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專科學力鑑定◆專(一、二)：化學＋物理

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高等電子電路學

115年 - 115 初等考試_地政：土地法大意#136698(50題)

115年 - 115 初等考試_地政：土地行政大意#136697(50題)

115年 - 115 初等考試_圖書資訊管理：圖書館學大意#136696(50題)

115年 - 115 初等考試_圖書資訊管理：中文圖書分類編目大意#136695(50題)

115年 - 115 初等考試_人事行政：人事行政大意#136694(50題)

115年 - 115 初等考試_財稅行政：稅務法規大意#136693(50題)

115年 - 115 初等考試_財稅行政：財政學大意#136692(50題)

115年 - 115 初等考試_會計：會計審計法規大意#136691(50題)

115年 - 115 初等考試_教育行政：教育學大意#136690(50題)

115年 - 115 初等考試_教育行政：教育法規大意#136689(50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.

這是我的課程

講師：陳耘得

簡介：這是測試

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講師：陳耘得

簡介：12312312

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講師：陳耘得

簡介：123123

十三、復原力理論

課程：【社工師考試】社會工作｜考試重點｜答題技巧
章節：參、社會工作理論與應用

十四、多元文化的社會工作

課程：【社工師考試】社會工作｜考試重點｜答題技巧
章節：參、社會工作理論與應用

十五、建構的社會工作

課程：【社工師考試】社會工作｜考試重點｜答題技巧
章節：參、社會工作理論與應用

31. You will want two trees about ten feet apart, from __________ to suspend your tent. (A)there (B)them (C)which (D)where

50.高中以下學校應設「學生輔導工作委員會」，其中有關委員的組成，下列敘述何者正確？ (A) 必須有學生及家長代表，國中小學得免聘學生代表 (B) 必須有家長代表，國中小學免聘學生代表 (C) 必須有家長代表，國小免聘學生代表 (D) 必須有學生及家長代表，國中得免聘學生代表

15. 花老師嘗試將阿德勒(Adler)的「社會興趣」（social interest）概念，應用到班級經營。請問下列哪一項說明最 符合這項概念呢？ (A)從學生所身處的社會系統來加以了解 (B)學生的社會興趣是年幼階段在家庭裡養成的 (C)班級對學生的影響，有如陽光之於植物 (D)社會興趣是指學生對老師的順從及與他人合作的特質

4 A 分局與 B 分局對於某違反社會秩序維護法之案件均認為無管轄權而發生爭議，此時究應如何處理？(A)如 A 分局受理在先，由 A 分局管轄(B)由 A 分局與 B 分局協議定之(C)由 A 分局與 B 分局之各該上級警察機關協議定之(D)由 A 分局與 B 分局之共同直接上級警察機關指定管轄

20. 某公司的稅後淨利為 60 萬元，已知銷貨毛利率為 35%，純益率為（稅後淨利率）15%，請問該公司 的銷貨成本為多少？ (A)260 萬元 (B)280 萬元 (C)480 萬元 (D)300 萬元

28. 有兩家製造相同產品的公司，營業槓桿程度高的公司較槓桿度低的公司： (A)其每股盈餘較不受營業額的影響 (B)其營業利益較不受營業額的影響 (C)其成本線的截距較高 (D)其成本線的斜率較高