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115年 - 115 中央警察大學_警正班第 3 5 期招生考試試題：犯罪偵查實務#137831(4題)

115年 - 115 中央警察大學_警正班第 3 5 期招生考試試題：刑法與刑事訴訟法#137830(4題)

115年 - 115 中央警察大學_警正班第 3 5 期招生考試試題：警察勤務（含警察職權行使法）#137829(8題)

115年 - 115 中央警察大學_警佐班第46期(第 1、2、3 類)招生考試試題：刑法與刑事訴訟法#137826(40題)

115年 - 115 中央警察大學_警佐班第46期(第 1、2、3 類)招生考試試題：犯罪偵查實務#137825(40題)

115年 - 115 中央警察大學_警正班第 3 5 期招生考試試題：警察法規及行政程序法#137824(4題)

115年 - 115 中央警察大學_警佐班第46期(第 1、2、3 類)招生考試試題：警察勤務#137823(40題)

115年 - 115 中央警察大學_警佐班第46期(第 1、2、3 類)招生考試試題：警察法規#137822(40題)

115年 - 115 中央警察大學_警佐班第46期(第 1、2、3 類)及消佐班第30期(第1、2類)暨海佐班第8期第1類招生考試試題：憲法#137821(20題)

115年 - 115 中央警察大學_警佐班第46期(第 1、2、3 類)及消佐班第30期(第1、2類) 暨海佐班第8期第1類招生考試試題：國文#137820(20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.

【A'phar 藥理學與藥物化學】 單元式歷屆考題彙整

講師：A'phar

簡介：收錄114-2~100-1近15年最新歷屆試題 Corporation with A'phar

行政法

講師：Terry Tung

簡介：本課程專為高普考、地特、司法官、律師、各類特考考生打造，精選並主題式整理行政法歷屆試題與高頻考點，支...

會計科教師甄試

講師：易懂解in私人筆記，請按讚！

簡介：除了提供歷屆考題的逐題詳解影片外，影片中也會傳授速解技巧和方法，並提供書面試題和詳解，供下載練習，之...

英文-第四篇內容(不在課本裡面)

章節：英文-第四篇內容(不在課本裡面)

英文必背7000字

章節：英文必背7000字

基本的應收帳款融資

課程：會計學(含中級會計學)
章節：應收款項

描述：採IFRS第9號公報 1.一般擔保借款 2.指定擔保借款 3.附追索權的應收帳款出售 4.無條件出售應收帳款

69 某 75 歲女性患有帶狀疱疹（Shingles），下列何者為其最可能的治療藥物？ (A) Rifampin (B) Azidothymidine (C) Amantadine (D) Foscarnet

23 民眾檢舉同輛汽車違反同一規定行為，若汽車違規時間相隔未逾幾分鐘及行駛未經一個路口以 上，公路主管或警察機關以舉發一次為限？(A)3 (B)5 (C)6(D) 10

5 甲公司 X1 年 6 月 1 日開具銀行存款支票$5,000 設立零用金，並指定員工 負責保管以應付零星開支。零用金保管人員於 X1 年 6 月 9 日以零用金支 付水電費$1,350，於 X1 年 6 月 12 日以零用金支付差旅費$2,300，於 X1 年 6 月 15 日以零用金支付文具用品費用$780。X1 年 6 月 23 日零用金保 管人員手存現金尚餘$550，因此向甲公司請求補充零用金。下列關於甲公 司零用金相關會計處理，何者錯誤？ (A)甲公司設立零用金時應借記零用金$5,000 (B)甲公司撥補時應借記現金短溢$20 (C)甲公司 6 月 9 日應作之分錄為借記水電費用$1,350 並貸記現金$1,350 (D)甲公司應撥補$4,450 予零用金保管人員

16下列何者非屬人口販運防制法所規範可被鑑別為被害人之身分？(A)居住臺灣地區設有戶籍國民(B)臺灣地區無戶籍國民(C)外國人(D)無國籍人

8. 在 IoT 架構中，Edge Computing 的主要目的是？ (A) 提升雲端容量 (B) 強化 UI (C) 增加儲存 (D) 降低延遲與頻寬

7. 證券商得為自行買賣特定外國債券之買賣斷交易，以下敘述何者錯誤？ (A)以外幣計價之外國政府相關債券、金融債券及公司債為限 (B)得為附條件交易 (C)應以固定利率或正浮動利率方式計息 (D)不得包括具股權性質之債券