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115年 - 115-1 國立臺南一中_教師甄選初試試題：數學#138376(16題)

115年 - 115-1 臺北市立大同高級中學_教師甄選初選試題：高中歷史科#138375(4題)

115年 - 115 國立嘉科實驗高級中學_教師甄選試題_高中部：體育科#138374(23題)

115年 - 115 國立嘉科實驗高級中學_教師甄選試題_國中部：體育科#138373(23題)

115年 - [無官方正解]115 國立中山大學_碩士班考試入學招生考試試題_生科系：生物化學與分子生物學#138372(50題)

115年 - 115-1 國立臺南第一高級中學_教師甄選初試試題：物理科#138371(26題)

115年 - 115 國立臺灣師範大學附屬高級中學_教師甄選試題：全民國防教育科#138370(35題)

115年 - 115 國立中山大學_學士後醫學系招生考試試題：普通生物及生化概論#138369(90題)

115年 - 115-1 國立臺灣師範大學附屬高級中學_專任教師甄選試題：輔導科#138368(7題)

115年 - 115-1 國立臺灣師範大學附屬高級中學_專任教師甄選試題：特殊教育科#138367(11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...

處理社會秩序維護法案件作業程序

課程：【警鴿】警察情境實務(完整收錄歷年特考題、附SOP)(下)
章節：【必考類別】刑事類

警察機關通知法律扶助機構指派律師到場辯護作業程序

課程：【警鴿】警察情境實務(完整收錄歷年特考題、附SOP)(下)
章節：【必考類別】刑事類

辦理疑似病死案件相驗作業程序

課程：【警鴿】警察情境實務(完整收錄歷年特考題、附SOP)(下)
章節：【必考類別】刑事類

25. According to the passage, Philadelphia and Boston are similar to New York City in (A) size of population (B) age (C) site (D) availability of rail transportation

37.個案剛開完髖關節手術，在進入浴缸的過程，下列何者錯誤？ (A)站在浴缸旁，以開刀的腳靠近浴缸 (B)將身體重量移到非開刀腳 (C)開刀的腳跨入時，開刀腳可以髖關節屈曲100度、膝蓋屈曲80度跨入浴缸 (D)開刀腳先跨入浴缸，非開刀腳再跨入，浴缸底部置放防滑墊

26 甲簽發發票日為某年 5 月 1 日，到期日為同年 10 月 1 日，面額 20 萬元之本票一張交付乙，乙將本票背書交付丙，丙背書交付丁。如乙於該票據背面簽名旁記載免作拒絕證書，丁於同年 10 月 3 日請求甲付款，遭甲拒絕，丁遲至次年 10 月 2 日始對乙追索，乙對丁有無抗辯事由？ (A)乙對丁有抗辯事由，因追索權時效至次年 9 月 30 日止 (B)乙對丁有抗辯事由，因追索權時效至次年 10 月 1 日止 (C)乙對丁無抗辯事由，因追索權時效至次年 10 月 3 日止 (D)乙對丁有抗辯事由，因丁未遵期為付款提示

47.下列何者為 cabergoline 之主要代謝反應？ (A)水解 (B)氧化 (C)還原 (D)乙醯化

48.體內何種酵素過度活化，可導致 codeine 具呼吸抑制之風險？ (A)CYP2C (B)CYP3A4 (C)CYP2D6 (D)UGT2B7

10.票匯係簽發以匯款行之存匯行或通匯行為付款行之匯款支票，由下列何者逕寄受款人？ (A)匯款人 (B)匯款行 (C)付款行 (D)通匯行