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115年 - 115 高雄醫學大學_學士後醫學系招生筆試﹕英文#138386(51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：基礎圖學(專業一)#138385(1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#138384(1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：設計繪畫#138383(1題)

115年 - 115 臺北市立中山女子高級中學_正式教師甄試試題：音樂科#138382(12題)

115年 - 115-1 臺北市立松山家商_教師甄選初試試題：國文科#138381(10題)

115年 - [無官方正解]115 國立成功大學_碩士班招生考試試題_化學系：無機化學#138380(35題)

115年 - 115-1 國立臺南第一高級中學_教師甄選初試試題：地理#138379(11題)

115年 - 115-1 國立臺南一中_教師甄選初試試題：公民與社會科#138378(19題)

115年 - 115 學士後醫學系招生考試試題：物理及化學#138377(90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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描述：整理自簡楚瑛老師的幼兒教育課程模式一書。

53下列何者是旅行平安險與傷害險的不同A保險期間可否因特殊事故延長；B承保時間計算之標準；C 除外責任項目；D承保事故；(A)CD(B)ACD(C)AC(D)BCD。

9 警察相關法規範所定之下列行為，何者之法律性質非屬即時強制？ (A)警察職權行使法第 21 條所定之扣留 (B)集會遊行法第 33 條所定之扣留 (C)行政執行法第 28 條所定之進入 (D)警察職權行使法第 26 條所定之進入

10 有關我國公務人員行政中立法的相關規定，下列敘述何者正確？ (A)公立學校校長準用本法之規定 (B)公務人員得兼任政黨或其他政治團體之職務 (C)正式任用為公務人員前，實施學習或訓練人員，不適用本法之規定 (D)公務人員登記為公職候選人者，自候選人名單公告之日起，應依規定辦理離職

45.陰道遞送的 Crinone Gel 除了含有 progesterone 外，還添加了何種高分子使其具備生物黏著之長效作用？ (A)polyethylene (B)polycarbophil (C)polypropylene glycol (D)polyisoprene

47.有關溶蝕型緩釋（slowly eroding）劑型的敘述，下列何者最不適當？ (A)hydroxypropyl methylcellulose 常被使用為親水性基質 (B)作為親水性基質的聚合物形成膠質層的速度不可太快，會阻礙藥品釋放 (C)作為親水性基質的聚合物在劑型中所占比例越高，藥品釋放越慢 (D)劑型中其他成分如黏合劑或崩散劑也會影響藥品釋放速率

13. 2 至 3 歲幼幼班的積木區規劃，教具教材的選擇，下列敘述何者正確？甲、選擇邊長至少 5cm 以上的大塊積木，提供穩定結構支撐力。乙、磁力片，適合幼兒快速組合拼搭，對空間感與幾何邏輯非常有幫助，可拼組成停車場、城堡等簡單造型。丙、軟性積木，安全耐摔，適合幼兒初期堆疊，避免噪音干擾，保護幼兒肢體操作安全。丁、空心大積木，滿足孩子堆高高、製作大型建築的需要，能搭建出可坐入的空間。(A) 甲丙丁。(B) 乙丙丁。(C) 甲乙丙。(D) 甲乙丙丁。