Hello, I am using IntelliJ IDEA with JavaFX to build a travel expensive calculator, but I dont konw how to conver user input to doulbe. Pleasse teach me how to add all textfield and display it after I click submit.

public class Main extends Application {

    @Override
    public void start(Stage primaryStage) throws Exception{

        Label label1 = new Label ("(1) Number of days on the trip");
        Label label2 = new Label ("(2) Transportation cost (choose one only)");
        Label label3 = new Label ("Airfare Cost ");
        Label label4 = new Label ("Miles driven  ");
        Label label5 = new Label ("(3) Conference registration cost ");
        Label label6 = new Label ("(4) Lodging Cost (per night) ");
        Label label7 = new Label ("(5) Food cost (total) ");
        Label label8 = new Label ("(6) Lodging Cost (per night) ");
        Label TotalExpensive = new Label("Total expenses: ");
        Label TotalExpensiveResult = new Label(" ");



        TextField field1 = new TextField();
        TextField field2 = new TextField();
        TextField field3 = new TextField();
        TextField field4 = new TextField();
        TextField field5 = new TextField();
        TextField field6 = new TextField();
        TextField field7 = new TextField();


        Button button1 = new Button ("Submit"); //Create submit button
        Button button2 = new Button ("Cancel"); //Create Cancel button

        HBox hBox = new HBox(20, label1, field1);
        HBox hBox1 = new HBox(10, label2);
        HBox hBox2 = new HBox(15, label3, field2);
        HBox hBox3 = new HBox(10, label4, field3);
        HBox hBox4 = new HBox(12, label5, field4);
        HBox hBox5 = new HBox(32, label6, field5);
        HBox hBox6 = new HBox(75, label7, field6);
        HBox hBox7 = new HBox(32, label8, field7);
        HBox hBox8 = new HBox(20, button1, button2);
        HBox hBox9 = new HBox(20, TotalExpensive, TotalExpensiveResult);


        hBox.setAlignment(Pos.BASELINE_RIGHT);
        hBox1.setAlignment(Pos.BASELINE_LEFT);
        hBox2.setAlignment(Pos.BASELINE_RIGHT);
        hBox3.setAlignment(Pos.BASELINE_RIGHT);
        hBox4.setAlignment(Pos.BASELINE_RIGHT);
        hBox5.setAlignment(Pos.BASELINE_RIGHT);
        hBox6.setAlignment(Pos.BASELINE_RIGHT);
        hBox7.setAlignment(Pos.BASELINE_RIGHT);
        hBox8.setAlignment(Pos.CENTER);
        hBox9.setAlignment(Pos.CENTER);

        hBox.setPadding(new Insets(0,0,15,0));
        hBox3.setPadding(new Insets(0,0,15,0));
        hBox8.setPadding(new Insets(25,0,15,0));



        GridPane gridPane = new GridPane ();

        gridPane.add(hBox, 0, 0);
        gridPane.add(hBox1, 0, 1);
        gridPane.add(hBox2, 0, 2);
        gridPane.add(hBox3, 0, 3);
        gridPane.add(hBox4, 0, 4);
        gridPane.add(hBox5, 0, 5);
        gridPane.add(hBox6, 0, 6);
        gridPane.add(hBox7, 0, 7);
        gridPane.add(hBox8, 0, 8);
        gridPane.add(hBox9, 0, 9);

        //*******Here*********
        button1.setOnAction(event -> {
            double cost = field1;
            TotalExpensiveResult.setText("Total Cost: $" + cost);
        });




        gridPane.setAlignment(Pos.CENTER);
        gridPane.setPadding( new Insets(20, 20, 20, 20));
        gridPane.setVgap( 10);
        gridPane.setHgap( 10);

        primaryStage.setTitle("Travel Expenses Calculator");
        primaryStage.setScene(new Scene (gridPane));
        primaryStage.show();


