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港務局◆內燃機與渦輪機

港務局◆船用電學與自動控制

港務局◆工程力學與土壤力學

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)

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.

藥理學與藥物化學分章節題庫(108-1～115-1)

講師：Pharm_MADAO

簡介：● 收錄108-1～115-1之藥理學與藥物化學國考題 ● 分章節整理試題，幫助考生複習各章節之內容 祝考試順利

郵局英文

講師：Terry Tung

簡介：整理歷屆郵局英文考題分類

國中會考英文總複習

講師：Terry Tung

簡介：本課程依據最新國中會考英文題型與命題趨勢，精心設計全面的學習內容，涵蓋字彙、片語、文法、克漏字、連續...

人群關係

課程：陳真、黃靖-行政學精典
章節：Ch4.整合理論或系統權變時期

新公共行政論點(或價值觀)

課程：陳真、黃靖-行政學精典
章節：Ch5.新公共行政、黑堡宣言、新公共管理與新公共服務

黑堡宣言

課程：陳真、黃靖-行政學精典
章節：Ch5.新公共行政、黑堡宣言、新公共管理與新公共服務

38 下列何者屬於殊價財？(A)國防(B)國民住宅(C)高爾夫球場(D)公園

1 Kemmis 與 McTaggart(1988)建立一個批判的教育行動研究模式，其模式強調四個要素，下列何者為非？ (A)計畫(plan) (B)行動(action) (C)觀察(observation) (D)對話(dialogue)

1 有關公共行政的公共性，下列敘述何者錯誤？ (A)公共組織的行動皆以達成公共利益為最終目的 (B)公共組織的行動是基於政治權威的授權，而政治權威的基礎則是公眾 (C)第三部門並非政府部門，因此不具公共性 (D)公共組織應對大眾負起行政責任

64.有關腓骨肌群相關敘述，下列何者錯誤？(A)腓骨長肌的外翻力量較腓骨短肌強 (B)腓骨長肌收縮過大的牽引力容易導致舟狀骨半脫位 (C)腓骨長肌因麻痺而失去肌力時容易導致大腳趾背側滑液囊炎 (D)因麻痺而失去肌力時容易導致腳踝內翻傷害

4. 有關《特殊教育學生及幼兒鑑定辦法》之敘述下列何者正確？(A)在聽障部分新增單耳聽損，為任一耳聽損達50分貝以上(B)若疾病未造成體能衰弱，但明顯嚴重影響參與學習活動，學生確實有特殊教育需求者，可判為其他障礙(C)智能障礙指個人在發展階段，其心智功能與適應行為均較同年齡者有顯著困難(D)肢體障礙指先天性肢體障礙或後天傷害造成永久性肢體障礙

19.依據健康行為之內涵，健康行為除外顯行為外，尚包含信念、動機與生活習慣等層面。下列有關幼兒健康行為之表現，何者同時符合健康行為內涵，且已具備穩定行為表現？甲、幼兒會主動在天氣變冷時增加衣物。乙、幼兒能說出多吃蔬菜對身體好。丙、幼兒餐後主動收拾桌面。丁、幼兒需教師提醒才刷牙。(A) 甲丙。(B) 甲乙丙。(C) 乙丙丁。(D) 甲丙丁。