最新資料

天文觀測

近代物理

宇宙學

115年 - 20200 鋼管施工架 丙級 工作項目 01：識圖 1-50（2026/01/07 更新）#136381(50題)

115年 - 20000 國貿業務 丙級 工作項目 11：貿易單據製作－國際貨物運輸 51-75（2026/01/06 更新）#136379(25題)

115年 - 20000 國貿業務 丙級 工作項目 11：貿易單據製作－國際貨物運輸 1-50（2026/01/06 更新）#136378(50題)

115年 - 20000 國貿業務 丙級 工作項目 10：貿易單據製作－貨物運輸保險、輸出保險 1-55（2026/01/06 更新）#136377(55題)

115年 - 20000 國貿業務 丙級 工作項目 09：商業信用狀分析－進出口結匯及融資 51-81（2026/01/06 更新）#136376(31題)

115年 - 20000 國貿業務 丙級 工作項目 09：商業信用狀分析－進出口結匯及融資 1-50（2026/01/06 更新）#136375(50題)

115年 - 20000 國貿業務 丙級 工作項目 08：商業信用狀分析－信用狀 51-104（2026/01/06 更新）#136374(54題)

115年 - 20000 國貿業務 丙級 工作項目 08：商業信用狀分析－信用狀 1-50（2026/01/06 更新）#136373(50題)

115年 - 20000 國貿業務 丙級 工作項目 07：出口價格核算－貿易條件及報價 51-81（2026/01/06 更新）#136372(31題)

115年 - 20000 國貿業務 丙級 工作項目 07：出口價格核算－貿易條件及報價 1-50（2026/01/06 更新）#136371(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.

考衝班-國中會考作文6級分高分寫作班，終極4考猜！

講師：台中大雅家教-睿智數學及英文家教，王瑞志老師

簡介：提供國中會考作文寫作六級分的高分秘訣，以及寫作模板。 #國中會考

【學士後中醫】化學 (普通化學、有機化學)

講師：寬識(已上榜、感謝阿摩與前輩)

簡介：本課程提供給想要學習化學的同學，尤其是想要上榜學士後中醫的您。 題庫持續更新中！ 對於沒有參加補習班...

唱歌學英文-讓你透過唱歌，輕鬆學會國高中英文

講師：台中大雅家教-睿智數學及英文家教，王瑞志老師

簡介：唱歌學英文-讓你透過唱歌，輕鬆學會國高中英文

何謂利益團體？「公共利益團體」（public interest groups）和一般利益團 體的可能區別何在？決定利益團體影響力大小的因素有那些？

描述：利益團體（interest groups）指的是為了影響政府決策或政策而組成的組織，其成員通常共享共同的利益或目標...

何謂「裁罰性不利處分」？何謂「非裁罰性不利處分」？二者之區別， 向來極具爭議；但其區別，除於行政罰法上有何實益外，是否在我國 其他法律的適用上，也有意義？又人民不服「非裁罰性不利處分」， 即無司法救濟之可能？

描述：裁罰性不利處分」與「非裁罰性不利處分」的區別在行政法領域中確實是一個高度爭議的問題，主要涉及行政罰法...

在下列三種行政爭訟事件中，當事人應聲請停止執行、假扣押或假處分，以尋求暫時權利保護？抑或其爭訟事件，根本不適用任何一種暫時權利保護類型？試論述之。 (一) 甲貧戶遭遇經濟上重大困難，爰向主管機關 A 申請急難救助金； 但遭 A 以其資格不符而駁回。甲不服，一方面提起訴願，另一方 面又擔心緩不濟急，故同時聲請暫時權利保護，希冀在相關之行政爭訟未終局確定前，能先獲得紓困，渡過難關。 (二) 乙違規，遭主管機關 B 處以高額罰鍰。乙不服，但訴願及第一審行政訴訟均敗訴，故提起上訴。在上訴審程序中，乙因資金狀況不佳， 憂慮罰鍰若遭執行，即有破產之虞，因而聲請暫時權利保護。 (三) 丙溫泉業，獲悉主管機關 C 將公告全國各溫泉地區水質優良度之評比，其中丙所在地區等級最低。丙為避免泡湯客因該公告影響， 而不登門消費，遂於提起本案救濟前，先聲請暫時權利保護，以能及時阻止公告之發布。

描述：在行政爭訟中，暫時權利保護的主要工具包括 停止執行（suspension of execution）、假扣押（provisional at...

16.「一本書 200 元，這個箱子裡有 20 本書，請問這箱書要價多少錢？」這 個問題的類型和解題策略分別是 (A)定義良好問題；捷思法 (B)定義良好問題；演算法 (C)定義不良問題；捷思法 (D)定義不良問題；演算法

17.「小青認為所有學科的學習內容，主要都是一些個別、獨立的事實。」 這主要反映了小青的 (A)心理定勢 (B)理解錯覺 (C)知識信念 (D)認知風格

2. 西方運動哲學發展歷史脈絡的原初期(~1960)，寫出「人類－遊戲者」的作者是誰？ (A)席格勒(E.F. Zeigler) (B)格瑞扶司(H. Graves) (C)懷金格(J. Huizinga) (D)桑塔雅那(G. Santayana)

10. 運動彩券發行之規劃、執行及輔導是由哪一個單位的業務？ (A)體育署全民運動組 (B)體育署綜合規劃組 (C)體育署運動設施組 (D)財政部國稅局

45. 以下對棒球規則的描述，何者正確？ (A)兩好球後，將球觸擊成界外，打者出局 (B)兩好球後，將球觸擊成界外，不計好球，打者可繼續打擊 (C)當壘上有跑者時，就不構成不死三振的條件 (D)當兩出局時，就不構成不死三振的條件

33. 依據「事業單位勞工退休準備金監督委員會組織準則」規定，事業單位勞工退休準備金監督委員會，監督委員會委員之任期，每一任不得超過幾年？ (A)四年 (B)三年 (C)二年 (D)一年