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115年 - 115 國立屏科實驗高級中等學校_教師甄選：國小音樂科#138633(6題)

115年 - 115 慈濟大學_學士後中醫學系招生考試試題：英文科#138632(50題)

115年 - 115 國立屏科實驗高級中等學校_教師甄選試題_小學部：自然科#138631(11題)

115年 - 115 慈濟大學_學士後中醫學系招生考試試題：生物學科#138630(50題)

115年 - 115-1 國立屏科實驗高級中等學校_專任教師甄選教師初試試試題_國中部：國中生物科#138629(17題)

115年 - 115 國立屏科實驗高級中等學校_教師甄選：高中公民科#138628(16題)

115年 - 115 中央警察大學_消佐班第30期 ( 第1、2類 ) 招生考試試題：火災學#138627(40題)

115年 - 115 中央警察大學_消佐班第30期 ( 第1、2類 ) 招生考試試題：消防法規與消防安全設備#138626(40題)

115年 - 115 國立屏科實驗高級中等學校_教師甄選：高中資訊科技科#138625(21題)

115年 - 115 國立屏科實驗高級中等學校_教師甄選：國中歷史科#138624(12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.

國小數學

講師：超強全服亥牙

簡介：教大家數學的一些線索

國中作文-修辭法

講師：侯安澤

簡介：這一個課程是關於修辭法的介紹

國中作文-作文基本的文體

講師：侯安澤

簡介：這個課程是在介紹作文的各種基本文體

民法 總則 第 88 條

課程：民法 總則
章節：第 四 章 法律行為 第 三 節 意思表示

描述：意思表示之內容有錯誤，或表意人若知其事情即不為意思表示者，表意人得將其意思表示撤銷之。但以其錯誤或不...

民法 總則 第 89 條

課程：民法 總則
章節：第 四 章 法律行為 第 三 節 意思表示

描述：意思表示，因傳達人或傳達機關傳達不實者，得比照前條之規定撤銷之。

民法 總則 第 90 條

課程：民法 總則
章節：第 四 章 法律行為 第 三 節 意思表示

描述：前二條之撤銷權，自意思表示後，經過一年而消滅。

6 甲公司 X2 年初流通在外普通股股數為 200,000 股，X2 年初有認股權 30,000 單位流通在外， 每單位得按$40 認購普通股 1 股，5 月 1 日已認購 18,000 股，其餘 12,000 單位至 X2 年底仍 未執行。此外，X2 年初公司有面額$1,000,000，票面利率 4%之可轉換公司債，其中負債組成 部分之原始有效利率亦為 4%，每$100,000 面額可轉換成普通股 10,000 股，X2 年 9 月 1 日有 $600,000 可轉換公司債轉換成普通股 60,000 股，其餘債券至年底仍流通在外。甲公司普通股 X2 年 1 月 1 日至 4 月 30 日平均股價為$50，全年平均股價為$60。已知 X2 年稅後淨利為 $793,000，所得稅率為 20%，假設該可轉換公司債轉換為普通股對每股盈餘具稀釋效果，則 計算稀釋每股盈餘時分母應是多少？ (A) 307,600 股 (B) 316,667 股 (C) 317,200 股 (D) 318,000 股

43.依主管機關規定，公司籌備期間得以下列何種方式結匯進口機器設備？ (A)以負責人名義代為結匯 (B)憑有關主管機關核准該籌備處進口文件，經由指定銀行向中央銀行申請核准後辦理 (C)憑有關主管機關核准該籌備處進口文件，由指定銀行直接辦理 (D)俟公司營運後方得辦理

32 有關鐵路檢測機構或驗證機構之檢測報告、審查紀錄、驗證文件及相關技術文件應詳實記載，並至少保存多久？ (A) 五年 (B) 十年 (C) 十五年 (D) 二十年

24 關於行政處分附款之敘述，下列何者錯誤？ (A)行政機關作成行政處分有裁量權時，始得為附款 (B)附款內容必須與行政處分之目的有正當合理之關聯 (C)附款之內容不得違背行政處分之目的 (D)保留行政處分之廢止權係附款之類型

20 下列何者不是「非正式組織」（俗稱小團體）的正向功能？ (A)形成網狀溝通，可迅速傳播消息 (B)引導成員順服組織文化價值，具內在社會控制作用 (C)分擔主管的領導責任，減輕其負擔 (D)順應法律規範，增強正式組織的凝聚力

2. The hospital introduced new protocols to _____ the adverse effects of prolonged medication on elderly patients, prompted by a series of alarming incidents. (A) perpetuate (B) substantiate (C) mitigate (D) exacerbate