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研究所、轉學考(插大)◆環境化學及環境微生物學

研究所、轉學考(插大)◆比較政府與政治

研究所、轉學考(插大)◆社會學理論

115年 - 115 中國醫藥大學_學士後中醫學系入學招生考試試題：生物學#138803(50題)

115年 - 115-1 保健食品初級工程師能力鑑定考試試題：保健食品概論#138802(80題)

115年 - 115-1 保健食品初級工程師能力鑑定考試試題：食品科學概論#138801(80題)

115年 - [無官方正解]115 中國醫藥大學_學士後中醫學系入學招生考試︰國文#138798(50題)

115年 - 115-1 臺北市立松山家商_教師甄選初試試題(術科)_廣告設計科：電腦繪圖#138797(1題)

115年 - 114 國營臺灣鐵路股份有限公司_從業人員甄試_第10、11階：共同科目-作文#138796(1題)

115年 - 115-1 臺北市立士林高級商業職業學校_正式教師甄選試題：商業經營科#138795(15題)

115年 - 115 桃園市立中壢商業高級中等學校_教師甄選試題：多媒體設計科#138794(23題)

115年 - 115 桃園市立陽明高中_教師甄選試題：全民國防教育科#138792(10題)

115年 - 115 桃園市立陽明高中_教師甄選試題：公民與社會科#138788(13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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簡介：test

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講師：【站僕】摩檸Morning.

簡介：測試描述

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講師：【站僕】摩檸Morning.

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行政程序法 第 30 條

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行政程序法 第 31 條

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25.有關心理學中的古典制約(classical conditioning)的敘述，下列何者 為真？ (A)古典制約只能產生二級反應 (B)古典制約被稱為反應性反應 (C)在制約學習中，非制約刺激(UCS)與制約刺激(CS)指的是同一個刺激 (D)在制約學習中，非制約反應(UCR)與制約反應(CR)生理現象截然不同

28.交互教學(reciprocal teaching)是由帕林卡沙(A. Palincasar)和布朗 (A.Brown)提出，其目的在促進學生的閱讀理解能力。下列何者不屬於這 種教學方法所教的閱讀理解策略？ (A)摘要(summarizing) (B)澄清(clarifying) (C)瀏覽(reviewing) (D)提問(questioning) 

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

35. 下列關於出納管理人員之管控事項，何者錯誤？ (A)主辦出納及出納管理人員於職務或工作輪換及機關組織調整時，應辦理交代，並依公務人員交代條例規定辦理監交 (B)各機關如有分地辦公者，其出納管理單位，得視事實需要，酌派人員，分區管理；各派出人員，由分地辦公之服務單位自行指揮及監督 (C)出納管理人員超過一人時，應按業務實際狀況，適當分配其工作，並按其職務範圍，詳細規定其職掌及責任 (D)出納管理人員每六年至少職務或工作輪換一次，並貫徹職務代理制度