This study aims to build a model that describes the determinants and effects of development operations and test it experimentally on a sample of tourism companies in Egypt, category (a), category (b). This sample consists of (52) tourism companies. - This study also aims to make a comparison between category (A) and touristic companies (category B) with regard to the determinants and effects of development processes that have been carried out, and to achieve this goal the study seeks to identify the availability of creative capabilities among the managers of these companies and the impact of these capabilities In the level of organizational development used and also the impact of these capabilities on the content of organizational development, the study used methods of simple regression, multiple regression and t-test tests for the purpose of testing study hypotheses - Among the most important findings of the study is the existence of a direct relationship between the creative capabilities of managers and development development practices Lemme, and there is no relationship between the creative abilities of managers and content of organizational development. The study also found that the defect in the organizational structure was the only factor driving the organizational development at the level of companies as a whole as well as at the level of the work group, as the defect in the factors related to both the structure and work relationships, in addition to the presence of negative psychological trends among workers in the company were from The most important variables of the organizational context that led to a development in companies such as restructuring and changing the methods of communication and interaction in the company. Finally, the study reached an increase in the average creative capabilities in tourism companies, category (A), in tourism companies, category (B), and found a significant improvement in C There are three elements to the organizational context: objectives, incentives, and decision-making in category A companies compared to category B companies.