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少年事件處理法

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115年 - 19500 就業服務乙級工作項目 01：職業介紹、人力仲介及外國人引進、聘僱、管理事項 651-700（2026/01/07 更新）#136430(50題)

115年 - 19500 就業服務乙級工作項目 01：職業介紹、人力仲介及外國人引進、聘僱、管理事項 601-650（2026/01/07 更新）#136429(50題)

115年 - 19500 就業服務乙級工作項目 01：職業介紹、人力仲介及外國人引進、聘僱、管理事項 551-600（2026/01/07 更新）#136428(50題)

115年 - 19500 就業服務乙級工作項目 01：職業介紹、人力仲介及外國人引進、聘僱、管理事項 501-550（2026/01/07 更新）#136427(50題)

115年 - 19500 就業服務乙級工作項目 01：職業介紹、人力仲介及外國人引進、聘僱、管理事項 451-500（2026/01/07 更新）#136426(50題)

115年 - 19500 就業服務乙級工作項目 01：職業介紹、人力仲介及外國人引進、聘僱、管理事項 401-450（2026/01/07 更新）#136425(50題)

115年 - 19500 就業服務乙級工作項目 01：職業介紹、人力仲介及外國人引進、聘僱、管理事項 351-400（2026/01/07 更新）#136424(50題)

115年 - 19500 就業服務乙級工作項目 01：職業介紹、人力仲介及外國人引進、聘僱、管理事項 301-350（2026/01/07 更新）#136423(50題)

115年 - 19500 就業服務乙級工作項目 01：職業介紹、人力仲介及外國人引進、聘僱、管理事項 251-300（2026/01/07 更新）#136422(50題)

115年 - 19500 就業服務乙級工作項目 01：職業介紹、人力仲介及外國人引進、聘僱、管理事項 201-250（2026/01/07 更新）#136421(50題)

最新試題

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

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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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3.依郵政法規定，各類郵件收件人有二人以上者，在郵件未投遞前，收件人間發生爭議，向中華郵政公司聲明，對於郵件之收受已提起訴訟時，中華郵政公司應如何投遞？ (A)得向其中任何一收件人投遞 (B)得依任一收件人要求向其投遞 (C)應請所有收件人簽名或蓋章後，向其中一人投遞 (D)應依確定判決或訴訟結果投遞

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

23 辦理公務人員國家考試時，應該遵守的法律要求為何？ (A)根據性別分別錄取相當人數，以達成性別平權 (B)要經常辦理各種特種考試，以因應一般性機關的用人需要 (C)免收報名費，確保任何人都有應考試的機會 (D)公開競爭方式行之

5. 有關適應行為之評量下列何者正確？(A)請分別讓教師及家長填寫，才能看出跨情境的差異(B)這是能力測驗，故我們要看的是「能做卻不一定會去做」(C)裡面的指導問句都不能做任何解釋(D)主要評量「實際會不會去做」

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。

41.下列何者屬於《幼兒園教保活動課程大綱》中「社會領域」之學習目標？甲、肯定自己並照顧自己。乙、樂於體驗文化的多元現象。丙、樂於與他人溝通並共同合作解決問題。丁、親近自然並尊重生命。 (A) 甲乙丙。 (B) 甲丙丁。 (C) 乙丙丁。 (D) 甲乙丁。