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115年 - 115 桃園市立中壢商業高級中等學校_教師甄選試題：國際貿易科#138763(48題)

115年 - 115-1 台北市立中崙高級中學_教師甄選試題：物理科#138762(28題)

115年 - 115-1 國立彰化女子高級中學_教師甄選試題：數學科#138761(21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：國語文#138759(10題)

115年 - 115-1 國立彰化女子高級中學_教師甄選試題：英文科#138758(7題)

115年 - 115-1 國立彰化女子高級中學_教師甄選試題：生物科#138756(34題)

115年 - 115-1 臺北市立中崙高級中學_教師甄選試題︰公民與社會科#138755(12題)

115年 - 115-1 臺北市立中崙高級中學_教師甄選試題︰全民國防教育科#138754(10題)

115年 - 115-1 國立竹東高級中學_教師甄試試題：資訊科技概論科#138750(40題)

115年 - 115 中華郵政股份有限公司_職階人員專業職(二)外勤甄試試題_專業職(二)外勤／郵遞業務、 運輸業務：英文#138741(25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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講師：陳耘得

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生物

描述：錯題

錯題

描述：歷屆錯題

筆記

描述：隨手

4. 「十二年國民基本教育課程綱要」有關國小課程架構的說明，下列何者正確？ (A)整體課程分為「部定課程」、「校定課程」和「彈性學習課程」三 大類 (B)國民小學階段「領域學習課程」包括語文、社會、數學、科技領域、藝 術、綜合活動、健康與體育七大領域課程，自然科學則以議題形式融入 教學。 (C)「彈性學習課程」由學校自行規劃辦理全校性、全年級或班群學習活動， 提升學生學習興趣並鼓勵適性發展，落實學校本位及特色課程。 (D)國民小學階段每節上課時間為 40 分鐘，學校得視課程實施及學生學習進 度需求，經學校課程發展委員會通過後，彈性調節每節分鐘數，但不得 調整或重組領域學習節數。

7 民營化類型可概分為撤資、委託、替代，下列何者不是「替代」的民營化類型？ (A)政策鼓勵民間設立電廠 (B)公營銀行規模縮減或出售民間 (C)私人保全公司負責安全保護 (D)政府公開招標道路養護工程

9 依現行憲法增修條文規定，監察院之權限不包括下列何者？ (A)對失職或違法之司法院人員提出彈劾案 (B)對有失職或違法情事之地方公務人員提出彈劾案 (C)對行政院及其有關部會之不當行政或命令提出糾正案 (D)對總統提名之考試院正、副院長行使同意權

22 組織人力陞遷過程要避免「彼得原理」現象，這是指： (A)陞遷至一個無法勝任的新職務 (B)陞遷速度太快 (C)依賴人際關係獲取陞遷 (D)不斷職務輪調造成適任性問題

30.下列敘述何者正確？ (A) 就幼兒園的主題選擇，進行「好吃的蔬果」可以使用黏土捏塑、紙箱、樹葉、吸管等 素材，設計適合美感創作的活動。 (B) 教保課程主題為「好玩的水」有符合幼兒的生活經驗，所以老師可在學習區準備磁鐵 釣迴紋針紙魚、觀賞冷靜瓶、用積木建游泳池。 (C) 在宜蘭地區規劃幼兒教保活動課程，最好要設計搭乘捷運安全的內容，以防止幼兒出 意外。 (D) 大班老師亦可以運用中班的學習指標來評量幼兒，讓發展較慢的幼兒可提升學習成 效。

22. (A) spatial (B) mercurial (C) psychological (D) residual