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研究所、轉學考(插大)◆管理實務

研究所、轉學考(插大)◆科學英文

研究所、轉學考(插大)◆社會分析

115年 - 20200 鋼管施工架 丙級 工作項目 06：自主檢查及維護 51-75（2026/01/07 更新）#136388(25題)

115年 - 20200 鋼管施工架 丙級 工作項目 06：自主檢查及維護 1-50（2026/01/07 更新）#136387(50題)

115年 - 20200 鋼管施工架 丙級 工作項目 05：吊運及組立 1-40（2026/01/07 更新）#136386(40題)

115年 - 20200 鋼管施工架 丙級 工作項目 04：施工準備作業 1-57（2026/01/07 更新）#136385(57題)

115年 - 20200 鋼管施工架 丙級 工作項目 03：放樣 1-16（2026/01/07 更新）#136384(16題)

115年 - 20200 鋼管施工架 丙級 工作項目 02：材料檢視 1-65（2026/01/07 更新）#136383(65題)

115年 - 20200 鋼管施工架 丙級 工作項目 01：識圖 51-74（2026/01/07 更新）#136382(24題)

115年 - 20200 鋼管施工架 丙級 工作項目 01：識圖 1-50（2026/01/07 更新）#136381(50題)

115年 - 20000 國貿業務 丙級 工作項目 11：貿易單據製作－國際貨物運輸 51-75（2026/01/06 更新）#136379(25題)

115年 - 20000 國貿業務 丙級 工作項目 11：貿易單據製作－國際貨物運輸 1-50（2026/01/06 更新）#136378(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.

等差數列與級數

講師：林靖

簡介：1.認識數量關係與規律 2.數列與級數 3.等差數列 4.等差級數 5.綜合應用

線型函數

講師：林靖

簡介：1.認識函數,函數特性(對應關係),函數判別,2.函數值 3.函數圖形與線型函數 4.線型函數的生活應用

【警鴿】2025警察法規(上):警察法、警職法

講師：小摩喵(課程：警鴿系列)

簡介：讓你快速記憶「警察法規」，考試有如OPEN BOOK一般。 警察法規(包括警察法、行政執行法、社會秩序維護法、...

需求、供給與價格

描述：熟能生巧！

公職人員財產申報、利益衝突迴避法

描述：章節重點！

人性善惡

描述：(A)孟子(性善)、盧梭 (性善)人性本善，另有陸象山、周敦頤、西賽羅、辛尼加、福祿貝爾等人 (B)荀子(性惡)...

60.下列有關記憶的敘述哪一個是正確的？ (A)長期記憶包括學習策略 (B)語意記憶以不同處理層次組織成 (C)程序性記憶與語意記憶的儲存區相同 (D)情節記憶很容易提取

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）

19. Eiffel Tower offers a wonderful 360° _____ view of Paris if one gets on its top deck. (A) inclusive (B) odd (C) panoramic (D) strict

10. The congress criticize that the education __________ gets slowed down in spite of the total tax revenue has increased recently.(A) give (B) giving (C) spend (D) spending。

35 阿偉害怕走平衡木或大型遊具的獨木橋，教保人員讓阿偉先練習側身以螃蟹走路方式前進，再漸進以正面固定一腳前一 腳後的方式前進，最後再以跨步交替前進。這是屬於何種層面的課程調整策略？ (A)學習環境 (B)學習內容 (C)學習評量 (D)學習歷程

35 從救災的效益來看，為何各地方政府的災害應變中心召集人，通常由地方 政府首長兼任？ (A)因為他們需要曝光 (B)因為他們是人民選出來的 (C)首長的職位高度才能夠指揮各業務單位協調救災 (D)因為有話題性