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實務寫作

解剖學

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115年 - 115 初等考試_各類科：國文#136703(45題)

115年 - 115 初等考試_社會行政：社政法規大意#136702(50題)

115年 - 115 初等考試_廉政：公務員法大意（包括任用、服務、考績、懲戒、行政中立、利益衝突迴避與財產申報）#136701(50題)

115年 - 115 初等考試_交通行政：交通行政大意#136700(50題)

115年 - 115 初等考試_交通行政：運輸學大意#136699(50題)

115年 - 115 初等考試_地政：土地法大意#136698(50題)

115年 - 115 初等考試_地政：土地行政大意#136697(50題)

115年 - 115 初等考試_圖書資訊管理：圖書館學大意#136696(50題)

115年 - 115 初等考試_圖書資訊管理：中文圖書分類編目大意#136695(50題)

115年 - 115 初等考試_人事行政：人事行政大意#136694(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.

警專地理-自然地理

講師：邱廷斌

簡介：為警專入學考試學生準備的地理專業科目

機械原理

講師：林佳瑩

簡介：●考前補帖《針對國考精選本科目重點筆記》 在機械原理科目中，運用到的力學較其他科目簡單，記好常考得機...

學測化學複習

講師：Kai

簡介：即將面臨學測考試的您，我們特別設計了一個針對化學科目的精心複習課程，旨在協助學生深入理解化學的核心概...

行為科學

描述：行為科學

災難管理

描述：災難管理

客觀環境。領導

描述：領導

44.下列何種教養方式與青少年缺乏自我控制有關？(A)權威與縱容(B)縱容與民主(C)忽視與權威(D)忽視與縱容

47. N. Noddings 提倡關懷倫理學並主張透過四種道德教育方法來推動，其中有關對於受關懷者可能的最好動機做歸因與詮 釋，讓受關懷者反身發現自己的善意，進而增強自己對自己道德理想的期望，是屬於下列哪一種方法？ (A)肯定 (B)身教 (C)練習 (D)對話

28.Japan is ____________ of Taiwan. (A)to the north (B)in north (C)beside (D)in the north

33. I haven’t visited Singapore yet, but I hope to do so in the _____ future. (A) close (B) soon (C) upcoming (D) near

10 依警察職權行使法之規定，下列有關損失補償之敘述，何者錯誤？ (A)損失補償之請求，與警械使用條例之規定相同，僅限於第三人始得提起 (B)第三人請求損失補償時，如其有可歸責之事由，法院得減免其金額 (C)損失補償，應以金錢為之 (D)損失補償之請求，自損失發生後，經過五年者，不得為之

11 行政機關訂定、廢止行政規則，依行政程序法之規定，下列敘述何者錯誤？ (A)訂定有關機關內部之人事管理規定，應下達下級機關或屬官 (B)廢止有關統一解釋法令之解釋性規定，應下達下級機關或屬官 (C)訂定有關機關內部之業務處理方式規定，除應下達下級機關或屬官外，亦應由該機關首長簽署， 並登載於政府公報發布之 (D)廢止有關協助下級機關行使裁量權而訂頒之裁量基準，除應下達下級機關或屬官外，亦應由該 機關首長簽署，並登載於政府公報發布之