    }

Special Checking Is Handed a Loss Sammy Benson supervised greater Downtown Bank's Special Check Sorting Unit, which processed odd-sized, foreign, and damaged checks. Once the checks were sent to his unit, they were manually interpreted, recorded, entered into the appropriate account transactions, and filed for return. Sammy supervised three check sorting clerks in his department. These jobs were staffed by relatively untrained, entry-level individuals who had just graduated from high school. During the summer, Greater Downtown Bank hired low-income, disadvantaged young people for various jobs throughout the company as part of its Community Upbeat campaign. To participate in this effort, representatives from the Human Resources Department visited selected high schools to interview students. Since the students were already prescreened by the school, the interviews were little more than "get-acquainted" discussions. Last summer, Sammy's unit supplied one of the jobs in this effort. Juanita Perez was hired in this context to work as a Special Checks clerk. She was scheduled to begin working in June after graduating from the local vocational high school, where she maintained a C average. This was her first full-time job. When Juanita reported to the bank for a brief induction program, she was scared. It was not only her first day on the job, but the first time she had ever been in the bank. Nevertheless, she kept up her courage and reported to the Human Resources Department as planned. After waiting in the lobby for a while, she was taken to a small meeting room where she and two other new hires were shown how to fill out and sign various forms and documents. Next, an administrative assistant read to the new hires a series of personnel policies about work schedules, breaks, overtime, pay secrecy, attendance, and benefits. She signed more forms, wondering what all this meant. As the meeting drew to a close, Sammy Benson arrived after receiving a call from Human Resources. He and Juanita were introduced for the first time. Sammy escorted Juanita back to the Human Resources Department, showing her the bank's various offices and other departments. He gave her a quick tour of his area, introducing her to the other clerks as he went. Sammy was careful not to interrupt their work, however, nor did he explain to Juanita what they were doing. It was obvious by the expressions on their faces that the employees were surprised to see her. After a quick tour and passing introductions, Sammy gave Juanita some basic instructions in her job. He gave Juanita the job of processing foreign checks. He felt this task was the easiest job to learn and do correctly. During her first day on the job, Sammy spent about 15 minutes showing her the procedure: inspect, record, enter, adjust, file. Since he had to prepare for a meeting later that day, that was all the time he could spend with her. By the end of the first week, Juanita seemed to be getting the hang of things: She came to work on time, stayed busy, and was fairly pleasant and easy to get along with. Sammy intended to spend as much time as possible with her during this period; however, because she seemed to catch on quickly and he was very busy, he saw her only occasionally over the next few weeks. Then, after about a month, Juanita called in sick one day. A replacement was brought in, and as she looked through Juanita's desk for a notepad, she found what appeared to be a large pile of unfiled checks. When Sammy looked through the pile, he found that there were, in fact, quite a few unprocessed checks, some of which dated from Juanita's first day on the job. As they were the more unusual kinds of checks the department handled, Sammy assumed that she apparently had not known how to process them. Unfortunately, the combined value of these checks totaled around $65,000. The bank had lost the "float" value on them, and Sammy knew that customer complaints would be coming in soon. Sammy expected Juanita to come back to work the following day, and he wondered if he should write up a warning notice for her immediately. (Source: Alan Clardy, Ph.D., Advantage Human Resources, HRD Press, 1994) Based on the case study, answer the following questions. 1 Why do you think the problem occurs? What probably cause the problem of Juanita's poor performance? Explain.

2 Sammy is considering issuing a formal written warning notice to Juanita upon her return.

a) Do you think this is an appropriate action to take? Why is it and why is it not? Discuss.

] b) How can Sammy be sure he is making the right decision either to issue or not issuing the warning notice? Propose two (2) possible ways that can guide Sammy in making effective decisions.

3 What could be done by Sammy to manage Juanita's poor performance problem? Suggest four (4) methods of how Sammy can provide Juanita with skills and knowledge to improve her performance. Provide suitable example to support your answer.

4 Managers have the most significant impact on employee performance. Based on this statement, how would Sammy align the performance of his staff with the organizational goals? Propose four (4) work practices that Sammy can apply which lead to both high individual and high organizational performance. Provide suitable example to support your answer.

1. Buyers of new cars can consider Internal Combustion Engine (ICE) cars or new electric cars (EVs). If the price of ICE cars goes up because of a higher carbon tax, then the demand for EV cars will increase. Is it True or False?

