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食品與環境衛生學

衛生法規與倫理

流行病學

115年 - 20900 定向行動訓練 單一 工作項目 06：視多障概論 1-34（2026/01/08 更新）#136554(34題)

115年 - 20900 定向行動訓練 單一 工作項目 05：定向行動概念發展 1-62（2026/01/08 更新）#136553(62題)

115年 - 20900 定向行動訓練 單一 工作項目 04：人類的成長與發展概論 1-39（2026/01/08 更新）#136552(39題)

115年 - 20900 定向行動訓練 單一 工作項目 03：視覺障礙者之心理-社會層面 1-36（2026/01/08 更新）#136551(36題)

115年 - 20900 定向行動訓練 單一 工作項目 02：感官知覺與動作發展 1-47（2026/01/08 更新）#136550(47題)

115年 - 20900 定向行動訓練 單一 工作項目 01：視覺系統及其功能之知識 1-58（2026/01/08 更新）#136549(58題)

115年 - 20400 攝影 丙級 工作項目 04：影像輸出作業 101-134（2026/01/08 更新）#136548(34題)

115年 - 20400 攝影 丙級 工作項目 04：影像輸出作業 51-100（2026/01/08 更新）#136547(50題)

115年 - 20400 攝影 丙級 工作項目 04：影像輸出作業 1-50（2026/01/08 更新）#136546(50題)

115年 - 20400 攝影 丙級 工作項目 03：攝影作業 101-150（2026/01/08 更新）#136545(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.

程式設計實習

講師：Sam

簡介：根據108課綱十二年國民基本教育技術型高級中等學校電機與電子群課程綱要所摘要「程式設計實習」的學習重點...

等差數列與級數

講師：林靖

簡介：1.認識數量關係與規律 2.數列與級數 3.等差數列 4.等差級數 5.綜合應用

線型函數

講師：林靖

簡介：1.認識函數,函數特性(對應關係),函數判別,2.函數值 3.函數圖形與線型函數 4.線型函數的生活應用

核醫儀器

描述：核醫儀器整理

放射生物

描述：放射生物整理

1

描述：1

25 每一門專業都有其核心的社會使命要去完成，有關 Morales & Sheafor（1998）提出的社會工作存在的三個 使命（3C’s），下列何者正確？①照顧（caring） ②改變社會（changing the society） ③慈善（charity） ④治療（curing） (A)123(B)124(C)134(D)234

3. J.D. Krumboltz 的「社會學習論」（Social Learning Theory of Career Decision Making）主要強調哪四個因素的交互作用？(A)遺傳天賦與特殊能力、人格特質、學歷成就、任務取向技能(B)遺傳天賦與特殊能力、人格特質、家庭背景、任務取向技能(C)遺傳天賦與特殊能力、家庭背景、學習經驗、任務取向技能(D)遺傳天賦與特殊能力、環境狀況與事件、學習經驗、任務取向技能

15. 在體育課程中，教師為了營造以學生努力與進步為核心的學習環境，會從課程任務設計、學生參與決策、回饋與評量方式、分組安排以及時間運用等面向進行整體規劃。下列關於 TARGET model 各構面的敘述，何者正確？ (A) Authority 強調教師主導所有決策以維持秩序 (B) Evaluation 著重學生之間的相對比較表現 (C) Task 設計應強調多樣性與個別挑戰 (D) Grouping 以能力分組並固定編組最為理想

18. 網球有所謂的四大公開賽：法網、澳網、美網、溫布敦。依照一年度的比賽時間先後順序排列，何者正確？ (A) 法網、澳網、美網、溫布敦 (B) 澳網、法網、溫布敦、美網 (C) 澳網、美網、法網、溫布敦 (D) 澳網、溫布敦、法網、美網

32. 關於 2028 及 2032 年夏季奧運的主辦城市，何者是正確的？ (A) 洛杉磯、布里斯本 (B) 布里斯本、洛杉磯 (C) 墨爾本、洛杉磯 (D) 洛杉磯、墨爾本

28.下列有關幼兒園教學評量的敘述何者錯誤？ (A) 對幼兒進行形成性評量是種標準參照評量。 (B) 幼兒總結性評量是為了解幼兒學習的成效，是看幼兒最佳表現評量的參考。 (C) 教保服務人員每日或每週的教學省思是很重要的教學評量。 (D) 課程大綱當中的分齡學習指標可以改寫為幼兒學習的評量指標。