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【段考】國三英文

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)

115年 - 115-1 國立頭城高級家事商業職業學校_教師甄選試題：餐飲管理科#138786(38題)

115年 - 115-1 國立頭城高級家事商業職業學校_教師甄選試題：資料處理科#138785(29題)

115年 - 115-1 國立竹東高級中學_教師甄試試題：會計事務科#138784(20題)

115年 - 115-1 國立竹東高級中學_教師甄試試題：國文科#138782(7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.

test

講師：tina

簡介：test

新增課程

講師：【站僕】摩檸Morning.

簡介：測試描述

課程學習1

講師：【站僕】摩檸Morning.

簡介：課程學習1課程學習1課程學習1課程學習1課程學習1 課程學習1課程學習1課程學習1課程學習1課程學習1 課程學...

重點複習

描述：複習

ㄧ、企業管理概論

描述：王毅老師-企業管理

二、管理學派簡介

描述：1.科學管理學派 2.一般行政學派 3.組織行為學派 4.管理科學學派 5.系統管理學派 6.權變學派

97A人壽保險；B實支實付型的健康保險；C年金保險；D日額型健康保險以上何者適用分攤原則 (A)AB(B)BD(C)ABCD(D)B。

40. 程紳很喜歡捉弄誠恭，不是偷藏他的書包，弄壞他的作品，就是嚇唬他。誠恭跟朋友說道：「每次告訴老師都沒有用，程紳被老師修 理後更變本加厲，他最討厭了，他真是名副其實的惡霸。」。依據德瑞克斯(R. Dreikurs)的錯誤目標理論觀點，程紳最有可能追求下列 何種錯誤目標？ (A)尋求注意 (B)尋求權力 (C)尋求報復 (D)表現無能

2 下列關於刑案犯罪現場的封鎖，何者錯誤？(A)實施犯罪調查，必要時得封鎖犯罪現場，並為即時之勘察(B)實施前項封鎖時，應派員於封鎖線外警戒。非經在線外警戒警員同意，任何人不得進入(C)經許可進入現場者，應著必要之防護裝備，避免破壞現場跡證(D)現場封鎖得使用現場封鎖帶、標示牌、警示閃光燈或其他器材，以達成保全現場為原則

79.某藥屬非線性藥動特性，其 為 100 mg，為 50 mg/h。若以靜脈注射方式投與此藥 300 mg，則自給藥開始後多少小時此藥才會有 50％被排除？ (A)5.4 (B)4.4 (C)5.0 (D)4.0

80.下列何者易受個體基因差異之影響？①drug receptor 之反應 ②drug-metabolizing enzyme 之活性 ③ drug transporter 之表現 (A)僅①② (B)僅②③ (C)僅①③ (D)①②③

2. 根據教保服務人員條例第 33 條第 1 項：教保服務人員，不得有其他對幼兒之身心暴力或不當對待之行為。以下敘述何者正確？ (A) 條文所指係包含教保員或教師，本於無處罰目的之行為，但基於管教目的之作為不包括。 (B) 午睡時老師跨過幼生，不小心踩傷幼生眼睛，因非故意，故非屬積極性非故意傷害對幼生產生身心暴力之行為。 (C) 老師因幼生尿褲子，一時氣憤下，口頭恐嚇幼生要把他吊起來打三天，屬身心暴力之 行為。 (D) 二教保員午休時因為聊天、滑手機，一時未注意某幼生滾到木板區外未蓋棉被，屬於 消極不作為之忽視或疏忽之不當對待行為。