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115年 - 115-1 臺中市立豐原高級中等學校_教師甄試筆試試題：生活科技科#138736(47題)

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115年 - 115-1 臺中市立豐原高級中等學校_教師甄試試題：物理科#138731(33題)

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115年 - 115-1 臺中市立文華高級中等學校_教師甄選專業知能試題：生物科#138724(32題)

115年 - 115 台灣金融研訓院第62期信託業業務人員信託業務專業測驗：信託實務#138723(80題)

115年 - 台灣金融研訓院第 22 屆風險管理基本能力測驗試題：風險管理制度與實務#138722(60題)

115年 - 台灣金融研訓院第 47屆初階外匯人員專業能力測驗試題：國外匯兌業務#138721(50題)

115年 - 115 台灣金融研訓院第62、44期信託業業務人員信託業務專業測驗：信託法規【乙科】#138720(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.

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13.黃老師在發展新測驗時，想要建立該測驗的信度。但在客觀條件限制下，她無法針對 施測對象重複施測，也無法測驗複本。在此種情況下，黃老師可採用下列何種信度 係數？ (A)穩定係數 (B)等同係數 (C)區別係數 (D)內部一致性係數

97 有關業務員協助保戶填寫要保書之敘述，何者有誤？(A)業務員應事先提供人壽保險投保人壽保險投 保人須知供保戶閱讀(B)保戶於要保書上所填基本資料應與戶籍上登記資料相同(C)業務員報告書須 先會見保戶本人，再由業務員親自填寫(D)要保書中保戶駐所或居所地址得先暫填業務員之住所或居 所。

47.有關外匯收支或交易申報書中申報義務人登記證號之填報，下列何者填報於非居住民項下？ (A)領有中華民國身分證者 (B)外僑居留證證載有效期限一年以上者 (C)持臺灣地區永久居留證者 (D)無居留身分之大陸地區人民

59. 若 f(x)為線性函數，f(−1)= −3，f(3)=12，則 f(0)=？(A)(B)(C)(D)

30.下列敘述何者正確？ (A) 就幼兒園的主題選擇，進行「好吃的蔬果」可以使用黏土捏塑、紙箱、樹葉、吸管等 素材，設計適合美感創作的活動。 (B) 教保課程主題為「好玩的水」有符合幼兒的生活經驗，所以老師可在學習區準備磁鐵 釣迴紋針紙魚、觀賞冷靜瓶、用積木建游泳池。 (C) 在宜蘭地區規劃幼兒教保活動課程，最好要設計搭乘捷運安全的內容，以防止幼兒出 意外。 (D) 大班老師亦可以運用中班的學習指標來評量幼兒，讓發展較慢的幼兒可提升學習成 效。

6. The researcher's _____ was called into question after colleagues, alarmed by glaring inconsistencies, discovered that some of the data had been fabricated. (A) affluence (B) integrity (C) pragmatism (D) tenacity