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警政資訊管理與應用

數位鑑識執法

刑事化學

115年 - 90001 機工類共同科目 乙級 工作項目 08：氣油壓概論 1-55（2026/01/14 更新）#136849(55題)

115年 - 90001 機工類共同科目 乙級 工作項目 07：電腦概論 1-44（2026/01/14 更新）#136848(44題)

115年 - 90001 機工類共同科目 乙級 工作項目 06：機件原理 1-52（2026/01/14 更新）#136847(52題)

115年 - 90001 機工類共同科目 乙級 工作項目 05：機械工作法 51-72（2026/01/14 更新）#136846(22題)

115年 - 90001 機工類共同科目 乙級 工作項目 05：機械工作法 1-50（2026/01/14 更新）#136845(50題)

115年 - 90001 機工類共同科目 乙級 工作項目 04：金屬材料 1-52（2026/01/14 更新）#136843(52題)

115年 - 90001 機工類共同科目 乙級 工作項目 03：精密量測 51-74（2026/01/14 更新）#136842(24題)

115年 - 90001 機工類共同科目 乙級 工作項目 03：精密量測 1-50（2026/01/14 更新）#136841(50題)

115年 - 90001 機工類共同科目 乙級 工作項目 02：行業數學 1-50（2026/01/14 更新）#136840(50題)

115年 - 90001 機工類共同科目 乙級 工作項目 01：機械製圖 1-40（2026/01/14 更新）#136839(40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.

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...

教育統計

講師：Terry Tung

簡介：國家考試考古題整理

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iPAS學習

描述：iPAS個人學習筆記

20、由一群不同的教學人員所組成教學團，共同計畫合作進行教學方法，稱：(A)編序教學(B)整體教學 (C)協同教學 (D)計畫教學。

複選題30. 依據《偵查不公開作業辦法》規定，請選出下列正確者： (A)不得公開偵查內容，除了偵查程序及內容外，也包含偵查所得心證 (B)所謂「揭露」，僅限於揭示、洩漏予特定人得以見聞、知悉之行為 (C)對於現時難以取得或調查之證據，為犯罪嫌疑人行使防禦權之必要，得適度公開，以請求社會大眾協助 (D)犯罪嫌疑人之犯罪前科資料得適度公開，以保護民眾安全 (E)案件偵查中，不得任媒體拍攝犯罪嫌疑人，但於監看狀態下，可藉由監視器之畫面拍攝之

36.依「銀行業辦理外匯業務管理辦法」規定，指定銀行辦理出口外匯業務、進口外匯業務等各項外匯業務 之覆核人員，其資格條件為何？ (A)曾任經辦人員三個月以上 (B)限具有外匯業務執照 (C)應有外匯業務執照或三個月以上相關外匯業務經歷 (D)應有外匯業務執照或六個月以上相關外匯業務經歷

7.有關於工作豐富化(Job Enrichment)，下列何者不是合宜的作法？ (A)給予員工一定的工作自主權，讓員工有充分表現自己的機會 (B)在工作任務中增加幾項提升工作動機的元素 (C)增加工作任務的多樣性 (D)讓員工不斷枯燥乏味地重複做一件事

複選題62.根據我國《國民教育階段家長參與學校教育事務辦法》(112 年 9 月 28 日發布)，其內容以下何者有誤? (A)學校應主動公開班級或學校年度課程規劃、教學計畫與教學評量方式及標準 (B)學校應主動公開有關學生權益之法令規定、權利救濟途徑等相關資訊 (C)每學年開學後一個月內，班級教師應協助成立班級家長會，並提供其相關資訊 (D)學校應於每學期開學前一週至開學後三週內，舉辦家長日。

79.下列何種腸胃道運動與排便最相關？ (A)蠕動（peristalsis） (B)逆蠕動（antiperistalsis） (C)分節運動（segmentation） (D)整體移動（mass movement）