2. An increase in the cost of aluminium will cause the supply of soft-drink cans to increase. Is it True or False?

3.The incidence of a tax is shared between buyers and sellers in the long run, whether or not the industry is constant cost. Is it True or False

4. An increase in the demand for avocados will in the short run, lead to a rise in the equilibrium price of avocados and more growers will enter the industry. Is it True or False

Write a report on Dubai's company Al Rawabi & its new product is cheese & coffee with new packaging & flavors.

Write the report as if it is for your workplace boss who has asked for a summary of the most important information concerning the country and their business implications, and based on that your recommended strategy to introduce a product there with proper justification.

The Report should contain: 1. Strategic Focus and Plan; 2. Goals; 3. Situational Analysis; 4. SWOT Analysis; 5. Promotional Strategy; and 6. Price Strategy. 7. Target. 8. Five Year Prediction

Training for New Computer Systems Enhances Implementation

Many health systems have been upgrading to new computer systems. If you have ever experienced this kind of change, you know that it is quite a complex process with many opportunities to derail the project. Several years ago, a local health system implemented a computer upgrade to a new electronic medical record (EMR) system. Management and administration had been preparing for this upgrade for several years. The administration allocated the necessary resources to make the implementation a success not only financially but also in terms of increasing information technology (IT) staff and training of “superusers” or champions. These “superusers” were from within the organization and from every level of the organization and were given extensive training well ahead of other users. In preparation for this change, management spent time and resources educating those working within the organization about the importance of this upgrade in achieving the mission of the organization by increasing connectivity with other health systems, maximizing reimbursement, and achieving meaningful use compliance (innovations–values fit). This pre-education enhanced the implementation climate by helping the intended users understand that the transition to an upgraded EMR was an organizational priority, thereby enhancing the implementation effectiveness. Over several months, the targeted users (nursing staff, providers, managers, front desk workers, and coding and billing personnel) were trained in preparation for the change. Target dates for the change were set, and clinic schedules were reduced to allow time for using the new system (another example of management support). Although it was a bumpy ride, the upgrade to the new computer system, as well as the implementation effectiveness, was very successful. Others may argue that the innovation effectiveness (the benefit of the new computer system to the organization and ease of use) is not quite so apparent.

Questions

1.   Who are/would (be) the champions in your organization? What qualifies them to be champions, or which qualities do they possess?

2.   When your organization has implemented a major change, did it have the benefit of a strong implementation climate? Which steps did the organization take to ensure successful implementation effectiveness? What could it have changed to improve the climate and effectiveness?

3.   How did your organization determine the success of the implementation of the new policy or innovation? Which measures were evaluated? Should the organization have reexamined the implementation or made the decision to change course? Why or why not?

Your company plans to raise $100 million to finance its new two-year project by issuing new two-year bonds (with annual coupons and annual compounding). Your company and its new project are currently considered risk-free. Unfortunately, covenants in the preexisting debt issued during harder times impose restrictions on the amount of new debt. Specifically, if the face value of the new bond issue is below $100 million, your company can promise to pay an annual coupon of up to 5%. However, if the face value of the new issue is between $100 and $110 million, your company can only promise to pay an annual coupon of up to 1% on the entire issue. Your company is not allowed to issue bonds with the face value above $110 million. The zero-coupon yield curve for the next two years is as follows:

Will your company be able to finance this new project?

Firm A’s new project needs $325,000 for new fixed assets (long term assets), $160,000 for additional inventory and $35,000 for additional accounts receivable. This is a five year project. Use straight line depreciation approach to calculate the depreciation expenses. By the end of the fifth year, the value of the fixed assets = 0. However, the market value of the assets = 25% of their original cost. At the end of the project, the net working capitals tend to return to its original level. Annual sales is expected to be $554,000 and costs = $430,000. The tax rate = 35%. Required rate of return = 15%.

1.What is the initial cost of this project?

2. What is the operating cash flows from year 1 to year 4

3. What is the operating cash flows in year 5 (last year)

4. Calculate npv