國立嘉義女中103 學年度第 1 次教師甄試英文科試題
1. In general, there is a gap between junior and senior level English. The major headache for senior high students is that there seem to be lots of new words whenever they do the reading. How do you expand students’ vocabulary in your English class? Explain in detail and evaluate to convince that your method is efficient and effective.
2. Besides helping students enhance their English ability, it’s vital that an English teacher preach some values or instill right ideas in students. What values, ideas, or skills will you teach your students so that they can cope with the rapid changes of society and various challenges in their life?
3. What do you think are personality traits and work ethics for an eligible English teacher?
4. Based on the following article, design three questions to check students’
comprehension.
Are you unhappy about your recent encounters with the medical profession? Do you think that doctors are too rushed and impersonal, insurance companies have too much control, fees are too high, and procedures and tests are not thoroughly explained? You’re not alone. National consumer surveys show a low level of satisfaction with health care, but at the Mayo Clinic in Rochester, Minnesota, patient satisfaction soars above the average. At the same time, costs are lower and the staff is happier than those at most other hospitals. Teamwork is the key to the clinic’s remarkable success.
The Mayo Clinic was founded by Dr. William W. Mayo, a Minnesota physician, and his two sons, William and Charles, also physicians. After a catastrophic tornado in 1883, the doctors joined forces with nurses from the Sisters of St. Francis, and the arrangement was made permanent with the opening of St. Mary’s Hospital in 1889. The Mayo brothers recruited more physicians, hiring technicians and business managers and creating one of the first group medical practices. The closeness of the two siblings, as well as advances in medicine, helped guide the development of Mayo’s team-based culture. Harry Harwick, their first business manager, claims, “The first and perhaps greatest lesson I learned from the Mayos was that of teamwork.
For ‘my brother and I’ were not mere convenient term of reference, but rather the expression of a basic, indivisible philosophy of life. ” Dr. William Mayo said, “It has become necessary to develop medicine as a cooperative science; the clinician, the specialist, and the laboratory workers uniting for the good of the patient. Individualism in medicine can no longer exist.”
The team approach permeates the culture of the entire organization. It begins with staff and physician recruiting. Mayo runs its own medical school and residency programs and hires many
of its own graduates. The clinic selects only those with the “right” attitude, the ones who are willing to put patients’ needs first. All clinic medical staff, including doctors, nurses, and technicians, call each other “consultants,” a term which emphasizes collaboration and also reduces status barriers, enabling all workers to participate as equals in patient-care decisions.
The CEO is a physician; every committee is headed by medical personnel, with business staffers working as advisors only. The Mayo brothers turned their life savings into the Mayo
Foundation, which funds the clinic’s operation as well as medical education and research.
Doctors at Mayo are employees, not owners, so they receive a salary, ensuring that they will make decisions in the best interests of their patients, not for personal gain. Without worries about turf battles, collaboration is the norm. Oncologist Lynn Hartman explains, “I take great comfort in the proximity of expertise. I feel much more confident in the accuracy of my diagnosis because I’ve got some very, very smart people next to me who have expertise that I don’t have.”
A typical patient’s experience at Mayo is something like this: A cancer patient would have multiple professionals involved in his or her care, from oncologists to nurses to radiologists to surgeons to social workers, and the group would meet as a team with the patient to work out a joint strategy for treatment. Cancer patients typically feel that they have little control, but Mayo doctors know that getting patients actively involved in their own care dramatically increases the odds of successful treatment. Hartman claims, “Most patients today want a more interactive style ... so that they can be part of the decision. They’re on the Internet; they’re doing their own research. What they’re looking for is someone who can help them sort through that
information.” With help from the professionals, patients can work out a treatment that makes sense for their particular circumstances. When a patient’s needs or questions change, the team adapts. “We work in teams, and each team is driven by the medical problems involved in a case and by the patient’s preferences. Sometimes that means that a team must be expanded – or taken apart and reassembled,” says Hartman.
Part of Mayo’s success comes because of past successes -- for example, when its medical school graduates refer patients to the clinic. The foresight of Will and Charlie Mayo in
providing financially for the clinic is another factor. Mayo’s reputation also creates
opportunities, such as Mayo physician Donald Hensurd’s recurring column for Fortune readers and the award-winning web site mayoclinic.com. But most of it is due to the passion for teamwork expressed in the founders’ philosophy. “No one is big enough to be independent of others. None of us is as smart as all of us.
