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技檢◆中式米食加工-米粒類、米漿型-丙級

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技檢◆中式麵食加工-丙級

115年 - 115-1 臺北市立明倫高級中學_教師甄選初試 ︰化學科#138716(51題)

115年 - 115-2 台北市立建國高級中學_正式教師甄選試題：國文科#138715(6題)

115年 - 115 桃園市立陽明高中_教師甄選試題：化學科#138714(39題)

115年 - 115-1 臺北市立中崙高級中學_教師甄選試題︰化學科#138713(42題)

115年 - 115 國立宜蘭高級中等學校_教師甄選試題：化學科#138709(31題)

115年 - 115 大學音樂術科考試樂理試題#138708(25題)

115年 - 台灣金融研訓院第 10 期高齡金融規劃顧問師資格測驗試題(第二節)#138707(60題)

115年 - 台灣金融研訓院第 10 期高齡金融規劃顧問師資格測驗試題(第一節)#138706(60題)

115年 - 115-2 台北市立建國高級中學_正式教師甄選試題：數學科#138704(15題)

115年 - 115-1 國立嘉科實驗高級中學_教師甄選試題_高中部：物理科#138701(23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.

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講師：台中大雅家教-睿智數學及英文家教，王瑞志老師

簡介：提供全彩圖解英文音標發音課程，學完讓你自然發音+KK音標一次全學會！ 課程特色: 1.圖解、音標、注音、符號...

高一下英文課程(十年級)

講師：台中大雅家教-睿智數學及英文家教，王瑞志老師

簡介：高一下單字課，老師講解，偶爾有片語。

高二下英文課程

講師：台中大雅家教-睿智數學及英文家教，王瑞志老師

簡介：高二英文下單字課

身心障礙三等

課程：行政法

身心障礙四等

課程：行政法

原住民三等

課程：行政法

11. 有關工作豐富化之內涵，下列敘述何者正確？①是水平式地擴張工作內容、②更多的自主性 和責任、③是基於雙因子理論中的保健因子、④是基於雙因子理論中的激勵因子 (A) ①④ (B) ②④ (C) ③④ (D) ①③

39. ________ begins with the learning objectives of a lesson, module, or course—what students are expected to learn and be able to do—and then proceeds “backward” to create assessments that demonstrate students have learned what was outlined in the learning objectives. Finally, instructors create learning activities and instructional materials that align with and support the achievement of the learning objectives. (A) Bloom’s theory (B) Understanding by design (C) Audio-visual design (D) Multimodal design

9.李老師在學生每完成一次正確演算後，立即給予口頭讚美與貼紙獎勵，學生因此更積極參與課堂練習。根據行為主義理論，這種教學策略最能說明哪一種學習原理？(A)古典制約(ClassicalConditioning)(B)操作制約(OperantConditioning)(C)習得性無助(LearnedHelplessness)(D)認知學習(CognitiveLearning)

16.依據《教保服務人員條例》第 33 條、第 40 條及第 46 條規定，教保服務人員如有體罰霸凌、性騷擾、不當管教或其他對幼兒之身心暴力、不當對待行為時，下列敘述何者正確？甲、教保服務人員不得對幼兒有身心虐待、體罰、霸凌、性騷擾、不當管教或其他身心暴力、不當對待之行為。乙、對幼兒有非屬情節重大之體罰、霸凌、性騷擾、不當管教、其他身心暴力或不當對待行為者，處行為人新臺幣 6,000 元以上 6 萬元以下罰鍰。丙、對幼兒有情節重大之體罰、霸凌、性騷擾、不當管教、其他身心暴力或不當對待行為者，處行為人新臺幣 6 萬元以上 60 萬元以下罰鍰。丁、前述乙、丙情形，主管機關均應公布行為人之姓名及機構名稱。(A) 甲乙丙。(B) 甲乙丁。(C) 乙丙丁。(D) 甲乙丙丁。

11. JSON 與 XML 最大差異為？ (A) JSON 無法儲存資料 (B) XML 無法解析 (C) JSON 較輕量 (D) XML 不支援網路