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司法◆監獄行刑法概要

犯罪學

聽語溝通障礙學(包括專業倫理)

115年 - 115 中華民國人壽保險管理學會_春季壽險管理人員暨核保理賠人員測驗：人身保險概論#138269(50題)

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115年 - 115 國營臺灣鐵路股份有限公司從業人員_甄試試題_第10階-助理技術員-電力、電務：電子學概要#138261(50題)

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115年 - 115-1 國立中央大學附屬中壢高級中學教師甄選試題：數學科#138235(15題)

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115年 - 115 國營臺灣鐵路股份有限公司_職業安全衛生室從業人員甄試_第9階-事務員-廉政：政府採購法概要#138230(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.

這是我的課程

講師：陳耘得

簡介：這是測試

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領導

課程：陳真-行政學大意(概要)
章節：Ch3.方案管理(行政運作)

行政計畫

課程：陳真-行政學大意(概要)
章節：Ch3.方案管理(行政運作)

行政決策

課程：陳真-行政學大意(概要)
章節：Ch3.方案管理(行政運作)

28. 請問「是故弟子不必不如師，師不必賢於弟子。」（韓愈《師說》）所運用的修辭，何者完全正確？ (A)頂針、回文、類疊 (B)層遞、頂針、譬喻 (C)回文、類疊、層遞 (D)引用、排比、回文

11.依郵政儲金匯兌法規定，關於郵政匯兌，下列敘述何者錯誤？ (A)含國內匯兌及國際匯兌 (B)分為信匯及電匯 (C)除電匯外，應以郵政匯票或郵政禮券為憑 (D)郵政禮券應記載事項，由中華郵政公司擬訂，報交通部核定

17.使用 cocoa butter 為栓劑基劑時，下列敘述何者正確？ (A)貯存溫度不得高於攝氏 25 度 (B)可用於成人陰道栓劑 (C)可添加 phenol 以提高基劑穩定性 (D)於體液中能迅速融化，助於脂溶性藥品快速釋放

18.製作栓劑過程中，常規使用的模具材料，下列那個金屬材質最不適合？ (A)鐵 (B)鋁 (C)黃銅 (D)不銹鋼

37.有關維生素缺乏所導致的症狀，下列何者錯誤？(A)thiamin；Wernicke-Korsakoff syndrome (B)riboflavin；ariboflavinosis (C)folate；neural tube defects (D)pantothenic acid；seborrheic dermatitis

3. 某公立國小附設幼兒園今年度招收的幼兒人數為：2-3 歲幼兒 20 人、3-4 歲幼兒 48 人、4-5 歲幼兒 52 人、5-6 歲幼兒 42 人，若該園以混齡編班為主，依據《幼兒教育及照顧法》及最新的《幼兒園行政組織及員額編制標準》規定，該園至少應有幾班？最少聘任教 保員及幼教師人數為何？ (A) 最少應有 6 個班，教保員 10 位、幼教師 2 位。 (B) 最少應有 7 個班，教保員 13 位、幼教師 2 位、主任 1 位。 (C) 最少應有 7 個班，教保員 12 位、幼教師 2 位、主任 1 位。 (D) 最少應有 7 個班，教保員 12 位、幼教師 1 位、主任 1 位。