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教甄◆染整科

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115年 - 115 國軍上校以上軍官轉任公務人員考試_少將轉任_一般行政：行政學研究#138884(4題)

115年 - 115 身心障礙特種考試_五等_地政：土地行政大意#138883(50題)

115年 - 115 身心障礙特種考試_三等_機械工程：機械設計#138882(5題)

115年 - 115 身心障礙特種考試_五等_地政：土地法大意#138881(50題)

115年 - 115 身心障礙特種考試_五等_錄事、庭務員：民事訴訟法大意與刑事訴訟法大意#138880(50題)

115年 - 115 身心障礙特種考試_五等_庭務員：法院組織法大意（包括法庭席位布置規則、法庭旁聽規則、臺灣高等法院以下各級法院或分院臨時開庭辦法、法庭錄音錄影及其利用保存辦法、法院便民禮民實施要點）#138879(50題)

115年 - 115 身心障礙特種考試_三等_機械工程：熱力學#138878(9題)

115年 - 115 身心障礙特種考試_五等_財稅行政：財政學大意#138877(50題)

115年 - 115 身心障礙特種考試_三等_水利工程：水利工程#138876(6題)

115年 - 115 身心障礙特種考試_五等_財稅行政：稅務法規大意#138875(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.

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員工被假定為「性善者」，會主動、負責完成份內工作，領導者非常尊重員工意見的領導方式，稱為： (A)壓榨的權威式 (B)仁慈的權威式 (C)諮商式 (D)參與式

14.李克特(Likert)的管理系統研究，將民主與專權領導區分為四種類型，其中管理系統Ⅱ是屬於 下列哪一種領導型態？ (A)仁慈式專權領導 (B)參與式民主領導 (C)諮詢式民主領導 (D)獨裁式專權領導

複選題19 李克特（R. Likert）將領導型態分成四種，認為部屬會主動、負責完成份內工作且領導者尊重部屬意見， 係屬下列何種型態？ (A)壓榨的權威式（Exploitative-Authoritative） (B)仁慈的權威式（Benevolent-Authoritative） (C)參與式（Participative） (D)諮商式（Consultative）

27 The only way to _____ the side effect of the pill is to drink a lot of water. (A)prolong (B) mitigate (C) solicit (D) compromise

29 有關多元評量的敘述，下列何者較正確？ (A)動態評量兼具有鑑定與分類、診斷與處方的評量功能 (B)檔案評量的最終目的在於教導個體適當的社會性行為 (C)生態評量的目標在於評估學生的發展潛能，而非學習者目前的表現 (D)課程本位評量的最終目的在於協助個體達成社會化

6.美美老師確認小英容易受學習區環境訊息的影響，想要進行教學調整。請以(1)美勞區 的調整，(2)扮演區的調整，(3)小英情緒覺察能力的引導，各提出一項策略並說明理由。