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ERP 軟體顧問-財務模組(鼎新)(ECF)

ERP 軟體顧問-生管模組(鼎新)(ECT)

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115年 - 21400 金屬成形 丙級 工作項目 02：識圖與製圖 51-100（2026/01/13 更新）#136743(50題)

115年 - 21400 金屬成形 丙級 工作項目 02：識圖與製圖 1-50（2026/01/13 更新）#136742(50題)

115年 - 21400 金屬成形 丙級 工作項目 01：金屬板材料 1-37（2026/01/13 更新）#136741(37題)

115年 - 115-1 中國工業工程學會_工業工程師等相關證照考試：品質管理#136740(50題)

115年 - 115-1 中國工業工程學會_工業工程師等相關證照考試：人工智慧#136739(50題)

115年 - 115-1 中國工業工程學會_工業工程師等相關證照考試：設施規劃#136738(30題)

115年 - 115-1 中國工業工程學會_工業工程師等相關證照考試：生產與作業管理#136737(40題)

115年 - 21400 金屬成形 乙級 工作項目 07：表面處理 1-69（2026/01/12 更新）#136733(69題)

115年 - 21400 金屬成形 乙級 工作項目 06：銲接 51-109（2026/01/12 更新）#136732(59題)

115年 - 21400 金屬成形 乙級 工作項目 06：銲接 1-50（2026/01/12 更新）#136731(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.

【警鴿心智圖】刑法分則-財產法益（三）

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簡介：本課程以清晰的心智圖呈現複雜的法律概念，幫助你快速掌握核心要點！無論你是法律系學生、司法考試備考生，...

【國考助手】2025警察法規(下冊)：行政執行法、社會秩序維護法

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3-3 爭議處理與結案：採購案的完美收尾

課程：公職人員採購法理論與實務-從招標、決標到履約管理，建立採購作業的系統化防錯地圖
章節：第三章：履約管理與爭議解決

描述：當發生爭議時，調解、仲裁與訴訟的選擇策略為何？如何完成結算、付款與檔案歸檔，建立採購知識庫？

1-4 採購地圖(1)：招標階段10大高風險錯誤態樣

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章節：第一章：招標啟動與準備

2-4 採購地圖(2)：決標爭議案例與法院見解

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章節：第二章：決標策略與程序

83某甲身故後留有死亡保險金1000萬元，因未指定身故受益人，若某甲沒有其他遺產，但立有遺囑將保 險金全部歸配偶所有，在僅有配偶和父母之情形下，則該保險金，某甲父親可領到(A)333萬(B)125 萬(C)250萬(D)500萬元。

58. 請問新北市安置集中式特教班學生，可以依需求享有哪些特教服務內容？ （甲）部分時段參與普通班課程 （乙）部分時段參與資源班課程 （丙）入班協助或訓練服務 （丁）聽覺或視覺障礙巡迴輔導 (A) 甲乙丁 (B) 甲乙 (C) 丙丁 (D) 甲乙丙丁

複選題7 集會遊行法所定有關救濟規定之敘述，下列何者正確？ (A)申請在禁制區舉行集會遊行，遭臺北市政府警察局中正第一分局否准，應向臺北市政府警察局 提出申復 (B)申請借用市立文化中心會議室舉行集會，遭該中心否准，應依訴願法之規定提起訴願 (C)因於遊行解散後未清理遺留現場之垃圾，遭該管警察分局處罰新臺幣 1 萬元罰鍰，應向該管警 察局提出申復 (D)不服臺北市政府警察局中正第一分局作成之附帶限制參加人數之集會遊行許可處分，應向臺北 市政府提起訴願

20.彼得創造力強，擅長藝術創作。寫作文時，他也常能寫出文情並茂的文章。請問就史登堡(R. J. Sternberg)智力三元論 (triarchic theory of intelligence)而言，彼得擁有較高的哪一類型智力？ (A)組合性智力 (B)經驗性智力 (C)脈絡性智力 (D)實踐性智力。

72.某一抗生素的用法用量為口服 200 mg Q8H，給藥後有 80％的藥品經由腎臟排泄。腎功能正常病人的肌酸酐清 除率為 100 mL/min。陳先生（68 歲、75 公斤），其 serum creatinine 濃度為 3.0 mg/dL，欲接受此一抗生 素治療。若須維持與腎功能正常病人，有相同穩定狀態平均血中濃度，劑量調整方式以下列何者最適當？ (A)200 mg Q12H (B)200 mg Q24H (C)40 mg Q8H (D)80 mg Q8H

73.某藥品的清除率為 3.0 L/h，分布體積為 24 L，其治療濃度範圍為 4～10 μg/mL。此藥品最適當之給藥間隔 （小時）範圍為何？ (A)1～4 (B)5～8 (C)9～12 (D)13～16