formats (e.g., multiple choice and short-answer items) for EFL high school students at the CEFR B2-C1 level. The test should include three parts: Part 1: Summary and Contextual Words • Write a short passage of no more than 80 words that conveys the same meaning as the original text. • Select two words from your passage and remove them to create two blanks. • The two words must appear in the original reading text. • This requires students to: locate two base words in the original text, change word forms appropriately, and fill the blanks so that the passage is grammatically and logically correct. * Provide your answers to the blanks.  Part 2: Phrasal Identification or Contextual Phrase Retrieval • Target a specific phrase in the original text. • Design one short-answer question beginning with "Which [grammatical phrase type or word count]...?" • The question requires students to identify or interpret a phrase based on context. * Provide your answer to the question. Part 3: Reading Comprehension Questions • Design two multiple-choice questions, with options from (A) to (D).  • Each must include 1 correct answer and 3 effective distractors. * Mark the correct answer to each question clearly. [Reading Text]       Throughout history, grand architecture has served as a symbol of national identity and power. Two of the most significant examples are the Louvre in Paris and the Palace Museum in Beijing. Both have undergone a remarkable transformation from exclusive royal residences into massive public museums. Today, these palace museums serve as essential gateways to understanding the art and cultural heritage of their respective nations. 

1. Instructions: The following is an oral dialogue offered by a TNSSH English teacher in the class activity for L4B3 Day of the Dead (Longteng Version). You are required to: 1. Summarize the content into a short passage within 180 words for a midterm exam meant for 11th - grade students, and create five blanks for cloze test.  2. Based on the original text, provide five multiple-choice reading comprehension questions with four options from (A) to (D), one correct answer, and three distractors.      Underline      the correct answer. 3. Based on the summary you write, concisely state 2 strategies that you can take in class to help TNSSH high school students at the CEFR B2 level to develop comparative writing techniques.

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.

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