最新資料

策略規劃與問題解決(生物科技)

兩岸文化現況與發展

農業交流與問題

115年 - 22700 民俗調理業腳底按摩 單一 工作項目 03：腳底按摩操作後服務事項 1-13（2026/01/14 更新）#136915(13題)

115年 - 22700 民俗調理業腳底按摩 單一 工作項目 02：腳底按摩之操作 251-277（2026/01/14 更新）#136914(27題)

115年 - 22700 民俗調理業腳底按摩 單一 工作項目 02：腳底按摩之操作 201-250（2026/01/14 更新）#136913(50題)

115年 - 22700 民俗調理業腳底按摩 單一 工作項目 02：腳底按摩之操作 151-200（2026/01/14 更新）#136912(50題)

115年 - 22700 民俗調理業腳底按摩 單一 工作項目 02：腳底按摩之操作 101-150（2026/01/14 更新）#136911(50題)

115年 - 22700 民俗調理業腳底按摩 單一 工作項目 02：腳底按摩之操作 51-100（2026/01/14 更新）#136910(50題)

115年 - 22700 民俗調理業腳底按摩 單一 工作項目 02：腳底按摩之操作 1-50（2026/01/14 更新）#136909(50題)

115年 - 22700 民俗調理業腳底按摩 單一 工作項目 01：腳底按摩操作前準備作業 301-355（2026/01/14 更新）#136908(55題)

115年 - 22700 民俗調理業腳底按摩 單一 工作項目 01：腳底按摩操作前準備作業 251-300（2026/01/14 更新）#136907(50題)

115年 - 22700 民俗調理業腳底按摩 單一 工作項目 01：腳底按摩操作前準備作業 201-250（2026/01/14 更新）#136906(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.

測試

講師：【站僕】摩檸Morning.

簡介：測試描述 測試

統計學

講師：Terry Tung

簡介：國家考試考古題整理

考前60天◆經濟學

講師：Terry Tung

簡介：高普考、初考、三四五等、國營適用！ ✅ 申論題精析完備 + 選擇題全新解析（選擇題暫時無解析，之後會補上...

結構功能論2

描述：結構功能論

半總統制

描述：半總統制

直接民主

描述：直接民主

2. 西方運動哲學發展歷史脈絡的原初期(~1960)，寫出「人類－遊戲者」的作者是誰？ (A)席格勒(E.F. Zeigler) (B)格瑞扶司(H. Graves) (C)懷金格(J. Huizinga) (D)桑塔雅那(G. Santayana)

10. 運動彩券發行之規劃、執行及輔導是由哪一個單位的業務？ (A)體育署全民運動組 (B)體育署綜合規劃組 (C)體育署運動設施組 (D)財政部國稅局

45. 以下對棒球規則的描述，何者正確？ (A)兩好球後，將球觸擊成界外，打者出局 (B)兩好球後，將球觸擊成界外，不計好球，打者可繼續打擊 (C)當壘上有跑者時，就不構成不死三振的條件 (D)當兩出局時，就不構成不死三振的條件

41. 有關財產保養狀況之檢查，下列何者錯誤？ (A)專案檢查：遇民眾檢舉等特殊情形，經司法人員提出需求，配合辦理 (B)緊急檢查：重大災害後立即辦理 (C)定期檢查：每年至少辦理一次，但非公司組織之國營事業，為因應特殊情形另有規定者，從其規定 (D)不定期檢查：遇必要時隨時辦理

42. 各機關之財產，應由財產管理單位及使用單位於每一年度至少實施盤點幾次？ (A)2 次 (B)4 次 (C)1 次 (D)3 次

43. 變賣廢品應注意事項，下列何者為非？ (A)廢品變賣所得之價款，除編制附屬單位預算之基金應依有關規定處理者外，其餘各機關一律解庫 (B)無法利用且不具機密性之印刷品或辦公室廢紙，得售與紙廠製作再生紙漿 (C)無法利用之廢品，但仍存有殘餘價值者，得予變賣 (D)廢品標定前已確認過變賣數（重）量，得標人提貨時，得視情形辦理點交