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115年 - 21500 餐飲服務 丙級 工作項目 06：相關法規 1-63（2026/01/13 更新）#136797(63題)

115年 - 21500 餐飲服務 丙級 工作項目 04：餐飲安全與環保衛生 51-89（2026/01/13 更新）#136796(39題)

115年 - 21500 餐飲服務 丙級 工作項目 04：餐飲安全與環保衛生 1-50（2026/01/13 更新）#136795(50題)

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115年 - 21500 餐飲服務 丙級 工作項目 02：基礎服勤方式 1-50（2026/01/13 更新）#136791(50題)

115年 - 21500 餐飲服務 丙級 工作項目 01：餐廳器具認識與餐桌擺設 101-134（2026/01/13 更新）#136790(34題)

115年 - 21500 餐飲服務 丙級 工作項目 01：餐廳器具認識與餐桌擺設 51-100（2026/01/13 更新）#136789(50題)

115年 - 21500 餐飲服務 丙級 工作項目 01：餐廳器具認識與餐桌擺設 1-50（2026/01/13 更新）#136788(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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講師：陳耘得

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講師：陳耘得

簡介：123123

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講師：陳耘得

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護理行政全範圍

描述：考前衝刺

護理行政全範圍

描述：考前衝刺

護理行政全範圍

描述：考前衝刺

50. Which of the following terms is defined in the passage? (A) fossil record (line 3) (B) laminae (line 13) (C) varves (line14) (D) glacial episodes (line 29)

29. 以下何者為絲瓜領（shawl lapel）？ (A)(B)(C)(D)

46有關外國護照及簽證事項，下列敘述何者錯誤？(A)外國護照，指由外國政府等核發，為我國所承認之有效旅行身分證件(B)簽證之核發，代表其許可前來我國(C)簽證之核發，由外交部領事事務局或駐外使領館、代表處、辦事處、其他外交部授權機構（以下簡稱駐外館處）負責(D)有關居留簽證之申請核發，駐外館處須經主管機關核准，始得核發

11. The report highlighted the _____ disparity between urban and rural access to quality healthcare, underscoring the urgent need for government intervention. (A) subtle (B) nominal (C) stark (D) obsolete

12. The restorer's _____ work, guided by decades of accumulated experience, ensured that the 18th-century painting was returned to its pristine condition. (A) haphazard (B) derivative (C) cursory (D) meticulous

三、問答題（共28分）一、請以下列班級中個案們的狀況，以任課教師的立場思考，要進行基礎速食課程中，輕食製作單元時，可採行的課程調整方式，並說明之。（13 分）1.A 生，易分心較無法掌握重點，需要適時提醒進度，且衝動控制困難，下課時間遊走或會自行進入工場區域或啟動工具，但可以在提醒下回到教室。2.B 生，相對識字量少，需要個別指導，必要時需要圖卡或調整為口語回答協助。3.C 生，右耳重聽，上肢穩定度不夠，手部精細動作較弱，部分操作需個別指導或予以輔助。4.其餘 12 名同學在老師指導下可以聽從指令，並做出對應指令之動作與操作。